HomeMy WebLinkAbout2011 Adopted BudgetFY 2011 Budget
Elizabeth Tisdahl, Mayor
Submitted by
Wally Bobkiewicz, City Manager
www.cityofevanston.org
As Amended on 08/01/11
As Amended on 08/01/11
ELECTED OFFICIALS
Elizabeth B. Tisdahl
Mayor
CITY COUNCIL
Judy Fiske First Ward
Lionel Jean-Baptiste Second Ward
Melissa A. Wynne Third Ward
Donald N. Wilson Fourth Ward
Delores A. Holmes Fifth Ward
Mark Tendam Sixth Ward
Jane Grover Seventh Ward
Ann Rainey Eighth Ward
Coleen Burrus Ninth Ward
Rodney Greene City Clerk
Wally Bobkiewicz
City Manager
As Amended on 08/01/11
CITY OF EVANSTON
2011 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Budget
TABLE OF CONTENTS
Part I – Budget Message
Page
City Manager’s Transmittal Letter………………………………………………….…………. 7
Executive Summary……………………………………………………………………………. 23
Part II – Charts and Summaries
Organization Chart……………………………………………………………….…………….. 33
General Information……………………………………………………………………............ 34
Budget Calendar………………………………………………………………………………… 35
Budget Process………………………………………………………………………………… 36
Budgetary Basis of Accounting………………………………………………………………. 38
Budget Policy…………………………………………………………………………………… 39
Fund Descriptions………………………………………………………………………………. 43
Total Budget – Summary of All Funds Chart…..…..………………………......................46
Total Budget – All Funds……………………………..………………………......................47
Total Budget – All Funds (Adjusted for Interfund Transfer)………………….................... 48
Analysis of Budget for Transfers Summary…………………………………….……………. 49
Fund Balance Summary……………………………………………………………………….. 51
Revenues and Expenses by Category……………………………………………………….. 52
Tax Bill Charts…………………………………………………………………………………… 53
Property Tax Charts……………………………………………………………………………. 54
2010 Property Tax Levy Chart…………………………………………………………………. 60
2010 Property Tax Graphs…………………………………………………………………….. 60
Revenues, Assumptions and Trends………………………………………………………… 61
Debt Service…………………………………………………………………………………….. 65
Part III – General Fund Budget
General Fund Summary………………………………………………………………………… 68
General Fund Revenues………………………………………………………………………… 69
City Council……………………………………………………………………………………..74
City Clerk’s Office………………………………………………………………………………77
City Manager……………………………………………………………………………………80
Law Department..……………………………………………………………………............85
Administrative Services Department………………………………………………………88
Community and Economic Development ..……………………………………………….94
Community Intervention Services……………………………………………………………… 98
Police Department...………………………………………………………………………….101
Fire Department..………………………………………………………………………………107
Health Department………….………………………………………………………………...111
Public Works Department ……………….………………………………………………….118
Library Department………………….………………………………………………………..124
Parks, Recreation and Community Services………...………………………………….128
Parks & Forestry Division.…………………………………………………………………….. 135
Ecology Center…………………………………………………………………………........... 137
Cultural Arts Division…………………………………………………………………………… 138
Facilities Management Division………………………………………………………………. 140
As Amended on 08/01/11
Part IV – Other Funds Budget
Page
Homelessness Prevention & Rapid Re-Housing Program (HPRP)..………………………. 144
Neighborhood Stabilization Program (NSP) 2...…………………………………………….. 145
Motor Fuel Tax…………………………………………………………………………............ 147
Emergency Telephone System…………………………………………………………......... 148
Special Service Area No. 4…………...……………………………………………………….. 150
Community Development Block Grant……………………………………………………….. 151
CD Loan…………………………………………………………………………………………. 154
Economic Development ……………………………………………………………………….. 155
Neighborhood Improvement……………………………………………………………………. 158
HOME……………………………………………………………………………………………. 159
Affordable Housing Fund…….………………………………………………………….......... 160
Washington National Special Tax Allocation – Debt Service Fund………………………. 162
Special Service Area No. 5…………...………………………………………………………. 163
Southwest II (Howard Hartrey) Special Tax Allocation – Debt Service Fund…………….. 164
Southwest Special Tax Allocation – Debt Service Fund…………………………………… 165
Debt Service Fund……………………………………………………………………………… 166
Downtown II Special Tax Allocation Service Fund...……………………………………….. 168
Howard/Ridge T.I.F.……………………………………………………………………………. 169
West Evanston T.I.F.………………………………………………………………………….. 170
Capital Improvements Fund…………………………………………………………………… 171
Special Assessments Fund………………………………………………………………….. 172
Parking System Fund………………………………...…………………………………....... 173
Water Fund……………………………………………………………………………………. 177
Sewer Fund……………………………………………………………………………………. 182
Solid Waste Fund……………………………………………………………………………..186
Fleet Services Fund………………………………………………………………………..…. 188
Insurance Fund..…………………………………………………………………………….... 191
Firefighters Pension Fund.………………………………………………………………..….. 194
Police Pension Fund………………………………………………………………………...... 195
Part V - Position Information
Position Comparison Charts………………………………………………………………….. 197
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….. 214
Capital Improvement Fund Policy……………………………………………………………. 216
Capital Projects Summary Charts…………………………………………………………… 221
Capital Projects Summary……………………………………………………………………. 223
Part VII - Glossary
Glossary……………………………...……………………..…………………………………. 235
As Amended on 08/01/11
PART I
BUDGET MESSAGE
As Amended on 08/01/11
March 1, 2011
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Please find the Fiscal Year 2011 budget for the City of Evanston, Illinois for the year
beginning March 1, 2011 and ending December 31, 2011. The annual budget is a policy
document that sets the financial course for the City of Evanston and defines the service
priorities we provide to the community.
This ten month budget to transition to a calendar fiscal year contains many revenues and
expenditures that occur on a monthly basis and thus could be prorated accordingly. Other
revenues and expenditures are more cyclical in nature, which presented a unique challenge
when developing the budget document. The budget is the culmination of months of effort
by the entire City staff to balance available resources with the actual and desired
services required by our residents, businesses and visitors.
The total budget for FY 2011 is $198,910,258, which includes all funds. The General Fund
budget is projected to have revenues and expenditures of $73,873,482. In order to balance
the budget this year, reductions were made to expenditures, including position eliminations,
unpaid days off for some Union and non-Union personnel and a continuation of freeze on
merit increases for non-Union personnel. Revenue enhancements are also included
relating to gas and utility taxes and certain fees. There will be no increase to the property
tax to fund operational expenses in the upcoming year. 2011 will mark the third consecutive
year without such an increase.
STATE OF THE CITY
The recession continues to impact the City of Evanston. We have been diligent in curtailing
expenditures and focusing on efficiency and effectiveness of services. While our revenues
appear to be leveling off during the current fiscal year, we remain cautiously optimistic about
increasing estimates until we see stronger signs of an economic recovery.
In addition to relatively flat revenues, operating costs, specifically those related to personnel
(salary, pension and health insurance costs), continue to increase. The Annual Required
Contribution (ARC) for the Police and Fire pensions will increase by $1.2 million over this
year’s cost. The Illinois Municipal Retirement Fund (IMRF) was estimated to increase by
approximately 2.5% over this year’s costs as well. However, the City has paid off the Early
Retirement Incentive (ERI) liability though general obligation debt, thus negating the need for
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the increase and shifting the reduced payment to the debt service fund. Health insurance
costs are expected to increase between 10% and 12% next year.
In order to make every effort to create transparency during the budget process, the City
scheduled two community budget review sessions to obtain Evanston resident and business
input. All of the questions asked and ideas generated appear on the City’s budget website –
www.cityofevanston.org/budget.
Similar to last year, much discussion centered on the cost to provide services, specifically
salaries, benefits and pension costs. In light of the fact that we have executed collective
bargaining agreements with three of our four Unions for the upcoming fiscal year, it is not
recommended we initiate requests for changes to those agreements at this time. Rather,
emphasis will be placed on the remaining collective bargaining unit to make economic
concessions, similar to what was agreed upon by all other employees. Merit raises for non-
Union employees remain unfunded for the upcoming fiscal year as a continued cost savings
measure. Thus, the two items listed below are the only downward salary adjustments that
have been included in the budget:
• No merit increases for non-represented employees (step increases for represented
employees would continue);
• Three unpaid days off for all non-represented and AFSCME employees. Teamsters
and Fire Union employees will be forgoing holiday and/or floating holiday time off to
meet this parameter.
Finally, included in the budget is a restoration of 3% of the 5% pay reduction taken by the
City’s Executive Staff last year.
These salary changes have implications across the entire City, not just the General Fund. In
the upcoming year, we will continue to work to address the unfunded liability issue related to
Police and Fire pension obligations. Further, we will work with our municipal colleagues and
IMRF to effect changes to the statutes to prohibit some of the pension padding that was
raised recently by the press. While we have already changed our local personnel guidelines
to address this issue, more work needs to occur on the State level to tighten pension
calculation practices to reduce this liability in the long term.
The budget includes a 3% increase in the property tax levy to fund Police and Fire pension
obligations. It also includes limited revenue enhancements related to a few specific local
taxes and user fees, such as the gasoline and utility taxes and the Right-of-Way Permit Fee.
Perhaps the biggest unknown that remains for 2011 is the State of Illinois. The State is
facing a $13-15 billion deficit that will not be addressed until the First Quarter of 2011 (at the
earliest). I believe the State will take money from cities to balance its own accounts. How
much is anyone’s guess, but the City Council will likely face additional budget discussions
the first half of 2011.
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FY 2010/11 SUCCESSES
Focus on City Council Goals: The City Council’s goals set for 2010 shaped and guided the
work done by staff this past year. This letter details accomplishments on these efforts. The
City Council’s goals for 2011 remain the same with the addition of a “Youth Services” goal.
Staff remains committed to continuing to use the City Council’s goals as the basis for our
work during FY 2011.
Public Safety: The excellent work of the Evanston Police and Fire Departments continued
this past year. Without drawing much attention to themselves, these two departments keep
Evanston safe. In difficult budget times, with reductions throughout the City, it is especially
difficult to ask these two departments to make additional reductions without impacting the
high level of service they both provide. I will continue to work with Police Chief Eddington
and Fire Chief Klaiber in the coming year to ensure that departmental efficiencies are
regularly reviewed and opportunities for support from non-tax revenue sources continue to
be aggressively explored.
Economic Development: Of the City Council’s twelve goals for 2010, the issue of economic
development was its number one priority. The City Council moved quickly with the adoption
of an economic development work plan to outline issues to be worked on in the areas of
business attraction, business retention, business assistance and community marketing. The
City hired two new economic development planners whose responsibilities are divided by
business district, and who are focusing their efforts on supporting existing businesses in
these locations as well as helping to recruit new businesses to Evanston.
This focused approach is beginning to bear fruit with the ability to address some long
standing issues of current businesses as well as have procedures in place to work with
businesses interested in locating in Evanston. The City also has close ties to neighborhood
business associations, Downtown Evanston, Evanston Inventure and other business groups
and is working with them individually on ways that the City can help their efforts.
In the coming year, I believe we need to add additional staff resources to these efforts as
well as better package existing funding programs to support business while developing new
funding programs. Staff is also working to make procedures in the Community and
Economic Development Department as business friendly as possible.
I am confident that the City of Evanston is ready to help business owners with investments
in existing and new businesses in our community.
Citizen Engagement: New efforts in the area of citizen engagement have been among the
most important initiatives of FY 2010/11. The City has consolidated all of its outreach efforts
to the public as part of a new unit in the City Manager’s Office under the direction of
Assistant to the City Manager Joe McRae. This has included a transformation of the
information we make available on the Internet; a new and vigorous approach to working with
the press and making City information available through them; and new outreach to
community organizations throughout the City.
The City recently launched a mass notification system that will allow us to better
communicate with residents using automated phone messaging, text messaging and email.
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The centerpiece of these initiatives is the launch of a 3-1-1 system on March 1, 2011
(3-1-11). Mr. McRae and his staff have been working for months to strategically map out the
best ways to implement this system using existing resources wherever possible to minimize
the costs of implementation. This includes re-purposing a customer request tracking
software system we already use and connecting it electronically to work order tracking
systems currently used in departments.
The 3-1-1 call center will be open from 7 AM to 7 PM seven days a week to take service
requests and answer questions from residents. This represents a 36% increase in time that
a staff member will be available to address these issues. Our residents tell me that the
ability to have the City handle service requests and answer questions in a timely manner is
one of our greatest challenges.
3-1-1 is not a phone answering service. 3-1-1 is a comprehensive way to deliver all non-
emergency City services. Service requests are taken centrally and routed directly to the
staff members that deliver the services. This eliminates two or sometimes three levels of
bureaucracy that currently exist from service request to service delivery. As we continue to
reduce staffing in our major field operations (streets, sanitation, parks, forestry), this system
will allow them to address service requests more efficiently and reduce the need for time-
consuming “special” services for requests that have not been handled in a timely manner.
3-1-1 will be powered by a service request tracking system that will allow us to track the
efficiency of service, to capture data on services delivered and hold all of us accountable for
timely service delivery.
I am asking Mr. McRae to complete the consolidation of our citizen engagement efforts by
also including our volunteer coordination efforts into a newly created Citizen Engagement
Division in the City Manager’s Office.
Reorganization of City Service Delivery: The City significantly reorganized the delivery of
many services this past year. These reorganizations have already helped by better focusing
limited resources in key areas. Some examples:
• Consolidation of administrative functions in the Department of Administrative
Services (Finance, Human Resources, Information Technology and Parking) has
helped streamline delivery and prioritization of these services with fewer staff
members. The City has reduced staff in these areas 30% in the last year.
• Spinning off the City’s Water and Sewer Divisions into a Utilities Department has
helped focus attention on these critical municipal services and has given the City
opportunities for better coordination when issues arise with Nicor or ComEd.
• Consolidating the management of citywide senior programs and youth programs into
the newly renamed Department of Parks, Recreation and Community Services has
helped focus resources in these areas, eliminate duplication of services provided by
multiple City departments and allow the City to better partner with schools and non-
profits in working with youth and seniors citywide.
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• Refocusing the Department of Health and Human Services to a Health Department
allows the staff to focus solely on keeping Evanston healthy.
• Consolidating Liquor Commission and Administrative Adjudication within the Law
Department has improved management in both areas.
• Consolidating all of the City’s economic development and affordable housing
functions into a newly renamed Department of Community and Economic
Development has helped focus resources in these areas, eliminate duplication of
services provided by multiple city departments and allows the City to better partner
with business and non-profit organizations in working on economic development and
affordable housing.
Staff will continue to look for ways to consolidate services and avoid duplication of services
in FY 2011.
Northwestern University: Relations between the City and Northwestern University have
improved significantly over the past year. With the arrival of President Morton Schapiro,
Northwestern has been very open to new partnerships with the City. This includes
Northwestern funding of a new fire engine, more Northwestern students working in City
offices and on City projects, greater cooperation on economic development issues and
greater cooperation on student-neighbor issues.
In the coming year, I hope we can continue to build upon these improved relations as we
develop new initiatives on student-neighborhood issues, work together on enforcement of
conditions of off-campus housing and continue to create greater dialogue on the issues of
Northwestern land uses throughout Evanston.
FUTURE CHALLENGES
Continue Funding for Quality of Life Services: With continued budget reductions come
impacts to the City’s ability to continue to deliver quality public services. I believe the
reductions made this year and last end our ability to make reductions that do not significantly
impact our ability to deliver services. While there are many examples of reductions that
have occurred in the past few years, funding for contract services through our Mental Health
Board is a good example. In FY2008/09, the City’s General Fund supported grants totaled
$885,000 for Community Purchase of Services. This amount has been further reduced in
subsequent fiscal years resulting in $525,000 in the current budget. The City is grateful for
Evanston Township’s continued support of this program. The monetary pledge of support
for the upcoming year is $100,000, which will be added to the City’s funding commitment.
Budget impacts to the Evanston Public Library are discussed further below, but I believe we
will continue to be challenged to provide other important services such as care and
maintenance of City trees, as well as recreation programs, senior services, youth services
and cultural arts programs. Staff will continue to be as creative as possible to find ways to
deliver these services, but I believe the City will be forced to significantly decrease support to
these services over the next several years.
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Salaries / Health Benefits/ Pensions: City staff heard loud and clear this year during our
community budget workshops that the City’s salaries and health benefits are not in sync with
changes that have occurred throughout the private sector and in some parts of the public
sector. The City has labor agreements with our bargaining units for salary increases during
FY 2011 that are at or below neighboring communities. No salary adjustments (and salary
reductions for senior managers) in 2010 was unique among our neighboring communities
and many other government agencies. Staff will continue to work to keep salary costs
down, but our collective bargaining environment presents additional challenges.
The City changed the way it contracts for health benefits in 2009, which will work towards
stabilizing costs in the upcoming years by building necessary reserves. Staff is also paying
more for health benefits, again something that most of our neighboring communities have
not experienced.
The largest personnel cost that continues to grow substantially is pension obligations. The
City has spent a good deal of time discussing these issues. In the last five years, the City’s
annual cost for public safety pensions has grown from $8,810,810 in the 2007 tax levy to
$13,493,636 in the 2010 tax levy or 35%. The City continues to work in Springfield with
other cities and villages to address these problems in the General Assembly. These costs
are not sustainable and cut into the City’s abilities to provide other critical municipal services.
Non-Tax Revenue Support of Services: This year, the City has begun to work aggressively
on raising funds to support City services from non-tax revenue. These efforts include:
• Appointing a Volunteer Coordinator to increase the number of volunteer hours
donated to the City to support City services.
• Actively working to sell more water treated by the City of Evanston to surrounding
communities.
• Developing a public/private partnership for the design/construction/financing and
operation of a new Robert Crown Center.
• Appointing a Development Officer to actively raise funds through grants,
sponsorships, advertising and partnerships to support City services.
• Appointing an Intergovernmental Relations Coordinator to work with our
representatives in Washington, Springfield and on regional transportation boards to
bring resources to the City. In addition, we are working with our neighboring villages
and cities to outsource as well as in-source municipal services to save money and
maybe even make money from the provision of services.
Two additional areas we will be pursuing in 2011:
• Renting available space in the Civic Center as well as maximizing use of space in
other City-owned facilities.
• Actively pursuing individuals and businesses with overdue utility bills or fines.
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New tax revenues are going to remain difficult to raise in the coming years. I am committed
to doing all that we can to raise revenue from non-tax resources to maintain and expand City
services.
Library Services: There has been much community discussion about library services during
the past nine months since my proposal in December, 2009 to close the North and South
Branch Libraries. At the time, there was no organized support for the Evanston Public
Library and the announcement of the proposed closure was met with silence initially from
the community. Shortly after, the Friends of the Evanston Public Library were re-established
and a tremendous fundraising effort was launched. The Evanston Library Board also
became re-engaged during this period.
Unfortunately, the focus on the library these past several months demonstrated the severe
resource problems that the library has. There is no way to appreciably change this without
substantial new revenue coming to the library to not only sustain the moderate level of
resources currently available to the library, but resources to give the library greater ability to
serve the public.
In response to the ongoing fiscal concerns of the Library, the Library Board voted to create a
Library Fund model in the City of Evanston. The City staff will continue to work with Library
personnel and the Library Board to develop a transition plan in the upcoming year.
Evanston Township: The continued operation of Evanston Township has been a primary
topic of discussion the last two years of community budget workshops. The community
does not appear to understand the Township or why it is housed outside the Civic Center,
which does have available space. I encourage the City Council acting as the Board of
Directors of Evanston Township to consider these issues in the coming year.
Tax Increment Financing Districts: The City has had great success with the use of tax
increment financing districts over the past many years. I believe it is time to evaluate each
of our remaining districts to ensure that they are being used to their greatest purposes and
to initiate changes to these districts as appropriate to better serve the needs of the City of
Evanston.
2011 CITY COUNCIL GOALS
The FY 2011 budget includes many programs and initiatives to further the City Council’s
adopted 2011 Goals:
• Affordable Housing
• Budget Planning
• Capital Improvement Program
• Climate Action Plan
• Economic Development
• Efficiency and Effectiveness of Services
• Federal/State/Regional Government Affairs Agenda
• Lakefront Development
• Northwestern University
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• Police and Fire Pension Funding Issues
• Robert Crown Center Improvements
• Safety Issues
• Youth Services
Many of these goals have been discussed above. In the area of affordable housing, the City
is now aggressively implementing the Neighborhood Stabilization Program (NSP2) and has
recently hired a new Housing Planner to implement recommendations made last week by
the Affordable Housing Task Force. I am pleased also with the progress the City has made
with budget and capital improvement program planning. There is much more transparency
and openness in both processes. The City also continues to bring in substantial grant funds
to implement the Climate Action Plan.
Implementing the City Council’s goals will be the staff’s main priority in FY 2011.
FISCAL YEAR 2011 BUDGET OVERVIEW
GENERAL FUND
The General Fund encompasses the majority of all daily operations as budgeted, excluding
Fleet, Parking, Water and Sewer services. A new fund has also been established this year
to segregate the revenue and expenses related to the provision of Solid Waste services.
The City has taken steps to address the General Fund’s structural operating deficit as well
as the impact of the global recession. During the initial budget preparation, staff took into
consideration a three year period when developing the budget – the current fiscal year
(FY10/11) – the transitional fiscal year (FY 2011) – and the following fiscal year (FY 2012).
The reason for this comprehensive look relates to the fact that the transitional fiscal year
cannot be prorated to match its term. City revenues and expenditures do not occur on a
consistent month-to-month basis so significant thought and analysis went into determining
how best to develop a budget for a ten month time period. The result is a budget that is
roughly 87% of the prior year’s revenues and expenditures, prior to adjustments.
General Fund:
FY 2010-11 FY 2010-11 FY 2011
FY 2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues 84,454,243 86,873,900 85,812,229 73,873,482
Expenditures 87,027,842 86,578,760 85,423,432 73,873,482
Surplus/(Deficit) (2,573,599)295,140 388,797 0
At this time, the General Fund is projected to end the year on target or with a slight deficit.
We have instituted the following measures to ensure that we come in on budget at the close
of the current fiscal year, FY10/11:
Hiring Freeze
Reorganization Consideration
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Expenditure Control
Prior Approval for Training and Travel
Overtime Reductions
As we looked to next year, it was necessary to eliminate several positions for two reasons:
first, the creation of the 3-1-1 Center, which will result in the addition of 9.5 FTEs; and
second, to close the budget gap due to the fact that the projected revenues are relatively flat
and fixed costs, such as salaries, benefits and pension obligations, continue to rise. The
following is a list of position reductions. The net reduction in positions is 9.65 FTEs due to
the creation of the 3-1-1 Center. Approximately half of the position reductions are in
positions that are currently vacant. In addition, all of the position reductions are as a result of
increased efficiencies in municipal operations and/or a reduction in the demand for services,
such as in our Building and Engineering Divisions.
POSITION DEPARTMENT FUND FTE
Switchboard Operators City Manager’s Office General 2.00
Public Safety Systems
Administrator (vacant)
Administrative Services
General
1.00
Parking Enforcement Officer (vacant) Administrative Services General 2.00
Human Relations Specialist (vacant) Community Development General 1.00
Executive Secretary to non-
Department Head (vacant)
Community Development
General
1.00
Clerk II Health Department General 0.40
Shelver Library General 0.25
Outreach/Community Relations
Coordinator (vacant)
Library
General
0.50
Parks/Forestry Worker III (one vacant) Park, Recreation and Community Services General 1.00
Public Information Assistant (vacant) Park, Recreation and Community Services General 0.75
Records Clerk (vacant) Police General 1.00
Recycling Attendant Public Works General 0.75
Engineering Associate (retirement) Public Works General 1.00
Clerk II Public Works General 0.75
Water Worker II (vacant) Utilities Water 1.00
Waters Billing Clerk Utilities Water 1.00
TOTAL REDUCTIONS 15.40
In addition to the position reductions, there have been several other adjustments to existing
positions, which have resulted in some reductions in hours or transfers of duties. All of the
changes have been made in an effort to continue to focus efficiency and effectiveness of
service delivery. Examples include: elimination of some seasonal positions in Parks,
Recreation and Community Services and minimally revising the hours of operation at the
Noyes Cultural Arts Center. One other significant change in the budget appears in the
Forestry program. The tree purchase budget has been reduced by 50%.
Along with the position reductions made in the General Fund, there are several revenue
enhancements. Tax revenue enhancement comes as a result of a comprehensive study of
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taxes charged in comparable and adjacent communities. Some of the other fee
adjustments are include as a result of changes in our Public Works operation and
Departmental recommendations. Additional revenue is estimated as follows:
Transfer Station Tonnage Fee 225,000
Gasoline Tax – $0.01 increase (.03 to .04) 142,000
Electric Utility Tax 83,000
Increase in Right-of-Way Permit Fee 100,000
Increase Beach Token Fee by $2.00 34,000
Overall, revenues for the General Fund are projected to be relatively flat in FY 2011.
However, it is important to reiterate that many City revenues are not received on a monthly
basis and therefore it is expected that the one time revenue loss in the upcoming fiscal year
will be approximately $850,000. That amount will be partially offset by some of the
expenditures that peak in the winter, such as snow and ice removal. Despite the impact of
the 10-month transitional fiscal year, some revenues are projected to increase slightly in the
upcoming year, such as permit and ambulance fees, and real estate transfer taxes. Lastly,
property tax revenues for the general fund have been level funded in the upcoming year.
With the change to the new fiscal year, the property tax levy will more closely match the
fiscal year. Regardless of the duration of the fiscal year, tax revenue is only collected two
times per year and therefore, the levy must remain flat in order to fund the current budget,
the 2011 budget and the following year’s (2012) budget. The following chart provides a
comparison of the major budgeted revenues in the General Fund. While the difference for
most appears to be a negative number, it must be adjusted to reflect the ten month budget.
In most cases, the revenue is for the upcoming year is projected to be flat or slightly ahead
of the current year.
FY 2010-11 FY 2011
Description Budget Budget Difference Reason
Property Taxes* 16,549,600 16,516,200 (33,400)Slight decrease anticipated in
collection of prior year property tax
revenue collections.
Real Estate Transfer
Tax
1,600,000 1,500,000 (100,000)
10/12 trend is slightly ahead of
previous year.
Sales Tax
8,914,000 7,300,000 (1,614,000)
10/12 trend is similar to previous
year.
Sales Tax-Home
Rule
5,520,000 4,552,968 (967,032)
10/12 trend is similar to previous
year.
Building Permits
2,200,000 2,500,000 300,000
Trend is ahead of previous year.
Large project revenue anticipated.
Utility Taxes 5,254,000 4,290,507 (963,493)Trend is similar to previous year.
State Income Tax 5,717,000 4,635,565 (1,081,435)Trend is similar to previous year.
Telecommunication
Tax
3,230,000 2,691,667 (538,333)
Fluctuates based on consumer
product variations
Totals: $48,984,600 $43,986,907 $4,997,693
*Property Taxes: Although property tax will be flat for the upcoming year for the General
Fund, it will be increased to fund obligations related to Police and Fire pensions and capital
improvements. These items remain as City Council goals and both depend on funding from
property taxes. In addition to the General Fund property tax, the City levies an annual tax
16 As Amended on 08/01/11
directly attributable to the pensions as well as for the payment of bonds used to finance
various budgeted capital improvement projects.
OTHER FUNDS
The City budget also includes information on many other funds, which account for all other
activities accomplished each year. Each fund is summarized in the Executive Summary
immediately after this transmittal letter.
CONCLUSION
In closing, I believe the budget for FY 2011 is in keeping with stated City Council policy
and the fiscal realities as we understand them. The budget has been developed and
assembled by the City’s budget team under the direction of Administrative Services
Director Joellen Earl. Ms. Earl reviewed all existing accounts and developed strategies
to address our many budget issues. Assisting Ms. Earl was Interim Finance Division
Manager Louis Gergits and Management Analyst Brandon Dieter. Assistant City
Manager and City Treasurer Martin Lyons also provided key assistance in the
development of the budget. All Department Directors worked closely with Ms. Earl and
her staff in development of the department budgets. I extend my thanks to all of these
hard working individuals for a job well done.
Sincerely,
Wally Bobkiewicz
City Manager
17 As Amended on 08/01/11
FY 2011 FY 2011
INITIAL FINAL
RECOMMENDED REVENUES ADJUSTMENTS ADJUSTMENTS
CITY-WIDE BUDGET ADJUSTMENTS - REVENUES
Revenue Adjustments
Transfer Station Fee (3 Quarters - $2 per ton)225,000 225,000
Gasoline Tax ($170,000 per $0.01)142,000 142,000
Electric Utility Tax (from 0.589 to 0.610, etc.)83,000 83,000
Increase Right of Way Permit Fee 100,000 100,000
Increase Beach Token Fee by $2.00 34,000 34,000
New revenue from Fundraising Efforts 45,000 45,000
New revenue from Increased Collections 50,000 50,000
Township support for Youth Program 20,000 20,000
Modification to Dutch Elm Injection Program*263,000 356,000
Environmental Association 7,000
Township Support for Community Purchase of Services 100,000
Transfer from IMRF Fund 130,000
Subtotal Revenue Adjustments 962,000$ 1,292,000
* Note - Funds will come from Reserved Account for the Dutch Elm Disease Program
FY 2011 FY 2011
INITIAL FINAL
RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
CITY-WIDE BUDGET ADJUSTMENTS - EXPENDITURES
Department Reduction Detail
City Manager's Office
Eliminate three Switchboard Operators (2FTEs) - For 311 86,700 86,700
Restore 2% of 5% reduction to Director Pay (30,000) (45,000)
311 Reduction 96,333
Defer 1% AFSCME COLA Increase from 06/01/11 to
11/21/11 81,500
Defer 2% COLA for Non-Union Personnel for one month,
04/01/11 27,500
Subtotal City Manager's Office 56,700$ $247,033
CITY OF EVANSTON FY2011 BUDGET REDUCTION WORKSHEET
GENERAL FUND
18 As Amended on 08/01/11
CITY OF EVANSTON FY2011 BUDGET REDUCTION WORKSHEET
GENERAL FUND
FY 2011 FY 2011
INITIAL FINAL
RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Administrative Services
Eliminate Information Technology position - Police -
(vacant - 1 yr.)75,000 75,000
Eliminate two Parking Enforcement Officer positions 120,000 120,000
Subtotal Administrative Services 195,000$ 195,000$
Community and Economic Development
Eliminate Program Specialist (SYEP Coordinator) - (vacant
2 mo.)67,000 67,000
Eliminate Executive Secretary to Non-Dept. Head - (vacant
- 6 mo.)55,000 55,000
Eliminate Zoning Administrator 88,500 12,900
Subtotal Community and Economic Development 210,500$ 134,900
Fire
Convert Deputy Chief Rank to Division Chief Rank 20,000 20,000
Reduce overtime budget by 10% (from $291,550 to
262,395)29,155 29,155
Subtotal Fire 49,155$ 49,155$
Health
Eliminate Clerk II (PT/0.4 FTE) in Vital Records Office - 15,000 15,000
Mental Health Board - Reduce purchase of services
($675,000)25,000 62,000
Subtotal Health 40,000$ 77,000$
Law
Replace vacant Deputy City Attorney position with creation
of a third Assistant City Attorney 27,000 27,000
Transfer Legal Secretary to Insurance Fund 78,000 78,000
Subtotal Law 105,000$ 105,000$
19 As Amended on 08/01/11
CITY OF EVANSTON FY2011 BUDGET REDUCTION WORKSHEET
GENERAL FUND
FY 2011 FY 2011
INITIAL FINAL
RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Library
Reduce Library Outreach position - (.5 FTE - vacant - 18
mos.) - For 311 32,000 32,000
Subtotal Library 32,000$ 32,000$
Parks, Recreation and Community Services
Revise opening hours at Noyes Cultural Center 6,000 6,000
Reduce hours at Mason Park Drop-in 6,000 6,000
50% reduction in tree purchases 85,000 85,000
Reduce Dutch Elm Injection Program by 25%93,000 -
Reorganize FT and PT employee schedules at Robert
Crown 15,000 15,000
Eliminate FT Clerk at Ecology Center and replace with PT
Clerk 48,500 23,500
Eliminate FT Recreation Maintenance position (vacant - 1 68,000 -
Eliminate two Facilities Maintenance Worker III positions 160,000 -
Eliminate two Parks/Forestry Worker III positions (one
vacant - 4 mos.)120,000 60,000
Eliminate Parks/Forestry Worker II position 71,000 -
Eliminate Inclusion Specialist 81,500 -
Eliminate Public Information Assistant (vacant 4 mos.)27,500 27,500
Subtotal Parks, Recreation and Community Services 781,500$ 223,000$
Police
Do not fund two Police positions (vacant- 3/1/11)120,000 120,000
Eliminate Records Clerk (vacant - 1 yr. 3 mo.)50,000 50,000
Civilianize Sergeant Training Officer (vacant - 6 mo.)25,000 25,000
Subtotal Police 195,000$ 195,000$
20 As Amended on 08/01/11
CITY OF EVANSTON FY2011 BUDGET REDUCTION WORKSHEET
GENERAL FUND
FY 2011 FY 2011
INITIAL FINAL
RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Public Works
Implementation of Solid Waste Service Changes ($500K x
10 mo.)500,000 500,000
(includes elimination of one vacant EOII position)
Elimination of Solid Waste Fleet Maintenance 100,000 100,000
Solid Waste Shortfall (350,000) (350,000)
Overall Reduction in Fleet Expenditures 100,000 100,000
Increase Chargebacks to CIP for Engineering 100,000 100,000
Eliminate Engineering Associate (retirement - 3/30/11)65,700 65,700
Eliminate one PT Clerk II Position - For 311 27,500 27,500
Subtotal Public Works 543,200$ 543,200$
Utilities (Water Fund)
Eliminate Water Worker II position - -
Eliminate Water Billing Clerk position - For 311 70,000$ 70,000$
TOTAL REVENUE ADJUSTMENTS (General Fund)962,000$ 1,292,000$
TOTAL EXPENDITURE REDUCTIONS (General Fund)2,208,055$ 1,801,288$
TOTAL EXPENSE REDUCTIONS (Other Funds)70,000$ 70,000$
21 As Amended on 08/01/11
CITY OF EVANSTON FY2011 BUDGET REDUCTION WORKSHEET
GENERAL FUND
FY 2011 FY 2011
INITIAL FINAL
POTENTIAL ADDITIONAL REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Citywide
Defer 2% Cost of Living Adjustment (COLA) for Non-Union
Personnel to 09-01-11 165,000 27,500
Transfer from restricted fund - Illinois Municipal Retirement
Fund 100,000 100,000
Surplus from General Fund 76,767 76,767
Fire
Reduce Fire overtime by an additional 5%15,000 -
Reduce Fire overtime by an additional 20%60,000 -
Health
Eliminate Clerk-Typist I position 42,300 -
Parks, Recreation and Community Services
Eliminate Facilities Maintenance Worker III position 80,000 -
Eliminate Parks/Forestry Worker III position 58,500 -
Reduce Senior Taxi Coupon Program by 10% ($216,000 21,600 -
Eliminate Secretary II position - Noyes 68,500 -
Reduction in Youth Employment Program by 7%
($303,500 to 283,500)20,000 -
Public Works
Eliminate Civil Engineer II - Traffic Engineering 87,000 -
Subtotal - Potential Additional Reductions 794,667$ 204,267$
TOTAL PROJECTED DEFICIT (General Fund)3,093,288$ 3,093,288$
TOTAL DEFICIT REDUCTION (General Fund)3,964,722$ 3,297,555$
NET BALANCE (General Fund)871,434$ 204,267$
TOTAL EXPENSE REDUCTIONS (Other Funds)70,000$ 70,000$
22 As Amended on 08/01/11
FY 2011 Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles along Lake Michigan’s
picturesque western shoreline. The City’s 8.0 square miles include residential
neighborhoods encircling thoughtfully planned business districts and
recreational facilities. Ongoing development of both residential and commercial
occupancies has brought the City of Evanston a cosmopolitan flavor, while
retaining a close-knit suburban atmosphere.
Evanston boasts a diverse populace in terms of religious, racial, educational and
economic composition. Interspersed throughout the community are over 260
acres of parks. This includes over 30 tennis courts, five beaches, athletic fields,
bicycling and jogging trails and an indoor ice-skating facility.
The City of Evanston operates under the Council-Manager form of government.
The non-partisan legislative component is comprised of ten elected officials
consisting of a Mayor and nine Ward Aldermen. Through the Council-Manager
form of government, elected officials create policy and direct it to the City
Manager for implementation. This form places the responsibility for day-to-day
provision of services on a professional manager and staff.
II. Budget Summary
The total operating budget for FY2011 is $198,910,258, for all budgeted funds,
including inter-funds transfers. This represents a decrease of $25,528,683 as
compared to FY10-11. While it may seem that the decrease is significant, it must
be put into context due to the fact that the City is moving to a new fiscal year.
Thus, the FY2011 is a transitional budget. The total funds represent a shortened
transitional fiscal year comprising of ten rather than twelve months. A year-to-
year comparison is not applicable for the entire budget as municipal revenues
and expenditures are not received nor spent on a consistent month-to-month
basis. Salaries, on the other hand, absent overtime costs in some operations,
are spent on a consistent month-to-month basis. Salaries, including
adjustments, represent approximately 85% of the budget, which matches the ten-
month transitional budget period.
III. Fiscal Considerations
The City continues to take a guarded approach to budgeting its revenues and
expenditures for FY2011 due to the continued uncertainty in the economy. While
there are many adjustments included in the budget, they are primarily related to
23 As Amended on 08/01/11
efforts to become more efficient and effective in service delivery, which is a
stated goal of the City Council. Other expenditure reductions relate to program
changes, not program eliminations, such as development of a Solid Waste Fund
and smoothing of Dutch elm disease program expenditures.
Revenues are projected to be relatively flat. Some increases and decreases
have been included in the budget and the estimates are based on trend,
Departmental input and recommendations from the Illinois Municipal League.
Other revenue enhancements have been included, such as the institution of a
transfer station fee and increases in the gasoline and electric utility taxes.
Another challenge experienced while developing the budget was the transitional
nature of the next fiscal year, as mentioned previously. Thus, when preparing
the budget, consideration of three fiscal years was necessary to ensure service
delivery needs could be met based on the anticipated revenues. City revenue
and expenditures are not received nor made on a consistent month-to-month
basis. Thus, developing estimates was a bit more challenging and significant
analysis was required to determine when revenues would be received and
expenditures made so sufficient resources could be recommended for the
upcoming year.
Police and Fire pension costs continue to exceed the City’s ability to fund these
obligations without a tax increase. Our combined property tax increase for the
2010 levy for these two local pension funds is $1,261,127. The Illinois Municipal
Retirement Fund (IMRF) pension cost for non-sworn employees has decreased
due to the City’s decision to pay off the Early Retirement Incentive (ERI) liability
early. The remaining ERI obligation has been transferred to the debt service
fund and will cost the City less over the remaining payoff period (nine years) due
to the favorable interest rates obtained.
IV. General Fund
Expenditures
Departments created their FY2011 budget requests by exception this year.
Essentially, Departments were given an expenditure budget of 10/12 of the
previous year for the 10 month budget. Next, they were instructed to submit an
exception report in the event the budget provided was insufficient to meet
departmental expenditures for the ten month period. In many cases,
Departments were able to meet this request. However, in some cases, such as
in those Departments with high summer service demands, the needs could not
be met at the 10/12 level. Conversely, the Snow and Ice Removal budget was
reduced consistent with the anticipated demand for the service. Salaries were
prepared by the Finance Division and budgeted for 22/26 pay periods or
approximately 85% of a full fiscal year.
24 As Amended on 08/01/11
Similar to last year, the City initiated a public budget workshop series. City staff
met with citizens on two occasions to solicit ideas prior to releasing the budget.
Many questions were asked and responses were provided. Top suggestions and
City services were prioritized by the general citizenry as a result of the input
sessions via the Internet. The results of the workshops are posted to the City’s
website at www.cityofevanston.org/budget.
Revenues
The City of Evanston depends upon a variety of revenue sources to fund its
services. Many of these revenues are subject to fluctuations based on the
economy, although demands and costs for government services typically either
remain constant or increase. Below is a brief summary of these revenue
projections:
1. Property Tax:
The General Fund portion of the levy is recommended to remain flat for
FY2011 at $16,349,000. The property tax will increase for the non
General Fund expenditures for Police and Fire pensions. It is expected
that this levy increase will be 3.0%.
2. State Sales Tax:
General Fund revenue from the State sales tax is expected to be
$7,300,000, which is a flat increase based on the 10/12 budget estimate
form the prior year. This revenue will increase or decrease based on the
dollar amount of purchased tangible merchandise within the City.
3. Home Rule Sales Tax:
For FY2011, this General Fund revenue is budgeted at $4,552,968, which
is a flat increase over the amount budgeted in FY10/11. This tax is not
assessed on food, prescription medication, or registered/titled property
purchases (i.e. vehicles) so it is often less than the local share of the
retailers’ occupation tax.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue
budgeted for FY2011 is flat at $4,635,565. This revenue is being watched
closely as it has been targeted by the State for a 30% reduction.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas
distribution and consumption, and telecommunications taxes. For
FY2011, these taxes are budgeted at $6,900,000, which is equivalent to
FY10/11. The budget has been decreased slightly due to the current
year’s estimate for under anticipated tax receipts. Contained in this year’s
budget is an increase to the Electric Utility Tax, which would result in
approximately $83,000 in additional receipts in the ten month fiscal year,
based on current usage.
25 As Amended on 08/01/11
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is budgeted to increase by 10% over last
year in proportion to the 10/12 or ten month budget. This increase is
based on receipts to date. While we would like to remain optimistic that
the real estate market is picking up, we are cautious in our estimate until
we experience more consistent and sustained signs of economic recovery
in this sector.
7. Vehicle Licenses:
This revenue source is considered to be relatively insulated from
economic fluctuations and is based on the number of vehicles registered
within the City; however, a significant amount of revenue will not be
collected in the upcoming year due to the implementation of the fiscal year
change. Thus, we expect only 67% of the revenue to be collected during
the 10 month period. The remaining revenue will be collected in the
beginning of 2012, which will be the start of the first calendar year fiscal
year.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are
expected to generate $5,168,737. There are a few sources that make up
the Licenses and Permit category, including Building Permits. We
anticipate an increase in building permit revenue, which will offset the
other sources, some of which are up and other which are down in
estimate. Overall, we expect to receive approximately 10/12 of the prior
year’s revenue in the transitional fiscal year.
9. Fines and Forfeitures:
Parking tickets, regular and other fine revenues are budgeted to be flat in
FY 2011 at $3,666,864.
10. Charges for Services
While this category consists of many revenue sources, the largest of
which relates to Solid Waste. Overall, the revenue source will drop to
64% in the upcoming year due to the fact that the Solid Waste related
revenues will be accounted for in a separate fund going forward.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and
Federal governments. For FY2011, the revenue is relatively flat with the
expectation of new dental grant that will be received by the Health
Department. The majority of our grant funding is located in grant specific
funds outside of the general fund.
26 As Amended on 08/01/11
V. Other Funds
Homelessness Prevention and Rapid Re-Housing Program Fund
The Homelessness Prevention and Rapid Re-Housing Program (HPRP) was
created to provide services and direct assistance to those qualified individuals
that either are at risk of becoming homeless or are currently homeless. Through
this federal grant program, the City is able to provide assistance in the form of
rental and utility payments, moving costs, security deposits, and hotel/motel
vouchers. We have targeted outreach through homeless service agents, not for
profits, the school districts, and the elected officials. Funding for FY10/11 for this
program is estimated at $470,000 and $288,460 in FY2011.
Neighborhood Stabilization Program 2 Fund
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American
Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have
been negatively impacted by high numbers of foreclosed and vacant homes. The
City's NSP2 grant of $18.15 million must be expended by February 2013.
Awarded in early 2010, the City estimates spending $4.7 million in FY10/11 and
$8.4 million in FY2011.
Motor Fuel Tax Fund
Spending for the Motor Fuel Tax (MFT) Fund is budgeted at $1,897,492 in
FY2011. This is a decrease of $705,000 from the FY10/11 budget. FY10/11
included a planned spend down of MFT Fund balances, however due to
favorable bid prices the drawdown was less than anticipated. FY2011
anticipates a balanced fund with motor fuel tax revenues equaling roadway and
roadway maintenance expenditures.
Emergency Telephone System Fund
Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and
a share of the State of Illinois wireless surcharge. Actual expenses for the year
will be slightly less as the remodeling of the 911 center will not be completed
before year end because of favorable bid prices. This increase is primarily
attributable to capital investments for new communication equipment. Both
revenues and expenditures for FY2011 are below previous years reflecting both
a slow economy and the shortened fiscal year.
Special Service District #4
Special Service District #4 (SSD #4) accounts for services such as promotion,
advertisement and other public services of the district’s territory as managed by
Downtown Evanston, an Illinois not-for-profit corporation. Each fall Downtown
Evanston submits a budget for approval to the City Council. However, because
assessed property value was not available in final form as of the date of this
document the Special Service District and Downtown Evanston budgets remain
estimated until a final tax levy can be calculated. Based on preliminary
information, SSD #4 will be able to remain below the statutory cap of .1464 for
their property tax and fully fund operations as planned for FY2011.
27 As Amended on 08/01/11
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The amount estimated for FY2011 is $2,097,261, an increase of
approximately $140,000 the FY10/11 budget.
CD Loan Fund
The CD Loan Fund is a revolving loan fund. The purpose of the fund is to
provide residential rehabilitation loans for income eligible 1- to 3- unit owner
occupied residential properties and multi-family rental properties that are
occupied by income eligible households under HUD regulations. FY2011
expenditures total is $20,000.
Economic Development Fund
Revenues for this fund are primarily generated from locally administered hotel
and amusement taxes. Expenditures for the Economic Development Fund are
budgeted to be $1,767,503 for FY2011, a slight decrease from FY10/11.
Although revenues in this fund have dropped by approximately $150,000 due to
the economic downturn, the City has increased activity in the fund to stimulate
economic development according to the City’s strategic economic development
plan.
Neighborhood Improvement Fund
This fund was created to track revenues and expenses associated with
development agreements in specific areas throughout the community. Revenues
for this fund are created through sales tax revenue sharing and expenditures are
used for neighborhood improvements surrounding the originally developed
commercial property. Program expenses are budgeted at $50,000 in FY2011.
HOME Fund
The HOME Fund is a federally funded program designed to meet the needs of
moderate to low income residents in finding affordable housing. The HOME
Fund’s FY2011 budgeted expenditures are $570,000, slightly less than FY10/11.
Affordable Housing Fund
The Fund seeks to support housing related programs as adopted by the City
Council. The FY2011 budget is $268,226, a decrease of approximately $54,000
from FY10/11.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Debt Fund are budgeted to be
$4,622,836 for FY2011, an increase of $263,672 compared to FY10/11. The
major expense in this fund is the payment of debt service for parking facilities.
Special Service District #5 Fund
Adopted by the City Council on June 27, 1994, Special Service District #5
overlays the City of Evanston downtown business district. FY2011 budgeted
28 As Amended on 08/01/11
expenditures for this fund are $428,756 for debt service costs, a decrease of
$9,306 from the previous year.
Southwest II TIF Debt Service Fund
Also known as the Howard/Hartrey TIF, the district consists of a 23 acre site
located at 2201 Howard Street. The FY2011 budget for this fund is $1,313,404,
and includes the extension of the revenue sharing agreement with School District
202 and 65 at roughly 50% of previous years’ levels.
Southwest Special Tax Allocation Debt Service Fund
This Tax Increment District consists of twelve acres of land bounded by Main
Street, Pitner Avenue and the North Shore Channel. Budgeted expenditures for
FY2011 only $24,100 as the costs associated with the $840,000
intergovernmental agreement with School Districts 65 and 202 are to be
transferred to the Southwest II TIF.
Debt Service Fund
The levy tax year 2010, to be filed with the County in December 2010, has been
budgeted as revenue for the FY2011 budget since this amount will primarily be
received during calendar year 2011. Likewise, expenditures budgeted for
FY2011 has been aligned to those debt payments expected to be paid during
FY2011. Budgeted expenditures in this Fund primarily consist of general
obligation debt not paid (and therefore abated) elsewhere such as in tax
incremental financing districts and enterprise funds. Because of the timing of
debt service payments, this fund will be impacted by the change in the City’s
fiscal year to a January 1 start date. Approximately $2.1 million debt service
payments will be paid on January 1, and therefore this fund will carry a slightly
larger ending fund balance as of December 31 of each year. Total debt service
for FY2011 is projected at $9,957,676.
Downtown TIF
The Downtown II TIF closed financial operations on December 31, 2009 and
FY09/10 was the last year for a budget for this Fund. However, it is included in
the document for comparison purposes.
Howard-Ridge Tax Increment Finance District Fund
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District
on January 26, 2004. The TIF district is generally bounded on the north by
various parcels that front Howard Street and Chicago Avenue, on the east by the
City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line,
on the south by City boundaries and on the west by Ridge Avenue. The TIF
district contains mixed residential uses, retail/commercial properties and
institutional uses. Total expenditures budgeted for FY2011 total $120,400 as an
interfund transfer out to the General Fund. Based on final occupancy of the
development along Howard Street, this fund will also begin remitting payments
as a part of a developer agreement.
29 As Amended on 08/01/11
West Evanston Tax Increment Finance District Fund
The City Council adopted the West Evanston Tax Increment Finance (TIF)
District - in September 2005. This new Tax Increment Financing (TIF) district
collected its first tax increment in FY07/08. Expenses for FY2011 are $540,000
and include streetscape capital outlay expenditures for improvements in this TIF.
Capital Improvements Fund
The Capital Improvements Fund totals $5,378,500, $5,078,500 of which will be
funded through General Obligation Bonds. The remainder will be funded through
other revenue sources such as capital fund reserves.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY2011 total
$797,659, which is the same as the FY10/11. The Board of Local Improvements
is still completing reviews of eligible projects for FY2011, however due to the
economy the number of alleyway improvements requested has decreased.
Parking Fund Summary
All parking revenue sources (lots, meters, and garages) were combined in
FY09/10 for ease of tracking and comparison. Operations include the Sherman
Plaza garage, the Maple Avenue parking structure and the entire municipal
parking system. FY2011 budgeted expenses total $10,158,426, a decrease of
$1.2 million from FY10/11, due mostly to the shortened fiscal year. In 2011 the
City will be implementing a preventive maintenance program for the three
downtown parking garages, and will also be reviewing automated license plate
reading systems for enforcement purposes.
Water Fund
The Water Fund has budgeted FY2011 expenses totaling $17,887,642, a
decrease of $2.2 million from the previous year. This is due to the shortened
fiscal year. Capital improvements are budgeted at $7,670,000 million and
include main installation, and the replacement of the SCADA system. Included
in the budget is $2,500,000 of bond issue proceeds for FY2011 and a 10% rate
increase to assist with various capital projects.
Sewer Fund
The Sewer Fund has budgeted FY2011 expenses totaling $17,056,215, a
decrease of just over $450,000. Due to continued lower than projected flow
rates, operating revenues continue to be flat and below once projected levels
(2005 projection). For fiscal years 2010-11, 2011, 2012, and 2013 the City is
considering the issuance of $17.0 million in bonds to provide gap financing to
cover the lower than anticipated Sewer revenues from lower flow rates. During
this period the Sewer Fund will continue with maintenance and repair activities,
however major capital projects are planned to be deferred until 2015.
30 As Amended on 08/01/11
Solid Waste Fund
This newly created fund for 2011 will track revenues and expenses associated
with the City’s refuse, recycling, and yard-waste collection services. During
FY10/11 the City is outsourcing refuse collection and in-sourcing recycling
collection. This switch in operations will result in lower operating costs and
reductions in fleet vehicles with no reduction in services. The FY 2011 budget for
Solid Waste operations is just under $4.0 million.
Fleet Services Fund
Budgeted expenditures for FY2011 total $5,104,948, an increase of $203,088
from the previous year. This increase is due to an increased budget for
replacement of aging City vehicles. Offsetting this increase is a slight reduction
in maintenance costs associated with the shortened budget year and reductions
in the total number of fleet vehicles.
Insurance Fund
Budgeted expenditures for FY2011 total $14,604,037, a decrease of $1.2 million
from the previous year. This decrease is primarily due a lower total head count
of insured City employees combined with a shortened fiscal year. These
decreases are offset by increases in our liability and workers’ compensation
claims. In FY09/10, the City joined the Intergovernmental Personal Benefits
Cooperative, a group of 50 local jurisdictions that jointly purchase health
insurance coverage in order to reduce overall risk to any one participant. The
City self-insures a large majority of liability insurance claims in this fund, with a
self-insured retention set at $2.0 million.
Firefighters Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Fire Pension fund as prescribed in 40 ILCS 5/4-
101 of the Illinois Revised Statutes. Pension costs continue to grow at an
unsustainable rate and the increase from the 2010-11 funding budget of
$7,616,267 to the FY2011 budget of $8,523,759 is $907,492.
Police Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Police Pension fund as prescribed in 40 ILCS
5/3-101 of the Illinois Revised Statutes. Pension costs continue to grow at an
unsustainable rate and the increase from the FY10/11 funding budget of
$10,550,369 to the FY2011 budget of $11,405,524 is $855,155.
31 As Amended on 08/01/11
PART II
CHARTS & SUMMARIES
32 As Amended on 08/01/11
Residents
Mayor
City Council
Advisory
Boards and
Commissions
City
Clerk
City Manager
Administrative
Services Police
Fire
Community &
Economic
Development
Library
Public Works
Health Utilities
Parks, Recreation
& Community
Services
Assistant City
Manager
Legal
33 As Amended on 08/01/11
General Information
Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The City is governed by a Council-Manager form of government, which includes a
Mayor and nine ward-elected Aldermen. The city provides a wide variety of services. These
include fire protection, law enforcement, water and sewer utilities, health and human services,
recreation, public works, libraries, and community development.
The City of Evanston’s eight square miles include over 30,000 housing units for an estimated
77,857 residents. Evanston also hosts a top tier institution of higher learning, Northwestern
University. In addition, the City is home to several other international and national non-profit
and philanthropic organizations.
By combining a high quality of life and close proximity to the City of Chicago and Lake Michigan,
Evanston continues to be a highly desirable residential community. The quality of Evanston’s
earliest neighborhoods has been preserved and enhanced by foresight in planning and zoning.
Due to cultural opportunities and flourishing commercial districts, the City of Evanston is
increasingly a destination for business and pleasure alike, rather than a purely residential
community.
Date of Incorporation 1863 Library Services
Form of Government
Library Facilities 3
Council – Manager Number of Books / Materials 477,645
Number of Registered Borrowers 59,204
Geographic Location On Lake Michigan Annual Circulation 1,011,064
Immediately north
of Chicago
Recreation Facilities
Population (2010 Census) 74,486 Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 265
Number of Households (2009 Census
Estimate)
29,608 Number of Public Swimming Beaches 5
Number of Housing Units (2009 Census
Estimate)
33,335 Municipal Parking Utility
Number of Parking Meters 2,300
Equalized Assessed Valuation (2009) $3,305,989,369 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Per Capita Income (2009 Census
Estimate)
$42,394 Metered Spaces 686
Space Rentals and Free Spaces 1,233
Municipal Services and Facilities Capacity of Parking Garages 3,283
Miles of Streets 147 Number of Parking Garages 3
Miles of Alleys 76
Miles of Sewers 208 Municipal Water Utility
Number of Street Lights 5,641 Total Population Serviced 359,357
Northwest Water Commission 221,597
Fire Protection
Number of Firefighters (2010)
Evanston 77,857
107 Skokie 63,400
Number of Stations 5 Miles of Water Mains 157.5
Number of Fire Hydrants 1,385 Filtration Plant Rated Daily Capacity (gallons) 108,000,000
I.S.O. Rating Class 3 Rated Daily Pumping Capacity (gallons) 147,000,000
Police Protection Average Daily Pumpage (gallons) 40,300,000
Number of Sworn Officers (2010) 160
Number of School Crossing Guards 49
Number of Parking Enforcement Officers 11
34 As Amended on 08/01/11
Date ACTIVITY
Wednesday, July 14, 2010 Budget Meeting with Department Representatives
Friday, August 6, 2010 Deadline for BES Submissions - All Departments
Deadline for Exception Reports - All Departments
Deadline for Department Summary Memo - All Departments
Monday, August 9, 2010 Deadline for Current Year Estimates in BES
Week of August 9 - 13, 2010 Departmental Review of Personnel and Exception Reports with
Budget Team
Week of August 23 - 27, 2010 Budget Team Meetings with CMO to Develop Budget
Monday, August 30, 2010 Budget Presentation to Department Representatives
August 31 - September 3, 2010 Final Budget Meetings with Department Representatives
Friday, September 10, 2010 Deadline for All Budget Book Narratives
Monday, September 13, 2010 City Council Goal Setting Session
Tuesday, September 14, 2010 Citizen Budget Input Session
Monday, September 20, 2010 Mid-Year Budget Review - 2011 Preview for City Council and
CIP Discussion
Wednesday, September 29, 2010 Citizen Budget Input Session
Friday, October 8, 2010 Proposed Budget to City Council
Saturday, October 23, 2010 Budget Discussion
Saturday, November 6, 2010 Public Hearing - FY 2011 Budget
Monday, November 8, 2010 CIP Presentation and Discussion
Monday, November 15, 2010 Optional Special City Council Meeting - Budget Discussion
Wednesday, November 17, 2010 Optional Special City Council Meeting - Budget Discussion
Monday, November 22, 2010 Truth in Taxation Hearing / Budget Adoption
Monday, December 13, 2010 Tax Levy Adoption
City of Evanston
Budget Calendar
Fiscal Year 2011
35 As Amended on 08/01/11
City of Evanston
Budgetary Process
Summary of Proceedings:
The City’s fiscal year begins on March 1. The City Manager submits to the City Council a proposed operating
budget in December for the fiscal year commencing the following March 1. The operating budget includes
proposed expenditures and the means of financing those expenditures. The City Council holds public hearings
and then may modify the budget prior to adoption.
The City Manager is authorized to transfer budgeted amounts between departments within any fund (such as the
General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the City
Council.
Preparation and Adoption:
Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except
that property taxes are budgeted as revenue in the year for which they are levied. Beginning in FY11, property
taxes are budgeted utilizing a cash basis of accounting whereas budgeted property tax revenue will be what the
City actually anticipates receiving for any given budget year. The budgets of the governmental type funds are
prepared on a modified accrual basis. Debt service payments and a number of specific accrued liabilities are only
recognized as expenditures when payment is due, and revenue is recognized only when it has actually been
received.
Related Legislation:
The Evanston City Council has adopted three primary pieces of legislation which govern the budget process.
Resolution 67-PR-79 establishes a Budget Policy for the City of Evanston. This policy provides guidelines for
determining the amount of property tax to be levied, the funding for the Police and Fire Pension Funds, and the
re-appropriation of fund balance.
Ordinance 57-0-79 provides for the adoption of the annual budget. This ordinance establishes the annual
budget shall be adopted by the City Council before the beginning of the fiscal year to which it applies.
Compilation of the Proposed Budget - Each year the City Manager shall prepare and submit a proposed
budget to the City Council to allow for ample time for discussion and decision making. The proposed budget
shall contain estimates of revenues available to the City for the fiscal year along with recommended
expenditures for the departments, boards and commissions. The City Manager is required to submit a
balanced budget to Council in which revenues equal expenditures
Revision of Annual Budget - Following City Council adoption of the budget, the City Council, by a vote of two-
thirds of its members, shall have the authority to revise the budget by transferring monies from one fund to
another or adding to any fund. No revision of the annual budget shall increase the budget in the event
monies are not available to do so.
Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on the annual
budget prior to final action by the City Council. Notice of this hearing shall be published in a local
newspaper at least ten days prior to the public hearing. Copies of the proposed budget will be available for
public inspection in printed form in the office of the City Clerk for at least ten days prior to the hearing.
Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary
components of this resolution include the following:
In advance of the submission of the City Manager’s proposed budget to the City Council, the
Administration and Public Works Committee shall publicize and conduct a public hearing to receive input
from citizens concerning municipal appropriations for the coming year.
Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public Library, and will
be available for public inspection at these locations.
36 As Amended on 08/01/11
City of Evanston
Budgetary Process
The City Council budget meeting agendas will be available to the public prior to the initial special meeting of
the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen
testimony concerning budget matters discussed during that special meeting. The length of such time shall
be determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-
balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Finance Department and Budget Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For each major
expenditure, a purchase order is prepared and approved and the related appropriation is encumbered before a
check is issued.
37 As Amended on 08/01/11
City of Evanston
Budgetary Basis of Accounting
The City was incorporated in 1863. The City operates under a Council-Manager form of government, is a home rule
municipality as defined by Illinois state law and provides the following services as authorized by its charter: general
management and support, public safety, public works, health and human resource development, library, recreational
and cultural opportunities and housing and economic development.
The City uses funds and account groups to report on its financial position and the results of its operations. Fund
accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions
related to certain City functions or activities.
A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other hand, is a
financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in
the funds because they do not directly affect net expendable available financial resources.
Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn, is divided
into separate “fund types.”
Governmental funds are used to account for all or most of the City’s general activities, including the collection and
disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets
(capital projects funds), and the servicing of general long-term debt (debt service funds). The general fund is used to
account for all activities of the City not accounted for in some other fund.
The City follows these procedures in establishing the budgetary data reflected in the financial statements:
1. The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the
following fiscal year. The operating budget includes proposed expenditures and the means of financing them.
2. Public budget hearings are conducted. Taxpayer comments are received and noted.
3. The City Manager is authorized to transfer budgeted amounts between departments within any fund; however, any
revisions that alter the total expenditures of any fund must be approved by the City Council.
4. Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except
that (1) property taxes are budgeted as revenue in the year they are levied although beginning with FY11/12 such
taxes will be budgeted on a cash basis. For purposes of preparing the combined statement of revenues,
expenditure and changes in fund balances - budget and actual, GAAP revenues and expenditures have been
adjusted to the budgetary basis.
The level of control (level at which expenditures may not exceed budget) is at the fund level. All unencumbered annual
appropriations are lapsed at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of
monies are recorded in order to reserve a portion of a budgeted account so that amount is not spent elsewhere. For
non-enterprise funds, encumbrances are usually not counted as expenditures until the actual disbursement has been
made.
The financial information of general governmental type funds (for example, the general fund itself and MFT funds) is
prepared on a modified accrual basis. Briefly, this means that revenues are usually recorded when they become
available and are measurable while expenditures are recorded when the liability has been incurred.
The enterprise funds (Water, Sewer & Parking), on the other hand, are often reported on a full accrual basis. Not only
are expenses recognized when a commitment is made (through a purchase order) but revenues are also recognized
when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of
“generally accepted accounting principles” (GAAP) and a budget basis for comparison purposes.
38 As Amended on 08/01/11
Budget Policy
(Revised May 24, 2004)
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has
endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This
policy is revised as follows:
I. Budget Process
A. Preliminary Pubic Hearing
In September of each year prior to submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public hearing
to receive input from citizens concerning municipal appropriations for the coming fiscal year.
B. Mid- year Budget Workshop
Each September the Administration and Public Works Committee shall schedule and hold a mid-year
budget workshop. The workshop shall review but not be limited to:
• A revenue and expenditure report for the current fiscal year.
• Structural or legislative issues affecting the current or future fiscal year.
• Revenue and expenditure forecast for the upcoming fiscal year.
• Other issues of policy or indicators that will affect the upcoming fiscal year budget.
All members of the City Council shall be invited to participate in the Budget Workshop.
C. Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
D. Review of the Comprehensive Annual Financial Report
The Administration and Public Works Committee shall review the Comprehensive Annual Financial
Report. This review shall take place at the earliest meeting date following publication.
E. Copies of the Proposed and Final Budget
Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City
Clerk, the Public Library, all library branches, and will be available for public inspection at these
locations. An electronic version of the proposed and final budget shall be posted on the City of
Evanston Website. The City of Evanston may offer for sale a printed and electronic copy of the
proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of
the budget.
F. Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by December 31. (Ordinance 57-
O-79)
39 As Amended on 08/01/11
Budget Policy
(Revised May 24, 2004)
II. Fund Policies
A. General Fund
The General Fund budget will be balanced with property tax, only after all other revenue sources and
expenditure reductions have been exhausted. In addition, all new unfunded mandates must be
itemized within the budget. One-time revenues shall not be used to fund current operations.
B. Parking System Fund
This is an enterprise fund and as such is expected to be self-sufficient. Any revenues generated,
especially from sales, should be retained to maintain the fund. Fees should be periodically increased
sufficiently to fund operating costs, depreciation, and a reserve. The General Fund will continue to be
properly compensated for administrative expenses, which support parking system activities.
C. Water Fund
This is an enterprise fund and as such is expected to be self-sufficient. Rates should be maintained at
sufficient levels to meet the costs of water programs, fund depreciation, and build reserves for future
capital needs. Rate increases to the Northwest Water Commission and the Village of Skokie will
conform to the current contractual agreements. Water rates for City of Evanston consumers will be
reviewed on an annual basis. The Return on Investment (ROI) transfer to the General Fund shall be
reviewed on an annual basis. Other transfers for reimbursement of administrative expenses should
reflect true program costs.
D. Fire and Police Pension Funds
The Fire and Police Pension portion of the general levy will be increased to meet the annual
actuarially determined funding requirements.
E. Emergency Telephone System Fund
This fund must be maintained at a level adequate to provide for maintenance of current operations,
the capability to respond to unforeseen events, funding of long-term capital improvements, and
needed upgrades. The fund shall be entirely supported by revenues received from the imposed
surcharge of $1.50 for landline network connections and the $ .75 State of Illinois imposed wireless
surcharge. Although none is anticipated, any increase in rates would require a referendum.
F. Motor Fuel Tax Fund
The expenditures intended for Motor Fuel Tax Revenues must not exceed the amount of funds
available from the State of Illinois Motor Fuel Tax Fund. These revenues should be used only for
street improvement and repair, as allowed by State of Illinois law.
G. Insurance Fund
The Insurance Fund must be maintained to meet the City’s current insurance liability requirements.
Requirements include current budget year obligations and building a reserve over seven years to
prepare for anticipated claims and losses. The City Manager shall be required to present an annual
report itemizing all of the City’s current and long-term claims and liabilities. Each year City Staff will
40 As Amended on 08/01/11
Budget Policy
(Revised May 24, 2004)
review worker compensation, liability, and property insurance policies to determine if coverage meets
current financial and operational needs. The City Manager each year will recommend to the City
Council insurance policy coverage and limits and include the necessary funds in the operating
budget.
H. Fleet Services Fund
The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the
demands of the operating departments. General obligation debt shall not be used for Fleet Services
purchases of vehicles. Vehicle purchases from Fleet Services will be supported by fully funding
depreciation.
I. Debt Service Fund
General Obligation Debt of the City means debt (viz., bonds) for which an unlimited real property tax
levy is made or pledged for payment. General Obligation Debt shall be allocated into two categories.
Self-Supporting General Obligation Debt shall mean General Obligation Debt which, at the time of
issuance, is expected and intended by the Finance Director to be payable out of a source of funds
other than the City’s general real property tax levy, thus permitting the abatement and avoidance of
the property tax levy to pay such bonds; examples of Self-Supporting General Obligation Debt include
(without limitation) bonds payable from the Water Fund or the Sewer Fund, bonds payable from
special assessments, bonds payable from tax increment financing areas, and bonds payable from
Motor Fuel Taxes. Tax-Supported General Obligation Debt shall mean all other General Obligation
Debt, which is expected and intended to be paid from a general real property tax levy. General
Obligation Debt shall not include any obligation of the City not denominated a bond, including, without
limitation, short term notes or warrants or other obligations which the City may issue from time to time
for various purposes and to come due within three (3) years of issuance. General Obligation Debt
does not include bonds which have been refunded or defeased and which, as a consequence of
same, are provided for from a dedicated source of funds or investments. Self-Supporting General
Obligation Debt shall not be limited by this Budget Policy. Tax-Supported General Obligation Debt
shall not exceed $90,000,000 in aggregate principal amount, which limit is expressly subject to
increase from time to time by action of the City Council as the needs of the City may grow. General
Obligation Debt issued as so-called zero coupon bonds or capital appreciation bonds shall be
counted as debt in the original principal amount issued. The Finance Director shall at all times keep a
book or record of all General Obligation Debt and its proper allocation. The Finance Director’s
statements as to the allocation of General Obligation Debt into these two categories shall be
conclusive. Notwithstanding this statement of policy, all bonds or other obligations by whatever name
designated of the City duly authorized to be issued by the City Council shall be valid and legally
binding as against the City, and there shall be no defense of the City as against any bondholder or
other obligation holder on the basis of this policy.
J. Economic Development Fund
Expenditures for the Economic Development Fund should not exceed projected Hotel Tax Revenues.
K. Sewer Fund
This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should be
scheduled to increase to meet costs of sewer programs. Transfers to other funds for administrative
expenses should be maintained to reflect true program costs.
41 As Amended on 08/01/11
City of Evanston
Budget Policy
(Revised May 24, 2004)
L. Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals in
regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and Staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
A. General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their
reserve requirements. Once all funds have met their fund requirements additional funds shall go to
the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements.
B. Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
C. Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
D. Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
42 As Amended on 08/01/11
Fund Descriptions
GENERAL FUND
General Fund - to account for all activity traditionally associated with government operations
which are not required to be accounted for in another fund.
SPECIAL REVENUE FUNDS
City Funds
Homelessness Prevention and Rapid Re-Housing Program – to account for the HPRP which
is financed by the United States Department of Housing and Urban Development. Expenditures
are made in accordance with Federal Law.
Neighborhood Stabilization Program 2 – to account for the NSP2 program. Financing is
provided by the United States Department of Housing and Urban Development. Expenditures are
made in accordance with Federal Law.
Motor Fuel Tax Fund - to account for the operation of street maintenance programs and capital
projects as authorized per the Illinois Department of Transportation. Financing is provided from a
State of Illinois municipal allotment of gasoline tax revenue.
Economic Development Fund - to account for costs associated with economic development
activities of the City. Financing is primarily provided by hotel and amusement tax revenues.
Emergency Telephone System Fund - to account for revenues and expenditures for 911
emergency telephone service. Financing is provided by landline and wireless phone surcharges.
Neighborhood Improvement Fund - to account for a portion of sales tax revenues derived from
retail sales at the Home Depot store in Evanston. Sales tax revenues allocated to this fund are to
be expended on public projects that will benefit the immediate neighborhood nearby the store.
Affordable Housing Fund - to account for costs associated with affordable housing programs for
low and moderate income City of Evanston residents.
HOME Fund – to account for the Home program. Financing is provided by the Federal
government and used to create affordable housing to low-income households. Expenditures are
made in accordance with the requirements of Federal law.
Community Development Block Grant Fund - to account for the revenues and expenditures of
the Federal Community Development Block Grant program. Financing is provided by the Federal
government on a reimbursement basis in accordance with Federal formula. Expenditures are
made in accordance with Federal law requirements.
Community Development Loan Fund - to account for residential rehabilitation loans to
residents.
Special Service District No. 4 Fund - to account for promotion, advertisement and street
maintenance costs of the area located in the City's central business district. Financing is
provided by the City through an annual special service area property tax levy.
DEBT SERVICE FUNDS
General Obligation Debt Fund - to account for non-abated, general obligation payments on the
principal and interest related to bonds and/or other City debt.
43 As Amended on 08/01/11
Fund Descriptions
Special Service District No. 5 Fund - to account for principal and interest payments on debt
issued for this special taxing district.
Southwest Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
Howard-Hartrey Tax Increment District Fund - to account for principal and interest payments
on debt proceeds issued and allocated to this tax increment financing district.
Washington National Tax Increment District Fund - to account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Howard-Ridge Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
West Evanston Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
CAPITAL PROJECTS FUNDS
Capital Improvements Fund - to account for capital projects not funded through special
revenue, tax increment financing, or enterprise funds. Capital projects include but are not limited
to: long term improvements to public buildings, the paving of city streets, and the improvement
and development of recreation facilities. Financing is provided primarily by grants and general
obligation bond proceeds.
Special Assessment Fund - to account for capital improvements (primarily alley paving)
financed by both special assessments on property owners and City contributions.
ENTERPRISE FUNDS
Water Fund - to account for all activity related to providing water to Evanston residents as well as
the Village of Skokie and the Northwest Water Commission. All activities necessary to provide
such services are accounted for in this fund, including, but not limited to: administration,
operation, maintenance, debt service, and billing/collection.
Sewer Fund - to account for all activity related to providing sewer service to City residents and
businesses. Activities necessary to provide such service include, but are not limited to:
administration, operations, financing, capital improvements/maintenance, and billing/collection.
Parking Fund- to account for all City owned parking facilities/garages, lots, and metered spaces.
Maple Avenue and Sherman Plaza Garage activities have been included in this Fund beginning
in FY09/10. All activities are accounted for, including administration, operations, financing and
revenue collection.
Solid Waste Fund – to account for all activity related to refuse, recycling and yard waste
collection and disposal. Activities necessary to provide such service include, but are not limited
to: administration, operations and revenue collection.
44 As Amended on 08/01/11
City of Evanston
Fund Descriptions
INTERNAL SERVICE FUNDS
Fleet Services Fund - to account for the cost of operating the municipal service center
maintenance facility for transportation vehicles/equipment used by City departments. Such costs
are billed to the user departments.
Insurance Fund - to account for all costs related to general liability and workers' compensation
claims. Beginning with FY10/11, health insurance premiums are also accounted for in this Fund.
This internal service fund uses “funding premium” payments from City operating funds to in turn
pay claim and premium costs incurred.
TRUST AND AGENCY FUNDS
Pension Trust Funds
Firefighters' Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn fire members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
Police Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn police members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
45 As Amended on 08/01/11
General, 35.4%
Federal Programs,
4.6%
Motor Fuel, 0.9%
Emergency
Telephone, 0.5%
Special Service
Areas, 1.3%
Economic
Development, 2.0%TIF Funds, 3.7%
Debt Service (GO
Bonds), 4.8%
Capital Improvement,
6.4%
Parking, 6.4%
Water, 8.6%
Sewer, 8.2%
Solid Waste , 1.9%
Internal Service
Funds, 9.5%
Police/Fire Pension,
5.8%
FY 2011 Adopted Budget
Summary - All Funds (prior to interfund transfers)
All Funds = $208,511,242
46 As Amended on 08/01/11
Fund
Fund
#
FY08-09
Actual
Expenditures
FY10-11
Budgeted
Expenditures
FY10-11
Estimated
Expenditures
FY11 Adopted
Expenditures* Net Change
Percent
Change
General 100 92,549,239 86,578,760 85,423,432 73,873,482 (12,705,278) -14.7%
HPRP 190 - - 470,000 288,460 288,460 N/A
Neighborhood Stabilization 195 - 4,000,000 4,713,055 8,387,345 4,387,345 109.7%
Motor Fuel 200 2,417,799 2,602,500 2,054,500 1,897,492 (705,008) -27.1%
Emergency Telephone 205 1,474,090 2,612,104 2,077,506 1,133,958 (1,478,146) -56.6%
Special Service District # 4 210 444,000 378,000 378,000 378,000 - 0.0%
CDBG 215 2,010,945 2,043,933 2,050,176 2,097,261 53,328 2.6%
CDBG Loan 220 84,913 75,000 20,000 20,000 (55,000) -73.3%
Economic Development 225 1,458,583 1,759,082 1,496,944 2,017,503 258,421 14.7%
Neighborhood Improvement 235 71,107 50,000 - 50,000 - 0.0%
Home 240 255,746 576,500 573,401 570,000 (6,500) -1.1%
Affordable Housing Fund 250 68,395 322,000 442,000 268,226 (53,774) -16.7%
Washington National TIF 300 5,918,728 4,359,164 4,355,664 5,096,551 737,387 16.9%
Special Service District # 5 305 433,312 438,062 433,706 428,756 (9,306) -2.1%
Southwest II TIF 310 812,958 816,653 847,083 1,313,404 496,751 60.8%
Southwest TIF 315 824,100 864,100 864,122 724,100 (140,000) -16.2%
Debt Service (G.O. Bonds) 320 25,166,421 11,019,705 10,558,733 9,957,676 (1,062,029) -9.6%
Downtown II TIF 325 6,749,594 - - - - N/A
Howard/Ridge TIF 330 199,375 120,400 120,395 120,400 - 0.0%
West Evanston TIF 335 372,749 515,000 339,000 540,000 25,000 4.9%
Capital Improvement 415 10,385,584 16,631,628 8,700,387 13,409,818 (3,221,810) -19.4%
Special Assessment 420 332,337 797,659 941,606 1,892,659 1,095,000 137.3%
Parking 505 9,673,588 11,357,117 11,344,469 13,401,024 2,043,907 18.0%
Water 510 12,197,211 20,087,061 15,127,684 17,887,642 (2,199,419) -10.9%
Sewer 515 8,725,626 17,507,580 16,988,230 17,056,215 (451,365) -2.6%
Solid Waste 520 - - - 3,967,285 3,967,285 N/A
Fleet 600 5,037,223 4,901,860 4,656,398 5,104,948 203,088 4.1%
Insurance 605 3,069,261 15,858,437 17,663,580 14,604,037 (1,254,400) -7.9%
Fire Pension 700 5,380,446 7,616,267 5,955,000 5,158,000 (2,458,267) -32.3%
Police Pension 705 7,360,710 10,550,369 7,994,000 6,867,000 (3,683,369) -34.9%
Total All Funds 203,474,040 224,438,941 206,589,071 208,511,242 (15,927,699) -7.1%
* FY11 represents a 10 month transitional budget year
Total Budgeted Expenditures- All Funds
In this summary, the total budgets for all funds are compared with the approved fund totals for FY10-11.
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
(Prior to Interfund Transfers)
FY10-11 vs. FY11*
47 As Amended on 08/01/11
Fund Fund #
FY10-11 Net
Budget
FY11 Adopted
Expenditures
Less Transfers
to Other Funds
FY11 Adopted Net
Expenditures* Net Change
Percent
Change
General 100 72,428,460 73,873,482 (13,664,316) 60,209,166 (12,219,294) -16.9%
HPRP 190 - 288,460 (27,000) 261,460 261,460 N/A
Neighborhood Stabilization 195 4,000,000 8,387,345 (285,383) 8,101,962 4,101,962 102.5%
Motor Fuel 200 1,830,000 1,897,492 (697,492) 1,200,000 (630,000) -34.4%
Emergency Telephone 205 2,410,749 1,133,958 (200,704) 933,254 (1,477,495) -61.3%
Special Service District # 4 210 378,000 378,000 - 378,000 - 0.0%
CDBG 215 1,147,378 2,097,261 (809,768) 1,287,493 140,115 12.2%
CDBG Loan 220 20,000 20,000 - 20,000 - 0.0%
Economic Development 225 1,325,027 2,017,503 (437,245) 1,580,258 255,231 19.3%
Neighborhood Improvement 235 50,000 50,000 - 50,000 - 0.0%
Home 240 542,200 570,000 (56,400) 513,600 (28,600) -5.3%
Affordable Housing Fund 250 298,000 268,226 (19,992) 248,234 (49,766) -16.7%
Washington National TIF 300 648,264 5,096,551 (3,744,636) 1,351,915 703,651 108.5%
Special Service District # 5 305 438,062 428,756 - 428,756 (9,306) -2.1%
Southwest II TIF 310 675,053 1,313,404 (141,600) 1,171,804 496,751 73.6%
Southwest TIF 315 840,000 724,100 (24,100) 700,000 (140,000) -16.7%
Debt Service (G.O. Bonds) 320 11,019,705 9,957,676 - 9,957,676 (1,062,029) -9.6%
Downtown II TIF 325 - - - - - N/A
Howard/Ridge TIF 330 - 120,400 (120,400) - - N/A
West Evanston TIF 335 490,000 540,000 (50,000) 490,000 - 0.0%
Capital Improvement 415 16,331,628 13,409,818 (300,000) 13,109,818 (3,221,810) -19.7%
Special Assessment 420 480,000 1,892,659 - 1,892,659 1,412,659 294.3%
Parking 505 10,183,741 13,401,024 (943,098) 12,457,926 2,274,185 22.3%
Water 510 15,639,069 17,887,642 (3,893,680) 13,993,962 (1,645,107) -10.5%
Sewer 515 16,503,877 17,056,215 (864,876) 16,191,339 (312,538) -1.9%
Solid Waste 520 - 3,967,285 (558,876) 3,408,409 3,408,409 N/A
Fleet 600 4,763,360 5,104,948 (206,257) 4,898,691 135,331 2.8%
Insurance 605 15,858,437 14,604,037 (5,708) 14,598,329 (1,260,108) -7.9%
Fire Pension 700 7,616,267 5,158,000 - 5,158,000 (2,458,267) -32.3%
Police Pension 705 10,550,369 6,867,000 - 6,867,000 (3,683,369) -34.9%
Total All Funds 196,467,646 208,511,242 (27,051,531) 181,459,711 (15,007,935) -7.6%
* FY11 represents a 10 month transitional budget year
Total Budgeted Expenditures - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The results are net expenditures for each fund and for the FY11 City Budget.
The total for each fund is compared with that of the approved FY10-11 budget.
48 As Amended on 08/01/11
Budget Budget
Transfers Transfers
Fund To Fund From
Revenue To Debt Service 679,615 Expense From General -
Revenue To Debt Service - Expense From General (679,615)
Revenue To Debt Service 1,920 Expense From NSP2 -
Revenue To Debt Service - Expense From NSP2 (1,920)
Revenue To Debt Service 6,370 Expense From E911 -
Revenue To Debt Service - Expense From E911 (6,370)
Revenue To Debt Service 4,091 Expense From CDBG -
Revenue To Debt Service - Expense From CDBG (4,091)
Revenue To Debt Service 8,873 Expense From Economic Development -
Revenue To Debt Service - Expense From Economic Development (8,873)
Revenue To Debt Service 25,544 Expense From Parking -
Revenue To Debt Service - Expense From Parking (25,544)
Revenue To Debt Service 79,736 Expense From Water -
Revenue To Debt Service - Expense From Water (79,736)
Revenue To Debt Service 21,235 Expense From Sewer -
Revenue To Debt Service - Expense From Sewer (21,235)
Revenue To Debt Service 16,939 Expense From Solid Waste -
Revenue To Debt Service - Expense From Solid Waste (16,939)
Revenue To Debt Service 21,497 Expense From Fleet -
Revenue To Debt Service - Expense From Fleet (21,497)
Revenue To Debt Service 5,708 Expense From Insurance -
Revenue To Debt Service - Expense From Insurance (5,708)
Subtotal 871,528 Subtotal (871,528)
Revenue To Fleet 2,877,885 Expense From General -
Revenue To Fleet - Expense From General (2,877,885)
Revenue To Fleet 396,000 Expense From Solid Waste -
Revenue To Fleet - Expense From Solid Waste (396,000)
Revenue To Fleet 24,740 Expense From Parking
Revenue To Fleet Expense From Parking (24,740)
Revenue To Fleet 254,482 Expense From Sewer
Revenue To Fleet Expense From Sewer (254,482)
Revenue To Fleet Expense From Sewer
Revenue To Fleet 162,518 Expense From Water
Revenue To Fleet Expense From Water (162,518)
Subtotal 3,715,625 Subtotal (3,715,625)
Revenue To General 50,000 Expense From West Evanston TIF
Revenue To General Expense From West Evanston TIF (50,000)
Revenue To General 27,000 Expense From HPRP
Revenue To General Expense From HPRP (27,000)
Revenue To General 278,000 Expense From NSP2
Revenue To General Expense From NSP2 (278,000)
Revenue To General 19,992 Expense From Affordable Housing -
Revenue To General - Expense From Affordable Housing (19,992)
Revenue To General 300,000 Expense From Capital Improvement -
Revenue To General - Expense From Capital Improvement (300,000)
Revenue To General 772,000 Expense From CDBG -
Revenue To General - Expense From CDBG (772,000)
Revenue To General 104,958 Expense From E911 -
Revenue To General - Expense From E911 (52,479)
Revenue To General - Expense From E911 (52,479)
Revenue To General 377,256 Expense From Economic Dev -
Revenue To General - Expense From Economic Dev (377,256)
Revenue To General 56,400 Expense From Home -
Revenue To General - Expense From Home (56,400)
Revenue To General 141,600 Expense From Howard Hartrey TIF
Revenue To General - Expense From Howard Hartrey TIF (141,600)
Revenue To General 120,400 Expense From Howard Ridge TIF -
Revenue To General - Expense From Howard Ridge TIF (120,400)
Revenue To General 697,492 Expense From Motor Fuel -
Revenue To General - Expense From Motor Fuel (697,492)
Budgeted Interfund Transfers In & Out
Sorted by Distributing Fund
FY 2011
49 As Amended on 08/01/11
Budget Budget
Transfers Transfers
Fund To Fund From
Budgeted Interfund Transfers In & Out
Sorted by Distributing Fund
FY 2011
Revenue To General - Expense From Motor Fuel
Revenue To General 536,868 Expense From Parking -
Revenue To General - Expense From Parking (536,868)
Revenue To General 221,578 Expense From Sewer -
Revenue To General - Expense From Sewer (221,578)
Revenue To General 24,100 Expense From Southwest TIF -
Revenue To General - Expense From Southwest TIF (24,100)
Revenue To General 325,000 Expense From Washington National TIF -
Revenue To General - Expense From Washington National TIF (325,000)
Revenue To General 2,737,905 Expense From Water -
Revenue To General - Expense From Water (2,737,905)
Subtotal 6,790,549 Subtotal (6,790,549)
Revenue To Insurance Expense From CDBG (14,540)
Revenue To Insurance 14,540 Expense From CDBG
Revenue To Insurance 14,540 Expense From E911 -
Revenue To Insurance - Expense From E911 (14,540)
Revenue To Insurance Expense From Economic Dev (14,540)
Revenue To Insurance 14,540 Expense From Economic Dev
Revenue To Insurance - Expense From General (1,982,706)
Revenue To Insurance 1,982,706 Expense From General -
Revenue To Insurance - Expense From Parking (266,373)
Revenue To Insurance 266,373 Expense From Parking
Revenue To Insurance - Expense From Sewer (225,080)
Revenue To Insurance 225,080 Expense From Sewer
Revenue To Insurance - Expense From Water (390,254)
Revenue To Insurance 390,254 Expense From Water -
Revenue To Insurance Expense From CDBG (19,137)
Revenue To Insurance 19,137 Expense From CDBG
Revenue To Insurance 74,836 Expense From E911 -
Revenue To Insurance - Expense From E911 (74,836)
Revenue To Insurance Expense From Economic Dev (36,576)
Revenue To Insurance 36,576 Expense From Economic Dev
Revenue To Insurance - Expense From General (8,124,110)
Revenue To Insurance 8,124,110 Expense From General -
Revenue To Insurance - Expense From Parking (89,573)
Revenue To Insurance 89,573 Expense From Parking
Revenue To Insurance - Expense From Sewer (142,501)
Revenue To Insurance 142,501 Expense From Sewer
Revenue To Insurance - Expense From NSP2 (5,463)
Revenue To Insurance 5,463 Expense From NSP2
Revenue To Insurance - Expense From Solid Waste (145,937)
Revenue To Insurance 145,937 Expense From Solid Waste
Revenue To Insurance - Expense From Fleet (184,760)
Revenue To Insurance 184,760 Expense From Fleet -
Revenue To Insurance - Expense From Water (523,267)
Revenue To Insurance 523,267 Expense From Water -
Subtotal 12,254,193 Subtotal (12,254,193)
Revenue To Parking - Expense From Washington National TIF (3,419,636)
Revenue To Parking 3,419,636 Expense From Washington National TIF
Subtotal 3,419,636 Subtotal (3,419,636)
Total 27,051,531 Total (27,051,531)
50 As Amended on 08/01/11
Fund Name
Fund
#
3/1/11
Estimated
Fund
Balance*
FY11 Budgeted
Revenues
(Excluding
Applied F.B.)^
FY11 Adopted
Expenditures^
FY11
Adopted
Surplus
(Deficit)
12/31/11
Estimated
Unreserved
Fund Balance
Fund Balance
as a % of
Expenditures
Fund
Balance
Reserve
Policy
General Fund 100 13,564,578 73,873,482 73,873,482 - 13,564,578 18% 8.3%
HPRP 190 - 288,460 288,460 - - 0% N/A
Neighborhood Stabilization 195 - 8,387,345 8,387,345 - - 0% N/A
Motor Fuel Tax Fund 200 616,936 1,902,000 1,897,492 4,508 621,444 33% N/A
Emergency Telephone Fund 205 1,167,193 865,750 1,133,958 (268,208) 898,985 79% N/A
Special Service Area # 4 210 310,298 378,000 378,000 - 310,298 82% N/A
CDBG 215 562,413 2,140,180 2,097,261 42,919 605,332 29% N/A
CDBG Loan 220 1,963,482 9,000 20,000 (11,000) 1,952,482 9762% N/A
Economic Development Fund 225 2,062,671 1,658,000 2,017,503 (359,503) 1,703,168 84% N/A
Neighborhood Improvement 235 95,312 20,000 50,000 (30,000) 65,312 131% N/A
Home Fund 240 2,048,864 570,000 570,000 - 2,048,864 359% N/A
Affordable Housing Fund 250 1,865,094 29,330 268,226 (238,896) 1,626,198 606% N/A
Washington National TIF 300 6,503,727 4,825,000 5,096,551 (271,551) 6,232,176 122%N/A
Special Service District #5 305 21,091 428,856 428,756 100 21,191 5% N/A
Howard Hartrey TIF 310 4,199,933 1,305,000 1,313,404 (8,404) 4,191,529 319% N/A
Southwest TIF 315 369,716 656,500 724,100 (67,600) 302,116 42% N/A
Debt Service (G.O. Bonds) 320 246,911 11,996,762 9,957,676 2,039,086 2,285,997 23% N/A
Downtown II TIF 325 - - - - - N/A N/A
Howard Ridge TIF 330 1,321,966 689,400 120,400 569,000 1,890,966 1571% N/A
West Evanston TIF 335 1,177,120 581,000 540,000 41,000 1,218,120 226% N/A
Capital Projects Fund 415 2,691,774 10,422,500 13,409,818 (2,987,318) (295,544) -2% N/A
Special Assessment Fund 420 3,467,223 575,000 1,892,659 (1,317,659) 2,149,564 114% N/A
Parking System Fund 505 16,305,422 10,301,593 13,401,024 (3,099,431) 13,205,991 99% 10.0%
Water 510 7,232,768 13,709,303 17,887,642 (4,178,339) 3,054,429 17% 10.0%
Sewer 515 2,765,440 15,023,918 17,056,215 (2,032,297) 733,143 4% 10.0%
Solid Waste 520 - 2,949,489 3,967,285 (1,017,796) (1,017,796) -26% N/A
Fleet Service 600 911,301 4,094,588 5,104,948 (1,010,360) (99,059) -2% N/A
Insurance 605 (5,848,583) 15,275,131 14,604,037 671,094 (5,177,489) -35% N/A
Fire Pension 700 50,893,816 8,523,759 5,158,000 3,365,759 54,259,575 1052% N/A
Police Pension 705 67,545,938 11,405,524 6,867,000 4,538,524 72,084,462 1050%N/A
TOTALS 184,062,404 202,884,870 208,511,242 (5,626,372) 178,436,032
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets.
^ FY11 represents a 10 month transitional budget year
City of Evanston
Fund Balance Summary
FY 2011
51 As Amended on 08/01/11
Fund
Fund
# Taxes
Licenses,
Permits &
Fees
Fines and
Forfeitures
Charges for
Services
Inter-
governmental
Other
Revenue Transfers Fund Total
General 100 47,544,688 7,293,557 3,806,864 6,048,402 802,239 1,587,183 6,790,549 73,873,482
HPRP 190 - - - - 288,460 - - 288,460
Neighborhood Stabilization 195 - - - - 6,887,345 1,500,000 - 8,387,345
Motor Fuel 200 - - - - 1,900,000 2,000 - 1,902,000
E911 System Fund 205 - - - 865,000 - 750 - 865,750
Special Service District #4 210 378,000 - - - - - - 378,000
CDBG 215 - - - - 2,095,180 45,000 - 2,140,180
CDBG Loan 220 - - - - - 9,000 - 9,000
Economic Development 225 1,650,000 - - - - 8,000 - 1,658,000
Neighborhood Improvement 235 20,000 - - - - - - 20,000
Home 240 - - - - 560,000 10,000 - 570,000
Affordable Housing Fund 250 8,330 - - - - 21,000 - 29,330
Washington National TIF 300 4,800,000 - - - - 25,000 - 4,825,000
Special Service District #5 305 428,756 - - - - 100 - 428,856
Southwest II TIF 310 1,300,000 - - - - 5,000 - 1,305,000
Southwest TIF 315 656,000 - - - - 500 - 656,500
Debt Service (G.O. Bonds) 320 10,806,574 - - - - 1,000 1,189,188 11,996,762
Downtown II TIF 325 - - - - - - - -
Howard/Ridge TIF 330 689,000 - - - - 400 - 689,400
West Evanston TIF 335 580,000 - - - - 1,000 - 581,000
Capital Improvement 415 - - - - 4,769,000 5,653,500 - 10,422,500
Special Assessment 420 - - - 550,000 - 25,000 - 575,000
Parking 505 - - - 5,402,238 - 2,078,900 2,820,455 10,301,593
Water 510 - 151,620 - 10,504,299 350,000 2,703,384 - 13,709,303
Sewer 515 - - - 10,931,000 - 4,092,918 - 15,023,918
Solid Waste 520 - 141,610 16,660 2,621,269 - 169,950 - 2,949,489
Fleet 600 - - 24,798 - - 354,165 3,715,625 4,094,588
Insurance 605 - - - - - 124,950 15,150,181 15,275,131
Fire Pension 700 7,148,759 - - 750,000 - 625,000 - 8,523,759
Police Pension 705 8,831,924 - - 1,153,600 - 1,420,000 - 11,405,524
TOTALS - REVENUE 84,842,031 7,586,787 3,848,322 38,825,808 17,652,224 20,463,700 29,665,998 202,884,870
Fund
Fund
#
Program
Activities
Contractual
Services /
Supplies
Capital
Outlay
Other / Debt
Service Transfers Fund Total
General 100 - 3,004,084 - - 13,664,316 73,873,482
HPRP 190 261,460 - - - 27,000 288,460
Neighborhood Stabilization 195 7,977,617 - - - 285,383 8,387,345
Motor Fuel 200 1,200,000 - - - 697,492 1,897,492
E911 System Fund 205 703,901 - 229,353 - 200,704 1,133,958
Special Service District #4 210 - 378,000 - - - 378,000
CDBG 215 979,126 - - - 809,768 2,097,261
CDBG Loan 220 20,000 - - - - 20,000
Economic Development 225 1,580,258 - - - 437,245 2,017,503
Neighborhood Improvement 235 50,000 - - - - 50,000
Home 240 457,600 - - - 56,400 570,000
Affordable Housing Fund 250 208,250 - - 39,984 19,992 268,226
Washington National TIF 300 - 125,000 773,715 453,200 3,744,636 5,096,551
Special Service District #5 305 - - - 428,756 - 428,756
Southwest II TIF 310 - - - 1,171,804 141,600 1,313,404
Southwest TIF 315 - - 700,000 - 24,100 724,100
Debt Service (G.O. Bonds) 320 - 8,000 - 9,944,676 - 9,957,676
Downtown II TIF 325 - - - - - -
Howard/Ridge TIF 330 - - - - 120,400 120,400
West Evanston TIF 335 - - 490,000 - 50,000 540,000
Capital Improvement 415 - - 13,014,138 - 300,000 13,409,818
Special Assessment 420 - - - - - 1,892,659
Parking 505 9,355,184 - 3,242,598 - 803,242 13,401,024
Water 510 5,224,257 - 7,785,500 302,333 3,893,680 17,887,642
Sewer 515 1,694,727 - 699,475 13,797,137 864,876 17,056,215
Solid Waste 520 2,974,884 433,525 - - 558,876 3,967,285
Fleet 600 2,965,371 - 1,933,320 - 206,257 5,104,948
Insurance 605 - - - 14,346,486 5,708 14,604,037
Fire Pension 700 - - - 4,988,000 - 5,158,000
Police Pension 705 - - - 6,867,000 - 6,867,000
TOTALS - EXPENDITURES 35,652,635 3,948,609 28,868,099 52,339,376 26,911,675 208,511,242
City of Evanston
170,000
-
95,680
-
-
681,872
5,000
-
58,898,189
-
-
251,843
-
-
-
-
-
-
-
-
56,000
-
308,367
-
57,205,082
124,345
-
FY 2011 Revenues by Category
FY 2011 Expenditures by Category
Personnel, Administration
& Support
-
-
52 As Amended on 08/01/11
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
18.72%
17.84%
18.55%
18.95%
19.74%19.73%
19.97%
19.72%19.81%
19.56%
16.50%
17.00%
17.50%
18.00%
18.50%
19.00%
19.50%
20.00%
20.50%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Your Real Estate Tax Bill
City of Evanston
19.72%
School District 202
26.47%
School District 65
39.33%
Suburban T.B. Sanitarium
0.00%
Consolidated Elections
0.34%
Metropolitan Water
Reclamation District
4.28%
North Shore Mosquito
Abatement District
0.13%
Evanston Township
0.16%
Community College 535
2.29%
Cook County Forest
Preserve District
0.80%
Cook County
6.45%
53 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
General Corporate 1.0231 1.0872 0.8646 0.8554 0.8977 0.7685 0.7502 0.7765 0.6248 0.5662 0.5120
Debt Service 0.5574 0.5743 0.4467 0.4404 0.4494 0.4025 0.3929 0.3918 0.3332 0.3508 0.3129
1.5805 1.6615 1.3113 1.2958 1.3471 1.1710 1.1431 1.1683 0.9580 0.9170 0.8249
Police Pension 0.2021 0.2088 0.1819 0.1812 0.1981 0.1991 0.1943 0.1885 0.1707 0.2071 0.2077
Firefighters' Pension 0.1505 0.1626 0.1348 0.1321 0.1520 0.1573 0.1535 0.1697 0.1536 0.1707 0.1706
Total All Funds 1.9331 2.0329 1.6280 1.6091 1.6972 1.5274 1.4909 1.5265 1.2823 1.2948 1.2032
Actual Rate Extended* 1.934 2.033 1.628 1.610 1.698 1.528 1.491 1.5270 1.2830 1.2950 1.2040
* This is the actual tax rate levied for each fiscal year.
Fund
54 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Property Tax Rates per $100 - Direct and Overlapping Governments
Last Ten Levy Years
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
City of Evanston 2.033 1.628 1.610 1.698 1.528 1.491 1.527 1.283 1.295 1.204
Consolidated Elections - 0.032 - 0.029 - 0.014 - 0.012 - 0.021
Cook County 0.824 0.746 0.690 0.630 0.593 0.533 0.500 0.446 0.415 0.394
Cook County Forest Preserve District 0.069 0.067 0.061 0.059 0.060 0.060 0.057 0.053 0.051 0.049
Suburban T.B. Sanitarium 0.008 0.007 0.006 0.004 0.001 0.005 0.005 - - -
Metropolitan Water Reclamation District 0.415 0.401 0.371 0.361 0.347 0.315 0.284 0.263 0.252 0.261
North Shore Mosquito Abatement District 0.011 0.010 0.009 0.009 0.008 0.008 0.009 0.008 0.008 0.008
Evanston Township 0.077 0.064 0.062 0.065 0.056 0.055 0.016 0.013 0.050 0.010
Community College 535 0.213 0.186 0.179 0.186 0.161 0.158 0.166 0.141 0.140 0.140
School District 202 2.977 2.469 2.349 2.444 2.078 2.023 2.099 1.750 1.722 1.616
School District 65 4.232 3.516 3.343 3.475 2.978 2.890 3.045 2.535 2.552 2.401
Total tax rate for property not in park district
or special service district 10.859 9.126 8.680 8.960 7.810 7.552 7.708 6.504 6.485 6.104
Percent of total tax rate levied by City of Evanston 18.72% 17.84% 18.55% 18.95% 19.56% 19.74% 19.81% 19.73% 19.97% 19.72%
Source: Cook County Assessor's office, Cook County Clerk's Office
Government Unit
55 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
General Corporate 13,304,293 13,986,844 13,970,507 14,862,245 15,504,388 16,105,714 17,040,816 17,439,796 17,322,716 16,638,265 16,926,411
Debt Service 7,248,097 7,452,297 7,218,006 7,650,852 8,263,107 8,435,448 8,915,268 8,800,251 9,237,356 10,307,533 10,345,061
20,552,390 21,439,141 21,188,513 22,513,097 23,767,495 24,541,162 25,956,084 26,240,047 26,560,072 26,945,798 27,271,472
Police Pension 2,627,920 2,686,300 2,939,263 3,147,859 3,420,846 4,171,429 4,171,429 4,232,653 4,731,122 6,084,034 6,867,980
Firefighters' Pension 1,957,042 2,092,205 2,177,551 2,296,159 2,625,446 3,295,798 3,295,798 3,811,224 4,259,490 5,014,836 5,639,910
25,137,352 26,217,646 26,305,327 27,957,115 29,813,787 32,008,389 33,423,311 34,283,924 35,550,684 38,044,668 39,779,362
56 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Principal Property Tax Payers
Current year and Nine Years Ago
2009 (2008 EAV) 2000 (1999 EAV)
Percentage Percentage
Total of Total City Total of Total City
Equalized Assessed Taxable Equalized Assessed Taxable
Tax Payer Value (EAV)Rank EAV Tax Payer Value (EAV)Rank EAV
Church Street Plaza 38,719,188 1 1.32% Rotary International 15,359,397 1 1.15%
Rotary International 26,605,707 2 0.91% Golub & Company 10,262,271 2 0.77%
Grub & Ellis 24,020,467 3 0.82% Lynn Minnici 9,377,233 3 0.70%
Omni Orrington Hotel 17,153,477 4 0.58% The Shaw Co.9,052,092 4 0.68%
Inland 16,184,339 5 0.55% Church & Chicago Ltd Partnership 8,896,222 5 0.66%
Church & Chgo Ltd Prtn 15,851,793 6 0.54% Albertson's (Jewel & Osco)8,835,545 6 0.66%
Evanston Hotel Assoc.13,665,739 7 0.47% St. Francis Hospital 8,551,838 7 0.64%
NNN Church Street Office Center 13,198,415 8 0.45% The Orrington Hotel 8,163,592 8 0.61%
Albertson's 11,742,809 9 0.40% Evanston Plaza Freed 8,033,165 9 0.60%
Sanir Cumberland Center 11,601,647 10 0.39% Presbyterian Homes 7,562,449 10 0.56%
Total 188,743,581 6.42%94,093,804 7.02%
Total EAV 2,938,397,892 Total EAV 1,340,386,150
Source: Evanston GIS Cook County 2007 EAV by PIN Summary
57 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Assessed Value and Actual Value of Taxable Property
Last Ten Fiscal Years
Levy Total Total Total
Year Residential Farm Commercial Industrial Railroad Equalized Assessed Actual Tax
Ended Property Property Property Property Property Value Value Rate
1998 789,833,544 16,895 413,956,877 90,809,247 293,665 1,294,910,228 3,884,730,684 1.888
1999 821,467,155 16,895 406,217,660 72,384,000 286,492 1,300,372,202 3,901,116,606 1.934
2000 828,097,184 16,895 390,321,697 67,725,714 298,315 1,286,459,805 3,859,379,415 2.033
2001 1,105,269,184 16,895 459,256,602 50,985,114 311,382 1,615,839,177 4,847,517,531 1.628
2002 1,202,783,327 16,895 467,795,729 66,579,781 368,172 1,737,543,904 5,212,631,712 1.609
2003 1,221,970,442 16,895 435,093,531 69,669,560 397,456 1,727,147,884 5,181,443,652 1.698
2004 1,543,464,138 16,895 479,999,412 71,684,555 446,570 2,095,611,570 6,286,834,710 1.528
2005 1,680,183,692 16,895 500,330,397 61,756,603 465,435 2,242,753,022 6,728,259,066 1.491
2006 1,707,669,215 16,895 476,821,737 60,920,888 464,011 2,245,892,746 6,737,678,238 1.527
2007 2,149,123,958 16,895 560,536,782 62,154,048 508,346 2,772,340,029 8,317,020,087 1.283
2008 2,324,551,100 16,895 560,106,493 53,168,671 554,733 2,938,397,892 8,815,193,676 1.295
2009 Not available Not available Not available Not available 665,872 3,305,989,369 9,917,968,107 1.204
Note: Property is reassessed once every three years. Equalized Assessed value is approximately 1/3 of actual value. Tax rates are per $100 of Equalized assessed value.
Source: Cook County Assessor's office
58 As Amended on 08/01/11
CITY OF EVANSTON, ILLINOIS
Demographic and Economic Statistics
Last Ten Years
Per
Capita Education
Personal Median Level in Years School Unemployment
Year Population Income Age of Schooling Enrollment Rate
2001 74,239 30,068 31.9 13.6 9,999 4.2%
2002 74,239 33,645 32.5 13.6 10,889 5.0%
2003 74,239 36,296 32.5 13.6 9,766 5.4%
2004 74,239 36,296 32.5 13.6 9,849 5.0%
2005 74,239 37,384 32.5 13.6 9,740 5.0%
2006 74,239 39,103 32.5 13.6 9,550 4.5%
2007 74,239 39,103 32.5 13.6 9,550 4.4%
2008 74,239 39,103 32.5 13.6 9,550 4.6%
2009 74,239 39,103 32.5 13.6 9,550 4.7%
2010 74,239 39,103 32.5 13.6 9,550 7.9%
Source: Various Government agencies
59 As Amended on 08/01/11
2007 2008 2009 2010 VARIANCE PERCENT
ADOPTED ADOPTED ADOPTED ADOPTED INCREASE INCREASE
LEVY LEVY LEVY LEVY (DECREASE) (DECREASE)
TOTAL GENERAL FUND
Gross Levy 17,322,716$ 16,638,265$ 16,926,411$ 16,683,265$ (243,146)$ -1.44%
2% Loss Factor 346,454$ 332,765$ 338,528$ 333,665$ (4,863)$ -1.44%
Net Levy 16,976,262$ 16,305,500$ 16,587,883$ 16,349,600$ (238,283)$ -1.44%
FIRE PENSION FUND
Gross Levy 4,259,460$ 5,014,836$ 5,639,910$ 6,180,885$ 540,975$ 9.59%
2% Loss Factor 85,189$ 100,297$ 112,798$ 123,618$ 10,820$ 9.59%
Net Levy 4,174,271$ 4,914,539$ 5,527,112$ 6,057,267$ 530,155$ 9.59%
POLICE PENSION FUND
Gross Levy 4,731,162$ 6,084,034$ 6,867,980$ 7,588,132$ 720,152$ 10.49%
2% Loss Factor 94,623$ 121,681$ 137,360$ 151,763$ 14,403$ 10.49%
Net Levy 4,636,539$ 5,962,353$ 6,730,620$ 7,436,369$ 705,749$ 10.49%
DEBT SERVICE FUND
Gross Levy 9,237,356$ 10,307,536$ 10,345,063$ 10,588,200$ 243,137$ 2.35%
2% Loss Factor 184,747$ 206,151$ 206,901$ 211,764$ 4,863$ 2.35%
Net Levy 9,052,609$ 10,101,385$ 10,138,162$ 10,376,436$ 238,274$ 2.35%
Gross Levy 35,550,694$ 38,044,671$ 39,779,364$ 41,040,482$ 1,261,117$ 3.17%
2% Loss Factor 711,013$ 760,894$ 795,587$ 820,810$ 25,222$ 3.17%
Net Levy 34,839,681$ 37,283,777$ 38,983,777$ 40,219,672$ 1,235,895$ 3.17%
City of Evanston
2010 Adopted Property Tax Levy
Comparison with Previous Three Years
2010 Adopted Tax Levy by Fund
GENERAL FUND,
$16,349,600, 41%
DEBT SERVICE FUND,
$10,376,436 , 26%
POLICE PENSION FUND,
$7,436,369 , 18%FIRE PENSION FUND,
$6,057,267 , 15%
$16,349,600$16,587,883
$6,730,620 $7,436,369
$5,527,112 $6,057,267
$10,376,436$10,138,162
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
2009 2010
Total General Fund
Police Pension Fund
Fire Pension Fund
Debt Service Fund
2010 Adopted Property Tax Levy by Fund
Comparison with 2009 Levy by Fund
60 As Amended on 08/01/11
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY 2011:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY11
adopted budget includes an overall increase to the property tax of $1,235,895, the General Fund’s allocation of this tax actually
decreased by $238,283 which in turn was budgeted to the Debt Service Fund for mandatory principal and interest payments. The
Firefighters’ and Police Pensions were allocated the entire increase of $1,235,895. The 2010 property tax levy is for a full year and is
not impacted by the ten month transitional fiscal year for 2011.
Property Tax Revenue
$34,839,671
$40,219,672$38,983,777
$32,754,845 $33,711,163
$37,323,777
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
2005 2006 2007 2008 2009 2010
Re
v
e
n
u
e
s
Property Tax Revenue Amount
SALES TAXES – The City receives two types of sales taxes – one from the State of Illinois and another from a sales tax imposed
through the City’s home-rule status. Both the State tax (retailers’ occupation tax- a.k.a. ROT) and the home rule tax rates are 1%
although the home rule tax is not assessed on “listed” property such as vehicles and most grocery food items and medications. The
State sales tax budget for FY11 is $7.3 million and the home rule sales tax budget for FY11 is $4.5 million. It should be noted the
reduction in the FY11 budget for sales tax is primarily due to the ten month fiscal year.
Sales Tax Revenue
8,546,173
8,914,000
7,300,000
8,695,104
9,237,337
8,857,994
4,552,968
5,651,328
5,911,796
5,572,880 5,463,561 5,520,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
REGULAR HOME RULE
61 As Amended on 08/01/11
INCOME TAX – Income tax is a State shared tax that is distributed on a per capita basis and is based on the average income
statewide. Based on the year-to-date actual receipts and Illinois Municipal League (IML) estimates, staff anticipates receiving
approximately $4.6 million in income tax revenues in FY11. It should be noted the FY11 budget for income tax revenues has been
adjusted to account for the ten month fiscal year.
Income Tax Revenue
$5,717,000
$4,635,535
$6,186,428
$6,827,642 $6,821,169
$5,912,082
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Amount
UTILITY TAXES –This revenue consist of taxes applied on electric usage, telephone usage, natural gas usage, and natural gas
distribution. The utility tax rates are 6% for telecommunications, 5% for natural gas distribution (suppliers), $.025/therm for natural
gas usage, and a rate of $.0061-$.0030 for electric utility tax depending on kilowatt hours consumed. The amount of revenue for these
taxes budgeted next year was largely dependent on year-to-date receipts and a historical trend analysis, if applicable, performed for
the past three years. It should be noted the FY11 budget for utility taxes has been adjusted to account for the ten month fiscal year.
Utility Tax Revenue
$8,484,000
$6,982,174
$7,856,422$7,938,548
$8,537,097
$8,802,973
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
$8,500,000
$9,000,000
$9,500,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Amount
62 As Amended on 08/01/11
REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or
transfer of real estate in the City less certain exemptions as specified per City code. Real estate transfer tax revenues were budgeted
based on year-to-date receipts in conjunction with an analysis of regional real estate sales trends. Staff anticipates the ten month
fiscal year will have a minimal impact on real estate transfer tax revenues as property sales typically slow during the winter months.
Real Estate Transfer Tax Revenue
$2,064,170
$1,500,000
$1,600,000$1,640,274
$3,956,243
$4,500,474
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Amount
WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to remain fairly constant from the prior
year. Absent any water rate increases or adjustments, this revenue is almost entirely dependent on water consumption with weather
playing a major role, especially during the summer. The FY11 budget for water revenues has been adjusted to account for the ten
month fiscal year.
Water Sales Revenue
5,102,756
4,647,499
2,891,800
3,158,396
2,689,305 2,594,765 2,690,000
2,286,500
5,804,500 6,012,643
5,698,960
5,675,000
3,570,300
4,820,075
3,498,000 3,620,878
4,506,067
4,100,000
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Evanston
Skokie
Northwest Commission
63 As Amended on 08/01/11
SEWER REVENUES – This revenue is billed based on water consumption and the two revenues often go hand in hand. It is
important to note that this revenue, unlike water, is not assessed to those communities outside of Evanston that purchase Evanston
water. FY11 sewer revenues have been adjusted to account for the ten month fiscal year.
Sewer Revenue
$14,848,800
$11,023,918
$14,238,501 $13,773,957
$13,242,839
$14,288,000
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Amount
PARKING REVENUES – The City operates parking meters, lots, and three major garages which generate revenues. The FY11
budget for parking revenues was adjusted to account for the ten month fiscal year. The City’s Maple and Sherman Garages were
maintained as separate Funds prior to FY08/09, and the chart below has been adjusted to present consolidated totals.
Parking Revenue
$5,255,205
$6,463,754
$5,402,238
$6,719,006
$5,680,576
$6,607,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Actual FY10/11 Budget FY11 Budget
Re
v
e
n
u
e
Amount
64 As Amended on 08/01/11
Debt Service Funds
The primary objective in debt management is to keep the level of indebtedness within available resources
and it’s imperative to keep the debt within the stated City Council debt limitation. Because the City of
Evanston is a Home Rule municipality there is no legal limit on the amount of debt the City can issue.
However, the Evanston City Council has established a limit of $90,000,000 in general obligation debt as a
City debt service policy.
The most recent debt issuance was August 15, 2010 when the City sold $6,500,000 Series 2010 A and
$8,000,000 Series 2010 B General Obligation bonds to fund capital projects and pay off Illinois Municipal
Retirement Fund (IMRF) Early Retirement Incentive (ERI) liability respectively.
The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the
community needs. The City of Evanston has a AAA bond rating from both Fitch and Moody’s.
The following is a statistical breakdown of the City of Evanston's debt services profile:
General Obligation Debt per capita $1,949
General Obligation Debt as a percentage of Equalized Assessed Valuation 4.58%
Total unabated debt service (principal + interest) expenditures as a % of 12.09%
General Fund expenditure (FY 2009-10)
Current Bonds Rating - Moody's Investor Services Aaa
Current Bonds Rating - Fitch Ratings AAA
Equalized Assessed Valuation - Tax year 2009 3,305,989,369
Governmental Activity General Obligation Debt (FY 2009-10)111,233,880
Business Activity General Obligation Debt (FY 2009-10)40,236,120
Debt Washington Howard Special
Service Natl TIF Hartery TIF Assessment SSA #5 Parking Water Sewer
FY 2011 Fund Fund Fund Fund Fund Fund Fund Fund Total
Principal 5,653,800 325,000 570,000 203,000 340,000 2,360,000 24,672 10,942,047 14,764,719
Interest 3,898,216 128,200 141,804 114,660 88,756 1,023,330 57,870 3,273,309 4,827,929
Total 9,552,016 453,200 711,804 317,660 428,756 3,383,330 82,542 14,215,356 19,592,648
Consolidating Debt (Principal & Interest) Payments Summary
65 As Amended on 08/01/11
1,265 1,267
1,494 1,552 1,591
1,949
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
FY04/05 FY05/06 FY06/07 FY07/08 FY08/09 FY09/10
Per Capita General Obligation Debt
5.40%
4.20%
4.94%
4.16%4.02%
4.58%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
TY 2004 TY 2005 TY 2006 TY 2007 TY 2008 TY 2009
Ratio of General Obligation Debt to Equalized Assessed Valuation
66 As Amended on 08/01/11
PART III
GENERAL FUND BUDGET
67 As Amended on 08/01/11
2009-2010 2010-2011 2010-2011 2011 Budget Increase
Actual Budget Estimate Adopted (Decreases)
Operating Revenue
Property Tax 17,119,678 16,549,600$ 16,549,600$ 16,516,200$ (33,400)$
Other Taxes 21,994,986 37,461,700 36,640,484 31,028,488 (6,433,212)
Licenses/Permits/Fees 7,279,181 8,319,900 8,751,071 7,293,557 (1,026,343)
Fines and Forfeitures 4,150,610 4,403,500 4,370,000 3,806,864 (596,636)
Charges for Services 8,468,931 9,434,500 9,358,030 6,048,402 (3,386,098)
Intergovernmental Revenue 15,566,317 785,500 661,310 802,239 16,739
Other Revenue 3,184,685 2,350,800 1,997,879 1,478,601 (872,199)
Interest Income 17,048 100,000 15,000 12,000 (88,000)
Transfers In (Other Funds)6,461,572 7,336,200 7,353,655 6,790,549 (545,651)
Library Revenues 211,235 132,200 115,200 96,582 (35,618)
Total Revenue 84,454,243 86,873,900 85,812,229 73,873,482 (13,000,418)
Operating Expense
Legislative 624,356 603,194 585,207 523,131 (80,063)
City Administration 4,401,775 1,952,348 1,992,450 1,675,952 (276,396)
Law Department 685,083 1,026,853 1,023,186 828,120 (198,733)
Human Resources 1,542,716 - - - -
Administrative Services 5,254,266 8,770,765 9,529,495 8,206,488 (564,277)
Community & Economic Development 3,332,819 3,885,366 3,408,854 2,824,205 (1,061,161)
Police Department 21,772,625 21,776,503 21,046,966 20,263,642 (1,512,861)
Fire & Life Safety Services 12,427,966 12,329,910 12,289,085 11,192,783 (1,137,127)
Health Department 3,940,325 2,307,906 2,070,072 2,135,313 (172,593)
Public Works Department 12,857,585 12,899,123 12,555,795 6,862,268 (6,036,855)
Public Library 4,814,076 4,217,872 4,326,911 3,708,359 (509,513)
Parks/Recreation and Comm. Services 15,374,250 16,808,920 16,595,411 15,653,221 (1,155,699)
Total Expenditures 87,027,842 86,578,760 85,423,432 73,873,482 (12,705,278)
-
Net Surplus (Deficit)(2,573,599)$ 295,140$ 388,797$ -$ (295,140)$
Beginning Fund Balance 13,175,781 13,564,578
Ending Fund Balance 13,564,578 13,564,578
Notes for Financial Summary
City of Evanston
General Fund Summary (Fund #100)
1. The 2011 General Fund budget has been adjusted to account for the ten month fiscal year.
2. A new fund has been established to segregate the revenue and expenses related to the provision of solid waste
services. These items were formerly associated with the Public Works Department.
3. The Police Department's FY11 budget includes costs associated with the City's 311 call center.
4. The Summer Youth Employment Program has been moved from the Community and Economic Development
Department. The program is now part of the Parks, Recreation and Community Services Department.
68 As Amended on 08/01/11
FISCAL YEAR 2011
GENERAL FUND REVENUES
2009 ‐ 2010 2010 ‐ 2011 2010 ‐ 2011 2011 2010 vs. 2011
REVENUE TITLE ACTUAL BUDGET ESTIMATE APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 16,076,903 16,349,600 16,349,600 16,349,600
51025 PRIOR YEAR'S TAXES 374,035 200,000 200,000 166,600 (33,400)
51000 PROPERTY TAXES 16,450,938 16,549,600 16,549,600 16,516,200 (33,400)
51500 OTHER TAXES
51515 STATE USE TAX 870,430 1,095,000 884,187 677,877 (417,123)
51525 SALES TAX ‐ BASIC 8,546,173 8,914,000 8,546,173 7,300,000 (1,614,000)
51530 SALES TAX ‐ HOME RULE 5,463,561 5,520,000 5,463,561 4,552,968 (967,032)
51535 AUTO RENTAL TAX 35,201 35,000 35,000 29,155 (5,845)
51540 ATHLETIC CONTEST TAX 567,744 650,000 650,000 550,000 (100,000)
51545 STATE INCOME TAX 5,912,082 5,717,000 5,734,720 4,635,565 (1,081,435)
51555 FIRE INSURANCE TAX 113,738 90,000 90,000
51565 ELECTRIC UTILITY TAX 2,650,134 2,802,000 2,500,000 2,196,333 (605,667)
51570 NATURAL GAS UTILITY TAX 1,112,580 1,583,000 1,662,150 1,385,130 (197,870)
51575 NAT GAS USE TAX HOME RULE 778,813 869,000 739,872 709,044 (159,956)
51585 CIGARETTE TAX 354,340 485,000 354,340 295,284 (189,716)
51590 EVANSTON MOTOR FUEL TAX 510,739 450,000 485,202 550,378 100,378
51595 LIQUOR TAX 1,953,005 2,050,000 1,949,285 1,623,754 (426,246)
51600 PARKING TAX 2,629,532 1,785,000 2,200,000 1,800,000 15,000
51605 PERS. PROP. RPL. TAX 572,240 580,000 509,294 360,750 (219,250)
51610 PERS. PROP. RPL. TAX REC 46,300 46,300 46,300 38,583 (7,717)
51615 PERS. PROP. RPL. TAX LIB 50,200 50,200 50,200 41,833 (8,367)
51620 REAL ESTATE TRANSFER TAX 1,640,274 1,600,000 1,600,000 1,500,000 (100,000)
51625 TELECOMMUNICATIONS TAX 3,314,895 3,230,000 3,230,000 2,691,667 (538,333)
51630 AMUSEMENT TAX 200 200 167 (33)
51500 OTHER TAXES 37,121,981 37,461,700 36,640,484 31,028,488 (6,433,212)
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,514,920 2,700,000 2,700,000 1,799,820 (900,180)
52015 BUSINESS LICENSES 114,188 171,000 114,187 80,000 (91,000)
52020 PET LICENSES 22,310 45,000 22,000 22,000 (23,000)
52030 CONTRACTORS' LICENSES 75,905 80,000 80,000 66,640 (13,360)
52035 ROOMING HOUSE LICENSES 318,498 193,200 193,000 193,000 (200)
52040 LIQUOR LICENSES 340,693 370,500 370,500 300,000 (70,500)
52041 ONE DAY LIQUOR LICENSE 5,375 5,000 5,000 5,000
52045 FARMERS' MARKET LICENSES 33,034 28,000 28,000 28,000
52046 RENTAL BUILDING REGISTRA 83,295 146,000 146,000 95,000 (51,000)
52050 OTHER LICENSES 13,833 17,000 17,700 5,000 (12,000)
52055 LONG TERM CARE LICENSES 128,820 112,400 112,400 20,000 (92,400)
52070 RESIDENT CARE HOME LICEN 460 500 500 80 (420)
52005 LICENSES 3,651,330 3,863,600 3,789,287 2,614,540 (1,249,060)
52075 PERMITS
52080 BUILDING PERMITS 1,480,739 2,200,000 2,700,000 2,500,000 300,000
52085 PLAN REVIEW 7,448 7,500 7,500 6,248 (1,252)
52090 PLUMBING PERMITS 89,934 110,000 110,000 135,000 25,000
52095 ELECTRICAL PERMITS 102,148 120,000 120,000 130,000 10,000
52105 SIGNS AND AWNING PERMITS 7,307 10,000 10,000 8,330 (1,670)
52110 OTHER/MISC PERMITS 187,252 220,000 220,000 183,260 (36,740)
52115 ELEVATOR PERMITS 59,545 50,000 50,000 41,650 (8,350)
52120 HEATING VENT. A/C PERMIT 177,452 200,000 205,000 210,000 10,000
52126 RIGHT‐OF‐ WAY PERMIT 207,119 160,000 180,000 250,000 90,000
52130 RESIDENTS ANNUAL PRKG PE 130,612 150,000 131,000 110,000 (40,000)
52131 VISITOR PARKING PERMITS 12,488 14,300 14,300 11,912 (2,388)
52135 FIRE SUPRESSION/ALARM PE 70,919
52075 PERMITS 2,532,961 3,241,800 3,747,800 3,586,400 344,600
69 As Amended on 08/01/11
FISCAL YEAR 2011
GENERAL FUND REVENUES
2009 ‐ 2010 2010 ‐ 2011 2010 ‐ 2011 2011 2010 vs. 2011
REVENUE TITLE ACTUAL BUDGET ESTIMATE APPROVED VARIANCE
52140 FEES
52145 ANNUAL SIGN FEES 30,627 25,000 25,000 25,000
52155 PLAT PR.&SIGN APP HRG FE 2,475 2,500 2,500 2,082 (418)
52170 ALARM PANEL FRANCHISE FE 9,810 5,000 5,000 4,165 (835)
52175 NU/CENTEL EASEMENT 15 27,000 27,000 (27,000)
52180 CABLE FRANCHISE FEE 801,759 890,000 889,484 741,370 (148,630)
52181 PEG FEES ‐ COMCAST 91,866
52185 NICOR FRANCHISE FEE 88,165 95,000 95,000 95,000
52186 SOLID WASTE FRANCHISE FE 77,618 170,000 170,000 (170,000)
52187 TRANSFER STATION FEES 225,000 225,000
52140 FEES 1,102,335 1,214,500 1,213,984 1,092,617 (121,883)
52000 LICENSES, PERMITS & FEES 7,286,627 8,319,900 8,751,071 7,293,557 (1,026,343)
52500 FINES AND FORFEITURES
52505 TICKET FINES‐PARKING 3,422,461 3,500,000 3,400,000 3,006,667 (493,333)
52510 REGULAR FINES 274,758 270,000 270,000 274,910 4,910
52530 BOOT RELEASE FEE 75,085 68,000 76,000 56,644 (11,356)
52540 FIRE FALSE ALARM FINES 112,275 165,000 165,000 137,445 (27,555)
52545 POLICE FALSE ALARM FINES 36,727
52555 HOUSING CODE VIOL FINES 114,004 48,000 93,000 50,000 2,000
52560 PERMIT PENALTY FEES 20,216 7,500 7,500 6,248 (1,252)
52570 NONPARKING ORDINANCE VIOL 138,558 150,000 180,000 124,950 (25,050)
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 181,076 195,000 178,500 150,000 (45,000)
52500 FINES AND FORFEITURES 4,150,610 4,403,500 4,370,000 3,806,864 (596,636)
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.‐ CHRGS FOR S
53010 BIRTH AND DEATH RECORDS 5,417
53050 SANITATION CLASSES 9,060 7,000 6,900 4,200 (2,800)
53075 DENTAL CLINIC 121,472 130,000 133,000 108,290 (21,710)
53105 HEALTH FOOD ESTBLSMNT LI 191,457 180,000 180,000 12,000 (168,000)
53135 DENTAL CHECK UP 2,225
53140 EMERGENCY DENTAL EXAM 40
53145 X‐RAYS 5
53151 DENTAL CO‐ PAY 288
53155 RESIN FILLING 1,240
53165 EXTRACTION 390
53170 PULPOTOMY 40
53171 ROOT CANAL PAYMENTS 150
53175 SEALANT OFFICE VISIT 220
53180 ADDITIONAL SEALANTS 80
53185 TEMPORARY FOOD LICENSE F 6,962 6,500 7,600 6,500
53190 FOOD DELIVERY VEHICLE 5,050 6,000 6,000 100 (5,900)
53195 SCAVENGER TRUCK 300 (300)
53200 BEV.SNACK VENDING MACHIN 29,336 30,000 30,000 200 (29,800)
53210 TOBACCO LICENSE 20,000 20,000 20,000 1,000 (19,000)
53211 BEEKEEPER LICENSE FEE 25
53212 HOME DAY CARE LICENSE FE 5,500 (5,500)
53215 BIRTH CERTIFICATE 74,823 80,000 66,000 66,640 (13,360)
53220 DEATH CERTIFICATE‐16.23 51,630 69,000 35,000 57,477 (11,523)
53230 FUNERAL DIRECTOR LICENSE 6,600 6,600 6,750 5,498 (1,102)
53235 TEMP FUNERAL DIREC LICEN 5,923 5,000 3,495 4,165 (835)
53005 HEALTH DEPT.‐ CHRGS FOR S 532,432 545,900 494,745 266,070 (279,830)
53240 PARKING ‐ CHRGS FOR SVCS
53516 PARKING ENFORCEMT REIMB 4,956
53240 PARKING ‐ CHRGS FOR SVCS 4,956
53560 RECREATION ‐ CHRGS FOR SV
70 As Amended on 08/01/11
FISCAL YEAR 2011
GENERAL FUND REVENUES
2009 ‐ 2010 2010 ‐ 2011 2010 ‐ 2011 2011 2010 vs. 2011
REVENUE TITLE ACTUAL BUDGET ESTIMATE APPROVED VARIANCE
53565 RECREATION PROGRAM CHARG 4,711,111 4,824,600 4,859,552 4,544,253 (280,348)
53567 OTHER DEFERRED REVENUES 17,900
53568 TRANS.FROM RESTRICTED AC 76,300 72,708 73,216 (3,085)
53569 SPECIAL EVENTS REVENUE 47,678 40,000 38,500 37,000 (3,000)
53560 RECREATION ‐ CHRGS FOR SV 4,776,689 4,940,900 4,970,760 4,654,468 (286,432)
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG‐PENALTY
53602 SWANCC RECYCLING INCENTI 19,009 150,000 150,000 (150,000)
53605 SANITATION CHARGE 1,640,846 2,192,400 2,300,000 (2,192,400)
53610 SANITATION SERV CHAR‐PEN 21,716 20,000 30,000 (20,000)
53615 SANIT SPECIAL PICKUP FEE 69,221 80,000 80,000 (80,000)
53570 WATER, SEWER & RECYCLING 1,750,793 2,442,400 2,560,000 (2,442,400)
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 705 1,000 1,000 833 (167)
53640 SENIOR TAXI COUPON SALES 108,438 105,000 105,000 87,465 (17,535)
53650 STATE HIGHWAY MAINTENANC 68,073 93,400 68,000 54,994 (38,406)
53655 FIRE COST RECOVERY CHARG 6,015 10,000 4,000 8,330 (1,670)
53656 OTHER SERVICE CHARGES 1,711
53660 RECYCLING‐MATERIAL SALES 483
53666 HISTORIC PRESERVATION RE 5,500 8,900 6,000 5,000 (3,900)
53671 JURY DUTY REIMBURSEMENTS 17
53675 AMBULANCE SERVICE 916,416 985,000 925,000 820,525 (164,475)
53680 TOWING CHARGES 3,000 3,000 2,499 (501)
53685 POLICE REPORT FEES 14,990 16,000 17,000 13,328 (2,672)
53690 WOOD RECYCLING 23,095 24,000 24,000 19,992 (4,008)
53695 ZONING FEES 52,920 40,000 16,000 15,000 (25,000)
53700 FIRE REPORT FEES 1,258 1,500 25 (1,500)
53705 FIRE BUILDING INSPECTION 14,305 10,000 6,000 6,000 (4,000)
53715 ALARM REGISTRATION FEE 238,773 150,000 110,000 46,000 (104,000)
53720 SKOKIE ANIMAL BOARD FEE 9,197 7,500 7,500 6,248 (1,252)
53725 BACKGR CHKS DAYCARE PROV 40
53736 NEW PAVEMENT DEGRADATION 2,750 50,000 40,000 41,650 (8,350)
53620 OTHER CHRGS FOR SVCS 1,464,685 1,505,300 1,332,525 1,127,864 (377,436)
53000 CHARGES FOR SERVICES 8,529,555 9,434,500 9,358,030 6,048,402 (3,386,098)
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55011 PROJECT ACCESS GRANT FRO 11,920
55005 COUNTY & LOCAL AID 11,920
55015 STATE AID
55019 H1N1 GRANT REIMBURSEMENT 167,468
55025 FOR HEALTH DEPARTMENT 77,545 76,000 76,181 163,000 87,000
55040 DENTAL SEALANT GRANT 1,780 2,000 2,000 1,666 (334)
55075 SUMMER FOOD INSPECTIONS 450 400 400 333 (67)
55080 KID CARE AGREEMENT 4,450
55085 IL TOBACCO FREE COMMUNIT 14,885 21,900 12,500 12,500 (9,400)
55090 TITLE XX FAMILY PLANNING 19,629
55125 TEEN PREGNANCY PREV. GRN 65,700 60,600 60,600 50,480 (10,120)
55130 CHILDHOOD LEAD POISONING 133 500 750 250 (250)
55135 TEEN PARENT SERVICES PRO 29,872 30,600 30,600 25,490 (5,110)
55145 PROSTATE CANCER AWARNESS 3,821
55146 STATE, COUNTY AND OTHER 1,015 22,500 20,815 118,743 96,243
55150 TANNING PARLOR INSPECTIO 150 100 83 (17)
55160 VIOL. CRIME VIC. ASST GR 17,475 24,700 24,700 18,525 (6,175)
55170 FIRE DEPARTMENT TRAINING 10,509 9,000 1,115 1,500 (7,500)
55173 CRI GRANT ‐REVENUE (HHS)11,650 40,000 40,000 33,320 (6,680)
55174 PHEP GRANT‐REVENUE (HHS)25,893 70,000 70,000 58,310 (11,690)
71 As Amended on 08/01/11
FISCAL YEAR 2011
GENERAL FUND REVENUES
2009 ‐ 2010 2010 ‐ 2011 2010 ‐ 2011 2011 2010 vs. 2011
REVENUE TITLE ACTUAL BUDGET ESTIMATE APPROVED VARIANCE
55175 STATE RECYCLING GRANT 54,000
55195 TOWNSHIP‐SUMMER YOUTH EM 15,000 20,000 20,000
55231 LEAD PAINT HAZARD GRANT 57,660 180,000 80,000 80,000 (100,000)
55245 LIBRARY STATE PER CAPITA 89,814 75,400 75,400 62,833 (12,567)
55015 STATE AID 668,900 613,700 495,061 647,033 33,333
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 204,711 8,500 10,000 10,000 1,500
55255 COMM AGING GRT‐ADVOCATE 45,499 37,000 37,000 30,821 (6,179)
55265 FEMA 53,221 24,000 24,000 19,992 (4,008)
55270 POLICE TRAINING 8,000 8,000 7,200 6,664 (1,336)
55275 HUD EMERG SHELTER GRANTS 109,170 86,000 79,729 79,729 (6,271)
55280 COMMUNITY POLICE GRANT 3,550
55285 LAW ENFORCEMENT BLOCK GR 6,624
55290 OTHER FEDERAL AID 18,209 8,300 8,320 8,000 (300)
55250 FEDERAL AID 448,983 171,800 166,249 155,206 (16,594)
55000 INTERGOVERNMENTAL REVENUE 1,129,803 785,500 661,310 802,239 16,739
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 91,878 500,100 500,049 117,830 (382,270)
56011 DONATIONS 5,000 52,000 52,000
56012 BERGLUND ANI.HOSP.PARKIN 2,400
56010 PROPERTY SALES AND RENTAL 99,278 500,100 500,049 169,830 (330,270)
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 7,149 2,000 2,000 1,666 (334)
56030 DAMAGE TO CITY TRAFFIC S 41,578 20,000 20,000 16,660 (3,340)
56031 DAMAGE TO STREET LIGHTS 5,826 20,000 20,000 16,660 (3,340)
56035 DAMAGE TO CITY TREES/FOR 2,400
56040 DAMAGE TO OTHER CITY PRO 11,681
56015 REVENUE FROM DAMAGE TO CI 68,634 42,000 42,000 34,986 (7,014)
56045 MISCELLANEOUS REVENUE 82,548 50,700 55,000 46,667 (4,033)
56046 TAXICAB CLASS REVENUE 8,025 7,000 7,000 5,831 (1,169)
56045 MISCELLANEOUS REVENUE 90,573 57,700 62,000 52,498 (5,202)
56047 RESERVES
56048 TEEN BABY NURSERY PROG 41,000 41,000 41,000
56047 RESERVES 41,000 41,000 41,000
56062 FUEL REIMB‐ SCHOOL DIST 6
56064 REIMB.‐SCHOOL RESOURCE O 290,000 290,000 298,700 8,700
56062 FUEL REIMB‐ SCHOOL DIST 6 290,000 290,000 298,700 8,700
56067 REIMBURSEMENTS‐ SERV. & S 92,998
56067 REIMBURSEMENTS‐ SERV. & S 92,998
56068 REIMB SALT USE DIST 65 ET 71,400
56068 REIMB SALT USE DIST 65 ET 71,400
56070 OVER AND SHORT
56095 OVER AND SHORT ‐ COLLECT 3,072
56070 OVER AND SHORT 3,072
56105 PAYMENT IN LIEU OF TAXES 124,000 300,000 105,000 340,092 40,092
56106 FUND BALANCE APPLIED 130,000 130,000
56110 CONTRIBUTIONS TO PROJECTS 250
56131 DUTCH ELM TREE INSURANCE 75,000 75,000 (75,000)
56132 TRNSFR FROM DUTCH ELM TREE R 356,000 356,000
72 As Amended on 08/01/11
FISCAL YEAR 2011
GENERAL FUND REVENUES
2009 ‐ 2010 2010 ‐ 2011 2010 ‐ 2011 2011 2010 vs. 2011
REVENUE TITLE ACTUAL BUDGET ESTIMATE APPROVED VARIANCE
56131 DUTCH ELM TREE INSURANCE 75,000 75,000 356,000 281,000
56134 PRIVATE ELM TREES INS. MO 19,500 50,000 42,830 43,000 (7,000)
56140 FEES AND MERCHANDISE SALE 143,869
56155 TRASH CART SALES 22,119 30,000 75,000 (30,000)
56156 YARD WASTE FEE 950,000 750,000 (950,000)
56175 PARKING PERMITS‐RYAN FIEL 15,437 15,000 15,000 12,495 (2,505)
56195 UNRECONCILED JDE INTERFAC 1,397
56196 JDE WATER INTERFACE
56200 OVERPAYMENT REFUNDS 71,438
56196 JDE WATER INTERFACE 71,438
56000 OTHER REVENUE 823,965 2,350,800 1,997,879 1,478,601 (872,199)
56500 INTEREST INCOME
56501 INVESTMENT INCOME 17,048 100,000 15,000 12,000 (88,000)
56500 INTEREST INCOME 17,048 100,000 15,000 12,000 (88,000)
57000 TRNSFR FROM OTHER FUNDS
57007 FROM WEST EVANSTON TIF 25,000 25,000 50,000 25,000
57008 FROM NEIGHBORHOOD IMPROVE 141,000
57011 FROM HPRP GRANT FUND 27,000 27,000
57012 FROM NSP2 GRANT FUND 278,000 278,000
57020 FROM MOTOR FUEL FUND‐S/M 772,500 772,500 772,500 697,492 (75,008)
57030 FROM COMM. DEVEL. FUND 958,476 856,000 856,000 772,000 (84,000)
57035 FROM HOME FUND 55,860 34,300 34,300 56,400 22,100
57040 FROM EMERGENCY TEL SYSTEM 126,000 126,000 126,000 104,958 (21,042)
57050 FROM ECON DEV FUND 690,000 390,000 407,455 377,256 (12,744)
57060 FROM HOUSING FUND 24,000 24,000 24,000 19,992 (4,008)
57065 FROM WASHINGTON NAT'L DS 151,872 325,000 325,000 325,000
57070 FROM HOW HARTREY DEBT SER 141,588 141,600 141,600 141,600
57075 FROM SW TIF DEBT SERVICE 24,120 24,100 24,100 24,100
57080 FROM DEBT SERVICE FUND 500,004
57085 FROM DOWNTOWN TIF DEBT SV 324,996
57096 FROM HOWARD RIDGE TIF 120,396 120,400 120,400 120,400
57097 FROM SHERMAN GARAGE 42,000
57100 FROM CAPITAL IMP. FUND 100,000 300,000 300,000 300,000
57130 FROM PARKING FUND 777,492 644,500 644,500 536,868 (107,632)
57135 FROM WATER FUND 162,300 162,300 162,300 135,196 (27,104)
57140 FROM WATER FUND‐ROI 2,531,304 2,531,300 2,531,300 2,108,573 (422,727)
57145 FROM WATER FUND‐ADMIN. EX 764,592 593,200 593,200 494,136 (99,064)
57165 FROM SEWER FUND 413,796 266,000 266,000 221,578 (44,422)
57000 TRNSFR FROM OTHER FUNDS 8,822,296 7,336,200 7,353,655 6,790,549 (545,651)
57500 LIBRARY‐OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 37,432 39,400 30,900 23,333 (16,067)
57510 NON‐RESIDENT LIBRARY CARD 2,500 1,800 1,000 833 (967)
57515 LIBRARY MATERIAL REPLACEM 12,713 17,000 13,300 12,500 (4,500)
57525 LIBRARY MISC. REVENUES 1,703 2,800 100 (2,800)
57535 LIBRARY COPY MACH. CHG 23,442 25,000 26,400 22,083 (2,917)
57540 LIBRARY MEETING RM RENTAL 10,235 11,500 8,800 8,333 (3,167)
57545 NORTH BRANCH RENTAL INC 33,396 34,700 34,700 29,500 (5,200)
57500 LIBRARY‐OTHER REVENUE 121,421 132,200 115,200 96,582 (35,618)
50100 OPERATING REVENUES 84,454,243 86,873,900 85,812,229 73,873,482 (13,000,418)
50000 REVENUES 84,454,243 86,873,900 85,812,229 73,873,482 (13,000,418)
73 As Amended on 08/01/11
City of Evanston
City Council
Description of Major Activities:
The City Council consists of the Mayor, who is elected at large, and nine aldermen, one elected from
each of the nine wards for a term of four years.
The City Council formulates policies to guide the orderly development and administration of the City;
determines the use of tax dollars and other funding sources to meet the City's needs; holds public
hearings to provide citizens with opportunities to be heard; participates in conferences, forums and
meetings of legislative groups and associations; keeps its constituency informed of City issues and
activities through ward meetings and public forums and responds to citizen requests for services and
information.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011 Position
FTE
City Council
Full-Time Regular Mayor 0.00
Full-Time Regular Alderman (9 elected officials @ 0 FTE) 0.00
Full-Time Regular Mayor’s Assistant 1.00
1300 Total 1.00
City Council Total 1.00
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
1300 - City Council 420,991 448,352 426,108 374,718
Total: $420,991 $448,352 $426,108 $374,718
Performance Report on FY 2010-2011 Major Program Objectives
• Approved the change of Budget Year calendar
• Approved 12 Goals
• Approved Mobile Food Vehicle Vendor Ordinance
• Approved School Safety Zones Ordinance
• Approved Ordinance regulating Use of Mobile Telephones While Operating a Motor Vehicle
• Completed review and modification of Boards, Commissions, and Committees
74 As Amended on 08/01/11
City of Evanston
City Council
2011 Department Initiatives
• The City Council approved 13 Goals to focus on for the coming year.
• Affordable Housing
• Budget Planning
• Capital Improvement Program
• Climate Action Plan
• Economic Development
• Efficiency and Effectiveness of Services
• Federal/State/Regional Government Affairs Agenda
• Lakefront Development
• Northwestern University
• Police and Fire Pension Funding Issues
• Robert Crown Center Improvements
• Safety Issues – Crime Prevention
• Youth Engagement
• Formulate long-term plan for Civic Center.
• Conduct feasibility study of Robert Crown Center.
• Re-codification and substantive rewrite of City Code.
• Review, analysis and improvement of City procurement.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Number of ordinances adopted 91 96 98
Number of resolutions adopted 87 82 85
Updated board, committee, commission rosters 2 3 10
75 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1300 CITY COUNCIL
61010 REGULAR PAY 187,200 189,849 189,849 164,393
61210 LONGEVITY 1,191
61510 HEALTH INSURANCE 116,300 127,133 127,133 110,852
61615 LIFE INSURANCE 1,100 1,100 1,100 61
61710 IMRF 5,054 7,845 7,845 5,814
61725 SOCIAL SECURITY 10,038 12,200 12,200 9,332
61730 MEDICARE 2,553 2,657 2,657 2,183
62206 TV BROADCASTING 6,200 5,000 5,000 4,165
62210 PRINTING 331 600 600 500
62275 POSTAGE CHARGEBACKS 992 400 400 333
62280 OVERNIGHT MAIL CHARGES 200 200 167
62285 COURIER CHARGES 4,848 1,000 1,000 833
62295 TRAINING & TRAVEL 8,857 9,000 7,000 7,000
62360 MEMBERSHIP DUES 56,206 50,000 39,000 39,000
62370 EXPENSE ALLOWANCE 100 100 83
62380 COPY MACHINE CHARGES 528 1,500 762 850
62456 OUTSIDE MAIL SERVICES 10,000 6,330 6,330
62458 OUTSIDE COPY SERVICES 7,947 10,000 10,000 8,330
62490 OTHER PROGRAM COSTS 4,005 8,000 4,664 4,664
62605 OTHER CHARGES 232
64505 TELECOMMUNICATIONS - CARRIER L 115
64540 TELECOMMUNICATIONS - WIRELESS 640 1,268 1,268
65010 BOOKS, PUBLICATIONS, MAPS 200 200 167
65025 FOOD 6,198 4,500 3,000 3,000
65095 OFFICE SUPPLIES 454 800 800 666
66025 TRAN.TO DS FUND- ERI DEBT SERV 1,831
66062 SISTER CITY FUNDING 5,000 5,000 4,165
1300 CITY COUNCIL 420,991 448,352 426,108 374,718
76 As Amended on 08/01/11
City of Evanston
City Clerk’s Office
Description of Major Activities:
The City Clerk records the minutes for the City Council and staffs special Council committees. The clerk
produces official minutes of all Council meetings; is responsible for maintaining the City Code and official
City and township records; serves as the local election official; is the deputy registrar for voter registration;
and performs other election-related activities. The City Clerk also assists the Mayor, Aldermen, and staff
with special projects and activities, and represents the City at various meetings.
Total Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2011 Position
FTE
City Clerk
Full-Time Regular City Clerk 0.00
Full-Time Regular Deputy City Clerk 1.00
1400 Total 1.00
City Clerk Total 1.00
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
1400 – City Clerk’s Office 203,365 154,842 159,099 148,413
Total Expenditures: $203,365 $154,842 $159,099 $148,413
Performance Report on FY 2010-2011 Major Program Objectives
• The legal review of the Evanston code by departments was restarted by new attorneys in the law
department to help decide whether or not to re-codify the code which was last codified in 1979.
• Coordination of FOIA requests continues with an electronic log and files of disposition of FOIA
requests.
2011 Department Initiatives
• The City Clerk's Office will no longer compile a packet of materials for use by those wishing to run for
municipal offices in April 9, 2013. All candidates will have to obtain their information from the Cook
County Clerk’s website, and download the necessary forms. The office will facilitate voting by
registering people to vote, arranging for an early voting site at the Civic Center, and providing voters
with the means to vote absentee by mail.
• The Clerk’s office will work with the Cook County Department of Elections on facilitating the
Consolidated Election on April 9, 2013 in Evanston.
• The City Clerk’s office will track the number of notary public requests made.
• Reorganizing the office space and filing system is a priority.
• Continue project to make obtaining documents more accessible to the citizens.
77 As Amended on 08/01/11
City of Evanston
City Clerk’s Office
• The Notary laws changed in June 2009 and will be followed to the letter to prevent potential harm or
litigation to the City.
• The City Clerk will facilitate the training of City Notaries of the new laws affecting all Notaries.
• New FOIA Officers have been designated in compliance with the new Freedom of Information Act
(FOIA) laws.
• Electronic training is mandatory for all designated FOIA officers in the City and must be completed by
June 30, 2011.
• The Clerk’s Office will possess a copy of all certifications of the FOIA and Open Meetings Act (OMA)
designees.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Voters registered 109 200 333
Early voters 1,553 2,000 3,100
Real Estate Transfer Tax transactions 794 1,300 1,300
Exemptions from Real Estate Transfer Tax 563 310 400
Disabled parking placards 140 225 400
Yearly calendar of scheduled meetings distributed 80 80 80
FOIA requests 322 450 500
78 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1400 CITY CLERK
61010 REGULAR PAY 87,470 93,358 98,358 80,894
61055 TEMPORARY EMPLOYEES 32,000
61070 MISCELLANEOUS SALARY EXP 10
61110 OVERTIME PAY 912
61210 LONGEVITY 755
61415 TERMINATION PAYOUTS 14,597
61510 HEALTH INSURANCE 21,100 23,115 23,115 24,080
61615 LIFE INSURANCE 300 300 300 27
61710 IMRF 9,007 10,741 10,741 8,108
61725 SOCIAL SECURITY 6,278 6,000 6,000 4,825
61730 MEDICARE 1,468 1,328 1,328 1,129
62210 PRINTING 1,000 1,000 833
62235 OFFICE EQUIPMENT MAINT 804 1,000 1,000 833
62275 POSTAGE CHARGEBACKS 566 400 400 333
62280 OVERNIGHT MAIL CHARGES 22 100 100 83
62295 TRAINING & TRAVEL 2,639 1,800 1,500 3,299
62315 POSTAGE 100 100 83
62360 MEMBERSHIP DUES 440 400 400 333
62380 COPY MACHINE CHARGES 900 457 750
62457 CODIFICATION SERVICES 8,337 10,000 10,000 16,667
62509 SERVICE AGREEMENTS / CONTRACTS 300 300 250
62645 DIGITAL ARCHIVING 874
64540 TELECOMMUNICATIONS - WIRELESS 928
65010 BOOKS, PUBLICATIONS, MAPS 819 300 300 250
65080 MERCHANDISE FOR RESALE 10,784 2,500 2,500 2,083
65095 OFFICE SUPPLIES 3,256 1,200 1,200 1,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 2,553
1400 CITY CLERK 203,365 154,842 159,099 148,413
79 As Amended on 08/01/11
City of Evanston
City Manager’s Office
Description of Major Activities:
The City Manager and the staff of the City Manager’s Office develop and analyze public policy
alternatives and direct the administration and execution of the policies and goals formulated by the City
Council. Responsibilities include: advising the Council on present and future financial, personnel, and
program needs; implementing immediate and long-range City priorities; establishing procedures which
will assist the City in serving its citizens; and supervision of all City departments. Additionally, staff is
involved in coordinating large-scale economic development projects, volunteer efforts, program
evaluation and policy analysis.
The City Manager’s Office coordinates the preparation of the City Council agenda, reviews all items
before governing body consideration, and responds to inquiries from citizens and elected officials. Its
members work closely with the public to resolve service delivery problems as well as disseminate
information about the City’s policies. Staff monitors legislation both in Springfield and Washington D.C. to
determine the potential impact on Evanston residents, businesses, and government.
The office also responds to a wide variety of general inquiries.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011 Position
FTE
City Manager
Full-Time Regular City Manager 1.00
Full-Time Regular Assistant City Manager 1.00
Full-Time Regular Executive Assistant 1.00
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Management Analyst / Volunteer Coordinator 1.00
Full-Time Regular Local Government Management Fellow 1.00
1505 Total 6.00
Communications / 311 Operations
Full-Time Regular Asst. to City Mgr. / Chief Customer Officer 1.00
Full-Time Regular Web Developer 1.00
Full-Time Regular Community Information Coordinator 1.00
Full-Time Regular Community Information Specialist 1.00
1510 Total 4.00
Sustainability
Full-Time Regular Sustainable Programs Coordinator 1.00
1535 Total 1.00
City Manager's Office Total 11.00
80 As Amended on 08/01/11
City of Evanston
City Manager’s Office
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
1505 – City Manager’s Office 932,722 720,911 817,812 712,937
1510 – Public Information* 460,517 738,068 676,634 524,690
1525 – Misc. Business Operations 113,312 405,000 405,000 352,365
1535 – Sustainability Grant 21,021 88,369 93,004 85,960
1550 – BIS Performance & Technology 12,061 0 0 0
1555 – Information Systems 2,078,495 0 0 0
1560 – Geographic Information 372,187 0 0 0
1565 – BIS Performance Management 411,460 0 0 0
Total Expenditures: $4,401,775 $1,952,348 $1,992,450 $1,675,952
Revenues:
51555 – Fire Insurance Tax 113,738 0 0 90,000
52020 – Liquor Licenses 340,693 370,500 370,500 0
52041 – One Day Liquor Licenses 5,375 0 5,000 0
52180 – Cable Franchise Fee 801,759 890,000 889,484 741,370
Total Revenues: $1,261,565 $1,260,500 $1,264,984 $831,370
Notes for Financial Summary
*The Switchboard Operator positions, which were budgeted in the Public Information business unit,
will be eliminated because of the citywide reorganization for the 311 Call Center initiative. The
reorganization will be effective 1/1/2011 and the positions will be reallocated as Service Desk Officer I
positions in business unit 2251 in FY 2011.
Performance Report on FY 2010-2011 Major Program Objectives
• City Manager facilitated a Special City Council meeting which resulted in the Council’s development
of 12 goals for staff to focus efforts on.
• Staff successfully implemented a Community Budget Workshop process which provided residents the
opportunity to learn more about the City’s budget issues and provide possible solutions for staff and
Council consideration. Residents participated in person, online and via phone during the City’s Live
Call-In Show. A final report was provided to Council for consideration during the FY 2010-11 budget
process.
• Hired Intergovernmental Relations Coordinator and Development Officer.
• Organized first “Evanston Day” in Springfield, IL to lobby for Evanston issues downstate, in
cooperation with Northwestern University, Evanston schools and non-profits.
• Implemented the 2010-11 State/Federal/Regional Intergovernmental Affairs Agenda.
• Partnered with United Way for “Day of Caring” community volunteer event.
• Developed volunteer program to support and expand the level of public and City service.
• Implemented web-based volunteer software platform. Volunteer software platform serves as a
community-hub of volunteer opportunities for City Services and Community Services.
• Participated in the ComEd Community Energy Challenge.
• Hosted the Affordable Living Fair at Fleetwood-Jourdain Community Center in partnership with the
Community & Economic Development Association (CEDA).
• Coordinated and secured the City’s $749,700 Energy Efficiency and Conservation Block Grant
(EECBG) program award.
81 As Amended on 08/01/11
City of Evanston
City Manager’s Office
• Assisted in securing a $55,000 grant from the Illinois Department of Commerce and Economic
Opportunity (DCEO) for the expansion of the City’s recycling programs and $60,375 for the Maple
Street Garage lighting upgrade.
• Launched the Evanston Green Ribbon Committee, a committee established to work together on
Evanston Climate Action Plan (ECAP) strategies and comprised of representatives of Northwestern
University, Rotary International, District 202, District 65, Evanston Hospital and St Francis Hospital.
• Completed the Green Building Ordinance.
• Increased contact & visibility with local agencies such as: Rotary, EvMark (now Downtown Evanston),
Northwest Municipal Conference, Northwestern University, United Way and others.
• Organized “Paint Evanston Purple” events.
• Hired Federal Legislative Representatives (Holland & Knight).
• Implemented a Cell Phone Program for City staff cell phone use. The program consists of City-issued
cell phones and the issuance of "stipends" to staff for using their personal individual cell-phone plan
for City business.
• Implemented City’s 2010-2011 Budget initiative of $30,000 budget cut in telecommunication. City
negotiated Government Wireless Services Agreement/Contract with Sprint/Nextel for all city cell
phones.
• Streamlined and restructured the Boards, Commissions, and Committees process and procedures.
• Implemented a new VOIP telephone system at Civic Center Front desk.
• Implemented a new website which went live in July 2010.
• Implemented Community Mass Notification System set to go live November 2010.
• Researched and developed a new 311 Call Center set to go live March 1, 2011.
2011 Department Initiatives
• Staff will co-manage a new 311 Call Center which utilizes appropriate customer service request
management systems for aldermanic and citizen requests to improve customer service and staff
responsiveness City-wide.
• Maintain City financial reserves through the quarterly reporting of actual revenue and expenses
against budget and adjusting operations to match economic conditions.
• Maintain community volunteer web-based software platform for over 100 Evanston-based agencies.
2011 Objectives
• Continue implementation of City Strategic Plan focusing specifically on 13 new Council Goals.
• Maintain City financial reserves through the quarterly reporting of actual revenue and expenses
against budget and adjusting operations to match economic conditions.
• Co-manage a new 311 Call Center to improve customer service and staff responsiveness.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Number of aldermanic, police-service and citizen
requests
950 1000 1005
Prepare agendas and materials for regular and
special Council and A&PW meetings
52 52 55
82 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1500 CITY ADMINISTRATION
61010 REGULAR PAY 2,122,188 901,833 1,135,191 780,041
61050 PERMANENT PART-TIME 32,353 35,500 36,842
61210 LONGEVITY 15,033 5,244 5,135
61415 TERMINATION PAYOUTS 152,370
61510 HEALTH INSURANCE 258,089 123,486 123,488 116,332
61610 DENTAL INSURANCE 9,328
61615 LIFE INSURANCE 800 1,000 1,000 693
61625 AUTO ALLOWANCE 10,575 11,777 11,777 9,150
61626 CELL PHONE ALLOWANCE 4,879
61710 IMRF 195,986 101,680 114,481 77,746
61725 SOCIAL SECURITY 130,916 56,968 60,093 47,793
61730 MEDICARE 33,034 12,641 14,050 11,177
62175 IS SERVICES 53,447
62180 STUDIES 15,170
62205 ADVERTISING 68 18,050 15,044
62210 PRINTING 34,521 400 3,600 2,832
62250 COMPUTER EQUIPMENT MAINT 26,475
62275 POSTAGE CHARGEBACKS 1,451 1,200 759 999
62280 OVERNIGHT MAIL CHARGES 140 200 50 167
62285 COURIER CHARGES 100 100 83
62295 TRAINING & TRAVEL 20,330 33,000 33,000 29,189
62305 RENTAL OF AUTO-FLEET MAINTEN.3,226
62315 POSTAGE 75 21,000 3,000 2,499
62340 COMPUTER LICENSE & SUPPORT 449,433
62341 INTERNET SOLUTION PROVIDERS 8,824
62360 MEMBERSHIP DUES 3,462 10,400 4,107 8,663
62380 COPY MACHINE CHARGES 2,441 1,100 559
62458 OUTSIDE COPY SERVICES 1,318 3,300 1,200 750
62506 WORK-STUDY 574 1,000 1,000 2,500
62661 FOREIGNFIRE INSURANCETAX BOARD 113,738 90,000
62665 CONTRIB TO OTHER AGENCIES 349,600 207,000 207 172,431
64505 TELECOMMUNICATIONS - CARRIER L 167,851
64510 TELECOMMUNICATIONS EQUIPMENT 5,316
64540 TELECOMMUNICATIONS - WIRELESS 29,898 3,719 6,318
64545 PERSONAL COMPUTER SOFTWARE 3,516 3,500
65010 BOOKS, PUBLICATIONS, MAPS 2,148 2,100 1,100 1,749
65025 FOOD 659
65050 BLDG MAINTENANCE MATERIAL 45
65095 OFFICE SUPPLIES 59,779 3,800 3,681 1,516
65125 OTHER COMMODITIES 252 1,500 1,055 880
65505 LAND 1,242
65555 PERSONAL COMPUTER EQUIPMENT 60,920
65605 PBX (LICENSE & SUPPORT FEES)5,705
65615 WAN CONNECTIONS/LINE CHARGES 13,705
65620 OFFICE MACH. & EQUIP.975
65630 LIBRARY BOOKS 56
65635 PERIODICALS 151 175
66025 TRAN.TO DS FUND- ERI DEBT SERV 26,633
66030 OTHER INSURANCE CHARGEBACKS 7,400 7,400 6,164
66060 KEEP EVANSTON BEAUTIFUL 5,359 5,000 5,000 4,165
66062 SISTER CITY FUNDING 312
68205 CONTINGENCIES 872- 400,000 400,000 258,20083As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1500 CITY ADMINISTRATION 4,401,775 1,952,348 1,992,450 1,675,952
84 As Amended on 08/01/11
City of Evanston
Law Department
Description of Major Activities:
The Law Department provides for and supervises all legal services for the City. The department provides
legal advice and/or opinions to the City Council and standing committees, City Manager, City staff,
elected officials, and City boards and commissions. The department drafts or reviews ordinances and
resolutions and researches the legal basis and constitutional limitations of home-rule authority on all
legislative issues. The department represents the City in housing and traffic court prosecutions,
administrative review appeals of administrative adjudication and, as necessary, at administrative
adjudication hearings. The department represents or supervises attorneys in all general litigation matters
including, but not limited to, general tort litigation, personal injury, property damage, employment
discrimination, civil rights, and special assessment. The department prepares or reviews all contracts,
leases, easements and plats, and by request, provides advice on public bidding and purchase
procedures. The department supervises the liquor licensing activities in the City and supervises the
administrative adjudication division.
The department, through the Insurance Fund, supervises the general liability third-party administration of
claims. The department recommends the purchase of insurance in all areas of exposure including
general liability, all risk property, ambulance attendants, inland marine, and crime. The department, in
conjunction with the City Manager's Office, reviews safety and risk issues and all third-party matters. The
department is responsible for the risk transfer and subrogation programs throughout the City.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011
Position FTE
Legal Administration
Full-Time Regular City Attorney 1.00
Full-Time Regular Assistant City Attorney 3.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Full-Time Regular Administrative Adjudication Manager 1.00
Full-Time Regular Administrative Adjudication Aide 1.00
1705 Total 7.00
Law Department Total 7.00
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
1705 – Legal Administration 685,083 1,026,853 1,023,186 828,120
Total Expenditures: $685,083 $1,026,853 $1,023,186 $828,120
85 As Amended on 08/01/11
City of Evanston
Law Department
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Revenues:
52040 – Liquor Licenses 0 0 0 300,000
52041 – One Day Liquor License 0 0 0 5,000
52570 – Non- parking Ordinance
Violations
0 150,000 180,000 124,950
Total Revenues: $0 $150,000 $180,000 $429,950
Notes for Financial Summary
Administrative Adjudication and Liquor Licensing was moved to the Law Department in FY 10-11.
Performance Report on FY 2010-2011 Major Program Objectives
• Developed and implemented new Illinois Freedom of Information Act policies, procedures and training
programs for all City departments. Completed and fulfilled all required statutory training courses and
certifications.
• Participated in regular meetings in furtherance of Strategic Plan Goal #7 to develop relationships with
Northwestern University.
• Transitioned litigation in-house to Law Department to improve cost-effectiveness, results, and
responsiveness.
• Analyzed, evaluated, and implemented new risk management strategies for City departments.
• Worked to achieve Strategic Plan Goal #10 to implement best practices for service delivery and
enhanced customer service to staff and residents.
• Undertook comprehensive analysis and review of City procurement practices to improve efficiency
and cost-effectiveness.
• Argued important Tort Immunity issues before the Illinois Appellate Court.
• Successfully transitioned liquor licensing matters and staffing of the Liquor Control Board in-house.
2011 Department Initiatives
• Continued support and participation in accomplishing Strategic Plan Goals for 2010-11.
• Continued representation of City in EEOC and Department of Human Rights complaints.
• Undertake new roles regarding representation and negotiation of City labor contracts.
• Analyze, evaluate, and implement new risk management strategies for City departments.
• Finish comprehensive review and modernization of the Evanston City Code. Implement a
recodification of the City Code for the first time in over 30 years.
• Evaluate and pursue legal strategies to enhance City revenues.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
411 475 445
Traffic prosecution cases 5,313 5700 4800
Ordinances written and/or reviewed 126 150 120
Resolutions written and/or reviewed 84 100 80
Opinions written - Formal 71 100 80
Administrative adjudication (including appeals) 29 45 40
86 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1700 LAW DEPARTMENT
61010 REGULAR PAY 438,372 613,389 613,389 466,223
61055 TEMPORARY EMPLOYEES 5,134
61210 LONGEVITY 1,742 3,400 3,400 1,358
61415 TERMINATION PAYOUTS 6,963
61510 HEALTH INSURANCE 74,000 92,318 92,318 103,894
61615 LIFE INSURANCE 700 1,000 1,000 366
61625 AUTO ALLOWANCE 2,905 5,000 5,000 4,150
61626 CELL PHONE ALLOWANCE 1,321
61710 IMRF 38,338 75,839 75,839 46,507
61725 SOCIAL SECURITY 27,411 42,400 42,400 28,521
61730 MEDICARE 6,431 9,394 9,394 6,670
62130 LEGAL SERVICES - GENERAL 53,403 42,300 42,600 35,286
62205 ADVERTISING 199
62275 POSTAGE CHARGEBACKS 579 3,600 3,100 2,999
62295 TRAINING & TRAVEL 2,472 3,700 3,700 3,082
62315 POSTAGE 500 500 500
62345 COURT COST/LITIGATION 8,105 7,500 7,500 6,248
62360 MEMBERSHIP DUES 2,932 3,000 3,000 2,499
62380 COPY MACHINE CHARGES 1,590 4,000 2,033 4,450
62456 OUTSIDE MAIL SERVICES 1,000
62500 TECHNICAL INFORMATION SERVICES 4,000 4,000 3,332
62506 WORK-STUDY 500 500 1,416
62509 SERVICE AGREEMENTS / CONTRACTS 87,500 87,500 72,888
64540 TELECOMMUNICATIONS - WIRELESS 2,080 2,113 2,113
65010 BOOKS, PUBLICATIONS, MAPS 10,038 10,800 10,800 8,996
65045 LICENSING/REGULATORY SUPP 3,000 2,500 2,499
65085 MINOR EQUIPMENT & TOOLS 500 500 417
65095 OFFICE SUPPLIES 1,692 5,500 5,500 4,250
66025 TRAN.TO DS FUND- ERI DEBT SERV 14,871
66030 OTHER INSURANCE CHARGEBACKS 4,600 4,600 5,377
1700 LAW DEPARTMENT 685,083 1,026,853 1,023,186 828,120
87 As Amended on 08/01/11
City of Evanston
Administrative Services Department
Description of Major Activities:
As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The
Administrative Services Department is organized into the following divisions: General Administration,
Finance, Human Resources, Information Technology, and Parking Operations and Maintenance. The
Department provides technical support related to accounting; revenue; purchasing; budget; recruitment;
testing, training and selection of employees; payroll; workers’ compensation; labor relations; software
development and application administration; network, server and database administration and software
training. The Department also includes parking administration, enforcement, operations and crossing
guards.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description 2011 Position FTE
Admin Services Gen Support
Full-Time Regular Administrative Services Director 1.00
Full-Time Regular Management Analyst 2.00
Full-Time Regular Administrative Assistant 1.00
1905 Total 4.00
Revenue Division
Full-Time Regular License and Measure Inspector 1.00
Full-Time Regular Customer Service Representative 3.00
Full-Time Regular Finance Operations Coordinator 1.00
1910 Total 5.00
Payroll
Full-Time Regular Payroll Pension Administrator 1.50
Full-Time Regular Payroll Manager 1.00
1915 Total 2.50
Accounting
Full-Time Regular Finance Division Manager 1.00
Full-Time Regular Accounting Manager 1.00
Full-Time Regular Accountant 1.00
Full-Time Regular Payroll Pension Administrator 0.50
Full-Time Regular Senior Accountant 2.00
Full-Time Regular Accounts Payable Coordinator 1.00
1920 Total 6.50
Purchasing
Full-Time Regular Purchasing Division Manager 1.00
Full-Time Regular Purchasing Coordinator 1.00
Part-Time Regular Clerk II 0.50
1925 Total 2.50
88 As Amended on 08/01/11
City of Evanston
Administrative Services Department
Employee Status
Description Job Type Description
2011 Position
FTE
Human Resources
Full-Time Regular Human Resources Division Manager 1.00
Full-Time Regular Human Resources Specialist 2.00
Full-Time Regular Human Resources Assistant 2.00
1929 Total 5.00
Information Technology
Full-Time Regular Information Systems Division Manager 1.00
Full-Time Regular Enterprise System Architect 1.00
Full-Time Regular Network Administrator 2.00
Full-Time Regular Programmer Analyst 1.00
Full-Time Regular Tech Support Specialist I 3.00
Full-Time Regular Tech Support Supervisor 1.00
Full-Time Regular GIS Analyst 2.00
Full-Time Regular Application and Development Manager 1.00
Full-Time Regular IS Trainer 1.00
1932 Total 13.00
Parking Enforcement and Tickets
Full-Time Regular Parking Enforcement Officer 10.00
Full-Time Regular Parking Enforcement Clerk 1.00
Full-Time Regular Parking Enforcement Coordinator 1.00
1941 Total 12.00
Administrative Services Total 50.50
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
1905 – Admin. General Support 252,100 512,801 512,801 431,019
1910 – Revenue Division 1,203,283 933,687 942,117 867,388
1915 – Payroll 215,098 255,533 267,534 225,163
1920 – Accounting 635,124 761,718 762,632 672,673
1925 – Purchasing 309,475 215,274 218,486 175,604
1929 – Human Resource Division 1,549,020 964,146 1,496,588 1,371,288
1930 – Budget 136,788 0 0 0
1932 – Information Technology 391 2,360,444 2,313,702 2,020,887
1935 – Admin. Adjudication 322,601 0 0 0
1940 – Misc. Exp/Transfers * 2,173,095 1,146,957 1,421,957 1,125,000
1941 – Pkg. Enfrc. & Tkt. Process 0 1,248,461 1,241,530 1,007,418
1942 – School Crossing Guards 0 371,744 352,148 310,048
Total Expenditures: $6,796,975 $8,770,765 $9,529,495 $8,206,488
89 As Amended on 08/01/11
City of Evanston
Administrative Services Department
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
52010 – Vehicle Licenses 2,514,920 2,700,000 2,700,000 1,799,820
52505 – Parking Fines 3,422,585 3,500,000 3,400,000 3,006,667
52530 – Boot Release Fee 75,085 68,000 76,000 56,644
Total Revenues: $6,012,590 $6,268,000 $6,176,000 $4,863,131
Performance Report on FY 2010-2011 Major Program Objectives
• Developed a ten-month transitional budget for FY 2011 with the goal of implementing a calendar year
budget in FY 2012.
• Developed and implemented a centralized contract database.
• Provided staff support to departments to support reorganizations approved in 2010-2011 budget.
• Assisted with the city-wide implementation of 311 public access to City government services.
• Procured a new financial and human resources software application with the goal of reducing
operating costs and increasing city-wide usage of the financial operating and human resources
modules.
• Coordinated installation of Police Digital Cameras including downtown, south, and west sides of the
City.
• Provided training for purchasing policies and procedures.
• Implemented department reorganization.
2011 Department Initiatives
• Continue to analyze operations and determine methods for improved efficiencies.
• Continue to receive the GFOA Award for Excellence in Financial Reporting and Budgeting.
• Implement the internal controls revenue audit.
• Work with departments to implement a succession planning program, which supports new
organizational structures.
• Conduct a classification and compensation study, updating employee job descriptions, especially
those impacted by reorganizations.
• Complete the migration from our traditional phone system to less costly and more effective network
enabled phones (VoIP).
• Continue to expand opportunities for computer virtualizations which reduces costs while improving
efficiency, availability, flexibility, and manageability of the City’s infrastructure.
• Continue the implementation of Accela Automation (PAL).
• Procure a new software application to improve parking sticker and permit sales and enforcement.
• Negotiate Union Contracts.
• Conduct Enterprise Fund & TIF Chargeback analysis.
• Review procurement and purchasing system.
• Conduct recruitment process for Police and Fire Departments.
90 As Amended on 08/01/11
City of Evanston
Administrative Services Department
Activity Measures
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Percent of available cash invested 90 95 95
Quarterly financial management reports 4 4 4
Quarterly investment reports 4 4 4
# of vehicle stickers issued 37,300 37,300 37,300
# of business licenses processed 2,500 2,500 2500
Preparation of final fund trial balance for
annual independent audit 6/20/2010 6/15/2011 6/15/2012
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984 7/10/2010 7/10/2011 7/10/2012
Preparation of Police and Fire Pension fund filings
with Illinois Department of Insurance 8/31/2010 8/31/2011 8/31/2012
File for Certificate of Achievement for Excellence
in financial reporting with Government Finance
Officers Association 8/31/2010 8/31/2011 8/31/2012
Number of Information Technology projects
completed 53 30 30
Number of Information Technology Service Desk
requests closed 5,800 4,300 4,300
Civil Service Commission Meetings 10 7 6
Positions Filled – Full-Time 30 29 30
Positions Filled – Part-Time / Seasonal 648 429 425
Regular Checks Issued 33,650 33,700 33,750
Manual Checks Issued 180 185 190
91 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
1900 ADMIN.SERVICES DEPARTMENT
61010 REGULAR PAY 1,532,137 3,467,296 3,493,511 2,969,456
61050 PERMANENT PART-TIME 60,208 26,600 26,600 17,487
61055 TEMPORARY EMPLOYEES 5,258 17,800 17,800 4,915
61060 SEASONAL EMPLOYEES 1,509 350,600 334,600 294,550
61110 OVERTIME PAY 9,117 40,500 34,000 33,737
61210 LONGEVITY 13,041 27,656 27,125 28,173
61410 SHIFT DIFFERENTIAL 7,900 7,900 4,957
61415 TERMINATION PAYOUTS 32,295 33,150
61420 ANNUAL SICK LEAVE PAYOUT 4,392 275,000 275,000
61430 OTHER PAYOUTS 225,000 500,000 800,000
61446 PAYROLL SYSTEM ERRORS 963
61510 HEALTH INSURANCE 285,000 858,308 858,308 553,882
61615 LIFE INSURANCE 6,355 4,900 4,900 1,755
61625 AUTO ALLOWANCE 341 7,400 7,400 5,650
61626 CELL PHONE ALLOWANCE 5,976
61630 SHOE ALLOWANCE 130 1,800 1,560 1,560
61710 IMRF 139,013 404,537 407,457 302,503
61725 SOCIAL SECURITY 96,055 259,092 258,379 204,417
61730 MEDICARE 22,731 57,295 57,525 47,765
62110 AUDITING 76,727 107,000 90,000 100,000
62130 LEGAL SERVICES - GENERAL 130 2,000 2,000 1,666
62160 EMPLOYMENT TESTING SERVICES 140,000 44,210 116,440
62175 IS SERVICES 8,000 13,780 4,500
62185 OTHER CONSULTING SERVICES 21,171 29,000 29,000 27,000
62205 ADVERTISING 5,186 3,000 3,000 2,800
62210 PRINTING 3,354 4,900 4,750 4,750
62235 OFFICE EQUIPMENT MAINT 1,347 300 300 250
62245 OTHER EQMT MAINTENANCE 4,481 5,000 5,000 4,165
62250 COMPUTER EQUIPMENT MAINT 46,200 45,200 53,813
62270 MEDICAL/HOSPITAL SERVICES 4,944 35,000 42,420 35,350
62273 LIEN FILING FEES 9,377
62274 TEST ADMINISTRATION 43,700 25,000 50,650
62275 POSTAGE CHARGEBACKS 143,356 18,600 17,700 14,995
62280 OVERNIGHT MAIL CHARGES 30 200 200 167
62295 TRAINING & TRAVEL 6,208 32,400 29,050 29,147
62305 RENTAL OF AUTO-FLEET MAINTEN.3,928 94,512 94,403 74,673
62309 RENTAL OF AUTO REPLACEMENT 27,700 27,500 23,175
62310 CITY WIDE TRAINING 20,000 20,000 16,660
62315 POSTAGE 1,165- 42,000 42,000 34,986
62340 COMPUTER LICENSE & SUPPORT 422,100 381,707 367,160
62341 INTERNET SOLUTION PROVIDERS 20,900 17,530 16,600
62345 COURT COST/LITIGATION 25,000 25,000 20,825
62350 FISCAL AGENT SERVICES 31
62360 MEMBERSHIP DUES 4,314 8,600 8,655 7,816
62380 COPY MACHINE CHARGES 13,738 1,600 813 7,130
62381 COPY MACHINE LEASES 36,523
62431 ARMORED CAR SERVICES 24,763 25,000 25,000 20,825
62449 CITATION & SECO.COLLEC PROCESS 463,492 450,000 450,000 374,850
62451 TOWING AND BOOTING CONTRACTS 54,000 58,000 44,982
62490 OTHER PROGRAM COSTS 630 600 600 500
62500 TECHNICAL INFORMATION SERVICES 1,375
62506 WORK-STUDY 500 1,311 2,01792As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
62509 SERVICE AGREEMENTS / CONTRACTS 98,415 17,336
62512 RECRUITMENT 300 40,000 30,000 33,320
62630 UNEMP. COMP. & ADMIN. FEE 175,000 800,000 600,000
62655 LEASE PAYMENTS 798 3,100 3,100 2,582
62705 BANK SERVICE CHARGES 19,774
62706 REVENUE SHARING AGREEMENTS 343,479 400,000 400,000 325,000
64005 ELECTRICITY 1,500 950 1,250
64505 TELECOMMUNICATIONS - CARRIER L 100,800 100,800 83,966
64510 TELECOMMUNICATIONS EQUIPMENT 11,900 10,950 6,581
64515 TELECOMMUNICATIONS EQUIPMENT M 17,500 17,700 18,533
64540 TELECOMMUNICATIONS - WIRELESS 1,380 32,286 29,114 18,550
64541 AZAVAR AUDIT SVC 12,822 12,000 12,000 9,996
64545 PERSONAL COMPUTER SOFTWARE 3,000 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 657 3,700 2,700 3,083
65020 CLOTHING 6,000 5,500 4,998
65025 FOOD 12
65045 LICENSING/REGULATORY SUPP 40,218 39,600 44,000 46,664
65085 MINOR EQUIPMENT & TOOLS 307
65090 SAFETY EQUIPMENT 68 1,000 1,004 833
65095 OFFICE SUPPLIES 11,023 82,100 76,650 75,763
65125 OTHER COMMODITIES 20 15,583 15,583 12,985
65555 PERSONAL COMPUTER EQUIPMENT 60,000 60,000 60,000
65605 PBX (LICENSE & SUPPORT FEES)10,000 12,100
65615 WAN CONNECTIONS/LINE CHARGES 16,100 16,100 12,333
65620 OFFICE MACH. & EQUIP.705 500 500 417
65625 FURNITURE, FIXTURE & EQUIPMENT 1,500 1,300 1,250
66020 TRANSFERS TO OTHER FUNDS 1,824,996
66025 TRAN.TO DS FUND- ERI DEBT SERV 102,639
66030 OTHER INSURANCE CHARGEBACKS 38,100 38,100 31,737
66125 SERVICES BILLED OUT 133,201-
1900 ADMIN.SERVICES DEPARTMENT 5,254,259 8,770,765 9,529,495 8,206,488
93 As Amended on 08/01/11
City of Evanston
Community & Economic Development Department
Description of Major Activities:
The Community and Economic Development Department’s mission is to strengthen Evanston’s
neighborhoods, housing stock and commercial property through a wide range of services and programs.
Specific objectives to achieve this mission include ensuring that:
• All Evanston residents live in decent, clean, safe housing
• New construction meets safety and building code standards
• The viability of Evanston’s neighborhoods and downtown is maintained, balancing the old and new
• Low and moderate income households can remain in their homes
• Attractive new developments enhance the tax base
• Neighborhood businesses can maintain their properties through economic development incentives
• Existing Evanston businesses are retained and desired new businesses are attracted
• Specific areas are identified for economic development initiatives
• Redevelopment is promoted in appropriate areas of the City
• Employment opportunities are improved for Evanston residents and businesses
• The historic character of Evanston architecture and design is celebrated and preserved
• Opportunities are provided for citizen engagement and participation to achieve desired community
development
• Acquisition and rehabilitation of 100 foreclosed residential properties through the NSP2 Program
Total Full-Time Equivalent Positions:
Employee Status
Description
Job Type Description
2011 Position
FTE
Community & Economic Development Administration
Full-Time Regular Director, Community & Economic Development 1.00
2101 Total 1.00
Planning and Zoning
Full-Time Regular Planning and Zoning Division Manager 1.00
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
Full-Time Regular Housing Planner 1.00
Full-Time Regular General Planner 1.00
Full-Time Regular Zoning Planner 2.00
Full-Time Regular Zoning Officer 1.00
Full-Time Regular Senior Planner 1.00
2105 Total 8.00
Housing Code Compliance
Full-Time Regular Property Maintenance Inspector I 4.00
Full-Time Regular Customer Service Representative 1.00
Full-Time Regular Sign Inspector/Graffiti Tech 1.00
Full-Time Regular Inspector/Customer Service Supervisor 1.00
2115 Total 7.00
Housing Rehab
Full-Time Regular Division Manager- Building & Inspection Services 1.00
Full-Time Regular Construction Rehabilitation Specialist 1.00
Full-Time Regular Customer Service Representative 1.00
2120 Total 3.00
94 As Amended on 08/01/11
City of Evanston
Community & Economic Development Department
Employee Status
Description
Job Type Description
2011 Position
FTE
Building Inspection Services
Full-Time Regular Customer Service Representative 2.00
Full-Time Regular Electrical Inspector II 1.00
Full-Time Regular Plumbing / Mechanical Inspector 2.00
Full-Time Regular Structural Inspector/ Plan Examiner 1.00
Full-Time Regular Project Management Supervisor 1.00
Full- Time Regular Supervising Structural Inspector 1.00
2126 Total 8.00
Community Intervention Services
Full-Time Regular Community Intervention Coordinator 1.00
2127 Total 1.00
Economic Development
Full-Time Regular M/W/EBE Coordinator 1.00
2135 Total 1.00
Community & Economic Development Total 29.00
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2101 – CD Administration 260,687 178,366 141,580 155,412
2105 – Planning & Zoning 408,177 834,460 736,641 683,244
2115 – Housing Code Compliance 635,068 634,926 638,253 533,667
2120 – Housing Rehabilitation 287,059 284,804 292,671 260,827
2126 – Building Inspection Services 0 968,360 963,339 827,662
2127 – Community Intervention 95 314,309 190,011 190,271
2128 – Homeless Services 0 106,200 81,444 69,891
2130 – Building & Zoning 1,741,733 0 0 0
2135 – Economic Development 0 563,941 364,915 103,232
Total Expenditures: $3,332,819 $3,885,366 $3,408,854 $2,824,206
Revenues:
52030 – Contractor Licenses 75,905 80,000 80,000 66,640
52035 – Rooming house fees 318,498 193,200 193,000 193,000
52046 – Rental Dwelling Registration 83,295 146,000 146,000 95,000
52080 – Building Permits 1,480,739 2,200,000 2,700,000 2,500,000
52090 – Plumbing Permits 89,934 110,000 110,000 135,000
52095 – Electrical Permits 102,148 120,000 120,000 130,000
52105 – Sign / Awning Permits 7,307 10,000 10,000 8,330
52110 – Other/Miscellaneous Permits 187,252 220,000 220,000 183,260
52115 – Elevator Permits 59,545 50,000 50,000 41,650
52120 – Heating Vent. A/C Permits 177,452 200,000 205,000 210,000
52145 – Annual Sign Fees 30,627 25,000 25,000 25,000
52155 – Plat Approval Fees 0 2,500 2,500 2,082
52555 – Housing code Violation fines 113,604 48,000 93,000 50,000
52560 – Permit Penalty Fees 20,407 7,500 7,500 6,248
53665 – Condo Conversion App. Fees 0.00 0 2,250 0
53666 – Historic Preservation Fees 5,475 8,900 6,000 5,000
53695 – Zoning Fees 52,920 40,000 40,000 15,000
95 As Amended on 08/01/11
City of Evanston
Community & Economic Development Department
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
55231 – Lead Paint Hazard Grant 0 180,000 80,000 80,000
HUD Emergency Shelter Grants 0 0 0 86,000
Total Revenues: 3,169,202 $3,576,700 $4,090,250 $3,832,210
Notes for Financial Summary
• Building Inspection Services and Economic Development units were created in FY 10-11 as a result of
citywide restructuring. Property Standards, Housing Rehab and the Building Divisions have merged into
the Building & Inspection Services Division with three distinct budgets. (2115, 2120 & 2126). The Zoning
budget has been shifted to the Planning Division.
• Community Intervention and Homeless Services programs moved from the Health & Human Services
Department to Community & Economic Development Department as a result of City-wide restructuring.
• Permit revenues are projected to decline in 2011 from the 2010-11 estimate because of the lower
number of large projects and the overall state of the economy.
Performance Report on FY 2010-2011 Major Program Objectives
The Community Development Department has achieved most of its objectives in the current fiscal year.
Development and permit revenue are lower than historical levels, but are substantially over budget by more
than $600,000. TIF incremental revenues continued to grow in 2010-11; however, reassessments in 2010
may negatively impact the tax increment expected in 2011. The Downtown II TIF has expired, resulting in
significantly a new Equalized Assessed Valuation (EAV) to accrue to the benefit of all taxing districts and an
estimated distribution of $8.5 million in potential tax revenues.
The Property Maintenance unit of the newly formed Building & Inspection Services Division experienced a
year of increased demand for services due to increasing financial challenges within the housing market,
including continued high foreclosures. The condition of property in Evanston continues to need ongoing
attention, but programs in these areas have helped conserve older housing stock in neighborhoods and
enhanced the quality of life of residents, including homeowners.
In January 2010, HUD announced the award of approximately $18 million to the City in NSP2 funds for two
census tracts in west and south Evanston. These funds are being used to mitigate the impact of foreclosed
property through acquisition, rehabilitation and re-occupancy of these residential properties through a
partnership with Brinshore Development.
Progress in the production of affordable housing has been challenged by the upheaval in credit and capital
markets. Housing providers and staff continue to persevere despite changing markets, a drop in housing
demand for ownership products and the growing unemployment rate. The success of the down payment
assistance program and the single-family rehabilitation program has strengthened neighborhoods by helping
people to remain in their homes and helping others to buy vacant dwellings.
The completion of zoning amendments implementing the West Evanston Master Plan and the Central Street
Plan has occurred successfully. Implementation of these plans is an ongoing multi-year activity. The
Downtown Plan has been approved and initial public hearings by the Plan Commission, focusing on zoning
amendments, are occurring.
The M/W/EBE program increased program activity in the areas of contractual projects covered in the
program and in terms of the number of local jobs created through the Local Employment Program.
96 As Amended on 08/01/11
City of Evanston
Community & Economic Development Department
2011 Department Initiatives
Promoting economic development, neighborhood revitalization and affordable housing will continue to be
major priorities of the Department. Housing activity will continue to have special emphasis on the down
payment assistance program, the single family rehab program and acquisition and rehab of foreclosed
property. In addition, the Department will continue the implementation of the PAL System which includes on-
line permit status look-up and inspection scheduling for improved customer service.
The M/W/EBE and LEP programs will increase outreach through seminars to businesses and eligible
Evanston residents. The Local Business Directory will also be updated to improve access to City bids and
requests for proposals.
Ongoing Activity Measures 2009-2010
Actual
2010-2011
Projected
2011
Projected
Total Building Permits Issued 3200 3000 2500
Total Building Inspections 5950 6000 4870
Total Building Construction Work w/o permits
investigated
500 500 415
Total Elevator Inspections 1900 1900 1583
Contractor Licenses Issued/Renewed 600 600 500
Coordination & Completion of Planning &
Development Committee packets
26 26 26
Completion of the Planning & Development
Committee Minutes
26 26 26
Economic Development Committee Meetings 12 12 12
Preservation Commission Meetings 24 24 24
Dwelling Units Inspected 3151 3500 2920
Occupants Affected by Rooming House
Inspections
6889 6800 5160
Complaints investigated 1900 1350 1355
Tickets Issued 265 275 328
Dwelling Units Demolished 3 2 2
Re-inspections for Compliance 2900 3100 2500
Violations Corrected 6100 6200 5125
Vacant Building Determinations 165 75 75
Training/Safety/Staff Meetings 30 30 30
Graffiti Tags Removed by Graffiti Technician 5700 4200 4330
97 As Amended on 08/01/11
City of Evanston
Community Intervention Services
Description of Major Activities
Community Intervention Services (CIS) includes a variety of direct and contract services designed to
address the needs of special populations within the community. CIS also coordinates landlord-tenant
issues, as well as City responses to persons with disabilities, including an Adaptive Device Program, in
accordance to compliance with the Americans with Disabilities Act. CIS manages City funding of
homelessness assistance, the federal Emergency Shelter Grant program, including City funding of
Homeless Prevention and Rapid Re-Housing and the Cook County Childhood Lead Prevention Program.
CIS provides staff support to the Homeless Task Force, Service Providers Interagency Network (SPIN),
the Cook County Childhood Lead Prevention Program and the Illinois Lead Safe Housing Taskforce.
Emergency Housing/Displacement Services
This program is designed to assist in temporary housing by placing those who find themselves in need of
emergency shelter or displacement due to a crisis or unforeseen circumstances.
Adaptive Devices
This program provides equipment to disabled persons in the Evanston community. Each request from an
individual prompts staff to conduct a home visit in order to assess the individual’s function level and then,
if applicable, determine the provision of the appropriate equipment.
Cook County Lead- Based Paint Hazard Control
The total number of Evanston children infected by lead poisoning confirmed in 2003-2004 was 1,136.
Approximately 21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to
contain lead-based paint. Evanston’s figures correlate to the age of the housing stock, with 93% of the
housing units built prior to 1960, when lead-based paint was still used. The total number of pre-1979
housing units occupied by very low income individuals is 10,868. Assuming that a lower number of these
homes have been abated or re-mediated, a conservative estimate is that 90% of these dwelling units
(9,782) will have lead based paint in them. About 90% of these units (8,804) will have lead hazards in
some form. The number of low and very low income households in Evanston is 8,716 or 31.2%. Low
income homeowners (at or below 80% of the Annual Medium Income), in the first years of ownership, will
be targeted by this grant program.
Fair Housing
The Community Relations Division provides services, programs, and activities to maintain the rich
diversity of our community. We foster, encourage, and stimulate the improvement of human relations
among and between citizens of all races, colors, creeds, national origins, genders, ages, familial status,
marital status, religions, physical/mental disabilities, sexual orientation, and economic and educational
levels. The goal is to provide all individuals with an equal opportunity to grow, participate, and share in
the City's economic, educational, political, social, and judicial systems. To this end, all of the
Commission's services, programs and activities are administered through this element.
The division administers and enforces the Fair Housing Ordinance and the Residential Landlord and
Tenant Ordinances and provides mediation services through its Alternative Dispute Resolution service.
The division also investigates and/or refers allegations of civil rights violations and/or discrimination based
on race, color, religion, sex, national origin, sexual orientation, familial status, physical/mental disability or
age; conducts and/or coordinates training programs and community functions/activities; advises City
administration, City Council, and the community on human relations issues; and serves as a resource on
related issues.
Housing Preventions and Rapid Re-Housing Program (HPRP)
HPRP was created to provide services and direct assistance to those qualified individuals that either are
at risk of becoming homeless or are currently homeless. Through this program, the City is able to provide
assistance in the form of rental and utility payments, moving costs, security deposits, and hotel/motel
vouchers. We have conducted targeted outreach through homeless service agencies, not-for-profits, the
school districts and elected officials.
98 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2100 COMM & ECONOMIC DEVELOPMENT
61010 REGULAR PAY 2,131,066 2,103,286 1,827,176 1,708,396
61050 PERMANENT PART-TIME 24,599
61055 TEMPORARY EMPLOYEES 54,567
61060 SEASONAL EMPLOYEES 251,600 235,000
61110 OVERTIME PAY 27,250 14,700 16,207 12,537
61210 LONGEVITY 18,850 16,691 15,937 12,242
61415 TERMINATION PAYOUTS 61,584
61510 HEALTH INSURANCE 348,900 357,574 355,644 340,007
61615 LIFE INSURANCE 3,600 3,700 3,700 905
61625 AUTO ALLOWANCE 6,180 5,000 3,900 4,150
61626 CELL PHONE ALLOWANCE 569
61630 SHOE ALLOWANCE 3,120 2,640 2,310 2,340
61655 EMPLOYEE LOANS - INTEREST EXPE 22
61710 IMRF 192,278 248,205 236,552 172,776
61725 SOCIAL SECURITY 139,584 154,969 154,601 105,123
61730 MEDICARE 32,861 35,625 35,781 24,586
62145 ENGINEERING SERVICES 28,503 50,000 45,000 30,000
62150 CONSTRUCTION ENGINEERING SERVI 4,760 20,000 17,000 15,000
62185 OTHER CONSULTING SERVICES 17
62190 HOUSING REHAB SERVICES 19,695 24,000 20,000 4,990
62205 ADVERTISING 3,580 2,700 2,650 967
62210 PRINTING 7,186 12,600 10,700 5,105
62235 OFFICE EQUIPMENT MAINT 800 1,050 63
62245 OTHER EQMT MAINTENANCE 38 1,000 750 209
62271 COURT REPORTING SERVICES 20,476 18,800 15,660 2,660
62275 POSTAGE CHARGEBACKS 11,915 6,500 8,009 2,540
62280 OVERNIGHT MAIL CHARGES 100 100 83
62285 COURIER CHARGES 2,506 1,500 650 875
62295 TRAINING & TRAVEL 5,858 5,800 5,550 4,688
62305 RENTAL OF AUTO-FLEET MAINTEN.62,982 23,290 23,290 17,665
62309 RENTAL OF AUTO REPLACEMENT 19,800 19,800 14,664
62345 COURT COST/LITIGATION 1,427 4,500 4,000 937
62360 MEMBERSHIP DUES 3,582 2,700 3,200 2,130
62380 COPY MACHINE CHARGES 16,456 17,400 8,843 3,150
62425 ELEVATOR CONTRACT COSTS 55,184 60,000 60,000 49,980
62464 PLUMB,ELECT,PLAN REVIEW SERVI.8,925 25,000 25,000 20,825
62490 OTHER PROGRAM COSTS 39,500 12,000
62509 SERVICE AGREEMENTS / CONTRACTS 1,100 1,100
62605 OTHER CHARGES 25,000 12,500 20,000
62645 DIGITAL ARCHIVING 7,462 15,100 14,800 11,434
64540 TELECOMMUNICATIONS - WIRELESS 12,229 11,680 12,750 6,735
65010 BOOKS, PUBLICATIONS, MAPS 3,690 2,700 2,900 1,155
65020 CLOTHING 2,500 2,400
65025 FOOD 1,100 1,600 100
65055 MATER. TO MAINT. IMP.600 600 250
65085 MINOR EQUIPMENT & TOOLS 3,629 6,000 4,500 834
65090 SAFETY EQUIPMENT 5,200 2,500
65095 OFFICE SUPPLIES 7,957 10,100 8,750 5,453
65105 PHOTO/DRAFTING SUPPLIE 220 900 850 384
65525 PAINT GRANTS 180,000 80,000 80,000
66005 OTHER CHARGES 81
66025 TRAN.TO DS FUND- ERI DEBT SERV 57,78899As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
66030 OTHER INSURANCE CHARGEBACKS 11,700 11,700 9,746
67110 CONNECTIONS FOR THE HOMELESS 52,700 45,444 43,899
67111 YWCA 6,700 10,000 5,581
67113 HARBOUR INC.6,700 5,581
67115 INTERFAITH HOMELESS SERVICES 10,600 20,000 8,830
67161 FAMILY PROMISES 6,000 6,000
67165 FRESH START 4,500
68205 CONTINGENCIES 506 400 275
2100 COMM & ECONOMIC DEVELOPMENT 3,332,819 3,885,366 3,408,854 2,824,205
100 As Amended on 08/01/11
City of Evanston
Police Department
Description of Major Activities:
The Police Department is committed to the protection of life and property.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011
Position FTE
Police Administration
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Chief of Police 1.00
2205 Total 2.00
Patrol Operations
Full-Time Regular Police Commander 3.00
Full-Time Regular Police Officer 87.00
Full-Time Regular Police Sergeant 12.00
Full-Time Regular Deputy Chief 1.00
2210 Total 103.00
Criminal Investigation
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 12.00
Full-Time Regular Police Sergeant 2.00
Full-Time Regular Deputy Chief 1.00
2215 Total 16.00
Social Services Bureau
Full-Time Regular Victim Advocate 2.00
Full-Time Regular Youth Advocate 2.00
2225 Total 4.00
Juvenile Bureau
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 8.00
Full-Time Regular Police Sergeant 1.00
2230 Total 10.00
School Liaison
Full-Time Regular Police Officer 3.00
2235 Total 3.00
Police Records
Full-Time Regular Dir, Police Records Bureau 1.00
Full-Time Regular Records Input Operator 3.00
Full-Time Regular Review Officer 2.00
2240 Total 6.00
Communications
Full-Time Regular Telecommunicator 14.00
2245 Total 14.00
101 As Amended on 08/01/11
City of Evanston
Police Department
Employee Status
Description Job Type Description
2011
Position FTE
Service Desk
Full-Time Regular Deputy Chief 1.00
Full-Time Regular Service Desk Supervisor 1.00
Full-Time Regular Court Liaison 1.00
Full-Time Regular Service Desk Officer 11.00
Full-Time Regular Property Officer 2.00
Full-Time Regular 311 Supervisor 1.00
Full- Time Regular Custodian I 1.00
2250 Total 18.00
Public Information
Full-Time Regular Service Desk Officer 1 9.50
2251 Total 9.50
Office of Professional Standards
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Sergeant 1.00
2255 Total 3.00
Office of Administration
Full-Time Regular Administrative Specialist 1.00
Full-Time Regular Administrative Coordinator 1.00
2260 Total 2.00
Neighborhood Enforcement Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 12.00
Full-Time Regular Police Sergeant 2.00
2265 Total 15.00
Traffic Bureau
Full-Time Regular Police Sergeant 1.00
Full-Time Regular Police Officer 6.00
Full-Time Regular Towing Coordinator 1.00
2270 Total 8.00
Community Strategic Bureau
Full-Time Regular Crime Analyst 1.00
2275 Total 1.00
Animal Control
Full-Time Regular Animal Control Warden 1.00
Full-Time Regular Chief Animal Warden 1.00
Part-time Regular PT Animal Warden 0.50
2280 Total 2.50
Problem Solving Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 6.00
2285 Total 7.00
Police Total 224.00
102 As Amended on 08/01/11
City of Evanston
Police Department
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2205 – Police Administration 446,205 405,345 393,301 358,635
2210 – Patrol Operations * 9,908,017 10,144,965 9,849,818 9,694,673
2215 – Criminal Investigation 1,703,280 1,865,883 1,803,574 1,576,544
2225 – Social Services Bureau 373,631 416,392 414,539 372,481
2230 – Juvenile Bureau 1,028,238 1,112,161 968,988 949,784
2235 – School Liaison 296,161 283,184 283,018 248,455
2240 – Police Records 849,840 559,843 472,531 444,197
2245 – Communications 1,295,936 1,292,812 1,251,519 1,179,640
2250 – Service Desk 1,196,542 1,333,605 1,425,893 1,295,310
2251 – 311 Center 0 0 0 565,004
2255 – Office of Prof. Standards 388,114 328,872 307,742 282,021
2260 – Office of Administration 547,811 422,011 360,077 272,728
2265 – Neighborhood Enforcement 1,733,721 1,791,501 1,704,986 1,357,425
2270 – Traffic Bureau 921,834 792,169 789,030 731,731
2275 – Community Strategic Bur. 118,933 100,411 100,558 93,903
2280 – Animal Control 208,936 208,976 205,890 185,648
2285 – Problem Solving Team 755,425 718,373 715,502 655,462
Total Expenditures: $21,772,624 $21,776,503 $21,046,966 $20,263,641
Revenues:
52170 – Alarm Panel Franchise Fees 9,810 5,000 5,000 4,165
52510 – Regular Fines 274,758 270,000 270,000 274,910
53685 – Police Report Fees 14,990 16,000 17,000 13,328
53720 – Skokie/Lincolnwood Animal Fees 9,197 7,500 7,500 6,248
55160 – Violent Crimes Victim’s Grant 17,475 24,700 24,700 18,525
55270 – Police Training Grant 8,000 8,000 7,200 6,664
55285 – Law Enforcement Block Grant 6,624 0 0 0
Total Revenues: $340,854 $331,200 $331,400 $323,840
Notes for Financial Summary
• FY2010-2011 will be another budget cycle impacted by the world-wide economic downturn, higher
energy and fuel costs and the continuing conflicts overseas. The cost of fuel and ammunition has
been increasing and lead times between order and receipt of goods has lengthened to nearly a year.
• The EPD expanded its bicycle officer program to help offset fuel costs. In 2009 the Patrol Division
recorded a total of 242 bike patrol hours. The projected hours for 2010 are 900. This expansion was
accomplished in partnership with Northwestern University Police Department (NUPD).
• Social service grants have been extended through next fiscal year. The Justice Assistance Grant has
been reduced significantly by the Federal Government and the City of Chicago. Further, the rules
regarding supplanting have required a redirection of efforts from personnel costs to the purchase of
tasers and a records management system.
• The Department of Homeland Security has awarded a $200,000 grant to improve water plant
security. The Evanston Police Department (EPD) serves as the grant coordinator for this project.
103 As Amended on 08/01/11
City of Evanston
Police Department
Performance Report on FY 2010-2011 Major Program Objectives
● Replacement of the current firing range (which is non-operational) to a state-of-the-art facility for
proper training and certification of the sworn police personnel is continuing. The range will have an
upgraded ventilation system and bullet trap. A local general contractor has been selected and pre-
construction meetings are being scheduled as this document is being prepared.
● Tuck-pointing of the police headquarters took place in 2010.
2011 Department Initiatives
• Purchasing of cameras and related equipment for use within the Evanston community will be handled
with the cooperation of the Information Technology Division with the funding coming from awards
received through Representative Schakowsky’s office from the U.S. Department of Justice.
• Purchasing the Field Reporting Program through HTE for the Field Operations Division to begin
reporting incidents via laptop computers (Fall, 2010).
• 311 – The EPD has a central role in the development and deployment of the new 311 Center.
Activity Measures
As of the preparation of this report, Part 1 crimes are down 15% (2,626 – 2,232).
IUCR (Illinois Uniform Crime Report)
The IUCR report will be radically changed during 2010. The change in the counting of crime will be so
different from current practices in that the Illinois State Police will not compare 2009 data to 2010 data in
their publication Crime in Illinois.
Participation in the new IUCR system is driven by the eligibility for federal grant money. If the EPD were
to fail to implement the IUCR changes, it would not receive any grant funding.
As a result of the new changes in reporting for 2010 (Part 1 Crimes) if we were to make a comparison to
2009 we would show a 17% decrease.
Ongoing Activity Measures 2009-2010
Actual
2010-2011
Projected
2011
Projected
Part I crimes 2,626 2,500 2,500
Part II crimes 5,262 4,000 4,000
Total calls for service 36,544 35,000 35,000
Arrests (felony & misdemeanor) 2,647 2,500 2,500
D.U.I. arrests 77 150 150
Ticket & citation production – Parking 12,383 13,000 13,000
Liquor inspections 19,110 16,500 16,500
104 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2200 POLICE DEPARTMENT
61010 REGULAR PAY 15,839,346 15,278,409 14,526,250 13,851,183
61050 PERMANENT PART-TIME 24,851 24,300 23,000 67,875
61055 TEMPORARY EMPLOYEES 13,303 16,000 3,000 2,000
61062 SPECIAL EVENT SALARIES 395,957 188,500 182,000 157,021
61110 OVERTIME PAY 95,748 119,600 135,741 107,112
61111 HIREBACK OT 245,367 177,000 234,400 147,441
61112 SPECIAL DETAIL OT 178,882 97,000 74,700 92,324
61210 LONGEVITY 232,440 213,808 216,299 189,868
61415 TERMINATION PAYOUTS 198,420
61420 ANNUAL SICK LEAVE PAYOUT 108,030
61425 ANNUAL HOLIDAY PAYOUT 71,144
61430 OTHER PAYOUTS 47,007
61510 HEALTH INSURANCE 2,305,100 2,472,745 2,474,876 2,773,786
61610 DENTAL INSURANCE 69,520 120,300 120,300
61615 LIFE INSURANCE 22,000 22,000 22,000 14,044
61626 CELL PHONE ALLOWANCE 305
61630 SHOE ALLOWANCE 780 800 1,090 780
61635 UNIFORM ALLOWANCE 131,288 142,100 138,686 143,100
61655 EMPLOYEE LOANS - INTEREST EXPE 2,640
61710 IMRF 269,436 264,094 310,362 282,327
61725 SOCIAL SECURITY 193,051 190,366 176,989 207,952
61730 MEDICARE 224,476 230,601 216,877 193,506
62205 ADVERTISING 31
62210 PRINTING 3,592 3,000 4,000 2,499
62225 BLDG MAINTENANCE SERVICES 46,135 57,500 56,803 47,898
62235 OFFICE EQUIPMENT MAINT 1,324
62245 OTHER EQMT MAINTENANCE 1,811 2,700 2,700 2,700
62270 MEDICAL/HOSPITAL SERVICES 1,375 1,000 1,000 833
62275 POSTAGE CHARGEBACKS 8,112 6,000 6,886 4,998
62295 TRAINING & TRAVEL 81,710 80,000 80,000 71,738
62305 RENTAL OF AUTO-FLEET MAINTEN.647,566 567,850 567,853 448,659
62309 RENTAL OF AUTO REPLACEMENT 256,600 256,600 213,748
62315 POSTAGE 295
62335 DATA PROCESSING SERVIC 2,205
62345 COURT COST/LITIGATION 86
62360 MEMBERSHIP DUES 1,838 17,500 17,200 16,700
62370 EXPENSE ALLOWANCE 49,376 55,700 56,500 46,398
62375 RENTALS 51,161 10,200 6,000 11,033
62380 COPY MACHINE CHARGES 4,100 2,084 11,100
62425 ELEVATOR CONTRACT COSTS 1,155 3,300 3,160 2,749
62490 OTHER PROGRAM COSTS 404 1,000 1,000 833
62645 DIGITAL ARCHIVING 704
64005 ELECTRICITY 1,640
64015 NATURAL GAS 21,354 30,000 30,000 24,990
64505 TELECOMMUNICATIONS - CARRIER L 100,000
64530 TELECOMMUNICATIONS - HANDHELD 1,284
64540 TELECOMMUNICATIONS - WIRELESS 31,199 25,356 24,000 19,800
65010 BOOKS, PUBLICATIONS, MAPS 310 600 500
65015 CHEMICALS 16,755 26,000 26,000 21,658
65020 CLOTHING 55,322 43,000 29,185 35,819
65025 FOOD 7,391 4,600 4,525 3,832
65040 JANITORIAL SUPPLIES 10,770 7,500 6,000 6,248105As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
65045 LICENSING/REGULATORY SUPP 73
65050 BLDG MAINTENANCE MATERIAL 55
65085 MINOR EQUIPMENT & TOOLS 4,653-500 500 417
65090 SAFETY EQUIPMENT 13
65095 OFFICE SUPPLIES 33,413 29,000 20,700 24,157
65105 PHOTO/DRAFTING SUPPLIE 7,091 8,900 6,700 7,414
65125 OTHER COMMODITIES 19,804 9,874 13,900 8,225
66025 TRAN.TO DS FUND- ERI DEBT SERV 92,482
66030 OTHER INSURANCE CHARGEBACKS 967,100 967,100 805,594
68205 CONTINGENCIES 2,979
2200 POLICE DEPARTMENT 21,772,464 21,776,503 21,046,966 20,263,642
106 As Amended on 08/01/11
City of Evanston
Fire Department
Description of Major Activities:
The Fire Department exists, 24 hours of every day, to protect life, property, and the environment. The
department provides superior quality of fire suppression, emergency medical services, fire prevention,
public education, technical rescue, and non-emergency and support services to prevent or minimize
situations that affect the people we serve.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011 Position
FTE
Fire Management and Support
Full-Time Regular Fire Chief 1.00
Full-Time Regular Clerk II 1.00
Full-Time Regular Management Analyst 1.00
2305 Total 3.00
Fire Prevention
Full-Time Regular Division Chief, Fire 1.00
Full-Time Regular Fire Captain 2.00
Full-Time Regular Fire Plan Reviewer 1.00
2310 Total 4.00
Fire Suppression
Full-Time Regular Fire Captain 24.00
Full-Time Regular Firefighter 74.00
Full-Time Regular Shift Chief, Fire 3.00
Full-Time Regular Division Chief, Fire 2.00
2315 Total 103.00
Fire Total 110.00
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2305 – Fire Management & Support 530,826 627,323 592,298 487,681
2310 – Fire Prevention 562,108 531,727 527,027 433,610
2315 – Fire Suppression 11,325,988 11,157,394 11,156,594 10,260,575
2320 – Office of Emer. Preparedness 9,044 13,466 13,166 10,917
Total Expenditures: $12,427,966 $12,329,910 $12,289,085 $11,192,783
Revenues:
52540 – False Alarm Fines 112,275 165,000 165,000 137,445
53655 – Cost Recovery Fines 6,015 10,000 4,000 8,330
53675 – Ambulance Fees 916,416 985,000 925,000 820,525
53705 – Fire Building Inspection 14,305 10,000 6,000 6,000
53715 – Alarm Registration Fee 238,773 150,000 110,000 46,000
55170 – Fire Department Training 10,509 9,000 1,115 1,500
55265 – FEMA 53,221 24,000 24,000 19,992
Total Revenues: $1,351,514 $1,353,000 $1,235,115 $1,039,792
107 As Amended on 08/01/11
City of Evanston
Fire Department
Notes for Financial Summary
• Other insurance chargebacks of $416,300 are being included as an expense for the first time in
2011.
• We are anticipating three retirements and two members attending EMT-B training this budget
year.
Performance Report on FY 2010-2011 Major Program Objectives
The Insurance Services Organization conducted its assessment of the firefighting capacities of our
Department. The computer aided dispatch system was moved to a new platform named CAD 400. The
computer aided dispatch system and the mobile computers in the field allow important data to be
exchanged and accessed between them. The mobile data computers communicate real-time status
changes to the Dispatch Center. The CAD 400 platform is functioning as anticipated. All of the
Department paramedics were offered Advanced Pediatric Life Support training in 2010. The fire plan
review process and associated fee schedule has been implemented.
2011 Department Initiatives
For 2011, a Shift Chief promotional exam will be conducted. Emergency Management will be coordinated
through the Fire Department for all City functions. Emergency Management will offer Community
Emergency Response Team (CERT) training courses. All paramedics will be provided Advanced Cardiac
Life Support training. The Division will move from a written patient care report for ambulance runs to a
computerized version of patient care reporting. Finally, the Department will continue to spearhead the
continuity of city business operations planning, which is a citywide initiative that will be led through
Emergency Management.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
City fire insurance rating 3 3 2
Hydrants inspected/flow tested 1310 1310 1310
Bureau fire inspections 748 700 584
Construction plans reviewed 558 680 498
Fire equipment tests witnessed 297 310 270
Staff hours on cause and origin investigations 280 300 251
Public education presentations 565 600 550
Customer request for information 4100 4300 3740
All Fire Dept. incidents, excluding ambulance calls 3138 3425 2602
Ambulance calls 5326 5300 4437
Fire, Carbon Monoxide & Extinguishing Alarm System
activations (Included above)
1763 1758 1469
Number of fires (included above) 150 225 125
Number of structure fires (included above) 102 103 85
Average fire alarm response time 350 350 350
Average ambulance response time 400 400 400
Training hours/firefighter 240 240 200
Number of paramedics 91 93 93
108 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2300 FIRE DEPARTMENT
61010 REGULAR PAY 9,064,648 8,531,604 8,505,604 7,607,776
61110 OVERTIME PAY 140,394 156,500 122,300 90,374
61111 HIREBACK OT 287,644 350,000 350,000 262,395
61113 TRAINING OT 36,520 3,000 33,000 27,490
61210 LONGEVITY 180,035 169,100 169,100 143,754
61415 TERMINATION PAYOUTS 293,057
61420 ANNUAL SICK LEAVE PAYOUT 77,912
61430 OTHER PAYOUTS 1,831
61440 EDUCATION PAY 139,834 121,100 121,100 106,941
61510 HEALTH INSURANCE 1,162,900 1,271,190 1,270,517 1,547,452
61615 LIFE INSURANCE 11,200 11,300 11,300 3,336
61710 IMRF 15,443 19,988 19,988 15,915
61725 SOCIAL SECURITY 12,835 10,800 10,800 16,748
61730 MEDICARE 105,137 131,900 131,900 96,788
62210 PRINTING 3,812 4,000 3,900 3,332
62235 OFFICE EQUIPMENT MAINT 1,696 1,100 1,100 916
62245 OTHER EQMT MAINTENANCE 2,224 5,500 4,900 4,582
62250 COMPUTER EQUIPMENT MAINT 3,373 5,000 5,000 4,165
62270 MEDICAL/HOSPITAL SERVICES 32,196 36,000 33,700 29,988
62275 POSTAGE CHARGEBACKS 3,702 3,000 2,500 2,499
62295 TRAINING & TRAVEL 63,063 37,800 37,700 31,381
62305 RENTAL OF AUTO-FLEET MAINTEN.494,038 456,805 456,805 360,914
62309 RENTAL OF AUTO REPLACEMENT 271,600 271,600 226,243
62315 POSTAGE 408 500 500 417
62335 DATA PROCESSING SERVIC 1,500 3,200 2,900 2,666
62355 LAUNDRY/OTHER CLEANING 1,000 1,000 833
62360 MEMBERSHIP DUES 31,959 33,900 32,653 29,422
62380 COPY MACHINE CHARGES 1,761 3,800 1,931 1,700
62430 CUSTODIAL CONTRACT SERVICES 4,755 5,000 5,000 4,165
62509 SERVICE AGREEMENTS / CONTRACTS 5,180 5,100 5,000 4,248
62518 SECURITY/ALARM CONTRACTS 3,830 6,400 6,400 5,331
62521 MEDICAL EQ MAINT AGREEMENTS 12,372 14,200 14,200 11,829
62522 SCBA EQ MAINT AGREEMENTS 5,208 5,000 5,000 4,165
62523 EXTRICATION EQ MAINT AGREEMNTS 3,433 3,000 3,000 2,499
62605 OTHER CHARGES 6,753 8,500 8,500 7,081
64015 NATURAL GAS 66,651 75,000 75,000 62,475
64540 TELECOMMUNICATIONS - WIRELESS 9,652 15,636 13,600 9,320
65005 AGRI/BOTANICAL SUPPLIES 300 300 250
65010 BOOKS, PUBLICATIONS, MAPS 142 2,400 2,300 1,999
65015 CHEMICALS 6,009 6,000 6,000 4,998
65020 CLOTHING 50,939 40,000 40,000 33,320
65040 JANITORIAL SUPPLIES 8,110 11,100 11,100 9,246
65050 BLDG MAINTENANCE MATERIAL 4,383 6,600 6,000 5,498
65070 OFFICE/OTHER EQT MTN MATL 2,831 4,000 4,000 3,332
65075 MEDICAL & LAB SUPPLIES 7,166 7,000 7,000 5,831
65085 MINOR EQUIPMENT & TOOLS 3,643 4,500 4,500 3,749
65090 SAFETY EQUIPMENT 2,353 2,000 2,000 1,666
65095 OFFICE SUPPLIES 6,402 7,400 7,400 6,164
65105 PHOTO/DRAFTING SUPPLIE 875 1,700 1,600 1,416
65125 OTHER COMMODITIES 7,144 12,187 12,187 8,830
65620 OFFICE MACH. & EQUIP.900 900 750
65625 FURNITURE, FIXTURE & EQUIPMENT 41,016 30,000 30,000 24,990109As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
66025 TRAN.TO DS FUND- ERI DEBT SERV 4,828
66030 OTHER INSURANCE CHARGEBACKS 416,300 416,300 346,778
2300 FIRE DEPARTMENT 12,427,966 12,329,910 12,289,085 11,192,783
110 As Amended on 08/01/11
City of Evanston
Health Department
Description of Major Activities:
The Evanston Health Department’s mission is to protect, preserve and promote wellness for people who live,
work, and play in Evanston through creative and sustainable partnerships. The Department, which consists
of two divisions – Food & Environmental Health and Community Health, identifies community health needs
through the IPLAN, the Illinois Process for the Local Assessment of Need. The main objectives of the
Department include:
• Providing leadership for public health
• Preventing disease and injury through public health education
• Protection of food, water, air and environment
• Promotion of safe and healthy communities
• Implementing scientific approaches to analyzing and solving problems
• Creating partnerships and collaboration to achieve a coordinated response to community health
issues
• Utilizing population-based strategies to address public health issues
The Environmental Health programs include risk-based food protection activities and community-based
disease prevention activities. The Food & Environmental Health Division responds to requests concerning
food protection, tobacco-clean air, rodent public health nuisance, and lead poisoning investigations.
Environmental Health programs provide inspections, investigations, consultations and educational services.
Environmental Health practitioners conduct educational rodent control activities for neighborhood groups and
facilitate extermination services for infestations on public property. Environmental Health staff provides
mosquito surveillance and education about West Nile Virus. The Division is also responsible for providing
emergency response from a public health perspective. Additionally, Infectious Disease Control Surveillance
is provided for the prevention, monitoring and follow-up of all reportable communicable diseases to prevent
the spread of infection in the community. The unit also assists in food-borne illness investigations and
surveillance tracking of all communicable diseases in Evanston. The Environmental Health staff provides
staff support for the Environment Board.
Community Health provides a litany of services, which include sliding scale pediatric dental services,
provision of birth and death certificates, development and administration of community-wide physical activity
and overall health initiatives, connecting uninsured or underinsured children, families and pregnant women to
the State’s All Kids insurance program, administration of the Access to Care Program, health fairs and
facilitation of mental health services. Additionally, Community Health staff supports the Mental Health Board,
which is responsible for monitoring, evaluating, and allocating funds to mental health and human service
agencies that serve the Evanston community. Community Health staff supports the Evanston Alliance on
Homelessness. Lastly, the Department Director provides staff support for the Human Services Committee
and the Rules Committee.
Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2011
Position FTE
Health Services Administration
Full-Time Regular Director, Health & Human Services 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
2407 Total 2.00
Dental Services
Full-Time Regular Clerk II 1.00
Full-Time Regular Dental Assistant 1.00
Part-time Regular Dentist 0.80
2425 Total
2.80
111 As Amended on 08/01/11
City of Evanston
Health Department
Food and Environmental Health
Full-Time Regular Environmental Health Practitioner 3.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Communicable Disease Specialist 1.00
Full-Time Regular Environmental Health Manager 1.00
Full-Time Regular Health License Coordinator 1.00
Part-time Regular Medical Director 0.10
2435 Total 7.10
Vital Records
Full-Time Regular Clerk III 1.00
Full-Time Regular Clerk Typist 1.00
2440 Total 2.00
Community Health
Full-Time Regular Exec Secretary (non Dept. Head) 1.00
Full-Time Regular Community Health Manager / Mgmt. Analyst 1.00
2550 Total 2.00
Health Total 15.90
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2407 – Health Services Admin. 248,145 274,392 273,404 252,537
2416 – Family & Community Wellness 9,794 0 0 0
2425 – Dental Services 238,852 283,466 270,466 203,506
2435 – Food & Environmental Health 781,275 922,741 829,695 742,902
2440 – Vital Records 150,903 149,873 152,473 113,646
2450 – Community Intervention Services 4,142 0 0 0
2455 – Community Health Program
Admin.
111,213 292,434 159,034 247,722
2460 – Community Purchased Services 585,000 385,000 385,000 575,000
2525 – Homeless Services 88,357 0 0 0
2526 – HPRP 119,926 0 0 0
2530 – Commission on Aging 355,960 0 0 0
2535 – Subsidized Taxicab Program 232,411 0 0 0
2540 – Summer Youth Employment
Program
481,935 0 0 0
2541 – Youth Engagement Division 90,445 0 0 0
2550 – Community Relations 368,112 0 0 0
2555 – Farmers’ Market 16,769 0 0 0
Total Expenditures: $3,883,239 $2,307,906 $2,070,072 $2,135,313
Revenues:
52050 – Other Licenses 13,843 17,000 17,700 5,000
52055 – Long Term Care Licenses 128,820 112,400 112,400 20,000
52070 – Resident Care 460 500 500 80
52085 – Plan Review 7,448 7,500 7,500 6,248
53050 – Sanitation Classes 9,060 7,000 6,900 4,200
112 As Amended on 08/01/11
City of Evanston
Health Department
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
53075 – Dental Fees & Reimbursement 121,472 130,000 133,000 108,290
53105 – Food Establishment License
Fees
191,456 180,000 180,000 12,000
53135 – 53180 Dental Fees (specific) 4,673 0 0 0
53185 – Temporary Food License 6,962 6,500 7,600 6,500
53190 – Food Delivery Vehicle 5,050 6,000 6,000 100
53195 – Scavenger Truck 0 300 0 0
53200 – Bev. / Snack Vending License 29,336 30,000 30,000 200
53210 – Tobacco License Fees 20,000 20,000 20,000 1,000
53212 – Home Day Care License 0 5,500 0 0
53215 – Birth Certificate Fees 74,823 80,000 66,000 66,640
53220 – Death Certificate Fees 51,630 69,000 35,000 57,477
53230 – Funeral Director’s License 6,600 6,600 6,750 5,498
53235 – Temp Funeral Director License 5,923 5,000 3,495 4,165
55025 – IDPH – Local Health Protection 77,545 76,000 76,181 163,000
55040 – IDPH Dental Sealant Grant 1,780 2,000 2,000 1,666
55075 – Summer Food Inspection 450 400 400 333
55085 – Illinois Tobacco Free Grant 14,885 21,900 12,500 12,500
55125 – Teen Pregnancy Prevention
Program
0 60,600 60,600 50,480
55130 – Childhood Lead Poisoning Grant 133 500 750 250
55135 – Teen Parent Services 0 30,600 30,600 25,490
55145 – Prostate Cancer Awareness
Grant
3,821 0 0 0
55146 – Other State Grant 0 22,500 20,815 118,743
55150 – Tanning Facility Inspections 15 100 0 83
55173 – CRI Grant 11,650 40,000 40,000 33,320
55174 – PHEP Grant 25,893 70,000 70,000 58,310
55231 – Lead Paint Hazard 0 0 0 0
55251 – Federal Grant/AID 120,926 8,500 10,000 10,000
55255 – Commission Aging Grant-
Advocate
45,499 0 0 0
55275 – HUD Emergency Shelter 109,170 0 0 0
56048 – Teen Baby Nursery Program 0 41,000 41,000 41,000
Total Revenues: $948,066 $1,056,900 $997,691 $812,573
Performance Report on FY 2010-2011 Major Program Objectives
• The Department responded successfully to the H1N1 (swine flu) pandemic by offering 34 community,
school based, first responder, Northwestern, and employee clinics. Over 12,500 people were vaccinated.
• The Department performed over 1,200 inspections of restaurants, grocery stores, food festivals,
hospitals, and nursing homes focusing on food safety. These inspections promoting food safety kept
patrons safe from food-borne illness.
• The Department had a very successful second offering of the Women Out Walking (WOW) program.
This program designed to encourage women (and families) to live healthier and more active lifestyles
served approximately 1,100 women; WOW served 500 women in its first offering.
• Pediatric Dental Services was able to schedule several health screenings and education in preschools
and District 65 schools.
113 As Amended on 08/01/11
City of Evanston
Health Department
• The Pediatric Dental Clinic serves approximately 1,500 youth annually.
• The City of Evanston and its partner, the Solid Waste Agency of Northern Cook County (SWANCC)
collect mercury based thermometers, compact fluorescent light bulbs, used needles and some
prescription medication for proper disposal on an ongoing basis. During this budget year the following
totals were collected:
Mercury based thermometers – 100 lbs.
Compact Fluorescent Light Bulbs – 423 lbs.
Used Needles – 313 lbs.
Prescription Medication – 564 lbs.
• The Mental Health Board continues to monitor agency performance and outcomes. Additionally, the
evaluation process was improved through the development of an updated proposal application and
rating tool.
• In coordination with the United States Geological Survey, the Illinois Department of Public Health and
the Parks, Recreation and Community Services Department, the Health Department performed twice-
daily beach quality surveys. The data collected in these surveys include wind directions and speed,
water temperature, air temperature, wave height, turbidity, as well as other data points. The goal of
collecting the data is to provide a predictive model when given data can predict the contaminant levels in
the water.
2011 Department Initiatives
• Address the needs of the medically underserved in Evanston through the creation of a local health
center.
• Administer the Teen Pregnancy Prevention and Illinois Subsequent Pregnancy Program.
• Host an annual health summit.
• Expand the Women Out Walking (WOW) program to include 1,500 women.
• Develop and administer a program, Youth in Motion, focused on addressing the growing national
childhood obesity problem.
• Develop and recruit members for a volunteer medical reserve corps.
• Establish the Evanston Health Advisory Committee, a group of interested residents and community
partners that would assist and advise the Health Department in an effort to create a healthier Evanston.
• Conduct a community-wide health needs assessment, Evanston Process for the Local Assessment of
Needs (EPLAN), which will serve as the strategic health plan for Evanston for 2011-16.
• Undergo the 2011-16 recertification process to remain a certified local health department.
• Establish a dental consortium to assure oral health in Evanston.
• Develop a collaborative program to facilitate change in Evanston corner stores so that healthy foods are
available to all Evanston residents.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Estimated
2011
Projected
Number of clinic appointments provided 1,478 1,600 1,300
Number of preventive & restorative clinic visits 4,415 4,400 4,000
Number of children receiving clinic services 1,455 1,500 1,200
Number of sealants applied 462 450 400
Number of preventative screenings/exams given at
schools
200 180 150
Number of dental health education
programs/ participants
25/589 25/600 20/500
Number of licensed food establishments 385 394 400
Number of food borne illness investigations performed 35 35 35
Total number of food inspections performed 1,200 1,250 1,250
Temporary food inspections performed 150 175 175
Food complaints evaluated / inspected 100 100 100
Education Participants 1,625 1,800 2,000
114 As Amended on 08/01/11
City of Evanston
Health Department
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Estimated
2011
Projected
Food establishment plans reviewed 42 40 40
Rat & Rodent complaints investigated 180 185 180
Number of Communicable Disease Investigations 248 250 250
Nuisance requests for service provided 240 255 260
Lead inspections performed 10 5 4
Persons participating in tobacco cessation activities 45 0 0
Number of Women Out Walking Participants 498 1,100 1,500
Grants administered 16 17 18
115 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2400 HEALTH DEPARTMENT
61010 REGULAR PAY 1,346,904 864,572 692,613 767,690
61050 PERMANENT PART-TIME 170,568 197,300 197,300 84,403
61055 TEMPORARY EMPLOYEES 9,744 9,000 7,497
61060 SEASONAL EMPLOYEES 364,114
61110 OVERTIME PAY 16,869 7,900 9,300 8,333
61210 LONGEVITY 8,340 7,055 6,810 6,367
61415 TERMINATION PAYOUTS 36,634
61420 ANNUAL SICK LEAVE PAYOUT 460
61430 OTHER PAYOUTS 29
61455 REGULAR SALARIES-CHGBK 4,272
61510 HEALTH INSURANCE 195,700 167,633 167,633 154,382
61615 LIFE INSURANCE 2,300 1,900 1,900 481
61625 AUTO ALLOWANCE 5,765 5,000 5,000 4,150
61626 CELL PHONE ALLOWANCE 305
61630 SHOE ALLOWANCE 390 400 390 390
61710 IMRF 129,193 102,982 98,322 77,564
61725 SOCIAL SECURITY 120,398 70,246 69,746 53,256
61730 MEDICARE 28,437 15,444 15,697 12,456
62185 OTHER CONSULTING SERVICES 2,000
62205 ADVERTISING 1,047 1,000 800 833
62210 PRINTING 3,130 7,400 6,350 6,164
62235 OFFICE EQUIPMENT MAINT 120 200 100 167
62245 OTHER EQMT MAINTENANCE 397
62275 POSTAGE CHARGEBACKS 5,997 3,100 1,050 2,582
62295 TRAINING & TRAVEL 11,194 9,800 7,150 8,664
62305 RENTAL OF AUTO-FLEET MAINTEN.16,692 11,941 11,941 9,435
62309 RENTAL OF AUTO REPLACEMENT 5,000 5,000 4,165
62315 POSTAGE 423
62335 DATA PROCESSING SERVIC 19
62360 MEMBERSHIP DUES 1,932 5,200 3,950 6,032
62370 EXPENSE ALLOWANCE 900
62375 RENTALS 2,586
62380 COPY MACHINE CHARGES 13,068 9,100 4,625 2,700
62468 IL TOBACCO FREE COMM EXP 11,184 21,900 12,500 12,000
62469 PROSTATE CANCER AWARENESS EXP 2,053
62470 ILL SUBSEQUENT PREG PREVENTION 32,455 60,600 60,600 50,480
62471 VECTOR SURVEILLANCE EXP 21,914 22,500 20,315 18,743
62472 BEACH WATER TESTING EXP 11,521 8,500 13,000 7,081
62473 ENVIRONMENTAL HEATH EXP 4,900 4,082
62474 HEALTH PROTECTION EXP 38,129 60,500 54,900 38,000
62475 TEEN PARENT SERVICES 3,730 30,600 30,600 25,490
62476 CRI GRANT -EXPENSE (HHS)18 40,000 40,000 33,320
62477 PHEP GRANT-EXPENSE (HHS)12,745 70,000 70,000 58,310
62478 H1N1 GRANT EXPENDITURE 88,718
62490 OTHER PROGRAM COSTS 25,341 10,000 10,000 8,330
62494 HOME DAY CARE LICENSE EXPEN 200 167
62505 INSTRUCTOR SERVICES 1,500 1,500 1,250
62513 COMMUNITY PICNIC-SP EVENTS 7,663
62521 MEDICAL EQ MAINT AGREEMENTS 366 2,000 1,500 1,666
62605 OTHER CHARGES 674 4,900 4,900 4,082
62645 DIGITAL ARCHIVING 537 600 300 500
62695 COUPON PMTS-CAB SUBSIDY 229,146116 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
62959 COLLABORATIVE SUPRTD HSNG PGM 8,800 2,384 2,384
63156 CONNECT FOR THE HMLSS-HP SVC 5,400
63159 CONNECT FOR THE HMLSS-HP DA 75,000
63160 CONNECT FOR THE HMLSS-RH DA 25,000
63161 MCGAW YMCA-HP SVC 2,160
63163 LIFT-HP SVC 500
63174 CITY OF EVANSTON-ADMIN 11,866
64540 TELECOMMUNICATIONS - WIRELESS 7,727 3,803 2,600 3,250
65010 BOOKS, PUBLICATIONS & MAPS 377 1,600 550 1,116
65020 CLOTHING 5,252
65025 FOOD 2,637 900 650 750
65040 JANITORIAL SUPPLIES 300 250
65045 LICENSING/REGULATORY SUPP 682 1,300 1,300 1,083
65050 BLDG MAINTENANCE MATERIAL 88
65075 MEDICAL & LAB SUPPLIES 34,025 15,500 12,300 12,912
65080 MERCHANDISE FOR RESALE 840 2,800 1,500 2,332
65085 MINOR EQUIPMENT & TOOLS 2,084
65090 SAFETY EQUIPMENT 890 900 500 750
65095 OFFICE SUPPLIES 11,684 8,500 10,700 7,416
65125 OTHER COMMODITIES 230 230 192
65525 PAINT GRANTS 37,660
65546 Project Access Grant Costs 7,349
65605 PBX (LICENSE & SUPPORT FEES)21
65620 OFFICE MACH. & EQUIP.1,500 1,250 1,250
65625 FURNITURE, FIXTURE & EQUIPMENT 15,000
65630 LIBRARY BOOKS 10
66025 TRAN.TO DS FUND- ERI DEBT SERV 24,426
66030 OTHER INSURANCE CHARGEBACKS 27,700 27,700 23,074
67010 CHILDCARE NETWORK OF EVANSTON 104,700 68,536 68,536 98,780
67015 PEER SERVICES 69,700 52,908 52,908 32,607
67030 FAMILY FOCUS 42,000 19,800 19,800 31,079
67040 LGL ASSIST FNDTN OF METRO CHGO 35,800 21,852
67045 Y.O.U.88,800 54,200 54,200 75,000
67050 COMMUNITY DEFENDER OFFICE 23,760
67065 HOUSING OPTIONS 25,667
67070 SHORE COMMUNITY SERVICES 50,400 35,348 35,348 33,012
67090 CHILD CARE CTR OF EVNSTON 13,347
67110 CONNECTIONS FOR THE HOMELESS 57,287 3,484 3,484 23,070
67111 YWCA 6,687
67113 HARBOUR INC.6,677
67115 INTERFAITH HOMELESS SERVICES 12,044
67125 INFANT WELFARE SOCIETY 95,600 89,040 89,040 95,033
67140 NORTH SHORE SENIOR SERVICES 14,300 29,333
67145 METROPOLITAN FAMILY SERVICES 70,300 59,300 59,300 69,639
67155 THRESHOLDS 2,821
67165 FRESH START 5,080
2400 HEALTH DEPARTMENT 3,883,239 2,307,906 2,070,072 2,135,313
117 As Amended on 08/01/11
City of Evanston
Public Works Department
Description of Major Activities:
Public Works manages the planning, construction and maintenance of public infrastructure
improvements, and the delivery of public works services. This includes the design and implementation of
work programs and the development of activities to accomplish policies and goals formulated by the City
Council and the City Manager. Public Works also assists in developing alternative solutions to community
problems for consideration by the Mayor and Council. Divisions within the Department of Public Works
include Streets & Sanitation, Engineering, and Fleet Services. Public Works is also responsible for the
operation of the Municipal Service Center.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011 Position
FTE
Director of Public Works
Full-Time Regular Director, Public Works 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
2605 Total 2.00
Municipal Service Center
Full-Time Regular Custodian I 1.00
Part-time Regular Service Center Coordinator 1.00
2610 Total 2.00
E.D.O.T. Administration
Full-Time Regular City Engineer 1.00
2620 Total 1.00
Engineering
Full-Time Regular Civil Engineer II 1.00
Full-Time Regular Civil Engineer III 1.00
Full-Time Regular Engineering Associate II 2.00
Full-Time Regular Construction Inspector 1.00
Full-Time Regular Senior Engineer 1.00
2625 Total 6.00
Traffic Engineering
Full-Time Regular Civil Engineer II 2.00
Full-Time Regular Senior Traffic Engineer 1.00
Full-Time Regular Traffic Operations Manager 1.00
Full-Time Regular Traffic Engineering Technician 0.50
2630 Total 4.50
Traffic Signal and Street Light Maintenance
Full-Time Regular Traffic Electrician Leader 1.00
Full-Time Regular Traffic Electrician 3.00
2640 Total 4.00
Streets and Sanitation Administration
Full-Time Regular Superintendent, Streets/Sanitation 1.00
Full-Time Regular Business Office Coordinator 1.00
Part-Time Regular Part-Time Clerk 0.75
118 As Amended on 08/01/11
City of Evanston
Public Works Department
Employee Status
Description Job Type Description
2011 Position
FTE
Full-Time Regular Public Works Supervisor 2.00
Full-Time Regular Contracts/Customer Service Field Coordinator 1.00
2665 Total 5.75
Street and Alley Maintenance
Full-Time Regular Equipment Operator II 9.00
Full-Time Regular Equipment Operator III 3.00
Full-Time Regular Public Works Operations Coordinator 2.00
Full-Time Regular Public Works Maint. Worker II 3.00
Full-Time Regular Public Works Maint. Worker III 3.00
2670 Total 20.00
Street Cleaning
Full-Time Regular Equipment Operator II 3.00
Full-Time Regular Public Works Maint. Worker II 1.00
2675 Total 4.00
Public Works Total 49.25
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2605 – Director of Public Works 190,791 224,055 200,148 220,634
2606 – Sustainability Grant* 57,151 0 0 0
2610 – Municipal Service Center 364,845 412,835 391,961 424,329
2620 – EDOT Administration 151,651 160,748 160,748 149,133
2625 – Engineering 813,101 829,940 846,253 583,273
2630 – Traffic Engineering 535,713 551,315 542,443 495,548
2635 – Traffic Signs** 324,047 0 0 0
2640 – Traffic Sig. & St. Lt. Maint. 805,988 837,278 822,798 736,852
2645 – Pkg. Enfor. & Tkt. Process*** 1,194,400 0 0 0
2650 – School Crossing Guards*** 343,902 0 0 0
2665 – Streets and Sanitation 703,439 1,324,625 1,216,245 1,092,840
2670 – Street & Alley Maintenance 1,889,317 2,322,760 2,245,205 2,151,320
2675 – Street Cleaning 493,379 731,875 781,654 612,781
2680 – Snow & Ice Control 823,450 859,769 814,019 395,558
2685 – Refuse Collection & Disposal 2,660,397 3,226,355 3,125,543 0
2690 – Residential Recycling Collect. 1,037,906 947,200 946,500 0
2695 – Yard Waste Collection 407,138 470,368 462,278 0
2697 – Facilities Administration 6,247 0 0 0
2699 – Construction & Repair 54,723 0 0 0
Total Expenditures: $12,857,585 $12,899,123 $12,555,795 $6,862,268
119 As Amended on 08/01/11
City of Evanston
Public Works Department
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Revenues:
52126 – ROW Permits 207,119 160,000 180,000 250,000
52130 – Resident Parking Permits 130,612 150,000 131,000 110,000
52131 – Visitor Parking Permits 12,488 14,300 14,300 11,912
52186 – MSWF Admin Fee 77,618 170,000 170,000 0
53602 - SWANCC Recycle Incentive 19,009 150,000 150,000 0
53605 – Sanitation Service Charge 1,640,846 2,192,400 2,300,000 0
53610 – Sanitation Svc. Chg. Penalty 21,717 20,000 30,000 0
53615 – Special Pickup Fees 69,221 80,000 80,000 0
53650 – State Highway Maintenance 43,640 93,400 68,000 54,994
53736 – New Pavement Degrad. Fee 2,750 50,000 40,000 41,650
55175 – Recycling Grants 54,000 0 0 0
56025 – Damage to Street Signs 7,149 2,000 2,000 1,666
56030 – Damage to Traffic Lights 41,578 20,000 20,000 16,660
56031 – Damage to Street Lights 5,826 20,000 20,000 16,660
56068 – Salt Reimbursement Fee 71,400 0 0 0
56140 – Salt Admin Fee 143,808 0 0 0
56155 – Trash Cart Sales 0 30,000 75,000 0
56156 – Yard Waste Fees 0 950,000 750,000 0
Total Revenues: $2,548,781 $4,102,100 $4,030,300 $503,542
Notes for Financial Summary
*Prior to FY 2009-10, the Sustainability Coordinator position was in the City Manager’s Office as business
element 1535. The function was moved back to the City Manager’s Office in the FY 10-11 budget.
**For FY 2010-2011, Business Unit 2635 (Traffic Signs) has been combined with Business Unit 2670
(Streets & Alley Maintenance).
***Parking enforcement (BU 2645) and crossing guards (BU 2650) moved to Administrative Services in
FY 10-11.
Note: Solid Waste revenues and expenses have been moved to Business Unit 7600.
Performance Report on FY 2010-2011 Major Program Objectives
Street resurfacing (including work associated with water main replacement and sewer work) was
completed on time and within budget.
The Streets and Sanitation Division completed a review of services and presented a recommendation to
the City Council to switch service providers for refuse and recycling services. Staff proposed that City
crews collect recycling and contractors collect refuse and yard waste. The Department received a
recycling grant from the Illinois Department of Commerce and Economic Development to purchase a
recycling truck to replace one of the older garbage trucks.
2011 Department Initiatives
• Implement revisions in the delivery of sanitation services.
• Develop a five-year street maintenance plan that complements the five year resurfacing plan.
• Complete construction of a new salt dome.
120 As Amended on 08/01/11
City of Evanston
Public Works Department
• Complete a fleet reduction plan.
• Explore shared work/operations across jurisdiction.
• Develop a regional environmental use for the Recycling Center.
• Design Civic Center parking lot resurfacing and green drainage system and secure grant funding
for the project.
Activity Measures
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Meetings / Hearings of Board of Local Improvements 10 10 10
Parking Committee meetings 5 0 0
Federal and State Grant Funding Secured $1,440,000 $1,000,000
Preparation of plans, specifications and cost estimates
for roadway resurfacing projects
12 street Street
improvement
work on 14
streets
Street
improvement
work on 10
streets
MFT & CIP Street Resurfacing Projects
4.2 miles 5.0 miles 4.0 miles
Preparation of bid documents for 50/50 sidewalk and
block curb program
200 sidewalk
locations &
8000 feet of
new
curb/sidewalk
200 sidewalk
locations &
8000 feet of
new
curb/sidewalk
Preparation of bid documents for Parking Lot
Improvements
1 1 0
Preparation of bid documents for ADA Ramps program
92 110 75
Private development review
142 180 150
Design & preparation of bid documents for Alley Paving
Program
5 3 7
Sheridan Road Rehabilitation Project
0 Burnham to
Chicago
Burnham to
Chicago
Sheridan Road Traffic Signal Design 0 8 signals 8 signals
Miles of streets plowed/season 3,250 2,000 2,000
Miles of streets salted/season 1,780 700 700
Tons of salt used/season 8,200 6,500 6,500
121 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2600 PUBLIC WORKS
61010 REGULAR PAY 4,437,870 3,813,157 3,715,752 2,630,583
61050 PERMANENT PART-TIME 408,309 52,300 98,300 67,078
61055 TEMPORARY EMPLOYEES 147,878 2,000 1,666
61060 SEASONAL EMPLOYEES 141,157 153,000 151,000 69,000
61110 OVERTIME PAY 474,525 433,500 416,000 198,655
61111 HIREBACK OT 51
61114 SNOW OT 539
61210 LONGEVITY 74,856 64,000 62,000 39,437
61410 SHIFT DIFFERENTIAL 12,443 4,600 3,100 2,236
61415 TERMINATION PAYOUTS 67,234
61430 OTHER PAYOUTS 31
61510 HEALTH INSURANCE 861,700 721,828 719,510 648,049
61615 LIFE INSURANCE 8,900 7,100 7,100 1,366
61625 AUTO ALLOWANCE 7,855 11,000 9,200 7,650
61626 CELL PHONE ALLOWANCE 5,815
61630 SHOE ALLOWANCE 10,075 8,540 7,837 5,590
61710 IMRF 465,408 519,721 531,018 274,966
61725 SOCIAL SECURITY 359,931 302,659 252,800 182,932
61730 MEDICARE 84,495 67,670 63,793 42,785
62205 ADVERTISING 800 400 500
62210 PRINTING 31,516 35,500 27,100 8,746
62225 BLDG MAINTENANCE SERVICES 7,757 1,800 2,000 1,499
62235 OFFICE EQUIPMENT MAINT 3,973 5,600 5,600 5,166
62240 AUTOMOTIVE EQMP MAINT 40
62245 OTHER EQMT MAINTENANCE 1,244 7,400 7,400 6,164
62275 POSTAGE CHARGEBACKS 1,959 2,500 2,000 1,916
62280 OVERNIGHT MAIL CHARGES 300 300 250
62295 TRAINING & TRAVEL 10,378 16,100 8,400 11,446
62305 RENTAL OF AUTO-FLEET MAINTEN.1,212,292 921,086 921,086 493,074
62309 RENTAL OF AUTO REPLACEMENT 521,700 521,700 287,998
62315 POSTAGE 24
62360 MEMBERSHIP DUES 3,760 4,900 3,600 4,082
62375 RENTALS 1,488 12,700 11,600 11,782
62376 2603 SHERIDAN RENTALS EXPENSE 175
62380 COPY MACHINE CHARGES 1,642 7,700 3,914 3,300
62390 CONDOMINIUM REFUSE COLL 489,799 550,000 500,000
62405 SWANCC DISPOSAL FEES 699,130 1,080,000 1,080,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 1,050,844 1,214,500 1,183,500 72,750
62425 ELEVATOR CONTRACT COSTS 4,356 5,000 5,000 4,165
62430 CUSTODIAL CONTRACT SERVICES 16,416 25,000 25,000 20,825
62440 OVERHEAD DOOR CONTRACT COSTS 12,181 14,000 14,000 12,000
62446 ROOF REPAIR CONTRACTUAL SVCS 1,000 500 75,000
62451 TOWING AND BOOTING CONTRACTS 109,179 90,000 90,000 30,000
62509 SERVICE AGREEMENTS / CONTRACTS 18,307 75,000 60,000 75,000
62518 SECURITY/ALARM CONTRACTS 3,430 4,000 4,000 3,332
64005 ELECTRICITY 14,101 5,000 5,000 4,165
64006 STREET LIGHT ELECTRICITY 231,402 211,400 200,000 176,096
64007 TRAFFIC LIGHT ELECTRICITY 97,928 110,500 100,000 92,047
64008 FESTIVAL LIGHTING 4,420 8,500 6,500 7,081
64015 NATURAL GAS 102,050 115,000 100,000 85,000
64540 TELECOMMUNICATIONS - WIRELESS 48,366 33,555 32,935 31,725
64545 PERSONAL COMPUTER SOFTWARE 6,000 2,500 4,998122As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
65005 AGRI/BOTANICAL SUPPLIES 608 2,500 1,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 748 1,900 1,700 1,566
65015 CHEMICALS 424,895 400,200 380,200 250,000
65020 CLOTHING 47,417 45,400 43,850 43,500
65025 FOOD 430 300 450 250
65040 JANITORIAL SUPPLIES 7,491 5,500 5,500 4,582
65045 LICENSING/REGULATORY SUPP 2,099
65050 BLDG MAINTENANCE MATERIAL 11,882 12,000 12,000 10,000
65055 MATER. TO MAINT. IMP.152,136 122,600 101,900 111,750
65070 OFFICE/OTHER EQT MTN MATL 35,736 40,000 35,000 40,000
65085 MINOR EQUIPMENT & TOOLS 15,430 22,800 11,200 20,831
65090 SAFETY EQUIPMENT 9,038 7,900 7,100 5,664
65095 OFFICE SUPPLIES 7,893 6,600 4,900 5,415
65105 PHOTO/DRAFTING SUPPLIE 1,305-900 1,000 750
65115 TRAFFIC CONTROL SUPPLI 37,048 44,000 40,000 40,000
65125 OTHER COMMODITIES 195 1,200 500
65515 OTHER IMPROVEMENTS 8,476 10,000 8,300 8,000
65620 OFFICE MACH. & EQUIP.118 1,000 1,000 833
65625 FURNITURE, FIXTURE & EQUIPMENT 280,446 207,500 230,000 6,248
65635 PERIODICALS 70
66025 TRAN.TO DS FUND- ERI DEBT SERV 87,167
66030 OTHER INSURANCE CHARGEBACKS 618,000 618,000 514,794
68205 CONTINGENCIES 150-1,207 750 1,005
68310 DEBT SERVC OTHER AGENCIES 75,472 100,000 90,000
2600 PUBLIC WORKS 12,857,585 12,899,123 12,555,795 6,862,268
123 As Amended on 08/01/11
City of Evanston
Public Library
Description of Major Activities:
The Evanston Public Library promotes the development of independent, self-confident, and literate
citizens through the provision of open access to cultural, intellectual, and informational resources for all
ages.
Total Full-Time Equivalent Positions:
Employee Status
Description
Job Type Description
2011 Position FTE
Children's Services
Full-Time Regular Librarian I 2.74
Full-Time Regular Librarian III 1.00
Full-Time Regular Library Assistant 3.43
Part-Time Regular Shelver 0.40
Part-Time Regular Library Aide 0.81
2805 Total 8.38
Adult Services
Full-Time Regular Librarian I 7.84
Full-Time Regular Virtual Services Librarian 1.00
Full-Time Regular Administrative Librarian 1.00
Part-time Regular Library Clerk 2.48
Part-time Regular Reader’s Advisor 4.05
2806 Total 16.37
Neighborhood Services
Full-time Regular Librarian II 1.00
Part-time Regular Branch Assistant 1.31
Part-time Regular Library Clerk 0.33
2808 Total 2.64
Circulation
Full-Time Regular Circulation Supervisor 1.00
Full-Time Regular Library Aide II 1.00
Full-Time Regular Clerk III 1.00
Part-time Regular Library Clerk 6.33
Part-time Regular Security Monitor 1.18
Part-time Regular Shelver 4.00
2820 Total 14.51
Technical Services
Full-Time Regular Clerk Typist II 1.00
Full-Time Regular Librarian I 0.53
Full-Time Regular Librarian III 1.00
Full-time Regular Library Assistant 1.00
Part-time Regular Library Clerk 2.08
2835 Total 5.61
124 As Amended on 08/01/11
City of Evanston
Public Library
Employee Status
Description
Job Type Description
2011 Position FTE
Maintenance
Full-Time Regular Custodian II 3.00
2840 Total 3.00
Administration
Full-Time Regular Director, Library 1.00
Full-Time Regular Administrative Services Manager 1.00
Full-Time Regular Clerk III 1.00
Full-Time Regular Bookkeeper 0.53
Part-time Regular Administrative Assistant 1.12
2845 Total 4.65
Library Total 55.16
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
2805 – Children’s Services 577,905 585,426 603,364 543,256
2806 – Adult Services 1,405,878 1,466,647 1,463,664 1,260,907
2808 – Neighborhood Services 0 0 0 148,931
2810 – Readers’ Services 15,179 0 0 0
2815 – Reference & Periodicals 17,586 0 0 0
2820 – Circulation 576,143 595,343 563,025 513,750
2825 – North Branch 184,533 87,655 171,192 0
2830 – South Branch 226,441 61,459 141,369 0
2835 – Technical Services 864,263 473,701 495,839 426,908
2840 – Maintenance 504,780 446,199 454,170 389,592
2845 – Administration 441,368 501,442 434,288 425,014
Total Expenditures: $4,814,076 $4,217,872 $4,326,911 $3,708,358
Revenues:
51615 – Personal Property Repl. Tax 50,200 50,200 50,200 41,833
52610 – Library Fines & Fees 181,076 195,000 178,500 150,000
55245 – State Per Capita Grant 89,814 75,400 75,400 62,833
57505 – Video Rentals 37,432 39,400 30,900 23,333
57510 – Non-resident Cards 2,500 1,800 1,000 833
57515 – Library Material Replacement 12,713 17,000 13,300 12,500
57525 – Miscellaneous Revenue 2,112 2,800 100 0
57535 – Copy Machine Charges 23,442 25,000 26,400 22,083
57540 – Meeting Room Fees 10,235 11,500 8,800 8,333
57545 – North Branch Rental Income 33,396 34,700 34,700 29,500
Total Revenues: $442,920 $452,800 $419,300 $351,248
125 As Amended on 08/01/11
City of Evanston
Public Library
Notes for Financial Summary
• The branch libraries were funded for six months in the FY 10-11 budget.
Performance Report on FY 2010-2011 Major Program Objectives
• Moved forward with bid process for engineering specifications to replace chillers at Main Library and
identified need for door replacements.
• Worked with IT Division to implement wireless laptop printing, upgrade network and wireless
infrastructure and replace public access computers.
• Secured Gates Grant (with matching funds from individual donor) and purchased laptop computers
for use in neighborhood services.
• Reorganized technical services functions and transitioned to outsourcing the cataloging and
processing of the majority of books.
• Implementation of centralized in-house statistics reporting system is in process.
• Established three summer reading stops; promoted library services at arts festivals, school fairs,
Farmer’s Market; added book deposits at City community centers and train stations; expanded
Kindergarten LEAP (Literacy Education at Play) in District 65 with grant funds.
• Implemented online fine payment; created electronic newsletter; enhanced customer access via the
web page using blogs, Twitter and Facebook.
• Reorganized space in periodicals, reorganized space in circulation for enhanced work flow, created
art display area and added Spanish language section at Main Library.
2011 Department Initiatives
• Continue focus on four specific areas moving forward: facilities, technology, collections, staffing.
• Continue collaboration with other City departments and community agencies and volunteers to share
resources (physical and personnel) to provide more library services throughout the community.
• Continue review of space needs and allocation at the main Library to ensure responsible upkeep and
maintenance as well as repurposing of the space for 21st Century library service.
• Secure software application for interlibrary loan as well as identify additional ways to utilize
technology for customer service (RFID) and communication.
• Consider available electronic alternatives for traditional audiovisual collections.
• Work with City Development Officer to identify alternative funding opportunities and promote
individual donations through the annual Fund For Excellence campaign and special projects.
• Implement a collection management process to address changing formats, routinely update materials
and take advantage of vendor resources to help achieve a strong current collection to meet needs.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Children’s Programs & Attendance 825 / 23,634 700 / 22,800 560 / 16,800
Participants in the Summer Reading Program 2,271 2,450 2,600
Teen Programs & Attendance 175 / 1514 150 / 2,400 145 / 1,600
Adult Programs & Attendance 246 / 3,335 235 / 3,200 210 / 2,850
Reference and directional questions answered 264,680 245,000 220,700
Patrons using Internet in-house 99,083 89,000 84,000
Items checked out 1,011,064 990,000 820,500
Library visitors 680,694 675,000 560,200
Public meeting rooms use/bookings 4,008 4,020 3,325
Library donors 705 615 615
126 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
2800 LIBRARY DEPARTMENT
61010 REGULAR PAY 1,598,389 1,495,551 1,507,678 1,268,370
61012 LIBRARY SUBSTITUTES 52,156 30,300 46,498 25,791
61050 PERMANENT PART-TIME 1,279,703 1,032,813 993,604 910,213
61055 TEMPORARY EMPLOYEES 9,305 4,600 3,600
61110 OVERTIME PAY 5,839 5,000 4,801 4,165
61210 LONGEVITY 44,347 31,328 34,654 29,254
61410 SHIFT DIFFERENTIAL 1,731
61415 TERMINATION PAYOUTS 74,461
61420 ANNUAL SICK LEAVE PAYOUT 689
61510 HEALTH INSURANCE 359,600 294,270 294,270 257,946
61615 LIFE INSURANCE 3,200 3,100 3,100 452
61625 AUTO ALLOWANCE 3,695 1,900 4,980 4,150
61630 SHOE ALLOWANCE 520 370 390 390
61710 IMRF 226,597 176,433 276,722 200,125
61725 SOCIAL SECURITY 186,224 165,355 158,031 135,550
61730 MEDICARE 43,746 36,787 36,957 31,670
62210 PRINTING 1,445 1,500 1,500 1,250
62220 BINDING 1,193 1,300 1,200 1,083
62225 BLDG MAINTENANCE SERVICES 153,810 150,000 148,455 125,618
62235 OFFICE EQUIPMENT MAINT 2,744-7,600 9,600 6,331
62245 OTHER EQMT MAINTENANCE 4,933 1,000 1,300 833
62275 POSTAGE CHARGEBACKS 3,655 17,000 10,000 14,161
62295 TRAINING & TRAVEL 3,046 5,000 5,000 4,165
62305 RENTAL OF AUTO-FLEET MAINTEN.5,191 2,511 2,511 1,984
62309 RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,416
62315 POSTAGE 8,161 3,500 5,904 2,916
62340 COMPUTER LICENSE & SUPPORT 197,579 214,400 214,354 186,959
62360 MEMBERSHIP DUES 350 500 500 417
62375 RENTALS 78,341 22,500 54,200 18,632
62380 COPY MACHINE CHARGES 19,500 9,910 11,700
62506 WORK-STUDY 3,833
64005 ELECTRICITY 54
64015 NATURAL GAS 31,369 34,000 34,000 28,406
64540 TELECOMMUNICATIONS - WIRELESS 821 592 592 280
65020 CLOTHING 2-
65040 JANITORIAL SUPPLIES 6,826 10,700 10,700 8,913
65050 BLDG MAINTENANCE MATERIAL 15,996 13,300 13,300 11,079
65060 MATER. TO MAINT. AUTOS 946
65085 MINOR EQUIPMENT & TOOLS 93 300 300 250
65095 OFFICE SUPPLIES 10,577 18,400 15,000 15,327
65100 LIBRARY SUPPLIES 26,036 39,100 38,900 32,437
65125 OTHER COMMODITIES 862 500 718
65630 LIBRARY BOOKS 274,410 284,400 290,800 232,233
65635 PERIODICALS 25,624 30,500 31,500 17,250
65640 AUDIO RECORDINGS 2,026
65641 AUDIO VISUAL COLLECTIONS 73,325 54,000 54,000 41,667
65650 VISUAL MEDIA COLLECTION 814
66025 TRAN.TO DS FUND- ERI DEBT SERV 65,512
66030 OTHER INSURANCE CHARGEBACKS 5,900 5,900 4,915
2800 LIBRARY DEPARTMENT 4,814,076 4,217,872 4,326,911 3,708,359
127 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
Description of Major Activities:
The mission of the Parks, Recreation & Community Services Department is to preserve and maintain a
healthy urban forest; provide safe, attractive, and functional parks, beaches, buildings and open spaces;
foster appreciation of our natural resources and conservation through education; provide the highest
quality recreation and sports programs and services for people of all ages and abilities; assist local artists
and arts organizations; foster arts education in Evanston; and advocate for the arts.
Note: Since the mission statement was adopted, the Department expanded to include the Facilities
Management Division, which maintains over 2.1 million square feet of property and manages capital
improvement projects from design through completion, as well as community services for the aged,
people with disabilities and teens, which had been provided by the former Health and Human Services
Department (HHS). Coordination of the Farmers’ Market also has shifted from HHS to the Parks,
Recreation and Community Services Department.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2011
Position FTE
Management and General Support
Full-Time Regular Director, Parks, Recreation & Community Services 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
Full-Time Regular Management Analyst 1.00
3005 Total 3.00
Business and Fiscal Management
Full-Time Regular Business Office Coordinator 1.00
Full-Time Regular Data Control Clerk 1.00
Full-Time Regular Recreation Support Specialist 1.00
3010 Total 3.00
Communication and Marketing Services
Full-Time Regular Public Information Specialist 1.00
3015 Total 1.00
Recreation General Support
Full-Time Regular Superintendent, Recreation 1.00
3020 Total 1.00
Crown Community Center
Full-Time Regular Building Supervisor 1.00
Full-Time Regular Custodian II 1.00
Full-Time Regular Fac Maint Worker/Cust II 1.00
Full-Time Regular Recreation Program Manager 1.00
Part-Time Regular After-School Supervisor 0.50
Part-Time Regular Preschool Instructor 2.10
Part-Time Regular Recreation Aide 0.50
Part-Time Regular PT Custodian 1.60
3030 Total 8.70
Chandler-Newberger Community Center
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Clerk III 0.75
Part-Time Regular Program Supervisor 0.80
Part-Time Regular PT Custodian 1.28
3035 Total 5.83
128 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
Employee Status
Description Job Type Description
2011
Position FTE
Fleetwood-Jourdain Community Center
Full-Time Regular Clerk II 1.50
Full-Time Regular Custodian II 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Weekend/Evening Coordinator 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular PT Custodian 0.50
3040 Total 6.75
Fleetwood-Jourdain Theatre
Full-Time Regular Recreation Program Manager 1.00
3045 Total 1.00
Levy Center
Full-Time Regular Facilities Maint. Worker/Custodian II 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Office Assistant 0.77
Part-Time Regular Facilities Supervisor 0.85
Part-Time Regular PT Bus Driver 0.93
Part-Time Regular Secretary II 0.50
Part-Time Regular PT Custodian 1.78
3055 Total 8.83
Beaches
Full-Time Regular Recreation Program Manager 0.75
Full-Time Regular Lakefront Sports Coordinator 0.50
3080 Total 1.25
Recreation Facility Maintenance
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker II 4.00
Full-Time Regular Supervisor, Sports/Rec Maint 1.00
3085 Total 6.00
Crown Ice Rink
Full-Time Regular Office Coordinator 1.00
Full-Time Regular Operations Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Robert Crown Manager 1.00
Part-time Regular Clerk II 0.70
Part-time Regular Office Assistant 0.91
Part-time Regular Facilities Supervisor 0.90
Part-time Regular PT Custodian 0.50
3095 Total 7.01
Sports Leagues
Part-Time Regular Lakefront Sports Coordinator 0.05
Part-Time Regular Program Supervisor 0.40
3100 Total 0.45
129 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
Employee Status
Description Job Type Description
2011
Position FTE
Tennis
Part-time Regular Facilities Supervisor 0.40
3110 Total 0.40
Special Recreation
Full-Time Regular Recreation Program Manager 1.00
Part-time Regular PT Inclusion Specialist 0.75
Full-Time Regular Lakefront Sports Coordinator 0.25
Part-Time Regular Program Supervisor 0.46
3130 Total 2.46
Bus Program
Part-time Regular PT Bus Driver 1.15
3140 Total 1.15
Park Service Unit
Full-Time Regular Recreation Program Manager 0.25
Full-Time Regular Lakefront Sports Coordinator 0.20
Part-Time Regular PT Park Ranger 1.00
3150 Total 1.45
Community Relations
Full-Time Regular Inclusion Specialist 1.00
Full-Time Regular Health Program Coordinator 1.00
3205 Total 2.00
Commission of Aging
Part- Time Regular Part-Time Ombudsman 0.40
Full-Time Regular Senior Citizen Ombudsman 1.00
Part- Time Regular Secretary II 0.50
3210 Total 1.90
Youth Engagement
Full-Time Regular Youth Coordinator 1.00
3215 Total 1.00
Parks and Forestry General Support
Full-Time Regular Assistant Superintendant of Parks Fac. Mgmt 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Superintendent, Parks & For. 1.00
3505 Total 3.00
Horticultural Maintenance
Full-Time Regular Equipment Operator II 3.00
Full-Time Regular General Tradesman 1.00
Full-Time Regular Parks/Forestry Crew Leader 3.00
Full-Time Regular Parks/Forestry Worker II 1.00
Full-Time Regular Parks/Forestry Worker III 5.00
3510 Total 13.00
Parkway Tree Maintenance
Full-Time Regular Arborist 0.50
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 7.00
3515 Total 8.50
130 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
Employee Status
Description Job Type Description
2011
Position FTE
Dutch Elm Disease Control
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 6.00
3520 Total 7.25
Tree Planting
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 1.00
3525 Total 2.25
Ecology Center
Full-Time Regular Ecology Center Coordinator 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Clerk III 1.00
Part-time Regular Garden Coordinator 0.20
Part-time Regular Facilities Supervisor 0.32
Part-time Regular PT Custodian 0.25
3605 Total 3.77
Arts Council
Full-Time Regular Director, Arts Council 0.40
Full-Time Regular Secretary II 0.40
3700 Total 0.80
Noyes Cultural Arts Center
Full-Time Regular Director, Arts Council 0.20
Full-Time Regular Facilities Maint. Worker II 1.00
Full-Time Regular Secretary II 0.20
Part-time Regular Facilities Supervisor 0.95
Part-time Regular PT Custodian 1.96
3710 Total 4.31
Cultural Arts Programs
Full-Time Regular Director, Arts Council 0.40
Full-Time Regular Secretary II 0.40
Full-Time Regular Senior Program Coordinator 1.00
3720 Total 1.80
Facilities Administration
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Full-Time Regular Architect / Project Manager 1.00
3805 Total 2.00
Civic Center Services
Full-Time Regular Fac Maint Worker/Custodian I 1.00
Full-Time Regular Custodian I 1.00
Part-time Regular PT Custodian 0.20
3806 Total 2.20
131 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
Employee Status
Description Job Type Description
2011
Position FTE
Construction & Repair
Full-Time Regular Facilities Mgmt Supervisor 2.00
Full-Time Regular Facilities Maint. Worker III 13.00
Full-Time Regular ADA/CIP Project Manager 1.00
3807 Total 16.00
Parks, Recreation & Community Services Total 129.06
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
3005 – Mgmt. & General Support 328,297 369,018 367,423 329,260
3010 – Business & Fiscal Mgmt. 335,461 339,002 326,666 294,945
3015 – Marketing Services 230,148 252,876 247,797 160,090
3020 – Recreation General Support 202,698 367,177 367,135 316,304
3025 – Park Utilities 82,543 80,500 80,500 65,212
3030 – Robert Crown Center 758,318 713,120 698,439 654,940
3035 – Chandler-Newberger Center 767,775 691,239 737,738 676,130
3040 – Fleetwood-Jourdain Center 764,759 742,686 731,973 716,523
3045 – Fleetwood-Jourdain Theatre 89,148 128,838 109,260 116,221
3050 – Outreach Programs 213,643 216,134 200,067 190,161
3055 – Levy Senior Center 984,608 897,441 882,443 787,005
3065 – Church Street Boat Ramp 57,942 50,110 46,180 54,684
3075 – Dempster Street Facility 10,492 12,295 12,095 12,341
3080 – Beaches 524,576 489,486 488,343 469,731
3085 – Rec. Facility Maintenance 607,304 754,932 753,132 689,089
3095 – Robert Crown Ice Center 1,062,188 1,166,887 1,086,883 1,049,787
3100 – Sports Leagues 34,481 39,429 36,579 42,820
3105 – Aquatic Camp 93,430 91,031 91,031 90,878
3110 – Tennis 115,473 106,285 120,250 106,227
3130 – Special Recreation 387,373 391,709 365,204 365,354
3140 – Bus Program 56,259 50,150 49,665 57,804
3150 – Park Service Unit 69,706 114,967 110,527 77,158
3155 – Youth Golf Program 20,442 19,700 19,730 20,500
3205 – Community Services 0 469,373 469,223 700,982
3210 – Commission on Aging 264 152,465 141,135 139,873
3215 – Youth Engagement Division 0 114,397 113,590 102,070
Total Expenditures: $7,797,328 $8,821,247 $8,653,008 $8,286,089
132 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
2008-2009
Actual
2009-2010
Budget
2009-2010
Estimated
Actual
2010-2011
Budget
Adopted
Revenues:
Advertising 32,340 32,500 30,000 27,072
Aquatic Camp 189,429 182,200 191,335 186,200
Beaches 581,605 590,800 629,217 631,800
Bus Program 2,017 28,500 22,800 23,740
Chandler-Newberger Center 539,401 500,300 556,828 500,461
Church Street Boat Ramp 88,913 96,400 102,325 102,700
Commission on Aging 0 37,000 37,000 30,821
Dempster Street Facility 75,957 80,200 83,270 85,200
Farmers’ Market 0 28,700 33,000 33,000
Fleetwood-Jourdain Center 222,249 246,200 219,908 209,175
Fleetwood-Jourdain Theater 7,001 7,500 2,000 4,700
Golf 30,509 25,700 27,000 27,500
Levy Center 465,531 412,700 415,600 366,052
Outreach Program 109,380 90,000 90,000 90,000
Pooch Park 13,101 5,000 14,000 12,000
Recreation Maintenance 0 39,300 39,300 39,300
Robert Crown Community Center 271,801 277,300 254,523 242,780
Robert Crown Ice Center 877,357 1,009,500 967,685 865,945
Special Events 47,678 40,000 38,500 37,000
Special Recreation 67,915 87,000 85,714 71,002
Sports Leagues 37,630 46,200 43,510 46,100
Tennis 132,555 115,000 131,800 118,250
Total Revenues: $3,792,369 $3,978,000 $4,015,315 $3,750,798
Performance Report on Recreation Division FY 2010-2011 Major Program Objectives
The “Arts and Recreation” magazine and the City’s “Highlights” newsletter were merged into one
quarterly publication and mailed to Evanston households, starting with the summer 2010 issue.
A Request for Information and Qualifications (RFI&Q) was issued to design, build, finance and
operate any one of the four components related to the reconstruction of the Robert Crown Center.
Staff is working with the City Council and members of the Playground and Recreation Board to
implement an outcome.
Staff is working on continuing to increase collaborations with local social service agencies to provide
educational and program experiences for Evanston youth, young adults and senior adults, by
February 2011.
Staff was unsuccessful in securing enough teams to begin a new 16” men’s softball league to be
played on Sunday nights at Crown Park in 2010.
In May 2010, staff collaborated with School District #65 teachers and Special Olympics officials to
host a Special Olympics event day for children too young to participate in Special Olympics.
RecTrac registration system was updated to version 10.2, including training staff on use of the
various modules.
Staff researched the opportunity to rent windsurfing boards but determined that additional work needs
to be completed before offering such a program.
Department staff is working with the City Manager’s office in posting volunteer opportunities that are
available in the Department.
A process to submit background checks of volunteers assisting in the department has been
implemented.
Staff promoted the rental of the extra boat racks made available by the construction of the new
storage facility. All of the sailboat and Hobie spaces were rented.
Staff sold reusable cloth bags at the Farmer’s Market in 2010 to promote a “green market.”
133 As Amended on 08/01/11
City of Evanston
Parks, Recreation and Community Services
A joint two-day celebration to commemorate the 20th anniversary of the signing of the Americans with
Disabilities Act was held by the Village of Skokie and the Commission on Aging’s Disability
Committee in July 2010.
2011 Recreation and Community Services Division Initiatives
Staff will develop e-newsletters for the Fleetwood-Jourdain Center and Robert Crown Center by
June 2011.
The LEGO program will expand to include after-school classes and winter break camps by December
2011.
Assist the Youth and Young Adult Employment Program to develop “summer youth staff” training by
June 2011.
Continue to participate in state-sponsored programs such as Put Illinois to Work and the SPROUT
program (Single Parents Reaching Out for Unassisted Tomorrows). These programs help youth in the
community develop job skills and healthier lifestyles.
Work collectively with other divisions to increase outside funding source opportunities.
Recruit more volunteers to support senior services in the community no later than September 2011.
These services include Volunteer Long Term Care Ombudsmen, AARP Tax Aides, Senior Health
Insurance Program Counselors, and Commission on Aging office assistants.
Continue to increase collaborations with local social service agencies to provide educational and
program experiences for senior adults no later than October 2011.
Evaluate programs and replace those frequently canceled with more innovative programs no later
than November 2011.
Develop a lifeguard job-training program for minority and at-risk youth by October 2011.
Implement the RecTrac facility scheduling software at Robert Crown Center by July 2011.
Develop a plan to promote and increase online program registrations by September 2011.
Reorganize the “Activity Guide” and “Highlights” newsletter in order to decrease the number of issues
published in 2011.
Activity Measures
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Actual
2011
Projected
In-house training seminars (registration system,
payroll, cash handling and budget preparation)
32 27 34
Scholarships granted (funds not collected) $130,000 $138,000 $115,000
Beach token sales to Evanston residents 16,880 19,362 16,693
Number of meals served (Summer Food program) 34,416 33,400 34,000
Donation funding (Recreation, Arts, Ecology
programs )
$26,120 $38,000 $35,000
Number of courts & fields maintained weekly
(season)
66 74 74
Public skating session participants 17,200 17,250 15,000
Number of vendors at the Farmers’ Market N/A 34 35
Number of staff trained and certified in Am. Red
Cross CPR/AED
47 47 70
Total participants in all Special Recreation
programs
907 910 800
134 As Amended on 08/01/11
City of Evanston
Parks and Forestry Division
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
3505 – General Support 340,134 470,034 469,144 425,221
3510 – Horticultural Maintenance 1,531,832 1,500,827 1,492,847 1,347,970
3515 – Parkway Tree Maintenance 884,874 946,909 946,900 777,667
3520 – Dutch Elm Disease Control 683,629 770,429 770,459 692,929
3525 – Tree Planting 370,166 415,302 415,302 309,164
3530 – Private Elm Tree Insurance 19,500 50,000 42,830 43,000
3535 – Dutch Elm Inoculation Program 214,702 160,000 160,000 431,400
Total Expenditures: $4,044,837 $4,313,501 $4,297,482 $4,027,351
Revenues:
Wood Recycling 23,095 24,000 24,000 19,992
Services Billed Out 19,500 50,000 42,800 43,000
Dutch Elm Tree Reserve 0 0 0 356,000
Total Revenues: $42,595 $74,000 $66,800 $418,992
Performance Report on FY 2009-2010 Major Program Objectives
• The Lakefront Master Plan implementation process began with the construction of the new beach
entrance facility at Clark Street Beach. Construction of a new paved bike path began in September,
2010.
• As park redevelopments are designed and constructed, the use of native, low maintenance
perennials has been incorporated at nearly every site, with very positive feedback from residents.
Additionally, the use of recycled materials is integrated whenever and wherever possible to align with
the City’s “green” policies in the Strategic Plan. Staff will continue to incorporate these types of
features as further park redevelopment projects are undertaken.
• Staff continued a cooperative project with the National Forest Service and the Illinois Department of
Agriculture to participate in a biocontrol experiment to help control the spread of the Emerald Ash
Borer (EAB). Division staff assisted in the release of a second type of parasitic wasp in an area
known to be infested with the insect. Future surveilance of the area will take place in the fall of 2010,
and again in the summer of 2011 to determine if the wasps have become established, and whether
they are impacting the EAB population (note: these wasps do not pose a threat to humans or
animals).
• The Emerald Ash Borer continues to spread throughout Evanston at a rapid pace. In 2009 alone, 271
public ash trees were identified with the symptoms of infestation and removed, and an additional 333
were identified on private properties citywide. Although this number was lower for 2010, these extra
tree removals resulted in a reduction in the planned number of parkway trees being trimmed.
• New parkway tree plantings remained at approximately 700 in 2010, and staff has continued to
improve the overall diversity by adding new species that have become available for transplanting from
area nurseries. Staff continues to plant disease resistant elm varieties as they become available.
• Participation in the private elm insurance program decreased slightly this year and staff continues to
look for an effective means to increase the number of residents participating each year. However, the
number of diseased elms removed under this program decreased from 10 in 2009 to 7 in 2010.
• The injection program continues to reduce the number of elms lost due to Dutch Elm Disease (DED).
The results this year are very encouraging, as the loss of parkway elms has dropped from a high of
6.33% in 2004, before the injection program began, to 2.02% in 2007, and now to less than a quarter
of 1% in 2010.
135 As Amended on 08/01/11
City of Evanston
Parks and Forestry Division
2011 Division Initiatives
• Continue to work closely with all state and federal agencies involved with the control of the Emerald
Ash Borer (EAB). Staff will continue to investigate the feasibility of attracting research institutions
and/or companies to Evanston to aid in possible curative measures being experimented with and
implemented.
• Continue the three-year cycle of elm injections using both City employees as well as an outside
contractor every third year, and evaluate the success of the program overall, which currently stands
at better than 99%.
• Work with residents, special interest groups, boards and committees and other City staff to continue
the implementation process of the Lakefront Master Plan in a timely fashion.
• Identify additional funding sources to increase the number of trees being planted on City parkways to
help offset the additional losses due to EAB. These additional trees would help bring us to our goal of
having a fully planted status citywide. Achieving a fully planted status means that the wait between a
tree removal and the planting of a replacement tree will be no longer than 12 months, and in some
cases, as little as three months, and that all potential parkway planting sites have a tree.
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Mowing rotation in days 5 days 5 days 5 days
Parkway trees trimmed by City crews 875 2,980 1,800
EAB infected ash trees removed 271 127 125
Total number of parkway elms removed due to
DED
47 17 25
Percentage of parkway elms actually removed 1.61%0.52% 0.90%
Total number of other trees removed 142 288 200
Total number of new park & parkway trees planted 693 709 325
Elm trees covered under private insurance
program
389 368 375
Percentage of injected elms contracting DED 1.09%0.21% 0.20%
Percentage of trees that are removed by the City
and replaced within one year (data source:
Division tracking)
53%82% 75%
136 As Amended on 08/01/11
City of Evanston
Ecology Center
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
3605 – Ecology Center 316,645 343,015 301,955 292,990
3610 – Eco-Quest Day Camp 96,985 120,889 118,069 118,931
Total Expenditures: $413,630 $463,904 $420,024 $411,921
Revenues:
Donations 0 0 7,000
Ecology Center 61,712 112,700 108,205 93,558
Ecology Summer Camps 221,539 237,800 233,735 233,735
Total Revenues: $283,251 $350,500 $341,940 $334,293
Performance Report on FY 2010-2011 Major Program Objectives
• In 2008, the Evanston Environmental Association (EEA) received a legacy grant from the Elizabeth
Archer Patterson Foundation of $25,000 for five years. This is an environmental outreach grant of which
$3,000 has been spent thus far. Ecology staff continues to integrate and expand the carbon footprint
program into all school-age camps to continue to provide sustainability analysis, as well as information on
how to live a more environmentally friendly life. In 2010, 300 campers from Ecology camps participated
in the Carbon Footprint program.
• In order to promote ideas and initiatives for a sustainable future for the community, the Ecology staff and
community groups worked together to promote programs and successful events such as the 100th
anniversary of the North Shore Channel on Saturday, June 26 which attracted 150 people. The Evanston
Green Living Festival took place on October 2.
• Ecology staff developed and launched a seventh summer camp: EcoTravelers. This new summer camp
is designed for grades 3-4, in order to more effectively group children according to developmental stages
and allow for a transition between EcoQuest and EcoExplorer Camps. This attracted an additional 90
children.
FY 2011 Objectives
• Continue developing the five-year plan for the Elizabeth Archer Patterson Environmental Outreach
project. Staff also will continue implementing the plan by October 2011.
• No later than June 2011, develop new themes and activities so the EcoTravelers summer camp that
began in 2010 will complete a two year transition
• No later than July 2011, develop a plan for operation of the greenhouse located at Lighthouse Landing.
Activity Measures
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Actual
2011
Projected
Seasonal garden plots rented 210 216 225
Youth participating in Ecology Center programs 3,000 2,563 2,000
Environmental program attendance 4,500 3,205 4,000
Annual volunteer hours served 5,000 2,389 3,200
Youth enrolled in camp programs 740 792 790
137 As Amended on 08/01/11
City of Evanston
Cultural Arts Division
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
3700 – Arts Council 67,373 93,699 93,299 75,216
3710 – Noyes Cultural Arts Center 388,309 294,310 294,446 257,637
3720 – Cultural Arts Programs 461,893 465,215 469,887 491,243
Total Expenditures: $917,575 $853,224 $857,632 $824,096
Revenues:
Cultural Arts Programs 367,037 345,800 352,425 354,598
Noyes Center Revenues 331,249 332,300 331,100 285,601
Illinois Arts Council Re-granting 0 8,300 8,300 8,000
Total Revenues: $698,286 $686,400 $691,825 $648,199
Performance Report on FY 2010-2011 Major Program Objectives
• The Starlight Concert Series featured 12 concerts presented at Dawes, James, Twiggs and Harbert
Parks. A mix of local and nationally-prominent performers were featured.
• The Evanston Ethnic Arts Festival, a two-day celebration of our cultural diversity featuring art, music,
dance, spoken word performances and food from 80 cultures, celebrated its 25th anniversary. Two
stages provided continuous entertainment, including performers from Kenya, New York, and the
Chicago area. Attendance and audience feedback was very strong.
• The Evanston Lakeshore Arts Festival featured more than 125 juried artists, many of whom donated
work to the silent auction. Auction proceeds help defray the cost of free Cultural Arts Division
programming. The family stage was replaced with a wellness station offering stretching exercises,
food sampling, and more. Expanded recycling efforts at both summer festivals underscored
Evanston’s philosophy of being a responsible member of the global community.
• The Public Art Committee collaborated with the Evanston Public Library on a contest through which
poems by Evanstonians were imprinted onto the entrance ramp at the downtown library.
• The Evanston Arts Council celebrated Arts & Humanities Month in October 2010 with numerous
events, including a festive opening night celebration at a downtown business, an Open House at the
Noyes Cultural Arts Center, and other interactive events. The Arts Council maintained the
evanstonartsbuzz.com online arts calendar and distributed brochures listing cultural arts
organizations and annual events, as well as a map of public artworks throughout the City. The Arts
Council expanded the Art Under Glass program, which helps beautify vacant downtown storefront
windows with displays of artwork by Evanston artists, to new locations including Maple/Davis and
Dempster/Dodge. The Arts Council also introduced a quarterly series of Cultural Connection Lunches
at rotating locations throughout the community.
• The Arts Council presented BackStage Evanston, our community’s first-ever event featuring preview
performances from the upcoming season by 14 local performing arts organizations.
• The Mayor's Award for the Arts highlights the accomplishments of an individual and an arts
organization. In February 2010, the Honorable Mayor Elizabeth Tisdahl presented these awards to
Karen Thomson of Literature for All of Us and The Actors Gymnasium. The Arts & Business
Committee of the Evanston Arts Council presented its Arts Leadership Award to Jim Nash of
Farnsworth-Hill in recognition of the company’s support for the Art Under Glass program in downtown
Evanston.
• Arts camps were held during the summer, winter and spring school breaks and on School District #65
school improvement days. Camps also were part of District #65’s after-school program curriculum.
• A Call for Artists for public art in the Washington National TIF district was conducted.
• Increased rental revenue at Noyes Center by renting one of two community use rooms to a local arts
organization on a nine-month lease so it could still be used for summer camp programs.
138 As Amended on 08/01/11
City of Evanston
Cultural Arts Division
2011 Department Initiatives
• Seek to enhance revenue opportunities at the summer festivals through expanded sponsor
relationships.
• Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10
Arts and Business committee meetings by December 2011.
• Continue to present quarterly Art Under Glass displays of art in storefront windows and expand to
new downtown locations, as well as elsewhere in Evanston.
• Present a BackStage Evanston performing arts preview event highlighting local performing arts
groups.
• Continue to present quarterly Cultural Connections Lunches to offer networking opportunities among
the arts community and the public.
• Upgrade and expand the www.evanstonartsbuzz.com web site to provide more interactivity.
• Recommend an artist for Washington National TIF public artwork by March 2011.
• Expand the single week Arts Camp offerings and further develop the on-demand programs offered,
such as Birthday Parties and school day-off programs by June 2011.
Activity Measures
Ongoing Activity Measures
2009-2010
Actual
2010-2011
Projected
2011
Projected
Number of applicants for Cultural Fund Grants 14 16 18
Number of community use events/rentals 70 80 85
Value of tenant community service $85,740 $100,100 $105,000
Types of arts camps offered 10 11 12
Number of out-of-school arts programs offered 4 5 5
Number of artist vendors at Lakeshore Arts
Festival
125 135 135
139 As Amended on 08/01/11
City of Evanston
Facilities Management Division
Financial Summary
2009-2010
Actual
2010-2011
Budget
2010-2011
Estimated
Actual
2011
Budget
Adopted
Expenditures:
3805 – Facilities General Support 224,155 256,707 252,559 175,347
3806 – Civic Center Services 319,170 370,108 370,055 319,667
3807 – Construction and Repair 1,657,554 1,730,229 1,730,229 1,608,749
Total Expenditures: $2,200,879 $2,357,044 $2,352,843 $2,103,763
Revenues:
56010 – Property Sales and Rental 38,936 50,100 50,049 41,997
Total Revenues: $38,936 $50,100 $50,049 $41,997
Performance Report on FY 2009-2010 Major Program Objectives
• Staff improved work tracking by the field force through increased use of the Computer Maintenance
Management System. The work order back-log has been reduced from a high of over 1,000 to slightly
over 600.
• Meeting Room Manager software is tracking all meetings in the Civic Center.
• Fire Station #5 construction is complete. LEED Gold Certification was awarded in 2010.
• The Civic Center roof replacement was bid in the spring of 2010 and construction was completed last fall.
• The Police Headquarters’ exterior tuck-pointing project was completed last fall.
• Building automation upgrades have been for HVAC equipment replacement at the Chandler-Newberger
Center.
2011 Department Initiatives
• Work with the Sustainability Coordinator to reduce energy consumption in all City-owned buildings
throughout the fiscal year.
• Make modifications to employee timekeeping and tracking in the Computer Maintenance Management
System, which will lead to better analysis of workload and building maintenance costs by July 2011.
• Using the Building Automation Systems that are in place, improve energy management techniques
throughout the fiscal year to reduce energy consumption.
Ongoing Activity Measures 2009-2010
Actual
2010-2011
Projected
2011
Projected
Buildings in BUILDER software 6 6 8
Deliveries 1,863 1,800 1,800
Civic Center repair costs / sq. ft. 2.00 23.50 2.00
Annual Civic Center gas usage –
therms / sq. ft.
.88 .86 .88
Meetings scheduled 2,080 1,842 1,900
Room set-ups 2,300 1,600 1,600
Pounds of office paper recycled 100,000 110,000 100,000
Staff-hours tracked to work orders 17,500 16,150 18,000
Work orders completed 3,650 3,340 3,800
Total construction budget oversight $5,000,000 $4,500,000 $5,612,000
Safety / training meetings 24 24 24
140 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
3000 PARKS,RECREATION & COMM SERVI.
61010 REGULAR PAY 6,456,993 6,428,865 6,356,629 5,553,948
61011 RECREATION INSTRUCTORS REG PAY 304,725 329,500 316,325 286,618
61013 PROGRAM ASSISTANTS 71,810 328,000 316,332 293,899
61050 PERMANENT PART-TIME 1,008,032 793,003 776,254 678,244
61055 TEMPORARY EMPLOYEES 83,124 3,000
61060 SEASONAL EMPLOYEES 1,245,920 1,205,400 1,222,727 1,469,747
61062 SPECIAL EVENT SALARIES 10,032 9,400 9,400 8,565
61110 OVERTIME PAY 76,653 124,600 117,799 107,906
61111 HIREBACK OT 225
61210 LONGEVITY 94,789 90,319 89,077 79,741
61410 SHIFT DIFFERENTIAL 6,703 1,900 1,900 1,571
61415 TERMINATION PAYOUTS 107,391
61430 OTHER PAYOUTS 12,887
61510 HEALTH INSURANCE 1,117,400 1,212,740 1,198,318 1,291,181
61615 LIFE INSURANCE 10,800 12,700 12,600 2,332
61625 AUTO ALLOWANCE 18,914 18,700 17,300 13,150
61626 CELL PHONE ALLOWANCE 2,439
61630 SHOE ALLOWANCE 12,399 11,910 11,770 11,830
61655 EMPLOYEE LOANS - INTEREST EXPE 1,896
61710 IMRF 651,766 769,857 762,834 610,023
61725 SOCIAL SECURITY 575,366 595,200 591,758 520,575
61730 MEDICARE 135,809 132,352 126,582 121,626
62185 OTHER CONSULTING SERVICES 1,120 1,000 1,150 1,208
62195 LANDSCAPE MAINTEANCE SERVICES 97,418 120,000 120,000 120,000
62199 PARK MNTNCE & FURNITURE RPLCMN 10,880 20,000 20,000 16,660
62205 ADVERTISING 25,828 33,100 28,716 34,129
62210 PRINTING 94,657 102,700 101,205 76,643
62215 PHOTOGRAPHERS/BLUEPRINTS 600 600 300 600
62225 BLDG MAINTENANCE SERVICES 114,848 108,800 107,953 98,458
62235 OFFICE EQUIPMENT MAINT 2,392 4,900 3,900 4,316
62245 OTHER EQMT MAINTENANCE 22,220 59,000 57,971 55,603
62251 CROWN CENTER SYSTEMS REPAIR 12,014 20,000 20,000 20,000
62275 POSTAGE CHARGEBACKS 18,201 25,500 20,982 22,491
62295 TRAINING & TRAVEL 9,313 21,800 20,200 21,131
62305 RENTAL OF AUTO-FLEET MAINTEN.564,449 549,131 549,131 434,597
62309 RENTAL OF AUTO REPLACEMENT 316,500 316,500 265,478
62315 POSTAGE 9,227 29,300 29,851 24,416
62335 DATA PROCESSING SERVIC 2,000 2,000 2,000
62360 MEMBERSHIP DUES 7,609 14,300 13,424 13,585
62365 RECEPTION/ENTERTAINMEN 353 1,100 1,100 1,141
62375 RENTALS 10,071 22,200 20,265 15,164
62376 2603 SHERIDAN RENTALS EXPENSE 1,181 3,000 3,000 2,499
62380 COPY MACHINE CHARGES 4,588 20,800 10,571 25,330
62381 COPY MACHINE LEASES 7,628 5,100 2,592 750
62385 TREE SERVICES 22,937 56,000 48,830 47,998
62415 DEBRIS/REMOVAL CONTRACTUAL COS 8,131 14,900 14,900 12,562
62425 ELEVATOR CONTRACT COSTS 2,150 2,400 2,400 1,999
62490 OTHER PROGRAM COSTS 43,904 104,100 89,065 100,244
62495 LICENSED PEST CONTROL SERVICES 4,408 4,600 4,487 3,832
62496 DED INOCULATION 39,702 45,000 45,000 291,400
62497 INOCULATION FUND.-ANNUAL AMORT 175,000 115,000 115,000 140,000
62500 TECHNICAL INFORMATION SERVICES 7,875 6,100 5,885 18,250141As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
62505 INSTRUCTOR SERVICES 249,878 259,800 263,846 247,800
62506 WORK-STUDY 18,303 18,900 18,900 16,745
62507 FIELD TRIPS 112,625 135,500 125,980 129,482
62508 SPORTS OFFICIALS 20,427 30,400 27,563 26,538
62509 SERVICE AGREEMENTS / CONTRACTS 52,003 50,900 49,965 44,365
62510 EDUCATOR SERVICES 1,745 1,000 1,000 300
62511 ENTERTAIN/ PERFORMER SVCS 68,169 72,600 68,262 77,898
62513 COMMUNITY PICNIC-SP EVENTS 8,000 8,000 8,000
62515 RENTAL SERVICES 30,995 34,200 33,289 34,146
62518 SECURITY/ALARM CONTRACTS 7,098 10,800 10,950 9,497
62560 TELEPHONE TELEGR CHBK 100 100 83
62605 OTHER CHARGES 1,000 833
62665 CONTRIB TO OTHER AGENCIES 45,440 10,400 10,200 9,500
62695 COUPON PMTS-CAB SUBSIDY 260,000 260,000 216,580
62705 BANK SERVICE CHARGES 56,747 50,000 53,000 49,000
62735 INTERDEPT. OTHER CHARGES 1,900 1,500 1,583
64005 ELECTRICITY 380,650 426,700 424,100 354,612
64015 NATURAL GAS 142,156 235,300 232,700 198,410
64530 TELECOMMUNICATIONS - HANDHELD 200 100 83
64540 TELECOMMUNICATIONS - WIRELESS 41,794 34,992 34,594 29,565
65005 AGRI/BOTANICAL SUPPLIES 166,099 176,600 176,000 91,466
65010 BOOKS, PUBLICATIONS, MAPS 1,841 2,300 1,717 1,899
65015 CHEMICALS 7,441 7,900 7,900 7,900
65020 CLOTHING 18,434 23,300 22,100 25,282
65025 FOOD 130,837 140,600 143,512 131,608
65040 JANITORIAL SUPPLIES 40,937 39,400 39,900 36,124
65045 LICENSING/REGULATORY SUPP 5,910 8,100 8,320 8,300
65050 BLDG MAINTENANCE MATERIAL 147,709 137,500 136,648 122,470
65055 MATER. TO MAINT. IMP.23,399 29,000 27,500 25,163
65070 OFFICE/OTHER EQT MTN MATL 21,935 27,000 27,000 25,882
65075 MEDICAL & LAB SUPPLIES 1,183 1,900 1,900 1,867
65080 MERCHANDISE FOR RESALE 14,019 16,000 13,700 13,328
65085 MINOR EQUIPMENT & TOOLS 18,904 18,900 18,200 19,262
65090 SAFETY EQUIPMENT 6,515 7,500 7,530 11,531
65095 OFFICE SUPPLIES 27,837 34,500 32,900 29,773
65105 PHOTO/DRAFTING SUPPLIE 43 400 300 333
65110 RECREATION SUPPLIES 143,144 241,400 230,730 223,477
65125 OTHER COMMODITIES 17,304 21,251 20,900 19,350
65550 AUTOMOTIVE EQUIPMENT 21,246 42,000 42,000 34,986
65625 FURNITURE, FIXTURE & EQUIPMENT 8,853 11,000 11,000 9,998
66025 TRAN.TO DS FUND- ERI DEBT SERV 196,249
66030 OTHER INSURANCE CHARGEBACKS 283,400 283,400 236,072
3000 PARKS,RECREATION & COMM SERVI.15,374,250 16,808,920 16,580,989 15,653,221
142 As Amended on 08/01/11
PART IV
OTHER FUNDS BUDGET
143 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Grant Amount - - 470,000 288,460
Total Funds Provided - - 470,000 288,460
Expenditures
HPRP Administration - - 20,000 27,000
Program Activities - - 450,000 261,460
Total Expenses - - 470,000 288,460
NET SURPLUS (DEFICIT)- - - -
Beginning Fund Balance - - - -
Ending Fund Balance - - - -
Description of Major Activities
Homelessness Prevention and Rapid Re-Housing Program was created to provide services and
direct assistance to those qualified individuals that either are at risk of becoming homeless or are
currently homeless. Through this program, we are able to provide assistance in the form of rental
and utility payments, moving costs, security deposits, and hotel/motel vouchers. We have targeted
outreach through homeless service agents, not for profits, the school districts, and the elected
officials. The main concern here is to ensure that those who are referred can receive assistance.
This program helps individuals to regain stability.
City of Evanston
Homelessness Prevention & Rapid Re-Housing Program (Fund #190)
144 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description FY 2011 Position
FTE
Full-Time Regular 1.00
5005 Total 1.00
1.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Grant Proceeds - 4,000,000 4,713,055 6,887,345
Program Income - - - 1,500,000
Total Funds Provided - 4,000,000 4,713,055 8,387,345
Expenditures
Development Activities - 4,000,000 4,200,000 7,985,000
Administration - - 513,055 124,345
Transfer to General Fund - - - 278,000
Total Expenditures - 4,000,000 4,713,055 8,387,345
NET SURPLUS (DEFICIT)- - - -
Beginning Fund Balance - - -
Ending Fund Balance - - -
Description of Major Activities
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Position Description
NSP 2 Housing Specialist
Neighborhood Stabilization Program 2 Total
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American Recovery and
Reinvestment Act of 2009 to stabilize neighborhoods that have been negatively impacted by high
numbers of foreclosed and vacant homes. The City's NSP2 grant of $18.15 million must be
expended by February 2013.
Evanston's NSP2 proposal includes two strategies to stabilize neighborhoods in two census tracts,
8092 and 8102:
1. The acquisition, rehabilitation and reoccupancy of 100 units of foreclosed or abandoned housing
2. The redevelopment of two blighted parcels of vacant land in West Evanston into new housing
consistent with the West Evanston Master Plan.
All housing units rehabbed or developed with NSP2 funds will be rented or sold to households with
incomes at or below 120% of the area median income (AMI); 25% of total grant funds will be used
to benefit households with incomes at or below 50% AMI as required by HUD.
145 As Amended on 08/01/11
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
FY 2011 Objectives
1. Have an additional 35 units under site control.
2. Complete rehabilitation of approximately 50 units.
3. Occupancy of 45 units.
4. Completion of homebuyer counseling by 40 households.
2009-2010 2010-2011 2011
Ongoing Activity Measures Actual Estimated Projected
Number of housing units under site control NA 40 35
NA 10 50
Number of housing units occupied NA 0 45
Number of households completing
homebuyer counseling NA 10 40
Number of housing units rehabbed
146 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
State Allotment 1,867,683 1,900,000 1,875,000 1,900,000
Investment Earnings 2,243 30,000 2,000 2,000
Miscellaneous Income - - - -
Total Revenue 1,869,926 1,930,000 1,877,000 1,902,000
Operating Expenses
Sheridan Rd./ Isabella St. Project (JT with Wilmette)- 130,000 - -
Street Resurfacing (2009)1,375,512 - - -
Street Resurfacing (2010)- 1,700,000 1,282,000 -
Street Resurfacing (2011)- - - 1,200,000
Transfer to General Fund - Staff Engineering 122,500 122,500 122,500 110,606
Transfer to General Fund - Street Maintenance 650,000 650,000 650,000 586,886
Total Expenditures 2,148,012 2,602,500 2,054,500 1,897,492
Net Surplus (Deficit)(278,086) (672,500) (177,500) 4,508
Beginning Fund Balance 1,072,522 794,436 616,936
Ending Fund Balance 794,436 616,936 621,444
Performance Report on FY 2010-2011 Major Program Objectives
STREET FROM TO
Forest Avenue Main Street Burnham Place
Forest View Road Simpson Street Grant Street
Greenleaf Street Dodge Avenue Dewey Avenue
Greenwood Street Darrow Avenue Asbury Avenue
Hull Terrace Asbury Avenue Ridge Avenue
Main Street Asbury Avenue Maple Avenue
Maple Avenue Simpson Street Noyes Street
FY 2011 Department Initiatives
The following streets are planned to be resurfaced in FY 2011 using MFT Funds:
Church Street Hinman Avenue Sheridan Road
Colfax Street Poplar Avenue Jackson Avenue
Davis Street Asbury Avenue Ridge Avenue
Greenleaf Street Ashland Avenue Asbury Avenue
Grey Avenue Brummel Street North End
Jackson Avenue Colfax Street Lincoln Street
Lake Shore Boulevard Lee Street Hamilton Street
Pioneer Road Colfax Street Hartrey Avenue
Motor Fuel Tax Funds were used to used to resurface the following streets in 2010-11:
City of Evanston
Motor Fuel Tax Fund (Fund #200)
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing and signal upgrade projects. The funds are
authorized by the Illinois Department of Transportation and are appropriated as part of the City's share of the gasoline tax. Motor
Fuel Tax funds are used for street cleaning, street sweeping and snow removal operations as well.
147 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description FY 2011
Position FTE
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 2.00
5150 Total 5.00
5.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Landline Surcharge Revenue 625,072 670,000 630,000 525,000
Wireless Surcharge Revenue 437,224 380,000 410,000 340,000
Interest 3,251 6,000 900 750
Miscellaneous Revenue - - - -
Total Revenue 1,065,547 1,056,000 1,040,900 865,750
Expenditures
Operating Expense 743,358 848,949 823,251 778,737
Interfund Transfers Out 126,000 143,455 143,455 125,868
Capital Replacement 160,632 1,619,700 1,110,800 229,353
Total Expenditures 1,029,990 2,612,104 2,077,506 1,133,958
Net Surplus (Deficit)35,557 (1,556,104) (1,036,606) (268,208)
Beginning Fund Balance 2,168,242 2,203,799 1,167,193
Ending Fund Balance 2,203,799 1,167,193 898,985
Description of Major Activities
City of Evanston
Emergency Telephone System Fund Summary (Fund #205)
Position Description
Emergency Telephone System Fund Total
Assistant Communications Coordinator
Communications Coordinator
Telecommunicator
In accordance with Illinois Public Act 85-978, in December of 1990 the City of Evanston enacted Ordinance
133-O-90, by referendum. The purpose of the Ordinance was to establish an Enhanced 9-1-1 system. Per
the legislature an Emergency Telephone Systems Board (ETSB) was established. The stated function of the
ETSB is to design and implement an Enhanced 9-1-1 system for the City of Evanston and monitor the system
once in place.
This year will include: the coordination of narrowband migration of the existing 150-512 MHz public safety
radio bands to 12.5 kHz-wide channels (or equivalent), from its current 25 kHz-wide channels in order to
comply with the Federal Communications Commissions narrowbanding mandate deadline of Jan. 1, 2013.
148 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 299,177 345,893 353,100 305,572
61062 SPECIAL EVENT SALARIES 6,395 5,000 2,500 5,000
61110 OVERTIME PAY 237 3,000 1,500 3,000
61210 LONGEVITY 5,437 7,400 7,400 6,215
61415 TERMINATION PAYOUTS 640
61420 ANNUAL SICK LEAVE PAYOUT 4,214 3,000 3,000 4,500
61425 ANNUAL HOLIDAY PAYOUT 2,497 3,000 3,000 3,000
61430 OTHER PAYOUTS 1,683
61510 HEALTH INSURANCE 52,900 57,856 57,856 74,653
61615 LIFE INSURANCE 800 800 800 183
61635 UNIFORM ALLOWANCE 675 700 1,350 1,350
61710 IMRF 26,783 44,600 44,600 20,222
61725 SOCIAL SECURITY 19,384 23,300 23,300 19,110
61730 MEDICARE 4,533 5,500 5,500 4,468
62225 BLDG MAINTENANCE SERVICES 548 5,000 5,000 5,000
62295 TRAINING & TRAVEL 5,177 7,500 7,500 7,500
62360 MEMBERSHIP DUES 619 1,100 595 900
62509 SERVICE AGREEMENTS / CONTRACTS 163,169 162,300 153,100 169,332
62625 LIFE INSURANCE 43
62680 TRANSFER TO GF-DATA PROC 60,000 60,000 60,000 52,479
62685 REIMB. GF FOR ADMIN. EXP 66,000 66,000 66,000 52,479
64505 TELECOMMUNICATIONS - CARRIER L 81,469 80,000 72,700 66,640
64540 TELECOMMUNICATIONS - WIRELESS 55,446 61,600 59,200 52,391
65010 BOOKS, PUBLICATIONS, MAPS 1,600
65020 CLOTHING 1,200 1,200
65035 PETROLEUM PRODUCTS 508 800 600 800
65050 BLDG MAINTENANCE MATERIAL 342
65085 MINOR EQUIPMENT & TOOLS 6,339 19,300 13,650 19,200
65095 OFFICE SUPPLIES 1,435 1,500 1,000 1,500
65555 PERSONAL COMPUTER EQUIPMENT 2,848
65620 OFFICE MACH. & EQUIP.2,000 1,000 2,000
65625 FURNITURE, FIXTURE & EQUIPMENT 160,632 1,619,700 1,110,800 229,353
66020 TRANSFERS TO OTHER FUNDS 17,455 17,455 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 6,370
68205 CONTINGENCIES 60 5,000 5,000 5,000
5150 EMERGENCY TELEPHONE SYSTEM 1,029,990 2,612,104 2,077,506 1,133,958
149 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Property Tax Revenue 512,274 378,000 378,000 378,000
Investment Income 64 - - -
Total Revenues 512,338 378,000 378,000 378,000
Expenditures
Professional Fees (Downtown Evanston)512,274 378,000 378,000 378,000
Total Expenditures 512,274 378,000 378,000 378,000
Net Surplus (Deficit)64 - - -
Beginning Fund Balance 310,234 310,298 310,298
Ending Fund Balance 310,298 310,298 310,298
Description of Major Activities
City of Evanston
Special Service Area #4 (Fund #210)
Special Service Area 4 was established to provide certain public services to supplement services
currently or customarily provided by the City to the Territory, assist the promotion and advertisement
of the Territory in order to attract businesses and consumers to the Territory, and provide any other
public services to the Territory which the City may deem appropriate from time to time. Special
services as they apply to SSA4 include maintenance of public improvements, including landscaping,
together with any such other further services necessary to the accomplishment of the improvement.
SSA4 is managed by Downtown Evanston (formerly EvMark), an Illinois not-for-profit corporation.
150 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description FY 2011 Position
FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
5220 Total 2.00
2.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue by Source
Annual Entitlement 2,229,045 1,955,566 2,095,180 2,095,180
Funds reallocated from prior years 56,048 67,531 67,531 25,000
Program Income 181,047 27,079 27,079 20,000
Total Revenue 2,466,140 2,050,176 2,189,790 2,140,180
Expenditures
CDBG Administration/Planning 353,114 344,870 351,113 308,367
Development Activities 1,154,550 843,063 827,063 1,016,894
Transfers to General Fund 958,476 856,000 872,000 772,000
Total Expenditures 2,466,140 2,043,933 2,050,176 2,097,261
Net Surplus (Deficit)- 6,243 139,614 42,919
Beginning Fund Balance 422,799 422,799 422,799 562,413
Ending Fund Balance 422,799 429,042 562,413 605,332
Notes for Financial Summary
City of Evanston
Community Development Block Grant (Fund #215)
2011 budget and allocations are estimates based on prior year. Congress has not yet appropriated CDB
funds for the federal fiscal year 2011 and the Housing & Community Development Act Committee will
make recommendations on allocations for sub recipient and City programs and projects on 11/9/2010.
$139,614 shown as net surplus in 2010-2011 is CDBG funds received in 2010 that have not yet been
allocated to an activity by the Housing & Community Development Act Committee.
Position Description
Community Development Block Grant Fund Total
Housing and Grant Administrator
Neighborhood Planner
151 As Amended on 08/01/11
City of Evanston
Community Development Block Grant (Fund #215)
Performance Report on FY 2010-2011 Major Program Objectives
2011 Department Initiatives
1. Work with residents, businesses and community groups/nonprofits, as well as cross-
departmental staff team to implement CDBG Neighborhood Revitalization Strategy Areas
(NRSAs) in west and south Evanston to focus CDBG and other resources on key community
needs.
2. Continue to refine measures and assessments for CDBG-funded programs to further improve
outcomes and reporting to HUD. Expand use of HUD's objective and outcome categories for
2010-2014 Consolidated Plan and organize multiple activities under projects to better align with
new reporting standards.
3. Continue to provide technical assistance to CDBG sub recipients, with focus on reporting and
financial management shortcomings identified by monitoring visits.
4. Provide staff support to the Housing & Community Development Act Committee (14 meetings a
year). Expand staff input to the Committee on the effectiveness of CDBG sub recipients in
achieving City goals as outlined in the Consolidated Plan.
5. Monitor and assess all new and ongoing CDBG-funded activities for compliance with program
plans and contractual obligations, including Davis-Bacon prevailing wage requirements.
6. Work with other funding sources, including the City's Mental Health Board, the Evanston
Community Foundation and the United Way, to improve efficiencies for organizations applying for
funds from multiple sources, as well as effectiveness of outcome reporting in order to better
assess the impact on a community-wide basis.
7. Continue to seek training opportunities to ensure effective program management that complies
with HUD requirements and addresses the goals of the City's Consolidated Plan.
8. Continue to expand publicity about the CDBG program and seek input from low- and moderate-
income residents, including those for whom English is a second language, as part of the public
involvement plan.
Forty programs and projects totaling $2,050,176 were implemented with CDBG funds for FY
2010/11, in addition to CDBG funded projects/programs that continue from prior years. Staff
submitted the 2009/10 CAPER (Consolidated Plan Annual Performance and Evaluation Report)
covering Evanston's use of CDBG, HOME and ESG funds, the Contractor-Subcontractor Report an
Semi-Annual Labor Report and Section 3 Report to HUD by due dates.
An electronic timekeeping system was implemented to track billable hours of City staff working on
CDBG, HOME, ESG, HPRP, CDBG-R and NSP2 grants in compliance with federal requirements.
Planning & Zoning staff initiated implementation of two Neighborhood Revitalization Strategy Area
plans that were submitted as part of the 2010-2014 Consolidated Plan to focus resources on
neighborhoods in west and south Evanston that have been hardest hit by foreclosures and
unemployment. Staff continued to implement the West Evanston Master Plan, as well as on the
design of a streetscape for the Church-Dodge commercial corridor.
152 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
5170 CDBG
61010 REGULAR PAY 138,649 153,114 124,625 128,587
61050 PERMANENT PART-TIME 9,143
61060 OVERTIME-CHGBK 9,500 7,000 7,000
61110 OVERTIME PAY 9,026 3,500 5,000 3,500
61210 LONGEVITY 1,692 1,800 1,294 1,311
61415 TERMINATION PAYOUTS 762
61430 OTHER PAYOUTS 513
61455 REGULAR SALARIES-CHGBK 78,809 47,300 62,359 39,401
61510 HEALTH INSURANCE 21,100 23,143 23,142 19,072
61615 LIFE INSURANCE 200 200 200 65
61630 SHOE ALLOWANCE 260 300 260 130
61710 IMRF 14,272 19,500 16,534 12,990
61725 SOCIAL SECURITY 10,505 10,700 8,948 8,970
61730 MEDICARE 2,457 2,500 2,100 2,098
62185 OTHER CONSULTING SERVICES 33,005 32,558 28,300 35,000
62205 ADVERTISING 59 800 800
62275 POSTAGE CHARGEBACKS 83 1,000 500 1,000
62285 COURIER CHARGES 130 400 200 322
62295 TRAINING & TRAVEL 1,500 500 1,500
62360 MEMBERSHIP DUES 1,100 1,100 1,100
62380 COPY MACHINE CHARGES 1,079 2,500 1,391 1,000
62458 OUTSIDE COPY SERVICES 1,000
62490 OTHER PROGRAM COSTS 800 20,000
62705 BANK SERVICE CHARGES 35
62745 IMRF TRANSFER-CHARGEBACK 5,600 11,000 10,160
62750 MEDICAL INS CHGBKS 14,568 6,300 15,700 11,430
62765 PENSION CONTRIB - CHARGEBACK 14,136
65010 BOOKS, PUBLICATIONS & MAPS 997 2,000 300 2,000
65095 OFFICE SUPPLIES 836 1,100 400 1,100
66020 TRANSFERS TO OTHER FUNDS 17,455 17,460 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 4,091
68205 CONTINGENCIES 1,000 1,000 1,200
5170 CDBG 353,114 344,070 351,113 308,367
153 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided:
Intergovernmental Revenue - - - -
Program Income 12,767 3,000 9,000 9,000
Interest Income - - - -
Total Revenue 12,767 3,000 9,000 9,000
Expenditures
Program Expenses 46,801 20,000 20,000 20,000
Transfer to CDBG - 55,000 - -
Development Activities - - - -
Total Expenditures 46,801 75,000 20,000 20,000
Net Surplus (Deficit)(34,034) (72,000) (11,000) (11,000)
Beginning Fund Balance 2,008,516 1,974,482 1,963,482
Ending Fund Balance 1,974,482 1,963,482 1,952,482
Description of Major Activities
City of Evanston
CD Loan (Fund #220)
The CD Loan Fund is a revolving loan fund. The purpose of the fund is to provide residential
rehabilitation loans for income eligible 1-3 unit owner occupied residential properties and multi-
family rental properties that are occupied by income eligible households under HUD regulations.
This fund was established with HUD approval with funds from the Community Development Block
Grant. Since its establishment, funds have been provided for rehabilitation loans; monies from
repaid loans are returned to the Revolving Loan fund and used for additional eligible rehabilitation
projects. As of February 28, 2010, there were 105 loans in the portfolio.
154 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description
FY 2011
Position FTE
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
5300 Total 5.00
5.00
Financial Summary
2010-2011 2010-2011 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
Hotel Tax 1,236,341 1,500,000 1,300,000 1,350,000
Amusement Tax 298,412 300,000 250,000 300,000
Apply Fund Balance - - - -
Investment Income 2,900 8,000 2,000 8,000
Total Revenues 1,537,653 1,808,000 1,552,000 1,658,000
Operating Expenditures
Economic Development Activities 401,481 1,351,627 1,089,489 1,640,247
Tax Rebate Agreement 415,666 - - -
Transfers to General Fund 690,000 407,455 407,455 377,256
Transfer to Maple Avenue Garage Fund - - - -
Total Expenditures 1,507,147 1,759,082 1,496,944 2,017,503
Net Surplus (Deficit)30,506 48,918 55,056 (359,503)
Beginning Fund Balance 1,977,109 2,007,615 2,062,671
Ending Fund Balance 2,007,615 2,062,671 1,703,168
Description of Major Activities
Development Officer
Economic Development Fund Total
CITY OF EVANSTON
Economic Development (Fund #225)
Position Description
Economic Development Planner
Economic Development Division Mgr
Intergovernmental Affairs Coordinator
The Economic Development Fund provides support for many of the City's economic development
initiatives as well as staff to support these activities. Many of the redevelopment efforts assisted by
the City are initially supported by resources from the Economic Development Fund to finance
consulting services, legal counsel, and staff support.
155 As Amended on 08/01/11
CITY OF EVANSTON
Economic Development (Fund #225)
FY 2010-2011 Objectives
2009-10
Actual
2010-11
Estimated
2011
Projected
9 9 9
10 10 10
6 6 5 Number of JRB Meetings
Economic Development Committee Meetings
Redevelopment Projects Assisted
Ongoing Activity Measures
1. Secure adoption of the revised Downtown Plan
2. Complete annual report of TIF District Performance
3. Fund six projects in neighborhood business districts
4. Increase tenancy at Dempster Dodge Shopping Center
5. Stimulate additional development on Howard Street
6. Organize annual joint review board meetings for all TIF districts
7. Stimulate redevelopment of Bishop Freeman site
8. Secure adoption of West Evanston TIF expansion
9. Implement West Evanston Master Plan
10. Implement Central Street Master Plan
11. Implement six business attraction / expansion projects
12. Expand business retention program
13. Assist businesses with marketing initiatives
156 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
5300 ECONOMIC DEVELOPMENT
61010 REGULAR PAY 76,291 214,923 214,923 281,739
61110 OVERTIME PAY 2,935 500 3,000
61210 LONGEVITY 1,617 1,600 1,600
61415 TERMINATION PAYOUTS 1,172
61430 OTHER PAYOUTS 431
61510 HEALTH INSURANCE 24,300 26,604 26,604 36,475
61615 LIFE INSURANCE 100 100 100 101
61625 AUTO ALLOWANCE 5,000
61626 CELL PHONE ALLOWANCE 1,020
61630 SHOE ALLOWANCE 130 100 260 260
61710 IMRF 7,081 26,800 23,000 28,174
61725 SOCIAL SECURITY 5,046 14,000 12,500 17,485
61730 MEDICARE 1,180 3,300 3,000 4,086
62136 REDEVELOPMENT CONSULTING SVCS 100,000 25,000 83,300
62185 OTHER CONSULTING SERVICES 95,794 35,000 90,000 90,000
62205 ADVERTISING 614
62275 POSTAGE CHARGEBACKS 497 800 700 666
62280 OVERNIGHT MAIL CHARGES 200 100 200
62285 COURIER CHARGES 896 900 300 750
62295 TRAINING & TRAVEL 4,079 3,000 1,500 2,499
62360 MEMBERSHIP DUES 10,539 12,000 12,000 12,000
62380 COPY MACHINE CHARGES 1,400 712 1,166
62416 EVMARK AGREEMENTS 102,678
62490 OTHER PROGRAM COSTS 6,094 8,000 4,000 6,664
62509 SERVICE AGREEMENTS / CONTRACTS 65,000 65,000 65,000
62659 ECO.DEV.PARTNERSHIP CONTRIBUT.229,000 229,000 229,000
62660 BUSI.ATTRACTIONS/EXPANSION INV 415,666 350,000 175,000 500,000
65010 BOOKS, PUBLICATIONS, MAPS 1,791 3,000 3,000 2,499
65095 OFFICE SUPPLIES 950 900 700 750
65522 BUSINESS DISTRICT IMPROVEMENTS 57,242 175,000 175,000 175,000
65625 FURNITURE, FIXTURE & EQUIPMENT 75,000 25,000 75,000
65630 LIBRARY BOOKS 24
66020 TRANSFERS TO OTHER FUNDS 17,455 17,445 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 8,873
66131 TRANSFER TO GENERAL FUND 690,000 390,000 390,000 377,256
5300 ECONOMIC DEVELOPMENT 1,507,147 1,759,082 1,496,944 2,017,503
157 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Taxes 20,000 40,000 20,000 20,000
Transfer From Other Funds 146,678
Investment income - - - -
Total Revenues 166,678 40,000 20,000 20,000
Expenditures
Program Expenses 41,757 50,000 - 50,000
Transfer to Other Funds 141,000 - - -
Total Expenditures 182,757 50,000 - 50,000
Net Surplus (DEFICIT)(16,079) (10,000) 20,000 (30,000)
Beginning Fund Balance 91,391 75,312 95,312
Ending Fund Balance 75,312 95,312 65,312
Description of Major Activities
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster -
Dodge Shopping Center and the Main Street Commons area.
City of Evanston
Neighborhood Improvement (Fund #235)
158 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Intergovernmental Revenue 489,613 575,009 563,401 560,000
Program Income 10,268 9,000 10,000 10,000
Total Revenue 499,881 584,009 573,401 570,000
Expenditures
Administration/Planning 63,120 51,000 56,340 56,000
CHDO Operating - 25,500 20,000 28,000
Development Activities 1,762,348 465,700 462,761 429,600
Transfers to General Fund - 34,300 34,300 56,400
Total Expenditures 1,825,468 576,500 573,401 570,000
Net Surplus (Deficit)(1,325,587) 7,509 - -
Beginning Fund Balance 3,374,451 2,048,864 2,048,864
Ending Fund Balance 2,048,864 2,048,864 2,048,864
Description of Major Activities
The HOME Investment Partnership program addresses the affordable housing needs of low and
moderate income individuals and families by promoting, preserving and producing affordable
housing; providing housing-related services; and providing support for private and non-profit
entities that actively address these housing needs. HOME funds are used to:
1. Finance the acquisition and rehabilitation of existing residential units;
2. Fund new construction of affordable housing;
3. Fund down payment assistance forgivable loans, in partnership with the Affordable Housing Fund.
FY 2011 Objectives
2009-2010 2010-2011 2011
Actual Estimated Projected
Number of housing units acquired 0 2 4
24 36 30
Number of households helped with down
payment assistance 10 8 8
50 50Number of Individuals receiving housing services
City of Evanston
Home (Fund #240)
Number of housing units rehabbed
Note: Congress has not yet appropriated 2011 HOME funding, so grant amount is an estimate. Restricte
fund balance above consists of notes receivable for loans issued through the Home program
Ongoing Activity Measures
1. Finance the acquisition of four housing units for affordable housing.
2. Fund the rehabilitation of 30 units of rental or ownership housing for income eligible households.
3. Fund eight down payment assistance forgivable loans (see Affordable Housing Fund for additional
accomplishments).
4. Provide assistance to 50 individuals and families seeking affordable housing.
159 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Interest on Investments 1,201 21,000 1,000 1,000
Demolition Taxes 20,000 10,000 20,000 8,330
Developer Contributions 2,000 150,000 - -
Rehab Repayments - - 30,000 20,000
Misc.162,762 - 30,000 -
Total Revenues 185,963 181,000 81,000 29,330
Expenditures
Housing - Land - 50,000 - 41,650
Housing - Buildings - - - -
Down Payment Assistance 11,744 200,000 130,000 166,600
Transfer to General Fund 24,000 24,000 24,000 19,992 Miscellaneous 35,931 48,000 288,000 39,984
Total Expenditures 71,675 322,000 442,000 268,226
Net Surplus (Deficit)114,288 (141,000) (361,000) (238,896)
Beginning Fund Balance 2,111,806 2,226,094 1,865,094
Ending Fund Balance 2,226,094 1,865,094 1,626,198
Notes for Financial Summary
Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued
under the Affordable Housing program.
Description of Major Activities
The Affordable Housing Fund stimulates neighborhood revitalization and addresses the affordable
housing needs of low and moderate income individuals and families by promoting, preserving and
producing affordable housing; providing housing-related services; and providing support for non-
profit organizations that actively address these housing needs, through:
1. Financing the acquisition and rehabilitation of boarded up structures;
2. Providing funds for the rehabilitation and new construction of affordable housing;
3. Funding down payment assistance forgivable loans;
City of Evanston
Affordable Housing Fund (Fund #250)
4. Providing funding support for transitional housing, housing education, and related housing
160 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
5465 AFFORDABLE HOUSING
62490 OTHER PROGRAM COSTS 35,609
62505 INSTRUCTOR SERVICES 273
62605 OTHER CHARGES 49
62685 REIMB. GF FOR ADMIN. EXP 24,000 24,000 24,000 19,992
62770 MISCELLANEOUS 48,000 288,000 39,984
65505 LAND 50,000 41,650
65510 BUILDINGS 200,000 130,000 166,600
66061 FAMILIES IN TRANSITION 11,744
5465 AFFORDABLE HOUSING 71,675 322,000 442,000 268,226
161 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-10 Adopted Estimated Adopted
Revenues: Actual Budget Actual Budget
Net Property Tax Increment 5,091,594 4,704,000 4,900,000 4,800,000
Interest Income 34,515 25,000 15,000 25,000
Total Revenue 5,126,109 4,729,000 4,915,000 4,825,000
Expenditures:
Series 1997 (refunded by 1999 & 2008D) Principal 301,000 304,002 304,002 325,000
Series 1997 (refunded by 1999 & 2008D) Interest 163,464 111,762 111,762 128,200
Contributions to Other Agencies - - - -
Capital Improvements (23,926) 153,500 150,000 773,715
Contractual Services 43,491 79,000 79,000 125,000
Transfer to Parking Fund (for Sherman Garage debt) 3,125,294 3,385,900 3,385,900 3,419,636
Transfer to General Fund 151,872 325,000 325,000 325,000
Total Expenditures 3,761,195 4,359,164 4,355,664 5,096,551
Net Surplus (Deficit) 1,364,914 369,836 559,336 (271,551)
Beginning Fund Balance 4,579,477 5,944,391 6,503,727
Ending Fund Balance 5,944,391 6,503,727 6,232,176
Description of Major Activities
City of Evanston
Washington National Special Tax Allocation Fund Summary (Fund #300)
The City Council adopted the Washington National Tax Increment Financing District (TIF) on September 15, 1994.
The TIF District consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis
Street on the south and Chicago Avenue on the east) located in the downtown business area of the city. The
development project consists of an apartment tower containing approximately 261 units with an attached parking
garage. The project also includes a retail food store and other retail units with total square feet of about 33,000
square feet.
This Fund is responsible for the receipt of all debt proceeds issued and allocated to the TIF as well as principal and
interest payments on outstanding debt. The Washington National TIF typically transfers funds to the Parking
Garage Fund to assist with debt payments related to the Sherman Avenue Garage.
The Washington National TIF Fund also subsidizes the Sherman Garage debt payments via interfund transfers made into the Parking Fund.
Beginning with FY10-11, this Fund will encompass all activity related to the Washington National TIF.
162 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 430,965 431,812 431,812 428,756
Interest Income 64 100 100 100
Total Revenue 431,029 431,912 431,912 428,856
Expenditures
Series 2004 B Bonds Principal 315,000 325,000 325,000 340,000
Series 2004 B Bonds Interest 125,976 113,062 108,706 88,756
General Management Support - - - -
Total Expenditures 440,976 438,062 433,706 428,756
Net Surplus (Deficit)(9,947) (6,150) (1,794) 100
Beginning Fund Balance 32,832 22,885 21,091
Ending Fund Balance 22,885 21,091 21,191
Description of Major Activities
City of Evanston
Special Service Area #5 (Fund #305)
The City Council adopted Special Service Area #5 on June 27, 1994. Special Service Area No. 5 is
comprised of the City downtown business district.
The City Council also approved a $9,500,000 Downtown Public Works Improvement program for
Area No. 5. The ordinances establishing the area authorized the issuance of up to $5,000,000
Special Service Area bonds.
On June 21, 1995, $3,060,000 of the Special Service Area bonds were sold and on July 9, 1996, the
City sold another $1,940,000 issue of special service bonds at public bid.
The City issued series 2002C bonds in October, 2002. Part of the proceeds were used to refund
Series 1995 and Series 1996 SSA # 5 Property Tax Bonds.
163 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 1,331,858 1,252,000 1,300,000 1,300,000
Interest Income 5,866 15,000 5,000 5,000
Total Revenue 1,337,724 1,267,000 1,305,000 1,305,000
Expenditures
1994 & 1996 Bonds (refunded by 1999 and then
2008D bonds) Principal 527,913 533,249 535,000 570,000
1994 & 1996 Bonds (refunded by 1999 and then
2008 D bonds) Interest 209,030 141,804 170,483 141,804
Other Expenses - - - 460,000
Operating Transfer to General Fund 141,588 141,600 141,600 141,600
Total Expenditures 878,531 816,653 847,083 1,313,404
Net Surplus (Deficit)459,193 450,347 457,917 (8,404)
Beginning Fund Balance 3,282,823 3,742,016 4,199,933
Ending Fund Balance 3,742,016 4,199,933 4,191,529
Description of Major Activities
City of Evanston
Howard-Hartrey TIF (Southwest II) Debt Service Fund (Fund #310)
The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the Howard-
Hartrey TIF – on April 27, 1992. The TIF District consists of a 23 acre site located at 2201 West Howard
Street on the southwest corner of the City. The development consists of a shopping center with several
large stores. The total project cost is estimated to be $39,266,932, of which the City provided $7,390,000
in land acquisition and public improvement costs.
This Fund is responsible for the payment of principal and interest on any outstanding debt allocated to this
TIF.
164 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 686,437 656,000 656,000 656,000
Interest Income 80 500 200 500
Total Revenue 686,517$ 656,500$ 656,200$ 656,500$
Expenditures
Contribution to Other Agencies - 840,000 840,000 700,000
Operating Transfer to General Fund 24,120 24,100 24,122 24,100
Total Expenditures 24,120$ 864,100$ 864,122$ 724,100$
Net Surplus (Deficit)662,397$ (207,600)$ (207,922)$ (67,600)$
Beginning Fund Balance (84,759) 577,638 369,716
Ending Fund Balance 577,638 369,716 302,116
Description of Major Activities
City of Evanston
Southwest TIF Tax Allocation Debt Service Fund (Fund #315)
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The TIF District consists of approximately twelve acres of contiguous land located in the area generally known as the City's southwest industrial corridor and is roughly bounded by Main Street on the north, Pitner Avenue on the east, the North Shore channel and the Main Street Shopping Plaza on the west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990 General Obligation (GO) bonds on September 24, 1990, of which $2,100,000 of the proceeds were used for the redevelopment project. Debt service on the TIF District share of the obligation is eventually expected to be met by property tax increment revenues derived from the project. This separate debt service fund is established in accordance with law and is called the Southwest Special Tax Allocation Fund in order to account for the payment of the debt service associated with municipal debt issued for the Southwest TIF District.
The final TIF reimbursement to Districts 65 & 202 of $840,000 has been moved to this Fund's budget from the dissolved Downtown II TIF for 2010-11.
165 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue by Source
Net Property Tax 10,109,154 10,376,436 10,138,162 10,806,574
Capitalized Interest - 68,188 -
Bond Proceeds/Premium/ Discounts - - -
Transfer from Other Funds - IMRF 871,528
Misc Revenue - - - -
Interest Income 2,566 10,000 1,000 1,000
Transfer from Capital Improvement (CIP) Fund -
Transfer from Special Assessment Fund 311,604 317,659 311,608 317,660
Total Revenue 10,423,324$ 10,772,283$ 10,450,770$ 11,996,762$
Expenditures
Series 2002 C - Principal DSF 1,000,000 675,000 1,000,000
Series 2002 C - Interest DSF 334,800 171,737 284,800 117,400
Series 2003 - Principal DSF 575,450 - - -
Series 2003 - Interest DSF - - -
Series 2003 B - Principal DSF 330,000 365,000 365,000 -
Series 2003 B - Interest DSF 114,873 104,560 104,560 46,623
Series 2004 - Principal DSF 150,000 710,000 710,000 735,000
Series 2004- Interest DSF 594,726 559,400 559,400 533,250
Series 2004 B - Principal DSF 1,120,000 1,150,000 1,150,000 1,210,000
Series 2004 B - Interest DSF 214,881 185,824 185,824 145,494
Series 2005 - Principal DSF 570,000 510,000 500,000 525,000
Series 2005 - Interest DSF 761,450 741,500 741,500 721,500
Series 2006 - Principal DSF 120,000 75,000 75,000 75,000
Series 2006 - Interest DSF 476,898 457,583 457,582 454,620
Series 2006 B Bonds - Interest DSF 604,126 604,126 604,126 302,063
Series 2007 - Principal DSF 1,115,000 1,075,000 1,075,000 1,115,000
Series 2007 - Interest DSF 685,577 654,625 654,626 626,520
Series 2008 A - Principal DSF 195,000 195,000 195,000 195,000
Series 2008 A - Interest DSF 149,863 144,012 144,012 138,162
Series 2008 C - Principal DSF 324,700 332,340 332,340 343,800
Series 2008 C - Interest DSF 417,755 408,014 408,014 398,044
Series 2008 D - Principal DSF 521,339 550,000 550,000 520,000
Series 2008 D - Interest DSF 31,378 31,378 47,874
Series 2010 - Estimated Interest/Principal DSF - 800,000 - -
Series 2010 A - Principal DSF - - 240,000
Series 2010 A - Interest DSF - 55,985 190,138
Series 2010 B - Principal DSF - - 695,000
Series 2010 B - Interest DSF - 51,978 176,528
Series 2004 - Principal SAF (Special Assessment - 75,000 75,000 80,000
Series 2004 - Interest SAF - 30,450 30,450 25,200
Series 2005 - Principal SAF 15,000 15,000 15,000 20,000
Series 2005 - Interest SAF 20,425 19,900 19,900 19,300
Series 2006 - Principal SAF - 50,000 50,000 50,000
Series 2006 - Interest SAF - 14,575 14,576 12,600
Series 2007 - Principal SAF 30,000 30,000 30,000 35,000
Series 2007 - Interest SAF 39,119 37,919 37,920 36,720
Series 2008 C - Principal SAF 17,000 17,400 17,400 18,000
Series 2008 C - Interest SAF 21,872 21,362 21,362 20,840
General Management and Support - 5,000 5,000
Transfer out - General Fund 500,004 - - -
Escrow Funding - - -
Bond Issuance Costs 200,000 75,000
Fiscal Agent Fees 5,150 8,000 6,000 8,000
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
166 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
Total Expenditures 11,025,008$ 11,019,705$ 10,558,733 9,957,676
Net Surplus (Deficit)(601,684)$ (247,422)$ (107,963)$ 2,039,086$
Beginning Fund Balance 956,558 354,874 246,911
Ending Fund Balance 354,874 246,911 2,285,997
Description of Major Activities
The property tax revenue for FY 2011 is on the cash basis and represents the 2010 levy which will primarily be received in calendar year
2011. The FY 2011 expenditures are budgeted on a cash basis and are the actual payments required to be made during the fiscal year
according to debt maturity schedules. FY 2009-10 Property tax and debt service numbers are actual cash received and disbursed during
FY 2009-10.
167 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 5,382,768 N/A N/A N/A
Transfer in- Downtown II TIF Capital Project Fund - N/A N/A N/A
Interest Income 18,277 N/A N/A N/A
Total Revenue 5,401,045 - - -
Expenditures
Series 2000C Principal - N/A N/A N/A
Series 2000C Interest - N/A N/A N/A
Paying Agent Fees - N/A N/A N/A
Contribution to Other Agency 820,000 N/A N/A N/A
General Management & Support - N/A N/A N/A
Final Year Projects 1,227,604 N/A N/A N/A
Close out Interfund Transfer - N/A N/A N/A
Transfer Out- General Fund 324,996 N/A N/A N/A
Transfer Out- Parking Fund 9,727,308 N/A N/A N/A
Transfer Out- Sherman Garage - N/A N/A N/A
Total Expenditures 12,099,908 - - -
Net Surplus (Deficit)(6,698,863)- - -
Beginning Fund Balance 6,698,863 - -
Ending Fund Balance - - -
Description of Major Activities
FY 2010-11
City of Evanston
Downtown II Special Tax Allocation Service Fund (Fund #325)
The Downtown II TIF expired 1/08 and the last year of incremental taxes received was calendar year
2009 (FY 09-10). This page is shown for historical information only and no further budget or actual
activity will be recorded subsequent to FY 09-10. The final interfund transfer to close the remaining
balance in the Downtown II TIF Fund to the Parking Fund was approved by City Council on 12/14/09.
In January 1985, the City Council adopted the Downtown II Tax Increment Financing (TIF) District
consisting of 26 acres of contiguous land located in the northwest portion of the central business
district of the City. Bonds were issued in 1986, 1992, 1996, and 1999. In June 2000, the City sold
$37.1 million in Series 2000 bonds, which were used to pay for redevelopment costs, construction of
a senior center, and the construction of a parking garage.
168 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 729,383 689,000 689,000 689,000
Interest Income 424 500 400 400
Total Revenue 729,807 689,500 689,400 689,400
Expenditures
General Management Support - - - -
Transfer Out- General Fund 120,396 120,400 120,395 120,400
Total Expenditures 120,396 120,400 120,395 120,400
Net Surplus (Deficit)609,411 569,100 569,005 569,000
Beginning Fund Balance 143,550 752,961 1,321,966
Ending Fund Balance 752,961 1,321,966 1,890,966
Description of Major Activities
Specific projects anticipated for 2011 include:
1. One or more storefront improvement grants.
2. The possibility of initial reimbursement of TIF increment to the owners of Skyline of Evanston
(Bristol Development) per the Redevelopment Agreement once the building achieves 90%
occupancy.
City of Evanston
Howard-Ridge TIF (Fund #330)
The City Council adopted the Howard-Ridge Tax Increment Financing (TIF) District on January 26,
2004. The TIF District is generally bounded on the north by various parcels that front Howard Street
and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago Transit
Authority (CTA) Red Line, on the south by City boundaries and on the west by Ridge Avenue. The TIF
District contains mixed residential uses, retail/commercial properties and institutional uses.
169 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Net Property Taxes 581,350 315,000 580,000 580,000
Interest Income 979 500 1,000 1,000
Total Revenue 582,329 315,500 581,000 581,000
Expenditures:
General Management & Support 30,000 - - -
Transfer to General Fund - 25,000 89,000 50,000
Capital Projects - 490,000 250,000 490,000
Total Expenditures 30,000 515,000 339,000 540,000
Net Surplus (Deficit)552,329 (199,500) 242,000 41,000
Beginning Fund Balance 382,791 935,120 1,177,120
Ending Fund Balance 935,120 1,177,120 1,218,120
Description of Major Activities
2011 Initiatives:
1. Preparation of a streetscape design for Dodge Avenue & Church Street corridors.
2. Completion of a neighborhood/economic development plan for that part of the TIF south of
Greenwood Avenue.
3. Funding of business development and assistance services.
City of Evanston
West Evanston TIF (Fund #335)
The City Council adopted the West Evanston Tax Increment Financing (TIF) District - in September
2005. The TIF District is generally bounded on the north by Emerson Street and by various parcels
that front Church Street, on the east by parcels that front Florence Avenue and Dodge Avenue, on
the south by Dempster Street properties that front Dempster Street and Greenleaf Street and on the
west by the City of Evanston's border, properties that front Hartrey Avenue and the property that
fronts the west side of Dodge Avenue. The TIF District contains mixed residential uses, retail,
commercial, industrial and institutional uses.
170 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description FY 2011
Position FTE
Full-Time Regular 1.00
5999 Total 1.00
1.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Bond Proceeds - 7,852,243 6,500,000 5,078,500
Installment Loan Proceeds - 400,000 - -
Grants - 5,129,385 1,786,565 4,231,473
Intergovernmental Revenue 260,635 - -
Private Contributions - 450,000 - 575,000
Miscellaneous 350,639 - 72,922 149,000
Interest Income 47,597 50,000 - -
Total Revenue 658,871 13,881,628 8,359,487 10,033,973
Expenditures
Administration - - - 95,680
Capital Outlay 8,160,902 16,331,628 7,743,253 13,014,138
Interfund Transfers Out 246,678 300,000 300,000 300,000
Total Expenditures 8,407,580 16,631,628 8,043,253 13,409,818
Net Surplus (Deficit)(7,748,709) (2,750,000) 316,234 (3,375,845)
Beginning Fund Balance 13,190,483 5,441,774 5,758,008
Ending Fund Balance 5,441,774 5,758,008 2,382,163
Notes for Financial Summary
Description of Major Activities
City of Evanston
Capital Improvement Fund (Fund #415)
The Capital Improvements Fund accounts for all capital outlay expenditures not included in other funds
as outlined in the Capital Improvements Plan.
Position Description
Civil Engineer II
Capital Improvement Fund Total
This Fund accounts for all capital outlay expenditures not included in another Fund as outlined in the
detailed Capital Improvements Plan.
171 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Special Assessments Collected 240,324 550,000 550,000 550,000
Bond Proceeds - - - -
Grant Proceeds 21,073 - - -
Investment Income 11,532 25,000 25,000 25,000
Total Revenue 272,929 575,000 575,000 575,000
Expenditures
Transfer to Debt Service Fund 311,604 317,659 311,606 317,659
Capital Improvements - 480,000 630,000 1,575,000
General Management Support 110 - - -
Other Costs 616,174 - - -
Total Expenditures 927,888 797,659 941,606 1,892,659
Net Surplus (Deficit)(654,959) (222,659) (366,606) (1,317,659)
Beginning Fund Balance 4,488,788 3,833,829 3,467,223
Ending Fund Balance 3,833,829 3,467,223 2,149,564
Description of Major Activities
City of Evanston
Special Assessment Fund (Fund #420)
Fund serves as collection center for special assessments by residential homeowners for their share
of the cost for alley paving. Beginning in FY10-11, 100% of alley paving costs (homeowner and City
share) will be paid out of this Fund.
172 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description
FY 2011
Position FTE
Parking System Management
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 0.50
7005 Total 6.50
Parking Lots & Meters
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 4.00
7015 Total 8.00
Maple Garage
Full-Time Regular 1.00
7037 Total 1.00
15.50
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
Parking Lots & Meters Operations 2,750,568 2,832,000 2,726,000 2,349,060
Church Street Garage Operations 682,400 810,000 700,000 583,333
Maple Avenue Garage Operations 1,001,896 1,367,000 1,123,000 1,138,711
Sherman Avenue Garage Operations 1,245,712 1,598,000 1,512,000 1,331,134
Transfer In- Washington National TIF 2,600,052 3,385,900 3,385,900 2,820,455
Interfund Transfer- From Downtown II TIF 12,852,947 - -
Downtown TIF Revenues 9,268,183
Interest Income 26,203 34,900 34,900
Reserve for Future Repairs/Replacement - 2,044,000 2,044,000 2,044,000
Total Revenue 30,427,961 12,071,800 11,490,900 10,301,593
Operating Expenses
7005 - Parking System Administration 910,972 661,407 877,993 743,677
7015 - Parking Lots and Meters 904,412 971,743 950,433 799,498
7025 - Church Street Self Park 518,345 800,100 763,000 674,084
7030 - Church Street Debt Payments 1,140,686 159,700 170,166 133,030
7036 - Sherman Avenue Garage 2,728,918 5,878,900 5,744,772 5,324,706
7037 - Maple Avenue Garage 1,868,211 1,920,991 1,873,829 1,680,189
7038 - TIF Bond/Transfers 14,201,058 - - -
7050 - Interfund Transfers Out 777,492 964,276 964,276 803,242
Capital Improvements - - - 3,242,598
Total Expenditures 23,050,094 11,357,117 11,344,469 13,401,024
Parking System Supervisor
Customer Service Representatives
Traffic Engineering Technician
Parking Fund Total
Parking Repair Worker
Public Works Crew Leader
Public Works Maint. Worker II
Public Works Maint. Worker II
City of Evanston
Parking Fund Summary (Fund #505)
Position Description
Parking Manager
Parking Facilities Supervisor
173 As Amended on 08/01/11
City of Evanston
Parking Fund Summary (Fund #505)
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Net Surplus (Deficit)7,377,867 714,683 146,431 (3,099,431)
Beginning Fund Balance 13,714,370 16,158,991 16,305,422
Ending Fund Balance 21,092,237 16,305,422 13,205,991
Downtown TIF and TIF CIP beginning fund
balance (6,309,388)
Unrestricted Portion of Fund Balance 14,782,849
Restricted Portion of Fund Balance 1,376,142
Notes for Financial Summary
The Sherman Avenue and Maple Avenue Garage Funds were consolidated with the Parking Fund in FY 2009-10.
Performance Report on FY 2010-2011 Major Program Objectives
2011 Department Initiatives
This year’s focus was on the continuing development of a preventive maintenance program for the three parking garages. A
structural analysis of the three downtown parking garages was completed in February 2010. Maintenance schedules and
financial plans are being developed to implement recommended repairs. There were no increases in meter rates in outlying or
downtown business areas and of the monthly garage parking pass. The 2007 investigation of multi-space metering equipment
has led to the installation of one device in Lot #60 and a second meter in Lot #14 in March 2009 and a third meter in Lot #10 to
be installed in October 2010. A retrofit of the lighting system for the Church Street Self Park was approved and is to be installed
in the fall of 2010 using fluorescent technology which will reduce energy costs.
Continue to work with large and small development projects to provide parking and encourage use of the garages for employee
parking while investigating the possibility of expanding the program to the upper level of the Maple Ave. garage.
Continue to develop strategies to provide adequate and reasonable parking for businesses and employees.
Evaluate a long-term funding mechanism for Parking structure replacement. The current accumulated depreciation in the fund
per the 2009-10 Audit is $13.7 million. This means that a substantial portion of the projected fund balance at the end of 2011
could be reserved for future capital replacement.
Staff implemented a reduced monthly rate plan for the top floor of the Sherman Avenue Self Park at $50 per month and has
developed a premium monthly rate pass which will allow access to all three (3) downtown parking garages. The lighting in the
Maple Avenue Self Park was retrofitted with fluorescent technology along with repairs within the structure and improvements of
the façade at the end of 2009. Forty-one (41) IPS single-space on-street meters are recommended to be purchased in the fall of
2010. The technology accepts credit cards as well as coin.
174 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7005 PARKING SYSTEMS
61010 REGULAR PAY 998,324 899,438 899,398 799,212
61060 SEASONAL EMPLOYEES 11,000 6,800 9,163
61110 OVERTIME PAY 12,636 18,700 15,700 15,577
61210 LONGEVITY 7,814 13,400 13,400 11,864
61415 TERMINATION PAYOUTS 22,196
61447 OPEB EXPENSES 11,846
61510 HEALTH INSURANCE 164,000 179,403 179,403 89,353
61615 LIFE INSURANCE 1,500 1,500 1,500 220
61626 CELL PHONE ALLOWANCE 570
61630 SHOE ALLOWANCE 585 500 584 520
61710 IMRF 62,027 115,100 115,100 81,108
61725 SOCIAL SECURITY 44,242 60,800 60,800 51,118
61730 MEDICARE 10,347 14,200 14,200 11,940
62135 ARCHITECTURAL SERVICES 52,250
62140 DESIGN ENGINEERING SERVICES 3,526
62145 ENGINEERING SERVICES 17,717
62185 OTHER CONSULTING SERVICES 6,202
62205 ADVERTISING 879
62210 PRINTING 153 100 60 83
62216 ART PROJECT 108,129
62225 BLDG MAINTENANCE SERVICES 7,922 11,000 10,000 2,565,761
62230 IMPROVEMENT MAINT SERVICE 59,468 115,000 115,000 781,795
62235 OFFICE EQUIPMENT MAINT 100 80 83
62245 OTHER EQMT MAINTENANCE 4,750 5,500 5,500 6,800
62275 POSTAGE CHARGEBACKS 1,795 2,200 1,800 1,833
62295 TRAINING & TRAVEL 957 4,000 2,000 3,332
62305 RENTAL OF AUTO-FLEET MAINTEN.78,412 22,000 22,000 18,326
62309 RENTAL OF AUTO REPLACEMENT 7,700 7,700 6,414
62350 FISCAL AGENT SERVICES 500 500 500
62360 MEMBERSHIP DUES 669 900 715 750
62375 RENTALS 69,348 90,000 77,000 76,306
62380 COPY MACHINE CHARGES 201 200 102 167
62400 CONTRACT SVC-PARK GARAGE 1,796,049 2,061,000 1,903,000 1,716,813
62425 ELEVATOR CONTRACT COSTS 82,490 103,000 97,000 97,600
62431 ARMORED CAR SERVICES 65,518 52,500 47,000 43,733
62509 SERVICE AGREEMENTS / CONTRACTS 178,059 206,700 204,700 194,000
62600 COPY CHARGES - CHARGEB 28,066
62605 OTHER CHARGES 132,000
62635 OTHER INSURANCE 42,000 42,000 42,000 35,000
62660 BUSI.ATTRACTIONS/EXPANSION INV 56,240 100,000 90,000 83,300
62665 CONTRIB TO OTHER AGENCIES 820,000
62685 REIMB. GF FOR ADMIN. EXP 927,492 644,500 644,500 536,869
62705 BANK SERVICE CHARGES 82,195 58,000 52,400 48,314
62715 AMORT.& BOND COSTS 74,054-
62721 ESCROW FUNDING 216,693
64005 ELECTRICITY 495,487 439,500 380,900 366,104
64015 NATURAL GAS 1,030 1,000 1,000 833
64505 TELECOMMUNICATIONS - CARRIER L 49,006 61,000 57,000 50,813
64540 TELECOMMUNICATIONS - WIRELESS 6,232 5,800 5,928 4,831
65005 AGRI/BOTANICAL SUPPLIES 3,478 6,500 6,000 5,415
65020 CLOTHING 216 1,000 700 833
65040 JANITORIAL SUPPLIES 619 1,000 1,000 833175As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
65045 LICENSING/REGULATORY SUPP 2,242 5,000 3,800 4,165
65050 BLDG MAINTENANCE MATERIAL 14,886 34,100 30,600 28,405
65070 OFFICE/OTHER EQT MTN MATL 8,289 14,000 14,000 14,912
65085 MINOR EQUIPMENT & TOOLS 1,131 1,000 1,000 833
65095 OFFICE SUPPLIES 1,209 1,500 1,500 1,250
65511 BUILDING IMPROVEMENTS 279,800
65515 OTHER IMPROVEMENTS 705,223
66025 TRAN.TO DS FUND- ERI DEBT SERV 25,544
66132 TRANSFER TO GF-INSURANCE 174,996 319,776 319,776 266,373
66144 TRANSFER TO SHERMAN GARAGE 11,799,996
68010 DEPRECIATION EXPENSE 1,990,851 2,044,000 2,309,857 1,943,217
68205 CONTINGENCIES 12,138 17,900 17,400 14,911
68305 DEBT SERVICE-PRINCIPAL 3,563,600 3,564,066 3,383,330
68315 DEBT SERVICE-INTEREST 1,402,123
7005 PARKING SYSTEMS 23,050,093 11,357,117 11,344,469 13,401,024
176 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description
FY 2011
Position FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 6.00
Full-Time Regular 2.00
Full-Time Regular 3.00
Full-Time Regular 10.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 0.50
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
42.00
42.00
Financial Summary
Operating Revenues
Evanston 5,102,756 5,675,000 5,016,000 4,647,499
Skokie 2,594,765 2,690,000 2,690,000 2,286,500
Northwest Commission 4,506,067 4,100,000 4,200,000 3,570,300
Investment Earnings 48,126 12,000 2,000 9,996
Debt Proceeds - 3,500,000 3,340,000
Debt Proceeds (zero interest)- 531,335 1,427,906 -
Fees and Merchandise Sales 158,370 50,000 40,000 35,000
Fees and Outside Work 74,480 80,000 80,000 146,640
Chemist
Division Chief, Filtration
Water/Sewer Mechanic (6 @ 1 FTE)
Water Maintenance Supervisor (2 @ 1 FTE)
Water Plant Operator (10 @ 1 FTE)
Water Worker II (3 @ 1 FTE)
Water/Sewer Mechanic (2 @ 1 FTE)
2009-2010
Actual
2010-2011
Adopted
Budget
Division Chief, Distribution
Fac Maint Worker/Custodian I
Meter Service Coordinator
Water Distribution Supervisor
Water/Sewer Crew Leader (3 @ 1 FTE)
Division Chief, Pumping
Asst Superin, Water Production
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Position Description
Utilities Director
Exec Secretary (non-Dept Head)
Asst Superin, Const & Fld Svcs
Microbiologist
Plumbing Inspector
Water Worker I (3 @ 1 FTE)
Water Fund Total
7100 TOTAL
Civil Engineer III
2010-2011
Estimated
Actual
2011
Adopted
Budget
177 As Amended on 08/01/11
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Grants 7,535 510,246 628,237 350,000
Phosphate Sales 19,993 60,000 50,000 49,980
Property Sales and Rentals 173,171 184,200 184,200 193,388
Misc Revenue 57,340 63,000 - -
Total Revenue 12,742,603 17,455,781 14,318,343 14,629,303
Operating Expenses
General Support 785,180 788,521 702,473 681,872
Pumping 2,284,009 2,655,827 2,653,657 2,270,869
Filtration 2,214,043 2,492,978 2,487,978 2,138,628
Distribution 1,197,073 1,384,891 1,327,661 1,260,167
Meter Maintenance 337,999 356,611 337,701 320,115
Other Operating Expenses 938,456 239,800 239,800 219,791
Debt Service 616,555 657,560 679,142 82,542
Capital Outlay 13,815 155,000 153,000 115,500
Capital Improvement 1,756,043 7,600,581 2,790,980 7,670,000
Depreciation - - - -
Interfund Transfers Out- General Fund 2,693,604 3,286,800 3,286,800 2,737,748
Interfund Transfers Out- Insurance Fund - 468,492 468,492 390,410
Total Expense 12,836,777 20,087,061 15,127,684 17,887,642
Net Surplus (Deficit)(94,174) (2,631,280) (809,341) (3,258,339)
Beginning Unrestricted Fund Balance 8,136,283 8,042,109 7,232,768
Ending Unrestricted Fund Balance 8,042,109 7,232,768 3,974,429
Revenue Projections
Notes for Financial Summary
Performance Report on FY 2010-11 Major Program Objectives
2009-2010
Actual
2010-2011
Adopted
Budget
2010-2011
Estimated
Actual
Revenues from the sale of water are projected to meet budget estimates. The projected revenue compared to
budget estimate for Evanston residents will not be achieved. However, revenues from sale of water to Skokie
and the Northwest Commission are trending higher allowing total revenue for water sales to meet budget goals.
The Water Division deferred the implementation of three major capital projects which also delayed the need to
sell water bonds to fund these projects.
During FY 2010-2011, the Water Division continued to work on a number of capital improvement projects as well
as the continued maintenance and operations of the facilities.
2011
Adopted
Budget
The Administration Section continued implementation and management of the workforce development program.
One Evanston resident began the second year of the two year job training program. Interns were hired to work
with the maintenance staff as well as on the Water & Sewer Division’s GIS/CityWorks application. Several
current employees participated in the mentorship program to develop skills that will allow them more
opportunities for advancement within the Division. The Administration staff also continued providing oversight on
several capital improvement projects.
178 As Amended on 08/01/11
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
2011 Department Initiatives
3. Continue to develop and implement a strategy to expand Evanston’s wholesale water customer base.
4. To work with the Public Works Divisions to coordinate capital improvement projects.
1. The Water Division continues to strive to be a leader in the public drinking water industry by providing high
quality water to over 350,000 customers. Our number one objective is to continue vigilantly monitoring the
quality and quantity of water provided to our customers.
2. To assure the quality of the potable water supply by completing major treatment plant improvements
including the replacement of the Supervisory Control And Data Acquisition (SCADA) system and
rehabilitation and renovation the 1964 filters and the 1964 filter roof structures.
The Pumping Section was actively involved in the inaugural use of the 54-inch intake anchor ice control system.
The system was installed in the fall/early winter of 2009 and provided the Water Utility with additional protection
against intake icing. The Division was also responsible for the inspection and oversight on the repair and
replacement of the High Lift Pumping Building roof. Replacement of the roof on this structure was required so
that a 25kw Photo Voltaic Solar Power system could be installed in this location. Pumping Division staff
participated in the implementation and management of this solar power pilot project. Staff was also responsible
for the oversight and management of the tuckpointing of the Pumping Station structure. In addition, Pumping
Division staff also supervised the asbestos removal and remediation in Pumping Station.
The Filtration Section completed the required work on the expansion and upgrade of the workshop that was part
of the Water Plant Improvement project. Staff also assisted in the collection and analysis of data regarding the
remediation of the 1964 Filters and roofing structure for the purpose of bidding the project and providing
construction oversight. The Division also finalized the installation of 24 new filter turbidimeters. These units
measure turbidity (suspended material) throughout the treatment process and turbidity is a primary regulatory
compliance parameter for the facility. The staff also was responsible for the replacement and installation of the
dehumidification system located in the West Filter Plant building.
Distribution Section staff has been extremely busy making the needed repairs and replacements in advance of
this year’s street resurfacing program. The section also continued performing C-factor or roughness testing of
several water mains to determine the carrying capacity of the water mains.
The Meter Section, beginning in September of 2008 and ending in April of 2010 was responsible for much of the
set up, installation and implementation of the new AQUAS (A Quality Utility Account System) installation. This
new system replaced the billing software that was installed in 1995 and allows the Division much more flexibility
in all aspects of the metering and billing process. A comprehensive meter division work order system as well as
a new internet billing system was also a part of this process. In addition, staff continued to maintain and upgrade
the Automated Meter Reading (AMR) system originally installed in 2001-2002.
179 As Amended on 08/01/11
2009‐10
Actual
2010‐11
Budget
2010‐11
Estimate
2011
Approved
7100 WATER DEPARTMENT
61010 REGULAR PAY 2,724,871 2,809,964 2,809,964 2,495,517
61055 TEMPORARY EMPLOYEES 38,350
61060 SEASONAL EMPLOYEES 26,045 20,500 20,540 19,104
61070 MISCELLANEOUS SALARY EXP 385
61071 INTERNSHIP PROGRAM 1,380 12,500 12,500 10,413
61072 JOB TRAINING PROGRAM 35,387 62,400 31,200 51,979
61110 OVERTIME PAY 104,421 114,300 115,400 95,212
61210 LONGEVITY 42,763 42,900 42,900 36,381
61410 SHIFT DIFFERENTIAL 14,875
61415 TERMINATION PAYOUTS 58,470
61510 HEALTH INSURANCE 454,600 497,564 497,564 521,986
61615 LIFE INSURANCE 4,400 4,400 4,400 1,282
61625 AUTO ALLOWANCE 1,800 1,800 4,450 4,150
61626 CELL PHONE ALLOWANCE 305
61630 SHOE ALLOWANCE 4,827 5,000 4,890 4,810
61710 IMRF 251,307 366,100 366,100 253,190
61725 SOCIAL SECURITY 182,977 192,400 192,400 159,496
61730 MEDICARE 43,274 44,900 44,900 37,277
62180 STUDIES 5,869 157,000 112,000 128,306
62185 OTHER CONSULTING SERVICES 12,750
62210 PRINTING 4,340 7,200 5,200 5,998
62225 BLDG MAINTENANCE SERVICES 58 3,500 3,500 2,916
62227 ADVOCACY SVCS‐HOLLAND & KNIGHT 11,250
62230 IMPROVEMENT MAINT SERVICE 24,608 62,500 18,000 58,408
62235 OFFICE EQUIPMENT MAINT 145 1,900 1,900 1,583
62245 OTHER EQMT MAINTENANCE 15,342 38,500 38,500 33,239
62273 LIEN FILING FEES 1,500 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,851 3,000 3,000 2,499
62295 TRAINING & TRAVEL 19,483 26,900 22,700 21,396
62305 RENTAL OF AUTO‐FLEET MAINTEN.232,290 122,800 122,800 102,292
62309 RENTAL OF AUTO REPLACEMENT 72,300 72,300 60,226
62315 POSTAGE 19,211 21,700 21,700 18,076
62340 COMPUTER LICENSE & SUPPORT 17,505 63,400 63,400 49,500
62350 FISCAL AGENT SERVICES 300
62360 MEMBERSHIP DUES 1,433 6,500 2,420 2,570
62380 COPY MACHINE CHARGES 1,900 966 1,583
62381 COPY MACHINE LEASES 2,000 1,016 1,666
62415 DEBRIS/REMOVAL CONTRACTUAL COS 21,446 50,000 42,000 40,000
62420 MWRD FEES 303,796 473,100 473,100 395,595
62455 WTR/SWR BILL PRINT AND MAIL CO 12,677 9,200 9,200 7,664
62460 WTR/SWR BILL EPAYMENT CONTRACT 2,821 15,000 15,000 12,495
62463 WATER MAINTENANCE CONTRACTS 1,000 1,000 833
62465 OUTSIDE LABARATORY COSTS (HLTH 6,378 18,000 18,000 15,894
62540 MAINT. OFC. EQT.‐CHGBACKS 63
62680 TRANSFER TO GF‐DATA PROC 90,696
62685 REIMB. GF FOR ADMIN. EXP 483,996
62705 BANK SERVICE CHARGES 38,590
62730 GAIN/LOSS SALE FIXED ASST 15,354
64005 ELECTRICITY 836,338 1,285,000 1,285,000 1,070,405
64015 NATURAL GAS 103,245 186,500 186,500 155,355
64505 TELECOMMUNICATIONS ‐ CARRIER L 6,942 9,400 9,400 7,830
64540 TELECOMMUNICATIONS ‐ WIRELESS 14,226 15,400 15,360 15,288
180 As Amended on 08/01/11
65005 AGRI/BOTANICAL SUPPLIES 859 1,000 1,000 833
65010 BOOKS, PUBLICATIONS, MAPS 2,147 7,300 7,000 4,250
65015 CHEMICALS 398,487 505,000 505,000 420,665
65020 CLOTHING 2,486 8,400 8,400 4,832
65030 PHOSPHATE CHEMICALS 37,289 108,000 103,000 89,964
65035 PETROLEUM PRODUCTS 7,688 15,500 13,300 12,912
65040 JANITORIAL SUPPLIES 4,166 6,100 6,100 5,081
65050 BLDG MAINTENANCE MATERIAL 6,405 8,200 8,200 6,831
65051 MATERIALS‐ STREETS DIVISION 20,212 27,600 23,000 22,991
65055 MATER. TO MAINT. IMP.104,209 150,000 130,000 124,950
65070 OFFICE/OTHER EQT MTN MATL 144,853 163,800 163,800 136,445
65075 MEDICAL & LAB SUPPLIES 13,420 20,000 20,000 16,660
65080 MERCHANDISE FOR RESALE 20,975 50,000 50,000 35,000
65085 MINOR EQUIPMENT & TOOLS 6,128 7,100 7,100 5,914
65090 SAFETY EQUIPMENT 2,937 3,700 3,700 3,082
65095 OFFICE SUPPLIES 4,298 5,500 5,500 4,582
65105 PHOTO/DRAFTING SUPPLIES 168 500 500 417
65515 OTHER IMPROVEMENTS 2,262,312 4,317,581 2,542,364 4,010,047
65555 PERSONAL COMPUTER EQUIPMENT 4,000
65702 WATER GENERAL PLANT 15,794 3,238,000 401,616 3,251,500
65703 WATER PUMPING PLANT 200,000 519,953
66020 TRANSFERS TO OTHER FUNDS 2,883,504 3,755,292 3,755,292 3,128,158
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 79,736
68205 CONTINGENCIES 1,000 1,000 833
68305 DEBT SERVICE‐PRINCIPAL 616,555 657,560 679,142 82,543
68315 DEBT SERVICE‐INTEREST
7100 WATER DEPARTMENT 12,836,777 20,087,061 15,127,684 17,887,648
181 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description
FY 2011
Position FTE
Sewer Fund
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 3.00
Full-Time Regular 4.00
Full-Time Regular 1.00
7400 Total 13.00
13.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenues
Operations 13,242,839 14,284,000 13,067,200 10,931,000
Debt Proceeds - - 4,000,000 8,687,475
Investment Earnings 12,691 4,000 1,300 3,332
Miscellaneous 682,962 - 93,550 89,586
Total Revenue 13,938,492 14,288,000 17,162,050 19,711,393
Operating Expenses
Sewer Operations 1,613,823 1,972,921 1,902,571 1,673,727
Other Operating Expenses 463,837 53,100 43,100 21,000
Interfund Transfers Out (excluding Fleet)- 536,203 536,203 446,657
Capital Outlay 30,000 - 12,000
Capital Improvement Account 913,313 700,000 291,000 687,475
Depreciation -
Debt Service 14,091,463 14,215,356 14,215,356 14,215,356
Total Expenses 17,082,436 17,507,580 16,988,230 17,056,215
Net Surplus (Deficit)(3,143,944) (3,219,580) 173,820 2,655,178
Beginning Unrestricted Fund Balance 5,735,564 3,406,684 2,591,620 2,765,440
Ending Unrestricted Fund Balance 2,591,620 187,104 2,765,440 5,420,618
-
Notes for Financial Summary
Revenue Projections
Sewer Supervisor
Water Worker I
Water Worker II
Plumbing Inspector
City of Evanston
Sewer Fund Summary (Fund #515)
Sewer Fund Total
Position Description
Division Chief, Distribution
Engineering Associate II
Water/Sewer Crew Leader
Sewer Fund revenues are forecasted to be approximately 8% ($1.1M) below the estimated budget revenue for fiscal
year 2010-11.
Revenue projections for FY 2011 are estimated to continue decreasing approximately 1% consistent with the trend
of decreased in water sales observed over the past several years.
182 As Amended on 08/01/11
City of Evanston
Sewer Fund Summary (Fund #515)
Performance Report on FY 2010-11 Major Program Objectives
2011 Department Initiatives
During Fiscal Year 2010-11 capital improvements were limited to replacing or rehabilitating sewers on streets being
resurfaced.
The Sewer Division crews continued performing the prevenative maintenance of cleaning the sewer system in one-
third of the City on an annual basis. During FY 10/11 the crews cleaned over 2,800 drainage structures and flushed
over 25,000 feet of sewer pipe. The Division continues to replace or repair deteriorated drainage structures and
manholes as well as repairing collapsing sewer mains. The crews also performed all of the Closed Circuit TV
inspections of the sewers under streets proposed to be resurfaced in 2011 in order to determine the repairs needed
prior to the paving of the street.
1. In FY 2011 the Sewer Division will continue to coordinate the repair of sewer mains in advance of the street
resurfacing program.
2. In FY 2011, the Sewer Division will continue to provide the preventative maintenance cleaning and
inspection of sewer mains and drainage structures.
3. The Sewer Division will also perform the inspection of combined and storm sewer outfalls in accordance
with IEPA requirements.
183 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7400 SEWER DEPARTMENT
61010 REGULAR PAY 761,094 821,223 821,223 663,778
61060 SEASONAL EMPLOYEES 768 4,800 4,800 4,800
61110 OVERTIME PAY 16,342 27,600 27,600 22,991
61114 SNOW OT 94
61210 LONGEVITY 12,323 9,000 9,000 10,507
61410 SHIFT DIFFERENTIAL 73
61415 TERMINATION PAYOUTS 7,664
61447 OPEB EXPENSES 11,956
61510 HEALTH INSURANCE 148,000 161,998 161,998 142,255
61615 LIFE INSURANCE 1,200 1,200 1,200 246
61630 SHOE ALLOWANCE 1,738 1,400 1,700 1,820
61710 IMRF 68,704 105,700 105,700 67,428
61725 SOCIAL SECURITY 47,558 55,500 55,500 42,397
61730 MEDICARE 11,122 13,000 13,000 9,897
62180 STUDIES 30,000 20,000
62227 ADVOCACY SVCS-HOLLAND & KNIGHT 11,250
62230 IMPROVEMENT MAINT SERVICE 18,000 18,000 14,994
62245 OTHER EQMT MAINTENANCE 5,416 6,000 6,000 4,998
62295 TRAINING & TRAVEL 2,894 5,600 5,600 3,000
62305 RENTAL OF AUTO-FLEET MAINTEN.181,371 177,800 177,800 148,107
62309 RENTAL OF AUTO REPLACEMENT 127,700 127,700 106,374
62315 POSTAGE 12,788 19,100 19,100 15,910
62340 COMPUTER LICENSE & SUPPORT 2,000 2,100 2,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 25,863 50,000 42,000 41,650
62421 NPDES FEES - SEWER 21,004 21,000 21,000 21,000
62455 WTR/SWR BILL PRINT AND MAIL CO 7,984 9,200 9,200 7,664
62460 WTR/SWR BILL EPAYMENT CONTRACT 15,000 15,000 12,495
62461 SEWER MAINTENANCE CONTRACTS 143,142 465,000 286,000 465,000
62680 TRANSFER TO GF-DATA PROC 69,696
62685 REIMB. GF FOR ADMIN. EXP 72,504
62705 BANK SERVICE CHARGES 19,612
62721 ESCROW FUNDING 626,138-
64540 TELECOMMUNICATIONS - WIRELESS 5,387 6,300 5,650 3,470
65015 CHEMICALS 1,709 2,000 2,000 1,666
65020 CLOTHING 89-1,600 1,600 1,333
65040 JANITORIAL SUPPLIES 101 400 400 333
65050 BLDG MAINTENANCE MATERIAL 1,098-
65051 MATERIALS- STREETS DIVISION 19,269 27,600 23,000 22,991
65055 MATER. TO MAINT. IMP.39,915 74,400 62,000 61,975
65070 OFFICE/OTHER EQT MTN MATL 6,912 8,000 8,000 6,664
65085 MINOR EQUIPMENT & TOOLS 1,594 3,500 3,500 2,916
65090 SAFETY EQUIPMENT 2,292 3,500 3,500 2,916
65515 OTHER IMPROVEMENTS 41,732 450,000 175,000 937,424
65555 PERSONAL COMPUTER EQUIPMENT 122-12,000
65625 FURNITURE, FIXTURE & EQUIPMENT 27,159 30,000
66020 TRANSFERS TO OTHER FUNDS 536,203 536,203 446,657
66025 TRAN.TO DS FUND- ERI DEBT SERV 21,235
66132 TRANSFER TO GF-INSURANCE 108,396
66138 TRAN TO GF- PUB.WORKS SUPPORT 123,804
66139 TRAN TO GF - WORKERS COMP.39,396
68010 DEPRECIATION EXPENSE 3,203,543
68205 CONTINGENCIES 800 800 666184As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7400 SEWER DEPARTMENT 4,646,669 3,292,224 2,772,874 3,340,808
185 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Description
Full-Time Regular 10.00
7690 Total 10.00
10.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
Solid Waste Franchisee Fees - - - 141,610
SWANCC Recycling Incentive - - - 124,950
Recycling Service Charge - - - 1,826,269
Sanitation Svc. Chg. Penalty - - - 16,660
Special Pickup Fees - - - 100,000
State Recycling Grant - - - 45,000
Trash Cart Sales - - - 15,000
Yard Waste Fee - - - 680,000
Total Revenue - - - 2,949,489
Operating Expense - - -
Refuse Collection & Disposal - - - 1,975,110
Residential Recycling Collection - - - 960,841
Yard Waste Collection - - - 1,031,334
Total Expenditures 3,967,285
Net Surplus (Deficit)- - - (1,017,796)
Beginning Fund Balance - - - -
Ending Fund Balance - - - (1,017,796)
Description of Major Activities:
City of Evanston
Solid Waste (Fund #520)
Yard waste removal service is provided once per week to all qualified residential units under this budget
element. Yard waste collection runs from the first week of April through the first week of December.
During the fall, yard waste operations increase dramatically with the addition of leaf collection. This
element also performs leaf collection. All residential streets posted with alternate parking signs are
cleaned at least twice during the leaf collection operation. This operation begins in mid-October and
continues until the end of November. During the seven week period, streets requiring special posting
are cleaned during the first two weeks of November.
Position Description
Equipment Operator II
The Solid Waste Agency of Northern Cook County (SWANCC) provides a recycling incentive rebate
that is based on the tons of recycled material collected. The incentive is used to offset the purchase of
recycle carts.
Solid Waste Fund Total
Full refuse-removal service is provided once per week to all family residences of 1-4 units under this
program element. Twenty routes are scheduled for a four-day work-week (Monday through Thursday).
Condominium buildings and cooperative apartment units are serviced twice a week by a private hauler
186 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7650 REFUSE AND RECYCLING
61010 REGULAR PAY 573,434
61060 SEASONAL EMPLOYEES 79,000
61110 OVERTIME PAY 22,908
61210 LONGEVITY 7,308
61510 HEALTH INSURANCE 145,746
61615 LIFE INSURANCE 198
61630 SHOE ALLOWANCE 1,560
61710 IMRF 58,172
61725 SOCIAL SECURITY 41,259
61730 MEDICARE 9,656
62210 PRINTING 20,826
62275 POSTAGE CHARGEBACKS 167
62295 TRAINING & TRAVEL 1,167
62305 RENTAL OF AUTO-FLEET MAINTEN.248,392
62309 RENTAL OF AUTO REPLACEMENT 147,608
62380 COPY MACHINE CHARGES 1,499
62390 CONDOMINIUM REFUSE COLL 458,150
62405 SWANCC DISPOSAL FEES 899,640
62415 DEBRIS/REMOVAL CONTRACTUAL COS 979,678
65015 CHEMICALS 167
65020 CLOTHING 1,500
65055 MATER. TO MAINT. IMP.330
65085 MINOR EQUIPMENT & TOOLS 666
65090 SAFETY EQUIPMENT 916
65125 OTHER COMMODITIES 500
65625 FURNITURE, FIXTURE & EQUIPMENT 166,600
66025 TRAN.TO DS FUND- ERI DEBT SERV 16,939
68310 DEBT SERVC OTHER AGENCIES 83,300
7650 REFUSE AND RECYCLING 3,967,285
187 As Amended on 08/01/11
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
General Fund 3,009,527 4,047,800 4,047,726 2,877,885
Parking Fund 78,412 29,700 29,700 24,740
Water Fund 232,290 195,100 195,100 162,518
Sewer Fund 181,371 305,500 305,500 254,482
Solid Waste Fund - - - 396,000
Sale of Surplus Property 124,317 252,260 40,000 350,000
Damage to City Property 8,820 29,770 29,700 24,798
Miscellaneous Revenue - - - -
Interest Income 1,068 5,000 810 4,165
Total Revenues 3,635,805 4,865,130 4,648,536 4,094,588
Expenditures
General Support 337,585 287,135 254,259 236,857
Major Maintenance 2,926,315 2,914,725 3,167,399 2,934,771
Capital Outlay 35,783 1,700,000 1,234,740 1,933,320
Depreciation - - - -
Total Expenditures 3,299,683 4,901,860 4,656,398 5,104,948
Net Surplus (Deficit)336,122 (36,730) (7,862) (1,010,360)
Beginning Fund Balance 583,041 919,163 911,301
Ending Fund Balance 919,163 911,301 (99,059)
Description of Major Activities
City Of Evanston
Fleet Services Fund Summary (Fund #600)
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle
replacements were completed prior to January of 2010. Snowplows were sandblasted and repainted as needed prior to
December 2009.
Total Full-Time Equivalent Positions:
Employee Status 2010-2011
Description Position Description Position FTE
Full-Time Regular Fleet Manager 1.00
Full-Time Regular Auto Shop Supervisor 1.00
Full-Time Regular Equipment Mechanic III 8.00
Full-Time Regular Equipment Parts Technician 1.00
Full-Time Regular Lead Mechanic 1.00
Total 12.00
Fleet Fund Total 12.00
Fleet Fund
188 As Amended on 08/01/11
City Of Evanston
Fleet Services Fund Summary (Fund #600)
2011 Initiatives
1. Maintain the 10-year vehicle/equipment replacement and funding requirements schedule
2. Develop a comprehensive Fleet Plan that defines existing policies and procedures for all city
vehicles.
3. Complete training of each new employee prior to placing a new vehicle into service.
4. Provide each employee with at least one training opportunity annually to enhance technical and
interpersonal skills.
5. Repair, sandblast, and repaint leaf pushers, snowplows, and spreaders as needed.
6. Expand use of fleet management software in order to improve customer service.
7. Conduct internal analysis of overall Fleet Services operations, including parts, purchasing and
inventory; work order process; accurate billable hours/mechanic; preventative maintenance
schedules, etc; to identify potential improvements in service.
189 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7700 FLEET DEPARTMENT
61010 REGULAR PAY 961,180 761,684 749,005 674,614
61110 OVERTIME PAY 15,968 36,000 33,328 29,988
61114 SNOW OT 11,501
61210 LONGEVITY 11,099 10,700 10,700 7,973
61410 SHIFT DIFFERENTIAL 10,637 13,354 13,354 3,749
61415 TERMINATION PAYOUTS 18,587
61447 OPEB EXPENSES 8,586
61510 HEALTH INSURANCE 158,600 138,470 138,470 184,418
61615 LIFE INSURANCE 1,500 1,500 1,500 343
61625 AUTO ALLOWANCE 1,896 1,900 1,900 1,580
61626 CELL PHONE ALLOWANCE 569
61630 SHOE ALLOWANCE 1,950 1,900 1,900 1,560
61710 IMRF 88,837 119,946 119,946 68,259
61725 SOCIAL SECURITY 61,525 61,646 55,745 42,799
61730 MEDICARE 14,389 15,100 15,100 10,001
62205 ADVERTISING 543 7,500 3,500 6,248
62235 OFFICE EQUIPMENT MAINT 1,988 2,900 2,300 2,416
62240 AUTOMOTIVE EQMP MAINT 22,255 40,000 32,000 33,320
62245 OTHER EQMT MAINTENANCE 8,875 21,200 16,500 17,660
62275 POSTAGE CHARGEBACKS 27 200 167
62295 TRAINING & TRAVEL 2,437 3,000 2,200 2,499
62340 COMPUTER LICENSE & SUPPORT 6,370 10,400 8,500 8,663
62355 LAUNDRY/OTHER CLEANING 14,216 14,000 13,100 11,662
62360 MEMBERSHIP DUES 522 1,600 1,250 1,333
62375 RENTALS 19,206 23,000 17,400 19,159
62380 COPY MACHINE CHARGES 2,000 1,016 1,666
62402 VEHICLE LEASE CHARGES 11,100 20,000 19,740 16,660
64505 TELECOMMUNICATIONS - CARRIER L 2,168 1,900 1,450 1,583
64540 TELECOMMUNICATIONS - WIRELESS 2,982 2,700 2,200 2,249
65010 BOOKS, PUBLICATIONS, MAPS 1,000 800 833
65015 CHEMICALS 3,216 1,300 13,050 11,930
65020 CLOTHING 44 900 750 750
65035 PETROLEUM PRODUCTS 707,163 1,100,000 1,000,000 917,000
65040 JANITORIAL SUPPLIES 96 1,200 167 1,000
65045 LICENSING/REGULATORY SUPP 83,300
65050 BLDG MAINTENANCE MATERIAL 438 1,700 1,400 1,416
65055 MATER. TO MAINT. IMP.2,543 4,000 3,200 3,332
65060 MATER. TO MAINT. AUTOS 915,671 595,860 910,000 910,000
65065 TIRES & TUBES 5,900 110,000 106,527 91,677
65085 MINOR EQUIPMENT & TOOLS 7,491 10,000 8,200 8,330
65090 SAFETY EQUIPMENT 721 800 666 666
65095 OFFICE SUPPLIES 2,616 2,000 1,500 1,666
65550 AUTOMOTIVE EQUIPMENT 194,837 1,760,000 1,347,624 1,900,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 21,497
68205 CONTINGENCIES 500 410 417
7700 FLEET DEPARTMENT 3,299,683 4,901,860 4,656,398 5,104,949
190 As Amended on 08/01/11
Total Full-Time Equivalent Positions
Employee Status Description
FY 2011
Position FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Total 4.00
4.00
Financial Summary
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
General Admin Contribution- General Fund 1,824,996 126,800 126,800 105,624
General Admin Contribution- Parking - 17,038 17,038 14,193
General Admin Contribution- Water Fund - 24,961 24,961 20,793
General Admin Contribution- Sewer Fund 84,996 14,396 14,396 11,992
General Admin Contribution- E911 - 930 930 775
General Admin Contribution- CDBG - 930 930 775
General Admin Contribution- E.D. - 930 930 775
Subtotal 1,909,992 185,985 185,985 154,927
Liability/Property Contribution- General Fund - 951,100 951,100 792,266
Liability/Property Contribution- Parking Fund - 127,782 127,782 106,442
Liability/Property Contribution- Water Fund - 187,209 187,209 155,945
Liability/Property Contribution- Sewer Fund - 107,973 107,973 89,942
Liability/Property Contribution- E911 - 6,975 6,975 5,810
Liability/Property Contribution- CDBG - 6,975 6,975 5,810
Liability/Property Contribution- E.D.- 6,975 6,975 5,810
Subtotal - 1,394,989 1,394,989 1,162,025
Workers Comp Contribution- General Fund - 1,302,300 1,302,300 1,084,816
Workers Comp Contribution- Parking Fund - 174,956 174,956 145,738
Workers Comp Contribution- Water Fund - 256,322 256,322 213,516
Workers Comp Contribution- Sewer Fund - 147,834 147,834 123,146
Workers Comp Contribution- E911 - 9,550 9,550 7,955
Workers Comp Contribution- CDBG - 9,550 9,550 7,955
Workers Comp Contribution- E.D.- 9,550 9,550 7,955
Subtotal - 1,910,062 1,910,062 1,591,081
Health Insurance Chargebacks- General Fund - 7,722,300 7,722,300 8,124,110
Health Insurance Chargebacks- E911 Fund - 57,900 57,900 74,836
Health Insurance Chargebacks- CDBG - 23,100 23,100 19,137
Health Insurance Chargebacks- E.D. Fund - 26,600 26,600 36,576
Health Insurance Chargebacks- Parking Fund - 179,400 179,400 89,573
Health Insurance Chargebacks- Water Fund - 497,600 497,600 523,267
Health Insurance Chargebacks- Sewer Fund - 162,000 162,000 142,501
Health Insurance Chargebacks- Fleet Fund - 138,500 138,500 184,760
Health Insurance Chargebacks - NSPII Fund - - - 5,463
Health Insurance Chargebacks - Solid Waste - - - 145,937
Retiree Health Insurance Contributions - 2,036,000 2,036,000 1,695,988
Employee Health Insurance Contributions - 1,304,450 1,304,450 1,200,000
Subtotal - 12,147,850 12,147,850 12,242,148
City of Evanston
Insurance Fund (Fund #605)
Position Description
Insurance Fund Total
Assistant City Attorney
Executive Secretary (to Department Head)
Insurance Administrator
Workers Compensation and Safety Manager
191 As Amended on 08/01/11
City of Evanston
Insurance Fund (Fund #605)
2010-2011 2010-2011 2011
2009-2010 Adopted Estimated Adopted
Actual Budget Actual Budget
Subrogation Proceeds - 100,000 100,000 83,300
Miscellaneous Income 44,605 - - -
Investment Income 5,513 50,000 50,000 41,650
Subtotal 50,118 150,000 150,000 124,950
Total Revenues 1,960,110 15,788,886 15,788,886 15,275,131
Expenditures
Claims Payable (CAFR report adjustment) - - - -
Transfers Out to Fleet 63,297 - - -
General Administration & Support 165,455 277,587 277,587 251,843
Subtotal 228,752 277,587 277,587 251,843
Liability/Property Insurance Premiums - 470,000 470,000 391,510
Liability Legal Fees 548,277 425,000 225,000 175,000
Liability Settlement Payments - 400,000 400,000 300,000
Subtotal 548,277 1,295,000 1,095,000 866,510
Workers Comp Insurance Premiums 293,018 90,000 120,000 120,000
Workers Comp Legal Fees 53,500 170,000 85,000 71,000
Workers Comp Medical Payments 1,206,100 500,000 1,100,000 900,000
Workers Comp Settlement Payments 1,440,852 1,000,000 1,000,000 833,000
Workers Comp TPA Pymts (non specific)143,725 - 145,000 108,750
Workers Comp TTD Pymts (non sworn)- 300,000 300,000 249,000
Subtotal 3,137,195 2,060,000 2,750,000 2,281,750
Health Insurance Premiums 566,744 12,147,850 13,462,993 11,138,960
Health Insurance Opt Out Payments - 78,000 78,000 64,974
Subtotal 566,744 12,225,850 13,540,993 11,203,934
Total Expenditures 4,480,968 15,858,437 17,663,580 14,604,037
Net Surplus (Deficit)(2,520,858) (69,551) (1,874,694) 671,094
Beginning Fund Balance (1,607,345) (4,128,203) (6,002,897)
Ending Fund Balance (4,128,203) (6,002,897) (5,331,803)
Description of Major Activities
FY 2011 Department Initiatives
1. Develop a comprehensive Risk Management program, which would include the following components:
- Establishment of loss prevention measures and associated policies and procedures to reduce risk in the areas of
workers’ compensation and property and liability;
- Expand the Safety Committee to review all workers’ compensation and property and liability claims;
- Analyze loss information from filed claims and establish a training program to help prevent future losses.
2. Continue to implement the third-party claim process program through CCMSI.
3. Transfer legal work for workers’ compensation, property and liability in-house.
The City maintains excess liability coverage for general tort matters. The City's self-insured retention is $2,000,000. The City
also maintains insurance in the areas of property, inland marine, and paramedic. Claims are recorded when a determinable
loss has been incurred, including reported losses and an estimated amount for losses incurred, but not yet reported, at year-
end.
The general liability claim account is administered by the Law Department. The workman's compensation account is
administered by the Human Resources Department.
192 As Amended on 08/01/11
2009-10
Actual
2010-11
Budget
2010-11
Estimate
2011
Approved
7800 INSURANCE DEPARTMENT
61010 REGULAR PAY 122,031 196,273 197,520 181,249
61210 LONGEVITY 1,380 1,600 353
61510 HEALTH INSURANCE 21,100 34,714 34,714 29,840
61615 LIFE INSURANCE 400 400 400 75
61625 AUTO ALLOWANCE 582 600 600 500
61710 IMRF 10,232 24,600 24,600 18,125
61725 SOCIAL SECURITY 7,488 12,800 12,800 10,966
61730 MEDICARE 1,751 3,000 3,000 2,565
62130 LEGAL SERVICES - GENERAL 425,000 225,000 175,000
62185 OTHER CONSULTING SERVICES 47
62260 SETTLEMENT COSTS - LIABILITY 400,000 400,000 300,000
62266 TPA SERVICE CHARGES 185,975 145,000 108,750
62267 TPA REIMBURSEMENTS 88-
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 23 500 500 417
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 300 152 250
62615 INSURANCE PREMIUM 556,744 470,000 470,000 391,510
65010 BOOKS, PUBLICATIONS, MAPS 500 500 417
65095 OFFICE SUPPLIES 300 300
65125 OTHER COMMODITIES 421 1,000 1,000 833
66025 TRAN.TO DS FUND- ERI DEBT SERV 5,708
66044 WORKERS COMP. INSUR.PREMIUMS 90,000 120,000 120,000
66045 WORKERS COMP LEGAL FEES 170,000 85,000 71,000
66046 WORKERS COMP. MEDICAL PAYMENTS 500,000 1,100,000 900,000
66047 WORKERS COMP. SETTLEMENT PMNTS 1,000,000 1,000,000 833,000
66049 WORK.COMP. TTD PMNT(NON SWORN)300,000 300,000 249,900
66050 HEALTH INSURANCE PREMIUMS-PPO 6,282,522 9,753,679 5,756,675
66051 HEALTH INSURANCE PREMIUMS- HMO 5,865,328 3,700,000 5,374,400
66054 MEDICARE SUPPL.-SENIORS CHOICE 9,462 7,885
66059 HEALTH INS. OPT OUT EXPENSES 78,000 78,000 64,974
7800 INSURANCE DEPARTMENT 908,085 15,858,437 17,663,580 14,604,037
193 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 5,522,971 6,057,267 6,000,000 6,913,759
Personal Property Replacement Tax 279,958 301,000 280,000 235,000
Interest on Investment 888,863 400,000 400,000 625,000
Participants Contribution 882,206 858,000 900,000 750,000
Unrealized Gain (Loss)5,361,395 - - -
Misc Income 3,634 - - -
Total Revenues 12,939,027 7,616,267 7,580,000 8,523,759
Expenditures:
Administrative Expense 201,572 175,000 200,000 170,000
Retirees Pensions 4,018,730 4,024,000 4,024,000 3,500,000
Widows' Pensions 871,455 898,000 900,000 750,000
Disability Pension 806,610 708,000 810,000 720,000
Quildro's 21,388 15,000 21,000 18,000
Reserve for Future Pension Payment - 1,796,267 - -
Total Expenditures 5,919,755 7,616,267 5,955,000 5,158,000
Net Surplus (Deficit)7,019,272 - 1,625,000 3,365,759
Beginning Fund Balance 42,249,544 49,268,816 50,893,816
Ending Fund Balance 49,268,816 50,893,816 54,259,575
Notes on Financial Summary
Description of Major Activities
City of Evanston
Fire Pension Fund (Fund #700)
Property taxes above are on an accrual basis. The actual levied tax received in FY 2011 will be the FY 10-
11 budgeted levy amount.
Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must have
a Fire Pension fund as prescribed in 40ILCS 5/4-101.
194 As Amended on 08/01/11
Financial Summary
2010-11 2010-11 2011
2009-10 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Property Taxes 6,752,053 7,436,369 7,400,000 8,561,091
Personal Property Replacement Tax 326,463 351,000 325,000 270,833
Interest on Investment 1,658,853 1,420,000 1,400,000 1,420,000
Participants Contribution 1,362,073 1,343,000 1,344,000 1,153,600
Misc Income 4,465 4,000
Unrealized Gain 8,172,278 - - -
Total Revenue 18,276,185 10,550,369 10,473,000 11,405,524
Expenditures:
Administrative Expense 182,032 225,000 190,000 155,000
Retirees Pensions 6,498,561 6,623,000 6,650,000 5,750,000
Widows' Pensions 592,532 615,000 615,000 512,500
Disability Pension 516,109 505,000 525,000 437,500
Separation Refunds 24,014 - - -
Quildro's 14,267 15,000 14,000 12,000
Reserve for Future Pension Payment - 2,567,369 - -
Total Expenditures 7,827,515 10,550,369 7,994,000 6,867,000
Net Surplus (Deficit)10,448,669 - 2,479,000 4,538,524
Beginning Fund Balance 54,618,269 65,066,938 67,545,938
Ending Fund Balance 65,066,938 67,545,938 72,084,463
Notes on Financial Summary
Description of Major Activities
City of Evanston
Police Pension Fund (Fund #705)
Property taxes above are on an accrual basis. The actual levied tax received in FY 2011 will be the FY
2010-11 budgeted levy amount.
Every Illinois municipality of not less than 5,000 and not more than 500,000 people must have a Police
Pension Fund as prescribed in 40ILCS 5/3-101.
195 As Amended on 08/01/11
PART V
POSITION INFORMATION
196 As Amended on 08/01/11
Last Five Fiscal Years
City of Evanston
All Funds Position Charts
Positons - All Funds
City Council
0.13%
City Clerk
0.13%
Water Fund
5.29%
Sewer Fund
1.64%
CDBG
0.25%
Parking System Fund
1.95%
Neighborhood
Stabilization Program II
0.13%
Legal
0.88%
City Manager's Office
1.39%
Solid Waste Fund
1.26%
Emergency Telephone
System
0.63%
Economic Development
0.63%
Capital Improvement Fund
0.13%
Fleet Service Fund
1.51%
Administrative Services
6.37%
Community & Economic
Development
3.66%
Parks, Rec. & Community
Services
16.27%Library
6.95%Public Works
6.21%
Health
2.00%
Fire
13.86%
Police
28.23%
Insurance Fund
0.50%
866.97
842.40
797.83 793.37
856.03
740.00
760.00
780.00
800.00
820.00
840.00
860.00
880.00
FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011
Fiscal Year
Po
s
i
t
i
o
n
s
197 As Amended on 08/01/11
City of Evanston
General Fund Position Charts
Legal
1.03%
City Council
0.15%
City Clerk
0.15%
Fire
16.11%
Health
2.33%
Public Works
7.21%
Library
8.08%
Parks, Rec. &
Community Services
18.90%
City Manager's Office
1.61%
Administrative Services
7.40%
Community &
Economic Development
4.25%
Police
32.80%
Positions - General Fund Only
Last Five Fiscal Years
758.23
743.60
698.03
682.87
771.17
620.00
640.00
660.00
680.00
700.00
720.00
740.00
760.00
780.00
FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011
Fiscal Year
Po
s
i
t
i
o
n
s
198 As Amended on 08/01/11
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY10 - FY11
DEPARTMENT / DIVISION SUMMARY 2007-08 2008-09 2009-10 2010-11 FY 2011 Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00
1505 City Manager's Office 6.70 7.70 7.20 4.70 6.00 1.30
1510 Public Information 1.00 1.00 1.00 7.00 4.00 (3.00)
1515 Farmer's Market 0.00 0.00 0.00 0.00 0.00 0.00
1520 Emergency Management Operations 1.00 0.33 0.00 0.00 0.00 0.00
1530 Youth Engagement Division 1.00 1.00 0.00 0.00 0.00 0.00
1535 Sustainability Grant 1.00 1.00 0.00 1.00 1.00 0.00
1540 Summer Youth Employment Program 0.50 0.00 0.00 0.00 0.00 0.00
1545 Human Relations Commission 2.50 0.00 0.00 0.00 0.00 0.00
1550 Business Perf. & Technology Admin.0.00 1.00 0.00 0.00 0.00 0.00
1555 Information Systems 0.00 13.50 12.50 0.00 0.00 0.00
1560 Geographic Information Systems 0.00 3.00 3.00 0.00 0.00 0.00
1565 BIS Performance Management 0.00 3.00 4.00 0.00 0.00 0.00
Subtotal City Manager's Office 13.70 31.53 27.70 12.70 11.00 (1.70)
1605 Administration 3.00 0.00 0.00 0.00 0.00 0.00
1615 Information Systems 13.50 0.00 0.00 0.00 0.00 0.00
1620 Geographic Information System 3.00 0.00 0.00 0.00 0.00 0.00
1625 Administrative Adjudication 3.00 0.00 0.00 0.00 0.00 0.00
1630 Project Management Office 3.00 0.00 0.00 0.00 0.00 0.00
Subtotal Mgt. Bus. & Info. Systems 25.50 0.00 0.00 0.00 0.00 0.00
1705 Legal Department 7.00 7.00 6.00 8.00 7.00 (1.00)
1805 Human Resources General Support 8.00 8.00 8.00 0.00 0.00 0.00
1905 Administration General Support 3.00 3.00 3.00 4.00 4.00 0.00
1910 Revenue Division 10.00 10.00 9.00 5.00 5.00 0.00
1915 Payroll 2.00 2.00 2.00 2.50 2.50 0.00
1920 Accounting 6.00 6.00 6.00 6.50 6.50 0.00
1925 Purchasing and Accounts Payable 3.50 3.50 3.50 2.50 2.50 0.00
1929 Human Resources Division 0.00 0.00 0.00 5.00 5.00 0.00
1930 Budget 2.00 2.00 2.00 0.00 0.00 0.00
1932 Information Systems 0.00 0.00 0.00 14.00 13.00 (1.00)
1935 Administrative Adjudication 0.00 3.00 3.00 0.00 0.00 0.00
1941 Parking Enforcement & Tickets 0.00 0.00 0.00 14.00 12.00 (2.00)
Subtotal Administrative Services 26.50 29.50 28.50 53.50 50.50 (3.00)
2101 Community Development Admin 2.00 2.00 2.00 1.00 1.00 0.00
2105 Planning & Support 5.00 5.00 5.00 8.00 8.00 0.00
2115 Housing Code Compliance 8.00 8.00 6.00 7.00 7.00 0.00
2120 Housing Rehabilitation 3.00 4.00 4.00 3.00 3.00 0.00
2126 Building Inspection Services 0.00 0.00 0.00 8.00 8.00 0.00
2127 Community Intervention Services 0.00 0.00 0.00 1.00 1.00 0.00
2130 Building & Zoning 18.00 16.00 16.00 0.00 0.00 0.00
2135 Economic Development 0.00 0.00 0.00 3.00 1.00 (2.00)
36.00 35.00 33.00 31.00 29.00 (2.00)
2205 Police Administration 4.00 4.00 2.00 2.00 2.00 0.00
2210 Patrol Operations 94.00 96.00 95.00 95.00 103.00 8.00
2215 Criminal Investigation 18.00 18.00 18.00 18.00 16.00 (2.00)
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
199 As Amended on 08/01/11
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY10 - FY11
DEPARTMENT / DIVISION SUMMARY 2007-08 2008-09 2009-10 2010-11 FY 2011 Difference
2225 Social Services Bureau 7.00 6.00 5.00 4.00 4.00 0.00
2230 Juvenile Bureau 10.00 10.00 11.00 11.00 10.00 (1.00)
2235 School Liaison 4.00 4.00 3.00 3.00 3.00 0.00
2240 Police Records 11.50 11.50 11.00 7.00 6.00 (1.00)
2245 Communications Bureau 15.00 15.00 15.00 14.00 14.00 0.00
2250 Service Desk Bureau 15.00 15.00 16.00 18.00 18.00 0.00
2251 Public Information 0.00 0.00 0.00 0.00 9.50 9.50
2255 Office of Professional Standards 3.00 3.00 4.00 3.00 3.00 0.00
2260 Office of Administration 4.00 4.00 3.00 3.00 2.00 (1.00)
2265 Neighborhood Enforcement Team (N.E.T.)15.00 14.00 18.00 18.00 15.00 (3.00)
2270 Traffic Bureau 8.00 8.00 7.00 8.00 8.00 0.00
2275 Community Strategies Bureau 2.75 2.75 1.00 1.00 1.00 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 0.00
2285 Problem Solving Team 7.00 7.00 7.00 7.00 7.00 0.00
Subtotal Police 220.75 220.75 218.50 214.50 224.00 9.50
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 6.00 5.00 5.00 4.00 (1.00)
2315 Fire Suppression 103.00 103.00 103.00 102.00 103.00 1.00
Subtotal Fire 111.00 112.00 111.00 110.00 110.00 0.00
2407 Health Services Administration 3.00 2.83 3.10 2.10 2.00 (0.10)
2410 Laboratory 0.50 0.00 0.00 0.00 0.00 0.00
2415 Family Health 3.44 0.00 0.00 0.00 0.00 0.00
2416 Family & Community Wellness 0.00 4.10 0.00 0.00 0.00 0.00
2420 Infectious Disease Control 1.91 0.00 0.00 0.00 0.00 0.00
2425 Dental Services 3.25 3.40 4.00 4.00 2.80 (1.20)
2430 Adult Health 1.43 0.00 0.00 0.00 0.00 0.00
2435 Food and Environmental Health 7.00 7.60 7.80 7.80 7.10 (0.70)
2440 Vital Records 2.65 2.40 2.40 2.40 2.00 (0.40)
2450 Community Intervention Services 3.50 0.00 0.00 0.00 0.00 0.00
2455 Mental Health Administration 1.50 0.67 0.50 2.00 2.00 0.00
2530 Commission on Aging 1.50 1.90 3.10 0.00 0.00 0.00
2540 Summer Youth Employ. Program 0.00 0.50 1.00 0.00 0.00 0.00
2541 Youth Engagement Division 0.00 0.00 1.00 0.00 0.00 0.00
2550 Human Relations Commission 0.00 1.50 3.50 0.00 0.00 0.00
Subtotal Health & Human Services 29.68 24.90 26.40 18.30 15.90 (2.40)
2605 Director of Public Works 2.50 2.50 3.00 2.00 2.00 0.00
2606 Sustainability Grant 0.00 0.00 1.00 0.00 0.00 0.00
2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00
2620 E.D.O.T. Administration 2.00 2.00 1.00 1.00 1.00 0.00
2625 City Engineer 9.00 8.00 8.00 8.00 6.00 (2.00)
2630 Traffic Engineering 3.50 4.50 4.50 4.50 4.50 0.00
2635 Traffic Signs 3.00 3.00 3.00 0.00 0.00 0.00
2640 Traffic Signals & Streetlight Maint.5.00 5.00 4.00 4.00 4.00 0.00
2645 Parking Enforcement & Tickets 16.00 14.00 14.00 0.00 0.00 0.00
2665 Streets & Sanitation Administration 5.50 5.50 6.00 6.00 5.75 (0.25)
2670 Street and Alley Maintenance 15.00 15.00 15.00 17.00 20.00 3.00
2675 Street Cleaning 6.00 7.00 5.00 5.00 4.00 (1.00)
2685 Refuse Collection and Disposal 14.75 14.75 14.75 10.75 0.00 (10.75)
2695 Yard Waste Collection and Disposal 4.00 2.00 2.00 2.00 0.00 (2.00)
2697 Facilities Administration 4.20 4.20 0.00 0.00 0.00 0.00
2699 Construction and Repair 16.00 16.00 0.00 0.00 0.00 0.00
Subtotal Public Works 108.45 105.45 83.25 62.25 49.25 (13.00)
2805 Children's Services 7.46 8.01 8.01 8.38 8.38 0.00
200 As Amended on 08/01/11
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY10 - FY11
DEPARTMENT / DIVISION SUMMARY 2007-08 2008-09 2009-10 2010-11 FY 2011 Difference
2806 Adult Services 0.00 0.00 17.02 16.31 16.37 0.06
2808 Neighborhood Services 0.00 0.00 0.00 0.00 2.64
2810 Reader's Services 8.94 8.37 0.00 0.00 0.00 0.00
2815 Reference Services and Periodicals 9.66 10.12 0.00 0.00 0.00 0.00
2820 Circulation 15.01 15.99 15.61 14.76 14.51 (0.25)
2825 North Branch 2.98 2.97 2.97 2.64 0.00 (2.64)
2830 South Branch 2.30 2.61 2.61 1.39 0.00 (1.39)
2835 Technical Services 12.17 12.13 12.13 5.61 5.61 0.00
2840 Library Maintenance 3.64 3.64 3.64 3.00 3.00 0.00
2845 Library Administration 4.53 5.51 5.51 5.04 4.65 (0.39)
Subtotal Library 66.69 69.35 67.50 57.13 55.16 (1.97)
3005 Recreation Mgt. & General Support 3.00 3.00 3.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt.3.00 3.00 3.00 3.00 3.00 0.00
3015 Communications & Marketing Serv.1.75 1.75 1.75 1.75 1.00 (0.75)
3020 Recreation General Support 2.00 1.00 1.00 1.00 1.00 0.00
3030 Robert Crown Community Center 8.40 8.40 8.40 8.40 8.70 0.30
3035 Chandler Community Center 6.50 6.50 6.50 5.00 5.83 0.83
3040 Fleetwood-Jourdain Community Ctr.7.00 7.00 7.00 6.00 6.75 0.75
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 0.00
3055 Levy Senior Center 11.20 10.78 10.58 9.05 8.83 (0.22)
3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 7.00 6.00 6.00 6.00 6.00 0.00
3095 Crown Ice Rink 9.45 8.80 8.80 7.65 7.01 (0.64)
3100 Sports Leagues 0.05 0.05 0.05 0.05 0.45 0.40
3110 Tennis 0.40 0.40 0.40 0.40 0.40 0.00
3130 Special Recreation 2.00 2.00 2.00 2.00 2.46 0.46
3140 Bus Program 0.75 0.75 0.75 0.75 1.15 0.40
3150 Park Service Unit 1.75 1.75 1.75 1.75 1.45 (0.30)
3205 Community Relations 0.00 0.00 0.00 2.00 2.00 0.00
3210 Commission On Aging 0.00 0.00 0.00 1.50 1.90 0.40
3215 Youth Engagement 0.00 0.00 0.00 1.00 1.00 0.00
3505 Parks and Forestry General Support 3.00 3.00 3.00 3.00 3.00 0.00
3510 Horticulture Maintenance 14.00 14.00 14.00 13.00 13.00 0.00
3515 Maintenance of Parkway Trees 9.50 9.50 10.00 9.50 8.50 (1.00)
3520 Dutch Elm Disease Control 7.25 7.25 7.00 7.25 7.25 0.00
3525 Tree Planting 2.25 2.25 2.00 2.25 2.25 0.00
3605 Ecology Center 5.05 5.05 4.05 4.05 3.77 (0.28)
3700 Arts Council 0.80 0.80 0.80 0.80 0.80 0.00
3710 Noyes Cultural Arts Center 4.75 4.67 4.82 4.25 4.31 0.06
3720 Cultural Arts Programs 2.80 2.80 2.65 1.80 1.80 0.00
3805 Facilities Administration 0.00 0.00 2.00 2.00 2.00 0.00
3806 Civic Center Services 0.00 0.00 2.20 2.20 2.20 0.00
3807 Construction & Repair 0.00 0.00 16.00 16.00 16.00 0.00
115.90 112.75 131.75 128.65 129.06 0.41
TOTAL - GENERAL FUND 771.17 758.23 743.60 698.03 682.87 (15.16)
5005 Neighborhood Stabilization Program 2 0.00 0.00 0.00 0.00 1.00 1.00
5150 Emergency Telephone System 4.00 4.00 5.00 5.00 5.00 0.00
5220 Community Develop. Block Grant (CDBG)2.00 2.00 2.00 2.00 2.00 0.00
5300 Economic Development Fund 1.30 2.30 2.30 5.30 5.00 (0.30)
5999 Capital Projects Fund 0.00 0.00 0.00 0.00 1.00 1.00
Subtotal Parks, Recreation & Comm. Services
OTHER FUNDS
201 As Amended on 08/01/11
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY10 - FY11
DEPARTMENT / DIVISION SUMMARY 2007-08 2008-09 2009-10 2010-11 FY 2011 Difference
7005 Parking System Management 6.50 6.50 6.50 6.50 6.50 0.00
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 8.00 0.00
7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Parking Systems 15.50 15.50 15.50 15.50 15.50 0.00
7100 Water General Support 4.00 4.00 4.00 4.00 4.00 0.00
7105 Water Pumping 11.00 11.00 11.00 11.00 11.00 0.00
7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00
7115 Water Distribution 11.00 11.00 11.00 11.00 11.00 0.00
7120 Water Meter Maintenance 3.00 3.00 3.00 3.00 2.00 (1.00)
Subtotal Water 43.00 43.00 43.00 43.00 42.00 (1.00)
7400 Sewer Maintenance 14.00 14.00 14.00 14.00 13.00 (1.00)
7600 Solid Waste 0.00 0.00 0.00 0.00 10.00 10.00
7705 Fleet Services General Support 3.00 3.00 3.00 2.00 2.00 0.00
7710 Major Maintenance 12.00 12.00 12.00 10.00 10.00 0.00
Subtotal Fleet Service 15.00 15.00 15.00 12.00 12.00 0.00
7800 Insurance Fund 1.00 2.00 2.00 3.00 4.00 1.00
TOTAL - OTHER FUNDS 95.80 97.80 98.80 99.80 110.50 10.70
GRAND TOTAL - ALL FUNDS 866.97 856.03 842.40 797.83 793.37 (4.46)
202 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1000 Mayor 0.00 0.00 0.00
Full-Time Regular 1001 Alderman 0.00 0.00 0.00
Full-Time Regular 1491 Mayor's Assistant 1.00 1.00 0.00
1300 CITY COUNCIL 1.00 1.00 0.00
Full-Time Regular 1002 City Clerk 0.00 0.00 0.00
Full-Time Regular 1170 Deputy City Clerk 1.00 1.00 0.00
1400 CITY CLERK 1.00 1.00 0.00
1200 LEGISLATIVE 2.00 2.00 0.00
Full-Time Regular 1003 City Manager 1.00 1.00 0.00
Full-Time Regular 1115 Assistant City Manager 1.00 1.00 0.00
Full-Time Regular 1198 Executive Assistant 0.70 1.00 0.30 0.3 FTE moved from BU 5300
Full Time Regular 1109 Administrative Secretary 1.00 1.00 0.00
Full-Time Regular 1237 Management Analyst/Volunteer Coord.1.00 1.00 0.00
Full-Time Regular 1484 Local Government Mgt. Fellow 0.00 1.00 1.00 Moved from BU 1510
1505 CITY MANAGER 4.70 6.00 1.30
Full-Time Regular 1118 Assist. to City Mgr./Chief Cust. Officer 1.00 1.00 0.00
Full-Time Regular Local Government Mgt. Fellow 1.00 0.00 -1.00 Moved to BU 1505
Full-Time Regular 1343 Web Developer 1.00 1.00 0.00
Full-Time Regular 1322 Switchboard Operator 2.00 0.00 -2.00 2 positions eliminated
Full-Time Regular 1249 Community Information Specialist 1.00 1.00 0.00
Full-Time Regular 1155 Community Information Coordinator 1.00 1.00 0.00
1510 PUBLIC INFORMATION/311 OPERATIONS 7.00 4.00 -3.00
Full-Time Regular 1417 Sustainable Programs Coordinator 1.00 1.00 0.00
1535 SUSTAINABILITY 1.00 1.00 0.00
1500 CITY ADMINISTRATION 12.70 11.00 -1.70
Full-Time Regular 1457 City Attorney 1.00 1.00 0.00
Full-Time Regular Deputy City Attorney 1.00 0.00 -1.00 Reclassed to Assistant City Attorney
Full-Time Regular 1205 Exec Secretary (to Dept. Head)2.00 1.00 -1.00 1 position moved to 7800
Full-Time Regular 1024 Admin Adjudication Manager 1.00 1.00 0.00
Full-Time Regular 1108 Admin. Adjudication Aide 1.00 1.00 0.00
Full-Time Regular 1312 Assistant City Attorney 2.00 3.00 1.00 Reclassed from Deputy City Attorney
1705 LEGAL ADMINISTRATION 8.00 7.00 -1.00
1700 LEGAL DEPARTMENT 8.00 7.00 -1.00
Full-Time Regular 1490 Administrative Services Director 1.00 1.00 0.00
Full-Time Regular 1463 Senior Management Analyst 1.00 1.00 0.00
Full-Time Regular 1440 Management Analyst 1.00 1.00 0.00
Full-Time Regular 1109 Administrative Secretary 1.00 1.00 0.00
1905 ADMINISTRATION GENERAL SUPPORT 4.00 4.00 0.00
Full-Time Regular 1045 License and Measure Inspector 1.00 1.00 0.00
Full-Time Regular 1482 Customer Service Representative 3.00 3.00 0.00
Full-Time Regular 1247 Finance Operations Coordinator 1.00 1.00 0.00
1910 REVENUE DIVISION 5.00 5.00 0.00
Full-Time Regular 1258 Payroll Pension Administrator 1.50 1.50 0.00
Full-Time Regular 1260 Payroll Manager 1.00 1.00 0.00
1915 PAYROLL 2.50 2.50 0.00
Full-Time Regular 1117 Finance Division Manager 1.00 1.00 0.00
Full-Time Regular 1101 Accounting Manager 1.00 1.00 0.00
Full-Time Regular 1103 Accounts Payable Coordinator 1.00 1.00 0.00
Full-Time Regular 1130 Payroll Pension Administrator 0.50 0.50 0.00
Full-Time Regular 1302 Senior Accountant 2.00 2.00 0.00
Full-Time Regular 1436 Accountant 1.00 1.00 0.00
1920 ACCOUNTING 6.50 6.50 0.00
Full-Time Regular 1148 Clerk II 0.50 0.50 0.00
Full-Time Regular 1175 Purchasing Manager 1.00 1.00 0.00
Full-Time Regular 1289 Purchasing Coordinator 1.00 1.00 0.00
1925 PURCHASING DIVISION 2.50 2.50 0.00
Full-Time Regular 1441 Human Resources Division Manager 1.00 1.00 0.00
Full-Time Regular 1217 Human Resources Assistant 2.00 2.00 0.00
General Fund Full-Time Equivalent Positions
City Administration
Legal Department
Administrative Services Department
Legislative
203 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1218 Human Resources Specialist 2.00 2.00 0.00
1929 HUMAN RESOURCES DIVISION 5.00 5.00 0.00
Full-Time Regular 1479 IT Division Manager 1.00 1.00 0.00
Full-Time Regular 1480 Enterprise Systems Architect 1.00 1.00 0.00
Full-Time Regular 1242 Network Administrator 2.00 2.00 0.00
Full-Time Regular 1276 Programmer Analyst 1.00 1.00 0.00
Full-Time Regular 1325 Tech Support Specialist I 3.00 3.00 0.00
Full-Time Regular 1485 Tech Support Supervisor 1.00 1.00 0.00
Full-Time Regular 1211 GIS Analyst 2.00 2.00 0.00
Full-Time Regular 1235 IS Trainer 1.00 1.00 0.00
Full-Time Regular 1416 Info. Tech Project Specialist 1.00 0.00 -1.00 Position eliminated
Full-Time Regular 1481 Applications and Development Mgr.1.00 1.00 0.00
1932 INFORMATION SYSTEMS 14.00 13.00 -1.00
Full-Time Regular 1252 Parking Enforcement Officer 12.00 10.00 -2.00 2 positions eliminated
Full-Time Regular 1255 Parking Operations Clerk 1.00 1.00 0.00
Full-Time Regular 1291 Parking Enforcement Coordinator 1.00 1.00 0.00
1941 PARKING ENFORCEMENT & TICKETS 14.00 12.00 -2.00
1900 ADMINISTRATIVE SERVICES DEPARTMENT 53.50 50.50 -3.00
Full-Time Regular 1004 Director, Comm. & Economic Dev.1.00 1.00 0.00
2101 COMMUNITY DEVELOPMENT ADMIN 1.00 1.00 0.00
Full-Time Regular Planning and Zoning Division Manager 1.00 1.00 0.00
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
Full-Time Regular 1215 Housing Planner 1.00 1.00 0.00
Full-Time Regular 1269 General Planner 1.00 1.00 0.00
Full-Time Regular 1122 Zoning Administrator 1.00 0.00 -1.00 Reclass to Zoning Planner
Full-Time Regular 1346 Zoning Officer 1.00 1.00 0.00
Full-Time Regular 1347 Zoning Planner 1.00 2.00 1.00 Reclass from Zoning Administrator
Full-Time Regular 1304 Senior Planner 1.00 1.00 0.00
2105 PLANNING & SUPPORT SRVS 8.00 8.00 0.00
Full-Time Regular 1277 Property Maint Inspector I 4.00 4.00 0.00
Full-Time Regular 1482 Customer Service Representative 1.00 1.00 0.00
Full-Time Regular 1310 Sign Inspector/Graffiti Tech 1.00 1.00 0.00
Full-Time Regular 1487 Inspector/Customer Serv. Supervisor 1.00 1.00 0.00
2115 HOUSING CODE COMPLIANCE 7.00 7.00 0.00
Full-Time Regular 1486 Build/Insp Serv. Division Manager 1.00 1.00 0.00
Full-Time Regular 1158 Construc Rehabilitation Spec 1.00 1.00 0.00
Full-Time Regular 1482 Customer Service Representative 1.00 1.00 0.00
2120 HOUSING REHABILITATION 3.00 3.00 0.00
Full-Time Regular 1482 Customer Service Representative 2.00 2.00 0.00
Full-Time Regular 1187 Electrical Inspector II 1.00 1.00 0.00
Full-Time Regular 1270 Plumbing/Mechanical Inspector 2.00 2.00 0.00
Full-Time Regular 1314 Struct Inspec/Plan Examiner 1.00 1.00 0.00
Full-Time Regular 1420 Project Management Supervisor 1.00 1.00 0.00
Full-Time Regular 1427 Supervising Structural Inspect 1.00 1.00 0.00
2126 BUILDING INSPECTION SERVICES 8.00 8.00 0.00
Full-Time Regular Community Intervention Coordinator 1.00 1.00 0.00
2127 COMMUNITY INTERVENTION SERVICES 1.00 1.00 0.00
Full-Time Regular 1236 M/W/EBE Program Coordinator 1.00 1.00 0.00
Full-Time Regular 1216 Human Relations Specialist 1.00 0.00 -1.00 Position eliminated
Full-Time Regular 1300 Exec Secretary (non-Dept Head)1.00 0.00 -1.00 Position eliminated
2135 ECONOMIC DEVELOPMENT 3.00 1.00 -2.00
2100 COMMUNITY & ECONOMIC DEVELOPMENT 31.00 29.00 -2.00
Full-Time Regular 1109 Administrative Secretary 1.00 1.00 0.00
Full-Time Regular 1140 Chief of Police 1.00 1.00 0.00
2205 POLICE ADMINISTRATION 2.00 2.00 0.00
Full-Time Regular 1234 Police Commander 3.00 3.00 0.00
Full-Time Regular 1246 Police Officer 80.00 87.00 7.00
Moved from BU 2215, 2230, 2260,
2265
Full-Time Regular 1307 Police Sergeant 11.00 12.00 1.00 Moved from 2260
Full-Time Regular 1360 Deputy Chief 1.00 1.00 0.00
2210 PATROL OPERATIONS 95.00 103.00 8.00
Full-Time Regular 1234 Police Commander 1.00 1.00 0.00
Full-Time Regular 1246 Police Officer 14.00 12.00 -2.00 Moved to BU 2210
Full-Time Regular 1307 Police Sergeant 2.00 2.00 0.00
Community & Economic Development Department
Police Department
204 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1360 Deputy Chief 1.00 1.00 0.00
2215 CRIMINAL INVESTIGATION 18.00 16.00 -2.00
Full-Time Regular 1334 Victim Advocate 2.00 2.00 0.00
Full-Time Regular 1345 Youth Advocate 2.00 2.00 0.00
2225 SOCIAL SERVICES BUREAU 4.00 4.00 0.00
Full-Time Regular 1234 Police Commander 1.00 1.00 0.00
Full-Time Regular 1246 Police Officer 9.00 8.00 -1.00 Moved to 2210
Full-Time Regular 1307 Police Sergeant 1.00 1.00 0.00
2230 JUVENILE BUREAU 11.00 10.00 -1.00
Full-Time Regular 1246 Police Officer 3.00 3.00 0.00
2235 SCHOOL LIAISON 3.00 3.00 0.00
Full-Time Regular 1007 Dir, Police Records Bureau 1.00 1.00 0.00
Full-Time Regular 1149 Clerk III 1.00 0.00 -1.00 Position eliminated
Full-Time Regular 1290 Records Input Operator 3.00 3.00 0.00
Full-Time Regular 1296 Review Officer 2.00 2.00 0.00
2240 POLICE RECORDS 7.00 6.00 -1.00
Full-Time Regular 1327 Telecommunicator 14.00 14.00 0.00
2245 COMMUNICATIONS 14.00 14.00 0.00
Full-Time Regular 1360 Deputy Chief 1.00 1.00 0.00
Full-Time Regular 1413 Service Desk Supervisor 1.00 1.00 0.00
Full-Time Regular 1163 Custodian I 1.00 1.00 0.00
Full-Time Regular 1161 Court Liaison 1.00 1.00 0.00
Full-Time Regular 1279 Property Officer 2.00 2.00 0.00
Full-Time Regular 311 Supervisor 0.00 1.00 1.00 Reclassed from Service Desk Officer
Full-Time Regular 1324 Service Desk Officer 12.00 11.00 -1.00 1 position reclass to 311 Supervisor
2250 SERVICE DESK 18.00 18.00 0.00
Full-Time Regular 1322 Service Desk Officer I 0.00 9.50 9.50
2251 PUBLIC INFORMATION 0.00 9.50 9.50
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
Full-Time Regular 1234 Police Commander 1.00 1.00 0.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00 0.00
2255 OFFICE-PROFESSIONAL STANDARDS 3.00 3.00 0.00
Full-Time Regular 1106 Administrative Specialist 1.00 1.00 0.00
Full-Time Regular 1107 Administrative Coordinator 1.00 1.00 0.00
Full-Time Regular 1307 Police Sergeant 1.00 0.00 -1.00 Moved to 2210
2260 OFFICE OF ADMINISTRATION 3.00 2.00 -1.00
Full-Time Regular 1234 Police Commander 1.00 1.00 0.00
Full-Time Regular 1246 Police Officer 15.00 12.00 -3.00 Moved to BU 2210
Full-Time Regular 1307 Police Sergeant 2.00 2.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM 18.00 15.00 -3.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00 0.00
Full-Time Regular 1246 Police Officer 6.00 6.00 0.00
Full-Time Regular 1391 Towing Coordinator 1.00 1.00 0.00
2270 TRAFFIC BUREAU 8.00 8.00 0.00
Part-time Regular 1362 Crime Analyst 1.00 1.00 0.00
2275 COMMUNITY STRATEGIC BUREAU 1.00 1.00 0.00
Full-Time Regular 1134 Animal Control Warden 1.00 1.00 0.00
Full-Time Regular 1139 Chief Animal Warden 1.00 1.00 0.00
Part-time Regular 1401 PT Animal Warden 0.50 0.50 0.00
2280 ANIMAL CONTROL 2.50 2.50 0.00
Full-Time Regular 1234 Police Commander 1.00 1.00 0.00
Full-Time Regular 1246 Police Officer 6.00 6.00 0.00
2285 PROBLEM SOLVING TEAM 7.00 7.00 0.00
2200 POLICE DEPARTMENT 214.50 224.00 9.50
Full-Time Regular 1148 Clerk II 0.00 1.00 1.00 Moved from BU 2310
Full-Time Regular 1207 Fire Chief 1.00 1.00 0.00
Full-Time Regular 1180 Division Chief, Fire 1.00 0.00 -1.00 Moved to BU 2315
Full-Time Regular 1237 Management Analyst 1.00 1.00 0.00
2305 FIRE MGT & SUPPORT 3.00 3.00 0.00
Full-Time Regular 1148 Clerk II 1.00 0.00 -1.00 Moved to BU 2305
Full-Time Regular 1180 Division Chief, Fire 1.00 1.00 0.00
Full-Time Regular 1206 Fire Captain 2.00 2.00 0.00
Full-Time Regular 9999 Fire Plan Reviewer 1.00 1.00 0.00
2310 FIRE PREVENTION 5.00 4.00 -1.00
Full-Time Regular 1206 Fire Captain 24.00 24.00 0.00
Full-Time Regular 1208 Firefighter 74.00 74.00 0.00
Full-Time Regular 1309 Shift Chief, Fire 3.00 3.00 0.00
Fire Department
205 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1180 Division Chief, Fire 0.00 2.00 2.00
1 from 2305; 1 reclass of Deputy Fire
Chief
Full-Time Regular 1426 Deputy Fire Chief 1.00 0.00 -1.00 Position reclassed to Division Chief
2315 FIRE SUPPRESSION 102.00 103.00 1.00
2300 FIRE DEPARTMENT 110.00 110.00 0.00
Full-Time Regular 1173 Director, Health 1.00 1.00 0.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
Part-time Regular 1375 Medical Director 0.10 0.00 -0.10 Moved to BU 2435
2407 HEALTH SERVICES ADMIN 2.10 2.00 -0.10
Full-Time Regular 1148 Clerk II 1.00 1.00 0.00
Full-Time Regular 1168 Dental Assistant 1.00 1.00 0.00
Part-time Regular 1363 Dental Health Educator 0.60 0.00 -0.60 Position eliminated in 09/10 budget
Part-time Regular 1364 Dentist 1.40 0.80 -0.60 Position adjustment - 0.6 FTE
2425 DENTAL SERVICES 4.00 2.80 -1.20
Full-Time Regular 1190 Environmental Health Practitioner 3.00 3.00 0.00
Full-Time Regular 1300 Secretary II 1.00 1.00 0.00
Full-Time Regular 1442 Environmental Health Manager 1.00 1.00 0.00
Full-Time Regular 1313 Communicable Dis Surv Specialist 1.00 1.00 0.00
Part-time Regular 1375 Medical Director 0.00 0.10 0.10 Moved from BU 2407
Part-time Regular Emergency Response Coordinator 0.80 0.00 -0.80 Grant funded position
Full-Time Regular 9999 Health License Coordinator 1.00 1.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH 7.80 7.10 -0.70
Part-time Regular 1148 Clerk II 0.40 0.00 -0.40 Position eliminated
Full-Time Regular 1149 Clerk III 1.00 1.00 0.00
Full-Time Regular 1150 Clerk Typist I 1.00 1.00 0.00
2440 VITAL RECORDS 2.40 2.00 -0.40
Full-Time Regular 1199 Exec Secretary (non Dept. Head)1.00 1.00 0.00
Full-Time Regular 1444 Comm. Health Mgr / Mgmt Analyst 1.00 1.00 0.00
2455 MENTAL HEALTH PROGRAM ADMINIST 2.00 2.00 0.00
2400 HEALTH DEPARTMENT 18.30 15.90 -2.40
Full-Time Regular 1174 Director, Public Works 1.00 1.00 0.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
2605 DIRECTOR OF PUBLIC WORKS 2.00 2.00 0.00
Full-Time Regular 1163 Custodian I 1.00 1.00 0.00
Full-Time Regular 1321 Service Center Coordinator 1.00 1.00 0.00
2610 MUNICIPAL SERVICE CENTER 2.00 2.00 0.00
Full-Time Regular 1466 City Engineer 1.00 1.00 0.00
2620 E.D.O.T. ADMINISTRATION 1.00 1.00 0.00
Full-Time Regular 1145 Civil Engineer II 2.00 1.00 -1.00 Moved to 5999
Full-Time Regular 1145 Civil Engineer III 1.00 1.00 0.00
Full-Time Regular 1189 Engineering Associate II 3.00 2.00 -1.00 1 position eliminated
Full-Time Regular 1475 Construction Inspector 1.00 1.00 0.00
Full-Time Regular 1303 Senior Engineer 1.00 1.00 0.00
2625 ENGINEERING 8.00 6.00 -2.00
Full-Time Regular 1145 Civil Engineer II 2.00 2.00 0.00
Full-Time Regular 1306 Senior Traffic Engineer 1.00 1.00 0.00
Full-Time Regular 1483 Traffic Operations Manager 1.00 1.00 0.00
Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50 0.00
2630 TRAFFIC ENGINEERING 4.50 4.50 0.00
Full-Time Regular 1224 Traffic Electrician Leader 1.00 1.00 0.00
Full-Time Regular 1330 Traffic Electrician 3.00 3.00 0.00
2640 TRAF. SIG. & ST. LIGHT. MAINT 4.00 4.00 0.00
Full-Time Regular 1011 Superintendent, Streets/San 1.00 1.00 0.00
Full-Time Regular 9999 Business Office Coordinator 1.00 1.00 0.00
Part-Time Regular 1148 2 PT Clerks (was Exec. Sec non-DH)1.00 0.75 -0.25
Formerly 1 FTE Exec Sec; reclassed &
adjusted to 2 PT Clerks at .75 FTE
each; 1 PT Clerk position eliminated
Full-Time Regular 1284 Public Works Supervisor 2.00 2.00 0.00
Full-Time Regular 1492 PW Supervisor - Contract Serv. Coord.1.00 1.00 0.00
2665 STREETS AND SANITATION ADMINIS 6.00 5.75 -0.25
Full-Time Regular 1195 Equipment Operator II 6.00 9.00 3.00
2 positions moved from 2695; 1 position
moved from 2675
Full-Time Regular 1196 Equipment Operator III 3.00 3.00 0.00
Full-Time Regular 1283 Operations Coordinator 2.00 2.00 0.00
Health Department
Public Works
206 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1331 Public Works Maint Wrkr III 3.00 3.00 0.00
Full-Time Regular 1288 Public Works Maint Wrkr II 3.00 3.00 0.00
2670 STREET AND ALLEY MAINTENANCE 17.00 20.00 3.00
Full-Time Regular 1195 Equipment Operator II 4.00 3.00 -1.00 Moved to 2670
Full-Time Regular 1288 Public Works Maint Wrkr II 1.00 1.00 0.00
2675 STREET CLEANING 5.00 4.00 -1.00
Full-Time Regular 1195 Equipment Operator II 10.00 0.00 -10.00 Moved to BU 7690
Part-Time Regular 1386 Recycling Attendant 0.75 0.00 -0.75 Position eliminated
2685 REFUSE COLLECT & DISPOSAL 10.75 0.00 -10.75
Full-Time Regular 1195 Equipment Operator II 2.00 0.00 -2.00 2 positions moved to 2670
2695 YARD WASTE COLLECTION 2.00 0.00 -2.00
2600 PUBLIC WORKS 62.25 49.25 13.00
Full-Time Regular 1226 Librarian I 2.74 2.74 0.00
Full-Time Regular 1228 Librarian III 1.00 1.00 0.00
Full-Time Regular 1231 Library Assistant 3.43 3.43 0.00
Part-time Regular 1229 Library Aide I 0.81 0.81 0.00
Part-time Regular 1388 Shelver 0.40 0.40 0.00
2805 CHILDREN'S SERVICES 8.38 8.38 0.00
Full-Time Regular 1226 Librarian I 7.85 7.84 -0.01 Position adjustment: -0.01
Full-Time Regular 1227 Virtual Services Librarian 1.00 1.00 0.00
Full-Time Regular 9999 Administrative Librarian 1.00 1.00 0.00
Part-time Regular 1229 Library Aide 0.35 0.00 -0.35
Part-time Regular 1372 Library Clerk 2.08 2.48 0.40
Part-time Regular 1384 Readers' Advisor 4.03 4.05 0.02
2806 ADULT SERVICES 16.31 16.37 0.06
Full-Time Regular 1227 Librarian II 0.00 1.00 1.00 Re-org. - Moved from 2825
Part-time Regular 1231 Library Assistant 0.00 0.00 0.00
Re-org. - Moved from 2825, 2830 -
Position then eliminated
Part-time Regular 1355 Branch Assistant 0.00 1.31 1.31
Re-org. - Moved from 2825, 2831 -
Position then reduced to 1.31
Part-time Regular 1372 Library Clerk 0.00 0.33 0.33 Re-org. - Moved from 2825, 2832
Part-time Regular 1388 Shelver 0.00 0.00 0.00
Re-org. - Moved from 2825, 2833 -
Position then eliminated
2808 NEIGHBORHOOD SERVICES 0.00 2.64 2.64
Full-Time Regular 1141 Circulation Supervisor 1.00 1.00 0.00
Full-Time Regular 1230 Library Aide II 1.00 1.00 0.00
Part-time Regular 1149 Clerk III 1.00 1.00 0.00
Part-time Regular 1372 Library Clerk 5.81 6.33 0.52
Part-time Regular 1373 Library Technical Aide 0.53 0.00 -0.53
Part-time Regular 1387 Security Monitor 1.17 1.18 0.01
Part-time Regular 1388 Shelver 4.25 4.00 -0.25 Reduced by 1 shelver at .25 FTE
2820 CIRCULATION 14.76 14.51 -0.25
Full-Time Regular 1227 Librarian II 1.00 0.00 -1.00 Re-Org. - Moved to BU 2808
Part-time Regular 1229 Library Aide I 0.33 0.00 -0.33 Re-Org. - Moved to BU 2808
Part-time Regular 1355 Branch Assistant 1.31 0.00 -1.31 Re-Org. - Moved to BU 2808
2825 NORTH BRANCH 2.64 0.00 -2.64
Part-time Regular 1227 Librarian II 0.00 0.00 0.00 Re-Org. - Moved to BU 2808
Part-time Regular 1229 Library Aide I 0.19 0.00 -0.19 Re-Org. - Moved to BU 2808
Part-time Regular 1355 Branch Assistant 1.20 0.00 -1.20 Re-Org. - Moved to BU 2808
2830 SOUTH BRANCH 1.39 0.00 -1.39
Full-Time Regular 1151 Clerk Typist II 1.00 1.00 0.00
Full-Time Regular 1226 Librarian I 0.53 0.53 0.00
Full-Time Regular 1228 Librarian III 1.00 1.00 0.00
Full-Time Regular 1231 Library Assistant 1.00 1.00 0.00
Part-time Regular 1372 Library Clerk 2.08 2.08 0.00
2835 TECHNICAL SERVICES 5.61 5.61 0.00
Full-Time Regular 1165 Custodian II 3.00 3.00 0.00
2840 MAINTENANCE 3.00 3.00 0.00
Full-Time Regular 1110 Administrative Services Manager 1.00 1.00 0.00
Full-Time Regular 1232 Director, Library 1.00 1.00 0.00
Full-Time Regular 1149 Clerk III 1.00 1.00 0.00
Full-Time Regular 9999 Bookkeeper 0.53 0.53 0.00
Full-Time Regular 1430 Community Relations Coordinator 1.00 0.00 -1.00
Position eliminated and replaced by .61
FTE Administrative Assistant
Part-time Regular 1151 Administrative Assistant 0.51 1.12 0.61
.61 FTE replacement of Community
Relations Coordinator
2845 ADMINISTRATION 5.04 4.65 -0.39
Library
207 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
2800 LIBRARY DEPARTMENT 57.13 55.16 -1.97
Full-Time Regular 1006 Director, Parks/Forestry & Rec 1.00 1.00 0.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
Full-Time Regular 1237 Management Analyst 1.00 1.00 0.00
3005 REC. MGMT. & GENERAL SUPPORT 3.00 3.00 0.00
Full-Time Regular 9999 Business Office Coordinator 1.00 1.00 0.00
Full-Time Regular 1167 Data Control Clerk 1.00 1.00 0.00
Full-Time Regular 1431 Recreation Support Specialist 1.00 1.00 0.00
3010 REC. BUS. & FISCAL MGMT 3.00 3.00 0.00
Full-Time Regular 1281 Public Information Specialist 1.00 1.00 0.00
Part-time Regular 1383 Public Information Assistant 0.75 0.00 -0.75 Position eliminated
3015 COMMUNICATION & MARKETING SRVS 1.75 1.00 -0.75
Full-Time Regular 1317 Superintendent, Recreation 1.00 1.00 0.00
3020 RECREATION GENERAL SUPPORT 1.00 1.00 0.00
Part-time Regular 1379 Preschool Instructor 2.10 2.10 0.00
Full-Time Regular 1129 Building Supervisor 1.00 1.00 0.00
Full-Time Regular 1165 Custodian II 1.00 1.00 0.00
Full-Time Regular 1201 Fac Maint Worker/Cust II 1.00 1.00 0.00
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 0.00
Part-time Regular 1353 After School Supervisor 0.50 0.50 0.00
Part-time Regular 1385 Recreation Aide 0.50 0.50 0.00
Part-time Regular 1403 PT Custodian 1.30 1.60 0.30 Position adjustment: 0.30 FTE
3030 CROWN COMMUNITY CENTER 8.40 8.70 0.30
Full-Time Regular 1149 Clerk III 0.75 0.75 0.00
Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 0.00
Full-Time Regular 1294 Recreation Program Manager 2.00 2.00 0.00
Part-time Regular 1381 Program Supervisor 0.00 0.80 0.80 Adjustment - 0.80 FTE
Part-time Regular 1403 PT Custodian 1.25 1.28 0.03 Position adjustment: 0.03 FTE
3035 CHANDLER COMMUNITY CENTER 5.00 5.83 0.83
Full-Time Regular 1148 Clerk II 1.50 1.50 0.00
Full-Time Regular 1165 Custodian II 1.00 1.00 0.00
Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 0.00
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 0.00
Full-Time Regular 1344 Weekend/Evening Coordinator 1.00 1.00 0.00
Part-Time Regular 1381 Program Supervisor 0.00 0.75 0.75 Adjustment - 0.75 FTE
Part-time Regular 1403 PT Custodian 0.50 0.50 0.00
3040 FLEETWOOD JOURDAIN COM CT 6.00 6.75 0.75
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 0.00
3045 FLEETWOOD/JOURDAIN THEATR 1.00 1.00 0.00
Full-Time Regular 1201 Fac Maint Worker/Cust II 1.00 1.00 0.00
Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 0.00
Full-Time Regular 1294 Recreation Program Manager 2.00 2.00 0.00
Part-time Regular 1376 Office Assistant 0.77 0.77 0.00
Part-time Regular 1397 Facilities Supervisor 0.85 0.85 0.00
Part-time Regular 1402 PT Bus Driver 1.03 0.93 -0.10 Position adjustment .10 FTE
Part-Time Regular 1300 Secretary II 0.50 0.50 0.00
Part-time Regular 1403 PT Custodian 1.90 1.78 -0.12 Position adjustment: -0.12 FTE
3055 LEVY CENTER 9.05 8.83 -0.22
Full-Time Regular 1294 Recreation Program Manager 0.75 0.75 0.00
Full-Time Regular 1311 Lakefront Sports Coordinator 0.50 0.50 0.00
3080 BEACHES 1.25 1.25 0.00
Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
Full-Time Regular 1264 Parks/Forestry Worker II 4.00 4.00 0.00
Full-Time Regular 1320 Supervisor, Sports/Rec Maint 1.00 1.00 0.00
3085 RECREATION FACILITY MAINT 6.00 6.00 0.00
Full-Time Regular 1148 Clerk II 0.70 0.70 0.00
Full-Time Regular 1245 Office Coordinator 1.00 1.00 0.00
Full-Time Regular 1248 Operations Manager 1.00 1.00 0.00
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 0.00
Full-Time Regular 1297 Robert Crown Manager 1.00 1.00 0.00
Part-time Regular 1376 Office Assistant 1.25 0.91 -0.34
Part-time Regular 1397 Facilities Supervisor 1.20 0.90 -0.30
Part-time Regular 1403 PT Custodian 0.50 0.50 0.00
3095 CROWN ICE RINK 7.65 7.01 -0.64
Full-Time Regular 1311 Lakefront Sports Coordinator 0.05 0.05 0.00
Full-Time Regular 1381 Program Supervisor 0.00 0.40 0.40 Adjustment - 0.40 FTE
3100 SPORTS LEAGUES 0.05 0.45 0.40
Parks, Recreation and Community Services
208 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Part-time Regular 1397 Facilities Supervisor 0.40 0.40 0.00
3110 TENNIS 0.40 0.40 0.00
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 0.00
Part-time Regular 1369 PT Inclusion Specialist 0.75 0.75 0.00
Full-Time Regular 1311 Lakefront Sports Coordinator 0.25 0.25 0.00
Part-time Regular 1381 Program Supervisor 0.00 0.46 0.46 Adjustment - 0.46 FTE
3130 SPECIAL RECREATION 2.00 2.46 0.46
Full-Time Regular 1402 PT Bus Drivers 0.75 1.15 0.40 Adjustment - 0.4 FTE PT Bus Driver
3140 BUS PROGRAM 0.75 1.15 0.40
Full-Time Regular 1294 Recreation Program Manager 0.25 0.25 0.00
Full-Time Regular 1311 Lakefront Sports Coordinator 0.20 0.20 0.00
Part-time Regular 1404 PT Park Ranger 1.30 1.00 -0.30 Position reduced by 0.3 FTE
3150 PARK SERVICE UNIT 1.75 1.45 -0.30
Full-Time Regular 1369 Inclusion Specialist 1.00 1.00 0.00
Full-Time Regular 1214 Health Program Coordinator 1.00 1.00 0.00
3205 COMMUNITY RELATIONS 2.00 2.00 0.00
Full-Time Regular 1461 Part-Time Ombudsman 0.00 0.40 0.40 Adjustment - 0.4 FTE
Full-Time Regular 1300 Secretary II 0.50 0.50 0.00
Full-Time Regular 1461 Senior Citizen Ombudsman 1.00 1.00 0.00 Reclass from Comm. Health Mgr
3210 COMMISSION ON AGING 1.50 1.90 0.40
Full-Time Regular 1418 Youth Coordinator 1.00 1.00 0.00
3215 YOUTH ENGAGEMENT 1.00 1.00 0.00
Full-Time Regular 1467 Assistant Super of P/F Fac. Mgmt 1.00 1.00 0.00
Full-Time Regular 1300 Secretary II 1.00 1.00 0.00
Full-Time Regular 1316 Superintendent, Parks/For/FM 1.00 1.00 0.00
3505 PARKS & FORESTRY GENERAL SUP 3.00 3.00 0.00
Full-Time Regular 1195 Equipment Operator II 3.00 3.00 0.00
Full-Time Regular 1210 General Tradesman 1.00 1.00 0.00
Full-Time Regular 1250 Parks/Forestry Crew Leader 3.00 3.00 0.00
Full-Time Regular 1264 Parks/Forestry Worker II 1.00 1.00 0.00
Full-Time Regular 1265 Parks/Forestry Worker III 5.00 5.00 0.00
3510 HORTICULTURAL MAINTENANCE 13.00 13.00 0.00
Full-Time Regular 1113 Arborist 0.50 0.50 0.00
Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
Full-Time Regular 1265 Parks/Forestry Worker III 8.00 7.00 -1.00 1 Position eliminated
3515 PARKWAY TREE MAINTENANCE 9.50 8.50 -1.00
Full-Time Regular 1113 Arborist 0.25 0.25 0.00
Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
Full-Time Regular 1265 Parks/Forestry Worker III 6.00 6.00 0.00
3520 DUTCH ELM DISEASE CONTROL 7.25 7.25 0.00
Full-Time Regular 1113 Arborist 0.25 0.25 0.00
Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
Full-Time Regular 1265 Parks/Forestry Worker III 1.00 1.00 0.00
3525 TREE PLANTING 2.25 2.25 0.00
Full-Time Regular 1149 Clerk III 1.00 1.00 0.00
Full-Time Regular 1191 Ecology Center Coordinator 1.00 1.00 0.00
Full-Time Regular 1191 Recreation Program Manager 1.00 1.00 0.00
Part-time Regular 1366 Garden Coordinator 0.20 0.20 0.00
Part-time Regular 1397 Facilities Supervisor 0.30 0.32 0.02
Part-time Regular 1403 PT Custodian 0.55 0.25 -0.30 Position adjustment: -0.30 FTE
3605 ECOLOGY CENTER 4.05 3.77 -0.28
Full-Time Regular 1114 Director, Arts Council 0.40 0.40 0.00
Full-Time Regular 1300 Secretary II 0.40 0.40 0.00
3700 ARTS COUNCIL 0.80 0.80 0.00
Full-Time Regular 1114 Director, Arts Council 0.20 0.20 0.00
Full-Time Regular 1202 Facilities Maint. Worker II 1.00 1.00 0.00
Full-Time Regular 1300 Secretary II 0.20 0.20 0.00
Full-Time Regular 1294 Recreation Program Manager 0.15 0.00 -0.15
Part-time Regular 1397 Facilities Supervisor 0.95 0.95 0.00
Part-time Regular 1403 PT Custodian 1.75 1.96 0.21 Position adjustment - 0.21 FTE
3710 NOYES CULTURAL ARTS CTR 4.25 4.31 0.06
Full-Time Regular 1114 Director, Arts Council 0.40 0.40 0.00
Full-Time Regular 1300 Secretary II 0.40 0.40 0.00
Full-Time Regular 1305 Senior Program Coordinator 1.00 1.00 0.00
3720 CULTURAL ARTS PROGRAMS 1.80 1.80 0.00
Full-Time Regular 1199 Executive Secretary (Non-DH) 1.00 1.00 0.00
Full-Time Regular 1468 Architect / Project Manager 1.00 1.00 0.00
3805 FACILITIES ADMINISTRATION 2.00 2.00 0.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
Full-Time Regular Custodian I 1.00 1.00 0.00
209 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Part-time Regular 1403 PT Custodian 0.20 0.20 0.00
3806 CIVIC CENTER SERVICES 2.20 2.20 0.00
Full-Time Regular 1200 Facilities Mgmt Supervisor 2.00 2.00 0.00
Full-Time Regular 1203 Facilities Maint. Worker III 13.00 13.00 0.00
Full-Time Regular 1351 ADA/CIP Project Manager 1.00 1.00 0.00
3807 CONSTRUCTION & REPAIR 16.00 16.00 0.00
3000 PARKS, REC.& COMMUNITY SERVICES 128.65 129.06 0.41
Grand Total - General Fund 698.03 682.87 -15.16
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE
Full-Time Regular 1462 NSP 2 Housing Specialist 0.00 1.00 1.00 New position - grant funded
5005 NSPS 0.00 1.00 1.00
5005 NSPS FUND 0.00 1.00 1.00
Full-Time Regular 1105 Asst Communications Coord 2.00 2.00 0.00
Full-Time Regular 1156 Communications Coordinator 1.00 1.00 0.00
Full-Time Regular 1327 Telecommunicator 2.00 2.00 0.00
5150 EMERGENCY TELEPHONE SYSTEM 5.00 5.00 0.00
5150 EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
Full-Time Regular 1488 Housing and Grant Administrator 1.00 1.00 0.00
Full-Time Regular 1241 Neighborhood Planner 1.00 1.00 0.00
5220 CDBG ADMINISTRATION 2.00 2.00 0.00
5220 CDBG ADMINISTRATION FUND 2.00 2.00 0.00
Full-Time Regular 1185 Economic Development Planner 3.00 2.00 -1.00 Reclass 1 position to Ec Dev Div Mgr
Full-Time Regular Economic Development Division Mgr.0.00 1.00 1.00 Reclass from Ec Dev Planner
Full-Time Regular 9999 Intergovernmental Affairs Coordinator 1.00 1.00 0.00
Full-Time Regular 9999 Development Officer 1.00 1.00 0.00
Full-Time Regular 1198 Executive Assistant 0.30 0.00 -0.30 0.3 FTE moved to BU 1505
5300 ECON. DEVELOPMENT FUND 5.30 5.00 -0.30
5300 ECON. DEVELOPMENT FUND 5.30 5.00 -0.30
Full-Time Regular 1145 Civil Engineer II 0.00 1.00 1.00 Moved from 2625
5999 CAPITAL IMPROVEMENT FUND 0.00 1.00 1.00
5999 CAPITAL IMPROVEMENT FUND 0.00 1.00 1.00
Full-Time Regular 1482 Customer Service Representatives 3.00 3.00 0.00
Full-Time Regular 1256 Parking Manager 1.00 1.00 0.00
Full-Time Regular 1257 Parking System Supervisor 1.00 1.00 0.00
Full-Time Regular Parking Facilities Supervisor 1.00 1.00 0.00
Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50 0.00
7005 PARKING SYSTEM MGT 6.50 6.50 0.00
Full-Time Regular 1254 Parking Repair Worker 3.00 3.00 0.00
Full-Time Regular 1283 Public Works Crew Leader 1.00 1.00 0.00
Full-Time Regular 1288 Public Works Maint Wrkr II 4.00 4.00 0.00
7015 PARKING LOTS & METERS 8.00 8.00 0.00
Full-Time Regular 1288 Public Works Maint Wrkr II 1.00 1.00 0.00
7037 MAPLE AVENUE GARAGE 1.00 1.00
7005 PARKING SYSTEM FUND 15.50 15.50 0.00
Other Funds - Full-Time Equivalent Positions
Emergency Telephone System Fund
Community Development Block Grant Fund
Economic Development Fund
Parking System Fund
Water Fund
Neighborhood Stabilization Program 2
Capital Improvement Fund
210 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1012 Utilities Director 1.00 1.00 0.00
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
Full-Time Regular 1421 Asst Superin, Const & Fld Svcs 1.00 1.00 0.00
Full-Time Regular 1435 Asst Superin, Water Production 1.00 1.00 0.00
7100 WATER GENERAL SUPPORT 4.00 4.00 0.00
Full-Time Regular 1183 Division Chief, Pumping 1.00 1.00 0.00
Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00 0.00
Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00 0.00
Full-Time Regular 1339 Water Worker II 1.00 1.00 0.00
Full-Time Regular 1340 Water Plant Operator 5.00 5.00 0.00
7105 PUMPING 11.00 11.00 0.00
Full-Time Regular 1138 Chemist 1.00 1.00 0.00
Full-Time Regular 1182 Division Chief, Filtration 1.00 1.00 0.00
Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00 0.00
Full-Time Regular 1240 Microbiologist 1.00 1.00 0.00
Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00 0.00
Full-Time Regular 1338 Water Worker I 1.00 1.00 0.00
Full-Time Regular 1339 Water Worker II 1.00 1.00 0.00
Full-Time Regular 1340 Water Plant Operator 5.00 5.00 0.00
7110 FILTRATION 14.00 14.00 0.00
Part- Time Regular 1271 Plumbing Inspector 0.50 0.50 0.00
Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 0.00
Full-Time Regular 1338 Water Worker I 2.00 2.00 0.00
Full-Time Regular 1339 Water Worker II 2.00 1.00 -1.00 1 position eliminated
Full-Time Regular 1341 Water Service Worker 2.00 2.00 0.00
Full-Time Regular 1390 Water/Sewer Crew Leader 3.00 3.00 0.00
Full-Time Regular 1146 Civil Engineer III 0.00 1.00 1.00 Moved from 7400
Full-Time Regular 1393 Water Distribution Supervisor 1.00 1.00 0.00
7115 DISTRIBUTION 11.00 11.00 0.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
Full-Time Regular 1239 Meter Service Coordinator 1.00 1.00 0.00
Full-Time Regular 1336 Water Billing Clerk 1.00 0.00 -1.00 Position eliminated
7120 WATER METER MAINTENANCE 3.00 2.00 -1.00
7100 WATER FUND 43.00 42.00 -1.00
Full-Time Regular 1146 Civil Engineer III 1.00 0.00 -1.00 Moved to 7115
Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 0.00
Full-Time Regular 1189 Engineering Associate II 2.00 2.00 0.00
Part-Time Regular 1271 Plumbing Inspector 0.50 0.50 0.00
Full-Time Regular 1338 Water Worker I 2.00 2.00 0.00
Full-Time Regular 1339 Water Worker II 3.00 3.00 0.00
Full-Time Regular 1390 Water/Sewer Crew Leader 4.00 4.00 0.00
Full-Time Regular 1392 Sewer Supervisor 1.00 1.00 0.00
7400 SEWER MAINTENANCE 14.00 13.00 -1.00
7400 SEWER MAINTENANCE FUND 14.00 13.00 -1.00
Full-Time Regular 1195 Equipment Operator II 0.00 10.00 10.00 Positions moved from BU 2685
7690 Residential Recycling Collection 0.00 10.00 10.00
7600 SOLID WASTE FUND 0.00 10.00 10.00
Full-Time Regular 1110 Fleet Services Manager 1.00 1.00 0.00
Full-Time Regular 1128 Auto Shop Supervisor 1.00 1.00 0.00
7705 GENERAL SUPPORT 2.00 2.00 0.00
Full-Time Regular 1193 Equipment Mechanic III 8.00 8.00 0.00
Full-Time Regular 1197 Equipment Parts Technician 1.00 1.00 0.00
Full-Time Regular 1233 Lead Mechanic 1.00 1.00 0.00
7710 MAJOR MAINTENANCE 10.00 10.00 0.00
7700 FLEET SERVICES FUND 12.00 12.00 0.00
Full-Time Regular 1414 Assistant City Attorney 1.00 1.00 0.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)0.00 1.00 1.00 Moved from 1700
Full-Time Regular 1472 Insurance Administrator 1.00 1.00 0.00
Full-Time Regular 1473 Workers Comp and Safety Manager 1.00 1.00 0.00
Fleet Service Fund
Sewer Fund
Insurance Fund
Solid Waste Fund
211 As Amended on 08/01/11
CITY OF EVANSTON FY 2011 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2010-2011
Budgeted
FTE
2011
Budgeted
FTE
Difference
FTE Comments
7800 INSURANCE FUND 3.00 4.00 1.00
7800 INSURANCE FUND 3.00 4.00 1.00
Grand Total - Other Funds 99.80 110.50 10.70
Grand Total - All Funds 797.83 793.37 -4.46
212 As Amended on 08/01/11
PART VI
CAPITAL IMPROVEMENT PLAN
213 As Amended on 08/01/11
Capital Improvement Plan
Overview
The Capital Improvement Plan is a process by which the City designs a multi-year plan for major capital
expenditures. It represents the City’s plan for physical development and is reviewed and updated each
year to reflect changing priorities. It provides an ongoing framework for identifying capital requirements,
scheduling projects over a period of years, coordinating related projects, and identifying future fiscal
impacts. Generally, the CIP includes improvements that are relatively expensive, have a multi-year
useful life, and, similar to capital outlay items, result in fixed assets. These include the construction of
new buildings, additions to or renovations of existing buildings, construction of streets, sewer
improvements, land purchases, and major software or equipment purchases. Due to the nature and total
costs of the identified projects, bond proceeds are one of the major sources of revenue. The CIP is a
dynamic process, with anticipated projects being changed, added, and deleted from the plan as the five
year timeline evolves.
During the past several years staff has undertaken a variety of comprehensive assessments of many of
the City’s capital assets to provide a more complete understanding of the City’s future needs. A sample
of these include: the Comprehensive Pavement Study; Parks, Forestry, and Recreation Strategic Plan;
the analysis of the Civic Center; the Crown Center Study, the Ten Year Sewer Improvement Program;
Street Lighting; Chicago Avenue Corridor; Downtown Streetscape Audit; the assessments of Fire and
Police Stations; the current development of the IT Strategic Plan, as well as development of the City’s
Strategic Plan. These studies serve as the foundation for the staff recommendations set forth in the
attached Capital Improvement Plan. As the City moves forward, it must continually assess the on-going
infrastructure needs of the community.
Formal City Council adoption of the Capital Improvement Program indicates the City’s commitment to the
plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted
each year to pay for the improvements – year one is the approved Capital Budget for which Council
approval authorizes expenditures, with years two through five reflecting the City’s plan for improvements.
Summary of FY 2011 - 2015 Capital Improvement Plan
It is important to distinguish between the City’s Capital Improvement Plan (CIP) and Capital Improvement
Fund (CIF). The CIP report in this section includes all citywide capital projects, regardless of the fund
and/or funding source. This contrasts with the City’s CIF, which includes only those capital projects that
are not paid through one of the City’s internal service, special revenue, or enterprise funds. Typically,
capital purchases used to benefit the City as a whole are budgeted and paid from the CIF, while capital
purchases specific to one area, function, or fund are typically paid from that specific source or fund.
An example of the above would be an addition or capital improvement to the City’s water filtration plant.
While this project would be included in the City’s CIP report, the expense would be budgeted in the City’s
Water Utility Fund. There are a couple of exceptions to this rule. Capital projects funded via the City’s
Motor Fuel Fund (MFT) may benefit the City as a whole, but for legal purposes such capital projects must
be budgeted and paid out of the City’s MFT Fund. Another example would be capital purchases related
to the City’s fleet. Since the City maintains a separate internal service Fleet Fund for tracking purposes,
CIP projects pertaining to fleet vehicles and equipment purchases are budgeted and paid from the Fleet
Fund rather than the CIF.
214 As Amended on 08/01/11
Capital Improvement Plan
Staff presented the FY11 CIP to the City Council for consideration in three parts. The first section
contained a status report pertaining to prior year CIP projects. This section included year end estimates
for FY10-11 CIP projects and listed projects which would require a carryover of previously approved
funds into FY11. The second portion of the CIP included recommended projects to be funded from
sources other than through issuance of unabated General Obligation (GO) debt. The third section of the
CIP contained a list of recommended projects to be funded through the issuance of unabated GO debt.
CIP projects to be funded through unabated GO debt were categorized into three groups:
• Carryover Projects – These are projects approved in previous years. The projects either have
yet to be completed or have outstanding balances which staff anticipates will be paid in FY11.
Carryover projects are to be paid from CIP fund reserves which are composed of previous year
bond proceeds and grants and are not to be included as part of the City’s FY11 debt issuance.
• Priority 1 – Any project which staff recommends should be completed in 2011. These are critical
projects which must be completed due to safety concerns, if there is partial funding from other
non-GO revenue sources or if there is another significant compelling need.
• Priority 2 – Any projects which do not meet the Priority 1 criteria outlined above were classified
as Priority 2. In an effort to limit the City’s unabated GO debt issuance for FY11, staff
recommended that all Priority 2 projects be deferred until FY12.
215 As Amended on 08/01/11
Capital Improvement Fund Policy
Section I: Objectives and Priorities
The overall goal for Evanston's capital improvement effort is:
A comprehensive capital improvement program that is used by decision-makers to guide capital
investments, make the best use of limited resources and provide community facilities that function well
and contribute to the attractiveness, public health and safety of the City.
To accomplish this goal, a broad set of objectives and policies have been developed to guide preparation
and monitoring of the capital improvement program. These broad objectives, priorities and policies
adopted by the City Council guide staff each year as a capital program is developed and presented to the
City Council for review and consideration.
Objectives
• Undertake a comprehensive assessment of all capital needs and develop a strategic plan to meet the
City’s capital needs, so that projects and funding are rationally sequenced, coordinated and kept on
the public agenda.
• Undertake capital improvements that are needed to maintain existing public facilities, increase
operating efficiency and reduce operating costs.
• Undertake capital investments that encourage and support economic development or directly produce
income.
• Undertake capital improvements that are of the highest quality that the City can afford which enhance
Evanston's physical appearance, public image, quality of life and promote public health and safety.
• Limit the extent to which local property taxes are required to finance capital improvements.
• Plan all capital projects to meet ADA requirements.
Priorities
• Project major capital improvement replacement needs to cover a 20 to 30 year period so that a long-
range capital maintenance plan can be developed.
• Set priorities for capital improvements and match projects with appropriate funding sources.
• Monitor implementation of the Capital Improvement Program through periodic capital improvement
staff meetings and reports to the Administration and Public Works Committee.
• Undertake an annual review of capital improvement funding sources and an assessment of capital
improvement projects proposed for the following years.
216 As Amended on 08/01/11
Capital Improvement Fund Policy
• Commit funds annually for improvements so that incremental progress can be made toward long-
range goals.
• Coordinate planned capital improvement projects where opportunities exist to do so.
• Leverage local capital improvement funds to the extent possible.
• Give priority to projects that further the objectives of the Comprehensive General Plan.
More specific policies have also been written to guide the scheduling and prioritization of projects
within each of the major project classifications.
Economic Development
• Make capital investments needed to realize the full potential of the Downtown Redevelopment.
• Coordinate improvements made in retail and commercial areas.
• Develop and implement programs to upgrade and maintain streetscapes in each neighborhood
business district within the City.
• Develop and implement plans for capital needs of neighborhood economic development.
Environment
• Maintain water system improvements needed to ensure a safe and adequate water supply.
• Develop and implement programs to eliminate environmental hazards where they exist in City
facilities and on public grounds.
• Participate in development of area wide solutions to the problem of solid waste disposal and promote
local recycling and waste reduction efforts to minimize solid waste disposal requirements and
conserve resources.
• Complete the long-range comprehensive sewer plan.
Parks and Recreation
• Rehabilitate parks through periodic replacement of pavement, athletic fields and courts, equipment,
site furnishings, infrastructure and landscaping.
• Undertake improvements to enhance and protect the lakefront park system.
• Maintain Evanston's community recreational facilities to the high standard expected.
• Bring play equipment into compliance with current CPSC and ASTM safety guidelines and ADA
requirements.
217 As Amended on 08/01/11
Capital Improvement Fund Policy
Public Buildings
• Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making
decisions concerning construction, purchasing, disposal or rehabilitation of public facilities.
• Continue to undertake preventive maintenance, energy conservation, and rehabilitation programs for
public buildings.
• Undertake projects needed to improve the security of public buildings and facilities.
• Complete the fire station construction and improvement plan.
• Complete the rehabilitation of the Police/Fire Headquarters.
• Undertake projects and improvement to municipal facilities to meet the standards of the Federal
Americans with Disabilities Act (ADA).
• Develop and implement a plan for the municipal offices.
• Implement policy advocating art within city building projects, in compliance with Title 7, Chapter 16 of
the City Code.
Transportation
• Improve the condition, efficiency and safety of Evanston’s circulation system.
• Undertake improvements needed to keep municipal parking facilities well maintained, safe and
attractive.
• Plan and implement expanded public parking inventory.
• Continue the City’s programs for maintaining curbs, gutters and sidewalks.
• Evaluate all sidewalks and develop an improvement schedule.
• Enhance livability of neighborhoods by implementing various traffic controls.
• Improve Evanston’s remaining unpaved streets and alleys.
• Implement a Citywide bike plan and encourage inter-modal transportation.
• Ensure adequate street lighting to balance crime prevention, safety and residential atmosphere.
• Develop plans and programs to improve the appearance and maintenance of rail embankments,
viaducts and rail stations.
218 As Amended on 08/01/11
Capital Improvement Fund Policy
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long range capital needs list, a five year capital improvement program will be
developed and updated annually, including anticipated funding sources.
• The City will maintain all its physical assets at a level adequate to protect the City’s capital investment
and to minimize future maintenance and replacement costs.
• The City will coordinate development of the capital improvement budget with the development of the
operating budget. Future operating costs associated with new capital improvements will be projected
and included in operating budget forecasts.
• If a new project (non-emergency) is identified during the fiscal year, staff shall prepare a report to the
City Council describing the project, and if necessary recommend a decrease in another approved
project so as not to alter the overall appropriation for the capital budget.
Capital Financing Policies
• Long-term borrowing will not be used to finance current operations or normal maintenance.
• Capital projects financed through the issuance of bonds will be financed for a period not to exceed
the expected useful life of the project.
• The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding
of capital projects. The City will strive to find more streams of revenue to support pay-as-you-go
financing of its future capital improvements.
• Dedicated revenue stream options include but are not limited to excess funds, additional taxes (i.e.
motor fuel tax for street improvements) and use of tax increment financing revenues as they become
available.
• Outstanding tax-supported debt shall not exceed $90 million.
Capital Project Planning and Cost Containment
• City staff will meet monthly to review the progress on all outstanding projects. Semi-annual reports
will be presented to the Administration & Public Works Committee.
• Identification of funding opportunities should be included within the project development phase.
• Recognize that most projects will take at least two years to plan and implement.
• Where appropriate, separate project planning and execution costs, acknowledging that approving a
study does not guarantee the implementation of the project.
219 As Amended on 08/01/11
Capital Improvement Fund Policy
• For any enterprise fund or storm water management fund that is supporting debt, an annual rate
study will be performed to ensure that the fees or rates are sufficient to meet the debt service
requirements.
• A five year projection of revenues and expenditures for the general, special revenue, and enterprise
funds should be prepared to provide strategic perspective to each annual budget process.
Emergency Fund Reserves
• An emergency account within the capital improvement fund shall be established to fund emergency
capital needs.
• The emergency account shall be initially funded through a one-time revenue source and replenished
with a percentage of project surpluses at the end of the fiscal year.
Grants
• City staff should seek grants for projects which are in the current fiscal year, the five year plan, or
fund a recognized city need.
• For projects not currently funded or in the five year plan, the Council must approve the reduction or
elimination of a previously planned project.
• If a grant is received, the original funds can be used in any of the following ways:
o Reallocated to a new project within the 5 year plan within the same area.
o Reallocated to a priority list of projects approved by the City Council during consideration of the
capital plan.
o Used to expand the scope of the existing project for which the grant is received.
o Placed in the contingency fund for future matches or cost overruns.
o Placed in an emergency fund for unanticipated projects.
Community Development Block Grant (CDBG) Funds
• A comprehensive program for all capital projects in the CDBG target area will be presented to
the CDBG Committee.
220 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan Summary by Funding Source
Fiscal Year 2011
Funding Source Amount
MFT Fund Funding 1,200,000
E911 Fund Funding 229,353
CDBG Fund Funding 480,000
Economic Development Funding 80,000
TIF Funds Funding 1,963,715
CIP Fund - General Obligation (GO) Debt 5,078,500
CIP Fund Reserves (Carryover Projects)3,375,845
CIP Fund - Grants 4,196,473
CIP Fund - Loan 149,000
IDNR Grant Funding 35,000
CIP Fund - Private Donations 575,000
SA Fund Funding 1,575,000
Parking Fund Funding 3,242,598
Water Fund Funding 7,320,000
Water Fund - Grants 350,000
Sewer Fund Funding 687,475
Fleet Fund Funding 1,900,000
TOTAL FY 2011 CIP 32,437,959
MFT Fund Funding
3.7%
E911 Fund Funding
0.7%
CDBG Fund Funding
1.5%
Economic Development
Funding
0.2%
TIF Funds Funding
6.1%
CIP Fund - General
Obligation (GO) Debt
15.7%
CIP Fund Reserves
(Carryover Projects)
10.4%
CIP Fund - Grants
12.9%
CIP Fund - Loan
0.5%IDNR Grant Funding
0.1%
CIP Fund - Private
Donations
1.8%
SA Fund Funding
4.9%
Parking Fund Funding
10.0%
Water Fund Funding
22.6%
Water Fund - Grants
1.1%
Sewer Fund Funding
2.1%
Fleet Fund Funding
5.9%
FY 2011 CIP by Funding Source
221 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan Summary by Function
Fiscal Year 2011
Amount
Administrative Services - Finance 650,000
Administrative Services - Information Technology 394,000
Community & Economic Development - General 50,000
Community & Economic Development - TIF 1,190,000
Parks, Recreation & Community Services (PRCS) - General 5,553,052
PRCS - CDBG 130,000
PRCS - E911 229,353
PRCS - Economic Development 80,000
PRCS - Parking Fund 2,552,598
PRCS - TIF 558,715
Public Works - General 6,762,766
Public Works - CDBG 350,000
Public Works - Fleet Fund 1,900,000
Public Works - Motor Fuel Fund 1,200,000
Public Works - Special Assessments 1,575,000
Public Works - TIF 215,000
Public Works - Parking Fund 690,000
Utilities - Water Fund 7,670,000
Utilities - Sewer Fund 687,475
TOTAL FY 2011 CIP 32,437,959
Funding Source
Administrative Services -
Finance
2.0%Administrative Services -
Information Technology
1.2%
Community & Economic
Development - General
0.2%
Community & Economic
Development - TIF
3.7%
Parks, Recreation &
Community Services
(PRCS) - General
17.1%
PRCS - CDBG
0.4%
PRCS - E911
0.7%
PRCS - Economic
Development
0.2%
PRCS - Parking Fund
7.9%
PRCS - TIF
1.7%
Public Works - General
20.8%Public Works - CDBG
1.1%
Public Works - Fleet Fund
5.9%
Public Works - Motor Fuel
Fund
3.7%
Public Works - Special
Assessments
4.9%
Public Works - TIF
0.7%
Public Works - Parking
Fund
2.1%
Utilities - Water Fund
23.6%
Utilities - Sewer Fund
2.1%
FY 2011 CIP by Function
222 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
REVENUES (by Funding Source)
MFT Fund Funding N/A N/A N/A 1,200,000
E911 Fund Funding N/A N/A N/A 229,353
CDBG Fund Funding N/A N/A N/A 480,000
Economic Development Funding N/A N/A N/A 80,000
TIF Funds Funding N/A N/A N/A 1,963,715
CIP Fund - General Obligation (GO) Debt N/A N/A N/A 5,078,500
CIP Fund - Grants N/A N/A N/A 4,196,473
CIP Fund - Loan N/A N/A N/A 149,000
CIP Fund - IDNR Grant Funding N/A N/A N/A 35,000
CIP Fund - Private Donations N/A N/A N/A 575,000
SA Fund Funding N/A N/A N/A 1,575,000
Parking Fund Funding N/A N/A N/A 3,242,598
Water Fund Funding N/A N/A N/A 7,320,000
Water Fund - Grants N/A N/A N/A 350,000
Sewer Fund Funding N/A N/A N/A 687,475
Fleet Fund Funding N/A N/A N/A 1,900,000
TOTAL REVENUE 29,062,114
EXPENDITURES
Street Resurfacing - MFT Robinson Public Works MFT Revenues MFT 1,200,000
SUBTOTAL 1,200,000
AS400 Redundancy Eddington Police E911 Revenue E911 45,000
UPS (Uninterruptible Power Supply) Replacement Eddington Police E911 Revenue E911 35,000
Radio System Narrowbanding Eddington Police E911 Revenue E911 20,000
Computer / Radio Replacement Eddington Police E911 Revenue E911 40,000
911 Center Flooring (New Funding - FY11)Gaynor PRCS E911 Revenue E911 3,968
911 Center flooring (Carryover)Gaynor PRCS E911 Revenue Yes E911 8,570
Phone room A/C unit replacement Gaynor PRCS E911 Revenue Yes E911 1,882
Police 911 Center HVAC Replacement Gaynor PRCS E911 Revenue Yes E911 74,933
SUBTOTAL 229,353
223 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
Brummel Richmond Park Renovations Gaynor PRCS Grant CDBG Yes CDBG 50,000
Fleetwood-Jourdain Center Arts & Crafts Room Renovations Gaynor PRCS Grant CDBG CDBG 30,000
Twiggs Park Renovations Gaynor PRCS Grant CDBG CDBG 50,000
Block Curb & Sidewalk Replacement Robinson Public Works Grant CDBG CDBG 100,000
ADA Ramps Robinson Public Works Grant CDBG CDBG 50,000
CDBG Alley Paving Robinson Public Works Grant CDBG CDBG 150,000
SNAP Lighting Robinson Public Works Grant CDBG CDBG 50,000
SUBTOTAL 480,000
1817 Church Rehabilitation Griffin CED Econ. Develop. ED 30,000
Grandmother Park Gaynor PRCS Econ. Develop. ED 50,000
SUBTOTAL 80,000
Sherman Avenue Public Art Gaynor PRCS TIF Increment Yes Wash TIF 85,000
2011 Comprehensive Parking Garage Repair Project Gaynor PRCS TIF Increment Wash TIF 473,715
Neighborhood Traffic Calming and Pedestrian/Bicycle Accommodations Robinson Public Works TIF Increment Wash TIF 10,000
Downtown Brick Replacement Program Robinson Public Works TIF Increment Wash TIF 205,000
SUBTOTAL 773,715
TIF Assistance for Ward Manufacturing Griffin Community Dev. TIF Increment Southwest TIF 700,000
SUBTOTAL 700,000
West Evanston Planning Griffin Community Dev. TIF Increment Yes West Evanston TIF 200,000
Demo costs Griffin Community Dev. TIF Increment Yes West Evanston TIF 60,000
Misc capital project costs Griffin Community Dev. TIF Increment Yes West Evanston TIF 230,000
SUBTOTAL 490,000
Contingency Earl Admin Serv GO Debt CIP 350,000
Accela Software Purchase Slown IT GO Debt CIP 245,000
Library Entrance Door Renovation Gaynor PRCS GO Debt CIP 10,000
Ecology Center HVAC Improvements Gaynor PRCS GO Debt CIP 15,000
Brummel Richmond Park Renovations Gaynor PRCS GO Debt CIP 20,000
Crown Center Improvements - Minor Projects Gaynor PRCS GO Debt CIP 20,000
Fire Station 1 Mechanical Upgrade Gaynor PRCS GO Debt CIP 20,000
Fire #2 Boiler/Chimney & Apparatus Floor Heating Replacement Gaynor PRCS GO Debt CIP 20,000
224 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
James Park Pavement Repairs Gaynor PRCS GO Debt CIP 20,000
Crown Center Electrical Panel Replacements Gaynor PRCS GO Debt CIP 30,000
James Park Irrigation System Improvements Gaynor PRCS GO Debt CIP 80,000
Service Center Fleet Service Make-Up Air Unit Gaynor PRCS GO Debt CIP 85,000
Service Center BAS Replacement Gaynor PRCS GO Debt CIP 100,000
Ecology Center Greenhouse Gaynor PRCS GO Debt CIP 125,000
Library Chiller Replacement Gaynor PRCS GO Debt CIP 275,000
Civic Center Renovation Gaynor PRCS GO Debt CIP 450,000
Service Center Parking Deck Repairs Robinson Public Works GO Debt CIP 50,000
Service Center Renovations - Locker Room Renovation Robinson Public Works GO Debt CIP 37,500
Emerson/Green Bay Pedestrian Safety Improvement Robinson Public Works GO Debt CIP 100,000
City Works - Sign Inventory Robinson Public Works GO Debt CIP 100,000
Chicago Avenue Streetscape - Reimbursement to IDOT Robinson Public Works GO Debt CIP 250,000
Chicago Ave. Signals CMAQ Construction/CBBEL (CE & Const.)Robinson Public Works GO Debt CIP 260,000
Sheridan/Isabella (JTW/ Wilmette)Robinson Public Works GO Debt CIP 270,000
Sheridan Road Resurface-Burnham to Chicago (CE, Const.)-IDOT Reim Robinson Public Works GO Debt CIP 400,000
Traffic Signal Upgrades - Sheridan Road - (DE, CE & Const.)Robinson Public Works GO Debt CIP 476,000
CIP Street Resurfacing - Watermain Projects I Robinson Public Works GO Debt CIP 1,270,000
SUBTOTAL 5,078,500
Services to General Fund Earl Admin Serv CIP Fund Reserves CIP 300,000
Crown Center Improvements Gaynor PRCS CIP Fund Reserves Yes CIP 19,467
311 Center - CIP Expenses Gaynor PRCS CIP Fund Reserves Yes CIP 28,000
Crown Tennis Courts & Lighting Gaynor PRCS CIP Fund Reserves Yes CIP 53,346
Animal Shelter Renovation Gaynor PRCS CIP Fund Reserves Yes CIP 98,102
Brummel Richmond Park Renovations Gaynor PRCS CIP Fund Reserves Yes CIP 278,259
Civic Center Roof Gaynor PRCS CIP Fund Reserves Yes CIP 105,392
Crown Center Partnership Study Gaynor PRCS CIP Fund Reserves Yes CIP 141,445
Lakefront Master Plan Implementation Gaynor PRCS CIP Fund Reserves Yes CIP 700,000
Library Chiller Replacement Gaynor PRCS CIP Fund Reserves Yes CIP 6,600
Police Firing Range Gaynor PRCS CIP Fund Reserves Yes CIP 422,220
Twiggs Park Renovations Gaynor PRCS CIP Fund Reserves Yes CIP 218,748
Bridge Rehab Program Robinson Public Works CIP Fund Reserves Yes CIP 90,000
Downtown Brick Repair Robinson Public Works CIP Fund Reserves Yes CIP 50,000
CTA Yellow Line Infill Station Study Robinson Public Works CIP Fund Reserves Yes CIP 55,000
Chicago Ave Signals CMAQ Constrct/CBBEL (CE & Const)Robinson Public Works CIP Fund Reserves Yes CIP 40,000
Traffic Signal Upgrades Sheridan Road Robinson Public Works CIP Fund Reserves Yes CIP 210,000
Lake Street LAPP - IDOT Payment Robinson Public Works CIP Fund Reserves Yes CIP 471,520
City Works Upgrade for PW Field Personnel Robinson Public Works CIP Fund Reserves Yes CIP 37,746
225 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
West Evanston Planning Griffin Community Dev. CIP Fund Reserves Yes CIP 50,000
SUBTOTAL 3,375,845
Lakefront Master Plan Implementation Gaynor PRCS Grant Yes CIP 877,473
Traffic Signal Upgrades - Sheridan / Chicago Robinson Public Works Grant Yes CIP 674,000
CTA Yellow Line Infill Station Study Robinson Public Works Grant Yes CIP 220,000
Bridge Rehab Program (IDOT Reimbursement) Robinson Public Works Grant CIP 200,000
Emergency Repair Program - Emerson & Isabella Robinson Public Works Grant CIP 1,025,000
Chicago Ave. Streetscape Robinson Public Works Grant CIP 800,000
Sheridan Road - Burnham Place to Chicago Avenue (IDOT Reimbursement) Robinson Public Works Grant CIP 400,000
SUBTOTAL 4,196,473
Infrastructure- servers network and systems Slown IT Loan Yes CIP 149,000
SUBTOTAL 149,000
Grandmother Park Gaynor PRCS IDNR Grant CIP 35,000
SUBTOTAL 35,000
Animal Shelter Renovation Gaynor PRCS Private Donation Yes CIP 450,000
Grandmother Park Gaynor PRCS Private Donation CIP 125,000
SUBTOTAL 575,000
Alley Paving City Share - CDBG Match Robinson Public Works SA Reserves Special Assessment 150,000
Alley Paving City Share Robinson Public Works SA Reserves Special Assessment 350,000
Alley Paving Private Share Robinson Public Works SA Reserves Special Assessment 250,000
Alley Maintenance Robinson Public Works SA Reserves Special Assessment 125,000
50/50 Sidewalk Robinson Public Works SA Reserves Special Assessment 200,000
Block Curb & Sidewalk Replacement Robinson Public Works SA Reserves Special Assessment 200,000
Streetlight Upgrade Program-luminaire Replacement Robinson Public Works SA Reserves Special Assessment 100,000
Streetlight Upgrade Program-Power Center Replacement Robinson Public Works SA Reserves Special Assessment 100,000
Striping, Lighting and Signal Maintenance Robinson Public Works SA Reserves Special Assessment 100,000
SUBTOTAL 1,575,000
226 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
2011 Comprehensive Parking Garage Repair Project Gaynor PRCS Parking Parking 2,406,598
Parking Lot 60 Membrane Installation Gaynor PRCS Parking Parking 96,000
Service Center Parking Deck Repairs Robinson Public Works Parking Parking 50,000
Parking Lot 4 Improvements Robinson Public Works Parking Parking 540,000
Maple Garage Store Front Improvement Robinson Public Works Parking Parking 150,000
SUBTOTAL 3,242,598
Filter and Filter Roof Rehab Stoneback Utilities Water Yes Water 2,900,000
Scada System Improvements Stoneback Utilities Water Yes Water 950,000
Tuckpointing (Carryover) Stoneback Utilities Water Yes Water 130,000
Security Improvements Stoneback Utilities Water Water 50,000
Tuckpointing Stoneback Utilities Water Water 200,000
Zebra Mussel System Repair Stoneback Utilities Water Water 150,000
Water Main Installation Stoneback Utilities Water Water 2,890,000
Asbestos Removal Stoneback Utilities Water Water 50,000
SUBTOTAL 7,320,000
Scada System Improvements Stoneback Utilities Water Grant Yes Water 350,000
SUBTOTAL 350,000
Emergency Sewer Work Stoneback Utilities Sewer Sewer 62,475
Sewer Lining Stoneback Utilities Sewer Sewer 250,000
Sewer Repairs on Street Improvements Stoneback Utilities Sewer Sewer 375,000
SUBTOTAL 687,475
Fleet Capital Replacements Jeschke Public Works / Fleet Fleet Revenues Fleet 1,900,000
SUBTOTAL 1,900,000
TOTAL EXPENDITURES 32,437,959
227 As Amended on 08/01/11
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2011
Project Funding Carry Fund Approved
Description Head Department Source Over Responsible FY11
FY2011 Capital Improvements Fund - Unaudited Beginning Fund Balance (as of 03/01/2011) 5,758,008
FY2011 Capital Improvements Fund - Total Revenue 10,033,973
FY2011 Capital Improvements Fund - Total Expenditures 13,409,818
FY2011 Capital Improvements Fund - Net Surplus (Deficit) (3,375,845)
FY2011 Capital Improvements Fund - Projected Ending Fund Balance 2,382,163
228 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
REVENUES (by Funding Source)
MFT Fund Funding N/A N/A N/A 1,200,000 1,200,000 1,200,000 1,200,000
CDBG Fund Funding N/A N/A N/A 550,000 550,000 475,000 350,000
TIF Funds Funding N/A N/A N/A 2,900,000 264,000 506,000 -
CIP Fund - General Obligation (GO) Debt N/A N/A N/A 32,582,250 22,311,000 13,629,000 8,743,000
CIP Fund - Grants N/A N/A N/A 200,000 2,100,000 - -
IDNR Grant Funding N/A N/A N/A - - 450,000 -
CIP Fund - Private Donations N/A N/A N/A 550,000 650,000 - -
SA Fund Funding N/A N/A N/A 875,000 875,000 875,000 875,000
Parking Fund Funding N/A N/A N/A 1,100,000 600,000 600,000 600,000
Water Fund Funding N/A N/A N/A 8,360,000 6,310,000 9,375,000 6,625,000
Sewer Fund Funding N/A N/A N/A 875,000 875,000 1,375,000 1,375,000
Fleet Fund Funding N/A N/A N/A 2,400,000 2,400,000 2,400,000 2,400,000
TOTAL REVENUE 51,592,250 38,135,000 30,885,000 22,168,000
EXPENDITURES
Street Resurfacing - MFT Public Works MFT Revenues MFT 200 1,200,000 1,200,000 1,200,000 1,200,000
SUBTOTAL 1,200,000 1,200,000 1,200,000 1,200,000
West Evanston Planning CED Grant CDBG CDBG 215 100,000 100,000 125,000 -
James Park Sled Hill & Lighting Renovations PRCS Grant CDBG CDBG 215 100,000 - -
Twiggs Park Renovations PRCS Grant CDBG CDBG 215 - 100,000 - -
ADA Ramps Public Works Grant CDBG CDBG 215 50,000 50,000 50,000 50,000
CDBG Alley Paving Public Works Grant CDBG CDBG 215 150,000 150,000 150,000 150,000
Block Curb & Sidewalk Replacement Public Works Grant CDBG CDBG 215 100,000 100,000 100,000 100,000
SNAP Lighting Public Works Grant CDBG CDBG 215 50,000 50,000 50,000 50,000
SUBTOTAL 550,000 550,000 475,000 350,000
Howard St. Water Main (Custer to Chicago)Utilities TIF Increment How-Hart TIF 310 430,000 - - -
SUBTOTAL 430,000 - - -
West Evanston Planning CED TIF Increment West Evanston TIF 335 200,000 200,000 250,000 -
Church Street Resurfacing - Dodge to Ashland Public Works TIF Increment West Evanston TIF 335 150,000 - - -
Dempster Traffic Signal CMAQ Improvements (PE, DE, CE,
Construction) Public Works TIF Increment West Evanston TIF 335 30,000 64,000 256,000 -
Dodge Ave Sewer Rehabilitation (Church to Dempster)Utilities TIF Increment West Evanston TIF 335 710,000 - - -
Greenleaf Street Sewer Rehabilitation (Pitner to Dodge)Utilities TIF Increment West Evanston TIF 335 800,000 - - -
SUBTOTAL 1,890,000 264,000 506,000 -
Cleveland Street (extended) Sewer Rehabilitation (Channel to Pitner) Utilities TIF Increment Southwest TIF 315 580,000 - - -
229 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
SUBTOTAL 580,000 - - -
Off-Site Nework Connections Admin Services GO Debt CIP 414 25,000 - - -
IT Projects Admin Services GO Debt CIP 415 165,000 - - -
ACCELA Property Standards Project CED GO Debt CIP 415 150,000 - - -
CD Map Digitization Project CED GO Debt CIP 415 50,000 50,000 50,000 50,000
Fire Department Vehicle Replacement Fire GO Debt CIP 415 1,696,000 - - -
Fire Department Training Facility Fire GO Debt CIP 415 1,209,250 954,000 - -
Fire Station #4 Reconstruction Fire GO Debt CIP 415 3,615,000 3,000,000 - -
Accela Software Purchase IT GO Debt CIP 415 250,000 - - -
Servers & Storage IT GO Debt CIP 415 268,000 99,000 141,000 150,000
Cashiering Software IT GO Debt CIP 415 150,000 - - -
BPAT Strategic Plan IT GO Debt CIP 415 150,000 - - -
Library Branch Renovations Library GO Debt CIP 415 350,000 - - -
Main Library Retrofit Library GO Debt CIP 415 80,000 - - -
Library Electrical System Renovation Library GO Debt CIP 415 10,000 - - -
Library RFID Technology Project Library GO Debt CIP 415 500,000 - - -
Library Fire Alarm System Retrofit Library GO Debt CIP 415 30,000 - - -
Library Interior Renovations Library GO Debt CIP 415 400,000 - - -
Library Pump and Fan Replacement Library GO Debt CIP 415 30,000 - - -
Strong Box Camera Foster/Dodge & Howard/Custer Police GO Debt CIP 415 98,000 - - -
In Car/Motorcyle Digital Camera System Police GO Debt CIP 415 60,000 - - -
Ackerman Park HVAC & Exhaust Upgrade PRCS GO Debt CIP 415 - - 8,000 -
Animal Shelter Renovation PRCS GO Debt CIP 415 - 350,000 - -
Baker Park HVAC Upgrade PRCS GO Debt CIP 415 - - - 8,000
Baker Park Renovations PRCS GO Debt CIP 415 - - 700,000 -
Cartwright Park Renovations PRCS GO Debt CIP 415 100,000 700,000 - -
Chandler Center Electrical Panel Replacements PRCS GO Debt CIP 415 50,000 - - -
Chandler Center HVAC Improvements PRCS GO Debt CIP 415 100,000 - - -
Chandler Center Storm Water Sewer Installation PRCS GO Debt CIP 415 50,000 - - -
Chandler Center Gym Floor Refinishing PRCS GO Debt CIP 415 - - - 35,000
Civic Center Emergency Generator PRCS GO Debt CIP 415 - - - 850,000
Civic Center Parking Lot Lighting PRCS GO Debt CIP 415 350,000 - - -
Civic Center Renovation PRCS GO Debt CIP 415 1,500,000 1,500,000 1,500,000 1,500,000
Crown Center - Minor Projects PRCS GO Debt CIP 415 40,000 50,000 50,000 50,000
Crown Center Electrical Panel Replacements PRCS GO Debt CIP 415 70,000 - - -
Crown Park Fencing Replacement PRCS GO Debt CIP 415 - - 320,000 -
Crown Park Parking Lot Mill and Resurfacing PRCS GO Debt CIP 415 255,000 - - -
Cultural Arts Master Plan PRCS GO Debt CIP 415 80,000 - - -
Ecology Center Greenhouse PRCS GO Debt CIP 415 95,000 - - -
Environmental Remediation PRCS GO Debt CIP 415 25,000 25,000 25,000 25,000
Fire Station 1 Hot Water Tank Replacement PRCS GO Debt CIP 415 - 7,000 - -
Fire #2 Boiler/Chimney & Apparatus Floor Heating Replacement PRCS GO Debt CIP 415 140,000 - - -
Fire Station 1 Mechanical Upgrade PRCS GO Debt CIP 415 140,000 - - -
Fire Station 3 HVAC Upgrades PRCS GO Debt CIP 415 - 100,000 - -
Fire Station 4 HVAC Upgrade and Water Heater Change Out PRCS GO Debt CIP 415 80,000 - - -
Fire Station 4 Kitchen Remodel PRCS GO Debt CIP 415 100,000 - - -
Fire Station 4 Roof Repairs PRCS GO Debt CIP 415 22,000 - - -
230 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
Firemen's Park Renovations PRCS GO Debt CIP 415 400,000 - - -
Fitzsimons Park Renovations PRCS GO Debt CIP 415 - - 300,000 -
Flag Pole Lighting PRCS GO Debt CIP 415 - 70,000 - -
Fleetwood-Jourdain Center Flat Roof Repairs PRCS GO Debt CIP 415 45,000 - - -
Fleetwood-Jourdain Center HVAC Improvements PRCS GO Debt CIP 415 - 300,000 - -
Foster Park Athletic Field Renovations PRCS GO Debt CIP 415 710,000 - - -
Furniture Replacement PRCS GO Debt CIP 415 50,000 50,000 50,000 50,000
Grey Park Renovations PRCS GO Debt CIP 415 440,000 - - -
Hobart Park Renovations PRCS GO Debt CIP 415 - - 220,000 -
Independence Park Renovations PRCS GO Debt CIP 415 - 100,000 700,000 -
James Park Backstop Repairs PRCS GO Debt CIP 415 - 20,000 - -
James Park HVAC Upgrade PRCS GO Debt CIP 415 20,000 - - -
James Park Lighting Renovations PRCS GO Debt CIP 415 550,000 - - -
Ladd Arboretum Bike Path Reconstruction PRCS GO Debt CIP 415 400,000 400,000 - -
Lakefront - Art Center Coach House Apartment PRCS GO Debt CIP 415 - - - 300,000
Lakefront - Art Center Boiler Replacement PRCS GO Debt CIP 415 - - 75,000 -
Lakefront - Arts Center Coach House Greenhouse PRCS GO Debt CIP 415 80,000 - - -
Lakefront - Arts Center Flat Roof Repairs PRCS GO Debt CIP 415 15,000 - - -
Lakefront - Arts Center Window Replacements and Tuckpointing PRCS GO Debt CIP 415 40,000 600,000 - -
Lakefront - Church Street Boat Ramp Repairs PRCS GO Debt CIP 416 150,000 - - -
Lakefront - Fog / Signal Houses Renovations PRCS GO Debt CIP 415 590,000 - - -
Lakefront - Greenwood Street Entry Facility PRCS GO Debt CIP 415 - 1,400,000 - -
Lakefront - Lagoon Building Furnace Replacement PRCS GO Debt CIP 415 17,000 - - -
Lakefront - Lagoon Suction Pit Replacement PRCS GO Debt CIP 415 150,000 - - -
Lakefront - Plumbing Repairs PRCS GO Debt CIP 415 - 10,000 - -
Lakefront Church Street Boat Ramp Study PRCS GO Debt CIP 415 - - 250,000 -
Lakefront Garden Park Renovations PRCS GO Debt CIP 415 75,000 575,000 - -
Lakefront Lagoon Area Improvements PRCS GO Debt CIP 415 500,000 - - -
Lakefront Pedestrian Path Reconstruction PRCS GO Debt CIP 415 700,000 - - -
Larimer Park Improvements PRCS GO Debt CIP 415 - - - 600,000
Levy Center Boiler Replacement PRCS GO Debt CIP 415 226,000 - - -
Levy Center Draperies PRCS GO Debt CIP 415 - - - 75,000
Levy Center Louver System Repairs PRCS GO Debt CIP 415 - 100,000 - -
Levy Center Rooftop HVAC Unit Replacements PRCS GO Debt CIP 415 - - 300,000 -
Levy Gym Floor Refinishing PRCS GO Debt CIP 415 14,000 - - -
Library Pump and Fan Replacement PRCS GO Debt CIP 415 30,000 - - -
McCulloch Park Renovations PRCS GO Debt CIP 415 - - 700,000 -
Metra Northwest Station Heating Control Replacements PRCS GO Debt CIP 415 10,000 - - -
Neighborhood Public Art PRCS GO Debt CIP 415 25,000 - - -
New Salt Dome PRCS GO Debt CIP 415 500,000 - - -
Noyes Center Flat Roof Repairs PRCS GO Debt CIP 415 7,000 - - -
Noyes Center Interior Finishes Improvements PRCS GO Debt CIP 415 80,000 - - -
Noyes Center Main Roof and Chimney Renovations PRCS GO Debt CIP 415 450,000 - - -
Noyes Center Masonry Wall Replacement PRCS GO Debt CIP 415 50,000 - - -
Noyes Center Theater Seating Replacement PRCS GO Debt CIP 415 - - 40,000 -
Noyes Center Theater Space Electrical Service Upgrade PRCS GO Debt CIP 415 160,000 - - -
Penny Park Renovations PRCS GO Debt CIP 415 100,000 700,000 - -
Philbrick Park Renovations PRCS GO Debt CIP 415 - - 500,000 -
Police Fire HVAC Upgrade (Air Handler #6)PRCS GO Debt CIP 415 - 50,000 -
231 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
Police Fire Roof Replacement PRCS GO Debt CIP 415 365,000 - - -
Police Fire Sewer Project PRCS GO Debt CIP 415 100,000 - - -
Portable Stage PRCS GO Debt CIP 415 120,000 - - -
Porter Park Improvements PRCS GO Debt CIP 415 - - - 300,000
PRCS Strategic Plan PRCS GO Debt CIP 415 - 200,000 - -
Service Center C Building HVAC Upgrades PRCS GO Debt CIP 415 25,000 - - -
Service Center D Building Heating System Replacements PRCS GO Debt CIP 415 110,000 - - -
Service Center Exhaust Fan and Space Heater Replacement PRCS GO Debt CIP 415 120,000 - - -
Service Center General Lighting Retrofit PRCS GO Debt CIP 415 135,000 - - -
Service Center Parking Deck Repairs PRCS GO Debt CIP 415 400,000 - - -
Service Center Tuckpointing PRCS GO Debt CIP 415 30,000 250,000 - -
Southwest Park Renovations PRCS GO Debt CIP 415 - - 200,000 -
St. Paul's Park Renovations PRCS GO Debt CIP 415 - - 700,000 -
Twiggs Park Renovations PRCS GO Debt CIP 415 - 200,000 - -
Service Center Renovations PRCS GO Debt CIP 415 400,000 300,000 250,000 250,000
CTA Yellow Line Infill Station Study Public Works GO Debt CIP 415 500,000 - - -
CTA Yellow Line Infill Station Study - Phase 1 Study Public Works GO Debt CIP 415 - 426,000 - -
Bridge Rehab Program - Central Street Public Works GO Debt CIP 415 300,000 400,000 1,000,000 -
Bridge Rehab Program - Lincoln Street Public Works GO Debt CIP 415 300,000 400,000 1,000,000
Bridge Rehab Program - Isabella Public Works GO Debt CIP 415 650,000 - - -
CIP Street Resurfacing Public Works GO Debt CIP 415 3,000,000 3,000,000 3,000,000 3,000,000
Unfinished Street Segments Public Works GO Debt CIP 415 3,700,000 3,000,000 - -
Downtown Brick Replacement Program Public Works GO Debt CIP 415 750,000 500,000 500,000 500,000
City wide Pavement Evaluation Public Works GO Debt CIP 415 200,000 - - -
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations Public Works GO Debt CIP 415 50,000 50,000 50,000 50,000
Sheridan Road - Chicago Avenue to Isabella Street Public Works GO Debt CIP 415 - 1,100,000 - -
New Salt Dome Public Works GO Debt CIP 415 800,000 - - -
Civic Center Parking Lot Public Works GO Debt CIP 415 350,000 - - -
Viaduct Screening Public Works GO Debt CIP 415 75,000 75,000 - -
Vehicle Tracking System Public Works GO Debt CIP 415 50,000 50,000 - -
Traffic Signal Upgrades - Sheridan Road/Main Street Public Works GO Debt CIP 415 175,000 - - -
Traffic Signal Upgrades - Forest Ave/Dempster/Burnham Public Works GO Debt CIP 415 - 350,000 - -
Traffic Signal Upgrades - Emerson/Asbury Public Works GO Debt CIP 415 - - 200,000 -
Traffic Signal Upgrades - Emerson/Dodge Public Works GO Debt CIP 415 - - - 200,000
50/50 Sidewalk Public Works GO Debt CIP 415 200,000 200,000 200,000 200,000
Block Curb & Sidewalk Replacement Public Works GO Debt CIP 415 200,000 200,000 200,000 200,000
Streetlight Upgrade Program-luminaire Replacement Public Works GO Debt CIP 415 100,000 100,000 100,000 100,000
Streetlight Upgrade Program-Power Center Replacement Public Works GO Debt CIP 415 100,000 100,000 100,000 100,000
Pavement Safety Marking Public Works GO Debt CIP 415 50,000 50,000 50,000 50,000
Lighting and Signal Maintenance Public Works GO Debt CIP 415 100,000 100,000 100,000 100,000
Directional Signage Public Works GO Debt CIP 415 50,000 50,000 50,000 -
Sheridan Road - Main Street Landscaping Public Works GO Debt CIP 415 10,000 - - -
SUBTOTAL 32,582,250 22,311,000 13,629,000 8,743,000
Bridge Rehab Program (IDOT Reimbursement) Public Works Grant CIP 415 200,000 2,100,000 - -
SUBTOTAL 200,000 2,100,000 - -
232 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
Lakefront Church Street Boat Ramp Study PRCS IDNR Grant CIP 415 - - 250,000 -
Southwest Park Renovations PRCS IDNR Grant CIP 415 - - 200,000 -
SUBTOTAL - - 450,000 -
Library Interior Renovations Library Private Donation CIP 415 50,000 - - -
Lakefront Lagoon Area Improvement PRCS Private Donation CIP 415 500,000 - - -
Animal Shelter Renovation PRCS Private Donation CIP 415 - 450,000 - -
Currey Park Renovations PRCS Private Donation CIP 415 - 200,000 - -
SUBTOTAL 550,000 650,000 - -
Alley Paving City Share - CDBG Match Public Works SA Reserves Special Assessment 420 150,000 150,000 150,000 150,000
Alley Paving City Share Public Works SA Reserves Special Assessment 420 350,000 350,000 350,000 350,000
Alley Paving Private Share Public Works SA Reserves Special Assessment 420 250,000 250,000 250,000 250,000
Alley Maintenance Public Works SA Reserves Special Assessment 420 125,000 125,000 125,000 125,000
SUBTOTAL 875,000 875,000 875,000 875,000
Service Center Parking Deck Repairs PRCS Parking Parking 505 300,000 - - -
Downtown Parking Deck Signage Admin Services Parking Parking 505 200,000 - - -
On-Street Parking Upgrades Admin Services Parking Parking 505 400,000 400,000 400,000 400,000
Surface Lot Maintenance Admin Services Parking Parking 505 200,000 200,000 200,000 200,000
SUBTOTAL 1,100,000 600,000 600,000 600,000
Security Improvements Utilities Water Water 510 50,000 50,000 50,000 50,000
Tuckpointing Utilities Water Water 510 - - 275,000 -
Zebra Mussel System Repair Utilities Water Water 510 1,200,000 - - -
Water Main Installation Utilities Water Water 510 3,100,000 3,200,000 4,300,000 4,400,000
Water Plant Evaluation Study Utilities Water Water 510 - 150,000 - -
South Standpipe Paving Utilities Water Water 510 - 100,000 - -
Flash Mix Rehabilitation Utilities Water Water 510 - 350,000 2,500,000 -
Asbestos Removal Utilities Water Water 510 50,000 50,000 - -
West McCormick Magmeter Utilities Water Water 510 125,000 - - -
AMR Replacement Program Utilities Water Water 510 - 625,000 625,000 625,000
Concrete Structure Rehabilitation Utilities Water Water 510 500,000 - 1,200,000 1,300,000
Laboratory HVAC Utilities Water Water 510 - - 90,000 -
Master Meter Replacement Utilities Water Water 510 235,000 235,000 235,000 -
Non-Destructive Testing of Concrete Water Main Utilities Water Water 510 150,000 - - -
Filter and Filter Roof Rehab Utilities Water Water 510 1,200,000 - - -
Scada System Improvements Utilities Water Water 510 500,000 - - 250,000
Standpipe Painting Utilities Water Water 510 1,100,000 1,400,000 - -
Roof Replacements Utilities Water Water 510 150,000 150,000 100,000 -
SUBTOTAL 8,360,000 6,310,000 9,375,000 6,625,000
233 As Amended on 08/01/11
City of Evanston
Recommended Future Projects
Sorted by Fund & Funding Source
Fiscal Year 2011
Funding Fund Fund #
Description Department Source Responsible Responsible FY 12 FY13 FY14 FY15
Emergency Sewer Work Utilities Sewer Sewer 515 75,000 75,000 75,000 75,000
Relief Sewer Extension of Street Utilities Sewer Sewer 515 - - 500,000 500,000
Sewer Lining Utilities Sewer Sewer 515 250,000 250,000 250,000 250,000
Sewer Repairs on Street Improvements Utilities Sewer Sewer 515 550,000 550,000 550,000 550,000
SUBTOTAL 875,000 875,000 1,375,000 1,375,000
Fleet Capital Replacements Public Works / Fleet Fleet Revenues Fleet 600 2,400,000 2,400,000 2,400,000 2,400,000
SUBTOTAL 2,400,000 2,400,000 2,400,000 2,400,000
TOTAL EXPENDITURES 51,592,250 38,135,000 30,885,000 22,168,000
234 As Amended on 08/01/11
PART VII
GLOSSARY
235 As Amended on 08/01/11
City of Evanston
Glossary
ACCRUAL BASIS: The basis of accounting
under which transactions are recognized
when they occur, regardless of the timing of
estimated cash flows.
ACCRUED EXPENSES: Expenses incurred
but not due until a later date.
ACTIVITY: A specified and distinguishable
line of work performed by a Division.
AFSCME: American Federation of State,
County and Municipal Employees, a labor
union representing some City of Evanston
employees.
ALERTS: Allows officers to access to driver’s
license, registration, warrant and other
computerized law enforcement data. The
ALERTS system also provides for inter-car
communications via in-car data terminals.
APPROPRIATION: A legal authorization
granted by the City Council to make
expenditures and incur obligations for specific
purposes. The Council appropriates funds
annually by department, agency, or project, at
the beginning of each fiscal year based upon
the adopted Annual Fiscal Plan. Additional
appropriations may be approved by the
Council during the fiscal year by amending
the Annual Fiscal Plan and appropriating the
funds for expenditure.
ASSESSED VALUATION: A value that is
established for real or personal property for
use as a basis for levying property taxes.
(Note: Property values are established by the
Cook County Assessor’s Office.)
AUDIT: An examination of organizations’
financial statements and the utilization of
resources.
BOCA: Building Officials and Code
Administrators International, an organization
that writes the guidelines for basic community
building codes.
BOND: A written promise to pay a specified
sum of money, called the face value or
principal amount, at a specified date in the
future, called the maturity date, together with
periodic interest at a specified rate.
BOND RATING:An assessment of the
likelihood that a bond issuer will pay the
interest on its debt on time. Bond ratings are
assigned by independent agencies, such as
Moody's Investors Service and Standard &
Poor's. Ratings range from AAA or Aaa
(highest) to D (in default). Bonds rated below
B are not investment grade and are called
high-yield or junk bonds. Since the likelihood
of default is greater on such bonds, issues are
forced to pay higher interest rates to attract
investors. Evanston is rated as a Aaa
community by Moody’s Investors Service.
BONDED DEBT:Portion of indebtedness
represented by outstanding bonds.
BUDGET: A fiscal plan showing estimated
expenditures, revenue, and service levels for
a specific fiscal year.
BUDGET ADJUSTMENT: Legal procedure
utilized by the City staff and Council to revise
a budget appropriation. The City of Evanston
has a written budget adjustment policy that
allows adjustments in accordance with the
City Code.
BUDGET CALENDAR: The schedule of key
dates or milestones, which the City
departments follow in the preparation, adoption
and administration of the budget.
BUDGET DOCUMENT: Instrument used by
the budget-making authority to present a
comprehensive financial plan of operations to
the City Council.
BUDGET MESSAGE: The opening section of
the budget document, which provides the City
Council and the public with a general summary
of the most important aspects of the budget,
including current and previous fiscal years, and
the views and recommendations of the City
Manager.
BUDGETARY CONTROL: The control or
management of a governmental or enterprise
fund in accordance with an approved budget to
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City of Evanston
Glossary
Keep expenditures within available
appropriations of revenue.
CAPITAL IMPROVEMENT PROGRAM (CIP):A
plan for capital expenditures to provide long-
lasting physical improvements to be incurred
over a fixed period of several future years.
CAPITAL IMPROVEMENT PROGRAM
BUDGET: A capital Improvement Program
(CIP) budget is a separate budget from the
operating budget. Items in the CIP are usually
construction projects designed to improve the
value of government assets.
CAPITAL OUTLAY: Refers to the purchase of
land, buildings and other improvements and
also the purchase of machinery and equipment
items which have an estimated useful life of
three years or more and belong to the classes
of property commonly considered as fixed
assets.
CAPITAL PROJECT: A specific identifiable
improvement or purpose for which expenditures
are proposed within the capital budget or capital
improvement program. Examples of capital
improvement projects include new roads, sewer
lines, buildings, operating systems, recreational
facilities, and large scale remodeling.
CAPITAL PROJECT FUND: A fund created to
account for financial resources to be used for
the acquisition or the construction of major
capital facilities or equipment.
CASH BASIS: A basis of accounting under
which transactions are recognized only when
cash changes hand.
CITY COUNCIL: The Mayor and nine (9)
Aldermen collectively acting as the legislative
and policy making body of the City.
COMMODITIES: All expenditures for materials,
parts, supplies and commodities, except those
incidentally used by outside firms performing
contractual services for the City.
COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG):Federal funds made available
to municipalities specifically for community
revitalization. Funds may be used by internal
City divisions, or distributed to outside
organizations located within the City’s
boundaries.
COMPREHENSIVE ANNUAL FINANCIAL
REPORT (CAFR):A governmental unit's
official annual report prepared and published
as a matter of public record, according to
governmental accounting standards.
CONTINGENCY:A budgetary reserve, set
aside for emergencies or unforeseen
expenditures not otherwise budgeted.
CONTRACTUAL SERVICES: Expenditures for
services which are obtained by an express or
implied contract. Major types of contractual
services are: (1) advertising and printing; (2)
maintenance and repair services: (3) public
utility services: and (4) travel and training.
DEBT SERVICE:The City’s obligation to pay
the principal and interest of all bonds and other
debt instruments according to a pre-determined
payment schedule.
DEBT SERVICE FUND: A fund established
to account for the accumulation of resources
for the payment of principal and interest on
long term debt.
DEFICIT:The excess of the liabilities of a fund
over its assets; or the excess of expenditures
over revenues during an accounting period; or,
in the case of proprietary funds, the excess of
expense over income during an accounting
period.
DEPARTMENT:Administrative subsection of
the City that indicates management
responsibility for an operation.
DEPRECIATION:That portion of the cost of a
capital asset that is charged as an expense
during a particular period. This is a process of
estimating and recording the lost usefulness,
expired useful life, or diminution of service
from a fixed asset that cannot or will not be
restored by repair and will be replaced. The
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Glossary
cost of the loss of usefulness of a fixed asset
is the depreciation or the cost to reserve in
order to replace the item at the end of its
useful life.
DISTINGUISHED BUDGET PRESENTATION
AWARD: A voluntary program administered
by the Government Finance Officers
Association to encourage governments to
publish well organized and easily readable
budget documents and to provide peer
recognition and technical assistance to the
fiscal officers preparing them.
ENCUMBRANCE: Obligations in the form of
purchase orders and contracts which are
chargeable to an appropriation and for which
a part of the appropriation is reserved
because the goods or services have not been
received. When paid, the encumbrance is
liquidated.
ENTERPRISE FUND: A fund established to
account for operations that are financed and
operated in a manner similar to private
business enterprises – where the intent of the
governing body is that the costs of providing
goods or services to the general public on a
continuing basis be financed or recovered
primarily through user charges.
ETSB: Emergency Telephone Systems Board.
EXPENDITURES: This term refers to the
outflow of funds paid or to be paid for an asset
obtained or goods and services obtained,
regardless of when the expense is actually
paid. Note: An encumbrance is not
expenditure. An encumbrance reserves funds
to be expended for a future date.
EXPENSES: A decrease in net total assets.
Expenses represent the total cost of
operations during a period regardless of the
timing of related expenditures.
FEMA: Federal Emergency Management
Agency.
FICA: Federal Insurance Contribution Act, the
name of the piece of federal legislation that
established the Social Security payroll tax.
The current FICA tax rate is 15%, half of
which is paid by the employer and half by the
employee.
FISCAL YEAR (FY): The time period
designating the beginning and ending period
for recording financial transactions. The City
of Evanston uses March 1 to February 28 (29
in a leap year) as its fiscal year.
FIXED ASSETS:Assets of a long term
character which are intended to continue to be
held or used, such as land, buildings,
machinery and equipment.
FRANCHISE FEE:The fee paid by public
service businesses for use of City streets,
alleys and property in providing their services to
the citizens of a community. Services requiring
franchises include electricity, telephone, natural
gas and cable television.
FULL ACCRUAL BASIS: The basis of
accounting under which transactions are
recognized when they occur, regardless of the
timing of estimated cash flows.
FUND:An accounting entity with a separate set
of self-balancing accounts which comprise its
assets, liabilities, fund balance, revenues and
expenditures.
FUND ACCOUNTING: A governmental
accounting system that is organized and
operated on a fund basis.
FUND BALANCE:The assets of a fund less
liabilities, as determined at the end of each
fiscal year. Any reservations of fund balance
are deducted to result in an “unreserved fund
balance.”
FUND TYPE:In governmental accounting, all
funds are classified into eight fund types:
General, Special Revenue, Debt Services,
Capital Projects, Special Assessment,
Enterprise, Internal Service, and Trust and
Agency.
GENERAL FUND:The largest fund within the
City, the General Fund accounts for most of
the financial resources of the government.
General Fund revenues include property taxes,
licenses and permits, local taxes, service
charges, and other types of revenue. This
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Glossary
fund usually includes most of the basic
operating services such as fire and police
protection, parks/forestry and recreation,
libraries, public works, health and human
services, community development, and
general administration.
GENERAL ACCEPTED ACCOUNTING
PRINCIPLES (GAAP): Uniform minimum
standard of and guidelines to financial
accounting and reporting. They govern the
form and content of the basic financial
statements of an entity. They encompass the
conventions, rules and procedures necessary
to define accepted accounting practice at a
particular time. They include not only broad
guidelines of general application, but also
detailed practices and procedures. They
provide a standard by which to measure
financial presentations.
GENERAL OBLIGATION BONDS: Bonds that
finance public projects such as streets,
municipal facilities, and park improvements.
The repayment of these bonds is made from
property taxes, and these bonds are backed
by the full faith and credit of the issuing
government.
GFOA: Government Finance Officers
Association.
GPS: Global Positioning System, equipment
that has the ability to survey the location of
an object.
GRANT: A contribution by a government or
other organization to support a particular
function. Typically, these contributions are
made to local governments from the state and
federal governments.
IDOT: Illinois Department of Transportation.
IDPH: Illinois Department of Public Health.
IEPA: Illinois Environmental Protection Agency.
IMRF: Illinois Municipal Retirement Fund, a
pension plan for employees of member cities
within the State of Illinois.
INCOME: A term used in proprietary fund type
accounting to represent revenues, or the excess
of revenues over expenses.
INFRASTRUCTURE:The underlying permanent
foundation or basic framework.
INTEREST EARNINGS: The earnings from
available funds invested during the year in U.S.
Treasury Bonds, Government agencies, and
Certificates of Deposits.
INTERFUND TRANSFER: Amounts transferred
from one fund to another.
INTERNAL SERVICE FUND: Fund used to
account for the financing of goods or services
provided by one department to another
department on a cost reimbursement basis.
INVESTMENTS:Securities and real estate held
for the production of revenues in the form of
interest, dividends, rentals, or lease payments.
The term does not include fixed assets used in
governmental operations.
ISO: Insurance Services Office, a non-profit
organization that grades the Fire Department’s
ability to provide service to a community, which
is reflected in the insurance premium paid by the
occupier.
LEVY:To impose taxes, special assessments,
or service charges for the support of City
services.
LIABILITIES:Debts or other legal obligations
arising out of transactions in the past which
must be liquidated, renewed, or refunded at
some future date.
LONG TERM DEBT:Debt with a maturity of
more than one year after the date of issuance.
MABAS:Mutual Aid Box Alarm System, This
system was established to provide a swift,
standardized and effective method of mutual aid
assistance for extra alarm fires and mass
casualty incidents. The MABAS system is
divided into over 20 Divisions from the
communities along I-53 and the Northwest
Tollway corridor.
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Glossary
MAINTENANCE: All materials or contract
expenditures covering repair and upkeep of
City buildings, machinery and equipment,
systems, and land.
MFT: Motor Fuel Tax, represents revenues
for the City’s share of gasoline taxes, allotted
by the state for street improvements.
MODIFIED ACCRUAL BASIS: The accrual
basis of accounting adapted to the
governmental fund type spending
measurement focus. Under it, revenues are
recognized when they become both
“measurable” and “available” to finance
expenditures of the current period.
Expenditures are recognized when the
related fund liability is incurred except for (1)
inventories of materials and supplies which
may be considered expenditures either
when purchased or when used; (2) prepaid
insurance and similar items which need not
be reported; (3) accumulated unpaid
vacation, sick pay, and other employee
benefit amounts which need not be
recognized in the current period, but for
which larger than normal accumulations
must be disclosed in the notes to the
financial statements; (4) interest on special
assessment indebtedness which may be
recorded when due rather than accrued, if
offset by interest earnings on special
assessment levies: and (5) principal and
interest on long-term debt which are
generally recognized when due.
MOODY’S INVESTMENT RATING
SERVICE: An independent agency that
analyzes the financial credit ratings of
organizations. These ratings are based on
debt issuance and carry a three letter
coding. The City possesses the highest
rating level, which is Aaa.
MUNICIPAL: Of or pertaining to a city or its
government.
NORTAF: North Regional Major Crimes Task
Force, this task force was established to serve
as a standing task force that would be
available to its member agencies for the
investigation of major crimes, including
homicides and non-parental kidnappings.
Member communities include Evanston,
Glencoe, Glenview, Kenilworth, Lincolnwood,
Morton Grove, Niles, Northbrook, Northfield,
Skokie, Wheeling, Wilmette, and Winnetka.
OBJECTIVES:The objectives in the
performance area of the budget are statements
of one-time projects. These statements are
intended to address either a new service or
project, or a significant change in focus or
priority in response to a special community
need or City effort to improve productivity.
Objectives are generally limited to one fiscal
year.
ONGOING ACTIVITY MEASURES:These
measures provide annual workload data on
the activities of the City, which occur on an
ongoing basis, year after year.
OPERATING BUDGET: A financial plan
outlining the estimated revenues and
expenditures, and other information for a
specific period (usually a fiscal year). The
“proposed budget” is the financial plan
presented by the City Manager for
consideration by the City Council, and the
“adopted budget” is the financial plan ultimately
approved and authorized by the City Council.
OPERATING EXPENSES: Proprietary fund
expenses that are directly related to the
fund’s primary service activities.
OPERATING INCOME: The excess of
proprietary fund operating revenues over
operating expenses.
OPERATING REVENUES: Proprietary fund
revenues that are directly related to the fund’s
primary service activities. They consist
primarily of user charges for services.
PEER Services:Fiscal agent for Evanston
Substance Abuse Prevention Council.
PER CAPITA COSTS: The cost of service
per person. Per capita costs in Evanston are
based on a 74,239 estimated population
provided by the 2000 Census.
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Glossary
PIMS: Police Information Management
System, a computerized record system
developed and maintained by the State of
Illinois Criminal Justice Information Authority.
PROPERTY TAXES: Used to describe all
revenues received in a period from current
taxes, delinquent taxes, penalties and interest
on delinquent taxes.
PUBLIC HEARING: The portions of open
meetings held to present evidence and
provide information on both sides of an issue.
RESERVE: An account used to indicate that a
portion of fund balance is restricted for a
specific purpose. An account used to earmark
a portion of fund balance to indicate that it is
not appropriate for expenditure. A reserve
may also be an account used to earmark a
portion of fund equity as legally segregated for
a specific future use.
REVENUES: All amounts of money earned or
received by the City from external sources. It
includes such items as tax payments, fees
from specific services, receipts from other
governments, fines, forfeitures, grants, shared
revenues and interest income.
REVENUE BONDS:Bonds whose principal
and interest are payable exclusively from a
revenue source pledged as the payment
source before issuance.
ROI: Return on investment, a method to assist
management decision making by evaluating
the return on various investment alternatives.
SALES TAXES: The City receives two types
of sales taxes – one from the state and the
other from a home-rule sales tax. The state
tax rate is 1% and the local home rule sales
tax rate is 1%.
SAMSHA: Substance Abuse and Mental
Health Services Administration.
SERVICES BILLED OUT: Includes revenues
received for services provided by one
department to another within the same fund.
An example would be the revenue received by
the Parks Department from the Recreation
Department for services provided in support of
Recreation programs.
SYEP: Summer Youth Employment Program.
TAX BASE: The total value of all real and
personal property in the City as of January 1 of
each year, as certified. The tax base
represents net value after all exemptions.
TAX LEVY: The resultant product when the tax
rate per one hundred dollars is multiplied by the
tax base.
TAX RATE: A percentage applied to all taxable
property to raise general revenues. It is derived
by dividing the total tax levy by the taxable net
property valuation.
TAXES:Compulsory charges levied by a
government for the purpose of financing
services performed for the common benefit.
The term does not include charges for services
rendered only to those paying such charges,
for example sewer service charges.
TIF:Tax Increment Financing or the act of
capturing the amount of property taxes levied
by a taxing unit for the year on the appraised
value of real property located within a defined
investment zone. The tax increments are paid
into the TIF fund and used to pay project costs
within the zone, including debt service
obligations.
TRUST AND AGENCY FUNDS: Funds created
to account for assets held by the City in a
trustee capacity or as an agent for individuals,
private organizations, other governmental
units, and/or other funds. These include
pension trust funds and agency funds.
USER CHARGES:The payment of a fee for
direct receipt of a public service by the party
benefiting from the service.
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