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Home My WebLink About2010-2011 Adopted Budget This page intentionally left blank. 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 CITY OF EVANSTON 2010-2011 ADOPTED BUDGET Including the City Manager’s Budget Message and Schedules Showing Revenue Estimates and Budget TABLE OF CONTENTS Part I – Message Page City Manager’s Transmittal Letter………………………………………………….………….. 9 Executive Summary……………………………………………………………………………… 20 Part II – Charts and Summaries Organizational Chart………………………………………………………………………… 27 General Information……………………………………………………………………......... 28 Budget Calendar……………………………………………………………………………… 29 Budget Process…………………………………………………………………………….. 30 Budgetary Basis of Accounting…………………………………………………………… 32 Budget Policy………………………………………………………………………………. 33 Fund Descriptions……………………………………………………………………………… 37 Total Budget – All Funds……………………………..………………………............. 41 Total Budget – All Funds (Adjusted for Interfund Transfer)…………………........... 42 Analysis of Budget for Transfers Summary…………………………………….…………… 43 Fund Balance Summary……………………………………………………………………….. 45 Tax Bill Charts……………………………………………………………………………… 46 Property Tax Charts………………………………………………………………………. 47 2010-11 Property Tax Levy Chart…………………………………………………………….. 53 2010-11 Property Tax Graphs…………………………………………………………………. 53 Revenue Sources, Assumptions and Trends……………………………………………. 54 Debt Service……………………………………………………………………………….. 58 Part III – General Fund Budget General Fund Revenues, Expenses, & Balances…………………………………………. 63 General Fund Revenue Detail……………………………………………………………..… 64 City Council………………………………………………………………………………….72 City Clerk’s Office………………………………………………………………………….75 City Manager…………………………………………………………………………………79 Legal……………………………………………………………………………………...........85 Administrative Services…………………………………………………………………….89 Community & Economic Development…………………………………………………..97 Police……………………………………………………………………………………………103 Fire …………………………………………………………………………………………….109 Health…………………………………………………………………………………………... 114 Public Works………………………………………………………………………………….121 Library………………………………………………………………………………………….127 Parks/Recreation and Community Services…………………….……………………..131 Recreation & Community Services Division………………………………………………… 135 Parks & Forestry Division.……………………………………………………………………. 138 Ecology Center………………………………………………………………………….......... 140 Cultural Arts Division………………………………………………………………………….. 141 Facilities Management Division………………………………………………………………. 143 Page Part IV – Other Funds Budget Neighborhood Stabilization Program…………………………………………………………. 149 Motor Fuel Tax…………………………………………………………………………........... 150 Emergency Telephone System…………………………………………………………........ 152 Special Service Area No. 4…………...……………………………………………………… 154 Community Development Block Grant……………………………………………………… 155 CD Loan…………………………………………………………………………………………… 160 Economic Development ……………………………………………………………………. 161 Neighborhood Improvement…………………………………………………………………….. 164 HOME……………………………………………………………………………………………… 165 Affordable Housing Fund…….…………………………………………………………....... 166 Washington National Special Tax Allocation – Debt Service Fund………………………. 169 Special Service Area No. 5…………...……………………………………………………… 170 Southwest II (Howard Hartrey) Special Tax Allocation – Debt Service Fund…………….. 171 Southwest Special Tax Allocation – Debt Service Fund………………………………….. 172 Debt Service Fund……………………………………………………………………………. 173 Downtown II Special Tax Allocation Service Fund...………………………………………. 175 Howard/Ridge T.I.F.…………………………………………………………………. ……… 176 West Evanston T.I.F.……………………………………………………………. ……… .. 177 Capital Improvements Fund………………………………………………………. ……… .. 178 Special Assessments Fund………………………………………………………. ……… .. 179 Parking System Fund………………………………...…………………………………....... 180 Water Fund……………………………………………………………………………………. 184 Sewer Fund……………………………………………………………………………………. 189 Fleet Services Fund………………………………………………………………………..…. 193 Insurance Fund..…………………………………………………………………………….... 196 Firefighters Pension Fund.………………………………………………………………..….. 199 Police Pension Fund………………………………………………………………………...... 200 Part V - Position Information Position Comparison Charts………………………………………………………………… 203 Part VI - Capital Improvement Plan Capital Improvement Plan Overview…………………………………………………….. 223 Capital Improvement Fund Policy……………………..………………………………… 225 Capital Projects Summary Charts………….…………………………………………… 230 Capital Projects Summary…...…………………………………………………………..232 Part VII - Glossary Glossary…...……………………………………………….……………………………..247 PART I BUDGET MESSAGE This page was intentionally left blank. March 1, 2010 To the Honorable Elizabeth B. Tisdahl, Mayor & Members of the City Council City of Evanston, Illinois Ladies and Gentlemen: Please find the fiscal year FY10/11 adopted budget for the City of Evanston beginning March 1, 2010 and ending February 28, 2011. The annual budget is a policy document that sets the financial course for the City and defines the service priorities we provide to the community. The budget was developed through a transparent process involving members of the community and all departments with the intent of balancing the budget while minimizing service impacts. This has resulted in a necessity to eliminate positions throughout every department. The changes incorporated in the FY10/11 budget were necessary for the financial stability of Evanston and were unprecedented from a historical perspective. Combining the early retirements during FY08/09 and selected staff reductions budgeted for FY10/11, over 10% of the City’s work force has been eliminated. INTRODUCTION The recession continues to have a significant impact on the City of Evanston. Economically sensitive revenues continue to decrease although there did appear to be some leveling off during FY09/10. In addition to declining revenues, operating costs, particularly those related to personnel, continue to increase. In particular, pension costs for Evanston are projected to increase in FY10/11 and beyond with little or no relief in sight. The Police and Fire pension actuarially calculated employer contributions each increased by approximately 10%. However, it is the City’s Illinois Municipal Retirement Fund (IMRF) mandated employer contribution that is resulting in the largest pension expense increase in FY10/11. The IMRF increase for FY10/11 is approximately 47% and primarily due to additional required employer contributions to pay down the early retirement incentive (ERI) liability which was incurred in FY08/09 and the large equity losses experienced by IMRF during FY08/09. Since then, the equity market has recovered a large portion of its losses, and this may have a positive effect on the City’s IMRF rate in subsequent years, assuming the market continues its upward trend. In order to make every effort to create transparency during the budget process, the City scheduled several community budget review sessions to obtain Evanston resident and business input for eliminating the City’s projected deficit for FY10/11. The list summarized below is the result of a combined effort from the participants during these community budget sessions/workshops as well as City management recommendations: • No cost-of-living-adjustments (COLA) for the coming year for employees (excluding sergeants); • No merit increases for non-represented employees (step increases for represented employees would continue); • 10% increase to employee contributions for health care costs (excluding sergeants); • Four City holidays without pay (excluding sergeants); • A 5% pay cut for Department Directors, Assistant City Manager, and City Manager. These are changes that have implications across the entire City, not just the General Fund. Additional department specific reductions are provided later in this transmittal. There is one important operating change that may impact Library services. Council approved funding for six months of branch library operations and has requested that the remaining funding to support the branch operations come from community fundraising activities. If, after six months, community activities have not raised sufficient funds to keep the branches open, it 9 is anticipated that the branches will close mid-year unless other viable alternative solutions are developed by that time. In addition to the above, the branch libraries will only be opened four days a week. It is important to note that while every effort was made by City management and Council to make necessary reductions without significantly impacting service levels, the magnitude of the deficit made this an extremely difficult task to accomplish. Due to the continued weak economy and high unemployment rates, this budget does not include any increase in taxes for general city operations; but there have been some increases to user fees, specifically for refuse/yard waste collection services. There have also been some departmental restructurings to increase efficiencies throughout the City. COUNCIL GOALS Specific primary objectives for change, over and above the Council’s goals for FY10/11, are imperative to ensure citizens receive the best services possible. In order to be successful in the coming year, the City intends to: 1. Focus on Customer Service: The City will place new focus on how residents receive services from the City and how the City communicates about our services with residents. 2. Obtain Additional Resources to Deliver Services to Evanston: The City will work to obtain additional state and federal resources, utilize volunteers and raise money from the private sector to support City services. 3. Operate More Efficiently and Effectively: The City will reorganize its operations to better serve our residents while living within our budgetary means. Although the changes that are included in this budget may have an impact on many service levels, it is still the City’s primary responsibility to serve the community using the best and most efficient means possible and we will make every attempt to keep services at the same levels as provided in the past. With the recommended reductions in mind, we continue to focus on the goals and initiatives the Council has set for the fiscal year as identified below: 1. The City Council approved twelve 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 2. Formulate a long-term plan for the Civic Center; 3. Provide training for boards and commissions’ volunteers and staff; 4. Continue to lead policy discussion on use of Payments in Lieu of Taxes (PILOTs) with non-profit organizations; 5. Review the preservation ordinance and zoning ordinance by December, 2010. These goals establish a framework and vision for City staff to focus on for this budget year and beyond. FISCAL YEAR 2010-11 BUDGET OVERVIEW The total budget for the City of Evanston is $224,438,941 which includes all funds. It represents a total decrease of $9,383,889 or 4% over the prior year total budget. Below is a General Fund summary, which is then followed by a review of staffing, revenues and expenditures. 10 GENERAL FUND The General Fund encompasses the majority of all daily operations as budgeted, excluding fleet, parking, water and sewer 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 created a draft document that showed the cost of current operations assuming contractual increases to wages and assuming the same level of operations as in FY09/10. This expense estimate was then compared to our revenue projections for FY10/11. The analysis showed a projected General Fund budget deficit of $9.5 million. Through our budget review process with the community, staff, and City Council, we were able to balance the General Fund. Total General Fund expenditures for FY10/11 are $86,578,760. This is a 3.4% decrease, or $3,090,440 from FY09/10. The table below summarizes revenues, expenditures and beginning/ending fund balances for the General Fund: FY 2009-10 FY 2009-10 FY 2010-11 FY 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Beginning Unreserved FB 19,090,420 14,325,341 14,325,341 12,626,169 Revenues 87,784,160 89,669,200 84,497,585 86,873,900 Expenditures (92,549,239) (89,669,200) (86,196,757) (86,578,760) Surplus/(Deficit) (4,765,079) 0 (1,699,172) 295,140 Ending Unreserved FB 14,325,341 14,325,341 12,626,169 12,921,309 As noted in our quarterly reports to the City Council, the General Fund is projected to end the year in a deficit situation of approximately $1.7M, reducing our fund reserves from $14.3M to $12.6M for the start of FY10/11. The projected unreserved fund balance is equivalent to approximately 14.6% of FY09/10 annual expenditures, and is well above the 8.33% minimum as stated in the City’s General Fund budget policy. In order to end the year with surplus, significant budget reductions to staffing, wages, and benefits were implemented. The decisions on staffing reductions were based on community input and staff review of alternative options for service delivery methods. These reductions will have long lasting implications, carrying forward into future fiscal years. The largest impact will be the result of an elimination of 49.57 full-time equivalent positions from the City’s work force, nearly all from the General Fund. The following table summarizes the staffing changes that are proposed for FY10/11. POSITION DEPARTMENT FUND FTE Assistant City Manager (Vacant) City Manager’s Office General 1 Unix Admin. .5 FTE (Vacant) Information Technology General 0.5 Management Analyst (Vacant) Information Technology General 1 GIS Manager Information Technology General 1 Tech Support I Information Technology General 1 Tech Support II Information Technology General 1 Replace Finance Director & HR Director with Administrative Services Director (Vacant) Finance & HR General 1 Revenue Manager (Vacant) Finance & HR General 1 Budget Analyst (Vacant) Finance & HR General 1 Comp and Benefits Manager (Vacant) Finance & HR General 1 Accounting Clerk II Finance & HR General 1 Administrative Adjudication Aide (Vacant) Finance & HR General 1 Long Term Care Ombudsman (Vacant) HHS General 0.6 Electrical Inspector (Vacant) Community Development General 1 Zoning Officer Community Development General 1 Assistant Director - Building Community Development General 1 11 POSITION DEPARTMENT FUND FTE Executive Secretary Community Development General 1 Structural Inspector Community Development General 1 Police Planner (Retirement) Police General 1 Police Records Clerk (Vacant) Police General 1 Social Services Position (Vacant) Police General 1 Sworn Desk Officer (Retirement) Police General 1 Division Chief (Vacant) Fire General 1 Auto Shop Supervisor Public Works Fleet Fund 1 Equipment Mechanic III Public Works Fleet Fund 1 Auto Service Worker Public Works Fleet Fund 1 Equipment Operator II (Vacant) Public Works General 1 Equipment Operator II (Vacant) Public Works General 1 Equipment Operator II (Vacant) Public Works General 1 Equipment Operator II (Vacant) Public Works General 1 PW Maintenance Worker II (Vacant) Public Works General 1 Management Analyst Public Works General 1 Library Technical Aide Library General 0.23 Shelver - Children's Services Library General 0.4 Library Clerk Library General 0.58 Shelver - Library Aide I (Vacant) Library General 0.33 Branch Assistant - North Branch Library General 0.5 Library Aide I Library General 0.19 Branch Assistant - South Branch Library General 0.53 Branch Maintenance Library General 0.64 Library Assistant Library General 1 Clerk II Library General 5.25 Clerk Library General 0.25 Bookkeeper Library General 0.47 Chandler Newberger Coordinator Parks and Recreation General 1 Levy Custodian Parks and Recreation General 1.03 Levy Office Clerk Parks and Recreation General 1 Public Works Supervisor Parks and Recreation General 1 Robert Crown Custodian Parks and Recreation General 0.5 Cultural Arts Program Manager (Vacant) Parks and Recreation General 0.85 Fleetwood Jourdain Program Manager (Vacant) Parks and Recreation General 1 Robert Crown Office Asst. (Vacant) Parks and Recreation General 0.65 Noyes Center Office Asst. (Vacant) Parks and Recreation General 0.42 Noyes Center Facility Supervisor (Vacant) Parks and Recreation General 0.15 Chandler Preschool Instructor (Vacant) Parks and Recreation General 0.5 Total: 49.57 In addition to these position reductions, the following five positions were added: Local Government Fellow, Legislative Coordinator, Development Officer, Economic Development Planner, and an Assistant Attorney II. 12 Furthermore, there are several consolidations that will take place in FY10/11. These changes are as follows: • The City Manager’s Office will be re-organized to include a 311 operations team. • Administrative Adjudication and liquor licensing will be move into the Law Department. • The Office of Sustainability will be moved from Public Works into the City Manager’s Office. • Human Resources, Information Technology, Finance, and Parking will be combined into a new Administrative Services Department. • Community Development will be expanded to include the Summer Youth Employment, MWEBE, and Homeless and Intervention programs. The Department name will be changed to Community & Economic Development. • Health and Human Services Department will be changed to Evanston Health Department and will focus on health programs and initiatives. • Parks, Forestry & Recreation will include programs from Health & Human Services such as the Youth Engagement, Commission on Aging, and ADA Inclusion programs. The new department name is Parks, Recreation, and Community Services. • A new Department of Utilities will be created. Along with the position reductions made in the General Fund and the numerous citywide reorganizations, there have been several recommendations made to enhance revenues. Some of these recommendations are to adjust and align certain user fees closer to current market rates. Other recommendations were implemented that involve internal service fees that do not have a direct impact on residents, but do help properly allocate costs across all City funds. Below is a summary of the revenue enhancements included in the FY10-11 budget. Parking structure PILOT $ 200,000 Transfer from Township for Community Purchased Services 400,000 Reimbursement from School Districts for School Resource Officers 290,000 Yard Waste Fee 950,000 Increase in Refuse Fee 500,000 Total Revenue Enhancements: $ 2,340,000 Incorporated in the adopted budget is a restructuring of the City’s refuse, yard waste, and recycling operations. This restructuring will result in reduced costs and higher fees for services in these operations and will significantly help eliminate our budget deficit. The change in fees for service is as follows: • Beginning April 5, 2010, the City will charge a yard waste collection fee. A resident can either purchase yard waste stickers at $1.75 a sticker or have unlimited yard waste collection services via use of a wheeled cart for an annual fee of $25. • The refuse fee for a 95-gallon wheeled cart will increase from $6.95 to $10.95 per month. For residents who choose to have a smaller 65-gallon cart, the rate will be $6.95 per month. Overall, revenues for the General Fund have been trending down in FY10/11. Total revenues are estimated at $86,873,900, down from $89,669,200 in FY09/10, or a decrease of 3.12%. The following chart provides a comparison of the major budgeted revenues in the General Fund. FY 2009-10 FY 2010-11 Description Budget Budget Difference Reason Property Taxes 15,087,883 16,549,600 1,461,717 See explanation below Real Estate Transfer Tax 3,000,000 1,600,000 (1,400,000) Decrease due to economy Sales Tax 9,176,000 8,914,000 (262,000) Decrease due to economy Sales Tax-Home Rule 5,776,000 5,520,000 (256,000) Decrease due to economy Building Permits 2,500,000 2,200,000 (300,000) Decrease due to economy Utility Taxes 5,502,600 5,254,000 (248,600) Decreased natural gas cost 13 FY 2009-10 FY 2010-11 Description Budget Budget Difference Reason State Income Tax 7,050,000 5,717,000 (1,333,000) Decrease due to economy Telecommunication Tax 3,655,400 3,230,000 (424,600) Consumer product variations Totals: 51,547,883 48,784,600 (2,762,483) Property Taxes: The City attempted to avoid increasing the property tax levy. However, Police and Fire pension funding, as well as capital improvements, are two of the City’s top twelve goals and both depend on funding from property taxes. The City levies an annual tax directly attributable for the pensions as well as for the payment of bonds used to finance various budgeted capital improvement projects. The table below summarizes the property tax revenue for FY09/10 and FY10/11: 2008 Taxes Received in 2009-10 2009 Levy to be Received in 2010-11 Increase/ (Decrease) General Fund $16,638,265 $16,926,411 $288,146 Debt Service Fund $10,307,533 $10,345,063 $37,530 Police Pension Fund $6,084,034 $6,867,980 $783,946 Fire Pension Fund $5,014,836 $5,639,910 $625,074 The tax revenue data shown in the above table differs from the FY09/10 budget because of the timing difference in our levy and budget schedules. The General Fund taxes of $16,638,533 are those that were budgeted in the FY08/09 budget, but not received until FY09/10. The FY10/11 projected taxes are those most recently levied in November, 2009 and include an additional amount to capture the additional equalized assessed valuation from the dissolution of the Downtown II TIF. The City will be considering changing from a 2/28 fiscal year end to a 12/31 calendar year end beginning with the next budget cycle. This change will allow Council to adopt both a budget and a tax levy at the same time in subsequent years. There were also some minor changes to Charges for Services, primarily in the Recreation and Parks area. These increases are very small and are intended to cover higher program costs. Personnel costs are a major expenditure component of any service driven organization such as a city. While there is a proposal to eliminate cost of living adjustments (COLA) for all personnel (excluding sergeants) and merit/step increases for non-represented employees for FY10-11, it must be noted that the City is currently in union negotiations with three collective bargaining units. Health insurance costs continue to increase and beginning with FY10/11, the City has entered into an intergovernmental health insurance pool to try and reduce its overall self-insurance risk and premium costs. Management has also implemented a lower cost PPO plan for FY10/11 and will also be looking at a high deductible health plan option as well. We will work closely with all employee groups on the implementation of this plan. Important note: The Federal government has recently passed new national legislation related to health insurance. The effect that this legislation may have on City health insurance cost is unknown at the time of this writing. In order to bring our revenues and expenses in the General Fund into balance on an operating basis, the FY10/11 adopted budget includes the following expenditure reductions and specific revenue increases as detailed on the following pages. 14 CITY OF EVANSTON 2010-11 BUDGET REDUCTION WORKSHEET GENERAL FUND FY 2010-11 FY 2010-11 INITIAL FINAL RECOMMENDED REVENUES ADJUSTMENTS ADJUSTMENTS CITY-WIDE BUDGET ADJUSTMENTS Revenue Adjustments Parking Structure PILOT $200,000 $200,000 Transfer from Township For Community Purchased Services $400,000 $0 Reimbursement from School Districts for School Resource Officers $290,000 $290,000 Yard Waste fee $950,000 $950,000 Refuse Fee $500,000 $500,000 Subtotal Revenue Adjustments $2,340,000 $1,940,000 FY 2010-11 FY 2010-11 INITIAL FINAL RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS Expense Adjustments No Cost Of Living Adjustment $950,000 $950,000 No Merit (non-represented employees) $100,000 $100,000 Increase 5% Employee Insurance Contributions $50,000 $50,000 Additional 5% Employee Insurance Contributions $50,000 Director pay cut (5%) $50,000 $50,000 New Training Funds -$200,000 -$20,000 Unpaid Holidays - 4 days - All staff $540,000 $720,000 Reduction of City Overtime Support for 4th of July $30,000 $17,500 Cell Phone Stipend $30,000 $30,000 Refinance Illinois Municipal Retirement Fund Debt $150,000 $150,000 Subtotal City-wide Expense Adjustments $1,700,000 $2,097,500 Department Reduction Detail City Manager's Office Reform "Highlights" Newsletter $30,000 $30,000 Evanston Community Media Center Contract Reduction $200,000 $150,000 Eliminate Assistant City Manager (Vacant) $195,000 $195,000 Add Local Government Management Fellow -$60,000 -$60,000 Increase General Fund Contingency -$200,000 -$200,000 Subtotal City Manager's Office $165,000 $115,000 BPAT (Renamed to Information Technology Division) Eliminate Vacant Unix Admin. .5 FTE (Vacant) $44,730 $44,730 Eliminate Vacant Management Analyst (Vacant) $92,533 $92,533 Eliminate Other Consultants $40,000 $40,000 Eliminate Computer Replacement $40,000 $40,000 15 FY 2010-11 FY 2010-11 INITIAL FINAL RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS Eliminate Portion of Training Budget $10,000 $10,000 Eliminate GIS Manager $127,000 $127,000 Eliminate Contractual Service Desk (Vacant) $45,000 $45,000 Eliminate Contractual Service Desk $45,000 $45,000 Eliminate Tech Support I $90,000 $90,000 Eliminate Tech Support II $108,000 $108,000 Subtotal Information Technology Division $642,263 $642,263 Finance/Human Resources Eliminate Admin. Adjud. Aide (Contractual) $40,000 $40,000 Replace Finance Director & HR Director with Administrative Director $0 $0 Eliminate Revenue Manager (Vacant) $95,477 $95,477 Eliminate Budget Analyst (Vacant) $92,500 $92,500 Eliminate Comp and Benefits Manager (Vacant) $105,000 $105,000 Eliminate Tuition Reimbursement $56,000 $56,000 Reduce/transfer Training $40,000 $40,000 Eliminate Accounting Clerk II $60,000 $60,000 Additional Admin Cuts Sales Tax Rebate $25,000 Police OT at Admin Hearings $10,000 Budget Printing Costs $3,000 Vehicle Sticker OT $5,000 Workers Comp Medical Reduction $5,000 Subtotal Finance/Human Resources $488,977 $536,977 Community Development Eliminate Electrical Inspector (Vacant) $90,000 $90,000 Eliminate All Temp. Employees $75,000 $75,000 Eliminate OT for Inspectors $20,000 $20,000 Eliminate Zoning Officer $92,000 $92,000 Eliminate Asst Director and Executive Secretary $150,000 Eliminate Structural Inspector $87,000 Subtotal Community and Economic Development $277,000 $514,000 Police Reduce Summer Plan $70,000 $70,000 Eliminate Off Campus Student Patrol $20,000 $20,000 Eliminate Special Weekend Beat (Beat 87) $10,000 $10,000 Eliminate Police Planner $93,000 $93,000 Eliminate Police Records Clerk (Vacant) $60,000 $60,000 Eliminate Social Services Position (Vacant) $90,500 $90,500 Retirement Sworn Desk Officer $110,000 $110,000 Reduce Unreimbursed NU Home Game Overtime $40,000 $40,000 Subtotal Police $493,500 $493,500 16 FY 2010-11 FY 2010-11 INITIAL FINAL RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS Fire Eliminate Overtime (Redeployment) $275,000 $0 Eliminate Division Chief (Vacant) $120,000 $120,000 Reduction of Training OT $38,000 $38,000 One-time reductions (see memo for detail) $139,500 Subtotal Fire $433,000 $297,500 Health and Human Services Eliminate Dental Services $153,000 $0 Reduce Community Purchased Services $200,000 $100,000 Eliminate .6 LT Care Ombudsman $40,000 $40,000 Transfer from Township For Community Purchased Services $0 $400,000 Subtotal Health and Human Services $393,000 $540,000 Public Works Fleet Reorganization and Hours reduction $236,000 $236,000 Auto Shop Supervisor Equipment Mechanic III Auto Service Worker Solid Waste Reform $560,000 $560,000 Streets and Sanitation Vacancy and Reclass $60,000 $60,000 Reorganization of Street Sweeping $25,000 $25,000 Eliminate Admin Assistant position $100,000 Subtotal Public Works $881,000 $981,000 Library Close South/North Branch $425,468 $212,784 Closing South Branch on Tuesday $27,840 Closing North Branch on Monday $24,912 Eliminate Branch Maintenance $38,880 $38,880 Outsource Materials Acquisition & Cataloguing $358,295 $358,295 Reduce Subscriptions $21,000 $21,000 Subtotal Library $843,643 $683,711 Parks and Recreation Chandler Newberger Coordinator $72,460 $72,460 Levy Custodian $67,864 $67,864 Levy Office Clerk $58,696 $58,696 Public Works Supervisor $100,562 $100,562 Robert Crown Custodian $15,000 $15,000 Cultural Arts Program Manager (Vacant) $63,000 $63,000 Fleetwood Jourdain Program Manager (Vacant) $76,000 $76,000 Robert Crown Office Asst. (Vacant) $18,472 $18,472 17 FY 2010-11 FY 2010-11 INITIAL FINAL RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS Noyes Center Office Asst. $8,190 $8,190 Noyes Center Facility Supervisor $3,785 $3,785 Chandler Preschool Instructor (Vacant) $16,960 $16,960 Arts Council restoration of funding -$2,100 Operations reductions Parks/Forestry $155,300 $155,300 Ecology $8,100 $8,100 Facilities Management $80,100 $80,100 Cultural Arts $77,300 $77,300 Recreation $166,000 $166,000 Subtotal Parks Forestry and Recreation $987,789 $985,689 Department Specific Deficit Reductions - SUMMARY City Manager's Office $165,000 $115,000 Administrative Services (BPAT Human Resources, Finance) $1,131,240 $1,179,240 Community Development $277,000 $364,000 Additional Reduction of Asst. Director and Secretary $150,000 Police $493,500 $493,500 Fire $433,000 $297,500 Health and Human Services $393,000 $540,000 Public Works $881,000 $981,000 Library $843,643 $683,711 Parks Forestry and Recreation $987,789 $985,689 Subtotal Department Specific Reductions $5,605,172 $5,789,640 TOTAL EXPENSE REDUCTIONS $7,305,172 $7,887,140 TOTAL REVENUE ADJUSTMENTS $2,340,000 $1,940,000 TOTAL DEFICIT REDUCTION $9,645,172 $9,827,140 INITIAL 2010-11 BUDGET -CURRENT SERVICE LEVELS $94,465,900 $94,465,900 2010-11 REVENUE BASE $84,933,900 $84,933,900 TOTAL PROJECTED DEFICIT $9,532,000 $9,532,000 NET BALANCE $113,172 $295,140 FY 2010-11 EXPENDITURE BUDGET PER RESOLUTION $86,578,760 FY 2010-11 REVENUE PROJECTION PER CERTIFICATION $86,873,900 While this level of detail would not normally be included in a transmittal letter, the extent of our budget deficit this year makes it necessary. Using the above information, combined with the budget detail as provided in the rest of this document, the City can review a before and after presentation of our planned service levels for FY10/11. All of the above changes are designed to address the City’s long standing structural deficit in the General Fund, which was greatly exacerbated by the current weak economy. Many factors will continue to present a challenge in balancing the General Fund into the future, such as contractually required labor cost increases and changing 18 revenue levels based on the economy. The public process through which the above list of service changes was created shows our ability and willingness to discuss these difficult choices for future financial planning. OTHER FUNDS The City budget also includes information on the 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 I would like to thank the members of the Community that participated in our workshops, all City Staff who provided valuable options for addressing the City’s FY10/11 budget, and City Council for making some very difficult, but necessary, decisions. Since we do not know what the future may hold, this budget focuses on preservation of our core services, without increasing taxes to cover General Fund operating expenditures. This approach will provide time for the local Evanston economy to recover, as well as provide needed tax relief to our residents. It will also place the City on better financial ground to weather uncertain financial times going forward. I would once again like to express my gratitude to all Residents, Staff, City Council, and the numerous others who assisted in the development and preparation of this budget document. Very truly yours, Wally Bobkiewicz City Manager 19 City of Evanston 2010-2011 Adopted 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 rich diversity in 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 FY10/11 is $224,438,941 for all budgeted funds, including interfund transfers, or $9,383,889 less than the prior year budget of $233,822,830. There were four changes that occurred in FY09/10 which account for the majority of the decrease in the consolidated budget. The City now has a new Neighborhood Stabilization Fund (NSF) to account for Federal grant proceeds with a FY10/11 budget of $4M. Completely offsetting the expenditures in this new Fund, the City’s Downtown II TIF had terminated as of December 31, 2009 and this Fund had a prior year FY09/10 budget of approximately $13.3M. For FY10/11, the City changed the method of accounting for health insurance, adding this expenditure to the Insurance Fund and charging back the expense among the individual operating units. This change in accounting method effectively resulted in a budget increase of $8,807,400 since the employer health insurance expenditures appear in both the operating units/funds as chargeback expenditures and the internal service Insurance Fund. It is important to note though that this change in accounting methods does not add any new costs to the consolidated budget. The final major change involved a one-time upfront balloon debt principal payment of approximately $11.3M budgeted in the Parking Fund in FY09/10. Therefore, due to the dissolution of the Downtown II TIF Fund, the new Neighborhood Stabilization Fund, the Parking Fund year over year budget variance due to a balloon debt payment, and a change in accounting methods for health insurance, the total Citywide consolidated budget decreased approximately 4% from the prior year. III. Fiscal Constraints The continued national recession has forced Evanston to take unprecedented measures in order to balance the proposed FY10/11 budget. Through the last two fiscal years, Evanston has seen its work force decrease by over 10%. This reduction in workforce was required in part to offset the contractually required cost increases in our four union work forces in conjunction with lower revenues from many sources in the General Fund. The recession has forced many industries to do more with less and, unfortunately, in the absolute service area of government, the loss of personnel will undoubtedly have impacts to City offered services. However, the City is committed to maintaining an optimal level of services to the community with a minimum increase to costs assessed on its residents and businesses. Because of the uncertain economy, the City continues to take a prudent approach to budgeting its revenues for FY10/11. While some economists project recoveries in certain sectors of the economy, we are not projecting this recovery to positively impact our sales, income, utility and real estate transfer taxes for this budget year. Moreover, the levels at which these revenues are budgeted for FY10/11 are several million dollars less than the amount budgeted for FY08/09, only two years ago. While most feel that the worst may be behind, in financial terms, the repercussions will be felt for the foreseeable future. As noted earlier in the transmittal letter, the City’s retirement costs have increased substantially in FY10/11. Police and Fire Pension cost increases continue to exceed the City’s ability to fund these obligations without 20 tax increases. Our combined property tax increase for these two local pension funds is approximately $1.2M The Illinois Municipal Retirement Fund (IMRF) pension costs for non-sworn employees has also increased dramatically due to both the market losses in 2008 and the Early Retirement Incentive (ERI) completed in June, 2008. These two factors increased our employer contribution rate from 8.07% to 11.88% of eligible payroll increasing pension costs by over $1.0 million. Our IMRF ERI payoff is scheduled for 10 years. However we are proposing the refinancing of this liability at lower interest rates, which could potentially save the City $150,000 annually over the next 10 years. The City must continue to look at ways to properly fund all of our pension funds into the future. IV. General Fund Expenditures Using our normal budget creation process, departments created their proposed FY10/11 budget requests assuming no increase or decrease in services for the year that resulted in a $9.5 million General Fund budget deficit. During Council deliberations, the budget was balanced using a number of reductions including pay decreases and position eliminations. Details itemizing the reductions are noted in the transmittal letter. The General Fund budget for FY10/11 that resulted from these reductions is $86,578,760. This represents a decrease of $3,090,440 or 3.4% in expenditures compared to the FY09/10 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. For FY10/11 we are projecting a decrease in overall General Fund revenues of $2,795,300. Below is a brief summary of these revenue projections: 1. Property Tax: The General Fund portion of the levy increased from the FY09/10 budget of $15,087,883 to $16,549 600 in FY10/11 or $1,461,717. This increase was due to the dissolution of the Downtown II Tax Increment Finance District, which is projected to yield/distribute approximately $1.7 million in tax revenues from the District without increasing taxes paid by the community as a whole. A small portion of this TIF property tax amounting to $238,283 is required to cover General Obligation debt service payments in the Debt Service Fund. The property tax continues to be the single largest source of City tax revenues. The ease of administration and tax deductible nature of this tax by taxpayers make it a desirable source of revenue. 2. State Sales Tax: General Fund revenue from the State sales tax is expected to be $8,914,000 which was budgeted at $262,000 less than the previous year based on updated projections. This revenue will increase or decrease based on the dollar amount of purchased tangible merchandise within the City. 3. Home Rule Sales Tax: For FY10/11, this General Fund revenue is budgeted at $5,520,000 which is $256,000 less than the amount budgeted in FY09/10. The decrease in budget for this revenue is due to actual receipts coming in under budget for the previous year. 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 FY10/11 decreased to $5,717,000, from the $7,050,000 in FY09/10. This continued downward trend in Incomes Taxes is a direct correlation to growing rate of unemployment in the State of Illinois as well as lower corporate profits. 5. Utility Taxes: Revenues from utility taxes are comprised of electric, natural gas distribution and consumption, and telecommunications taxes. For FY10/11, these taxes are budgeted at $8,484,000, which is a decrease of $674,000 or 7.36%. The budget decrease is due to declining natural gas costs impacting the natural gas utility distributor tax and packaged telecommunication plans decreasing the telecommunication tax received. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is budgeted to decrease by $1,400,000, or 46.67%, to $1,600,000 for FY10/11. The real estate market is a major component of the current recession and activity in 21 this segment has significantly decreased throughout the nation. The reduction in this tax is a direct result of fewer real estate transactions and lower sales prices on the properties that do transfer ownership. 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. There has been no change to the $2,700,000 amount budgeted from the prior year. 8. Licenses, Permits, and Fees: Excluding vehicle sticker sales, total licenses, permits, and fees are expected to generate $5,619,900, a decrease of $625,200 over the prior year FY09/10. A decrease in building permit revenue accounts for nearly half of the total budgeted decrease with the other half comprised from other miscellaneous permits. Similar to the real estate transfer tax reduction, this budgeted decrease is primarily due to a slow economy. 9. Fines and Forfeitures: Parking ticket, regular and other fine revenues are budgeted to increase by $147,000 to $4,403,500 in FY10/11. This is an increase of 3.45% over FY09/10. 10. Charges for Services While this category consists of many small revenue sources, overall, the City budgeted a total increase of 8.36% from $8,706,400 in FY09/10 to $9,434,500 for FY10/11. The majority of this increase is related to a change in the fee structure for the refuse service charge, which is expected to bring in an additional $500,000 in revenue. 11. State and Federal Aid This revenue is completely dependent on grants offered by the State and Federal governments. For FY10/11, a decrease of $160,100, from $945,600 to $785,500 was budgeted based on anticipated grant applications approved and monies received. V. Other Funds Motor Fuel Tax Fund Spending for the fund is budgeted at $2,602,500 in FY10/11. This is an increase of $450,000 from the FY09/10 budget. FY09/10 expenditures are typically balanced against revenues in this Fund but for the FY10/11 budget, it is anticipated that $672,500 will be spent from fund reserves in order to make some much needed repairs to streets throughout the City. 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. Budgeted expenditures for FY10/11 are $2,612,104, an increase of $1,368,604. This increase is primarily attributable to capital investments for new communication equipment. Budgeted revenues for FY10/11 are $1,056,000, a decrease of $94,000. This includes landline and wireless surcharge revenue of $670,000 and $380,000, respectively. Special Service District #4 This accounts for services such as promotion, advertisement and other public services of the district’s territory as managed by EvMark, which is now operating under the name of Downtown Evanston, an Illinois not-for-profit corporation. In late 2008, the City learned that Cook County had incorrectly taxed all residential and commercial property in the district. The City worked with the County during FY09/10 to refund these taxes to residential property owners and collect the proper amount from all commercial property owners. For this Fund FY10/11 budgeted expenditures are $378,000, an increase of $49,511 or 15.1% from FY09/10. Community Development Block Grant Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The amount for FY10/11 is $2,043,933 for Community Development related programs, a decrease of $9,113 from FY09/10 funding. 22 CD Loan Fund In previous years, the CD Loan Fund was not budgeted due to the fact that this Fund acts as a pass through entity for federally funded programs and the expenditures budgeted in this Fund are immaterial to the City’s overall consolidated budget. FY10/11 expenditures total $75,000. Economic Development Fund Expenditures for the Economic Development Fund are budgeted to be $1,759,082 for FY10/11, a decrease of $233,618 compared to FY09/10. Revenues for this fund are primarily generated from locally administered hotel and amusement taxes. HOME Fund The HOME Fund’s FY10/11 budgeted expenditures are $576,500, up $57,500 from FY09/10 due mainly to development activities. Affordable Housing Fund The Mayor’s Special Housing Fund was combined with the Affordable Housing Fund in FY08/09. The Fund seeks to support housing related programs as adopted by the City Council. The FY10/11 budget is $322,000, a decrease of $84,000 from FY09/10. Washington National TIF Debt Service Fund Expenditures for the Washington National TIF Debt Fund are budgeted to be $4,359,164 for FY10/11, an increase of $1,002,920 compared to FY09/10. 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. FY10/11 budgeted expenditures for this fund are $438,062 for debt service costs, an increase of $4,249 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 FY10/11 budget for this fund is $816,653, down from $844,406 in FY09/10 and the majority of these costs are for debt service associated with the original development project in the TIF. 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 FY10/11 are $864,100 and include the costs of the intergovernmental agreement with School Districts 65 and 202. Debt Service Fund The levy tax year 2009, filed with the County in December 2009, has been budgeted as revenue for FY10/11 since this amount will primarily be received during calendar year 2010. Likewise, expenditures budgeted for FY10/11 have been aligned to those debt payments expected to be paid during FY10/11. Budgeted expenditures in this Fund primarily consist of general obligation debt not paid (and therefore abated) elsewhere such as in tax incremental financing district and enterprise funds. Total budgeted expenditures for FY10/11 are $11,019,705, a decrease of $646,522 from FY09/10. 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 FY10/11 total $120,400 as an interfund transfer out to the General Fund. West Evanston Tax Increment Finance District Fund This new Tax Increment Finance (TIF) district collected its first tax increment in FY07/08. Expenses for FY10/11 are $515,000 and include streetscape capital outlay expenditures for improvements in this TIF. 23 Capital Improvements Fund Please take note that the Capital Improvement Fund (CIF) is not the same as the Capital Improvement Plan (CIP) as shown in the appendix of the proposed budget. The CIF is an operating budget which tracks revenues and expenses related to capital projects/infrastructure that are not specific to a tax increment financing district, an enterprise fund such as Parking, Water, Sewer or an internal service fund such as Fleet. The CIP section of the proposed budget reports all citywide projects in a summarized format, while the CIF is the budget for a subsection of the CIP, as indicated above. For the FY10/11, a decrease of $3,543,426 has been budgeted from the previous year, from $20,175,054 in FY09/10 to $16,631,628 in FY10/11. This decrease is due to prioritizing projects and only budgeting for those projects that met certain criteria. Special Assessment Fund The Special Assessment Fund’s budgeted expenditures for FY10/11 total $797,659, a decrease of $1,243,947 from FY09/10 due to a decrease in alley paving. 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. FY10/11 budgeted expenses total $11,357,117, a decrease of $10,403,083 from FY09/10, due mostly to a large debt service payment in FY09/10 for the Sherman garage. Water Fund The Water Fund has budgeted FY10/11 expenses totaling $20,087,061, an increase of $1,559,261 from the previous year. This is due to increased capital improvement costs for the replacement or improvement of infrastructure assets. Included in the budget is $3,500,000 of bond issue proceeds for FY10-11 to assist with various capital projects. Without a bond issuance or an increase in water rates, it is estimated that the Water Fund’s unrestricted fund balance may be almost depleted by the end of the budgeted year. Sewer Fund The Sewer Fund has budgeted FY10/11 expenses totaling $17,507,580, a decrease of $360,520. Due to continued lower than projected flow rates, operating revenues continue to be flat and below once projected levels (2005 projection). Based on the FY10/11 budget, in the absence of a sewer rate increase, the Sewer Fund’s unrestricted fund balance will be insufficient to meet all obligations. This fund balance projection assumes a very limited budgeted capital expense of only $700,000 and no budgeted debt proceeds. Over the past two years, the City had a Water & Sewer rate study performed and consultant recommendations should be discussed to determine the best course of action regarding potential rate increases for this Fund. Fleet Services Fund Budgeted expenditures for FY10/11 total $4,901,860, a decrease of $1,017,140 from the previous year. This decrease is due to a decreased size of the City’s fleet and lower amounts designated for future replacements during FY10/11. Insurance Fund Budgeted expenditures for FY10/11 total $15,858,437, an increase of $13,140,937 from the previous year. This increase is primarily due to an increase in budgeted workers compensation expense and a change in the accounting method for employer health insurance premiums which are now reflected in both the operating units as chargeback expense and in the Insurance Fund where the premiums will be charged. 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. The actuarially recommended and budgeted employer contribution amount for FY10/11 is $7,616,267. Police Pension Fund 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 40 ILCS 5/3-101 of the Illinois Revised Statutes. The actuarially recommended and budgeted employer contribution amount for FY10/11 is $10,550,369. 24 PART II CHARTS AND SUMMARIES 25 This page was intentionally left blank. 26 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 27 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 8.0 square miles include over 30,000 housing units for 74,239 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 foresighted 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 Library Facilities 3 Form of Government Council – Manager Number of Books / Materials 486,094 Number of Registered Borrowers 57,490 Geographic Location On Lake Michigan Annual Circulation 1,011,064 Immediately north of Chicago Recreation Facilities Population (2000 Census) 74,239 Number of City-maintained Parks and Playgrounds 75 Park Area in Acres 265 Number of Households (2000 Census) 29,651 Number of Public Swimming Beaches 5 Number of Housing Units (2000 Census) 30,817 Municipal Parking Utility Number of Parking Meters on Streets 1,651 Equalized Assessed Valuation (2007) $2,772,340,028 Number of Parking Lots 38 Capacity of Parking Lots 1,919 Per Capita Income (2000 Census) $33,645 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 169 Municipal Water Utility Number of Street Lights 5,641 Total Population Serviced 359,357 Northwest Water Commission 221,597 Fire Protection Evanston 74,360 Number of Firefighters (2008-09) 109 Skokie 63,400 Number of Stations 5 Miles of Water Mains 156.6 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) 142,000,000 Police Protection Average Daily Pumpage (gallons) 43,000,000 Number of Sworn Officers (2008-09) 164 Number of School Crossing Guards 38 Number of Parking Enforcement Officers 12 28 MONTH ACTIVITY April 30, 2009 - May 29, 2009 Budget Team discuss process and calendar August 4, 2009 Budget Kickoff August 31, 2009 Deadline for BES Submissions & Dept. Summary Form -Internal Support Departments Only September 2-11, 2009 Budget Review Teams, Reports to CMO- Internal Operating Departments September 11, 2009 Deadline for BES Submissions & Dept. Summary Form -Operating Departments September 17-30, 2009 Budget Review Teams, Reports to CMO- External Operating Departments October 8, 2009 Preliminary Report of Budget Requests/Gap October 19, 2009 Mid-Year Budget Review - 2010/11 Preview for Council (Budget Workshop) November 1-30, 2009 Balancing Strategy Meetings with Staff by Department November 7, 2009 Saturday Budget Workshop with Residents- Levy Center November 9, 2009 Property Tax Resolution Introduced November 12, 2009 Budget Workshop with Residents - Robert Crown Center November 17, 2009 Budget Workshop with Residents- Fleetwood Center November 23, 2009 Truth in Taxation Hearing November 30, 2009 Budget Workshop with Residents -Council Chambers November 30, 2019 Deadline for All Budget Book Narratives including performance measures December 7, 2009 Special City Council Meeting -Budget Recommendations from Residents and Staff December 7-14, 2009 Final Balancing Meetings with City Manager December 31, 2009 Proposed Budget Books to Council January 9th & 23th, 2010 Saturday Budget Workshops February 1, 2010 Public Hearing FY 2010/11 Budget February 3, 2010 Budget Review Workshop February 8, 2010 City Council Meeting -Budget Discussion January 20, 2010 Saturday Budget Workshop February 22, 2010 Final City Council Meeting for Approval of Budget March 1, 2010 City Council Changes entered into Budget May 14, 2010 Printing, Binding, and Distribution of City Budget City of Evanston Budget Calendar Fiscal Year 2010 - 2011 29 City of Evanston Budgetary Process Summary of Proceedings: The City Manager submits to the City Council a proposed operating budget a minimum of two months before the end of the current budget year to provide Council ample time for discussion and passage of the final adopted budget prior to the beginning of the new fiscal year. The operating budget includes proposed expenditures and the funding for those expenditures. The City Council holds several public meetings along with one public hearing and may modify the budget at any time prior to final 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 with FY11/12, property taxes shall be 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 equals 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. 30 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 Administrative Services 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. 31 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) are 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. 32 City of Evanston 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) 33 City of Evanston 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 34 City of Evanston 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. 35 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. 36 City of Evanston 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 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. 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 37 City of Evanston Fund Descriptions 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. 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 other 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. 38 City of Evanston Fund Descriptions 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. 39 Parking, 5.1% Water, 8.9% Sewer, 7.8% Internal Service Funds, 9.2% Police/Fire Pension, 8.1% Special Service Areas, 0.7% Federal Programs, 3.1% Economic Development, 0.8% TIF Funds, 3.0% Debt Service (G.O. Bonds), 4.9% Capital Projects, 8.6% Emergency Telephone, 1.2% General, 38.6% FY 2010-11 Adopted Budget Summary - All Funds (prior to interfund transfers) All Funds = $224,438,941 40 Fund Fund # FY07-08 Actual Expenditures FY08-09 Actual Expenditures FY09-10 Budgeted Expenditures FY09-10 Estimated Expenditures FY10-11 Budgeted Expenditures Net Change Percent Change General 100 92,202,185 92,549,239 89,669,200 86,196,757 86,578,760 (3,090,440) -3.4% Neighborhood Stabilization 195 - - - - 4,000,000 4,000,000 N/A Motor Fuel 200 2,617,058 2,417,799 2,152,500 1,847,500 2,602,500 450,000 20.9% Emergency Telephone 205 954,140 1,474,090 1,243,500 1,046,175 2,612,104 1,368,604 110.1% Special Service District # 4 210 245,000 444,000 328,489 512,275 378,000 49,511 15.1% CDBG 215 2,146,429 2,010,945 2,053,046 2,192,661 2,043,933 (9,113) -0.4% CDBG Loan 220 - 84,913 - 70,000 75,000 75,000 N/A Economic Development 225 1,687,236 1,458,583 1,992,700 1,784,700 1,759,082 (233,618) -11.7% Neighborhood Improvement 235 - 71,107 - 45,000 50,000 50,000 N/A Home 240 102,602 255,746 519,000 782,300 576,500 57,500 11.1% Affordable Housing Fund 250 79,364 68,395 406,000 201,000 322,000 (84,000) -20.7% Washington National TIF 300 1,041,962 5,918,728 3,356,244 3,426,610 4,359,164 1,002,920 29.9% Special Service District # 5 305 438,063 433,312 433,812 433,313 438,062 4,250 1.0% Southwest II TIF 310 833,433 812,958 844,405 812,946 816,653 (27,752) -3.3% Southwest TIF 315 894,993 824,100 24,122 24,122 864,100 839,978 3482.2% Debt Service (G.O. Bonds) 320 9,996,628 25,166,421 11,666,225 10,634,327 11,019,705 (646,520) -5.5% Downtown II TIF 325 10,323,044 6,749,594 13,346,040 15,026,857 - (13,346,040) -100.0% Howard/Ridge TIF 330 115,512 199,375 136,395 120,395 120,400 (15,995) -11.7% West Evanston TIF 335 35,997 372,749 75,000 - 515,000 440,000 586.7% Capital Improvement 415 16,893,052 10,385,584 20,175,054 6,884,544 16,631,628 (3,543,426) -17.6% Special Assessment 420 479,710 332,337 2,041,606 941,606 797,659 (1,243,947) -60.9% Parking 505 9,915,504 9,673,588 21,760,200 21,259,411 11,357,117 (10,403,083) -47.8% Water 510 11,361,890 12,197,211 18,527,800 15,700,354 20,087,061 1,559,261 8.4% Sewer 515 8,972,019 8,725,626 17,868,100 16,969,257 17,507,580 (360,520) -2.0% Fleet 600 4,951,571 5,037,223 5,919,000 4,234,250 4,901,860 (1,017,140) -17.2% Insurance 605 3,957,372 3,069,261 2,717,500 4,021,294 15,858,437 13,140,937 483.6% Fire Pension 700 4,781,782 5,380,446 7,328,112 5,669,000 7,616,267 288,155 3.9% Police Pension 705 6,955,073 7,360,710 9,238,780 7,771,000 10,550,369 1,311,589 14.2% Total All Funds 191,981,619 203,474,040 233,822,830 208,607,654 224,438,941 (9,383,889) -4.0% Total Budgeted Expenditures- All Funds In this summary, the total budgets for all funds are compared with the approved fund totals for FY09-10. All budget totals in this summary are gross figures prior to eliminating interfund transfers. (Prior to Interfund Transfers) FY09-10 vs. FY10-11 41 Fund Fund # FY09-10 Net Budget FY10-11 Adopted Expenditures Less Transfers to Other Funds FY10-11 Adopted Net Expenditures Net Change Percent Change General 100 83,553,200 86,578,760 (14,150,300) 72,428,460 (11,124,740) -13.3% Neighborhood Stabilization 195 4,000,000 - 4,000,000 4,000,000 N/A Motor Fuel 200 1,380,000 2,602,500 (772,500) 1,830,000 450,000 32.6% Emergency Telephone 205 1,117,500 2,612,104 (201,355) 2,410,749 1,293,249 115.7% Special Service District # 4 210 328,489 378,000 - 378,000 49,511 15.1% CDBG 215 1,197,046 2,043,933 (896,555) 1,147,378 (49,668) -4.1% CDBG Loan 220 - 75,000 (55,000) 20,000 N/A Economic Development 225 1,302,700 1,759,082 (434,055) 1,325,027 22,327 1.7% Neighborhood Improvement 235 - 50,000 - 50,000 N/A Home 240 484,700 576,500 (34,300) 542,200 57,500 11.9% Affordable Housing Fund 250 382,000 322,000 (24,000) 298,000 (84,000) -22.0% Washington National TIF 300 604,328 4,359,164 (3,710,900) 648,264 43,936 7.3% Special Service District # 5 305 433,812 438,062 - 438,062 4,250 1.0% Southwest II TIF 310 702,817 816,653 (141,600) 675,053 (27,764) -4.0% Southwest TIF 315 - 864,100 (24,100) 840,000 840,000 N/A Debt Service (G.O. Bonds) 320 11,166,225 11,019,705 - 11,019,705 (146,520) -1.3% Downtown II TIF 325 1,221,040 - - - (1,221,040) -100.0% Howard/Ridge TIF 330 15,995 120,400 (120,400) - (15,995) -100.0% West Evanston TIF 335 75,000 515,000 (25,000) 490,000 415,000 553.3% Capital Improvement 415 19,875,054 16,631,628 (300,000) 16,331,628 (3,543,426) -17.8% Special Assessment 420 1,730,000 797,659 (317,659) 480,000 (1,250,000) -72.3% Parking 505 20,828,900 11,357,117 (1,173,376) 10,183,741 (10,645,159) -51.1% Water 510 14,653,400 20,087,061 (4,447,992) 15,639,069 985,669 6.7% Sewer 515 17,195,700 17,507,580 (1,003,703) 16,503,877 (691,823) -4.0% Fleet 600 5,919,000 4,901,860 (138,500) 4,763,360 (1,155,640) -19.5% Insurance 605 2,717,500 15,858,437 - 15,858,437 13,140,937 483.6% Fire Pension 700 7,328,112 7,616,267 - 7,616,267 288,155 3.9% Police Pension 705 9,238,780 10,550,369 - 10,550,369 1,311,589 14.2% Total All Funds 203,451,298 224,438,941 (27,971,295) 196,467,646 (6,983,652) -3.4% Total Budgeted Expenditures - Adjusted for Interfund Transfers This chart presents the gross total for each fund, less interfund transfers. The result are net expenditures for each fund and for the FY10-11 City Budget. The total for each fund is compared with that of the approved FY09-10 budget. 42 Budget Budget Transfers Transfers Account #Fund To Fund From 1910.57060 Revenue To General 24,000 Expense From Affordable Housing - 5465.62685 Revenue To General - Expense From Affordable Housing (24,000) Subtotal 24,000 Subtotal (24,000) 1910.57100 Revenue To General 300,000 Expense From Capital Improvement - 416051.66131 Revenue To General - Expense From Capital Improvement (300,000) Subtotal 300,000 Subtotal (300,000) 1910.57030 Revenue To General 856,000 Expense From CDBG - 5220.various Revenue To General - Expense From CDBG (856,000) 5220.61510 Revenue To Insurance 23,100 Expense From CDBG - 5220.66020 Revenue To Insurance - Expense From CDBG (17,455) 7800.various Revenue To Insurance 17,455 Expense From CDBG - Insurance Various Revenue To Insurance - Expense From CDBG (23,100) Subtotal 896,555 Subtotal (896,555) 5275.56001 Revenue To CDBG 55,000 Expense From CDBG Loan 5280.66020 Revenue To CDBG - Expense From CDBG Loan (55,000) Subtotal 55,000 Subtotal (55,000) 1910.57040 Revenue To General 126,000 Expense From E911 - 5150.62680 Revenue To General - Expense From E911 (60,000) 5150.62685 Revenue To General - Expense From E911 (66,000) 5150.61510 Revenue To Insurance 57,900 Expense From E911 - 5150.66020 Revenue To Insurance - Expense From E911 (17,455) 7800.various Revenue To Insurance 17,455 Expense From E911 - Insurance Various Revenue To Insurance - Expense From E911 (57,900) Subtotal 201,355 Subtotal (201,355) 1910.57050 Revenue To General 390,000 Expense From Economic Dev - 5300.66131 Revenue To General - Expense From Economic Dev (390,000) 5300.61510 Revenue To Insurance 26,600 Expense From Economic Dev - 5300.66020 Revenue To Insurance 17,455 Expense From Economic Dev - 7800.various Revenue To Insurance - Expense From Economic Dev (17,455) Insurance Various Revenue To Insurance - Expense From Economic Dev (26,600) Subtotal 434,055 Subtotal (434,055) Fleet Various Revenue To Insurance 138,500 Expense From Fleet - Insurance Various Revenue To Insurance - Expense From Fleet (138,500) Subtotal 138,500 Subtotal (138,500) GF Various Revenue To Fleet 4,047,800 Expense From General - 7705.53750 Revenue To Fleet - Expense From General (4,047,800) 1940.66020 Revenue To Insurance - Expense From General (2,380,200) 7800.various Revenue To Insurance 2,380,200 Expense From General - General Various Revenue To Insurance 7,722,300 Expense From General - Insurance Various Revenue To Insurance - Expense From General (7,722,300) Subtotal 14,150,300 Subtotal (14,150,300) 1910.57035 Revenue To General 34,300 Expense From Home - 5450.61455 Revenue To General - Expense From Home (34,300) Subtotal 34,300 Subtotal (34,300) 1910.57070 Revenue To General 141,600 Expense From Howard Hartrey TIF 5500.62685 Revenue To General - Expense From Howard Hartrey TIF (141,600) Subtotal 141,600 Subtotal (141,600) 1910.57096 Revenue To General 120,400 Expense From Howard Ridge TIF - 5860.66131 Revenue To General - Expense From Howard Ridge TIF (120,400) Subtotal 120,400 Subtotal (120,400) Budgeted Interfund Transfers In & Out Sorted by Collecting Fund FY10-11 43 Budget Budget Transfers Transfers Account #Fund To Fund From Budgeted Interfund Transfers In & Out Sorted by Collecting Fund FY10-11 1910.57020 Revenue To General 772,500 Expense From Motor Fuel - 5100.62720 Revenue To General - Expense From Motor Fuel (122,500) 5100.66136 Revenue To General - Expense From Motor Fuel (650,000) Subtotal 772,500 Subtotal (772,500) 7705.53755 Revenue To Fleet 29,700 Expense From Parking - 7005.62305 Revenue To Fleet - Expense From Parking (8,600) 7005.62309 Revenue To Fleet - Expense From Parking (4,000) 7015.62305 Revenue To Fleet - Expense From Parking (13,400) 7015.62309 Revenue To Fleet - Expense From Parking (3,700) 1910.57130 Revenue To General 644,500 Expense From Parking - 7005.62305 Revenue To General - Expense From Parking (644,500) 7050.66132 Revenue To Insurance - Expense From Parking (319,776) 7800.various Revenue To Insurance 319,776 Expense From Parking - Insurance Various Revenue To Insurance - Expense From Parking (179,400) Parking Various Revenue To Insurance 179,400 Expense From Parking - Subtotal 1,173,376 Subtotal (1,173,376) 7705.53770 Revenue To Fleet 305,500 Expense From Sewer - 7400.62305 Revenue To Fleet - Expense From Sewer (177,800) 7400.62309 Revenue To Fleet - Expense From Sewer (127,700) 1910.57165 Revenue To General 266,000 Expense From Sewer - 7411.66020 Revenue To General - Expense From Sewer (266,000) 7411.66020 Revenue To Insurance - Expense From Sewer (270,203) 7800.various Revenue To Insurance 270,203 Expense From Sewer - Insurance Various Revenue To Insurance - Expense From Sewer (162,000) Sewer Various Revenue To Insurance 162,000 Expense From Sewer - Subtotal 1,003,703 Subtotal (1,003,703) 1910.57075 Revenue To General 24,100 Expense From Southwest TIF - 5540.62685 Revenue To General - Expense From Southwest TIF (24,100) Subtotal 24,100 Subtotal (24,100) 5560.57110 Revenue To Debt Service 317,659 Expense From Special Assessment - 6365.66020 Revenue To Debt Service - Expense From Special Assessment (317,659) Subtotal 317,659 Subtotal (317,659) 1910.57065 Revenue To General 325,000 Expense From Washington National TIF - 5470.62685 Revenue To General - Expense From Washington National TIF (325,000) 5470.66020 Revenue To Parking - Expense From Washington National TIF (3,385,900) 7036.57065 Revenue To Parking 3,385,900 Expense From Washington National TIF - Subtotal 3,710,900 Subtotal (3,710,900) 7705.53760 Revenue To Fleet 195,100 Expense From Water - 7100.62305 Revenue To Fleet - Expense From Water (10,700) 7100.62309 Revenue To Fleet - Expense From Water (8,800) 7115.62305 Revenue To Fleet - Expense From Water (86,800) 7115.62309 Revenue To Fleet - Expense From Water (54,000) 7120.62305 Revenue To Fleet - Expense From Water (25,300) 7120.62309 Revenue To Fleet - Expense From Water (9,500) 1910.various Revenue To General 3,286,800 Expense From Water - 7160.66020 Revenue To General - Expense From Water (3,286,800) 7160.66020 Revenue To Insurance - Expense From Water (468,492) 7800.various Revenue To Insurance 468,492 Expense From Water - Insurance Various Revenue To Insurance - Expense From Water (497,600) Water Various Revenue To Insurance 497,600 Expense From Water - Subtotal 4,447,992 Subtotal (4,447,992) 1910.57007 Revenue To General 25,000 Expense From West Evanston TIF 5870.66020 Revenue To General - Expense From West Evanston TIF (25,000) Subtotal 25,000 Subtotal (25,000) Total 27,971,295 (27,971,295) 44 Fund Name Fund # 3/1/10 Estimated Fund Balance* FY10-11 Budgeted Revenues (Excluding Applied F.B.) FY10-11 Budgeted Expenditures FY10-11 Budgeted Surplus 2/28/11 Estimated Unreserved Fund Balance Fund Balance as a % of Expenditures Fund Balance Reserve Policy General Fund 100 12,626,198 86,873,900 86,578,760 295,140 12,921,338 15% 8.3% Neighborhood Stabilization 195 - 4,000,000 4,000,000 - - 0% N/A Motor Fuel Tax Fund 200 1,152,022 1,930,000 2,602,500 (672,500) 479,522 18% N/A Emergency Telephone Fund 205 2,177,067 1,056,000 2,612,104 (1,556,104) 620,963 24% N/A Special Service Area # 4 210 310,356 378,000 378,000 - 310,356 82% N/A CDBG 215 422,799 2,050,176 2,043,933 6,243 429,042 21% N/A CDBG Loan 220 1,943,516 3,000 75,000 (72,000) 1,871,516 2495% N/A Economic Development Fund 225 2,000,410 1,808,000 1,759,082 48,918 2,049,328 116% N/A Neighborhood Improvement 235 86,391 40,000 50,000 (10,000) 76,391 153% N/A Home Fund 240 3,203,160 584,009 576,500 7,509 3,210,669 557% N/A Affordable Housing Fund 250 2,300,543 181,000 322,000 (141,000) 2,159,543 671% N/A Washington National TIF 300 5,726,127 4,729,000 4,359,164 369,836 6,095,963 140% N/A Special Service District #5 305 37,525 431,912 438,062 (6,150) 31,375 7% N/A Howard Hartrey TIF 310 3,733,877 1,267,000 816,653 450,347 4,184,224 512% N/A Southwest TIF 315 547,319 656,500 864,100 (207,600) 339,719 39% N/A Debt Service (G.O. Bonds) 320 743,222 10,772,283 11,019,705 (247,422) 495,800 4% N/A Downtown II TIF 325 - - - - - N/A Howard Ridge TIF 330 712,555 689,500 120,400 569,100 1,281,655 1064% N/A West Evanston TIF 335 698,291 315,500 515,000 (199,500) 498,791 97% N/A Capital Projects Fund 415 6,929,613 13,881,628 16,631,628 (2,750,000) 4,179,613 25% N/A Special Assessment Fund 420 4,122,182 575,000 797,659 (222,659) 3,899,523 489% N/A Parking System Fund 505 15,414,409 12,071,800 11,357,117 714,683 16,129,092 142% 10.0% Water 510 6,481,912 17,455,781 20,087,061 (2,631,280) 3,850,632 19% 10.0% Sewer 515 3,406,684 14,288,000 17,507,580 (3,219,580) 187,104 1% 10.0% Fleet Service 600 9,791 4,865,130 4,901,860 (36,730) (26,939) -1% N/A Insurance 605 (3,568,639) 15,788,886 15,858,437 (69,551) (3,638,190) -23% N/A Fire Pension 700 43,666,657 7,616,267 7,616,267 - 43,666,657 573% N/A Police Pension 705 56,671,889 10,550,369 10,550,369 - 56,671,889 537% N/A TOTALS 171,555,876 214,858,641 224,438,941 (9,580,300) 161,975,576 * Fund balances above may exclude certain reserved amounts and fixed/illiquid assets. City of Evanston Fund Balance Summary FY 2010-11 45 City of Evanston Percentage of Tax Bill Last Ten Fiscal Years 18.36% 18.72% 17.84% 18.55% 19.56% 19.81%19.73% 19.97% 19.74% 18.95% 16.50% 17.00% 17.50% 18.00% 18.50% 19.00% 19.50% 20.00% 20.50% 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Your Real Estate Tax Bill City of Evanston 19.97% School District 202 26.55% School District 65 39.35% Suburban T.B. Sanitarium 0.00% Consolidated Elections 0.00% Metropolitan Water Reclamation District 3.89% North Shore Mosquito Abatement District 0.12% Evanston Township 0.77% Community College 535 2.16% Cook County Forest Preserve District 0.79% Cook County 6.40% 46 CI T Y O F E V A N S T O N , I L L I N O I S Pr o p e r t y T a x R a t e s La s t T e n F i s c a l Y e a r s Ta x L e v y Y e a r 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 Ge n e r a l C o r p o r a t e 0 . 9 8 0 1 1 . 0 2 3 1 1 . 0 8 7 2 0 . 8 6 4 6 0 . 8 5 5 4 0 . 8 9 7 7 0 . 7 6 8 5 0 . 7 5 0 2 0 . 7 7 6 5 0 . 6 2 4 8 0 . 5 6 6 2 De b t S e r v i c e 0 . 5 4 4 3 0 . 5 5 7 4 0 . 5 7 4 3 0 . 4 4 6 7 0 . 4 4 0 4 0 . 4 4 9 4 0 . 4 0 2 5 0 . 3 9 2 9 0 . 3 9 1 8 0 . 3 3 3 2 0 . 3 5 0 8 1. 5 2 4 4 1 . 5 8 0 5 1 . 6 6 1 5 1 . 3 1 1 3 1. 2 9 5 8 1. 3 4 7 1 1. 1 7 1 0 1 . 1 4 3 1 1. 1 6 8 3 0 . 9 5 8 0 0 . 9 1 7 0 Po l i c e P e n s i o n 0. 2 0 6 2 0 . 2 0 2 1 0 . 2 0 8 8 0 . 1 8 1 9 0 . 1 8 1 2 0 . 1 9 8 1 0 . 1 9 9 1 0 . 1 9 4 3 0 . 1 8 8 5 0 . 1 7 0 7 0 . 1 7 0 7 Fi r e f i g h t e r s ' P e n s i o n 0. 1 5 6 6 0 . 1 5 0 5 0 . 1 6 2 6 0 . 1 3 4 8 0 . 1 3 2 1 0 . 1 5 2 0 0 . 1 5 7 3 0 . 1 5 3 5 0 . 1 6 9 7 0 . 1 5 3 6 0 . 2 0 7 1 To t a l A l l F u n d s 1. 8 8 7 2 1 . 9 3 3 1 2 . 0 3 2 9 1. 6 2 8 0 1. 6 0 9 1 1. 6 9 7 2 1. 5 2 7 4 1. 4 9 0 9 1. 5 2 6 5 1 . 2 8 2 3 1 . 2 9 4 8 Act u a l R a t e E x t e n d e d * 1. 8 8 8 1 . 9 3 4 2 . 0 3 3 1. 6 2 8 1. 6 1 0 1. 6 9 8 1. 5 2 8 1 . 4 9 1 1 . 5 2 7 0 1 . 2 8 3 0 1 . 2 9 5 0 * T h i s i s t h e a c t u a l t a x r a t e l e v i e d f o r e a c h f i s c a l y e a r . Fu n d 47 CI T Y O F E V A N S T O N , I L L I N O I S Pr o p e r t y T a x R a t e s p e r $ 1 0 0 - D i r e c t a n d O v e r l a p p i n g G o v e r n m e n t s La s t T e n L e v y Y e a r s 19 9 9 20 0 0 20 0 1 20 0 2 20 0 3 20 0 4 20 0 5 20 0 6 20 0 7 20 0 8 Ci t y o f E v a n s t o n 1. 9 3 4 2 . 0 3 3 1 . 6 2 8 1 . 6 1 0 1 . 6 9 8 1 . 5 2 8 1 . 4 9 1 1 . 5 2 7 1 . 2 8 3 1 . 2 9 5 Co n s o l i d a t e d E l e c t i o n s 0. 0 2 3 - 0 . 0 3 2 - 0 . 0 2 9 - 0 . 0 1 4 - 0 . 0 1 2 - Co o k C o u n t y 0. 8 5 4 0 . 8 2 4 0 . 7 4 6 0 . 6 9 0 0 . 6 3 0 0 . 5 9 3 0 . 5 3 3 0 . 5 0 0 0 . 4 4 6 0 . 4 1 5 Co o k C o u n t y F o r e s t P r e s e r v e D i s t r i c t 0. 0 7 0 0 . 0 6 9 0 . 0 6 7 0 . 0 6 1 0 . 0 5 9 0 . 0 6 0 0 . 0 6 0 0 . 0 5 7 0 . 0 5 3 0 . 0 5 1 Su b u r b a n T . B . S a n i t a r i u m 0. 0 0 8 0 . 0 0 8 0 . 0 0 7 0 . 0 0 6 0 . 0 0 4 0 . 0 0 1 0 . 0 0 5 0 . 0 0 5 - - Me t r o p o l i t a n W a t e r R e c l a m a t i o n D i s t r i c t 0. 4 1 9 0 . 4 1 5 0 . 4 0 1 0 . 3 7 1 0 . 3 6 1 0 . 3 4 7 0 . 3 1 5 0 . 2 8 4 0 . 2 6 3 0 . 2 5 2 No r t h S h o r e M o s q u i t o A b a t e m e n t D i s t r i c t 0. 0 1 1 0 . 0 1 1 0 . 0 1 0 0 . 0 0 9 0 . 0 0 9 0 . 0 0 8 0 . 0 0 8 0 . 0 0 9 0 . 0 0 8 0 . 0 0 8 Ev a n s t o n T o w n s h i p 0. 0 7 2 0 . 0 7 7 0 . 0 6 4 0 . 0 6 2 0 . 0 6 5 0 . 0 5 6 0 . 0 5 5 0 . 0 5 8 0 . 0 5 0 0 . 0 5 0 Co m m u n i t y C o l l e g e 5 3 5 0. 2 0 3 0 . 2 1 3 0 . 1 8 6 0 . 1 7 9 0 . 1 8 6 0 . 1 6 1 0 . 1 5 8 0 . 1 6 6 0 . 1 4 1 0 . 1 4 0 Sc h o o l D i s t r i c t 2 0 2 2. 8 6 5 2 . 9 7 7 2 . 4 6 9 2 . 3 4 9 2 . 4 4 4 2 . 0 7 8 2 . 0 2 3 2 . 0 9 9 1 . 7 5 0 1 . 7 2 2 Sc h o o l D i s t r i c t 6 5 4. 0 7 3 4 . 2 3 2 3 . 5 1 6 3 . 3 4 3 3 . 4 7 5 2 . 9 7 8 2 . 8 9 0 3 . 0 4 5 2 . 5 3 5 2 . 5 5 2 To t a l t a x r a t e f o r p r o p e r t y n o t i n p a r k d i s t r i c t or s p e c i a l s e r v i c e d i s t r i c t 10 . 5 3 2 1 0 . 8 5 9 9 . 1 2 6 8 . 6 8 0 8 . 9 6 0 7 . 8 1 0 7 . 5 5 2 7 . 7 5 0 6 . 5 4 1 6 . 4 8 5 Pe r c e n t o f t o t a l t a x r a t e l e v i e d b y C i t y o f E v a n s t o n 1 8 . 4 % 1 8 . 7 % 1 7 . 8 % 1 8 . 5 % 1 9 . 0 % 1 9 . 6 % 1 9 . 7 % 1 9 . 7 % 1 9 . 6 % 2 0 . 0 % So u r c e : C o o k C o u n t y A s s e s s o r ' s o f f i c e Go v e r n m e n t U n i t 48 CI T Y O F E V A N S T O N , I L L I N O I S An a l y s i s o f C i t y G o v e r n m e n t T a x L e v i e s La s t T e n F i s c a l Y e a r s Ta x L e v y Y e a r 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 Ge n e r a l C o r p o r a t e 1 2 , 3 2 0 , 2 6 5 13 , 3 0 4 , 2 9 3 13 , 9 8 6 , 8 4 4 13 , 9 7 0 , 5 0 7 14 , 8 6 2 , 2 4 5 15 , 5 0 4 , 3 8 8 16 , 1 0 5 , 7 1 4 17 , 0 4 0 , 8 1 6 17 , 4 3 9 , 7 9 6 17 , 3 2 2 , 7 1 6 1 6 , 6 3 8 , 2 6 5 De b t S e r v i c e 6 , 8 7 5 , 7 0 9 7, 2 4 8 , 0 9 7 7, 4 5 2 , 2 9 7 7, 2 1 8 , 0 0 6 7, 6 5 0 , 8 5 2 8, 2 6 3 , 1 0 7 8, 4 3 5 , 4 4 8 8, 9 1 5 , 2 6 8 8, 8 0 0 , 2 5 1 9, 2 3 7 , 3 5 6 10 , 3 0 7 , 5 3 3 19 , 1 9 5 , 9 7 4 20 , 5 5 2 , 3 9 0 21 , 4 3 9 , 1 4 1 21 , 1 8 8 , 5 1 3 22 , 5 1 3 , 0 9 7 23 , 7 6 7 , 4 9 5 24 , 5 4 1 , 1 6 2 25 , 9 5 6 , 0 8 4 26 , 2 4 0 , 0 4 7 26 , 5 6 0 , 0 7 2 26 , 9 4 5 , 7 9 8 Po l i c e P e n s i o n 2, 5 9 2 , 4 7 6 2, 6 2 7 , 9 2 0 2 , 6 8 6 , 3 0 0 2 , 9 3 9 , 2 6 3 3 , 1 4 7 , 8 5 9 3 , 4 2 0 , 8 4 6 4 , 1 7 1 , 4 2 9 4 , 1 7 1 , 4 2 9 4 , 2 3 2 , 6 5 3 4, 7 3 1 , 1 2 2 6, 0 8 4 , 0 3 4 Fi r e f i g h t e r s ' P e n s i o n 1 , 9 6 8 , 5 8 2 1, 9 5 7 , 0 4 2 2 , 0 9 2 , 2 0 5 2 , 1 7 7 , 5 5 1 2 , 2 9 6 , 1 5 9 2 , 6 2 5 , 4 4 6 3 , 2 9 5 , 7 9 8 3 , 2 9 5 , 7 9 8 3 , 8 1 1 , 2 2 4 4, 2 5 9 , 4 9 0 5, 0 1 4 , 8 3 6 23 , 7 5 7 , 0 3 2 25 , 1 3 7 , 3 5 2 26 , 2 1 7 , 6 4 6 26 , 3 0 5 , 3 2 7 27 , 9 5 7 , 1 1 5 29 , 8 1 3 , 7 8 7 32 , 0 0 8 , 3 8 9 33 , 4 2 3 , 3 1 1 3 4 , 2 8 3 , 9 2 4 3 5 , 5 5 0 , 6 8 4 3 8 , 0 4 4 , 6 6 8 49 CI T Y O F E V A N S T O N , I L L I N O I S As s e s s e d V a l u e a n d A c t u a l V a l u e o f T a x a b l e P r o p e r t y La s t T e n F i s c a l Y e a r s Le v y To t a l T o t a l T o t a l Ye a r Re s i d e n t i a l F a r m C o m m e r c i a l I n d u s t r i a l R a i l r o a d E q u a l i z e d A s s e s s e d A c t u a l T a x En d e d Pr o p e r t y Pr o p e r t y Pr o p e r t y Pr o p e r t y Pr o p e r t y Va l u e Va l u e Ra t e 19 9 8 78 9 , 8 3 3 , 5 4 4 16 , 8 9 5 4 1 3 , 9 5 6 , 8 7 7 9 0 , 8 0 9 , 2 4 7 2 9 3 , 6 6 5 1 , 2 9 4 , 9 1 0 , 2 2 8 3 , 8 8 4 , 7 3 0 , 6 8 4 1 . 8 8 8 19 9 9 82 1 , 4 6 7 , 1 5 5 16 , 8 9 5 40 6 , 2 1 7 , 6 6 0 72 , 3 8 4 , 0 0 0 28 6 , 4 9 2 1, 3 0 0 , 3 7 2 , 2 0 2 3, 9 0 1 , 1 1 6 , 6 0 6 1. 9 3 4 20 0 0 82 8 , 0 9 7 , 1 8 4 16 , 8 9 5 39 0 , 3 2 1 , 6 9 7 67 , 7 2 5 , 7 1 4 29 8 , 3 1 5 1, 2 8 6 , 4 5 9 , 8 0 5 3, 8 5 9 , 3 7 9 , 4 1 5 2. 0 3 3 20 0 1 1, 1 0 5 , 2 6 9 , 1 8 4 16 , 8 9 5 45 9 , 2 5 6 , 6 0 2 50 , 9 8 5 , 1 1 4 31 1 , 3 8 2 1, 6 1 5 , 8 3 9 , 1 7 7 4, 8 4 7 , 5 1 7 , 5 3 1 1. 6 2 8 20 0 2 1, 2 0 2 , 7 8 3 , 3 2 7 16 , 8 9 5 46 7 , 7 9 5 , 7 2 9 66 , 5 7 9 , 7 8 1 36 8 , 1 7 2 1, 7 3 7 , 5 4 3 , 9 0 4 5, 2 1 2 , 6 3 1 , 7 1 2 1. 6 0 9 20 0 3 1, 2 2 1 , 9 7 0 , 4 4 2 16 , 8 9 5 43 5 , 0 9 3 , 5 3 1 69 , 6 6 9 , 5 6 0 39 7 , 4 5 6 1, 7 2 7 , 1 4 7 , 8 8 4 5, 1 8 1 , 4 4 3 , 6 5 2 1. 6 9 8 20 0 4 1, 5 4 3 , 4 6 4 , 1 3 8 16 , 8 9 5 47 9 , 9 9 9 , 4 1 2 71 , 6 8 4 , 5 5 5 44 6 , 5 7 0 2, 0 9 5 , 6 1 1 , 5 7 0 6, 2 8 6 , 8 3 4 , 7 1 0 1. 5 2 8 20 0 5 1, 6 8 0 , 1 8 3 , 6 9 2 16 , 8 9 5 50 0 , 3 3 0 , 3 9 7 61 , 7 5 6 , 6 0 3 46 5 , 4 3 5 2, 2 4 2 , 7 5 3 , 0 2 2 6, 7 2 8 , 2 5 9 , 0 6 6 1. 4 9 1 20 0 6 1, 7 0 7 , 6 6 9 , 2 1 5 16 , 8 9 5 47 6 , 8 2 1 , 7 3 7 60 , 9 2 0 , 8 8 8 46 4 , 0 1 1 2, 2 4 5 , 8 9 2 , 7 4 6 6, 7 3 7 , 6 7 8 , 2 3 8 1. 5 2 7 20 0 7 2, 1 4 9 , 1 2 3 , 9 5 8 16 , 8 9 5 56 0 , 5 3 6 , 7 8 2 62 , 1 5 4 , 0 4 8 50 8 , 3 4 6 2, 7 7 2 , 3 4 0 , 0 2 9 8, 3 1 7 , 0 2 0 , 0 8 7 1. 2 8 3 20 0 8 N o t a v a i l a b l e N o t a v a i l a b l e N o t a v a i l a b l e N o t a v a i l a b l e N o t a v a i l a b l e 2 , 9 3 8 , 3 9 7 , 8 9 2 8, 8 1 5 , 1 9 3 , 6 7 6 1. 2 9 5 So u r c e : C o o k C o u n t y A s s e s s o r ' s o f f i c e No t e : P r o p e r t y i s r e a s s e s s e d o n c e e v e r y t h r e e y e a r s . E q u a l i z e d A s s e s s e d v a l u e i s a p p r o x i m a t e l y 1 / 3 o f a c t u a l v a l u e . T a x r a t e s a r e p e r $ 1 0 0 o f E q u a l i z e d a s s e s s e d v a l u e . 50 CI T Y O F E V A N S T O N , I L L I N O I S Pr i n c i p a l P r o p e r t y T a x P a y e r s Cu r r e n t y e a r a n d N i n e Y e a r s A g o 20 0 8 ( 2 0 0 7 E A V ) 19 9 9 ( 1 9 9 8 E A V ) Pe r c e n t a g e Pe r c e n t a g e To t a l o f T o t a l C i t y T o t a l o f T o t a l C i t y Eq u a l i z e d A s s e s s e d T a x a b l e E q u a l i z e d A s s e s s e d T a x a b l e Ta x P a y e r Va l u e ( E A V ) Ra n k EA V Ta x P a y e r Va l u e ( E A V ) Ra n k EA V Go l u b & C o m p a n y 2 9 , 7 9 7 , 2 0 4 1 1 . 0 7 % R o t a r y I n t e r n a t i o n a l 1 4 , 8 7 7 , 5 6 0 1 1 . 0 9 % Ro t a r y I n t e r n a t i o n a l 2 2 , 9 0 9 , 0 6 5 2 0 . 8 3 % I n d i v i d u a l T a x p a y e r 9 , 0 8 3 , 0 6 1 2 0 . 6 6 % RE C P C B R E 2 2 , 6 1 7 , 7 2 4 3 0 . 8 2 % C h u r c h & C h g o L t d P r t n 8 , 6 1 7 , 1 4 1 3 0 . 6 3 % Sh e r m a n P l a z a L L C 2 0 , 7 0 3 , 7 2 9 4 0 . 7 5 % T h e O M N I O r r i n g t o n H o t e l 7 , 9 0 7 , 4 9 3 4 0 . 5 8 % Ch u r c h S t P l a z a 1 8 , 6 7 8 , 1 5 5 5 0 . 6 7 % T a x p a y e r o f R e c o r d 6 , 4 7 6 , 6 6 4 5 0 . 4 7 % Ch u r c h & C h g o L t d P r t n 1 5 , 5 3 0 , 4 8 4 6 0 . 5 6 % T a x p a y e r o f R e c o r d 6 , 4 2 0 , 4 0 9 6 0 . 4 7 % Om n i O r r i n g t o n H o t e l 1 4 , 4 5 4 , 6 9 6 7 0 . 5 2 % B a n k O n e B a n k B u i l d i n g s 5 , 0 5 4 , 7 0 8 7 0 . 3 7 % Ev a n s t o n P l a z a F r e e d 1 4 , 0 4 6 , 4 8 0 8 0 . 5 1 % S B Y e n M a n a g e m e n t G r o u p 3 , 7 5 3 , 7 2 2 8 0 . 2 7 % Pa r l i a m e n t E n t e r p r i s e s 1 3 , 3 2 9 , 5 1 6 9 0 . 4 8 % L . S o l o m o n 3 , 3 7 2 , 6 0 9 9 0 . 2 5 % Ev a n s t o n H o t e l A s s o c . 1 2 , 8 6 7 , 9 6 5 1 0 0 . 4 6 % F i r s t D e a r b o r n P r o p . 3 , 1 8 1 , 7 4 7 1 0 0 . 2 3 % T o t a l 1 8 4 , 9 3 5 , 0 1 8 6 . 6 7 % 6 8 , 7 4 5 , 1 1 4 5 . 0 2 % To t a l E A V 2 , 7 7 2 , 6 4 0 , 0 2 9 T o t a l E A V 1 , 3 7 0 , 2 3 7 , 9 3 2 So u r c e : E v a n s t o n G I S C o o k C o u n t y 2 0 0 7 A V b y P I N S u m m a r y 51 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 7.3% Source: Various Government agencies 52 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 VARIANCE PERCENT ADOPTED ADOPTED ADOPTED ADOPTED ADOPTED INCREASE INCREASE LEVY LEVY LEVY LEVY LEVY (DECREASE)(DECREASE) TOTAL GENERAL FUND Gross Levy 17,440,000$ 17,322,716$ 16,638,265$ 16,926,411$ 16,683,265$ (243,146)$ -1.44% 2% Loss Factor 348,800$ 346,454$ 332,765$ 338,528$ 333,665$ (4,863)$ -1.44% Net Levy 17,091,200$ 16,976,262$ 16,305,500$ 16,587,883$ 16,349,600$ (238,283)$ -1.44% FIRE PENSION FUND Gross Levy 3,811,224$ 4,259,460$ 5,014,836$ 5,639,910$ 6,180,885$ 540,975$ 9.59% 2% Loss Factor 76,224$ 85,189$ 100,297$ 112,798$ 123,618$ 10,820$ 9.59% Net Levy 3,735,000$ 4,174,271$ 4,914,539$ 5,527,112$ 6,057,267$ 530,155$ 9.59% POLICE PENSION FUND Gross Levy 4,232,653$ 4,731,162$ 6,084,034$ 6,867,980$ 7,588,132$ 720,152$ 10.49% 2% Loss Factor 84,653$ 94,623$ 121,681$ 137,360$ 151,763$ 14,403$ 10.49% Net Levy 4,148,000$ 4,636,539$ 5,962,353$ 6,730,620$ 7,436,369$ 705,749$ 10.49% DEBT SERVICE FUND Gross Levy 8,915,268$ 9,237,356$ 10,307,536$ 10,345,063$ 10,588,200$ 243,137$ 2.35% 2% Loss Factor 178,305$ 184,747$ 206,151$ 206,901$ 211,764$ 4,863$ 2.35% Net Levy 8,736,963$ 9,052,609$ 10,101,385$ 10,138,162$ 10,376,436$ 238,274$ 2.35% Gross Levy 34,399,146$ 35,550,694$ 38,044,671$ 39,779,364$ 41,040,482$ 1,261,117$ 3.17% 2% Loss Factor 687,983$ 711,013$ 760,894$ 795,587$ 820,810$ 25,222$ 3.17% Net Levy 33,711,163$ 34,839,681$ 37,283,777$ 38,983,777$ 40,219,672$ 1,235,895$ 3.17% City of Evanston FY10-11 Adopted Property Tax Levy Comparison with FY09-10 Approved Levy & Previous Three Years FY 2010-11 Adopted Tax Levy by Fund FIRE PENSION FUND, $6,057,267 , 15% POLICE PENSION FUND, $7,436,369 , 18% DEBT SERVICE FUND, $10,376,436 , 26%GENERAL FUND, $16,349,600, 41% $16,349,600$16,587,883 $7,436,369$6,730,620 $6,057,267$5,527,112 $10,138,162 $10,376,436 $0 $3,000,000 $6,000,000 $9,000,000 $12,000,000 $15,000,000 $18,000,000 2009-10 2010-11 Total General Fund Police Pension Fund Fire Pension Fund Debt Service Fund FY 2010-11 Adopted Property Tax Levy by Fund Comparison with 2009-10 Levy by Fund 53 City of Evanston REVENUE SOURCES, ASSUMPTIONS AND TRENDS The following is a summary of major revenue sources, trends and assumptions for FY 2010-11: 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 $1,235,904, the General Fund’s allocation of this tax actually decreased by $238,274 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 $1,235,904. Property Tax Revenue $34,839,671 $38,983,777 $40,219,672 $37,323,777 $33,711,163$32,754,845 - 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 FY05/06 FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 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 budget includes a $262,000 and $256,000 decrease in the ROT and home rule sales taxes, respectively and is based on estimated prior year actual tax received. Sales Tax Revenue 8,857,994 9,176,000 8,914,000 5,520,000 8,244,692 8,695,104 9,237,337 5,551,780 5,651,328 5,911,796 5,572,880 5,776,000 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 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e REGULAR HOME RULE 54 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 actual year-to-date receipts and per Illinois Municipal League estimated adjustments for next year, we budget a decrease of this tax totaling $1,333,000. In addition, there has been discussion at the State level to potentially reduce the municipal share of the State income tax from a 10% to 7% allocation of the total. If this legislation were to pass during the year, the amount budgeted for FY10/11 may need to be adjusted downward. Income Tax Revenue $7,050,000 $5,717,000$5,637,725 $6,186,428 $6,827,642 $6,821,169 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Income Tax Revenue 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 between $.00589-.$00082 electric utility tax usage 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. The sharp budget reduction is primarily attributable to much lower natural gas commodity prices. Utility Tax Revenue $8,802,973 $9,158,000 $8,484,000 $8,858,216 $7,938,548 $8,537,097 $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 FY/05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Utility Tax Revenue Amount 55 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. Due to the continued lack of credit in the housing market and economy in general, the residential real estate market remains very slow sales throughout the nation, including the Midwest. The large budgeted revenue reduction for FY10/11 reflects the slowdown until the market begins to improve. Real Estate Transfer Tax Revenue $3,956,243 $1,600,000 $4,008,668 $4,500,474 $2,064,170 $3,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Real Estate Transfer Tax Revenue 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. Water Sales Revenue $5,698,960 $5,675,000 $3,018,800 $2,891,800 $3,158,396 $2,689,305 $2,803,000 $2,690,000 $3,620,878 $4,100,000 $6,706,600 $5,804,500 $6,012,643 $5,675,000 $3,750,200 $3,498,000 $4,820,075 $3,727,000 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Water Revenues Evanston Water Revenues Skokie Water Revenues Northwest Commission 56 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. Sewer Revenue $16,327,900 $14,284,000 $14,848,800 $14,238,501 $13,773,957 $14,263,968 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 $17,000,000 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Sewer Revenue Amount PARKING REVENUES – The City operates parking meters, lots, and three major garages which generate revenues. The decrease in budgeted revenue is due to the continued slow economy which directly effects shopping (and parking) in the City’s downtown area. 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 $4,588,019 $5,255,205 $6,463,754 $6,719,006 $6,607,000 $7,146,000 $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 FY05/06 Actual FY06/07 Actual FY07/08 Actual FY08/09 Actual FY09/10 Budget FY10/11 Budget Re v e n u e Parking Revenue Amount 57 City of Evanston 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 that 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 December 10, 2008 when the City sold $19,015,000 Series 2008 D General Obligation Bonds to refund the remainder of its Series 1999 issue. 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 Fitch rating of AAA and Moody rating of Aa1 as of November 11, 2008. The following is a statistical breakdown of the City of Evanston's debt services profile. Governmental Activity G.O. Debt per capita $ 1,591 Governmental Activity G.O. Debt as a percentage of assessed valuation 4.02% Total Unabated debt service (principal + interest) expense as a % of General Fund Expenditures (FY08/09) 11.8% Bonds Rating (Moody's) – Current Aa1 Bonds Rating (Fitch) – Current AAA Equalized Assessed Valuation Tax Year 2008 $2,938,397,892 Governmental Activity General Obligation Debt (FY08/09) $118,126,136 Business Activity General Obligation Debt (FY08/09) $55,983,865 58 1,093 1,265 1,267 1,494 1,552 1,591 - 200 400 600 800 ,000 ,200 ,400 ,600 FY03/04 FY04/05 FY05/06 FY06/07 FY07/08 FY08/09 Per Capita Governmental Activity G.O. Debt 5.00%5.40% 4.20% 4.94% 4.16% 4.02% 00% 00% 00% 00% 00% 00% 00% TY 2003 TY 2004 TY 2005 TY 2006 TY 2007 TY 2008 Ratio of Governmental Activity G.O. Debt to Equalized Assessed Valuation 59 This page was intentionally left blank. 60 PART III GENERAL FUND BUDGET 61 This page was intentionally left blank. 62 Financial Summary 2010-2011 2008-2009 2009-2010 2009-2010 Budget Increase Actual Budget Estimate Adopted (Decrease) Operating Revenue Property Tax 16,465,386 15,087,883 16,905,500 16,549,600 1,461,717 Other Taxes 39,488,498 41,447,000 36,303,649 37,461,700 (3,985,300) Licenses/Permits/Fees 8,825,312 8,945,100 7,964,900 8,319,900 (625,200) Fines and Forfeitures 4,433,327 4,256,500 4,321,000 4,403,500 147,000 Charges for Services 8,297,966 8,706,400 8,457,946 9,434,500 728,100 Intergovernmental Revenue 704,494 945,600 821,482 785,500 (160,100) Other Revenue 501,553 973,217 837,108 2,350,800 1,377,583 Interest Income 240,988 450,000 55,000 100,000 (350,000) Transfers In (Other Funds)8,690,992 8,757,300 8,773,000 7,336,200 (1,421,100) Library Revenues 135,645 100,200 124,800 132,200 32,000 Total Revenue 87,784,160 89,669,200 84,564,385 86,873,900 (2,795,300) Operating Expense Legislative 593,730 628,000 555,025 603,194 (24,806) City Administration 4,132,293 4,964,500 3,966,942 1,952,348 (3,012,152) Legal 673,548 698,800 660,200 1,026,853 328,053 Human Resources*1,613,729 1,674,500 1,642,528 - (1,674,500) Finance Department 9,963,941 5,269,000 5,179,297 (5,269,000) Administrative Services Department 8,770,765 8,770,765 Community & Economic Development 3,302,054 3,461,800 3,156,111 3,885,366 423,566 Police Department*21,401,335 20,959,400 20,618,168 21,776,503 817,103 Fire Department*12,490,227 12,117,100 11,972,885 12,329,910 212,810 Health and Human Services 3,603,217 4,084,500 3,960,038 2,307,906 (1,776,594) Public Works 16,317,577 14,265,300 13,704,206 12,899,123 (1,366,177) Library 4,903,774 5,012,100 4,865,989 4,217,872 (794,228) Parks/Recreation and Community Services 13,553,814 16,534,200 15,842,568 16,808,920 274,720 Total Expenditures 92,549,239 89,669,200 86,123,957 86,578,760 (3,090,440) Net Surplus (Deficit)(4,765,079) - (1,559,572) 295,140 295,140 Beginning Fund Balance 14,325,341 12,765,769 Ending Fund Balance 12,765,769 13,060,909 Notes for Financial Summary * FY 09-10 Human Resources Budget was reduced by $600,000 as a result of a budget transfer to the Police and Fire Departments to cover payouts. As a result of the transfer, the Police and Fire Department budgets increased by $360,000 and $240,000, respectively. General Fund Summary (Fund #100) City of Evanston As identified in the Manager's Transmittal memo, the FY 10-11budget includes several citywide re-organizations. The City Manager’s Office has been re-organized to include a 311 operations team. Administrative Adjudication and liquor licensing has moved into the Law Department. The Office of Sustainability moved from Public Works into the City Manager’s Office. Human Resources, Information Technology, Finance, and Parking have combined into a new Administrative Services Department. Community Development has expanded to include the Summer Youth Employment, MWEBE, and Homeless and Intervention programs. The Department name has changed to Community & Economic Development. Health and Human Services Department has changed to Evanston Health Department and will focus on health programs and initiatives. Parks, Forestry & Recreation includes programs from Health & Human Services such as the Youth Engagement, Commission on Aging, and ADA Inclusion programs. The new department name is Parks, Recreation, and Community Services. A new Department of Utilities has been created. 63 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 51000 PROPERTY TAXES 51015 PROPERTY TAXES 16,250,329 14,887,883 16,505,500 16,349,600 1,461,717 51025 PRIOR YEAR'S TAXES 215,057 200,000 400,000 200,000 51000 PROPERTY TAXES 16,465,386 15,087,883 16,905,500 16,549,600 1,461,717 51500 OTHER TAXES 51515 STATE USE TAX 1,068,907 1,142,000 894,000 1,095,000 (47,000) 51525 SALES TAX - BASIC 8,857,994 9,176,000 8,446,000 8,914,000 (262,000) 51530 SALES TAX - HOME RULE 5,572,880 5,776,000 5,272,000 5,520,000 (256,000) 51535 AUTO RENTAL TAX 38,826 35,000 35,000 35,000 51540 ATHLETIC CONTEST TAX 722,693 575,000 575,000 650,000 75,000 51545 STATE INCOME TAX 6,821,169 7,050,000 5,740,000 5,717,000 (1,333,000) 51555 FIRE INSURANCE TAX 90,000 90,000 (90,000) 51565 ELECTRIC UTILITY TAX 2,783,067 2,798,900 2,659,000 2,802,000 3,100 51570 NATURAL GAS UTILITY TAX 1,722,961 1,845,000 1,030,000 1,583,000 (262,000) 51575 NAT GAS USE TAX HOME RULE 885,992 858,700 822,000 869,000 10,300 51585 CIGARETTE TAX 374,153 485,000 452,000 485,000 51590 EVANSTON MOTOR FUEL TAX 521,766 401,000 481,000 450,000 49,000 51595 LIQUOR TAX 1,948,366 2,040,000 1,963,000 2,050,000 10,000 51600 PARKING TAX 1,905,988 1,800,000 2,319,649 1,785,000 (15,000) 51605 PERS. PROP. RPL. TAX 692,114 622,500 528,500 580,000 (42,500) 51610 PERS. PROP. RPL. TAX REC 46,300 46,300 46,300 46,300 51615 PERS. PROP. RPL. TAX LIB 50,200 50,200 50,200 50,200 51620 REAL ESTATE TRANSFER TAX 2,064,170 3,000,000 1,505,000 1,600,000 (1,400,000) 51625 TELECOMMUNICATIONS TAX 3,410,953 3,655,400 3,395,000 3,230,000 (425,400) 51630 AMUSEMENT TAX 200 200 51500 OTHER TAXES 39,488,498 41,447,000 36,303,649 37,461,700 (3,985,300) 52000 LICENSES, PERMITS & FEES 52005 LICENSES 52010 VEHICLE LICENSES 2,598,005 2,700,000 2,700,000 2,700,000 52015 BUSINESS LICENSES 76,941 171,000 171,000 171,000 52020 PET LICENSES 22,555 47,000 47,000 45,000 (2,000) 52025 BICYCLE LICENSES 85 52030 CONTRACTORS' LICENSES 78,437 75,000 75,000 80,000 5,000 52035 ROOMING HOUSE LICENSES 186,107 263,100 263,100 193,200 (69,900) 52040 LIQUOR LICENSES 328,529 437,900 437,900 370,500 (67,400) 50000 REVENUES 50100 OPERATING REVENUES 64 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 52041 ONE DAY LIQUOR LICENSE 2,075 52045 FARMERS' MARKET LICENSES 28,670 26,400 31,000 28,000 1,600 52046 RENTAL BUILDING REGISTRA 56,896 146,000 146,000 146,000 52050 OTHER LICENSES 22 20,000 18,000 17,000 (3,000) 52055 LONG TERM CARE LICENSES 112,500 112,400 112,400 112,400 52070 RESIDENT CARE HOME LICEN 80 500 500 500 52005 LICENSES 3,490,902 3,999,300 4,001,900 3,863,600 (135,700) 52075 PERMITS 52080 BUILDING PERMITS 2,854,424 2,500,000 1,542,900 2,200,000 (300,000) 52085 PLAN REVIEW 5,032 8,000 7,800 7,500 (500) 52090 PLUMBING PERMITS 104,575 135,000 135,000 110,000 (25,000) 52095 ELECTRICAL PERMITS 134,424 130,000 130,000 120,000 (10,000) 52105 SIGNS AND AWNING PERMITS 36,206 10,000 10,000 10,000 52110 OTHER/MISC PERMITS 593,512 445,000 245,000 220,000 (225,000) 52115 ELEVATOR PERMITS 57,667 50,000 55,000 50,000 52120 HEATING VENT. A/C PERMIT 226,610 210,000 300,000 200,000 (10,000) 52125 COMMERCIAL DRIVE. PERMIT 15,702 52126 RIGHT-OF WAY PERMIT 179,648 150,000 160,000 160,000 10,000 52130 RESIDENTS ANNUAL PRKG PE 131,245 155,000 150,000 150,000 (5,000) 52131 VISITOR PARKING PERMITS 13,488 14,300 14,300 14,300 52135 FIRE SUPRESSION/ALARM PE 775 52075 PERMITS 4,353,308 3,807,300 2,750,000 3,241,800 (565,500) 52140 52145 FEES ANNUAL SIGN FEES 3,165 30,000 30,000 25,000 (5,000) 52155 PLAT PR.&SIGN APP HRG FE 1,500 2,000 2,500 1,000 52170 ALARM PANEL FRANCHISE FE 15,360 5,000 5,000 52175 NU/CENTEL EASEMENT 56 47,000 26,000 27,000 (20,000) 52180 CABLE FRANCHISE FEE 854,870 890,000 950,000 890,000 52182 AZAVAR AUDIT FEES-COMCAS 14,034 52185 NICOR FRANCHISE FEE 93,617 95,000 95,000 95,000 52186 SOLID WASTE FRANCHISE FE 170,000 110,000 170,000 52140 FEES 981,103 1,138,500 1,213,000 1,214,500 76,000 52000 LICENSES, PERMITS & FEES 8,825,312 8,945,100 7,964,900 8,319,900 (625,200) 52500 FINES AND FORFEITURES 52505 TICKET FINES-PARKING 3,567,227 3,400,000 3,400,000 3,500,000 100,000 65 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 52510 REGULAR FINES 284,591 250,000 275,000 270,000 20,000 52530 BOOT RELEASE FEE 25,896 87,500 68,000 68,000 (19,500) 52540 FIRE FALSE ALARM FINES 120,170 155,000 165,000 165,000 10,000 52545 POLICE FALSE ALARM FINES 13,190 52555 HOUSING CODE VIOL FINES 35,143 5,000 76,500 48,000 43,000 52560 PERMIT PENALTY FEES 6,680 15,000 16,500 7,500 (7,500) 52570 NONPARKING ORDINANCE VIOL 187,348 150,000 125,000 150,000 52605 LANDLORD/TENANT VIOL FINE 52610 LIBRARY FINES & FEES 193,081 194,000 195,000 195,000 1,000 52500 FINES AND FORFEITURES 4,433,327 4,256,500 4,321,000 4,403,500 147,000 53000 CHARGES FOR SERVICES 53005 HEALTH DEPT.- CHRGS FOR S 53050 SANITATION CLASSES 9,045 11,000 7,500 7,000 (4,000) 53075 DENTAL CLINIC 109,355 126,000 126,000 130,000 4,000 53105 HEALTH FOOD ESTBLSMNT LI 201,073 173,000 180,000 180,000 7,000 53120 S.T.D. 31 53135 DENTAL CHECK UP 2,577 8,000 2,850 (8,000) 53136 INSURANCE COPAY-DENTAL C 176 53140 EMERGENCY DENTAL EXAM 200 80 (200) 53145 X-RAYS 20 53150 AMALGAM FILLING 100 50 (100) 53155 RESIN FILLING 705 4,500 1,500 (4,500) 53160 SEDATIVE FILLING 100 50 (100) 53165 EXTRACTION 230 500 300 (500) 53170 PULPOTOMY 140 1,500 150 (1,500) 53175 SEALANT OFFICE VISIT 100 600 200 (600) 53180 ADDITIONAL SEALANTS 49 100 50 (100) 53185 TEMPORARY FOOD LICENSE F 7,477 6,000 6,500 6,500 500 53190 FOOD DELIVERY VEHICLE 5,812 8,300 5,800 6,000 (2,300) 53195 SCAVENGER TRUCK 300 300 300 53200 BEV.SNACK VENDING MACHIN 26,524 28,000 30,000 30,000 2,000 53210 TOBACCO LICENSE 20,765 12,500 20,000 20,000 7,500 53211 BEEKEEPER LICENSE FEE 25 53212 HOME DAY CARE LICENSE FE 5,500 5,500 53215 BIRTH CERTIFICATE 77,365 97,000 80,000 80,000 (17,000) 53220 DEATH CERTIFICATE-16.23 38,507 55,000 68,436 69,000 14,000 53230 FUNERAL DIRECTOR LICENSE 6,480 6,600 6,600 6,600 66 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 APPROVED 5,000 2010 vs. 2011 VARIANCE 2008 - 09 REVENUE TITLE 53235 TEMP FUNERAL DIREC LICEN ACTUAL BUDGET ESTIMATE 4,822 5,000 5,000 53005 HEALTH DEPT.- CHRGS FOR S 511,278 549,800 541,366 545,900 (3,900) 53240 PARKING - CHRGS FOR SVCS 53560 RECREATION - CHRGS FOR SV 53565 RECREATION PROGRAM CHARG 4,595,661 4,764,400 4,605,780 4,824,600 60,200 53568 TRANS.FROM RESTRICTED AC 76,300 76,300 53569 Special Events Revenue 34,639 40,000 35,000 40,000 53560 RECREATION - CHRGS FOR SV 4,630,299 4,804,400 4,640,780 4,940,900 136,500 53570 WATER, SEWER & RECYCLING 53600 SEWER SERV CHARG-PENALTY 53602 SWANCC RECYCLING INCENTI 99,002 150,000 120,000 150,000 53605 RECYCLING SERVICE CHARGE 1,538,430 1,692,400 1,600,000 2,192,400 500,000 53610 SANITATION SERV CHAR-PEN 23,878 15,000 20,000 20,000 5,000 53615 SANIT SPECIAL PICKUP FEE 89,854 80,000 90,000 80,000 53570 WATER, SEWER & RECYCLING 1,751,164 1,937,400 1,830,000 2,442,400 505,000 53620 53635 OTHER CHRGS FOR SVCS WEIGHTS AND MEASURES EX 635 1,000 1,000 1,000 53640 SENIOR TAXI COUPON SALES 119,186 95,000 125,000 105,000 10,000 53650 STATE HIGHWAY MAINTENANC 75,413 111,000 76,000 93,400 (17,600) 53655 FIRE COST RECOVERY CHARG 6,075 10,000 10,000 10,000 53656 OTHER SERVICE CHARGES 1,584 53660 RECYCLING-MATERIAL SALES 9,426 53665 CONDO CONVERSION APP FEE 9,600 15,000 (15,000) 53666 HISTORIC PRESERVATION RE 3,956 4,000 5,500 8,900 4,900 53675 AMBULANCE SERVICE 886,801 925,000 950,000 985,000 60,000 53680 TOWING CHARGES 3,000 3,000 53685 POLICE REPORT FEES 17,302 16,000 15,000 16,000 53690 WOOD RECYCLING 27,910 20,000 24,000 24,000 4,000 53695 ZONING FEES 41,958 50,000 60,000 40,000 (10,000) 53700 FIRE REPORT FEES 1,406 1,500 1,300 1,500 53705 FIRE BUILDING INSPECTION 10,150 6,000 10,000 10,000 4,000 53715 ALARM REGISTRATION FEE 189,060 110,000 110,000 150,000 40,000 53720 SKOKIE ANIMAL BOARD FEE 5,205 300 8,000 7,500 7,200 53725 BACKGR CHKS DAYCARE PROV 442 67 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 BUDGET ESTIMATE 2010 - 11 APPROVED 50,000 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE 53736 NEW PAVEMENT DEGRADATION 50,000 50,000 55251 FEDERAL GRANT / AID 77,357 8,500 14,110 8,500 55255 COMM AGING GRT-ADVOCATE 23,967 40,000 40,000 37,000 (3,000) 55265 FEMA 16,522 24,000 24,000 24,000 55270 POLICE TRAINING 14,582 8,000 8,000 8,000 55275 HUD EMERG SHELTER GRANTS 65,326 91,900 85,920 86,000 (5,900) 53620 OTHER CHRGS FOR SVCS 1,405,224 1,414,800 1,445,800 1,505,300 90,500 53000 CHARGES FOR SERVICES 8,297,966 8,706,400 8,457,946 9,434,500 728,100 55000 INTERGOVERNMENTAL REVENUE 55005 COUNTY & LOCAL AID 55011 PROJECT ACCESS GRANT FRO 3,750 55005 COUNTY & LOCAL AID 3,750 55015 STATE AID 55020 WELL CHILD & IMMUNIZATIO 744 55025 FOR HEALTH DEPARTMENT 127,670 76,200 76,200 76,000 (200) 55040 DENTAL SEALANT GRANT 834 4,000 1,200 2,000 (2,000) 55075 SUMMER FOOD INSPECTIONS 450 400 450 400 55080 KID CARE AGREEMENT 2,800 55085 IL TOBACCO FREE COMMUNIT 25,214 25,000 14,500 21,900 (3,100) 55125 TEEN PREGNANCY PREV. GRN 58,013 60,600 60,600 60,600 55130 CHILDHOOD LEAD POISONING 362 1,000 500 500 (500) 55135 TEEN PARENT SERVICES PRO 35,900 34,700 30,600 30,600 (4,100) 55145 PROSTATE CANCER AWARNESS 9,525 10,000 10,000 (10,000) 55146 OTHER STATE GRANT 35,729 20,500 22,500 22,500 2,000 55150 TANNING PARLOR INSPECTIO 300 100 150 100 55160 VIOL. CRIME VIC. ASST GR 22,348 24,700 24,700 24,700 55162 ICJIA GRANTS- VICTIM SER 75,000 (75,000) 55170 FIRE DEPARTMENT TRAINING 3,860 9,000 10,508 9,000 55173 CRI GRANT -REVENUE (HHS) 40,000 40,000 40,000 55174 PHEP GRANT-REVENUE (HHS) 70,000 70,000 70,000 55195 TOWNSHIP-SUMMER YOUTH EM 15,000 55231 LEAD PAINT HAZARD GRANT 106,500 200,000 180,000 180,000 (20,000) 55245 LIBRARY STATE PER CAPITA 44,941 89,900 75,444 75,400 (14,500) 55015 STATE AID 490,189 741,100 617,352 613,700 (127,400) 55250 FEDERAL AID 68 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 56025 DAMAGE TO CITY SIGNAGE 1,668 1,000 3,000 2,000 1,000 56030 DAMAGE TO CITY TRAFFIC S 17,748 20,000 35,000 20,000 56031 DAMAGE TO STREET LIGHTS 26,386 20,000 10,000 20,000 56035 DAMAGE TO CITY TREES/FOR 500 56040 DAMAGE TO OTHER CITY PRO 8,000 (8,000) 56015 REVENUE FROM DAMAGE TO CI 46,302 49,000 48,000 42,000 (7,000) 56045 MISCELLANEOUS REVENUE 145,007 101,017 25,700 50,700 (50,317) 56046 TAXICAB CLASS REVENUE 7,375 5,500 7,000 7,000 1,500 56045 MISCELLANEOUS REVENUE 152,382 106,517 32,700 57,700 (48,817) 56047 5604 RESERVES 8 TEEN BABY NURSERY PROG 41,000 41,000 41,000 56047 RESERVES 41,000 41,000 41,000 56061 BOND PREMIUM 56064 REIMB.-SCHOOL RESOURCE 290,000 290,000 56070 OVER AND SHORT 56095 OVER AND SHORT - COLLECT 2,585 56070 OVER AND SHORT 2,585 290,000 56105 PAYMENT IN LIEU OF TAXES 52,302 187,000 100,000 300,000 113,000 56131 DUTCH ELM TREE INSURANCE 75,000 75,000 56134 PRIVATE ELM TREES INS. MO 50,000 50,000 56140 FEES AND MERCHANDISE SALE 14,015 56155 TRASH CART SALES 26,012 30,000 25,000 30,000 56156 YARD WASTE FEES 950,000 56175 PARKING PERMITS-RYAN FIEL 19,549 15,000 15,000 15,000 56195 UNRECONCILED JDE INTERFAC 1,014 56000 OOTHER REVENUE 501,553 973,217 837,108 2,350,800 137,583 55285 LAW ENFORCEMENT BLOCK GR 19,300 19,300 (19,300) 55290 OTHER FEDERAL AID 12,800 12,800 12,800 8,300 (4,500) 55250 FEDERAL AID 210,554 204,500 204,130 171,800 (32,700) 55000 INTERGOVERNMENTAL REVENUE 704,494 945,600 821,482 785,500 (160,100) 56000 OTHER REVENUE 56010 PROPERTY SALES AND RENTAL 187,462 544,700 575,408 500,100 (44,600) 56011 DONATIONS 5,100 56010 PROPERTY SALES AND RENTAL 192,562 544,700 575,408 500,100 (44,600) 56015 REVENUE FROM DAMAGE TO CI 69 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 56500 INTEREST INCOME 56501 INVESTMENT INCOME 240,988 450,000 55,000 100,000 (350,000) 56500 INTEREST INCOME 240,988 450,000 55,000 100,000 (350,000) 57000 TRNSFR FROM OTHER FUNDS 57007 FROM WEST EVANSTON TIF 25,000 25,000 57020 FROM MOTOR FUEL FUND-S/M 772,500 772,500 772,500 772,500 57030 FROM COMM. DEVEL. FUND 939,976 856,000 856,000 856,000 57035 FROM HOME FUND 49,016 34,300 50,000 34,300 57040 FROM EMERGENCY TEL SYSTEM 126,000 126,000 126,000 126,000 57050 FROM ECON DEV FUND 390,000 690,000 690,000 390,000 (300,000) 57060 FROM HOUSING FUND 24,000 24,000 24,000 24,000 57065 FROM WASHINGTON NAT'L DS 151,900 151,900 151,900 325,000 173,100 57070 FROM HOW HARTREY DEBT SER 141,600 141,600 141,600 141,600 57075 FROM SW TIF DEBT SERVICE 24,100 24,100 24,100 24,100 57080 FROM DEBT SERVICE FUND 500,000 500,000 (500,000) 57085 FROM DOWNTOWN TIF DEBT SV 325,000 325,000 325,000 (325,000) 57096 FROM HOWARD RIDGE TIF 120,400 120,400 120,400 120,400 57097 FROM SHERMAN GARAGE 42,000 42,000 (42,000) 57100 FROM CAPITAL IMP. FUND 850,000 300,000 300,000 300,000 57130 FROM PARKING FUND 777,500 777,500 819,500 644,500 (133,000) 57135 FROM WATER FUND 162,300 162,300 162,300 162,300 57140 FROM WATER FUND-ROI 2,531,300 2,531,300 2,531,300 2,531,300 57145 FROM WATER FUND-ADMIN. EX 849,600 764,600 764,600 593,200 (171,400) 57165 FROM SEWER FUND 413,800 413,800 413,800 266,000 (147,800) 57000 TRNSFR FROM OTHER FUNDS 8,690,992 8,757,300 8,773,000 7,336,200 (1,421,100) 57500 57505 LIBRARY-OTHER REVENUE LIBRARY VIDEO RENTALS 39,205 32,000 39,400 39,400 7,400 57510 NON-RESIDENT LIBRARY CARD 2,500 3,200 1,800 1,800 (1,400) 57515 LIBRARY MATERIAL REPLACEM 16,066 21,000 13,800 17,000 (4,000) 57520 LIBRARY MATERIAL RESERVES 9,199 57525 LIBRARY MISC. REVENUES 1,604 1,500 2,800 2,800 1,300 57535 LIBRARY COPY MACH. CHG 24,101 35,000 23,800 25,000 (10,000) 57540 LIBRARY MEETING RM RENTAL 10,858 7,500 9,800 11,500 4,000 57545 NORTH BRANCH RENTAL INC 32,112 33,400 34,700 34,700 57500 LIBRARY-OTHER REVENUE 135,645 100,200 124,800 132,200 32,000 70 FISCAL YEAR 2010-2011 GENERAL FUND REVENUES 2009 - 10 2010 - 11 2010 vs. 2011 VARIANCE 2008 - 09 ACTUALREVENUE TITLE BUDGET ESTIMATE APPROVED 58000 REAPPROPRIATION OF SURPLUS 50100 OPERATING REVENUES 87,784,161 89,669,200 84,564,385 86,873,900 (2,795,300) 50000 REVENUES 87,784,161 89,669,200 84,564,385 86,873,900 (2,795,300) 71 This page intentionally left blank. City of Evanston City Council Description of Major Activities: The City Council consists of the Mayor--elected at large and a non-voting member of the Council--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 2010-2011 Position FTE City Council Full-Time Regular Mayor 0.00 Full-Time Regular Alderman ( 9 elected officials @ 0 FTE) 0.00 Full-Time Regular Administrative Secretary 1.00 1300 Total 1.00 City Council Total 1.00 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 1300 - City Council 385,922 455,500 433,100 448,352 Total: $385,922 $455,500 $433,100 $448,352 Notes for Financial Summary Performance Report on FY 2009-2010 Major Program Objectives • Hired new City Manager Wally Bobkiewicz • Downtown Plan was adopted as revised • Approved roof repairs for Civic Center • Approved 12 Goals for the coming year • Approved Green Building Ordinance 72 City of Evanston City Council 2010-2011 Department Initiatives • The City Council approved 12 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 • Formulate long-term plan for Civic Center • Provide training for boards and commissions’ volunteers and staff • Continue to lead policy discussion on use of Payments in Lieu of Taxes (PILOTs) with non-profit organizations. • Review the preservation ordinance and zoning ordinance by December 2010 Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Number of ordinances adopted 135 91 100 Number of resolutions adopted 71 87 100 Updated board, committee, commission rosters 4 2 7 73 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1300 CITY COUNCIL 61010 REGULAR PAY 168,528 187,500 187,000 189,849 61110 OVERTIME PAY 854 61210 LONGEVITY 1,271 61420 ANNUAL SICK LEAVE PAYOUT 1,190 61510 HEALTH INSURANCE 106,300 116,300 128,700 127,133 61615 LIFE INSURANCE 1,100 1,100 800 1,100 61710 IMRF 4,827 15,400 5,000 7,845 61725 SOCIAL SECURITY 9,956 10,700 5,000 12,200 61730 MEDICARE 2,435 2,500 2,000 2,657 62185 OTHER CONSULTING SERVICES 6,700 62206 TV BROADCASTING 5,000 5,000 5,000 62210 PRINTING 48 600 300 600 62275 POSTAGE CHARGEBACKS 919 600 400 400 62280 OVERNIGHT MAIL CHARGES 54 200 62285 COURIER CHARGES 4,045 5,000 1,000 1,000 62295 TRAINING AND TRAVEL 8,928 9,000 4,500 9000 62360 MEMBERSHIP DUES 38,978 40,000 50,000 50,000 62370 EXPENSE ALLOWANCE 245 100 100 100 62380 COPY MACHINE CHARGES 1,913 2,500 1,000 1,500 62456 OUTSIDE MAIL SERVICES 130 20,000 20,000 10,000 62458 OUTSIDE COPY SERVICES 20,763 20,000 10,000 10,000 62490 OTHER PROGRAM COSTS 8,000 1,100 8,000 64505 TELECOMMUNICATIONS ‐ CARRIER L 909 64540 TELECOMMUNICATIONS ‐ WIRELESS 481 500 500 1,268 65010 BOOKS, PUBLICATIONS, MAPS 445 200 200 200 65025 FOOD 4,543 4,500 4,500 4,500 65095 OFFICE SUPPLIES 362 1,000 1,000 800 66062 SISTER CITY FUNDING 5,000 5,000 5,000 1300 CITY COUNCIL 385,922 455,500 433,100 448,352 74 This page intentionally left blank. City of Evanston City Clerk’s Office Description of Major Activities: The City Clerk is secretary to the City Council and staff to 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 2010-2011 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 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 1400 – City Clerk’s Office 207,808 172,500 121,925 154,842 Total Expenditures: $207,808 $172,500 $121,925 $154,842 Notes for Financial Summary Performance Report on FY 2009-2010 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. 2010-2011 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 on 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 Consolidated Election on April 9, 2013 in Evanston. • The City Clerk’s office will track the number of notary public requests made. 75 City of Evanston City Clerk’s Office • Reorganizing the office space and filing system is a priority. • Continue project to make obtaining documents more assessable to the citizens. • Researched the possibility of switching Codifier for a more efficient turn around for Code publishing on website is almost completed. • 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, 2010. • The Clerk’s Office will possess a copy of all certifications of the FOIA and Open Meetings Act (OMA) designees. Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Voters registered 1,223 109 200 Early voters 9,045 1,553 2,000 Real Estate Transfer Tax transactions 917 794 1,300 Exemptions from Real Estate Transfer Tax 495 563 800 Disabled parking placards 162 140 225 Yearly calendar of scheduled meetings distributed 80 80 80 FOIA requests 345 322 450 76 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1400 CITY CLERK 61010 REGULAR PAY 101,154 101,100 43,500 93,358 61055 TEMPORARY EMPLOYEES 41,186 6,800 16,000 61110 OVERTIME PAY 775 61210 LONGEVITY 1,140 1,200 61420 ANNUAL SICK LEAVE PAYOUT 1,094 61510 HEALTH INSURANCE 18,500 21,100 10,600 23,115 61615 LIFE INSURANCE 300 300 150 300 61710 IMRF 7,631 9,100 4,900 10,741 61725 SOCIAL SECURITY 6,372 6,800 3,800 6,000 61730 MEDICARE 1,490 1,600 500 1,328 62210 PRINTING 1,093 3,200 975 1,000 62235 OFFICE EQUIPMENT MAINTENANCE 400 800 1,000 62275 POSTAGE CHARGEBACKS 586 700 400 400 62280 OVERNIGHT MAIL CHARGES 100 100 62295 TRAINING AND TRAVEL 412 1,100 2,000 1,800 62315 POSTAGE 100 50 100 62360 MEMBERSHIP DUES 191 300 400 400 62380 COPY MACHINE CHARGES 2,000 900 900 62457 CODIFICATION SERVICES 11,256 10,000 13,000 10,000 62509 SERVICE AGREEMENTS / CONTRACTS 300 400 300 65010 BOOKS, PUBLICATIONS, MAPS 592 300 450 300 65025 FOOD 170 65080 MERCHANDISE FOR RESALE 11,781 5,000 21,000 2,500 65090 SAFETY EQUIPMENT 28 65095 OFFICE SUPPLIES 1,354 1,000 2,000 1,200 65175 OTHER COMMODITIES 100 65620 OFFICE MACH. & EQUIP.701 1400 Total CITY CLERK 207,808 172,500 121,925 154,842 77 This page was intentionally left blank. 78 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 supervising all City departments. Additionally, staff is involved in coordinating large-scale, economic development projects as well as 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 2010-2011 Position FTE City Manager Full-Time Regular City Manager 1.00 Full-Time Regular Assistant City Manager 1.00 Full-Time Regular Executive Assistant 1.70 Full-Time Regular Volunteer Coordinator 1.00 1505 Total 4.70 Communications /311 Operations Full-Time Regular Chief Customer Officer 1.00 Full-Time Regular Local Government Management Fellow 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 Full-Time Regular Switchboard Operator (2 @ 0.5 FTEs) 2.00 1510 Total 7.00 Sustainability Full-Time Regular Sustainability Programs Coordinator 1.00 1535 Total 1.00 City Manager's Office Total 12.70 79 City of Evanston City Manager’s Office Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 1505 – City Manger’s Office 875,420 902,700 835,130 720,911 1510 – Communications/ 311 Operations* 493,114 526,300 495,160 738,068 1520 – Office of Emergency Preparedness 93,434 0 0 0 1525 – Miscellaneous Business Operations -553,585 395,000 97,907 405,000 1530 – Youth Engagement Division 78,643 0 0 0 1535 – Sustainability Grant** 78,420 0 0 88,369 1540 – Summer Youth Employment 43,110 0 0 0 1550 – BIS Performance & Technology*** 105,250 38,000 22,500 0 1555 – Information Systems 2,179,288 2,357,600 1,878,960 0 1560 – Geographic Information Systems 325,458 332,300 260,745 0 1565 – BIS Performance Management 413,742 412,600 376,540 0 Total Expenditures: $4,132,294 $4,964,500 3,966,942 $1,952,348 Notes for Financial Summary *In the FY 10-11 budget, Public Information Business Unit 1510 expanded to include a newly created 311 Operations program. Business Unit 1510 will now be called Communications/ 311 Operations. **The Sustainability Coordinator position was budgeted in the Public Works Department under business unit 2606 in FY 2009-10. This function has moved back to the City Manager’s Office and is now budgeted in business unit 1535. ***As part of a citywide re-organization in FY 2010-11, technology functions moved to a newly created Administrative Services Department. Performance Report on FY 2009-2010 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. • City Council appointed a new City Manager. The Finance Director was appointed to Assistant City Manager, and a new Community Information Coordinator was hired. The Sustainability Coordinator was transferred back to the CMO staff to focus on citywide sustainability initiatives. The City Manager also hired a City Attorney and a Community Development Director. • The CMO implemented various social networking media such as a City blog, a Twitter account, a Facebook page and YouTube account to improve public information dissemination. • 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. • Implemented a “paperless” agenda process which allows City Council to utilize laptop computers for Council meetings and routine communications while reducing print costs. • Initiated citywide employee recognition award for staff members who excel in their service to the City. • Implemented an online BASSET (alcohol awareness) training program to be utilized by liquor license applicants and licensed establishments. • Coordinated inauguration and orientation for the 78th City Council. 80 City of Evanston City Manager’s Office • Increased contact & visibility with local agencies such as: Rotary, EvMark (now Downtown Evanston), Northwest Municipal Conference, Northwestern University, United Way and others. 2010-2011 Department Initiatives • For the FY 2010-2011 proposed budget, CMO has proposed a comprehensive reorganization which would impact all City operations. The reorganization includes reassigning responsibilities and improved operational efficiencies through alignment of services with departments, while achieving significant budgetary savings. • Staff will research and develop a 311 Communications Center which would utilize 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. FY 2010-2011 Objectives • Continue implementation of City Strategic Plan focusing specifically on 12 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. • Research and develop a 311 Communications Center to improve customer service and staff responsiveness. Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Number of aldermanic, police-service, and citizen requests 853 950 1,000 Prepare agendas and materials for regular and special Council and A&PW meetings 52 52 52 81 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1500 CITY ADMINISTRATION 61010 REGULAR PAY 2,300,653 2,270,400 2,067,723 901,833 61050 PERMANENT PART‐TIME 48,496 39,900 35,000 35,500 61055 TEMPORARY EMPLOYEES 2,499 11,900 7,000 0 61060 SEASONAL EMPLOYEES 17,841 61065 SPECIAL PROJECT EMPLOYEES 8,982 61110 OVERTIME PAY 4,279 61210 LONGEVITY 11,945 10,000 13,360 5,244 61415 TERMINATION PAYOUTS 146,742 61420 ANNUAL SICK LEAVE PAYOUT 8,196 61430 OTHER PAYOUTS 417 61510 HEALTH INSURANCE 241,495 287,500 130,800 123,486 61615 LIFE INSURANCE 1,100 800 800 1,000 61625 AUTO ALLOWANCE 9,360 18,400 10,980 11,777 61630 SHOE ALLOWANCE 260 61710 IMRF 189,751 194,500 87,800 101,680 61725 SOCIAL SECURITY 146,594 146,900 62,800 56,968 61730 MEDICARE 36,466 34,200 15,450 12,641 62175 IS SERVICES 78,410 91,900 71,300 62180 STUDIES 100,000 62185 OTHER CONSULTING SERVICES 2,930 2,000 62210 PRINTING 23,099 33,500 33,200 400 62245 OTHER EQMT MAINTENANCE 794 62250 COMPUTER EQUIPMENT MAINT 33,707 55,800 45,100 62275 POSTAGE CHARGEBACKS 1,079 1,500 1,100 1,200 62280 OVERNIGHT MAIL CHARGES 105 200 200 200 62285 COURIER CHARGES 100 50 100 62295 TRAINING & TRAVEL 10,888 36,800 24,245 33,000 62305 RENTAL OF AUTO‐FLEET MAINTEN.14,020 4,600 62309 RENTAL OF AUTO REPLACEMENT 62315 POSTAGE 1,754 21,000 21,000 21,000 62340 COMPUTER LICENSE & SUPPORT 452,742 501,200 485,880 62341 INTERNET SOLUTION PROVIDERS 7,410 17,700 17,170 62360 MEMBERSHIP DUES 7,517 13,500 10,280 10,400 62380 COPY MACHINE CHARGES 5,102 1,600 1,200 1,100 62458 OUTSIDE COPY SERVICES 2,614 9,500 2,300 3,300 62490 OTHER PROGRAM COSTS 820 62500 TECHNICAL INFORMATION SERVICES 100 62506 WORK‐STUDY 1,250 1,000 500 1,000 62605 OTHER CHARGES 78 62661 FOREIGNFIRE INSURANCETAX BOARD 90,000 90,000 62665 CONTRIB TO OTHER AGENCIES 378,567 353,000 357,000 207,000 64505 TELECOMMUNICATIONS ‐ CARRIER L 191,719 101,000 140,800 64510 TELECOMMUNICATIONS EQUIPMENT 13,684 13,600 12,050 64515 TELECOMMUNICATIONS EQUIPMENT 3,001 3,200 3,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 22,857 33,300 29,200 3,719 64545 PERSONAL COMPUTER SOFTWARE 2,385 10,400 2,750 65010 BOOKS, PUBLICATIONS, MAPS 1,782 4,100 2,287 2,100 65020 CLOTHING 1,267 65025 FOOD 1,713 82 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 65050 BLDG MAINTENANCE MATERIAL 927 65085 MINOR EQUIPMENT & TOOLS 104 65090 SAFETY EQUIPMENT 55 65095 OFFICE SUPPLIES 78,473 67,300 63,010 3,800 65125 OTHER COMMODITIES (1,157)1,500 65555 PERSONAL COMPUTER EQUIPMENT 109,795 140,000 80,000 65605 PBX (LICENSE & SUPPORT FEES)9,890 10,300 12,100 65615 WAN CONNECTIONS/LINE CHARGES 9,216 26,900 21,600 65620 OFFICE MACH. & EQUIP.1,832 65625 FURNITURE, FIXTURE & EQUIPMENT 1,470 66030 OTHER INSURANCE CHARGEBACKS 7,400 66060 KEEP EVANSTON BEAUTIFUL 5,020 5,000 5,186 5,000 66062 SISTER CITY FUNDING 1,500 68205 CONTINGENCIES (521,301) 200,000 2,721 400,000 1500 CITY ADMINISTRATION 4,132,293 4,964,500 3,966,942 1,952,348 Note: In the FY 10‐11 budget, citywide re‐organizations resulted in the movement of technology services from the City Manager's Office to a newly created Administrative Services Department. In addition to this change, Public Information expanded to include 311 operations. Please note that prior year data reflects the budget and estimate before operational changes. 83 This page was intentionally left blank. 84 City of Evanston Legal Department Description of Major Activities: The Legal 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, 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 2010-2011 Position FTE Legal Administration Full-Time Regular Corporation Counsel/City Attorney 1.00 Full-Time Regular Deputy City Attorney 1.00 Full-Time Regular Assistant City Attorney 2.00 Full-Time Regular Exec Secretary (to Dept. Head) 2.00 Full-Time Regular Administrative Adjudication Manager 1.00 Full-Time Regular Administrative Adjudication Aide 1.00 1705 Total 8.00 Legal Department Total 8.00 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 1705 – Legal Administration 673.548 698,800 660,200 1,026,853 Total Expenditures: $673,548 $698,800 $660,200 $1,026,853 Notes for Financial Summary Administrative Adjudication and Liquor Licensing was moved to the Legal Department in FY 10-11. 85 City of Evanston Legal Department During FY 09-10, liability insurance charge backs was budgeted in 1940; however, this expense is now budgeted by department. Performance Report on FY 2009-2010 Major Program Objectives • Completed legal training and management development for the Legal Department attorneys, and participated in the Illinois Municipal League Home Rule Attorney Committee and the Northwest Municipal Conference Attorney Committee. • Completed report and participation in accomplishing Strategic Plan Goal #9 regarding effective utilization of Boards and Commissions. • Reinstituted general review and modernization of the Evanston City Code. • Reviewed Tax Increment Financing (TIF) expenditures for existing TIF districts in conjunction with anticipated expiration of existing TIFs. 2010-2011 Department Initiatives • Complete programmatic change and transition from former Third Party Administrator (TPA) to new TPA. • Continued support and participation in accomplishing Strategic Plan Goals for 2010-11. • Continued representation of City in EEOC and Department of Human Rights complaints. • Develop and implement new Illinois Freedom of Information Act policies, procedures and training programs for all City departments. • Draft redistricting opinions as requested and serve as counsel for the implementation of a redistricting plan. • Transition litigation in-house to Legal Department to improve cost effectiveness, results, and responsiveness. • Work to achieve Strategic Plan Goal #10 to implement best practices for service delivery and enhanced customer service. • Participate in regular meetings in furtherance of Strategic Plan Goal #7 to develop relationships with Northwestern University. • Analyze, evaluate, and implement new risk management strategies for City departments. Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Ordinance cases prosecuted (animal, aggressive panhandling, curfew, disorderly conduct) 411 465 475 Traffic prosecution cases 5,313 5,500 5700 Ordinances written and/or reviewed 126 165 150 Resolutions written and/or reviewed 84 100 100 Opinions written - Formal 71 135 100 Administrative adjudication (including appeals) 29 40 45 86 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1700 LEGAL DEPARTMENT 61010 REGULAR PAY 450,060 456,000 456,000 613,389 61055 TEMPORARY EMPLOYEES 13,307 61210 LONGEVITY 1,617 1,600 1,600 3,400 61415 TERMINATION PAYOUTS 35,103 61510 HEALTH INSURANCE 64,700 74,000 74,000 92,318 61615 LIFE INSURANCE 700 700 700 1,000 61625 AUTO ALLOWANCE 316 1,900 2,100 5,000 61710 IMRF 35,181 46,800 31,600 75,839 61725 SOCIAL SECURITY 30,264 35,200 25,400 42,400 61730 MEDICARE 7,078 8,200 6,000 9,394 62130 LEGAL SERVICES ‐ GENERAL 12,072 42,000 37,000 42,300 62275 POSTAGE CHARGEBACKS 674 600 500 3,600 62295 TRAINING & TRAVEL 1,709 3,000 3,000 3,700 62315 POSTAGE 500 62345 COURT COST/LITIGATION 4,130 7,500 6,000 7,500 62360 MEMBERSHIP DUES 2,560 3,000 3,000 3,000 62380 COPY MACHINE CHARGES 2,760 4,000 2,000 4,000 62456 OUTSIDE MAIL SERVICES 1,000 62500 TECHNICAL INFORMATION SERVICES 4,000 62506 WORK‐STUDY 500 62509 SERVICE AGREEMENTS/CONTRACTS 87,500 64540 TELECOMMUNICATIONS ‐ WIRELESS 1,941 2,500 1,600 2,113 65010 BOOKS, PUBLICATIONS, MAPS 8,103 10,000 8,000 10,800 65045 LICENSING/REGULATORY SUPP 3,000 65085 MINOR EQUIPMENT & TOOLS 500 65095 OFFICE SUPPLIES 1,274 1,800 1,700 5,500 66030 OTHER INSURANCE CHARGEBACKS 4,600 1700 LEGAL DEPARTMENT 673,548 698,800 660,200 1,026,853 Note: In the FY 10‐11 budget, citywide re‐organizations resulted in the movement of Administrative Adjudication from the Finance Department to the Law Department. Please note that prior year data reflects the budget and estimate before operational changes. 87 This page was intentionally left blank. 88 City of Evanston Administrative Services Department Description of Major Activities: 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 training. The Department also includes parking administration, enforcement, operations and crossing guards. The Finance Division of Administrative Services is responsible for all the central financial functions of the City, which includes accounting, accounts payable, accounts receivable, collections, purchasing, & budget. More specifically, the division is responsible for producing the annual budget and the comprehensive annual financial report; conducting daily and routine accounting transactions, financial reporting and internal audits; overseeing all purchasing policies & procedures; overseeing collections/deposits and disbursements/accounts payable; issuing debt; and a host of other financial related activities. The Human Resources Division is responsible for compliance in all activities with applicable local civil service ordinances and rules, State and Federal requirements, Equal Employment Opportunity guidelines and union contracts. The Division provides ongoing assistance to the operating departments and employees in all areas of employment, including recruitment, selection, position classification, salary administration, promotion, performance evaluation, training, benefit administration, discipline, on-the-job injuries, disability, and labor relations. In the area of technology, the Information Technology Division is responsible for successful implementation and support of all technology initiatives including: business applications, desktop computers, servers, network services, telephony, copiers, printing, and Geographical Information Systems (GIS). The Parking Services Division includes enforcement, street safety and the management of the City’s surface parking lots, meter program and the three downtown parking garages. Parking is responsible for identifying and immobilizing vehicles for outstanding parking fines. It provides support for the following special events: NU Football games, the July 4th activities, festivals, foot races, the International Bicycle Classic and others as requested. Further, the Division assists traffic control and street closings during emergencies such as fires, traffic accidents and utility collapses. Finally, staff also provides scheduling, relief and training for the School Crossing Guard Program. Total Full-Time Equivalent Positions: Employee Status Description Job Type Description 2010-2011 Position FTE Finance General Support Full-Time Regular Administrative Services Director 1.00 Full-Time Regular Management Analyst 2.00 Full-Time Regular Finance Admin Assistant 1.00 1905 Total 4.00 Revenue Division Full-Time Regular License and Measure Inspector 1.00 89 City of Evanston Administrative Services Department Employee Status Description Job Type Description 2010-2011 Position FTE Full-Time Regular Clerk II 2.00 Full-Time Regular Clerk III 1.00 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 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 Manager 1.00 Full-Time Regular Purchasing Coordinator 1.00 Part-Time Regular Clerk I 0.50 1925 Total 2.50 Human Resources Full-Time Regular Human Resources 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 Manager 1.00 Full-Time Regular System Architect & Administrator 1.00 Full-Time Regular Network Administrator 2.00 Full-Time Regular Operations Coordinator 1.00 Full-Time Regular Programmer Analyst 1.00 Full-Time Regular Tech Support Specialist I 2.00 Full-Time Regular Tech Support Specialist II 1.00 Full-Time Regular GIS Analyst 2.00 Full-Time Regular Information Technology Project Specialist 2.00 Full-Time Regular IS Trainer 1.00 1932 Total 14.00 Parking Enforcement and Tickets Full-Time Regular Parking Enforcement Officer 12.00 Full-Time Regular Parking Enforcement Clerk 1.00 Full-Time Regular Parking Enforcement Coordinator 1.00 1941 Total 14.00 Administrative Services Total 53.50 90 City of Evanston Administrative Services Department Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 1905 – Admin. General Support 322,016 407,300 249,480 512,801 1910 – Revenue Division 1,079,674 937,800 1,154,200 933,687 1915 – Payroll 225,602 202,000 199,800 255,533 1920 – Accounting 607,304 600,700 605,700 761,718 1925 – Purchasing 302,442 332,200 310,450 215,274 1929- Human Resource Division 1,312,864 1,429,200 1,398,328 964,6 1930 – Budget 194,668 168,700 98,367 0 1932- Information Technology 3,023,738 3,140,500 2,538,745 2,360,444 1935 – Admin. Adjudication 330,066 395,300 336,300 0 1940 – Misc. Exp/Transfers * 7,203,034 2,470,300 2,470,300 1,146,957 1941– Pkg. Enforce. & Tkt. Process 0 0 0 1,248,461 1942 – School Crossing Guards 0 0 0 371,744 Total Expenditures: $14,601,408 $10,084,000 $9,361,670 $8,770,765 Revenues: 52010- Vehicle Licenses 2,598,004 2,700,000 2,700,000 2,700,000 52505- Parking Fines 3,567,227 3,400,000 3,422,586 3,500,000 52530- Boot Release Fee 25,896 87,500 75,085 68,000 Total Revenues: $6,191,127 $6,187,500 $6,197,671 $6,268,000 Notes to Financial Summary As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. It is a combination of Finance, Human Resources, Information Technology and Parking Services. The prior year budget and actual amounts reflect the changes described above. In addition, Parking Operations moved from Public Works. *As part of the re-organization, business unit 1940 includes business unit 1810. Performance Report on FY 2009-2010 Major Program Objectives • Received the GFOA distinguished budget and CAFR (Comprehensive Annual Financial Report) awards for FY 2008-2009 • Successfully negotiated two union contracts • Joined the Intergovernmental Personnel Benefit Cooperative (IPBC), a coalition of municipalities that collectively purchases group health insurance • Completed large-scale technology-based application initiatives such as Public Safety mobile computing, video surveillance at Police department, utility billing (AQUAS) and Howard Street surveillance cameras • Expanded the use of computer virtualization that reduces costs while improving efficiency, availability, flexibility, and manageability of the City’s infrastructure • Completed major upgrades to security infrastructure including firewall, core switch and authentication services • Completed upgrades to enterprise systems to ensure security, reliability and support (RecTrac, GIS, Cityworks) 91 City of Evanston Administrative Services Department 2010-2011 Department Initiatives • Procure a new financial and human resources software application, which will reduce operating costs and increase citywide usage of the financial operating and human resources modules; • Review the benefits of changing to a calendar fiscal year and develop an implementation plan; • Analyze operations and determine methods for improved efficiencies; • Continue to receive the GFOA Award for Excellence in Financial Reporting and Budgeting; • Conduct an internal controls audit; • Provide training for purchasing policies and procedures; • Work with Departments to support reorganizations approved in 2010-2011 budget; • 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; • Support the citywide implementation of 311 public access to City government services; • Complete the migration from our traditional phone system to less costly and more effective network enabled phones (VoIP); • Expand opportunities for computer virtualization which reduces costs while improving efficiency, availability, flexibility, and manageability of the City’s infrastructure; • Deploy Police digital cameras including the downtown, south, and west side of the city; • Complete the implementation of Accela Automation (PAL) ; • Procure a new software application to improve parking sticker and permit sales and enforcement; • Develop a centralized lease and contract database. Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Percent of available cash invested 99 90 95 Quarterly financial management reports 4 4 4 Quarterly investment reports 4 4 4 # of vehicle stickers issued 37,000 37,300 37,300 # of business licenses processed 2,500 2,500 2,500 Preparation of final fund trial balance for annual independent audit 07/15/2009 6/20/2010 6/15/2011 Preparation of schedule of federal financial assistance for the Single Audit Act of 1984 07/15/2009 7/10/2010 7/10/2011 Preparation of Police and Fire Pension fund filings with Illinois Department of Insurance 08/31/2009 8/31/2010 8/31/2011 File for Certificate of Achievement for Excellence in financial reporting with Government Finance Officers Association 09/31/2009 8/31/2010 8/31/2011 Number of Information Technology projects completed 47 53 50 Number of Information Technology Service Desk requests closed 6185 5800 5500 Civil Service Commission Meetings 20 10 12 Labor Contracts negotiated and settled 4 2 4 Positions Filled – full time 90 30 30 92 City of Evanston Administrative Services Department Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Positions Filled – part time/seasonal 150/550 54/594 60/600 Regular Checks issued 33,600 33,650 33,700 Manual Checks issues 175 180 185 93 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1800 HUMAN RESOURCES 61010 REGULAR PAY 534,902 579,000 539,000 61055 TEMPORARY EMPLOYEES 1,551 61060 SEASONAL EMPLOYEES 5,155 640 61110 OVERTIME PAY 110 61210 LONGEVITY 1,213 1,045 61415 TERMINATION PAYOUTS 67,473 61420 ANNUAL SICK LEAVE PAYOUT 300,000 61430 OTHER PAYOUTS 1,362 301,100 61510 HEALTH INSURANCE (844,711) 328,800 328,800 61513 WELLNET PRESCRIPTION SERVICES 1,239,618 61615 LIFE INSURANCE (19,364)800 800 61625 AUTO ALLOWANCE 6,502 4,700 6,695 61710 IMRF 45,554 48,500 45,300 61725 SOCIAL SECURITY 34,759 36,500 39,420 61730 MEDICARE 8,749 8,500 37,520 62130 LEGAL SERVICES ‐ GENERAL 62160 EMPLOYMENT TESTING SERVICES 46,525 178,000 121,040 62185 OTHER CONSULTING SERVICES 12,060 62205 ADVERTISING 181 62210 PRINTING 1,478 62270 MEDICAL/HOSPITAL SERVICES 58,919 45,000 40,000 62274 TEST ADMINISTRATION 51,955 50,200 49,518 62275 POSTAGE CHARGEBACKS 4,111 62290 TUITION 65,020 65,000 65,000 62295 TRAINING & TRAVEL 2,716 3,800 3,800 62310 CITY WIDE TRAINING 58,283 60,000 60,000 62345 COURT COST/LITIGATION 62360 MEMBERSHIP DUES 24,624 3,000 3,000 62380 COPY MACHINE CHARGES 8,914 5,100 62512 RECRUITMENT 80,931 75,000 75,000 62630 UNEMP.COMP.&ADMIN.FEE 96,322 150,000 200,000 65010 BOOKS, PUBLICATIONS, MAPS 533 1,000 1,000 65025 FOOD 756 65095 OFFICE SUPPLIES 4,346 5,000 4,950 65125 OTHER COMMODITIES 13,181 25,500 20,000 66030 OTHER INSURANCE CHARGEBACKS 1800 HUMAN RESOURCES 1,613,729 2,274,500 1,642,528 Note: In FY 10‐11, citywide re‐organizations resulted in Human Resources combining with Finance, Technology, and Parking as part of the newly created Administrative Services Department. Please note that prior year data reflects the budget and estimate before operational changes. 94 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 1900 ADMINISTRATIVE SERVICES DEPARTMENT 61010 REGULAR PAY 1,711,373 1,695,800 1,483,353 3,467,296 61050 PERMANENT PART‐TIME 47,984 59,600 58,000 26,600 61055 TEMPORARY EMPLOYEES 35,253 2,900 5,300 17,800 61060 SEASONAL EMPLOYEES 11,583 6,000 350,600 61110 OVERTIME PAY 25,786 14,200 15,000 40,500 61210 LONGEVITY 11,594 11,700 11,400 27,656 61410 SHIFT DIFFERENTIAL 7,900 61415 TERMINATION PAYOUTS 15,885 61420 ANNUAL SICK LEAVE PAYOUT 4,327 275,000 61430 OTHER PAYOUTS 225,000 61446 PAYROLL SYSTEM ERRORS (3,134) 61510 HEALTH INSURANCE 259,100 285,000 265,400 858,308 61615 LIFE INSURANCE 13,308 2,700 2,600 4,900 61625 AUTO ALLOWANCE 2,100 1,900 300 7,400 61630 SHOE ALLOWANCE 130 100 1,800 61710 IMRF 126,199 153,600 126,165 404,537 61725 SOCIAL SECURITY 104,140 115,000 95,759 259,092 61730 MEDICARE 24,362 26,900 22,440 57,295 62110 AUDITING 51,316 80,000 80,000 107,000 62130 LEGAL SERVICES ‐ GENERAL 98 300 300 2,000 62160 EMPLOYMENT TESTING SERVICES 140,000 62175 IS SERVICES 8,000 62185 OTHER CONSULTING SERVICES 52,892 25,000 20,100 29,000 62205 ADVERTISING 1,652 3,100 3,000 3,000 62210 PRINTING 11,902 9,800 6,800 4,900 62235 OFFICE EQUIPMENT MAINT 17,346 17,300 300 62245 OTHER EQMT MAINTENANCE 1,695 2,100 5,000 5,000 62250 COMPUTER EQUIPMENT MAINT 46,200 62270 MEDICAL/HOSPITAL SERVICES 35,000 62273 LIEN FILING FEES 17,348 6,000 20,000 62274 TEST ADMINISTRATION 43,700 62275 POSTAGE CHARGEBACKS 151,528 181,800 29,600 18,600 62280 OVERNIGHT MAIL CHARGES 413 400 200 200 62295 TRAINING & TRAVEL 10,507 17,300 15,900 32,400 62305 RENTAL OF AUTO‐FLEET MAINTEN.4,969 5,600 5,600 94,512 62309 RENTAL OF AUTO REPLACEMENT 27,700 62310 CITY WIDE TRAINING 20,000 62315 POSTAGE 10,359 19,000 500 42,000 62340 COMPUTER LICENSE & SUPPORT 422,100 62341 INTERNET SOLUTION PROVIDERS 20,900 62345 COURT COST/LITIGATION 25,000 62360 MEMBERSHIP DUES 4,408 6,800 4,630 8,600 62380 COPY MACHINE CHARGES 28,414 64,100 3,100 1,600 62381 COPY MACHINE LEASES 34,886 25,200 62431 ARMORED CAR SERVICES 24,777 40,000 25,400 25,000 62449 CITATION & SECO.COLLEC PROCESS 334,941 188,200 450,000 450,000 62451 TOWING AND BOOTING CONTRACTS 54,000 62456 OUTSIDE MAIL SERVICES 1,136 3,000 1,000 62490 OTHER PROGRAM COSTS 20,000 10,550 600 95 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 62500 TECHNICAL INFORMATION SERVICES 2,813 6,000 3,000 62506 WORK‐STUDY 1,000 500 500 62509 SERVICE AGREEMENTS/CONTRACTS 100,440 105,500 105,500 62512 RECRUITMENT 40,000 62625 LIFE INSURANCE (444) 62630 UNEMP.COMP.&ADMIN.FEE 175,000 62655 LEASE PAYMENTS 3,000 3,100 62705 BANK SERVICE CHARGES 3,397 62706 REVENUE SHARING AGREEMENTS 436,951 400,000 400,000 400,000 64005 ELECTRICITY 1,500 64505 TELECOMMUNICATIONS ‐ CARRIER L 100,800 64510 TELECOMMUNICATIONS EQUIPMENT 11,900 64515 TELECOMMUNICATIONS EQUIPMENT M 17,500 64540 TELECOMMUNICATIONS ‐ WIRELESS 717 1,500 1,200 32,286 64541 AZAVAR UTILITY TAX AUDIT SVC 17,165 12,000 12,000 64545 PERSONAL COMPUTER SOFTWARE 3,000 3,000 65010 BOOKS, PUBLICATIONS, MAPS 1,083 4,000 2,150 3,700 65020 CLOTHING 6,000 65040 JANITORIAL SUPPLIES 25 65045 LICENSING/REGULATORY SUPP 23,681 51,000 47,000 39,600 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65090 SAFETY EQUIPMENT 1,000 65095 OFFICE SUPPLIES 12,428 31,200 14,550 82,100 65125 OTHER COMMODITIES 15,583 65555 PERSONAL COMPUTER EQUIPMENT 60,000 65605 PBX (LICENSE & SUPPORT FEES)10,000 65615 WAN CONNECTIONS/LINE CHARGES 16,100 65620 OFFICE MACH. & EQUIP.2,408 2,400 500 65625 FURNITURE, FIXTURE & EQUIPMENT 1,500 65630 LIBRARY BOOKS 54 66020 TRANSFERS TO OTHER FUNDS 1,800,000 1,825,000 1,825,000 66030 OTHER INSURANCE CHARGEBACKS 38,100 66125 SERVICES BILLED OUT (169,840) (256,000) 66145 TRANSFERS OUT‐POLICE PENSION 2,714,545 66146 TRANSFERS OUT‐ FIRE PENSION 1,867,941 1900 ADMINISTRATIVE SERVICES DEPARTMENT 9,963,941 5,269,000 5,179,297 8,770,765 Note: In FY 10‐11, citywide re‐organizations resulted in the creation of the Administrative Services Department. The department consists of Human Resources, Finance, Technology, and Parking. Please note that prior year data reflects the budget and estimate before operational changes. 96 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 programmatic activities. 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 • Targeting specific areas for economic development initiatives • Promoting redevelopment in appropriate areas of the City • Improving the employment opportunities for Evanston residents • The historic character of Evanston architecture and design is celebrated and preserved • Providing opportunities 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 2010-2011 Position FTE Community & Economic Development Administration Full-Time Regular Director, Community Development 1.00 2101 Total 1.00 Planning and Zoning Full-Time Regular Assistant Director, Planning 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular Housing Planner 1.00 Full-Time Regular Planner 1.00 Full-Time Regular Historic Preservation Planner 1.00 Full-Time Regular Zoning Administrator 1.00 Full-Time Regular Zoning Officer 1.00 Full-Time Regular Zoning Planner 1.00 2105 Total 8.00 Housing Code Compliance Full-Time Regular Property Maintenance Inspector I 4.00 Full-Time Regular Secretary II 1.00 Full-Time Regular Sign Inspector/Graffiti Tech 1.00 Full-Time Regular Property Maintenance Superv. Inspector 1.00 2115 Total 7.00 Housing Rehab Full-Time Regular Asst Director, Rehabilitation 1.00 Full-Time Regular Construction Rehab Specialist 1.00 Full-Time Regular Secretary II 1.00 2120 Total 3.00 97 City of Evanston Community & Economic Development Department Employee Status Description Job Type Description 2010-2011 Position FTE Building Inspection Services Full-Time Regular Assistant Permit Coordinator 1.00 Full-Time Regular Electrical Inspector I 1.00 Full-Time Regular Permit Coordinator 1.00 Full-Time Regular Plumbing/Mechanical Inspector 2.00 Full-Time Regular Project Manager/ 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 Full-Time Regular Human Relations Specialist 1.00 Full-Time Regular Secretary II 1.00 2135 Total 3.00 Community & Economic Development Total 31.00 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 2101 – CD Administration 213,149 189,400 187,480 178,366 2105 – Planning & Zoning 481,250 549,600 449,392 834,460 2115 – Housing Code Compliance 571,051 595,700 608,247 634,926 2120 – Housing Rehabilitation 375,361 374,100 282,942 284,804 2126 – Building Inspection Services* 0 0 0 968,360 2127 –Community Intervention** 0 0 0 314,309 2128 –Homeless Services** 0 0 0 106,200 2130 – Building & Zoning*** 1,661,243 1,753,000 1,628,050 0 2135 –Economic Development* 563,941 Total Expenditures: $3,302,054 $3,461,800 $3,156,111 $3,885,366 Revenues: 52080 – Building Permits 2,854,424 2,500,000 1,542,900 2,200,000 52120 – Heating Vent. A/C Permits 226,610 210,000 300,000 200,000 53665 – Condo Conversion App. Fees 9,600 15,000 0 0 52030 – Contractor Licenses 78,437 75,000 75,000 80,000 52125 – Commercial Driveway Permits 15,702 0 0 0 52095 – Electrical Permits 134,424 130,000 130,000 120,000 52115 – Elevator Permits 57,667 50,000 55,000 50,000 52110 – Other/Miscellaneous Permits 593,512 445,000 245,000 220,000 52560 – Permit Penalty Fees 3,821 15,000 16,500 0 98 City of Evanston Community & Economic Development Department 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted 52155 – Plat Approval Fees 0 1,500 2,000 2,500 52090 – Plumbing Permits 104,575 135,000 135,000 110,000 52035 – Rooming House Licenses 186,107 263,100 263,100 193,200 52105 – Sign Awning Permits 36,206 10,000 10,000 10,000 52145 – Annual Sign Fees 3,165 30,000 30,000 25,000 52046 – Rental Dwelling Registration 56,896 146,000 146,000 146,000 53695 – Zoning Fees 41,958 50,000 60,000 40,000 Total Revenues: $4,403,104 $4,075,600 $3,010,500 $3,396,700 Notes for Financial Summary * Building Inspection Services and Economic Development units were created in FY 10-11 as a result of citywide restructuring. **Community Intervention and Homeless Services programs moved from the Health & Human Services Department to Community & Economic Development Department as a result of citywide restructuring. ***Due to restructuring, Building & Zoning has combined with Building Inspections and Planning & Zoning. Similar to FY 2009-10, permit revenues are projected to decline in 2010-11 because of the lower number of large projects and the overall state of the economy. Performance Report on FY 2009-2010 Major Program Objectives The Community Development Department has achieved most of its objectives in the current fiscal year. Development and permit revenue had declined, but TIF incremental revenues continued to grow. The Downtown II TIF has expired resulting in significant new EAV to accrue to the benefit of all taxing districts. Additional economic development activities has included the approval of a redevelopment agreement on Emerson Street, the implementation of several other retail oriented redevelopment agreements (Autobarn, etc.) and the provision of assistance to existing small and medium sized businesses. Property standards and housing rehabilitation functions experienced a year of increased demand for services due to increasing financial challenges within the housing market, including growing foreclosures. The condition of property in Evanston needs ongoing attention, but programmatic activity in these two areas has 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. The use of the funds is to mitigate the impact of foreclosed property through acquisition, rehabilitation and re-occupancy of this residential property through a partnership with Brinshore Development. Progress in the production of affordable housing has been challenged by the upheaval in credit and capital markets, but 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. 99 City of Evanston Community & Economic Development Department 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. 2010-2011 Department Initiatives Promoting economic development, neighborhood revitalization and affordable housing will continue to be major priorities of the Department. Completion of the zoning amendments implementing the downtown plan is scheduled for 2010. In addition, completion of the final neighborhood plan within the West Evanston Master Plan will occur in 2010. The NSP2 Program implementation will be the major initiative of 2010, impacting 100 units of foreclosed housing. 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. Ongoing Activity Measures 2008-09 Actual 2009-2010 Actual 2010-2011 Projected Total Building Permits Issued 3178 3200 3000 Total Building Inspections 6275 5950 6000 Total Building Construction Work w/o permits investigated 420 500 500 Total Elevator Inspections 1442 1900 1900 Contractor Licenses Issued/Renewed 562 600 600 Coordination & completion of Planning & Development Committee packets 25 26 26 Completion of the Planning & Development Committee minutes 25 26 26 Economic Development Committee 12 12 12 Plan Commission & Committees 30 20 24 Negotiating Team/Energy Commission 11 11 16 Housing Commission & Committees 12 18 12 Preservation Commission 24 24 24 Joint Review Board 6 6 5 Dwelling units inspected 2347 3151 3500 Occupants affected by rooming house inspections 6444 6889 6800 Complaints investigated 1334 1900 1350 Tickets Issued 266 265 275 Dwelling units demolished 2 3 2 Re-inspections for compliance 3000 2900 3100 Violations corrected 5105 6100 6200 Vacant building determinations 225 165 75 Training/safety/staff meetings 24 30 30 Graffiti tags removed by graffiti technician 4921 5700 4200 100 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2100 COMMUNITY & ECONOMIC DEVELOPMENT 61010 REGULAR PAY 2,031,727 2,235,000 1,960,586 2,103,286 61050 PERMANENT PART‐TIME 17,219 61055 TEMPORARY EMPLOYEES 47,772 17,100 46,927 61060 SEASONAL EMPLOYEES 251,600 61110 OVERTIME PAY 45,348 36,900 34,800 14,700 61210 LONGEVITY 20,497 23,000 18,329 16,691 61415 TERMINATION PAYOUTS 89,083 61420 ANNUAL SICK LEAVE PAYOUT 5,637 61430 OTHER PAYOUTS 284 61510 HEALTH INSURANCE 332,900 348,900 335,457 357,574 61615 LIFE INSURANCE 3,600 3,600 4,084 3,700 61625 AUTO ALLOWANCE 6,180 7,400 6,200 5,000 61630 SHOE ALLOWANCE 3,315 2,900 2,710 2,640 61655 EMPLOYEE LOANS ‐ INTEREST EXPE 50 61710 IMRF 167,039 194,000 177,976 248,205 61725 SOCIAL SECURITY 136,831 145,600 137,262 154,969 61730 MEDICARE 32,136 34,100 31,262 35,625 62136 REDEVELOPMENT CONSULTING SVCS.4,000 4,000 62145 ENGINEERING SERVICES 60,564 40,000 45,000 50,000 62150 CONSTRUCTION ENGINEERING SVCS. 29,063 25,000 6,000 20,000 62185 OTHER CONSULTING SERVICES 745 10,000 10,000 62190 HOUSING REHAB SERVICES 18,119 24,500 24,500 24,000 62205 ADVERTISING 1,961 2,200 2,400 2,700 62210 PRINTING 10,919 9,500 12,650 12,600 62215 PHOTOGRAPHERS/BLUEPRINTS 500 62235 OFFICE EQUIPMENT MAINT 558 900 350 800 62245 OTHER EQMT MAINTENANCE 780 1,500 800 1,000 62271 COURT REPORTING SERVICES 25,952 7,500 16,000 18,800 62275 POSTAGE CHARGEBACKS 15,050 12,100 14,900 6,500 62280 OVERNIGHT MAIL CHARGES 43 100 100 100 62285 COURIER CHARGES 3,498 4,000 2,200 1,500 62295 TRAINING & TRAVEL 7,339 7,800 10,100 5,800 62305 RENTAL OF AUTO‐FLEET MAINTEN.79,685 89,800 104,768 23,290 62309 RENTAL OF AUTO REPLACEMENT 19,800 62345 COURT COST/LITIGATION 3,729 4,500 4,000 4,500 62360 MEMBERSHIP DUES 1,207 2,400 2,200 2,700 62375 RENTALS 11 62380 COPY MACHINE CHARGES 20,034 23,300 13,350 17,400 62425 ELEVATOR CONTRACT COSTS 33,531 50,000 70,000 60,000 62464 PLUMB,ELECT,PLAN REVIEW SERVI.9,988 48,000 15,000 25,000 62490 OTHER PROGRAM COSTS 1,004 39,500 62509 SERVICE AGREEMENTS/CONTRACTS 1,100 1,100 1,100 62605 OTHER CHARGES 25,000 62645 MICROFILMING 13,575 15,000 12,500 15,100 64540 TELECOMMUNICATIONS ‐ WIRELESS 11,445 10,300 11,350 11,680 65010 BOOKS, PUBLICATIONS, MAPS 2,503 4,700 2,900 2,700 65020 CLOTHING 2,500 65025 FOOD 270 1,100 65040 JANITORIAL SUPPLIES 48 65050 BLDG MAINTENANCE MATERIAL 302 65055 MATER. TO MAINT. IMP.36 500 300 600 65085 MINOR EQUIPMENT & TOOLS 945 4,000 3,700 6,000 65090 SAFETY EQUIPMENT 5,200 65095 OFFICE SUPPLIES 9,492 9,200 9,500 10,100 65105 PHOTO/DRAFTING SUPPLIES 900 850 900 101 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 65525 PAINT GRANTS 180,000 65625 FURNITURE, FIXTURE & EQUIPMENT 1,110 66005 OTHER CHARGES 9 66030 OTHER INSURANCE CHARGEBACKS 11,700 66125 SERVICES BILLED OUT (1,075) 67110 CONNECTIONS FOR THE HOMELESS 52,700 67111 YWCA 6,700 67113 HARBOUR INC.6,700 67115 INTERFAITH HOMELESS SERVICES 10,600 67165 FRESH START 4,500 68205 CONTINGENCIES 506 2100 COMMUNITY & ECONOMIC DEVELOPMENT 3,302,054 3,461,800 3,156,111 3,885,366 Note: In FY 10‐11, citywide re‐organizations resulted in creating an Economic Development Division within the Community Development Department. As part of this transition, Summer Youth Employment, MWEBE, and Community Intervention Services moved into the Community and Economic Development Department. Please note that prior year data reflects the budget and estimate before operational changes. 102 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 2010-2011 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 80.00 Full-Time Regular Police Sergeant 11.00 Full-Time Regular Deputy Chief 1.00 2210 Total 95.00 Criminal Investigation Full-Time Regular Police Commander 1.00 Full-Time Regular Police Officer 14.00 Full-Time Regular Police Sergeant 2.00 Full-Time Regular Deputy Chief 1.00 2215 Total 18.00 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 9.00 Full-Time Regular Police Sergeant 1.00 2230 Total 11.00 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 Clerk III 1.00 Full-Time Regular Records Input Operator 3.00 Full-Time Regular Review Officer 2.00 2240 Total 7.00 Communications Full-Time Regular Telecommunicator 14.00 2245 Total 14.00 103 City of Evanston Police Department Employee Status Description Job Type Description 2010-2011 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 12.00 Full-Time Regular Property Officer 2.00 Full- Time Regular Custodian I 1.00 2250 Total 18.00 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 Police Sergeant 1.00 Full-Time Regular Administrative Specialist 1.00 Full-Time Regular Administrative Coordinator 1.00 2260 Total 3.00 Neighborhood Enforcement Team Full-Time Regular Police Commander 1.00 Full-Time Regular Police Officer 15.00 Full-Time Regular Police Sergeant 2.00 2265 Total 18.00 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 214.50 104 City of Evanston Police Department Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 2205 – Police Administration 372,528 417,300 432,300 405,345 2210 – Patrol Operations * 9,655,053 9,306,100 9,234,113 10,144,965 2215 – Criminal Investigation 1,929,701 1,851,500 1,687,700 1,865,883 2225 – Social Services Bureau 518,797 473,800 352,200 416,392 2230 – Juvenile Bureau 999,971 1,012,800 987,200 1,112,161 2235 – School Liaison 317,639 296,900 280,675 283,184 2240 – Police Records 825,057 838,200 786,760 559,843 2245 – Communications 1,257,437 1,177,000 1,251,650 1,292,812 2250 – Service Desk 1,141,331 1,106,600 1,182,930 1,333,605 2255 – Office of Prof. Standards 337,560 393,900 342,300 328,872 2260 – Office of Administration 522,240 417,900 476,600 422,011 2265 – Neighborhood Enforcement 1,571,675 1,770,900 1,685,150 1,791,501 2270 – Traffic Bureau 884,087 813,700 858,550 792,169 2275 – Community Strategic Bur. 182,836 186,200 123,050 100,411 2280 – Animal Control 204,915 208,100 198,240 208,976 2285 – Problem Solving Team 680,508 688,500 738,750 718,373 Total Expenditures: $21,401,335 $20,959,400 $20,618,168 $21,776,503 Revenues: 52170 – Alarm Panel Franchise Fees 15,360 0 0 5,000 52510 – Regular Fines 284,591 250,000 275,000 270,000 53685 – Police Report Fees 17,302 16,000 15,000 16,000 53720 – Skokie/Lincolnwood Animal Fees 5,205 300 8,000 7,500 55160 – Violent Crimes Victim’s Grant 22,348 24,700 24,700 24,700 55162 – ICJIA (Victim Services) 0 75,000 0 0 55270 – Police Training Grant 14,582 8,000 8,000 8,000 55285 – Law Enforcement Block Grant 0 19,300 19,300 0 Total Revenues: $359,388 $393,300 $350,000 $331,200 Notes for Financial Summary * $360,000 was transferred from Business Unit 1810 to 2210 to help offset benefit time payouts. FY2010-2011 will be another year economically impacted by the world-wide economic recession, energy costs and fuel costs and the continuing conflicts overseas. 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 has instituted an expanded bicycle officer program to help offset fuel costs. This was accomplished in conjunction with NUPD. Grant opportunities, through Rep. Schakowsky’s office, have made $350,000 available to the Evanston Police Department for various projects with the Evanston community. Social Service grants have been extended through next fiscal year, but Summer Plan grant (Justice Assistance) has been reduced significantly by the Federal Government and the City of Chicago. The Department of Homeland Security has awarded a $200,000 Grant to improve water plant security. EPD serves as the grant coordinator for this project. 105 City of Evanston Police Department Performance Report on FY 2009-2010 Major Program Objectives Building renovation issues were handled with minimal impact to operational effectiveness and service to the citizens of the City of Evanston: • Renovation of the Criminal Investigations Division offices, including the Detective, Juvenile and Social Services Bureaus began late in FY2008-2009 has been completed. • 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 in the transitional phase. Work has not progressed past meeting with the architect/design teams for the space allocated to the range. The replacement range will have an upgraded ventilation system, and will have more effective maintenance procedures. • Upgrading and expanding the Property Room bar-coding system which monitors and tracks evidence inventory by case has been accomplished during the FY2009-2010. 2010-2011 Department Initiatives Purchasing of cameras and related equipment for use within the Evanston community will be handled with the cooperation of the BPAT Department with the funding coming from awards received through Rep. 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. Activity Measures As of the preparation of this report Part 1 crimes are down 15% (2847 – 2420). Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Part I crimes 3175 2,420 2,500 Part II crimes 5750 3,610 4,000 Total calls for service 44500 34,232 35,000 Arrests (felony & misdemeanor) 3,400 2,303 2,500 D.U.I. arrests 38 146 150 Ticket & citation production – Parking 14,500 16,225 16,500 Liquor inspections 80 23 20 106 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2200 POLICE DEPARTMENT 61010 REGULAR PAY 15,093,391 15,361,700 15,060,400 15,278,409 61050 PERMANENT PART‐TIME 45,920 24,700 20,500 24,300 61055 TEMPORARY EMPLOYEES 19,360 15,600 16,000 16,000 61062 SPECIAL EVENT SALARIES 323,267 218,000 251,500 188,500 61110 OVERTIME PAY 101,293 118,000 128,800 119,600 61111 HIREBACK OT 304,003 145,100 245,800 177,000 61112 SPECIAL DETAIL OT 169,841 170,100 186,300 97,000 61114 SNOW OT 323 61210 LONGEVITY 238,733 209,500 190,900 213,808 61415 TERMINATION PAYOUTS 505,557 360,000 61420 ANNUAL SICK LEAVE PAYOUT 82,610 61425 ANNUAL HOLIDAY PAYOUT 66,710 61430 OTHER PAYOUTS 33,818 61510 HEALTH INSURANCE 2,036,581 2,305,100 2,320,400 2,472,745 61610 DENTAL INSURANCE 129,969 120,300 120,300 120,300 61615 LIFE INSURANCE 22,000 22,000 21,900 22,000 61630 SHOE ALLOWANCE 650 600 780 800 61635 UNIFORM ALLOWANCE 132,675 144,700 131,288 142,100 61655 EMPLOYEE LOANS ‐ INTEREST EXPENS 2,850 61710 IMRF 237,558 82,500 207,000 264,094 61725 SOCIAL SECURITY 198,646 62,200 157,900 190,366 61730 MEDICARE 216,645 125,500 187,750 230,601 62210 PRINTING 3,040 6,000 2,700 3,000 62225 BLDG MAINTENANCE SERVICES 58,764 56,900 52,250 57,500 62245 OTHER EQMT MAINTENANCE 4,155 2,500 2,500 2,700 62270 MEDICAL/HOSPITAL SERVICES 1,770 1,000 1,600 1,000 62275 POSTAGE CHARGEBACKS 9,034 5,000 6,000 6,000 62280 OVERNIGHT MAIL CHARGES 87 62295 TRAINING & TRAVEL 94,018 86,500 84,500 80,000 62305 RENTAL OF AUTO‐FLEET MAINTEN. 821,072 923,300 905,200 567,850 62309 RENTAL OF AUTO REPLACEMENT 256,600 62315 POSTAGE 125 62335 DATA PROCESSING SERVIC 11,500 62360 MEMBERSHIP DUES 12,874 21,000 16,800 17,500 62370 EXPENSE ALLOWANCE 79,493 105,700 55,700 55,700 62375 RENTALS 82,376 52,300 46,000 10,200 62380 COPY MACHINE CHARGES 29 4,100 62425 ELEVATOR CONTRACT COSTS 308 3,400 3,000 3,300 62490 OTHER PROGRAM COSTS 594 1,500 1,000 1,000 62645 MICROFILMING 2,800 500 64005 ELECTRICITY 924 64015 NATURAL GAS 38,266 30,000 30,000 30,000 64530 TELECOMMUNICATIONS ‐ HANDHELD 3,438 64540 TELECOMMUNICATIONS ‐ WIRELESS 48,654 36,000 30,000 25,356 65010 BOOKS, PUBLICATIONS, MAPS 148 800 600 600 65015 CHEMICALS 31,347 26,000 26,000 26,000 107 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 65020 CLOTHING 43,751 45,800 45,500 43,000 65025 FOOD 8,369 6,600 4,300 4,600 65040 JANITORIAL SUPPLIES 9,560 3,800 10,500 7,500 65080 MERCHANDISE FOR RESALE 43 65085 MINOR EQUIPMENT & TOOLS (9,284)1,000 500 500 65095 OFFICE SUPPLIES 40,042 29,200 30,000 29,000 65105 PHOTO/DRAFTING SUPPLIE 11,704 8,000 9,000 8,900 65125 OTHER COMMODITIES 39,112 7,200 6,500 9,874 66030 OTHER INSURANCE CHARGEBACKS 967,100 68205 CONTINGENCIES 5,122 2200 POLICE DEPARTMENT 21,401,335 20,959,400 20,618,168 21,776,503 108 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 will provide superior quality fire suppression, emergency medical services, fire prevention, public education, technical and special rescue, 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 2010-2011 Position FTE Fire Management and Support Full-Time Regular Division Chief, Fire 1.00 Full-Time Regular Fire Chief 1.00 Full-Time Regular Management Analyst 1.00 2305 Total 3.00 Fire Prevention Full-Time Regular Clerk II 1.00 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 5.00 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 Deputy Fire Chief 1.00 2315 Total 102.00 Fire Total 110.00 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 2305 – Fire Management & Support 632,474 680,800 607,350 627,323 2310 – Fire Prevention 655,737 574,000 577,535 531,727 2315 – Fire Suppression* 11,202,016 10,829,800 10,759,500 11,157,394 2320 – Office of Emer. Preparedness* 0 32,500 28,500 13,466 Total Expenditures: $12,490,227 $12,117,100 $11,972,885 $12,329,910 Revenues: 52540 – False Alarm Fines 120,170 155,000 165,000 165,000 53655 – Cost Recovery Fines 6,075 10,000 10,000 10,000 53675 – Ambulance Fees 886,801 925,000 950,000 985,000 53715 – Alarm Registration Fee 189,060 110,000 110,000 150,000 Total Revenues: $1,202,106 $1,200,000 $1,235,000 $1,310,000 109 City of Evanston Fire Department Notes for Financial Summary *During FY 09-10, a budget transfer of $240,000 from Human Resources to business unit 2315 occurred to offset Fire Department payout expenses. *Prior to FY 09-10, the Office of Emergency Preparedness was in the City Manager’s Office, which was business element 1520. Therefore, the totals for years prior to FY 09-10 can be found in business element 1520. We are anticipating three retirements this budget year. We will have two members attending EMT-B training. Two members will participate in paramedic school. Performance Report on FY 2009-2010 Major Program Objectives Fire Station #5 has been opened and serving the community well. The computer aided dispatch system and the mobile computers in the field are communicating, allowing important data to be exchanged and accessed between them. The Fire dual simulcast repeater radio system was completed and is fully operational. The records archiving system is in place providing more immediate access to departmental records which are required to be on file. The mobile data computers are communicating real-time status changes to the Dispatch Center. The fire dispatch manual was updated and is in use. Promotional exams for the ranks of Fire Captain and Shift Chief have been conducted and eligibility lists are posted. All of the Department paramedics were offered Advanced Cardiac Life Support training in 2009. The proposed fire plan review process and associated fee schedule has been implemented and is functioning as anticipated. 2010-2011 Department Initiatives For 2010-2011, we plan to conduct a self assessment of our Insurance Services Organization rating. Emergency Management will be coordinated through the Fire Department for all City functions. All paramedics will be provided Advanced Pediatric Life Support training. We will be implementing a broadcast callback notification system to alert members of emergency staffing needs. Finally, we will spearhead the continuity of city business operations planning. That is a citywide initiative which will be lead through Emergency Management. Ongoing Activity Measures 2008-09 Actual 2009-2010 Actual 2010-2011 Projected City fire insurance rating 3 3 3 Hydrants inspected/flow tested 1295 1310 1310 Bureau fire inspections 631 748 700 Construction plans reviewed 526 558 680 Fire equipment test witnessed 339 297 310 Staff hours on cause and origin investigations 336 300 300 Public education presentations 730 565 600 Customer request for information 3725 4000 4300 All Fire Dept. incidents, excluding ambulance calls 3327 3211 3425 Ambulance calls 5190 5355 5300 Fire, Carbon Monoxide , & Extinguishing Alarm System activations (Included above) 1728 1625 1758 Number of fires (included above) 192 154 225 Number of structure fires (included above) 88 80 103 Average fire alarm response time 350 346 350 Average ambulance response time 400 320 400 Training hours/firefighter 240 240 240 Number of paramedics 88 91 93 110 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2300 FIRE DEPARTMENT 61010 REGULAR PAY 8,870,787 8,621,600 8,668,000 8,531,604 61050 PERMANENT PART‐TIME 22,612 61055 TEMPORARY EMPLOYEES 9,900 61065 SPECIAL PROJECT EMPLOYEES 10,000 9,000 61110 OVERTIME PAY 133,803 156,500 155,800 156,500 61111 HIREBACK OT 270,403 356,000 320,200 350,000 61113 TRAINING OT 38,411 41,000 41,000 3,000 61210 LONGEVITY 197,577 178,500 183,000 169,100 61415 TERMINATION PAYOUTS 418,756 240,000 61420 ANNUAL SICK LEAVE PAYOUT 88,044 61430 OTHER PAYOUTS 20,897 61440 EDUCATION PAY 142,283 78,000 121,100 61510 HEALTH INSURANCE 1,035,700 1,162,900 1,162,900 1,271,190 61615 LIFE INSURANCE 11,200 11,200 12,900 11,300 61710 IMRF 8,227 15,000 14,100 19,988 61725 SOCIAL SECURITY 14,230 11,600 10,500 10,800 61730 MEDICARE 95,270 69,500 104,850 131,900 62210 PRINTING 4,264 5,500 5,500 4,000 62235 OFFICE EQUIPMENT MAINT 2,024 1,100 1,100 1,100 62245 OTHER EQMT MAINTENANCE 1,349 10,500 9,000 5,500 62250 COMPUTER EQUIPMENT MAINT 3,269 10,000 9,000 5,000 62270 MEDICAL/HOSPITAL SERVICES 31,530 36,000 36,000 36,000 62275 POSTAGE CHARGEBACKS 1,783 3,400 2,500 3,000 62295 TRAINING & TRAVEL 69,925 67,800 67,835 37,800 62305 RENTAL OF AUTO‐FLEET MAINTEN. 618,665 704,400 704,400 456,805 62309 RENTAL OF AUTO REPLACEMENT 271,600 62315 POSTAGE 430 500 500 500 62335 DATA PROCESSING SERVIC 1,920 3,200 3,200 3,200 62345 COURT COST/LITIGATION 300 62355 LAUNDRY/OTHER CLEANING 582 1,000 1,000 1,000 62360 MEMBERSHIP DUES 30,343 33,900 33,400 33,900 62375 RENTALS 1,243 500 500 62380 COPY MACHINE CHARGES 6,331 6,600 6,600 3,800 62430 CUSTODIAL CONTRACT SERVICES 6,240 5,000 5,000 5,000 62509 SERVICE AGREEMENTS/CONTRACTS 3,190 5,100 5,100 5,100 62518 SECURITY/ALARM CONTRACTS 4,370 4,900 4,900 6,400 62521 MEDICAL EQ MAINT AGREEMENTS 13,201 13,200 13,200 14,200 62522 SCBA EQ MAINT AGREEMENTS 4,916 5,000 5,000 5,000 62523 EXTRICATION EQ MAINT AGREEMNTS 2,646 3,000 3,000 3,000 62605 OTHER CHARGES 5,703 8,500 8,000 8,500 64005 ELECTRICITY 4 64015 NATURAL GAS 86,009 75,000 75,000 75,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 17,858 25,800 23,500 15,636 65005 AGRI/BOTANICAL SUPPLIES 300 300 300 65010 BOOKS, PUBLICATIONS, MAPS 2,085 3,900 3,900 2,400 65015 CHEMICALS 5,927 6,000 6,000 6,000 65020 CLOTHING 82,664 75,000 75,000 40,000 111 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 65040 JANITORIAL SUPPLIES 11,300 11,100 11,100 11,100 65050 BLDG MAINTENANCE MATERIAL 6,747 6,600 6,600 6,600 65070 OFFICE/OTHER EQT MTN MATL 3,642 4,000 4,000 4,000 65075 MEDICAL & LAB SUPPLIES 4,448 7,000 7,000 7,000 65085 MINOR EQUIPMENT & TOOLS 3,900 4,500 4,500 4,500 65090 SAFETY EQUIPMENT 1,307 2,000 2,000 2,000 65095 OFFICE SUPPLIES 6,812 9,900 9,700 7,400 65105 PHOTO/DRAFTING SUPPLIE 133 2,200 1,500 1,700 65125 OTHER COMMODITIES 17,464 17,600 17,000 12,187 65620 OFFICE MACH. & EQUIP.900 800 900 65625 FURNITURE, FIXTURE & EQUIPMENT 47,906 62,100 40,000 30,000 66030 OTHER INSURANCE CHARGEBACKS 416,300 2300 FIRE DEPARTMENT 12,490,227 12,117,100 11,972,885 12,329,910 112 City of Evanston Health Department Description of Major Activities: The Health Department carries out the core functions of public health: assessment, assurance and policy development. The Department identifies community health needs through the Illinois Process for the Local Assessment of Need (IPLAN) which later becomes the Evanston Local Assessment of Need or (EPLAN).The mission of the new Health Department is to promote, protect and preserve the health and well-being of all who live, work and play here in Evanston. The Health Department investigates the occurrence of adverse health effects and health hazards in the community by conducting timely investigations identifying the magnitude of health problems, duration, trends, location and populations at risk. The Department is an advocate for public health and seeks to identify community resources and build relationships with public and private agencies. The goal of the department is to promote effective planning, implementation and management of public health activities; strong communication with units of local, state and federal government, health-related organizations, health providers, citizens, and the news media to ensure a healthy community. The Food and Environmental Health programs provide population-based community health services. This includes risk-based food protection activities and community-based disease prevention activities. The Environmental Health Division responds to requests concerning: food protection; tobacco-clean air, rodent, public health nuisance, and lead poisoning investigations. Licensed environmental health practitioners provide inspections, investigations, consultations, and educational services. Rodent, vector, insect, and public health nuisance complaints are promptly investigated and appropriate corrective action is taken. Licensed environmental health practitioners conduct educational rodent control activities for neighborhood groups and facilitate extermination services for serious infestations on public property. They provide mosquito surveillance and education about West Nile Virus. The division is also responsible for providing an emergency response for any public health emergency. The Infectious Disease Control Surveillance specialist provides monitoring and follow-up of all reportable communicable diseases to prevent the spread of infection in the community. The Community Health division provides a litany of services, which include sliding scale dental services, provision of birth and death certificates, and administrative assistance on health promotion programs. Additionally, the Health Department staff supports the Mental Health Board, Environment Board, and the Aldermanic Board of the Human Services Committee and the Rules Committee. Full-Time Equivalent Positions: Employee Status Description Job Type Description 2010-2011 Position FTE Health Services Administration Full-Time Regular Director, Health Department 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Part-time Regular Medical Supervisor 0.10 2407 Total 2.10 Dental Services Full-Time Regular Clerk II 1.00 Full-Time Regular Dental Assistant 1.00 Part-Time Regular Dentist 1.40 Part-Time Regular Dental Health Educator 0.60 113 City of Evanston Health Department Employee Status Description Job Type Description 2010-2011 Position FTE 2425 Total 4.00 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 Inspector 1.00 Part-Time Regular Emergency Response Coordinator 0.08 2435 Total 7.80 Vital Records Full-Time Regular Clerk II 0.40 Part-Time Regular Clerk III 1.00 Full-Time Regular Clerk Typist 1.00 2440 Total 2.40 Mental Health Program Administration Full-Time Regular Comm. Relations Manager/Man. Analyst 1.00 Full-Time Regular Executive Secretary (non-dept. head) 1.00 2455 Total 2.00 Health & Human Services Total 18.30 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 2407 – Health Services Admin. 229,276 233,000 226,000 274,392 2410 - Laboratory Services 20 0 0 0 2416 – Family & Community Wellness 118,837 0 0 0 2420 – Infectious Disease Control 880 0 0 0 2425 – Dental Services 244,574 308,800 282,100 283,466 2435 – Food & Environmental Health 650,043 819,400 789,647 922,741 2440 – Vital Records 148,044 153,400 146,650 149,873 2450 – Community Intervention Services* 133,242 0 208,150 0 2455 – Community Health Program Admin.* 110,943 123,700 122,550 292,434 2460 – Community Purchased Services 886,388 585,000 585,000 385,000 2525 – Homeless Services* 87,843 100,400 81,191 0 2530 – Commission on Aging* 229,318 405,900 362,548 0 2535 – Subsidized Taxicab Program* 267,529 252,200 260,200 0 2540 – Summer Youth Employment Program* 281,295 395,700 439,600 0 2541 – Youth Engagement Division* 6,520 116,000 97,752 0 2550 – Community Relations* 192,850 574,100 342,600 0 2555 – Farmers’ Market * 15,615 16,900 16,050 0 Total Expenditures: $3,603,217 $4,084,500 $3,960,038 $2,307,906 Revenues: 52045 – Farmers’ Market Licenses 28,670 26,400 31,000 0 52050 - Other Licenses 0 20,000 13,843 17,000 52055 – Long Term Care License Fees 112,500 112,400 112,400 112,400 114 City of Evanston Health Department 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted 52070 - Resident Care 80 500 460 500 52085 - Plan Review 5,032 8,000 7,448 7,500 53050 – Sanitation Classes 9,045 11,000 7,500 7,000 53075 – Dental Fees & Reimbursement 109,355 126,000 126,000 130,000 53105 – Food Establishment License Fees 201,073 173,000 180,000 180,000 53135 – 53180 Dental Fees (specific) 3,997 15,600 5,230 0 53185 – Temporary Food License 7,477 6,000 6,500 6,500 53190 – Food Delivery Vehicle 5,812 8,300 5,800 6,000 53195 – Scavenger Truck 0 300 300 300 53200 – Bev. / Snack Vending License 26,524 28,000 30,000 30,000 53210 – Tobacco License Fees 20,765 12,500 20,000 20,000 53211 - Beekeeper License 25 0 0 0 53212 – Home Day Care License 0 5,500 0 5,500 53215 – Birth Certificate Fees 77,364 97,000 80,000 80,000 53220 – Death Certificate Fees 38,507 55,000 68,436 69,000 53230 – Funeral Director’s License 5,850 6,600 6,600 6,600 53235 – Temp Funeral Director License 2,611 5,000 5,000 5,000 55025 – IDPH – Local Health Protection 36,947 76,200 76,200 76,000 55040 – IDPH Dental Sealant Grant 0 4,000 1,200 2,000 55075 – Summer Food Inspection 450 400 450 400 55085 – Illinois Tobacco Free Grant 21,019 25,000 14,500 21,900 55125 – Teen Pregnancy Prevention Program 58,013 60,600 60,600 60,600 55130 – Childhood Lead Poisoning Grant 341 1,000 500 500 55135 – Teen Parent Services 35,900 34,700 30,600 30,600 55145 – Prostate Cancer Awareness Grant 7,256 10,000 10,000 0 55146 – Other State Grant 35,729 20,500 22,500 22,500 55150 – Tanning Facility Inspections 300 100 150 100 55173 – CRI Grant 0 40,000 40,000 40,000 55174 – PHEP Grant 0 70,000 70,000 70,000 55231 – Lead Paint Hazard 0 200,000 180,000 0 55251 – Federal Grant/AID 14,800 8,500 14,110 8,500 55255 – Commission Aging Grant-Advocate 23,967 40,000 40,000 0 55275 – HUD Emergency Shelter 65,325 91,900 85,920 0 Total Revenues: $954,734 $1,400,000 $1,353,247 $1,016,400 Notes for Financial Summary * All business units with an asterisk have been impacted by a citywide re-organization. Details for changes are identified below. • Business units 2450 and 2525 moved to 2127 and 2128, respectively, to the Community & Economic Development Department. • Business unit 2455 combined with 2550 as a result of components of Community Relations moving to Parks, Recreation & Community Services and 311 operations. • Business units 2555 and 2535 moved into 3205, and business unit 2530 moved to 3210 as part of the Parks, Recreation & Community Services Department. • The Summer Youth Employment Program (2540) moved into 2135 as part of the Community & Economic Development Department. • Business unit 2541 was budgeted in the City Manager’s Office in FY 08-09; however, a reorganization mid-year moved the function from the Manager’s Office to Health and Human Services. As a result, the full cost of the program for FY 08-09 is a combination of expenditures from 115 City of Evanston Health Department business element 1530 and 2541. In FY 10-11, this unit was once again moved as part of a citywide re-organization to business unit 3215 in the Parks, Recreation & Community Services Department. Performance Report on FY 2009-2010 Major Program Objectives • The Department of Health and Human Services received a one-time reimbursement grant from the State of Illinois to administer H1N1 clinics. Through this effort the Department was able to vaccinate over 12,000 Evanston residents. • The Department continues to work to complete the integration of the Evanston Project for Local Assessment of Needs (EPLAN) with the City of Evanston Strategic Plan. • The Department offered several programs this past year related to Healthy People 2010 objectives. • The Department coordinated with many public and private entities to communicate health strategies and information. Additionally, these groups served as partners in the development of the health communication strategies. • Dental Services was able to schedule several health screenings and education in pre-schools and District 65 schools. • At least one Public Health Emergency Preparedness Exercise was conducted • Additional community partners were enlisted to expand the housing options directory. • The Mental Health Board continues to monitor agency performance and outcomes. Additionally, the evaluation process was streamlined this year through the development of an electronic report submission process and a unified reporting tool that was developed in conjunction with CDBG administrators. • The Farmer’s Market received positive feedback from farmers and market goers and was able to generate additional revenue. • The Youth Engagement Division sponsored and coordinated a successful Youth Summit. • The Summer Youth Employment Program realized an increase in interested youth. The program is seeking to expand its public and private employment opportunities. 2010-2011 Department Initiatives • Provide outreach to at least 2000 individuals regarding Environmental Health Issues by March 1, 2011 • Plan and execute one Public Health Emergency Preparedness Exercise by March 1, 2011 • Survey all Risk Category 1 Food Establishments to determine baseline food safety knowledge by March 1, 2011 • Provide 1 training seminar for Home Day Care Businesses focusing on universal precautions, personal hygiene practices, and licensing information by March 1, 2011 • Utilize HPRP funds to assist at least 100 households to obtain or remain stably housed. • Increase Farmer’s Market revenue • Expand SYEP employment opportunities. Begin offering soft-skill-training workshops earlier in the school year to increase program interest and to better prepare applicants for the job fair. • Sponsor and coordinate the annual Youth Summit • Establish and grow the Youth Commission • Continue to update centralized teen website • Build network of teens to distribute YEI information via MySpace and Facebook • Sponsor the 8 Work-Study Evanston Township High School students • Coordinate continued Workforce Development group meetings to develop city-based employment program 116 City of Evanston Health Department • Work with Community Relations Division to strengthen the curriculum for the Summer Youth Employment Program • Develop a plan to monitor performance and outcome measures for city-funded youth programs • Train youth to serve as EYC representatives at neighborhood group and city council subcommittee meetings • Train youth health ambassadors to do outreach for Teen Test Day • Develop anti-violence programming (peace walks, gun drive, etc) Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Number of dental clinic appointments provided 1,700 2,100 2,100 Number of preventive & restorative clinic visits 4,364 4,400 4,400 Number of children receiving clinic services 2,136 2,200 2,200 Number of sealants applied 605 650 650 Number of preventative screenings/exams given at schools 200 200 200 Number of dental health education programs/ participants 23/605 40/650 40/650 Number of licensed food establishments 385 385 385 Total number of food inspections performed 1,130 1,200 1,200 Temporary food inspections performed 140 150 150 Food complaints evaluated / inspected 100 100 100 Education Participants 507 1,625 2,000 Food establishment plans reviewed 30 42 45 Rat & Rodent complaints investigated 130 180 150 Number of Communicable Disease Investigations 250 248 250 Nuisance requests for service provided 225 240 240 Lead inspections performed 8 10 10 Persons screened for Prostate Specific Antigens (PSA) 150 N/A N/A Members on Youth Commission N/A N/A 7 Sponsor 18 Work-Study ETHS students 8 5 8 Youth Participating in Youth Council 13 15 18 Youth Participating in Youth Summit 35 70 100 Youth Health Outreach workers N/A N/A 30 Number of youth who attend the job fair 336 500 500 Number of youth hired 177 180 180 Persons participating in tobacco cessation activities 50 45 43 Number of families helped with HPRP funds N/A 10 25 Seasonal stall rentals 33 36 40 Grants administered 10 11 17 117 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2400 HEALTH AND HUMAN SERVICES 61010 REGULAR PAY 1,210,777 1,244,800 1,278,600 864,572 61013 PROGRAM ASSISTANTS 868 1,600 61050 PERMANENT PART‐TIME 215,809 232,700 175,048 197,300 61055 TEMPORARY EMPLOYEES 8,125 70,500 25,836 9,000 61060 SEASONAL EMPLOYEES 221,004 288,000 335,822 61062 SPECIAL EVENT SALARIES 3,240 61110 OVERTIME PAY 6,041 9,900 1,900 7,900 61210 LONGEVITY 8,699 9,400 3,300 7,055 61415 TERMINATION PAYOUTS 75,429 61420 ANNUAL SICK LEAVE PAYOUT 2,114 61430 OTHER PAYOUTS 7,416 61455 REGULAR SALARIES‐CHGBACKS 3,897 61510 HEALTH INSURANCE 203,400 195,700 195,700 167,633 61615 LIFE INSURANCE 2,200 2,300 2,300 1,900 61625 AUTO ALLOWANCE 4,278 8,100 5,000 5,000 61630 SHOE ALLOWANCE 650 500 390 400 61710 IMRF 104,066 130,100 152,547 102,982 61725 SOCIAL SECURITY 105,270 115,900 115,100 70,246 61730 MEDICARE 24,832 27,000 26,800 15,444 62185 OTHER CONSULTING SERVICES 95 5,500 750 2,000 62205 ADVERTISING 2,591 4,200 2,300 1,000 62210 PRINTING 7,623 17,900 10,800 7,400 62235 OFFICE EQUIPMENT MAINT 60 200 150 200 62245 OTHER EQMT MAINTENANCE 1,000 100 62275 POSTAGE CHARGEBACKS 5,451 6,600 6,650 3,100 62285 COURIER CHARGES 200 62295 TRAINING & TRAVEL 16,317 14,900 10,050 9,800 62305 RENTAL OF AUTO‐FLEET MAINTEN.21,119 23,800 21,700 11,941 62309 RENTAL OF AUTO REPLACEMENT 17,100 5,000 62335 DATA PROCESSING SERVIC 1,744 5,000 62340 COMPUTER LICENSE & SUPPORT 6,000 1,000 62355 LAUNDRY/OTHER CLEANING 29 62360 MEMBERSHIP DUES 1,391 5,700 4,500 5,200 62375 RENTALS 2,179 1,200 1,000 62380 COPY MACHINE CHARGES 14,716 10,300 12,750 9,100 62468 IL TOBACCO FREE COMM 3,764 25,000 14,500 21,900 62469 PROSTATE CANCER AWARENESS EXP 6,604 10,000 62470 TEEN PEER EDUCATOR 60,600 60,600 60,600 62471 VECTOR SURVEILLANCE EXP 5,459 20,500 22,500 22,500 62472 BEACH WATER TESTING EXP 8,500 14,110 8,500 62473 ENVIRONMENTAL HEATH EXP 4,900 4,900 4,900 62474 HEALTH PROTECTION EXP 76,200 44,300 60,500 62475 TEEN PARENT SERVICES 34,700 30,600 30,600 62476 CRI GRANT ‐EXPENSE (HHS)40,000 40,000 40,000 62477 PHEP GRANT‐EXPENSE (HHS)70,000 70,000 70,000 62490 OTHER PROGRAM COSTS 1,706 98,500 44,000 10,000 62491 COMUNTY INTRVENTION PROG COST 406 62494 HOME DAY CARE LICENSE EXPEN 500 150 200 62495 LICENSED PEST CONTROL SERVICES 44 1,500 62505 INSTRUCTOR SERVICES 1,500 1,500 1,500 1,500 62507 FIELD TRIPS 10,276 62513 COMMUNITY PICNIC‐SP EVENTS 8,000 16,000 62521 MEDICAL EQ MAINT AGREEMENTS 1,403 2,000 1,000 2,000 62605 OTHER CHARGES 11,087 600 6,064 4,900 118 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 62645 MICROFILMING 810 600 600 600 62695 COUPON PMTS‐CAB SUBSIDY 265,157 250,000 257,000 62735 INTERDEPT. OTHER CHARGES 3,000 930 62959 COLLABORATIVE SUPRTD HSNG PGM 5,163 8,800 8,800 2,384 64540 TELECOMMUNICATIONS ‐ WIRELESS 5,468 11,000 7,100 3,803 65010 BOOKS, PUBLICATIONS, MAPS 906 2,900 1,400 1,600 65020 CLOTHING 1,890 8,000 5,300 65025 FOOD 1,638 7,900 3,600 900 65040 JANITORIAL SUPPLIES 300 300 300 65045 LICENSING/REGULATORY SUPP 1,054 1,300 1,300 1,300 65050 BLDG MAINTENANCE MATERIAL 1,777 65075 MEDICAL & LAB SUPPLIES 13,507 20,500 20,000 15,500 65080 MERCHANDISE FOR RESALE 2,538 2,800 2,800 2,800 65085 MINOR EQUIPMENT & TOOLS 2,500 2,200 65090 SAFETY EQUIPMENT 297 2,100 1,800 900 65095 OFFICE SUPPLIES 6,788 11,100 10,600 8,500 65105 PHOTO/DRAFTING SUPPLIES 200 65110 RECREATION SUPPLIES 200 65125 OTHER COMMODITIES 200 1,000 230 65525 PAINT GRANTS 180,000 200,000 65555 PERSONAL COMPUTER EQUIPMENT (32) 65620 OFFICE MACH. & EQUIP.211 1,700 1,500 1,500 65625 FURNITURE, FIXTURE & EQUIPMENT 6,997 15,000 15,000 65630 LIBRARY BOOKS 114 66030 OTHER INSURANCE CHARGEBACKS 27,700 67010 CHILDCARE NETWORK OF EVANSTON 129,700 104,700 104,700 68,536 67015 PEER SERVICES 133,700 69,700 69,700 52,908 67030 FAMILY FOCUS 42,000 42,000 42,000 19,800 67040 LGL ASSIST FNDTN OF METRO CHGO 35,800 35,800 35,800 67045 Y.O.U.88,800 88,800 88,800 54,200 67050 COMMUNITY DEFENDER OFFICE 38,242 67065 HOUSING OPTIONS 25,400 67070 SHORE COMMUNITY SERVICES 50,400 50,400 50,400 35,348 67075 TRILOGY INC 7,200 67085 EVANSTON NORTH SHORE YWCA 4,900 67090 CHILD CARE CTR OF EVNSTON 18,200 67105 YOUTH JOB CENTER 5,400 67110 CONNECTIONS FOR THE HOMELESS 83,665 58,700 57,287 3,484 67111 YWCA 9,131 9,100 6,687 67113 HARBOUR INC.6,687 67115 INTERFAITH HOMELESS SERVICES 12,405 6,100 10,630 67125 INFANT WELFARE SOCIETY 120,600 95,600 95,600 89,040 67140 NORTH SHORE SENIOR SERVIC 39,300 14,300 14,300 67145 METROPOLITAN FAMILY SERVI 95,300 70,300 70,300 59,300 67155 THRESHOLDS 9,800 67160 CENTER FOR INDEPENDENT FUTURES 8,983 67165 FRESH START 6,131 6,100 4,500 2400 HEALTH AND HUMAN SERVICES 3,603,217 4,084,500 3,960,038 2,307,906 Note: In FY 10‐11, citywide re‐organizations resulted in the Health and Human Services Department changing to the Health Department. All community service actitivites related to youth and the aging population are now budgeted in the Parks/Recreation & Community Services Department. Actitivies related to homeless services and the summer youth are now included in the Community & Economic Development Department. Please note that prior year data reflects the budget and estimate before operational changes. 119 This page was intentionally left blank. 120 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, Transportation & 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 2010-2011 Position FTE Director of Public Works Full-Time Regular Director, Public Works 1.00 Full-Time Regular Exec 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 Director of Transportation/City Eng. 1.00 2620 Total 1.00 Engineering Full-Time Regular Civil Engineer II 2.00 Full-Time Regular Civil Engineer III 1.00 Full-Time Regular Engineering Associate II 3.00 Full-Time Regular Civil Engineer I 1.00 Full-Time Regular Senior Engineer 1.00 2625 Total 8.00 Traffic Engineering Full-Time Regular Civil Engineer II 2.00 Full-Time Regular Senior Traffic Engineer 2.00 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 Full-Time Regular Exec Secretary (non-Dept. Head) 1.00 Full-Time Regular Public Works Supervisor 3.00 121 City of Evanston Public Works Department Employee Status Description Job Type Description 2010-2011 Position FTE 2665 Total 6.00 Street and Alley Maintenance Full-Time Regular Equipment Operator II 6.00 Full-Time Regular Equipment Operator III 3.00 Full-Time Regular Public Works Crew Leader 2.00 Full-Time Regular Public Works Maint. Worker II 3.00 Full-Time Regular Public Works Maint. Worker III 3.00 2670 Total 17.00 Street Cleaning Full-Time Regular Equipment Operator II 4.00 Full-Time Regular Public Works Maint. Worker II 1.00 2675 Total 5.00 Refuse Collection and Disposal Full-Time Regular Equipment Operator II 10.00 Part-Time Regular Recycling Attendant 0.75 2685 Total 10.75 Yard Waste Collection Full-Time Regular Equipment Operator II 2.00 2695 Total 2.00 Public Works Total 62.25 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimate 2010-2011 Budget Adopted Expenditures: 2605 – Director of Public Works 276,910 247,800 160,040 224,055 2606 – Sustainability Grant* 0 82,600 77,100 0 2610 – Municipal Service Center 442,913 426,900 413,390 412,835 2620 – EDOT Administration 154,535 153,500 151,969 160,748 2625 – Engineering 752,600 853,100 833,888 829,940 2630 – Traffic Engineering 552,027 546,500 537,974 551,315 2635 – Traffic Signs** 331,618 345,400 335,890 0 2640 – Traffic Sig. & St. Lt. Maint. 783,290 846,100 837,620 837,278 2645 – Pkg. Enfor. & Tkt. Process*** 1,182,871 1,267,800 1,252,767 0 2650 – School Crossing Guards*** 336,881 389,900 353,100 0 2665 – Streets and Sanitation 666,891 697,300 693,720 1,324,625 2670 – Street & Alley Maintenance 1,805,914 1,996,000 1,908,707 2,322,760 2675 – Street Cleaning 768,311 898,600 755,870 731,875 2680 – Snow & Ice Control 1,533,128 780,200 888,100 859,769 2685 – Refuse Collection & Disposal 3,067,713 3,357,400 3,170,611 3,226,355 2690 – Residential Recycling Collect. 953,429 968,500 961,500 947,200 2695 – Yard Waste Collection 533,370 407,700 371,960 470,368 2697- Facilities Administration 584,210 0 0 0 2699 – Construction & Repair 1,590,966 0 0 0 Total Expenditures: $16,317,577 $14,265,300 $13,704,206 $12,899,123 122 City of Evanston Public Works Department 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimate 2010-2011 Budget Adopted Revenues: 52530 – Boot Release Fee 25,896 87,500 68,000 68,000 52505 – Parking Ticket Fines 3,567,227 3,400,000 3,400,000 3,500,000 52131 – Visitor Parking Permits 13,488 14,300 14,300 14,300 52130 – Resident Parking Permits 131,244 155,000 150,000 150,000 52126 – ROW Permits 179,648 150,000 160,000 160,000 53605 – Sanitation Service Charge 1,538,430 1,692,400 1,600,000 2,192,400 53610 – Sanitation Svc. Chg. Penalty 23,878 15,000 20,000 20,000 53615 – Special Pickup Fees 89,854 80,000 90,000 80,000 53650 – State Highway Maintenance 59,910 90,000 55,000 75,400 56155 – Trash Cart Sales 26,012 30,000 25,000 30,000 Total Revenues: $5,655,587 $5,714,200 $5,582,300 $6,290,100 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 is moving back to the City Manager’s Office in the FY 10-11 budget. **For FY2010-2011, 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. Performance Report on FY 2009-2010 Major Program Objectives Public Works staff continued to produce results and deliver services at a high level. Street resurfacing (including work associated with water main replacement and sewer work) was completed on time and within budget. Numerous initiatives in Streets and Sanitation were implemented on time and within budget, such as the conversion of the recycling containers from 18-gallon bins to larger capacity wheeled carts. The Department received two recycling grants from the Illinois Department of Commerce and Economic to offset the cost of the cart conversion. The year one report on the status of the Municipal Solid Waste Franchise (MSWF) was completed. Over 90 percent of businesses experienced a reduction in cost for their refuse service and recycling increased among business and multi-family dwellings. 2010-2011 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 • Improve employee and fiscal accountability by expanding City Works management program to cover Street maintenance activities • Initiate Bridge Street Bridge Design 123 City of Evanston Public Works Department • Develop a citywide pedestrian safety plan that encompasses engineering, education and enforcement • Implement a comprehensive recycling program for business/commercial districts and major parks • Initiate construction of Sheridan Road between Burnham Place and Chicago Avenue • Complete a comprehensive Fleet Maintenance Plan Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Meetings / Hearings of Board of Local Improvements 15 18 10 Parking Committee meetings 10 10 10 Federal and State Grant Funding Secured * $2,025,000 $1,830,000 $1,440,000 Preparation of plans, specification and cost estimate for roadway resurfacing projects Street improvement on 14 streets Street improvement on 16 streets Street improvement work on 14 streets MFT & CIP Street Resurfacing Projects 4.85 miles 6.0 miles 5.0 miles Preparation of bid documents for 50/50 sidewalk and block curb program 160 locations & 800 feet 215 sidewalk locations & 8100 feet of new curb/ sidewalk 200 sidewalk locations & 8000 feet of new curb/sidewalk Preparation of bid documents for Parking Lot Improvements 1 2 1 Preparation of bid documents for ADA Ramps program 40 62 110 Private development review 165 145 180 Design & preparation of bid documents for Alley Paving Program 7 5 3 Sheridan Road Rehabilitation Project South Blvd. to Main St. Burnham to Chicago Sheridan Road Traffic Signal Design 8 signals Miles of streets plowed/season 2250 3257 2000 Miles of streets salted/season 1000 1257 700 Tons of salt used/season 8500 7000 6500 124 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2600 PUBLIC WORKS 61010 REGULAR PAY 5,943,791 4,986,500 4,627,200 3,813,157 61050 PERMANENT PART‐TIME 387,261 82,700 66,000 52,300 61055 TEMPORARY EMPLOYEES 10,336 6,200 6,100 2,000 61060 SEASONAL EMPLOYEES 162,384 512,600 459,000 153,000 61062 SPECIAL EVENT SALARIES 4,201 61110 OVERTIME PAY 777,262 491,100 470,250 433,500 61114 SNOW OT 7,068 61210 LONGEVITY 98,360 75,600 75,939 64,000 61410 SHIFT DIFFERENTIAL 17,888 4,034 4,600 61415 TERMINATION PAYOUTS 147,667 61420 ANNUAL SICK LEAVE PAYOUT 13,336 61430 OTHER PAYOUTS 473 61510 HEALTH INSURANCE 960,400 861,700 861,700 721,828 61615 LIFE INSURANCE 10,900 8,900 8,900 7,100 61625 AUTO ALLOWANCE 10,525 10,400 10,400 11,000 61630 SHOE ALLOWANCE 12,780 10,500 10,125 8,540 61710 IMRF 528,838 470,000 444,900 519,721 61725 SOCIAL SECURITY 450,104 385,800 366,230 302,659 61730 MEDICARE 106,114 90,100 85,600 67,670 62185 OTHER CONSULTING SERVICES 1,288 62205 ADVERTISING 1,175 1,000 800 62210 PRINTING 18,810 31,100 37,550 35,500 62225 BLDG MAINTENANCE SERVICES 108,899 2,000 1,200 1,800 62235 OFFICE EQUIPMENT MAINT 3,413 6,700 4,600 5,600 62240 AUTOMOTIVE EQMP MAINT 310 62245 OTHER EQMT MAINTENANCE 27,803 7,900 4,650 7,400 62275 POSTAGE CHARGEBACKS 2,806 2,800 2,400 2,500 62280 OVERNIGHT MAIL CHARGES 139 300 150 300 62295 TRAINING & TRAVEL 18,178 17,800 10,806 16,100 62305 RENTAL OF AUTO‐FLEET MAINTEN. 1,647,092 1,728,500 1,728,500 921,086 62309 RENTAL OF AUTO REPLACEMENT 521,700 62355 LAUNDRY/OTHER CLEANING 379 62360 MEMBERSHIP DUES 4,410 5,200 4,121 4,900 62375 RENTALS 5,500 6,000 4,000 12,700 62376 2603 SHERIDAN RENTALS EXPENSE 2,956 62380 COPY MACHINE CHARGES 2,456 3,400 3,400 7,700 62390 CONDOMINIUM REFUSE COLL.487,080 500,000 500,000 550,000 62405 SWANCC DISPOSAL FEES 993,093 1,084,200 960,000 1,080,000 62415 DEBRIS/REMOVAL CONTRACTUAL CO 964,309 1,054,500 1,024,500 1,214,500 62425 ELEVATOR CONTRACT COSTS 4,229 6,000 5,000 5,000 62430 CUSTODIAL CONTRACT SERVICES 22,389 26,000 24,000 25,000 62440 OVERHEAD DOOR CONTRACT COSTS 14,807 15,000 14,000 14,000 62446 ROOF REPAIR CONTRACTUAL SVCS 523 1,000 5,000 1,000 62451 TOWING AND BOOTING CONTRACTS 134,615 129,000 129,000 90,000 62509 SERVICE AGREEMENTS/CONTRACTS 37,935 25,000 19,500 75,000 62518 SECURITY/ALARM CONTRACTS 4,106 4,000 4,500 4,000 62605 OTHER CHARGES 77 64005 ELECTRICITY 30,897 6,500 3,500 5,000 64006 STREET LIGHT ELECTRICITY 142,442 231,400 231,400 211,400 64007 TRAFFIC LIGHT ELECTRICITY 110,280 110,500 110,500 110,500 64008 FESTIVAL LIGHTING 10,000 8,500 8,500 125 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 64015 NATURAL GAS 218,377 115,000 115,000 115,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 71,530 53,600 47,440 33,555 64545 PERSONAL COMPUTER SOFTWARE 6,000 6,000 65005 AGRI/BOTANICAL SUPPLIES 3,000 1,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 1,402 2,700 1,675 1,900 65015 CHEMICALS 650,341 350,300 500,150 400,200 65020 CLOTHING 54,628 54,200 49,025 45,400 65025 FOOD 827 300 300 300 65040 JANITORIAL SUPPLIES 25,589 5,500 25,000 5,500 65045 LICENSING/REGULATORY SUPP 5,223 9,000 5,000 65050 BLDG MAINTENANCE MATERIAL 86,047 15,000 7,000 12,000 65055 MATER. TO MAINT. IMP.257,223 138,000 135,850 122,600 65060 MATER. TO MAINT. AUTOS 21 65070 OFFICE/OTHER EQT MTN MATL 54,138 45,000 37,000 40,000 65075 MEDICAL & LAB SUPPLIES 115 65085 MINOR EQUIPMENT & TOOLS 21,575 24,600 20,400 22,800 65090 SAFETY EQUIPMENT 7,139 9,800 6,201 7,900 65095 OFFICE SUPPLIES 13,928 8,000 7,010 6,600 65105 PHOTO/DRAFTING SUPPLIES 900 900 900 65115 TRAFFIC CONTROL SUPPLIES 58,954 49,000 40,000 44,000 65125 OTHER COMMODITIES 10,386 4,500 1,000 1,200 65503 FURNITURE/FIXTURES/EQUIP 504 65515 OTHER IMPROVEMENTS 14,760 12,000 8,500 10,000 65620 OFFICE MACH. & EQUIP.1,832 1,000 300 1,000 65625 FURNITURE, FIXTURE & EQUIPMENT 266,124 270,000 262,800 207,500 66030 OTHER INSURANCE CHARGEBACKS 618,000 68205 CONTINGENCIES 1,207 68310 DEBT SERVC OTHER AGENCIES 54,831 80,000 95,000 100,000 2600 PUBLIC WORKS 16,317,577 14,265,300 13,704,206 12,899,123 Note: In FY 10‐11, citywide re‐organizations resulted in moving parking operations to the newly created Administrative Services Department. Please note that prior year data reflects the budget and estimate before operational changes. 126 City of Evanston Library Department 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 2010-2011 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 Library Aide I 0.81 Part-time Regular Shelver 0.40 2805 Total 8.38 Adult Services Full-Time Regular Librarian I 7.85 Full-Time Regular Virtual Services Librarian 1.00 Full-Time Regular Administrative Librarian 1.00 Part-time Regular Library Clerk 2.08 Part-time Regular Library Aide I 0.35 Part-time Regular Readers’ Advisor 4.03 2806 Total 16.31 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 5.81 Part-time Regular Library Technical Aide 0.53 Part-time Regular Security Monitor 1.17 Part-time Regular Shelver 4.25 2820 Total 14.76 North Branch Part-time Regular Librarian II 1.00 Part-time Regular Library Aide I 0.33 Part-time Regular Branch Assistant 1.31 2825 Total 2.64 South Branch Part-time Regular Library Aide I 0.19 Part-time Regular Branch Assistant 1.20 2830 Total 1.39 Technical Services Full-Time Regular Clerk Typist II 1.00 Full-Time Regular Librarian I 0.53 127 City of Evanston Library Department Employee Status Description Job Type Description 2010-2011 Position FTE Full-Time Regular Librarian III 1.00 Part-time Regular Library Assistant 1.00 Part-time Regular Library Clerk 2.08 2835 Total 5.61 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 Full-Time Regular Community Relations Coordinator 1.00 Part-time Regular Administrative Assistant 0.51 2845 Total 5.04 Library Total 57.13 Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 2805 – Children’s Services 589,528 577,500 595,008 585,426 2806 – Adult Services 0 1,622,000 1,460,205 1,466,647 2810 – Readers’ Services 739,341 0 0 0 2815 – Reference & Periodicals 823,067 0 0 0 2820 – Circulation 620,164 618,600 557,348 595,343 2825 – North Branch 169,417 179,600 155,448 87,655 2830 – South Branch 208,990 219,600 222,456 61,459 2835 – Technical Services 800,129 799,900 819,155 473,701 2840 – Maintenance 509,386 491,100 506,115 446,199 2845 - Administration 443,751 503,800 550,254 501,442 Total Expenditures: $4,903,773 $5,012,100 $4,865,989 $4,217,872 Revenues: 57515 – Library Material Replacement 16,056 21,000 13,800 17,000 57535 – Copy Machine Charges 24,101 35,000 28,300 25,000 52610 – Library Fines & Fees 193,081 194,000 195,000 195,000 57540 – Meeting Room Fees 10,858 7,500 9,800 11,500 57525 – Miscellaneous Revenue 1,604 1,500 2,800 2,800 57550 – Multimedia Collection 0 0 0 0 57510 – Non-resident Cards 2,500 3,200 1,800 1,800 57545 – North Branch Rental Income 32,112 0 33,400 34,700 51615 – Personal Property Repl. Tax 00 0 0 50,200 57520 – Reserves on Library Materials 9,199 0 0 0 55245 – State Per Capita Grant 44,941 89,900 75,444 75,400 57505 – Video Rentals 39,205 32,000 39,400 39,400 Total Revenues: $373,657 $384,100 $399,744 $452,800 128 City of Evanston Library Department Notes for Financial Summary The branch libraries are funded for 6 months in the FY 10-11 budget. Performance Report on FY 2009-2010 Major Program Objectives • The Library completed an initial customer survey tabulation to establish baseline information regarding services and use as a first step in defining strategic direction. • Staff began the planning and design phase for branch renovations, but the project was put on hold. • Once the branch renovation project was put on hold, so was the capital campaign to help fund the renovations. • Staff developed a centralized statistics reporting system; and a staff member wrote a program that is ready for implementation with FY 2010-11. • Staff investigated and implemented several technology applications to gain efficiencies. SVA is an automated phone call out system that notifies customers of items on hold, thus saving staff time, paper and postage costs. PC Reservation provides self-service sign-ups for public access computers; manages the print functions, including laptops on the wireless network; uses our library cards as a cash card for payment of printing. 2010-2011 Department Initiatives • The Library will focus on four specific areas moving forward—facilities, technology, collections, staffing. • Reorganize the technical services functions to gain efficiencies by purchasing the majority of books shelf-ready (cataloged and processed) from vendors. • Increase the level of community outreach by collaborating with other city departments and community agencies to provide library services and enhance awareness of the myriad informational resources available. • Review the space needs and allocation of the main Library to ensure responsible upkeep and maintenance as well as enhanced use of the space for 21st century library service. • Identify technology applications to streamline processes in circulation, interlibrary loan and support services as well as identifying additional ways to utilize technology for customer service and communication. • Update the collection development plan to help ensure a strong and vibrant collection. Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Children’s Programs & Attendance 679 / 21,391 701/22,139 700 / 22,800 Participants in the Summer Reading Program 1,958 2,273 2,400 Teen Programs & Attendance 100 / 2,409 175 / 1,514 150 / 2,400 Adult Programs & Attendance 110 / 1,785 246 / 3,335 240 / 3,200 Reference and directional questions answered 292,065 264,680 245,000 Patrons using Internet in-house 61,577 87,382 89,000 Items checked out 948,224 1,000,000 1,020,000 Library visitors 622,563 1,011,064 1,015,000 Public meeting rooms use/bookings NA 4,008 NA Library donors 691 705 725 129 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 2800 LIBRARY DEPARTMENT 61010 REGULAR PAY 1,615,269 1,921,800 1,648,480 1,495,551 61012 LIBRARY SUBSTITUTES 66,538 30,800 64,290 30,300 61050 PERMANENT PART‐TIME 1,305,343 1,061,500 1,335,014 1,032,813 61055 TEMPORARY EMPLOYEES 11,850 12,200 5,500 4,600 61060 SEASONAL EMPLOYEES 983 61110 OVERTIME PAY 8,593 5,800 7,165 5,000 61210 LONGEVITY 40,427 38,000 43,895 31,328 61410 SHIFT DIFFERENTIAL 1,874 61415 TERMINATION PAYOUTS 37,701 61420 ANNUAL SICK LEAVE PAYOUT 9,406 61510 HEALTH INSURANCE 277,500 359,600 359,600 294,270 61615 LIFE INSURANCE 3,200 3,200 3,200 3,100 61625 AUTO ALLOWANCE 2,054 1,900 1,900 1,900 61630 SHOE ALLOWANCE 520 500 500 370 61710 IMRF 205,655 259,800 206,666 176,433 61725 SOCIAL SECURITY 189,152 196,300 188,980 165,355 61730 MEDICARE 44,237 45,900 43,999 36,787 62210 PRINTING 3,153 2,200 2,000 1,500 62220 BINDING 2,890 3,600 1,800 1,300 62225 BLDG MAINTENANCE SERVICES 170,713 165,900 150,900 150,000 62235 OFFICE EQUIPMENT MAINT 6,916 8,300 5,000 7,600 62245 OTHER EQMT MAINTENANCE 4,316 1,100 3,500 1,000 62275 POSTAGE CHARGEBACKS 13,170 23,000 12,000 17,000 62295 TRAINING & TRAVEL 5,205 6,000 4,000 5,000 62305 RENTAL OF AUTO‐FLEET MAINTEN.6,566 7,400 7,400 2,511 62309 RENTAL OF AUTO REPLACEMENT 1,700 62315 POSTAGE 1,142 3,500 8,000 3,500 62340 COMPUTER LICENSE & SUPPORT 211,201 165,500 170,600 214,400 62360 MEMBERSHIP DUES (1,675)500 500 500 62375 RENTALS 79,036 78,400 76,200 22,500 62380 COPY MACHINE CHARGES 19,500 64005 ELECTRICITY 12 64015 NATURAL GAS 47,027 30,300 30,300 34,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 561 700 700 592 65040 JANITORIAL SUPPLIES 11,766 10,600 9,000 10,700 65050 BLDG MAINTENANCE MATERIAL 11,789 12,000 12,000 13,300 65085 MINOR EQUIPMENT & TOOLS 161 300 300 300 65095 OFFICE SUPPLIES 16,763 19,500 18,000 18,400 65100 LIBRARY SUPPLIES 41,207 45,900 38,000 39,100 65110 RECREATION SUPPLIES 6 65125 OTHER COMMODITIES 862 65630 LIBRARY BOOKS 317,307 341,900 291,000 284,400 65635 PERIODICALS 74,330 89,200 65,600 30,500 65640 AUDIO RECORDINGS 39,797 8,000 500 65641 AUDIO VISUAL COLLECTIONS 43,000 49,500 54,000 65645 MULTIMEDIA COLLECTION 1,510 65650 VISUAL MEDIA COLLECTION 18,603 8,000 66030 OTHER INSURANCE CHARGEBACKS 5,900 2800 LIBRARY DEPARTMENT 4,903,774 5,012,100 4,865,989 4,217,872 130 City of Evanston Parks, Recreation and Community Services Description of Major Activities: Mission Statement 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 2010-2011 Position FTE Management and General Support Full-Time Regular Director, Parks, Recreation & Community Services 1.00 Full-Time Regular Exec 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 Part-Time Regular Public Information Assistant 0.75 3015 Total 1.75 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 1.30 3030 Total 8.40 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 PT Custodian 1.25 3035 Total 5.00 Fleetwood-Jourdain Community Center Full-Time Regular Clerk II 1.50 131 City of Evanston Parks, Recreation and Community Services Employee Status Description Job Type Description 2010-2011 Position FTE 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 PT Custodian 0.50 3040 Total 6.00 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 1.03 Part-Time Regular Secretary II 0.50 Part-Time Regular PT Custodian 1.90 3055 Total 9.05 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 1.25 Part-time Regular Facilities Supervisor 1.20 Part-time Regular PT Custodian 0.50 3095 Total 7.65 Sports Leagues Part-time Regular Lakefront Sports Coordinator 0.05 3100 Total 0.05 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 0.75 132 City of Evanston Parks, Recreation and Community Services Employee Status Description Job Type Description 2010-2011 Position FTE Full-Time Regular Lakefront Sports Coordinator 0.25 3130 Total 2.00 Bus Program Part-time Regular PT Bus Driver 0.75 3140 Total 0.75 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 1.30 3150 Total 1.75 Community Relations Full-Time Regular Inclusion Specialist 1.00 Full-Time Regular Health Program Coordinator 1.00 3205 Total 2.00 Commission of Aging Full-Time Regular Community Health Manager 1.00 Part- Time Regular Secretary II 0.50 3210 Total 1.50 Youth Engagement Full-Time Regular Youth Coordinator 1.00 3215 Total 1.00 Parks and Forestry General Support Full-Time Regular Landscape Arch/Project Mgr 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 8.00 3515 Total 9.50 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 2.25 133 City of Evanston Parks, Recreation and Community Services Employee Status Description Job Type Description 2010-2011 Position FTE 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 0.30 Part-time Regular PT Custodian 0.55 3605 Total 4.05 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 Full-Time Regular Recreation Program Manager 0.15 Part-time Regular Facilities Supervisor 0.95 Part-time Regular PT Custodian 1.75 3710 Total 4.25 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 Superintendent, Fac. Mgt. 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 Construction & Repair Full-Time Regular Construction Manager 1.00 Full-Time Regular Facilities Mgmt Supervisor 1.00 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 128.65 134 City of Evanston Recreation and Community Services Division Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 3005 – Mgmt. & General Support 366,928 363,100 329,834 369,018 3010 – Business & Fiscal Mgmt. 333,275 358,100 367,760 339,002 3015 – Marketing Services 226,410 258,900 257,000 252,876 3020 – Recreation General Support 205,878 223,000 220,200 367,177 3025 – Park Utilities 85,214 75,100 81,000 80,500 3030 – Robert Crown Center 714,395 754,200 747,361 713,120 3035 – Chandler-Newberger Center 759,736 846,000 805,400 691,239 3040 – Fleetwood-Jourdain Center 818,827 811,900 762,185 742,686 3045 – Fleetwood-Jourdain Theatre 127,816 154,700 119,428 128,838 3050 – Outreach Programs 201,461 247,300 221,420 216,134 3055 – Levy Senior Center 906,349 988,400 972,414 897,441 3065 – Church Street Boat Ramp 69,437 62,500 56,624 50,110 3075 – Dempster Street Facility 11,585 13,700 10,807 12,295 3080 – Beaches 535,896 513,800 488,968 489,486 3085 – Rec. Facility Maintenance 607,919 648,200 641,800 754,932 3095 – Robert Crown Ice Center 1,157,897 1,210,000 1,152,840 1,166,887 3100 – Sports Leagues 65,160 53,500 34,367 39,429 3105 – Aquatic Camp 81,573 88,500 93,600 91,031 3110 – Tennis 102,978 102,500 113,175 106,285 3130 – Special Recreation 384,878 387,300 383,116 391,709 3140 – Bus Program 46,421 51,100 45,401 50,150 3150 – Park Service Unit 91,121 109,800 106,925 114,967 3155 – Youth Golf Program 22,401 21,500 21,500 19,700 3205 – Community Services* 0 0 0 469,373 3210 – Commission on Aging* 0 0 0 152,465 3215 – Youth Engagement Division* 0 0 0 114,397 Total Expenditures: $7,923,555 $8,343,100 $8,033,125 $8,821,247 * FY 2010/11, the Community Services division budget was transferred to the Parks, Recreation and Community Services Department. As a result of the transfer, the division’s budget increased by $736,235 respectively. 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Revenues: Advertising 30,105 32,500 30,000 32,500 Aquatic Camp 174,695 175,600 189,300 182,200 Beaches 594,201 568,500 581,400 590,800 Bus Program 7,421 28,500 15,000 28,500 Chandler-Newberger Center 532,541 532,600 498,700 500,300 Church Street Boat Ramp 100,669 106,100 88,800 96,400 Commission on Aging** 0 0 0 37,000 Dempster Street Facility 74,116 75,700 74,800 80,200 Farmers’ Market* 0 0 0 28,700 Fleetwood-Jourdain Center 198,346 286,300 201,000 246,200 Fleetwood-Jourdain Theater 18,212 15,400 6,000 7,500 Levy Center 398,350 409,000 409,000 412,700 Outreach Program 94,648 80,500 108,000 90,000 Pooch Park 16,383 5,000 9,600 5,000 Recreation Maintenance 0 0 0 39,300 Robert Crown Community Center 251,529 277,200 263,008 277,300 Robert Crown Ice Center 957,081 1,002,300 930,000 1,009,500 Special Events 34,639 40,000 35,000 40,000 Special Recreation 63,294 70,000 64,033 87,000 135 City of Evanston Recreation and Community Services Division 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Sports Leagues 34,790 40,800 37,953 46,200 Tennis 117,259 104,200 121,000 115,000 Youth Golf 34,212 25,400 30,500 25,700 Total Revenues: $3,732,491 $3,875,600 $3,693,094 $3,978,000 Performance Report on Recreation Division FY 2009-2010 Major Program Objectives • Robert Crown Center increased participation in the ice-dancing program by adding an additional hour of practice time (adding a 6:40-7:40pm time slot on Sundays added 10 more ice dancers/week). • Robert Crown Community Center completed the licensing process for Creative Play Preschool as well as After- School Adventure Program; both programs were expanded to complement each other in terms of quality and quantity of services offered. • All new bus drivers have completed the background check and fingerprinting, undergone a physical (including TB test and statement of general health), provided three letters of recommendation and applied for clearance through the DCFS and the Department of Transportation. • The beach volleyball program expanded; two more afternoon youth beach volleyball summer camps were held. • A Community Tennis Block Party was held at James Park on May 30, 2009. There were 80 participants at the event, which was funded by two separate grants totaling $1,500. • Summer golf camps were restructured and two separate youth golf house leagues were held. • Staff continued to collaborate with similar agencies to provide educational and program experiences for Evanston seniors. Agencies included King Home, Senior Action Services, Arthritis Foundation, Mather Lifeways, Three Crowns Park, Care in the Home Health Services, Sonus Hearing Care Professionals and St. Francis Nursing and Rehab. • A fundraiser for Special Olympics was held in conjunction with the Evanston Police Dept. in Summer 2009. The funds were used as an extra scholarship source for low-income participants. • The Park Ranger summer weekend schedule was adjusted so a ranger was scheduled to conduct a routine inspection of all parks to look for graffiti and other damage. • The lifeguard task manuals were further developed and included in the Lakefront Manual. This expanded information also was included in all pre-season training. Note: task manuals are step-by-step emergency action plans, including distressed swimmer rescue, CPR and missing person search. • The Mason Park Middle School Council was established in 2009. 2010-2011 Recreation and Community Services Division Initiatives • Staff will work with the City Council to implement the outcome from the Request for Information and Qualifications (RFI&Q) from interested companies to design, build, finance and operate any one of the four components related to the reconstruction of the Robert Crown Center. • Merge “Arts and Recreation” magazine with the City’s Highlights newsletter into one quarterly publication mailed to Evanston households, by May 2010. • Continue 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. • Organize and recruit teams for the new 16” men’s softball league to be played on Sunday nights at Crown Park, by April 2010. • By May 2010, collaborate 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. • Upgrade the RecTrac registration system to version 10.2, train staff and implement its use by April 1, 2010. • Investigate the opportunity to rent windsurfing boards by June 2010. • Develop an informational brochure listing volunteer opportunities in the Department by October 2010. • Implement the background check program for the Department’s program volunteers by July 2010. • By August 2010, promote the sale of the extra boat racks made available by the construction of the new storage facility. • Develop and promote a “green market” concept for the 2011 Farmer’s Market season by February 2011. • Co-host a two-day celebration to commemorate the 20th anniversary of the Americans with Disabilities Act with the Village of Skokie and the Commission on Aging’s Disability Committee, by July 2010. 136 City of Evanston Recreation and Community Services Division Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected In-house training seminars (registration system, payroll, cash handling and budget preparation) 32 27 40 Scholarships granted (funds not collected) $130,000 $137,900 $140,000 Beach tokens sales to Evanston residents 16,747 16,880 16,693 Number of meals served (Summer Food program) 35,000 37,800 42,000 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 17,300 Number of vendors at the Farmers’ Market N/A 34 34 # staff trained and certified in Am. Red Cross CPR/AED 47 47 90 Total participants in all Special Recreation programs 750 785 795 137 City of Evanston Parks/Forestry Division Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 3505 – General Support 341,906 350,800 333,610 470,034 3510 – Horticultural Maintenance 1,505,741 1,640,800 1,568,600 1,500,827 3515 – Parkway Tree Maintenance 873,380 981,800 947,200 946,909 3520 – Dutch Elm Disease Control 741,006 733,100 719,400 770,429 3525 – Tree Planting 393,352 393,200 379,660 415,302 3530 – Private Elm Tree Insurance 0 0 (26,550) 50,000 3535 – Dutch Elm Inoculation Program 394,478 227,000 217,000 160,000 Total Expenditures: $4,249,863 $4,326,700 $4,138,920 $4,313,501 Revenues: Private Elm Insurance 0 0 0 50,000 Total: $0 $0 0 $50,000 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 in late 2009, and the facility will be open in time for the 2010 beach season. • As park redevelopments are designed and constructed, the use of native, low maintenance perennials have been incorporated at nearly every site, with very positive feedback from residents. Additionally, the use of recycled materials is also integrated whenever and wherever possible to align with the City’s sustainability policies in the Strategic Plan. Staff will continue to incorporate these types of features as further park redevelopment projects are undertaken. • Staff joined 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. Division staff assisted in the release of 350 parasitic wasps in an area known to be infested with the insect, and future surveilance of the area will take place in 2010 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. These additional public ash removals became a top priority once they were identified, and this resulted in a significant reduction in the number of other parkway trees being trimmed. • New parkway tree plantings remained at nearly 700 in 2009, 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 remained nearly unchanged 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 sharply from 20 in 2008 to 10 in 2009. • All parkway elms that measured between 26" and 29" in diameter during the inventory conducted in 2005 were re-measured again in 2009. This helped to determine that 38 additional elms qualified for injections in 2009 as “Signature” elms that are 30" in diameter or larger. The injection program continues to reduce the number of elms lost due to DED. The results this year are very encouraging, 138 City of Evanston Parks/Forestry Division 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 1.61% in 2009. 2010-2011 Division Initiatives • Continue to work closely with all state and federal agencies involved with the control of the Emerald Ash Borer. 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 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 planting sites have a tree. Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Mowing rotation in days 4.5 days 5 days 5 days Parkway trees trimmed by City crews 3,550 750 1,000 EAB infected ash trees removed 329 271 300 Total number of parkway elms removed due to DED 32 47 43 Percentage of parkway elms actually removed 1.08%1.61% 1.50% Total number of other trees removed 318 142 150 Total number of new park & parkway trees planted 805 693 724 Percentage of parkway trees replaced within one year 30%53% 70% Elm trees covered under private insurance program 412 389 403 Percentage of injected elms contracting DED 0.85%1.09% 1.00% Percentage of trees that are removed by the City and replaced within one year (data source: Division tracking) 30%53% 70% 139 City of Evanston Ecology Center Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 3605 – Ecology Center 365,746 358,200 330,100 343,015 3610 – Eco-Quest Day Camp 99,875 122,000 101,158 120,889 Total Expenditures: $465,621 $480,200 $431,258 $463,904 Revenues: Ecology Center 58,393 88,300 71,450 112,700 Ecology Summer Camps 209,947 201,000 222,000 237,800 Total Revenues: $268,340 $289,300 $293,450 $350,500 Performance Report on FY 2009-2010 Major Program Objectives • In December 2009, the Ecology Center staff met with Evanston Environmental Association (EEA) to plan the activities centered on the 100th anniversary of the opening of the North Shore Channel. • In May 2009, the EEA recruited a volunteer to create a Web site for the Evanston Green Living Festival, which was held in October. The site linked to the City of Evanston site and was one of the best marketing tools for the promotion of sustainable practices and businesses. • In June, July and August 2009, Ecology staff worked with Evanston youth on a summer program that helped middle school students use science experiments to evaluate the health of the North Shore Channel. • In July and August 2009, 330 campers from Ecology and Fleetwood-Jourdain camps participated in the Carbon Footprint program. The Archer Patterson Foundation funded the curriculum development and staff cost to hire instructors ($1,000.00). FY 2010-2011 Objectives • Throughout the fiscal year, continue developing the five-year plan for the Elizabeth Archer Patterson Environmental Outreach project. Staff also will continue implementing the plan by June 2010. • By November 2010, work with City staff and community groups to promote programs and events, such as the Evanston Green Living Festival and the 100th anniversary of the North Shore Channel, in order to promote ideas and initiatives for a sustainable future for Evanston. • No later than June 2010, develop and launch EcoTravelers, a new camp 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. • Continue 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 no later than September 2010. Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Seasonal garden plots rented 210 210 216 Youth participating in Ecology Center programs 3,000 3,000 3,000 Environmental program attendance 3,700 4,500 4,800 Annual volunteer hours served 3,200 5,000 5,000 Youth enrolled in camp programs 685 740 750 140 City of Evanston Cultural Arts Division Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 3700 – Arts Council 78,456 130,600 123,884 93,699 3710 – Noyes Cultural Arts Center 371,179 303,200 297,846 294,310 3720 – Cultural Arts Programs 460,075 542,900 521,234 465,215 Total Expenditures: $909,710 $976,700 $942,964 $853,224 Revenues: Cultural Arts Programs 317,983 315,500 347,456 345,800 Noyes Center Revenues 308,059 324,000 306,780 332,300 Illinois Arts Council Re-granting 12,800 12,800 12,800 8,300 Total Revenues: $638,842 $652,300 $667,036 $686,400 Performance Report on FY 2009-2010 Major Program Objectives • The Starlight Concert Series featured 16 concerts presented at Dawes, James, Twiggs and Harbert Parks. Nationally-prominent performers were featured, with a special focus on artists with ties to Evanston; one-third of the performances featured current or former Evanstonians. • The Evanston Ethnic Arts Festival was a two-day celebration of our cultural diversity featuring art, music, dance, spoken word performances and food from 80 cultures. Two stages provided continuous entertainment, including performers from Brazil, Congo, and Senegal. Aided by perfect weather, the Festival enjoyed its largest attendance in years. • The Evanston Lakeshore Arts Festival featured 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 yoga lessons, food sampling, and more. Another new element was an interactive art installation by a local artist. Expanded recycling efforts at both summer festivals underscored Evanston’s philosophy of being a responsible member of the global community. • The Public Art Committee commissioned a sculpture for the Maple Avenue Garage. • Two new public art projects were completed through the PAC’s Community Public Art Program, which introduces public art into neighborhoods. A bricolage mural was created, through a collaboration, on the CTA retaining wall on Main St. The restoration of the 326-foot Wall of Struggle and Dreams mural in Clyde-Brummel Park generated extensive community involvement. A third project, a sculpture by artist Jim Brenner for the Custer Street Bridge over the CTA Yellow Line was commissioned. It was installed in Dec. 2009. • The Evanston Arts Council expanded Arts Week Evanston to a celebration of Arts & Humanities Month in October 2009. The month-long celebration featured over 50 events, including a festive opening night celebration, a dance showcase, a breakfast with legislators featuring discussion of arts issues, and 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 initiated the Art Under Glass program, which helps beautify vacant downtown storefront windows with displays of artwork by Evanston artists. • The Mayor's Award for the Arts highlights the accomplishments of an individual and an arts organization. In February 2009, the Honorable Mayor Lorraine H. Morton presented these awards to Margherita Andreotti and Shorefront. The Arts & Business Committee of the Evanston Arts Council presented its Arts Leadership Award to Romano Brothers in recognition of the company’s support for the arts in Evanston. 141 City of Evanston Cultural Arts Division • Arts camps were held during the summer, as well as over winter and spring breaks. Full-day and half-day summer camps were filled to capacity with waiting lists. Both the teen program and the early childhood program added sections to meet demand. In 2009, two new camps were introduced: Princess Camp, which focused on women in leadership, and Battle of the Bands Camp, which collaborated with the Evanston Community Media Center, the City Youth Engagement Initiative and S.P.A.C.E. 2010-2011 Department Initiatives • Seek to enhance revenue opportunities at the summer festivals by increasing the number of participating artist vendors and creating new and expanded sponsor relationships. • Assist Evanston artists and arts organizations foster collaboration and community by holding 10 Arts and Business committee meetings by February 2011. • Continue to expand the Art Under Glass display of art in store-front windows to new downtown locations, as well as elsewhere in Evanston. • Recommend an artist for Sherman Plaza Garage TIF public artwork by October 2010. • Develop curriculum for a new Civil War Mini-camp by August 2010. • By January 2011, increase by two the number of arts programs offered to School District #65 students on days that school is not in session. • Investigate the opportunity to increase rentals of community use space at Noyes by five by Feb. 2011. Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Number of applicants for Cultural Fund Grants 26 29 20 Number of community use events/rentals 55 60 65 Value of tenant community service $39,510 $59,700 $61,500 Types of arts camps offered 6 10 10 Number of out-of-school arts programs offered 3 5 7 Number of artists vendors at Lakeshore Arts Festival 125 125 125 142 City of Evanston Facilities Management Division Financial Summary 2008-2009 Actual 2009-2010 Budget 2009-2010 Estimated Actual 2010-2011 Budget Adopted Expenditures: 3805 – Facilities General Support* 0 231,000 226,300 256,707 3806 – Civic Center Services 809 431,600 386,513 370,108 3807 – Construction and Repair* 4,283 1,744,900 1,683,488 1,730,229 Total Expenditures: 5,092 $2,407,500 $2,296,301 $2,357,044 Revenues: 56010 – Property Sales and Rental 22,604 24,700 24,408 50,100 Total Revenues: $22,604 $24,700 $24,408 $50,100 Notes on Financial Summary: * Business element 3805 was 2697 in FY 2008-09. Similarly, business element 3807 was 2699 in FY 2008-09. The actual amounts for these two business elements for fiscal years prior to 2009-10 are recorded in the Public Works Department. 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. • A new digital recording device was installed to record all meetings held in the Council Chambers. • Fire Station #5 construction is complete. Paperwork has been submitted for LEED Silver Certification. • A consulting architect has conducted a condition survey of the Civic Center roof. Plans and specifications are being prepared for bid in the spring of 2010. • The Police Headquarters’ second floor rehabilitation project is complete. • Building automation upgrades are being implemented for HVAC equipment replacement at the Chandler-Newberger Center in 2010. 2010-2011 Department Initiatives • Work with the Sustainability Coordinator to reduce energy consumption in 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 2010. • Using the Building Automation Systems that are in place, improve energy management techniques throughout the fiscal year to reduce energy consumption. 143 City of Evanston Facilities Management Division Activity Measures Ongoing Activity Measures 2008-2009 Actual 2009-2010 Actual 2010-2011 Projected Buildings in BUILDER software 3 6 6 Deliveries 2,500 1,863 1,800 Civic Center repair costs / sq. ft. 1.50 2.00 23.5 Annual Civic Center gas usage – therms / sq. ft. .9 .88 .86 Meetings scheduled 2,060 2,080 2,000 Room set-ups 2,200 2,300 2,300 Pounds of office paper recycled 110,000 100,000 90,000 Staff-hours tracked to work orders 17,000 17,500 16,150 Work orders completed 3,600 3,650 3,340 Total construction budget oversight $5,643,000 $5,000,000 $4,500,000 Safety / training meetings 24 24 24 144 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 3000 PARKS/FORESTRY AND RECREATION 61010 REGULAR PAY 5,085,029 6572600 6,526,613 6,428,865 61011 RECREATION INSTRUCTORS REG PAY 344,588 315,800 309,721 329,500 61013 PROGRAM ASSISTANTS 53,932 338,800 296,421 328,000 61050 PERMANENT PART‐TIME 982,933 916,000 882,400 793,003 61055 TEMPORARY EMPLOYEES 141,141 4,000 3,500 3,000 61060 SEASONAL EMPLOYEES 1,190,009 1,165,700 1,205,895 1,205,400 61062 SPECIAL EVENT SALARIES 740 20,200 18,200 9,400 61110 OVERTIME PAY 104,118 156,100 113,500 124,600 61111 HIREBACK OT 19 61210 LONGEVITY 75,414 93,900 88,575 90,319 61410 SHIFT DIFFERENTIAL 4,763 1,600 1,900 61415 TERMINATION PAYOUTS 85,583 61420 ANNUAL SICK LEAVE PAYOUT 24,806 61430 OTHER PAYOUTS 722 61510 HEALTH INSURANCE 804,600 1,117,400 1,119,700 1,212,740 61615 LIFE INSURANCE 8,800 10,800 10,830 12,700 61625 AUTO ALLOWANCE 19,008 25,500 19,244 18,700 61630 SHOE ALLOWANCE 9,451 12,500 12,670 11,910 61655 EMPLOYEE LOANS ‐ INTEREST EXPE 2,099 61660 TUITION REIMBURSEMENT 465 61710 IMRF 455,736 656,900 623,800 769,857 61725 SOCIAL SECURITY 489,596 597,400 578,681 595,200 61730 MEDICARE 115,733 140,300 137,200 132,352 62135 ARCHITECTURAL SERVICES 1,000 800 62185 OTHER CONSULTING SERVICES 1,893 2,100 2,100 1,000 62195 LANDSCAPE MAINTEANCE SERVICES 120,232 125,000 110,000 120,000 62199 PARK MNTNCE & FURNITURE RPLCMN 16,970 25,000 19,800 20,000 62205 ADVERTISING 25,872 37,400 31,720 33,100 62210 PRINTING 93,730 106,700 103,303 102,700 62215 PHOTOGRAPHERS/BLUEPRINTS 600 600 600 600 62225 BLDG MAINTENANCE SERVICES 2,658 157,800 124,166 108,800 62235 OFFICE EQUIPMENT MAINT 9,531 6,200 5,900 4,900 62245 OTHER EQMT MAINTENANCE 30,338 60,100 51,053 59,000 62251 CROWN CENTER SYSTEMS REPAIR 21,837 25,000 16,000 20,000 62275 POSTAGE CHARGEBACKS 21,418 29,000 22,204 25,500 62280 OVERNIGHT MAIL CHARGES 100 62295 TRAINING & TRAVEL 14,760 24,400 15,485 21,800 62305 RENTAL OF AUTO‐FLEET MAINTEN. 626,563 803,600 783,600 549,131 62309 RENTAL OF AUTO REPLACEMENT 316,500 62315 POSTAGE 9,342 31,600 29,595 29,300 62320 TELEPHONE CHARGEBACKS 50 62335 DATA PROCESSING SERVIC 1,935 2,000 2,000 62360 MEMBERSHIP DUES 12,645 18,600 13,915 14,300 62365 RECEPTION/ENTERTAINMENT 224 1,800 1,280 1,100 62375 RENTALS 14,848 24,800 21,985 22,200 62376 2603 SHERIDAN RENTALS EXPENSE 4,000 3,500 3,000 62380 COPY MACHINE CHARGES 734 3,400 1,000 20,800 62381 COPY MACHINE LEASES 26,616 30,100 24,100 5,100 62385 TREE SERVICES 51,914 61,000 27,900 56,000 62415 DEBRIS/REMOVAL CONTRACTUAL 18,115 20,900 15,900 14,900 62425 ELEVATOR CONTRACT COSTS 1,800 2,400 2,400 2,400 62490 OTHER PROGRAM COSTS 150,083 155,800 58,900 104,100 62495 LICENSED PEST CONTROL SERVICES 4,572 4,600 4,604 4,600 62496 DED INOCULATION 244,478 52,000 42,000 45,000 62497 INOCULATION FUND.‐ANNUAL AMOR 150,000 175,000 175,000 115,000 62500 TECHNICAL INFORMATION SERVICES 7,500 7,900 7,874 6,100 145 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 62505 INSTRUCTOR SERVICES 179,638 294,100 263,200 259,800 62506 WORK‐STUDY 14,422 16,900 16,900 18,900 62507 FIELD TRIPS 123,416 152,400 121,540 135,500 62508 SPORTS OFFICIALS 18,940 22,200 19,031 30,400 62509 SERVICE AGREEMENTS/CONTRACTS 8,225 49,000 48,900 50,900 62510 EDUCATOR SERVICES 1,640 2,000 1,000 1,000 62511 ENTERTAIN/ PERFORMER SVCS 68,095 84,000 69,050 72,600 62513 COMMUNITY PICNIC ‐ SPECIAL EVENTS 8,000 62515 RENTAL SERVICES 33,131 34,400 34,201 34,200 62518 SECURITY/ALARM CONTRACTS 9,818 10,800 10,800 10,800 62560 TELEPHONE CHARGEBACK 100 100 62605 OTHER CHARGES 1,000 62665 CONTRIB TO OTHER AGENCIES 32,700 37,000 37,000 10,400 62695 COUPON PMTS‐CAB SUBSIDY 260,000 62705 BANK SERVICE CHARGES 41,851 50,000 50,000 50,000 62735 INTERDEPT. OTHER CHARGES 1,900 62785 FIRE SAFETY EDUCATION 500 64005 ELECTRICITY 421,487 449,400 441,700 426,700 64015 NATURAL GAS 173,137 237,800 211,475 235,300 64530 TELECOMMUNICATIONS ‐ HANDHELD 200 100 64540 TELECOMMUNICATIONS ‐ WIRELESS 34,769 49,600 40,850 34,992 65005 AGRI/BOTANICAL SUPPLIES 176,623 184,800 172,600 176,600 65010 BOOKS, PUBLICATIONS, MAPS 1,578 3,500 2,350 2,300 65015 CHEMICALS 2,762 8,100 9,501 7,900 65020 CLOTHING 24,741 27,800 23,579 23,300 65025 FOOD 123,164 139,600 135,810 140,600 65040 JANITORIAL SUPPLIES 33,887 42,900 43,700 39,400 65045 LICENSING/REGULATORY SUPP 7,418 8,300 6,238 8,100 65050 BLDG MAINTENANCE MATERIAL 45,737 126,500 121,300 137,500 65055 MATER. TO MAINT. IMP.22,245 29,000 27,000 29,000 65070 OFFICE/OTHER EQT MTN MATERIALS 23,614 28,400 26,150 27,000 65075 MEDICAL & LAB SUPPLIES 540 2,000 1,900 1,900 65080 MERCHANDISE FOR RESALE 15,112 17,000 16,000 16,000 65085 MINOR EQUIPMENT & TOOLS 13,983 21,700 21,200 18,900 65090 SAFETY EQUIPMENT 4,233 7,900 7,500 7,500 65095 OFFICE SUPPLIES 28,939 40,900 35,409 34,500 65105 PHOTO/DRAFTING SUPPLIE 108 600 350 400 65110 RECREATION SUPPLIES 158,562 183,700 155,350 241,400 65125 OTHER COMMODITIES 11,022 21,400 19,900 21,251 65550 AUTOMOTIVE EQUIPMENT 44,381 45,000 22,500 42,000 65625 FURNITURE, FIXTURE & EQUIPMENT 8,258 11,900 9,800 11,000 66030 OTHER INSURANCE CHARGEBACKS 283,400 66125 SERVICES BILLED OUT (34,904) (51,000) (46,450) 3000 PARKS/FORESTRY AND RECREATION 13,553,815 16,534,200 15,842,568 16,808,920 Note: In FY 10‐11, citywide re‐organizations resulted in creating a Community Services Division within the Parks/Forestry & Recreation Department. As part of this transition, all community service actitivites related to youth and the aging population are now budgeted in the newly created Parks/Recreation & Community Services Department. Please note that prior year data reflects the budget and estimate before operational changes. 146 PART IV OTHER FUNDS BUDGET 147 This page was intentionally left blank. 148 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Funds Provided Grant Proceeds - - - 4,000,000 Interest Income - - - - Total Funds Provided - - - 4,000,000 Expenditures Development Activities - - - 4,000,000 Total Expenditures - - - 4,000,000 NET SURPLUS (DEFICIT)- - - - Beginning Fund Balance - - - Ending Fund Balance - - - Unrestricted Portion of Fund Balance - - - Restricted Portion of Fund Balance - - - 2010-2011 Department Initiatives City of Evanston Neighborhood Stabilization Program 2 (Fund #195) 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 in three years. Evanston's NSP2 proposal includes two strategies to stabilize neighborhoods in two census tracts, 8092 and 8102: 1. The acquisition, rehabilitation and re-occupancy 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. 149 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Operating Revenue State Allotment 1,956,273 2,100,000 1,900,000 1,900,000 Investment Earnings 20,064 55,000 27,000 30,000 Miscellaneous Income(80% of 2008-2009 Allotment)- - - - Total Revenue 1,976,337 2,155,000 1,927,000 1,930,000 Operating Expenses 2008 Asbury Avenue Brick Street Project 122,956 - - - Asbury Ave Bridge Phase II - - - - Asbury Bridge Construction 1,691 - - - Ridge Avenue CMAQ Interconnect Project - - - - Sheridan Rd./ Isabella St. Project (JT with Wilmette)1,449 130,000 - 130,000 Sheridan Road Phase I Engineering (Evanston JT)523,377 - - - Street Resurfacing (2006)- - - - Street Resurfacing (2007)- - - - Street Resurfacing (2008) 995,826 - - - Street Resurfacing (2009)- 1,250,000 1,075,000 - Street Resurfacing (2010)- - - 1,700,000 Traffic Signal Installation - Central/Ashland & Central/Asbury - - - - Traffic Signal Installation - Church/Dodge - - - - Transfer to General Fund - Staff Engineering 122,500 122,500 122,500 122,500 Transfer to General Fund - Street Maintenance 650,000 650,000 650,000 650,000 Total Expenditures 2,417,799 2,152,500 1,847,500 2,602,500 Net Surplus (Deficit)(441,462) 2,500 79,500 (672,500) Beginning Fund Balance 1,513,984 1,072,522 1,152,022 Ending Fund Balance 1,072,522 1,152,022 479,522 Performance Report on FY Performance Report on FY 2009-2010 Major Program Objectives 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. The 2010-11 Budget includes an increase in the MFT expense for the Street Resurfacing project to $1.7 million as a supplement to the reduced amount of bond financing to be done in the Capital Improvements Fund. 150 STREET FROM TO Ashland Avenue Mulford Street N/End, North of Kirk Street Bennett Avenue Central Street Hartzell Street Brown Avenue Emerson Street Simpson Street Davis Street Dewey Avenue Florence Avenue Foster Street Hartrey Avenue Dodge Avenue Hastings Avenue Harrison Street Central Street Jackson Avenue Lincoln Street Central Street Mulford Street Dodge Avenue Dewey Avenue Oak Avenue Dempster Street Lake Street 2010-2011 Department Initiatives Projects to be initiated in 2010-2011 are: Forest Avenue Main Street Burnham Place Forestview 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 Motor Fuel Tax Funds were used to resurface the following streets in 2009-10: 151 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Landline Surcharge Revenue 739,257 775,000 670,000 670,000 Wireless Surcharge Revenue 411,468 350,000 380,000 380,000 Interest 30,849 25,000 5,000 6,000 Miscellaneous Revenue 575 - - - Total Revenue 1,182,149 1,150,000 1,055,000 1,056,000 Expenditures Operating Expense 631,181 874,500 728,375 848,949 Interfund Transfers Out 126,000 126,000 126,000 143,455 Capital Replacement 716,909 243,000 191,800 1,619,700 Total Expenditures 1,474,090 1,243,500 1,046,175 2,612,104 Net Surplus (Deficit)(291,941) (93,500) 8,825 (1,556,104) Beginning Fund Balance 2,460,183 2,168,242 2,177,067 Ending Fund Balance 2,168,242 2,177,067 620,963 Unrestricted Portion of Fund Balance 2,168,242 2,177,067 620,963 Restricted Portion of Fund Balance - - - Description of Major Activities City of Evanston Emergency Telephone System Fund Summary (Fund #205) 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: migrating the existing Computer Aided Dispatch System (CADS) from CAD6 to the CAD400 product as well as replacement of major 911 Center components (E911 phone system, radio hardware/software, console furniture) which are original from the opening of the Center in 1994 and have reached the end of there expected operational lifespan. 152 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 5150 EMERGENCY TELEPHONE SYSTEM 61010 REGULAR PAY 271,196 363,100 295,000 345,893 61062 SPECIAL EVENT SALARIES 6,216 3,000 4,500 5,000 61110 OVERTIME PAY 1,262 3,000 1,800 3,000 61112 SPECIAL DETAIL OT 442 61210 LONGEVITY 5,894 4,900 4,900 7,400 61420 ANNUAL SICK LEAVE PAYOUT 2,760 3,000 2,800 3,000 61425 ANNUAL HOLIDAY PAYOUT 2,497 2,500 2,300 3,000 61510 HEALTH INSURANCE 38,700 52,900 52,900 57,856 61615 LIFE INSURANCE 800 800 900 800 61635 UNIFORM ALLOWANCE 675 700 675 700 61710 IMRF 21,109 19,900 23,800 44,600 61725 SOCIAL SECURITY 17,784 23,400 18,300 23,300 61730 MEDICARE 4,159 5,500 4,300 5,500 62225 BLDG MAINTENANCE SERVICES 1,269 5,000 1,700 5,000 62295 TRAINING & TRAVEL 6,555 7,500 5,900 7,500 62360 MEMBERSHIP DUES 619 1,100 900 1,100 62380 COPY MACHINE CHARGES 2 62509 SERVICE AGREEMENTS/CONTRACTS 134,914 190,600 153,000 162,300 62680 TRANSFER TO GF‐DATA PROC 60,000 60,000 60,000 60,000 62685 REIMB. GF FOR ADMIN. EXP 66,000 66,000 66,000 66,000 64505 TELECOMMUNICATIONS ‐ CARRIER L 69,637 79,600 79,500 80,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 31,272 70,000 58,100 61,600 65010 BOOKS, PUBLICATIONS, MAPS 1,476 1,300 1,500 1,600 65020 CLOTHING 1,200 1,200 65035 PETROLEUM PRODUCTS 800 600 800 65085 MINOR EQUIPMENT & TOOLS 10,552 24,200 10,500 19,300 65095 OFFICE SUPPLIES 1,392 3,500 1,500 1,500 65105 PHOTO/DRAFTING SUPPLIE (2) 65555 PERSONAL COMPUTER EQUIPMENT 4,081 65620 OFFICE MACH. & EQUIP.1,199 2,000 1,000 2,000 65625 FURNITURE, FIXTURE & EQUIPMENT 711,629 243,000 191,800 1,619,700 66020 TRANSFERS TO OTHER FUNDS 17,455 68205 CONTINGENCIES 5,000 2,000 5,000 5150 EMERGENCY TELEPHONE SYSTEM 1,474,090 1,243,500 1,046,175 2,612,104 153 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Property Tax Revenue 333,896 328,489 512,397 378,000 Investment Income 296 - - - Total Revenues 334,192 328,489 512,397 378,000 Expenditures Professional Fees (Downtown Evanston)444,000 328,489 512,275 378,000 Total Expenditures 444,000 328,489 512,275 378,000 Net Surplus (Deficit)(109,808) - 122 - Beginning Fund Balance 420,042 310,234 310,356 Ending Fund Balance 310,234 310,356 310,356 Unrestricted Portion of Fund Balance 21,728 - - Restricted Portion of Fund Balance 288,506 310,356 310,356 Note: The estimated actual FY09-10 revenues and expenditures are over budget due to a County levy error. 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. 154 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Funds Provided Annual Entitlement 1,940,131 1,872,000 1,961,614 1,955,566 Funds reallocated from prior years 57,700 56,048 50,000 67,531 Program Income 13,114 124,998 181,047 27,079 Total Funds Provided 2,010,945 2,053,046 2,192,661 2,050,176 Expenditures CDBG Administration/Planning 330,608 330,000 349,000 344,870 Development Activities 740,361 867,046 987,661 843,063 Transfers to General Fund 939,976 856,000 856,000 856,000 Total Expenditures 2,010,945 2,053,046 2,192,661 2,043,933 NET SURPLUS (DEFICIT) - - - 6,243 Beginning Fund Balance 422,799 422,799 422,799 Ending Fund Balance 422,799 422,799 429,042 Unrestricted Portion of Fund Balance 26,998 26,998 26,998 Restricted Portion of Fund Balance 395,801 395,801 402,044 Performance Report on FY 2008-2009 Major Program Objectives City of Evanston Community Development Block Grant (Fund #215) NOTE: 2010/11 CDBG entitlement funds are estimated. Congress has not appropriated CDBG for the federal fiscal year, estimate is based on 2009/10 actual, per HUD recommendation. Forty new CDBG projects totaling $2,053,046 were implemented for FY 2009/10 in addition to CDBG funded projects/programs that continue from prior years. Staff submitted the 2008/09 CAPER (Consolidated Plan Annual Performance and Evaluation Report) covering Evanston's use of CDBG, HOME and ESG funds, the Contractor-Subcontractor Report and Semi-Annual Labor Report to HUD by due dates. Staff attended HUD training on the Consolidated Plan process. 155 City of Evanston Community Development Block Grant (Fund #215) 2010-2011 Department Initiatives Systems for tracking and reporting outcomes of CDBG-funded projects continue to be refined to better assess program effectiveness and increase administrative efficiencies. Risk evaluation completed on all sub-recipients to identify high-risk programs and prioritize for monitoring and technical support. Assessments of all grantees' compliance with ADA requirements and their plans for accommodate individuals with disabilities was completed, working with Health & Human Services staff. RFP for the redevelopment of 1817 Church Street was released. Planning Division staff completed the 2010-2014 Consolidated Plan, including the new system for measuring outcomes introduced by HUD, as well as two Neighborhood Revitalization Strategy Area plans. Planning staff submitted applications to the State of Illinois, Cook County and HUD for Neighborhood Stabilization Program funds to address foreclosed and abandoned residential properties in Evanston. Staff also submitted substantial amendments to the 2008 Action Plan for the use of $523,000 in CDBG-R funds and contributed to planning for Homelessness Prevention and Rapid Re-Housing funds of $801,000 that Evanston is receiving through the American Recovery and Reinvestment Act of 2009. Note, Congress has not yet appropriated funds for CDBG entitlement, HOME or ESG, so the 2010/11 budget figures provided above are estimates. In addition to the CDBG Grants Administrator and Neighborhood Planner, portions of other staff positions are charged back to budget element 5220 for CDBG administration, including: Executive Secretary - Planning Division, General Planner, Housing Planner, Senior Accountant-Finance Department, and Assistant Community Development Director, Planning Division. The Neighborhood Planner continues to work on zoning to implement the West Evanston Master Plan and on a streetscape for the Church-Dodge commercial corridor. 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 and remove public services funded by CDBG in NRSAs from the spending cap on that category. 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. Continue to 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 applicant proposals to meet City goals. 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 Comprehensive Plan. 8. Continue to expand publicity about the CDBG program to seek input from low and moderate-income residents including those for whom English is a second language, as part of the public involvement plan. 156 ADMINISTRATION/PLANNING CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 351,113 CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 40,000 ADMINISTRATION/PLANNING TOTAL:391,113 PUBLIC SERVICES CONNECTIONS FOR THE HOMELESS SINGLE ADULT SERVICES PROGRAMS 4,000 DIVINE WISDOM INSTITUTE FOR LEARNING NEXT GENERATION LEADERSHIP 700 EVANSTON COALITION FOR LATINO RESOURCES LATINO HEALTH & RESOURCES WORKSHOPS 1,500 EVANSTON COMMUNITY DEFENDER LEGAL & SOCIAL WORK 39,000 GIRL SCOUTS-CHICAGO/NW INDIANA FIT TO BE ME!8,000 INTERFAITH ACTION OF EVANSTON JOB COUNSELOR FOR THE HOMELESS 2,000 INTERFAITH HOUSING CENTER OF THE NORTH SUBURBS HOMESHARING PROGRAM 14,000 LEGAL ASSISTANCE FOUNDATION OF CHICAGO EVANSTON LEGAL SERVICES 9,000 MEALS AT HOME FOOD FOR SENIORS & PEOPLE WITH DISABILITIES 9,000 MUSIC INSTITUTE OF CHICAGO TAKING MUSIC TO SENIORS 2,000 NORTH SHORE SENIOR CENTER CASE MANAGEMENT SERVICES 22,500 OPEN STUDIO PROJECT ART & ACTION FOR AT-RISK YOUTH 3,000 SHOREFRONT LEGACY CENTER PROGRAMMING 15,000 YOUTH JOB CENTER OF EVANSTON YOUTH EMPLOYMENT INITIATIVE (CORE SERVICES)39,697 YWCA EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 34,000 CITY - COMMUNITY DEVELOPMENT ADOPT A FANCY CAN 4,000 CITY - COMMUNITY DEVELOPMENT GRAFFITI REMOVAL PROGRAM 35,000 CITY - COMMUNITY DEVELOPMENT NEIGHBORHOOD INITIATIVES FUND 8,000 CITY - HUMAN RELATIONS DIVISION SUMMER YOUTH EMPLOYMENT PROGRAM 42,000 CITY - PURCHASING LOCAL EMPLOYMENT PROGRAM 5,000 PUBLIC SERVICES TOTAL:297,397 REHABILITATION - HOUSING & COMMERCIAL CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 100,000 CITY - COMMISSION ON AGING HANDYMAN PROGRAM 12,000 CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD FAÇADE PROGRAM 40,000 CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 325,000 HOUSING TOTAL:477,000 CODE ENFORCEMENT CITY - COMMUNITY DEVELOPMENT TARGETED CODE COMPLIANCE 425,000 CODE ENFORCEMENT TOTAL:425,000 City of Evanston Community Development Block Grant Fund (#215) 157 PUBLIC FACILITIES & IMPROVEMENTS CITY - PARKS/FORESTRY & RECREATION BRUMEL-RICHMOND TOT LOT 50,000 CITY - PUBLIC WORKS ALLEY PAVING PROGRAM 75,000 CITY - PUBLIC WORKS ADA CURB RAMP REPLACEMENT PROGRAM 45,833 CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 45,833 CITY - PUBLIC WORKS/COMMUNITY DEVELOPMENT ALLEY SPECIAL ASSESSMENT ASSISTANCE 50,000 CITY - PUBLIC WORKS/POLICE SNAP-LIGHTING FOR SAFETY 24,000 MCGAW YMCA RESIDENCE DOOR REPLACEMENT 25,000 OAKTON SCHOOL PTA BEAUTIFICATION COMMITTEE SCHOOL GROUNDS BEAUTIFICATION PHASE 1 5,000 REBA EARLY LEARNING CENTER PARAPET REPAIR AND REBUILDING 14,000 WEISSBOURD-HOLMES FAMILY FOCUS CENTER PUBLIC FACILITIES PROJECT 40,000 YWCA EVANSTON/NORTHSHORE ACCESS RAMP 15,000 PUBLIC FACILITIES & IMPROVEMENTS TOTAL:389,666 ECONOMIC DEVELOPMENT EVANSTON COMMUNITY DEVELOPMENT CORP BUS DEVELOPMENT & ECONOMIC OPPORTUNITY 50,000 TECHNOLOGY INNOVATION CENTER EVANSTON BUSINESS OWNERSHIP INITIATIVE 20,000 ECONOMIC DEVELOPMENT TOTAL:70,000 2010-2011 TOTAL ALLOCATION 2,050,176 City of Evanston Community Development Block Grant Fund (#215) 158 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 5170 CDBG 61010 REGULAR PAY 133,686 147,900 147,900 153,114 61050 PERMANENT PART‐TIME 5,197 61060 SEASONAL EMPLOYEES 15,000 12,000 9,500 61110 OVERTIME PAY 5,655 1,500 7,500 3,500 61210 LONGEVITY 1,662 1,700 1,800 61455 REGULAR SALARIES‐CHGBACKS 77,971 47,000 63,687 47,300 61510 HEALTH INSURANCE 18,364 21,100 21,100 23,143 61615 LIFE INSURANCE 200 200 200 200 61630 SHOE ALLOWANCE 260 300 260 300 61710 IMRF 10,884 13,500 13,500 19,500 61725 SOCIAL SECURITY 9,756 10,100 10,100 10,700 61730 MEDICARE 2,282 2,400 2,400 2,500 62185 OTHER CONSULTING SERVICES 34,288 30,000 32,558 62205 ADVERTISING 800 800 62275 POSTAGE CHARGEBACKS 201 2,200 1,000 1,000 62285 COURIER CHARGES 40 200 400 62295 TRAINING & TRAVEL 32 2,500 1,000 1,500 62360 MEMBERSHIP DUES 1,100 1,100 1,100 62380 COPY MACHINE CHARGES 645 3,000 2,500 62458 OUTSIDE COPY SERVICES 500 62490 OTHER PROGRAM COSTS 26 30,000 800 62552 OTHER PROF SERVICES CHGBK 1,700 62745 IMRF TRANSFER‐CHARGEBACK 7,500 12,606 5,600 62750 MEDICAL INS. ‐ CHARGEBACK 14,787 17,900 17,900 6,300 62755 LIFE INS. ‐ CHARGEBACK 300 62765 PENSION CONTRB‐ CHARGEBAK 13,974 65010 BOOKS, PUBLICATIONS, MAPS 168 1,200 997 2,000 65095 OFFICE SUPPLIES 530 1,100 750 1,100 66020 TRANSFERS TO OTHER FUNDS 17,455 68205 CONTINGENCIES 1,000 1,000 1,000 68210 CONTINGENCIES‐ CHARGEBACK 1,500 5170 CDBG 330,608 330,000 349,000 344,870 159 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Funds Provided: Intergovernmental Revenue - - - - Interest Income 4,927 - 5,000 3,000 Total Revenues 4,927 - 5,000 3,000 Expenditures Program Expenses 27,213 - 20,000 20,000 Transfer to CDBG 57,700 - 50,000 55,000 Development Activities - - - - Total Expenditures 84,913 - 70,000 75,000 NET SURPLUS (DEFICIT) (79,986) - (65,000) (72,000) Beginning Fund Balance 2,088,502 - 2,008,516 1,943,516 Ending Fund Balance 2,008,516 - 1,943,516 1,871,516 Unrestricted Portion of Fund Balance - - - - Restricted Portion of Fund Balance 2,008,516 - 1,943,516 1,871,516 Description of Major Activities City of Evanston CD LOAN (Fund #220) The C D Loan Fund is a revolving loan fund. The purpose of the fund is to provide residential rehabilitation loans to residents qualified as low and moderate income under HUD regulations. This fund was originally established with HUD approval with funds from the Community Development Block Grant. Since its establishment, funds have been provided for rehabilitation loans; funds have been received through the repayment of these loans. 160 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Operating Revenue: Hotel Tax 1,631,809 1,500,000 1,500,000 1,500,000 Amusement Tax 284,405 300,000 300,000 300,000 Apply Fund Balance - - - - Investment Income 21,244 - 8,000 8,000 Total Revenues 1,937,458 1,800,000 1,808,000 1,808,000 Operating Expenditures: Economic Development Activities 418,582 802,700 694,900 1,351,627 Tax Rebate Agreement - 500,000 400,000 - Transfers to General Fund 390,000 690,000 690,000 407,455 Transfer to Maple Avenue Garage Fund 650,000 - - - Total Expenditures 1,458,582 1,992,700 1,784,900 1,759,082 Net Surplus (Deficit)478,876 (192,700) 23,100 48,918 Beginning Fund Balance 1,498,234 1,977,110 2,000,210 Ending Fund Balance 1,977,110 2,000,210 2,049,128 Unrestricted Portion of Fund Balance 1,949,770 2,000,210 2,049,128 Restricted Portion of Fund Balance 27,340 - - Description of Major Activities CITY OF EVANSTON Economic Development Fund (Fund #225) 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. In addition, the fund provides grants to intermediary entities, such as Evanston Inventure, the Evanston Convention and Visitors Bureau, and neighborhood business districts. 161 CITY OF EVANSTON Economic Development Fund (Fund #225) FY 2010-2011 Objectives 2008-09 Actual 2009-10 Estimated 2010-11 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 report of annual report of TIF Districts Performance 3. Fund 6 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 business with marketing initiatives 162 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 5300 ECONOMIC DEVELOPMENT 61010 REGULAR PAY 80,831 203,800 203,800 214,923 61110 OVERTIME PAY 3,027 1,800 1,800 61210 LONGEVITY 1,737 1,500 1,500 1,600 61510 HEALTH INSURANCE 22,300 24,300 24,300 26,604 61615 LIFE INSURANCE 100 100 100 100 61625 AUTO ALLOWANCE 5,000 61630 SHOE ALLOWANCE 130 100 300 100 61710 IMRF 6,526 17,000 17,000 26,800 61725 SOCIAL SECURITY 5,235 12,800 12,800 14,000 61730 MEDICARE 1,224 3,000 3,000 3,300 62130 LEGAL SERVICES ‐ GENERAL 10,000 10,000 62136 REDEVELOPMENT CONSULTING SVCS 70,000 40,000 100,000 62185 OTHER CONSULTING SERVICES 123,510 340,000 300,000 35,000 62205 ADVERTISING (435) 62210 PRINTING 656 62275 POSTAGE CHARGEBACKS 275 800 800 800 62280 OVERNIGHT MAIL CHARGES 3,217 200 200 200 62285 COURIER CHARGES 953 900 900 900 62295 TRAINING & TRAVEL 1,820 3,000 3,000 3,000 62360 MEMBERSHIP DUES 10,011 12,000 12,000 12,000 62380 COPY MACHINE CHARGES 1,500 1,500 1,400 62416 EVMARK AGREEMENTS 127,693 62490 OTHER PROGRAM COSTS 8,909 19,000 8,000 8,000 62509 SERVICE AGREEMENTS/CONTRACTS 65,000 62659 ECO.DEV.PARTNERSHIP CONTRIBUT.229,000 62660 BUSI.ATTRACTIONS/EXPANSION INV 500,000 400,000 350,000 65010 BOOKS, PUBLICATIONS, MAPS 7,007 5,000 3,000 3,000 65025 FOOD 329 65095 OFFICE SUPPLIES 446 900 900 900 65522 BUSINESS DISTRICT IMPROVEMENTS 13,083 75,000 50,000 175,000 65625 FURNITURE, FIXTURE & EQUIPMENT 75,000 66020 TRANSFERS TO OTHER FUNDS 17,455 66127 TRANSFER TO MAPLE AV GARAGE 650,000 66131 TRANSFER TO GENERAL FUND 390,000 690,000 690,000 390,000 5300 ECONOMIC DEVELOPMENT 1,458,583 1,992,700 1,784,900 1,759,082 163 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenues: Taxes 40,000 - 40,000 40,000 Investment income - - - - Total Revenues 40,000 - 40,000 40,000 Expenditures Program Expenses 71,107 - 45,000 50,000 - - - - Total Expenditures 71,107 - 45,000 50,000 NET SURPLUS (DEFICIT) (31,107) - (5,000) (10,000) Beginning Fund Balance 122,498 - 91,391 86,391 Ending Fund Balance 91,391 - 86,391 76,391 Unrestricted Portion of Fund Balance 51,391 - 51,391 51,391 Restricted Portion of Fund Balance 40,000 - 35,000 25,000 Description of Major Activities The Neighborhood Improvement Fund is used for special improvement projects in the Dempster Dodge Shopping Center area. City of Evanston NEIGHBORHOOD IMPROVEMENT (Fund #235) 164 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Funds Provided Intergovernmental Revenue 527,825 510,000 575,009 575,009 Investment Income 13,122 9,000 36,000 9,000 Total Funds Provided 540,947 519,000 611,009 584,009 Expenditures Administration/Planning - 76,500 51,000 51,000 CHDO Operating - - 25,500 25,500 Development Activities 221,446 408,200 671,500 465,700 Transfers to General Fund 34,300 34,300 34,300 34,300 Total Expenditures 255,746 519,000 782,300 576,500 NET SURPLUS (DEFICIT) 285,201 - (171,291) 7,509 Beginning Fund Balance 3,089,250 3,374,451 3,203,160 Ending Fund Balance 3,374,451 3,203,160 3,210,669 Unrestricted Portion of Fund Balance 73,711 - - Restricted Portion of Fund Balance 3,300,740 3,203,160 3,210,669 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 2010-2011 Objectives 2008-2009 2009-2010 2010-2011 Ongoing Activity Measures Actual Actual Projected Number of housing units acquired 10 0 2 10 10 32 Number of households helped with down- payment assistance 2 4 6 50 100 50Number of Individuals receiving housing services City of Evanston HOME (Fund #240) Number of housing units rehabbed Note: Restricted fund balance above consists of notes receivable for loans issued through the Home program. 1. Finance the acquisition and rehabilitation of two vacant dwellings for affordable rental housing 2. Fund improvements to 32 special needs housing units 3. Fund six down-payment assistance forgivable loans (see Affordable Housing Fund for additional accomplishments) 165 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Interest on Investments 12,634 15,000 21,612 21,000 Demolition Taxes 60,000 60,000 - 10,000 Developer Contributions 75,000 350,000 325,000 150,000 Rehab Repayments 1,500 43,125 - Misc.22,265 5,000 - - Total Revenues 169,899 431,500 389,737 181,000 Expenditures Housing - Land - 120,000 - 50,000 Housing - Buildings - 150,000 - - Down Payment Assistance - - 150,000 200,000 Transfer to General Fund 24,000 24,000 24,000 24,000 Miscellaneous 44,395 112,000 27,000 48,000 Total Expenditures 68,395 406,000 201,000 322,000 Revenues Over/(Under) Expenditures 101,504 25,500 188,737 (141,000) Beginning Fund Balance 2,010,302 2,111,806 2,300,543 Ending Fund Balance 2,111,806 2,300,543 2,159,543 Unrestricted Portion of Fund Balance 648,302 600,000 600,000 Restricted Portion of Fund Balance 1,463,504 1,700,543 1,559,543 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. 4. Providing funding support for transitional housing, housing education, and related housing services. City of Evanston Affordable Housing Fund (Fund #250) Note: Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued under the Affordable Housing program. 166 City of Evanston Affordable Housing Fund (Fund #250) FY 2010-2011 Objectives 2008-2009 2009-2010 2010-2011 Ongoing Activity Measures Actual Actual Projected 2 3 3 3 3 50 100 50 Number of Housing Units Assisted Number of FIT Households Number of Individuals receiving housing services 1. Finance the acquisition or rehabilitation of three vacant dwellings for rental housing 2. Assist three Families In Transition projects 3. Fund housing counseling and foreclosure prevention initiatives 4. Fund ten down-payment assistance forgivable loans 5. Provide local match funds for Federal housing grants where appropriate 6. Fund a portion of four condominium seminars 7. Fund critical housing initiatives which are not eligible for Federal HOME funds 8. Fund consultant for Affordable Housing Comprehensive Plan 167 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 5465 AFFORDABLE HOUSING 62490 OTHER PROGRAM COSTS 37,335 62685 REIMB. GF FOR ADMIN. EXP 24,000 24,000 24,000 24,000 62770 MISCELLANEOUS 112,000 27,000 48,000 65505 LAND 120,000 50,000 65510 BUILDINGS 150,000 150,000 200,000 66061 FAMILIES IN TRANSITION 7,060 5465 AFFORDABLE HOUSING 68,395 406,000 201,000 322,000 168 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Revenues: Actual Budget Actual Budget Net Property Tax Increment 4,558,616 4,689,000 4,800,000 4,704,000 Interest Income 72,973 200,000 25,000 25,000 Total Revenue 4,631,589 4,889,000 4,825,000 4,729,000 Expenditures: Series 1997 (refunded by 1999 & 2008D) Principal 289,000 285,000 289,000 304,002 Series 1997 (refunded by 1999 & 2008D) Interest 120,229 149,328 120,229 111,762 Other Operating Expense 285 50,000 - - Paying Agent Fees on G.O. Bonds on GO Bonds - 120,000 - - Capital Improvements 57,314 265,465 153,500 Contractual Services - - - 79,000 Transfer to Parking Fund (for Sherman Garage debt) 5,300,000 2,600,050 2,600,050 3,385,900 Transfer to General Fund 151,900 151,866 151,866 325,000 Total Expenditures 5,918,728 3,356,244 3,426,610 4,359,164 Net Surplus (Deficit) (1,287,139) 1,532,756 1,398,390 369,836 Beginning Fund Balance 5,614,876 4,327,737 5,726,127 Ending Fund Balance 4,327,737 5,726,127 6,095,963 Unrestricted Portion of Fund Balance 3,913,877 5,345,127 5,714,963 Restricted Portion of Fund Balance 413,860 381,000 381,000 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 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. 169 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Net Property Taxes 451,801 440,976 437,906 431,812 Interest Income 351 600 100 100 Total Revenue 452,152 441,576 438,006 431,912 Expenditures Series 2002C Bonds Principal 305,000 305,000 305,000 325,000 Series 2002C Bonds Interest 128,312 128,313 128,313 113,062 General Management Support - 500 - - Total Expenditures 433,312 433,813 433,313 438,062 Net Surplus (Deficit)18,840 7,764 4,693 (6,150) Beginning Fund Balance 13,992 32,832 37,525 Ending Fund Balance 32,832 37,525 31,375 Unrestricted Portion of Fund Balance 22,171 26,525 20,375 Restricted Portion of Fund Balance 10,661 11,000 11,000 Description of Major Activities City of Evanston Special Service Area #5 (Fund #305) The City Council adopted Special Service Area No. 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. 170 Howard-Hartrey TIF (Southwest II) Debt Service Fund Summary (Fund #310) Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Net Property Tax Increment 1,230,915 1,322,000 1,252,000 1,252,000 Interest Income 56,003 165,000 12,000 15,000 Total Revenue 1,286,918 1,487,000 1,264,000 1,267,000 Expenditures 1994 Bonds (refunded by 1999 and then 2008D bonds) Principal 65,912 65,000 65,912 64,787 1994 Bonds (refunded by 1999 and then 2008 D bonds) Interest 20,052 24,905 20,052 17,742 1996 Bonds (refunded by 1999 and then 2008D bonds) Principal 446,175 440,000 446,175 468,462 1996 Bonds (refunded by 1999 and then 2008D bonds) Interest 139,219 172,913 139,219 124,062 Other Expenses - - - - Operating Transfer to General Fund 141,600 141,588 141,588 141,600 Total Expenditures 812,958 844,406 812,946 816,653 Net Surplus (Deficit)473,960 642,595 451,054 450,347 Beginning Fund Balance 2,808,863 3,282,823 3,733,877 Ending Fund Balance 3,282,823 3,733,877 4,184,224 Unrestricted Portion of Fund Balance 2,611,823 3,062,877 3,513,224 Restricted Portion of Fund Balance 671,000 671,000 671,000 Description of Major Activities City of Evanston 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 $7,390,000 in land acquisition and public improvement costs. This Fund is responsible for the payment of principal and interest on any outstanding debt allocated to this TIF. 171 City of Evanston Southwest TIF Tax Allocation Debt Service Fund Summary (Fund #315) Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Net Property Tax Increment 674,545 686,000 656,000 656,000 Interest Income 2,509 10,000 200 500 Total Revenue 677,054$ 696,000$ 656,200$ 656,500$ Expenditures Contribution to Other Agencies 800,000 - - 840,000 Operating Transfer to General Fund 24,100 24,122 24,122 24,100 Total Expenditures and Transfers 824,100$ 24,122$ 24,122$ 864,100$ Net Surplus (Deficit)(147,046)$ 671,878$ 632,078$ (207,600)$ Beginning Fund Balance 62,287 (84,759) 547,319 Ending Fund Balance (84,759) 547,319 339,719 Unrestricted Portion of Fund Balance (84,759) 547,319 339,719 Restricted Portion of Fund Balance - - - Description of Major Activities 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 $840,000 has been moved to this Fund's budget from the dissolved Downtown II TIF. 172 Financial Summary 2009-10 2009-10 2010-11 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue by Source Net Property Tax- Current 10,047,694 10,138,162 10,101,385 10,376,436 Net Property Tax- Prior Year - - - - Capitalized Interest 838,619 300,000 - 68,188 Bond Proceeds/Premium/ Discounts 13,670,743 - - - Misc Revenue - - - - Interest Income 63,320 200,000 8,000 10,000 Transfer from Special Assessment Fund 328,944 311,606 311,606 317,659 Total Revenue 24,949,320$ 10,949,768$ 10,420,991$ 10,772,283$ Expenditures Series 1999- Principal DSF (Debt Service Fund)405,614 - - - Series 1999- Interest DSF 72,727 - - - Series 2000 - Principal DSF 195,000 - Series 2000 - Interest DSF 209,472 - - - Series 2002 C- Principal DSF 695,000 695,000 695,000 675,000 Series 2002 C- Interest DSF 206,488 206,488 206,488 171,737 Series 2003 - Principal DSF 580,000 580,000 580,000 - Series 2003 - Interest DSF 4,550 4,550 4,550 - Series 2003 B- Principal DSF 330,000 330,000 330,000 365,000 Series 2003 B- Interest DSF 114,872 114,873 114,873 104,560 Series 2004- Principal DSF 150,000 150,000 80,000 710,000 Series 2004- Interest DSF 594,726 594,725 559,400 559,400 Series 2004 B- Principal DSF 1,415,000 1,415,000 1,120,000 1,150,000 Series 2004 B- Interest DSF 357,788 357,788 214,881 185,824 Series 2005- Principal DSF 585,000 585,000 570,000 510,000 Series 2005- Interest DSF 781,876 781,875 761,450 741,500 Series 2006- Principal DSF 120,000 120,000 70,000 75,000 Series 2006- Interest DSF 476,898 476,898 460,348 457,583 Series 2006 B Bonds- Interest DSF 604,126 604,126 604,126 604,126 Series 2007 - Principal DSF 1,250,000 1,250,000 1,115,000 1,075,000 Series 2007 - Interest DSF 790,374 790,374 685,577 654,625 Series 2008A - Principal DSF 341,700 195,000 195,000 195,000 Series 2008A - Interest DSF 688,750 149,863 149,863 144,012 Series 2008C - Principal DSF - 341,700 324,700 332,340 Series 2008C - Interest DSF - 439,626 417,755 408,014 Series 2008D - Principal DSF - 405,614 545,000 550,000 Series 2008D - Interest DSF - 72,727 - 31,378 Series 2009- Estimated Interest/Principal DSF 300,000 - - Series 2010- Estimated Interest/Principal DSF - - - 800,000 Series 2004- Principal SAF (Special Assessment Fund)70,000 75,000 Series 2004- Interest SAF 35,350 30,450 Series 2005- Principal SAF 15,000 15,000 Series 2005- Interest SAF 20,425 19,900 Series 2006- Principal SAF 50,000 50,000 Series 2006- Interest SAF 16,550 14,575 Series 2007 - Principal SAF 30,000 30,000 Series 2007 - Interest SAF 39,119 37,919 Series 2008C - Principal SAF 17,000 17,400 Series 2008C - Interest SAF 21,872 21,362 General Management and Support - 5,000 5,000 - Transfer out -General Fund 500,000 500,000 - Escrow Funding 13,839,563 - - - Bond Issuance Costs 336,374 - - 200,000 Fiscal Agent Fees 20,523 200,000 10,000 8,000 Total Expenditures 25,166,421$ 11,666,227$ 10,634,327$ 11,019,705$ Net Surplus (Deficit)(217,101)$ (716,459)$ (213,336)$ (247,422)$ Beginning Fund Balance 1,173,659 956,558 743,222 Ending Fund Balance 956,558 743,222 495,800 Unrestricted Portion of Fund Balance 956,558 743,222 495,800 Restricted Portion of Fund Balance - - - City of Evanston Debt Service Fund Budget Summary (Fund #320) 173 City of Evanston Debt Service Fund Budget Summary (Fund #320) Description of Major Activities The property tax revenue for FY10/11 is on the accrual basis and represents the 2010 levy which will primarily be received in calendar year 2011 (FY11-12). The FY10/11 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. 174 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Net Property Tax Increment 9,207,938 9,843,000 8,700,000 N/A Transfer in- Downtown II TIF Capital Project Fund - 3,500,674 3,459,050 N/A Interest Income 42,268 120,000 30,000 N/A Total Revenue 9,250,206 13,463,674 12,189,050 - Expenditures Series 2000C Principal - - - N/A Series 2000C Interest (55,361) - - N/A Paying Agent Fees 7,126 - - N/A Contribution to Other Agency - 820,000 820,000 N/A General Management & Support - 401,040 161,195 N/A Final Year Projects - - 1,153,150 N/A Close out Interfund Transfer 677,512 N/A Transfer Out- General Fund 325,000 325,000 325,000 N/A Transfer Out- Maple Garage Fund 4,600,000 - - N/A Transfer Out- Sherman Garage 1,872,829 11,800,000 11,890,000 N/A Total Expenditures 6,749,594 13,346,040 15,026,857 - Net Surplus (Deficit)2,500,612 117,634 (2,837,807) - Beginning Fund Balance 337,195 2,837,807 - Ending Fund Balance 2,837,807 - - Unrestricted Portion of Fund Balance 2,837,807 - - Restricted Portion of 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 (FY09-10). This page is shown for historical information only and no further budget or actual activity will be recorded subsequent to FY09-10. 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. 175 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Net Property Taxes 180,678 725,000 689,000 689,000 Interest Income 2,462 10,000 400 500 Total Revenue 183,140 735,000 689,400 689,500 Expenditures General Management Support 78,975 16,000 - - Transfer Out- General Fund 120,400 120,395 120,395 120,400 Total Expenditures 199,375 136,395 120,395 120,400 Net Surplus (Deficit)(16,235) 598,605 569,005 569,100 Beginning Fund Balance 159,785 143,550 712,555 Ending Fund Balance 143,550 712,555 1,281,655 Unrestricted Portion of Fund Balance 143,550 712,555 1,281,655 Restricted Portion of Fund Balance - - - Description of Major Activities Specific projects anticipated for 2010-11 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 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. 176 Financial Summary 2009-10 2009-10 2010-11 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenues: Net Property Taxes 372,641 438,482 315,000 315,000 Interest Income 108 5,000 500 500 Total Revenue 372,749 443,482 315,500 315,500 Expenditures: General Management & Support - 75,000 - - Transfer to General Fund - - - 25,000 Capital Projects - - - 490,000 Total Expenditures - 75,000 - 515,000 Net Surplus (Deficit)372,749 368,482 315,500 (199,500) Beginning Fund Balance 10,042 382,791 698,291 Ending Fund Balance 382,791 698,291 498,791 Unrestricted Portion of Fund Balance 382,791 382,791 382,791 Restricted Portion of Fund Balance - 315,500 116,000 Description of Major Activities Specific Projects Planned for 2010-11 include: 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 Finance (TIF) District - on 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 Dempter 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 and industrial and institutional uses. Specific projects planned for 2010-11 include: 177 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Bond Proceeds 8,840,282 7,821,016 - 7,852,243 Installment Loan Proceeds - - - 400,000 Grants 465,057 1,778,000 555,569 5,129,385 Private Contributions 64,378 450,000 33,105 450,000 Miscellaneous - - - - Interest Income 293,789 500,000 35,000 50,000 Total Revenue 9,663,506 10,549,016 623,674 13,881,628 Expenditures Capital Outlay 10,085,584 19,875,054 6,784,544 16,331,628 Interfund Transfers Out 300,000 300,000 100,000 300,000 Total Expenditures 10,385,584 20,175,054 6,884,544 16,631,628 Net Surplus (Deficit)(722,078) (9,626,038) (6,260,870) (2,750,000) Beginning Fund Balance 13,190,483 6,929,613 Ending Fund Balance 13,190,483 6,929,613 4,179,613 Unrestricted Portion of Fund Balance 13,190,483 6,929,613 4,179,613 Restricted Portion of Fund Balance - - - Description of Major Activities City of Evanston Capital Projects Fund (Fund #415) This Fund accounts for all capital outlay expenditures not included in another Fund as outlined in the detailed Capital Improvements Plan. In FY 2008-09 The Capital Improvements Report showed that approximately $7.7 million in previously approved Capital Projects were not completed nor were these project funds encumbered with outstanding contracts/obligations. As such, this proposed budget includes the reauthorization of these funds for the 2009-10 year. No new debt or revenue will be raised for the completion of these projects, which will be funded from the original revenue sources raised in the year of their original approval. For 2010-11, all projects will be re-authorized by the City Council with the adopted budget. This includes all projects with current contracts in place. Because the City did not issue debt in 2009-10 for new projects, the debt issue needed to continue projects at previous levels will be over $15 million, which will create a tax levy of over $1.1 million per year. 178 Financial Summary 2009-2010 2009-2010 2010-2011 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source Special Assessments Collected 516,169 700,000 550,000 550,000 Bond Proceeds 514,602 - - - Grant Proceeds - - - - Investment Income 61,040 150,000 25,000 25,000 Total Revenue 1,091,811 850,000 575,000 575,000 Expenditures Transfer to Debt Service Fund 328,944 311,606 311,606 317,659 Alley Paving Costs - 1,700,000 630,000 480,000 General Management Support - 30,000 - - Other Costs 3,393 - - - Total Expenditures 332,337 2,041,606 941,606 797,659 Net Surplus (Deficit)759,474 (1,191,606) (366,606) (222,659) Beginning Fund Balance 3,729,314 4,488,788 4,122,182 Ending Fund Balance 4,488,788 4,122,182 3,899,523 Unrestricted Portion of Fund Balance 4,162,677 3,804,182 3,586,523 Restricted Portion of Fund Balance 326,111 318,000 313,000 Description of Major Activities City of Evanston Special Assessment (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. 179 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Operating Revenue Parking Lots & Meters Operations 3,078,969 3,051,500 2,826,500 2,832,000 Church Street Garage Operations 731,382 780,000 800,000 810,000 Maple Avenue Garage Operations 1,451,066 1,392,500 1,342,000 1,367,000 Maple Avenue Garage Interfund Transfers-In 5,250,000 - - - Sherman Avenue Garage Operations 1,702,591 1,922,000 1,558,000 1,598,000 Transfer In- Washington National TIF 7,172,829 14,400,050 14,400,050 3,385,900 Interfund Transfer- Downtown II TIF Dissolution - - 700,000 - Interest Income 290,405 255,000 34,900 34,900 Reserve for Future Repairs/Replacement 1,973,162 1,297,800 1,298,000 2,044,000 Total Revenue 21,650,404 23,098,850 22,959,450 12,071,800 Operating Expenses 7005 - Parking System Administration 829,199 655,200 652,575 661,407 7015 - Parking Lots and Meters 732,653 999,900 922,490 971,743 7025 - Church Street Self Park 538,987 617,100 562,700 800,100 7030 - Church Street Debt Payments 58,656 838,800 838,800 159,700 7036 - Sherman Avenue Garage 4,205,333 16,319,500 16,132,300 5,878,900 7037 - Maple Avenue Garage 2,531,260 1,552,200 1,373,046 1,920,991 7050 - Interfund Transfers Out 777,500 777,500 777,500 964,276 Total Expenditures 9,673,588 21,760,200 21,259,411 11,357,117 Net Surplus (Deficit) 11,976,816 1,338,650 1,700,039 714,683 Beginning Fund Balance 1,737,554 13,714,370 15,414,409 Ending Fund Balance 13,714,370 15,414,409 16,129,092 Unrestricted Portion of Fund Balance 12,014,370 13,714,370 13,714,370 Restricted Portion of Fund Balance 1,700,000 1,700,039 2,414,722 City of Evanston Parking Fund Summary (Fund #505) Total Full-Time Equivalent Positions: Employee Status Description Job Type Description 2010-2011 Position FTE Parking System Management Full-Time Regular Parking Manager 1.00 Full-Time Regular Parking Facilities Supervisor 1.00 Full-Time Regular Parking System Supervisor 1.00 Full-Time Regular Parking Operations Clerk 3.00 Full-Time Regular Traffic Engineering Technician 0.50 7005 Total 6.50 Parking Lots & Meters Full-Time Regular Parking Repair Worker 3.00 Full-Time Regular Public Works Crew Leader 1.00 Full-Time Regular Public Works Maint. Worker II 4.00 7015 Total 8.00 Maple Garage Full-Time Regular Public Works Maint. Worker II 1.00 7037 Total 1.00 Parking System Fund Total 15.50 180 City of Evanston Parking Fund Summary (Fund #505) 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget 7015 Parking Meter Activities 688,734 999,900 922,490 927,743 7015 Parking Meter Depreciation 43,919 - - 44,000 SUBTOTAL 732,653 999,900 922,490 971,743 Church Garage Expenditure Detail: 7025 Church Garage Activities 366,846 617,100 562,700 584,100 7025 Reserve (Depreciation)172,141 - - 216,000 SUBTOTAL 538,987 617,100 562,700 800,100 Sherman Garage Expenditure Detail: 7036 Sherman Garage Activities 1,441,716 1,583,500 1,396,300 1,425,000 7036 Transfer to General Fund 42,000 42,000 42,000 - 7036 Debt Service Payments 1,698,445 13,644,000 13,644,000 3,403,900 7036 Reserve (Depreciation)1,023,172 1,050,000 1,050,000 1,050,000 SUBTOTAL 4,205,333 16,319,500 16,132,300 5,878,900 Maple Garage Expenditure Detail: 7037 Maple Garage Activities 1,174,134 1,304,400 1,125,046 1,186,991 7037 Tax Rebate Agreement 548,326 - - - 7037 Debt Service Payments 74,870 - - - 7037 Reserve (Depreciation)733,930 247,800 248,000 734,000 SUBTOTAL 2,531,260 1,552,200 1,373,046 1,920,991 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 2009-2010 Major Program Objectives This year’s focus was on continued development of a preventive maintenance program for the three parking garages. Part of the process included a condition assessment of the three (3) downtown parking garages. 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. A pilot program to evaluate a better lighting system for the Church Street Self Park was continued using fluorescent technology on the second level. Also, staff worked on the development of a reduced monthly rate plan for the top floor of the Sherman Avenue Self Park and the development of 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. A pilot program was instituted using IPS single-space on-street meter technology which accepts credit cards as well as coin. 2010-2011 Department Initiatives 1. Continue to work with large and small development projects to provide parking and encourage use of the garages for employee parking. 2. Continue improving the appearance inside garages through newer lighting technologies (fluorescent) for the Church Street Self Park. 3. Implement new on-street payment technology to allow payment of meter parking by credit card. 181 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 7005 PARKING SYSTEMS 61010 REGULAR PAY 743,654 921,500 851,600 899,438 61055 TEMPORARY EMPLOYEES 2,657 61060 SEASONAL EMPLOYEES 755 16,300 9,000 11,000 61110 OVERTIME PAY 15,568 12,500 9,200 18,700 61210 LONGEVITY 10,672 11,600 11,600 13,400 61410 SHIFT DIFFERENTIAL 22 61415 TERMINATION PAYOUTS 15,522 61420 ANNUAL SICK LEAVE PAYOUT 1,022 61430 OTHER PAYOUTS 592 61447 OPEB EXPENSES 315 61510 HEALTH INSURANCE 140,200 164,000 164,100 179,403 61615 LIFE INSURANCE 1,500 1,500 1,500 1,500 61630 SHOE ALLOWANCE 1,363 1,300 585 500 61710 IMRF 61,104 78,700 73,100 115,100 61725 SOCIAL SECURITY 49,049 59,000 54,700 60,800 61730 MEDICARE 11,471 13,800 12,800 14,200 62135 ARCHITECTURAL SERVICES 60,000 60,000 62210 PRINTING 18 100 80 100 62225 BLDG MAINTENANCE SERVICES 16,747 32,900 18,200 11,000 62230 IMPROVEMENT MAINT. SERVICE 20,912 115,000 90,000 115,000 62235 OFFICE EQUIPMENT MAINT 100 100 100 62245 OTHER EQMT MAINTENANCE 94,942 35,000 2,500 5,500 62275 POSTAGE CHARGEBACKS 2,107 2,200 2,000 2,200 62295 TRAINING & TRAVEL 2,192 4,500 3,000 4,000 62305 RENTAL OF AUTO‐FLEET MAINTEN.99,206 111,800 111,800 22,000 62309 RENTAL OF AUTO REPLACEMENT 7,700 62350 FISCAL AGENT SERVICES 31,975 150,000 62360 MEMBERSHIP DUES 630 900 900 900 62375 RENTALS 64,694 119,900 80,700 90,000 62380 COPY MACHINE CHARGES 275 500 500 200 62400 CONTRACT SVC‐PARK GARAGE 2,159,154 2,126,600 1,976,000 2,061,000 62425 ELEVATOR CONTRACT COSTS 89,623 102,500 99,500 103,000 62431 ARMORED CAR SERVICES 62,028 58,000 58,000 52,500 62509 SERVICE AGREEMENTS/CONTRACTS 185,900 183,800 206,700 62635 OTHER INSURANCE 42,000 42,000 42,000 62655 LEASE PAYMENTS 5,000 62660 BUSI.ATTRACTIONS/EXPANSION 631,126 100,000 90,000 100,000 62685 REIMB. GF FOR ADMIN. EXP 602,500 602,500 602,500 644,500 62705 BANK SERVICE CHARGES 76,711 56,000 56,000 58,000 62715 AMORT.& BOND COSTS (82,556) 62721 ESCROW FUNDING (276,693) 64005 ELECTRICITY 511,764 450,500 474,500 439,500 64015 NATURAL GAS 907 1,000 1,000 1,000 64505 TELECOMMUNICATIONS ‐ CARRIER L 54,430 64,000 63,000 61,000 64540 TELECOMMUNICATIONS ‐ WIRELESS 7,265 5,800 5,800 5,800 65005 AGRI/BOTANICAL SUPPLIES 4,495 10,000 6,000 6,500 65020 CLOTHING 311 1,000 600 1,000 65040 JANITORIAL SUPPLIES 1,354 1,000 1,000 1,000 65045 LICENSING/REGULATORY SUPP 3,704 5,000 5,000 5,000 65050 BLDG MAINTENANCE MATERIAL 16,250 6,400 10,946 34,100 65070 OFFICE/OTHER EQT MTN MATL 38,566 10,000 10,000 14,000 65085 MINOR EQUIPMENT & TOOLS 1,409 1,000 800 1,000 65095 OFFICE SUPPLIES 1,577 1,300 1,500 1,500 66131 TRANSFER TO GENERAL FUND 42,000 42,000 42,000 66132 TRANSFER TO GF‐INSURANCE 175,000 175,000 175,000 319,776 182 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 68010 DEPRECIATION EXPENSE 1,973,162 1,297,800 1,298,000 2,044,000 68205 CONTINGENCIES 16,390 19,000 15,700 17,900 68305 DEBT SERVICE 2,168,947 14,482,800 14,482,800 3,563,600 7005 PARKING SYSTEMS 9,673,588 21,760,200 21,259,411 11,357,117 183 Financial Summary Operating Revenues Evanston 5,698,960 5,675,000 5,651,300 5,675,000 Skokie 2,689,305 2,803,000 2,591,000 2,690,000 Northwest Commission 4,820,075 3,727,000 4,000,000 4,100,000 Investment Earnings 193,547 100,000 4,000 12,000 Debt Proceeds - 5,806,000 - 3,500,000 Debt Proceeds (zero interest)931,712 531,335 Fees and Merchandise Sales 154,479 70,000 45,000 50,000 Fees and Outside Work 156,678 80,000 80,000 80,000 Grants 455,341 510,246 Phosphate Sales 35,509 33,500 55,000 60,000 Property Sales and Rentals 64,651 169,700 169,630 184,200 Misc Revenue 65,539 63,000 63,000 63,000 Total Revenue 13,878,743 18,527,200 14,045,983 17,455,781 Operating Expenses General Support 702,692 755,700 713,665 788,521 Pumping 2,380,075 2,494,100 2,298,055 2,655,827 Filtration 1,944,712 2,387,800 2,359,890 2,492,978 Distribution 1,270,249 1,513,800 1,430,247 1,384,891 Meter Maintenance 341,754 349,600 356,290 356,611 Other Operating Expenses 853,282 1,036,600 972,245 239,800 Debt Service 107,987 966,600 616,556 657,560 Capital Outlay 400,526 6,245,000 24,200 155,000 Capital Improvement - 4,150,606 7,600,581 Depreciation 1,417,334 - - - City of Evanston Water Fund Financial Summary (Fund #510 - 513) 2008-2009 Actual 2009-2010 Adopted Budget 2010-2011 Adopted Budget 2009-2010 Estimated Actual Employee Status Description Position Description 2010-2011 Position FTE Full-Time Regular Director of Utilities 1.00 Full-Time Regular Executive Secretary 1.00 Full-Time Regular Assistant Superintendent, Construction & Field Services 1.00 Full-Time Regular Assistant Superintendent, Water Production 1.00 Full-Time Regular Division Chief, Pumping 1.00 Full-Time Regular Water/Sewer Mechanic (6 @ 1 FTE) 6.00 Full-Time Regular Water Maintenance Supervisor (2 @ 1 FTE) 2.00 Full-Time Regular Water Worker II (4 @ 1 FTE) 4.00 Full-Time Regular Water Plant Operator (10 @ 1 FTE) 10.00 Full-Time Regular Chemist 1.00 Full-Time Regular Division Chief, Filtration 1.00 Full-Time Regular Microbiologist 1.00 Full-Time Regular Water Worker I (3 @ 1 FTE) 3.00 Part-Time Regular Plumbing Inspector 0.50 Full-Time Regular Division Chief, Distribution 0.50 Full-Time Regular Water Service Worker (2 @ 1 FTE) 2.00 Full-Time Regular Water/Sewer Crew Leader (3 @ 1 FTE) 3.00 Full-Time Regular Water Distribution Supervisor 1.00 Full-Time Regular Facilities Maintenance Worker/Custodian I 1.00 Full-Time Regular Meter Service Coordinator 1.00 Full-Time Regular Water Billing Clerk 1.00 7100 Total 43.00 Water Fund Total 43.00 Water Fund Total Full-Time Equivalent Positions: 184 City of Evanston Water Fund Financial Summary (Fund #510 - 513) Interfund Transfers Out- General Fund 2,778,600 2,778,600 2,778,600 3,286,800 Interfund Transfers Out- Insurance Fund - - - 468,492 Total Expense 12,197,211 18,527,800 15,700,354 20,087,061 Net Surplus (Deficit)1,681,532 (600) (1,654,371) (2,631,280) Beginning Unrestricted Fund Balance 6,454,751 8,136,283 6,481,912 Ending Unrestricted Fund Balance 8,136,283 6,481,912 3,850,632 Revenue Projections Notes for Financial Summary Performance Report on FY 2009-2010 Major Program Objectives Distribution Section staff has been extremely busy making the needed repairs and replacements in advance of this year’s extremely aggressive street resurfacing program. The section also participated in a pilot unidirectional flushing of water mains to scour sediment and debris from the distribution system. The section also performed C- factor or roughness testing of several water mains to determine the carrying capacity of the water mains. 2009-2010 Estimated Actual 2010-2011 Adopted Budget The Pumping Section was actively involved in all phases of the 54-inch intake anchor ice control system, from the design and engineering to the installation and operation of this ARRA funded project. The system was installed in the fall/early winter of 2009 and should provide the Water Utility with additional protection against intake icing. The Division was also responsible for the inspection and repair of High Lift Pumping Unit #2 and #9 which helps supply finished and treated water to Evanston and their wholesale customers. 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 the garage level of the Service Building. 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 conventional sand/anthracite filtration versus membrane filtration in terms of what would be necessary to expand the plant to supply additional wholesale customers. The Division also finalized the research and established specifications regarding the purchase of 24 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 received grant funding from an Illinois Department of Commerce energy grant to replace the lighting on all levels of the Filtration sections of the plant. This replacement program utilized eco-friendly CFC bulbs and will also provide significant electric cost savings. 2008-2009 Actual 2009-2010 Adopted Budget Revenues from the sale of water are projected to meet budget estimates. The projected revenue compared to budget estimate for Evanston residents is within one percent. Revenue projected from Skokie is down approximately eight percent, but is offset by the revenue projected from the Northwest Water Commission which is up approximately seven percent. The Northwest Water Commission actually purchased less water than anticipated, but revenues have increased by approximately $350,000 due to the modification of the contract which now stipulates that the Evanston Water Utility utilize the original Appendix E rate calculation. This format allows for charging a fair rate of return on rate base as well as a charge for asset depreciation in addition to a quantity rate. The Water Division deferred the implementation of three major capital projects which also deferred the need to sell water bonds to fund these projects. The Water Division was successful in obtaining grant funding (ARRA, Build Illinois, ICECF and EECBG) totaling $965,587 and zero percent IEPA/ARRA loan funding totaling $1,463,047. During FY 2009-2010, the Water Division continued to work on a number of capital improvement projects as well as the continued maintenance and operations of the facilities. The Administration Section implemented the workforce development program. Two Evanston residents were hired and began the 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 make them more promotable within the Division. The Administration staff worked on the grant and loan applications and provided oversight on several capital improvement projects. 185 City of Evanston Water Fund Financial Summary (Fund #510 - 513) 2010-2011 Department Initiatives 3. 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 . The Meter Section, beginning in September of 2008 and ending in December of 2009 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 will allow the Division much more flexibility in terms of 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. 1. The Water Division continues to strive to be a leader in 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. 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 rehabilitate/renovate the 1963 filters. 186 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 7100 WATER DEPARTMENT 61010 REGULAR PAY 2,682,099 2,946,200 2,850,300 2,809,964 61055 TEMPORARY EMPLOYEES 62,480 61060 SEASONAL EMPLOYEES 24,082 19,600 19,640 20,500 61071 INTERNSHIP PROGRAM 3,176 12,500 9,800 12,500 61072 JOB TRAINING PROGRAM 62,400 54,100 62,400 61110 OVERTIME PAY 87,736 112,300 123,200 114,300 61210 LONGEVITY 42,779 44,300 42,900 42,900 61410 SHIFT DIFFERENTIAL 14,683 61415 TERMINATION PAYOUTS 67,614 61420 ANNUAL SICK LEAVE PAYOUT 14,236 61447 OPEB EXPENSES 1,382 61510 HEALTH INSURANCE 415,600 454,600 454,600 497,564 61615 LIFE INSURANCE 4,400 4,400 4,400 4,400 61625 AUTO ALLOWANCE 1,800 1,800 1,800 1,800 61630 SHOE ALLOWANCE 5,135 5,100 4,967 5,000 61710 IMRF 221,865 261,600 252,700 366,100 61725 SOCIAL SECURITY 181,631 196,700 195,400 192,400 61730 MEDICARE 42,733 46,000 44,500 44,900 62180 STUDIES 9,688 105,000 75,000 157,000 62210 PRINTING 4,946 7,100 7,000 7,200 62225 BLDG MAINTENANCE SERVICES 300 3,500 2,500 3,500 62230 IMPROVEMENT MAINT SERVICE 34,012 59,000 44,500 62,500 62235 OFFICE EQUIPMENT MAINT 1,900 600 1,900 62245 OTHER EQMT MAINTENANCE 29,221 53,300 42,000 38,500 62273 LIEN FILING FEES 1,500 62275 POSTAGE CHARGEBACKS 3,417 3,000 3,000 3,000 62295 TRAINING & TRAVEL 17,651 25,700 17,700 26,900 62305 RENTAL OF AUTO‐FLEET MAINTEN.331,200 331,200 331,200 122,800 62309 RENTAL OF AUTO REPLACEMENT 72,300 62315 POSTAGE 24,695 20,700 20,700 21,700 62340 COMPUTER LICENSE & SUPPORT 25,840 59,800 53,245 63,400 62341 INTERNET SOLUTION PROVIDERS 1,530 1,600 1,600 62360 MEMBERSHIP DUES 5,593 6,400 6,555 6,500 62380 COPY MACHINE CHARGES 21 100 100 1,900 62381 COPY MACHINE LEASES 4,200 100 2,000 62415 DEBRIS/REMOVAL CONTRACTUAL 9,778 50,000 40,000 50,000 62420 MWRD FEES 296,689 454,200 454,165 473,100 62455 WTR/SWR BILL PRINT AND MAIL 7,662 15,000 13,000 9,200 62460 WTR/SWR BILL EPAYMENT CONTRACT 2,433 3,000 2,200 15,000 62463 WATER MAINTENANCE CONTRACTS 1,000 1,000 62465 OUTSIDE LABARATORY COSTS 17,196 20,400 10,400 18,000 62615 INSURANCE PREMIUM 96 62680 TRANSFER TO GF‐DATA 90,700 90,700 90,700 62685 REIMB. GF FOR ADMIN. EXP 484,000 484,000 484,000 62705 BANK SERVICE CHARGES 27,474 62715 AMORT.& BOND COSTS (1,129) 62730 GAIN/LOSS SALE FIXED ASST 27,898 64005 ELECTRICITY 1,055,350 1,185,000 995,000 1,285,000 64015 NATURAL GAS 199,241 146,500 146,500 186,500 64505 TELECOMMUNICATIONS ‐ CARRIER L 8,442 7,800 7,300 9,400 64540 TELECOMMUNICATIONS ‐ WIRELESS 17,424 15,900 14,420 15,400 65005 AGRI/BOTANICAL SUPPLIES 799 1,000 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 7,390 7,300 7,300 7,300 65015 CHEMICALS 286,093 468,000 468,000 505,000 65020 CLOTHING 2,844 8,400 4,600 8,400 187 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 65030 PHOSPHATE CHEMICALS 63,086 61,000 106,500 108,000 65035 PETROLEUM PRODUCTS 10,950 15,500 13,500 15,500 65040 JANITORIAL SUPPLIES 4,076 5,600 5,600 6,100 65050 BLDG MAINTENANCE MATERIAL 10,306 8,200 8,200 8,200 65051 MATERIALS‐ STREETS DIVISION 9,416 27,600 27,600 27,600 65055 MATER. TO MAINT. IMP.89,529 150,000 140,800 150,000 65070 OFFICE/OTHER EQT MAINT MATERIALS 164,423 163,800 153,800 163,800 65075 MEDICAL & LAB SUPPLIES 17,283 20,000 19,000 20,000 65080 MERCHANDISE FOR RESALE 18,546 70,000 45,000 50,000 65085 MINOR EQUIPMENT & TOOLS 2,070 7,100 7,100 7,100 65090 SAFETY EQUIPMENT 3,071 3,700 3,700 3,700 65095 OFFICE SUPPLIES 6,345 5,500 5,500 5,500 65105 PHOTO/DRAFTING SUPPLIES 300 500 500 500 65515 OTHER IMPROVEMENTS 4,594 2,939,776 4,317,581 65555 PERSONAL COMPUTER EQUIPMENT 5,070 1,600 65702 WATER GENERAL PLANT 118,166 6,243,400 1,075,030 3,238,000 65703 WATER PUMPING PLANT 160,000 200,000 66020 TRANSFERS TO OTHER FUNDS 2,616,300 2,616,300 2,616,300 3,755,292 66132 TRANSFER TO GF‐INSURANCE 140,400 140,400 140,400 66138 TRAN TO GF‐ PUB.WORKS SUPPORT 18,500 18,500 18,500 66139 TRAN TO GF ‐ WORKERS COMP.31,000 31,000 31,000 66140 TRANSFER TO GF‐ OPERATING CASH 162,300 162,300 162,300 68010 DEPRECIATION EXPENSE 1,417,334 68205 CONTINGENCIES 852 1,000 1,000 1,000 68305 DEBT SERVICE ‐ PRINCIPAL 381,369 966,600 616,556 657,560 7100 WATER DEPARTMENT 12,197,211 18,527,800 15,700,354 20,087,061 188 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Operating Revenues Operations 13,998,122 14,238,968 14,272,000 14,284,000 Debt Proceeds - 452,400 348,377 - Investment Earnings 121,612 150,000 20,000 4,000 Miscellaneous 25,835 25,000 - - Total Revenue 14,145,569 14,866,368 14,640,377 14,288,000 Operating Expenses Sewer Operations 1,314,234 1,889,600 1,716,653 1,972,921 Other Operating Expenses 265,801 315,600 313,104 53,100 Interfund Transfers Out (excluding Fleet)- - - 536,203 Capital Outlay - 33,000 28,800 30,000 Capital Improvement Account 206,684 1,575,200 856,000 700,000 Depreciation 3,033,718 - - - Debt Service 3,905,189 14,054,700 14,054,700 14,215,356 Total Expenses 8,725,626 17,868,100 16,969,257 17,507,580 Net Surplus (Deficit)5,419,943 (3,001,732) (2,328,880) (3,219,580) Beginning Unrestricted Fund Balance 315,621 5,735,564 3,406,684 Ending Unrestricted Fund Balance 5,735,564 3,406,684 187,104 City of Evanston Sewer Fund Summary (Fund #515) 189 City of Evanston Sewer Fund Summary (Fund #515) Notes for Financial Summary Revenue Projections Performance Report on FY 2009-2010 Major Program Objectives 2010-2011 Department Initiatives Sewer Fund revenues are forecasted to meet the estimated budget revenue for FY 09/10. Revenue projections for FY 10/11 are estimated to remain consistent with the previous year projection. During FY 09/10 the last construction project of the Long Range Sewer Improvement Program was completed. Capital Improvements were limited to replacing or rehabilitating sewers on streets being resurfaced. The Sewer Division crews are performing all of the preventative maintenance cleaning of the sewer system performing this work in one-third of the City annually. During FY 09/10 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 inspection of the sewers under streets proposed to be resurfaced in 2010 in order to determine the repairs needed prior to the paving of the street. 1. In 2010-11, the Sewer Division will continue to coordinate the repair of sewer mains in advance of the street resurfacing program. 2. In 2010-11, 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. 190 Loan/Bond Description FY 2010-11 S03 L17-0649 245,346.00$ S06/S13 L17-0650 1,133,106.00$ Main St. L17-0851 105,008.00$ P-III Contract A L17-0930 153,112.00$ P-III Contract B L17-0951 634,794.00$ P-IV Contract A L17-0889 542,998.00$ P-IV Contract B L17-0966 100,016.00$ P-IV Contract C L17-0967 301,552.00$ P-IV Contract D L17-0968 259,924.00$ P-V Contract A L17-0890 342,348.00$ P-V Contract B L17-1067 280,620.00$ P-V & P-VII C L17-1068 545,202.00$ P-VI Contract A L17-0891 1,195,206.00$ P-VI Contract C L17-1129 329,568.00$ P-VII Contract A L17-0892 401,678.00$ P-VII Contract B,D,F L17-1130 360,906.00$ P-VII Contract E L17-1069 132,000.00$ P-VII Contract G L17-1126 153,734.00$ P-VII Contract H L17-1192 181,070.00$ P-VIII Contract A L17-0893 615,272.00$ P-VIII Contract B L17-1193 257,056.00$ P-IX Contract A L17-0894 331,392.00$ P-X Contract A L17-0895 583,896.00$ P-X Contract B L17-1452 441,578.00$ BS82 Contract 1 L17-2471 692,543.00$ BS82 Contract 2 L17-2736 411,720.00$ Subtotal IEPA/Loans 10,731,645.00$ 1992 GO Bonds 1,979,013.00$ 1994 GO Bonds 1,072,588.00$ 1998 GO Bonds 242,210.00$ 2008C GO Bonds 189,900.00$ Subtotal G.O.Bonds 3,483,711.00$ TOTAL SEWER FUND DEBT SERVICE 14,215,356.00$ 2010-11 Sewer Debt Service 191 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 7400 SEWER DEPARTMENT 61010 REGULAR PAY 741,398 841,600 775,000 821,223 61055 TEMPORARY EMPLOYEES 8,544 61060 SEASONAL EMPLOYEES 3,230 4,800 4,800 4,800 61110 OVERTIME PAY 24,900 27,600 20,000 27,600 61210 LONGEVITY 11,329 8,700 11,000 9,000 61410 SHIFT DIFFERENTIAL 133 61420 ANNUAL SICK LEAVE PAYOUT 2,605 61447 OPEB EXPENSES 296 61510 HEALTH INSURANCE 135,300 148,000 148,000 161,998 61615 LIFE INSURANCE 1,200 1,200 1,200 1,200 61630 SHOE ALLOWANCE 1,755 1,800 1,673 1,400 61710 IMRF 58,317 72,300 63,000 105,700 61725 SOCIAL SECURITY 47,209 54,100 49,000 55,500 61730 MEDICARE 11,041 12,700 11,000 13,000 62110 AUDITING 2,500 62180 STUDIES 19,948 30,000 62185 OTHER CONSULTING SERVICES (10,260) 62230 IMPROVEMENT MAINT SERVICE 18,000 13,000 18,000 62245 OTHER EQMT MAINTENANCE 3,385 6,000 6,000 6,000 62295 TRAINING & TRAVEL 3,379 5,600 5,600 5,600 62305 RENTAL OF AUTO‐FLEET MAINTEN.258,600 258,600 258,600 177,800 62309 RENTAL OF AUTO REPLACEMENT 127,700 62315 POSTAGE 7,433 18,200 18,200 19,100 62340 COMPUTER LICENSE & SUPPORT 2,100 2,100 2,100 62415 DEBRIS/REMOVAL CONTRACTUAL 30,473 50,000 40,000 50,000 62421 NPDES FEES ‐ SEWER 21,000 21,000 21,004 21,000 62455 WTR/SWR BILL PRINT AND MAIL 13,741 15,000 12,000 9,200 62460 WTR/SWR BILL EPAYMENT CONTRACT 1,921 3,000 2,000 15,000 62461 SEWER MAINTENANCE CONTRACTS 229,590 465,000 403,600 465,000 62680 TRANSFER TO GF‐DATA 69,700 69,700 69,700 62685 REIMB. GF FOR ADMIN. EXP 72,500 72,500 72,500 62715 AMORT.& BOND COSTS 14,159 62721 ESCROW FUNDING (378,862) 64540 TELECOMMUNICATIONS ‐ WIRELESS 5,850 6,900 5,480 6,300 65015 CHEMICALS 3,389 2,000 1,000 2,000 65020 CLOTHING 2,438 1,600 1,600 1,600 65040 JANITORIAL SUPPLIES 400 400 400 65051 MATERIALS‐ STREETS DIVISION 16,924 27,600 27,600 27,600 65055 MATER. TO MAINT. IMP.15,560 74,400 72,900 74,400 65070 OFFICE/OTHER EQT MTN MATL 13,614 6,700 6,725 8,000 65085 MINOR EQUIPMENT & TOOLS 6,676 3,500 3,000 3,500 65090 SAFETY EQUIPMENT 1,710 3,500 3,475 3,500 65515 OTHER IMPROVEMENTS 27,100 1,201,400 482,200 450,000 65625 FURNITURE, FIXTURE & EQUIPMENT 17,737 33,000 28,800 30,000 66020 TRANSFERS TO OTHER FUNDS 536,203 66132 TRANSFER TO GF‐INSURANCE 108,400 108,400 108,400 66138 TRAN TO GF‐ PUB.WORKS SUPPORT 123,800 123,800 123,800 66139 TRAN TO GF ‐ WORKERS COMP.39,400 39,400 39,400 68010 DEPRECIATION EXPENSE 3,033,718 68205 CONTINGENCIES 161 800 800 800 68305 DEBT SERVICE 3,905,189 14,054,700 14,054,700 14,215,356 7400 SEWER DEPARTMENT 8,725,630 17,868,100 16,969,257 17,507,580 192 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenues General Fund 3,839,594 4,291,000 3,010,000 4,047,800 Parking Fund 99,206 111,800 78,000 29,700 Water Fund 331,200 331,200 232,000 195,100 Sewer Fund 258,600 258,600 181,000 305,500 Sale of Surplus Property 112,672 150,000 120,000 252,260 Damage to City Property 245 35,000 35,000 29,770 Miscellaneous Revenue 591 - - - Interest Income 14,140 25,000 5,000 5,000 Total Revenues 4,656,248 5,202,600 3,661,000 4,865,130 Expenditures General Support 314,531 382,900 376,900 287,135 Major Maintenance 3,469,396 3,536,100 3,321,350 2,914,725 Capital Outlay 28,031 2,000,000 536,000 1,700,000 Depreciation 1,225,265 - - - Total Expenditures 5,037,223 5,919,000 4,234,250 4,901,860 Net Surplus (Deficit)(380,975) (716,400) (573,250) (36,730) Beginning Fund Balance 964,016 583,041 9,791 Ending Fund Balance 583,041 9,791 (26,939) Unrestricted Portion of Fund Balance 251,359 9,791 (26,939) Restricted Portion of Fund Balance 331,682 - - City Of Evanston Fleet Services Fund Summary (Fund #600) 193 City Of Evanston Fleet Services Fund Summary (Fund #600) Performance Report on FY 2009-2010 Major Program Objectives 2010-2011 Department Initiatives The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle replacements were completed prior to January of 2007. Snowplows were sandblasted and painted prior to December, 2006. 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 The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle replacements were completed prior to January of 2009. Snowplows were sandblasted and repainted as needed prior to December 2009. 194 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 7700 FLEET DEPARTMENT 61010 REGULAR PAY 884,429 980,200 986,200 761,684 61110 OVERTIME PAY 29,906 42,800 36,000 36,000 61114 SNOW OT 755 61210 LONGEVITY 12,316 12,600 12,600 10,700 61410 SHIFT DIFFERENTIAL 9,835 13,354 61415 TERMINATION PAYOUTS 31,347 61420 ANNUAL SICK LEAVE PAYOUT 3,455 61447 OPEB EXPENSES 6,316 61510 HEALTH INSURANCE 145,000 158,600 158,600 138,470 61615 LIFE INSURANCE 1,500 1,500 1,500 1,500 61625 AUTO ALLOWANCE 1,896 1,800 1,896 1,900 61630 SHOE ALLOWANCE 2,080 1,700 1,700 1,900 61710 IMRF 75,640 84,700 84,700 119,946 61725 SOCIAL SECURITY 60,002 63,600 63,600 61,646 61730 MEDICARE 14,033 14,900 14,900 15,100 62205 ADVERTISING 1,333 1,100 3,000 7,500 62235 OFFICE EQUIPMENT MAINT 9,652 8,000 2,700 2,900 62240 AUTOMOTIVE EQMP MAINT 11,054 59,500 40,000 40,000 62245 OTHER EQMT MAINTENANCE 745 20,100 21,200 21,200 62275 POSTAGE CHARGEBACKS 134 200 200 200 62295 TRAINING & TRAVEL 882 2,700 3,000 3,000 62340 COMPUTER LICENSE & SUPPORT 3,990 15,000 10,500 10,400 62355 LAUNDRY/OTHER CLEANING 12,769 14,000 14,000 14,000 62360 MEMBERSHIP DUES 770 1,100 1,100 1,600 62375 RENTALS 13,811 24,000 21,000 23,000 62380 COPY MACHINE CHARGES 2,000 62402 VEHICLE LEASE CHARGES 13,725 20,000 18,000 20,000 64505 TELECOMMUNICATIONS ‐ CARRIER L 1,982 1,500 1,904 1,900 64540 TELECOMMUNICATIONS ‐ WIRELESS 3,258 2,000 2,700 2,700 65010 BOOKS, PUBLICATIONS, MAPS 1,400 1,000 1,000 65015 CHEMICALS 3,010 9,600 1,250 1,300 65020 CLOTHING 221 900 900 900 65035 PETROLEUM PRODUCTS 1,009,163 1,200,000 1,100,000 1,100,000 65040 JANITORIAL SUPPLIES 647 200 1,200 1,200 65045 LICENSING/REGULATORY SUPP.38 65050 BLDG MAINTENANCE MATERIAL 431 1,000 1,700 1,700 65055 MATER. TO MAINT. IMP.4,000 4,000 4,000 65060 MATER. TO MAINT. AUTOS 1,204,476 989,000 900,000 595,860 65065 TIRES & TUBES 125,400 130,000 110,000 110,000 65085 MINOR EQUIPMENT & TOOLS 9,586 7,600 10,000 10,000 65090 SAFETY EQUIPMENT 571 800 800 800 65095 OFFICE SUPPLIES 3,028 2,400 1,900 2,000 65550 AUTOMOTIVE EQUIPMENT 102,772 2,040,000 600,000 1,760,000 68205 CONTINGENCIES 500 500 500 68010 DEPRECIATION EXPENSE 1,225,265 7700 FLEET DEPARTMENT 5,037,223 5,919,000 4,234,250 4,901,860 195 Financial Summary 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Revenue By Source General Admin Contribution- General Fund - - - 126,800 General Admin Contribution- Parking 17,038 General Admin Contribution- Water Fund - - - 24,961 General Admin Contribution- Sewer Fund - - - 14,396 General Admin Contribution- E911 930 General Admin Contribution- CDBG 930 General Admin Contribution- E.D. - - - 930 Subtotal - - - 185,985 Liability/Property Contribution- General Fund 1,220,800 1,330,800 1,330,800 951,100 Liability/Property Contribution- Parking Fund 175,000 175,000 175,000 127,782 Liability/Property Contribution- Water Fund 256,400 256,400 256,400 187,209 Liability/Property Contribution- Sewer Fund 147,800 147,800 147,800 107,973 Liability/Property Contribution- E911 - - - 6,975 Liability/Property Contribution- CDBG - - - 6,975 Liability/Property Contribution- E.D.- - - 6,975 Subtotal 1,800,000 1,910,000 1,910,000 1,394,989 Workers Comp Contribution- General Fund - - - 1,302,300 Workers Comp Contribution- Parking Fund - - - 174,956 Workers Comp Contribution- Water Fund - - - 256,322 Workers Comp Contribution- Sewer Fund - - - 147,834 Workers Comp Contribution- E911 - - - 9,550 Workers Comp Contribution- CDBG - - - 9,550 Workers Comp Contribution- E.D.- - - 9,550 Subtotal - - - 1,910,062 Health Insurance Chargebacks- General Fund - - - 7,722,300 Health Insurance Chargebacks- E911 Fund - - - 57,900 Health Insurance Chargebacks- CDBG - - - 23,100 Health Insurance Chargebacks- E.D. Fund - - - 26,600 Health Insurance Chargebacks- Parking Fund - - - 179,400 Health Insurance Chargebacks- Water Fund - - - 497,600 Health Insurance Chargebacks- Sewer Fund - - - 162,000 Health Insurance Chargebacks- Fleet Fund - - - 138,500 Retiree Health Insurance Contributions - - - 2,036,000 Employee Health Insurance Contributions - - - 1,304,450 Subtotal - - - 12,147,850 Subrogation Proceeds - - 100,000 100,000 Miscellaneous Income 8,625 - - - Investment Income 73,995 250,000 50,000 50,000 Subtotal 82,620 250,000 150,000 150,000 Total Revenues 1,882,620 2,160,000 2,060,000 15,788,886 City of Evanston Insurance Fund Summary (Fund #605) 196 City of Evanston Insurance Fund Summary (Fund #605) 2009-2010 2009-2010 2010-2011 2008-2009 Adopted Estimated Adopted Actual Budget Actual Budget Expenditures Claims Payable (CAFR report adjustment) (1,161,000) - - - General Administration & Support 325,409 378,800 274,550 277,587 Subtotal (835,591) 378,800 274,550 277,587 Liability/Property Insurance Premiums 600,556 718,700 466,510 470,000 Liability Legal Fees 670,241 - 300,000 425,000 Liability Settlement Payments 408,277 920,000 500,000 400,000 Subtotal 1,679,074 1,638,700 1,266,510 1,295,000 Workers Comp Insurance Premiums 30,246 - 90,234 90,000 Workers Comp Legal Fees 180,316 - 150,000 170,000 Workers Comp Medical Payments 105,127 - 500,000 500,000 Workers Comp Settlement Payments 564,895 700,000 1,380,000 1,000,000 Workers Comp TPA Pymts (non specific)1,207,114 - 50,000 - Workers Comp TTD Pymts (non sworn)138,080 - 310,000 300,000 Subtotal 2,225,778 700,000 2,480,234 2,060,000 Health Insurance Premiums - - - 12,147,850 Health Insurance Opt Out Payments - - - 78,000 Subtotal - - - 12,225,850 Total Expenditures 3,069,261 2,717,500 4,021,294 15,858,437 Net Surplus (Deficit)(1,186,641) (557,500) (1,961,294) (69,551) Beginning Fund Balance (1,607,345) (3,568,639) Ending Fund Balance (1,607,345) (3,568,639) (3,638,190) Unrestricted Fund Balance (1,607,345) (3,568,639) (3,638,190) Restricted Fund Balance - - - Note: Ending negative fund balance of $(1,607,345) consists of $5,358,600 of short and long term claims payable. Actual cash on hand @ 2/28/09 = $3,795,479 Description of Major Activities FY 2010-2011 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 and 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. 197 2008‐2009 Actual 2009‐2010 Budget 2009‐2010 Estimate 2010‐2011 Approved 7800 INSURANCE DEPARTMENT 61010 REGULAR PAY 124,275 128,500 128,500 196,273 61210 LONGEVITY 1,294 1,600 61510 HEALTH INSURANCE 19,300 21,100 21,100 34,714 61615 LIFE INSURANCE 400 400 400 400 61625 AUTO ALLOWANCE 500 500 500 600 61710 IMRF 9,564 10,500 10,500 24,600 61725 SOCIAL SECURITY 7,570 7,900 7,900 12,800 61730 MEDICARE 1,770 1,800 1,800 3,000 62130 LEGAL SERVICES ‐ GENERAL 670,241 100,000 450,000 425,000 62255 SETTLEMENT COSTS ‐ WORKERS COM 700,000 1,380,000 62260 SETTLEMENT COSTS ‐ LIABILITY 408,277 920,000 500,000 400,000 62266 TPA SERVICE CHARGES 100,000 100,000 62275 POSTAGE CHARGEBACKS 1,000 500 500 62295 TRAINING & TRAVEL 1,500 500 500 62320 TELEPHONE CHARGEBACKS 1,000 62360 MEMBERSHIP DUES 500 500 500 62380 COPY MACHINE CHARGES 600 600 300 62605 OTHER CHARGES 160,737 62615 INSURANCE PREMIUM 600,556 718,700 556,744 470,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 500 500 65095 OFFICE SUPPLIES 500 250 300 65125 OTHER COMMODITIES 2,000 1,000 1,000 66044 WORKERS COMP. INSUR.PREMIUMS 30,246 90,000 66045 WORKERS COMP LEGAL FEES 180,316 170,000 66046 WORKERS COMP. MEDICAL PAYMENTS 105,127 500,000 500,000 66047 WORKERS COMP. SETTLEMENT PMNTS 564,895 1,000,000 66048 WORKERS COMP TPA PAYMENTS 1,207,114 50,000 66049 WORK.COMP. TTD PMNT(NON SWORN)138,080 310,000 300,000 66050 HEALTH INSURANCE PREMIUMS‐PPO 6,282,522 66051 HEALTH INSURANCE PREMIUMS‐ HMO 5,865,328 66059 HEALTH INS. OPT OUT EXPENSES 78,000 7800 INSURANCE DEPARTMENT 4,230,262 2,717,500 4,021,294 15,858,437 Note: FY 2008‐09 actuals do not tie into the summary rollup schedule due to CAFR reporting adjustments of ($1,161,000). 198 Financial Summary 2009-10 2009-10 2010-11 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenues: Property Taxes 4,286,398 5,527,112 5,527,112 6,057,267 Personal Property Replacement Tax 301,000 301,000 301,000 301,000 Interest on Investment 1,634,295 750,000 400,000 400,000 Participants Contribution 782,928 750,000 858,000 858,000 Unrealized Gain (Loss)(6,586,337) - - - Additional General Fund Transfer 1,867,941 - - - Total Revenues 2,286,225 7,328,112 7,086,112 7,616,267 Expenditures: Administrative Expense 235,907 175,000 175,000 175,000 Retirees Pensions 3,812,462 3,656,500 3,900,000 4,024,000 Widows' Pensions 846,328 827,399 871,000 898,000 Disability Pension 470,815 392,430 708,000 708,000 Quildro's 14,934 46,350 15,000 15,000 Reserve for future Pension Payment - 2,230,433 - 1,796,267 Total Expenditures 5,380,446 7,328,112 5,669,000 7,616,267 Net Surplus (Deficit)(3,094,221) - 1,417,112 - Beginning Fund Balance 45,343,765 42,249,544 43,666,656 Ending Fund Balance 42,249,544 43,666,656 43,666,656 Unrestricted Portion of Fund Balance - - - Restricted Portion of Fund Balance 42,249,544 43,666,656 43,666,656 Notes on Financial Summary Description of Major Activities City of Evanston Fire Pension Fund Summary (Fund #700) Property taxes above are on an accrual basis. The actual levied tax received in FY10/11 will be the FY09/10 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. 199 Financial Summary 2009-10 2009-10 2010-11 2008-09 Adopted Estimated Adopted Actual Budget Actual Budget Revenues: Property Taxes 4,773,200 6,730,620 6,730,620 7,436,369 Personal Property Replacement Tax 351,000 351,000 351,000 351,000 Interest on Investment 2,361,539 950,000 1,400,000 1,420,000 Participants Contribution 1,125,813 1,207,160 1,343,000 1,343,000 Unrealized Gain (11,872,451) - - - Transfer from General Fund Balance to reduce CY2008 Levy 2,714,545 - - - Total Revenues (546,354) 9,238,780 9,824,620 10,550,369 Expenditures: Administrative Expense 132,629 150,000 225,000 225,000 Retirees Pensions 6,197,579 5,974,000 6,430,000 6,623,000 Widows' Pensions 536,362 487,190 597,000 615,000 Disability Pension 474,216 489,250 505,000 505,000 Separation Refunds 5,657 - - - Quildro's 14,267 15,450 14,000 15,000 Reserve for future Pension Payment - 2,122,890 - 2,567,369 Total Expenditures 7,360,710 9,238,780 7,771,000 10,550,369 Net Surplus (Deficit)(7,907,064) - 2,053,620 - Beginning Fund Balance 62,525,333 54,618,269 56,671,889 Ending Fund Balance 54,618,269 56,671,889 56,671,889 Unrestricted Portion of Fund Balance - - - Restricted Portion of Fund Balance 54,618,269 56,671,889 56,671,889 Notes on Financial Summary Description of Major Activities City of Evanston Police Pension Fund Summary (Fund #705) Property taxes above are on an accrual basis. The actual levied tax received in FY10/11 will be the FY09/10 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. 200 PART V POSITION INFORMATION 201 This page was intentionally left blank. 202 City of Evanston All Funds Position Charts Positions - All Funds Last Five Fiscal Years 856.03 797.83 842.40 866.97 884.24 770.00 790.00 810.00 830.00 850.00 870.00 890.00 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 Fiscal Year Po s i t i o n s Police 26.89% Fire 13.79%Health Department 2.29% Public Works 7.80% Community & Economic Development 3.89% Library 7.16% Parks, Rec. & Community Services 16.12% Emergency Telephone System 0.63% CDBG 0.25% Economic Development 0.66%Administrative Services 6.71% Legal 1.00% City Manager's Office 1.59% Insurance Fund 0.38% Fleet Services Fund 1.50% Water Fund 5.39% Parking System Fund 1.94%Sewer Fund 1.75%City Clerk 0.13% City Council 0.13% 203 City of Evanston General Fund Position Charts Positions - General Fund Only Last Five Fiscal Years 758.23 698.03 743.60 771.17 784.99 680.00 700.00 720.00 740.00 760.00 780.00 800.00 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 Fiscal Year Po s i t i o n s City Council 0.14% City Clerk 0.14% City Manager's Office 1.82% Legal 1.15% Administrative Services 7.66% Parks, Rec. & Community Services 18.43% Library 8.18% Community & Economic Development 4.44% Public Works 8.92% Health Department 2.62% Fire 15.76% Police 30.73% 204 FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years FY10 - FY11 DEPARTMENT / DIVISION SUMMARY 2006-07 2007-08 2008-09 2009-10 2010-11 Difference 1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00 1400 City Clerk 2.00 1.00 1.00 1.00 1.00 0.00 1505 City Manager's Office 5.25 6.70 7.70 7.20 4.70 (2.50) 1510 Public Information 1.00 1.00 1.00 1.00 7.00 6.00 1515 Farmer's Market 0.00 0.00 0.00 0.00 0.00 0.00 1520 Emergency Management Operations 0.00 1.00 0.33 0.00 0.00 0.00 1530 Youth Engagement Division 0.00 1.00 1.00 0.00 0.00 0.00 1535 Sustainability Grant 0.00 1.00 1.00 0.00 1.00 1.00 1540 Summer Youth Employment Program 0.00 0.50 0.00 0.00 0.00 0.00 1545 Human Relations Commission 0.00 2.50 0.00 0.00 0.00 0.00 1550 Business Perf. & Technology Admin.0.00 0.00 1.00 0.00 0.00 0.00 1555 Information Systems 0.00 0.00 13.50 12.50 0.00 (12.50) 1560 Geographic Information Systems 0.00 0.00 3.00 3.00 0.00 (3.00) 1565 BIS Performance Management 0.00 0.00 3.00 4.00 0.00 (4.00) Subtotal City Manager's Office 6.25 13.70 31.53 27.70 12.70 (15.00) 1605 Administration 5.00 3.00 0.00 0.00 0.00 0.00 1615 Information Systems 12.00 13.50 0.00 0.00 0.00 0.00 1620 Geographic Information System 3.00 3.00 0.00 0.00 0.00 0.00 1625 Administrative Adjudication 3.80 3.00 0.00 0.00 0.00 0.00 1630 Project Management Office 0.00 3.00 0.00 0.00 0.00 0.00 Subtotal Mgt, Bus. & Info. Systems 23.80 25.50 0.00 0.00 0.00 0.00 1705 Legal Department 7.00 7.00 7.00 6.00 8.00 2.00 1805 Human Resources General Support 8.00 8.00 8.00 8.00 0.00 (8.00) 1905 Administration General Support 2.00 3.00 3.00 3.00 4.00 1.00 1910 Revenue Division 10.00 10.00 10.00 9.00 5.00 (4.00) 1915 Payroll 3.00 2.00 2.00 2.00 2.50 0.50 1920 Accounting 5.00 6.00 6.00 6.00 6.50 0.50 1925 Purchasing and Accounts Payable 5.50 3.50 3.50 3.50 2.50 (1.00) 1929 Human Resources Division 0.00 0.00 0.00 0.00 5.00 5.00 1930 Budget 0.00 2.00 2.00 2.00 0.00 (2.00) 1932 Information Systems 0.00 0.00 0.00 0.00 14.00 14.00 1935 Administrative Adjudication 0.00 0.00 3.00 3.00 0.00 (3.00) 1941 Parking Enforcement & Tickets 0.00 0.00 0.00 0.00 14.00 14.00 Subtotal Administrative Services 25.50 26.50 29.50 28.50 53.50 25.00 2005 Facilities Mgt General Support 2.34 0.00 0.00 0.00 0.00 0.00 2010 Construction and Repair 16.00 0.00 0.00 0.00 0.00 0.00 2015 Mail and Information Services 0.00 0.00 0.00 0.00 0.00 0.00 2020 Custodial Maintenance 2.20 0.00 0.00 0.00 0.00 0.00 2025 Emergency Serv. & Disaster Agency 0.66 0.00 0.00 0.00 0.00 0.00 Subtotal Facilities Management 21.20 0.00 0.00 0.00 0.00 0.00 GENERAL FUND DEPARTMENTS 205 FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years FY10 - FY11 DEPARTMENT / DIVISION SUMMARY 2006-07 2007-08 2008-09 2009-10 2010-11 Difference 2101 Community Development Admin 2.00 2.00 2.00 2.00 1.00 (1.00) 2105 Planning & Support 5.00 5.00 5.00 5.00 8.00 3.00 2110 Zoning Analysis and Support 5.00 0.00 0.00 0.00 0.00 0.00 2115 Housing Code Compliance 8.00 8.00 8.00 6.00 7.00 1.00 2120 Housing Rehabilitation 3.00 3.00 4.00 4.00 3.00 (1.00) 2125 Building Code Compliance 13.00 0.00 0.00 0.00 0.00 0.00 2126 Building Inspection Services 0.00 0.00 0.00 0.00 8.00 8.00 2127 Community Intervention Services 0.00 0.00 0.00 0.00 1.00 1.00 2130 Building & Zoning 0.00 18.00 16.00 16.00 0.00 (16.00) 2135 Economic Development 0.00 0.00 0.00 0.00 3.00 3.00 36.00 36.00 35.00 33.00 31.00 (2.00) 2205 Police Administration 5.00 4.00 4.00 2.00 2.00 0.00 2210 Patrol Operations 94.00 94.00 96.00 95.00 95.00 0.00 2215 Criminal Investigation 18.00 18.00 18.00 18.00 18.00 0.00 2225 Victim/Witness Youth Outreach 7.00 7.00 6.00 5.00 4.00 (1.00) 2230 Juvenile Bureau 10.00 10.00 10.00 11.00 11.00 0.00 2235 School Liaison 4.00 4.00 4.00 3.00 3.00 0.00 2240 Police Records 12.50 11.50 11.50 11.00 7.00 (4.00) 2245 Communications Bureau 15.00 15.00 15.00 15.00 14.00 (1.00) 2250 Service Desk Bureau 14.00 15.00 15.00 16.00 18.00 2.00 2255 Office of Professional Standards 3.00 3.00 3.00 4.00 3.00 (1.00) 2260 Office of Administration 4.00 4.00 4.00 3.00 3.00 0.00 2265 Nbhd Enforcement Team (N.E.T.)15.00 15.00 14.00 18.00 18.00 0.00 2270 Traffic Bureau 8.00 8.00 8.00 7.00 8.00 1.00 2275 Community Strategies Bureau 2.75 2.75 2.75 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 221.75 220.75 220.75 218.50 214.50 (4.00) 2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00 2310 Fire Prevention 5.00 5.00 6.00 5.00 5.00 0.00 2315 Fire Suppression 103.00 103.00 103.00 103.00 102.00 (1.00) Subtotal Fire 111.00 111.00 112.00 111.00 110.00 (1.00) 2407 Health Services Administration 3.00 3.00 2.83 3.10 2.10 (1.00) 2410 Laboratory 1.50 0.50 0.00 0.00 0.00 0.00 2415 Family Health 10.40 3.44 0.00 0.00 0.00 0.00 2416 Family & Community Wellness 0.00 0.00 4.10 0.00 0.00 0.00 2420 Infectious Disease Control 3.75 1.91 0.00 0.00 0.00 0.00 2425 Dental Services 3.25 3.25 3.40 4.00 4.00 0.00 2430 Adult Health 2.10 1.43 0.00 0.00 0.00 0.00 2435 Food and Environmental Health 7.00 7.00 7.60 7.80 7.80 0.00 2440 Vital Records 2.65 2.65 2.40 2.40 2.40 0.00 2450 Community Intervention Services 3.50 3.50 0.00 0.00 0.00 0.00 2455 Mental Health Administration 1.50 1.50 0.67 0.50 2.00 1.50 2530 Commission on Aging 1.50 1.50 1.90 3.10 0.00 (3.10) 2540 Summer Youth Employ. Program 0.00 0.00 0.50 1.00 0.00 (1.00) 2541 Youth Engagement Division 0.00 0.00 0.00 1.00 0.00 (1.00) 2550 Human Relations Commission 0.00 0.00 1.50 3.50 0.00 (3.50) Subtotal Health & Human Services 40.15 29.68 24.90 26.40 18.30 (8.10) Subtotal Community & Economic Development 206 FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years FY10 - FY11 DEPARTMENT / DIVISION SUMMARY 2006-07 2007-08 2008-09 2009-10 2010-11 Difference 2605 Director of Public Works 2.50 2.50 2.50 3.00 2.00 (1.00) 2606 Sustainability Grant 0.00 0.00 0.00 1.00 0.00 (1.00) 2610 Municipal Service Center 1.00 2.00 2.00 2.00 2.00 0.00 2620 E.D.O.T. Administration 2.00 2.00 2.00 1.00 1.00 0.00 2625 City Engineer 8.00 9.00 8.00 8.00 8.00 0.00 2630 Traffic Engineering 3.50 3.50 4.50 4.50 4.50 0.00 2635 Traffic Signs 3.00 3.00 3.00 3.00 0.00 (3.00) 2640 Traffic Signals & Streetlight Maint.5.00 5.00 5.00 4.00 4.00 0.00 2645 Parking Enforcement & Tickets 17.00 16.00 14.00 14.00 0.00 (14.00) 2665 Streets & Sanitation Administration 5.50 5.50 5.50 6.00 6.00 0.00 2670 Street and Alley Maintenance 13.00 15.00 15.00 15.00 17.00 2.00 2675 Street Cleaning 8.00 6.00 7.00 5.00 5.00 0.00 2685 Refuse Collection and Disposal 15.75 14.75 14.75 14.75 10.75 (4.00) 2695 Yard Waste Collection and Disposal 6.00 4.00 2.00 2.00 2.00 0.00 2697 Facilities Administration 0.00 4.20 4.20 0.00 0.00 0.00 2699 Construction and Repair 0.00 16.00 16.00 0.00 0.00 0.00 Subtotal Public Works 90.25 108.45 105.45 83.25 62.25 (21.00) 2705 Human Relations Commission 2.67 0.00 0.00 0.00 0.00 0.00 2710 Housing Advocacy 1.33 0.00 0.00 0.00 0.00 0.00 Subtotal Human Relations 4.00 0.00 0.00 0.00 0.00 0.00 2805 Children's Services 7.46 7.46 8.01 8.01 8.38 0.37 2806 Adult Services 0.00 0.00 0.00 17.02 16.31 (0.71) 2810 Reader's Services 7.44 8.94 8.37 0.00 0.00 0.00 2815 Reference Services and Periodicals 9.66 9.66 10.12 0.00 0.00 0.00 2820 Circulation 15.01 15.01 15.99 15.61 14.76 (0.85) 2825 North Branch 2.98 2.98 2.97 2.97 2.64 (0.33) 2830 South Branch 2.30 2.30 2.61 2.61 1.39 (1.22) 2835 Technical Services 14.17 12.17 12.13 12.13 5.61 (6.52) 2840 Library Maintenance 3.64 3.64 3.64 3.64 3.00 (0.64) 2845 Library Administration 4.53 4.53 5.51 5.51 5.04 (0.47) Subtotal Library 67.19 66.69 69.35 67.50 57.13 (10.37) 3005 Recreation Mgt. & General Support 3.00 3.00 3.00 3.00 3.00 0.00 3010 Recreation Business and Fiscal Mgt.4.00 3.00 3.00 3.00 3.00 0.00 3015 Communications & Marketing Serv.1.75 1.75 1.75 1.75 1.75 0.00 3020 Recreation General Support 2.00 2.00 1.00 1.00 1.00 0.00 3030 Robert Crown Community Center 9.40 8.40 8.40 8.40 8.40 0.00 3035 Chandler Community Center 6.50 6.50 6.50 6.50 5.00 (1.50) 3040 Fleetwood-Jourdain Community Ctr.7.00 7.00 7.00 7.00 6.00 (1.00) 3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 0.00 3055 Levy Senior Center 11.20 11.20 10.78 10.58 9.05 (1.53) 3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00 3085 Recreation Facility Maintenance 7.00 7.00 6.00 6.00 6.00 0.00 3095 Crown Ice Rink 9.45 9.45 8.80 8.80 7.65 (1.15) 3100 Sports Leagues 0.05 0.05 0.05 0.05 0.05 0.00 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 2.00 0.00 3140 Bus Program 0.75 0.75 0.75 0.75 0.75 0.00 3150 Park Service Unit 1.75 1.75 1.75 1.75 1.75 0.00 207 FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years FY10 - FY11 DEPARTMENT / DIVISION SUMMARY 2006-07 2007-08 2008-09 2009-10 2010-11 Difference 3205 Community Relations 0.00 0.00 0.00 0.00 2.00 2.00 3210 Commission On Aging 0.00 0.00 0.00 0.00 1.50 1.50 3215 Youth Engagement 0.00 0.00 0.00 0.00 1.00 1.00 3505 Parks and Forestry General Support 3.00 3.00 3.00 3.00 3.00 0.00 3510 Horticulture Maintenance 15.00 14.00 14.00 14.00 13.00 (1.00) 3515 Maintenance of Parkway Trees 9.50 9.50 9.50 10.00 9.50 (0.50) 3520 Dutch Elm Disease Control 7.25 7.25 7.25 7.00 7.25 0.25 3525 Tree Planting 2.25 2.25 2.25 2.00 2.25 0.25 3605 Ecology Center 5.05 5.05 5.05 4.05 4.05 0.00 3700 Arts Council 0.80 0.80 0.80 0.80 0.80 0.00 3710 Noyes Cultural Arts Center 5.75 4.75 4.67 4.82 4.25 (0.57) 3720 Cultural Arts Programs 2.80 2.80 2.80 2.65 1.80 (0.85) 3805 Facilities Administration 0.00 0.00 0.00 2.00 2.00 0.00 3806 Civic Center Services 0.00 0.00 0.00 2.20 2.20 0.00 3807 Construction & Repair 0.00 0.00 0.00 16.00 16.00 0.00 119.90 115.90 112.75 131.75 128.65 (3.10) TOTAL - GENERAL FUND 784.99 771.17 758.23 743.60 698.03 (45.57) 5150 Emergency Telephone System 4.00 4.00 4.00 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 1.45 1.30 2.30 2.30 5.30 3.00 5800 Downtown II TIF Fund 1.00 0.00 0.00 0.00 0.00 0.00 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 4.50 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 10.50 11.00 11.00 11.00 11.00 0.00 7120 Water Meter Maintenance 3.00 3.00 3.00 3.00 3.00 0.00 Subtotal Water 43.00 43.00 43.00 43.00 43.00 0.00 7400 Sewer Maintenance 14.00 14.00 14.00 14.00 14.00 0.00 7705 Fleet Services General Support 5.00 3.00 3.00 3.00 2.00 (1.00) 7710 Major Maintenance 12.00 12.00 12.00 12.00 10.00 (2.00) Subtotal Fleet Service 17.00 15.00 15.00 15.00 12.00 (3.00) Subtotal Parks, Recreation & Comm. Services OTHER FUNDS 208 FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years FY10 - FY11 DEPARTMENT / DIVISION SUMMARY 2006-07 2007-08 2008-09 2009-10 2010-11 Difference 7800 Insurance Fund 1.30 1.00 2.00 2.00 3.00 1.00 TOTAL - OTHER FUNDS 100.25 96.80 98.80 98.80 99.80 1.00 GRAND TOTAL - ALL FUNDS 885.24 867.97 857.03 842.40 797.83 (44.57) 209 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1000 Mayor 0.00 0.00 Full-Time Regular 1001 Alderman 0.00 0.00 Full-Time Regular 1109 Administrative Secretary 1.00 1.00 1300 CITY COUNCIL 1.00 1.00 0.00 Full-Time Regular 1002 City Clerk 0.00 0.00 Full-Time Regular 1170 Deputy City Clerk 1.00 1.00 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 Full-Time Regular 1115 Assistant City Manager 2.00 1.00 -1.00 Position eliminated Full-Time Regular 1118 Assistant to the City Manager 1.00 0.00 -1.00 Position Moved to 1510- new title Full-Time Regular 1198 Executive Assistant 1.70 1.70 Full-Time Regular 1199 Exec Secretary (non Dept. Head) 0.50 0.00 -0.50 Moved to 2455 Full-Time Regular 1430 Administrative Coordinator 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1430 Volunteer Coordinator 0.00 1.00 1.00 Position reclassed from Admin. Coordinator 1505 CITY MANAGER 7.20 4.70 -2.50 Full-Time Regular 1118 Chief Customer Officer 0.00 1.00 1.00 Position Moved from 1505- new title Full-Time Regular Local Government Mgt. Fellow 0.00 1.00 1.00 Position created Full-Time Regular 1343 Web Developer 0.00 1.00 1.00 Moved from 1555 Full-Time Regular 1322 Switchboard Operator 0.00 2.00 2.00 Moved from 1910 Full-Time Regular 1249 Outreach Specialist 0.00 1.00 1.00 Moved from 2550 Full-Time Regular 1155 Community Information Coord. 1.00 1.00 1510 PUBLIC INFORMATION/311 OPERATIONS 1.00 7.00 6.00 Full-Time Regular 1417 Sustainable Programs Coord. 0.00 1.00 1.00 Moved from 2606 1535 SUSTAINABILTY 0.00 1.00 1.00 Full-Time Regular 1009 Information Systems Manager 1.00 0.00 -1.00 Moved to 1932 Full-Time Regular 1127 Assistant System Administrator 0.50 0.00 -0.50 Position eliminated Full-Time Regular 1166 System Architect & Admin. 1.00 0.00 -1.00 Moved to 1932 Full-Time Regular 1242 Network Administrator 2.00 0.00 -2.00 Moved to 1932 Full-Time Regular 1251 Operations Coordinator 1.00 0.00 -1.00 Moved to 1932 Full-Time Regular 1276 Programmer Analyst 1.00 0.00 -1.00 Moved to 1932 Full-Time Regular 1325 Tech Support Specialist I 3.00 0.00 -2.00 1 position eliminated; moved to 1932 Full-Time Regular 1326 Tech Support Specialist II 2.00 0.00 -2.00 Moved to 1565 then 1932 Full-Time Regular 1343 Web Developer 1.00 0.00 -1.00 Moved to 1510 1555 INFORMATION SYSTEMS 12.50 0.00 -12.50 Full-Time Regular 1211 GIS Analyst 2.00 0.00 -2.00 Moved to 1932 Full-Time Regular 1212 GIS Manager 1.00 0.00 -1.00 Position eliminated 1560 GEOGRAPHIC INFORMATION SYS.3.00 0.00 -3.00 Full-Time Regular 1235 IS Trainer 1.00 0.00 -1.00 Moved to 1932 Full-Time Regular 1237 Management Analyst 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1326 Tech Support Specialist II 0.00 0.00 Moved from 1555 then eliminated Full-Time Regular 1416 Info. Tech Project Specialist 2.00 0.00 -2.00 Moved to 1932 1565 BIS PERFORMANCE MGMNT 4.00 0.00 -4.00 1500 CITY ADMINISTRATION 27.70 12.70 -15.00 Full-Time Regular 1119 Asst Corporation Counsel 1.00 0.00 -1.00 Reclassified to City Attorney Full-Time Regular 1209 First Asst Corp Counsel 1.00 0.00 -1.00 Reclassified to Deputy City Attorney City Attorney 0.00 1.00 1.00 Reclassified from Asst. Corporation Counsel Deputy City Attorney 0.00 1.00 1.00 Reclassified from First Asst. Corp. Counsel Full-Time Regular 1205 Exec Secretary (to Dept. Head) 2.00 2.00 Full-Time Regular 1312 Staff Attorney 2.00 0.00 -2.00 Reclassed to Assistant City Attorney Full-Time Regular 1024 Admin Adjudication Manager 0.00 1.00 1.00 Moved from 1935 Full-Time Regular 1108 Admin. Adjudication Aide 0.00 1.00 1.00 Moved from 1935 Full-Time Regular 1312 Assistant City Attorney 0.00 2.00 2.00 Reclassed from Staff Attorney 1705 LEGAL ADMINISTRATION 6.00 8.00 2.00 1700 LEGAL DEPARTMENT 6.00 8.00 2.00 Full-Time Regular 1440 Employee Relations Manager 1.00 0.00 -1.00 Position reclassified; moved to 1905 Full-Time Regular 1441 Organizational Development Mgr 1.00 0.00 -1.00 Position reclassified; moved to 1929 Full-Time Regular 9995 HR Compensation and Benefits Mgr 1.00 0.00 -1.00 Position eliminated Legislative General Fund Full-Time Equivalent Positions City Administration Legal Department Human Resources 210 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1177 Director, Human Resources 1.00 0.00 -1.00 Re-Org: Position eliminated Full-Time Regular 1217 Human Resources Assistant 2.00 0.00 -2.00 Moved to 1929 Full-Time Regular 1218 Human Resources Specialist 2.00 0.00 -2.00 Moved to 1929 1805 HUMAN RESOURCES GEN SUPPORT 8.00 0.00 -8.00 1800 HUMAN RESOURCES 8.00 0.00 -8.00 Full-Time Regular 1008 Director, Finance 1.00 0.00 -1.00 Re-Org: Position eliminated Full-Time Regular Administrative Services Director 0.00 1.00 1.00 Re-Org: Position created; Moved to 1905 Full-Time Regular 1117 Assistant Director, Finance 1.00 0.00 -1.00 Moved to 1920 Full-Time Regular 1440 Management Analyst 0.00 2.00 2.00 Position reclassified; moved from 1805 & 1930 Full-Time Regular 1204 Finance Admin Assistant 1.00 1.00 1905 ADMINISTRATION GENERAL SUPPORT 3.00 4.00 1.00 Full-Time Regular 1041 Revenue Manager 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1045 License and Measure Inspector 1.00 1.00 Full-Time Regular 1148 Clerk II 3.00 2.00 -1.00 Position eliminated Full-Time Regular 1149 Clerk III 1.00 1.00 Full-Time Regular 1247 Finance Operations Coordinator 1.00 1.00 Full-Time Regular 1322 Switchboard Operator 2.00 0.00 -2.00 Moved to 1510 1910 REVENUE DIVISION 9.00 5.00 -4.00 Full-Time Regular 1258 Payroll Pension Administrator 1.00 1.50 0.50 Moved .5 FTE from 1920 Full-Time Regular 1260 Payroll Manager 1.00 1.00 1915 PAYROLL 2.00 2.50 0.50 Full-Time Regular 1117 Finance Division Manager 0.00 1.00 1.00 Moved from 1905-Title Change Full-Time Regular 1049 Investment Analyst 0.00 0.00 Full-Time Regular 1101 Accounting Manager 1.00 1.00 Full-Time Regular 1103 Accounts Payable Coordinator 1.00 1.00 Full-Time Regular 1130 Payroll Pension Administrator 1.00 0.50 -0.50 Moved .5 FTE to 1915 Full-Time Regular 1302 Senior Accountant 2.00 2.00 Full-Time Regular 1436 Accountant 1.00 1.00 1920 ACCOUNTING 6.00 6.50 0.50 Full-Time Regular 1148 Clerk II 0.50 0.50 Full-Time Regular 1175 Purchasing Manager 1.00 1.00 Full-Time Regular 1236 M/W/EBE Program Coordinator 1.00 0.00 -1.00 Moved to 2135 Full-Time Regular 1289 Purchasing Coordinator 1.00 1.00 1925 PURCHASING DIVISION 3.50 2.50 -1.00 Full-Time Regular 1441 Human Resources Manager 0.00 1.00 1.00 Position reclassified; moved from 1805 Full-Time Regular 1217 Human Resources Assistant 0.00 2.00 2.00 Moved from 1805 Full-Time Regular 1218 Human Resources Specialist 0.00 2.00 2.00 Moved from 1805 1929 HUMAN RESOURCES DIVISION 0.00 5.00 5.00 Full-Time Regular 1237 Management Analyst 2.00 0.00 -2.00 1 Position eliminated; 1 position moved to 1905 1930 BUDGET 2.00 0.00 -2.00 Full-Time Regular 1024 Admin Adjudication Manager 1.00 0.00 -1.00 Moved to 1705 Full-Time Regular 1108 Admin. Adjudication Aide 2.00 0.00 -1.00 Moved to 1705; 1 position eliminated 1935 ADMINISTRATIVE ADJUDICATION 3.00 0.00 -3.00 Full-Time Regular 1009 Information Systems Manager 0.00 1.00 1.00 Moved from 1555 Full-Time Regular 1166 System Architect & Admin. 0.00 1.00 1.00 Moved from 1555 Full-Time Regular 1242 Network Administrator 0.00 2.00 2.00 Moved from 1555 Full-Time Regular 1251 Operations Coordinator 0.00 1.00 1.00 Moved from 1555 Full-Time Regular 1276 Programmer Analyst 0.00 1.00 1.00 Moved from 1555 Full-Time Regular 1325 Tech Support Specialist I 0.00 2.00 2.00 Moved from 1555 Full-Time Regular 1326 Tech Support Specialist II 0.00 1.00 1.00 Moved to 1565; Moved from 1555 Full-Time Regular 1211 GIS Analyst 0.00 2.00 2.00 Moved from 1560 Full-Time Regular 1235 IS Trainer 0.00 1.00 1.00 Moved from 1565 Full-Time Regular 1416 Info. Tech Project Specialist 0.00 2.00 2.00 Moved from 1565 1932 INFORMATION SYSTEMS 0.00 14.00 14.00 Full-Time Regular 1252 Parking Enforcement Officer 0.00 12.00 12.00 Moved from 2645 Full-Time Regular 1255 Parking Operations Clerk 0.00 1.00 1.00 Moved from 2645 Full-Time Regular 1291 Parking Enforcement Coordinator 0.00 1.00 1.00 Moved from 2645 1941 PARKING ENFORCEMENT & TICKETS 0.00 14.00 14.00 1900 ADMINISTRATIVE SERVICES DEPARTMENT 28.50 53.50 25.00 Full-Time Regular 1004 Director, Comm Development 1.00 1.00 Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 0.00 -1.00 Position eliminated 2101 COMMUNITY DEVELOPMENT ADMIN 2.00 1.00 -1.00 Administrative Services Department Community & Economic Development Department 211 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1120 Assistant Director, Planning 1.00 1.00 Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular 1215 Housing Planner 1.00 1.00 Full-Time Regular 1269 Planner 1.00 1.00 Full-Time Regular 1122 Zoning Administrator 0.00 1.00 1.00 Moved from 2130 Full-Time Regular 1346 Zoning Officer 0.00 1.00 1.00 Moved from 2130 Full-Time Regular 1347 Zoning Planner 0.00 1.00 1.00 Moved from 2130 Full-Time Regular 1304 Senior Planner 1.00 1.00 2105 PLANNING & SUPPORT SRVS 5.00 8.00 3.00 Full-Time Regular 1148 Clerk II 0.00 0.00 Full-Time Regular 1277 Property Maint Inspector I 4.00 4.00 Full-Time Regular 1300 Secretary II 1.00 1.00 Full-Time Regular 1310 Sign Inspector/Graffiti Tech 0.00 1.00 1.00 Moved from 2120 Full-Time Regular 1382 Property Maint Supv Inspector 1.00 1.00 2115 HOUSING CODE COMPLIANCE 6.00 7.00 1.00 Full-Time Regular 1124 Asst Director, Rehabilitation 1.00 1.00 Full-Time Regular 1158 Construc Rehabilitation Spec 1.00 1.00 Full-Time Regular 1300 Secretary II 1.00 1.00 Full-Time Regular 1310 Sign Inspector/Graffiti Tech 1.00 0.00 -1.00 Moved to 2115 2120 HOUSING REHABILITATION 4.00 3.00 -1.00 Full-Time Regular 1125 Assistant Permit Coordinator 0.00 1.00 Moved from 2130 Full-Time Regular 1187 Electrical Inspector II 0.00 1.00 -1.00 Position eliminated; Moved from 2130 Full-Time Regular 1263 Permit Coordinator 0.00 1.00 Moved from 2130 Full-Time Regular 1270 Plumbing/Mechanical Inspector 0.00 2.00 Moved from 2130 Full-Time Regular 1314 Struct Inspec/Plan Examiner 0.00 1.00 Moved from 2130 Full-Time Regular 1420 Project Management Supervisor 0.00 1.00 Moved from 2130 Full-Time Regular 1427 Supervising Structural Inspect 0.00 1.00 Moved from 2130 2126 BUILDING INSPECTION SERVICES 0.00 8.00 8.00 Full-Time Regular Community Intervention Coordinator 0.00 1.00 1.00 Moved from 2450 2127 COMMUNITY INTERVENTION SERVICES 0.00 1.00 1.00 Full-Time Regular 1122 Zoning Administrator 1.00 0.00 -1.00 Moved to 2105 Full-Time Regular 1123 Assistant Director, Building 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1125 Assistant Permit Coordinator 1.00 0.00 -1.00 Moved to 2126 Full-Time Regular 1186 Electrical Inspector I 0.00 0.00 Moved from Electrical Insp II then eliminated Full-Time Regular 1187 Electrical Inspector II 2.00 0.00 -2.00 Moved to 2126 Full-Time Regular 1263 Permit Coordinator 1.00 0.00 -1.00 Moved to 2126 Full-Time Regular 1270 Plumbing/Mechanical Inspector 2.00 0.00 -2.00 Moved to 2126 Full-Time Regular 1300 Secretary II 1.00 0.00 -1.00 Moved to 2135 Full-Time Regular 1314 Struct Inspec/Plan Examiner 1.00 0.00 -1.00 Moved to 2126 Full-Time Regular 1315 Structural Inspector 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1346 Zoning Officer 2.00 0.00 -2.00 Position eliminated; moved to 2105 Full-Time Regular 1347 Zoning Planner 1.00 0.00 -1.00 Moved to 2105 Full-Time Regular 1420 Project Management Supervisor 1.00 0.00 -1.00 Moved to 2126 Full-Time Regular 1427 Supervising Structural Inspect 1.00 0.00 -1.00 Moved to 2126 2130 BUILDING & ZONING 16.00 0.00 -16.00 Full-Time Regular 1236 M/W/EBE Program Coordinator 0.00 1.00 1.00 Moved from 1925 Full-Time Regular 1216 Human Relations Specialist 0.00 1.00 1.00 Moved from 2540 Full-Time Regular 1300 Secretary II 0.00 1.00 1.00 Moved to 2135 2135 ECONOMIC DEVELOPMENT 0.00 3.00 3.00 2100 COMMUNITY & ECONOMIC DEVELOPMENT 33.00 31.00 -2.00 Full-Time Regular 1109 Administrative Secretary 1.00 1.00 Full-Time Regular 1140 Chief of Police 1.00 1.00 2205 POLICE ADMINISTRATION 2.00 2.00 0.00 Full-Time Regular 1234 Police Commander 3.00 3.00 Full-Time Regular 1246 Police Officer 80.00 80.00 Full-Time Regular 1307 Police Sergeant 11.00 11.00 Full-Time Regular 1360 Deputy Chief 1.00 1.00 2210 PATROL OPERATIONS 95.00 95.00 0.00 Full-Time Regular 1234 Police Commander 1.00 1.00 Full-Time Regular 1246 Police Officer 14.00 14.00 Full-Time Regular 1307 Police Sergeant 2.00 2.00 Full-Time Regular 1360 Deputy Chief 1.00 1.00 2215 CRIMINAL INVESTIGATION 18.00 18.00 0.00 Full-Time Regular 1005 Dir, Police Soc Svcs Bureau 0.00 0.00 Full-Time Regular 1334 Victim Advocate 3.00 2.00 -1.00 Position eliminated Full-Time Regular 1345 Youth Advocate 2.00 2.00 2225 SOCIAL SERVICES BUREAU 5.00 4.00 -1.00 Police Department 212 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1234 Police Commander 1.00 1.00 Full-Time Regular 1246 Police Officer 9.00 9.00 Full-Time Regular 1307 Police Sergeant 1.00 1.00 2230 JUVENILE BUREAU 11.00 11.00 0.00 Full-Time Regular 1246 Police Officer 3.00 3.00 2235 SCHOOL LIAISON 3.00 3.00 0.00 Full-Time Regular 1007 Dir, Police Records Bureau 1.00 1.00 Full-Time Regular 1149 Clerk III 1.00 1.00 Full-Time Regular 1161 Court Liaison 1.00 0.00 -1.00 Moved to 2250 Full-Time Regular 1279 Property Officer 1.00 0.00 -1.00 Moved to 2250 Full-Time Regular 1290 Records Input Operator 5.00 3.00 -2.00 1 Reclassed to Review Officer; 1 eliminated Full-Time Regular 1296 Review Officer 1.00 2.00 1.00 Reclassed from Records Input Operator Full-Time Regular 1371 Property Room Aide 1.00 0.00 -1.00 Moved to 2250 2240 POLICE RECORDS 11.00 7.00 -4.00 Full-Time Regular 1327 Telecommunicator 15.00 14.00 Correction made- 14 in 2245 and 5 in 5150 2245 COMMUNICATIONS 15.00 14.00 -1.00 Full-Time Regular 1360 Deputy Chief 1.00 1.00 Full-Time Regular 1413 Service Desk Supervisor 1.00 1.00 Full-Time Regular 1163 Custodian I 1.00 1.00 Full-Time Regular 1161 Court Liaison 0.00 1.00 1.00 Moved from 2240 Full-Time Regular 1279 Property Officer 0.00 2.00 2.00 Moved from 2240 Full-Time Regular 1371 Property Room Aide 0.00 0.00 -1.00 Moved from 2240; reclassed to Property Officer Full-Time Regular 1246 Police Officer 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1324 Service Desk Officer 12.00 12.00 2250 SERVICE DESK 16.00 18.00 2.00 Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular 1272 Police Planner 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1234 Police Commander 1.00 1.00 Full-Time Regular 1307 Police Sergeant 1.00 1.00 2255 OFFICE-PROFESSIONAL STANDARDS 4.00 3.00 -1.00 Full-Time Regular 1106 Administrative Specialist 1.00 1.00 Full-Time Regular 1107 Administrative Coordinator 1.00 1.00 Full-Time Regular 1307 Police Sergeant 1.00 1.00 2260 OFFICE OF ADMINISTRATION 3.00 3.00 0.00 Full-Time Regular 1234 Police Commander 1.00 1.00 Full-Time Regular 1246 Police Officer 14.00 15.00 1.00 Staffing Change Full-Time Regular 1307 Police Sergeant 3.00 2.00 -1.00 Moved to 2270 2265 NEIGHBORHOOD ENFORCEMENT TEAM 18.00 18.00 0.00 Full-Time Regular 1307 Police Sergeant 0.00 1.00 1.00 Moved from 2265 Full-Time Regular 1246 Police Officer 6.00 6.00 Full-Time Regular 1391 Towing Coordinator 1.00 1.00 2270 TRAFFIC BUREAU 7.00 8.00 1.00 Part-time Regular 1362 Crime Analyst 1.00 1.00 2275 COMMUNITY STRATEGIC BUREAU 1.00 1.00 0.00 Full-Time Regular 1134 Animal Control Warden 1.00 1.00 Full-Time Regular 1139 Chief Animal Warden 1.00 1.00 Part-time Regular 1401 PT Animal Warden 0.50 0.50 2280 ANIMAL CONTROL 2.50 2.50 0.00 Full-Time Regular 1234 Police Commander 1.00 1.00 Full-Time Regular 1246 Police Officer 6.00 6.00 2285 PROBLEM SOLVING TEAM 7.00 7.00 0.00 2200 POLICE DEPARTMENT 218.50 214.50 -4.00 Full-Time Regular 1180 Division Chief, Fire 1.00 1.00 Full-Time Regular 1207 Fire Chief 1.00 1.00 Full-Time Regular 1237 Management Analyst 1.00 1.00 2305 FIRE MGT & SUPPORT 3.00 3.00 0.00 Full-Time Regular 1148 Clerk II 1.00 1.00 Full-Time Regular 1180 Division Chief, Fire 1.00 1.00 Full-Time Regular 1206 Fire Captain 2.00 2.00 Full-Time Regular 9999 Fire Plan Reviewer 1.00 1.00 2310 FIRE PREVENTION 5.00 5.00 0.00 Full-Time Regular 1180 Division Chief, Fire 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1206 Fire Captain 24.00 24.00 Full-Time Regular 1208 Firefighter 74.00 74.00 Full-Time Regular 1309 Shift Chief, Fire 3.00 3.00 Full-Time Regular 1426 Deputy Fire Chief 1.00 1.00 Fire Department 213 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments 2315 FIRE SUPPRESSION 103.00 102.00 -1.00 2300 FIRE DEPARTMENT 111.00 110.00 -1.00 Full-Time Regular 1173 Director, Health & Human Services 1.00 1.00 Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular 1237 Comm. Relations Mgr./Man. Analyst 1.00 0.00 -1.00 Moved to 2455 Part-time Regular 1375 Medical Director 0.10 0.10 2407 HEALTH SERVICES ADMIN 3.10 2.10 -1.00 Full-Time Regular 1148 Clerk II 1.00 1.00 Full-Time Regular 1168 Dental Assistant 1.00 1.00 Part-time Regular 1363 Dental Health Educator 0.60 0.60 Part-time Regular 1364 Dentist 1.40 1.40 2425 DENTAL SERVICES 4.00 4.00 0.00 Full-Time Regular 1190 Environmental Health Practitioner 3.00 3.00 Full-Time Regular 1300 Secretary II 1.00 1.00 Full-Time Regular 1442 Environmental Health Manager 1.00 1.00 Full-Time Regular 1313 Communicable Dis Surv Specialist 1.00 1.00 Part-time Regular Emergency Response Coordinator 0.80 0.80 Full-Time Regular 9999 Health License Coordinator 1.00 1.00 2435 FOOD AND ENVIRONMENTAL HEALTH 7.80 7.80 0.00 Full-Time Regular 1148 Clerk II 0.40 0.40 Full-Time Regular 1149 Clerk III 1.00 1.00 Full-Time Regular 1150 Clerk Typist I 1.00 1.00 2440 VITAL RECORDS 2.40 2.40 0.00 Full-Time Regular Community Intervention Coordinator 0.00 0.00 -1.00 Moved to 2127 2450 COMMUNITY INTERVENTION SERVICES 0.00 0.00 0.00 Full-Time Regular 1300 Secretary II 0.50 0.00 -0.50 Moved to 3055 Full-Time Regular 1199 Exec Secretary (non Dept. Head) 0.00 1.00 1.00 Moved from 1505/2550 Full-Time Regular 1444 Comm. Relations Mgr./Man. Analyst 0.00 1.00 1.00 Moved from 2550/2407 2455 MENTAL HEALTH PROGRAM ADMINIST 0.50 2.00 1.50 Full-Time Regular 1300 Secretary II 0.50 0.00 -0.50 Moved to 3210 Full-Time Regular 1374 Long Term Care Ombudsman 0.60 0.00 -0.60 Position eliminated Full-Time Regular 1369 Inclusion Specialist 1.00 0.00 -1.00 Moved to 3205 Full-Time Regular 9999 Community Health Manager 1.00 0.00 -1.00 Moved to 3210 2530 COMMISSION ON AGING 3.10 0.00 -3.10 Full-Time Regular 1216 Human Relations Specialist 1.00 0.00 -1.00 Moved to 2135 2540 SUMMER YOUTH EMPLY PROG 1.00 0.00 -1.00 Full-Time Regular 1418 Youth Coordinator 1.00 0.00 -1.00 Moved to 3215 2541 YOUTH ENGAGEMENT DIVISION 1.00 0.00 -1.00 Full-Time Regular 1199 Exec Secretary (non Dept. Head) 0.50 0.00 -0.50 Moved to 2455 Full-Time Regular 1214 Health Program Coordinator 1.00 0.00 -1.00 Moved to 3205 Full-Time Regular 1444 Comm. Relations Mgr./Man. Analyst 1.00 0.00 -0.50 Moved to 2455 Full-Time Regular 1249 Outreach Specialist 1.00 0.00 -1.00 Moved to 1510 2550 COMMUNITY RELATIONS 3.50 0.00 -3.50 2400 HEALTH DEPARTMENT 26.40 18.30 -8.10 Full-Time Regular 1174 Director, Public Works 1.00 1.00 Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular 1237 Management Analyst 1.00 0.00 -1.00 Position eliminated 2605 DIRECTOR OF PUBLIC WORKS 3.00 2.00 -1.00 Full-Time Regular 1417 Sustainable Programs Coord. 1.00 0.00 -1.00 Moved to 1535 1535 SUSTAINABILTY GRANT 1.00 0.00 -1.00 Full-Time Regular 1163 Custodian I 1.00 1.00 Full-Time Regular 1321 Service Center Coordinator 1.00 1.00 2610 MUNICIPAL SERVICE CENTER 2.00 2.00 0.00 Full-Time Regular 1169 Dir of Transportation/City Eng 1.00 1.00 2620 E.D.O.T. ADMINISTRATION 1.00 1.00 0.00 Full-Time Regular 1145 Civil Engineer II 2.00 2.00 Full-Time Regular 1145 Civil Engineer III 1.00 1.00 Full-Time Regular 1189 Engineering Associate II 3.00 3.00 Full-Time Regular Civil Engineer I 1.00 1.00 Full-Time Regular 1303 Senior Engineer 1.00 1.00 2625 ENGINEERING 8.00 8.00 0.00 Full-Time Regular 1145 Civil Engineer II 2.00 2.00 Full-Time Regular 1306 Senior Traffic Engineer 2.00 2.00 Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50 Health Department Public Works 214 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments 2630 TRAFFIC ENGINEERING 4.50 4.50 0.00 Full-Time Regular 1331 Traffic Sign Repair Worker 3.00 0.00 -3.00 Moved to 2670 2635 TRAFFIC SIGNS 3.00 0.00 -3.00 Full-Time Regular 1224 Traffic Electrician Leader 1.00 1.00 Full-Time Regular 1330 Traffic Electrician 3.00 3.00 2640 TRAF. SIG. & ST. LIGHT. MAINT 4.00 4.00 0.00 Full-Time Regular 1252 Parking Enforcement Officer 12.00 0.00 -12.00 Moved to 1941 Full-Time Regular 1255 Parking Operations Clerk 1.00 0.00 -1.00 Moved to 1941 Full-Time Regular 1291 Parking Enforcement Coordinator 1.00 0.00 -1.00 Moved to 1941 2645 PARKING ENFORCEMENT & TICKETS 14.00 0.00 -14.00 Full-Time Regular 1011 Superintendent, Streets/San 1.00 1.00 Full-Time Regular 9999 Business Office Coordinator 1.00 1.00 Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular 1284 Public Works Supervisor 3.00 3.00 2665 STREETS AND SANITATION ADMINIS 6.00 6.00 0.00 Full-Time Regular 1195 Equipment Operator II 6.00 6.00 Full-Time Regular 1196 Equipment Operator III 3.00 3.00 Full-Time Regular 1283 Public Works Crew Leader 2.00 2.00 Full-Time Regular 1331 Public Works Maint Wrkr III 0.00 3.00 3.00 Moved from 2635/positions reclassified Full-Time Regular 1288 Public Works Maint Wrkr II 4.00 3.00 -1.00 Position eliminated 2670 STREET AND ALLEY MAINTENANCE 15.00 17.00 2.00 Full-Time Regular 1195 Equipment Operator II 4.00 4.00 Full-Time Regular 1288 Public Works Maint Wrkr II 1.00 1.00 2675 STREET CLEANING 5.00 5.00 0.00 Full-Time Regular 1195 Equipment Operator II 14.00 10.00 -4.00 Positions eliminated Part-time Regular 1386 Recycling Attendant 0.75 0.75 0.00 2685 REFUSE COLLECT & DISPOSAL 14.75 10.75 -4.00 Full-Time Regular 1195 Equipment Operator II 2.00 2.00 2695 YARD WASTE COLLECTION 2.00 2.00 0.00 2600 PUBLIC WORKS 83.25 62.25 21.00 Full-Time Regular 1226 Librarian I 2.74 2.74 Full-Time Regular 1228 Librarian III 1.00 1.00 Full-Time Regular 1231 Library Assistant 2.43 3.43 1.00 Public service support thru re-organization Part-time Regular 1229 Library Aide I 0.81 0.81 Part-time Regular 1373 Library Technical Aide 0.23 0.00 -0.23 Position eliminated Part-time Regular 1388 Shelver 0.80 0.40 -0.40 Position eliminated 2805 CHILDREN'S SERVICES 8.01 8.38 0.37 Full-Time Regular 1226 Librarian I 7.34 7.85 0.51 Public service support thru re-organization Full-Time Regular 1227 Virtual Services Librarian 1.00 1.00 Full-Time Regular 9999 Administrative Librarian 1.00 1.00 Part-time Regular 1229 Library Aide 0.35 0.35 Part-time Regular 1372 Library Clerk 2.66 2.08 -0.58 Position eliminated Part-time Regular 1373 Library Technical Aide 0.48 0.00 -0.48 Technical Aide moved to Circulation Part-time Regular 1384 Readers' Advisor 4.19 4.03 -0.16 Re-organization 2806 ADULT SERVICES 17.02 16.31 -0.71 Full-Time Regular 1141 Circulation Supervisor 1.00 1.00 Full-Time Regular 1230 Library Aide II 1.50 1.00 -0.50 Re-organization Part-time Regular 1149 Clerk III 1.00 1.00 Part-time Regular 1372 Library Clerk 5.59 5.81 0.22 Re-organization Part-time Regular 1373 Library Technical Aide 0.00 0.53 0.53 Technical Aide moved from Adult Services Part-time Regular 1387 Security Monitor 2.01 1.17 -0.84 Re-organization Part-time Regular 1388 Shelver 4.51 4.25 -0.26 Re-organization 2820 CIRCULATION 15.61 14.76 -0.85 Full-Time Regular 1227 Librarian II 0.50 1.00 0.50 Full-time Branch Mgr budgeted in 2825 Part-time Regular 1229 Library Aide I 0.66 0.33 -0.33 Position eliminated Part-time Regular 1355 Branch Assistant 1.81 1.31 -0.50 Position eliminated 2825 NORTH BRANCH 2.97 2.64 -0.33 Part-time Regular 1227 Librarian II 0.50 0.00 Full-time Branch Mgr budgeted in 2825 Part-time Regular 1229 Library Aide I 0.38 0.19 -0.19 Position eliminated Part-time Regular 1355 Branch Assistant 1.73 1.20 -0.53 Position eliminated 2830 SOUTH BRANCH 2.61 1.39 -1.22 Full-Time Regular 1148 Clerk II 5.25 0.00 -5.25 Positions eliminated Full-Time Regular 1151 Clerk Typist II 1.00 1.00 Full-Time Regular 1226 Librarian I 0.53 0.53 Full-Time Regular 1228 Librarian III 1.00 1.00 Full-Time Regular 1231 Library Assistant 2.00 1.00 -1.00 Position eliminated Part-time Regular 1372 Library Clerk 2.35 2.08 -0.27 Position eliminated Library 215 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments 2835 TECHNICAL SERVICES 12.13 5.61 -6.52 Full-Time Regular 1163 Custodian I 0.64 0.00 -0.64 Position eliminated Full-Time Regular 1165 Custodian II 3.00 3.00 2840 MAINTENANCE 3.64 3.00 -0.64 Full-Time Regular 1110 Administrative Services Manager 1.00 1.00 Full-Time Regular 1232 Director, Library 1.00 1.00 Full-Time Regular 1149 Clerk III 1.00 1.00 Full-Time Regular 9999 Bookkeeper 1.00 0.53 -0.47 Re-organization Full-Time Regular 1430 Community Relations Coordinator 1.00 1.00 Part-time Regular 1151 Administrative Assistant 0.51 0.51 2845 ADMINISTRATION 5.51 5.04 -0.47 2800 LIBRARY DEPARTMENT 67.50 57.13 -10.37 Full-Time Regular 1006 Director, Parks/Forestry & Rec 1.00 1.00 Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular 1237 Management Analyst 1.00 1.00 3005 REC. MGMT. & GENERAL SUPPORT 3.00 3.00 0.00 Full-Time Regular 9999 Business Office Coordinator 1.00 1.00 Full-Time Regular 1167 Data Control Clerk 1.00 1.00 Full-Time Regular 1431 Recreation Support Specialist 1.00 1.00 3010 REC. BUS. & FISCAL MGMT 3.00 3.00 0.00 Full-Time Regular 1281 Public Information Specialist 1.00 1.00 Part-time Regular 1383 Public Information Assistant 0.75 0.75 3015 COMMUNICATION & MARKETING SRVS 1.75 1.75 0.00 Full-Time Regular 1317 Superintendent, Recreation 1.00 1.00 3020 RECREATION GENERAL SUPPORT 1.00 1.00 0.00 Part-time Regular 1379 Preschool Instructor 2.10 2.10 Full-Time Regular 1129 Building Supervisor 1.00 1.00 Full-Time Regular 1165 Custodian II 1.00 1.00 Full-Time Regular 1201 Fac Maint Worker/Cust II 1.00 1.00 Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 Part-time Regular 1353 After School Supervisor 0.50 0.50 Part-time Regular 1385 Recreation Aide 0.50 0.50 Part-time Regular 1403 PT Custodian 1.30 1.30 3030 CROWN COMMUNITY CENTER 8.40 8.40 0.00 Part-time Regular 1379 Preschool Instructor 0.50 0.00 -0.50 Position eliminated Full-Time Regular 1149 Clerk III 0.75 0.75 Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 Full-Time Regular 1294 Recreation Program Manager 2.00 2.00 Full-Time Regular 1344 Weekend/Evening Coordinator 1.00 0.00 -1.00 Position eliminated Part-time Regular 1403 PT Custodian 1.25 1.25 3035 CHANDLER COMMUNITY CENTER 6.50 5.00 -1.50 Full-Time Regular 1148 Clerk II 1.50 1.50 Full-Time Regular 1165 Custodian II 1.00 1.00 Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 Full-Time Regular 1294 Recreation Program Manager 2.00 1.00 -1.00 Position eliminated Full-Time Regular 1344 Weekend/Evening Coordinator 1.00 1.00 Part-time Regular 1403 PT Custodian 0.50 0.50 3040 FLEETWOOD JOURDAIN COM CT 7.00 6.00 -1.00 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 1151 Clerk Typist II 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1165 Custodian I 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1201 Fac Maint Worker/Cust II 1.00 1.00 Full-Time Regular 1293 Recreation Center Manager 1.00 1.00 Full-Time Regular 1294 Recreation Program Manager 2.00 2.00 Part-time Regular 1376 Office Assistant 0.77 0.77 Part-time Regular 1397 Facilities Supervisor 0.85 0.85 Part-time Regular 1402 PT Bus Driver 1.03 1.03 Full-Time Regular 1300 Secretary II 0.00 0.50 0.50 Moved from 2455 Part-time Regular 1403 PT Custodian 1.93 1.90 -0.03 Adjusted based on hours 3055 LEVY CENTER 10.58 9.05 -1.53 Full-Time Regular 1294 Recreation Program Manager 0.75 0.75 Full-Time Regular 1311 Lakefront Sports Coordinator 0.50 0.50 3080 BEACHES 1.25 1.25 0.00 Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular 1264 Parks/Forestry Worker II 4.00 4.00 Full-Time Regular 1320 Supervisor, Sports/Rec Maint 1.00 1.00 Parks, Recreation and Community Services 216 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments 3085 RECREATION FACILITY MAINT 6.00 6.00 0.00 Full-Time Regular 1148 Clerk II 0.70 0.70 Full-Time Regular 1245 Office Coordinator 1.00 1.00 Full-Time Regular 1248 Operations Manager 1.00 1.00 Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 Full-Time Regular 1297 Robert Crown Manager 1.00 1.00 Part-time Regular 1376 Office Assistant 1.90 1.25 -0.65 Position eliminated Part-time Regular 1397 Facilities Supervisor 1.20 1.20 Part-time Regular 1403 PT Custodian 1.00 0.50 -0.50 Position eliminated 3095 CROWN ICE RINK 8.80 7.65 -1.15 Full-Time Regular 1311 Lakefront Sports Coordinator 0.05 0.05 3100 SPORTS LEAGUES 0.05 0.05 0.00 Part-time Regular 1397 Facilities Supervisor 0.40 0.40 3110 TENNIS 0.40 0.40 0.00 Full-Time Regular 1294 Recreation Program Manager 1.00 1.00 Part-time Regular 1369 PT Inclusion Specialist 0.75 0.75 Full-Time Regular 1311 Lakefront Sports Coordinator 0.25 0.25 3130 SPECIAL RECREATION 2.00 2.00 0.00 Full-Time Regular 1402 PT Bus Drivers 0.75 0.75 3140 BUS PROGRAM 0.75 0.75 0.00 Full-Time Regular 1294 Recreation Program Manager 0.25 0.25 Full-Time Regular 1311 Lakefront Sports Coordinator 0.20 0.20 Part-time Regular 1404 PT Park Ranger 1.30 1.30 3150 PARK SERVICE UNIT 1.75 1.75 0.00 Full-Time Regular 1369 Inclusion Specialist 0.00 1.00 1.00 Moved from 2530 Full-Time Regular 1214 Health Program Coordinator 0.00 1.00 1.00 Moved from 2550 3205 COMMUNITY RELATIONS 0.00 2.00 2.00 Full-Time Regular 9999 Community Health Manager 0.00 1.00 1.00 Moved from 2530 Full-Time Regular 1300 Secretary II 0.00 0.50 0.50 Moved from 2530 3210 COMMISSION ON AGING 0.00 1.50 1.50 Full-Time Regular 1418 Youth Coordinator 0.00 1.00 1.00 Moved from 2541 3215 Youth Engagement 0.00 1.00 1.00 Full-Time Regular 1222 Landscape Arch/Project Mgr 1.00 1.00 Full-Time Regular 1300 Secretary II 1.00 1.00 Full-Time Regular 1316 Superintendent, Parks & For. 1.00 1.00 3505 PARKS & FORESTRY GENERAL SUP 3.00 3.00 0.00 Full-Time Regular 1195 Equipment Operator II 3.00 3.00 Full-Time Regular 1210 General Tradesman 1.00 1.00 Full-Time Regular 1250 Parks/Forestry Crew Leader 3.00 3.00 Full-Time Regular 1264 Parks/Forestry Worker II 1.00 1.00 Full-Time Regular 1265 Parks/Forestry Worker III 5.00 5.00 Full-Time Regular 1284 Public Works Supervisor 1.00 0.00 -1.00 Position eliminated 3510 HORTICULTURAL MAINTENANCE 14.00 13.00 -1.00 Full-Time Regular 1113 Arborist 1.00 0.50 -0.50 Shared between 3515, 3520 & 3525 Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular 1265 Parks/Forestry Worker III 8.00 8.00 3515 PARKWAY TREE MAINTENANCE 10.00 9.50 -0.50 Full-Time Regular 1113 Arborist 0.00 0.25 0.25 Moved from 3515 Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular 1265 Parks/Forestry Worker III 6.00 6.00 3520 DUTCH ELM DISEASE CONTROL 7.00 7.25 0.25 Full-Time Regular 1113 Arborist 0.00 0.25 0.25 Moved from 3515 Full-Time Regular 1250 Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular 1265 Parks/Forestry Worker III 1.00 1.00 3525 TREE PLANTING 2.00 2.25 0.25 Full-Time Regular 1149 Clerk III 1.00 1.00 Full-Time Regular 1191 Ecology Center Coordinator 1.00 1.00 Formerly titled Environmental Educator Full-Time Regular 1191 Recreation Program Manager 1.00 1.00 Formerly titled Environmental Educator Part-time Regular 1366 Garden Coordinator 0.20 0.20 Part-time Regular 1397 Facilities Supervisor 0.30 0.30 Part-time Regular 1403 PT Custodian 0.55 0.55 3605 ECOLOGY CENTER 4.05 4.05 0.00 Full-Time Regular 1114 Director, Arts Council 0.40 0.40 Full-Time Regular 1300 Secretary II 0.40 0.40 3700 ARTS COUNCIL 0.80 0.80 0.00 Full-Time Regular 1114 Director, Arts Council 0.20 0.20 Full-Time Regular 1202 Facilities Maint. Worker II 1.00 1.00 Full-Time Regular 1300 Secretary II 0.20 0.20 Full-Time Regular 1294 Recreation Program Manager 0.15 0.15 217 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Part-time Regular 1376 PT Office Assistant 0.42 0.00 -0.42 Position eliminated Part-time Regular 1397 Facilities Supervisor 1.10 0.95 -0.15 Position eliminated Part-time Regular 1403 PT Custodian 1.75 1.75 3710 NOYES CULTURAL ARTS CTR 4.82 4.25 -0.57 Full-Time Regular 1114 Director, Arts Council 0.40 0.40 Full-Time Regular 1294 Recreation Program Manager 0.85 0.00 -0.85 Position eliminated Full-Time Regular 1300 Secretary II 0.40 0.40 Full-Time Regular 1305 Senior Program Coordinator 1.00 1.00 3720 CULTURAL ARTS PROGRAMS 2.65 1.80 -0.85 Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular 1428 Superintendent, Fac. Mgt. 1.00 1.00 3805 FACILITIES ADMINISTRATION 2.00 2.00 0.00 Full-Time Regular 1164 Fac Maint Worker/Custodian I 2.00 1.00 Full-Time Regular Custodian I 0.00 1.00 Part-time Regular 1403 PT Custodian 0.20 0.20 3806 CIVIC CENTER SERVICES 2.20 2.20 0.00 Full-Time Regular 1159 Construction Manager 1.00 1.00 Full-Time Regular 1200 Facilities Mgmt Supervisor 1.00 1.00 Full-Time Regular 1202 Facilities Maint. Worker II 1.00 1.00 Full-Time Regular 1203 Facilities Maint. Worker III 12.00 12.00 Full-Time Regular 1351 ADA/CIP Project Manager 1.00 1.00 3807 CONSTRUCTION & REPAIR 16.00 16.00 0.00 3000 PARKS, REC.& COMMUNITY SERVICES 131.75 128.65 -3.10 Grand Total - General Fund 743.60 698.03 -45.57 Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1105 Asst Communications Coord 2.00 2.00 Full-Time Regular 1156 Communications Coordinator 1.00 1.00 Full-Time Regular 1327 Telecommunicator 2.00 2.00 5150 EMERGENCY TELEPHONE SYSTEM 5.00 5.00 0.00 5150 EMERGENCY TELEPHONE SYSTEM 5.00 5.00 0.00 Full-Time Regular 1136 CDBG Grants Administrator 1.00 1.00 Full-Time Regular 1241 Neighborhood Planner 1.00 1.00 5220 CDBG ADMINISTRATION 2.00 2.00 0.00 5220 CDBG ADMINISTRATION 2.00 2.00 0.00 Full-Time Regular 9999 Economic Development Director 1.00 0.00 -1.00 Position eliminated and reclassified Full-Time Regular 9999 Economic Development Manager 0.00 1.00 1.00 Position reclassified to Manager Full-Time Regular 1185 Economic Development Planner 1.00 2.00 1.00 Position added 9999 Legislative Coordinator 0.00 1.00 1.00 New Position 9999 Development Officer 0.00 1.00 1.00 New Position Full-Time Regular 1198 Executive Assistant 0.30 0.30 5300 ECON. DEVELOPMENT FUND 2.30 5.30 3.00 5300 ECON. DEVELOPMENT FUND 2.30 5.30 3.00 Full-Time Regular 1255 Parking Operations Clerk 3.00 3.00 Full-Time Regular 1256 Parking Manager 1.00 1.00 Full-Time Regular 1257 Parking System Supervisor 1.00 1.00 Full-Time Regular Parking Facilities Supervisor 1.00 1.00 Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50 7005 PARKING SYSTEM MGT 6.50 6.50 0.00 Full-Time Regular 1254 Parking Repair Worker 3.00 3.00 Full-Time Regular 1283 Public Works Crew Leader 1.00 1.00 Full-Time Regular 1288 Public Works Maint Wrkr II 4.00 4.00 Other Funds - Full-Time Equivalent Positions Emergency Telephone System Fund Community Development Block Grant Fund Economic Development Fund Parking System Fund 218 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments 7015 PARKING LOTS & METERS 8.00 8.00 0.00 Full-Time Regular 1288 Public Works Maint Wrkr II 1.00 1.00 7037 MAPLE AVENUE GARAGE 1.00 1.00 7005 PARKING SYSTEM MGT 15.50 15.50 0.00 Full-Time Regular 1012 Utilities Director 1.00 1.00 Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular 1421 Asst Superin, Const & Fld Svcs 1.00 1.00 Full-Time Regular 1435 Asst Superin, Water Production 1.00 1.00 7100 WATER GENERAL SUPPORT 4.00 4.00 0.00 Full-Time Regular 1183 Division Chief, Pumping 1.00 1.00 Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00 Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00 Full-Time Regular 1339 Water Worker II 1.00 1.00 Full-Time Regular 1340 Water Plant Operator 5.00 5.00 7105 PUMPING 11.00 11.00 0.00 Full-Time Regular 1138 Chemist 1.00 1.00 Full-Time Regular 1182 Division Chief, Filtration 1.00 1.00 Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00 Full-Time Regular 1240 Microbiologist 1.00 1.00 Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00 Full-Time Regular 1338 Water Worker I 1.00 1.00 Full-Time Regular 1339 Water Worker II 1.00 1.00 Full-Time Regular 1340 Water Plant Operator 5.00 5.00 7110 FILTRATION 14.00 14.00 0.00 Part- Time Regular 1271 Plumbing Inspector 0.50 0.50 Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 Full-Time Regular 1338 Water Worker I 2.00 2.00 Full-Time Regular 1339 Water Worker II 2.00 2.00 Full-Time Regular 1341 Water Service Worker 2.00 2.00 Full-Time Regular 1390 Water/Sewer Crew Leader 3.00 3.00 Full-Time Regular 1393 Water Distribution Supervisor 1.00 1.00 7115 DISTRIBUTION 11.00 11.00 0.00 Full-Time Regular 1164 Fac Maint Worker/Custodian I 1.00 1.00 Full-Time Regular 1239 Meter Service Coordinator 1.00 1.00 Full-Time Regular 1336 Water Billing Clerk 1.00 1.00 7120 WATER METER MAINTENANCE 3.00 3.00 0.00 7100 WATER FUND 43.00 43.00 0.00 Full-Time Regular 1146 Civil Engineer III 1.00 1.00 Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 Full-Time Regular 1189 Engineering Associate II 2.00 2.00 Part-Time Regular 1271 Plumbing Inspector 0.50 0.50 Full-Time Regular 1338 Water Worker I 2.00 2.00 Full-Time Regular 1339 Water Worker II 3.00 3.00 Full-Time Regular 1390 Water/Sewer Crew Leader 4.00 4.00 Full-Time Regular 1392 Sewer Supervisor 1.00 1.00 7400 SEWER MAINTENANCE 14.00 14.00 0.00 7400 SEWER MAINTENANCE 14.00 14.00 0.00 Full-Time Regular 1110 Fleet Services Manager 1.00 0.00 -1.00 Position eliminated Full-Time Regular 1128 Auto Shop Supervisor 2.00 2.00 7705 GENERAL SUPPORT 3.00 2.00 -1.00 Full-Time Regular 1193 Equipment Mechanic III 9.00 8.00 -1.00 Position eliminated Full-Time Regular 1197 Equipment Parts Technician 1.00 1.00 Full-Time Regular 1233 Lead Mechanic 1.00 1.00 Full-Time Regular 1409 Auto Service Worker 1.00 0.00 -1.00 Position eliminated 7710 MAJOR MAINTENANCE 12.00 10.00 -2.00 7700 FLEET SERVICES DEPT. 15.00 12.00 -3.00 Full-Time Regular 1414 Assistant City Attorney 0.00 1.00 1.00 New position added Full-Time Regular 1217 Human Resources Assistant 1.00 1.00 Fleet Service Fund Insurance Fund Water Fund Sewer Fund 219 CITY OF EVANSTON 2010-11 FTE POSITION DETAIL - ALL FUNDS Employee Status Description Position ID Position Description 2009-2010 Budgeted FTE 2010-2011 Budgeted FTE Difference FTE Comments Full-Time Regular 1218 Human Resources Specialist 1.00 1.00 7800 INSURANCE FUND 2.00 3.00 1.00 7800 INSURANCE FUND 2.00 3.00 1.00 Grand Total - Other Funds 98.80 99.80 1.00 Grand Total - All Funds 842.40 797.83 -44.57 220 PART VI CAPITAL IMPROVEMENT PLAN 221 This page was intentionally left blank. 222 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/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 like 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 IS 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 we move forward we must continue to assess the ongoing 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 FY10/11 to FY14/15 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, whereas the City’s CIF includes only those capital projects that are not paid through one of the City’s internal service, special revenue, or enterprise Funds. It is usually the case that capital purchases that are 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/equipment purchases are budgeted and paid from the Fleet Fund rather than the CIF. Per the CIP summary report, prior to the adoption of the City’s CIP, each capital improvement project requested or recommended by City staff for FY10/11 was assigned a ranking by City management. A ranking of “1” indicates that this capital project was recommended by Management and approved by City Council to go forward for fiscal year FY10/11. A ranking of “2” or “3” indicates that although the capital project was originally recommended for completion 223 Capital Improvement Plan during FY10/11, it was determined by City management and agreed to by City Council that it should be delayed for a future fiscal year due to funding restrictions and maintaining debt at a reasonable level. Prioritizing projects was not an easy task, and every effort was made by City management to reduce the arbitrary nature of assigning rankings to projects as much as possible. Priority ranking was based on several criteria as follows: 1) The project was already approved or in progress at the start of FY10/11 2) The project is funded by revenues other than general obligations bonds 3) The project is critical to the success of other projects or operations 4) The project is a part of a multi-year maintenance program that if interrupted, would most likely result in higher costs for the same improvements in later years As indicated on the CIP summary report, all past, present, and future capital projects have been identified as either “routine” or “non-routine”. It is apparent that the vast majority of all the City’s capital projects are non-routine in nature and if all of these capital projects are approved over the next five years without any outside assistance (grants), the City would be required to substantially increase its general obligation debt burden. It is also important to take note that if these capital projects are not approved and completed over the next five years, there could be an adverse affect on the City’s operating expenditures in order to keep older buildings, equipment, and infrastructure operating safely for employees, residents, and the general public. The specific dollars involved are summarized in the CIP report. 224 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 has 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, and 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. • 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. 225 Capital Improvement Fund Policy • 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. 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. 226 Capital Improvement Fund Policy • 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 intermodal 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. 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. 227 Capital Improvement Fund Policy • 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. • 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. 228 Capital Improvement Fund Policy 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 5 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: − Reallocated to a new project within the 5 year plan within the same area. − Reallocated to a priority list of projects approved by the City Council during consideration of the capital plan. − Used to expand the scope of the existing project for which the grant is received. − Placed in the contingency fund for future matches or cost overruns. − Placed in an emergency fund for unanticipated projects. Community Development Block Grant Funds • A comprehensive program for all capital projects in the CDBG target area will be presented to the CDBG Committee. 229 City of Evanston Capital Improvement Plan Summary by Funding Source FY 2010-11 Funding Source Amount CDBG Fund 150,000 CIP Fund- Bank Installment Loans 400,000 CIP Fund- Grants 5,129,385 CIP Fund- Interest Income on Reserves 50,000 CIP Fund- New GO Debt 7,852,243 CIP Fund- Private Donations 450,000 CIP Fund- Reserves Utilized 2,750,000 E911 Fund 1,619,700 Economic Development Fund 75,000 Fleet Fund 1,700,000 Motor Fuel Fund 1,830,000 Parking Fund 24,000 Sewer Fund 700,000 Special Assessment Fund 480,000 TIF Funds (consolidated)575,000 Water Fund 7,600,581 TOTAL FY 10-11 CIP 31,385,909 FY 2011 CIP by Funding Source CIP Fund- Grants 16.3% Water Fund 24.2% TIF Funds (consolidated) 1.8% Special Assessment Fund 1.5% Motor Fuel Fund 5.8% Sewer Fund 2.2% CIP Fund- Bank Installment Loans 1.3% CIP Fund- Reserves Utilized 8.8% E911 Fund 5.2% CIP Fund- Private Donations 1.4% CIP Fund- Interest Income on Reserves 0.2% Private Funds/Donations 1.3% Parking Fund 0.1% CIP Fund- New GO Debt 25.0% Fleet Fund 5.4% CDBG Fund 0.5% 230 City of Evanston Capital Improvement Plan Summary by Function FY 2010-11 Funding Source Amount All Functions 50,000 Community Development 540,000 Facilities 4,474,243 Finance 300,000 Information Technology 650,000 Parks & Recreation 2,876,000 Police (Includes E911)1,826,085 Public Works- CDBG 50,000 Public Works- Fleet Fund 1,700,000 Public Works- General Fund 8,309,000 Public Works- Motor Fuel Fund 1,830,000 Public Works- Sewer Fund 700,000 Public Works- Special Assessments 480,000 Public Works- Water Fund 7,600,581 TOTAL FY 10-11 CIP 31,385,909 FY 2011 CIP by Function Facilities 14.3% Public Works- Water Fund 24.2% Public Works- Motor Fuel Fund 5.8% Public Works- Special Assessments 1.5% Community Development 1.7% Police (Includes E911) 5.8% Public Works- CDBG 0.2% Parks & Recreation 9.2% Finance 1.0% Private Funds/Donations 1.3% Public Works- Sewer Fund 2.2% Information Technology 2.1% Public Works- General Fund 26.5% All Functions 0.2% 231 Ci t y o f E v a n s t o n Ad o p t e d C a p i t a l I m p r o v e m e n t P l a n So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Co u n c i l Ap p r o v e d R o u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # F I N A L o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e 2/ 2 8 / 2 0 1 1 Ra n k i n g No n - R o u t i n e RE V E N U E S ( b y F u n d i n g S o u r c e ) CI P F u n d G O D e b t N/ A N / A N / A N / A 7 , 8 5 2 , 2 4 3 CI P F u n d B a n k I n s t a l l m e n t L o a n N/ A N / A N / A N / A 4 0 0 , 0 0 0 CI P F u n d G r a n t s N/ A N / A N / A N / A 5 , 1 2 9 , 3 8 5 CI P F u n d P r i v a t e D o n a t i o n s N/ A N / A N / A N / A 4 5 0 , 0 0 0 CI P F u n d I n t e r e s t I n c o m e N/ A N / A N / A N / A 5 0 , 0 0 0 MF T F u n d F u n d i n g N/ A N / A N / A N / A 1 , 8 3 0 , 0 0 0 E9 1 1 F u n d F u n d i n g N/ A N / A N / A N / A 1 , 6 1 9 , 7 0 0 Ec o n o m i c D e v e l o p m e n t F u n d i n g N/ A N / A N / A N / A 7 5 , 0 0 0 CD B G F u n d F u n d i n g N/ A N / A N / A N / A 1 5 0 , 0 0 0 TI F F u n d s F u n d i n g N/ A N / A N / A N / A 5 7 5 , 0 0 0 SA F u n d F u n d i n g N/ A N / A N / A N / A 4 8 0 , 0 0 0 Pa r k i n g F u n d F u n d i n g N/ A N / A N / A N / A 2 4 , 0 0 0 Wa t e r F u n d F u n d i n g N/ A N / A N / A N / A 7 , 6 0 0 , 5 8 1 Se w e r F u n d F u n d i n g N/ A N / A N / A N / A 7 0 0 , 0 0 0 Fl e e t F u n d F u n d i n g N/ A N / A N / A N / A 1 , 7 0 0 , 0 0 0 T O T A L R E V E N U E 28 , 6 3 5 , 9 0 9 EX P E N D I T U R E S Sh e r i d a n / I s a b e l l a ( J T W / W i l m e t t e ) Pu b l i c W o r k s M F T R e v e n u e s 41 5 1 3 7 MF T 2 0 0 1 3 0 , 0 0 0 1 N o n - r o u t i n e St r e e t R e s u r f a c i n g Pu b l i c W o r k s M F T R e v e n u e s 41 5 8 5 7 MF T 2 0 0 1, 7 0 0 , 0 0 0 1 R o u t i n e SU B T O T A L 1 , 8 3 0 , 0 0 0 Co m p u t e r / r a d i o r e p l a c e m e n t Po l i c e E 9 1 1 R e v e n u e 41 5 7 1 7 E9 1 1 2 0 5 40 , 0 0 0 1 No n - r o u t i n e Po l i c e 9 1 1 C e n t e r H V A C R e p l a c e m e n t Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 2 8 E9 1 1 2 0 5 10 0 , 0 0 0 1 No n - r o u t i n e CA D 4 0 0 M i g r a t i o n Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 1 E9 1 1 2 0 5 80 , 0 0 0 1 No n - r o u t i n e Co m p u t e r / r a d i o / f u r n i t u r e r e p l a c e m e n t Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 2 E9 1 1 2 0 5 1, 2 4 9 , 7 0 0 1 No n - r o u t i n e 91 1 C e n t e r f l o o r i n g Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 3 3 E9 1 1 2 0 5 10 , 0 0 0 1 No n - r o u t i n e Ph o n e r o o m A / C u n i t r e p l a c e m e n t Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 3 4 E9 1 1 2 0 5 25 , 0 0 0 1 No n - r o u t i n e Fi e l d r e p o r t i n g Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 5 E9 1 1 2 0 5 11 5 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 1 , 6 1 9 , 7 0 0 232 Ci t y o f E v a n s t o n Ad o p t e d C a p i t a l I m p r o v e m e n t P l a n So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Co u n c i l Ap p r o v e d R o u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # F I N A L o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e 2/ 2 8 / 2 0 1 1 Ra n k i n g No n - R o u t i n e Fl e e t w o o d J o u r d a i n C e n t e r Fa c i l i t i e s M g m t G r a n t C D B G 52 7 5 CD B G 2 1 5 Br u m m e l R i c h m o n d P a r k R e n o v a t i o n s Pa r k s , R e c . & C o m m . G r a n t C D B G 41 5 3 4 7 CD B G 2 1 5 50 , 0 0 0 1 No n - r o u t i n e Fl e e t w o o d J o u r d a i n G y m R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G r a n t C D B G 41 5 6 9 2 CD B G 2 1 5 50 , 0 0 0 1 No n - r o u t i n e Bl o c k C u r b & S i d e w a l k R e p l a c e m e n t Pu b l i c W o r k s G r a n t C D B G 41 5 8 6 7 CD B G 2 1 5 50 , 0 0 0 1 R o u t i n e SU B T O T A L 1 5 0 , 0 0 0 18 1 7 C h u r c h S t r e e t C h i m n e y & R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t E c o n o m i c D e v R e v e n u e 41 5 4 0 2 ED 2 2 5 75 , 0 0 0 1 No n - r o u t i n e We s t E v a n s t o n P l a n n i n g Co m m u n i t y D e v . T I F I n c r e m e n t 41 5 9 0 1 We s t E v a n s t o n T I F 3 3 5 80 , 0 0 0 1 No n - r o u t i n e Pr o p e r t y a c q u i s i t i o n s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 0 5 We s t E v a n s t o n T I F 3 3 5 22 0 , 0 0 0 1 No n - r o u t i n e De m o c o s t s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 1 0 We s t E v a n s t o n T I F 3 3 5 15 0 , 0 0 0 1 No n - r o u t i n e Mi s c c a p i t a l p r o j e c t c o s t s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 1 5 We s t E v a n s t o n T I F 3 3 5 40 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 4 9 0 , 0 0 0 Sh e r m a n A v e . P u b l i c A r t Fa c i l i t i e s M g m t T I F I n c r e m e n t 58 8 0 0 5 Wa s h i n g t o n T I F 4 0 5 85 , 0 0 0 1 No n - r o u t i n e Cr o w n C e n t e r I m p r o v e m e n t s Fa c i l i t i e s M g m t C I P F u n d R e s e r v e s 41 5 5 5 3 CI P 4 1 5 70 , 0 0 0 1 No n - r o u t i n e St r e e t R e s u r f a c i n g Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 5 7 CI P 4 1 5 1, 4 3 0 , 0 0 0 1 R o u t i n e Mc C o r m i c k B l v d R e c o n s t r u c t i o n Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 2 CI P 4 1 5 22 5 , 0 0 0 1 No n - r o u t i n e Br i d g e R e h a b P r o g r a m Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 5 CI P 4 1 5 40 0 , 0 0 0 1 No n - r o u t i n e Ri d g e A v e C o n s t r u c t i o n P r o j e c t Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 9 CI P 4 1 5 60 0 , 0 0 0 1 No n - r o u t i n e Do w n t o w n B r i c k R e p a i r Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 0 0 6 CI P 4 1 5 50 , 0 0 0 1 No n - r o u t i n e 20 0 9 C I P P a v i n g D o d g e / D e m p / M c D a n i e l Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 1 3 5 CI P 4 1 5 72 0 , 0 0 0 1 No n - r o u t i n e CT A Y e l l o w L i n e I n f i l l S t a t i o n S t u d y Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 2 0 9 CI P 4 1 5 55 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 3 , 5 5 0 , 0 0 0 Ci v i c C e n t e r R o o f Fa c i l i t i e s M g m t G O D e b t 41 5 1 6 9 CI P 4 1 5 1, 7 0 0 , 0 0 0 1 No n - r o u t i n e Ci v i c C e n t e r R e n o v a t i o n Fa c i l i t i e s M g m t G O D e b t 41 5 1 6 9 CI P 4 1 5 30 0 , 0 0 0 1 No n - r o u t i n e Fl e e t w o o d J o u r d a i n G y m R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 6 9 2 CI P 4 1 5 19 3 , 0 9 3 1 No n - r o u t i n e Br u m m e l R i c h m o n d P a r k R e n o v a t i o n s Pa r k s , R e c . & C o m m . G O D e b t 41 5 3 4 7 CI P 4 1 5 29 5 , 0 0 0 1 No n - r o u t i n e Ja m e s P a r k R e n o v a t i o n s Pa r k s , R e c . & C o m m . G O D e b t 41 5 3 5 4 CI P 4 1 5 10 0 , 0 0 0 1 No n - r o u t i n e Tw i g g s P a r k R e n o v a t i o n s Pa r k s , R e c . & C o m m . G O D e b t 41 5 3 9 1 CI P 4 1 5 22 0 , 0 0 0 1 No n - r o u t i n e Cr o w n C e n t e r P a r t n e r s h i p S t u d y Fa c i l i t i e s M g m t G O D e b t 41 5 5 5 5 CI P 4 1 5 15 0 , 0 0 0 1 No n - r o u t i n e 233 Ci t y o f E v a n s t o n Ad o p t e d C a p i t a l I m p r o v e m e n t P l a n So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Co u n c i l Ap p r o v e d R o u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # F I N A L o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e 2/ 2 8 / 2 0 1 1 Ra n k i n g No n - R o u t i n e No y e s C u l t u r a l A r t s C e n t e r R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 6 6 4 CI P 4 1 5 17 , 1 5 0 1 No n - r o u t i n e An i m a l S h e l t e r R e n o v a t i o n Fa c i l i t i e s M g m t G O D e b t 41 5 7 0 5 CI P 4 1 5 10 0 , 0 0 0 1 No n - r o u t i n e Po l i c e F i r i n g R a n g e Fa c i l i t i e s M g m t G O D e b t 41 5 7 2 1 CI P 4 1 5 46 0 , 0 0 0 1 No n - r o u t i n e Fu r n i t u r e R e p l a c e m e n t Al l G O D e b t 41 5 7 2 6 CI P 4 1 5 50 , 0 0 0 1 No n - r o u t i n e Po l i c e H e a d q u a r t e r s P a r a p e t W a l l R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 5 7 2 7 CI P 4 1 5 57 0 , 0 0 0 1 No n - r o u t i n e Fi r e S t a t i o n # 1 W i n d o w R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 8 1 6 CI P 4 1 5 65 , 0 0 0 1 No n - r o u t i n e 50 / 5 0 S i d e w a l k Pu b l i c W o r k s G O D e b t 41 5 8 6 4 CI P 4 1 5 10 0 , 0 0 0 1 R o u t i n e Ne i g h b o r h o o d T r a f f i c C a l m i n g Pu b l i c W o r k s G O D e b t 41 5 8 7 0 CI P 4 1 5 50 , 0 0 0 1 R o u t i n e Tr a f f i c S i g n a l U p g r a d e s C e n t r a l & G i r a r d Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 53 1 , 0 0 0 1 No n - r o u t i n e Tr a f f i c S i g n a l U p g r a d e s S h e r i d a n R o a d Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 21 0 , 0 0 0 1 No n - r o u t i n e Tr a f f i c S i g n a l U p g r a d e s C h i c a g o A v e n u e Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 12 0 , 0 0 0 1 No n - r o u t i n e La k e S t r e e t L A P P Pu b l i c W o r k s G O D e b t 41 5 8 9 2 CI P 4 1 5 65 0 , 0 0 0 1 No n - r o u t i n e We s t E v a n s t o n P l a n n i n g Co m m u n i t y D e v . G O D e b t 41 5 9 0 1 CI P 4 1 5 50 , 0 0 0 1 No n - r o u t i n e Tr a f f i c O p e r a t i o n s M a i n t e n a n c e Pu b l i c W o r k s G O D e b t 41 6 0 2 8 CI P 4 1 5 15 0 , 0 0 0 1 No n - r o u t i n e Se r v i c e s t o G e n e r a l F u n d Fi n a n c e G O D e b t 41 6 0 5 1 CI P 4 1 5 30 0 , 0 0 0 1 R o u t i n e Ne w S a l t D o m e Pu b l i c W o r k s G O D e b t 41 6 0 8 8 CI P 4 1 5 20 , 0 0 0 1 No n - r o u t i n e La k e f r o n t M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , R e c . & C o m m . G O D e b t 41 6 1 2 7 CI P 4 1 5 1, 1 0 0 , 0 0 0 1 No n - r o u t i n e Ne i g h b o r h o o d P u b l i c A r t Pa r k s , R e c . & C o m m . G O D e b t 41 6 1 3 2 CI P 4 1 5 11 , 0 0 0 1 No n - r o u t i n e Ac c e l a / P r o p e r t y S t a n d a r d s S o f t w a r e L e a s e IT G O D e b t 41 6 3 0 2 CI P 4 1 5 25 0 , 0 0 0 1 No n - r o u t i n e Ci t y W o r k s U p g r a d e f o r P W F i e l d P e r s o n n e l Pu b l i c W o r k s G O D e b t 41 6 3 9 3 CI P 4 1 5 90 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 7 , 8 5 2 , 2 4 3 Tr a f f i c S i g n a l U p g r a d e s S h e r i d a n / C h i c a g o Pu b l i c W o r k s G r a n t 41 5 8 7 1 CI P 4 1 5 79 3 , 0 0 0 1 No n - r o u t i n e La k e S t r e e t L A P P Pu b l i c W o r k s G r a n t 41 5 8 9 2 CI P 4 1 5 1, 2 8 5 , 0 0 0 1 No n - r o u t i n e Em e r g e n c y R e p a i r P r o g r a m Pu b l i c W o r k s G r a n t 41 5 8 9 4 CI P 4 1 5 61 0 , 0 0 0 1 No n - r o u t i n e La k e f r o n t M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , R e c . & C o m m . G r a n t 41 6 1 2 7 CI P 4 1 5 1, 1 0 0 , 0 0 0 1 No n - r o u t i n e CT A Y e l l o w L i n e I n f i l l S t a t i o n S t u d y Pu b l i c W o r k s G r a n t 41 6 2 0 9 CI P 4 1 5 22 0 , 0 0 0 1 No n - r o u t i n e Po l i c e O u t p o s t R T U & E l e c t r i c a l S e r v i c e R e p l a c e . Fa c i l i t i e s M g m t G r a n t 41 6 4 2 4 CI P 4 1 5 30 , 0 0 0 1 No n - r o u t i n e Co p s T e c h n o l o g y P r o g r a m Po l i c e G r a n t 41 5 7 3 6 CI P 4 1 5 34 1 , 3 8 5 1 No n - r o u t i n e SU B T O T A L 4 , 3 7 9 , 3 8 5 In f r a s t r u c t u r e - s e r v e r s n e t w o r k a n d s y s t e m s IT L o a n 41 6 0 0 1 CI P 4 1 5 40 0 , 0 0 0 1 No n - r o u t i n e An i m a l S h e l t e r R e n o v a t i o n Fa c i l i t i e s M g m t P r i v a t e D o n a t i o n 41 5 7 0 5 CI P 4 1 5 45 0 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 4 5 0 , 0 0 0 234 Ci t y o f E v a n s t o n Ad o p t e d C a p i t a l I m p r o v e m e n t P l a n So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Co u n c i l Ap p r o v e d R o u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # F I N A L o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e 2/ 2 8 / 2 0 1 1 Ra n k i n g No n - R o u t i n e Al l e y P a v i n g C i t y S h a r e Pu b l i c W o r k s S A R e s e r v e s 41 5 8 5 4 SA 4 2 0 48 0 , 0 0 0 1 R o u t i n e SU B T O T A L 4 8 0 , 0 0 0 Ch u r c h S t . G a r a g e H a r d w a r e R e p l a c e m e n t Fa c i l i t i e s M g m t P a r k i n g R e v e n u e 41 6 4 3 2 Pa r k i n g 5 0 5 24 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 2 4 , 0 0 0 54 I n c h i n t a k e a n c h o r i c e c o n t r o l s y s t e m Pu b l i c W o r k s I E P A 0 % 73 3 0 9 0 Wa t e r 5 1 0 N o n - r o u t i n e Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s I E P A 0 % 73 3 1 1 0 Wa t e r 5 1 0 47 0 , 4 7 2 1 No n - r o u t i n e Wa t e r M a i n E n g i n e e r i n g S e r v i c e s Pu b l i c W o r k s I E P A 0 % 73 3 1 1 6 Wa t e r 5 1 0 60 , 8 6 3 1 No n - r o u t i n e SU B T O T A L 5 3 1 , 3 3 5 Fi l t e r a n d F i l t e r R o o f R e h a b Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 4 8 Wa t e r 5 1 0 1, 7 0 3 , 0 0 0 1 No n - r o u t i n e Wa t e r U t i l i t y - A d d i t i o n s a n d R e n o v a t i o n s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 5 5 Wa t e r 5 1 0 15 , 0 0 0 1 No n - r o u t i n e Se c u r i t y I m p r o v e m e n t s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 6 7 Wa t e r 5 1 0 80 , 0 0 0 1 No n - r o u t i n e Wa t e r M a i n E n g i n e e r i n g S e r v i c e s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 1 Wa t e r 5 1 0 35 0 , 0 0 0 1 No n - r o u t i n e Tu c k p o i n t i n g Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 2 Wa t e r 5 1 0 20 0 , 0 0 0 1 No n - r o u t i n e Sc a d a S y s t e m I m p r o v e m e n t s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 8 Wa t e r 5 1 0 95 0 , 0 0 0 1 No n - r o u t i n e Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 8 6 Wa t e r 5 1 0 2, 8 2 3 , 0 0 0 1 No n - r o u t i n e As b e s t o s R e m o v a l Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 5 Wa t e r 5 1 0 88 , 0 0 0 1 No n - r o u t i n e St a n d p i p e P a i n t i n g Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 7 Wa t e r 5 1 0 35 0 , 0 0 0 1 No n - r o u t i n e SU B T O T A L 6 , 5 5 9 , 0 0 0 Sc a d a S y s t e m I m p r o v e m e n t s Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 7 8 Wa t e r 5 1 0 35 0 , 0 0 0 1 No n - r o u t i n e Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 8 6 Wa t e r 5 1 0 13 9 , 9 5 8 1 No n - r o u t i n e 54 I n c h i n t a k e a n c h o r i c e c o n t r o l s y s t e m Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 9 0 Wa t e r 5 1 0 20 , 2 8 8 1 No n - r o u t i n e SU B T O T A L 5 1 0 , 2 4 6 Em e r g e n c y S e w e r W o r k Pu b l i c W o r k s S e w e r D e b t 74 2 0 Se w e r 5 1 5 75 , 0 0 0 1 R o u t i n e SU B T O T A L 7 5 , 0 0 0 235 Ci t y o f E v a n s t o n Ad o p t e d C a p i t a l I m p r o v e m e n t P l a n So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Co u n c i l Ap p r o v e d R o u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # F I N A L o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e 2/ 2 8 / 2 0 1 1 Ra n k i n g No n - R o u t i n e Se w e r L i n i n g Pu b l i c W o r k s S e w e r R e v e n u e s 74 2 0 Se w e r 5 1 5 25 0 , 0 0 0 1 R o u t i n e Se w e r R e p a i r s o n S t r e e t I m p r o v e m e n t s Pu b l i c W o r k s S e w e r R e v e n u e s 74 2 0 Se w e r 5 1 5 37 5 , 0 0 0 1 R o u t i n e SU B T O T A L 6 2 5 , 0 0 0 Fl e e t C a p i t a l R e p l a c e m e n t s Pu b l i c W o r k s F l e e t R e v e n u e s 77 2 0 Fl e e t 6 0 0 1, 7 0 0 , 0 0 0 1 R o u t i n e TO T A L 3 1 , 3 8 5 , 9 0 9 NE T S U R P L U S ( D E F I C I T ) (2 , 7 5 0 , 0 0 0 ) Be g i n n i n g C I P F u n d f u n d b a l a n c e 6, 9 2 9 , 6 1 3 En d i n g C I P F u n d f u n d b a l a n c e 4, 1 7 9 , 6 1 3 236 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 RE V E N U E S ( b y F u n d i n g S o u r c e ) CI P F u n d G O D e b t N/ A N / A N / A N / A 3 1 , 5 3 0 , 1 5 0 2 5 , 0 1 1 , 0 0 0 8 , 7 7 7 , 0 0 0 8 , 9 4 0 , 0 0 0 CI P F u n d B a n k I n s t a l l m e n t L o a n N/ A N / A N / A N / A CI P F u n d G r a n t s N/ A N / A N / A N / A 3 , 8 3 5 , 0 0 0 3 0 0 , 0 0 0 1 0 0 , 0 0 0 3 5 0 , 0 0 0 CI P F u n d P r i v a t e D o n a t i o n s N/ A N / A N / A N / A 2 5 0 , 0 0 0 - - - CI P F u n d I n t e r e s t I n c o m e N/ A N / A N / A N / A 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 MF T F u n d F u n d i n g N/ A N / A N / A N / A 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 E9 1 1 F u n d F u n d i n g N/ A N / A N / A N / A - - - - Ec o n o m i c D e v e l o p m e n t F u n d i n g N/ A N / A N / A N / A - - - - CD B G F u n d F u n d i n g N/ A N / A N / A N / A 1 8 0 , 0 0 0 1 5 0 , 0 0 0 1 7 5 , 0 0 0 5 0 , 0 0 0 TI F F u n d s F u n d i n g N/ A N / A N / A N / A 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 5 0 , 0 0 0 - SA F u n d F u n d i n g N/ A N / A N / A N / A 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 Pa r k i n g F u n d F u n d i n g N/ A N / A N / A N / A 6 9 0 , 0 0 0 - - - Wa t e r F u n d F u n d i n g N/ A N / A N / A N / A 4 , 8 8 7 , 0 0 0 5 , 3 3 5 , 0 0 0 6 , 5 8 5 , 0 0 0 1 0 , 3 0 0 , 0 0 0 Se w e r F u n d F u n d i n g N/ A N / A N / A N / A 8 7 5 , 0 0 0 8 7 5 , 0 0 0 8 7 5 , 0 0 0 1 , 3 7 5 , 0 0 0 Fl e e t F u n d F u n d i n g N/ A N / A N / A N / A 2 , 4 0 0 , 0 0 0 2 , 4 0 0 , 0 0 0 2 , 4 0 0 , 0 0 0 2 , 4 0 0 , 0 0 0 TO T A L RE V E N U E 47 , 1 9 7 , 1 5 0 36 , 6 2 1 , 0 0 0 21 , 5 1 2 , 0 0 0 25 , 7 6 5 , 0 0 0 EX P E N D I T U R E S Sh e r i d a n / I s a b e l l a ( J T W / W i l m e t t e ) Pu b l i c W o r k s M F T R e v e n u e s 41 5 1 3 7 MF T 2 0 0 N o n - r o u t i n e St r e e t R e s u r f a c i n g Pu b l i c W o r k s M F T R e v e n u e s 41 5 8 5 7 MF T 2 0 0 Ro u t i n e 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 SU B T O T A L 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 Co m p u t e r / r a d i o r e p l a c e m e n t Po l i c e E 9 1 1 R e v e n u e 41 5 7 1 7 E9 1 1 2 0 5 N o n - r o u t i n e Po l i c e 9 1 1 C e n t e r H V A C R e p l a c e m e n t Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 2 8 E9 1 1 2 0 5 N o n - r o u t i n e CA D 4 0 0 M i g r a t i o n Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 1 E9 1 1 2 0 5 N o n - r o u t i n e Co m p u t e r / r a d i o / f u r n i t u r e r e p l a c e m e n t Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 2 E9 1 1 2 0 5 N o n - r o u t i n e 91 1 C e n t e r f l o o r i n g Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 3 3 E9 1 1 2 0 5 N o n - r o u t i n e Ph o n e r o o m A / C u n i t r e p l a c e m e n t Fa c i l i t i e s M g m t E 9 1 1 R e v e n u e 41 5 7 3 4 E9 1 1 2 0 5 N o n - r o u t i n e Fi e l d r e p o r t i n g Po l i c e E 9 1 1 R e v e n u e 41 5 7 3 5 E9 1 1 2 0 5 N o n - r o u t i n e - - - - SU B T O T A L - - - - Fl e e t w o o d J o u r d a i n C e n t e r Fa c i l i t i e s M g m t G r a n t C D B G 52 7 5 CD B G 2 1 5 30 , 0 0 0 Br u m m e l R i c h m o n d P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G r a n t C D B G 41 5 3 4 7 CD B G 2 1 5 N o n - r o u t i n e Fl e e t w o o d J o u r d a i n G y m R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G r a n t C D B G 41 5 6 9 2 CD B G 2 1 5 N o n - r o u t i n e Bl o c k C u r b & S i d e w a l k R e p l a c e m e n t Pu b l i c W o r k s G r a n t C D B G 41 5 8 6 7 CD B G 2 1 5 Ro u t i n e 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 We s t E v a n s t o n P l a n n i n g Co m m u n i t y D e v . G r a n t C D B G 41 5 9 0 1 CD B G 2 1 5 N o n - r o u t i n e 10 0 , 0 0 0 1 0 0 , 0 0 0 1 2 5 , 0 0 0 - Fo s t e r F i e l d R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G r a n t C D B G 41 6 0 5 5 CD B G 2 1 5 N o n - r o u t i n e 237 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 SU B T O T A L 1 8 0 , 0 0 0 1 5 0 , 0 0 0 1 7 5 , 0 0 0 5 0 , 0 0 0 18 1 7 C h u r c h S t r e e t C h i m n e y & R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t E c o n o m i c D e v R e v e n u e 41 5 4 0 2 ED 2 2 5 N o n - r o u t i n e - - - - We s t E v a n s t o n P l a n n i n g Co m m u n i t y D e v . T I F I n c r e m e n t 41 5 9 0 1 We s t E v a n s t o n T I F 3 3 5 N o n - r o u t i n e 20 0 , 0 0 0 2 0 0 , 0 0 0 2 5 0 , 0 0 0 Pr o p e r t y a c q u i s i t i o n s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 0 5 We s t E v a n s t o n T I F 3 3 5 N o n - r o u t i n e De m o c o s t s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 1 0 We s t E v a n s t o n T I F 3 3 5 N o n - r o u t i n e Mi s c c a p i t a l p r o j e c t c o s t s Co m m u n i t y D e v . T I F I n c r e m e n t 58 7 0 1 5 We s t E v a n s t o n T I F 3 3 5 N o n - r o u t i n e - - - - SU B T O T A L 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 5 0 , 0 0 0 - Li g h t s / M a p l e G a r a g e Fa c i l i t i e s M g m t G r a n t D C E O TB A Wa s h i n g t o n T I F 4 0 5 N o n - r o u t i n e - - - - Sh e r m a n A v e . P u b l i c A r t Fa c i l i t i e s M g m t T I F I n c r e m e n t 58 8 0 0 5 Wa s h i n g t o n T I F 4 0 5 N o n - r o u t i n e - - - - Cr o w n C e n t e r I m p r o v e m e n t s Fa c i l i t i e s M g m t C I P F u n d R e s e r v e s 41 5 5 5 3 CI P 4 1 5 N o n - r o u t i n e 85 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 St r e e t R e s u r f a c i n g Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 5 7 CI P 4 1 5 Ro u t i n e 3 , 3 0 0 , 0 0 0 3 , 6 0 0 , 0 0 0 3 , 9 0 0 , 0 0 0 4 , 2 0 0 , 0 0 0 Mc C o r m i c k B l v d R e c o n s t r u c t i o n Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 2 CI P 4 1 5 N o n - r o u t i n e Pa r k i n g L o t L i g h t i n g R e p l a c e m e n t s Fa c i l i t i e s M g m t C I P F u n d R e s e r v e s 41 5 8 8 3 CI P 4 1 5 N o n - r o u t i n e Br i d g e R e h a b P r o g r a m Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 5 CI P 4 1 5 N o n - r o u t i n e 80 0 , 0 0 0 6 0 0 , 0 0 0 Ri d g e A v e C o n s t r u c t i o n P r o j e c t Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 5 8 8 9 CI P 4 1 5 N o n - r o u t i n e Do w n t o w n B r i c k R e p a i r Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 0 0 6 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 20 0 9 C I P P a v i n g D o d g e / D e m p / M c D a n i e l Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 1 3 5 CI P 4 1 5 N o n - r o u t i n e CT A Y e l l o w L i n e I n f i l l S t a t i o n S t u d y Pu b l i c W o r k s C I P F u n d R e s e r v e s 41 6 2 0 9 CI P 4 1 5 N o n - r o u t i n e 50 0 , 0 0 0 Se r v e r s & S t o r a g e IT C I P F u n d R e s e r v e s 41 6 3 9 2 CI P 4 1 5 N o n - r o u t i n e 26 8 , 0 0 0 9 9 , 0 0 0 1 4 1 , 0 0 0 1 5 0 , 0 0 0 SU B T O T A L 5 , 0 0 3 , 0 0 0 4 , 3 9 9 , 0 0 0 4 , 1 4 1 , 0 0 0 4 , 4 0 0 , 0 0 0 Ot h e r A d m i n S e r v i c e s Fi n a n c e G O D e b t 41 5 1 0 0 CI P 4 1 5 N o n - r o u t i n e Co p i e r s Fi n a n c e G O D e b t 41 5 1 0 2 CI P 4 1 5 N o n - r o u t i n e Ci v i c C e n t e r P r o j e c t s Fa c i l i t i e s M g m t G O D e b t 41 5 1 5 1 CI P 4 1 5 N o n - r o u t i n e Ci v i c C e n t e r R o o f Fa c i l i t i e s M g m t G O D e b t 41 5 1 6 9 CI P 4 1 5 N o n - r o u t i n e Ci v i c C e n t e r R e n o v a t i o n Fa c i l i t i e s M g m t G O D e b t 41 5 1 6 9 CI P 4 1 5 N o n - r o u t i n e - - - - 238 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 Ci v i c C e n t e r I n t e r i m R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 5 1 7 2 CI P 4 1 5 Ro u t i n e 7 0 , 0 0 0 8 0 , 0 0 0 8 0 , 0 0 0 8 0 , 0 0 0 Se c u r i t y I m p r o v e m e n t S e r v i c e C e n t e r Pu b l i c W o r k s G O D e b t 41 5 2 0 1 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Se r v i c e C e n t e r S y s t e m R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 5 2 1 6 CI P 4 1 5 N o n - r o u t i n e Se r v i c e C e n t e r R e n o v a t i o n s Pu b l i c W o r k s G O D e b t 41 5 2 2 7 CI P 4 1 5 N o n - r o u t i n e 40 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 Fl e e t w o o d J o u r d a i n G y m R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 6 9 2 CI P 4 1 5 N o n - r o u t i n e Pa r k M a i n t e n a n c e & F u r n i t u r e R e p l a c e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 0 7 CI P 4 1 5 N o n - r o u t i n e La g o o n B u i l d i n g Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 3 3 CI P 4 1 5 N o n - r o u t i n e - 1 7 , 0 0 0 Br u m m e l R i c h m o n d P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 4 7 CI P 4 1 5 N o n - r o u t i n e Ma s o n P a r k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 5 0 CI P 4 1 5 N o n - r o u t i n e Ja m e s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 5 4 CI P 4 1 5 N o n - r o u t i n e 1, 9 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 Lo v e l a c e P a r k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 5 5 CI P 4 1 5 N o n - r o u t i n e Li g h t h o u s e B e a c h H o u s e R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 5 3 7 1 CI P 4 1 5 N o n - r o u t i n e Fo g / S i g n a l H o u s e R e n o v a t i o n s Fa c i l i t i e s M g m t G O D e b t 41 5 3 7 7 CI P 4 1 5 N o n - r o u t i n e 54 5 , 0 0 0 Ho b a r t P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 7 9 CI P 4 1 5 N o n - r o u t i n e - 2 7 5 , 0 0 0 La w s o n P a r k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 0 CI P 4 1 5 N o n - r o u t i n e To r g e r s o n P a r k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 1 CI P 4 1 5 N o n - r o u t i n e Bo a t R a m p E x t e n s i o n Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 2 CI P 4 1 5 N o n - r o u t i n e De m p s t e r S t . B e a c h L o c k & R a c k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 3 CI P 4 1 5 N o n - r o u t i n e So u t h w e s t P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 4 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Fi r e m a n ' s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 5 CI P 4 1 5 N o n - r o u t i n e 48 0 , 0 0 0 Gr e y P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 8 7 CI P 4 1 5 N o n - r o u t i n e 40 0 , 0 0 0 Tw i g g s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 1 CI P 4 1 5 N o n - r o u t i n e 22 0 , 0 0 0 2 5 0 , 0 0 0 Li g h t h o u s e L a n d i n g A D A I m p r o v e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 3 CI P 4 1 5 N o n - r o u t i n e Fe n c e I m p . S n y d e r / P e n n y P a r k Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 4 CI P 4 1 5 N o n - r o u t i n e Gi l b e r t P a r k R e p l a c e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 6 CI P 4 1 5 N o n - r o u t i n e 65 0 , 0 0 0 In d e p e n d e n c e P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 7 CI P 4 1 5 N o n - r o u t i n e 10 0 , 0 0 0 7 0 0 , 0 0 0 Pe n n y P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 8 CI P 4 1 5 N o n - r o u t i n e 74 5 , 0 0 0 St . P a u l ' s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 3 9 9 CI P 4 1 5 N o n - r o u t i n e 70 0 , 0 0 0 Pa r k s / R e c r e a t i o n S t r a t e g i c P l a n U p d a t e Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 0 CI P 4 1 5 N o n - r o u t i n e 30 0 , 0 0 0 La g o o n S u c t i o n P i t R e p l a c e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 1 CI P 4 1 5 N o n - r o u t i n e Cu l t u r a l A r t s M a s t e r P l a n Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 3 CI P 4 1 5 N o n - r o u t i n e 80 , 0 0 0 Ph i l b r i c k P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 4 CI P 4 1 5 N o n - r o u t i n e 50 0 , 0 0 0 Mc C u l l o c h P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 5 CI P 4 1 5 N o n - r o u t i n e 70 0 , 0 0 0 Fi t z s i m o n s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 6 CI P 4 1 5 N o n - r o u t i n e 30 0 , 0 0 0 Ba k e r P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 7 CI P 4 1 5 N o n - r o u t i n e 70 0 , 0 0 0 Ro b i n s o n P a r k C o m m u n i t y G a r d e n s Pa r k s , F o r e s t r y R e c G O D e b t 41 5 4 0 8 CI P 4 1 5 N o n - r o u t i n e 90 , 0 0 0 Ch a n d l e r C e n t e r H V A C I m p r o v e m e n t s Fa c i l i t i e s M g m t G O D e b t 41 5 5 0 7 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 Ch a n d l e r C e n t e r R e n o v a t i o n s Fa c i l i t i e s M g m t G O D e b t 41 5 5 0 9 CI P 4 1 5 N o n - r o u t i n e 70 , 0 0 0 Ch a n d l e r N e w b e r g e r C e n t e r F l o o d C o n t r o l Fa c i l i t i e s M g m t G O D e b t 41 5 5 1 1 CI P 4 1 5 N o n - r o u t i n e 10 0 , 0 0 0 Cr o w n C e n t e r P a r t n e r s h i p S t u d y Fa c i l i t i e s M g m t G O D e b t 41 5 5 5 5 CI P 4 1 5 N o n - r o u t i n e Cr o w n T e n n i s C o u r t R e n o v a t i o n Pa r k s , F o r e s t r y R e c G O D e b t 41 5 5 6 1 CI P 4 1 5 N o n - r o u t i n e Cr o w n C e n t e r F i r e A l a r m Pa r k s , F o r e s t r y R e c G O D e b t 41 5 5 6 4 CI P 4 1 5 N o n - r o u t i n e 239 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 Ro b e r t C r o w n C e n t e r S w i t c h g e a r Pa r k s , F o r e s t r y R e c G O D e b t 41 5 5 6 5 CI P 4 1 5 N o n - r o u t i n e 70 , 0 0 0 Cr o w n P a r k F e n c i n g R e p l a c e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 5 5 6 6 CI P 4 1 5 N o n - r o u t i n e 30 0 , 0 0 0 Le v y S e n i o r C e n t e r B o i l e r R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 6 0 2 CI P 4 1 5 N o n - r o u t i n e 22 6 , 0 0 0 Le v y C e n t e r D r a p e r i e s Fa c i l i t i e s M g m t G O D e b t 41 5 6 0 5 CI P 4 1 5 N o n - r o u t i n e 75 , 0 0 0 No y e s C u l t u r a l A r t s C e n t e r H V A C I m p r o v e m e n t s Fa c i l i t i e s M g m t G O D e b t 41 5 6 5 3 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 1 , 0 5 0 , 0 0 0 No y e s C e n t e r P a i n t i n g Fa c i l i t i e s M g m t G O D e b t 41 5 6 6 0 CI P 4 1 5 N o n - r o u t i n e 20 , 0 0 0 2 0 , 0 0 0 2 0 , 0 0 0 2 0 , 0 0 0 No y e s C u l t u r a l A r t s C e n t e r R o o f R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 6 6 4 CI P 4 1 5 N o n - r o u t i n e No y e s C u l t u r a l A r t s C e n t e r S w i t c h g e a r Fa c i l i t i e s M g m t G O D e b t 41 5 6 6 5 CI P 4 1 5 N o n - r o u t i n e 9, 0 0 0 6 9 , 0 0 0 No y e s C u l t u r a l A r t s C e n t e r C h i m n e y R e s t o r a t i o n Fa c i l i t i e s M g m t G O D e b t 41 5 6 6 6 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Ec o l o g y C e n t e r G r e e n h o u s e R e n o v a t i o n s Fa c i l i t i e s M g m t G O D e b t 41 5 6 8 8 CI P 4 1 5 N o n - r o u t i n e 21 0 , 0 0 0 An i m a l S h e l t e r R e n o v a t i o n Fa c i l i t i e s M g m t G O D e b t 41 5 7 0 5 CI P 4 1 5 N o n - r o u t i n e 35 0 , 0 0 0 Po l i c e H Q I n t e r i o r Fa c i l i t i e s M g m t G O D e b t 41 5 7 1 8 CI P 4 1 5 N o n - r o u t i n e Po l i c e F i r i n g R a n g e Fa c i l i t i e s M g m t G O D e b t 41 5 7 2 1 CI P 4 1 5 N o n - r o u t i n e St r o n g B o x C a m e r a F o s t e r / D o d g e & H o w a r d / C u s t e r Po l i c e G O D e b t 41 5 7 2 2 CI P 4 1 5 N o n - r o u t i n e In C a r / M o t o r c y l e D i g i t a l C a m e r a S y s t e m Po l i c e G O D e b t 41 5 7 2 5 CI P 4 1 5 N o n - r o u t i n e 60 , 0 0 0 Fu r n i t u r e R e p l a c e m e n t Al l G O D e b t 41 5 7 2 6 CI P 4 1 5 N o n - r o u t i n e Po l i c e H e a d q u a r t e r s P a r a p e t W a l l R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 5 7 2 7 CI P 4 1 5 N o n - r o u t i n e 30 0 , 0 0 0 Po l i c e H e a d q u a r t e r s V a l v e a n d P u m p U p g r a d e Fa c i l i t i e s M g m t G O D e b t 41 5 7 3 0 CI P 4 1 5 N o n - r o u t i n e 80 , 0 0 0 Fi r e S t a t i o n # 5 Fa c i l i t i e s M g m t G O D e b t 41 5 8 0 2 CI P 4 1 5 N o n - r o u t i n e Pu b l i c A r t F i r e S t a t i o n # 5 Pa r k s , F o r e s t r y R e c G O D e b t 41 5 8 0 9 CI P 4 1 5 N o n - r o u t i n e Fi r e S t a t i o n # 1 W i n d o w R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 8 1 6 CI P 4 1 5 N o n - r o u t i n e Fi r e S t a t i o n # 4 R e c o n s t r u c t i o n Fi r e G O D e b t 41 5 8 1 7 CI P 4 1 5 N o n - r o u t i n e 3, 6 1 5 , 0 0 0 3 , 0 0 0 , 0 0 0 Fi r e D e p a r t m e n t T r a i n i n g F a c i l i t y Fi r e G O D e b t 41 5 8 1 8 CI P 4 1 5 N o n - r o u t i n e 1, 2 0 9 , 2 5 0 9 5 4 , 0 0 0 Fi r e S t a t i o n # 2 W i n d o w G l a s s R e p l a c e m e n t Fa c i l i t i e s M g m t G O D e b t 41 5 8 1 9 CI P 4 1 5 N o n - r o u t i n e Fi r e D e p a r t m e n t V e h i c l e R e p l a c e m e n t Fi r e G O D e b t 41 5 8 2 0 CI P 4 1 5 N o n - r o u t i n e Al l e y L i g h t I n c e n t i v e P r o g r a m Pu b l i c W o r k s G O D e b t 41 5 8 5 9 CI P 4 1 5 N o n - r o u t i n e Tr a f f i c S y s t e m S t u d y Pu b l i c W o r k s G O D e b t 41 5 8 6 2 CI P 4 1 5 N o n - r o u t i n e 50 / 5 0 S i d e w a l k Pu b l i c W o r k s G O D e b t 41 5 8 6 4 CI P 4 1 5 Ro u t i n e 3 5 0 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 Bl o c k C u r b & S i d e w a l k R e p l a c e m e n t Pu b l i c W o r k s G O D e b t 41 5 8 6 7 CI P 4 1 5 Ro u t i n e 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 St r e e t l i g h t U p g r a d e P r o g r a m Pu b l i c W o r k s G O D e b t 41 5 8 6 8 CI P 4 1 5 Ro u t i n e 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 Ne i g h b o r h o o d T r a f f i c C a l m i n g Pu b l i c W o r k s G O D e b t 41 5 8 7 0 CI P 4 1 5 Ro u t i n e 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 Tr a f f i c S i g n a l U p g r a d e s C e n t r a l & G i r a r d Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 N o n - r o u t i n e Tr a f f i c S i g n a l U p g r a d e s S h e r i d a n R o a d Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 N o n - r o u t i n e 47 6 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 Tr a f f i c S i g n a l U p g r a d e s C h i c a g o A v e n u e Pu b l i c W o r k s G O D e b t 41 5 8 7 1 CI P 4 1 5 N o n - r o u t i n e 87 4 , 0 0 0 Ch i c a g o A v e . S i g n a l s Pu b l i c W o r k s G O D e b t 41 5 8 7 4 CI P 4 1 5 N o n - r o u t i n e Ch i c a g o A v e . S i g n a l s C M A Q Pu b l i c W o r k s G O D e b t 41 5 8 7 5 CI P 4 1 5 N o n - r o u t i n e Ve h i c l e T r a c k i n g S y s t e m Pu b l i c W o r k s G O D e b t 41 5 8 7 6 CI P 4 1 5 N o n - r o u t i n e Pa r k i n g L o t L i g h t i n g R e p l a c e m e n t s Fa c i l i t i e s M g m t G O D e b t 41 5 8 8 3 CI P 4 1 5 N o n - r o u t i n e Ce n t r a l S t r e e t S t r e e t s c a p e P h a s e I S t u d y Pu b l i c W o r k s G O D e b t 41 5 8 8 4 CI P 4 1 5 N o n - r o u t i n e 66 0 , 0 0 0 Do d g e A v e . I n t e r s e c t i o n I m p r o v e m e n t s Pu b l i c W o r k s G O D e b t 41 5 8 8 6 CI P 4 1 5 N o n - r o u t i n e La k e S t r e e t L A P P Pu b l i c W o r k s G O D e b t 41 5 8 9 2 CI P 4 1 5 N o n - r o u t i n e We s t E v a n s t o n P l a n n i n g Co m m u n i t y D e v . G O D e b t 41 5 9 0 1 CI P 4 1 5 N o n - r o u t i n e 75 , 0 0 0 7 5 , 0 0 0 7 5 , 0 0 0 240 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 Li b r a r y C h i l l e r R e p l a c e m e n t Li b r a r y G O D e b t 41 5 9 5 0 CI P 4 1 5 N o n - r o u t i n e Li b r a r y I n t e r i o r R e n o v a t i o n s Li b r a r y G O D e b t 41 5 9 5 1 CI P 4 1 5 N o n - r o u t i n e 40 0 , 0 0 0 Li b r a r y P u m p a n d F a n R e p l a c e m e n t Li b r a r y G O D e b t 41 5 9 5 2 CI P 4 1 5 N o n - r o u t i n e 30 , 0 0 0 Li b r a r y E n t r a n c e D o o r R e n o v a t i o n Li b r a r y G O D e b t 41 5 9 5 3 CI P 4 1 5 N o n - r o u t i n e 20 , 0 0 0 Di r e c t i o n a l S i g n a g e Pu b l i c W o r k s G O D e b t 41 6 0 0 4 CI P 4 1 5 N o n - r o u t i n e Ev a n s t o n A r t C e n t e r Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 0 9 CI P 4 1 5 N o n - r o u t i n e 40 , 0 0 0 5 9 0 , 0 0 0 En v i r o n m e n t a l R e m e d i a t i o n Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 1 0 CI P 4 1 5 N o n - r o u t i n e 25 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 2 5 , 0 0 0 La d d A r b o r e t u m M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 1 9 CI P 4 1 5 N o n - r o u t i n e 1, 3 0 0 , 0 0 0 4 5 0 , 0 0 0 3 5 0 , 0 0 0 4 0 0 , 0 0 0 Tr a f f i c O p e r a t i o n s M a i n t e n a n c e Pu b l i c W o r k s G O D e b t 41 6 0 2 8 CI P 4 1 5 N o n - r o u t i n e 15 0 , 0 0 0 1 5 0 , 0 0 0 1 5 0 , 0 0 0 1 5 0 , 0 0 0 AD A I m p r o v e m e n t s Fa c i l i t i e s M g m t G O D e b t 41 6 0 3 1 CI P 4 1 5 N o n - r o u t i n e Se r v i c e s t o G e n e r a l F u n d Fi n a n c e G O D e b t 41 6 0 5 1 CI P 4 1 5 Ro u t i n e 3 0 0 , 0 0 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 Co n t i n g e n c y F u n d Fi n a n c e G O D e b t 41 6 0 5 2 CI P 4 1 5 N o n - r o u t i n e Fo s t e r F i e l d R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 5 5 CI P 4 1 5 N o n - r o u t i n e 53 0 , 0 0 0 2 5 5 , 0 0 0 Ca r t w r i g h t P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 6 3 CI P 4 1 5 N o n - r o u t i n e 10 0 , 0 0 0 7 0 0 , 0 0 0 No y e s C e n t e r C a p i t a l M a i n t e n a n c e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 7 2 CI P 4 1 5 N o n - r o u t i n e Ar t C e n t e r C o a c h H o u s e A p a r t m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 0 7 7 CI P 4 1 5 N o n - r o u t i n e 35 0 , 0 0 0 Ne w S a l t D o m e Pu b l i c W o r k s G O D e b t 41 6 0 8 8 CI P 4 1 5 N o n - r o u t i n e Bi k e P l a n I m p l e m e n t a t i o n Pu b l i c W o r k s G O D e b t 41 6 0 9 6 CI P 4 1 5 N o n - r o u t i n e Vi a d u c t S c r e e n i n g Pu b l i c W o r k s G O D e b t 41 6 0 9 7 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 Ch i c a g o A v e . S t r e e t s c a p e Pu b l i c W o r k s G O D e b t 41 6 1 1 2 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Se r v i c e C e n t e r E m e r g e n c y G e n e r a t o r Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 1 6 CI P 4 1 5 N o n - r o u t i n e 67 5 , 0 0 0 La k e f r o n t M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 2 7 CI P 4 1 5 N o n - r o u t i n e 1, 3 0 0 , 0 0 0 1 , 1 5 0 , 0 0 0 1 , 5 0 0 , 0 0 0 1 , 7 5 0 , 0 0 0 Ca s h i e r i n g S o f t w a r e IT G O D e b t 41 6 1 3 0 CI P 4 1 5 N o n - r o u t i n e Ne i g h b o r h o o d P u b l i c A r t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 3 2 CI P 4 1 5 N o n - r o u t i n e Ne i g h b o r h o o d P u b l i c A r t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 3 2 CI P 4 1 5 Ro u t i n e 7 0 , 0 0 0 6 5 , 0 0 0 7 0 , 0 0 0 6 5 , 0 0 0 Ne i g h b o r h o o d P u b l i c A r t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 3 2 CI P 4 1 5 N o n - r o u t i n e Mu l t i m o d a l T r a n s p o r t a t i o n Pu b l i c W o r k s G O D e b t 41 6 1 3 3 CI P 4 1 5 N o n - r o u t i n e Sh e r m a n A v e . G a r a g e R e p a i r s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 1 3 3 CI P 4 1 5 N o n - r o u t i n e Re f u s e C a r t R e p l a c e m e n t Pu b l i c W o r k s G O D e b t 41 6 2 0 8 CI P 4 1 5 Ro u t i n e 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 Se r v i c e C e n t e r S t r u c t u r a l R e p a i r s Fa c i l i t i e s M g m t G O D e b t 41 6 2 2 6 CI P 4 1 5 N o n - r o u t i n e BP A T S t r a t e g i c P l a n IT G O D e b t 41 6 3 0 1 CI P 4 1 5 N o n - r o u t i n e 10 0 , 0 0 0 Ac c e l a / P r o p e r t y S t a n d a r d s S o f t w a r e L e a s e IT G O D e b t 41 6 3 0 2 CI P 4 1 5 N o n - r o u t i n e 25 0 , 0 0 0 Co m p u t e r D e s k t o p T e c h n o l o g y IT G O D e b t 41 6 3 9 0 CI P 4 1 5 N o n - r o u t i n e Ne t w o r k T e c h n o l o g y IT G O D e b t 41 6 3 9 1 CI P 4 1 5 Ro u t i n e 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 Ci t y W o r k s U p g r a d e f o r P W F i e l d P e r s o n n e l Pu b l i c W o r k s G O D e b t 41 6 3 9 3 CI P 4 1 5 N o n - r o u t i n e 25 0 , 0 0 0 Li b r a r y B r a n c h R e n o v a t i o n s Li b r a r y G O D e b t 41 6 4 0 1 CI P 4 1 5 N o n - r o u t i n e 30 4 , 9 0 0 Ev a n s t o n A r t C e n t e r C o a c h H o u s e G r e e n h o u s e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 3 CI P 4 1 5 N o n - r o u t i n e 86 , 0 0 0 Fi r e S t a t i o n # 2 A i r H a n d l e r R e p l a c e m e n t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 5 CI P 4 1 5 N o n - r o u t i n e Fl a g P o l e L i g h t i n g Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 6 CI P 4 1 5 N o n - r o u t i n e 70 , 0 0 0 Se r v i c e C e n t e r F l e e t S e r v i c e M a k e U p A i r U n i t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 7 CI P 4 1 5 N o n - r o u t i n e 75 , 0 0 0 Se r v i c e C e n t e r D B u i l d i n g H e a t i n g S y s t e m R e p l a c e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 8 CI P 4 1 5 N o n - r o u t i n e 60 , 0 0 0 Ro b e r t C r o w n C e n t e r Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 0 9 CI P 4 1 5 N o n - r o u t i n e 11 , 0 0 0 , 0 0 0 1 2 , 0 0 0 , 0 0 0 241 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 Ma i n L i b r a r y C o m p r e s s o r Li b r a r y G O D e b t 41 6 4 1 0 CI P 4 1 5 N o n - r o u t i n e Ro o f A s s e s s m e n t s C i t y w i d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 2 CI P 4 1 5 N o n - r o u t i n e Ac k e r m a n P a r k H V A C & E x h a u s t U p g r a d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 4 CI P 4 1 5 N o n - r o u t i n e 8, 0 0 0 Ba k e r P a r k H V A C U p g r a d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 5 CI P 4 1 5 N o n - r o u t i n e 8, 0 0 0 Be n t P a r k H V A C U p g r a d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 6 CI P 4 1 5 N o n - r o u t i n e 8, 0 0 0 Fi r e S t a t i o n # 1 M e c h a n i c a l U p g r a d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 7 CI P 4 1 5 N o n - r o u t i n e 16 0 , 0 0 0 Fi r e S t a t i o n # 2 B o i l e r / C h i m n e y & H e a t i n g R e p l a c e . Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 1 8 CI P 4 1 5 N o n - r o u t i n e 15 7 , 0 0 0 Fi r e S t a t i o n # 4 H V A C U p g r a d e & W a t e r H e a t e r Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 2 0 CI P 4 1 5 N o n - r o u t i n e 80 , 0 0 0 Ja m e s P a r k H V A C U p g r a d e & B l d g R e p a i r s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 2 2 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 Re c y c l e C e n t e r H V A C U p g r a d e Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 2 5 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 Se r v i c e C e n t e r E x h a u s t F a n & S p a c e H e a t e r s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 2 6 CI P 4 1 5 N o n - r o u t i n e 11 2 , 0 0 0 Po l i c e & F i r e S e w e r P r o j e c t Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 2 9 CI P 4 1 5 N o n - r o u t i n e 45 , 0 0 0 De e r i n g S h e l t e r R e p a i r s Pa r k s , F o r e s t r y R e c G O D e b t 41 6 4 3 1 CI P 4 1 5 N o n - r o u t i n e SU B T O T A L 3 1 , 5 3 0 , 1 5 0 2 5 , 0 1 1 , 0 0 0 8 , 7 7 7 , 0 0 0 8 , 9 4 0 , 0 0 0 Ja m e s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G r a n t 41 5 3 5 4 CI P 4 1 5 N o n - r o u t i n e 50 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 So u t h w e s t P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G r a n t 41 5 3 8 4 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Tw i g g s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c G r a n t 41 5 3 9 1 CI P 4 1 5 N o n - r o u t i n e 10 0 , 0 0 0 Tr a f f i c S i g n a l U p g r a d e s S h e r i d a n / C h i c a g o Pu b l i c W o r k s G r a n t 41 5 8 7 1 CI P 4 1 5 N o n - r o u t i n e Br i d g e R e h a b P r o g r a m Pu b l i c W o r k s G r a n t 41 5 8 8 5 CI P 4 1 5 N o n - r o u t i n e 2, 0 0 0 , 0 0 0 La k e S t r e e t L A P P Pu b l i c W o r k s G r a n t 41 5 8 9 2 CI P 4 1 5 N o n - r o u t i n e Em e r g e n c y R e p a i r P r o g r a m Pu b l i c W o r k s G r a n t 41 5 8 9 4 CI P 4 1 5 N o n - r o u t i n e La d d A r b o r e t u m M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , F o r e s t r y R e c G r a n t 41 6 0 1 9 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 Ch i c a g o A v e . S t r e e t s c a p e Pu b l i c W o r k s G r a n t 41 6 1 1 2 CI P 4 1 5 N o n - r o u t i n e 80 0 , 0 0 0 La k e f r o n t M a s t e r P l a n I m p l e m e n t a t i o n Pa r k s , F o r e s t r y R e c G r a n t 41 6 1 2 7 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 - - 2 5 0 , 0 0 0 Li b r a r y C h i l d r e n s ' A r e a E x p a n s i o n Fa c i l i t i e s M g m t G r a n t 41 6 1 2 9 CI P 4 1 5 N o n - r o u t i n e CT A Y e l l o w L i n e I n f i l l S t a t i o n S t u d y Pu b l i c W o r k s G r a n t 41 6 2 0 9 CI P 4 1 5 N o n - r o u t i n e Po l i c e O u t p o s t R T U & E l e c t r i c a l S e r v i c e R e p l a c e . Fa c i l i t i e s M g m t G r a n t 41 6 4 2 4 CI P 4 1 5 N o n - r o u t i n e Se r v i c e C e n t e r G e n e r a l L i g h t i n g R e t r o f i t Fa c i l i t i e s M g m t G r a n t 41 6 4 2 8 CI P 4 1 5 N o n - r o u t i n e 13 5 , 0 0 0 Co p s T e c h n o l o g y P r o g r a m Po l i c e G r a n t 41 5 7 3 6 CI P 4 1 5 N o n - r o u t i n e SU B T O T A L 3 , 8 3 5 , 0 0 0 3 0 0 , 0 0 0 1 0 0 , 0 0 0 3 5 0 , 0 0 0 In f r a s t r u c t u r e - s e r v e r s n e t w o r k a n d s y s t e m s IT L o a n 41 6 0 0 1 CI P 4 1 5 N o n - r o u t i n e - - - - Ja m e s P a r k R e n o v a t i o n s Pa r k s , F o r e s t r y R e c P r i v a t e D o n a t i o n 41 5 3 5 4 CI P 4 1 5 N o n - r o u t i n e 20 0 , 0 0 0 An i m a l S h e l t e r R e n o v a t i o n Fa c i l i t i e s M g m t P r i v a t e D o n a t i o n 41 5 7 0 5 CI P 4 1 5 N o n - r o u t i n e Li b r a r y I n t e r i o r R e n o v a t i o n s Li b r a r y P r i v a t e D o n a t i o n 41 5 9 5 1 CI P 4 1 5 N o n - r o u t i n e 50 , 0 0 0 - - - 242 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 SU B T O T A L 2 5 0 , 0 0 0 - - - Al l e y P a v i n g C i t y S h a r e Pu b l i c W o r k s S A R e s e r v e s 41 5 8 5 4 SA 4 2 0 Ro u t i n e 5 0 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 Al l e y P a v i n g P r i v a t e S h a r e Pu b l i c W o r k s S A R e s e r v e s 41 5 8 5 6 SA 4 2 0 Ro u t i n e 5 0 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 5 0 0 , 0 0 0 Al l e y M a i n t e n a n c e Pu b l i c W o r k s S A R e s e r v e s 41 5 8 8 8 SA 4 2 0 Ro u t i n e 1 2 5 , 0 0 0 1 2 5 , 0 0 0 1 2 5 , 0 0 0 1 2 5 , 0 0 0 SU B T O T A L 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 1 , 1 2 5 , 0 0 0 Ma p l e G a r a g e S t o r e F r o n t I m p r o v e m e n t Pu b l i c W o r k s P a r k i n g R e v e n u e 41 5 8 9 0 Pa r k i n g 5 0 5 N o n - r o u t i n e 15 0 , 0 0 0 Pa r k i n g L o t 4 I m p r o v e m e n t s Pu b l i c W o r k s P a r k i n g R e v e n u e 41 5 8 9 1 Pa r k i n g 5 0 5 N o n - r o u t i n e 54 0 , 0 0 0 Ch u r c h S t . G a r a g e H a r d w a r e R e p l a c e m e n t Fa c i l i t i e s M g m t P a r k i n g R e v e n u e 41 6 4 3 2 Pa r k i n g 5 0 5 N o n - r o u t i n e - - - - SU B T O T A L 6 9 0 , 0 0 0 - - - 54 I n c h i n t a k e a n c h o r i c e c o n t r o l s y s t e m Pu b l i c W o r k s I E P A 0 % 73 3 0 9 0 Wa t e r 5 1 0 N o n - r o u t i n e - - Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s I E P A 0 % 73 3 1 1 0 Wa t e r 5 1 0 N o n - r o u t i n e Wa t e r M a i n E n g i n e e r i n g S e r v i c e s Pu b l i c W o r k s I E P A 0 % 73 3 1 1 6 Wa t e r 5 1 0 N o n - r o u t i n e So l a r P i l o t P l a n Pu b l i c W o r k s I E P A 0 % 73 3 1 1 8 Wa t e r 5 1 0 N o n - r o u t i n e SU B T O T A L - - - - Wa t e r B i l l i n g S o f t w a r e Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 3 2 Wa t e r 5 1 0 N o n - r o u t i n e Fi l t e r a n d F i l t e r R o o f R e h a b Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 4 8 Wa t e r 5 1 0 N o n - r o u t i n e 53 7 , 0 0 0 - - - Wa t e r U t i l i t y - A d d i t i o n s a n d R e n o v a t i o n s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 5 5 Wa t e r 5 1 0 N o n - r o u t i n e - Em e r g e n c y I n t e r c o n n e c t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 6 6 Wa t e r 5 1 0 N o n - r o u t i n e - - Se c u r i t y I m p r o v e m e n t s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 6 7 Wa t e r 5 1 0 N o n - r o u t i n e 50 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 Wa t e r M a i n E n g i n e e r i n g S e r v i c e s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 1 Wa t e r 5 1 0 N o n - r o u t i n e 25 0 , 0 0 0 2 7 5 , 0 0 0 3 0 0 , 0 0 0 4 0 0 , 0 0 0 Tu c k p o i n t i n g Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 2 Wa t e r 5 1 0 N o n - r o u t i n e 27 5 , 0 0 0 Ze b r a M u s s e l S y s t e m R e p a i r Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 4 Wa t e r 5 1 0 N o n - r o u t i n e 15 0 , 0 0 0 1 , 2 0 0 , 0 0 0 Sc a d a S y s t e m I m p r o v e m e n t s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 7 8 Wa t e r 5 1 0 N o n - r o u t i n e 25 0 , 0 0 0 Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 8 6 Wa t e r 5 1 0 N o n - r o u t i n e 3, 0 0 0 , 0 0 0 3 , 1 0 0 , 0 0 0 3 , 2 0 0 , 0 0 0 4 , 3 0 0 , 0 0 0 Fi l t e r E f f l u e n t T u r b i d i m e t e r S y s t e m Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 8 7 Wa t e r 5 1 0 N o n - r o u t i n e - Wa t e r P l a n t E v a l u a t i o n S t u d y Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 1 Wa t e r 5 1 0 N o n - r o u t i n e - - 1 5 0 , 0 0 0 - St a n d p i p e M i x i n g E q u i p m e n t Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 2 Wa t e r 5 1 0 N o n - r o u t i n e 17 5 , 0 0 0 - So u t h S t a n d p i p e P a v i n g Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 3 Wa t e r 5 1 0 N o n - r o u t i n e 10 0 , 0 0 0 - 243 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 Fl a s h M i x R e h a b i l i t a t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 4 Wa t e r 5 1 0 N o n - r o u t i n e 35 0 , 0 0 0 2 , 5 0 0 , 0 0 0 As b e s t o s R e m o v a l Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 5 Wa t e r 5 1 0 N o n - r o u t i n e 50 , 0 0 0 5 0 , 0 0 0 5 0 , 0 0 0 St a n d p i p e P a i n t i n g Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 7 Wa t e r 5 1 0 N o n - r o u t i n e 35 0 , 0 0 0 - - - Li n c o l n S t r e e t D u n e R e s t o r a t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 8 Wa t e r 5 1 0 N o n - r o u t i n e 12 5 , 0 0 0 We s t M c C o r m i c k M a g m e t e r Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 0 9 9 Wa t e r 5 1 0 N o n - r o u t i n e 12 5 , 0 0 0 AM R R e p l a c e m e n t P r o g r a m Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 1 Wa t e r 5 1 0 N o n - r o u t i n e 62 5 , 0 0 0 6 2 5 , 0 0 0 Co n c r e t e S t r u c t u r e R e h a b i l i t a t i o n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 2 Wa t e r 5 1 0 N o n - r o u t i n e 50 0 , 0 0 0 - 1 , 2 0 0 , 0 0 0 1 , 3 0 0 , 0 0 0 La b o r a t o r y H V A C Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 4 Wa t e r 5 1 0 N o n - r o u t i n e 90 , 0 0 0 Ma s t e r M e t e r R e p l a c e m e n t Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 5 Wa t e r 5 1 0 N o n - r o u t i n e 23 5 , 0 0 0 2 3 5 , 0 0 0 2 3 5 , 0 0 0 No n - D e s t r u c t i v e T e s t i n g o f C o n c r e t e W a t e r M a i n Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 6 Wa t e r 5 1 0 N o n - r o u t i n e 15 0 , 0 0 0 Ro o f R e p l a c e m e n t s Pu b l i c W o r k s W a t e r F u n d R e v e n u e s 73 3 1 0 8 Wa t e r 5 1 0 N o n - r o u t i n e 15 0 , 0 0 0 1 5 0 , 0 0 0 1 5 0 , 0 0 0 SU B T O T A L 4 , 8 8 7 , 0 0 0 5 , 3 3 5 , 0 0 0 6 , 5 8 5 , 0 0 0 1 0 , 3 0 0 , 0 0 0 Sc a d a S y s t e m I m p r o v e m e n t s Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 7 8 Wa t e r 5 1 0 N o n - r o u t i n e Wa t e r M a i n I n s t a l l a t i o n Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 8 6 Wa t e r 5 1 0 N o n - r o u t i n e 54 I n c h i n t a k e a n c h o r i c e c o n t r o l s y s t e m Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 9 0 Wa t e r 5 1 0 N o n - r o u t i n e Wa t e r M a i n E n g i n e e r i n g S e r v i c e s Pu b l i c W o r k s W a t e r G r a n t s 73 3 1 1 6 Wa t e r 5 1 0 N o n - r o u t i n e Se c u r i t y W a t e r P l a n t Pu b l i c W o r k s W a t e r G r a n t s 73 3 0 6 7 Wa t e r 5 1 0 N o n - r o u t i n e - - - - SU B T O T A L - - - - Em e r g e n c y S e w e r W o r k Pu b l i c W o r k s S e w e r D e b t 74 2 0 Se w e r 5 1 5 Ro u t i n e 7 5 , 0 0 0 7 5 , 0 0 0 7 5 , 0 0 0 7 5 , 0 0 0 Re l i e f S e w e r E x t e n s i o n o f S t r e e t Pu b l i c W o r k s S e w e r D e b t 74 2 0 Se w e r 5 1 5 N o n - r o u t i n e 50 0 , 0 0 0 CI P P L i n i n g o n E m e r s o n a n d D a v i s Pu b l i c W o r k s S e w e r D e b t 74 2 5 1 3 Se w e r 5 1 5 N o n - r o u t i n e CI P P L i n i n g o n E l g i n a n d P r a r i e Pu b l i c W o r k s S e w e r D e b t 74 2 5 1 4 Se w e r 5 1 5 N o n - r o u t i n e - - - - SU B T O T A L 7 5 , 0 0 0 7 5 , 0 0 0 7 5 , 0 0 0 5 7 5 , 0 0 0 Se w e r L i n i n g Pu b l i c W o r k s S e w e r R e v e n u e s 74 2 0 Se w e r 5 1 5 Ro u t i n e 2 5 0 , 0 0 0 2 5 0 , 0 0 0 2 5 0 , 0 0 0 2 5 0 , 0 0 0 Se w e r R e p a i r s o n S t r e e t I m p r o v e m e n t s Pu b l i c W o r k s S e w e r R e v e n u e s 74 2 0 Se w e r 5 1 5 Ro u t i n e 5 5 0 , 0 0 0 5 5 0 , 0 0 0 5 5 0 , 0 0 0 5 5 0 , 0 0 0 SU B T O T A L 8 0 0 , 0 0 0 8 0 0 , 0 0 0 8 0 0 , 0 0 0 8 0 0 , 0 0 0 Fl e e t C a p i t a l R e p l a c e m e n t s Pu b l i c W o r k s F l e e t R e v e n u e s 77 2 0 Fl e e t 6 0 0 Ro u t i n e 2 , 4 0 0 , 0 0 0 2, 4 0 0 , 0 0 0 2, 4 0 0 , 0 0 0 2, 4 0 0 , 0 0 0 TO T A L 52 , 1 7 5 , 1 5 0 4 0 , 9 9 5 , 0 0 0 2 5 , 6 2 8 , 0 0 0 3 0 , 1 4 0 , 0 0 0 244 Ci t y o f E v a n s t o n Re c o m m e n d e d F u t u r e P r o j e c t s So r t e d b y F u n d & F u n d i n g S o u r c e Fi s c a l Y e a r 2 0 1 0 / 2 0 1 1 Ro u t i n e Fu n d i n g P r o j e c t # F u n d F u n d # o r De s c r i p t i o n De p a r t m e n t So u r c e BU Re s p o n s i b l e Re s p o n s i b l e No n - R o u t i n e 2/ 2 8 / 1 2 2/ 2 8 / 1 3 2/ 2 8 / 1 4 2/ 2 8 / 1 5 NE T S U R P L U S ( D E F I C I T ) (4 , 9 7 8 , 0 0 0 ) ( 4 , 3 7 4 , 0 0 0 ) ( 4 , 1 1 6 , 0 0 0 ) ( 4 , 3 7 5 , 0 0 0 ) 245 This page was intentionally left blank. 246 GLOSSARY 247 This page was intentionally left blank. 248 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 an 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 keep expenditures 249 City of Evanston Glossary within the limitations of 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 250 City of Evanston Glossary replaced. The 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 RESENTATION 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 251 City of Evanston Glossary of revenue. This 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 OBLIGATIO 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. 252 City of Evanston 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. 253 City of Evanston 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. 254