HomeMy WebLinkAbout2009-2010 Adopted BudgetMarch 1, 2008
For the
PRESENTED TO
Beginning
City of Evanston
Illinois
President Executive Director
Fiscal Year
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ELECTED OFFICIALS
Lorraine H. Morton
Mayor
CITY COUNCIL
Cheryl Wollin First Ward
Lionel Jean-Baptiste Second Ward
Melissa A. Wynne Third Ward
Steven J. Bernstein Fourth Ward
Delores A. Holmes Fifth Ward
Edmund B. Moran, Jr. Sixth Ward
Elizabeth B. Tisdahl Seventh Ward
Ann Rainey Eighth Ward
Anjana Hansen Ninth Ward
Rodney Greene City Clerk
Rolanda B. Russell
Interim City Manager
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CITY OF EVANSTON
2009-2010 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Appropriations
TABLE OF CONTENTS
Part I – Message
Page
City Manager’s Budget Message………………………………………………….…………. 11
Executive Summary……………………………………………………………………………. 19
Part II – Charts and Summaries
Organizational Chart ………………………………………………………………………… 27
General Information……………………………………………………………………........... 28
Budget Calendar……………………………………………………………………………….. 29
Budget Process……………………………………………………………………………….. 30
Budgetary Basis of Accounting…..…………………………………………………………… 32
Budget Policy…………………………………………………………………………………… 34
Fund Descriptions……………………………………………………………………………… 38
Fund Summary…………………………………………………………………………………. 41
Total Budget – All Funds……………………………..………………………...................... 42
Total Budget – All Funds (Adjusted for Interfund Transfer)…………………........... 43
Transfer Summary……………………………………………………………………………… 44
Fund Balance Summary………………………………………………………………………. 46
Tax Bill Charts………...……………….………………………………………………………. 47
Property Tax Charts……………………………………………………………………………. 48
2009-10 Property Tax Graphs…………………………………………………………………. 54
2009-10 Property Tax Levy Chart…………………………………………………………….. 55
Revenue Sources, Assumptions and Trends…………………………………………………. 56
Debt Service ……...…………………………………………………………………………… 60
Part III – General Fund Budget
General Fund Revenues, Expenses, & Balances………………………………………….. 66
General Fund Expenditure Summary………………………………………………………… 67
General Fund Revenue Summary.….……………………………………………………….. 68
General Fund Revenue Detail……………………………………………………………. 69
City Council……………………………………………………………………………………77
City Clerk’s Office…………………………………………………………………………….82
City Manager…………………………………………………………………………………86
City Manager Office Administration……………………………………………………… 90
Public Information…………………………………………………………………………. 92
Miscellaneous Business Operations……………………………………………………… 94
Business Performance & Technology Division………………………………………………. 96
Information Systems..…………………………………………………………………….. 99
Geographic Information Systems (GIS)…………………………………………………. 102
Project Management………………………………………………………………………. 105
Legal……………………………………………………………………………………...........108
Human Resources…………………………………………………………………………112
Page
Human Resources General Support…………………………………………………… 115
Benefits Administration……………………………………………………………………. 117
Finance…………………………………………………………………………………………119
Finance General Support……………………………………………………………....... 123
Revenue Division………………………………………………………………………….. 125
Payroll Division……………………………………………………………………………. 127
Accounting & Accounts Payable ………….……………………………………………. 129
Purchasing / MWEBE…………………………………………………………………….. 131
Budget Office……………………………………………………………………………… 133
Administrative Adjudication……………………………………………………………….. 135
Miscellaneous Expenditures / Transfers………………………………………………… 137
Community Development…………………………………………………………………..139
Community Development Administration………………………………………………. 143
Planning…………………………………………………………………………………… 145
Housing Code Compliance……………………………………………………………….. 148
Housing Rehabilitation…………………………………………………………………….. 151
Building and Zoning……….…………………………………………………………........ 153
Police……………………………………………………………………………………………155
Police Administration…………………………………………………………………….. 162
Patrol Operations……………………………………………………………………......... 164
Criminal Investigation……………………………………………………………….......... 166
Social Services Bureau...……………………………………………………………....... 168
Juvenile Bureau……………………………………………………………………………. 170
School / Community Liaison……………………………………………………………… 172
Records Bureau…………………………………………………………………….......... 174
Communications Bureau...……………………………………………………………….. 176
Service Desk Bureau...…………………………………………………………………… 178
Office of Professional Standards……………………………………………………....... 180
Office of Administration…………………………………………………………….......... 182
Neighborhood Enforcement………………………………………………………………. 184
Traffic Bureau……………………………………………………………………………… 186
Community Strategies Bureau…………………………………………………………… 188
Animal Control…………………………………………………………………………….. 190
Problem Solving Team……………………………………………………………………. 192
Fire …………………………………………………………………………………………….194
Fire Management & Support……………………………………………………………… 197
Fire Prevention Bureau…………………………………………………………………… 199
Fire Suppression Bureau………………………………………………………………… 201
Emergency Preparedness………………………………………………………………… 203
Health and Human Services……………………………………………………………….205
Health Services Administration…………………………………………………………… 210
Dental Services……………………………………………………………………………. 212
Food & Environmental Health……………………………………………………………. 214
Vital Records………………………………………………………………………………. 218
Homeless Services………………………………………………………………………. 220
Farmer's Market…………………………………………………………………………… 223
Mental Health Board & Community Purchased Services…………………………………. 225
Commission on Aging………………………………………………………………………. 231
Community Relations Division…..…………………………………………………………… 237
Public Works………………………………………………………………………………….247
Director of Public Works……………………………………………………………........ 250
Sustainability……………………………………………………………........ 252
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Page
Municipal Service Center…………………………………………………………………. 254
Division of Transportation………..…………………………………………………………… 256
EDOT Administration…...…………………………………………………………........... 259
Engineering……………………………………………………………………………….. 262
Traffic Engineering Administration ………………………………………………………. 265
Traffic Signs……………………………………………………………………………….. 267
Traffic Signals & Street Light Maintenance………………………………………………. 269
Parking Enforcement & Ticket Processing….…………………………………………… 271
School Crossing Guards…………………………………………………………………. 273
Streets and Sanitation Division……………………………………………………………….. 275
Administration…………………………………………………………………………….. 276
Street & Alley Maintenance………………………………………………………………. 278
Street Cleaning……………………………………………………………………………. 280
Ice & Snow Removal………………………………………………………………………. 282
Refuse Collection & Disposal………………………………………………………........ 284
Residential Recycling……………………………………………………………………… 286
Yard Waste Collection & Disposal………………………………………………………… 288
Library………………………………………………………………………………………….290
Children’s Services……………………………………………………………………….. 295
Adult Services…………………………………………………………………………….. 297
Circulation…………………………………………………………………………………. 299
North Branch………………………………………………………………………………. 301
South Branch………………………………………………………………………………. 303
Technical Services………………………………………………………………………… 305
Library Maintenance………………………………………………………………………. 307
Library Administration…………………………………………………………………….. 309
Parks/Forestry & Recreation………………………………………………………………311
Recreation Division………………………………………………………………………...... 316
Management & General Support……………………………………………………....... 320
Business & Fiscal Management…………………………………………………………. 322
Communications & Marketing Services…………………………………………………. 324
Recreation General Support……………………………………………………………… 326
Park Utilities……………………………………………………………………………….. 328
Robert Crown Center…………………………………………………………………….. 330
Chandler-Newberger Community Center………………………………………………. 332
Fleetwood-Jourdain Community Center……………………………………………........ 335
Fleetwood-Jourdain Theater……………………………………………………………… 338
Recreation Outreach Programs………………………………………………………….. 340
Levy Center………………………………………………………………………………… 342
Church Street Boat Ramp……………………………………………………………….. 344
Boat Storage Facility……...………………………………………………………………. 346
Beaches……………………………………………………………………………………. 348
Pooch Park………………………………………………………………………………… 350
Facility Maintenance………………………………………………………………………. 352
Crown Ice Rink…………………………………………………………………………….. 355
Sports Leagues…………………………………………………………………………..... 358
Aquatic Camp…………………………………………………………………………..….. 360
Tennis……………………………………………………………………………………… 362
Special Recreation………………………………………………………………………... 364
Bus Program………….…………………………………………………………………… 367
Park Service Unit……………………………………………………………………......... 369
Youth Golf Program……………………………………………………………………….. 371
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Page
Parks & Forestry Division.……………………………………………………………………. 373
General Support…………………………………………………………………………… 375
Horticultural Maintenance…………………………………………………………………. 377
Parkway Tree Maintenance…………………………………………………………........ 379
Dutch Elm Disease Control…………………………………………………………........ 381
Tree Planting………………………………………………………………………………. 383
Private Elm Tree Insurance…………………………………………………………........ 385
Dutch Elm Inoculation Program…………………………………………………………. 387
Ecology Center………………………………………………………………………….......... 389
Eco-Quest Day Camp…………………………………………………………………….. 393
Cultural Arts Division………………………………………………………………………….. 395
Arts Council………………………………………………………………………….......... 397
Noyes Cultural Arts Center…………………………………………………………......... 399
Cultural Arts Programs……………………………………………………………………. 401
Facilities Management Division………………………………………………………………. 404
Facilities Administration…………………………………………………………………… 406
Civic Center Services…………………………………………………………………… 408
Construction & Repair……………………………………………………………………. 410
Part IV – Other Funds Budget
Motor Fuel Tax…………………………………………………………………………........... 416
Emergency Telephone System…………………………………………………………........ 418
Special Service Area No. 4…………...……………………………………………………… 421
Community Development Block Grant……………………………………………………… 422
Economic Development ……………………………………………………………………. 429
Home Fund…………………………………………………………………………………….. 432
Affordable Housing Fund…….…………………………………………………………....... 433
Washington National Special Tax Allocation – Debt Service Fund………………………. 436
Special Service Area No. 5…………...……………………………………………………… 437
Southwest II Special Tax Allocation – Debt Service Fund…………………………………. 439
Southwest Special Tax Allocation – Debt Service Fund………………………………….. 440
Debt Service Fund……………………………………………………………………………. 441
Downtown II Special Tax Allocation Service Fund...………………………………………. 443
Howard/Ridge T.I.F.…………………………………………………………………. ……… 444
West Evanston T.I.F.………………………………………………………………. ……… .. 445
Capital Improvements Fund……………………………………………………………. ……… .. 446
Special Assessments Fund……………………………………………………………. ……… .. 447
Parking System Fund………………………………...…………………………………....... 448
Water Fund……………………………………………………………………………………. 465
Sewer Fund……………………………………………………………………………………. 487
Fleet Services Fund………………………………………………………………………..…. 500
Insurance Fund..…………………………………………………………………………….... 508
Firefighters Pension Fund.………………………………………………………………..….. 510
Police Pension Fund………………………………………………………………………...... 511
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Page
Part V - Position Information
Position Comparison Charts………………………………………………………………… 513
Part VI - Capital Improvement Plan
Capital Improvement Memorandum……………………………………………….………… 533
Capital Improvement Fund Policy……………………………………………………………. 534
Projects by Funding Source………………………………………………………………….. 539
Projects by Department………………………………………………………………………. 540
Capital Projects by Project Head……………………………………………………........... 541
Capital Project Descriptions……………………………………………………………......... 545
Part VII - Strategic Plan
City of Evanston Strategic Plan……………………………………………………………. 659
Part VIII - Glossary
Glossary………………………………………………………………………………………. 669
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PART I
BUDGET MESSAGE
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February 27, 2009
To the Honorable Lorraine H. Morton, Mayor
and Members of the City Council
City of Evanston, Illinois
Ladies and Gentlemen:
Transmitted herewith is the fiscal year 09-10 budget for the City of Evanston beginning March 1, 2009 and
ending February 28, 2010. The annual budget is the policy document that sets the financial course for the City
and defines the service priorities we provide to the community. This budget was developed through a
transparent process involving all departments with the intent of balancing the budget and maintaining standard
service levels without eliminating any current employees.
INTRODUCTION
The events that began impacting the United States and world credit and financial markets in October 2008, and
continue to impact these markets today, will have a significant impact on the City’s budget and operations in
2009-10 and into 2010-11. Economically sensitive revenue projections have been significantly reduced in this
budget and may need to be reduced further during 2009-10 and into 2010-11. This economic downturn adds to
the City’s structural budget gap, and during FY 2009-10 the City will be reviewing service delivery options in all
areas to more effectively provide current services. This year’s budget review process effectively started in
October of 2008 at the Council level, nearly three months before the delivery of the final proposed budget
document. On behalf of the City staff we all appreciate the City Council’s willingness to participate at an even
greater level in this process.
The originally proposed budget included an approximate 5.0% property tax increase to be devoted toward
pension fund increases, debt service, and a minimal portion for operational expenses. Based on adverse
economic conditions faced by many of our residents, this increase was removed in the first Council review
session. City Council and staff worked to make up this elimination of $1.8 million in revenues through the usage
of one-time revenues, and alternative revenue sources, as well as further cuts to the City’s operating budgets.
City Council and staff review meetings resulted in a balanced budget for the General Fund that represented a
decrease in revenues of 4.7% over 2008-09 and a decrease in expenses of 4.7%. The total General Fund
budget of $89,669,200 represents a decrease of $4,399,400 over the 2008-09 Adopted budget. This budget
includes no involuntary staff layoffs for FY 2009-10. Staff will continue to fill vacant positions only in cases for
which such positions are required to keep current service levels intact or where the vacancy may create more
costs such as additional overtime, if not filled. This budget represents the first time in 10 years that the City has
not had a property tax increase.
During the budget process we noted that usage of one-time revenue sources is not a long term solution to our
budget gap. In 2009-10 staff will convene multi-department teams to address operational changes to improve
efficiencies as well as prioritize all of our services. It is our goal to provide the City Council with reports
throughout the year that present alternative service delivery options and service levels that meet our City’s
need, yet are still within our limited resources.
STRUCTURAL ISSUES
The City of Evanston continues to employ an inclusive process to manage scarce City resources. We continue
to deal with the structural budget gap that is caused by a growth in expenditures greater than revenues driven
by contractual increases in labor and healthcare costs. Contracts representing Police, Fire and AFSCME
employees renew in 2009-10 and the City will work diligently with these groups to balance our limited resources
against our goal to maintain competitive wages and benefits for these services. This budget includes a total
wage increase of 2.5% to cover the costs of mandatory step increases, discretionary merit increases, and cost
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of living adjustments. The final results of our negotiations will impact the total increase required for wages in
these areas, and may result in the requirement of service reductions or a budget amendment to accommodate
the final contractual commitments.
Although the City suffered operationally from a larger than anticipated participation in the Early Retirement
Incentive Program for Illinois Municipal Retirement Fund employees, this initiative was beneficial in reducing
both 2008-09 actual costs, and in reducing projected costs for 2009-10. This budget includes the reduction of
16 full-time equivalent positions; no layoffs of currently employed staff were necessary to accomplish this total
staff reduction, and no specific program eliminations were required.
The rising cost of medical insurance continues to be an issue of concern. The national trend in 2008 is still
above 10% for both medical and prescription drug costs. Although we received no increase in 2008-09 due to
benefit changes, in 2009-10 we are budgeting an 11.0% increase to these costs. During 2009-10 we will be
reviewing funding options for our health benefits such as self-insurance and intergovernmental cooperation to
reduce our administrative costs for these services. We will also continue our review of preventative and
wellness programs to reduce our total claim costs and increase productivity from a healthier workforce.
In 2008-09 the City took a major step in addressing outstanding Police and Fire Pension unfunded liabilities.
This effort was recognized in the Blue Ribbon Committee report delivered to the City Council in late 2008. This
budget includes the proper funding as determined by the City’s newly hired independent actuary Unfortunately,
the economic crisis that began in October 2008 had a substantial negative impact on all pension fund reserves
across the country, and the City of Evanston Police and Firefighter pensions were no exception. The City is
working with Illinois General Assembly representatives to provide pension funding reform and relief to help
mitigate the impact this market decline may have on the 2010-11 pension funding costs. Our steps to address
this funding issue were confirmed as a positive when both Fitch and Moody’s rating services confirmed the
City’s bond ratings for a 2008 G.O. bond refunding, thus saving the City over $1.0 million in interest expense.
LOCAL ECONOMIC CONDITIONS
Staff has been carefully monitoring the local economy, specifically the issue of foreclosures, interest rates, and
property sales. The Planning and Development Committee has a standing agenda discussion item that
provides bi-weekly updates on the City’s commercial and residential real estate environment. We will be
communicating to the Council variances from budget for our property taxes, transfer taxes and other
economically sensitive revenue sources.
Due to the fact that Evanston does not have an over reliance on any one economically driven revenue source,
we have faired better than many communities. In addition, because our sales tax is minimally derived from
purchases of large durable goods such as vehicles, appliances, electronics, etc., our sales tax decline has been
comparably less than many neighboring communities.
During FY 2009-10 the City plans to increase Economic Development activity through the hiring of an Economic
Development Director and increased cooperation with our partners such as the Chamber of Commerce,
EVMARK, Inventure, and Northwestern University. The recent passage of the Downtown Plan and the 708
Church Street development project are examples of the City’s commitment to economic stability and a vibrant
downtown even during these difficult economic times.
FISCAL YEAR 2009-10 BUDGET OVERVIEW
The total FY 2009-10 Adopted Budget for the City of Evanston is $233,822,830 which is an increase of
$14,716,553 (6.7%) over the prior year total budget. Approximately $22.7 million of the $233.8 million budgeted
in FY 2009-10 was due to the Capital Improvement, Special Assessment, and HOME Funds which historically
were not budgeted as operating funds prior to FY 2009-10 because of these Funds’ unique characteristics.
Excluding these Funds, the total FY 2009-10 adopted budget would be $8,019,107 less than the adopted
budget from FY 2008-09.
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GENERAL FUND
The General Fund accounts for the majority of all daily operational expenditures, excluding fleet, parking, water
and sewer services. While the City has taken steps to address the General Fund’s structural operating deficit
such as participating in the IMRF early retirement program and reducing certain non-essential operating
expenses, the General Fund still had a structural budget gap in which operating expenditures exceeded
operating revenues. The table below shows a brief summary of revenues, expenditures and beginning/ending
fund balances. It is important to note that the FY2009-10 budgeted revenues include $450,000 in one-time
revenue as well as an increase in the interfund transfers-in from other City funds to assist in reducing the FY
2009-10 structural budget gap to zero.
FY 2008-09 FY 2008-09 FY2009-10
FY 2007-08 Adopted Estimated Adopted
Actual Budget Actual Budget
Beginning Unreserved FB 19,636,438 19,413,908 19,413,908 14,925,669
Revenues 91,979,655 89,532,500 88,432,836 89,669,200
Expenses 92,202,185 94,068,600 92,921,075 89,669,200
Surplus/(Deficit)(222,530) (4,536,100) (4,488,239) -
Ending Unreserved FB 19,413,908 14,877,808 14,925,669 14,925,669
The above ending fund balance is 16.6% of operating expenses for the year, and as noted in the City of
Evanston budget policy, the minimum fund balance recommended in the General Fund is 8.33%
Structural budget deficits are not new to Illinois municipalities. This year’s structural deficit has been covered by
one-time funding sources and is the result of normal unavoidable inflationary increases as well as lowered
revenue forecasts due to the state of the economy. The table on the next page lists some economically
sensitive revenues as well as revenues with large budgeted variations between FY 2008-09 and FY 2009-10.
Provided a stable economy, many of our revenues would normally be expected to grow by approximately 3.0%.
As noted above and on the next page, this is not the case for FY 2009-10. If our primary economically driven
revenues grew at this estimated 3.0%, it would equate to an additional estimated $1.2 to $1.5 million in revenue
over the FY 2008-09 levels. As noted below we are essentially projecting flat revenues overall. The
General Fund property tax revenue decrease is due to the commitment for a zero percent overall property tax
increase, resulting in the necessity of General Fund property taxes being reallocated to other Funds. Since the
budgets for Debt Service, Police and Fire Pension Funds are based upon fixed debt payment and pension
funding requirements, a zero percent increase in total property taxes results in these Funds taking a greater
share of the same property tax amount as levied in the previous year, thus leaving $1.4 million less available for
the General Fund.
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General Fund Revenues: The following are some major budgeted revenue variances from the previous year:
08-09 Adopted 09-10 Adopted
Description Budget Budget Change
Property Taxes $16,305,500 $14,887,883 ($1,417,617)
Real Estate Transfer Tax $3,700,000 $3,000,000 ($700,000) Decrease due to economic conditions
Sales tax home rule $6,070,500 $5,776,000 ($294,500) Decrease due to economic conditions
Replacement tax $879,000 $622,500 ($256,500) Decrease due to economic conditions
Building permits $2,740,000 $2,500,000 ($240,000)
Decrease proposed by Community
Development Department
Electric utility tax $3,015,000 $2,798,900 ($216,100) Decrease due to economic conditions
Federal grants $382,200 $204,500 ($177,700) Based on grant availability
Parking Fines $3,547,500 $3,400,000 ($147,500) Decrease due to prior year actual
Transfer from Water Fund $849,600 $764,600 ($85,000) Decreased due to duplicate transfer
Heating ventilation permits $260,000 $210,000 ($50,000) Decrease due to economic conditions
Electrical permits $160,000 $130,000 ($30,000) Decrease due to economic conditions
Plumbing permits $150,000 $135,000 ($15,000) Decrease due to economic conditions
Contractors licenses $85,000 $75,000 ($10,000) Decrease due to economic conditions
State use tax $956,100 $1,142,000 $185,900 Based on IML estimates
Natural gas tax $1,537,700 $1,845,000 $307,300 Based on historical actuals
State grants $407,000 $741,100 $334,100 Based on grant availability
State income tax $6,600,000 $7,050,000 $450,000 Based on IML estimates
Telecommunications tax $3,200,000 $3,655,400 $455,400 Based on historical actuals
Property sales (one time)$70,000 $544,700 $474,700 Anticipated City property sales
Fees & Charges (various) $9,242,600 $9,844,900 $602,300 Based on historical actuals
Total Changes $60,157,700 $59,327,483 ($830,217)
FY 2009-10 Budget Comparison
As noted above, not all revenues are projected to decrease, but the overall projected impact of the economy is
very negative. The major revenue decreases budgeted for FY 2009-10 include a reduction of $700,000 from
real estate transfer tax and approximately $500,000 from sales and replacement taxes. The large decrease in
real estate transfer taxes is due to the unstable economy and the increased difficulty for the average buyer
obtaining a mortgage to purchase real estate. Other taxes such as sales and replacement taxes are directly
correlated with the amount consumers purchase as well as corporate income taxes paid to the State.
Property Taxes: During the review of the proposed budget, the City determined that due to the economic crisis
Evanston property tax payers could absorb no increase in taxes. The table below shows the net impact for all
funds that will levy property taxes in FY 2009-10.
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FY2009-10
Property Tax
Percent of Total Allocation
General Fund- -100.0% $(1,417,617)
Debt Service Fund- 2.6% $ 36,777
Police Pension Fund- 52.2% $ 768,267
Fire Pension Fund- 45.2% $ 612,573
TOTAL 0.0% $ -0-
Revenue Options: Revenue options that were discussed during the budget process, but not included in the
final adopted budget include:
1) Increasing fee for residential refuse pickup – currently at $6.95, every $1.00 increase equates to
approximately $230,000;
2) Enacting an employer “head-tax” on large employers within City limits;
3) Negotiating other Payment in Lieu of Tax (PILOT) programs with tax exempt entities;
4) Allowing for an increase in the property tax levy – 1.0% of the levy equals $380,000;
5) Implementation of a Food and Beverage Tax.
In December 2008, the City sold land as a part of the AMLI development for $900,000. These funds are
expected to be received in FY 2009-10. While the sale of land should not be considered a true revenue to the
City, it will still be of great benefit since the City would be trading an illiquid capital asset for a liquid cash asset
which may be used to pay for general operational expenditures. It is critical to note that the ending fund balance
in the General Fund as of February 28 of each year may not reflect the lowest fund balance level in any given
month during the fiscal year. As a result of cash flow variations during the year (revenues received versus
expenses incurred), the General Fund balance fluctuates. Due to these fluctuations, staff does not recommend
further draw downs in General Fund reserves beyond the amount shown in this adopted budget of
approximately $16 million. Based on a cash flow analysis for City revenues and expenditures during FY 2008-
09 projected City reserves could possibly drop below the City’s minimum percent of 8.33% in the fall of 2009.
Other Taxes:
Property taxes make up less than 20% of total General Fund revenues. Our major tax revenues are
economically driven and are not growing at the same rate as operating expenses due to a weak economy.
Moreover, raising our local sales tax could be counterproductive to keeping a solid retail base, and may actually
result in lower overall revenues. Given the current economy, it was decided to not increase these economically
sensitive taxes and instead focus on modest fee increases to meet program costs.
Interfund Transfers/One Time Revenues:
This Budget includes the use of one time revenues from other fund reserves as well as the sale of City assets to
maintain operating fund reserves. These funding sources were necessary to maintain the City’s commitment to
maintain services without increasing property taxes. Included in this budget as one time funding sources are:
• The sale of land at an estimated $900,000, of which $450,000 will be used in the General Fund to
cover 2009-10 expenses.
• The transfer of $300,000 in fund reserves from the Economic Development Fund.
• The transfer of $500,000 in fund reserves from the Debt Service Fund.
• A contribution of $300,000 from the Evanston Township budget to partially cover Mental Health Board
expenses.
General Fund Expenditures: The following are the major expenditure categories with increases/decreases
from the previous year of $100,000 or more/(less):
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FY09 FY10 Increase Percent
Expenditure Category Budget Budget (Decrease)Change
Regular Pay 47,112,000 46,233,800 (878,200) -1.9%
Permanent Part-Time Pay 2,641,500 2,417,100 (224,400) -8.5%
Health Insurance 6,689,600 7,464,000 774,400 11.6%
IMRF 2,031,100 2,276,200 245,100 12.1%
Social Security/FICA 2,057,800 1,865,900 (191,900) -9.3%
Medicare 790,300 614,300 (176,000) -22.3%
Revenue Sharing Agreement Payments - 400,000 400,000
Chemicals 272,400 390,400 118,000 43.3%
Capital Outlay-Paint Grants - 180,000 180,000
Transfers Out- Police Pension 2,686,370 - (2,686,370) -100.0%
Transfers Out- Fire Pension 1,849,730 - (1,849,730) -100.0%
TOTAL 66,130,800 61,841,700 (4,289,100)
Regular Pay includes a 2.5% salary increase, which is completely offset by total position reductions across
nearly all departments. The City has three of four labor contracts up for renewal in 2009-10, so final wage and
salary costs will vary based on the results of these negotiations. Final negotiated settlements may require a
budget amendment or staffing level changes depending on the final costs and service levels desired by the City.
The City continues to review all positions, including part-time positions.
The increase in Health Insurance costs of 11.6% is slightly above the medical rate of inflation, which is between
10 and 12% depending on the type of plans being considered (PPO, HMO, Prescription Drug).
The decreases above for employer FICA/Medicare contributions are attributed to a reduction in positions
subject to FICA/Medicare due to the Illinois Municipal Retirement Fund Early Retirement Initiative, as well as
reductions in non-sworn full time positions as vacancies arose (note that sworn police and firefighters’ are not
subject to FICA expense). IMRF costs are up because of the increase in the IMRF employer rate, and this
trend is expected to continue into FY 2010-11 based on the investment losses reported in this pension fund
during the previous year. A summary of position changes in this budget is provided on the next page.
The increase in “Chemicals” is primarily due to an increase in the cost of salt and other snow removal chemicals
from a harsh winter season.
The expenditure decrease of $4.53M in the “Transfers Out - Police/Fire Pensions” was due to a decision to
make a one time “catch up” contribution to temporarily close the timing gap between the actuarial reporting
period and property tax levy distributions into the pension funds for tax levy year 2007. This “catch up” amount
totaled $3.3 million of the $4.5 million transferred.
This budget includes the elimination of several positions as well as the deferral of replacements for current
vacant postions as follows:
• Elimination of open positions totaling 16.03 FTE across multiple departments. No current employees
have been laid off in this effort. As shown on the next page the Police Department is adding a .5 FTE
position to make their net reduction 2.25 FTE.
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Position Department FTE Change
BPAT Director City Manager's Office -1.00
Emergency Preparedness Manager City Manager's Office -0.33
Executive Secretary
City Manager's Office / Health &
Human Services -0.50
Attorney Legal -1.00
Collections Clerk II Finance -1.00
Property Maintenance Inspector Community Development -1.00
Clerk II Community Development -1.00
Social Services Director Police -1.00
Records Input Operator Police -1.00
Property Room Aide Police 0.50
Sen. Crime Prev. Specialist Police -0.75
Fire Plan Review Fire -1.00
Human Relations Specialist Health and Human Services -1.00
Department Restructuring* Health and Human Services 0.10
Electrician Public Works -1.00
PW Maint. Worker II Public Works -2.00
Librarian I Library -0.20
Librarian III Library -1.00
Library Clerk Library -0.27
Library Clerk Library -0.38
Ecology Center Director Parks Forestry and Recreation -1.00
Custodian Parks Forestry and Recreation -0.20
TOTAL FTE REDUCTION -16.03
• In addition to the elimination of the above positions, this budget includes the deferral of hiring for
specific positions. This furlough of vacant positions will provide one time savings, but does not provide
long term savings.
Position Department Estimated Savings
Public Works Director Public Works 80,000$
Budget Analyst Finance 40,000$
Community Development Director Community Development 50,000$
City Manager/Asst. City Manager City Manager's Office 100,000$
Total Estimated Savings 270,000$
FY 2009-10 FTE Position Hiring Deferral Summary
Further reductions included in this budget include:
• Reduction of several vehicles in multiple departments. As noted in the Fleet presentation to the City
Council in November 2008, staff has been reviewing current fleet status, and is recommending a “right
sizing” of the fleet, prior to implementing a long range funding program for fleet purchases. General
Fund savings on maintenance for these changes is budgeted at $36,000.
• Elimination of the cost of living adjustment to wages. Although one bargaining unit contract has been
settled for a higher 2009-10 adjustment, this settlement took place before the deterioration of the
economy. This change results in an approximate $1.15 million reduction in the General Fund deficit
and also provides relief in the Water and Sewer funds. As noted previously, if final labor contract
settlements include a Cost of Living Adjustment, a budget amendment will be needed to adjust total
expenses upward or to reduce total positions or other expenses to compensate for this increase.
• Reduction in the line item for tuition of $10,000.
• Reduction in City-wide training from $100,000 to $60,000.
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During 2009-10 the City will continue to evaluate all methods available to make the final 2010-11 adopted
budget balanced without the use of any fund reserves. The 2010-11 Budget will start with its own challenges as
increased IMRF pension costs are anticipated in the General Fund, and increased Police and Firefighter
Pension costs continue to draw off tax levy dollars from the General Fund. The City may need to consider
substantial changes in total services offered or the level at which current services offered for fiscal year 2009-10
and beyond. Personnel costs will need to be stabilized or reduced if the economic situation continues on its
current course or deteriorates further in FY 2010-11.
OTHER BUDGET CONSIDERATIONS
During 2009-10 staff recommends that the City again benchmark current services and the costs to deliver these
services with those of comparable communities. Because the level of our services is demand driven, these total
demands for service should also be benchmarked against other comparable communities.
The City also needs to prioritize its total service package to the community. This internal review of its services,
in combination with the external benchmarking discussed above, will be critical in assessing the level of tax
burden on City residents and businesses. Based on this research, consideration can then be given to either
gradually phase out certain non-mandatory services or the increase of revenues to cover the cost of these
services, or some combination of the two.
CONCLUSION
I would like to thank the Department Directors and staff for their efforts every day to make this a better
community. Each year it is a difficult task to maintain the quality and quantity of services using very limited
resources. Our employees are dedicated and committed individuals who bring value to the community.
The completion of the FY 2009-10 Adopted Budget required a continued effort to reduce the structural financial
gap faced by the City each year. The current economy has made this process even more challenging. Some of
the structural gap balancing methods used were difficult, but necessary, in order to continue the stable financial
operations of the City.
Finally, I would like to thank the entire Budget Team, and numerous others who assisted in the development
and preparation of this budget document.
Very truly yours,
Rolanda B. Russell
Interim City Manager
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City of Evanston
2009-2010 Adopted Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles of 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 FY2010 is $233,822,830, including inter-fund transfers. This represents an
increase of $14,716,553 or 6.72% compared to FY2009. Unlike in previous annual budgets, the FY2009-
2010 budget includes the HOME, Capital Improvement, and Special Assessment Funds having a combined
FY2009-2010 budget total of $22,735,660. If these three Funds were excluded from the FY2010 total
operating budget to allow for an equitable comparison to the prior year, then the FY2010 total operating
budget would have decreased $8,019,107 or 3.7% from FY2009.
III. Fiscal Constraints
The economies of the United States as well as those of many developed countries around the world have
taken a turn for the worse during 2008-09 and this trend is unfortunately expected to continue for the
foreseeable future. The downward slope of the national and world economies filters down and negatively
impacts State and local economies as well.
The City expects certain revenues tied directly to the strength of the economy to come in much weaker than
in previous years and possibly not meet budgeted expectations if the economic outlook continues to worsen.
Some examples of these economically-tied revenues are sales tax, income tax, and the real estate transfer
tax which is a tax received based upon the number of properties bought and sold throughout the year.
In addition to specific major operating revenues suffering at the hands of the economy, the City’s pension
trust fund investments have also been negatively impacted by the large losses in the equity markets. Unless
the market reverses the trend witnessed over the past six to nine months, these losses should be expected
to greatly increase the City’s required pension contribution expense to these defined benefit plans for many
years to come.
IV. General Fund
Expenditures
The General Fund budget for 2009-2010 is $89,669,200. This represents a decrease of $4,399,400 or
4.67% in expenditures compared to the FY 2008-09 fiscal year budget. This decrease in FY2009-2010 is
primarily attributable to the transferring of $4,536,100 from the General Fund to the Police and Firefighters’
Pension Funds in FY2008-2009.
Revenues
The City of Evanston depends upon a variety of revenue sources to fund its services. Many of these
revenues are subject to downward fluctuations based on the economy although demands and costs for
government services typically either remain constant or increase. As a result, in years in which existing
revenues stay flat or decrease, inflationary increases to expenditures creates a budget deficit gap since the
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same or less revenue must support increasing expenditures due to normal inflation and cost of living
increases related to personnel. In future years, the City may need to charge to a larger degree the costs
and fees directly to those residents who receive the majority of the service or benefit such as for various
recreational programs and refuse pickup.
1. Property Tax:
The total proposed property tax levy is $37,323,777 which remained unchanged from the previous
year. The General Fund portion of the levy decreased from $16,305,500 to $14,887,883 or
$1,417,617. 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 to taxpayers make it a desirable source
of revenue.
2. State Sales Tax:
General Fund revenue from the State sales tax is expected to be $9,176,000 which was budgeted
at $76,000 more than the previous year based on updated projections. This revenue will increase
or decrease based the dollar amount of purchased tangible merchandise with the City. Since
there are few retailers in the City which sell big ticket items (i.e. appliances and automobiles), the
state of the economy has slightly less impact on this tax in Evanston than it might have in some
other communities.
3. Home Rule Sales Tax:
For FY2009-2010, this General Fund revenue is budgeted at $5,776,000 which is $294,500 less
than the amount budgeted in FY2008-2009. The decreased amount budgeted 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 on improved Illinois Municipal League estimated projections, budgeted revenue for FY2009-
2010 increased to $7,050,000 from $6,600,000 in FY2008-2009. Since this source of revenue is
directly tied to corporate and individual income taxes reported and paid to the State of Illinois, and
over the past couple of months public corporations have consistently reported “missing” their
earnings targets while unemployment continues to increase, it is possible that this revenue may
come in materially less than that budgeted for the year.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and telecommunications taxes.
For FY2009-2010, these taxes are projected to total $9,158,000, which is an increase of $576,200
or 6.7%. This budget increase is primarily attributable to better than anticipated telecommunication
tax received in the previous year.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is budgeted to decrease by $700,000, or 18.9%, to $3,000,000 for
FY2009-2010. Based on real estate transfer activity during the first two months of calendar year
2009, it is possible that this revenue may come in materially less than the amount budgeted for
FY2009-2010 if the housing market does not start improving.
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.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are expected to generate
$6,245,100 in revenues, an increase of $248,300 over the prior year. While most of the charges
and fees in this category are fairly stable, the one fee that may be negatively impacted due to the
poor economy is building permit revenue if residents and businesses try to save rather than spend
on large capital projects such as building/home additions.
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9. Fines and Forfeitures:
Parking ticket, regular and other fine revenues are budgeted to decrease slightly by $84,900 to
$4,256,500 in FY 2009-2010. This slight decrease is based on expectations that the majority of the
past due fines that could be collected would be collected by Citation Management in FY2008-2009
rather than FY2009-2010.
10. Charges for Services
While this category consists of many small revenue sources, overall, the City budgeted a total
increase of $343,200 from $8,363,200 in FY2008-09 to $8,706,400 for FY2009-2010.
Approximately half of this budgeted increase is related to various recreational program revenues.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and Federal governments.
For FY2009-2010, a modest increase of $156,400 to $945,600 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 $2,152,500 in FY 2009-2010. This is a decrease of $970,000 from the
amount budgeted in FY 2008-2009. FY 2008-2009 expenses included a spend-down of MFT reserves while
the FY 2009-2010 budget is balanced with a small surplus of revenues over expenditures.
Emergency Telephone System Fund
Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and a share of the State of
Illinois wireless surcharge. Budgeted expenditures for FY 2009-2010 are $1,243,500, a decrease of
$737,600. Budgeted revenues for FY 2009-2010 are $1,150,000, an increase of $51,300. This includes
landline and wireless surcharge revenue of $775,000 and $350,000, 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, an Illinois not-for-profit corporation. FY 2009-2010 budgeted expenditures
for this fund are $328,489.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban Development. The
amount budgeted for FY 2009-2010 is $2,053,046 for Community Development related programs, a
decrease of $21,130 from FY 2008-2009 funding level.
Economic Development Fund
Expenditures for the Economic Development Fund are budgeted to be $1,992,700 for FY 2009-2010, an
increase of $164,700 compared to FY 2008-2009. Revenues for this fund are primarily generated from
Hotel and Amusement Taxes and are budgeted to remain fairly constant, but will be monitored closely based
on the current economy.
Home Fund
The Home Fund is used to pay for various development activities funded through intergovernmental
revenues. Total FY2009-2010 budget for this Fund is $519,000.
Affordable Housing Fund
The Mayor’s Special Housing Fund was combined with the Housing Fund in FY 2008-2009. The Fund seeks
to support housing related programs as adopted by the City Council and is funding primarily by developer
contributions. The FY 2009-2010 budget increased to $406,000 from $345,000 in FY 2008-2009.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Debt Fund are budgeted to be $3,356,244 for FY 2009-2010,
a decrease of $2,699,950 compared to FY 2008-2009. This decrease can be attributed due to a much lower
amount transferred to the Sherman Garage Fund as assistance in paying that Fund’s general obligation
debt.
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Special Service Area #5 Fund
Adopted by the City Council on June 27, 1994 Special Service District 5 is comprised of the City of Evanston
downtown business district. FY 2009-2010 budgeted expenditures for this fund are $433,812 which is
unchanged 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 FY 2009-2010 amount budgeted for this fund is $844,405 which remained unchanged from the previous
year.
Southwest Special Tax Allocation Debt Service Fund
This Tax Increment District consists of 12 acres of land bounded by Main Street, Pitner Avenue and the
North Shore Channel. Budgeted expenditures for FY 2009-2010 are $24,122, a decrease of $800,000. This
is attributed due to moving the expenditure “Other Agency Contributions” to another Fund.
Debt Service Fund
The budgetary basis of accounting for this Fund has been changed from the accrual to the cash basis of
accounting for expenditures although budgetary revenues will continue to remain on the accrual basis as in
previous years. Expenditures budgeted for FY 2009-2010 are $11,666,225 and have been aligned to those
debt payments actually expected to be paid out on a cash basis during FY 2009-2010.
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.
Downtown II Special Tax Allocation Fund
The City Council adopted the Downtown II TIF District consisting of 26 acres of contiguous land located in
the northwest portion of the central business district of the City. FY 2009-2010 marks the financial close of
this historic TIF district. The assessed value of this TIF has been multiplied several times over the frozen
value, thus making this one of the most successful TIF districts currently known in Illinois. Budgeted
expenditures for FY 2009-10 total $13,346,040.
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 operating expenditures budgeted
for FY 2009-2010 total $136,395 which is unchanged from the previous year.
West Evanston Tax Increment Finance District Fund
This new Tax Increment Finance (TIF) district collected its first tax increment in FY 2007-2008. Expenses
for further developing this TIF for 2009-2010 are budgeted at $75,000.
Capital Improvements Fund
The Capital Improvements Fund is not identical to the Capital Improvements Plan (CIP), which has been
presented in Section VI of the Annual Budget. The CIP contains all major capital projects from a variety of
funds within the budget, including Water, Sewer, CDBG, and City TIF funds. The Capital Improvements
Fund (CIF) has not been previously displayed in the budget as a fund. Capital improvement projects in this
fund are normally funded via one time grants or General Obligation Debt. This fund is being presented this
year to make total capital improvement presentation consistent across the entire budget. The 2009-2010
budget presents all of the funding shown in the 2009-2010, and also requests re-approval for projects
previously approved in past Capital Improvement Plans. These previously approved projects, which are not
expected to be completed until 2009-2010, total $7.7 million, bringing total requested capital project
expenses up to just over $20.0 million. No new revenues and/or debt are needed for the completion of
these additional projects.
Special Assessment Fund
This Fund serves as the collection center for special assessments paid by residential homeowners for their
share of the cost for alley paving. The expense budgeted in this Fund for FY2009-2010 is $2,041,606.
Parking Fund
The Parking Fund has been consolidated to include the Parking System Fund (Church Ave. Garage and
Parking Lots/Meters), the Sherman Plaza Garage Fund, and the Maple Avenue Garage Fund. The total
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amount budgeted for FY2009-2010 is $21,760,200, or $2,686,850 more than in FY2008-2009. This
increase is primarily due to a large upfront balloon payment on series 2008B bonds issued to refund series
2002A bonds of which proceeds were used to fund the Sherman Plaza Garage Fund.
Water Fund
The Water Fund has budgeted FY 2009-2010 expenditures totaling $18,527,800, an increase of $1,285,700
from the previous year. This is due to normal inflationary increases for the general operation and support of
the water facility as well as higher capital outlay and debt service expenditures. No fee increase is proposed
for FY 2009-2010; however increases for FY 2010-2011 and beyond may be inevitable, assuming continued
lower utilization trends continue.
Sewer Fund
The Sewer Fund has budgeted FY 2009-2010 expenditures totaling $17,868,100, a decrease of $2,783,874.
This decrease is due to much lower budgeted capital outlay expenditures in FY 2009-2010. During 2008-
2009, staff provided the City Council with a rate study and capital needs analysis which originally proposed a
10% increase in Sewer rates for 2009-2010 but after further discussion, it was decided that this 10% rate
increase would be delayed for at least one more year. As noted in the rate study, the main reason for this
increase is the substantial decline in utilization, which has impacted our revenues available to pay debt
service on major sewer system renovations.
Fleet Services Fund
Budgeted expenditures for FY 2009-2010 total $5,919,000, an increase of $559,600 from the previous year.
This increase is attributable to an increase in the expected maintenance of an aging fleet. Staff provided the
City Council with a review of the City fleet, and is in the process of reducing total vehicles in the fleet. This
budget includes eight fewer vehicles, and contains $2.0 million for the replacement of vehicles in 2009-2010.
Insurance Fund
Budgeted expenditures for FY 2009-2010 total $2,717,500, a decrease of $837,500 from the previous year.
This decrease is due to anticipated claims to be paid out during FY 2009-2010, which may vary greatly from
year to year. The City self-insures a large majority of insurance claims in this fund, with our 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 FY 2009-2010 is $5,828,112.
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 FY 2009-2010 is $7,081,620.
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24
PART II
CHARTS AND SUMMARIES
25
26
Residents
Mayor
City Council
Advisory
Boards and
Commissions
City
Clerk
City Manager
Police
Law
Fire Community
Development
Library
Public Works
Health & Human
Services
Finance
Human
Resources
Parks/Forestry
& Recreation
Assistant City
Manager
Assistant City
Manager
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 492,448
Number of Registered Borrowers 58,999
Geographic Location On Lake Michigan Annual Circulation 890,366
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
Number 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
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MONTH ACTIVITY
March 24, 2008- April 7, 2008 Budget Process Review Team Conducts Annual Review
March 16, 2008- April 30, 2008 Budget Team discuss process and calendar
July 15, 2008 Budget Kickoff
August 1, 2008 Deadline for Revenue Worksheet Submissions- New Revenues Only
August 15, 2008 Deadline for BES Submissions & Dept. Summary Form -Internal Support Departments Only
August 18, 2008- August 29, 2008 Budget Review Teams, Reports to CMO- Internal Operating Departments
August 29, 2008 Deadline for BES Submissions & Dept. Summary Form -Operating Departments
September 2, 2008 - September 12, 2008 Budget Review Teams, Reports to CMO- External Operating Departments
September 16, 2008 Preliminary Report of Budget Requests/Gap
September 16-30, 2008 Balancing Strategy Meetings with Department Heads
October 3, 2008 Deadline for All Budget Book Narratives including performance measures
October 6, 2008 Mid-Year Budget Review - 2009/10 Preview for Council (Budget Workshop)
November 10, 2008 Property Tax Resolution Introduced
November 17, 2008 Mid-Year Budget Review - 2009/10 Preview for Council (Budget Workshop)
November 24, 2008 Truth in Taxation Hearing
December 22, 2008 Proposed Budget Book to Printer
December 30, 2008 Proposed Budget Books to Council
January 10, 2009 Saturday Budget Workshop
January 24, 2009 Saturday Budget Workshop
February 2, 2009 Public Hearing FY 2009/10 Budget
February 4, 2009 Optional Wednesday Budget Workshop
February 9, 2009 Final City Council Meeting for Approval of Budget
March 2, 2009 City Council Changes entered into Budget
May 8, 2009 Printing, Binding, and Distribution of City Budget
City of Evanston
Budget Calendar
Fiscal Year 2009 - 2010
29
City of Evanston
Budget Process
Summary of Proceedings:
The City’s fiscal year begins on March 1 of each year. The City Manager submits to the City Council a proposed
operating budget in December for the fiscal year commencing the following March 1. The operating budget
includes proposed expenditures and the means of financing those expenditures. The City Council holds public
hearings (Saturday morning public hearings were held prior to adoption of the 2009-10 budget) and then may
modify the budget prior to adoption.
The City Manager is authorized to transfer budgeted amounts between departments within any fund (such as the
General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the City
Council.
Preparation and Adoption:
Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except
that 1) property taxes are budgeted as revenue in the year for which they are levied; and 2) encumbrances are
recorded as the equivalent of an expenditure for budget purposes. For purposes of preparing the General Fund
schedule of revenues – budget and actual, GAAP revenue and expenditures have been adjusted to the budgetary
basis. 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 following:
Fiscal Year - The fiscal year of the City of Evanston shall commence on March 1 each year and close on the
last day of February each year.
Passage of the Annual Budget - 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 on or before the last day of December. 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.
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.
30
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 all
library branches, and will be available for public inspection at these locations.
The City Council budget meeting agendas will be available to the public prior to the initial special meeting of
the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen
testimony concerning budget matters discussed during that special meeting. The length of such time shall
be determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-
balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Finance Department and Budget Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For each major
expenditure, a purchase order is prepared and approved and the related appropriation is encumbered before a
check is issued.
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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, 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 March 1. 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, and (2) encumbrances are recorded as
the equivalent of expenditure for budget purposes. 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 following funds have legally adopted budgets:
General
Special Revenue: Motor Fuel Tax, Community Development Block Grant, Economic Development, Emergency
Telephone System, Home, Special Service District No. 4, Affordable Housing, Library
Debt Service: General Obligation Debt, Tax Increment Financing Funds, Special Service District #5
Enterprise: Water, Motor Vehicle, Parking System, Sewer
Internal Service: Fleet Services, Insurance
Pension Trust: Firefighters’ Pension, Police Pension
32
The level of control (level at which expenditures may not exceed budget) is the fund. 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 that portion of the applicable appropriation, is employed as an extension of
formal budgetary integration in the General Fund and some Special Revenue Funds. Encumbrances outstanding at
year-end are reported as reservations of fund balances since they do not constitute expenditures or liabilities.
The budgets of general government type funds (for example, the general fund itself and MFT funds) are prepared on a
modified accrual basis. Briefly, this means that obligations of the City (for example outstanding purchase orders) are
budgeted as expenses, but are recognized only when they are actually received.
The enterprise funds (water and sewer), on the other hand, are budgeted on a full accrual basis. Not only are
expenditures 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). In most cases this conforms to the way the City prepares its
budget. Two exceptions are the treatment of depreciation expense (these are not shown in the budget although the
full purchase price of equipment and capital improvements is, while purchases of capital improvements are
depreciated in CAFR for enterprise funds) and compensated absences (accrued but unused sick leave) are treated
slightly differently in the budget and in the CAFR.
The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and a
Budget basis for comparison purposes.
33
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)
34
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
35
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.
36
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, and in addition 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.
37
City of Evanston
Fund Descriptions
GENERAL FUND
General Fund - to account for resources traditionally associated with governments 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 by the Illinois Department of Transportation. Financing is provided from
the City's share of gasoline taxes.
Economic Development Fund - to account for costs associated with economic development
activities of the City. Financing is provided primarily by real estate transfer tax revenues.
Emergency Telephone System Fund - to account for revenues and expenditures for 911
emergency telephone service. Financing is provided by network connection surcharges.
Library Fund - to account for the activity of the funds donated to the library. These funds are
invested at the direction of the library board and are used for library acquisitions.
Neighborhood Improvement Fund - to account for a portion of the sales tax revenues derived
from retail sales of the Home Depot U.S.A. Inc. store in Evanston. Sales tax revenues allocated
to this fund are to be expended on public projects that will benefit the immediate neighborhood of
the store.
Affordable Housing Fund - to account for costs associated with affordable housing programs for
low and moderate income individuals and families in the City. The Affordable Housing Fund and
the Mayor’s Special Housing Fund have been consolidated into a single fund.
HOME Fund - to account for the activity of the HOME program. Financing is provided by the
Federal government to be 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 community 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 the requirements of Federal law.
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 property tax levy.
DEBT SERVICE FUNDS
General Obligation Debt Fund - to accumulate monies for the principal and interest payments
on bonds, notes and contracts of general obligation to the City.
Special Service District No. 5 Fund - to accumulate monies for the principal and interest
payments on unlimited ad valorem tax bonds issued for this special taxing district.
38
City of Evanston
Fund Descriptions
Central Business Tax Increment District Fund - to accumulate monies for the principal and
interest payments on debt issued for this special taxing district.
Southwest Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
Howard-Hartrey Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
Washington National Tax Increment District Fund - to accumulate monies for principal and
interest payments on debt issued for this special taxing district.
Howard-Ridge Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
West Evanston Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
CAPITAL PROJECTS FUNDS
Capital Improvements Fund - to account for the City of Evanston capital improvement program.
The program includes, but is not limited to, improvements to public buildings, the paving of city
streets and the improvement and development of recreation facilities. Financing is provided
principally by grants and general obligation bond proceeds.
Central Business Tax Increment District Fund - to account for the purchase of land and other
related costs of the research park. Financing is provided from general obligation bond and note
proceeds.
Special Assessment Fund - to account for capital improvements financed by special
assessments on property holders and public benefit contributions from the City.
ENTERPRISE FUNDS
Water Fund - to account for the provision of water services to the residents of the City and the
sale of water to the Village of Skokie, Illinois 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, financing and related debt service and billing and
collection.
Sewer Fund - to account for the provision of sewer repair and improvement services to the
residents of the City. All activities necessary to provide such services are accounted for in this
fund, including administration, operations, financing and billing and collection.
Parking Fund- to account for the provision of all public parking facilities, lots, and meters. Maple
Avenue Garage and Sherman Plaza Garage activities have been included in this Fund beginning
in FY 2009-10. All activities are accounted for, including administration, operations, financing and
revenue collection.
39
City of Evanston
Fund Descriptions
INTERNAL SERVICE FUNDS
Fleet Services Fund - to account for the costs of operating the municipal service center
maintenance facility for transportation equipment used by other City departments. Such costs are
billed to the user departments at actual cost. Actual costs include depreciation on the
transportation equipment.
Insurance Fund - to account for the costs of administering general liability claims and workers'
compensation programs. Such costs are billed to the General Fund.
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 fire personnel members at rates fixed by state statutes and by the
City through an annual property tax levy.
Police Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by police force members at rates fixed by state statutes and by the
City through an annual property tax levy.
Expendable Trust Fund
Employer Pension Contribution Fund - to account for the recognition of applicable tax
revenues and employer contributions to the Pension Trust Funds. These contributions represent
the City’s pension expense for Police and Firefighters.
Agency Funds
Special Assessment Fund - to account for cash received from property owners on capital
improvement special assessments. Such amounts collected will be forwarded to bondholders.
The City is not obligated in any manner for this debt and is only acting as agent for the property
40
Insurance, 1.16%
Fire Pension, 3.13%
Police Pension, 3.95%
Washington National
TIF, 1.44%
Special Service District
# 5, 0.19%
Southwest II TIF,
0.36%
Southwest TIF, 0.01%
Debt Service (G.O.
Bonds), 4.99%
Downtown II TIF,
5.71%
Howard/Ridge TIF,
0.06%
West Evanston TIF,
0.03%
SSD #4, 0.14%
CDBG, 0.88%
Economic
Development, 0.85%
Home, 0.22%
Affordable Housing
Fund, 0.17%
Motor Fuel, 0.92%
Emergency Teleph
0.53%
General, 38.35%
Fleet, 2.53%
Sewer, 7.64%
Water, 7.92%
Parking, 9.31%
Special Assessment,
0.87%
Capital Improvement,
8.63%
Summary - All Funds(prior to interfund transfers)
41
Fund Fund #
FY 2008-09 Adopted
Budget
FY 2009-10 Adopted
Budget Net Change Percent Change
General 100 94,068,600 89,669,200 (4,399,400) -4.68%
Motor Fuel 200 3,122,500 2,152,500 (970,000) -31.06%
Emergency Telephone 205 1,981,100 1,243,500 (737,600) -37.23%
Special Service District # 4 210 445,000 328,489 (116,511) -26.18%
CDBG 215 2,074,176 2,053,046 (21,130) -1.02%
Economic Development 225 1,828,000 1,992,700 164,700 9.01%
Home 240 - 519,000 519,000 N/A
Affordable Housing Fund 250 345,000 406,000 61,000 17.68%
Washington National TIF 300 6,056,194 3,356,244 (2,699,950) -44.58%
Special Service District # 5 305 433,813 433,812 (1) 0.00%
Southwest II TIF 310 844,406 844,405 (1) 0.00%
Southwest TIF 315 824,122 24,122 (800,000) -97.07%
Debt Service (G.O. Bonds) 320 10,644,326 11,666,225 1,021,899 9.60%
Downtown II TIF 325 10,674,829 13,346,040 2,671,211 25.02%
Howard/Ridge TIF 330 136,395 136,395 - 0.00%
West Evanston TIF 335 16,000 75,000 59,000 368.75%
Capital Improvement 415 - 20,175,054 20,175,054 N/A
Special Assessment 420 - 2,041,606 2,041,606 N/A
Sherman Avenue Garage Fund 495 8,758,250 - (8,758,250) -100.00%
Maple Avenue Garage Fund 500 6,542,000 - (6,542,000) -100.00%
Parking 505 3,773,100 21,760,200 17,987,100 476.72%
Water 510-513 17,242,100 18,527,800 1,285,700 7.46%
Sewer 515 20,651,974 17,868,100 (2,783,874) -13.48%
Fleet 600 5,359,400 5,919,000 559,600 10.44%
Insurance 605 3,555,000 2,717,500 (837,500) -23.56%
Fire Pension 700 8,610,269 7,328,112 (1,282,157) -14.89%
Police Pension 705 11,119,723 9,238,780 (1,880,943) -16.92%
Total All Funds 219,106,277 233,822,830 14,716,553 6.72%
General Notes: The Capital Improvement and the Home Funds have been added to this schedule. They were excluded in previous years.
Parking Fund Notes: The significant change to the Parking Fund is the result of combining the Sherman Ave. Garage Fund and the
Maple Ave. Garage Fund with the Parking Fund.
Total Budget All Funds
which appear as an expenditure in one Fund and a revenue in another.
In this summary, the total budgets for all funds are compared with the approved fund totals for FY 2008-09.
All budget totals in this summary are gross figures prior to adjustment to eliminate interfund transfers
(Prior to Interfund Transfers)
2008-09 vs. 2009-10
42
Fund Fund #
FY 2008-09
Net Budget
FY 2009-10
Adopted Budget
Less Transfers to
Other Funds
FY 2009-10
Adopted
Net Budget Net Change
Percent
Change
General 100 83,405,500 89,669,200 6,116,000 83,553,200 147,700 0.18%
Motor Fuel 200 2,350,000 2,152,500 772,500 1,380,000 (970,000) -41.28%
Emergency Telephone 205 1,855,100 1,243,500 126,000 1,117,500 (737,600) -39.76%
Special Service District # 4 210 445,000 328,489 - 328,489 (116,511) -26.18%
CDBG 215 1,218,176 2,053,046 856,000 1,197,046 (21,130) -1.73%
Economic Development 225 788,000 1,992,700 690,000 1,302,700 514,700 65.32%
Home 240 - 519,000 34,300 484,700 484,700 N/A
Affordable Housing Fund 250 321,000 406,000 24,000 382,000 61,000 19.00%
Washington National TIF 300 604,328 3,356,244 2,751,916 604,328 - 0.00%
Special Service District # 5 305 433,813 433,812 - 433,812 (1) 0.00%
Southwest II TIF 310 702,818 844,405 141,588 702,817 (1) 0.00%
Southwest TIF 315 800,000 24,122 24,122 - (800,000) -100.00%
Debt Service (G.O. Bonds) 320 10,644,326 11,666,225 500,000 11,166,225 521,899 4.90%
Downtown II TIF 325 3,877,000 13,346,040 12,125,000 1,221,040 (2,655,960) -68.51%
Howard/Ridge TIF 330 16,000 136,395 120,400 15,995 (5) -0.03%
West Evanston TIF 335 16,000 75,000 - 75,000 59,000 368.75%
Capital Improvement 415 - 20,175,054 300,000 19,875,054 19,875,054 N/A
Special Assessment 420 - 2,041,606 311,606 1,730,000 1,730,000 N/A
Sherman Avenue Garage Fund 495 8,716,250 - - - (8,716,250) -100.00%
Maple Avenue Garage Fund 500 6,542,000 - - - (6,542,000) -100.00%
Parking 505 2,883,800 21,760,200 931,300 20,828,900 17,945,100 622.27%
Water 510-513 13,367,700 18,527,800 3,874,400 14,653,400 1,285,700 9.62%
Sewer 515 19,979,574 17,868,100 672,400 17,195,700 (2,783,874) -13.93%
Fleet 600 5,359,400 5,919,000 - 5,919,000 559,600 10.44%
Insurance 605 3,555,000 2,717,500 - 2,717,500 (837,500) -23.56%
Fire Pension 700 8,610,269 7,328,112 - 7,328,112 (1,282,157) -14.89%
Police Pension 705 11,119,723 9,238,780 - 9,238,780 (1,880,943) -16.92%
Total All Funds 187,610,777 233,822,830 30,371,532 203,451,298 15,840,521 8.44%
General Notes: The Capital Improvement and the Home Funds have been added to this schedule. They were excluded in previous years.
Parking Fund Notes: The significant change to the Parking Fund is the result of combining the Sherman Ave.
Garage Fund and the Maple Ave. Garage Fund with the Parking Fund.
Total Budget All Funds - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The result is a net budget for each fund and for the FY 2009-10 City Budget.
The total for each fund is compared with that of the approved FY 2008-09 budget.
43
Budget Budget
Transfers Transfers
Acct# Fund Out In
1300-3807.62305 General Fund to Fleet Fund (4,291,000)
1910.57020 General Fund from Motor Fuel Fund 772,500
1910.57030 General Fund from CDBG Fund 856,000
1910.57035 General Fund from Home Fund 34,300
1910.57040 General Fund from E911 Fund 126,000
1910.57050 General Fund from Economic Development Fund 690,000
1910.57060 General Fund from Housing Fund 24,000
1910.57065 General Fund from Washington National TIF Fund 151,866
1910.57070 General Fund from Howard Hartrey TIF Fund 141,588
1910.57075 General Fund from Southwest TIF Fund 24,122
1910.57080 General Fund from Debt Service Fund 500,000
1910.57085 General Fund from Downtown TIF Fund 325,000
1910.57096 General Fund from Howard Ridge Fund 120,400
1910.57100 General Fund from Capital Improvement Fund 300,000
1910.57130 General Fund from Parking Fund 819,500
1910.57135 General Fund from Water Fund 162,300
1910.57140 General Fund from Water Fund 2,531,300
1910.57145 General Fund from Water Fund 764,600
1910.57165 General Fund from Sewer Fund 413,800
1940.66020 General Fund to Insurance Fund (1,825,000)
416051.66131 Capital Improvement Fund to General Fund (300,000)
5100.62720 Motor Fuel Fund to General Fund (122,500)
5100.66136 Motor Fuel Fund to General Fund (650,000)
5150.62680 E911 Fund to General Fund (60,000)
5150.62685 E911 Fund to General Fund (66,000)
5220.various CDBG Fund to General Fund (856,000)
5300.66131 Economic Development Fund to General Fund (690,000)
5450.61455 Home Fund to General Fund (34,300)
5465.62685 Affordable Housing Fund to General Fund (24,000)
5470.62685 Washington National TIF Fund to General Fund (151,866)
5470.66020 Washington National TIF Fund to Parking Fund (2,600,050)
5500.62685 Howard Hartrey TIF Fund to General Fund (141,588)
5540.62685 Southwest TIF Fund to General Fund (24,122)
5560.57110 Debt Service Fund from Special Assessment Fund 311,606
5560.66131 Debt Service Fund to General Fund (500,000)
5800.62685 Downtown TIF Fund to General Fund (325,000)
5800.66144 Downtown TIF Fund to Parking Fund (11,800,000)
5860.66131 Howard Ridge Fund to General Fund (120,400)
6365.66020 Special Assessment Fund to Debt Service Fund (311,606)
7005.62305 Parking Fund to Fleet Fund (39,100)
7015.62305 Parking Fund to Fleet Fund (72,700)
7036.57065 Parking Fund from Washington National TIF Fund 2,600,050
7036.57085 Parking Fund from Downtown TIF 11,800,000
7036.62635 Parking Fund to General Fund (42,000)
7050.62685 Parking Fund to General Fund (602,500)
7050.66132 Parking Fund to General Fund (175,000)
7100.62305 Water Fund to Fleet Fund (49,700)
7115.62305 Water Fund to Fleet Fund (232,000)
7120.62305 Water Fund to Fleet Fund (49,500)
7125.62680 Water Fund to General Fund (90,700)
7125.62685 Water Fund to General Fund (484,000)
7125.66132 Water Fund to General Fund (140,400)
7125.66138 Water Fund to General Fund (18,500)
7125.66139 Water Fund to General Fund (31,000)
7160.66020 Water Fund to General Fund (2,531,300)
7170.66020 Water Fund to Insurance Fund (85,000)
7180.66140 Water Fund to General Fund (162,300)
7400.62305 Sewer Fund to Fleet Fund (258,600)
7410.62680 Sewer Fund to General Fund (69,700)
7410.62685 Sewer Fund to General Fund (72,500)
7410.66132 Sewer Fund to General Fund (108,400)
7410.66139 Sewer Fund to General Fund (39,400)
7420.66138 Sewer Fund to General Fund (123,800)
Analysis of Budgeted Interfund Transfers
FY 2009- 2010
44
Budget Budget
Transfers Transfers
Acct# Fund Out In
Analysis of Budgeted Interfund Transfers
FY 2009- 2010
7705.53750 Fleet Fund from General Fund 4,291,000
7705.53755 Fleet Fund from Parking Fund 111,800
7705.53760 Fleet Fund from Water Fund 331,200
7705.53770 Fleet Fund from Sewer Fund 258,600
7800.53750 Insurance Fund from General Fund 1,825,000
7800.57135 Insurance Fund from Water Fund 85,000
TOTAL (30,371,532) 30,371,532
45
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46
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
17.74%
18.36%
18.72%
17.84%
18.95%
19.74%19.81%19.73%
19.56%
18.55%
16.50%
17.00%
17.50%
18.00%
18.50%
19.00%
19.50%
20.00%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Your Real Estate Tax Bill
City of Evanston
19.73%
School District 202
26.91%
School District 65
38.98%
Suburban T.B. Sanitarium
0.00%
Consolidated Elections
0.18%
Metropolitan Water
Reclamation District
4.04%
North Shore Mosquito
Abatement District
0.12%
Evanston Township
0.20%
Community College 535
2.17%
Cook County Forest
Preserve District
0.81%
Cook County
6.86%
47
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52
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
1999 73,233 29,372 31.9 13.6 9,433.0 3.6%
2000 73,233 30,068 31.9 13.6 10,068.0 3.5%
2001 74,239 30,068 31.9 13.6 9,999.0 4.2%
2002 74,239 33,645 32.5 13.6 10,889.0 5.0%
2003 74,239 36,296 32.5 13.6 9,766.0 5.4%
2004 74,239 36,296 32.5 13.6 9,849.0 5.0%
2005 74,239 37,384 32.5 13.6 9,740.0 5.0%
2006 74,239 39,103 32.5 13.6 9,550.0 4.5%
2007 74,239 39,103 32.5 13.6 9,550.0 4.4%
2008 74,239 39,103 32.5 13.6 9,550.0 4.6%
Source: Various Government agencies
53
0
8736963
City of Evanston
FY 2009-10 Approved Property Tax Levy
Funding and Comparisons
2009-10 Approved Property Tax Levy
Distribution of General Fund Tax Levy Across Functional Areas
$2,276,200
8,720,500
4,318,000
$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000
OTHER GENERAL FUND**
IMRF***
RECREATION****
LIBRARY****
$14,887,883
$16,305,500
$5,962,353 $6,730,620
$4,914,539 $5,527,112
$10,138,162$10,101,385
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
2008-09 2009-10
Total General Fund
Police Pension Fund
Fire Pension Fund
Debt Service Fund
FY 2009-10 Approved Property Tax Levy by Fund
Comparison with 2008-09 Levy by Fund
Total General Fund,
$14,887,883
Police Pension
Fund, $6,730,620
Fire Pension Fund,
$5,527,112
Debt Service Fund,
$10,138,162
54
FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 VARIANCE PERCENT
APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE
LEVY LEVY LEVY LEVY LEVY (DECREASE) (DECREASE)
OTHER GENERAL FUND*
LEVY $3,861,939 $3,046,224 $1,882,920 $949,286 ($435,528) ($1,384,814) -145.88%
LESS: 2% LOSSES $77,239 $60,924 $37,658 $18,986 ($8,711) ($27,697) -145.88%
TOTAL $3,784,700 $2,985,300 $1,845,262 $930,300 ($426,817) ($1,357,117) -145.88%
IMRF**
LEVY $1,850,000 $2,640,204 $2,182,857 $2,072,551 $2,322,653 $250,102 12.07%
LESS: 2% LOSSES $37,000 $52,804 $43,657 $41,451 $46,453 $5,002 12.07%
TOTAL $1,813,000 $2,587,400 $2,139,200 $2,031,100 $2,276,200 $245,100 12.07%
RECREATION*** +
LEVY $7,535,510 $7,817,857 $8,901,837 $9,302,143 $8,898,469 ($403,674) -4.34%
LESS: 2% LOSSES $150,710 $156,357 $178,037 $186,043 $177,969 ($8,074) -4.34%
TOTAL $7,384,800 $7,661,500 $8,723,800 9,116,100 8,720,500 ($395,600) -4.34%
LIBRARY***
LEVY $3,793,367 $3,935,714 $4,355,102 $4,314,286 $4,406,122 $91,836 2.13%
LESS: 2% LOSSES $75,867 $78,714 $87,102 $86,286 $88,122 $1,836 2.13%
TOTAL $3,717,500 $3,857,000 $4,268,000 4,228,000 4,318,000 $90,000 2.13%
TOTAL GENERAL FUND
LEVY $17,040,816 $17,440,000 $17,322,716 $16,638,265 $15,191,717 ($1,446,548) -8.69%
LESS: 2% LOSSES $340,816 $348,800 $346,454 $332,765 $303,834 ($28,931) -8.69%
TOTAL $16,700,000 $17,091,200 $16,976,262 $16,305,500 $14,887,883 ($1,417,617) -8.69%
FIRE PENSION FUND
LEVY $3,295,798 $3,811,224 $4,259,460 $5,014,836 $5,639,910 $625,074 12.46%
LESS: 2% LOSSES $65,916 $76,224 $85,189 $100,297 $112,798 $12,501 12.46%
TOTAL $3,229,882 $3,735,000 $4,174,271 $4,914,539 $5,527,112 $612,573 12.46%
POLICE PENSION FUND
LEVY $4,171,429 $4,232,653 $4,731,162 $6,084,034 $6,867,980 $783,946 12.89%
LESS: 2% LOSSES $83,429 $84,653 $94,623 $121,681 $137,360 $15,679 12.89%
TOTAL $4,088,000 $4,148,000 $4,636,539 $5,962,353 $6,730,620 $768,267 12.89%
DEBT SERVICE FUND
LEVY $8,915,268 $8,915,268 $9,237,356 $10,348,352 $10,385,880 $37,528 0.36%
LESS: 2% LOSSES $178,305 $178,305 $184,747 $206,967 $207,718 $751 0.36%
TOTAL $8,736,963 $8,736,963 $9,052,609 $10,101,385 $10,138,162 $36,777 0.36%
.
TOTAL ALL FUNDS LEVY $33,423,311 $34,399,146 $35,550,694 $38,085,488 $38,085,487 ($1) 0.00%
LESS: 2% LOSSES $668,466 $687,983 $711,013 $761,711 $761,710 ($1) 0.00%
TOTAL $32,754,845 $33,711,163 $34,839,681 $37,283,777 $37,283,777 $0 0.00%
City of Evanston
FY 2009-10 Approved Property Tax Levy
Comparison with FY 2008-09 Approved Levy & Previous Three Years
+ The Recreation figures have historically included the Recreation, Parks/Forestry, Ecology, & Cultural Arts
Divisions of the Department. While this department now includes the Facilities Management Division in 2009-10,
the amounts for this Division are not included in the 2009-10 Recreation figures for consistency.
* The Remaining "Other General Fund" appropriation is the portion of property tax that is used to support general
fund activities other than IMRF Pension funding, Recreation Programming, and Library functions.
** Prior to 2007-08, IMRF included both the General Fund and other fund IMRF employer costs. For 2007-08
and forward, the IMRF portion includes the General Fund employer costs only.
*** For Recreation and the Library, a portion of the increase is due to Social Security and Medicare costs being
reflected in departments starting in FY 2007-08. Prior to FY 2007-08, these costs were not included in the
department budgets.
55
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY 2009-10:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY10
proposed budget includes no increase to the City of Evanston portion of the property tax bill. In order to accomplish this, the City made
several adjustments to both revenues and expenses. For example, the City strategically utilized available reserves, eliminated 16
vacant positions, collaborated with other local entities for service delivery, and cut budgeted wage increases by 2.5%. Property taxes
pay for general operations, Debt service, and the Police and Firefighter Pension Funds.
Property Tax Revenue
$34,839,671
$37,283,777
$33,711,163
$32,754,845
$37,283,777
30,000,000
31,000,000
32,000,000
33,000,000
34,000,000
35,000,000
36,000,000
37,000,000
38,000,000
2006 Adopted 2007 Adopted 2008 Adopted 2009 Adopted 2010 Adopted
Fiscal Year
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 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. The budget includes a $76,000 increase in the ROT and a
$294,500 decrease in the home rule sales tax and is based on year-to-date receipts and prior year actuals.
Sales Tax Revenue
$9,176,000
$8,244,692
$8,695,104 $9,100,000$9,237,337
$5,551,780 $5,651,328 $5,911,796 $6,070,500 $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
2006 Actual 2007 Actual 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
REGULAR HOME RULE
56
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
and project that this tax should increase by $450,000 for FY10.
Income Tax Revenue
$7,050,000
$6,600,000
$5,637,725
$6,186,428
$6,827,642
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2006 Actuals 2007 Actuals 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
Income Tax Revenue Amount
UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. The utility tax rates are 6% for
telecommunications, 5% for natural gas utility, $.025/therm for natural gas home rule, and between $.00589-.$00082 electric utility tax
depending on kilowatt hours consumed. The amount of revenue for these taxes budgeted next year was largely dependent on year-
to-date receipts and a historical trend analysis, if applicable, performed for the past three years.
Utility Tax Revenue
$8,581,800
$9,158,000
$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
2006 Actual 2007 Actual 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
Utility Tax Revenue Amount
57
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 in the City code. Due to the current lack of credit in the housing
market and economy in whole, there has been a sudden downturn in real estate sales throughout the nation and unfortunately,
Evanston has not been any exception. We budgeted $500,000 more in FY10 than we project to receive during FY09.
Real Estate Transfer Tax Revenue
$3,956,243
$4,500,474
$4,008,668
$3,000,000
$3,700,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2006 Actual 2007 Actual 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
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 decrease slightly over the next year
based on a projected decrease in usage. A water rate study was done during FY09 and no increase in water rates was recommended
for FY10.
Water Sales Revenue
$6,292,800
$3,018,800 $2,891,800
$3,158,396 $3,238,800
$2,803,000
$3,620,878
$5,675,000
$6,706,600
$5,804,500 $6,012,643
$3,750,200 $3,727,000$3,794,000
$3,498,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2006 Actuals 2007 Actuals 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
Water Revenues Evanston
Water Revenues Skokie
Water Revenues Northwest Commission
58
SEWER REVENUES – A water/sewer rate study was done during FY09, and while various options were presented, Council requested
no increase to the sewer rate in FY 2009-10. Sewer revenues are expected to decrease slightly over the next year based on a
projected decrease in usage.
Sewer Revenue
$16,327,900
$14,848,800
$16,026,000
$14,238,968$14,237,895
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
2006 Actual 2007 Actual 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
Sewer Revenue
A t
PARKING REVENUES – The City operates parking meters, lots, and three major garages which generate revenues. In FY 2009,
revenues are projected to increase primarily due to the following two fee increases: 1) Increase the monthly garage parking rates from
$80 to $85; and 2) Increase in metered parking rates from .50 to .75 in the Central Business District only. Adjustments were made to
this revenue for FY10 to account for an uncertain economy in which fewer people may use the downtown area parking for shopping
and dining out. Also, beginning with FY 10, the Parking Fund includes both the Sherman Ave. and Maple Ave. garages (not included
in graph for comparison purposes).
Parking Revenue
$3,039,829 $3,174,463 $3,178,526
$4,107,300
$3,901,500
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2006 Actual 2007 Actual 2008 Actual 2009 Adopted 2010 Adopted
Fiscal Year
Re
v
e
n
u
e
Parking Revenue Amount
59
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 $125,000,000 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 $ 1,552
Governmental Activity G.O. Debt as a percentage of assessed valuation 4.16%
Total Debt services (principal + interest) as a % of General Fund
Expenditures (FY 2008)
17.7%
Bonds Rating (Moody's) – Current Aa1
Bonds Rating (Fitch) – Current AAA
Equalized Assessed Valuation Tax Year 2007 $2,772,340,028
Governmental Activity General Obligation Debt (FY2008) $115,220,000
Business Activity General Obligation Debt (FY2008) $66,530,00
60
City of Evanston
Debt Service Funds
1,009
1,093
1,265 1,267
1,494
1,552
-
200
400
600
800
1,000
1,200
1,400
1,600
FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Per Capita Governmental Activity G.O. Debt
5.00%5.00%5.40%
4.20%
4.94%
4.16%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
TY 2002 TY 2003 TY 2004 TY 2005 TY 2006 TY 2007
Ratio of Governmental Activity G.O. Debt to Equalized Assessed Valuation
TY = Tax year
61
62
PART III
GENERAL FUND BUDGET
63
64
City of Evanston
All Divisions
Three Year Fiscal History
$94,068,600
$89,669,200
$92,202,186
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
Actual Budget Approved
2007/08 2008/09 2009/10
City Clerk, 0.19%
Legal, 0.78%
Human Resources, 2.54%
Finance, 5.88%
Community
Development, 3.86%
Ecology Center, 0.54%
Parks and Forestry,
4.83%
Recreation, 9.30%
Health and Human
Services, 1.82%
Commission on Aging,
0.73%Mental Health &
Purchased Services,
0.79%
Community Relations,
1.21%
Public Works Director,
0.84%
Library, 5.59%
Streets and Sanitation,
10.15%
Transportation Division,
4.91%
Cultural Arts, 1.09%
Business, Performance &
Technology, 3.50%
City Manager, 2.03%
City Council, 0.51%
Police, 22.97%
Facilities Management,
2.68%
Fire Department, 13.25%
Expenditures by Division
65
Financial Summary
2008-2009 2009-2010
2007-2008 2008-2009 Estimated Budget Increase
Actual Budget Actual Adopted (Decrease)
Operating Revenue
Property Tax 16,735,892 16,505,500 16,851,607 15,087,883 (1,417,617)
Other Taxes 41,804,537 41,007,400 39,891,691 41,447,000 439,600
Licenses/Permits/Fees 10,275,694 8,691,800 8,825,312 8,945,100 253,300
Fines and Forfeitures 4,660,258 4,341,400 4,271,180 4,256,500 (84,900)
Charges for Services 7,513,288 8,363,200 8,313,087 8,706,400 343,200
Intergovernmental Revenue 1,517,754 789,200 730,757 945,600 156,400
Other Revenue 241,791 591,700 481,606 973,217 381,517
Interest Income 623,865 550,000 240,988 450,000 (100,000)
Transfers In (Other Funds)8,387,465 8,592,300 8,690,963 8,757,300 165,000 Library Revenues 219,111 100,000 135,645 100,200 200
Total Revenue 91,979,655 89,532,500 88,432,836 89,669,200 136,700
Operating Expense
Legislative 590,964 597,000 593,730 628,000 31,000
City Administration 6,247,076 5,381,200 4,665,886 4,964,500 (416,700)
Legal 738,624 773,700 673,548 698,800 (74,900)
Human Resources 2,438,911 2,308,800 1,655,131 2,274,500 (34,300)
Finance Department 7,494,114 9,436,200 9,777,176 5,269,000 (4,167,200)
Community Development 3,486,675 3,584,200 3,299,862 3,461,800 (122,400)
Police Department 20,574,784 20,645,900 21,365,563 20,599,400 (46,500)
Fire Department 11,880,970 12,048,000 12,480,358 11,877,100 (170,900)
Health and Human Services 4,177,443 4,074,200 3,781,936 4,084,500 10,300
Public Works 16,343,378 16,365,400 14,043,105 14,265,300 (2,100,100)
Library 4,928,606 4,805,000 4,891,145 5,012,100 207,100
Parks/Forestry and Recreation*13,300,640 14,049,000 15,693,635 16,534,200 2,485,200
Total Expenditures 92,202,185 94,068,600 92,921,075 89,669,200 (4,399,400)
Net Surplus (Deficit)(222,530) (4,536,100) (4,488,239) - 4,536,100
Beginning Fund Balance 19,636,438 19,413,908 14,925,669
Ending Fund Balance 19,413,908 14,925,669 14,925,669
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance - - -
City of Evanston
General Fund Summary (Fund #100)
* The Facilities Management Division moved from Public Works to Parks/Forestry & Recreation during FY 08-09. As a result,
Parks/Forestry & Recreation FY 08-09 estimates are over FY 08-09 adopted budget.
66
Expenditure by Purpose
2007 - 08
Actual
2008 - 09
Budget
2009 - 10
Approved $ DIFF % DIFF
LEGISLATIVE 587,826 597,000 628,000 31,000 5.19
CITY ADMINISTRATION 2,679,764 5,381,200 4,964,500 (416,700) -7.74
MANAGEMENT AND BUDGET 3,567,312
LEGAL DEPARTMENT 738,624 773,700 698,800 (74,900) -9.68
HUMAN RESOURCES 2,438,911 2,308,800 2,274,500 (34,300) -1.49
FINANCE DEPARTMENT 7,494,114 9,436,200 5,269,000 (4,167,200) -44.16
FACILITIES MANAGEMENT 2,334
COMMUNITY DEVELOPMENT 3,486,675 3,584,200 3,461,800 (122,400) -3.41
POLICE DEPARTMENT 20,574,784 20,645,900 20,599,400 (46,500) -0.23
FIRE DEPARTMENT 11,880,970 12,048,000 11,877,100 (170,900) -1.42
HEALTH AND HUMAN SERVICES 4,175,914 4,074,200 4,084,500 10,300 0.25
PUBLIC WORKS 16,345,712 16,365,400 14,265,300 (2,100,100) -12.83
LIBRARY DEPARTMENT 4,928,606 4,805,000 5,012,100 207,100 4.31
PARKS/FORESTRY AND RECREATION 13,300,640 14,049,000 16,534,200 2,485,200 17.69
Grand Total(s) 92,202,186 94,068,600 89,669,200 (4,399,400)-4.68
FISCAL YEAR 2009 - 2010
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2009 vs. 10
67
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 16,735,892 16,505,500 15,087,883 (1,417,617)
51500 OTHER TAXES 41,804,538 41,007,400 41,447,000 439,600
52000 LICENSES, PERMITS & FEES 10,285,181 8,691,800 8,945,100 253,300
52500 FINES AND FORFEITURES 4,660,257 4,341,400 4,256,500 (84,900)
53000 CHARGES FOR SERVICES 7,686,212 8,363,200 8,706,400 343,200
55000 INTERGOVERNMENTAL REVENUE 1,425,700 789,200 945,600 156,400
56000 OTHER REVENUE 241,791 5,127,800 973,217 (4,154,583)
56500 INTEREST INCOME 623,865 550,000 450,000 (100,000)
57000 TRNSFR FROM OTHER FUNDS 8,387,465 8,592,300 8,757,300 165,000
57500 LIBRARY-OTHER REVENUE 128,754 100,000 100,200 200
50100 OPERATING REVENUES 91,979,656 94,068,600 89,669,200 (4,399,400)
50000 REVENUES 91,979,656 94,068,600 89,669,200 (4,399,400)
68
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 16,516,641 16,305,500 14,887,883 (1,417,617)
51025 PRIOR YEAR'S TAXES 219,251 200,000 200,000
51000 PROPERTY TAXES 16,735,892 16,505,500 15,087,883 (1,417,617)
51500 OTHER TAXES
51515 STATE USE TAX 1,022,938 956,100 1,142,000 185,900
51525 SALES TAX - BASIC 9,237,337 9,100,000 9,176,000 76,000
51530 SALES TAX - HOME RULE 5,911,796 6,070,500 5,776,000 (294,500)
51535 AUTO RENTAL TAX 27,298 35,000 35,000
51540 ATHLETIC CONTEST TAX 596,776 550,000 575,000 25,000
51545 STATE INCOME TAX 6,827,642 6,600,000 7,050,000 450,000
51555 FIRE INSURANCE TAX 90,000 90,000
51565 ELECTRIC UTILITY TAX 2,827,612 3,015,000 2,798,900 (216,100)
51570 NATURAL GAS UTILITY TAX 1,475,558 1,537,700 1,845,000 307,300
51575 NAT GAS USE TAX HOME RULE 844,080 829,100 858,700 29,600
51585 CIGARETTE TAX 443,205 405,000 485,000 80,000
51590 EVANSTON MOTOR FUEL TAX 320,436 401,000 401,000
51595 LIQUOR TAX 1,750,381 1,927,000 2,040,000 113,000
51600 PARKING TAX 1,760,025 1,700,000 1,800,000 100,000
51605 PERS. PROP. RPL. TAX 1,317,864 879,000 622,500 (256,500)
51610 PERS. PROP. RPL. TAX REC 45,800 46,300 46,300
51615 PERS. PROP. RPL. TAX LIB 49,700 50,200 50,200
51620 REAL ESTATE TRANSFER TAX 3,956,243 3,700,000 3,000,000 (700,000)
51625 TELECOMMUNICATIONS TAX 3,389,847 3,200,000 3,655,400 455,400
51630 AMUSEMENT TAX 5,500 (5,500)
51500 OTHER TAXES 41,804,538 41,007,400 41,447,000 439,600
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,088,369 2,695,000 2,700,000 5,000
52015 BUSINESS LICENSES 88,484 170,500 171,000 500
52020 PET LICENSES 46,725 44,000 47,000 3,000
52030 CONTRACTORS' LICENSES 87,468 85,000 75,000 (10,000)
52035 ROOMING HOUSE LICENSES 132,534 193,200 263,100 69,900
52040 LIQUOR LICENSES 452,216 345,100 437,900 92,800
52045 FARMERS' MARKET LICENSES 26,486 26,400 26,400
69
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52046 RENTAL BUILDING REGISTRA 146,000 146,000
52050 OTHER LICENSES 20,000 20,000
52055 LONG TERM CARE LICENSES 93,900 112,400 112,400
52070 RESIDENT CARE HOME LICEN 500 500
52005 LICENSES 3,016,181 3,818,100 3,999,300 181,200
52075 PERMITS
52080 BUILDING PERMITS 4,476,925 2,740,000 2,500,000 (240,000)
52085 PLAN REVIEW 9,485 8,000 8,000
52090 PLUMBING PERMITS 151,770 150,000 135,000 (15,000)
52095 ELECTRICAL PERMITS 178,630 160,000 130,000 (30,000)
52105 SIGNS AND AWNING PERMITS 10,624 10,000 10,000
52110 OTHER/MISC PERMITS 422,059 325,000 445,000 120,000
52115 ELEVATOR PERMITS 59,425 45,000 50,000 5,000
52120 HEATING VENT. A/C PERMIT 560,669 260,000 210,000 (50,000)
52125 COMMERCIAL DRIVE. PERMIT 325
52126 RIGHT-OF WAY PERMIT 215,436 70,000 150,000 80,000
52130 RESIDENTS ANNUAL PRKG PE 110,671 212,000 155,000 (57,000)
52131 VISITOR PARKING PERMITS 13,152 14,300 14,300
52135 FIRE SUPRESSION/ALARM PE 150
52075 PERMITS 6,209,023 3,994,300 3,807,300 (187,000)
52140 FEES
52145 ANNUAL SIGN FEES 31,817 32,000 30,000 (2,000)
52155 PLAT PR.&SIGN APP HRG FE 2,339 400 1,500 1,100
52170 ALARM PANEL FRANCHISE FE 5,490
52175 NU/CENTEL EASEMENT 47,000 47,000 47,000
52180 CABLE FRANCHISE FEE 883,832 800,000 890,000 90,000
52185 NICOR FRANCHISE FEE 89,500
52186 SOLID WASTE FRANCHISE FE 170,000 170,000
52140 FEES 1,059,977 879,400 1,138,500 259,100
52000 LICENSES, PERMITS & FEES 10,285,181 8,691,800 8,945,100 253,300
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 3,572,381 3,547,500 3,400,000 (147,500)
52510 REGULAR FINES 251,814 200,000 250,000 50,000
52530 BOOT RELEASE FEE 87,450 95,900 87,500 (8,400)
52540 FIRE FALSE ALARM FINES 424,700 155,000 155,000
70
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52555 HOUSING CODE VIOL FINES 4,865 5,000 5,000
52560 PERMIT PENALTY FEES 8,974 15,000 15,000
52565 OUT OF SERVICE ALARMS 700
52570 ADMIN ADJUDICATION 131,412 120,000 150,000 30,000
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 177,962 208,000 194,000 (14,000)
52500 FINES AND FORFEITURES 4,660,257 4,341,400 4,256,500 (84,900)
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53020 TB NURSING SERVICES 4,900
53025 VD PROGRAM-SKOKIE 1,650
53045 HEALTH SVC. FEES-LAB WOR 80
53050 SANITATION CLASSES 9,790 11,000 11,000
53065 HOMELESS HEALTH CLINIC 30
53070 FAMILY PLANNING OUTREACH 197
53075 DENTAL CLINIC 111,692 126,000 126,000
53085 HEALTH CLINIC IMMUNIZATN 524
53095 HEALTH CLINIC-TB 942
53100 HEALTH CLINIC-LAB 2,615
53105 HEALTH FOOD ESTBLSMNT LI 165,578 162,000 173,000 11,000
53120 S.T.D.1,990
53135 DENTAL CHECK UP 6,295 8,000 8,000
53140 EMERGENCY DENTAL EXAM 100 200 200
53145 X-RAYS 40
53150 AMALGAM FILLING 100 100
53155 RESIN FILLING 4,500 5,600 4,500 (1,100)
53160 SEDATIVE FILLING 100 100
53165 EXTRACTION 160 500 500
53170 PULPOTOMY 520 1,500 1,500
53175 SEALANT OFFICE VISIT 435 600 600
53180 ADDITIONAL SEALANTS 120 100 100
53185 TEMPORARY FOOD LICENSE F 5,440 4,000 6,000 2,000
53190 FOOD DELIVERY VEHICLE 6,800 8,300 8,300
53195 SCAVENGER TRUCK 2,430 2,300 300 (2,000)
53200 BEV.SNACK VENDING MACHIN 24,674 27,800 28,000 200
53210 TOBACCO LICENSE 12,700 11,000 12,500 1,500
53211 BEEKEEPER LICENSE FEE 50
71
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53212 HOME DAY CARE LICENSE FE 5,500 5,500
53215 BIRTH CERTIFICATE 83,667 95,000 97,000 2,000
53220 DEATH CERTIFICATE-16.23 44,690 47,000 55,000 8,000
53230 FUNERAL DIRECTOR LICENSE 6,510 6,600 6,600
53235 TEMP FUNERAL DIREC LICEN 5,165 5,000 5,000
53005 HEALTH DEPT.- CHRGS FOR S 504,284 522,700 549,800 27,100
53240 PARKING - CHRGS FOR SVCS
53560 RECREATION - CHRGS FOR SV
53565 RECREATION PROGRAM CHARG 4,472,107 4,606,500 4,764,400 157,900
53566 RECREATION DEFERRED REVE 1,601
53569 Special Events Revenue 32,854 40,000 40,000
53560 RECREATION - CHRGS FOR SV 4,503,360 4,606,500 4,804,400 197,900
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53602 SWANCC RECYCLING INCENTI 100,000 150,000 50,000
53605 RECYCLING SERVICE CHARGE 1,161,049 1,692,400 1,692,400
53610 SANITATION SERV CHAR-PEN 19,613 10,000 15,000 5,000
53615 SANIT SPECIAL PICKUP FEE 64,645 80,000 80,000
53570 WATER, SEWER & RECYCLING 1,245,307 1,882,400 1,937,400 55,000
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 265 1,000 1,000
53640 SENIOR TAXI COUPON SALES 95,014 95,000 95,000
53650 STATE HIGHWAY MAINTENANC 182,410 135,000 111,000 (24,000)
53655 FIRE COST RECOVERY CHARG 29,475 10,000 10,000
53656 OTHER SERVICE CHARGES 1,944
53660 RECYCLING-MATERIAL SALES 1,435
53665 CONDO CONVERSION APP FEE 54,150 40,000 15,000 (25,000)
53666 HISTORIC PRESERVATION RE 8,000 4,000 (4,000)
53675 AMBULANCE SERVICE 846,037 875,000 925,000 50,000
53680 TOWING CHARGES 8,740
53685 POLICE REPORT FEES 17,968 16,000 16,000
53690 WOOD RECYCLING 26,425 14,000 20,000 6,000
53695 ZONING FEES 42,721 40,000 50,000 10,000
53700 FIRE REPORT FEES 1,104 1,300 1,500 200
72
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53705 FIRE BUILDING INSPECTION 5,950 6,000 6,000
53715 ALARM REGISTRATION FEE 137,030 110,000 110,000
53720 SKOKIE ANIMAL BOARD FEE 25 300 300
53725 BACKGR CHKS DAYCARE PROV 50
53736 NEW PAVEMENT DEGRADATION 50,000 50,000
53620 OTHER CHRGS FOR SVCS 1,433,262 1,351,600 1,414,800 63,200
53000 CHARGES FOR SERVICES 7,686,212 8,363,200 8,706,400 343,200
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 38,091 76,200 76,200
55035 FAMILY CASE MANGMNT GRAN 31,200
55040 DENTAL SEALANT GRANT 1,286 4,200 4,000 (200)
55075 SUMMER FOOD INSPECTIONS 600 400 400
55080 KID CARE AGREEMENT 71,736
55085 IL TOBACCO FREE COMMUNIT 22,522 25,600 25,000 (600)
55090 TITLE XX FAMILY PLANNING 12,905
55100 ACCESS TO CARE 3
55125 TEEN PREGNANCY PREV. GRN 45,918 60,600 60,600
55130 CHILDHOOD LEAD POISONING 587 1,000 1,000
55135 TEEN PARENT SERVICES PRO 29,500 36,100 34,700 (1,400)
55140 GENETIC EDUCATION GRANT 850
55145 PROSTATE CANCER AWARNESS 5,951 10,000 10,000
55146 OTHER STATE GRANT 16,572 18,700 20,500 1,800
55150 TANNING PARLOR INSPECTIO 100 100
55155 FAMILY CASE MGMT REIMB 121,574
55160 VIOL. CRIME VIC. ASST GR 20,767 24,700 24,700
55162 ICJIA GRANTS- VICTIM SER 47,000 75,000 28,000
55165 DISTRICT 65 DENTAL EDGRT 1,500 (1,500)
55170 FIRE DEPARTMENT TRAINING 17,612 10,000 9,000 (1,000)
55173 CRI GRANT -REVENUE (HHS)40,000 40,000
55174 PHEP GRANT-REVENUE (HHS)70,000 70,000
55185 STATE ALLOTMENT 117,569
55231 LEAD PAINT HAZARD GRANT 213,637 200,000 200,000
55245 LIBRARY STATE PER CAPITA 90,356 90,900 89,900 (1,000)
55015 STATE AID 824,011 407,000 741,100 334,100
73
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 177,549 136,700 8,500 (128,200)
55252 TEEN READERS THEATER GRA 143
55255 COMM AGING GRT-ADVOCATE 57,868 55,800 40,000 (15,800)
55265 FEMA 233,316 24,000 24,000
55266 NACCHO GRANT 121
55270 POLICE TRAINING 8,000 8,000 8,000
55275 HUD EMERG SHELTER GRANTS 104,286 88,900 91,900 3,000
55285 LAW ENFORCEMENT BLOCK GR 20,934 57,200 19,300 (37,900)
55290 OTHER FEDERAL AID 11,600 12,800 1,200
55250 FEDERAL AID 601,689 382,200 204,500 (177,700)
55000 INTERGOVERNMENTAL REVENUE 1,425,700 789,200 945,600 156,400
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 73,085 70,000 544,700 474,700
56010 PROPERTY SALES AND RENTAL 73,085 70,000 544,700 474,700
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 332 4,000 1,000 (3,000)
56030 DAMAGE TO CITY TRAFFIC S 21,307 20,000 20,000
56031 DAMAGE TO STREET LIGHTS 18,653 20,000 20,000
56040 DAMAGE TO OTHER CITY PRO 9,055 8,000 8,000
56015 REVENUE FROM DAMAGE TO CI 49,347 32,000 49,000 17,000
56045 MISCELLANEOUS REVENUE 66,496 270,700 101,017 (169,683)
56046 TAXICAB CLASS REVENUE 7,325 4,000 5,500 1,500
56045 MISCELLANEOUS REVENUE 73,821 274,700 106,517 (168,183)
56047 RESERVES
56048 TEEN BABY NURSERY PGM 41,000 41,000
56047 RESERVES 41,000 41,000
56061 BOND PREMIUM
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 209
56070 OVER AND SHORT 209
56105 PAYMENT IN LIEU OF TAXES 132,000 187,000 55,000
74
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
56106 FUND BALANCE APPLIED 4,536,100 (4,536,100)
56140 FEES AND MERCHANDISE SALE 5,671
56155 TRASH CART SALES 22,985 30,000 30,000
56175 PARKING PERMITS-RYAN FIEL 16,323 12,000 15,000 3,000
56195 UNRECONCILED JDE INTERFAC 768
56000 OTHER REVENUE 241,791 5,127,800 973,217 (4,154,583)
56500 INTEREST INCOME
56501 INVESTMENT INCOME 623,865 550,000 450,000 (100,000)
56500 INTEREST INCOME 623,865 550,000 450,000 (100,000)
57000 TRNSFR FROM OTHER FUNDS
57015 FROM MOTOR FUEL FUND 772,500
57020 FROM MOTOR FUEL FUND-S/M 772,500 772,500
57030 FROM COMM. DEVEL. FUND 900,572 856,000 856,000
57035 FROM HOME FUND 32,700 34,300 34,300
57040 FROM EMERGENCY TEL SYSTEM 126,000 126,000 126,000
57050 FROM ECON DEV FUND 390,000 390,000 690,000 300,000
57060 FROM HOUSING FUND 31,800 24,000 24,000
57065 FROM WASHINGTON NAT'L DS 144,800 151,900 151,900
57070 FROM HOW HARTREY DEBT SER 135,000 141,600 141,600
57075 FROM SW TIF DEBT SERVICE 23,000 24,100 24,100
57080 FROM DEBT SERVICE FUND 500,000 500,000
57085 FROM DOWNTOWN TIF DEBT SV 325,000 325,000 325,000
57096 FROM HOWARD RIDGE TIF 114,793 120,400 120,400
57097 FROM SHERMAN GARAGE 42,000 42,000
57100 FROM CAPITAL IMP. FUND 800,000 850,000 300,000 (550,000)
57110 FROM SPECIAL ASSMT. FUND 31,800
57130 FROM PARKING FUND 602,500 777,500 819,500
57135 FROM WATER FUND 162,300 162,300 162,300
57140 FROM WATER FUND-ROI 2,531,300 2,531,300 2,531,300
57145 FROM WATER FUND-ADMIN. EX 764,600 849,600 764,600 (85,000)
57160 FROM MAPLE AVE GARAGE FND 43,000
57165 FROM SEWER FUND 413,800 413,800 413,800
57000 TRNSFR FROM OTHER FUNDS 8,387,465 8,592,300 8,757,300 165,000
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 34,402 33,000 32,000 (1,000)
57510 NON-RESIDENT LIBRARY CARD 3,580 3,000 3,200 200
75
FISCAL YEAR -20102009
GENERAL FUND REVENUES
2009 - 102008 - 092007 - 08 2009 vs. 2010
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
57515 LIBRARY MATERIAL REPLACEM 20,925 21,000 21,000
57520 LIBRARY MATERIAL RESERVES 7,861 7,500 (7,500)
57525 LIBRARY MISC. REVENUES 2,629 1,000 1,500 500
57535 LIBRARY COPY MACH. CHG 20,710 27,000 35,000 8,000
57540 LIBRARY MEETING RM RENTAL 7,760 7,500 7,500
57545 NORTH BRANCH RENTAL INC 30,888
57500 LIBRARY-OTHER REVENUE 128,754 100,000 100,200 200
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 91,979,656 94,068,600 89,669,200 (4,399,400)
50000 REVENUES 91,979,656 94,068,600 89,669,200 (4,399,400)
76
City of Evanston
City Council
Three Year Fiscal History
$406,800$400,829
$455,500
$200,000
$275,000
$350,000
$425,000
$500,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
0.51%
City Council
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
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
77
City of Evanston
City Council
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
1300 - City Council 400,829 406,800 385,922 455,500
Total: $ 400,829 $ 406,800 $385,922 $455,500
Notes for Financial Summary
Performance Report on FY 2008-2009 Major Program Objectives
In January 2008, the City Council unanimously approved Evanston’s Lakefront Master Plan, which will provide a
blueprint for future renovation projects along Evanston’s lakefront.
The renovation of Fountain Square was completed in 2008 and a rededication ceremony held on June 14, Flag Day.
A transfer of jurisdiction agreement was signed between Evanston and the Illinois Department of Transportation,
paving the way for future reconstruction of Sheridan Road from South Boulevard to Isabella Street.
$800,000 in HOME funds have been reserved for affordable housing projects over the next 2 years to be used by
Evanston’s non profit housing organizations (CHDOs).
City Council approved a new rental unit registration fee.
Curfew was amended to begin an hour earlier, 10 pm on weekdays, and 11 pm on Fridays and Saturdays.
A Blue Ribbon Panel was formed to look at long-term solutions to City’s pension problems. Discussions on this topic
are ongoing.
Council appointed Assistant City Manager Rolanda B. Russell to position of Interim City Manager upon retirement of
City Manager.
Citizen’s Police Advisory Committee (CPAC) was formed with funding from the Office of Professional Standards.
A task force was formed to look at affordable housing and to draft a comprehensive plan to address this issue.
The City’s weapons ordinance was amended to conform to the U.S. Supreme Court decision and to better protect the
citizen’s of Evanston against unlawful gun use.
City Council initiated a discussion of Payments in Lieu of Taxes (PILOTs) with non-profit organizations.
A new Solid Waste Franchise Agreement mandates that all businesses and larger residential properties use the
waste hauler selected/licensed by the City.
“Bike-the-Ridge” special event was held to celebrate completion of the southern portion of the Ridge Avenue
rebuilding project.
Council approved Evanston’s Climate Action Plan (ECAP) which identifies strategies to reduce Evanston’s
greenhouse gas emissions to 7 percent below 1990 levels by 2012 as outlined in the US Mayors Climate Protection
Agreement.
A new Local Employment Program was approved requiring contractors to hire Evanston residents if certain
thresholds are met.
78
City of Evanston
City Council
Draft Downtown Plan was presented by the Plan Commission in November, 2008.
Council approved a Capital Improvement Program for FY2009-10 in the amount of $23,570,283.
2009-2010 Department Initiatives
• Continue to implement affordable housing strategies and provide foreclosure information and assistance
• Formulate long-term plan for Civic Center
• Develop economic development plan that captures the creative class and retains local businesses
• Pass a Downtown Plan
• Provide training for boards and commissions’ volunteers and staff
• Lead policy discussion on use of Payments in Lieu of Taxes (PILOTs) with non-profit organizations.
• Develop a plan for funding City’s pension obligations.
• Hire new City Manager
Approved Adjustments in 2009-2010 Budget
79
City of Evanston
City Council
1300 – 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.
FY 2009-2010 Objectives
• Continue economic revitalization of downtown and neighborhoods
• Provide direction on funding of City’s pension obligations
• Provide direction on the future of the Civic Center and Robert Crown Center
• Review the preservation ordinance and zoning ordinance in context of economic development
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of ordinances adopted 105 135 130
Number of resolutions adopted 70 71 73
Updated board, committee, commission rosters 2 4 2
Approved Adjustments in 2009-2010 Budget
80
CITY OF EVANSTON
CITY COUNCIL
1300
2008 -2009 2009 2010-
Appropriation Approved
1300 CITY COUNCIL
61010 REGULAR PAY 168,900 187,500
61510 HEALTH INSURANCE 101,700 116,300
61615 LIFE INSURANCE 1,100 1,100
61710 IMRF 12,700 15,400
61725 SOCIAL SECURITY 10,400 10,700
61730 MEDICARE 2,400 2,500
62206 TV BROADCASTING 5,000 5,000
62210 PRINTING 1,000 600
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 200
62285 COURIER CHARGES 5,000 5,000
62295 TRAINING & TRAVEL 9,000 9,000
62360 MEMBERSHIP DUES 40,000 40,000
62370 EXPENSE ALLOWANCE 100 100
62380 COPY MACHINE CHARGES 2,500 2,500
62456 OUTSIDE MAIL SERVICES 20,000 20,000
62458 OUTSIDE COPY SERVICES 20,000 20,000
62490 OTHER PROGRAM COSTS 8,000
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65025 FOOD 4,500 4,500
65095 OFFICE SUPPLIES 1,000 1,000
66062 SISTER CITY FUNDING 5,000
1300 CITY COUNCIL 406,800 455,500
81
City of Evanston
City Clerk
Three Year Fiscal History
$190,200 $172,500$186,998
$0
$50,000
$100,000
$150,000
$200,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
0.19%
City Clerk
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2009-2010
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
82
City of Evanston
City Clerk’s Office
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
1400 – City Clerk’s Office 186,998 190,200 207,808 172,500
Total Expenditures: $186,998 $190,200 $207,808 $172,500
Revenues:
56045 – International Codes 11,319 13,500 11,200 9,000
56045 – City Codes/Zoning Codes 550 1,000 1,000 1,500
56045 – Landlord/Tenant Ordinances 528 500 575 500
56045 – Maps 357 500 400 400
56045 – Miscellaneous 309 400 500 500
56045 – Model Lease Forms 711 1,100 1,000 1,000
53710 – Passport Applications 0 0 0 0
56045 – Photocopying 760 550 650 600
56045 – Planning/Preservation Booklets 205 200 200 200
Total Revenues: $14,739 $17,750 $15,525 $13,700
Notes for Financial Summary
Performance Report on FY 2008-2009 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.
• The City Clerk’s office participated in the November 4, 2008 Presidential General Election by arranging for the
early voting site at the Civic Center and facilitated voting absentee by mail. The clerk worked with the Cook
County Election Department to find accessible polling places in Evanston.
2009-2010 Department Initiatives
• The City Clerk's Office will compile a packet of materials for use by those wishing to run for municipal offices in
April 7, 2009 and make that available well in advance of the filing period. The office will facilitate voting by
registering people to vote, arranging for an early voting site at the Civic Center in room 1700, 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 7, 2009 in Evanston.
• The City Clerk’s office will track the number of notary public requests made.
83
City of Evanston
City Clerk
1400 – City Clerk
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.
The City Clerk's Office provides the following services:
• Collects the real estate transfer tax and issues exemptions from the tax;
• Provides administrative and clerical services associated with appointed boards, committees, and
commissions of the City;
• Issues Temporary 90-day placards to disabled residents;
• Coordinates Freedom of Information requests;
• Prepares and publishes the official municipal directory and annual calendar of meetings;
• Updates meeting changes on the web calendar;
• Maintains the municipal library;
• Assists citizens with information, directions, and referrals;
• Sells publications, including City maps, and distributes community information to new residents;
• Provides notary services to staff and citizens.
• Performs ombudsman services to citizens;
• Receives lawsuits in which the City is named;
• Signs general obligation and revenue bonds and processes all surety bonds; and
• Certifies residency for retirees who worked in foreign countries.
FY 2009-2010 Objectives
Work with Cook County Department of Elections in order to hold fair and impartial elections by coordinating the
following in Evanston:
• Coordinate voter registration activity within the community with the League of Women Voters
• In 2008, accepted Candidate Petitions for election of Mayor, Aldermen, City Clerk, Township Supervisor, and
Township Assessor. The Consolidated Election will be held on April 7, 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Voters registered 350 1,223 1,555
Early voters 2,115 9,045 8,000
Real Estate Transfer Tax transactions 1,618 917 1,300
Exemptions from Real Estate Transfer Tax 650 495 700
Disabled parking placards 190 162 180
Yearly calendar of scheduled meetings distributed 80 80 80
Passport applications 356 0 0
FOIA requests 370 345 425
Approved Adjustments in 2009-2010 Budget
84
CITY OF EVANSTON
CITY CLERK
1400
2008 -2009 2009 2010-
Appropriation Approved
1400 CITY CLERK
61010 REGULAR PAY 105,600 101,100
61050 PERMANENT PART-TIME 5,300
61055 TEMPORARY EMPLOYEES 6,800 6,800
61210 LONGEVITY 1,000 1,200
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 300 300
61710 IMRF 8,000 9,100
61725 SOCIAL SECURITY 7,300 6,800
61730 MEDICARE 1,700 1,600
62210 PRINTING 400 3,200
62235 OFFICE EQUIPMENT MAINT 900 400
62275 POSTAGE CHARGEBACKS 900 700
62280 OVERNIGHT MAIL CHARGES 200
62295 TRAINING & TRAVEL 1,600 1,100
62315 POSTAGE 300 100
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,000 2,000
62457 CODIFICATION SERVICES 13,000 10,000
62509 SERVICE AGREEMENTS / CONTRACTS 800 300
65010 BOOKS, PUBLICATIONS, MAPS 1,200 300
65080 MERCHANDISE FOR RESALE 13,000 5,000
65095 OFFICE SUPPLIES 1,000 1,000
65175 ELECTION SUPPLIES 100 100
1400 CITY CLERK 190,200 172,500
85
City of Evanston
City Manager’s Office
Three Year Fiscal History
$5,381,200
$5,876,499
$4,964,500
$4,500,000
$5,250,000
$6,000,000
2007/08 2008/09 2009/10
Actual Budget Approved
Expenditures as a % of 2009 General
Fund Budget
5.54%
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
City Manager
Full-Time Regular City Manager 1.00
Full-Time Regular Assistant City Manager 2.00
Full-Time Regular Assistant to the City Manager 1.00
Full-Time Regular Executive Assistant 1.70
Full-Time Regular Executive Secretary (non Dept. Head) 0.50
Full-Time Regular Administrative Coordinator 1.00
1505 Total 7.20
Public Information
Full-Time Regular Community Information Coordinator 1.00
1510 Total 1.00
Information Systems
Full-Time Regular Information Systems Manager 1.00
Full-Time Regular Assistant System Administrator 0.50
Full-Time Regular Application Architect 1.00
Full-Time Regular Network Administrator 2.00
Full-Time Regular Operations Coordinator 1.00
Full-Time Regular Systems Programmer 1.00
Full-Time Regular Tech Support Specialist I 3.00
Full-Time Regular Tech Support Specialist II 2.00
Full-Time Regular Web Developer 1.00
1555 Total 12.50
86
City of Evanston
City Manager’s Office
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Geographic Information Systems
Full-Time Regular GIS Analyst 2.00
Full-Time Regular GIS Manager 1.00
1560 Total 3.00
BIS Performance Management
Full-Time Regular IS Trainer 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Project Manager 2.00
1565 Total 4.00
City Manager's Office Total 27.70
7
87
City of Evanston
City Manager’s Office
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Approved
Expenditures:
1505 – City Manger’s Office 980,721 998,500 875,420 902,700
1510 – Public Information 453,808 524,000 493,114 526,300
1515 – Farmer’s Market 22,314 0 0 0
1520 – Office of Emergency Preparedness 256,829 77,100 93,434 0
1525 - Miscellaneous Business Operations 209,549 355,000 24,385 395,000
1530 – Youth Engagement Division 48,994 113,200 78,643 0
1535 – Sustainability Grant 62,117 79,100 78,420 0
1540 - Summer Youth Employment 296,283 0 0 0
1545 – Human Relations Division 278,640 0 0 0
1550 – BIS Performance & Technology 324,785 174,200 105,250 38,000
1555 – Information Systems 2,349,731 2,425,100 2,171,500 2,357,600
1560 – Geographic Information Systems 322,066 331,900 325,458 332,300
1565 – BIS Performance Management 270,662 303,100 413,742 412,600
Total Expenditures: $ 5,876,499 $ 5,381,200 4,659,366 4,964,500
Revenues:
51595- Liquor Sales Tax 1,750,381 1,927,000 1,971,618 2,040,000
52040- Annual Liquor License 452,216 345,100 313,959 437,900
52041- One-Day Liquor License 2,075
Total Revenues $2,202,597 $2,272,100 $2,287,652 $2,477,900
Notes for Financial Summary
• The CMO Budget will change in FY09-10 due in part to the transfer of certain staff responsibilities
to better align overall City operations.
o The Office of Emergency Preparedness has been transferred to the Fire Department,
which will place this responsibility more appropriately with the City’s essential first-
responders in emergency medical and fire prevention services.
o The Youth Engagement Division will transfer to the Health and Human Services
Department, which will better align this service with the support offered through HHS to
“help all vulnerable residents access all City programs and services.” The Human
Relations Commission and the Summer Youth Employment Program in HHS work
closely with the Youth Engagement Division.
o With Council acceptance of the Climate Action Plan and several successful grants, the
Sustainability Coordinator will transfer to the Department of Public Works. This move will
enable the City to further increase recycling and reduce solid waste output to landfills, to
lower our energy costs through lighting upgrades, to right-size and green our city fleets,
and to reduce single-occupant driving through the City's Multi-Modal Transportation Plan.
• The Liquor and Special Projects Coordinator has been added to the CMO staff, enabling a close
working relationship with the Mayor’s office with regards to the Mayor’s responsibilities as Liquor
Commissioner.
• With retirements and reorganization of staff, the CMO has changed dramatically over the past 2
years. The FY09-10 budgeted staff maintains positions for a new City Manager and Public
Information Officer, and 2 Assistant City Managers as were budgeted in 2008-09.
88
City of Evanston
City Manager’s Office
Performance Report on FY 2008-2009 Major Program Objectives
• Staff continues to work toward the goals and objectives of the City’s Strategic Plan.
• Staff continues to evaluate customer relationship management systems that would include both
aldermanic and citizen requests in order to provide greater accountability and timeliness in
responding to such requests.
• As retirements have been announced, the CMO has taken the opportunity to reassign responsibilities
and improve operational efficiencies through alignment of services with departments, while achieving
significant budgetary savings.
• Efforts have begun, through the creation of a business improvement process which will enable the
organization to move toward higher performance and continuous improvement as part of the overall
culture.
• Leadership development training has begun including all levels of the organization, to build a strong
base of new leadership and to encourage the many new managers and department heads. As a new
executive team is formed in 2009, more team-building and leadership training will occur.
2009-2010 Department Initiatives
1. Implement “paperless” agenda process to include Council utilization of laptop computers for meetings
and routine communications.
2. Initiate city-wide recognition for staff members who provide excellent customer service
3. Review organizational structure and implement strategic and operational improvements as needed.
4. Coordinate leadership development with a focus on team-building.
5. Implement online BASSET training program.
6. Develop a system for more effective and timely response to aldermanic requests, citizen inquiries,
and police service requests.
7. Maintain City financial reserves through the quarterly reporting of actual revenue and expenses
against budget and adjusting operations to match economic conditions.
89
City of Evanston
City Manager’s Office
1505 – 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 Manager's Office staffs the Liquor Commission. Additionally, the office staffs the Council Rules Committee, and
works with the committee to coordinate lobbying efforts. The office also responds to a wide variety of general
inquiries.
FY 2009-2010 Objectives
• Continue implementation of the City's Strategic Plan
• Refine and streamline the agenda process, including implementation of "paperless" agenda process
• Continue to coordinate efforts to improve customer service throughout the organization
• Implement strategic and operational improvements as needed
• Coordinate efforts to move the organization toward higher performance and continuous improvement
• Respond more effectively to aldermanic requests, citizen inquiries, and police service requests.
• Continue alcohol awareness education by implementation of online BASSET training program.
• Maintain City financial reserves through the quarterly reporting of actual revenue and expenses against budget
and adjusting operations to match economic conditions.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Estimated
2009-2010
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
Liquor Licenses 96 100 110
Approved Adjustments in 2009-2010 Budget
90
CITY OF EVANSTON
CITY MANAGER
1505
2008 -2009 2009 2010-
Appropriation Approved
1505 CITY MANAGER
61010 REGULAR PAY 757,700 659,100
61210 LONGEVITY 3,200 5,200
61510 HEALTH INSURANCE 72,700 76,100
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 18,400 18,400
61710 IMRF 56,800 55,600
61725 SOCIAL SECURITY 46,600 42,200
61730 MEDICARE 10,900 9,800
62210 PRINTING 500 600
62275 POSTAGE CHARGEBACKS 500 800
62280 OVERNIGHT MAIL CHARGES 100 200
62285 COURIER CHARGES 200 100
62295 TRAINING & TRAVEL 14,400 14,400
62360 MEMBERSHIP DUES 10,000 10,000
62458 OUTSIDE COPY SERVICES 3,000 500
64540 TELECOMMUNICATIONS - WIRELESS 700 4,800
65010 BOOKS, PUBLICATIONS, MAPS 600 2,500
65095 OFFICE SUPPLIES 1,500 1,700
1505 CITY MANAGER 998,500 902,700
91
City of Evanston
City Manager’s Office
1510 – Public Information
Description of Major Activities
The City Manager's Office of Community Information provides information to the community on a broad range of
programs, services, issues, and policies through publication of the City Newsletter, the City website, and other media.
The Community Information Coordinator prepares press releases, creates brochures and other informational
materials, and organizes educational efforts to better inform community members and present a unified and cohesive
look to all departments and services.
The Coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the
coordinator plans and conducts public relations programs, activities, and special events designed to create, improve
and maintain a favorable public image for the City.
The Coordinator works daily with the City's web site to confirm that all information is timely, to determine the priority
and presentation of content, and to assist department staff in creating more copy when necessary. The coordinator
works closely with the Information Systems web developer and programming staff to create appropriate web pages
and interactive programs to improve community communications.
The "City Beat" employee newsletter is produced monthly by this office to improve internal communications, educate
employees on programs and policies, and increase morale.
The Public Information Office also manages operations of the City-owned radio station on a daily basis.
Community Information staff also serves as liaison between the City and the cable operator, tracking and monitoring
cable consumer complaints. Staff also serves as administrator of the public-access service contract between the City
and the Evanston Community Media Center. Live cablecasts are provided for all City Council meetings and various
committee meetings, hearings, or presentations. For a cost and by request, videotaped copies of these meetings are
provided to residents. Staffing support is also available to departments engaged in video production. Routine and
emergency public-information broadcasts are programmed and transmitted on the City cable channel.
FY 2009-2010 Objectives
• Create brochure for new residents to accompany City/Chamber New Resident packages.
• Complete communication plan that will direct the activities of the Community Information Office.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Highlights newsletter 4 4 4
CityBeat newsletter 10 8 6
Electronic newsletter and updates 40 40 40
Consumer cable complaints monitored per month 5 5 5
Cablecast meetings broadcast per year 48 48 48
Videotape copies of public meetings 15 15 4
Approved Adjustments in 2009-2010 Budget
92
CITY OF EVANSTON
PUBLIC INFORMATION
1510
2008 -2009 2009 2010-
Appropriation Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 79,800 81,700
61510 HEALTH INSURANCE 9,300 10,600
61615 LIFE INSURANCE 100 100
61710 IMRF 6,000 6,900
61725 SOCIAL SECURITY 4,900 5,200
61730 MEDICARE 1,200 1,200
62210 PRINTING 32,000 32,000
62275 POSTAGE CHARGEBACKS 500 500
62315 POSTAGE 21,000 21,000
62360 MEMBERSHIP DUES 400 1,000
62380 COPY MACHINE CHARGES 1,500 1,500
62458 OUTSIDE COPY SERVICES 9,000 9,000
62506 WORK-STUDY 1,000 1,000
62665 CONTRIB TO OTHER AGENCIES 353,000 353,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 4,200 1,500
1510 PUBLIC INFORMATION 524,000 526,300
93
City of Evanston
Business and Information Services
1525 – Miscellaneous Business Operations
Description of Major Activities
The Miscellaneous Business Operations element provides funds for purposes unanticipated at the time of budget adoption.
For example, this unit may be used to fund unanticipated salary adjustments for City employees or for other purposes in which
it may become necessary to appropriate funds mid-year. In addition, over expenditures or over estimation of revenues within
the General Fund are balanced through the use of these funds.
Approved Adjustments in 2009-2010 Budget
94
CITY OF EVANSTON
MISC. BUSINESS OPERATIONS
1525
2008 -2009 2009 2010-
Appropriation Approved
1525 MISC. BUSINESS OPERATIONS
62180 STUDIES 100,000 100,000
62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 90,000
66060 KEEP EVANSTON BEAUTIFUL 5,000 5,000
68205 CONTINGENCIES 200,000 200,000
1525 MISC. BUSINESS OPERATIONS 355,000 395,000
95
City of Evanston
Business Performance and Technology Division
1550 – Business Performance and Technology Administration
Description of Major Activities
The Business Performance and Technology Division (BPAT) is responsible for the successful implementation and
support of all major business process improvement and technology initiatives undertaken by the City. It consists of
three business units:
• Information Systems;
• Geographic Information Systems;
• Project Management.
Information techology and project management affect every aspect of the City’s delivery of services. Our internal and
external customers expect and deserve open access to all City services in a customer-centric, secure, and reliable
fashion.
To accomplish this, we need systems and business practices that are rigorously assessed, streamlined as necessary,
and measured regularly. This can be accomplished by strategically implementing a shared vision for technology
deployment and business process improvement that will advance the City’s overall goals and objectives.
In February 2007, BPAT folded this shared vision – along with a mission, values, goals, and objectives – into the
City’s first Business Peformance and Technology Strategic Plan. The purpose of this Plan was to establish the
roadmap and framework required to fully utilize information technology and performance management in pursuit of
the City’s overall vision to become the “most livable city in America.”
In pursuit of the goals and objectives in the BPAT Strategic Plan, Division staff commit themselves to the following
vision and mission:
VISION – We will be our customers’ trusted partner and the premier provider of business
performance and technology services.
MISSION – We will provide responsive and valued business performance and technology services
that are innovative and cost-effective.
The Business Performance and Technology Strategic Plan will continue to evolve as the needs of our internal and
external customers change.
FY 2009-2010 Objectives
• Continue the implementation of the BPAT Strategic Plan and make adjustments to the plan as needed
through engagement with departments
• Focus on improving technology infrastructure including redundancy, reliability and security rather than
application implementation.
• Continue to develop strong partnerships with other City departments and ensure that BPAT is doing
everything it can to help them achieve their goals and objectives
• Expand the opportunities for citizens to interact with the City in an electronic fashion (e.g., pay parking
tickets online; apply for jobs online; and enter service requests online)
• Expand the functional offering of the City’s internal and external websites and make the websites the “hub”
for citizen and employee interaction with each other and with the City
• Focus on deployment of video surveillance solutions for public safety monitoring
• Continue to improve internal customer service in the areas of computer help desk, application development,
network administration, web development, application implementation, training, mapping, business process
improvement, and performance measurement
• Continue to measure and improve our performance through our annual survey.
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City of Evanston
Business Performance and Technology Division
1550 – Business Performance and Technology Administration
2009-2010 Performance Initiatives
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of projects completed 47 55 62
Number of uncompleted projects in the BPAT Project
Tracking System
NA 235 250
Performance Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of employees rating the
Professionalism of BPAT staff as “very good” or
“good.” (Data source: Internal Service Survey)
87.8% 90% 90%
2. Percentage of employees rating the Timeliness
of BPAT service as “very good” or “good.” (Data
source: Internal Service Survey)
76.8% 70% 70%
3. Percentage of employees rating the Quality of
BPAT service as “very good” or “good.” (Data
source: Internal Service Survey)
84.6% 85% 85%
4. Percentage of employees rating overall
satisfaction of BPAT service as “very good” or
“good.” (Data source: Internal Service Survey)
82.4% 85% 85%
Comment: 2009-2010 data reflect employees
indicating that they used BPAT services during 2007.
Data was collected through the February 2008 Internal
Service Survey. 2008-2009 data will be collected in
December 2008.
4. Number of Service Desk requests received.
(Data source: Department Data)
4,319 5,600 5,600
Comment: Data collected through the BPAT Service
Desk software.
Approved Adjustments in 2009-2010 Budget
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CITY OF EVANSTON
BIS PERFORMANCE & TECHNOLGY
1550
2008 -2009 2009 2010-
Appropriation Approved
1550 BIS PERFORMANCE & TECHNOLGY
61010 REGULAR PAY 129,500
61055 TEMPORARY EMPLOYEES 2,500 11,900
61510 HEALTH INSURANCE 9,300
61710 IMRF 9,700
61725 SOCIAL SECURITY 8,100
61730 MEDICARE 1,900
62185 OTHER CONSULTING SERVICES 5,000 2,000
62210 PRINTING 500 500
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 3,000 21,300
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 1,000 100
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 1,500 500
65555 PERSONAL COMPUTER EQUIPMENT 500
1550 BIS PERFORMANCE & TECHNOLGY 174,200 38,000
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City of Evanston
Business Performance and Technology Division
1555 – Information Systems
Description of Major Activities
Information Systems (IS) exists to provide state-of-the-art technology products and services to our internal and external
customers. Services include:
• Desktop and Handheld Services. Support for personal computers, laptops, and handheld devices. Support for
all applications operating on these devices including the Microsoft Office suite of applications.
• Web Services. Hosting, design, and deployment of the City of Evanston’s external and internal web sites.
• Application Development Services. Internal application design and development for systems that cannot be
readily purchased as off-the-shelf products.
• Telecommunication Services. Responsibility for all land based telephones, telephone switches, call
accounting, and voice mail. The management of all commercial voice communications carrier services, Internet
services, and Internet Service Providers.
• Architecture and Infrastructure Services. Management of the wired and wireless computer networks
including the City’s local and wide area fiber network connecting all facilities. This includes the databases,
firewalls, security services, application file servers, and print servers that are on the network.
• Training Services. Citywide technology training on applications such as Microsoft Word, Excel, PowerPoint,
and Outlook.
FY 2009-2010 Objectives
The goals and objectives for I Information Systems Division are detailed in the Business Performance and Technology
Division’s Strategic Plan Specifically for FY 2009-2010 IS division intends to focus on the following initiatives:
• Infrastructure updating and shifting the City computer infrastructure to architectures that are more reliable and
affordable. This includes Network management tools that pertain to the operation, administration, maintenance,
and provisioning of networked systems.
• Complete the migration from our traditional phone system to less costly and more effective network enabled
phones (VoIP).
• Implementation of a new internal web portal for employees;
• Improvement of disaster recovery and failover mechanisms and procedures;
• Support large-scale technology-based application initiatives such as an IRIS upgrade, mobile computing, video
surveillance, E911 Mobile Data Brower, and vehicle laptops,
• Expand opportunities for computer virtualization that reduces costs while improving efficiency, availability,
flexibility, and manageability of the City’s infrastructure.
• Improve and monitor technology security
• Assist the Police Department in implementing a video surveillance solutions for public safety monitoring
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City of Evanston
Business Performance and Technology Division
1555 – Information Systems
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
BASE SUPPORT
Number of employees with logon privileges 987 1000 1020
Number of personal computers supported 663 690 710
Number of locations supported 20 20 20
Number of application and network servers supported 96 100 100
Number of printers supported 428 415 410
Number of telephone users supported 919 919 919
WEB STATISTICS
WEB site average number of daily visitors 2167 2500 2500
WEB site annual unique visitors 441,603 500,000 500,000
SERVICE DESK REQUESTS
Requests per year 4,319 5,600 5,600
Average days to close a request 6.3 Days 10 Days 10 Days
Percent of requests resolved within two days 63.7% 50% 50%
Percent of requests resolved within five days 73.2% 65% 65%
Percent open after five days 26.8% 35% 35%
Approved Adjustments in 2009-2010 Budget
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CITY OF EVANSTON
INFORMATION SYSTEMS
1555
2008 -2009 2009 2010-
Appropriation Approved
1555 INFORMATION SYSTEMS
61010 REGULAR PAY 1,040,400 986,400
61050 PERMANENT PART-TIME 40,500 39,900
61210 LONGEVITY 4,600 3,300
61510 HEALTH INSURANCE 111,000 126,900
61710 IMRF 78,700 85,900
61725 SOCIAL SECURITY 67,000 65,000
61730 MEDICARE 15,700 15,200
62175 IS SERVICES 50,000 91,900
62250 COMPUTER EQUIPMENT MAINT 92,700 54,000
62305 RENTAL OF AUTO-FLEET SER 6,600 4,600
62340 COMPTER LICENSE & SUPP 461,000 475,700
62341 INTERNET SOLUTION PROVIDERS 6,100 15,800
62360 MEMBERSHIP DUES 1,000 600
64505 TELECOMMUNICATIONS - CARRIER L 146,500 101,000
64510 TELECOMMUNICATIONS EQUIPMENT 14,600 13,600
64515 TELECOMMUNICATIONS EQUIPMENT M 6,200 3,200
64540 TELECOMMUNICATIONS - WIRELESS 43,300 28,500
64545 PERSONAL COMPUTER SOFTWARE 9,900 7,900
65095 OFFICE SUPPLIES 56,000 61,000
65555 PERSONAL COMPUTER EQUIPMENT 140,000 140,000
65605 PBX (LICENSE & SUPPORT FEES)9,300 10,300
65615 WAN CONNECTIONS/LINE CHARGES 24,000 26,900
1555 INFORMATION SYSTEMS 2,425,100 2,357,600
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City of Evanston
Business Performance and Technology Division
1560 – Geographic Information System Division
Description of Major Activities
Geographic Information Systems (GIS) exists to provide map-based services to internal and external customers.
Evanston's GIS application is used for capturing, managing, and analyzing spatial data and associated attributes. GIS
was created to offer a better way to organize, view and analyze data elements about Evanston such as addresses,
crimes, tax parcels, buildings, streets, water meters, parks, political boundaries, etc. Currently, Evanston's GIS is
comprised of over 600 layers of information which are maintained, studied, and analyzed together in a visual context.
The goal of Evanston's GIS division is to make this information easily available to all employees and residents. The
ability to view and analyze this information allows people to be more informed, more efficient, and to make better
decisions.
GIS provides many services to City of Evanston departments and residents including:
• Mapping. Includes maps in the form of black & white or full color cartography in a variety of sizes ranging
from 8.5” x 11” sheets up to 42” wide large format plots. Our many standard maps are available as free PDF
downloads on the City’s web site or in the City Clerk’s office for a nominal fee. Custom maps are produced
on an “as needed” basis.
• Web Mapping. Includes the design and administration of the City of Evanston’s external and internal web
mapping applications. Popular examples include the parcel browser and the “About My Place” property
information lookup service.
• Data Analysis. Includes proximity buffering, demographics study using Census Bureau data, density
mapping to find “hot spots”, 3D modeling and network routing.
• Data Creation and Maintenance. On the underlying GIS data, such as parcels and addresses that serve as
the base for all analysis and cartography, are ongoing tasks. Data are also created as needed for specific
projects.
• Systems Integration. Involves adding GIS components or data to existing or new enterprise software.
• Training, Support on Web and Desktop GIS Applications. Depending on the scope of the associated
project, training may be conducted in-house by GIS staff or offsite by specialized trainers.
FY 2009-2010 Objectives
The goals and objectives for GIS are detailed in the Business Performance and Technology Division’s Strategic Plan
Specifically for FY 2008-2009, GIS intends to focus on the following initiatives:
• Increase exposure and knowledge of GIS services by producing a local cable access program
showcasing our GIS offerings
• Implement a solution that allows for crew leaders to enter work order data directly into the
Cityworks\GIS system
• Implement geodatabase archiving that will allow for on-the-fly historical views of Evanston’s GIS
• Upgrade E911 mapping software to use Enterprise ArcGIS server technologies
• Utilize GIS to analyze water main replacements needs and determine areas most prone to
failures
• Implement a web-based geocoder and address list creator that can be used across the City
• Design a City transportation system geodatabase that integrates streets, public transit, parking
regulations, street cleaning, snow plowing, etc. in a form that can be accessed by internal users
and the public
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City of Evanston
Business Performance and Technology Division
1560 – Geographic Information System Division
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual*
2009-2010
Projected
BPAT Service Desk Requests - Average Days to Close NA 12.96 11
BPAT Service Desk Requests NA 534 550
* based on first six months of FY 2008-2009
Ongoing Performance Measures
2006 Survey 2007 Survey 2008 Survey
Projected
Percent of survey participants that are “Very Interested”
of “Interested” in GIS training
50% NA NA
Percent of survey participants that rated GIS web
mapping services as “Good” or “Very Good”
92.2% 93.2% 94%
Percent of survey participants that rated GIS paper
map services as “Good” or “Very Good”
92.2% 91.5% 94%
Note: surveys are conducted in December and results are not received till the following year
Approved Adjustments in 2009-2010 Budget
103
CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYS.
1560
2008 -2009 2009 2010-
Appropriation Approved
1560 GEOGRAPHIC INFORMATION SYS.
61010 REGULAR PAY 223,300 228,800
61210 LONGEVITY 3,100 1,500
61510 HEALTH INSURANCE 27,800 31,700
61710 IMRF 19,200 19,300
61725 SOCIAL SECURITY 14,800 14,500
61730 MEDICARE 3,500 3,400
62210 PRINTING 800 400
62250 COMPUTER EQUIPMENT MAINT 3,000 1,800
62295 TRAINING & TRAVEL 1,000 1,100
62340 COMPTER LICENSE & SUPP 26,700 25,500
62360 MEMBERSHIP DUES 200 200
62500 TECHNICAL INFORMATION SERVICES 5,000
64545 PERSONAL COMPUTER SOFTWARE 2,000 2,500
65095 OFFICE SUPPLIES 1,500 1,600
1560 GEOGRAPHIC INFORMATION SYS.331,900 332,300
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City of Evanston
Business Performance and Technology Division
1565 – Project Management
Description of Major Activities
The Project Management Division is responsible for identifying and implementing ways in which the City of Evanston
can conduct business more effectively and efficiently. With an eye on improving the citizen experience and ensuring
that City resources are used in the most effective manner possible, PM staff conduct business process improvement
initiatives for City departments and deploy new technology where and when necessary. Services include:
Consulting and Planning
• Consult with departments on ways to use information technology to improve business processes
• Identify new technologies to allow staff to be more productive/effective
• Evaluate software products and make purchasing recommendations
• Manage the application procurement process from Request for Proposal development through contract
negotiations
• Stay abreast of current and emerging packaged applications and be an information resource for City
departments
Project Management
• Provide project management in the implementation of new systems and applications
• Function as liaison between end user departments and Information Services when implementing new
technology
• Manage vendor relationships during and after application implementations
Business Process Improvement (BPI)
• Educate departments on the BPI methodology and encourage participation in the process
• Identify opportunities for making business processes more efficient and for improving internal and external
customer service
• Analyze the costs and benefits of business process improvement initiatives
• Develop and execute plans for making improvements
• Monitor progress and quantify the benefits of each improvement
Functional Business Applications Support
• Provide support for some end-user applications (e.g., IRIS and BES)
• Work with application vendors to resolve end-user issues
• Analyze call trends and identify areas for increase training and knowledge transfer
• Create training documentation and facilitate end-user application training
• Provide application-specific services in support of teaching and learning
FY 2009-2010 Objectives
The goals and objectives for PM are detailed in the Business Performance and Technology Division’s Strategic Plan.
Specifically for FY 2009-2010, PM intends to focus on the following initiatives:
• Use standard business process improvement techniques to improve customer service and
streamline inefficient and costly business functions.
• Manage implementation of large-scale technology-based projects including:
• Automated workflow system for managing and routing incoming service requests from
citizens.
• Property Standards and Citizen Access portions of Community Development’s permitting and
licensing application (PAL).
• New water utility billing system (AQUAS).
• New internal and external camera system for the Police Department.
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City of Evanston
Business Performance and Technology Division
1565 – Project Management
• Complete implementation of upgrade of the city’s financial system (IRIS) and related city-wide
training initiative.
• Work with departments to expand and maximize the use of existing applications such as PAL and
IRIS by adding new functionality or streamlining existing functionality.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of PM Division-led technology and BPI projects completed 9 25 30
Number of active PM Division-led technology and BPI projects 31 52 50
Number of help desk calls per year pertaining to packaged applications 155 700 425
Number of employees trained in the use of packaged applications 719 475 650
Number of users trained in computer concepts and Word 22 50 100
Number of user trained in Excel 41 50 150
Number of users trained in Email, Outlook and Internet 53 75 100
Number of users trained in other business applications 603 300 300
Approved Adjustments in 2009-2010 Budget
106
CITY OF EVANSTON
BIS PERFORMANCE MGMNT
1565
2008 -2009 2009 2010-
Appropriation Approved
1565 BIS PERFORMANCE MGMNT
61010 REGULAR PAY 239,100 314,400
61510 HEALTH INSURANCE 27,800 42,200
61710 IMRF 18,000 26,800
61725 SOCIAL SECURITY 14,800 20,000
61730 MEDICARE 3,400 4,600
62341 INTERNET SOLUTION PROVIDERS 1,900
62360 MEMBERSHIP DUES 1,200
65010 BOOKS, PUBLICATIONS, MAPS 500
65095 OFFICE SUPPLIES 1,000
1565 BIS PERFORMANCE MGMNT 303,100 412,600
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City of Evanston
Legal Department
Three Year Fiscal History
$773,700
$698,800
$738,624
$650,000
$700,000
$750,000
$800,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
0.78%
Legal
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2009-2010
Position FTE
Legal Administration
Full-Time Regular Asst Corporation Counsel 1.00
Full-Time Regular Exec Secretary (to Dept. Head) 2.00
Full-Time Regular First Asst Corp Counsel 1.00
Full-Time Regular Staff Attorney 2.00
1705 Total 6.00
Legal Department Total 6.00
108
City of Evanston
Legal Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
1705 – Legal Administration 738,624 773,700 673,548 698,800
Total Expenditures: $738,624 $773,700 $673,548 $698,800
Revenues:
56015 – Damage to City Property 40,775 32,000 46,302 49,000
Total Revenues: $40,775 $32,000 $46,302 $49,000
Notes for Financial Summary
FY 2009-10 budget includes a 1.0 FTE reduction.
Performance Report on FY 2008-2009 Major Program Objectives
• Completed legal training and management development for the Legal Department staff attorneys and continued
involvement of Assistant Corporation Council in Illinois Municipal League Home Rule Attorney Committee and
the Northwest Municipal Conference Attorney Committee.
• Completed report and participation in accomplishing Strategic Plan Goal #9 for 2008-09.
• 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.
2009-2010 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 2009-10.
• Represent City in EEOC and Department of Human Rights complaints.
• Develop and implement intellectual property infringement policies, procedures and training programs for various
City departments.
• Draft election opinions as requested and serve as counsel for the Electoral Board when Board is convened for
contested issues.
• Oversee the performance of outside counsel to ensure effectiveness and budget compliance.
2009-2010 Performance Initiatives
Performance Measure
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of employees rating the Professionalism of Law
Department staff as “very good” or “good.” (Data source:
Internal Service Survey)
82.6% 86% 88%
Percentage of employees rating the Timeliness of Law
Department service as “very good” or “good.” (Data source:
Internal Service Survey)
51.3% 54% 56%
Comment: 2007-2008 data reflect employees indicating that they
used Law Department services during 2007. Data were collected
through the January 2008 Internal Service Survey. 2008-2009
data will be collected in December 2008.
109
City of Evanston
Legal Department
1705 – 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.
FY 2009-2010 Objectives
• Codify zoning ordinances pursuant to strategic update of the 1989 plan for downtown Evanston.
• Oversee the performance of outside counsel to ensure effectiveness and budget compliance.
• Evaluate form-based zoning in West Side Evanston Transitional District and Central Street Corridor.
• Enhance the collection of outstanding municipal debts (e.g. fines, court judgments, etc.) during economic
recession and increase in mortgage foreclosures and bankruptcies
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
350 411 465
Traffic prosecution cases 3,600 5,313 5,500
Ordinances written and/or reviewed 202 126 165
Resolutions written and/or reviewed 104 84 100
Opinions written 60 71 135
Administrative adjudication (including appeals) 90 29 40
Approved Adjustments in 2009-2010 Budget
110
CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2008 -2009 2009 2010-
Appropriation Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 558,300 456,000
61210 LONGEVITY 1,500 1,600
61510 HEALTH INSURANCE 64,700 74,000
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 42,200 46,800
61725 SOCIAL SECURITY 34,500 35,200
61730 MEDICARE 8,100 8,200
62130 LEGAL SERVICES - GENERAL 30,000 42,000
62275 POSTAGE CHARGEBACKS 600
62295 TRAINING & TRAVEL 3,000 3,000
62345 COURT COST/LITIGATION 7,500 7,500
62360 MEMBERSHIP DUES 3,000 3,000
62380 COPY MACHINE CHARGES 4,000 4,000
64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,500
65010 BOOKS, PUBLICATIONS, MAPS 10,000 10,000
65095 OFFICE SUPPLIES 1,800 1,800
1705 LEGAL ADMINISTRATION 773,700 698,800
111
City of Evanston
Human Resources
Three Year Fiscal History
$2,274,500
$2,308,800
$2,438,911
$2,200,000
$2,300,000
$2,400,000
$2,500,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
2.54%
Human Resources
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Human Resources General Support
Full- Time Regular Employee Relations Manager 1.00
Full- Time Regular Organizational Development Manager 1.00
Full-Time Regular HR Compensation & Benefits Manager 1.00
Full-Time Regular Director, Human Resources 1.00
Full-Time Regular Human Resources Assistant (2 @ 1 FTE) 2.00
Full-Time Regular Human Resources Specialist (2 @ 1 FTE) 2.00
1805 Total 8.00
Human Resources Total 8.00
112
City of Evanston
Human Resources Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
1805 – HR General Support 1,621,803 1,463,500 1,304,829 1,429,200
1810 – Benefits Admin. 817,108 845,300 350,302 845,300
Total Expenditures: $2,438,911 $2,308,800 $1,655,131 $2,274,500
Notes for Financial Summary
Performance Report on FY 2008-2009 Major Program Objectives
• Early Retirment Incentive – 31 retirments anticipated, 59 actually occurred. All positions either filled, reorganized
or eliminated.
• Two Police Officer testing cycles have been completed, two Telecommunicator and one Service Desk Officer.
• Fire Deputy Chief promotional process conducted.
• Commenced process to conitine with testing cycle for Category B Firefighter applicants.
• Six senior management positions recruited – four with Executive Service firms, two internally.
• One union contract was successfully negotiated, including a process that will allow the City to work
collaboratively to reduce ever-increasing health insurance costs in the future.
• Three remaining union contracts are in the process of being negotiated.
• Strategic Plan initiatives relating to recruiting and retaining excellent employees include implementing an
orientation program for new employees to the City of Evanston this year.
• An updated Equal Employment Opportunity Plan will be completed by the end of the calendar year.
• The Personnel Manual was updated.
• E-Recruit was implemented successfully.
• Human Resources payroll process was automated.
• Completed an audit of benefits for all City employees.
• Conducted Diversity training for over half of all City employees, approximately 500 participants.
• Upated the employee performance appraisal system – PRISM.
• Defined City of Evanston Organizational Values: Continuous Improvement, Integrity, Accountability and
Customer Service.
• Initiated the employee book club reading the following books: Working with Emotional Intelligance; Good to
Great; Leadership on the Line and The Rise of the Creative Class.
• Upated the workers compensation process and resolved in excess of 15 claims at the City Council level.
• Held on-site retreat for Human Resources staff members.
2009-2010 Department Initiatives
• Implement a wellness program to help to reduce costs associated with health care by December of 2009.
• Continue to Implement a succession planning program.
• Continue to update employee job descriptions.
• Develop and implement a supervisor training program for new supervisors and other indentified employees by
July 2009.
• Continue the coordinated training program for City employees including basic organizational procedures training,
policy training, diverity and the Evanston Leadership Development Program (ELDP).
• Continue Strategic Plan initiatives in the area of increasing diversity; such as, studies of comparable
communities in terms of compensation and benefits; targeted recruitment; exit interviews; and new employee
orientation.
113
City of Evanston
Human Resources Department
• Continue to resolve outstanding workers’ compensation claims.
• Review and improve the employee benefits program by September of 2009.
• Review and expand the Public Service Week by May of 2009.
2009-2010 Performance Initiatives
Performance Measures – Human Resources
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of employees rating the
Professionalism of Human Resources staff as “very
good” or “good.” (Data source: Internal Service
Survey)
61.8% 65% 68%
Percentage of employees rating the Timeliness of
Human Resources service as “very good” or
“good.” (Data source: Internal Service Survey)
37.4% 39% 41%
Comment: 2007-2008 data reflect employees indicating
that they used Human Resources services during
2007. Data were collected through the January 2008
Internal Service Survey. 2008-2009 data will be
collected in December 2008.
Percentage of full-time employees that completes a
comprehensive orientation within 6 months of hire.
(Data source: Department staff)
97% 100% 100%
114
City of Evanston
Human Resources
1805 – Human Resources
Description of Major Activities
Mission Statement: To provide exceptional human resources services with integrity in a courteous and
efficient manner.
The Department of Human Resources is responsible for compliance in all human resources activities with applicable
local civil service ordinances and rules, State and Federal requirements, Equal Employment Opportunity guidelines
and union contracts. Actions regarding employees are reviewed and approved to ensure such compliance. Human
Resources 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, employee problems, and labor relations with
the City's four unions. Human Resources is the lead on Strategic Plan Goal Ten: "Promote a standard of excellence
and collaboration between staff and City Council to provide outstanding customer service to the citizens of Evanston."
Human Resources will now assume responsibility for investigating employee complaints regarding the EEO or sexual
harassment policies, for federal EEO recordkeeping and reporting, maintenance and updating of the City's Equal
Employment Opportunity Plan, and training for all City employees in diversity, and sexual harassment policies.
Finally, Human Resources will develop and implement programs to benefit all employees such as wellness and
leadership development.
FY 2009-2010 Objectives
• Implement a wellness program to help to reduce costs associated with health care by December of 2009.
• Continue to Implement a succession planning program.
• Continue to update employee job descriptions and process reorganizations.
• Develop and implement a supervisor training program for new supervisors and other indentified employees by
July 2009.
• Continue the coordinated training program for City employees including basic organizational procedures training,
policy training, Diversity and the Evanston Leadership Development Program (ELDP).
• Continue Strategic Plan initiatives in the area of increasing diversity; such as, studies of comparable
communities in terms of compensation and benefits; targeted recruitment; exit interviews; and new employee
orientation.
• Continue to resolve outstanding workers’ compensation claims.
• Review and improve the employee benefits program by October of 2009.
• Review and expand the Public Service Week by May 0f 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Civil Service Commission meetings 13 20 20
Labor contract negotiated & settled 0 4 0
Training programs 6 12 12
Positions filled – full time 100 90 75
Positions filled – part time/seasonal 100/550 150/550 150/550
Approved Adjustments in 2009-2010 Budget
115
CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2008 -2009 2009 2010-
Appropriation Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 606,300 579,000
61060 SEASONAL EMPLOYEES 3,700
61210 LONGEVITY 3,100
61510 HEALTH INSURANCE 74,000 84,600
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 4,700 4,700
61710 IMRF 45,800 48,500
61725 SOCIAL SECURITY 38,900 36,500
61730 MEDICARE 8,700 8,500
62130 LEGAL SERVICES - GENERAL 500
62160 EMPLOYMENT TESTING SERVICES 128,000 178,000
62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000
62274 TEST ADMINISTRATION 50,200 50,200
62290 TUITION 75,000 65,000
62295 TRAINING & TRAVEL 3,800 3,800
62310 CITY WIDE TRAINING 100,000 60,000
62345 COURT COST/LITIGATION 500
62360 MEMBERSHIP DUES 3,000 3,000
62380 COPY MACHINE CHARGES 4,000 5,100
62512 RECRUITMENT 75,000 75,000
62630 UNEMP. COMP. & ADMIN. FEE 150,000 150,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 5,000 5,000
65125 OTHER COMMODITIES 36,500 25,500
1805 HUMAN RESOURCES GEN SUPPORT 1,463,500 1,429,200
116
City of Evanston
Human Resources
1810 – Benefits Administration
Description of Major Activities
The Benefits Administration element provides funds for various benefit expenditures, such as sick leave payouts to
individuals who conclude employment with the City, additional funds for health insurance and prescription services
contract renewals, and other health benefit related expenditures which occur throughout the fiscal year. Previously,
these expenditures were captured in the Miscellaneous Business Operations Business unit in the City Manager’s
Office.
Approved Adjustments in 2009-2010 Budget
117
CITY OF EVANSTON
HEALTH/DENTAL INS. OVER/SHORT
1810
2008 -2009 2009 2010-
Appropriation Approved
1810 HEALTH/DENTAL INS. OVER/SHORT
61420 ANNUAL SICK LEAVE PAYOUT 300,000 300,000
61430 OTHER PAYOUTS 301,100 301,100
61510 HEALTH INSURANCE 244,200 244,200
1810 HEALTH/DENTAL INS. OVER/SHORT 845,300 845,300
118
City of Evanston
Finance Department
Three Year Fiscal History
$9,436,200
$7,864,740
$5,269,000
$1,000,000
$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
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
5.88%
Finance Department
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Finance General Support
Full-Time Regular Director, Finance 1.00
Full-Time Regular Assistant Finance Director 1.00
Full-Time Regular Finance Admin Assistant 1.00
1905 Total 3.00
Revenue Division
Full-Time Regular Revenue Manager 1.00
Full-Time Regular License and Measure Inspector 1.00
Full-Time Regular Clerk II 3.00
Full-Time Regular Clerk III 1.00
Full-Time Regular Finance Operations Coordinator 1.00
Full-Time Regular Switchboard Operator 1.00
Part-Time Regular Switchboard Operator ( 2 @ 0.5 FTE) 1.00
1910 Total 9.00
Payroll
Full-Time Regular Payroll Coordinator 1.00
Full-Time Regular Payroll Manager 1.00
1915 Total 2.00
Accounting
Full-Time Regular Accountant 1.00
Full-Time Regular Accounting Manager 1.00
119
City of Evanston
Finance Department
Finance Department
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Full-Time Regular Bookkeeper 1.00
Full-Time Regular Senior Accountant 2.00
Full-Time Regular Accounts Payable Coordinator 1.00
1920 Total 6.00
Purchasing
Full-Time Regular Purchasing Coordinator 1.00
Full-Time Regular Purchasing Manager 1.00
Full-Time Regular M/W/EBE Program Coordinator 1.00
Part-Time Regular Clerk I 0.50
1925 Total 3.50
Budget
Full-Time Regular Management Analyst 2.00
1930 Total 2.00
Admin. Adjudication
Full-Time Regular Administrative Adjudication Manager 1.00
Full-Time Regular Administrative Adjudication Aide 2.00
1935 Total 3.00
Finance Total 28.50
120
City of Evanston
Finance Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
1905 – Finance General Support 373,078 366,500 322,016 407,300
1910 – Revenue Division 843,490 993,900 1,059,753 937,800
1915 – Payroll 228,103 206,400 225,602 202,000
1920 – Accounting 647,973 600,200 607,234 600,700
1925 – Purchasing/MWEBE 262,735 352,000 302,442 332,200
1930 – Budget 187,275 201,300 194,668 168,700
1935 – Admin. Adjudication (1625) 375,007 373,100 329,507 395,300
1940 – Misc. Exp/Transfers 4,947,079 6,342,800 6,735,954 2,225,000
Total Expenditures: $ 7,864,740 $ 9,436,200 $9,777,176 $5,269,000
Revenues:
52570 – Administrative Adjudication 131,412 120,000 187,347 150,000
Total Revenues: $131,412 $120,000 $187,347 $150,000
Performance Report on FY 2008-2009 Major Program Objectives
• The fiscal year 2008 CAFR (Comprehensive Annual Financial Report) was completed and is expected to receive
the GFOA Certificate of Achievement Award.
• Both the Parking Citation Management System (Duncan) and the Licensing/Permit Management System
(Accela) have been implemented.
• New utility billing software was purchased.
• A new Finance Director began employment in August 2008.
• A refunding of prior issued debt was successfully accomplished, thus saving the City millions of dollars in interest
expense.
• A new CIP report format was implemented.
• The City received the GFOA distinguished budget award for FY2009.
2009-2010 Department Initiatives
• Continue training users on IRIS system
• Implement Payroll Disaster Plan
• Complete research and make recommendation for comprehensive Accounts Receivable (AR) software system
• Support Accounting Division to continue to achieve and receive the GFOA Award for Excellence in Financial
Reporting
• Support Budget Division to continue to achieve and receive the GFOA award for Excellence
121
City of Evanston
Finance Department
2009-2010 Performance Initiatives
Performance Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of employees rating the
Professionalism of Finance Department staff as
“very good” or “good.” (Data source: Internal
Service Survey)
73.4% 77% 79%
Percentage of employees rating the Timeliness of
Finance Department service as “very good” or
“good.” (Data source: Internal Service Survey)
56.9% 60% 62%
Comment: 2007-2008 data reflect employees
indicating that they used Finance Department services
during 2007. Data were collected through the January
2008 Internal Service Survey. 2008-2009 data will be
collected in December 2008.
122
City of Evanston
Finance Department
1905 – Finance General Support
Description of Major Activities
The Finance Director is responsible for the central financial functions of the City. Duties include providing technical
support and participating in the formulation and execution of the City's financial policies. The Finance Program
includes accounting, collections, financial services, purchasing, budget, and administrative adjudication. Direction and
coordination are also provided for the following six divisions:
• Accounting
• Collections
• Purchasing and Accounts Payable
• Payroll
• Budget
• Administrative Adjudication
The department is also responsible for management of the City's Minority/Women/Evanston Business Enterprise
program.
The department is responsible for investing the City's financial resources, which includes its short-term operating
cash, bond proceeds, reserve accounts, and any long term investments. The department is also responsible for the
issuance of all City debt in the form of bonds and/or loans. This includes the annual preparation of an official
statement, securing a financial rating, and issuing the subsequent debt.
FY 2009-2010 Objectives
• Continue to review debt structure to maximize potential savings
• Investigate options to reduce pension liabilities
• Recommend options to lower City-paid insurance costs
• Incorporate certain auditor comments for internal controls
• Continue to receive the GFOA Award for Excellence in Budgeting and the GFOA Certificate of Achievement
for the Comprehensive Annual Financial Report.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percent of available cash invested 99 90 90
Bond issuances 1 2 1
Quarterly financial management reports 4 4 4
Quarterly investment reports 4 4 4
Approved Adjustments in 2009-2010 Budget
123
CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2008 -2009 2009 2010-
Appropriation Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 280,100 286,000
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 21,100 24,000
61725 SOCIAL SECURITY 17,300 18,100
61730 MEDICARE 4,000 4,200
62185 OTHER CONSULTING SERVICES 25,000
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 7,200 9,200
62360 MEMBERSHIP DUES 1,600 1,700
62380 COPY MACHINE CHARGES 2,400 2,400
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65095 OFFICE SUPPLIES 1,300 1,300
1905 FINANCE GENERAL SUPPORT 366,500 407,300
124
City of Evanston
Finance Department
1910 – Revenue Division
Description of Major Activities
The City Collector's Office is the regulatory revenue-enforcement agency of the City of Evanston. It is the cashiering hub for
the City, centralizing the cashiering satellite stations in many departments. The Collector's Office receives $50 million
annually and makes deposits daily; all other City revenue and payment streams are processed through daily deposits
prepared by the satellite cashiering stations. The office also coordinates bank lockbox deposits originating from the bank
processing center as well as Internet deposit information generated from water bill and parking ticket payments via the City
website. In addition, the office is responsible for the credit card processing system used throughout the City.
The Collector's Office is directly responsible for the logistics and administration of several revenue generating streams,
collecting over $2 million in license revenues for General Fund purposes. These include the management of business
license regulatory matters, vehicle licensing (Wheel Tax), animal and taxi cab industry licensing and regulation. Many of
these activities are effectively accomplished by fostering relationships with partners and other departments within the
Evanston community.
The Fiscal Year ending February 28, 2006 marked the first year the Mailroom/Switchboard/Front Desk functions moved into
the Revenue Division. The staff, now assisted by members of the revenue division personnel, answer and rout incoming
phone calls to the Civic Center switchboard, man the information desk at the Civic Center Lobby and operate both the
incoming and outgoing mailroom functions. The mailroom function includes the processing of all first class, certified and
insured U.S. Mail as well as United Parcel Service items.
FY 2009-2010 Objectives
• Implement new Parking Citation Management System
• Implementation of Revenue Division related Licensing/Permit Management System
• Finalize research and make recommendation for comprehensive Accounts Receivable (AR) software system.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Water bills processed total 85,550 85,500 85,500
Avg # of delinquent accts/shut off cycle 400 390 500
Actual # of accts sched./shut-off cycle 60 55 65
Amount outstanding past due for shut off 75,000 70,000 70,000
Internet water billing payments processed 8,000 8,500 9,600.00
Number of OTC citation payments processed 65,000 60,000 70,000
Lockbox parking-citation payments processed 50,000 20,000 0
Number of vehicle stickers issued 36,000 37,000 37,500
Number of business licenses processed 2,500 2,500 2,500.00
Number of animal licenses issued 2,700 2,800 2,800
Cigarette stamps issued 1.25 million 1.4 million 1.1 million
Daily deposits prepared 260 260 260
Subsidized taxi coupons sold 45,000 48,000 48,000
Taxicab medallion business licenses issued 140 140 140
Taxicab inspections 560 560 560
Taximeter inspections 560 560 560
Gasoline pumps inspected 190 190 190
Scales inspected 160 160 160
UPC optical scanners inspected 50 70 75
A/R invoices processed manually 6,000 6,500 6,500
# Inv/Checks sent to collection agency 400 400 400
Avg incoming mail pieces sorted monthly 15000 15000 15000
Avg # of pieces of outgoing mail processed monthly 33000 33000 33000
Avg # of daily calls to switchboard 310 310 310
Avg # of Walk in Customers assisted per day 120 250 350
Approved Adjustments in 2009-2010 Budget
125
CITY OF EVANSTON
REVENUE DIVISION
1910
2008 -2009 2009 2010-
Appropriation Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 443,500 390,900
61050 PERMANENT PART-TIME 40,000 34,000
61055 TEMPORARY EMPLOYEES 2,900 2,900
61060 SEASONAL EMPLOYEES 6,000 6,000
61110 OVERTIME PAY 7,500 7,500
61210 LONGEVITY 4,700 5,400
61510 HEALTH INSURANCE 83,200 84,300
61615 LIFE INSURANCE 1,000 900
61630 SHOE ALLOWANCE 200 100
61710 IMRF 37,600 40,700
61725 SOCIAL SECURITY 31,600 30,300
61730 MEDICARE 7,400 7,100
62205 ADVERTISING 300 300
62235 OFFICE EQUIPMENT MAINT 300 300
62245 OTHER EQMT MAINTENANCE 2,100 2,100
62273 LIEN FILING FEES 6,000 6,000
62275 POSTAGE CHARGEBACKS 157,500 165,000
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 5,600 5,600
62315 POSTAGE 15,800 16,000
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 700
62380 COPY MACHINE CHARGES 7,500 1,000
62431 ARMORED CAR SERVICES 41,000 40,000
62449 CITATION & SECO.COLLEC PROCESS 188,200 188,200
62506 WORK-STUDY 500 500
62655 LEASE PAYMENTS 3,000 3,000
64545 PERSONAL COMPUTER SOFTWARE 3,000 3,000
65045 LICENSING/REGULATORY SUPP 44,000 45,000
65095 OFFICE SUPPLIES 7,500 7,500
65620 OFFICE MACH. & EQUIP.1,000 2,400
66125 SERVICES BILLED OUT 157,500-160,000-
1910 REVENUE DIVISION 993,900 937,800
126
City of Evanston
Finance Department
1915 – Payroll Division
Description of Major Activities
The Payroll Division is responsible for the ongoing, bi-weekly payroll for more than 1,150 permanent, part-time, and
temporary City employees. During the summer months, payroll increases by more than 500 employees due to the
seasonal employment of recreational staff and the City's Summer Youth Program. The primary objective of the
Payroll Division is to produce a timely, accurate payroll in compliance with federal and state payroll tax laws. This
function performs quarterly and annual reconciliations of FICA, Medicare, federal- and state-withholding liabilities as
well as unemployment compensation, with is used in preparing the federal and state payroll tax returns. Special
year-end activities include preparation, balancing and distribution of W-2's as well as special year-end rollovers and
audits of the City's payroll records.
The Payroll Division interacts with Finance, Budget, Legal, and Human Resources staff on an ongoing basis to
develop and implement software enhancements that will streamline existing methods and automate manual
processes with the assurance that good internal controls are in place.
FY 2009-2010 Objectives
• Implementing a electronic Payroll timekeeping process for all departments
• Continue to promote direct deposit for all City of Evanston employees
• Continue to provide good customer service to internal as well as external customers
• Continue to provide, support, educate and train the centralized and decentralized payroll processors on the IRIS
system
• Continue to develop a comprehensive payroll strategic plan
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Regular checks issued 33,500 33,600 33,700
Manual checks issued 170 175 180
Approved Adjustments in 2009-2010 Budget
127
CITY OF EVANSTON
PAYROLL
1915
2008 -2009 2009 2010-
Appropriation Approved
1915 PAYROLL
61010 REGULAR PAY 156,900 147,600
61110 OVERTIME PAY 5,500
61210 LONGEVITY 3,600
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 300 300
61710 IMRF 12,100 12,800
61725 SOCIAL SECURITY 9,900 9,600
61730 MEDICARE 2,300 2,300
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 600 600
62380 COPY MACHINE CHARGES 300 200
65010 BOOKS, PUBLICATIONS, MAPS 600 700
65095 OFFICE SUPPLIES 800 800
1915 PAYROLL 206,400 202,000
128
City of Evanston
Finance Department
1920 – Accounting Division
Description of Major Activities
Accounting Division staff records transactions to present the financial position of the City's funds in accordance with
Generally Accepted Accounting Principles (GAAP) promulgated by the Governmental Accounting Standards Board
(GASB). Accounting staff compiles appropriate interim financial information to facilitate management control of
financial operations and prepares the Comprehensive Annual Financial Report (CAFR). The division also oversees
various special audits of the City's financial records and prepares the Department of Health and Human Services
report and the annual statements of the Police and Firefighter pension funds' to be filed with the Illinois Department of
Insurance.
FY 2009-2010 Objectives
• Improve the Year end Audit process
• Strengthen the existing Internal control process to meet new Auditing Standards
• Continue to make changes to the current Chart of Accounts to meet City needs
• Enhance the productivity of IRIS system for efficient reporting requirements
• Evaluate the existing Accounting procedures for better controls.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Preparation of final fund trial balance for
annual independent audit 07/15/2008
7/15/2009
7/15/2010
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984
07/15/2008
7/15/2009
7/15/2010
Preparation of Police and Fire Pension fund filings with
Illinois Department of Insurance
08/29/2008
8/31/2009
8/31/2010
File for Certificate of Achievement for Excellence in
financial reporting with Government Finance Officers
Association
09/29/2008
8/31/2009
8/31/2010
Approved Adjustments in 2009-2010 Budget
129
CITY OF EVANSTON
ACCOUNTING
1920
2008 -2009 2009 2010-
Appropriation Approved
1920 ACCOUNTING
61010 REGULAR PAY 391,900 382,100
61210 LONGEVITY 3,700 2,900
61510 HEALTH INSURANCE 55,500 63,400
61615 LIFE INSURANCE 500 500
61710 IMRF 29,800 32,300
61725 SOCIAL SECURITY 24,500 24,200
61730 MEDICARE 5,700 5,700
62110 AUDITING 79,300 80,000
62205 ADVERTISING 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,600 1,600
62280 OVERNIGHT MAIL CHARGES 400 400
62295 TRAINING & TRAVEL 700 1,000
62360 MEMBERSHIP DUES 1,200 1,200
62380 COPY MACHINE CHARGES 1,700 1,700
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 2,000 2,000
1920 ACCOUNTING 600,200 600,700
130
City of Evanston
Finance Department
1925 – Purchasing Division
Description of Major Activities
Purchasing places purchase orders and contracts to obtain the equipment, materials, and services required by the
City. The Purchasing and Contracts Manager manages the contract solicitation process, works with other
governmental jurisdictions for joint purchasing, and assures conformance with all legal bidding requirements. The
Purchasing and Contracts Manager also promotes and supervises the Minority/Women/Evanston Business
Enterprise program. Research is conducted on new technology, products and methods, and departments are
assisted with pre-purchase commodity and vendor information.
The primary goal of the City of Evanston's Minority/Women/Evanston business unit is to ensure that firms in Evanston
and those owned by minorities and women are afforded the maximum opportunity to participate in the City's
procurement process and development projects. This goal is achieved in a variety of ways, including but not limited
to:
• Consistently notifying firms of bidding opportunities
• Educating program participants about the bidding process
• Monitoring the utilization of M/W/EBE participants on City contracts
A secondary, albeit equally important, goal of the program is to provide technical assistance. The needs of program
participants are identified through informal conversations and needs analysis surveys. Current technical assistance
measures include referrals and individual counseling. The program also adminsters the Local Employment Program.
FY 2009-2010 Objectives
• Set up and utilize a master calendar for projects, commodities coming up for bid
• Provide training for purchasing policies and procedures through regular workshops, trainings and seminars
• Increase the participation of Evanston and minority or women-owned businesses
• Provide training for Purchasing Card users
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Purchase orders issued 1,176 1,175 1,400
Bid items purchased over $20,000 80 59 90
Pre-bid meetings 25 18 30
M/W/EBE Awarded N/A 67 70
Advisory Committee Meetings 4 4 10
Project site visits 19 8 30
Approved Adjustments in 2009-2010 Budget
131
CITY OF EVANSTON
PURCHASING DIVISION
1925
2008 -2009 2009 2010-
Appropriation Approved
1925 PURCHASING DIVISION
61010 REGULAR PAY 200,100 202,900
61050 PERMANENT PART-TIME 17,900 25,600
61110 OVERTIME PAY 1,200
61210 LONGEVITY 1,800
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 400 400
61710 IMRF 15,100 19,300
61725 SOCIAL SECURITY 13,500 14,500
61730 MEDICARE 3,100 3,400
62205 ADVERTISING 1,300 1,300
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 17,000 17,000
62275 POSTAGE CHARGEBACKS 5,200 5,200
62295 TRAINING & TRAVEL 2,200 3,000
62360 MEMBERSHIP DUES 1,500 1,500
62380 COPY MACHINE CHARGES 102,800 57,800
62381 COPY MACHINE LEASES 25,200 25,200
64540 TELECOMMUNICATIONS - WIRELESS 1,500
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 13,600 13,600
66125 SERVICES BILLED OUT 96,000-96,000-
1925 PURCHASING DIVISION 352,000 332,200
132
City of Evanston
Finance Department
1930 – Budget Office
Description of Major Activities
The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures,
developing program objectives, and producing the proposed and approved budgets. During the City Council's budget
review, the Budget Office prepares memos and performs other analysis in response to Council questions. The
Budget Office also:
• Monitors departmental revenues and expenditures throughout the year
• Provides staff support to the Budget Policy Committee
• Completes special projects and studies as directed by the Finance Director
FY 2009-2010 Objectives
• Investigate cost savings initiatives to be incorporated in the FY 2010-11 budget
• Identify and implement improvements to the City’s budget process
• Identify and facilitate budget-related training to departments as needed throughout the year
• Prepare quarterly budget performance reports
• Begin planning the re-design of the budget book to streamline and enhance the document
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Completion of the Proposed Budget December 31, 2007 December 31, 2008 December 31, 2009
Completion of the Approved Budget May 15, 2008 May 11, 2009 May 15, 2010
City Council Budget Memos Prepared 74 40 40
Approved Adjustments in 2009-2010 Budget
133
CITY OF EVANSTON
BUDGET
1930
2008 -2009 2009 2010-
Appropriation Approved
1930 BUDGET
61010 REGULAR PAY 146,700 114,500
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 200 200
61710 IMRF 11,000 10,000
61725 SOCIAL SECURITY 9,000 7,400
61730 MEDICARE 2,100 1,700
62210 PRINTING 10,000 9,000
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 1,000 2,000
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 500 500
1930 BUDGET 201,300 168,700
134
City of Evanston
Finance Department
1935 – Administrative Adjudication
Description of Major Activities
The Administrative Adjudication office conducts adjudicatory hearings for all City Code violations, with the exception
of those involving incarceration and moving traffic violations. A City-managed hearings program was developed and
has been proven to achieve the following outcomes:
• Provide a forum where charges of code violations can be resolved in an impartial and efficient manner
• Increase revenue by eliminating court costs previously paid to the county
• Increase the field work time of police, fire, parking enforcement, property inspectors and park rangers by
eliminating court appearances
• Improve the quality of life of citizens by reducing and/or eliminating many nuisance violations, which took long
periods of time to correct in circuit court
• Educate citizens about the adjudicatory process so they will utilize the system and appreciate the benefits the
program offers to them and to the City
• Utilize information from customer satisfaction surveys to improve functions of the division
FY 2009-2010 Objectives
• Provide quarterly reports to each Department involved with Administrative Adjudication as feedback on citations
and create opportunities for improvement
• Implement more efficient tracking system for non-parking citations
• Continue to work with Departments regarding efforts to streamline and create efficiencies internally
• Conduct customer satisfaction surveys regarding access and fairness of hearings
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of parking summons issued 48,170 52,000 50,000
Number of parking citations adjudicated 36,777 38,000 39,000
Percentage of citations paid prior to hearing (parking) 42% 43% 45%
Percentage of citations paid after hearing (parking) 32% 42% 52%
Number of property citations adjudicated 254 260 265
Number of police citations adjudicated 1,102 1,125 1,120
Other cases adjudicated (fire, health, parks) 35 40 42
Percentage of code cases paid 35% 35% 37%
Approved Adjustments in 2009-2010 Budget
135
CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1935
2008 -2009 2009 2010-
Appropriation Approved
1935 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 171,900 171,800
61210 LONGEVITY 1,500 1,600
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 300 300
61710 IMRF 13,100 14,500
61725 SOCIAL SECURITY 10,700 10,900
61730 MEDICARE 2,500 2,500
62130 LEGAL SERVICES - GENERAL 200 300
62210 PRINTING 500 500
62275 POSTAGE CHARGEBACKS 10,000 9,000
62295 TRAINING & TRAVEL 700 700
62315 POSTAGE 3,000 3,000
62380 COPY MACHINE CHARGES 2,000
62456 OUTSIDE MAIL SERVICES 5,000 3,000
62490 OTHER PROGRAM COSTS 20,000
62500 TECHNICAL INFORMATION SERVICES 7,000 6,000
62506 WORK-STUDY 500 500
62509 SERVICE AGREEMENTS / CONTRACTS 102,400 105,500
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65045 LICENSING/REGULATORY SUPP 6,000 6,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65095 OFFICE SUPPLIES 6,000 5,500
1935 ADMINISTRATIVE ADJUDICATION 373,100 395,300
136
City of Evanston
Finance Department
1940 – Miscellaneous Expenditures / Transfers
Description of Major Activities
The Miscellaneous Expenditures / Transfers element provides for certain miscellaneous expenditures and various
fund transfers to other Funds as deemed necessary. Previously, these expenditures were reported in the
Miscellaneous Business Operations element of the City Manager’s Office.
Approved Adjustments in 2009-2010 Budget
137
CITY OF EVANSTON
MISC. EXPENDITURES/TRANSFERS
1940
2008 -2009 2009 2010-
Appropriation Approved
1940 MISC. EXPENDITURES/TRANSFERS
62180 STUDIES 6,700
62706 REVENUE SHARING AGREEMENTS 400,000
66020 TRANSFERS TO OTHER FUNDS 1,800,000 1,825,000
66145 TRANSFERS OUT- POLICE PENSION 2,686,370
66146 TRANSFERS OUT- FIRE PENSION 1,849,730
1940 MISC. EXPENDITURES/TRANSFERS 6,342,800 2,225,000
138
City of Evanston
Community Development Department
Three Year Fiscal History
$3,486,676 $3,584,200
$3,461,800
$3,000,000
$3,500,000
$4,000,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
3.86%
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2009-2010
Position FTE
Community Development Administration
Full-Time Regular Director, Community Development 1.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
2101 Total 2.00
Planning and Support Services
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 Senior Planner 1.00
2105 Total 5.00
Housing Code Compliance
Full-Time Regular Property Maintenance Inspector I 4.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Property Maintenance Supv. Inspector 1.00
2115 Total 6.00
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
Full-Time Regular Sign Inspector/Graffiti Tech 1.00
2120 Total 4.00
139
City of Evanston
Community Development Department
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2009-2010
Position FTE
Building & Zoning
Full-Time Regular Zoning Administrator 1.00
Full-Time Regular Assistant Director, Building 1.00
Full-Time Regular Assistant Permit Coordinator 1.00
Full-Time Regular Electrical Inspector II 2.00
Full-Time Regular Permit Coordinator 1.00
Full-Time Regular Plumbing/Mechanical Inspector 1.00
Full-Time Regular Plumbing Inspector 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Structural Inspector/ Plan Examiner 1.00
Full-Time Regular Structural Inspector/ 1.00
Full-Time Regular Zoning Officer 2.00
Full-Time Regular Zoning Planner 1.00
Full-Time Regular Project Management Supervisor 1.00
Full- Time Regular Supervising Structural Inspector 1.00
2130 Total 16.00
Community Development Total 33.00
140
City of Evanston
Community Development Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2101 – CD Administration 262,728 259,700 211,704 189,400
2105 – Planning & Support Service. 510,392 514,100 481,250 549,600
2115 – Housing Code Compliance 558,213 690,600 571,051 595,700
2120 – Housing Rehabilitation 399,558 355,800 375,361 374,100
2130 – Building & Zoning 1,755,785 1,764,000 1,660,496 1,753,000
Total Expenditures: $3,486,676 $3,584,200 $3,299,862 $3,461,800
Revenues:
52080 – Building Permits 4,476,925 2,740,000 2,854,424 2,500,000
52120 – Heating Vent. A/C Permits 560,669 260,000 226,610 210,000
53665 – Condo Conversion App. Fees 54,150 40,000 9,600 15,000
52030 – Contractor Licenses 87,468 85,000 78,347 75,000
52125 – Commercial Driveway Permits 325 0 15,702 0
52095 – Electrical Permits 178,630 160,000 135,000 130,000
52115 – Elevator Permits 59,425 45,000 57,667 50,000
52110 – Other/Miscellaneous Permits 422,059 325,000 593,512 445,000
52560 – Permit Penalty Fees 8,974 15,000 6,600 15,000
52155 – Plat Approval Fees 2,339 400 0 1,500
52090 – Plumbing Permits 151,770 150,000 104,575 135,000
52035 – Rooming House Licenses 132,534 193,200 186,107 263,100
52105 – Sign Awning Permits 10,624 10,000 10,000 10,000
52145 – Annual Sign Fees 31,817 32,000 3,165 30,000
52046 – Rental Dwelling Registration 0 146,000 60,000 146,000
53695 – Zoning Fees 42,721 40,000 41,958 50,000
Total Revenues: $6,220,430 $4,241,600 $4,383,267 $4,075,600
Notes for Financial Summary
Permit fees are projected to decline in 2009-10 because of the lower number of large projects and the overall state of
the economy. Residential permit revenue will continue to be mostly stable.
Performance Report on FY 2008-2009 Major Program Objectives
The Community Development Department has achieved most of its objectives in the current fiscal year despite the
loss of numerous key staff to early retirement and the state of the economy. Development and permit revenue has
continued to remain surprisingly strong with the revitalization of neighborhoods and the downtown continuing to be
major accomplishments. Incremental revenues in TIFs have soared and the Downtown II TIF will expire this year with
significant new EAV to accrue to the benefit of all taxing districts.
Property standards and housing rehabilitation functions have experienced a successful year despite staff changes
due to retirements. 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.
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.
Community Development staff , in partnership with others, have succeeding in implementing the initial major phase of
the PAL project which has enhanced staff’s ability to manage the permit process and coordinate more easily
interdepartmentally.
141
City of Evanston
Community Development Department
The completion of multiple master plans has been a major highlight of the current year, including the West Evanston
Master Plan, the Downtown Plan and the Central Street Plan. Implementation of these plans is an ongoing multi year
activity with related initiatives in zoning reform.
2009-2010 Department Initiatives
One of the most important functions for staff will be the continuing implementation of the permit tracking software. 8.
This program should greatly increase staff efficiency and customer service.
The rezoning of the West Evanston TIF area should be completed, encouraging new residential development in West
Evanston.
The downtown plan should be completed with rezoning and possible form base coding requirements.
The process for considering formal changes to the Zoning Ordinance will be initiated.
The Director and Management staff will review and evaluate the reengineering of the department over the past year
in terms of efficiency and improved customer service.
2009-2010 Performance Initiatives
Performance Measures
2007-20078
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of permits issued within the target
time for each permit type. (Data Source:
Department data)
85% 90% 90%
2. Percentage of downtown businesses in violation
of trash dumpster code. (Data Source: Department
data from weekly inspections)
44% 40% 30%
3. Percentage of downtown businesses that incur
multiple violation notices or tickets within a 12-
month period. (Data Source: Department data from
weekly inspections)
22% 20% 15%
142
City of Evanston
Community Development Department
2101 – Community Development Administration
Description of Major Activities
This program element provides overall program administration and coordination for all housing, planning, economic
development, zoning, and building permit activities. General support staff is provided to the City Council, Planning &
Development Committee, City Manager, and other special committees. Specifically, this element provides for the
administration of the Planning Division, Building and Zoning Division, and the Property Standards and Housing
Rehabilitation Division.
FY 2009-10 Objectives
• The Director will work closely with Division heads to achieve programmatic goals and objectives of each division
• The Director will lead rapid response teams of staff to address emerging housing and economic development
challenges and opportunities
• Rebuilding staff teams to address critical community development issues will be a high priority, including
blending new staff in mentoring relationships with longer term staff
• Cross training of all staff and substantive informational sharing among divisions will be elevated for all staff
• The Director will be responsible for serving as a liaison, with the support of other staff, to address new Federal
initiative s to address housing and economic rebuilding priorities.
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Coordination & completion of Planning & Development
Committee packets
25 25 26
Completion of the Planning & Development Committee
minutes
25 25 26
Approved Adjustments in 2009-2010 Budget
143
CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2101
2008 -2009 2009 2010-
Appropriation Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 189,700 130,300
61110 OVERTIME PAY 6,000
61210 LONGEVITY 1,500 1,600
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 14,900 11,100
61725 SOCIAL SECURITY 12,200 8,300
61730 MEDICARE 2,800 2,000
62210 PRINTING 500 500
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 900 1,000
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 3,000 3,300
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 800 800
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,500
2101 COMMUNITY DEVELOPMENT ADMIN 259,700 189,400
144
City of Evanston
Community Development Department
2105 – Planning Division
Description of Major Activities
The Planning Division is responsible for staffing the areas of housing, economic development, historic preservation,
neighborhood planning, downtown planning, comprehensive long-term planning, CDBG administration and
implementation, and electrical energy planning and reliability. Programmatic activities operated by this division
include:
• Major geographic planning initiatives (neighborhood plans, downtown plans, business district corridor plans,
industrial districts)
• Major redevelopment projects
• Neighborhood business district revitalization
• Stimulation of neighborhood revitalization
• Storefront improvements
• Facilitation and staffing of neighborhood planning processes
• Updating the comprehensive plan and monitoring performance
• Monitoring of ComEd performance and negotiating utility franchise agreements
• Multi-family rental housing acquisition finance
• New affordable housing development and condo conversions reviews
• The multi-family Security Grant Program
• Demographic reports and studies, including Census 2000 data analysis
The division provides staff support to the following committees and commissions: Economic Development
Committee, Plan Commission, Housing Commission, Energy Commission, Historic Preservation Commission, the
CDBG Committee, the Joint Review Board, and the Neighborhood Committee of the Plan Commission. The planning
and development issues addressed annually feature the implementation of short-term projects in addition to future
oriented multi-year activities, such as the City’s comprehensive plan and the Chicago Avenue planning process, the
Southeast Evanston revitalization efforts (Howard Street Corridor), and the West Evanston neighborhood-planning
process. The division also provides Census, demographic and real estate information as well as services for many
City departments. The activities of the Planning Division feature close interdepartmental cooperation
FY 2009-10 Objectives
• Implement West Evanston Master Plan
• Coordinate the implementation of the revised Downtown Plan
• Implement the Chicago Avenue Streetscape Plan.
• Prepare for Census 2010 through collaboration with the Census Bureau.
• Assist 5 neighborhood business associations with targeted funding and technical assistance.
• Lower the non storm CAIDI and SAIFI indices for the Evanston electrical distribution system by 4%,
reflecting increased reliability.
• Complete 7 Planned Development reviews.
• Complete an evaluation of the implementation of the Comprehensive Plan.
• Evaluate performance and implement objectives of 6 Tax Increment Financing Districts.
• Implement objectives of the Howard Street Planning recommendations by generating new residential and
commercial development
• Assist in the development of new Housing Plan
145
City of Evanston
Community Development Department
2105 – Planning Division
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Economic Development Committee 11 12 12
Plan Commission & Committees 18 30 20
Negotiating Team/Energy Commission 11 11 11
Housing Commission & Committees 12 12 18
Preservation Commission 14 24 24
Joint Review Board 5 6 6
Approved Adjustments in 2009-2010 Budget
146
CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2008 -2009 2009 2010-
Appropriation Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 358,100 379,000
61110 OVERTIME PAY 15,500 15,500
61210 LONGEVITY 2,200 2,300
61510 HEALTH INSURANCE 46,200 52,900
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500 500
61710 IMRF 28,300 33,500
61725 SOCIAL SECURITY 23,200 25,200
61730 MEDICARE 5,400 5,900
62136 REDEVELOPMENT CONSULTING SVCS 4,000 4,000
62185 OTHER CONSULTING SERVICES 10,000 10,000
62205 ADVERTISING 800 800
62210 PRINTING 3,500 3,500
62215 PHOTOGRAPHERS/BLUEPRINTS 500 500
62275 POSTAGE CHARGEBACKS 2,000 2,000
62280 OVERNIGHT MAIL CHARGES 100 100
62285 COURIER CHARGES 4,000 4,000
62295 TRAINING & TRAVEL 1,000 1,000
62360 MEMBERSHIP DUES 600 600
62380 COPY MACHINE CHARGES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 800 900
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 300 300
2105 PLANNING & SUPPORT SRVS 514,100 549,600
147
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Description of Major Activities
This element provides for the on-going systematic area inspection of non-owner-occupied rental dwelling units, the
annual inspection of rooming houses, as well as numerous other inspection programs and initiatives. Two Property
Standards inspectors inspect buildings containing 3 or more dwelling units located in the CDBG target areas on a 2
year systematic/cyclical basis. Property Standards inspectors inspect buildings with 2 or less units in the CDBG target
areas, as well as all rental units in the non-CDBG areas of the City, also on a 3 year systematic/cyclical basis. In
addition, all rooming houses/units are inspected on an annual basis. As part of the inspection process, the interior of
non-owner-occupied dwelling units and rooming houses are inspected as well as the building's common areas,
exterior areas and premises and accessory structures. Inspections consist of viewing all building surfaces and
components to ensure that all items are in good repair, functioning as intended, and code compliant. Subsequent to
inspection of the building, inspectors produce a written list of code violations that the building owner completes. The
inspector monitors the progress of code violation correction until all violations are brought into compliance. When
voluntary compliance fails to produce correction of the violations, the inspector initiates legal action, typically through
the City of Evanston Administrative Hearings process. The Property standards Division has assigned one inspector
full time to address vacant/boarded up and foreclosed properties.
All Property Standards inspectors are also responsible for complaint inspections within their respective areas of the
City, inspecting complaints relating to any property or housing issue including: weeds, litter, trash, debris, abandoned
vehicles, graffiti, public sidewalks in disrepair, un-shoveled snow on public sidewalks, over-occupancy, utility cut-offs
including water, gas and electric, illegal dwelling units, abandoned buildings and squatters, illegal parking of vehicles
on private/public property, hazardous trees/limbs, plant encroachment on sidewalks/streets, as well as any other
code violation. Violations are cited with re-inspections conducted to ensure compliance with lack of compliance
resulting in Administrative Hearings. In addition to area, rooming house and complaint inspections, Property
Standards also conducts:
• Weekly inspections of Type 2 restaurants for compliance with the special-use required litter plan;
• Weekly inspections of the downtown districts for compliance with trash storage requirements;
• Weekly inspections of vacant lots regarding weeds, trash, liter debris, etc.;
• Zoning inspections relating to certain Zoning violations including, illegal home-occupations, over-occupancy, etc.;
• Vacant Building Inspections with registration and enforcement of their repair or demolition;
• Surveys throughout the City citing property exteriors, especially in alleys;
• Inspections of single family rental building as part of the area inspection program;
• Inspections of day cares and group homes as referred by Health Department;
• Inspections of rooming houses annually, including Northwestern University, hotels, etc.;
• Inspections of buildings which are an attractive nuisance, boarding and securing such buildings;
• Condemnation/demolition inspections of unfit property;
• Emergency inspections relating to unsafe conditions including, lack of utilities, sanitation, or structural issues;
• Inspections requiring coordination of departments including Building, Fire, Police, Health, Water, Human
Relations;
• Weekly appearances in Administrative Hearings, testifying on cases; and
• Emergency appearances in Administrative Hearings, which are typically within 48 hours of finding dangerous
conditions
FY 2009-2010 Objectives
• Implementation of the Accela inspection software including the use of handheld computers for inspection staff..
• Continuing with reorganization of the Central Records section with the reduction of paper reports from Accela
software implementation.
• Initiate proposed legislation for inspection of rental condominiums.
148
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Dwelling units inspected 3684 3500 3500
Occupants affected by rooming house inspections 7836 6889 6800
Complaints investigated 1245 1200 1350
Dwelling units demolished 1 1 5
Re-inspections for compliance 4019 3000 3100
Violations corrected 6031 6000 6200
Vacant building determinations 29 65 69
Training/safety/staff meetings 24 24 24
Graffiti tags removed by graffiti technician 5296 2500 3200
Approved Adjustments in 2009-2010 Budget
Staff is proposing the following Program Changes:
1. Implement the rental housing license registration program.
149
CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2008 -2009 2009 2010-
Appropriation Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 445,000 356,800
61055 TEMPORARY EMPLOYEES 16,600 16,600
61110 OVERTIME PAY 8,900 8,700
61210 LONGEVITY 4,300 2,900
61510 HEALTH INSURANCE 74,000 63,400
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 800 700
61710 IMRF 34,500 32,200
61725 SOCIAL SECURITY 28,400 24,100
61730 MEDICARE 6,600 5,600
62190 HOUSING REHAB SERVICES 20,000 24,500
62205 ADVERTISING 200 200
62210 PRINTING 200 4,000
62235 OFFICE EQUIPMENT MAINT 200 400
62245 OTHER EQMT MAINTENANCE 2,000 1,500
62275 POSTAGE CHARGEBACKS 2,000 3,000
62295 TRAINING & TRAVEL 900 1,500
62305 RENTAL OF AUTO-FLEET SER 29,600 29,600
62345 COURT COST/LITIGATION 4,000 4,500
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,200 2,200
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 2,500 3,500
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65055 MATER. TO MAINT. IMP.500 500
65085 MINOR EQUIPMENT & TOOLS 1,000 2,500
65095 OFFICE SUPPLIES 1,400 2,000
65105 PHOTO/DRAFTING SUPPLIE 200 200
2115 HOUSING CODE COMPLIANCE 690,600 595,700
150
City of Evanston
Community Development Department
2120 – Housing Rehabilitation Administration
Description of Major Activities
This element provides loans for repair and improvement to existing housing, including single-family, multi-family, and
condominium units. Rehabilitation is targeted to low- and moderate-income households through a variety of
programs designed to assist property owners with a multitude of possible repairs improvements. Under CDBG
programs, loans are processed with staff, who:
• Provide assistance to applicants with completion of applications;
• Process verifications, contracts, and mortgage documents, and determine eligibility;
• Conduct building inspections, including inspecting for lead based paint hazards;
• Prepare work specifications and cost estimates;
• Assist in securing contractors, process contractor payouts, and monitor work; and
• Provide service of loan portfolio.
Additionally, the division administers several programs, including:
• One- and two-family, multi-family, and condominium rehabs;
• Self-help exterior paint;
• Emergency and abandoned building rehabs; and
• Garage demolition and the Diseased Tree Removal Program.
These programs allow for low- and moderate-income households to have needed repairs completed without the cost
of interest or fees (except for a very low rate associated with multi-family projects). The division works closely with
the Commission on Aging, Health Department, and Evanston Neighbors-At-Work in providing services, including
technical assistance to homeowners regarding tax, title, credit, and other eligibility issues. The division is responsible
for the administration of the Evanston Housing Corporation First-time Homebuyer Program, handling all verification,
processing, and servicing of these loans.
Housing Rehabilitation programs assist low- and moderate-income households with basic building improvements--for
example, replacement of building systems or components such as roofing, heating, electrical, plumbing, walls, floors,
doors, and windows. The Housing Rehabilitation division addresses and incorporates HUD Lead-Based Paint
regulations within the scope of work on housing rehab projects, and it works closely with the Health Department in
utilizing Cook County Lead-Based Paint grants within Housing Rehab projects. Housing Rehabilitation services helps
low- and moderate-income households obtain needed repairs and improvements to their homes with typically no or
little increase in monthly housing expenses. These rehab programs and services may assist a homeowners' ability to
remain in their homes, which may be more difficult to accomplish through high-cost, market-rate loans
FY 2009-2010 Objectives
• Reduce average time cases are open by twenty-five percent
• Implement new construction software for tracking and processing of Housing Rehab cases
• Locate and secure funding to replace Cook County lead based paint grant program that expired
• Finance the purchase of five homes through the Evanston Housing Corporation
• Participate in new federal initiatives to acquire abandoned and foreclosed property.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Single-family rehab units completed 12 12 13
Multi-family rehab units completed 12 12 12
Dangerous / damaged trees completed 4 4 4
Garage demolitions 4 4 4
Self-help Exterior Paint Program Cases 20 10 12
Condominium rehab units completed 4 4 2
Staff training sessions 24 24 24
Approved Adjustments in 2009-2010 Budget
151
CITY OF EVANSTON
HOUSING REHABILITATION
2120
2008 -2009 2009 2010-
Appropriation Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 261,900 265,900
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 200 2,200
61210 LONGEVITY 900 2,000
61510 HEALTH INSURANCE 37,000 42,300
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 300 400
61710 IMRF 19,800 22,700
61725 SOCIAL SECURITY 16,300 17,000
61730 MEDICARE 3,800 4,000
62205 ADVERTISING 100 200
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 700 700
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 6,200 6,200
62360 MEMBERSHIP DUES 200 200
62380 COPY MACHINE CHARGES 3,500 3,500
62509 SERVICE AGREEMENTS / CONTRACTS 1,100
62645 MICROFILMING 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 500 600
65085 MINOR EQUIPMENT & TOOLS 300 1,000
65095 OFFICE SUPPLIES 600 600
65105 PHOTO/DRAFTING SUPPLIE 200 200
2120 HOUSING REHABILITATION 355,800 374,100
152
City of Evanston
Community Development Department
2130 – Building & Zoning
Description of Major Activities
The Building & Zoning division is responsible for the enforcement of the zoning ordinance while enforcing the various
building codes to protect the health, safety, and welfare of all residents. Major responsibilities are mandated by the
City Council adoption and amendments to the zoning ordinance, as well as the adopted building codes. The Division
is responsible for the comprehensive review of all building permit applications, permit processing, inspections, and
issuing certificates of zoning compliance and certificates of occupancy. Additionally, the Division staffs the Zoning
Board of Appeals for variations, special uses and appeals, schedules hearing requests for planned developments,
zoning map and text amendments before the Plan Commission, and staffs the Site Plan & Appearance Review
Committee.
FY 2009-2010 Objectives
• To continue a comprehensive review of the zoning ordinance to allow for more administrative approval of
variance requests by June 1, 2009
• To develop new benchmarks and performance objectives for inspections
• To continue to implement additional phases of the PAL Project
• To increase customer service through on line access to citizens for permit applications, contractor license
renewals, inspections scheduling
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Zoning analyses 1,417 1,295 1,100
Zoning complaints 13 15 17
Site Plan & Appearance Review cases 260 310 240
Zoning Board of Appeals cases 66 23 30
Zoning Administrator Decision cases 60 95 60
Plan Commission cases 8 12 7
Sidewalk cafes approved 37 36 40
Plats for Council approval 22 10 10
Building permits N/A 3,000 2,600
Contractor Licenses N/A 550 600
Elevator Licenses & permits N/A 750 775
Building Inspections N/A 8,800 8,800
Elevator Inspections N/A 1,500 1,500
Sign Licenses N/A 900 960
Approved Adjustments in 2009-2010 Budget
153
CITY OF EVANSTON
BUILDING & ZONING
2130
2008 -2009 2009 2010-
Appropriation Approved
2130 BUILDING & ZONING
61010 REGULAR PAY 1,153,400 1,103,000
61110 OVERTIME PAY 10,000 10,500
61210 LONGEVITY 12,300 14,200
61510 HEALTH INSURANCE 157,200 169,200
61615 LIFE INSURANCE 1,800 1,800
61625 AUTO ALLOWANCE 2,400 2,400
61630 SHOE ALLOWANCE 2,000 1,300
61710 IMRF 88,600 94,500
61725 SOCIAL SECURITY 72,600 71,000
61730 MEDICARE 16,900 16,600
62145 ENGINEERING SERVICES 57,000 40,000
62150 CONSTRUCTION ENGINEERING SERVI 30,000 25,000
62205 ADVERTISING 1,000 1,000
62210 PRINTING 1,400 1,400
62235 OFFICE EQUIPMENT MAINT 400 400
62271 COURT REPORTING SERVICES 8,000 7,500
62275 POSTAGE CHARGEBACKS 6,200 6,200
62295 TRAINING & TRAVEL 1,900 4,000
62305 RENTAL OF AUTO-FLEET SER 54,000 54,000
62360 MEMBERSHIP DUES 700 1,000
62380 COPY MACHINE CHARGES 9,300 9,300
62425 ELEVATOR CONTRACT COSTS 50,000 50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000 48,000
62645 MICROFILMING 7,000 10,000
64540 TELECOMMUNICATIONS - WIRELESS 4,200 5,000
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65085 MINOR EQUIPMENT & TOOLS 500 500
65095 OFFICE SUPPLIES 3,500 3,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
2130 BUILDING & ZONING 1,764,000 1,753,000
154
City of Evanston
Police Department
Three Year Fiscal History
$20,645,900 $20,599,400$20,574,783
$19,000,000
$20,000,000
$21,000,000
$22,000,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009
General Fund Budget
22.97%
Police
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
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 3.00
Full-Time Regular Youth Advocate 2.00
2225 Total 5.00
155
City of Evanston
Police Department
Employee Status
Description Job Type Description
2009-2010
Position FTE
Juvenile Bureau
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 Court Liaison 1.00
Full-Time Regular Property Officer 1.00
Full-Time Regular Records Input Operator 5.00
Full-Time Regular Review Officer 1.00
Part-time Regular Property Room Aide 1.00
2240 Total 11.00
Communications
Full-Time Regular Telecommunicator 15.00
2245 Total 15.00
Service Desk
Full- Time Regular Custodian I 1.00
Full-Time Regular Police Officer 1.00
Full-Time Regular Service Desk Officer 12.00
Full-Time Regular Deputy Chief 1.00
Full-Time Regular Service Desk Supervisor 1.00
2250 Total 16.00
Office of Professional Standards
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
Full- Time Regular Police Planner 1.00
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Sergeant 1.00
2255 Total 4.00
Office of Administration
Full-Time Regular Administrative Specialist 1.00
Full-Time Regular Police Admin Assistant 1.00
Full-Time Regular Police Sergeant 1.00
2260 Total 3.00
Neighborhood Enforcement Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 14.00
Full-Time Regular Police Sergeant 3.00
2265 Total 18.00
156
City of Evanston
Police Department
Employee Status
Description Job Type Description
2009-2010
Position FTE
Traffic Bureau
Full-Time Regular Police Officer 6.00
Full-Time Regular Towing Coordinator 1.00
2270 Total 7.00
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 218.50
157
City of Evanston
Police Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2205 – Police Administration 563,117 601,000 364,571 417,300
2210 – Patrol Operations 9,433,476 9,196,800 9,654,258 8,946,100
2215 – Criminal Investigation 1,897,469 1,811,100 1,928,524 1,851,500
2225 – Social Services Bureau 558,643 588,900 497,996 473,800
2230 – Juvenile Bureau 895,680 970,700 999,971 1,012,800
2235 – School Liaison 320,981 375,300 317,639 296,900
2240 – Police Records 851,020 809,900 824,711 838,200
2245 – Communications 1,117,059 1,203,800 1,257,390 1,177,000
2250 – Service Desk 1,052,137 1,069,200 1,141,243 1,106,600
2255 – Office of Prof. Standards 321,166 311,000 337,560 393,900
2260 – Office of Administration 448,668 475,600 520,235 417,900
2265 – Neighborhood Enforcement 1,254,981 1,333,400 1,569,175 1,770,900
2270 – Traffic Bureau 836,288 825,000 884,070 813,700
2275 – Community Strategic Bur. 215,547 235,400 182,801 186,200
2280 – Animal Control 191,082 193,600 204,911 208,100
2285 – Problem Solving Team 617,469 645,200 680,508 688,500
Total Expenditures: $20,574,783 $20,645,900 $21,365,563 $20,599,400
Revenues:
52170 – Alarm Panel Franchise Fees 5,490 0 0 0
53685 – Police Report Fees 17,968 16,000 17,302 16,000
53715 – Alarm Panel Subscription Fees 137,030 110,000 110,000 110,000
53720 – Skokie/Lincolnwood Animal Fees 25 300 280 300
55160 – Violent Crimes Victim’s Grant 20,767 24,700 24,700 24,700
55162 – ICJIA (Victim Services) 0 47,000 60,000 75,000
55270 – Police Training Grant 8,000 8,000 14,583 8,000
55285 – Law Enforcement Block Grant 20,934 57,200 57,215 19,300
Total Revenues: $210,214 $263,200 $284,080 $253,300
Notes for Financial Summary
FY2009-2010 will be another year economically impacted by world economic recession, energy and fuel costs and
the continuing conflicts overseas. Cost of fuel and ammunition has been increasing exponentially and lead times
between order and receipt of goods has lengthened to nearly a year. Training and qualifications are mandatory for all
sworn personnel so costs of ammunition will at least double.
Costs associated with retirements, resignations and terminations will be dependent on individual decisions and could
be in the $200,000 - $400,000 range depending on the mix of personnel.
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 current economic conditions and the poor job market have given us more applicants for our open positions, but
how that translates to successfully filling the positions and eliminating staffing needs will have an impact on the
overtime costs in Patrol Operations, Communications (E-911 Center) and the Service Desk.
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Police Department
The current economic conditions and the poor job market have given us more applicants for our open positions, but
how that translates to successfully filling the positions and eliminating staffing needs will have an impact on the
overtime costs in Patrol Operations, Communications (E-911 Center) and the Service Desk.
Performance Report on FY 2008-2009 Major Program Objectives
The TAC team was formed and has been placed under the command of the N.E.T. Bureau. The TAC team has been
working special assignments as designated by the Chief of Police and the Deputy Chief of Investigative Services.
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. The original time schedule was delayed
due to a myriad of unforeseen building problems (water leaks, ventilation). Relocation of
personnel was necessary for the Bureaus but emphasis will be placed on making it a seamless
transition so that the personnel and citizens are not affected adversely by this upgrade to the
facilities.
• 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, computerized
programs for weapons qualifications and will have more effective proactive maintenance
procedures.
2009-2010 Department Initiatives
Purchasing of cameras and related equipment for placement within the Evanston community will be handled with the
cooperation of the IT Department with the funding coming from awards received through Rep. Schakowsky’s office
from the U.S. Department of Justice.
Upgrading and expanding the Property Room bar-coding system which monitors and tracks evidence inventory by
case will be accomplished during the FY2009-2010.
2009-2010 Performance Initiatives
Performance Measures – Police
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Number of motor vehicle accident injuries. (Data
source: Department staff)
210 200 190
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
2. Percentage reduction in accidents involving
drivers who are intoxicated. (Data source:
Department Staff)
0% 10% 12%
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
3. Percentage reduction in DUI arrests. (Data
source: Department Staff)
15% 10% 10%
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
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City of Evanston
Police Department
4. Percentage of residential burglary victims who
are re-victimized within 12 months. (Data source:
Department Staff)
N/A TBD TBD
Comment: Baseline data will be established in 2008-
2009.
5. Percentage of citizens reporting that crime is
either a “moderate” or “major” problem in
Evanston. (Data source: National Citizen Survey)
77% N/A 75%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 70%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
6. Percentage of citizens reporting that drugs are
either a “moderate” or “major” problem in
Evanston. (Data source: National Citizen Survey)
72% N/A 70%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 68%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
7. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from violent crime
in Evanston. (Data source: National Citizen Survey)
58% N/A 65%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 62%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
8. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from property crime
in Evanston. (Data source: National Citizen Survey)
46% N/A 50%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 50%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
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City of Evanston
Police Department
9. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” in Evanston’s
downtown after dark. (Data source: National Citizen
Survey)
65% N/A 67%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 68%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
161
City of Evanston
Police Department
2205 – Police Administration
Description of Major Activities
The Chief of Police is responsible for overseeing the fiscal management of the Evanston Police Department and its
resources to ensure an efficient and effective police organization that provides a high level of service to the
community. The responsibilities of the Chief of Police include supervising and deploying personnel and resources,
developing and implementing the department's goals and objectives, and monitoring performance of bureaus and
divisions. The Chief also focuses on developing the organization, responding to community needs and assessments,
improving department productivity and operational techniques, long-range planning, formulating policies and
procedures, and attending public meetings.
FY 2009-2010 Objectives
• To establish a Policy and Procedure for the new Firing Range Facility. Personnel involved, range maintenance
and care, weapons’ cleaning and repair, ammunition ordering and storage would be enumerated in the policy
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Part I crimes 3210 3175 3190
Part II crimes 5800 5750 5750
Total calls for service 44500 44500 44500
Average in-progress response time
Approved Adjustments in 2009-2010 Budget
162
CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2008 -2009 2009 2010-
Appropriation Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 340,800 208,700
61210 LONGEVITY 1,100 1,300
61510 HEALTH INSURANCE 46,200 21,100
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 100
61710 IMRF 14,100 5,300
61725 SOCIAL SECURITY 5,100 4,200
61730 MEDICARE 4,900 1,600
62210 PRINTING 6,800 6,000
62225 BLDG MAINTENANCE SERVICES 54,000 55,500
62245 OTHER EQMT MAINTENANCE 12,000
62270 MEDICAL/HOSPITAL SERVICES 1,200 1,000
62305 RENTAL OF AUTO-FLEET SER 18,500 18,500
62360 MEMBERSHIP DUES 15,300 16,700
62375 RENTALS 38,600 42,300
64015 NATURAL GAS 37,100 30,000
65010 BOOKS, PUBLICATIONS, MAPS 700 800
65040 JANITORIAL SUPPLIES 4,000 3,800
2205 POLICE ADMINISTRATION 601,000 417,300
163
City of Evanston
Police Department
2210 – Patrol Operations
Description of Major Activities
The division of Patrol Operations responds to calls for police service 24 hours per day, seven days per week.
Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as to detect, apprehend,
and process persons involved in criminal activity. The division members engage in problem solving initiative and
partnership efforts with the community, and provide assistance to citizens such as directions, transportation to the
hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles.
FY 2009-2010 Objectives
• Use intelligence information from weekly deployment meeting to target offenders and reduce crime in identified
deployment areas
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Community / officer interface 200 200 210
Responses to service calls (written) 18,300 19,000 19,000
Responses to service calls (coded incidents) 19,100 19,500 19,700
Assists (other than responding to calls) 26,000 27,000 27,500
Arrests (felony & misdemeanor) 3,300 3,400 3,450
D.U.I. arrests 41 38 40
Ticket & citation production – Parking 14,000 14,500 14,800
Approved Adjustments in 2009-2010 Budget
164
CITY OF EVANSTON
PATROL OPERATIONS
2210
2008 -2009 2009 2010-
Appropriation Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 6,963,900 6,728,800
61062 SPECIAL EVENT SALARIES 110,000 95,000
61110 OVERTIME PAY 69,000 45,000
61111 HIREBACK OT 91,000 97,000
61112 SPECIAL DETAIL OT 60,000 147,000
61210 LONGEVITY 77,200 82,300
61510 HEALTH INSURANCE 887,600 983,300
61610 DENTAL INSURANCE 120,300 120,300
61615 LIFE INSURANCE 9,600 9,600
61635 UNIFORM ALLOWANCE 75,100 75,200
61725 SOCIAL SECURITY 109,100
61730 MEDICARE 106,100 53,000
62305 RENTAL OF AUTO-FLEET SER 466,100 464,100
62490 OTHER PROGRAM COSTS 2,000 1,500
65015 CHEMICALS 1,000 1,000
65020 CLOTHING 45,000 40,000
65105 PHOTO/DRAFTING SUPPLIE 3,800 3,000
2210 PATROL OPERATIONS 9,196,800 8,946,100
165
City of Evanston
Police Department
2215 – Criminal Investigation
Description of Major Activities
As part of the Criminal Investigation division, detectives conduct follow-up investigations of homicide, sex offenses,
robbery, burglary, kidnapping, aggravated assault, auto theft, fraud, theft, and all other crimes not specifically
assigned to other investigative bureaus. This element also conducts background investigations for the Liquor
License Control Commission and other licensing bodies. The bureau also conducts proactive liquor license
inspections and investigations.
FY 2009-2010 Objectives
• Monitor the relocation of the Criminal Investigations, Juvenile and Social Service Bureaus to their temporary
offices and assess the efficiency during the next renovation phase of the Police Department, while not
interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Cases assigned to criminal investigators 2,600 2,500 2,550
Percentage of assigned cases cleared 50 50 55
Percentage of assigned burglaries cleared 18 18 20
Task Force operations 7 6 6
Liquor inspections 75 80 83
Approved Adjustments in 2009-2010 Budget
166
CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2008 -2009 2009 2010-
Appropriation Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 1,409,700 1,449,800
61062 SPECIAL EVENT SALARIES 45,000 61,000
61110 OVERTIME PAY 20,000 21,000
61111 HIREBACK OT 2,000 2,100
61112 SPECIAL DETAIL OT 10,000 5,000
61210 LONGEVITY 23,000 20,700
61510 HEALTH INSURANCE 166,400 190,300
61615 LIFE INSURANCE 1,800 1,800
61635 UNIFORM ALLOWANCE 13,100 13,300
61725 SOCIAL SECURITY 22,300
61730 MEDICARE 21,700 11,500
62305 RENTAL OF AUTO-FLEET SER 60,100 60,100
62360 MEMBERSHIP DUES 5,000 4,000
62370 EXPENSE ALLOWANCE 2,500 2,200
65020 CLOTHING 500 500
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65095 OFFICE SUPPLIES 4,000 4,200
65105 PHOTO/DRAFTING SUPPLIE 3,000 3,000
2215 CRIMINAL INVESTIGATION 1,811,100 1,851,500
167
City of Evanston
Police Department
2225 – Social Services Bureau
Description of Major Activities
The Police Social Services Bureau is comprised of two distinct entities which include Victim Services and Youth
Services Programs.
The Victim Services program provides social services to crime victims and witnesses. Victim Services assists victims
of person to person crime including but not limited to sexual assault/abuse, child abuse, domestic violence and
robbery. Victim Services also assists those who come in contact with the police for "non-crime" related situations that
require a social service response. Services include crisis intervention and counseling, court advocacy, and
information and referral for additional service.
The Youth Service program provides Evanston youth, ages eight to 21 and their families a broad range of social
services including individual, family and group counseling, case management, outreach, and information and referral
for additional services. Services are designed to improve the levels of functioning in areas of family relations and
interpersonal relations, with an emphasis on early detection and prevention. The program is also responsible for the
administration of a community service system for first and second time youth offenders.
FY 2009-2010 Objectives
• Victim Services – Expand on the current grant programs to incorporate additional exposure for Bureau
• Youth Services – Monitor the Restorative Justice Program with respect to volunteer inclusion
• Monitor the relocation of the Criminal Investigations, Juvenile and Social Service Bureaus to their temporary
offices and assess the efficiency during the next renovation phase of the Police Department, while not
interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Sexual crime victims assisted - adult 17 20 22
- juvenile 25 30 33
Domestic related cases - crime related 400 425 440
- non-crime related 300 325 330
Other crime related cases - personal 550 600 650
- property 187 200 225
Other non-crime related cases 550 525 525
At-risk youth referrals received 125 140 150
Approved Adjustments in 2009-2010 Budget
168
CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2008 -2009 2009 2010-
Appropriation Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 354,200 278,000
61110 OVERTIME PAY 10,000 12,000
61210 LONGEVITY 2,200 2,600
61510 HEALTH INSURANCE 55,400 52,900
61615 LIFE INSURANCE 600 600
61710 IMRF 27,600
61725 SOCIAL SECURITY 3,000
61730 MEDICARE 5,300 2,100
62305 RENTAL OF AUTO-FLEET SER 12,000 12,000
62360 MEMBERSHIP DUES 100 100
62370 EXPENSE ALLOWANCE 114,000 103,500
62375 RENTALS 4,500 10,000
2225 SOCIAL SERVICES BUREAU 588,900 473,800
169
City of Evanston
Police Department
2230 – Juvenile Bureau
Description of Major Activities
As part of the Investigative Services Division, the Juvenile Bureau investigates incidents involving a juvenile as an
offender and/or victim. Youth officers investigate cases regarding dependent children, abused children, neglected
children, and minors, requiring authoritative intervention to delinquent minors. Also, youth officers provide support
and information to victimized juveniles and their families. Bureau personnel regularly patrol areas frequented by
juveniles in an attempt to prevent victimization or misconduct.
FY 2009-2010 Objectives
• Monitor the relocation of the Criminal Investigations, Juvenile and Social Service Bureaus to their temporary
offices and assess the efficiency during the next renovation phase of the Police Department, while not
interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Total number of cases assigned 1900 2000 2000
Percentage of assigned cases cleared 70 70 70
Child abuse investigations 80 75 80
Minors requiring authoritative intervention 300 300 320
Outreach referrals 250 240 255
Youth arrested for criminal offenses 500 475 490
Juvenile court referrals 200 200 200
Approved Adjustments in 2009-2010 Budget
170
CITY OF EVANSTON
JUVENILE BUREAU
2230
2008 -2009 2009 2010-
Appropriation Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 759,400 797,300
61062 SPECIAL EVENT SALARIES 14,000 14,000
61110 OVERTIME PAY 8,000 8,000
61111 HIREBACK OT 1,000 2,500
61112 SPECIAL DETAIL OT 5,000 4,600
61210 LONGEVITY 19,800 16,500
61510 HEALTH INSURANCE 92,400 116,300
61615 LIFE INSURANCE 1,000 1,000
61635 UNIFORM ALLOWANCE 8,300 8,300
61725 SOCIAL SECURITY 12,000
61730 MEDICARE 11,700 6,200
62305 RENTAL OF AUTO-FLEET SER 38,100 38,100
2230 JUVENILE BUREAU 970,700 1,012,800
171
City of Evanston
Police Department
2235 – School/Community Liaison Bureau
Description of Major Activities
Officers in the School/Community Liaison Bureau are responsible for:
• Student counseling sessions
• Attendance at after school events
• Issuance of tress pass warnings at schools
• Acting as a resource for the neighborhood surrounding the school
• Investigating incidents occurring within the school
• Escorting students on extra curricular school events (field trips, dances, sporting activities)
FY 2009-2010 Objectives
• Host a roundtable discussion of School Resource Officers from the surrounding jurisdictions for the purpose of
identifying common problems/issues and successful solutions to those problems/issues; and discussing
programs that have had a positive impact in the area of delinquency prevention
Ongoing Activity Measures 2007-2008
Actual
Actual 2009-2010
Projected
Semesters of instruction 2 2 2
ALERTS training for middle school students 700 700 700
Counseling of students 1425 1425 1450
Approved Adjustments in 2009-2010 Budget
172
CITY OF EVANSTON
SCHOOL LIAISON
2235
2008 -2009 2009 2010-
Appropriation Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 299,000 229,800
61210 LONGEVITY 6,100 9,600
61510 HEALTH INSURANCE 37,000 31,700
61615 LIFE INSURANCE 400 400
61635 UNIFORM ALLOWANCE 3,300 3,300
61725 SOCIAL SECURITY 4,500
61730 MEDICARE 4,400 1,800
62305 RENTAL OF AUTO-FLEET SER 20,100 20,100
65125 OTHER COMMODITIES 500 200
2235 SCHOOL LIAISON 375,300 296,900
173
City of Evanston
Police Department
2240 – Records Bureau
Description of Major Activities
The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving, and
disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins,
police reports, criminal histories) throughout the department as well as to other agencies and the public. The Bureau
also provides fingerprinting services. The property officer assigned to the Records Bureau is responsible for the
safekeeping of all found, confiscated and recovered property. In addition, the bureau issues department forms and
copies materials.
FY 2009-2010 Objectives
• Realign staff for most effective results while reducing the current backlog occurring after staff reductions
• Enter data for the new CAD 6 – CRIMES software package
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Cases handled by property officer 3300 3,300 3350
Fingerprints processed by ID Technician 525 525 500
Liquor licenses issued 40 40 42
Report copies provided 2000 2,000 2,000
Records computerized 42000 43,000 44,000
Approved Adjustments in 2009-2010 Budget
174
CITY OF EVANSTON
POLICE RECORDS
2240
2008 -2009 2009 2010-
Appropriation Approved
2240 POLICE RECORDS
61010 REGULAR PAY 544,500 560,900
61050 PERMANENT PART-TIME 24,300
61110 OVERTIME PAY 1,000 800
61210 LONGEVITY 10,100 9,100
61510 HEALTH INSURANCE 101,700 116,600
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 300 100
61710 IMRF 41,800 49,300
61725 SOCIAL SECURITY 8,600 36,800
61730 MEDICARE 8,400 8,600
62275 POSTAGE CHARGEBACKS 8,500 5,000
62305 RENTAL OF AUTO-FLEET SER 8,500 8,500
62335 DATA PROCESSING SERVIC 21,500 11,500
62645 MICROFILMING 3,000 2,800
65095 OFFICE SUPPLIES 25,000 25,000
65105 PHOTO/DRAFTING SUPPLIE 1,500 2,000
2240 POLICE RECORDS 809,900 838,200
175
City of Evanston
Police Department
2245 – Communications Bureau
Description of Major Activities
The Communications Bureau is a centralized police operation for sending and receiving information between citizens,
members of the Police Department, and other departments of the City, State, and nation, through the use of radios,
telephones, and computers. Personnel assigned to this bureau handle all emergency and non-emergency calls for
the Police and Fire departments. Communication operators are responsible for dispatching Police and Fire units and
personnel, including ambulances, to calls for assistance, and then monitoring their availability for service. Personnel
also monitor residences and businesses that are connected to the Police and Fire alarm board.
FY 2009-2010 Objectives
• Extend the period of system upgrade the E-911 phone system in the E-911 Communications Center as the
existing Centralink 911 phone system will no longer be supported by Motorola
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
911 calls received (includes wireless 911) 60,000 60,000 61,500
Entries in LEADS system 6,000 6,000 6,000
Alarms handled (includes fire alarms) 4,600 4,600 4,600
Approved Adjustments in 2009-2010 Budget
176
CITY OF EVANSTON
COMMUNICATIONS
2245
2008 -2009 2009 2010-
Appropriation Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 896,600 929,600
61110 OVERTIME PAY 2,000 1,200
61111 HIREBACK OT 25,000 27,000
61210 LONGEVITY 3,800 4,700
61510 HEALTH INSURANCE 138,700 158,600
61615 LIFE INSURANCE 1,500 1,500
61635 UNIFORM ALLOWANCE 10,100 10,100
61710 IMRF 61,000
61725 SOCIAL SECURITY 13,700
61730 MEDICARE 13,400 7,100
64540 TELECOMMUNICATIONS - WIRELESS 36,000 36,000
65020 CLOTHING 2,000 1,200
2245 COMMUNICATIONS 1,203,800 1,177,000
177
City of Evanston
Police Department
2250 – Service Desk Bureau
Description of Major Activities
Service Desk officers handle walk-in and telephone non-emergency complaints, requests for information and calls for
service. In addition to providing support services (e.g. supplies, forms, computer information, emergency and non-
emergency telephone numbers, referral information, warrant status information, etc.) to field units, the bureau is
responsible for the processing, detention, feeding, monitoring, bonding, and transportation of prisoners. The officers
administer the City's Alarm Ordinance and act as deputy clerks for the circuit court for bonding purposes.
FY 2009-2010 Objectives
• Update Field Training Manual and re-train the Field Training Officers (FTO) as needed
• Continue customer service upgrade by providing in-service training and monitoring incoming calls
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-10
Projected
Prisoners processed 1697 1750 1800
Custodial prisoners 1859 1975 1950
Bail Bonds processed 3355 4000 4,000
Reports taken by officers 3289 3375 3400
Alarm subscriptions billed 3450 4050 4100
False alarm fines billed 7771 8500 8000
Control Station alarms handled 7085 7100 7,100
Approved Adjustments in 2009-2010 Budget
178
CITY OF EVANSTON
SERVICE DESK
2250
2008 -2009 2009 2010-
Appropriation Approved
2250 SERVICE DESK
61010 REGULAR PAY 814,300 881,400
61062 SPECIAL EVENT SALARIES 1,000 1,500
61110 OVERTIME PAY 1,200 2,500
61111 HIREBACK OT 17,000 16,500
61210 LONGEVITY 5,700 10,200
61510 HEALTH INSURANCE 138,700 169,200
61615 LIFE INSURANCE 1,400 1,400
61630 SHOE ALLOWANCE 100
61635 UNIFORM ALLOWANCE 8,100 8,100
61710 IMRF 47,300
61725 SOCIAL SECURITY 12,400
61730 MEDICARE 12,100 6,700
62425 ELEVATOR CONTRACT COSTS 3,000 3,400
65020 CLOTHING 1,000 1,000
65025 FOOD 5,100 3,600
65125 OTHER COMMODITIES 900 1,000
2250 SERVICE DESK 1,069,200 1,106,600
179
City of Evanston
Police Department
2255 – Office of Professional Standards
Description of Major Activities
The Office of Professional Standards (OPS) provides two separate functions: inspections and internal investigations.
The inspection component evaluates the quality of departmental operations, ensuring that the agency's goals are
being pursued and that control is maintained throughout the department. This component also performs audits of
personnel sick time usage to identify potential abusers, audits the records of the various cash funds kept in the
department, audits use of the department's main telephone line, and performs other audits and studies as directed by
the Chief of Police. The internal investigations component investigates allegations of misconduct made against the
department or its employees by citizens or other employees of the department/City.
FY 2009-2010 Objectives
• Prepare summaries for Department Inquiries, as well as Complaint Registers for the Human Services Committee
Ongoing Activity Measures 2007-08
Actual
2008-09
Actual
2009-2010
Projected
Staff inspections 25 25 25
Citizen complaints 25 25 25
Pre-employment background investigations 200 200 225
Weapons use reports 25 25 25
Internally generated administrative reviews 100 100 100
Department inquiries 75 75 75
Resisting arrest/use of force investigations 35 35 35
Approved Adjustments in 2009-2010 Budget
180
CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2008 -2009 2009 2010-
Appropriation Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 243,000 310,700
61055 TEMPORARY EMPLOYEES 15,600 15,600
61210 LONGEVITY 3,900 4,200
61510 HEALTH INSURANCE 27,800 42,300
61615 LIFE INSURANCE 300 300
61710 IMRF 3,900 5,500
61725 SOCIAL SECURITY 4,000 4,200
61730 MEDICARE 3,800 2,400
62305 RENTAL OF AUTO-FLEET SER 8,700 8,700
2255 OFFICE-PROFESSIONAL STANDARDS 311,000 393,900
181
City of Evanston
Police Department
2260 – Office of Administration
Description of Major Activities
Responsibilities of this division include coordination of all personnel and training functions related to Police
Department staff, planning and research operations, and all fiscal activities, including budget, payroll, accounts
payable, grant reporting, and internal record keeping for personnel.
Training responsibilities include conducting basic and advanced programs for employees, provided by in-house and
external sources.
Planning and research is responsible for analysis of crime statistics, maintaining the written directive system,
completion of the annual report, and accreditation compliance.
FY 2009-2010 Objectives
• Work with Human Resources to transition the recruitment and hiring process of Police Department employees to
the Office of Administration
• Monitor the updated fitness program for Police Department personnel (sworn and non-sworn) to determine the
effect on the personnel’s general heath
Ongoing Activity Measures 2007-08
Actual
2008-2009
Actual
2009-2010
Projected
External schools and seminars provided 248 265 280
Bulletins and orders issued 201 205 200
In-service schools attendees 252 250 264
Invoices, purchase requisitions 1528 1530 1500
Grant applications and proposals 27 32 30
Approved Adjustments in 2009-20010 Budget
182
CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2008 -2009 2009 2010-
Appropriation Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 271,000 209,200
61062 SPECIAL EVENT SALARIES 15,500 16,500
61110 OVERTIME PAY 2,500 2,700
61210 LONGEVITY 9,900
61510 HEALTH INSURANCE 37,000 31,700
61615 LIFE INSURANCE 400 400
61710 IMRF 13,900 10,400
61725 SOCIAL SECURITY 4,300 8,000
61730 MEDICARE 4,200 1,800
62295 TRAINING & TRAVEL 83,000 83,500
62305 RENTAL OF AUTO-FLEET SER 18,600 18,600
62360 MEMBERSHIP DUES 200 200
65015 CHEMICALS 25,000 25,000
2260 OFFICE OF ADMINISTRATION 475,600 417,900
183
City of Evanston
Police Department
2265 – Neighborhood Enforcement Team
Description of Major Activities
The Neighborhood Enforcement Team (NET) is a part of Strategic Services. NET provides support services to Patrol
Operations including tactical, gang, and narcotic operations. NET conducts criminal investigations of the sale,
distribution, and use of illegal narcotics and other dangerous drugs. Responsibilities also include diffusing and
controlling gang-related activities by investigating and monitoring gang activities, crimes and membership, and
providing intelligence to the department. Personnel also serve as a back-up to patrol units and engage in many
problem-solving projects. NET works with other local, State, and federal agencies to reduce crime and improve the
quality of life of Evanston residents.
FY 2009-2010 Objectives
• Update the gang information book for sworn personnel to assist in identifying active gang members within the
City of Evanston and their respective neighborhoods of activity and gang affiliation
• Computerize gang related incidents to be classified by gang affiliation and incident type, then mapped into areas
of concern within the City of Evanston
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Narcotic arrests 120 125 130
Search warrants 20 20 22
Problem oriented narcotic tip sheets 30 30 30
Adult gang members arrests 115 120 125
Juvenile gang member arrests 8 10 15
Felony arrests 85 90 90
Misdemeanor arrests 160 175 180
Criminal warrant service 90 95 95
Approved Adjustments in 2009-2010 Budget
184
CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2008 -2009 2009 2010-
Appropriation Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 1,022,600 1,404,100
61062 SPECIAL EVENT SALARIES 15,000 15,000
61110 OVERTIME PAY 6,000 16,500
61112 SPECIAL DETAIL OT 9,000 10,000
61210 LONGEVITY 6,700 11,500
61510 HEALTH INSURANCE 129,500 190,300
61615 LIFE INSURANCE 1,400 1,400
61635 UNIFORM ALLOWANCE 10,700 14,900
61725 SOCIAL SECURITY 17,200
61730 MEDICARE 16,800 10,700
62305 RENTAL OF AUTO-FLEET SER 96,500 96,500
62370 EXPENSE ALLOWANCE 2,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,333,400 1,770,900
185
City of Evanston
Police Department
2270 – Traffic Bureau
Description of Major Activities
Part of the Division of Strategic Services, the Traffic Bureau enforces traffic laws and ordinances, and regulates the
flow of vehicular and pedestrian traffic. The Traffic Bureau manages and performs follow-up investigations to most hit
and run accidents and administers the Tow Ordinance. The bureau also handles the towing of abandoned and junk
vehicles.
FY 2009-2010 Objectives
• Continue to work with ETHS on educating students concerning driving skills and zero tolerance
• Conduct 5 Roadside Safety Checks
• Conduct 6 Safety Belt Enforcement Zones
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-10
Projected
Moving violations 4000 4100 4200
Non-moving violations issued 2950 3000 3100
Abandoned automobiles investigated 1800 1900 1950
Hit and run follow-up investigations 550 550 550
Vehicles towed 2900 3000 2950
Approved Adjustments in 2009-2010 Budget
186
CITY OF EVANSTON
TRAFFIC BUREAU
2270
2008 -2009 2009 2010-
Appropriation Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 604,000 596,600
61110 OVERTIME PAY 4,500 4,000
61112 SPECIAL DETAIL OT 4,500 3,500
61210 LONGEVITY 15,300 19,400
61510 HEALTH INSURANCE 74,000 84,600
61615 LIFE INSURANCE 800 800
61635 UNIFORM ALLOWANCE 5,700 6,500
61710 IMRF 4,200
61725 SOCIAL SECURITY 9,300
61730 MEDICARE 9,000 4,600
62305 RENTAL OF AUTO-FLEET SER 88,700 88,700
65020 CLOTHING 1,500 1,500
65125 OTHER COMMODITIES 3,500 3,500
2270 TRAFFIC BUREAU 825,000 813,700
187
City of Evanston
Police Department
2275 – Community Strategies Bureau
Description of Major Activities
The Community Strategies Bureau is responsible for developing a better partnership between the police and the
community for the purpose of reducing crime. Bureau activities include crime prevention seminars, home security
surveys, operation identification, Neighborhood Watch, Site Plan and Appearance Review committees, senior citizen
programs, and the Citizen/Police Academy and Clergy Team liaison. The crime analysis element publishes a daily
bulletin, weekly crime analysis reports, and monthly crime statistics by beat. Involvement in special events includes
4th of July festivities, Evanston CommUnity Picnic, and the Holiday Food Basket program.
FY 2009-2010 Objectives
• Work with Police Divisions to develop daily crime statistics and maps which assist the deployment of resources
efficiently within the City of Evanston neighborhoods.
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Home security surveys 125 150 175
Commercial surveys 14 20 20
Speaker's bureau engagements 32 33 33
Seminars conducted 30 30 30
Daily bulletins 250 250 250
Weekly crime analysis reports 52 52 52
Monthly crime statistics by beat 12 12 12
Approved Adjustments in 2009-2010 Budget
188
CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2008 -2009 2009 2010-
Appropriation Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 109,900 110,400
61050 PERMANENT PART-TIME 42,100 1,300
61110 OVERTIME PAY 1,500 800
61210 LONGEVITY 900
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 200 200
61710 IMRF 8,300
61725 SOCIAL SECURITY 2,300
61730 MEDICARE 2,200 1,100
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 47,400 47,400
2275 COMMUNITY STRATEGIC BUREAU 235,400 186,200
189
City of Evanston
Police Department
2280 – Animal Control Bureau
Description of Major Activities
Part of the division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens
dealing with domestic and wild animals, including birds and reptiles. The bureau also counsels citizens on animal
control problems and issues citations for violations of animal control ordinances. Moreover, it apprehends and
impounds stray animals and handles the adoption of unwanted dogs and cats in conjunction with CARE (a local
volunteer group).
FY 2009-2010 Objectives
• Review the updated animal control ordinances, including animal abuse for effectiveness in reducing violations.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Animals adopted 300 310 325
Animals impounded 525 550 575
Citizen complaints handled 7400 7500 7,500
Animals returned to owners 170 185 190
Animals euthanized 60 70 85
Citations issued 215 230 250
Approved Adjustments in 2009-2010 Budget
190
CITY OF EVANSTON
ANIMAL CONTROL
2280
2008 -2009 2009 2010-
Appropriation Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 115,300 116,600
61050 PERMANENT PART-TIME 22,900 23,400
61110 OVERTIME PAY 1,000 1,000
61210 LONGEVITY 2,200 2,700
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 400 400
61710 IMRF 8,800 12,000
61725 SOCIAL SECURITY 2,100 9,000
61730 MEDICARE 2,000 2,100
62225 BLDG MAINTENANCE SERVICES 1,300 1,400
62305 RENTAL OF AUTO-FLEET SER 12,100 12,100
65020 CLOTHING 800 600
65025 FOOD 3,200 3,000
65125 OTHER COMMODITIES 2,800 2,500
2280 ANIMAL CONTROL 193,600 208,100
191
City of Evanston
Police Department
2285 – Problem Solving Team
Description of Major Activities
Part of the Patrol Operations division, the Problem Solving Team's (PST) uniformed officers provide regular and
highly visible foot patrols in neighborhoods. PST officers serve as a community policing mechanism by making
personal contacts with area residents and merchants as well as providing a broad range of proactive and preventive
community services (block club development, security surveys, attending meetings, etc.).
FY 2009-2010 Objectives
• Monitor the effectiveness of the enforcement of the nuisance premise ordinance
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-10
Projected
Neighborhood meetings 345 370 375
Resident surveys completed 120 125 130
Tickets and citations issued - Parking 240 250 265
- Traffic 215 230 245
- C tickets 140 152 160
- S tickets 50 50 50
Arrests 168 175 180
Tactical missions 14 16 18
Approved Adjustments in 20089-2010 Budget
192
CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2008 -2009 2009 2010-
Appropriation Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 503,000 549,800
61062 SPECIAL EVENT SALARIES 15,000 15,000
61110 OVERTIME PAY 2,500 2,500
61210 LONGEVITY 4,800 3,900
61510 HEALTH INSURANCE 64,700 74,000
61615 LIFE INSURANCE 700 700
61635 UNIFORM ALLOWANCE 5,800 5,000
61725 SOCIAL SECURITY 7,800
61730 MEDICARE 7,500 4,200
62245 OTHER EQMT MAINTENANCE 2,500 2,500
62305 RENTAL OF AUTO-FLEET SER 29,900 29,900
65020 CLOTHING 1,000 1,000
2285 PROBLEM SOLVING TEAM 645,200 688,500
193
City of Evanston
Fire Department
Three Year Fiscal History
$12,048,000 $11,877,100$11,880,969
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General Fund
Budget
13.25%
Fire Department
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2009-2010
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 3.00
2310 Total 5.00
Fire Suppression
Full-Time Regular Division Chief, Fire 1.00
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 103.00
Fire Total 111.00
194
City of Evanston
Fire Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2305 – Fire Management & Support 610,739 691,000 622,871 680,800
2310 – Fire Prevention 522,015 627,700 655,737 574,000
2315 – Fire Suppression 10,748,215 10,729,300 11,201,750 10,589,800
2320 – Office of Emer. Preparedness* 32,500
Total Expenditures: $11,880,969 $12,048,000 $12,480,358 $11,877,100
Revenues:
52540 – False Alarm Fines 424,700 155,000 155,000 155,000
53655 – Cost Recovery Fines 29,475 10,000 6,075 10,000
53675 – Ambulance Fees 846,036 875,000 886,801 925,000
Total Revenues: $1,300,211 $1,040,000 $1,047,876 $1,090,000
Notes for Financial Summary
We are anticipating at least four retirements this budget year. We will have two members attending EMT-B training.
Five members will participate in paramedic school. As a result, our regular overtime costs have been increased in
order to provide the mandatory training for new employees as well as on-going training for existing employees.
*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.
Performance Report on FY 2008-2009 Major Program Objectives
Fire Station #5 is in the final stages of completion. The Station will be prepared for rededication and occupation in
October of 2008. The Fire radio system upgrade will be 85 % completed when antennas are installed on the grounds
of Fire Station 5. The antennas will be in place when the station is reoccupied in October of 2008. The radio system
upgrade is a cooperative effort among Fire, Police 911 Center, and Facilities Management. The final piece of the
Fire radio system will be in place when a monopole tower is installed at Fire Headquarters. The pole installation
should be completed by November of 2008. All of the Department paramedics were offered Advanced Pediatric Life
Support training in 2008.
2009-2010 Department Initiatives
For 2009-2010, we plan to integrate Emergency Management into the Department’s operation. Emergency
Management will then be coordinated through the Fire Department for all City functions. We will work together with
Community Development to implement a new fire plan review fee schedule. As part of a CAD upgrade, we will be
adding a software program called “Mobile Data Browser” (MDB) which will enable the units to perform status changes
and communicate with the 911 Center via the Mobile Data Computer. The MDB will then integrate into an additional
software program that will provide field access to mapping and preplan information for the location to which the units
are responding. All paramedics will be provided Advanced Cardiac Life Support training. Finally, we plan to finalize
the Standard Operating Guideline for Highrise Firefighting.
2009-2010 Performance Initiatives
Performance Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of fires contained to the room of
origin. (Data source: Department data)
83.9% 76% 82%
Comment: Data reported annually.
195
City of Evanston
Fire Department
Performance Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
2. Percentage of emergency calls responded to in 4
minutes or less. (Data source: Department data)
63.2% 59.9% 69%
Comment: Data reported annually.
3. Percentage of citizens indicating that the quality
of fire services is either “excellent” or “good” in
Evanston. (Data source: National Citizen Survey)
96% N/A 96%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003. The 2003 number for this indicator
was 95%. The National Citizen Survey will likely be
repeated in Fall 2009 and no new survey data will be
available for 2008-2009.
4. Percentage of citizens indicating that the quality
of ambulance/emergency medical services is either
“excellent” or “good” in Evanston. (Data source:
National Citizen Survey)
93%
N/A 95%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003. The 2003 number for this indicator
was 92%. The National Citizen Survey will likely be
repeated in Fall 2009 and no new survey data will be
available for 2008-2009.
5. Percentage of citizens indicating that the quality
of fire prevention and education is either “excellent”
or “good” in Evanston. (Data source: National
Citizen Survey)
79% N/A 80%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003. However, this question was not
included in the 2003 survey. The National Citizen
Survey will likely be repeated in Fall 2009 and no new
survey data will be available for 2008-2009.
196
City of Evanston
Fire Department
2305 – Fire Management & Support
Description of Major Activities
This element provides leadership and stewardship for administering efficient and effective departmental services. It
develops strategies to support the organizational efforts toward achieving its mission. The element allocates
resources and develops the request for those resources. The success of the department in accomplishing its goals is
evaluated. Policies and procedures are adjusted as necessary. The environment is monitored and relationships with
internal and external agencies are cultivated and supported.
FY 2009-2010 Objectives
• Integrate into the Mobile Data Browser element of Computer Aided Dispatch, preplan entry by Company Officers
for all line fire vehicles by February 2010.
• Implement, as part of the Mobile Data Browser element of Computer Aided Dispatch, the ability for Company
Officers to effect real time status changes from all line fire vehicles by February 2010.
• Complete an update of the Fire Dispatch operating guideline by May 2009.
• Implement a new computer based fire records software program by November 2009.
Ongoing Activity Measures
2007-08
Actual
2008-2009
Actual
2009-2010
Projected
City fire insurance rating 3 3 3
Average number of incidental sick days per employee 2 2 1.5
Approved Adjustments in 2009-2010 Budget
197
CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2008 -2009 2009 2010-
Appropriation Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 314,900 320,600
61510 HEALTH INSURANCE 27,800 21,100
61615 LIFE INSURANCE 300 300
61710 IMRF 4,800 5,500
61725 SOCIAL SECURITY 600 4,300
61730 MEDICARE 4,600 2,400
62160 EMPLOYMENT TESTING SERVICES 7,100
62210 PRINTING 1,500 1,500
62235 OFFICE EQUIPMENT MAINT 1,100 1,100
62270 MEDICAL/HOSPITAL SERVICES 36,000 36,000
62275 POSTAGE CHARGEBACKS 3,400 3,100
62295 TRAINING & TRAVEL 1,100 1,100
62305 RENTAL OF AUTO-FLEET SER 30,000 30,000
62315 POSTAGE 500 500
62335 DATA PROCESSING SERVIC 3,200 3,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 29,800 29,800
62380 COPY MACHINE CHARGES 6,600 6,600
62518 SECURITY/ALARM CONTRACTS 4,900 4,900
64015 NATURAL GAS 75,000 75,000
64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65020 CLOTHING 79,000 75,000
65050 BLDG MAINTENANCE MATERIAL 6,600 6,600
65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000
65095 OFFICE SUPPLIES 5,000 5,000
65125 OTHER COMMODITIES 15,500 15,500
2305 FIRE MGT & SUPPORT 691,000 680,800
198
City of Evanston
Fire Department
2310 – Fire Prevention Bureau
Description of Major Activities
In addition to Fire and Building code enforcement and investigating cause and origin, the Fire Prevention Bureau is
responsible for performing several activities, including:
• Building inspections for Fire Building code violations
• Inspection and witnessing of fire and life safety systems
• Licensing of specialized occupancies
• Review of new construction plans for fire and life safety requirements, and site plan review
This division also oversees:
• Certificate of occupancy inspections
• Public education and fire awareness programs
• Enforcement of fire and life safety for public events
• Monitoring above ground storage tank installations
Finally, the bureau generates department activity reports, creates and implements specialized programs, responds to
citizens' inquiries and complaints, and supports the Mutual Aid Box Alarm System. The bureau's main objective is
fire prevention and awareness through a pro-active approach to fire and life safety.
FY 2009-2010 Objectives
• Implement a new records archive system by June 2009.
• In cooperation with the Police Department present a Citizens’ Emergency Response Team Training program by
June 2009.
• In cooperation with all City Departments, develop a Continuity of Business Operations Process by February
2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-10
Projected
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
Approved Adjustments in 2009-2010 Budget
199
CITY OF EVANSTON
FIRE PREVENTION
2310
2008 -2009 2009 2010-
Appropriation Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 475,400 422,200
61110 OVERTIME PAY 20,500 18,000
61210 LONGEVITY 9,000 11,300
61510 HEALTH INSURANCE 55,500 52,800
61615 LIFE INSURANCE 600 600
61710 IMRF 5,600 8,700
61725 SOCIAL SECURITY 5,200 6,700
61730 MEDICARE 7,400 5,300
62210 PRINTING 1,500 1,500
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62250 COMPUTER EQUIPMENT MAINT 10,100 10,000
62295 TRAINING & TRAVEL 800 800
62305 RENTAL OF AUTO-FLEET SER 25,700 25,700
62345 COURT COST/LITIGATION 300 300
62360 MEMBERSHIP DUES 600 600
65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000
65095 OFFICE SUPPLIES 2,500 2,500
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
2310 FIRE PREVENTION 627,700 574,000
200
City of Evanston
Fire Department
2315 – Fire Suppression Bureau
Description of Major Activities
Fire Suppression members mitigate all fires, explosions, accidents, and medical emergencies. This division conducts
in-house medical training and continuing-education classes to upgrade emergency medical-care skill levels in
addition to firefighting and its related skill demands. Suppression also responds to community service calls,
including:
• Lock-outs or lock-ins
• Downed power lines
• Odor investigations
• Flammable liquid spills
• Other non-emergency incidents requiring prompt response, investigation, and/or action
Suppression provides the opportunity for members of our departments to participate in the MABAS Division III Water
Rescue, Hazardous Materials, Technical Rescue, and Urban Search and Rescue teams. The division provides aid to
other communities through the Mutual Aid Box Alarm System agreement.
FY 2009-2010 Objectives
• Provide paramedic training to five members by October 2009
• Provide an Advanced Cardiac Life-Support Class for all paramedics by February 2010
• Conduct an Truck Operations Class by September 2009 in a continuing effort to reduce/eliminated preventable
accidents throughout the Department
• In cooperation with Human Resources provide promotional exams for Fire Captain and Shift Chief by May 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
City fire insurance rating 3 3 3
All Fire Dept. incidents, excluding ambulance calls 3327 3727 3425
Ambulance calls 5190 5407 5300
Fire, Carbon Monoxide , & Extinguishing Alarm System
activations (Included above)
1728 1750 1758
Number of fires (included above) 192 183 225
Number of structure fires (included above) 88 111 103
Average fire alarm response time 350 352 350
Average ambulance response time 400 343 400
Training hours/firefighter 240 240 240
Number of paramedics 88 91 93
Approved Adjustments in 2009-2010 Budget
201
CITY OF EVANSTON
FIRE SUPPRESSION
2315
2008 -2009 2009 2010-
Appropriation Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 8,086,900 7,878,800
61110 OVERTIME PAY 99,500 138,500
61111 HIREBACK OT 359,800 356,000
61113 TRAINING OT 42,300 41,000
61210 LONGEVITY 183,400 167,200
61510 HEALTH INSURANCE 952,400 1,089,000
61615 LIFE INSURANCE 10,300 10,300
61725 SOCIAL SECURITY 16,700
61730 MEDICARE 125,900 61,700
62210 PRINTING 2,000 2,000
62295 TRAINING & TRAVEL 68,100 65,400
62305 RENTAL OF AUTO-FLEET SER 641,500 639,500
62360 MEMBERSHIP DUES 3,500 3,500
62430 CUSTODIAL CONTRACT SERVICES 5,000 5,000
62509 SERVICE AGREEMENTS / CONTRACTS 5,100 5,100
62521 MEDICAL EQ MAINT AGREEMENTS 13,200 13,200
62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 3,000 3,000
62605 OTHER CHARGES 8,500 8,500
65005 AGRI/BOTANICAL SUPPLIES 300 300
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65015 CHEMICALS 6,000 6,000
65040 JANITORIAL SUPPLIES 11,100 11,100
65075 MEDICAL & LAB SUPPLIES 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 4,100 4,100
65090 SAFETY EQUIPMENT 1,600 1,600
65095 OFFICE SUPPLIES 2,000 2,000
65105 PHOTO/DRAFTING SUPPLIE 800 700
65125 OTHER COMMODITIES 1,200 1,200
65625 FURNITURE, FIXTURE & EQUIPMENT 62,100 62,100
2315 FIRE SUPPRESSION 10,729,300 10,589,800
202
City of Evanston
Fire Department
2320 – Office of Emergency Preparedness
Description of Major Activities
A state-accredited organization, the Office of Emergency Preparedness provides an all-hazards response to large
scale emergency situations. This business unit coordinates all emergency preparedness efforts of the City, including
working the City’s community traveler’s information station and public relations teams on emergency preparedness
education. The OEP also works with businesses, hospitals, schools and residents to educate them on the City's plan
and their own need for emergency planning. Staff coordinates the City's organizational resources for response in the
event of emergency and will also be responsible for seeking out additional grant funding from state and federal
sources. Functional emergency training and exercising as well as National Incident Management System (NIMS)
compliance will be provided. The City’s emergency operations plan is updated biennially. This plan is designed to
provide guidance and instruction in times of disaster. It includes a current resource list so that materials needed
during an emergency can be identified and made readily available. Members of the Office of Emergency
Preparedness, Community Emergency Response Teams (CERTS) and Medical Reserve Corps (MRC) are trained
and available for activation in time of local emergency. The Emergency Preparedness Manager administers these
programs.
FY 2009-2010 Objectives
• Work with City departments in the implementation of a COOP plan for by September, 2009
• Conduct 4 external community based training programs for citizens by November, 2009.
• To improve City/State emergency operations, hold a table-top exercise by February 2009 and conduct functional
exercise by February 2010.
Ongoing Activity Measures 2007-08
Actual
2008-09
Actual
2009-2010
Projected
Planning/Training sessions 30 35 40
Submit objectives statement to State 4 4 4
Disaster exercises / incident responses 8 10 12
Emergency Operation Plan Update August, 2007 N/A August, 2009
Federal funding submission August, 2008 August, 2009 August, 2010
Quarterly reports to the State 4 4 4
Approved Adjustments in 2009-2010 Budget
203
CITY OF EVANSTON
EMERGENCY PREPAREDNESS
2320
2008 -2009 2009 2010-
Appropriation Approved
2320 EMERGENCY PREPAREDNESS
61065 SPECIAL PROJECT EMPLOYEES 10,000
61710 IMRF 800
61725 SOCIAL SECURITY 600
61730 MEDICARE 100
62210 PRINTING 500
62245 OTHER EQMT MAINTENANCE 7,000
62275 POSTAGE CHARGEBACKS 300
62295 TRAINING & TRAVEL 500
62305 RENTAL OF AUTO-FLEET SER 9,200
62375 RENTALS 500
65085 MINOR EQUIPMENT & TOOLS 400
65090 SAFETY EQUIPMENT 400
65095 OFFICE SUPPLIES 400
65125 OTHER COMMODITIES 900
65620 OFFICE MACH. & EQUIP.900
2320 EMERGENCY PREPAREDNESS 32,500
204
City of Evanston
Health and Human Services Department
Three Year Fiscal History
$4,074,200
$4,181,080 $4,084,500
$3,000,000
$3,500,000
$4,000,000
$4,500,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009
General Fund Budget
4.56%
Health and Human Services
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Health Services Administration
Full-Time Regular Director, Health & Human Services 1.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Full-Time Regular Management Analyst 1.00
Part-time Regular Medical Supervisor 0.10
2407 Total 3.10
Dental Services
Full-Time Regular Clerk II 1.00
Full-Time Regular Dental Assistant 1.00
Part-time Regular Dental Health Educator 0.60
Part-time Regular Dentist 0.80
2425 Total 3.40
Food and Environmental Health
Full-Time Regular Environmental Health Practitioner 3.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Environmental Health Manager 1.00
Full-Time Regular Health License Coordinator 1.00
2435 Total 6.00
Vital Records
Full-Time Regular Clerk II 0.40
Part-time Regular Clerk III 1.00
Full-Time Regular Clerk Typist I 1.00
2440 Total 2.40
205
City of Evanston
Health and Human Services Department
Employee Status
Description Job Type Description
2009-2010
Position FTE
Mental Health Program Administration
Full-Time Regular Secretary II 0.50
2455 Total 0.50
Commission on Aging
Full-Time Regular Secretary II 0.50
Full-Time Regular Long Term Care Ombudsman 0.60
Full-Time Regular Inclusion Specialist 1.00
Full-Time Regular Community Health Manager 1.00
2530 Total 3.10
Summer Youth Employment Program
Full-Time Regular Human Relations Specialist 1.00
2540 Total 1.00
Youth Engagement Division
Full-Time Regular Youth Coordinator 1.00
2541 Total 1.00
Community Relations
Full-Time Regular Exec Secretary (non Dept. Head) 0.50
Full-Time Regular Health Program Coordinator 1.00
Full-Time Regular Community Relations Manager 1.00
Full-Time Regular Outreach Specialist 1.00
2550 Total 3.50
Health & Human Services Total 24.00
206
City of Evanston
Health and Human Services Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2407 – Health Services Admin. 337,138 311,500 229,378 233,000
2410 – Laboratory Services 70,898 0 20 0
2415 – Family Health 292,615 0 0 0
2416 – Family & Community Wellness 0 471,900 261,148 0
2420 – Infectious Disease Control 131,582 0 880 0
2425 – Dental Services 230,852 367,600 244,574 308,800
2430 – Adult Health 270,203 0 0 0
2435 – Food & Environmental Health 633,798 805,300 650,035 819,400
2440 – Vital Records 140,788 137,300 147,767 153,400
2450 – Community Intervention Services 324,912 0 133,242 0
2525 – Homeless Services 84,825 86,900 87,843 100,400
2555 – Farmers’ Market1 0 22,800 15,616 16,900
Total Expenditures: $2,517,611 $2,203,300 $1,770,503 $1,631,900
Revenues:
51595 – Liquor Sales Tax 1,516,600 1,927,000 0 0
52040 – Liquor Licensing 452,200 345,100 0 0
52045 – Farmers’ Market Licenses 26,486 26,400 28,670 26,400
52055 – Long Term Care License Fees 93,900 112,400 112,500 112,400
53020 – Tuberculosis Nursing Services Grant 4,900 0 0 0
53025 – Skokie Contract (VD Program) 1,650 0 0 0
53050 – Sanitation Classes 9,790 11,000 9,045 11,000
53075 – Dental Fees & Reimbursement 111,692 126,000 109,355 126,000
53080 – Flu & Pneumonia Program 0 0 0 0
53100 – Health Service Fees – Lab 2,615 0 0 0
53105 – Food Establishment License Fees 165,578 162,000 201,073 173,000
53135 – 53180 Dental Fees (specific) 12,170 16,700 12,350 15,600
53190 – Food Delivery Vehicle 6,800 8,300 8,000 8,300
53200 – Bev. / Snack Vending License 24,674 27,800 26,524 28,000
53210 – Tobacco License Fees 12,700 11,000 12,000 12,500
53215 – Birth Certificate Fees 83,667 95,000 94,000 97,000
53220 – Death Certificate Fees 44,690 47,000 59,000 55,000
55025 – IDPH – Local Health Protection 38,091 76,200 76,200 76,200
55035 – Family Case Management Grant 31,200 0 0 0
55040 – IDPH Dental Sealant Grant 1,286 4,200 4,000 4,000
55080 – Kid Care Agreement 71,736 0 11,300 0
55085 – Illinois Tobacco Free Grant 22,522 25,600 25,000 25,000
55090 – Family Planning Grant (Title XX) 12,905 0 0 0
55125 – Adolescent Health Program Grant 45,918 60,600 60,600 60,600
55130 – Childhood Lead Poisoning Grant 587 1,000 1,000 1,000
55135 – Teen Parent Services 29,500 36,100 36,100 34,700
55140 – Genetic Education Grant 850 0 0 0
55145 – Prostate Cancer Awareness Grant 5,951 10,000 10,000 10,000
55150 – Tanning Facility Inspections 0 100 100 100
Total Revenues: $2,830,658 $3,129,500 $896,817 $876,800
Notes for Financial Summary
207
City of Evanston
Health and Human Services Department
Notes for Financial Summary
• In addition to the business elements included on this page, the Health and Human Services Department also
includes the following Divisions: Environmental Health, Community Relations, and Community Health. The
Mental Health Board & Community Purchased Services, Commission on Aging, Human Relations Commission,
and the Environment Board are also included in the Health and Human Services Department. The financial
information for each division is presented at the beginning of the section for each division.
• As part of a department reorganization, the following changes have occurred:
o Community Intervention Services (2450) and Human Relations (2550, which was previously in the City
Manager’s Office), have been relocated to the Health and Human Services Department. Community
Intervention Services and Human Relations are now called Community Relations Division (2550).
o Liquor License management has been assigned to the City Manager’s Office.
o The Community Health Division includes the programs and services of the Commission on Aging, Disability
Services, the Children’s Dental Clinic and Vital Records.
o Communicable Disease, Bioterrorism Planning, and Environmental Health Services are now under the
Environmental Health Division.
o The Farmers’ Market, which was previously administered through the City Managers’ Office, has been
moved to Health & Human Services Department for FY 2008-09.
o Prior to FY 2008-09, the Farmers’ Market was business unit 1505 in the City Manager’s Office. Therefore,
the expenditure history is for business unit 1505 for all years prior to FY 2008-09.
Performance Report on FY 2008-2009 Major Program Objectives
• The initial steps for establishing a civilian medical reserve corps have been taken. Emergency management staff
and public health staff have held their first orientation for health professionals who responded to the City's first
recruitment.
• All food service inspection reports are now available online.
• EPLAN community health needs assessment was approved by the Human Services Committee and submitted to
the Illinois Department of Public Health for their review and approved October 2008.
• Lead based paint policy has not yet been developed. It will be among the issues included in a comprehensive
report on Health & Human Services and Property Standards interaction to be prepared in 2009.
• The completion of integration of Fair Housing and Landlord Tenant services now exist within the Community
Relations Division, Health and Human Services Department
• The Farmers’ Market responsibilities have been transferred to the Community Relations Division
2009-2010 Department Initiatives
• Continue working with other City departments to develop written and consistent procedures for relocation of
residents displaced by City actions not governed by federal relocation policies.
• Continue to develop refined impact objectives for those agencies funded by the Evanston Mental Health Board
with a priority given to those agencies providing youth services.
208
City of Evanston
Health and Human Services Department
2009-2010 Performance Initiatives
Performance Measure – Commission on Aging
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of Aging Well conference
participants who give the conference a rating of
“excellent or very good.” (Data Source: Exit survey
of conference participants)
93% 93% 94%
Comment: Data will be collected for fiscal year 2009-
2010 at the next Aging Well conference in May 2009.
Performance Measure – Food and Environmental
Health
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
2. Percentage of people who report that they plan
to have yearly Prostate Specific Antigen (PSA)
screenings. (Data Source: PSA screening
participant questionnaire)
150 265 256
Moved to Community Relations Division
3. Percentage of Food Service Sanitation Manager
Certification Course participants who felt that the
course prepared them for the state FSSMCC exam.
(Data Source: FSSMCC participant survey)
90% 91% 92%
.
Performance Measure – Dental Services
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
4. Percentage of patients seen in the Children’s
Dental Clinic returning from one year to the next.
(Data Source: Departmental data)
83% 86.5% 88%
Comment: 2006-2007 will be used as a baseline year
for this measure. Numbers reflect calendar year. The
2006-2007 number for this measure was 82.8%.
209
City of Evanston
Health and Human Services Department
2407 – Human Services Administration
Description of Major Activities
The Director of Health and Human Services coordinates and manages the Department of Health and Human
Services. This includes a Managemnt Analyst and staff of the Community Health, Environmental Health, and
Community Relations Divisions. Each Divisions’ staff provide support for the Mental Health Board, Human Relations
Commission, Commission on Aging, and the Environment Board. The director serves as the Public Health Director
and is responsible for interdepartmental coordination with federal, state, and county health officials. This position is
also responsible for all public information related to infectious disease outbreaks and public health risks.
Included is being responsible for monitoring and evaluating all social services purchased by the City through the
Evanston Mental Health Board. The director also serves as Director of the Evanston Mental Health Board, Human
Relations Commission, and Evanston Commission on Aging. This office provides primary staff support to the City
Council, Human Services Committee, National Association of City and County Health Officials, U. S. Conference pf
City Human Services officials, the Evanston Community Health Advisory Board, and the Evanston Alliance on
Homelessness Task Force.
FY 2009-2010 Objectives
• Complete integration of the Evanston Project for Local Assessment of needs (EPLAN) to align with the City of
Evanston Strategic Plan.
• Continue to establish programs related to Healthy People 2010; Eliminate Health Disparities with the considered
reference to addressing disparities due to race/ethnicity, socioeconomic status, gender, age, geographic
location, and disability.
• Continue to foster the use of health communication strategies to inform and influence individual and community
decisions that enhance health.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Human Services Committee packets 10 10 10
Liquor licenses administered 90 100 0
Public health media inquiries 85 70 80
Day care permits issued 77 75 0
Public Health Communications 0 0 12
Approved Adjustments in 2009-2010 Budget
210
CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2008 -2009 2009 2010-
Appropriation Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 240,400 172,400
61210 LONGEVITY 2,500
61510 HEALTH INSURANCE 26,200 21,100
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 18,400 14,300
61725 SOCIAL SECURITY 15,100 10,800
61730 MEDICARE 3,500 2,500
62210 PRINTING 500
62295 TRAINING & TRAVEL 2,000
62360 MEMBERSHIP DUES 1,500
64540 TELECOMMUNICATIONS - WIRELESS 2,000
65010 BOOKS, PUBLICATIONS, MAPS 300
65025 FOOD 200
2407 HEALTH SERVICES ADMIN 311,500 233,000
211
City of Evanston
Health and Human Services Department
2425 – Dental Services
Description of Major Activities
Comprehensive preventive, restorative, educational, and emergency services are provided to children on a sliding fee
scale. These services include, but are not limited to:
• Examinations
• Prophylaxis and fluoride treatments
• X-rays
• Decay preventive sealants
• Restorations
• Root canal therapy and surgical procedures
• Instructions on proper oral hygiene
The dental health educator conducts dental screenings and/or dental health education programs for Evanston school
children in cooperation with Evanston School District #65 throughout the school year. Also provides dental in-
services to day care providers.
FY 2009-2010 Objectives
• Establish regular schedule of oral health screenings and education in pre-schools and District 65 schools.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of clinic appointments provided 2,136 1,700 2,100
Number of preventive & restorative clinic visits 4,223 4,364 4,4,00
Number of children receiving clinic services 1,546 2,136 2,200
Number of sealants applied 763 605 650
Number of preventative screenings/exams given at schools 255 200 200
Number of dental health education programs/ participants 60/1054 23/605 40/650
Approved Adjustments in 2009-2010 Budget
212
CITY OF EVANSTON
DENTAL SERVICES
2425
2008 -2009 2009 2010-
Appropriation Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 81,300 77,700
61050 PERMANENT PART-TIME 185,600 123,300
61055 TEMPORARY EMPLOYEES 22,000 22,000
61110 OVERTIME PAY 2,000 2,000
61210 LONGEVITY 1,600 800
61510 HEALTH INSURANCE 18,500 21,100
61710 IMRF 6,300 18,700
61725 SOCIAL SECURITY 16,500 14,100
61730 MEDICARE 3,900 3,300
62245 OTHER EQMT MAINTENANCE 2,000 1,000
62295 TRAINING & TRAVEL 1,000 1,000
62340 COMPTER LICENSE & SUPP 1,800 1,000
62360 MEMBERSHIP DUES 500 300
62521 MEDICAL EQ MAINT AGREEMENTS 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 400 300
65075 MEDICAL & LAB SUPPLIES 19,500 19,500
65095 OFFICE SUPPLIES 900 700
65555 PERSONAL COMPUTER EQUIPMENT 1,800
2425 DENTAL SERVICES 367,600 308,800
213
City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
Description of Major Activities
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 major enforcement
areas are food protection, tobacco-clean air, rodent, vector, public health nuisance, and lead poisoning investigations.
Staff also coordinates community health planning and education activities, disabled services complaint investigations,
programs and requests for service. Staff also performs Health & Human Services Department cash collection and
licensing and administers the Illinois Smoke Free Communities grant.
Food establishment inspections are made in accordance with the Food Service Code of all facilities serving food. This
includes:
• Restaurants
• Grocery stores
• Schools
• Nursing homes
• Hospitals
• Church kitchens
• Day care centers
• Food processing plants
• Temporary food vendors
• Food vending machines
• Food delivery vehicles
Re-inspections are made when necessary to assure compliance with applicable ordinances. All suspected cases of
food-borne illness are investigated to determine the cause and prevent recurrence. Plans for new or remodeled food
establishments are reviewed, and owners are issued health licenses. Environmental health practitioners advise and
assist food establishment operators on sanitation problems and conduct Food Manager Training and Certification
programs. Food Safety Training sessions are provided for food handlers as needed.
Environmental Health programs provide inspections, investigations, consultations, and educational services. Rodent,
vector, insect, and public health nuisance complaints are promptly investigated and appropriate corrective action is
taken. Environmental Health practitioners conduct educational rodent control activities for neighborhood groups and
facilitate extermination services for serious infestations on public property. Environmental Health staff provides
mosquito surveillance and education about West Nile Virus.
Environmental lead assessments are conducted in dwelling units where children with elevated blood lead levels
reside. The source of lead poisoning is determined, and corrective work is recommended. Health inspections and
licensure audits are performed at licensed day care facilities. Periodic inspections are made of public swimming
pools to assure safe and sanitary conditions. Staff enforces the Evanston Indoor Clean Air Act and the Adolescent
Tobacco Act, licensing tobacco retailers and prohibiting the sale of tobacco to adolescents less than 18 years of age.
Infectious Disease Control Surveillance is provided for the prevention, monitoring and follow-up of all reportable
communicable diseases to prevent the spread of infection in the community. Assist in food borne illness
investigations and surveillance tracking of all communicable diseases in Evanston. Provide presentations to hospital
personnel, local schools, and community groups regarding outbreaks and surveillance data on reportable,
communicable, and emergent diseases.
Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health
Division staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff works with community
organizations, businesses, schools, and the faith-based community in this effort.
Youth tobacco prevention, youth- and adult-tobacco cessation, and improved indoor air quality are objectives of the
Illinois Smoke Free Communities grant. Youth tobacco-prevention activities are being coordinated with the schools,
the Evanston office of the American Cancer Society, and PEER Services. The smoke-free restaurants in Evanston
are publicized. Seminars and clinics to help youth and adults quit smoking are periodically offered.
FY 2009-2010 Objectives
• Provide outreach to at least 1000 individuals regarding Environmental Health Issues.
• Plan and execute one Public Health Emergency Preparedness Exercise.
214
City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of licensed food establishments 384 385 385
Total number of food inspections performed 1,137 1,130 1,130
Temporary food inspections performed 120 140 140
Food complaints evaluated / inspected 101 100 100
Education Participants 754 507 1000
Food establishment plans reviewed 49 30 30
Rat & Rodent complaints investigated 75 130 130
Number of Communicable Disease Investigations 251 250 250
Nuisance requests for service provided 173 225 225
Lead inspections performed 12 8 8
Persons screened for Prostate Specific Antigens (PSA) 185 150 NA
Persons participating in tobacco cessation activities 90 50 50
Grants administered 10 10 10
Approved Adjustments in 2009-2010 Budget
215
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2008 -2009 2009 2010-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 445,200 318,000
61050 PERMANENT PART-TIME 22,900 52,000
61055 TEMPORARY EMPLOYEES 4,500 22,500
61110 OVERTIME PAY 7,500 7,500
61210 LONGEVITY 3,600 3,300
61510 HEALTH INSURANCE 64,700 31,700
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500 500
61710 IMRF 34,400 33,400
61725 SOCIAL SECURITY 29,400 25,400
61730 MEDICARE 6,900 5,900
62185 OTHER CONSULTING SERVICES 4,100 3,000
62210 PRINTING 4,700 9,300
62295 TRAINING & TRAVEL 2,400 4,000
62305 RENTAL OF AUTO-FLEET SER 17,100 17,100
62360 MEMBERSHIP DUES 2,300 2,500
62468 IL TOBACCO FREE COMM EXP 25,000
62471 VECTOR SURVEILLANCE EXP 20,500
62472 BEACH WATER TESTING EXP 8,500
62473 ENVIRONMENTAL HEATH EXP 4,900
62474 HEALTH PROTECTION EXP 76,200
62476 CRI GRANT -EXPENSE (HHS)40,000
62477 PHEP GRANT-EXPENSE (HHS)70,000
62494 HOME DAY CARE LICENSE EXPEN 500
62495 LICENSED PEST CONTROL SERVICES 1,500 1,500
62505 INSTRUCTOR SERVICES 2,600 1,500
62605 OTHER CHARGES 137,200
64540 TELECOMMUNICATIONS - WIRELESS 2,500 3,900
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65025 FOOD 2,500
65040 JANITORIAL SUPPLIES 300
65045 LICENSING/REGULATORY SUPP 900 1,300
65075 MEDICAL & LAB SUPPLIES 500 1,000
65080 MERCHANDISE FOR RESALE 2,800 2,800
65090 SAFETY EQUIPMENT 900 900
65095 OFFICE SUPPLIES 1,600 1,700
65125 OTHER COMMODITIES 1,200 1,000
65620 OFFICE MACH. & EQUIP.600 1,500
65625 FURNITURE, FIXTURE & EQUIPMENT 15,000
216
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2008 -2009 2009 2010-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH 805,300 819,400
217
City of Evanston
Health and Human Services Department
2440 – Vital Records
Description of Major Activities
Vital Records registers all births and deaths that occur in Evanston and compiles certain birth and death data for
statistical reports. Certified copies of birth and death certificates are issued by this office for any birth or death
occurring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body.
FY 2009-2010 Objectives
• Review impact of increased cost of Death Certificate security paper on overall costs.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of registered births 4,559 4,630 4,600
Number of registered deaths 1,139 1,243 1,245
Number of certified copies issued 28,348 30,302 30,000
Approved Adjustments in 2009-2010 Budget
218
CITY OF EVANSTON
VITAL RECORDS
2440
2008 -2009 2009 2010-
Appropriation Approved
2440 VITAL RECORDS
61010 REGULAR PAY 83,100 86,100
61050 PERMANENT PART-TIME 11,200 16,100
61210 LONGEVITY 2,500 2,600
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 200 200
61710 IMRF 6,400 8,700
61725 SOCIAL SECURITY 6,000 6,500
61730 MEDICARE 1,400 1,500
62235 OFFICE EQUIPMENT MAINT 200 200
62295 TRAINING & TRAVEL 200 100
62335 DATA PROCESSING SERVIC 5,000 5,000
62645 MICROFILMING 400 600
65095 OFFICE SUPPLIES 2,000 4,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
2440 VITAL RECORDS 137,300 153,400
219
City of Evanston
Health and Human Services Department
2525 – Homeless Services
Description of Major Activities
Connections for the Homeless:
The agency operates Hilda's Place, a year-round, fixed-site emergency and transitional overnight shelter for adult
men and women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the
year. Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly
in-person psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with
night supervisors and the mental health case manager; (c) personnel costs associated with the substance abuse
case manager, (d) operational services and supplies for the shelter; (e) costs associated with the repairs and
maintenance of the shelter; and (f) shelter rent. ESGP funds will also support personnel costs for Connections
Family Housing Services Program prevention case manager.
Interfaith Action of Evanston
The agency operates the Hospitality Center for the Homeless on a year-round basis. The center is open 5 days a
week, Monday through Friday. The Hospitality Center provides guests with shelter from the elements during the day,
provides a light breakfast to guests ongoing case management services, and an on-site social worker and
employment counselor. The Hospitality Center also provides a telephone voicemail, fax, and fare for transportation to
enable its guests to get to work, job-related interviews, and appointments for entitlements and other benefits. When
needed, the Hospitality Center provides hats, scarves, gloves, umbrellas, and other clothing items. The center also
provides support services to assist guests in making the transition to a more stable living condition, and an
employment counselor to provide guidance as guests strive to become self sufficient. Emergency Shelter Grant
Program funds will support the general operating expenses of the Hospitality Center and the salary of the
employment counselor.
Fresh Start:
Emergency Shelter Grant Program funds will be used to support Fresh Start, GRANTEE’S ex-offender program for
homeless adults. Fresh Start reaches out to women and men who have been incarcerated, caught up in chronic
substance abuse, and other forms of anti-social behaviors, but are now open to the challenge of change and a new
life. Specifically, funds will be used to support the following activities: (a) provide services to aid ex-offenders with
reintegrating into the community; (b) promote family restoration through reunification discussion groups; (c) Utilize
spiritual leaders, motivational speakers, and Bible study; (d) provide assessments, counseling, and case
management (e) to render employment assistance and transportation; (f) engage in advocacy, referral services and
outreach, and to evaluate planning and follow-up on client progress (g) to act as a liaison to the court and job-
placement centers; (h) investigate educational opportunities, training, and career options; and (i) conduct abuse
education and support groups.
YWCA Shelter:
The YWCA Shelter program targets battered women and their children. The shelter operates 24 hours per day, 7
days per week, and 360 days per year. A woman’s first contact with the program is almost always with the 24-hour
crisis hotline. Screening and intake are conducted when a battered woman requests services. Potential clients are
screened to make sure eligibility criteria are met. Crisis line workers are available to provide crisis intervention,
emotional support, and information about the Shelter.
Interfaith Action of Evanston (Soup Kitchens)
The agency sponsors three soup kitchens each week which are currently in Evanston. All of the soup kitchens are
volunteer run agencies, using the team system. All of the teams are responsible for planning the menus and
preparing the food. The soup kitchens provide meals for 350 people each week. Currently, interfaith Action of
Evanston, is in the process of starting a soup kitchen on Fridays. Friday is the only day that does not meet the needs
for its hungry.
FY 2009-2010 Objectives
• Continue to provide the homeless population with counseling, job-placement, medical assessment and housing
assistance services.
220
City of Evanston
Health and Human Services Department
2525 – Homeless Services
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Persons Served at:
Connections for the Homeless Hilda's Place 37 37 36
Interfaith Action of Evanston/EEAC 300 205 250
Fresh Start 200 164 300
YWCA 0 30 30
Interfaith Action (Soup Kitchen) 0 350 400
Approved Adjustments in 2009-2010 Budget
221
CITY OF EVANSTON
HOMELESS SERVICES
2525
2008 -2009 2009 2010-
Appropriation Approved
2525 HOMELESS SERVICES
62490 OTHER PROGRAM COSTS 25,000
67110 CONNECTIONS FOR THE HOMELESS 56,900 54,100
67111 YWCA 8,000 9,100
67112 CAREPOINT 10,000
67115 INTERFAITH HOMELESS SERVICES 7,000 6,100
67165 FRESH START 5,000 6,100
2525 HOMELESS SERVICES 86,900 100,400
222
City of Evanston
Health and Human Services Department
2555 – Farmers’ Market
Description of Major Activities
The Health and Human Services Department coordinates a Farmers' Market in downtown Evanston from the third
Saturday in May through the first Saturday in November. Farmers from surrounding metropolitan areas as well as
Wisconsin, Michigan, and Indiana participate by bringing and selling goods. Stalls, from which fresh produce, bread,
meat, cheese and flowers are sold, can be rented on a seasonal or weekly basis. A market manager not only
coordinates the famers, but special groups such as “Home Grown Artists ” who particpate four Saturdays during the
season. The Artists bring and display their art work.
This year the Evanston Farmer’s Market also entertained cooking demonstrations using the freash produce from the
famers creating recipes that residents use from the school of “Now We’re Cooking “. Youth workers provide service
to the customers as shopping-cart attendants. Each Saturday one of Evanston's not-for-profit organizations is at the
market selling fresh baked goods to support their organization's work. Additionally, one Saturday each year is set
aside as "Non-profit Day" where as many as 40- 50 non-profits serving Evanston residents participate to promote
awareness of their work in the community. The market is a very popular event for both Evanston residents and
visitors from all over the Chicago metropolitan area.
FY 2009-2010 Objectives
• To continue to provide a pleasant and conducive environment for the Farmers’ Market in downtown Evanston.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Seasonal stall rentals 35 33 40
Weekly stall rentals 0 1 1
Number of non-profit organizations per week 1 2 2
City department stalls per week 1 6 8
Annual non-profit day booths 40 55 60
How we’re Cooking 0 5 10
Home Grown Artists 4 4 4
Approved Adjustments in 2009-2010 Budget
223
CITY OF EVANSTON
FARMER'S MARKET
2555
2008 -2009 2009 2010-
Appropriation Approved
2555 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 12,000 12,800
61110 OVERTIME PAY 7,000
61725 SOCIAL SECURITY 1,200 800
61730 MEDICARE 300 200
62205 ADVERTISING 1,100 1,200
62275 POSTAGE CHARGEBACKS 100 100
62375 RENTALS 1,000 1,200
65095 OFFICE SUPPLIES 100 600
2555 FARMER'S MARKET 22,800 16,900
224
City of Evanston
Mental Health Board & Community Purchased Services
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Approved
Budget
Expenditures:
2455 – Mental Health Administration 1 135,072 60,400 110,943 123,700
2460 – Community Purchased Services 2 844,000 885,000 886,388 585,000
Total Expenditures: $979,072 $945,400 $997,331 $708,700
Revenues:
56048 – Teen Baby Nursery Program 0 41,000 41,000 41,000
Total Revenues: $0 $41,000 $41,000 $41,000
Notes for Financial Summary
1 The change in the FY2008-09 Budget versus the FY2008-09 Estimated Actual amount reflects the staffing addition
that occurred in this area. The Health and Human Services Department received approval in last year’s budget to hire
a Management Analyst. This position was filled in October 2008. The Management Analyst has numerous responsi-
bilities within the Department, one of which is to provide staff support to the mental health board.
2 The proposed 2009-2010 allocation for Community Purchased Services includes the $41,000 reimbursement that
the City of Evanston receives from Evanston Township High School for their participation in a partnership to support
the Teen Baby Nursery program per the Mental Health Board’s contract with Infant Welfare Society of Evanston. This
transaction is budget neutral.
Performance Report on FY 2008-2009 Major Program Objectives
Agency Monitoring and Allocation Process. The Mental Health Board (MHB) funded and monitored 28 programs
in 19 agencies. Each MHB member served as an Agency Liaison for regular, monthly contact with several agencies;
monthly statistical reports were received about each funded program; narrative program reports and updates on out-
come objective were submitted quarterly. In the last fiscal year, the MHB funded programs that provided services to
approximately 7600 Evanston individuals and families; 85% were low-income. The MHB is utilizing an electronic
quarterly reporting format that provides information about outcome objectives and measures. Each program request-
ing funds was assessed and rated using 6 weighted category scores, which provided a final score that measured how
well they each met and were in compliance with the respective funding priorities of the Board. The Board used the
program scores as a tool to assist in making funding decisions.
Community Education. Due to the loss of the MHB’s staff person and the resulting transition process, the Board’s
community education goals for FY08-09 were not accomplished. As previously mentioned, a City staff person has
been hired to assist the MHB. We hope to collaborate with many of the local mental health agencies on educational
projects of mutual interest for FY2009-10.
2009-2010 Department Initiatives
1. Collect mental health data to develop a base of information about local needs and trends in the Human Ser-
vices area.
2. The MHB will collaborate with mental health agencies on educational projects of mutual interest.
225
City of Evanston
Mental Health Board and Community Purchased Services
2455 – Mental Health Board
Description of Major Activities
The Evanston Mental Health Board (MHB) is a public body established by state legislation and a local referendum in
1969 to administer local tax dollars for mental health services. Its mission is to assure the existence of the best
possible environment for the promotion of mental health and emotional well being in Evanston. The MHB
accomplishes its goals by promoting improvement in the community’s human service system; supporting and
defending those residents with special needs; and providing community education and training about important mental
health and other human service issues in its areas of responsibility.
The MHB allocates, monitors, and evaluates the use of local tax dollars to purchase services in Evanston for people
who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or
substance abuse problems, and for programs that provide broad-based human services. The MHB plans for,
coordinates, monitors and evaluates programs to ensure that they are accessible, effective and responsive to
Evanston residents’ needs.
Mental Health Services staff provides support to maintain the Mental Health Board operations and assist the MHB in
implementing its mission. They manage and implement an agency proposal review process, administer contracts and
monitor contract performance and accountability measures for City-funded community agencies. Staff also research
and provide information and referrals to the community about local agency services, and other public and private
mental health programs. Short-term interventions, case management, and crisis services are provided directly to
enable individuals and families to connect with whatever assistance is needed, both in Evanston and other
communities. Technical assistance, education and training are provided to City staff and the community about mental
health and human services issues.
Mental Health Services staff also manage the Residential Care Home licensing process and provide administrative
support and coordination for 2 Evanston community partnerships related to homelessness and to substance abuse
prevention.
FY 2009-2010 Objectives
• By June 2009, to have reviewed, evaluated and assessed the overall MHB funding process, and implement the
revisions by the fall 2009 allocation process.
• By February 2010, to have organized and provided at least three community-wide educational presentations re-
lated to contemporary mental health and broad-based human service issues. This will be achieved through col-
laboration with local mental health agencies.
• By February 2010, to have monthly monitored the MHB-funded agencies’ use of City tax dollars by visiting pro-
gram sites; meeting with agency staff; and attending agency board meetings; and monitoring quarterly reports for
outcome measures.
• To focus on Board development activities and maintain ongoing Agency Liaison relationships to monitor funded
agencies.
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Organize and facilitate meetings for the network of community mental
health and human services providers 20 18 26
MHB Agency Liaison meetings with funded agencies 72 70 108
Directly provide services for families and individuals through crisis
intervention, case management, and staffings with other agencies 185 220 250
Organize, facilitate and sponsor community-side educational presen-
tations and trainings for professionals and service consumers 5 9 6
Develop and monitor, both monthly and quarterly, contracts with the
MHB’s purchased service agencies 18 18 19
Implement and complete Residential Care Home license reviews and
the licensing process 4 4 4
Approved Adjustments in 2009-2010 Budget
226
CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMINIST
2455
2008 -2009 2009 2010-
Appropriation Approved
2455 MENTAL HEALTH PROGRAM ADMINIST
61010 REGULAR PAY 38,400 85,400
61110 OVERTIME PAY 400 400
61210 LONGEVITY 600
61510 HEALTH INSURANCE 6,100 15,900
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 600 600
61710 IMRF 2,700 7,100
61725 SOCIAL SECURITY 2,200 5,300
61730 MEDICARE 500 1,200
62210 PRINTING 700 600
62275 POSTAGE CHARGEBACKS 1,200 1,000
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 1,700 600
62380 COPY MACHINE CHARGES 3,300 4,000
65010 BOOKS, PUBLICATIONS, MAPS 400 300
65025 FOOD 300 300
65095 OFFICE SUPPLIES 1,000 700
2455 MENTAL HEALTH PROGRAM ADMINIST 60,400 123,700
227
City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Description of Major Activities
The Evanston Mental Health Board (MHB) is responsible for ensuring that there are effective, efficient, and equitable
mental health programs in Evanston. These programs are for people who have, or are at risk of having, mental and
emotional disorders or problems, developmental disabilities, and/or substance abuse problems. The MHB is
accountable for allocating, monitoring, and evaluating the use of local tax dollars to purchase broad-based human
services for both mental health and broad-based human service issues for Evanston residents.
Annually, the MHB determines its goals and objectives, and develops funding guidelines, criteria and priorities for
Community Purchased Services. During the fall, the Board reviews and evaluates funding proposals from not-for-
profit agencies, and allocates City funds to the program areas identified.
In the FY 2009-10 City Budget, the MHB makes funding recommendations for 28 programs at 19 different agencies,
including funding for a new program that introduces daily independent living skills to special education students at
ETHS. The hope of this new program is to foster a smoother transition for this population into the postsecondary
world.
FY 2009-2010 Objectives
• The MHB will continue to review and revise Contract Policy Guidelines governing Purchase of Service contracts.
• The MHB will continue to review and revise the Agency-Liaison policy and guidelines for use with monitoring
Purchase of Service agencies.
• The HHS Management Analyst will monitor and maintain monthly contact with each of their designated agencies.
• The HHS Management Analyst will provide technical assistance and consultation to agencies to ensure that
each of the programs provides three outcome objectives and measures in their contracts that are specific,
quantifiable and describe the outcome or impact of each funded program's services upon the client or the
community.
Ongoing Performance Measures
(Evanston Individuals Served)
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
BEHIV
Mental Health Services
5 NA NA
Center for Independent Futures
Community Living Options
42
NA
NA
Full Life Model High School Outreach Program
Independent Living Readiness Program
29
N/A
68
N/A
80
8
Child Care Center of Evanston
Home Day Care
88
98
98
Childcare Network of Evanston
Learning Together 110 110 110
City-Wide Scholarships (families served)
61 60 60
Connections for the Homeless
Entry Point
150 150 175
Evanston Community Defender
Legal Services 55 120 120
Social Work Services
46 105 105
Family Focus Evanston
Pregnant and Parenting Teen 153 150 150
Primary Prevention 1132 1100 1100
228
City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Housing Options
Residential Services 16 16 16
SHIP
9 9 9
Infant Welfare Society
Teen Baby Nursery/Parenting Teen Services
152
160
160
Legal Assistance Foundation of Metro Chicago
Evanston Legal Services
574
550
550
Metropolitan Family Services
Family Support and Prevention (families served) 94 50 50
General Family Counseling
814 800 800
North Shore Senior Center
Evanston/Skokie Valley Senior Services
2294
2150
2200
PEER Services
Adolescent Treatment 92 90 95
Adult Treatment 126 115 115
Dimensions MISA Collaboration 42 35 35
Youth Early Intervention
151 150 150
SHORE: Community Services
Lois Lloyd Center 35 38 38
DD Residential Services
31 31 31
Thresholds
Transitions
47
50
50
Trilogy
Evanston Psychosocial Activities Program
66
50
55
Trilogy Collaboration
Supported Housing Program
NA
2
2
Youth Job Center
Core Program Services
734 865 900
Y.O.U.
Youth and Family Services
371
400
400
YWCA Evanston/North Shore
Transitional Housing and Community-Based Services
35
35
45
TOTALS 7549 7557 7707
Approved Adjustments in 2009-2010 Budget
229
CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2008 -2009 2009 2010-
Appropriation Approved
2460 COMMUNITY PURCHASED SERVICES
62959 COLLABORATIVE SUPRTD HSNG PGM 5,900 8,800
67010 CHILDCARE NETWORK OF EVANSTON 129,700 104,700
67015 PEER SERVICES 133,700 69,700
67030 FAMILY FOCUS 42,000 42,000
67040 LGL ASSIST FNDTN OF METRO CHGO 35,800 35,800
67045 Y.O.U.88,800 88,800
67050 COMMUNITY DEFENDER OFFICE 35,300
67065 HOUSING OPTIONS 25,400
67070 SHORE COMMUNITY SERVICES 50,400 50,400
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 27,500 4,600
67125 INFANT WELFARE SOCIETY 120,600 95,600
67140 NORTH SHORE SENIOR SERVICES 39,300 14,300
67145 METROPOLITAN FAMILY SERVICES 95,300 70,300
67155 THRESHOLDS 9,800
67160 CENTER FOR INDEPENDENT FUTURES 9,800
2460 COMMUNITY PURCHASED SERVICES 885,000 585,000
230
City of Evanston
Commission on Aging
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Approved
Budget
Expenditures:
2530 – Commission on Aging 153,198 159,400 229,318 405,900
2535 – Subsidized Taxi Program $206,287 292,000 267,529 252,200
Total Expenditures: $359,485 $451,400 $496,847 $658,100
Revenues:
53640 – Participant Contributions 95,013 95,000 119,186 95,000
55255 – Community Aging Grant –
Advocate
57,868 55,800 40,000 40,000
Total Revenues: $152,881 $150,800 $159,186 $135,000
Notes for Financial Summary
The Commission's Regional Ombudsman Program receives grant funding from the Illinois Department on
Aging, the Illinois Department of Public Health and Age Options/Suburban Area Agency on Aging. For the fourth
year in a row the Regional Program has received funding to support the salary of a 0.6 FTE Community
Ombudsman. This position assists with program activities. In addition, the Division also receives grant funding
for the provision of Teen Pregnancy Prevention and Teen Parent Services Programs. Due to budget reductions
at the Illinois Department on Aging, the Commission will not receive the Home Again grant in 2009-2010 and
experienced a reduction in grant funding for the Senior Health Assistance Program.
In 2008 City staff recommended that the payout to cab drivers providing transportation for Subsidized Taxicab
Program riders be increased to $6.00 or an additional $1.00 per ride due to rising gas costs. As recommended
during the 2008-09 budget discussions, the cost to program registrants will increase to $3.00 from $2.50 in
2009-2010.
Performance Report on FY 2009-2010 Major Program Objectives
Program staff and interns have begun to work with AgeOptions/Suburban Area Agency on Aging and
community volunteers to evaluate the availabiltiy of community and municiple resources to respond to the needs
of the increasing aging population. An AgeOptions/Suburban Area Agency on Aging board member has
volunteered to work with staff to design the evaluation tool to be used and to recruit the volunteers needed to
conduct a community survey. Other potential partners have been approached to assess their interest in
assisting with this process. AgeOptions/Suburban Area Agency on Aging is currently conducting community
assessments in 6 communities in Suburban Cook County. The results of this survey would assist staff and
community agencies to plan more accurately for the needs of older persons in the community, regardless of
their place of residence.
Program staff continues to receive referrals of isolated seniors and persons with disabilities in need of
assistance. These referrals come from other City departments, neighbors, Condo and Co-op boards, landlords,
hospital, faith communities and local social service agency staff. These sources refer residents they believe to
be at risk or in need of additional services. Most of these individivuals are referred because they have refused
recommended services or their living situation is perceived to be unsafe by someone outside of their household.
These residents may have dementia, mental illness, or experience difficulty managing some aspect of their own
care or their home. The needs of these residents are often too complex for local agencies or may not fit the
mission of the agency, and are subsequently referred to City staff for assistance. A grant from the Illinois
Department on Aging continues to support a part-time staff member who assists with program activities and
outreach. Program staff are working with City staff and community agencies to coordinate interventions with
these complex residents. Program staff continue to analyze the needs of these residents, the time impact on
program staff and ways to maximize and coordinate efforts on behalf of these residents.
231
City of Evanston
Commission on Aging
2009-2010 Division Initiatives
• Continue to evaluate program effectiveness and identify areas for improvement and for further outreach
and program development.
• Continue to improve driver courtesy and responsiveness in order to better serve taxicab program
participants.
232
City of Evanston
Commission on Aging
2530 – Commission on Aging
Description of Major Activities
The Commission on Aging advocates for older Evanston residents and persons of all ages residing in the community
and in long-term care facilities. The Commission:
• Provides information, assistance and referral services to callers about services available to seniors and
persons with disabilities
• Provides community education about available services for seniors and persons with disabilities
• Investigates complaints and provides advocacy on behalf of long term care facility residents of all ages
• Trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings
• Administers a Subsidized Taxicab Program with the City Collector's Office
• Administers a Handyman Program in conjunction with CEDA Neighbors at Work
• Makes in-home assessments of at-risk seniors and persons with disabilities living in the community
• Provides technical assistance to agencies in funding and coordination of planning for services
• Advises agencies, organizations, the community and members of the City Council on the needs of older
adults, persons with disabilities and long-term care facility residents of all ages
• Encourages and facilitates activities between generations
• Monitors City and City funded community agency compliance with the Americans with Disabilities Act
• Provides community education and advocacy related to disability rights and the Americans with Disabilities
Act
FY 2009-2010 Objectives
• Evaluate the community’s readiness to provide the policies, programs and services that address the needs of the
increasing aging and disabled population. Work with City, state, regional and community partners to evaluate
existing services, identify service gaps and future needs, and potential resources to meet those needs, by
February 2010.
Ongoing Activity Measures
2007-08
Actual
2008-2009
Actual
2009-2010
Projected
Callers given information, assistance, or referrals 1,500 1,950 2,000
In-homes assessments of at-risk seniors 110 120 130
Long-term care facility residents assisted* (the number
of residents in long term care facilities decreased slightly
due to the temporary closure of the Mather building at
1615 Hinman. These numbers will increase in 2009
when this building re-opens)
1,700 1,651 1,700
Long-term care facility resident complaints handled by
the ombudsman program
138
140
140
Completed Handyman jobs 176 174 175
Approved Adjustments in 2009-2010 Budget
233
CITY OF EVANSTON
COMMISSION ON AGING
2530
2008 -2009 2009 2010-
Appropriation Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 91,100 166,400
61050 PERMANENT PART-TIME 41,300
61055 TEMPORARY EMPLOYEES 26,000 26,000
61210 LONGEVITY 1,400 1,400
61510 HEALTH INSURANCE 13,900 26,500
61615 LIFE INSURANCE 100 300
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 7,000 19,500
61725 SOCIAL SECURITY 7,300 14,700
61730 MEDICARE 1,700 3,400
62275 POSTAGE CHARGEBACKS 2,100 2,000
62295 TRAINING & TRAVEL 100 400
62360 MEMBERSHIP DUES 300 400
62380 COPY MACHINE CHARGES 3,000 2,800
62470 TEEN PEER EDUCATOR 60,600
62475 TEEN PARENT SERVICES 34,700
62605 OTHER CHARGES 400 600
64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,400
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 500 500
65095 OFFICE SUPPLIES 500 500
2530 COMMISSION ON AGING 159,400 405,900
234
City of Evanston
Commission on Aging
2535 – Subsidized Taxicab Program
Description of Major Activities
The Subsidized Taxicab Program provides low-cost transportation for income-eligible Evanston residents 60 years or
older, and for those under the age of 60 with ambulatory or other disabilities that affect their ability to take public
transportation. The program may be used anywhere in Evanston, with any Evanston cab company, 24 hours per
day, seven days per week. The coupons are returned by the taxi companies to the City for reimbursement. Coupons
may be purchased by program participants for $3.00, and are available at the Evanston City Collector's Office, and
the Levy Senior Center. The program is jointly administered by the Commission on Aging and the City Collector's
Office. Program applications are made to and approved by the staff of the Commission on Aging. Coupons may be
purchased through the mail or in person at the City Collector’s office and the Levy Senior Center.
FY 2009-2010 Objectives
• Evaluate the impact of the increase in the price of taxicab coupons on program utilization.
• Explore grant funding options for the purchase of lift equipped taxicabs, to enable the program to expand to
serve persons utilizing wheel chairs for mobility.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Total persons registered 1,083 1,300 1,500
New registrations in fiscal year 294 217 200
Average number of trips per day 111 120 121
Number of coupons sold 38,005 42,963 43,000
Number of coupons redeemed 40,462 43,933 44,000
Approved Adjustments in 2009-2010 Budget
235
CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2008 -2009 2009 2010-
Appropriation Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 1,600 2,000
62275 POSTAGE CHARGEBACKS 400 200
62695 COUPON PMTS-CAB SUBSIDY 290,000 250,000
2535 SUBSIDIZED TAXICAB PROGRM 292,000 252,200
236
City of Evanston
Community Relations Division
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Approved
Budget
Expenditures:
2540 – Summer Youth Employ. Program* 334,000 324,405 395,700
2541 – Youth Services Division** 116,000
2550 – Human Relations Commission* 140,100 192,850 574,100
Total Expenditures: $587,300 $517,255 $1,085,800
Notes for Financial Summary
* The Community Relations Division was moved from the City Manager’s Office to the Department of Health and
Human Services as of December 1, 2007. Therefore, the expenditure history presented above for the Summer Youth
Employment Program and the Human Relations Commission can be found on in the City Managers Office summary
for FY 2007-08 on page 88.
** The Youth Services Division was previously in the City Manager’s Office. Therefore, the expenditure history for all
years prior to the 2009-10 adopted budget can be found on page 88.
Performance Report on FY 2008-2009 Major Program Objectives
The Equal Employment Opportunity Plan (EEOP) has been completed. Management staff has been trained and are
required to share the document and its purpose with their respective departments and divisions. The EEOP is an
analysis of the city’s workforce by department, job category, gender and race. The intent is to identify areas of
underutilization of members of protected classes, e.g., Black, Hispanic, Asian, and American Indian. Once the
analysis is done, if underutilization is prevalent, goals are established to correct any underutilization. Expected levels
of representation are based on the availability of the identified gender and/or race that are in the specific skill area.
This information is maintained, updated and made available through the State of Illinois.
The Summer Youth Program was productive. The JOB FAIR was well attended. Approximately 450 teens stood in
line for the opportunity to compete for summer employment. 106 were hired and placed in a variety of jobs provided
by the city in almost every department performing tasks that include but not limited to Office Assistant, Clerk, Camp
Counselor, Office/Field Assistant, Painters, Video Production Assistant, Park Assistant and let’s not forget the
community clean-up crews. In a sincere effort to recognize the outstanding performance, an awards program was
undertaken and was well received. Northwestern University and Evanston Northwestern Hospital participated in the
program. Sixteen local businesses took advantage of the 50/50 Program and 60 teens were hired.
Staff has become actively involved and a member of a larger team to address issues relative to problem rental
properties, e.g., lost of utilities, illegal basement units, illegal coach houses, etc. These issues are more often than
not very complicated. It is important that landlords and tenants know their respective rights and obligations and staff
is present to advise, direct, counsel and, when necessary, appropriate negotiate settlements that address all of the
relevant issues. The team has developed a protocol to address such matters.
Addressing landlord/tenant problems is difficult if not impossible when there is no written rental agreement. Staff has
therefore proposed an amendment to the Residential Landlord and Tenant Ordinance that would require that all
rental agreements be in writing. Other issues that we are proposing be amended relate to a landlord’s failure to
provide an essential service for which he is responsible. Currently the ordinance provides alternatives to the tenants
that are not practical or safe. We are proposing that the existing language be replaced with a process that would not
place the tenants in harms way.
A major mailing to 12,000+ rental property owners and managers was forwarded. The mailing was intended to
educate and/or remind this population of their duties and obligations as they relate to the fair housing and
landlord/tenant ordinances.
237
City of Evanston
Community Relations Division
Staff is working with another housing agency in an effort to evaluate and ascertain conformance with the fair housing
law and requirements.
2009-2010 Division Initiatives
• Create a year-round employment program for youth. The participants of this program will be tracked and
monitored in an effort to ensure their success.
• Work with the Commission to identify programs and activities that address their goals and purpose.
• Create a program for disabled youth to have employment job training and develop job readiness
skills.
• Conduct Fair Housing and Landlord/Tenant training programs quarterly. Invitations will be forwarded
to owners/landlords who purchased mutli-unit rental properties.
• Develop and implement marketing strategies relative to the duties and responsibilities associated with
Landlord/Tenant program.
238
City of Evanston
Health and Human Services Department
2540 – Summer Youth Employment Program
Description of Major Activities
The Summer Youth Employment Program (SYEP) provides youth between the ages of 14 through 18 with
employment opportunties coupled with related services that are intended to enhance their growth, development and
will serve as the foundation for their future educational and/or employment endeavors.
The majority of youth employment opportunities created by SYEP focus on entry-level work for youth who have little
or no work experience. The summer component provides for significant contributions in the area of community
service such as alley clean-up, landscape maintenance, summer camp counselors and municipal departmental
support just to mention a few. The stand-alone summer employment program typically provides 9-weeks of entry
level employment. In addition, participating youth are provided job readiness and social skills training.
Employers are encouraged to set a fair market wage based on job responsibilities, but are required to pay at least
minimum wage. The SYEP provides job coaches for youth that work on the Community Service Team, frequently
referred to as the “Green Team.” Soft skills’ training is available every Friday from 3 pm to 5 pm in the Service Center
Conference room. Students are required to attend either the JA Success Skills class or the hands on Personal
Finance workshop. If requested, the SYEP will provide employment support services to employees or employers
depending on the circumstances. SYEP piloted Project Access (PA) a new employment outreach program for youth
with disabilities during the 2008 employment season. This employment best practice component makes available to
youth with disabilities looking for employment the job coaching services of the Inclusion Specialist for the City of
Evanston’s Disabled Services Division.
The SYEP works closely with educational and business partners in hosting the annual spring job fair. The job fair
provides a unique and valuable opportunity for area employers to meet and interview prospective teen job seekers.
The job fair typically attracts in excess of 400 job seekers and based on availability of jobs we hire approximately 100
youth in city departments with approximately 80 being placed in jobs in the private sector.
In an attempt to increase the number of employment opportunities for youth, and to inspire increased participation
from the private business sector, the 50/50 Program was introduced. This is an incentive tool that provides private
Evanston businesses, and community groups/organizations the option of hiring youth at a rate of 50% of the
minimum wage rate.
FY 2009-2010 Objectives
• Increase number of private sector employers and jobs opportunities
• Develop tracking system for SYEP participants
• Increase collaborative efforts with local school districts
• Continue to develop the SYEP job shadow component
• Expand SYEP employment by 10%
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of youth who attend the JOB FAIR 473 452 400
Numbered of Youth Hired 150 165 180
Number of participants who participate in job skills
training 98 46 115
Number of participants who participant in social skills
and comportment training N/A N/A 400
Number of participating city departments N/A 12 12
Number of participating businesses, public employers,
etc. 14 18 20
Number of youth participating in 50/50 Program 21 33 50
Number of alleys cleaned by program participants 150 273 300
Percent of youth completing program 97 97 100
Students receiving certificates of recognition NA 50 60
Approved Adjustments in 2009-2010 Budget
239
CITY OF EVANSTON
SUMMER YOUTH EMPLY PROG
2540
2008 -2009 2009 2010-
Appropriation Approved
2540 SUMMER YOUTH EMPLY PROG
61010 REGULAR PAY 30,600 60,600
61013 PROGRAM ASSISTANTS 1,600 1,600
61055 TEMPORARY EMPLOYEES 100
61060 SEASONAL EMPLOYEES 248,300 250,000
61510 HEALTH INSURANCE 4,700 10,600
61615 LIFE INSURANCE 100
61710 IMRF 2,300 5,200
61725 SOCIAL SECURITY 17,300 19,400
61730 MEDICARE 4,000 4,500
62210 PRINTING 1,200 4,000
62275 POSTAGE CHARGEBACKS 800 1,000
62295 TRAINING & TRAVEL 300 1,000
62305 RENTAL OF AUTO-FLEET SER 6,700 6,700
62380 COPY MACHINE CHARGES 1,400 1,000
62490 OTHER PROGRAM COSTS 1,500 15,500
64540 TELECOMMUNICATIONS - WIRELESS 1,000 800
65020 CLOTHING 7,000 8,000
65025 FOOD 1,200 1,500
65085 MINOR EQUIPMENT & TOOLS 2,500 2,500
65090 SAFETY EQUIPMENT 1,000 1,200
65095 OFFICE SUPPLIES 500 500
2540 SUMMER YOUTH EMPLY PROG 334,000 395,700
240
City of Evanston
Health and Human Services Department
2541 – Youth Services Division
Description of Major Activities
The Youth Division oversees the planning, coordinating, supplementation and consolidation of activities of the public,
private and religious agencies devoted to the welfare and development of youth. The Youth Division focuses on the
development and funding of programs that encourage positive youth development that seeks to engage youth in
recreational, vocational, cultural and community involvement. Responsibilities also include the monitoring and
coordination of comprehensive goals and action plans for the youth of the Evanston community as well as supporting
City Council youth policies and recommendations.
FY 2009-2010 Objectives
• Sponsor and coordinate the annual Youth Summit
• Establish a Youth Commission
• Continue to update centralized teen website
• Build network of teens to distribute YEI information via MySpace and Facebook
• Sponsor the 10 Work-Study Evanston Township High School students
• Coordinate continued Workforce Development group meetings to develop city-based employment program
• Work with Human Relations Division to strengthen the curriculum for the Summer Youth Employment Program
• Work with Human Relations Division to establish Teens & Technology Program
• Lead the effort to establish and monitor city wide goals for the youth
• Develop a plan to monitor performance and outcome measures for city-funded youth programs
FY 2009-2010 Objectives
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Hire a youth coordinator July 23, 2007 N/A N/A
Sponsor 10 Work-Study ETHS students 8 8 8
Youth participating in Youth Council 15 15 20
Youth participating in Youth Summit 65 100 150
Establishing Youth Division Website Sept. 20, 2007 N/A N/A
Approved Adjustments in 2009-2010 Budget
241
CITY OF EVANSTON
YOUTH ENGAGEMENT DIVISION
2541
2008 -2009 2009 2010-
Appropriation Approved
2541 YOUTH ENGAGEMENT DIVISION
61010 REGULAR PAY 49,300
61060 SEASONAL EMPLOYEES 25,200
61510 HEALTH INSURANCE 10,600
61615 LIFE INSURANCE 100
61710 IMRF 4,100
61725 SOCIAL SECURITY 4,600
61730 MEDICARE 1,100
62185 OTHER CONSULTING SERVICES 2,500
62210 PRINTING 200
62275 POSTAGE CHARGEBACKS 300
62295 TRAINING & TRAVEL 1,200
62380 COPY MACHINE CHARGES 2,000
62490 OTHER PROGRAM COSTS 8,000
62735 INTERDEPT. OTHER CHARGES 3,000
64540 TELECOMMUNICATIONS - WIRELESS 900
65010 BOOKS, PUBLICATIONS, MAPS 200
65025 FOOD 2,400
65095 OFFICE SUPPLIES 300
2541 YOUTH ENGAGEMENT DIVISION 116,000
242
City of Evanston
Health and Human Services Department
2550 – Community Relations Division
Description of Major Activities
All Kids Program
The State of Illinois provides funding for this program for uninsured and underinsured families. The All Kids program
offers Illinois children comprehensive health care that includes doctor visits, hospital stays, prescription drugs, vision
care, dental care and medical devices. It also provides services to pregnant moms.
Access to Care
This program is designed to provide supplemental services for the uninsured although the services for this program
are limited. It provides the following:
• Visits to an Access to Care doctor
• Most lab tests ordered by the Access to Care doctor
• Most X-rays ordered by the Access to Care doctor
• Most prescription drugs prescribed by the Access to Care Doctor
Emergency Housing/Displacement Services
This program is designed to assist in temporary housing by placing those who find themselves in need of emergency
shelter, or displacement due to a crises situation or unforeseen circumstances. Transportation to shelters is available
through our community service partners.
Grant Programs
PSA
The Evanston Prostate and Testicular Cancer Screening, Education and Awareness Program is designed to
educate men regarding risks factors as it relates to cancer facts. Public awareness events and activities go
hand-in-hand with screening efforts. Toward that goal, the Illinois Prostate and Testicular Cancer Program
has either sponsored, co-sponsored or participated in three public events throughout the state since July 1,
2006 reaching out to thousands of men, their family members and friends to promote the awareness and
early detection of prostate and testicular cancer.
Through these awareness events and screening opportunities, EHHS strives to empower men to seek an
earlier diagnosis and learn the pros and cons of their treatment options. Only then can substantial and
demonstrable progress be made toward reducing the incidence and mortality of prostate and testicular
cancer.
Adaptive Devices
This program provides equipment to disabled persons in the Evanston community. Each request from an
individual prompts staff to conduct a home visit in order to assess the individual’s function level and then, if
so determined, the provision of the appropriate equipment.
Cook County Lead- Based Paint Hazard Control.
The total number of Evanston Children infected by lead poisoning confirmed in 2003-2004 was 1,136.00.
Approximately 21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to
contain lead-based paint. Evanston’s figures correlate to the age of the housing stock, with 93% of the
housing units built prior to 1960, when lead based paint was still used. The total number of pre-1979
housing units occupied by very low income individuals is 10,868. Assuming that a lower number of these
homes have been abated or re-mediated, a conservative estimate is that 90% of these dwelling units (9782)
will have lead based paint in them. About 90% of these units (8804) will have lead hazards in some form.
The number of low and very low income households in Evanston is 8,716 or 31.2% of Evanston households.
243
City of Evanston
Health and Human Services Department
2550 – Community Relations Division
Low income homeowners (at or below 80% PMS), in the first years of ownership, will be targeted by this
grant program.
The Emergency Preparedness Faith Based Initiative
Evanston is the home of approximately 103 faith-based organizations. This program provides information and
screenings in partnership with the Illinois Department of Public Health. Faith- and community-based organizations
play an integral role in pandemics or other public health emergencies. Through the collaboration of faith- and
community-based organizations and public health agencies, it is our mission to educate and empower our
communities to protect the public’s health and improve upon influenza pandemic response and general disaster
preparedness plans before disasters strike.
The main objectives of the initiative include:
• Instill a culture of preparedness within our communities;
• Identify and address gaps in preparedness;
• Educate and empower our communities on how to be prepared; and,
• Assist in building community resource capacity.
Fair Housing
The Community Relations Division provides services, programs, and activities to maintain the rich diversity of our
community. We foster, encourage, and stimulate the improvement of human relations among and between citizens
of all races, colors, creeds, national origins, sexes, ages, familial status, marital status, religions, physical/mental
disabilities, sexual orientation, and economic and educational levels. The goal is to provide all individuals with an
equal opportunity to grow, participate, and share in the City's economic, educational, political, social, and judicial
systems. To this end, all of the commission's services, programs, and activities are administered through this
element.
The division administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant
Ordinances and provides mediation services through its Alternative Dispute Resolution service. The division also
investigates and/or refers allegations of civil rights violations and/or discrimination based on race, color, religion, sex,
national origin, sexual orientation, familial status, physical/mental disability or age; conducts and/or coordinates
training programs and community functions/activities; advises City administration, City Council, and the community on
human relations issues; and serves as a resource on related issues.
FY 2009-2010 Objectives
• Expand the number of individual access to medical care via a referral management tracking system.
• Enlist community partners to develop a housing options directory.
• Update language bank in order to improve internal handling of request from non-English speaking residents.
244
City of Evanston
Health and Human Services Department
2550 – Community Relations Division
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Workshop/Training programs conducted (fair housing,
Residential Landlord & Tenant Ordinance)
3
5
5
Civic rights and/or discrimination charges investigated 20 2 2
Civil rights and/or discrimination charges referred 2 2 2
Citizens referred to mediation 3 5 10
Community/Civic Events 1 1 1
All Kids/MPE Applications* 187
Number of Community Presentation 2 3 5
Homeless Task Force Monthly Meeting 11 11 11
Homeless Prevention Program (persons) 14 30 40
Number of Persons/families assisted in finding emergency
housing
100 120 200
Access To Care Applications N/A 7 10
Number of records retrieved 50 50 50
Number of Beach Tokens Distributed 45 175 235
Number of ECLR Meetings 4 4 4
Number of Outreach Service Requests 1272 1230 1400
Number of Policy Council Meetings 7 4 4
Number of Health Fairs 4 4 4
Adaptive Devices Assessments 30 30 30
Lead Abatement 33 15 15
Approved Adjustments in 2009-2010 Budget
245
CITY OF EVANSTON
COMMUNITY RELATIONS
2550
2008 -2009 2009 2010-
Appropriation Approved
2550 COMMUNITY RELATIONS
61010 REGULAR PAY 102,200 228,900
61210 LONGEVITY 1,300
61510 HEALTH INSURANCE 13,900 37,100
61615 LIFE INSURANCE 300 400
61625 AUTO ALLOWANCE 100 100
61710 IMRF 7,900 19,100
61725 SOCIAL SECURITY 6,400 14,300
61730 MEDICARE 1,500 3,400
62205 ADVERTISING 1,200 3,000
62210 PRINTING 1,000 1,300
62275 POSTAGE CHARGEBACKS 1,200 2,000
62285 COURIER CHARGES 200 200
62295 TRAINING & TRAVEL 800 5,000
62340 COMPTER LICENSE & SUPP 5,000
62360 MEMBERSHIP DUES 100 400
62380 COPY MACHINE CHARGES 1,500 500
62469 PROSTATE CANCER AWARENESS EXP 10,000
62490 OTHER PROGRAM COSTS 50,000
62513 COMMUNITY PICNIC-SP EVENTS 8,000
64540 TELECOMMUNICATIONS - WIRELESS 200 1,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65025 FOOD 200 500
65095 OFFICE SUPPLIES 800 1,600
65110 RECREATION SUPPLIES 200
65525 PAINT GRANTS 180,000
65620 OFFICE MACH. & EQUIP.200
2550 COMMUNITY RELATIONS 140,100 574,100
246
City of Evanston
Public Works Department
Three Year Fiscal History
$14,121,500 $14,265,300$14,260,202
$13,000,000
$14,000,000
$15,000,000
2007/08 2008/09 2009/10
Actual Budget Approved
Expenditures as a % of 2009 General
Fund Budget
15.91%
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Director of Public Works
Full-Time Regular Director, Public Works 1.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Full-Time Regular Management Analyst 1.00
2605 Total 3.00
Sustainability Grant
Full-Time Regular Sustainable Programs Coordinator 1.00
2606 Total 1.00
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 Permits Engineer 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
247
City of Evanston
Public Works Department
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Traffic Signs
Full-Time Regular Traffic Sign Repair Worker 3.00
2635 Total 3.00
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
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
2645 Total 14.00
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
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 4.00
2670 Total 15.00
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 14.00
Part-time Regular Recycling Attendant 0.75
2685 Total 14.75
Yard Waste Collection
Full-Time Regular Equipment Operator II 2.00
2695 Total 2.00
Public Works Total
83.25
248
City of Evanston
Public Works Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2605 – Director of Public Works 309,528 290,000 276,910 247,800
2606 – Sustainability Grant* 82,600
2610 – Municipal Service Center 364,353 435,300 430,410 426,900
Total Expenditures: $673,881 $725,300 $707,320 $757,300
Notes for Financial Summary
* Prior to FY 2009-10, this function was in the City Manager’s Office as business element 1535. Therefore, the
amounts for the 2007-08 Actual, 2008-09 Appropriation, and the 2008-09 Estimated Actual columns can be found on
page 88.
Performance Report on FY 2008-2009 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. The last
project in the City's Long-Range Sewer Plan was completed. The Ridge Avenue Roadway and Relief Sewer
Improvement was completed. The residential street light upgrade project was completed. The Bike Plan
implementation was completed and the first phase of bike rack installations occurred.
Numerous initiatives in Streets and Sanitation were implemented on time and within budget, such as conversion from
night sweeping to day sweeping, bulk trash pick-up program, two pilot recycling programs, and most significant was
the passage of a Municipal Solid Waste Franchise that went into effect on November 1, 2008.
2009-2010 Department Initiatives
• Implement the Municipal Solid Waste Franchise.
• Implement changeover from recycling bins to wheeled carts.
• Complete construction of a new salt dome
• Implement the Improved Alley Paving Program and 10-Year Bridge Plan
• Initiate construction of Sheridan Road between South Boulevard and Main Street
• Significantly improve the MS4 Permitting Process and develop the next phase of stormwater improvements
for the City of Evanston.
• Complete a Comprehensive 10-Year Fleet Replacement Plan.
2009-2010 Performance Initiatives
See measures from individual Divisions.
249
City of Evanston
Public Works
2605 – Director of Public Works
Description of Major Activities
The Director of Public Works manages the planning, construction and maintenance of public 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. The
director 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,
Water & Sewer, and Fleet Services. Public Works is also responsible for the operation of the Municipal Service
Center.
FY 2009-2010 Objectives
• Ensure a smooth transition to the Municipal Solid Waste Franchise
• Complete the Construction of a New Salt Dome
• Consolidate and Enhance Engineering Capabilities within the Transportation & Engineering Division
• Complete a Comprehensive 10-year Fleet Replacement Program
• Complete 20-year Multi-Modal Transportation Plan
• Close out the Long-Range Relief Sewer Project and initiate development of the next phase of the City’s efforts in
Storm water Management including major enhancements to the MS4 Permitting Process.
• Continue efforts to automate and provide non-cash payments for all parking services.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Meetings / Hearings of Board of Local Improvements 21 15 18
Parking Committee meetings 10 10 10
Approved Adjustments in 2009-2010 Budget
250
CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2008 -2009 2009 2010-
Appropriation Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 221,700 176,600
61510 HEALTH INSURANCE 23,200 31,700
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 17,100 14,900
61725 SOCIAL SECURITY 14,000 11,200
61730 MEDICARE 3,200 2,600
62210 PRINTING 100 100
62295 TRAINING & TRAVEL 500 500
62360 MEMBERSHIP DUES 1,100 1,100
62380 COPY MACHINE CHARGES 200 200
64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 1,000 1,000
2605 DIRECTOR OF PUBLIC WORKS 290,000 247,800
251
City of Evanston
Public Works
2606 – Sustainability Grant
Description of Major Activities
The Office of Sustainability is responsible for developing, implementing, and coordinating programs and initiatives
that embrace best ecological practices within government, City services, infrastructure and the community. This office
works closely with all City departments to educate and assist in the incorporation of sustainable practices and provide
leadership to all City departments in achieving environmentally sustainable goals. This office also initiates and
supports City, community and regional partnerships that advance the City’s environmentally sustainable goals and
objectives. Additional efforts include identifying and securing funding from a variety of sources, including grants and
cost savings, to create programs and initiatives that are self-sustaining; leveraging existing programs and resources;
and providing information to the public in conjunction with the Community Information Coordinator. Guidance for this
office is provided through the City’s Strategic Plan, City Code, City policies and procedures, applicable state and
federal laws and regulations, as well as a wide variety of information relating to sustainable practices, ensuring that
initiatives meet legal requirements.
FY 2009-2010 Objectives
• Assist departments in identifying and implementing best practices in sustainable operations by acting as a
resource to and directing staff activities with the public, City departments and other organizations on programs
and policies related to the Office of Sustainability, specifically in the areas of resource conservation,
transportation, pollution prevention and public health protection, and community and economic development.
• Prepare an annual City of Evanston environmental sustainability progress report.
• Research and apply for applicable grants to further develop and improve sustainable city initiatives.
• Continue to monitor and update the City of Evanston’s annual greenhouse gas emissions inventory.
• Develop criteria, policies, and procedures for sustainable programs. Coordinate training and outreach to City
personnel for the development, adoption and implementation of sustainable practices in City operations.
• Maintain knowledge of current trends and initiatives in the field of sustainability by attending relevant
conferences/seminars, and/or by networking with counterparts at other organizations.
• Conduct research and surveys and produce reports recommending appropriate courses of action for solutions to
environmental/sustainability problems.
• Direct the preparation of reports, documents and correspondence and make public presentations to raise public
awareness of environmental initiatives within the City of Evanston.
• Maintain and disseminate information to the public on environmentally sustainable practices, resources and City
efforts through the Office of Sustainability web pages.
FY 2008-2009 Objectives
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Write grant proposals
8 2 6
Participate in meetings related to Sustainability Programs
both internal and external to the City
48 12 24
Work with Community Information Coordinator to create
Sustainability news releases
9 3 6
Attend seminars to keep current with the field and bring new
information/initiatives to the City
12 6 6
Approved Adjustments in 2009-2010 Budget
4/22/2009 Rev
252
CITY OF EVANSTON
SUSTAINABILITY COORDINATOR
2606
2008 -2009 2009 2010-
Appropriation Approved
2606 SUSTAINABILITY COORDINATOR
61010 REGULAR PAY 60,200
61510 HEALTH INSURANCE 10,600
61615 LIFE INSURANCE 100
61710 IMRF 5,000
61725 SOCIAL SECURITY 3,800
61730 MEDICARE 900
65125 OTHER COMMODITIES 2,000
2606 SUSTAINABILITY COORDINATOR 82,600
253
City of Evanston
Public Works
2610 – Municipal Service Center
Description of Major Activities
The Municipal Service Center serves as the base of operations for all field service personnel and equipment. It
provides operating space for the Public Works Department divisions of Streets and Sanitation, Traffic Engineering,
Parking and Parking Enforcement, Fleet Services; Parks, Forestry and Recreation Department and the Facilities
Management Department. The building includes maintenance garages, workshops, warehousing, office and
employee areas, material storage and vehicle garages as well as the salt storage dome. Bulk products and supplies
are dispersed from this location for all departments of City government. The center contains one dwelling unit for a
city employee as well as the Parking Enforcement Division which allows for continuous on-site security and
surveillance. The center also provides office and operating space for the Summer Youth Program. Additionally, the
center is providing space for recycling spent lamps and household battery recycling storage.
FY 2009-2010 Objectives
• Develop and implement a landscaping plan for the building
• Utilize inventory software program to track stored material
• Conduct internal audit of all materials and space allocations
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Conduct annual truck bay cleanup by all user
departments 1 2 2
Coordinate fire drills with the Fire Prevention Bureau 2 2 2
Conduct annual lighting fixture cleanup 1 1 1
Recycle accumulated spent lamps 2 2 2
Conduct monthly fire extinguisher inspection 12 12 12
Conduct weekly inspection of eyewash stations 52 48 52
Quarterly inspection of 63 overhead doors 4 3 4
Clean and wax all hallway floors 2 2 2
Clean all building carpeting 2 1 1
Approved Adjustments in 2009-2010 Budget
254
CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2008 -2009 2009 2010-
Appropriation Approved
2610 MUNICIPAL SERVICE CENTER
61010 REGULAR PAY 51,600 52,900
61050 PERMANENT PART-TIME 49,300 49,500
61110 OVERTIME PAY 5,000 3,500
61210 LONGEVITY 1,000 1,100
61510 HEALTH INSURANCE 9,300 10,600
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 300 400
61710 IMRF 4,300 9,000
61725 SOCIAL SECURITY 6,600 6,800
61730 MEDICARE 1,500 1,600
62205 ADVERTISING 1,200 1,000
62225 BLDG MAINTENANCE SERVICES 5,000 2,000
62235 OFFICE EQUIPMENT MAINT 200 3,500
62245 OTHER EQMT MAINTENANCE 10,000 7,000
62305 RENTAL OF AUTO-FLEET SER 6,100 6,100
62375 RENTALS 6,000 6,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 3,500
62425 ELEVATOR CONTRACT COSTS 6,000 6,000
62430 CUSTODIAL CONTRACT SERVICES 35,000 26,000
62440 OVERHEAD DOOR CONTRACT COSTS 15,000 15,000
62446 ROOF REPAIR CONTRACTUAL SVCS 1,000 1,000
62518 SECURITY/ALARM CONTRACTS 4,000 4,000
64005 ELECTRICITY 5,000 5,000
64015 NATURAL GAS 105,000 115,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000
65005 AGRI/BOTANICAL SUPPLIES 5,000 3,000
65010 BOOKS, PUBLICATIONS, MAPS 300 600
65020 CLOTHING 50,000 45,000
65040 JANITORIAL SUPPLIES 7,000 5,500
65050 BLDG MAINTENANCE MATERIAL 18,000 15,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,500
65090 SAFETY EQUIPMENT 6,000 5,500
65095 OFFICE SUPPLIES 1,500 1,200
65515 OTHER IMPROVEMENTS 12,000 12,000
2610 MUNICIPAL SERVICE CENTER 435,300 426,900
255
City of Evanston
Division of Transportation
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2620 – E.D.O.T. Administration 294,567 220,800 154,495 153,500
2625 – Engineering 805,591 845,300 752,343 853,100
2630 – Traffic Engineering 419,197 510,000 552,027 546,500
2635 – Traffic Signs 323,604 332,400 331,618 345,400
2640 – Signals & Streetlights 871,607 906,700 751,790 846,100
2645 – Enforcement & Tickets 1,323,016 1,348,300 1,182,871 1,267,800
2650 – School Crossing Guards 321,023 371,900 336,881 389,900
Total Expenditures: $4,358,605 $4,535,400 $4,062,025 $4,402,300
Revenues:
52530 – Boot Release Fee 87,450 95,900 80,000 87,500
52505 – Parking Ticket Fines 3,572,381 3,547,500 3,567,000 3,400,000
52131 – Visitor Parking Permits 13,152 14,300 13,500 14,300
52130 – Resident Parking Permits 110,671 212,000 131,245 155,000
52126- ROW Permits 215,436 70,000 150,000 150,000
Total Revenues: $3,999,090 $3,939,700 $3,941,745 $3,806,800
Notes for Financial Summary
• With completion of the Tallmadge Streetlight Upgrade Program (to energy efficient induction lighting), a traffic
signals electrician position was eliminated from the Division of Transportation budget.
• The increase in the vehicle license fees is attributed to a proposed fee increase from $60 to $75 per sticker for
08-09, which is estimated to generate approximately $495,000 in additional revenue for the budget year.
• Parking Ticket Fine revenue decreased in 08-09 due in part to multiple parking waivers for the new daytime
street cleaning and other restrictions. In addition a recommended increase in the basic meter fine from $10 to
$15 was not approved and affected original projections for the FY which accounted for $252,100.The inability to
secure registration data between January 1 and July 15, 2008 also contributed to the decrease. However, with
the addition of new software and projected revenue gains from our vendor, Citation Management, we should be
close to our FY08-09 appropriation.
Performance Report on FY 2008-2009 Major Program Objectives
The Division of Transportation has completed the following projects in the FY08-09 fiscal year:
STREET INFRASTRUCTURE AND ADA COMPLIANCE
• City was awarded the National Voice of the People's Award for Transformation of Street Repair Services
from the ICMA based on a six point increase in resident's approval ratings for street repair services between
2003 and 2007 surveys conducted by the National Citizen's Survey.
• Completion of the 2.1-mile, $6.4M Ridge Avenue Roadway and Relief Sewer Improvement Project
• Engineering and construction of 6 Special Assessment concrete alleys with drainage, oversight of 2
concrete alleys constructed as part of development (1228 Emerson and 415 Howard) and 1 permeable
concrete "green" alley utilizing CBDG funding in the 8th Ward.
• Engineering and construction of 1 new parking lot at Noyes/Ashland and 1 lot resurfacing project for Parking
Lot #8 on Main Street.
• Annual MFT and CIP Street Resurfacing Program, which represents year 2 of 5-Year Program.
• Achieved JT of Sheridan Road with Phase I design completed.
• Coordination with Wilmette on installation of sewer and road improvements on Sheridan north of Ridge
256
City of Evanston
Division of Transportation
• Coordination with IDOT on Emerson Street Bridge Replacement over the North Shore Channel
• Installation of all traffic calming devices approved by the City Council
• Approximately $150,000 worth of 50/50 sidewalk project requests
• Completion of ADA Ramp Program including major ADA improvements at Central, Crawford, Gross Point.
• Completion of new sidewalks on Grey north of Oakton.
• Upgrade of all defective sidewalk on Ridge Avenue between Howard and Clark Street.
• Completed design of Maple Avenue Sidewalk Widening Project between Clark and Church Street.
• Secured funding for Phase I Design of Bridge Street Bridge Rehabilitation and Bikeway Project
• Completed design of Federally funded Lake Street project in-house.
TRAFFIC STUDY, SIGNAL AND INTERSECTION UPGRADES
• Completion of Chicago Avenue Signal Project (Grove, Lake and Greenwood)
• Completion of Chicago Avenue Signal Design for remaining signals in south corridor between Dempster and
South Boulevard
• Completion of Central, Crawford, Gross Point Signal Project
• Completion of construction of new signals at the Oakton Shoppes
PARKING SYSTEMS IMPROVEMENTS
• Implemented new electronic multi-meter in Lot 60 to allow credit card payments.
• Implemented Parking Enforcement and Signage program in support of Daytime Streetsweeping Initiative.
• Implemented demo for flourescent energy efficient lighting in Church Street Garage
• Completed full automation of all three garages
• Pilot of new downtown premium parking pass good at all three garages.
• Increased use of Pre-paid coupons offered by CPS through EVMARK marketing at all three garages
• Implemented new parking ticket software and handheld ticket writing hardware systems.
TRANSIT IMPROVEMENTS
• Secured federal funding for Engineering Feasibility Study for constructing a new rail passenger station on
the CTA Yellow Line Skokie Swift in south Evanston.
• Design of new bus stop and shelter at Isabella and Green Bay Road.
OTHER CITYWIDE PROJECTS
• Issued over 1,000 Right-of-Way permits including (utility, street/parkway opening, street obstruction, signs,
banners, dumpsters, moving vans and containers, truck routing and valet permits).
• Completed over 150 plan reviews in support of private development buiding permits.
• Conducted over 5,000 JULIE locates
• Completed 5-year Tallmadge Streetlight Conversion to new energy-efficient induction lighting
• Achieved City Council approval for new Floodplain Management Ordinance.
• Implemented construction of new downtown bike racks
• Processed over 80 Permits for AT&T Project Lightspeed
• Completed work on Transportation Chapters of Citywide Climate Action Plan
• Completed 10-Year Bridge Plan.
• Passed pavement degradation ordinance to protect newly paved streets.
257
City of Evanston
Division of Transportation
2009-2010 Department Initiatives
• Implement Third Year of construction of 5-Year Street Improvement Program
• Complete Alley, ADA Ramp, Sidewalk and Parking Lot Projects Citywide
• Complete 5-Year Parking Facilities Improvement Plan.
• Complete 20-Year Multi-Modal Transportation Plan
• Complete Phase I Design of Bridge Street Bridge and Isabella Street Bridge Rehab. Projects
• Complete Engineering Feasibility Study for a new Evanston Station on the CTA Yellow Line (Skokie Swift).
• Complete Sheridan Road Design - South Boulevard to Ridge Avenue
• Complete first phase of Sheridan Road Improvement from South Boulevard to Main Street
• Initiate Davit Arm Upgrades to new energy efficient lighting.
• Initiate new monthly parking passes downtown for the parking facilities - one premium pass for use at all 3
facilities and one discounted pass for use of the facilities at the top levels.
• Continue conversion of long-term metered parking lots to multi-space metering to allow credit card payments
and pay-by-cell phone technology.
• Implement Comprehensive sidewalk program via Transportation Plan with Council approval.
• Complete design/construction of Chicago Streetscape on east side of Chicago Ave. between Lee and
Greenleaf and on Maple Avenue between Church and Clark
• Continue Bike Rack installations citywide
• Complete Lakeside Court road improvement
258
City of Evanston
Division of Transportation
2620 – E.D.O.T. Administration
Description of Major Activities
The Evanston Division of Transportation (EDOT) manages and administers the following major work areas:
• Engineering - Roads, Alley, Bridges, Sidewalks, Parking Lots, Water & Sewer design, private development
reviews, Right-of-way permits, etc.
• Bicycle, pedestrian,transit services planning, traffic studies, engineering & coordination
• Traffic Operations including signs, signals, JULIE and pavement markings
• Street light upgrades and maintenance
• All parking services including garages, lots, meters, residential districts, enforcement and ticket processing
• School crossing guards
The Evanston Division of Transportation Administration includes the Director of Transportation and a Clerk II.
FY 2009-2010 Objectives
• Implement the Citywide Transportation Plan
• Implement Citywide Bike Plan
• Implement 10-Year Bridge Plan
• Complete 5-Year Parking Facility Maintenance Plan
• Coordinate Phase II in-house Design of Sheridan Road
• Implement 3nd year of 5-Year Street Improvement Program
• Continue improving new Public Works Development Review Guidelines document
• Secure Bridge Funding in support of 10-year bridge plan.
• Develop new and improved Alley Paving Program to increase the rate of alley paving citywide
• Develop new and improved Comprehensive Sidewalk Improvement Program to increase the rate of improving
defective or missing sidewalk segments.
• Continue improvements in coordinating ROW Permit Process with Buildings Permit process
• Improve timeliness and thoroughness of engineering reviews of private development
• Seek to secure federal funding for the design and construction of a New Skokie Swift Station in south Evanston
• Now that Tallamadge Lights have all been upgraded to induction lighting, update Davit lights citywide
• Continue to introduce new parking technologies for pay-by-space systems in city's parking lots to allow credit
card payments.
• Offer new monthly parking passes at the garage good for all 3 parking facilities and discounted nested parking
on the roof of Sherman Plaza to increase occupancy levels on the top floor.
• Begin to consolidate all engineering of water, sewer and street improvements into the engineering section of the
Division.
• Coordinate with W&S Division on the MS4 Permit Requirements and upgrade Division policy with repsect to
stormwater runoff and erosion control.
• Implement a Pavement Degradation Fee Ordinance
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Federal and State Grant Funding Secured * $7,165,000 $2,100,000 $2,600,000
* Not including MFT funding for roadway improvements and maintenance.
259
City of Evanston
Division of Transportation
2620 – E.D.O.T. Administration
2007-08 – $1,285,000 Lake Street Resurfacing, $5,800,000 Sheridan Road JT and Upgrade, $80,000
RTAP grant for Multi-Modal Transportation Plan
2008-09 – $105,000 TARP funding for Emerson Street Resurfacing, $220,000 RTAP grant funding for
Station Location and Engineering Feasibility of Skokie Swift, $75,000 Bridge Funding Program (Bridge St.
Bridge Phase I), $1,700,000 federal and state funding for Sheridan Road Construction between Isabella
Street and the Wilmette Village line.
2009-10 – (PROJECTED) – Sheridan Road ARRA Grant ($1,300,000), Emerson St. Signal Upgrade
($500,000), Skokie Swift Rail Station Design ($400,000), Bridge St. Bridge and Isabella St. Bridge over
North Shore Channel – Phase II Design – ($400,000).
Approved Adjustments in 2009-2010 Budget
260
CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2008 -2009 2009 2010-
Appropriation Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 170,000 117,900
61210 LONGEVITY 1,000 1,100
61510 HEALTH INSURANCE 18,500 10,600
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 200
61710 IMRF 12,900 10,000
61725 SOCIAL SECURITY 10,600 7,600
61730 MEDICARE 2,500 1,800
62295 TRAINING & TRAVEL 1,300 1,300
62360 MEMBERSHIP DUES 300 300
64540 TELECOMMUNICATIONS - WIRELESS 2,100 1,500
2620 E.D.O.T. ADMINISTRATION 220,800 153,500
261
City of Evanston
Division of Transportation
2625 – Engineering
The engineering section administers and supervises the design and field construction of all Motor Fuel Tax and
General Obligation Bond Funds construction projects that include streets, sewer and water main system, alleys,
signals and street lights. The engineering section also completes Community Development Block Grant and Special
Assessment construction projects, which include sidewalk and ADA ramps and provides engineering services to
other City Departments (as required). The section also supervises construction involving the public right-of-way,
coordinates the Block Curb and Sidewalk Program and the 50/50 Sidewalk and Curb Replacement Program. Attends
meetings with technical personnel from other communities on behalf of the City. Monitors major roadway and bridge
construction projects. The engineering section also reviews and approves private development project plans and
coordinates with other sections/Division such as Traffic, Parking and Water & Sewer Division.
The engineering section designs, administers and supervises:
• The field construction of all streets, alleys, sewers, water mains, signal modernization projects using Motor
Fuel Tax, General Obligation Bond funds, Community Development block grant and special assessment
construction projects.
• Provides design engineering services for street, alleys, sewer and water main projects
• Oversees construction involving transportation projects,
• Coordinates the ADA Ramp Program, Block Curb and 50/50 Sidewalk and Curb Replacement Programs
• Review and coordination of all R.O.W. improvements on various private/public projects
• Review, coordinbation & approval of civil work on private development projects
• Reviews easements, vacations and dedications
• Attends meetings with technical personnel from other communities on behalf of the City.
FY 2009-2010 Objectives
• Spot sewer repair and sewer replacement projects
• Water main replacement projects
• MFT and CIP street resurfacing program in accordance with City's 5-Year Street Improvement Program
• Roadway and Streetscape design and construction administartion
• Administer all Sidewalk Programs
• Special Assessment Alley paving program
• Vacations, Dedications and Easements
• Address Requests
• Surveys
• Private Development Reviews
• Sheridan Road design & construction
• Lake Street resurfacing program
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Prepare plans, specifications and cost estimates for
street resurfacing and street improvement projects
including sewer work.
5.2 miles of street
Improvements
4.85 miles of
street
Improvements
6.0 miles
Prepare plans, specifications and cost estimates for
Special Assessment alley paving project.
9 Alleys
7 Alleys
5 Alleys
Preparation of plans, specification and cost estimate
for water main replacement project
3 Segments of
water main
replaced
water main
replacement
project
4 segments of
water main to
be replaced
262
City of Evanston
Division of Transportation
2625 – Engineering
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Preparation of plans, specification and cost estimate
for roadway resurfacing projects
Sewer work on 10
streets
Sewer work on
14 streets
completed
Sewer work
on 20 streets
MFT & CIP Street Resurfacing Projects
4.85 6.4 miles 3.0 miles
Preparation of bid documents for 50/50 sidewalk and
block curb program
140 locations &
19,742 feet
160 locations &
800 feet new
sidewalk
180 locations
& 8000 feet
Preparation of bid documents for Parking Lot
Improvements
4 1 1
Preparation of bid documents for ADA Ramps program
49 40
Private development review
172 165
Design & preparation of bid documents for Alley
Paving Program
4 7 5
Lake Street Resurfacing Project
Approved Adjustments in 2009-2010 Budget
263
CITY OF EVANSTON
ENGINEERING
2625
2008 -2009 2009 2010-
Appropriation Approved
2625 ENGINEERING
61010 REGULAR PAY 560,500 565,000
61055 TEMPORARY EMPLOYEES 4,100 4,100
61110 OVERTIME PAY 20,000 20,000
61210 LONGEVITY 8,800 8,200
61510 HEALTH INSURANCE 74,000 84,600
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,200 1,000
61710 IMRF 48,900 50,000
61725 SOCIAL SECURITY 40,300 37,600
61730 MEDICARE 9,400 8,800
62210 PRINTING 1,200 1,000
62235 OFFICE EQUIPMENT MAINT 2,800 3,100
62245 OTHER EQMT MAINTENANCE 300 300
62275 POSTAGE CHARGEBACKS 1,500 1,000
62280 OVERNIGHT MAIL CHARGES 300 300
62295 TRAINING & TRAVEL 1,500 2,000
62305 RENTAL OF AUTO-FLEET SER 44,800 44,800
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,000 500
64540 TELECOMMUNICATIONS - WIRELESS 6,600 6,600
64545 PERSONAL COMPUTER SOFTWARE 10,000 6,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,500
65090 SAFETY EQUIPMENT 300 300
65095 OFFICE SUPPLIES 1,600 1,500
65105 PHOTO/DRAFTING SUPPLIE 1,200 900
2625 ENGINEERING 845,300 853,100
264
City of Evanston
Division of Transportation
2630 – Traffic Engineering Administration
Description of Major Activities
This element manages and administers the operations of the division of Traffic Engineering, and performs
engineering work to assist with the planning, implementation and monitoring of traffic engineering projects. Traffic
counts are made and reviewed, signal timings are updated, and intersection control studies are performed. Traffic-
related suggestions, requests and complaints from citizens, Council members, police, and staff are investigated. This
element also reviews plans to ensure that future developments have adequate access, circulation, loading, and
parking. The City's Traffic Calming Program, a cooperative effort between citizens and staff to slow and reduce traffic
in neighborhoods, is also administered by this element. This element administers and manages the right-of-way
permits for excavation, obstruction, driveway and utility work.
FY 2009-2010 Objectives
• Neighborhood Traffic Management – implement plans approved by neighborhoods, Ward Alderman,
and the City Council.
• Traffic Studies - continue conducting studies including aldermanic and residents request.
• Accident Information Management - continue maintaining accident data.
• Permits – administration and manage all right-of-way permits for excavations, obstructions,
driveways, and utility work on the street, the sidewalk and the alley including dumpster, moving vans,
containers, sidewalk signs, truck routes, block parties, and street light banner permits.
• Plan Review - continue review of development and CIP plans and attend SPAARC meetings.
• Bike Plan Projects: Implement bike racks at various locations in the City.
• Traffic Signals Upgrade Project:
Complete Phase lll Construction of 5 signals on Chicago Ave. from Dempster St. to South Blvd.
Complete decorative traffic signal upgrade at Central St/Girard Ave and Central St/Ridge Ave
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Traffic studies including traffic counts conducted 110 76 70
Accident data maintained 2433 2426 2420
Permits issued 712 956 800
Neighborhood traffic calming survey - post cards mailed 223 275 250
Speed humps installed 6 11 6
Alley speed bumps petition processed 34 10 10
Approved Adjustments in 2009-2010 Budget
265
CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2008 -2009 2009 2010-
Appropriation Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 361,100 384,500
61055 TEMPORARY EMPLOYEES 2,100 2,100
61110 OVERTIME PAY 6,000 6,000
61510 HEALTH INSURANCE 41,700 47,600
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500 700
61710 IMRF 23,100 32,900
61725 SOCIAL SECURITY 19,100 24,800
61730 MEDICARE 4,500 5,800
62210 PRINTING 10,000 10,000
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 200 200
62275 POSTAGE CHARGEBACKS 2,000 1,500
62295 TRAINING & TRAVEL 500 1,000
62305 RENTAL OF AUTO-FLEET SER 13,800 13,800
62360 MEMBERSHIP DUES 1,100 1,400
62380 COPY MACHINE CHARGES 200 200
62506 WORK-STUDY 6,700
64540 TELECOMMUNICATIONS - WIRELESS 7,600 8,400
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
65090 SAFETY EQUIPMENT 300 300
65095 OFFICE SUPPLIES 900 900
65620 OFFICE MACH. & EQUIP.1,700 1,000
65625 FURNITURE, FIXTURE & EQUIPMENT 3,500
2630 TRAFFIC ENGINEERING 510,000 546,500
266
City of Evanston
Division of Transportation
2635 – Traffic Signs
Description of Major Activities
The Traffic Signs element has major activities in three areas: traffic signs, pavement markings, and special events. In
the traffic signs area all regulatory, warning, and guide signs on the right-of-way are installed, maintained, replaced or
removed as necessary. Also, decorative banners on street light poles are installed and removed according to
guidelines approved by City Council.
In the pavement-marking area, paints and thermoplastic markings are applied to the pavement by City crews and by
contractors under supervision by the City. This includes lane markings, centerlines, crosswalks, arrows, legends, and
parking stalls.
Traffic control for special events is provided by this element, ranging from small events, such as block parties and
moving van postings, to large events, such as Northwestern football games and the City's 4th of July festivities.
FY 2009-2010 Objectives
• Continue sign fabrication, installation, maintenance and removal as needed
• Continue implementing a multi-year Citywide pavement marking plan
• Bid out 2009 striping in the winter to achieve better bid prices and complete markings earlier in summer
• Continue to supply traffic control for special evevnts
• Purchase and implement computerized sign fabrication system
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Signs removed 1,457 1,200 1,200
Signs repaired/replaced 2,366 1,200 1,200
Signs fabricated 3,627 2,500 2,500
New signs installed 1,771 1,500 1,500
Special events coordinated (large and small) 788 800 800
Linear feet of pavement marking applied 20,622 35,000 35,000
Crosswalks, legends, arrows 591 700 700
Parking stalls marked 241 300 150
Approved Adjustments in 2009-2010 Budget
267
CITY OF EVANSTON
TRAFFIC SIGNS
2635
2008 -2009 2009 2010-
Appropriation Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 166,700 170,800
61110 OVERTIME PAY 18,000 18,000
61210 LONGEVITY 4,800 5,200
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 400 400
61710 IMRF 13,000 16,200
61725 SOCIAL SECURITY 11,700 12,100
61730 MEDICARE 2,500 2,800
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 300 500
62305 RENTAL OF AUTO-FLEET SER 37,200 37,200
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65115 TRAFFIC CONTROL SUPPLI 48,500 49,000
2635 TRAFFIC SIGNS 332,400 345,400
268
City of Evanston
Division of Transportation
2640 – Traffic Signals & Street Light Maintenance
Description of Major Activities
The Traffic Signals and Street Light Maintenance element performs routine maintenance, repairs and replaces all
components of the signals and street light systems. 99 signals and over 6000 street lights are maintained. A major
portion of the work is related to the JULIE system (Joint Utility Location Information for Excavators), which requires
that the locations of the City's underground cables for traffic signals, street lights and fiber optics be marked for all
excavations in the right-of-way. Maintenance in this element includes replacement of bulbs and ballasts, repairs to
knockdowns, and power center and controller maintenance.
FY 2009-2010 Objectives
• Paint and maintain street lights as required
• Maintain traffic signals as required
• Investigate, research,and test alternative lighting sources for the City's aging Davit arm street lights and initiate
implementation
• Locate underground cable through the JULIE marking system
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Electro Mechanical Controllers serviced 13 11 11
Arterial timings checked 11 10 9
Tallmadge Street lights upgraded 805 0 0
Street light bulbs replaced 313 250 250
Street light repairs made 165 200 200
Signal bulbs replaced 535 700 600
Signal repairs made 427 500 450
Approved Adjustments in 2009-2010 Budget
269
CITY OF EVANSTON
TRAF. SIG. & ST. LIGHT. MAINT
2640
2008 -2009 2009 2010-
Appropriation Approved
2640 TRAF. SIG. & ST. LIGHT. MAINT
61010 REGULAR PAY 306,700 252,900
61110 OVERTIME PAY 35,000 35,000
61210 LONGEVITY 5,300 6,400
61510 HEALTH INSURANCE 46,200 42,300
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500 700
61710 IMRF 26,200 24,500
61725 SOCIAL SECURITY 21,400 18,500
61730 MEDICARE 5,000 4,300
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 500 1,000
62305 RENTAL OF AUTO-FLEET SER 62,300 62,300
64006 STREET LIGHT ELECTRICITY 231,400 231,400
64007 TRAFFIC LIGHT ELECTRICITY 110,500 110,500
64008 FESTIVAL LIGHTING 10,000 10,000
65070 OFFICE/OTHER EQT MTN MATL 44,400 45,000
65085 MINOR EQUIPMENT & TOOLS 600 600
2640 TRAF. SIG. & ST. LIGHT. MAINT 906,700 846,100
270
City of Evanston
Division of Transportation
2645 – Parking Enforcement & Ticket Processing
Description of Major Activities
This element enforces parking ordinances throughout Evanston, including parking meter, time limited areas, permit
lots, residential parking districts, "No Parking" zones, street cleaning, and local and state vehicle registrations. In
addition, this program element is responsible for identifying and booting vehicles which owe the City for outstanding
parking tickets. At the present time, Parking Enforcement Officers are on-street 23 hours per day during the summer
months, Monday - Saturday, and 22 hours all other months. A Parking Enforcement officer is brought back on
Sunday evenings to enforce the "No Parking" zones along the lakefront.
Parking Enforcement Officers provide traffic control during special events: including up to7 NU football games, the
July 4th parade and fireworks programs, NU homecoming, summer festivals, Farmer's Market, and First Night
Evanston. Also, they provide traffic control and street closings during emergencies, such as fires, traffic accidents,
and utility collapses.
The supervisory staff member in this program element also coordinates, trains, and supervises the school crossing
guard program.
This program element shares responsibility for the management and maintenance of the City's parking ticket
issuance and collections software, which services the Parking Enforcement program, the City Collector's Office,
administrative hearings, and the parking system in collection of parking ticket fines and sales of permits and services
throughout the City.
FY 2009-2010 Objectives
• Develop new “walking” beat strategies for the business areas.
• Implement training, marketing and promotional campaign to improve the image and services of the PEO in the
community.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Parking tickets issued 137,695 134,000 136,000
Vehicles Booted 714 700 700
Approved Adjustments in 2009-2010 Budget
In FY 07-08, the City adopted a day-time street sweeping policy throughout the City. Except for some minor changes,
over 90% of street sweeping is handled during the day and the left-over overnight enforcement, business areas and
selected streets designated 4 A.M – 7 A.M can be addressed by one (1) Parking Enforcement Officer instead of the
two scheduled when street sweeping was at night. This along with the fact that the need for PEOs to back up the
crossing guard program has been reduced allowed for the reduction of one PEO staff position in FY 08-09 without
adversely impacting operations.
In FY 07-08, the City filled the Parking Enforcement Coordinator position and eliminated the Parking Enforcement
Supervisor position when the Parking Enforcement Supervisor was promoted to the vacant Parking Manager position
in the Parking Systems Fund.
271
CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2008 -2009 2009 2010-
Appropriation Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 799,600 755,200
61110 OVERTIME PAY 41,000 39,600
61210 LONGEVITY 6,100 9,800
61510 HEALTH INSURANCE 138,700 148,000
61615 LIFE INSURANCE 1,700 1,700
61630 SHOE ALLOWANCE 1,700 1,800
61710 IMRF 63,800 67,300
61725 SOCIAL SECURITY 52,200 50,300
61730 MEDICARE 12,200 11,800
62185 OTHER CONSULTING SERVICES 6,600
62245 OTHER EQMT MAINTENANCE 24,500
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 98,200 98,200
62360 MEMBERSHIP DUES 200 200
62451 TOWING AND BOOTING CONTRACTS 60,000 54,000
64005 ELECTRICITY 1,500 1,500
64540 TELECOMMUNICATIONS - WIRELESS 10,700 10,000
65020 CLOTHING 6,000 6,000
65045 LICENSING/REGULATORY SUPP 20,200 9,000
65095 OFFICE SUPPLIES 900 900
65625 FURNITURE, FIXTURE & EQUIPMENT 1,500 1,500
2645 PARKING ENFORCEMENT & TICKETS 1,348,300 1,267,800
272
City of Evanston
Division of Transportation
2650 – School Crossing Guards
Description of Major Activities
School crossing guards are assigned to major intersections and heavy traffic areas to provide safe crossing of school
children from one side of a street to the other. All employees in this division are part-time employees.
.
FY 2009-2010 Objectives
• In conjunction with the Safe Routes to School Plan initiate a program to evaluate and implement both short-
range and long-range recommendations to improve safety for children walking to and from school.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Intersections Staffed 40 40 40
Approved Adjustments in 2009-2010 Budget
273
CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2008 -2009 2009 2010-
Appropriation Approved
2650 SCHOOL CROSSING GUARDS
61050 PERMANENT PART-TIME 16,700
61060 SEASONAL EMPLOYEES 344,600 344,600
61725 SOCIAL SECURITY 21,300 22,400
61730 MEDICARE 5,000 5,200
65090 SAFETY EQUIPMENT 1,000 1,000
2650 SCHOOL CROSSING GUARDS 371,900 389,900
274
City of Evanston
Streets & Sanitation Division
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2665 – Administration 631,632 629,800 666,861 697,300
2670 – Street & Alley Maint. 1,847,737 2,013,700 1,792,298 1,996,000
2675 – Street Cleaning 851,057 837,100 768,311 898,600
2680 – Ice & Snow Removal 1,212,217 559,200 1,533,128 780,200
2685 – Refuse Col. & Disposal 3,287,433 3,463,800 3,026,363 3,357,400
2690 – Residential Recycling 844,478 916,800 953,429 968,500
2695 – Yard Waste Services 553,162 440,400 533,370 407,700
Total Expenditures: $ 9,227,716 $ 8,860,800 $ 9,273,760 $ 9,105,700
Revenues:
53605 – Sanitation Service Charge 1,161,049 1,692,400 1,562,256 1,692,400
53610 Sanit. Service Charge Penalty 19,613 10,000 23,878 15,000
53615 – Special Pickup Fees 64,645 80,000 89,854 80,000
53650 – State Highway Maintenance 182,410 135,000 75,413 111,000
56155 Trash Cart Sales 22,985 30,000 26,000 30,000
Total Revenues: $ 1,450,702 $ 1,947,400 $ 1,777,401 $ 1,928,400
Notes for Financial Summary
The division continues to work on ways to contain costs. The increasing cost of salt and asphalt materials continue to
impact the budget.
Performance Report on FY 2008-2009 Major Program Objectives
The Division has implemented several recommendations to improve the efficiency and service. Staff reorganized
yard waste collection and merged business district maintenance and parking maintenance resulting in over $100,000
savings and reducing duplication of effort.
2009-2010 Department Initiatives
• Develop proposals for residential and condo refuse and recycling collection that will reduce costs
• Implement customer service tracking system
275
City of Evanston
Streets and Sanitation
2665 – Streets & Sanitation Administration
Description of Major Activities
The administrative staff prepares work programs, analyzes service effectiveness, and monitors all Streets and
Sanitation division functions, including street cleaning, street and alley maintenance, leaf collection, compost site
compliance, snow removal operations, refuse and yard waste collection and monitoring contracts with private
companies. Day to day supervision is provided, records are kept, and citizen contact is maintained.
FY 2009-2010 Objectives
• Implement a work order system to track productivity and work requests
• Continue to increase recycling diversion rate (10% goal)
• Continue to develop division customer service benchmarks
• Continue development of a citywide comprehensive equipment training program
• Improve professional and technical development of division personnel
• Reduce the number of vehicle accidents
• Reduce the number of work place injuries
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Employee Safety training program 6 6 10
Equipment training programs 2 2 6
Number of employees attending technical and/or
professional training
20
Approved Adjustments in 2009-2010 Budget
276
CITY OF EVANSTON
STREETS AND SANITATION ADMINIS
2665
2008 -2009 2009 2010-
Appropriation Approved
2665 STREETS AND SANITATION ADMINIS
61010 REGULAR PAY 405,400 450,700
61110 OVERTIME PAY 20,000 18,000
61210 LONGEVITY 6,000 5,600
61510 HEALTH INSURANCE 50,900 63,400
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 400 400
61710 IMRF 32,500 39,700
61725 SOCIAL SECURITY 26,600 29,900
61730 MEDICARE 6,300 7,000
62295 TRAINING & TRAVEL 1,000 5,000
62305 RENTAL OF AUTO-FLEET SER 42,600 42,600
62360 MEMBERSHIP DUES 1,200 1,200
64540 TELECOMMUNICATIONS - WIRELESS 28,000 25,000
65010 BOOKS, PUBLICATIONS, MAPS 100 500
65095 OFFICE SUPPLIES 2,500 2,500
65625 FURNITURE, FIXTURE & EQUIPMENT 4,000 3,500
2665 STREETS AND SANITATION ADMINIS 629,800 697,300
277
City of Evanston
Streets and Sanitation
2670 – Street & Alley Maintenance
Description of Major Activities
This program provides ongoing maintenance of paved streets and alleys. Pot holes are patched Citywide as needed.
One crew performs minor asphalt street repairs and maintenance, repair work on the paved streets. Another crew
performs concrete and brickwork on streets and walkways. The third crew in the section performs alley grading and
patching.
Each year, more than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched
and repaired. Most alleys have been changed from a crushed limestone surface to recycled asphalt, which is
beneficial to the environment, less expensive and holds up better in wet weather.
FY 2009-2010 Objectives
• Finalize drafting of a pavement maintenance program.
• Continue with in-house sidewalk replacement program that will take the place of the 50/50 sidewalk program for
requests of ten sidewalk panels or less, utilizing existing staff.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of alleys replaced in-house 18 15 30
Tons of asphalt used for repair 267 350 300
Tons of cold patch used for repair 1,076 1000 1200
Linear feet of sidewalk replaced 28 45 100
Approved Adjustments in 2009-2010 Budget
278
CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2008 -2009 2009 2010-
Appropriation Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 826,200 841,800
61060 SEASONAL EMPLOYEES 29,000 29,000
61110 OVERTIME PAY 45,000 35,000
61210 LONGEVITY 18,200 18,000
61510 HEALTH INSURANCE 138,700 158,600
61615 LIFE INSURANCE 1,300 1,300
61630 SHOE ALLOWANCE 2,000 2,000
61710 IMRF 67,000 74,900
61725 SOCIAL SECURITY 56,700 57,800
61730 MEDICARE 13,200 13,500
62295 TRAINING & TRAVEL 1,500 3,000
62305 RENTAL OF AUTO-FLEET SER 533,800 503,800
62415 DEBRIS/REMOVAL CONTRACTUAL COS 95,000 75,000
62509 SERVICE AGREEMENTS / CONTRACTS 25,000 25,000
65020 CLOTHING 800 800
65055 MATER. TO MAINT. IMP.134,800 135,000
65085 MINOR EQUIPMENT & TOOLS 18,000 15,000
65090 SAFETY EQUIPMENT 1,500 1,500
65625 FURNITURE, FIXTURE & EQUIPMENT 6,000 5,000
2670 STREET AND ALLEY MAINTENANCE 2,013,700 1,996,000
279
City of Evanston
Streets and Sanitation
2675 – Street Cleaning
Description of Major Activities
Almost all paved streets in the City are cleaned on a twice-per-month basis approximately eight months of the year.
All streets posted with alternate parking signs are cleaned on a schedule established by the City Council. Streets
which require special posting for sweeping will be swept five times per year. Areas of high usage, such as business
districts, are swept as needed as part of regularly scheduled routes. Sidewalks in business districts, parking lots, and
viaducts are cleaned with hand equipment by a permanent crew.
FY 2009-2010 Objectives
• Develop a comprehensive business district maintenance section
• Continue investigation of changing type of sweeper used by the division.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Tons of debris collected by sweeping 1,400 1,400 1,400
Feet of curb swept per month 2.8 million 2.8 million 2.8 million
Approved Adjustments in 2009-2010 Budget
280
CITY OF EVANSTON
STREET CLEANING
2675
2008 -2009 2009 2010-
Appropriation Approved
2675 STREET CLEANING
61010 REGULAR PAY 347,500 386,400
61060 SEASONAL EMPLOYEES 68,600 55,000
61110 OVERTIME PAY 10,000 6,000
61210 LONGEVITY 5,400 11,300
61510 HEALTH INSURANCE 58,500 74,000
61615 LIFE INSURANCE 700 700
61630 SHOE ALLOWANCE 500 900
61710 IMRF 26,300 33,800
61725 SOCIAL SECURITY 20,400 28,700
61730 MEDICARE 4,600 6,700
62295 TRAINING & TRAVEL 500 1,000
62305 RENTAL OF AUTO-FLEET SER 294,100 294,100
2675 STREET CLEANING 837,100 898,600
281
City of Evanston
Streets and Sanitation
2680 – Ice and Snow Removal
Description of Major Activities
Salt is spread on streets to prevent any accumulation of ice or minor amounts of snow. Streets are plowed to remove
accumulations of snow of more than two inches in order to provide safe travel. Personnel involved in ice and snow
control operations are budgeted in other Street Section program elements, other Public Works divisions, and other
departments.
The City’s snow removal goals are as follows:
• To clear primary snow routes within twelve hours.
• To clear the center lane of residential streets within twenty-four hours.
To clear sidewalks in the downtown business area within forty-eight hours.
• To remove snow from all municipal parking lots within forty-eight hours after the initial snowfall.
FY 2009-2010 Objectives
• Improve efficiency of snow removal operation
• Locate alternate site for salt dome
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Miles of streets plowed/season N/A 2250 750
Miles of streets salted/season N/A 1000 350
Tons of salt used/season 5200 8500 5500
Approved Adjustments in 2009-2010 Budget
The budgeted amount for chemical was increased by 50 percent due to the increase in price for salt. Staff believes
salt prices will normalize next year.
282
CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2008 -2009 2009 2010-
Appropriation Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 175,000 250,000
61710 IMRF 20,200
61725 SOCIAL SECURITY 10,800 15,500
61730 MEDICARE 2,600 3,600
62305 RENTAL OF AUTO-FLEET SER 61,600 61,600
62451 TOWING AND BOOTING CONTRACTS 75,000 75,000
65015 CHEMICALS 230,000 350,000
65025 FOOD 200 300
65055 MATER. TO MAINT. IMP.2,500 2,500
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
2680 SNOW AND ICE CONTROL 559,200 780,200
283
City of Evanston
Streets and Sanitation
2685 – Refuse Collection & Disposal
Description of Major Activities
Full refuse-removal service is provided once per week to all residential one-to-four family-unit residences under this
program element. Twenty routes are scheduled for a four-day work-week (Monday through Thursday).
Condominium buildings and cooperative apartment units are serviced twice a week by a private hauler.
FY 2009-2010 Objectives
• Improve efficiency and customer service of refuse collection and disposal operation
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Units served by municipal crews 14,544 14,700 15,000
Number of neighborhood clean ups 375 0 50
Units served by contractual agreements 4,839 5500 5,000
Collection of bulk items within one week of request
(1= 100%)
100
75
120
Materials collected per month (tons) 1,500 1600 1,400
Amount of material collected annually (tons) 17,687 19,200 17,000
Approved Adjustments in 2009-2010 Budget
284
CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2008 -2009 2009 2010-
Appropriation Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 793,900 666,300
61050 PERMANENT PART-TIME 20,800 16,500
61060 SEASONAL EMPLOYEES 28,000 24,000
61110 OVERTIME PAY 60,000 60,000
61210 LONGEVITY 10,100 8,900
61510 HEALTH INSURANCE 129,500 126,900
61615 LIFE INSURANCE 1,500 1,500
61630 SHOE ALLOWANCE 2,200 1,700
61710 IMRF 65,100 62,800
61725 SOCIAL SECURITY 56,300 48,500
61730 MEDICARE 13,100 11,300
62210 PRINTING 20,500 20,000
62275 POSTAGE CHARGEBACKS 400 300
62295 TRAINING & TRAVEL 1,000 1,300
62305 RENTAL OF AUTO-FLEET SER 525,700 525,700
62380 COPY MACHINE CHARGES 2,500 2,500
62390 CONDOMINIUM REFUSE COLL 479,500 500,000
62405 SWANCC DISPOSAL FEES 1,042,500 1,084,200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 76,000 50,000
65015 CHEMICALS 300 300
65020 CLOTHING 2,000 2,000
65055 MATER. TO MAINT. IMP.700 500
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 1,200 1,200
65625 FURNITURE, FIXTURE & EQUIPMENT 60,000 60,000
68310 DEBT SERVC OTHER AGENCIES 70,000 80,000
2685 REFUSE COLLECT & DISPOSAL 3,463,800 3,357,400
285
City of Evanston
Streets and Sanitation
2690 – Residential Recycling Services
Description of Major Activities
The collection of residential and condominium recyclables via contractor is funded through this business unit. In
addition, the City operates a Recycling Center located at 2222 Oakton that is open on Fridays from noon to 7pm and
on Saturdays and Sundays from 8am to 5pm. SWANCC provides a recycling incentive rebate that is based on the
tons of recycled material collected. The incentive is used to off set the purchase of recycle carts. The City hope to
convert all residents from 18 gallon recycling bins to 65 or 95 gallon wheeled carts.
FY 2009-2010 Objectives
• Convert one collection day from recycling bins to carts
• Increase recycling by 5 percent
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Tons of material recycled per year 7,085 7,500 7,875
Approved Adjustments in 2009-2010 Budget
286
CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2008 -2009 2009 2010-
Appropriation Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACTUAL COS 736,800 766,000
65125 OTHER COMMODITIES 5,000 2,500
65625 FURNITURE, FIXTURE & EQUIPMENT 175,000 200,000
2690 RESIDENTIAL RECYCLING COL 916,800 968,500
287
City of Evanston
Streets and Sanitation
2695 – Yard Waste Collection & Disposal
Description of Major Activities
Yard waste removal service is provided once per week to all qualified residential units under this budget element.
Yard waste collection runs from the first week of April through the first week of December During the fall yard waste
operations increase dramatically with the addition of leaf collection.
This element also performs leaf collection and maintains the City’s compost site. All residential streets posted with
alternate parking signs are cleaned at least twice during the leaf collection operation. This operation begins in mid-
October and continues until the end of November. During the seven week period, streets requiring special posting
are cleaned during the first two weeks of November. The leaves are collected and taken to the James Park
composting facility for processing. Processing takes about six months and when completed, finished compost is
made available to interested parties at no cost.
FY 2009-2010 Objectives
• Improve efficiency of yard waste collection and disposal
• Determine operational impact of discontinuing yard waste drop off site
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Tons of waste collected from April 1 - October 2,000 5,000 5,000
Tons of leaves collected from October 16 – December 10 N/A 3000 2,500
Tons of yard waste dropped off from
April 1 – December 10
N/A 500 500
Approved Adjustments in 2009-2010 Budget
288
CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2008 -2009 2009 2010-
Appropriation Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 113,800 105,300
61060 SEASONAL EMPLOYEES 75,000 60,000
61510 HEALTH INSURANCE 18,500 21,100
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 600 500
61710 IMRF 8,600 8,800
61725 SOCIAL SECURITY 11,700 10,300
61730 MEDICARE 2,700 2,400
62295 TRAINING & TRAVEL 300 200
62305 RENTAL OF AUTO-FLEET SER 38,300 38,300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 170,000 160,000
65020 CLOTHING 500 400
2695 YARD WASTE COLLECTION 440,400 407,700
289
City of Evanston
Library Department
Three Year Fiscal History
$4,805,000
$5,012,100
$4,928,059
$4,500,000
$4,800,000
$5,100,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009 General
Fund Budget
5.59%
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2009-2010
Position FTE
Children's Services
Full-Time Regular Librarian I 2.74
Full-Time Regular Librarian III 1.00
Full-Time Regular Library Assistant 2.43
Part-time Regular Library Aide I 0.81
Part-time Regular Library Technical Aide 0.23
Part-time Regular Shelver 0.80
2805 Total 8.01
Adult Services
Full-Time Regular Librarian I 7.34
Full-Time Regular Librarian II 1.00
Full-Time Regular Administrative Librarian 1.00
Part-time Regular Library Aide 0.35
Part-time Regular Library Clerk 2.66
Part-time Regular Library Technical Aide 0.48
Part-time Regular Readers’ Advisor 4.19
2806 Total 17.02
290
City of Evanston
Library Department
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2009-2010
Position FTE
Circulation
Full-Time Regular Circulation Supervisor 1.00
Full-Time Regular Library Aide II 1.50
Full-Time Regular Clerk III 1.00
Part-time Regular Library Clerk 5.59
Part-time Regular Security Monitor 2.01
Part-time Regular Shelver 4.51
2820 Total 15.61
North Branch
Part-time Regular Librarian II 0.50
Part-time Regular Library Aide I 0.66
Part-time Regular Branch Assistant 1.81
2825 Total 2.97
South Branch
Full-Time Regular Librarian II 0.50
Part-time Regular Library Aide I 0.38
Part-time Regular Branch Assistant 1.73
2830 Total 2.61
Technical Services
Full-Time Regular Clerk II 5.25
Full-Time Regular Clerk Typist II 1.00
Full-Time Regular Librarian I 0.53
Full-Time Regular Librarian III 1.00
Part-time Regular Library Assistant 2.00
Part-time Regular Library Clerk 2.35
2835 Total 12.13
Maintenance
Full-Time Regular Custodian I 0.64
Full-Time Regular Custodian II 3.00
2840 Total 3.64
Administration
Full-Time Regular Administrative Services Manager 1.00
Full-Time Regular Clerk III 1.00
Full-Time Regular Bookkeeper 1.00
Full-Time Regular Administrative Coordinator 1.00
Full-Time Regular Director, Library 1.00
Part-time Regular Clerk Typist II 0.51
2845 Total 5.51
Library Total 67.77
291
City of Evanston
Library Department
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
2805 – Children’s Services 588,345 553,700 587,657 577,500
2806 – Adult Services 0 0 0 1,622,000
2810 – Readers’ Services 766,324 733,100 738,335 0
2815 – Reference & Periodicals 830,272 804,600 823,113 0
2820 – Circulation 570,858 594,900 620,154 618,600
2825 – North Branch 186,272 161,100 169,039 179,600
2830 – South Branch 228,860 195,700 208,938 219,600
2835 – Technical Services 733,148 780,100 799,823 799,900
2840 – Maintenance 484,109 479,800 500,605 491,100
2845 - Administration 539,871 502,000 443,481 503,800
Total Expenditures: $ 4,928,059 $ 4,805,000 $ 4,891,145 $ 5,012,100
Revenues:
57515 – Library Material Replacement 20,925 21,000 16,255 21,000
57535 – Copy Machine Charges 20,710 27,000 24,101 35,000
52610 – Library Fines & Fees 177,962 208,000 193,081 194,000
57540 – Meeting Room Fees 7,760 7,500 10,908 7,500
57525 – Miscellaneous Revenue 2,629 1,000 1,604 1,500
57550 – Multimedia Collection 0 0 0 0
57510 – Non-resident Cards 3,580 3,000 2,500 3,200
57545 – North Branch Rental Income 30,888 0 32,112 0
51615 – Personal Property Repl. Tax 49,700 50,200 0 50,200
57520 – Reserves on Library Materials 7,861 7,500 9,199 0
55245 – State Per Capita Grant 90,356 90,900 89,881 89,900
57505 – Video Rentals 34,402 33,000 39,205 32,000
Total Revenues: $ 446,773 $ 449,100 $ 418,846 $ 434,300
Notes for Financial Summary
The Reader’s Services (2810) and Reference (2815) business elements have been consolidated into the
new business unit Adult Services (2806).
Performance Report on FY 2008-2009 Major Program Objectives
• Construction of the new Children's Room and Young Adult Room completed on-time and on-budget.
• "Room to Grow" capital campaign for the youth service renovation project exceeded its fundrasing goal.
• The Library’s annual campaign – the Fund for Excellence – supplemented the Library’s materials budget with
$85,000 of purchases this fiscal year.
• The Library continues to offer an ambitious schedule of juvenile and adult programs. Adult programs include
the Reeltime Film and Video Forum that received grant funding from the Illinois Arts Council, the Illinois
Humanities Council, and the Evanston Community Foundation this past year.
• Outreach efforts in Children’s Services have maintained successful programs like the kindergarten card drive,
the Young Evanston Storytellers, and the home daycare delivery project. In addition to visiting camps at
Fleetwood-Jourdain, Noyes Center, and Orrington School this summer, the outreach librarian added weekly
reading sessions to the free lunch programs at Mason Park and Elks Park. New ventures this year included
visits to Brummel Park (Ridgeville Park District), and visiting the after-care students at Oakton School and
Kingsley School. The most exciting new outreach project is LEAP, a preschool literacy program funded by the
Evanston Community Foundation. Library staff Laura Antolin, Martha Meyer, and Rick Kinnebrew will present
educational workshops to parents and play literacy programs to children at District 65 Head Start and the Child
Care Center of Evanston.
292
City of Evanston
Library Department
• Complete the full re-design of the Library’s website including the addition of a search tool that accesses all of
the Library’s collections and databases.
2009-2010 Department Initiatives
• Define a strategic direction by August 2009
• Begin the planning and design of the branch renovations in accordance with strategic direction
• Begin a capital campaign to help fund the branch renovations
• Develop a centralized statistics reporting system by July 2009
• Investigate technology applications for enhance service and gain efficiencies by September 2009
2008-2009 Performance Initiatives
Performance Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of patrons who found at least 70% of
the titles they were seeking. (Data source:
Evanston Public Library Exit Survey, 2004)
81% (2004
EPL Survey)
NA 85%
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2009.
2. Percentage of library patrons indicating that they
were satisfied with the answers received from a
reference librarian. (Data source: Evanston Public
Library Exit Survey, 2004)
79% (2004
EPL Survey)
NA 85%
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2009.
3. Percentage of citizens indicating that they used
the Evanston Public Library or its services at least
once during the past 12 months. (Data source:
National Citizen Survey)
79% N/A 83%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 82%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
4. Percentage of citizens rating the quality of
Evanston’s public library services as either
“excellent” or “good.” (Data source: National
Citizen Survey)
87% N/A 90%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003. The 2003
number for this indicator was 90%. The National
Citizen Survey likely will be repeated in Fall 2009 and
no new survey data will be available for 2008-2009.
293
City of Evanston
Library Department
5. Percentage of citizens rating the quality of
Evanston’s public library’s variety of library material
as either “excellent” or “good.” (Data source:
National Citizen Survey)
86% N/A 88%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003, but this
particular question was not included in the 2003
administration. The National Citizen Survey likely will be
repeated in Fall 2009 and no new survey data will be
available for 2008-2009.
294
City of Evanston
Library
2805 – Children’s Services
Description of Major Activities
Children's Services provides library service, materials and programming for children from birth through middle school
and their parents, teachers, caregivers and adults interested in reading books to children. It provides and maintains a
collection of books, reference materials, magazines, pamphlets, CD's, audio and video cassettes, and software
designed specifically for children. It provides assistance in using these collections, answers reference inquiries, and
provides programs and displays that complement the collections and promote children's literature, library services
and collections, and literacy. The Children's Services collection comprises over 109,000 books and 8,900 audio-
visual items.
FY 2009-2010 Objectives
• Provide literary, educational, and cultural programs for a combined audience of 23,000 children during FY 09-10
• Establish 24,000-child book links in FY 09 – 10
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Visit or host all District 65 kindergarten classrooms as part of a kindergarten library card drive
• Bring at least four weekly book-based programs for school-aged children to before- or after-school site
• Deliver at least six monthly story programs to preschool centers or homes
• Deliver book bags monthly to home providers in the network and increase the number of volunteers who visit
homes
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Materials lent to patrons 259,722 302,977 310,000
Library programs held for children 854 959 975
Children attending Library programs 17,544 22,944 24,000
Participants in the Summer Reading Game 1,817 1,958 2,000
Approved Adjustments in 2009-2010 Budget
295
CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2008 -2009 2009 2010-
Appropriation Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 234,100 241,000
61012 LIBRARY SUBSTITUTES 6,300 4,800
61050 PERMANENT PART-TIME 139,900 134,800
61055 TEMPORARY EMPLOYEES 900 900
61210 LONGEVITY 3,900 4,300
61510 HEALTH INSURANCE 37,000 39,600
61615 LIFE INSURANCE 400 400
61710 IMRF 17,900 32,300
61725 SOCIAL SECURITY 23,800 24,500
61730 MEDICARE 5,600 5,700
62295 TRAINING & TRAVEL 600
64540 TELECOMMUNICATIONS - WIRELESS 500 700
65100 LIBRARY SUPPLIES 800 1,000
65630 LIBRARY BOOKS 62,100 70,000
65635 PERIODICALS 1,500 1,500
65640 AUDIO RECORDINGS 9,100 8,000
65645 MULTIMEDIA COLLECTION 700
65650 VISUAL MEDIA COLLECTION 8,600 8,000
2805 CHILDREN'S SERVICES 553,700 577,500
296
City of Evanston
Library
2806 – Adult and Young Adult Services
Description of Major Activities
Adult and Young Adult Services provides assistance to patrons in locating and using materials and resources within
the library and through other resource centers, including on-line sources. Staff answers reference and readers'
advisory questions; promotes understanding and use of the library through bibliographies, tours and displays; and
selects all adult books, reference materials and audio-visual materials. The Adult and Young Adult Services
department responds to patron questions in person, by telephone and e-mail. The collection is comprised of over
285,450 books and 27,900 audio-visual items in the circulating collection, 20,000 reference volumes, 838 periodicals
titles, and 33 on-line databases.
FY 2009-2010 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Provide 60 classes on the use of the electronic resources and the Internet in FY 2009-10.
• Give at least ten presentations to community groups on the Library’s online resources.
• Review 75% of the adult non-fiction collection for withdrawal, retention or replacement by October 2009
• Complete review of reference collection for withdrawal, retention or replacement by August 2009
• Provide the community with 100 high quality literary, educational, and cultural programs for a combined
audience of 3,500
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Reference and directional questions answered 232,092 258,811 235,000
Periodicals used in-house 20,061 20,956 20,000
Patrons using Internet in-house 61,233 63,577 65,000
Number of Teen programs presented 99 100 100
Teens attending programs 2,297 2,409 2,500
Number of adult programs presented 189 107 100
Adults Attending Programs 3,321 2,604 3,500
Approved Adjustments in 2009-2010 Budget
297
CITY OF EVANSTON
ADULT SERVICES
2806
2008 -2009 2009 2010-
Appropriation Approved
2806 ADULT SERVICES
61010 REGULAR PAY 636,600
61012 LIBRARY SUBSTITUTES 13,200
61050 PERMANENT PART-TIME 237,800
61055 TEMPORARY EMPLOYEES 5,500
61210 LONGEVITY 14,000
61510 HEALTH INSURANCE 113,700
61615 LIFE INSURANCE 800
61710 IMRF 78,600
61725 SOCIAL SECURITY 59,300
61730 MEDICARE 13,900
62220 BINDING 1,200
62340 COMPTER LICENSE & SUPP 91,000
65100 LIBRARY SUPPLIES 2,500
65630 LIBRARY BOOKS 227,900
65635 PERIODICALS 83,000
65641 AUDIO VISUAL COLLECTIONS 43,000
2806 ADULT SERVICES 1,622,000
298
City of Evanston
Library
2820 – Circulation
Description of Major Activities
The Circulation department:
• Processes the borrowing and return of book and non-book materials
• Processes reserve and interlibrary loan items
• Re-shelves returned items
• Answers and routes incoming telephone calls
• Answers general and directional questions
• Explains library circulation policies to users
• Registers new patrons and keeps patron files current
• Sends reminders to patrons holding overdue materials
• Collects fines and payment for lost items
FY 2009-2010 Objectives
• Re-shelve all adult library materials within one day of their return
• Keep the wait time for service at the Circulation Desk less than four minutes
• Investigate adjustments to enhance workflow and gain efficiencies
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Items checked out 764,121 805,637 830,000
Reserves filled 27,841 35,505 37,500
New cards issued 6,420 8,045 9,500
Notices sent 36,833 36,245 34,000
Approved Adjustments in 2009-2010 Budget
299
CITY OF EVANSTON
CIRCULATION
2820
2008 -2009 2009 2010-
Appropriation Approved
2820 CIRCULATION
61010 REGULAR PAY 147,000 150,200
61012 LIBRARY SUBSTITUTES 13,700 8,700
61050 PERMANENT PART-TIME 347,000 334,600
61055 TEMPORARY EMPLOYEES 1,600 1,600
61210 LONGEVITY 3,100 6,500
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 300 300
61710 IMRF 11,300 42,000
61725 SOCIAL SECURITY 31,600 32,000
61730 MEDICARE 7,400 7,500
62295 TRAINING & TRAVEL 1,000
65100 LIBRARY SUPPLIES 3,100 3,500
2820 CIRCULATION 594,900 618,600
300
City of Evanston
Library
2825 – North Branch
Description of Major Activities
The North Branch, located at 2026 Central Street, is an extension of the Main Library that provides library service to
the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs,
and displays for children and adults. It serves as a community center in a busy business district and has a collection
of over 32,000 books.
FY 2009-2010 Objectives
• Present 6 adult programs
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Review and weed collections and services in tandem with renovation plans
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Library materials lent 69,763 73,461 75,000
Reference and directional questions answered 20,710 18,772 17,000
Number of patrons entering North Branch 71,722 71,765 73,000
Approved Adjustments in 2009-2010 Budget
301
CITY OF EVANSTON
NORTH BRANCH
2825
2008 -2009 2009 2010-
Appropriation Approved
2825 NORTH BRANCH
61012 LIBRARY SUBSTITUTES 2,400 2,100
61050 PERMANENT PART-TIME 119,900 127,900
61210 LONGEVITY 1,900 1,400
61710 IMRF 11,000
61725 SOCIAL SECURITY 7,700 8,500
61730 MEDICARE 1,800 2,000
62225 BLDG MAINTENANCE SERVICES 1,000 900
64015 NATURAL GAS 1,300 1,000
65100 LIBRARY SUPPLIES 400 400
65630 LIBRARY BOOKS 21,800 22,000
65635 PERIODICALS 2,900 2,400
2825 NORTH BRANCH 161,100 179,600
302
City of Evanston
Library
2830 – South Branch
Description of Major Activities
The South Branch, located at 949 Chicago Avenue, is an extension of the Main Library that provides library service to
the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs,
and displays for children and adults. The South Branch has a collection of over 30,000 books.
FY 2009-2010 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Present four bilingual story times
• Review collections and services in tandem with renovation plans
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Library materials lent 52,533 64,344 67,000
Reference and directional questions answered 25,170 14,482 13,000
Number of patrons entering South Branch 60,537 66,931 70,000
Approved Adjustments in 2009-2010 Budget
303
CITY OF EVANSTON
SOUTH BRANCH
2830
2008 -2009 2009 2010-
Appropriation Approved
2830 SOUTH BRANCH
61012 LIBRARY SUBSTITUTES 5,100 2,000
61050 PERMANENT PART-TIME 103,400 118,500
61210 LONGEVITY 1,900
61615 LIFE INSURANCE 100 100
61710 IMRF 10,100
61725 SOCIAL SECURITY 6,800 7,800
61730 MEDICARE 1,600 1,800
62225 BLDG MAINTENANCE SERVICES 3,000 2,200
62375 RENTALS 50,500 52,300
65100 LIBRARY SUPPLIES 400 500
65630 LIBRARY BOOKS 20,200 22,000
65635 PERIODICALS 2,700 2,300
2830 SOUTH BRANCH 195,700 219,600
304
City of Evanston
Library
2835 – Technical Services
Description of Major Activities
Technical Services is responsible for the ordering, cataloging, classifying, recording, and processing of all library
materials given to or bought with the funds of the Evanston Public Library. It coordinates the annual addition of
approximately 34,000 new volumes for the collection and prepares and maintains computer databases for the
recording of and access to the materials in the library's collection. Technical Services is also responsible for the
proper operation and maintenance of all computer hardware and software for the online automation systems and
functions as the liaison and first contact for the CCS consortium managing our system.
FY 2009-2010 Objectives
• Investigate value added services available from materials vendor to enhance efficiency and timely processing of
new materials in particular by October 2009
• Initiate process to udate catalog database reflecting item status to aid in inventory maintenance by July 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Volumes added to the collections 31,348 24,638 24,000
Volumes withdrawn from the collections 19,847 33,984 35,000
Volumes bound or mended 3,452 1,733 1,500
Approved Adjustments in 2009-2010 Budget
305
CITY OF EVANSTON
TECHNICAL SERVICES
2835
2008 -2009 2009 2010-
Appropriation Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 322,900 404,000
61050 PERMANENT PART-TIME 175,400 90,700
61055 TEMPORARY EMPLOYEES 3,500 3,500
61210 LONGEVITY 11,000 9,100
61510 HEALTH INSURANCE 64,700 95,200
61615 LIFE INSURANCE 900 900
61710 IMRF 25,100 42,500
61725 SOCIAL SECURITY 31,600 31,700
61730 MEDICARE 7,400 7,400
62220 BINDING 3,000 2,400
62295 TRAINING & TRAVEL 1,300
62340 COMPTER LICENSE & SUPP 96,500 74,500
65100 LIBRARY SUPPLIES 36,800 38,000
2835 TECHNICAL SERVICES 780,100 799,900
306
City of Evanston
Library
2840 – Library Maintenance
Description of Major Activities
The Maintenance Division provides for the maintenance and cleaning of the Main Library, the North Branch, and the
South Branch. The maintenance team inspects, maintains, and repairs all components of the library facilities
including the electrical system, plumbing system, HVAC systems and controls, structural elements, and landscaping.
In addition, the staff supervises outside contractors and assists with special programs and meeting room set-ups.
FY 2009-2010 Objectives
• Reduce the amount of electricity used in the Main Library by 5% by February 2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Conduct seasonal cleaning of boilers 1 1 1
Approved Adjustments in 2009-2010 Budget
307
CITY OF EVANSTON
MAINTENANCE
2840
2008 -2009 2009 2010-
Appropriation Approved
2840 MAINTENANCE
61010 REGULAR PAY 145,600 181,700
61050 PERMANENT PART-TIME 29,500
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 6,000 5,800
61210 LONGEVITY 1,600 2,700
61510 HEALTH INSURANCE 27,800 37,100
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 500 500
61710 IMRF 11,500 16,000
61725 SOCIAL SECURITY 11,300 11,900
61730 MEDICARE 2,600 2,800
62225 BLDG MAINTENANCE SERVICES 168,200 162,800
62235 OFFICE EQUIPMENT MAINT 9,500 8,300
62245 OTHER EQMT MAINTENANCE 1,400 1,100
62295 TRAINING & TRAVEL 400
62305 RENTAL OF AUTO-FLEET SER 7,400 7,400
64015 NATURAL GAS 32,000 29,300
65040 JANITORIAL SUPPLIES 11,400 10,600
65050 BLDG MAINTENANCE MATERIAL 12,000 12,000
65085 MINOR EQUIPMENT & TOOLS 300 300
2840 MAINTENANCE 479,800 491,100
308
City of Evanston
Library
2845 – Library Administration
Description of Major Activities
The administrative staff implements the policies of the Library Board and conducts all administrative, managerial, and
business activities of the library. This element provides the direction, planning, and evaluation for all library services,
facilities, and fiscal management. Personnel administration and staff evaluation are the primary activities of this
element. Administrative staff maintains relationships with community groups and other City departments.
Administration and other library units work with numerous library-related groups throughout the area and the State of
Illinois.
FY 2009-2010 Objectives
• Complete the branch library renovation project construction phase
• Investigate and review processes and applications to realize efficiencies in various work areas
• Implement new strategic plan
• Develop library marketing plan
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of people donating to the Library 1,007 743 775
Approved Adjustments in 2009-2010 Budget
309
CITY OF EVANSTON
ADMINISTRATION
2845
2008 -2009 2009 2010-
Appropriation Approved
2845 ADMINISTRATION
61010 REGULAR PAY 294,600 308,300
61050 PERMANENT PART-TIME 39,200 17,200
61055 TEMPORARY EMPLOYEES 200 200
61510 HEALTH INSURANCE 37,000 42,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 22,200 27,300
61725 SOCIAL SECURITY 20,600 20,600
61730 MEDICARE 4,800 4,800
62210 PRINTING 2,500 2,200
62275 POSTAGE CHARGEBACKS 25,000 23,000
62295 TRAINING & TRAVEL 1,500 6,000
62315 POSTAGE 2,500 3,500
62360 MEMBERSHIP DUES 2,600 500
62375 RENTALS 29,000 26,100
65095 OFFICE SUPPLIES 18,000 19,500
2845 ADMINISTRATION 502,000 503,800
310
City of Evanston
Parks / Forestry & Recreation
Three Year Fiscal History
$16,292,900 $16,534,200
$15,383,816
$14,000,000
$15,500,000
$17,000,000
Actual Budget Approved
2007/08 2008/09 2009/10
Expenditures as a % of 2009
General Fund Budget
18.44%
Parks / Forestry & Recreation
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Management and General Support
Full-Time Regular Director, Parks/Forestry & Rec 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
311
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2009-2010
Position FTE
Chandler Community Center
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Full-Time Regular Weekend/Evening Coordinator 1.00
Part-time Regular Clerk III 0.75
Part-time Regular Preschool Instructor 0.50
Part-time Regular PT Custodian 1.25
3035 Total 6.50
Fleetwood-Jourdain Community Center
Full-Time Regular Clerk II 1.50
Full-Time Regular Custodian II 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Full-Time Regular Weekend/Evening Coordinator 1.00
Part-time Regular PT Custodian 0.50
3040 Total 7.00
Fleetwood Jourdain Theater
Full-Time Regular Recreation Program Manager 1.00
3045 Total 1.00
Levy Center
Full-Time Regular Clerk Typist II 1.00
Full-Time Regular Custodian II 1.00
Full-Time Regular Fac Maint Worker/Cust 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 PT Custodian 1.93
3055 Total 10.58
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
312
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2009-2010
Position FTE
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 1.90
Part-time Regular Facilities Supervisor 1.20
Part-time Regular PT Custodian 1.00
3095 Total 8.80
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
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
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
Full-Time Regular Public Works Supervisor 1.00
3510 Total 14.00
313
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2009-2010
Position FTE
Parkway Tree Maintenance
Full-Time Regular Arborist 1.00
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 8.00
3515 Total 10.00
Dutch Elm Disease Control
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 6.00
3520 Total 7.00
Tree Planting
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 1.00
3525 Total 2.00
Ecology Center
Full-Time Regular Clerk III 1.00
Full-Time Regular Environmental Educator 2.00
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 PT Office Assistant 0.42
Part-time Regular Facilities Supervisor 1.10
Part-time Regular PT Custodian 1.75
3710 Total 4.82
Cultural Arts Programs
Full-Time Regular Director, Arts Council 0.40
Full-Time Regular Recreation Program Manager 0.85
Full-Time Regular Secretary II 0.40
Full-Time Regular Senior Program Coordinator 1.00
3720 Total 2.65
Facilities Administration
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Full-Time Regular Superintendent, Fac. Mgt. 1.00
3805 Total 2.00
314
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2009-2010
Position FTE
Civic Center Services
Full-Time Regular Fac Maint Worker/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 II 1.00
Full-Time Regular Facilities Maint. Worker III 12.00
Full-Time Regular ADA/CIP Project Manager 1.00
3807 Total 16.00
Parks Forestry and Recreation Total 131.75
315
City of Evanston
Recreation
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
3005 – Mgmt. & General Support 331,055 352,900 366,928 363,100
3010 – Business & Fiscal Mgmt. 439,730 348,100 333,275 358,100
3015 – Marketing Services 209,991 248,300 226,410 258,900
3020 – Recreation General Support 259,945 216,100 205,878 223,000
3025 – Park Utilities 78,164 69,400 85,214 75,100
3030 – Robert Crown Center 810,340 714,500 703,225 754,200
3035 – Chandler-Newberger Center 727,210 817,700 757,648 846,000
3040 – Fleetwood-Jourdain 738,819 836,800 815,198 811,900
3045 – Fleetwood-Jourdain Theater 112,735 164,700 127,477 154,700
3050 – Outreach Programs 127,194 240,700 201,382 247,300
3055 – Levy Senior Center 927,905 948,900 900,478 988,400
3065 – Church Street Boat Ramp 54,926 65,500 69,437 62,500
3075 – Boat Storage Facilities 10,716 12,800 11,585 13,700
3080 – Beaches 515,966 489,600 535,896 513,800
3081 – Pooch Park 0 3,500 0 0
3085 – Rec Facility Maintenance 665,826 615,100 607,919 648,200
3095 – Crown Ice Rink 1,103,618 1,215,600 1,155,989 1,210,000
3100 – Sports Leagues 70,223 51,700 63,080 53,500
3105 – Aquatic Camp 76,548 81,500 81,573 88,500
3110 – Tennis 101,536 103,300 102,978 102,500
3125 – Special Programs 605 13,800 0 0
3130 – Special Recreation 358,928 363,600 384,717 387,300
3140 – Bus Program 37,115 45,200 46,421 51,100
3150 – Park Service Unit 81,413 100,800 91,121 109,800
3155 – Youth Golf Program 9,081 13,200 22,401 21,500
Total Expenditures: $7,849,589 $8,133,300 $7,896,230 $8,343,100
Revenues:
Advertising Revenue 30,800 31,000 30,105 32,500
Aquatic Camp Revenues 156,200 164,500 221,644 175,600
Outreach Program Revenues 88,000 80,500 94,648 80,500
Beach Revenue 578,500 552,200 594,202 568,500
Boat Storage Facility Revenue 77,400 79,000 74,116 75,700
Chandler-Newberger Center 550,500 521,000 602,935 532,600
Church Street Boat Ramp Revenue 73,700 111,900 100,669 106,100
Fleetwood-Jourdain Center 223,000 289,200 200,301 286,300
Fleetwood-Jourdain Theater 5,700 12,000 18,212 15,400
Levy Center Revenue 399,800 369,400 413,452 409,000
Pooch Park 9,100 3,500 16,384 5,000
Robert Crown Center Revenue 280,100 250,100 264,160 277,200
Robert Crown Ice Center Revenue 925,600 975,700 1,010,358 1,002,300
Bus Program Revenues 10,000 20,900 7,421 28,500
Special Recreation Revenue 61,400 60,000 71,246 70,000
Sports League Revenues 38,200 41,300 34,790 40,800
Tennis Revenues 110,700 102,600 130,848 104,200
Youth Golf Program 14,300 15,400 34,359 25,400
Total Revenues: $3,633,000 $3,680,200 $3,919,850 $3,835,600
Notes for Financial Summary
316
City of Evanston
Recreation
Performance Report on FY 2008-2009 Major Program Objectives
Staff continues to identify, develop and submit grants for all five divisions. As of September 2008, the following grants
were awarded: Open Space and Land Acquisition Development (OSLAD) grant from the Illinois Department of
Natural Resources for the redevelopment of Foster Field; Local Arts Agency Program grant from the Illinois Arts
Council; a Community Arts Access grant from the Illinois Arts Council; a Summer Food Program grant from the U.S.
Department of Agriculture through the Illinois State Board of Education; Community Development Block Grant award
for renovation of the Fleetwood-Jourdain Community Center’s kitchen and arts + crafts room; a donation from the
Chicago Tennis Patrons supporting junior tennis programs; a donation from the Evanston Kiwanis Club for a drop-in
golf program; NRPA’s Take Me Fishing initiative named Evanston as an Anchor Agency and awarded a grant to
support fishing program efforts; Quality Counts program grant funded by the Illinois Department of Human Services
administered by Illinois Action for Children for laptop computers and activity tables for Fleetwood-Jourdain Center’s
After-School Program; and a Sticks for Kids equipment grant awarded by the National Recreation & Park Association
and the Golf Course Builders Association of America to be used for Chandler-Newberger Community Center's youth
golf program.
Partnering with local agencies continued to provide expanded recreational opportunities for Evanston residents.
Youth attending the Mason Park Summer Program attended free swimming lessons at the YWCA. In addition, a
YWCA staff member participated in neighborhood meetings and volunteered with activities at the Mason Park Field
House. The McGaw YMCA provided pool time at a discounted rate for the Special Recreation swimming program.
City staff and administrators from School District #65 have been discussing the draft of the School District
intergovernmental agreement. City staff and District #202 officials are working on a possible partnership regarding the
rebuilding of the ETHS Field House.
The Business Office created reference manuals for business procedures and for the RecTrac registration software
program; the guides are continually updated. Staff researched implementing new RecTrac features (E-RECTRAC
and “Easy Ask” reporting tool). The features were deemed unnecessary after analyzing the added value versus the
cost of implementation. A RecTrac certification training course was not created this year due to reductions in
personnel and the increased proficiency demonstrated by staff. For greater efficiency, training will only take place
when new issues develop, features are added, or new employees are hired.
Public information staff had planned to conduct a comprehensive monthly review of information on the City’s Web
site, including the calendar and specific pages dedicated to Parks/Forestry and Recreation Department business
units. This goal has been partially met; new information is added on a daily basis and some files are updated bi-
monthly. However, the global check now takes place once per quarter due to the extensive number of hours of work
involved.
Parks/Forestry and Recreation Department staff have started updating safety procedures, including posting
emergency routes for vacating a facility and emergency plans for outdoor festivals. Work will be ongoing in this area.
The objective to train full-time staff on Microsoft Excel was modified. Rather than create new training, staff is
registering for training now being offered through the City’s BPAT Division. In addition, the Business Office
Coordinator has been assisting department employees in Excel.
The plan to establish Robert Crown Center’s preschool program as a feeder program for the center’s After-School
Adventure Program has been partially successful. Some former preschoolers now attend the after-school program.
This is an ongoing program that will be built upon in the future. A parent handbook to be used by staff and parents of
all youth in the preschool and after-school programs was completed. Content includes snack safety, stranger danger,
and emergency procedures regarding injuries and inclement weather.
Chandler-Newberger Center increased their preschool camp attendance by 43 registrants by offering a new Bent
Park Preschool Camp. Camp enrollment was anticipated at 50, so the program was 86% subscribed. The Center had
planned to offer three new group dance classes by November 2008, but exceeded that goal by offering seven new
dance classes in that time frame. The Center expanded their free indoor walking program from 125 hours to 250
hours annually. Free indoor walking is offered on weekdays year-round.
Fleetwood-Jourdain Center staff worked with the Fleetwood-Jourdain Middle School Council to help students
formulate a plan to replace members who age out of the program and how to give more members an opportunity to
learn leadership skills (this was accomplished by electing officers every three months).
Fleetwood-Jourdain Center staff also created a new fitness/health component in the Blooming Campers and After-
School Program. Daily activities include stretching and walking in the neighborhood. Children also participated in
yoga, relays and physical fitness challenges. In Summer 2008, children had an opportunity to eat fresh vegetables
from the garden which was planted by the After-School Program in the spring. Children were introduced to and
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encouraged to eat food that contained higher nutritional values. As an indicator of success, some children requested
that certain items in the vending machines be replaced with healthier snacks.
The After-School Program almost met the goal of reaching or maintaining an 80% retention rate. Seventy-nine
percent of participants returned to the program from the previous (07-08) school year. The after-school program is
designed to meet the needs of working families who need a safe and productive environment for their children
between the end of the school day and the end of the workday. Staff continually assess the need for the program in
the community and the program’s effectiveness in meeting the needs of parents.
Fleetwood-Jourdain Theatre is developing community-based programs for youth and young adults. In early fall 2008,
participants had already completed their costuming and set design and were writing scripts. Additional community
outreach was accomplished throughout the year by holding monthly readings at the local library as well as readings
at bookstores.
Fleetwood-Jourdain Center staff submitted an application that was approved for three summer food sites, at which
about 37,000 meals were served over a ten-week period. The plan to implement fees for the youth and adult summer
basketball programs at Mason Park has been delayed until FY 2009-2010. However, the Mason Park Summer Drop-
in program was fully staffed and programs continued until the end of August. Participants could choose from a variety
of activities: game systems, ping pong, foos ball, board games, outdoor recreational activities, and swimming at the
YWCA. The new components being offered in fall 2008 at Mason Park include healthy cooking, arts & crafts, drama,
and homework assistance.
The Levy Senior Center provided assistance to seniors applying for the Economic Stimulus package benefit. To
receive the federal government’s one-time payment, taxpayers had to have filed their 2007 federal tax return.
However, many seniors do not file taxes due to the low amount of income they earn. The Levy Center is an RTA
registration site. The new free ridership program for seniors and disabled citizens created a huge increase in the
workload for center staff, who help citizens with their applications as well as take the photographs and send the
materials on to the RTA for further processing.
In May 2008, the Levy Center, Evanston Commission on Aging and Mather Lifeways joined forces to present an
afternoon of activities for the brain. Activities included Brain Works, juggling, Sudoku, Mind Fit, and the Wii Brain
Academy. Starting in June 2008, the Levy Center offered free Tai Chi classes at Clark Square Park (lakefront) two
mornings a week. The summer session met for six weeks and was open to anyone age 18 and older regardless of
residency, thanks to a generous donation from a Levy Center member. The class filled quickly with 35 people. The
Levy Center Advisory Board is encouraging other members to “sponsor” specific activities in which they have a
special interest.
The goal to foster culturally-diverse activities has been delayed due to staff turnover, but work is now resuming on the
project. A new Levy Center membership satisfaction survey that will be conducted annually should be ready for
distribution by December 2008.
The plan to replace half the bumpers and 4' x 4's that line the inside of the boat launch facility was completed. At the
Dempster Street Boat Storage Facility, a plan to redistribute boats by reconfiguring the facility has been developed;
implementation will take place after the new racks are constructed. Patrons participated in a lottery held at the Levy
Center in Spring 2008, which allowed users to see the map and layout and hand-pick from the available spots. This
new procedure received very positive feedback and the process will continue in the future.
At the beaches, a new Head Lifeguard section in the Lakefront Manual was written. The new manual will be
implemented in the 2009 season. In addition, all current staff were retrained, tested and recertified in American Red
Cross Waterfront Lifeguard training.
In the Recreation Facility Maintenance business unit, a new ball diamond grooming machine was purchased in April
2008 and it was used to provide maintenance to all baseball fields. The objective to control turface from washing onto
the cement pads at James Park during rain storms was met, but the problem was solved before the plan for 2008
could be implemented. Sod was extended in fall 2007 to a different area, which ended up solving the problem. In fall
2008, crews will put sod on the inside of the player benches and backstop on one field at Crown Park.
The goal to record the dimensions for all athletic fields on a spreadsheet for easy reference was completed. The
planting of dune grass on the beach side of Greenwood Beach along the rip rap to prevent sand from blowing onto
the pathway was delayed from June until late October 2008.
At Robert Crown Ice Rink, the adult men’s hockey program was promoted more heavily on the EYHA and City of
Evanston Web sites. It was determined that the league will remain recreational in nature, not competitive. Public
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skating participation increased slightly after implementing a new promotion for a yearly skate pass with free skate
rental. As planned, a new Beginner Synchronized Skating Team was introduced and the team skated in our last two
ice shows. The merger of the EYHA and House Hockey Program is an ongoing process. The program is now in a
transition period in regards to fee collection and purchasing.
2009-2010 Department Initiatives
Work with the Evanston Playground and Recreation Board to prepare a recommendation to the City
Council about the reconstruction of the Robert Crown Center and whether to pursue participating in
the field house reconstruction project with Evanston Township High School.
Continue to improve the middle school program initiative by interviewing youth to determine potential
new program offerings by July 2009.
Work with School District #65 to develop an updated intergovernmental agreement between the City
and the District.
2009-2010 Performance Initiatives
Performance Measures – Recreation Division
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of Fleetwood-Jourdain After School Program
participants who return from the previous program year.
(Data source: Department staff)
N/A 79% 81
2. Percentage of National Citizen Survey respondents
indicating that the accessibility of recreation
centers/facilities in the City of Evanston is “excellent” or
“good.” (Data source: National Citizen Survey)
82% N/A 85%
319
City of Evanston
Recreation
3005 – Management & Support
Description of Major Activities
The administration division of Parks/Forestry and Recreation, together with the business office and the
communications and marketing services office, provides all management and administrative support services for all
departmental divisions: Parks/Forestry, Recreation, Ecology, Cultural Arts, and citywide special events.
The administration division works to create a vision for department’s future. This is accomplished by long-range
planning following the Strategic Plan of the City and the Parks Strategic Plan, all in collaboration with elected officials,
City administrators, advisory boards and the general public.
The administration division provides the following services:
• Reviews the conditions of facilities and the relevancy of programs
• Investigates and resolves citizens’ concerns
• Reviews, evaluates and implements the Capital Improvement Program (CIP)
• Prepares general correspondence and reports
• Monitors affirmative action programs and overall budget activity
• Interviews and evaluates personnel
• Trains full- and part-time staff and oversees staff training programs, including customer service and safety
• Prepares, coordinates and submits grants
• Acts as liaison to all City Council committees
• Assists and coordinates with five boards, commissions and councils within the department’s responsibilities
• Submits the annual department budget
Administrative staff implements policies approved by the governing body. Staff works with elected officials, appointed
officials, and boards and commissions, including the Playground and Recreation Board, Arts Council, Public Art
Committee, Public Place Names, and the Ladd Arboretum Committee. In addition, personnel work directly with
various Recreation advisory boards, community groups and associations, and 19 affiliated groups, all of which
contribute input to the department.
In order to provide greater opportunities for citizens, cooperative arrangements are coordinated with School Districts
#65 and #202, the Metropolitan Water Reclamation District, the Frank Govern Memorial Golf Course’s board, and
various community agencies. Interagency collaboration prevents duplication of services and broadens the number of
programs, services and facilities available to the public.
The administration division’s communications and marketing services staff informs residents about programs offered
by the Recreation, Cultural Arts and Ecology divisions, as well as those offered by local arts organizations, through
Arts + Recreation magazine (four issues per year), a summer camp magazine and the City’s Web site. Other
promotional materials include press releases, flyers, advertising, posters and brochures.
FY 2009-2010 Objectives
• Hold quarterly staff meetings with all managers, program managers, and supervisors (ongoing).
• Continue to research, identify and apply for grants for all five divisions (ongoing).
• Investigate the possibility of new program partnerships with outside agencies by October 2009.
• Develop an informal handout of volunteer opportunities in the department by November 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
In-house training seminars 1 1 1
Parks/Forestry/Rec Maintenance monthly staff meetings 9 7 9
Quarterly department-wide staff meetings 4 4 4
Approved Adjustments in 2009-2010 Budget
320
CITY OF EVANSTON
REC. MGMT. & GENERAL SUPPORT
3005
2008 -2009 2009 2010-
Appropriation Approved
3005 REC. MGMT. & GENERAL SUPPORT
61010 REGULAR PAY 257,700 261,100
61110 OVERTIME PAY 900 900
61210 LONGEVITY 1,000 1,100
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 5,100 5,100
61710 IMRF 19,600 21,800
61725 SOCIAL SECURITY 16,000 16,500
61730 MEDICARE 3,800 3,900
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 14,900 14,900
62315 POSTAGE 100 100
62360 MEMBERSHIP DUES 1,500 1,500
64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,400
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 800 800
65125 OTHER COMMODITIES 300 300
3005 REC. MGMT. & GENERAL SUPPORT 352,900 363,100
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City of Evanston
Recreation
3010 – Business & Fiscal Management
Description of Major Activities
The Business Office is responsible for coordinating the financial activities of the Parks/Forestry and Recreation
Department. Responsibilites performed by the three-person staff include:
• Review, reconcile and post revenues received for services provided by the Department. In FY 2008-2009, the
Business Office analyzed over 2,000 batches with 50,000 individual transactions, resulting in $4 million of
revenue for the City of Evanston
• Coordinate and manage the disbursement of $7 million in Department expenditures, guaranteeing the
appropriate and timely payment of all expenses incurred and ensuring that all of members of the staff properly
follow the City of Evanston purchasing polices and procedures
• Manage the payroll process for 270 permanent and 280 seasonal employees, ensuring that all members of the
staff are paid timely and accurately
• Provide accounting and administrative support to the Evanston Parks Foundation, Evanston Playground and
Recreation Board, and Arts Council, including the preparation of financial reports as needed
• Administer and maintain the RecTrac recreation and online registration system
• Perform bank reconciliation and prepare journal entries and monthly reports for Finance Department review.
• Provide customer service to patrons registering for Recreation, Ecology or Cultural Arts Division programs at the
Civic Center, serving 6,000 customers annually
• Troubleshoot RecTrac system problems
• Provide technical support and administrative assistance to staff
• Maintain the Department’s financial records.
In conjunction with the Department Director, the Business Office Coordinator prepares and presents the budget and
monitors financial performance against the budget.
FY 2009-2010 Objectives
• Implement an electronic park permit registration system by May 1, 2009.
• Develop an electronic database of customer contact information by June 1, 2009.
• Evaluate and implement collection procedure for NSF checks written to the Parks/Forestry and Recreation
Department by November 1, 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
RecTrac training sessions for staff 15 22 12
Budget preparation training for staff 0 1 2
Cash-handling training for staff 0 1 1
Payroll training 0 8 12
Approved Adjustments in 2009-2010 Budget
322
CITY OF EVANSTON
REC. BUS. & FISCAL MGMT
3010
2008 -2009 2009 2010-
Appropriation Approved
3010 REC. BUS. & FISCAL MGMT
61010 REGULAR PAY 178,900 184,000
61050 PERMANENT PART-TIME 700
61060 SEASONAL EMPLOYEES 14,100 14,000
61110 OVERTIME PAY 900 500
61210 LONGEVITY 1,400 1,400
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 300 300
61710 IMRF 13,700 15,400
61725 SOCIAL SECURITY 12,100 12,400
61730 MEDICARE 2,900 2,900
62235 OFFICE EQUIPMENT MAINT 2,500 2,500
62275 POSTAGE CHARGEBACKS 1,000 1,200
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 700 700
62381 COPY MACHINE LEASES 25,000 25,000
62500 TECHNICAL INFORMATION SERVICES 5,000
62705 BANK SERVICE CHARGES 45,000 50,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 15,000 15,000
3010 REC. BUS. & FISCAL MGMT 348,100 358,100
323
City of Evanston
Recreation
3015 – Communications & Marketing Services
Description of Major Activities
The Communications & Marketing Services business unit is responsible for producing a wide variety of promotional
materials for the Parks/Forestry and Recreation Department, which includes four community centers, the Cultural Arts
Division, the Ecology Center, the Parks/Forestry Division, and Special Events. In addition to producing approximately
400 press releases annually, promotional materials include fliers, posters, brochures, postcards, newsletters,
banners, billboards, and display advertising. Community Center managers and program managers rely on the
Communications & Marketing Services Office for the layout, design and production of various program support
materials, such as invitations, notices, tickets, programs and attendance punch cards.
The department’s major marketing tool is Arts + Recreation magazine, which is published quarterly and mailed to
30,000 residential households in Evanston (ZIP codes 60201 and 60202) and approximately 500 active nonresident
households. About 4,500 magazines are distributed through City of Evanston facilities and local businesses. The
magazine incorporates the department’s classes, programs, and special events; class and special event listings from
Evanston artists and arts organizations; feature stories; and maps, news, and general information. Partial funding
comes from display advertising revenue and listing fees paid by independent arts organizations and Evanston
residents who either teach classes in the arts or advertise their arts-related special events.
Other major promotional pieces produced by the Communications and Marketing staff are a 44-page summer camp
guide promoting camps offered by the Recreation Division, Ecology Center and Cultural Arts Division, and a 12-panel
pocket calendar promoting summer concerts and festivals.
Staff manages and posts information to the City’s Web site (including the calendar of events), responds to frequent
requests for information from the public and the media, coordinates and produces display and classified advertising
for the department, and sells and produces display advertising to be published in Arts + Recreation magazine. They
write, produce, and distribute a newsletter (8,000 copies) six times a year to 20 schools; a monthly department
employee newsletter; a monthly program narrative/activity summary; and various reports. Electronic and printed
newsletters written by community center employees are edited by the Communications and Marketing staff. Staff
assist in grant writing, take photographs, post changes to the public meeting schedules for all affiliated boards and
councils, and provide marketing and communications expertise during senior management team meetings.
FY 2009-2010 Objectives
• Create two bi-monthly electronic newsletters by March 2009 to promote programs and services offered by
Chandler-Newberger Center and Robert Crown Center. Newsletters will be sent via e-mail to customers who
register for the service.
• Work with BPAT staff to create a less formal introductory page to the Recreation Division’s Web pages and
investigate reformatting the home pages for each business unit (lakefront, community centers, Ecology Center,
etc.) by August 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Advertising sales revenue 30,765 30,100 32,500
Approved Adjustments in 2009-20010 Budget
324
CITY OF EVANSTON
COMMUNICATION & MARKETING SRVS
3015
2008 -2009 2009 2010-
Appropriation Approved
3015 COMMUNICATION & MARKETING SRVS
61010 REGULAR PAY 71,900 74,300
61050 PERMANENT PART-TIME 42,100 43,600
61210 LONGEVITY 2,600 3,100
61510 HEALTH INSURANCE 9,300 10,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 300 300
61710 IMRF 5,600 10,000
61725 SOCIAL SECURITY 7,200 7,600
61730 MEDICARE 1,700 1,800
62205 ADVERTISING 1,300 1,300
62210 PRINTING 75,900 75,900
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 100 100
62295 TRAINING & TRAVEL 700 700
62315 POSTAGE 27,000 27,000
62360 MEMBERSHIP DUES 200 300
62506 WORK-STUDY 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 200 100
3015 COMMUNICATION & MARKETING SRVS 248,300 258,900
325
City of Evanston
Recreation
3020 – Recreation General Support
Description of Major Activities
All Recreation Division administrative functions are part of the Recreation General Support business unit. This
includes the Superintendent of Recreation, who is responsible for overseeing and developing recreation programs
offered in the community and for developing and implementing policies and procedures associated with the use of
those facilities and programs. Responsibilities include:
• Evaluate programs and facilities
• Coordinate staff training
• Apply for grants and other available funding sources
• Improve customer service
• Coordinate special events
• Provide permits to park rental groups
• Work with community groups, advisory boards, and the Playground and Recreation Board
FY 2009-2010 Objectives
• To implement the background check program for the Department’s program volunteers by July 2009.
• To review the responsibilities and tasks conducted by our Recreation Maintenance Division in order to increase
efficiencies by August 2009.
• To conduct a review of and update the emergency safety procedures for recreation centers and the
Department’s special events by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Proposed
Scholarships granted (funds not collected) $160,000 $170,000 $175,000
Approved Adjustments in 2009-2010 Budget
326
CITY OF EVANSTON
RECREATION GENERAL SUPPORT
3020
2008 -2009 2009 2010-
Appropriation Approved
3020 RECREATION GENERAL SUPPORT
61010 REGULAR PAY 118,600 122,700
61110 OVERTIME PAY 900 900
61510 HEALTH INSURANCE 9,300 10,600
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,800 1,800
61710 IMRF 9,000 10,300
61725 SOCIAL SECURITY 7,400 7,800
61730 MEDICARE 1,700 1,800
62275 POSTAGE CHARGEBACKS 500 300
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 50,700 50,700
62360 MEMBERSHIP DUES 600 600
64540 TELECOMMUNICATIONS - WIRELESS 1,000 900
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 600 600
65125 OTHER COMMODITIES 13,000 13,000
3020 RECREATION GENERAL SUPPORT 216,100 223,000
327
City of Evanston
Recreation
3025 – Park Utilities
Description of Major Activities
Electricity costs for the following parks: Natural gas costs for the following park shelters:
• Lagoon Building
• Baker Park field house
• Ackerman Park field house
• Bent Park shelter
• Leahy Park Shelter
• James Park field house
• Lovelace Park field house
• Mason Park field house
• Lakefront restroom buildings
• Leahy
• Leah Lomar
• Ladd Arboretum
• McCulloch
• Foster
• Twiggs
• Fitzsimons
• Beck
• Sheridan Square
• Lighthouse
• Grosse Point Lighthouse
• Northeast
• Lawson
• Lighthouse Landing
• Penny
• Bent
• Ackerman
• Centennial
• Dawes
• Congregational
• Eiden
• Harbert
• Butler
• Crown Tennis/Baseball
• James Park/Field
• Elliott
• Lovelace
• Mason
Approved Adjustments in 2009-2010 Budget
328
CITY OF EVANSTON
PARK UTILITIES
3025
2008 -2009 2009 2010-
Appropriation Approved
3025 PARK UTILITIES
64005 ELECTRICITY 56,800 62,500
64015 NATURAL GAS 12,600 12,600
3025 PARK UTILITIES 69,400 75,100
329
City of Evanston
Recreation
3030 – Robert Crown Community Center
Description of Major Activities
The Robert Crown Community Center provides comprehensive recreational activities for all ages. These activities are
designed to serve residents with diverse interests, such as sports, art, hobbies, and preschool learning. Leisure
activities are scheduled at convenient times for each age group. The Community Center continues to coordinate
programs with those of the adjacent ice center facility.
Preschool Programs Teen Programs
Preschool Gymnastics Drop-in Basketball
Parent-Toddler Playtime Basketball Camp
Creative Play Mini-Camp So U Want 2 B A D/J
Take Two Mini-Camp
Ballet Youth Programs
Soccer Camp
Karate Classes
Adult Programs Surf & Turf Camp
Cardio Kickboxing Pottery & Clay Sculpture
Ballroom & Social Dance Classes Ballet
Tai Chi Classes Hip Hop / Street Dance
Pottery Watercolor Painting
Salsa Dance Gymnastics
Yoga Classes T-Baseball
Karate Sports Conditioning
Basketball Camp
Lacrosse Camp
Magic Classes
The Robert Crown Community Center also accommodates early and late rentals for various events, including
volleyball and soccer in the early mornings, and private parties and room rentals for group meetings in the late
evenings. Regular private gym rentals include basketball six days a week, volleyball three days a week, soccer three
days a week and cricket once a week. There is also a basketball league for fourth and fifth graders; 17 Evanston
schools participate in this basketball program.
The after-school program coincides with the District #65 school schedule and provides after-school care for 30
children during the school year. This program also provides care for District #65 children during vacation periods,
such as Spring Break and Winter Break.
FY 2009-2010 Objectives
• Complete the licensing process for Creative Play Preschool as well as After-School Adventure Program; expand
both programs to complement each other in terms of quality and quantity of services offered by March 2009.
• Enhance current program by appying standard quality indicators through standard environment rating scale.
Invest cost-efficient changes with built-in measurement on returns. The goal is to complete the assessment by
January 2009 and apply changes by May 2009.
• By September 2009, analyze use of the gym by current programs, with the goal to increase gym use by
community members (such as home day care or parent-tot groups, and middle school ‘pay & play’).
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Teams in sports leagues (youth basketball teams) 40 40 40
Recreation instructional participants 920 920 920
Arts and crafts participants 350 350 350
Pre-school age programs participants 550 560 570
Self-development/performing arts participants 700 675 690
Holiday events participants/camps 270 275 280
Fitness participants 175 175 180
Open gym participants 1,000 900 900
Approved Adjustments in 2009-2010 Budget
330
CITY OF EVANSTON
CROWN COMMUNITY CENTER
3030
2008 -2009 2009 2010-
Appropriation Approved
3030 CROWN COMMUNITY CENTER
61010 REGULAR PAY 217,600 221,300
61011 RECREATION INSTRUCTORS REG PAY 7,800 11,300
61013 PROGRAM ASSISTANTS 49,400 49,400
61050 PERMANENT PART-TIME 136,500 140,100
61060 SEASONAL EMPLOYEES 42,700 44,300
61110 OVERTIME PAY 5,300 5,300
61210 LONGEVITY 4,500 5,200
61510 HEALTH INSURANCE 37,000 42,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 800 800
61710 IMRF 17,100 34,000
61725 SOCIAL SECURITY 28,600 29,800
61730 MEDICARE 6,700 7,000
62205 ADVERTISING 600 600
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 600
62245 OTHER EQMT MAINTENANCE 1,000 1,000
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 800 700
62505 INSTRUCTOR SERVICES 61,800 61,800
62507 FIELD TRIPS 4,800 9,500
62508 SPORTS OFFICIALS 1,800 200
64005 ELECTRICITY 49,200 48,000
64015 NATURAL GAS 14,400 14,400
65020 CLOTHING 1,000 1,000
65025 FOOD 5,000 6,000
65040 JANITORIAL SUPPLIES 2,100 2,100
65050 BLDG MAINTENANCE MATERIAL 2,400 2,400
65070 OFFICE/OTHER EQT MTN MATL 900 1,000
65075 MEDICAL & LAB SUPPLIES 500 500
65095 OFFICE SUPPLIES 1,000 1,000
65110 RECREATION SUPPLIES 9,800 10,400
3030 CROWN COMMUNITY CENTER 714,500 754,200
331
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Description of Major Activities
The Chandler-Newberger Center is open 4,000 hours per year offering comprehensive programs for infants through
adults. Major programs include nine types of summer day camps for school-aged youth and preschoolers, after-
school sports classes, girls’ youth basketball leagues, youth flag football leagues, preschool play groups, youth
chess, adult/youth fencing, preschool development classes, youth gymnastics, adult/youth volleyball leagues,
women’s basketball classes and more. Programs emphasize positive self-development through learning skills and
individual improvement. The 14,000-square-foot facility also rents rooms, the racquetball court and the gymnasium to
community groups, youth birthday party groups and recreation enthusiasts.
Preschool Programs Teen Programs
Preschool Gymnastics Summer Beach Volleyball Camps
Leahy Park Preschool Camp Indoor Volleyball Camps
Preschool Sports Classes Volleyball Classes
Pee Wee Sports Camp Open Gym
Parent-Infant Classes Racquetball
Parent -Toddler Classes Red Cross Babysitting Training Classes
Leahy Park Preschool Camp Red Cross CPR/First Aid Training
Time Together Drop In
I Can Go to School Two Adult Programs
Indoor Volleyball Leagues
Youth Programs Beach Volleyball Leagues
Summer Sports Camp Volleyball Skills Training Classes
Summer Sports Mini-Camp Women’s Basketball Classes
Winter Sports Camp Women’s Open Basketball
Youth After-School Sports Men’s Open Basketball
Home School Sports Classes Racquetball
Basketball Camps Red Cross CPR/First Aid Training
Beach Volleyball Camp Self-Improvement Classes
Indoor Volleyball Camp
Gymnastics
Chess Camps and Classes Special Events
Fencing Camps and Classes March Madness Basketball Tournament
Girls' Basketball Leagues Free Family Fun Nights
Flag Football League
Youth Open Basketball
FY 2009-10 Objectives
• Offer four free family night program on Saturdays from November 2009 through February 2010.
• Expand beach volleyball programs by running two or more afternoon youth beach volleyball camps by June
2009.
• Expand beach volleyball programs by offering two or more evening adult beach volleyball classes by July 2009.
• Apply for grant funding for youth flag football league by April 2009.
Ongoing Activity Measures
2007-08
Actual
2008-09
Actual
2009-2010
Projected
Youth Sports --Total Participation Hours 20,053 23,761 22,000
Adult Sports --Total Participation Hours 3,049 2,740 2,000
Camps --Total Participation Hours 55,982 52,714 56,000
Preschool --Total Participation Hours 13,134 15,074 14,000
Special Events/Com Services —Total Partic. Hours 1,026 1,050 1,000
Facility Rentals --Total Participation Hours 3,795 4,037 4,000
Drop-In Activities --Total Participation Hours 2,856 3,562 3,500
Approved Adjustments in 2009-10 Budget
332
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2008 -2009 2009 2010-
Appropriation Approved
3035 CHANDLER COMMUNITY CENTER
61010 REGULAR PAY 230,800 235,400
61011 RECREATION INSTRUCTORS REG PAY 43,900 48,800
61013 PROGRAM ASSISTANTS 21,700 23,500
61050 PERMANENT PART-TIME 82,900 94,100
61060 SEASONAL EMPLOYEES 112,500 109,100
61110 OVERTIME PAY 2,500 2,000
61210 LONGEVITY 3,200 3,400
61510 HEALTH INSURANCE 37,000 42,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 2,100
61630 SHOE ALLOWANCE 300 100
61710 IMRF 17,800 36,400
61725 SOCIAL SECURITY 30,700 32,200
61730 MEDICARE 7,200 7,500
62205 ADVERTISING 1,000 1,000
62210 PRINTING 1,300 1,300
62235 OFFICE EQUIPMENT MAINT 600 600
62245 OTHER EQMT MAINTENANCE 2,200 2,200
62275 POSTAGE CHARGEBACKS 3,600 3,600
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 1,500 1,500
62375 RENTALS 600 600
62381 COPY MACHINE LEASES 4,000 4,200
62490 OTHER PROGRAM COSTS 300 300
62495 LICENSED PEST CONTROL SERVICES 600 500
62505 INSTRUCTOR SERVICES 72,300 59,600
62506 WORK-STUDY 8,000 8,000
62507 FIELD TRIPS 39,900 38,700
62508 SPORTS OFFICIALS 1,200 1,100
62511 ENTERTAIN/ PERFORMER SVCS 500 500
62518 SECURITY/ALARM CONTRACTS 2,400 3,200
64005 ELECTRICITY 37,100 33,200
64015 NATURAL GAS 11,400 11,400
64540 TELECOMMUNICATIONS - WIRELESS 3,000 2,800
65010 BOOKS, PUBLICATIONS, MAPS 300 200
65020 CLOTHING 600 600
65025 FOOD 2,000 2,400
65040 JANITORIAL SUPPLIES 4,000 4,000
65050 BLDG MAINTENANCE MATERIAL 1,800 1,800
65070 OFFICE/OTHER EQT MTN MATL 200 200
65075 MEDICAL & LAB SUPPLIES 100 100
333
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2008 -2009 2009 2010-
Appropriation Approved
65095 OFFICE SUPPLIES 2,900 2,800
65110 RECREATION SUPPLIES 20,900 21,900
3035 CHANDLER COMMUNITY CENTER 817,700 846,000
334
City of Evanston
Recreation
3040 – Fleetwood-Jourdain Community Center
Description of Major Activities
Fleetwood-Jourdain Center programs are developed to encourage family participation in a wide variety of recreation
programs, including sports, fitness, dance, drama, special events, cultural programs and events, drop-in activities,
and arts & crafts. Programs enhance participants' ability to learn through direct involvement, group participation, and
intergenerational programs and activities. Participants maximize their use of leisure time through diverse programs
tailored to special interests during the fall, winter and spring.
An extensive ten-month after-school program offered during the school year for youth age 5-12 is designed to meet
the needs of working families. The program served 85 participants and provided bus transportation for 79 particpants.
The after-school program for youth in middle school involved the participants in the Tiger Woods Foundation, a
program which promotes community service, social skills development and community leadership. The Butterfly
Project was offered to girls in middle school in order to enhance their self-esteem, personal skills, communication
skills, and self-enrichment through creative arts and improvisation. The middle school programs serve 70 participants
every weekday throughout the school year.
A 10-week camp program is offered in the summer, providing 130 youth with rewarding recreational opportunities
through programs, activities, special events, music, drama, and dance. Weekly field trips were offered to Chicago
area sports, recreation, educational, and cultural facilities and institutions. The spring and summer youth basketball
programs and leagues for school-aged youth served 374 particpants, with the high school basketball program serving
155 participants.
Special themed events, cultural programs and events, musical concerts and dance performances served over 4,000
participants. The Spanish and French language classes served 18 participants and will be incorporated into the after-
school program. The Center is also the site of Senior Nurtrition Network, a federally-funded program that provides
hot, home-style nutritious lunches for approximately 20 seniors, and home delivery for over 100 home-bound seniors
every weekday. In addition to the numerous City of Evanston programs, the Center also accommodates community
meetings for groups such as the Fifth Ward Monthly Meeting, Community Awareness Block Club, Foster Neighbors,
and VFW. Program space and staff support are also provided for affiliate organizations such as FAAM, COE-
POPS/MOMS, Junior Wildkits, and AYSO.
Fleetwood-Jourdain Center coordinates and implements the annual Black History Month program, Kwanzaa, and the
Dr. Martin L. King, Jr. Birthday Community Celebration. The staff manages off-site operations for the summer drop-in
programs at Mason Park, and oversees the coordination, implementation, and management of the Illinois State Board
of Education Summer Lunch Program at three park sites.
FY 2009-2010 Objectives
• Create one new recreational program for participants age 40-62 years by December 2009.
• Increase participation by six percent overall in the Center’s child and youth programming, summer camp, after-
school programs and sports by October 2009.
• Develop a community health and fitness curriculum for participants age 30 and over by November 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Spring, summer, fall league participation sports 8 8 8
Classes offered in fitness program 8 4 6
Classes offered in dance program 3 4 4
Classes offered in skilled craft program 4 4 4
Scholarships granted $20,000 $30,000 $30,000
Approved Adjustments in 2009-2010 Budget
335
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2008 -2009 2009 2010-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT
61010 REGULAR PAY 338,600 288,000
61011 RECREATION INSTRUCTORS REG PAY 9,900 12,900
61013 PROGRAM ASSISTANTS 94,700 80,000
61050 PERMANENT PART-TIME 34,800 78,500
61060 SEASONAL EMPLOYEES 52,700 52,700
61110 OVERTIME PAY 2,300 2,300
61210 LONGEVITY 4,000 4,600
61510 HEALTH INSURANCE 55,500 52,900
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 200 300
61710 IMRF 26,000 31,000
61725 SOCIAL SECURITY 33,800 32,300
61730 MEDICARE 7,900 7,600
62205 ADVERTISING 1,600 1,600
62210 PRINTING 2,100 2,100
62225 BLDG MAINTENANCE SERVICES 1,500 1,500
62235 OFFICE EQUIPMENT MAINT 500 500
62245 OTHER EQMT MAINTENANCE 1,000 1,000
62275 POSTAGE CHARGEBACKS 1,500 1,300
62295 TRAINING & TRAVEL 600 600
62315 POSTAGE 500 500
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 500 500
62495 LICENSED PEST CONTROL SERVICES 800 800
62505 INSTRUCTOR SERVICES 2,500 2,500
62507 FIELD TRIPS 30,000 20,000
62510 EDUCATOR SERVICES 2,000 2,000
62511 ENTERTAIN/ PERFORMER SVCS 5,000 5,000
62518 SECURITY/ALARM CONTRACTS 4,100 4,100
64005 ELECTRICITY 50,100 48,800
64015 NATURAL GAS 18,200 18,200
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 2,000 1,000
65025 FOOD 14,500 15,400
65040 JANITORIAL SUPPLIES 6,000 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000
65080 MERCHANDISE FOR RESALE 4,000
65095 OFFICE SUPPLIES 2,300 2,300
65110 RECREATION SUPPLIES 23,000 23,000
336
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2008 -2009 2009 2010-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT 836,800 811,900
337
City of Evanston
Recreation
3045 – Fleetwood-Jourdain Theatre
Description of Major Activities
Fleetwood-Jourdain Theatre programs and productions increase community awareness of the performing arts. The
Theatre presents productions addressing the African American experience, which creates a better understanding of
that community to the broader Evanston community. The program showcases talented local residents and provides a
training ground for new artists and playwrights. The productions also fosters a sense of pride and enthusiasm in the
participants and the audience members.
FY 2009-2010 Objectives
• By November 2009, build patronage by 3%, increase group sales by 1%, and have at least six sold-out dates.
• By November 2009, improve communication with past patrons through email and telephone updates, build local
partnerships through ads and sponsorships and create two new celebrations (2009 season opening and closing
parties).
• Improve community outreach by showcasing Fleetwood-Jourdain Theatre’s plays at schools, bookstores and
public libraries for a total of three readings per production by November 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Theatre productions/classes/workshops/seminars 14 8 8
Scholarships $1,000 $1,000 $1,000
Approved Adjustments in 2009-2010 Budget
338
CITY OF EVANSTON
FLEETWOOD/JOURDAIN THEATR
3045
2008 -2009 2009 2010-
Appropriation Approved
3045 FLEETWOOD/JOURDAIN THEATR
61010 REGULAR PAY 51,700 51,400
61013 PROGRAM ASSISTANTS 16,000
61050 PERMANENT PART-TIME 16,700
61510 HEALTH INSURANCE 9,300 10,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 500 500
61710 IMRF 3,900 5,700
61725 SOCIAL SECURITY 4,200 4,200
61730 MEDICARE 1,000 1,000
62205 ADVERTISING 4,000 4,000
62210 PRINTING 2,000 2,000
62275 POSTAGE CHARGEBACKS 1,200 1,200
62375 RENTALS 15,000 10,000
62490 OTHER PROGRAM COSTS 21,100 13,000
62505 INSTRUCTOR SERVICES 12,000 12,000
62511 ENTERTAIN/ PERFORMER SVCS 12,300 12,300
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65025 FOOD 2,500 2,500
65050 BLDG MAINTENANCE MATERIAL 600 300
65070 OFFICE/OTHER EQT MTN MATL 300 200
65095 OFFICE SUPPLIES 500 500
65110 RECREATION SUPPLIES 6,000 6,000
3045 FLEETWOOD/JOURDAIN THEATR 164,700 154,700
339
City of Evanston
Recreation
3050 – Recreation Outreach Programs
Description of Major Activities
At-risk programs are structured to increase participation by elementary/middle school and high school youth and
young adults who are in need of non-traditional leisure services. Programs and services are offered at various
locations, including Fleetwood-Jourdain Center, Robert Crown Center and Mason Park. Activities include arts and
crafts, table games and field trips. The program choices are designed to create alternative lifestyle options, better
self-image and, ultimately, a better quality of life.
The Summer Food Program provides nearly 850 nutritious meals per day to Evanston youth at three sites from mid-
June through late August.
FY 2009-2010 Objectives
• By April 2009, submit an application for a reimbursable grant from the Illinois State Board of Education for the
summer lunch program to serve three sites (Fleetwood–Jourdain and Robert Crown Centers and Mason Park).
The program is expected to serve 40,000 lunches over a 10-week period.
• Develop a plan to implement program fees for the Mason Park summer basketball programs for youth, high
school and young adults by June 2009.
• Add more arts programs and a culinary program to the Mason Park Summer Drop-in and After-School Programs
by October 2009.
• Establish a Mason Park Middle School Council by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Cultural arts programs 4 4 4
Drop-in playground programs 2 2 2
Family outings 2 2 2
Summer food service program sites 4 3 3
Meals served 40,000 35,000 40,000
Community outreach programs 2 2 2
Approved Adjustments in 2009-2010 Budget
340
CITY OF EVANSTON
RECREATION OUTREACH PROGRAM
3050
2008 -2009 2009 2010-
Appropriation Approved
3050 RECREATION OUTREACH PROGRAM
61013 PROGRAM ASSISTANTS 63,800 63,800
61060 SEASONAL EMPLOYEES 48,700 52,800
61725 SOCIAL SECURITY 4,900 7,200
61730 MEDICARE 1,100 1,700
62205 ADVERTISING 1,500 1,500
62210 PRINTING 1,000 1,000
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 200 200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 900 900
62490 OTHER PROGRAM COSTS 8,300 6,300
62495 LICENSED PEST CONTROL SERVICES 400 400
62505 INSTRUCTOR SERVICES 4,000 4,000
62507 FIELD TRIPS 3,000 3,000
62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000
62515 RENTAL SERVICES 1,000 1,000
64005 ELECTRICITY 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 500
65025 FOOD 82,000 84,800
65040 JANITORIAL SUPPLIES 2,000 1,500
65095 OFFICE SUPPLIES 1,000 800
65110 RECREATION SUPPLIES 13,000 13,000
3050 RECREATION OUTREACH PROGRAM 240,700 247,300
341
City of Evanston
Recreation
3055 – Levy Senior Center
Description of Major Activities
The Levy Senior Center primarily serves people 55 years old and better. The Center continues to be an important
resource used by older adults in the community to socialize, recreate, and make new friends. The Center offers an
opportunity for seniors to participate in recreational, educational, safety, and health and fitness programs. The facility
is open to older adults (age 55+) for over 85 hours a week. Programs for other ages are held on weekdays in the
early morning and evening, as well as on weekends.
The Levy Center offers lunch and free transportation to and from the center each weekday for seniors. The Levy
Center also drives seniors to the grocery store twice a week. This is a free service that serves about 15-40 people a
week.
The Levy Senior Center has been a registration site for the RTA for many years. In 2008, the RTA announced free
rides for seniors (people age 65 and older) and people with disabilities who are under 65 and enrolled in the Circuit
Breaker program. As a registration site, the Levy Center assists with the application and takes photos for the ID
cards. These are turned over to the RTA, who in turn, distributes the cards to the applicants. This has been an
extremely popular free service for the community.
The building is a popular place for physically-active seniors who wish to socialize and partake in some friendly
competition. The gym/auditorium is a bright, attractive space used for basketball, music and dance programs,
exercise classes and rentals. The Center’s computer lab is utilized to teach and enhance participants' computer skills
and is available to individuals when computer classes are not in session. The library offers a quiet space for those
wanting to meditate and/or read. The game room is outfitted with two pool tables and a shuffleboard table.
The Levy Senior Center's program offerings include theme parties, holiday gatherings, day and long-distance trips,
arts and craft classes, card games, dance classes, woodcarving, writing workshops, social groups and more. The
health and wellness classes and the fitness room are popular with people over age 18 and seniors alike. A social
worker operates from the health screening room to provide information and referrals on a variety of issues affecting
older adults.
The Hulda B. and Maurice L. Rothschild Garden, located in the center's courtyard, is a source of pride for the garden
club members who assist in its maintenance. Classes and special events are held in the courtyard. The Levy Center's
building and courtyard are also popular as meeting and rental space.
Weekend and evening hours allow for additional activities at the Center for all ages. For adults, there are a variety of
fitness classes, Spanish classes, computer classes, crafts, woodcarving, line dance classes, etc. Currently, martial
arts classes for young children and adults are held at the Levy Center during the evening. The Evanston Children's
Theatre (for performers age 8-13) has been located at the Levy Senior Center for almost five years and is
administered by center staff. Rehearsals and performances are held at the Center.
FY 2009-2010 Objectives
• Continue to increase collaborations with similar agencies to provide educational and program experiences
for Evanston seniors by February 2010.
• Refine and implement the action plan that focuses on promoting positive aging and fostering culturally-
diverse activities by February 2010.
• Increase participation in the Evanston Children’s Theatre by changing to a two-cast, four performance show
schedule for each of the three plays (rather than one cast and three performances) by November 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of Levy Center memberships 1,366 1,018 1,200
Evanston Children’s Theatre cast size per play 40 60 60
Number of partnerships with senior/similar agencies 23 25 28
Approved Adjustments in 2009-2010 Budget
342
CITY OF EVANSTON
LEVY CENTER
3055
2008 -2009 2009 2010-
Appropriation Approved
3055 LEVY CENTER
61010 REGULAR PAY 337,600 341,800
61011 RECREATION INSTRUCTORS REG PAY 72,800 93,100
61013 PROGRAM ASSISTANTS 9,200 9,600
61050 PERMANENT PART-TIME 151,800 138,600
61062 SPECIAL EVENT SALARIES 2,000 2,000
61110 OVERTIME PAY 5,000 5,000
61210 LONGEVITY 5,000 5,200
61510 HEALTH INSURANCE 55,500 63,400
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,300 1,300
61630 SHOE ALLOWANCE 400 900
61710 IMRF 26,200 40,900
61725 SOCIAL SECURITY 36,900 37,200
61730 MEDICARE 8,600 8,700
62205 ADVERTISING 2,500 2,500
62210 PRINTING 5,900 6,200
62245 OTHER EQMT MAINTENANCE 6,100 6,100
62275 POSTAGE CHARGEBACKS 4,700 4,200
62295 TRAINING & TRAVEL 500 500
62360 MEMBERSHIP DUES 1,300 1,300
62375 RENTALS 2,400
62381 COPY MACHINE LEASES 900 900
62495 LICENSED PEST CONTROL SERVICES 500 500
62505 INSTRUCTOR SERVICES 52,700 51,200
62507 FIELD TRIPS 15,000 21,600
62509 SERVICE AGREEMENTS / CONTRACTS 2,400 2,800
62511 ENTERTAIN/ PERFORMER SVCS 1,500 6,200
62515 RENTAL SERVICES 2,400
62518 SECURITY/ALARM CONTRACTS 1,000 1,000
64005 ELECTRICITY 67,600 65,900
64015 NATURAL GAS 28,000 28,000
64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,100
65020 CLOTHING 600 600
65025 FOOD 10,300 11,400
65040 JANITORIAL SUPPLIES 4,800 4,800
65050 BLDG MAINTENANCE MATERIAL 6,000 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 500
65095 OFFICE SUPPLIES 4,000 4,000
65110 RECREATION SUPPLIES 12,800 12,800
3055 LEVY CENTER 948,900 988,400
343
City of Evanston
Recreation
3065 – Church Street Boat Ramp
Description of Major Activities
The Church Street Boat Ramp is located at Church Street on the lake. The Boat Ramp provides Evanston residents
and nonresidents an opportunity to launch 15'-22' motorized boats (sailing vessels too large for the Dempster St.
facility) and personal watercraft (such as jet-skis) in Lake Michigan. The facility consists of two ramps and a parking
facility which are open May 1 through October 31 (weather permitting). The Boat Ramp and Dog Beach are staffed by
an employee from 7:00 a.m. to 8:00 p.m. during weekends in May; seven days a week between Memorial Day and
Labor Day; and weekends from Labor Day until October 31. The Boat Ramp is also used to launch Aquatic Camp
boats and harbor Rescue Boat EL-1 during hours of beach operation. The Boat Ramp offers season permits for
residents and nonresidents, as well as one-day special event permits on the Fourth of July holiday and during
Chicago’s Venetian Night and Air and Water Show weekends. This is the only drop-in launch offered between
Diversey Harbor (in Chicago) and Tower Road (in Winnetka).
The Dog Beach is a 150-yard stretch of beach east of the Church Street parking lot. It permits Evanston residents
and nonresidents the opportunity to allow their dogs to swim and play on the beach. The Dog Beach is open during
the same hours as the boat ramp, and it shares staff with the boat ramp. Only season permits are allowed at this
beach; season tokens are purchased per dog, owners do not purchase a token for admission.
FY 2009-2010 Objectives
• Change the staffing level from four people per day to three in an effort to reduce costs by May 2009.
• Replace the rest of the bumpers and 4'x4's that line the inside of the boat launch facility by May 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Season opening date (facility in operating condition) May 10 May 25 May 5
Number of dog beach cleanings 9 13 15
Number of season boat permits sold - residents 75 88 80
Number of season boat permits sold - nonresidents 43 36 44
Number of dog beach tokens sold - residents 874 932 878
Number of dog beach tokens sold - nonresidents 194 227 216
Approved Adjustments in 2009-2010 Budget
344
CITY OF EVANSTON
BOAT RAMP-CHURCH ST
3065
2008 -2009 2009 2010-
Appropriation Approved
3065 BOAT RAMP-CHURCH ST
61060 SEASONAL EMPLOYEES 22,400 18,900
61110 OVERTIME PAY 9,900 9,900
61710 IMRF 800
61725 SOCIAL SECURITY 2,000 1,800
61730 MEDICARE 500 400
62275 POSTAGE CHARGEBACKS 100 100
65040 JANITORIAL SUPPLIES 500 500
65045 LICENSING/REGULATORY SUPP 1,500 1,500
65050 BLDG MAINTENANCE MATERIAL 28,500 28,500
65125 OTHER COMMODITIES 100 100
3065 BOAT RAMP-CHURCH ST 65,500 62,500
345
City of Evanston
Recreation
3075 – Boat Storage Facility
Description of Major Activities
This program enables Evanston residents to store and launch their carry-in boats. The Dempster Storage/Launch
Facility provides 209 racks for the storage of small sailboats and kayaks, with allocated beach space for 15 double
hull crafts (Hobie Cats) and additional storage space for 30 sailboards. This facility also provides winter storage for up
to 30 appropriate-sized vessels.
This facility is open for use from May through the end of October. During the swimming season, staff is on duty seven
days a week, monitoring the entry points and assisting boaters as needed. The large sandy beach provides an
excellent area for any boater who purchases a Dempster Street boat launch permit.
FY 2009-2010 Objectives
• To start the design and renovation of the storage racks by September 2009.
• To redesign training for the Dempster Street staff to include teaching better observation techniques for
recognizing vessels in distress by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of storage racks occupied 214 204 197
Number of season launch permits sold 90 85 91
Number of daily launch permits sold 44 25 40
Approved Adjustments in 2009-2010 Budget
346
CITY OF EVANSTON
BOAT STORAGE FACILITIES
3075
2008 -2009 2009 2010-
Appropriation Approved
3075 BOAT STORAGE FACILITIES
61060 SEASONAL EMPLOYEES 10,000 10,600
61110 OVERTIME PAY 300 300
61725 SOCIAL SECURITY 600 700
61730 MEDICARE 100 200
62275 POSTAGE CHARGEBACKS 300 400
62490 OTHER PROGRAM COSTS 300 300
65045 LICENSING/REGULATORY SUPP 800 800
65070 OFFICE/OTHER EQT MTN MATL 400 400
3075 BOAT STORAGE FACILITIES 12,800 13,700
347
City of Evanston
Recreation
3080 – Beaches
Description of Major Activities
The Dempster Street Beach office collects and reconciles all revenue generated from the five public swimming
beaches, which includes all seasonal and daily beach entrance fees; both Dempster and Church launch facility fees;
and all lakefront area picnic reservation fees, from May through Labor Day. The Dempster Street Beach Office serves
as the base of operations for all lakefront staff, including approximately 70 lifeguards, 15 beach managers, one
Aquatic Camp director, eight Aquatic Camp counselors, one sailing coordinator, five sailing instructors, 20 gate
attendants and three office staff. Before their shifts, all lakefront staff report to the office to punch in and be assigned
duties. The guard room is utilized in the training of all the staff and serves as a classroom for Aquatics Camp
participants on bad weather days. The garage area is utilized by the service crew as a headquarters during the day
and storage for Aquatic Camp boats at night.
The service crew reports to the Recreation Maintenance Supervisor. The crew works seven days per week, May
through mid-September. Before the beaches open in mid-June, preseason duties include putting up snow fencing
and guard chairs; moving equipment from storage to the beaches; moving boats stored for patrons over the winter to
the racks; and getting the picnic areas ready for use. During the beach season, staff open and clean lakefront
bathrooms, launch and retrieve City boats, repair beach fencing, and pick up litter in lakefront parks. The crew also
performs routine general maintenance along the lakefront, such as sign replacement. After the beaches close on
Labor Day, the service crew readies the beaches for the off-season by moving snow fencing to reduce the build-up of
blowing sand; moves all guard chairs to the beach entrances and equipment into winter storage; and puts up signs to
indicate that the beaches are closed. They also move the 30 boats belonging to individuals renting winter storage
space to the Dempster Street garage, which also serves as a storage area for two Aquatic Camp boats. In the winter,
the garage area is utilized to store patrons' sailboats for a fee.
FY 2009-2010 Objectives
• To further develop the task manuals (written version of Emergency Action Plans) and include them in the
Lakefront Manual and all of the pre-season training by June 2009.
• To continue the training of the Evanston Fire and Rescue Surface Water Rescue Team by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of resident pre-season beach tokens sold 13,519 14,402 13,544
Number of resident season beach tokens sold 3,119 2,345 2,697
Number of resident half-price beach tokens sold 263 56 244
Number of adult daily admission tickets sold 15,753 13,353 13,888
Number of child daily admission tickets sold 9,034 8,393 7,233
Nonresident pre-season beach tokens sold 104 124 97
Nonresident season beach tokens sold 38 32 36
Total lakefront picnic beach permits sold 272 310 261
*** Due to variable weather conditions, a seven-year average is used to forecast 2009-10 revenues.
Approved Adjustments in 2009-2010 Budget
348
CITY OF EVANSTON
BEACHES
3080
2008 -2009 2009 2010-
Appropriation Approved
3080 BEACHES
61010 REGULAR PAY 75,500 78,200
61060 SEASONAL EMPLOYEES 282,100 296,800
61110 OVERTIME PAY 5,400 6,000
61210 LONGEVITY 1,200 2,100
61510 HEALTH INSURANCE 11,600 13,200
61615 LIFE INSURANCE 200 200
61710 IMRF 6,200 7,100
61725 SOCIAL SECURITY 22,500 23,800
61730 MEDICARE 5,300 5,600
62205 ADVERTISING 1,100 1,100
62235 OFFICE EQUIPMENT MAINT 400 400
62245 OTHER EQMT MAINTENANCE 600 600
62275 POSTAGE CHARGEBACKS 200 200
62305 RENTAL OF AUTO-FLEET SER 50,300 50,300
62490 OTHER PROGRAM COSTS 500 500
62518 SECURITY/ALARM CONTRACTS 1,500 1,500
64005 ELECTRICITY 2,500 2,400
64015 NATURAL GAS 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 4,500 4,800
65020 CLOTHING 4,500 4,500
65025 FOOD 300 300
65045 LICENSING/REGULATORY SUPP 5,200 5,200
65110 RECREATION SUPPLIES 4,500 4,500
65125 OTHER COMMODITIES 1,500 2,500
3080 BEACHES 489,600 513,800
349
City of Evanston
Recreation
3081 – Pooch Park
Description of Major Activities
Pooch Park is a 2.7 acre park that is an off-leash fenced dog recreational facility. It is located at 3220 Oakton
Street (Channelside Park) in Skokie. The park is jointly-operated by the City of Evanston and Skokie Park
District.
Approved Adjustments in 2009-2010 Budget
350
CITY OF EVANSTON
POOCH PARK
3081
2008 -2009 2009 2010-
Appropriation Approved
3081 POOCH PARK
62490 OTHER PROGRAM COSTS 3,500
3081 POOCH PARK 3,500
351
City of Evanston
Recreation
3085 – Recreation Facility Maintenance
Description of Major Activities
This business unit ensures the efficient operation of our recreation programs and facilities. Services provided include
maintenance of five public swimming beaches, the Dog Beach, the Greenwood Sailboard Beach, and the Dempster Street
Sailing Beach.
Seasonal duties include:
• Clean the sand at all beaches daily
• Collect water samples daily and perform tests on weekends
• Launch Aquatic Camp boats and perform boat rack repairs
• Clean lakefront bathrooms and park bathrooms daily
• Pick up litter and remove graffiti throughout the park system
• Relocate beach fence in the fall to prevent drifting sand from entering the lakefront parks in the winter
• Paint all bathroom floors in the fall to ready them for use in the spring
• Provide winter strorage for citizens’ boats inside the beach office garages
• Paint all park benches and picnic tables.
Nine months of the year, field maintenance is performed, which includes seeding, aerating, fertilizing, dragging and lining.
During the summer, two staff members are dedicated to working daily on these fields. Staff maintains:
• 23 soccer fields
• Five football fields
• 18 baseball fields
• One cricket field
Custodial services, including bathroom cleaning, mopping, sweeping and litter pickup, are provided to seven park shelters
and seven lakefront buildings which are used for programs and activities. Major cleaning, painting, minor plumbing and
carpentry, and pick-up/deliveries are conducted to support our six Parks/Forestry and Recreation buildings. Division staff is
also responsible for replacing nets on basketball and tennis courts, sweeping courts and pathways, setting up equipment for
citywide special events, maintaining athletic field irrigation systems and equipment repair.
There is close cooperation with the EBSA (Evanston Baseball and Softball Association) with its almost 1,800 players; Team
Evanston Soccer with its almost 550 players; Evanston AYSO with its over 1,500 players; and the Junior Wildkit program
with its 70 players. City staff assist these organizations in conducting their programs, including dragging and lining baseball
fields at Evanston Township High School for the EBSA games.
Five natural ice rinks are maintained during the winter. In addition, snow removal is provided for sidewalks adjacent to the
recreation buildings, as well as the parking lots of all recreation buildings and the Civic Center.
FY 2009-2010 Objectives
• To control turface from washing onto the cement pads at James Park during rain storms by putting sod inside of the
backstops by October 2009.
• To catalog field dimensions for all athletic fields onto a spreadsheet for easy reference by June 2009.
• To renovate Crown Park field 4 (regrading, sodding, etc.) by November 2009.
• To plant flowers in the planter area behind the Dempster Street Beach Office by May 2009.
• To purchase a new soccer field lining machine by April 2009.
• To clean the dog beach weekly with the beach cleaner by September 2009.
352
City of Evanston
Recreation
3085 – Recreation Facility Maintenance
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of service deliveries 590 475 525
Number of beach cleanings 290 290 290
Snowfence installed (in linear feet) throughout park system 19,000 17,935 18,470
Resurface natural ice rinks (# of resurfacings) 25 20 25
Dredge boat ramp in a timely manner May 1 May 22 May 1
Maintain tennis and basketball courts (weekly) 40 28 33
Maintain football, baseball and soccer fields (weekly) 40 38 41
Collect water samples during beach season (daily) 98 98 98
Remove graffiti on park equipment (# of removals) 76 90 95
Approved Adjustments in 2009-2010 Budget
353
CITY OF EVANSTON
RECREATION FACILITY MAINT
3085
2008 -2009 2009 2010-
Appropriation Approved
3085 RECREATION FACILITY MAINT
61010 REGULAR PAY 345,300 361,000
61060 SEASONAL EMPLOYEES 47,300 47,700
61110 OVERTIME PAY 21,600 24,300
61210 LONGEVITY 7,900 8,000
61510 HEALTH INSURANCE 55,500 63,400
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 800 800
61710 IMRF 28,400 32,600
61725 SOCIAL SECURITY 26,200 27,400
61730 MEDICARE 6,100 6,400
62245 OTHER EQMT MAINTENANCE 500 500
62295 TRAINING & TRAVEL 700 700
62305 RENTAL OF AUTO-FLEET SER 49,800 49,800
62360 MEMBERSHIP DUES 300 300
64540 TELECOMMUNICATIONS - WIRELESS 2,000 2,000
65040 JANITORIAL SUPPLIES 3,400 4,000
65050 BLDG MAINTENANCE MATERIAL 3,500 3,500
65055 MATER. TO MAINT. IMP.11,000 11,000
65070 OFFICE/OTHER EQT MTN MATL 2,500 2,500
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 700 700
3085 RECREATION FACILITY MAINT 615,100 648,200
354
City of Evanston
Recreation
3095 – Robert Crown Ice Rink
Description of Major Activities
The Robert Crown Ice Rink serves the community by providing comprehensive year-round ice-related programs. The
building is open from 5:30 a.m. until 11:00 p.m. Mondays, Wednesdays and Thursdays, with extended evening hours
for rentals on the remaining days, providing a total of 168 hours of ice time per week. Staff strives to maintain a high
quality indoor ice-skating facility with a competitive fee structure. Participants of all ages and abilities, as well as a
broad spectrum of special-interest groups, are served by the various recreation programs. The services and facilities
of the Robert Crown Ice Rink and Robert Crown Community Center are structured to complement each other.
The Figure Skating School provides skating programs for over 600 participants age 2 through adult. On-ice class
offerings include: Tot Learn to Skate, Child and Teen Learn to Skate, Adult Learn to Skate, advanced skating for
children through adults, competitive skating, Ice Dance, and synchronized skating. Practice ice time for tots through
advanced competitive skaters is also offered. Skating school off-ice classes, which are conducted in the multi-
purpose rooms at the center, include: ballet for skaters, Pilates, conditioning, and off-ice jump techniques. The
skating school also produces two ice shows per year and offers one skating competition per year.
The Hockey Program provides both Learn to Play hockey classes and competitive leagues. There are 120 players in
house-league hockey programs and 30 participants in learn-to-play hockey classes. House-league hockey programs
skate nine hours per week. The Evanston Youth Hockey Association (EYHA) skates 21 hours per week and has eight
competitive league hockey teams with a total of 120 participants. In addition, adult open hockey is offered 8.5 hours
per week. Chicagoland Metro North High School Hockey League rents 30 hours of ice per year. The Tigers women's
hockey program has 6 teams with 12 players on each team; they rent 60 hours of ice time per year.
The broomball program provides league play on the studio rink with 12 teams of 9 players each. The Evanston Speed
Skating Club skates at Robert Crown Center twice a week and also hosts a speedskating competition each spring. All
skaters are welcome to participate.
Public skating is offered 12 times per week for a total of 18 hours to people of all ages and abilities. Both figure and
hockey skates are available for rental during public skating times. Many individuals and private groups rent ice time
on both the main and studio rink for private use. School groups, including ETHS, skate at Robert Crown during the
winter months as part of their physical education class curriculum.
FY 2009-2010 Objectives
• Increase skating class retention by offering one free practice ice coupon to skaters who register for classes in
consecutive sessions by September 2009.
• Increase participation in the ice dancing program by adding an additional hour of practice time by September
2009.
• Offer a skating class which includes practice ice time and instruction in one convenient package by January
2010.
• Continue to work with and assist EYHA in efforts to increase House League Hockey participation numbers by
September 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of learn to skate classes held 338 345 350
Number of hockey sessions held 35 37 37
Public skate -- number of participants 17,000 17,200 17,250
Number of broomball league teams 24 24 24
Number of adult hockey league teams 18 20 20
Practice ice -- number of participants 670 680 690
Approved Adjustments in 2009-2010 Budget
355
CITY OF EVANSTON
CROWN ICE RINK
3095
2008 -2009 2009 2010-
Appropriation Approved
3095 CROWN ICE RINK
61010 REGULAR PAY 251,800 261,100
61011 RECREATION INSTRUCTORS REG PAY 139,600 125,600
61013 PROGRAM ASSISTANTS 25,000 25,000
61050 PERMANENT PART-TIME 168,100 135,000
61060 SEASONAL EMPLOYEES 80,000 94,000
61110 OVERTIME PAY 5,000 5,000
61210 LONGEVITY 5,800 7,100
61510 HEALTH INSURANCE 37,000 42,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 400 700
61710 IMRF 19,800 33,900
61725 SOCIAL SECURITY 41,700 40,800
61730 MEDICARE 9,700 9,500
62205 ADVERTISING 4,200 4,200
62210 PRINTING 3,700 3,100
62235 OFFICE EQUIPMENT MAINT 200 500
62245 OTHER EQMT MAINTENANCE 23,300 24,000
62251 CROWN CENTER SYSTEMS REPAIR 25,000 25,000
62275 POSTAGE CHARGEBACKS 2,500 2,500
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 22,400 22,400
62360 MEMBERSHIP DUES 5,400 5,300
62375 RENTALS 800 700
62490 OTHER PROGRAM COSTS 36,300 40,700
62495 LICENSED PEST CONTROL SERVICES 700 1,100
62505 INSTRUCTOR SERVICES 10,800 8,600
62507 FIELD TRIPS 22,300 22,400
62508 SPORTS OFFICIALS 5,700 6,400
64005 ELECTRICITY 127,400 124,200
64015 NATURAL GAS 43,300 43,300
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,100
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65020 CLOTHING 3,600 3,600
65025 FOOD 2,500 4,000
65040 JANITORIAL SUPPLIES 6,700 6,900
65050 BLDG MAINTENANCE MATERIAL 5,000 5,100
65070 OFFICE/OTHER EQT MTN MATL 9,600 9,600
65075 MEDICAL & LAB SUPPLIES 500 500
65080 MERCHANDISE FOR RESALE 14,000 10,000
65095 OFFICE SUPPLIES 2,000 2,000
356
CITY OF EVANSTON
CROWN ICE RINK
3095
2008 -2009 2009 2010-
Appropriation Approved
65110 RECREATION SUPPLIES 51,100 51,100
3095 CROWN ICE RINK 1,215,600 1,210,000
357
City of Evanston
Recreation
3100 – Sports Leagues
Description of Major Activities
Activities included in this business unit include the adult softball leagues and security for snow days at the James
Park Hill.
The Recreation Division offers adult softball leagues twice per year: our spring/summer leagues (April-July) and our
fall leagues (August-October). We offer leagues for Men’s 12", Women’s 14", and Co-ed mushball teams. All games
are played on the two lighted diamonds at Robert Crown Park. The softball programs give adult residents the
opportunity to be involved in community recreation activities.
There were 44 Men’s 12" teams, 16 Co-ed mushball teams, and five Women’s 14" teams that participated in the 2008
summer or fall leagues, for a total of 65 teams. Each team has an average of 15 players on its roster (approximately
1,000 total players).
The softball coordinator is responsible for the nightly management of adult softball programs. Duties include setting
up the fields, collecting scorecards and maintaining the league standings. The softball coordinator is responsible for
calling off games due to heavy rain, lightning or unsafe playing conditions. The coordinator is also responsible for
rescheduling games. The softball coordinator is the front line staff member responsible for customer relations with the
teams/players participating in our leagues.
This business unit also includes funding for a private security firm to provide personnel at the James Park Hill on
“snow days.” On days that snow is covering the hill's surface, security personnel are responsible for informing
sledders that the middle section and the back side of the Hill are closed.
The Municipal Sports Director is responsible for most of the Department’s training needs. He trains and certifies non-
lakefront Parks/Forestry & Recreation staff in Red Cross CPR/AED and First Aid. He also conducts all the Recreation
Division’s positive coaching workshops and trains the flag football officials.
FY 2009-2010 Objectives
• To work with the Skokie and Wilmette Park Districts to attempt to create a senior softball league for the residents
of Evanston and these other communities by May 2009. Evanston has tried to develop a senior softball program
on its own. While we have enough players interested (enough for one team), we do not have enough to begin a
league. The hope is that with a cooperative effort, the new league would have at least four teams.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Total number of adult softball teams participating in the
summer and fall leagues
69 65 73
Number of youth sports volunteer coaches trained in
positive youth sports coaching
23 81 50
Number of Parks/Forestry & Recreation staff trained
and certified in American Red Cross CPR/AED
52 47 50
Approved Adjustments in 2009-2010 Budget
358
CITY OF EVANSTON
SPORTS LEAGUES
3100
2008 -2009 2009 2010-
Appropriation Approved
3100 SPORTS LEAGUES
61010 REGULAR PAY 3,300 3,400
61013 PROGRAM ASSISTANTS 14,000
61050 PERMANENT PART-TIME 14,500
61510 HEALTH INSURANCE 400 500
61625 AUTO ALLOWANCE 1,100 1,100
61710 IMRF 300 1,500
61725 SOCIAL SECURITY 1,100 1,100
61730 MEDICARE 300 300
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 100 200
62360 MEMBERSHIP DUES 100
62490 OTHER PROGRAM COSTS 12,800 12,800
62508 SPORTS OFFICIALS 14,000 14,500
65110 RECREATION SUPPLIES 4,100 3,500
3100 SPORTS LEAGUES 51,700 53,500
359
City of Evanston
Recreation
3105 –Aquatic Camp
Description of Major Activities
The Aquatics Camp program is offered to youth age 8-13 and consists of two 4-week sessions (Monday through
Friday), with a morning and afternoon group during each session (there are four groups with a maximum of 88
participants per group). We also offer a two-week mini-camp with a morning and afternoon group. The camps have a
counselor to camper ratio of 1:11 and all Aquatic Camp counselors are lifeguards who are certified in American Red
Cross Waterfront Lifeguarding, CPR for the Professional Rescuer, and AED. They also have at least one year of
previous experience working for the City of Evanston as a lifeguard. Each year, there is typically a combined waiting
list of more than 70 people for all of the sessions. Aquatic Camp activities include swimming, water skiing, sailing,
canoeing, fishing and kayaking. In addition to water activities, campers participate in land-related activities such as
kickball, volleyball, special event days, as well as other games and contests. A Parents’ Night is held for every four-
week session; these programs allow parents or guardians to participate in aquatic activities, thereby enriching the
family’s experience in Aquatic Camp.
The AquaAction Camp provides an opportunity for parents to experience aquatic activities with their children. Parents
can sail, water ski, tube, canoe and kayak with their children. This camp was conceived after watching the positive
experiences that the Aquatic Camp parents had during Parents' Night programs.
The Adult Aquatic Adventures Camp gives adults an Aquatic Camp experience. This program offers the same skill
set as the AquaAction Camp, but it is for adults who want to enjoy this activity without children.
The Teen Aquatic Camp provides teens ages 13-18 with an opportunity to develop or further develop the skills taught
in Aquatics Camp.
Highly-skilled instructors teach participants to sail and paddle through private sailing lessons and group kayak
lessons. This program also increased our ability to better monitor the sailors and kayakers who launch from Dempster
Street Beach.
The Aquatic Counselor-In-Training Program was developed in 2008. It gives teens age 14-16 the opportunity to learn
the skills required to become effective Aquatic Camp counselors in the future.
FY 2009-2010 Objectives
• To redesign the kayak fishing trips so they meet six Fridays in a row and highlight different skills and techniques
in each class by June 2009.
• To create a more comprehensive lesson plan for the Counselor-In-Training program by June 2009.
• To move the Adult Aquatics Program from Thursdays to Fridays, in an effort to increase registrations by June
2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Aquatic Camp revenue $128,470 $138,355 $146,000
Number of Aquatic Camp registrations 429 481 445
Revenue from evening Aquatic Camp programs $8,125 $9,575 $9,600
Total Lesson and Rental Revenue $14,310 $19,510 $20,000
Approved Adjustments in 2009-2010 Budget
360
CITY OF EVANSTON
AQUATIC CAMP
3105
2008 -2009 2009 2010-
Appropriation Approved
3105 AQUATIC CAMP
61060 SEASONAL EMPLOYEES 63,100 69,200
61110 OVERTIME PAY 1,500 1,800
61710 IMRF 100
61725 SOCIAL SECURITY 4,000 4,400
61730 MEDICARE 900 1,000
62275 POSTAGE CHARGEBACKS 400 400
65025 FOOD 600 600
65110 RECREATION SUPPLIES 5,500 5,500
65125 OTHER COMMODITIES 5,500 5,500
3105 AQUATIC CAMP 81,500 88,500
361
City of Evanston
Recreation
3110 – Tennis
Description of Major Activities
The citywide tennis program based at the Chandler-Newberger Center includes indoor and outdoor programs, as well
as youth outreach programs. Indoor tennis is offered at Evanston Township High School. Outdoor youth and adult
programs are offered in spring, summer and fall. The outdoor tennis program includes various camps, classes and
leagues. Youth outreach lessons are provided throughout Evanston including Fleetwood-Jourdain Center, Fitzsimons
Park, Robert Crown Center and James Park. In total, over 100 programs are conducted each year.
Youth/Preschool Tennis Programs
• Pee Wee Classes
• Youth Free Lesson Days
• Instructional Classes: beginning through advanced levels
• Weekend Camps
• Summer Camps
• Middle School League
• Youth Leagues
• Community Tennis
• Private Lessons
Adult Tennis Programs
• Instructional Classes: beginning through advanced levels
• Leagues
• Senior Classes
• Weekend Classes
• Free Lesson Days
FY 2009-10 Objectives
• By August 2009, offer five free family tennis events on Friday nights at James Park. The events will include
activities and instruction.
• By April 2009, apply for funding from outside granting agencies in order to offer middle school tennis league
opportunities for youth age 11-14 years.
• By October 2009, provide one city-wide youth tennis tournament for Evanston residents.
Ongoing Activity Measures
2007-200
Actual
2008-09
Actual
2009-10
Projected
Youth Sports -- Total Participation Hours 8,823 5,045 5,000
Adult Sports -- Total Participation Hours 4,350 4,724 4,200
Youth Summer Camps -- Total Participation Hours 6,681 7,549 7,000
Approved Adjustments in 2009-2010 Budget
362
CITY OF EVANSTON
TENNIS
3110
2008 -2009 2009 2010-
Appropriation Approved
3110 TENNIS
61011 RECREATION INSTRUCTORS REG PAY 4,000 4,000
61050 PERMANENT PART-TIME 13,500 12,700
61210 LONGEVITY 100
61630 SHOE ALLOWANCE 300 300
61710 IMRF 1,100
61725 SOCIAL SECURITY 1,100 1,100
61730 MEDICARE 300 200
62205 ADVERTISING 300 300
62275 POSTAGE CHARGEBACKS 1,300 1,300
62360 MEMBERSHIP DUES 200 200
62375 RENTALS 5,000 5,000
62505 INSTRUCTOR SERVICES 75,000 73,900
62506 WORK-STUDY 800 800
65095 OFFICE SUPPLIES 400 400
65110 RECREATION SUPPLIES 1,100 1,100
3110 TENNIS 103,300 102,500
363
City of Evanston
Recreation
3130 – Special Recreation Programs
Description of Major Activities
Through the Evanston Recreation Division, the Special Recreation staff provides services within its two branches of
service: special recreation programming and inclusion. The Special Recreation section offers specialized recreational
programs for individuals from age three through adulthood who have varying degrees of sensory, physical and/or
developmental disabilities. Depending on the type or severity of a disability, staff-to-participant ratios can range from
1:4 to 1:1. The low staff-to-participant ratio ensures participant safety and allows for greater staff-provided assistance
in order for participants to have a more active role during programs. Participants enrolling in Special Recreation
programs come from homes both inside and outside Evanston’s city limits. Approximately 860 individuals from 131
different families participated in Special Recreation programs during the 2007-08 fiscal year. Of the 131 unique
families, 38 live in residential homes where they receive constant supervision to meet their basic needs.
Programs such as swimming, bowling, the arts, athletics, after-school activities, special events, and Special Olympics
competition are offered during the school year. A camp program is offered during the summer in conjunction with
School District #65 programs for special education students. A two-week mini-camp program is offered during August
as a recreational opportunity prior to the start of the District #65 school year (Camp REAL). Special Recreation
programs are held at the following sites in Evanston throughout the year: Robert Crown Center, Fleetwood-Jourdain
Center, Levy Senior Center, Chandler-Newberger Center, Park School, Ecology Center and Lovelace Park.
Youth Programs:
• Drama and Music Therapy
• Ecology Program
• After-School Swim
• Cooking Program
• Fitness Training
• Special Olympics track & field, aquatics, bocce, ice-skating and bowling training, including area, district and
state competitions (for participants age 8 and older)
• Park Camp, Camp REAL and Family Camp Weekend
• Special Events (weekend full-day trips and parties)
• Teen Club
Adult Programs:
• Recreational swimming
• Fitness training
• Special Olympics training in bowling, bocce, basketball, ice-skating, track & field, and aquatic training
including area, district and state competitions
• Special Events (Weekend full-day trips and parties)
• Family Camp Weekend
• Gadabout activities, cooking and craft programs
• Ice-skating
• Bocce
• Basketball
The Inclusion program provides support services to qualified individuals with disabilities to assure equal access to all
recreation programs offered through the City of Evanston Parks/Forestry and Recreation Department in the least
restrictive and appropriate environment as required by the Americans with Disabilities Act (ADA). Services must be
available to any qualified individual with a disability under Title II of the ADA. All public entities must take actions to
assure that reasonable accommodations are available.
Examples of the accommodations provided by our program include:
• Inclusion aides for children in after-school programs, summer camps, gymnastics, hockey, figure skating,
pre-school programs, holiday programs, winter break camp and spring break camp
364
City of Evanston
Recreation
3130 – Special Recreation Programs
Duties of Inclusion staff members include:
• Training department staff in behavior management, disability awareness, the ADA, medication
administration (epinephrine), setting group goals and expectations, and how to develop peer relationships
• Adapting equipment and programs, i.e., using a tandem bike or a bicycle trailer to assist children who have
not yet learned to ride a bike so they can fully participate in bike day at summer camp
• Conducting family consultations, providing community resource advice and administering the equipment
loan program
FY 2009-2010 Objectives
• By May 2009, collaborate with school district teachers and Special Olympics officials to host a Special Olympics
event day for children too young to participate in Special Olympics.
• Establish a formal set of guidelines for disbursement of scholarship funds to individuals who cannot attend
programs due to the inability to pay fees by April 2009.
• Create a fund-raising activity as an extra scholarship source for low-income individuals who cannot attend
programs due to the inability to pay fees by October 2009.
• By May 2009, establish a mail database of community colleges/state universities with education/special
education/therapeutic recreation/physical therapy/occupational therapy curriculums in order to recruit for position
openings (i.e. summer staffing, inclusion aides), and to improve contact with those institutions so they include the
City of Evanston in their job fairs and student internship programs.
• Establish a formal set of essential eligibility requirements for the department’s several CIT (counselor in training)
programs in accordance with the ADA by April 2009. Essential eligibility is the minimum set of factors that
determines whether any person is eligible to participate in a program (i.e. behavior expectations, skill
competency, etc.).
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Total participants for all Special Recreation programs 860 870 885
Total volunteers for all Special Recreation programs 30 40 55
Total Special Recreation program offerings 67 70 75
Inclusion aides for Summer Camp 36 46 43
Inclusion aides for school-year programs 11 12 14
Approved Adjustments in 2009-2010 Budget
365
CITY OF EVANSTON
SPECIAL RECREATION
3130
2008 -2009 2009 2010-
Appropriation Approved
3130 SPECIAL RECREATION
61010 REGULAR PAY 72,900 75,500
61013 PROGRAM ASSISTANTS 68,200 64,000
61050 PERMANENT PART-TIME 46,000 47,700
61060 SEASONAL EMPLOYEES 63,600 63,700
61110 OVERTIME PAY 7,400 9,000
61510 HEALTH INSURANCE 11,600 21,100
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 6,000 11,000
61725 SOCIAL SECURITY 16,000 16,100
61730 MEDICARE 3,700 3,800
62205 ADVERTISING 100 100
62210 PRINTING 200 200
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 500 500
62490 OTHER PROGRAM COSTS 31,000 38,000
62505 INSTRUCTOR SERVICES 2,600 2,600
62507 FIELD TRIPS 10,700 10,900
62511 ENTERTAIN/ PERFORMER SVCS 500 300
64540 TELECOMMUNICATIONS - WIRELESS 1,200 1,200
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 4,100 4,100
65025 FOOD 5,000 5,100
65075 MEDICAL & LAB SUPPLIES 600 600
65095 OFFICE SUPPLIES 700 700
65110 RECREATION SUPPLIES 7,700 7,800
3130 SPECIAL RECREATION 363,600 387,300
366
City of Evanston
Recreation
3140 – Bus Program
Description of Major Activities
The Recreation Division provides after-school bus transportation from District #65 schools to the community centers
for those students enrolled in an after-school program. This program serves children who would be unable to
participate in after-school activities and who would, in some cases, return to an empty home due to lack of
transportation. There is a minimum charge of $30.00 per child per month for this service. There are a total of three
buses used for this program and an 8-passenger recreation van is on standby mode in case unforeseen mechanical
problems arise.
Each vehicle is subject to an interior and exterior inspection before use by the driver, who immediately reports any
problems found to superiors. There are approximately 90 children between the ages of 5-12 years currently using this
program on a weekly basis throughout the entire school year. The buses make stops at Fleetwood-Jourdain
Community Center, Chandler-Newberger Center, the Levy Senior Center and Robert Crown Center every weekday
during the school year. Participating schools are:
• Dr. Bessie Rhodes Magnet School
• Dawes
• Dewey
• King Lab
• Kingsley
• Lincoln
• Lincolnwood
• Oakton
• Orrington
• Walker
• Washington
• Willard
The buses are also used during the Evanston Ethnic Arts Festival and the Evanston Lakeshore Arts Festival.
Vendors are transported in the morning and patrons are shuttled between the Northwestern University parking lot and
the festival site the remainder of the day and early evening. For the Independence Day holiday, one bus is used to
transport the Foster Senior Club and participants in the Special Recreation program to and from the parade.
FY 2009-2010 Objectives
• In compliance with state licensing standards, update the written safety precautions and emergency plan, and
maintain a written plan for the scheduled transportation of individuals enrolled in our programs by September
2009.
• Upgrade the standards for newly-hired bus drivers to reflect current state law, including the maintenance of a
DCFS approved personnel file by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of after-school bus program participants 110 115 120
Approved Adjustments in 2009-2010 Budget
367
CITY OF EVANSTON
BUS PROGRAM
3140
2008 -2009 2009 2010-
Appropriation Approved
3140 BUS PROGRAM
61013 PROGRAM ASSISTANTS 17,600 17,600
61050 PERMANENT PART-TIME 21,400 24,700
61110 OVERTIME PAY 1,800 1,800
61710 IMRF 2,200
61725 SOCIAL SECURITY 2,500 2,800
61730 MEDICARE 600 700
64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,300
3140 BUS PROGRAM 45,200 51,100
368
City of Evanston
Recreation
3150 – Park Service Unit
Description of Major Activities
Park Rangers check all City of Evanston parks, the lakefront, and all community centers on a routine basis, seven
days per week. In the summer months, there are two rangers scheduled each night; one covers City parks and the
other covers the lakefront. During the fall, winter and spring, there is one ranger scheduled. During the spring,
summer and fall, when local youth sports organizations are using the parks for games, there is a ranger scheduled on
Saturday and Sunday mornings to check park permits and to open restrooms. Special emphasis is given to the
lakefront and other highly-used areas. Rangers inform patrons of regulations and ordinances and enforce the
regulations when needed. Park rangers also contact the Evanston Police Department if needed. Rangers check and
secure park buildings, restrooms and gates each evening. Tasks include identifying broken equipment and reporting
the problem to the Recreation Maintenance or Parks Division; reporting the need for trash pickup in parks to the
Parks Division; assisting with traffic control and parking at special events; inspecting park equipment for safety; and
checking that users of athletic fields have a permit.
Rangers issue citations for:
• All provisions of City Code Title 7, Chapter 9
• All provisions of City Code Title 7, Chapter 10
• Subsection 8-4-6-3(A) of this code, littering on public way
• Subsection 8-4-6-3(C) of this code, littering from vehicle
• Subsection 9-4-7(C) of this code, dogs/cats on beach
• Subsection 9-4-7(D) of this code, restraint of dogs/cats
• Section 9-4-12, "Control Of Defecation," of this code
• Section 9-4-13, "Excessive Barking, Actions," of this code
• Subsection 9-5-12(B) of this code, criminal damage to City property
• Subsection 9-5-23(G)1 of this code, loud radios prohibited
• Parking violations in City parks, in or around City recreation facilities, on or near the lakefront, and any
parking violations related to lakefront/park activity (Ord. 12-0-02)
Park Rangers perform a much-needed service to the community; they are the eyes and ears of the Parks/Forestry
and Recreation Department and the Evanston Police Department during their patrolling of City parks. Over the years,
they have been instrumental in assisting patrons, identifying broken equipment, and monitoring special events. Park
rangers are not sworn police officers.
FY 2009-2010 Objectives
• To conduct training to ensure that all park rangers are certified in Red Cross CPR-AED-First Aid; taught traffic
control procedures and the proper circumstances when the Police Department should be contacted; and use of
the throw line at the lakefront by June 2009.
• To implement a program where the park ranger will make scheduled inspections of all parks looking for graffiti
and other damage by June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of hours spent inspecting the Dog Beach for
dog beach passes May 1 through Memorial Day and
Labor Day through Oct. 31
30
Fall 2007 ONLY
83 125
Approved Adjustments in 2009-2010 Budget
369
CITY OF EVANSTON
PARK SERVICE UNIT
3150
2008 -2009 2009 2010-
Appropriation Approved
3150 PARK SERVICE UNIT
61010 REGULAR PAY 27,200 28,400
61050 PERMANENT PART-TIME 48,200 49,800
61060 SEASONAL EMPLOYEES 10,200 10,500
61210 LONGEVITY 400
61510 HEALTH INSURANCE 4,100 4,800
61630 SHOE ALLOWANCE 300 300
61710 IMRF 2,100 6,500
61725 SOCIAL SECURITY 5,300 5,600
61730 MEDICARE 1,200 1,300
64540 TELECOMMUNICATIONS - WIRELESS 1,200 1,200
65020 CLOTHING 600 600
65085 MINOR EQUIPMENT & TOOLS 400 400
3150 PARK SERVICE UNIT 100,800 109,800
370
City of Evanston
Recreation
3155 – Youth Golf Program
Description of Major Activities
The citywide Youth Golf Program, which is coordinated by Chandler-Newberger Center, provides youth golf
instruction at Frank Govern Memorial Golf Course, which is adjacent to the Center. After-school classes are offered in
spring and fall and day camps are offered in the summer. The primary purpose of this program is to provide an
introduction to golf, including instruction in skills, etiquette, and the rules of the sport.
FY 2008-2009 Objectives
• Continue to apply for funding from granting sources in order to provide a free or low-cost community golf league
or program in spring or fall 2009.
• Restructure summer golf camps to offer beginning- and intermediate-level camps, along with running two
separate in-house summer golf leagues.
Ongoing Activity Measures
2007-08
Actual
2008-09
Actual
2009-10
Projected
Youth Sports – Total Participation Hours 220 240 220
Camps – Total Participation Hours 890 1977 1790
Free Golf Clinics — Participation Hours 90 45 50
Approved Adjustments in 2009-10 Budget
371
CITY OF EVANSTON
GOLF
3155
2008 -2009 2009 2010-
Appropriation Approved
3155 GOLF
62205 ADVERTISING 200 300
62360 MEMBERSHIP DUES 200 200
62505 INSTRUCTOR SERVICES 10,500 17,900
62506 WORK-STUDY 900 1,500
65095 OFFICE SUPPLIES 100 100
65110 RECREATION SUPPLIES 1,300 1,500
3155 GOLF 13,200 21,500
372
City of Evanston
Parks/Forestry Division
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Approved
Expenditures:
3505 – General Support 326,666 338,400 341,906 350,800
3510 – Horticultural Maintenance 1,493,218 1,573,600 1,485,656 1,640,800
3515 – Parkway Tree Maintenance 858,709 905,800 873,380 981,800
3520 – Dutch Elm Disease Control 754,331 721,100 741,006 733,100
3525 – Tree Planting 380,025 410,600 393,352 393,200
3530 – Private Elm Tree Insurance 52,670 51,000 34,904 51,000
3535 – Dutch Elm Inoculation Program 184,700 398,300 394,478 227,000
Total Expenditures: $4,050,319 $4,398,800 $4,264,682 $4,377,700
Services Billed Out 52,700 51,000 34,900 51,000
Total: $52,700 $51,000 $34,900 $51,000
Notes for Financial Summary
Performance Report on FY 2009-2010 Major Program Objectives
• The Lakefront Master Plan process was completed in late 2007, with the presentation and adoption of the final
plan by the City Council in January, 2008.
• As park redevelopments are designed and constructed, the use of native, low maintenance perennials has been
incorporated at nearly every site, with very positive feedback from residents. Additionally, the use of recycled
materials is also integrated whenever and wherever possible to align with the City’s “green” policies in the
Strategic Plan. Staff will continue to incorporate these types of features as further park redevelopment projects
are undertaken.
• Staff has developed a method to track all tree and shrub removals within the parks, and will now address the
replacements in a more timely manner.
• Staff worked with a local commercial vendor to inject 24 public Ash trees with a new treatment to control EAB.
These injections were performed at no charge, and staff will be tracking the effectiveness of this product to see if
it could prove useful in the future for more of our public ash trees. To date, the City has lost over 1,000 public ash
trees to this insect infestation, and we anticipate this number to increase for the foreseeable future.
• New parkway tree plantings increased this past year, and continues to improve with a few new species nearly
ready 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.
• All parkway elms that were measured between 26" and 29" in diameter during the inventory conducted in 2005
were re-measured in late 2007 and early 2008. This helped to determine if any additional elms will qualify 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, as the loss rate of
parkway elms has dropped from the high of 6.33% in 2004, to 2.02% in 2007, and now to 1.08% in 2008.
update?
2009-2010 Department 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 discovered and implemented.
373
City of Evanston
Parks/Forestry Division
• 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 99.5%.
• 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 to 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 twelve months, and in some cases, as little as 3 months,
and that all potential planting sites have a tree.
2009-2010 Performance Initiatives
Performance Measures – Parks and Forestry
Division
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
1. Percentage of trees that are removed by the City
and replaced within one year. (Data source:
Departmental tracking)
N/A 30% 35%
Comment: Data was collected beginning in fiscal year
2008-09.
374
City of Evanston
Parks and Forestry
3505 – Parks/Forestry General Support
Description of Major Activities
The administrative functions of the Parks/Forestry Division in this business unit include the work of the
superintendent, a landscape architect/project manager and a secretary. Activities include public relations and
education, program development, employee training programs, and oversight of all departmental capital improvement
projects.
FY 2009-2010 Objectives
• Involve all appropriate Division staff and City of Evanston staff throughout the process as we begin
implementation of the Lakefront Master Plan.
• Continue to work with state and federal officials to seek additional outside funding and to develop alternative
control measures to prevent the further spread of the Emerald Ash Borer within Evanston.
• Continue to protect the public American Elm trees through aggressive and thorough sanitation methods and
continued fungicide injections.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Park Capital projects funded in CIP 8 8 5
Park Capital projects constructed/completed 8 6 6
Employees attending outside training programs 9 18 20
Number of citizen requests received for tree work 1,810 1,750 1,700
Approved Adjustments in 2009-2010 Budget
375
CITY OF EVANSTON
PARKS & FORESTRY GENERAL SUP
3505
2008 -2009 2009 2010-
Appropriation Approved
3505 PARKS & FORESTRY GENERAL SUP
61010 REGULAR PAY 241,700 249,900
61060 SEASONAL EMPLOYEES 4,000
61210 LONGEVITY 1,500 1,700
61510 HEALTH INSURANCE 27,800 31,700
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 3,000 3,000
61630 SHOE ALLOWANCE 300 300
61710 IMRF 18,300 20,900
61725 SOCIAL SECURITY 15,300 15,700
61730 MEDICARE 3,600 3,700
62185 OTHER CONSULTING SERVICES 2,500 1,200
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 300
62275 POSTAGE CHARGEBACKS 1,800 2,500
62295 TRAINING & TRAVEL 400 500
62335 DATA PROCESSING SERVIC 2,000 2,000
62360 MEMBERSHIP DUES 900 900
62375 RENTALS 2,800 2,800
64540 TELECOMMUNICATIONS - WIRELESS 10,000 12,000
65010 BOOKS, PUBLICATIONS, MAPS 600 400
65095 OFFICE SUPPLIES 800 800
65105 PHOTO/DRAFTING SUPPLIE 400 400
3505 PARKS & FORESTRY GENERAL SUP 338,400 350,800
376
City of Evanston
Parks/Forestry
3510 – Horticultural Maintenance
Description of Major Activities
This business unit provides the horticultural maintenance of all public grounds within the City. Over 300 acres of land,
encompassing 97 sites, are maintained by employees assigned to this business unit. These sites include 76 parks,
50 playgrounds, nine roadside plantings, the grounds of eight public buildings, and four civic beautification plantings.
The major components of horticulture maintenance are lawn care, small tree, shrub and ground cover care, perennial
bed maintenance, weed control, and the regular pickup of more than 400 refuse containers from all park properties.
Employees assigned to this unit also assist in citywide snow removal and recreation facility maintenance when
necessary. Additionally, employees maintain the equipment used for the upkeep of the grounds, and make repairs to
all the different site furnishings such as playground equipment, picnic tables, park benches, and fencing. Employees
also oversee landscape and irrigation system maintenance service contracts.
FY 2009-2010 Objectives
• Continue with the development and implementation of landscape beautification at all six community centers
(Robert Crown, Fleetwood-Jourdain, Chandler-Newberger, Noyes, Levy and Ecology).
• Maintain the schedule for the replacement of all park trees and shrubs within one year of removal to improve
park property aesthetics.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of new trees planted 10 105 40
Number of new shrubs planted 429 200 200
Shrub bed maintenance interval during growing season 60 days 60 days 60 days
Mowing rotation in days 4.5 days 4.5 days 4.5 days
Playground surfacing renovations completed 29 28 30
Number of new bulbs/ground cover planted 2,300 2,000 2,000
Approved Adjustments in 2009-2010 Budget
377
CITY OF EVANSTON
HORTICULTURAL MAINTENANCE
3510
2008 -2009 2009 2010-
Appropriation Approved
3510 HORTICULTURAL MAINTENANCE
61010 REGULAR PAY 801,800 823,300
61060 SEASONAL EMPLOYEES 48,000 48,000
61110 OVERTIME PAY 19,500 19,500
61210 LONGEVITY 11,900 14,000
61510 HEALTH INSURANCE 129,500 148,000
61615 LIFE INSURANCE 1,500 1,500
61630 SHOE ALLOWANCE 2,000 1,800
61710 IMRF 62,700 71,000
61725 SOCIAL SECURITY 54,400 56,100
61730 MEDICARE 12,700 13,100
62195 LANDSCAPE MAINTEANCE SERVICES 110,000 125,000
62199 PARK MNTNCE & FURNITURE RPLCMN 25,000 25,000
62245 OTHER EQMT MAINTENANCE 400
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 197,300 197,300
65005 AGRI/BOTANICAL SUPPLIES 10,000 10,000
65015 CHEMICALS 1,800 1,800
65020 CLOTHING 700 400
65055 MATER. TO MAINT. IMP.18,000 18,000
65070 OFFICE/OTHER EQT MTN MATL 10,000 10,000
65085 MINOR EQUIPMENT & TOOLS 2,800 2,800
65090 SAFETY EQUIPMENT 2,200 2,200
65550 AUTOMOTIVE EQUIPMENT 44,400 45,000
65625 FURNITURE, FIXTURE & EQUIPMENT 6,900 6,900
3510 HORTICULTURAL MAINTENANCE 1,573,600 1,640,800
378
City of Evanston
Parks/Forestry
3515 – Maintenance of Parkway Trees
Description of Major Activities
All parkway tree maintenance is included within this business unit, which encompasses the responsibility of
maintaining 27,841 parkway trees. Tasks include, but are not limited to, regular cycle trimming of all parkway trees,
cabling trees, responding to and repairing storm damage and fertilizing young trees to promote good development.
Other problems, such as vandalism and suppression of any insect or disease outbreaks (other than Dutch Elm
Disease), that occur and threaten the health of the trees are also the responsibility of employees in this division.
FY 2009-2010 Objectives
• Work with state and/or federal officials on new methods for controlling the Emerald Ash Borer, as well as finding
additional funding to assist with the removal and/or replacement costs.
• Encourage and attract educational or commercial entities to conduct research within the City of Evanston on new
methods to control the spread of the Emerald Ash Borer.
• Continue the regular area trimming operations to achieve a six-year trimming cycle.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Parkway trees trimmed by City crews 3,760 3,550 3,700
Hazardous trees removed 153 146 100
Dead trees removed 71 172 100
EAB infected ash trees removed 60 329 600
Ash Reduction Plan removals 154 0 0
Total number of trees removed 438 647 800
Employee overtime hours for emergency storm damage 688.5 485 500
Approved Adjustments in 2009-2010 Budget
379
CITY OF EVANSTON
PARKWAY TREE MAINTENANCE
3515
2008 -2009 2009 2010-
Appropriation Approved
3515 PARKWAY TREE MAINTENANCE
61010 REGULAR PAY 529,400 573,600
61110 OVERTIME PAY 20,000 20,000
61210 LONGEVITY 1,700 4,100
61510 HEALTH INSURANCE 87,800 105,700
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 1,300 1,300
61710 IMRF 41,500 49,600
61725 SOCIAL SECURITY 34,000 37,100
61730 MEDICARE 8,000 8,700
62245 OTHER EQMT MAINTENANCE 200
62305 RENTAL OF AUTO-FLEET SER 168,300 168,300
65005 AGRI/BOTANICAL SUPPLIES 800 800
65015 CHEMICALS 300 100
65020 CLOTHING 800 800
65070 OFFICE/OTHER EQT MTN MATL 3,000 3,000
65085 MINOR EQUIPMENT & TOOLS 4,500 4,500
65090 SAFETY EQUIPMENT 200 200
65625 FURNITURE, FIXTURE & EQUIPMENT 3,000 3,000
3515 PARKWAY TREE MAINTENANCE 905,800 981,800
380
City of Evanston
Parks/Forestry
3520 – Dutch Elm Disease Control
Description of Major Activities
If uncontrolled, Dutch Elm Disease (DED) has the potential to kill nearly all American Elm trees in a community within
12 years. The comprehensive control program currently in place consists of intense scouting of all public and private
American Elms during the growing season and prompt removal of all diseased limbs and trees within 30 days of
detection. This program has enabled the City of Evanston to “manage” the disease for more than 50 years. The City
currently has a parkway American Elm population of 2,921 trees, in addition to 238 American elms within the public
parks.
FY 2009-2010 Objectives
• Continue to research alternative methods, including the use of outside contractors, for stump removals in order
to reduce the amount of time between removal of the tree and removal of the stump from City parkways.
• Continue to work with Metra, CTA, and Metropolitan Water Reclamation District to become more efficient in the
removal of diseased elm trees on their extensive properties within Evanston.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Parkway elms infected with DED 69 42 35
Percentage of parkway elms infected 2.29% 1.42% 1.20%
Number of cut-outs performed on parkway elms 10 10 8
Newly infected parkway elm removals 59 30 25
Removals due to unsuccessful cut-outs 2 2 2
Total number of parkway elms removed 61 32 29
Percentage of parkway elms actually removed 2.02% 1.08% 1.00%
Other city-owned elms removed 45 47 40
Average work days from disease identification until tree
removal 37 32 28
Average work days from the tree removal until stump
removal 75 70 60
Approved Adjustments in 2009-2010 Budget
381
CITY OF EVANSTON
DUTCH ELM DISEASE CONTROL
3520
2008 -2009 2009 2010-
Appropriation Approved
3520 DUTCH ELM DISEASE CONTROL
61010 REGULAR PAY 402,600 394,100
61060 SEASONAL EMPLOYEES 18,000 20,000
61110 OVERTIME PAY 14,800 14,800
61210 LONGEVITY 4,400 4,700
61510 HEALTH INSURANCE 67,000 74,000
61615 LIFE INSURANCE 700 700
61630 SHOE ALLOWANCE 900 900
61710 IMRF 31,800 34,300
61725 SOCIAL SECURITY 27,200 26,900
61730 MEDICARE 6,300 6,300
62210 PRINTING 100
62305 RENTAL OF AUTO-FLEET SER 118,100 118,100
62385 TREE SERVICES 10,000 10,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 10,800 20,000
65020 CLOTHING 600 600
65070 OFFICE/OTHER EQT MTN MATL 100
65075 MEDICAL & LAB SUPPLIES 200 200
65085 MINOR EQUIPMENT & TOOLS 5,000 5,000
65090 SAFETY EQUIPMENT 500 500
65625 FURNITURE, FIXTURE & EQUIPMENT 2,000 2,000
3520 DUTCH ELM DISEASE CONTROL 721,100 733,100
382
City of Evanston
Parks/Forestry
3525 – Tree Planting
Description of Major Activities
Planting of new trees on parkways throughout the City is facilitated by staff from this business unit during the spring
and fall months. Maintenance of the urban forest population is facilitated by planting in proportion to the number of
trees removed during the previous year. The City is divided into six planting areas to insure equitable replacement of
trees on a citywide basis. New trees with a 2.5" diameter are planted at no charge to the residents. As an address
comes to the top of the list for a replacement tree, the resident is notified prior to planting and given an option to
upgrade to a 3.5" diameter tree for a fee of $175.00. At the same time, residents are also given a choice of at least
three different tree species for each planting site. Species selection is developed with regard to specific site
characteristics such as salt tolerance, parkway width, adjacent structures, traffic conditions, nearby existing tree
species, and soil type.
FY 2009-2010 Objectives
• Continue to work with Suburban Tree Consortium member nurseries on the production of new tree varieties
appropriate for parkway plantings, especially those that can be planted under utility wires and within sidewalk
openings with restricted root zones.
• Seek outside funding to increase the number of new trees planted so that parkway trees can be replaced within
one year or less of the initial removal.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of new tree survival 94% 95% 96%
Percentage of residents choosing tree species 23% 37% 40%
Percentage of residents choosing larger size tree 9% 10% 10%
Total number of new parkway trees planted 650 700 700
Percentage of parkway trees replaced within one year 34% 30% 35%
Approved Adjustments in 2009-2010 Budget
383
CITY OF EVANSTON
TREE PLANTING
3525
2008 -2009 2009 2010-
Appropriation Approved
3525 TREE PLANTING
61010 REGULAR PAY 134,400 118,100
61110 OVERTIME PAY 8,000 8,000
61210 LONGEVITY 1,700 1,900
61510 HEALTH INSURANCE 20,800 21,100
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 300 300
61710 IMRF 11,000 10,600
61725 SOCIAL SECURITY 8,900 7,900
61730 MEDICARE 2,100 1,900
62305 RENTAL OF AUTO-FLEET SER 49,200 49,200
65005 AGRI/BOTANICAL SUPPLIES 173,000 173,000
65020 CLOTHING 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
3525 TREE PLANTING 410,600 393,200
384
City of Evanston
Parks/Forestry
3530 – Private Elm Tree Insurance
Description of Major Activities
This business unit allows residents to insure their private elm tree to cover the costs associated with removal if the
tree contracts Dutch Elm Disease in a given year. Residents participating in the program pay an annual premium to
the City of Evanston by June 1 of each year. These premiums are then used to cover all costs associated with
removal if the tree is diagnosed with Dutch Elm Disease. Premium amounts are based on the size of the tree to be
insured and staff’s projection of the amount needed to cover the costs of all insured removals within the fiscal year.
There is no City share for the removal costs, and the removal of the stump is not included as part of this program.
FY 2009-2010 Objectives
• Continue to develop new publicity material for citywide distribution in order to increase resident participation in
the insurance program by April 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of removal costs covered by premiums 100% 100% 100%
Insured elms removed 24 14 20
Elm trees covered under program: Small 9 8 10
Medium 69 58 60
Large 168 151 160
Extra-large 209 195 200
TOTAL 455 412 430
Approved Adjustments in 2009-2010 Budget
385
CITY OF EVANSTON
PRIVATE ELM TREE INSURANCE
3530
2008 -2009 2009 2010-
Appropriation Approved
3530 PRIVATE ELM TREE INSURANCE
62385 TREE SERVICES 51,000 51,000
66125 SERVICES BILLED OUT 51,000-51,000-
386
City of Evanston
Parks/Forestry
3535 – Dutch Elm Inoculation Program
Description of Major Activities
This business unit was added in FY 2005-06 to track the activities of the new inoculation program, which was
implemented to reduce the incidence of Dutch Elm Disease (DED). This program entails the injection of all publicly
owned elm trees that meet one or more of the following criteria:
• The tree is larger than 10" in diameter and is located in a park or other City-owned or -maintained property.
• The tree is located on a public parkway and is 30" in diameter or larger.
• The tree is larger than 10" in diameter and located on a public parkway on either a major, collector, or
distributor street as listed in the City's Comprehensive General Plan.
This program entails the injection of Abotect fungicide, which is effective in controlling the spread of DED by elm bark
beetles for a three-year period.
FY 2009-2010 Objectives
• Continue to train additional Forestry employees in the methodology of fungicide injections so that additional
injections can be performed using City employees.
• Using Forestry employees, update the inventory by re-measuring all public elms to determine if any new trees
have qualified for injections by reaching either the 10" or 30" thresholds.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of parkway elms injected 175 1,480 200
Number of park elms injected 0 220 0
Total number of public elms injected 175 1,700 200
Number of City employees trained in injection methods 4 4 4
Percentage of injected elms contracting DED 1.53% 0.85% 0.50%
Approved Adjustments in 2009-2010 Budget
387
CITY OF EVANSTON
DUTCH ELM INOCULATION PROGRAM
3535
2008 -2009 2009 2010-
Appropriation Approved
3535 DUTCH ELM INOCULATION PROGRAM
62496 DED INOCULATION 248,300 52,000
62497 INOCULATION FUND.-ANNUAL AMORT 150,000 175,000
3535 DUTCH ELM INOCULATION PROGRAM 398,300 227,000
388
City of Evanston
Ecology Center
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
3605 – Ecology Center 388,346 438,000 365,478 358,200
3610 – Eco-Quest Day Camp 97,365 118,200 99,875 122,000
Total Expenditures: $485,711 $556,200 $465,353 $480,200
Revenues:
Ecology Center 65,500 84,900 60,760 88,300
Ecology Summer Camps 201,000 192,000 251,923 201,000
Total Revenues: $266,500 $276,900 $312,683 $289,300
Notes for Financial Summary
Summer camp programs continued to provide significant revenue for the Ecology Center. A Counselor in Training
(CIT) program will be increased by 16 campers and additional revenue of $8,000. Summer camp revenues increased
10% and provided 685 campers with a unique summer learning program. The Ecology Center collaborated with
School District #65 to teach science as part of a grant program in four designated schools. Programs also are
provided for Special Recreation and Fleetwood-Jourdain Center program participants.
The Evanston Environmental Association (EEA) received a legacy grant from the Archer Patterson Foundation of
approximately $25,000 for five years, beginning in 2008. These funds will underwrite a new program initiative, the
Elizabeth Archer Patterson Environmental Outreach project, which will provide programs and initiatives that address
the development of an environmental ethic as well as environmental stewardship.
Performance Report on FY 2008-2009 Major Program Objectives
The Master Plan for the Ladd Arboretum was completed in June 2007. The consensus of the public meetings was
that the Ladd Arboretum should be enhanced to provide more opportunities for the public to interact with nature; this
will be accomplished through understory plantings as well as by adding shrub beds with perennials. A second focus
was the educational labeling of tree species. The $4.3 million plan will be funded in phases through grants, donations
and capital improvements funds. Phase one of the plan was approved in January 2008. The first $100,000 will be
spent on improvements and sustainable landscaping for the Bridge Street/McCormick Blvd. area, as well as around
the Ecology Center. The project is scheduled to begin in spring 2009.
The Ecology Center and the City of Evanston, through financial sponsorship from the Evanston Environmental
Association, Rubloff Properties, Whole Foods Market, Northwestern University, Allegra Printing, Hotel Orrington,
Renewal by Anderson, Keep Evanston Beautiful, Evanston RoundTable, and the Evanston Chamber of Commerce,
organized the Second Annual Evanston Green Living Festival on October 4, 2008. Five speakers and 50 vendors and
demonstrators provided information on green practices. Demonstrations featured composting, rain barrels, and a
solar car, as well as energy-efficient and healthy household products. At this writing, about 1,000 people were
expected to attend.
The Evanston Environmental Association (EEA) focused on Board recruitment and grew by four Board members. The
EEA continues to support the objectives and programs of the Ecology Center. The EEA has underwritten the Green
Living Festival ($5,000), as well as Earth Day ($1,000).
The Ecology Center provides administrative support to the City Council-appointed Ladd Arboretum Committee, the
non-profit organization (EEA), as well as the Lighthouse Landing Committee. Center staff works with School District
#65, Northwestern University, various local groups, and the Evanston Community Foundation. The Ecology Center
provides canoeing instruction for approximately 800 students enrolled in the Adventure Education program at School
District #202.
389
City of Evanston
Ecology Center
2009-2010 Department Initiatives
1. Ecology Center staff will create a year-round marketing program for the facility to increase program participation
and use of the facility by September 2009.
2. Ecology Center staff will work with the Evanston Environmental Association as well as the Evanston Community
Foundation to develop environmental outreach programming that augments current Ecology Center offerings by June
2009.
3. The Ecology Center will actively evaluate operational procedures and practices and refine them so the Ecology
Center will reflect green practices by April 2009. Public education forums on green living will continue throughout the
entire fiscal year as well.
390
City of Evanston
Ecology Center
3605 – Ecology Center
Description of Major Activities
The Ecology Center provides the following services: school programs, including after-school science programs in six
schools with 50 programs directly in school classrooms; 120 annual public education programs; six summer nature
day camps; mini-camps on school holidays; teacher workshops; and community gardening for 210 Evanston
gardeners. The Ecology Center program instructors provide nature education programs at Fleetwood-Jourdain
Community Center on a weekly basis and monthly at Robert Crown Center. They also run 8-week fall and spring
sessions of environmental programming for the Special Recreation program.
The Ecology Center provides programming at five City facilities: the Ecology Center, the Carlson Educational
Greenhouse, Lovelace Park field house, and the North and South fog houses at Lighthouse Park. Fund-raising
projects from EEA membership drives and five special events provide additional revenue ($3,000) for operations.
Ecology Center staff work with eight Evanston garden and bird clubs to promote environmental projects and
information. A resource library consisting of 500 volumes of curriculum materials, as well as natural history and
environmental books, is maintained for use by the staff and the public. Outdoor recreation programming includes
canoeing programs on the North Shore Channel with a fleet of 12 donated canoes serving approximately 1,000
paddlers per year, as well as a six-month free public youth fishing program on Saturdays at Lovelace Park, which
draws 30-50 people per day. The Ecology Center also coordinates projects for volunteer work groups--comprised of
high school and university groups--in the Ladd Arboretum and other City parks. The multi-purpose room at the Center
is used for private rentals, community events, public meetings and hearings, and approximately 75 training
seminars/meetings.
The Center’s personnel consists of one center manager and two environmental educators as well as a Clerk III and a
community garden coordinator. The Ecology Center manager is the liaison with the Ladd Arboretum Committee,
which reports to the Human Services Committee and the Evanston Environmental Association 501(c)3 membership
organization and its members.
FY 2009-2010 Objectives
• Throughout the fiscal year, continue developing the five-year plan for the Elizabeth Archer Patterson
Environmental Outreach project by working with the Evanston Community Foundation and developing a
community environmental council. Staff also will continue implementing the plan for the first year of the program,
which began with the 2008 summer camps.
• Work with City staff and community groups such as Citizens for a Greener Evanston to promote programs and
events such as the Evanston Green Living Festival and the Climate Action Plan, in order to promote ideas and
initiatives for a sustainable future for Evanston; this work will be ongoing throughout FY 2009-2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Seasonal Garden Plots rented 210 210 210
Visitors to the Ecology Center 19,567 20,000 22,000
EEA memberships sold 275 280 300
Schoolchildren participating in Ecology programs 3,000 3,000 3,000
People attending programs 3,400 4,120 4,500
Public programs offered 110 115 120
Annual hours of public programming 518 540 590
Annual volunteer hours served 2,890 3,200 5,000
Number of free public meetings held 90 90 90
Number of revenue-producing room rentals days 83 70 80
Approved Adjustments in the 2009-2010 Budget
391
CITY OF EVANSTON
ECOLOGY CENTER
3605
2008 -2009 2009 2010-
Appropriation Approved
3605 ECOLOGY CENTER
61010 REGULAR PAY 236,100 165,400
61011 RECREATION INSTRUCTORS REG PAY 20,100 20,100
61013 PROGRAM ASSISTANTS 5,900 5,900
61050 PERMANENT PART-TIME 28,500 30,500
61210 LONGEVITY 2,300 2,300
61510 HEALTH INSURANCE 37,000 31,700
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 2,100
61630 SHOE ALLOWANCE 300 500
61710 IMRF 18,000 16,400
61725 SOCIAL SECURITY 14,700 13,900
61730 MEDICARE 3,400 3,300
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 2,700 2,700
62295 TRAINING & TRAVEL 400 500
62315 POSTAGE 400 400
62360 MEMBERSHIP DUES 500 500
62490 OTHER PROGRAM COSTS 26,200 26,200
62495 LICENSED PEST CONTROL SERVICES 800 800
62507 FIELD TRIPS 1,000 1,000
62511 ENTERTAIN/ PERFORMER SVCS 500 500
64005 ELECTRICITY 10,600 6,900
64015 NATURAL GAS 7,500 7,500
65005 AGRI/BOTANICAL SUPPLIES 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65020 CLOTHING 500 500
65025 FOOD 1,100 1,100
65040 JANITORIAL SUPPLIES 1,000 1,100
65050 BLDG MAINTENANCE MATERIAL 2,000 2,000
65080 MERCHANDISE FOR RESALE 3,000 3,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65095 OFFICE SUPPLIES 3,400 3,400
65105 PHOTO/DRAFTING SUPPLIE 200 200
65110 RECREATION SUPPLIES 4,500 4,500
3605 ECOLOGY CENTER 438,000 358,200
392
City of Evanston
Ecology Center
3610 – Eco-Quest Day Camp
Description of Major Activities
The Ecology Center Summer Camp program provides six different camp experiences for children 3-14 years of age.
All Ecology camps are designed to provide an appreciation for the natural environment through science activities,
outdoor games, crafts, and stories. Camps are child-centered, providing a “hands-on” approach to exploring the world
around us. The summer camp programs are the largest single source of revenue for the Ecology Center, averaging
$160,000, with an average of 30-35 seasonal summer camp counselors. Each camp has one director with the
appropriate number of counselors, assistant counselors, and inclusion aides. EcoQuest Camp offers full-day and half-
day sessions for children entering grades 1-3, as does Kinglet Camp, which is for children entering Kindergarten.
EcoExplorer, designed for grades 4-6, is a full-day only camp, with a counselor:camper ratio of 1:8. Campers are
placed in a core group with a lead counselor who provides consistent leadership throughout the camper's day.
Inclusion aides and assistant counselors work with campers in their groups as well as in large activities. Before-
(7:30-9AM) and after-camp care (3-6PM) is available at each camp. The after-camp program has a separate
curriculum and a minimum ratio of 1:8. The Counselor In Training Program for grades 7-9 offers a full-day program
designed to give campers a glimpse into what it takes to be a good counselor.
Wildflower, our longest-running camp with four sessions of 20 campers each, provides opportunities for children ages
3 and 4 to investigate the natural environment using pre-school curriculum and teaching practices. Wildflower is
located at the Ecology Center and uses an animal-enhanced classroom. The camp meets four days a week for 2½
hours. The counselor to camper ratio is 1:4, with additional assistant counselors working with campers.
Kinglet Camp meets at Lovelace Park, utilizes the fieldhouse and surrounding park, and has 24 campers with a 1:8
counselor to camper ratio. This camp is exclusively for 5-year-olds entering Kindergarten in the fall.
EcoExplorer Camp, comprised of approximately 32 campers, addresses a more advanced camping and outdoor
experience for youth entering grades 4-6 and is housed at the fog houses at Lighthouse Beach. The adventure
education curriculum focuses on land and water ecosystems, includes a 3-day and 2-night overnight campout, and
the counselor to camper ratio is 1:8.
EcoQuest, our largest camp with 64 full-day and 32 half-day campers, is housed at a District #65 school. A Counselor
in Training program was instituted in 2007 for 16 campers which provided valuable job readiness skills to middle
school students. This camp is held at the Ecology Center.
Summer Summit, a 2-week camp at the end of summer, is typically made of 64 campers entering grades K - 6 who
are in need of a full-day camp. The camp is divided into two groups, K- 2nd grade and 3rd-6th grade. Each camp has
a director and a counselor to camper ratio of 1:8. Sites for the camp include the fog houses at Lighthouse Park,
several beaches, and the Ecology Center. Before- and after-camp care is available. Field trips and outdoor activities
focus on canoeing, swimming, and fun.
FY 2009-2010 Objectives
• Integrate and expand the carbon footprint program (piloted in 2008) into all of the school-age camps to continue
to provide sustainability analysis as well as information on how to live more environmentally. Additional
curriculum will be completed by May 2009 and initiated in June 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Campers enrolled in camp programs 704 716 740
Number of camp program hours
(# of campers X # of hours spent in camp)
34,600 36,015 36,015
Summer camp staff employed 36 40 40
Approved Adjustments in 2009-2010 Budget
Summer camp staff includes 12 employees of the Mayor’s Summer Youth Employment Program, who are paid out of
SYEP funds.
393
CITY OF EVANSTON
ECO-QUEST DAY CAMP
3610
2008 -2009 2009 2010-
Appropriation Approved
3610 ECO-QUEST DAY CAMP
61060 SEASONAL EMPLOYEES 76,500 80,000
61725 SOCIAL SECURITY 4,700 5,000
61730 MEDICARE 1,100 1,200
62205 ADVERTISING 100
62490 OTHER PROGRAM COSTS 2,000 2,000
62507 FIELD TRIPS 21,300 21,300
62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65020 CLOTHING 3,500 3,500
65025 FOOD 3,000 3,000
65110 RECREATION SUPPLIES 4,000 4,000
3610 ECO-QUEST DAY CAMP 118,200 122,000
394
City of Evanston
Cultural Arts Division
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Budget
Adopted
Expenditures:
3700 – Arts Council 139,213 149,200 77,668 130,600
3710 – Noyes Cultural Arts Center 300,805 298,700 365,172 303,200
3720 – Cultural Arts Programs 475,002 563,800 459,912 542,900
Total Expenditures: $915,020 $1,011,700 $902,752 $976,700
Revenues:
Cultural Arts Programs 292,000 316,200 311,246 315,500
Noyes Center Revenues 312,400 321,600 308,824 324,000
Illinois Arts Council Re-granting 16,000 11,600 12,800 12,800
Total Revenues: $620,400 $649,400 $632,870 $652,300
Notes for Financial Summary
Performance Report on FY 2008-2009 Major Program Objectives
Evanston received the 2007 Presidents’ Arts Friendly Community Award presented by the Illinois Arts Alliance in
collaboration with the Illinois Municipal League. The award was presented in October 2007. The purpose of this
award is to highlight and promote municipal support of the arts in Illinois communities and to honor municipal leaders
who have encouraged innovative approaches to using the arts to build healthy communities. The award showcases
programs and projects that may be viewed as models or best practices for other communities.
The Cultural Arts Division's 2008-09 programming provided Evanston residents with an array of cultural experiences.
The Starlight Concert Series expanded to 16 concerts presented at Dawes, James, Twiggs, and Harbert Parks. The
series featured nationally-renowned performers from New York, Toronto, Oklahoma, and the metropolitan Chicago
area. Residents flocked to the parks to picnic and enjoy music from a variety of different genres.
The Evanston Ethnic Arts Festival was a two-day celebration of our cultural diversity during the third weekend of July.
The event featured art, music, dance, spoken word performances, food, and more from 80 cultures. Two stages
provided continuous entertainment from around the globe. Attendance at the Festival continued to increase.
The Evanston Lakeshore Arts Festival featured 125 juried artists from around the country exhibiting ceramics, fiber,
glass, jewelry, painting, photography, prints/drawings, sculpture, watercolor, wood, and mixed media work. Many
exhibitors donated work in support of the festival's silent auction, which helps to defray the cost of free Cultural Arts
Division programming. Other highlights included a children's craft tent, a family entertainment stage, and a main
stage featuring Latin, jazz, classical, soul, and folk music.
The Evanston Arts Council presented Arts Week Evanston in October 2008. The 10-day celebration focused a
spotlight on Evanston's lively cultural arts scene, with more than 50 events, including a festive opening night
celebration, a dance showcase, a breakfast with legislators featuring discussion of arts issues, and interactive events
including the Noyes Cultural Arts Center Open House. The Arts Council also worked to promote the arts through the
establishment of the evanstonartsbuzz.com online arts calendar, and the publication of a new brochure listing cultural
arts organizations and annual events, as well as a map of public artworks throughout the City.
Arts camps were held during the summer, as well as over winter and spring breaks, for youth age 3-15. Full-day and
half-day camps offered during the summer were filled to capacity with waiting lists of children with a passion for
learning about the arts. In 2008, two new camp offerings were introduced: Snakes and Snails Camp and American
Revolution Camp. These themed camps provided in-depth artistic exploration of specific areas of interest; the visit
from “George Washington” for American Revolution camp was especially timely in an election year.
The Public Art Committee commissioned an artwork for the new Fire Station #5, and an artwork for Raymond Park
was made possible through a private donation. Five finalists have been identified for the Maple Avenue Garage TIF
395
City of Evanston
Cultural Arts Division
public art project. An RFP is being developed to request site-specific proposals, and three potential locations in the
downtown TIF have been vetted.
Two initial projects of the PAC’s Community Public Art Program were completed, helping to introduce public art into
local neighborhoods. An outdoor amphitheatre mosaic was commissioned by the Willard PTA and installed at Willard
School during the summer; the work was dedicated on September 26. The Nereid Beckon sculpture, involving
messages in bottles created by Evanston residents, was installed in June 2008 at the Evanston Art Center and will be
on display through May 2009. Open Studio Project completed an initial design for a bricolage project on the west
retaining wall at the Main Street CTA station. Engineering assessments are in process for a proposed sculptural
project on the Custer Street Bridge over the CTA Yellow Line. An additional tentative Community Public Art project
will restore the Wall of Struggle and Dreams mural at Clyde-Brummel Park in Southeast Evanston.
In addition to these public art projects, the Public Art Committee published a brochure that serves as a directory of
Evanston’s arts organizations and as a map of public art in Evanston.
The Cultural Fund grant program will award $37,000 to up to 15 artists and arts organizations that presented high-
quality arts programs throughout our community.
At the Noyes Cultural Arts Center, rentals of the community use rooms by non-tenants increased due to marketing
efforts. Renovations to vacant studio 213 were completed in August, and Theatre Zarko and the Evanston Children’s
Choir moved in on January 1, 2009. Studio 215 will be renovated and a new tenant will take occupancy on May 1,
2009. The Noyes Gallery featured rotating exhibitions in two gallery spaces. A dozen exhibits were presented during
the year, providing opportunities for a number of local artists to display their work.
The Mayor's Award for the Arts highlights the accomplishments of an individual and an arts organization. In February
of 2009, the Honorable Mayor Lorraine H. Morton presented awards to John Margherita Andreotti and Shorefront. At
the same time, 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.
2009-2010 Department Initiatives
• Collaborate with local cultural and arts organizations as well as other local special event managers to enhance
promotion and programming at summer art festivals in 2009.
• Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10 Arts and
Business committee meetings by February 2010.
• Introduce recycling initiative at summer arts festivals to reduce the amount of waste generated by August 2009.
• Expand out-of-school arts program offerings for District 65 students by developing two additional programs by
January 2010.
• Enhance the promotion of the arts through online publication of a calendar of events updated regularly
throughout FY 2009-10.
• Promote the creation and preservation of community-based public art by installation of three new works of public
art by November 2009.
396
City of Evanston
Cultural Arts Division
3700 – Arts Council
Description of Major Activities
The Arts Council provides an environment that encourages arts activities and the creation of art by supporting
Evanston’s wide variety of arts organizations and individual artists of every discipline. The Cultural Fund awards
matching grants of up to $4,000 per grant to Evanston-based not-for-profit arts organizations and up to $2,500 to
individual artists for innovative arts programming of high quality that benefits the community. The Arts Council
provides additional ongoing support to the arts industry, including the collective marketing of Evanston arts
organizations in metropolitan Chicago and the development of mutually beneficial relationships among arts
organizations and local businesses. The Public Art Committee supports the City's Percent for Art Program through
the selection of site-specific commissions and also manages a Community Public Art Program that encourages the
use of art to enhance neighborhoods.
FY 2009-2010 Objectives
• Increase the number of applicants to the Cultural Fund by three by December 2009
• Select an artist for Sherman Plaza Garage TIF public artwork by February 2010
• Complete three new projects funded through the Community Public Art Program by November 2009
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of applicants for Cultural Fund Grants 21 26 29
Community Public Art Projects completed 0 2 3
Approved Adjustments in 2009-2010 Budget
397
CITY OF EVANSTON
ARTS COUNCIL
3700
2008 -2009 2009 2010-
Appropriation Approved
61010 REGULAR PAY 50,300 51,900
61110 OVERTIME PAY 1,600 1,400
61510 HEALTH INSURANCE 7,400 8,400
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 3,800 4,500
61725 SOCIAL SECURITY 3,100 3,200
61730 MEDICARE 700 800
62185 OTHER CONSULTING SERVICES 1,000 900
62205 ADVERTISING 600 600
62210 PRINTING 2,000 1,900
62235 OFFICE EQUIPMENT MAINT 400 400
62275 POSTAGE CHARGEBACKS 1,500 1,200
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 600 500
62360 MEMBERSHIP DUES 800 800
62365 RECEPTION/ENTERTAINMEN 400 400
62375 RENTALS 300
62490 OTHER PROGRAM COSTS 29,800 9,800
62506 WORK-STUDY 3,400 3,400
62515 RENTAL SERVICES 300 300
62665 CONTRIB TO OTHER AGENCIES 36,000 37,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 100 100
65025 FOOD 400 400
65095 OFFICE SUPPLIES 2,600 600
Grand Total(s)149,200 130,600
398
City of Evanston
Cultural Arts Division
3710 – Noyes Cultural Arts Center
Description of Major Activities
This business unit manages the Noyes Cultural Arts Center, which rents studio, rehearsal, classroom, performance
and office space to professional artists and arts organizations, including the Piven Theatre Workshop, the Next
Theatre Company, Art Encounter, The Actors Gymnasium, and Light Opera Works.
The center’s 190-seat theater is rented on an hourly, weekly or monthly basis. The center also has two galleries and
two mid-sized (800-940 sq. ft.) studios that are rented by the hour. Rental activities include but are not limited to
summer arts camp, theater productions, lectures, board meetings, auditions, receptions, and workshops. The Noyes
Gallery exhibits works by metropolitan artists; exhibits change bi-monthly.
Classes, workshops, and performances offered by Noyes Center resident artists and Cultural Arts Division-sponsored
events, such as Arts Week Evanston and Black History Month, draw thousands of people into the Center each year.
In addition, Noyes resident artists provide more than $59,000 in community service each year.
FY 2009-2010 Objectives
• Increase rentals of community use space at Noyes by five by February 2010
• Maximize potential building revenue by maintaining 100% tenant occupancy by February 2010
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Building studio rental revenue $308,366 $310,000 $324,000
Number of community use events/rentals 29 55 60
Value of tenant community service $ 39,265 $ 39,510 $ 59,700
Approved Adjustments in 2009-2010 Budget
399
CITY OF EVANSTON
NOYES CULTURAL ARTS CTR
3710
2008 -2009 2009 2010-
Appropriation Approved
3710 NOYES CULTURAL ARTS CTR
61010 REGULAR PAY 78,900 87,900
61050 PERMANENT PART-TIME 92,500 84,100
61110 OVERTIME PAY 2,400 2,400
61210 LONGEVITY 1,000
61510 HEALTH INSURANCE 12,800 16,400
61625 AUTO ALLOWANCE 100 100
61630 SHOE ALLOWANCE 500 800
61710 IMRF 9,500 14,500
61725 SOCIAL SECURITY 13,600 11,000
61730 MEDICARE 3,200 2,600
62205 ADVERTISING 400 400
62210 PRINTING 100 100
62225 BLDG MAINTENANCE SERVICES 1,700 1,700
62235 OFFICE EQUIPMENT MAINT 300 300
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 200 200
62365 RECEPTION/ENTERTAINMEN 100 100
62375 RENTALS 4,000 4,000
62425 ELEVATOR CONTRACT COSTS 2,700 2,400
62495 LICENSED PEST CONTROL SERVICES 500 500
62518 SECURITY/ALARM CONTRACTS 600 1,000
64005 ELECTRICITY 36,400 35,500
64015 NATURAL GAS 29,300 29,300
65020 CLOTHING 300 300
65025 FOOD 300 300
65040 JANITORIAL SUPPLIES 3,000 3,000
65045 LICENSING/REGULATORY SUPP 800 800
65050 BLDG MAINTENANCE MATERIAL 1,500 1,500
65075 MEDICAL & LAB SUPPLIES 100 100
65085 MINOR EQUIPMENT & TOOLS 400 400
65095 OFFICE SUPPLIES 1,400 1,400
3710 NOYES CULTURAL ARTS CTR 298,700 303,200
400
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
Description of Major Activities
Cultural Arts programs include:
• The Young Artists Program
• Arts Camp
• Winter Arts Camp
• Evanston Ethnic Arts Festival
• Evanston Lakeshore Arts Festival
• Starlight Concert Series
• The Noyes Center Gallery
• Arts Week Evanston
• The Mayor's Award for the Arts
• Community Service at Noyes Center
The administrative functions of the Cultural Arts Division are included in this business unit, which involves the work of
the Cultural Arts/Arts Council Director, secretary, senior program coordinator and program manager.
The Young Artists Program (YAP) offers intensive summer arts instruction and mentoring to youth ages 12 to 15 who
are interested in pursuing in-depth creative experiences. Courses are offered in visual and performing arts by
professional artists, according to a theme that changes each year. YAP is also partnering with School District #65 and
Youth Organizations Umbrella, Inc.(YOU) to offer after-school programming to middle school students.
Arts Camp offers young people ages 6 to 11 creative instruction in drama, movement, theatre, visual arts, and
interdisciplinary arts and mixed media in theme-based camps in several locations. Families may choose a full-day
camp or a half-day camp, which are offered in two 4-week sessions and one 2-week mini-camp. In addition, we now
offer full-day arts camps during winter and spring breaks that are filled to capacity with waiting lists. Arts Camp began
offering “school days out” programs in Fall 2008 and will expand this in Fall 2009.
Now entering its 24th year, the Evanston Ethnic Arts Festival is a two-day celebration of cultural diversity that presents
the best in ethnic art, food, and performance. Over 80 cultures are represented each year on the third weekend in
July, through 125 artist exhibitors, 15 food vendors, family arts activities, storytellers, and two stages of continuous
entertainment with ethnic music and dance performances.
Now entering its 37th year, the Evanston Lakeshore Arts Festival features outstanding fine arts and crafts. Held the
first weekend in August, 125 juried artists from across the country exhibit ceramics, fiber, glass, jewelry, mixed media,
paintings, prints and drawings, photography, watercolor, wood, and sculpture. Other highlights include live folk, jazz,
and classical music; a silent art auction; and the family activity area with live family entertainment and a children's
crafts tent. We also host a dozen fabulous food vendors serving up culinary delights.
The Cultural Arts Division’s Starlight Concert Series provides evening concerts throughout June, July and August. In
FY 2009-10 there will be 16 outdoor concerts: six held at Dawes Park on the lakefront, six at James Park, two at
Twiggs Park and two at Harbert Park. The concerts are free to the public and highlight a wide variety of music and
performance styles. Many Evanston and neighboring residents picnic in the park while enjoying everything from
classical to Cajun music by nationally prominent performers. In 2008, the Cultural Arts Division introduced its first
Silent Film Night with musical accompaniment as the final concert. The Silent Film Night will be featured as the final
concert again in 2009.
The Noyes Art Gallery hosts approximately 12 shows annually in a wide variety of visual arts media. Known as a
leader in the display of contemporary art, the gallery showcases cutting-edge art not often seen in Evanston.
Arts Week Evanston is part of a statewide celebration of the arts. Visual artists, musicians, dancers, and actors
participate in a series of special performances and activities that highlight Evanston’s rich and varied arts community.
Now numbering more than 50 events, Arts Week has become a major kick-off for the artistic season in our city.
For many years, the Mayor of Evanston has awarded recognition to both an individual and an organization for
contributions to the cultural life of Evanston. Each recipient is honored at a sold-out luncheon at the Mayor's State of
401
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
the City Address before the Chamber of Commerce. The Evanston Arts Council’s Arts & Business Committee also
presents an Arts Leadership Award to a local business for their support of the arts in Evanston.
The Community Service Program is a component of the Noyes Cultural Arts Center. Tenants/resident artists must
give 15% of the value of their annual rent back to the community in the form of community service, though the total
annual value of the community service provided by resident artists is closer to 25% of the value of rent. Community
service projects range from scholarships to arts classes, from workshops in the schools to the recent paintings by
Richard Halstead that hang in the Civic Center. The Evanston Arts Council provides administrative oversight of the
Community Service Program, with the assistance of staff.
FY 2009-2010 Objectives
• Develop curricula for two new theme-based summer arts camps by August 2009.
• Increase the number of arts programs offered to District 65 students on days that school is not in session by
two by January 2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Types of arts camps offered 4 6 10
Number of out-of-school arts programs offered 0 3 5
Approved Adjustments in 2009-2010 Budget
402
CITY OF EVANSTON
CULTURAL ARTS PROGRAMS
3720
2008 -2009 2009 2010-
Appropriation Approved
61010 REGULAR PAY 176,800 162,700
61060 SEASONAL EMPLOYEES 138,800 133,400
61062 SPECIAL EVENT SALARIES 6,400 4,400
61510 HEALTH INSURANCE 25,800 28,000
61625 AUTO ALLOWANCE 800 800
61710 IMRF 13,300 13,900
61725 SOCIAL SECURITY 19,800 18,600
61730 MEDICARE 4,600 4,600
62205 ADVERTISING 17,500 17,900
62210 PRINTING 13,200 12,100
62215 PHOTOGRAPHERS/BLUEPRINTS 500 600
62275 POSTAGE CHARGEBACKS 2,300 2,200
62295 TRAINING & TRAVEL 1,600 1,300
62315 POSTAGE 3,200 3,100
62360 MEMBERSHIP DUES 500 500
62365 RECEPTION/ENTERTAINMEN 1,400 1,300
62375 RENTALS 100 100
62490 OTHER PROGRAM COSTS 6,400 5,900
62500 TECHNICAL INFORMATION SERVICES 7,200 7,900
62506 WORK-STUDY 1,200 1,700
62507 FIELD TRIPS 3,800 4,000
62509 SERVICE AGREEMENTS / CONTRACTS 4,300 4,200
62511 ENTERTAIN/ PERFORMER SVCS 55,800 57,200
62515 RENTAL SERVICES 35,200 33,100
62560 TELEPHONE TELEGR CHBK 100 100
64530 TELECOMMUNICATIONS - HANDHELD 200 200
64540 TELECOMMUNICATIONS - WIRELESS 700 500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 5,100 5,200
65025 FOOD 1,000 900
65095 OFFICE SUPPLIES 3,100 3,100
65110 RECREATION SUPPLIES 12,800 13,100
Grand Total(s)563,800 542,900
403
City of Evanston
Facilities Management Division
Financial Summary
2007-2008
Actual
2008-2009
Budget
2008-2009
Estimated
Actual
2009-2010
Adopted
Budget
Expenditures:
3805 – Facilities General Support* 525,624 597,500 576,759 231,000
3806 – Civic Center Services** 0 0 0 431,600
3807 – Construction and Repair* 1,559,887 1,646,400 1,587,859 1,744,900
Total Expenditures: $2,085,511 $2,243,900 $2,164,618 $2,407,500
Revenues:
56010 – Property Sales and Rental 73,085 70,000 192,562 544,700
Total Revenues: $73,085 $70,000 $192,562 $544,700
Notes on Financial Summary:
As reflected in the FY 2009-10 budget, Council approved use of 50% of land sale proceeds for one property as
general fund revenue to help off-set the budget deficit.
Performance Report on FY 2008-2009 Major Program Objectives
• This division has moved from the Public Works Department to the Parks/Forestry and Recreation
Department.
• Staff has divided the Facilities Management Division into three Business units in order to better report
financial activities.
• Staff has improved work tracking by the field force through increased use of the Computer Maintenance
Management System.
• Meeting Room Manager software has been successfully rolled out and is tracking all meetings in the Civic
Center.
• A temporary emergency generator has been installed at the Service Center.
• An additional nine tons of paper were removed from the Civic Center’s attic, which improved storage
efficiencies.
• Fire Station #5 will be completed by Spring 2009.
• CARE and the City have signed a construction agreement. The architect has been selected and construction
on the addition at the Animal Shelter is scheduled to begin in the late summer of 2009.
• Plans and specifications for the Police Headquarters’ second floor rehabilitation project are complete.
Construction is scheduled to be completed in Spring 2009.
* Business element 3805 was 2697 in FY 2008-09. Similarly, business element 3807 was 2699 in FY 2008-
09. The actual, appropriation, and estimated actual amounts for these two business elements for fiscal years
prior to 2009-10 are taken from the amounts reported for their 2008-09 business elements.
** Business element 3806 is new for FY 2009-10. Therefore, there are no actual, appropriation, and estimated
actual amounts for this business element prior to FY 2009-10.
2009-2010 Department Initiatives
• Continue to 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 2009.
• Using the Building Automation Systems that are in place, improve energy management techniques
throughout the fiscal year to reduce energy consumption.
404
City of Evanston
Facilities Management Division
2009-2010 Performance Initiatives
Performance Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Percentage of employees rating the
professionalism of facilities management staff as
“very good” or “good.” (Data source: Internal
Service Survey)
68.8% 72% 74%
Percentage of employees rating the timeliness of
facilities management service as “very good” or
“good.” (Data source: Internal Service Survey)
47.9% 50% 52%
2007-2008 data reflect employees indicating that they
used facilities management services during 2007. Data
were collected through the January 2008 Internal
Service Survey. 2008-2009 data will be collected in
December 2008.
405
City of Evanston
Parks/Forestry and Recreation Department
3805 – Facilities Administration
Description of Major Activities
All Facilities Division administrative functions are part of this business unit, which includes the Superintendent of
Facilities Management. The Superintendent oversees and develops facilities management programs and develops
and implements policies and procedures associated with the use of those facilities and programs. Responsibilities
include:
• Evaluating and selecting projects for the Capital Improvement Program (CIP)
• Staff training
• Applying for grants and other available funding sources in conjunction with other operating divisions,
including the Recreation Division and the City Manager’s Office
• Plan for the provision of adequate facilities to support ongoing and future programs
• Issue work orders for various trades
• Maintain division records and current payroll data
• Prepare the division’s budget
• Administer the complete purchasing cycle; issue requisitions and process invoices in a timely manner
• Supervise Civic Center operations and office furniture standards.
FY 2009-2010 Objectives
• Add an additional three buildings into the BUILDINGS software by April 2009, in order to provide better long-
range fiscal planning.
• Complete roof repairs at the Civic Center by December 2010.
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Buildings in BUILDER software 0 3 6
Approved Adjustments in 2009-2010 Budget
406
CITY OF EVANSTON
FACILITIES ADMINISTRATION
3805
2008 -2009 2009 2010-
Appropriation Approved
3805 FACILITIES ADMINISTRATION
61010 REGULAR PAY 148,900
61055 TEMPORARY EMPLOYEES 4,000
61210 LONGEVITY 3,100
61510 HEALTH INSURANCE 21,100
61615 LIFE INSURANCE 200
61625 AUTO ALLOWANCE 1,200
61630 SHOE ALLOWANCE 400
61710 IMRF 13,100
61725 SOCIAL SECURITY 9,800
61730 MEDICARE 2,300
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 300
62295 TRAINING & TRAVEL 600
62305 RENTAL OF AUTO-FLEET SER 9,200
62360 MEMBERSHIP DUES 1,700
62376 2603 SHERIDAN RENTALS EXPENSE 4,000
62380 COPY MACHINE CHARGES 3,400
62509 SERVICE AGREEMENTS / CONTRACTS 3,000
64540 TELECOMMUNICATIONS - WIRELESS 1,800
65010 BOOKS, PUBLICATIONS, MAPS 400
65095 OFFICE SUPPLIES 2,000
3805 FACILITIES ADMINISTRATION 231,000
407
City of Evanston
Parks/Forestry and Recreation Department
3806 – Civic Center Services
Description of Major Activities
All custodial and maintenance functions of the Civic Center are part of the Civic Center Services business unit. The
Civic Center is open 4,000 hours annually. This business unit includes the day, evening and weekend custodians
who insure that the Civic Center is open, clean and ready for each meeting on each business day. They are also
responsible for securing the building at the end of each day. Responsibilities of this business unit also include:
• Remove and track recycling materials
• Deliver packages and staff the loading dock
• Set-up and break-down rooms for meetings
• Maintain lighting fixtures
• Building security
• Routine maintenance
Custodial staff opens the building in the morning and locks it in the evening. Staff receives and distributes equipment,
supplies, and other items delivered to the Civic Center. Staff responds to Civic Center requests for repairs, provides
janitorial services during normal business hours and monitors the janitorial contractor in the evenings. Staff gathers
and stages recyclable office paper for pick-up as well as delivers mail to and from the U.S. Post Office as needed.
FY 2009-2010 Objectives
• Remove and replace existing recycling bins with more attractive containers by August 2009.
• Enlist a mat cleaning service to provide clean mats to the Civic Center on a monthly basis by March 2009.
• Organize the Law Department’s records in the Attic by June 2009.
Ongoing Activity Measures 2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Deliveries received 2,500 2,500 2,500
Civic Center repair costs / sq. ft. 1.51 1.50 18.00
Annual Civic Center gas usage – therms / sq. ft. 1.0 .9 .9
Meetings scheduled 2042 2060 2080
Room set-ups 2174 2200 2400
Deliveries 1440 1500 1560
Pounds of office paper recycled 106,675 110,000 100,000
Approved Adjustments in 2009-2010 Budget
408
CITY OF EVANSTON
CIVIC CENTER SERVICES
3806
2008 -2009 2009 2010-
Appropriation Approved
3806 CIVIC CENTER SERVICES
61010 REGULAR PAY 102,900
61050 PERMANENT PART-TIME 5,400
61110 OVERTIME PAY 4,000
61510 HEALTH INSURANCE 21,100
61615 LIFE INSURANCE 200
61710 IMRF 9,400
61725 SOCIAL SECURITY 7,000
61730 MEDICARE 1,600
62225 BLDG MAINTENANCE SERVICES 138,400
62245 OTHER EQMT MAINTENANCE 16,700
62509 SERVICE AGREEMENTS / CONTRACTS 2,000
62785 FIRE SAFETY EDUCATION 500
64005 ELECTRICITY 20,000
64015 NATURAL GAS 71,100
64540 TELECOMMUNICATIONS - WIRELESS 1,500
65015 CHEMICALS 3,200
65040 JANITORIAL SUPPLIES 9,000
65050 BLDG MAINTENANCE MATERIAL 14,000
65085 MINOR EQUIPMENT & TOOLS 1,800
65090 SAFETY EQUIPMENT 1,800
3806 CIVIC CENTER SERVICES 431,600
409
City of Evanston
Parks/Forestry and Recreation Department
3807 – Construction and Repair
Description of Major Activities
This business unit provides the maintenance and improvements to 46 City-owned facilities, including the Civic
Center; Service Center; Police Station and Outpost; Fire Headquarters; five fire stations; nine park shelters; seven
beach shelters; five recreation centers; Noyes Cultural Art Center; and the fountains at Fountain Square and Merrick
Rose Garden. In addition, the staff maintains the Animal Shelter; Evanston Art Center and Coach House; Civic
Center Coach House; Central Street METRA station; four parking facilities; 12 bus shelters; and many drinking
fountains and water supply outlets in the parks. The total square footage maintained exceeds 2,100,000 square feet.
Work crews handle plumbing, electrical, HVAC, carpentry, painting, concrete, masonry and tile repairs. Work orders
are received from the Facilities Administration business unit (#3805). The management of many Capital Improvement
Program projects is also performed by this business unit.
Responsibilities include:
• Manage the Computerized Maintenance Management System (CMMS) software to track work orders
• Manage the Builder software program to help predict obsolescence of existing building components
• Respond to staff requests for repairs and maintenance in each City-owned facility
• Monitor heating and air conditioning units using the Building Automation Software to provide building energy
efficiency
• Implement the preventive maintenance program
• Oversee facility-related projects funded by the Capital Improvement Program (CIP) and Community
Development Block Grant (CDBG)
FY 2009-2010 Objectives
• Finalize the rehabilitation of the Police Headquarters by April 2009 (complete the second floor project).
• Manage and complete the rehabilitation project at the Evanston Art Center Coach House by August 2009.
• Manage the addition project at the Evanston Animal Shelter and complete construction by December 2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Staff-hours tracked to work orders 16,450 17,000 17,500
Work orders completed 3,431 3,600 3,650
Total construction budget oversight $8,093,185 $5,643,000 $5,000,000
Safety / training meetings 24 24 24
Approved Adjustments in 2009-2010 Budget
410
CITY OF EVANSTON
CONSTRUCTION AND REPAIRS
3807
2008 -2009 2009 2010-
Appropriation Approved
3807 CONSTRUCTION AND REPAIRS
61010 REGULAR PAY 1,106,300
61062 SPECIAL EVENT SALARIES 13,800
61110 OVERTIME PAY 11,000
61210 LONGEVITY 20,400
61510 HEALTH INSURANCE 168,800
61615 LIFE INSURANCE 1,600
61630 SHOE ALLOWANCE 2,000
61710 IMRF 96,400
61725 SOCIAL SECURITY 72,400
61730 MEDICARE 16,900
62135 ARCHITECTURAL SERVICES 1,000
62225 BLDG MAINTENANCE SERVICES 16,200
62245 OTHER EQMT MAINTENANCE 8,000
62295 TRAINING & TRAVEL 800
62305 RENTAL OF AUTO-FLEET SER 88,300
62360 MEMBERSHIP DUES 500
62375 RENTALS 400
62509 SERVICE AGREEMENTS / CONTRACTS 37,000
64540 TELECOMMUNICATIONS - WIRELESS 12,000
65015 CHEMICALS 3,000
65020 CLOTHING 200
65050 BLDG MAINTENANCE MATERIAL 61,400
65085 MINOR EQUIPMENT & TOOLS 4,000
65090 SAFETY EQUIPMENT 2,500
3807 CONSTRUCTION AND REPAIRS 1,744,900
411
412
PART IV
OTHER FUNDS BUDGET
413
414
City of Evanston
All Funds
Operating Budget
Three Year Budget History
$219,106,277
$233,822,830
$192,974,269
$160,000,000
$200,000,000
$240,000,000
Budget Budget Budget
2007-08 2008-09 2009-10
Insurance Fund, 1.16%
Fire Pension, 3.13%Police Pension, 3.95%
Water, 7.92%
Sewer, 7.64%
Fleet Service, 2.53%
Parking, 9.31%
Southwest TIF, 0.01%
Debt Service (G.O.
Bonds), 4.99%
Downtown II TIF, 5.71%
Howard/Ridge TIF, 0.06%
West Evanston TIF, 0.03%
Capital Improvement Fund,
8.63%
Special Assessment Fund,
0.87%
Southwest II (Howard-
Hartrey) TIF, 0.36%SS District #5,
0.19%
Affordable Housing, 0.17%
Washington National TIF,
1.44%
Home, 0.22%
CDBG, 0.88%
Economic Development,
0.85%
SS District #4, 0.14%
Emergency Telephone,
0.53%
Motor Fuel Tax, 0.92%
General Fund, 38.35%
Expenditures by Fund as a percentage of Total 2009 Budget
415
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
State Allotment 2,100,039 2,100,000 1,956,273 2,100,000
Investment Earnings 82,821 55,000 20,064 55,000
Miscellaneous Income 975 - - -
Total Revenue 2,183,835 2,155,000 1,976,337 2,155,000
Operating Expenses
2008 Asbury Avenue Brick Street Project - - 122,956 -
Asbury Ave Bridge Phase II 31,449 - - -
Asbury Bridge Construction 60,507 - 1,691 -
McCormick Blvd. Construction 28,845 - - -
Ridge Avenue CMAQ Interconnect Project 478,631 - - -
Sheridan Rd./ Isabella St. Project (JT with Wilmette) - - 1,449 130,000
Sheridan Road Phase I Engineering (Evanston JT) 30,128 450,000 390,961 -
Street Resurfacing (2006) 531 - - -
Street Resurfacing (2007) 1,155,033 - - -
Street Resurfacing (2008) - 1,900,000 995,826 -
Street Resurfacing (2009) - - - 1,250,000
Traffic Signal Installation - Central/Ashland & Central/Asbury 52,832 - - -
Traffic Signal Installation - Church/Dodge 6,602 - - -
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 2,617,058 3,122,500 2,285,383 2,152,500
Net Surplus (Deficit) (433,224) (967,500) (309,046) 2,500
Beginning Fund Balance 1,947,208 1,513,984 1,204,938
Ending Fund Balance 1,513,984 1,204,938 1,207,438
Notes for Financial Summary
City of Evanston
Motor Fuel Tax Fund (Fund #200)
Expenditures by Fund as a % of the Total
2009 Budget
0.92%
Three Year Budget History
$3,122,500
$2,152,500
$2,552,500
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
416
Performance Report on FY Performance Report on FY 2008-2009 Major Program Objectives
STREET FROM TO
Chicago Avenue Madison Street Washington Street
Colfax Street McDaniel Avenue Prairie Avenue
Crain Street Asbury Avenue Ridge Avenue
Darrow Avenue Greenwood Street Grove Street
Eastwood Avenue Central Street Isabella Street
Florence Avenue Greanleaf Street Dempster Street
Greenwood Street Asbury Avenue Ridge Avenue
Livingston Street Stewart Avenue Green Bay Road
Madison Place Dead End W/ Hartrey Avenue Grey Avenue
Mulford Street Custer Avenue Callan Avenue
Sherman Avneue Simpson Street Gaffield Place
Simpson Street Asbury Avenue Ridge Avenue
South Boulevard Callan Avenue Chicago Avenue
Woodbine Avenue Livingston Street Jenks Street
2009-2010 Department Initiatives
Twelve streets are planned to be resurfaced in 2009 using MFT Funds and they are:
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 Lakie Street
Ridge Avenue Noyes Street Central Street
Simpson Street Golf Road McDaniel Avenue
South Blvd. Florence Avenue Wesley Avenue
- Isabella/Sheridan Road reconstruction project with Wilmette.
Motor Fuel Tax Funds were used to resurface the following streets in 2008-09:
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 Transporation 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.
417
City of Evanston
Emergency Telephone System Fund Summary
Emergency Telephone System Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2009-2010
Position FTE
Emergency Telephone System
Full-Time Regular Asst Communications Coord (2 @ 1 FTE)2.00
Full-Time Regular Communications Coordinator 1.00
Full-Time Regular Telecommunicator 2.00
5150 Total 5.00
Emergency Telephone System Fund Total 5.00
Expenditures by Fund as a % of
the Total 2009 Budget
0.53%
Three Year Budget History
$1,981,100
$1,243,500
$2,257,800
0
500000
1000000
1500000
2000000
2500000
3000000
Budget
2007-08
Budget
2008-09
Budget
2009-10
418
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Landline Surcharge Revenue 864,610 808,500 728,000 775,000 (33,500)
Wireless Surcharge Revenue 356,664 265,200 336,770 350,000 84,800
Interest 94,936 25,000 30,849 25,000 -
Miscellaneous Revenue 19 - 575 - -
Total Revenue 1,316,229 1,098,700 1,096,194 1,150,000 51,300
Expenditures
Operating Expense 817,252 986,100 756,713 1,000,500 14,400
Capital Replacement 136,888 995,000 716,909 243,000 (752,000)
Total Expenditures 954,140 1,981,100 1,473,622 1,243,500 (737,600)
Net Surplus (Deficit)362,089 (882,400) (377,428) (93,500) 788,900
Beginning Fund Balance 2,098,094 2,460,183 2,082,755
Ending Fund Balance 2,460,183 2,082,755 1,989,255
Unrestricted Portion of Fund Balance 2,460,183 2,082,755 1,989,255
Restricted Portion of Fund Balance - - -
Notes for Financial Summary
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: the first step in migrating the existing Computer Aided Dispatch System (CADS) from CAD6 to the
CAD400 product as well as continuing the implementation of updating computer sytems in Police cars and Fire appartatus.
Additionally, the back-up 9-1-1 Center located at the Emergency Operations Center (EOC) will be upgraded.
419
CITY OF EVANSTON
EMERGENCY TELEPHONE SYSTEM
5150
2008 -2009 2009 2010-
Appropriation Approved
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 320,100 363,100
61062 SPECIAL EVENT SALARIES 3,000 3,000
61110 OVERTIME PAY 3,000 3,000
61210 LONGEVITY 6,000 4,900
61420 ANNUAL SICK LEAVE PAYOUT 15,000 3,000
61425 ANNUAL HOLIDAY PAYOUT 2,500 2,500
61510 HEALTH INSURANCE 38,700 52,900
61615 LIFE INSURANCE 800 800
61635 UNIFORM ALLOWANCE 700 700
61710 IMRF 26,300 19,900
61725 SOCIAL SECURITY 21,600 23,400
61730 MEDICARE 5,000 5,500
62225 BLDG MAINTENANCE SERVICES 5,000 5,000
62295 TRAINING & TRAVEL 7,500 7,500
62360 MEMBERSHIP DUES 1,100 1,100
62509 SERVICE AGREEMENTS / CONTRACTS 225,500 190,600
62680 TRANSFER TO GF-DATA PROC 60,000 60,000
62685 REIMB. GF FOR ADMIN. EXP 66,000 66,000
64505 TELECOMMUNICATIONS - CARRIER L 77,000 79,600
64540 TELECOMMUNICATIONS - WIRELESS 61,800 70,000
65010 BOOKS, PUBLICATIONS, MAPS 1,300 1,300
65020 CLOTHING 1,200 1,200
65035 PETROLEUM PRODUCTS 800 800
65085 MINOR EQUIPMENT & TOOLS 28,200 24,200
65095 OFFICE SUPPLIES 3,500 3,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
65625 FURNITURE, FIXTURE & EQUIPMENT 995,000 243,000
68205 CONTINGENCIES 2,500 5,000
5150 EMERGENCY TELEPHONE SYSTEM 1,981,100 1,243,500
420
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Property Tax Revenue 436,121 445,000 461,466 328,489 (116,511)
Total Revenues 436,121 445,000 461,466 328,489 (116,511)
Expenditures
Professional Fees (Evmark)245,000 445,000 444,000 328,489 (116,511)
Total Expenditures 245,000 445,000 444,000 328,489 (116,511)
Net Surplus (Deficit)191,121 - 17,466 - -
Beginning Fund Balance 228,921 420,042 437,508
Ending Fund Balance 420,042 437,508 437,508
Unrestricted Portion of Fund Balance 420,042 437,508 437,508
Restricted Portion of Fund Balance - - -
Notes for Financial Summary
Description of Major Activities
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 EvMark, an Illinois not-for-profit corporation.
City of Evanston
Special Service Area #4 (Fund #210)
Expenditures by Fund as a % of
the Total 2009 Budget
0.14%
Three Year Budget History
$328,489
$250,000
$445,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
421
Employee Status
Description Job Type Description
2009-2010
Position FTE
Full-Time Regular CDBG Grants Administrator 1.00
Full-Time Regular Neighborhood Planner 1.00
5220 Total 2.00
Community Development Block Grant Fund Total 2.00
Community Development Block Grant Fund
CDBG
City of Evanston
CDBG Fund
Total Full-Time Equivalent Positions
Expenditures by Fund as a % of
the Total 2009 Budget
0.88%
Three Year Budget History
$2,074,176 $2,053,046
$2,234,271
$1,500,000
$2,000,000
$2,500,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
422
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Funds Provided
Annual Entitlement 2,098,222 1,929,762 1,866,531 1,872,000 5,469
Funds reallocated from prior years 276,200 51,704 51,704 56,048 4,344
Program Income 182,007 92,710 92,710 124,998 32,288
Total Funds Provided 2,556,429 2,074,176 2,010,945 2,053,046 42,101
Expenditures
CDBG Administration/Planning 291,239 329,225 330,608 330,000 775
Development Activities 1,855,190 1,744,951 1,680,337 1,723,046 (21,905)
Total Expenditures 2,146,429 2,074,176 2,010,945 2,053,046 (21,130)
NET SURPLUS (DEFICIT) 410,000 - - - 63,231
Beginning Fund Balance 12,799 422,799 422,799
Ending Fund Balance 422,799 422,799 422,799
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 422,799 422,799 422,799
NOTE: 2009/10 CDBG entitlement funds are estimated. Congress has not appropriated CDBG for the federal fiscal
year, estimate is based on a 3% reduction from 2008/09, per HUD recommendation.
Performance Report on FY 2008-2009 Major Program Objectives
City of Evanston
Community Development Block Grant (Fund #215)
Forty-three new CDBG projects totaling $2,074,176 were implemented for FY 2008/09 in addition to CDBG funded
projects/programs that continue from prior years. Staff submitted 2007/08 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 CDBG program management and on IDIS,
HUD database for reporting and financial management.
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 subrecipients 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 disablities is underway, working with Health & Human Services staff. RFP fo
the disposition of 1817 Church Street is in development.
Planning division staff began work on the 2010-2014 Consolidated Plan, which will include the new system for measuring
outcomes introduced by HUD subsequent to approval of the 2005-2009 ConPlan.
Planning staff is preparing to submit applications to the State of Illinois and Cook County for affordable housing and
community development projects eligible for funding through the Neighborhood Stabilization Program, additional federal funds
appropriated by Congress in July 2008. Evanston is not a direct recipient of funds, but has high need areas that meet all
criteria for funding. Staff has also responded to requests for information about potential projects that are eligible for CDBG
funding that could be underway within six months if Congress were to appropriate additional CDBG funding as part of an
ecomonic stimulus program. Note, Congress has not yet appropriated funds for CDBG entitlement, HOME or ESG, so
2009/10 budget figures provided above are estimates.
In addition to the CDBG Grants Administrator and Neighborhood Planner, 1.8 FTE positions are charged back to budget
element 5220 for CDBG administration: Executive Secretary Planning Division (50%), General Planner (50%), Housing
Planner (30%), Senior Accountant-Finance Department (30%), and Assistant Community Development Director, Planning
Division (20%).
The Neighborhood Planner continues to work on the zoning to implement the West Evanston Master Plan. A market analysis
and physical planning for the remaining two areas included in the West Evanston Master Plan will continue in 2009/10.
423
City of Evanston
Community Development Block Grant (Fund #215)
2009-2010 Department Initiatives
1. Continue to work with residents, businesses and community groups/nonprofits, as well as cross-departmental staff team t
identify CDBG Neighborhood Revitalization Areas (NRAs) in west and south Evanston, develop strategies to address needs
and include as part of the 2010-2014 Consolidated Plan. This will focus CDBG and other resources on key community
needs and remove public services funded by CDBG in NRAs from the spending cap on that category.
2. Continue to refine meaures and assessments for CDBG-funded programs to further improve outcomes and reporting to
HUD. Expand use of HUD's objective and outcome categories for 2009/10 Action Plan and organize multiple activities under
projects to better align with new reporting standards.
3. Continue to provide technical assistance to CDBG subrecipients, 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 as outlined in the Strategic
Plan.
5. Monitor and assess all new and ongoing CDBG-funded activities for compliance with program plans and contractual
obligations, including Davis-Bacon prevailing wage requirements.
6. Work with other funding sources, including the City's Mental Health Board, the Evanston Community Foundation and the
United Way, to improve efficiencies for organizations applying for funds from multiple sources, as well as effectiveness of
outcome reporting in order to better assess the impact on a community-wide basis.
7. Continue to seek training opportunities to ensure effective program management that complies with HUD requirements
and addresses the goals of the City's Strategic Plan.
8. Continue to expand publicity about the CDBG program to, and seek input from, low- and moderate income residents,
including those for whom English is a second language as part of the public involvement plan.
424
City of Evanston
Community Development Block Grant Fund (#215)
5220 – CDBG Administration
Description of Major Activities
This activity provides overall management of the City’s Community Development Block Grant (CDBG) program and
administrative support to coordinate planning, monitoring and implementation of CDBG projects. Specific tasks
include:
• Staff the Housing & Community Development Act Committee.
• Prepare the City of Evanston’s Consolidated Plan for 2010-2014, including the goals for CDBG, HOME and ESG
programs, activities of the Evanston Continuum of Care, and an Analysis of Impediments to Fair Housing report.
Research into community needs and providers will be conducted with citizens, non-profits serving Evanston, as
well as IHDA, HACC and other units of county, state and federal government.
• Prepare the One Year Action Plan for FY 2010/11 (City’s application to HUD for annual funding of the CDBG,
HOME and ESG programs).
• Prepare annual CAPER (Consolidated Annual Performance and Evaluation Report) for fiscal year 2009/10 that
reports the use of Evanston’s CDBG, HOME, and ESG funds to HUD.
• Financial management and record keeping for the CDBG program, including entry of all information into IDIS and
reconciliation with City's accounting system.
• Staff liaison with the U.S. Department of Housing & Urban Development (HUD) on CDBG matters.
• Provide technical assistance to citizens, neighborhood groups and local agencies.
• Management of CDBG projects with related monitoring and reporting, such as Davis/Bacon Prevailing Wage
requirements and environmental reviews.
• Neighborhood Planning function to build citizen consensus, develop comprehensive neighborhood plans and
facilitate neighborhood projects in CDBG target area neighborhoods; develop Neighborhood Revitalization Areas
for 2010-2014 Consolidated Plan.
FY 2009-2010 Objectives
• Prepare the City’s Consolidated Plan for 2010-2014 and submit to HUD for approval by January 15, 2010
• Prepare the annual CAPER and Action Plan for review and approval by the Housing & Community Development
Act Committee and City Council, and submit to HUD by May 31, 2009 and January 15, 2010, respectively.
• Provide staff support to the Housing & Community Development Act Committee, including coordination of the
CDBG application/funding process.
• Provide technical assistance and management oversight for all CDBG-funded activities carried out by sub-
recipient organizations and City departments. Prepare and submit reports and information to HUD as required
using IDIS and other formats as appropriate.
• Provide planning support to citizens and stakeholders in CDBG Target Area neighborhhods to assist in achieving
community development objectives.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Prepare and submit 2010-2014 Consolidated Plan to HUD 1/15/10
Prepare and submit annual Action Plan to HUD 1/15/08 1/15/09 1/15/10
Prepare and submit Consolidated Annual Performance and
Evaluation Report (CAPER) for prior year 5/31/08 5/31/09 5/31/10
Review beneficiary, financial and program outcome reports
from all CDBG-funded programs/projects to ensure
compliance with all CDBG program regulations 275 225 225
Review subrecipient audit reports to determine that grantees
are in compliance with the CDBG program regulations 25 26 24
Conduct site and/or desk monitoring of all CDBG-funded
projects/programs based on risk assessment; provide
technical support as needed. 50 54 50
Complete environmental review records for CDBG, HOME
and ESG program 5/10/08 5/10/09 4/15/10
Provide staff assistance to the Housing & Community
Development Act Committee 12 meetings 12 meetings 16 meetings
Approved Adjustments in 2009-2010 Budget
425
CITY OF EVANSTON
CDBG ADMINISTRATION
5220
2008 -2009 2009 2010-
Appropriation Approved
5220 CDBG ADMINISTRATION
61010 REGULAR PAY 166,600 147,900
61060 SEASONAL EMPLOYEES 12,000 15,000
61110 OVERTIME PAY 1,000 1,500
61455 REGULAR SALARIES-CHGBACKS 45,000 47,000
61510 HEALTH INSURANCE 19,300 21,100
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 200 300
61710 IMRF 12,500 13,500
61725 SOCIAL SECURITY 11,100 10,100
61730 MEDICARE 2,600 2,400
62275 POSTAGE CHARGEBACKS 2,000 2,200
62295 TRAINING & TRAVEL 2,500 2,500
62360 MEMBERSHIP DUES 1,100 1,100
62380 COPY MACHINE CHARGES 3,000 3,000
62490 OTHER PROGRAM COSTS 25,000 30,000
62552 OTHER PROF SERVICES CHGBK 1,500 1,700
62745 IMRF TRANSFER-CHARGEBACK 7,200 7,500
62750 MEDICAL INS. - CHARGEBACK 12,000 17,900
62755 LIFE INS. - CHARGEBACK 200 300
65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,200
65095 OFFICE SUPPLIES 1,000 1,100
68205 CONTINGENCIES 1,000 1,000
68210 CONTINGENCIES- CHARGEBACK 1,000 1,500
5220 CDBG ADMINISTRATION 329,200 330,000
426
ADMINISTRATION/PLANNING
CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 330,000
CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 40,000
ADMINISTRATION/PLANNING TOTAL: 370,000
PUBLIC SERVICES
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 25,000
BRUMMEL PARK NEIGHBORS COMMUNITY BUILDING PROGRAMS 2,000
EVANSTON COMMUNITY DEFENDER LEGAL & SOCIAL WORK 45,000
EVANSTON YOUTH INITIATIVE EVANSTON YOUTH INITIATIVE 2,000
LEGAL ASSISTANCE FOUNDATION OF CHICAGO EVANSTON LEGAL SERVICES 10,000
GIRL SCOUTS-CHICAGO/NW INDIANA FIT TO BE ME!5,000
OPEN STUDIO PROJECT ART & ACTION FOR AT-RISK YOUTH 3,000
YOUTH ACTION MINISTRY - SECOND BAPTIST CHURCH ANNUAL COLLEGE RETREAT 10,000
CITY -- HUMAN RELATIONS DIVISION SUMMER YOUTH EMPLOYMENT PROGRAM 45,000
YWCA EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 30,550
INTERFAITH ACTION OF EVANSTON JOB COUNSELOR FOR THE HOMELESS 2,000
YOUTH JOB CENTER OF EVANSTON YOUTH EMPLOYMENT INITIATIVE (CORE SERVICES)48,000
CONNECTIONS FOR THE HOMELESS SINGLE ADULT SERVICES PROGRAMS 4,000
INTERFAITH HOUSING CENTER OF THE NORTH SUBURBS HOMESHARING PROGRAM 14,000
CITY - COMMUNITY DEVELOPMENT ADOPT A FANCY CAN 4,000
CITY - COMMUNITY DEVELOPMENT GRAFFITI REMOVAL PROGRAM 35,000
CITY - COMMUNITY DEVELOPMENT NEIGHBORHOOD INITIATIVES FUND 4,000
PUBLIC SERVICES TOTAL: 299,550
REHABILITATION - HOUSING & COMMERCIAL
CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 100,000
CITY - COMMISSION ON AGING HANDYMAN PROGRAM 11,700
CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD FAÇADE PROGRAM 25,000
CITY - COMMUNITY DEVELOPMENT REVOLVING LOAN FUND (PROGRAM INCOME)124,998
CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 325,000
HOUSING TOTAL: 586,698
CODE ENFORCEMENT
City of Evanston
Community Development Block Grant Fund (#215)
427
PUBLIC FACILITIES & IMPROVEMENTS
CITY - PARKS/FORESTRY & RECREATION FOSTER FIELD RENOVATION - PHASE 1A 25,000
CITY - PARKS/FORESTRY & RECREATION FLEETWOOD-JOURDAIN GYM ROOF REPLACEMENT 50,000
CITY - PUBLIC WORKS ALLEY PAVING PROGRAM 89,229
CITY - PUBLIC WORKS/COMMUNITY DEVELOPMENT ALLEY SPECIAL ASSESSMENT ASSISTANCE 40,000
CITY - PUBLIC WORKS ADA CURB RAMP REPLACEMENT PROGRAM 50,000
CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 50,000
MCGAW YMCA RESIDENCE IMPROVEMENT-AIRCONDITIONING 14,000
WASHINGTON ELEMENTARY SCHOOL PTA SHADE TREES FOR R CROWN-DIST 65 PLAYGROUND 4,340
PUBLIC FACILITIES & IMPROVEMENTS TOTAL: 322,569
ECONOMIC DEVELOPMENT
EVANSTON COMMUNITY DEVELOPMENT CORP BUS DEVELOPMENT & ECONOMIC OPPORTUNITY 25,000
TECHNOLOGY INNOVATION CENTER EVANSTON BUSINESS OWNERSHIP INITIATIVE 15,000
ECONOMIC DEVELOPMENT TOTAL: 40,000
2009-2010 TOTAL ALLOCATION 2,053,046
City of Evanston
Community Development Block Grant Fund (#215)
428
Employee Status
Description Position Description
2009-2010
Position FTE
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Economic Development Planner 1.00
Full-Time Regular Executive Assistant 0.30
Full-Time Regular Economic Development Director 1.00
5300 Total 3.30
Economic Development Fund
Economic Development
City of Evanston
Economic Development
Total Full-Time Equivalent Positions
Expenditures by Fund as a % of the
Total 2009 Budget
0.85%
Three Year Budget History
$1,828,000
$1,992,700
$1,769,200
$1,000,000
$1,250,000
$1,500,000
$1,750,000
$2,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
429
CITY OF EVANSTON
Economic Development Fund (Fund #225)
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted 2009-2010
Actual Budget Actual Budget Increase
Operating Revenue:
Hotel Tax 1,538,038 1,476,800 1,601,809 1,500,000 23,200
Amusement Tax 280,732 300,000 293,158 300,000 -
Apply Fund Balance 54,000 - - (54,000)
Investment Income 72,357 - 21,244 - -
Total Revenues 1,891,127 1,830,800 1,916,211 1,800,000 (30,800)
Operating Expenditures:
Economic Development Activities 647,236 788,000 418,582 802,700 14,700
Tax Rebate Agreement - - - 500,000 500,000
Transfers to General Fund 390,000 390,000 390,000 690,000 300,000
Transfer to Maple Avenue Garage Fund 650,000 650,000 650,000 - (650,000)
Total Expenditures 1,687,236 1,828,000 1,458,582 1,992,700 164,700
Net Surplus (Deficit)203,891 2,800 457,629 (192,700) (195,500)
Beginning Fund Balance 1,294,343 1,498,234 1,955,863
Ending Fund Balance 1,498,234 1,955,863 1,763,163
Unrestricted Portion of Fund Balance 1,498,234 1,955,863 1,763,163
Restricted Portion of Fund Balance - - -
Description of Major Activities
FY 2009-2010 Objectives
Ongoing Activity Measures
2007-08
Actual 2008-09 Actual
2009-10
Projected
Economic Development Committee Meetings 11 9 10
Redevelopment Projects Assisted 10 10 8
Number of JRB Meetings 7 6 6
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.
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
430
CITY OF EVANSTON
ECON. DEVELOPMENT FUND
5300
2008 -2009 2009 2010-
Appropriation Approved
5300 ECON. DEVELOPMENT FUND
61010 REGULAR PAY 201,700 203,800
61060 SEASONAL EMPLOYEES 5,000
61110 OVERTIME PAY 1,800 1,800
61210 LONGEVITY 1,400 1,500
61510 HEALTH INSURANCE 22,300 24,300
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200 100
61710 IMRF 15,400 17,000
61725 SOCIAL SECURITY 13,000 12,800
61730 MEDICARE 3,000 3,000
62130 LEGAL SERVICES - GENERAL 10,000 10,000
62136 REDEVELOPMENT CONSULTING SVCS 70,000 70,000
62185 OTHER CONSULTING SERVICES 340,000 340,000
62275 POSTAGE CHARGEBACKS 800 800
62280 OVERNIGHT MAIL CHARGES 200 200
62285 COURIER CHARGES 800 900
62295 TRAINING & TRAVEL 3,000 3,000
62360 MEMBERSHIP DUES 12,000 12,000
62380 COPY MACHINE CHARGES 1,500 1,500
62490 OTHER PROGRAM COSTS 19,000 19,000
62660 PAYMENTS TO DEVELOPERS 500,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 5,000
65095 OFFICE SUPPLIES 800 900
65522 BUSINESS DISTRICT IMPROVEMENTS 65,000 75,000
66127 TRANSFER TO MAPLE AV GARAGE 650,000
66131 TRANSFER TO GENERAL FUND 390,000 690,000
5300 ECON. DEVELOPMENT FUND 1,828,000 1,992,700
431
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Intergovernmental Revenue 438,116 - 527,825 510,000
Investment Income 13,492 - 13,122 9,000
Total Funds Provided 451,608 - 540,947 519,000
Expenditures
Administration/Planning 102,602 - 68,560 76,500
Development Activities - - 187,186 442,500
Total Expenditures 102,602 - 255,746 519,000
NET SURPLUS (DEFICIT)349,006 - 285,201 -
Beginning Fund Balance 2,740,244 3,089,250 3,374,451
Ending Fund Balance 3,089,250 3,374,451 3,374,451
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 3,089,250 3,374,451 3,374,451
Performance Report on FY 2008-2009 Major Program Objectives
City of Evanston
HOME (Fund #240)
Three Year Budget History
$0
$519,000
$0
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
Expenditures by Fund as a % of
the Total 2009 Budget
0.22%
432
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Interest on Investments 12,944 10,000 9,627 15,000
Demolition Taxes 90,000 90,000 50,000 60,000
Developer Contributions 391,000 500,000 75,000 350,000
Rehab Repayments 10,000 3,958 1,500
Misc.115,664 1,000 4,020 5,000
Total Revenues 401,235 611,000 142,605 431,500
Expenditures
Housing - Land 79,364 128,000 - 120,000
Housing - Buildings 192,000 103,050 150,000
Tr to General Fund - Admin/salaries 24,000 24,000 24,000
Miscellaneous 1,000 17,550 112,000
Total Expenditures 79,364 345,000 144,600 406,000
Revenues Over/(Under) Expenditures 321,871 266,000 (1,995) 25,500
Beginning Fund Balance 1,688,431 2,010,302 2,008,307
Ending Fund Balance 2,010,302 2,008,307 2,033,807
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 2,010,302 2,008,307 2,033,807
NOTE: Mayor's Special Housing Fund has been consolidated into Affordable Housing Fund
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 downpayment assistance forgiveable loans.
4. Providing funding support for transitional housing, housing education, and related housing services.
City of Evanston
Affordable Housing Fund (Fund #250)
Expenditures by Fund as a % of the
Total 2009 Budget
0.17%
Three Year Budget History
$345,000
$406,000
$30,000
$0
$225,000
$450,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
433
City of Evanston
ff ( # )FY 2009-2010 Objectives
2007-2008 2008-2009 2009-2010
Ongoing Activity Measures Actual Actual Projected
2 2 2
2 3 9
40 50 60
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 in West Evanston
2. Assist two Families In Transition projects
3. Fund housing counseling and foreclosure prevention initiatives
4. Fund six downpayment assistance forgiveable 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
434
CITY OF EVANSTON
AFFORDABLE HOUSING
5465
2008 -2009 2009 2010-
Appropriation Approved
5465 AFFORDABLE HOUSING
62685 REIMB. GF FOR ADMIN. EXP 24,000 24,000
62770 MISCELLANEOUS 1,000 112,000
65505 LAND 128,000 120,000
65510 BUILDINGS 192,000 150,000
5465 AFFORDABLE HOUSING 345,000 406,000
435
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary (Fund #300)
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted Increase
Revenues: Actual Budget Actual Budget (Decrease)
Net Property Tax Increment 2,344,800 3,406,527 4,558,616 4,689,000 1,282,473
Interest Income 232,859 100,000 80,743 200,000 100,000
Total Revenue 2,577,659 3,506,527 4,639,359 4,889,000 1,382,473
Expenditures:
Series 1997 (refunded by 1999) Principal 220,000 285,000 220,000 285,000 -
Series 1997 (refunded by 1999) Interest 160,878 149,328 168,808 149,328 -
Other Operating Expense 719 50,000 285 50,000 -
Paying Agent Fees on G.O. Bonds on GO Bond - 120,000 - 120,000 -
Transfer to Sherman Garage 515,565 5,300,000 5,300,000 2,600,050 (2,699,950)
Transfer to General Fund 144,800 151,866 151,866 151,866 -
Total Expenditures 1,041,962 6,056,194 5,840,959 3,356,244 (2,699,950)
Net Surplus (Deficit) 1,535,697 (2,549,667) (1,201,600) 1,532,756 4,082,423
Beginning Fund Balance 4,273,766 5,809,463 4,607,863
Ending Fund Balance 5,809,463 4,607,863 6,140,619
Unrestricted Portion of Fund Balance (0) (0) (0)
Restricted Portion of Fund Balance 5,809,463 4,607,863 6,140,619
Description of Major Activities
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.
The city issued $3,840,000 of Series 1997 general obligation TIF bonds for this project of which $3 million was distributed to the
developer for eligible tax increment district development costs for the project. The remainder of the funds were used for
capitalized interest to pay the debt service and issuance costs of the bonds. The remainder of the debt service will be paid by
incremental property tax revenues and sales tax revenues generated from the project.
The City issued $29,270,000 in 2005 Series General Obligation Bonds. The funds are allocated as follows:
$9,540,000 pays a portion of the cost of capital improvements
$465,000 pays for additional alley improvemnets
$13,060,000 is allocated to finish constructing the new parking garage at the Sherman Plaza Development
$6,205,000 is allocated for use to refund outstanding GO Bond Series 1998
This separate Debt Service Fund is established in accordance with law and is called the Washington National Special Tax
Allocation Debt Service Fund. It will be used to account for the payment of the general obligation debt issued for the District
Three Year Budget History
$6,056,194
$1,195,678 $3,356,244
$1,000,000
$4,000,000
$7,000,000
$10,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
Expenditures by Fund as a % of the Total
2009 Budget
1.44%
436
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 420,199 433,300 451,720 440,976
Interest Income 6,654 600 351 600
Total Revenue 426,854 433,900 452,071 441,576
Expenditures
Series 2002C Bonds Principal 295,000 305,000 295,000 305,000
Series 2002C Bonds Interest 143,063 128,313 143,062 128,312
General Management Support - 500 - 500
Total Expenditures 438,063 433,813 438,062 433,812
Net Surplus (Deficit)(11,209) 88 14,009 7,764
Beginning Fund Balance 25,201 13,992 28,001
Ending Fund Balance 13,992 28,001 35,765
Unrestricted Portion of Fund Balance 0 0 0
Restricted Portion of Fund Balance 13,992 28,001 35,765
City of Evanston
Special Service Area #5 (Fund #305)
Expenditures by Fund as a % of
the Total 2009 Budget
0.19%
Three Year Budget History
$433,813 $433,812$438,563
$350,000
$400,000
$450,000
$500,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
437
Description of Major Activities
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.
The SSA# 5 portion of the Series 2002 C bonds is being retired from the annual property tax levy on the real
property located within the special service area. The debt service fund is utilized to account for the timely
retirement of these bonds.
438
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Net Property Tax Increment 1,157,312 1,580,750 1,230,915 1,322,000 (258,750)
Interest Income 157,313 160,000 56,003 165,000 5,000
Total Revenue 1,314,625 1,740,750 1,286,918 1,487,000 (253,750)
Expenditures
1994 Bonds (refunded by 1999 bonds) Principal 60,000 65,000 60,000 65,000 -
1994 Bonds (refunded by 1999 bonds) Interest 28,205 24,905 28,205 24,905 -
1996 Bonds (refunded by 1999 bonds) Principal 415,000 440,000 415,000 440,000 -
1996 Bonds (refunded by 1999 bonds) Interest 195,115 172,913 195,115 172,912 (1)
Other Expenses 113 Operating Transfer to General Fund 135,000 141,588 141,588 141,588 -
Total Expenditures 833,433 844,406 839,908 844,405 (1)
Net Surplus (Deficit)481,192 896,345 447,010 642,595 (253,750)
Beginning Fund Balance 2,327,671 2,808,863 3,255,873
Ending Fund Balance 2,808,863 3,255,873 3,898,468
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 2,808,863 3,255,873 3,898,468
Description of Major Activities
City of Evanston
Southwest II (Howard-Hartrey) Special Tax Allocation Debt Service Fund Summary (Fund #310)
The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the Howard-Hartrey TIF – on April 27, 1992. The TIF District
consists of a 23 acre site located at 2201 West Howard Street on the southwest corner of the City. The development consists of a shopping center with
several large stores. The total project cost is estimated to be $39,266,932, of which the City provided $7,390,000 in land acquisition and public
improvement costs.
On April 13, 1993, the City sold $46,820,000 in Series 1993 General Obligation Anticipation bonds. A portion of this sale provided for capitalized interest
and $5,532,750 for the redevelopment costs of this project. In addition, the City sold Series 1994 general obligation bonds on April 12, 1994, which
allocated an additional $1,857,250 to this project. The City sold $6,750,000 in general obligation bonds in 1996 to provide proceeds to refund the Series
1993 anticipation bonds dedicated to this project.
Expenditures by Fund as a % of the Total 2009
Budget
0.36%
Three Year Budget History
$844,406 $844,405$832,095
$750,000
$775,000
$800,000
$825,000
$850,000
$875,000
$900,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
439
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Net Property Tax Increment 597,858 755,398 674,545 686,000 (69,398)
Interest Income 19,497 10,000 2,509 10,000 -
Total Revenue 617,355$ 765,398$ 677,054$ 696,000$ (69,398)$
Expenditures
Series 2003 GO Bonds (refinanced 1993)
Principal 65,000 - 65,000 - -
Interest 4,631 - 4,631 - -
Contribution to Other Agencies 800,000 800,000 800,000 - (800,000)
Other Expenses 2,362 - - - -
Operating Transfer to General Fund 23,000 24,122 24,122 24,122 -
Total Expenditures and Transfers 894,993$ 824,122$ 893,753$ 24,122$ (800,000)$
Net Surplus (Deficit)(277,638)$ (58,724)$ (216,699)$ 671,878$ 730,602$
Beginning Fund Balance 339,925 62,287 (154,412)
Ending Fund Balance 62,287 (154,412) 517,466
Unrestricted Portion of Fund Balance (0) (0) (0)
Restricted Portion of Fund Balance 62,287 (154,412) 517,466
Description of Major Activities
City of Evanston
Southwest Special Tax Allocation Debt Service Fund Summary (Fund #315)
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The TIF District consists of approximately twelve acres of
contiguous land located in the area generally known as the City's southwest industrial corridor and is roughly bounded by Main Street on the north, Pitner
Avenue on the east, the North Shore channel and the Main Street Shopping Plaza on the west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990 General Obligation (GO) bonds on September 24,
1990, of which $2,100,000 of the proceeds were used for the redevelopment project. Debt service on the TIF District share of the obligation is eventually
expected to be met by property tax increment revenues derived from the project. This separate debt service fund is established in accordance with law and is
called the Southwest Special Tax Allocation Fund in order to account for the payment of the debt service associated with municipal debt issued for the
Southwest TIF District.
The TIF reimbursement to District 65 and 202 of $800,000 has been moved to the Downtown II TIF for FY2009-10
Expenditures by Fund as a % of the Total 2009
Budget
0.01%
Three Year Budget History
$824,122
$24,122
$892,635
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
440
Financial Summary
2008-09 2008-09 2009-10
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue by Source
Net Property Tax- Current 8,931,565 10,101,385 8,960,171 10,138,162 36,777
Net Property Tax- Prior Year 113,368 250,000 - - (250,000)
Capitalized Interest 345,843 - - 300,000 300,000
Bond Proceeds/Premium/ Discounts 7,486 - 51,757,506 - -
Misc Revenue 17,478 - - - -
Interest Income 185,038 225,000 63,320 200,000 (25,000)
Transfer from Special Assessment Fund 419,215 328,944 328,944 311,606 (17,338)
Transfer from General Fund 127,400 - - - -
Total Revenue 10,147,393$ 10,905,329$ 61,109,941$ 10,949,768$ 44,439$
Expenditures
Series 1997-Principal (550,000) - - - -
Series 1997-Interest (81,775) - - - -
Series 1998- Principal 480,000 - 480,000 - -
Series 1998- Interest 23,040 - 23,040 - -
Series 1999- Principal 650,000 400,000 650,000 - (400,000)
Series 1999- Interest 1,781 90,328 89,647 - (90,328)
Series 2000 - Interest 60,801 118,110 - -
Series 2000 D- Principal - 200,000 - - (200,000)
Series 2000 D- Interest - 111,000 - - (111,000)
Series 2002 C- Principal 705,000 695,000 705,000 695,000 -
Series 2002 C- Interest 241,737 206,488 241,737 206,488 -
Series 2003 - Principal 760,000 580,000 760,000 580,000 -
Series 2003 - Interest 16,119 (4,550) 16,119 4,550 9,100
Series 2003 B- Principal 85,000 330,000 85,000 330,000 -
Series 2003 B- Interest 117,316 114,873 117,316 114,873 -
Series 2004- Principal 150,000 150,000 150,000 150,000 -
Series 2004- Interest 598,850 594,725 598,850 594,725 -
Series 2004 B- Principal 1,340,000 1,415,000 1,340,000 1,415,000 -
Series 2004 B- Interest 401,337 357,788 401,337 357,788 -
Series 2005- Principal 105,000 585,000 105,000 585,000 -
Series 2005- Interest 785,550 781,875 785,550 781,875 -
Series 2006- Principal 120,000 120,000 120,000 120,000 -
Series 2006- Interest 481,577 476,898 481,577 476,898 -
Series 2006 B Bonds- Interest 604,126 604,126 604,126 604,126 -
Series 2007 - Principal 1,610,000 1,115,000 1,035,000 1,250,000 135,000
Series 2007 - Interest 1,261,800 685,577 820,119 790,374 104,797
Series 2008A - Principal - 305,000 - 195,000 (110,000)
Series 2008A - Interest - 500,000 - 149,863 (350,138)
Series 2008C - Principal - - - 341,700 341,700
Series 2008C - Interest - - - 439,626 439,626
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
Expenditures by Fund as a % of the Total
2009 Budget
4.99%
Three Year Budget History
$10,644,326
$11,666,225
$9,910,643
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
441
Series 2008D - Principal - - - 405,614 405,614
Series 2008D - Interest - - - 72,727 72,727
Series 2009- Estimated Interest/Principal - - - 300,000 300,000
General Management and Support - 200 - 5,000 4,800
Transfer out -General Fund 500,000
Escrow Funding 51,294,563
Fiscal Agent Fees 29,369 230,000 20,526 200,000 (30,000)
Total Expenditures 9,996,628$ 10,644,326$ 61,042,617$ 11,666,225$ 521,899$
Net Surplus (Deficit)150,765$ 261,003$ 67,324$ (716,457)$ (477,460)$
Beginning Fund Balance 1,022,894 1,173,659 1,240,983
Ending Fund Balance 1,173,659 1,240,983 524,526
Unrestricted Portion of Fund Balance - - 0
Restricted Portion of Fund Balance 1,173,659 1,240,983 524,526
Description of Major Activities
The property tax revenue for FY10 is on the accrual basis and represents the 2009 levy which will primarily be received in calendar year
2010 (FY11). The FY10 expenditures for general obligation bonds represent actual expected debt service payments due during FY10
(3/1/09-2/28/10).
442
City of Evanston
Downtown II Special Tax Allocation Service Fund (Fund #325)
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Net Property Tax Increment 8,257,455 10,935,956 9,207,938 9,843,000 (1,092,956)
Transfer in- Downtown II TIF Capital Project Fund - - - 3,500,674 3,500,674
Interest Income 373,037 120,000 42,269 120,000 -
Total Revenue 8,630,492 11,055,956 9,250,207 13,463,674 2,407,718
Expenditures
Series 2000C Principal 3,400,000 3,400,000 - - (3,400,000)
Series 2000C Interest 106,580 102,000 63,639 - (102,000)
Paying Agent Fees 12,154 40,000 7,126 - (40,000)
Contribution to Other Agency - - - 820,000 820,000
General Management & Support 6,481 335,000 - 401,040 66,040
Transfer Out- General Fund 325,000 325,000 325,000 325,000 -
Transfer Out- Maple Garage Fund 4,600,000 4,600,000 4,600,000 - (4,600,000) Transfer Out- Sherman Garage 1,872,829 1,872,829 1,872,829 11,800,000 9,927,171
Total Expenditures 10,323,044 10,674,829 6,868,594 13,346,040 2,671,211
Net Surplus (Deficit)(1,692,552) 381,127 2,381,613 117,634 (263,493)
Beginning Fund Balance 2,029,747 337,195 2,718,808
Ending Fund Balance 337,195 2,718,808 2,836,442
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 337,195 2,718,808 2,836,442
Description of Major Activities
FY 2009-10
FY 2009-10 marks the financial close of this historic TIF district. The assessed value of the this TIF district has multiplied by more than 50 times.
During FY 2009-10 Staff will provide a final report highlighting the total activities of the this TIF.
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.
Expenditures by Fund as a % of the Total 2009
Budget
5.71%
Three Year Budget History
$10,674,829
$11,636,829
$13,346,040
$10,000,000
$12,000,000
$14,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
443
City of Evanston
Howard-Ridge TIF (Fund #330)
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Net Property Taxes 107,364 223,987 180,678 725,000 501,013 Interest Income 7,903 - 2,462 10,000 10,000
Total Revenue 115,267 223,987 183,140 735,000 511,013
Expenditures
General Management Support 719 16,000 78,975 16,000 -
Transfer Out- General Fund 114,793 120,395 120,395 120,395 -
Transfer Out- Economic Develop.- - - - -
Transfer Out- W/N TIF - - - - -
Total Expenditures 115,512 136,395 199,370 136,395 -
Net Surplus (Deficit)(245) 87,592 (16,230) 598,605 511,013
Beginning Fund Balance 160,030 159,785 143,555
Ending Fund Balance 159,785 143,555 742,160
Unrestricted Portion of Fund Balanc 0 0 0
Balance 159,785 143,555 742,160
Description of Major Activities
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.
Expenditures by Fund as a % of the Total
2009 Budget
0.06%
Three Year Budget History
$136,395 $136,395
$130,243
$130,000
$135,000
$140,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
444
Financial Summary
2008-09 2008-09 2009-10
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenues:
Net Property Taxes 39,398 265,479 372,641 438,482 173,003
Interest Income 91 - 108 5,000 4,892
Total Revenue 39,489 265,479 372,749 443,482 177,895
Expenditures:
General Management Support 26,003 16,000 - 75,000 59,000
Transfer to General Fund 9,994 - - - -
Total Expenditures 35,997 16,000 - 75,000 59,000
Net Surplus (Deficit)3,492 249,479 372,749 368,482 118,895
Beginning Fund Balance 6,550 10,042 382,791
Ending Fund Balance 10,042 382,791 751,273
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 10,042 382,791 751,273
Description of Major Activities
FY 2009-10 Approved Changes
$75,000 is budgeted for a West Evanston development Plan as detailed in the Capital Improvements Plan.
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 parcel 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 Dempters 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.
Expenditures by Fund as a % of the Total
2009 Budget
0.03%
Three Year Budget History
$16,000
$75,000
$15,450
$0
$40,000
$80,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
445
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Bond Proceeds 14,444,980 - 9,678,902 7,821,016 7,821,016
Interfund Transfers In 1,825,000 -
Grants 535,000 - 313,000 1,778,000 1,778,000
Private Contributions 567,698 - 64,378 450,000 450,000
Miscellaneous 503,711 - - - -
Interest Income 867,191 - 293,789 500,000 500,000
Total Revenue 18,743,580 - 10,350,069 10,549,016 10,549,016
Expenditures
Capital Outlay 14,893,052 - 9,787,690 12,175,054 12,175,054
Prior Year Project Completions 7,700,000
Interfund Transfers Out 2,000,000 - 300,000 300,000 300,000
Total Expenditures 16,893,052 - 10,087,690 20,175,054 12,475,054
Net Surplus (Deficit)1,850,528 - 262,379 (9,626,038) (1,926,038)
Beginning Fund Balance 12,062,038 13,912,566 14,174,945
Ending Fund Balance 13,912,566 14,174,945 4,548,907
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 13,912,566 14,174,945 4,548,907
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.
Three Year Budget History
$0$0
$20,175,054
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2007-08
Budget
2008-09
Budget
2009-10
Budget
Expenditures by Fund as a % of the Total
2009 Budget
8.63%
446
Financial Summary
2008-2009 2008-2009 2009-2010
2007-08 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Special Assessments Collected 520,239 - 516,169 700,000
Bond Proceeds 931,206 - 514,602 -
Investment Icome 154,864 - 61,040 150,000
Total Revenue 1,606,309 - 1,091,811 850,000
Expenditures
Transfer to Debt Service Fund 419,215 - 328,944 311,606
Alley Paving Costs - - - 1,700,000
General Management Support 28,695 - - 30,000
Other Costs 31,800 - 3,393 -
Total Expenditures 479,710 - 332,337 2,041,606
Net Surplus (Deficit)1,126,599 - 759,474 (1,191,606)
Beginning Fund Balance 2,602,715 3,729,314 4,488,788
Ending Fund Balance 3,729,314 4,488,788 3,297,182
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 3,729,314 4,488,788 3,297,182
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, 100% of alley paving costs (homeowner and City share) will be paid out
of this Fund.
Three Year Budget History
$0
$2,041,606
$00
500000
1000000
1500000
2000000
2500000
2007-08
Budget
2008-09
Budget
2009-10
Budget
Expenditures by Fund as a % of
the Total 2009 Budget
0.87%
447
City of Evanston
Parking System Fund
Three Year Budget History
$19,073,350
$21,760,200
$17,107,600
$15,000,000
$18,500,000
$22,000,000
Budget Budget Budget
2007-08 2008-09 2009-10
Expenditures by Fund as a % of the
Total 2009 Budget
9.31%
Parking System Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Parking System Management
Full-Time Regular Parking Operations Clerk 3.00
Full-Time Regular Parking Manager 1.00
Full-Time Regular Parking System Supervisor 1.00
Full-Time Regular Traffic Engineering Technician 0.50
7005 Total 5.50
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 5.00
7015 Total 9.00
Parking System Fund Total 14.50
448
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Operating Revenue
Maple Avenue Garage 7,174,986 6,635,500 6,701,066 1,392,500 (5,243,000)
Sherman Avenue Garage 4,574,739 8,769,829 8,861,085 16,322,050 7,552,221
Church Street Garage 598,761 755,800 749,251 780,000 24,200
Parking Lots & Meters 2,485,005 3,276,500 2,867,907 3,051,500 (225,000)
Interest Income 461,139 225,000 270,475 255,000 30,000
Total Revenue 15,294,630 19,662,629 19,449,784 21,801,050 2,138,421
Operating Expenses
7005 - Parking System Administration 1,292,196 1,522,500 1,436,866 1,603,400 80,900
7015 - Parking Lots and Meters 866,182 977,600 810,959 999,900 22,300
7025 - Church Street Self Park 761,827 1,273,000 1,334,354 1,285,200 12,200
7036 - Sherman Avenue Garage 4,269,860 8,758,250 8,171,071 16,319,500 7,561,250
7037 - Maple Avenue Garage 2,725,439 6,542,000 5,793,270 1,552,200 (4,989,800)
Total Expenditures 9,915,504 19,073,350 17,546,520 21,760,200 2,686,850
Net Surplus (Deficit) 5,379,126 589,279 1,903,264 40,850 (548,429)
Beginning Fund Balance 27,342,378 32,721,504 34,624,768
Ending Fund Balance 32,721,504 34,624,768 34,665,618
Unrestricted Portion of Fund Balance 11,794,423 13,697,687 13,738,537
Restricted Portion of Fund Balance 20,927,081 20,927,081 20,927,081
Further Operating Expense Breakdown:
7036 Sherman Garage Activities 1,308,016 1,516,000 1,454,114 1,583,500
7036 Transfer to General Fund 42,000 42,000 42,000 42,000
7036 Debt Service Payments 1,896,672 6,150,250 6,674,957 13,644,000 7036 Reserve (Depreciation)1,023,172 1,050,000 - 1,050,000
SUBTOTAL 4,269,860 8,758,250 8,171,071 16,319,500
7037 Maple Garage Activities 1,290,718 1,232,000 1,170,074 1,304,400
7037 Tax Rebate Agreement 425,917 500,000 548,326 -
7037 Transfer to General Fund 43,000 - - -
7037 Debt Service Payments 262,833 4,120,000 4,074,870 - 7037 Reserve (Depreciation)702,971 690,000 - 247,800
SUBTOTAL 2,725,439 6,542,000 5,793,270 1,552,200
Notes for Financial Summary
The Sherman Avenue and Maple Avenue Garage Funds were consolidated with the Parking Fund in FY 2009-10.
City of Evanston
Parking Fund Summary (Fund #505)
449
Performance Report on FY 2008-2009 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 the re-classification of a Parking System Supervisor, which was completed in July 2008. A meter rate
increase in the downtown business area and an increase of the monthly garage parking rate was completed in the spring of
2008. The 2007 investigation of multi-space metering equipment has led to the installation of one device in Lot #60 and moving
forward with a second meter in Lot #14. A pilot program to evaluate a better lighting system for the Church Street Self Park
was established using fluorescent technology on the second level. Also, staff worked on the development of a reduced
monthly rate plan for the Sherman Avenue Self Park.
2009-2010 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 though newer lighting technologies.
3. Implement new on-street payment technology to allow payment of meter parking by credit card.
450
City of Evanston
Parking System Fund
7005 – Parking System Management
Description of Major Activities
This element manages, coordinates, and oversees operations related to the City's on-street and off-street parking
system and the City's civilian parking enforcement and booting operations. The on-street parking operations include
installation, maintenance, and collection of parking meters as well as the implementation and sales of residential
parking district permits, collection of parking ticket fines, and sale of city vehicle stickers. The off-street operations
include installation, maintenance, and collection at metered parking lots, reserved (permit) parking lots, and City
parking garages. All boot releases are processed by this program element, including the collection of ticket fines and
boot release fees.
This program element works with residential neighborhoods and commercial business districts to provide parking for
all of the various user groups. This element performs parking studies and recommends changes in parking
regulations in order to meet the parking demands for on-street and off-street parking.
The physical condition of the parking lots and garages is assessed and capital improvement programs developed
from this program element. Contracts for garage management and operations as well as security services and
custodial services are managed from this program element.
The Parking System Management element is also responsible for the software system which is used to issue
automated parking citations as well as to manage the database for all parking citations and the collection of parking
ticket fines and fees.
FY 2009-2010 Objectives
• Continue engineering study to review structural condition of parking garages and develop program of repairs and
cost estimates. Project initiated in FY07-08.
• Continue the conversion of single space parking meters in lots to multi-space parking meters that accept credit
cards and pay-by-cell phone technology.
• Continued development and implementation of new parking lot space rental software for invoicing and tracking
permits.
• Initiate pricing changes resulting from parking studies conducted in 20-Year Multi-Modal Transportation Plan.
• Continuation of parking staff meetings with downtown merchants and neighborhood groups to improve services
and communications.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Estimate
2009-2010
Projected
Parking Studies Performed 8 9 10
Residential parking permits sold 5,584 5,858 5,900
Evanston Vehicle City Stickers sold 4,789 4,824 4,850
Approved Adjustments in 2009-2010 Budget
451
CITY OF EVANSTON
PARKING SYSTEM MGT
7005
2008 -2009 2009 2010-
Appropriation Approved
7005 PARKING SYSTEM MGT
61010 REGULAR PAY 342,500 392,800
61060 SEASONAL EMPLOYEES 1,800
61110 OVERTIME PAY 4,500
61210 LONGEVITY 3,200 3,600
61510 HEALTH INSURANCE 53,200 68,800
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 100 100
61710 IMRF 26,000 33,000
61725 SOCIAL SECURITY 21,300 24,700
61730 MEDICARE 5,000 5,800
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 2,200 2,200
62295 TRAINING & TRAVEL 4,000 4,000
62305 RENTAL OF AUTO-FLEET SER 39,100 39,100
62360 MEMBERSHIP DUES 800 900
62380 COPY MACHINE CHARGES 800 500
62431 ARMORED CAR SERVICES 66,000 58,000
62685 REIMB. GF FOR ADMIN. EXP 602,500
64540 TELECOMMUNICATIONS - WIRELESS 5,800 5,800
65045 LICENSING/REGULATORY SUPP 4,500 5,000
65095 OFFICE SUPPLIES 1,500 1,300
66132 TRANSFER TO GF-INSURANCE 175,000
68205 CONTINGENCIES 2,500 2,500
68305 DEBT SERVICE-PRINCIPAL 170,700
7005 PARKING SYSTEM MGT 579,300 1,603,400
452
City of Evanston
Parking System Fund
7015 – Parking Lots & Meters
Description of Major Activities
This program element is responsible for installation, maintenance, and collections of over 2300 single space and
multi-space meters throughout Evanston. This element also assists with special events by covering meters and
posting temporary signage. During the winter months, this program element will support efforts to remove snow from
the parking garages.
In 2008, this section installed a multi-space parking meter in Lot 60. The intent is to implement this technology for
more parking lots in 2009.
FY 2009-2010 Objectives
• Continued installation of multi-meter systems in metered parking lots citywide.
• Introduce other meter technology to such as cell phone/in-car metering.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Estimated
2009-2010
Projected
Meters installed or relocated within system 4 12 15
Meters removed from system 2 2 2
Meters checked/repaired/batteries replaced 5,584 3,500 3,600
Meters converted (rate/time changes) 27 1235 20
Preventive maintenance to meters/locks 2,337 2,337 2,350
Meter hooding requests 251 265 270
Installation of speed bumps in alleys 53 * *
* Responsibility reassigned to Streets and Sanitation
Approved Adjustments in 2009-2010 Budget
453
CITY OF EVANSTON
PARKING LOTS & METERS
7015
2008 -2009 2009 2010-
Appropriation Approved
7015 PARKING LOTS & METERS
61010 REGULAR PAY 438,700 458,800
61060 SEASONAL EMPLOYEES 28,500 14,500
61110 OVERTIME PAY 7,500 8,000
61210 LONGEVITY 6,500 8,000
61510 HEALTH INSURANCE 77,300 84,600
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 1,000 1,000
61710 IMRF 34,100 40,100
61725 SOCIAL SECURITY 29,700 30,000
61730 MEDICARE 6,900 7,000
62230 IMPROVEMENT MAINT SERVICE 115,000 115,000
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62305 RENTAL OF AUTO-FLEET SER 72,700 72,700
62375 RENTALS 119,900 119,900
64005 ELECTRICITY 12,500 12,500
65005 AGRI/BOTANICAL SUPPLIES 6,000 6,500
65020 CLOTHING 1,000 1,000
65040 JANITORIAL SUPPLIES 1,000 1,000
65050 BLDG MAINTENANCE MATERIAL 1,500 1,500
65070 OFFICE/OTHER EQT MTN MATL 10,000 10,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
68205 CONTINGENCIES 2,500 2,500
7015 PARKING LOTS & METERS 977,600 999,900
454
City of Evanston
Parking System Fund
7025 – Church Street Self Park
Description of Major Activities
The Church Street Self Park provides approximately 600 public parking spaces in the downtown. Daily operations,
maintenance and security of the facility are performed by the City's contractor, Central Parking Systems. Major
repairs to the electrical and mechanical systems are provided by City employees or outside service companies.
Landscaping services are contracted by Evanston Place apartments and the City pays a proportional share of those
costs.
The Church Street garage was completely automated in 2007. The parking access and revenue control system was
replaced to allow credit card payments and a pay-on-foot system consistent with both Sherman Plaza and Maple
Garages.
FY 2009-2010 Objectives
• Now that the facility has been automated continue opportunities to reduce operating costs through staff
reductions (cashiering) and joint purchasing and administration with the other two facilities.
• Utilize new parking access and revenue control system to monitor utilization and occupancies on an hourly
basis 365 days per year. Provide regular management reports to the Parking Committee.
• Continue and complete consultant maintenance and structural evaluation of the facility with recommended
design repairs
• Replace the existing hps llighting in the facility with new energy efficient lighting system to improve overall
appearance and safety while reducing operating costs.
Approved Adjustments in 2009-2010 Budget
455
CITY OF EVANSTON
CHURCH STREET GARAGE
7025
2008 -2009 2009 2010-
Appropriation Approved
7025 CHURCH STREET GARAGE
62135 ARCHITECTURAL SERVICES 10,000 20,000
62225 BLDG MAINTENANCE SERVICES 4,700
62245 OTHER EQMT MAINTENANCE 35,000 31,500
62400 CONTRACT SVC-PARK GARAGE 409,500
62425 ELEVATOR CONTRACT COSTS 18,000 17,500
62450 PARKING GARAGE MANAGEMENT FEES 453,500
62509 SERVICE AGREEMENTS / CONTRACTS 31,500
64005 ELECTRICITY 75,000 80,000
64505 TELECOMMUNICATIONS - CARRIER L 5,000 17,000
65050 BLDG MAINTENANCE MATERIAL 1,000 2,400
68205 CONTINGENCIES 2,500 3,000
68305 DEBT SERVICE-PRINCIPAL 668,100
7025 CHURCH STREET GARAGE 600,000 1,285,200
456
City of Evanston
Parking System Fund
7030 – Sherman Avenue Garage Bonds
Description of Major Activities
This business element accounts for the outstanding debt service for the $2,000,000 Series 1997 Corporate Purpose
Bond. All payments are made by the Finance Department in accordance with the terms of the obligation.
Approved Adjustments in 2009-2010 Budget
This business unit has been consolidated with business unit 7005.
457
CITY OF EVANSTON
PARKING GARAGE BONDS
7030
2008 -2009 2009 2010-
Appropriation Approved
7030 PARKING GARAGE BONDS
68305 DEBT SERVICE-PRINCIPAL 165,700
7030 PARKING GARAGE BONDS 165,700
458
City of Evanston
Parking System Fund
7035 – Church Street Self Park Debt Service
Description of Major Activities
Debt Service on the $7,000,000 Series 1987 Corporate Purpose Bonds for construction of the Church St. Self Park at
525 Church Street is accounted for in this business element. All payments are made by the Finance Department in
accordance with the terms of the obligation.
Approved Adjustments in 2009-2010 Budget
This business unit has been consolidated with business unit 7025.
459
CITY OF EVANSTON
CHURCH/CHICAGO GARAGE
7035
2008 -2009 2009 2010-
Appropriation Approved
7035 CHURCH/CHICAGO GARAGE
68305 DEBT SERVICE-PRINCIPAL 673,000
7035 CHURCH/CHICAGO GARAGE 673,000
460
CITY OF EVANSTON
SHERMAN PLAZA GARAGE
7036
2008 -2009 2009 2010-
Appropriation Approved
7036 SHERMAN PLAZA GARAGE
62135 ARCHITECTURAL SERVICES 20,000
62225 BLDG MAINTENANCE SERVICES 15,000 22,700
62245 OTHER EQMT MAINTENANCE 80,200
62350 FISCAL AGENT SERVICES 100,000 100,000
62400 CONTRACT SVC-PARK GARAGE 955,000 901,700
62425 ELEVATOR CONTRACT COSTS 43,500 46,500
62509 SERVICE AGREEMENTS / CONTRACTS 93,600
62635 OTHER INSURANCE 42,000 42,000
62660 PAYMENTS TO DEVELOPERS 100,000 100,000
62705 BANK SERVICE CHARGES 28,000 28,000
64005 ELECTRICITY 180,000 190,000
64505 TELECOMMUNICATIONS - CARRIER L 6,300 30,000
65050 BLDG MAINTENANCE MATERIAL 3,000 3,500
66131 TRANSFER TO GENERAL FUND 42,000
68010 DEPRECIATION EXPENSE 1,050,000 1,050,000
68205 CONTINGENCIES 5,000 5,500
68305 DEBT SERVICE-PRINCIPAL 6,150,250 13,644,000
7036 SHERMAN PLAZA 8,758,250 1 6,319,500
461
CITY OF EVANSTON
MAPLE AVENUE GARAGE
7037
2008 -2009 2009 2010-
Appropriation Approved
7037 MAPLE AVENUE GARAGE
61010 REGULAR PAY 66,600 69,900
61510 HEALTH INSURANCE 9,700 10,600
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200 200
61710 IMRF 5,000 5,600
61725 SOCIAL SECURITY 4,100 4,300
61730 MEDICARE 1,000 1,000
62135 ARCHITECTURAL SERVICES 20,000
62225 BLDG MAINTENANCE SERVICES 5,500
62245 OTHER EQMT MAINTENANCE 26,500
62295 TRAINING & TRAVEL 500 500
62350 FISCAL AGENT SERVICES 50,000 50,000
62400 CONTRACT SVC-PARK GARAGE 820,000 815,400
62425 ELEVATOR CONTRACT COSTS 38,500 38,500
62509 SERVICE AGREEMENTS / CONTRACTS 60,800
62660 PAYMENTS TO DEVELOPERS 500,000
62705 BANK SERVICE CHARGES 28,000 28,000
64005 ELECTRICITY 168,000 168,000
64015 NATURAL GAS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 5,300 17,000
65050 BLDG MAINTENANCE MATERIAL 2,500 2,500
68010 DEPRECIATION EXPENSE 690,000 247,800
68205 CONTINGENCIES 5,000 5,500
68305 DEBT SERVICE-PRINCIPAL 4,120,000
7037 MAPLE AVENUE GARAGE 6,542,000 1,552,200
462
City of Evanston
Parking System Fund
7050 – Parking Fund Transfers
Description of Major Activities
This element provides transfers to the General Fund to offset expenses for services provided by the office
of the Director of Public Works, Transportation Division and Streets and Sanitation Division.
Approved Adjustments in 2009-2010 Budget
This business unit has been consolidated with business unit 7005.
463
CITY OF EVANSTON
TRANSFERS
7050
2008 -2009 2009 2010-
Appropriation Approved
7050 TRANSFERS
62685 REIMB. GF FOR ADMIN. EXP 602,500
66132 TRANSFER TO GF-INSURANCE 175,000
7050 TRANSFERS 777,500
464
Financial Summary
Increase
(Decrease)
Operating Revenues
Evanston 6,012,643 6,292,800 5,430,019 5,675,000 (617,800)
Skokie 3,158,396 3,238,800 2,676,164 2,803,000 (435,800)
Northwest Commission 3,620,878 3,794,000 4,820,075 3,727,000 (67,000)
Investment Earnings 548,393 100,000 170,206 100,000 -
Property Sales and Rentals 153,931 161,700 64,651 169,700 8,000
Phosphate Sales 31,076 30,500 35,509 33,500 3,000
Fees and Merchandise Sales 123,338 70,000 60,126 70,000 -
Fees and Outside Work 97,437 80,000 156,678 80,000 -
Debt Proceeds - - - 5,806,000 5,806,000
Misc Revenue 40,924 60,000 166,779 63,000 3,000
Total Revenue 13,787,015 13,827,800 13,580,207 18,527,200 4,699,400
Operating Expenses
General Support 697,634 775,300 763,515 755,700 (19,600)
Pumping 2,130,547 2,433,800 2,385,128 2,494,100 60,300
Filtration 1,798,665 2,219,600 1,983,803 2,387,800 168,200
Distribution 1,236,655 1,522,500 1,282,611 1,513,800 (8,700)
Meter Maintenance 313,627 341,200 337,153 349,600 8,400
Other Operating Expenses 899,544 934,300 856,381 1,036,600 102,300
Debt Service 150,163 620,900 579,386 966,600 345,700
Capital Outlay 35,838 5,615,900 3,988,694 6,245,000 629,100
Depreciation 1,405,617 - - - -
Transfer out (in) Insurance 2,000,000 85,000 85,000 85,000 -
Transfer out (in) Capital Improvement (2,000,000) - - - -
Transfer out (in) General Fund 162,300 162,300 162,300 162,300 -
Transfer out (in) General Fund - ROI 2,531,300 2,531,300 2,531,300 2,531,300 -
Total Expense 11,361,890 17,242,100 14,955,271 18,527,800 1,285,700
Net Surplus (Deficit)2,425,125 (3,414,300) (1,375,064) (600) 3,413,700
Beginning Fund Balance 56,787,104 59,212,229 57,837,165
Ending Fund Balance 59,212,229 57,837,165 57,836,565
Unrestricted Portion of Fund Balance 5,822,812 4,447,748 4,447,148
Restricted Portion of Fund Balance 53,389,417 53,389,417 53,389,417
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
2007-2008
Actual
2008-2009
Adopted
Budget
2009-2010
Adopted
Budget
2008-2009
Estimated
Actual
Expenditures by Fund as a % of the Total
2009 Budget
7.92%
Three Year Budget History
$17,242,100
$18,527,800
$13,548,200
$12,000,000
$16,000,000
$20,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
465
City of Evanston
Water Fund
Revenue Projections
The 2009-2010 Water Fund Revenues are projected to remain lower than previous historical projections in the
2005/06 Cost of Service Study. Revenues from water sales in 2007/08 and projections for the current year 2008/09
are approximately 5% below the original estimates. The relatively wet summer season in both of these years has
resulted in water sales below forecasts. The revenues from the Northwest Water Commission will increase by
approximately $350,000 due to the modification to 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.
Notes for Financial Summary
Water Sales in the current 2008-09 fiscal year are not projected to reach the budget targets. The cool wet summer
resulted in substantially lower water sales to Evanston residents as well as the Village of Skokie and the Northwest
Water Commission.
Performance Report on FY 2008-2009 Major Program Objectives
During FY 2008-2009, the Water Division continued to work on a number of capital improvement projects as well as
the continued maintenance and operations of the facilities.
Staff worked closely with the architects and the contractor as the 1895 suction well was rehabilitated and placed in
service in early 2008. The administration offices and the filter workshop area were also expanded. This project , as
of the end of FY 08/09, was completed with the exception of final checklist items.
The Administration Division has been reviewing the Water System section of the City Code, including those related to
fees. Revisions were passed by City Council in June to insure that the code is consistent with industry standards.
Staff developed a workforce development plan incorporating an internship, job training and mentorship approach to
work with existing employees and partner with the community to facilitate succession planning. This program has
been very successful. In addition, the public relations program promoting tap water to the public initiative has been
very successful which included the participation in the Public Works Day at the Evanston Farmer’s Market. Evanston
Water Utility reusable water bottles were given to residents who pledged to utilize these them in lieu of buying bottled
water.
The Pumping Division has been heavily involved in the preparation for an RFP for the replacement of the Supervisory
Control and Data Acquisition (SCADA) system with the plan consultant. Division Personnel are in the process of
replacing and repairing the worn parts on High Lift Pump # 8. In addition, a bearing failure on High Lift pumping unit
#9 has resulted in this unit being taken out of service. Parts are currently being machined and this piece of critical
equipment is anticipated to be back in service in the fall. The motor for High Lift # 4 had a critical failure and an
emergency purchase for a replacement motor was approved by Council in June. This motor is currently being retro-
fitted to the pump and should be back in service in the next few months.
The Filtration Division has also has been heavily involved in the preparation for an RFP for the replacement of the
Supervisory Control and Data Acquisition (SCADA) system with the plan consultant. Staff completed probing the
filter media in filters 19 to 24 to ensure these critical barriers to pathogens are functioning properly. In addition, the
filtration division is evaluating the effectiveness of the current flash mix unit as emergency repairs in recent months
indicate the unit will need to be replaced in the coming years. The staff has also been involved in completing the filter
work shop which was part of the suction well and administrative office improvement and expansion project.
Distribution Division staff has been extremely busy making the repairs and replacements that are needed in advance
of this year’s extremely aggressive street resurfacing program. In addition, the high volume of development in the
city keeps staff busy working with the contractors in coordinating the utility connections.
In addition to maintaining the City’s state of the art Automatic Meter Reading System, the Meter Division personnel
have located the underground water and sewer infrastructure at over 1295 sites to prevent damage to the City’s
infrastructure during construction. The growth in the City has generated many new services and installations and the
Division has been working closely to monitor accounts so that billings are accurately maintained.
2009-2010 Department Initiatives
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.
466
City of Evanston
Water Fund
2. In 2008-09 the Water Division embarked on a citywide campaign promoting tap water and providing water quality
education to our residents. In FY 2009-10, this program will be continued and enhanced in order to reach out to
more Evanston residents through participation in local events as well as increasing involvement with the
Evanston school systems.
3. Customer service remains a central focus, and we will be implementing new utility billing software to enable
integration of the system with other financial systems and GIS to improve our ability to provide fast and accurate
data to the public.
467
City of Evanston
Water Fund
7100 – Administration
Description of Major Activities
The administrative staff consists of the superintendent, two assistant superintendents and an executive secretary.
The superintendent guides, promotes, checks, implements and oversees the total operation of the water and sewer
utilities. This includes planning, budgeting, training, safety management, and engineering. The assistant
superintendent of field and construction services provides direct support for all construction and field services and
oversees the Distribution, Meter and Sewer Sections. The assistant superintendent of water production oversees the
Pumping and Filtration Sections, as well as the Administrative Office.
FY 2009-2010 Objectives
• To expand last year’s public relations program promoting tap water to the public into select schools and summer
camps by February 28, 2010.
• To continue implementation of the job training, internship and mentorship program within the Water & Sewer
Division promoting training and providing for future skilled labor by February 28, 2010.
• To provide successful oversight of the SCADA system design and construction through February 28, 2010.
• Complete oversight of design/study for conventional versus membrane filter technology by February 28, 2010.
• Explore the addition of new wholesale water customers and preliminary data on necessary water plant
modification to provide necessary capacity.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of General Safety Meetings Held 12 12 12
Total workdays lost due to injury (goal 0) 19 112 5.00
Number of tap water promotion presentations given 2 6
Number of individuals enrolled in the mentorship
program 5 6
Approved Adjustments in 2009-2010 Budget
468
CITY OF EVANSTON
WATER GENERAL SUPPORT
7100
2008 -2009 2009 2010-
Appropriation Approved
7100 WATER GENERAL SUPPORT
61010 REGULAR PAY 416,900 378,300
61060 SEASONAL EMPLOYEES 9,400 8,600
61071 INTERNSHIP PROGRAM 12,500 12,500
61072 JOB TRAINING PROGRAM 62,400 62,400
61510 HEALTH INSURANCE 38,700 42,300
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 300 400
61710 IMRF 31,400 37,700
61725 SOCIAL SECURITY 26,300 28,600
61730 MEDICARE 6,100 6,700
62210 PRINTING 8,000 6,000
62215 PHOTOGRAPHERS/BLUEPRINTS 1,200
62235 OFFICE EQUIPMENT MAINT 1,900 1,900
62245 OTHER EQMT MAINTENANCE 11,000 26,000
62275 POSTAGE CHARGEBACKS 3,000 3,000
62295 TRAINING & TRAVEL 25,000 25,700
62305 RENTAL OF AUTO-FLEET SER 49,700 49,700
62315 POSTAGE 2,500 2,500
62341 INTERNET SOLUTION PROVIDERS 1,500 1,600
62360 MEMBERSHIP DUES 5,000 5,100
62380 COPY MACHINE CHARGES 300 100
62381 COPY MACHINE LEASES 4,200 4,200
62420 MWRD FEES 7,300 7,700
62463 WATER MAINTENANCE CONTRACTS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 6,000 6,000
64540 TELECOMMUNICATIONS - WIRELESS 3,900 3,900
65010 BOOKS, PUBLICATIONS, MAPS 7,300 7,300
65020 CLOTHING 7,000 5,000
65040 JANITORIAL SUPPLIES 1,600 2,000
65050 BLDG MAINTENANCE MATERIAL 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 15,000 10,000
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 5,000 5,500
65105 PHOTO/DRAFTING SUPPLIES 400 500
7100 WATER GENERAL SUPPORT 775,300 755,700
469
City of Evanston
Water Fund
7105 – Pumping Division
Description of Major Activities
This program element operates the low lift and high lift pumping units. The six low lift pumps, with a daily rated
capacity of 130 million gallons, take water from the intake system and pump it to the treatment plant. Eight high lift
pumps, with a daily rated capacity of 147 million gallons, pump the finished treated water to the distribution system.
Water plant operators, working rotating shifts on a weekly basis, provide around-the-clock supervision. The
mechanics maintain and repair the pumping units, hydraulic and electric controls, instruments, electric switch gear,
standby engines, heating plant, pipe systems, building and grounds.
The Pumping Division also operates and maintains four booster pumping stations with seven pumps, two 4.9 million
gallon storage tanks, one 5 million gallon storage tank, and one 7.5 million gallon storage tank. All equipment is
remotely controlled to maintain pressure in the distribution system. This element also provides pumping to the
Northwest Water Commission and remotely controls an in-line booster station with three booster pumps and control
valves at the Northwest Water Commission reservoir.
FY 2009-2010 Objectives
• To assist in the implementation of the Supervisory Control and Data Acquisition (SCADA) System.
• To disassemble, inspect and make all necessary repairs and replace worn parts on High Lift Pumping Unit #2
and Unit # 9 by February 28, 2010.
• To assist in the Phase I and II Design for the Zebra Mussel Control System.
• To assist in the design and installation of a heating system for the 54” intake to reduce the formation of
frazil/anchor ice.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of inspections made of critical facilities to insure
operations 52 52 52
High and low lift pumps receiving preventative
maintenance 14 14 14
Engines inspected and lubricated 12 12 12
Billions of gallons pumped per year 16 16 16
Percent of time that discharge pressure is greater than
45 psi 100 100
Number of unplanned downtime incidents on critical
equipment 0 0
Approved Adjustments in 2009-2010 Budget
470
CITY OF EVANSTON
PUMPING
7105
2008 -2009 2009 2010-
Appropriation Approved
7105 PUMPING
61010 REGULAR PAY 754,400 784,000
61060 SEASONAL EMPLOYEES 4,800 4,800
61110 OVERTIME PAY 22,600 25,000
61210 LONGEVITY 5,600 11,200
61510 HEALTH INSURANCE 106,300 116,300
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,500 1,400
61710 IMRF 58,900 67,500
61725 SOCIAL SECURITY 48,600 50,800
61730 MEDICARE 11,300 11,900
62230 IMPROVEMENT MAINT SERVICE 8,000 8,000
62245 OTHER EQMT MAINTENANCE 9,100 9,100
62360 MEMBERSHIP DUES 400 400
64005 ELECTRICITY 1,185,000 1,185,000
64015 NATURAL GAS 146,500 146,500
64505 TELECOMMUNICATIONS - CARRIER L 2,400 1,800
64540 TELECOMMUNICATIONS - WIRELESS 1,200 1,200
65020 CLOTHING 800 800
65035 PETROLEUM PRODUCTS 12,300 13,200
65040 JANITORIAL SUPPLIES 2,000 2,200
65050 BLDG MAINTENANCE MATERIAL 2,700 2,700
65070 OFFICE/OTHER EQT MTN MATL 45,300 46,200
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 1,000 1,000
7105 PUMPING 2,433,800 2,494,100
471
City of Evanston
Water Fund
7110 – Filtration Division
Description of Major Activities
The Water Filtration Division provides supervision for the operation of the Evanston Water Treatment Facility,
including chemical storage facilities, chemical feed equipment, mixing and settling basins and the filter and backwash
system. Filter plant operators work rotating shifts, with one operator on duty at all times, to monitor the operation of
all treatment equipment, perform laboratory tests and make adjustments as needed to meet water demands that vary
with the seasons, weather, and time of day.
Maintenance personnel perform maintenance and repairs of 24 filters, chemical feeders, control equipment, motors,
pipe systems and other systems related to the water treatment process in order to provide reliable service. The
buildings and grounds assigned are also maintained by division personnel. Comprehensive maintenance is
performed twice per year on the flocculating equipment, settling basins, detention tanks and clear wells.
Metropolitan Water Reclamation District of Greater Chicago user charges for basin sludge disposal are funded in this
element. The water chemist monitors and tests the quality of the water at various stages of its treatment. The latest
technology available and modern instruments are used in the analysis of the finished water. Changes in chemical
feed rates are made by the chief of the filtration division and chemist to provide water of the best possible quality with
the lowest expenditure for chemicals. Dutch Elm cultures are analyzed by the chemist for the Division of Parks and
Forestry.
FY 2009-2010 Objectives
• To utilize in-house manpower to construct the loading dock of the filter shop expansion by February 28, 2010.
• Participate in the process regarding the use of conventional versus membrane filter technology.
• To assist in the installation and implementation of the Supervisory Control and Data Acquisition (SCADA) by
February 28, 2010.
• To increase the reliability of the filter turbidity monitoring system installing a new system by February 28, 2010 as
part of the SCADA implementation.
• To initiate and implement a comprehensive pipe labeling and valve identification nameplate system.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of times the settling basins and slow mix
equipment are cleaned and inspected 2 2 2
Number of times the underground chemical storage
tanks are cleaned and inspected 7 7 7
Number of wash water pumps inspected and
maintained 4 4 4
Number of filters inspected and probed annually 24 24 24
Billion gallons of water treated per year 17 16 16
Number of Water Quality treatment violations 0 0 0
Approved Adjustments in 2009-2010 Budget
472
CITY OF EVANSTON
FILTRATION
7110
2008 -2009 2009 2010-
Appropriation Approved
7110 FILTRATION
61010 REGULAR PAY 926,200 954,700
61110 OVERTIME PAY 18,700 23,000
61210 LONGEVITY 16,500 17,900
61510 HEALTH INSURANCE 135,300 148,000
61615 LIFE INSURANCE 1,400 1,400
61630 SHOE ALLOWANCE 1,700 1,800
61710 IMRF 72,400 81,500
61725 SOCIAL SECURITY 59,300 61,200
61730 MEDICARE 13,800 14,300
62245 OTHER EQMT MAINTENANCE 15,000 5,400
62360 MEMBERSHIP DUES 400 400
62420 MWRD FEES 425,000 446,500
62465 OUTSIDE LABARATORY COSTS (HLTH 20,700 20,400
64540 TELECOMMUNICATIONS - WIRELESS 2,100 1,200
65005 AGRI/BOTANICAL SUPPLIES 1,000 1,000
65015 CHEMICALS 375,000 468,000
65020 CLOTHING 1,000 1,000
65030 PHOSPHATE CHEMICALS 55,000 61,000
65035 PETROLEUM PRODUCTS 2,300 2,300
65040 JANITORIAL SUPPLIES 1,400 1,400
65050 BLDG MAINTENANCE MATERIAL 3,300 3,300
65070 OFFICE/OTHER EQT MTN MATL 49,000 49,000
65075 MEDICAL & LAB SUPPLIES 20,000 20,000
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,500 1,500
7110 FILTRATION 2,219,600 2,387,800
473
City of Evanston
Water Fund
7115 – Distribution
Description of Major Activities
The Water Distribution element repairs water mains and a portion of customer service lines, replaces or adjusts
service boxes and valve vaults, and inspects and maintains fire hydrants. Additions are made to the distribution
system (i.e. short sections of water mains, valves, hydrants and new service taps) and routine maintenance is
performed with equipment and personnel funded from this program element.
Other services include; maintenance and repair of water meters; replacement of water pipes when disrupted in
digging, backfilling, and temporary asphalt of street openings; locations and measurements of services/mains for
other utilities or contractors; operation of system elements in support of construction and maintenance by contractors
or other city departments; snow plowing assigned parking lots; removal of snow around hydrants; and the on-the-job
training of personnel.
FY 2009-2010 Objectives
• To review the distribution system and install and/or repair the infrastructure on streets scheduled for the
2009/2010 resurfacing program by February 28, 2010.
• To install all needed water distribution infrastructure in preparation for the Sheridan Road street
improvement project.
• To continue to assist contractors.
• To look at areas in need of Fire Hydrants (Dead ends or too far apart).
• To install new valves and hydrants to assist City contractors on water main replacement or new install.
• To repair all water leaks.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of hydrants repaired 99 33 55
Number of hydrants replaced/installed 20 30 30
Number of water main breaks repaired 36 52 60
Number of water services repaired 49 23 50
Number of valves replaced/installed 32 75 30
New water services installed 61 57 50
Approved Adjustments in 2007-2008 Budget
474
CITY OF EVANSTON
DISTRIBUTION
7115
2008 -2009 2009 2010-
Appropriation Approved
7115 DISTRIBUTION
61010 REGULAR PAY 656,000 660,400
61060 SEASONAL EMPLOYEES 5,200 6,200
61110 OVERTIME PAY 63,200 63,200
61210 LONGEVITY 10,200 12,300
61510 HEALTH INSURANCE 106,300 116,300
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,400 1,400
61710 IMRF 54,900 60,700
61725 SOCIAL SECURITY 45,300 45,500
61730 MEDICARE 10,600 10,600
62225 BLDG MAINTENANCE SERVICES 3,500 3,500
62230 IMPROVEMENT MAINT SERVICE 51,000 51,000
62245 OTHER EQMT MAINTENANCE 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 232,000 232,000
62360 MEMBERSHIP DUES 300 300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 50,000 50,000
64540 TELECOMMUNICATIONS - WIRELESS 7,700 7,400
65020 CLOTHING 1,600 1,600
65050 BLDG MAINTENANCE MATERIAL 1,200 1,200
65051 MATERIALS- STREETS DIVISION 26,300 27,600
65055 MATER. TO MAINT. IMP.180,200 150,000
65070 OFFICE/OTHER EQT MTN MATL 7,000 4,000
65085 MINOR EQUIPMENT & TOOLS 3,500 3,500
65090 SAFETY EQUIPMENT 1,000 1,000
7115 DISTRIBUTION 1,522,500 1,513,800
475
City of Evanston
Water Fund
7120 – Meter Maintenance
Description of Major Activities
The Water Meter Maintenance element provides for the coordination of activities related to the metering and billing of
water usage. Division employees establish accounts for new customers, review water usages prior to billings,
prepare special billings for air conditioning and fire services and provide customer service for all activities related to
water meters and water billing. Meter Division employees coordinate and monitor the work of two Water Services
Workers in the Distribution Division. These employees maintain the water meters and remote meter reading
equipment, shut off water for delinquent payment, locate boxes and shut off water for plumbing repairs, collect water
samples for water quality testing and perform JULIE locates for excavators.
FY 2009-2010 Objectives
• To complete the process of conversion from the old MSI to the new Harris Northstar water billing software by
February 28, 2010.
• To replace 300 of the older style residential meters (Trident 8s) which were installed in 1985 with the new style
meters that include leak detectors and better resolution for meter reading by February 28, 2010.
• Test 20 largest meters in Evanston distribution system by February 28, 2010.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
New Meters installed with MTU devices 82 86 100
Final Bills processed for payment at time of transfer 593 512 800
Special trash pickup fees added to water bills 1,972 1,727 2,000
Meter exchanges by meter shop 308 302 300
Number of inspections to investigate problems 285 247 250
Number of MTU Repairs 450 411 400
Number of Underground Utility Locations Performed 4,702 4,170 4,000
Large meters tested for accuracy 20
Approved Adjustments in 2009-2010 Budget
476
CITY OF EVANSTON
WATER METER MAINTENANCE
7120
2008 -2009 2009 2010-
Appropriation Approved
7120 WATER METER MAINTENANCE
61010 REGULAR PAY 166,800 168,800
61110 OVERTIME PAY 1,100 1,100
61210 LONGEVITY 2,700 2,900
61510 HEALTH INSURANCE 29,000 31,700
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 100 100
61710 IMRF 12,800 14,200
61725 SOCIAL SECURITY 10,500 10,600
61730 MEDICARE 2,500 2,500
62210 PRINTING 1,000 1,100
62245 OTHER EQMT MAINTENANCE 9,800 9,800
62305 RENTAL OF AUTO-FLEET SER 49,500 49,500
62360 MEMBERSHIP DUES 200 200
64540 TELECOMMUNICATIONS - WIRELESS 2,900 2,200
65070 OFFICE/OTHER EQT MTN MATL 52,000 54,600
7120 WATER METER MAINTENANCE 341,200 349,600
477
City of Evanston
Water Fund
7125 – Other Operating Expenses
Description of Major Activities
This element provides for special operating expenses such as worker's compensation insurance, property insurance,
water billing and other administrative charges paid to the City's General Fund. These expenditures reflect services
and personnel charges that are not ongoing, or are not generally anticipated in multiple budget years. Operating
expenses that are directly related to the operation and maintenance of Evanston’s water system are accounted for in
other Water Fund accounts, such as Administration, Pumping, Filtration, Distribution, and Meter Maintenance.
Approved Adjustments in 2009-2010 Budget
478
CITY OF EVANSTON
OTHER OPERATIONS
7125
2008 -2009 2009 2010-
Appropriation Approved
7125 OTHER OPERATIONS
62180 STUDIES 37,500 105,000
62315 POSTAGE 17,900 18,200
62340 COMPTER LICENSE & SUPP 45,800 59,800
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 2,500 3,000
62680 TRANSFER TO GF-DATA PROC 90,700 90,700
62685 REIMB. GF FOR ADMIN. EXP 484,000 484,000
65080 MERCHANDISE FOR RESALE 50,000 70,000
66132 TRANSFER TO GF-INSURANCE 140,400 140,400
66138 TRAN TO GF- PUB.WORKS SUPPORT 18,500 18,500
66139 TRAN TO GF - WORKERS COMP.31,000 31,000
68205 CONTINGENCIES 1,000 1,000
7125 OTHER OPERATIONS 934,300 1,036,600
479
City of Evanston
Water Fund
7130 – Water Capital Outlay
Description of Major Activities
This element provides for the scheduled replacement of existing capital equipment as well as any required additions
to the inventory of equipment in the water system. The expenditures reflected here do not represent the large capital
projects undertaken by the water department and which are generally funded through the Capital Improvement Plan.
Information regarding large multi-year capital improvement projects can be found in the Capital Improvement Plan,
located at the back of the City of Evanston Budget.
Approved Adjustments in 2009-2010 Budget
480
CITY OF EVANSTON
WATER CAPITAL OUTLAY
7130
2008 -2009 2009 2010-
Appropriation Approved
7130 WATER CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 7,800 1,600
65702 WATER GENERAL PLANT 108,100 6,243,400
7130 WATER CAPITAL OUTLAY 115,900 6,245,000
481
City of Evanston
Water Fund
7160 – 7185 Transfers
Description of Major Activities
This element assures that the appropriate amount of funding is transferred to the water utility depreciation reserve,
bond reserve and improvement and extension accounts. Funds from the depreciation reserve and improvement and
extension account provide monies for the 2009/10 Capital Improvement Program. Funds are transferred to the
General Fund as a return on investment.
Approved Adjustments in 2009-2010 Budget
482
CITY OF EVANSTON
TRANSFER TO G/F - ROI
7160
2008 -2009 2009 2010-
Appropriation Approved
7160 TRANSFER TO G/F - ROI
66020 TRANSFERS TO OTHER FUNDS 2,531,300 2,531,300
7160 TRANSFER TO G/F - ROI 2,531,300 2,531,300
483
CITY OF EVANSTON
TRANSFER TO GEN FUND - OPER
7180
2008 -2009 2009 2010-
Appropriation Approved
7180 TRANSFER TO GEN FUND - OPER
66140 TRANSFER TO GF- OPERATING CASH 162,300 162,300
7180 TRANSFER TO GEN FUND - OPER 162,300 162,300
484
City of Evanston
Water Fund
7200 – Debt Service
Description of Major Activities
In 1999, the City issued Series 1999 Water Revenue Bonds in the amount of $3,500,000. The 2009/10 debt service
payment on this issue is $315,800.
In September, 2002 the City issued Series 2002 Water Revenue Refunding Bonds in the amount of $2,400,000. The
proceeds were used to retire the 1992 Water Revenue Bonds. The 2009/10 debt service payment on the issue is
$273,900.
Approved Adjustments in 2009-2010 Budget
485
CITY OF EVANSTON
WATER DEBT SERVICE
7200
2008-2009 2009-2010
Appropriation Approved
7245 1999 WATER REV BONDS D.S. 316,100 315,800
7250 2002 WATER REVENUE BONDS D.S. 304,800 650,800
Total(s) 620,900 966,600
486
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Operating Revenues
Operations 14,237,895 961,300 13,957,567 14,238,968 13,277,668
Capital Improvement Account - 1,048,800 - - (1,048,800)
Debt Service - 14,015,900 - - (14,015,900)
Debt Proceeds 8,022,763 452,400 452,400
Investment Earnings 277,292 150,000 121,612 150,000 -
Miscellaneous 605 24,000 - 25,000 1,000
Fund balance applied - - - - -
Total Revenue 14,515,792 16,200,000 22,101,942 14,866,368 (1,333,632)
Operating Expenses
Sewer Operations 1,532,665 1,951,900 1,648,034 1,889,600 (62,300)
Other Operating Expenses 318,970 351,000 330,947 315,600 (35,400)
Capital Outlay 6,268 42,300 51,737 33,000 (9,300)
Capital Improvement Account 328,746 4,290,874 5,996,514 1,575,200 (2,715,674)
Depreciation 3,086,647 -
Debt Service 3,698,723 14,015,900 12,462,055 14,054,700 38,800
Total Expenses 8,972,019 20,651,974 20,489,287 17,868,100 (2,783,874)
Net Surplus (Deficit) 5,543,773 (4,451,974) 1,612,655 (3,001,732) 1,450,242
Beginning Fund Balance 87,282,617 92,826,390 94,439,045
Ending Fund Balance 92,826,390 94,439,045 91,437,313
Unrestricted Portion of Fund Balance 5,971,715 7,584,370 4,582,638
Restricted Portion of Fund Balance 86,854,675 86,854,675 86,854,675
City of Evanston
Sewer Fund Summary (Fund #515)
Expenditures by Fund as a % of the
Total 2009 Budget
7.64%
Three Year Budget History
$17,868,100
$20,651,974
$16,442,300
$16,000,000
$17,000,000
$18,000,000
$19,000,000
$20,000,000
$21,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
487
Notes for Financial Summary
Revenue Projections
Performance Report on FY 2008-2009 Major Program Objectives
2009-2010 Department Initiatives
Sewer Fund revenues are forecasted to be below budget for the fiscal year 2008/09. The cool wet summer resulted in
substantially lower water sales to Evanston residents.
Important Note: For actual data above, debt service principal payments have been reclassified against the outstanding debt
payable and not shown as an expense. In addition, as in the case with accrual basis accounting, depreciation expense is
included in the actual (but not budget) numbers above.
The 2008-09 approved appropriation for capital expenses includes costs for the funding of select capital improvement
projects that had previously been reflected in the CIP. These expenditures were moved to more accurately reflect the source
of funding.
2009-2010 Revenue projections are consistent with the recently completed Sewer Fund Cost of Service Study and are based
on estimated water sales to Evanston residents.
During the 2008-2009 Fiscal Year construction on the final phase of the Long Range Sewer Improvement Program
continued. Construction began on the Basin S82B Sewer work. This work involves the replacement of portions of the
existing combined sewer and water main and the installation of relief sewers in the areas south of Noyes St., east of
Sherman Ave and east of Sheridan Rd. Basin S82B has been broken into two contracts with final completion scheduled for
2009. These projects represent the final phase of the Long Range Sewer Improvement Program and completion of the
largest public works project ever undertaken by the City.
The Sewer Division crews have cleaned over 2800 catch basins and flushed over 25,000 feet of sewer pipe during fiscal year
2008-09. Sewer crews are now completing all of the catch basin cleaning with in-house manpower and equipment. Pipeline
cleaning is also primarily done by city staff with the exception of large diameter lines that require heavy cleaning.
1. In 2009-10, the Sewer Division will be working to evaluate the completed Long Range Sewer Improvement program to
determine areas that may require extension of the relief sewer system to mitigate street flooding and basement sewer backup.
2. In 2009-10, the Sewer Division will be working toward making real time data available to crews in the field electronically by
piloting the use of wireless technology in the field. This will increase efficiencies in operations.
488
City of Evanston
Sewer Fund
7400 – Sewer Operations & Maintenance
Description of Major Activities
The ongoing tasks of the Sewer Maintenance division are to rod sewer lines, clean, repair and replace catch basins
and manholes, replace old sewer pipes that have deteriorated, televise sewer lines for use in planning and prioritizing
division activities and adjust frames and grates on street resurfacing projects. Maintenance activities occur either on
a routine basis, in known trouble areas, or when lines are obstructed or backed up due to a pipe failure.
Miscellaneous work includes restoration of lawns or parkways damaged by sewer system work, maintenance of the
south tank storage area, inspection and personal contact with residents to identify sewer problems and determine
responsibility (private or City), and assistance to other departments in emergency repair work and snow plowing.
FY 2009-2010 Objectives
• To televise all sewers located on streets included in the 2010 street resurfacing plan by February 28, 2010.
• To clean 15,000 feet of 24 inch or larger sewer main with in-house equipment and manpower by February 28,
2010.
• To complete 15 sewer spot repairs with in-house equipment and manpower by February 28, 2010.
• To oversee the successful rehabilitation of 15 manholes using cement and epoxy coating to extend the life of
these essential assets by February 28, 2010.
• Create a comprehensive sewer information brochure to meet MS4 requirements on public outreach by
December 31, 2009.
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of repairs made to manholes, basins & inlets 226 166 150
Number of catch basins and inlets cleaned 4,162 3,450 3,500
Number of feet of sewer pipe rodded 54,063 63,878 55,000
Approved Adjustments in 2009-2010 Budget
489
CITY OF EVANSTON
SEWER MAINTENANCE
7400
2008 -2009 2009 2010-
Appropriation Approved
7400 SEWER MAINTENANCE
61010 REGULAR PAY 902,300 841,600
61060 SEASONAL EMPLOYEES 4,800 4,800
61110 OVERTIME PAY 27,600 27,600
61210 LONGEVITY 9,800 8,700
61510 HEALTH INSURANCE 135,300 148,000
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,600 1,800
61710 IMRF 70,800 72,300
61725 SOCIAL SECURITY 58,300 54,100
61730 MEDICARE 13,600 12,700
62230 IMPROVEMENT MAINT SERVICE 18,000 18,000
62245 OTHER EQMT MAINTENANCE 6,000 6,000
62295 TRAINING & TRAVEL 5,000 5,600
62305 RENTAL OF AUTO-FLEET SER 258,600 258,600
62315 POSTAGE 17,900 18,200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 50,000 50,000
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 5,000 3,000
62461 SEWER MAINTENANCE CONTRACTS 225,000 215,000
64540 TELECOMMUNICATIONS - WIRELESS 6,900 6,900
65015 CHEMICALS 2,000 2,000
65020 CLOTHING 1,600 1,600
65040 JANITORIAL SUPPLIES 400 400
65051 MATERIALS- STREETS DIVISION 26,300 27,600
65055 MATER. TO MAINT. IMP.74,400 74,400
65070 OFFICE/OTHER EQT MTN MATL 9,200 6,700
65085 MINOR EQUIPMENT & TOOLS 3,500 3,500
65090 SAFETY EQUIPMENT 1,000 3,500
68205 CONTINGENCIES 800 800
7400 SEWER MAINTENANCE 1,951,900 1,889,600
490
City of Evanston
Sewer Fund
7410 – Other Operating Expenses
Description of Major Activities
This element provides for special operating expenses including pension contributions, service charge bill and
administrative charges paid to the City's General Fund. These expenditures reflect services and personnel charges
that are not ongoing, or are not generally anticipated in multiple budget years. Operating expenses that are directly
related to the operation and maintenance of Evanston’s sewer system are accounted for in the Sewer Operations and
Maintenance business unit.
Approved Adjustments in 2009-2010 Budget
491
CITY OF EVANSTON
SEWER OTHER OPERATIONS
7410
2008 -2009 2009 2010-
Appropriation Approved
7410 SEWER OTHER OPERATIONS
62110 AUDITING 2,500 2,500
62180 STUDIES 37,500
62340 COMPTER LICENSE & SUPP 2,100
62421 NPDES FEES - SEWER 21,000 21,000
62680 TRANSFER TO GF-DATA PROC 69,700 69,700
62685 REIMB. GF FOR ADMIN. EXP 72,500 72,500
66132 TRANSFER TO GF-INSURANCE 108,400 108,400
66139 TRAN TO GF - WORKERS COMP.39,400 39,400
7410 SEWER OTHER OPERATIONS 351,000 315,600
492
City of Evanston
Sewer Fund
7415 – Sewer Capital Outlay
Description of Major Activities
This element provides for scheduled replacements or additions to the capital equipment of the sewer system. The
expenditures reflected here do not represent the large capital projects undertaken by the sewer department and
which are generally funded through the Capital Improvement Plan. Information regarding large multi-year capital
improvement projects can be found in the Capital Improvement Plan, located at the back of the City of Evanston
Budget.
Approved Adjustments in 2009-2010 Budget
493
CITY OF EVANSTON
CAPITAL OUTLAY
7415
2008 -2009 2009 2010-
Appropriation Approved
7415 CAPITAL OUTLAY
65625 FURNITURE, FIXTURE & EQUIPMENT 42,300 33,000
7415 CAPITAL OUTLAY 42,300 33,000
494
City of Evanston
Sewer Fund
7420 – Capital Improvement Account
Description of Major Activities
In order to reduce backups and basement flooding, sewer improvements are required to either replace or repair
existing sewers that have experienced structural failures, or to increase the size of sewers that are too small to
convey an adequate amount of storm water during intense rainstorms. Funding in this element provides for
emergency repairs, improvements required when the surface of the street is affected by special assessment paving
projects or resurfacing, catch basin replacements, and sewer lining. In addition, funds are provided to the General
Fund for administrative expenses.
Ongoing Activity Measures
2007-2008
Actual
2008/2009
Actual
2009-2010
Projected
Number of feet of sewer replaced by contract 2,234 26 1,800
Number of feet of sewer pipeline reconstructed using a liner 5,242 6,697 5,200
Number of catch basins and manholes replaced by contract 33 31 30
Number of catch basins and manholes rehabilitated 80 32 70
Approved Adjustments in 2009-2010 Budget
495
CITY OF EVANSTON
SEWER IMPROVEMENTS
7420
2008 -2009 2009 2010-
Appropriation Approved
7420 SEWER IMPROVEMENTS
62461 SEWER MAINTENANCE CONTRACTS 250,000 250,000
65515 OTHER IMPROVEMENTS 675,000 1,201,400
66138 TRAN TO GF- PUB.WORKS SUPPORT 123,800 123,800
7420 SEWER IMPROVEMENTS 1,048,800 1,575,200
496
City of Evanston
Sewer Fund
7490 – Sewer Debt Service
Description of Major Activities
The Long Range Sewer Improvement Program is comprised of approximately $211,500,000 of improvements to the
City’s sewer system to eliminate basement sewer backups and mitigate street flooding as outlined in the Sewer
System Facilities Plan Report. The majority of the funding for these improvements has been obtained from the Illinois
Environmental Protection Agency (IEPA) revolving loan program. A portion of the funding has been obtained from
GO Bonds. The total debt service for repayment of these obligations in FY 2008/2009 is anticipated to be
$14,019,900. A summary of the debt service is provided below.
In 1991, the city entered into a loan agreement with the IEPA for Phase I of the planned long-range improvements as
outlined in the Sewer System Facilities Plan Report. In 1992 GO bonds totaling $23,700,000 were sold to finance
construction of the Phase II improvements. G.O. Anticipation bonds to finance the Phase III improvements, including
the Main Street Combined Sewer Project, were sold in 1993 in the amount of $22,175,000. Also during 1993 the City
received approval from the IEPA Loan Fund for $10,840,969 in loan funds to cover a portion of the Phase III costs.
As a result of these loan funds, the net amount due from G.O. bond sales for Phase III improvements was reduced to
$12,180,000.
Funding from the IEPA for the Phase III improvements was provided in three separate agreements; Main Street
Combined Sewer and Phase III, Contract A and Contract B. The Phase IV IEPA loan funding was provided in four
separate agreements; Contracts A, B, C and D. Phase V loan funds were awarded in 1996 and were provided in
three separate agreements; Contracts A, B and C.
Phase VII loan agreements were awarded in six separate agreements. A $3,000,000 bond was issued in 1998 to
fund costs that were not eligible for IEPA funding associated with the sewer improvement program.
The Phase VI project was divided into three contracts (A, B, and C). Phase VI, Contract A was awarded IEPA loan
funds in 1999. Phase VI, Contract B was awarded IEPA loan funds in 2001; however, the project was stopped as a
result of a court order. Phase VI, Contract C was awarded IEPA funding in 20902 and loan repayments began in
2003-2004 fiscal year.
The Phase VIII project was divided into two separate contracts and both Phase VIII, Contract A and Contract B have
been funded from the IEPA. Repayment of the following debt began during the 2002-2003 fiscal year; Phase VI,
Contract A; Phase VII, Contract H; and Phase VIII, Contract A. IEPA funds were received for the bulk of the
construction of Phase IX – Contract A and for Phase X – Contracts A & B.
Two final phases of construction are currently underway and have received agreements with the IEPA for funding;
Phase S82B – Contract 1 and Phase S82B – Contract 2. Repayment of these loan agreements is anticipated to
begin in Fiscal Year 2008/2009.
A $3,000,000 bond issue is scheduled for 2007/2008 and bond repayment is estimated to begin in 2008/2009.
Approved Adjustments in 2009-2010 Budget
497
Description and Justification
2008-2009
Budget
2009-2010
Approved
7500 Debt Service Payments for IEPA Loan Phase I
(Basin S03)
$245,300 $245,300
(Loan No. L17-0649)
7505 Debt Service Payments for IEPA Loan Phase I
(Basins S06/S13)
$1,133,100 $1,133,100
(Loan No. L17-0650)
7510 Debt Service Series 1992 G.O. Bonds $1,973,200 $1,973,900
7515 Debt Service Series 1994 G.O. Bonds $1,042,300 $1,043,600
7520 Debt Service IEPA Loan (Main Street)$105,000 $105,000
(Loan No. L17-0851)
7525 Debt Service IEPA Loan - Phase III B $634,800 $634,800
(Loan No. L17-0951)
7530 Debt Service IEPA Loan - Phase IIIA $153,100 $153,100
(Loan No. L17-0930)
7535 Debt Service IEPA Loan - Phase IVB $100,000 $100,000
(Loan No. L17-0966)
7540 Debt Service IEPA Loan - Phase IV C $301,600 $301,600
(Loan No. L17-0967)
7545 Debt Service IEPA Loan - Phase IV A $543,000 $543,000
(Loan No. L17-0889)
7550 Debt Service IEPA Loan - Phase IV D $259,900 $259,900
(Loan No. L17-0968)
7555 Debt Service IEPA Loan - Phase V A $342,300 $342,300
(Loan No. L17-0890)
7560 Debt Service IEPA Loan - Phase V B $280,600 $280,600
(Loan No. L17-1067)
7565 Debt Service IEPA Loan - Phase VII B, D, & F $360,900 $360,900
(Loan No. L17-1130)
7570 Debt Service IEPA Loan - Phase V C and
Phase VII C
$545,200 $545,200
(Loan No. L17-1068)
CITY OF EVANSTON
Sewer Debt Service
7500-7600
FY 2009-2010 Budget Justification
498
Description and Justification
2008-2009
Budget
2009-2010
Approved
CITY OF EVANSTON
Sewer Debt Service
7500-7600
FY 2009-2010 Budget Justification
7575 Debt Service IEPA Loan - Phase VII A $401,700 $401,700
(Loan No. L17-0892)
7580 Debt Service IEPA Loan - Phase VII E $132,000 $132,000
(Loan No. L17-1069)
7585 Debt Service IEPA Loan - Phase VII G $153,800 $153,800
(Loan No. L17-1126)
7590 Debt Service Series 1998 G.O. Bonds $235,700 $239,200
7597 Debt Service Series 2008C G.O. Bonds $296,500 $190,500
Ridge Avenue and Cap
7600 Debt Service IEPA Loan - Phase VI, Contract A $1,195,200 $1,195,200
(Loan No. L17-0891)
7605 Debt Service IEPA Loan - Phase VIII, Contract A $615,300 $615,300
(Loan No. L17-0893)
7610 Debt Service IEPA Loan - Phase VII, Contract H $181,100 $181,100
(Loan No. L17-1192)
7616 Debt Service IEPA Loan - Phase X, Contract B $407,000 $441,600
(Loan No. L17-1452
7617 Debt Service IEPA Loan - Basin S82B - Contract 1 $661,000 $679,500
(Loan No. L17-2471)
7618 Debt Service IEPA Loan - Basin S82B - Contract 2 $218,000 $300,500
(Loan No. L17-2736)
7620 Debt Service IEPA Loan - Phase VI, Contract C $329,600 $329,600
(Loan No. L17-1129)
7621 Debt Service IEPA Loan - Phase VIII, Contract B $257,100 $257,100
(Loan No. L17-1193)
7622 Debt Service IEPA Loan - Phase IX, Contract A $331,400 $331,400
(Loan No. L17-0894)
7623 Debt Service IEPA Loan - Phase X, Contract A $580,200 $583,900
(Loan No. L17-0895)
Totals $14,015,900 $14,054,700
499
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenues
General Fund 4,317,800 4,327,000 3,839,594 4,291,000 (36,000)
Parking Fund 111,800 111,800 99,206 111,800 -
Water Fund 331,200 331,200 331,200 331,200 -
Sewer Fund 258,600 258,600 258,600 258,600 -
Sale of Surplus Property 16,401 150,000 167,616 150,000 -
Damage to City Property 6,966 35,000 245 35,000 -
Miscellaneous Revenue 3,848 591 - -
Interest Income 7,590 25,000 14,140 25,000 -
Total Revenues 5,054,205 5,238,600 4,711,192 5,202,600 (36,000)
Expenditures
General Support 368,314 324,100 331,159 382,900 58,800
Major Maintenance 3,139,899 3,035,300 3,367,181 3,536,100 500,800
Vehicle Body Maintenance 13,042 - 384 - -
Capital Outlay 33,290 2,000,000 1,838,473 2,000,000 -
Depreciation 1,397,026 - - - -
Total Expenditures 4,951,571 5,359,400 5,537,197 5,919,000 559,600
Net Surplus (Deficit)102,634 (120,800) (826,005) (716,400) (595,600)
Beginning Fund Balance 1,391,615 1,494,249 668,244
Ending Fund Balance 1,494,249 668,244 (48,156)
Unrestricted Portion of Fund Balance 1,494,249 668,244 (48,156)
Restricted Portion of Fund Balance - - -
Performance Report on FY 2008-2009 Major Program Objectives
City Of Evanston
Fleet Services Fund Summary (Fund #600)
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle
replacements were completed prior to January of 2009. Snowplows were sandblasted and repainted as needed prior to December
2009.
Expenditures by Fund as a % of the Total
2009 Budget
2.53%
Three Year Budget History
$5,359,400
$5,919,000
$4,399,300
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
500
City Of Evanston
Fleet Services Fund Summary (Fund #600)
2009-2010 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. Create and develop a comprehensive Fleet plan that includes a 10-year vehicle/equipment replacement schedule
2. Complete training of each new employee prior to placing a new vehicle into service
3. Provide each employee with at least one training opportunity annually to enhance technical and interpersonal skills
4. Repair, sandblast, and repaint leaf pushers, snowplows, and spreaders as needed
5. Expand use of fleet management software in order to improve customer service
6. 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
501
City of Evanston
Fleet Service Fund
7705 – General Support
Description of Major Activities
Fleet Service General Support maintains operating cost records, provides billing and chargeable data to all user City
departments, develops vehicle specifications, and purchases vehicular and other equipment. In addition, Fleet
Services prepares, documents and provides disposal of surplus vehicles and equipment through auction services.
Overall supervision of department personnel is provided, as is training, direction and coordination of all activities to
ensure effective and efficient operations.
Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of equipment is out of
service for repair.
FY 2009-2010 Objectives
• Expand use of Fleet Services software on the shop floor to improve fleet management and efficiency of
completing work orders and vehicle repair tasks by Supervisors & Equipment Mechanics
• Create and develop a comprehensive fleet plan by July of 2010
• Complete purchase of all programmed vehicles and equipment before January 2010
• Conduct internal analysis of operations to identify potential improvements in the provision of customer service
and reporting support to Budget personnel
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Computer training hours per employee 2 6 5
Safety training hours per person 3 4 4
Specifications written for new vehicles 18 20 19
Annual average number of occasional sick days used
per employee
2 2 3
Approved Adjustments in 2009-2010 Budget
502
CITY OF EVANSTON
GENERAL SUPPORT
7705
2008 -2009 2009 2010-
Appropriation Approved
7705 GENERAL SUPPORT
61010 REGULAR PAY 237,700 249,400
61110 OVERTIME PAY 21,000
61210 LONGEVITY 3,600 3,900
61510 HEALTH INSURANCE 29,000 31,700
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 400 300
61710 IMRF 18,200 22,400
61725 SOCIAL SECURITY 15,000 16,900
61730 MEDICARE 3,500 4,000
62205 ADVERTISING 1,200 1,100
62235 OFFICE EQUIPMENT MAINT 3,100 3,200
62245 OTHER EQMT MAINTENANCE 300 200
62275 POSTAGE CHARGEBACKS 300 200
62295 TRAINING & TRAVEL 1,000 1,500
62340 COMPTER LICENSE & SUPP 15,000
62360 MEMBERSHIP DUES 1,200 1,100
64505 TELECOMMUNICATIONS - CARRIER L 1,200 1,500
64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,000
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,400
65050 BLDG MAINTENANCE MATERIAL 1,400
65095 OFFICE SUPPLIES 2,500 2,400
68205 CONTINGENCIES 200 200
7705 GENERAL SUPPORT 324,100 382,900
503
City of Evanston
Fleet Service Fund
7710 – Major Maintenance
Description of Major Activities
The Major Maintenance element provides repair services (except body repairs) to all City vehicles, including Fire and
Police emergency vehicles, on a scheduled and a non-scheduled basis. A vehicle parts inventory for all vehicles is
maintained and controlled via a computerized fleet management program. The Major Maintenance division responds
to emergency road repairs and breakdowns. In addition, specialized non-vehicular equipment with gasoline or diesel
engines, such as stump cutters and chippers, are maintained. All equipment attachments, such as blades, plows,
and spreaders are also repaired.
On-going in Fiscal Year 2009-2010, the category of Vehicle Body Maintenance (7715) is combined with Major
Maintenance. Objectives and activity measures from Vehicle Body Maintenance are included below.
FY 2009-2010 Objectives
• Order all vehicles scheduled for replacement by January 2010
• Complete training of mechanics and operators prior to placing new vehicles/equipment into service
• Provide each mechanic and supervisor with at least one training opportunity annually in order to enhance
technical and interpersonal skills
• Train Supervisors and Equipment Mechanics to use fleet management software to improve operations and
reporting
• Ensure all billable hours are accounted for in C.F.A. system
• Perform at least one A, B, D and E preventative maintenance service on every City vehicle and piece of
equipment during the year
• Repair all leaf pushers prior to September 2009
• Repair all snowplows prior to October 2009
• Inspect and sandblast salt spreaders as needed prior to October 2009
• Sandblast and repaint all small snowplows prior to October 2009
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Preventative maintenance 585 600 605
Motorized vehicles maintained 320 320 321
Non-motorized vehicles maintained 34 34 34
Miles accumulated 1,870,000 2,100,000 2,000,000
Work orders processed 7,431 7,950 8,300
Average number of occasional sick days per employee 2 2 3
All body repairs 32 30 33
Striping and decals applied 22 18 45
Snow plows repainted 25 25 25
Spreaders repainted 0 8 5
Approved Adjustments in 2009-2010 Budget
504
CITY OF EVANSTON
MAJOR MAINTENANCE
7710
2008 -2009 2009 2010-
Appropriation Approved
7710 MAJOR MAINTENANCE
61010 REGULAR PAY 712,700 730,800
61110 OVERTIME PAY 21,800
61210 LONGEVITY 6,900 8,700
61510 HEALTH INSURANCE 116,000 126,900
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,600 1,400
61710 IMRF 54,200 62,300
61725 SOCIAL SECURITY 44,400 46,700
61730 MEDICARE 10,400 10,900
62235 OFFICE EQUIPMENT MAINT 4,000 3,900
62240 AUTOMOTIVE EQMP MAINT 60,600 59,500
62245 OTHER EQMT MAINTENANCE 20,200 19,900
62295 TRAINING & TRAVEL 2,000 1,200
62355 LAUNDRY/OTHER CLEANING 14,500 14,000
62401 BODY MAINTENANCE CONTRACTS 90,900
65015 CHEMICALS 9,600
65020 CLOTHING 1,000 900
65035 PETROLEUM PRODUCTS 981,700 1,200,000
65040 JANITORIAL SUPPLIES 300 200
65050 BLDG MAINTENANCE MATERIAL 500
65055 MATER. TO MAINT. IMP.4,000 4,000
65060 MATER. TO MAINT. AUTOS 707,000 989,000
65065 TIRES & TUBES 106,100 130,000
65085 MINOR EQUIPMENT & TOOLS 7,800 7,600
65090 SAFETY EQUIPMENT 1,500 800
65550 AUTOMOTIVE EQUIPMENT 85,900 84,000
68205 CONTINGENCIES 400 300
7710 MAJOR MAINTENANCE 3,035,300 3,536,100
505
City of Evanston
Fleet Service Fund
7720 – Capital Outlay
Description of Major Activities
This element provides for the scheduled replacement of existing vehicles and automotive equipment for all City
departments. Funds for the replacement of vehicles come from the annual depreciation contributions charged to the
department to which the vehicle is assigned.
In addition to these resources, a $2,225,000 Bond Issue in 1994, a $1,940,000 Bond Issue in 1995, a $1,510,000
Bond Issue in 1996, a $1,265,000 Bond Issue in 1997, and a $1,165,000 Bond Issue in 1998 have provided funds to
replace older equipment in the fleet. In December 2005 the final bonds were retired. No additional bond issues are
being contemplated at present for vehicle replacement needs.
FY 2009-2010 Objectives
• Provide user departments with safe, appropriate, and economical vehicles that meet the needs of the various
tasks performed
• Meet with user department personnel prior to development of specifications to ensure that the vehicles and
equipment purchased are sufficient to satisfy the first objective
Ongoing Activity Measures
2007-2008
Actual
2008-2009
Actual
2009-2010
Projected
Number of retired vehicles meeting or exceeding life span 11 40 85
Approved Adjustments in 2009-2010 Budget
506
CITY OF EVANSTON
CAPITAL OUTLAY
7720
2008 -2009 2009 2010-
Appropriation Approved
7720 CAPITAL OUTLAY
62375 RENTALS 20,000 24,000
62402 VEHICLE LEASE CHARGES 16,000 20,000
65550 AUTOMOTIVE EQUIPMENT 1,964,000 1,956,000
7720 CAPITAL OUTLAY 2,000,000 2,000,000
507
Financial Summary
2008-2009 2008-2009 2009-2010
2007-2008 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenue By Source
Charges for Services - General Fund 1,900,000 1,800,000 1,800,000 1,825,000 25,000
Miscellaneous 11,078 - 8,625 - -
Investment Income 243,166 200,000 73,995 250,000 50,000
Transfer In -Water 2,000,000 85,000 - 85,000 -
Total Revenues 4,154,244 2,085,000 1,882,620 2,160,000 75,000
Expenditures
Liability Claims/Payouts 2,029,316 1,300,000 1,181,988 920,000 (380,000)
Workman's Compensation Claims/Payouts 1,188,360 850,000 971,186 700,000 (150,000)
Administration 43,170 770,000 1,585,385 378,800 (391,200)
Insurance Premiums 696,525 635,000 600,556 718,700 83,700
Total Expenditures 3,957,372 3,555,000 4,339,115 2,717,500 (837,500)
Net Surplus (Deficit)196,873 (1,470,000) (2,456,495) (557,500) 912,500
Beginning Fund Balance (617,573) (420,700) (2,877,195)
Ending Fund Balance (420,700) (2,877,195) (3,434,695)
Unrestricted Portion of Fund Balance (0) (0) (0)
Restricted Portion of Fund Balance (420,700) (2,877,195) (3,434,695)
Description of Major Activities
FY 2009-2010 Department Initiatives
1. Develop a comprehensive Risk Management program, which would include the following components:
- 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.
City of Evanston
Insurance Fund Summary (Fund #605)
- establishment of loss prevention measures and associated policies and procedures to reduce risk in the
areas of workers’ compensation and property and liability;
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
Expenditures by Fund as a % of the Total
2009 Budget
1.16%
Three Year Budget History
$3,555,000
$2,717,500$3,350,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
508
CITY OF EVANSTON
INSURANCE FUND
7800
2008 -2009 2009 2010-
Appropriation Approved
7800 INSURANCE FUND
61010 REGULAR PAY 138,000 128,500
61510 HEALTH INSURANCE 19,300 21,100
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 500 500
61710 IMRF 10,400 10,500
61725 SOCIAL SECURITY 8,500 7,900
61730 MEDICARE 2,000 1,800
62130 LEGAL SERVICES - GENERAL 232,800 100,000
62255 SETTLEMENT COSTS - WORKERS COM 850,000 700,000
62260 SETTLEMENT COSTS - LIABILITY 1,300,000 920,000
62266 TPA SERVICE CHARGES 100,000 100,000
62267 TPA REIMBURSEMENTS 250,000
62275 POSTAGE CHARGEBACKS 1,000 1,000
62295 TRAINING & TRAVEL 1,500 1,500
62320 TELEPHONE CHARGEBACKS 1,000 1,000
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 600 600
62615 INSURANCE PREMIUM 635,000 718,700
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 500 500
65125 OTHER COMMODITIES 2,000 2,000
7800 INSURANCE FUND 3,555,000 2,717,500
509
Financial Summary
2008-09 2008-09 2009-10
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenues:
Property Taxes 4,081,537 4,914,539 4,962,789 5,527,112 564,323
Personal Property Replacement Tax 80,000 301,000 301,000 301,000 -
Interest on Investment 1,666,420 711,000 1,634,295 750,000 (884,295)
Participants Contribution 812,472 834,000 782,928 750,000 (32,928)
Unrealized Gain (297,638) - (7,000,294) - 7,000,294
Donation to Pension Fund - - -
Transfer from General Fund Balance to reduce CY2008 Levy - 540,000 540,000 - (540,000)
Transfer from General Fund Balance addition to CY2007 Levy - 1,309,730 1,327,941 - (1,327,941)
Total Revenues 6,342,791 8,610,269 2,548,659 7,328,112 4,779,453
Expenditures:
Administrative Expense 260,029 175,000 235,907 175,000 (60,907)
Retirees Pensions 3,340,982 3,550,000 3,812,462 3,656,500 (155,962)
Widows' Pensions 795,527 803,300 846,328 827,399 (18,929)
Disability Pension 370,310 381,000 470,815 392,430 (78,385)
Quildro's 14,934 45,000 14,934 46,350 31,416
Reserve for future Pension Payment - 3,655,969 - 2,230,433 2,230,433
Total Expenditures 4,781,782 8,610,269 5,380,446 7,328,112 1,947,666
Net Surplus (Deficit)1,561,009 - (2,831,787) - 2,831,787
Beginning Fund Balance 43,782,756 45,343,765 42,511,978
Ending Fund Balance 45,343,765 42,511,978 42,511,978
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 45,343,765 42,511,978 42,511,978
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 amount of cash from levy received in FY2010 will be the FY2009 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
Expenditures by Fund as a % of the Total 2009
Budget
3.13%
Three Year Budget History
$8,610,269
$7,328,112
$5,750,300
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
510
City of Evanston
Police Pension Fund Summary (Fund #705)
Financial Summary
2008-09 2008-09 2009-10
2007-08 Adopted Estimated Adopted Increase
Actual Budget Actual Budget (Decrease)
Revenues:
Property Taxes 4,247,745 5,962,353 6,026,171 6,730,620 704,449
Personal Property Replacement Tax 80,000 351,000 351,000 351,000 -
Interest on Investment 2,205,575 948,000 2,361,539 950,000 (1,411,539)
Participants Contribution 1,230,371 1,172,000 1,125,813 1,207,160 81,347
Unrealized Gain (123,636) - (10,970,353) - 10,970,353
Transfer from General Fund Balance to reduce CY2008 Levy - 660,000 660,000 - (660,000)
Transfer from General Fund Balance addition to CY2007 Levy - 2,026,370 2,054,545 - (2,054,545)
Total Revenues 7,640,055 11,119,723 1,608,715 9,238,780 7,630,065
Expenditures:
Administrative Expense 133,737 150,000 132,629 150,000 17,371
Retirees Pensions 5,803,298 5,800,000 6,197,579 5,974,000 (223,579)
Widows' Pensions 469,366 473,000 536,362 487,190 (49,172)
Disability Pension 470,171 475,000 474,216 489,250 15,034
Seperation Refunds 64,234 5,657 - (5,657)
Quildro's 14,267 15,000 14,267 15,450 1,183
Reserve for future Pension Payment - 4,206,723 - 2,122,890 2,122,890
Total Expenditures 6,955,073 11,119,723 7,360,710 9,238,780 1,878,070
Net Surplus (Deficit)684,982 - (5,751,995) - 5,751,995
Beginning Fund Balance 61,840,351 62,525,333 56,773,338
Ending Fund Balance 62,525,333 56,773,338 56,773,338
Unrestricted Portion of Fund Balance - - -
Restricted Portion of Fund Balance 62,525,333 56,773,338 56,773,338
Notes on Financial Summary
Property taxes above are on an accrual basis. The amount of cash from levy received in FY2010 will be the FY2009 budgeted levy amount.
Description of Major Activities
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
Expenditures by Fund as a % of the Total 2009
Budget
3.95%
Three Year Budget History
$11,119,723
$9,238,780
$6,872,800
$5,000,000
$10,000,000
$15,000,000
Budget
2007-08
Budget
2008-09
Budget
2009-10
511
512
PART V
POSITION INFORMATION
513
514
City of Evanston
General Fund Position Charts
Positions General Fund Only
Last Five Fiscal Years
771.17
741.20
758.23
784.99784.18
700
710
720
730
740
750
760
770
780
790
800
2005-06 2006-07 2007-08 2008-09 2009-10
Fiscal Year
Po
s
i
t
i
o
n
s
Fire, 14.98%
Health and Human Services,
3.24%
Public Works, 11.23%Police, 29.48%
Library, 9.11%
Parks Forestry &
Recreation, 17.78%
City Clerk, 0.13%
City Manager's Office,
3.74%
Legal Department, 0.81%
Human Resources, 1.08%
Finance, 3.85%
Community Development,
4.45%
City Council, 0.13%
515
City of Evanston
All Funds Position Charts
Positions All Funds
Last Five Fiscal Years
881.43 883.24
866.97
840.00
856.03
800
810
820
830
840
850
860
870
880
890
900
2005-06 2006-07 2007-08 2008-09 2009-10
Fiscal Year
Po
s
i
t
i
o
n
s
Fire 13.21%Health and Human Serv
2.86%
Public Works 9.91%
Library 8.04%Police 26.01%
Parks Forestry & Rec
15.68%
Parking Systems Fund
1.73%
Water Fund 5.12%
Sewer Fund 1.67%
Fleet Service 1.79%
Community Develop 3.93%
Finance 3.39%
Human Resources 0.95%
Legal Department 0.71%
City Manager's Office 3.30%
Maple Avenue Garage 0.12%
Economic Development
0.27%
Emergency Telephone
System 0.60%
Insurance Fund 0.24%CDBG 0.24%
City Clerk 0.12%
City Council 0.12%
516
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY09 - FY10
DEPARTMENT / DIVISION SUMMARY 2005-06 2006-07 2007-08 2008-09 2009-10 Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 2.00 2.00 1.00 1.00 1.00 0.00
1505 City Manager's Office 5.25 5.25 6.70 7.70 7.20 (0.50)
1510 Public Information 1.00 1.00 1.00 1.00 1.00 0.00
1515 Farmer's Market 0.00 0.00 0.00 0.00 0.00 0.00
1520 Emergency Management Operations 0.00 0.00 1.00 0.33 0.00 (0.33)
1530 Youth Engagement Division 0.00 0.00 1.00 1.00 0.00 (1.00)
1535 Sustainability Grant 0.00 0.00 1.00 1.00 0.00 (1.00)
1540 Summer Youth Employment Program 0.00 0.00 0.50 0.00 0.00 0.00
1545 Human Relations Commission 0.00 0.00 2.50 0.00 0.00 0.00
1550 Business Perf. & Technology Admin.0.00 0.00 0.00 1.00 0.00 (1.00)
1555 Information Systems 0.00 0.00 0.00 13.50 12.50 (1.00)
1560 Geographic Information Systems 0.00 0.00 0.00 3.00 3.00 0.00
1565 BIS Performance Management 0.00 0.00 0.00 3.00 4.00 1.00
Subtotal City Manager's Office 6.25 6.25 13.70 31.53 27.70 (3.83)
1605 Administration 6.00 5.00 3.00 0.00 0.00 0.00
1615 Information Systems 12.00 12.00 13.50 0.00 0.00 0.00
1620 Geographic Information System 3.00 3.00 3.00 0.00 0.00 0.00
1625 Administrative Adjudication 3.80 3.80 3.00 0.00 0.00 0.00
1630 Project Management Office 0.00 0.00 3.00 0.00 0.00 0.00
Subtotal Mgt, Bus. & Info. Systems 24.80 23.80 25.50 0.00 0.00 0.00
1705 Legal Department 7.00 7.00 7.00 7.00 6.00 (1.00)
1805 Human Resources General Support 7.00 8.00 8.00 8.00 8.00 0.00
1905 Finance General Support 2.00 2.00 3.00 3.00 3.00 0.00
1910 Revenue Division 10.00 10.00 10.00 10.00 9.00 (1.00)
1915 Payroll 3.00 3.00 2.00 2.00 2.00 0.00
1920 Accounting 6.00 5.00 6.00 6.00 6.00 0.00
1925 Purchasing and Accounts Payable 5.50 5.50 3.50 3.50 3.50 0.00
1930 Budget 0.00 0.00 2.00 2.00 2.00 0.00
1935 Administrative Adjudication 0.00 0.00 0.00 3.00 3.00 0.00
Subtotal Finance 26.50 25.50 26.50 29.50 28.50 (1.00)
2005 Facilities Mgt General Support 2.34 2.34 0.00 0.00 0.00 0.00
2010 Construction and Repair 16.00 16.00 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 2.10 2.20 0.00 0.00 0.00 0.00
2025 Emergency Serv. & Disaster Agency 0.66 0.66 0.00 0.00 0.00 0.00
Subtotal Facilities Management 21.10 21.20 0.00 0.00 0.00 0.00
2101 Community Development Admin 2.00 2.00 2.00 2.00 2.00 0.00
2105 Planning & Support 5.00 5.00 5.00 5.00 5.00 0.00
2110 Zoning Analysis and Support 5.00 5.00 0.00 0.00 0.00 0.00
GENERAL FUND DEPARTMENTS
517
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY09 - FY10
DEPARTMENT / DIVISION SUMMARY 2005-06 2006-07 2007-08 2008-09 2009-10 Difference
2115 Housing Code Compliance 8.00 8.00 8.00 8.00 6.00 (2.00)
2120 Housing Rehabilitation 3.00 3.00 3.00 4.00 4.00 0.00
2125 Building Code Compliance 13.00 13.00 0.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 18.00 16.00 16.00 0.00
Subtotal Community Development 36.00 36.00 36.00 35.00 33.00 (2.00)
2205 Police Administration 5.00 5.00 4.00 4.00 2.00 (2.00)
2210 Patrol Operations 91.00 94.00 94.00 96.00 95.00 (1.00)
2215 Criminal Investigation 18.00 18.00 18.00 18.00 18.00 0.00
2225 Victim/Witness Youth Outreach 7.00 7.00 7.00 6.00 5.00 (1.00)
2230 Juvenile Bureau 10.00 10.00 10.00 10.00 11.00 1.00
2235 School Liaison 4.00 4.00 4.00 4.00 3.00 (1.00)
2240 Police Records 12.50 12.50 11.50 11.50 11.00 (0.50)
2245 Communications Bureau 15.00 15.00 15.00 15.00 15.00 0.00
2250 Service Desk Bureau 15.00 14.00 15.00 15.00 16.00 1.00
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 4.00 1.00
2260 Office of Administration 4.00 4.00 4.00 4.00 3.00 (1.00)
2265 Nbhd Enforcement Team (N.E.T.)15.00 15.00 15.00 14.00 18.00 4.00
2270 Traffic Bureau 8.00 8.00 8.00 8.00 7.00 (1.00)
2275 Community Strategies Bureau 2.50 2.75 2.75 2.75 1.00 (1.75)
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 219.50 221.75 220.75 220.75 218.50 (2.25)
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 5.00 5.00 6.00 5.00 (1.00)
2315 Fire Suppression 102.00 103.00 103.00 103.00 103.00 0.00
Subtotal Fire 110.00 111.00 111.00 112.00 111.00 (1.00)
2407 Health Services Administration 3.00 3.00 3.00 2.83 3.10 0.27
2410 Laboratory 1.50 1.50 0.50 0.00 0.00 0.00
2415 Family Health 9.55 10.40 3.44 0.00 0.00 0.00
2416 Family & Community Wellness 0.00 0.00 0.00 4.10 0.00 (4.10)
2420 Infectious Disease Control 3.75 3.75 1.91 0.00 0.00 0.00
2425 Dental Services 3.25 3.25 3.25 3.40 3.40 0.00
2430 Adult Health 2.10 2.10 1.43 0.00 0.00 0.00
2435 Food and Environmental Health 7.00 7.00 7.00 7.60 6.00 (1.60)
2440 Vital Records 2.65 2.65 2.65 2.40 2.40 0.00
2450 Community Intervention Services 3.50 3.50 3.50 0.00 0.00 0.00
2455 Mental Health Administration 1.50 1.50 1.50 0.67 0.50 (0.17)
2530 Commission on Aging 1.50 1.50 1.50 1.90 3.10 1.20
2540 Summer Youth Employ. Program 0.00 0.00 0.00 0.50 1.00 0.50
2541 Youth Engagement Division 0.00 0.00 0.00 0.00 1.00 1.00
2550 Human Relations Commission 0.00 0.00 0.00 1.50 3.50 2.00
Subtotal Health & Human Services 39.30 40.15 29.68 24.90 24.00 (0.90)
2605 Director of Public Works 2.50 2.50 2.50 2.50 3.00 0.50
2606 Sustainability Grant 0.00 0.00 0.00 0.00 1.00 1.00
2610 Municipal Service Center 1.00 1.00 2.00 2.00 2.00 0.00
2620 E.D.O.T. Administration 2.00 2.00 2.00 2.00 1.00 (1.00)
2625 City Engineer 8.50 8.00 9.00 8.00 8.00 0.00
518
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY09 - FY10
DEPARTMENT / DIVISION SUMMARY 2005-06 2006-07 2007-08 2008-09 2009-10 Difference
2630 Traffic Engineering 4.00 3.50 3.50 4.50 4.50 0.00
2635 Traffic Signs 3.00 3.00 3.00 3.00 3.00 0.00
2640 Traffic Signals & Streetlight Maint.5.00 5.00 5.00 5.00 4.00 (1.00)
2645 Parking Enforcement & Tickets 17.00 17.00 16.00 14.00 14.00 0.00
2665 Streets & Sanitation Administration 5.50 5.50 5.50 5.50 6.00 0.50
2670 Street and Alley Maintenance 13.00 13.00 15.00 15.00 15.00 0.00
2675 Street Cleaning 8.00 8.00 6.00 7.00 5.00 (2.00)
2685 Refuse Collection and Disposal 15.75 15.75 14.75 14.75 14.75 0.00
2695 Yard Waste Collection and Disposal 6.00 6.00 4.00 2.00 2.00 0.00
2697 Facilities Administration 0.00 0.00 4.20 4.20 0.00 (4.20)
2699 Construction and Repair 0.00 0.00 16.00 16.00 0.00 (16.00)
Subtotal Public Works 91.25 90.25 108.45 105.45 83.25 (22.20)
2705 Human Relations Commission 2.67 2.67 0.00 0.00 0.00 0.00
2710 Housing Advocacy 1.33 1.33 0.00 0.00 0.00 0.00
Subtotal Human Relations 4.00 4.00 0.00 0.00 0.00 0.00
2805 Children's Services 7.46 7.46 7.46 8.01 8.01 0.00
2806 Adult Services 0.00 0.00 0.00 0.00 17.02 17.02
2810 Reader's Services 7.44 7.44 8.94 8.37 0.00 (8.37)
2815 Reference Services and Periodicals 9.66 9.66 9.66 10.12 0.00 (10.12)
2820 Circulation 15.00 15.01 15.01 15.99 15.61 (0.38)
2825 North Branch 2.98 2.98 2.98 2.97 2.97 0.00
2830 South Branch 2.30 2.30 2.30 2.61 2.61 0.00
2835 Technical Services 14.17 14.17 12.17 12.13 12.13 0.00
2840 Library Maintenance 3.64 3.64 3.64 3.64 3.64 0.00
2845 Library Administration 4.53 4.53 4.53 5.51 5.51 0.00
Subtotal Library 67.18 67.19 66.69 69.35 67.50 (1.85)
3005 Recreation Mgt. & General Support 3.00 3.00 3.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt.3.00 4.00 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 2.50 2.00 2.00 1.00 1.00 0.00
3030 Robert Crown Community Center 9.40 9.40 8.40 8.40 8.40 0.00
3035 Chandler Community Center 7.25 6.50 6.50 6.50 6.50 0.00
3040 Fleetwood-Jourdain Community Ctr.7.20 7.00 7.00 7.00 7.00 0.00
3045 Fleetwood-Jourdain Comm. Theater 1.40 1.00 1.00 1.00 1.00 0.00
3055 Levy Senior Center 10.10 11.20 11.20 10.78 10.58 (0.20)
3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 7.00 7.00 7.00 6.00 6.00 0.00
3095 Crown Ice Rink 9.75 9.45 9.45 8.80 8.80 0.00
3100 Sports Leagues 0.05 0.05 0.05 0.05 0.05 0.00
3110 Tennis 0.00 0.40 0.40 0.40 0.40 0.00
3130 Special Recreation 3.05 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
3505 Parks and Forestry General Support 3.00 3.00 3.00 3.00 3.00 0.00
3510 Horticulture Maintenance 15.00 15.00 14.00 14.00 14.00 0.00
3515 Maintenance of Parkway Trees 9.50 9.50 9.50 9.50 10.00 0.50
3520 Dutch Elm Disease Control 7.25 7.25 7.25 7.25 7.00 (0.25)
3525 Tree Planting 2.25 2.25 2.25 2.25 2.00 (0.25)
519
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY09 - FY10
DEPARTMENT / DIVISION SUMMARY 2005-06 2006-07 2007-08 2008-09 2009-10 Difference
3605 Ecology Center 5.05 5.05 5.05 5.05 4.05 (1.00)
3700 Arts Council 0.80 0.80 0.80 0.80 0.80 0.00
3710 Noyes Cultural Arts Center 5.75 5.75 4.75 4.67 4.82 0.15
3720 Cultural Arts Programs 2.80 2.80 2.80 2.80 2.65 (0.15)
3805 Facilities Administration 0.00 0.00 0.00 0.00 2.00 2.00
3806 Civic Center Services 0.00 0.00 0.00 0.00 2.20 2.20
3807 Construction & Repair 0.00 0.00 0.00 0.00 16.00 16.00
121.30 119.90 115.90 112.75 131.75 19.00
TOTAL - GENERAL FUND 784.18 784.99 771.17 758.23 741.20 (17.03)
5150 Emergency Telephone System 4.00 4.00 4.00 4.00 5.00 1.00
5220 Community Develop. Block Grant (CDBG) 2.00 2.00 2.00 2.00 2.00 0.00
5300 Economic Development Fund 1.45 1.45 1.30 2.30 2.30 0.00
5800 Downtown II TIF Fund 0.00 1.00 0.00 0.00 0.00 0.00
7000 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 0.00
7005 Parking System Management 6.00 6.50 6.50 6.50 5.50 (1.00)
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 9.00 1.00
Subtotal Parking Systems 14.00 14.50 14.50 14.50 14.50 0.00
7100 Water General Support 4.50 4.50 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 10.50 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 13.50 14.00 14.00 14.00 14.00 0.00
7705 Fleet Services General Support 5.00 5.00 3.00 3.00 3.00 0.00
7710 Major Maintenance 12.00 12.00 12.00 12.00 12.00 0.00
Subtotal Fleet Service 17.00 17.00 15.00 15.00 15.00 0.00
7800 Insurance Fund 1.30 1.30 1.00 2.00 2.00 0.00
TOTAL - OTHER FUNDS 97.25 99.25 95.80 97.80 98.80 1.00
GRAND TOTAL - ALL FUNDS 881.43 884.24 866.97 856.03 840.00 16.03
Subtotal Recreation, Parks and Forestry
OTHER FUNDS
520
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
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 1109 Administrative Secretary 0.70 0.00 -0.70 Reclassed to Executive Assistant; Split with 5300
Full-Time Regular 1115 Assistant City Manager 2.00 2.00
Full-Time Regular 1118 Assistant to the City Manager 1.00 1.00
Full-Time Regular 1198 Executive Assistant 1.00 1.70 0.70 1 FTE reclassed from Administrative Secretary; 1 FTE split with 5300
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 0.00 -1.00 Reclassed to Exec. Secretary (non Dept. Head)
Full-Time Regular 1199 Exec Secretary (non Dept. Head) 0.00 0.50 0.50 Reclassed from Exec Secretary (to Dept. Head); Split with 2550
Full-Time Regular 1430 Administrative Coordinator 1.00 1.00
1505 CITY MANAGER 7.70 7.20 -0.50
Full-Time Regular 1155 Community Information Coord 1.00 1.00
1510 PUBLIC INFORMATION 1.00 1.00 0.00
Full-Time Regular 1419 Emergency Preparedness Mgr. 0.33 0.00 -0.33 FTE eliminated after June 08 (ERI); Duties added to Fire Division Chief in
1520 OFFICE OF EMERG. PREPAREDNESS 0.33 0.00 -0.33
Full-Time Regular 1418 Youth Coordinator 1.00 0.00 -1.00 Moved to 2541
1530 YOUTH ENGAGEMENT DIVISION 1.00 0.00 -1.00
Full-Time Regular 1417 Sustainable Programs Coord. 1.00 0.00 -1.00 Moved to 2606
1535 SUSTAINABILTY GRANT 1.00 0.00 -1.00
Full-Time Regular 1410 Division Manager, BPAT 1.00 0.00 -1.00 1.0 FTE Eliminated
1550 BIS PERFORMANCE & TECHNOLGY 1.00 0.00
Full-Time Regular 1009 Director, Information Systems 1.00 1.00
Full-Time Regular 1127 Assistant UNIX Administrator 0.50 0.50
Full-Time Regular 1166 System Architect & Admin. 1.00 1.00
Full-Time Regular 1235 IS Trainer 1.00 0.00 -1.00 Moved to 1565
Full-Time Regular 1242 Network Administrator 2.00 2.00
Full-Time Regular 1251 Operations Coord, BPAT 1.00 1.00
Full-Time Regular 1276 Programmer Analyst 1.00 1.00
Full-Time Regular 1325 Tech Support Specialist I 4.00 3.00 -1.00 1.0 FTE reclassed and moved to 1326 Tech Support Specialist II
Full-Time Regular 1326 Tech Support Specialist II 1.00 2.00 1.00 1.0 FTE reclassed and moved from 1325 Tech Support Specialist I
Full-Time Regular 1343 Web Developer 1.00 1.00
1555 INFORMATION SYSTEMS 13.50 12.50 -1.00
Full-Time Regular 1211 GIS Analyst 2.00 2.00
Full-Time Regular 1212 GIS Manager 1.00 1.00
1560 GEOGRAPHIC INFORMATION SYS.3.00 3.00 0.00
Full-Time Regular 1235 IS Trainer 0.00 1.00 1.00 Moved from 1555
Full-Time Regular 1237 Management Analyst 1.00 1.00
Full-Time Regular 1416 Info. Tech Project Specialist 2.00 2.00
1565 BIS PERFORMANCE MGMNT 3.00 4.00 1.00
1500 CITY ADMINISTRATION 31.53 27.70 -3.83
Full-Time Regular 1119 Asst Corporation Counsel 1.00 1.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 2.00 2.00
Full-Time Regular 1209 First Asst Corp Counsel 1.00 1.00
Full-Time Regular 1312 Staff Attorney 3.00 2.00 -1.00 1.0 FTE eliminated - reorganization
1705 LEGAL ADMINISTRATION 7.00 6.00 -1.00
1700 LEGAL DEPARTMENT 7.00 6.00 -1.00
Full-Time Regular 1440 Employee Relations Manager 0.00 1.00 1.00 Reclassed from HR Specialist
Full-Time Regular 1441 Organizational Development Mgr 0.00 1.00 1.00 Reclassed from HR Specialist
Full-Time Regular 1121 Asst Director, Human Resources 0.25 0.00 -0.25
08 remainder of ERI position; Reclassed to HR Compensation and Benefits
Mgr
Full-Time Regular 9995 HR Compensation and Benefits Mgr 0.75 1.00 0.25 Reclassed from Asst. Director, Human Resources (ERI Vacated Position)
Full-Time Regular 1177 Director, Human Resources 1.00 1.00
Full-Time Regular 1217 Human Resources Assistant 2.00 2.00
Full-Time Regular 1218 Human Resources Specialist 4.00 2.00 -2.00
1.0 FTE Reclassed to Employee Relations Mgr;
1.0 FTE Reclassed to Organization Development Mgr
1805 HUMAN RESOURCES GEN SUPPORT 8.00 8.00 0.00
1800 HUMAN RESOURCES 8.00 8.00 0.00
Full-Time Regular 1008 Director, Finance 1.00 1.00
Legislative
General Fund Full-Time Equivalent Positions
City Administration
Legal Department
Human Resources
Finance Department
521
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1117 Assistant Director, Finance 1.00 1.00
Full-Time Regular 1204 Finance Admin Assistant 1.00 1.00
1905 FINANCE GENERAL SUPPORT 3.00 3.00 0.00
Full-Time Regular 1041 Revenue Manager 1.00 1.00
Full-Time Regular 1045 License and Measure Inspector 1.00 1.00
Full-Time Regular 1148 Clerk II 4.00 3.00 -1.00 1.0 FTE 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 1.00 2.00 1.00 1.0 FTE Reclassed from PT Switchboard Operator
Part-time Regular 9999 PT Switchboard Operator 1.00 0.00 -1.00 Reclassed to Switchboard Operator
1910 REVENUE DIVISION 10.00 9.00 -1.00
Full-Time Regular 1258 Payroll Coordinator 1.00 1.00
Full-Time Regular 1260 Payroll Manager 1.00 1.00
1915 PAYROLL 2.00 2.00 0.00
Full-Time Regular 1049 Investment Analyst 1.00 0.00 -1.00 Reclassed to Accountant
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 Bookkeeper 1.00 1.00
Full-Time Regular 1302 Senior Accountant 2.00 2.00
Full-Time Regular 1436 Accountant 0.00 1.00 1.00 Reclassed from Investment Analyst
1920 ACCOUNTING 6.00 6.00 0.00
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 1.00
Full-Time Regular 1289 Purchasing Coordinator 1.00 1.00
1925 PURCHASING DIVISION 3.50 3.50 0.00
Full-Time Regular 1237 Management Analyst 2.00 2.00
1930 BUDGET 2.00 2.00 0.00
Full-Time Regular 1024 Admin Adjudication Manager 1.00 1.00
Full-Time Regular 1108 Admin. Adjudication Aide 2.00 2.00
1935 ADMINISTRATIVE ADJUDICATION 3.00 3.00 0.00
1900 FINANCE DEPARTMENT 29.50 28.50 -1.00
Full-Time Regular 1004 Director, Comm Development 1.00 1.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 1.00
2101 COMMUNITY DEVELOPMENT ADMIN 2.00 2.00 0.00
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 1304 Senior Planner 1.00 1.00
2105 PLANNING & SUPPORT SRVS 5.00 5.00 0.00
Full-Time Regular 1148 Clerk II 1.00 0.00 -1.00 1.0 FTE Eliminated
Full-Time Regular 1277 Property Maint Inspector I 5.00 4.00 -1.00 1.0 FTE Eliminated
Full-Time Regular 1300 Secretary II 1.00 1.00
Full-Time Regular 1382 Property Maint Supv Inspector 1.00 1.00
2115 HOUSING CODE COMPLIANCE 8.00 6.00 -2.00
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 1.00
2120 HOUSING REHABILITATION 4.00 4.00 0.00
Full-Time Regular 1122 Zoning Administrator 1.00 1.00
Full-Time Regular 1123 Assistant Director, Building 1.00 1.00
Full-Time Regular 1125 Assistant Permit Coordinator 1.00 1.00
Full-Time Regular 1186 Electrical Inspector I 1.00 0.00 -1.00 1.0 FTE Reclassed to Electrical Inspector II
Full-Time Regular 1187 Electrical Inspector II 1.00 2.00 1.00 1.0 FTE Reclassed from Electrical Inspector I
Full-Time Regular 1263 Permit Coordinator 1.00 1.00
Full-Time Regular 1270 Plumbing/Mechanical Inspector 1.00 1.00
Full-Time Regular 1271 Plumbing Inspector 1.00 1.00
Full-Time Regular 1300 Secretary II 1.00 1.00
Full-Time Regular 1314 Struct Inspec/Plan Examiner 1.00 1.00
Full-Time Regular 1315 Structural Inspector 1.00 1.00
Full-Time Regular 1346 Zoning Officer 2.00 2.00
Full-Time Regular 1347 Zoning Planner 1.00 1.00
Full-Time Regular 1420 Project Management Supervisor 1.00 1.00
Full-Time Regular 1427 Supervising Structural Inspect 1.00 1.00
2130 BUILDING & ZONING 16.00 16.00 0.00
2100 COMMUNITY DEVELOPMENT 35.00 33.00 -2.00
Full-Time Regular 1109 Administrative Secretary 1.00 1.00
Full-Time Regular 1140 Chief of Police 1.00 1.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 1.00 0.00 -1.00 Moved to 2250
Full-Time Regular 1234 Police Commander 1.00 0.00 -1.00 Moved to 2285
2205 POLICE ADMINISTRATION 4.00 2.00 -2.00
Full-Time Regular 1234 Police Commander 3.00 3.00
Community Development
Police Department
522
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1246 Police Officer 80.00 80.00
Full-Time Regular 1307 Police Sergeant 12.00 11.00 -1.00 Moved to 2260
Full-Time Regular 1360 Deputy Chief 1.00 1.00
2210 PATROL OPERATIONS 96.00 95.00 -1.00
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 1.00 0.00 -1.00 1.0 FTE Eliminated
Full-Time Regular 1334 Victim Advocate 3.00 3.00
Full-Time Regular 1345 Youth Advocate 2.00 2.00
2225 SOCIAL SERVICES BUREAU 6.00 5.00 -1.00
Full-Time Regular 1234 Police Commander 0.00 1.00 1.00 Moved from 2270
Full-Time Regular 1246 Police Officer 9.00 9.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2230 JUVENILE BUREAU 10.00 11.00 1.00
Full-Time Regular 1246 Police Officer 4.00 3.00 -1.00 Moved to 2265
2235 SCHOOL LIAISON 4.00 3.00 -1.00
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 1.00
Full-Time Regular 1279 Property Officer 1.00 1.00
Full-Time Regular 1290 Records Input Operator 6.00 5.00 -1.00 1.0 FTE Eliminated
Full-Time Regular 1296 Review Officer 1.00 1.00
Full-Time Regular 1371 Property Room Aide 0.50 1.00 0.50 Increase of .5 FTE
2240 POLICE RECORDS 11.50 11.00 -0.50
Full-Time Regular 1327 Telecommunicator 15.00 15.00
2245 COMMUNICATIONS 15.00 15.00 0.00
Full-Time Regular 1163 Custodian I 0.00 1.00 1.00 Moved from 2205
Full-Time Regular 1246 Police Officer 1.00 1.00
Full-Time Regular 1324 Service Desk Officer 12.00 12.00
Full-Time Regular 1360 Deputy Chief 1.00 1.00
Full-Time Regular 1413 Service Desk Supervisor 1.00 1.00
2250 SERVICE DESK 15.00 16.00 1.00
Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 1.00
Full-Time Regular 1272 Police Planner 0.00 1.00 Moved from 2260
Full-Time Regular 1234 Police Commander 1.00 1.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2255 OFFICE-PROFESSIONAL STANDARDS 3.00 4.00 1.00
Full-Time Regular 1106 Administrative Specialist 1.00 1.00
Full-Time Regular 1107 Police Admin Assistant 1.00 1.00
Full-Time Regular 1272 Police Planner 1.00 0.00 -1.00 Moved to 2255
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2260 OFFICE OF ADMINISTRATION 4.00 3.00 -1.00
Full-Time Regular 1234 Police Commander 1.00 1.00
Full-Time Regular 1246 Police Officer 12.00 14.00 2.00 Moved from 2235 and 2275
Full-Time Regular 1307 Police Sergeant 1.00 3.00 1.00 Moved from 2285 and 2210
2265 NEIGHBORHOOD ENFORCEMENT TEAM 14.00 18.00 4.00
Full-Time Regular 1234 Police Commander 1.00 0.00 -1.00 Moved to 2230
Full-Time Regular 1246 Police Officer 6.00 6.00
Full-Time Regular 1391 Towing Coordinator 1.00 1.00
2270 TRAFFIC BUREAU 8.00 7.00 -1.00
Full-Time Regular 1162 Crime Prevention Specialist 1.00 0.00 -1.00 Reclassed and moved to 2265
Full-Time Regular 1389 Senior Crime Prev Specialist 0.75 0.00 -0.75 Position eliminated
Part-time Regular 1362 Crime Analyst 1.00 1.00
2275 COMMUNITY STRATEGIC BUREAU 2.75 1.00 -1.75
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 0.00 1.00 1.00 Moved from 2205
Full-Time Regular 1246 Police Officer 6.00 6.00
Full-Time Regular 1307 Police Sergeant 1.00 0.00 -1.00 Move to 2265
2285 PROBLEM SOLVING TEAM 7.00 7.00 0.00
2200 POLICE DEPARTMENT 220.75 218.50 -2.25
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 3.00 1.00 1.0 FTE Reclassed from Firefighter
Full-Time Regular 1208 Firefighter 1.00 0.00 -1.00 1.0 FTE Reclassed to Fire Captain
Full-Time Regular 9999 Fire Inspector 1.00 0.00 -1.00 1.0 FTE Eliminated
2310 FIRE PREVENTION 6.00 5.00 -1.00
Fire Department
523
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1180 Division Chief, Fire 1.00 1.00
Full-Time Regular 1206 Fire Captain 25.00 24.00 -1.00 1.0 FTE Reclassed to Firefighter
Full-Time Regular 1208 Firefighter 73.00 74.00 1.00 1.0 FTE Reclassed from Fire Captain
Full-Time Regular 1309 Shift Chief, Fire 3.00 3.00
Full-Time Regular 1426 Deputy Fire Chief 1.00 1.00
2315 FIRE SUPPRESSION 103.00 103.00 0.00
2300 FIRE DEPARTMENT 112.00 111.00 -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 Management Analyst 0.83 1.00 0.17 Reclassed after ERI position elimination
Part-time Regular 1375 Medical Supervisor 0.00 0.10 0.10 Moved from 2416
2407 HEALTH SERVICES ADMIN 2.83 3.10 0.27
Full-Time Regular 1154 Community Intervention Coordinator 1.00 0.00 -1.00 Moved to 2550; Reclassed to Community Relations Manager
Full-Time Regular 1249 Outreach Specialist 1.00 0.00 -1.00 Moved to 2550
Full-Time Regular 1300 Secretary II 1.00 0.00 -1.00 Moved to 2435
Full-Time Regular 1313 Communicable Dis Surv Specialist 1.00 0.00 -1.00 Moved to 2435
Part-time Regular 1375 Medical Supervisor 0.10 0.00 -0.10 Moved to 2407
2416 FAMILY & COMMUNITY WELLNESS 4.10 0.00 -4.10
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 0.80 0.80
2425 DENTAL SERVICES 3.40 3.40 0.00
Full-Time Regular 1149 Clerk III 1.00 0.00 -1.00 Reclassed to Secretary II
Full-Time Regular 1179 Division Chief, Health 1.00 0.00 -1.00 Reclassed to Environmental Health Manager
Full-Time Regular 1190 Environmental Health Practitioner 2.00 3.00 1.00 1 FTE reclassed from Environmental Health Supervisor
Full-Time Regular 1214 Health Program Coordinator 1.00 0.00 -1.00 Moved to 2550
Full-Time Regular 1298 Environmental Health Supervisor 1.00 0.00 -1.00 Reclassed to Environmental Health Practitioner
Full-Time Regular 1300 Secretary II 1.00 1.00 0.00
08-09 FTE Reclassed to Health License Inspector;
09-10 FTE Reclassed from Clerk III
Full-Time Regular 1442 Environmental Health Manager 0.00 1.00 1.00 Reclassed from Division Chief, Health
Full-Time Regular 1369 Inclusion Specialist 0.60 0.00 -0.60 Moved to 2530; FTE increase
Full-Time Regular 9999 Health License Coordinator 0.00 1.00 1.00 Reclasssed from Secretary II
2435 FOOD AND ENVIRONMENTAL HEALTH 7.60 6.00 -1.60
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 1116 Asst Director, Mental Health 0.17 0.00 -0.17 Position eliminated (ERI)
Full-Time Regular 1300 Secretary II 0.50 0.50
2455 MENTAL HEALTH PROGRAM ADMINIST 0.67 0.50 -0.17
Full-Time Regular 1300 Secretary II 0.50 0.50
Full-Time Regular 1374 Long Term Care Ombudsman 1.00 0.60 -0.40
08-09 FTE Recassified to Community Health Manager;
09-10 FTE Reclassified from Community Ombudsman
Full-Time Regular 1369 Inclusion Specialist 0.00 1.00 1.00 Moved from 2435; FTE Increase
Part-time Regular 9999 Community Ombudsman 0.40 0.00 -0.40
Position erroneously omitted in 08-09;
Reclassified to Long Term Care Ombudsman and FTE Increase
Full-Time Regular 9999 Community Health Manager 0.00 1.00 1.00 Reclassified from Long Term Care Ombudsman
2530 COMMISSION ON AGING 1.90 3.10 1.20
Full-Time Regular 1216 Human Relations Specialist 0.50 1.00 0.50 .5 FTE moved from 2550 (previously split)
2540 SUMMER YOUTH EMPLY PROG 0.50 1.00 0.50
Full-Time Regular 1418 Youth Coordinator 0.00 1.00 1.00 Moved from 1530
2541 YOUTH ENGAGEMENT DIVISION 0.00 1.00 1.00
Full-Time Regular 1199 Exec Secretary (non Dept. Head) 0.00 0.50 0.50 Reclassed from Exec Secretary (to Dept. Head); Split with 1505
Full-Time Regular 1214 Health Program Coordinator 0.00 1.00 1.00 Moved from 2435
Full-Time Regular 1444 Community Relations Manager 0.00 1.00 1.00 Moved from 2416; Reclassed from Community Intervention Coordinator
Full-Time Regular 1249 Outreach Specialist 0.00 1.00 1.00 Moved from 2416
Full-Time Regular 1216 Human Relations Specialist 1.50 0.00 -1.50 .5 FTE moved to 2540 (previously split with 2540); 1.0 FTE eliminated
2550 COMMUNITY RELATIONS 1.50 3.50 2.00
2400 HEALTH AND HUMAN SERVICES 24.90 24.00 -0.90
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 0.50 1.00 0.50 Previously split with 2665
2605 DIRECTOR OF PUBLIC WORKS 2.50 3.00 0.50
Full-Time Regular 1417 Sustainable Programs Coord. 0.00 1.00 1.00 Moved from 1535
1535 SUSTAINABILTY GRANT 0.00 1.00 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
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 0.00 -1.00 1.0 FTE Moved to 2665
2620 E.D.O.T. ADMINISTRATION 2.00 1.00 -1.00
Full-Time Regular 1145 Civil Engineer II 2.00 2.00
Full-Time Regular 1145 Civil Engineer III 1.00 1.00
Health and Human Services
Public Works
524
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1189 Engineering Associate II 3.00 3.00
Full-Time Regular 9995 Permits Engineer 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
2630 TRAFFIC ENGINEERING 4.50 4.50 0.00
Full-Time Regular 1331 Traffic Sign Repair Worker 3.00 3.00
2635 TRAFFIC SIGNS 3.00 3.00 0.00
Full-Time Regular 1224 Traffic Electrician Leader 1.00 1.00
Full-Time Regular 1330 Traffic Electrician 4.00 3.00 -1.00 1.0 FTE Eliminated
2640 TRAF. SIG. & ST. LIGHT. MAINT 5.00 4.00 -1.00
Full-Time Regular 1252 Parking Enforcement Officer 12.00 12.00
Full-Time Regular 1255 Parking Operations Clerk 1.00 1.00
Full-Time Regular 1291 Parking Enforcement Coordinator 1.00 1.00
2645 PARKING ENFORCEMENT & TICKETS 14.00 14.00 0.00
Full-Time Regular 1011 Superintendent, Streets/San 1.00 1.00
Full-Time Regular 1016 Streets/San Admin Assistant 1.00 0.00 -1.00 Reclassed to Business Office Coordinator
Full-Time Regular 9999 Business Office Coordinator 0.00 1.00 1.00 Reclassed from Streets/San Admin Assistant
Full-Time Regular 1199 Exec Secretary (non-Dept Head) 0.00 1.00 1.00 1.0 FTE Moved from 2620
Full-Time Regular 1237 Management Analyst 0.50 0.00 -0.50 Previously split with 2605
Full-Time Regular 1284 Public Works Supervisor 3.00 3.00
2665 STREETS AND SANITATION ADMINIS 5.50 6.00 0.50
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 1288 Public Works Maint Wrkr II 4.00 4.00
2670 STREET AND ALLEY MAINTENANCE 15.00 15.00 0.00
Full-Time Regular 1195 Equipment Operator II 4.00 4.00
Full-Time Regular 1288 Public Works Maint Wrkr II 3.00 1.00 -2.00 1.0 FTE eliminated and 1.0 FTE transferred to parking fund
2675 STREET CLEANING 7.00 5.00 -2.00
Full-Time Regular 1195 Equipment Operator II 14.00 14.00
Part-time Regular 1386 Recycling Attendant 0.75 0.75
2685 REFUSE COLLECT & DISPOSAL 14.75 14.75 0.00
Full-Time Regular 1195 Equipment Operator II 2.00 2.00
2695 YARD WASTE COLLECTION 2.00 2.00 0.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 2.00 0.00 -2.00 Moved to 3806
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 0.00 -1.00 Moved to 3805
Full-Time Regular 1428 Superintendent, Fac. Mgt. 1.00 0.00 -1.00 Moved to 3805
Part-time Regular 1403 PT Custodian 0.20 0.00 -0.20 Moved to 3806
2697 FACILITIES ADMINISTRATION 4.20 0.00 -4.20
Full-Time Regular 1159 Construction Manager 1.00 0.00 -1.00 Moved to 3807
Full-Time Regular 1200 Facilities Mgmt Supervisor 1.00 0.00 -1.00 Moved to 3807
Full-Time Regular 1202 Facilities Maint. Worker II 1.00 0.00 -1.00 Moved to 3807
Full-Time Regular 1203 Facilities Maint. Worker III 12.00 0.00 -12.00 Moved to 3807
Full-Time Regular 1351 ADA/CIP Project Manager 1.00 0.00 -1.00 Moved to 3807
2699 CONSTRUCTION & REPAIR 16.00 0.00 -16.00
2600 PUBLIC WORKS 105.45 83.25 -22.20
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 2.39 2.43
Part-time Regular 1229 Library Aide I 0.81 0.81
Part-time Regular 1373 Library Technical Aide 0.27 0.23
Part-time Regular 1388 Shelver 0.80 0.80
2805 CHILDREN'S SERVICES 8.01 8.01 0.00
Full-Time Regular 1226 Librarian I 0.00 7.34 0.5 FTE eliminated - reorganization
Full-Time Regular 1227 Librarian II 0.00 1.00
Full-Time Regular 9999 Administrative Librarian 0.00 1.00
Part-time Regular 1229 Library Aide 0.00 0.35
Part-time Regular 1372 Library Clerk 0.00 2.66
Part-time Regular 1373 Library Technical Aide 0.00 0.48
Part-time Regular 1384 Readers' Advisor 0.00 4.19 0.3 FTE increase - reorganization
2806 ADULT SERVICES 0.00 17.02 17.02
Full-Time Regular 1226 Librarian I 4.00 0.00
Full-Time Regular 1228 Librarian III 1.00 0.00 1.0 FTE eliminated - reorganization
Part-time Regular 1373 Library Technical Aide 0.48 0.00
Part-time Regular 1384 Readers' Advisor 2.89 0.00
2810 READER'S SERVICES 8.37 0.00 -8.37
Full-Time Regular 1226 Librarian I 3.84 0.00
Full-Time Regular 1227 Librarian II 1.00 0.00
Full-Time Regular 1228 Librarian III 1.00 0.00
Full-Time Regular 1262 Periodicals Supervisor 1.00 0.00
Part-time Regular 1229 Library Aide 0.35 0.00
Part-time Regular 1372 Library Clerk 2.93 0.00 0.27 FTE eliminated - reorganization
2815 REFERENCE SRVS & PERIODICALS 10.12 0.00 -10.12
Library
525
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1141 Circulation Supervisor 1.00 1.00
Full-Time Regular 1230 Library Aide II 1.50 1.50
Part-time Regular 1149 Clerk III 1.00 1.00
Part-time Regular 1372 Library Clerk 5.97 5.59 -0.38 0.38 FTE eliminated
Part-time Regular 1387 Security Monitor 2.01 2.01
Part-time Regular 1388 Shelver 4.51 4.51
2820 CIRCULATION 15.99 15.61 -0.38
Full-Time Regular 1227 Librarian II 0.50 0.50
Part-time Regular 1229 Library Aide I 0.66 0.66
Part-time Regular 1355 Branch Assistant 1.81 1.81
2825 NORTH BRANCH 2.97 2.97 0.00
Part-time Regular 1227 Librarian II 0.50 0.50
Part-time Regular 1229 Library Aide I 0.38 0.38
Part-time Regular 1355 Branch Assistant 1.73 1.73
2830 SOUTH BRANCH 2.61 2.61 0.00
Full-Time Regular 1148 Clerk II 5.25 5.25
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 2.00
Part-time Regular 1372 Library Clerk 2.35 2.35
2835 TECHNICAL SERVICES 12.13 12.13 0.00
Full-Time Regular 1163 Custodian I 0.64 0.64
Full-Time Regular 1165 Custodian II 3.00 3.00
2840 MAINTENANCE 3.64 3.64 0.00
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 1.00
Full-Time Regular 1430 Administrative Coordinator 1.00 1.00
Part-time Regular 1151 Clerk Typist II 0.51 0.51
2845 ADMINISTRATION 5.51 5.51 0.00
2800 LIBRARY DEPARTMENT 69.35 67.50 -1.85
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
. 1379 Preschool Instructor 0.50 0.50
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 1.00
Part-time Regular 1403 PT Custodian 1.25 1.25
3035 CHANDLER COMMUNITY CENTER 6.50 6.50 0.00
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 2.00
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 7.00 0.00
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00
3045 FLEETWOOD/JOURDAIN THEATR 1.00 1.00 0.00
Full-Time Regular 1151 Clerk Typist II 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 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 0.70 0.77 0.07
Parks, Forestry and Recreation
526
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
Part-time Regular 1397 Facilities Supervisor 0.85 0.85
Part-time Regular 1402 PT Bus Driver 1.03 1.03
Part-time Regular 1403 PT Custodian 2.20 1.93 -0.27
3055 LEVY CENTER 10.78 10.58 -0.20
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
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 1.90
Part-time Regular 1397 Facilities Supervisor 1.20 1.20
Part-time Regular 1403 PT Custodian 1.00 1.00
3095 CROWN ICE RINK 8.80 8.80 0.00
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 1.75 1.00 -0.75 Reclassed to Inclusion Specialist
Part-time Regular 1369 PT Inclusion Specialist 0.00 0.75 0.75 Reclassed from Program Manager
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 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 1.00
3510 HORTICULTURAL MAINTENANCE 14.00 14.00 0.00
Full-Time Regular 1113 Arborist 0.50 1.00 0.50 .25 FTE moved from 3520; .25 FTE moved from 3525 (Previously Split)
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 9.50 10.00 0.50
Full-Time Regular 1113 Arborist 0.25 0.00 -0.25 Moved to 3515 (Previously Split)
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 7.25 7.00 -0.25
Full-Time Regular 1113 Arborist 0.25 0.00 -0.25 Moved to 3515 (Previously Split)
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 2.25 2.00 -0.25
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1184 Director, Ecology Center 1.00 0.00 -1.00 1.0 FTE eliminated
Full-Time Regular 1191 Environmental Educator 2.00 2.00
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 5.05 4.05 -1.00
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 0.00 0.15 0.15 Moved from 3720
Part-time Regular 1376 PT Office Assistant 0.42 0.42
Part-time Regular 1397 Facilities Supervisor 1.10 1.10
Part-time Regular 1403 PT Custodian 1.75 1.75
3710 NOYES CULTURAL ARTS CTR 4.67 4.82 0.15
Full-Time Regular 1114 Director, Arts Council 0.40 0.40
Full-Time Regular 1294 Recreation Program Manager 1.00 0.85 -0.15 Moved to 3710
Full-Time Regular 1300 Secretary II 0.40 0.40
Full-Time Regular 1305 Senior Program Coordinator 1.00 1.00
527
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
3720 CULTURAL ARTS PROGRAMS 2.80 2.65 -0.15
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 0.00 1.00 1.00 Moved from 2697
Full-Time Regular 1428 Superintendent, Fac. Mgt.0.00 1.00 1.00 Moved from 2697
3805 FACILITIES ADMINISTRATION 0.00 2.00 2.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 0.00 2.00 2.00 Moved from 2697
Part-time Regular 1403 PT Custodian 0.00 0.20 0.20 Moved from 2697
3806 CIVIC CENTER SERVICES 0.00 2.20 2.20
Full-Time Regular 1159 Construction Manager 0.00 1.00 1.00 Moved from 2699
Full-Time Regular 1200 Facilities Mgmt Supervisor 0.00 1.00 1.00 Moved from 2699
Full-Time Regular 1202 Facilities Maint. Worker II 0.00 1.00 1.00 Moved from 2699
Full-Time Regular 1203 Facilities Maint. Worker III 0.00 12.00 12.00 Moved from 2699
Full-Time Regular 1351 ADA/CIP Project Manager 0.00 1.00 1.00 Moved from 2699
3807 CONSTRUCTION & REPAIR 0.00 16.00 16.00
3000 PARKS/FORESTRY & RECREATION 112.75 131.75 19.00
Grand Total - General Fund 758.23 741.20 -17.03
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
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 1.00 2.00 1.0 FTE omitted in previous years; corrected in FY 09-10
5150 EMERGENCY TELEPHONE SYSTM 4.00 5.00 1.00
5150 EMERGENCY TELEPHONE SYSTM 4.00 5.00 1.00
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 1109 Administrative Secretary 0.30 0.00 -0.30 1 FTE reclassed to Executive Assistant;Split with 1505
Full-Time Regular 1185 Economic Development Planner 1.00 1.00
Full-Time Regular 1198 Executive Assistant 0.00 0.30 0.30 Reclassed from Administrative Secretary; Split with 1505
Full-Time Regular 9999 Economic Development Director 1.00 1.00
5300 ECON. DEVELOPMENT FUND 2.30 2.30 0.00
5300 ECON. DEVELOPMENT FUND 2.30 2.30 0.00
Full-Time Regular 1203 Facilities Maint. Worker III 1.00 1.00
7000 MAPLE AVENUE GARAGE 1.00 1.00 0.00
7000 MAPLE AVENUE GARAGE 1.00 1.00 0.00
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 1284 Public Works Supervisor 1.00 0.00 -1.00 Re-classed to Parking System Supervisor
Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50
7005 PARKING SYSTEM MGT 6.50 5.50 -1.00
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 5.00 1.00 Moved from 2675
7015 PARKING LOTS & METERS 8.00 9.00 1.00
7005 PARKING SYSTEM MGT 14.50 14.50 0.00
Full-Time Regular 1012 Superintendent, Water/Sewer 1.00 1.00
Full-Time Regular 1126 Asst Superintendent, W/S Admin 1.00 0.00 -1.00 Reclassed to Asst. Superin, Water Production
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 0.00 1.00 1.00 Reclassed from Asst. Superintendent, W/S Admin
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
Other Funds - Full-Time Equivalent Positions
Emergency Telephone System Fund
Community Development Block Grant Fund
Economic Development Fund
Parking System Fund
Water Fund
Maple Avenue Garage Fund
528
CITY OF EVANSTON
2009-10 FTE POSITION DETAIL - ALL FUNDS
Employee Status
Description Position ID Position Description
2008-2009
Budgeted
FTE
2009-2010
Budgeted
FTE
Difference
FTE Comments
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 Split with 7400
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 1.00 2.00 1.00 Reclassed from Water Service Worker
Full-Time Regular 1341 Water Service Worker 3.00 2.00 -1.00 Reclassed to Water Worker II
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 Split with 7115
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 1.00
Full-Time Regular 1128 Auto Shop Supervisor 2.00 2.00
7705 GENERAL SUPPORT 3.00 3.00 0.00
Full-Time Regular 1193 Equipment Mechanic III 9.00 9.00
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 1.00
7710 MAJOR MAINTENANCE 12.00 12.00 0.00
7700 FLEET SERVICES DEPT. 15.00 15.00 0.00
Full-Time Regular 1015 Risk Mgmt. Admin. Assistant 1.00 0.00 -1.00 Position Eliminated
Full-Time Regular 1414 Risk Manager 1.00 0.00 -1.00 Position Eliminated
Full-Time Regular 1217 Human Resources Assistant 0.00 1.00 1.00 New Position
Full-Time Regular 1218 Human Resources Specialist 0.00 1.00 1.00 New Position
7800 INSURANCE FUND 2.00 2.00 0.00
7800 INSURANCE FUND 2.00 2.00 0.00
Grand Total - Other Funds 97.80 98.80 1.00
Grand Total - All Funds 856.03 840.00 -16.03
Fleet Service Fund
Insurance Fund
Sewer Fund
529
530
PART VI
CAPITAL IMPROVEMENT PLAN
531
532
Capital Improvement Program
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.
533
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.
534
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.
• 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.
535
Public Buildings
• Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making decisions
concerning construction, purchasing, disposal or rehabilitation of public facilities.
• Continue to undertake preventive maintenance, energy conservation, and rehabilitation programs for public
buildings.
• Undertake projects needed to improve the security of public buildings and facilities.
• Complete the fire station construction and improvement plan.
• Complete the rehabilitation of the Police/Fire Headquarters.
• Undertake projects and improvement to municipal facilities to meet the standards of the Federal Americans with
Disabilities Act (ADA).
• Develop and implement a plan for the municipal offices.
• Implement policy advocating art within city building projects, in compliance with Title 7, Chapter 16 of the City
Code.
Transportation
• Improve the condition, efficiency and safety of Evanston’s circulation system.
• Undertake improvements needed to keep municipal parking facilities well maintained, safe and attractive.
• Plan and implement expanded public parking inventory.
• Continue the City’s programs for maintaining curbs, gutters and sidewalks.
• Evaluate all sidewalks and develop an improvement schedule.
• Enhance livability of neighborhoods by implementing various traffic controls.
• Improve Evanston’s remaining unpaved streets and alleys.
• Implement a citywide bike plan and encourage 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.
• 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.
536
• 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.
Contingencies Account
• A contingency line item should be included for each project equal to 10% of the project’s estimated cost.
• A bond funded capital plan contingency account shall be included at the beginning of each fiscal year. This shall
be equal to 10% of the current year general obligation capital improvement projects.
• Funds from the overall CIP contingency account can be used to supplement a project if none are available within
the department’s existing projects.
• Any unused contingency funds could be reallocated by the City Council at the end of the fiscal year.
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.
537
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.
538
City of Evanston
Capital Improvement Plan Summary by Funding Source
Fiscal Year 2010
Funding Source Amount
Federal Grants/CDBG 1,442,229
Fleet Fund 2,000,000
Fund Balance 1,000,000
General Obligation Bonds- Debt Service Fund 7,821,016
General Obligation Bonds- Sewer Fund 1,451,400
General Obligation Bonds- W ater Fund 6,245,000
Motor Fuel Fund 1,200,000
Prior Year Carryovers 2,426,038
Private Funds/Donations 450,000
State Grants 550,000
TOTAL FY10 CIP 24,585,683
6%
8%
4%
32%
6%
25%
2%
2%
10%
5%
Federal Grants/CDBG
Fleet Fund
Fund Balance
General Obligation Bonds- Debt
Service Fund
General Obligation Bonds- Sewer
Fund
General Obligation Bonds- Water
Fund
Motor Fuel Fund
Prior Year Carryovers
Private Funds/Donations
State Grants
FY10 CIP by Funding Source
539
City of Evanston
Capital Improvement Plan Summary by Department
Fiscal Year 2010
Department Amount
BPAT 1,100,000
Community Development 50,000
Facilities 740,954
Finance 300,000
Parks & Recreation 4,747,000
Police 320,000
Public W orks- General 9,631,329
Public W orks- Sewer 1,451,400
Public W orks- W ater 6,245,000
TOTAL FY10 CIP 24,585,683
3%
19%
1%
26%
1%
0%4%
6%
40%
BPAT
Community Development
Facilities
Finance
Parks & Recreation
Police
Public Works- General
Public Works- Sewer
Public Works- Water
FY10 CIP by Department
540
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STRATEGIC PLAN
659
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MISSION:
The City of Evanston is committed to promoting the highest
quality of life for all residents by providing fi scally-sound, responsive
municipal services and delivering those services
equitably, professionally with the highest degree of integrity.
Neighborhood Vision “Evanston will maintain and build upon the uniqueness
and strengths of its neighborhoods and parks. We will
provide a high quality of life for all members of our
diverse population.”
Goal Eleven:Goal Eleven: Define Evanston neighborhoods and ensure that they are
safe, clean, and attractive.
Objectives:
11A: Defi ne neighborhood unit and develop an inventory of organizational
resources, assets and needs.
11B: Identify existing service gaps, opportunities and threats.
11C: Develop an action plan to incorporate more multi-generational
features in our parks, recreational programs and facilities.
11D: Respond effectively and effi ciently to the identifi ed needs of Evanston
neighborhoods.
11E: Evaluate and refine public safety strategies to promote a safe
environment throughout the community’s neighborhoods.
Social Programs Vision Social Programs Vision“Evanston is a socially-conscious and active City. We
will address the social needs of all our citizens where
additional help and support is required.”
Goal Twelve:Goal Twelve: Provide opportunities for and engage Evanston youth and
young adults to become active and productive citizens of
the Evanston community.
Objectives:
12A: Assess youth and young adult services and develop recommendations
to address service gaps.
12B: Partner with others to increase participation and interest of youth and
young adults.
12C: Address the recreational needs of youth and young adults.
Goal Thirteen:Goal Thirteen: Strive to ensure that all Evanston residents have access to
healthcare as well as basic food, housing and shelter.
Objectives:
13A: Regularly assess community health and wellness and the need
for human services.
13B: Assess the effectiveness and responsiveness of human services
programs.
13C: Support and promote a collaborative network of human services
programs in Evanston.
Strengthening Community
Creating the most livable city in America
The Evanston City Council unanimously approved the Evanston Strategic Plan on March 27,
2006. A Strategic Plan defi nes where our organization is going, how we are going to get there
and measures success over time. It ensures the most effective use of the organization’s limited
resources by focusing those resources on key priorities.
The Evanston Strategic Plan was developed over a nine-month period that included public meet-
ings involving the City Council, City staff and many of the citizens of Evanston. It is the framework
by which the City organization will provide services and programs over the next fi ve years to all
members of our community.
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661
Economics Vision “Evanston will have a viable, renewable economic engine,
which can support the needs and enhance the life-
styles of those living and working in the community.”
Goal One: Create and implement a comprehensive economic development
strategy, which results in a vibrant and diverse economy
for the City of Evanston.
Objectives:
1A: Create an economic development plan which includes strategies and
policies that are futuristic and conscientious of our heritage for:
a) Downtown development
b) Neighborhood development
c) Business retention
d) Business attraction
e) Creative class (entrepreneurial, technological, artistic) attraction
f) Citywide technological and communication needs
1B: Review the zoning and preservation ordinances in context of new
economic development plan.
Visit the City’s web site, www.cityofevanston.org, for further information and to watch the City achieve its goals.
The Strategic Plan features an
overall vision and mission (front
page), as well as specifi c visions for
economics, infrastructure, natural
resources, partnerships, gover-
nance, neighborhoods and social
programs. Each of these visions
falls under one of three value areas:
Economic Viability, Environmental
Sustainability and Strengthening
Community. The thirteen goals of
the Strategic Plan address these
visions with objectives that support
the community’s values.
Economic Viability
Governance Vision “Evanston will strive to create the most
useful and efficient government and
government services.”
Goal Eight: Create collaborative and productive partnerships with
schools, hospitals, business organizations, arts organizations,
and other not-for-profit groups and governments.
Objectives:
8A: Inventory and defi ne existing relationships at both the Council and
staff level.
8B: Evaluate objectives of current partnerships and determine future
direction and appropriate action steps at facilitated strategy sessions
with aforementioned groups.
8C: Expand and enhance the integration of the arts including the
provision of public art in the business, social and educational
environment of Evanston.
Goal Nine: More effectively utilize Boards and Commissions.
Objectives:
9A: Review the function, responsibility and structure of all Boards and
Commissions to maximize effectiveness.
9B: Provide standardized training/orientation for members and assigned
staff.
Goal Ten: Promote a standard of excellence and collaboration between
staff and the City Council to provide outstanding customer
service to the citizens of Evanston.
Objectives:
10A: Create a comprehensive and continuous customer service training
program that fosters an environment of creative problem solving at
all staff levels and ensures the staff is responsive, knowledgeable,
courteous and friendly at every staff level.
10B: Provide an integrated system that allows customer input on service
performance.
10C: Recruit, retain and develop the most qualifi ed individuals for all City
departments.
10D: Investigate and implement best practices and national models of
service delivery.
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662
Strengthening Community
Partnerships Vision “Evanston will build cooperative reciprocal
partnerships with the educative institutions,
not-for-profits, hospitals, and business
constituents. We will continue to focus on
nurturing current relationships and creating
new relationships to provide a better life for
our diverse population.”
Goal Seven: Continue to develop a collaborative and reciprocal
relationship with Northwestern University.
Objectives:
7A: Inventory current relationships and perform needs and
opportunities analysis.
7B: Research positive University/Government (Town/Gown)
relationships to identify successful approaches to working
together.
7C: Establish quarterly meetings between representatives of the
City Council and Northwestern University Board of Trustees.
7D:7D: Establish regular meetings between senior staff from the City
and the University.
7E: Perform needs and opportunities analyses and develop
common delivery of services such as dispatching (911),
parking, recreation, employment opportunities, etc.
Goal Two: Create policies and programs that result in a well-maintained,
diverse housing stock throughout the City of Evanston.
Objectives:
2A: Assess existing housing programs and inspection services to identify
strengths and gaps.
2B: Develop and implement a comprehensive inclusionary and affordable
housing policy.
2C: Create workforce ownership and rental housing opportunities.
2D: Improve affordable housing provided in Evanston by regional housing
agencies and local not-for-profi ts through exemplary tenant screening
and enforcement of property standards.
2E: Continue advocacy of affordable housing choices throughout the
northern suburbs.
Goal Three: Generate marketable job skills for Evanston residents.
Objectives:
3A: Initiate brainstorming roundtable session with ETHS and post-
secondary educational institutions that serve ETHS students, as well
as major businesses.
3B: Convene brainstorming roundtable session with State and Federal
legislators to identify opportunities for system improvement.
3C: Convene brainstorming roundtable session with leaders of construction
trade and labor unions that could provide training/entry-level jobs for
ETHS graduates.
3D: Advocate for job skill development and vocational training for skilled
trades through city contracting, internships, work-study placements,
and policy-making boards.
3E: Convene (and communicate to) local businesses (including hospitals
and NU) to brainstorm the job opportunities for Evanston residents and
develop methods to match the job with the resident.
3F: Create a job training fund.
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663
Infrastructure Vision “Evanston will have a highly effective infrastructure that
enables the community activities of its citizens and
businesses.Evanston is a destination that requires an
infrastructure that takes into account multiple modes
of transportation as well as the natural resources
available to us.”
Goal Four: Create and maintain functionally appropriate, sustainable,
accessible and high quality infrastructure and facilities.
Objectives:
4A: Council will provide direction regarding the futures of the Civic Center,
Recycling Center, and Robert Crown Center.
4B: Update and continue implementation of Parks/Forestry & Recreation’s
comprehensive long-range property/equipment plan, including trees.
4C: Continue to develop an environmentally sensitive lakefront master plan.
4D: Prepare & implement a comprehensive, long-range infrastructure plan
including parking, streets, sewers, water mains, lighting, signs, traffi c
signals, alleys, pavement marking, sidewalks, and bridges.
4E: To better manage our buildings, prepare & implement a long-range
and comprehensive facility maintenance plan.
4F: Continue to encourage the enhancement of reliability in gas and
electrical distribution systems.
Environmental Sustainability
Natural Resources Vision “Evanston will be known as ‘The Green City.’
We will embrace the best ecological practices and
policies in our government, services and infrastructure.”
Goal Five: Protect and optimize the City’s natural resources and
built environment, leading by example through
sustainable practices and behaviors.
Objectives:
5A: Review current City policies and procedures to identify and improve
sustainable and environmentally-friendly practices for the City and
its citizens.
5B: Identify and utilize new practices that will improve the quality of life to
enhance the City’s sustainability.
5C: Evaluate the potential implementation of a City-wide Environmental
Management System (EMS).
5D: Sustainably manage, maintain, enhance and preserve our natural
resources, such as the North Shore Channel, canal lands and
Ladd Arboretum.
5E: Protect and seek to expand, where possible, green spaces within the City.
Goal Six: Coordinate and influence transportation resources to provide
an improved system that is safe, integrated, accessible,
responsive, understandable, efficient, and meets the needs
of all people.
Objectives:
6A: Complete a 20-year, multi-modal transportation plan for the City to
identify disconnects in the transportation system and to develop
strategies to make modal connections.
6B: Leverage funds and resources from a variety of sources.
6C: Promote energy-effi cient and non-automotive transportation systems,
including implementation of the Evanston Bike Plan.
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664
Infrastructure Vision “Evanston will have a highly effective infrastructure that
enables the community activities of its citizens and
businesses.Evanston is a destination that requires an
infrastructure that takes into account multiple modes
of transportation as well as the natural resources
available to us.”
Goal Four: Create and maintain functionally appropriate, sustainable,
accessible and high quality infrastructure and facilities.
Objectives:
4A: Council will provide direction regarding the futures of the Civic Center,
Recycling Center, and Robert Crown Center.
4B: Update and continue implementation of Parks/Forestry & Recreation’s
comprehensive long-range property/equipment plan, including trees.
4C: Continue to develop an environmentally sensitive lakefront master plan.
4D: Prepare & implement a comprehensive, long-range infrastructure plan
including parking, streets, sewers, water mains, lighting, signs, traffi c
signals, alleys, pavement marking, sidewalks, and bridges.
4E: To better manage our buildings, prepare & implement a long-range
and comprehensive facility maintenance plan.
4F: Continue to encourage the enhancement of reliability in gas and
electrical distribution systems.
Environmental Sustainability
Natural Resources Vision “Evanston will be known as ‘The Green City.’
We will embrace the best ecological practices and
policies in our government, services and infrastructure.”
Goal Five: Protect and optimize the City’s natural resources and
built environment, leading by example through
sustainable practices and behaviors.
Objectives:
5A: Review current City policies and procedures to identify and improve
sustainable and environmentally-friendly practices for the City and
its citizens.
5B: Identify and utilize new practices that will improve the quality of life to
enhance the City’s sustainability.
5C: Evaluate the potential implementation of a City-wide Environmental
Management System (EMS).
5D: Sustainably manage, maintain, enhance and preserve our natural
resources, such as the North Shore Channel, canal lands and
Ladd Arboretum.
5E: Protect and seek to expand, where possible, green spaces within the City.
Goal Six: Coordinate and influence transportation resources to provide
an improved system that is safe, integrated, accessible,
responsive, understandable, efficient, and meets the needs
of all people.
Objectives:
6A: Complete a 20-year, multi-modal transportation plan for the City to
identify disconnects in the transportation system and to develop
strategies to make modal connections.
6B: Leverage funds and resources from a variety of sources.
6C: Promote energy-effi cient and non-automotive transportation systems,
including implementation of the Evanston Bike Plan.
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665
Strengthening Community
Partnerships Vision “Evanston will build cooperative reciprocal
partnerships with the educative institutions,
not-for-profits, hospitals, and business
constituents. We will continue to focus on
nurturing current relationships and creating
new relationships to provide a better life for
our diverse population.”
Goal Seven: Continue to develop a collaborative and reciprocal
relationship with Northwestern University.
Objectives:
7A: Inventory current relationships and perform needs and
opportunities analysis.
7B: Research positive University/Government (Town/Gown)
relationships to identify successful approaches to working
together.
7C: Establish quarterly meetings between representatives of the
City Council and Northwestern University Board of Trustees.
7D:7D: Establish regular meetings between senior staff from the City
and the University.
7E: Perform needs and opportunities analyses and develop
common delivery of services such as dispatching (911),
parking, recreation, employment opportunities, etc.
Goal Two: Create policies and programs that result in a well-maintained,
diverse housing stock throughout the City of Evanston.
Objectives:
2A: Assess existing housing programs and inspection services to identify
strengths and gaps.
2B: Develop and implement a comprehensive inclusionary and affordable
housing policy.
2C: Create workforce ownership and rental housing opportunities.
2D: Improve affordable housing provided in Evanston by regional housing
agencies and local not-for-profi ts through exemplary tenant screening
and enforcement of property standards.
2E: Continue advocacy of affordable housing choices throughout the
northern suburbs.
Goal Three: Generate marketable job skills for Evanston residents.
Objectives:
3A: Initiate brainstorming roundtable session with ETHS and post-
secondary educational institutions that serve ETHS students, as well
as major businesses.
3B: Convene brainstorming roundtable session with State and Federal
legislators to identify opportunities for system improvement.
3C: Convene brainstorming roundtable session with leaders of construction
trade and labor unions that could provide training/entry-level jobs for
ETHS graduates.
3D: Advocate for job skill development and vocational training for skilled
trades through city contracting, internships, work-study placements,
and policy-making boards.
3E: Convene (and communicate to) local businesses (including hospitals
and NU) to brainstorm the job opportunities for Evanston residents and
develop methods to match the job with the resident.
3F: Create a job training fund.
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666
Economics Vision “Evanston will have a viable, renewable economic engine,
which can support the needs and enhance the life-
styles of those living and working in the community.”
Goal One: Create and implement a comprehensive economic development
strategy, which results in a vibrant and diverse economy
for the City of Evanston.
Objectives:
1A: Create an economic development plan which includes strategies and
policies that are futuristic and conscientious of our heritage for:
a) Downtown development
b) Neighborhood development
c) Business retention
d) Business attraction
e) Creative class (entrepreneurial, technological, artistic) attraction
f) Citywide technological and communication needs
1B: Review the zoning and preservation ordinances in context of new
economic development plan.
Visit the City’s web site, www.cityofevanston.org, for further information and to watch the City achieve its goals.
The Strategic Plan features an
overall vision and mission (front
page), as well as specifi c visions for
economics, infrastructure, natural
resources, partnerships, gover-
nance, neighborhoods and social
programs. Each of these visions
falls under one of three value areas:
Economic Viability, Environmental
Sustainability and Strengthening
Community. The thirteen goals of
the Strategic Plan address these
visions with objectives that support
the community’s values.
Economic Viability
Governance Vision “Evanston will strive to create the most
useful and efficient government and
government services.”
Goal Eight: Create collaborative and productive partnerships with
schools, hospitals, business organizations, arts organizations,
and other not-for-profit groups and governments.
Objectives:
8A: Inventory and defi ne existing relationships at both the Council and
staff level.
8B: Evaluate objectives of current partnerships and determine future
direction and appropriate action steps at facilitated strategy sessions
with aforementioned groups.
8C: Expand and enhance the integration of the arts including the
provision of public art in the business, social and educational
environment of Evanston.
Goal Nine: More effectively utilize Boards and Commissions.
Objectives:
9A: Review the function, responsibility and structure of all Boards and
Commissions to maximize effectiveness.
9B: Provide standardized training/orientation for members and assigned
staff.
Goal Ten: Promote a standard of excellence and collaboration between
staff and the City Council to provide outstanding customer
service to the citizens of Evanston.
Objectives:
10A: Create a comprehensive and continuous customer service training
program that fosters an environment of creative problem solving at
all staff levels and ensures the staff is responsive, knowledgeable,
courteous and friendly at every staff level.
10B: Provide an integrated system that allows customer input on service
performance.
10C: Recruit, retain and develop the most qualifi ed individuals for all City
departments.
10D: Investigate and implement best practices and national models of
service delivery.
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667
MISSION:
The City of Evanston is committed to promoting the highest
quality of life for all residents by providing fi scally-sound, responsive
municipal services and delivering those services
equitably, professionally with the highest degree of integrity.
Neighborhood Vision “Evanston will maintain and build upon the uniqueness
and strengths of its neighborhoods and parks. We will
provide a high quality of life for all members of our
diverse population.”
G o a l E l e v e n :Goal Eleven: Define Evanston neighborhoods and ensure that they are
safe, clean, and attractive.
Objectives:
11A: Defi ne neighborhood unit and develop an inventory of organizational
resources, assets and needs.
11B: Identify existing service gaps, opportunities and threats.
11C: Develop an action plan to incorporate more multi-generational
features in our parks, recreational programs and facilities.
11D: Respond effectively and effi ciently to the identifi ed needs of Evanston
neighborhoods.
11E: Evaluate and refine public safety strategies to promote a safe
environment throughout the community’s neighborhoods.
Social Programs Vision Social Programs Vision “Evanston is a socially-conscious and active City. We
will address the social needs of all our citizens where
additional help and support is required.”
G o a l Tw e l v e :Goal Twelve: Provide opportunities for and engage Evanston youth and
young adults to become active and productive citizens of
the Evanston community.
Objectives:
12A: Assess youth and young adult services and develop recommendations
to address service gaps.
12B: Partner with others to increase participation and interest of youth and
young adults.
12C: Address the recreational needs of youth and young adults.
G o a l T h i r t e e n :Goal Thirteen: Strive to ensure that all Evanston residents have access to
healthcare as well as basic food, housing and shelter.
Objectives:
13A: Regularly assess community health and wellness and the need
for human services.
13B: Assess the effectiveness and responsiveness of human services
programs.
13C: Support and promote a collaborative network of human services
programs in Evanston.
Strengthening Community
Creating the most livable city in America
The Evanston City Council unanimously approved the Evanston Strategic Plan on March 27,
2006. A Strategic Plan defi nes where our organization is going, how we are going to get there
and measures success over time. It ensures the most effective use of the organization’s limited
resources by focusing those resources on key priorities.
The Evanston Strategic Plan was developed over a nine-month period that included public meet-
ings involving the City Council, City staff and many of the citizens of Evanston. It is the framework
by which the City organization will provide services and programs over the next fi ve years to all
members of our community.
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668
GLOSSARY
669
670
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
671
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
672
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
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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.
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Glossary
MAINTENANCE: All materials or contract
expenditures covering repair and upkeep of
City buildings, machinery and equipment,
systems, and land.
MFT: Motor Fuel Tax, represents revenues
for the City’s share of gasoline taxes,
allotted by the state for street improvements.
MODIFIED ACCRUAL BASIS: The accrual
basis of accounting adapted to the
governmental fund type spending
measurement focus. Under it, revenues are
recognized when they become both
“measurable” and “available” to finance
expenditures of the current period.
Expenditures are recognized when the
related fund liability is incurred except for (1)
inventories of materials and supplies which
may be considered expenditures either
when purchased or when used; (2) prepaid
insurance and similar items which need not
be reported; (3) accumulated unpaid
vacation, sick pay, and other employee
benefit amounts which need not be
recognized in the current period, but for
which larger than normal accumulations
must be disclosed in the notes to the
financial statements; (4) interest on special
assessment indebtedness which may be
recorded when due rather than accrued, if
offset by interest earnings on special
assessment levies: and (5) principal and
interest on long-term debt which are
generally recognized when due.
MOODY’S INVESTMENT RATING
SERVICE: An independent agency that
analyzes the financial credit ratings of
organizations. These ratings are based on
debt issuance and carry a three letter
coding. The City possesses the highest
rating level, which is Aaa.
MUNICIPAL: Of or pertaining to a city or its
government.
NORTAF: North Regional Major Crimes
Task Force, this task force was established
to serve as a standing task force that would
be available to its member agencies for the
investigation of major crimes, including
homicides and non-parental kidnappings.
Member communities include Evanston,
Glencoe, Glenview, Kenilworth,
Lincolnwood, Morton Grove, Niles,
Northbrook, Northfield, Skokie, Wheeling,
Wilmette, and Winnetka.
OBJECTIVES: The objectives in the
performance area of the budget are
statements of one-time projects. These
statements are intended to address either a
new service or project, or a significant
change in focus or priority in response to a
special community need or City effort to
improve productivity. Objectives are
generally limited to one fiscal year.
ONGOING ACTIVITY MEASURES: These
measures provide annual workload data on
the activities of the City, which occur on an
ongoing basis, year after year.
OPERATING BUDGET: A financial plan
outlining the estimated revenues and
expenditures, and other information for a
specific period (usually a fiscal year). The
“proposed budget” is the financial plan
presented by the City Manager for
consideration by the City Council, and the
“adopted budget” is the financial plan
ultimately approved and authorized by the
City Council.
OPERATING EXPENSES: Proprietary fund
expenses that are directly related to the
fund’s primary service activities.
OPERATING INCOME: The excess of
proprietary fund operating revenues over
operating expenses.
OPERATING REVENUES: Proprietary fund
revenues that are directly related to the
fund’s primary service activities. They
consist primarily of user charges for
services.
PEER Services: Fiscal agent for Evanston
Substance Abuse Prevention Council.
PER CAPITA COSTS: The cost of service
per person. Per capita costs in Evanston
are based on a 74,239 estimated population
provided by the 2000 Census.
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Glossary
PIMS: Police Information Management
System, a computerized record system
developed and maintained by the State of
Illinois Criminal Justice Information
Authority.
PROPERTY TAXES: Used to describe all
revenues received in a period from current
taxes, delinquent taxes, penalties and
interest on delinquent taxes.
PUBLIC HEARING: The portions of open
meetings held to present evidence and
provide information on both sides of an
issue.
RESERVE: An account used to indicate that
a portion of fund balance is restricted for a
specific purpose. An account used to
earmark a portion of fund balance to indicate
that it is not appropriate for expenditure. A
reserve may also be an account used to
earmark a portion of fund equity as legally
segregated for a specific future use.
REVENUES: All amounts of money earned
or received by the City from external
sources. It includes such items as tax
payments, fees from specific services,
receipts from other governments, fines,
forfeitures, grants, shared revenues and
interest income.
REVENUE BONDS: Bonds whose principal
and interest are payable exclusively from a
revenue source pledged as the payment
source before issuance.
ROI: Return on investment, a method to
assist management decision making by
evaluating the return on various investment
alternatives.
SALES TAXES: The City receives two types
of sales taxes – one from the state and the
other from a home-rule sales tax. The state
tax rate is 1% and the local home rule sales
tax rate is 1%.
SAMSHA: Substance Abuse and Mental
Health Services Administration.
SERVICES BILLED OUT: Includes
revenues received for services provided by
one department to another within the same
fund. An example would be the revenue
received by the Parks Department from the
Recreation Department for services
provided in support of Recreation programs.
SYEP: Summer Youth Employment
Program.
TAX BASE: The total value of all real and
personal property in the City as of January 1
of each year, as certified. The tax base
represents net value after all exemptions.
TAX LEVY: The resultant product when the
tax rate per one hundred dollars is multiplied
by the tax base.
TAX RATE: A percentage applied to all
taxable property to raise general revenues.
It is derived by dividing the total tax levy by
the taxable net property valuation.
TAXES: Compulsory charges levied by a
government for the purpose of financing
services performed for the common benefit.
The term does not include charges for
services rendered only to those paying such
charges, for example sewer service
charges.
TIF: Tax Increment Financing or the act of
capturing the amount of property taxes
levied by a taxing unit for the year on the
appraised value of real property located
within a defined investment zone. The tax
increments are paid into the TIF fund and
used to pay project costs within the zone,
including debt service obligations.
TRUST AND AGENCY FUNDS: Funds
created to account for assets held by the
City in a trustee capacity or as an agent for
individuals, private organizations, other
governmental units, and/or other funds.
These include pension trust funds and
agency funds.
USER CHARGES: The payment of a fee for
direct receipt of a public service by the party
benefiting from the service.
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