HomeMy WebLinkAbout2008-2009 Adopted Budget
ELECTED OFFICIALS
Lorraine H. Morton Mayor
ALDERMAN
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
Mary P. Morris City Clerk
Julia A. Carroll, City Manager
CITY OF EVANSTON
2008-2009 APPROVED 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…………………………………………………………………………… 22
Part II – Charts and Summaries
Organizational Chart - Previous (2007-2008)………………………………………………. 29
Organizational Chart - New (2008-2009)…………………………………………………… 30
General Information……………………………………………………………………......... 31
Budget Calendar……………………………………………………………………………… 32
Budget Process……………………………………………………………………………….. 33
Budgetary Basis of Accounting…..…………………………………………………………… 35
Budget Policy…………………………………………………………………………………… 37
Fund Descriptions……………………………………………………………………………… 41
Fund Summary…………………………………………………………………………………. 44
Total Appropriations – All Funds……………………………..………………………............. 45
Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………........... 46
Transfer Summary……………………………………………………………………………… 47
Fund Balance Summary……………………………………………………………………….. 49
Tax Bill Charts………...……………….………………………………………………………. 50
Property Tax Charts……………………………………………………………………………. 51
2008-09 Property Tax Graphs…………………………………………………………………. 57
2008-09 Property Tax Levy Chart…………………………………………………………….. 58
Revenue Sources, Assumptions and Trends…………………………………………………. 59
Debt Service ……...…………………………………………………………………………… 63
Part III – General Fund Budget
All Divisions Expenditure Chart……………………………………………………………….. 67
General Fund Expenditure Summary………………………………………………………… 68
General Fund Revenue Summary.….……………………………………………………….. 69
General Fund Revenue Detail……………………………………………………………. 70
City Council…………………………………………………………………………………….78
City Clerk’s Office……………………………………………………………………………..83
City Manager…………………………………………………………………………………..87
City Manager Office Administration……………………………………………………… 91
Public Information…………………………………………………………………………. 93
Emergency Preparedness…………………………………………………………………. 95
Miscellaneous Business Operations……………………………………………………… 97
Youth Engagement Division………………………………………………………………. 99
Sustainability Grant………………………………………………………………………… 101
Business Performance & Technology Division………………………………………………. 103
Information Systems..…………………………………………………………………….. 106
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Geographic Information Systems (GIS)…………………………………………………. 109
Performance Management 111
Legal……………………………………………………………………………………...........114
Human Resources………………………………………………………………………........118
Human Resources General Support………………………………………………………. 121
Benefits Administration……………………………………………………………………. 114
Finance…………………………………………………………………………………………125
Finance General Support……………………………………………………………....... 129
Revenue Division………………………………………………………………………….. 131
Payroll Division……………………………………………………………………………. 133
Accounting & Accounts Payable ………….……………………………………………. 135
Purchasing / MWEBE…………………………………………………………………….. 137
Budget Office……………………………………………………………………………… 139
Administrative Adjudication……………………………………………………………….. 141
Miscellaneous Expenditures / Transfers………………………………………………… 143
Community Development……………………………………………………………………145
Community Development Administration………………………………………………… 150
Planning…………………………………………………………………………………….. 152
Housing Code Compliance……………………………………………………………….. 155
Housing Rehabilitation…………………………………………………………………….. 158
Building and Zoning……….…………………………………………………………........ 160
Police……………………………………………………………………………………………162
Police Administration………………………………………………………………………. 168
Patrol Operations……………………………………………………………………......... 170
Criminal Investigation……………………………………………………………….......... 172
Social Services Bureau...……………………………………………………………....... 174
Juvenile Bureau……………………………………………………………………………. 176
School / Community Liaison………………………………………………………………. 178
Records Bureau…………………………………………………………………….......... 180
Communications Bureau...……………………………………………………………….. 182
Service Desk Bureau...…………………………………………………………………… 184
Office of Professional Standards……………………………………………………....... 186
Office of Administration…………………………………………………………….......... 188
Neighborhood Enforcement………………………………………………………………. 190
Traffic Bureau……………………………………………………………………………… 192
Community Strategies Bureau…………………………………………………………….. 194
Animal Control…………………………………………………………………………….. 196
Problem Solving Team……………………………………………………………………. 198
Fire …………………………………………………………………………………………….200
Fire Management & Support……………………………………………………………… 203
Fire Prevention Bureau…………………………………………………………………… 205
Fire Suppression Bureau………………………………………………………………… 207
Health and Human Services……………………………………………………………........209
Health Services Administration…………………………………………………………… 214
Family and Community Wellness…………………………………………………………. 216
Dental Services……………………………………………………………………………. 218
Food & Environmental Health……………………………………………………………… 220
Vital Records………………………………………………………………………………. 223
Homeless Services…………………………………………………………………………. 225
Farmer's Market…………………………………………………………………………….. 228
Mental Health Board & Community Purchased Services……………………………………. 230
Commission on Aging…………………………………………………………………………. 237
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Human Relations Division…..…………………………………………………………………. 242
Public Works…………………………………………………………………………………..248
Director of Public Works……………………………………………………………........ 252
Municipal Service Center…………………………………………………………………. 254
Division of Transportation………..…………………………………………………………… 256
EDOT Administration…...…………………………………………………………........... 259
Engineering……………………………………………………………………………….. 263
Traffic Engineering Administration ………………………………………………………. 264
Traffic Signs……………………………………………………………………………….. 266
Traffic Signals & Street Light Maintenance………………………………………………. 268
Parking Enforcement & Ticket Processing….…………………………………………… 270
School Crossing Guards…………………………………………………………………. 272
Streets and Sanitation Division……………………………………………………………….. 274
Administration…………………………………………………………………………….. 275
Street & Alley Maintenance………………………………………………………………. 277
Street Cleaning……………………………………………………………………………. 279
Ice & Snow Removal………………………………………………………………………. 281
Refuse Collection & Disposal………………………………………………………........ 283
Residential Recycling……………………………………………………………………… 285
Yard Waste Collection & Disposal………………………………………………………… 287
Facilities Management Division………………………………………………………………. 289
Facilities Administration…………………………………………………………………… 290
Construction & Repair……………………………………………………………………. 292
Library………………………………………………………………………………………….294
Children’s Services……………………………………………………………………….. 299
Reader’s Services…………………………………………………………………………. 300
Reference Services & Periodicals……………………………………………………….. 302
Circulation…………………………………………………………………………………. 304
North Branch………………………………………………………………………………. 306
South Branch………………………………………………………………………………. 308
Technical Services………………………………………………………………………… 310
Library Maintenance………………………………………………………………………. 312
Library Administration……………………………………………………………………… 314
Parks/Forestry & Recreation………………………………………………………………..316
Recreation Division………………………………………………………………………......... 320
Management & General Support……………………………………………………....... 325
Business & Fiscal Management………………………………………………………….. 328
Communications & Marketing Services…………………………………………………. 330
Recreation General Support……………………………………………………………… 332
Park Utilities……………………………………………………………………………….. 334
Robert Crown Center……………………………………………………………………… 336
Chandler-Newberger Community Center………………………………………………… 339
Fleetwood-Jourdain Community Center……………………………………………........ 343
Fleetwood-Jourdain Theater……………………………………………………………… 345
Recreation Outreach Programs………………………………………………………….. 347
Levy Center………………………………………………………………………………… 349
Church Street Boat Ramp………………………………………………………………… 351
Boat Storage Facility……...………………………………………………………………. 353
Beaches……………………………………………………………………………………. 355
Pooch Park…………………………………………………………………………………. 357
Facility Maintenance………………………………………………………………………. 359
Crown Ice Rink…………………………………………………………………………….. 361
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Sports Leagues…………………………………………………………………………..... 364
Aquatic Camp…………………………………………………………………………..….. 366
Tennis……………………………………………………………………………………..… 368
Drum & Bugle Corps…………………………………………………………………….... 370
Special Recreation………………………………………………………………………... 372
Bus Program………….…………………………………………………………………..… 375
Park Service Unit……………………………………………………………………......... 377
Youth Golf Program……………………………………………………………………….. 379
Parks & Forestry Division.……………………………………………………………………. 381
General Support……………………………………………………………………………. 383
Horticultural Maintenance…………………………………………………………………. 385
Parkway Tree Maintenance…………………………………………………………....... 387
Dutch Elm Disease Control…………………………………………………………........ 389
Tree Planting………………………………………………………………………………. 391
Private Elm Tree Insurance…………………………………………………………....... 393
Dutch Elm Inoculation Program…………………………………………………………. 395
Ecology Center…………………………………………………………………………......... 397
Eco-Quest Day Camp…………………………………………………………………….. 401
Cultural Arts Division………………………………………………………………………….. 403
Arts Council………………………………………………………………………….......... 405
Noyes Cultural Arts Center…………………………………………………………........ 407
Cultural Arts Programs……………………………………………………………………. 409
Part IV – Other Funds Budget
All Funds Chart Summary…………………………………………………………………….. 415
Motor Fuel Tax…………………………………………………………………………........... 416
Emergency Telephone System…………………………………………………………........ 418
Special Service Area No. 4…………...……………………………………………………… 421
Community Development Block Grant……………………………………………………….. 422
Economic Development ………………………………………………………………………. 429
Affordable Housing Fund…….…………………………………………………………........... 433
Washington National Special Tax Allocation – Debt Service Fund………………………… 436
Special Service Area No. 5…………...……………………………………………………… 438
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
Sherman Plaza Garage Fund………………………………………………………………… 446
Maple Avenue Garage Fund……………………………………………………………........ 448
Parking System Fund………………………………...…………………………………....... 451
Water Fund……………………………………………………………………………………. 466
Sewer Fund……………………………………............................................................... 490
Fleet Services Fund………………………………………………………………………..…. 505
Insurance Fund..…………………………………………………………………………….... 514
Firefighters Pension Fund.………………………………………………………………..….. 517
Police Pension Fund………………………………………………………………………...... 518
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Position Information
Position Comparison Charts………………………………………………………………… 521
Position Full-Time Equivalent Five-Year Comparison………………………………………523
Full-Time Equivalent Positions by Department……………………………………………..527
General Fund……………………………………………………………………………….527
Other Funds………………………………………………………………………………..535
Capital Improvement Plan
Capital Improvement Memorandum……………………………………………….………… 539
Capital Improvement Fund Policy……………………………………………………………. 540
Capital Projects by Funding Source……………………………………………………....... 546
General Obligation Bond Projects…………………………………………………………… 552
Capital Projects by Department…………………………………………………………….. 553
Capital Project Descriptions……………………………………………………………......... 559
Strategic Plan
City of Evanston Strategic Plan……………………………………………………………… 591
Glossary
Glossary………………………………………………………………………………………. 601
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PART I
BUDGET MESSAGE
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February 27, 2008
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 08-09 budget for the City of Evanston beginning March 1, 2008 and
ending February 28, 2009. 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
As revenues continue to grow at a slower pace than expenditures a structural financial gap continues to exist.
Additionally, because we are a service-based business, all of our services require personnel. In fact, 71.8% of
the General Fund budget is for staff salaries and benefits. Last year the Council and staff worked together on
the first year of a three-year process to correct the structural budget gap. We cut more than $1.6 million of
expenditures, excluding pension fund transfers from the General Fund budget. However, we continue to
experience cost pressures and the initial projection for FY 09 resulted in a projected General Fund budget gap
of over $2.4 million.
This year we used a more participatory process to develop the budget. After all submissions were made to the
City Manager, the department directors and assistant city managers met to discuss ways to close the projected
$2.4 million budget gap. I then reviewed their recommendations to reduce costs while attempting to spare
programs and services. The amount cut from the initial budget submittals was $1.1 million. Our operations are
complex and we have many programs and services, which, if eliminated, would be a significant decrease in
services to the residents.
During the past year, I have discussed the need to continue addressing the structural budget problem while
simultaneously addressing the pension funding issue. The City Council also continues to desire that a property
tax increase should be minimal. Realistically, the only way to achieve that is through new revenue sources,
major program cuts, or a combination of new revenues and expenditure reductions.
STRUCTURAL ISSUES
The City of Evanston has taken a multifaceted approach to reduce our structural budget gap. The structural
budget gap is caused by a growth in expenditures greater than revenues driven by contractual increases in
wages and salaries and healthcare costs. During the past year, many steps were taken to address the structural
gap including reorganizing services managed by departments and eliminating two department director positions
(achieving a permanent savings of approximately $329,000 per year). We also carefully considered the need to
replace positions that became vacant due to the early retirement incentive (we eliminated an additional two
positions through this process for a permanent savings of approximately $146,000). Finally, we looked at all of
the revenues, expenditures, funds, services, and their delivery systems. While this thorough review has
produced positive benefits, it is not enough to stop here. We must continue to evaluate ways to close the annual
budget gap by considering what services we fund and whether these services meet the City Council’s priorities
and are consistent with the approved Strategic Plan.
The recommendations contained herein meet our immediate goal of a balanced budget, but require some
increases to existing revenues or the creation of new revenue sources. Some long-term actions will require
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significant study and discussion and will be brought forth in the future. I will also engage City Council in a
discussion regarding which additional services you believe are no longer necessary or that can be provided by
other public and private agencies.
The rising cost of medical insurance continues to be an issue of concern. The national trend in 2007 shows an
increase in medical costs at 11 percent. We began to address this cost driver in FY 06-07 when we worked with
the unions to establish a framework for labor-management collaboration on health care. In FY 2007-08 a cross-
departmental Health Insurance Committee was established to review the medical and pharmacy plans currently
available to City employees. Through the work of the Committee, we are recommending a series of changes to
the health and pharmacy plans that will result in a cost savings of approximately $653,000, which represents a
three percent decrease from last year’s premium.
A final issue that greatly impacts the structural deficit is the outstanding pension obligations for Police and Fire
retirees. We are well aware that the pension liability is both a legal and moral liability to our employees in the
Police and Fire Departments. In August 2007 we received updated estimates that as of March 1, 2007, the City
faced a total unfunded actuarial accrued liability (UAAL) of over $140 million. Over the years, we have funded
our public safety pensions in accordance with actuarial requirements in order to meet current obligations.
Despite the best efforts of staff and Council, however, the pension liability continues to increase at an alarming
rate, nearly doubling from 1997 to 2006. The funding issues have been exacerbated by numerous factors,
including statutory investment allocation restrictions – which resulted in the pension fund investment returns to
be below the assumed rate of 7.5 percent – as well as benefit increases approved by the State in 2000, 2001,
and 2004, and updated retirement assumptions and mortality tables.
As a result of this mounting problem, staff reviewed the investment rate assumption and determined that it
should be updated to reflect realistic investment returns. The revised valuations reflect the need for an increase
of $4.7 million in pension funding in 2008. Staff informed Council of this pension funding concern in April 2007 at
a Special City Council Meeting and has since been evaluating various scenarios to provide a funding solution.
To date, no consensus has been reached with Council on how to fund this growing liability. This pension liability
was a major factor in our recent credit rating downgrade from Aaa to Aa1 by Moody’s Investor Services.
LOCAL ECONOMIC CONDITIONS
Staff has been carefully monitoring the local economy, specifically the issue of subprime loans and the impact it
may have on mortgages and subsequent revenues for the City of Evanston. In a recent study conducted by the
National Training and Information Center and reported exclusively in the December 3, 2007 issue of Crain’s
Chicago Business Weekly Report “Foreclosure Wave Rebuilds” Evanston had a 65% increase in foreclosures
for the first half of this year.
Evanston’s economy remains resilient and has benefited from the growth in real estate development during the
past year as part of a multi-year trend. As part of a current cyclical trend, the rate of proposed new development
and housing sales has slowed, but future forecasts included as part of the Downtown Plan are promising. Retail
sales have remained stable through November 2007, but the pace of growth is expected to slow with current
conditions and increase modestly through 2008. There has been an emerging strong office market, with
diminishing vacancy rates. The draft Downtown Plan states the need for increased office space and
recommends that the City act to encourage its development. During the past fiscal year we have completed
major planning efforts to guide future developments in the Downtown, Central Street, and West Evanston. The
emphasis in the next year will be the implementation of these plans, including zoning code revisions affecting
these areas. Zoning code revisions will also be occurring in 2008 affecting other parts of the city. In 2008, the
southern area of the West Evanston TIF, located south of Dempster, is an additional area that we propose
undergo a similar planning effort.
BUDGET PREPARATION PROCESS / STRUCTURAL RECOMMENDATIONS
In order to close last year’s structural gap, we evaluated service levels, reviewed positions in every department,
and re-assessed revenues and program expenditures. These efforts, combined with an early retirement
incentive program, allowed us to close the budget gap. This year, we continue to grapple with similar issues in
order to achieve a balanced budget.
From the beginning of this year’s process, we estimated that we would have a shortfall between revenues and
expenditures in the General Fund of over $2.4 million. In order to address this deficit, every department was
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asked to prepare a budget proposal which limited the non-labor line items to a one percent increase.
Departments were then asked to provide creative and thoughtful ways in which they could reduce the budget
gap.
This year’s process included an open exchange between departments regarding expenditure reductions. As
part of this approach, department heads convened in multiple sessions to discuss recommendations for
streamlining processes, service offerings, and staffing needs. The result of this approach is that the reductions
were developed across multiple departments in a fair and equitable manner. This process resulted in a
reduction in the proposed budget of $1,093,628.
Another aspect of this year’s budget preparation included the development of departmental performance
measures. These newly-proposed “outcome” measures take us further than the “output” measures that have
traditionally been used to simply determine how much we do. Rather, the new measures will help us determine
how well we are performing as an internal and external service organization. This data becomes increasingly
important as we consider further personnel and service reductions.
The performance measures were developed in partnership with management from all departments as well as
Business Process and Technology Division staff and graduate student interns from the University of Illinois at
Chicago. The resulting measures are intended to serve as the first step of a comprehensive performance
management system that will continue to be built up over the coming years.
FISCAL YEAR 2008-09 BUDGET OVERVIEW
The total budget for the City of Evanston is $219,106,277. This number includes all funds. It represents a total
increase of $26,382,008 (13.69%) over the prior year total budget. It should be noted that among the largest
increases in the total budget are the pension fund increases. The pension fund increases are 49.74% for
Firefighters and 61.79% for Police. The General Fund increase includes a transfer of $4,536,100 to the pension
funds to fulfill the annual required contributions for the 2007 tax year. Without the one-time transfer to the
pension funds, the change in the General Fund would be a decrease of 2.0%.
GENERAL FUND
The General Fund is the fund where the majority of all daily operations are budgeted, excluding fleet, water and
sewer services. The General Fund budget for FY 2008-09 is $94,068,600, an increase of $2,710,738 (2.97%)
over the FY 2007-08 fiscal year budget. Despite the increasing costs of doing business, such as costs of
necessary equipment, supplies and services, and wage increases for employees, we have met the goal of
holding the line on operating expenditures, to the extent possible without cutting additional services.
Several departments in the General Fund were reorganized to achieve financial savings. The changes are
outlined herein:
Departmental Reorganizations & Service Changes
The 2008-09 budget represents the second phase in a multi-year effort to structurally realign the delivery of City
services and correct the annual budget deficit. We conducted a review of the services provided by the City in
order to ensure alignment between the use of resources, the Strategic Plan, and the priorities of the City
Council. Through this process, we have identified several opportunities for shifting resources to meet that
objective. This budget represents a combination of internal reorganization of services and service delivery.
1. Human Relations
The Human Relations Division and all of the services provided by it (SYEP, Landlord Tenant, etc) have been
transferred from the City Manager’s Office to the Department of Health & Human Services effective December
1, 2007.
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2. City Manager’s Office
During FY 2007-08, the Youth Programs Coordinator position was established. This position continues to work
on issues affecting youth, but this budget does not include any new dollars for increased programming because
it would require more property tax support. The City Manager’s Office also received the additional responsibility
for the Business Process and Technology Division. The other divisions of the former Management Business
and Information Systems Department were split between Finance, Law, and Public Works.
3. New Positions
We have created a net of nine new positions, as discussed below.
• The Police Department will hire two new patrol officers as a part of a Tactical Unit which was approved by
Council on November 26, 2007. This will be funded through the elimination of a vacant Deputy Chief
position.
• An inspector and a clerk will be hired as part of Community Development’s new Rental Building
Registration program. Fortunately, the revenues collected will cover the costs for these positions.
• City Council has approved the position of Economic Development Director, to work with existing staff on
implementation of our Economic Development plan, business attraction and retention. This position will be
paid for by the Economic Development fund.
• The Department of Health & Human Services will hire a Management Analyst. This position will be in place
of two positions eliminated in the department: Health Division Chief for Family & Community Wellness,
which is vacant; and the Assistant Director for the Mental Health Board, which will be vacant by the end of
April 2008. The current incumbent is taking advantage of the Early Retirement Incentive. This will result in a
savings of approximately $133,800.
• The Fire Department will add a Fire Plan Reviewer to perform the fire plan reviews after the retirement of a
Deputy Fire Chief who currently performs these duties. While the department plans to fill this Deputy Chief
position, its duties will now include emergency preparedness coordination and planning with the ERI
retirement and elimination of the Emergency Preparedness Manager position. This will result in a savings of
approximately $25,500.
• The Human Resources Department will add a Compensation & Benefits Manager to replace the Assistant
Director who is retiring through the Early Retirement Incentive. This will result in a savings of approximately
$38,600.
• The Human Resources Department is also adding an HR Specialist and HR Assistant to the Insurance
Fund. These positions will perform some of the duties initially identified for the Risk Manager position.
General Personnel - Early Retirement Incentive
Council approved this program during its 2007-08 budget discussions. As indicated in staff presentations to
Council earlier this year, informational meetings were held with eligible employees and a further cost analysis
will be completed. The savings was estimated at $5.5 million dollars over the next 10 years. We strongly believe
that this program will allow for further opportunities for departmental reorganization, service consolidations, and
re-engineering for increased efficiencies through the creation of vacancies throughout the organization. Retiring
staff are preparing transition plans to transfer institutional knowledge.
REVENUE HIGHLIGHTS
Property Taxes:
The total property tax levy for all funds is a 7.02% increase. This large increase is due to pension funding
requirements and debt service payments. The property tax for the General Fund includes the taxes levied for
the Library, the Parks/Forestry & Recreation Department, and the IMRF Pension. The General Fund overall levy
reflects a 3.95% decrease. This number is reflective of our best estimate of the amount needed to maintain
operations, fund IMRF pensions, and balance the budget with one labor contract negotiation pending.
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The allocation of the General Fund total dollar decrease from $16,976,262 to $16,305,500, a 3.95% decrease,
is broken down into the following functions that could have a separate tax levy, and shows the net increase/
decrease for each portion of the levy:
Illinois Municipal Retirement Fund $(108,100) 5.05% decrease
Recreation 392,300 4.50% increase
Evanston Public Library (40,000) 0.94% decrease
General Fund-remainder of tax (914,962) 49.58% decrease
The balance of the property tax increase is for Police and Fire Pensions, excluding debt service which is
explained below. Again, due to actuarial valuations, we are required to contribute an amount into the pension
funds to cover current costs and a portion of the unfunded future costs, requiring tax increases of 17.73% for the
Fire Pension Fund, and 28.59% for the Police Pension Fund. The remainder of the tax levy is for debt service.
For a comparison of the proposed property tax levy with the prior three years, please see the following table.
2004-2005* 2005-06 2006-07 2007-08 2008-09 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 ($933,635) -49.58%
LESS: 2% LOSSES $77,239 $60,924 $37,658 $18,986 ($18,673) -49.58%
TOTAL $3,784,700 $2,985,300 $1,845,262 $930,300 ($914,962) -49.58%
IMRF***
LEVY $1,850,000 $2,640,204 $2,182,857 $2,072,551 ($110,306) -5.05%
LESS: 2% LOSSES $37,000 $52,804 $43,657 $41,451 ($2,206) -5.05%
TOTAL $1,813,000 $2,587,400 $2,139,200 $2,031,100 ($108,100) -5.05%
RECREATION****
LEVY $7,535,510 $7,817,857 $8,901,837 $9,302,143 $400,306 4.50%
LESS: 2% LOSSES $150,710 $156,357 $178,037 $186,043 $8,006 4.50%
TOTAL $7,384,800 $7,661,500 $8,723,800 $9,116,100 $392,300 4.50%
LIBRARY****
LEVY $3,793,367 $3,935,714 $4,355,102 $4,314,286 ($40,816) -0.94%
LESS: 2% LOSSES $75,867 $78,714 $87,102 $86,286 ($816) -0.94%
TOTAL $3,717,500 $3,857,000 $4,268,000 $4,228,000 ($40,000) -0.94%
TOTAL GENERAL FUND
LEVY $16,105,714 $17,040,816 $17,440,000 $17,322,716 $16,638,265 ($684,451) -3.95%
LESS: 2% LOSSES $322,114 $340,816 $348,800 $346,454 $332,765 ($13,689) -3.95%
TOTAL $15,783,600 $16,700,000 $17,091,200 $16,976,262 $16,305,500 ($670,762) -3.95%
FIRE PENSION FUND
LEVY $3,295,798 $3,295,798 $3,811,224 $4,259,460 $5,014,836 $755,376 17.73%
LESS: 2% LOSSES $65,916 $65,916 $76,224 $85,189 $100,297 $15,108 17.73%
TOTAL $3,229,882 $3,229,882 $3,735,000 $4,174,271 $4,914,539 $740,268 17.73%
POLICE PENSION FUND
LEVY $4,171,429 $4,171,429 $4,232,653 $4,731,162 $6,084,034 $1,352,872 28.59%
LESS: 2% LOSSES $83,429 $83,429 $84,653 $94,623 $121,681 $27,058 28.59%
TOTAL $4,088,000 $4,088,000 $4,148,000 $4,636,539 $5,962,353 $1,325,814 28.59%
DEBT SERVICE FUND
LEVY $8,593,632 $8,915,268 $8,915,268 $9,237,356 $10,307,536 $1,070,180 11.59%
LESS: 2% LOSSES $171,873 $178,305 $178,305 $184,747 $206,151 $21,404 11.59%
TOTAL $8,421,759 $8,736,963 $8,736,963 $9,052,609 $10,101,385 $1,048,776 11.59%
TOTAL ALL FUNDS $16,060,858 $33,423,311 $34,399,146 $35,550,694 $38,044,670 $2,493,976 7.02%
LEVY $643,331 $668,466 $687,983 $711,013 $760,893 $49,880 7.02%
LESS: 2% LOSSES $31,523,241 $32,754,845 $33,711,163 $34,839,681 $37,283,777 $2,444,096 7.02%
Comparison with 2007-08 Approved Levy & Previous Three Years
FY2008-09 Approved Property Tax Levy
15
Total Tax Bill Increase
8,000$ 10,000$
7.02%7.02%
1.39%1.39%
111.18$ 138.97$
0.30$ 0.38$ Per Day Cost
Amount of Tax Bill
% of City Tax Increase
% Tax Bill Increase
Annual $ Incr on tax bill
General Fund Revenues: The following are the major changes to the non-property tax revenues in the
General Fund:
Revenue FY 2008- 09
Revenue Projection
Increase or (decrease)
from FY 2007-08 Budget
Percentage increase
or (decrease)
Sales Tax $9,100,000 $ 100,000 1.11%
Home Rule Sales Tax $6,070,500 $ 40,500 0.67%
Income Tax $6,600,000 $ 400,000 6.45%
Licenses, Permits, & Fees $8,691,800 $1,026,500 13.39%
Parking Fines $3,547,500 $ 247,500 7.50%
Other State Revenues $ 407,000 $ (263,000) (39.25%)
Real Estate Transfer $3,700,000 $ (230,200) (5.86%)
Utility Taxes $8,581,800 $ 26,800 0.31%
Refuse Fee $1,692,400 $ 523,200 44.75%
The increase in permits is due a number of proposed increases to various fees and fines for FY2008- 09. A
summary of these is provided in the following tables.
Business License Revenue Enhancements
Item Current Fee Proposed Fee Net Revenue Increase
Business License >10,000 sq ft $200 $250 $ 1,250
Business License 3,001 to 9,999 sq ft $100 $150 $ 5,000
Business License 3,000 or less sq ft $ 40 $ 75 $26,600
Initial License Application Fee $ 0 $ 50 $ 2,500
Inspection Fee(s) $ 0 $150 $ 3,000
Home Based Business Registration $ 0 $ 25 $ 5,000
Taxi Industry Revenue Enhancements
Item Current Fee Proposed Fee Net Revenue Increase
Annual Taxi License $ 125 $ 250 $20,625
Chauffeur's License Class $ 35 $ 75 $ 6,000
Initial Chauffeur's License $ 25 $ 75 $ 6,250
Renewal of Chauffer. License $ 20 $ 50 $ 3,500
Transfer of Medallion $1,250 $2,500 $ 2,500
Inspections $ 0 $ 100 $16,500
Other Revenues – Northwestern University:
In 2004 Northwestern University began making payments to the City of $350,000 per year for three years. This
payment was provided in response to the University’s purchase of 1800 Sherman Avenue. To date, the City has
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received $1,050,000. During the 2007-08 budget discussions, the City Council approved the use of $500,000 to
support the General Fund, with the balance of $550,000 reflected as revenue in the proposed FY 08-09 budget.
RECOMMENDED FEE INCREASES / PROGRAM MODIFICATIONS
1. Sanitation Service Charge Increase
Keeping in line with the Council's Natural Resources Vision of embracing the best ecological practices
and policies in our government, we are implementing initiatives in the Streets and Sanitation Division of
Public Works that will have a dramatic impact on our sustainability efforts. Additionally, they will also help
us reduce general fund dollars normally used to cover the full costs of these programs. Staff recommends
that the entire collection cost of refuse service be a service fee. This results in an increase from $5.00 to
our actual cost of $6.95 per month to pick up one garbage cart per household. This represents a revenue
enhancement of $423,200 per year. This change will result in an increase of $23.40 per household per
year. Further, we recommend a charge for each additional cart of $2.50 per household per month, which
staff estimated will result in $100,000 additional revenue. We believe that disposal, recycling and yard
waste costs of $2,400,500 should not be charged to citizens, but covered by property and other tax
revenues. This increase in revenue will bring the total revenue from refuse service charges to $1,692,400
which is about 35% of the total cost of refuse, recycling, and yard waste collection and disposal costs.
Since one of our strategic visions relates to preserving our natural resources, over the last fiscal year a
pilot program was conducted to increase recycling. This program was successful and we are
recommending the purchase of 25% of the city required recycling carts each year for four years. The
revenues to fund the cart purchases will come from the $130,000 in revenue projected from the additional
cart fee and special pick-up revenue. Staff hopes to secure a grant from the State to fund the remaining
$60,000 needed.
As previously presented to the City Council at the Administration and Public Works meeting of November 26,
2007, additional program modifications were recommended by staff and approved by me for the Division of
Streets/Sanitation. These changes result in a cost savings of more than $235,000 (through a reorganization of
the Yard Waste function) and new revenue sources of $160,000. The work of the Streets/Sanitation Division of
Public Works sets a standard for our continuing “best practices” review of services and programs.
2. Licensing of Rental Building Registrations
City Council approved the establishment of a program and a fee for the yearly licensing of all rental dwelling
buildings. This program would require that all rental residential units be licensed to operate. Licensing would
improve the rental housing stock, while providing the City the power to withhold, suspend, or revoke licenses
from rental buildings that have continued code violations, or harboring anti-social or criminal behavior. The
proposed fee is $50/year per building. Anticipated gross program revenue is $146,000. Two additional
positions have been approved: an inspector and a clerk. The costs of these two positions will be covered by the
revenue from the registrations.
3. Other New Revenue
Amount Revenue Category
$ 8,000 Historic Preservation Reviews (New)
$ 85,500 New & Increased Business Licenses Fees
$ 20,000 Overdue Fine Increase (Library)
$ 30,000 Residential Parking Permit Fee Increase
$ 57,000 Increase in Non-Resident Parking Fee
$ 18,500 Snow Emergency Ticket & Tow (1 storm – New)
$ 423,200 Sanitation Service Charge from $5.00 to 6.95 / month
$ 30,000 Additional Garbage Cart Purchase (New)
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$ 100,000 Additional Garbage Cart Purchase Emptying (New)
$ 100,000 SWANCC Recycling Incentive (New)
$ 495,000 Vehicle Sticker Fee Increase from $60 - $75.
$ 30,000 Sanitation Special Pick-up Fee
$ 73,366 CDBG to General Fund Transfer Increase (as approved by CDBG Committee)
$1,470,566 Total Revenue Enhancements
• Residential Parking Permit Fee
The Residential Parking Permit allows residents to park on the street in residential parking districts. The
permit fee, which covers the administrative costs of the program, has been at $10/year for approximately 10
years. The proposed increase to $15/year is recommended to keep pace with the administrative cost of the
program. This proposed increase was approved by the Parking Committee on December 12, 2007.
Expenditure Highlights:
Overview:
Many of the increases reflected in this year’s budget are a result of mandated costs. Union contracts, federal
and state requirements, and necessary utility costs all increase the cost of doing business. In order to meet this
austere budget request, each General Fund line item was reviewed, and wherever possible, reduced to
coincide with its three-year expenditure history.
The bottom line General Fund budget request is shown below:
FY 2008-09 Proposed Budget 94,068,600
Current FY 2007-08 Adopted Budget 91,357,862
Total Expenditure Increase $ 2,710,738 2.97% Increase
The following is a listing of the expenditures in the General Fund that have increased/decreased as a result of
labor contacts, state mandates, utility costs, and other equipment & supplies.
Changes in the General Fund
Salaries and Wages 250,530
Overtime (307,900)
Benefits (IMRF, Social Security, Medicare) 183,700
Health Insurance (865,500)
Utilities (15,300)
Other Cost Changes (1,070,892)
Subtotal $(1,825,362) (2.00)% Decrease
Police & Fire Pension Transfer from Fund Balance $ 4,536,100 4.97% Increase
Total Change $ 2,710,738 2.97% Increase
The remaining increase is being paid for through the one-time use of fund balance in the General Fund to fully
fund the 2007 Annual Required Contribution to the Police and Fire pension funds. This approach was used in
an effort to offset the burden to the taxpayers. This transfer, which totals $4,536,200, is offset by $1,825,362 in
expenditure reductions. Without this transfer, the proposed budget would represent a 2.0% decrease from the
FY 2007-08 budget.
Additionally, FY 2008-09 is the year for the inoculations of parkway elm trees as part of the triennial cycle
maintained by the Department of Parks/Forestry & Recreation. Expenditures for these inoculations have
increased by $203,600.
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As a comparison the City of Evanston uses the Municipal Cost Index (MCI), which is designed to show the
effects of inflation on the cost of providing municipal services, as a gauge to its expenditures. The Illinois
Municipal Price Index (MPI) is designed to measure the increases in prices of goods and services purchased by
Illinois municipalities. From November of 2006 to November 2007, the MPI increased 3.06%. From October
2006 to October 2007, the Consumer Price Index (CPI) increased 3.54%.
Mental Health Board
For the 2008-09 budget, the Mental Health Board requested an additional $15,000 above the 2007-08
appropriation of $844,000, net of grant revenues. This additional $15,000 was requested to provide or increase
Board funding to selected agencies. City Council voted to keep the funding level for 2008-09 the same as 2007-
08, which including grant expenditures of $41,000 is reflected as $885,000.
REVIEW OF OTHER FUNDS
Water Fund and Sewer Fund:
Details of Water and Sewer Fund revenues and appropriations are included later in this report. It is important to
note, however, two points: first, the City of Evanston is currently renegotiating our contract with the Northwest
Water Commission (NWC). The NWC purchases 22% of the total Water Fund Revenue in the 2008-09 budget.
The 2008-09 budget is based on the current rate for the NWC. Second, due to the wet summers over the past
two years water and sewer sales have been lower than forecasted. Funds have been requested for an update
of the cost of services study to determine if an increase in rates will be appropriate. There is $75,000 total
budgeted in the Water and Sewer Funds for this study. Staff is also reviewing the need for the issuance of
bonds to fund certain capital projects.
Fleet Fund:
The Fleet Fund is an Internal Service Fund and is responsible for the maintenance and purchase of all city
owned vehicles. Revenues are derived from the charges for services to the departments that use their services.
An increase in vehicle purchases is needed this year due to a severe cut back in purchases during FY 2007-08
to align revenues and expenditures. Staff is reviewing the vehicle replacement plan and will make
recommendations based on that information in 2008.
Parking Fund:
The Parking System consists of three funds: the Church Street Parking Garage, the Maple Avenue Garage
Fund, and the Sherman Plaza Garage Fund. Revenues for all three funds include a rate increase for monthly
parking from $80 to $85 dollars and an increase in the hourly meter rates from $0.50 to $0.75. This rate
increase has been approved by the Parking Committee and is consistent with the plan presented and approved
by Council two years ago. The proposal will be presented to Council in the next thirty days for approval.
FUTURE STRUCTURAL ADJUSTMENTS
As of the 2006 Levy, Evanston continues to be in the median between the highest and lowest property tax rates
compared to those of selected communities. However, since the pension funding is driving the tax levy, we
expect our tax rate to be higher in 2008. In addition, it is important to realize that universities and non-profit
organizations comprise a large percentage of the land in Evanston and these type of organizations are exempt
from paying property tax. Given this fact and the large quantity of services offered by the City, the City believes
its tax rate is extremely favorable in relation to the services it offers. It is also important to note that many of the
City’s 74,000 residents do not pay property tax since this number includes university students who primarily live
on campus. Thus, the property tax levy must be shared by a much smaller pool of residents and businesses
than most realize.
Aside from property taxes, the City’s sales tax revenues are among the lowest on a per capita basis when
compared to other surrounding municipalities, which further limits the incoming resources available to provide
19
the quantity and quality of services to which Evanston residents have become accustomed. Future economic
development must focus on further development of sales tax generating businesses.
The budgeting process for fiscal year 2009 was yet another challenging year and the initial requested budget
began with an approximately two million dollar budget deficit in the General Fund. Through a combination of
proposals to cut certain expenditures and increase specific fees, the City was able to balance its proposed
budget for next fiscal year, although budgeting for years beyond fiscal year 2009 are expected to be just as
challenging. Without an increase in taxes or fees, there will be no other choice other than to begin consolidating
divisions and eliminating non-mandatory services. A supplement to this letter contains further information about
what recommendations can be considered to minimize increases to property taxes.
CONCLUSION
I would like to thank the department directors and each of their employees 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 with limited
resources. Our employees are dedicated and committed individuals and bring value to the community.
Preparation of the 2008-09 budgets was not as difficult as the previous year but all of the staff has participated
in a professional manner, which I have come to appreciate.
The 2008-09 budgets represent an effort to continue to reduce the structural financial gap that has affected this
City for years. The changes presented herein are difficult but necessary to continue our corrective measures.
I would also like to thank the department directors and those who assisted in the development of this budget
document. In particular, I express my deep gratitude to Matthew Grady, Director of Finance, Steven Drazner,
Assistant Finance Director, Judith Aiello, Assistant City Manager, Rolanda Russell, Assistant City Manager,
Vincent Jones Assistant to the City Manager Gavin Morgan, Assistant to the City Manager, Joellen Daily,
Director of Human Resources, Herbert Hill, First Assistant Corporation Counsel, Anita Patel, Management
Analyst, Michael Wheeler, Management Analyst, Michael Madden, BPAT Division Manager, Ann Olson,
Management Analyst, Jennifer Spaulding, Information Systems Project Manager, Wendy McCambridge,
Administrative Adjudication Division Manager, and Anna Kate Lewis, Administrative Assistant for all of their
efforts in preparing this document.
Very truly yours,
Julia A. Carroll
City Manager
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EXHIBIT A
POSITION ELIMINATIONS / ADDITIONS
FY 2008-09 BUDGET
Eliminations Effective March 1, 2008
Department Position Title FTE
City Manager’s Office Emergency Preparedness Manager 0.67
Assistant to the City Manager 1.00
Community Development Fire Plan Reviewer (Vacant) 1.00
Plan Reviewer –TIF Funded 1.00
Health & Human Services Div. Chief, Family & Comm. Health (Vacant) 1.00
Asst. Director, Mental Health (ERI) 0.83
Human Resources Asst. Director, Human Resources (ERI) 0.75
Legal Risk Manager 1.00
Parks/Forestry & Recreation Bookkeeper (Vacant) 1.00
Parks/Forestry Worker II (ERI) 1.00
Recreation Maintenance Employee (Vacant) 1.00
Police Deputy Chief (Vacant) 1.00
Youth Advocate (Vacant) 1.00
Public Works Equipment Operator II (ERI) 1.00
Equipment Operator II (Vacant) 1.00
Parking Enforcement Officer 1.00
Parking Enforcement Supervisor 1.00
Total 16.25
Additions Effective March 1, 2008
Department Position Title FTE
City Manager Economic Development Director 1.00
Community Development Clerk II 1.00
Property Standards Inspector 1.00
Fire & Life-Safety Services Fire Plan Reviewer 1.00
Health & Human Services Management Analyst 0.83
Human Resources HR Assistant 1.00
HR Compensation & Benefits Coordinator 0.75
HR Specialist 1.00
Police Patrol Officers 2.00
Total 9.58
Planned ERI Position Eliminations – FY 2007-08
Department Position FTE
Health & Human Services Lab Supervisor 0.33
Public Health Nurse 0.33
Human Relations Director 0.33
Parks/Forestry & Recreation Center Coordinator 0.33
Recreation Program Manager 0.33
Total 1.65
Additional ERI Position Eliminations – FY 2007-08
Department Position FTE
Community Development Clerk II 1.00
Health & Human Services Executive Secretary 1.00
Library Librarian II 1.00
MBIS Director 1.00
Parks/Forestry &Recreation Parks/Forestry Worker II 1.00
Public Works Equipment Operator II 1.00
Total 6.00
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City of Evanston
2008-2009 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 hint of 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, 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 FY2009 is $219,106,277 prior to interfund transfers. This
represents an increase of $26,382,008 or 13.69%.
III. Fiscal Constraints
City budgets throughout the nation are sharing the burden of state budget constraints, as
governors and state legislatures cope with balancing budget shortfalls. Illinois is no exception.
Fiscal problems at the state level are part of the cause for Evanston’s projection of nearly-flat
revenues in the upcoming year.
Additionally, unfunded state mandates – particularly changes to funding requirements and
eligibility and pay-out options for pensions – have caused major increases to pension funding that
the City cannot avoid.
IV. General Fund
Expenditures
The General Fund budget for 2008-2009 is $94,068,600. This represents an increase of
$2,710,738 or 2.97% in expenditures over the FY 2007-08 fiscal year budget.
Revenues
The City of Evanston depends upon a variety of revenue sources to fund services. Many of these
revenues are subject to fluctuations in the economy, while demands for government services
frequently are not. As a result, there is a continued interest in developing revenue sources that
remain more insulated from economic effects while also seeking to appropriately tax those
receiving benefits.
1. Property Tax:
The total proposed property tax levy is $37,283,777. This is an increase of $2,444,096 or
7.02%. The General Fund portion of the levy decreased from $16,976,262 to
$16,305,500 or $670,762. The property tax continues to make up the largest percentage
22
of City tax revenues. The relative economic stability and tax deductible feature of the
property tax make it a desirable revenue source.
2. State Sales Tax:
General Fund revenue from the state sales tax is expected to be $9,100,000. This is a
$100,000 or 1% increase in state sales tax revenues.
3. Home Rule Sales Tax:
Projections show $6,070,500 of this revenue source for the General Fund. This is a
$40,500 or 1% increase in revenues.
4. State Income Tax:
State income tax revenues are expected to increase by 6%, bringing the projected
revenue to $6,600,000. This increase is due to the economic rebound. For the past two
years, the revenue projected has finally surpassed state income tax revenues that were
received in FY 2000/01.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For FY2008-2009, these are projected to total $8,581,800,
which is an increase of $26,800 or 0.31%.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to decrease by $230,200 or 6% for
FY2008/09. This is mainly due to the nationwide housing market decline.
7. Vehicle Licenses:
Council approved an increase in the vehicle sticker fee from $60 to $75 which is
projected to bring an additional $495,000 or 23% over the FY 2007/2008 $2.20 million.
This revenue source is considered to be relatively insulated from economic fluctuations.
8. Licenses, Permits, and Fees:
Total licenses, permits, and fees are expected to generate $8,963,800 in revenues, an
increase of $1,298,500 over the prior year. The anticipated increase is contingent upon
Council approving several fee increases and proposed new revenue generating
programs. These revenue enhancements are identified in the City Manager’s Budget
Message.
9. Fines and Forfeitures:
Parking ticket, regular and other fine revenues are expected to increase by $179,400 to
$4,341,400 in FY 2008/09. This increase is attributed to an increase in the following: (1)
increase in collection rate of fines as a result of implementation of a Citation Management
System; (2) increasing the library book late fine from 0.15 to 0.25 for adult collections
only; and (3) increase in the fine for snow emergency ticket and towing.
10. Service Charges
Service charges are scheduled to increase by $1,021,200. Included in the projection is
an increase in the refuse collection fee from $5.00 per month to $6.95, which adds
$423,200. Additionally, a $2.50 service charge per month for emptying a second trash
cart can potentially result in an additional $100,000. Another revenue enhancement is a
projected $100,000 to be received from Solid Waste Agency of Northern Cook County
(SWANCC) based on tonnage of recycling materials collected. Recreation fees are
scheduled to increase 3-5% resulting in a $251,700 increase in revenue projections.
Improvement in the collection rate on ambulance billings has resulted in a revised
revenue increase of $125,000.
23
11. State and Federal Aid
State and federal aid revenues will decline as a result of grant funding term completions.
A decrease of $159,200 in state and federal aid is projected for FY 08-09.
V. Other Funds
Motor Fuel Tax Fund
Spending for the fund is budgeted at $3,122,500 in FY2009. This is an increase of $470,000
from the FY2008 appropriation.
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 FY2008/09 are $1,981,100, a
decrease of $276,700. Projected revenues are $1,098,700 a decrease of $1,300. This includes
wireless surcharge revenue of $265,200.
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 budgeted
expenditures for this fund are $445,000.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban Development.
The amount for FY2008/09 is $2,074,176 for Community Development related programs, a
decrease of $160,095 from FY2007/08 funding.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,828,000 for FY2009.
Revenues for this fund are generated from Hotel and Amusement Taxes.
Affordable Housing Fund
The Mayor’s Special Housing Fund has combined with the Housing Fund in FY 08-09. The fund
seeks to support housing related programs as adopted by the City Council. The FY2008/09
budget is $345,000.
Washington National Special Tax Allocation Debt Service Fund
This fund is expected to account for the payment of general obligation debt issued for this tax
increment financing district bounded by Church Street on the North, Davis Street on the South,
and Chicago Avenue on the East. Fiscal year 2009 budgeted expenditures are $6,056,194, an
increase of $4,860,516 from last year. The increase is primarily due to this TIF Fund assisting
with the payment (via transfers out) of Sherman Garage Fund debt payments for Series 2002A
and 2002B bonds.
Special Service Area No. 5 Fund
Adopted by the City Council on June 27, 1994 Special Service District 5 compromises the City of
Evanston downtown business district. FY2009 budgeted expenditures for this fund are $433,813.
This is a decrease in the budget of $4,750.
Southwest II Special Tax Allocation Debt Service Fund
Better known as the Howard/Hartrey District, the district consists of a 23 acre site located at 2201
Howard Street. A slight increase of $12,311 in projected expenditures brings the fiscal year 2009
budget for this fund to $844,406.
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Southwest Special Tax Allocation Debt Service Fund
This Tax Increment District consists of twelve acres of land bounded by Main Street, Pitner
Avenue and the North Shore Channel. Budgeted expenditures for this fund will be $824,122, a
decrease of $68,513.
Debt Service Fund
The property tax levy reported in this budget is stated on the full accrual basis. The property tax
revenue represents the 2007 levy, almost all of which will be collected in the 2009 fiscal year.
The expenditures for the general obligation bonds represent debt service payments due in fiscal
year 2009.
In FY 2008, the City issued $30,385,000 Series 2007 general obligation bonds. Proceeds were
used to finance the capital improvement plan, to fully refund Series 1997 general obligation
bonds, and to partially refund the Series 1999 general obligation bonds.
In FY 2009, the City anticipates issuing a series 2008A and 2008B fixed rate debt to refund
variable rate series 2000B or 2002A. In addition, the City plans to issue new debt totaling
$12,500,000. $10,050,000 will be allocated to finance the Capital Improvement budget and
$2,450,000 will be used to finance Sewer projects. The total estimated FY 09 debt to be issued is
$44,100,000.
Downtown II Special Tax Allocation Service Fund
On January 1985 the City Council adopted the Downtown II tax increment finance 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. On June 29, 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.
This fund accounts for payment of debt service associated with the Downtown II Tax Increment
Financing District whose expenditures will be $10,674,829. This is a decrease of $962,000 which
is due primarily to a decrease in debt interest expense and contribution to other agency expense.
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 will be $16,000. This does not include a transfer of
$120,395 to the general fund.
Sherman Plaza Garage Fund
The Sherman Plaza Garage opened in June 2006. During FY 2008-09, the operating expenses
for the garage are projected to be $8,758,250. The fund is responsible for paying the operating
expenses, depreciation, and debt service for repayment of bonds that were issued to fund
construction of the garage. Payment of debt services costs for Series 2002 A and 2002 B bonds
are now paid from this fund. They were previously paid from the Washington National Special Tax
Allocation Debt Service Fund.
Maple Avenue Fund
This fund is responsible for paying the operating expenses and debt service for repayment of
bonds that were issued to fund construction of the Maple Avenue Parking structure. Total
operating expenses for FY 2008/09 will be $6,542,000.
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Parking System Fund
The Parking System Fund has anticipated expenditures of $3,773,100. This is a decrease of
$4,500 and is inclusive of capital outlay, debt service, and transfers to the General Fund.
Revenues are projected to be $4,107,300.
Water Fund
The Water Fund is expected to have total expenditures of $17,242,100 which represents an
increase of $3,693,900 or 27.26%. This increase is predominately attributed to an accounting
change related to capital projects. Water Fund revenues are expected to increase by $166,800
over the FY 07/08 appropriation based on the Cost of Service Study projections; however, FY 07-
08 revenues are projected to come in below budget as a result of a relatively wet summer
season. No water rate increase is proposed for FY 2008/09.
Sewer Fund
Budgeted expenditures for FY 08/09 are projected to be $20,651,974. This is an increase of
$4,209,674 or 25.5%. This increase is predominately attributed to an accounting change related
to capital projects. FY 2009 revenue projections are consistent with the recently completed
Sewer Fund Cost of Service Study. No increase in the sewer rate is projected.
Fleet Services Fund
Budgeted expenditures for FY2009 are $5,359,400. This is a 21.82% increase totaling $960,100
primarily in the capital outlay account.
Insurance Fund
Fiscal year 2009 budgeted expenditures for the Insurance Fund increases by $205,000 to
$3,555,000.
Fire 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 Chapter 108 1/2 - Article 4 of the Illinois Revised
Statutes.
The actuarially determined and recommended employer contribution amount for FY 2009 is
$5,679,500. Fund balance in the amount of $1,309,730 is being applied to fund the full actuarial
required contribution as determined by the actuary for previous years.
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 Chapter 108 1/2, Article 4 of the Illinois Revised Statutes.
The actuarially determined and recommended employer contribution amount for FY 2009 is
$6,897,400. Fund balance in the amount of $2,026,370 is being applied to fund the full actuarial
required contribution as determined by the actuary for previous years.
VI. Conclusions
The 2008-2009 budget attempts to implement the goals and priorities developed by the City
Council and City Staff. This is done with an understanding that long-term planning and fiscal
austerity will help ensure the City of Evanston retains its position as one of the more respected
communities in the Greater Chicago area.
26
PART II
CHARTS AND SUMMARIES
27
28
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
Management
& Information
Services
Assistant City
Manager
Assistant City
Manager
29
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
30
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 two institutions of higher learning: Northwestern University and National-
Louis University. In addition, the City is home to several other non-profit and philanthropic
organizations.
By combining a high quality of life and close proximity to the City of Chicago, 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
Branch Libraries 2
Form of Government Council – Manager Number of Books / Materials 492,448
Number of Registered Borrowers 58,999
Geographic Location On Lake Michigan Annual Circulation 858,343
Immediately north
of Chicago
Recreation Facilities
Population (2000 Census) 74,239 Number of Parks and Playgrounds 75
Park Area in Acres 268
Number of Households (2000 Census) 29,651 Number of Beaches 5
Number of Housing Units (2000 Census) 30,817 Municipal Parking Utility
Number of Parking Meters on Streets 1,673
Equalized Assessed Valuation (2004) $2,095,611,570 Number of Parking Lots 38
Capacity of Parking Lots 1,988
Per Capita Income (2000 Census) $33,645 Metered Spaces 758
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 356,502
Northwest Water Commission 218,915
Value of Authorized Construction $260,000,000 Evanston 74,239
Skokie 63,348
Fire Protection Miles of Water Mains 155.995
Number of Firefighters (2006-07) 108 Filtration Plant Rated Daily Capacity
(gallons)
108,000,000
Number of Stations 5 Rated Daily Pumping Capacity (gallons) 142,000,000
Number of Fire Hydrants 1,236 Average Daily Pumpage (gallons) 48,492,000
I.S.O. Rating Class 3
Police Protection
Number of Sworn Officers (2006-07) 162
Number of School Crossing Guards 38
Number of Parking Enforcement Officers 16
31
MONTH ACTIVITY
August 1, 2007 - August 13, 2007 Assemble Budget Preparation Manuals
August 15, 2007 Budget Kickoff
August 17, 2007 ICMA Performance Measures Template Available
September 5, 2007 Deadline for Revenue Worksheet Submissions
September 14, 2007 Deadline for ICMA Performance Measures Completion
September 24, 2007 Deadline for all Budget Submissions (BES and Text)
September 28, 2007 Preliminary Report of Budget Requests
November 5, 2007 Mid-Year Budget Review and 2008-09 Budget Preview for Council
October 22, 2007 Property Tax Abatement Resolutions
October 15, 2007 Initial Design for Proposed Budget Cover
October 1, 2007- November 2, 2007 Budget Review Teams, Reports to CMO
November 5, 2007 - December 3, 2007 Final Balancing for Budget Proposal
November 2, 2007 Quote Information to Printers - RFQ for Proposed
November 12, 2007 Truth in Taxation Hearing
November 12, 2007 Property Tax Levy Resolution Introduction
December 3, 2007 City Manager Prepares Transmittal Memo
December 5, 2007 Final Balancing Meeting with City Manager
December 18, 2007 Proposed Budget Book to Printer
December 31, 2007 Proposed Budget Books to Council
January 12 & 26, 2008 Saturday Budget Workshops
Saturday, February 2, 9, & 23 2008 Saturday Budget Workshop
Monday, February 4, 2008 Public Hearing - FY 2008/09 Budget
Monday, February 27, 2008 Special City Council Meeting for Approval of Budget
March 14, 2008 City Council Changes entered into Budget
May 14, 2008 Printing, Binding, and Distribution of City Budget
City of Evanston
Budget Calendar
Fiscal Year 2008 - 2009
32
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 2008-09 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; 2) debt service payments are
budgeted upon tax levy for such purposes and 3) 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.
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.
33
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.
34
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, (2) debt service payments are
budgeted upon tax levy for such purposes and (3) 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, Special Housing, Special Service District No. 4
Debt Service: General Obligation Debt, Central Business Tax Increment District and Southwest Tax Increment District
Enterprise: Water, Motor Vehicle Parking System, Sewer
Internal Service: Fleet Services, Insurance
Pension Trust: Firefighters’ Pension, Police Pension
35
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.
36
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)
37
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
38
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. In compliance with Ordinance 12-O-00, and
39
City of Evanston
Budget Policy
(Revised May 24, 2004)
13-O-03, rates are scheduled to increase in fiscal years 2001 (12%), 2002 (10%), 2003 (10%), 2004
(5%), 2005 (5%). Transfers to other funds for administrative expenses should be maintained to
reflect true program costs.
L. Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals in
regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and Staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
A. General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their
reserve requirements. Once all funds have met their fund requirements additional funds shall go to
the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements.
B. Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
C. Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
D. Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
40
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.
41
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.
Motor Vehicle Parking System Fund - to account for the provision of public parking services for
a fee. All activities are accounted for including administration, operations, financing and revenue
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.
Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple
Avenue. All activities are accounted for, including administration, operations, financing and
revenue collection.
42
City of Evanston
Fund Descriptions
Sherman Plaza Garage Fund - to account for the provision of the public parking facility
connected to Sherman Plaza. All activities related to the operation of the garage are included,
such as administration, operations, financing and revenue collection.
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
43
Special Service District
# 5, 0%
Southwest II TIF, 0%
Southwest TIF, 0%
Debt Service (G.O.
Bonds), 5%
Downtown II TIF, 5%
Howard/Ridge TIF, 0%
West Evanston TIF, 0%
Sherman Avenue
Garage Fund, 4%
Special Service District
# 4, 0%
CDBG, 1%
Economic
Development, 1%
Affordable Housing
Fund, 0%
Washington National
TIF, 3%
Motor Fuel, 1%
Emergency Telephone,
1%
General, 43%
Police Pension, 5%Fire Pension, 4%
Insurance, 2%
Fleet, 2%
Sewer, 9%
Water, 8%
Parking, 2%
Maple Avenue Garage
Fund, 3%
Summary - All Funds (prior to interfund transfers)
44
Fund Fund #
2007-08 Approved
Appropriation
2008-09 Approved
Appropriation Net Change Percent Change
General 100 91,357,862 94,068,600 2,710,738 2.97%
Motor Fuel 200 2,552,500 3,122,500 570,000 22.33%
Emergency Telephone 205 2,257,800 1,981,100 (276,700) -12.26%
Special Service District # 4 210 - 445,000 445,000 0.00%
CDBG 215 2,234,271 2,074,176 (160,095) -7.17%
Economic Development 225 1,769,200 1,828,000 58,800 3.32%
Affordable Housing Fund 250 30,000 345,000 315,000 1050.00%
Washington National TIF 300 1,195,678 6,056,194 4,860,516 406.51%
Special Service District # 5 305 438,563 433,813 (4,750) -1.08%
Southwest II TIF 310 832,095 844,406 12,311 1.48%
Southwest TIF 315 892,635 824,122 (68,513) -7.68%
Debt Service (G.O. Bonds) 320 9,910,643 10,644,326 733,683 7.40%
Downtown II TIF 325 11,636,829 10,674,829 (962,000) -8.27%
Howard/Ridge TIF 330 130,243 136,395 6,152 4.72%
West Evanston TIF 335 15,450 16,000 550 3.56%
Sherman Avenue Garage Fund 495 6,559,700 8,758,250 2,198,550 33.52%
Maple Avenue Garage Fund 500 6,770,300 6,542,000 (228,300) -3.37%
Parking 505 3,777,600 3,773,100 (4,500) -0.12%
Water 510-513 13,548,200 17,242,100 3,693,900 27.26%
Sewer 515 16,442,300 20,651,974 4,209,674 25.60%
Fleet 600 4,399,300 5,359,400 960,100 21.82%
Insurance 605 3,350,000 3,555,000 205,000 6.12%
Fire Pension 700 5,750,300 8,610,269 2,859,969 49.74%
Police Pension 705 6,872,800 11,119,723 4,246,923 61.79%
Total All Funds 192,724,269 219,106,277 26,382,008 13.69%
General Fund Notes:
Housing Fund Note: The significant change in the Affordable Housing Fund appropriation is the result of combining with the Mayor's Special
Housing Fund.
1-The approved appropriation for the General Fund for 2007-08 includes two budget amendments that were approved during FY 2007-08 totaling
$4,562,500.
2-The significant increase to the General Fund for 2008-09 is partially attributed to the use of $4.5 million of fund balance towards the Police and
Firefighters' pension funds.
Total Appropriation All Funds
expenditures due to interfund transfers. Each interfund transfer appears as an appropriation in two funds.
In this summary, the total budgets for all funds are compared with the approved fund totals for FY 2007-08.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2007-08 vs. 2008-09
45
Fund Fund #
2007-08 Net
Appropriation
2008-09 Approved
Appropriation
Less Transfers to
Other Funds
2008-09 Proposed
Net Appropriation Net Change
Percent
Change
General* 100 80,250,162 94,068,600 10,663,100 83,405,500 3,155,338 3.93%
Motor Fuel 200 1,780,000 3,122,500 772,500 2,350,000 570,000 32.02%
Emergency Telephone 205 2,131,800 1,981,100 126,000 1,855,100 (276,700) -12.98%
Special Service District # 4 210 445,000 - 445,000 445,000 -
CDBG 215 1,451,637 2,074,176 856,000 1,218,176 (233,461) -16.08%
Economic Development 225 729,200 1,828,000 1,040,000 788,000 58,800 8.06%
Affordable Housing Fund 250 (1,800) 345,000 24,000 321,000 322,800 -
Washington National TIF 300 550,878 6,056,194 5,451,866 604,328 53,450 9.70%
Special Service District # 5 305 438,563 433,813 - 433,813 (4,750) -1.08%
Southwest II TIF 310 697,095 844,406 141,588 702,818 5,723 0.82%
Southwest TIF 315 869,635 824,122 24,122 800,000 (69,635) -8.01%
Debt Service (G.O. Bonds) 320 9,910,643 10,644,326 - 10,644,326 733,683 7.40%
Downtown II TIF 325 4,839,000 10,674,829 6,797,829 3,877,000 (962,000) -19.88%
Howard/Ridge TIF 330 15,450 136,395 120,395 16,000 550 3.56%
West Evanston TIF 335 15,450 16,000 - 16,000 550 3.56%
Sherman Avenue Garage Fund 495 6,517,700 8,758,250 42,000 8,716,250 2,198,550 33.73%
Maple Avenue Garage Fund 500 6,727,300 6,542,000 - 6,542,000 (185,300) -2.75%
Parking 505 3,063,300 3,773,100 889,300 3,773,100 709,800 23.17%
Water 510-513 9,758,800 17,242,100 3,874,400 13,367,700 3,608,900 36.98%
Sewer 515 15,769,900 20,651,974 672,400 20,651,974 4,882,074 -
Fleet 600 4,399,300 5,359,400 4,503,400 104,100 2.37%
Insurance 605 3,350,000 3,555,000 - 3,555,000 205,000 6.12%
Fire Pension 700 5,750,300 8,610,269 - 8,610,269 2,859,969 49.74%
Police Pension 705 6,872,800 11,119,723 - 11,119,723 4,246,923 61.79%
Total All Funds 165,887,113 219,106,277 31,495,500 187,610,777 21,723,664 13.10%
General Fund Notes:
Total Appropriation All Funds - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The result is a net appropriation for each fund and for the 2008-09 City Budget.
The total for each fund is compared with that of the approved FY 2007-08 budget.
1-The approved appropriation for the General Fund for 2007-08 includes two budget amendments that were approved
during FY 2007-08 totaling $4,562,500.
2-The significant increase to the General Fund for 2008-09 is partially attributed to the use of $4.5 million of fund balance
towards the Police and Firefighters' pension funds.
Housing Fund Note: The significant change in the Affordable Housing Fund appropriation is the result of combining with
the Mayor's Special Housing Fund.
General Note: This summary does not include $850,000 transferred to the General Fund from the Capital Improvement Program.
46
General Fund
Various 62305 Accounts Transfer to Fleet Service Fund $4,327,000
1940.66020 Transfer to Insurance Fund $1,800,000
1940.66146 Transfer to Fire Pension $1,849,730
1940.66145 Transfer to Police Pension $2,686,370
Total General Fund Transfers $10,663,100
Motor Fuel Tax Fund
5100.62720 Transfer to General Fund for Street Maintenance $650,000
5100.66136 Transfer to General Fund for Engineering Services $122,500
Total Motor Fuel Tax Fund Transfers $772,500
Emergency Telephone System
5150.62680 Transfer to General Fund for Information Systems Support $60,000
5150.62685 Transfer to General Fund For Administrative Expense $66,000
Total Emergency Telephone System Fund Transfers $126,000
CDBG Fund
Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $856,000
Total CDBG Fund Transfers $856,000
Economic Development Fund
5300.66131 Transfer to General Fund $390,000
5300.66127 Transfer to Maple Avenue Garage Fund $650,000
Total Economic Development Fund Transfers $1,040,000
Affordable Housing
5465.62685 Transfer to General Fund for Salary $24,000
Total Affordable Housing Fund Transfers $24,000
TIF Funds
5800.66128 To Maple Ave. Garage Fund From Downtown II Expense $4,600,000
5800.66144 To Sherman Ave. Garage Fund From Downtown II Expense $1,872,829
5470.62685 To Sherman Ave. Garage Fund From Washington National TIF $5,300,000
5470.62685 To General Fund From Washington National TIF $151,900
5500.62685 To General Fund From Southwest II TIF $141,600
5540.62685 To General Fund From Southwest TIF $24,100
5860.66131 To General Fund From Howard Ridge TIF $120,400
To General Fund From Downtown II TIF $325,000
Total TIF Transfers $12,535,829
Capital Improvement Fund
416051 Transfer to General Fund for Engineering for Capital Projects $300,000
416051.66131 Transfer to General Fund - Northwestern University Contributions $550,000
Total Capital Improvement Fund Transfers $850,000
Sherman Plaza Garage Fund
6900.66131 Transfer to General Fund for Insurance $42,000
Total Sherman Plaza Fund Transfers $42,000
Parking Systems Fund
7005, 7015.62305 Transfer to Fleet Service Fund $111,800
7015, 7025.66132 Transfer to General Fund for Insurance $175,000
7050.62685 Transfer to General Fund for Administrative Expense $602,500
Analysis of Appropriations for Transfers to Other Funds
FY 2008-2009 Approved Budget
47
Total Parking Systems Fund Transfers $889,300
Water Fund
7100, 7115, 7120.62305 Transfer to Fleet Services Fund $331,200
7125.66138 Transfer to General Fund for Public Works Support $18,500
7160.66020 Transfer to General Fund - Return in Investment $2,531,300
7125.66132 Transfer to General Fund for Insurance $140,400
7125.66139 Transfer to General Fund for Worker's Compensation Expense $31,000
7180.66140 Transfer to General Fund - Operating Cash $162,300
7125.62680 Transfer to General Fund for Collections and Information Systems $90,700
7125.62685 Transfer to General Fund for Administrative Expense $484,000
7170.66020 Transfer to General Fund-Insurance Supplement $85,000
Total Water Fund Transfers $3,874,400
Sewer Fund
7400.62305 Transfer to Fleet Service Fund $258,600
7410.66132 Transfer to General Fund for Insurance $108,400
7410.66139 Transfer to General Fund for Worker's Compensation Expense $39,400
7410.62680 Transfer to General Fund for Collections and Information Systems $69,700
7410.62685 Transfer to General Fund for Administrative Expense $72,500
7420.66138 Transfer to General Fund for Public Works Support $123,800
Total Sewer Fund Transfers $672,400
Grand Total Transfers $32,345,529
48
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49
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
18.3%
17.74%
18.36%
18.72%
18.55%
19.56%
19.74%19.81%
17.84%
18.95%
16.5%
17.0%
17.5%
18.0%
18.5%
19.0%
19.5%
20.0%
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Your Real Estate Tax Bill
City of Evanston
19.81%
School District 202
27.23%
School District 65
39.50%
Cook County
6.49%
Cook County Forest
Preserve District
0.74%
Community College 535
2.15%
Evanston Township
0.21%
North Shore Mosquito
Abatement District
0.12%
Metropolitan Water
Reclamation District
3.68%
Consolidated Elections
0.00%
Suburban T.B.
Sanitarium
0.06%
50
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53
CITY OF EVANSTON, ILLINOIS
Equalized Assessed Valuation of Taxable Property
Last Ten Levy Years
Tax
Levy Real Railroad Total Equalization
Year Property Property Assessment Factor
1997 1,148,286,831 317,786 1,148,604,617 2.1489
1998 1,256,699,519 296,665 1,256,996,184 2.1799
1999 1,300,085,710 286,492 1,300,372,202 2.2505
2000 1,286,161,490 298,315 1,286,459,805 2.2235
2001 1,615,527,795 311,382 1,615,839,177 2.3098
2002 1,737,175,732 368,172 1,737,543,904 2.4689
2003 1,726,750,429 397,456 1,727,147,885 2.4598
2004 2,095,165,000 446,570 2,095,611,570 2.5757
2005 2,242,287,587 465,435 2,242,753,022 2.7320
2006 2,245,428,735 464,011 2,245,892,746 2.7076
Notes:
(1) Equalized assessed value is based on approximately 33% of estimated actual value.
(2) Equalized assessed values do not include tax increment financing district incremental assessed values.
54
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55
City of Evanston, Illinois
Demographic and Economic Statistics
Last ten Calendar Years
Per
Capita Education
Personal Median Level in Years School Unemployment
Year Population Income Age of Schooling Enrollment Rate
1998 73,233 28,740$ 31.9 13.6 9,764.0 3.70%
1999 73,233 29,372$ 31.9 13.6 9,433.0 3.60%
2000 73,233 30,068$ 31.9 13.6 10,068.0 3.50%
2001 74,239 30,068$ 31.9 13.6 9,999.0 4.20%
2002 74,239 33,645$ 32.5 13.6 10,889.0 5.00%
2003 74,239 36,296$ 32.5 13.6 9,766.0 5.40%
2004 74,239 36,296$ 32.5 13.6 9,849.0 5.00%
2005 74,239 37,384$ 32.5 13.6 9,740.0 5.00%
2006 74,239 39,103$ 32.5 13.6 9,550.0 4.50%
2007 74,239 39,103$ 32.5 13.6 9,550.0 4.40%
Source: Various Government agencies
56
3061224.49
3000000
2572700
0
8736963
City of Evanston
FY 2008-09 Approved Property Tax Levy
Funding and Comparisons
2008-09 Approved Property Tax Levy Fund Allocation
DEBT SERVICE FUND
$10,101,385
TOTAL GENERAL
FUND $16,305,500
POLICE PENSION
FUND $5,962,353
FIRE PENSION FUND
$4,914,539
2008-09 Approved Property Tax Levy
Distribution of General Fund Tax Levy Across Functional Areas
$2,031,100
$9,116,100
$4,228,000
$930,300
$0
$1,00
0,000
$2,00
0,000
$3,00
0,000
$4,00
0,000
$5,00
0,000
$6,00
0,000
$7,00
0,000
$8,00
0,000
$9,00
0,000
OTHER GENERAL FUND
IMRF
RECREATION
LIBRARY
$16,976,262 $16,305,500
$4,636,539
$5,962,353
$4,174,271 $4,914,539
$10,101,385$9,052,609
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
2007-08 2008-09
Total General Fund
Police Pension Fund
Fire Pension Fund
Debt Service Fund
FY 2008-09 Approved Property Tax Levy by Fund
Comparison with 2007-08
57
2004-2005* 2005-06 2006-07 2007-08 2008-09 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 ($933,635) -49.58%
LESS: 2% LOSSES $77,239 $60,924 $37,658 $18,986 ($18,673) -49.58%
TOTAL $3,784,700 $2,985,300 $1,845,262 $930,300 ($914,962) -49.58%
IMRF***
LEVY $1,850,000 $2,640,204 $2,182,857 $2,072,551 ($110,306) -5.05%
LESS: 2% LOSSES $37,000 $52,804 $43,657 $41,451 ($2,206) -5.05%
TOTAL $1,813,000 $2,587,400 $2,139,200 $2,031,100 ($108,100) -5.05%
RECREATION****
LEVY $7,535,510 $7,817,857 $8,901,837 $9,302,143 $400,306 4.50%
LESS: 2% LOSSES $150,710 $156,357 $178,037 $186,043 $8,006 4.50%
TOTAL $7,384,800 $7,661,500 $8,723,800 $9,116,100 $392,300 4.50%
LIBRARY****
LEVY $3,793,367 $3,935,714 $4,355,102 $4,314,286 ($40,816) -0.94%
LESS: 2% LOSSES $75,867 $78,714 $87,102 $86,286 ($816) -0.94%
TOTAL $3,717,500 $3,857,000 $4,268,000 $4,228,000 ($40,000) -0.94%
TOTAL GENERAL FUND
LEVY $16,105,714 $17,040,816 $17,440,000 $17,322,716 $16,638,265 ($684,451) -3.95%
LESS: 2% LOSSES $322,114 $340,816 $348,800 $346,454 $332,765 ($13,689) -3.95%
TOTAL $15,783,600 $16,700,000 $17,091,200 $16,976,262 $16,305,500 ($670,762) -3.95%
FIRE PENSION FUND
LEVY $3,295,798 $3,295,798 $3,811,224 $4,259,460 $5,014,836 $755,376 17.73%
LESS: 2% LOSSES $65,916 $65,916 $76,224 $85,189 $100,297 $15,108 17.73%
TOTAL $3,229,882 $3,229,882 $3,735,000 $4,174,271 $4,914,539 $740,268 17.73%
POLICE PENSION FUND
LEVY $4,171,429 $4,171,429 $4,232,653 $4,731,162 $6,084,034 $1,352,872 28.59%
LESS: 2% LOSSES $83,429 $83,429 $84,653 $94,623 $121,681 $27,058 28.59%
TOTAL $4,088,000 $4,088,000 $4,148,000 $4,636,539 $5,962,353 $1,325,814 28.59%
DEBT SERVICE FUND
LEVY $8,593,632 $8,915,268 $8,915,268 $9,237,356 $10,307,536 $1,070,180 11.59%
LESS: 2% LOSSES $171,873 $178,305 $178,305 $184,747 $206,151 $21,404 11.59%
TOTAL $8,421,759 $8,736,963 $8,736,963 $9,052,609 $10,101,385 $1,048,776 11.59%
TOTAL ALL FUNDS $16,060,858 $33,423,311 $34,399,146 $35,550,694 $38,044,670 $2,493,976 7.02%
LEVY $643,331 $668,466 $687,983 $711,013 $760,893 $49,880 7.02%
LESS: 2% LOSSES $31,523,241 $32,754,845 $33,711,163 $34,839,681 $37,283,777 $2,444,096 7.02%
City of Evanston
Comparison with 2007-08 Approved Levy & Previous Three Years
FY2008-09 Approved Property Tax Levy
* Prior to the 2005-06 budget year, the property tax increase was levied only across the General Fund, Debt
Service, and Pension Funds.
** 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.
58
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY 2009:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY 2009
proposed budget includes a 7.02% increase to the City of Evanston portion of the property tax bill. The total increase is the result of
State mandated pension funding requirements and a debt service increase. Specifically, there is a 17.73% increase in the Fire
Pension Fund, a 28.59% increase for the Police Pension Fund, and an 11.59% increase in the Debt Service Fund. The general fund
has a decrease of 3.95%. Property taxes pay for general operations, Debt service, and the Police and Firefighter Pension Funds.
Property Tax Revenue
$37,283,777
$34,335,479$33,414,404
$23,100,657
$34,839,671
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
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. The state tax rate is 1% and the home rule tax rate is 1%. The budget includes a $100,000 increase in the
state tax and a $40,500 increase in the home rule tax. This increase is forecast at less than FY 2008 increase because of the
tightening economic conditions in the State. At the same time, Evanston’s steady sales tax revenue position is attributed to a good
local economy and solid growth in sales from the City’s TIF (Tax Increment Finance) districts.
Sales Tax Revenue
$9,100,000$8,695,104 $9,000,000
$8,244,692$8,149,985
$6,070,500$6,030,000$5,651,328$5,551,780
$5,534,134
$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
2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
Fiscal Year
Re
v
e
n
u
e
REGULAR HOME RULE
59
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. Because Evanston’s 2000 census population increased at a smaller percentage than that of the state’s overall population,
its state allocation of income tax funds decreased. As a result, the state has under-allocated funds for the City’s portion of the state
income tax for the last several years. In FY 2005, the Local Government Income Tax Distributive Fund contributed to this under-
funding at a cost to the City of $6.48 per resident – resulting in a decrease of nearly $500,000 in annual income tax revenue.
However, the City received 12.75% more than the 2006 projection. This increase can be attributed to a rebounding economy. The FY
2009 budget amount projects an increase of $400,000 more than the FY 2008 appropriation.
Income Tax Revenue
$6,600,000
$6,200,000
$4,899,124
$5,637,725
$6,186,428
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2005 Actual 2006 Actuals 2007 Actuals 2008 Appropriation 2009 Appropriation
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. Utility taxes increased steadily by three to
five percent per year from 2003 to 2005. Since then, Council has increased the Gas Use Tax - which is a tax on consumers of
brokered gas - from a rate of $.0095/therm to $.25/therm. At the same time, however, the natural gas and electricity industries have
been deregulated, resulting in the creation of competition and that could adversely impact tax collection rates. The result is a forecast
that 2009 revenues will be slightly higher than the 2008 appropriation.
Utility Tax Revenue
$8,555,000 $8,581,800$8,397,773
$8,858,216
$7,938,548
$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
2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
Fiscal Year
Re
v
e
n
u
e
Utility Tax Revenue Amount
60
REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 per $1,000 increment of value on the sale or transfer
of real estate in the City. This tax has seen solid growth from 2003 through 2005. Because of the changes in the real estate market
nationally due to the mortgage crises caused by the overuse of subprime loans, it is assumed that the number of transactions will be
less than in recent years. In addition, it’s not clear that home prices will continue to rise in the immediate future. Receipts for FY 2009
are expected to be $230,200 less than those projected for FY 2008.
Real Estate Transfer Tax Revenue
$4,008,668
$4,500,474
$3,700,000
$4,245,478
$4,011,085 $3,930,200
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2004 Actual 2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
Fiscal Year
Re
v
e
n
u
e
Real Estate Transfer Tax Revenue Amount
WATER REVENUE – Water revenue from Evanston’s water utility customers are expected to increase slightly over the next year in
response to a Cost of Service Study that was recently completed for the Water Department. The FY 2009 projections are consistent
with the projections identified in the Study. The FY 2009 revenues are assumed to be 1.27% higher than FY 2008 projections.
Water Sales Revenue
$6,559,026
$6,263,900 $6,292,800
$2,802,720
$3,018,800 $2,891,800
$3,175,300 $3,238,800$3,377,407 $3,498,000
$5,804,500
$6,706,600
$3,750,200 $3,719,600
$3,794,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2005 Actual 2006 Actuals 2007 Actuals 2008 Appropriation 2009 Appropriation
Fiscal Year
Re
v
e
n
u
e
Water Revenues Evanston
Water Revenues Skokie
Water Revenues Northwest Commission
61
SEWER REVENUE – The City opted to not enact the last year of a four year increase in sewer rates in FY 2006. Instead, a study of
the sewer rate structure was undertaken and the rates were frozen at 2005 levels. The effect on the FY 2007 budget was a decrease
of almost 4% in anticipated revenue. Sewer revenue is used to pay for a $199 million sewer improvement program the City embarked
on several years ago. FY 2009 revenue projections are consistent with the recently completed Cost of Service Study and are based
on estimated water sales to Evanston residents. A decrease of 1.47% is projected for FY 2009.
Sewer Revenue
$14,914,790
$16,327,900
$16,442,300 $16,200,000
$14,848,800
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
$19,000,000
2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
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. Parking
revenues have increased slightly over the last few years, with 2004 revenues increasing due to expanded enforcement hours.
However, with few changes to parking enforcement in 2005 and 2006, parking related revenues remained flat. Revenues were
projected to increase by approximately 13% in FY 2007 due to a change in the parking fee structure that increases cost recovery. In
FY 2009, revenues are projected to increase nearly 19% due primarily 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.
Parking Revenue
$3,001,338 $3,039,829 $3,174,463
$3,457,200
$4,107,300
$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
2005 Actual 2006 Actual 2007 Actual 2008 Appropriation 2009 Appropriation
Fiscal Year
Re
v
e
n
u
e
Parking Revenue Amount
62
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 May 8, 2007 when the City sold $30,385,000 Series 2007
General Obligation Bonds allocated as follows:
A. $14,125,000 for capital improvements
B. $ 900,000 for special assessment alley improvements
C. $ 15,360,000 for refunding
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 December 7, 2007.
The following is a statistical breakdown of the City of Evanston's debt services profile.
Debt per capita $ 1,494
Debt as a percentage of assessed valuation 4.94 %
Debt services as a % of General Fund Expenditures (FY 2007) 11.8%
Bonds Rating (Moody's) – Current Aa1
Bonds Rating (Fitch) – Current AAA
Equalized Assessed Valuation (2006) $2,245,892,746
Governmental Activity General Obligation Debt (FY2007) $110,920,000
63
1,009
1,093
1,265 1,267
1,494
-
200
400
600
800
,000
,200
,400
,600
2002 2003 2004 2005 2006
Per Capita Governmental Activity G.O. Debt
5.00%5.00%5.40%
4.20%
4.94%
0.00%
.00%
2.00%
3.00%
4.00%
5.00%
6.00%
2002 2003 2004 2005 2006
Ratio of Governmental Activity G.O. Debt to Equalized Assessed Valuation
64
PART III
GENERAL FUND BUDGET
65
66
All Divisions
Three Year Fiscal History
$91,357,862
$94,068,600
$85,562,467
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
City Clerk, 0.20%Business,
Performance &
Technology, 3.44%
Miscellaneous
Business Operations,
0.38%
Legal, 0.82%
Human Resources,
2.45%
Recreation, 8.65%
Library, 5.11%
Facilities
Management, 2.39%
Police, 21.95%
Fire Department,
12.81%Community
Intervention Services,
0.09%
Health and Human
Services, 2.25%
Mental Health &
Purchased Services,
1.01%
Commission on Aging,
0.48%
Streets and Sanitation,
9.42%
Transportation
Division, 4.82%
Public Works Director,
0.77%
Parks and Forestry,
4.62%
Human Relations,
0.50%City Manager, 1.90%City Council, 0.43%
Cultural Arts, 1.08%
Finance, 10.03%
Ecology Center, 0.59%
Community
Development, 3.81%
Expenditures by Division
67
FISCAL YEAR 2008 – 2009
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2006 - 07 2007 - 08 2008 - 09 2008 vs. 09
Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF
LEGISLATIVE 619,810 595,200 597,000 1,800 .30
CITY ADMINISTRATION 867,416 4,899,145 5,381,200 482,055 9.84
MANAGEMENT AND BUDGET 11,163,140 3,922,300 (3,922,300) 100.00-
LEGAL DEPARTMENT 674,366 781,400 773,700 (7,700) .99-
HUMAN RESOURCES 1,405,586 1,521,200 2,308,800 787,600 51.77
FINANCE DEPARTMENT 1,896,025 6,447,900 9,436,200 2,988,300 46.35
FACILITIES MANAGEMENT 2,376,964 0
COMMUNITY DEVELOPMENT 3,093,934 3,452,500 3,584,200 131,700 3.81
POLICE DEPARTMENT 18,973,081 19,578,200 20,645,900 1,067,700 5.45
FIRE DEPARTMENT 11,259,650 11,438,800 12,048,000 609,200 5.33
HEALTH AND HUMAN SERVICES 4,301,434 3,962,500 4,074,200 111,700 2.82
PUBLIC WORKS 12,653,544 16,341,717 16,365,400 23,683 .14
HUMAN RELATIONS COMM DEP 612,557 0
LIBRARY DEPARTMENT 4,450,347 4,854,700 4,805,000 (49,700) 1.02-
PARKS/FORESTRY AND RECREATION 12,214,613 13,562,300 14,049,000 486,700 3.59
Grand Total(s) 86,562,467 91,357,862 94,068,600 2,710,738 2.97
68
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 17,294,162 17,001,262 16,505,500 (495,762)
51500 OTHER TAXES 39,864,159 40,426,200 41,007,400 581,200
52000 LICENSES, PERMITS & FEES 8,070,354 7,665,300 8,691,800 1,026,500
52500 FINES AND FORFEITURES 4,029,227 4,162,000 4,341,400 179,400
53000 CHARGES FOR SERVICES 7,037,730 7,342,000 8,363,200 1,021,200
55000 INTERGOVERNMENTAL REVENUE 1,457,064 948,400 789,200 (159,200)
56000 OTHER REVENUE 378,410 5,036,173 5,127,800 91,627
56500 INTEREST INCOME 777,165 400,000 550,000 150,000
57000 TRNSFR FROM OTHER FUNDS 8,630,772 8,269,527 8,592,300 322,773
57500 LIBRARY-OTHER REVENUE 122,149 107,000 100,000 (7,000)
50100 OPERATING REVENUES 87,661,194 91,357,862 94,068,600 2,710,738
50000 REVENUES 87,661,194 91,357,862 94,068,600 2,710,738
69
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 16,986,796 16,976,262 16,305,500 (670,762)
51025 PRIOR YEAR'S TAXES 307,366 25,000 200,000 175,000
51000 PROPERTY TAXES 17,294,162 17,001,262 16,505,500 (495,762)
51500 OTHER TAXES
51515 STATE USE TAX 953,273 942,000 956,100 14,100
51525 SALES TAX - BASIC 8,695,104 9,000,000 9,100,000 100,000
51530 SALES TAX - HOME RULE 5,651,328 6,030,000 6,070,500 40,500
51535 AUTO RENTAL TAX 34,806 33,000 35,000 2,000
51540 ATHLETIC CONTEST TAX 578,871 510,000 550,000 40,000
51545 STATE INCOME TAX 6,186,428 6,200,000 6,600,000 400,000
51565 ELECTRIC UTILITY TAX 2,680,441 3,000,000 3,015,000 15,000
51570 NATURAL GAS UTILITY TAX 1,312,225 1,530,000 1,537,700 7,700
51575 NAT GAS USE TAX HOME RULE 810,607 825,000 829,100 4,100
51585 CIGARETTE TAX 455,873 550,000 405,000 (145,000)
51590 EVANSTON MOTOR FUEL TAX 266,997 275,000 401,000 126,000
51595 LIQUOR TAX 1,941,652 1,800,000 1,927,000 127,000
51600 PARKING TAX 1,452,336 1,700,000 1,700,000
51605 PERS. PROP. RPL. TAX 943,509 800,000 879,000 79,000
51610 PERS. PROP. RPL. TAX REC 45,800 45,800 46,300 500
51615 PERS. PROP. RPL. TAX LIB 49,700 49,700 50,200 500
51620 REAL ESTATE TRANSFER TAX 4,500,474 3,930,200 3,700,000 (230,200)
51625 TELECOMMUNICATIONS TAX 3,135,275 3,200,000 3,200,000
51626 (MUTAP) TELECOM. TAX REVE 169,460
51630 AMUSEMENT TAX 5,500 5,500
51500 OTHER TAXES 39,864,159 40,426,200 41,007,400 581,200
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,209,465 2,200,000 2,695,000 495,000
52015 BUSINESS LICENSES 105,868 85,000 170,500 85,500
52020 PET LICENSES 36,473 44,000 44,000
52030 CONTRACTORS' LICENSES 88,000 85,000 85,000
52035 ROOMING HOUSE LICENSES 180,908 197,300 193,200 (4,100)
52040 LIQUOR LICENSES 324,803 340,000 345,100 5,100
52045 FARMERS' MARKET LICENSES 24,365 24,800 26,400 1,600
70
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52046 RENTAL BUILDING REGISTRA 146,000 146,000
52055 LONG TERM CARE LICENSES 69,540 113,000 112,400 (600)
52065 CHILD RESIDENT CARE LICE 480
52070 RESIDENT CARE HOME LICEN 480 500 500
52005 LICENSES 3,040,381 3,089,100 3,818,100 729,000
52075 PERMITS
52080 BUILDING PERMITS 3,062,633 2,810,000 2,740,000 (70,000)
52085 PLAN REVIEW 9,358 8,000 8,000
52090 PLUMBING PERMITS 163,507 140,000 150,000 10,000
52095 ELECTRICAL PERMITS 181,210 150,000 160,000 10,000
52105 SIGNS AND AWNING PERMITS 12,694 10,000 10,000
52110 OTHER/MISC PERMITS 315,401 250,000 325,000 75,000
52115 ELEVATOR PERMITS 45,841 40,000 45,000 5,000
52120 HEATING VENT. A/C PERMIT 204,772 155,000 260,000 105,000
52125 COMMERCIAL DRIVE. PERMIT 700 (700)
52126 RIGHT-OF WAY PERMIT 70,000 70,000
52130 RESIDENTS ANNUAL PRKG PE 116,288 120,000 212,000 92,000
52131 VISITOR PARKING PERMITS 13,871 14,000 14,300 300
52135 FIRE SUPRESSION/ALARM PE 90
52075 PERMITS 4,125,664 3,697,700 3,994,300 296,600
52140 FEES
52145 ANNUAL SIGN FEES 32,685 32,000 32,000
52155 PLAT PR.&SIGN APP HRG FE 500 400 (100)
52170 ALARM PANEL FRANCHISE FE 3,600 14,000 (14,000)
52175 NU/CENTEL EASEMENT 47,000 47,000 47,000
52180 CABLE FRANCHISE FEE 735,090 720,000 800,000 80,000
52185 NICOR FRANCHISE FEE 85,935 65,000 (65,000)
52140 FEES 904,309 878,500 879,400 900
52000 LICENSES, PERMITS & FEES 8,070,354 7,665,300 8,691,800 1,026,500
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 3,174,170 3,300,000 3,547,500 247,500
52510 REGULAR FINES 206,088 270,000 200,000 (70,000)
52530 BOOT RELEASE FEE 77,985 115,000 95,900 (19,100)
52540 POLICE & FIRE FALSE ALARM 88,805 150,000 155,000 5,000
52545 POLICE FALSE ALARM FINES 69,615
71
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52555 HOUSING CODE VIOL FINES 2,702
52560 PERMIT PENALTY FEES 42,210 25,000 15,000 (10,000)
52570 ADMIN ADJUDICATION 185,176 120,000 120,000
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 182,477 182,000 208,000 26,000
52500 FINES AND FORFEITURES 4,029,227 4,162,000 4,341,400 179,400
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53020 TB NURSING SERVICES 7,600 12,000 (12,000)
53025 VD PROGRAM-SKOKIE 750
53040 CHILD HEALTH 1,700 (1,700)
53050 SANITATION CLASSES 8,035 10,000 11,000 1,000
53070 FAMILY PLANNING OUTREACH 1,240
53075 DENTAL CLINIC 96,219 126,000 126,000
53080 FLU & PNEUMONIA PROGRAM 21,371
53085 HEALTH CLINIC IMMUNIZATN 6,799
53090 HEALTH CL. SEX TRANS DIS 6,700 (6,700)
53095 HEALTH CLINIC-TB 3,168 2,700 (2,700)
53100 HEALTH CLINIC-LAB 9,020 11,800 (11,800)
53105 HEALTH FOOD ESTBLSMNT LI 162,608 150,000 162,000 12,000
53115 HEALTH CLINIC-SCHOOL PHY 1,305
53120 S.T.D.8,157 5,300 (5,300)
53135 DENTAL CHECK UP 8,390 9,000 8,000 (1,000)
53140 EMERGENCY DENTAL EXAM 210 100 200 100
53145 X-RAYS 80
53150 AMALGAM FILLING 10 400 100 (300)
53155 RESIN FILLING 5,614 4,500 5,600 1,100
53160 SEDATIVE FILLING 50 100 100
53165 EXTRACTION 570 200 500 300
53170 PULPOTOMY 1,495 800 1,500 700
53175 SEALANT OFFICE VISIT 586 700 600 (100)
53180 ADDITIONAL SEALANTS 80 100 100
53185 TEMPORARY FOOD LICENSE F 4,096 4,000 4,000
53190 FOOD DELIVERY VEHICLE 6,196 6,400 8,300 1,900
53195 SCAVENGER TRUCK 2,340 2,300 2,300
53200 BEV.SNACK VENDING MACHIN 25,236 34,000 27,800 (6,200)
53210 TOBACCO LICENSE 11,125 13,000 11,000 (2,000)
72
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53211 BEEKEEPER LICENSE FEE 25
53215 BIRTH CERTIFICATE 79,572 84,000 95,000 11,000
53220 DEATH CERTIFICATE-16.23 52,805 45,000 47,000 2,000
53225 DEATH CERTIFICATE - 16.O 95
53230 FUNERAL DIRECTOR LICENSE 6,660 6,300 6,600 300
53235 TEMP FUNERAL DIREC LICEN 5,714 5,900 5,000 (900)
53005 HEALTH DEPT.- CHRGS FOR S 537,219 543,000 522,700 (20,300)
53240 PARKING - CHRGS FOR SVCS
53560 RECREATION - CHRGS FOR SV 50
53565 RECREATION PROGRAM CHARG 4,352,893 4,354,800 4,606,500 251,700
53560 RECREATION - CHRGS FOR SV 4,352,943 4,354,800 4,606,500 251,700
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53602 SWANCC RECYCLING INCENTI 100,000 100,000
53605 SANITATION CHARGE 843,238 1,169,200 1,692,400 523,200
53610 SANITATION SERV CHAR-PEN 14,379 10,000 10,000
53615 SANIT SPECIAL PICKUP FEE 63,477 50,000 80,000 30,000
53570 WATER, SEWER & RECYCLING 921,094 1,219,200 1,882,400 663,200
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 350 1,000 1,000
53640 SENIOR TAXI COUPON SALES 101,733 92,000 95,000 3,000
53650 STATE HIGHWAY MAINTENANC 93,003 130,000 135,000 5,000
53655 FIRE COST RECOVERY CHARG 9,351 10,000 10,000
53656 OTHER SERVICE CHARGES 2,252
53660 RECYCLING-MATERIAL SALES 970
53665 CONDO CONVERSION APP FEE 48,450 52,000 40,000 (12,000)
53666 HISTORIC PRESERVATION RE 8,000 8,000
53675 AMBULANCE SERVICE 721,004 750,000 875,000 125,000
53680 TOWING CHARGES 12,948
53685 POLICE REPORT FEES 17,487 15,400 16,000 600
53690 WOOD RECYCLING 10,881 14,000 14,000
53695 ZONING FEES 58,284 45,000 40,000 (5,000)
53700 FIRE REPORT FEES 1,316 1,000 1,300 300
53705 FIRE BUILDING INSPECTION 4,875 8,000 6,000 (2,000)
73
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53710 PASSPORT EXECUTION FEE 10,337 10,000 (10,000)
53715 ALARM REGISTRATION FEE 158,547 110,000 110,000
53720 SKOKIE ANIMAL BOARD FEE 102 600 300 (300)
53725 BACKGR CHKS DAYCARE PROV 480
53620 OTHER CHRGS FOR SVCS 1,226,474 1,225,000 1,351,600 126,600
53000 CHARGES FOR SERVICES 7,037,730 7,342,000 8,363,200 1,021,200
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 76,181 76,000 76,200 200
55035 FAMILY CASE MANGMNT GRAN 114,400 83,100 (83,100)
55040 DENTAL SEALANT GRANT 4,183 2,800 4,200 1,400
55050 IL DEPT HEALTH-INFO 25
55075 SUMMER FOOD INSPECTIONS 400 400
55080 KID CARE AGREEMENT 5,599 11,300 (11,300)
55085 IL TOBACCO FREE COMMUNIT 28,188 25,600 25,600
55090 TITLE XX FAMILY PLANNING 50,000 36,300 (36,300)
55105 HEARING AND VISION 8,000 5,300 (5,300)
55125 TEEN PREGNANCY PREV. GRN 28,000 30,600 60,600 30,000
55130 CHILDHOOD LEAD POISONING 1,373 2,000 1,000 (1,000)
55135 TEEN PARENT SERVICES PRO 33,450 35,000 36,100 1,100
55140 GENETIC EDUCATION GRANT 17,000 10,200 (10,200)
55145 PROSTATE CANCER AWARNESS 12,039 10,000 10,000
55146 OTHER STATE GRANT 71,622 18,700 18,700
55150 TANNING PARLOR INSPECTIO 350 100 100
55155 FAMILY CASE MGMT REIMB 166,613 13,300 (13,300)
55160 VIOL. CRIME VIC. ASST GR 27,458 24,700 24,700
55162 ICJIA GRANTS- VICTIM SER 45,000 47,000 2,000
55165 DISTRICT 65 DENTAL EDGRT 1,500 1,500 1,500
55170 FIRE DEPARTMENT TRAINING 6,434 1,500 10,000 8,500
55180 ARTS COUNCIL 35,030
55185 STATE ALLOTMENT 3,215
55190 EVANSTON TOWNSHIP-HOUSIN 170
55231 LEAD PAINT HAZARD GRANT 77,624 200,000 (200,000)
55245 LIBRARY STATE PER CAPITA 91,128 91,400 90,900 (500)
55015 STATE AID 853,151 670,000 407,000 (263,000)
74
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 187,002 136,700 136,700
55255 COMM AGING GRT-ADVOCATE 46,592 43,600 55,800 12,200
55265 FEMA 26,391 30,000 24,000 (6,000)
55270 POLICE TRAINING 31,289 8,000 8,000
55275 HUD EMERG SHELTER GRANTS 89,222 86,400 88,900 2,500
55285 LAW ENFORCEMENT BLOCK GR 35,400 57,200 21,800
55290 OTHER FEDERAL AID 55,901 16,000 11,600 (4,400)
55295 HEALTH DEPT.S.E.E.D.GRAN 147,398
55310 BIO-TERRORRISM GRANT 59,000 (59,000)
55315 CLEAN AIR COUNTS GRANT 20,117
55250 FEDERAL AID 603,913 278,400 382,200 103,800
55000 INTERGOVERNMENTAL REVENUE 1,457,064 948,400 789,200 (159,200)
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 62,901 70,000 70,000
56011 DONATIONS 60,000
56010 PROPERTY SALES AND RENTAL 122,901 70,000 70,000
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 6,264 5,000 4,000 (1,000)
56030 DAMAGE TO CITY TRAFFIC S 32,601 20,000 20,000
56040 DAMAGE TO OTHER CITY PRO 4,820 8,000 8,000
56015 REVENUE FROM DAMAGE TO CI 43,686 33,000 32,000 (1,000)
56045 MISCELLANEOUS REVENUE 155,553 271,673 270,700 (973)
56046 TAXICAB CLASS REVENUE 3,925 4,000 4,000
56045 MISCELLANEOUS REVENUE 159,478 275,673 274,700 (973)
56047 RESERVES
56048 TEEN BABY NURSERY PROG 41,000 41,000
56047 RESERVES 41,000 41,000
56061 BOND PREMIUM
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 681
56100 OVER AND SHORT - OTHER 41
56070 OVER AND SHORT 722
75
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
56105 PAYMENT IN LIEU OF TAXES 25,000 27,000 132,000 105,000
56106 FUND BALANCE APPLIED 4,562,500 4,536,100 (26,400)
56110 CONTRIBUTIONS TO PROJECTS 56,000 (56,000)
56140 FEES AND MERCHANDISE SALE 10,926
56155 TRASH CART SALES 30,000 30,000
56175 PARKING PERMITS-RYAN FIEL 17,141 12,000 12,000
56000 OTHER REVENUE 378,410 5,036,173 5,127,800 91,627
56500 INTEREST INCOME
56501 INTEREST INCOME 757,887 400,000 550,000 150,000
56585 UNREALIZED GAIN/LOSS 19,279
56500 INTEREST INCOME 777,165 400,000 550,000 150,000
57000 TRNSFR FROM OTHER FUNDS
57010 FROM FLEET SERVICES 171,500
57015 FROM MOTOR FUEL FUND 772,500
57020 FROM MOTOR FUEL FUND-S/M 772,500 772,500
57030 FROM COMM. DEVEL. FUND 880,500 782,634 856,000 73,366
57035 FROM HOME FUND 41,772 32,700 34,300 1,600
57040 FROM EMERGENCY TEL SYSTEM 179,000 126,000 126,000
57050 FROM ECON DEV FUND 400,000 390,000 390,000
57060 FROM HOUSING FUND 31,800 31,800 24,000 (7,800)
57065 FROM WASHINGTON NAT'L DS 144,800 144,800 151,900 7,100
57070 FROM HOW HARTREY DEBT SER 135,000 135,000 141,600 6,600
57075 FROM SW TIF DEBT SERVICE 23,000 23,000 24,100 1,100
57085 FROM DOWNTOWN TIF DEBT SV 325,000 325,000 325,000
57096 FROM HOWARD RIDGE TIF 114,793 120,400 5,607
57097 FROM SHERMAN GARAGE 42,000 42,000
57100 FROM CAPITAL IMP. FUND 300,000 800,000 850,000 50,000
57110 FROM SPECIAL ASSMT. FUND 31,800 31,800 (31,800)
57130 FROM PARKING FUND 711,500 602,500 777,500 175,000
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 1,202,400 764,600 849,600 85,000
57160 FROM MAPLE AVE GARAGE FND 43,000 43,000 (43,000)
57165 FROM SEWER FUND 543,600 413,800 413,800
57000 TRNSFR FROM OTHER FUNDS 8,630,772 8,269,527 8,592,300 322,773
76
FISCAL YEAR -20092008
GENERAL FUND REVENUES
2008 - 092007 - 082006 - 07 2008 vs. 2009
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 37,119 40,000 33,000 (7,000)
57510 NON-RESIDENT LIBRARY CARD 2,890 4,000 3,000 (1,000)
57515 LIBRARY MATERIAL REPLACEM 14,076 20,000 21,000 1,000
57520 LIBRARY MATERIAL RESERVES 7,196 7,500 7,500
57525 LIBRARY MISC. REVENUES 736 500 1,000 500
57535 LIBRARY COPY MACH. CHG 22,646 26,000 27,000 1,000
57540 LIBRARY MEETING RM RENTAL 7,195 9,000 7,500 (1,500)
57545 NORTH BRANCH RENTAL INC 29,700
57550 LIBRARY MULTIMEDIA COLLEC 591
57500 LIBRARY-OTHER REVENUE 122,149 107,000 100,000 (7,000)
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 87,661,193 91,357,862 94,068,600 2,710,738
50000 REVENUES 87,661,193 91,357,862 94,068,600 2,710,738
77
City of Evanston
City Council
Three Year Fiscal History
$418,000
$390,415 $406,800
$200,000
$275,000
$350,000
$425,000
$500,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General
Fund Budget
0.43%
City Council
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
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
78
City of Evanston
City Council
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1300 - City Council 390,415 418,000 390,996 406,800
Total: $ 390,415 $ 418,000 $ 390,996 $ 406,800
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
Council approved Scott Balice Strategies as financial advisors to the City for a three-year period.
The moratorium on new construction in the West Evanston TIF District was re-established for 30 days and extended
three times.
An Inclusionary Housing Ordinance was adopted; three funds were consolidated into the Affordable Housing Fund
and guidelines for management and use of the funds were approved by Council.
Council approved an Evanston Youth Council in support of the Youth Engagement Initiative.
Special Service Area No. 4 (downtown) was extended in years and area through 2019.
A moratorium for 105 days on building permits for new construction on Green Bay Road from Isabella to Lincoln
Street was approved. The moratorium was extended twice.
Council approved a “Z “liquor license that was created to allow for wine/beer at a cooking or wine school.
The West Side Master Plan was approved by Council.
A four-year contract with Virchow Krause & Company for auditing services was approved.
Council approved consultants to work with staff to update the City’s downtown plan. A moratorium on new building
construction was passed for the downtown area to expire November 25, 2007 with three projects excluded from the
moratorium.
Council amended the International Building Code to permit the City to cut weeds, remove debris from vacant lots with
vacant structures and impose liens for the cost.
The moratorium on new building on Central Street was extended from Ashland to 2200 Central for 95 days to expire
October 12, 2007 and extended again.
Council approved a capital improvement program for 2008-09 in the amount of $24,982,074.
The Council held two meetings with advisors to discuss solutions to funding the pensions of police officers and
firefighters.
The Electric Franchise with Com Ed was extended for three years.
Council approved a consulting agreement with Ross Barney Architects to provide architectural and project
management services for the Civic Center.
Council approved an amendment to the preservation ordinance to allow joint meetings with the Plan Commission for
planned developments and joint meetings with the Zoning Board of Appeals.
79
City of Evanston
City Council
2008-2009 Department Initiatives
• Implement affordable housing strategies
• Begin revising and updating the zoning ordinance
• Develop economic development plan that captures the creative class and retains local businesses
• Pass a lakefront master plan
• Provide training for boards and commissions’ volunteers and staff
• Provide support for youth services and recreational needs
• Support tactical police unit wherever needed in the community
Approved Adjustments in 2008-2009 Budget
Council reduced the proposed budget by $15,500 in the following accounts: Sister City Funding, Training & Travel,
Memberships, and Food.
80
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 2008-2009 Objectives
• Continue economic revitalization of downtown and neighborhoods
• Provide direction on funding of public safety pensions
• Provide direction on the future of the Civic Center and Robert Crown Center
• Review the preservation ordinance and zoning ordinance in context of new economic development
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of ordinances adopted 105 115 119
Number of resolutions adopted 70 75 73
Updated board, committee, commission rosters 2 2 2
Approved Adjustments in 2008-2009 Budget
81
CITY OF EVANSTON
CITY COUNCIL
1300
2007 -2008 2008 2009-
Appropriation Approved
1300 CITY COUNCIL
61010 REGULAR PAY 163,600 168,900
61110 OVERTIME PAY 300
61510 HEALTH INSURANCE 108,900 101,700
61615 LIFE INSURANCE 1,100 1,100
61710 IMRF 13,000 12,700
61725 SOCIAL SECURITY 6,800 10,400
61730 MEDICARE 2,000 2,400
62206 TV BROADCASTING 5,000 5,000
62210 PRINTING 500 1,000
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 200 200
62285 COURIER CHARGES 5,500 5,000
62295 TRAINING & TRAVEL 7,500 9,000
62360 MEMBERSHIP DUES 40,000 40,000
62370 EXPENSE ALLOWANCE 100 100
62380 COPY MACHINE CHARGES 2,000 2,500
62456 OUTSIDE MAIL SERVICES 20,000 20,000
62458 OUTSIDE COPY SERVICES 30,000 20,000
64540 TELECOMMUNICATIONS - WIRELESS 200 500
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 418,000 406,800
82
City of Evanston
City Clerk
Three Year Fiscal History
$186,200 $190,200$229,395
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund Budget
0.20%
City Clerk
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2008-2009
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
83
City of Evanston
City Clerk’s Office
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1400 – City Clerk’s Office 229,395 186,200 186,998 190,200
Total Expenditures: $ 229,395 $ 186,200 $ 186,998 $ 190,200
Revenues:
56045 – International Codes 14,360 13,500 11,319 13,500
56045 – City Codes/Zoning Codes 675 1,000 550 1,000
56045 – Hunting/Fishing License Fees 100 60 0 0
56045 – Landlord/Tenant Ordinances 550 500 528 500
56045 – Maps 440 500 357 500
56045 – Miscellaneous 617 400 309 400
56045 – Model Lease Forms 660 1,100 711 1,100
53710 – Passport Applications 10,680 10,000 0 0
56045 – Photocopying 337 550 760 550
56045 – Planning/Preservation Booklets 140 200 205 200
Total Revenues: $ 22,610 $ 27,810 $ 14,739 $ 17,750
Notes for Financial Summary
• The cost of the International codes continues to go up due to price increases by the supplier.
• Passport fees and hunting & fishing license fees processing were eliminated at the beginning of fiscal year 2007-
08.
Performance Report on FY 2007-2008 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 April 17, 2007 Consolidated 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.
2008-2009 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 2010 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, and providing voters with the
means to vote absentee by mail.
• The Clerk’s office will work with the Cook County Department of Elections on facilitating the November 4, 2008,
Presidential election in Evanston.
• The City Clerk’s office will track the number of notary public requests made.
84
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 2008-2009 Objectives
Work with Cook County Department of Elections in order to hold fair and impartial elections by coordinating the
following in Evanston:
• In 2008, the general election (Presidential) November 4, 2008.
• Coordinate voter registration activity within the community with the League of Women Voters
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Voters registered 350 674 1,500
Early voters 2,115 2,549 2,500
Real estate transfer tax transactions 1,618 1,256 1,350
Exemptions from real estate transfer tax 650 646 640
Disabled parking placards 190 160 180
Yearly calendar of scheduled meetings distributed 80 80 80
Passport applications 356 0 0
FOIA requests 370 398 425
Approved Adjustments in 2008-2009 Budget
85
CITY OF EVANSTON
CITY CLERK
1400
2007 -2008 2008 2009-
Appropriation Approved
1400 CITY CLERK
61010 REGULAR PAY 100,000 105,600
61050 PERMANENT PART-TIME 5,000 5,300
61055 TEMPORARY EMPLOYEES 10,800 6,800
61110 OVERTIME PAY 400
61210 LONGEVITY 1,000 1,000
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 300 300
61710 IMRF 8,000 8,000
61725 SOCIAL SECURITY 4,700 7,300
61730 MEDICARE 1,400 1,700
62210 PRINTING 700 400
62235 OFFICE EQUIPMENT MAINT 700 900
62275 POSTAGE CHARGEBACKS 900 900
62280 OVERNIGHT MAIL CHARGES 200 200
62295 TRAINING & TRAVEL 1,100 1,600
62315 POSTAGE 300 300
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,000 2,000
62457 CODIFICATION SERVICES 13,000 13,000
62509 SERVICE AGREEMENTS / CONTRACTS 800 800
65010 BOOKS, PUBLICATIONS, MAPS 700 1,200
65080 MERCHANDISE FOR RESALE 13,000 13,000
65095 OFFICE SUPPLIES 1,000 1,000
65175 ELECTION SUPPLIES 100 100
1400 CITY CLERK 186,200 190,200
86
City of Evanston
City Manager’s Office
87
Three Year Fiscal History
$5,749,782
$835,927
$5,381,200
$200,000
$1,200,000
$2,200,000
$3,200,000
$4,200,000
$5,200,000
$6,200,000
2006/07 2007/08 2008/09
Actual Appropriation Approved
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
City Manager
Full-Time Regular City Manager 1.00
Full-Time Regular Administrative Secretary 0.70
Full-Time Regular Assistant City Manager 2.00
Full-Time Regular Assistant to the City Manager 1.00
Full-Time Regular Executive Assistant 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
Full-Time Regular Administrative Coordinator 1.00
1505 Total 7.70
Public Information
Full-Time Regular Community Information Coordinator 1.00
1510 Total 1.00
Emergency Management Operations
Full-Time Regular Emergency Mgmt. Coordinator 0.33
1520 Total 0.33
Youth Services Division
Full-Time Regular Youth Coordinator 1.00
1530 Total 1.00
Sustainability Grant
Full-Time Regular Sustainable Programs Coordinator 1.00
1535 Total 1.00
Business Perf. & Tech. Admin.
Full-Time Regular Division Manager, BPAT 1.00
1550 Total 1.00
5.72%
Expenditures as a % of 2009 General
Fund Budget
City of Evanston
City Manager’s Office
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
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 IS Trainer 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 4.00
Full-Time Regular Tech Support Specialist II 1.00
Full-Time Regular Web Developer 1.00
1555 Total 13.50
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 Management Analyst 1.00
Full-Time Regular Project Manager 2.00
1565 Total 3.00
City Manager's Office Total 31.53
88
City of Evanston
City Manager’s Office
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1505 – City Manger’s Office 695,596 933,800 980,721 998,500
1510 – Public Information 116,969 498,200 453,110 524,000
1515 – Farmer’s Market 19,875 21,900 22,314 0
1520 – Office of Emergency Preparedness 3,487 196,600 256,829 77,100
1525 - Miscellaneous Business Operations 0 189,337 41,166 355,000
1530 – Youth Engagement Division 0 150,600 48,994 113,200
1535 – Sustainability Grant 0 75,000 62,117 79,100
1540 - Summer Youth Employment 0 333,800 297,133 0
1545 – Human Relations Division 0 197,045 278,640 0
1550 – BIS Performance & Technology 0 354,400 311,679 174,200
1555 – Information Systems 0 2,437,300 2,300,223 2,425,100
1560 – Geographic Information Systems 0 361,800 312,156 331,900
1565 – BIS Performance Management 0 0 0 303,100
Total Expenditures: $ 835,927 $ 5,749,782 $ 5,365,082 $ 5,381,200
Notes for Financial Summary
• The CMO budget changed in FY 09 due to the elimination of the MBIS Department which
resulted in the addition of Business Process & Technology Division (BPAT). In addition, due to
operational restructuring, a significant portion of the miscellaneous business operations unit has
been transferred to Finance.
• One of the assistant to the city manager positions has been eliminated, but replaced with an
Economic Development Director.
• In FY 08 the Human Relations Department was eliminated and moved to the City Manager’s
Office as a division. During FY 08, the Division of Human Relations was reassigned to the Health
and Human Services Department to better align services with Community Intervention Services
which works closely with the Housing Advocate. The Summer Youth Employment Program was
also reassigned to Health and Human Services.
• The Farmer’s Market, previously handled by the CMO for years, will be moved to the Department
of Health and Human Services, beginning March 1, 2008 with the retirement of Jean Speyer.
Since the Health Department handles all other food-related licensing and enforcement activities, it
is appropriate to move this function to the Health Department.
Performance Report on FY 2007-2008 Major Program Objectives
• Work continues on the Strategic Plan and quarterly reports have been provided to the City Council.
Staff is currently reviewing the best way to update the Plan in 2008, two years after its adoption by
the City Council.
• Staff has evaluated and is considering recommending the purchase of a customer relationship
management system that would include both aldermanic and citizen requests which will provide
greater accountability over the timeliness of responding to such requests.
• Staff has put together an agenda process review team and is expected to complete its process review
in the first half of FY 09.
• The Human Resources Department Training Manager has been working on development of a
89
City of Evanston
City Manager’s Office
curriculum for Customer Service Training, which will be rolled out in FY 09.
• 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 in the first training
session. It is intended that additional staff will go through the Evanston Leadership Development
Process in FY 09 to build a strong base of new leadership for the organization, and to improve on our
professional development opportunities for new leaders. As the new executive team is formed in
2008, team-building training will occur.
2008-2009 Department Initiatives
1. Continue implementation of the City's Strategic Plan
2. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen
inquiries and police-service requests, and to provide updates to the aldermen
3. Refine and streamline the agenda process
4. Continue to coordinate efforts to improve customer service throughout the organization
5. Review organizational structure and implement strategic and operational improvements
6. Coordinate efforts to move the City towards higher performance and continuous improvement
7. Coordinate leadership development with a focus on team-building
90
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. 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 2008-2009 Objectives
• Continue implementation of the City's Strategic Plan
• Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and
police-service requests, and to provide updates to the aldermen
• Refine and streamline the agenda process
• Continue to coordinate efforts to improve customer service throughout the organization
• Review organizational structure and implement strategic and operational improvements
• Coordinate efforts to move the organization toward higher performance and continuous improvement
• Coordinate leadership development with a focus on team-building
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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
Film permits 29 N/A N/A
Sidewalk cafes 36 N/A N/A
Raffle permits 51 N/A N/A
Loudspeaker permits 57 N/A N/A
Approved Adjustments in 2008-2009 Budget
91
CITY OF EVANSTON
CITY MANAGER
1505
2007 -2008 2008 2009-
Appropriation Approved
1505 CITY MANAGER
61010 REGULAR PAY 700,300 757,700
61210 LONGEVITY 3,200 3,200
61510 HEALTH INSURANCE 71,800 72,700
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 18,400 18,400
61710 IMRF 68,900 56,800
61725 SOCIAL SECURITY 35,800 46,600
61730 MEDICARE 10,600 10,900
62210 PRINTING 500 500
62275 POSTAGE CHARGEBACKS 500 500
62280 OVERNIGHT MAIL CHARGES 100 100
62285 COURIER CHARGES 200 200
62295 TRAINING & TRAVEL 2,000 14,400
62360 MEMBERSHIP DUES 15,000 10,000
62458 OUTSIDE COPY SERVICES 3,000 3,000
64540 TELECOMMUNICATIONS - WIRELESS 700 700
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65095 OFFICE SUPPLIES 1,500 1,500
1505 CITY MANAGER 933,800 998,500
92
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 2008-2009 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Highlights newsletter 4 4 4
CityBeat newsletter 10 8 8
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 2008-2009 Budget
93
CITY OF EVANSTON
PUBLIC INFORMATION
1510
2007 -2008 2008 2009-
Appropriation Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 78,900 79,800
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61710 IMRF 6,300 6,000
61725 SOCIAL SECURITY 3,200 4,900
61730 MEDICARE 1,000 1,200
62210 PRINTING 28,000 32,000
62275 POSTAGE CHARGEBACKS 10,500 500
62315 POSTAGE 19,000 21,000
62360 MEMBERSHIP DUES 800 400
62380 COPY MACHINE CHARGES 800 1,500
62458 OUTSIDE COPY SERVICES 700 9,000
62506 WORK-STUDY 700 1,000
62665 CONTRIB TO OTHER AGENCIES 338,000 353,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 200 4,200
1510 PUBLIC INFORMATION 498,200 524,000
94
City of Evanston
City Manager’s Office
1520 – 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 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 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 this program.
FY 2007-2008 Objectives
• Increase public education in dealing with emergency situations by making 10 family preparedness presentations
to community groups by February, 2009.
• Utilizing the Federal NIMSCAST guidance documents, develop 4 internal training programs for municipal
employees by September, 2008.
• Increase Strategic National Stockpile (SNS) distribution capabilities by completing a functional exercise in April,
2008.
• To improve City/State emergency management coordination, attend GROOVE software training and implement
with senior city management by June, 2008.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Planning/Training sessions 20 39 45
Submit objectives statement to State 4 4 4
Disaster exercises/incident responses 6 8 10
Emergency Operation Plan Update N/A August, 2007 N/A
Federal funding submission August, 2006 August, 2007 August, 2008
Quarterly reports to the State 4 4 4
Approved Adjustments in 2008-2009 Budget
95
CITY OF EVANSTON
OFFICE OF EMERG. PREPAREDNESS
1520
2007 -2008 2008 2009-
Appropriation Approved
1520 OFFICE OF EMERG. PREPAREDNESS
61010 REGULAR PAY 127,700 32,400
61065 SPECIAL PROJECT EMPLOYEES 10,000 10,000
61510 HEALTH INSURANCE 9,900 2,300
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200 200
61710 IMRF 10,200 2,400
61725 SOCIAL SECURITY 7,900 2,000
61730 MEDICARE 1,900 500
62210 PRINTING 500
62245 OTHER EQMT MAINTENANCE 2,000 7,000
62275 POSTAGE CHARGEBACKS 400
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 9,200 9,200
62355 LAUNDRY/OTHER CLEANING 500
62360 MEMBERSHIP DUES 300 300
62375 RENTALS 500 500
62380 COPY MACHINE CHARGES 500 300
64005 ELECTRICITY 200
64540 TELECOMMUNICATIONS - WIRELESS 3,300
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65020 CLOTHING 2,000
65085 MINOR EQUIPMENT & TOOLS 400 400
65090 SAFETY EQUIPMENT 400
65095 OFFICE SUPPLIES 400 400
65125 OTHER COMMODITIES 300 200
65620 OFFICE MACH. & EQUIP.14,000 900
1520 OFFICE OF EMERG. PREPAREDNESS 196,600 77,100
96
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 2008-2009 Budget
97
CITY OF EVANSTON
MISC. BUSINESS OPERATIONS
1525
2007 -2008 2008 2009-
Appropriation Approved
1525 MISC. BUSINESS OPERATIONS
62180 STUDIES 102,200 100,000
62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 50,000
66060 KEEP AMERICA BEAUTIFUL 5,000 5,000
68205 CONTINGENCIES 32,137 200,000
1525 MISC. BUSINESS OPERATIONS 189,337 355,000
98
City of Evanston
City Manager’s Office
1530 – Youth Engagement Division
Description of Major Activities
The Youth Division is housed in the City Manager’s Office. 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 polices and recommendations.
FY 2008-2009 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 2008-2009 Objectives
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Hire a youth coordinator N/A July 23, 2007 N/A
Sponsor 10 Work-Study ETHS students 4 8 10
Youth participating in Youth Council 0 15 20
Youth participating in Youth Summit 0 65 150
Establishing Youth Division Website 0 Sept. 20, 2007 N/A
Approved Adjustments in 2008-2009 Budget
99
CITY OF EVANSTON
YOUTH ENGAGEMENT DIVISION
1530
2007 -2008 2008 2009-
Appropriation Approved
1530 YOUTH ENGAGEMENT DIVISION
61010 REGULAR PAY 40,000 47,600
61060 SEASONAL EMPLOYEES 27,300 24,400
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61710 IMRF 3,200 3,600
61725 SOCIAL SECURITY 2,500 4,400
61730 MEDICARE 600 1,000
62185 OTHER CONSULTING SERVICES 23,500 10,000
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 1,200 1,200
62380 COPY MACHINE CHARGES 2,000 2,000
62490 OTHER PROGRAM COSTS 3,000
62735 INTERDEPT. OTHER CHARGES 3,200
64540 TELECOMMUNICATIONS - WIRELESS 600
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65025 FOOD 2,000
65095 OFFICE SUPPLIES 300 300
65555 PERSONAL COMPUTER EQUIPMENT 1,500
67106 YOUTH OUTREACH TEAMS 38,000
1530 YOUTH ENGAGEMENT DIVISION 150,600 113,200
100
City of Evanston
City Manager’s Office
1535 – Sustainability Grant
Description of Major Activities
The City of Evanston will establish an office of sustainability and hire a specialist who will be responsible for working
with all City departments to evaluate and implement initiatives that are both environmentally sensitive and
sustainable. This position will also be responsible for obtaining funding from all available sources, including grants
and cost savings to make the program cost-neutral. Efforts will include increasing the level of environmental
education, leveraging existing programs, and resources, and providing information to the public in conjunction with
the Community Information Coordinator.
FY 2008-2009 Objectives
• Establish and maintain a city wide Environmental Management System to improve and manage city
environmental practices to set an example, ensure compliance and operate efficiently. The environmental
management system will help the City to:
o Establish environmental management programs for strategic environmental planning, integration across
departments, increase environmental training and awareness and establish performance measures
o Establish standards for energy conservation, water conservation and waste reduction
o Establish an environmental leadership team to maintain benchmarks with other communities and
organizations and establish assessment procedures for compliance with applicable laws, and
environmental conditions
o Establish metrics and long-term environmental goals by department, with an acknowledgement and
reward program
o Establish recognition programs for voluntary projects that save money and meet City’s environmental
high-level goals
• Prioritize sustainability initiatives proposed through a survey of departments city-wide
• Work with various departments to identify and take advantage of opportunities for more environmentally sensitive
and sustainable use of resources, such as the parks system and the lakefront
FY 2008-2009 Objectives
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Write grant proposals
N/A 2 4
Participate in meetings related to Sustainability Programs
both internal and external to the City
N/A 12 24
Work with Community Information Coordinator to create
Sustainability news releases
N/A 3 6
Attend seminars to keep current with the field and bring new
information/initiatives to the City
N/A 6 6
Approved Adjustments in 2008-2009 Budget
101
CITY OF EVANSTON
SUSTAINABILTY GRANT
1535
2007 -2008 2008 2009-
Appropriation Approved
1535 SUSTAINABILTY GRANT
61010 REGULAR PAY 52,000 56,300
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61710 IMRF 4,100 4,200
61725 SOCIAL SECURITY 3,200 3,500
61730 MEDICARE 800 800
65125 OTHER COMMODITIES 4,900 4,900
1535 SUSTAINABILTY GRANT 75,000 79,100
102
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 a new area 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;
• Performance Management.
Information techology and performance 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.
We are proud to say that the City of Evanston’s Business Performance and Technology Strategic Plan was the only
plan to receive honorable recognition for the “2007 Richard Goodman Strategic Planning Award” given by the
Association for Strategic Planning. This Plan will continue to evolve as the needs of our internal and external
customers change, but our vision and mission will not change. Instead, they will remain the guiding principles for
BPAT and for the decisions we make regarding the deployment of new technology and the innovative ways in which
we help the City improve service to its citizens.
FY 2008-2009 Objectives
• Continue the implementation of the BPAT Strategic Plan and make adjustments to the plan as needed
• Develop and begin to implement a plan to make Evanston an award winning and world class “Digital City” as
defined by the Center for Digital Government
• 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
• Develop and implement an affordable and efficient strategy for technology-related disaster recovery
• 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
103
City of Evanston
Business Performance and Technology Division
1550 – Business Performance and Technology Administration
2008-2009 Performance Initiatives
Performance Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of employees rating the
Professionalism of BPAT staff as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 86.3% 90%
2. Percentage of employees rating the Timeliness
of BPAT service as “very good” or “good.” (Data
source: Internal Service Survey)
N/A 66.1% 70%
Comment: 2007-2008 data reflect employees
indicating that they used BPAT services during 2007.
Data were collected through the January 2008 Internal
Service Survey.
3. Number of Service Desk requests received.
(Data source: Department Data)
3,132 4,584 4,800
Comment: Data collected through the BPAT Service
Desk software.
4. Number of projects completed by BPAT (Data
source: Department Data)
N/A 47 55
Comment: Data collected through the BPAT project
tracking system.
Approved Adjustments in 2008-2009 Budget
104
CITY OF EVANSTON
BIS PERFORMANCE & TECHNOLGY
1550
2007 -2008 2008 2009-
Appropriation Approved
1550 BIS PERFORMANCE & TECHNOLGY
61010 REGULAR PAY 129,500
61055 TEMPORARY EMPLOYEES 2,500
61510 HEALTH INSURANCE 9,300
61710 IMRF 9,700
61725 SOCIAL SECURITY 8,100
61730 MEDICARE 1,900
62185 OTHER CONSULTING SERVICES 5,000
62210 PRINTING 500
62275 POSTAGE CHARGEBACKS 200
62295 TRAINING & TRAVEL 3,000
62360 MEMBERSHIP DUES 500
62380 COPY MACHINE CHARGES 1,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000
65095 OFFICE SUPPLIES 1,500
65555 PERSONAL COMPUTER EQUIPMENT 500
1550 BIS PERFORMANCE & TECHNOLGY 174,200
105
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 2008-2009 Objectives
The goals and objectives for IS are detailed in the Business Performance and Technology Division’s Strategic Plan
Specifically for FY 2008-2009, IS intends to focus on the following initiatives:
• Finalization of the implementation of a new internal BPAT Service Desk application;
• Implementation of a new internal web portal for employees;
• Development of a wireless strategy for emergency management, city buildings, and public access;
• Improvement of disaster recovery and failover mechanisms and procedures;
• Support of numerous large-scale technology-based initiatives such as systems that support building
permitting/inspections, field reporting, and citizen request management.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Estimated
2008-2009
Projected
BASE SUPPORT
Number of with network accounts 1103 1113 1128
Number of personal computers supported 655 665 680
Number of locations supported 15 17 17
Number of application and network servers supported 46 50 55
Number of printers supported No data 380 385
Number of telephone users supported 919 919 925
WEB STATISTICS
WEB site average number of daily visitors 2130 2500 3000
WEB site annual unique visitors 393,290 429,000 495,000
106
City of Evanston
Business Performance and Technology Division
1555 – Information Systems
SERVICE DESK REQUESTS
Requests per year 3,132 3,800 4,000
Average days to close a request 4.4 Days 4.5 Days 4.6 Days
Percent of requests resolved within one day 51% 48% 54%
Percent of requests resolved within two days 58% 55% 60%
TRAINING
Users trained in computer concepts and Word 250 450 100
Users trained in Excel 0 35 75
Users trained in Email, Outlook, & Internet 57 50 75
Users trained in other business applications 5 250 350
Approved Adjustments in 2008-2009 Budget
107
CITY OF EVANSTON
INFORMATION SYSTEMS
1555
2007 -2008 2008 2009-
Appropriation Approved
1555 INFORMATION SYSTEMS
61010 REGULAR PAY 1,040,400
61050 PERMANENT PART-TIME 40,500
61210 LONGEVITY 4,600
61510 HEALTH INSURANCE 111,000
61710 IMRF 78,700
61725 SOCIAL SECURITY 67,000
61730 MEDICARE 15,700
62175 IS SERVICES 50,000
62250 COMPUTER EQUIPMENT MAINT 92,700
62305 RENTAL OF AUTO-FLEET SER 6,600
62340 COMPTER LICENSE & SUPP 461,000
62341 INTERNET SOLUTION PROVIDERS 6,100
62360 MEMBERSHIP DUES 1,000
64505 TELECOMMUNICATIONS - CARRIER L 146,500
64510 TELECOMMUNICATIONS EQUIPMENT 14,600
64515 TELECOMMUNICATIONS EQUIPMENT M 6,200
64540 TELECOMMUNICATIONS - WIRELESS 43,300
64545 PERSONAL COMPUTER SOFTWARE 9,900
65095 OFFICE SUPPLIES 56,000
65555 PERSONAL COMPUTER EQUIPMENT 140,000
65605 PBX (LICENSE & SUPPORT FEES)9,300
65615 WAN CONNECTIONS/LINE CHARGES 24,000
1555 INFORMATION SYSTEMS 2,425,100
108
City of Evanston
Business Performance and Technology Division
1560 – GIS 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 2008-2009 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 hosting GIS Day events in November of
2008
• Increase exposure and knowledge of GIS services by producing a local cable access program
showcasing our GIS offerings
• ArcServer architecture implementation. ArcServer represents a major shift and advance in our GIS
technological infrastructure.
• According to the BP&T Strategic Plan, the GIS Division will play a lead role in four major BP&T projects
during FY08
• Create user groups for field Cityworks GIS users to ensure consistent training, gather feedback and use
products to full potential
• Serve as the lead division for the City in the US Census Bureau’s LUCA (Local Update of Census
Addresses) Program. Completion of the LUCA program will ensure the most complete and correct count of
Evanston citizens for the 2010 Census.
109
CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYS.
1560
2007 -2008 2008 2009-
Appropriation Approved
1560 GEOGRAPHIC INFORMATION SYS.
61010 REGULAR PAY 223,300
61210 LONGEVITY 3,100
61510 HEALTH INSURANCE 27,800
61710 IMRF 19,200
61725 SOCIAL SECURITY 14,800
61730 MEDICARE 3,500
62210 PRINTING 800
62250 COMPUTER EQUIPMENT MAINT 3,000
62295 TRAINING & TRAVEL 1,000
62340 COMPTER LICENSE & SUPP 26,700
62360 MEMBERSHIP DUES 200
62500 TECHNICAL INFORMATION SERVICES 5,000
64545 PERSONAL COMPUTER SOFTWARE 2,000
65095 OFFICE SUPPLIES 1,500
1560 GEOGRAPHIC INFORMATION SYS.331,900
110
City of Evanston
Business Performance and Technology Division
1565 – Performance Management
Description of Major Activities
The Performance 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. PM is also
responsible for implementing and supporting the City’s Performance Management program. 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 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 administer end-user application training
• Provide application-specific services in support of teaching and learning
Implement and Support the City’s Performance Management Program
• Work with City departments to identity output and outcome measures that accurately represent what a
department does and how well it does it
• Supply output information to the International City/County Management Association on an annual basis
• Identify areas for improvement based on analysis of output and outcome measures
FY 2008-2009 Objectives
The goals and objectives for IS are detailed in the Business Performance and Technology Division’s Strategic Plan.
Specifically for FY 2008-2009, PM intends to focus on the following initiatives:
• Expand the City’s Performance Management Program, including increasing number of performance
measures and assisting departments in the development of data collection tools
111
City of Evanston
Business Performance and Technology Division
1565 – Performance Management
• Use standard business process improvement techniques to improve customer service and streamline
inefficient and costly business functions
• Implement automated workflow system for managing and routing incoming service requests from citizens
• Complete implementation of upgrade to Building’s permitting and licensing application (Accela Automation)
• Complete the implementation of a new water utility billing system
• Complete the outsourcing of the citation management payment process
• Complete the implementation of a new internal and external camera system for the Police Department
• Implement automated online solution for Human Resources to streamline the recruitment process including
workflows, auto-generated letters and notifications and an improved website for potential candidates to
apply online for positions
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of technology and BPI projects completed N/A* 17 22
Number of help desk calls per year pertaining to packaged applications N/A* 404 425
Number of employees trained in the use of packaged applications N/A* 280 300
*Performance Management was formed on March 1, 2007. Therefore, no prior data exists.
Approved Adjustments in 2008-2009 Budget
112
CITY OF EVANSTON
BIS PERFORMANCE MANAGEMENT
1565
2007 -2008 2008 2009-
Appropriation Approved
1565 BIS PERFORMANCE MGMNT
61010 REGULAR PAY 239,100
61510 HEALTH INSURANCE 27,800
61710 IMRF 18,000
61725 SOCIAL SECURITY 14,800
61730 MEDICARE 3,400
1565 BIS PERFORMANCE MGMNT 303,100
113
City of Evanston
Legal Department
Three Year Fiscal History
$781,400 $773,700
$674,366
$600,000
$700,000
$800,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund
Budget
0.82%
Legal
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2008-2009
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 3.00
1705 Total 7.00
Legal Department Total 7.00
114
City of Evanston
Legal Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1705 – Legal Administration 674,366 781,400 717,600 773,700
Total Expenditures: $ 674,366 $ 781,400 $ 717,600 $ 773,700
Revenues:
56015 – Damage to City Property 40,775 65,000 49,900 40,000
Total Revenues: $ 40,775 $ 65,000 $ 49,900 $ 40,000
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
• Completed review of HIPAA practices and policies. The City remains in compliance.
• Written policies have been developed as a part of the Emergency Preparedness Plan.
• The Civil Enforcement Team meets regularly and a comprehensive Nuisance Premises Ordinance has been
adopted. Inspection enforcement procedures are underway.
• The programmatic change for Risk Management transfer from the Department of Management, Business and
Information Services (BIS) was accomplished. However, upon the dissolution of BIS, the Risk Management
function - including Wormens Compensation - has been reassigned to the Legal Department.
2008-2009 Department Initiatives
• 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.
• Continued support and participation in accomplishing Strategic Plan Goals for 2008-09.
• Reinstitute general review and modernization of the Evanston City Code.
• Review Tax Increment Financing (TIF) expenditures for existing TIF districts in conjunction with anticipated
expiration of existing TIFs.
2008-2009 Performance Initiatives
Performance Measure
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the Professionalism of Law
Department staff as “very good” or “good.” (Data source:
Internal Service Survey)
N/A 82.6% 86%
Percentage of employees rating the Timeliness of Law
Department service as “very good” or “good.” (Data source:
Internal Service Survey)
N/A 51.3% 54%
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.
115
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 2008-2009 Objectives
• Complete review of Boards & Commissions as a goal of the Strategic Plan.
• Centralize all files (deeds, easement agreements, etc.) for City-owned properties.
• Develop a comprehensive franchise waste ordinance.
• Enhance the collection of outstanding municipal debts (e.g. fines, court judgments, etc.)
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2008-2009 Budget
116
CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2007 -2008 2008 2009-
Appropriation Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 563,600 558,300
61210 LONGEVITY 1,500 1,500
61510 HEALTH INSURANCE 69,300 64,700
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 44,900 42,200
61725 SOCIAL SECURITY 23,300 34,500
61730 MEDICARE 7,000 8,100
62130 LEGAL SERVICES - GENERAL 35,000 30,000
62275 POSTAGE CHARGEBACKS 400
62295 TRAINING & TRAVEL 5,000 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 781,400 773,700
117
City of Evanston
Human Resources
Three Year Fiscal History
$1,771,200
$2,308,800
$1,405,586
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund
Budget
2.45%
Human Resources
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Human Resources General Support
Full-Time Regular Director, Human Resources 1.00
Full-Time Regular HR Compensation & Benefits Manager 1.00
Full-Time Regular Human Resources Assistant (2 @ 1 FTE) 2.00
Full-Time Regular Human Resources Specialist (4 @ 1 FTE) 4.00
1805 Total 8.00
Human Resources Total 8.00
118
City of Evanston
Human Resources Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1805 – HR General Support 1,405,586 1,521,200 1,556,700 1,463,500
1810 – Benefits Admin. 0 250,000 803,200 845,300
Total Expenditures: $1,405,586 $1,771,200 $2,359,900 $2,308,800
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
• For FY07-08, it its estimated that 80 full and part-time positions will be filled. Approximately 550 seasonal
employees were also processed during FY07-08.
• Two Police Officer testing cycles have been completed, one additional test may be scheduled for the remainder
of the fiscal year. A promotional exams for Police Sergeant will also be conducted.
• A Firefighter/Paramedic test was conducted in March 2007. Eighty individuals will be sent forward for additional
testing this year.
• One senior management position has been filled, Director of Human Resources.
• 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.
• Strategic Plan initiatives relating to Customer Service include implementing training for all employees including
strateiges for providing excellent customer service.
• Strategic Plan initiatives relating to recruiting and retaining excellent employees include increasing attendance at
career days and job fairs and increasing diversity amongst applicants.
• Strategic Plan initiatives relating to recruiting and retaining excellent employees include implementing an
orientation for new employees to the City of Evanston later this year.
• A reorgainzation has resulted in a decision to move workers’ compensation from Human Resources to Legal. A
transition plan is currently developed and will be subsequently implemented. The move is expected to be
completed by the end of the year.
• A volunteer plan will be developed as it relates to the City’s Disaster Preparedness Plan by the end of the
calendar year.
• An updated Equal Employment Opportunity Plan will be completed by the end of the calendar year.
• The updated Personnel Manual will be reviewed by labor counsel and management staff and be made available
by the end of the calendar year.
• Automation of several forms should be completed by the end of the calendar year, such as the application for
employment.
• The Health Care Cost Containment Committee will conclude meeting and report out relative to strategies to
reduce health care costs by the end of November.
2008-2009 Department Initiatives
• Implement a wellness program to help to reduce costs associated with health care by December of 2008.
• Implement a succession planning program by July of 2008.
• Develop and implement a supervisor training program for new supervisors and other indentified employees by
Sepember of 2008.
• Develop and offer training as indentified by risk manament to reduce liability related to property and liability and
workers’ compensation injuries by September 2008.
• Conduct a classification and compensation system study by September 2008.
119
City of Evanston
Human Resources Department
• Review and update the performance appraisal system by September 2008.
• Conntinue the coordinated training program for City employees including basic organizational procedures
training, policy training, departmental technical training tracks, and individual skill needs throughout the fiscal
year.
• 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.
2008-2009 Performance Initiatives
Performance Measures – Human Resources
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the
Professionalism of Human Resources staff as “very
good” or “good.” (Data source: Internal Service
Survey)
N/A 61.8% 65%
Percentage of employees rating the Timeliness of
Human Resources service as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 37.4% 39%
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.
Percentage of full-time employees that completes a
comprehensive orientation within 6 months of hire.
(Data source: Department staff)
N/A 97% 100%
120
City of Evanston
Human Resources
1805 – Human Resources
Description of Major Activities
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 2008-2009 Objectives
• Implement a wellness program to help to reduce costs associated with health care by December of 2008.
• Implement a succession planning program by July of 2008.
• Develop and implement a supervisor training program for new supervisors and other identified employees by
September of 2008.
• Develop and offer training as identified by risk management to reduce liability related to property and liability and
workers’ compensation injuries by September 2008.
• Conduct a classification and compensation system study by September 2008.
• Review and update the performance appraisal system by September 2008.
• Continue the coordinated training program for City employees including basic organizational procedures training,
policy training, departmental technical training tracks, and individual skill needs throughout the fiscal year.
• 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.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Civil Service Commission meetings 13 20 20
Labor contract negotiated 1 1 3
Training programs 6 12 12
Positions filled – full time 100 90 80
Positions filled – part time/seasonal 100/550 150/550 84/550
Approved Adjustments in 2008-2009 Budget
121
CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2007 -2008 2008 2009-
Appropriation Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 627,000 606,300
61060 SEASONAL EMPLOYEES 3,700 3,700
61210 LONGEVITY 3,100 3,100
61510 HEALTH INSURANCE 79,200 74,000
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 4,900 4,700
61710 IMRF 51,200 45,800
61725 SOCIAL SECURITY 26,700 38,900
61730 MEDICARE 8,000 8,700
62130 LEGAL SERVICES - GENERAL 500 500
62160 EMPLOYMENT TESTING SERVICES 75,000 128,000
62185 OTHER CONSULTING SERVICES 15,000
62235 OFFICE EQUIPMENT MAINT 100
62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000
62274 TEST ADMINISTRATION 62,200 50,200
62290 TUITION 100,000 75,000
62295 TRAINING & TRAVEL 800 3,800
62310 CITY WIDE TRAINING 150,000 100,000
62345 COURT COST/LITIGATION 500 500
62360 MEMBERSHIP DUES 2,500 3,000
62380 COPY MACHINE CHARGES 4,000 4,000
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 30,000 36,500
1805 HUMAN RESOURCES GEN SUPPORT 1,521,200 1,463,500
122
City of Evanston
Human Resources
1810 – Benefits Administration
Description of Major Activities
The Benefits Administration element, which is new for FY 2008-09, 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 2008-2009 Budget
123
CITY OF EVANSTON
BENEFITS ADMINISTRATION
1810
2007 -2008 2008 2009-
Appropriation Approved
1810 HEALTH/DENTAL INS. OVER/SHORT
61420 ANNUAL SICK LEAVE PAYOUT 300,000
61430 OTHER PAYOUTS 301,100
61510 HEALTH INSURANCE 250,000 244,200
1810 HEALTH/DENTAL INS. OVER/SHORT 250,000 845,300
124
City of Evanston
Finance Department
Three Year Fiscal History
$8,769,800
$9,436,200
$1,896,025
$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 Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund
Budget
10.03%
Finance Department
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
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 4.00
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 10.00
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
125
City of Evanston
Finance Department
Finance Department
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
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 29.50
126
City of Evanston
Finance Department
127
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1905 – Finance General Support 121,119 335,000 373,106 366,500
1910 – Revenue Division 747,618 685,600 830,411 993,900
1915 – Payroll 267,969 202,400 228,103 206,400
1920 – Accounting 452,985 585,000 646,348 600,200
1925 – Purchasing/MWEBE 305,591 225,400 262,735 352,000
1930 – Budget 743 189,500 187,275 201,300
1935 – Admin. Adjudication (1635) 0 421,900 375,438 373,100
1940 – Misc. Exp/Transfers 0 6,125,000 4,944,931 6,342,800
Total Expenditures: $ 1,896,025 $ 8,769,800 $ 7,848,347 $ 9,436,200
Revenues:
52570 – Administrative Adjudication 95,000 120,000 120,000 120,000
Total Revenues: 95,000 120,000 120,000 120,000
Notes for Financial Summary
Due to organizational restructuring, Administrative Adjudication was moved to Finance and is included in the fiscal
year 2008-09 Finance Department Budget Summary.
Also, due to operational restructuring, business unit 1940- Miscellaneous Expenditures and Transfers was created to
move general fund transfer dollars and miscellaneous business operations expenses from the City Manager’s budget
to the Finance Department.
Performance Report on FY 2007-2008 Major Program Objectives
a) The fiscal year 2007 CAFR (Comprehensive Annual Financial Report) was completed timely by August 31, 2007.
b) Both the Parking Citation Management System (Duncan) and the Licensing/Permit Management System (Accela)
are expected to be implemented March 2008.
c) An RFP for new utility billing software was prepared and mailed to selected vendors.
d) The budget function was successfully transitioned to the Finance Department.
e) A new Assistant Finance Director and Purchasing Manager began employment with the City in June 2007.
f) IRIS training was provided to new employees.
g) A refunding of prior issued debt was successfully accomplished, thus saving the City millions of dollars in interest
expense.
h) CIP was successfully transitioned to the Finance Department;.
i) The City received the GFOA distinguished budget award for FY2008.
j) A five year forecast for the General Fund and several other Funds was successfully completed.
City of Evanston
Finance Department
2008-2009 Department Initiatives
• Continue training users on IRIS system
• Implement Payroll Disaster Plan
• Implement new Parking Citation Management System
• Implement new Utility Billing Software during Fall 2008
• Implementation of Revenue Division related licensing/Permit Management System
• Complete research and make recommendation for comprehensive Accounts Receivable (AR) software system
• Purchasing Division to publish an updated purchasing manual
• 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
2008-2009 Performance Initiatives
Performance Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the
Professionalism of Finance Department staff as
“very good” or “good.” (Data source: Internal
Service Survey)
N/A 73.4% 77%
Percentage of employees rating the Timeliness of
Finance Department service as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 56.9% 60%
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.
128
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 2008-2009 Objectives
• Reorganize Finance Department and incorporate a new Division: Administrative Adjudication
• Review debt structure of City to maximize opportunities
• Propose options to minimize the impact of an increase in property taxes due to the $140M pension liability
• Review all Funds and develop long term strategies to improve the fiscal health of the organization
• Incorporate SAS112 (internal controls) changes for 2008/09 enabling the City to continue to receive the
Government Finance Officers Association Award (GFOA) for Excellence in Financial Reporting
• Continue to excel in the Budget Division enabling the City to continue to receive the GFOA Award for excellence
in Budgeting
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percent of available cash invested
99 99 99
Bond issuances 1 1 2
Quarterly financial management reports 4 4 4
Quarterly investment reports 4 4 4
Approved Adjustments in 2008-2009 Budget
129
CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2007 -2008 2008 2009-
Appropriation Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 252,700 280,100
61510 HEALTH INSURANCE 39,600 27,800
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 20,200 21,100
61725 SOCIAL SECURITY 10,400 17,300
61730 MEDICARE 3,100 4,000
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 7,200
62360 MEMBERSHIP DUES 1,100 1,600
62380 COPY MACHINE CHARGES 1,400 2,400
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65095 OFFICE SUPPLIES 1,200 1,300
65625 FURNITURES & FIXTURES 1,300
1905 FINANCE GENERAL SUPPORT 335,000 366,500
130
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 of 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 2008-2009 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Water bills processed total 85,550 85,500 85,500
Avg # of delinquent accts/shut off cycle 400 390 390
Actual # of accts sched./shut-off cycle 60 55 55
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 50,000 50,000
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 1.3 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 120 150 150
Approved Adjustments in 2008-2009 Budget
131
CITY OF EVANSTON
REVENUE DIVISION
1910
2007 -2008 2008 2009-
Appropriation Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 476,500 443,500
61050 PERMANENT PART-TIME 40,000
61055 TEMPORARY EMPLOYEES 5,200 2,900
61060 SEASONAL EMPLOYEES 8,800 6,000
61110 OVERTIME PAY 15,000 7,500
61210 LONGEVITY 4,700 4,700
61510 HEALTH INSURANCE 99,000 83,200
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 200 200
61710 IMRF 38,000 37,600
61725 SOCIAL SECURITY 21,000 31,600
61730 MEDICARE 6,300 7,400
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 20,000 157,500
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 5,600 5,600
62315 POSTAGE 15,000 15,800
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 700 700
62380 COPY MACHINE CHARGES 7,600 7,500
62431 ARMORED CAR SERVICES 40,000 41,000
62449 CITATION & SECO.COLLEC PROCESS 188,200
62506 WORK-STUDY 600 500
62655 LEASE PAYMENTS 3,000 3,000
64545 PERSONAL COMPUTER SOFTWARE 4,000 3,000
65045 LICENSING/REGULATORY SUPP 44,400 44,000
65095 OFFICE SUPPLIES 7,500 7,500
65620 OFFICE MACH. & EQUIP.1,000 1,000
66125 SERVICES BILLED OUT 150,000-157,500-
1910 REVENUE DIVISION 685,600 993,900
132
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, 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 2008-2009 Objectives
• Continue staff education in the legal and payroll aspects of garnishments and child support orders
• Continue stabilization of the financial payroll system
• Continue to provide good customer service to internal as well as external customers
• Continue to provide, support, educate and train the payroll processors on the IRIS system
• Continue to develop a comprehensive payroll strategic plan
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Regular checks issued 33,500 33,600 33,700
Manual checks issued 170 175 180
Approved Adjustments in 2008-2009 Budget
133
CITY OF EVANSTON
PAYROLL
1915
2007 -2008 2008 2009-
Appropriation Approved
1915 PAYROLL
61010 REGULAR PAY 155,100 156,900
61210 LONGEVITY 3,600 3,600
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 300 300
61710 IMRF 12,400 12,100
61725 SOCIAL SECURITY 6,500 9,900
61730 MEDICARE 1,900 2,300
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 500 400
62360 MEMBERSHIP DUES 500 600
62380 COPY MACHINE CHARGES 300 300
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65095 OFFICE SUPPLIES 800 800
1915 PAYROLL 202,400 206,400
134
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 2008-2009 Objectives
• Review and revise various Accounting procedures
• Enhance the existing Internal control process
• Improve the current Chart of Accounts
• Train City's end users on the IRIS system
• Issue RFP for banking services in conjunction with Finance Director
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Preparation of final fund trial balance for
annual independent audit 07/15/2007 7/15/2008
7/15/2009
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984 07/15/2007 7/15/2008
7/15/2009
Preparation of Police and Fire Pension fund filings with
Illinois Department of Insurance 08/29/2007 8/31/2008
8/31/2009
File for Certificate of Achievement for Excellence in
financial reporting with Government Finance Officers
Association 08/31/2007 8/31/2008
8/31/2009
Approved Adjustments in 2008-2009 Budget
135
CITY OF EVANSTON
ACCOUNTING
1920
2007 -2008 2008 2009-
Appropriation Approved
1920 ACCOUNTING
61010 REGULAR PAY 388,000 391,900
61110 OVERTIME PAY 2,000
61210 LONGEVITY 3,700 3,700
61510 HEALTH INSURANCE 59,400 55,500
61615 LIFE INSURANCE 500 500
61710 IMRF 30,900 29,800
61725 SOCIAL SECURITY 17,300 24,500
61730 MEDICARE 5,000 5,700
62110 AUDITING 65,000 79,300
62205 ADVERTISING 1,300 1,500
62275 POSTAGE CHARGEBACKS 4,200 1,600
62280 OVERNIGHT MAIL CHARGES 400 400
62295 TRAINING & TRAVEL 700 700
62360 MEMBERSHIP DUES 1,500 1,200
62380 COPY MACHINE CHARGES 2,400 1,700
65010 BOOKS, PUBLICATIONS, MAPS 400 200
65095 OFFICE SUPPLIES 1,900 2,000
65625 FURNITURES & FIXTURES 400
1920 ACCOUNTING 585,000 600,200
136
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 progress participants on City contracts
A secondary, albeit equally important, goal of the program is technical assistance. The needs of program participants
are identified through informal conversations and needs analysis surveys. Current technical assistance measures
include seminars and referrals, but plans are underway for a newsletter and individual counseling (not already
provided by the local Small Business Development Center).
FY 2008-2009 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Purchase orders issued 2,025 2,100 2,000
Bid items purchased 250 400 350
Term agreements issued 35 50 50
Vouchers/invoices processed 18,950 20,000 20,000
M/W/BE solicited 1,325 1,500 1,500
Advisory Committee meetings 10 10 10
Project site visits 28 30 30
Pre-bid meetings 35 45 30
Approved Adjustments in 2008-2009 Budget
137
CITY OF EVANSTON
PURCHASING DIVISION
1925
2007 -2008 2008 2009-
Appropriation Approved
1925 PURCHASING DIVISION
61010 REGULAR PAY 182,300 200,100
61050 PERMANENT PART-TIME 16,400 17,900
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 400 400
61710 IMRF 14,500 15,100
61725 SOCIAL SECURITY 7,100 13,500
61730 MEDICARE 2,400 3,100
62205 ADVERTISING 500 1,300
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 17,000 17,000
62275 POSTAGE CHARGEBACKS 2,900 5,200
62295 TRAINING & TRAVEL 400 2,200
62360 MEMBERSHIP DUES 1,200 1,500
62380 COPY MACHINE CHARGES 6,800 102,800
62381 COPY MACHINE LEASES 25,200
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 10,300 13,600
65096 OFFICE SUPPLIES CHARGEBK 3,000
66125 SERVICES BILLED OUT 96,000-96,000-
68305 DEBT SERVICE-PRINCIPAL 25,200
1925 PURCHASING DIVISION 225,400 352,000
138
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 2008-2009 Objectives
• Investigate the feasibility of converting to a two-year budgetary cycle and develop an implementation plan.
• Investigate the advantages and challenges of changing the fiscal year to match the calendar year.
• 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
• Re-design the budget book format to fully incorporate performance measures and streamline the document
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Completion of the Proposed Budget December 31, 2005 December 31, 2006 December 31, 2007
Completion of the Approved Budget June 1, 2006 May 15, 2007 May 15, 2008
City Council Budget Memos Prepared 25 77 50
Approved Adjustments in 2008-2009 Budget
139
CITY OF EVANSTON
BUDGET
1930
2007 -2008 2008 2009-
Appropriation Approved
1930 BUDGET
61010 REGULAR PAY 137,700 146,700
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61710 IMRF 11,300 11,000
61725 SOCIAL SECURITY 5,700 9,000
61730 MEDICARE 1,700 2,100
62210 PRINTING 9,200 10,000
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 1,200 1,000
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 100 200
65095 OFFICE SUPPLIES 500 500
1930 BUDGET 189,500 201,300
140
City of Evanston
Office of Management and Budget
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 2008-2009 Objectives
• Provide quarterly reports to each Department involved with Administrative Adjudication as feedback on citations
and create opportunities for improvement
• Meet bi-annually with each Department involved with Administrative Adjudication to increase communication flow
• Continue to work with Departments regarding efforts to streamline and create efficiencies internally
• Implement new software solution to streamline services and hearing scheduling
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of parking summons issued 48,286 53,000 50,000
Number of parking citations adjudicated 34,417 42,000 41,500
Percentage of citations paid prior to hearing (parking) 42% 43% 45%
Percentage of citations paid after hearing (parking) 29% 32% 35%
Number of property citations adjudicated 234 245 250
Number of police citations adjudicated 1,060 1,100 1,120
Other cases adjudicated (fire, health, parks) 52 55 57
Percentage of code cases paid 40% 35% 35%
Approved Adjustments in 2008-2009 Budget
141
CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1935
2007 -2008 2008 2009-
Appropriation Approved
1935 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 171,900
61210 LONGEVITY 1,500
61510 HEALTH INSURANCE 27,800
61615 LIFE INSURANCE 300
61710 IMRF 13,100
61725 SOCIAL SECURITY 10,700
61730 MEDICARE 2,500
62130 LEGAL SERVICES - GENERAL 200
62210 PRINTING 500
62275 POSTAGE CHARGEBACKS 10,000
62295 TRAINING & TRAVEL 700
62315 POSTAGE 3,000
62380 COPY MACHINE CHARGES 2,000
62456 OUTSIDE MAIL SERVICES 5,000
62500 TECHNICAL INFORMATION SERVICES 7,000
62506 WORK-STUDY 500
62509 SERVICE AGREEMENTS / CONTRACTS 102,400
65010 BOOKS, PUBLICATIONS, MAPS 1,000
65045 LICENSING/REGULATORY SUPP 6,000
65085 MINOR EQUIPMENT & TOOLS 1,000
65095 OFFICE SUPPLIES 6,000
1935 ADMINISTRATIVE ADJUDICATION 373,100
142
City of Evanston
Finance Department
1940 – Miscellaneous Expenditures / Transfers
Description of Major Activities
The Miscellaneous Expenditures / Transfers element, which is new for FY 2008-09, provides funds for various fund
transfers, such as transfers to the Insurance Fund and the Police and Firefighters Pension Funds as deemed
necessary as well as other expenditures which occur throughout the fiscal year. Previously, these expenditures were
captures in the Miscellaneous Business Operations element of the City Manager’s Office.
Approved Adjustments in 2008-2009 Budget
143
CITY OF EVANSTON
MISC. EXPENDITURES/TRANSFERS
1940
2007 -2008 2008 2009-
Appropriation Approved
1940 MISC. EXPENDITURES/TRANSFERS
61415 TERMINATION PAYOUTS 1,050,000
61510 HEALTH INSURANCE 200,000
61725 SOCIAL SECURITY 400,000
61730 MEDICARE 100,000
62180 STUDIES 6,700
66020 TRANSFERS TO OTHER FUNDS 4,375,000 1,800,000
66145 TRANSFERS OUT- POLICE PENSION 2,686,370
66146 TRANSFERS OUT- FIRE PENSION 1,849,730
1940 MISC. EXPENDITURES/TRANSFERS 6,125,000 6,342,800
144
City of Evanston
Community Development Department
Three Year Fiscal History
$3,093,934 $3,452,500 $3,584,200
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund
Budget
3.81%
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2008-2009
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 Clerk II 1.00
Full-Time Regular Property Maint Inspector I 5.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Property Maint Supv Inspector 1.00
2115 Total 8.00
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
145
City of Evanston
Community Development Department
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2008-2009
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 Supervising Structural Inspector 1.00
Full-Time Regular Electrical Inspector I 1.00
Full-Time Regular Electrical Inspector II 1.00
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 1.00
Full-Time Regular Structural Inspector/ Plan Examiner 1.00
Full-Time Regular Zoning Officer 2.00
Full-Time Regular Zoning Planner 1.00
Full-Time Regular Project Management Supervisor 1.00
2130 Total 16.00
Community Development Total 35.00
146
City of Evanston
Community Development Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2101 – CD Administration 233,022 247,700 262,728 259,700
2105 – Planning & Support Service. 455,330 490,900 510,651 514,100
2110 – Zoning Analysis & Support 427,043 0 0 0
2115 – Housing Code Compliance 555,630 607,100 558,213 690,600
2120 – Housing Rehabilitation 217,004 276,800 399,558 355,800
2125 – Building Code Compliance 1,205,905 0 0 0
2130 – Building & Zoning 0 1,830,000 1,755,250 1,764,000
Total Expenditures: $3,093,934 $3,452,500 $3,486,400 $3,584,200
Revenues:
52080 – Building Permits 3,062,632 2,810,000 4,476,925 2,740,000
52120 – Heating Vent. A/C Permits 204,772 155,000 560,669 260,000
53665 – Condo Conversion App. Fees 48,450 52,000 54,150 40,000
52030 – Contractor Licenses 88,000 85,000 87,468 85,000
52125 – Commercial Driveway Permits 0 700 325 0
52095 – Electrical Permits 181,209 150,000 178,630 160,000
52115 – Elevator Permits 45,841 40,000 59,425 45,000
52110 – Other/Miscellaneous Permits 315,401 250,000 422,059 325,000
52560 – Permit Penalty Fees 42,309 25,000 8.974 15,000
52155 – Plat Approval Fees 0 500 2,339 400
52090 – Plumbing Permits 163,507 140,000 151,770 150,000
52035 – Rooming House Licenses 180,908 197,300 132,534 193,200
52105 – Sign Awning Permits 12,694 10,000 10,624 10,000
52145 – Annual Sign Fees 32,684 32,000 31,817 32,000
52046 – Rental Dwelling Registration 0 0 0 146,000
53695 – Zoning Fees 58,283 45,000 42,721 40,000
Total Revenues: $4,436,690 $3,992,500 $6,220,430 $4,241,600
Notes for Financial Summary
Permit fees continue to remain strong as a number of mixed used proposals should be permitted in 2008. Staff is
anticipating permitting the 1881 Oak and Main & Chicago mixed use developments, as well as the first phase of the
Mather project.
Council approved adding the following two positions: a property maintenance inspector and clerk.
Council approved a new fee that requires the registration of all rental dwelling buildings.
Performance Report on FY 2007-2008 Major Program Objectives
The Director has worked closely with one of the Assistant City Managers and management staff and reengineered
the permit review process, implementing a project management approach to all building permit applications. This
approach has led to involving all departments involved in the permit review process under a project manager for
greater efficiency. Metrics have been evaluated and established based on best practices on the amount of time for
staff to review both zoning analyses and building permit review with improved customer service as the goal. A
number of other recommendations were suggested by the consultants and staff has already implemented several of
these. The Director continues to lead the staff on devising a new economic development strategy as Goal #1 in the
Strategic Plan. The Assistant Director in Planning leads Strategic plan goal #2, creating policies for a well maintained
diverse housing stock, and the Neighborhood Planner lead Goal #11, Defining Evanston neighborhoods and ensuring
they are safe, clean and attractive.
147
City of Evanston
Community Development Department
Community Development staff has worked with information Systems, the software consultant, and other key
departments in developing the new permit tracking software which was approved by Council in an effort to improve
customer service and staff efficiency. The "go live" date for the program is March, 2008.
In planning, the West Side Plan and the Central St. Plan have been approved by the City Council. Currently the
rezoning of these two areas is under consideration by the Plan Commission. The downtown is currently being
studied in depth by a consultant for rezoning recommendations and form based coding.
A number of major demolitions have taken place to provide space for new development. The Mather Lifeways
building has been demolished in anticipation of construction of the new Mather Senior Lifeways project at Hinman &
Davis. The former Kendall College has been totally demolished, with a new single family home subdivision of twenty
homes to take its place. Finally, the Central St. Theatres on Central St. have been demolished in anticipation of a
new mixed use condominium/ retail development.
Property Standards staff continued its work on rental residential inspections. The staff is also inspecting all Type II
restaurants on a weekly basis to insure that they are complying with their litter collection plans. The alley inspection
program in the downtown has been very successful, mandating that all dumpsters be closed and locked after being
filled.
2008-2009 Department Initiatives
One of the most important functions for staff will be the implementation of the permit tracking software. The "go live"
date is March 2008. This program should greatly increase staff efficiency and customer service.
The rezoning of Central St. and the West Side TIF area should be completed with an eye towards new residential
development on the west side
The downtown plan should be completed with rezoning and possible form base coding requirements.
Staff is proposing one new inspection program:
1. A rental housing license inspection program which would require the licensing of all 14, 000 rental housing units in
Evanston.
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.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of permits issued within the target
time for each permit type. (Data Source:
Department data)
N/A 85% 90%
2. Percentage of downtown businesses in violation
of trash dumpster code. (Data Source: Department
data from weekly inspections)
N/A 44% 40%
3. Percentage of downtown businesses that incur
multiple violation notices or tickets within a 12-
month period. (Data Source: Department data from
weekly inspections)
N/A 22% 20%
148
City of Evanston
Community Development Department
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
4. Percentage of citizens indicating that run-down
buildings, weed lots, or junk vehicles are either a
“major problem” or a “moderate problem” in
Evanston. (Data Source: National Citizen Survey)
30%
(2003 NCS)
28% 25%
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.
5. Percentage of citizens indicating that weeds are
either a “major problem” or a “moderate problem”
in Evanston. (Data Source: National Citizen
Survey)
N/A 16% 10%
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 that
administration.
6. Percentage of citizens responding that the
quality of code enforcement for weeds, abandoned
buildings, etc. in Evanston is either “excellent” or
“good.” (Data source: National Citizen Survey)
54%
(2003 NCS)
55% 60%
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.
149
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, 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, Zoning Division, the Building Code Compliance Division, and the Property Standards and Housing
Rehabilitation Division.
FY 2008-09 Objectives
• The Director will work closely with the Assistant City Manager and evaluate the implementation of the Virchow
Krause Report staff reengineering recommendation by August 1, 2008.
• The Director will continue to lead the staff team to create and implement Strategic Plan Goal #1, to devise a new
economic development strategy, by October 1, 2008.
• The Director will work closely with the project managers implementing the new Accella tracking software.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Coordination & completion of Planning & Development
Committee packets
27 25 25
Completion of the Planning & Development Committee
minutes
27 25 25
Approved Adjustments in 2008-2009 Budget
150
CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2101
2007 -2008 2008 2009-
Appropriation Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 183,400 189,700
61110 OVERTIME PAY 5,400 6,000
61210 LONGEVITY 1,500 1,500
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 14,600 14,900
61725 SOCIAL SECURITY 7,800 12,200
61730 MEDICARE 2,300 2,800
62210 PRINTING 0 500
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 200 900
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 3,000 3,000
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 800 800
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
2101 COMMUNITY DEVELOPMENT ADMIN 247,700 259,700
151
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 2008-09 Objectives
• Amend the West Evanston TIF to incorporate 48 additional parcels that were included in the Master Plan
geographic area
• Implement West Evanston Master Plan
• Coordinate the implementation of the revised Downtown Plan -Invest 1.25 million of HOME funds to
generate 24 new or rehabbed housing units.
• Implement the Chicago Avenue Streetscape Plan over four additional blocks.
• Prepare for Census 2010 through collaboration with the Census Bureau.
• Assist 7 neighborhood business associations with targeted funding and technical assistance.
• Lower the non storm CAIDI and SAIFI indicies for the Evanston electrical distribution system by 4%,
reflecting increased reliability.
• Complete 10 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
152
City of Evanston
Community Development Department
2105 – Planning Division
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Economic Development Committee
11 12 12
Plan Commission & committees 18 30 24
Negotiating Team/Energy Commission 11 11 11
Housing Commission & committees 12 12 12
Preservation Commission 14 24 24
Joint Review Board 5 6 7
Approved Adjustments in 2008-2009 Budget
153
CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2007 -2008 2008 2009-
Appropriation Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 344,800 358,100
61110 OVERTIME PAY 12,600 15,500
61210 LONGEVITY 2,200 2,200
61510 HEALTH INSURANCE 49,500 46,200
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500 500
61710 IMRF 27,500 28,300
61725 SOCIAL SECURITY 14,800 23,200
61730 MEDICARE 4,400 5,400
62136 REDEVELOPMENT CONSULTING SVCS 6,000 4,000
62185 OTHER CONSULTING SERVICES 10,000 10,000
62205 ADVERTISING 800 800
62210 PRINTING 2,000 3,500
62215 PHOTOGRAPHERS/BLUEPRINTS 500 500
62275 POSTAGE CHARGEBACKS 1,500 2,000
62280 OVERNIGHT MAIL CHARGES 100 100
62285 COURIER CHARGES 4,000 4,000
62295 TRAINING & TRAVEL 700 1,000
62360 MEMBERSHIP DUES 600 600
62380 COPY MACHINE CHARGES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 800 800
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 500 300
2105 PLANNING & SUPPORT SRVS 490,900 514,100
154
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 dwellings, the annual
inspection of rooming houses, as well as numerous other inspection programs and initiatives. Two Property
Standards inspectors inspects buildings containing 3 or more dwelling units located in the CDBG target areas on a
systematic/cyclical basis. Two 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 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.
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 2008-2009 Objectives
• Implementation of the Accela inspection software including the use of handheld computers for inspection staff.
• Implement citizen surveys with inspection correspondence.
• Implement reporting provisions within Accela to correlate directly with ICMA Performance Measurements.
• Reorganize the Community Development, Central Records section with the reduction of paper reports from
Accela software implementation.
155
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Dwelling units inspected 3684 3500 3500
Occupants affected by rooming house inspections 7836 6889 6889
Complaints investigated 1245 1200 1200
Dwelling units demolished 1 1 1
Re-inspections for compliance 4019 3000 3000
Violations corrected 6031 6000 6000
Vacant building determinations 29 25 25
Training/safety/staff meetings 24 24 24
Graffiti tags removed by graffiti technician 5296 2500 2500
Approved Adjustments in 2008-2009 Budget
Staff is proposing the following staff and Program Changes:
1. Elimination of the Central Records Clerk position.
2. Create a rental housing license inspection program & fee which would require the addition of another
property standards inspector and a Clerk position.
156
CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2007 -2008 2008 2009-
Appropriation Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 386,500 445,000
61055 TEMPORARY EMPLOYEES 1,600 16,600
61110 OVERTIME PAY 8,900 8,900
61210 LONGEVITY 4,300 4,300
61510 HEALTH INSURANCE 79,200 74,000
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 800 800
61710 IMRF 34,000 34,500
61725 SOCIAL SECURITY 19,300 28,400
61730 MEDICARE 5,500 6,600
62190 HOUSING REHAB SERVICES 15,500 20,000
62205 ADVERTISING 200 200
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 200 200
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62275 POSTAGE CHARGEBACKS 2,000 2,000
62295 TRAINING & TRAVEL 900 900
62305 RENTAL OF AUTO-FLEET SER 29,600 29,600
62345 COURT COST/LITIGATION 4,000 4,000
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,200 2,200
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,500
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65055 MATER. TO MAINT. IMP.500 500
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65095 OFFICE SUPPLIES 1,400 1,400
65105 PHOTO/DRAFTING SUPPLIE 200 200
2115 HOUSING CODE COMPLIANCE 607,100 690,600
157
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;
• 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 2008-2009 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.
• Fund the purchase of five homes through the Evanston Housing Corporation.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Single-family rehab units completed 14 12 12
Multi-family rehab units completed 12 12
Dangerous/damaged trees removed 4 4
Garage demolitions 1 4 4
Self-help Exterior Paint program cases 7 20 20
Condominium rehab units completed 4 4 4
Staff training sessions 24 24 24
Approved Adjustments in 2008-2009 Budget
158
CITY OF EVANSTON
HOUSING REHABILITATION
2120
2007 -2008 2008 2009-
Appropriation Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 203,000 261,900
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 200 200
61210 LONGEVITY 900 900
61510 HEALTH INSURANCE 29,700 37,000
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 300 300
61710 IMRF 16,200 19,800
61725 SOCIAL SECURITY 8,400 16,300
61730 MEDICARE 2,500 3,800
62205 ADVERTISING 100 100
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
62645 MICROFILMING 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65085 MINOR EQUIPMENT & TOOLS 300 300
65095 OFFICE SUPPLIES 600 600
65105 PHOTO/DRAFTING SUPPLIE 200 200
2120 HOUSING REHABILITATION 276,800 355,800
159
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 2008-2009 Objectives
• To review the reengineering of the zoning and building staff recommended by the Virchow Krause Report by July
1, 2008.
• To continue a comprehensive review of the zoning ordinance to allow for more administrative approval of
variance requests by June 1, 2008
• To “go live” with the Accella software program by March 30, 2008.
• To continue working on Goal #1 of the Strategic Plan, Revised Economic Development Strategy
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Zoning analyses 1417 1295 1400
Zoning complaints 13 15 17
Site Plan & Appearance Review cases 260 310 325
Zoning Board of Appeals cases 66 110 90
Zoning Administrator Decision cases 60 95 100
Plan Commission cases 8 12 10
Sidewalk cafes approved 37 36 40
Plats for Council approval 22 10 10
Approved Adjustments in 2008-2009 Budget
The vacant plan reviewer position, which was funded by the TIF, is recommended to be eliminated.
160
CITY OF EVANSTON
BUILDING & ZONING
2130
2007 -2008 2008 2009-
Appropriation Approved
2130 BUILDING & ZONING
61010 REGULAR PAY 1,173,600 1,153,400
61110 OVERTIME PAY 8,100 10,000
61210 LONGEVITY 12,300 12,300
61510 HEALTH INSURANCE 178,200 157,200
61615 LIFE INSURANCE 1,800 1,800
61625 AUTO ALLOWANCE 2,400 2,400
61630 SHOE ALLOWANCE 2,000 2,000
61710 IMRF 93,500 88,600
61725 SOCIAL SECURITY 48,200 72,600
61730 MEDICARE 14,600 16,900
62145 ENGINEERING SERVICES 65,000 57,000
62150 CONSTRUCTION ENGINEERING SERVI 70,000 30,000
62205 ADVERTISING 1,000 1,000
62210 PRINTING 1,900 1,400
62235 OFFICE EQUIPMENT MAINT 400 400
62271 COURT REPORTING SERVICES 8,000 8,000
62275 POSTAGE CHARGEBACKS 6,200 6,200
62295 TRAINING & TRAVEL 1,900 1,900
62305 RENTAL OF AUTO-FLEET SER 54,000 54,000
62360 MEMBERSHIP DUES 700 700
62380 COPY MACHINE CHARGES 9,300 9,300
62425 ELEVATOR CONTRACT COSTS 50,000 50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000 10,000
62645 MICROFILMING 7,000 7,000
64540 TELECOMMUNICATIONS - WIRELESS 4,200 4,200
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 1,830,000 1,764,000
161
City of Evanston
Police Department
Three Year Fiscal History
$19,632,063
$20,645,900
$18,973,081
$17,000,000
$19,000,000
$21,000,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General
Fund Budget
21.95%
Police
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Police Administration
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Chief of Police 1.00
Full-Time Regular Fac Maint Worker/Custodian I 1.00
Full-Time Regular Police Commander 1.00
2205 Total 4.00
Patrol Operations
Full-Time Regular Police Commander 3.00
Full-Time Regular Police Officer 80.00
Full-Time Regular Police Sergeant 12.00
Full-Time Regular Deputy Chief 1.00
2210 Total 96.00
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 Dir, Police Soc Services Bureau 1.00
Full-Time Regular Victim Advocate 3.00
Full-Time Regular Youth Advocate 2.00
2225 Total 6.00
162
City of Evanston
Police Department
Employee Status
Description Job Type Description
2008-2009
Position FTE
Juvenile Bureau
Full-Time Regular Police Officer 9.00
Full-Time Regular Police Sergeant 1.00
2230 Total 10.00
School Liaison
Full-Time Regular Police Officer 4.00
2235 Total 4.00
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 6.00
Full-Time Regular Review Officer 1.00
Part-time Regular Property Room Aide 0.50
2240 Total 11.50
Communications
Full-Time Regular Telecommunicator 15.00
2245 Total 15.00
Service Desk
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 15.00
Office of Professional Standards
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Sergeant 1.00
2255 Total 3.00
Office of Administration
Full-Time Regular Administrative Specialist 1.00
Full-Time Regular Police Admin Assistant 1.00
Full-Time Regular Police Planner 1.00
Full-Time Regular Police Sergeant 1.00
2260 Total 4.00
Neighborhood Enforcement Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 12.00
Full-Time Regular Police Sergeant 1.00
2265 Total 14.00
163
City of Evanston
Police Department
Employee Status
Description Job Type Description
2008-2009
Position FTE
Traffic Bureau
Full-Time Regular Police Officer 6.00
Full-Time Regular Police Commander 1.00
Full-Time Regular Towing Coordinator 1.00
2270 Total 8.00
Community Strategic Bureau
Full-Time Regular Crime Prevention Specialist 1.00
Full-Time Regular Crime Analyst 1.00
Part-time Regular Senior Crime Prev Specialist 0.75
2275 Total 2.75
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 Officer 6.00
Full-Time Regular Police Sergeant 1.00
2285 Total 7.00
Police Total 220.75
164
City of Evanston
Police Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2205 – Police Administration 770,037 584,189 545,400 601,000
2210 – Patrol Operations 8,736,808 8,537,363 9,189,000 9,196,800
2215 – Criminal Investigation 1,992,432 1,726,802 1,845,000 1,811,100
2225 – Vic/Wit Youth Outreach 493,952 608,998 546,600 588,900
2230 – Juvenile Bureau 584,285 934,000 870,700 970,700
2235 – School Liaison 374,488 362,300 312,500 375,300
2240 – Police Records 781,652 813,900 829,500 809,900
2245 – Communications 1,022,719 1,123,800 1,142,300 1,203,800
2250 – Service Desk 863,811 997,800 1,021,000 1,069,200
2255 – Office of Prof. Standards 310,587 304,400 312,600 311,000
2260 – Office of Administration 423,047 453,800 438,800 475,600
2265 – Neighborhood Enforcement 1,151,649 1,358,571 1,220,400 1,333,400
2270 – Traffic Bureau 788,206 782,600 813,100 825,000
2275 – Community Strategic Bur. 137,550 247,940 209,300 235,400
2280 – Animal Control 148,435 186,300 182,700 193,600
2285 – Problem Solving Team 611,099 609,300 599,100 645,200
Total Expenditures: $19,190,757 $ 19,632,063 $ 20,078,000 $ 20,645,900
Revenues:
Cherry Family Foundation 0 2,000 2,000 2,000
52170 – Alarm Panel Franchise Fees 10,800 14,000 5,500 0
52545 – False Alarm Fines (after 4 calls) 133,504 90,000 0 0
Highway Safety Project Grant 0 6,500 16,700 25,000
53685 – Police Report Fees 17,477 15,400 18,000 16,000
53715 – Alarm Panel Subscription Fees 205,889 110,000 137,000 110,000
53720 – Skokie/Lincolnwood Animal Fees 430 600 0 300
55160 – Violent Crimes Victim’s Grant 0 24,700 21,300 24,700
55162 – ICJIA (Victim Services) 0 45,000 0 47,000
Irving Stern Foundation 0 2,500 600 0
55270 – Police Training Grant 0 8,000 8,000 8,000
55285 – Law Enforcement Block Grant 0 35,400 35,400 58,200
Levy Foundation Grant 16,500 16,500 0 0
Total Revenues: $ 384,600 $ 370,200 $ 244,500 $ 306,700
Notes for Financial Summary
FY2008-2009 will be economically impacted by the conflicts overseas. Cost of 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.
Once again, costs associated with retirements, resignations and terminations will be dependent on individual
decisions and could be costly ($300,000 - $500,000) depending on the mix of personnel.
The expanded Outreach Initiative will be in their first full year under the Social Service Bureau of the Police
Department.
Grant opportunities will be reviewed using the Randall Fund Website, Industry contacts and current fund outlets.
The goal to eliminate staffing needs will have a direct effect on the overtime costs in Patrol Operations,
Communications (E-911 Center) and the Service Desk.
165
City of Evanston
Police Department
Performance Report on FY 2007-2008 Major Program Objectives
Richard Eddington was hired as the Chief of Police following a nation-wide search. Chief Eddington, formerly chief of
both Mount Prospect and Roselle Police Departments, replaced retired Chief Frank Kaminski and retired Interim
Chief Dennis Nilsson.
The Police Department purchased two PODS camera systems and is utilizing these cameras where needed
throughout the community. The cameras are placed high above the street (lamp or utility poles)
Camera systems for in-car and building security are being upgraded from analog to digital equipment which will not
only give clearer images but be able to utilize wireless access and download features.
2008-2009 Department Initiatives
Relating to building and renovation issues the following will be 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 and Juvenile
Bureaus will begin in FY2008-2009. Relocation of personnel will be necessary for both Bureaus
but emphasis will be placed on making it a seamless transition on both ends 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. The replacement range will have
an upgraded ventilation system, computerized programs for weapons qualifications and will have
more effective proactive maintenance procedures.
2008-2009 Performance Initiatives
Performance Measures – Police
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Number of motor vehicle accident injuries. (Data
source: Department staff)
N/A 210 200
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)
N/A 0% 10%
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)
N/A 15% 10%
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
166
City of Evanston
Police Department
4. Percentage of residential burglary victims who
are re-victimized within 12 months. (Data source:
Department Staff)
N/A N/A 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)
70%
(2003 NCS)
77% 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.
6. Percentage of citizens reporting that drugs are
either a “moderate” or “major” problem in
Evanston. (Data source: National Citizen Survey)
68%
(2003 NCS)
72% 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.
7. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from violent crime
in Evanston. (Data source: National Citizen Survey)
62%
(2003 NCS)
58% 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.
8. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from property crime
in Evanston. (Data source: National Citizen Survey)
50%
(2003 NCS)
46% 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.
9. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” in Evanston’s
downtown after dark. (Data source: National Citizen
Survey)
68%
(2003 NCS)
65% 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.
167
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 2008-2009 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 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Part I crimes 3186 3210 3190
Part II crimes 5729 5800 5750
Total calls for service 44218 44500 44500
Average in-progress response time
Approved Adjustments in 2008-2009 Budget
168
CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2007 -2008 2008 2009-
Appropriation Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 316,200 340,800
61110 OVERTIME PAY 1,500
61210 LONGEVITY 1,100 1,100
61510 HEALTH INSURANCE 49,500 46,200
61615 LIFE INSURANCE 400 500
61630 SHOE ALLOWANCE 100 100
61710 IMRF 14,500 14,100
61725 SOCIAL SECURITY 5,300 5,100
61730 MEDICARE 3,900 4,900
62210 PRINTING 7,200 6,800
62225 BLDG MAINTENANCE SERVICES 54,500 54,000
62245 OTHER EQMT MAINTENANCE 12,000 12,000
62270 MEDICAL/HOSPITAL SERVICES 1,500 1,200
62305 RENTAL OF AUTO-FLEET SER 18,500 18,500
62360 MEMBERSHIP DUES 15,200 15,300
62375 RENTALS 33,000 38,600
64015 NATURAL GAS 37,100 37,100
65010 BOOKS, PUBLICATIONS, MAPS 400 700
65040 JANITORIAL SUPPLIES 4,000 4,000
65625 FURNITURES & FIXTURES 8,289
2205 POLICE ADMINISTRATION 584,189 601,000
169
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 2008-2009 Objectives
• Use intelligence information from weekly deployment meeting to target offenders and reduce crime in identified
deployment areas
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Community/officer interface 185 200 200
Responses to service calls (written) 17,602 18,300 19,000
Responses to service calls (coded incidents) 18,556 19,100 19,500
Assists (other than responding to calls) 25,722 26,000 27,000
Arrests (felony & misdemeanor) 3,217 3,300 3,400
D.U.I. arrests 40 41 38
Ticket & citation production -parking 13,673 14,000 14,500
Approved Adjustments in 2008-2009 Budget
170
CITY OF EVANSTON
PATROL OPERATIONS
2210
2007 -2008 2008 2009-
Appropriation Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 6,321,900 6,963,900
61062 SPECIAL EVENT SALARIES 110,000 110,000
61110 OVERTIME PAY 193,433 69,000
61111 HIREBACK OT 102,000 91,000
61112 SPECIAL DETAIL OT 60,000 60,000
61210 LONGEVITY 77,200 77,200
61510 HEALTH INSURANCE 930,600 887,600
61610 DENTAL INSURANCE 120,300
61615 LIFE INSURANCE 9,400 9,600
61635 UNIFORM ALLOWANCE 56,000 75,100
61725 SOCIAL SECURITY 91,100 109,100
61730 MEDICARE 68,130 106,100
62305 RENTAL OF AUTO-FLEET SER 466,100 466,100
62490 OTHER PROGRAM COSTS 3,000 2,000
65015 CHEMICALS 1,000 1,000
65020 CLOTHING 43,000 45,000
65105 PHOTO/DRAFTING SUPPLIE 4,500 3,800
2210 PATROL OPERATIONS 8,537,363 9,196,800
171
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 2008-2009 Objectives
• Develop a systematic plan to facilitate the relocation of the Criminal Investigations Bureau to its temporary offices
during the next renovation phase of the Police Department and the return to the newly renovated offices, while
not interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Cases assigned to criminal investigators 2240 2600 2500
Percentage of assigned cases cleared 47 50 50
Percentage of assigned burglaries cleared 16 18 18
Task Force operations 6 7 6
Liquor inspections 73 75 80
Approved Adjustments in 2008-2009 Budget
172
CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2007 -2008 2008 2009-
Appropriation Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 1,314,300 1,409,700
61062 SPECIAL EVENT SALARIES 29,000 45,000
61110 OVERTIME PAY 15,000 20,000
61111 HIREBACK OT 4,500 2,000
61112 SPECIAL DETAIL OT 35,000 10,000
61210 LONGEVITY 16,200 23,000
61510 HEALTH INSURANCE 178,200 166,400
61615 LIFE INSURANCE 1,800 1,800
61635 UNIFORM ALLOWANCE 10,500 13,100
61725 SOCIAL SECURITY 19,100 22,300
61730 MEDICARE 14,100 21,700
62305 RENTAL OF AUTO-FLEET SER 60,100 60,100
62360 MEMBERSHIP DUES 5,000 5,000
62370 EXPENSE ALLOWANCE 2,500 2,500
65020 CLOTHING 500 500
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65095 OFFICE SUPPLIES 4,000 4,000
65105 PHOTO/DRAFTING SUPPLIE 3,000 3,000
65125 OTHER COMMODITIES 13,002
2215 CRIMINAL INVESTIGATION 1,726,802 1,811,100
173
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 2008-2009 Objectives
• Victim Services – Develop and provide a family violence workshop program for city employees
• Victim Services – Format program services to fit staffing levels for 2008
• Youth Services – Fully develop and implement Restorative Justice Program
• Youth Services – Format program services to fit staffing levels for 2008
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Sexual crime victims assisted - adult 15 17 20
- juvenile 22 25 30
Domestic related cases - crime related 329 400 425
- non-crime related 264 300 325
Other crime related cases - personal 653 550 600
- property 175 187 200
Other non-crime related cases 506 550 525
At-risk youth referrals received 150 125 140
Approved Adjustments in 2008-2009 Budget
174
CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2007 -2008 2008 2009-
Appropriation Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 407,000 354,200
61110 OVERTIME PAY 10,000 10,000
61210 LONGEVITY 2,200 2,200
61510 HEALTH INSURANCE 69,300 55,400
61615 LIFE INSURANCE 700 600
61710 IMRF 32,500 27,600
61725 SOCIAL SECURITY 5,700 3,000
61730 MEDICARE 4,200 5,300
62305 RENTAL OF AUTO-FLEET SER 12,000 12,000
62360 MEMBERSHIP DUES 100 100
62370 EXPENSE ALLOWANCE 60,798 114,000
62375 RENTALS 4,500 4,500
2225 SOCIAL SERVICES BUREAU 608,998 588,900
175
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 2008-2009 Objectives
• Develop a systematic plan to facilitate the relocation of the Juvenile Bureau to its temporary offices during the
next renovation phase of the Police Department and the return to the newly renovated offices, while not
interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total number of cases assigned 1793 1900 2000
Percentage of assigned cases cleared 63 70 70
Child abuse investigations 78 80 75
Minors requiring authoritative intervention 280 300 300
Outreach referrals 236 250 240
Youth arrested for criminal offenses 449 500 475
Juvenile court referrals 188 200 200
Approved Adjustments in 2008-2009 Budget
176
CITY OF EVANSTON
JUVENILE BUREAU
2230
2007 -2008 2008 2009-
Appropriation Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 724,100 759,400
61062 SPECIAL EVENT SALARIES 13,500 14,000
61110 OVERTIME PAY 10,000 8,000
61111 HIREBACK OT 1,000 1,000
61112 SPECIAL DETAIL OT 3,000 5,000
61210 LONGEVITY 19,800 19,800
61510 HEALTH INSURANCE 99,000 92,400
61615 LIFE INSURANCE 1,000 1,000
61635 UNIFORM ALLOWANCE 6,400 8,300
61725 SOCIAL SECURITY 10,400 12,000
61730 MEDICARE 7,700 11,700
62305 RENTAL OF AUTO-FLEET SER 38,100 38,100
2230 JUVENILE BUREAU 934,000 970,700
177
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 2008-2009 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 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Semesters of instruction 2 2 2
ALERTS training for middle school students 700 700 700
Counseling of students 1404 1425 1425
Approved Adjustments in 2008-2009 Budget
178
CITY OF EVANSTON
SCHOOL LIAISON
2235
2007 -2008 2008 2009-
Appropriation Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 285,100 299,000
61210 LONGEVITY 6,100 6,100
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61635 UNIFORM ALLOWANCE 3,200 3,300
61725 SOCIAL SECURITY 3,900 4,500
61730 MEDICARE 2,900 4,400
62305 RENTAL OF AUTO-FLEET SER 20,100 20,100
65125 OTHER COMMODITIES 1,000 500
2235 SCHOOL LIAISON 362,300 375,300
179
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 2008-2009 Objectives
• Process record input to reduce the current backlog occurring after staff reductions
• Enter data for the new CAD 6 – CRIMES software package
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Cases handled by property officer 3,066 3,300 3,300
Fingerprints processed by ID Technician 519 525 525
Liquor licenses issued 39 40 40
Report copies provided 1,904 2,000 2,000
Records computerized 44,218 42,000 43,000
Approved Adjustments in 2008-2009 Budget
180
CITY OF EVANSTON
POLICE RECORDS
2240
2007 -2008 2008 2009-
Appropriation Approved
2240 POLICE RECORDS
61010 REGULAR PAY 546,600 544,500
61050 PERMANENT PART-TIME 23,000 24,300
61110 OVERTIME PAY 1,000 1,000
61210 LONGEVITY 10,100 10,100
61510 HEALTH INSURANCE 108,900 101,700
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 300 300
61710 IMRF 44,100 41,800
61725 SOCIAL SECURITY 6,400 8,600
61730 MEDICARE 5,500 8,400
62275 POSTAGE CHARGEBACKS 7,500 8,500
62305 RENTAL OF AUTO-FLEET SER 8,500 8,500
62335 DATA PROCESSING SERVIC 21,300 21,500
62645 MICROFILMING 3,000 3,000
65095 OFFICE SUPPLIES 25,000 25,000
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
2240 POLICE RECORDS 813,900 809,900
181
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 2008-2009 Objectives
• 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 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
911 calls received (includes wireless 911) 55,318 60,000 60,000
Entries in LEADS system 5,444 6,000 6,000
Alarms handled (includes fire alarms) 4,438 4,600 4,600
Approved Adjustments in 2008-2009 Budget
182
CITY OF EVANSTON
COMMUNICATIONS
2245
2007 -2008 2008 2009-
Appropriation Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 825,400 896,600
61110 OVERTIME PAY 2,000 2,000
61111 HIREBACK OT 23,000 25,000
61210 LONGEVITY 3,800 3,800
61510 HEALTH INSURANCE 148,500 138,700
61615 LIFE INSURANCE 1,500 1,500
61635 UNIFORM ALLOWANCE 7,500 10,100
61710 IMRF 57,100 61,000
61725 SOCIAL SECURITY 11,500 13,700
61730 MEDICARE 8,500 13,400
64540 TELECOMMUNICATIONS - WIRELESS 33,000 36,000
65020 CLOTHING 2,000 2,000
2245 COMMUNICATIONS 1,123,800 1,203,800
183
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 2008-2009 Objectives
• Update and computerize the Service Desk Standard Operating Procedures
• Update Field Training Manual and re-train the FTOs as needed
• Improve customer service by providing in-service training and monitoring incoming calls
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Prisoners processed 1,397 1,697 1,750
Custodial prisoners 1,758 1,859 1,975
Bail Bonds processed 3,055 3,355 4,000
Reports taken by officers 3,087 3,289 3,375
Alarm subscriptions billed 3,300 3,450 4,050
False alarm fines billed 7,000 7,771 8,500
Control Station alarms handled 7,060 7,085 7,100
Approved Adjustments in 2008-2009 Budget
184
CITY OF EVANSTON
SERVICE DESK
2250
2007 -2008 2008 2009-
Appropriation Approved
2250 SERVICE DESK
61010 REGULAR PAY 736,800 814,300
61062 SPECIAL EVENT SALARIES 2,000 1,000
61110 OVERTIME PAY 1,500 1,200
61111 HIREBACK OT 19,000 17,000
61210 LONGEVITY 5,700 5,700
61510 HEALTH INSURANCE 148,500 138,700
61615 LIFE INSURANCE 1,400 1,400
61635 UNIFORM ALLOWANCE 6,300 8,100
61710 IMRF 47,300 47,300
61725 SOCIAL SECURITY 11,400 12,400
61730 MEDICARE 7,800 12,100
62425 ELEVATOR CONTRACT COSTS 3,000 3,000
65020 CLOTHING 1,000 1,000
65025 FOOD 5,000 5,100
65125 OTHER COMMODITIES 900 900
65620 OFFICE MACH. & EQUIP.200
2250 SERVICE DESK 997,800 1,069,200
185
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 2008-2009 Objectives
• Prepare summaries for Department Inquiries, as well as Complaint Registers for the Human Services Committee
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Staff inspections 25 25 25
Citizen complaints 26 25 25
Pre-employment background investigations 126 200 200
Weapons use reports 25 25 25
Internally generated administrative reviews 95 100 100
Department inquiries 65 75 75
Resisting arrest/use of force investigations 30 35 35
Approved Adjustments in 2008-2009 Budget
186
CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2007 -2008 2008 2009-
Appropriation Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 235,500 243,000
61055 TEMPORARY EMPLOYEES 15,600 15,600
61110 OVERTIME PAY 1,000
61210 LONGEVITY 3,900 3,900
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61710 IMRF 4,100 3,900
61725 SOCIAL SECURITY 3,200 4,000
61730 MEDICARE 2,400 3,800
62305 RENTAL OF AUTO-FLEET SER 8,700 8,700
2255 OFFICE-PROFESSIONAL STANDARDS 304,400 311,000
187
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 2008-2009 Objectives
• To work with Human Resources to transition the recruitment and hiring process of Police Department employees
to the Office of Administration
• To develop a comprehensive fitness program for Police Department personnel (sworn and non-sworn) for
general heath evaluation and individual plans
Ongoing Activity Measures 2006-07
Actual
2007-2008
Actual
2008-2009
Projected
External schools and seminars provided 252 248 265
Bulletins and orders issued 212 201 205
In-service schools attendees 244 252 264
Invoices, purchase requisitions 1543 1528 1530
Grant applications and proposals 24 27 32
Approved Adjustments in 2008-2009 Budget
188
CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2007 -2008 2008 2009-
Appropriation Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 264,800 271,000
61062 SPECIAL EVENT SALARIES 15,000 15,500
61110 OVERTIME PAY 3,000 2,500
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61710 IMRF 14,600 13,900
61725 SOCIAL SECURITY 3,800 4,300
61730 MEDICARE 2,800 4,200
62295 TRAINING & TRAVEL 81,000 83,000
62305 RENTAL OF AUTO-FLEET SER 18,600 18,600
62360 MEMBERSHIP DUES 200 200
65015 CHEMICALS 10,000 25,000
2260 OFFICE OF ADMINISTRATION 453,800 475,600
189
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 2008-2009 Objectives
• Prepare a 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
• 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Narcotic arrests 110 120 125
Search warrants 17 20 20
Problem oriented narcotic tip sheets 27 30 30
Adult gang members arrests 109 115 120
Juvenile gang member arrests 5 8 10
Felony arrests 80 85 90
Misdemeanor arrests 154 160 175
Criminal warrant service 86 90 95
Approved Adjustments in 2008-2009 Budget
190
CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2007 -2008 2008 2009-
Appropriation Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 1,039,671 1,022,600
61062 SPECIAL EVENT SALARIES 15,000 15,000
61110 OVERTIME PAY 5,500 6,000
61112 SPECIAL DETAIL OT 7,500 9,000
61210 LONGEVITY 6,700 6,700
61510 HEALTH INSURANCE 148,500 129,500
61615 LIFE INSURANCE 1,500 1,400
61635 UNIFORM ALLOWANCE 9,600 10,700
61725 SOCIAL SECURITY 15,000 17,200
61730 MEDICARE 11,100 16,800
62305 RENTAL OF AUTO-FLEET SER 96,500 96,500
62370 EXPENSE ALLOWANCE 2,000 2,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,358,571 1,333,400
191
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 2008-2009 Objectives
• Work with ETHS on educating students concerning driving and zero tolerance
• Conduct 4 Roadside Safety Checks
• Conduct 5 Safety Belt Enforcement Zones
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Moving violations 3,800 4,000 4,100
Non-moving violations issued 2,900 2,950 3,000
Abandoned automobiles investigated 1,800 1,800 1,900
Hit and run follow-up investigations 550 550 550
Vehicles towed 4,300 2,900 3,000
Approved Adjustments in 2008-2009 Budget
192
CITY OF EVANSTON
TRAFFIC BUREAU
2270
2007 -2008 2008 2009-
Appropriation Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 558,300 604,000
61110 OVERTIME PAY 5,000 4,500
61112 SPECIAL DETAIL OT 6,000 4,500
61210 LONGEVITY 15,300 15,300
61510 HEALTH INSURANCE 79,200 74,000
61615 LIFE INSURANCE 800 800
61635 UNIFORM ALLOWANCE 6,400 5,700
61710 IMRF 4,500 4,200
61725 SOCIAL SECURITY 7,900 9,300
61730 MEDICARE 5,800 9,000
62305 RENTAL OF AUTO-FLEET SER 88,700 88,700
65020 CLOTHING 1,200 1,500
65125 OTHER COMMODITIES 3,500 3,500
2270 TRAFFIC BUREAU 782,600 825,000
193
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 2008-2009 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 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Home security surveys 87 150 200
Commercial surveys 10 14 20
Speaker's bureau engagements 29 32 35
Seminars conducted 28 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 2008-2009 Budget
194
CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2007 -2008 2008 2009-
Appropriation Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 96,100 109,900
61050 PERMANENT PART-TIME 66,240 42,100
61110 OVERTIME PAY 2,000 1,500
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61710 IMRF 7,000 8,300
61725 SOCIAL SECURITY 1,900 2,300
61730 MEDICARE 1,400 2,200
62275 POSTAGE CHARGEBACKS 600
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 47,400 47,400
65020 CLOTHING 800
65125 OTHER COMMODITIES 1,500
2275 COMMUNITY STRATEGIC BUREAU 247,940 235,400
195
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 2008-2009 Objectives
• Update and recommend changes to animal control ordinances in partnership with the Legal Department.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Animals adopted 286 300 300
Animals impounded 510 550 550
Citizen complaints handled 7,150 7,400 7,500
Animals returned to owners 159 170 180
Animals euthanized 44 50 50
Citations issued 201 215 225
Approved Adjustments in 2008-2009 Budget
196
CITY OF EVANSTON
ANIMAL CONTROL
2280
2007 -2008 2008 2009-
Appropriation Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 105,700 115,300
61050 PERMANENT PART-TIME 22,600 22,900
61110 OVERTIME PAY 1,500 1,000
61210 LONGEVITY 2,200 2,200
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 400 400
61710 IMRF 10,300 8,800
61725 SOCIAL SECURITY 1,800 2,100
61730 MEDICARE 1,300 2,000
62225 BLDG MAINTENANCE SERVICES 1,400 1,300
62305 RENTAL OF AUTO-FLEET SER 12,100 12,100
65020 CLOTHING 1,000 800
65025 FOOD 3,000 3,200
65125 OTHER COMMODITIES 3,000 2,800
2280 ANIMAL CONTROL 186,300 193,600
197
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 2008-2009 Objectives
• To assist the City of Evanston Civil Enforcement Task Force in enforcing the nuisance premise ordinance
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-09
Projected
Neighborhood meetings 324 350 375
Resident surveys completed 122 125 130
Tickets and citations issued - Parking 225 250 255
- Traffic 200 225 240
- C tickets 130 150 160
- S tickets 50 50 50
Arrests 160 170 175
Tactical missions 12 14 15
Approved Adjustments in 2008-2009 Budget
198
CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2007 -2008 2008 2009-
Appropriation Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 471,500 503,000
61062 SPECIAL EVENT SALARIES 12,000 15,000
61110 OVERTIME PAY 2,500 2,500
61210 LONGEVITY 4,800 4,800
61510 HEALTH INSURANCE 69,300 64,700
61615 LIFE INSURANCE 700 700
61635 UNIFORM ALLOWANCE 4,000 5,800
61725 SOCIAL SECURITY 6,600 7,800
61730 MEDICARE 4,900 7,500
62245 OTHER EQMT MAINTENANCE 2,500 2,500
62305 RENTAL OF AUTO-FLEET SER 29,900 29,900
65020 CLOTHING 600 1,000
2285 PROBLEM SOLVING TEAM 609,300 645,200
199
City of Evanston
Fire Department
Three Year Fiscal History
$11,448,800 $12,048,000
$11,259,650
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General
Fund Budget
12.81%
Fire Department
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2008-2009
Position FTE
Fire Management and Support
Full-Time Regular Division Chief, Fire 1.00
Full-Time Regular Fire Chief 1.00
Full-Time Regular Management Analyst 1.00
2305 Total 3.00
Fire Prevention
Full-Time Regular Clerk II 1.00
Full-Time Regular Division Chief, Fire 1.00
Full-Time Regular Fire Captain 2.00
Full-Time Regular Fire Plan Reviewer 1.00
Full-Time Regular Firefighter 1.00
2310 Total 6.00
Fire Suppression
Full-Time Regular Division Chief, Fire 2.00
Full-Time Regular Fire Captain 21.00
Full-Time Regular Firefighter 77.00
Full-Time Regular Shift Chief, Fire 3.00
2315 Total 103.00
Fire Total 112.00
200
City of Evanston
Fire Department
201
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2305 – Fire Management & Support 593,756 670,300 610,739 691,000
2310 – Fire Prevention 507,732 523,500 522,015 627,700
2315 – Fire Suppression 10,158,162 10,255,000 10,748,215 10,729,300
Total Expenditures: $11,259,650 $11,448,800 $11,880,969 $12,048,000
Revenues:
52540 – False Alarm Fines 51,280 150,000 126,090 155,000
53655 – Cost Recovery Fines 5825 10,000 29,475 10,000
53675 – Ambulance Fees 725,382 750,000 844,187 875,000
Total Revenues: $782,487 $910,000 $999,752 $1,040,000
Notes for Financial Summary
We are anticipating at least six retirements this budget year. As a result, our training costs have been increased in
order to provide the mandatory training for new employees as well as on-going training for existing employees. On
going training includes the Pediatric Advance Life-Support Class and other certification classes for the betterment of
the Department.
Performance Report on FY 2007-2008 Major Program Objectives
Fire Station #5 is well underway and the completion date is set for summer of 2008. Engine 25 was relocated to Fire
Station #1 and the Wilmette Fire Department was asked to assist with responses to the northwest corner of the City
to minimize any impact to response times. A new fire engine was received and placed into service in fall of 2007.
The new engine replaces Engine 21 which is our busiest engine company. All of the Department paramedics went
through Advanced Cardiac Life-Support Training in 2007. We implemented our mobile data computers in our
firefighting vehicles. These new computers provide mapping and preplan information on structures to the firefighters
while responding to calls. We began the installation of the Fire Department radio system upgrade. Lastly, we began
our Wave-Runner Program this year in cooperation with the Recreation Department. The wave runners are located
at the Church Street Boat Ramp and provide another tool for the Fire Department for water rescue incidents.
2008-2009 Department Initiatives
For 2008-2009, we plan to complete the installation of the radio system upgrade which will include a new antenna
tower at the 911 Center for transmission and receiving of radio traffic. As part of the CAD upgrade, we will be adding
a software program called “Mobile Data Browser” which will enable the units to perform status changes and
communicate with the 911 Center via the Mobile Data Computer. Station #5 will be complete and we anticipate re-
occupying the station in summer of 2008. All paramedics will be provided Pediatric Advance Life-Support training.
Finally, we plan to finalize the Standard Operating Guideline for the use of the Wave-Runners during water rescues.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of fires contained to the room of
origin. (Data source: Department data)
N/A 83.9% 85%
Comment: Data reported annually.
City of Evanston
Fire Department
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
2. Percentage of emergency calls responded to in 4
minutes or less. (Data source: Department data)
N/A 72.6% 80%
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)
95%
(2003 NCS)
96% 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.
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)
92%
(2003 NCS)
93% 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.
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)
N/A 79% 79%
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.
202
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 2008-2009 Objectives
• Complete the construction of Fire Station #5 and re-open the station by October 2008
• Complete the installation of the Simulcast-Repeater System by June 2008
• Develop a multi-phase mentoring program by February 2009 for new Fire Captains that would provide them with
the knowledge and resources to familiarize themselves with their new position and set goals for the completion of
each phase
• Develop the Mobile Data Browser element of Computer Aided Dispatch to allow the transmission of data to and
from the 911 Center in every fire vehicle by February 2009
Ongoing Activity Measures
2006-07
Actual
2007-2008
Actual
2008-09
Projected
City fire insurance rating 3 3 3
Average number of incidental sick days per employee 1 1.5 1.5
Approved Adjustments in 2008-2009 Budget
203
CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2007 -2008 2008 2009-
Appropriation Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 301,900 314,900
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61710 IMRF 4,700 4,800
61725 SOCIAL SECURITY 400 600
61730 MEDICARE 2,100 4,600
62160 EMPLOYMENT TESTING SERVICES 7,000 7,100
62210 PRINTING 1,500 1,500
62235 OFFICE EQUIPMENT MAINT 1,100 1,100
62270 MEDICAL/HOSPITAL SERVICES 35,000 36,000
62275 POSTAGE CHARGEBACKS 3,400 3,400
62295 TRAINING & TRAVEL 1,000 1,100
62305 RENTAL OF AUTO-FLEET SER 30,000 30,000
62315 POSTAGE 650 500
62335 DATA PROCESSING SERVIC 3,050 3,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 29,500 29,800
62380 COPY MACHINE CHARGES 6,600 6,600
62518 SECURITY/ALARM CONTRACTS 4,700 4,900
64015 NATURAL GAS 75,000 75,000
64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800
65010 BOOKS, PUBLICATIONS, MAPS 400 900
65020 CLOTHING 75,000 79,000
65050 BLDG MAINTENANCE MATERIAL 6,500 6,600
65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000
65095 OFFICE SUPPLIES 5,000 5,000
65125 OTHER COMMODITIES 15,000 15,500
2305 FIRE MGT & SUPPORT 670,300 691,000
204
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 2008-2009 Objectives
• Develop an incident investigation team using Fire Prevention Bureau members and suppression members by
February 2009
• Develop a self inspection program with Northwestern University residential properties by February 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-09
Projected
Hydrants Inspected/flow tested 1295 1310 1310
Bureau fire inspections 631 748 700
Construction plans reviewed 526 558 450
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 3550
Approved Adjustments in 2008-2009 Budget
205
CITY OF EVANSTON
FIRE PREVENTION
2310
2007 -2008 2008 2009-
Appropriation Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 381,600 475,400
61110 OVERTIME PAY 28,000 20,500
61210 LONGEVITY 9,000 9,000
61510 HEALTH INSURANCE 49,500 55,500
61615 LIFE INSURANCE 500 600
61710 IMRF 3,200 5,600
61725 SOCIAL SECURITY 500 5,200
61730 MEDICARE 2,800 7,400
62210 PRINTING 1,500 1,500
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62250 COMPUTER EQUIPMENT MAINT 10,000 10,100
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 523,500 627,700
206
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 2008-2009 Objectives
• Implement the EMS Field Reporting Program that will enable the units to complete reports in the field and create
a paperless reporting process for the Department by June 2008
• Develop and implement a new water rescue standard operating guide by June 2008 to incorporate the wave
runners into the water rescue SOG
• Provide a Pediatric Advance Life-Support Class for all paramedics by February 2009
• Conduct an Engine Operations Class by August 2008 in a continuing effort to reduce/eliminated preventable
accidents throughout the Department
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
City fire-insurance rating 3 3 3
All Fire Dept. incidents excluding ambulance calls 3189 3222 3280
Ambulance calls 4910 5100 4900
Fire, Carbon Monoxide , & Extinguishing Alarm System
activations (Included above)
1724 1614 1690
Number of fires (included above) 228 250 248
Number of structure fires (included above) 100
120
103
Average fire alarm response time 350 350 350
Average ambulance response time 400 400 400
Training hours/firefighter 240 240 240
Number of paramedics 81 83 85
Approved Adjustments in 2008-2009 Budget
207
CITY OF EVANSTON
FIRE SUPPRESSION
2315
2007 -2008 2008 2009-
Appropriation Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 7,619,000 8,086,900
61055 TEMPORARY EMPLOYEES 4,500
61110 OVERTIME PAY 106,600 99,500
61111 HIREBACK OT 364,800 359,800
61113 TRAINING OT 42,500 42,300
61210 LONGEVITY 183,400 183,400
61510 HEALTH INSURANCE 1,019,700 952,400
61615 LIFE INSURANCE 10,300 10,300
61725 SOCIAL SECURITY 10,800 16,700
61730 MEDICARE 58,200 125,900
62210 PRINTING 2,000 2,000
62295 TRAINING & TRAVEL 55,000 68,100
62305 RENTAL OF AUTO-FLEET SER 641,500 641,500
62360 MEMBERSHIP DUES 3,500 3,500
62430 CUSTODIAL CONTRACT SERVICES 5,000 5,000
62509 SERVICE AGREEMENTS / CONTRACTS 4,100 5,100
62521 MEDICAL EQ MAINT AGREEMENTS 13,900 13,200
62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 3,000 3,000
62605 OTHER CHARGES 10,000 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 11,000 11,100
65075 MEDICAL & LAB SUPPLIES 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 4,000 4,100
65090 SAFETY EQUIPMENT 1,900 1,600
65095 OFFICE SUPPLIES 2,000 2,000
65105 PHOTO/DRAFTING SUPPLIE 800 800
65125 OTHER COMMODITIES 1,200 1,200
65625 FURNITURES & FIXTURES 57,000 62,100
2315 FIRE SUPPRESSION 10,255,000 10,729,300
208
City of Evanston
Health and Human Services Department
Three Year Fiscal History
$3,962,500
$4,301,434
$3,600,100
$3,000,000
$3,500,000
$4,000,000
$4,500,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009
General Fund Budget
3.83%
Health and Human Services
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Health Services Administration
Full-Time Regular Director, Health & Human Services 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
2407 Total 3.00
Family & Community Wellness
Full-Time Regular Community Intervention Coordinator 1.00
Full-Time Regular Outreach Specialist 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Communicable Dis Surv Spec 1.00
Full-Time Regular Medical Supervisor 0.10
2416 Total 4.10
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 Clerk III 1.00
Full-Time Regular Division Chief, Health 1.00
Full-Time Regular Environ Health Practitioner 2.00
Full-Time Regular Health Program Coordinator 1.00
Full-Time Regular Environmental Health Supervisor 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Inclusion Specialist 0.60
2435 Total 7.60
209
City of Evanston
Health and Human Services Department
Employee Status
Description Job Type Description
2008-2009
Position FTE
Vital Records
Full-Time Regular Clerk III 1.00
Full-Time Regular Clerk Typist I 1.00
Part-time Regular Clerk II 0.40
2440 Total 2.40
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 1.00
2530 Total 1.50
Summer Youth Employment Program
Full-Time Regular Human Relations Specialist 0.50
2540 Total 0.50
Human Relations Commission
Full-Time Regular Human Relations Specialist 1.50
2455 Total 1.50
Health & Human Services Total 24.50
210
City of Evanston
Health and Human Services Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2407 – Health Services Admin. 286,713 304,900 325,900 311,500
2410 – Laboratory Services 86,819 36,800 70,200 0
2415 – Family Health 550,860 243,500 290,700 0
2416 – Family & Community Wellness 0 0 0 471,900
2420 – Infectious Disease Control 200,077 159,700 129,600 0
2425 – Dental Services 209,425 284,800 224,100 367,600
2430 – Adult Health 306,848 270,200 268,700 0
2435 – Food & Environmental Health 537,283 628,500 614,300 805,300
2440 – Vital Records 123,343 149,400 135,000 137,300
2450 – Community Intervention Services 295,480 372,500 317,500 0
2525 – Homeless Services 86,423 86,400 82,300 86,900
2555 – Farmers’ Market1 20,690 21,900 22,314 22,800
Total Expenditures: $ 2,703,961 $ 2,558,600 $ 2,480,614 $ 2,203,300
Revenues:
51595 – Liquor Sales Tax 1,941,652 1,800,000 1,516,600 1,927,000
52040 – Liquor Licensing 324,803 340,000 452,200 345,100
52045 – Farmers’ Market Licenses 0 0 0 26,400
52055 – Long Term Care License Fees 69,540 113,000 105,100 112,400
53020 – Tuberculosis Nursing Services Grant 7,600 12,000 4,900 0
53025 – Skokie Contract (VD Program) 750 0 1,700 0
53050 – Sanitation Classes 8,035 10,000 9,800 11,000
53075 – Dental Fees & Reimbursement 96,219 126,000 111,700 126,000
53080 – Flu & Pneumonia Program 21,371 0 0 0
53100 – Health Service Fees – Lab 9,020 11,800 2,600 0
53105 – Food Establishment License Fees 162,168 150,000 155,800 162,000
53135 – 53180 Dental Fees (specific) 17,085 15,900 12,200 16,700
53190 – Food Delivery Vehicle 6,196 6,400 6,800 8,300
53200 – Bev. / Snack Vending License 25,236 34,000 24,700 27,800
53210 – Tobacco License Fees 11,125 13,000 12,700 11,000
53215 – Birth Certificate Fees 79,572 84,000 83,700 95,000
53220 – Death Certificate Fees 52,805 45,000 46,400 47,000
55025 – IDPH – Local Health Protection 76,181 76,000 76,200 76,200
55035 – Family Case Management Grant 114,400 83,100 104,700 0
55040 – IDPH Dental Sealant Grant 4,183 2,800 1,800 4,200
55080 – Kid Care Agreement 5,599 11,300 11,300 0
55085 – Illinois Tobacco Free Grant 28,188 0 25,600 25,600
55090 – Family Planning Grant (Title XX) 50,000 36,300 45,000 0
55105 – Vision & Hearing Grant 8,000 5,300 8,000 0
55125 – Adolescent Health Program Grant 28,000 30,600 30,000 60,600
55130 – Childhood Lead Poisoning Grant 1,373 2,000 1,300 1,000
55135 – Teen Parent Services 35,450 35,000 35,000 36,100
55140 – Genetic Education Grant 17,000 10,200 10,200 0
55145 – Prostate Cancer Awareness Grant 12,039 0 10,000 10,000
55150 – Tanning Facility Inspections 350 0 300 100
Total Revenues: $ 3,213,940 $ 3,053,700 $2,906,300 $ 3,129,500
211
City of Evanston
Health and Human Services Department
Notes for Financial Summary
• While the financials for each division are not included on this page, the Health and Human Services Department
does include the following Divisions: Mental Health Board & Community Purchased Services; Commission on
Aging; and as of December 1, 2008, the Division of Human Relations, which was previously in the City
Manager’s Office. 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 The Family Health, Infectious Disease Control, and Adult Health business functions have been combined
and are now represented by the Family & Community Wellness Business Unit.
o The Laboratory Services function has been eliminated.
o The services provided by the Community Intervention Services Division, which included both community
intervention and homeless services, have been distributed to other business functions within the
department.
o Staff support to the Liquor Control Commission has been moved to this Department.
o The Farmers’ Market, which was previously in administered through the City Managers’ Office, has been
moved to Health & Human Services for FY 2008-09. 1 Prior to FY 2008-09, the Farmer’s Market was business unit 1515 in the City Manager’s Office. Therefore, the
expenditure history is for business unit 1515 for all years prior to FY 2008-09.
Performance Report on FY 2007-2008 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 approval. State review is pending at this time.
• 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.
2008-2009 Department Initiatives
• Working with other City departments, develop written, consistent procedures for relocation of residents displaced
by City actions not governed by federal relocation policies.
• Develop refined impact objectives for those agencies funded by the Evanston Mental Health Board with a priority
given to those agencies providing youth services.
2008-2009 Performance Initiatives
Performance Measure – Commission on Aging
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of Aging Well conference
participants who give the conference a rating of
“excellent.” (Data Source: Exit survey of
conference participants)
67% 66% TBD
Comment: Data will be collected for fiscal year 2008-
2009 at the next conference in May 2008.
212
City of Evanston
Health and Human Services Department
Performance Measure – Food and Environmental
Health
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
2. Percentage of people who report that they plan
to have yearly Prostate Specific Antigen (PSA)
screenings. (Data Source: PSA screening
participant questionnaire)
N/A TBD TBD
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
Performance Measure – Food and Environmental
Health
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
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)
N/A 90% TBD
Comment: 2007-2008 will be used as a baseline year
for this measure.
Performance Measure – Dental Services
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
4. Percentage of patients seen in the Children’s
Dental Clinic returning from one year to the next.
(Data Source: Departmental data)
82.8% 83% 86.5%
Comment: 2006-2007 will be used as a baseline year
for this measure. Numbers reflect calendar year.
213
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 staff of the Public Health Division, Mental Health Board, Commission on Aging, Human
Relation Commission and community intervention programs. The director serves as the Public Health Director and is
responsible for interdepartmental coordination with federal, state, and county health officials. The director is also
responsible for all public information related to infectious disease outbreaks and public health risks.
The director is responsible for the 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. The director's office issues Group-Care and
Residential-Care home licenses, Child Residential-Care home licenses, and home day-care permits.
The director's office provides primary staff support to the City Council, Human Services Committee, the Liquor
Commission, the Evanston Community Health Advisory Board, and the Homeless Task Force.
FY 2008-2009 Objectives
• Complete the integration of fair housing and landlord tenant services into existing HHS functions
• Establish a liquor license review process which links to the zoning, building, and food establishment review
processes
• Assume responsibility for Farmer’s Market administration
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Human Services Committee packets 10 10 10
Liquor licenses administered 90 100 110
Public health media inquiries 85 70 80
Day care permits issued 77 75 75
Approved Adjustments in 2008-2009 Budget
214
CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2007 -2008 2008 2009-
Appropriation Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 235,400 240,400
61210 LONGEVITY 3,000 2,500
61510 HEALTH INSURANCE 29,700 26,200
61615 LIFE INSURANCE 300 400
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 18,800 18,400
61725 SOCIAL SECURITY 9,800 15,100
61730 MEDICARE 2,900 3,500
2407 HEALTH SERVICES ADMIN 304,900 311,500
215
City of Evanston
Health and Human Services Department
2416 – Family and Community Wellness
All Kids program
The State of Illinois program for uninsured and underinsured families. The All Kids program offers Illinois children
comprehensive health care that includes doctor’s visits, hospital stays, prescription drugs, vision care, dental care
and medical devices.
Infectious Disease Control
Surveillance 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 regarding outbreaks and
surveillance data on reportable and communicable diseases.
FY 2008-2009 Objectives
• Expand outreach efforts with the Women, Infant and Children’s Program (WIC) of Greater Evanston for Families
and Children
• Assure families have a primary care provider; provide assistance with all kids
• Maintain long term care licensure for 11 long term care facilities
• Provide home visitation and outreach to teen mothers
• Develop strategies to expand employment opportunities for vulnerable populations
• Hold an annual immigration workshop for agencies and community members
• Hold a civic leadership Seminar
• Develop an anti-gang seminar for middles school aged children
• African American States Attorney Council meetings
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of Adolescent Health Ed. Sessions 70 70 70
Number of Adolescent Participants 359 20 20
Number of long term care licenses reviewed by HHS 11 11 11
Outreach and education presentations for school
District
28 13 5
Number of children with elevated blood lead 9 16 10
Grants Administered
Childcare network of Evanston Early Head Start policy
council
9 9
SPIN and Wraparound meetings for interagency
intervention and case plans
6 6 6
Homeless Task Force monthly meetings 12 12 12
Disabled consortium meetings 12 12 0
Chicago Jobs Council workforce meetings 4 12
Homeless Prevention Program (person) 25 50 50
Number of Community Presentations 8 11 20
Number of Participants at Presentations 114 143 140
KidCare/MPE applications 74 150 150
Number of CD epidemiological Investigation 251 250
AA States Council meetings 0 12 12
Approved Adjustments in 2008-2009 Budget
216
CITY OF EVANSTON
FAMILY & COMMUNITY WELLNESS
2416
2007 -2008 2008 2009-
Appropriation Approved
2416 FAMILY & COMMUNITY WELLNESS
61010 REGULAR PAY 240,900
61050 PERMANENT PART-TIME 13,700
61210 LONGEVITY 600
61510 HEALTH INSURANCE 36,900
61615 LIFE INSURANCE 400
61710 IMRF 18,200
61725 SOCIAL SECURITY 15,700
61730 MEDICARE 3,700
62210 PRINTING 1,500
62285 COURIER CHARGES 500
62295 TRAINING & TRAVEL 3,800
62315 POSTAGE 300
62340 COMPTER LICENSE & SUPP 100
62355 LAUNDRY/OTHER CLEANING 200
62360 MEMBERSHIP DUES 1,000
62465 OUTSIDE LABARATORY COSTS (HLTH 200
62470 TEEN PEER EDUCATOR CONTR SVCS 60,600
62475 CHILD CARE CONTRACTUAL COSTS (36,100
62490 OTHER PROGRAM COSTS 25,000
64540 TELECOMMUNICATIONS - WIRELESS 3,000
64545 PERSONAL COMPUTER SOFTWARE 100
65010 BOOKS, PUBLICATIONS, MAPS 500
65025 FOOD 200
65040 JANITORIAL SUPPLIES 100
65070 OFFICE/OTHER EQT MTN MATL 300
65095 OFFICE SUPPLIES 500
65110 RECREATION SUPPLIES 200
65620 OFFICE MACH. & EQUIP.600
65625 FURNITURES & FIXTURES 7,000
2416 FAMILY & COMMUNITY WELLNESS 471,900
217
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 2008-2009 Objectives
• Dental operations will be completely paperless by February 28, 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of clinic appointments provided 2,136 1,700 2,100
Number of preventive & restorative clinic visits 4,223 3,775 4,300
Number of children receiving clinic services 1,546 1,323 1,600
Number of sealants applied 763 592 1,00
Number of preventative screenings/exams given at schools 255 255 200
Number of dental health education programs/ participants 60/1054 23/493 65/1600
Approved Adjustments in 2008-2009 Budget
218
CITY OF EVANSTON
DENTAL SERVICES
2425
2007 -2008 2008 2009-
Appropriation Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 77,300 81,300
61050 PERMANENT PART-TIME 117,400 185,600
61055 TEMPORARY EMPLOYEES 22,000 22,000
61110 OVERTIME PAY 2,000 2,000
61210 LONGEVITY 1,600
61510 HEALTH INSURANCE 19,800 18,500
61710 IMRF 6,200 6,300
61725 SOCIAL SECURITY 9,000 16,500
61730 MEDICARE 2,700 3,900
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62295 TRAINING & TRAVEL 600 1,000
62340 COMPTER LICENSE & SUPP 1,000 1,800
62360 MEMBERSHIP DUES 500 500
62521 MEDICAL EQ MAINT AGREEMENTS 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65075 MEDICAL & LAB SUPPLIES 19,500 19,500
65095 OFFICE SUPPLIES 900 900
65555 PERSONAL COMPUTER EQUIPMENT 1,800
65620 OFFICE MACH. & EQUIP.1,500
2425 DENTAL SERVICES 284,800 367,600
219
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.
The Disabled Services Specialist assures compliance with ADA requirements in new and remodel construction
including plan reviews and inspections. The Specialist also responds to complaints and requests for service from
persons with disabilities and is responsible for Curb Ramp Program and Ticket to Work Program activities. Finally,
the Disabled Services Specialist will be implementing a program to integrate disabled youth into career options
through the Summer Youth Employment Program in conjunction with the Human Relations Division.
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
220
City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
FY 2008-2009 Objectives
• Raise awareness of foodborne illness to at least 30 physicians serving residents by February 28, 2009
• Perform West Nile Virus education to at least 100 school aged children by June 1, 2008
• Work with green restaurant association to assist food establishments being green and enlist at least 1 food
establishment by February 28, 2009
• Develop a comprehensive plan for emergency evacuation to the disabled community by February 28, 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of licensed food establishments 384 384 384
Total number of food inspections performed 1,112 1137 1150
Temporary food inspections performed 107 120 100
Food complaints evaluated / inspected 85 101 85
Education Participants 975 754 1100
Food establishment plans reviewed 52 49 50
Rat & Rodent complaints investigated 131 73 150
Nuisance requests for service provided 278 168 280
Lead inspections performed 12 12 8
Persons screened for Prostate Specific Antigens (PSA) 177 185 175
Persons participating in tobacco cessation activities 102 90 100
Grants administered 12 10 12
Approved Adjustments in 2008-2009 Budget
221
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2007 -2008 2008 2009-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 424,900 445,200
61050 PERMANENT PART-TIME 22,900
61055 TEMPORARY EMPLOYEES 4,500 4,500
61110 OVERTIME PAY 7,500 7,500
61210 LONGEVITY 3,600 3,600
61510 HEALTH INSURANCE 69,300 64,700
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500 500
61710 IMRF 33,900 34,400
61725 SOCIAL SECURITY 18,100 29,400
61730 MEDICARE 5,400 6,900
62185 OTHER CONSULTING SERVICES 3,000 4,100
62210 PRINTING 2,200 4,700
62295 TRAINING & TRAVEL 1,500 2,400
62305 RENTAL OF AUTO-FLEET SER 17,100 17,100
62360 MEMBERSHIP DUES 1,900 2,300
62495 LICENSED PEST CONTROL SERVICES 1,500 1,500
62505 INSTRUCTOR SERVICES 2,600 2,600
62605 OTHER CHARGES 15,000 137,200
64540 TELECOMMUNICATIONS - WIRELESS 3,900 2,500
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65045 LICENSING/REGULATORY SUPP 500 900
65075 MEDICAL & LAB SUPPLIES 500
65080 MERCHANDISE FOR RESALE 2,800 2,800
65090 SAFETY EQUIPMENT 400 900
65095 OFFICE SUPPLIES 1,600 1,600
65125 OTHER COMMODITIES 800 1,200
65555 PERSONAL COMPUTER EQUIPMENT 1,800
65620 OFFICE MACH. & EQUIP.1,400 600
2435 FOOD AND ENVIRONMENTAL HEALTH 628,500 805,300
222
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 2008-2009 Objectives
• Update the procedure manual by February 2009
• Train all staff on new electronic retrieval system for death certificates
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of registered births 4,543 4,500 4,500
Number of registered deaths 1,200 1,100 1,100
Number of certified copies issued 29,754 27,000 27,000
Approved Adjustments in 2008-2009 Budget
223
CITY OF EVANSTON
VITAL RECORDS
2440
2007 -2008 2008 2009-
Appropriation Approved
2440 VITAL RECORDS
61010 REGULAR PAY 82,200 83,100
61050 PERMANENT PART-TIME 25,100 11,200
61060 SEASONAL EMPLOYEES 56
61210 LONGEVITY 2,400 2,500
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61710 IMRF 6,500 6,400
61725 SOCIAL SECURITY 4,500 6,000
61730 MEDICARE 1,300 1,400
62210 PRINTING 3,000
62235 OFFICE EQUIPMENT MAINT 200 200
62295 TRAINING & TRAVEL 200 200
62335 DATA PROCESSING SERVIC 1,644 5,000
62645 MICROFILMING 600 400
65095 OFFICE SUPPLIES 1,500 2,000
65105 PHOTO/DRAFTING SUPPLIE 200 200
2440 VITAL RECORDS 149,400 137,300
224
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 five 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. 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 done 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 currently in Evanston each week. All of the soup kitchens are volunteer
run 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.
225
City of Evanston
Health and Human Services Department
2525 – Homeless Services
FY 2008-2009 Objectives
• Continue to provide the homeless population with counseling, job-placement, medical assessment and housing
assistance services.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Persons Served at:
Connections for the homeless Hilda's Place 37 37 37
Interfaith Action of Evanston/EEAC 300 205 300
Fresh Start 200 164 300
YWCA 0 30 35
Interfaith Action (Soup Kitchen) 0 350 450
Approved Adjustments in 2008-2009 Budget
226
CITY OF EVANSTON
HOMELESS SERVICES
2525
2007 -2008 2008 2009-
Appropriation Approved
2525 HOMELESS SERVICES
67110 CONNECTIONS FOR THE HOMELESS 66,400 54,900
67111 YWCA 10,000
67112 CAREPOINT
67115 INTERFAITH HOMELESS SERVICES 10,000 15,000
67165 FRESH START 10,000 7,000
2525 HOMELESS SERVICES 86,400 86,900
227
City of Evanston
Health and Human Services Department
2555 – Farmers’ Market
Description of Major Activities
The City Manager's Office coordinates a Farmers' Market in downtown Evanston from the third Saturday in May
through the first Saturday in November. Farmers from surrounding metropolitan areas, Wisconsin, Michigan, and
Indiana participate by bringing and selling their 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 oversees several area youth in the
set-up and take-down of the weekly events, and the youth serve as shopping-cart attendants. Every Saturday one of
Evanston's not-for-profit organizations is at the market to sell fresh baked goods to support their organization's work.
Additionally, one Saturday each year is set aside as "Non-profit Day" at the market. As many as 30 - 40 nonprofits
serving Evanston residents participate in this event to promote awareness of their work in the community. The
market is a very popular event, not only for residents of Evanston, but for visitors from all over metropolitan Chicago
and beyond.
FY 2008-2009 Objectives
• To continue to provide a pleasant environment for the Farmer’s Market in downtown Evanston
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Seasonal stall rentals 35 33 34
Weekly stall rentals 0 1 2
Number of non-profit organizations per week 1 1 1
City department stalls per week 1 6 8
Annual Non-profit Day booths 40 39 40
Approved Adjustments in 2008-2009 Budget
228
CITY OF EVANSTON
FARMER'S MARKET
2555
2007 -2008 2008 2009-
Appropriation Approved
2555 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 12,000
61110 OVERTIME PAY 7,000
61725 SOCIAL SECURITY 1,200
61730 MEDICARE 300
62205 ADVERTISING 1,100
62275 POSTAGE CHARGEBACKS 100
62375 RENTALS 1,000
65095 OFFICE SUPPLIES 100
2555 FARMER'S MARKET 22,800
229
City of Evanston
Mental Health Board & Community Purchased Services
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2455 – Mental Health Administration 110,162 136,000 131,400 60,400
2460 – Community Purchased Services 1 829,000 844,000 844,000 885,000
Total Expenditures: $ 939,162 $ 980,000 $ 975,400 $ 945,400
Revenues:
56048 – Teen Baby Nursery Program 0 0 0 41,000
Total Revenues: 0 0 0 $41,000
Notes for Financial Summary
1 The proposed 2008-2009 allocation for Budget Element 2460 has been increased by $41,000 above the allocation
in the City’s 07-08 Budget. This reflects the actual amount of the Mental Health Board’s contract with Infant Welfare
Society of Evanston that is reimbursed to the City by Evanston Township High School for their participation in a part-
nership to support the Teen Baby Nursery program. The purpose of this change is to reflect both the revenues and
the expenditures for all grants received by the City in the FY 2008-09 Budget. This year is the first one in which
ETHS's revenues and the corresponding expenditures will be listed in the City's Budget Book. These changes are
budget neutral.
Performance Report on FY 2007-2008 Major Program Objectives
Agency Monitoring and Allocation Process. The Mental Health Board (MHB) funded and monitored 27 programs
in 18 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
7057 unduplicated Evanston individuals and families; 85% were low-income. The MHB is utilizing an electronic quar-
terly reporting format that provides information about outcome objectives and measures. Each program requesting
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. The MHB sponsored or coordinated 9 community forums and trainings about the following:
• Community Reinforcement and Family Training (CRAFT), a scientifically validated, community reinforcement ap-
proach to treatment to help significant others who are concerned about the alcohol/other drug use of their loved one
who refuses to seek treatment • A community training provided for early child care workers about inclusion in early
childhood classrooms, as well as ways to deal with serious behavioral issues, as well as autism • The 3rd Annual
“Maximizing Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children • In part-
nership with the Commission on Aging and a number of social service organizations, the 9th annual “Aging Well” • A
presentation by 3 local community mental health providers about their local, aggressive mental health outreach pro-
grams to help people stay out of the hospital, and enable them to develop skills for living in the community.
In partnership with the Naomi Ruth Cohen Charitable Foundation, helped promote and produce: • “Feeling Kinda
Blue,” a conference with Mt. Zion Tabernacle Apostolic Church on depression in the African-American community •
“Someone You Love Has Mental Illness -Your Child, Your Parent, Your Friend: Support and Solutions”• Coordinated
“El Arte de Sentirse Bien Depresion en la Comunitad Latina” (The Art of Feeling Good: Depression in the Latino
Community), a workshop in Spanish that addressed issues related to depression, anxiety and stress as they are ex-
perienced in the Spanish-speaking population.
2008-2009 Department Initiatives
1. Research and assess the local applicability and utility of the State of Illinois regulations that enable local
mental health authorities organized under State statue to certify specific categories of purchase of service
allocations for Medicaid reimbursement through the State’s Medicaid Plan.
230
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.
They 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 2008-2009 Objectives
• By June 2008, to have reviewed, evaluated and assessed the MHB’s computerized funding criteria model, and
revised it for use in the fall 2008 allocation process.
• By February 2009, to have organized and provided at least six community-wide educational presentations related
to contemporary mental health and broad-based human service issues.
• By February 2009, 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.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Organize and facilitate meetings for the network of commu-
nity mental health and human services providers 20 18 26
MHB Agency Liaison meetings with funded agencies 72 70 90
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 educa-
tional presentations and trainings for professionals and ser-
vice 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 2008-2009 Budget
231
CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMINIST
2455
2007 -2008 2008 2009-
Appropriation Approved
2455 MENTAL HEALTH PROGRAM ADMINIST
61010 REGULAR PAY 98,100 38,400
61110 OVERTIME PAY 400
61210 LONGEVITY 600
61510 HEALTH INSURANCE 14,900 6,100
61615 LIFE INSURANCE 200 100
61625 AUTO ALLOWANCE 600 600
61710 IMRF 7,800 2,700
61725 SOCIAL SECURITY 4,000 2,200
61730 MEDICARE 1,200 500
62210 PRINTING 700 700
62275 POSTAGE CHARGEBACKS 1,600 1,200
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 1,700 1,700
62380 COPY MACHINE CHARGES 3,500 3,300
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65025 FOOD 300 300
65095 OFFICE SUPPLIES 800 1,000
2455 MENTAL HEALTH PROGRAM ADMINIST 136,000 60,400
232
City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Description of Major Activities
As the local mental health authority, the Evanston Mental Health Board (MHB) is responsible for ensuring that there
are effective mental health programs 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. 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. Every fall, the Board reviews and evaluates funding proposals from not-for-profit
agencies, and allocates City funds to the program areas identified above. The MHB monitors and evaluates its
funded programs to ensure that they are accessible, effective and responsive to the needs of Evanston's residents.
An annual contract is written; data is collected from each funded program monthly and quarterly; and agencies are
monitored for contract compliance and the delivery of services.
In the FY 2008-09 City Budget, the MHB is recommending funding for 28 programs at 19 different agencies, including
funding for a new program collaboration to provide housing for individuals that are both homeless and have serious
mental health issues.
FY 2008-2009 Objectives
• The MHB will review and revise Contract Policy Guidelines governing Purchase of Service contracts.
• The MHB will review and revise the Agency-Liaison policy and guidelines for use with monitoring Purchase of
Service agencies.
• The MHB Liaison will monitor and maintain monthly contact with each of their designated agencies.
• The MHB staff will develop and monitor contracts for 28 programs.
• The MHB staff will provide technical assistance and consultation to agencies to ensure that each of the 28
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 (i.e., what
difference did it make).
• The MHB will quarterly monitor all agencies for their narrative reports and outcome reports
Ongoing Performance Measures
(Evanston Individuals Served)
2006-2007
Actual
2007-2008
Actual
2008-2009
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
NA 48 52
Child Care Center of Evanston
Home Day Care
101
98
98
Childcare Network of Evanston
Learning Together 87 134 100
City-Wide Scholarships (families served)
69 59 60
Connections for the Homeless
Entry Point
198 141 150
Evanston Community Defender
Legal Services 102 109 120
Social Work Services
66 53 105
233
City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Family Focus Evanston
Pregnant and Parenting Teen 147 201 150
Primary Prevention
1320 1490 1200
Housing Options
Residential Services 15 15 16
SHIP
9 9 9
Infant Welfare Society
Teen Baby Nursery/Parenting Teen Services
149
136
160
Legal Assistance Foundation of Metro Chicago
Evanston Legal Services
533
457
550
Metropolitan Family Services
Family Support and Prevention (families served) 37 76 40
General Family Counseling
797 557 800
North Shore Senior Center
Evanston/Skokie Valley Senior Services
2289
2101
2245
PEER Services
Adolescent Treatment 94 98 90
Adult Treatment 125 119 120
Dimensions MISA Collaboration 49 35 35
Youth Early Intervention
140 147 150
SHORE: Community Services
Lois Lloyd Center 34 38 32
DD Residential Services
30 31 31
Thresholds
Transitions
61
45
50
Trilogy
Evanston Psychosocial Activities Program
49
59
55
Trilogy Collaboration
Supported Housing Program
NA
NA
8
Youth Job Center
Core Program Services
NA 840 865
Y.O.U.
Youth and Family Services
509
489
500
YWCA Evanston/North Shore
Transitional Housing and Community-Based Services
NA
33
25
TOTALS 7057 7618 7816
Approved Adjustments in 2008-2009 Budget
234
CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2007 -2008 2008 2009-
Appropriation Approved
2460 COMMUNITY PURCHASED SERVICES
62959 COLLABORATIVE SUPRTD HSNG PGM 5,900
67010 CHILDCARE NETWORK OF EVANSTON 132,000 129,700
67015 PEER SERVICES 134,300 133,700
67030 FAMILY FOCUS 42,700 42,000
67040 LGL ASSIST FNDTN OF METRO CHGO 36,400 35,800
67045 Y.O.U.90,400 88,800
67050 COMMUNITY DEFENDER OFFICE 36,000 35,300
67065 HOUSING OPTIONS 25,800 25,400
67070 SHORE COMMUNITY SERVICES 48,300 50,400
67075 TRILOGY INC 7,000 7,200
67085 EVANSTON NORTH SHORE YWCA 5,000 4,900
67090 CHILD CARE CTR OF EVNSTON 18,500 18,200
67105 YOUTH JOB CENTER 5,000 5,400
67110 CONNECTIONS FOR THE HOMELESS 28,000 27,500
67125 INFANT WELFARE SOCIETY 80,000 120,600
67140 NORTH SHORE SENIOR SERVICES 38,300 39,300
67145 METROPOLITAN FAMILY SERVICES 96,300 95,300
67155 THRESHOLDS 10,000 9,800
67160 CENTER FOR INDEPENDENT FUTURES 10,000 9,800
2460 COMMUNITY PURCHASED SERVICES 844,000 885,000
235
City of Evanston
Commission on Aging
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2530 – Commission on Aging 134,270 150,800 145,700 159,400
2535 – Subsidized Taxi Program 261,558 295,000 205,600 292,000
Total Expenditures: $395,828 $445,800 $351,300 $451,400
Revenues:
53640 – Participant Contributions 101,733 92,000 95,000 95,000
55255 – Community Aging Grant – Advocate 46,592 43,600 57,900 55,800
Total Revenues: $148,325 $ 135,600 $152,900 $150,800
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 third 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. Thirty-two percent of the Commission on Aging budget (2530) is grant funded.
During 2006-2007 program staff revised the application process for the Subsidized Taxicab Program and required all
program users to reapply to the program. This was done to ensure that only income eligible residents were approved
for the program. Program staff continue to strictly enforce program eligibility guidelines and closely monitor the
application process for fraud. As a consequence, program utlization dropped 11%, resulting in program savings of
$52,279 over a two year period. Due to rising gas costs, the payout to cab drivers may need to increase to $6.00 or
an additional $1.00 per coupon. It is anticipated that the current program budget will be able to absorb the increased
cost of the coupon without a significant increase to the program budget, due to the program cost savings. It is
recommended that the City share of the coupon increase to $3.50 from $2.50 and program participants continue to
pay $2.50 per coupon.
Performance Report on FY 2008-2009 Major Program Objectives
Program staff continue to idenitfy and work with isolated seniors in the community. The majority of these seniors
have no family or have become estranged from their family. Others have been vicitmized by family members or
acquaintances and are mistrustful of potential caregivers. In 2006 the Illinois legislature passed legislation to amend
the Elder Abuse and Neglect Act to include self neglect as a issue that required intervention from the aging network.
The Ombudsman was appointed to serve on the Elder Self Neglect Steering Committee by the Director of the Illinois
Department on Aging. This committee is responsible for the development of criteria and protocols for responding to
the needs of these seniors. The committee will meet throughout 2007, with the goal of implementing program
protocols in 2008.
Program staff continue to receive referalls of isolated seniors in need of assistance. These referrals come from other
City departments, neighbors, Condo and Coop boards, landlords, hospital and local social service agency staff.
These sources refer residents they believe to be at risk or in need of additional services. Many are referred because
the senior has refused recommended services or their living situation is percieved to be unsafe for the senior. 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 may be too complex for local agencies or may not fit the mission of the agency,
and these individuals are subsequently referred to City staff for assistance. A grant from the Illinois Department on
Aging supports a part-time staff member who assists with program activities. 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 the benefits of developing a coordinated City and
community approach to these residents.
236
City of Evanston
Commission on Aging
2008-2009 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
237
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 long-term care
facilities. The Commission operates the Long-Term Care Ombudsman Program through which it provides advocacy
on behalf of long-term care facility residents, and investigates complaints about care. In addition, the Commission:
• Provides information, assistance and referral services to callers
• Provides education to senior citizens and their families about services for older persons
• 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 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 and long-term care facility residents
• Encourages and facilitates activities between generations
FY 2008-2009 Objectives
• Evaluate the community’s readiness to provide the policies, programs and services that address the needs of the
increasing aging 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 September
2009.
Ongoing Activity Measures
2006-07
Actual
2007-2008
Actual
2008-2009
Projected
Callers given information, assistance, or referrals 1,500 1,800 1,800
In-homes assessments of at-risk seniors 110 115 115
Long-term care facility residents assisted* (the number
of residents in long term care facilities decreased slightly
in 2007 and will decrease again in 2008; this number will
increase with the completion of Three Crowns Park and
the Mather developments)
1,700 1,650 1,600
Long-term care facility resident complaints handled by
the ombudsman program
138
125
126
Completed Handyman jobs 153 140 147
Approved Adjustments in 2008-2009 Budget
238
CITY OF EVANSTON
COMMISSION ON AGING
2530
2007 -2008 2008 2009-
Appropriation Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 84,900 91,100
61055 TEMPORARY EMPLOYEES 26,000 26,000
61210 LONGEVITY 1,300 1,400
61510 HEALTH INSURANCE 14,900 13,900
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 6,800 7,000
61725 SOCIAL SECURITY 4,600 7,300
61730 MEDICARE 1,400 1,700
62275 POSTAGE CHARGEBACKS 2,100 2,100
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 3,000 3,000
62605 OTHER CHARGES 400 400
64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 500 500
65095 OFFICE SUPPLIES 500 500
2530 COMMISSION ON AGING 150,800 159,400
239
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 $2.50, 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.
FY 2008-2009 Objectives
• Evaluate the need to increase the price of taxicab coupons, including consideration of the amount reimbursed to
taxi drivers and the amount charged to program users based on the increased cost of gasoline
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total persons registered 789 1,083 1,333
New registrations in fiscal year 789 294 250
Average number of trips per day 141 126 132
Number of coupons sold 44,580 36,800 37,352
Number of coupons redeemed 51,306 46,000 48,000
Approved Adjustments in 2008-2009 Budget
240
CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2007 -2008 2008 2009-
Appropriation Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 1,600 1,600
62275 POSTAGE CHARGEBACKS 800 400
62695 COUPON PMTS-CAB SUBSIDY 292,600 290,000
2535 SUBSIDIZED TAXICAB PROGRM 295,000 292,000
241
City of Evanston
Human Relations Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2540 – Summer Youth Employ. Program* 288,915 333,800 296,070 334,000
2550 – Human Relations Commission* 261,066 197,045 275,215 140,100
Total Expenditures: $549,981 $530,845 $571,285 $474,100
Notes for Financial Summary
• The Human Relations Division was moved from the City Manager’s Office to the Department of Health and
Human Services as of December 1, 2007. Prior to FY 2007-2008, Human Relations was a City Department.
Therefore, the expenditure history presented above is from both the City Managers office for FY 2007-08 and the
Human Relations Department for FY 2006-07.
Performance Report on FY 2007-2008 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 and 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.
Fair housing training was conducted for one of the largest real estate firms in our community, approximately 75+
agents were in attendance.
Staff is working with another housing agency in an effort to evaluate and ascertain conformance with the fair housing
law and requirements.
242
City of Evanston
Human Relations Division
2008-2009 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.
243
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 coulped 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. The SYEP will
include a new pilot tracking system for program participnants in order to minitor and support their ongoing success.
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 incresed 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. This unique aspect of the SYEP has produced increased jobs for program participants as well
as opportunities for the Evanston community and greater exposure for the SYEP.
FY 2008-2009 Objectives
• Develop a marketing plan to promote and encourage the participation of businesses, public employers,
agencies and community groups/organizations by April 2008
• Incorporate social skills and comportment training for all SYEP participants by August 2008
• Continue to develop, coordinate and implement the Mayor's Job Fair for the purpose of providing job
opportunities for SYEP participants by April 30, 2008
• Provide meaningful work experience for 115 youth by August 2008
• Implement SYEP Assessment Plan for all SYEP participants by August 2008
• To reinstate and implement the ArtSkills component by August 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of youth who attend the JOB FAIR 473 452 500
Number of participants who complete the program 104 106 115
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 60
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 53 68 80
Number of alleys cleaned by program participants 150 273 300
Number of traffic poles, lights and control boxes
scraped, primed and painted by program participants 201 282 350
Approved Adjustments in 2008-2009 Budget
244
CITY OF EVANSTON
SUMMER YOUTH EMPLY PROG
2540
2007 -2008 2008 2009-
Appropriation Approved
2540 SUMMER YOUTH EMPLY PROG
61010 REGULAR PAY 30,600
61013 PROGRAM ASSISTANTS 1,600
61055 TEMPORARY EMPLOYEES 100
61060 SEASONAL EMPLOYEES 248,300
61510 HEALTH INSURANCE 4,700
61710 IMRF 2,300
61725 SOCIAL SECURITY 17,300
61730 MEDICARE 4,000
62210 PRINTING 1,200
62275 POSTAGE CHARGEBACKS 800
62295 TRAINING & TRAVEL 300
62305 RENTAL OF AUTO-FLEET SER 6,700
62380 COPY MACHINE CHARGES 1,400
62490 OTHER PROGRAM COSTS 1,500
64540 TELECOMMUNICATIONS - WIRELESS 1,000
65020 CLOTHING 7,000
65025 FOOD 1,200
65085 MINOR EQUIPMENT & TOOLS 2,500
65090 SAFETY EQUIPMENT 1,000
65095 OFFICE SUPPLIES 500
2540 SUMMER YOUTH EMPLY PROG 334,000
245
City of Evanston
Health and Human Services Department
2550 – Human Relations Commission
Description of Major Activities
Human Relations 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
Ordinance and provides mediation services through our Neighborhood Justice Center/Alternative dispute resolution.
The commission 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. Moreover, the
commission monitors the workforce to ensure appropriate levels of minority and female representation, and serves as
a resource to City employees on a wide range of issues.
FY 2008-2009 Objectives
• Rewrite the Human Relations Commission's enabling ordinance by February 2008
• Begin a dialogue with the school districts to explore the possibility of creating human relations commissions or a
reasonable facsimile in the schools to be staffed by students by February 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Workshop/Training programs conducted (fair housing,
Residential Landlord & Tenant Ordinance)
N/A
N/A
4
Civic rights and/or discrimination charges investigated 20 2 2
Civil rights and/or discrimination charges referred 2 2 2
Citizens referred to mediation N/A N/A 10
Community/Civic Events 1 1 1
Approved Adjustments in 2008-2009 Budget
246
CITY OF EVANSTON
HUMAN RELATIONS COMMISSION
2550
2007 -2008 2008 2009-
Appropriation Approved
2550 HUMAN RELATIONS COMMISSION
61010 REGULAR PAY 102,200
61510 HEALTH INSURANCE 13,900
61615 LIFE INSURANCE 300
61625 AUTO ALLOWANCE 100
61710 IMRF 7,900
61725 SOCIAL SECURITY 6,400
61730 MEDICARE 1,500
62205 ADVERTISING 1,200
62210 PRINTING 1,000
62275 POSTAGE CHARGEBACKS 1,200
62285 COURIER CHARGES 200
62295 TRAINING & TRAVEL 800
62360 MEMBERSHIP DUES 100
62380 COPY MACHINE CHARGES 1,500
64540 TELECOMMUNICATIONS - WIRELESS 200
65010 BOOKS, PUBLICATIONS, MAPS 600
65025 FOOD 200
65095 OFFICE SUPPLIES 800
2550 HUMAN RELATIONS COMMISSION 140,100
247
City of Evanston
Public Works Department
Three Year Fiscal History
$16,421,717
$12,653,544
$16,365,400
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
$16,000,000
$17,000,000
$18,000,000
2006/07 2007/08 2008/09
Actual Appropriation Approved
Expenditures as a % of 2009 General
Fund Budget
17.40%
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
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 0.50
2605 Total 2.50
Municipal Service Center
Full-Time Regular Service Center Coordinator 1.00
Part-time Regular Custodian I 1.00
2610 Total 2.00
E.D.O.T. Administration
Full-Time Regular Director of Transportation/City Eng. 1.00
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
2620 Total 2.00
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
Traffic Signs
Full-Time Regular Traffic Sign Repair Worker 3.00
2635 Total 3.00
Traffic Signal and Street Light Maintenance
248
City of Evanston
Public Works Department
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Full-Time Regular Traffic Electrician Leader 1.00
Full-Time Regular Traffic Electrician 4.00
2640 Total 5.00
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 Streets/San. Administrative Assistant 1.00
Full-Time Regular Management Analyst 0.50
Full-Time Regular Public Works Supervisor 3.00
2665 Total 5.50
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 3.00
2675 Total 7.00
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
Facilities Administration
Full-Time Regular Superintendent, Facilities Mgmt. 1.00
Full-Time Regular Facilities Maint. Worker/Custodian I 2.00
Full-Time Regular Exec Secretary (to Dept. Head) 1.00
Part-time Regular Part-Time Custodian 0.20
2697 Total 4.20
Construction and 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
2699 Total 16.00
Public Works Total 105.45 249
City of Evanston
Public Works Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2605 – Director of Public Works 230,849 284,100 309,528 290,000
2610 – Municipal Service Center 341,696 415,150 372,295 435,300
Total Expenditures: $ 572,545 $ 699,250 $681,823 $ 725,300
Notes for Financial Summary
Performance Report on FY 2007-2008 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. A
consultant was hired to complete the 20-year Multi-modal Transportation Plan. A 10-year bridge plan was developed.
The Ridge Avenue traffic signal project was completed. The residential street light upgrade project continued and is
nearing completion. Progress continued on the Bike Plan, with significant implementation occurring in 2007.
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 others. Operations
ceased at the compost site and arrangements were made to compost off-site.
2008-2009 Department Initiatives
• Implement the municipal commercial solid waste franchise.
• Implement Phase I of the changeover from recycling bins to wheeled carts.
• Reconstruct Ridge Avenue, including pavement and storm sewer improvements.
• Complete the current construction project at the Water Plant, including improvements to the administrative
area and the filter workshop.
• Develop 5-year plan for vehcile purchases.
2008-2009 Performance Initiatives
Performance Measures – Water Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Meeting EPA standards for clean drinking water.
(Data source: Department staff)
100% 100% 100%
Comment: Drinking water currently meets EPA
standards for clean drinking water.
2. Percentage of citizens responding that the
quality of Evanston’s drinking water is either
“excellent” or “good.” (Data source: National
Citizen Survey)
69%
(2003 NCS)
77% 82%
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.
250
City of Evanston
Public Works Department
Performance Measures – Streets and Sanitation
Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
3. Percentage of recyclable materials collected per
ton of total refuse collected. (Data source: Groot
and the Solid Waste Agency of Northern Cook
County [SWANCC])
N/A 28% 35%
4. Recyclable materials collected as a percentage
of the household waste stream. (Data source: Groot
and the Solid Waste Agency of Northern Cook
County [SWANCC])
N/A 26% 35%
5. Percentage of citizens responding that the
quality of Evanston’s garbage collection is either
“excellent” or “good.” (Data source: National
Citizen Survey)
77%
(2003 NCS)
83% 85%
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.
6. Percentage of citizens responding that the
quality of Evanston’s recycling is either “excellent”
or “good.” (Data source: National Citizen Survey)
68%
(2003 NCS)
71% 80%
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.
7. Percentage of citizens responding that the
quality of Evanston’s street repair is either
“excellent” or “good.” (Data source: National
Citizen Survey)
29%
(2003 NCS)
39% 45%
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.
9. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” in Evanston’s
downtown after dark. (Data source: National Citizen
Survey)
68%
(2003 NCS)
65% 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.
251
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 and Sanitation, Transportation, Water and
Sewer, Fleet Services and Facilities. Public Works is also responsible for the operation of the Municipal Service
Center.
FY 2008-2009 Objectives
• Hire an Assistant Director of Public Works
• Develop a five year plan for the Municipal Service Center
• Begin a department-wide safety program
• Begin a department-wide traffic control program for worksites
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Meetings/Hearings of Board of Local Improvements
21 21 18
Parking Committee meetings 10 10 10
Approved Adjustments in 2008-2009 Budget
252
CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2007 -2008 2008 2009-
Appropriation Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 219,600 221,700
61510 HEALTH INSURANCE 24,800 23,200
61615 LIFE INSURANCE 300 400
61625 AUTO ALLOWANCE 5,000 5,000
61710 IMRF 17,500 17,100
61725 SOCIAL SECURITY 9,000 14,000
61730 MEDICARE 2,700 3,200
62210 PRINTING 100
62295 TRAINING & TRAVEL 100 500
62360 MEMBERSHIP DUES 1,100 1,100
62380 COPY MACHINE CHARGES 500 200
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 284,100 290,000
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 2008-2009 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
• Conduct a citywide auction
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Conduct annual truck bay cleanup by all user
departments 1 1 1
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 52 52
Quarterly inspection of 63 overhead doors 4 4 4
Clean and wax all hallway floors 2 2 2
Clean all building carpeting 2 2 2
Approved Adjustments in 2008-2009 Budget
254
CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2007 -2008 2008 2009-
Appropriation Approved
2610 MUNICIPAL SERVICE CENTER
61010 REGULAR PAY 51,000 51,600
61050 PERMANENT PART-TIME 43,400 49,300
61110 OVERTIME PAY 5,000 5,000
61210 LONGEVITY 1,000 1,000
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 300 300
61710 IMRF 4,100 4,300
61725 SOCIAL SECURITY 4,100 6,600
61730 MEDICARE 1,200 1,500
62205 ADVERTISING 400 1,200
62225 BLDG MAINTENANCE SERVICES 3,000 5,000
62235 OFFICE EQUIPMENT MAINT 200 200
62245 OTHER EQMT MAINTENANCE 1,500 10,000
62305 RENTAL OF AUTO-FLEET SER 6,100 6,100
62375 RENTALS 19,250 6,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 4,000
62425 ELEVATOR CONTRACT COSTS 4,800 6,000
62430 CUSTODIAL CONTRACT SERVICES 38,000 35,000
62440 OVERHEAD DOOR CONTRACT COSTS 15,000 15,000
62446 ROOF REPAIR CONTRACTUAL SVCS 1,000 1,000
62518 SECURITY/ALARM CONTRACTS 3,500 4,000
64005 ELECTRICITY 3,200 5,000
64015 NATURAL GAS 99,000 105,000
64540 TELECOMMUNICATIONS - WIRELESS 700 1,000
65005 AGRI/BOTANICAL SUPPLIES 2,500 5,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 50,000 50,000
65040 JANITORIAL SUPPLIES 10,000 7,000
65050 BLDG MAINTENANCE MATERIAL 15,000 18,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 5,000 6,000
65095 OFFICE SUPPLIES 600 1,500
65515 OTHER IMPROVEMENTS 10,000 12,000
2610 MUNICIPAL SERVICE CENTER 415,150 435,300
255
City of Evanston
Division of Transportation
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2620 – E.D.O.T. Administration 180,813 287,700 214,567 220,800
2625 – Engineering 708,917 813,000 807,341 845,300
2630 – Traffic Engineering 370,904 476,300 420,651 510,000
2635 – Traffic Signs 301,743 327,900 326,633 332,400
2640 – Signals & Streetlights 774,233 886,400 875,462 906,700
2645 – Enforcement & Tickets 1,118,841 1,382,800 1,323,339 1,348,300
2650 – School Crossing Guards 284,287 346,600 321,023 371,900
Total Expenditures: $ 3,739,738 $ 4,520,700 $ 4,289,016 $ 4,535,400
Revenues:
52010 – Vehicle Licenses 2,209,464 2,200,000 1,787,978 2,695,000
52530 – Boot Release Fee 77,985 115,000 87,450 95,900
52505 – Parking Ticket Fines 3,174,170 3,300,000 3,600,051 3,547,500
52131 – Visitor Parking Permits 13,870 14,000 13,152 14,300
52130 – Resident Parking Permits 116,288 120,000 110,671 212,000
56175 – Ryan Field Parking Permits 17,141 12,000 16,323 12,000
Total Revenues: $ 5,608,918 $ 5,761,000 $ 5,615,625 $ 6,576,700
Notes for Financial Summary
• A CE II Permits Engineer position was transferred out of Engineering and into Traffic Engineering where it will
report to the Senior Traffic Engineer in charge of all Public Works Right-of-Way Permits. This move explains the
increase in the proposed budget in business unit 2630 and corresponding decrease in business unit 2625.
• The decrease in the proposed budget for 2645 – Enforcement & Tickets reflects the proposed elimination of a
parking enforcement officer position in 2008 through the early retirement initiative. The need for the position was
eliminated when the City shifted from a night-time street sweeping operation to a daytime street sweeping
operation.
• The increase in the vehicle license projections is attributed to a proposed fee increase from $60 to $75 per
sticker, which would generate approximately $495,000 in additional revenue.
• The increase in Parking Ticket Fine revenue is due to a projected $252,100 increase in revenue for a proposed
increase of the expired meter violation from $10 to $15 and $188,200 in additional revenue derived as a result of
a proposed outsourcing of citation and secondary collection processing.
• The increase in Residential Parking Permits revenue is due to a projected $35,000 increase in revenue for a
proposed increase of the residential parking permit fee from $10 to $15.
Performance Report on FY 2007-2008 Major Program Objectives
The Division of Transportation has completed the following projects in the FY06-07 fiscal year:
STREET INFRASTRUCTURE AND ADA COMPLIANCE
• Engineering and construction of 4 Special Assessment concrete alleys with drainage and oversight of 2
additional privately constructed alleys.
• Engineering and construction of 4 parking lot resurfacing projects
• Annual Street Resurfacing Program of 4.85 miles of street improvements - 1st year of new 5-Yr. Plan.
• Achieved design approval of Ridge Avenue Roadway Improvement in just 12 months.
• Installation of all Traffic Calming devices approved by the City Council
• All 50/50 sidewalk project requests
256
City of Evanston
Division of Transportation
• Over 7,900 linear feet of sidewalk and 49 ADA ramps installed
• Completion of major street upgrades including Asbury Avenue, Church Street and McDaniel Street
• Completed bridge inspection on all City of Evanston Bridges and completed 10-Year Bridge Plan
• Awarded APWA Project of the Year for McCormick Boulevard Roadway Improvement Project.
TRAFFIC STUDY, SIGNAL AND INTERSECTION UPGRADES
• Completion of the City's largest signal project ever - Ridge Avenue Signal Project - 12 new signals installed
and 21 upgraded and interconnected
• Completion of Central, Crawford, Gross Point Signal Project
• Completion of Chicago Avenue Signal Replacement and Interconnect Project including signals at Grove,
Greenwood and Lake.
• Completion of traffic studies on Central Street, Dodge Avenue at Crain Street, and Oakton Intersections.
• Upgrade of Downtown Traffic Model to include new planned and permitted development projects
• Design approvals for Central/Ridge and Central/Girard Traffic Signals
• Design approvals for new interconnected signals on Oakton at new Oakton Shoppes.
PARKING SYSTEMS IMPROVEMENTS
• Completed upgrade of DataPark Parking Access and Revenue Control Equipment at all three downtown
parking garages to reduce CPS staffing and to automate the Church Street Self-Park..
• Implemented new pilot project for electronic central multi-meter in Lot 24 to allow credit card payments.
• Modified Parking Enforcement and Signing Program for Daytime Streetsweeping Initiative.
• Negotiated lease agreement with CTA for the Ivy Court Parking Lot
• Included new shared parking arrangements with ZipCar and IGO in garages and lots and new lease with
Enterprise Car Rental in Maple
• Converted to 24/7 parking at Church Street garage
• Increased monthly parking lease sales for downtown garages to nearly 3,000 including Evanston Place and
Sherman Plaza condo leases.
TRANSIT IMPROVEMENTS
• Coordinated right-of-way improvements and permit compliance for completion of the new CTA Church
Street Viaduct in 2007.
• Completed Skokie Swift Travel Market Analysis Project
• Secured RTA grant funding for the City's 20-Year Multi-Modal Transportation Plan
OTHER CITYWIDE PROJECTS
• Secured over $7 Million in state and federal transportation funding for Sheridan Road Jurisdictional Transfer
and Resurfacing and for Lake Street Resurfacing.
• Initiated Phase I Engineering of Sheridan Road improvements
• Reviewed and approved IDOT Emerson Street Bridge Replacement for 2008
• 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 160 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 Stormwater Management Ordinance.
• Completed upgrade to Public Works Development Review Guidelines document
• Implemented construction of Evanston Bike Plan and initiated new bike rack policy.
2008-2009 Department Initiatives
• Secure funding and initiate design for major bridge improvement included in 10-year Bridge Plan
• Implement Second Year of construction of 5-Year Street Improvement Program
• Complete 5-Year Parking Facilities Improvement Plan.
257
City of Evanston
Division of Transportation
• Complete 20-Year Multi-Modal Transportation Plan
• Secure funding for Location and Engineering Feasibility Study for a new Evanston Station on the CTA Yellow
Line (Skokie Swift).
• Complete Ridge Avenue Roadway Improvement Project.
• Initiate Phase II engineering of Sheridan Road Improvement Project
• 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.
• Complete conversion of metered parking lots to multi-space metering to allow credit card payments and pay-
by-cell phone technology.
• Complete thorough program review of Crossing Guard Program and recommend improvements through
Transportation Plan.
• Complete development of comprehensive sidewalk program through Transportation Plan.
• Complete review and development of comprehensive alley paving program to increase the rate of alley
paving and develop sustainable alternatives to the City's concrete alley specification.
• Complete design/construction of Chicago Streetscape on east side of Chicago Ave. between Lee and
Greenleaf
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, Water & Sewer design, private development reviews, 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 an executive
secretary.
FY 2008-2009 Objectives
• Manage Development of Citywide Transportation Plan
• Implement Citywide bike plan.
• Manage construction of approved Chicago Ave. Streetscape design in coordination with planned development
• Coordinate construction of Ridge Avenue
• Manage consultant design of Sheridan Road
• Implement 2nd year of 5-Year Street Improvement Program
• Continue work on 5-year capital plans due for completion in 2008
• Continue improving new Public Works Development Review Guidelines document
• Secure Bridge Funding in support of 10-year bridge plan.
• Initiate design of federally funded Lake Street Resurfacing Project.
• Continue improvements to new ROW Permit Process
• Continue replacement of Chicago Avenue Traffic Signal System
• Secure RTA funding for New Skokie Swift Station Locations and Engineering Feasibility Study
• Now that Tallamadge Lights have all been upgraded to induction lighting, update Davit lights citywide
• 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.
• Implement new parking ticket processing and enforcement equipment.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Federal and State Grant Funding Leveraged/Secured * $4,201,880 $7,165,000 $3,755,000
* Not including MFT funding for roadway improvements and maintenance.
2006-07 - $7,880 LED Signal Grant, $474,000 CMAQ grant for Ridge Signals, $3,600,000 for Ridge Roadway JT
and upgrade, $120,000 RTAP Grant for Skokie Swift Study
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 – (PROJECTED) $105,000 TARP funding for Emerson Street Resurfacing, $200,000 RTAP grant funding
for Station Location and Engineering Feasibility of Skokie Swift, $250,00 Bridge Funding Program (bridge TBD),
$500,000 CMAQ funding for Streetscape Project. $1,000,000 Sheridan Road Signal Upgrade, Interconnect and
Coordination - funding through North Shore Council of Mayors. $1,700,000 federal and state funding for Sheridan
Road Construction between Isabella Street and the Wilmette Village line.
Approved Adjustments in 2008-2009 Budget
259
CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2007 -2008 2008 2009-
Appropriation Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 159,900 170,000
61210 LONGEVITY 1,000 1,000
61510 HEALTH INSURANCE 19,800 18,500
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 200 200
61710 IMRF 12,700 12,900
61725 SOCIAL SECURITY 6,600 10,600
61730 MEDICARE 2,000 2,500
62180 STUDIES 80,000
62295 TRAINING & TRAVEL 1,200 1,300
62360 MEMBERSHIP DUES 800 300
64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100
2620 E.D.O.T. ADMINISTRATION 287,700 220,800
260
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 utility permits for Com-ED, NICOR, Ameritech and other utility companies.
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 the public right-of-way,
• Coordinates the ADA Ramp Program, Block Curb and 50/50 Sidewalk and Curb Replacement Programs
• Reviews, approves and monitors utility work on public R.O.W.
• Review & approve civil work for private developments
• Reviews easements, vacations and dedications
• Attends meetings with technical personnel from other communities on behalf of the City.
FY 2008-2009 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
• Bid out 2008 Roadway construction in January or February to foster competitive bidding and improve pricing
• 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
• Ridge Avenue roadway construction
• Lake Street and Sheridan Road design
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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
7.9 miles
Prepare plans, specifications and cost estimates for
Special Assessment alley paving project.
9 Alleys
6 Alleys
7 Alleys
Preparation of plans, specification and cost estimate
for water main replacement project
3 Segments of
water main
replaced
2 Segments of
water main
replaced
8 segments of
water main to
be replaced
261
City of Evanston
Division of Transportation
2625 – Engineering
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Preparation of plans, specification and cost estimate
for sewer replacement project
Sewer work on 10
streets
Sewer work on
14 streets
completed
Sewer work
on 20 streets
Preparation of bid documents for sidewalk program 19,742 feet 7,900 feet 10,000 feet
Preparation of bid documents for Parking Lot
Improvements
0 4 1
Preparation of bid documents for ADA Ramps program 86 49 60
Private development review 172 165 160
Utility permits reviewed & approved 62 65 65
Block Curb Program 7,726 feet
replaced
6,500 feet
replaced
8,000 feet
Approved Adjustments in 2008-2009 Budget
262
CITY OF EVANSTON
ENGINEERING
2625
2007 -2008 2008 2009-
Appropriation Approved
2625 ENGINEERING
61010 REGULAR PAY 528,300 560,500
61055 TEMPORARY EMPLOYEES 4,100 4,100
61110 OVERTIME PAY 20,000 20,000
61210 LONGEVITY 8,800 8,800
61510 HEALTH INSURANCE 89,100 74,000
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,200 1,200
61710 IMRF 46,900 48,900
61725 SOCIAL SECURITY 25,600 40,300
61730 MEDICARE 7,700 9,400
62210 PRINTING 800 1,200
62235 OFFICE EQUIPMENT MAINT 2,800 2,800
62245 OTHER EQMT MAINTENANCE 400 300
62275 POSTAGE CHARGEBACKS 400 1,500
62280 OVERNIGHT MAIL CHARGES 400 300
62295 TRAINING & TRAVEL 3,000 1,500
62305 RENTAL OF AUTO-FLEET SER 44,800 44,800
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 2,500 1,000
64540 TELECOMMUNICATIONS - WIRELESS 7,500 6,600
64545 PERSONAL COMPUTER SOFTWARE 10,000 10,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 400 300
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 900 1,200
65555 PERSONAL COMPUTER EQUIPMENT 800
2625 ENGINEERING 813,000 845,300
263
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 2008-2009 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:
Coordinate with Parks and Recreation Dept. on the Lake Front Master Planning effort.
Complete study for city wide bike rack installation locations and start implementation.
• Traffic Signals Upgrade Project:
Complete Phase II Engineering to upgrade 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Traffic studies including traffic counts conducted 66 65 65
Accident data maintained 2484 2480 2480
Permits issued 660 850 1200
Neighborhood traffic calming survey - post cards mailed 1381 1100 1350
Speed humps installed 31 6 38
Alley speed bumps petition processed 21 31 30
Approved Adjustments in 2008-2009 Budget
The traffic engineering budget was adjusted up to allow for the purchase of a computer work station and equipment
for the new permits engineer position.
264
CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2007 -2008 2008 2009-
Appropriation Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 351,600 361,100
61055 TEMPORARY EMPLOYEES 2,100 2,100
61110 OVERTIME PAY 4,000 6,000
61510 HEALTH INSURANCE 34,700 41,700
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500 500
61710 IMRF 23,200 23,100
61725 SOCIAL SECURITY 12,300 19,100
61730 MEDICARE 3,700 4,500
62210 PRINTING 7,600 10,000
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 300 200
62275 POSTAGE CHARGEBACKS 3,000 2,000
62295 TRAINING & TRAVEL 1,000 500
62305 RENTAL OF AUTO-FLEET SER 13,800 13,800
62360 MEMBERSHIP DUES 900 1,100
62380 COPY MACHINE CHARGES 200 200
62506 WORK-STUDY 6,700 6,700
64540 TELECOMMUNICATIONS - WIRELESS 6,600 7,600
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65085 MINOR EQUIPMENT & TOOLS 1,200 1,500
65090 SAFETY EQUIPMENT 200 300
65095 OFFICE SUPPLIES 800 900
65620 OFFICE MACH. & EQUIP.1,700
65625 FURNITURES & FIXTURES 3,500
2630 TRAFFIC ENGINEERING 476,300 510,000
265
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 2008-2009 Objectives
• Continue sign fabrication, installation, maintenance and removal as needed
• Continue implementing a multi-year Citywide pavement marking plan
• Bid out 2008 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Signs removed 1,364 1,457 1,200
Signs repaired/replaced 765 2,366 1,200
Signs fabricated 1,953 3627 2,500
New signs installed 1,854 1771 1,500
Special events coordinated (large and small) 800 788 800
Linear feet of pavement marking applied 35,195 20,622 35,000
Crosswalks, legends, arrows 516 591 700
Parking stalls marked 1,283 241 300
Approved Adjustments in 2008-2009 Budget
266
CITY OF EVANSTON
TRAFFIC SIGNS
2635
2007 -2008 2008 2009-
Appropriation Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 164,900 166,700
61110 OVERTIME PAY 18,000 18,000
61210 LONGEVITY 4,800 4,800
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 400 400
61710 IMRF 13,100 13,000
61725 SOCIAL SECURITY 7,700 11,700
61730 MEDICARE 2,300 2,500
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 37,200 37,200
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65115 TRAFFIC CONTROL SUPPLI 48,000 48,500
2635 TRAFFIC SIGNS 327,900 332,400
267
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 2008-2009 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Electro Mechanical Controllers serviced 17 13 11
Arterial timings checked 12 11 10
Tallmadge Street lights upgraded 1,080 805 0
Street light bulbs replaced 296 313 250
Street light repairs made 131 165 200
Signal bulbs replaced 1,084 535 700
Signal repairs made 402 427 500
Approved Adjustments in 2008-2009 Budget
268
CITY OF EVANSTON
TRAF. SIG. & ST. LIGHT. MAINT
2640
2007 -2008 2008 2009-
Appropriation Approved
2640 TRAF. SIG. & ST. LIGHT. MAINT
61010 REGULAR PAY 294,400 306,700
61110 OVERTIME PAY 35,000 35,000
61210 LONGEVITY 5,300 5,300
61510 HEALTH INSURANCE 49,500 46,200
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500 500
61710 IMRF 23,500 26,200
61725 SOCIAL SECURITY 13,800 21,400
61730 MEDICARE 4,100 5,000
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 400 500
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 44,000 44,400
65085 MINOR EQUIPMENT & TOOLS 1,000 600
2640 TRAF. SIG. & ST. LIGHT. MAINT 886,400 906,700
269
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 6 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.
Supervisory staff members in this program element also coordinate, train, and supervise the school crossing guard
program.
This program element is also responsible 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 2008-2009 Objectives
• Implement new software and hardware for issuing and tracking tickets in new database and assist in the transfer
or existing database into new software database.
• Replace 5 enforcement vehicles during the fiscal year.
• Implement training, marketing and promotional campaign to improve the image and services of the PEO in the
community.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Parking tickets issued 131,166 137,694 136,500
Vehicles Booted 676 713 760
Approved Adjustments in 2008-2009 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 PEOs no longer back up the
crossing guard program allows 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.
270
CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2007 -2008 2008 2009-
Appropriation Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 825,100 799,600
61110 OVERTIME PAY 35,400 41,000
61210 LONGEVITY 6,100 6,100
61510 HEALTH INSURANCE 158,400 138,700
61615 LIFE INSURANCE 1,700 1,700
61630 SHOE ALLOWANCE 1,700 1,700
61710 IMRF 65,800 63,800
61725 SOCIAL SECURITY 35,700 52,200
61730 MEDICARE 10,700 12,200
62185 OTHER CONSULTING SERVICES 6,800 6,600
62245 OTHER EQMT MAINTENANCE 24,500 24,500
62295 TRAINING & TRAVEL 1,500 1,000
62305 RENTAL OF AUTO-FLEET SER 98,200 98,200
62360 MEMBERSHIP DUES 300 200
62451 TOWING AND BOOTING CONTRACTS 67,500 60,000
64005 ELECTRICITY 1,900 1,500
64540 TELECOMMUNICATIONS - WIRELESS 11,900 10,700
65020 CLOTHING 6,000 6,000
65045 LICENSING/REGULATORY SUPP 20,000 20,200
65095 OFFICE SUPPLIES 1,100 900
65625 FURNITURES & FIXTURES 2,500 1,500
2645 PARKING ENFORCEMENT & TICKETS 1,382,800 1,348,300
271
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 2008-2009 Objectives
• Initiate with a traffic and safety engineer a program to evaluate vehicular and pedestrian approaches to
schools and develop short-range and long-range recommendations to improve safety for children walking to
and from school.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Intersections Staffed 39 40 40
Approved Adjustments in 2008-2009 Budget
272
CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2007 -2008 2008 2009-
Appropriation Approved
2650 SCHOOL CROSSING GUARDS
61060 SEASONAL EMPLOYEES 325,600 344,600
61710 IMRF 2,600
61725 SOCIAL SECURITY 13,400 21,300
61730 MEDICARE 4,000 5,000
65090 SAFETY EQUIPMENT 1,000 1,000
2650 SCHOOL CROSSING GUARDS 346,600 371,900
273
City of Evanston
Streets & Sanitation Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2665 – Administration $527,998 608,700 631,535 629,800
2670 – Street & Alley Maint. $1,674,985 1,829,875 1,857,271 2,013,700
2675 – Street Cleaning $676,968 927,050 851,057 837,100
2680 – Ice & Snow Removal $373,928 877,200 1,164,945 559,200
2685 – Refuse Col. & Disposal $3,148,226 3,417,042 3,287,433 3,463,800
2690 – Residential Recycling $824,344 838,300 842,430 916,800
2695 – Yard Waste Services $524,390 508,000 553,162 440,400
Total Expenditures: $ 7,750,839 $ 9,006,167 $ 9,187,833 $ 8,860,800
Revenues:
53605 – Sanitation Service Charge 658,979 1,169,200 1,177,715 1,692,400
53610 Sanit. Service Charge Penalty 0 0 19,613 10,000
53615 – Special Pickup Fees 67,243 50,000 64,645 80,000
53650 – State Highway Maintenance 94,099 130,000 182,410 135,000
56155 Trash Cart Sales 0 0 22,997 30,000
Total Revenues: $ 820,321 $ 1,349,200 $ 1,467,380 $ 1,947,400
Notes for Financial Summary
The Division has implemented several recommendations to improve the efficiency and service and the Sanitation
section. Staff introduced new proposals this year to help offset the increasing costs of waste collection and disposal.
One such proposal is the reorganization of yard waste collection reducing the cost of collection by over $170,000.
Performance Report on FY 2007-2008 Major Program Objectives
Expanded the alley resurfacing program by blacktopping six alleys. In addition, fifteen alleys were replaced using a
combination of cold patch and asphalt grindings. Both programs are designed to reduce the cost of ally maintenance.
An evaluation of the Sanitation and Recycling Operations as well as converting sweeping operations from day and
night hours to only daytime hours was completed.
2008-2009 Department Initiatives
• Explore revenue generating opportunities for the division.
• Implement software that tracks work orders and productivity.
274
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 2008-2009 Objectives
• Implement a work order system to track productivity and work requests
• Increase recycling diversion rate by 10%
• Develop division customer service benchmarks
• Develop 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
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2008-2009 Budget
275
CITY OF EVANSTON
STREETS AND SANITATION ADMINIS
2665
2007 -2008 2008 2009-
Appropriation Approved
2665 STREETS AND SANITATION ADMINIS
61010 REGULAR PAY 392,300 405,400
61110 OVERTIME PAY 20,000 20,000
61210 LONGEVITY 6,000 6,000
61510 HEALTH INSURANCE 54,500 50,900
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 400 400
61710 IMRF 31,300 32,500
61725 SOCIAL SECURITY 17,200 26,600
61730 MEDICARE 5,100 6,300
62295 TRAINING & TRAVEL 600 1,000
62305 RENTAL OF AUTO-FLEET SER 42,600 42,600
62360 MEMBERSHIP DUES 1,000 1,200
64540 TELECOMMUNICATIONS - WIRELESS 30,300 28,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 1,000 2,500
65625 FURNITURES & FIXTURES 4,000 4,000
2665 STREETS AND SANITATION ADMINIS 608,700 629,800
276
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.
A permanent crew does the major asphalt street repairs and maintenance, repair work on the paved streets and
alleys, utility openings, and curbs and sidewalks.
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 less
expensive and holds up better in wet weather.
FY 2008-2009 Objectives
• Develop a pavement maintenance program.
• Expand the 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of alleys replaced in-house 18 50 30
Tons of asphalt used for repair 267 250 300
Tons of cold patch used for repair 1,076 1200 1200
Linear feet of sidewalk replaced 28 50 100
Approved Adjustments in 2008-2009 Budget
277
CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2007 -2008 2008 2009-
Appropriation Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 710,900 826,200
61060 SEASONAL EMPLOYEES 21,200 29,000
61110 OVERTIME PAY 45,300 45,000
61210 LONGEVITY 18,200 18,200
61510 HEALTH INSURANCE 128,700 138,700
61615 LIFE INSURANCE 1,300 1,300
61630 SHOE ALLOWANCE 2,000 2,000
61710 IMRF 56,700 67,000
61725 SOCIAL SECURITY 33,600 56,700
61730 MEDICARE 10,000 13,200
62226 COMPOST RELATED SERVICE 8,000
62245 OTHER EQMT MAINTENANCE 500
62295 TRAINING & TRAVEL 1,600 1,500
62305 RENTAL OF AUTO-FLEET SER 533,800 533,800
62415 DEBRIS/REMOVAL CONTRACTUAL COS 67,775 95,000
62509 SERVICE AGREEMENTS / CONTRACTS 12,000 25,000
65020 CLOTHING 800 800
65055 MATER. TO MAINT. IMP.153,500 134,800
65085 MINOR EQUIPMENT & TOOLS 19,000 18,000
65090 SAFETY EQUIPMENT 1,000 1,500
65625 FURNITURES & FIXTURES 4,000 6,000
2670 STREET AND ALLEY MAINTENANCE 1,829,875 2,013,700
278
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 2008-2009 Objectives
• Develop a comprehensive business district maintenance section
• Investigate changing type of sweeper used by the division.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Acctual
2008-2009
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 2008-2009 Budget
279
CITY OF EVANSTON
STREET CLEANING
2675
2007 -2008 2008 2009-
Appropriation Approved
2675 STREET CLEANING
61010 REGULAR PAY 434,400 347,500
61060 SEASONAL EMPLOYEES 39,350 68,600
61110 OVERTIME PAY 10,000 10,000
61210 LONGEVITY 5,400 5,400
61510 HEALTH INSURANCE 79,200 58,500
61615 LIFE INSURANCE 800 700
61630 SHOE ALLOWANCE 500 500
61710 IMRF 34,600 26,300
61725 SOCIAL SECURITY 21,400 20,400
61730 MEDICARE 6,400 4,600
62295 TRAINING & TRAVEL 900 500
62305 RENTAL OF AUTO-FLEET SER 294,100 294,100
2675 STREET CLEANING 927,050 837,100
280
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 snow routes within twelve hours.
• To clear one lane of residential streets within twenty-four hours.
• To clear the other lane of residential streets within forty-eight hours.
• To remove snow from all municipal parking lots within five days after the initial snowfall.
FY 2008-2009 Objectives
• Improve efficiency of snow removal operation
• Locate alternate site for salt dome
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Miles of streets plowed/season N/A 500 500
Miles of streets salted/season N/A 250 250
Tons of salt used/season 4,600 3,500 4,500
Approved Adjustments in 2008-2009 Budget
281
CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2007 -2008 2008 2009-
Appropriation Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 325,000 175,000
61725 SOCIAL SECURITY 10,300 10,800
61730 MEDICARE 3,100 2,600
62305 RENTAL OF AUTO-FLEET SER 61,600 61,600
62451 TOWING AND BOOTING CONTRACTS 70,800 75,000
65015 CHEMICALS 404,500 230,000
65025 FOOD 200 200
65055 MATER. TO MAINT. IMP.500 2,500
65085 MINOR EQUIPMENT & TOOLS 1,200 1,500
2680 SNOW AND ICE CONTROL 877,200 559,200
282
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 2008-2009 Objectives
• Improve efficiency of refuse collection and disposal operation
• Expand in-house sanitation operation to collect one to six family unit residences and all townhouses
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Units served by municipal crews 14,544 14,600 15,000
Number of neighborhood clean ups 375 375 50
Units served by contractual agreements 4,839 4,900 5,000
Collection of bulk items within one week of request
(1= 100%)
100
100
120
Materials collected per month (tons) 1,500 1,500 1,400
Amount of material collected annually (tons) 17,687 18,000 17,000
Approved Adjustments in 2008-2009 Budget
283
CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2007 -2008 2008 2009-
Appropriation Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 794,800 793,900
61050 PERMANENT PART-TIME 19,700 20,800
61060 SEASONAL EMPLOYEES 20,200 28,000
61110 OVERTIME PAY 65,000 60,000
61114 SNOW OT 2,000
61210 LONGEVITY 10,100 10,100
61510 HEALTH INSURANCE 148,500 129,500
61615 LIFE INSURANCE 1,500 1,500
61630 SHOE ALLOWANCE 2,200 2,200
61710 IMRF 63,300 65,100
61725 SOCIAL SECURITY 38,200 56,300
61730 MEDICARE 11,400 13,100
62210 PRINTING 20,500 20,500
62275 POSTAGE CHARGEBACKS 200 400
62295 TRAINING & TRAVEL 1,700 1,000
62305 RENTAL OF AUTO-FLEET SER 525,700 525,700
62380 COPY MACHINE CHARGES 2,000 2,500
62390 CONDOMINIUM REFUSE COLL 451,500 479,500
62405 SWANCC DISPOSAL FEES 1,037,278 1,042,500
62415 DEBRIS/REMOVAL CONTRACTUAL COS 25,000 76,000
65015 CHEMICALS 1,400 300
65020 CLOTHING 1,500 2,000
65055 MATER. TO MAINT. IMP.700 700
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 1,000 1,200
65625 FURNITURES & FIXTURES 102,000 60,000
68310 DEBT SERVC OTHER AGENCIES 68,664 70,000
2685 REFUSE COLLECT & DISPOSAL 3,417,042 3,463,800
284
City of Evanston
Streets and Sanitation
2690 – Residential Recycling Services
Description of Major Activities
Full-recycling removal service is provided once per week to all qualified residential units under this budget element.
Twenty-four routes are scheduled in a four-day work-week (Monday through Thursday). Condominium buildings and
cooperative units (4,869) and all residential units (14,544) are serviced by a private contractor (Groot Recycling &
Waste Services). Employees assisting with this service are budgeted in the Refuse Collection and Disposal, and
Division Administration elements.
FY 2008-2009 Objectives
• Increase recycling by 10%.
• Launch education initiatives in the community.
• Implement Phase I of upgrade to 65 gallon cart from 18 gallon recycling bins.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Tons of material recycled per year 7,085 7,500 8,250
Approved Adjustments in 2008-2009 Budget
285
CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2007 -2008 2008 2009-
Appropriation Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACTUAL COS 695,100 736,800
64005 ELECTRICITY 5,900
64015 NATURAL GAS 6,400
65125 OTHER COMMODITIES 3,500 5,000
65625 FURNITURES & FIXTURES 175,000
68305 DEBT SERVICE-PRINCIPAL 127,400
2690 RESIDENTIAL RECYCLING COL 838,300 916,800
286
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 2008-2009 Objectives
• Improve efficiency of yard waste collection and disposal
• Determine operational impact of discontinuing yard waste drop off site
• Explore revenue generating opportunity as a result of expanding compost operation and/or the operational
impact of suspending the operation
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2,400 2,500
Tons of yard waste dropped off from
April 1 – December 10
N/A 500 500
Approved Adjustments in 2008-2009 Budget
287
CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2007 -2008 2008 2009-
Appropriation Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 190,200 113,800
61060 SEASONAL EMPLOYEES 58,600 75,000
61510 HEALTH INSURANCE 39,600 18,500
61615 LIFE INSURANCE 600 400
61630 SHOE ALLOWANCE 800 600
61710 IMRF 15,100 8,600
61725 SOCIAL SECURITY 10,700 11,700
61730 MEDICARE 3,100 2,700
62210 PRINTING 100
62295 TRAINING & TRAVEL 600 300
62305 RENTAL OF AUTO-FLEET SER 38,300 38,300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 150,000 170,000
65020 CLOTHING 300 500
2695 YARD WASTE COLLECTION 508,000 440,400
288
City of Evanston
Facilities Management Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2697 – Facilities General Support 588,253 559,800 525,325 597,500
2699 – Construction and Repair 1,393,439 1,635,800 1,559,858 1,646,400
Total Expenditures: $ 1,981,692 $ 2,195,600 $ 2,085,183 $ 2,243,900
Revenues:
56010 – Property Sales and Rental 62,901 70,000 73,085 70,000
Total Revenues: $ 62,901 $ 70,000 $ 73,085 $ 70,000
Performance Report on FY 2007-2008 Major Program Objectives
• Staff has improved work tracking by the field force.
• Staff continues to work on the ICMA performance measurements. Working with BPAT to facilitate new
reports to improve tracking of performance measurements.
• Working with SPP to address 11 month punch list
• Staff continues to work with BUILDER software but needs in other areas have reduced the time available.
• Meeting room Manager has been successfully rolled out.
• Plans and specs have been created and staff is working on the alteration of the actual wiring to
accommodate the use of the temporary Generator at the Service Center.
• An additional 8 tons of paper was removed from the attic to improve storage efficiencies in the Civic Center.
• A contract has been signed for Fire Station #5 for construction services. The project is scheduled to be
completed by the Summer of 2008.
• CARE and the City have signed a construction agreement. The EPA is scheduled to perform an
Environmental Investigation at the Site. The RFP for the Architect has been prepared and Construction
Drawings are scheduled to begin in the spring of 2008.
• Plans and specifications for the rehabilitation project of the second floor at the Police Headquarters are
nearly complete. Construction is scheduled to begin in the spring of 2008.
• The renovation of the improved children’s area at the main library is complete.
2008-2009 Department Initiatives
• Continued management of efforts on the Strategic Plan Goal #4.
• Continue to work with the Sustainability Coordinator towards reduction in energy consumption in City-Owned
Buildings.
• Based on ideas developed for the program budget presentation, make modifications to employee
timekeeping and tracking for better analysis of workload and building maintenance costs.
• Improve energy management and purchasing techniques
289
City of Evanston
Division of Facilities Management
2697 – Facilities Administration
Description of Major Activities
Staff in this business unit issue work orders for various types of trade work and ensure efficient utilization of allotted
resources in the execution of these orders. Personnel provide space planning to other City departments and assist in
the purchase and installation of office furniture. Personnel keep departmental and building records, inventories, and
payroll data current.
Specifications for construction projects and purchases, preparation of the department budget, and implementation of
the preventive maintenance program are provided by this business unit. General Support administers the complete
purchasing cycle for requisitions up to the authorized dollar value, processes invoices and vouchers for commodities,
and services other contracts in a timely manner. Historical records of all work done by this department are also
maintained.
Supervision of Civic Center operations and office furniture standards is provided by this business unit. This includes
training, maintenance, inventory control, and record keeping for purposes of internal work distribution. Software
management of the Computerized Maintenance Management System (CMMS) and BUILDER, the financial planning
software for buildings, is performed by staff. Full implementation of the Room Scheduling software EMS will provide
for a customer friendly system of room reservation in the Civic Center and may, in the future, be used in other
facilities.
Custodial maintenance staff receives and distributes equipment, supplies, and other items delivered to the Civic
Center. Staff responds to Civic Center requests for repairs and maintenance in addition to monitoring heating and air
conditioning units as necessary. Custodial staff also provides janitorial services during normal business hours,
monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Finally, staff
gathers and stages the pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office as
needed.
FY 2008-2009 Objectives
• In order to provide for better long range fiscal planning for City facilities, add an additional 3 buildings into the
BUILDINGS software by February, 2009
• Continue moving forward on Strategic Goal #4, work with our consultant on space planning for the Civic Center
and complete by April, 2008.
• In order to improve the adoption operations currently in place at the Animal Shelter, work with the members of
CARE to develop plans and specifications and start construction by November 2008.
• Using the existing energy database, identify areas of potential savings and establish energy reduction goals.
• To provide for more professional audio/visual presentations in the Civic Center meeting rooms: install overhead
projectors in three meeting rooms by September 2008.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Buildings in BUILDER software 0 3 6
Cooling system preparation May 21, 2006 May 15, 2006 May 15, 2007
Heating system preparation October 30, 2006 October 25, 2006 October 25, 2007
Deliveries received 2,500 2,500 2,500
Civic Center repair costs / sq. ft. 1.29 est. 2.46 4.00
Annual Civic Center gas usage – therms / sq. ft. 0.29 0.29 0.28
Room set-ups 2173 2000 2000
Pounds of office paper recycled 81350 80,000 80,000
Approved Adjustments in 2008-2009 Budget
290
CITY OF EVANSTON
FACILITIES ADMINISTRATION
2697
2007 -2008 2008 2009-
Appropriation Approved
2697 FACILITIES ADMINISTRATION
61010 REGULAR PAY 218,900 245,700
61050 PERMANENT PART-TIME 5,500 5,800
61055 TEMPORARY EMPLOYEES 4,000 4,000
61110 OVERTIME PAY 4,500
61210 LONGEVITY 2,900 2,900
61510 HEALTH INSURANCE 36,300 37,000
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 600 600
61710 IMRF 17,400 18,700
61725 SOCIAL SECURITY 9,700 16,000
61730 MEDICARE 2,900 3,500
62225 BLDG MAINTENANCE SERVICES 75,200 76,300
62235 OFFICE EQUIPMENT MAINT 500 500
62245 OTHER EQMT MAINTENANCE 21,200 21,600
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 9,200 9,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 1,200 1,700
62376 2603 SHERIDAN RENTALS EXPENSE 4,000 4,000
62380 COPY MACHINE CHARGES 3,400 3,400
62509 SERVICE AGREEMENTS / CONTRACTS 4,200
62785 FIRE SAFETY EDUCATION 500 500
64005 ELECTRICITY 20,000 20,000
64015 NATURAL GAS 71,100 71,100
64540 TELECOMMUNICATIONS - WIRELESS 13,200 13,200
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65015 CHEMICALS 5,000 5,000
65040 JANITORIAL SUPPLIES 9,000 9,000
65050 BLDG MAINTENANCE MATERIAL 14,000 14,000
65085 MINOR EQUIPMENT & TOOLS 1,800 1,800
65090 SAFETY EQUIPMENT 1,800 1,800
65095 OFFICE SUPPLIES 2,000 2,000
2697 FACILITIES ADMINISTRATION 559,800 597,500
291
City of Evanston
Division of Facilities Management
2699 – Construction and Repair
Description of Major Activities
This business unit provides for the routine maintenance and minor improvements of 46 City-owned facilities. These
include the Civic Center, Service Center, Police Station and outpost, fire headquarters and five fire stations, nine park
shelters, seven beach shelters, seven recreation centers, Noyes Cultural Art Center, Fountain Square, and Merrick
Rose Garden fountains. 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 footage exceeds 2,100,000 square feet. Work crews handle
plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, and masonry and tile repairs. Work orders
are received from the General Support business unit (#2005). Crews also assist other City departments in the
operation of some of their programs, including consultation on construction, furniture layout, ADA, movement of
materials, and repairs to furniture.
FY 2008-2009 Objectives
• In order to provide for adequate quarters for fire fighters and equipment, complete the construction of a new Fire
Station #5 by October, 2008.
• To finalize the rehabilitation of the Police Headquarters, complete the second floor project by February, 2009.
• To provide for future rental capabilities at the Evanston Art Center Coach House, manage the rehabilitation
project and complete by August 2008.
• To provide for improved and future capabilities at the Evanston Animal Shelter, manage the addition project and
start Construction by March 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Man-hours related to work orders 14,041 14,000 14,000
Work orders completed 3,101 3,300 3,300
Total construction budget oversight $8,093,185 $7,000,000 $7,000,000
Safety/training meetings 24 24 24
Approved Adjustments in 2008-2009 Budget
292
CITY OF EVANSTON
CONSTRUCTION & REPAIR
2699
2007 -2008 2008 2009-
Appropriation Approved
2699 CONSTRUCTION & REPAIR
61010 REGULAR PAY 1,004,600 1,090,700
61062 SPECIAL EVENT SALARIES 15,000
61110 OVERTIME PAY 13,500
61210 LONGEVITY 18,600 18,600
61510 HEALTH INSURANCE 158,400 147,900
61615 LIFE INSURANCE 1,600 1,600
61630 SHOE ALLOWANCE 2,200 2,200
61710 IMRF 80,100 83,500
61725 SOCIAL SECURITY 43,300 68,500
61730 MEDICARE 12,900 16,000
62135 ARCHITECTURAL SERVICES 1,000 1,000
62225 BLDG MAINTENANCE SERVICES 78,000 9,600
62245 OTHER EQMT MAINTENANCE 8,000 8,000
62295 TRAINING & TRAVEL 1,500 800
62305 RENTAL OF AUTO-FLEET SER 88,300 88,300
62355 LAUNDRY/OTHER CLEANING 500 500
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 400 400
62509 SERVICE AGREEMENTS / CONTRACTS 37,000 37,000
65015 CHEMICALS 3,000 3,000
65020 CLOTHING 400 400
65050 BLDG MAINTENANCE MATERIAL 48,000 49,400
65055 MATER. TO MAINT. IMP.4,000 4,000
65070 OFFICE/OTHER EQT MTN MATL 8,000 8,000
65085 MINOR EQUIPMENT & TOOLS 4,000 4,000
65090 SAFETY EQUIPMENT 3,000 2,500
2699 CONSTRUCTION & REPAIR 1,635,800 1,646,400
293
City of Evanston
Library Department
Three Year Fiscal History
$4,854,700 $4,805,000
$4,450,347
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009 General Fund
Budget
5.11%
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2008-2009
Position FTE
Children's Services
Full-Time Regular Librarian I 2.74
Full-Time Regular Librarian III 1.00
Full-Time Regular Library Assistant 2.39
Part-time Regular Library Aide I 0.81
Part-time Regular Library Technical Aide 0.27
Part-time Regular Shelver 0.80
2805 Total 8.01
Reader's Services
Full-Time Regular Librarian I 4.00
Full-Time Regular Librarian III 1.00
Part-time Regular Library Technical Aide 0.48
Part-time Regular Readers' Advisor 2.89
2810 Total 8.37
References Services and Periodicals
Full-Time Regular Periodicals Supervisor 1.00
Full-Time Regular Librarian I 3.84
Full-Time Regular Librarian II 1.00
Full-Time Regular Librarian III 1.00
Part-time Regular Library Aide I 0.35
Part-time Regular Library Clerk 2.93
2815 Total 10.12
294
City of Evanston
Library Department
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description
2008-2009
Position FTE
Circulation
Full-Time Regular Circulation Supervisor 1.00
Full-Time Regular Clerk III 1.00
Full-Time Regular Library Aide II 1.50
Part-time Regular Library Clerk 5.97
Part-time Regular Security Monitor 2.01
Part-time Regular Shelver 4.51
2820 Total 15.99
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 Librarian I 0.53
Full-Time Regular Librarian III 1.00
Full-Time Regular Library Assistant 2.00
Part-time Regular Clerk Typist II 1.00
Part-time Regular Library Clerk 2.35
2835 Total 12.13
Maintenance
Full-Time Regular Facilities Maintenance Worker/ Custodian II 3.00
Part-time Regular Facilities Maintenance Worker/ Custodian I 0.64
2840 Total 3.64
Administration
Full-Time Regular Admin Services Manager 1.00
Full-Time Regular Clerk III 1.00
Full-Time Regular Administrative Coordinator 1.00
Full-Time Regular Director, Library 1.00
Part-time Regular Clerk I 0.51
2845 Total 4.51
Library Total 68.35
295
City of Evanston
Library Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2805 – Children’s Services 488,795 530,300 586,345 553,700
2810 – Readers’ Services 610,364 749,100 755,324 733,100
2815 – Reference & Periodicals 756,536 852,100 813,272 804,600
2820 – Circulation 492,847 528,700 570,858 594,900
2825 – North Branch 149,365 163,300 184,272 161,100
2830 – South Branch 200,373 216,200 227,260 195,700
2835 – Technical Services 878,718 837,300 733,148 780,100
2840 – Maintenance 436,197 485,500 484,121 479,800
2845 - Administration 437,152 492,200 539,871 502,000
Total Expenditures: $ 4,450,347 $ 4,854,700 $ 4,894,471 $ 4,805,000
Revenues:
57515 – Library Material Replacement 14,076 20,000 20,925 21,000
57535 – Copy Machine Charges 22,646 26,000 20,710 27,000
52610 – Library Fines & Fees 182,477 182,000 177,962 208,000
57540 – Meeting Room Fees 7,195 9,000 7,760 7,500
57525 – Miscellaneous Revenue 736 500 2,629 1,000
57550 – Multimedia Collection 591 0 0 0
57510 – Non-resident Cards 2,890 4,000 3,580 3,000
57545 – North Branch Rental Income 29,700 0 30,888 0
51615 – Personal Property Repl. Tax 49,700 49,700 49,700 50,200
57520 – Reserves on Library Materials 7,196 7,500 7,861 7,500
55245 – State Per Capita Grant 91,128 91,400 91,400 90,900
57505 – Video Rentals 37,119 40,000 34,402 33,000
Total Revenues: $ 445,454 $ 430,100 $ 439,470 $ 446,600
Notes for Financial Summary
Library book budgets reduced by $50,000 to help balance the General Fund.
Two full-time positions replaced with part-time positions to achieve ERI savings.
Performance Report on FY 2007-2008 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.
296
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.
2008-2009 Department Initiatives
• Complete a Library Strategic Plan by August, 2008.
• Begin the planning and design of the renovations of both branch libraries.
• Begin a capital campaign to help fund the renovations of the branch libraries.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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)
N/A TBD
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2008.
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)
N/A TBD
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2008.
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)
82%
(2003 NCS)
79% 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.
4. Percentage of citizens rating the quality of
Evanston’s public library services as either
“excellent” or “good.” (Data source: National
Citizen Survey)
90%
(2003 NCS)
87% 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.
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)
N/A 86% 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.
297
City of Evanston
Library
2805 – Children’s Services
Description of Major Activities
Children's Services provides library services for all Evanston children (from infancy through junior high), parents,
teachers, 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 book collection and promote children's literature, library services, and literacy. The
Children's Services collection comprises over 98,400 books and 78,400 audio-visual items.
FY 2008-2009 Objectives
• Provide literary, educational, and cultural programs for a combined audience of 23,000 children during FY 08-09
• Establish 25,000-child book links in FY 2008 – 2009
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library
• Visit all District 65 kindergarten classrooms as part of a kindergarten library card drive
• Bring at least three weekly book-based programs for school-aged children to before- or after-school sites
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Materials lent to patrons 309,921 300,000 310,000
Library programs held for children 915 900 900
Children attending Library programs 22,559 24,100 26,000
Participants in the Summer Reading Game 1,349 1,958 2,000
Approved Adjustments in 2008-2009 Budget
298
CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2007 -2008 2008 2009-
Appropriation Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 232,000 234,100
61012 LIBRARY SUBSTITUTES 6,300 6,300
61050 PERMANENT PART-TIME 116,500 139,900
61055 TEMPORARY EMPLOYEES 900 900
61210 LONGEVITY 3,900 3,900
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61710 IMRF 18,500 17,900
61725 SOCIAL SECURITY 14,800 23,800
61730 MEDICARE 4,400 5,600
62295 TRAINING & TRAVEL 800 600
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65100 LIBRARY SUPPLIES 700 800
65630 LIBRARY BOOKS 71,200 62,100
65635 PERIODICALS 1,500 1,500
65640 AUDIO RECORDINGS 8,400 9,100
65645 MULTIMEDIA COLLECTION 1,300 700
65650 VISUAL MEDIA COLLECTION 8,600 8,600
2805 CHILDREN'S SERVICES 530,300 553,700
299
City of Evanston
Library
2810 – Reader’s Services
Description of Major Activities
Reader's Services provides assistance to patrons in locating materials in the library and in other resource centers,
answers readers' advisory questions; promotes understanding and use of the library through bibliographies, tours and
displays; and selects all adult books and audio-visual materials for circulating collections. The Reader's Services
department responds to patron questions both in person and by telephone. The adult circulating collection is
comprised of over 288,460 books and 25,600 audio-visual items.
FY 2008-2009 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
• Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
• Fill 30% of reserves for adult materials within 7 days and 75% within 30 days and to measure the performance
on this objective by collecting and reviewing data in October, 2008.
• Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2009.
• Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience
of 4,000 during FY 2008 – 09.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Reference and directional questions answered 97,450 90,000 90,000
Number of Teen programs presented na 100 100
Teens attending programs na 2,000 2,000
Number of adult programs presented 204 150 150
Adults Attending Programs 5,774 3,800 4,000
Approved Adjustments in 2008-2009 Budget
300
CITY OF EVANSTON
READER'S SERVICES
2810
2007 -2008 2008 2009-
Appropriation Approved
2810 READER'S SERVICES
61010 REGULAR PAY 285,900 299,900
61012 LIBRARY SUBSTITUTES 4,900 4,900
61050 PERMANENT PART-TIME 145,700 125,000
61055 TEMPORARY EMPLOYEES 1,400 1,400
61210 LONGEVITY 7,600 7,600
61510 HEALTH INSURANCE 49,500 46,200
61615 LIFE INSURANCE 300 300
61710 IMRF 20,800 23,200
61725 SOCIAL SECURITY 18,300 27,100
61730 MEDICARE 5,500 6,300
62295 TRAINING & TRAVEL 700 500
62340 COMPTER LICENSE & SUPP 3,800 3,800
65100 LIBRARY SUPPLIES 600 600
65630 LIBRARY BOOKS 162,500 141,900
65640 AUDIO RECORDINGS 28,000 30,200
65645 MULTIMEDIA COLLECTION 500 1,100
65650 VISUAL MEDIA COLLECTION 13,100 13,100
2810 READER'S SERVICES 749,100 733,100
301
City of Evanston
Library
2815 – Reference Services & Periodicals
Description of Major Activities
Reference Services & Periodicals provides assistance to patrons in locating information and materials within the
Evanston Public Library and from other sources, selects all materials for the reference collection, maintains a
periodicals collection; responds to questions in person, by telephone and by written correspondence and collects
Evanston documents and materials. The reference collection consists of approximately 20,000 volumes, 33 online
databases, and a large collection of clipping files and pamphlets. There are specialized collections on careers, grants
and foundations, and small business. The periodicals collection consists of 838 titles.
FY 2008-2009 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
• Provide 80 classes on the use of the Internet and other electronic resources in FY 2008 – 09.
• Host at least 10 class or tutoring group tours or work sessions either in the Reference department or at local
schools or tutoring centers.
• Have 30% of Library cardholders successfully use an online subscription product remotely.
• Give at least 10 presentations to community groups on the Library’s reference resources.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Reference and directional questions answered 102,790 105,000 105,000
Periodicals used in-house 21,146 20,000 20,000
Patrons using Internet in-house 60,310 62,000 63,700
Approved Adjustments in 2008-2009 Budget
302
CITY OF EVANSTON
REFERENCE SRVS & PERIODICALS
2815
2007 -2008 2008 2009-
Appropriation Approved
2815 REFERENCE SRVS & PERIODICALS
61010 REGULAR PAY 304,000 249,400
61012 LIBRARY SUBSTITUTES 4,000 4,000
61050 PERMANENT PART-TIME 183,500 192,900
61055 TEMPORARY EMPLOYEES 4,100 4,100
61210 LONGEVITY 4,700 4,700
61510 HEALTH INSURANCE 49,500 37,000
61615 LIFE INSURANCE 500 500
61710 IMRF 24,200 19,200
61725 SOCIAL SECURITY 20,600 28,100
61730 MEDICARE 6,200 6,600
62220 BINDING 1,800 1,200
62295 TRAINING & TRAVEL 900 700
62340 COMPTER LICENSE & SUPP 82,700 98,400
65100 LIBRARY SUPPLIES 2,700 1,500
65630 LIBRARY BOOKS 75,500 65,900
65635 PERIODICALS 87,200 90,400
2815 REFERENCE SRVS & PERIODICALS 852,100 804,600
303
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 2008-2009 Objectives
• Re-shelve all adult library materials within two day of their return.
• Keep the wait time for service at the Circulation Desk less than four minutes.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Items checked out 779,812 735,700 780,000
Reserves filled 25,953 39,788 40,900
New cards issued 6,311 6,800 7,000
Notices sent 36,056 36,000 36,000
Approved Adjustments in 2008-2009 Budget
304
CITY OF EVANSTON
CIRCULATION
2820
2007 -2008 2008 2009-
Appropriation Approved
2820 CIRCULATION
61010 REGULAR PAY 166,500 147,000
61012 LIBRARY SUBSTITUTES 13,700 13,700
61050 PERMANENT PART-TIME 271,800 347,000
61055 TEMPORARY EMPLOYEES 1,600 1,600
61210 LONGEVITY 3,100 3,100
61510 HEALTH INSURANCE 30,000 27,800
61615 LIFE INSURANCE 300 300
61710 IMRF 13,300 11,300
61725 SOCIAL SECURITY 18,800 31,600
61730 MEDICARE 5,600 7,400
62295 TRAINING & TRAVEL 1,000 1,000
65100 LIBRARY SUPPLIES 3,000 3,100
2820 CIRCULATION 528,700 594,900
305
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 38,000 books.
FY 2008-2009 Objectives
• Present four adult programs
• Answer at least 85% of reference questions to the satisfaction of Library patrons
• Make at least 70% of titles that patrons search for immediately available when patrons visit the Library
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Library materials lent 68,569 70,200 68,000
Reference and directional questions answered 22,847 23,000 23,000
Number of patrons entering North Branch 69,265 72,300 69,000
Approved Adjustments in 2008-2009 Budget
306
CITY OF EVANSTON
NORTH BRANCH
2825
2007 -2008 2008 2009-
Appropriation Approved
2825 NORTH BRANCH
61012 LIBRARY SUBSTITUTES 2,400 2,400
61050 PERMANENT PART-TIME 120,700 119,900
61210 LONGEVITY 1,900 1,900
61725 SOCIAL SECURITY 5,000 7,700
61730 MEDICARE 1,500 1,800
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
64015 NATURAL GAS 2,200 1,300
65050 BLDG MAINTENANCE MATERIAL 400
65100 LIBRARY SUPPLIES 400 400
65630 LIBRARY BOOKS 25,000 21,800
65635 PERIODICALS 2,800 2,900
2825 NORTH BRANCH 163,300 161,100
307
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 32,000 books.
FY 2008-2009 Objectives
• Answer at lest 85% of reference questions to the satisfaction of Library patrons
• Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Library materials lent 47,464 50,500 47,000
Reference and directional questions answered 24,836 26,000 26,000
Number of patrons entering South Branch 52,119 57,700 50,000
Approved Adjustments in 2008-2009 Budget
308
CITY OF EVANSTON
SOUTH BRANCH
2830
2007 -2008 2008 2009-
Appropriation Approved
2830 SOUTH BRANCH
61010 REGULAR PAY 65,600
61012 LIBRARY SUBSTITUTES 5,100 5,100
61050 PERMANENT PART-TIME 43,500 103,400
61210 LONGEVITY 1,900 1,900
61510 HEALTH INSURANCE 9,900
61615 LIFE INSURANCE 100 100
61710 IMRF 5,200
61725 SOCIAL SECURITY 4,800 6,800
61730 MEDICARE 1,400 1,600
62225 BLDG MAINTENANCE SERVICES 4,000 3,000
62375 RENTALS 48,400 50,500
65050 BLDG MAINTENANCE MATERIAL 200
65100 LIBRARY SUPPLIES 400 400
65630 LIBRARY BOOKS 23,100 20,200
65635 PERIODICALS 2,600 2,700
2830 SOUTH BRANCH 216,200 195,700
309
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 all of the library's automated systems.
The automated systems include the integrated online library system, the local area network, the Internet connection,
and online databases.
FY 2008-2009 Objectives
• To catalog, process, and make available to Library patrons 80% library materials within 30 days of receipt and
100% within 90 days of receipt.
• Place 80% of orders within 30 days of receipt from selectors, and to place 100% of orders within 60 days of
receipt.
• To have all automated library public and staff services available 99% of the hours that the Library is open and to
have the integrated library system and the Evanston Information Server available 95% of the remaining hours of
published availability.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Volumes added to the collections 33,967 36,500 36,500
Volumes withdrawn from the collections 27,423 23,000 23,000
Volumes bound or mended 3,866 2,900 2,900
Approved Adjustments in 2008-2009 Budget
310
CITY OF EVANSTON
TECHNICAL SERVICES
2835
2007 -2008 2008 2009-
Appropriation Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 339,200 322,900
61050 PERMANENT PART-TIME 190,300 175,400
61055 TEMPORARY EMPLOYEES 3,500 3,500
61210 LONGEVITY 11,000 11,000
61510 HEALTH INSURANCE 69,300 64,700
61615 LIFE INSURANCE 900 900
61710 IMRF 38,100 25,100
61725 SOCIAL SECURITY 28,100 31,600
61730 MEDICARE 8,400 7,400
62220 BINDING 3,200 3,000
62295 TRAINING & TRAVEL 1,300 1,300
62340 COMPTER LICENSE & SUPP 103,000 96,500
64545 PERSONAL COMPUTER SOFTWARE 6,000
65100 LIBRARY SUPPLIES 35,000 36,800
2835 TECHNICAL SERVICES 837,300 780,100
311
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 2008-2009 Objectives
• Reduce the amount of electricity used in the Main Library by 5% by February 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Conduct seasonal cleaning of boilers 1 1 1
Approved Adjustments in 2008-2009 Budget
312
CITY OF EVANSTON
MAINTENANCE
2840
2007 -2008 2008 2009-
Appropriation Approved
2840 MAINTENANCE
61010 REGULAR PAY 151,600 145,600
61050 PERMANENT PART-TIME 30,300 29,500
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 6,000 6,000
61210 LONGEVITY 1,600 1,600
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 500 500
61710 IMRF 12,100 11,500
61725 SOCIAL SECURITY 7,800 11,300
61730 MEDICARE 2,300 2,600
62225 BLDG MAINTENANCE SERVICES 164,200 168,200
62235 OFFICE EQUIPMENT MAINT 9,600 9,500
62245 OTHER EQMT MAINTENANCE 600 1,400
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 7,400 7,400
64015 NATURAL GAS 40,000 32,000
65040 JANITORIAL SUPPLIES 8,300 11,400
65050 BLDG MAINTENANCE MATERIAL 12,000 12,000
65085 MINOR EQUIPMENT & TOOLS 300 300
2840 MAINTENANCE 485,500 479,800
313
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 2008-2009 Objectives
• Begin the Branch Library Renovation Project planning phase
• Complete the Library's Strategic Plan by July 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of people donating to the Library 935 800 800
Approved Adjustments in 2008-2009 Budget
314
CITY OF EVANSTON
ADMINISTRATION
2845
2007 -2008 2008 2009-
Appropriation Approved
2845 ADMINISTRATION
61010 REGULAR PAY 306,400 294,600
61050 PERMANENT PART-TIME 22,100 39,200
61055 TEMPORARY EMPLOYEES 200 200
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,900 1,900
61710 IMRF 24,400 22,200
61725 SOCIAL SECURITY 13,500 20,600
61730 MEDICARE 4,000 4,800
62210 PRINTING 3,000 2,500
62275 POSTAGE CHARGEBACKS 26,000 25,000
62295 TRAINING & TRAVEL 500 1,500
62315 POSTAGE 2,300 2,500
62360 MEMBERSHIP DUES 2,300 2,600
62375 RENTALS 25,000 29,000
65095 OFFICE SUPPLIES 20,600 18,000
2845 ADMINISTRATION 492,200 502,000
315
City of Evanston
Parks / Forestry & Recreation
Three Year Fiscal History
$14,049,000$13,562,300
$12,214,613
$10,000,000
$11,500,000
$13,000,000
$14,500,000
Actual Appropriation Approved
2006/07 2007/08 2008/09
Expenditures as a % of 2009
General Fund Budget
14.93%
Parks / Forestry & Recreation
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
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
316
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2008-2009
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 0.70
Part-time Regular Facilities Supervisor 0.85
Part-time Regular PT Bus Driver 1.03
Part-time Regular PT Custodian 2.20
3055 Total 10.78
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
317
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2008-2009
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 1.75
Part-Time Regular 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
318
City of Evanston
Parks / Forestry & Recreation
Employee Status
Description Job Type Description
2008-2009
Position FTE
Parkway Tree Maintenance
Full-Time Regular Arborist 0.50
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 8.00
3515 Total 9.50
Dutch Elm Disease Control
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 6.00
3520 Total 7.25
Tree Planting
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 1.00
3525 Total 2.25
Ecology Center
Full-Time Regular Clerk III 1.00
Full-Time Regular Director, Ecology Center 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 5.05
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
Part-time Regular Office Assistant 0.42
Part-time Regular Facilities Supervisor 1.10
Part-time Regular PT Custodian 1.75
3710 Total 4.67
Cultural Arts Programs
Full-Time Regular Director, Arts Council 0.40
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Secretary II 0.40
Full-Time Regular Senior Program Coordinator 1.00
3720 Total 2.80
Parks Forestry and Recreation Total 112.75
319
City of Evanston
Recreation
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
3005 – Mgmt. & General Support 332,452 333,400 321,000 352,900
3010 – Business & Fiscal Mgmt. 351,927 335,800 425,000 348,100
3015 – Marketing Services 222,211 240,700 203,700 248,300
Management Subtotal: $906,590 $ 909,900 $949,700 $ 949,300
3020 – Recreation General Support 256,114 275,900 255,600 216,100
3025 – Park Utilities 61,872 68,100 78,200 69,400
3030 – Robert Crown Center 791,246 668,400 791,400 714,500
3035 – Chandler-Newberger Center 686,243 777,200 708,900 817,700
3040 – Fleetwood-Jourdain 671,172 796,600 720,800 836,800
3045 – Fleetwood-Jourdain Theater 117,837 216,500 110,900 164,700
3050 – Outreach Programs 116,184 186,000 126,500 240,700
3055 – Levy Senior Center 815,230 945,500 901,400 948,900
3065 – Church Street Boat Ramp 63,124 64,000 54,900 65,500
3075 – Boat Storage Facilities 10,018 11,800 10,700 12,800
3080 – Beaches 493,900 465,100 511,100 489,600
3081 – Pooch Park 0 0 0 3,500
3085 – Rec Facility Maintenance 590,988 675,300 651,400 615,100
3095 – Crown Ice Rink 942,685 1,155,500 1,080,400 1,215,600
3100 – Sports Leagues 61,981 68,700 70,000 51,700
3105 – Aquatic Camp 77,368 78,000 76,500 81,500
3110 – Tennis 146,740 136,100 100,900 103,300
3125 – Special Programs 3,440 13,500 600 13,800
3130 – Special Recreation 337,826 357,700 352,700 363,600
3140 – Bus Program 40,611 43,100 35,900 45,200
3150 – Park Service Unit 77,252 97,000 79,900 100,800
3155 – Youth Golf Program 12,128 16,100 9,100 13,200
Total Expenditures: $5,223,827 $8,026,000 $7,677,500 $8,133,300
Revenues:
Advertising Revenue 28,690 29,000 30,800 31,000
Aquatic Camp Revenues 144,465 153,100 156,200 164,500
Out Reach Program Revenues 71,652 94,000 88,000 79,000
Beach Revenue 514,177 533,300 578,500 552,200
Boat Storage Facility Revenue 76,828 83,800 77,400 79,000
Chandler-Newberger Center 517,814 483,200 550,500 483,200
Church Street Boat Ramp Revenue 77,253 99,900 73,700 111,900
Fleetwood-Jourdain Center 280,590 264,200 223,000 289,200
Fleetwood-Jourdain Theater 9,615 14,300 5,700 12,000
Levy Center Revenue 362,299 325,100 399,800 369,400
Pooch Park 0 0 9,100 3,500
Robert Crown Center Revenue 466,921 227,300 280,100 250,100
Robert Crown Ice Center Revenue 760,733 948,100 925,600 975,700
Bus Program Revenues 0 18,000 10,000 20,900
Special Recreation Revenue 63,116 46,500 61,400 60,000
Sports League Revenues 36,860 42,100 38,200 41,300
Tennis Revenues 155,239 133,900 110,700 102,600
Youth Golf Program 14,899 18,300 14,300 15,400
Total Revenues: $ 3,581,151 $3,514,100 $3,633,000 $3,640,900
Notes for Financial Summary
320
City of Evanston
Recreation
Performance Report on FY 2007-2008 Major Program Objectives
Staff continues to identify, develop and submit grants for all five divisions. As of September 2007 the following grants
were awarded: a 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; a printing services grant from Allegra Print and Imaging to produce Arts Week Evanston
programs; Tennis in the Parks funding from United States Tennis Association (USTA) and the National Parks and
Recreation Association (NRPA) to assist with reconstruction of the tennis courts at Mason Park; a donation from the
Chicago Tennis Patrons supporting junior tennis programs; a grant from NRPA's Take Me Fishing initiative, which will
be used to support fishing programs at Lovelace Park; the Evanston Lighthouse Rotary Club funded scholarships to
Evanston Ecology Center 2007 summer camps; and there is a potential Community Development Block Grant award
for renovation of the Fleetwood-Jourdain Community Center's kitchen and arts + crafts room (CDBG announcement
is pending).
In addition, the Evanston Environmental Association (EEA) received a legacy grant from the Archer Patterson
Foundation for the next five years. These funds will underwrite programs and initiatives that address the development
of an environmental ethic as well as environmental stewardship. They also received a matching grant from the Pfizer
Foundation for the Grady Bird Santuary of the Ladd Arboretum. These funds will be used to create an endowment for
the upkeep and maintenance of the Sanctuary.
The business office staff developed a training procedure manual regarding entering scholarship dollars into the
registration system software and updated the cash control policy and procedures. Progress has been made regarding
more comprehensive and appropriate implementation of four Rectrac modules at the community centers: the POS,
Pass, Locker and Facility Reservation modules. Most community centers will test and use the facility reservation
module by the end of the winter season.
Training sessions with custodial employees have started and will continue; topics included floor maintenance and
proper use of cleaning products. The goal to create a policy for the use of City field houses has not been
accomplished yet. A background check policy and procedure plan for coaches, volunteers and program contractors
has been drafted. The document has to be reviewed by the Law and Human Resources Departments before being
implemented.
The founding of a Fleetwood-Jourdain Middle School Council helped meet the objective to expand social recreational
programs for youth. The Council had student representatives from each middle school except Dr. Bessie Rhodes
Magnet School. The Council held Valentine's Day and St. Patrick's Day dances and an afternoon of roller skating.
Two more events are scheduled to take place this year. The Five Star Enrichment Program has not been
implemented yet.
Fleetwood-Jourdain Theatre met and exceeded their first two objectives for FY 2007-08: to develop a comprehensive
theater outreach program to increase community awareness and participation, and to develop theater programs that
can be showcased at a variety of local settings, such as busineses, schools and recreation centers. Staff was
frequently in contact with local schools, community theatres, and colleges to increase community participation. EMail
blasts notified people of upcoming events and audition opportunities. Plays have been performed at the Evanston
Public Library and local bookstores as well as at the Ethnic Arts Festival. Three of the four plays planned for the 2007
calendar year were successfully produced; the fourth play is in rehearsal but the performance dates have been
postponed until early 2008 due to a scheduling conflict with the lead actor.
The department submitted an application for a reimbursement grant from the Illinois State Board of Education for a
summer lunch program to serve four sites: Mason Park, Elks Park and the parks adjacent to Fleetwood-Jourdain
Center and Robert Crown Center. The program served 31,456 lunches over a 10-week period in Summer 2007. This
was an 18 percent increase in participation, which was due to the new summer camp recreation program held at
Faith Temple, increased word of mouth advertising, the high quality of the meals and the completion of renovations at
Mason Park.
Staff worked diligently to increase participation in the fee-based summer basketball programs at Mason Park for
youth, high school students and young adults. They visited ETHS and local establishments to personally invite
participation but they were unsuccessful. Staff has noticed increased participation in the AAU leagues.
Robert Crown Community Center's goal to increase the number of preschool participants by 15 was exceeded; there
were 20 new participants enrolled in the fall session. However, the plan to offer a discount to families with two or
more students enrolled as an incentive to stay registered did not accomplish its objective.
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As planned, pottery instruction was incorporated into the Robert Crown Center after-school adventure program. The
goal to increase enrollment in this program by 10 was partially successful; five additional children enrolled this fall.
There will ongoing efforts to increase enrollment throughout the school year.
The efficiency of the after-school bus service (which transports students between their schools and various
community centers) was improved by 10 minutes. This was accomplished by using the Recreation Division van as an
option for schools that have fewer than 10 students at a school enrolled; the two Recreation buses are dispatched to
schools with larger numbers of students enrolled in our after-school programs. Safety procedures are reviewed with
bus drivers at monthly meetings.
The Robert Crown Ice Center has focused on expanding their adult hockey program, with the goal of having 10 or
more teams in a competitive league by Winter 2007; marketing will continue because as of September 2007 the
number of teams has remained steady at four. The Center continues to offer theme scenarios for public skating
sessions; the halloween and Easter sessions are most popular, with a 25 percent increase in attendance. More
theme skating sessions will be offered this winter in order to increase attendance. The plan to increase participation
in the Ice Dance program was successful. Three more practice ice time sessions were offered in the summer; the
result was that eight to 10 skaters attended each Ice Dancing session. The goal to encourage more lower-level
skaters to participate in the July Open competition by offering pre-competition clinics during the summer session also
was successful; eight new lower-level skaters participated in the competition.
As part of their goal to develop a three-year action plan that focuses on promoting positive aging and fosters culturally
diverse activities, the Levy Senior Center has embarked upon the Senior Center National Accreditation process
through the National Institute of Senior Centers. The self-assessment process, which is the first step toward national
accreditation, began in January 2007 and an action plan was developed. In addition, an evaluation sub-committee of
the Levy Center Advisory Board was formed. This group is responsible for developing evaluations of activities and
services at the Center and for reviewing the survey results. Participant satisfaction survey questionnaires and
outcome-based evaluations will be developed and reviewed by January 2008.
Levy Center staff continues to conduct outreach to seniors in the community and to similar local agencies. Marketing
efforts include the bimonthly newsletter, the Center's Web pages at www.levyseniorcenter.org, program fliers in the
racks at the Center and posted in the rooms and restrooms at the Center, and blast eMail. A new welcome packet
also has been developed.
The Evanston Children's Theatre produced two shows, one in March 2007 and one is in rehearsal for November
2007 performances. The goal to have an intergenerational cast was successful; one senior adult was cast in each
show. A third show will be on stage in March 2008.
The Sports League business unit had planned to expand their senior softball program in 2007, but lower enrollment
forced cancellation of the program. The goal for 2008-09 is to partner with three neighboring park districts to create a
senior softball league with a total of four teams; the opportunity to compete against other villages may increase
participation. The goal to compile eMail addresses and use eMail to alert players as to rainouts, etc. was successfully
accomplished.
All four park rangers were certified in CPR and AED. In addition, the rangers were trained in the the proper use of
police radios in June 2007. The goal to update the files with digital photographs of the lakefront park signs is
expected to be performed in Fall 2007.
A Church Street Boat Ramp staff manual was created in April 2007. The goal to establish procedures and implement
a schedule to increase the number of times the dog beach is cleaned from 9 to12 times per season was
accomplished by May 2007. However, recreation maintenance staff was unable to adhere to the expanded dog
beach cleaning schedule due to the increased work load from higher-than-anticipated attendance at the swimming
beaches.
New procedures for Dempster Street staff were developed and implemented in order to improve the supervision of
the in/out boat and Beach Office traffic, thereby increasing safety. The boat racks have not been modified and the
storage lockers have not been reconstructed yet.
The lifeguard training curriculum was redesigned in May 2007 due to the high number of returning staff each year. A
lifeguard manual geared to handling boaters in distress was completed in April 2007. A Hobie Cat was incorporated
into the Aquatic Camp curriculum as planned and the goal to increase enrollment in the Special Recreation Aquatic
Camp evening program by 50 percent was met in June 2007.
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City of Evanston
Recreation
The planting and maintenance of the flower bed at Dempster Street Beach Office was completed as planned and
additional dune grass was planted behind the building.The project to plant dune grass on the east side of the rip rap
at Greenwood Beach was started and will be completed in fall 2007. This will reduce the amount of sand blown onto
the Dawes Park pedestrian walkway. Due to deteriorating conditions on James Park diamonds 1-4, those will be
repaired in Fall 2007 rather than renovating the fifth grade football field at Robert Crown Center, as originally planned.
The Crown football fields will be the next major project completed. In addition, the fenceline on one diamond at
James Park will be sodded this fall in order to test whether it will stop the turface from washing onto the cement pads.
If it is successful, the other three diamonds will have the same treatment. The plan to prevent the growth of weeds on
the warning tracks at James Park diamonds 1-4 was successful. The goal to clean the Dog Beach on a weekly basis
was not met due to higher-than-anticipated attendance at the swimming beaches.
Chandler-Newberger Center exceeded their goal of increasing the number of hours of open gym time by 180 hours to
450 hours. This fiscal year the gym will be open for 530 hours (basketball for 400 hours; volleyball for 30 hours and a
new walking program for 100 hours). A major fencing tournament was offered in Fall 2007 with over 100 participants.
Another tournament is scheduled for December 2007. The goal to add a third tournament in Spring 2007 was not met
due to lack of gym availability caused by high registration in the middle school volleyball program. The goal to offer 27
preschool sports programs was surpassed; 35 programs will be offered (10 pee wee summer sports camp sessions;
nine preschool sports programs in Fall; and eight preschool sports programs in Winter). The new Ultimate Adventure
Camp was offered and the camp was fully subscribed with 62 participants.
Volunteers were successfully recruited from the Evanston Community Tennis Association. However, due to low
registration at free tennis workshops, these volunteers were not needed to instruct participants. Tennis instruction
was provided for youth attending Fleetwood-Jourdain Center's summer camp program. In total, 142 youth received
lessons.
A grant application was submitted to the Ladies Professional Golf Association (LPGA) and the Professional Golfer’s
Association. However, both grant requests were denied. Next year staff plans to apply to some local granting entities
as well. Three girl’s summer golf camps were offered in 2007; two classes met the minimum registration
requirements.
The goal to expand public awareness of our teen Special Recreation program was met when the City's participants
performed at the opening ceremonies of the Area Special Olympics Track & Field Meet in May 2007. In order to
increase the number of volunteers, staff held meetings with Northwestern University and ETHS school officials.
Volunteer numbers increased 40 percent. In order to increase enrollment, staff passed out promotional flyers to
special education personnel in Evanston schools; participation increased about 20 percent. Communication with
family members through eMail was increased, but most communication was still conducted via telephone interviews
because parents had to answer intake questions asked by the Inclusion Coordinator.
2008-2009 Department Initiatives
1. Work with residents, special interest groups, boards and committees, and other City staff to bring the Lakefront
Master Plan to completion in a timely fashion, by April 2008.
2. Continue to improve the teen program initiative by interviewing youth to determine potential new programs
offerings for middle school and high school students and by offering at least three new teen programs, by May
2008.
3. Develop a low-cost marketing program in collaboration with the Department of Health and Human Services to
encourage Evanstonians to make healthier lifestyle choices, by October 2008.
323
City of Evanston
Recreation
2008-2009 Performance Initiatives
Performance Measures – Recreation Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of Fleetwood-Jourdain After School
Program participants who return from the previous
program year. (Data source: Department staff)
N/A N/A TBD
Comment: Data will be collected from surveys and
registration information beginning in 2008-09 program
year and compiled by department staff.
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)
N/A 82% 85%
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 survey
instrument.
324
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 public
information 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 six 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, Ladd Arboretum Committee, and the Evanston Environment Board. 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, Peter N. Jans Community Golf Course 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 public information 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, brochures and information posted on the City's Web site.
FY 2008-2009 Objectives
• Hold quarterly staff meetings with all managers, program managers, and supervisors (ongoing)
• Develop and implement a plan to train full-time department employees on the use of Excel spreadsheets, by
June 2008.
• Continue to research, identify and apply for grants for all five divisions (ongoing)
• Investigate the possibility of new program partnerships with the McGaw YMCA and YWCA (ongoing)
• Complete intergovernmental agreement with School District #65
• Complete intergovernmental agreement with School District #202
• Develop a partnership with School District #202 for recreation programs for high school age youth
325
City of Evanston
Recreation
3005 – Management & Support
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
In-house training seminars 1 1 1
Parks/Forestry/Rec maintenance monthly staff mtgs 9 7 9
Quarterly department staff meetings 4 4 4
Approved Adjustments in 2008-2009 Budget
326
CITY OF EVANSTON
REC. MGMT. & GENERAL SUPPORT
3005
2007 -2008 2008 2009-
Appropriation Approved
3005 REC. MGMT. & GENERAL SUPPORT
61010 REGULAR PAY 253,200 257,700
61110 OVERTIME PAY 900 900
61210 LONGEVITY 1,000 1,000
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 5,100 5,100
61710 IMRF 20,200 19,600
61725 SOCIAL SECURITY 10,500 16,000
61730 MEDICARE 3,100 3,800
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 200 14,900
62315 POSTAGE 100 100
62360 MEMBERSHIP DUES 1,500 1,500
62490 OTHER PROGRAM COSTS 3,000
64540 TELECOMMUNICATIONS - WIRELESS 2,800 2,400
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 800 800
65125 OTHER COMMODITIES 300 300
3005 REC. MGMT. & GENERAL SUPPORT 333,400 352,900
327
City of Evanston
Recreation
3010 – Business & Fiscal Management
Description of Major Activities
The business office is responsible for the following activities:
• Auditing and recording revenues from fees and charges resulting from departmental activities
• Controlling and processing purchases and disbursements from both City and restricted account funds
• Maintaining financial records relative to both expenditures and revenues
• Performing bank account reconciliation and preparing journal entries and monthly reports for Finance
Department review
• Preparing financial reports for Recreation Board and Arts Council meetings and staff use
• Processing payroll for permanent and temporary staff
• Administering the Rectrac registration system
• Providing customer service to patrons who register for Recreation Division programs at the Civic Center office
• Troubleshooting Rectrac system problems
• Providing technical assistance to staff
In conjunction with the Department Director, the Business Office Coordinator prepares and presents the budget and
monitors performance against the budget.
FY 2008-2009 Objectives
• Create center-specific reference manuals for Rectrac and business procedures, by January 2009
• Research the possibility of implementing new Rectrac features (E-RECTRAC and “Easy Ask” reporting tool), by
June 2008
• Create a Rectrac certification training course, by December 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Rectrac training sessions for staff 15 22 12
Budget preparation training for staff 0 1 1
Cash-handling training for staff 0 0 1
Approved Adjustments in 2008-2009 Budget
328
CITY OF EVANSTON
REC. BUS. & FISCAL MGMT
3010
2007 -2008 2008 2009-
Appropriation Approved
3010 REC. BUS. & FISCAL MGMT
61010 REGULAR PAY 202,000 178,900
61050 PERMANENT PART-TIME 9,700 700
61060 SEASONAL EMPLOYEES 14,100
61110 OVERTIME PAY 900 900
61210 LONGEVITY 1,400 1,400
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 300 300
61710 IMRF 16,800 13,700
61725 SOCIAL SECURITY 11,400 12,100
61730 MEDICARE 3,400 2,900
62235 OFFICE EQUIPMENT MAINT 7,500 2,500
62275 POSTAGE CHARGEBACKS 1,000 1,000
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 700 700
62375 RENTALS 14,000
62380 COPY MACHINE CHARGES 300
62381 COPY MACHINE LEASES 25,000
62500 TECHNICAL INFORMATION SERVICES 5,000 5,000
62705 BANK SERVICE CHARGES 45,000
64545 PERSONAL COMPUTER SOFTWARE 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 17,000 15,000
65620 OFFICE MACH. & EQUIP.12,600
3010 REC. BUS. & FISCAL MGMT 335,800 348,100
329
City of Evanston
Recreation
3015 – Communications & Marketing Services
Description of Major Activities
The Communications & Marketing Services office produces approximately 400 press releases annually and 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 Division, the Forestry Division and Special Events.
Promotional materials include fliers, posters, brochures, postcards, newsletters, banners, billboards, advertising, and
public service announcements. Managers rely on the office for the layout, design and production of various program
support materials, such as invitations, notices, tickets, programs and 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 non-resident
households. 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 teach classes in the arts.
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 responds to requests for information from media and the public, manages and posts information to the City’s
Website, 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 school
newsletter (8,000 copies) six times a year to 20 schools; a monthly department newsletter; a monthly program
narrative/activity summary; and various reports. Staff also assist in grant writing, take photographs, post all changes
to the public meeting schedules for all affiliated boards and councils, and provide marketing and communications
expertise during senior management team meetings.
FY 2008-2009 Objectives
• Review all material posted on the City’s Web site at least once a month to check for outdated information and to
look for opportunities to post new information. This includes the calendar and pages for all Parks/Forestry and
Recreation Department business units. Each community center has its own Web page, etc. (ongoing)
• Assist management analyst with accreditation project to be submitted to the Commission for Accreditation of
Park and Recreation agencies, a major long-term project that is carrying over from fiscal year 2007-08.
Ongoing Activity Measures
2007-2008
Actual
2007-2008
Actual
2008-2009
Projected
Advertising sales revenue 30,000 30,765 31,000
Approved Adjustments in 2008-2009 Budget
330
CITY OF EVANSTON
COMMUNICATION & MARKETING SRVS
3015
2007 -2008 2008 2009-
Appropriation Approved
3015 COMMUNICATION & MARKETING SRVS
61010 REGULAR PAY 70,900 71,900
61050 PERMANENT PART-TIME 41,600 42,100
61210 LONGEVITY 2,600 2,600
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 300 300
61710 IMRF 5,700 5,600
61725 SOCIAL SECURITY 4,700 7,200
61730 MEDICARE 1,400 1,700
62205 ADVERTISING 600 1,300
62210 PRINTING 67,400 75,900
62250 COMPUTER EQUIPMENT MAINT 2,000
62275 POSTAGE CHARGEBACKS 500 600
62280 OVERNIGHT MAIL CHARGES 100 100
62295 TRAINING & TRAVEL 700 700
62315 POSTAGE 27,000 27,000
62335 DATA PROCESSING SERVIC 1,800
62360 MEMBERSHIP DUES 200 200
62506 WORK-STUDY 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65125 OTHER COMMODITIES 1,500
3015 COMMUNICATION & MARKETING SRVS 240,700 248,300
331
City of Evanston
Recreation
3020 – Recreation General Support
Description of Major Activities
All Recreation Division administrative functions are part of Recreation General Support. This business unit 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:
• Evaluating programs and facilities
• Staff training
• Applying for grants and other available funding sources
• Improving customer service
• Coordinating special events
• Providing permits to park rental groups
• Working with community groups, advisory boards, and the Playground and Recreation Board
FY 2008-2009 Objectives
To research board-training opportunities that would assist the Recreation Board members in their position as board
members and schedule the training in FY 2008-2009.
To develop an informational handout on facility and park rentals opportunities, by April 2008
To conduct a review of and update the emergency safety procedures for the Recreation Centers, by June 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Proposed
Scholarships granted (funds not collected) $160,000 $170,000 $175,000
Approved Adjustments in 2008-2009 Budget
332
CITY OF EVANSTON
RECREATION GENERAL SUPPORT
3020
2007 -2008 2008 2009-
Appropriation Approved
3020 RECREATION GENERAL SUPPORT
61010 REGULAR PAY 162,400 118,600
61110 OVERTIME PAY 900 900
61210 LONGEVITY 1,300
61510 HEALTH INSURANCE 19,800 9,300
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,800 1,800
61710 IMRF 12,900 9,000
61725 SOCIAL SECURITY 6,800 7,400
61730 MEDICARE 2,000 1,700
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 1,000 500
62305 RENTAL OF AUTO-FLEET SER 50,700 50,700
62360 MEMBERSHIP DUES 600 600
64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 600 600
65125 OTHER COMMODITIES 13,000 13,000
3020 RECREATION GENERAL SUPPORT 275,900 216,100
333
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
• 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 2008-2009 Budget
334
CITY OF EVANSTON
PARK UTILITIES
3025
2007 -2008 2008 2009-
Appropriation Approved
3025 PARK UTILITIES
64005 ELECTRICITY 55,500 56,800
64015 NATURAL GAS 12,600 12,600
3025 PARK UTILITIES 68,100 69,400
335
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
Kids in Motion
Creative Play Mini Camp Youth Programs:
Take Two Mini Camp Magic Classes
Ballet Soccer Clamp
Karate Classes
Adult Programs: Surf & Turf Camp
Cardio Kickboxing Pottery & Clay Sculpture
Ballroom & Social Dance Classes Ballet Dance
Waltz, Fox-Trot and Swing Hip Hop / Street Dance
Pottery Watercolor Painting
Salsa Dance Gymnastics
Ballroom/Social Dance Sports Conditioning
Chicago Style Stepping Dance T-Baseball
LaCrosse Camp Basketball Camp
Aerobic Classes Tai Chi Classes
Yoga 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 6 days a week, volleyball 3 days a week, soccer 3 days a
week and cricket once a week. There is also a basketball league for 4th and 5th graders titled "4th & 5th Grade
Boys Basketball." Seventeen Evanston schools participate in this youth 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 20 District #65 children during school holidays
and vacation periods, such as Spring Break and Winter vacation.
FY 2008-2009 Objectives
• Establish the Creative Play Preschool Program as a feeder program for the Robert Crown After School
Adventure Program so that the participants who grow to old for the preschool program can move right into the
next phase which is After School Adventure by fall 2008
• Provide staff and parents of participants with safety manuel that contains the Do's and Don'ts of various snacks
that are provided, safety issues such as talking to strangers and what to do in an emergency such as injuries and
inclement weather for both the After School Adventure Program and Creative Play. This should be implemented
by fall 2008
• To review the specific program needs for gymnasium usage in order to determine if additional open gym time
could be offered in the summer months by May 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Teams in sports leagues (youth basketball teams) 40 40 40
Recreation instructional participants 920 920 920
Arts and crafts participants 350 350 350
336
City of Evanston
Recreation
3030 – Robert Crown Community Center
Pre-school age programs participants 550 560 570
Self-development/performing arts participants 700 700 700
Holiday events participants/camps 270 275 280
Fitness participants 175 180 180
Open gym participants 1,000 900 900
Approved Adjustments in 2008-2009 Budget
337
CITY OF EVANSTON
CROWN COMMUNITY CENTER
3030
2007 -2008 2008 2009-
Appropriation Approved
3030 CROWN COMMUNITY CENTER
61010 REGULAR PAY 207,400 217,600
61011 RECREATION INSTRUCTORS REG PAY 7,600 7,800
61013 PROGRAM ASSISTANTS 34,400 49,400
61050 PERMANENT PART-TIME 129,300 136,500
61060 SEASONAL EMPLOYEES 40,900 42,700
61110 OVERTIME PAY 5,300 5,300
61210 LONGEVITY 4,500 4,500
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 800 800
61710 IMRF 16,600 17,100
61725 SOCIAL SECURITY 17,800 28,600
61730 MEDICARE 5,300 6,700
62205 ADVERTISING 600 600
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 1,000 600
62245 OTHER EQMT MAINTENANCE 1,000 1,000
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 500 400
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 900 800
62505 INSTRUCTOR SERVICES 60,000 61,800
62507 FIELD TRIPS 4,800 4,800
62508 SPORTS OFFICIALS 1,500 1,800
64005 ELECTRICITY 49,200 49,200
64015 NATURAL GAS 14,400 14,400
65020 CLOTHING 1,000 1,000
65025 FOOD 5,000 5,000
65040 JANITORIAL SUPPLIES 2,000 2,100
65050 BLDG MAINTENANCE MATERIAL 2,400 2,400
65070 OFFICE/OTHER EQT MTN MATL 900 900
65075 MEDICAL & LAB SUPPLIES 500 500
65095 OFFICE SUPPLIES 1,000 1,000
65110 RECREATION SUPPLIES 9,800 9,800
3030 CROWN COMMUNITY CENTER 668,400 714,500
338
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 Chandler-Newberger Carnival
Flag Football League
Youth Open Basketball
FY 2008-09 Objectives
• Increase preschool camp attendance by 50 registrants (due to public request) by offering a new Bent Park
Preschool Camp by June 2008.
• Offer three (3) new group dance classes (after school) by November 2008.
• Expand free indoor walking program from 125 hours to 250 hours by February 2009.
339
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Youth Sports--Total Participation Hours 20,053 20,618 21,000
Adult Sports--Total Participation Hours 3,049 4,698 4,000
Camps--Total Participation Hours 55,982 64,032 60,000
Preschool--Total Participation Hours 13,134 13,587 13,000
Special Events/Com Services—Total Part. Hours 1,026 738 800
Facility Rentals--Total Participation Hours 3,795 4,728 4,500
Drop-In Activities--Total Participation Hours 2,856 2,027 2,200
Approved Adjustments in 2008-09 Budget
340
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2007 -2008 2008 2009-
Appropriation Approved
3035 CHANDLER COMMUNITY CENTER
61010 REGULAR PAY 232,300 230,800
61011 RECREATION INSTRUCTORS REG PAY 28,900 43,900
61013 PROGRAM ASSISTANTS 21,600 21,700
61050 PERMANENT PART-TIME 78,600 82,900
61060 SEASONAL EMPLOYEES 93,600 112,500
61110 OVERTIME PAY 2,500 2,500
61210 LONGEVITY 3,200 3,200
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 2,100
61630 SHOE ALLOWANCE 300 300
61710 IMRF 18,500 17,800
61725 SOCIAL SECURITY 19,000 30,700
61730 MEDICARE 5,700 7,200
62205 ADVERTISING 1,000 1,000
62210 PRINTING 900 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
62380 COPY MACHINE CHARGES 3,000
62381 COPY MACHINE LEASES 4,000
62490 OTHER PROGRAM COSTS 300 300
62495 LICENSED PEST CONTROL SERVICES 400 600
62505 INSTRUCTOR SERVICES 82,400 72,300
62506 WORK-STUDY 7,900 8,000
62507 FIELD TRIPS 39,600 39,900
62508 SPORTS OFFICIALS 1,200 1,200
62511 ENTERTAIN/ PERFORMER SVCS 500 500
62518 SECURITY/ALARM CONTRACTS 2,400 2,400
64005 ELECTRICITY 37,100 37,100
64015 NATURAL GAS 11,400 11,400
64540 TELECOMMUNICATIONS - WIRELESS 2,200 3,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 600 600
65025 FOOD 2,000 2,000
65040 JANITORIAL SUPPLIES 3,900 4,000
65050 BLDG MAINTENANCE MATERIAL 1,800 1,800
65070 OFFICE/OTHER EQT MTN MATL 200 200
65075 MEDICAL & LAB SUPPLIES 100 100
341
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2007 -2008 2008 2009-
Appropriation Approved
65095 OFFICE SUPPLIES 2,900 2,900
65110 RECREATION SUPPLIES 19,900 20,900
3035 CHANDLER COMMUNITY CENTER 777,200 817,700
342
City of Evanston
Recreation
3040 – Fleetwood-Jourdain Community Center
Description of Major Activities
Fleetwood-Jourdain programs are developed to encourage family participation in a wide variety of recreation, 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 nine-month after-school program offered during the school year for kids ages 5-12 is designed to meet
the needs of working families. The program served 85 participants and provided bus transportation for 79
particpants. After-school hours for middle school aged youth involved participants in the Tiger Woods Foundation, a
program promoting community service; social skills development; and community leadership. For middle school
aged girls, the Butterfly Project was offered to enhance self-esteem, personal skills, communication skills, and self-
enrichment through creative arts and improvisation. Middle school programs serve 70 participants daily throughout
the school year.
A 10-week camp program is offered in the summer, providing 171 youth with rewarding recreational opportunities
through programs, activities, special events, music, drama, and dance. Offered were weekly field trips to
Chicagoland sports, recreational, 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 language program in Spanish and French 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 nutritional lunches for approximately 20 seniors, and home delivery for over 100 home-
bound seniors every day. In addition to the numerous city programs, the center also accommodates community
groups such as Community Awareness Block Club, Foster Neighbors, and VFW. Program space and staff support is
also provided for affiliate organizations such as FAAM, COE-POPS/MOMS, Junior Wildkits, and AYSO.
Fleetwood-Jourdain coordinates and implements the annual Black History Month program, Kwanzaa, and the Dr.
Martin L. King, Jr. Birthday Community Celebration. The staff also manages off-site operations for summer drop-in
programs at select parks, and oversees the coordination, implementation, and management of the Illinois State Board
of Education Summer Lunch Program at four park sites.
FY 2008-2009 Objectives
• Seek additional members for the Middle School Council to replace ones that have entered High School and to
continue ongoing sessions for continued youth collaboration for upcoming programs by October 2008
• Develop a health and fitness curriculum for the youth in After School and Summer Camp programs by July 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2008-2009 Budget
343
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2007 -2008 2008 2009-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT
61010 REGULAR PAY 313,100 338,600
61011 RECREATION INSTRUCTORS REG PAY 9,900 9,900
61013 PROGRAM ASSISTANTS 95,700 94,700
61050 PERMANENT PART-TIME 33,000 34,800
61060 SEASONAL EMPLOYEES 52,700 52,700
61110 OVERTIME PAY 2,300 2,300
61210 LONGEVITY 4,000 4,000
61510 HEALTH INSURANCE 64,400 55,500
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 200 200
61710 IMRF 25,000 26,000
61725 SOCIAL SECURITY 23,400 33,800
61730 MEDICARE 7,000 7,900
62205 ADVERTISING 1,200 1,600
62210 PRINTING 2,000 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 1,500
62295 TRAINING & TRAVEL 600 600
62315 POSTAGE 500 500
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 1,000 500
62495 LICENSED PEST CONTROL SERVICES 800 800
62505 INSTRUCTOR SERVICES 4,000 2,500
62507 FIELD TRIPS 22,000 30,000
62510 EDUCATOR SERVICES 2,500 2,000
62511 ENTERTAIN/ PERFORMER SVCS 5,000 5,000
62518 SECURITY/ALARM CONTRACTS 4,100 4,100
64005 ELECTRICITY 50,100 50,100
64015 NATURAL GAS 18,200 18,200
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 600 300
65020 CLOTHING 2,000 2,000
65025 FOOD 11,200 14,500
65040 JANITORIAL SUPPLIES 6,000 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000
65095 OFFICE SUPPLIES 3,000 2,300
65110 RECREATION SUPPLIES 20,800 23,000
3040 FLEETWOOD JOURDAIN COM CT 796,600 836,800
344
City of Evanston
Recreation
3045 – Fleetwood-Jourdain Theater
Description of Major Activities
Fleetwood-Jourdain Theatre programs and productions increase community awareness of the performing arts. The
theatre presents shows relevant to the community, which enables a better understanding of the community. The
program showcases outstanding talent in our area and fosters a sense of pride and enthusiasm.
FY 2008-2009 Objectives
• Develop community based programs for youth and young adults with an emphasis placed on script writing, set
design, lighting and costuming by November 2008
•
• Community outreach by showcasing their plays at schools, bookstores and public libraries by January 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Theatre productions/classes/workshops/seminars 14 8 8
Scholarships $1,000 $1,000 $1,000
Approved Adjustments in 2008-2009 Budget
345
CITY OF EVANSTON
FLEETWOOD/JOURDAIN THEATR
3045
2007 -2008 2008 2009-
Appropriation Approved
3045 FLEETWOOD/JOURDAIN THEATR
61010 REGULAR PAY 47,100 51,700
61013 PROGRAM ASSISTANTS 10,900 16,000
61510 HEALTH INSURANCE 9,900 9,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 500 500
61710 IMRF 3,800 3,900
61725 SOCIAL SECURITY 2,400 4,200
61730 MEDICARE 700 1,000
62205 ADVERTISING 3,700 4,000
62210 PRINTING 1,000 2,000
62275 POSTAGE CHARGEBACKS 1,200 1,200
62375 RENTALS 60,000 15,000
62490 OTHER PROGRAM COSTS 41,100 21,100
62505 INSTRUCTOR SERVICES 12,000 12,000
62511 ENTERTAIN/ PERFORMER SVCS 13,000 12,300
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65025 FOOD 2,000 2,500
65050 BLDG MAINTENANCE MATERIAL 600 600
65070 OFFICE/OTHER EQT MTN MATL 300 300
65095 OFFICE SUPPLIES 400 500
65110 RECREATION SUPPLIES 5,300 6,000
3045 FLEETWOOD/JOURDAIN THEATR 216,500 164,700
346
City of Evanston
Recreation
3050 – Recreation Outreach Programs
Description of Major Activities
At-risk program are structured to increase participation by elementary/middle school and high school youth and
young adults in need of non-traditional leisure services. Programs and services such as arts and crafts, table games
and field trips are offered in this element to the participant(s) and offered at various recreation centers, including
Fleetwood-Jourdain, Mason Park and Robert Crown. The program choices are designed to create alternatives in
lifestyle, better self-image and, ultimately, a better quality of life.
The Summer Food Program provides nearly 850 nutritional meals per day to Evanston youth at four sites.
FY 2008-2009 Objectives
• Submit an application for a reimbursable grant from the Illinois State Board of Education for summer lunch
program to serve four sites. Fleetwood–Jourdain, Mason Park, Robert Crown and Elks Park. The program will
serve 40,000 lunches over a 10-week period by August 2008.
• Develop a plan to implement program fees for the summer basketball programs at Mason Park for youth, high
school and young adults, by September 2008
• Implement Mason Park Summer Drop-in and After-School Programs, by October 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Cultural arts 4 4 4
Drop-in playground 2 2 2
Family outing 2 2 2
Summer Food service program sites 4 4 4
Meals served 40,000 35,000 40,000
Community outreach programs 2 2 2
Approved Adjustments in 2008-2009 Budget
347
CITY OF EVANSTON
RECREATION OUTREACH PROGRAM
3050
2007 -2008 2008 2009-
Appropriation Approved
3050 RECREATION OUTREACH PROGRAM
61013 PROGRAM ASSISTANTS 35,800 63,800
61060 SEASONAL EMPLOYEES 43,700 48,700
61725 SOCIAL SECURITY 3,300 4,900
61730 MEDICARE 1,000 1,100
62205 ADVERTISING 1,000 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 1,300 8,300
62495 LICENSED PEST CONTROL SERVICES 400 400
62505 INSTRUCTOR SERVICES 1,500 4,000
62507 FIELD TRIPS 4,500 3,000
62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000
62515 RENTAL SERVICES 1,000 1,000
64005 ELECTRICITY 3,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 500
65025 FOOD 73,000 82,000
65040 JANITORIAL SUPPLIES 2,500 2,000
65095 OFFICE SUPPLIES 1,500 1,000
65110 RECREATION SUPPLIES 8,000 13,000
3050 RECREATION OUTREACH PROGRAM 186,000 240,700
348
City of Evanston
Recreation
3055 – Levy 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+) weekdays from 7:00am to 9:00pm; Saturdays from 9:00am to 5:00pm; and Sundays
from 9:00am to 3:00pm. Programs for other ages are held on weekdays in the early morning and evening, as well as
on weekends. The Center offers lunch and free transportation to and from the center each weekday for seniors.
The Levy Senior Center computer lab is utilized to teach and enhance participants' computer skills and is open to
Levy members and the general public during non-class hours. The library offers a quiet space for those wanting to
meditate and/or read. The game room boasts two pool tables, a shuffleboard table and dart board. This is a popular
place for physically-active seniors who want to socialize and partake in some friendly competition. The gym/
auditorium is a grand space used for basketball, volleyball, shuffleboard, badminton, music and dance programs, and
exercise classes.
The center's program offerings include theme parties, holiday gatherings, day and long-distance trips, arts & craft
classes, card games, dance classes, woodcarving, writing workshops, social groups and more. The health & wellness
classes and the fitness room are popular with people over age 18 and seniors alike. A senior crime prevention officer
from the police department and a social worker operate from the health screening room to provide information and
referral 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 a 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 have played a role at the Levy Center during evening hours.
The Evanston Children's Theatre is located at the Levy Senior Center and is administered by center staff. Rehearsals
and performances are held at the center.
FY 2008-2009 Objectives
• Implement the action plan that focuses on promoting positive aging and fosters culturally diverse activities, by
November 2008
• Develop an annual satisfaction survey to evaluate the extent to which the center is meeting the needs and
interests of its users, by December 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of Levy Center memberships 1,366 1,100 1,200
Number of Fitness Room memberships 266 320 320
Partnerships with senior/similar agencies 13 23 25
Approved Adjustments in 2008-2009 Budget
349
CITY OF EVANSTON
LEVY CENTER
3055
2007 -2008 2008 2009-
Appropriation Approved
3055 LEVY CENTER
61010 REGULAR PAY 329,300 337,600
61011 RECREATION INSTRUCTORS REG PAY 80,300 72,800
61013 PROGRAM ASSISTANTS 28,700 9,200
61050 PERMANENT PART-TIME 157,400 151,800
61062 SPECIAL EVENT SALARIES 2,000 2,000
61110 OVERTIME PAY 900 5,000
61210 LONGEVITY 5,000 5,000
61510 HEALTH INSURANCE 59,400 55,500
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,300 1,300
61630 SHOE ALLOWANCE 400 400
61710 IMRF 26,200 26,200
61725 SOCIAL SECURITY 24,900 36,900
61730 MEDICARE 7,400 8,600
62205 ADVERTISING 2,500 2,500
62210 PRINTING 5,900 5,900
62245 OTHER EQMT MAINTENANCE 6,100 6,100
62275 POSTAGE CHARGEBACKS 4,200 4,700
62295 TRAINING & TRAVEL 500 500
62360 MEMBERSHIP DUES 1,400 1,300
62375 RENTALS 3,300 2,400
62381 COPY MACHINE LEASES 900
62495 LICENSED PEST CONTROL SERVICES 500 500
62505 INSTRUCTOR SERVICES 47,200 52,700
62507 FIELD TRIPS 6,700 15,000
62509 SERVICE AGREEMENTS / CONTRACTS 1,900 2,400
62511 ENTERTAIN/ PERFORMER SVCS 1,500 1,500
62515 RENTAL SERVICES 5,000 2,400
62518 SECURITY/ALARM CONTRACTS 900 1,000
64005 ELECTRICITY 67,600 67,600
64015 NATURAL GAS 28,000 28,000
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,100
65020 CLOTHING 600 600
65025 FOOD 9,600 10,300
65040 JANITORIAL SUPPLIES 3,000 4,800
65050 BLDG MAINTENANCE MATERIAL 6,200 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,200 1,000
65095 OFFICE SUPPLIES 4,200 4,000
65110 RECREATION SUPPLIES 12,200 12,800
3055 LEVY CENTER 945,500 948,900350
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 non-residents an opportunity to launch 15'- 22' motorized boats (sailing vessels too large for the Dempster St.
facility) and personal water craft (jet-skis) in Lake Michigan. The facility consists of two ramps and a parking facility
open May 1 through October 31(weather permitting). The Boat Ramp and Dog Beach are staffed by two employees
from 7:00 AM to 8:00 PM 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 non-
residents, 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 non-residents 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.
FY 2008-2009 Objectives
• Combine the Lakefront gate attendant staff and the Dog Beach staff in an effort to increase the productivity of the
staff by May 2008
• Replace half of the bumpers and 4'x4's that line the inside of the boat launch facility by May 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Facility in operating condition by opening date May 10 May 6 May 5
Number of dog beach cleanings 9 10 10
Number of season boat permits sold - residents 75 89 80
Number of season boat permits sold - non-residents 43 36 45
Number of dog beach tokens sold - residents 871 937 947
Number of dog beach tokens sold - non-residents 197 226 244
Approved Adjustments in 2008-2009 Budget
351
CITY OF EVANSTON
BOAT RAMP-CHURCH ST
3065
2007 -2008 2008 2009-
Appropriation Approved
3065 BOAT RAMP-CHURCH ST
61060 SEASONAL EMPLOYEES 22,400 22,400
61110 OVERTIME PAY 9,900 9,900
61725 SOCIAL SECURITY 1,400 2,000
61730 MEDICARE 400 500
62275 POSTAGE CHARGEBACKS 100 100
65040 JANITORIAL SUPPLIES 500
65045 LICENSING/REGULATORY SUPP 1,950 1,500
65050 BLDG MAINTENANCE MATERIAL 27,550 28,500
65125 OTHER COMMODITIES 300 100
3065 BOAT RAMP-CHURCH ST 64,000 65,500
352
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 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 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 purchased a Dempster Street boat launch permit.
FY 2008-2009 Objectives
• To develop a plan for the redistribution of boats in the storage facility by reconfiguring the facility to separate the
sailboats, kayaks and the City of Evanston rental/Aquatics Camp boats by May 2008
• To increase customer service by allowing customers with seasonal storage who would like to switch spots, the
opportunity to come in person to pick which spot they’d like by April 2008. In previous years, spots were
assigned to them
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of storage racks occupied 220 214 222
Number of season launch permits sold 112 93 99
Number of daily launch permits sold 51 44 58
Approved Adjustments in 2008-2009 Budget
353
CITY OF EVANSTON
BOAT STORAGE FACILITIES
3075
2007 -2008 2008 2009-
Appropriation Approved
3075 BOAT STORAGE FACILITIES
61060 SEASONAL EMPLOYEES 9,000 10,000
61110 OVERTIME PAY 300 300
61725 SOCIAL SECURITY 400 600
61730 MEDICARE 100 100
62275 POSTAGE CHARGEBACKS 300 300
62490 OTHER PROGRAM COSTS 300 300
65045 LICENSING/REGULATORY SUPP 1,000 800
65070 OFFICE/OTHER EQT MTN MATL 400 400
3075 BOAT STORAGE FACILITIES 11,800 12,800
354
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, 1 Aquatic
Camp director, 8 Aquatic Camp counselors, 1 sailing coordinator, 5 sailing instructors, 20 gate attendants and 3 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 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 7 days per week, May through
mid-September. Pre-season (before the beaches open) duties include putting up snow fences 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. Duties during the beach season include opening and cleaning lakefront
bathrooms, launching and retrieving City boats, repairing beach fencing, and picking 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; moving all guard chairs to the beach entrances and equipment into winter storage; and
putting 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 2008-2009 Objectives
• To develop a Head Lifeguard section in the Lakefront Manual to include opening and closing procedures, boat
driving and marine rescue skills, cash balancing policies, in-service suggestions, training protocol, etc. by April
2008
• To train and certify all staff in the American Red Cross Waterfront Lifeguard Training by September 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of resident pre-season beach tokens sold 14,461 13,519 13,422
Number of resident season beach tokens sold 2,208 3,119 2,746
Number of resident half-price beach tokens sold 432 263 270
Number of adult daily admission tickets sold 12,922 15,753 13,661
Number of child daily admission tickets sold 6,488 9,034 7,067
Non-resident pre-season beach tokens sold 101 104 93
Non-resident season beach tokens sold 36 38 36
Total lakefront picnic beach permits sold 235 272 270
***Due to uncertain weather conditions, a 6-year average is used to forecast 2008-09 revenues.
Approved Adjustments in 2008-2009 Budget
355
CITY OF EVANSTON
BEACHES
3080
2007 -2008 2008 2009-
Appropriation Approved
3080 BEACHES
61010 REGULAR PAY 71,100 75,500
61011 RECREATION INSTRUCTORS REG PAY 1,300
61060 SEASONAL EMPLOYEES 269,600 282,100
61110 OVERTIME PAY 5,400 5,400
61210 LONGEVITY 1,200 1,200
61510 HEALTH INSURANCE 12,400 11,600
61615 LIFE INSURANCE 200 200
61710 IMRF 5,700 6,200
61725 SOCIAL SECURITY 14,400 22,500
61730 MEDICARE 4,300 5,300
62205 ADVERTISING 600 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 1,000 1,500
64005 ELECTRICITY 4,200 2,500
64015 NATURAL GAS 1,900 2,000
64540 TELECOMMUNICATIONS - WIRELESS 4,500 4,500
65020 CLOTHING 4,000 4,500
65025 FOOD 300 300
65045 LICENSING/REGULATORY SUPP 5,200 5,200
65110 RECREATION SUPPLIES 4,300 4,500
65125 OTHER COMMODITIES 1,500 1,500
3080 BEACHES 465,100 489,600
356
City of Evanston
Recreation
3081 – Pooch Park
Description of Major Activities
Pooch Park is the City’s dog park. It is located at 3220 Oakton Street (Channelside Park) in Skokie. Co-
operated by the City of Evanston and Skokie Park District, Pooch Park is a 2.7 acre park that is an off-leash
fenced dog recreational facility.
Approved Adjustments in 2008-2009 Budget
357
CITY OF EVANSTON
POOCH PARK
3081
2007 -2008 2008 2009-
Appropriation Approved
3081 POOCH PARK
62490 OTHER PROGRAM COSTS 3,500
3081 POOCH PARK 3,500
358
City of Evanston
Recreation
3085 – Recreation Facility Maintenance
Description of Major Activities
This maintenance service 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 jobs performed include
• Cleaning the sand at all beaches daily
• Collecting water samples daily and performing tests on weekends
• Launching Aquatic Camp boats and doing boat rack repairs
• Daily cleaning of lakefront bathrooms and park bathrooms
• Picking up litter and removing graffiti throughout the park system
• Relocating beach fence in the fall to prevent drifting sand from entering the lakefront parks in the winter
• Painting all bathroom floors in the fall to ready them for use in the spring
• Providing winter strorage for cititizen's boats inside the beach office garages
• Painting all park benches and picnic tables
Field maintenance for 23 soccer fields, 5 football fields and 18 baseball fields is also provided nine months of the year. This
maintenance includes seeding, aerating, fertilizing, dragging and lining. During the summer, two staff members are
dedicated to working daily on these fields. Custodial services, including bathroom cleaning, mopping, sweeping and litter
pickup, are provided to seven park shelters and seven lakefront buildings 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. We 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 2008-2009 Objectives
• To control turface from washing onto the cement pads at James Park during rain storms by putting sod inside of the
backstops, by May 2008
• To catalog field dimensions for all athletic fields onto a spreadsheet for easy reference, by June 2008
• To continue to plant dune grass on the beach side of Greenwood Beach along the rip rap to prevent sand from blowing
onto the pathway, by July 2008
• To purchase a new ball diamond grooming machine needed to provide maintenance to all baseball fields, by April 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of service deliveries 590 475 525
Number of beach cleanings 290 290 290
Install snowfence (in linear feet) throughout park system 19,000 17,935 18,470
Resurface natural ice rinks (# of resurfacings) 25 12 25
Dredge boat ramp in a timely manner May 1 May 1 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 2008-2009 Budget
359
CITY OF EVANSTON
RECREATION FACILITY MAINT
3085
2007 -2008 2008 2009-
Appropriation Approved
3085 RECREATION FACILITY MAINT
61010 REGULAR PAY 394,300 345,300
61060 SEASONAL EMPLOYEES 47,300 47,300
61110 OVERTIME PAY 22,800 21,600
61210 LONGEVITY 7,900 7,900
61510 HEALTH INSURANCE 69,300 55,500
61615 LIFE INSURANCE 700 600
61630 SHOE ALLOWANCE 900 800
61710 IMRF 31,400 28,400
61725 SOCIAL SECURITY 19,600 26,200
61730 MEDICARE 5,800 6,100
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 2,400 2,000
65040 JANITORIAL SUPPLIES 2,900 3,400
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 675,300 615,100
360
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 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 at a competitive fee rate. 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 ages 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 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 1/2
hours during the 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. 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 2008-2009 Objectives
• Develop a marketing plan for the Adult Men's Hockey Program and develop it into a competitive league of 10 or
more teams, by Winter 2008.
• Purchase a yearly skate pass with free skate rental, or skate at Crown for the regular admission price and
receive a raffle ticket for free admission to a special event (Spring Ice Show, Nutcracker Ice Show) with the goal
of increasing participation by 200, by Winter 2008.
• Introduce a Beginner Synchronized Skating Team that will participate in our ice shows. Skaters from this team
will then advance to our main sychronized skating program by Fall 2008.
• Complete the merger of the EYHA and House Hockey Program so that the entire program will be 100% under
the direction of the Evanston Youth Hockey Association including the collection of fees and purchasing of the
needed program supplies by fall 2008.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2008-2009 Budget
361
CITY OF EVANSTON
CROWN ICE RINK
3095
2007 -2008 2008 2009-
Appropriation Approved
3095 CROWN ICE RINK
61010 REGULAR PAY 242,400 251,800
61011 RECREATION INSTRUCTORS REG PAY 134,600 139,600
61013 PROGRAM ASSISTANTS 24,000 25,000
61050 PERMANENT PART-TIME 159,200 168,100
61060 SEASONAL EMPLOYEES 80,000 80,000
61110 OVERTIME PAY 5,000 5,000
61210 LONGEVITY 5,800 5,800
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 400 400
61710 IMRF 19,300 19,800
61725 SOCIAL SECURITY 27,000 41,700
61730 MEDICARE 8,100 9,700
62205 ADVERTISING 4,200 4,200
62210 PRINTING 3,700 3,700
62235 OFFICE EQUIPMENT MAINT 500 200
62245 OTHER EQMT MAINTENANCE 23,100 23,300
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 5,400
62375 RENTALS 1,600 800
62490 OTHER PROGRAM COSTS 15,300 36,300
62495 LICENSED PEST CONTROL SERVICES 600 700
62505 INSTRUCTOR SERVICES 10,700 10,800
62507 FIELD TRIPS 22,000 22,300
62508 SPORTS OFFICIALS 5,500 5,700
64005 ELECTRICITY 127,400 127,400
64015 NATURAL GAS 43,300 43,300
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 200
65020 CLOTHING 3,600 3,600
65025 FOOD 2,500 2,500
65040 JANITORIAL SUPPLIES 6,400 6,700
65050 BLDG MAINTENANCE MATERIAL 5,000 5,000
65070 OFFICE/OTHER EQT MTN MATL 9,500 9,600
65075 MEDICAL & LAB SUPPLIES 500 500
65080 MERCHANDISE FOR RESALE 14,000 14,000
65095 OFFICE SUPPLIES 2,000 2,000
65110 RECREATION SUPPLIES 50,600 51,100
362
CITY OF EVANSTON
CROWN ICE RINK
3095
2007 -2008 2008 2009-
Appropriation Approved
3095 CROWN ICE RINK 1,155,500 1,215,600
363
City of Evanston
Recreation
3100 – Sports Leagues
Description of Major Activities
Activities contained in this business unit include the adult softball leagues, outdoor ice rinks, 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.
In our 2006 spring/summer leagues there were 34 Men's 12" teams, 12 co-ed mushball teams, and four Women's 14"
teams. In the fall leagues there were 18 Men's 12" teams, and six co-ed mushball teams. Each team has an average
of 15 players on its roster (approximately 1,110 total players).
Outdoor ice rinks are located at the Dawes Park Lagoon, Ackerman Park, Baker Park and Larimer Park. Recreation
Maintenance and Parks Division staff begin making ice (weather permitting) in late December. The outdoor ice rink
season runs from the School District #65 winter break through mid-February (when temperatures are consistently too
warm to maintain good ice). This program gives Evanston residents the opportunity to skate in neighborhood outdoor
ice rinks, in addition to the indoor rink at Robert Crown Center.
The ice rink attendants open and close the warming houses and bathrooms located at each outdoor rink. During their
shift they monitor ice conditions to ensure that the ice is safe for the skaters. If the ice becomes unsafe during their
shift, they close the rink. They also monitor the area, making sure the skaters are following the posted rules and
regulations in order to maintain a safe environment for ice skaters.
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 of 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. Our softball programs, as well as our outdoor skating program, give
residents the opportunity to be involved in community recreation activities.
This business unit also includes funding for a private security firm that is hired 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 also responsible for most of the training needs of the Department. 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 2008-2009 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 2008. For the past two years, 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total number of adult softball teams participating in the
summer and fall leagues
69 73 75
Number of outdoor ice rinks opened for skating 4 0 4
Number of youth sports volunteer coaches trained in
positive youth sports coaching
23 50 50
Number of Parks/Forestry & Recreation staff trained
and certified in American Red Cross CPR/AED
52 50 50
Approved Adjustments in 2008-2009 Budget
364
CITY OF EVANSTON
SPORTS LEAGUES
3100
2007 -2008 2008 2009-
Appropriation Approved
3100 SPORTS LEAGUES
61010 REGULAR PAY 3,300 3,300
61013 PROGRAM ASSISTANTS 13,700 14,000
61060 SEASONAL EMPLOYEES 3,100
61510 HEALTH INSURANCE 500 400
61625 AUTO ALLOWANCE 1,100 1,100
61710 IMRF 300 300
61725 SOCIAL SECURITY 800 1,100
61730 MEDICARE 200 300
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 100 100
62490 OTHER PROGRAM COSTS 27,800 12,800
62508 SPORTS OFFICIALS 12,600 14,000
65110 RECREATION SUPPLIES 5,000 4,100
3100 SPORTS LEAGUES 68,700 51,700
365
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 (88 participants per group) in each session (4 groups total). There is a
counselor to camper ratio of 1:11 and all Aquatic Camp counselors are lifeguards with certifications in Lifeguarding,
CPR for the Professional Rescuer, and AED's. They also have previously worked for the City of Evanston as
lifeguards for at least one year. 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 and kayaking. In addition to
water activities, campers participate in land-related activities such as kickball, volleyball, special event days, and
other games and contests. There also is a Parents' Night for every group, during which parents participate in the
aquatic fun.
The Aqua Action Camp was developed in 2005 to provide an opportunity for parents to experience aquatic activities
with their children. Just as at Aquatic Camp, parents can sail, water ski, tube, canoe and kayak with their children.
This camp was conceived by watching the experience that the Aquatic Camp parents had during Parents' Nights.
The Adult Aquatic Adventures Camp was developed in 2005 to provide adults with the Aquatic Camp experience.
This program offers the same skill set as the Aqua Action Camp, but it is for adults who want to enjoy this activity
without children.
The Teen Aquatic Camp was developed in 2006 to provide teens ages 13-18 with an opportunity develop or further
develop the skills taught in Aquatics Camp
Private sailing lessons and group kayak lessons were developed in 2005 and provide an opportunity for residents to
learn how to sail and paddle from highly-skilled instructors. This program increased our ability to better monitor the
sailors and kayakers who launch from the Dempster Street Beach.
FY 2008-2009 Objectives
• To increase the fishing activity in Aquatic Camp from one day a week to 3 days a week by June 2008.
• To fully integrate the Hobie Catamarans into the sailing curriculum of Aquatic Camp by June 2008.
• Increase the total number of kayak and sailboat rentals by 6% by September 2008.
• Develop a lesson plan by June 2008 for the 3 kayak/canoe fishing trips that will be offered in 2008. This plan will
include basic canoe and fishing safety, how to cast, how to bait hooks, where to fish in Lake Michigan and how to
catch and release fish.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Aquatic Camp revenue $121,380 $129,681 $133,800
Number of Aquatic Camp registrations 429 431 467
Revenue from Evening Aquatic Camp Programs 10,300 8,525 11,900
Total Lesson and Rental Revenue 12,865 14,310 17,600
Approved Adjustments in 2008-2009 Budget
366
CITY OF EVANSTON
AQUATIC CAMP
3105
2007 -2008 2008 2009-
Appropriation Approved
3105 AQUATIC CAMP
61060 SEASONAL EMPLOYEES 58,000 63,100
61110 OVERTIME PAY 1,300 1,500
61725 SOCIAL SECURITY 2,500 4,000
61730 MEDICARE 700 900
62275 POSTAGE CHARGEBACKS 400 400
65025 FOOD 600 600
65110 RECREATION SUPPLIES 4,000 5,500
65125 OTHER COMMODITIES 10,500 5,500
3105 AQUATIC CAMP 78,000 81,500
367
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 at 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
• Weekend Camps
• Summer Camps
• Middle School League
• Youth Leagues
• Community Tennis
• Private Lessons
Adult Tennis Programs:
• Instruction Classes (Beginning through Advanced)
• Leagues
• Senior Classes
• Weekend Classes
• Youth Free Lesson Days
FY 2008-09 Objectives
• Offer five free family tennis events including activities and instruction on Friday nights at James Park by August
2008
• Apply for funding from outside granting agencies in order to offer free community tennis opportunities for youth
age 8-14 years old by July 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Youth Sports---Total Participation Hours 8,823 5,500 5,600
Adult Sports---Total Participation Hours 4,350 4,100 4,200
Youth Summer Camps---Total Participation Hours 6,681 4,000 4,200
Approved Adjustments in 2008-2009 Budget
368
CITY OF EVANSTON
TENNIS
3110
2007 -2008 2008 2009-
Appropriation Approved
3110 TENNIS
61011 RECREATION INSTRUCTORS REG PAY 1,900 4,000
61013 PROGRAM ASSISTANTS 4,900
61050 PERMANENT PART-TIME 12,800 13,500
61630 SHOE ALLOWANCE 300 300
61725 SOCIAL SECURITY 800 1,100
61730 MEDICARE 200 300
62205 ADVERTISING 300 300
62275 POSTAGE CHARGEBACKS 1,700 1,300
62360 MEMBERSHIP DUES 200 200
62375 RENTALS 22,000 5,000
62380 COPY MACHINE CHARGES 1,000
62505 INSTRUCTOR SERVICES 87,000 75,000
62506 WORK-STUDY 1,000 800
65095 OFFICE SUPPLIES 500 400
65110 RECREATION SUPPLIES 1,500 1,100
3110 TENNIS 136,100 103,300
369
City of Evanston
Recreation
3125 – Drum and Bugle Corps
Description of Major Activities
The Drum and Bugle Corps allows Evanston youth to participate in an organized free band. The youth also have an
opportunity to advance to local High School music programs. The band performs in local parades and state and
national competitions. Free music instruction is also provided to thirty participants each year.
FY 2008-2009 Objectives
• Conduct two outreach activities to recruit children and youth for the program, by September 2008
• Continue transition of dual musical program of military and contemporary instrumental presentations, by January
2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Drum Corps appearances 3 1 2
Approved Adjustments in 2008-2009 Budget
370
CITY OF EVANSTON
SPECIAL PROGRAMS
3125
2007 -2008 2008 2009-
Appropriation Approved
3125 SPECIAL PROGRAMS
61060 SEASONAL EMPLOYEES 12,800 12,800
61725 SOCIAL SECURITY 500 800
61730 MEDICARE 200 200
3125 SPECIAL PROGRAMS 13,500 13,800
371
City of Evanston
Recreation
3130 – Special Recreation Programs
Description of Major Activities
Through the Evanston Recreation Division, the Special Recreation department provides services within its two
branches of service: special recreation programming and inclusion. Special Recreation offers specialized recreational
programming for individuals, from 3 years of age 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 so participants have a more active role during programs. Participants enrolling in Special Recreation
programs come from homes both inside and outside the Evanston city limits. Approximately 720 individuals from 189
different families participated in Special Recreation programs during the 2005-06 fiscal year. Of the 189 unique
families, 50 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. Special Recreation programs are held at
the following sites in Evanston throughout the year: Robert Crown Center, Fleetwood-Jourdain Center, Levy 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 and Bowling training including area, district and state competitions
• Park Camp, Camp REAL, and Family Camp Weekend
• Special Events - weekend full-day trips
• Teen Club
Adult Programs:
• Recreational Swimming
• Fitness Training
• Special Olympics Bowling, Bocce, Basketball, Ice Skating, Track & Field, and Aquatic training including
area, district and state competitions
• Special Events-Weekend full-day trips
• Family Camp Weekend
• Gadabout activities, cooking and craft programs
• Ice Skating
• Bocce
• Basketball
The Inclusion program provides supportive 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.
Some of the accommodations provided by our program include:
• Sign language interpreters for children with hearing impairments to attend summer camps
• Inclusion aides for children in after-school programs, summer camps, gymnastics, hockey, figure skating,
pre-school programs, holiday programming, winter break camp and spring break camp
• Training of staff in behavior management, disability awareness, ADA, administration of medication
(epinephrine), group goals and expectations, and development of peer relationships
372
City of Evanston
Recreation
3130 – Special Recreation Programs
• Adaptation of 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 to fully participate in bike day at summer camp
• Family consultations, community resource advice and equipment loan program
FY 2008-2009 Objectives
• Increase awareness of Spirit Team/Teen program by collaborating with Northwestern University students so they
visit special education classes at ETHS by October 2008
• Collaborate with school district teachers and Special Olympics officials to establish a training program for
children too young to participate in Special Olympics by March 2008
• 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 2008
• Expand public awareness of inclusion services to families of children in early intervention programs and school-
age children by September 2008
• Establish a formal loan program of adaptive equipment to be available for use by residents with special needs by
September 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total Participants for all Special Recreation Programs 870 885 895
Total Volunteers for all Special Recreation Programs 33 55 58
Total Special Recreation Program offerings 72 75 77
Inclusion aides - Summer Camp 36 35 37
Inclusion aides - school year programs 11 16 16
Approved Adjustments in 2008-2009 Budget
373
CITY OF EVANSTON
SPECIAL RECREATION
3130
2007 -2008 2008 2009-
Appropriation Approved
3130 SPECIAL RECREATION
61010 REGULAR PAY 120,400 72,900
61013 PROGRAM ASSISTANTS 63,200 68,200
61050 PERMANENT PART-TIME 46,000
61060 SEASONAL EMPLOYEES 54,900 63,600
61110 OVERTIME PAY 6,200 7,400
61510 HEALTH INSURANCE 19,800 11,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 9,600 6,000
61725 SOCIAL SECURITY 10,300 16,000
61730 MEDICARE 3,100 3,700
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 31,700 31,000
62505 INSTRUCTOR SERVICES 4,200 2,600
62507 FIELD TRIPS 10,200 10,700
62511 ENTERTAIN/ PERFORMER SVCS 1,000 500
64540 TELECOMMUNICATIONS - WIRELESS 1,800 1,200
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 3,500 4,100
65025 FOOD 5,000 5,000
65075 MEDICAL & LAB SUPPLIES 400 600
65095 OFFICE SUPPLIES 700 700
65110 RECREATION SUPPLIES 7,600 7,700
3130 SPECIAL RECREATION 357,700 363,600
374
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.
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 $22.00 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, 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 City of Evanston Ethnic Arts Festival and the Lakeshore Arts Festival. Vendors
are transported in the morning and patrons are transported from the Northwestern parking lot to the festival site the
remainder of the day. For the July 4th holiday, one bus is used to transport the Pride of Evanston Drum and Bugle
Corps group and participants from Special Recreation to and from the parade. Two buses are used to transport the
band to and from the fireworks display.
FY 2008-2009 Objectives
• Update and provide Bus Rules for the parents of the participants to keep them abreast of current safety issues
by fall 2008
• Update safety procedure information for the bus drivers, and also update any informational manuals that are
used by the bus aides by fall 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of after-school bus program participants 110 115 120
Approved Adjustments in 2008-2009 Budget
375
CITY OF EVANSTON
BUS PROGRAM
3140
2007 -2008 2008 2009-
Appropriation Approved
3140 BUS PROGRAM
61013 PROGRAM ASSISTANTS 17,600 17,600
61050 PERMANENT PART-TIME 20,300 21,400
61110 OVERTIME PAY 1,800 1,800
61725 SOCIAL SECURITY 1,600 2,500
61730 MEDICARE 500 600
64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,300
3140 BUS PROGRAM 43,100 45,200
376
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 covering city parks and the
other covering 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 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, rest rooms and gates each evening. They also identify broken equipment, reporting the problem to the
Recreation Maintenance or Parks Division; report the need for trash pickup in parks to the Parks Division; assist with
traffic control and parking at special events; inspect park equipment for safety; and check 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 patrol 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 2008-2009 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 2008
• To develop a tracking system for duties performed by the park rangers in order to document the number of hours
they perform each duty, by May 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of weeknight inspections of the Dog Beach for
dog beach passes May 1 through Memorial Day and
Labor Day through Oct. 31
n/a 41
(Sept. & Oct.
2007 only)
60
Approved Adjustments in 2008-2009 Budget
377
CITY OF EVANSTON
PARK SERVICE UNIT
3150
2007 -2008 2008 2009-
Appropriation Approved
3150 PARK SERVICE UNIT
61010 REGULAR PAY 25,900 27,200
61050 PERMANENT PART-TIME 45,700 48,200
61060 SEASONAL EMPLOYEES 9,600 10,200
61110 OVERTIME PAY 300
61510 HEALTH INSURANCE 4,500 4,100
61630 SHOE ALLOWANCE 300 300
61710 IMRF 2,100 2,100
61725 SOCIAL SECURITY 3,400 5,300
61730 MEDICARE 1,000 1,200
64540 TELECOMMUNICATIONS - WIRELESS 2,600 1,200
65020 CLOTHING 800 600
65085 MINOR EQUIPMENT & TOOLS 800 400
3150 PARK SERVICE UNIT 97,000 100,800
378
City of Evanston
Recreation
3155 – Youth Golf Program
Description of Major Activities
The Citywide Youth Golf Program, 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 while day camps are offered in the summer. The primary purpose of this program is to provide an introduction to
golf, including skills instruction, etiquette, and rules of the game.
FY 2007-2008 Objectives
• Re-apply for funding from granting sources in order to provide free introductory golf clinics by July 2008
• Apply for funding from granting sources in order to provide a free or low cost community golf camp by
August 2008
Ongoing Activity Measures
2006-07
Actual
2007-08
Actual
2008-09
Projected
Youth Sports--Total Participation Hours 220 110 120
Camps--Total Participation Hours 890 800 1000
Free Golf Clinics—Participation Hours 90 0 100
Approved Adjustments in 2008-09 Budget
379
CITY OF EVANSTON
GOLF
3155
2007 -2008 2008 2009-
Appropriation Approved
3155 GOLF
62205 ADVERTISING 200 200
62360 MEMBERSHIP DUES 300 200
62505 INSTRUCTOR SERVICES 13,000 10,500
62506 WORK-STUDY 1,000 900
65095 OFFICE SUPPLIES 200 100
65110 RECREATION SUPPLIES 1,400 1,300
3155 GOLF 16,100 13,200
380
City of Evanston
Parks and Forestry Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
3505 – General Support 269,674 337,200 316,600 338,400
3510 – Horticultural Maintenance 1,334,121 1,528,900 1,453,400 1,573,600
3515 – Parkway Tree Maintenance 755,823 871,444 839,600 905,800
3520 – Dutch Elm Disease Control 640,195 711,604 739,100 721,100
3525 – Tree Planting 361,523 376,052 374,900 410,600
3530 – Private Elm Tree Insurance 43,700 49,100 52,700 51,000
3535 – Dutch Elm Inoculation Program 230,840 184,700 184,700 398,300
Total Expenditures: $ 3,635,876 $ 4,059,000 $ 3,961,000 $ 4,398,800
Services Billed Out 43,700 49,100 52,700 51,000
Total: $ 43,700 $ 49,100 $ 52,700 $ 51,000
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
• The Ladd Arboretum Master Plan process was completed in the summer of 2007, with the presentation and
adoption of the final plan by the City Council in August, 2007.
• Several new features were added to the City's website in order to provide residents with new and updated
information related to Parks/Forestry activities. A new map of the City indicating our parkway tree trimming
progress in different neighborhoods was added as a link, with color coding of the areas staff is currently
trimming, along with areas scheduled to be trimmed in the coming year. Updates were also added after the
Emerald Ash Borer was discovered in Evanston. Direct links to State and Federal websites were part of the
information provided, and staff continues to update this information as more information is released.
• 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.
• A biannual inspection of all park and parkway elms and ashes will continue this winter, with other species added
in the coming years as time allows. The implementation timeline for these inspections will be very dependent on
how the EAB situation plays out, and how the control measures are funded. To date, the City has lost 60 public
ash trees, and 6 private ash trees to this insect infestation.
• Staff is currently assessing the use of outside contractors to perform parkway stump removals, and expect to
have results later this fall. If this contractual arrangement proves successful, Forestry crews will be able to
address additional tree trimming and removals in a more timely manner.
• New tree planting continued 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 increased this year, and staff continues to look for an effective
means to sustain this increase in the number of residents participating each year.
• All parkway elms that were measured between 26” and 29” in diameter during the inventory conducted in 2005
will be re-measured in late 2007. This will help to determine if any additional elms will qualify for injections in
2008 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, down to 2.02% in 2007.
381
City of Evanston
Parks and Forestry Department
2008-2009 Department Initiatives
• Continue to work closely with all State and Federal agencies involved with the control of the Emerald Ash Borer.
Staff will investigate the feasibility of attracting research institutions and/or companies to Evanston to aid in
possible curative measures being discovered and implemented.
• Continue the three-year cycle of elm injections using both City employees as well as an outside contractor in
2008, and evaluate the success of the program overall.
• Work with residents, special interest groups, boards and committees, and other City staff to bring the Lakefront
Master Plan to completion in a timely fashion.
• Increase the number of trees being planted on City parkways from 650 to 950 in 2008. These additional trees will
bring us to a fully planted status by the spring of 2009, barring any significant losses due to EAB. 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.
2008-2009 Performance Initiatives
Performance Measures – Parks and Forestry
Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of trees that are removed by the City
and replaced within one year. (Data source:
Departmental tracking)
N/A N/A TBD
Comment: Data will be collected beginning in fiscal
year 2008-09.
382
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 2008-2009 Objectives
• Involve all appropriate Division staff and City of Evanston staff during the development of the Lakefront Master
Plan throughout the process
• Continue to work with state and federal officials 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
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Park Capital projects funded in CIP 9 8 8
Park Capital projects constructed/completed 6 6 8
Employees attending outside training programs 27 9 20
Number of citizen requests received for tree work 1,760 1,810 1,700
Approved Adjustments in 2008-2009 Budget
383
CITY OF EVANSTON
PARKS & FORESTRY GENERAL SUP
3505
2007 -2008 2008 2009-
Appropriation Approved
3505 PARKS & FORESTRY GENERAL SUP
61010 REGULAR PAY 242,200 241,700
61060 SEASONAL EMPLOYEES 4,000 4,000
61210 LONGEVITY 1,500 1,500
61510 HEALTH INSURANCE 29,700 27,800
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 3,000 3,000
61630 SHOE ALLOWANCE 300 300
61710 IMRF 19,300 18,300
61725 SOCIAL SECURITY 10,200 15,300
61730 MEDICARE 3,000 3,600
62185 OTHER CONSULTING SERVICES 2,500 2,500
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 300 300
62275 POSTAGE CHARGEBACKS 1,500 1,800
62295 TRAINING & TRAVEL 400 400
62335 DATA PROCESSING SERVIC 1,000 2,000
62360 MEMBERSHIP DUES 900 900
62375 RENTALS 2,800 2,800
64540 TELECOMMUNICATIONS - WIRELESS 12,000 10,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65095 OFFICE SUPPLIES 1,000 800
65105 PHOTO/DRAFTING SUPPLIE 600 400
3505 PARKS & FORESTRY GENERAL SUP 337,200 338,400
384
City of Evanston
Parks and 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 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 contracts.
FY 2008-2009 Objectives
• Develop and implement landscape beautification at all six community centers (Robert Crown, Fleetwood-
Jourdain, Chandler-Newberger, Noyes, Levy and Ecology)
• Develop an implementation schedule for the replacement of all park trees within one year of removal to improve
park property aesthetics
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of new trees planted 12 10 25
Number of new shrubs planted 124 429 200
Shrub bed maintenance interval during growing season 55 days 60 days 60 days
Mowing rotation in days 4.5 days 4.5 days 4.5 days
Playground surfacing renovations completed 32 29 30
Number of new bulbs/ground cover planted 3,200 2,300 3,000
Approved Adjustments in 2008-2009 Budget
385
CITY OF EVANSTON
HORTICULTURAL MAINTENANCE
3510
2007 -2008 2008 2009-
Appropriation Approved
3510 HORTICULTURAL MAINTENANCE
61010 REGULAR PAY 784,400 801,800
61060 SEASONAL EMPLOYEES 31,500 48,000
61110 OVERTIME PAY 19,500 19,500
61210 LONGEVITY 11,900 11,900
61510 HEALTH INSURANCE 138,600 129,500
61615 LIFE INSURANCE 1,500 1,500
61630 SHOE ALLOWANCE 2,000 2,000
61710 IMRF 62,500 62,700
61725 SOCIAL SECURITY 34,900 54,400
61730 MEDICARE 10,400 12,700
62195 LANDSCAPE MAINTEANCE SERVICES 110,000 110,000
62199 PARK MNTNCE & FURNITURE RPLCMN 25,000 25,000
62245 OTHER EQMT MAINTENANCE 400 400
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 700 700
65055 MATER. TO MAINT. IMP.16,869 18,000
65070 OFFICE/OTHER EQT MTN MATL 13,000 10,000
65085 MINOR EQUIPMENT & TOOLS 2,800 2,800
65090 SAFETY EQUIPMENT 2,200 2,200
65550 AUTOMOTIVE EQUIPMENT 44,631 44,400
65625 FURNITURES & FIXTURES 6,900 6,900
3510 HORTICULTURAL MAINTENANCE 1,528,900 1,573,600
386
City of Evanston
Parks and 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 27,820 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 2008-2009 Objectives
• Develop an efficient system to comply with state and/or federal official direction regarding the control of the
Emerald Ash Borer
• Continue to implement the Ash Reduction Plan by removing those trees in poor condition that are most
susceptible to becoming infected with Emerald Ash Borer
• 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 maintain a six-year trimming cycle
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Parkway trees trimmed by City crews 3,510 3,760 4,000
Hazardous trees removed 107 153 100
Dead trees removed 121 71 75
EAB infected ash trees removed 25 60 75
Ash Reduction Plan removals 0 154 150
Total number of trees removed 253 438 400
Wasp / hornet nests removed 5 5 5
Employee overtime hours for emergency storm damage 425 688.5 500
Approved Adjustments in 2008-2009 Budget
387
CITY OF EVANSTON
PARKWAY TREE MAINTENANCE
3515
2007 -2008 2008 2009-
Appropriation Approved
3515 PARKWAY TREE MAINTENANCE
61010 REGULAR PAY 507,700 529,400
61110 OVERTIME PAY 13,900 20,000
61210 LONGEVITY 1,700 1,700
61510 HEALTH INSURANCE 94,100 87,800
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 1,300 1,300
61710 IMRF 40,500 41,500
61725 SOCIAL SECURITY 21,600 34,000
61730 MEDICARE 6,500 8,000
62245 OTHER EQMT MAINTENANCE 200 200
62305 RENTAL OF AUTO-FLEET SER 168,300 168,300
65005 AGRI/BOTANICAL SUPPLIES 800 800
65015 CHEMICALS 300 300
65020 CLOTHING 800 800
65070 OFFICE/OTHER EQT MTN MATL 5,500 3,000
65085 MINOR EQUIPMENT & TOOLS 4,500 4,500
65090 SAFETY EQUIPMENT 200 200
65625 FURNITURES & FIXTURES 2,544 3,000
3515 PARKWAY TREE MAINTENANCE 871,444 905,800
388
City of Evanston
Parks and 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 2,953 trees, in addition to 250 American elms within the public
parks.
FY 2007-2008 Objectives
• 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
• Work with Metra, CTA, and Metropolitan Water Reclamation District to become more efficient in the removal of
diseased elm trees on their extensive properties
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Parkway elms infected with DED 109 69 60
Percentage of parkway elms infected 3.52% 2.29% 2.03%
Number of cut-outs performed on parkway elms 23 10 10
Newly infected parkway elm removals 82 59 50
Removals due to unsuccessful cut-outs 4 2 5
Total number of parkway elms removed 86 61 55
Percentage of parkway elms actually removed 2.77% 2.02% 1.86%
Other City-owned elms removed 94 45 40
Average work days from disease identification until tree
removal 31 37 25
Average work days from tree removal until stump
removal 70 75 50
Approved Adjustments in 2008-2009 Budget
389
CITY OF EVANSTON
DUTCH ELM DISEASE CONTROL
3520
2007 -2008 2008 2009-
Appropriation Approved
3520 DUTCH ELM DISEASE CONTROL
61010 REGULAR PAY 387,800 402,600
61060 SEASONAL EMPLOYEES 15,000 18,000
61110 OVERTIME PAY 14,800 14,800
61210 LONGEVITY 4,400 4,400
61510 HEALTH INSURANCE 71,800 67,000
61615 LIFE INSURANCE 700 700
61630 SHOE ALLOWANCE 900 900
61710 IMRF 30,900 31,800
61725 SOCIAL SECURITY 17,500 27,200
61730 MEDICARE 5,200 6,300
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 400
62305 RENTAL OF AUTO-FLEET SER 118,100 118,100
62385 TREE SERVICES 24,848 10,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 10,800 10,800
65020 CLOTHING 600 600
65070 OFFICE/OTHER EQT MTN MATL 300 100
65075 MEDICAL & LAB SUPPLIES 200 200
65085 MINOR EQUIPMENT & TOOLS 5,000 5,000
65090 SAFETY EQUIPMENT 500 500
65625 FURNITURES & FIXTURES 1,756 2,000
3520 DUTCH ELM DISEASE CONTROL 711,604 721,100
390
City of Evanston
Parks and Forestry
3525 – Tree Planting
Description of Major Activities
Planting of new trees on parkways throughout the City is facilitated by staff from this business element 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 2008-2009 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 trees that can be
planted in larger sizes
• Increase the number of newly-planted trees by 300 additional trees per year until all parkway trees can be
replaced within one year or less of the initial removal
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of new tree survival 95% 94% 96%
Percentage of residents choosing tree species 24% 23% 25%
Percentage of residents choosing larger size tree 8% 9% 10%
Total number of new parkway trees planted 650 650 690
Approved Adjustments in 2008-2009 Budget
391
CITY OF EVANSTON
TREE PLANTING
3525
2007 -2008 2008 2009-
Appropriation Approved
3525 TREE PLANTING
61010 REGULAR PAY 129,300 134,400
61110 OVERTIME PAY 5,300 8,000
61210 LONGEVITY 1,700 1,700
61510 HEALTH INSURANCE 22,300 20,800
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 300 300
61710 IMRF 10,300 11,000
61725 SOCIAL SECURITY 5,600 8,900
61730 MEDICARE 1,700 2,100
62305 RENTAL OF AUTO-FLEET SER 49,200 49,200
65005 AGRI/BOTANICAL SUPPLIES 149,152 173,000
65020 CLOTHING 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
3525 TREE PLANTING 376,052 410,600
392
City of Evanston
Parks and 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 2008-2009 Objectives
• Investigate the feasibility of including stump removals with the tree removals as part of the overall program
• Develop new publicity material for citywide distribution in order to increase resident participation in the insurance
program
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of removal costs covered by premiums 90% 100% 100%
Insured elms removed 21 24 22
Elm trees covered under program: Small 10 9 10
Medium 54 69 65
Large 156 168 165
Extra-large 190 209 205
TOTAL 410 455 445
Approved Adjustments in 2008-2009 Budget
393
CITY OF EVANSTON
PRIVATE ELM TREE INSURANCE
3530
2007 -2008 2008 2009-
Appropriation Approved
3530 PRIVATE ELM TREE INSURANCE
62385 TREE SERVICES 49,100 51,000
66125 SERVICES BILLED OUT 49,100-51,000-
394
City of Evanston
Parks and 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, 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:
1. The tree is larger than 10" in diameter and is located in a park or other City-owned or -maintained property.
2. The tree is located on a public parkway and is 30" in diameter or larger.
3. 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 2008-2009 Objectives
• Continue to train additional Forestry employees in the methodology of fungicide injections so that injections can
be performed using City 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of parkway elms injected 228 175 1480
Number of park elms injected 0 0 220
Total number of public elms injected 228 175 1700
Number of City employees trained in injection methods 4 4 4
Percentage of injected elms contracting DED 1.99% 1.53% 1.0%
Approved Adjustments in 2008-2009 Budget
395
CITY OF EVANSTON
DUTCH ELM INOCULATION PROGRAM
3535
2007 -2008 2008 2009-
Appropriation Approved
3535 DUTCH ELM INOCULATION PROGRAM
62496 DED INOCULATION 44,700 248,300
62497 INOCULATION FUND.-ANNUAL AMORT 140,000 150,000
3535 DUTCH ELM INOCULATION PROGRAM 184,700 398,300
396
City of Evanston
Ecology Center
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
3605 – Ecology Center 353,796 401,200 377,400 438,000
3610 – Eco-Quest Day Camp 102,769 118,300 97,400 118,200
Total Expenditures: $456,565 $519,500 $474,800 $556,200
Revenues:
Ecology Center 62,253 61,600 65,500 84,900
Ecology Summer Camps 190,030 181,000 201,000 192,000
Total Revenues: $252,283 $242,600 $266,500 $276,900
Notes for Financial Summary
Summer camp programs continued to provide significant revenue for the Ecology Center. A Counselor in Training
(CIT) program was new this year, with 16 campers and additional revenue of $6,400. Summer camp revenues
increased 10% and provided 663 campers with a unique summer learning program. The Ecology Center collaborated
with School District #65 to teach science as part of the after-school program in six 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 the next five years. 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 2007-2008 Major Program Objectives
The Master Plan for the Ladd Arboretum was completed in June 2007. A series of three public meetings were held
with attendance of around 80 people. The consensus of the public meetings was that the nature of 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. The first $150,000 will be spent on improvements and sustainable landscaping for the
Bridge Street/McCormick Blvd. area, as well as around the Ecology Center.
The Ecology Center and the City of Evanston, through financial sponsorship from the Evanston Environmental
Association, ComEd and Northwestern University, produced the first Evanston Green Living Festival on October 6,
2007. Eleven speakers and 25 vendors provided information on green practices that citizens could utilize.
Demonstrations featured composting, rain barrels, electric cars, energy efficiency and healthy household products.
Attended was estimated at 650 people.
The Evanston Environmental Association focused on Board recruitment and grew by four Board members. The EEA
continues to support the objectives and programs of the Ecology Center. Last year the EEA made the final payment
of $30,900 to the City of Evanston for the $800,000 Ecology Center addition; the City received over $5,000 from the
EEA in interest payments. The EEA has underwritten the Green Living Festival ($4,000), as well as Earth Day
($1,000).
The Ecology Center provides administrative support to two City Council-appointed committees (The Ladd Arboretum
Committee and the Evanston Environment Board), a non-profit organization (the Evanston Environmental
Association), as well as the Lighthouse Landing Committee. Additionally, the Center Manager is a Board member of
the Lake Michigan Ecosystem Partnership, Evanston Garden Council and local service organizations. Center staff
works with School District #65, Northwestern University, and the Evanston Community Foundation. The Ecology
Center provides canoeing instruction for the Adventure Education program for School District #202 for approximately
800 students.
397
City of Evanston
Ecology Center
2008-2009 Department Initiatives
1. Ecology Center staff will be working with the Evanston Environmental Association as well as the Evanston
Community Foundation to develop a citywide environmental council. The council will help direct private funding
initiatives from environmental outreach and green communities to community supported environmental outreach.
2. The Ecology Center will actively evaluate operational procedures and practices and refine them so the Ecology
Center reflects green practices. Public education forums on green living will continue throughout the year as well.
398
City of Evanston
Ecology Center
3605 – Ecology Center
Description of Major Activities
Program personnel - made up of one center manager and two environmental educators as well as a Clerk III and a
community garden coordinator - provide environmental education programs and services to the community. The
Ecology Center manager works with the Ladd Arboretum Committee, which reports to the Human Services
Committee; the Evanston Environmental Association 501(c)3 membership organization and its members; the
Evanston Environment Board, which reports to the Human Services Committee; program participants; and the
public.
Services provided through the Ecology Center include 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; teacher workshops; and community gardening for 210 Evanston gardeners. The Ecology Center
program instructors provide nature education programs at the Fleetwood-Jourdain Community Center on a weekly
basis and monthly at the 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 four City buildings: the Ecology Center, the Carlson Educational
Greenhouse, and the North and South fog houses at Lighthouse Park. Fund-raising projects from EEA membership
drives and five special events provide additional revenues ($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
Canal with a fleet of 11 donated canoes and 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.
FY 2008-2009 Objectives
• Develop a five-year plan for the Elizabeth Archer Patterson Environmental Outreach project to include working
with the Evanston Community Foundation, developing a community environmental council, and initiating the plan
for the first year of the program to begin in April 2008
• Work with City staff to plan the template for the Evanston Green Living Festival highlighting a sustainable future
for Evanston; festival to be completed by October 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 free public meetings held 90 90 90
Number of revenue producing room rentals days 83 70 80
Approved Adjustments in 2008-2009 Budget
The Elizabeth Archer Patterson Environmental Education Project is funded through an annual legacy gift of $25,000
donated by the Archer Patterson Family Foundation for five years beginning in October 2007.
399
CITY OF EVANSTON
ECOLOGY CENTER
3605
2007 -2008 2008 2009-
Appropriation Approved
3605 ECOLOGY CENTER
61010 REGULAR PAY 227,300 236,100
61011 RECREATION INSTRUCTORS REG PAY 20,100 20,100
61013 PROGRAM ASSISTANTS 5,900 5,900
61050 PERMANENT PART-TIME 27,000 28,500
61210 LONGEVITY 2,200 2,300
61510 HEALTH INSURANCE 39,600 37,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 2,100
61630 SHOE ALLOWANCE 300 300
61710 IMRF 18,100 18,000
61725 SOCIAL SECURITY 11,600 14,700
61730 MEDICARE 3,500 3,400
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 2,700 2,700
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 400 400
62360 MEMBERSHIP DUES 500 500
62490 OTHER PROGRAM COSTS 1,200 26,200
62495 LICENSED PEST CONTROL SERVICES 900 800
62507 FIELD TRIPS 1,000 1,000
62511 ENTERTAIN/ PERFORMER SVCS 500 500
64005 ELECTRICITY 10,600 10,600
64015 NATURAL GAS 7,500 7,500
65005 AGRI/BOTANICAL SUPPLIES 400 1,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65020 CLOTHING 500 500
65025 FOOD 1,100 1,100
65040 JANITORIAL SUPPLIES 1,000 1,000
65050 BLDG MAINTENANCE MATERIAL 1,400 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 401,200 438,000
400
City of Evanston
Ecology Center
3610 – Eco-Quest Day Camp
Description of Major Activities
The Ecology Center Summer Camp program provides 5 different camp experiences for children 3 - 12 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, for 1st through 3rd
graders, and Kinglet, for children entering Kindergarten, provide full-day and half-day sessions. EcoExplorer,
designed for 4th - 6th graders, 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 AM - 9 AM)
and after-camp care (3 - 6 PM) is available at each camp. The after-camp program has a separate curriculum and a
minimun ratio of 1:8.
Wildflower, our longest-running camp with 4 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 4 days a week for 2.5
hours. Counselor to camper ratio is 1:4, with additional assistant counselors working with campers.
Kinglet Camp meets at Lovelace Park, utilizing 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.
EcoExplorer, comprised of approximately 32 campers, addresses a more advanced camping and outdoor experience
for 4th - 6th graders and is housed at the fog houses at Lighthouse Beach. Adventure education focuses on land and
water ecosystems, includes a 3-day 2-night overnight campout, and has a 1:8 counselor/camper ratio.
EcoQuest, our largest camp with 64 full-day and 32 half-day campers, is housed at a District #65 school.
Summer Summit, a 2-week camp at the end of summer, is typically made of 64 campers 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/camper ratio of 1:8 ratio. 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. A counselor in training program was instituted in 2007 for 16 campers which
provided valuable job readiness skills to middle school students.
FY 2008-2009 Objectives
• Develop a carbon footprint program pilot program that will provide sustainability analysis as well as information
on how to live more environmentally; curriculum completed in May 2008 and initiated in June 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
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 2008-2009 Budget
Summer camp staff includes 12 employees of the Mayor’s Summer Youth Employment Program who are paid out of
SYEP funds.
401
CITY OF EVANSTON
ECO-QUEST DAY CAMP
3610
2007 -2008 2008 2009-
Appropriation Approved
3610 ECO-QUEST DAY CAMP
61060 SEASONAL EMPLOYEES 86,500 76,500
61725 SOCIAL SECURITY 3,600 4,700
61730 MEDICARE 1,100 1,100
62205 ADVERTISING 100 100
62490 OTHER PROGRAM COSTS 2,500 2,000
62507 FIELD TRIPS 10,500 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 4,000 3,000
65110 RECREATION SUPPLIES 4,500 4,000
3610 ECO-QUEST DAY CAMP 118,300 118,200
402
City of Evanston
Cultural Arts Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
3700 – Arts Council 60,059 184,600 130,000 149,200
3710 – Noyes Cultural Arts Center 361,393 275,800 289,200 298,700
3720 – Cultural Arts Programs 409,144 546,500 470,600 563,800
Total Expenditures: $830,596 $1,012,900 $889,800 $1,011,700
Revenues:
Cultural Arts Programs 312,442 292,900 292,000 316,200
Noyes Center Revenues 294,894 305,200 312,400 321,600
Illinois Arts Council Re-granting 14,700 16,000 16,000 11,600
Total Revenues: $622,036 $614,100 $620,400 $649,400
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
The Cultural Arts Division's 2007-08 programming provided Evanston with an array of cultural experiences. In
addition, the Cultural Fund grant program supported worthwhile projects by Evanston artists and arts organizations.
The Starlight Concert Series expanded to a fourth venue, Harbert Park. Two additional concerts were added to the
schedule, bringing the total number of shows to 15 presented at Dawes, James, Twiggs, and Harbert Parks. The
series featured nationally renowned performers from New Orleans, New York, Michigan, Virginia, North Carolina,
Texas, Toronto, and the local 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 was the Festival's largest in years.
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 jazz, classical and folk music.
The Evanston Arts Council presented Arts Week Evanston in October 2007. 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 tour of the west side arts district, and interactive events such as sidewalk drawing
at the Noyes Cultural Arts Center Open House.
The Cultural Fund grant program awarded $40,000 in grants to 13 artists and arts organizations that presented high-
quality arts programs throughout our community.
Arts camps were held during the summer, as well as over winter and spring breaks, for youth ages six to 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. Thematic camps provided enhanced areas of interest; a visit from "Queen Elizabeth" and her
Court and a knight in shining armor attracted interested community members, both young and old.
The Public Art Committee unveiled the new Sherman Plaza sculpture during the Opening Night celebration for Arts
Week. The Committee also initiated a new Community Public Art Program that provides funding for projects initiated
by local neighborhood groups and artists.
403
City of Evanston
Cultural Arts Division
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 highlighted the accomplishments of an individual and an arts organization.
2008-2009 Department Initiatives
• Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10 Arts and
Business committee meetings, by October 2008
• Identify commmunity arts needs and develop programs and opportunities to meet them by hosting an open
community meeting, by November 2008.
• Foster arts education and integrate it into the community by convening the Arts Council Arts Education
committee eight times, by October 2008.
• Enhance the promotion of the arts through online publication of a calendar of events updated regularly
throughout FY 2008-09.
• Promote the creation and preservation of community-based public art by installation of three new works of public
art, by September 2008.
• Develop a print publication that can be used to promote local arts organizations and artists, by December 2008
404
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. The Public Art Committee supports the City's Percent for Art Program through
the selection of site-specific commissions.
FY 2008-2009 Objectives
• Increase the number of applicants to the Cultural Fund by five, by December 2008
• Select artist for Maple Avenue Garage TIF public art work, by June 2008
• Complete initial projects funded through the Community Public Art Program, by September 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of applicants for Cultural Fund grants 28 20 25
Community Public Art Projects completed 0 0 3
Approved Adjustments in 2008-2009 Budget
405
CITY OF EVANSTON
ARTS COUNCIL
3700
2007-2008 2008-2009
Appropriation Approved
61010 REGULAR PAY 46,500 50,300
61110 OVERTIME PAY 1,600 1,600
61510 HEALTH INSURANCE 7,900 7,400
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 1,200
61710 IMRF 3,700 3,800
61725 SOCIAL SECURITY 1,900 3,100
61730 MEDICARE 600 700
62185 OTHER CONSULTING SERVICES 1,200 1,000
62205 ADVERTISING 600 600
62210 PRINTING 2,600 2,000
62235 OFFICE EQUIPMENT MAINT 400 400
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 900 600
62360 MEMBERSHIP DUES 1,500 800
62365 RECEPTION/ENTERTAINMEN 400 400
62375 RENTALS 300 300
62490 OTHER PROGRAM COSTS 64,000 29,800
62506 WORK-STUDY 3,400 3,400
62515 RENTAL SERVICES 300 300
62665 CONTRIB TO OTHER AGENCIES 40,000 36,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 100 100
65025 FOOD 400 400
65095 OFFICE SUPPLIES 2,700 2,600
Grand Total(s) 184,600 149,200
406
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 and Black History Month, draw thousands of people into the Center each year. In addition,
Noyes resident artists provide more than $40,000 in community service each year.
FY 2008-2009 Objectives
• Increase rentals of community use spaces at Noyes by five, by February 2009
• Maximize potential building revenue by maintaining 100% tenant occupancy, by February 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Tenant rental revenue and building fees $262,222 $302,200 $321,600
Number of community use events/rentals 40 40 45
Value of tenant community service $ 38,820 $ 39,265 $ 41,250
Approved Adjustments in 2008-2009 Budget
407
CITY OF EVANSTON
NOYES CULTURAL ARTS CTR
3710
2007 -2008 2008 2009-
Appropriation Approved
3710 NOYES CULTURAL ARTS CTR
61010 REGULAR PAY 73,300 78,900
61050 PERMANENT PART-TIME 83,700 92,500
61110 OVERTIME PAY 2,400 2,400
61210 LONGEVITY 1,000 1,000
61510 HEALTH INSURANCE 13,900 12,800
61625 AUTO ALLOWANCE 100 100
61630 SHOE ALLOWANCE 500 500
61710 IMRF 5,800 9,500
61725 SOCIAL SECURITY 6,900 13,600
61730 MEDICARE 2,100 3,200
62205 ADVERTISING 200 400
62210 PRINTING 100 100
62225 BLDG MAINTENANCE SERVICES 1,500 1,700
62235 OFFICE EQUIPMENT MAINT 500 300
62275 POSTAGE CHARGEBACKS 300 100
62295 TRAINING & TRAVEL 300 200
62365 RECEPTION/ENTERTAINMEN 100 100
62375 RENTALS 4,000 4,000
62425 ELEVATOR CONTRACT COSTS 2,700 2,700
62495 LICENSED PEST CONTROL SERVICES 400 500
62518 SECURITY/ALARM CONTRACTS 600 600
64005 ELECTRICITY 36,400 36,400
64015 NATURAL GAS 29,300 29,300
65010 BOOKS, PUBLICATIONS, MAPS 100
65020 CLOTHING 600 300
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 2,900 1,400
3710 NOYES CULTURAL ARTS CTR 275,800 298,700
408
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 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.
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.
Now entering its 23rd year, the 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, a dozen food vendors, family arts activities, storytellers, and two stages of continuous
entertainment with ethnic music and dance performances.
Now entering its 36th year, the 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 10 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 2008-09 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.
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 town.
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
the City Address before the Chamber of Commerce.
409
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
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 2008-2009 Objectives
• Develop two new camp curricula to add to unique offerings, by August 2008
• Add one new concert to Starlight Concert Series, by June 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Types of arts camps offered 1 5 7
Number of Starlight Concerts presented 14 15 16
Approved Adjustments in 2008-2009 Budget
410
CITY OF EVANSTON
CULTURAL ARTS PROGRAMS
3720
2007-2008 2008-2009
Appropriation Approved
61010 REGULAR PAY 167,700 176,800
61050 PERMANENT PART-TIME 0 0
61060 SEASONAL EMPLOYEES 137,900 138,800
61062 SPECIAL EVENT SALARIES 6,400 6,400
61510 HEALTH INSURANCE 27,700 25,800
61615 LIFE INSURANCE 0 0
61625 AUTO ALLOWANCE 800 800
61710 IMRF 13,400 13,300
61725 SOCIAL SECURITY 12,900 19,800
61730 MEDICARE 3,900 4,600
62205 ADVERTISING 17,800 17,500
62210 PRINTING 12,500 13,200
62215 PHOTOGRAPHERS/BLUEPRINTS 500 500
62275 POSTAGE CHARGEBACKS 2,200 2,300
62295 TRAINING & TRAVEL 1,700 1,600
62315 POSTAGE 3,300 3,200
62360 MEMBERSHIP DUES 500 500
62365 RECEPTION/ENTERTAINMEN 1,800 1,400
62375 RENTALS 100 100
62490 OTHER PROGRAM COSTS 6,400 6,400
62500 TECHNICAL INFORMATION SERVICES 7,000 7,200
62506 WORK-STUDY 1,200 1,200
62507 FIELD TRIPS 3,800 3,800
62509 SERVICE AGREEMENTS / CONTRACTS 4,300 4,300
62511 ENTERTAIN / PERFORMER SVCS 52,800 55,800
62515 RENTAL SERVICES 34,400 35,200
62560 TELEPHONE TELEGR CHGBACK 200 100
62602 OTHER CONTRACTUAL SVC CHGBACK 600 0
64530 TELECOMMUNICATIONS - HANDHELD 200 200
64540 TELECOMMUNICATIONS – WIRELESS 900 700
65010 BOOKS, PUBLICATIONS, MAPS 500 300
65020 CLOTHING 4,700 5,100
65025 FOOD 1,200 1,000
65095 OFFICE SUPPLIES 3,600 3,100
65110 RECREATION SUPPLIES 13,600 12,800
Grand Total(s) 546,500 563,800
411
412
PART IV
OTHER FUNDS BUDGET
413
414
City of Evanston
All Funds
Operating Budget
Three Year Budget History
$192,724,269
$219,106,277
$186,280,465
$160,000,000
$200,000,000
$240,000,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
General Fund, 42.93%
Parking, 1.72%
Water, 7.87%
Fire Pension, 3.93%
Emergency Telephone,
0.90%
Police Pension, 5.08%Motor Fuel Tax, 1.43%
Insurance Fund, 1.62%
CDBG, 0.95%
Fleet Service, 2.45%
Washington National
TIF, 2.76%
Sewer, 9.43%
Economic
Development, 0.83%
Downtown II TIF, 4.87%
Debt Service (G.O.
Bonds), 4.86%
Southwest TIF, 0.38%
Southwest II (Howard-
Hartrey) TIF, 0.39%
Special Service District
#4, 0.20%
Special Service District
# 5, 0.20%
Sherman Avenue
Garage, 4.00%
Maple Avenue Garage,
2.99%
West Evanston TIF,
0.01%
Howard/Ridge TIF,
0.06%
Affordable Housing,
0.16%
Expenditures by Fund as a percentage of Total 2009 Budget
415
Financial Summary
2007-2008
2006-2007 2007-2008 Estimated 2008-2009
Actual Appropriation Actual Appropriation
Appropriation:
Estimated Funds Available for
Programming March 1 2,306,613 1,947,210 1,947,208 1,533,140
Plus State Allotments 2,139,089 2,100,000 2,100,039 2,100,000
Investment Earnings 119,906 55,000 82,821 55,000
Miscellaneous Income 975
Total Funds Provided 4,565,608$ 4,102,210$ 4,130,068$ 3,688,140$
2007-2008
2006-2007 2007-2008 Estimated 2008-2009
Actual Appropriation Actual Appropriation
Funds Applied:
Transfers:
Transfer to General Fund - Street Maintenance 650,000 650,000 650,000 650,000
Transfer to General Fund - Staff Engineering 122,500 122,500 122,500 122,500
Total Transfer to General Fund 772,500$ 772,500$ 772,500$ 772,500$
Capital Improvements:
Traffic Signal Installation - Church/Dodge 22,358 - 6,602
Traffic Signal Installation - Central/Ashland &
Central/Asbury 227,262 - 52,832
Maintenance Operations by Contract:
Service Agreements/Contracts (2001)309
Street Resurfacing (2005)- 531
Street Resurfacing (2006)984,428 -
Street Resurfacing (2007)- 1,300,000 1,154,724
Street Resurfacing (2008)1,900,000
Mc Cormick Blvd - Phase I & Phase II Engineering-
Construction 81,800 -
Asbury Bridge Construction 121,245 - 60,507
Asbury Ave Bridge Phase II 31,449
McCormick Blvd. Construction 189,521 - 28,845
Sheridan Road Phase I Engineering (Evanston JT)- - 450,000
Chicago Avenue CMAQ Engineering - -
Ridge Avenue CMAQ Interconnect Project 219,284 480,000 478,631
Sheridan Rd./ Isabella St. Project - 100,000 9,997 -
Total Capital Improvements 1,845,898$ 1,880,000$ 1,824,427$ 2,350,000$
Total Funds Applied 2,618,398$ 2,652,500$ 2,596,927$ 3,122,500$
Estimated Funds Available for Programming 2/29 1,947,210$ 1,449,710$ 1,533,140$ 565,640$
City of Evanston
Motor Fuel Tax Fund (Fund #200)
Three Year Budget History
2,652,500
3,122,500
2,272,500
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total
2009 Budget
1.43%
416
City of Evanston
Motor Fuel Tax Fund (Fund #200)
Notes for Financial Summary
Performance Report on FY Performance Report on FY 2007-2008 Major Program Objectives
STREET FROM TO
ASBURY AVENUE CHANCELLOR STREET JENKS STREET
CENTRAL PARK AVE. PARK PLACE ISABELLA STREET
GRANT STREET RIDGEWAY AVENUE CENTRAL PARK AVENUE
HAWTHORNE LANE SIMPSON STREET SIMPSON STREET
MARTHA LANE McDANIEL AVENUE EAST END
McDANIEL AVENUE ELGIN ROAD HARRISON STREET
NOYES STREET CRAWFORD AVENUE PROSPECT AVENUE
PRAIRIE AVENUE LINCOLN STREET HARRISON STREET
RIDGEWAY AVENUE GRANT STREET COLFAX STREET
THAYER STREET GROSS POINT ROAD CENTRAL PARK AVENUE
2008-2009 Department Initiatives
Projects to be initiated in 2008-2009 are:
- Fifteen streets are planned to be resurfaced in 2008 using MFT Funds.
- Isabella/Sheridan Road reconstruction project with Wilmette.
Motor Fuel Tax Funds were used to used to resurface the following streets in 2007-08:
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
Total Full-time Equivalent Positions
Employee Status
Description Job type Description
2008-2009
Position FTE
Full-Time Regular Asst Communications Coord (2 @ 1 FTE)2.00
Full-Time Regular Communications Coordinator 1.00
Full-Time Regular Telecommunicator 1.00
5150 Total 4.00
Emergency Telephone System Fund Total 4.00
Emergency Telephone System Fund
Emergency Telephone System Fund
City of Evanston
Emergency Telephone System Fund Summary
Three Year Budget History
$2,257,800
$1,981,100
$1,736,700
$1,600,000
$2,000,000
$2,400,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
0.90%
418
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Proposed (Decrease)
Funds Provided
Surcharge Revenue 761,319 825,000 864,610 808,500 (16,500)
Wireless Surcharge Revenue 291,672 260,000 199,653 265,200 5,200
Interest 29,433 15,000 94,936 25,000 10,000
Miscellaneous Revenue 9,135 - 19 - -
Total Funds Provided 1,091,559 1,100,000 1,159,218 1,098,700 (1,300)
Funds Applied
Operating Expense 1,314,307 922,800 817,253 986,100 63,300
Capital Replacement 1,335,000 136,888 995,000 (340,000)
Total Funds Applied 1,314,307 2,257,800 954,141 1,981,100 (276,700)
Budgeted Surplus (Deficit)(222,748) (1,157,800) 205,077 (882,400) 275,400
Fund Balance Beginning Year 2,320,842 2,098,094 2,098,094 2,303,171
Budgeted Surplus (Deficit)(222,748) (1,157,800) 205,077 (882,400)
Fund Balance Ending Year 2,098,094 940,294 2,303,171 1,420,771
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 implementation of updated computer sytems in Police cars and Fire appartatus,
replacement of the outdated radio antenna at the Police Station, and software upgrades.
419
CITY OF EVANSTON
EMERGENCY TELEPHONE SYSTM
5150
2007 -2008 2008 2009-
Appropriation Approved
5150 EMERGENCY TELEPHONE SYSTM
61010 REGULAR PAY 303,300 320,100
61062 SPECIAL EVENT SALARIES 3,000 3,000
61110 OVERTIME PAY 5,000 3,000
61210 LONGEVITY 6,000 6,000
61420 ANNUAL SICK LEAVE PAYOUT 2,500 15,000
61425 ANNUAL HOLIDAY PAYOUT 2,500 2,500
61510 HEALTH INSURANCE 49,500 38,700
61615 LIFE INSURANCE 800 800
61635 UNIFORM ALLOWANCE 700
61710 IMRF 19,500 26,300
61725 SOCIAL SECURITY 19,000 21,600
61730 MEDICARE 4,500 5,000
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 177,400 225,500
62680 TRANSFER TO GF-DATA PROC 60,000 60,000
62685 REIMB. GF FOR ADMIN. EXP 66,000 66,000
64505 TELECOMMUNICATIONS - CARRIER L 126,000 77,000
64540 TELECOMMUNICATIONS - WIRELESS 27,300 61,800
65010 BOOKS, PUBLICATIONS, MAPS 1,100 1,300
65020 CLOTHING 1,800 1,200
65035 PETROLEUM PRODUCTS 800 800
65085 MINOR EQUIPMENT & TOOLS 25,200 28,200
65095 OFFICE SUPPLIES 3,500 3,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
65625 FURNITURES & FIXTURES 1,335,000 995,000
68205 CONTINGENCIES 2,500 2,500
5150 EMERGENCY TELEPHONE SYSTM 2,257,800 1,981,100
420
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Property Tax Revenue 253,252 250,000 250,000 445,000 195,000
Total Revenues 253,252$ 250,000$ 250,000$ 445,000$ 195,000$
Expenditures
Professional Fees (Evmark)245,000 250,000 250,000 445,000 195,000
Total Expenditures 245,000$ 250,000$ 250,000$ 445,000$ 195,000$
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)
Three Year Budget History
$445,000
$250,000$245,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total
2009 Budget
0.20%
421
City of Evanston
CDBG Fund
Three Year Budget History
$2,234,271
$2,074,176
$2,256,640
$1,500,000
$2,000,000
$2,500,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total
Budget
0.95%
Community Development Block Grant Fund
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2008-2009
Position FTE
CDBG
Full-Time Regular CDBG Administrator 1.00
Full-Time Regular Neighborhood Planner 1.00
5220 Total 2.00
Community Development Block Grant Fund Total 2.00
422
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Funds Provided
Annual Entitlement 2,015,671 2,015,671 2,010,617 1,929,762 (29,235)
Funds reallocated from prior years 495,492 8,600 70,644 51,704 (18,940)
Program Income 181,066 210,000 133,449 92,710 (40,749)
Total Funds Provided 2,692,229 2,234,271 2,214,710 2,074,176 (88,924)
Expenditures
CDBG Administration/Planning 426,194 445,134 306,000 329,225 23,225
Development Activities 2,266,035 1,789,137 1,908,710 1,744,951 (179,200)
Total Expenditures 2,692,229 2,234,271 2,214,710 2,074,176 (88,924)
Performance Report on FY 2007-2008 Major Program Objectives
City of Evanston
Community Development Block Grant (Fund #215)
Forty-two new CDBG projects totaling $2,185,820 were implemented for FY 2007/08 in addition to CDBG funded
projects/programs that continue from prior years.
Submitted 2006/07 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 on time.
Staff confirmed that new requirements for the Consolidated Plan required by HUD were submitted. CDBG Grants
Administrator attended HUD training on new CAPER requirements and Environmental Assessment reviews.
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.
Continue to work with HUD and Family Focus to resolve citizen complaint regarding the lack of accessibility for people with
mobility impaiments; currently all CDBG funds for that facility are on hold pending thsi resolution. Initiated new training for
subrecipients about ADA compliance. The City recovered the property at 1817 Church Street becasue the facility was not
open to the public despite numerous time extensions. Work is underway to determine its disposition.
Developing a time and activity tracking system for City staff whose time is paid by CDBG to better align expenses with
program outcomes and comply with HUD requirements. Assigned staff time spent on program implementation to
appropriate projects from CDBG Administration and Community Development Administration.
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 implementation of the West Evanston Master Plan, which was
approved by City Council. Public hearings on zoning are currently underway.
423
City of Evanston
Community Development Block Grant (Fund #215)
2008-2009 Department Initiatives
1. In coordination with Police Department's CDBG-funded Safer Neighborhood Area Project, work with residents,
businesses and community groups/nonprofits to identify CDBG Neighborhood Revitalization Areas in west and south
Evanston, develop strategies to address needs and get HUD approval for implementation in 2009/10. This will focus CDBG
resources to more effectively address collectively agreed upon community needs and reduce limits on funding public service
needs justify higher spending levels.
2. Continue to refine meaures and assessments for CDBG-funded programs to further improve outcomes and reporting to
HUD. Expand use of HUD's Consolidated Plan Management Process (CPMP) Tool, including tables with 5-year goals and
accomplishments using the new objective and outcome categories for the 2007/08 CAPER and 2009/10 Action Plan.
Organize multiple activities that address the same goal under projects when entering 2008/09 CDBG plan into HUD IDIS
database 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.
424
City of Evanston
CDBG Fund
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 One Year Action Plan for FY 2008/09 (City’s application to HUD for annual funding of the CDBG,
HOME and ESG programs).
• Prepare annual CAPER (Consolidated Annual Performance and Evaluation Report) 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
reconcilitation 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.
FY 2008-2009 Objectives
• 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, 2008 and January 15, 2009, respectively.
• Continue to expand use of HUD's Consolidated Plan Management Process (CPMP) Tool to facilitate tracking,
assessments and reporting, as well as submission of reports and plans relating to the Consolidated Plan for
2005-2009.
• 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Prepare and submit annual Action Plan to HUD 1/15/06 1/15/07 1/15/08
Prepare and submit Consolidated Annual Performance and
Evaluation Report (CAPER) for prior year 8/30/06 5/31/07 5/31/08
Review beneficiary, financial and program outcome reports
from all CDBG subrecipients; ensure that grantees are in
compliance with all CDBG program regulations 320 275 225
Review subrecipient audit reports to determine that grantees
are in compliance with the CDBG program regulations 25 25 26
Conduct site and/or desk monitoring of all CDBG
subrecipients based on risk assessment and provide
technical support as needed. 50 50 54
Complete environmental review records for CDBG, HOME
and ESG program 3/30/06 5/10/07 4/15/08
Provide staff assistance to City’s Housing & Community
Development Act Committee 14 meetings 14 meetings 14 meetings
Approved Adjustments in 2008-2009 Budget
425
CITY OF EVANSTON
CDBG ADMINISTRATION
5220
2007 -2008 2008 2009-
Appropriation Approved
5220 CDBG ADMINISTRATION
61010 REGULAR PAY 127,400 166,600
61060 SEASONAL EMPLOYEES 12,000 12,000
61110 OVERTIME PAY 1,000 1,000
61455 REGULAR SALARIES-CHGBACKS 66,100 42,500
61510 HEALTH INSURANCE 19,800 19,300
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 200 200
61710 IMRF 10,200 12,500
61725 SOCIAL SECURITY 7,900 11,100
61730 MEDICARE 1,900 2,600
62275 POSTAGE CHARGEBACKS 2,000 2,000
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 24,000 25,000
62552 OTHER PROF SERVICES CHGBK 1,500 1,500
62625 LIFE INSURANCE 300
62745 IMRF TRANSFER-CHARGEBACK 10,500 7,200
62750 MEDICAL INS. - CHARGEBACK 11,000 12,000
62755 LIFE INS. - CHARGEBACK 300 200
65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,200
65095 OFFICE SUPPLIES 1,000 1,000
68205 CONTINGENCIES 1,000 1,000
68210 CONTINGENCIES- CHARGEBACK 3,900 1,000
5220 CDBG ADMINISTRATION 310,000 326,700
426
ADMINISTRATION/PLANNING
CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 329,225
CITY - HUMAN RELATIONS COMMISSION HOUSING ADVOCACY PROGRAM 15,051
CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 52,000
ADMINISTRATION/PLANNING TOTAL:396,276
PUBLIC SERVICES
MEALS AT HOME FOOD FOR SENIORS & PEOPLE WITH DISABILITIES 8,000
MUSIC INSTITUTE OF CHICAGO TAKING MUSIC TO SENIORS 1,500
NORTH SHORE SENIOR CENTER CASE MANAGEMENT SERVICES 23,000
CITY - HEALTH & HUMAN SERVICES ADAPTIVE EQUIPMENT FOR THE DISABLED 3,500
EVANSTON COMMUNITY DEFENDER OFFICE, INC. LEGAL & SOCIAL WORK 45,000
LEGAL ASSISTANCE FOUNDATION OF CHICAGO EVANSTON LEGAL SERVICES 9,000
DIVINE WISDOM INSTITUTE FOR LEARNING, INC. DWILI CLASSES & STUDY HALL 1,700
GIRL SCOUTS-ILLINOIS CROSSROADS COUNCIL FIT TO BE ME!4,000
OPEN STUDIO PROJECT ART & ACTION FOR AT-RISK YOUTH 2,000
YOUTH ACTION MINISTRY - SECOND BAPTIST CHURCH ANNUAL COLLEGE RETREAT 9,000
CITY -- HUMAN RELATIONS DIVISION SUMMER YOUTH EMPLOYMENT PROGRAM 45,000
YWCA EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 29,500
INTERFAITH ACTION OF EVANSTON JOB COUNSELOR FOR THE HOMELESS 1,000
YOUTH JOB CENTER OF EVANSTON YOUTH EMPLOYMENT INITIATIVE (CORE SERVICES)47,000
CITY - POLICE DEPARTMENT SENIOR CRIME PREVENTION 15,000
CITY - POLICE DEPARTMENT SAFER NEIGHBORHOOD AREA PROJECT-IMPLEMENTATION 2,000
CAREPOINT ADULT, CHILD & FAMILY ASSOCIATION COMMUNITY UNITY I 3,000
CONNECTIONS FOR THE HOMELESS SINGLE ADULT SERVICES PROGRAMS 3,000
H E LANE CENTER FOR POSITIVE CHANGE EX-OFFENDER & HOMELESS PROGRAM 3,200
INTERFAITH HOUSING CENTER OF THE NORTH SUBURBS HOMESHARING PROGRAM 13,000
SOUTH EVANSTON NEIGHBORHOOD ASSOCIATION LITTER CONTROL & INFORMATIONAL MAGNETS 1,500
CITY - COMMUNITY DEVELOPMENT ADOPT A FANCY CAN 3,500
CITY - COMMUNITY DEVELOPMENT GRAFFITI REMOVAL PROGRAM 30,000
PUBLIC SERVICES TOTAL:303,400
REHABILITATION - HOUSING & COMMERCIAL
CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD SECURITY 30,000
CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD FAÇADE PROGRAM 35,000
CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 319,000
CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 140,000
City of Evanston
Community Development Block Grant
427
PUBLIC FACILITIES & IMPROVEMENTS
CITY - PARKS/FORESTRY & RECREATION FLEETWOOD-JOURDAIN CENTER IMPROVEMENTS 95,400
CITY - PUBLIC WORKS ALLEY IMPROVEMENT PROGRAM 80,000
CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 75,000
CITY - PUBLIC WORKS ACCESSIBLE (ADA) RAMP & SIDEWALK 75,000
CITY - PUBLIC WORKS/COMMUNITY DEVELOPMENT ALLEY ASSESSMENT ASSISTANCE 10,000
EVANSTON DAY NURSERY ASSOCIATION IMPROVEMENTS FOR ENERGY EFFICIENCY 10,000
MCGAW YMCA RESIDENCE PASSENGER ELEVATOR REPAIR 40,000
WEISSBOURD-HOLMES FAMILY FOCUS CENTER BOILER AND OTHER REPAIRS 6,600
PUBLIC FACILITIES & IMPROVEMENTS TOTAL:392,000
CLEARANCE & DEMOLITION
CITY - COMMUNITY DEVELOPMENT DEMOLITION 7,000
CLEARANCE & DEMOLITION TOTAL:7,000
ECONOMIC DEVELOPMENT
EVANSTON COMMUNITY DEVELOPMENT CORP EVANSTON COMMUNITY DEVELOPMENT CORP 55,000
TECHNOLOGY INNOVATION CENTER EVANSTON BUSINESS OWNERSHIP INITIATIVE 15,000
ECONOMIC DEVELOPMENT TOTAL:70,000
OTHER
CITY - POLICE DEPARTMENT SAFER NEIGHBORHOOD AREA PROJECT-STAFF TRAINING 6,500
OTHER TOTAL: 6,500
2008-2009 TOTAL ALLOCATION 2,074,176
City of Evanston
Community Development Block Grant
428
City of Evanston
Economic Development
Three Year Budget History
$1,769,200 $1,828,000
$1,515,400
$1,000,000
$1,250,000
$1,500,000
$1,750,000
$2,000,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total
2009 Budget
0.83%
Economic Development Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Economic Development
Full-Time Regular Administrative Secretary 0.30
Full-Time Regular Economic Development Planner 1.00
Full-Time Regular Economic Development Director 1.00
5300 Total 2.30
Economic Development Fund Total 2.30
429
2006-2007 2007-2008 2007-2008 2008-2009 2008-2009
Actual Appropriation Estimated Appropriation Increase
Actual Approved
Funds Provided: Operating Revenue
Hotel Tax 1,535,145 1,200,000 1,538,039 1,476,800 276,800
Amusement Tax 291,525 300,000 280,732 300,000 -
Apply Fund Balance 54,000 54,000
Investment Income 19,165 72,357 -
Total Funds Provided 1,845,835 1,500,000 1,891,128 1,830,800 330,800
Funds Applied: Operating Expenses
Economic Development Activities 631,385 729,200 635,026 788,000 58,800
Transfers to General Fund 390,000 390,000 390,000 390,000 -
Transfer to Maple Avenue Garage Fund 650,000 650,000 650,000 650,000 -
Total Operating Expenses 1,671,385 1,769,200 1,675,026 1,828,000 58,800
Notes on Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
Description of Major Activities
CITY OF EVANSTON
Economic Development Fund (Fund #225)
The first six months of 2007-08 have included progress in achieving the following objectives:
1. Bristol residential project under construction -- 50% complete
2. Joint Review Board Meeting recommending West Evanston TIF expansion
3. Downtown Plan and related real estate draft report completed
4. New zoning framework recommended for downtown
5. West Evanston Master Plan adopted
6. Annual funding of North Shore Convention and Visitors Bureau approved
7. EVMARK extension approved.
8. Review of Downtown II TIF underway
9. Central Street Master Plan adopted
A full-time Economic Development Director position was approved by Council and is included in the FY 08-09 budget.
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.
430
CITY OF EVANSTON
Economic Development Fund (Fund #225)
FY 2008-2009 Objectives
2005-2006 2006-2007 2007-2008
2006-07
Actual
2007-08
Actual
2008-09
Projected
12 11 12
8 10 10
4 7 6 Number of JRB Meetings
Economic Development Committee Meetings
Redevelopment Projects Assisted
Ongoing Activity Measures
1. Secure adoption of the revised Downtown Plan
2. Complete report of annual report of TIF Districts Performance
3. Fund 6 projects in neighborhood business districts
4. Increase tenancy at Dempster Dodge Shopping Center
5. Assist in completion of Bristol Development Project
6. Stimulate additional development on Howard Street
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
431
CITY OF EVANSTON
ECON. DEVELOPMENT FUND
5300
2007 -2008 2008 2009-
Appropriation Approved
5300 ECON. DEVELOPMENT FUND
61010 REGULAR PAY 114,000 201,700
61060 SEASONAL EMPLOYEES 5,000 5,000
61110 OVERTIME PAY 1,800 1,800
61210 LONGEVITY 1,400 1,400
61510 HEALTH INSURANCE 14,400 22,300
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200 200
61710 IMRF 9,100 15,400
61725 SOCIAL SECURITY 5,000 13,000
61730 MEDICARE 1,500 3,000
62130 LEGAL SERVICES - GENERAL 12,000 10,000
62136 REDEVELOPMENT CONSULTING SVCS 70,000 70,000
62185 OTHER CONSULTING SERVICES 390,000 340,000
62275 POSTAGE CHARGEBACKS 600 800
62280 OVERNIGHT MAIL CHARGES 200 200
62285 COURIER CHARGES 600 800
62295 TRAINING & TRAVEL 3,000 3,000
62360 MEMBERSHIP DUES 13,000 12,000
62380 COPY MACHINE CHARGES 1,000 1,500
62490 OTHER PROGRAM COSTS 20,000 19,000
65010 BOOKS, PUBLICATIONS, MAPS 700 1,000
65095 OFFICE SUPPLIES 600 800
65522 BUSINESS DISTRICT IMPROVEMENTS 65,000 65,000
66127 TRANSFER TO MAPLE AV GARAGE 650,000 650,000
66131 TRANSFER TO GENERAL FUND 390,000 390,000
5300 ECON. DEVELOPMENT FUND 1,769,200 1,828,000
432
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Interest on Investments 12,944 10,000 16,894 10,000 -
Demolition Taxes 90,000 130,000 90,000 90,000
Developer Contributions 241,000 500,000 500,000
Rehab Repayments 106,693 10,000 10,000
Misc.115,664 30,000 13,341 1,000 (29,000)
Total Revenues 218,608 40,000 507,928 611,000 571,000
Expenditures
Housing 76,538 30,000 150,573 320,000 290,000
Tr to General Fund - Admin/salaries 31,800 24,000 24,000
Miscellaneous 11,902 1,000 1,000
Total Expenditures 76,538 30,000 194,275 345,000 315,000
Revenues Over/(Under) Expenditures 142,070 10,000 313,653 266,000 256,000
Notes for Financial Summary
Description of Major Activities
City of Evanston
Affordable Housing Fund (Fund #250)
The Mayor's Special Housing and Affordable Housing Funds were consolidated into the Affordable Housing Fund as
reflected above.
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.
3. Providing funding support for transitional housing, housing education, and related housing services.
Three Year Budget History
$30,000
$345,000
$190,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total
Budget
0.16%
433
City of Evanston
Affordable Housing Fund (Fund #250)
FY 2008-2009 Objectives
2006-2007 2007-2008 2008-2009
Ongoing Activity Measures Actual Actual Projected
2 2 2
2 2 9
N/A N/A 40
Number of Housing Units Assisted
Number of FIT Households
Number of Individuals receiving housing services
1. Finance the rehabilitation of three boarded dwellings in West Evanston
2. Assist two Families In Transition projects
3. Fund housing counseling initiatives
4. Fund six downpayment assistance forgiveable loans
5. Provide local match funds for Federal housing grants where appropriate
6. Fund a portion of four condominium seminars
7. Fund critical housing initiatives which are not eligible for Federal HOME funds
434
CITY OF EVANSTON
AFFORDABLE HOUSING
5465
2007 -2008 2008 2009-
Appropriation Approved
5465 AFFORDABLE HOUSING
62685 REIMB. GF FOR ADMIN. EXP 24,000
62770 MISCELLANEOUS 1,000
65505 LAND 128,000
65510 BUILDINGS 192,000
5465 AFFORDABLE HOUSING 345,000
435
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source:
Net Property Tax Increment 1,804,064 1,700,000 1,700,000 3,406,527 1,706,527
Developer Contribution -
Downtown II 50% Allocation 845,315 -
Interest Income 248,671 70,000 208,800 100,000 30,000
Total Revenue 2,898,050$ 1,770,000$ 1,908,800$ 3,506,527$ 1,736,527$
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Expenditures:
Series 1997 General Obligation Bonds
Principal 210,000 220,000 220,000 285,000 65,000
Interest (1,128,362) 160,878 160,878 149,328 (11,550)
Other Operating Expense 4,407 50,000 50,000 50,000 -
Paying Agent Fees on G.O. Bonds on GO Bond 80,382 120,000 120,000 120,000 -
Total Expenditures: (833,573)$ 550,878$ 550,878$ 604,328$ 53,450$
Other Financing Uses Operating Transfers
Out:
Contribution to other agencies - - - -
Transfer to Sherman Garage 727,500 500,000 500,000 5,300,000 4,800,000
Transfer to General Fund 144,800 144,800 144,800 151,866 7,066
Total Other Uses and Transfers Out: 872,300$ 644,800$ 644,800$ 5,451,866$ 4,807,066$
Total Expenditures and Transfers: 38,727$ 1,195,678$ 1,195,678$ 6,056,194$ 4,860,516$
NET 2,859,323$ 574,322$ 713,122$ (2,549,667)$ (1,975,345)$
Notes for Financial Summary
Description of Major Activities
City of Evanston
Washington National Special Tax Allocation Debt Service Fund (Fund #300)
The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF District
consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on the south
and Chicago Avenue on the east) located in the downtown business area of the city. The development project consists of
an apartment tower containing approximately 261 units with an attached parking garage. The project also includes a retail
food store and other retail units with total square feet of about 33,000 square feet.
Three Year Budget History
$1,195,678
$10,225,200
$6,056,194
1,000,000
4,000,000
7,000,000
10,000,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
2.76%
Expenditures by Fund as a % of the
Total 2009 Budget
436
City of Evanston
Washington National Special Tax Allocation Debt Service Fund (Fund #300)
Approved Adjustments in the 2008-2009 Budget
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
$6,205,000 is allocated for use to refund outstanding GO Bond Series 1998
This separate Debt Service Fund is established in accordance with law and is called the Washington National Special Tax
Allocation Debt Service Fund. It will be used to account for the payment of the general obligation debt issued for the
District.
437
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Taxes 449,528 439,000 439,000 433,300 (5,700)
Interest Income 343 400 5,280 600 200
Total Revenue 449,871$ 439,400$ 444,280$ 433,900$ (5,500)$
Expenditures
Series 2002C Bonds
Principal 285,000 295,000 295,000 305,000 10,000
Interest 157,313 143,063 143,063 128,313 (14,751)
General Management Support 3,210 500 500 500 -
Total Expenditures 445,522$ 438,563$ 438,563$ 433,813$ (4,751)$
Revenues Over/(Under) Expenditures 4,349$ 837$ 5,717$ 88$ (750)$
Notes on Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
City of Evanston
Special Service Area No. 5 (Fund #305)
The City Council adopted Special Service Area No. 5 on June 27, 1994. Special Service Area No. 5 is comprised of the City
downtown business district.
The City Council also approved a $9,500,000 Downtown Public Works Improvement program for Area No. 5. The ordinances
establishing the area authorized the issuance of up to $5,000,000 Special Service Area bonds.
On June 21, 1995, $3,060,000 of the Special Service Area bonds were sold and on July 9, 1996, the City sold another
$1,940,000 issue of special service bonds at public bid.
The City issued series 2002C bonds in October, 2002 . Part of the proceeds were used to refund Series 1995 and Series 1996
SSA # 5 Property Tax Bonds.
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.
Three Year Budget History
$438,563 $433,813
$477,600
$350,000
$400,000
$450,000
$500,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total
2009 Budget
0.20%
438
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Tax Increment 1,245,430 1,250,000 1,250,000 1,580,750 330,750
Sales Tax Incremental Revenues -
Capitalized Interest -
Interest Income 153,729 40,000 144,000 160,000 120,000
Total Revenue 1,399,159$ 1,290,000$ 1,394,000$ 1,740,750$ 450,750$
Expenditures
1994 Bonds (1999 refinancing portion)
Principal 60,000 60,000 60,000 65,000 5,000
Interest 31,505 31,505 31,505 24,905 (6,600)
1994 Bonds
Principal - - - - -
Interest - - - - -
1996 Bonds
Principal 390,000 390,000 390,000 440,000 50,000
Interest 215,590 215,590 215,590 172,913 (42,678)
Other Expenses 7,581
Operating Transfer to General Fund 135,000 135,000 135,000 141,588 6,588
Total Expenditures and Transfers 839,676$ 832,095$ 832,095$ 844,406$ 12,311$
NET 559,483$ 457,905$ 561,905$ 896,345$ 438,440$
Notes on Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
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.
Three Year Budget History
$438,563 $433,813
$477,600
350,000
400,000
450,000
500,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total
2009 Budget
0.20%
439
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Tax Increment 652,407 600,000 600,000 755,398 155,398
Interest Income 37,157 10,000 38,100 10,000 -
Total Revenue 689,563$ 610,000$ 638,100$ 765,398$ 155,398$
Expenditures
Series 2003 GO Bonds (refinanced 1993)
Principal 285,000 65,000 65,000 - (65,000)
Interest 24,938 4,635 4,635 - (4,635)
Contribution to Other Agencies 600,000 800,000 800,000 800,000 -
Other Expenses 7,581 -
Operating Transfer to General Fund 23,000 23,000 23,000 24,122 1,122
Total Expenditures and Transfers 940,519$ 892,635$ 892,635$ 824,122$ (68,513)$
Surplus (Deficit)(250,956)$ (282,635)$ (254,535)$ (58,724)$ 223,911$
Notes on Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
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.
Three Year Budget History
$892,635 $824,122
$315,800
$100,000
$300,000
$500,000
$700,000
$900,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total 2009
Budget
0.38%
440
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue by Source
Net Property Tax Increment 8,676,525 9,052,609 9,052,609 10,141,385 1,088,776
Capitalized Interest 40,862 50,000 345,843 250,000 200,000
Bond Proceeds/Premium/ Discounts 14,509,449 - 15,722,182 - -
Interest Income 312,256 225,000 131,100 225,000 -
Total Revenue 23,539,091$ 9,327,609$ 25,251,734$ 10,616,385$ (14,635,349)$
Transfers In
Transfer from Special Assessment Fund 337,500 419,215 419,215 328,944 (90,271)
Transfer from General Fund 175,000 127,320 127,320 - (127,320)
Total Transfers 512,500$ 546,535$ 546,535$ 328,944$ (217,591)$
Total - Revenue and Transfers in 24,051,591$ 9,874,144$ 25,798,269$ 10,945,329$ (14,852,940)$
Expenditures
Debt Service - General Obligation Bonds:
Escrow Funding- 2003B-Principal 14,367,683 - - -
Interest - -
Escrow Funding-2002C - Principal - -
Interest - -
Series 1997-Principal 480,900 620,715 620,715 - (620,715)
Interest - -
Series 1998- Principal 494,640 503,040 503,040 - (503,040)
Interest - -
Series 1999- Principal 899,380 913,580 913,580 400,000 (513,580)
Interest 90,328 90,328
Series 2000 D- Principal 363,933 350,000 350,000 200,000 (150,000)
Interest 111,000 111,000
Series 2002 C- Principal 992,488 1,332,688 1,332,688 695,000 (637,688)
Interest 206,488 206,488
Series 2003 - Principal 1,787,750 776,120 776,120 580,000 (196,120)
Interest (4,550) (4,550)
Series 2003 B- Principal 199,416 583,992 583,992 330,000 (253,992)
Interest 114,873 114,873
Series 2004- Principal 742,350 748,850 748,850 150,000 (598,850)
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
Three Year Budget History
$9,910,643 $10,644,326$10,554,210
8,000,000
10,000,000
12,000,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
4.86%
441
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
Interest 594,725 594,725
Series 2004 B- principal 1,812,438 1,741,338 1,741,338 1,415,000 (326,338)
Interest 357,788 357,788
Series 2005- Principal 801,075 890,550 890,550 585,000 (305,550)
Interest 781,875 781,875
Series 2006- Principal 784,470 601,580 601,580 120,000 (481,580)
Interest 476,898 476,898
Series 2006 B Bonds- Principal 609,161 - -
Interest 604,126 604,126
Series 2007 - Principal 1,115,000 1,115,000
Interest 655,190 655,190 685,577 30,387
Series 2008 - Principal 305,000 305,000
Interest 500,000 500,000
Sub-Total 24,335,683$ 9,717,643$ 9,717,643$ 10,414,126$ 696,483$
Transfer to Capital Improvement Fund - -
Escrow Funding - - 15,590,051 - (15,590,051)
General Management and Support 219 3,000 3,000 200 (2,800)
Fiscal Agent Fees 205,970 190,000 190,000 230,000 40,000
Total Expenditures 24,541,872$ 9,910,643$ 25,500,694$ 10,644,326$ (14,856,368)$
Excess of Revenue Over Expenditures (490,281)$ (36,499)$ 297,575$ 301,003$ 3,428$
Notes for Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2008
levy, almost all of which will be collected in the 2009-10 fiscal year. The expenditures for the general obligation bonds
represent debt service payments due in fiscal year 2008-09.
During fiscal year 2004-05, the City issued Series 2004B general obligation refunding bonds in the amount of $11,730,000 to
refund Series 1997 bonds. The City also issued $13,355,000 Series 2004 general obligation bonds. Proceeds from this
issue are being used to finance the Capital Improvement budget.
In fiscal year 2006-07, the City issued $10,290,000 Series 2006 General Obligation bonds. Proceeds are being used
to finance the Capital Improvement program.
The city issued $30,385,000 series 2007 General Obligation bonds in the fiscal year 2007-08. The Proceeds are being used
to finance a portion of the current capital improvement plan, to refund 1997 series General Obligation Bonds and to
advance refund series 1999 General Obligation Bonds.
442
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Tax Increment 7,735,696 9,500,000 9,500,000 10,935,956 1,435,956
Interest Income 449,651 120,000 192,000 120,000 -
Total Revenue 8,185,347$ 9,620,000$ 9,692,000$ 11,055,956$ 1,435,956$
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Expenditures
Series 1996
Principal - - - -
Interest - - - -
Series 2000C
Principal 7,000,000 3,500,000 3,500,000 3,400,000 (100,000)
Interest 220,294 364,000 364,000 102,000 (262,000)
Paying Agent Fees 230,509 40,000 40,000 40,000 -
Contribution to Other Agency 200,000 600,000 600,000 (600,000)
General Management & Support 105,201 335,000 335,000 335,000 -
Total Expenditures 7,756,004$ 4,839,000$ 4,839,000$ 3,877,000$ (962,000)$
Transfers
Transfer to General Fund 325,000 325,000 325,000 325,000 -
Transfer to Maple Ave. Garage Fund 4,502,000 4,600,000 4,600,000 4,600,000 -
Transfer to Sherman Garage 845,315 1,872,829 1,872,829 1,872,829 -
Total Transfers 5,672,315$ 6,797,829$ 6,797,829$ 6,797,829$ -$
Total Expenditures and Transfers 13,428,319$ 11,636,829$ 11,636,829$ 10,674,829$ (962,000)$
NET (5,242,972)$ (2,016,829)$ (1,944,829)$ 381,127$ 2,397,956$
Notes for Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
City of Evanston
Downtown II Special Tax Allocation Service Fund (Fund #325)
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.
Three Year Fiscal History
$11,636,829
$10,472,115 $10,674,829
$10,000,000
$11,000,000
$12,000,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
4.87%
443
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Taxes 122,402 110,200 110,200 223,987 113,787
Interest Income 1,916 - 6,480 - -
Total Revenue 124,318$ 110,200$ 116,680$ 223,987$ 113,787$
Expenditures
General Management Support 10,204 15,450 15,000 16,000 550
Total Expenditures 10,204$ 15,450$ 15,000$ 16,000$ 550$
Transfers
Transfer to General Fund - 114,793 114,793 120,395 5,602
Transfer to Economic Development - - - - -
Transfer to Washington Nat'l TIF - - - - -
Total Transfer -$ 114,793$ 114,793$ 120,395$ 5,602$
Total Expenditures & Transfers 10,204$ 130,243$ 129,793$ 136,395$ 6,152$
Revenues Over/(Under) Expenditures 114,114$ (20,043)$ (13,113)$ 87,592$ 107,635$
Notes on Financial Summary
Description of Major Activities
Approved Adjustments in the 2008-2009 Budget
City of Evanston
Howard-Ridge TIF (Fund #330)
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District - on January 26, 2004. The TIF District
is generally bounded on the north by various parcels that front Howard Street and Chicago Avenue, on the east by the
City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line, on the south by City boundaries and on
the west by Ridge Avenue. The TIF District contains mixed residential uses, retail/commercial properties and institutional
uses.
Three Year Budget History
$130,243 $136,395
$00
50,000
100,000
150,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
0.06%
444
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Revenue By Source
Net Property Taxes 24,051 50,000 50,000 265,479 215,479
Interest Income 19 - - - -
Total Revenue 24,070$ 50,000$ 50,000$ 265,479$ 215,479$
Expenditures
General Management Support 17,521 15,450 15,450 16,000 550
Total Expenditures 17,521$ 15,450$ 15,450$ 16,000$ 550$
Transfers
Transfer to General Fund - - - - -
Total Transfer - - - - -
Total Expenditures and Transfers 17,521$ 15,450$ 15,450$ 16,000$ 550$
Revenues Over/(Under) Expenditures 6,549$ 34,550$ 34,550$ 249,479$ 214,929$
Notes on Financial Summary
Description of Major Activities
Approved Adjustments in 2008-2009 Budget
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.
Three Year Budget History
$130,243 $136,395
$0$0
$50,000
$100,000
$150,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
0.06%
445
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation
Actual Appropriation Actual Approved
Operating Revenue
Garage 779,150 1,002,000 1,535,879 1,590,000
Transfer from Downtown II - 1,872,829 1,872,829 1,872,829
Transfer from Washington Nat'l TIF District - 500,000 500,000 5,300,000
Developer Contribution 1,221,112 2,000,000 432,258 -
Interest Income 9,231 5,000 132,932 100,000
Miscellaneous Income - 100 74,239 7,000
Total Revenue:2,009,493 5,379,929 4,548,137 8,869,829
Operating Expense
Sherman Plaza Garage Activities 847,910 1,422,600 1,312,869 1,516,000
Transfer to Washington National TIF 759,172
Transfer to General Fund - 42,000 42,000 42,000
Debt Service - 4,045,100 4,045,100 6,150,250
Depreciation 765,276 1,050,000 1,050,000 1,050,000
Total Operating Expenses:2,372,358 6,559,700 6,449,969 8,758,250
NET (362,865) (1,179,771) (1,901,832) 111,579
Notes for Financial Summary
Description of Major Activities
Sherman Plaza Garage Fund Summary (Fund #495)
City of Evanston
The facility opened in June 2006. Sherman Plaza has drawn occupancy from both Church and Maple and has
normalized over the summer 2007. Operating increases at Sherman Plaza in FY08-09 due to the expiration of one
year warranties on new equipment.
Central Parking Systems (CPS) operates the facility along with the Church Street and Maple Avenue garages under a
single contract. CPS provides security services under subcontract. Maintenance activities are shared by CPS (within the
general garage facility) and the Sherman Plaza property management firm for the shared common areas.
Three Year Budget History
$6,559,700
$8,758,250
$0
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2006-07
Appropriation
2007-08
Appropriation
2008-09
Appropriation
Expenditures by Fund as a % of the Total
Budget
4.00%
446
CITY OF EVANSTON
SHERMAN PLAZA GARAGE
6900
2007 -2008 2008 2009-
Appropriation Approved
6900 SHERMAN PLAZA GARAGE
61062 SPECIAL EVENT SALARIES 10,000
62225 BLDG MAINTENANCE SERVICES 8,000 15,000
62245 OTHER EQMT MAINTENANCE 50,000 80,200
62350 FISCAL AGENT SERVICES 100,000 100,000
62400 CONTRACT SVC-PARK GARAGE 910,000 955,000
62425 ELEVATOR CONTRACT COSTS 30,000 43,500
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 180,600 180,000
64505 TELECOMMUNICATIONS - CARRIER L 6,300
65050 BLDG MAINTENANCE MATERIAL 1,000 3,000
68010 DEPRECIATION EXPENSE 1,050,000 1,050,000
68205 CONTINGENCIES 5,000 5,000
68305 DEBT SERVICE-PRINCIPAL 4,045,100 6,150,250
6900 SHERMAN PLAZA GARAGE 6,559,700 8,758,250
447
City of Evanston
Maple Avenue Garage Fund
Three Year Budget History
$6,770,300
$6,542,000
$7,252,100
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total
Budget
2.99%
Maple Avenue Garage Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Maple Avenue Garage
Full-Time Regular Facilities Maint. Worker III 1.00
7000 Total 1.00
Maple Avenue Garage Fund Total 1.00
448
Financial Summary
2006-2007 2007-2008 2007-2008 2008-2009
Actual Appropriation Estimated Appropriation
Operating Revenue Actual Approved
Garage 1,417,394 1,167,300 1,487,739 1,378,000
Transfer from General Fund (Sales Tax)- - - -
Transfer from Economic Development 650,000 650,000 650,000 650,000
Transfer from Downtown II 4,502,000 4,600,000 4,600,000 4,600,000
Interest Income 186,582 50,000 227,709 50,000
Miscellaneous Income 74 - - 7,500
Total Revenue 6,756,050 6,467,300 6,965,448 6,685,500
Operating Expense
Maple Garage Activities 1,321,022 1,337,300 1,258,673 1,232,000
Tax Rebate Agreement 500,000 500,000 425,917 500,000
Transfer to General Fund - 43,000 43,000 -
Debt Service 404,197 4,200,000 4,200,000 4,120,000
Depreciation 684,932 690,000 690,000 690,000
Total Operating Expense 2,910,151 6,770,300 6,617,590 6,542,000
NET (Rounded to nearest $100)3,845,900 (303,000) 347,858 143,500
Notes for Financial Summary
Description of Major Activities
Maple Avenue Garage Fund Summary (Fund #500)
City of Evanston
The daily cashiering and operations of the 1,400-space Maple Avenue Self Park is performed by CPS who runs all
three downtown garages for the city. They oversees the daily use of the garage and collect all revenues. A security
guard services subcontractor will provide personnel to patrol the building 24 hours every day. General cleaning and
janitorial services are performed by an operations/management contractor or subcontractor.
449
CITY OF EVANSTON
MAPLE AVENUE GARAGE
7000
2007 -2008 2008 2009-
Appropriation Approved
7000 MAPLE AVENUE GARAGE
61010 REGULAR PAY 63,100 66,600
61062 SPECIAL EVENT SALARIES 10,000
61510 HEALTH INSURANCE 9,900 9,700
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200 200
61710 IMRF 5,000 5,000
61725 SOCIAL SECURITY 2,600 4,100
61730 MEDICARE 800 1,000
62245 OTHER EQMT MAINTENANCE 50,000 26,500
62295 TRAINING & TRAVEL 500 500
62350 FISCAL AGENT SERVICES 50,000 50,000
62360 MEMBERSHIP DUES 600
62400 CONTRACT SVC-PARK GARAGE 891,100 820,000
62425 ELEVATOR CONTRACT COSTS 30,000 38,500
62660 PAYMENTS TO DEVELOPERS 500,000 500,000
62705 BANK SERVICE CHARGES 28,000 28,000
64005 ELECTRICITY 180,600 168,000
64015 NATURAL GAS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 4,800 5,300
65050 BLDG MAINTENANCE MATERIAL 4,000 2,500
66132 TRANSFER TO GF-INSURANCE 43,000
68010 DEPRECIATION EXPENSE 690,000 690,000
68205 CONTINGENCIES 5,000 5,000
68305 DEBT SERVICE-PRINCIPAL 4,200,000 4,120,000
7000 MAPLE AVENUE GARAGE 6,770,300 6,542,000
450
City of Evanston
Parking System Fund
Three Year Budget History
$3,777,600 $3,773,100$3,692,800
$2,500,000
$2,700,000
$2,900,000
$3,100,000
$3,300,000
$3,500,000
$3,700,000
$3,900,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total 2009
Budget
1.72%
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 Public Works Supervisor 1.00
Full-Time Regular Traffic Engineering Technician 0.50
7005 Total 6.50
Parking Lots & Meters
Full-Time Regular Parking Repair Worker 3.00
Full-Time Regular Public Works Crew Leader 1.00
Full-Time Regular Public Works Maint. Worker II 4.00
7015 Total 8.00
Parking System Fund Total 14.50
451
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Funds Provided: Operating Revenue
Streets and lot meters 2,081,229 2,300,000 2,177,422 2,925,000 625,000
Space rentals 285,441 300,000 284,009 340,000 40,000
Church Street Self Park 681,652 771,800 601,418 755,800 (16,000)
Interest Income 115,954 74,000 94,759 75,000 1,000
Miscellaneous Revenues 10,187 11,400 23,135 11,500 100
Total Funds Provided 3,174,463 3,457,200 3,180,743 4,107,300 650,100
Funds Applied: Operating Expenses
Parking System Management 769,820 651,500 493,309 579,300 (72,200)
Parking Lots and Meters 847,809 1,007,400 845,000 977,600 (29,800)
Church Street Self Park 598,669 676,000 633,580 600,000 (76,000)
Total Operating Expenses 2,216,298 2,334,900 1,971,889 2,156,900 (178,000)
Other Expenses & Disbursements
Parking Debt Service 247,924 840,200 840,440 838,700 (1,500)
Capital Outlay - - 502,599 - -
Transfer to Insurance Fund - -
Transfers to General Fund 498,200 517,200 517,200 777,500 260,300
Total Other Expenses and Disbursements 746,124 1,357,400 1,860,239 1,616,200 258,800
TOTAL FUNDS APPLIED 2,962,422 3,692,300 3,832,128 3,773,100 80,800
Increase (Decrease) in Working Capital 212,041 (235,100) (651,385) 334,200 569,300
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Expenditures
7005 - Parking System Management 768,741 651,500 493,308 579,300 (72,200)
7010 - Sherman Ave. Garage 1,077 - - - -
7015 - Parking Lots and Meters 847,809 1,007,400 845,000 977,600 (29,800)
7025 - Church Street Self Park 598,670 676,000 633,580 600,000 (76,000)
7030 - Sherman Avenue Garage Bonds 78,737 165,400 165,390 165,700 300
7035 - Church Street Debt Service 167,142 674,800 675,049 673,000 (1,800)
7045 - Sherman 1997 Bond Capital 2,046 - 502,599 - -
7050 - Parking Fund Transfers 498,200 517,200 517,200 777,500 260,300
Total Expenditures 2,962,422 3,692,300 3,832,126 3,773,100 80,800
Notes for Financial Summary
City of Evanston
Parking System Fund Summary (Fund #505)
452
Performance Report on FY 2007-2008 Major Program Objectives
2007-2008 Department Initiatives
2008-2009 Department Initiatives
Parking System Fund Summary (Fund #505)
City of Evanston
Most of this year's focus was opening the Sherman Plaza Self Park. A consolidated management contract was
negotiated after receipt of qualifications from 7 firms. This consolidation resulted in a significant cost savings
over the two previous agreements. Negotiations continue with the CTA for development of two parcels;
therefore, these lots could not be surfaced. A Parking System Supervisor (field) was hired in July. Aggressive
steps toward completing an inventory of equipment and developing a preventive maintenance program have
been delayed, but will be completed by spring of 2007. Single space meters were received, and a rate increase
in the outlying business areas will be completed during the fall 2006. An additional meter repairman/collector
was hired in September to assist in implementing and collecting the new rates. Investigation of multi-space
metering equipment for on-street and off-street locations continues on a delayed schedule. This work will be
completed in summer 2007. Requests for proposals from engineering consultants to develop immediate and a 5-
year program of garage repairs and to evaluation and propose a better lighting system for the Church St. Self
Park are being solicited in late fall of 2007 with contracts to be awarded before the end of this fiscal year.
1. Continue to work with large and small development projects to provide parking and encourage use of the
garages for employee parking.
2. Improve appearance inside garages and in surface lots through investigation and application of ceiling
coatings (garages0 and newer lighting technologies. Design and install new parking lot identification signage,
which is attractive and informative about the regulations within each lot.
3. Through experimentation and field visits, determine most appropriate multi-space equipment for use in
future streetscape standards.
453
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 2008-2009 Objectives
• Continue engineering study to review structural condition of parking garages and develop program of repairs and
cost estimates. Project initiated in FY07-08.
• Initiate 2 new monthly parking pass for downtown garages - a premium pass of use at all three garages and a
discounted pass for use only on the top floors of Sherman and Maple.
• Convert single space parking meters in lots to multi-space parking meters that accept credit cards and pay-by-
cell phone technology.
• Develop and implement 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.
• Initiate improvements and permit sales for Ivy Court Parking Lot
• Initiate parking staff meetings with downtown merchants and neighborhood groups to improve services and
communications.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Parking Studies Performed 12 10 15
Residential parking permits sold 5,170 5,858 5,250
Evanston Vehicle City Stickers sold 5,852 4,824 6,050
Approved Adjustments in 2008-2009 Budget
454
CITY OF EVANSTON
PARKING SYSTEM MGT
7005
2007 -2008 2008 2009-
Appropriation Approved
7005 PARKING SYSTEM MGT
61010 REGULAR PAY 388,100 342,500
61060 SEASONAL EMPLOYEES 5,500
61110 OVERTIME PAY 3,500
61210 LONGEVITY 3,200 3,200
61510 HEALTH INSURANCE 64,400 53,200
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 100 100
61710 IMRF 30,900 26,000
61725 SOCIAL SECURITY 16,500 21,300
61730 MEDICARE 4,900 5,000
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 2,200 2,200
62295 TRAINING & TRAVEL 5,000 4,000
62305 RENTAL OF AUTO-FLEET SER 39,100 39,100
62320 TELEPHONE CHARGEBACKS 2,000
62360 MEMBERSHIP DUES 800 800
62380 COPY MACHINE CHARGES 1,000 800
62431 ARMORED CAR SERVICES 66,000 66,000
64540 TELECOMMUNICATIONS - WIRELESS 6,000 5,800
65045 LICENSING/REGULATORY SUPP 4,500 4,500
65095 OFFICE SUPPLIES 1,500 1,500
68205 CONTINGENCIES 5,500 2,500
7005 PARKING SYSTEM MGT 651,500 579,300
455
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 parking
meters throughout Evanston and for the maintenance and landscaping of 32 lots, 18 traffic circles, and numerous cul-
de-sacs. This element also assists with special events by covering meters and posting temporary signage. The
installation and maintenance of speed bumps in alleys continues to be performed by this program. During the winter
months, this program element provides snow plowing in the parking lots and maintains the sidewalks adjacent to
these lots.
In 2007, this section tested a multi-meter installation for a 3-month period in Lot 24. The intent is to implement this
technology for more of the parking lots in 2008.
The meter collection unit is now tracking performance of individual meters and has increased the number of repairs
that can be done in-house rather than sending out to the vendor.
FY 2008-2009 Objectives
• Install multi-meter systems in metered parking lots citywide.
• Complete audit and review of meter collection process and recommend improvements.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Meters installed or relocated within system 12 8 15
Meters removed from system 2 2 2
Meters checked/repaired/batteries replaced 962 4,520 3,000
Meters converted (rate/time changes) 78 27 20
Preventive maintenance to meters/locks 1,655 2,337 3,000
Meter hooding requests 181 256 250
Installation of speed bumps in alleys 77 53 75
Approved Adjustments in 2008-2009 Budget
456
CITY OF EVANSTON
PARKING LOTS & METERS
7015
2007 -2008 2008 2009-
Appropriation Approved
7015 PARKING LOTS & METERS
61010 REGULAR PAY 435,200 438,700
61060 SEASONAL EMPLOYEES 26,400 28,500
61110 OVERTIME PAY 7,700 7,500
61210 LONGEVITY 6,500 6,500
61510 HEALTH INSURANCE 79,200 77,300
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 1,000 1,000
61710 IMRF 34,700 34,100
61725 SOCIAL SECURITY 19,600 29,700
61730 MEDICARE 5,900 6,900
62230 IMPROVEMENT MAINT SERVICE 15,000 115,000
62245 OTHER EQMT MAINTENANCE 2,000 3,500
62305 RENTAL OF AUTO-FLEET SER 72,700 72,700
62375 RENTALS 172,300 119,900
64005 ELECTRICITY 16,000 12,500
65005 AGRI/BOTANICAL SUPPLIES 6,400 6,000
65020 CLOTHING 1,600 1,000
65040 JANITORIAL SUPPLIES 1,400 1,000
65050 BLDG MAINTENANCE MATERIAL 2,000 1,500
65070 OFFICE/OTHER EQT MTN MATL 12,000 10,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
66132 TRANSFER TO GF-INSURANCE 83,000
68205 CONTINGENCIES 5,000 2,500
7015 PARKING LOTS & METERS 1,007,400 977,600
457
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 2008-2009 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
• Interior paint and replace the existing hps llighting in the facility with new energy efficient lighting system to
improve overall appearance and safety while reducing operating costs.
• Conduct a customer satisfaction survey for all three garages in 2008.
Approved Adjustments in 2008-2009 Budget
458
CITY OF EVANSTON
CHURCH STREET GARAGE
7025
2007 -2008 2008 2009-
Appropriation Approved
7025 CHURCH STREET GARAGE
62135 ARCHITECTURAL SERVICES 10,000 10,000
62245 OTHER EQMT MAINTENANCE 12,000 35,000
62375 RENTALS 6,800
62425 ELEVATOR CONTRACT COSTS 12,000 18,000
62450 PARKING GARAGE MANAGEMENT FEES 543,500 453,500
64005 ELECTRICITY 73,200 75,000
64505 TELECOMMUNICATIONS - CARRIER L 13,200 5,000
65050 BLDG MAINTENANCE MATERIAL 500 1,000
66132 TRANSFER TO GF-INSURANCE 2,300
68205 CONTINGENCIES 2,500 2,500
7025 CHURCH STREET GARAGE 676,000 600,000
459
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 2008-2009 Budget
460
CITY OF EVANSTON
SHERMAN AVE GARAGE BONDS
7030
2007 -2008 2008 2009-
Appropriation Approved
7030 SHERMAN AVE GARAGE BONDS
68305 DEBT SERVICE-PRINCIPAL 165,400 165,700
7030 SHERMAN AVE GARAGE BONDS 165,400 165,700
461
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 2008-2009 Budget
462
CITY OF EVANSTON
CHURCH/CHICAGO GARAGE
7035
2007 -2008 2008 2009-
Appropriation Approved
7035 CHURCH/CHICAGO GARAGE
68305 DEBT SERVICE-PRINCIPAL 674,800 673,000
7035 CHURCH/CHICAGO GARAGE 674,800 673,000
463
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 2008-2009 Budget
464
CITY OF EVANSTON
TRANSFERS
7050
2007 -2008 2008 2009-
Appropriation Approved
7050 TRANSFERS
62685 REIMB. GF FOR ADMIN. EXP 489,400 602,500
66132 TRANSFER TO GF-INSURANCE 175,000
66134 TRAN TO GF- PARKING LOT MAINT.27,800
7050 TRANSFERS 517,200 777,500
465
City of Evanston
Water Fund
Three Year Budget History
$13,549,500
$17,242,100
$13,702,800
$12,000,000
$15,000,000
$18,000,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the
Total 2009 Budget
7.87%
Water Fund
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Water General Support
Full-Time Regular Superintendent, Water/Sewer 1.00
Full-Time Regular Asst Superintendent, Const & Field Services 1.00
Full-Time Regular Asst Superintendent, W/S Admin 1.00
Full-Time Regular Exec Secretary (non-Dept Head) 1.00
7100 Total 4.00
Pumping
Full-Time Regular Division Chief, Pumping 1.00
Full-Time Regular Water/Sewer Mechanic 3.00
Full-Time Regular Water Maintenance Supervisor 1.00
Full-Time Regular Water Worker II 1.00
Full-Time Regular Water Plant Operator 5.00
7105 Total 11.00
Filtration
Full-Time Regular Chemist 1.00
Full-Time Regular Division Chief, Filtration 1.00
Full-Time Regular Water/Sewer Mechanic 3.00
Full-Time Regular Microbiologist 1.00
Full-Time Regular Water Maintenance Supervisor 1.00
Full-Time Regular Water Worker I 1.00
Full-Time Regular Water Worker II 1.00
Full-Time Regular Water Plant Operator 5.00
7110 Total 14.00
466
City of Evanston
Water Fund
Employee Status
Description Job Type Description
2007-2008
Position FTE
Distribution
Full-Time Regular Division Chief, Distribution 0.50
Full-Time Regular Plumbing Inspector 0.50
Full-Time Regular Water Worker I 2.00
Full-Time Regular Water Worker II 1.00
Full-Time Regular Water Service Worker 3.00
Full-Time Regular Water/Sewer Crew Leader 3.00
Full-Time Regular Water Distribution Supervisor 1.00
7115 Total 11.00
Water Meter Maintenance
Full-Time Regular Facilities Maintenance Worker/Custodian I 1.00
Full-Time Regular Meter Service Coordinator 1.00
Full-Time Regular Water Billing Clerk 1.00
7120 Total 3.00
Water Fund Total 43.00
467
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Increase
FUNDS PROVIDED (Decrease)
Operating Revenues - Water Sales
Evanston 5,804,517 6,263,900 5,706,082 6,292,800 28,900
Skokie 2,891,834 3,175,300 3,158,396 3,238,800 63,500
Northwest Commission 3,497,989 3,719,600 3,620,878 3,794,000 74,400
Total - Water Sales:12,194,340 13,158,800 12,485,356 13,325,600 166,800
Other Revenues
Investment Earnings 557,797 50,000 163,197 100,000 50,000
Property Sales and Rentals 146,600 159,000 153,931 161,700 2,700
Phosphate Sales 34,633 30,500 31,076 30,500 0
Fees and Merchandise Sales 76,680 70,000 123,417 70,000 0
Fees and Outside Work 92,618 80,000 97,437 80,000 0
Misc Revenue 94,271 40,924 60,000 60,000
Fund Balance Applied 3,414,300 3,414,300
Total - Other Sales:1,002,599 389,500 609,981 3,916,500 3,527,000
TOTAL FUNDS PROVIDED:13,196,939 13,548,300 13,095,337 17,242,100 3,693,800
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Increase
FUNDS APPLIED:(Decrease)
Operating Expenses
General Support 647,201 782,100 782,100 885,300 103,200
Pumping 1,864,554 2,264,900 2,124,946 2,323,800 58,900
Filtration 1,749,773 2,053,200 1,764,817 2,219,600 166,400
Distribution 1,280,427 1,407,400 1,262,784 1,522,500 115,100
Meter Maintenance 301,278 328,400 305,039 341,200 12,800
Other Operating Expenses 1,920,131 868,600 887,227 934,300 65,700
Total Operating Expenses:7,763,364 7,704,600 7,126,913 8,226,700 522,100
Other Expenses and Disbursements
Debt Service 617,816 613,700 613,700 620,900 7,200
Capital Outlay 49,377 102,100 102,100 5,615,900 5,513,800
Transfers:
Transfer to Insurance 85,000 85,000
Transfer to Reserves 2,435,500 2,435,800 0 (2,435,500)
Transfer to General Fund 162,300 162,300 162,300 162,300 0
Transfer to General Fund - ROI 2,531,300 2,531,300 2,531,300 2,531,300 0
Total Other Expenses &
Disbursements & Transfers:3,360,793 5,844,900 5,845,200 9,015,400 3,170,500
TOTAL FUNDS APPLIED:11,124,157 13,549,500 12,972,113 17,242,100 3,692,600
Increase (Decrease) in Capital:2,072,782 (1,200)123,223 0 1,200
468
Revenue Projections
The 2008-2009 Water Fund Revenues are projected to remain fairly stable. The amount of water sales
estimated in 2008-2009 is consistent with the projections in the Cost of Service Study that was recently
completed. Revenues from water sales in 2006/07 and projections for the current year 2007/08 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
assume using the current rate structure.
Notes for Financial Summary
Water Sales in the 2007-08 fiscal year were approximately 5% below projections. 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. The budget includes funding of a cost of service and rate study to
address the long term financial stability in both the water and sewer funds.
The 2008-09 approved appropriation for capital outlay expenses includes costs for the funding of
capital improvement projects that had previously been reflected in the CIP. These expenditures were
moved to more accurately reflect the source of funding.
Performance Report on FY 2007-2008 Major Program Objectives
During FY 2007-2008, 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, the
administration offices expanded and the filter workshop area expanded. Completion of this project is
scheduled for summer 2008.
The Administration Division reviewed the Water System section of the City Code, including those related
to fees. Revisions were drafted to insure that the code is consistent with industry standards. These
revisions were approved by Council in November 2007. Staff also 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. The 2008-09 Budget reflects funding to
initiate these programs.
The Pumping Division has installed new traveling screen wash water pumps in the north and south
suction wells to improve operations. Division Personnel replaced the motor protection devices on four
motors to enhance monitoring and further protect essential equipment. In addition, a bearing failure on
Low Lift pumping unit #5 resulted in this unit being taken out of service. Parts were machined and this
piece of critical equipment was put back in service in the fall. The overhaul of pumping units #8 and #9
began in the late winter and completion is scheduled for the spring of 2008.
The Filtration Division has installed new chlorine four ton cylinder scales to improve monitoring of the
chlorine feed. Staff completed probing the filter media to ensure these critical barriers to pathogens are
functioning properly. In addition, the filtration crew sandblasted the aluminum sulfate storage tanks and
applied a coating to ensure the long term structural integrity of these chemical storage facilities.
Distribution Division staff was 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.
469
2008-2009 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.
2. In 2008-09 we will be embarking on a citywide campaign promoting tap water and providing water
quality education to our residents.
3. Customer service remains a central focus, and we will be proposing the conversion of our existing
billing system to new 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.
470
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 and Sewer Divisions. The assistant superintendent of water production oversees the
Pumping Division, Filtration Division, Administrative Office and Meter Division.
FY 2007-2008 Objectives
• To implement a public relations program promoting tap water to the public by February 28, 2009.
• To successfully implement and promote a job training, internship and mentorship program within the Water &
Sewer Division promoting training and providing for future skilled labor by February 28, 2009.
• To revise and update the Water Utility Brochure in conjunction with the public outreach goal by February 28,
2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of General Safety Meetings Held 12 12 12
Total workdays lost due to injury (goal 0) 2.00 20 5.00
Number of tap water promotion presentations given N/A N/A 6
Number of individuals enrolled in the mentorship
program N/A N/A 4
Approved Adjustments in 2008-2009 Budget
471
CITY OF EVANSTON
WATER GENERAL SUPPORT
7100
2007 -2008 2008 2009-
Appropriation Approved
7100 WATER GENERAL SUPPORT
61010 REGULAR PAY 394,900 416,900
61060 SEASONAL EMPLOYEES 18,700 9,400
61071 INTERNSHIP PROGRAM 12,500
61072 JOB TRAINING PROGRAM 62,400
61510 HEALTH INSURANCE 44,600 38,700
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 300 300
61710 IMRF 31,500 31,400
61725 SOCIAL SECURITY 17,000 26,300
61730 MEDICARE 5,100 6,100
62210 PRINTING 8,000 8,000
62215 PHOTOGRAPHERS/BLUEPRINTS 1,200 1,200
62235 OFFICE EQUIPMENT MAINT 6,100 1,900
62245 OTHER EQMT MAINTENANCE 10,000 11,000
62275 POSTAGE CHARGEBACKS 3,000 3,000
62295 TRAINING & TRAVEL 20,000 25,000
62305 RENTAL OF AUTO-FLEET SER 49,700 49,700
62315 POSTAGE 2,500 2,500
62341 INTERNET SOLUTION PROVIDERS 1,500
62360 MEMBERSHIP DUES 5,000 5,000
62380 COPY MACHINE CHARGES 300 300
62381 COPY MACHINE LEASES 4,200
62420 MWRD FEES 6,900 7,300
62463 WATER MAINTENANCE CONTRACTS 2,500 1,000
64015 NATURAL GAS 110,000 110,000
64505 TELECOMMUNICATIONS - CARRIER L 5,000 6,000
64540 TELECOMMUNICATIONS - WIRELESS 2,400 3,900
65010 BOOKS, PUBLICATIONS, MAPS 3,900 7,300
65020 CLOTHING 7,000 7,000
65040 JANITORIAL SUPPLIES 1,600 1,600
65050 BLDG MAINTENANCE MATERIAL 2,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 15,000 15,000
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 5,000 5,000
65105 PHOTO/DRAFTING SUPPLIES 400 400
7100 WATER GENERAL SUPPORT 782,100 885,300
472
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 2007-2008 Objectives
• To assist in the review and evaluation of the Supervisory Control and Data Acquisition to facilitate
recommendations for its replacement by February 28, 2009.
• To disassemble, inspect and make all necessary repairs and replace worn parts on High Lift Pumping Unit #8 by
February 28, 2009.
• To evaluate the electrical energy use for low lift and high lift pumps and maximize the efficiency to minimize
costs and resource consumption by February 28, 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of inspections made of critical facilities to insure
operations 52 52 52
High and low lift pumps receiving preventative
maintenance 14 13 14
Engines inspected and lubricated 12 12 12
Billions of gallons pumped per year 16 16 17
Percent of time that discharge pressure is greater than
45 psi N/A 100 100
Number of unplanned downtime incidents on critical
equipment N/A 3 0
Approved Adjustments in 2008-2009 Budget
473
CITY OF EVANSTON
PUMPING
7105
2007 -2008 2008 2009-
Appropriation Approved
7105 PUMPING
61010 REGULAR PAY 714,700 754,400
61060 SEASONAL EMPLOYEES 4,800 4,800
61110 OVERTIME PAY 21,900 22,600
61210 LONGEVITY 5,600 5,600
61510 HEALTH INSURANCE 108,900 106,300
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,500 1,500
61710 IMRF 57,000 58,900
61725 SOCIAL SECURITY 30,800 48,600
61730 MEDICARE 9,200 11,300
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 36,500 36,500
64505 TELECOMMUNICATIONS - CARRIER L 4,800 2,400
64540 TELECOMMUNICATIONS - WIRELESS 2,100 1,200
65020 CLOTHING 800 800
65035 PETROLEUM PRODUCTS 11,200 12,300
65040 JANITORIAL SUPPLIES 1,800 2,000
65050 BLDG MAINTENANCE MATERIAL 2,300 2,700
65055 MATER. TO MAINT. IMP.400
65070 OFFICE/OTHER EQT MTN MATL 44,000 45,300
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 1,000 1,000
7105 PUMPING 2,264,900 2,323,800
474
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 2007-2008 Objectives
• To increase the reliability of the filter turbidity monitoring system by assisting in developing specifications,
purchasing and installing a new system by February 28, 2009.
• To utilize in-house manpower to complete the finishing of the filter shop expansion by February 28, 2009.
• To assist in the evaluation of the operational effectiveness of the flash mix by February 28, 2009.
• To assist in the review and evaluation of the Supervisory Control and Data Acquisition (SCADA) system to
facilitate recommendations for its replacement by February 28, 2009.
Ongoing Activity Measures
2005-2006
Actual
2006-2007
Actual
2007-2008
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 6 7
Number of wash water pumps inspected and
maintained 4 4 4
Number of filters inspected and probed annually 0 24 24
Billion gallons of water treated per year 16 16 17
Number of Water Quality treatment violations 0 0 0
Approved Adjustments in 2008-2009 Budget
475
CITY OF EVANSTON
FILTRATION
7110
2007 -2008 2008 2009-
Appropriation Approved
7110 FILTRATION
61010 REGULAR PAY 877,400 926,200
61110 OVERTIME PAY 18,000 18,700
61210 LONGEVITY 16,500 16,500
61510 HEALTH INSURANCE 138,600 135,300
61615 LIFE INSURANCE 1,400 1,400
61630 SHOE ALLOWANCE 1,700 1,700
61710 IMRF 69,900 72,400
61725 SOCIAL SECURITY 37,600 59,300
61730 MEDICARE 11,200 13,800
62245 OTHER EQMT MAINTENANCE 4,900 15,000
62360 MEMBERSHIP DUES 300 400
62420 MWRD FEES 425,000 425,000
62465 OUTSIDE LABARATORY COSTS (HLTH 13,000 20,700
64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100
65005 AGRI/BOTANICAL SUPPLIES 1,000 1,000
65015 CHEMICALS 300,000 375,000
65020 CLOTHING 1,000 1,000
65030 PHOSPHATE CHEMICALS 55,000 55,000
65035 PETROLEUM PRODUCTS 1,800 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 2,053,200 2,219,600
476
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 2007-2008 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, 2009.
• To install all needed water distribution infrastructure in preparation for the Sheridan Road street
improvement project.
• To assist in the development of an unidirectional flushing program to enhance water quality by February 28,
2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of hydrants repaired 77 126 65
Number of hydrants replaced 17 20 25
Number of water main breaks repaired 48 36 70
Number of water services repaired 34 49 50
Number of valves replaced/installed 36 32 45
New water services installed 79 61 50
Approved Adjustments in 2007-2008 Budget
477
CITY OF EVANSTON
DISTRIBUTION
7115
2007 -2008 2008 2009-
Appropriation Approved
7115 DISTRIBUTION
61010 REGULAR PAY 621,400 656,000
61060 SEASONAL EMPLOYEES 4,800 5,200
61110 OVERTIME PAY 63,200 63,200
61210 LONGEVITY 10,200 10,200
61510 HEALTH INSURANCE 108,900 106,300
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,400 1,400
61710 IMRF 49,500 54,900
61725 SOCIAL SECURITY 28,800 45,300
61730 MEDICARE 8,700 10,600
62225 BLDG MAINTENANCE SERVICES 3,500 3,500
62230 IMPROVEMENT MAINT SERVICE 48,600 51,000
62245 OTHER EQMT MAINTENANCE 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 232,000 232,000
62360 MEMBERSHIP DUES 200 300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 50,000 50,000
64540 TELECOMMUNICATIONS - WIRELESS 4,000 7,700
65020 CLOTHING 1,600 1,600
65050 BLDG MAINTENANCE MATERIAL 1,200 1,200
65051 MATERIALS- STREETS DIVISION 26,300
65055 MATER. TO MAINT. IMP.156,300 180,200
65070 OFFICE/OTHER EQT MTN MATL 3,500 7,000
65085 MINOR EQUIPMENT & TOOLS 3,200 3,500
65090 SAFETY EQUIPMENT 1,000 1,000
7115 DISTRIBUTION 1,406,100 1,522,500
478
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 three 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 2008-2009 Objectives
• 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, 2009.
• To work with the GIS Analyst and establish the meter division activities in the Azteca Cityworks Maintenance
Management Software to enable better tracking of activities and increase productivity by February 2009.
• To assist in the development of requirements and selection and implementation of a new utility billing system by
February 28, 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
New Meters installed with MTU devices 96 82 150
Final Bills processed for payment at time of transfer 767 593 800
Special trash pickup fees added to water bills 1940 1972 2000
Meter exchanges by meter shop 304 308 300
Number of inspections to investigate problems 178 250 300
Number of MTU Repairs 276 225 300
Number of Underground Utility Locations Performed 2637 4702 4800
Approved Adjustments in 2008-2009 Budget
479
CITY OF EVANSTON
WATER METER MAINTENANCE
7120
2007 -2008 2008 2009-
Appropriation Approved
7120 WATER METER MAINTENANCE
61010 REGULAR PAY 158,000 166,800
61110 OVERTIME PAY 1,100 1,100
61210 LONGEVITY 2,700 2,700
61510 HEALTH INSURANCE 29,700 29,000
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 100 100
61710 IMRF 12,600 12,800
61725 SOCIAL SECURITY 6,700 10,500
61730 MEDICARE 2,000 2,500
62210 PRINTING 900 1,000
62245 OTHER EQMT MAINTENANCE 9,800 9,800
62305 RENTAL OF AUTO-FLEET SER 49,500 49,500
62360 MEMBERSHIP DUES 100 200
64540 TELECOMMUNICATIONS - WIRELESS 2,900 2,900
65070 OFFICE/OTHER EQT MTN MATL 52,000 52,000
7120 WATER METER MAINTENANCE 328,400 341,200
480
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 2008-2009 Budget
481
CITY OF EVANSTON
OTHER OPERATIONS
7125
2007 -2008 2008 2009-
Appropriation Approved
7125 OTHER OPERATIONS
62180 STUDIES 37,500
62235 OFFICE EQUIPMENT MAINT 34,000
62315 POSTAGE 17,000 17,900
62340 COMPTER LICENSE & SUPP 45,800
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 2,000 2,500
62680 TRANSFER TO GF-DATA PROC 90,700 90,700
62685 REIMB. GF FOR ADMIN. EXP 484,000 484,000
65080 MERCHANDISE FOR RESALE 35,000 50,000
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 868,600 934,300
482
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 2008-2009 Budget
483
CITY OF EVANSTON
WATER CAPITAL OUTLAY
7130
2007 -2008 2008 2009-
Appropriation Approved
7130 WATER CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 4,500 7,800
65702 WATER GENERAL PLANT 97,600 108,100
7130 WATER CAPITAL OUTLAY 102,100 115,900
484
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 2008/09 Capital Improvement Program. Funds are transferred to the
General Fund as a return on investment
Approved Adjustments in 2008-2009 Budget
485
CITY OF EVANSTON
TRANSFER TO GF-ROI
7160
2007 -2008 2008 2009-
Appropriation Approved
7160 TRANSFER TO GF-ROI
66020 TRANSFERS TO OTHER FUNDS 2,531,300 2,531,300
7160 TRANSFER TO GF-ROI 2,531,300 2,531,300
486
CITY OF EVANSTON
TRANSFER TO GEN FUND-OPER
7180
2007 -2008 2008 2009-
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
487
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 2008/09 debt service
payment on this issue is $316,100.
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 2008/09 debt service payment on the issue is
$304,800.
Approved Adjustments in 2008-2009 Budget
488
CITY OF EVANSTON
WATER DEBT SERVICE
7200
2007-2008 2007-2008
Appropriation Proposed
7245 1999 WATER REV BONDS D.S. 316,100 316,100
7250 2002 WATER REVENUE BONDS D.S. 297,600 304,800
Total(s) 613,700 620,900
489
City of Evanston
Sewer Fund
Three Year Budget History $20,651,974
$16,442,300$16,649,000
$16,000,000
$18,000,000
$20,000,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the
Total Budget
9.43%
Sewer Fund
Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Full-Time Regular Civil Engineer III 1.00
Full-Time Regular Division Chief, Distribution 0.50
Full-Time Regular Engineering Associate II 2.00
Full-Time Regular Plumbing Inspector 0.50
Full-Time Regular Water Worker I 2.00
Full-Time Regular Water Worker II 3.00
Full-Time Regular Water/Sewer Crew Leader 4.00
Full-Time Regular Sewer Supervisor 1.00
7400 Total 14.00
Sewer Fund Total 14.00
490
Financial Summary
2007-2008 2008-2009 Increase
2006-2007 2007-2008 Estimated Appropriation (Decrease)
Actual Appropriation Actual Approved
Funds Provided: Sewer Service Charge
Operations 1,824,200 515,200 961,300 (862,900)
Capital Improvement Account 1,048,800 1,048,800 1,048,800 -
Debt Service 12,735,000 12,794,900 14,015,900 1,280,900
Total Sewer Service Charge 14,374,400 16,292,300 14,358,900 16,026,000 (266,300)
Other Revenues
Investment Earnings 474,454 150,000 277,292 150,000 -
Miscellaneous 19,919 24,000
Transfer from Water Fund -
Fund balance applied 1,993,300 4,451,974 4,451,974
Total Other Revenues 494,373 150,000 2,270,592 4,625,974 4,451,974
TOTAL FUNDS PROVIDED 14,868,773 16,442,300 16,629,492 20,651,974 4,209,674
2007-2008 2008-2009 Increase
2006-2007 2007-2008 Estimated Appropriation (Decrease)
Actual Appropriation Actual Approved
Funds Applied: Operating Expenses
Sewer Operations 4,312,707 1,839,200 1,839,200 1,951,900 112,700
Other Operating Expenses 453,550 641,300 641,300 351,000 (290,300)
Capital Outlay 27,989 178,000 178,000 42,300 (135,700)
Total Operating Expenses 4,794,246 2,658,500 2,658,500 2,345,200 (313,300)
Capital Expenses
Capital Improvement Account 3,633,275 1,048,800 1,048,800 4,290,874 3,242,074
Total Capital Expenses 3,633,275 1,048,800 1,048,800 4,290,874 3,242,074
Debt Service Expenses
Debt Service 3,812,633 12,735,000 12,794,900 14,015,900 1,280,900
Total Debt Service Expenses 3,812,633 12,735,000 12,794,900 14,015,900 1,280,900
TOTAL FUNDS APPLIED 12,240,154 16,442,300 16,502,200 20,651,974 4,209,674
INCREASE (DECREASE) IN CAPITAL 2,628,619 - 127,292 - -
Notes for Financial Summary
CITY OF EVANSTON
Sewer Fund Summary (Fund #515)
Sewer Fund revenues are forecasted to be below budget for the fiscal year 2007/08. 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 capital improvement projects
that had previously been reflected in the CIP. These expenditures were moved to more accurately reflect the source of funding.
491
CITY OF EVANSTON
Sewer Fund Summary (Fund #515)
Revenue Projections
Performance Report on FY 2007-2008 Major Program Objectives
2008-2009 Department Initiatives
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.
2008-2009 Revenue projections are consistent with the recently completed Sewer Fund Cost of Service Study and are based on
estimated water sales to Evanston residents. No increase in the sewer rate is projected.
During the 2007-2008 Fiscal Year construction on the final phases 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 2007-08. 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 2008-09, 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 2008-09, 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.
492
Estimated Meter Water Usage in One Hundred Cubic Feet (1 CCF) for Evanston Customers:
4,067,513 CCF
Operating and Maintenance Capital Debt Service
User Charge User Charge User Charge
Operating and Maintenance Costs:Capital Costs:Debt Service Costs:
$2,345,200 $4,290,874 $14,015,900
Investment Income & Misc. Income:Fund Balance Applied:
$174,000 $4,451,974
O & M Charge Per CCF:Capital Charge per CCF:Debt Service Charge per CCF:
$0.53 -$0.04 $3.45
Total User Charge:$3.94
FORMULAS FOR CALCULATIONS
OPERATING & MAINT. USER CHARGE =
CAPITAL USER CHARGE =
DEBT SERVICE CHARGE =
TOTAL USER CHARGE = (Operating & Maint. User Charge) + (Capital User Charge) + (Debt Service Charge)
(Est. Metered Water Usage)
(Debt Service Costs)
(Est. Metered Water Usage)
City of Evanston
(Operating & Maint. Costs) - (Investment & Misc. Income)
(Est. Metered Water Usage)
(Capital Costs-Fund Balance Applied)
Sewer Fund
2008-2009 SEWER SERVICE CHARGE CALCULATION
Ordinance 94-0-05, adopted August 15, 2005 established the sewer rate as of August 31, 2005. In accordance with this ordinance
the rate as depicted in the Fiscal Year 2008-2009 budget is $3.94 per one hundred (100) cubic feet of water consumed.
493
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 2007-2008 Objectives
• Televise all sewers that are located on streets included in the 2009 street resurfacing plan by June 30, 2008.
• Clean 15,000 feet of 24 inch or larger sewer main with in-house equipment and manpower by February 28,
2009.
• Complete 15 sewer spot repairs with in-house equipment and manpower by February 28, 2009.
• Oversee the successful rehabilitation of 15 manholes using cement and epoxy coating to extend the life of
these essential assets by February 28, 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of repairs made to manholes, basins & inlets 312 175 150
Number of catch basins and inlets cleaned 3,642 4,159 3,500
Number of feet of sewer pipe rodded 40,074 55,619 40,000
Approved Adjustments in 2008-2009 Budget
494
CITY OF EVANSTON
SEWER MAINTENANCE
7400
2007 -2008 2008 2009-
Appropriation Approved
7400 SEWER MAINTENANCE
61010 REGULAR PAY 854,800 902,300
61060 SEASONAL EMPLOYEES 4,800 4,800
61110 OVERTIME PAY 27,600 27,600
61210 LONGEVITY 9,800 9,800
61510 HEALTH INSURANCE 143,600 135,300
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,600 1,600
61710 IMRF 68,100 70,800
61725 SOCIAL SECURITY 37,000 58,300
61730 MEDICARE 11,100 13,600
62230 IMPROVEMENT MAINT SERVICE 19,000 18,000
62245 OTHER EQMT MAINTENANCE 3,500 6,000
62295 TRAINING & TRAVEL 6,000 5,000
62305 RENTAL OF AUTO-FLEET SER 258,600 258,600
62315 POSTAGE 17,000 17,900
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 5,000
62461 SEWER MAINTENANCE CONTRACTS 225,000 225,000
64540 TELECOMMUNICATIONS - WIRELESS 1,800 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
65055 MATER. TO MAINT. IMP.64,400 74,400
65070 OFFICE/OTHER EQT MTN MATL 5,000 9,200
65085 MINOR EQUIPMENT & TOOLS 3,500 3,500
65090 SAFETY EQUIPMENT 1,000 1,000
68205 CONTINGENCIES 800 800
7400 SEWER MAINTENANCE 1,839,200 1,951,900
495
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 2008-2009 Budget
496
CITY OF EVANSTON
SEWER OTHER OPERATIONS
7410
2007 -2008 2008 2009-
Appropriation Approved
7410 SEWER OTHER OPERATIONS
62110 AUDITING 2,500 2,500
62180 STUDIES 37,500
62235 OFFICE EQUIPMENT MAINT 8,000
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
66020 TRANSFERS TO OTHER FUNDS 319,800
66132 TRANSFER TO GF-INSURANCE 108,400 108,400
66139 TRAN TO GF - WORKERS COMP.39,400 39,400
7410 SEWER OTHER OPERATIONS 641,300 351,000
497
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 2008-2009 Budget
498
CITY OF EVANSTON
CAPITAL OUTLAY
7415
2007 -2008 2008 2009-
Appropriation Approved
7415 CAPITAL OUTLAY
65625 FURNITURES & FIXTURES 178,000 42,300
7415 CAPITAL OUTLAY 178,000 42,300
499
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
2006-2007
Actual
2007/2008
Actual
2008-2009
Projected
Number of feet of sewer replaced by contract 1,043 2,234 1,800
Number of feet of sewer pipeline reconstructed using a liner 0 8,778 3,500
Number of catch basins and manholes replaced by contract 42 33 35
Number of catch basins and manholes rehabilitated 111 80 90
Approved Adjustments in 2008-2009 Budget
500
CITY OF EVANSTON
SEWER IMPROVEMENTS
7420
2007 -2008 2008 2009-
Appropriation Approved
7420 SEWER IMPROVEMENTS
62461 SEWER MAINTENANCE CONTRACTS 250,000 250,000
65515 OTHER IMPROVEMENTS 675,000 675,000
66138 TRAN TO GF- PUB.WORKS SUPPORT 123,800 123,800
7420 SEWER IMPROVEMENTS 1,048,800 1,048,800
501
City of Evanston
Sewer Fund
7500-7600 – 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 2008-2009 Budget
502
Description and Justification
2007-2008
Budget
2008-2009
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 $1,967,100 $1,973,200
7515 Debt Service Series 1994 G.O. Bonds $1,023,100 $1,042,300
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)
7590 Debt Service Series 1998 G.O. Bonds $232,700 $235,700
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 Fund
7500-7600 - Sewer Debt Service
FY 2008-2009 Budget Justification
503
Description and Justification
2007-2008
Budget
2008-2009
Approved
City of Evanston
Sewer Fund
7500-7600 - Sewer Debt Service
FY 2008-2009 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 $153,700 $153,800
(Loan No. L17-1126)
7600 Debt Service IEPA Loan - Phase VI, Contract A $1,195,200 $1,195,200
(Loan No. L17-0891)
7610 Debt Service IEPA Loan - Phase VII, Contract H $181,100 $181,100
(Loan No. L17-1192)
7605 Debt Service IEPA Loan - Phase VIII, Contract A $615,300 $615,300
(Loan No. L17-0893)
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 $330,500 $331,400
(Loan No. L17-0894)
7623 Debt Service IEPA Loan - Phase X, Contract A $527,700 $580,200
(Loan No. L17-0895)
7616 Debt Service IEPA Loan - Phase X, Contract B $383,400 $407,000
(Loan No. L17-1452
7617 S82B - Contract 1 $661,000
(Loan No. L17-2471)
7618 S82B - Contract 2 $218,000
(Loan No. L17-2736)
New FY 2007/08 Bond Issue $3.0 Million $296,500
Ridge Avenue and Cap
Totals $12,735,000 $14,015,900
504
City of Evanston
Fleet Service Fund
Expenditures by Fund as a % of the Total
Budget
2.45%
Three Year Budget History
$4,399,300
$5,359,400
$5,158,100
$4,000,000
$4,500,000
$5,000,000
$5,500,000
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Fleet Service Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
General Support
Full-Time Regular Fleet Services Manager 1.00
Full-Time Regular Auto Shop Supervisor 2.00
7705 Total 3.00
Major Maintenance
Full-Time Regular Equipment Mechanic III 9.00
Full-Time Regular Equipment Parts Technician 1.00
Full-Time Regular Lead Mechanic 1.00
Full-Time Regular Auto Service Worker 1.00
7710 Total 12.00
Fleet Service Fund Total 15.00
505
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Funds Provided: Charges for Service
General Fund 4,617,800 4,317,800 4,317,800 4,327,000 9,200
Parking Fund 111,800 111,800 111,800 111,800 -
Water Fund 331,200 331,200 331,200 331,200 -
Sewer Fund 258,600 258,600 258,600 258,600 -
Fund Balance Applied 120,800
Total Charges for Service 5,319,400 5,019,400 5,019,400 5,149,400 130,000
Other Revenue -
Sale of Surplus Property 129,798 150,000 3,219 150,000 -
Damage to City Property 13,580 35,000 6,966 35,000 -
Miscellanous Revenue 23,501 24,495
Interest Income 7,590 25,000
Total Other Revenue 166,879 185,000 42,270 210,000 -
TOTAL FUNDS PROVIDED 5,486,279 5,204,400 5,061,670 5,359,400 155,000
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Funds Applied: Operating Expenses
General Support 452,350 373,200 364,047 324,100 (49,100)
Major Maintenance 2,585,305 3,010,100 3,123,249 3,035,300 25,200
Vehicle Body Maintenance 216,696 - 13,042 - -
Total Operating Expense 3,254,351 3,383,300 3,500,338 3,359,400 (23,900)
Other Expenses & Disbursements -
Capital Outlay 1,517,296 1,016,000 1,016,000 2,000,000 984,000
Total Other Expenses & Disbursements 1,517,296 1,016,000 1,016,000 2,000,000 984,000
TOTAL FUNDS APPLIED 4,771,647 4,399,300 4,516,338 5,359,400 960,100
TOTAL SURPLUS (DEFICIT)714,632 805,100 545,332 - (805,100)
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
City Of Evanston
Fleet Services Fund Summary (Fund #600)
Sale of surplus property for 2007-2008 is down because retirement of vehicles was down as a result of the reduction in capital
purchase dollars for replacement vehicles.
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle
replacements were completed prior to January of 2008. Snowplows were sandblasted and repainted prior to December 2008.
506
City Of Evanston
Fleet Services Fund Summary (Fund #600)
2008-2009 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. Prepare an update of the Five Year Vehicle Replacement Plan
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 service
6. Conduct internal analysis of overall Fleet Services operations, including parts purchasing and inventory, work order
process, preventative maintenance schedules, etc., to identify potential improvements in service
507
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. 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 2008-2009 Objectives
• Expand use of Fleet Services software to improve fleet management and efficiency of completing work orders
and vehicle repair tasks
• Prepare an update of the Five Year Vehicle Replacement Plan by July 2008
• Complete purchase of all programmed vehicles and equipment before January 2009
• Conduct internal analysis of operations to identify potential improvements in the provision of service
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Computer training hours per employee 2 2 5
Safety training hours per person 3 3 4
Specifications written for new vehicles 19 18 20
Annual average number of occasional sick days used
per employee
1 2 1
Approved Adjustments in 2008-2009 Budget
508
CITY OF EVANSTON
GENERAL SUPPORT
7705
2007 -2008 2008 2009-
Appropriation Approved
7705 GENERAL SUPPORT
61010 REGULAR PAY 235,000 237,700
61110 OVERTIME PAY 21,000
61210 LONGEVITY 3,600 3,600
61510 HEALTH INSURANCE 29,700 29,000
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 400 400
61710 IMRF 18,700 18,200
61725 SOCIAL SECURITY 14,600 15,000
61730 MEDICARE 3,400 3,500
62205 ADVERTISING 1,200 1,200
62235 OFFICE EQUIPMENT MAINT 3,000 3,100
62245 OTHER EQMT MAINTENANCE 300 300
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 2,000 1,000
62340 COMPTER LICENSE & SUPP 30,000
62360 MEMBERSHIP DUES 1,200 1,200
64505 TELECOMMUNICATIONS - CARRIER L 1,000 1,200
64540 TELECOMMUNICATIONS - WIRELESS 1,500 2,100
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65095 OFFICE SUPPLIES 2,500 2,500
68205 CONTINGENCIES 200 200
7705 GENERAL SUPPORT 373,200 324,100
509
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 2008-2009, the category of Vehicle Body Maintenance (7715) is combined with Major
Maintenance. Objectives and activity measures from Vehicle Body Maintenance are included below.
FY 2008-2009 Objectives
• Order all vehicles scheduled for replacement by January 2009
• Complete training of mechanics and operators prior to placing new vehicles into service
• Provide each mechanic and supervisor with at least one training opportunity annually in order to enhance
technical and interpersonal skills
• Train supervisors to use fleet management software to improve operations
• Ensure all billable hours are accounted for in C.F.A.
• 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 2008
• Repair all snowplows prior to October 2008
• Sandblast and repaint steel spreaders as needed prior to October 2008
• Sandblast and repaint all small snowplows prior to October 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Preventative maintenance 580 585 600
Motorized vehicles maintained 320 320 320
Non-motorized vehicles maintained 34 34 34
Miles accumulated 2,110,000 1,870,000 2,100,000
Work orders processed 6,534 7,431 7,950
Average number of occasional sick days per employee 3 2 2
All body repairs 42 32 30
Striping and decals applied 34 22 18
Snow plows repainted 12 25 25
Spreaders repainted 0 0 8
Approved Adjustments in 2008-2009 Budget
510
CITY OF EVANSTON
MAJOR MAINTENANCE
7710
2007 -2008 2008 2009-
Appropriation Approved
7710 MAJOR MAINTENANCE
61010 REGULAR PAY 675,200 712,700
61110 OVERTIME PAY 21,800
61210 LONGEVITY 6,900 6,900
61510 HEALTH INSURANCE 118,800 116,000
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,600 1,600
61710 IMRF 53,800 54,200
61725 SOCIAL SECURITY 41,900 44,400
61730 MEDICARE 9,800 10,400
62235 OFFICE EQUIPMENT MAINT 4,000 4,000
62240 AUTOMOTIVE EQMP MAINT 60,000 60,600
62245 OTHER EQMT MAINTENANCE 20,000 20,200
62295 TRAINING & TRAVEL 2,000 2,000
62355 LAUNDRY/OTHER CLEANING 14,700 14,500
62401 BODY MAINTENANCE CONTRACTS 90,000 90,900
65015 CHEMICALS 11,500
65020 CLOTHING 1,000 1,000
65035 PETROLEUM PRODUCTS 972,000 981,700
65040 JANITORIAL SUPPLIES 300 300
65055 MATER. TO MAINT. IMP.4,000 4,000
65060 MATER. TO MAINT. AUTOS 700,000 707,000
65065 TIRES & TUBES 105,000 106,100
65085 MINOR EQUIPMENT & TOOLS 7,700 7,800
65090 SAFETY EQUIPMENT 1,500 1,500
65550 AUTOMOTIVE EQUIPMENT 85,000 85,900
68205 CONTINGENCIES 400 400
7710 MAJOR MAINTENANCE 3,010,100 3,035,300
511
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 2008-2009 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
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of retired vehicles meeting or exceeding life span 11 11 18
Approved Adjustments in 2008-2009 Budget
512
CITY OF EVANSTON
CAPITAL OUTLAY
7720
2007 -2008 2008 2009-
Appropriation Approved
7720 CAPITAL OUTLAY
62375 RENTALS 16,000 20,000
62402 VEHICLE LEASE CHARGES 13,000 16,000
65550 AUTOMOTIVE EQUIPMENT 987,000 1,964,000
7720 CAPITAL OUTLAY 1,016,000 2,000,000
513
City of Evanston
Insurance Fund
Three Year Budget History
$3,555,000$3,350,000
$2,050,500
$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
Appropriation Appropriation Appropriation
2006-07 2007-08 2008-09
Expenditures by Fund as a % of the Total
Budget
1.62%
Insurance Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2008-2009
Position FTE
Insurance
Full-Time Regular Human Resources Specialist 1.00
Full-Time Regular Human Resources Assistant 1.00
7800 Total 2.00
Insurance Fund Total 2.00
514
Financial Summary
2007-2008 2008-2009
2006-2007 2007-2008 Estimated Appropriation
Actual Appropriation Actual Approved
Revenue By Source
Charges for Services - General Fund 1,900,000 1,900,000 1,900,000 1,800,000
Miscellaneous 112,722 - 376 -
Transfer In Miscellaneous 5,000,000 2,000,000 2,000,000 -
Investment Income 57,343 40,000 243,166 200,000
Transfer In -Water 85,000
Transfer In - Parking -
Applied Fund Balance 1,470,000
Total Revenues 7,070,065 3,940,000 4,143,542 3,555,000
Expenditures
Liability Claims 2,837,645 353,000 751,700 1,300,000
Workman's Compensation Claims 1,225,242 1,525,000 1,377,466 850,000
Administration 102,377 200,000 199,429 770,000
Insurance Premiums - 696,525 635,000
Total Expenditures 4,165,264 2,078,000 3,025,120 3,555,000
Total Budget Surplus (Deficit)2,904,801 1,862,000 1,118,422 -
Notes for Financial Summary
Description of Major Activities
FY 2008-2009 Objectives
City of Evanston
Insurance Fund Summary (Fund #605)
• Reduce risk to the public and the City through prudent loss prevention measures.
• Continue to implement third-party claims processing.
• Collect and analyze loss of information from filed claims to identify and reduce the causes of loss as well as to
establish internal benchmarking.
• Facilitate funding of the Insurance Fund to maintain adequate reserves for claims.
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.
515
CITY OF EVANSTON
INSURANCE FUND
7800
2007 -2008 2008 2009-
Appropriation Approved
7800 INSURANCE FUND
61010 REGULAR PAY 114,400 138,000
61510 HEALTH INSURANCE 9,900 19,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 500 500
61710 IMRF 9,100 10,400
61725 SOCIAL SECURITY 4,700 8,500
61730 MEDICARE 1,400 2,000
62130 LEGAL SERVICES - GENERAL 230,000 232,800
62255 SETTLEMENT COSTS - WORKERS COM 400,000 850,000
62260 SETTLEMENT COSTS - LIABILITY 500,000 1,300,000
62266 TPA SERVICE CHARGES 100,000
62267 TPA REIMBURSEMENTS 250,000
62275 POSTAGE CHARGEBACKS 1,000 1,000
62295 TRAINING & TRAVEL 1,000 1,500
62320 TELEPHONE CHARGEBACKS 1,000 1,000
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 600 600
62605 OTHER CHARGES 150,000
62615 INSURANCE PREMIUM 650,000 635,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 500 500
65125 OTHER COMMODITIES 2,000 2,000
7800 INSURANCE FUND 2,078,000 3,555,000
516
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Additions:
Property Taxes 3,543,660 4,174,300 3,787,153 4,914,539 1,127,386
Personal Property Replacement Tax 187,000 187,000 80,000 301,000 221,000
Interest on Investment 1,566,410 518,800 1,702,483 711,000 (991,483)
Participants Contribution 809,812 870,200 812,472 834,000 21,528
Unrealized Gain 1,326,123 - 1,326,123 - (1,326,123)
Donation to Pension Fund 50,000
Transfer from General Fund Balance to reduce CY2008 Levy - - - 540,000 540,000
Transfer from General Fund Balance addition to CY2007 Levy - - - 1,309,730 1,309,730
Total Additions 7,433,005 5,750,300 7,758,231 8,610,269 902,038
Deductions:
Administrative Expense 21,191 155,600 297,041 175,000 (122,041)
Retirees Pensions 3,143,738 3,257,800 3,340,982 3,550,000 209,018
Widows' Pensions 768,257 775,000 795,527 803,300 7,773
Disability Pension 335,108 305,100 370,310 381,000 10,690
Quildro's 35,381 43,600 14,934 45,000 30,066
Reserve for future Pension Payment 1,213,200 3,655,969 3,655,969
Total Deductions 4,303,675 5,750,300 4,818,794 8,610,269 3,791,475
Net Increase (Decrease)3,129,329 - 2,939,437 - (2,889,437)
Notes on Financial Summary
Description of Major Activities
The Board of Trustees of the Firemen's Pension Board consists of the City Clerk, Fire Chief, Comptroller, three members chosen by the active firemen of the City,
and one chosen from the retirees. The Board has those powers set forth in the Statutes, among which is the control and management of the Pension Fund.
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 FY2009 will be from the FY2008 budget. Conversely, the amount of
fund balance transferred above is on a cash basis.
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 Chapter 108 1/2 -
Article 4 of the Illinois Revised Statutes.
Three Year Budget History
$5,750,300
$8,610,269
$5,162,000
2,500,000
3,500,000
4,500,000
5,500,000
6,500,000
7,500,000
8,500,000
9,500,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total Budget
3.93%
517
Financial Summary
2007-08 2008-09
2006-07 2007-08 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
Additions:
Property Taxes 4,218,445 4,636,500 4,137,457 5,962,353 1,824,896
Personal Property Replacement Tax 153,500 153,500 80,000 351,000 271,000
Interest on Investment 1,746,750 878,200 2,222,257 948,000 (1,274,257)
Participants Contribution 1,130,769 1,204,600 1,230,371 1,172,000 (58,371)
Unrealized Gain 2,615,482 - 2,615,482 - (2,615,482)
Transfer from General Fund Balance to reduce CY2008 Levy - - - 660,000 660,000
Transfer from General Fund Balance addition to CY2007 Levy - - - 2,026,370 2,026,370
Total Additions 9,864,946 6,872,800 10,285,567 11,119,723 834,156
Deductions:
Administrative Expense 34,268 129,700 134,550 150,000 15,450
Retirees Pensions 5,398,666 5,427,200 5,803,298 5,800,000 (3,298)
Widows' Pensions 435,536 451,300 469,366 473,000 3,634
Disability Pension 440,264 455,400 470,171 475,000 4,829
Seperation Refunds 102,448 64,234 (64,234)
Quildro's 14,267 14,500 14,267 15,000 733
Reserve for future Pension Payment 394,700 4,206,723 4,206,723
Total Deductions 6,425,450 6,872,800 6,955,886 11,119,723 4,163,837
Net Increase (Decrease)3,439,496 - 3,329,681 - (3,329,681)
Notes on Financial Summary
Description of Major Activities
City of Evanston
Police Pension Fund Summary (Fund #705)
Property taxes above are on an accrual basis. The amount of cash from levy received in FY2009 will be from the FY2008 budget. Conversely, the amount
of fund balance transferred above is on a cash basis.
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 Chapter 108 1/2,
Article 4 of the Illinois Revised Statutes.
The Pension Fund is administered by a Board composed of five members, the majority of whom must be residents of the City. Two members of the
Board are appointed by the Mayor, two members of the Board are elected by the active members of the regular police and one member is elected by
and from among the beneficiaries of the fund. The Board of Trustees of the Police Pension Fund has those powers and duties set out by the State
Statutes, among which powers and duties are the control and management of the fund.
Three Year Budget History
$5,983,500
$11,119,723
$6,872,800
2,500,000
3,500,000
4,500,000
5,500,000
6,500,000
7,500,000
8,500,000
9,500,000
10,500,000
11,500,000
12,500,000
Appropriation
2006-07
Appropriation
2007-08
Appropriation
2008-09
Expenditures by Fund as a % of the Total Budget
5.08%
518
POSITION INFORMATION
519
520
City of Evanston
General Fund Position Charts
Positions General Fund Only
Last Five Fiscal Years
775.55 784.18
771.17
755.83
784.99
700.00
710.00
720.00
730.00
740.00
750.00
760.00
770.00
780.00
790.00
800.00
2004-05 2005-06 2006-07 2007-08 2008-09
Fiscal Year
Po
s
i
t
i
o
n
s
Fire, 14.82%Health and Human Services,
3.24%
Public Works, 13.95%
Police, 29.21%
Library, 9.04%
Parks Forestry &
Recreation, 14.92%
City Clerk, 0.13%
City Manager's Office,
4.17%
Legal Department, 0.93%
Human Resources, 1.06%
Finance, 3.77%
Community Development,
4.63%
City Council, 0.13%
521
City of Evanston
All Funds Position Charts
Positions All Funds
Last Five Fiscal Years
871.30
881.43 883.24
866.97
852.63
800
810
820
830
840
850
860
870
880
890
900
2004-05 2005-06 2006-07 2007-08 2008-09
Fiscal Year
Po
s
i
t
i
o
n
s
Fire 13.14%Health and Human Serv
2.87%
Public Works 12.37%
Library 8.02%
Police 25.89%
Parks Forestry & Rec
13.22%
Parking Systems Fund
1.58%
Water Fund 5.04%
Sewer Fund 1.64%
Fleet Service 1.76%
Community Develop 4.10%
Finance 3.34%
Human Resources 0.94%
Legal Department 0.82%
City Manager's Office 3.70%
Maple Avenue Garage 0.12%
Economic Development
0.27%
Emergency Telephone
System 0.47%
Insurance Fund 0.23%CDBG 0.23%
City Clerk 0.12%
City Council 0.12%
522
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
2007-08 -
2008-09
DEPARTMENT / DIVISION SUMMARY 2004-05 2005-06 2006-07 2007-08 2008-09 Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 2.00 2.00 2.00 1.00 1.00 0.00
1505 City Manager's Office 5.25 5.25 5.25 6.70 7.70 1.00
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 0.00 1.00 0.33 (0.67)
1530 Youth Engagement Division 0.00 0.00 0.00 1.00 1.00 0.00
1535 Sustainability Grant 0.00 0.00 0.00 1.00 1.00 0.00
1540 Summer Youth Employment Program 0.00 0.00 0.00 0.50 0.00 (0.50)
1545 Human Relations Commission 0.00 0.00 0.00 2.50 0.00 (2.50)
1550 Business Perf. & Technology Admin.0.00 0.00 0.00 0.00 1.00 1.00
1555 Information Systems 0.00 0.00 0.00 0.00 13.50 13.50
1560 Geographic Information Systems 0.00 0.00 0.00 0.00 3.00 3.00
1565 BIS Performance Management 0.00 0.00 0.00 0.00 3.00 3.00
Subtotal City Manager's Office 6.25 6.25 6.25 13.70 31.53 17.83
1605 Administration 4.00 6.00 5.00 3.00 0.00 (3.00)
1615 Information Systems 12.00 12.00 12.00 13.50 0.00 (13.50)
1620 Geographic Information System 3.00 3.00 3.00 3.00 0.00 (3.00)
1625 Administrative Adjudication 3.80 3.80 3.80 3.00 0.00 (3.00)
1630 Project Management Office 0.00 0.00 0.00 3.00 0.00 (3.00)
Subtotal Mgt, Bus. & Info. Systems 22.80 24.80 23.80 25.50 0.00 (25.50)
1705 Legal Department 7.00 7.00 7.00 7.00 7.00 0.00
1805 Human Resources General Support 7.00 7.00 8.00 8.00 8.00 0.00
1905 Finance General Support 2.00 2.00 2.00 3.00 3.00 0.00
1910 Revenue Division 8.00 10.00 10.00 10.00 10.00 0.00
1915 Payroll 3.00 3.00 3.00 2.00 2.00 0.00
1920 Accounting 6.00 6.00 5.00 6.00 6.00 0.00
1925 Purchasing and Accounts Payable 5.50 5.50 5.50 3.50 3.50 0.00
1930 Budget 0.00 0.00 0.00 2.00 2.00 0.00
1935 Administrative Adjudication 0.00 0.00 0.00 0.00 3.00 3.00
Subtotal Finance 24.50 26.50 25.50 26.50 29.50 3.00
2005 Facilities Mgt General Support 2.34 2.34 2.34 0.00 0.00 0.00
2010 Construction and Repair 16.00 16.00 16.00 0.00 0.00 0.00
2015 Mail and Information Services 2.00 0.00 0.00 0.00 0.00 0.00
2020 Custodial Maintenance 2.10 2.10 2.20 0.00 0.00 0.00
2025 Emergency Serv. & Disaster Agency 0.66 0.66 0.66 0.00 0.00 0.00
Subtotal Facilities Management 23.10 21.10 21.20 0.00 0.00 0.00
2101 Community Development Admin 2.00 2.00 2.00 2.00 2.00 0.00
GENERAL FUND DEPARTMENTS
523
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
2007-08 -
2008-09
DEPARTMENT / DIVISION SUMMARY 2004-05 2005-06 2006-07 2007-08 2008-09 Difference
2105 Planning & Support 5.00 5.00 5.00 5.00 5.00 0.00
2110 Zoning Analysis and Support 5.00 5.00 5.00 0.00 0.00 0.00
2115 Housing Code Compliance 8.00 8.00 8.00 8.00 8.00 0.00
2120 Housing Rehabilitation 3.00 3.00 3.00 3.00 4.00 1.00
2125 Building Code Compliance 13.00 13.00 13.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 0.00 18.00 16.00 (2.00)
Subtotal Community Development 36.00 36.00 36.00 36.00 35.00 (1.00)
2205 Police Administration 5.00 5.00 5.00 4.00 4.00 0.00
2210 Patrol Operations 91.00 91.00 94.00 94.00 96.00 2.00
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 7.00 6.00 (1.00)
2230 Juvenile Bureau 10.00 10.00 10.00 10.00 10.00 0.00
2235 School Liaison 4.00 4.00 4.00 4.00 4.00 0.00
2240 Police Records 11.50 12.50 12.50 11.50 11.50 0.00
2245 Communications Bureau 15.00 15.00 15.00 15.00 15.00 0.00
2250 Service Desk Bureau 14.00 15.00 14.00 15.00 15.00 0.00
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 0.00
2260 Office of Administration 4.00 4.00 4.00 4.00 4.00 0.00
2265 Nbhd Enforcement Team (N.E.T.)15.00 15.00 15.00 15.00 14.00 (1.00)
2270 Traffic Bureau 8.00 8.00 8.00 8.00 8.00 0.00
2275 Community Strategies Bureau 2.50 2.50 2.75 2.75 2.75 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 0.00
2285 Problem Solving Team 7.00 7.00 7.00 7.00 7.00 0.00
Subtotal Police 217.50 219.50 221.75 220.75 220.75 0.00
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 5.00 5.00 5.00 6.00 1.00
2315 Fire Suppression 101.00 102.00 103.00 103.00 103.00 0.00
Subtotal Fire 109.00 110.00 111.00 111.00 112.00 1.00
2407 Health Services Administration 3.00 3.00 3.00 3.00 2.83 (0.17)
2410 Laboratory 1.50 1.50 1.50 0.50 0.00 (0.50)
2415 Family Health 9.55 9.55 10.40 3.44 0.00 (3.44)
2416 Family & Community Wellness 0.00 0.00 0.00 0.00 4.10 4.10
2420 Infectious Disease Control 3.75 3.75 3.75 1.91 0.00 (1.91)
2425 Dental Services 3.25 3.25 3.25 3.25 3.40 0.15
2430 Adult Health 2.10 2.10 2.10 1.43 0.00 (1.43)
2435 Food and Environmental Health 7.00 7.00 7.00 7.00 7.60 0.60
2440 Vital Records 2.65 2.65 2.65 2.65 2.40 (0.25)
2450 Community Intervention Services 3.50 3.50 3.50 3.50 0.00 (3.50)
2455 Mental Health Administration 1.50 1.50 1.50 1.50 0.67 (0.83)
2530 Commission on Aging 1.50 1.50 1.50 1.50 1.50 0.00
2540 Summer Youth Employ. Program 0.00 0.00 0.00 0.00 0.50 0.50
2550 Human Relations Commission 0.00 0.00 0.00 0.00 1.50 1.50
Subtotal Health & Human Services 39.30 39.30 40.15 29.68 24.50 (5.18)
2605 Director of Public Works 2.00 2.50 2.50 2.50 2.50 0.00
2610 Municipal Service Center 1.00 1.00 1.00 2.00 2.00 0.00
2620 E.D.O.T. Administration 2.00 2.00 2.00 2.00 2.00 0.00
524
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
2007-08 -
2008-09
DEPARTMENT / DIVISION SUMMARY 2004-05 2005-06 2006-07 2007-08 2008-09 Difference
2625 City Engineer 8.50 8.50 8.00 9.00 8.00 (1.00)
2630 Traffic Engineering 3.00 4.00 3.50 3.50 4.50 1.00
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 5.00 0.00
2645 Parking Enforcement & Tickets 17.00 17.00 17.00 16.00 14.00 (2.00)
2665 Streets & Sanitation Administration 5.00 5.50 5.50 5.50 5.50 0.00
2670 Street and Alley Maintenance 14.00 13.00 13.00 15.00 15.00 0.00
2675 Street Cleaning 8.00 8.00 8.00 6.00 7.00 1.00
2685 Refuse Collection and Disposal 15.75 15.75 15.75 14.75 14.75 0.00
2695 Yard Waste Collection and Disposal 6.00 6.00 6.00 4.00 2.00 (2.00)
2697 Facilities Administration 0.00 0.00 0.00 4.20 4.20 0.00
2699 Construction and Repair 0.00 0.00 0.00 16.00 16.00 0.00
Subtotal Public Works 90.25 91.25 90.25 108.45 105.45 (3.00)
2705 Human Relations Commission 2.67 2.67 2.67 0.00 0.00 0.00
2710 Housing Advocacy 1.33 1.33 1.33 0.00 0.00 0.00
Subtotal Human Relations 4.00 4.00 4.00 0.00 0.00 0.00
2805 Children's Services 7.46 7.46 7.46 7.46 8.01 0.55
2810 Reader's Services 7.44 7.44 7.44 8.94 8.37 (0.57)
2815 Reference Services and Periodicals 9.66 9.66 9.66 9.66 10.12 0.46
2820 Circulation 15.00 15.00 15.01 15.01 15.99 0.98
2825 North Branch 2.98 2.98 2.98 2.98 2.97 (0.01)
2830 South Branch 2.30 2.30 2.30 2.30 2.61 0.31
2835 Technical Services 13.64 14.17 14.17 12.17 12.13 (0.04)
2840 Library Maintenance 3.64 3.64 3.64 3.64 3.64 0.00
2845 Library Administration 4.53 4.53 4.53 4.53 4.51 (0.02)
Subtotal Library 66.65 67.18 67.19 66.69 68.35 1.66
3005 Recreation Mgt. & General Support 2.50 3.00 3.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt.4.00 3.00 4.00 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 3.00 2.50 2.00 2.00 1.00 (1.00)
3030 Robert Crown Community Center 9.40 9.40 9.40 8.40 8.40 0.00
3035 Chandler Community Center 7.25 7.25 6.50 6.50 6.50 0.00
3040 Fleetwood-Jourdain Community Ctr.7.20 7.20 7.00 7.00 7.00 0.00
3045 Fleetwood-Jourdain Comm. Theater 1.40 1.40 1.00 1.00 1.00 0.00
3055 Levy Senior Center 9.40 10.10 11.20 11.20 10.78 (0.42)
3080 Beaches 1.50 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 7.00 7.00 7.00 7.00 6.00 (1.00)
3095 Crown Ice Rink 9.75 9.75 9.45 9.45 8.80 (0.65)
3100 Sports Leagues 0.05 0.05 0.05 0.05 0.05 0.00
3110 Tennis 0.00 0.00 0.40 0.40 0.40 0.00
3130 Special Recreation 2.80 3.05 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 1.00 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 15.00 14.00 14.00 0.00
3515 Maintenance of Parkway Trees 9.50 9.50 9.50 9.50 9.50 0.00
3520 Dutch Elm Disease Control 7.25 7.25 7.25 7.25 7.25 0.00
525
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
2007-08 -
2008-09
DEPARTMENT / DIVISION SUMMARY 2004-05 2005-06 2006-07 2007-08 2008-09 Difference
3525 Tree Planting 2.25 2.25 2.25 2.25 2.25 0.00
3605 Ecology Center 5.05 5.05 5.05 5.05 5.05 0.00
3700 Arts Council 0.75 0.80 0.80 0.80 0.80 0.00
3710 Noyes Cultural Arts Center 4.35 5.75 5.75 4.75 4.67 (0.08)
3720 Cultural Arts Programs 2.60 2.80 2.80 2.80 2.80 0.00
Subtotal Recreation, Parks and
Forestry 119.20 121.30 119.90 115.90 112.75 (3.15)
TOTAL - GENERAL FUND 775.55 784.18 784.99 771.17 756.83 (14.34)
5150 Emergency Telephone System 4.00 4.00 4.00 4.00 4.00 0.00
5220
Community Develop. Block Grant
(CDBG) 2.00 2.00 2.00 2.00 2.00 0.00
5300 Economic Development Fund 1.45 1.45 1.45 1.30 2.30 1.00
5800 Downtown II TIF Fund 0.00 0.00 1.00 0.00 0.00 0.00
7000 Maple Avenue Garage 0.00 1.00 1.00 1.00 1.00 0.00
7005 Parking System Management 6.00 6.00 6.50 6.50 5.50 (1.00)
7015 Parking Lots and Meters 7.00 8.00 8.00 8.00 8.00 0.00
Subtotal Parking Systems 13.00 14.00 14.50 14.50 13.50 (1.00)
7100 Water General Support 4.50 4.50 4.50 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 10.50 11.00 11.00 0.00
7120 Water Meter Maintenance 3.00 3.00 3.00 3.00 3.00 0.00
Subtotal Water 43.00 43.00 43.00 43.00 43.00 0.00
7400 Sewer Maintenance 14.00 13.50 14.00 14.00 14.00 0.00
7705 Fleet Services General Support 5.00 5.00 5.00 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 17.00 15.00 15.00 0.00
7800 Insurance Fund 1.30 1.30 1.30 1.00 2.00 1.00
TOTAL - OTHER FUNDS 95.75 97.25 99.25 95.80 96.80 1.00
GRAND TOTAL - ALL FUNDS 871.30 881.43 884.24 866.97 853.63 (13.34)
OTHER FUNDS
526
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
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 0.70
Full-Time Regular 1115 Assistant City Manager 2.00 2.00
Full-Time Regular 1118 Assistant to the City Manager 2.00 1.00 -1.00 Position eliminated
Full-Time Regular 1198 Executive Assistant 1.00 1.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 1.00 Moved from 1545
Full-Time Regular 1399 Administrative Coordinator 1.00 1.00 Moved from 2450; reclassed HHS Administrative Aide
1505 CITY MANAGER 6.70 7.70 1.00
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.1.00 0.33 -0.67
FTE eliminated after June; duties added to Fire Division Chief
in 2310
1520 OFFICE OF EMERG. PREPAREDNESS 1.00 0.33 -0.67
Full-Time Regular 1418 Youth Coordinator 1.00 1.00 0.00
1530 YOUTH ENGAGEMENT DIVISION 1.00 1.00 0.00
Full-Time Regular 1417 Sustainable Programs Coord.1.00 1.00
1535 SUSTAINABILTY GRANT 1.00 1.00 0.00
Full-Time Regular 1216 Human Relations Specialist 0.50 -0.50 Moved to 2540
1540 SUMMER YOUTH EMPLOYMENT PGM 0.50 0.00 -0.50
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 -1.00 Moved to 1505
Full-Time Regular 1216 Human Relations Specialist 1.50 -1.50 Moved to 2550
1545 HUMAN RELATIONS DIVISION 2.50 0.00 -2.50
Full-Time Regular 1410 Division Manager BPAT 1.00 1.00 Moved from 1630
1550 BUSINESS PERF. & TECH. ADMIN.0.00 1.00 1.00
Full-Time Regular 1009 Information Systems Manager 1.00 1.00 Moved from 1615; retitled Director, Info Systems
Full-Time Regular 1127 Assistant Systems Administrator 0.50 0.50 Moved from 1615; retitled Assist. UNIX Administrator
Full-Time Regular 1166 Application Architect 1.00 1.00 Moved from 1615; retitled Database Administrator
Full-Time Regular 1235 IS Trainer 1.00 1.00 Moved from 1615; retitled IS Trainer
Full-Time Regular 1242 Network Administrator 2.00 2.00 Moved from 1615
Full-Time Regular 1251 Operations Coord.1.00 1.00 Moved from 1615
Full-Time Regular 1276 Systems Programmer 1.00 1.00 Moved from 1615; retitled Programmer Analyst
Full-Time Regular 1325 Tech Support Specialist I 4.00 4.00 Moved from 1615; 1 new FTE due to PF&R Reorg.
Full-Time Regular 1326 Tech Support Specialist II 1.00 1.00 Moved from 1615
Full-Time Regular 1343 Web Developer 1.00 1.00 Moved from 1615
1555 INFORMATION SYSTEMS 0.00 13.50 13.50
Full-Time Regular 1211 GIS Analyst 2.00 2.00 Moved from 1620
Full-Time Regular 1212 GIS Manager 1.00 1.00 Moved from 1620
1560 GEOGRAPHIC INFORMATION SYS.0.00 3.00 3.00
Full-Time Regular 1237 Management Analyst 1.00 1.00 Moved from 1605
Full-Time Regular 1416 BPAT Project Manager 2.00 2.00
1 FTE moved from 1630; 1 FTE reclassed Police System
Administrator; 1 FTE retitled InfoTech Project Specialist
1565 BIS PERFORMANCE MGMNT 0.00 3.00 3.00
1500 CITY ADMINISTRATION 13.70 31.53 17.83
Full-Time Regular 1015 BIS Admin Assistant 1.00 -1.00 Moved to 7800; Reclassed to HR Asst
Full-Time Regular 1172 Director, BIS 1.00 -1.00 FTE Eliminated
Full-Time Regular 1237 Management Analyst 1.00 -1.00 Moved to 1565
1605 BIS ADMINISTRATION 3.00 0.00 -3.00
Full-Time Regular 1009 Director, Information Systems 1.00 -1.00 Moved to 1555
Full-Time Regular 1166 Database Administrator 1.00 -1.00 Moved to 1555
Full-Time Regular 1235 IS Trainer 1.00 -1.00 Moved to 1555
Full-Time Regular 1242 Network Administrator 2.00 -2.00 Moved to 1555
Full-Time Regular 1251 Operations Coord, BIS 1.00 -1.00 Moved to 1555
Full-Time Regular 1276 Programmer Analyst 1.00 -1.00 Moved to 1555
Full-Time Regular 1325 Tech Support Specialist I 3.00 -3.00 Moved to 1555
Full-Time Regular 1326 Tech Support Specialist II 1.00 -1.00 Moved to 1555
Full-Time Regular 1343 Web Developer 1.00 -1.00 Moved to 1555
Full-Time Regular 1406 Recreation Systems Administrat 1.00 -1.00 Moved to 1555
Part-time Regular 1127 Assistant UNIX Administrator 0.50 -0.50 Moved to 1555
1615 INFORMATION SYSTEMS MGMT 13.50 0.00 -13.50
Legislative
City Administration
Management, Business & Information Systems
General Fund Full-Time Equivalent Positions
527
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1211 GIS Analyst 2.00 -2.00 Moved to 1560
Full-Time Regular 1212 GIS Manager 1.00 -1.00 Moved to 1560
1620 GEOGRAPHIC INFORMATION SYSTEMS 3.00 0.00 -3.00
Full-Time Regular 1024 Admin Adjudication Manager 1.00 -1.00 Moved to 1935
Full-Time Regular 1108 Admin. Adjudication Aide 2.00 -2.00 Moved to 1935
1625 ADMINISTRATIVE ADJUDICATION 3.00 0.00 -3.00
Full-Time Regular 1273 Police System Administrator 1.00 -1.00 Moved to 1565; Reclass to Info Tech Project Specialist
Full-Time Regular 1410 Info Tech Project Manager 1.00 -1.00 Moved to 1565; Reclass to BPAT Division Manager
Full-Time Regular 1416 Info Tech Project Specialist 1.00 -1.00 Moved to 1565
1630 PROJECT MANAGEMENT OFFICE 3.00 0.00 -3.00
1600 MGT., BUS. & INFO. SYSTEMS 25.50 0.00 -25.50
Full-Time Regular 1119 Asst Corporation Counsel 2.00 1.00 -1.00 Reclassed to Staff Attorney
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 2.00 3.00 1.00 Reclassed from Asst. Corporation Counsel
1705 LEGAL ADMINISTRATION 7.00 7.00 0.00
1700 LEGAL DEPARTMENT 7.00 7.00 0.00
Full-Time Regular 1121 Asst Director, Human Resources 1.00 0.25 -0.75 Reclassed to HR Comp. & Benefits Mgr.
Full-Time Regular 9999 HR Compensation & Benefits Mgr 0.75 0.75 Reclassed from Asst. Dir., HR
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 4.00
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
Full-Time Regular 1117 Assistant Finance Director 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 4.00
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1247 Finance Operations Coordinator 1.00 1.00
Full-Time Regular 1322 Switchboard Operator 2.00 1.00 -1.00 Vacant position will be replaced by 2 part-time positions
Part-Time Regular 9999 Switchboard Operator 0.00 1.00 1.00 2 part-time positions at 0.5 FTE
1910 REVENUE DIVISION 10.00 10.00 0.00
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 1.00
Full-Time Regular 1101 Accounting Manager 1.00 1.00
Full-Time Regular 1103 Accounts Payable Coordinator 1.00 1.00
Full-Time Regular 1130 Bookkeeper 1.00 1.00
Full-Time Regular 1302 Senior Accountant 2.00 2.00
1920 ACCOUNTING 6.00 6.00 0.00
Full-Time Regular 1102 Accounts Payable Clerk 1.00 -1.00 Reclassed to Purchasing Coordinator
Full-Time Regular 1148 Clerk II 0.50 0.50 Reclassed from Clerk I
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 Reclassed from Accounts Payable Clerk
Part-time Regular 1147 Clerk I 0.50 -0.50 Reclassed from Clerk II
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 Moved from 1625
Full-Time Regular 1108 Admin. Adjudication Aide 2.00 2.00 Moved from 1625
1935 ADMINISTRATIVE ADJUDICATION 0.00 3.00 3.00
1900 FINANCE DEPARTMENT 26.50 29.50 3.00
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
Legal Department
Human Resources
Finance Department
Community Development
528
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1148 Clerk II 1.00 1.00
Full-Time Regular 1277 Property Maint Inspector I 4.00 5.00 1.00 1 FTE added per Apartment Licensing Program
Full-Time Regular 1300 Secretary II 1.00 1.00
Full-Time Regular 1310 Sign Inspector/Graffiti Tech 1.00 -1.00 Moved to 2120
Full-Time Regular 1382 Property Maint Supv Inspector 1.00 1.00
2115 HOUSING CODE COMPLIANCE 8.00 8.00 0.00
Full-Time Regular 1124 Asst Director, Rehabilitation 1.00 1.00
Full-Time Regular 1158 Construction Rehab Specialist 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 Moved from 2115
2120 HOUSING REHABILITATION 3.00 4.00 1.00
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 1160 Coord Structural Inspector 1.00 -1.00 Reclassed to Supervising Structural Inspector
Full-Time Regular 1186 Electrical Inspector I 1.00 1.00
Full-Time Regular 1187 Electrical Inspector II 1.00 1.00
Full-Time Regular 1263 Permit Coordinator 1.00 1.00
Full-Time Regular 1268 Plan Reviewer 3.00 -3.00
2 FTEs eliminated; 1 FTE reclassed to Structural Inspector/
Plan Examiner
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 Reclassed from Plan Reviewer
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 Reclassed from Coordinating Structural Inspector
2130 BUILDING & ZONING 18.00 16.00 -2.00
2100 COMMUNITY DEVELOPMENT 36.00 35.00 -1.00
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 1.00
Full-Time Regular 1234 Police Commander 1.00 1.00
2205 POLICE ADMINISTRATION 4.00 4.00 0.00
Full-Time Regular 1234 Police Commander 4.00 3.00 -1.00 1 FTE Eliminated
Full-Time Regular 1246 Police Officer 78.00 80.00 2.00 2 new patrol officers proposed
Full-Time Regular 1307 Police Sergeant 11.00 12.00 1.00 Added 1 FTE
Full-Time Regular 1360 Deputy Chief 1.00 1.00
2210 PATROL OPERATIONS 94.00 96.00 2.00
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 1.00
Full-Time Regular 1334 Victim Advocate 3.00 3.00
Full-Time Regular 1345 Youth Advocate 3.00 2.00 -1.00 1 FTE Eliminated
2225 VICTIM/WITNESS YOUTH OUTREACH 7.00 6.00 -1.00
Full-Time Regular 1246 Police Officer 9.00 9.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2230 JUVENILE BUREAU 10.00 10.00 0.00
Full-Time Regular 1246 Police Officer 4.00 4.00
2235 SCHOOL LIAISON 4.00 4.00 0.00
Full-Time Regular 1007 Dir, Police Records Bureau 1.00 1.00
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1161 Court Liaison 1.00 1.00
Full-Time Regular 1279 Property Officer 1.00 1.00
Full-Time Regular 1290 Records Input Operator 6.00 6.00
Full-Time Regular 1296 Review Officer 1.00 1.00
Part-time Regular 1371 Property Room Aide 0.50 0.50
2240 POLICE RECORDS 11.50 11.50 0.00
Full-Time Regular 1327 Telecommunicator 15.00 15.00
2245 COMMUNICATIONS 15.00 15.00 0.00
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 15.00 0.00
Police Department
529
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 1.00
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 3.00 0.00
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 1.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2260 OFFICE OF ADMINISTRATION 4.00 4.00 0.00
Full-Time Regular 1234 Police Commander 1.00 1.00
Full-Time Regular 1246 Police Officer 12.00 12.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
Full-Time Regular 1360 Deputy Chief 1.00 -1.00 1 FTE Eliminated
2265 NEIGHBORHOOD ENFORCEMENT TEAM 15.00 14.00 -1.00
Full-Time Regular 1234 Police Commander 1.00 1.00 Reclassed from Police Sergeant
Full-Time Regular 1246 Police Officer 6.00 6.00
Full-Time Regular 1307 Police Sergeant 1.00 -1.00 Reclassed to Police Commander
Full-Time Regular 1391 Towing Coordinator 1.00 1.00
2270 TRAFFIC BUREAU 8.00 8.00 0.00
Full-Time Regular 1162 Crime Prevention Specialist 1.00 1.00
Full-Time Regular 1362 Crime Analyst 1.00 1.00
Part-time Regular 1389 Senior Crime Prev Specialist 0.75 0.75
2275 COMMUNITY STRATEGIC BUREAU 2.75 2.75 0.00
Full-Time Regular 1134 Animal Control Warden 1.00 1.00
Full-Time Regular 1139 Chief Animal Warden 1.00 1.00
Part-time Regular 1401 PT Animal Warden 0.50 0.50
2280 ANIMAL CONTROL 2.50 2.50 0.00
Full-Time Regular 1246 Police Officer 6.00 6.00
Full-Time Regular 1307 Police Sergeant 1.00 1.00
2285 PROBLEM SOLVING TEAM 7.00 7.00 0.00
2200 POLICE DEPARTMENT 220.75 220.75 0.00
Full-Time Regular 1180 Division Chief, Fire 1.00 1.00
Full-Time Regular 1207 Fire Chief 1.00 1.00
Full-Time Regular 1237 Management Analyst 1.00 1.00
2305 FIRE MGT & SUPPORT 3.00 3.00 0.00
Full-Time Regular 1148 Clerk II 1.00 1.00
Full-Time Regular 1180 Division Chief, Fire 1.00 1.00
Emerg. Prepared. Mgr. duties added from 1520; Fire plan
review duties added to Fire Plan Reviewer
Full-Time Regular 1206 Fire Captain 2.00 2.00
9999 Fire Plan Reviewer 1.00 1.00 New FTE - has fire plan review duties from Division Chief
Full-Time Regular 1208 Firefighter 1.00 1.00
2310 FIRE PREVENTION 5.00 6.00 1.00
Full-Time Regular 1180 Division Chief, Fire 2.00 1.00 -1.00 Reclassed to Deputy Fire Chief
Full-Time Regular 1206 Fire Captain 21.00 25.00 4.00
Full-Time Regular 1208 Firefighter 77.00 73.00 -4.00
Full-Time Regular 1309 Shift Chief, Fire 3.00 3.00
Full-Time Regular 1426 Deputy Fire Chief 1.00 1.00 Reclassed from Division Chief, Fire
2315 FIRE SUPPRESSION 103.00 103.00 0.00
2300 FIRE DEPARTMENT 111.00 112.00 1.00
Full-Time Regular 1173 Director, Health & Human Svcs 1.00 1.00
Full-Time Regular 1199 Exec Secretary (non-Dept Head) 1.00 -1.00 1 FTE eliminated (retirement)
9999 Management Analyst 0.83 0.83 New Position
1205 Exec Secretary (to Dept. Head) 1.00 1.00
2407 HEALTH SERVICES ADMIN 3.00 2.83 -0.17
Full-Time Regular 1319 Supervisor of Lab Services 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Part-time Regular 1240 Microbiologist 0.17 -0.17 06-07 Re-org elimination - prorated for 07-08
2410 LABORATORY SERVICES 0.50 0.00 -0.50
Full-Time Regular 1148 Clerk II 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1221 Information Systems Clerk 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1244 Nurse's Assistant 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1266 Public Health Nurse Supervisor 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1280 Public Health Nurse 1.16 -1.16 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1300 Secretary II 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1335 Vision/Hearing Technician 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Part-time Regular 1359 Clinic Physician 0.30 -0.30 06-07 Re-org elimination - prorated for 07-08
2415 FAMILY HEALTH 3.44 0.00 -3.44
Fire Department
Health and Human Services
530
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1154 Community Intervention Coord 1.00 1.00 Moved from 2450
Full-Time Regular 1249 Outreach Specialist 1.00 1.00 Moved from 2450
Full-Time Regular 1300 Secretary II 1.00 1.00
Eliminated from 2415 06-07 reorg; added back 07-08; moved
to 2416
Full-Time Regular 1313 Communicable Dis Surv Spec 1.00 1.00 Moved from 2420
Part-time Regular 1375 Medical Supervisor 0.10 0.10 Moved from 2430
2416 FAMILY & COMMUNITY WELLNESS 0.00 4.10 4.10
Full-Time Regular 1150 Clerk Typist I 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1280 Public Health Nurse 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Full-Time Regular 1313 Communicable Dis Surv Spec 1.00 -1.00 Moved to 2416
Part-time Regular 1361 AIDS/HIV Counselor 0.25 -0.25 06-07 Re-org elimination - prorated for 07-08
2420 INFECTIOUS DISEASE CONTROL 1.91 0.00 -1.91
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 0.50 0.60 0.10 FTE Correction
Part-time Regular 1364 Dentist 0.75 0.80 0.05 FTE Correction
2425 DENTAL SERVICES 3.25 3.40 0.15
Full-Time Regular 1179 Division Chief, Health 1.00 -1.00 FTE Eliminated
Full-Time Regular 1280 Public Health Nurse 0.33 -0.33 06-07 Re-org elimination - prorated for 07-08
Part-time Regular 1375 Medical Supervisor 0.10 -0.10 Moved to 2416
2430 ADULT HEALTH 1.43 0.00 -1.43
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1179 Division Chief, Health 1.00 1.00
Full-Time Regular 1190 Environ Health Practitioner 2.00 2.00
Full-Time Regular 1214 Health Program Coordinator 1.00 1.00
Full-Time Regular 1298 Environmental Hlth Supervisor 1.00 1.00
Full-Time Regular 1300 Secretary II 1.00 1.00
Full-Time Regular 1369 Inclusion Specialist 0.60 0.60 Moved from 2450; FTE Correction
2435 FOOD AND ENVIRONMENTAL HEALTH 7.00 7.60 0.60
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1150 Clerk Typist I 1.00 1.00
Part-time Regular 1148 Clerk II 0.65 0.40 -0.25 FTE Correction
2440 VITAL RECORDS 2.65 2.40 -0.25
Full-Time Regular 1154 Community Intervention Coord 1.00 -1.00 Moved to 2416
Full-Time Regular 1249 Outreach Specialist 1.00 -1.00 Moved to 2416
Full-Time Regular 1399 HHS Administrative Aide 1.00 -1.00 Moved to 1505
Part-time Regular 1369 Inclusion Specialist 0.50 -0.50 Moved to 2435
2450 COMMUNITY INTERVENTION SVCS 3.50 0.00 -3.50
Full-Time Regular 1116 Asst Director, Mental Health 1.00 0.17 -0.83 FTE Eliminated (ERI)
Full-Time Regular 1300 Secretary II 0.50 0.50
2455 MENTAL HEALTH PROGRAM ADMINIST 1.50 0.67 -0.83
Full-Time Regular 1300 Secretary II 0.50 0.50
Full-Time Regular 1374 Long Term Care Ombudsman 1.00 1.00
2530 COMMISSION ON AGING 1.50 1.50 0.00
Full-Time Regular 1216 Human Relations Specialist 0.50 0.50 Moved from 1540
2540 SUMMER YOUTH EMPLOY. PROGRAM 0.00 0.50 0.50
Full-Time Regular 1216 Human Relations Specialist 1.50 1.50 Moved from 1545
2550 HUMAN RELATIONS COMMISSION 0.00 1.50 1.50
2400 HEALTH AND HUMAN SERVICES 29.68 24.50 -5.18
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 0.50
2605 DIRECTOR OF PUBLIC WORKS 2.50 2.50 0.00
Full-Time Regular 1321 Service Center Coordinator 1.00 1.00
Part-time Regular 1163 Custodian I 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 1.00
2620 E.D.O.T. ADMINISTRATION 2.00 2.00 0.00
Full-Time Regular 1144 Civil Engineer I 1.00 -1.00 1 FTE reclassed to Permits Engineer
Full-Time Regular 1145 Civil Engineer II 4.00 2.00 -2.00 1 FTE reclassed to Civil Engineer III; 1 FTE moved to 2630
Full-Time Regular 1146 Civil Engineer III 1.00 1.00 1 FTE reclassed from Civil Engineer II
Full-Time Regular 1189 Engineering Associate II 3.00 3.00
9999 Permits Engineer 1.00 1.00 1 FTE reclassed from Civil Engineer I
Full-Time Regular 1303 Senior Engineer 1.00 1.00
2625 ENGINEERING 9.00 8.00 -1.00
Full-Time Regular 1145 Civil Engineer II 1.00 2.00 1.00 Moved from 2625
Full-Time Regular 1306 Senior Traffic Engineer 2.00 2.00
Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50 Split with 7005
2630 TRAFFIC ENGINEERING 3.50 4.50 1.00
Public Works
531
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
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 4.00
2640 TRAF. SIG. & ST. LIGHT. MAINT 5.00 5.00 0.00
Full-Time Regular 1252 Parking Enforcement Officer 13.00 12.00 -1.00 1 FTE eliminated
Full-Time Regular 1253 Parking Enforcement Supervisor 1.00 -1.00 1 FTE eliminated
Full-Time Regular 1255 Parking Enforcement Clerk 1.00 1.00
Full-Time Regular 1291 Parking Enforcement Coord 1.00 1.00
2645 PARKING ENFORCEMENT & TICKETS 16.00 14.00 -2.00
Full-Time Regular 1011 Superintendent, Streets/San 1.00 1.00
Full-Time Regular 1016 Streets/San Admin Assistant 1.00 1.00
Full-Time Regular 1237 Management Analyst 0.50 0.50
Full-Time Regular 1284 Public Works Supervisor 3.00 3.00
2665 STREETS AND SANITATION ADMINIS 5.50 5.50 0.00
Full-Time Regular 1195 Equipment Operator II 6.00 6.00
Full-Time Regular 1196 Equipment Operator III 3.00 3.00
Full-Time Regular 1283 Public Works Crew Leader 2.00 2.00
Full-Time Regular 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 3.00 4.00 1.00 Erroneously deleted 1 FTE in FY07-08 Budget Book
Full-Time Regular 1288 Public Works Maint Wrkr II 3.00 3.00
2675 STREET CLEANING 6.00 7.00 1.00
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 4.00 2.00 -2.00 Elimination 2 FTE vacancies
2695 YARD WASTE COLLECTION & DISPOSAL 4.00 2.00 -2.00
Full-Time Regular 1104 Assistant Director of Fac Mgmt 1.00 -1.00 Reclassed to Superintendent, Facilities Management
Full-Time Regular 1164 Fac Maint Worker/Custodian I 2.00 2.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head)1.00 1.00
Full-Time Regular 1428 Superintendent, Fac. Mgt.1.00 1.00 Reclassed from Assistant Director of Facilities Management
Part-time Regular 1403 Part-Time Custodian 0.20 0.20
2697 FACILITIES ADMINISTRATION 4.20 4.20 0.00
Full-Time Regular 1159 Construction Manager 1.00 1.00
Full-Time Regular 1200 Facilities Mgmt Supervisor 1.00 1.00
Full-Time Regular 1202 Facilities Maint. Worker II 1.00 1.00
Full-Time Regular 1203 Facilities Maint. Worker III 12.00 12.00
Full-Time Regular 1351 ADA/CIP Project Manager 1.00 1.00
2699 CONSTRUCTION & REPAIR 16.00 16.00 0.00
2600 PUBLIC WORKS 108.45 105.45 -3.00
Full-Time Regular 1226 Librarian I 2.74 2.74
Full-Time Regular 1228 Librarian III 1.00 1.00
Full-Time Regular 1231 Library Assistant 1.85 2.39 0.54 Library Reorg
Part-time Regular 1229 Library Aide I 0.80 0.81 0.01 Library Reorg
Part-time Regular 1373 Library Technical Aide 0.27 0.27
Part-time Regular 1388 Shelver 0.80 0.80
2805 CHILDREN'S SERVICES 7.46 8.01 0.55
Full-Time Regular 1226 Librarian I 3.03 4.00 0.97 Library Reorg
Full-Time Regular 1228 Librarian III 1.00 1.00
Full-Time Regular 1384 Readers' Advisor 3.93 2.89 -1.04 Library Reorg
Part-time Regular 1231 Library Assistant 0.50 -0.50 Library Reorg
Part-time Regular 1373 Library Technical Aide 0.48 0.48
2810 READER'S SERVICES 8.94 8.37 -0.57
Full-Time Regular 1149 Clerk III 1.00 -1.00 Library Reorg
Full-Time Regular 1226 Librarian I 3.94 3.84 -0.10 Library Reorg
Full-Time Regular 1227 Librarian II 1.00 1.00
Full-Time Regular 1228 Librarian III 1.00 1.00
Full-Time Regular 1262 Periodicals Supervisor 1.00 1.00 FTE erroneously not budgeted FY 07-08
Part-time Regular 1150 Clerk Typist I 0.50 -0.50 Library Reorg
Part-time Regular 1229 Library Aide I 0.35 0.35
Part-time Regular 1372 Library Clerk 1.87 2.93 1.06 Library Reorg
2815 REFERENCE SRVS & PERIODICALS 9.66 10.12 0.46
Full-Time Regular 1141 Circulation Supervisor 1.00 1.00
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1230 Library Aide II 1.50 1.50
Part-time Regular 1372 Library Clerk 5.00 5.97 0.97 Library Reorg
Part-time Regular 1387 Security Monitor 2.00 2.01 0.01 Library Reorg
Part-time Regular 1388 Shelver 4.51 4.51
2820 CIRCULATION 15.01 15.99 0.98
Library
532
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Part-time Regular 1227 Librarian II 0.50 0.50
Part-time Regular 1229 Library Aide I 0.67 0.66 -0.01 Library Reorg
Part-time Regular 1355 Branch Assistant 1.81 1.81
2825 NORTH BRANCH 2.98 2.97 -0.01
Full-Time Regular 1227 Librarian II 1.00 0.50 -0.50 1 FTE Eliminated through ERI; Library reorg
Part-time Regular 1229 Library Aide I 0.37 0.38 0.01 Library Reorg
Part-time Regular 1355 Branch Assistant 0.93 1.73 0.80 Library Reorg
2830 SOUTH BRANCH 2.30 2.61 0.31
Full-Time Regular 1148 Clerk II 5.25 5.25
Full-Time Regular 1226 Librarian I 1.53 0.53 -1.00 Library Reorg
Full-Time Regular 1228 Librarian III 1.00 1.00
Full-Time Regular 1231 Library Assistant 2.00 2.00
Part-time Regular 1151 Clerk Typist II 0.80 1.00 0.20 Library Reorg
Part-time Regular 1372 Library Clerk 1.59 2.35 0.76 Library Reorg
2835 TECHNICAL SERVICES 12.17 12.13 -0.04
Full-Time Regular 1165 Custodian II 3.00 -3.00 Title Correction to Fac Maint Worker/ Custodian II
Part-time Regular 1163 Custodian I 0.64 -0.64 Title Correction to Fac Maint Worker/ Custodian I
Part-time Regular 1164 Fac Maint Worker/ Custodian I 0.64 0.64 Title Correction from Custodian I
Full-Time Regular 1201 Fac Maint Worker/ Custodian II 3.00 3.00 Title Correction from Custodian II
2840 MAINTENANCE 3.64 3.64 0.00
Full-Time Regular 1110 Admin Services Manager 1.00 1.00
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1205 Exec Secretary (to Dept. Head) 1.00 -1.00 Reclassed to Administrative Coordinator
Full-Time Regular 1232 Director, Library 1.00 1.00
Full-Time Regular 1430 Administrative Coordinator 1.00 1.00 Reclassed from Exec Secretary to Dept. Head
Part-time Regular 1147 Clerk I 0.51 0.51 Library Reorg
Part-time Regular 1151 Clerk Typist II 0.53 -0.53 Library Reorg
2845 ADMINISTRATION 4.53 4.51 -0.02
2800 LIBRARY DEPARTMENT 66.69 68.35 1.66
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 1014 Business Manager 1.00 -1.00 Reclassed to Business Office Coordinator
Full-Time Regular 1130 Bookkeeper 1.00 -1.00 Eliminated
Full-Time Regular 1167 Data Control Clerk 1.00 1.00 Moved from 3020
Full-Time Regular 1302 Senior Accountant 1.00 -1.00 Eliminated
Full-Time Regular 1429 Business Office Coordinator 1.00 1.00 Reclassed from Business Manager
Full-Time Regular 1431 Recreation Support Specialist 1.00 1.00 Added back from move/ reorg. last year
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 PT Public Information Assistant 0.75 0.75
3015 COMMUNICATION & MARKETING SRVS 1.75 1.75 0.00
Full-Time Regular 1167 Data Control Clerk 1.00 -1.00 Moved to 3010
Full-Time Regular 1317 Superintendent, Recreation 1.00 1.00
3020 RECREATION GENERAL SUPPORT 2.00 1.00 -1.00
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 PT After School Supervisor 0.50 0.50
Part-time Regular 1379 PT Preschool Instructors 2.10 2.10
Part-time Regular 1385 PT Recreation Aide 0.50 0.50
Part-time Regular 1403 PT Custodians 1.30 1.30
3030 CROWN COMMUNITY CENTER 8.40 8.40 0.00
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 1149 PT Clerk III 0.75 0.75
Part-time Regular 1379 PT Preschool Instructors 0.50 0.50
Part-time Regular 1403 PT Custodians 1.25 1.25
3035 CHANDLER COMMUNITY CENTER 6.50 6.50 0.00
Full-Time Regular 1148 Clerk II (FT, PT)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 COMM CTR 7.00 7.00 0.00
Parks, Forestry and Recreation
533
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00
3045 FLEETWOOD/JOURDAIN THEATRE 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 PT Office Assistant 0.70 0.70
Part-time Regular 1397 PT Facilities Supervisors 0.85 0.85
Part-time Regular 1402 PT Bus Drivers 1.45 1.03 -0.42 0.42 FTE eliminated
Part-time Regular 1403 PT Custodians 2.20 2.20
3055 LEVY CENTER 11.20 10.78 -0.42
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 5.00 4.00 -1.00 FTE eliminated
Full-Time Regular 1320 Supervisor, Sports/Rec Maint 1.00 1.00
3085 RECREATION FACILITY MAINT 7.00 6.00 -1.00
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 1148 PT Clerk II 0.70 0.70
Part-time Regular 1365 PT Hockey Director of Operations 0.65 -0.65 Position eliminated
Part-time Regular 1376 PT Office Assistants 1.90 1.90
Part-time Regular 1397 PT Facilities Supervisors 1.20 1.20
Part-time Regular 1403 PT Custodians 1.00 1.00
3095 CROWN ICE RINK 9.45 8.80 -0.65
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 Title Correction .75 FTE to Inclusion Specialist
Part-time Regular 1369 PT Inclusion Specialist 0.75 0.75 Title Correction .75 FTE from Recreation Program Manager
Full-Time Regular 1311 Lakefront Sports Coordinator 0.25 0.25
3130 SPECIAL RECREATION 2.00 2.00 0.00
Part-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 Rangers 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 0.50
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 9.50 0.00
Full-Time Regular 1113 Arborist 0.25 0.25
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 7.25 0.00
Full-Time Regular 1113 Arborist 0.25 0.25
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 2.25 0.00
Full-Time Regular 1149 Clerk III 1.00 1.00
Full-Time Regular 1184 Director, Ecology Center 1.00 1.00
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 Custodians 0.55 0.55
3605 ECOLOGY CENTER 5.05 5.05 0.00
534
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
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
Part-time Regular 1376 PT Office Assistant 0.50 0.42 -0.08 FTE Eliminated
Part-time Regular 1397 Facilities Supervisors 1.10 1.10
Part-time Regular 1403 PT Custodians 1.75 1.75
3710 NOYES CULTURAL ARTS CTR 4.75 4.67 -0.08
Full-Time Regular 1114 Director, Arts Council 0.40 0.40
Full-Time Regular 1294 Recreation Program Manager 1.00 1.00
Full-Time Regular 1300 Secretary II 0.40 0.40
Full-Time Regular 1305 Senior Program Coordinator 1.00 1.00
3720 CULTURAL ARTS PROGRAMS 2.80 2.80 0.00
3000 PARKS/FORESTRY & RECREATION 115.90 112.75 -3.15
Grand Total - General Fund 771.17 756.83 -14.34
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
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 1.00
5150 EMERGENCY TELEPHONE SYSTM 4.00 4.00 0.00
5150 EMERGENCY TELEPHONE SYSTM 4.00 4.00 0.00
Full-Time Regular 1136 CDBG 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 COMM. DEVELOP BLOCK GRANT 2.00 2.00 0.00
Full-Time Regular 1109 Administrative Secretary 0.30 0.30 Split with 1505
Full-Time Regular 1185 Economic Development Planner 1.00 1.00
Full-Time Regular 9999 Economic Development Director 1.00 1.00 New position FY08-09
5300 ECON. DEVELOPMENT FUND 1.30 2.30 1.00
5300 ECON. DEVELOPMENT FUND 1.30 2.30 1.00
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 2.00 -1.00 Position eliminated
Full-Time Regular 1256 Manager, Parking Systems 1.00 -1.00 Reclassed to Parking Manager
Full-Time Regular 1257 Parking System Supervisor 1.00 1.00
Full-Time Regular 1284 Public Works Supervisor 1.00 1.00
Full-Time Regular 1329 Traffic Engineering Technician 0.50 0.50
Full-Time Regular 9999 Parking Manager 1.00 1.00 Reclassed from Manager, Parking Systems
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 4.00
7015 PARKING LOTS & METERS 8.00 8.00 0.00
7005 PARKING SYSTEM MGT 14.50 13.50 -1.00
Full-Time Regular 1012 Superintendent, Water/Sewer 1.00 1.00
Full-Time Regular 1112 Asst Super of W/S Operations 1.00 -1.00
Reclassed to Assistant Superintendent, Construction & Field
Services
Full-Time Regular 1126 Asst Superintendent, W/S Admin 1.00 1.00
Full-Time Regular 1199 Exec Secretary (non-Dept Head)1.00 1.00
Full-Time Regular 1421 Asst Superin, Const & Fld Svcs 1.00 1.00 Reclassed from Superintendent, W/S Admin
7100 WATER GENERAL SUPPORT 4.00 4.00 0.00
Economic Development Fund
Maple Avenue Garage Fund
Parking System Fund
Water Fund
Other Funds - Full-Time Equivalent Positions
Emergency Telephone System Fund
Community Development Block Grant Fund
535
Positions by Department with Prior Year Comparison
Employee Status
Description
Position
ID Position Description
2007-2008
Budgeted
FTE
2008-2009
Budgeted
FTE
Difference
FTE Comments
Full-Time Regular 1183 Division Chief, Pumping 1.00 1.00
Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00
Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00
Full-Time Regular 1339 Water Worker II 1.00 1.00
Full-Time Regular 1340 Water Plant Operator 5.00 5.00
7105 PUMPING 11.00 11.00 0.00
Full-Time Regular 1138 Chemist 1.00 1.00
Full-Time Regular 1182 Division Chief, Filtration 1.00 1.00
Full-Time Regular 1238 Water/Sewer Mechanic 3.00 3.00
Full-Time Regular 1240 Microbiologist 1.00 1.00
Full-Time Regular 1337 Water Maintenance Supervisor 1.00 1.00
Full-Time Regular 1338 Water Worker I 1.00 1.00
Full-Time Regular 1339 Water Worker II 1.00 1.00
Full-Time Regular 1340 Water Plant Operator 5.00 5.00
7110 FILTRATION 14.00 14.00 0.00
Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 Split with 7400
Full-Time Regular 1271 Plumbing Inspector 0.50 0.50
Full-Time Regular 1338 Water Worker I 2.00 2.00
Full-Time Regular 1339 Water Worker II 1.00 1.00
Full-Time Regular 1341 Water Service Worker 3.00 3.00
Full-Time Regular 1390 Water/Sewer Crew Leader 3.00 3.00
Full-Time Regular 1393 Water Distribution Supervisor 1.00 1.00
7115 DISTRIBUTION 11.00 11.00 0.00
Full-Time Regular 1164 Fac Maint Worker/Custodian I 1.00 1.00
Full-Time Regular 1239 Meter Service Coordinator 1.00 1.00
Full-Time Regular 1336 Water Billing Clerk 1.00 1.00
7120 WATER METER MAINTENANCE 3.00 3.00 0.00
7100 WATER FUND 43.00 43.00 0.00
Full-Time Regular 1146 Civil Engineer III 1.00 1.00
Full-Time Regular 1181 Division Chief, Distribution 0.50 0.50 Split with 7115
Full-Time Regular 1189 Engineering Associate II 2.00 2.00
Full-Time Regular 1271 Plumbing Inspector 0.50 0.50
Full-Time Regular 1338 Water Worker I 2.00 2.00
Full-Time Regular 1339 Water Worker II 2.00 3.00 1.00 1 FTE reclassed from Water/Sewer Crew Leader
Full-Time Regular 1390 Water/Sewer Crew Leader 5.00 4.00 -1.00 1 FTE reclassed to Water Worker II
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 1010 Superintendent, Admin Services 1.00 -1.00 Reclassed to Fleet Services Manager
Full-Time Regular 1110 Fleet Services Manager 1.00 1.00 Reclassed from Superintendent, Admin Services
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 FUND 15.00 15.00 0.00
Full-Time Regular 9999 Human Resources Specialist 1.00 1.00 Reclassed from Risk Manager
Full-Time Regular 9999 Human Resources Assistant 1.00 1.00 Moved from 1605
Full-Time Regular 1414 Risk Manager 1.00 -1.00 Reclassed to HR Specialist
7800 INSURANCE FUND 1.00 2.00 1.00
7800 INSURANCE FUND 1.00 2.00 1.00
Grand Total - Other Funds 95.80 96.80 1.00
Grand Total - All Funds 866.97 853.63 -13.34
Sewer Fund
Fleet Service Fund
Insurance Fund
536
CAPITAL IMPROVEMENT PLAN
537
538
Capital Improvement Program
Approved by City Council June 23, 2007
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. A new planning mechanism this year was the addition of a
“Future” column beyond the five year plan – this column represents years six through ten in order to more fully present to
the Council and the public the City’s future capital infrastructure requirements.
539
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.
Capital Improvement Fund Policy
540
Priorities
• Project major capital improvement replacement needs to cover a 20 to 30 year period so that a long-
range capital maintenance plan can be developed.
• Set priorities for capital improvements and match projects with appropriate funding sources.
• Monitor implementation of the Capital Improvement Program through periodic capital improvement staff
meetings and reports to the Administration and Public Works Committee.
• Undertake an annual review of capital improvement funding sources and an assessment of capital
improvement projects proposed for the following years.
• Commit funds annually for improvements so that incremental progress can be made toward long-range
goals.
• Coordinate planned capital improvement projects where opportunities exist to do so.
• 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.
541
Environment
• Maintain water system improvements needed to ensure a safe and adequate water supply.
• Develop and implement programs to eliminate environmental hazards where they exist in City facilities
and on public grounds.
• Participate in development of area wide solutions to the problem of solid waste disposal and promote
local recycling and waste reduction efforts to minimize solid waste disposal requirements and conserve
resources.
• Complete the long-range comprehensive sewer plan.
Parks and Recreation
• Rehabilitate parks through periodic replacement of pavement, athletic fields and courts, equipment, site
furnishings, infrastructure and landscaping.
• Undertake improvements to enhance and protect the lakefront park system.
• Maintain Evanston's community recreational facilities to the high standard expected.
• Bring play equipment into compliance with current CPSC and ASTM safety guidelines and ADA
requirements.
Public Buildings
• Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making
decisions concerning construction, purchasing, disposal or rehabilitation of public facilities.
• 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.
542
• 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.
543
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long range capital needs list, a five year capital improvement program will be developed and
updated annually, including anticipated funding sources.
• The City will maintain all its physical assets at a level adequate to protect the City’s capital investment and to
minimize future maintenance and replacement costs.
• The City will coordinate development of the capital improvement budget with the development of the operating
budget. Future operating costs associated with new capital improvements will be projected and included in
operating budget forecasts.
• If a new project (non-emergency) is identified during the fiscal year, staff shall prepare a report to the City
Council describing the project, and if necessary recommend a decrease in another approved project so as not
to alter the overall appropriation for the capital budget.
Capital Financing Policies
• Long-term borrowing will not be used to finance current operations or normal maintenance.
• Capital projects financed through the issuance of bonds will be financed for a period not to exceed the expected
useful life of the project.
• The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital
projects. The City will strive to find more streams of revenue to support pay-as-you-go financing of its future
capital improvements.
• Dedicated revenue stream options include but are not limited to excess funds, additional taxes (i.e. motor fuel
tax for street improvements) and use of tax increment financing revenues as they become available.
• Outstanding tax-supported debt shall not exceed $90 million.
Capital Project Planning and Cost Containment
• City staff will meet monthly to review the progress on all outstanding projects. Semi-annual reports will be
presented to the Administration & Public Works Committee.
• Identification of funding opportunities should be included within the project development phase.
• Recognize that most projects will take at least two years to plan and implement.
• Where appropriate, separate project planning and execution costs, acknowledging that approving a study does
not guarantee the implementation of the project.
• 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.
544
• 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.
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.
545
Bonds - GO/Special Assessment 500,000
Bonds - Property Tax Supported 10,000,000
Community Development Block Grant 240,000
ETSB Funds 375,000
Fleet Services Funds 2,000,000
State Grants 600,000
Motor Fuel Tax Fund 1,200,000
Private Sources 200,000
Sale of City Property 250,000
Sewer Bonds 2,200,000
Sewer Capital Fund 875,000
Sewer Reserves 104,207
IEPA Loan Fund 937,867
Water Fund - DI & E A/C 5,500,000
Grand Total(s) 24,982,074
Projects by Funding Source
City of Evanston
2008 - 2009 Capital Plan
2008 - 2009 Capital Projects by Funding Source
Bonds - GO/Special Assessment
Bonds - Property Tax Supported
Community Development Block Grant
ETSB Funds
Fleet Services Funds
State Grants
Motor Fuel Tax Fund
Private Sources
Sale of City Property
Sewer Bonds
Sewer Capital Fund
Sewer Reserves
IEPA Loan Fund
Water Fund - DI & E A/C
546
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551
415864 50/50 Curb and Sidewalk 100,000
415854 Alley Paving - City Share 500,000
415867 Block Curb and Sidewalk 150,000
416401 Branch Library Renovations 130,000
415100 Capital Improvements (bond fee) 64,000
415509 Chandler Center Floor Tile/Gym Equipment/etc 60,000
416112 Chicago Avenue Streetscape 350,000
415172 Civic Center Interim Repairs 50,000
416052 Contingency 200,000
415553 Crown Center Repairs 75,000
415561 Crown Tennis Courts and Lighting 350,000
new Fire Station #1 Window Replacement 105,000
415802 Fire Station #5 Contingency 225,000
416055 Foster Park 400,000
416001 Information Technology 200,000
new Investigative Services Furniture Replacement 35,000
416301 IT Strategic Planning Applications 600,000
416019 Ladd Master Plan 150,000
416127 Lakefront Master Plan 750,000
415380 Lawson Park/Noah's Playground Redevelopment 300,000
416129 Library Children's Area Expansion 500,000
415393 Lighthouse Landing ADA Improvements 313,000
new Main Library Compressor 22,000
416132 Neighborhood Public Art 65,000
415870 Neighborhood Traffic Calming 50,000
new Police In-Car Digital Cameras 66,000
416016 Roof Assessments 40,000
416051 Services to General Fund 300,000
415857 Street Resurfacing 3,000,000
415381 Torgerson Park 250,000
416028 Traffic Signal and Street Light Maintenance 100,000
415862 Traffic Signal System Study 50,000
415871 Traffic Signal Upgrades 250,000
416121 Twiggs Park Expansion 200,000
Bonds - Property Tax Supported 10,000,000
City of Evanston
2008 - 2009 Capital Plan
General Obligation Bonds
552
Environment 9,617,074
Information Technology 800,000
Other Improvements 939,000
Public Buildings 1,322,000
Parks and Recreation 3,613,000
Transportation 8,590,000
Police 101,000
Grand Total(s) 24,982,074
Projects by Department
City of Evanston
2008 - 2009 Capital Plan
2008 - 2009 Capital Projects by Department
Environment
Information Technology
Other Improvements
Public Buildings
Parks and Recreation
Transportation
553
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7
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3
6
,
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5
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,
9
0
0
4
0
,
3
9
3
,
1
0
0
1
9
,
7
7
6
,
0
0
0
2
2
,
4
3
0
,
0
0
0
1
4
3
,
8
3
4
,
0
7
4
1
3
3
,
8
6
8
,
0
0
0
27
7
,
7
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,
0
7
4
558
Compiled Project Descriptions for
2008-2009
Capital Improvement Program
Listed by Department/Area
559
Environment Projects (Water and Sewer)
Emergency Sewer Work BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 375,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project has been funded at a level of $75,000 per year to
provide funding for emergency sewer failure situations.
Total 375,000
Justification 08-09 Funding Sources
Sewer Capital 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
These funds are necessary to maintain the integrity of the existing
combined sewer system.
Provides a mechanism to handle the financial
impact of sewer emergencies.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
75,000 75,000 75,000 75,000 75,000 375,000
Sewer Lining BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 1,250,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
These funds provide for the lining of the existing combined sewer
system to insure its structural integrity. Sections of sewer are
selected for this process based on the results of TV inspection.
The sewer system is video-taped, deteriorated sections are
identified, and then these sections are included in the contract work
for lining. Total 1,250,000
Justification 08-09 Funding Sources
Sewer Capital 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
These funds are necessary to maintain the integrity of the existing
combined sewer system.
Provides a mechanism to handle the financial
impact of sewer emergencies.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
250,000 250,000 250,000 250,000 250,000 1,250,000
560
Street Improvement Projects BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 2,750,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides funds for sewer repairs on streets scheduled for
resurfacing and street improvement projects.
Total 2,750,000
Justification 08-09 Funding Sources
Sewer Capital 550,000
Select Funding Sources 0
Select Funding Sources 0
Total 550,000
Operational Impact
These funds are necessary to maintain the integrity of the existing
combined sewer system. Coordination of these underground
repairs and improvements prior to street resurfacing minimizes the
long term disruption to the neighborhoods.
Provides a mechanism to handle the financial
impact of sewer emergencies.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
550,000 550,000 550,000 550,000 550,000 2,750,000
Phase S82B2 Construction Engineering Services BU# 7476&7425
Project Description Estimated Project Costs
Consulting 122,874
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
These funds will provide for engineering services during the
construction of Phase S82B, Contract 2 of the Long Range Sewer
Improvement Program. This project takes place in the area around
Orrington, between Noyes and Emerson
Total 122,874
Justification 08-09 Funding Sources
IEPA Loan Funds 110,587
Sewer Reserves 12,287
Select Funding Sources 0
Total 122,874
Operational Impact
This work is essential to ensure proper oversight of these major
capital improvements. This work is necessary to reduce the
flooding in this area during rain events. This area was originally
addressed in the Long Range Sewer Improvement Plan in Phase
VI B. Litigation resulted in major delays and the project has been
broken down into two separate contracts and reconfigured to
provide relief to this area The installation of relief sewers in this area is
essential to the mitigation of flooding. When
this area is addressed, we anticipate reduced
calls for sewer crews in rain events.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
122,874 0 0 0 0 122,874
561
Phase S82B2 Construction BU# 7476 & 7425
Project Description Estimated Project Costs
Consulting 0
Construction 919,200
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides funds for the construction of phase S82B, Contract 2 of
the Long Range Sewer Improvement Program. This work involves
the installation of open cut sewers on Sherman, Maple and
Emerson between the area bounded by Simpson, Clark, Ridge and
Sherman. The project also includes the installation of restrictors in
the Basin S82B area. Total 919,200
Justification 08-09 Funding Sources
IEPA Loan Funds 827,280
Sewer Reserves 91,920
Select Funding Sources 0
Total 919,200
Operational Impact
This work is necessary to reduce the flooding in this area during
rain events. This area was originally addressed in the Long Range
Sewer Improvement Plan in Phase VI B. Litigation resulted in
major delays and the project has been broken down into two
separate contracts and reconfigured to provide relief to this area.
Provides a mechanism to handle the financial
impact of sewer emergencies.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
919,200 0 0 0 0 919,200
Filter and Filter Roof Rehabilitation (#19-24) BU# 733048
Project Description Estimated Project Costs
Consulting 150,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 2,100,000
This project will replace the underdrain system and media in Filter
Nos. 19-24. It will also include replacing the concrete roof planks
and membrane system over these filters.
Total 2,250,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 750,000
Select Funding Sources 0
Select Funding Sources 0
Total 750,000
Operational Impact
Filters #19-24 were originally constructed in 1964. The original
filter underdrain system is an older design that is more difficult to
maintain. Monitoring of the filter media condition via test cores
indicates problems with the media and underdrain are beginning to
occur. The rehabilitation of the filters will include a new underdrain
system that is consistent with the underdrains currently in Filters
#1-18. Because the underdrain replacement will allow for a more
efficient media design, the media will be replaced as part of the
same project. The concrete planking of the roof over Filters #19-24
is also showing signs of deterioration, requiring replacement.
The filters will need to be taken out of service
during the project. This will reduce the overall
capacity of the treatment plant. Work will be
phased to maintain enough capacity at all
times.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
750,000 1,300,000 200,000 0 0 2,250,000
562
Emergency Interconnection BU# 733066
Project Description Estimated Project Costs
Consulting 268,550
Construction 1,913,350
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the engineering and installation of a water distribution
system interconnection with the Village of Wilmette. Funding for
this project will be shared by the Village of Wilmette and the Village
of Skokie.
Total 2,181,900
Justification 08-09 Funding Sources
Water Fund – DIE A/C 800,000
Select Funding Sources 0
Select Funding Sources 0
Total 800,000
Operational Impact
This interconnection is designed to be capable of conveying 20
million gallons per day in the event of a shutdown of either the
Evanston Water Plant or the Wilmette Water Plant. This
redundancy is an essential factor in good security planning to
enable backup in the event of a critical emergency.
Pumping system will require annual
maintenance to ensure reliability.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
800,000 1,381,900 0 0 0 2,181,900
Security Improvements BU# 733067
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 250,000
Provides for security enhancements to the Water Treatment Plant
and remote facilities.
Total 250,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 50,000
Total 50,000
Operational Impact
The recently completed vulnerability assessment for the water
utility facilities recommends a number of security enhancements.
Funding allocations provide for a gradual installation of these
improvements.
Improve the overall security of the water
treatment plant and allow operators to have
better control and information on the access
points into the plant.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
50,000 50,000 50,000 50,000 50,000 250,000
563
Water Main Engineering Services BU# 733071
Project Description Estimated Project Costs
Consulting 1,500,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project provides annual funding for engineering services for
the design and during construction of the annual water main
replacements. This includes detailed design and specification
documents for water main improvement projects as well as
resident inspection services.
Total 1,500,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
The recent distribution system hydraulic analysis identified over
$17 million dollars (2003 dollars) of water main Improvements
necessary to meet minimal fire flow recommendations. An
aggressive water main replacement program is essential to
maintain needed flow capacity and structural intengrity.
Engineering Services are required to adequately perform the
quantity of water main replacements scheduled. Adequate maintenance and replacement of the
water distribution system is essential to the
reliable provision of water on a daily basis.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
300,000 300,000 300,000 300,000 300,000 1,500,000
Tuckpointing BU# 733072
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 250,000
This project will include masonry repairs and tuckpointing of the
1949 high lift pumping building and 1956 low lift building. This
project was originally funded in 2005-06 capital improvement
program and was delayed due to a significant increase in the cost
estimate for construction.
Total 250,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
The tuckpointing and masonry repairs are necessary to provide
good maintenance of these essential facilities. Complete
tuckpointing has not been done on either building since their
original construction.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
250,000 0 0 0 0 250,000
564
Hydraulic Study – Distribution Pressure Zones BU# 733073
Project Description Estimated Project Costs
Consulting 50,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project will use an existing hydraulic model to determine the
feasibility of creating separate pressure zones in the City of
Evanston distribution system.
Total 50,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
A few areas of the Evanston distribution system experience
consistently low pressure. Creating distinct pressure zones by
closing certain valves in the distribution system may increase the
pressure in low-pressure areas.
Increasing pressures in low flow areas would
improve water quality and reduce need for
operational staff to flush hydrants to improve
water movement.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
50,000 0 0 0 0 50,000
Zebra Mussel System Repair BU# 733074
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 200,000
This project will use divers to repair the 2-inch chemical feed piping
for the Zebra Mussel Control System located in the 54-inch outfall.
Total 200,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 200,000
Select Funding Sources 0
Select Funding Sources 0
Total 200,000
Operational Impact
The zebra mussel system controls the buildup of zebra mussels on
the intakes to the Evanston Water Plant. If the buildup reaches a
critical point, the flow in the intake will be either significantly
reduced or completely stopped, making the intake unusable. In
2006, a break occurred in the chlorine solution feed piping for the
Zebra Mussel System in the 54-inch outfall. Inspection using
divers is planned for Fall 2007 to identify the area(s) needing
repair. Following this inspection, repairs will be completed on the
chemical feed line.
If the project is not completed, the 54-inch
outfall will eventually become unusable.
During the repair, flow through the 54-inch will
have to be minimal. Therefore, the repair is
planned for the fall when demand is lower.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
200,000 0 0 0 0 200,000
565
SCADA System Improvements BU# 733078
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 200,000
This project provides for the review and upgrade of our existing
Supervisory Control and Data Acquisition (SCADA) system. This
system monitors all major systems in the water treatment process,
i.e., pumps, valves, filters and chemical feeders as well as the
remote booster stations in Evanston, Skokie, and on the Northwest
Water Commission transmission main. Total 200,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 200,000
0
0
Total 200,000
Operational Impact
The SCADA equipment is a critical component of the water
treatment process. The existing system is manufactured by Bristol
and installed over 20 years ago and upgraded approximately 10
years ago. There is concern that the hardware and software will no
longer be supported. Upgrades are essential as technology
advances and it is critical to maintain compatibility with existing
hardware. Upgrading of the system will need to be done
in a phased manner to ensure continuous
operation of the plant.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
200,000 0 0 0 0 200,000
Water Main Installations BU# 733086
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 14,300,000
Provides annual funding for water main replacements as planned
in conjunction with the street improvement plan.
Total 14,300,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 2,800,000
Select Funding Sources 0
Select Funding Sources 0
Total 2,800,000
Operational Impact
The recent distribution system hydraulic analysis identified over
$17 million dollars (2003 dollars) of water main Improvements
necessary to meet minimal fire flow recommendations.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
2,800,000 2,800,000 2,900,000 2,900,000 2,900,000 14,300,000
566
Filter Effluent Turbidimeter System BU# 733087
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 75,000
This project involves replacement of the filter effluent turbidimeter
system at the Evanston Water Plant.
Total 75,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
The existing system was installed in 1999. The manufacturer no
longer supports this system and we are unable to obtain the parts
necessary to maintain it. The turbidimeters are starting to fail and
we are able to maintain operation of the system only by using parts
that we have in stock or by cannibalizing spare turbidimeters. Filter
effluent turbidity monitoring is a federal regulatory requirement.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
75,000 0 0 0 0 75,000
McCormick Magmeter Replacement BU# 733088
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 25,000
Replacement of an existing 36-inch venturi flow meter installed in
the East Feeder main, which meters part of the water sold to the
Village of Skokie. This meter is located in a vault near McCormick
Avenue and Emerson.
Total 25,000
Justification 08-09 Funding Sources
Water Fund – DIE A/C 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
This meter was installed in 1956. Because the revenue generated
by the sale of water to the Village of Skokie is partially based on
readings from this meter, it is necessary to replace it.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
25,000 0 0 0 0 25,000
567
Ridge Avenue Relief Sewer Project BU# 742508
Project Description Estimated Project Costs
Consulting 0
Construction 2,200,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the installation of relief sewers on Ridge Avenue in
conjunction with the reconstruction project.
Total 2,200,000
Justification 08-09 Funding Sources
Sewer Bond Funds 2,200,000
Select Funding Sources 0
Select Funding Sources 0
Total 2,200,000
Operational Impact
This project is integral to the planned reconstruction of Ridge
Avenue. Installation of storm water relief is essential to the
successful operation of the Long Range Sewer Improvement
Program.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
2,200,000 0 0 0 0 2,200,000
Information Technology Projects
Planned Technology Replacement BU# 416001
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 1,561,000
This is funding for the “Planned Technology Replacement
Schedule” which consists of Personal Computers, Printers,
Servers, Network devices, Telephony, and Office Productivity
Tools.
Total 1,561,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 200,000
Select Funding Sources 0
Select Funding Sources 0
Total 200,000
Operational Impact
All supported Information Technology products purchased by
departments, or the Business Process & Technology Strategic
Plan, become part of the replacement schedule. Products are
maintained in an inventory, and estimated product life cycles are
established. A product life cycle illustrates the useful life of a
product from its initial acquisition to its ultimate disposition. The
useful life of technology varies and is prioritized by capacity
requirements, history of the product, software requirements, how
long the technology is supported by the vendor, and the cost of
support. Since the aforementioned conditions change, each year
Information Systems performs a new assessment and identifies the
technology products appropriate for replacement in the coming
year
The fiscal year projections on this form are a average of the needs
over six years. Most products have a life expectancy of five years;
however replacement schedule ranges from four to a maximum of
ten years.
The operational impact varies with the
technology. The main impact is support fees
and cannot be predetermined. Some support
fees actually decrease with new products.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
200,000 350,000 311,000 350,000 350,000 1,561,000
568
IT Strategic Planning Applications BU# 416301
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 3,500,000
This is funding for the execution of the Business Process &
Technology Group Strategic Plan. The Information Technology
Steering Committee is the governance authority that approves and
schedules the projects funded. The funding requested reflects the
initial plan of February 2007.The fiscal year projections are a
average of the needs over six years. Most products have a life
expectancy of five years; however replacement schedule ranges
from four to a maximum of ten years. .
Total 3,500,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 600,000
Select Funding Sources 0
Select Funding Sources 0
Total 600,000
Operational Impact
City departments, in collaboration with the IT Project Team,
submitted eighty project requests laying out various technology
needs. This joint effort was established to develop a long range
information technology strategic plan that ensures technology
products are in place to achieve citywide service goals.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
600,000 750,000 700,000 700,000 750,0000 3,500,000
Other Improvements
Emergency Telephone System Capital BU# 5150
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 1,575,000
Capital purchases for Emergency Telephone System.
Total 1,575,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 375,000
Select Funding Sources 0
Select Funding Sources 0
Total 375,000
Operational Impact
Requirements by Fiscal Year
2007-08 2008-09 2009-10 2010-11 2011-12 Total
375,000 406,000 65,000 331,000 315,000 1,575,000
569
Capital Improvements – Bond Issuance Costs BU# 415100
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 320,000
Costs associated with the issuance of the General Obligation
Bonds.
Total 320,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 64,000
Select Funding Sources 0
Select Funding Sources 0
Total 64,000
Operational Impact
Requirements by Fiscal Year
2007-08 2008-09 2009-10 2010-11 2011-12 Total
64,000 64,000 64,000 64,000 64,000 320,000
Services to the General Fund BU# 416051
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 300,000
Services for Capital Improvement Projects.
Total 300,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
A transfer to the General Fund is necessary to fund the services
provided by general fund staff on Capital Improvement Projects.
Requirements by Fiscal Year
2007-08 2008-09 2009-10 2010-11 2011-12 Total
300,000 300,000 300,000 300,000 300,000 1,500,000
570
Contingency Funds BU# 416052
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 200,000
In accordance with the Capital Improvement Policy adopted by the
City Council, a bond-funded capital plan contingency account shall
be included at the beginning of each fiscal year. Funds from the
overall CIP contingency account can be used to supplement a
project if funds are not available within a departments’ existing
budget. Total 200,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 200,000
Select Funding Sources 0
Select Funding Sources 0
Total 200,000
Operational Impact
This allowance provides supplementary funding for capital projects
as needed.
Requirements by Fiscal Year
2007-08 2008-09 2009-10 2010-11 2011-12 Total
200,000 300,000 300,000 300,000 300,000 1,400,000
Public Building Projects
Civic Center Interim Repairs BU# 415172
Project Description Estimated Project Costs
Consulting 0
Construction 310,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This business unit was created to consolidate all of the
miscellaneous work that is required to keep the Civic Center
operational until a decision is made as to the future site of the
Evanston government. Tasks include signage, floor repairs, attic
storage, room reservation software, conference room equipment,
ceiling and lighting upgrades, fire alarm improvements. Total 310,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Almost every system in the Civic Center is beyond its useful life
expectancy. Plumbing, electrical and HVAC failures are becoming
more frequent. Floor and stairwell repairs are required to reduce
potential tripping hazards. Equipment upgrades are required to the
Council Chamber and meeting rooms to provide adequate support
of new technology presentations. Without this funding, the City increases the risk
of catastrophic failure of one or more building
systems. The work funded by this budget item
is necessary to maintain business continuity
and reduce the potential impact of building
emergencies.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
50,000 60,000 60,000 70,000 70,000 310,000
571
Fire Station #5 Contingency BU# 415802
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 225,000
Capital Expenditures 0
To provide an amount of contingency funding for the Fire Station
#5 construction project. The project is expected to begin
construction in summer 2007 and be complete by summer 2008.
Council already approved the contingency as part of the
construction bid in May 2007.
Total 225,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 225,000
Select Funding Sources 0
Select Funding Sources 0
Total 225,000
Operational Impact
Due to the size of the project, inadequate funds were set aside to
provide contingency funding in the case of an emergency or
unanticipated construction or other costs, such as costs for LEED
certification.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
225,000 0 0 0 0 225,000
Roof Assessments City Wide BU# 416016
Project Description Estimated Project Costs
Consulting 60,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provide roof consulting services on all city buildings to extend roof
life and help budget for repairs or replacement of all roofs.
Total 60,000
Justification 08-09 Funding Sources
GO/Special Assessment Bond 40,000
Select Funding Sources 0
Select Funding Sources 0
Total 40,000
Operational Impact
All roofs have a useful life expectancy. It can be extended w/ timely
maintenance. This service will help to extend the useful life and
assist this department in budgeting repairs or replacement of all
city facilities roofs.
Extend useful life of existing roofs thus reduce
future roof replacement frequency. Improve
future budgeting of roof replacement.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
40,000 20,000 0 0 60,000
572
Library Youth Services Renovation Project BU# 416129
Project Description Estimated Project Costs
Consulting 0
Construction 2,320,000
Furniture/Fixtures/Equipment 0
Contingency 100,000
Capital Expenditures 0
Renovation and expansion of the Youth Services area, relocation
of the Browsing Collection from the 1st to 2nd floor, and
construction of new Yo`ung Adult Room on 3rd floor of the Main
Library. FY06 funding was $250,000. In 05-06 the project received
$400,000 from Private Sources; in 06-07 $200,000 from a State
Grant. $200,000 from the sale of City property, $90,000 in book
sale proceeds, $280,000 from the library endowment and $500,000
from GO Bonds; in 07-08, the project received $500,000 in GO
Bonds. The project is anticipated to be completed by the end of
2007.
Total 2,420,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 500,000
Select Funding Sources
Select Funding Sources 0
Total 500,000
Operational Impact
This project is required to meet the contemporary needs and
expectations of high quality library services for Evanston’s youth,
from birth through young adulthood.
When the project is completed, a net increase
of 0.36 FTE is required to meet the additional
services, programs and collections used by
patrons in the new facilities.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-2013 Total
500,000 0 0 0 500,000
Branch Library Renovations BU# 415382
Project Description Estimated Project Costs
Consulting 35,700
Construction 224,300
Furniture/Fixtures/Equipment 200,000
Contingency 50,000
Capital Expenditures 0
The North and South Branch Libraries require significant
modifications to meet basic accessibility standards and to replace
inadequate mechanical and lighting systems. Funding to be
provided from the proceeds from the sale of 2022 Central, private
sources and CIP funds. Project to be completed by February 2009.
Total 510,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 130,000
Sale of City Property 250,000
Select Funding Sources 0
Total 380,000
Operational Impact
The last significant remodeling of the branch library facilities took
place over 25 years ago. The facilities do not meet mandated
accessibility requirements. Restrooms, ventilation, electrical
service, lighting and furnishings are inadequate and must be
upgraded.
Maintaining infrastructure
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
380,000 130,000 0 0 0 510,000
573
Fire Station # 1 Window Replacement BU# New
Project Description Estimated Project Costs
Consulting 0
Construction 105,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Remove and replace the existing casement windows and replace
with new windows. The new windows shall have 1” clear tempered
Low-E insulating glass units.
Total 105,000
Justification 08-09 Funding Sources
GO/Special Assessment Bond 105,000
Select Funding Sources 0
Select Funding Sources 0
Total 105,000
Operational Impact
The existing windows were repaired two years ago with limited
success. Operational problems have re-occurred in several units.
Some windows are now inoperable.
Reduced energy consumption
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
105,000 0 0 0 0 105,000
Compressor Replacement at Main Library BU# new
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 22,000
Two rooftop air conditioning compressors at the Main Library have
failed and must be removed, re-built, and re-installed. Work would
be bid in late 2007 with installation in March 2008.
Total 22,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 22,000
Select Funding Sources 0
Select Funding Sources 0
Total 22,000
Operational Impact
It's critical to repair and maintain air conditioning infrastructure.
Maintaining critical equipment
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
22,000 0 0 0 0 22,000
574
Parks and Recreation Projects
Lawson Park / Noah's Playground Redevelopment BU# 415380
Project Description Estimated Project Costs
Consulting 15,000
Construction 885,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Reconstruct existing park and playground to meet current code,
safety and ADA requirements. Utilize private donations to design
playground specifically for special needs children. The city
committed $200,000 in FY 07-08 and as of May 2007, private
donors have raised close to $400,000 in support of this project.
Schedule is as follows: design - fall 2006 to spring 2007
(complete), bid - summer 2007, construction - fall 2007 to spring
2008. This project is interrelated to a new funding request for
restroom and beach access at adjacent Lighthouse Landing and
pending bid results may required supplemental funding.
Total 900,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 300,000
Select Funding Sources
Select Funding Sources 0
Total 300,000
Operational Impact
This project is required due to failing play equipment, surfacing,
edging, lighting, site furnishings and non-compliant (ADA, ASTM,
CPSC and plumbing code) park and playground elements. The
park's playground was last renovated in 1990. Currently, the City of
Evanston does not maintain any playgrounds designed specifically
for special needs children. Installation of ADA wood chip surfacing will
likely increase bi-annual maintenance costs to
replenish this material. Currently, non ADA
compliant wood chips are procured at no cost
from the city's Forestry operations.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
300,000 0 0 0 0 300,000
Torgerson Park BU# 415381
Project Description Estimated Project Costs
Consulting 35,000
Construction 215,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Reconstruct the existing park and playground to meet current
safety and ADA requirements. No prior year funding is associated
with this project. Schedule is as follows: design - fall 2007, bid -
winter 2008, construction - spring to summer 2008
Total 250,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
This project is required due to failing play equipment, surfacing,
edging, site furnishings and non-compliant (ADA, ASTM, CPSC)
park and playground elements. The playground and site
furnishings were last renovated at this park in 1988.
Installation of ADA wood chip surfacing will
likely increase bi-annual maintenance costs to
replenish this material. Currently, non ADA
compliant wood chips are procured at no cost
from the city's Forestry operations. Exact
quantity will depend on playground design.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
250,000 0 0 0 0 250,000
575
Chandler- Newberger Center Improvements BU# 415509
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 138,000
Contingency 0
Capital Expenditures 0
FY 08-09 gym equipment includes the replacement of two
gymnasium divider curtains, wall safety mats and two manual
basketball rim height adjustors for the south gymnasium.
FY 09-10 noise dampers, ac locker rooms, Central Street sign
and volleyball equipment includes installation of: noise dampers
in the gym and racquetball court, air conditioning in the center’s
locker rooms, a Central Street sign identifying the center, and
replacement of the gym’s volleyball system support posts. No prior
year funding is associated with these projects. See below for
schedule.
Total 138,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 60,000
Select Funding Sources 0
Select Funding Sources 0
Total 60,000
Operational Impact
FY 08-09 The current gym divider curtains are original to the
building (1981) and have been repaired numerous times. They are
no longer able to be patched, due to wear. The wall safety mats
were also installed in 1981 and no longer meet current safety
standards. Changing to electronic height adjustors reduces labor
costs and employee injury risk when adjusting equipment and also
provides for smoother program transitions. FY 09-10 Excessive
noise in the gym and racquetball court produces a challenge to
effective communication during instructional programs. Installation
of noise dampers or an acoustic material will help resolve this
problem. When the Center was constructed, a decision was made
not to have the locker rooms air-conditioned. This situation
presents uncomfortable conditions for users. Staff receives
frequent complaints regarding the temperature in the washrooms
during hot weather take-down.
None anticipated.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
60,000 78,000 0 0 0 138,000
Crown Center Improvements BU# 415553
Project Description Estimated Project Costs
Consulting 0
Construction 290,000
Furniture/Fixtures/Equipment 60,000
Contingency 0
Capital Expenditures 0
Repairs to the lower roof of the Center and replacement of a boiler
unit in 2008/09. Replacement of the exterior front entry doors and
resurfacing of the gym floor in 2009/10. General repairs and
replacement to refrigeration equipment servicing the ice rinks in
2011, 2012 and 2013.
Total 350,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
The Center’s lower roof was patched, due to a leak and needs
additional repairs. The boiler was installed in 1988, is inefficient
and has become costly to maintain. In addition, the unit is
undersized and cannot meet the heating demands of the Center in
extremely cold weather. The Center’s front entry doors were
installed in 1974, are constructed of steel and have begun to rust
and break at welds due to usage. The gym floor needs to be
resurfaced due to wear and delamination of the sub-floor.
None anticipated.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
75,000 100,000 50,000 50,000 50,000 325,000
576
Crown Tennis Courts and Lighting BU# 415561
Project Description Estimated Project Costs
Consulting 0
Construction 350,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Reconstruct tennis courts and court lighting; no prior year funding
is associated with this project; schedule is as follows: design - fall
2007, bid - winter 2008, construction - spring-summer 2008.
Total 350,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 350,000
Select Funding Sources 0
Select Funding Sources 0
Total 350,000
Operational Impact
This project is required in order to correct significant physical
deterioration in court surfacing, fencing, lighting and equipment
which currently creates potentially hazardous conditions and
significantly limits court play for facility users. Maintenance of
existing facilities at this park is a requirement of an agreement with
the Crown family who provided major funding for the construction
of the Crown Center. Tennis courts were last re-color coated at this
site in 1991. Lighting was last installed at these courts in 1994. The
courts' original construction date is unknown.
Replacement of existing high wattage light
fixtures with new high efficiency fixtures will
reduce monthly utility costs significantly.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
350,000 0 0 0 0 350,000
Fleetwood-Jourdain Center Improvements BU# 415692
Project Description Estimated Project Costs
Consulting 20,000
Construction 110,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
FY 08-09 1. Kitchen Improvement Project: replace the triple
stainless steel sink, sanitary sink and cabinetry in the Center’s
kitchen. 2. Arts and Crafts Room Improvement Project: replace
cabinets and a sink in the Arts and Crafts room.
FY 11-12 1. Gym Equipment Replacement Project: replace
scoreboards and gym equipment. Total 130,000
Justification Funding Sources
CDBG Funds 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
The kitchen sinks and associated plumbing are over 50 years old.
Kitchen drainage is failing causing backups. Currently we have
only 2 ft of working space between the sink and the stove.
Replacement and re-design will increase counter space and
provide a safer working environment. The existing cabinets were
installed in approximately 1986 and need to be replaced to
provide better security for program equipment, materials and
supplies. Lower cabinets are needed to provide work space to
meet ADA accessibility. The existing gym scoreboards require
ongoing repair with both the bulbs on the boards constantly
burning out and the control units that require regular servicing.
New LED equipment will eliminate the need to constantly replace
score bulbs and provide a board that can be used for multiple
sports programs. The climbing ropes and gymnastic equipment is
over 30 years old and several pieces are no longer usable.
Replacing the equipment will also allow for program expansion
activities for youth attending the Center.
Work in the kitchen and arts and crafts room
needs to coordinate with program schedules in
order to avoid disruption of programming.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
100,000 0 0 30,000 0 130,000
577
Ladd Arboretum Master Plan Implementation BU# 416019
Project Description Estimated Project Costs
Consulting 500,000
Construction 4,500,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Implement Ladd Arboretum Master Plan. A phasing plan is still
under development with master planning consultants but planned
Phase 1 improvements for FY 08-09 include renovations at the
Ecology Center including an outdoor classroom, storage space and
demonstration landscaping to promote green technologies. Future
phases will include: pathway reconstruction, tree identification and
interpretive signage, habitat corridor and extensive ecologically
sensitive landscape exhibit creation and restoration, renovation of
existing site features such as the Aspegren Gazebo and
Independence Knoll, entrance gateways, canal overlooks, parking
lot reconfiguration and reconstruction with permeable pavers,
canoe launch reconstruction and a pedestrian bridge connecting to
Twiggs Park. No prior year funding is associated with this project.
Schedule is as follows: design - fall 2007, bid - winter 2008,
construction - spring to summer 2008.
Total 5,000,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 150,000
Select Funding Sources 0
Select Funding Sources 0
Total 150,000
Operational Impact
The Ladd Arboretum has received virtually no capital investment
since its original construction in the 1960s. The site currently
exhibits significant deterioration in numerous areas including:
failing and inaccessible pathways, failing structures and
deteriorated exhibits. Additionally, the arboretum’s mission, guided
by the Ladd Arboretum Committee, has shifted towards a more
ecologically based approach in line with current environmental
practices and the city’s Strategic Plan.
No operational impacts are anticipated with
regard to the first phase of planned
improvements.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
150,000 700,000 300,000 500,000 350,000 2,000,000
578
Foster Park BU# 416055
Project Description Estimated Project Costs
Consulting 150,000
Construction 1,850,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Renovate park and playground including: parking lot, tennis courts,
basketball court, playground, softball fields, lighting, Fleetwood-
Jourdain entry treatments, landscaping, furnishings and associated
improvements. This project received $250,000 in state funding in
FY 07/08 for tennis/basketball improvements. Overall park design
will occur in fall 2007. Phase 1 (tennis, basketball, parking lot and
playground) is scheduled as follows: design – fall 2007 to winter
2008, bid - spring 2008, construct – summer to fall 2008. Design
and construction of future phases will be performed in 2008, 2009
and 2010 as funds become available.
Total 2,000,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 400,000
State Grant 400,000
Select Funding Sources 0
Total 800,000
Operational Impact
This project is required due to failing site facilities including: play
equipment, atheltic fields/courts, surfacing, edging, lighting, site
furnishings and non-compliant (ADA, ASTM and CPSC) park and
playground elements. Additionally, parking at the Fleetwood-
Jourdain Center does not adequately serve users. The park's
playground was last renovated in 1988. The original date of
installation for other site improvements is unknown but likely
exceeds 25 years.
Installation of ADA wood chip surfacing will
likely increase bi-annual maintenance costs to
replenish this material. Currently, non-ADA-
compliant wood chips are procured at no cost
from the city's Forestry operations. Exact
quantity will depend on playground design.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
800,000 475,000 475,000 0 0 1,750,000
Twiggs Park Expansion and Path Reconstruction
BU# 416121
Project Description Estimated Project Costs
Consulting 150,000
Construction 500,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project will expand Twiggs Park from its current terminus at
Dewey Avenue to Greenbay Road and expand/reconstruct/widen
the existing bike path from Bridge Street to Greenbay Road. The
city received $200,000 through IDOT and matched IDOT with a
required $50,000 in FY 07-08. Tentative schedule (pending IDOT)
is: design - fall 2007 to spring 2008, bid - summer 2008,
construction - fall 2008.
Total 650,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 200,000
State Grant 200,000
Select Funding Sources 0
Total 400,000
Operational Impact
This project is required to eliminate substandard and failing
pavement at Twiggs Park's existing bike path. Additionally, the
existing park and bike path terminate at Dewey Avenue, creating a
gap in the city's bicycle network. Extending the park and pathway
to Greenbay Road will eliminate this gap and provide a more
consistent and contiguous series of canal parks. It is unknown
when the original bike path was installed at this park. This project will not increase or decrease
annual operating costs associated with park
and/or pathway maintenance.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
400,000 0 0 0 0 400,000
579
Lakefront Master Plan Implementation BU# 416127
Project Description Estimated Project Costs
Consulting 1,500,000
Construction 15,000,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Renovate lakefront park system based on outcome of the Master
Plan process scheduled to begin in summer 2007. Phase 1 of this
project will be the design and reconstruction of the mainline
bike/pedestrian pathway between Lee Street and Clark Street
Beaches. Phase 1 received $550,000 in federal funding through
ITEP in FY 06-07. The city committed $330,000 in CIP funding to
initiate master planning and match ITEP funds in FY 06-07. Master
planning, design and construction of Phase 1 improvements are
scheduled as follows: master planning – summer to fall 2007,
design – fall 2007 to spring 2009, construction – summer 2009 to
fall 2009. Schedule for Phase 2 improvements (exact scope
pending outcome of master plan) will be: design – spring 2008,
construction - fall 2008. Design and construction of future phases
will be implemented as funds become available. Design and
renovations to Garden Park are included in the FY 09-10 funding.
Total 16,500,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 750,000
Select Funding Sources 0
Select Funding Sources 0
Total 750,000
Operational Impact
This project is required due to failing site facilities including:
pavements, lighting, boat launching, playgrounds, restrooms,
revetments, site furnishings and festival grounds. The lakefront
park system is a highly prized series of facilities which experience
heavy use by residents and visitors each year. Capital investment
in these properties has been severely limited over the past 20 to
30 years creating significantly deteriorated areas in need of repair
and rejuvenation. The city recently engaged residents and local
organizations in a visioning process to identify needs and set goals
and objectives for the lakefront’s renovation. An extensive list of
needs were identified through this process. These needs will be
refined into specific capital projects for phased implementation
through the upcoming master plan. Preparation of an
environmentally sensitive lakefront master plan is a defined goal of
the city’s Strategic Plan.
Unknown at this time.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
750,000 1,500,000 1,100,000 1,125,000 1,100,000 5,575,000
580
Neighborhood Public Art BU# 416132
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 335,000
Contingency 0
Capital Expenditures 0
Expansion of the neighborhood Public Art program to
neighborhoods/wards throughout the city. Projects may include
items such as murals, sculptures, mosaics, etc.
Total 335,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 65,000
Select Funding Sources 0
Select Funding Sources 0
Total 65,000
Operational Impact
Projects would encourage active resident engagement and create
pride in neighborhoods. This program would also increase dialogue
about art, promote art and show that Evanston’s Public Art is an
integral part of the community.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
65,000 70,000 65,000 70,000 65,000 335,000
Lighthouse Landing Restroom and Beach Access BU# 415393
Project Description Estimated Project Costs
Consulting 25,000
Construction 288,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Construct ADA accessible ramp to restroom and beach. Construct
ADA improvements to restroom facility. Install ADA path access to
Lake Michigan water line. Schedule is as follows: design – fall
2007, bid – winter 2008, construct spring to fall 2008. This project
is interrelated with the Noah’s Playground for Everyone Project and
may be used to supplement funding for that project pending bid
results.
Total 313,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 313,000
Select Funding Sources 0
Select Funding Sources 0
Total 313,000
Operational Impact
This project is required due to lack of ADA access to the restroom
facility and beach at this park. This project is interrelated to the
Noah’s Playground for Everyone Project – the city’s first universally
accessible playground. Providing ADA access to the restroom and
beach will provide full accessibility at this park, fulfilling the
project’s overall mission. Improvements to Lighthouse Landing are
also interrelated to implementation of the forthcoming Lakefront
Master Plan.
None anticipated
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
313,000 0 0 0 0 313,000
581
Transportation Projects
Fleet Capital Outlay BU# 7720
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 2,000,000
This is the funding for the replacement of all City fleet
vehicles.
Total 2,000,000
Justification 08-09 Funding Sources
Fleet Services Fund 2,000,000
Select Funding Sources 0
Select Funding Sources 0
Total 2,000,000
Operational Impact
Scheduled replacement of vehicles and equipment
reduces maintenance costs and helps keep vehicles in
service.
Requirements by Fiscal Year
2008-09 2009-10 2010-11 2011-12 2012-13 Total
2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000
Special Assessment Alley Paving - City Share BU# 415854
Project Description Estimated Project Costs
Consulting 0
Construction 2,875,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
The Special Assessment alley paving program provides for
paving of the existing gravel alleys. The Alley construction
will include the necessary sewer improvement, installation
of drainage structures and paving the alley with Portland
Cement Concrete, 8" thick. This construction is
accomplished during July – October every year. Total 2,875,000
Justification 08-09 Funding Sources
GO/Special Assessment Bond 500,000
CDBG Funds 75,000
Select Funding Sources 0
Total 575,000
Operational Impact
The alley paving program is quite popular and the
residents prefer the paved alleys instead of gravel alleys.
The funding is for City's share of the Special Assessment
alley construction cost, which is funded 50% by the City
and 50% by the property owners.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
575,000 575,000 575,000 575,000 575,000 2,875,000
582
Street Resurfacing Program BU# 415857
Project Description Estimated Project Costs
Consulting 1,000,000
Construction 20,116,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This is an annual program to resurface the streets in poor
condition throughout the City. This construction is accomplished
during May – October every year.
Total 21,116,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 3,000,000
Motor Fuel Tax 1,200,000
Select Funding Sources 0
Total 4,200,000
Operational Impact
The existing City streets are poor condition at several segments in
all the wards. We use 1,200,000 of the Motor Fuel Tax Funds and
$3,000,000 Bond Funds to up keep the streets and the Citys'
infrastructure.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
4,200,000 4,316,000 4,200,000 4,200,000 4,200,000 21,116,000
Traffic Study BU# 415862
Project Description Estimated Project Costs
Consulting 250,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
To conduct intersection capacity analysis, accident review, and
pedestrian safety analysis at a various intersections.
Total 250,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
A number of intersections are operating at low level of service,
have pedestrian and vehicular conflicts, have either accident
problem or potential accidents. The study will indentify corrective
measures that can be taken to mitigate the problems..
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
50,000 50,000 50,000 50,000 50,000 250,000
583
50/50 Sidewalk & Curb Replacement Program BU# 415864
Project Description Estimated Project Costs
Consulting 0
Construction 500,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This is a cost sharing program for the Evanston residents to
replace the deteorated Sidewalks and Curbs. 50/50 Curb &
Sidewalk Program pays 50% of the construction cost and the
residents pay the balance 50%. This construction is accomplished
during July – October every year.
Total 500,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
100,000 100,000 100,000 100,000 100,000 500,000
Block Curb & Sidewalk Replacement Program BU# 415867
Project Description Estimated Project Costs
Consulting 0
Construction 1,075,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This program provides for the replacement of deteriorated curbs
and sidewalks for the entire block. This construction is
accomplished during July – October every year.
Total 1,075,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 150,000
CDBG Funds 65,000
Select Funding Sources 0
Total 215,000
Operational Impact
The existing curb & sidewlak are in bad condition for entire length
of the block at several locations throughout the City and is a safety
hazard. This program is required to upgrade the Citys'
infrastructure.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
215,000 215,000 215,000 215,000 215,000 1,075,000
584
Neighborhood Traffic Calming BU# 415870
Project Description Estimated Project Costs
Consulting 0
Construction 250,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Implemention of traffic calming methods such as speed humps,
traffic circles, sidewalk bulb-outs, cul-de-sacs, etc…approved by
the City Council
Total 250,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Yearly program for neighborhood traffic calming
Improved pedestrian and traffic safety.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
50,000 50,000 50,000 50,000 50,000 250,000
Traffic Signal Upgrades BU# 415871
Project Description Estimated Project Costs
Consulting
Construction 1,300,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Traffic Signal upgrades for two intersections.
Total 1,300,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
Traffic signals that have aged and need to be replaced to latest
standards. The selection of the intersections is based on the the
Transportation Division's Five Year Plan for signal improvements.
Although material and labor costs have increased, the decrease ito
$200,000 in 2010-2011 was made to balance the anticipated
availability of bond funds. Increases in 2011-2012 and beyond will
enable the Transportation department to continue to address the
needs for signal improvements.
Upgrade signals with fire pre-emption.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
250,000 250,000 200,000 300,000 300,000 1,300,000
585
Traffic Signal and Street Light Maintenance BU# 416028
Project Description Estimated Project Costs
Consulting 0
Construction 500,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Regular maintenance is necessary to keep traffic signals and street
lights operating. This item includes such major maintenance work
as pole painting and repair, pole replacement, controller
replacement, power center replacement and repair, and related
tasks.
Total 500,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
With the age of the City’s street light system and many of it’s traffic
signals over 20 years old, it is important to have the available funds
for replacement parts to keep both systems operating
Improve pedestrian and traffic safety
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
100,000 100,000 100,000 100,000 100,000 500,000
Chicago Avenue Streetscape Project BU# 416112
Project Description Estimated Project Costs
Consulting 0
Construction 550,000
Furniture/Fixtures/Equipment
Contingency 0
Capital Expenditures 0
The Autobarn redevelopment will be completed in 2007. The owner
has contributed financially to the upgrade of the sidewalks and the
City’s streetscape design. The owner of the building at the corner
of Chicago Avenue and Lee Street has submitted a plan for
developing the corner lot with a mixed-use residential/retail
building. This publicly bid construction of the streetscape would
follow the close of the Autobarn project and Chicago/Lee project in
2007.
Total 550,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 350,000
Private Sources 200,000
Select Funding Sources 0
Total 550,000
Operational Impact
The streetscape was approved as part of the proposed
development by the City Council. The developer has committed to
contributing $200,000.
Upgrade signals with fire pre-emption
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
550,000 0 0 0 0 550,000
586
Police Department Projects
Furniture Replacement Investigative Services BU# NEW
Project Description Estimated Project Costs
Consulting 70,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Replace all deteriorated and hazardous furniture in the
Investigative Services Division upon completion of the Police Fire
HQ renovation project. The current furniture in the Investigative
Services Division (Detective Bureau/Juvenile Bureau) has not been
replaced in the last ten (10) years. Most of the furniture is broken
and in need of replacement. It is unknown if funds will be available
to purchase furniture upon completion of the renovation project.
Total 70,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 35,000
Select Funding Sources 0
Select Funding Sources 0
Total 35,000
Operational Impact
The Investigative Service Division will be renovated during 2007-
2008. The furniture in this division is ten or more years old and is in
need of replacement. Most of the furniture will have to be thrown
out once removed for the area to be renovated. The furniture has
out lived its useful life. It is unknown if any funds will be left from
the renovation project, due to the need to have asbestos removed
and carpet replaced on the north wing – 2nd floor of the police
building; which was not part of the original renovation project
plans. The Moving Contractors have stated that they will not be
responsible for damage to furniture moved during the renovation
project due to it current condition. The furniture in the Investigative
Services Division presents a hazard in some cases and should be
replaced.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
35,000 35,000 0 0 0 70.000
In-Car/Motorcycle Digital Camera Systems BU# NEW
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 66,000
Contingency 0
Capital Expenditures 0
Purchase and install new Mobil Vision Digital Video Recording
systems (DVR) in eleven (11) Patrol Operations Vehicles and on
seven (7) Traffic Motorcycles that currently do not have the system.
Upgrade the computer server capacity of the DVR system in order
to handle the increased capacity. Twenty (20) In-Car camera
systems were purchased in August 2006 with $60,000 from the
City of Evanston and $50,000 from a Department of Justice
Technology Grant.
Total 66,000
Justification 08-09 Funding Sources
Bonds Property Tax Supported 66,000
Select Funding Sources 0
Select Funding Sources 0
Total 66,000
Operational Impact
The Evanston Police Department currently operates DVR’s in
fifteen Patrol Operations vehicles and no motorcycles are
equipped. Eighteen additional DVR systems are needed to equip
the entire Patrol and Traffic fleet These DVR systems provide a
level of safety for the Citizens as well as Police Officers. All of the
patrol vehicles should be equipped with the same systems in order
to provide consistent use of this technology and reduce liability.
Requirements by Fiscal Year
2008-09 2009-10 2010-2011 2011-2012 2012-2013 Total
66,000 0 0 0 0 66,000
587
588
STRATEGIC PLAN
589
590
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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591
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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592
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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593
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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594
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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595
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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596
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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597
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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598
GLOSSARY
599
600
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
601
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
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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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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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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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