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Home My WebLink About2007-2008 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 3 4 CITY OF EVANSTON 2007-2008 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…………………………………………………………………………… 27 Strategic Plan………………………………………………………………………………….. 33 Part II – Charts and Summaries Organizational Chart - Previous (2006-2007)………………………………………………. 43 Organizational Chart - New (2007-2008)…………………………………………………… 44 General Information……………………………………………………………………......... 45 Budget Calendar……………………………………………………………………………… 47 Budget Process……………………………………………………………………………….. 48 Budgetary Basis of Accounting……………………………………………………………… 50 Budget Policy………………………………………………………………………………….. 52 Fund Descriptions………………………………………………………………………......... 56 Total Appropriations – All Funds……………………………..………………………........... 60 Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………......... 61 Transfer Summary……………………………………………………………………………. 62 Fund Balance Summary……………………………………………………………………… 64 Tax Bill Charts………...……………….………………………………………………………. 65 Property Tax Charts…………………………………………………………………………… 66 2007 Property Tax Levy………………………………………………………………………. 72 Revenue Sources, Assumptions and Trends……………………………………………….. 74 Debt Service Charts…………………………………………………………………………… 78 Part III – General Fund Budget All Divisions Expenditure Chart………….………………………………………….............. 83 General Fund Expenditure Summary………………………………………………………… 84 General Fund Revenue Summary.….……………………………………………………….. 85 General Fund Revenue Detail……………………………………………………………. 86 City Council……………………………………………………………………………………. 94 City Clerk’s Office…………………………………………………………………………….. 98 City Manager………………………………………………………………………………….. 102 City Manager Office Administration……………………………………………………… 106 Public Information…………………………………………………………………………. 108 Farmer’s Market……………………………………………………………………………. 110 Emergency Management…………………………………………………………………. 112 Miscellaneous Business Operations……………………………………………………… 114 Youth Services Division…………………………………………………………………… 116 Sustainability Grant………………………………………………………………………… 118 Summer Youth Employment Program………………………………….………………… 120 Human Relations Commission……………………………………………………………. 122 5 Page Management, Business & Information Services..…………………………………………… 124 Administration……………………………………………………………………………… 127 Information Systems..…………………………………………………………………….. 129 Geographic Information Systems (GIS)…………………………………………………. 132 Administrative Adjudication……………..………………………………………………… 134 Project Management………………………………………………………………………. 136 Legal……………………………………………………………………………………........... 138 Human Resources………………………………………………………………………........ 142 Finance………………………………………………………………………………………… 146 Finance General Support……………………………………………………………....... 149 Revenue Division………………………………………………………………………….. 151 Payroll Division……………………………………………………………………………. 154 Accounting & Accounts Payable ………….……………………………………………. 156 Purchasing / MWEBE…………………………………………………………………….. 158 Budget……………………………………………………………………………………… 160 Community Development……………………………………………………………………… 162 Community Development Administration………………………………………………… 165 Planning and Support Service……………………………………………………………. 168 Housing Code Compliance……………………………………………………………….. 170 Housing Rehabilitation…………………………………………………………………….. 173 Building and Zoning……….…………………………………………………………........ 175 Police…………………………………………………………………………………………… 177 Police Administration………………………………………………………………………. 182 Patrol Operations……………………………………………………………………......... 184 Criminal Investigation……………………………………………………………….......... 186 Social Services Bureau...……………………………………………………………....... 188 Juvenile Bureau……………………………………………………………………………. 190 School Liaison………………………………………………………………………......... 192 Records Bureau…………………………………………………………………….......... 194 Communications Bureau...……………………………………………………………….. 196 Service Desk Bureau...…………………………………………………………………… 198 Office of Professional Standards……………………………………………………....... 200 Office of Administration…………………………………………………………….......... 202 Neighborhood Enforcement………………………………………………………………. 204 Traffic Bureau……………………………………………………………………………… 206 Community Strategic Bureau…………………………………………………………….. 208 Animal Control…………………………………………………………………………….. 210 Problem Solving Team……………………………………………………………………. 212 Fire ……………………………………………………………………………………………. 214 Fire Management & Support……………………………………………………………… 216 Fire Prevention Bureau…………………………………………………………………… 218 Fire Suppression Bureau………………………………………………………………… 220 Health and Human Services……………………………………………………………........ 222 Health Services Administration…………………………………………………………… 226 Laboratory……...…………………………………………………………………………. 228 Family Health………………………………………………………………………………. 230 Infectious Disease Control……………………………………………………………….. 233 Dental Services……………………………………………………………………………. 235 Adult Health………………………………………………………………………………… 237 Food & Environment………………………………………………………………………. 239 Vital Records………………………………………………………………………………. 242 6 Page Community Intervention Services…………………………………………………………….. 245 Homeless Services…………………………………………………………………………. 247 Mental Health Board/Community Purchased Services……………………………………… 250 Commission on Aging…………………………………………………………………………. 256 Public Works………………………………………………………………………………….. 262 Director of Public Works……………………………………………………………........ 265 Municipal Service Center…………………………………………………………………. 267 Division of Transportation………..…………………………………………………………… 269 EDOT Administration…...…………………………………………………………........... 271 Engineering……………………………………………………………………………….. 273 Traffic Engineering Administration ………………………………………………………. 276 Traffic Signs……………………………………………………………………………….. 278 Signals & Streetlights……………………………………………………………………… 280 Enforcement & Tickets……………………………………………………………………. 282 School Crossing Guards…………………………………………………………………. 284 Streets and Sanitation………………………………………………………………………… 286 Administration…………………………………………………………………………….. 287 Street & Alley Maintenance………………………………………………………………. 289 Street Cleaning……………………………………………………………………………. 291 Ice & Snow Removal………………………………………………………………………. 293 Refuse Collection & Disposal………………………………………………………........ 295 Residential Recycling……………………………………………………………………… 297 Yard Waste Services……………………………………………………………………… 299 Facilities Management Division………………………………………………………………. 301 Facilities Management Administration…………………………………………………… 303 Construction & Repair……………………………………………………………………. 306 Library…………………………………………………………………………………………. 308 Children’s Services……………………………………………………………………….. 312 Reader’s Services…………………………………………………………………………. 314 Reference & Periodicals………………………………………………………………….. 316 Circulation…………………………………………………………………………………. 318 North Branch………………………………………………………………………………. 320 South Branch………………………………………………………………………………. 322 Technical Services………………………………………………………………………… 324 Maintenance…………………………………………………………………………......... 326 Administration………………………………………………………………………......... 328 Recreation………………………………………………………………………………......... 330 Management & General Support……………………………………………………....... 339 Business & Fiscal Management………………………………………………………….. 341 Communications & Marketing Services…………………………………………………. 343 Recreation General Support……………………………………………………………… 345 Park Utilities……………………………………………………………………………….. 347 Robert Crown Center……………………………………………………………………… 349 Chandler Community Center……………………………………………………………… 352 Fleetwood-Jourdain Community Center……………………………………………........ 356 Fleetwood-Jourdain Theater……………………………………………………………… 359 Recreation Outreach Programs………………………………………………………….. 361 Levy Activity Center………………………………………………………………………. 363 Church Street Boat Ramp………………………………………………………………… 365 Boat Storage Facility……...………………………………………………………………. 367 Beaches……………………………………………………………………………………. 369 Facility Maintenance………………………………………………………………………. 371 7 Page Crown Ice Rink…………………………………………………………………………….. 373 Sports Leagues…………………………………………………………………………..... 376 Aquatic Camp…………………………………………………………………………..….. 378 Tennis……………………………………………………………………………………..… 380 Drum & Bugle Corps…………………………………………………………………….... 382 Special Recreation………………………………………………………………………... 384 Bus Program………….…………………………………………………………………..… 387 Park Service Unit……………………………………………………………………......... 389 Youth Golf Program……………………………………………………………………….. 391 Parks & Forestry………………………………………………………………………………. 393 General Support……………………………………………………………………………. 395 Horticultural Maintenance…………………………………………………………………. 397 Parkway Tree Maintenance…………………………………………………………....... 399 Dutch Elm Disease Control…………………………………………………………........ 401 Tree Planting………………………………………………………………………………. 403 Private Elm Tree Insurance…………………………………………………………....... 405 Dutch Elm Inoculation Program…………………………………………………………. 407 Ecology Center…………………………………………………………………………......... 409 Eco-Quest Day Camp…………………………………………………………………….. 413 Cultural Arts Division………………………………………………………………………….. 415 Arts Council………………………………………………………………………….......... 417 Noyes Cultural Arts Center…………………………………………………………........ 419 Cultural Arts Programs……………………………………………………………………. 421 Part IV – Other Funds Budget All Funds Chart Summary…………………………………………………………………….. 427 Motor Fuel Tax…………………………………………………………………………........... 428 Emergency Telephone System…………………………………………………………........ 430 Community Development Block Grant……………………………………………………….. 434 Economic Development ………………………………………………………………………. 442 Housing Fund………………..…………………………………………………………........... 446 Washington National Special Tax Allocation – Debt Service Fund………………………… 448 Special Service Area No. 5…………...……………………………………………………… 450 Southwest II Special Tax Allocation – Debt Service Fund…………………………………. 451 Southwest Special Tax Allocation – Debt Service Fund……………………………………. 452 Debt Service Fund……………………………………………………………………………. 454 Downtown II Special Tax Allocation Service – Fund...……………………………………… 456 Howard/Ridge T.I.F.…………………………………………………………………. ……… 457 West Evanston T.I.F.………………………………………………………………. ……… .. 458 Sherman Plaza Garage Fund………………………………………………………………… 460 Maple Avenue Garage Fund……………………………………………………………........ 463 Parking System Fund………………………………...…………………………………....... 467 Water Fund……………………………………………………………………………………. 482 Sewer Fund……………………………………............................................................... 506 Fleet Services Fund………………………………………………………………………..…. 521 Insurance Fund..…………………………………………………………………………….... 530 Firefighters Pension Fund.………………………………………………………………..….. 533 Police Pension Fund………………………………………………………………………...... 534 8 Page Position Information Position Comparison Charts…………………………………………………………………. 537 Position Full-time Equivalent Five-Year Comparison………………………………………. 539 Full-time Equivalent Positions by Department………………………………………………. 543 General Fund……………………………………………………………………………….. 543 Other Funds…………………………………………………………………………………. 553 Capital Improvement Plan Capital Improvement Descriptions…………………………………………………………… 559 Capital Plan Map……………………………………………….……………………………… 562 Capital Improvement Memorandum……………………………………………….…………. 563 Capital Improvement Fund Policy……………………………………………………………. 573 Capital Projects by Funding Source……………………………………………………....... 581 General Obligation Bond Projects……………………………………………………………. 583 Capital Projects by Department………………………………………………………………. 595 Capital Project Descriptions……………………………………………………………......... 605 Glossary 633 9 10 February 26, 2007 To the Honorable Lorraine H. Morton, Mayor and Members of the City Council City of Evanston, Illinois Ladies and Gentlemen: Transmitted herewith is the final budget for the City of Evanston for the fiscal year beginning March 1, 2007 and ending February 29, 2008. The annual budget is the policy document that sets the financial course for the City and defines our priorities for the services we provide to the community. This budget has been developed with the intent of maintaining current service levels where possible and making adjustments in service levels where deemed appropriate or necessary in response to the changing needs of the City. INTRODUCTION During the summer and fall of 2006, the budget Policy Committee held six public meetings at which City staff provided the Council with comprehensive overviews of the operating City departments. At these budget meetings, the City Council provided discussion and input which aided me in the preparation of the FY 2007-08 budget. I think you would agree with me that these presentations highlighted the extraordinary level of service that our committed employees provide to the community. Our operations are complex and we have many overlapping programs and services. However, paying for all these services continues to present challenges as revenues continue to grow at a slower pace than expenditures thereby creating a structural financial gap. This financial gap grows each year and it must be addressed decisively. Because we are a service based business, all of our services take people, our most valued resource. Over the years we have trimmed the budget whenever possible but have not made any fundamental structural adjustment for approximately 10 years. Each year, we adjust revenues, trim expenses and manage to balance the budget without addressing the structural budget issue. When we have cut staff through attrition or other means, our service levels have remained relatively constant with the remaining staff picking up additional work to continue the high level of service. Throughout the past year, I have indicated to you that this year we would have to begin to address the structural budget problem and you directed me to begin the process. The City Council also indicated that a property tax increase should be minimal. Finally, new priorities identified in the Strategic Plan have also been considered during the preparation of the final budget. Therefore, the preparation of the budget presented herein is reflective of the stated direction from the City Council; implementation of the Strategic Plan; and the need to begin to address the structural financial gap. STRUCTURAL ISSUES In preparation of the 2007-08 budget, we have looked beyond balancing revenues and expenditures and prepared a budget which begins to address the structural realignment of City services. We must close the annual funding 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. In addressing the structural issue of the City’s budget, we must look at all of the revenues, expenditures, funds, services and their delivery systems. We can not continue to look to revenues which fluctuate with the economy like building permits and/or the real estate transfer tax to address this continuing structural gap. While we took the time to assess this structural issue this year, we’re not finished. We must think of this year as the first of a multi-year effort. The recommendations contained herein meet our immediate goal of a balanced budget. However, we need to continue to look at mid-term actions which require additional study and develop 11 recommendations for the FY 2008-09 budget. Finally, some long-term actions will require significant study and discussion and will be brought forth for FY 2009-10 and beyond. Staff began this multi-year process in 2006 and this budget reflects a review and modification of many service delivery systems. As previously presented and approved by the City Council significant modifications have been recommended and approved for the Division of Streets/Sanitation. The work of the Streets/Sanitation Division of Public Works sets a standard for our continuing review of services and programs, consistent with the ‘best practices’ in our respective fields. During the past year we completed the review of the Community Development Department and began the implementation of the Virchow, Krause & Company’s recommendations. Staff has invested considerable effort in this and an update will be provided to the Planning & Development Committee in January. These changes will move us forward in correcting some structural problems in the development process. The Information Systems Division of the Management & Budget Department has completed a strategic business plan, involving all departments, which will allow us to continue to move ahead in utilizing technology to improve customer service, streamline operations, and enhance our business practices. With the move of budget responsibility to the Finance Department, Management & Budget is now named the Management, Business & Information Services Department. A consolidation and re-organization of City-wide information services delivery is in process, which will improve our overall ability to provide information services throughout the City. Once the budget is formally adopted, we will present to the City Council a proposed ordinance to codify this and other organizational changes. We are also moving forward with the Youth Engagement Program to address a stated community need. Much of the past year has been spent collecting information, meeting with stakeholders, and developing a comprehensive, coordinated plan for the future. This plan was presented to the Human Services Committee who endorsed the program. The program is an additional expenditure, but is a high priority of the City Council. We have allocated $150,000 for this new program in FY 2007-08. The rising cost of medical insurance continues to be an issue of concern. During FY 2006-07 we worked with the unions during contract negotiations to establish a framework for labor-management collaboration to address this issue. We also identified and implemented a program to reduce pharmacy costs, with projected savings of $300,000. Over the years we have funded our public safety pensions in accordance with actuarial requirements to meet current obligations and reduce our substantial unfunded liability. The issues have recently been exacerbated by increased benefits approved by the State and poor performance of the investment portfolio which we do not control. To maintain a stable AAA bond rating, we must review and change our pension funding approach. In accordance with the City Council Budget Policy, all other funds will be reviewed so as to maintain an appropriate level of reserves. These are all excellent examples of staff looking at the way we deliver services and making recommendations and modifications to become more efficient and adopting best practices. This is just the beginning of our efforts to look at each activity within the organization and determine if it is a service or program which meets a City Council priority, addresses an objective of the Strategic Plan, and if it is being done in the most cost effective manner. As stated, this is a multi-year effort that will require a cooperative effort of the City staff and City Council. The City Council was asked to make hard and difficult, but necessary, decisions for FY 2007-08 and this will continue in FY 2008-09. The organizational and service reduction changes in this budget are the beginning of a necessary review of all City services. I ask that the City Council continue to look closely at all City services in order to determine those services which are no longer necessary or are provided by other public or private agencies. As highlighted herein, there are new positions which represent new priorities or service needs and others which are being re- engineered to improve the service delivery systems for our customers. 12 LOCAL ECONOMIC CONDITIONS At the local level we have experienced a minor slow down in certain segments of the housing market, but steady retail sales. Retail sales should remain strong with the opening of the shops of Sherman Plaza and the strength of our “big box” chains. Several of our major office and retail centers have either sold or taken on new partners, which indicate a strong interest in the Evanston market. The start of construction of Howard Street Station (415 Howard Street) bodes well for our continued efforts on Howard Street The City’s efforts during FY 2006-07 to this and our other economic development activities (West Side Planning, Central Street Planning, Downtown Plan, renewal of Special Service District #4) continues to support a diverse and stable economic base. BUDGET PREPARATION PROCESS/ STRUCTURAL RECOMMENDATIONS The first task undertaken to close the structural gap was to evaluate service levels, review positions in every department, and review revenues and program expenditures to ensure that we could present a balanced budget to the City Council. From the beginning of our process we estimated that we would have a shortfall of $3.5 million between revenues and expenditures in the General Fund. In order to address this, every department was requested to prepare a budget which limited the growth of non-salary and benefit line items to a zero percent increase. Next, departments were requested to review their programs and services and propose position eliminations and program reductions. I am pleased to say that all departments took this process seriously and submitted alternatives which have resulted in a balanced budget. In order to get to a balanced budget, we had to consider some departmental re-organizations, position eliminations, realignment of service delivery systems, program cuts and an early retirement program. These items will be explained in greater detail later in this message. However, please note that there is not a proposal to close the branch libraries in this budget year. One area that was specifically identified by the City Council during the Budget Policy Committee presentations in October was to transfer the clinical services of the Health Division to community providers, including hospitals and others. We have had meetings with both hospitals and other providers that indicate we will be able to transition certain services of the Health Division clinics to other providers by July 1, 2007. The FY 2007-08 budget is based upon this change occurring. FISCAL YEAR 2007-08 BUDGET OVERVIEW The total budget for the City of Evanston is $188,161,769. This number includes all funds. It represents a total increase of $1,881,304 (1.01%) over the prior year total budget. GENERAL FUND The General Fund is the fund where almost all daily operations of the city are budgeted, excluding fleet, water and sewer services. The General Fund budget for FY 2007-08 is $86,795,362, an increase of $1,010,562 (1.18%) over the FY 2006-07 fiscal year budget. Despite the increasing costs of doing business, such as costs of necessary equipment, supplies and services (electricity costs alone have increased 29% over last year), wage increases for employees, a 6.5% increase in the cost of health insurance and pension cost increases of 11.8%, we have met the Council’s goal of holding the line on expenditures and property taxes. Unlike other surrounding municipalities, we are a full-service city that includes a public library and a parks and recreation department, rather than separate Library and Park Districts. In evaluating our approach to property tax needs, I tried to look at our competitive position as compared to surrounding communities. I am pleased to state that the City of Evanston’s property tax rate is in the middle of the pack. Contrary to what many constituents believe, our tax rate in Evanston, given comparable services, is the median rate for this area. 13 2005 TOTAL PROPERTY TAX RATE COMPARISONS OAK PARK 1.966 ARLINGTON HEIGHTS 1.640 DES PLAINES 1.493 EVANSTON 1.491 SKOKIE 1.442 WILMETTE 1.367 GLENVIEW 1.160 The major issue in the General Fund for this year’s budget is the reorganization of several departments. The changes are outlined herein: Departmental Reorganizations & Service Changes One of our tasks in developing this year’s budget has been to review all 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, especially in the further development of partnerships. The 2007-08 budgets represent the first phase in a multi-year effort to structurally realign the delivery of City services and correct the annual budget deficit. It represents a combination of service reductions, internal reorganization of services and service delivery and implementation of priorities. The examination and review of resources has resulted in a budget that includes the outsourcing of clinical health services, the elimination of two existing departments and the dispersing of the services that those departments have provided to other departments in the organization, and other service modifications. This has resulted in a budget with a reduction in force of 26.77 full-time equivalents (FTEs) and an increase of 9.5 FTEs across various departments, for a net position elimination of 17.27 FTEs. Each of these recommendations is described in more detail below. 1. Health Services Based upon direction from the City Council, staff approached community providers of Health Division services in six areas to determine if those services could be outsourced or shifted to the non-profit sector. While negotiations with these providers are continuing, I am pleased to say that the following family health services can be provided by others through a phase-out of city services between March 1, 2007 and July 1, 2007. The July 1st date will allow the City to fulfill the requirements of all its current State grants. At present the services which will be transitioned to other providers are: • Flu shots are currently available in Evanston from a wide range of private providers, and Evanston Northwestern Healthcare has committed to fill any gap caused by the cessation of City services. • Evanston Northwestern Healthcare will make their outpatient clinic services available to Evanston residents based upon their same ability to pay as other clients. These services will exclude well baby checks. • St. Francis Hospital will make their outpatient clinic services available for residents based upon the same ability to pay as other clients. • Both hospitals will cover the existing City school physical caseload. City staff, representatives from both hospitals, and District 65 staff have already implemented plans to transition those families who currently use Health Department resources to meet school health requirements. • The Cook County Department of Public Health will begin to provide family planning services in Evanston. Discussions with CCDPH are underway to communicate with existing clients and transition service records. • The Cook County Department of Public Health will also assume responsibility for Evanston residents in the State funded Family Case Management home visit program. City, County, and State staff have been working together to ensure a seamless transition of clients. 14 • City staff is currently discussing sexually transmitted disease services with the County with an eye toward transitioning those services as well. City staff will direct residents seeking HIV testing to the other providers serving Evanston. • Laboratory Services which support these clinics will be phased out. Beach water testing will be transferred after the summer of 2007 to the Department of Parks Recreation and Forestry and the Water & Sewer Division laboratory. The transition of the health services to other providers is to be complete by July 1, 2007, consistent with the State of Illinois fiscal year. The Health and Human Services Department will still provide a referral role for the services that are being outsourced, and will continue to provide the following services for FY 2007-08: • Vital Records (birth and death certificates) • Dental Clinic • Food & Environmental Health Services • Infectious disease investigation • Commission on Aging • Mental Health Board • Community Intervention Services These changes result in a reduction in costs of $385,500 net of grant revenues for FY 2007-08, and a permanent reduction in costs of $1,031,100 beginning in FY 2008-09. This change does result in the elimination of 10.47 full-time equivalent positions effective June 30, 2007. This number represents a combination of filled and vacant positions. These positions are shown in the budget for the period March 1 – June 30, 2007, with a full time equivalent of 4.18, which will be shown as a further decrease in the 2008-09 budgets. We are investigating the possibility of some of the new providers utilizing existing Civic Center space. The Health Division will begin a transition period in March 2007 by informing clients of the availability of services beginning July 1, 2007. The Health Division will also continue to provide a referral role for the services that are being outsourced. 2. Human Relations One position, the director, will be eliminated, and the remaining three positions are being absorbed by the City Manager’s Office. All of the services that have been provided by Human Relations (SYEP, Landlord Tenant, EEOC, etc) are being absorbed by the City Manager’s Office and other departments. The City Manager’s Office will also provide staff support to the Human Relations Commission and will insure that our focus on Human Relations remains strong and well-placed. We will work with the Commission to ensure that this transition is smooth. 3. Facilities Management The director position will be eliminated and the remainder of the department will become a new division of the Public Works Department. The Cable TV franchise responsibilities formerly handled by Facilities Management will be absorbed by the City Managers’ Office. Both of these moves are not uncommon among communities and will result in further efficiencies in the provision of services. 4. City Manager’s Office In addition to staffing the Human Relations Commission, this office will assume the Cable Television responsibility, which is a complementary function of our Public Information program. The City Manager’s Office will also include the Emergency Preparedness Manager, a position that is necessary to appropriately prepare for and manage our response to any variety of crises, meet new requirements from the Federal Government, coordinate department responses, and seek grant opportunities. During FY 2006-07, the City received a reimbursable grant of $75,000 to fund the establishment of a centralized program to incorporate environmentally sustainable practices into all aspects of City government. To this end, a position of Sustainable Programs Coordinator has been established. This position is only funded for a one-year 15 period; future years are dependent on securing additional funding through grants and/or other sources. Recruitment for this position is currently underway. The Youth Engagement Program, which includes the addition of a full-time Coordinator, will reside in the City Manager’s Office and coordinate all activities related to the programs approved by the City Council. Each of these additions represents a priority for the organization, which requires cross-departmental coordination that the City Manager’s Office will provide. 5. Office of Management & Budget The Management & Budget Office will undergo reorganization in 2007-08 in order to consolidate and reorganize its functions; making the department more efficient and thus better suited to meeting the business and technology needs of the City. The new Management, Business and Information Systems (MBIS) department (formerly the Office Management & Budget) will continue to supervise Geographic Information Systems (GIS), Administrative Adjudication, and liquor licensing. The Fleet Services Division was shifted to this department during the FY 2006-07. This department will assume the Risk Management function in FY 2007-08. A GIS Analyst position from Water & Sewer will move to GIS to provide more coordinated services. In addition, positions from other departments will be consolidated in this department to assist in the coordination of the Management and Business Information Systems Strategic Plan. The budget function and two Management Analyst positions have moved to the Finance Department, so that the budgeting and accounting functions are in one department. 6. Other position reductions In order to balance the budget, an additional 13.3 (out of 15.3) FTEs were cut from the budget, including positions from the following departments: City Clerk, Management & Budget, Finance, Community Development, Police, Public Works, Human Relations, and Parks/Forestry & Recreation. The total dollar value of these position reductions is $662,900. A listing of position eliminations is contained in Exhibit A. There will be an impact on service delivery due to the elimination of this number of positions, although spread out over the organization. The total city organization cannot absorb position eliminations of this magnitude without an impact on service to the citizens or to the employees who provide service to the citizens. This may result in a slightly longer time necessary to complete certain tasks and to respond to service requests. This is truly a situation where fewer people will be doing the work. 7. New Positions A number of new positions were requested by the departments. While the budget requests were valid, and would aid in our provision of services, most were not affordable due to lack of financial resources. A summary of some of those programs which were requested but are not being recommending are outlined in Exhibit B. However, this budget does include the addition of 9.5 full-time equivalent new positions. These new positions reflect new priorities and necessary re-engineering of our service delivery systems. Positions that are recommended for inclusion in the budget are: City Manager’s Office • Emergency Preparedness Manager (described above) • Youth Coordinator (described above) • Sustainable Programs Coordinator (described above) Management, Business and Information Services Information Technology Project Specialist: In order to move ahead with the Business Process & Technology Group Strategic Plan, an additional position is necessary to move forward to fully utilize information technology. The elimination of other positions in this division makes this a net FTE increase of zero. Additionally, contractual services of $74,100 will be eliminated from the Capital Improvement Program. 16 Community Development / Fire Department Plan Reviewer: This position will primarily handle plan reviews for the areas of fire safety. Formerly, these plan reviews were contracted out. This position will also assist in the re-engineering of the entire permit process; allowing additional flexibility and speed in processing permit applications. This position will be funded by increased fire fees. Police Department Service Desk Officer: This position is an addition of one position to the Police Department. It is the last position addition in a four year plan to civilianize the Service Desk. With this position, the remaining Police Officer assigned to the Service Desk will be reassigned to field operations. The increase in FTEs is offset by a reduction in the Records Bureau. This budget also includes the addition of two contractual female employees for the Police Youth Outreach to work in conjunction with the Youth Engagement Program at a cost of $20,000 in the Police Department’s budget. This will not increase the FTEs since they are contractual employees. Public Works • Transportation Division: A Civil Engineer to process right-of-way permits, including street obstructions, street excavations, and utility permits, and to oversee the issuance of the remaining 1600+ permits the Public Works Department issues each year. This position will allow the Department to work toward a single point of contact for Public Works permits and will result in better customer service and better coordination with Community Development and the issuance of building permits. This position will be cost neutral in that we are recommending that we increase the fees for most Public Work permits so that the fees accurately reflect the cost of their issuance. • Water & Sewer Division: A Plumbing Inspector in the Water Fund to inspect the RPZ valves to insure compliance and provide better coordination with Community Development. This position will perform new work as will as alleviate some of the work load that is currently being handled by Community Development- Building Division. The EPA requires water providers to administer and maintain ongoing backflow prevention and cross connection control programs to protect public water systems from the hazards originating on the premises of their customers that may impair or alter the water in the system. Our current staffing does not allow us to manage this program effectively. Additionally, by law, inspections can only be made by a licensed plumbing inspector. Since the Water division is responsible for this program, it is appropriate to have a Plumbing Inspector working out of this Division. The plumbing inspector would also be able to take over the oversight and inspection of sewer connections and disconnections, storm water detention inspections and the overall review and inspection that relates to private connections of water and sewer to the City’s public water and sewer mains. Library In order to better manage the collection, two positions are to increase from part-time to full-time, and one part- time position added. These positions are part of the Library’s staffing plan to make the Department more comparable to surrounding communities. Fire The Fire Department move one firefighter from the Fire Prevention Bureau back to suppression to help staff the third ambulance for next year beginning in March 2007. General Personnel - Early Retirement Incentive In addition to the changes discussed above, the City Council considered an Early Retirement Incentive (ERI) program for all eligible IMRF employees. Council approved this program during its 2007-08 budget discussions. As indicated in staff presentations to Council earlier this year, informational meetings have been held with eligible employees, and a further cost analysis will be completed. The savings is 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, over a one-year period spanning two fiscal years. 17 REVENUE HIGHLIGHTS Property Taxes: The total property tax levy for all funds is a 3.35% increase. The property tax for the General Fund includes the taxes levied for the Library, the Parks & Recreation Department, and the IMRF Pension. The General Fund portion reflects a 0.67% 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. This amount is a decrease due to efforts of staff to cut costs as much as possible coupled with the Council’s decision to use $500,000 of the moneys received from Northwestern University to support the General Fund. More detail on these moneys is provided later in this letter. The allocation of the General Fund total dollar decrease from $17,091,200 to $16,976,262 is broken down into the following functions that could have a separate tax levy, and shows the net increase or decrease for each portion of the levy: Illinois Municipal Retirement Fund $ 448,200 17.32% decrease Recreation 1,062,300* 13.87% increase Evanston Public Library 411,000* 10.66% increase General Fund-remainder of tax 1,140,038 38.19% decrease * Note: The increases in these functions are both net of other revenues and inclusive of the employer’s share of Social Security and Medicare benefit costs that, prior to 2007- 08, were managed centrally and therefore not reflected in each department’s budget. 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 11.76% for the Fire Pension Fund, and 11.78% for the Police Pension Fund. The increase in the Fire Pension Fund is due primarily to new benefits the firefighters have lobbied for and received over the past few years. This is an unfunded mandate. The remainder of the tax levy is for debt service. 18 2003-2004* 2004-2005* 2005-06 2006-07 2007-08 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 ($1,163,304) -38.19% LESS: 2% LOSSES $77,239 $60,924 $37,658 ($23,266) -38.19% TOTAL $3,784,700 $2,985,300 $1,845,262 ($1,140,038) -38.19% IMRF*** LEVY $1,850,000 $2,640,204 $2,182,857 ($457,347) -17.32% LESS: 2% LOSSES $37,000 $52,804 $43,657 ($9,147) -17.32% TOTAL $1,813,000 $2,587,400 $2,139,200 ($448,200) -17.32% RECREATION**** LEVY $7,535,510 $7,817,857 $8,901,837 $1,083,980 13.87% LESS: 2% LOSSES $150,710 $156,357 $178,037 $21,680 13.87% TOTAL $7,384,800 $7,661,500 $8,723,800 $1,062,300 13.87% LIBRARY**** LEVY $3,793,367 $3,935,714 $4,355,102 $419,388 10.66% LESS: 2% LOSSES $75,867 $78,714 $87,102 $8,388 10.66% TOTAL $3,717,500 $3,857,000 $4,268,000 $411,000 10.66% TOTAL GENERAL FUND LEVY $15,504,388 $16,105,714 $17,040,816 $17,440,000 $17,322,716 ($117,284) -0.67% LESS: 2% LOSSES $310,088 $322,114 $340,816 $348,800 $346,454 ($2,346) -0.67% TOTAL $15,194,300 $15,783,600 $16,700,000 $17,091,200 $16,976,262 ($114,938) -0.67% Comparison with 2006/07 Approved Levy & Previous Three Years FY2007/08 Approved Property Tax Levy FIRE PENSION FUND LEVY $2,625,446 $3,295,798 $3,295,798 $3,811,224 $4,259,460 $448,236 11.76% LESS: 2% LOSSES $52,509 $65,916 $65,916 $76,224 $85,189 $8,965 11.76% TOTAL $2,572,937 $3,229,882 $3,229,882 $3,735,000 $4,174,271 $439,271 11.76% POLICE PENSION FUND LEVY $3,420,846 $4,171,429 $4,171,429 $4,232,653 $4,731,162 $498,509 11.78% LESS: 2% LOSSES $68,417 $83,429 $83,429 $84,653 $94,623 $9,970 11.78% TOTAL $3,352,429 $4,088,000 $4,088,000 $4,148,000 $4,636,539 $488,539 11.78% DEBT SERVICE FUND LEVY $8,263,107 $8,593,632 $8,915,268 $8,915,268 $9,237,356 $322,088 3.61% LESS: 2% LOSSES $165,262 $171,873 $178,305 $178,305 $184,747 $6,442 3.61% TOTAL $8,097,845 $8,421,759 $8,736,963 $8,736,963 $9,052,609 $315,646 3.61% TOTAL ALL FUNDS $21,550,680 $16,060,858 $33,423,311 $34,399,146 $35,550,694 $1,151,548 3.35% LEVY $596,276 $643,331 $668,466 $687,983 $711,013 $23,030 3.35% LESS: 2% LOSSES $29,217,511 $31,523,241 $32,754,845 $33,711,163 $34,839,681 $1,128,518 3.35% Original Original Proposal Proposal 8,000 $ 10,000$ 8,000 $ 10,000 $ 3.35% 3.35%5.47% 5.47% 0.66% 0.66%1.08% 1.08% 52.87 $ 66.08$ $86.31 107.89 $ 0.14 $ 0.18$ $0.24 0.30 $ Per Day Cost % of City Tax Increase % Tax Bill Increase Annual $ Increase on tax bill Tax Bill Total Tax Bill Increase 19 General Fund Revenues: The following are the major changes to the non-property tax revenues in the General Fund: Revenue FY 2007- 08 Revenue Projection Increase or (decrease) from FY 2006-07 Budget Percentage increase or (decrease) Sales Tax $9,000,000 $800,000 9.76% Home Rules Sales Tax $6,030,000 $530,000 9.64% Income Tax $6,200,000 $700,000 12.73% Licenses & permits $6,786,000 ($288,600) (4.08%) Parking Fines $3,300,000 ($490,000) (12.93%) Other State Revenues $ 670,000 ($556,700) (45.38%) Real Estate Transfer $3,930,200 ($125,000) (3.08%) Utility Taxes $8,555,000 $5,000 0.06% Parking Taxes $1,700,000 $200,000 13.33% The reduction in permits is due to the fact that there is no large project similar to Sherman Plaza far enough along in the planning stages to ensure revenues equal to the 2006-07 revenues. The decrease in parking fines is due to the increase of people using the garages and the hooding of many more meters during the construction of large projects. In addition, the Parking Enforcement Officers (PEOs) have been taken off of ticket writing many days to account for a routine shortage of School Crossing Guards. We have addressed this in the final budget by recommending an increase in the number of crossing-guards so as to reduce the need for PEOs to serve as Crossing Guards. The decrease in the Telecommunication Tax is a state wide issue and due to an interpretation by the federal government regarding the taxation of Digital Subscriber Lines (DSL). The State of Illinois is appealing this decision but at this time we do not see a favorable outcome to this matter. Other Revenues – Northwestern University: In 2004 Northwestern University indicated that it would give the City $350,000 for three years. This gift was provided in response to the University’s purchase of 1800 Sherman Avenue. To date, the City has received $700,000 and expects the final $350,000 by summer 2007. During the 2007-08 budget discussions, the City Council decided to use $500,000 of this money to support the General Fund. RECOMMENDED FEE INCREASES 1. Recycling Fee converted to a Sanitation Service Charge 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 recommended an increase of $300,000 to the former recycling charge to provide an incentive for citizens to recycle. Prior to 2007- 08, the recycling charge was $3.72 per month. We believe that promoting recycling means that there should not be a charge to citizens for recycling. Therefore, the 2007-08 budget includes raising this fee to $5.00 per month per household and changing it to an all-encompassing Sanitation Service Charge. This change will result in an increase of $15.36 per household per year. This increase in revenue will bring the total revenue from refuse service charges to $1,000,000 which is about 25% of the total cost of refuse and recycling. The remainder of this cost is borne through property tax. Since one of our strategic visions relates to preserving our natural resources, over the next fiscal year we will investigate ways to acquire the larger 95 gallon recycling bins to encourage greater recycling participation and a reduction of refuse hauled to the limited landfill space. Streets and Sanitation will begin with a pilot program in the first quarter of the fiscal year and evaluate results before expanding the carts citywide. From these efforts we will realize additional revenues and contribute to our efforts to be known as a ‘Green City’. 20 2. Ambulance Fee Ambulance Fee: This fee will increase from $300.00 for residents to $350.00; and from $400.00 to $450.00 for non-residents. This will produce an additional $50,000 in revenue and allow us to seek maximum Medicare reimbursements. 3. Construction Fees We have also revised the fees in the Water & Sewer Division Transportation and Community Development (fire safety items), which we project will generate approximately $200,000 and cover the costs of new employees to complete the work. 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: Current 2007-08 Budget $ 86,795,362 FY 2006-07 Adopted Budget $ 85,784,800 Total Expenditure Increase $ 1,010,562 1.18% Increase The following is a listing of the expenditures in the General Fund that have increased as a result of labor contacts, state mandates, utility costs, and other equipment & supplies. Changes in the General Fund Salaries and Wages net New Positions and Position Reductions $ 920,970 Overtime $ (261,900) Benefits (IMRF, Social Security, Medicare) $ (829,200) Health Insurance $ 528,800 Utilities $ 198,100 Subtotal $ 556,670 0.65% Increased Other Costs $ 453,892 0.53% Total Change $1,010,562 1.18% The remaining minor increase was achieved through reductions in departmental operating budgets. The City continues to be in the position where it is required to do more with less. This means a reduction in the funds available to purchase required goods and services, due to the increasing costs of those purchases. As a comparison the City of Evanston uses the Municipal Price Index (MPI) 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. Last year the MPI increased 4.0% compared to an increase of 2.4% in the Consumer Price Index (CPI). As you can see, the City budget increase is well below both indices. Mental Health Board For the 2007-08 budget, the Mental Health Board requested an additional $15,000 above the 2006-07 appropriation of $829,000. This additional $15,000 was requested to provide or increase Board funding to selected agencies. Two of the agencies were not funded in 2006-07 budget: Youth Job Center and YMCA Evanston/North Shore. The agencies that were requested to have additional funding were: Evanston Community Defender, North Shore Senior Center, SHORE: Community Services, Thresholds, and Trilogy. The 21 Council approved this funding increase during the 2007-08 budget discussions, increasing the Mental Health Board funding to $844,000. Evanston Arts Council For the 2007-08 budget, the Evanston Arts Council proposed the hiring of a full-time Corporate Sponsorship Account Representative to secure funding for Arts Council/Cultural Arts Division activities. The position would be responsible for identifying, cultivating, soliciting, and managing relationships with businesses in Evanston and the larger area who wish to support the arts in Evanston. The position was proposed to be full-time with salary, benefits, and a 10% commission on sales. The City Council approved this request as a contractual position with an expenditure budget of $56,000 and a revenue projection of $56,000 for the 2007-08 fiscal year. REVIEW OF OTHER FUNDS Water and Sewer Funds: Revenues and expenses reflected in the 2007/08 Water and Sewer Fund budgets are consistent with the recently completed Cost of Service Studies. No increase in either the Water rate or the Sewer rate is necessary. Revenues for the Sewer Fund are based on estimated water sales to Evanston residents. Revenues for the Water Fund include the estimated revenues from the sale of water to the Northwest Water Commission and the Village of Skokie. The recent financial forecast prepared by an outside consultant indicates that both Water and Sewer Fund Balance Reserves are essential to finance the Capital Improvement Programs in both funds. Fleet Service Fund: The Fleet Service Fund is stable and will require no additional General Fund subsidy. For the upcoming budget year, new equipment purchases will be limited to $987,000. FUTURE STRUCTURAL ADJUSTMENTS Balancing the FY 2007-08 budget is not the end of the fiscal challenges facing the City. We will be required to look at other structural issues for the General Fund for the next two to three years, at a minimum. When the TIF districts begin to terminate in two to three years, we must capture the increment by revising the manner in which taxes are levied. Part of the discussion regarding the termination of TIF districts will need to include the two school districts, which will also benefit from the increment. From that increment, we should consider whether the City continues to fund services the City currently provides for the school districts such as School Crossing Guards, and the Police School Resource Team. We need to leverage our existing assets and continue to pursue public/private partnerships. All services must be reviewed to see if other community agencies are providing similar services and determine if the City needs to continue to provide the service. We should only consider a new program after we have determined that no other agency in the community is providing the service. It may be more cost efficient for the City to provide a scholarship for individuals to participate than to fund the program. We must get back to core services. The second and third year of my budget program will include a number of staff initiatives, as well. We will examine outsourcing services and/or programs to determine if they can be provided more efficiently both in terms of costs, service delivery and customer service. We will continue our review of departmental structure, services, and costs, building on the program reviews presented to the Council over the summer. Position vacancies will be reviewed for streamlining and re-engineering potential. Staff will prepare a prepare a three to five year General Fund budget projection over the next six months that will enable the City Council to make some policy decisions about services. It is clear to me that although we have made significant service reductions for the upcoming year, more service cuts will be required in the future if property taxes are to be held to an inflationary increase in future years. CONCLUSION I would like to thank the department heads 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 22 resources. The citizens of Evanston should be proud of the dedication and commitment each member of this organization has to this community. Preparation of the 2007-08 budget has been a very difficult process but all of the staff has participated in a professional manner which I have come to appreciate during my two years in Evanston. Each employee affected by the reduction in force has provided good and valuable service to this community and I thank each and every one them. The 2007-08 budget represents an effort to begin to reduce the structural financial gap that has affected this City for years. The changes presented herein are difficult but necessary to begin our corrective measures. Substantially all services, including Human Relations and Facilities Management, will be provided by other City departments and substantially all Health Services affected by the final budget will be available by either the private sector or other governmental agencies. I would also like to thank the department heads and those who assisted in the development of this budget document. In particular, I express my deep gratitude to Patrick Casey, Director of Management, Business and Information Services, Matthew Grady, Director of Finance, Judith Aiello, Assistant City Manager, Rolanda Russell, Assistant City Manager, Judith Witt, Director of Human Resources, Herbert Hill, First Assistant Corporation Counsel, Anita Patel, Management Analyst, Michael Wheeler, Management Analyst, Ann Pool, Management Analyst, and Anna Kate Bishop, Administrative Assistant for all of their efforts in preparing this document. Very truly yours, Julia A. Carroll City Manager 23 EXHIBIT A POSITION ELIMINATIONS FY2007-08 BUDGET Effective March 1, 2007 Department/Division Position Title FTE City Clerk’s Office Clerk III 1.0 Management & Budget Assistant UNIX Administrator 0.5 Telecommunications Coordinator 1.0 PT Administrative Aide 0.8 Executive Secretary 1.0 Finance Payroll Assistant 1.0 Facilities Management Director 1.0 Community Development Property Maintenance Inspector I 1.0 Police Records Input Operator 1.0 Public Works Parking Enforcement Coordinator 1.0 Equipment Operator II 1.0 Equipment Operator II 1.0 Public Works Maintenance Worker II 1.0 Human Relations Director 1.0 Parks/Forestry & Recreation Recreation Program Manager 1.0 Noyes Center Coordinator 1.0 Parks/Forestry Worker II 1.0 Total 16.3 Effective July 1, 2007 Health & Human Services Department/Division Position Title FTE Family Health Public Health Nurse 2.34 Public Health Nursing Supervisor 0.67 Nurse’s Assistant 0.67 Vision/Hearing Technician 0.67 Clerk II 0.67 Information Systems Clerk 0.67 Secretary II 0.67 Clinic Physician 0.6 Infectious Disease Control AIDS/HIV Counselor 0.5 Public Health Nurse 0.67 Clerk Typist I 0.67 Laboratory Laboratory Supervisor 0.67 Microbiologist 0.33 Adult Health Public Health Nurse 0.67 Total 10.47 24 EXHIBIT B The following is a listing of program cost increases that were submitted for the 2007-08 budget that are not included in the final budget document. The total amount of the proposed increase in program cost by department is provided in the following table. The detail for each line item immediately follows. Program Summary: Department Program Amount of Requested Increase Human Relations Year-Round Youth Employment Program $ 87,750 Parks/Forestry & Recreation Five Star Enrichment Program $ 65,200 Total Proposed Program Increases: $152,950 Program Detail: • Year-Round Youth Employment Program: For the 2007-08 budget, the Department of Human Relations proposed having Evanston youth employed by the City as interns/assistants for the entire calendar year. This program had an estimated cost of $87,750 and would allow for up to 10 positions that would be made available for private or public organizations (e.g. the City or other Evanston businesses or non profit organizations). Original Request: $87,750 Amount of Reduction: (87,750) Net Request: $ 0 • Five Star Enrichment Program: For the 2007-08 proposed budget, the Department of Parks/Forestry and Recreation requested the addition of the Five Star Enrichment Program. The program will provide recreational and educational enrichment activities to children ages 4-5. This is a full day program that runs year round. Revenues are projected to be $67,500 based on enrollment of 15 participants. Original Request: $65,200 Amount of Reduction: (65,200) Net Request: $ 0 25 26 City of Evanston 2007-2008 Approved 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 FY2008 is $188,161,769 prior to interfund transfers. This represents an increase of $1,881,304 or 1.01%. 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. As revenues continue to grow at a slower pace than expenditures, governmental entities must determine methods to address this gap. 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 2007-2008 is $86,795,362. This represents an increase of $1,010,562 or 1.18% in expenditures. 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 appoved property tax levy is $34,839,681. This is an increase of $1,128,518 or 3.35%. The General Fund portion of the levy decreases by $114,938 from $17,091,200 27 to $16,976,262. The property tax continues to make up the largest percentage 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 9,000,000. This is an $800,000 or 10% increase in state sales tax revenues. This is an indication of growth in the economy. 3. Home Rule Sales Tax: Projections show $5,800,000 of this revenue source for the General Fund. This is a $300,000 or 5% increase in revenues. Once again the revenue has increased slightly due to the economic rebound. 4. State Income Tax: State income tax revenues are expected to increase by 11%, bringing the projected revenue to $6,100,000. This increase is due to the economic rebound. 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 FY2007-2008, these are projected to total $8,555,000, which is an increase of $5,000. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is expected to decrease by $125,000 from $4,055,200 to $3,930,200 for FY2007/08. It is expected that the City’s housing inventory will not sustain the high volume of sales that were projected the last few years. 7. Vehicle Licenses: Vehicle license fees are expected to remain at $2,200,000 this year. 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 $7,665,300 in revenues, a decrease of $217,100 over the prior year. The main reason for the decrease is an anticipated drop of $255,000 in building permit revenue. 9. Fines and Forfeitures: Parking ticket, regular and other fine revenues are expected to decrease by $430,000 to $4,162,000. This decrease is partially attributed to a projected decrease in parking tickets in the amount of $490,000. The anticipated decrease in parking revenues can be attributed mainly to factors such as a recent trend in parking compliance due to garage parking availability. 10. Service Charges Service charges are scheduled to increase by $687,900. Included in the adopted budget is an increase in the recycling/refuse collection fee from $3.72 per month to $5.00, which adds $341,200. Recreation fees are scheduled to increase 3-5% resulting in an $110,600 increase in revenue projections. An increase in ambulance transport fees along with improvement in the collection rate on ambulance billings has resulted in a revised revenue increase of $180,000. 28 11. State and Federal Aid State and federal aid revenues will decline as a result of grant funding term completions and the elimination of health services, which were partially grant funded. A decrease of $581,600 in state and federal aid is projected for FY 07-08. V. Other Funds Motor Fuel Tax Fund Spending for the fund is budgeted at $2,552,500 in FY2008. This is an increase of $280,000 from the FY2007 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 FY2007/08 are $2,257,800, an increase of $521,100. Projected revenues are $1,100,000, a decrease of $54,780. This includes wireless surcharge revenue of $260,000. Community Development Block Grant Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The amount for FY2007/08 is $2,234,271 for Community Development related programs, a decrease of $22,369 from FY2006/07 funding. Economic Development Fund Expenditures from the Economic Development Fund are budgeted to be $1,769,200 for FY2008. Revenues for this fund are generated from Hotel and Amusement Taxes. Housing Fund The Mayor’s Special Housing Fund seeks to support housing related programs as adopted by the City Council. The FY2007/08 budget is $30,000, a decrease of $160,000. 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 2008 budgeted expenditures are $550,878, a decrease of $106,322 or 16% from last year. The decrease is primarily due to the payment of debt services cost for the Series 2002A and 2002B bonds transferring to the Sherman Plaza Garage Fund. 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. FY2008 budgeted expenditures for this fund are $438,563. This is a decrease in the budget of $39,037. 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 $3,395 in projected expenditures brings the fiscal year 2008 budget for this fund to $832,095. 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 $892,635, an increase of $576,835. 29 Debt Service Fund The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2006 levy, almost all of which will be collected in the 2007-08 fiscal year. The expenditures for the general obligation bonds represent debt service payments due in fiscal year 2007-08. 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. The debt service payments budgeted in this fund was due in FY 2007. In FY 2006-07, the City issued $10,290,000 Series 2006 general obligation bonds. Proceeds are being used to finance the Capital Improvement program. Total budgeted expenditures are $9,910,643. 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 $11,636,829 for FY 2008. This is an increase of $1,164,714 which is due primarily to early payment of principal for the Series 2000C bond issuance. 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 $15,450. This does not include a transfer of $114,793 to the general fund. Sherman Plaza Garage Fund The Sherman Plaza Garage opened in June 2006. During FY 2007-08, the operating expenses for the garage are projected to be $6,559,700. 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 2007/08 will be $6,770,300. Parking System Fund The Parking System Fund has anticipated expenditures of $3,777,600. This is an increase of $84,800 and is inclusive of capital outlay, debt service, and transfers to the General Fund. Revenues are projected to be $3,457,200. 30 Water Fund The Water Fund is expected to have total expenditures of $13,548,200 which represents a decrease of $154,600 or 1%. Water Fund revenues are expected to decrease by $192,400 over the FY 06/07 appropriation; however, FY 07-08 projected revenues are slightly higher than FY 06/07 estimated actual expenditures. The decrease in projections is based on the results of a Cost of Service Study, which demonstrated that revenue projections were higher than actual water sales. No water rate increase is proposed for FY 2007/08. Sewer Fund Budgeted expenditures for FY 07/08 are projected to be $16,442,300. This is a decrease of $206,700 or 1%. FY 2008 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 FY2008 are $4,399,300. This is a 15% decrease totaling $758,800. This year, no new bond sale is proposed for vehicles and all outstanding debt has been paid. Insurance Fund Fiscal year 2008 budgeted expenditures for the Insurance Fund increases by $1,299,500 to $3,350,000 as a result of the settlement of long standing open cases. 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. Actuarially determined funding requirements indicate that a $588,300 or 11.4% increase in funding requirements is necessary for FY 2008, making the budgeted amount $5,750,300. Presently, this fund is budgeted to levy for $4,174,271, which translates into an 11.76% increase in the property tax levy. 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. Actuarially determined funding requirements indicate that an $889,300 or 14.8% increase in funding requirements is necessary for FY2008, making the budgeted amount $6,872,800. Presently, this fund is budgeted to levy for $4,636,539, which translates into an 11.78% increase in the property tax levy. VI. Conclusions The 2007-2008 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. 31 32 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. 5675 8PagerS.indd, Spread 1 of 4 - Pages (8, 1) 5/11/06 11:20 AM COE8pagerSpreads.indd 1COE8pagerSpreads.indd 1 5/15/06 12:06:59 PM5/15/06 12:06:59 PM 33 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. 5675 8PagerS.indd, Spread 2 of 4 - Pages (2, 7) 5/11/06 11:20 AM COE8pagerSpreads.indd 2COE8pagerSpreads.indd 2 5/15/06 12:08:31 PM5/15/06 12:08:31 PM 34 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. 5675 8PagerS.indd, Spread 3 of 4 - Pages (6, 3) 5/11/06 11:20 AM COE8pagerSpreads.indd 3COE8pagerSpreads.indd 3 5/15/06 12:11:56 PM5/15/06 12:11:56 PM 35 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. 5675 8PagerS.indd, Spread 4 of 4 - Pages (4, 5) 5/11/06 11:20 AM COE8pagerSpreads.indd 4COE8pagerSpreads.indd 4 5/15/06 12:12:11 PM5/15/06 12:12:11 PM 36 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. 5675 8PagerS.indd, Spread 4 of 4 - Pages (4, 5) 5/11/06 11:20 AM COE8pagerSpreads.indd 4COE8pagerSpreads.indd 4 5/15/06 12:12:11 PM5/15/06 12:12:11 PM 37 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. 5675 8PagerS.indd, Spread 3 of 4 - Pages (6, 3) 5/11/06 11:20 AM COE8pagerSpreads.indd 3COE8pagerSpreads.indd 3 5/15/06 12:11:56 PM5/15/06 12:11:56 PM 38 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. 5675 8PagerS.indd, Spread 2 of 4 - Pages (2, 7) 5/11/06 11:20 AM COE8pagerSpreads.indd 2COE8pagerSpreads.indd 2 5/15/06 12:08:31 PM5/15/06 12:08:31 PM 39 MISSION: The City of Evanston is committed to promoting the highest quality of life for all residents by providing ﬁ scally-sound, responsive municipal services and delivering those services equitably, professionally with the highest degree of integrity. Neighborhood Vision “Evanston will maintain and build upon the uniqueness and strengths of its neighborhoods and parks. We will provide a high quality of life for all members of our diverse population.” G o a l E l e v e n :Goal Eleven: Define Evanston neighborhoods and ensure that they are safe, clean, and attractive. Objectives: 11A: Deﬁ ne neighborhood unit and develop an inventory of organizational resources, assets and needs. 11B: Identify existing service gaps, opportunities and threats. 11C: Develop an action plan to incorporate more multi-generational features in our parks, recreational programs and facilities. 11D: Respond effectively and efﬁ ciently to the identiﬁ ed needs of Evanston neighborhoods. 11E: Evaluate and refine public safety strategies to promote a safe environment throughout the community’s neighborhoods. Social Programs Vision Social Programs Vision “Evanston is a socially-conscious and active City. We will address the social needs of all our citizens where additional help and support is required.” G o a l Tw e l v e :Goal Twelve: Provide opportunities for and engage Evanston youth and young adults to become active and productive citizens of the Evanston community. Objectives: 12A: Assess youth and young adult services and develop recommendations to address service gaps. 12B: Partner with others to increase participation and interest of youth and young adults. 12C: Address the recreational needs of youth and young adults. G o a l T h i r t e e n :Goal Thirteen: Strive to ensure that all Evanston residents have access to healthcare as well as basic food, housing and shelter. Objectives: 13A: Regularly assess community health and wellness and the need for human services. 13B: Assess the effectiveness and responsiveness of human services programs. 13C: Support and promote a collaborative network of human services programs in Evanston. Strengthening Community Creating the most livable city in America The Evanston City Council unanimously approved the Evanston Strategic Plan on March 27, 2006. A Strategic Plan deﬁ nes where our organization is going, how we are going to get there and measures success over time. It ensures the most effective use of the organization’s limited resources by focusing those resources on key priorities. The Evanston Strategic Plan was developed over a nine-month period that included public meet- ings involving the City Council, City staff and many of the citizens of Evanston. It is the framework by which the City organization will provide services and programs over the next ﬁ ve years to all members of our community. 5675 8PagerS.indd, Spread 1 of 4 - Pages (8, 1) 5/11/06 11:20 AM COE8pagerSpreads.indd 1COE8pagerSpreads.indd 1 5/15/06 12:06:59 PM5/15/06 12:06:59 PM 40 PART II CHARTS AND SUMMARIES 41 42 Residents Mayor City Council Advisory Boards and Commissions City Clerk City Manager Finance Public Works Human Resources Law Community Development Fire Facilities Management Library Health & Human Services Police Parks/Forestry & Recreation Human Relations 43 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 44 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 437,104 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 Municipality Parking Utility Number of Parking Meters on Streets 1,671 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 720 Space Rentals and Free Spaces 1,268 Municipal Services and Facilities Capacity of Parking Garages 2,653 Miles of Streets 147 Number of Parking Garages 3 Miles of Alleys 76 Number of Sewers 169 Municipality 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 109 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 162 Number of School Crossing Guards 38 Number of Parking Enforcement Officers 16 45 46 MONTH ACTIVITY August 1, 2006 - August 11, 2006 Assemble Budget Manuals August 14, 2006 Budget Kickoff Monday, September 18, 2006 Mid-Year Budget Review - 2007/08 Preview for Council September 1, 2006 Deadline for Revenue Worksheet Submissions September 25, 2006 Deadline for all Budget Submissions (BES and Text) September 29, 2006 Preliminary Report of Budget Requests October 2, 2006 - November 3, 2006 Budget Review Teams, Reports to CMO November 6, 2006 - December 1, 2006 Final Balancing for Budget Proposal October 16, 2006 Initial Design for Proposed Budget Cover November 1, 2006 Quote Information to Printers - RFQ for Proposed December 1, 2006 City Manager Prepares Transmittal Memo December 4, 2006 Final Balancing Meeting with City Manager December 18, 2006 Proposed Budget Book to Printer December 29, 2006 Proposed Budget Books to Council January 6, 20, 27, 2007 Saturday Budget Workshops January 31, 2007 Additional Budget Workshop Monday, February 5, 2007 Public Hearing FY 2007/08 Budget Monday, February 12 & 19, 2007 Additional Budget Workshops Monday, February 26, 2007 Final City Council Meeting for Approval of Budget March 15, 2007 City Council Changes entered into Budget May 18, 2007 Printing, Binding, and Distribution of City Budget City of Evanston Budget Calendar Fiscal Year 2007 - 2008 47 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 2007/2008 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. 48 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. 49 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 Pension Trust: Firefighters’ Pension, Police Pension 50 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. 51 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) 52 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 53 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 54 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. 55 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. Mayor’s Special Housing Fund - to account for costs associated with housing related programs of the City. 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. 56 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. Sherman Plaza Garage Fund - to account for the provision of the public parking facility 57 City of Evanston Fund Descriptions 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. 58 Summary - All Funds ( prior to interfund transfers ) Southwest TIF 0.47% Debt Service G.O. Bonds 5.78% Sewer 8.75% Sherman Avenue Garage Fund 3.49% Southwest II TIF 0.44% Water 7.21% Parking 2.01% Special Service District 0.23% Washington National TIF 0.64% Fleet 2.34% Insurance 1.78% CDBG 1.19% Motor Fuel 1.36% Emergency Telephone 1.20% Police Pension 3.66% Fire Pension 3.06% Downtown II TIF 6.19% Economic Development 0.94% General 46.16% Maple Avenue Garage Fund 3.60%Housing Fund 0.02% 59 Fund 2006-07 Appropriation 2007-08 Approved Appropriation Net Change Percent Change General 85,784,800$ 86,795,362$ 1,010,562$ 1.18% Parking 3,692,800$ 3,777,600$ 84,800$ 2.30% Water 13,702,800$ 13,548,200$ (154,600)$ -1.13% Fire Pension 5,162,000$ 5,750,300$ 588,300$ 11.40% Police Pension 5,983,500$ 6,872,800$ 889,300$ 14.86% Emergency Telephone 1,736,700$ 2,257,800$ 521,100$ 30.01% Motor Fuel 2,272,500$ 2,552,500$ 280,000$ 12.32% CDBG 2,256,640$ 2,234,271$ (22,369)$ -0.99% Insurance 2,050,500$ 3,350,000$ 1,299,500$ 63.37% Fleet 5,158,100$ 4,399,300$ (758,800)$ -14.71% Washington National TIF 10,225,200$ 1,195,678$ (9,029,522)$ -88.31% Special Service District 477,600$ 438,563$ (39,037)$ -8.17% Southwest II TIF 828,700$ 832,095$ 3,395$ 0.41% Southwest TIF 315,800$ 892,635$ 576,835$ 182.66% Debt Service (G.O. Bonds) 10,554,210$ 9,910,643$ (643,567)$ -6.10% Downtown II TIF 10,472,115$ 11,636,829$ 1,164,714$ 11.12% Economic Development 1,515,400$ 1,769,200$ 253,800$ 16.75% Sewer 16,649,000$ 16,442,300$ (206,700)$ -1.24% Sherman Avenue Garage Fund -$ 6,559,700$ 6,559,700$ - Maple Avenue Garage Fund 7,252,100$ 6,770,300$ (481,800)$ -6.64% Housing Fund 190,000$ 30,000$ (160,000)$ -84.21% Howard/Ridge TIF -$ 130,243$ 130,243$ - West Evanston TIF -$ 15,450$ 15,450$ - Total All Funds 186,280,465$ 188,161,769$ 1,881,304$ 1.01% 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 2006-07. All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of (Prior to Interfund Transfers) 2006-07 vs. 2007-08 60 Fund 2006-07 Net Appropriation 2007-08 Approved Appropriation Less Transfers to Other Funds 2007-08 Approved Net Appropriation Net Change Percent Change General 79,192,000$ 86,795,362$ 6,545,200$ 80,250,162$ 1,058,162$ 1.34% Parking 2,869,500$ 3,777,600$ 714,300$ 3,063,300$ 193,800$ 6.75% Water 9,475,600$ 13,548,200$ 3,789,400$ 9,758,800$ 283,200$ 2.99% Fire Pension 5,162,000$ 5,750,300$ -$ 5,750,300$ 588,300$ 11.40% Police Pension 5,983,500$ 6,872,800$ -$ 6,872,800$ 889,300$ 14.86% Emergency Telephone 1,557,700$ 2,257,800$ 126,000$ 2,131,800$ 574,100$ 36.86% Motor Fuel 1,500,000$ 2,552,500$ 772,500$ 1,780,000$ 280,000$ 18.67% CDBG 1,347,140$ 2,234,271$ 782,634$ 1,451,637$ 104,497$ 7.76% Insurance 2,050,500$ 3,350,000$ -$ 3,350,000$ 1,299,500$ 63.37% Fleet 4,986,600$ 4,399,300$ -$ 4,399,300$ (587,300)$ -11.78% Washington National TIF 10,080,400$ 1,195,678$ 644,800$ 550,878$ (9,529,522)$ -94.54% Special Service District 477,600$ 438,563$ -$ 438,563$ (39,037)$ -8.17% Southwest II (Howard-Hartrey) TIF 693,700$ 832,095$ 135,000$ 697,095$ 3,395$ 0.49% Southwest TIF 292,800$ 892,635$ 23,000$ 869,635$ 576,835$ 197.01% Debt Service (G.O. Bonds) 10,554,210$ 9,910,643$ -$ 9,910,643$ (643,567)$ -6.10% Downtown II TIF 4,799,800$ 11,636,829$ 6,797,829$ 4,839,000$ 39,200$ 0.82% Economic Development 465,400$ 1,769,200$ 1,040,000$ 729,200$ 263,800$ 56.68% Sewer 15,846,800$ 16,442,300$ 672,400$ 15,769,900$ (76,900)$ -0.49% Sherman Avenue Garage Fund -$ 6,559,700$ 42,000$ 6,517,700$ 6,517,700$ - Maple Avenue Garage Fund 7,209,100$ 6,770,300$ 43,000$ 6,727,300$ (481,800)$ -6.68% Housing Fund 158,200$ 30,000$ 31,800$ (1,800)$ (160,000)$ -101.14% Howard/Ridge TIF -$ 130,243$ 114,793$ 15,450$ 15,450$ - West Evanston TIF -$ 15,450$ -$ 15,450$ 15,450$ - Total All Funds 164,702,550$ 188,161,769$ 22,274,656$ 165,887,113$ 1,184,563$ 0.72% * This summary does not include $800,000 transferred to the General Fund from the Capital Improvement Program or $32,700 transferred from the HOME fund. 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 2007-08 City Budget. The total for each fund is compared with that of the approved FY 2006-07. 61 General Fund Various 62305 Accounts Transfer to Fleet Service Fund $4,317,800 2690.68305 Debt Service - Recycling and Vehicle $127,400 1610.66020 Transfer to Insurance Fund $1,900,000 1615.66020 To Capital Improvements $200,000 Total General Fund Transfers $6,545,200 Parking Systems Fund 7005, 7015.62305 Transfer to Fleet Service Fund $111,800 7005, 7025.62675 Transfer to General Fund for Pension $0 7015, 7025.66132 Transfer to General Fund for Insurance $85,300 7050.62685 Transfer to General Fund for Administrative Expense $489,400 7050.66134 To General Fund for Parking Lot Maintenance $27,800 Total Parking Systems Fund Transfers $714,300 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 5150.62675 Transfer to General Fund for Pension $0 Total Emergency Telephone System Fund Transfers $126,000 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 CDBG Fund Various CDBG Accounts Transfer to General Fund for Pension, Health & Life Ins. $0 Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $782,634 Total CDBG Fund Transfers $782,634 HOME Fund 5450.61455 Transfer to General Fund for Salary $32,700 Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $0 Total HOME Fund Transfers $32,700 Sherman Plaza Garage Fund 6900.66131 Transfer to General Fund for Insurance $42,000 MAPLE Garage Fund 7000.66132 Transfer to General Fund for Insurance $43,000 Water Fund 7100, 7115, 7120.62305 Transfer to Fleet Services Fund $331,200 7100, 7105, 7110, 7115, 7120.62675 Transfer to General Fund for Pension $0 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 Total Water Fund Transfers $3,789,400 Analysis of Appropriations for Transfers to Other Funds FY 2007-2008 Approved Budget 62 Economic Development Fund 5300.66131 Transfer to General Fund $390,000 5300.62675 Transfer to General Fund for Pension $0 5300.66127 Transfer to Maple Avenue Garage Fund $650,000 Total Economic Development Fund Transfers $1,040,000 Sewer Fund 7400.62305 Transfer to Fleet Service Fund $258,600 7410.62675 Transfer to General Fund for Pension $0 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 Capital Improvement Fund 416051 Transfer to General Fund for Engineering for Capital Projects $300,000 416051.66131 Transfer to General Fund - Northwestern University Contributions $500,000 Total Capital Improvement Fund Transfers $800,000 Housing Fund (special assessment) Transfer to General Fund for Administrative Expense $31,800 TIF Funds 5800.62685 To General Fund From Downtown II Expense $325,000 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 $500,000 5470.62685 To General Fund From Washington National TIF $144,800 5500.62685 To General Fund From Howard Hartrey TIF $135,000 5540.62685 To General Fund From Southwest TIF $23,000 5860.66131 To General Fund From Howard Ridge TIF $114,793 Total TIF Transfers $7,715,422 Grand Total Transfers $23,107,356 63 Fu n d FY 2 0 0 7 - 0 8 Es t . B e g i n n i n g Fu n d B a l a n c e FY 2 0 0 7 - 0 8 Bu d g e t e d Re v e n u e s FY 2 0 0 7 - 0 8 Bu d g e t e d Ex p e n d i t u r e s FY 2 0 0 7 - 0 8 Su r p l u s (D e f i c i t ) FY 2 0 0 7 - 0 8 Es t . E n d i n g Fu n d B a l a n c e Fu n d B a l a n c e as a % o f Ex p e n d i t u r e s Fu n d B a l a n c e Re s e r v e P o l i c y Ge n e r a l F u n d 1 8 , 4 4 2 , 0 5 4 $ $ 8 6 , 7 9 5 , 3 6 2 $ 8 6 , 7 9 5 , 3 6 2 $ 0 $ 1 8 , 4 4 2 , 0 5 4 2 1 % 1 3 . 3 % Pa r k i n g S y s t e m F u n d 2 , 1 8 2 , 0 0 5 $ $ 3 , 4 5 7 , 2 0 0 3 , 7 7 7 , 6 0 0 $ ( $ 3 2 0 , 4 0 0 ) $ 1 , 8 6 1 , 6 0 5 4 9 % 1 5 . 0 % Wa t e r 8 1 0 , 3 4 9 $ $ 1 3 , 5 4 8 , 2 0 0 1 3 , 5 4 8 , 2 0 0 $ $ 0 $ 8 1 0 , 3 4 9 6 % 1 5 . 0 % Em e r g e n c y T e l e p h o n e F u n d 2 , 3 3 5 , 6 7 7 $ $ 1 , 1 0 0 , 0 0 0 2 , 2 5 7 , 8 0 0 $ ( $ 1 , 1 5 7 , 8 0 0 ) $ 1 , 1 7 7 , 8 7 7 5 2 % N / A Mo t o r F u e l T a x F u n d - $ $ 2 , 6 9 5 , 6 4 3 2 , 5 5 2 , 5 0 0 $ $ 1 4 3 , 1 4 3 $ 1 4 3 , 1 4 3 6 % N / A CD B G - $ $ 2 , 2 3 4 , 2 7 1 $ 2 , 2 3 4 , 2 7 1 $ 0 $ 0 0 % N / A In s u r a n c e 4 5 9 , 4 2 7 $ $ 3 , 9 1 0 , 0 0 0 3 , 3 5 0 , 0 0 0 $ $ 5 6 0 , 0 0 0 $ 1 , 0 1 9 , 4 2 7 3 0 % N / A Fl e e t S e r v i c e ( 2 6 , 9 8 4 ) $ $ 5 , 2 0 4 , 4 0 0 4 , 3 9 9 , 3 0 0 $ $ 8 0 5 , 1 0 0 $ 7 7 8 , 1 1 6 1 8 % N / A Wa s h i n g t o n N a t i o n a l T I F 2 , 8 3 1 , 6 4 5 $ $ 1 , 7 7 0 , 0 0 0 1 , 1 9 5 , 6 7 8 $ $ 5 7 4 , 3 2 2 $ 3 , 4 0 5 , 9 6 7 2 8 5 % N / A Sp e c i a l S e r v i c e D i s t r i c t # 5 9 , 3 7 5 $ $ 4 3 9 , 4 0 0 4 3 8 , 5 6 3 $ $ 8 3 7 $ 1 0 , 2 1 2 2 % N / A Ho w a r d H a r t r e y T I F 2 , 3 2 7 , 6 7 0 $ $ 1 , 2 9 0 , 0 0 0 8 3 2 , 0 9 5 $ $ 4 5 7 , 9 0 5 $ 2 , 7 8 5 , 5 7 5 3 3 5 % N / A So u t h w e s t T I F 3 3 9 , 9 2 6 $ $ 6 1 0 , 0 0 0 8 9 2 , 6 3 5 $ ( $ 2 8 2 , 6 3 5 ) $ 5 7 , 2 9 1 6 % N / A De b t S e r v i c e ( G . O . B o n d s ) 1 , 0 2 2 , 8 9 4 $ $ 9 , 8 7 4 , 1 4 4 9 , 9 1 0 , 6 4 3 $ ( $ 3 6 , 4 9 9 ) $ 9 8 6 , 3 9 5 1 0 % N / A Do w n t o w n I I T I F 2 , 0 6 9 , 7 8 8 $ $ 9 , 6 2 0 , 0 0 0 1 1 , 6 3 6 , 8 2 9 $ ( $ 2 , 0 1 6 , 8 2 9 ) $ 5 2 , 9 5 9 0 % N / A Ec o n o m i c D e v e l o p m e n t F u n d 1 , 3 4 1 , 8 1 8 $ $ 1 , 5 0 0 , 0 0 0 1 , 7 6 9 , 2 0 0 $ ( $ 2 6 9 , 2 0 0 ) $ 1 , 0 7 2 , 6 1 8 6 1 % N / A Se w e r 1 0 , 5 6 5 , 9 4 9 $ $ 1 6 , 4 4 2 , 3 0 0 1 6 , 4 4 2 , 3 0 0 $ $ 0 $ 1 0 , 5 6 5 , 9 4 9 6 4 % 1 5 . 0 % Ho u s i n g F u n d 1 9 3 , 7 0 3 $ $ 4 0 , 0 0 0 3 0 , 0 0 0 $ $ 1 0 , 0 0 0 $ 2 0 3 , 7 0 3 6 7 9 % N / A Ma p l e A v e n u e G a r a g e F u n d 5 , 0 3 6 , 0 5 8 $ $ 6 , 4 6 7 , 3 0 0 6 , 7 7 0 , 3 0 0 $ ( $ 3 0 3 , 0 0 0 ) $ 4 , 7 3 3 , 0 5 8 7 0 % 1 5 . 0 % Sh e r m a n A v e n u e G a r a g e F u n d 1 , 1 7 9 , 7 7 1 $ $ 5 , 3 7 9 , 9 2 9 6 , 5 5 9 , 7 0 0 $ ( $ 1 , 1 7 9 , 7 7 1 ) $ 0 0 % 1 5 . 0 % Ho w a r d R i d g e T I F 1 5 6 , 2 4 3 $ $ 1 1 0 , 2 0 0 1 3 0 , 2 4 3 $ ( $ 2 0 , 0 4 3 ) $ 1 3 6 , 2 0 0 1 0 5 % N / A We s t E v a n s t o n T I F 1 6 , 9 3 1 $ $ 5 0 , 0 0 0 1 5 , 4 5 0 $ $ 3 4 , 5 5 0 $ 5 1 , 4 8 1 3 3 3 % N / A Ci t y o f E v a n s t o n Fu n d B a l a n c e S u m m a r y FY 2 0 0 7 - 2 0 0 8 64 City of Evanston Percentage of Tax Bill Last Ten Fiscal Years 18.5% 18.3% 17.74% 18.36% 17.84% 18.95% 19.56% 19.74% 18.72% 18.55% 16.5% 17.0% 17.5% 18.0% 18.5% 19.0% 19.5% 20.0% 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005* Your Real Estate Tax Bill City of Evanston 19.74% School District 202 26.79% School District 65 38.27% Suburban T.B. Sanitarium 0.07% Consolidated Elections 0.19% Metropolitan Water Reclamation District 4.17% North Shore Mosquito Abatement District 0.11% Evanston Township 0.73% Community College 535 2.09% Cook County Forest Preserve District 0.79% Cook County 7.06% 65 CI T Y O F E V A N S T O N , I L L I N O I S Pr o p e r t y T a x R a t e s La s t T e n F i s c a l Y e a r s Ta x L e v y Y e a r 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 Ge n e r a l C o r p o r a t e 1 . 1 1 6 1 1 . 0 9 1 8 0 . 9 8 0 1 1 . 0 2 3 1 1 . 0 8 7 2 0 . 8 6 4 6 0 . 8 5 5 4 0 . 8 9 7 7 0 . 7 6 8 5 0 . 7 5 0 2 De b t S e r v i c e 0 . 5 4 1 7 0 . 5 9 4 6 0 . 5 4 4 3 0 . 5 5 7 4 0 . 5 7 4 3 0 . 4 4 6 7 0 . 4 4 0 4 0 . 4 4 9 4 0 . 4 0 2 5 0 . 3 9 2 9 1. 6 5 7 8 1 . 6 8 6 4 1 . 5 2 4 4 1 . 5 8 0 5 1 . 6 6 1 5 1 . 3 1 1 3 1 . 2 9 5 8 1 . 3 4 7 1 1 . 1 7 1 0 1 . 1 4 3 1 Po l i c e P e n s i o n 0 . 2 1 5 4 0 . 2 1 3 8 0 . 2 0 6 2 0 . 2 0 2 1 0 . 2 0 8 8 0 . 1 8 1 9 0 . 1 8 1 2 0 . 1 9 8 1 0 . 1 9 9 1 0 . 1 9 4 3 Fi r e f i g h t e r s ' P e n s i o n 0 . 1 8 5 5 0 . 1 6 8 1 0 . 1 5 6 6 0 . 1 5 0 5 0 . 1 6 2 6 0 . 1 3 4 8 0 . 1 3 2 1 0 . 1 5 2 0 0 . 1 5 7 3 0 . 1 5 3 5 To t a l A l l F u n d s 2 . 0 5 8 7 2 . 0 6 8 3 1 . 8 8 7 2 1 . 9 3 3 1 2 . 0 3 2 9 1 . 6 2 8 0 1 . 6 0 9 1 1 . 6 9 7 2 1 . 5 2 7 4 1 . 4 9 0 9 Act u a l R a t e E x t e n d e d 2 . 0 5 9 2 . 0 6 9 1 . 8 8 8 1 . 9 3 4 2 . 0 3 3 1 . 6 2 8 1 . 6 1 0 1 . 6 9 8 1 . 5 2 8 1 . 4 9 1 Fu n d 66 CI T Y O F E V A N S T O N , I L L I N O I S An a l y s i s o f C i t y G o v e r n m e n t T a x L e v i e s La s t T e n F i s c a l Y e a r s Ta x L e v y Y e a r 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 Fu n d Ge n e r a l C o r p o r a t e 1 2 , 8 7 9 , 7 9 9 1 2 , 5 4 0 , 7 9 1 1 2 , 3 2 0 , 2 6 5 1 3 , 3 0 4 , 2 9 3 1 3 , 9 8 6 , 8 4 4 1 3 , 9 7 0 , 5 0 7 1 4 , 8 6 2 , 2 4 5 1 5 , 5 0 4 , 3 8 8 1 6 , 1 0 5 , 7 1 4 1 7 , 0 4 0 , 8 1 6 De b t S e r v i c e 6 , 2 5 0 , 6 8 1 6 , 8 2 9 , 8 4 8 6 , 8 7 5 , 7 0 9 7 , 2 4 8 , 0 9 7 7 , 4 5 2 , 2 9 7 7 , 2 1 8 , 0 0 6 7 , 6 5 0 , 8 5 2 8 , 2 6 3 , 1 0 7 8 , 4 3 5 , 4 4 8 8 , 9 1 5 , 2 6 8 19 , 1 3 0 , 4 8 0 1 9 , 3 7 0 , 6 3 9 1 9 , 1 9 5 , 9 7 4 2 0 , 5 5 2 , 3 9 0 2 1 , 4 3 9 , 1 4 1 2 1 , 1 8 8 , 5 1 3 2 2 , 5 1 3 , 0 9 7 2 3 , 7 6 7 , 4 9 5 2 4 , 5 4 1 , 1 6 2 2 5 , 9 5 6 , 0 8 4 Po l i c e P e n s i o n 2 , 4 8 6 , 0 8 2 2 , 4 5 5 , 5 8 3 2 , 5 9 2 , 4 7 6 2 , 6 2 7 , 9 2 0 2 , 6 8 6 , 3 0 0 2 , 9 3 9 , 2 6 3 3 , 1 4 7 , 8 5 9 3 , 4 2 0 , 8 4 6 4 , 1 7 1 , 4 2 9 4 , 1 7 1 , 4 2 9 Fi r e f i g h t e r s ' P e n s i o n 2 , 1 4 0 , 5 8 1 1 , 9 3 0 , 9 2 1 1 , 9 6 8 , 5 8 2 1 , 9 5 7 , 0 4 2 2 , 0 9 2 , 2 0 5 2 , 1 7 7 , 5 5 1 2 , 2 9 6 , 1 5 9 2 , 6 2 5 , 4 4 6 3 , 2 9 5 , 7 9 8 3 , 2 9 5 , 7 9 8 23 , 7 5 7 , 1 4 3 2 3 , 7 5 7 , 1 4 3 2 3 , 7 5 7 , 0 3 2 2 5 , 1 3 7 , 3 5 2 2 6 , 2 1 7 , 6 4 6 2 6 , 3 0 5 , 3 2 7 2 7 , 9 5 7 , 1 1 5 2 9 , 8 1 3 , 7 8 7 3 2 , 0 0 8 , 3 8 9 3 3 , 4 2 3 , 3 1 1 67 CI T Y O F E V A N S T O N , I L L I N O I S Pr o p e r t y T a x R a t e s - D i r e c t a n d O v e r l a p p i n g G o v e r n m e n t s La s t T e n F i s c a l Y e a r s Ta x L e v y Y e a r 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 * Ci t y o f E v a n s t o n 2 . 0 5 9 2 . 0 6 9 1 . 8 8 8 1 . 9 3 4 2 . 0 3 3 1 . 6 2 8 1 . 6 1 0 1 . 6 9 8 1 . 5 2 8 1 . 4 9 1 Co n s o l i d a t e d E l e c t i o n s - 0 . 0 2 7 0 . 0 0 0 0 . 0 2 3 0 . 0 0 0 0 . 0 3 2 0 . 0 0 0 0 . 0 2 9 0 . 0 0 0 0 . 0 1 4 Co o k C o u n t y 0 . 9 8 9 0 . 9 1 9 0 . 9 1 1 0 . 8 5 4 0 . 8 2 4 0 . 7 4 6 0 . 6 9 0 0 . 6 3 0 0 . 5 9 3 0 . 5 3 3 Co o k C o u n t y F o r e s t P r e s e r v e D i s t r i c t 0 . 0 7 4 0 . 0 7 4 0 . 0 7 2 0 . 0 7 0 0 . 0 6 9 0 . 0 6 7 0 . 0 6 1 0 . 0 5 9 0 . 0 6 0 0 . 0 6 0 Su b u r b a n T . B . S a n i t a r i u m 0 . 0 0 8 0 . 0 0 8 0 . 0 0 8 0 . 0 0 8 0 . 0 0 8 0 . 0 0 7 0 . 0 0 6 0 . 0 0 4 0 . 0 0 1 0 . 0 0 5 Me t r o p o l i t a n W a t e r R e c l a m a t i o n D i s t r i c t 0 . 4 9 2 0 . 4 5 1 0 . 4 4 4 0 . 4 1 9 0 . 4 1 5 0 . 4 0 1 0 . 3 7 1 0 . 3 6 1 0 . 3 4 7 0 . 3 1 5 No r t h S h o r e M o s q u i t o A b a t e m e n t D i s t r i c t 0 . 0 1 1 0 . 0 1 1 0 . 0 1 1 0 . 0 1 1 0 . 0 1 1 0 . 0 1 0 0 . 0 0 9 0 . 0 0 9 0 . 0 0 8 0 . 0 0 8 Ev a n s t o n T o w n s h i p 0 . 0 7 6 0 . 0 7 7 0 . 0 7 2 0 . 0 7 2 0 . 0 7 7 0 . 0 6 4 0 . 0 6 2 0 . 0 6 5 0 . 0 5 6 0 . 0 5 5 Co m m u n i t y C o l l e g e 5 3 5 0 . 2 0 6 0 . 2 1 6 0 . 2 0 5 0 . 2 0 3 0 . 2 1 3 0 . 1 8 6 0 . 1 7 9 0 . 1 8 6 0 . 1 6 1 0 . 1 5 8 Sc h o o l D i s t r i c t 2 0 2 2 . 9 9 2 3 . 1 0 7 2 . 9 0 5 2 . 8 6 5 2 . 9 7 7 2 . 4 6 9 2 . 3 4 9 2 . 4 4 4 2 . 0 7 8 2 . 0 2 3 Sc h o o l D i s t r i c t 6 5 4 . 2 0 9 4 . 3 5 6 4 . 1 2 6 4 . 0 7 3 4 . 2 3 2 3 . 5 1 6 3 . 3 4 3 3 . 4 7 5 2 . 9 7 8 2 . 8 9 0 To t a l t a x r a t e f o r p r o p e r t y n o t i n p a r k d i s t r i c t or s p e c i a l s e r v i c e d i s t r i c t 1 1 . 1 1 6 1 1 . 3 1 5 1 0 . 6 4 2 1 0 . 5 3 2 1 0 . 8 5 9 9 . 1 2 6 8 . 6 8 0 8 . 9 6 0 7 . 8 1 0 7 . 5 5 2 Pe r c e n t o f t o t a l t a x r a t e l e v i e d b y C i t y o f E v a n s t o n 1 8 . 5 % 1 8 . 3 % 1 7 . 7 4 % 1 8 . 3 6 % 1 8 . 7 2 % 1 7 . 8 4 % 1 8 . 5 5 % 1 8 . 9 5 % 1 9 . 5 6 % 1 9 . 7 4 % * 2 0 0 6 p r o p e r t y t a x r a t e s w e r e n o t a v a i l a b l e a t t h e t i m e o f p u b l i c a t i o n o f t h i s r e p o r t . Go v e r n m e n t U n i t 68 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 1996 1,153,575,794 356,179 1,153,931,973 2.1517 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 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. (3) Equalized assessed values and equalization factor for the levy year 2005 were not available at publication of this report. - 150 - 69 CITY OF EVANSTON, ILLINOIS Principal Taxpayers (1) Percentage Equalized of Total Assessed Assessed Type of Business Valuation Valuation Bank One/Office Building 27,694,704$ 1.32% Office building - 18 story 20,292,050 0.97% REP CBRE Office building - Church & Davis 19,828,403 0.95% Church Street Plaza Shopping Center 16,896,273 0.81% Chicago Avenue Condo Building 14,968,168 0.71% Hotel 13,091,516 0.62% Grocery & Drug Stores 12,711,074 0.61% Shopping Center 12,539,427 0.60% Hotel 11,654,424 0.56% Commercial buildings over three stories, two or three story apartments, one story store, and parking lot. 158,474,156$ 7.56% Note: 0.42%St. Francis Hospital 8,798,117 (1)2004 equalized assessed valuation from Cook County Clerk and Assessor's Office Omni Orrington Hotel Evanston Hotel Evanston Plaza Freed Total Ten Largest Taxpayers Albertson's (Jewel & Osco) Church & Chicago LTD. Partnership Ten Largest Taxpayers Taxpayers Rotary International Golub & Company 70 CITY OF EVANSTON, ILLINOIS Demographic Statistics (4) Education (2) Level in Per (3) Years of (5) (6) (1) Capita Median Formal School Unemployment Population Income Age Schooling Enrollment Percentage 73,233 28,117$ 31.9 13.6 9,556 3.90% 73,233 28,740 31.9 13.6 9,764 3.70% 73,233 29,372 31.9 13.6 9,433 3.60% 73,233 30,068 31.9 13.6 10,068 3.50% 74,239 30,068 31.9 13.6 9,999 4.20% 74,239 33,645 32.5 13.6 10,889 5.00% 74,239 36,296 32.5 13.6 9,766 5.40% 74,239 36,296 32.5 13.6 9,849 5.00% 74,239 37,384 32.5 13.6 9,740 5.00% 74,239 39,103 32.5 13.6 9,550 4.50% Data Sources U.S. Department of Commerce, Bureau of Economic Analysis based on the national average. (5) 2001 2002 Evanston school boards - Districts #65 and #202 combined, based on enrollment figures as of September 30 of the previous year. 2003 2004 (2) 2006 2005 1999 Illinois Department of Labor, Research Division. Figures are for Evanston only and represent average annual unemployment rate for previous calendar year. U.S. Department of Commerce, Bureau of the Census, 2000 census. (6) (4) U.S. Department of Commerce, Bureau of the Census, 2000 census. U.S. Department of Commerce, Bureau of the Census, 2000 census. (1) (3) Last Ten Fiscal Years 2000 Fiscal Year Ended 1998 1997 71 3061224.49 3000000 2572700 0 8736963 City of Evanston FY2007/08 Approved Property Tax Levy Funding and Comparisons 2007/08 Approved Property Tax Levy Fund Allocation DEBT SERVICE FUND $9,052,609 TOTAL GENERAL FUND $16,976,262 POLICE PENSION FUND $4,636,539 FIRE PENSION FUND $4,174,271 2007/08 Approved Property Tax Levy Distribution of General Fund Tax Levy Across Functional Areas $1,845,262 $2,139,200 $8,723,800 $4,268,000 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 OTHER GENERAL FUND** IMRF*** RECREATION**** LIBRARY**** $17,091,200 $16,976,262 $4,148,000 $4,636,539$3,735,000 $4,174,271 $9,052,609 $8,736,963 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 2006-07 2007-08 Total General Fund Police Pension Fund Fire Pension Fund Debt Service Fund FY 2007/08 Approved Property Tax Levy by Fund Comparison with 2006/07 72 2003-2004* 2004-2005* 2005-06 2006-07 2007-08 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 ($1,163,304) -38.19% LESS: 2% LOSSES $77,239 $60,924 $37,658 ($23,266) -38.19% TOTAL $3,784,700 $2,985,300 $1,845,262 ($1,140,038) -38.19% IMRF*** LEVY $1,850,000 $2,640,204 $2,182,857 ($457,347) -17.32% LESS: 2% LOSSES $37,000 $52,804 $43,657 ($9,147) -17.32% TOTAL $1,813,000 $2,587,400 $2,139,200 ($448,200) -17.32% RECREATION**** LEVY $7,535,510 $7,817,857 $8,901,837 $1,083,980 13.87% LESS: 2% LOSSES $150,710 $156,357 $178,037 $21,680 13.87% TOTAL $7,384,800 $7,661,500 $8,723,800 $1,062,300 13.87% LIBRARY**** LEVY $3,793,367 $3,935,714 $4,355,102 $419,388 10.66% LESS: 2% LOSSES $75,867 $78,714 $87,102 $8,388 10.66% TOTAL $3,717,500 $3,857,000 $4,268,000 $411,000 10.66% TOTAL GENERAL FUND LEVY $15,504,388 $16,105,714 $17,040,816 $17,440,000 $17,322,716 ($117,284) -0.67% LESS: 2% LOSSES $310,088 $322,114 $340,816 $348,800 $346,454 ($2,346) -0.67% TOTAL $15,194,300 $15,783,600 $16,700,000 $17,091,200 $16,976,262 ($114,938) -0.67% FIRE PENSION FUND LEVY $2,625,446 $3,295,798 $3,295,798 $3,811,224 $4,259,460 $448,236 11.76% LESS: 2% LOSSES $52,509 $65,916 $65,916 $76,224 $85,189 $8,965 11.76% TOTAL $2,572,937 $3,229,882 $3,229,882 $3,735,000 $4,174,271 $439,271 11.76% POLICE PENSION FUND LEVY $3,420,846 $4,171,429 $4,171,429 $4,232,653 $4,731,162 $498,509 11.78% LESS: 2% LOSSES $68,417 $83,429 $83,429 $84,653 $94,623 $9,970 11.78% TOTAL $3,352,429 $4,088,000 $4,088,000 $4,148,000 $4,636,539 $488,539 11.78% DEBT SERVICE FUND LEVY $8,263,107 $8,593,632 $8,915,268 $8,915,268 $9,237,356 $322,088 3.61% LESS: 2% LOSSES $165,262 $171,873 $178,305 $178,305 $184,747 $6,442 3.61% TOTAL $8,097,845 $8,421,759 $8,736,963 $8,736,963 $9,052,609 $315,646 3.61% TOTAL ALL FUNDS $21,550,680 $16,060,858 $33,423,311 $34,399,146 $35,550,694 $1,151,548 3.35% LEVY $596,276 $643,331 $668,466 $687,983 $711,013 $23,030 3.35% LESS: 2% LOSSES $29,217,511 $31,523,241 $32,754,845 $33,711,163 $34,839,681 $1,128,518 3.35% City of Evanston Comparison with 2006/07 Approved Levy & Previous Three Years FY2007/08 Approved Property Tax Levy * Prioir 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 the 2007-08 budget year, IMRF included both the General Fund and other fund IMRF employer costs. For 2007-08, 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. 73 City of Evanston REVENUE SOURCES, ASSUMPTIONS AND TRENDS The following is a summary of major revenue sources, trends and assumptions for FY2007/08: PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY2008 budget includes a 3.35% increase to the City of Evanston portion of the property tax bill. The total increase is the result of pension funding requirements mandated by the State and an increase in debt service. The general fund includes a decrease of 0.67%. Additionally, there is an 11.76% increase in the fire pension fund, an 11.78% increase for the police pension fund, and a 3.61% increase in the debt service fund. Property taxes pay for general operations, debt service, and the Police and Firefighter pension funding. Property Tax Revenue $34,839,681 $23,100,657 $32,884,853 $28,931,209 $33,711,163 $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 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 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 local home rule sales tax rate is 1%. The budget includes an $800,000 increase in the state tax and a $530,000 increase in the home rule tax. This increase is the first significant one for either tax since FY 2004. 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 $9,000,000 $7,762,540 $8,149,985 $8,200,000$8,244,692 $5,459,125 $5,534,134 $5,551,780 $5,500,000 $6,030,000 $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 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e REGULAR HOME RULE 74 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. There was an additional decrease due to a move by the Governor’s office that occurred in the summer of 2003. The result has been that the state has under-allocated funds for the city portion of the state income tax for the last several years. In FY 2005, the Local Government Income Tax Distributive Fund contributed to alleviate this under- funding and it cost the City $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 2008 budget amount projects an increase of $700,000 more than the 2007 appropriation. Income Tax Revenue $6,200,000 $5,500,000 $4,492,920 $4,899,124 $5,637,725 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2004 Actual 2005 Actual 2006 Actuals 2007 Appropriation 2008 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 have 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 the possibility of a decrease in tax collection rates. The result is a forecast that 2008 revenues will be consistent with the 2007 appropriation. Utility Tax Revenue $8,550,000 $8,555,000 $8,858,216 $8,397,773 $7,986,490 $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 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e Utility Tax Revenue Amount 75 REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or transfer of real estate in the City. This tax has seen solid growth from 2003 thru 2005. Because of the tremendous revenues received in FY2005 and a slight decrease in the number of transfer stamps sold through the end of 2006, it is assumed that the inventory in the City cannot continue to sustain this high level of sales, even if home prices continue to rise. Receipts for FY 2008 are expected to be $125,000 less than those projected for FY 2007. Real Estate Transfer Tax Revenue $4,008,668 $4,055,200 $3,930,200$4,011,085 $4,245,478 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e Real Estate Transfer Tax Revenue Amount WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to decrease slightly over the next year in response to a Cost of Service Study that was recently completed for the Water Department. The FY 2008 projections are consistent with the projections identified in the Study. In sum, a slight decline in Evanston and Skokie revenues is expected. The revenues from the Northwest Water Commission are assumed to be 4.29% higher than FY 2007 projections. Water Sales Revenue $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2004 Actual 2005 Actual 2006 Actuals 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e Water Revenues Evanston Water Revenues Skokie Water Revenues Northwest Commission 76 SEWER REVENUES – 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. Over 75% of this project has been completed. FY 2008 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 1.24% is projected for FY 2008. Sewer Revenue $15,428,160 $14,914,790 $16,327,900 $16,442,300$16,649,000 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 $17,000,000 $19,000,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e Sewer Revenue Amount PARKING REVENUES – The City operates parking meters, lots and three major garages which generate revenues. Parking revenues have fluctuated slightly over the last several years, with 2004 revenues increasing due to expanded enforcement hours. However, with few changes to parking enforcement in 2005 and 2006, parking related revenues have remained flat for several years. 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 2008, revenues are projected to increase minimally from the previous fiscal year. Parking Revenue $3,434,700$3,339,807 $3,001,338 $3,457,200 $3,039,829 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Re v e n u e Parking Revenue Amount 77 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. On May 8, 2007, the City sold $30,385,000 Series 2007 General Obligation Bonds. Proceeds were allotted 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 retained its Fitch ratings of AAA and Moody’s Aaa rating through the latest bond issue dated May 8, 2007. The following is a statistical breakdown of the City of Evanston's debt services profile. Debt per capita $ 1,454 Debt as a percentage of assessed valuation 4.81 % Debt services as a % of General Fund Expenditures (FY 2006) 10.27 % Bonds Rating (Moody's) – Current Aaa Bonds Rating (Fitch) – Current AAA Equalized Assessed Valuation (2005) $2,242,753,022 Net General Obligation Debt (2007) $107,925,000 78 $999 $1,009 $1,093 $1,265 $1,267 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 2002 2003 2004 2005 2006 Debt Per Capita 5.60% 5.00%5.00% 5.40% 4.20% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 2002 2003 2004 2005 2006 Percent Debt to Equalized Assessed Valuation 79 80 PART III GENERAL FUND BUDGET 81 82 City of Evanston All Divisions Three Year Fiscal History $85,784,800 $86,795,362 $83,084,389 $72,000,000 $74,000,000 $76,000,000 $78,000,000 $80,000,000 $82,000,000 $84,000,000 $86,000,000 $88,000,000 $90,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures by Division City Clerk 0.21% Recreation 9.24% City Council 0.48% Cultural Arts 1.17% City Manager 2.15% Management, Business & Information Services 4.57% Human Relations 0.61% Misc. Business Operations 2.92%Legal 0.90% Police 22.47% Community Development 3.98% Finance 2.56% Human Resources 1.75% Facilities Management 2.53%Streets and Sanitation 10.09% Transportation Division 5.12% Public Works Director 0.79% Fire Department 13.18% Commission on Aging 0.51% Mental Health & Purchased Services 1.13% Community Intervention Services 0.53% Health and Human Services 2.39% Parks and Forestry 4.62% Ecology Center 0.60% Library 5.59% 83 FISCAL YEAR 2007 - 2008 BUDGET GENERAL FUND EXPENDITURE SUMMARY 2006 - 072005 - 06 2007 vs. 082007 - 08 Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF LEGISLATIVE 478,080 569,000 595,200 26,200 4.60 CITY ADMINISTRATION 738,009 781,000 4,899,145 4,118,145 527.29 MANAGEMENT AND BUDGET 10,285,751 10,964,700 3,922,300 (7,042,400)64.23- LEGAL DEPARTMENT 648,009 714,600 781,400 66,800 9.35 HUMAN RESOURCES 1,482,908 1,361,900 1,521,200 159,300 11.70 FINANCE DEPARTMENT 1,797,763 1,768,500 2,222,900 454,400 25.69 FACILITIES MANAGEMENT 2,411,381 2,519,300 (2,519,300)100.00- COMMUNITY DEVELOPMENT 2,902,902 2,957,000 3,452,500 495,500 16.76 POLICE DEPARTMENT 18,670,460 18,466,000 19,503,200 1,037,200 5.62 FIRE DEPARTMENT 11,183,106 11,094,300 11,438,800 344,500 3.11 HEALTH AND HUMAN SERVICES 4,022,155 4,679,600 3,962,500 (717,100)15.32- PUBLIC WORKS 11,713,336 12,674,700 16,079,217 3,404,517 26.86 HUMAN RELATIONS COMM DEP 543,549 591,600 (591,600)100.00- LIBRARY DEPARTMENT 4,359,676 4,411,800 4,854,700 442,900 10.04 PARKS/FORESTRY AND RECREATION 11,847,304 12,230,800 13,562,300 1,331,500 10.89 Grand Total(s)83,084,389 85,784,800 86,795,362 1,010,562 1.18 84 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 16,648,010 17,116,000 17,001,262 (114,738) 51500 OTHER TAXES 39,027,378 37,617,700 40,426,200 2,808,500 52000 LICENSES, PERMITS & FEES 9,170,195 7,882,400 7,665,300 (217,100) 52500 FINES AND FORFEITURES 3,781,020 4,592,000 4,162,000 (430,000) 53000 CHARGES FOR SERVICES 6,765,517 6,654,100 7,342,000 687,900 55000 INTERGOVERNMENTAL REVENUE 1,130,020 1,530,000 948,400 (581,600) 56000 OTHER REVENUE 242,509 1,204,300 473,673 (730,627) 56500 INTEREST INCOME 575,281 400,000 400,000 57000 TRNSFR FROM OTHER FUNDS 9,111,403 8,657,300 8,269,527 (387,773) 57500 LIBRARY-OTHER REVENUE 135,174 131,000 107,000 (24,000) 50100 OPERATING REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 50000 REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 85 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 51015 PROPERTY TAXES 16,433,625 17,091,000 16,976,262 (114,738) 51025 PRIOR YEAR'S TAXES 214,385 25,000 25,000 51000 PROPERTY TAXES 16,648,010 17,116,000 17,001,262 (114,738) 51500 OTHER TAXES 51515 STATE USE TAX 897,667 750,000 942,000 192,000 51525 SALES TAX - BASIC 8,244,692 8,200,000 9,000,000 800,000 51530 SALES TAX - HOME RULE 5,551,780 5,500,000 6,030,000 530,000 51535 AUTO RENTAL TAX 32,372 34,000 33,000 (1,000) 51540 ATHLETIC CONTEST TAX 663,896 500,000 510,000 10,000 51545 STATE INCOME TAX 5,637,725 5,500,000 6,200,000 700,000 51565 ELECTRIC UTILITY TAX 2,738,271 2,600,000 3,000,000 400,000 51570 NATURAL GAS UTILITY TAX 1,641,686 1,300,000 1,530,000 230,000 51575 NAT GAS USE TAX HOME RULE 818,416 850,000 825,000 (25,000) 51585 CIGARETTE TAX 400,492 550,000 550,000 51590 EVANSTON MOTOR FUEL TAX 273,915 300,000 275,000 (25,000) 51595 LIQUOR TAX 1,772,039 1,600,000 1,800,000 200,000 51600 PARKING TAX 1,797,809 1,500,000 1,700,000 200,000 51605 PERS. PROP. RPL. TAX 782,608 483,000 800,000 317,000 51610 PERS. PROP. RPL. TAX REC 45,800 45,800 45,800 51615 PERS. PROP. RPL. TAX LIB 49,700 49,700 49,700 51620 REAL ESTATE TRANSFER TAX 4,008,668 4,055,200 3,930,200 (125,000) 51625 TELECOMMUNICATIONS TAX 3,659,843 3,800,000 3,200,000 (600,000) 51630 AMUSEMENT TAX 5,500 5,500 51631 AFFORDABLE HOUSING DEMO.10,000 51500 OTHER TAXES 39,027,378 37,617,700 40,426,200 2,808,500 52000 LICENSES, PERMITS & FEES 52005 LICENSES 52010 VEHICLE LICENSES 2,128,640 2,200,000 2,200,000 52015 BUSINESS LICENSES 80,195 90,000 85,000 (5,000) 52020 PET LICENSES 46,930 40,000 44,000 4,000 52030 CONTRACTORS' LICENSES 85,690 80,000 85,000 5,000 52035 ROOMING HOUSE LICENSES 169,048 160,000 197,300 37,300 52040 LIQUOR LICENSES 412,533 290,000 340,000 50,000 52041 ONE DAY LIQUOR LICENSE 175 86 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52045 FARMERS' MARKET LICENSES 24,300 27,700 24,800 (2,900) 52055 LONG TERM CARE LICENSES 97,980 113,000 113,000 52065 CHILD RESIDENT CARE LICE 480 52070 RESIDENT CARE HOME LICEN 400 52005 LICENSES 3,046,371 3,000,700 3,089,100 88,400 52075 PERMITS 52080 BUILDING PERMITS 3,973,861 3,065,000 2,810,000 (255,000) 52085 PLAN REVIEW 6,130 10,000 8,000 (2,000) 52090 PLUMBING PERMITS 204,177 160,000 140,000 (20,000) 52095 ELECTRICAL PERMITS 210,450 175,000 150,000 (25,000) 52105 SIGNS AND AWNING PERMITS 9,306 10,000 10,000 52110 OTHER/MISC PERMITS 347,380 300,000 250,000 (50,000) 52115 ELEVATOR PERMITS 48,270 40,000 40,000 52120 HEATING VENT. A/C PERMIT 330,420 180,000 155,000 (25,000) 52125 COMMERCIAL DRIVE. PERMIT 22,161 700 700 52130 RESIDENTS ANNUAL PRKG PE 118,141 120,000 120,000 52131 VISITOR PARKING PERMITS 13,608 14,000 14,000 52135 FIRE SUPRESSION/ALARM PE 975 52075 PERMITS 5,282,930 4,074,700 3,697,700 (377,000) 52140 FEES 52145 ANNUAL SIGN FEES 36,765 32,000 32,000 52155 PLAT PR.&SIGN APP HRG FE 1,000 500 (500) 52170 ALARM PANEL FRANCHISE FE 10,800 14,000 14,000 52175 NU/CENTEL EASEMENT 47,000 40,000 47,000 7,000 52180 CABLE FRANCHISE FEE 657,546 660,000 720,000 60,000 52185 NICOR FRANCHISE FEE 88,784 60,000 65,000 5,000 52140 FEES 840,895 807,000 878,500 71,500 52000 LICENSES, PERMITS & FEES 9,170,195 7,882,400 7,665,300 (217,100) 52500 FINES AND FORFEITURES 52505 TICKET FINES-PARKING 2,843,212 3,790,000 3,300,000 (490,000) 52510 REGULAR FINES 272,911 250,000 270,000 20,000 52530 BOOT RELEASE FEE 91,825 115,000 115,000 52540 FIRE FALSE ALARM FINES 51,280 55,000 150,000 95,000 52545 POLICE FALSE ALARM FINES 133,504 90,000 (90,000) 52555 HOUSING CODE VIOL FINES 29,279 87 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52560 PERMIT PENALTY FEES 69,573 25,000 25,000 52570 ADMIN ADJUDICATION 111,661 95,000 120,000 25,000 52605 LANDLORD/TENANT VIOL FINE 52610 LIBRARY FINES & FEES 177,777 172,000 182,000 10,000 52500 FINES AND FORFEITURES 3,781,020 4,592,000 4,162,000 (430,000) 53000 CHARGES FOR SERVICES 53005 HEALTH DEPT.- CHRGS FOR S 53020 TB NURSING SERVICES 12,102 12,000 12,000 53025 VD PROGRAM-SKOKIE 2,250 2,250 (2,250) 53040 CHILD HEALTH 1,700 1,700 53050 SANITATION CLASSES 5,847 5,000 10,000 5,000 53070 FAMILY PLANNING OUTREACH 1,292 53075 DENTAL CLINIC 68,540 68,000 126,000 58,000 53080 FLU & PNEUMONIA PROGRAM 10,852 23,500 (23,500) 53085 HEALTH CLINIC IMMUNIZATN 2,961 4,200 (4,200) 53090 HEALTH CL. SEX TRANS DIS 8,000 6,700 (1,300) 53095 HEALTH CLINIC-TB 3,680 3,500 2,700 (800) 53100 HEALTH CLINIC-LAB 13,743 12,000 11,800 (200) 53105 HEALTH CLINIC FOOD EST 151,072 150,000 150,000 53115 HEALTH CLINIC-SCHOOL PHY 1,541 2,000 (2,000) 53120 S.T.D.8,255 6,000 5,300 (700) 53135 DENTAL CHECK UP 9,545 9,000 9,000 53140 EMERGENCY DENTAL EXAM 70 100 100 53145 X-RAYS 40 53150 AMALGAM FILLING 110 400 400 53155 RESIN FILLING 4,695 4,500 4,500 53160 SEDATIVE FILLING 10 50 100 50 53165 EXTRACTION 495 100 200 100 53170 PULPOTOMY 905 800 800 53175 SEALANT OFFICE VISIT 647 700 700 53180 ADDITIONAL SEALANTS 30 100 100 53185 TEMPORARY LICENSE FEE 2,537 3,300 4,000 700 53190 FOOD DELIVERY VEHICLE 6,545 6,500 6,400 (100) 53195 SCAVENGER TRUCK 2,340 2,300 2,300 53200 BEV.SNACK VENDING MACHIN 34,624 22,000 34,000 12,000 53205 FOOD VENDING MACHINE 36 53210 TOBACCO LICENSE 12,750 13,000 13,000 88 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53215 BIRTH CERTIFICATE 83,660 85,000 84,000 (1,000) 53220 DEATH CERTIFICATE-16.23 45,337 47,000 45,000 (2,000) 53230 FUNERAL DIRECTOR LICENSE 6,330 6,300 6,300 53235 TEMP FUNERAL DIREC LICEN 5,942 5,900 5,900 53005 HEALTH DEPT.- CHRGS FOR S 498,782 493,000 543,000 50,000 53240 PARKING - CHRGS FOR SVCS 53560 RECREATION - CHRGS FOR SV 53565 RECREATION PROGRAM CHARG 4,310,448 4,244,200 4,354,800 110,600 53560 RECREATION - CHRGS FOR SV 4,310,448 4,244,200 4,354,800 110,600 53570 WATER, SEWER & RECYCLING 53605 RECYCLING SERVICE CHARGE 658,979 828,000 1,169,200 341,200 53610 RECYCLING SERV CHAR-PENA 9,244 53615 SANIT SPECIAL PICKUP FEE 67,243 50,000 50,000 53570 WATER, SEWER & RECYCLING 735,466 878,000 1,219,200 341,200 53620 OTHER CHRGS FOR SVCS 53635 WEIGHTS AND MEASURES EX 920 1,000 1,000 53640 SENIOR TAXI COUPON SALES 97,779 88,000 92,000 4,000 53650 STATE HIGHWAY MAINTENANC 94,099 130,000 130,000 53655 FIRE COST RECOVERY CHARG 7,869 5,000 10,000 5,000 53656 OTHER SERVICE CHARGES 2,108 53660 RECYCLING-MATERIAL SALES 1,200 53665 CONDO CONVERSION APP FEE 80,102 70,000 52,000 (18,000) 53675 AMBULANCE SERVICE 638,292 570,000 750,000 180,000 53680 TOWING CHARGES 10,010 53685 POLICE REPORT FEES 17,477 15,000 15,400 400 53690 WOOD RECYCLING 16,919 53695 ZONING FEES 59,352 40,000 45,000 5,000 53700 FIRE REPORT FEES 1,020 900 1,000 100 53705 FIRE BUILDING INSPECTION 1,750 8,000 8,000 53710 PASSPORT EXECUTION FEE 5,805 10,000 10,000 53715 ALARM SYSTEM PERMIT FEE 205,889 100,000 110,000 10,000 53720 SKOKIE ANIMAL BOARD FEE 430 1,000 600 (400) 53725 BACKGR CHKS DAYCARE PROV 180 53620 OTHER CHRGS FOR SVCS 1,220,821 1,038,900 1,225,000 186,100 89 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53000 CHARGES FOR SERVICES 6,765,517 6,654,100 7,342,000 687,900 55000 INTERGOVERNMENTAL REVENUE 55005 COUNTY & LOCAL AID 55015 STATE AID 55025 FOR HEALTH DEPARTMENT 95,029 63,300 76,000 12,700 55035 FAMILY CASE MANGMNT GRAN 125,136 124,600 83,100 (41,500) 55040 DENTAL SEALANT GRANT 2,367 2,800 2,800 55070 IMMUNIZATION INITIATIVE 2,900 (2,900) 55080 KID CARE AGREEMENT 6,150 11,300 11,300 55085 IL TOBACCO FREE COMMUNIT 25,593 25,000 (25,000) 55090 TITLE XX FAMILY PLANNING 55,556 54,500 36,300 (18,200) 55100 ACCESS TO CARE 9 55105 HEARING AND VISION 13,767 8,000 5,300 (2,700) 55125 TEEN PREGNANCY PREV. GRN 41,810 30,600 30,600 55130 CHILDHOOD LEAD POISONING 524 2,000 2,000 55135 TEEN PARENT SERVICES PRO 38,600 35,000 35,000 55140 GENETIC EDUCATION GRANT 5,100 10,200 10,200 55141 VECTOR PREVENTION GRANT 3,241 55142 REACH LEARN GROW GRANT 111,000 (111,000) 55145 PROSTATE CANCER AWARNESS 1,327 55146 OTHER STATE GRANT 240,843 300,000 (300,000) 55150 TANNING PARLOR INSPECTIO 200 55155 FAMILY CASE MGMT REIMB 68,681 66,000 13,300 (52,700) 55160 VIOL. CRIME VIC. ASST GR 15,000 24,700 24,700 55162 ICJIA GRANTS- VICTIM SER 60,000 45,000 (15,000) 55165 DISTRICT 65 DENTAL EDGRT 3,000 1,500 1,500 55170 FIRE DEPARTMENT TRAINING 600 1,500 900 55180 ARTS COUNCIL 47,440 55231 LEAD PAINT HAZARD GRANT 8,921 200,000 200,000 55245 LIBRARY STATE PER CAPITA 92,075 92,700 91,400 (1,300) 55015 STATE AID 890,367 1,226,700 670,000 (556,700) 55250 FEDERAL AID 55251 FEDERAL GRANT / AID 20,700 55255 COMM AGING GRT-ADVOCATE 31,998 41,600 43,600 2,000 55265 FEMA 11,372 20,000 30,000 10,000 90 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 55270 POLICE TRAINING 8,000 8,000 55275 HUD EMERG SHELTER GRANTS 89,958 87,000 86,400 (600) 55285 LAW ENFORCEMENT BLOCK GR 56,000 35,400 (20,600) 55290 OTHER FEDERAL AID 14,700 16,000 1,300 55295 HEALTH DEPT.S.E.E.D.GRAN 85,624 55310 BIO-TERRORRISM GRANT 76,000 59,000 (17,000) 55250 FEDERAL AID 239,652 303,300 278,400 (24,900) 55000 INTERGOVERNMENTAL REVENUE 1,130,020 1,530,000 948,400 (581,600) 56000 OTHER REVENUE 56010 PROPERTY SALES AND RENTAL 68,950 102,900 70,000 (32,900) 56011 DONATIONS 60,000 (60,000) 56010 PROPERTY SALES AND RENTAL 68,950 162,900 70,000 (92,900) 56015 REVENUE FROM DAMAGE TO CI 56025 DAMAGE TO CITY SIGNAGE 10,357 5,000 5,000 56030 DAMAGE TO CITY TRAFFIC S 23,842 10,000 20,000 10,000 56035 DAMAGE TO CITY TREES/FOR 570 56040 DAMAGE TO OTHER CITY PRO 6,006 50,000 8,000 (42,000) 56015 REVENUE FROM DAMAGE TO CI 40,775 65,000 33,000 (32,000) 56045 MISCELLANEOUS REVENUE 73,324 362,500 271,673 (90,827) 56046 TAXICAB CLASS REVENUE 4,525 3,000 4,000 1,000 56045 MISCELLANEOUS REVENUE 77,849 365,500 275,673 (89,827) 56047 RESERVES 571,900 (571,900) 56061 BOND PREMIUM 56070 OVER AND SHORT 56095 OVER AND SHORT - COLLECT 191 56101 DISCOUNTS TAKEN 37 56070 OVER AND SHORT 155 56105 PAYMENT IN LIEU OF TAXES 26,898 27,000 27,000 56110 CONTRIBUTIONS TO PROJECTS 56,000 56,000 56140 FEES AND MERCHANDISE SALE 15,254 56155 TRASH CART SALES 82 56175 PARKING PERMITS-RYAN FIEL 13,020 12,000 12,000 91 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 56000 OTHER REVENUE 242,509 1,204,300 473,673 (730,627) 56500 INTEREST INCOME 56501 INTEREST INCOME 521,454 400,000 400,000 56585 UNREALIZED GAIN/LOSS 53,827 56500 INTEREST INCOME 575,281 400,000 400,000 57000 TRNSFR FROM OTHER FUNDS 57010 FROM FLEET SERVICES 123,300 171,500 (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 936,672 909,500 782,634 (126,866) 57035 FROM HOME FUND 39,288 39,300 32,700 (6,600) 57040 FROM EMERGENCY TEL SYSTEM 170,000 179,000 126,000 (53,000) 57050 FROM ECON DEV FUND 385,300 400,000 390,000 (10,000) 57060 FROM HOUSING FUND 31,800 31,800 31,800 57065 FROM WASHINGTON NAT'L DS 137,900 144,800 144,800 57070 FROM HOW HARTREY DEBT SER 128,800 135,000 135,000 57075 FROM SW TIF DEBT SERVICE 21,200 23,000 23,000 57085 FROM DOWNTOWN TIF DEBT SV 884,043 325,000 325,000 57096 FROM HOWARD RIDGE TIF 114,793 114,793 57097 FROM SHERMAN GARAGE 42,000 42,000 57100 FROM CAPITAL IMP. FUND 265,200 300,000 800,000 500,000 57110 FROM SPECIAL ASSMT. FUND 31,800 31,800 31,800 57130 FROM PARKING FUND 688,900 711,500 602,500 (109,000) 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 1,113,000 1,202,400 764,600 (437,800) 57160 FROM MAPLE AVE GARAGE FND 40,700 43,000 43,000 57165 FROM SEWER FUND 647,400 543,600 413,800 (129,800) 57000 TRNSFR FROM OTHER FUNDS 9,111,403 8,657,300 8,269,527 (387,773) 57500 LIBRARY-OTHER REVENUE 57505 LIBRARY VIDEO RENTALS 44,107 58,000 40,000 (18,000) 57510 NON-RESIDENT LIBRARY CARD 3,929 4,000 4,000 57515 LIBRARY MATERIAL REPLACEM 16,781 23,000 20,000 (3,000) 57520 LIBRARY MATERIAL RESERVES 6,461 6,500 7,500 1,000 57525 LIBRARY MISC. REVENUES 1,345 2,500 500 (2,000) 57530 LIBRARY RENTAL BOOKS 2,004 92 FISCAL YEAR -20082007 GENERAL FUND REVENUES 2007 - 082006 - 072005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 57535 LIBRARY COPY MACH. CHG 21,259 26,000 26,000 57540 LIBRARY MEETING RM RENTAL 11,260 9,000 9,000 57545 NORTH BRANCH RENTAL INC 27,003 57550 LIBRARY MULTIMEDIA COLLEC 1,025 2,000 (2,000) 57500 LIBRARY-OTHER REVENUE 135,174 131,000 107,000 (24,000) 58000 REAPPROPRIATION OF SURPLUS 50100 OPERATING REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 50000 REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 93 City of Evanston City Council Three Year Fiscal History $356,600 $413,000 $270,871 $50,000 $125,000 $200,000 $275,000 $350,000 $425,000 $500,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 0.48% City Council Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 94 City of Evanston City Council Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1300 - City Council 270,871 356,600 390,415 413,000 Total: $ 270,871 $ 356,600 $ 390,415 $ 413,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives Council approved a planned development for Mather Lifeways 1615 Hinman/422 Davis close to downtown. The 2003 International Energy Conservation Code was adopted. A Strategic Plan for the City for the next five to ten years was adopted. The Afffordable Housing Demolition Tax ordinance was amended to waive the tax for residents when certain residency requirements are met. Council approved planned developments at 2607-2617 Prairie Avenue and Church Street Village at 1613 Church. A planned development for 1708 Darrow/1805 Church Street for rental units failed to pass Council. An indoor Clean Air ordinance was passed that expanded the number and types of workplaces where smoking is prohibited. A redevelopment agreement with Bristol Chicago for the redevelopment of 415 Howard street.for rental units was executed by Council. Council designated the Citizens' Lighthouse Community Land Trust as a Community Housing Development Organization to foster affordable housing. A planned development of 19 stories at 1881 Oak Street near downtown was approved. Council agreed to fund one half of the cost of renovating the animal shelter with the other half to be raised by private funds. By resolution Council agreed to dissolve the Northwstern University/Evanston Research park. The Sherman Plaza Self Park opened on July 5 and replaced the former Sherman Avenue garage. A planned development for 2408 Orrington, formerly Kendall College was approved with a plan for 20 single family homes. There were construction moratoriums on Central Street through April 2007 and on the West side as community planning was being done. Council passed a Tobacco License Distance Amendment that prohibits the sale of tobacco products within one hundred -fifty feet of a middle school or high school. A referendum was placed on the November 7 ballot asking voters to approve the payment of $1 more on the Real Estate Transfer Tax to help fund affordable housing in Evanston. The referendum failed. The Council passed the U.S. Mayors Climate Protection Agreement. along with more than 300 other American cities. 2007-2008 Department Initiatives Review the Preservation ordinance and the Zoning Ordinance. in context of new economic development plan. 95 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 2007-2008 Objectives • Continue economic revitalization of downtown and neighboods • Develop and implement a comprehensive, inclusionary and affordable housing policy • Provide direction regarding the futures of the Civic Center and Robert Crown Center • Establish quarterly meetings between representatives of the City Council and the University • Develop a policy and goals for funding public safety pensions Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of ordinances adopted 119 111 120 Number of resolutions adopted 70 80 75 Updated board, committee, commission rosters 2 2 2 Approved Adjustments in 2007-2008 Budget • Increased budget by $5,000 to televise Plan Commission Meetings 96 CITY OF EVANSTON CITY COUNCIL 1300 2006 -2007 2007 2008- Appropriation Approved 1300 CITY COUNCIL 61010 REGULAR PAY 160,000 163,600 61110 OVERTIME PAY 300 300 61510 HEALTH INSURANCE 102,300 108,900 61615 LIFE INSURANCE 100 1,100 61710 IMRF 13,000 61725 SOCIAL SECURITY 6,800 61730 MEDICARE 2,000 62206 TV BROADCASTING 5,000 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 600 600 62280 OVERNIGHT MAIL CHARGES 200 200 62285 COURIER CHARGES 5,500 5,500 62295 TRAINING & TRAVEL 10,000 7,500 62315 POSTAGE 400 62360 MEMBERSHIP DUES 40,000 40,000 62370 EXPENSE ALLOWANCE 100 100 62380 COPY MACHINE CHARGES 2,000 2,000 62456 OUTSIDE MAIL SERVICES 20,000 62458 OUTSIDE COPY SERVICES 30,000 30,000 64540 TELECOMMUNICATIONS - WIRELESS 200 200 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65025 FOOD 3,200 4,500 65095 OFFICE SUPPLIES 1,000 1,000 1300 CITY COUNCIL 356,600 413,000 97 City of Evanston City Clerk Three Year Fiscal History $212,400 $182,200 $207,209 $0 $50,000 $100,000 $150,000 $200,000 $250,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 0.21% City Clerk Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE City Clerk Full-Time Regular City Clerk 1.00 Full-Time Regular Clerk III 0.00 Full-Time Regular Deputy City Clerk 1.00 1400 Total 2.00 City Clerk Total 2.00 98 City of Evanston City Clerk’s Office Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1400 – City Clerk’s Office 207,209 212,400 229,395 182,200 Total Expenditures: $ 207,209 $ 212,400 $ 229,395 $ 182,200 Revenues: 56045 – BOCA Codes 13,000 12,000 13,500 13,500 56045 – City Codes/Zoning Codes 850 1,000 1,000 1,000 56045 – Hunting/Fishing License Fees 50 60 60 60 56045 – Landlord/Tenant Ordinances 445 500 500 500 56045 – Maps 400 550 450 500 56045 – Miscellaneous 350 500 400 400 56045 – Model Lease Forms 1,100 1,400 1,400 1,100 53710 – Passport Application 5,750 10,000 10,337 10,000 56045 – Photocopying 540 400 550 550 56045 – Planning/Preservation Booklets 125 250 200 200 Total Revenues: $ 22,610 $ 26,660 $ 28,397 $ 27,810 Notes for Financial Summary • The cost of the International codes continues to go up due to price increases by the supplier. Performance Report on FY 2006-2007 Major Program Objectives • The office successfully conducted early voting and in-person absentee voting using new Optical Scan equipment for the March 21 Primary Election. • The Office conducted early voting for the November 7 General Election using new Touch Screen machines. • The process of legal review of the Evanston Code by departments began with results expected in before year's end to be sent to Sterling Codifiers to determine whether or not to re-codify the Evanston code. • Coordination of FOIA requests continues with a log kept of disposition of FOIA requests. 2007-2008 Department Initiatives • The office will participate in the April 17, 2007 Consolidated Election by conducting early voting and working with the Cook County Department of Elections on getting suitable polling places should they be needed. • We will hire an Indexer to provide indexing for electronic ordinances, resolutions and minutes. 99 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; • Provides information services and 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, processes all surety bonds and international codes adopted by the City; and • Certifies residency for retirees who worked in foreign countries. FY 2007-2008 Objectives • Work with Cook County Department of Elections in order to hold a fair and impartial April 17, 2007 Consolidated election. • Anticipate February 5, 2008 Primary election. • Continue with the program of legal review with Sterling Codifiers to facilitate updating the Evanston City Code. • Hire an Indexer to prepare indexing of electronic minutes, ordinances and resolutions. • Coordinate voter registration activity within the community with the League of Women Voters and other groups. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Voters registered 164 350 350 Early voters 944 1,325 750 Real estate transfer tax transactions 1,805 1,600 1,600 Exemptions from real estate transfer tax 721 725 725 Disabled parking placards 169 170 170 Yearly calendar of scheduled meetings distributed 80 80 80 Passport applications 193 430 0 FOIA requests 240 400 450 Approved Adjustments in 2007-2008 Budget 100 CITY OF EVANSTON CITY CLERK 1400 2006 -2007 2007 2008- Appropriation Approved 1400 CITY CLERK 61010 REGULAR PAY 142,800 100,000 61050 PERMANENT PART-TIME 5,000 61055 TEMPORARY EMPLOYEES 5,000 6,800 61110 OVERTIME PAY 400 400 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 27,900 19,800 61615 LIFE INSURANCE 200 300 61710 IMRF 8,000 61725 SOCIAL SECURITY 4,700 61730 MEDICARE 1,400 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 500 700 62275 POSTAGE CHARGEBACKS 900 900 62280 OVERNIGHT MAIL CHARGES 200 200 62295 TRAINING & TRAVEL 1,600 1,600 62315 POSTAGE 700 300 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,000 2,000 62457 CODIFICATION SERVICES 13,300 13,000 62506 WORK-STUDY 1,200 62509 SERVICE AGREEMENTS / CONTRACTS 800 800 62645 MICROFILMING 600 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65080 MERCHANDISE FOR RESALE 12,000 13,000 65095 OFFICE SUPPLIES 1,000 1,000 65175 ELECTION SUPPLIES 100 100 1400 CITY CLERK 212,400 182,200 101 City of Evanston City Manager’s Office Three Year Fiscal History $781,000 $1,867,100 $738,009 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.11% City Manager’s Office Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 2.00 Full-Time Regular Executive Assistant 1.00 1505 Total 6.70 Public Information Full-Time Regular Community Information Coordinator 1.00 1510 Total 1.00 Emergency Management Operations Full-Time Regular Emergency Mgmt. Coordinator 1.00 1520 Total 1.00 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 Summer Youth Employment Program Full-Time Regular Human Relations Specialist 0.50 1540 Total 0.50 Human Relations Commission Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Full-Time Regular Human Relations Specialist 1.50 1545 Total 2.50 City Manager's Office Total 13.70 102 City of Evanston Miscellaneous Business Operations Three Year Fiscal History $0$0 $2,505,000 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.89% 103 City of Evanston City Manager’s Office Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1505 – City Manger’s Office 603,212 622,000 698,138 933,800 1510 – Public Information 117,287 139,100 146,606 498,200 1515 – Farmer’s Market 17,510 19,900 20,690 21,900 1520 – Emergency Management Operations 0 0 0 187,600 1525 – Miscellaneous Business Operations 0 0 0 2,505,000 1530 – Youth Services Division 0 0 0 150,600 1535 – Sustainability Grant 0 0 0 75,000 1540 – Summer Youth Employment 0 0 0 330,000 1545 – Human Relations Commission 0 0 0 197,045 Total Expenditures: $ 738,009 $ 781,000 $ 865,434 $ 4,899,145 Revenues: 52045 - Seasonal Farmer’s Market Licenses 24,300 27,700 24,365 24,800 56045 - Film Permits 0 2,200 2,200 0 Total Revenues: $ 24,300 $ 29,900 $ 26,565 $ 24,800 Notes for Financial Summary The overage in the City Manager’s Office (CMO) is due to the addition of a new Assistant City Manager. Funding for this position was transferred from the Finance Department to the CMO. Sister City funding has been moved to the City Council budget for Fiscal Year 2007-2008. The Cable Communication program will be in the CMO due to realignment of operational priorities. The Youth Serices Division is a new program in the CMO to help with the implementation of the City's effort with regard to Youth Engagement for Fiscal Year 2007-2008. The Emergency Management program will be in the CMO due to realignment of operational priorities. The Miscellaneous Business Operations element, formerly the Contingency element from the former Department of Management and Budget (presently the Department of Management and Information Services) has been moved to the CMO due to realignment of operational priorities. The Sustainability Grant is a new function that will be responsible for identifying, evaluating, and implementing City initiatives that are both environmentally sensitive and sustainable. The Human Relations program will be in the CMO due to realignment of operational priorities. Performance Report on FY 2006-2007 Major Program Objectives The CMO has begun implementation of the City's Strategic Plan and produced three quarterly reports on the progress. The CMO initiated discussions with several community stakeholders to explore options for improving collaborative efforts on behalf of the citizens of Evanston. From the beginning of the Fiscal Year CMO staff has logged, tracked and serviced over 500 aldermanic requests for service on behalf of citizens, in addition to Police service requests and direct inquiries from citizens. City staff held several workshops to communicate the importance of customer service to the organization and implemented citizen comment card system to invite public feedback on the quality of City services. 104 City of Evanston City Manager’s Office Staff coordinated efforts to implement changes to the development review process to include organizational and technological improvements. Sherman Plaza garage and retail spaces completed and opened during Fiscal Year 2006-2007. 2007-2008 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 toward becoming a High Performance Organization (HPO) 7. Coordinate leadership development with a focus on team-building for executive staff 8. Continue operation of the Human Relations Commission 105 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 is also responsible for responding to a wide variety of general inquiries. FY 2007-2008 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 City toward becoming a High Performance Organization (HPO) • Coordinate leadership development with a focus on team-building for executive staff Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of aldermanic, police-service, and citizen requests 853 950 1,000 Prepare agendas and materials for regular and special Council 52 52 52 Approved Adjustments in 2007-2008 Budget 106 CITY OF EVANSTON CITY MANAGER 1505 2006 -2007 2007 2008- Appropriation Approved 1505 CITY MANAGER 61010 REGULAR PAY 518,200 700,300 61210 LONGEVITY 3,200 61510 HEALTH INSURANCE 48,800 71,800 61615 LIFE INSURANCE 1,400 700 61625 AUTO ALLOWANCE 7,400 18,400 61710 IMRF 68,900 61725 SOCIAL SECURITY 35,800 61730 MEDICARE 10,600 62204 YOUTH SERVICES 25,000 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 300 500 62280 OVERNIGHT MAIL CHARGES 100 100 62285 COURIER CHARGES 200 200 62295 TRAINING & TRAVEL 2,000 2,000 62360 MEMBERSHIP DUES 5,000 15,000 62380 COPY MACHINE CHARGES 3,000 62458 OUTSIDE COPY SERVICES 3,000 3,000 64540 TELECOMMUNICATIONS - WIRELESS 700 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 1,000 1,500 65620 OFFICE MACH. & EQUIP.500 66062 SISTER CITY FUNDING 5,000 1505 CITY MANAGER 622,000 933,800 107 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 2007-2008 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. • Work with web developer and Customer Service Team to complete online survey. • To allow citizens to have an alternate choice for cabled video services, review any outside options that may be presented and ensure equal opportunity for all citizens to subscribe by February, 2008. • To provide better cable programming, purchase and install equipment to permit live broadcasting from another conference room at the Civic Center by October, 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Highlights newsletter 4 4 4 CityBeat newsletter 10 8 10 Electronic newsletter and updates 35 40 30 Consumer cable complaints monitored per month 30 5 5 Cablecast meetings broadcast per year 45 48 48 Videotape copies of public meetings 15 15 15 Approved Adjustments in 2007-2008 Budget 108 CITY OF EVANSTON PUBLIC INFORMATION 1510 2006 -2007 2007 2008- Appropriation Approved 1510 PUBLIC INFORMATION 61010 REGULAR PAY 73,800 78,900 61510 HEALTH INSURANCE 9,300 9,900 61615 LIFE INSURANCE 200 100 61710 IMRF 6,300 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 1,000 62210 PRINTING 23,000 28,000 62275 POSTAGE CHARGEBACKS 10,500 10,500 62315 POSTAGE 19,000 19,000 62360 MEMBERSHIP DUES 350 800 62380 COPY MACHINE CHARGES 750 800 62458 OUTSIDE COPY SERVICES 700 700 62506 WORK-STUDY 1,000 700 62665 CONTRIB TO OTHER AGENCIES 338,000 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 400 200 1510 PUBLIC INFORMATION 139,100 498,200 109 City of Evanston City Manager’s Office 1515 – 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 2007-2008 Objectives • To continue to provide a pleasant environment for the Farmer’s Market in downtown Evanston. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Seasonal stall rentals 35 34 36 Weekly stall rentals 0 0 1 Number of non-profit organizations per week 1 1 1 City department stalls per week 1 2 2 Annual Non-profit Day booths 40 39 42 Approved Adjustments in 2007-2008 Budget 110 CITY OF EVANSTON FARMER'S MARKET 1515 2006 -2007 2007 2008- Appropriation Approved 1515 FARMER'S MARKET 61060 SEASONAL EMPLOYEES 11,200 11,700 61110 OVERTIME PAY 7,000 7,000 61725 SOCIAL SECURITY 800 61730 MEDICARE 200 62205 ADVERTISING 700 1,100 62275 POSTAGE CHARGEBACKS 100 100 62375 RENTALS 800 900 65095 OFFICE SUPPLIES 100 100 1515 FARMER'S MARKET 19,900 21,900 111 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 • To continue to meet Federal guidelines for the National Incident Management System (NIMS), review the requirements for fiscal year 2007 and implement a training schedule to meet them by September 1, 2007. • In order to improve the emergency response use of the City’s radio station, research and purchase for an improved front end interface that will allow remote access by September, 2007. • Update the Emergency Operations Plan (EOP) as required by the Illinois Emergency Management Agency by August 31, 2007. • To meet the need for medical assistance during a crisis, establish and begin training a Medical Reserve Corps by May 1, 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Planning sessions 10 10 35 Submit objectives statement to State 4 4 4 Disaster exercises/incident responses 6 8 10 Emergency Operation Plan Update August, 2005 N/A August, 2007 Federal funding submission August, 2005 August, 2006 August, 2007 Quarterly reports to the State 4 4 4 Approved Adjustments in 2007-2008 Budget The Emergency Preparedness Manager has become a full-time position. 112 CITY OF EVANSTON OFFICE OF EMERG. PREPAREDNESS 1520 2006 -2007 2007 2008- Appropriation Approved 1520 OFFICE OF EMERG. PREPAREDNESS 61010 REGULAR PAY 127,700 61065 SPECIAL PROJECT EMPLOYEES 10,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61630 SHOE ALLOWANCE 200 61710 IMRF 10,200 61725 SOCIAL SECURITY 7,900 61730 MEDICARE 1,900 62245 OTHER EQMT MAINTENANCE 2,000 62295 TRAINING & TRAVEL 500 62305 RENTAL OF AUTO-FLEET SER 9,200 62360 MEMBERSHIP DUES 300 62375 RENTALS 500 62380 COPY MACHINE CHARGES 500 64005 ELECTRICITY 200 65010 BOOKS, PUBLICATIONS, MAPS 400 65085 MINOR EQUIPMENT & TOOLS 400 65095 OFFICE SUPPLIES 400 65125 OTHER COMMODITIES 300 65620 OFFICE MACH. & EQUIP.5,000 1520 OFFICE OF EMERG. PREPAREDNESS 187,600 113 City of Evanston City Manager’s Office 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 2007-2008 Budget 114 CITY OF EVANSTON MISCELLANEOUS BUS. OPERATIONS 1525 2006 -2007 2007 2008- Appropriation Approved 1525 MISCELLANEOUS BUS. OPERATIONS 61510 HEALTH INSURANCE 250,000 62180 STUDIES 100,000 62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 66020 TRANSFERS TO OTHER FUNDS 1,900,000 66060 KEEP AMERICA BEAUTIFUL 5,000 68205 CONTINGENCIES 200,000 1525 MISCELLANEOUS BUS. OPERATIONS 2,505,000 115 City of Evanston City Manager’s Office 1530 – Youth Services Division Description of Major Activities The newly established Youth Division is currently being 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 2007-2008 Objectives • Hire a youth coordinator • Establish a Youth Council • Sponsor and coordinate a Youth Summit • Establish a Youth Commission • Create a centralized website • Sponsor ten Work-Study Evanston Township High School students • Establish and coordinate a Workforce Development group • 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 FY 2007-2008 Objectives Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Hire a youth coordinator N/A N/A December 31, 2007 Sponsor 10 Work-Study ETHS students N/A 4 10 Youth participating in Youth Council N/A 0 18 Youth participating in Youth Summit N/A 0 250 Establishing Youth Division Website N/A 0 December 31, 2007 Approved Adjustments in 2007-2008 Budget 116 CITY OF EVANSTON YOUTH SERVICES DIVISION 1530 2006 -2007 2007 2008- Appropriation Approved 1530 YOUTH SERVICES DIVISION 61010 REGULAR PAY 40,000 61060 SEASONAL EMPLOYEES 27,300 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61710 IMRF 3,200 61725 SOCIAL SECURITY 2,500 61730 MEDICARE 600 62185 OTHER CONSULTING SERVICES 25,000 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 1,200 62380 COPY MACHINE CHARGES 2,000 65010 BOOKS, PUBLICATIONS, MAPS 200 65095 OFFICE SUPPLIES 300 67106 YOUTH OUTREACH TEAMS 38,000 1530 YOUTH SERVICES DIVISION 150,600 117 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 2007-2008 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 City departments • 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 2007-2008 Objectives Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Write grant proposals N/A N/A 2 Participate in meetings related to Sustainability Programs both internal and external to the City N/A N/A 12 Work with Community Information Coordinator to create Sustainability news releases N/A N/A 3 Attend seminars to keep current with the field and bring new information/initiatives to the City N/A N/A 6 Approved Adjustments in 2007-2008 Budget 118 CITY OF EVANSTON SUSTAINABILTY GRANT 1535 2006 -2007 2007 2008- Appropriation Approved 1535 SUSTAINABILTY GRANT 61010 REGULAR PAY 52,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61710 IMRF 4,100 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 800 65125 OTHER COMMODITIES 4,900 1535 SUSTAINABILTY GRANT 75,000 119 City of Evanston City Manager’s Office 1540 – 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 2007-2008 Objectives • Develop a marketing plan to promote and encourage the participation of businesses, public employers, agencies and community groups/organizations by April 2007. • Incorporate social skills and comportment training for all SYEP participants by August 2007. • Continue to develop, coordinate and implement the Mayor's Job Fair for the purpose of providing job opportunities for SYEP participants by April 30, 2007. • Provide meaningful work experience for 115 youth by August 2007. • Implement SYEP Assessment Plan for all SYEP participants by August 2007. • To reinstate and implement the ArtSkills component by August 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 120 CITY OF EVANSTON SUMMER YOUTH EMPLOYMENT PROGRAM 1540 2006 -2007 2007 2008- Appropriation Approved 1540 SUMMER YOUTH EMPLOYMENT PROG. 61010 REGULAR PAY 25,500 61060 SEASONAL EMPLOYEES 250,000 61710 IMRF 2,000 61725 SOCIAL SECURITY 11,400 61730 MEDICARE 3,400 62210 PRINTING 1,200 62275 POSTAGE CHARGEBACKS 800 62295 TRAINING & TRAVEL 300 62305 RENTAL OF AUTO-FLEET SER 6,700 62375 RENTALS 12,000 62490 OTHER PROGRAM COSTS 1,500 64540 TELECOMMUNICATIONS - WIRELESS 3,000 65020 CLOTHING 7,000 65025 FOOD 1,200 65085 MINOR EQUIPMENT & TOOLS 2,500 65090 SAFETY EQUIPMENT 1,000 65095.Y31 OFFICE SUPPLIES 500 1540 SUMMER YOUTH EMPLOYMENT PROGRA 330,000 121 City of Evanston City Manager’s Office 1545 – 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Workshop/Training programs conducted (fair housing, Residential Landlord & Tenant Ordinance) N/A N/A 4 Civil 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 2007-2008 Budget • Reinstated a Human Relations Position that was initially proposed to be eliminated in FY 07-08 122 CITY OF EVANSTON HUMAN RELATIONS DIVISION 1545 2006 -2007 2007 2008- Appropriation Approved 1545 HUMAN RELATIONS DIVISION 61010 REGULAR PAY 140,270 61510 HEALTH INSURANCE 29,700 61615 LIFE INSURANCE 375 61625 AUTO ALLOWANCE 100 61710 IMRF 9,600 61725 SOCIAL SECURITY 5,000 61730 MEDICARE 1,600 62205 ADVERTISING 1,500 62210 PRINTING 1,000 62275 POSTAGE CHARGEBACKS 2,200 62285 COURIER CHARGES 300 62295 TRAINING & TRAVEL 900 62360 MEMBERSHIP DUES 300 62380 COPY MACHINE CHARGES 1,500 64540 TELECOMMUNICATIONS - WIRELESS 600 65010 BOOKS, PUBLICATIONS, MAPS 900 65025 FOOD 400 65095 OFFICE SUPPLIES 800 1545 HUMAN RELATIONS DIVISION 197,045 123 City of Evanston Management, Business & Information Services & Information Services Management, Business Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE MBIS Administration Full-Time Regular Mgmt & Budget Admin Assistant 1.00 Full-Time Regular Director, Mgmt & Budget 1.00 Full-Time Regular Management Analyst 1.00 1605 Total 3.00 Information Systems Management Full-Time Regular Director, Information Systems 1.00 Full-Time Regular Assistant UNIX Administrator 0.50 Full-Time Regular 1.00 Database Administrator Full-Time Regu 1.00 lar IS Trainer Full-Time Regular Network Administrator 2.00 Full-Time Regular Operations Coord, Mgmt & Budg. 1.00 Full-Time Regular Telecommunications Coordinator Full-Time Regular Programmer Analyst 1.00 Full-Time Regular Tech Support Specialist I 3.00 Full-Time Regular Tech Support Specialist II 1.00 Full-Time Regular Web Developer 1.00 Ful lar l-Time Regu Recreation Systems Administrator 1.00 1615 Total 13.50 Geogra ystems phic Information S Full-Time Regular GIS Analyst 2.00 Full-Time Regular GIS Manager 1.00 Full-Time Regular Info Tech Project Manager 1620 Total 3.00 Expenditures as a % of 2008 General Fund Budget 4.52% Three Year Fiscal History $10,964,700 $3,922,300 $10,285,751 $500,000 $2,500,000 $4,500,000 $6,500,000 $8,500,000 $10,500,000 $12,500,000 $14,500,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 124 City of Evanston Management, Business & Information Services Admi tion nistrative Adjudica Full-Time Regular Admin Adjudication Aide 2.00 Full-Time Regular Admin Adjudication Manager 1.00 Part-Time Regular PT Administrative Aide 1625 Total 3.00 Project Management Office Full-Time Regular Police System Administrator 1.00 Full-Time Regular Info Tech Project Manager 1.00 Full-Time Regular Info Tech Project Specialist 1.00 1630 Total 3.00 Management, Business & Information Services Total 25.50 125 City of Evanston Management, Business, and Information Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1605 – Administration 371,389 495,600 438,363 354,400 1610 – Contingency 7,512,636 7,517,700 8,134,134 0 1615 – Information Systems Mgmt. 1,818,208 2,179,500 1,966,687 2,437,300 1620 – GIS 275,323 355,900 327,286 361,800 1625 – Administrative Adjudication 308,195 416,000 342,787 421,900 1630 – Project Management 0 0 0 346900 Total Expenditures: $10,285,751 $10,964,700 $11,209,257 $3,922,300 Revenues: 51595 – Liquor Sales Tax 1,772,039 1,600,000 1,941,652 1,800,000 52040 – Liquor Licensing 412,533 290,000 324,803 340,000 52570 – Administrative Adjudication 111,661 95,000 185,176 120,000 Total Revenues: $2,296,233 $1,985,000 $2,451,631 $2,260,000 Notes for Financial Summary Business Unit 1605, formally known as the Budget Office, which has moved to the Finance Department, is now the Administration function for the Department. The Contingency element no longer exists in this department, as its function has been moved to the City Manager;'s Office and has been renamed "Miscellaneous Business Operations". The Project Management Office is a new function for the management of information technology related projects and business process improvements. Performance Report on FY 2006-2007 Major Program Objectives Administrative Adjudication: • Performed training for the building department, Northwestern University Police Department, Evanston Police and Fire Departments. • Revised pages on the City of Evanston website for electonic citation contests. • Performance Indicators are being tracked for all Hearing Officers including: number of cases heard and liability rating per type and Department. Indicators are tracked on a per month and cumulative basis. • In Division use of scanner to reduce the amount of paper being used and stored to create electronic files for cases. 2007-2008 Department Initiatives For Administrative Adjudication: • Increase use of technology to decrease volume of paper files and improve integrity of hearing file contents. • Meet bi-annually with each department involved with Administrative Adjudication to increase communication flow. • Develop and conduct customer satisfaction survey and implement changes accordingly. 126 City of Evanston Management, Business, and Information Services 1605 – Administration Description of Major Activities The Management, Business and Information Services Department has evolved from the Office of Management and Budget as the budget function is moved to the Finance Department for 2007-08. The department supervises the operations of the Fleet, Information Systems, Geographical Information Systems, and Administrative Adjudication divisions and provides staff support for the Emergency Telephone System Board and the Liquor Control Commission. Finally, this division completes special projects and studies as directed by the City Manager's Office. FY 2007-2008 Objectives • Hire a Risk Manager and begin assessment of Risk Management & Safety program • Complete a comprehensive review of the Fleet Services operation Approved Adjustments in the 2007-2008 Budget 127 CITY OF EVANSTON BIS ADMINISTRATION 1605 2006 -2007 2007 2008- Appropriation Approved 1605 BIS ADMINISTRATION 61010 REGULAR PAY 406,400 245,900 61510 HEALTH INSURANCE 46,500 39,600 61615 LIFE INSURANCE 600 300 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 24,000 61725 SOCIAL SECURITY 12,600 61730 MEDICARE 3,800 62210 PRINTING 10,000 1,000 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 800 800 62360 MEMBERSHIP DUES 10,000 10,000 62380 COPY MACHINE CHARGES 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,500 1,500 65503 FURNITURE/ FIXTURES/ EQUIPMENT 12,000 5,000 65555 PERSONAL COMPUTER EQUIPMENT 3,000 5,000 1605 BIS ADMINISTRATION 495,600 354,400 128 City of Evanston Management, Business and Information Systems 1615 – Information Systems Description of Major Activities The Information Systems Division provides technology and services that fulfill the City's broad based information technology needs. Information Systems plans resource commitment and provides a stable direction for the future. Information Systems also keeps abreast of state-of-the-art developments in information technology. This division has co- responsibility for product purchases and development projects, which include initiation, management, and successful installation. Duties include the responsibility and authority for review, control, Help Desk support, and improvements in such as areas as: • Desktop Services - Desktop services include functions that directly support the use of personal computers, laptops and handheld devices. This includes the Microsoft Office suite of tools, email, and packaged software application support. • Web Services - Web services include hosting, designing and administrating the City of Evanston’s external and internal web sites. The websites provide timely information regarding all aspects of the City. • Application Development Services - We provide limited application design and development. Application development is used to fill in the gaps and integrate various purchased application packages. All development uses Java based web technology. • Telecommunication Services - Includes all commercial and/or private voice communications systems and devices, commercial voice communications carrier services, telephones, Private Telephone Switches (PBX), call accounting, and voice mail. All network services from wall plug to servers, including wide area network (WAN) and local area networks (LANs), broadband cable system, and internet services. • Architecture and Infrastructure Services - Selection and management of PCs, gateways, firewalls, security services, domain name system (DNS), file servers, print servers, web site hosting, database administration, data center operations, backup, recovery and performance planning. • Training Services - Provide citywide technology related training including the Microsoft Office suite of tools, electronic mail, packaged and developed application training, and managing the training facility. FY 2007-2008 Objectives The Business Process & Technology Group Strategic Plan identifies nine goals and many objectives. This is a long- term plan and not certainly all those goals and objectives will be met in the next year. However, the Information systems division intends to focus on and make significant progress in several areas. This includes and is not limited to the following: • Customer Service Improvements • Re-design of the Internal Web services • Improving technology infrastructure failover • Improve employee performance through training Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of users with logon privileges 915 1,076 1,080 Number of personal computers supported 525 525 525 Number of locations supported 15 15 15 WEB site average number of daily visitors 1,407 1,900 2,400 WEB site annual unique visitors 272,358 350,000 390,000 Number of application and network servers supported 42 44 44 Number of Help Desk calls per year 2,201 2,719 3,000 Average time to close a call (days) 4.7 days 4.03 4.5 Days Percent of Help Desk calls resolved within one day 53 57 55 Percent of Help Desk calls resolved within two days 61 65 62 User Feedback - Problem Solved Satisfactory 96.44 99 98 129 City of Evanston Management, Business and Information Systems 1615 – Information Systems Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected User Feedback - Response time to call – Fast 23.11 20.8 22 User Feedback - Response time to call – Average 16.88 17.7 17 User Feedback - Response time to call – Slow 1.33 .44 .6 User Feedback - Response time to call - Very Slow .89 1.33 1 Number of users trained in computer concepts and Word 103 0 75 Number of users trained in Excel 57 0 100 Number of users trained in other PC productivity tools 82 0 100 Number of users trained in E-mail/Outlook/Internet 63 0 100 Approved Adjustments in 2007-2008 Budget 130 CITY OF EVANSTON INFORMATION SYSTEMS MGMT 1615 2006 -2007 2007 2008- Appropriation Approved 1615 INFORMATION SYSTEMS MGMT 61010 REGULAR PAY 903,000 1,033,800 61050 PERMANENT PART-TIME 38,400 61210 LONGEVITY 4,300 61510 HEALTH INSURANCE 111,600 128,700 61615 LIFE INSURANCE 1,400 1,300 61710 IMRF 82,400 61725 SOCIAL SECURITY 48,600 61730 MEDICARE 13,700 62175 IS SERVICES 75,000 92,800 62250 COMPUTER EQUIPMENT MAINT 90,300 72,100 62305 RENTAL OF AUTO-FLEET SER 6,600 6,600 62340 COMPTER LICENSE & SUPP 330,000 300,300 62360 MEMBERSHIP DUES 1,400 1,000 62380 COPY MACHINE CHARGES 300 64505 TELECOMMUNICATIONS - CARRIER L 312,600 228,100 64510 TELECOMMUNICATIONS EQUIPMENT 22,500 15,600 64515 TELECOMMUNICATIONS EQUIPMENT M 7,500 46,900 64525 TELECOMMUNICATIONS - LONG DIST 5,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 12,800 10,800 64545 PERSONAL COMPUTER SOFTWARE 5,000 16,000 65010 BOOKS, PUBLICATIONS, MAPS 1,600 2,000 65095 OFFICE SUPPLIES 47,900 54,600 65605 PBX (LICENSE & SUPPORT FEES)21,000 11,600 65615 WAN CONNECTIONS/LINE CHARGES 23,500 25,200 66020 TRANSFERS TO OTHER FUNDS 200,000 200,000 1615 INFORMATION SYSTEMS MGMT 2,179,500 2,437,300 131 City of Evanston Management, Business and Information Systems 1620 – GIS Division Description of Major Activities A Geographic Information System (GIS) combines layers of information about an area to give us a better understanding of it. Evanston's GIS was created to offer a better way to organize, view and analyze Evanston features and events by combining layers of information. Data elements such as addresses, crimes, tax parcels, buildings, streets, water meters, parks, political boundaries, etc., can be incorporated into Evanston's GIS as a layer. Currently, Evanston's GIS is comprised of over 150 of layers of information which can be maintained, studied, and analyzed together in a visual context. Some examples of GIS layers: • 16,267 Tax Parcels • 26,913 Building Structures • 224 Miles of Streets and Alleys • Zoning Districts, Parks, Parking Lots, Beaches, Census data, Wards, 911 Response Plans, Street Sweeping Zones and Tree Trimming Cycles 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 able to make better decisions. FY 2007-2008 Objectives • Implement system-wide upgrade to ArcGIS 9.2 environment for server, desktop and web GIS software • Implement training/mentoring system for GIS web applications Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Average map requests per week 4 5 5 Permanent geographic layers created 28 10 10 Average GIS web mapping interactions per week 3,800 5,540 5,600 Geographic layers maintained 158 168 178 Approved Adjustments in 2007-2008 Budget 132 CITY OF EVANSTON GEOGRAPHIC INFORMATION SYSTEMS 1620 2006 -2007 2007 2008- Appropriation Approved 1620 GEOGRAPHIC INFORMATION SYSTEMS 61010 REGULAR PAY 265,800 229,000 61055 TEMPORARY EMPLOYEES 12,400 12,400 61210 LONGEVITY 3,100 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61710 IMRF 22,000 61725 SOCIAL SECURITY 12,000 61730 MEDICARE 3,600 62210 PRINTING 800 800 62250 COMPUTER EQUIPMENT MAINT 3,000 3,000 62295 TRAINING & TRAVEL 600 800 62340 COMPTER LICENSE & SUPP 23,000 24,000 62360 MEMBERSHIP DUES 400 300 62500 TECHNICAL INFORMATION SERVICES 15,000 15,000 64545 PERSONAL COMPUTER SOFTWARE 5,000 4,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,400 1,500 1620 GEOGRAPHIC INFORMATION SYSTEMS 355,900 361,800 133 City of Evanston Management, Business, and Information Services 1625 – 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. FY 2007-2008 Objectives • Increase use of technology to decrease volume of paper files and improve integrity of hearing file contents. • Meet bi-annually with each Department involved with Administrative Adjudication to increase communication flow. • Develop and conduct customer satisfaction survey and implement changes accordingly. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of parking summons issued 56,800 45,000 46,000 Number of parking tickets adjudicated 41,640 40,100 41,580 Percentage paid prior to hearing (parking) 27% 27% 29% Percentage paid after hearing (parking) 29% 43% 45% Number of property citations adjudicated 330 345 360 Number of police cases adjudicated 1,500 1,300 1,375 Other cases adjudicated (fire, health, parks) 50 50 55 Percentage of code cases paid 30% 30% 35% Approved Adjustments in 2007-2008 Budget 134 CITY OF EVANSTON ADMINISTRATIVE ADJUDICATION 1625 2006 -2007 2007 2008- Appropriation Approved 1625 ADMINISTRATIVE ADJUDICATION 61010 REGULAR PAY 156,700 162,500 61050 PERMANENT PART-TIME 21,000 61055 TEMPORARY EMPLOYEES 2,100 61110 OVERTIME PAY 300 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 27,900 30,000 61615 LIFE INSURANCE 300 300 61710 IMRF 11,100 61725 SOCIAL SECURITY 6,800 61730 MEDICARE 2,000 62130 LEGAL SERVICES - GENERAL 200 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 30,000 30,000 62295 TRAINING & TRAVEL 400 700 62315 POSTAGE 23,000 23,000 62380 COPY MACHINE CHARGES 2,000 2,000 62456 OUTSIDE MAIL SERVICES 3,000 3,000 62500 TECHNICAL INFORMATION SERVICES 12,500 11,800 62506 WORK-STUDY 500 500 62509 SERVICE AGREEMENTS / CONTRACTS 120,000 120,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65045 LICENSING/REGULATORY SUPP 8,000 8,000 65085 MINOR EQUIPMENT & TOOLS 800 1,000 65095 OFFICE SUPPLIES 6,000 6,000 1625 ADMINISTRATIVE ADJUDICATION 416,000 421,900 135 City of Evanston Management, Business, and Information Services 1630 – Project Management Description of Major Activities The Project Management Office, along with Information Systems and Geographic Information Systems, is part of the Business Process & Technology Group. The Project Management Office focuses on business process improvement as well as the implementation and support of packaged applications. This division is primarily responsible for: Project Management Services • Function as developer and repository of the standards, processes, and methodologies that make up the foundation for information technology project management at the City. • Facilitate the City's ability to manage its entire collection of business projects as one or more interrelated initiatives and serve as a single source of information on activities throughout the lifecycle of a project. Business Process Improvement Services • Work with departments to evaluate exisiting business practices and procedures and change processes to bring about improvements in performance, customer service and cost. Application Support Services • Long term administration of new software applications. • Work with customers to perform user administration, write reports, troubleshoot software issues and implement upgrades as they become available. FY 2007-2008 Objectives • Under the new BP&TG Strategic Plan, the following Project Management Office led projects are slated for 2007: o Accela Upgrade – upgrade of the City’s current permitting and licensing software, including complete business process redesign. This is a very large project which impacts many departments across the City therefore it will be the only major information technology project initiative for FY 2007 – 2008. • Continued maintenance of the IRIS financial system including help-desk support, report writing, system patches and upgrades, and end-user training. • Identify and put into practice new business process improvement opportunities within the City. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of implementations/major upgrades in process N/A* 1 1 Number of projects completed N/A* 0 1 Number of departmental business process improvement opportunities evaluated and implemented N/A* 3 4 Number of Help Desk calls per year pertaining to packaged applications N/A* 365 375 Number of users trained in IRIS N/A* 306 315 Number of users trained in newly implemented packaged applications N/A* 0 35 User Feedback – PMO-led training – Above Average ratings N/A* 74% 74% User Feedback – PMO-led training – Average ratings N/A* 25% 25% User Feedback – PMO-led training – Below Average ratings N/A* 1% 1% *The Project Management Office was formed in 2006. Therefore, no prior data exists. Approved Adjustments in the 2007-2008 Budget 136 CITY OF EVANSTON PROJECT MANAGEMENT OFFICE 1630 2006 -2007 2007 2008- Appropriation Approved 1630 PROJECT MANAGEMENT OFFICE 61010 REGULAR PAY 272,300 61510 HEALTH INSURANCE 29,700 61615 LIFE INSURANCE 400 61710 IMRF 21,700 61725 SOCIAL SECURITY 16,900 61730 MEDICARE 4,000 62210 PRINTING 500 62295 TRAINING & TRAVEL 500 62360 MEMBERSHIP DUES 300 64545 PERSONAL COMPUTER SOFTWARE 300 65010 BOOKS, PUBLICATIONS, MAPS 300 1630 PROJECT MANAGEMENT OFFICE 346,900 137 City of Evanston Legal Department Expenditures as a % of 2008 General Fund Budget 0.90% Legal Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Legal Administration Full-Time Regular Asst Corporation Counsel 2.00 Full-Time Regular Exec Secretary (to Dept. Head) 2.00 Full-Time Regular First Asst Corp Counsel 1.00 Full-Time Regular Staff Attorney 2.00 1705 Total 7.00 Legal Department Total 7.00 Three Year Fiscal History $714,600 $781,400 $648,009 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 138 City of Evanston Legal Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1705 – Legal Administration 648,009 714,600 668,638 781,400 Total Expenditures: $ 648,009 $ 714,600 $ 668,638 $ 781,400 Revenues: 56015 – Damage to City Property 40,775 65,000 43,686 33,000 Total Revenues: $ 40,775 $ 65,000 $ 43,686 $ 33,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives • The update of the City Code is underway; anticipated completion date February 2008. • The Community Development Department is in the process of providing the update to the Zoning Code. • Zoning Board of Appeals and Plan Commission Rules are completed. 2007-2008 Department Initiatives • Complete the transfer of certain risk management operations to the Department of Management, Business, and Information Services. • Establish a formal policy and procedure for the Civil Enforcement Team. • In conjunction with Community Development, establish formal policy for Inclusionary Housing, Affordable Housing and the Mayor's Special Housing Fund (contingent upon referendum approval). 139 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 2007-2008 Objectives • Review City-wide HIPAA practices and develop written policies and procedures. • Develop written policies for national health concerns, SARS and other pandemic related matters. • Formalize policies for the Civil Enforcement Team and properly utilize civil enforcement through the administrative adjudication process. • Complete the transfer of the risk management function to the Department of Management, Business, & Information Services. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Ordinance cases prosecuted (animal, aggressive panhandling, curfew, disorderly conduct) 350 275 300 Traffic prosecution cases 3,600 4,250 4,500 Ordinances written and/or reviewed 202 175 175 Resolutions written and/or reviewed 104 96 100 Opinions written 60 40 40 Administrative adjudication (including appeals) 90 60 60 Truck Safety Prosecutions (including overweight) 0 0 0 Approved Adjustments in 2007-2008 Budget 140 CITY OF EVANSTON LEGAL ADMINISTRATION 1705 2006 -2007 2007 2008- Appropriation Approved 1705 LEGAL ADMINISTRATION 61010 REGULAR PAY 573,900 563,600 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 1,300 700 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 44,900 61725 SOCIAL SECURITY 23,300 61730 MEDICARE 7,000 62130 LEGAL SERVICES - GENERAL 45,000 35,000 62275 POSTAGE CHARGEBACKS 400 400 62295 TRAINING & TRAVEL 1,000 5,000 62345 COURT COST/LITIGATION 7,500 7,500 62360 MEMBERSHIP DUES 2,000 3,000 62380 COPY MACHINE CHARGES 4,000 4,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 8,600 10,000 65095 OFFICE SUPPLIES 1,500 1,800 1705 LEGAL ADMINISTRATION 714,600 781,400 141 City of Evanston Human Resources Human Resources Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Human Resources General Support Full-Time Regular Director, Human Resources 1.00 Full-Time Regular Assistant Director, Human Resources 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 Three Year Fiscal History $1,361,90 0 $1,521,20 0$1,482,908 $500,00 0 $700,00 0 $900,00 0 $1,100,00 0 $1,300,00 0 $1,500,00 0 $1,700,00 0 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 1.75% 142 City of Evanston Human Resources Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1805 – HR General Support 1,482,908 1,361,900 1,400,706 1,521,200 Total Expenditures: $ 1,482,908 $ 1,361,900 $ 1,400,706 $ 1,521,200 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives • For FY06-07, 133 positions have been filled, as compared to FY05-06 at 83, making 06-07 another record high in positions filled. Over 550 seasonal employees were also processed during FY06-07. • Recruitment and hiring for permanent part-time positions in the Library and Recreation has been centralized in Human Resources, resulting in increased applicants for such positions and consistency throughout the organization in hiring practices. • Two Police Officer testing cycles have been completed, with one additional scheduled for the remainder of the fiscal year; promotional exams for Police Commander and Police Lieutenant were conducted. • Firefighter/Paramedic candidates continue to be process, and the next test is scheduled for March 2007. Special recruitment efforts are underway for that testing process. Selection processes were developed and administered for 60 separate positions. • Five senior management positions have been filled (Superintendent of Streets/Sanitation, Superintendent of Water/Sewer, Finance Director, Assistant City Manager, Police Chief ). • Several departmental re-organizations have been completed or in progress, resulting in increased efficiencies and more appropriate staffing alignments. • Three union contracts were successfully negotiated, including processes that will allow us to work collaboratively to reduce ever-increasing health insurance costs in the future. • Worker's Compensation cases are running slightly below last year's cases. • Strategic Plan initiatives relating to Customer Service include holding of focus groups of employees, development of a Customer Service Policy, implementation of Customer Service comment cards for feedback, training of over 400 employees in communications skills, several programs on safety and security. • Strategic Plan initiatives relating to recruiting and retaining excellent employees include increased attendance at career days and job fairs, including several specific targeted at increasing diversity amongst applicants. 2007-2008 Department Initiatives • Working with various employee groups, begin education and discussions necessary for controlling health insurance costs, including wellness programs, benefit analysis and the like. • Develop coordinated training program for City employees to include basic organizational procedures training, policy training, departmental technical training tracks, and individual skill needs. • Continue Customer Service initiatives including Customer Service performance evaluations for all employees, training to improve skills, customer service certifications, and surveys of citizens and customers to evaluate progress. • Continue Strategic Plan initiatives in the area of increasing diversity, more studies of comparable communities in terms of compensation and benefits, more targeted recruitment, exit interviews, new employee orientation. • Work with new Risk Management function to transition Worker's Compensation into the newly centralized function. 143 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. The department of 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. The Human Resources Department 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." The Human Resources Department 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. FY 2007-2008 Objectives • Implement a Customer Service Certification training program for front-line employees by September 2007 • Aligning with the City Manager's budget program, conduct analyses of position vacancies for re-engineering, consolidation, elimination or enhancement possibilities for increased efficiency, cost savings, succession planning and related areas, beginning March 1, 2007 • Develop Citywide training program to address overall training needs, including required training, necessary technical, business and management training, succession planning training and specific departmental training, beginning March 1, 2007 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Civil Service Commission meetings 24 13 20 Labor contract negotiated 3 1 1 Training programs 12 6 12 Positions filled - full-time 75 100 90 Positions filled - part-time/seasonal 150,450 100550 150,550 Approved Adjustments in 2007-2008 Budget 144 CITY OF EVANSTON HUMAN RESOURCES GEN SUPPORT 1805 2006 -2007 2007 2008- Appropriation Approved 1805 HUMAN RESOURCES GEN SUPPORT 61010 REGULAR PAY 605,200 642,000 61060 SEASONAL EMPLOYEES 3,600 3,700 61210 LONGEVITY 3,100 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 900 800 61625 AUTO ALLOWANCE 4,800 4,900 61710 IMRF 51,200 61725 SOCIAL SECURITY 26,700 61730 MEDICARE 8,000 62130 LEGAL SERVICES - GENERAL 500 500 62160 EMPLOYMENT TESTING SERVICES 75,000 75,000 62205 ADVERTISING 65,000 62235 OFFICE EQUIPMENT MAINT 100 100 62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000 62274 TEST ADMINISTRATION 50,000 62,200 62290 TUITION 100,000 100,000 62295 TRAINING & TRAVEL 800 800 62310 CITY WIDE TRAINING 150,000 150,000 62345 COURT COST/LITIGATION 500 500 62360 MEMBERSHIP DUES 2,500 2,500 62380 COPY MACHINE CHARGES 5,800 4,000 62506 WORK-STUDY 1,000 62512 RECRUITMENT 75,000 62630 UNEMP. COMP. & ADMIN. FEE 150,000 150,000 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,000 65095 OFFICE SUPPLIES 5,300 5,000 65125 OTHER COMMODITIES 20,000 30,000 1805 HUMAN RESOURCES GEN SUPPORT 1,361,900 1,521,200 145 City of Evanston Finance Department Three Year Fiscal History $1,768,500 $2,222,900 $1,797,763 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 $2,200,000 $2,400,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.56% Finance Department Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 2.00 1910 Total 10.00 Payroll Full-Time Regular Payroll Coordinator 1.00 Full-Time Regular Payroll Manager 1.00 Full-Time Regular Payroll Assistant 0.00 1915 Total 2.00 Accounting Full-Time Regular Investment Analyst 1.00 Full-Time Regular Accounting Supervisor 1.00 Full-Time Regular Bookkeeper 1.00 Full-Time Regular Senior Accountant 2.00 Full-Time Regular Accounts Payable Coordinator 1.00 1920 Total 6.00 146 City of Evanston Finance Department Finance Department Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Purchasing Full-Time Regular Accounts Payable Clerk 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 Finance Total 26.50 147 City of Evanston Finance Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1905 – Finance General Support 297,196 216,100 121,091 334,500 1910 – Revenue Division 584,158 536,300 749,378 685,600 1915 – Payroll 225,383 233,100 267,969 202,400 1920 – Accounting 426,144 438,800 455,485 581,400 1925 – Purchasing/MWEBE 264,882 344,200 305,591 229,500 1930 – Budget Office 0 0 0 189,500 Total Expenditures: $ 1,797,763 $ 1,768,500 $ 1,899,514 $ 2,222,900 Notes for Financial Summary The Budget Office has moved from the former Department of Management and Budget (presently Management, Business, and Information Services). The Accounts Payable Coordinator position moved from Purchasing to Accounting. Performance Report on FY 2006-2007 Major Program Objectives The CAFR (Comprehensive Annual Financial Report) was completed by August 31, 2006. The use and functionality of the IRIS Financial Software was stabilized by instituting new user training programs. In addition, ongoing user training was increased which included the dissemination of additional documentation and training manuals. 2007-2008 Department Initiatives • Train City’s users on IRIS system • Implement Payroll Disaster Plan • Implement new Parking Citation Management System • Implementation of Revenue Division related licensing/Permit Management System • Complete research and make recommendation for comprehensive Accounts Receivable (AR) software system • Evaluation, selection and implementation of new Utility Billing System • Integrate Budget Division into Finance Department • Review Debt Management in City • Support Purchasing Division in its realignment and development • Support Payroll Division in its realignment and development • 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 148 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, and budget. Direction and coordination are also provided for the following four divisions: • Accounting • Collections • Purchasing and Accounts Payable • Payroll • Budget 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 2007-2008 Objectives • Successfully incorporate and develop the Budget Division • Review debt structure of City to maximize opportunities • Create a Five Year Financial Forecast • Train the City’s end users on the IRIS system Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 149 CITY OF EVANSTON FINANCE GENERAL SUPPORT 1905 2006 -2007 2007 2008- Appropriation Approved 1905 FINANCE GENERAL SUPPORT 61010 REGULAR PAY 181,400 252,700 61060 SEASONAL EMPLOYEES 7,300 61510 HEALTH INSURANCE 18,600 39,600 61615 LIFE INSURANCE 600 100 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 20,200 61725 SOCIAL SECURITY 10,400 61730 MEDICARE 3,100 62275 POSTAGE CHARGEBACKS 800 800 62295 TRAINING & TRAVEL 300 300 62360 MEMBERSHIP DUES 1,000 1,100 62380 COPY MACHINE CHARGES 1,400 1,400 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65095 OFFICE SUPPLIES 2,000 2,000 1905 FINANCE GENERAL SUPPORT 216,100 334,500 150 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. These functions, now assisted by 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 2007-2008 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 • Evaluation, selection and implementation of new utility billing system. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 151 152 CITY OF EVANSTON REVENUE DIVISION 1910 2006 -2007 2007 2008- Appropriation Approved 1910 REVENUE DIVISION 61010 REGULAR PAY 449,300 476,500 61055 TEMPORARY EMPLOYEES 5,200 5,200 61060 SEASONAL EMPLOYEES 7,800 8,800 61110 OVERTIME PAY 15,000 15,000 61210 LONGEVITY 4,700 61510 HEALTH INSURANCE 93,000 99,000 61615 LIFE INSURANCE 600 1,000 61630 SHOE ALLOWANCE 200 200 61710 IMRF 38,000 61725 SOCIAL SECURITY 21,000 61730 MEDICARE 6,300 62205 ADVERTISING 200 300 62235 OFFICE EQUIPMENT MAINT 300 300 62245 OTHER EQMT MAINTENANCE 2,500 2,100 62273 LIEN FILING FEES 6,000 6,000 62275 POSTAGE CHARGEBACKS 20,000 20,000 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 5,600 5,600 62315 POSTAGE 15,000 15,000 62360 MEMBERSHIP DUES 800 800 62375 RENTALS 700 700 62380 COPY MACHINE CHARGES 7,600 7,600 62431 ARMORED CAR SERVICES 40,000 62655 LEASE PAYMENTS 3,000 3,000 64545 PERSONAL COMPUTER SOFTWARE 4,000 4,000 65045 LICENSING/REGULATORY SUPP 40,000 45,000 65095 OFFICE SUPPLIES 7,500 7,500 65620 OFFICE MACH. & EQUIP.1,000 1,000 66125 SERVICES BILLED OUT 150,000-150,000- 1910 REVENUE DIVISION 536,300 685,600 153 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, which 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, 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 2007-2008 Objectives • Finalize stabilization of the financial payroll system • Provide good customer service to internal as well as external customers • Implement disaster recovery plan for the Payroll Division • Design a new Payroll check for the City of Evanston • Train City's users on the IRIS system • Re-organize the responsibilities of the Payroll Assistant position Ongoing Activity Measures 2005-2006 Actual 2006-2007 Estimate 2007-2008 Projected Regular checks issued 33,500 33,500 33,600 Manual checks issued 170 175 180 Approved Adjustments in 2007-2008 Budget 154 CITY OF EVANSTON PAYROLL 1915 2006 -2007 2007 2008- Appropriation Approved 1915 PAYROLL 61010 REGULAR PAY 199,500 155,100 61110 OVERTIME PAY 2,500 61210 LONGEVITY 3,600 61510 HEALTH INSURANCE 27,900 19,800 61615 LIFE INSURANCE 400 300 61710 IMRF 12,400 61725 SOCIAL SECURITY 6,500 61730 MEDICARE 1,900 62275 POSTAGE CHARGEBACKS 100 100 62295 TRAINING & TRAVEL 500 500 62360 MEMBERSHIP DUES 500 500 62380 COPY MACHINE CHARGES 300 300 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 800 800 1915 PAYROLL 233,100 202,400 155 City of Evanston Finance Department 1920 – Accounting & Accounts Payable 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). 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 annual statements of the Police and Firefighter pension funds' to be filed with the Illinois Department of Insurance. FY 2007-2008 Objectives • Access and redesign tasks within the Division • Train City's end users on the IRIS system • Issue RFP for banking services in conjunction with Finance Director • Enhance cash management process • Successfully integrate Accounts Payable into Division • Continue to achieve and receive the GFOA Award for excellence in financial reporting Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Preparation of final fund trial balance for annual independent audit 07/30/05 07/30/2006 07/30/2007 Preparation of schedule of federal financial assistance for the Single Audit Act of 1984 09/15/05 09/15/2006 09/15/2007 Preparation of Police and Fire Pension fund filings with Illinois Department of Insurance 08/29/05 08/29/2006 08/29/2007 File for Certificate of Achievement for Excellence in financial reporting with Government Finance Officers Association 08/31/05 08/31/2006 08/31/2007 Approved Adjustments in 2007-2008 Budget 156 CITY OF EVANSTON ACCOUNTING 1920 2006 -2007 2007 2008- Appropriation Approved 1920 ACCOUNTING 61010 REGULAR PAY 316,800 388,000 61110 OVERTIME PAY 2,000 2,000 61210 LONGEVITY 3,700 61510 HEALTH INSURANCE 46,500 59,400 61615 LIFE INSURANCE 500 500 61710 IMRF 30,900 61725 SOCIAL SECURITY 17,300 61730 MEDICARE 5,000 62110 AUDITING 63,000 65,000 62205 ADVERTISING 2,000 1,800 62275 POSTAGE CHARGEBACKS 700 700 62280 OVERNIGHT MAIL CHARGES 300 400 62295 TRAINING & TRAVEL 700 700 62360 MEMBERSHIP DUES 1,200 1,200 62380 COPY MACHINE CHARGES 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 2,300 2,000 1920 ACCOUNTING 438,800 581,400 157 City of Evanston Finance Department 1925 – Purchasing Division Description of Major Activities The purchasing division coordinates the efforts of the City in obtaining the equipment, materials, and services required to benefit the citizens of Evanston. The purchasing staff manages the contract solicitation process, working with the various departments of the City, and assures conformance with all legal bidding requirements. The purchasing division works with other governmental jurisdictions for joint purchasing when appropriate. Staff also conducts research on new technology, products and methods of doing business, and assists with pre-purchase commodity and vendor information. The division is also responsible for general contract administration following execution of any agreements. The purchasing division is responsible for activities related to the City of Evanston Minority/Women/Evanston Business Enterprise (M/W/EBE) program, including promoting the program and ensuring compliance with the City’s initiatives of the in this area. The primary goal of the M/W/EBE program 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 program participants on City contracts In addition, the purchasing staff provides referrals to other agencies for M/W/EBE firms that are seeking assistance with bonding, finance, management, and other technical assistance. The purchasing division oversees the City’s purchasing card program, including submitting applications to the provider, issuing cards, overseeing monthly reconciliation by the user departments, and performing annual audits. FY 2007-2008 Objectives • Set up and put into practice a master calendar of critical activities and deadlines for users of the purchasing system. • Reinforce purchasing policies and procedures through regular workshops, trainings and user group seminars. • Increase the participation of Evanston and minority or women-owned businesses as measured by a percentage of the dollar value of contracts awarded by the City. • Provide training for Purchasing Card users, and perform an annual audit on each account. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Purchase orders issued 2,025 2,100 2,100 Requests for Proposals and Qualifications issued 88 50 70 Bid items purchased 250 400 350 Term agreements issued 35 50 40 Vouchers/invoices processed 18,950 20,000 19,500 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 45 Purchasing card audits N/A 160 175 Approved Adjustments in 2007-2008 Budget 158 CITY OF EVANSTON PURCHASING DIVISION 1925 2006 -2007 2007 2008- Appropriation Approved 1925 PURCHASING DIVISION 61010 REGULAR PAY 299,400 182,300 61050 PERMANENT PART-TIME 21,000 16,400 61510 HEALTH INSURANCE 46,500 29,700 61615 LIFE INSURANCE 600 400 61710 IMRF 14,500 61725 SOCIAL SECURITY 7,100 61730 MEDICARE 2,400 62205 ADVERTISING 500 500 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 17,000 17,000 62275 POSTAGE CHARGEBACKS 6,400 6,400 62295 TRAINING & TRAVEL 400 400 62360 MEMBERSHIP DUES 1,500 1,500 62380 COPY MACHINE CHARGES 6,800 6,800 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65095 OFFICE SUPPLIES 13,600 13,600 66125 SERVICES BILLED OUT 96,000-96,000- 68305 DEBT SERVICE 25,200 25,200 1925 PURCHASING DIVISION 344,200 229,500 159 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 2007-2008 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. • Investigate the feasibility of implementing budget checking functionality in the City’s integrated financial system with the Business and Information Services Department. • Identify and implement improvements to the City’s budget process. • Identify and facilitate budget-related training to departments as needed throughout the year. • Implement the Innovations Program with the Project Management Office. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Completion of the Proposed Budget December 31, 2005 December 31, 2006 December 31, 2007 Completion of the Approved Budget June 1, 2005 May 15, 2007 June 1, 2007 City Council Budget Memos Prepared 25 56 55 Approved Adjustments in 2007-2008 Budget 160 CITY OF EVANSTON BUDGET 1930 2006 -2007 2007 2008- Appropriation Approved 1930 BUDGET 61010 REGULAR PAY 137,700 61510 HEALTH INSURANCE 19,800 61615 LIFE INSURANCE 200 61710 IMRF 11,300 61725 SOCIAL SECURITY 5,700 61730 MEDICARE 1,700 62210 PRINTING 10,000 62275 POSTAGE CHARGEBACKS 100 62295 TRAINING & TRAVEL 400 62360 MEMBERSHIP DUES 1,000 62380 COPY MACHINE CHARGES 1,000 65010 BOOKS, PUBLICATIONS, MAPS 100 65095 OFFICE SUPPLIES 500 1930 BUDGET 189,500 161 City of Evanston Community Development Department Expenditures as a % of 2008 General Fund Budget 3.41% Community Development Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Community Development Administration Full-Time Regular Director, Comm 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 4.00 Full-Time Regular Secretary II 1.00 Full-Time Regular Property Maint Supv Inspector 1.00 Full-Time Regular Sign Inspector/Graffiti Tech 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 2120 Total 3.00 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 Three Year Fiscal History $3,452,500 $2,957,000$2,902,902 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 162 City of Evanston Community Development Department Community Development Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Full-Time Regular Coord 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 Plan Reviewer 3.00 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 Zoning Officer 2.00 Full-Time Regular Zoning Planner 1.00 Full-Time Regular Project Management Supervisor 1.00 2130 Total 18.00 Community Development Total 36.00 163 City of Evanston Community Development Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2101 – CD Administration 238,939 216,600 232,978 248,200 2105 – Planning & Support Service 382,120 419,500 455,071 490,900 2110 – Zoning Analysis & Support 431,810 395,200 427,043 0 2115 – Housing Code Compliance 533,790 561,900 555,283 647,100 2120 – Housing Rehabilitation 218,405 244,300 216,962 276,800 2125 – Building Code Compliance 1,097,838 1,119,500 1,204,687 0 2130 – Building and Zoning 0 0 0 1,789,500 Total Expenditures: $ 2,902,902 $ 2,957,000 $ 3,092,024 $ 3,452,500 Revenues: 52080 – Building Permits 3,973,861 3,065,000 3,062,633 2,810,000 52120 – Heating Vent. A/C Permits 330,420 180,000 204,772 155,000 53665 – Condo Conversion App. Fees 80,100 70,000 48,450 52,000 52030 – Contractor Licenses 85,700 80,000 88,000 85,000 52125 – Commercial Driveway Permits 22,161 700 0 700 52095 – Electrical Permits 210,450 175,000 181,210 150,000 52115 – Elevator Permits 48,270 40,000 45,771 40,000 52110 – Other/Miscellaneous Permits 347,380 300,000 315,401 250,000 52560 – Permit Penalty Fees 69,573 25,000 42,210 25,000 52155 – Plat Approval Fees 0 1,000 0 500 52090 – Plumbing Permits 204,177 160,000 163,507 140,000 52035 – Rooming House Licenses 169,048 160,000 180,908 197,300 52105 – Sign Awning Permits 9,306 10,000 12,694 10,000 52145 – Annual Sign Fees 36,765 32,000 32,685 32,000 53695 – Zoning Fees 59,352 40,000 58,284 45,000 Total Revenues: $ 5,646,563 $ 4,338,700 $ 4,436,525 $ 3,992,500 Notes for Financial Summary Based on current information, building permit fees will decrease in FY 2007-08. With the housing market slowing down, base building permit fees are projected to be 20-25% less that the current year. This will lower all projected permit fees for FY 2007-08. Due to operational realignment, Building Code Compliance and Zoning Analysis & Support have combined to form the Building and Zoning Division. Performance Report on FY 2006-2007 Major Program Objectives The Director has worked closely with the City Manager's Office and management staff to begin implementation of the recommendations in the Virchow Krause Report for both permit review and the development process. Metrics have been evaluated and established 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 has also led the staff on devising a new economic development strategy as Goal #1 in the Strategic Plan. Community Development staff has also begun working with Information Systems to form a project team to begin implementation of a new tracking software. Staff will recommend to the City Council to approve the Accela software as the sole source bid. One of the CD staff plan reviewers will work as a project manager along with Information Systems staff. 164 City of Evanston Community Development Department In planning, two planning consultants were approved by Council to begin master planning in the West Side TIF area. The consultants have had several neighborhood meetings, and are focusing on form based zoning as the basis of rezoning and redevelopment. Planning & Zoning staff have been processing planned developments for Plan Commission review. Four planned developments have been approved by the Council, including the redevelopment of the Kendall College site for single family homes. A New planned development at Emerson & Oak was approved for 18 stories with condominiums and first floor retail Home funds were provided to the Evanston Housing Coalition to build an affordable duplex at 1710 Dodge, the former site of an area besieged by antisocial behavior in the past. The Building Division inspectors have been trained in the recently adopted 2003 Energy Code, and the code is now being enforced for all new construction. The Sherman Plaza parking garage was completed, along with new commercial on the Davis St, Church St., and Sherman Ave. sides of the project. A new mixed use planned development at 900 Chicago was completed, with 77 condominiums. An extensive addition to the Three Crowns Retirement Community was fully permitted with site work and foundations currently under construction. Property Standard's staff continued its work on rental residential inspections. More than 3,000 units will be inspected this year. 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. 2007-2008 Department Initiatives One of the most important functions for staff will be the implementation of the permit tracking software. If City Council approves the Accela software contract in November, 2006, the project should take between 18-24 months to implement and train staff. This will greatly improve our permit processing, tracking of projects, and overall customer service. The implementation of the Virchow Krause recommendations should be on line, with some department reorganization focused on "one stop shopping" for permits to better serve our customers. The master planning & rezoning of the West Evanston TIF area should be completed, with focus on development and rehabilitation of this area, to better provide neighborhood services, retail, and restaurants. The Central St. corridor study should be completed, with recommendations for the redevelopment of Central St., east of Green Bay Rd, as well as a landscape plan and public works improvements for the entire length of Central St. The new economic development strategy of the strategic Plan should be completed by the end of 2007, for downtown and neighborhood shopping and business districts. 165 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 2007-2008 Objectives • The Director will work closely with the Assistant City Manager and staff to continue implementation of the Virchow Krause Report and recommendations by July 1, 2007. • 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 February 28, 2008. • The Director will work closely with the project managers implementing the new tracking software. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Coordination & completion of Planning & Development Committee packets 25 29 25 Completion of the Planning & Development Committee minutes 25 29 25 Approved Adjustments in 2007-2008 Budget 166 CITY OF EVANSTON COMMUNITY DEVELOPMENT ADMIN 2101 2006 -2007 2007 2008- Appropriation Approved 2101 COMMUNITY DEVELOPMENT ADMIN 61010 REGULAR PAY 178,700 183,400 61110 OVERTIME PAY 6,000 5,400 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 400 200 61625 AUTO ALLOWANCE 4,800 5,000 61630 SHOE ALLOWANCE 200 61710 IMRF 14,600 61725 SOCIAL SECURITY 7,800 61730 MEDICARE 2,300 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 3,000 3,000 62645 MICROFILMING 2,000 2,000 64540 TELECOMMUNICATIONS - WIRELESS 500 800 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,000 1,000 2101 COMMUNITY DEVELOPMENT ADMIN 216,600 248,200 167 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, comprehensive long-term planning, CDBG administration and implementation, and electrical energy planning and reliability. Programmatic activities operated by this division include: • 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 2007-2008 Objectives • Complete physical planning process in West Evanston Tax Increment Financing District. • Implement activities to achieve the Housing Goal of the Strategic Plan. • Complete revisions to the Downtown Plan, including managing of the stakeholders comment and visioning process. • Continue to invest HOME funds to generate affordable quality housing and stimulate neighborhood revitalization. • Implement the goals and programmatic objectives of the Howard Street and West Evanston Neighborhood Plans designed to stimulate neighborhood revitalization. • Conduct pilot project for introducing form based coding in the traditional neighborhoods of downtown, one core area and one transitional area. • Identify other areas where form based coding may apply after completing physical planning process for West Evanston. • Complete the physical planning process in the Central Street Corridor. • Evaluate and make revision to the Preservation Ordinance • Expedite the Planned Development Review process involving the Plan Commission and the Preservation Commission. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Economic Development Committee 11 12 12 Plan Commission & committees 18 30 26 Negotiating Team/Energy Commission 11 11 18 Housing Commission & committees 12 12 12 Preservation Commission 14 24 24 Joint Review Board 5 6 6 Approved Adjustments in 2007-2008 Budget 168 CITY OF EVANSTON PLANNING & SUPPORT SRVS 2105 2006 -2007 2007 2008- Appropriation Approved 2105 PLANNING & SUPPORT SRVS 61010 REGULAR PAY 322,800 344,800 61110 OVERTIME PAY 14,000 12,600 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 400 61630 SHOE ALLOWANCE 500 500 61710 IMRF 27,500 61725 SOCIAL SECURITY 14,800 61730 MEDICARE 4,400 62136 REDEVELOPMENT CONSULTING SVCS 6,000 6,000 62185 OTHER CONSULTING SERVICES 10,000 10,000 62205 ADVERTISING 800 800 62210 PRINTING 2,000 2,000 62215 PHOTOGRAPHERS/BLUEPRINTS 500 500 62275 POSTAGE CHARGEBACKS 1,500 1,500 62280 OVERNIGHT MAIL CHARGES 100 100 62285 COURIER CHARGES 4,000 4,000 62295 TRAINING & TRAVEL 1,500 700 62360 MEMBERSHIP DUES 900 600 62380 COPY MACHINE CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 400 800 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 500 500 2105 PLANNING & SUPPORT SRVS 419,500 490,900 169 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. Three Property Standards inspectors inspect buildings with 2 or less units in the CDBG target areas, as well as rental units in the non-CDBG areas of the City, 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 2007-2008 Objectives • Reduce the number of redundant re-inspections conducted while gaining compliance on code violations • Increase the number of dwelling units inspected • Reduce the time frame in bringing nuisance violations to Administrative Hearings, including weeds, trash, etc. • Propose ordinance amendments preventing transfer of unlawful structures, e.g. illegal dwellings, stop work orders • Pursue inspector certifications in the International Code Council (ICC), International Fire Code 170 City of Evanston Community Development Department 2115 – Housing Code Compliance Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Dwelling units inspected 3,000 3,684 3,500 Occupants affected by rooming house inspections 7,277 7,836 7,036 Complaints investigated 1,200 1,245 1,200 Dwelling units demolished 2 1 2 Re-inspections for compliance 4,000 4,019 3,000 Violations corrected 6,000 6,031 6,000 Vacant building determinations 15 29 25 Training/safety/staff meetings 24 24 24 Graffiti tags removed by graffiti technician 2,500 5,296 2,500 Approved Adjustments in 2007-2008 Budget 171 CITY OF EVANSTON HOUSING CODE COMPLIANCE 2115 2006 -2007 2007 2008- Appropriation Approved 2115 HOUSING CODE COMPLIANCE 61010 REGULAR PAY 406,600 426,500 61055 TEMPORARY EMPLOYEES 1,600 1,600 61110 OVERTIME PAY 9,900 8,900 61210 LONGEVITY 4,300 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 600 800 61630 SHOE ALLOWANCE 800 800 61710 IMRF 34,000 61725 SOCIAL SECURITY 19,300 61730 MEDICARE 5,500 62190 HOUSING REHAB SERVICES 15,500 15,500 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 2,700 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.1,500 500 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65095 OFFICE SUPPLIES 1,400 1,400 65105 PHOTO/DRAFTING SUPPLIE 300 200 2115 HOUSING CODE COMPLIANCE 561,900 647,100 172 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 2007-2008 Objectives • Review and update Housing Rehabilitation applications and procedures to improve time frames; • Continue utilization of Cook County Lead Grant funding in Housing Rehab projects; • Fund the purchase of seven homes through the Evanston Housing Corporation; • Pursue inspector certifications in the International Code Council, ICC, and International Fire Code. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Single-family rehab units completed 12 14 12 Multi-family rehab units completed 12 12 Dangerous/damaged trees removed 3 3 Garage demolitions 4 1 4 Self-help Exterior Paint program cases 20 7 20 Condominium rehab units completed 4 4 Staff training sessions 24 24 24 Approved Adjustments in 2007-2008 Budget 173 CITY OF EVANSTON HOUSING REHABILITATION 2120 2006 -2007 2007 2008- Appropriation Approved 2120 HOUSING REHABILITATION 61010 REGULAR PAY 199,200 203,000 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 200 200 61210 LONGEVITY 900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 300 61630 SHOE ALLOWANCE 300 300 61710 IMRF 16,200 61725 SOCIAL SECURITY 8,400 61730 MEDICARE 2,500 62205 ADVERTISING 200 100 62210 PRINTING 200 100 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 400 200 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 600 300 65095 OFFICE SUPPLIES 600 600 65105 PHOTO/DRAFTING SUPPLIE 300 200 2120 HOUSING REHABILITATION 244,300 276,800 174 City of Evanston Community Development Department 2130 – Building & Zoning Description of Major Activities The former Building Code Compliance Division has been merged with the former Zoning division to create a new business unit, Building & Zoning. This 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 2007-2008 Objectives • To continue the implementation of the recommendations made in the Virchow Krause report concerning permit review for improved customer service • To continue a comprehensive review of the zoning ordinance to allow for more administrative approval of variance requests • To implement the Accela software tracking system • To continue working on Goal #1 of the Strategic Plan, Revised Economic Development Strategy Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Zoning analyses 1,364 1,500 1,500 Zoning complaints 13 15 15 Site Plan & Appearance Review cases 283 280 275 Zoning Board of Appeals cases 68 70 65 Zoning Administrator Decision cases 106 100 100 Plan Commission cases 12 15 15 Sidewalk cafes approved 39 41 40 Plats for Council approval 1 4 5 Approved Adjustments in 2007-2008 Budget Business units 2110 and 2125 merged into business unit 2130. 175 CITY OF EVANSTON BUILDING & ZONING 2130 2006 -2007 2007 2008- Appropriation Approved 2130 BUILDING & ZONING 61010 REGULAR PAY 1,173,600 61110 OVERTIME PAY 8,100 61210 LONGEVITY 12,300 61510 HEALTH INSURANCE 178,200 61615 LIFE INSURANCE 1,800 61625 AUTO ALLOWANCE 2,400 61630 SHOE ALLOWANCE 2,000 61710 IMRF 93,500 61725 SOCIAL SECURITY 48,200 61730 MEDICARE 14,600 62145 ENGINEERING SERVICES 65,000 62150 CONSTRUCTION ENGINEERING SERVI 30,000 62205 ADVERTISING 1,000 62210 PRINTING 1,400 62235 OFFICE EQUIPMENT MAINT 400 62271 COURT REPORTING SERVICES 8,000 62275 POSTAGE CHARGEBACKS 6,200 62295 TRAINING & TRAVEL 1,900 62305 RENTAL OF AUTO-FLEET SER 54,000 62360 MEMBERSHIP DUES 700 62380 COPY MACHINE CHARGES 9,300 62425 ELEVATOR CONTRACT COSTS 50,000 62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000 62645 MICROFILMING 7,000 64540 TELECOMMUNICATIONS - WIRELESS 4,200 65010 BOOKS, PUBLICATIONS, MAPS 1,500 65085 MINOR EQUIPMENT & TOOLS 500 65095 OFFICE SUPPLIES 3,500 65105 PHOTO/DRAFTING SUPPLIE 200 2130 BUILDING & ZONING 1,789,500 176 City of Evanston Police Department Police Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 Full-Time Regular Police System Administrator 2205 Total 4.00 Patrol Operations Full-Time Regular Police Commander 4.00 Full-Time Regular Police Officer 78.00 Full-Time Regular Police Sergeant 11.00 Full-Time Regular Deputy Chief 1.00 2210 Total 94.00 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 Svcs Bureau 1.00 Full-Time Regular Victim Advocate 3.00 Full-Time Regular Youth Advocate 3.00 2225 Total 7.00 Expenditures as a % of 2008 General Fund Budget 22.47% Three Year Fiscal History $18,466,000 $19,503,200$18,670,460 $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 $19,000,000 $20,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 177 City of Evanston Police Department Employee Status Description Job Type Description 2007-2008 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 Full-Time Regular Deputy Chief 1.00 2265 Total 15.00 178 City of Evanston Police Department Employee Status Description Job Type Description 2007-2008 Position FTE Traffic Bureau Full-Time Regular Police Officer 6.00 Full-Time Regular Police Sergeant 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 220.75 179 City of Evanston Police Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2205 – Police Administration 561,177 649,600 763,895 575,900 2210 – Patrol Operations 8,516,348 8,063,100 8,743,540 8,418,300 2215 – Criminal Investigation 1,624,072 1,626,000 1,992,432 1,713,800 2225 – Vic/Wit Youth Outreach 385,244 527,800 497,281 612,200 2230 – Juvenile Bureau 937,948 883,000 584,235 934,000 2235 – School Liaison 259,278 346,500 374,488 362,300 2240 – Police Records 798,634 753,400 781,554 813,900 2245 – Communications 1,004,667 1,027,300 1,021,313 1,123,800 2250 – Service Desk 921,989 765,200 863,419 997,800 2255 – Office of Prof. Standards 307,182 284,400 310,587 304,400 2260 – Office of Administration 406,038 429,800 417,650 453,800 2265 – Neighborhood Enforcement 1,305,114 1,369,800 1,151,649 1,393,200 2270 – Traffic Bureau 859,426 816,700 788,206 782,600 2275 – Community Strategic Bur. 135,243 148,000 137,550 221,600 2280 – Animal Control 113,904 179,400 148,435 186,300 2285 – Problem Solving Team 570,026 596,000 611099 609,300 Total Expenditures: $18,706,290 $ 18,466,000 $ 19,187,333 $ 19,503,200 Revenues: 52170 – Alarm Panel Franchise Fees 10,800 14,000 3,600 14,000 53715 – Alarm Panel Subscription Fees 205,889 100,000 158,547 110,000 52025 – Bicycle Fees 0 0 0 0 Cherry Family Foundation 0 2,000 2,000 2,000 52545 – False Alarm Fines (after 4 calls) 133,504 90,000 69,615 0 Highway Safety Project Grant 0 6,500 7,200 25,000 55161 – ICJIA (Community Service) 0 15,000 17,894 8,992 55162 – ICJIA (Victim Services) 0 60,000 0 45,000 Irving Stern Foundation 2,500 2,500 600 0 55285 – Law Enforcement Block Grant 0 56,000 0 35,400 Levy Foundation Grant 15,000 16,500 16,500 16,500 53685 – Police Report Fees 17,477 15,000 17,487 15,400 55270 – Police Training Grant 0 8,000 31,289 8,000 53720 – Skokie/Lincolnwood Animal Fees 430 1,000 102 600 55160 – Violent Crimes Victim’s Grant 15,000 24,700 27,458 24,700 Total Revenues: $ 400,600 $ 411,200 $ 352,292 $ 305,592 Notes for Financial Summary • FY2007-2008 will be the first full year for the K-9 Unit. Expenses will be offset by the initial donation of $60,000 and further accumulated donations to this unit. The Social Service Bureau will increase the amount budgeted to the Youth Outreach Initiative as grant funded (CDBG and Cook County) has been eliminated. • As in the past few fiscal years, retirement ,resignation and termination payouts could be substantial depending on the employees involved. • Overtime for the Communications Center (E-911) and the Service Desk will be affected by the staffing levels in both Bureaus. 180 City of Evanston Police Department Performance Report on FY 2006-2007 Major Program Objectives • The crime rate declined for the eighth consecutive year with the index being reduced by 6.4% for 2005. • A Peer Support Program was established to work with members of the Department needing assistance from trained internal Department personnel (sworn or civilian). • With the retirement of Chief Frank Kaminski, a nation-wide search is under way for a replacement. Deputy Chief Dennis Nilsson has been named the Interim Police Chief and will handle the duties until a new Police Chief has been selected from the available candidates. • The Police Department is in the process of procurring the PODS camera system which is used in a number of urban areas, including Chicago. The system utilizes cameras set high above the street (lamp poles or utility poles) and gives an • Implemented a pilot review system for CRs (Citizen Report) involving citizens. • All sworn personnel were fitted for gas masks as a part of the First Responder's program to be used in the case of a disaster. • Successfully negotiated union contracts with the Teamsters-three years (Police Officers) and the FOP-two years. (Sergeants). • Re-established the K-9 unit with the help of a citizen donation, by matching a Police Officer with a dog, and getting extensive training for both at a leading school in the United States and putting the unit into the Field Operations Division. • The number of Humane Officers was increased to effectively deal with animal cruelty issues within the Community. • NIMS training continues through the second generation of computer classes for all personnel within the Police Department so that emergency planning can be handled at various levels smoothly. • Phase IV of the rehab construction at the Police Department was discussed with the architects and Facility Management to determine a step-by-step approach to completing the project with minimal interuption of the day- to-day operation of the Department. • Replace the antiquated analog in-car cameras with state-of-the-art digital camera equipment with a greater ability to access video through wireless systems for review of specific information as needed. • The Department received several prestigous awards through the 2006-2007 fiscal year which prove the versatility of the support bureaus: • Illinois Traffic Safety Challenge (2005-2006) - Officer Russell Brown received a second place award for his actions during the Challenge. • National Senior Award - Ms. Amanda Jones was honored for her services in senior care with the 2006 Leaders in Aging Individual Award for Service to Seniors (from the National Committee to Preserve Social Security & Medicare). Presented at the United States Capitol Building in Washington, D. C. • EPD's TRIAD Senior Volunteer of the Year Award - Mr. Alden Cohen was presented this award at the 2006 TRIAD Conference in Bradley, Illinouis. TRIAD is a national partner of Police, Sheriffs and senior citizens. • Lifetime Social Service Award - Director Cynthia Harris was presented this award for the Department's Social Service Bureau for being the longest standing Social Service Department within the Police System. The award also recognizes EPD's Social Service Department as a framework for Social Sevice Bureaus statewide and nationally. 2007-2008 Department Initiatives Extensive review of the Department's overtime policy as it relates to the various types of overtime requests and needs based on deployment. Management will review orders in oreder to consolidate operations and reduce costs without jeopardizing the safety of the citizens and the community. This would include Northwestern University details, requests for special details, operational initiatives and specific deployments initiated outside the Department. 181 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 2007-2008 Objectives • Maintain compliance with the National Incident Management System (NIMS) by having all supervisory staff successfully complete the Incident Command System Training Courses (ICS300 and ICS400) by December 2007. • Start Phase IV of the building construction by working with Facility Management to renovate the 2nd floor Criminal Investigations and Juvenile Bureaus working areas by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Part I crimes 4,400 4,400 4,400 Part II crimes 7,500 7,500 7,500 Total calls for service 60,000 60,000 60,000 Average in-progress response time 3 3 3 Approved Adjustments in 2007-2008 Budget 182 CITY OF EVANSTON POLICE ADMINISTRATION 2205 2006 -2007 2007 2008- Appropriation Approved 2205 POLICE ADMINISTRATION 61010 REGULAR PAY 420,600 316,200 61110 OVERTIME PAY 2,500 1,500 61210 LONGEVITY 1,100 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 600 400 61630 SHOE ALLOWANCE 100 100 61710 IMRF 14,500 61725 SOCIAL SECURITY 5,300 61730 MEDICARE 3,900 62210 PRINTING 12,000 7,200 62225 BLDG MAINTENANCE SERVICES 55,000 54,500 62245 OTHER EQMT MAINTENANCE 12,000 12,000 62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 18,500 18,500 62360 MEMBERSHIP DUES 14,500 15,200 62375 RENTALS 39,500 33,000 64005 ELECTRICITY 10,000 64015 NATURAL GAS 12,000 37,100 65010 BOOKS, PUBLICATIONS, MAPS 300 400 65040 JANITORIAL SUPPLIES 4,000 4,000 2205 POLICE ADMINISTRATION 649,600 575,900 183 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 2007-2008 Objectives • Transition the management for CALEA files related to Patrol Operations from the Planning Bureau to Patrol Operations at the division and shift levels by February 2008. • Computerize and standardize time management, shift scheduling and statistical accounting for the Division which reduces the time spent daily on these activities by September 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Community/officer interface 175 185 200 Responses to service calls (written) 25,000 25,000 25,000 Responses to service calls (coded incidents) 25,000 25,000 25,000 Assists (other than responding to calls) 30,000 30,000 30,000 Arrests (felony & misdemeanor) 3,350 3,400 3,400 D.U.I. arrests 100 100 100 Ticket & citation production -parking 8,200 8,200 8,200 Approved Adjustments in 2007-2008 Budget 184 CITY OF EVANSTON PATROL OPERATIONS 2210 2006 -2007 2007 2008- Appropriation Approved 2210 PATROL OPERATIONS 61010 REGULAR PAY 6,112,500 6,321,900 61062 SPECIAL EVENT SALARIES 135,900 110,000 61110 OVERTIME PAY 72,500 75,000 61111 HIREBACK OT 102,000 102,000 61112 SPECIAL DETAIL OT 155,000 60,000 61210 LONGEVITY 77,200 61510 HEALTH INSURANCE 874,200 930,600 61615 LIFE INSURANCE 8,500 9,400 61635 UNIFORM ALLOWANCE 50,400 56,000 61725 SOCIAL SECURITY 91,100 61730 MEDICARE 67,500 62305 RENTAL OF AUTO-FLEET SER 466,100 466,100 62490 OTHER PROGRAM COSTS 24,000 3,000 65015 CHEMICALS 1,000 1,000 65020 CLOTHING 50,000 43,000 65105 PHOTO/DRAFTING SUPPLIE 5,500 4,500 65620 OFFICE MACH. & EQUIP.3,000 65625 FURNITURES & FIXTURES 2,500 2210 PATROL OPERATIONS 8,063,100 8,418,300 185 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 2007-2008 Objectives • All Investigations Bureau personnel are to be trained in the use of the CRIMES data base record system by December 2007. • Work with the Northwestern Police Department to assign detectives to an officer exchange program to ensure familiarization with each Police Department's investigative capabilities. EPD detectives will become more familiar with the NU campus to ensure better response during emergency situations by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Cases assigned to criminal 3,600 2,500 3,000 Percentage of assigned cases cleared 54 48 50 Percentage of assigned burglaries cleared 20 15 18 Task Force operations 4 4 4 Liquor inspections 60 70 75 Approved Adjustments in 2007-2008 Budget 186 CITY OF EVANSTON CRIMINAL INVESTIGATION 2215 2006 -2007 2007 2008- Appropriation Approved 2215 CRIMINAL INVESTIGATION 61010 REGULAR PAY 1,301,500 1,314,300 61062 SPECIAL EVENT SALARIES 15,600 29,000 61110 OVERTIME PAY 7,000 15,000 61111 HIREBACK OT 4,000 4,500 61112 SPECIAL DETAIL OT 40,000 35,000 61210 LONGEVITY 16,200 61510 HEALTH INSURANCE 167,400 178,200 61615 LIFE INSURANCE 1,900 1,800 61635 UNIFORM ALLOWANCE 9,800 10,500 61725 SOCIAL SECURITY 19,100 61730 MEDICARE 14,100 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 700 500 65085 MINOR EQUIPMENT & TOOLS 1,500 1,000 65095 OFFICE SUPPLIES 4,500 4,000 65105 PHOTO/DRAFTING SUPPLIE 3,500 3,000 65625 FURNITURES & FIXTURES 1,000 2215 CRIMINAL INVESTIGATION 1,626,000 1,713,800 187 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 2007-2008 Objectives • Victim Services • Develop and provide a family violence workshop program for City employees by December 2007. • Revise program brochure to include program information in Spanish by December 2007. • Youth Services • Provide parenting workshops for parents of “at-risk" youth by December 2007. • Facilitate meetings with juvenile court and police department personnel to coordinate efforts to address youth related issues by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Sexual crime victims assisted - adult 10 15 17 - juvenile 12 22 25 Domestic related cases - crime related 550 329 400 - non-crime related 250 264 300 Other crime related cases - personal 550 653 550 - property 175 175 175 Other non-crime related cases 500 506 550 At-risk youth referrals received 125 150 150 Approved Adjustments in 2007-2008 Budget 188 CITY OF EVANSTON SOCIAL SERVICES BUREAU 2225 2006 -2007 2007 2008- Appropriation Approved 2225 SOCIAL SERVICES BUREAU 61010 REGULAR PAY 379,600 407,000 61110 OVERTIME PAY 10,000 10,000 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 500 700 61625 AUTO ALLOWANCE 2,000 61710 IMRF 32,500 61725 SOCIAL SECURITY 5,700 61730 MEDICARE 4,200 62305 RENTAL OF AUTO-FLEET SER 12,000 12,000 62360 MEMBERSHIP DUES 100 100 62370 EXPENSE ALLOWANCE 54,000 64,000 62375 RENTALS 4,500 4,500 2225 SOCIAL SERVICES BUREAU 527,800 612,200 189 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 2007-2008 Objectives • Juvenile Bureau personnel will all be trained in the use of the CRIMES data base record system by December 2007. • Continuation of the computerization of Juvenile Bureau records by creating databases for several forms which are currently hand-written by February 2008: shift attendance roster, JR# log book, and court disposition log. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Total number of cases assigned 2,800 2,000 2,100 Percentage of assigned cases cleared 80 70 75 Child abuse investigations 185 80 90 Minors requiring authoritative intervention 600 350 400 Outreach referrals 165 200 220 Youth arrested for criminal offenses 760 600 650 Juvenile court referrals 230 230 240 Approved Adjustments in 2007-2008 Budget 190 CITY OF EVANSTON JUVENILE BUREAU 2230 2006 -2007 2007 2008- Appropriation Approved 2230 JUVENILE BUREAU 61010 REGULAR PAY 724,200 724,100 61062 SPECIAL EVENT SALARIES 13,000 13,500 61110 OVERTIME PAY 3,000 10,000 61111 HIREBACK OT 2,000 1,000 61112 SPECIAL DETAIL OT 2,000 3,000 61210 LONGEVITY 19,800 61510 HEALTH INSURANCE 93,000 99,000 61615 LIFE INSURANCE 900 1,000 61635 UNIFORM ALLOWANCE 6,800 6,400 61725 SOCIAL SECURITY 10,400 61730 MEDICARE 7,700 62305 RENTAL OF AUTO-FLEET SER 38,100 38,100 2230 JUVENILE BUREAU 883,000 934,000 191 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 2007-2008 Objectives • Train one School Resource officer on "ALERTS" by September 2007. • Work with Middle Schools Safety Officer to determine the status of Middle School Crisis/Safety Plan. Determine if Evanston Police Department's School Resource Officers can assist in formulating plans. Develop reference books to contain school plans, floor plans, schedules, etc. by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Semesters of instruction 2 2 2 Sixth grade successfully completing DARE 1,150 1,100 1,100 Counseling of students 165 1,000 1,100 Approved Adjustments in 2007-2008 Budget 192 CITY OF EVANSTON SCHOOL LIAISON 2235 2006 -2007 2007 2008- Appropriation Approved 2235 SCHOOL LIAISON 61010 REGULAR PAY 284,800 285,100 61210 LONGEVITY 6,100 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 400 400 61635 UNIFORM ALLOWANCE 3,000 3,200 61725 SOCIAL SECURITY 3,900 61730 MEDICARE 2,900 62305 RENTAL OF AUTO-FLEET SER 20,100 20,100 65125 OTHER COMMODITIES 1,000 1,000 2235 SCHOOL LIAISON 346,500 362,300 193 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 2007-2008 Objectives • Train several Records clerks on the coding and report review process by July 2007. • Decrease the backlog for report data entry into the CRIMES system by 50% by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Cases handled by property officer 2,500 3,000 3,000 Fingerprints processed by ID Technician 425 425 400 Liquor licenses issued 140 140 140 Report copies provided 3,000 2,500 2,500 Records computerized 51,000 50,000 50,000 Approved Adjustments in 2007-2008 Budget 194 CITY OF EVANSTON POLICE RECORDS 2240 2006 -2007 2007 2008- Appropriation Approved 2240 POLICE RECORDS 61010 REGULAR PAY 534,100 546,600 61050 PERMANENT PART-TIME 17,000 23,000 61110 OVERTIME PAY 2,000 1,000 61210 LONGEVITY 10,100 61510 HEALTH INSURANCE 111,600 108,900 61615 LIFE INSURANCE 700 1,200 61625 AUTO ALLOWANCE 500 61630 SHOE ALLOWANCE 300 61710 IMRF 44,100 61725 SOCIAL SECURITY 6,400 61730 MEDICARE 5,500 62275 POSTAGE CHARGEBACKS 8,000 7,500 62305 RENTAL OF AUTO-FLEET SER 8,500 8,500 62335 DATA PROCESSING SERVIC 40,000 21,300 62645 MICROFILMING 4,500 3,000 65095 OFFICE SUPPLIES 25,000 25,000 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2240 POLICE RECORDS 753,400 813,900 195 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 2007-2008 Objectives • Facilitate and coordinate the Motorola Police/Fire Radio System upgrade by November 2007. • Update Communications Bureau Standard Operating Procedure Manual by September 2007. • Revise the Communications Bureau training and evaluation procedure to reflect the 12 hour shift schedule implementation by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected 911 calls received (includes wireless 911) 65,000 60,000 60,000 Entries in LEADS system 4,100 6,000 6,000 Alarms handled (includes fire alarms) 6,750 4,600 4,600 Approved Adjustments in 2007-2008 Budget 196 CITY OF EVANSTON COMMUNICATIONS 2245 2006 -2007 2007 2008- Appropriation Approved 2245 COMMUNICATIONS 61010 REGULAR PAY 840,200 825,400 61062 SPECIAL EVENT SALARIES 1,500 61110 OVERTIME PAY 2,000 2,000 61111 HIREBACK OT 4,000 23,000 61210 LONGEVITY 3,800 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,100 1,500 61635 UNIFORM ALLOWANCE 7,000 7,500 61710 IMRF 57,100 61725 SOCIAL SECURITY 11,500 61730 MEDICARE 8,500 64540 TELECOMMUNICATIONS - WIRELESS 30,000 33,000 65020 CLOTHING 2,000 2,000 2245 COMMUNICATIONS 1,027,300 1,123,800 197 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 2007-2008 Objectives • Conduct parts three and four of the Self Defense training for Service Desk Officers by October 2007. • Service Desk Officers will learn the CRYWOLF (alarm) program by July 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Prisoners processed 1,850 1,850 2,000 Custodial prisoners 2,300 2,350 2,450 Bail Bonds processed 2,800 2,900 3,000 Reports taken by officers 5,400 3,000 3,500 Alarm subscriptions billed 3,800 3,200 3,300 False alarm fines billed 1,200 2,100 2,100 Control Station alarms handled 4,800 4,800 4,800 Approved Adjustments in 2007-2008 Budget 198 CITY OF EVANSTON SERVICE DESK 2250 2006 -2007 2007 2008- Appropriation Approved 2250 SERVICE DESK 61010 REGULAR PAY 604,900 736,800 61062 SPECIAL EVENT SALARIES 1,600 2,000 61110 OVERTIME PAY 1,200 1,500 61111 HIREBACK OT 8,500 19,000 61210 LONGEVITY 5,700 61510 HEALTH INSURANCE 130,200 148,500 61615 LIFE INSURANCE 900 1,400 61635 UNIFORM ALLOWANCE 6,000 6,300 61710 IMRF 47,300 61725 SOCIAL SECURITY 11,400 61730 MEDICARE 7,800 62425 ELEVATOR CONTRACT COSTS 2,800 3,000 65020 CLOTHING 2,000 1,000 65025 FOOD 3,600 5,000 65125 OTHER COMMODITIES 1,500 900 65620 OFFICE MACH. & EQUIP.2,000 200 2250 SERVICE DESK 765,200 997,800 199 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 2007-2008 Objectives • Set up a file and maintain records of K-9 use of force complaints by June 2007. • Update digital photographs of all Police Department personnel (sworn and non-sworn) and place all officer fingerprint cards in their personnel jackets by September 2007. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-2008 Projected Staff inspections 25 25 25 Citizen complaints 15 15 15 Pre-employment background investigations 300 200 200 Weapons use reports 20 20 20 Internally generated administrative reviews 65 75 75 Department inquiries 60 75 75 Resisting arrest/use of force investigations 35 35 35 Approved Adjustments in 2007-2008 Budget 200 CITY OF EVANSTON OFFICE-PROFESSIONAL STANDARDS 2255 2006 -2007 2007 2008- Appropriation Approved 2255 OFFICE-PROFESSIONAL STANDARDS 61010 REGULAR PAY 230,900 235,500 61055 TEMPORARY EMPLOYEES 15,600 15,600 61110 OVERTIME PAY 1,000 1,000 61210 LONGEVITY 3,900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61710 IMRF 4,100 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 2,400 62305 RENTAL OF AUTO-FLEET SER 8,700 8,700 2255 OFFICE-PROFESSIONAL STANDARDS 284,400 304,400 201 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 2007-2008 Objectives • Completion of NIMS courses (ICS300 and ICS400) for all non-supervisory Police personnel (sworn and non- sworn) by February 2008. • Involve Police management personnel in the use if the IRIS financial system for budget and expense analysis using program based presentations by September 2007. Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-2008 Projected External schools and seminars provided 260 250 245 Bulletins and orders issued 215 210 205 In-service schools attendees 190 250 250 Invoices, purchase requisitions 1,580 1,560 1,540 Grant applications and proposals 25 20 30 Approved Adjustments in 2007-2008 Budget 202 CITY OF EVANSTON OFFICE OF ADMINISTRATION 2260 2006 -2007 2007 2008- Appropriation Approved 2260 OFFICE OF ADMINISTRATION 61010 REGULAR PAY 255,900 264,800 61062 SPECIAL EVENT SALARIES 14,000 15,000 61110 OVERTIME PAY 2,500 3,000 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 400 400 61710 IMRF 14,600 61725 SOCIAL SECURITY 3,800 61730 MEDICARE 2,800 62295 TRAINING & TRAVEL 91,000 81,000 62305 RENTAL OF AUTO-FLEET SER 18,600 18,600 62360 MEMBERSHIP DUES 200 200 65015 CHEMICALS 10,000 10,000 2260 OFFICE OF ADMINISTRATION 429,800 453,800 203 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 2007-2008 Objectives • Gang files will be completely updated. Once updated, the files will be assigned to the Investigator assigned to the specific gang by October 2007. • Assignments for investigators will be specifically categorized as either gangs or narcotics by June 2007 (gang investigators can conduct narcotic investigations and narcotics investigators can also conduct gang investigations). Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Narcotic arrests 140 184 202 Search warrants 25 18 23 Problem oriented narcotic tip sheets 45 28 31 Adult gang members arrests 220 142 178 Juvenile gang member arrests 70 4 6 Felony arrests 105 114 125 Misdemeanor arrests 285 168 185 Criminal warrant service 100 90 100 Approved Adjustments in 2007-2008 Budget 204 CITY OF EVANSTON NEIGHBORHOOD ENFORCEMENT TEAM 2265 2006 -2007 2007 2008- Appropriation Approved 2265 NEIGHBORHOOD ENFORCEMENT TEAM 61010 REGULAR PAY 1,095,500 1,074,300 61062 SPECIAL EVENT SALARIES 8,300 15,000 61110 OVERTIME PAY 5,000 5,500 61112 SPECIAL DETAIL OT 12,500 7,500 61210 LONGEVITY 6,700 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,500 1,500 61635 UNIFORM ALLOWANCE 9,000 9,600 61725 SOCIAL SECURITY 15,000 61730 MEDICARE 11,100 62305 RENTAL OF AUTO-FLEET SER 96,500 96,500 62370 EXPENSE ALLOWANCE 2,000 2,000 2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,369,800 1,393,200 205 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 2007-2008 Objectives • Participate and network with IDOT on any Traffic Safety program during 2007-2008 by February 2008. • Train three Traffic Officers on how to properly ride motorcycles and motorcycle safety by June 2007. • Conduct four Seat Belt Enforcement and four Roadside Safety Check operations during the fiscal year by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Moving violations 4,850 3,800 3,900 Non-moving violations issued 3,200 2,900 2,950 Abandoned automobiles investigated 2,000 1,800 1,800 Hit and run follow-up investigations 550 550 570 Vehicles towed 4,600 4,000 4,300 Approved Adjustments in 2007-2008 Budget 206 CITY OF EVANSTON TRAFFIC BUREAU 2270 2006 -2007 2007 2008- Appropriation Approved 2270 TRAFFIC BUREAU 61010 REGULAR PAY 627,200 558,300 61110 OVERTIME PAY 7,000 5,000 61112 SPECIAL DETAIL OT 8,000 6,000 61210 LONGEVITY 15,300 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 900 800 61635 UNIFORM ALLOWANCE 6,000 6,400 61710 IMRF 4,500 61725 SOCIAL SECURITY 7,900 61730 MEDICARE 5,800 62305 RENTAL OF AUTO-FLEET SER 88,700 88,700 65020 CLOTHING 1,000 1,200 65125 OTHER COMMODITIES 3,500 3,500 2270 TRAFFIC BUREAU 816,700 782,600 207 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 2007-2008 Objectives • Community Strategies Bureau will partner with the City's Youth Initiative program by June 2007. • Purchase crime analysis software package and create a database for daily and monthly crime statistics by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Home security surveys 300 234 300 Commercial surveys 9 9 10 Speaker's bureau engagements 50 30 30 Seminars conducted 25 25 25 Daily bulletins 220 220 220 Weekly crime analysis reports 52 52 52 Monthly crime statistics by beat 12 12 12 Approved Adjustments in 2007-2008 Budget 208 CITY OF EVANSTON COMMUNITY STRATEGIC BUREAU 2275 2006 -2007 2007 2008- Appropriation Approved 2275 COMMUNITY STRATEGIC BUREAU 61010 REGULAR PAY 83,000 96,100 61050 PERMANENT PART-TIME 39,900 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 9,300 19,800 61615 LIFE INSURANCE 400 200 61710 IMRF 7,000 61725 SOCIAL SECURITY 1,900 61730 MEDICARE 1,400 62275 POSTAGE CHARGEBACKS 600 600 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 47,400 47,400 65020 CLOTHING 800 800 65125 OTHER COMMODITIES 1,500 1,500 2275 COMMUNITY STRATEGIC BUREAU 148,000 221,600 209 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 2007-2008 Objectives • To examine and restructure the fee schedule for services provided and work with City staff to ensure that fees are commensurate with the costs of the services provided by September 2007. • To continue the partnership with C.A.R.E. by providing in-service training for C.A.R.E. volunteers as needed by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Animals adopted 550 550 550 Animals impounded 750 750 750 Citizen complaints handled 7,500 7,500 7,500 Animals returned to owners 200 200 200 Animals euthanized 80 80 80 Citations issued 220 220 220 Approved Adjustments in 2007-2008 Budget 210 CITY OF EVANSTON ANIMAL CONTROL 2280 2006 -2007 2007 2008- Appropriation Approved 2280 ANIMAL CONTROL 61010 REGULAR PAY 114,200 105,700 61050 PERMANENT PART-TIME 22,500 22,600 61110 OVERTIME PAY 3,500 1,500 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 100 200 61630 SHOE ALLOWANCE 400 400 61710 IMRF 10,300 61725 SOCIAL SECURITY 1,800 61730 MEDICARE 1,300 62225 BLDG MAINTENANCE SERVICES 1,500 1,400 62305 RENTAL OF AUTO-FLEET SER 12,100 12,100 65020 CLOTHING 1,000 1,000 65025 FOOD 3,000 3,000 65125 OTHER COMMODITIES 2,500 3,000 2280 ANIMAL CONTROL 179,400 186,300 211 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 2007-2008 Objectives • To assist the Youth Engagement Committee by increasing the number of directed foot patrols and conducting more surveys directed at achieving objectives outlined in Goal#12 of the City's strategic plan by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Neighborhood meetings 350 350 350 Resident surveys completed 50 50 50 Tickets and citations issued - Parking 420 420 420 - Traffic 85 85 85 - C tickets 55 55 55 - S tickets 15 15 15 Arrests 105 105 105 Tactical missions 15 15 15 Approved Adjustments in 2007-2008 Budget 212 CITY OF EVANSTON PROBLEM SOLVING TEAM 2285 2006 -2007 2007 2008- Appropriation Approved 2285 PROBLEM SOLVING TEAM 61010 REGULAR PAY 488,300 471,500 61062 SPECIAL EVENT SALARIES 2,600 12,000 61110 OVERTIME PAY 2,500 2,500 61210 LONGEVITY 4,800 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 700 700 61635 UNIFORM ALLOWANCE 3,800 4,000 61725 SOCIAL SECURITY 6,600 61730 MEDICARE 4,900 62245 OTHER EQMT MAINTENANCE 2,500 2,500 62305 RENTAL OF AUTO-FLEET SER 29,900 29,900 65020 CLOTHING 600 600 2285 PROBLEM SOLVING TEAM 596,000 609,300 213 City of Evanston Fire Department Expenditures as a % of 2008 General Fund Budget 13.18% Fire Department Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 Firefighter 1.00 2310 Total 5.00 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 111.00 Three Year Fiscal History $11,094,300 $11,438,800$11,183,106 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 214 City of Evanston Fire Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2305 – Fire Management & Support 626,980 581,800 593,617 670,700 2310 – Fire Prevention 503,687 480,500 507,732 523,500 2315 – Fire Suppression 10,052,439 10,032,000 10,158,162 10,244,600 Total Expenditures: $11,183,106 $11,094,300 11,259,511 $11,438,800 Revenues: 52540 – False Alarm Fines 51,280 55,000 88,805 150,000 53655 – Cost Recovery Fines 7,869 5,000 9,351 10,000 53675 – Ambulance Fees 638,292 570,000 721,004 750,000 Total Revenues: $697,441 $630,000 819,160 $910,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives The Fire Station 5 project is underway. The architect is developing construction drawings based on the input of a committee of firefighters, fire administrators, and Facility Management members' input. A plan has been formulated to continue to provide service to the area of the City served by Fire Station 5 while construction takes place. The construction phase should be initiated in spring 2007. The Fire Prevention Bureau has implemented a line company inspection and preplan program. The information is being compiled and made available to each Fire Station in paper format. The paper format will be replaced in the future with computer storage. The computer information will be made available to the fire officer in the vehicle. An Advanced Pediatric Life Support course was completed by seventy-one paramedics. The course is designed to enhance the paramedic's skills and knowledge in caring for children and infants. We have reevaluated our matrix for giving and receiving aid through the Mutual Aid Box Alarm System. We are continuing to adjust our response as requirements dictate. A pumper specification has been designed. The bid to construct the pumper has been awarded. We expect delivery of the pumper in summer 2007. We will have our new Squad available to integrate into our response plan by spring 2007. 2007-2008 Department Initiatives The Fire Department was approved to apply for a federal grant under the SAFER program. The grant purpose is to fund additional firefighter staffing on first responding vehicles. The grant has a diminishing federal share over a five year commitment period with the grantee responsible for the full share in the fifth year. We requested six additional firefighters. The additional staffing would allow us to place an ambulance into service and augment our response to other emergency incidents. 215 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 2007-2008 Objectives • Upgrade the 911 Center Computer Aided Dispatch Software, in cooperation with the Police Department, to enhance the transfer of information from the Center to the field and vice versa, by February 2008. • In cooperation with Facilities Management, oversee the construction and deployment of Fire Station 5, by February 2008. • Initiate the self assessment element of the Fire Accreditation Model, by February 2008. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-08 Projected City fire insurance rating 3 3 3 Average number of sick days per employee 1 1.5 1.5 Approved Adjustments in 2007-2008 Budget 216 CITY OF EVANSTON FIRE MGT & SUPPORT 2305 2006 -2007 2007 2008- Appropriation Approved 2305 FIRE MGT & SUPPORT 61010 REGULAR PAY 225,600 301,900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 700 300 61710 IMRF 4,700 61725 SOCIAL SECURITY 400 61730 MEDICARE 2,100 62160 EMPLOYMENT TESTING SERVICES 7,000 7,000 62210 PRINTING 1,500 1,500 62235 OFFICE EQUIPMENT MAINT 1,100 1,100 62270 MEDICAL/HOSPITAL SERVICES 32,000 35,000 62275 POSTAGE CHARGEBACKS 3,400 3,400 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 30,000 30,000 62315 POSTAGE 500 500 62335 DATA PROCESSING SERVIC 3,200 3,200 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62360 MEMBERSHIP DUES 28,500 29,500 62380 COPY MACHINE CHARGES 6,600 6,600 62518 SECURITY/ALARM CONTRACTS 4,700 4,700 64015 NATURAL GAS 75,000 75,000 64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800 65010 BOOKS, PUBLICATIONS, MAPS 800 800 65020 CLOTHING 75,000 75,000 65050 BLDG MAINTENANCE MATERIAL 6,500 6,500 65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000 65095 OFFICE SUPPLIES 5,000 5,000 65125 OTHER COMMODITIES 15,000 15,000 2305 FIRE MGT & SUPPORT 581,800 670,700 217 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 2007-2008 Objectives • Develop a school liaison function to coordinate required school evacuation exercises and assist schools in managing emergency planning. • Develop a property inspection program that integrates property owners, business owners, and the Fire Prevention Bureau into a proactive system by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Hydrants Inspected/flow tested 1,295 1,300 1,300 Bureau fire inspections 631 678 700 Construction plans reviewed 526 333 333 Fire equipment test witnessed 339 309 309 Staff hours on cause and origin investigations 336 319 250 Public education presentations 730 570 600 Customer request for information 3,725 3,500 3,550 Approved Adjustments in 2007-2008 Budget 218 CITY OF EVANSTON FIRE PREVENTION 2310 2006 -2007 2007 2008- Appropriation Approved 2310 FIRE PREVENTION 61010 REGULAR PAY 372,600 381,600 61110 OVERTIME PAY 13,000 28,000 61210 LONGEVITY 9,000 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 61710 IMRF 3,200 61725 SOCIAL SECURITY 500 61730 MEDICARE 2,800 62210 PRINTING 1,500 1,500 62245 OTHER EQMT MAINTENANCE 3,500 3,500 62250 COMPUTER EQUIPMENT MAINT 10,000 10,000 62295 TRAINING & TRAVEL 800 800 62305 RENTAL OF AUTO-FLEET SER 25,700 25,700 62345 COURT COST/LITIGATION 300 300 62360 MEMBERSHIP DUES 600 600 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65095 OFFICE SUPPLIES 2,500 2,500 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2310 FIRE PREVENTION 480,500 523,500 219 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 2007-2008 Objectives • Provide an advanced cardiac life support course to all paramedics by February 2008 • Provide paramedic training to five members by October 2007 • Integrate our Squad into the mutual aid box alarm system and our internal response plans by June 2007 • In cooperation with Fleet Service, design and bid a specification for a replacement pumper by February 2008 • Implement a mobile data computer program in our firefighting vehicles by February 2008 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected City fire-insurance rating 3 3 3 All Fire Dept. incidents excluding ambulance calls 3,075 3,273 3,280 Ambulance calls 4,721 4,752 4800 Fire, Carbon Monoxide , & Extinguishing Alarm System activations (Included above) 1,520 1,622 1690 Number of fires (included above) 250 269 250 Number of structure fires (included above) 109 119 120 Average fire alarm response time 350 350 350 Average ambulance response time 400 400 400 Training hours/firefighter 240 240 240 Number of paramedics 80 81 83 Approved Adjustments in 2007-2008 Budget 220 CITY OF EVANSTON FIRE SUPPRESSION 2315 2006 -2007 2007 2008- Appropriation Approved 2315 FIRE SUPPRESSION 61010 REGULAR PAY 7,579,000 7,623,500 61110 OVERTIME PAY 38,700 106,600 61111 HIREBACK OT 586,900 364,800 61113 TRAINING OT 40,900 42,500 61210 LONGEVITY 183,400 61510 HEALTH INSURANCE 957,900 1,019,700 61615 LIFE INSURANCE 10,100 10,300 61725 SOCIAL SECURITY 10,800 61730 MEDICARE 58,200 62210 PRINTING 1,200 2,000 62295 TRAINING & TRAVEL 35,000 40,000 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 5,000 5,000 62521 MEDICAL EQ MAINT AGREEMENTS 13,000 13,000 62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000 62523 EXTRICATION EQ MAINT AGREEMNTS 3,000 3,000 62605 OTHER CHARGES 10,000 10,000 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 11,000 65075 MEDICAL & LAB SUPPLIES 7,000 7,000 65085 MINOR EQUIPMENT & TOOLS 4,000 4,000 65090 SAFETY EQUIPMENT 1,500 1,500 65095 OFFICE SUPPLIES 1,500 2,000 65105 PHOTO/DRAFTING SUPPLIE 800 800 65125 OTHER COMMODITIES 1,200 1,200 65625 FURNITURES & FIXTURES 62,000 62,000 2315 FIRE SUPPRESSION 10,032,000 10,244,600 221 City of Evanston Health and Human Services Department Three Year Fiscal History $4,679,600 $3,962,500$3,985,131 $3,750,000 $3,950,000 $4,150,000 $4,350,000 $4,550,000 $4,750,000 $4,950,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 4.57% Health and Human Services Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Health Services Administration Full-Time Regular Director, Health & Human Svcs 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 2407 Total 3.00 Laboratory Services Full-Time Regular Supervisor of Lab Services 0.33 Part-time Regular Microbiologist 0.17 2410 Total 0.50 Family Health Full-Time Regular Clerk II 0.33 Full-Time Regular Information Systems Clerk 0.33 Full-Time Regular Nurse's Assistant 0.33 Full-Time Regular Public Health Nurse Supervisor 0.33 Full-Time Regular Public Health Nurse 1.16 Full-Time Regular Secretary II 0.33 Full-Time Regular Vision/Hearing Technician 0.33 Part-time Regular Clinic Physician 0.30 2415 Total 3.44 Infectious Disease Control Full-Time Regular Clerk Typist I 0.33 Full-Time Regular Public Health Nurse 0.33 Full-Time Regular Communicable Dis Surv Spec 1.00 Part-time Regular AIDS/HIV Counselor 0.25 2420 Total 1.91 222 City of Evanston Health and Human Services Department Employee Status Description Job Type Description 2007-2008 Position FTE Dental Services Full-Time Regular Clerk II 1.00 Full-Time Regular Dental Assistant 1.00 Part-time Regular Dental Health Educator 0.50 Part-time Regular Dentist 0.75 2425 Total 3.25 Adult Health Full-Time Regular Division Chief, Health 1.00 Full-Time Regular Public Health Nurse 0.33 Part-time Regular Medical Supervisor 0.10 2430 Total 1.43 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 Hlth Supervisor 1.00 Full-Time Regular Secretary II 1.00 2435 Total 7.00 Vital Records Full-Time Regular Clerk III 1.00 Full-Time Regular Clerk Typist I 1.00 Part-time Regular Clerk II 0.65 2440 Total 2.65 Community Intervention Services Full-Time Regular Community Intervention Coord 1.00 Full-Time Regular Outreach Specialist 1.00 Full-Time Regular HHS Administrative Aide 1.00 Part-time Regular Inclusion Specialist 0.50 2450 Total 3.50 Mental Health Program Administration Full-Time Regular Asst Director, Mental Health 1.00 Full-Time Regular Secretary II 0.50 2455 Total 1.50 Commission on Aging Full-Time Regular Secretary II 0.50 Full-Time Regular Long Term Care Ombudsman 1.00 2530 Total 1.50 Health & Human Services Total 29.68 223 City of Evanston Health and Human Services Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2407 – Health Services Admin. 290,053 291,600 286,713 304,900 2410 – Laboratory Services 102,872 110,100 86,819 36,800 2415 – Family Health 652,848 695,800 550,645 235,300 2420 – Infectious Disease Control 160,037 248,400 200,077 157,900 2425 – Dental Services 215,466 240,800 209,425 284,800 2430 – Adult Health 283,977 301,900 306,898 270,200 2435 – Food & Environment 478,197 545,600 537,283 628,500 2440 – Vital Records 116,224 122,600 123,343 149,400 2445 – Health Department Grants 770 326,000 0 0 Total Expenditures: $ 2,300,444 $ 2,882,800 $ 2,301,203 $ 2,067,800 Revenues: 55125 – Adolescent Health Program Grant 0 30,600 28,458 30,600 55310 – Bio-terrorism Grant 0 76,000 71,440 59,000 53215 – Birth Certificate Fees 83,660 85,000 79,572 84,000 53220 – Death Certificate Fees 45,337 47,000 52,805 45,000 55130 – Childhood Lead Poisoning Grant 0 2,000 1,840 2,000 53075 – Dental Fees & Reimbursement 68,540 68,000 96,219 126,000 53135 – 53180 Dental Fees (specific) 16,547 15,750 17,085 15,900 55035 – Family Case Management Grant 0 124,600 114,632 83,100 55090 – Family Planning Grant (Title XX) 0 54,500 50,140 36,300 53080 – Flu & Pneumonia Program 10,852 23,500 21,371 23,500 53190 – Food Delivery Vehicle 6,545 6,500 6,196 6,400 53105 – Food Establishment License Fees 151,072 150,000 162,608 150,000 55140 – Genetic Education Grant 0 10,200 9,690 10,200 53100 – Health Service Fees – Lab 13,743 12,000 9,020 11,800 55040 – IDPH Dental Sealant Grant 2,367 2,800 3,917 2,800 55025 – IDPH – Local Health Protection 0 63,300 59,502 76,000 55085 – Illinois Tobacco Free Grant 0 25,000 23,750 25,000 55080 – Kid Care Agreement 6,150 11,300 10,509 11,300 52055 – Long Term Care License Fees 97,980 113,000 69,540 113,000 55145 – Prostate Cancer Awareness Grant 0 0 0 0 53050 – Sanitation Classes 5,847 5,000 8,035 10,000 53025 – Skokie Contract (VD Program) 2,250 2,250 750 0 55150 – Tanning Facility Inspections 0 0 0 0 55135 – Teen Parent Services 38,600 35,000 32,550 35,000 53210 – Tobacco License Fees 12,750 13,000 11,125 13,000 53020 – Tuberculosis Nursing Svcs. Grant 0 12,000 11,400 12,000 55105 – Vision & Hearing Grant 0 8,000 7,360 5,300 Total Revenues: $ 562,240 $ 996,300 $ 959,514 $ 987,200 Notes for Financial Summary Expenditure and grant reductions in health programs reflect the planned transition of clinical nursing services to other community providers. 224 City of Evanston Health and Human Services Department Performance Report on FY 2006-2007 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 2007. 2007-2008 Department Initiatives • Implement a reengineering of clinical public health services, working with community providers to identify non- City providers of preventive health services. Develop and implement a transition plan for such a reengineering with a target date of July 1, 2007 for cessation of City clinical services. • 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. Approved Adjustments in 2007-2008 Budget 225 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 included staff of the Public Health Division, Mental Health Board, Commission on Aging, 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 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 Evanston Community Health Advisory Board, and the Homeless Task Force. FY 2007-2008 Objectives • Complete a reengineering of Health Department clinical functions by June 30, 2007. • Develop a long range plan for the provision of pediatric dental services in Evanston including School district 65 and private dental providers. • Develop measurable impact measures for use by the Evanston Mental Health Board in their funding decisions by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Human Services committee packets 10 9 10 Public health media Inquiries 125 97 125 Regional bioterrorism meetings 17 11 12 Day care permits issued 77 75 75 Approved Adjustments in 2007-2008 Budget 226 CITY OF EVANSTON HEALTH SERVICES ADMIN 2407 2006 -2007 2007 2008- Appropriation Approved 2407 HEALTH SERVICES ADMIN 61010 REGULAR PAY 227,900 235,400 61110 OVERTIME PAY 2,000 61210 LONGEVITY 3,000 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 700 300 61625 AUTO ALLOWANCE 4,800 5,000 61710 IMRF 18,800 61725 SOCIAL SECURITY 9,800 61730 MEDICARE 2,900 62185 OTHER CONSULTING SERVICES 2,000 62210 PRINTING 1,000 62235 OFFICE EQUIPMENT MAINT 100 62275 POSTAGE CHARGEBACKS 2,500 62295 TRAINING & TRAVEL 500 62360 MEMBERSHIP DUES 1,600 62380 COPY MACHINE CHARGES 20,000 65010 BOOKS, PUBLICATIONS, MAPS 100 65095 OFFICE SUPPLIES 500 2407 HEALTH SERVICES ADMIN 291,600 304,900 227 City of Evanston Health and Human Services Department 2410 - Laboratory Description of Major Activities The Laboratory provides analytic testing which supports both clinical personal health services and environmental health. Testing supports the Family Planning, Well Child and Sexually Transmitted Disease clinics. During the summer months Evanston beach water is tested daily. FY 2007-2008 Objectives • The Laboratory will cease operation by the end of the 2008 fiscal year. Beach water testing will be transitioned to the Water Department and Department of Parks Recreation and Forestry. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Blood chemistries 157 133 10 Environmental-dairy & water tests 4,602 4555 650 Hematology 509 498 100 Lead testing 106 111 40 Urinalysis 407 412 100 STD tests 1,646 1670 400 HIV antibody blood draw 993 889 200 Approved Adjustments in 2007-2008 Budget 228 CITY OF EVANSTON LABORATORY SERVICES 2410 2006 -2007 2007 2008- Appropriation Approved 2410 LABORATORY SERVICES 61010 REGULAR PAY 63,300 23,400 61050 PERMANENT PART-TIME 24,500 1,500 61210 LONGEVITY 700 61510 HEALTH INSURANCE 9,300 3,400 61615 LIFE INSURANCE 300 100 61710 IMRF 1,800 61725 SOCIAL SECURITY 1,000 61730 MEDICARE 300 62245 OTHER EQMT MAINTENANCE 800 300 62295 TRAINING & TRAVEL 200 100 62360 MEMBERSHIP DUES 200 100 65010 BOOKS, PUBLICATIONS, MAPS 100 65075 MEDICAL & LAB SUPPLIES 11,100 4,000 65095 OFFICE SUPPLIES 300 100 2410 LABORATORY SERVICES 110,100 36,800 229 City of Evanston Health and Human Services Department 2415 – Family Health Description of Major Activities Health Promotion and Health Education is provided to Evanston families through the Illinois Department of Human Services Family Case Management (FCM) program. Public Health Nurses perform health assessments, home visitation, counseling and support services to pre and post-natal mothers, high-risk infants and children, as well as families in crisis. Pregnant women, infants and young children in families that are below 200% of the Federal Poverty Level, qualify for the program services. Home visitation services provided for high risk infants and women who are referred via The Adverse Pregnancy Outcomes Reporting System (APORS). Public Health Nurses receive referrals of high risk infants for follow up services and public health surveillance of birth defects and other adverse pregnancy outcomes for reporting. Public Health Nurses address policy development and research. Genetic counseling, education and referral are provided to individuals and community groups. Family Health Services also conducts its immunization clinic twice per month, genetic counseling and education services, vision and hearing screenings, and offers state mandated school physical exams during the months of June through October. Family Planning Clinic is conducted providing services on a sliding scale and offers a variety of services that included physical exams, lab, pregnancy testing, individual and group education, counseling, contraceptives and social service/medical referrals. Consultation and health presentations are provided to schools, community agencies and churches during health fairs, etc. as requested. Evanston Subsequent Pregnancy Project (ESPP) is an adolescent health program that provides education and counseling to pregnant and parenting teens with an emphasis on delaying subsequent pregnancies and enabling the teens to complete high school. A Public Health Nurse conducts at least one yearly inspection of 45 child care centers in Evanston to ensure a healthy and sanitary facility is maintained. Health education sessions are also provided for day care staff upon request. FY 2006-2007 Objectives • Expand outreach efforts with the Women, Infant and Children’s Program (WIC) of Greater Evanston for Family Case management services. • Increase childhood immunizations by 15% for all family case management clients by 2008 • Establish relationships with hospital area discharge planners to increase APORS referral tracking and high risk infant follow up. • Decrease newborn hearing repeat screenings for 2007-2008 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Number of Child Health clinic visits 120 145 150 Number of WIC clinic visits/referrals 42 61 60 Number of immunizations 745 812 800 Number of blood lead test 111 98 110 Number of children with elevated blood lead 11 9 7 Number of productive home visits/FCM/APORS 1,512 1189 1200 Number of vision and hearing screenings 5,192 4898 4500 Number of school physicals 36 100 100 230 City of Evanston Health and Human Services Department 2415 – Family Health Number of Adolescent Health Ed. Sessions 71 70 70 Number of Adolescent Participants 308 359 350 Genetic Counseling 32 36 34 Number of Family Planning Visits 1,919 2276 2300 Number of Community Presentations 8 11 20 Number of Participants at Presentations 114 143 140 KidCare/MPE interviewed 359 74 * KidCare/MPE approved 306 74 100 Car Seat Education 15 0 25 *Kid care, which is a State of Illinois program for underinsured and uninsured families, has changed to the ALL KIDS program. The enrollment requirements are less restrictive and the number of families enrolled will create a remarkable increase in the activity measures for KIDCARE in 2007-2008. Approved Adjustments in 2007-2008 Budget 231 CITY OF EVANSTON FAMILY HEALTH 2415 2006 -2007 2007 2008- Appropriation Approved 2415 FAMILY HEALTH 61010 REGULAR PAY 442,300 150,500 61050 PERMANENT PART-TIME 69,500 15,400 61110 OVERTIME PAY 7,500 2,000 61210 LONGEVITY 2,500 61510 HEALTH INSURANCE 83,700 28,500 61615 LIFE INSURANCE 600 300 61625 AUTO ALLOWANCE 2,200 61710 IMRF 7,700 61725 SOCIAL SECURITY 7,300 61730 MEDICARE 2,200 62210 PRINTING 1,000 400 62235 OFFICE EQUIPMENT MAINT 600 200 62245 OTHER EQMT MAINTENANCE 200 100 62285 COURIER CHARGES 1,500 400 62295 TRAINING & TRAVEL 2,100 800 62315 POSTAGE 300 100 62355 LAUNDRY/OTHER CLEANING 200 100 62360 MEMBERSHIP DUES 300 100 62465 OUTSIDE LABARATORY COSTS (HLTH 5,000 2,000 62470 TEEN PEER EDUCATOR CONTR SVCS 15,000 1,000 62475 CHILD CARE CONTRACTUAL COSTS (2,000 62485 PATIENT CARE EXPENSES (HLTH DE 3,000 700 62490 OTHER PROGRAM COSTS 20,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 1,700 64545 PERSONAL COMPUTER SOFTWARE 1,000 65010 BOOKS, PUBLICATIONS, MAPS 2,000 300 65020 CLOTHING 400 100 65025 FOOD 2,500 700 65070 OFFICE/OTHER EQT MTN MATL 200 65075 MEDICAL & LAB SUPPLIES 25,000 19,000 65095 OFFICE SUPPLIES 2,500 800 65110 RECREATION SUPPLIES 200 65625 FURNITURES & FIXTURES 2,300 300 65630 LIBRARY BOOKS 200 100 2415 FAMILY HEALTH 695,800 245,300 232 City of Evanston Health and Human Services Department 2420 – Infectious Disease Control Description of Major Activities Infectious Disease Control is responsible for the prevention, testing, monitoring and follow up of all reportable communicable diseases to prevent the spread of those infections in the community. Bi-weekly STD clinics are provided for the diagnosis, treatment and investigative follow up of sexually transmitted diseases, including behavioral modification, motivational and educational counseling. Confidential and anonymous HIV/AIDS counseling and testing is also provided. The Department offers Tuberculosis (TB) skin testing weekly and TB clinics monthly in conjunction with the Cook County Suburban Sanitarium District. Infectious disease consultations and educational services to schools, agencies and professional groups are also provided. Promote the comprehensive viral hepatitis prevention program by ensuring that pamphlets and posters addressing hepatitis prevention and Hepatitis A and B vaccinations are available in the waiting room. Promote to all clients throughout the clinic process, and particularly those who inject and/or snort drugs, the need for acquiring protection against Hepatitis A, B and C through vaccinations and behavioral change. Provide information on services available through the Department’s Immunization (IM) clinic to patients less than 18 years of age. (Clients less than 18 years must obtain parental consent to obtain vaccinations.) FY 2007-2008 Objectives • Increase the number of clients receiveing the entire series of Hepatitis B, and Hepititis A vaccinations. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of AIDS presentations 22 4 15 Number of partricipants at AIDS presentation 564 40 100 Number of STD visits (total) 1,133 1,082.00 1,100 Number of STD treatment visits 581 524 500 Number of Gonorrhea cases reported 99 82 80 Number of Syphilis cases reported 24 24 24 Number of Chlamydia cases reported 340 270 265 Number counseled/tested for HIV 1,400 1,240 1,300 Number positive for HIV 3 1 1 Number of new AIDS cases 0 0 1 Number of TB clinic visits 181 218 200 Number of TB skin tests 907 620 700 Number of CD Epidemilogical investigations 181 251 250 Number of cients completing Hep B series 0 62 45 Approved Adjustments in 2007-2008 Budget 233 CITY OF EVANSTON INFECTIOUS DISEASE CONTROL 2420 2006 -2007 2007 2008- Appropriation Approved 2420 INFECTIOUS DISEASE CONTROL 61010 REGULAR PAY 141,100 83,000 61050 PERMANENT PART-TIME 62,100 16,600 61055 TEMPORARY EMPLOYEES 28,000 61110 OVERTIME PAY 3,000 2,000 61510 HEALTH INSURANCE 27,900 13,300 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 61710 IMRF 4,000 61725 SOCIAL SECURITY 4,900 61730 MEDICARE 1,500 62210 PRINTING 500 100 62285 COURIER CHARGES 3,000 1,700 62295 TRAINING & TRAVEL 500 1,000 62360 MEMBERSHIP DUES 200 200 62485 PATIENT CARE EXPENSES (HLTH DE 5,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 200 65010 BOOKS, PUBLICATIONS, MAPS 500 100 65020 CLOTHING 100 100 65040 JANITORIAL SUPPLIES 100 100 65075 MEDICAL & LAB SUPPLIES 2,000 700 65095 OFFICE SUPPLIES 600 200 2420 INFECTIOUS DISEASE CONTROL 248,400 157,900 234 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: • Prophylaxis and fluoride treatments • X-rays • Decay-preventive sealants • Restorations • Root canal therapy and surgical procedures • Instructions on proper oral hygiene The dentist and dental-health educator conduct dental health education programs and exams school-age children in cooperation with Evanston School District #65 throughout the school year. FY 2007-2008 Objectives • Link Dental health education with school based dental examinations by February 29, 2008. • Provide 200 examinations at Evanston grade schools by Feb 29, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of clinic appointments provided 2,163 2,100 2,100 Number of preventive & restorative clinic visits 4,357 4,300 4,300 Number of children receiving clinic services 1,628 1,600 1,600 Number of sealants applied 1,060 1,000 1,200 Number of preventative services exams given at schools* NA NA 200 Number of dental health education programs/ participants 66/ 1659 65/ 1600 66/1600 *Exams provided in 2005-06 and 2006-07 were visual in nature only. The exams projected for 2007-08 are considered preventative, which is a more thorough and comprehensive exam. Approved Adjustments in 2007-2008 Budget 235 CITY OF EVANSTON DENTAL SERVICES 2425 2006 -2007 2007 2008- Appropriation Approved 2425 DENTAL SERVICES 61010 REGULAR PAY 72,500 77,300 61050 PERMANENT PART-TIME 117,400 117,400 61055 TEMPORARY EMPLOYEES 3,900 22,000 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 61625 AUTO ALLOWANCE 300 61710 IMRF 6,200 61725 SOCIAL SECURITY 9,000 61730 MEDICARE 2,700 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62295 TRAINING & TRAVEL 600 600 62340 COMPTER LICENSE & SUPP 1,000 1,000 62360 MEMBERSHIP DUES 500 500 62521 MEDICAL EQ MAINT AGREEMENTS 1,000 2,000 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65075 MEDICAL & LAB SUPPLIES 17,500 19,500 65095 OFFICE SUPPLIES 600 900 65620 OFFICE MACH. & EQUIP.2,300 1,500 2425 DENTAL SERVICES 240,800 284,800 236 City of Evanston Health and Human Services Department 2430 – Adult Health Description of Major Activities This program identifies adult populations that are recognized as having a high risk of developing cardiovascular and other chronic diseases. Screening, education programs and monitoring activities are provided. Adult screenings include assessing adult blood pressures, HDL blood cholesterol, consultation and referral. Education and health promotion activities are conducted at selected community locations including churches, health fairs and food distribution sites. The Evanston Health Department licensure review process is conducted annually for the eleven long term care facilities within the Evanston community. FY 2007-2008 Objectives • Maintain long term care licensure and reviews for 11 long term care facilities Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of adults in cardiovascular screening/HTN Screening 603 226 57 Number receiving cholesterol screening 0 130 32 Number receiving flu/pneumonia vaccine 1,448 1,918 0 Number of long term care licensure reviews by the Evanston Health Dept. 11 13 11 Number of Mammography screenings 26 26 13 Outreach and education sessions 0 100 9 Approved Adjustments in 2007-2008 Budget Many of the services funded by this budget element are to be transitioned to community providers effective 7/1/07. 237 CITY OF EVANSTON ADULT HEALTH 2430 2006 -2007 2007 2008- Appropriation Approved 2430 ADULT HEALTH 61010 REGULAR PAY 149,200 120,000 61050 PERMANENT PART-TIME 100,000 100,000 61065 SPECIAL PROJECT EMPLOYEES 9,200 3,000 61510 HEALTH INSURANCE 18,600 13,300 61615 LIFE INSURANCE 300 100 61625 AUTO ALLOWANCE 1,500 600 61710 IMRF 9,600 61725 SOCIAL SECURITY 9,100 61730 MEDICARE 2,700 62185 OTHER CONSULTING SERVICES 1,000 62210 PRINTING 100 500 62235 OFFICE EQUIPMENT MAINT 100 100 62295 TRAINING & TRAVEL 800 400 62360 MEMBERSHIP DUES 400 300 65075 MEDICAL & LAB SUPPLIES 20,000 10,000 65095 OFFICE SUPPLIES 700 500 2430 ADULT HEALTH 301,900 270,200 238 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, provide Health Division cash collection and licensing, and administer 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. Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health Division staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff works with community organizations, businesses, schools, and the faith-based community in this effort. Youth tobacco prevention, youth- and adult-tobacco cessation, and improved indoor air quality are objectives of the Illinois Smoke Free Communities grant. Youth tobacco-prevention activities are being coordinated with the schools, the Evanston office of the American Cancer Society, and PEER Services. The smoke-free restaurants in Evanston are publicized. Seminars and clinics to help youth and adults quit smoking are periodically offered. FY 2007-2008 Objectives • Review and update the public health nuisance ordinances 239 City of Evanston Health and Human Services Department 2435 – Food & Environmental Health Services Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of licensed food establishments 384 384 384 Total Number food inspections performed 1,112 1,100 1,100 Temporary food inspections performed 107 100 100 Food complaints evaluated/ inspected 85 85 85 Food safety education participants 400 400 400 Food establishment plans reviewed 52 50 50 Rat & rodent complaints investigated 131 150 150 Nuisance requests for service provided 278 280 280 Lead inspections performed 12 8 8 Swimming pools tested 184 180 180 Persons screened for Prostate Specific Antigens (PSA) 177 175 175 Persons participating in tobacco cessation activities 102 100 100 Grants administered 12 12 12 West Nile Virus Program participants 575 722 600 Approved Adjustments in 2007-2008 Budget 240 CITY OF EVANSTON FOOD AND ENVIRONMENTAL HEALTH 2435 2006 -2007 2007 2008- Appropriation Approved 2435 FOOD AND ENVIRONMENTAL HEALTH 61010 REGULAR PAY 409,000 424,900 61055 TEMPORARY EMPLOYEES 2,400 4,500 61110 OVERTIME PAY 9,500 7,500 61210 LONGEVITY 3,600 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 1,000 1,200 61630 SHOE ALLOWANCE 600 500 61710 IMRF 33,900 61725 SOCIAL SECURITY 18,100 61730 MEDICARE 5,400 62185 OTHER CONSULTING SERVICES 3,000 3,000 62210 PRINTING 1,600 2,200 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 17,100 17,100 62360 MEMBERSHIP DUES 1,900 1,900 62495 LICENSED PEST CONTROL SERVICES 1,500 1,500 62505 INSTRUCTOR SERVICES 2,400 2,600 62605 OTHER CHARGES 15,000 15,000 64540 TELECOMMUNICATIONS - WIRELESS 3,900 3,900 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65045 LICENSING/REGULATORY SUPP 500 500 65080 MERCHANDISE FOR RESALE 2,000 2,800 65090 SAFETY EQUIPMENT 400 400 65095 OFFICE SUPPLIES 1,600 1,600 65125 OTHER COMMODITIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,800 1,800 65620 OFFICE MACH. & EQUIP.1,400 1,400 2435 FOOD AND ENVIRONMENTAL HEALTH 545,600 628,500 241 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 2007-2008 Objectives • Update procedure manual by February 2008 • Expedite processing of birth certificates resulting in availability two weeks after birth date. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 242 CITY OF EVANSTON VITAL RECORDS 2440 2006 -2007 2007 2008- Appropriation Approved 2440 VITAL RECORDS 61010 REGULAR PAY 79,300 82,200 61050 PERMANENT PART-TIME 16,000 25,100 61060 SEASONAL EMPLOYEES 1,100 61210 LONGEVITY 2,400 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 200 61710 IMRF 6,500 61725 SOCIAL SECURITY 4,500 61730 MEDICARE 1,300 62235 OFFICE EQUIPMENT MAINT 200 200 62295 TRAINING & TRAVEL 200 200 62335 DATA PROCESSING SERVIC 5,000 5,000 62645 MICROFILMING 300 300 65095 OFFICE SUPPLIES 1,500 1,500 65105 PHOTO/DRAFTING SUPPLIE 200 200 2440 VITAL RECORDS 122,600 149,400 243 City of Evanston Community Intervention Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2450 – Community Intervention 245,484 380,600 295,480 372,500 2525 – Homeless Services 88,964 87,000 86,423 86,400 Total Expenditures: $334,448 $ 467,600 $ 381,903 $ 458,900 Revenues: 55275 – HUD Emergency Shelter 89,958 87,000 89,222 86,400 Total Revenues: $ 89,958 $ 87,000 $ 89,222 $ 86,400 Notes for Financial Summary Community Intervention Services funds: emergency assistance services - including emergency displacement services, services for disabled individuals, and an outreach specialist. Performance Report on FY 2006-2007 Major Program Objectives The Division will continue to expand educational efforts about Childhood Lead Poisoning and the programs available through the city designed to address the hazards of Lead Poisoning. Disabled Services provided TTY training for the following departments: Parks and Recreation, Human Resources, Health and Human Services, Facilities Management, Human Relations, and Police and Fire dispatch. Other activities included: • Providing ADA and Disability Awareness training for the Police and Fire Departments. • Hosting four workshops on financial literacy in conjunction with Consumer Action. Among those served by the workshops were the indigent and the disabled. • Hosting a second Employment Information Day for job seekers with disabilities. 2007-2008 Department Initiatives • Organize professional workshops for Evanston social service agencies in order to enable them to better serve Evanston residents. Topics to be addressed will include immigration and cultural competency. • Assist the Human Resources Department in developing a plan to increase the number of qualified candidates with disabilities who apply for employment with the city. • Develop a city-wide emergency evacuation plan for persons with disabilities. • Work with the business community to develop an educational program to address issues of accessibility to businesses. 244 City of Evanston Community Intervention Services 2450 – Community Intervention Services Description of Major Activities Community Intervention Services (CIS) includes a variety of direct and contract services designed to address the needs of special populations within the community. CIS includes outreach and a practical assistance service to those populations that are limited English speaking. CIS staff also coordinates City responses to persons with disabilities, including an Adaptive Device Program, Curb ramp program and monitoring City compliance with the Americans with Disabilities Act. CIS staff manages City funding for community development block grants, including City funding of Evanston Township for emergency assistance, the federal Emergency Shelter Grant program and the Cook County Childhood Lead Prevention Program. CIS provides staff support to the Homeless Task Force, site planning and review board and, disabled consortium for the North Shore. Service Providers Interagency Network (SPIN), the Cook County Childhood Lead Prevention Program, and the Illinois Lead Safe Housing Taskforce. FY 2007-2008 Objectives • Develop a comprehensive plan for emergency evacuation for persons with disabilities. • Host a community forum/roundtable on issues of concern to the disabled community. • Develop a plan to publicize awareness of the rights of persons with service animals. • Continue city staff ADA training. • Develop strategies to expanding employment opportunities for persons with disabilities. • Hold an annual immigration workshop for agencies and community members. • Hold a Civic Leadership Seminar. • Develop an anti-gang seminar for middle school aged children. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Childcare Network of Evanston Early Head Start Policy Council 0 9 9 Total households assisted - DPR's / Lead Applicants seeking assistance 1,312 1,500 2,000 SPIN and Wraparound meetings for interagency intervention and case plans 12 6 6 Homeless Task Force 12 12 12 Disabled Consortium 12 12 12 Site Planning and review 52 52 52 Illinois Lead Safe Housing Task Force meeting 6 6 6 Homeless prevention program Total number benefiting 0 25 50 Approved Adjustments in 2007-2008 Budget 245 CITY OF EVANSTON COMMUNITY INTERVENTION SVCS 2450 2006 -2007 2007 2008- Appropriation Approved 2450 COMMUNITY INTERVENTION SVCS 61010 REGULAR PAY 165,500 168,200 61050 PERMANENT PART-TIME 34,100 29,000 61060 SEASONAL EMPLOYEES 2,000 2,000 61110 OVERTIME PAY 1,000 1,000 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,600 61710 IMRF 13,400 61725 SOCIAL SECURITY 8,200 61730 MEDICARE 2,500 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 1,000 1,000 62295 TRAINING & TRAVEL 1,200 1,200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 1,000 1,000 62491 COMUNTY INTRVENTION PROG COSTS 130,000 100,000 62605 OTHER CHARGES 13,000 13,000 64540 TELECOMMUNICATIONS - WIRELESS 400 400 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 800 800 2450 COMMUNITY INTERVENTION SVCS 380,600 372,500 246 City of Evanston Community Intervention Services 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 (formally known as "Evanston Ecumenical Action Council"): 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, 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. Carepoint Adult, Child and Family Association: This organization’s programs are designed to meet the direct needs of homeless individuals, particularly those who have HIV. Through referrals into transitional housing and halfway houses, this organization helps individuals to establish a more stable environment for the troubled individuals. The organization also provides ongoing continuum of care and support to address issues that are a significant part of the program. 247 City of Evanston Community Intervention Services 2525 – Homeless Services FY 2007-2008 Objectives • Continue to provide the homeless population with counseling, job-placement, medical assessment and housing assistance services. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Persons Served at: Connections for the homeless 275 150 150 Interfaith Action of Evanston/EEAC 400 517 600 Fresh Start 200 662 700 YWCA 0 0 220 Carepoint Adult, Child and Family Association 0 0 200 Approved Adjustments in 2007-2008 Budget 248 CITY OF EVANSTON HOMELESS SERVICES 2525 2006 -2007 2007 2008- Appropriation Approved 2525 HOMELESS SERVICES 67110 CONNECTIONS FOR THE HOMELESS 68,000 66,400 67115 EVAN EC ACT CN-HOMELESS 9,000 10,000 67165 FRESH START 10,000 10,000 2525 HOMELESS SERVICES 87,000 86,400 249 City of Evanston Mental Health Board & Community Purchased Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2455 – Mental Health Administration 120,018 120,300 110,162 136,000 2460 – Community Purchased Services 826,650 829,000 829,000 844,000 Total Expenditures: $ 946,668 $ 949,300 $ 939,162 $ 980,000 Notes for Financial Summary The Mental Health Board is proposing a 1.8% increase of $15,000 in Budget Element 2460 for Community Purchased Services, the first increase in this element in 6 years. Performance Report on FY 2006-2007 Major Program Objectives Agency Monitoring and Allocation Process. The Mental Health Board (MHB) monitored 25 programs in 18 funded 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 7262 unduplicated Evanston individuals and families; 84% were low-income. The MHB is utilizing an electronic quar- terly reporting format that provides information about outcome objectives and measures. The funding criteria and guidelines were evaluated and revised for the funding allocation process. Each program was assessed and rated using 6 weighted category scores. These provided a final score that measured how well each program met and was in compliance with the respective funding priorities of the Board. The Board used the program scores in making fund- ing decisions. Community Education. The MHB sponsored or coordinated community forums about the following: • Fifth Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference “Depression in Adults Between 20 and 50: Pre- vention and Solutions.” • In partnership with the Commission on Aging and a number of social service organizations, the eighth annual “Aging Well.” • In conjunction with the Mt. Zion Tabernacle Apostolic Church and the Naomi Ruth Cohen Foundation, “Feeling Kinda Blue,” a conference on depression in the African-American community. • With 14 civic and mental health organizations “A Forum with Candidates about Mental Health Issues” with candidates for the State Legislature from the Evanston and Skokie areas. • With the Evanston Coalition of Latino Resources, Board development about “Mental Health Issues Working with the Latino Community.” Community Planning. MHB staff continued to oversee the implementation of Project Reach, a federally funded project to implement and research an evidence-based mental health prevention program for children ages 3-5 who were enrolled in children’s’ day care programs, and to train the parents and teachers of these children. The City sub- contracted with Metropolitan Family Services to implement the program. The grant projections were to serve 400 children, parents and teachers over a 4-year period. Reach more than met those goals by training 540 children and 260 adults over the course of the grant. The demographic composition of the participants was Latino 34%; African- American 25%, Asian 8%; and White 33%. In addition, approximately 150 parents and early childhood educators attended each of 2 grant-supported community conferences to be trained in social emotional learning and raising emotionally healthy children. The grant terminated on June 30, 2006. • In partnership with the Community Health Ad- visory Board, the MHB convened a planning session to identify community behavioral health needs and strengths for the EPLAN. 37 representatives from 30 agencies were involved in identifying identify the community’s issues, con- cerns and needs in the behavioral health domain. The data will be used for the Board’s future planning efforts. 2007-2008 Department Initiatives • In conjunction with Information Systems, continue the development and implementation of an updated, search- able directory of community mental health and human services programs that will be made available to the community on the City’s web site • 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. 250 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 Board 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 also provided to enable individuals and families to connect with whatever services are needed. Technical assistance, education and training are provided to City staff and the community about mental health and human services issues. Staff also manages the Residential Care Home licensing process,and provides administrative support and coordination for 2 community partnerships related to homelessness and substance abuse prevention. FY 2007-2008 Objectives • By June 2007, to have evaluated and assessed the MHB’s computerized funding criteria model, and revised it for use in the 2007 allocation process. • By February 2008, to have organized and provided at least four community-wide educational presentations re- lated to contemporary mental health and broad-based human service issues. • By February 2008, to have regularly 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 of outcome measures. • By February 2008, to have updated the directory of community services and made it available to the community through an online, searchable format on the City web page. • By February 2008, to have completed a study of community mental health services in Evanston and developed recommendations about services gaps and service coordination in the community Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Meetings organized and facilitated for the network of providers 24 20 26 MHB liaison meetings with funded agencies 84 70 90 Services provided for families and individuals through crisis interven- tion, case management, and staffings 251 192 250 Community-wide educational presentations 6 5 4 Contracts with purchased service agencies developed, & monitored 19 17 18 Residential care home-licensing reviews implemented 3 4 4 Approved Adjustments in 2007-2008 Budget 251 CITY OF EVANSTON MENTAL HEALTH PROGRAM ADMINIST 2455 2006 -2007 2007 2008- Appropriation Approved 2455 MENTAL HEALTH PROGRAM ADMINIST 61010 REGULAR PAY 96,300 98,100 61510 HEALTH INSURANCE 14,000 14,900 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 61710 IMRF 7,800 61725 SOCIAL SECURITY 4,000 61730 MEDICARE 1,200 62210 PRINTING 700 700 62275 POSTAGE CHARGEBACKS 1,600 1,600 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 1,700 1,700 62380 COPY MACHINE CHARGES 3,500 3,500 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65025 FOOD 300 300 65095 OFFICE SUPPLIES 800 800 2455 MENTAL HEALTH PROGRAM ADMINIST 120,300 136,000 252 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. 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. In the FY 2007-08 City Budget, the MHB is funding 27 programs at 18 different agencies. FY 2007-2008 Objectives • Three outcome objectives and outcome measures are developed and written into each agency purchase of service contract for each of the 26 funded programs. The outcome objectives are program specific, and are monitored quarterly. • Performance objectives for each of the funded programs are developed separately, and monitored monthly. • In addition to the agencies submitting their reports on objectives to staff, each of the agencies is monitored monthly by the Mental Health Board Liaison who is assigned to the agency. Ongoing Activity Measures (Evanston Individuals Served) 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected BEHIV Educational Outreach 600 NA NA Mental Health Services 8 5 NA Center for Independent Futures Community Living Options 40 42 NA Full Life Model High School Outreach Program NA NA 45 Child Care Center of Evanston Home Day Care 92 101 98 Childcare Network of Evanston Learning Together - Project HELP 84 87 85 City-Wide Scholarships (families served) 63 69 50 Connections for the Homeless Entry Point 141 198 150 Evanston Community Defender Legal Services 81 102 132 Social Work Services 59 NA 105 Family Focus Evanston Pregnant and Parenting Teen 100 147 150 Primary Prevention 1074 1320 1200 253 City of Evanston Mental Health Board and Community Purchased Services 2460 – Community Purchased Services Housing Options Residential Services 15 16 16 SHIP 9 9 10 Infant Welfare Society Teen Baby Nursery/Parenting Teen Services 132 149 160 Legal Assistance Foundation of Metro Chicago Evanston Legal Services 533 583 550 Metropolitan Family Services Family Support and Prevention (families served) 38 37 35 General Family Counseling 747 797 800 North Shore Senior Center Evanston/Skokie Valley Senior Services 2,224 2289 2240 PEER Services Adolescent Treatment 92 94 90 Adult Treatment 103 125 115 Dimensions MISA Collaboration 47 49 35 Youth Early Intervention 148 140 150 SHORE: Community Services Lois Lloyd Center: Adult Services and Early Intervention Programs 28 34 31 DD Residential Services 31 30 31 Thresholds Transitions 35 61 50 Trilogy Evanston Psychosocial Activities Program 50 49 50 Youth Job Center Youth Opportunity Creation Initiative 575 NA NA Core Program Services NA NA 950 Y.O.U. Youth and Family Services 680 589 500 YWCA Evanston/North Shore Transitional Housing and Community-Based Services NA NA 23 Approved Adjustments in 2007-2008 Budget 254 CITY OF EVANSTON COMMUNITY PURCHASED SERVICES 2460 2006 -2007 2007 2008- Appropriation Approved 2460 COMMUNITY PURCHASED SERVICES 67010 CHILDCARE NETWORK OF EVANSTON 132,000 132,000 67015 PEER SERVICES 74,300 134,300 67025 DIMESIONS - PEER SERVICES 60,000 67030 FAMILY FOCUS 42,700 42,700 67040 LGL ASSIST FNDTN OF METRO CHGO 36,400 36,400 67045 Y.O.U.90,400 90,400 67050 COMMUNITY DEFENDER OFFICE 31,000 36,000 67065 HOUSING OPTIONS 25,800 25,800 67070 SHORE COMMUNITY SERVICES 46,300 48,300 67075 TRILOGY INC 6,000 7,000 67085 EVANSTON NORTH SHORE YWCA 5,000 67090 CHILD CARE CTR OF EVNSTON 18,500 18,500 67105 YOUTH JOB CENTER 5,000 67110 CONNECTIONS FOR THE HOMELESS 28,000 28,000 67125 INFANT WELFARE SOCIETY 80,000 80,000 67130 BETTER EXISTENCE WITH HIV 5,000 67140 NORTH SHORE SENIOR SERVICES 37,300 38,300 67145 METROPOLITAN FAMILY SERVICES 96,300 96,300 67155 THRESHOLDS 9,000 10,000 67160 CENTER FOR INDEPENDENT FUTURES 10,000 10,000 2460 COMMUNITY PURCHASED SERVICES 829,000 844,000 255 City of Evanston Commission on Aging Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2530 – Commission on Aging 115,609 127,500 134,270 150,800 2535 – Subsidized Taxi Program 285,935 252,400 261,558 295,000 Total Expenditures: $ 401,544 $ 379,900 $ 395,828 $ 445,800 Revenues: 55255 – Community Aging Grant – Advocate 31,998 41,600 46,592 43,600 53640 – Participant Contributions 97,779 88,000 101,733 92,000 Total Revenues: $ 129,777 $ 129,600 $ 148,325 $ 135,600 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 second 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-seven percent of the Commission on Aging budget (2530) is grant funded. This past year, 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. In addition, the 2006-07 Budget included an increase in the resident's share for subsidized taxi rides of $.50 per ticket, making the cost a 50-50 share between the resident and the city. It is anticipated that this will increase program revenue by $10,000. Due to rising gas costs, the cost to program users may need to be increased again in 2007-08. Performance Report on FY 2006-2007 Major Program Objectives Throughout FY 2006-07, program staff provided education and outreach on the new Medicare Prescription Drug Program as well as state prescription drug programs. Staff collaborated with Levy Senior Center, Fleetwood- Jourdain Center and other local and regional social service agencies to sponsor a series of educational seminars and enrollment events for community and long term care facility residents. In all, program staff assisted over 1,125 individuals with enrollment in federal and state prescription drug programs in Evanston during the program's initial enrollment period. During the 2006 fall enrollment period, staff will continue to offer enrollment assistance and education on program structure and eligibility guidelines. In 2006-2007 program staff noted a significant increase in the number of isolated seniors referred for assistance. Other City departments, neighbors, Condo and Coop boards, landlords, hospital and local social service agency staff refer residents believed to be at risk or in need of additional services. These residents frequently have no family, struggle with dementia, have a history of mental illness, or are experiencing difficulty managing some aspect of their own care or that of their home and they may be reluctant to accept services or allow others into their homes. In addition, 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. Grant funding has enabled the department to hire an additional part-time staff member to assist with program activities. Program staff is in the process of analyzing the needs of these residents, the time impact on program staff and the benefits of developing a coordinated City staff approach to these residents. In FY 2006-07 the Commission received four grants for the ombudsman program. A grant requirement of two of these grants is the establishment of family councils in long term care facilities. Family councils are used to educate family members about resident rights and advocacy options for resolving concerns about resident care. Program staff has determined that one City-wide family council will meet the needs of family members as effectively as multiple councils and takes into account staff resources available to support the family council. Staff has scheduled a four part series on long term care for October 2006 at the Levy Senior Center. The family council will be initiated following the completion of the educational series. 256 City of Evanston Commission on Aging 2007-2008 Department 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. 257 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 2007-2008 Objectives • Evaluate the impact of the increased number of isolated at-risk seniors and chronic hoarders referred for assistance on program staff and establish a coordinated plan for assessment, intervention and case management of these complex case situations by June 2007. Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-2008 Projected Callers given information, assistance, or referrals 1,800 1,800 1,800 In-home assessments of at-risk seniors 105 105 106 Long-term care facility residents assisted 1,700 1,700 1,700 Long-term care facility resident complaints handled by the ombudsman program 125 136 126 Handyman visits 145 146 147 Approved Adjustments in 2007-2008 Budget 258 CITY OF EVANSTON COMMISSION ON AGING 2530 2006 -2007 2007 2008- Appropriation Approved 2530 COMMISSION ON AGING 61010 REGULAR PAY 84,000 84,900 61050 PERMANENT PART-TIME 18,600 61055 TEMPORARY EMPLOYEES 26,000 61210 LONGEVITY 1,300 61510 HEALTH INSURANCE 13,900 14,900 61615 LIFE INSURANCE 200 100 61625 AUTO ALLOWANCE 1,200 1,200 61710 IMRF 6,800 61725 SOCIAL SECURITY 4,600 61730 MEDICARE 1,400 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 2,400 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65025 FOOD 500 500 65095 OFFICE SUPPLIES 500 500 2530 COMMISSION ON AGING 127,500 150,800 259 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 to 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Total persons registered 1,821 890 1,000 New registrations in fiscal year 246 414 200 Average number of trips per day 164 161 162 Number of coupons sold 48,890 44,580 45,000 Number of coupons redeemed 59,884 58,750 59,000 Approved Adjustments in 2007-2008 Budget 260 CITY OF EVANSTON SUBSIDIZED TAXICAB PROGRM 2535 2006 -2007 2007 2008- Appropriation Approved 2535 SUBSIDIZED TAXICAB PROGRM 62210 PRINTING 1,600 1,600 62275 POSTAGE CHARGEBACKS 800 800 62695 COUPON PMTS-CAB SUBSIDY 250,000 292,600 2535 SUBSIDIZED TAXICAB PROGRM 252,400 295,000 261 City of Evanston Public Works Department Three Year Fiscal History $12,674,700 $16,079,217 $11,713,336 $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 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 18.53% Public Works Department Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 Dir 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 I 1.00 Full-Time Regular Civil Engineer II 4.00 Full-Time Regular Engineering Associate II 3.00 Full-Time Regular Senior Engineer 1.00 2625 Total 9.00 Traffic Engineering Full-Time Regular Civil Engineer II 1.00 Full-Time Regular Senior Traffic Engineer 2.00 Full-Time Regular Traffic Engineering Technician 0.50 2630 Total 3.50 Traffic Signs Full-Time Regular Traffic Sign Repair Worker 3.00 2635 Total 3.00 Traffic Signal and Street Light Maintenance Full-Time Regular Traffic Electrician Leader 1.00 Full-Time Regular Traffic Electrician 4.00 2640 Total 5.00 262 City of Evanston Public Works Department Employee Status Description Job Type Description 2007-2008 Position FTE Parking Enforcement and Tickets Full-Time Regular Parking Enforcement Officer 13.00 Full-Time Regular Parking Enforcement Supervisor 1.00 Full-Time Regular Parking Enforcement Clerk 1.00 Full-Time Regular Parking Enforcement Coordinator 1.00 2645 Total 16.00 Streets and Sanitation Administration Full-Time Regular Superintendent, Streets/San 1.00 Full-Time Regular Streets/San Admin 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 I 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 3.00 Full-Time Regular Public Works Maint. Workerr II 3.00 2675 Total 6.00 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 4.00 2695 Total 4.00 Facilities Administration Full-Time Regular Assistant Director of 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 108.45 263 City of Evanston Public Works Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2605 – Director of Public Works 199,800 238,800 230,849 284,100 2610 – Municipal Service Center 336,526 290,500 327,468 401,900 Total Expenditures: $ 536,326 $ 529,300 $ 558,317 $ 686,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives Public Works staff continued to produce results and deliver services at a high level. Street resurfacing (including work associated with water main replacement and sewer work) was completed on time and within budget. The Asbury bridge replacement over the CTA yellow line was completed. A consultant was hired to complete the evaluation of street conditions and develop a five-year plan in this area. In conjunction with Facilities Management, the 20-plus-year-old roof at the Service Center was replaced. Progress continued on the Bike Plan, with significant implementation to occur in 2006. The JULIE system was upgraded so that information is reported in real time online. A 60-ton per hour snow melter was purchased for use in the downtown and other business areas. 2007-2008 Department Initiatives • Investigate the feasibility of a municipal commercial solid waste franchise. • Implement a yard waste sticker program. • Implement bulk trash pick up in lieu of current neighborhood clean-up program. • Investigate feasibility of a volume-based refuse collection system. • Complete two pilot programs to increase diversion from refuse to recycling. 264 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 Utilities, and Municipal Service Center operations. FY 2007-2008 Objectives • Implement changeover from day and night sweeping to day sweeping only • 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 • Develop a program for alley maintenance between grading and permanent paving Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Flood and pollution-control meetings 6 6 6 Meetings/Hearings of Board of Local Improvements 21 21 18 Parking Committee meetings 10 10 10 Approved Adjustments in 2007-2008 Budget 265 CITY OF EVANSTON DIRECTOR OF PUBLIC WORKS 2605 2006 -2007 2007 2008- Appropriation Approved 2605 DIRECTOR OF PUBLIC WORKS 61010 REGULAR PAY 206,500 219,600 61510 HEALTH INSURANCE 23,300 24,800 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 4,800 5,000 61630 SHOE ALLOWANCE 200 61710 IMRF 17,500 61725 SOCIAL SECURITY 9,000 61730 MEDICARE 2,700 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 1,000 1,100 62380 COPY MACHINE CHARGES 1,000 500 64540 TELECOMMUNICATIONS - WIRELESS 2,100 65010 BOOKS, PUBLICATIONS, MAPS 300 400 65095 OFFICE SUPPLIES 1,000 1,000 2605 DIRECTOR OF PUBLIC WORKS 238,800 284,100 266 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 2007-2008 Objectives • Develop a 5-year plan for maintenance of major components of the Service Center. • Utilize inventory software program to track stored material. • Conduct internal audit of all materials and space allocations. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-2008 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 2007-2008 Budget 267 CITY OF EVANSTON MUNICIPAL SERVICE CENTER 2610 2006 -2007 2007 2008- Appropriation Approved 2610 MUNICIPAL SERVICE CENTER 61010 REGULAR PAY 51,000 61050 PERMANENT PART-TIME 46,000 43,400 61110 OVERTIME PAY 5,000 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61630 SHOE ALLOWANCE 300 300 61710 IMRF 4,100 61725 SOCIAL SECURITY 4,100 61730 MEDICARE 1,200 62205 ADVERTISING 400 400 62225 BLDG MAINTENANCE SERVICES 3,000 3,000 62235 OFFICE EQUIPMENT MAINT 200 200 62245 OTHER EQMT MAINTENANCE 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 6,100 6,100 62375 RENTALS 6,000 6,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 4,000 62425 ELEVATOR CONTRACT COSTS 4,800 4,800 62430 CUSTODIAL CONTRACT SERVICES 21,000 38,000 62440 OVERHEAD DOOR CONTRACT COSTS 21,000 15,000 62446 ROOF REPAIR CONTRACTUAL SVCS 1,000 1,000 62518 SECURITY/ALARM CONTRACTS 3,000 3,500 64005 ELECTRICITY 2,500 3,200 64015 NATURAL GAS 90,000 99,000 64540 TELECOMMUNICATIONS - WIRELESS 700 700 65005 AGRI/BOTANICAL SUPPLIES 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 36,000 50,000 65040 JANITORIAL SUPPLIES 10,000 10,000 65050 BLDG MAINTENANCE MATERIAL 15,000 15,000 65085 MINOR EQUIPMENT & TOOLS 2,000 2,000 65090 SAFETY EQUIPMENT 5,000 5,000 65095 OFFICE SUPPLIES 600 600 65515 OTHER IMPROVEMENTS 7,000 10,000 65650 VISUAL MEDIA COLLECTION 600 2610 MUNICIPAL SERVICE CENTER 290,500 401,900 268 City of Evanston Division of Transportation Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2620 – E.D.O.T. Administration 149,681 178,400 180,813 207,700 2625 – Engineering 669,494 678,300 706,784 873,000 2630 – Traffic Engineering 335,648 363,300 363,237 416,300 2635 – Traffic Signs 266,140 284,700 298,714 327,900 2640 – Signals & Streetlights 662,399 739,500 754,294 886,400 2645 – Enforcement & Tickets 1,059,126 1,305,400 1,118,518 1,382,800 2650 – School Crossing Guards 282,835 295,600 284,287 346,600 Total Expenditures: $ 3,425,323 $ 3,845,200 $ 3,706,647 $ 4,440,700 Revenues: 52010 – Vehicle Licenses 2,128,640 2,200,000 2,209,465 2,200,000 52530 – Boot Release Fee 91,825 115,000 77,985 115,000 52505 – Parking Ticket Fines 2,843,212 3,790,000 3,174,170 3,300,000 52131 – Visitor Parking Permits 13,608 14,000 13,871 14,000 52130 – Resident Parking Permits 118,141 120,000 116,288 120,000 56175 – Ryan Field Parking Permits 13,020 12,000 17,141 12,000 Total Revenues: $ 5,208,446 $ 6,251,000 $ 5,608,920 $ 5,761,000 Notes for Financial Summary Performance Report on FY 2006-2007 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 9 Special Assessment concrete alleys with drainage • Annual Street Resurfacing Program with 24 streets resurfaced totalling 5.8 miles. • Installation of all Traffic Calming devices approved by the City Council • All 50/50 sidewalk project requests • Over 11,000 linear feet of sidewalk and 80 ADA ramps installed • Completion of Asbury Avenue Bridge • Completion of McCormick Boulevard Project • Completion of supplemental arterial roadway improvement projects on Dodge Avenue and Dempster Street TRAFFIC STUDY, SIGNAL AND INTERSECTION UPGRADES • Completion of Dodge Avenue/Church Street traffic signal upgrade • Completion of Central/Asbury and Central/Ashland traffic signal upgrades • Re-initiation of Ridge Avenue Traffic Signal Timing Coordination and Upgrade Project • Initiation of Central/Crawford/Gross Point Traffic Signal Interconnect Project • Complete Phase I construction and Phase II design of Chicago Avenue Traffic Signal Improvement Project • Design completion of Chicago Avenue Traffic Signal Signal Timing Coordination and Upgrade Project • Ongoing consultant traffic studies on Central Street and Oakton Signalized intersections PARKING SYSTEMS IMPROVEMENTS • Consolidated Management and Operations of all 3 Evanston Self Parks under contract with CPS Parking • Successfully opened the new Sherman Plaza Parking Facility for operations on 5/1/06 • Implemented meter rate increase and installation of upgraded parking meters 269 City of Evanston Division of Transportation • Implemented development of 5-Year Parking Facility Maintenance Plan • Implemented improved enforcement strategies downtown to increase parking turnover TRANSIT IMPROVEMENTS • Coordinated right-of-way improvements and permit compliance for completion of the CTA Main Street viaduct and ongoing Church Street Viaduct construction • Completed 60% design reviews of CTA-improved Main Street and Dempster Street passenger rail stations • Completed Skokie Swift Travel Market Analysis Project • Applied for grant funding for the Northeast Evanston Transit Coordination Study OTHER CITYWIDE PROJECTS • Secured $1.18 Million in state and federal transportation funding and applied for an additional $1.03 Million of funding that is currently pending to offset general fund investments into the City's infrastructure improvement plan • Issued over 1,200 permits including (utility, street/parkway opening, street obstruction, signs, banners, dumpsters, moving vans and containers, truck routing and valet permits. • Completed over 275 plan reviews in support of private development buiding permits. • Conducted over 5,200 JULIE locates • Upgraded over 1,100 Tallmadge Streetlights to new induction lighting • Secured Jurisdictional Transfer Agreements on Sheridan Road and Ridge Avenue • Initiated design process for Ridge Avenue Roadway Imrovement • Completed construction of 5-Year Street Improvement Plan (2002-2006) • Completed development of 5-year Street Imrpovement Plan (2007-2011) • Completed bridge inspections on 5 bridges • Completed Public Works Development Review Guidelines document development • Completed new and improved Street and Parkway Permitting Process • Completed design approvals for the Evanston Bike Plan • Achieved City Council approval of new Citywide Street width policy 2007-2008 Department Initiatives • Complete 5-Year Bridge Plan • Secure funding and initiate design for major bridge improvement included in 5-year plan • Complete 5-Year Parking Facilities Plan • Initate development of 20-Year Citywide Transportation Plan • Improve Marketing and Promotion of 50/50 Sidewalk Program and Special Assessment Alley Paving Program • Complete Ridge Avenue Traffic Signals Improvement Project • Complete Ridge Avenue Roadway Design and Award Construction Project • Initiate design of Sheridan Road Improvement Project • Implement 1st Year Construction of Expanded 5-year Street Improvement Plan • Complete Tallmadge Streetlight Upgrade Program and Initiate Davit Arm Upgrades • Improve Utility Agency and Construction Inspection Services through contract specficiation modifications and staffing changes. • Initiate new preliminary plan requirements for civil engineering plan submissions through the SPAARC and building permit process • Complete upgrade of Revenue Control Equipment in the Church Street and Maple Ave. Parking Facilities • Complete installation of multi-space parking meters in the Metra Parking Lot off of Poplar • Complete thorough program review of Crossing Guard Program and recommend improvements • Coordinate completion of Church Street Viaduct Project • Participate and Expedite the CTA Skokie Swift Extension Alternatives Analysis • Implementation of Evanston Bike Plan • Increase federal and state funding grants • Complete design/construction of Chicago Streetscape on east side of Chicago Ave. between Lee and Greenleaf 270 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 • Traffic Engineering • Traffic Signs • Traffic Signals • Street light maintenance • Parking garages, lots, meters, residential districts, enforcement and ticket processing • School crossing guards The Division also coordinates major transit activities including planning, design and construction review. The Evanston Division of Transportation Administration includes the Director of Transportation and an Executive Secretary position. FY 2007-2008 Objectives • Manage development of Citywide Transportation Plan • Manage ongoing construction of approved Chicago Ave. Streetscape design in coordination with planned development. • Initiate Maple Ave. Streetscape design from Church to Emerson • Manage RFP and selection process for consultant design of Sheridan Road • Manage completion of consultant design and construction bidding of Ridge Avenue • Secure funding for Lake Street Resurfacing Project • Implement 1st year of new 5-Year Street Improvement Program • Continue work on 5-year capital plans due for completion in 2008 (Bridge and Parking) • Continue improving new Public Works Development Review Guidelines document • Coordinate completion of the Church Street Viaduct Replacement Project • Coordinate the automation of the Church Street Parking Facility and revenue control equipment upgrade of Church Street and Maple Avenue facilities. • Manage completion of consultant bridge inspections and secure funding for recommended improvements • Integrate Street Obstruction, Utility and Street Opening Permit into New single Right-of-way permit. • Complete Skokie Swift Travel Market Analysis and secure funding for RTA Engineering Feasibility Study. • Improve utility inspection and construction inspection services through specification review and upgrading and staffing changes Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Board of Local Improvements meetings and hearings 22 17 15 Parking Committee meetings 9 8 8 Northwest Municipal Conference Technical Comm. Mtg. 6 6 6 Neighborhood transportation safety meetings 10 8 8 Approved Adjustments in 2007-2008 Budget 271 CITY OF EVANSTON E.D.O.T. ADMINISTRATION 2620 2006 -2007 2007 2008- Appropriation Approved 2620 E.D.O.T. ADMINISTRATION 61010 REGULAR PAY 154,600 159,900 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 200 200 61710 IMRF 12,700 61725 SOCIAL SECURITY 6,600 61730 MEDICARE 2,000 62295 TRAINING & TRAVEL 1,200 62360 MEMBERSHIP DUES 800 64540 TELECOMMUNICATIONS - WIRELESS 3,600 2,100 2620 E.D.O.T. ADMINISTRATION 178,400 207,700 272 City of Evanston Division of Transportation 2625 – Engineering Description of Major Activities The Engineering Section administered and supervised the 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 is also completed Community Development Block Grant and Special Assessment construction projects which include sidewalk and ADA ramps. Furnished engineering services for other City Departments (as required), supervised construction involving the public right-of-way, coordinated the Block and 50/50 Sidewalk and Curb Replacement Programs. Attended meetings with technical personnel from other communities on behalf of the City. Investigated and coordinating various funding sources to improve the City infrastructure. Also monitored major roadway and bridge construction projects funded through Federal Funds. These projects include Asbury Bridge reconstruction and McCormick Blvd. reconstruction. The Engineering Section is also reviewed and approved several private development project plans. Also reviewed and coordinated utility permits for Com-ED, NICOR, Ameritech and other utility companies. This section investigates and coordinates various funding sources to improve the City infrastructure The Engineering section administers and supervises the following: • The field construction of all streets, alleys, sewer, water main, 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 • Manages signal upgrade projects and furnishes engineering services for other City departments (as required) • Oversees construction involving the public right-of-way, coordinates the Block Curb and 50/50 Sidewalk and Curb Replacement Programs • Reviews, approves and monitors utility work on public right-of-way • Review & approve civil work for private developments • Attends meetings with technical personnel from other communities on behalf of the City The Engineering section is also responsible for review and approval of private development plans, utility permits, easements and permanent use of public right-of-way in the City. FY 2007-2008 Objectives • Spot sewer repair and sewer replacement project • Water Main Replacement Project • MFT Street resurfacing program • 50/50 Sidewalk program • Block curb & sidewalk program • GO Bond Street Improvement Project • Parking lot improvement projects • Special Assessment Alley paving program • ADA ramps program • Chicago Avenue Streetscape Construction • Neighborhood traffic calming improvements • Utility Permits • Private Development Review 273 City of Evanston Division of Transportation 2625 – Engineering Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Prepare plans, specifications and cost estimates for street resurfacing and street improvement projects including sewer work. 4.2 miles of street improvements 5.2 miles of street improvements 6.7 miles of street improvements Prepare plans, specifications and cost estimates for Special Assessment alley paving project. 9 Alleys 9 Alleys 4 Alleys Preparation of plans, specification and cost estimate for water main replacement project 4 Segments of water main replaced 6 Segments of water main replaced 3 Segments of water main replaced Preparation of bid documents for sidewalk program 11,730 feet 19,742 feet 150 locations Preparation of bid documents for Parking Lot Improvements N/A N/A 5 lots Preparation of bid documents for ADA Ramps program 69 86 60 Private development review 190 172 280 Utility permits reviewed & approved 72 62 80 Block Curb Program 6,340 feet replaced 7,726 feet replaced 4,000 feet replaced Approved Adjustments in 2007-2008 Budget 274 CITY OF EVANSTON ENGINEERING 2625 2006 -2007 2007 2008- Appropriation Approved 2625 ENGINEERING 61010 REGULAR PAY 495,900 588,300 61055 TEMPORARY EMPLOYEES 4,100 4,100 61110 OVERTIME PAY 20,000 20,000 61210 LONGEVITY 8,800 61510 HEALTH INSURANCE 74,400 89,100 61615 LIFE INSURANCE 800 800 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 1,100 1,200 61710 IMRF 46,900 61725 SOCIAL SECURITY 25,600 61730 MEDICARE 7,700 62210 PRINTING 800 800 62235 OFFICE EQUIPMENT MAINT 1,400 2,800 62245 OTHER EQMT MAINTENANCE 400 400 62275 POSTAGE CHARGEBACKS 400 400 62280 OVERNIGHT MAIL CHARGES 400 400 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 44,800 44,800 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 2,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 9,000 7,500 64545 PERSONAL COMPUTER SOFTWARE 12,000 10,000 65010 BOOKS, PUBLICATIONS, MAPS 900 1,000 65085 MINOR EQUIPMENT & TOOLS 700 1,000 65090 SAFETY EQUIPMENT 200 400 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 900 900 65555 PERSONAL COMPUTER EQUIPMENT 800 800 2625 ENGINEERING 678,300 873,000 275 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. FY 2007-2008 Objectives • Neighborhood Traffic Management - Implement plans approved by neighborhoods, Ward Alderman, and the City Council through July of 2007 by October of 2007. • Traffic Studies - Continue conducting studies including aldermanic and resident requests and Complete Central Street Corridor Study (Hartrey to Broadway). Complete Oakton Intersection Study (Home Depot Driveway, Dodge, Asbury). Completea Dodge Corridor Study (Greenleaf to Dempster). • Accident Information Management - Continue maintaining accident data on a new Software program. • Permits - Continue administration of street sidewalk obstuction, dumpster, moving vans, containers, sidewalk signs, truck routes, block parties, and street light banner permits. • Plan Review - Continue review of development and CIP plans and attend SPAARC meetings. • Bike Plan Projects: Implement city wide on street bike plan upon approval by IDOT. Coordinate with Parks and Recreation Dept. and IDOT on the Twiggs Park bike path project. Complete study for city wide bike rack installation locations and start implementation. • Traffic Signals Upgrade Project: Complete Phase I Upgrade of 3 traffic signals on Chicago Avenue from Grove Street to Greenwood Street. Complete signal and street light upgrade at Central St/Gross Point Rd/Crawford Ave. Complete decorative traffic signal upgrade at Central St/Girard Ave and Central St/Ridge Ave. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Traffic studies conducted 150 155 150 Accident data maintained 2500 2459 2500 Development and CIP plans reviewed 275 275 275 Permits reviewed, issued, and site inspections 700 925 900 Neighborhood traffic calming plans/ implementation 14 29 25 Approved Adjustments in 2007-2008 Budget 276 CITY OF EVANSTON TRAFFIC ENGINEERING 2630 2006 -2007 2007 2008- Appropriation Approved 2630 TRAFFIC ENGINEERING 61010 REGULAR PAY 278,500 291,600 61055 TEMPORARY EMPLOYEES 2,100 2,100 61110 OVERTIME PAY 5,000 4,000 61510 HEALTH INSURANCE 32,600 34,700 61615 LIFE INSURANCE 300 400 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 500 500 61710 IMRF 23,200 61725 SOCIAL SECURITY 12,300 61730 MEDICARE 3,700 62210 PRINTING 8,600 7,600 62235 OFFICE EQUIPMENT MAINT 100 100 62245 OTHER EQMT MAINTENANCE 300 300 62275 POSTAGE CHARGEBACKS 3,000 3,000 62295 TRAINING & TRAVEL 500 1,000 62305 RENTAL OF AUTO-FLEET SER 13,800 13,800 62360 MEMBERSHIP DUES 900 900 62380 COPY MACHINE CHARGES 200 200 62506 WORK-STUDY 6,700 6,700 64540 TELECOMMUNICATIONS - WIRELESS 6,600 6,600 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 65090 SAFETY EQUIPMENT 200 200 65095 OFFICE SUPPLIES 800 800 2630 TRAFFIC ENGINEERING 363,300 416,300 277 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, 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 2007-2008 Objectives • Continue sign fabrication, installation, maintenance and removal as needed • Continue implementing a multi-year Citywide pavement marking plan • Continue to supply traffic control for special evevnts Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Signs removed 1,249 1364 1,200 Signs repaired/replaced 1,462 765 1200 Signs fabricated 3,216 1953 2,500 New signs installed 1,748 1854 1,500 Special events coordinated (large and small) 797 800 800 Linear feet of pavement marking applied 23,808 35195 35,000 Crosswalks, legends, arrows 756 516 700 Parking stalls marked 232 1283 300 Approved Adjustments in 2007-2008 Budget 278 CITY OF EVANSTON TRAFFIC SIGNS 2635 2006 -2007 2007 2008- Appropriation Approved 2635 TRAFFIC SIGNS 61010 REGULAR PAY 159,200 164,900 61110 OVERTIME PAY 10,000 18,000 61210 LONGEVITY 4,800 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61630 SHOE ALLOWANCE 400 400 61710 IMRF 13,100 61725 SOCIAL SECURITY 7,700 61730 MEDICARE 2,300 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 1,200 1,000 65115 TRAFFIC CONTROL SUPPLI 48,000 48,000 2635 TRAFFIC SIGNS 284,700 327,900 279 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. Over 100 signals and over 6,000 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 2007-2008 Objectives • Paint and maintain street lights as required • Maintain traffic signals as required • Complete Citywide Upgrade of Tallmadge street lights with new QL induction lighting units • Investigate, research,and test alternative lighting sources for the City's aging Davit arm street lights • Locate underground cable through the JULIE marking system Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Controllers serviced 19 17 14 Arterial timings checked 12 12 10 Tallmadge Street lights upgraded 1,147 1080 1,000 Street light bulbs replaced 501 296 300 Street light repairs made 223 131 300 Signal bulbs replaced 949 1084 700 Signal repairs made 442 402 500 Approved Adjustments in 2007-2008 Budget 280 CITY OF EVANSTON TRAF. SIG. & ST. LIGHT. MAINT 2640 2006 -2007 2007 2008- Appropriation Approved 2640 TRAF. SIG. & ST. LIGHT. MAINT 61010 REGULAR PAY 280,400 294,400 61110 OVERTIME PAY 30,000 35,000 61210 LONGEVITY 5,300 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 500 61630 SHOE ALLOWANCE 700 500 61710 IMRF 23,500 61725 SOCIAL SECURITY 13,800 61730 MEDICARE 4,100 62245 OTHER EQMT MAINTENANCE 200 200 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 62,300 62,300 64006 STREET LIGHT ELECTRICITY 178,000 231,400 64007 TRAFFIC LIGHT ELECTRICITY 85,000 110,500 64008 FESTIVAL LIGHTING 10,000 10,000 65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000 65085 MINOR EQUIPMENT & TOOLS 1,500 1,000 2640 TRAF. SIG. & ST. LIGHT. MAINT 739,500 886,400 281 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. During FY2002-03, Parking Enforcement was expanded to cover the extended parking meter hours in the downtown and to enforce the nighttime street cleaning regulations. 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. The Parking Enforcement officers are 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 2007-2008 Objectives • Upon Council approval of a new parking ticket issuance and collection system, implement new software and hardware for issuing and tracking tickets in new database and assist in transfer or existing database into new software database. • Work with Fleet Maintenance on plans for replacing the Jeeps used for enforcement. • Increase awareness and promote the business need for consistent enforcement of parking regulations as well as other PEO functions: traffic control in emergencies, providing customer assistance and direction, etc. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Parking tickets issued 123,106 131,158 135,000 Vehicles Booted 808 658 700 Approved Adjustments in 2007-2008 Budget 282 CITY OF EVANSTON PARKING ENFORCEMENT & TICKETS 2645 2006 -2007 2007 2008- Appropriation Approved 2645 PARKING ENFORCEMENT & TICKETS 61010 REGULAR PAY 849,400 825,100 61110 OVERTIME PAY 35,000 35,400 61210 LONGEVITY 6,100 61510 HEALTH INSURANCE 158,100 158,400 61615 LIFE INSURANCE 1,100 1,700 61630 SHOE ALLOWANCE 1,700 1,700 61710 IMRF 65,800 61725 SOCIAL SECURITY 35,700 61730 MEDICARE 10,700 62185 OTHER CONSULTING SERVICES 6,800 6,800 62245 OTHER EQMT MAINTENANCE 24,500 24,500 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 98,200 98,200 62360 MEMBERSHIP DUES 300 300 62451 TOWING AND BOOTING CONTRACTS 80,000 67,500 64005 ELECTRICITY 1,500 1,900 64540 TELECOMMUNICATIONS - WIRELESS 11,900 11,900 65020 CLOTHING 6,600 6,000 65045 LICENSING/REGULATORY SUPP 25,200 20,000 65095 OFFICE SUPPLIES 1,100 1,100 65625 FURNITURES & FIXTURES 2,500 2,500 2645 PARKING ENFORCEMENT & TICKETS 1,305,400 1,382,800 283 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 2007-2008 Objectives • Conduct a thorough evaluation of school crossing guard program in cooperation with Police Department, PTA and Traffic Engineering section of EDOT to improve existing program, identify funding programs to offset city cost, and develop short-range and long-range recommendations to improve safety for children walking to and from school. • Continue to reduce the need for PEO’s being used for back-up for crossing guards by modifying crossing guard staffing levels and schedules. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Intersections Staffed 39 41 41 Approved Adjustments in 2007-2008 Budget 284 CITY OF EVANSTON SCHOOL CROSSING GUARDS 2650 2006 -2007 2007 2008- Appropriation Approved 2650 SCHOOL CROSSING GUARDS 61060 SEASONAL EMPLOYEES 293,600 325,600 61710 IMRF 2,600 61725 SOCIAL SECURITY 13,400 61730 MEDICARE 4,000 65090 SAFETY EQUIPMENT 2,000 1,000 2650 SCHOOL CROSSING GUARDS 295,600 346,600 285 City of Evanston Streets & Sanitation Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2665 – Administration $527,998 535,900 513,829 608,700 2670 – Street & Alley Maint. $1,674,985 1,640,200 1,916,258 1,844,875 2675 – Street Cleaning $676,968 897,100 660,544 956,300 2680 – Ice & Snow Removal $373,928 560,100 522,746 597,700 2685 – Refuse Col. & Disposal $3,148,226 3,251,100 3,353,334 3,413,042 2690 – Residential Recycling $824,344 825,100 841,518 838,300 2695 – Yard Waste Services $524,390 590,700 535,512 498,000 Total Expenditures: $ 7,750,839 $ 8,300,200 $ 8,343,741 $ 8,756,917 Revenues: 53605 – Residential Recycling Surcharge 658,979 828,000 863,515 1,169,200 53615 – Special Pickup Fees 67,243 50,000 63,477 50,000 53650 – State Highway Maintenance 94,099 130,000 130,000 130,000 Total Revenues: $ 820,321 $ 1,008,000 $ 1,056,992 $ 1,349,200 Notes for Financial Summary Recommend upgrading an existing Equipment Operator II position to a Publlic Works Crew Leader-Sanitation. The section currently operates without a crew leader. The crew leader would perform inspections of fly dumps, assess recycling participation and serve as an internal recycling advocate. The cost of upgrading this position is approximately $10,000 annually. Performance Report on FY 2006-2007 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. 2007-2008 Department Initiatives • Explore revenue generating opportunities for the division. • Implement software that tracks work orders and productivity. 286 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 2007-2008 Objectives • Conduct customer service surveys on various segments of the division • Reduce customer complaints • Establish a work order system for tracking productivity and work requests Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Employee Safety training program 12 12 12 Equipment training programs 4 4 4 Avg. number of occasional sick days used per employee 4 4 4 Approved Adjustments in 2007-2008 Budget 287 CITY OF EVANSTON STREETS AND SANITATION ADMINIS 2665 2006 -2007 2007 2008- Appropriation Approved 2665 STREETS AND SANITATION ADMINIS 61010 REGULAR PAY 401,200 392,300 61110 OVERTIME PAY 10,000 20,000 61210 LONGEVITY 6,000 61510 HEALTH INSURANCE 51,100 54,500 61615 LIFE INSURANCE 600 500 61625 AUTO ALLOWANCE 1,800 61630 SHOE ALLOWANCE 700 400 61710 IMRF 31,300 61725 SOCIAL SECURITY 17,200 61730 MEDICARE 5,100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 42,600 42,600 62360 MEMBERSHIP DUES 400 1,000 64540 TELECOMMUNICATIONS - WIRELESS 27,600 30,300 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 500 1,000 65625 FURNITURES & FIXTURES 500 4,000 2665 STREETS AND SANITATION ADMINIS 535,900 608,700 288 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 2007-2008 Objectives • Reduce cost of alley maintenance through black topping etc. • Develop procedures and implement 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of alleys replaced in-house N/A 25 50 Tons of asphalt used for repair 300 250 250 Tons of cold patch used for repair 460 1,000 1,200 Linear feet of sidewalk replaced N/A 50 500 Approved Adjustments in 2007-2008 Budget 289 CITY OF EVANSTON STREET AND ALLEY MAINTENANCE 2670 2006 -2007 2007 2008- Appropriation Approved 2670 STREET AND ALLEY MAINTENANCE 61010 REGULAR PAY 735,800 710,900 61060 SEASONAL EMPLOYEES 34,500 36,200 61110 OVERTIME PAY 60,300 50,300 61210 LONGEVITY 18,200 61510 HEALTH INSURANCE 120,900 128,700 61615 LIFE INSURANCE 1,400 1,300 61630 SHOE ALLOWANCE 1,700 2,000 61710 IMRF 56,700 61725 SOCIAL SECURITY 33,600 61730 MEDICARE 10,000 62226 COMPOST RELATED SERVICE 36,000 46,000 62245 OTHER EQMT MAINTENANCE 500 62295 TRAINING & TRAVEL 1,600 1,600 62305 RENTAL OF AUTO-FLEET SER 533,800 533,800 62415 DEBRIS/REMOVAL CONTRACTUAL COS 71,775 65020 CLOTHING 800 800 65055 MATER. TO MAINT. IMP.102,100 122,500 65085 MINOR EQUIPMENT & TOOLS 6,300 15,000 65090 SAFETY EQUIPMENT 1,000 1,000 65625 FURNITURES & FIXTURES 4,000 4,000 2670 STREET AND ALLEY MAINTENANCE 1,640,200 1,844,875 290 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 2007-2008 Objectives • Incorporate business district refuse collection into this section • Implement day time sweeping operations • Investigate changing type of sweeper used by the division Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 291 CITY OF EVANSTON STREET CLEANING 2675 2006 -2007 2007 2008- Appropriation Approved 2675 STREET CLEANING 61010 REGULAR PAY 358,100 434,400 61060 SEASONAL EMPLOYEES 67,700 68,600 61110 OVERTIME PAY 31,000 10,000 61210 LONGEVITY 5,400 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 400 800 61630 SHOE ALLOWANCE 900 500 61710 IMRF 34,600 61725 SOCIAL SECURITY 21,400 61730 MEDICARE 6,400 62295 TRAINING & TRAVEL 900 900 62305 RENTAL OF AUTO-FLEET SER 294,100 294,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 65,000 65020 CLOTHING 700 65085 MINOR EQUIPMENT & TOOLS 1,000 65090 SAFETY EQUIPMENT 900 65625 FURNITURES & FIXTURES 2,000 2675 STREET CLEANING 897,100 956,300 292 City of Evanston Streets and Sanitation 2680 – Ice and Snow Removal Description of Major Activities Snow and Ice are removed from all city roadways. The section utilizes salt and liquid calcium chloride to combat ice. Streets are plowed to remove accumulations of snow of more than two inches in order to provide safe travel. Snow removal is a joint operation involving various city departments. 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 2007-2008 Objectives • Improve efficiency of snow removal operation • Develop a plan to remove snow and ice build-up in alleys which impede sanitation operations. • Locate alternate site for salt dome Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-08 Projected Miles of streets plowed/season N/A N/A 500 Miles of streets salted/season N/A N/A 250 Tons of salt used/season 4,600 3,500 4,500 Approved Adjustments in 2007-2008 Budget 293 CITY OF EVANSTON SNOW AND ICE CONTROL 2680 2006 -2007 2007 2008- Appropriation Approved 2680 SNOW AND ICE CONTROL 61110 OVERTIME PAY 250,800 250,000 61725 SOCIAL SECURITY 10,300 61730 MEDICARE 3,100 62305 RENTAL OF AUTO-FLEET SER 61,600 61,600 62451 TOWING AND BOOTING CONTRACTS 70,800 70,800 65015 CHEMICALS 175,000 200,000 65025 FOOD 200 200 65055 MATER. TO MAINT. IMP.500 500 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 2680 SNOW AND ICE CONTROL 560,100 597,700 294 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 2007-2008 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 2005-2006 Actual 2006-2007 Estimate 2007-2008 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 2007-2008 Budget 295 CITY OF EVANSTON REFUSE COLLECT & DISPOSAL 2685 2006 -2007 2007 2008- Appropriation Approved 2685 REFUSE COLLECT & DISPOSAL 61010 REGULAR PAY 756,900 794,800 61050 PERMANENT PART-TIME 18,000 19,700 61060 SEASONAL EMPLOYEES 33,900 36,200 61110 OVERTIME PAY 75,100 65,000 61114 SNOW OT 2,000 61210 LONGEVITY 10,100 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,500 1,500 61630 SHOE ALLOWANCE 2,000 2,200 61710 IMRF 63,300 61725 SOCIAL SECURITY 38,200 61730 MEDICARE 11,400 62210 PRINTING 300 20,500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 1,700 1,700 62305 RENTAL OF AUTO-FLEET SER 525,700 525,700 62380 COPY MACHINE CHARGES 2,000 62390 CONDOMINIUM REFUSE COLL 464,900 451,500 62405 SWANCC DISPOSAL FEES 891,100 1,037,278 62415 DEBRIS/REMOVAL CONTRACTUAL COS 109,300 60,000 65015 CHEMICALS 1,400 1,400 65020 CLOTHING 1,500 1,500 65055 MATER. TO MAINT. IMP.700 700 65085 MINOR EQUIPMENT & TOOLS 800 1,000 65090 SAFETY EQUIPMENT 1,200 1,000 65625 FURNITURES & FIXTURES 66,600 47,000 68310 DEBT SERVC OTHER AGENCIES 158,800 68,664 2685 REFUSE COLLECT & DISPOSAL 3,251,100 3,413,042 296 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. A recycling drop-off center is operated on Fridays from noon to 7pm and on Saturdays and Sundays from 8am - 5pm to allow apartment and business tenants to recycle. FY 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tons of material recycled per year 7,085 7,500 8,250 Approved Adjustments in 2007-2008 Budget 297 CITY OF EVANSTON RESIDENTIAL RECYCLING COL 2690 2006 -2007 2007 2008- Appropriation Approved 2690 RESIDENTIAL RECYCLING COL 62415 DEBRIS/REMOVAL CONTRACTUAL COS 631,900 695,100 64005 ELECTRICITY 4,700 5,900 64015 NATURAL GAS 10,000 6,400 65125 OTHER COMMODITIES 3,500 3,500 68305 DEBT SERVICE 175,000 127,400 2690 RESIDENTIAL RECYCLING COL 825,100 838,300 298 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tons of waste collected from April 1 - October 15 2,000 1,500 1,500 Tons of leaves collected from October 16 – December 10 N/A 1,500 1,500 Tons of yard waste dropped off from April 1 – December 10 N/A 500 0 Approved Adjustments in 2007-2008 Budget 299 CITY OF EVANSTON YARD WASTE COLLECTION 2695 2006 -2007 2007 2008- Appropriation Approved 2695 YARD WASTE COLLECTION 61010 REGULAR PAY 285,600 190,200 61060 SEASONAL EMPLOYEES 67,700 68,600 61110 OVERTIME PAY 11,200 61510 HEALTH INSURANCE 55,800 39,600 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 800 800 61710 IMRF 15,100 61725 SOCIAL SECURITY 10,700 61730 MEDICARE 3,100 62210 PRINTING 100 100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 38,300 38,300 62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000 65020 CLOTHING 300 2695 YARD WASTE COLLECTION 590,700 498,000 300 City of Evanston Facilities Management Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2697 – Facilities General Support 582,779 596,500 588,253 559,800 2699 – Construction and Repair 1,408,319 1,484,600 1,393,439 1,635,800 Total Expenditures: $ 1,991,098 $ 2,081,100 1,981,692 $ 2,195,600 Revenues: 56010 – Property Sales and Rental 68,950 102,900 62,901 70,000 Total Revenues: $ 68,950 $ 102,900 $ 62,901 $ 70,000 Notes for Financial Summary • In order to consolidate business functions and reduce expenditures, business units 2005-Facilities Management General Support, 2010-Construction and Repair and 2020-Custodial Maintenance moved from the Facilities Management Department to the Facilities Management Division, under the Public Works Department. Business units 2005 and 2020 are combined to reflect business unit 2697. Business unit 2010 changed to business unit 2699. • Due to the large increase in building material costs, an additional $5,000 has been requested for Business unit 2699. • Reductions in previously approved funding for outside contractual painting were used to match the budget requirements of 0% increase. • All overtime accounts were reduced by 10% to match budget guidelines. Performance Report on FY 2006-2007 Major Program Objectives • A budget presentation developed by staff for Council will be the basis for improved work tracking by the field force. • Staff continues to work on the ICMA performance measurements. • The opening of the Sherman Plaza Garage has occurred and only a few punch list items remain. Allocation and project closeout should be accomplished by the end of 2006. • Staff continues to work with BUILDER software but needs in other areas have reduced the time available. • The final beta-testing of the room management software is taking place and will be made available to all by November, 2006. • Utilization of a temporary generator for the Data Center in the Service Center is in operation instead of a final solution due to funding availability. • The Service Center HVAC and sprinkler projects are complete. • Shelving has been added to the Civic Center attic to improve storage capacity. • The new cooling tower for the Civic Center has been installed and has been working well this summer. • Projects at Greenwood, Clark and Lee Street Beach and Baker Park renovations are complete. ADA improvements at Bent Park are complete. • A contract has been signed for Fire Station #5 architectural services; it is now in design and will be ready to go out for construction bids in Spring, 2007. • Door replacement and painting is complete at the Animal Shelter; planning is currently taking place for the joint CARE and City renovation project. • An architect has been hired for the rehabilitation project of the second floor at the Police Headquarters. • Management has begun working on the renovation of the improved children’s area at the main library. 301 City of Evanston Facilities Management Division • A grant from the Illinois Terrorism Task Force was used to purchase 10 laptop computers for use in the Emergency Operations Center. NIMS training and tracking for all City employees has been implemented. A tabletop exercise was held in February that provided an excellent opportunity for all department directors to see and practice the NIMS concept in action. Staff is working with the Health Department on pandemic risks and response and with the Fire Department on mass transit emergencies. In addition, another CERT team of 15 members has been trained and ready for deployment. 2007-2008 Department Initiatives • Continued management of efforts on the Strategic Plan Goal #4 • 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 302 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 2007-2008 Objectives • In order to provide for better long range fiscal planning for City facilities, add an additional five buildings into the BUILDINGS software by February, 2008 • To continue moving forward on Strategic Goal #4, work with our consultant on space planning for the Civic Center and complete by April, 2008. • To work to improve the main library’s children area, mange the renovation project to be completed by February 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 2007. • To manage utility expenses more effectively, develop a database for tracking electricity and natural gas expenditures by June 2007. • In order to improve operations, make more office space available for Civic Center departments by June 2007. • To provide for more professional audio/visual presentations in the Civic Center meeting rooms: installing wiring and related equipment by February 2008. • To enable the removal of protective scaffolding around the Civic Center, review the possibilities of roof repairs and available funding by February 2008. 303 City of Evanston Division of Facilities Management 2697 – Facilities Administration Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Average number of sick days used per employee 6 7 7 Total workdays lost due to work related injury 25 4 1 Buildings in BUILDER software 2 7 12 Cooling system preparation May 15, 2005 May 15, 2006 May 15, 2007 Heating system preparation October 25, 2005 October 25, 2006 October 25, 2007 Deliveries received 2,500 2,500 2,500 Civic Center repair costs / sq. ft. 1.29 est. 5.22 5.00 Annual Civic Center gas usage – therms / sq. ft. 0.45 0.45 0.45 Room set-ups 1,850 1,900 1,900 Pounds of office paper recycled 80,350 80,000 80,000 Approved Adjustments in 2007-2008 Budget 304 CITY OF EVANSTON FACILITIES ADMINISTRATION 2697 2006 -2007 2007 2008- Appropriation Approved 2697 FACILITIES ADMINISTRATION 61010 REGULAR PAY 218,900 61050 PERMANENT PART-TIME 5,500 61055 TEMPORARY EMPLOYEES 4,000 61110 OVERTIME PAY 4,500 61210 LONGEVITY 2,900 61510 HEALTH INSURANCE 36,300 61615 LIFE INSURANCE 500 61625 AUTO ALLOWANCE 1,200 61630 SHOE ALLOWANCE 600 61710 IMRF 17,400 61725 SOCIAL SECURITY 9,700 61730 MEDICARE 2,900 62225 BLDG MAINTENANCE SERVICES 75,200 62235 OFFICE EQUIPMENT MAINT 500 62245 OTHER EQMT MAINTENANCE 21,200 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 600 62305 RENTAL OF AUTO-FLEET SER 9,200 62355 LAUNDRY/OTHER CLEANING 1,000 62360 MEMBERSHIP DUES 1,200 62376 2603 SHERIDAN RENTALS EXPENSE 4,000 62380 COPY MACHINE CHARGES 3,400 62785 FIRE SAFETY EDUCATION 500 64005 ELECTRICITY 20,000 64015 NATURAL GAS 71,100 64540 TELECOMMUNICATIONS - WIRELESS 13,200 65010 BOOKS, PUBLICATIONS, MAPS 400 65015 CHEMICALS 5,000 65040 JANITORIAL SUPPLIES 9,000 65050 BLDG MAINTENANCE MATERIAL 14,000 65085 MINOR EQUIPMENT & TOOLS 1,800 65090 SAFETY EQUIPMENT 1,800 65095 OFFICE SUPPLIES 2,000 2697 FACILITIES ADMINISTRATION 559,800 305 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 2007-2008 Objectives • In order to provide for adequate quarters for fire fighters and equipment, start the construction of a new Fire Station #5 by June, 2007. • To finalize the rehabilitation of the Police Headquarters, complete the second floor project by February, 2008. • To provide for future rental capabilities at the Evanston Art Center Coach House, manage the rehabilitation project and complete by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Man-hours related to work orders 13,000 13,000 16,000 Work orders completed 3,147 3,300 3,500 Total construction budget oversight $47,000,000 $15,000,000 $7,000,000 Safety/training meetings 24 24 24 Approved Adjustments in 2007-2008 Budget 306 CITY OF EVANSTON CONSTRUCTION & REPAIR 2699 2006 -2007 2007 2008- Appropriation Approved 2699 CONSTRUCTION & REPAIR 61010 REGULAR PAY 1,004,600 61062 SPECIAL EVENT SALARIES 15,000 61110 OVERTIME PAY 13,500 61210 LONGEVITY 18,600 61510 HEALTH INSURANCE 158,400 61615 LIFE INSURANCE 1,600 61630 SHOE ALLOWANCE 2,200 61710 IMRF 80,100 61725 SOCIAL SECURITY 43,300 61730 MEDICARE 12,900 62135 ARCHITECTURAL SERVICES 1,000 62225 BLDG MAINTENANCE SERVICES 78,000 62245 OTHER EQMT MAINTENANCE 8,000 62295 TRAINING & TRAVEL 1,500 62305 RENTAL OF AUTO-FLEET SER 88,300 62355 LAUNDRY/OTHER CLEANING 500 62360 MEMBERSHIP DUES 500 62375 RENTALS 400 62509 SERVICE AGREEMENTS / CONTRACTS 37,000 65015 CHEMICALS 3,000 65020 CLOTHING 400 65050 BLDG MAINTENANCE MATERIAL 48,000 65055 MATER. TO MAINT. IMP.4,000 65070 OFFICE/OTHER EQT MTN MATL 8,000 65085 MINOR EQUIPMENT & TOOLS 4,000 65090 SAFETY EQUIPMENT 3,000 2699 CONSTRUCTION & REPAIR 1,635,800 307 City of Evanston Library Department Three Year Fiscal History $4,411,800 $4,854,700 $4,359,676 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 5.59% Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Children's Services Full-Time Regular Librarian I 2.74 Full-Time Regular Librarian III 1.00 Full-Time Regular Library Assistant 1.85 Part-time Regular Library Aide I 0.80 Part-time Regular Library Technical Aide 0.27 Part-time Regular Shelver 0.80 2805 Total 7.46 Reader's Services Full-Time Regular Librarian I 3.03 Full-Time Regular Librarian III 1.00 Part-time Regular Library Assistant 0.50 Part-time Regular Library Technical Aide 0.48 Part-time Regular Readers' Advisor 3.93 2810 Total 8.94 References Services and Periodicals Full-Time Regular Clerk III 1.00 Full-Time Regular Librarian I 3.94 Full-Time Regular Librarian II 1.00 Full-Time Regular Librarian III 1.00 Part-time Regular Clerk Typist I 0.50 Part-time Regular Library Aide I 0.35 Part-time Regular Library Clerk 1.87 2815 Total 9.66 308 City of Evanston Library Department Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 5.00 Part-time Regular Security Monitor 2.00 Part-time Regular Shelver 4.51 2820 Total 15.01 North Branch Part-time Regular Librarian II 0.50 Part-time Regular Library Aide I 0.67 Part-time Regular Branch Assistant 1.81 2825 Total 2.98 South Branch Full-Time Regular Librarian II 1.00 Part-time Regular Library Aide I 0.37 Part-time Regular Branch Assistant 0.93 2830 Total 2.30 Technical Services Full-Time Regular Clerk II 5.25 Full-Time Regular Librarian I 1.53 Full-Time Regular Librarian III 1.00 Full-Time Regular Library Assistant 2.00 Full-Time Regular Tech Support Specialist I 0.00 Full-Time Regular Tech Support Specialist II 0.00 Part-time Regular Clerk Typist II 0.80 Part-time Regular Library Clerk 1.59 2835 Total 12.17 Maintenance Full-Time Regular Custodian II 3.00 Part-time Regular 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 Exec Secretary (to Dept. Head) 1.00 Full-Time Regular Director, Library 1.00 Part-time Regular Clerk Typist II 0.53 2845 Total 4.53 Library Total 66.69 309 City of Evanston Library Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2805 – Children’s Services 456,751 465,500 488,743 530,300 2810 – Readers’ Services 581,076 582,100 610,364 749,100 2815 – Reference & Periodicals 762,634 743,500 756,429 852,100 2820 – Circulation 472,397 469,100 492,847 528,700 2825 – North Branch 157,460 148,400 149,365 163,300 2830 – South Branch 200,380 192,400 200,373 216,200 2835 – Technical Services 892,248 932,600 878,718 837,300 2840 – Maintenance 429,474 453,200 436,185 485,500 2845 - Administration 406,596 425,000 437,152 492,200 Total Expenditures: $ 4,359,016 $ 4,411,800 $ 4,450,176 $ 4,854,700 Revenues: 57515 – Library Material Replacement 16,781 23,000 14,076 20,000 57535 – Copy Machine Charges 21,259 26,000 22,646 26,000 52610 – Library Fines & Fees 177,777 172,000 182,477 182,000 57540 – Meeting Room Fees 11,260 9,000 7,195 9,000 57525 – Miscellaneous Revenue 1,345 2,500 735 500 57550 – Multimedia Collection 1,025 2,000 591 0 57510 – Non-resident Cards 3,929 4,000 2,890 4,000 57545 – North Branch Rental Income 27,003 0 29,700 0 51615 – Personal Property Repl. Tax 49,720 49,700 49,700 49,700 57530 – Rental Books 2,004 0 0 0 57520 – Reserves on Library Materials 6,461 6,500 7,196 7,500 55245 – State Per Capita Grant 92,075 92,700 91,400 91,400 57505 – Video Rentals 44,107 58,000 37,119 40,000 Total Revenues: $ 454,746 $ 445,400 $ 445,725 $ 430,100 Notes for Financial Summary The Library initiated a staff reorganization in Technical Services that resulted in a savings of $70,800 over FY06-07. The revenue from the Multimedia Collection will be included in Fines and Fees. Performance Report on FY 2006-2007 Major Program Objectives • Construction drawings for the youth service renovation project were completed in early December. The project was bid later that month. Construction began in January. • A campaign committee of fifteen members is hard at work on capital campaign for the youth service renovation project. • The Library’s annual campaign – the Fund for Excellence – supplemented the Library’s materials budget with $85,000 of purchases this fiscal year. 310 City of Evanston Library Department • 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, the Evanston Community Foundation, and the RBC Dain Rauscher 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. • The Library is in the midst of a substantial review of the adult collections prior to beginning of the remodeling project. Adult fiction and biographies, the play file, the large type collection, the video collection, and books on cassettes have been reviewed. Review of the non-fiction collection will begin shortly. • The inventory of the North Branch collection was delayed for a second year because of difficulties getting the inventory module of the new integrated library system to work. This work will be rescheduled for FY 07 – 08. 2007-2008 Department Initiatives • Bring the youth services renovation project to a successful conclusion improving Library service for Evanston’s young people and promoting community literacy • Bring the capital campaign for the youth services renovation project to a successful conclusion providing the necessary funds for the project and positioning the Library for enhanced fundraising in the future • Develop a new design for the Library’s web site providing easier access to the wealth of information available on the site 311 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 2007-2008 Objectives • Provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY 2007 – 2008. • Establish 25,000-child book links in FY 2007 – 2008. • 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. • Relocate all Children’s Services operations into the remodeled facilities no later than December 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Circulation of materials 246,665 309,921 255,000 Library programs for children 704 915 600 Attendance at children's programs 19,051 22,559 17,000 Summer reading game participants 1,239 1,349 1,200 Approved Adjustments in 2007-2008 Budget 312 CITY OF EVANSTON CHILDREN'S SERVICES 2805 2006 -2007 2007 2008- Appropriation Approved 2805 CHILDREN'S SERVICES 61010 REGULAR PAY 218,700 232,000 61012 LIBRARY SUBSTITUTES 6,300 61050 PERMANENT PART-TIME 111,800 116,500 61055 TEMPORARY EMPLOYEES 7,200 900 61210 LONGEVITY 3,900 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 300 400 61710 IMRF 18,500 61725 SOCIAL SECURITY 14,800 61730 MEDICARE 4,400 62295 TRAINING & TRAVEL 800 800 64540 TELECOMMUNICATIONS - WIRELESS 400 500 65100 LIBRARY SUPPLIES 1,000 700 65630 LIBRARY BOOKS 68,800 71,200 65635 PERIODICALS 1,400 1,500 65640 AUDIO RECORDINGS 8,400 8,400 65645 MULTIMEDIA COLLECTION 1,300 1,300 65650 VISUAL MEDIA COLLECTION 8,200 8,600 2805 CHILDREN'S SERVICES 465,500 530,300 313 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 2007-2008 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 2008. • Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience of 3,000 during FY 2007 – 08. • Relocate all Readers’ Services operations into the remodeled facilities no later than December 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Reference and directional questions 98,915 97,450 90,000 Number of adult programs 216 204 100 Attendance at adult programs 5,861 5,774 3,000 Approved Adjustments in 2007-2008 Budget 314 CITY OF EVANSTON READER'S SERVICES 2810 2006 -2007 2007 2008- Appropriation Approved 2810 READER'S SERVICES 61010 REGULAR PAY 183,200 285,900 61012 LIBRARY SUBSTITUTES 4,900 61050 PERMANENT PART-TIME 161,800 145,700 61055 TEMPORARY EMPLOYEES 6,300 1,400 61210 LONGEVITY 7,600 61510 HEALTH INSURANCE 27,900 49,500 61615 LIFE INSURANCE 300 300 61710 IMRF 20,800 61725 SOCIAL SECURITY 18,300 61730 MEDICARE 5,500 62295 TRAINING & TRAVEL 700 700 62340 COMPTER LICENSE & SUPP 3,300 3,800 65100 LIBRARY SUPPLIES 600 600 65630 LIBRARY BOOKS 162,500 162,500 65640 AUDIO RECORDINGS 21,900 28,000 65645 MULTIMEDIA COLLECTION 500 500 65650 VISUAL MEDIA COLLECTION 13,100 13,100 2810 READER'S SERVICES 582,100 749,100 315 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 2007-2008 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 2007 – 08. • 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. • Roll out the Library’s redesigned web site no later than June 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Reference and directional questions 103,475 102,790 94,000 Periodicals use in-house 23,193 21,146 20,000 Internet use in-house 51,262 60,310 50,000 Approved Adjustments in 2007-2008 Budget 316 CITY OF EVANSTON REFERENCE SRVS & PERIODICALS 2815 2006 -2007 2007 2008- Appropriation Approved 2815 REFERENCE SRVS & PERIODICALS 61010 REGULAR PAY 273,100 304,000 61012 LIBRARY SUBSTITUTES 4,000 61050 PERMANENT PART-TIME 177,100 183,500 61055 TEMPORARY EMPLOYEES 8,100 4,100 61210 LONGEVITY 4,700 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 500 61710 IMRF 24,200 61725 SOCIAL SECURITY 20,600 61730 MEDICARE 6,200 62220 BINDING 1,800 1,800 62295 TRAINING & TRAVEL 900 900 62340 COMPTER LICENSE & SUPP 72,500 82,700 65100 LIBRARY SUPPLIES 5,000 2,700 65630 LIBRARY BOOKS 75,500 75,500 65635 PERIODICALS 82,500 87,200 2815 REFERENCE SRVS & PERIODICALS 743,500 852,100 317 City of Evanston Library 2820 – Circulation Description of Major Activities The Circulation Division: • 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 2007-2008 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. • Inventory the Dewey 700 classification, the adult mystery collection, the adult fiction collection, and the North Branch collection. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Items checked out 780,450 779,812 755,000 Reserves filled 21,065 25,953 23,000 New cards issued 7,394 6,311 7,000 Notices sent 36,614 36,056 40,000 Approved Adjustments in 2007-2008 Budget 318 CITY OF EVANSTON CIRCULATION 2820 2006 -2007 2007 2008- Appropriation Approved 2820 CIRCULATION 61010 REGULAR PAY 131,100 166,500 61012 LIBRARY SUBSTITUTES 13,700 61050 PERMANENT PART-TIME 288,600 271,800 61055 TEMPORARY EMPLOYEES 15,300 1,600 61210 LONGEVITY 3,100 61510 HEALTH INSURANCE 28,200 30,000 61615 LIFE INSURANCE 300 300 61710 IMRF 13,300 61725 SOCIAL SECURITY 18,800 61730 MEDICARE 5,600 62295 TRAINING & TRAVEL 1,600 1,000 65100 LIBRARY SUPPLIES 4,000 3,000 2820 CIRCULATION 469,100 528,700 319 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Circulation of materials 69,145 68,564 69,300 Reference and directional transactions 19,130 22,841 19,000 Number of patrons entering North Branch 67,911 69,265 70,000 Approved Adjustments in 2007-2008 Budget 320 CITY OF EVANSTON NORTH BRANCH 2825 2006 -2007 2007 2008- Appropriation Approved 2825 NORTH BRANCH 61012 LIBRARY SUBSTITUTES 2,400 61050 PERMANENT PART-TIME 114,300 120,700 61055 TEMPORARY EMPLOYEES 2,400 61210 LONGEVITY 1,900 61725 SOCIAL SECURITY 5,000 61730 MEDICARE 1,500 62225 BLDG MAINTENANCE SERVICES 1,000 1,000 64015 NATURAL GAS 2,200 2,200 65050 BLDG MAINTENANCE MATERIAL 400 400 65100 LIBRARY SUPPLIES 400 400 65630 LIBRARY BOOKS 25,000 25,000 65635 PERIODICALS 2,700 2,800 2825 NORTH BRANCH 148,400 163,300 321 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Circulation of materials 43,685 47,464 47,000 Reference and directional questions 26,364 24,836 26,000 Number of patrons entering South Branch 49,813 52,119 49,000 Approved Adjustments in 2007-2008 Budget 322 CITY OF EVANSTON SOUTH BRANCH 2830 2006 -2007 2007 2008- Appropriation Approved 2830 SOUTH BRANCH 61010 REGULAR PAY 63,300 65,600 61012 LIBRARY SUBSTITUTES 5,100 61050 PERMANENT PART-TIME 37,900 43,500 61055 TEMPORARY EMPLOYEES 5,100 61210 LONGEVITY 1,900 61510 HEALTH INSURANCE 9,300 9,900 61615 LIFE INSURANCE 100 100 61710 IMRF 5,200 61725 SOCIAL SECURITY 4,800 61730 MEDICARE 1,400 62225 BLDG MAINTENANCE SERVICES 4,000 4,000 62375 RENTALS 46,500 48,400 65050 BLDG MAINTENANCE MATERIAL 200 200 65100 LIBRARY SUPPLIES 400 400 65630 LIBRARY BOOKS 23,100 23,100 65635 PERIODICALS 2,500 2,600 2830 SOUTH BRANCH 192,400 216,200 323 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Volumes added to the collections 28,533 33,967 36,000 Volumes withdrawn from the collections 9,091 27,423 8,400 Volumes bound or mended 3,731 3,866 4,000 Approved Adjustments in 2007-208 Budget 324 CITY OF EVANSTON TECHNICAL SERVICES 2835 2006 -2007 2007 2008- Appropriation Approved 2835 TECHNICAL SERVICES 61010 REGULAR PAY 463,700 339,200 61050 PERMANENT PART-TIME 182,300 190,300 61055 TEMPORARY EMPLOYEES 3,500 3,500 61210 LONGEVITY 11,000 61510 HEALTH INSURANCE 83,700 69,300 61615 LIFE INSURANCE 900 900 61710 IMRF 38,100 61725 SOCIAL SECURITY 28,100 61730 MEDICARE 8,400 62220 BINDING 3,500 3,200 62250 COMPUTER EQUIPMENT MAINT 1,700 62295 TRAINING & TRAVEL 1,300 1,300 62340 COMPTER LICENSE & SUPP 130,000 103,000 64545 PERSONAL COMPUTER SOFTWARE 3,000 6,000 65100 LIBRARY SUPPLIES 32,000 35,000 65555 PERSONAL COMPUTER EQUIPMENT 27,000 2835 TECHNICAL SERVICES 932,600 837,300 325 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 2007-2008 Objectives • Reduce the amount of electricity used in the Main Library by 5% by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Conduct seasonal cleaning of boilers 1 1 1 Approved Adjustments in 2007-2008 Budget 326 CITY OF EVANSTON MAINTENANCE 2840 2006 -2007 2007 2008- Appropriation Approved 2840 MAINTENANCE 61010 REGULAR PAY 142,200 151,600 61050 PERMANENT PART-TIME 28,500 30,300 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 6,500 6,000 61210 LONGEVITY 1,600 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 200 300 61630 SHOE ALLOWANCE 500 500 61710 IMRF 12,100 61725 SOCIAL SECURITY 7,800 61730 MEDICARE 2,300 62225 BLDG MAINTENANCE SERVICES 163,500 164,200 62235 OFFICE EQUIPMENT MAINT 10,100 9,600 62245 OTHER EQMT MAINTENANCE 500 600 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 7,400 7,400 64015 NATURAL GAS 45,000 40,000 65040 JANITORIAL SUPPLIES 7,700 8,300 65050 BLDG MAINTENANCE MATERIAL 12,000 12,000 65085 MINOR EQUIPMENT & TOOLS 300 300 2840 MAINTENANCE 453,200 485,500 327 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 2007-2008 Objectives • Complete the Youth Service Renovation Project construction. • Complete the Youth Service Renovation Project fundraising campaign. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of patrons entering the Main Library 532,377 511,087 500,000 Approved Adjustments in 2007-2008 Budget 328 CITY OF EVANSTON ADMINISTRATION 2845 2006 -2007 2007 2008- Appropriation Approved 2845 ADMINISTRATION 61010 REGULAR PAY 286,300 306,400 61050 PERMANENT PART-TIME 20,800 22,100 61055 TEMPORARY EMPLOYEES 200 200 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 1,700 1,900 61710 IMRF 24,400 61725 SOCIAL SECURITY 13,500 61730 MEDICARE 4,000 62210 PRINTING 2,800 3,000 62235 OFFICE EQUIPMENT MAINT 2,000 62275 POSTAGE CHARGEBACKS 28,500 26,000 62295 TRAINING & TRAVEL 500 500 62315 POSTAGE 1,800 2,300 62360 MEMBERSHIP DUES 2,200 2,300 62375 RENTALS 23,000 25,000 65095 OFFICE SUPPLIES 17,600 20,600 2845 ADMINISTRATION 425,000 492,200 329 City of Evanston Parks / Forestry & Recreation Three Year Fiscal History $12,230,800 $13,562,300 $11,847,304 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Parks / Forestry & Recreation Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 Manager 1.00 Full-Time Regular Bookkeeper 1.00 Full-Time Regular Senior Accountant 1.00 Full-Time Regular Recreation Systems Administrator 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 Data Control Clerk 1.00 Full-Time Regular Superintendent, Recreation 1.00 3020 Total 2.00 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 Expenditures as a % of 2008 General Fund Budget 22.47% 330 City of Evanston Parks / Forestry & Recreation Employee Status Description Job Type Description 2007-2008 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 1.45 Part-time Regular PT Custodian 2.20 3055 Total 11.20 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 5.00 Full-Time Regular Supervisor, Sports/Rec Maint 1.00 3085 Total 7.00 331 City of Evanston Parks / Forestry & Recreation Employee Status Description Job Type Description 2007-2008 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 Hockey Director of Operations 0.65 Part-time Regular Office Assistant 1.90 Part-time Regular Facilities Supervisor 1.20 Part-time Regular PT Custodian 1.00 3095 Total 9.45 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 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 14.00 332 City of Evanston Parks / Forestry & Recreation Employee Status Description Job Type Description 2007-2008 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 Noyes Center Coordinator Full-Time Regular Secretary II 0.20 Part-time Regular Office Assistant 0.50 Part-time Regular Facilities Supervisor 1.10 Part-time Regular PT Custodian 1.75 3710 Total 4.75 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 115.90 333 City of Evanston Recreation Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 3005 – Mgmt. & General Support 271,786 286,400 332,366 333,400 3010 – Business & Fiscal Mgmt. 348,711 355,700 351,115 335,800 3015 – Marketing Services 198,610 220,400 222,211 240,700 Management Subtotal: $ 819,107 $ 862,500 $ 905,692 $ 909,900 3020 – Recreation General Support 285,243 242,600 256,114 275,900 3025 – Park Utilities 66,924 59,600 61,872 68,100 3030 – Robert Crown Center 678,717 654,000 791,246 668,400 3035 – Chandler-Newberger Center 657,807 675,300 686,115 777,200 3040 – Fleetwood-Jourdain 650,748 709,700 670,661 805,600 3045 – Fleetwood-Jourdain Thtr. 48,509 117,200 117,837 216,500 3050 – At Risk Opportunities 120,540 178,300 116,184 186,000 3055 – Levy Senior Center 793,051 782,800 815,084 945,500 3065 – Church Street Boat Ramp 52,338 67,000 63,124 64,000 3075 – Boat Storage Facilities 10,321 12,100 10,018 11,800 3080 – Beaches 448,106 430,900 488,212 465,100 3085 – Facility Maintenance 559,404 596,800 590,988 675,300 3095 – Crown Ice Rink 939,058 1,010,400 942,533 1,155,500 3100 – Sports Leagues 43,126 51,500 61,981 53,700 3105 – Aquatic Camp 78,938 74,900 77,368 78,000 3110 – Tennis 166,074 146,900 146,740 136,100 3125 – Special Programs 3,056 12,800 3,440 13,500 3130 – Special Recreation 280,099 314,000 337,738 357,700 3140 – Bus Program 37,054 40,000 40,568 43,100 3150 – Park Service Unit 78,940 87,700 77,252 97,000 3155 – Youth Golf Program 15,859 18,300 12,128 16,100 Total Expenditures: $ 6,833,019 $ 7,145,300 $ 7,272,895 $ 8,020,000 Revenues: Advertising Revenue 30,125 28,500 25,500 29,000 Aquatic Camp Revenues 135,266 151,900 130,000 153,100 At-Risk Program Revenues 70,328 94,000 72,500 94,000 Beach Revenue 552,713 495,200 513,000 533,300 Boat Storage Facility Revenue 82,947 86,000 80,000 83,800 Chandler-Newberger Center 500,273 454,300 464,000 483,200 Church Street Boat Ramp Revenue 80,953 104,900 100,000 99,900 Fleetwood-Jourdain Center 256,101 259,500 262,354 264,200 Fleetwood-Jourdain Theater 1,254 23,900 16,900 14,300 Levy Center Revenue 374,873 306,300 310,000 325,100 Robert Crown Center Revenue 456,311 216,500 270,300 227,300 Robert Crown Ice Center Revenue 741,764 925,000 980,000 948,100 Skate Park/Bus Program Revenues 0 18,000 18,000 18,000 Special Recreation Revenue 57,557 45,000 45,000 46,500 Sports League Revenues 33,315 39,100 36,860 42,100 Tennis Revenues 186,248 154,900 143,800 133,900 Youth Golf Program 24,126 18,300 16,100 18,300 Total Revenues: $ 3,584,154 $ 3,421,300 $ 3,484,314 $ 3,514,100 Notes for Financial Summary 334 City of Evanston Recreation Department Performance Report on FY 2006-2007 Major Program Objectives Staff continues to identify, develop and submit grants for all five divisions. As of September 2006 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; an Illinois Department of Commerce & Economic Opportunity grant to renovate the basketball and tennis courts at Fleetwood-Jourdain Community Center; an award from the Illinois Transportation Enhancement Program for improvements to the lakefront bike path, and a Community Development Block Grant award for renovations at Smith Park. In order to further improve customer service, online registration was implemented in August 2006. This major project involved the department’s Business Office, Public Information and Recreation Support staff, as well as the City’s Information Systems Department and the Management and Budget Office. The project launch was very successful and customer feedback was overwhelmingly positive. The business office staff reorganization was completed and portions of the payroll processing system have been decentralized. The department has moved to the latest level of the Rec Trac registration software database and is continuing to update household information by adding e-mail addresses to the household information. As part of their plan to update the City/School agreement, General Support staff have identified services that can be provided to School Districts #65 and #202. Staff also has met and started discussions with teams at both districts about writing a new agreement. Park and lakefront ordinances were updated to reflect necessary changes and to bring ordinances in line with the codifier. Field policy procedures have been updated and a plan was developed and implemented to schedule and assign athletic field space to affiliated groups. This action moved groups to various park sites throughout the city, which allowed for an increase in field usage by those groups and others. Quarterly staff meetings have been held with all full-time and permanent part-time staff to discuss policy and procedure changes and to provide a forum for employees to ask questions about any aspect of their job or City government. Staff created a manual for Evanston Playground and Recreation Board members. It contains general information about the Board and the department, plus information on topics under discussion. The summer camp staff manual was updated and produced in two formats for the first time, printed and electronic. In order to better coordinate programming during the summer months, staff attended regular camp meetings. Additional meetings will be scheduled to coordinate programming for other months of the year, as necessary. As part of the long-range program development plan to address the needs of challenged youth and families, Fleetwood-Jourdain Center established a Parent Group for parents of participants in the after-school program. The Parent Group enables parents to discuss issues that challenge families and share ideas and solutions to bring about positive change. Meetings have led to new friendships and facilitated the sharing of child pick-up duties (such as car pooling). The monthly meetings also include information on City services, guest speakers and a potluck dinner. Five dances were held for middle school-age youth during the summer. The events also included movies and electronic video games played on a big-screen TV. Center staff organized a youth council for middle school students in order to promote positive community participation and recreational leadership. The youth meet every other Friday evening. To increase participation in Fleetwood-Jourdain’s Fitness Room, a “Jump To Be Fit” program is being planned. It will involve using a mini-trampoline as part of a fitness routine. Fleetwood-Jourdain Theatre’s adult program was restructured to accommodate the new space at Noyes Cultural Arts Center (Room 107), focusing on theatre classes, workshops, seminars, play reading and improvisation techniques. Productions were “The Dark Water After,” an original production, and “Not Seen On BET: Undoing Exploitation One Story at a Time!”, a reflection of experiences of African American women. There was a broad age range for the casts; each show included middle school youth, adults and older adults. As part of the outreach program, two reader’s theatre presentations were performed at Barnes & Noble. The theatre is participating in Arts Week Evanston with an original production celebrating the life of Allen “Bo” Price, a community leader. In 2008, performances will be provided for the Martin L. King Day celebration and a comedy night will be hosted. The schedule for the 2007 season has been finalized. 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. Staff requested 750 meals per day during Summer 2006, anticipating a total of 36,750 meals. The actual meal count was 29,517 due to a change in venue from Clyde-Callan Park to Elks Park, extreme heat and fifteen days of rain. The reduction in meals was required to follow mandatory program management policies. The 26 participants in the Drum and Bugle Corps are learning to read music for the drums, horns and bugles, rather than play strictly by ear. They also are learning contemporary music during this transition process. 335 City of Evanston Recreation Department The objective to increase participation in all Levy Senior Center facility programs was successful. As of July 2006, participation increased 12%. In addition, in order to address the recreational needs of the “Baby Boomer” generation, evening and weekend programs were developed. Those programs include: sign language; seminars regarding relationships and transitions; open gym sessions; music appreciation classes (“Beatles to Beethoven”) and semi- private piano lessons. Levy Center staff continues to seek partnerships with similar agencies to increase awareness of the Levy Center, increase memberships, and maintain good public relations. Partnerships have been formed with: Mather Lifeways, McGaw YMCA, Allied Home Health Care, Council for Jewish Elderly, ENH, Weiss Memorial Hospital, Northwestern University Osher Lifelong Learning, AARP, Secretary of State, CJ Jung Center, CEDA Neighbors at Work, Evanston Skokie Valley Senior Services and Northlight Theatre. In order to increase participation in fitness classes, Robert Crown Center added Nia classes and cardio-kickboxing classes. The Center tried to establish an open gym program on Sundays with an emphasis on middle school-age participants, but there was insufficient interest. The ice dancing program at Robert Crown Center was expanded; one additional class was added each session and three hours of additional practice time was added during the summer session. The skating school program was marketed heavily during and after the 2006 Winter Olympics. The City’s skating program was featured on several newscasts during February 2006 because two former Robert Crown Center skaters competed in the Olympics. As of September 2006, registration is taking place for the new adult hockey program. We anticipate four teams with 10 players per team to start, with attendance growing as the season progresses. The Center is continuing to promote open skate sessions by discounting or waiving admission fees to participants who come in costume. The Fourth of July skate was successful and a Back to School session is set for early Fall 2006. All Park Rangers were certified in CPR and AED. Old soccer goals throughout the City have been replaced ahead of schedule. Old irrigation heads and five control valves have been replaced on the soccer fields at Lovelace Park. The entrance to Greenwood Beach has been cleaned up by removing the rip rap, lowering the sand level and replacing the rip rap. A French drain was constructed to prevent water from entering the batting cages at James Park. The beautification project for the area behind the beach office is under way. Perennials have been planted and the project will be completed in spring 2007. The turf improvement project for the main football fields at Robert Crown Center will take place in FY 2007-2008. Twenty people participated in the new summer softball program for players age 50 and older. While evaluating the operation of the Church Street Ramp, access to the ramp was better controlled by changing the work locations of two staff members. The sailboat and kayak rental program was successful. It is hoped that renters will purchase watercraft and use our storage and launch facilities in the future. Barnett sailboats were incorporated into the Aquatic Camp program and a new Teen Aquatic Camp was added. To promote its programs, Chandler-Newberger Center staff members are attending a total of six fall curriculum/open house events at Evanston schools. Three staff manuals were updated in 2006: the preschool manual was updated in March, the sports camp manual was updated in April and the gymnastics manual was updated in September. The morning preschool program has been re-structured. As of September 2006, enrollment in programs for children ages 2, 3, and 4 years have reached capacity. Chandler-Newberger Center had planned to recruit volunteers to assist with the free tennis lesson program. However, since the City did not receive a grant to repeat the program in 2006, volunteers were not needed this year. Tennis lessons were provided for 120 youth in Fleetwood-Jourdain’s 2006 summer camp. In total, each child received four hours of tennis instruction. From early September through late October 2006, tennis lessons are being held in conjunction with the Fleetwood-Jourdain After-School Program. Each Tuesday, 50 youth receive instruction. Tennis racquets were also made available for the program. As part of their goal to increase girls’ participation in golf, Chandler-Newberger Center offered a free golf clinic for girls in June. Forty-four girls registered for the event. Combined with the 20 girls registered in the after-school and camp program, there was a 29% increase in participation compared to 2005. In order to increase awareness of the entire youth golf program, free chipping and putting contests were offered in June; there were 38 participants. Ridership on the after-school bus increased by 10 youth due to an increase in the Fleetwood-Jourdain After-School Program. In order to further update safety procedures, each driver received a check log for the bus and instructions on how to react in case of an accident or a child’s illness. Bus drivers were supplied with camera cell phones to use when necessary. An additional bus driver has been hired; as of September 2006 four drivers were available to drive the after-school bus and Levy Center bus. Total enrollment in Special Recreation programs increased 11%. Scholarships were provided to citizens who needed fee assistance but were not eligible under department guidelines. Recreation staff who provide inclusion services were trained to handle severe allergic reactions through epinephrine injections. A food allergy action form was 336 City of Evanston Recreation Department developed. In addition, staff established a universal medication protocol to be used by community center and camp staff. An on-call list of staff available to provide inclusion services throughout the school year was developed. A new free program was started in 2006 that allows individuals to check out and play board games at the three community centers. 2007-2008 Department Initiatives 1. Staff will work with the Evanston Playground and Recreation Board summarizing the recommendations from the recreational needs analysis and will make a recommendation to the City Council about Robert Crown Center by July 2007. 2. Gather input from citizens to determine appropriate programming for parks and recreation facilities by July 2007. 3. Assess utilization of the city’s recreational services by youth and young adults by December 2007. 4. Work with the Evanston Arts Council regarding the implementation of recommendations from the Working Together Study by December 2007. 337 338 City of Evanston Recreation 3005 – Management & Support Description of Major Activities The administrative 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 Evanston's future. This is accomplished by long-range planning 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 all boards, commissions and councils within the department's responsibilities 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, 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 Golf 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. Other promotional materials include press releases, flyers, advertising, and brochures. The Administration division also coordinates special events held within the City of Evanston. FY 2007-2008 Objectives • Hold quarterly staff meetings with all managers, program managers, and supervisors. (ongoing) • Develop and implement a plan to train full-time departmental employees on the use of Excel spreadsheets, by February 2008. • Continue to research, identify and apply for grants for all five divisions. • Investigate the possibility of new program partnership with the YMCA and YWCA. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected In-house training seminars 1 1 1 Parks/Forestry/Rec maintenance monthly staff mtgs 9 7 9 Approved Adjustments in 2007-2008 Budget 339 CITY OF EVANSTON REC. MGMT. & GENERAL SUPPORT 3005 2006 -2007 2007 2008- Appropriation Approved 3005 REC. MGMT. & GENERAL SUPPORT 61010 REGULAR PAY 242,500 253,200 61110 OVERTIME PAY 1,000 900 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 500 300 61625 AUTO ALLOWANCE 5,100 5,100 61710 IMRF 20,200 61725 SOCIAL SECURITY 10,500 61730 MEDICARE 3,100 62275 POSTAGE CHARGEBACKS 400 400 62295 TRAINING & TRAVEL 200 200 62315 POSTAGE 100 100 62360 MEMBERSHIP DUES 1,500 1,500 62490 OTHER PROGRAM COSTS 3,000 3,000 64540 TELECOMMUNICATIONS - WIRELESS 2,800 2,800 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65025 FOOD 800 800 65125 OTHER COMMODITIES 300 300 3005 REC. MGMT. & GENERAL SUPPORT 286,400 333,400 340 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 of 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 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 director, the business manager coordinates the preparation and presentation of the budget and monitors performance against the budget. FY 2007-2008 Objectives • Develop a department policies and procedures manual • Complete implementation of RecTrac modules Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected RecTrac training sessions for staff. 15 22 12 Budget preparation training for staff 0 1 1 J D Edwards training for staff 1 2 0 Cash-handling training for staff 0 0 1 Approved Adjustments in 2007-2008 Budget 341 CITY OF EVANSTON REC. BUS. & FISCAL MGMT 3010 2006 -2007 2007 2008- Appropriation Approved 3010 REC. BUS. & FISCAL MGMT 61010 REGULAR PAY 245,300 202,000 61050 PERMANENT PART-TIME 9,700 9,700 61110 OVERTIME PAY 1,000 900 61210 LONGEVITY 1,400 61510 HEALTH INSURANCE 37,200 29,700 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 300 300 61710 IMRF 16,800 61725 SOCIAL SECURITY 11,400 61730 MEDICARE 3,400 62235 OFFICE EQUIPMENT MAINT 9,500 7,500 62275 POSTAGE CHARGEBACKS 1,000 1,000 62295 TRAINING & TRAVEL 400 400 62360 MEMBERSHIP DUES 700 700 62375 RENTALS 14,000 14,000 62380 COPY MACHINE CHARGES 300 300 62500 TECHNICAL INFORMATION SERVICES 5,000 5,000 64545 PERSONAL COMPUTER SOFTWARE 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 17,000 17,000 65620 OFFICE MACH. & EQUIP.12,600 12,600 3010 REC. BUS. & FISCAL MGMT 355,700 335,800 342 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, and the Forestry Division. 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 appear in "Arts + Recreation" magazine. They write, produce, and distribute a school newsletter (8,000 copies) six times a year; a monthly department newsletter; a monthly program narrative/activity summary; and various reports. Staff also assist in grant writing, take photographs, and provide marketing and communications expertise during senior management team meetings. FY 2007-2008 Objectives • 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 will continue throughout fiscal year 2007-08 and possibly into FY 2008-09. • Evaluate the content and layout of our School Newsletter to determine if the content and format could be revised to increase readership and class registration, by August 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Advertising sales revenue 28,500 28,500 29,000 Approved Adjustments in 2007-2008 Budget 343 CITY OF EVANSTON COMMUNICATION & MARKETING SRVS 3015 2006 -2007 2007 2008- Appropriation Approved 3015 COMMUNICATION & MARKETING SRVS 61010 REGULAR PAY 68,500 70,900 61050 PERMANENT PART-TIME 39,700 41,600 61210 LONGEVITY 2,600 61510 HEALTH INSURANCE 9,300 9,900 61615 LIFE INSURANCE 100 100 61625 AUTO ALLOWANCE 300 300 61710 IMRF 5,700 61725 SOCIAL SECURITY 4,700 61730 MEDICARE 1,400 62205 ADVERTISING 400 600 62210 PRINTING 67,400 67,400 62250 COMPUTER EQUIPMENT MAINT 1,500 2,000 62275 POSTAGE CHARGEBACKS 1,000 500 62280 OVERNIGHT MAIL CHARGES 100 100 62295 TRAINING & TRAVEL 200 700 62315 POSTAGE 26,000 27,000 62335 DATA PROCESSING SERVIC 2,000 1,800 62360 MEMBERSHIP DUES 200 200 62506 WORK-STUDY 2,000 1,500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65125 OTHER COMMODITIES 1,500 1,500 3015 COMMUNICATION & MARKETING SRVS 220,400 240,700 344 City of Evanston Recreation 3020 – Recreation General Support Description of Major Activities All Recreation administrative functions are part of Recreation General Support. This business unit includes the superintendent of recreation and a clerical staff person who are responsible for overseeing and developing recreation programs offered in the community and for developing and implementing policies and procedures associated with use of those facilities and programs. Activities include: • Evaluation of 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 Recreation Board The clerical staff person provides customer support services for the Recreation Department as well as processes program registrations and scholarship requests, completes daily batch work, assists the center staff with RecTrac registration system questions, and provides clerical support. FY 2007-2008 Objectives • To develop a policy for the use of the city's field houses (Bent, Baker, Lovelace, Ackerman, Lagoon Bldg. and Mason), by July 2007. • To work with Human Resources Department staff on implementing the requirement of conducting background checks on the department's contractual and volunteer coaches, by November 2007. • To schedule regular quarterly safety trainings with custodial employees working at the centers, beginning in April 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Scholarships granted - in dollars 160,000 160,000 170,000 Approved Adjustments in 2007-2008 Budget 345 CITY OF EVANSTON RECREATION GENERAL SUPPORT 3020 2006 -2007 2007 2008- Appropriation Approved 3020 RECREATION GENERAL SUPPORT 61010 REGULAR PAY 153,200 162,400 61110 OVERTIME PAY 1,000 900 61210 LONGEVITY 1,300 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 1,800 1,800 61710 IMRF 12,900 61725 SOCIAL SECURITY 6,800 61730 MEDICARE 2,000 62275 POSTAGE CHARGEBACKS 500 500 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 50,700 50,700 62360 MEMBERSHIP DUES 600 600 64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,100 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65025 FOOD 600 600 65125 OTHER COMMODITIES 13,000 13,000 3020 RECREATION GENERAL SUPPORT 242,600 275,900 346 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 2007-2008 Budget 347 CITY OF EVANSTON PARK UTILITIES 3025 2006 -2007 2007 2008- Appropriation Approved 3025 PARK UTILITIES 64005 ELECTRICITY 47,000 55,500 64015 NATURAL GAS 12,600 12,600 3025 PARK UTILITIES 59,600 68,100 348 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 Senior Softball Basketball Camp African Dance, Song & Rhythm Cheerleading Clinic Aerobic Classes African Dance Yoga Classes Tai Chi Classes LaCrosse Camp Nia 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 2007-2008 Objectives • Increase the number of preschool participants by fifteen, by fall 2007. • Establish and offer a small discount to families who have two or more children enrolled in our preschool programs as an incentive to keep them, by fall 2007. • Increase the number of participants in the After-School Program by ten children, by fall 2007. • Incorporate pottery instruction into the After-School Program curriculum, by fall 2007. 349 City of Evanston Recreation 3030 – Robert Crown Community Center Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Teams in sports leagues (youth basketball teams) 40 40 40 Recreation instructional participants 930 920 920 Arts and crafts participants 350 350 350 Pre-school age programs participants 550 550 560 Self-development/performing arts participants 700 700 700 Holiday events participants/camps 270 270 275 Fitness participants 175 175 180 Open gym participants 1,000 900 900 Approved Adjustments in 2007-2008 Budget 350 CITY OF EVANSTON CROWN COMMUNITY CENTER 3030 2006 -2007 2007 2008- Appropriation Approved 3030 CROWN COMMUNITY CENTER 61010 REGULAR PAY 253,300 207,400 61011 RECREATION INSTRUCTORS REG PAY 7,600 61013 PROGRAM ASSISTANTS 34,400 61050 PERMANENT PART-TIME 159,100 129,300 61060 SEASONAL EMPLOYEES 40,900 40,900 61110 OVERTIME PAY 5,800 5,300 61210 LONGEVITY 4,500 61510 HEALTH INSURANCE 46,500 39,600 61615 LIFE INSURANCE 300 400 61625 AUTO ALLOWANCE 800 800 61630 SHOE ALLOWANCE 1,000 800 61710 IMRF 16,600 61725 SOCIAL SECURITY 17,800 61730 MEDICARE 5,300 62205 ADVERTISING 600 600 62210 PRINTING 400 400 62235 OFFICE EQUIPMENT MAINT 1,000 1,000 62245 OTHER EQMT MAINTENANCE 1,000 1,000 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 500 500 62360 MEMBERSHIP DUES 500 500 62375 RENTALS 900 900 62505 INSTRUCTOR SERVICES 60,000 60,000 62507 FIELD TRIPS 4,800 4,800 62508 SPORTS OFFICIALS 1,500 1,500 64005 ELECTRICITY 37,800 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 2,000 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 654,000 668,400 351 City of Evanston Recreation 3035 – Chandler-Newberger Community Center Description of Major Activities The Chandler-Newberger Center is open 4000 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. The emphasis of programs is to provide positive self-development through learning skills and individual improvement. The 14,000-sq-foot facility also provides room, racquetball court and gymnasium rentals 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 Garage Sale Youth Open Basketball FY 2007-2008 Objectives • Increase the amount of yearly open basketball hours offered from 180 hours to 450 hours by February 2008. • Increase the number of fencing tournaments from two to three per year by February 2008. • Increase the number of preschool sports programs from 21 offerings to 27 offerings by January 2008. • Increase the amount of different types of summer camps offered through Chandler-Newberger Center from eleven to twelve by offering a new field trip camp during the last week of summer called "Ultimate Adventure Camp" by August 2007. 352 City of Evanston Recreation 3035 – Chandler-Newberger Community Center Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Youth Sports--Total Participation Hours 0 83,000 83,000 Adult Sports--Total Participation Hours 0 3,800 3,800 Camps--Total Particiption Hours 0 64,700 64,800 Preschool--Total Particiption Hours 0 18,600 18,600 Community Services--Total Particiption Hours 0 5,300 5,000 Facilty Rentals--Total Particiption Hours 0 6,500 6,500 Drop-In Activities--Total Particiption Hours 0 2,400 3,000 Approved Adjustments in 2007-2008 Budget 353 CITY OF EVANSTON CHANDLER COMMUNITY CENTER 3035 2006 -2007 2007 2008- Appropriation Approved 3035 CHANDLER COMMUNITY CENTER 61010 REGULAR PAY 225,800 232,300 61011 RECREATION INSTRUCTORS REG PAY 28,900 61013 PROGRAM ASSISTANTS 21,600 61050 PERMANENT PART-TIME 119,100 78,600 61060 SEASONAL EMPLOYEES 88,000 93,600 61110 OVERTIME PAY 2,500 2,500 61210 LONGEVITY 3,200 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 200 400 61625 AUTO ALLOWANCE 2,100 2,100 61630 SHOE ALLOWANCE 300 300 61710 IMRF 18,500 61725 SOCIAL SECURITY 19,000 61730 MEDICARE 5,700 62205 ADVERTISING 1,000 1,000 62210 PRINTING 900 900 62235 OFFICE EQUIPMENT MAINT 600 600 62245 OTHER EQMT MAINTENANCE 2,000 2,200 62275 POSTAGE CHARGEBACKS 3,600 3,600 62295 TRAINING & TRAVEL 400 400 62360 MEMBERSHIP DUES 1,500 1,500 62375 RENTALS 1,000 600 62380 COPY MACHINE CHARGES 2,300 3,000 62490 OTHER PROGRAM COSTS 1,400 300 62495 LICENSED PEST CONTROL SERVICES 300 400 62505 INSTRUCTOR SERVICES 69,500 82,400 62506 WORK-STUDY 6,400 7,900 62507 FIELD TRIPS 29,900 39,600 62508 SPORTS OFFICIALS 1,100 1,200 62511 ENTERTAIN/ PERFORMER SVCS 1,700 500 62518 SECURITY/ALARM CONTRACTS 3,900 2,400 64005 ELECTRICITY 28,500 37,100 64015 NATURAL GAS 11,400 11,400 64540 TELECOMMUNICATIONS - WIRELESS 2,200 2,200 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 600 600 65025 FOOD 1,500 2,000 65040 JANITORIAL SUPPLIES 3,500 3,900 65050 BLDG MAINTENANCE MATERIAL 1,500 1,800 65070 OFFICE/OTHER EQT MTN MATL 200 200 65075 MEDICAL & LAB SUPPLIES 100 100 65095 OFFICE SUPPLIES 2,900 2,900354 CITY OF EVANSTON CHANDLER COMMUNITY CENTER 3035 2006 -2007 2007 2008- Appropriation Approved 65110 RECREATION SUPPLIES 19,900 19,900 3035 CHANDLER COMMUNITY CENTER 675,300 777,200 355 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 2007-2008 Objectives • Expand social recreation programs for youth to include field trips to sporting events and cultural museums as well as video game and movie nights, by December 2007. • Develop and implement a Teen Spirit Program that will focus on high school and young adults by February 2008. Funding for this initiative is budgeted in Business Unit 3050. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Spring, summer, fall league participation sports 8 8 8 Classes offered in fitness program 8 6 6 Classes offered in dance program 3 4 4 Classes offered in skilled craft program 4 4 4 Scholarships granted $ 20,000 $30,000.00 $30,000 Approved Adjustments in 2007-2008 Budget 356 CITY OF EVANSTON FLEETWOOD-JOURDAIN COM CT 3040 2006 -2007 2007 2008- Appropriation Approved 3040 FLEETWOOD-JOURDAIN COM CT 61010 REGULAR PAY 300,700 313,100 61011 RECREATION INSTRUCTORS REG PAY 9,900 61013 PROGRAM ASSISTANTS 104,700 61050 PERMANENT PART-TIME 142,000 33,000 61060 SEASONAL EMPLOYEES 52,700 52,700 61110 OVERTIME PAY 2,500 2,300 61210 LONGEVITY 4,000 61510 HEALTH INSURANCE 55,800 64,400 61615 LIFE INSURANCE 600 700 61625 AUTO ALLOWANCE 1,800 1,800 61630 SHOE ALLOWANCE 300 200 61710 IMRF 25,000 61725 SOCIAL SECURITY 23,400 61730 MEDICARE 7,000 62205 ADVERTISING 1,200 1,200 62210 PRINTING 2,000 2,000 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 1,000 62490 OTHER PROGRAM COSTS 2,000 62495 LICENSED PEST CONTROL SERVICES 800 800 62505 INSTRUCTOR SERVICES 4,000 4,000 62507 FIELD TRIPS 18,000 22,000 62510 EDUCATOR SERVICES 3,000 2,500 62511 ENTERTAIN/ PERFORMER SVCS 6,000 5,000 62518 SECURITY/ALARM CONTRACTS 4,100 4,100 64005 ELECTRICITY 38,500 50,100 64015 NATURAL GAS 18,200 18,200 64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65020 CLOTHING 3,000 2,000 65025 FOOD 11,200 11,200 65040 JANITORIAL SUPPLIES 7,000 6,000 65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000 65095 OFFICE SUPPLIES 3,000 3,000 65110 RECREATION SUPPLIES 20,800 20,800 357 CITY OF EVANSTON FLEETWOOD-JOURDAIN COM CT 3040 2006 -2007 2007 2008- Appropriation Approved 3040 FLEETWOOD-JOURDAIN COM CT 709,700 805,600 358 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 2007-2008 Objectives • Develop a comprehensive threatre outreach program to increase community awareness and participation, by February 2008. • Develop theatre programs that can be showcased at a variety of local settings such as local businesses, community special events, schools and other recreation centers, by January 2008. • Select four main stage theatre productions for the 2007 season, with the first production to open in February 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Theatre productions/classes/workshops/seminars 14 8 8 Scholarships $1,000 $1,000 $1,000 Approved Adjustments in 2007-2008 Budget 359 CITY OF EVANSTON FLEETWOOD-JOURDAIN THEATER 3045 2006 -2007 2007 2008- Appropriation Approved 3045 FLEETWOOD-JOURDAIN THEATER 61010 REGULAR PAY 44,100 47,100 61013 PROGRAM ASSISTANTS 10,900 61050 PERMANENT PART-TIME 10,600 61510 HEALTH INSURANCE 9,300 9,900 61615 LIFE INSURANCE 100 100 61625 AUTO ALLOWANCE 500 500 61710 IMRF 3,800 61725 SOCIAL SECURITY 2,400 61730 MEDICARE 700 62205 ADVERTISING 6,000 3,700 62210 PRINTING 1,000 1,000 62275 POSTAGE CHARGEBACKS 1,500 1,200 62375 RENTALS 3,000 60,000 62490 OTHER PROGRAM COSTS 1,000 41,100 62505 INSTRUCTOR SERVICES 14,000 12,000 62511 ENTERTAIN/ PERFORMER SVCS 12,500 13,000 64540 TELECOMMUNICATIONS - WIRELESS 500 500 65025 FOOD 3,000 2,000 65050 BLDG MAINTENANCE MATERIAL 1,000 600 65070 OFFICE/OTHER EQT MTN MATL 500 300 65095 OFFICE SUPPLIES 600 400 65110 RECREATION SUPPLIES 8,000 5,300 3045 FLEETWOOD-JOURDAIN THEATER 117,200 216,500 360 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 2007-2008 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 2007. • Develop a plan to implement program fees for the summer basketball programs at Mason Park for youth, high school and young adults, by September 2007. • Implement Mason Park Summer Drop-in and After-School Programs, by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 361 CITY OF EVANSTON RECREATION OUTREACH PROGRAM 3050 2006 -2007 2007 2008- Appropriation Approved 3050 RECREATION OUTREACH PROGRAM 61013 PROGRAM ASSISTANTS 35,800 61050 PERMANENT PART-TIME 32,300 61060 SEASONAL EMPLOYEES 43,700 43,700 61725 SOCIAL SECURITY 3,300 61730 MEDICARE 1,000 62205 ADVERTISING 1,000 1,000 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 1,300 62495 LICENSED PEST CONTROL SERVICES 400 400 62505 INSTRUCTOR SERVICES 1,500 1,500 62507 FIELD TRIPS 4,500 4,500 62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000 62515 RENTAL SERVICES 1,000 1,000 64005 ELECTRICITY 3,000 3,000 64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,000 65025 FOOD 73,000 73,000 65040 JANITORIAL SUPPLIES 2,500 2,500 65095 OFFICE SUPPLIES 1,500 1,500 65110 RECREATION SUPPLIES 8,000 8,000 3050 RECREATION OUTREACH PROGRAM 178,300 186,000 362 City of Evanston Recreation 3055 – Levy Center Description of Major Activities The Levy Senior Center primarily serves senior citizens and 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 center is open Monday through Friday, from 7:30am to 9:00pm, and Saturday and Sunday, from 9:00am to 2:00pm, for older adults age 55+ and to other ages in the early morning hours, in the evenings and 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 in Evanston. 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 administered by Center staff. Rehearsals and performances are held at the Center. FY 2007-2008 Objectives • Develop a three-year action plan that focuses on promoting positive aging and fosters culturally diverse activities, by August 2007. • Develop the program evaluation process to assess current programs and develop additional programs, by November 2007. • Continue to create a greater awareness of the Levy Senior Center through outreach to seniors and to similar local agencies, including the development of promotional materials such as brochures and flyers, by December 2007. • Produce two Evanston Children's Theatre productions, with participants being involved in all aspects of the production, by February 2008. • Involve community members in the production component of the Children's Theatre, by writing musicals/plays or acting, in order to provide an intergenerational experience for all, by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of Levy memberships 1,200 1,200 1,250 Number of Fitness Room memberships 305 310 320 Partnerships with senior/similar agencies 8 13 15 Approved Adjustments in 2007-2008 Budget 363 CITY OF EVANSTON LEVY CENTER 3055 2006 -2007 2007 2008- Appropriation Approved 3055 LEVY CENTER 61010 REGULAR PAY 313,100 329,300 61011 RECREATION INSTRUCTORS REG PAY 80,300 61013 PROGRAM ASSISTANTS 28,700 61050 PERMANENT PART-TIME 231,100 157,400 61062 SPECIAL EVENT SALARIES 3,500 2,000 61110 OVERTIME PAY 1,000 900 61210 LONGEVITY 5,000 61510 HEALTH INSURANCE 55,800 59,400 61615 LIFE INSURANCE 400 600 61625 AUTO ALLOWANCE 1,300 1,300 61630 SHOE ALLOWANCE 300 400 61710 IMRF 26,200 61725 SOCIAL SECURITY 24,900 61730 MEDICARE 7,400 62205 ADVERTISING 500 2,500 62210 PRINTING 5,900 62245 OTHER EQMT MAINTENANCE 6,100 6,100 62275 POSTAGE CHARGEBACKS 5,000 4,200 62295 TRAINING & TRAVEL 700 500 62360 MEMBERSHIP DUES 1,100 1,400 62375 RENTALS 900 3,300 62495 LICENSED PEST CONTROL SERVICES 500 500 62505 INSTRUCTOR SERVICES 32,700 47,200 62507 FIELD TRIPS 11,700 6,700 62509 SERVICE AGREEMENTS / CONTRACTS 1,000 1,900 62511 ENTERTAIN/ PERFORMER SVCS 1,100 1,500 62515 RENTAL SERVICES 5,000 62518 SECURITY/ALARM CONTRACTS 900 900 64005 ELECTRICITY 52,000 67,600 64015 NATURAL GAS 28,000 28,000 64540 TELECOMMUNICATIONS - WIRELESS 900 1,500 65020 CLOTHING 600 600 65025 FOOD 9,900 9,600 65040 JANITORIAL SUPPLIES 3,000 3,000 65050 BLDG MAINTENANCE MATERIAL 6,000 6,200 65070 OFFICE/OTHER EQT MTN MATL 1,000 1,200 65095 OFFICE SUPPLIES 4,000 4,200 65110 RECREATION SUPPLIES 8,700 12,200 3055 LEVY CENTER 782,800 945,500 364 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 motorized boats (15’- 22’), 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 (weather permitting) May 1 through October 31. The boat ramp and Dog Beach are staffed by two employees from 7:00 AM to 8:00 PM during weekends in May, 7 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 to harbor Rescue Boat EL-1 during hours of beach operation. The boat ramp offers seasonal permits for residents and non- residents as well as one-day special event permits on the 4th 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 permitting 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 seasonal permits are allowed at this beach. FY 2007-2008 Objectives • Create a boat ramp staff manual by May 2007. • Establish procedures and implement a schedule that will increase the number of times the dog beach is cleaned from 9 to 12 times per season, by May 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Facility in operating condition by opening date May 10 May 10 May 10 Number of dog beach cleanings 6 9 12 Number of season boat permits sold - residents 81 75 79 Number of season boat permits sold - non-residents 33 43 46 Number of dog beach tokens sold - residents 1,050 871 974 Number of dog beach tokens sold - non-residents 269 197 244 Approved Adjustments in 2007-2008 Budget 365 CITY OF EVANSTON BOAT RAMP-CHURCH ST 3065 2006 -2007 2007 2008- Appropriation Approved 3065 BOAT RAMP-CHURCH ST 61060 SEASONAL EMPLOYEES 26,100 22,400 61110 OVERTIME PAY 11,000 9,900 61725 SOCIAL SECURITY 1,400 61730 MEDICARE 400 62275 POSTAGE CHARGEBACKS 100 100 65040 JANITORIAL SUPPLIES 500 500 65045 LICENSING/REGULATORY SUPP 500 500 65050 BLDG MAINTENANCE MATERIAL 28,500 28,500 65125 OTHER COMMODITIES 300 300 3065 BOAT RAMP-CHURCH ST 67,000 64,000 366 City of Evanston Recreation 3075 – Boat Storage Facility Description of Major Activities 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. The large sandy beach provides an excellent area for any boater having purchased a Dempter Street boat launch permit. 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. This program enables Evanston residents to store and launch their carry-in boats, helping to give them an all-around lakefront experience. FY 2007-2008 Objectives • Develop and implement procedures for the Dempster Street staff to improve supervision of the in/out boat and beach office traffic, in order to better ensure the safety of patrons, by June 2007. • To modify the boat racks and to reconstruct the storage lockers at the Dempster Street facility, by September 2007. Project funding is from the Capital Improvement Plan. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of storage racks occupied 226 220 229 Number of season launch permits sold 110 93 117 Number of daily launch permits sold 78 51 48 Approved Adjustments in 2007-2008 Budget 367 CITY OF EVANSTON BOAT STORAGE FACILITIES 3075 2006 -2007 2007 2008- Appropriation Approved 3075 BOAT STORAGE FACILITIES 61060 SEASONAL EMPLOYEES 9,600 9,000 61110 OVERTIME PAY 500 300 61725 SOCIAL SECURITY 400 61730 MEDICARE 100 62275 POSTAGE CHARGEBACKS 300 300 62490 OTHER PROGRAM COSTS 300 300 65045 LICENSING/REGULATORY SUPP 1,000 1,000 65070 OFFICE/OTHER EQT MTN MATL 400 400 3075 BOAT STORAGE FACILITIES 12,100 11,800 368 City of Evanston Recreation 3080 – Beaches Description of Major Activities The Dempster Street Beach office collects and reconciles all revenue generated from the five 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 St. Beach office serves as the base of operations for all lakefront staff, including approximately 60 lifeguards, 15 beach managers, 6 assistant beach managers, 8 Aquatic Camp counselors, 1 Aquatic Camp director, 4 sailing instructors, 1 sailing coordinator, 20 gate attendants, and 3 office staff. Before their shift, 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 boats at night. The service crew works under the umbrella of 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. Seasonal duties include opening and cleaning lakefront bathrooms, launching and retrieving City boats, repairing beach fencing, and picking up litter in lakefront parks. The crew also perform routine general maintenance along the lakefront, such as sign replacement. After the beaches close on Labor Day, the service crew readies the beaches for winter months 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 closed signs. 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 2007-2008 Objectives • Redesign existing lifeguard training due to the high number of returning staff by May 2007. • Further develop Lifeguard Manual for distressed boaters by May 2007. • To create a flyer containing all the lifeguard hiring criteria (swim times, etc.) by May 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of resident pre-season tokens sold 13,200 14,461 13,406 Number of resident season tokens sold 2,531 2,208 2,685 Number of resident half-price tokens sold 345 432 272 Number of adult daily tickets sold 16,159 12,922 13,313 Number of child daily tickets sold 7,698 6,488 6,739 Non-resident pre-season tokens sold 94 101 91 Non-resident season tokens sold 44 36 36 Total lakefront picnic permits sold 228 235 221 ***Due to uncertain weather conditions a 6-year average is used to forecast 2007-08 revenues. Approved Adjustments in 2007-2008 Budget 369 CITY OF EVANSTON BEACHES 3080 2006 -2007 2007 2008- Appropriation Approved 3080 BEACHES 61010 REGULAR PAY 65,200 71,100 61011 RECREATION INSTRUCTORS REG PAY 1,300 61060 SEASONAL EMPLOYEES 269,600 269,600 61110 OVERTIME PAY 6,000 5,400 61210 LONGEVITY 1,200 61510 HEALTH INSURANCE 11,600 12,400 61615 LIFE INSURANCE 200 200 61710 IMRF 5,700 61725 SOCIAL SECURITY 14,400 61730 MEDICARE 4,300 62205 ADVERTISING 600 600 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 800 1,000 64005 ELECTRICITY 3,200 4,200 64015 NATURAL GAS 1,900 1,900 64540 TELECOMMUNICATIONS - WIRELESS 4,500 4,500 65020 CLOTHING 4,000 4,000 65025 FOOD 300 300 65045 LICENSING/REGULATORY SUPP 5,200 5,200 65110 RECREATION SUPPLIES 4,300 4,300 65125 OTHER COMMODITIES 1,500 1,500 3080 BEACHES 430,900 465,100 370 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, dog beach, Greenwood Sailboard Beach, and Dempster Street Sailing Beach. Seasonal jobs performed include: • Cleaning the sand at all beaches daily • Collecting daily water samples and weekend tests • 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 Field maintenance for 23 soccer fields, 4 football fields, and 18 baseball fields is also provided nine months of the year. This maintenance includes seeding, aerating, fertilizing, dragging and lining. During summer months, 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 provided 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 equip. repair. There is close cooperation with the EBSA (Evanston Baseball and Softball Association) with its 1,200 players; ESA (Evanston Soccer Association) with its 450 players; Evanston AYSO with its 1,300 players; and the Junior Wildkit program with its 110 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 months. In addition, snow removal is provided for sidewalks adjacent to the recreation buildings and parking lots for all recreation buildings and the Civic Center. FY 2007-2008 Objectives • Clean the dog beach on a weekly basis during the 2007 dog beach season. • Finish planting and then maintain the flower bed at the Dempster St. beach office by July 1, 2007. • Plant dune grass on the east side of the rip rap at Greenwood Beach by October 1, 2007 to reduce sand blown into the Dawes Park and pedestrian walkway. • Develop a plan to renovate the 5th grade football field at Crown Park by August 2007. • Sod the fencelines at James Park softball diamonds 1-4 in order to stop the surface from getting washed onto the cement pads by September 2007. • Find a method to prevent the growth of weeds on the warning tracks at James Park diamonds 1-4 by June 2007. • Plant additional dune grass behind the beach office by September 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of service deliveries 590 590 590 Number of beach cleanings 290 290 290 Install snowfence (in linear feet) throughout park system 19,000 19,000 19,000 Resurface natural ice rinks (# of resurfacings) 25 25 25 Dredge boat ramp in a timely manner May 1st May 1st May 1st Maintain tennis and basketball courts (weekly) 40 40 40 Maintain football, baseball and soccer fields (weekly) 40 40 40 Collect water samples during beach season (daily) 98 98 98 Remove graffiti on park equipment (# of removals) 76 80 80 Approved Adjustments in 2007-2008 Budget 371 CITY OF EVANSTON RECREATION FACILITY MAINT 3085 2006 -2007 2007 2008- Appropriation Approved 3085 RECREATION FACILITY MAINT 61010 REGULAR PAY 379,900 394,300 61060 SEASONAL EMPLOYEES 47,300 47,300 61110 OVERTIME PAY 25,300 22,800 61210 LONGEVITY 7,900 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 400 700 61630 SHOE ALLOWANCE 1,000 900 61710 IMRF 31,400 61725 SOCIAL SECURITY 19,600 61730 MEDICARE 5,800 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 2,400 65040 JANITORIAL SUPPLIES 2,900 2,900 65050 BLDG MAINTENANCE MATERIAL 3,500 3,500 65055 MATER. TO MAINT. IMP.13,000 11,000 65070 OFFICE/OTHER EQT MTN MATL 3,000 2,500 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65090 SAFETY EQUIPMENT 700 700 3085 RECREATION FACILITY MAINT 596,800 675,300 372 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 2007-2008 Objectives • Continue to market the Adult Men's Hockey Program and develop it into a competitive league of 10 or more teams, by Winter 2007. • Continue to offer different themes for Public Skate, such as 'Buddy Night' where your buddy gets half off the admission price and skate rental, with the goal of increasing participation by 200, by Winter 2007. • Offer two or more complimentary skating classes in 'packages' to encourage additional participation by Fall 2007. • Continue to increase participation in the Ice Dance program by offering additional classes and practice times by Fall 2007. • Encourage lower level skaters to participate in the July Open competition by offering pre-competition clinics during Summer 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of learn to skate classes held 330 338 345 Number of hockey sessions held 32 35 37 Public skate--number of participants 17,000 17,000 17,200 Number of broomball league teams 24 24 24 Number of adult hockey league teams 16 18 20 Practice ice--number of participants 645 670 680 Approved Adjustments in 2007-2008 Budget 373 CITY OF EVANSTON CROWN ICE RINK 3095 2006 -2007 2007 2008- Appropriation Approved 3095 CROWN ICE RINK 61010 REGULAR PAY 255,800 242,400 61011 RECREATION INSTRUCTORS REG PAY 139,600 61013 PROGRAM ASSISTANTS 24,000 61050 PERMANENT PART-TIME 267,500 159,200 61060 SEASONAL EMPLOYEES 80,000 80,000 61110 OVERTIME PAY 5,500 5,000 61210 LONGEVITY 5,800 61410 SHIFT DIFFERENTIAL 100 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 300 400 61625 AUTO ALLOWANCE 800 800 61630 SHOE ALLOWANCE 400 400 61710 IMRF 19,300 61725 SOCIAL SECURITY 27,000 61730 MEDICARE 8,100 62205 ADVERTISING 4,200 4,200 62210 PRINTING 4,400 3,700 62235 OFFICE EQUIPMENT MAINT 500 500 62245 OTHER EQMT MAINTENANCE 23,100 23,100 62251 CROWN CENTER SYSTEMS REPAIR 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 3,200 1,600 62490 OTHER PROGRAM COSTS 10,300 10,300 62495 LICENSED PEST CONTROL SERVICES 600 600 62505 INSTRUCTOR SERVICES 10,700 10,700 62507 FIELD TRIPS 22,000 22,000 62508 SPORTS OFFICIALS 5,500 5,500 64005 ELECTRICITY 98,000 127,400 64015 NATURAL GAS 43,300 43,300 64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 3,600 3,600 65025 FOOD 2,500 2,500 65040 JANITORIAL SUPPLIES 6,400 6,400 65050 BLDG MAINTENANCE MATERIAL 5,000 5,000 65070 OFFICE/OTHER EQT MTN MATL 9,500 9,500 65075 MEDICAL & LAB SUPPLIES 500 500 65080 MERCHANDISE FOR RESALE 25,000 14,000 65095 OFFICE SUPPLIES 2,000 2,000374 CITY OF EVANSTON CROWN ICE RINK 3095 2006 -2007 2007 2008- Appropriation Approved 65110 RECREATION SUPPLIES 50,600 50,600 3095 CROWN ICE RINK 1,010,400 1,155,500 375 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 4 Women's 14" teams. In the fall leagues there were 18 Men's 12" teams, and 6 co-ed mushball teams. Each team has an average of 15 players on its roster (approximately 1,110 total). 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 District #65 winter break thru 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 during their shift the ice becomes unsafe, 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 re-scheduling 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. Security personnel are responsible for informing sledders that the middle section and the back of the hill are closed on days that snow is covering the hill's surface. FY 2007-2008 Objectives • Continue to expand the Senior Softball Program, which began in 2006 with 20 participants, to 40 participants by June 2007. • To compile an electronic mailing list for the purposes of providing scheduling updates to the teams participating in the softball program by May 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Adult softball teams (summer & fall) 69 74 74 Outdoor ice rinks 4 4 4 Approved Adjustments in 2007-2008 Budget 376 CITY OF EVANSTON SPORTS LEAGUES 3100 2006 -2007 2007 2008- Appropriation Approved 3100 SPORTS LEAGUES 61010 REGULAR PAY 3,200 3,300 61013 PROGRAM ASSISTANTS 13,700 61050 PERMANENT PART-TIME 12,800 61060 SEASONAL EMPLOYEES 3,100 3,100 61510 HEALTH INSURANCE 500 500 61615 LIFE INSURANCE 100 61625 AUTO ALLOWANCE 1,100 1,100 61710 IMRF 300 61725 SOCIAL SECURITY 800 61730 MEDICARE 200 62275 POSTAGE CHARGEBACKS 100 100 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 100 100 62490 OTHER PROGRAM COSTS 12,800 12,800 62508 SPORTS OFFICIALS 12,600 12,600 65110 RECREATION SUPPLIES 5,000 5,000 3100 SPORTS LEAGUES 51,500 53,700 377 City of Evanston Recreation 3105 –Aquatic Camp Description of Major Activities The Aquatics Camp program is offered to youths 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 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 is also 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 like in 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' Night. The Adult Aquatic Adventures Camp was developed in 2005 to provide the 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 the 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 that launch from the Dempster Street Beach. FY 2007-2008 Objectives • Develop a mini training program for individuals wishing to rent a 16' Hobie Cat, by May 2007. • Incorporate the Hobie Cat into the Aquatics Camps and lesson programs, by July 2007. • Continue to work with Special Recreation on expanding the partricipation in the Special Recreaction Aquatic Camp evening program by 50%, by June 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Aquatic Camp revenue $106,040 $121,380 $118,600 Number of Aquatic Camp registrations 380 429 416 Revenue from Evening Aquatic Camp Programs 5,995 10,300 12,900 Total Lesson and Rental Revenue 17,680 12,865 21,600 Approved Adjustments in 2007-2008 Budget 378 CITY OF EVANSTON AQUATIC CAMP 3105 2006 -2007 2007 2008- Appropriation Approved 3105 AQUATIC CAMP 61060 SEASONAL EMPLOYEES 58,000 58,000 61110 OVERTIME PAY 1,500 1,300 61725 SOCIAL SECURITY 2,500 61730 MEDICARE 700 62275 POSTAGE CHARGEBACKS 300 400 65025 FOOD 600 600 65110 RECREATION SUPPLIES 5,500 4,000 65125 OTHER COMMODITIES 9,000 10,500 3105 AQUATIC CAMP 74,900 78,000 379 City of Evanston Recreation 3110 – Tennis Description of Major Activities The City-wide tennis program based at the Chandler-Newberger Center includes indoor and outdoor programs, as well as youth outreach programs. Indoor tennis is offered at Evanston Township High School. Outdoor youth and adult programs are offered in spring, summer and fall. The outdoor tennis program includes various camps, classes and leagues. Youth outreach lessons are provided throughout Evanston including Fleetwood-Jourdain, Fitzsimons, Robert Crown and James Park. In total, approximately 200 programs are conducted each year. Youth/Preschool Tennis Programs: • Pee Wee Classes • Youth Free Lesson Days • Instruction Classes: Beg-Adv. • Weekend Camps • Summer Camps • Middle School League • Youth Leagues • Community Tennis • Private Lessons Adult Tennis Programs: • Instruction Classes (Beginning thru Advanced) • Leagues • Senior Classes • Weekend Classes • Youth Free Lesson Days FY 2007-2008 Objectives • Recruit 4 volunteers to assist with tennis instruction in the community/free lesson program area through soliciting Evanston Community Tennis Association, other tennis groups and individuals, by August 2007. • Provide tennis instruction within the after-school program and /or summer camp program at Fleetwood- Jourdain Community Center, by November 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Youth Sports---Total Participation Hours NA 3,400 3,200 Adult Sports---Total Participation Hours NA 4,350 4,100 Youth Summer Camps---Total Participation Hours NA 38,000 36,500 Approved Adjustments in 2007-2008 Budget 380 CITY OF EVANSTON TENNIS 3110 2006 -2007 2007 2008- Appropriation Approved 3110 TENNIS 61011 RECREATION INSTRUCTORS REG PAY 1,900 61013 PROGRAM ASSISTANTS 4,900 61050 PERMANENT PART-TIME 41,200 12,800 61630 SHOE ALLOWANCE 300 61725 SOCIAL SECURITY 800 61730 MEDICARE 200 62205 ADVERTISING 300 300 62275 POSTAGE CHARGEBACKS 1,700 1,700 62360 MEMBERSHIP DUES 200 200 62375 RENTALS 6,000 22,000 62380 COPY MACHINE CHARGES 1,000 1,000 62505 INSTRUCTOR SERVICES 93,500 87,000 62506 WORK-STUDY 1,000 1,000 65095 OFFICE SUPPLIES 500 500 65110 RECREATION SUPPLIES 1,500 1,500 3110 TENNIS 146,900 136,100 381 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 2007-2008 Objectives • Conduct two outreach activities to recruit children and youth for the program, by September 2007. • Continue transition of dual musical program of military and contemporary instrumental presentations, by January 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Drum Corps appearances 4 6 6 Approved Adjustments in 2007-2008 Budget 382 CITY OF EVANSTON SPECIAL PROGRAMS 3125 2006 -2007 2007 2008- Appropriation Approved 3125 SPECIAL PROGRAMS 61060 SEASONAL EMPLOYEES 12,800 12,800 61725 SOCIAL SECURITY 500 61730 MEDICARE 200 3125 SPECIAL PROGRAMS 12,800 13,500 383 City of Evanston Recreation 3130 – Special Recreation Programs Description of Major Activities Through the Evanston Recreation Division, Special Recreation offers specialized recreational programming for individuals, from 3 years old 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. 189 different families participated in Special Recreation programs during the 2005-06 fiscal year, enrolling approximately 720 individuals. Of the 189 unique families, 50 live in residential homes where they require constant supervision to meet their basic needs. Of the families enrolling in Special Recreation programs, 76 percent are residents of Evanston. Programs such as swimming, bowling, the arts, athletics, after-school activities, special events, and Special Olympics competition are offered during the year. A camp program is offered during the summer in conjunction with District #65 programs for special-education students. A mini-day camp program is offered during the month of 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, Fleetwood-Jourdain, Levy Center, Chandler- Newberger, 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 and Field, Aquatics and Bowling Training including Area, District and State Competition • Park Camp, Camp REAL, and Family Camp Weekend • Special Events- Weekend full day trips • Basketball • Teen Club Adult Programs: • Recreational Swimming • Fitness Training • Special Olympics Bowling, Track and Field, and Aquatic Training including Area, District, and State competition • Special Events-Weekend full-day trips • Family Camp Weekend • Gadabout activities, cooking and craft programs • 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 ecology-based summer camps • Inclusion aides for children in after-school programs, summer camps, gymnastics, hockey, figure skating, pre-school programs, holiday programming (SHAG), winter break and Spring Break camps • Training of staff in behavior management, disability awareness, ADA, administration of medication (epinephrine) and development of peer relationships 384 City of Evanston Recreation 3130 – Special Recreation Programs • Adaptation of equipment and supplies • Group goals and expectations • Family consultations and resources FY 2007-2008 Objectives • Create an inclusion computer database and expand communication with families via email by June 2007. • Expand public awareness of Teen program by securing opportunities for current participants to perform at sports events by April 2007. • Increase volunteer numbers through meetings with Northwestern University and ETHS school officials by March 2007. • Increase enrollment through promotional activities with special education schools throughout Evanston by April 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Attendance 850 870 885 Volunteers 20 30 35 Program offerings 70 72 75 Inclusion aides - Summer Camp 26 30 30 Inclusion aides - school year programs 11 11 12 Approved Adjustments in 2007-2008 Budget 385 CITY OF EVANSTON SPECIAL RECREATION 3130 2006 -2007 2007 2008- Appropriation Approved 3130 SPECIAL RECREATION 61010 REGULAR PAY 65,700 120,400 61013 PROGRAM ASSISTANTS 68,200 61050 PERMANENT PART-TIME 108,200 61060 SEASONAL EMPLOYEES 54,900 54,900 61110 OVERTIME PAY 7,000 6,200 61510 HEALTH INSURANCE 11,600 19,800 61615 LIFE INSURANCE 100 100 61625 AUTO ALLOWANCE 1,200 1,200 61710 IMRF 9,600 61725 SOCIAL SECURITY 10,300 61730 MEDICARE 3,100 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 26,700 26,700 62505 INSTRUCTOR SERVICES 4,200 4,200 62507 FIELD TRIPS 10,200 10,200 62511 ENTERTAIN/ PERFORMER SVCS 2,000 1,000 64540 TELECOMMUNICATIONS - WIRELESS 1,800 1,800 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 3,500 3,500 65025 FOOD 4,900 5,000 65075 MEDICAL & LAB SUPPLIES 400 400 65095 OFFICE SUPPLIES 700 700 65110 RECREATION SUPPLIES 8,100 7,600 3130 SPECIAL RECREATION 314,000 357,700 386 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 $20.00 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 2007-2008 Objectives • Continue to improve on our pick-up efficiency for schools who are dismissed at the same time by adding the Recreation van as a third option for those schools that have less than 10 students who need to be shuttled to programs at our various centers. This will keep the children from having to sometimes wait during times of inclement weather for the bus to arrive. To be implemented by fall 2007. • Continue to update safety procedure information for the bus drivers, and also update any informational manuals that are used by the bus aides by fall 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of after-school bus program participants 100 110 115 Approved Adjustments in 2007-2008 Budget 387 CITY OF EVANSTON BUS PROGRAM 3140 2006 -2007 2007 2008- Appropriation Approved 3140 BUS PROGRAM 61013 PROGRAM ASSISTANTS 17,600 61050 PERMANENT PART-TIME 36,700 20,300 61110 OVERTIME PAY 2,000 1,800 61725 SOCIAL SECURITY 1,600 61730 MEDICARE 500 64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,300 3140 BUS PROGRAM 40,000 43,100 388 City of Evanston Recreation 3150 – Park Service Unit Description of Major Activities Park rangers check all city 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 months there is one ranger scheduled. During the spring, summer and fall months, 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 Department, report the need for trash pickup in parks to the Parks Department, assist with traffic control and parking at special events, inspect park equipment for safety, and check users of athletic fields for permits. Rangers issue citations for: • All provisions of City Code Chapter 9 • All provisions of City Code 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 officiers. FY 2007-2008 Objectives • Certify and or re-certify all park rangers in CPR/AED by June 2007. • Conduct a training session for the park rangers regarding proper use of the police radio by June 2007. • Update the electronic picture file for lakefront park signs, by having a park ranger take a picture of all existing lakefront park regulatory signs by August 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Playground inspections per month 32 32 32 Approved Adjustments in 2007-2008 Budget 389 CITY OF EVANSTON PARK SERVICE UNIT 3150 2006 -2007 2007 2008- Appropriation Approved 3150 PARK SERVICE UNIT 61010 REGULAR PAY 24,700 25,900 61050 PERMANENT PART-TIME 44,300 45,700 61060 SEASONAL EMPLOYEES 9,600 9,600 61110 OVERTIME PAY 400 300 61510 HEALTH INSURANCE 4,200 4,500 61630 SHOE ALLOWANCE 400 300 61710 IMRF 2,100 61725 SOCIAL SECURITY 3,400 61730 MEDICARE 1,000 64540 TELECOMMUNICATIONS - WIRELESS 2,600 2,600 65020 CLOTHING 750 800 65085 MINOR EQUIPMENT & TOOLS 750 800 3150 PARK SERVICE UNIT 87,700 97,000 390 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 Peter N. Jans Community 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 • Apply for a grant from Ladies Professional Golf Association (LPGA) to fund a free girls golf clinic, by June 2007. • Increase the number of summer golf camp offerings for girls from zero to two, by July 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Youth Sports--Total Participation Hours 0 360 360 Camps--Total Participation Hours 0 1,120 1,120 Girls Free Golf Clinic--Participation Hours 0 88 100 Approved Adjustments in 2007-2008 Budget 391 CITY OF EVANSTON GOLF 3155 2006 -2007 2007 2008- Appropriation Approved 3155 GOLF 62205 ADVERTISING 200 200 62360 MEMBERSHIP DUES 300 300 62505 INSTRUCTOR SERVICES 15,200 13,000 62506 WORK-STUDY 1,000 1,000 65095 OFFICE SUPPLIES 200 200 65110 RECREATION SUPPLIES 1,400 1,400 3155 GOLF 18,300 16,100 392 City of Evanston Parks and Forestry Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 3505 – General Support 269,943 288,900 269,674 337,200 3510 – Horticultural Maintenance 1,225,885 1,407,500 1,334,121 1,528,900 3515 – Parkway Tree Maintenance 722,340 774,300 755,823 871,500 3520 – Dutch Elm Disease Control 619,568 630,700 640,195 698,700 3525 – Tree Planting 306,557 366,200 361,523 388,900 3530 – Private Elm Tree Insurance 0 0 54272 0 3535 – Dutch Elm Inoculation Program 652,016 229,400 172,391 184,700 Total Expenditures: $ 3,796,309 $ 3,697,000 $ 3,587,999 $ 4,009,900 Services Billed Out 43,700 42,000 44,000 49,100 Total: $ 43,700 $ 42,000 $ 44,000 $ 49,100 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives • The Ladd Arboretum Master Plan process was initiated over the summer of 2006, with completion of the final plan expected by April, 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. • The development and implementation of a maintenance tracking system has been placed into the I. S. 5-year plan and is scheduled for 2009 implementation. This system will include a formal way to track the removal of plant material from our parks so that we can plan replacements in a timely manner, as well as tracking all other maintenance projects within the parks. • As park redevelopments are designed and constructed, the use of low maintenance perennials has been incorporated at nearly every site, with very positive feedback from residents. Staff will continue to incorporate these types of plantings as further park redevelopment projects are undertaken. • A biannual inspection of all park and parkway elms and ashes will begin 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. • Staff is currently assessing the use of outside contractors to perform parkway stump removals, and expect to have results later this fall. • While staff was able to reduce the number of days between DED identification and their actual removal, we were unable to perform more cut-outs on diseased trees this year. The reason staff performed fewer cut-outs was due to DED symptoms being delayed in some trees as a result of last year's drought. It took longer for some trees to show signs of the disease, so we were unable to catch the spread early enough to perform the cut-outs. • 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 asthey become available. • Participation in the private elm insurance program remained fairly constant, and staff continues to look for an effective means to increase the number of residents participating each year. • All parkway elms that were measured between 27” and 29” in diameter during the inventory conducted in 2005 were re-measured in early 2006. Less than half of these trees had reached the 30” threshold in order to be included in the injection program. Eight employees obtained their pesticide applicator permits from the Illinois 393 City of Evanston Parks and Forestry Division Department of Agriculture. This permit is required in order to perform the elm injections, which resulted in all 228 tree injections being performed by City employees this year, which greatly reduced the cost per tree. 2007-2008 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 City employees, and evaluate the success of the program overall. • Work with residents, special interest groups, boards and committees, and other City staff to bring both the Ladd Arboretum Master Plan and the Lakefront Master Plan to completion in a timely fashion. 394 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 2007-2008 Objectives • Involve all appropriate Division 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Capital projects funded 7 9 12 Capital projects completed 8 6 10 Employees attending outside training programs 28 27 30 Average sick days used per employee annually 3 3.36 3 Citizen requests for tree work 1,490 1,760 1,600 Approved Adjustments in 2007-2008 Budget 395 CITY OF EVANSTON PARKS & FORESTRY GENERAL SUP 3505 2006 -2007 2007 2008- Appropriation Approved 3505 PARKS & FORESTRY GENERAL SUP 61010 REGULAR PAY 228,400 242,200 61060 SEASONAL EMPLOYEES 4,000 4,000 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 400 300 61625 AUTO ALLOWANCE 3,000 3,000 61630 SHOE ALLOWANCE 300 300 61710 IMRF 19,300 61725 SOCIAL SECURITY 10,200 61730 MEDICARE 3,000 62185 OTHER CONSULTING SERVICES 3,500 2,500 62210 PRINTING 100 100 62245 OTHER EQMT MAINTENANCE 500 300 62275 POSTAGE CHARGEBACKS 1,500 1,500 62295 TRAINING & TRAVEL 400 400 62335 DATA PROCESSING SERVIC 1,000 1,000 62360 MEMBERSHIP DUES 900 900 62375 RENTALS 2,800 2,800 64540 TELECOMMUNICATIONS - WIRELESS 12,000 12,000 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 1,000 1,000 65105 PHOTO/DRAFTING SUPPLIE 600 600 3505 PARKS & FORESTRY GENERAL SUP 288,900 337,200 396 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, 9 roadside plantings, the grounds of 8 public buildings, and 4 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 2007-2008 Objectives • Develop and implement landscape beautification at all six Community Centers. • Develop an implementation schedule for the replacement of all park signage and trash receptacles to improve park property aesthetics. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Trees planted 57 12 25 Shrubs planted 474 124 200 Shrub bed maintenance interval during growing season 55 days 55 days 60 days Mowing rotation 4 days 4.5 days 4.5 days Playground surfacing renovations 32 32 32 Bulbs/Ground Cover planted 5,500 3,200 4,000 Approved Adjustments in 2007-2008 Budget 397 CITY OF EVANSTON HORTICULTURAL MAINTENANCE 3510 2006 -2007 2007 2008- Appropriation Approved 3510 HORTICULTURAL MAINTENANCE 61010 REGULAR PAY 797,700 784,400 61060 SEASONAL EMPLOYEES 31,500 31,500 61110 OVERTIME PAY 21,700 19,500 61210 LONGEVITY 11,900 61510 HEALTH INSURANCE 139,500 138,600 61615 LIFE INSURANCE 1,000 1,500 61630 SHOE ALLOWANCE 2,000 2,000 61710 IMRF 62,500 61725 SOCIAL SECURITY 34,900 61730 MEDICARE 10,400 62195 LANDSCAPE MAINTEANCE SERVICES 120,000 110,000 62199 PARK MNTNCE & FURNITURE RPLCMN 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 12,300 10,000 65015 CHEMICALS 1,800 1,800 65020 CLOTHING 700 700 65055 MATER. TO MAINT. IMP.17,600 19,000 65070 OFFICE/OTHER EQT MTN MATL 10,500 13,000 65085 MINOR EQUIPMENT & TOOLS 2,800 2,800 65090 SAFETY EQUIPMENT 1,200 2,200 65550 AUTOMOTIVE EQUIPMENT 42,500 42,500 65625 FURNITURES & FIXTURES 6,900 6,900 3510 HORTICULTURAL MAINTENANCE 1,407,500 1,528,900 398 City of Evanston Parks and Forestry 3515 – Maintenance of Parkway Trees Description of Major Activities All parkway tree maintenance is responsible for maintaining 27,639 park 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 2007-2008 Objectives • Develop an efficient system to comply with State and/or Federal official’s direction regarding the control of the 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Parkway trees trimmed by City crews 3,250 3,510 4,000 Hazardous trees removed 63 107 145 Dead trees removed 87 121 100 Other City owned trees removed 12 25 200 Total number of trees removed 162 253 445 Hazardous trees cabled 0 0 0 Wasp/hornet nests removed 14 5 8 Employee overtime hours for emergency storm damage 392 425 400 Approved Adjustments in 2007-2008 Budget 399 CITY OF EVANSTON PARKWAY TREE MAINTENANCE 3515 2006 -2007 2007 2008- Appropriation Approved 3515 PARKWAY TREE MAINTENANCE 61010 REGULAR PAY 485,400 507,700 61110 OVERTIME PAY 15,400 13,900 61210 LONGEVITY 1,700 61510 HEALTH INSURANCE 88,400 94,100 61615 LIFE INSURANCE 600 1,000 61630 SHOE ALLOWANCE 1,300 1,300 61710 IMRF 40,500 61725 SOCIAL SECURITY 21,600 61730 MEDICARE 6,500 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 5,500 65085 MINOR EQUIPMENT & TOOLS 4,500 4,500 65090 SAFETY EQUIPMENT 200 200 65625 FURNITURES & FIXTURES 2,600 2,600 3515 PARKWAY TREE MAINTENANCE 774,300 871,500 400 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 3,014 trees, in addition to 250 American elms on other public property. FY 2007-2008 Objectives • Research alternative methods 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Parkway elms infected with DED 199 109 60 Percentage of parkway elms infected 6.12% 3.52% 2.00% Number of cut-outs performed on parkway elms 50 23 10 Newly infected parkway elm removals 130 82 50 Removals due to unsuccessful cut-outs 19 4 5 Total of parkway elms removed 149 86 55 Percentage of parkway elms actually removed 4.59% 2.77% 1.8% Other City owned elms removed 59 94 50 Average work days from disease identification until tree removal 34 31 25 Average work days from tree removal until stump removal 59 70 50 Approved Adjustments in 2007-2008 Budget 401 CITY OF EVANSTON DUTCH ELM DISEASE CONTROL 3520 2006 -2007 2007 2008- Appropriation Approved 3520 DUTCH ELM DISEASE CONTROL 61010 REGULAR PAY 382,900 387,800 61060 SEASONAL EMPLOYEES 15,000 15,000 61110 OVERTIME PAY 16,500 14,800 61210 LONGEVITY 4,400 61510 HEALTH INSURANCE 67,400 71,800 61615 LIFE INSURANCE 500 700 61630 SHOE ALLOWANCE 900 900 61710 IMRF 30,900 61725 SOCIAL SECURITY 17,500 61730 MEDICARE 5,200 62210 PRINTING 100 100 62245 OTHER EQMT MAINTENANCE 400 400 62305 RENTAL OF AUTO-FLEET SER 118,100 118,100 62385 TREE SERVICES 12,000 12,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 10,800 10,800 65020 CLOTHING 600 600 65070 OFFICE/OTHER EQT MTN MATL 300 300 65075 MEDICAL & LAB SUPPLIES 200 200 65085 MINOR EQUIPMENT & TOOLS 2,800 5,000 65090 SAFETY EQUIPMENT 500 500 65625 FURNITURES & FIXTURES 1,700 1,700 3520 DUTCH ELM DISEASE CONTROL 630,700 698,700 402 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 2007-2008 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. • Continue the increased number of newly planted trees until all parkway trees can be replaced within one year of removal. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Percentage of new tree survival 95% 96% 97% Percentage of residents choosing tree species 32% 24% 35% Percentage of residents choosing larger size tree 6% 8% 9% Total number of new parkway trees planted 654 650 650 Approved Adjustments in 2007-2008 Budget 403 CITY OF EVANSTON TREE PLANTING 3525 2006 -2007 2007 2008- Appropriation Approved 3525 TREE PLANTING 61010 REGULAR PAY 127,300 129,300 61110 OVERTIME PAY 5,300 5,300 61210 LONGEVITY 1,700 61510 HEALTH INSURANCE 20,900 22,300 61615 LIFE INSURANCE 200 200 61630 SHOE ALLOWANCE 300 300 61710 IMRF 10,300 61725 SOCIAL SECURITY 5,600 61730 MEDICARE 1,700 62305 RENTAL OF AUTO-FLEET SER 49,200 49,200 65005 AGRI/BOTANICAL SUPPLIES 162,000 162,000 65020 CLOTHING 200 200 65085 MINOR EQUIPMENT & TOOLS 800 800 3525 TREE PLANTING 366,200 388,900 404 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 2007-2008 Objectives • Investigate the feasibility of increasing the insurance premiums in order to cover 100% of actual tree removal costs. • Develop new publicity material for citywide distribution in order to increase resident participation in the insurance program. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Percentage of removal costs covered by premiums 67% 90% 100% Insured elms removed 32 21 25 Elm trees covered under program: Small 15 10 10 Medium 59 54 55 Large 169 156 160 Extra-large 200 190 190 TOTAL 443 410 415 Approved Adjustments in 2007-2008 Budget 405 CITY OF EVANSTON PRIVATE ELM TREE INSURANCE 3530 2006 -2007 2007 2008- Appropriation Approved 3530 PRIVATE ELM TREE INSURANCE 62385 TREE SERVICES 42,000 49,100 66125 SERVICES BILLED OUT 42,000-49,100- 406 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 2007-2008 Objectives • Continue to train additional Forestry employees in the methodology of fungicide injections so that all 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of parkway elms injected 1,521 228 180 Number of park elms injected 249 0 32 Total number of public elms injected 1,770 228 212 Number of City employees trained in injection methods 4 4 4 Percentage of injected elms contracting DED 1.5% 1.99% 1.0% Approved Adjustments in 2007-2008 Budget 407 CITY OF EVANSTON DUTCH ELM INOCULATION PROGRAM 3535 2006 -2007 2007 2008- Appropriation Approved 3535 DUTCH ELM INOCULATION PROGRAM 62496 DED INOCULATION 89,400 44,700 62497 INOCULATION FUND.-ANNUAL AMORT 140,000 140,000 3535 DUTCH ELM INOCULATION PROGRAM 229,400 184,700 408 City of Evanston Ecology Center Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 3605 – Ecology Center 326,198 344,800 353,796 401,200 3610 – Eco-Quest Day Camp 86,093 111,100 102,769 118,300 Total Expenditures: $ 412,291 $ 455,900 $ 456,565 $ 519,500 Revenues: Ecology Center 68,568 54,500 52,000 61,600 Ecology Summer Camps 175,740 176,000 194,000 181,000 Total Revenues: $ 244,308 $ 230,500 $ 246,000 $ 242,600 Notes for Financial Summary Reservation requests for use of the multi-purpose space at the Ecology Center have increased dramatically. Over 80 days of free rentals were used by city, school, affiliated organizations of the city and educational groups for meetings, workshops, and public hearings. Over 90 days of paid rentals utilized the room with income from rentals approaching $20,000 per year. Fire ring permits issued for use at Lighthouse Beach are being utilized by residents over 90 times during the year, representing a 10% increase. Construction was completed on McCormick Boulevard, which will significantly improve access to the Center. Access to Fishing at Lovelace Park every Saturday from May through October averaged 45 people per day, with some days attracting nearly 100 children and adults who enjoyed this opportunity for outdoor recreation. Program partnerships continue with Keep Evanston Beautiful and District #65. One program supervised by Ecology Center staff received recognition by the Illinois State legislature. Major donations to the Ecology Center included $50,000 donated by a private citizen through the Evanston Environmental Association for the renovation of the Ladd Arboretum's Bird Sanctuary, which was dedicated in September 2006. The goals of the renovation were to improve habitat and biodiversity as well as create an aesthetic place for contemplation and education. Performance Report on FY 2006-2007 Major Program Objectives The firm of BauerLatoza was chosen to produce the master plan for the Ladd Arboretum. Work began in July 2006 with the consultants meeting with staff, determining a schedule, and doing an extensive walk-through. Consultants met with stakeholders, including the Rotary Club of Evanston, maintenance crews, and volunteer stewards. Meetings with the Ladd Arboretum Committee as well as the public will be completed by spring 2007. The anticipated plan completion is summer 2007. The plan will be phased in so that the sections or objectives can be funded and completed over a period of years. With the completion of the McCormick Boulevard construction, the Ecology Center front drive has a permeable paver surface as well as sidewalk accessibility. Planting plans include foundation plants in the entry circle and temporary plantings along the building. Some latitude is being incorporated to allow input from the Ladd Arboretum master planning process. Eggleston Park gardens were surveyed and gardeners registered. This year's gardening program will be evaluated at the end of the season and recommendations for next year developed. Supplemental assistance was provided by the community policing unit to help gardeners with recurrent problems. Generally gardeners are pleased with their sites and the produce and flowers they are able to grow. 409 City of Evanston Ecology Center 2007-2008 Department Initiatives 1. The Ecology Center will be spending significant time working with the Ladd Arboretum Committee and Parks/ Forestry Division staff on the master plan for the Ladd Arboretum. Information will be gathered through public meetings as well as researching habitat development. The complete plan with phasing sections will be completed by summer 2007. 2. With the City of Evanston signing on to the U.S. Mayors Climate Protection Agreement, the Ecology Center will be actively involved in the implemention of conservation practices for municipal operations as well as educational forums for residents, groups, and community centers. The goal of all programs will be to reduce the environmental footprint of Evanston and its citizens over time. Implementation will involve forming partnerships with local organizations. 3. Ecology Center staff will be working with the Evanston Environmental Association to transfer responsibilities for fundraising, membership, and newsletter production to the Board and their designated sub-committees. Staff will continue to work with the EEA on implementing the specifics of the Board Development plan, which was developed in conjunction with the Executive Service Corps. 410 City of Evanston Ecology Center 3605 – Ecology Center Description of Major Activities Program personnel, made up of one center manager and two environmental educators, 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 (501c3) 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 6 schools with 50 programs directly in school classrooms; 120 annual public education programs; 5 summer nature day camps; teacher workshops; and community gardening for 210 Evanston gardeners. The Ecology Center program instructors provide nature education programs to the Fleetwood-Jourdain Community Center on a weekly basis and monthly to the Robert Crown Center. They also run an 8-week fall and spring session of environmental programming for the Special Recreation program. The Ecology Center provides programming at 4 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 5 special events provide additional revenues ($3,000) for operations. Ecology Center staff work with 8 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 a canoeing program on the North Shore Canal with a fleet of 11 donated canoes and approximately 1000 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 2007-2008 Objectives • Develop a model environmental conservation program by March 2007 for the Ecology Center, which will focus on conservation measures that will reduce, or aim to keep level, operational costs. • Develop an environmental program series that will begin in April 2007 and will partner with the community to educate and inform people on conservation practices, green technology, and reducing their personal environmental footprint. • Research, develop, and implement an effective volunteer program by March 2007 for the Ecology Center that will address Arboretum maintenance, program and event assistance, and special projects. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of garden plots rented 210 210 210 Number of Ecology Center visitors 19,000 20,000 22,000 Number of EEA members 300 325 350 Number of school participants 3,000 3,000 3,000 Number of program participants 3,400 3,400 4,000 Number of public programs offered 110 110 120 Number of program hours 450 450 500 Hours of volunteer participation 2,700 3,200 5,000 Number of public meetings--no rental 110 90 90 Number of multi-purpose room rentals 80 90 100 Approved Adjustments in 2007-2008 Budget 411 CITY OF EVANSTON ECOLOGY CENTER 3605 2006 -2007 2007 2008- Appropriation Approved 3605 ECOLOGY CENTER 61010 REGULAR PAY 216,000 227,300 61011 RECREATION INSTRUCTORS REG PAY 20,100 61013 PROGRAM ASSISTANTS 5,900 61050 PERMANENT PART-TIME 46,700 27,000 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 500 400 61625 AUTO ALLOWANCE 2,100 2,100 61630 SHOE ALLOWANCE 300 300 61710 IMRF 18,100 61725 SOCIAL SECURITY 11,600 61730 MEDICARE 3,500 62210 PRINTING 800 300 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 2,700 2,700 62295 TRAINING & TRAVEL 400 400 62315 POSTAGE 300 400 62360 MEMBERSHIP DUES 500 500 62490 OTHER PROGRAM COSTS 1,200 1,200 62495 LICENSED PEST CONTROL SERVICES 900 900 62507 FIELD TRIPS 1,000 1,000 62511 ENTERTAIN/ PERFORMER SVCS 500 500 64005 ELECTRICITY 8,100 10,600 64015 NATURAL GAS 7,500 7,500 65005 AGRI/BOTANICAL SUPPLIES 400 400 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 1,400 65080 MERCHANDISE FOR RESALE 4,000 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 344,800 401,200 412 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. FY 2007-2008 Objectives • Review and revise by March 2007 the summer camp program, considering redistributing age groups for a better camp experience as well as addressing the needs of the camp population; results will be piloted in summer 2007. • Complete curriculum files for all camps and review operations manual by June 2007. • Introduce green values curriculum into the camp programs by June 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Total camp enrollment 704 716 740 Number of camp program hours (# of campers X # of hours spent in camp) 34,600 36,015 36,015 Number of summer camp staff 36 40 40 Approved Adjustments in 2007-2008 Budget 413 CITY OF EVANSTON ECO-QUEST DAY CAMP 3610 2006 -2007 2007 2008- Appropriation Approved 3610 ECO-QUEST DAY CAMP 61060 SEASONAL EMPLOYEES 84,000 86,500 61725 SOCIAL SECURITY 3,600 61730 MEDICARE 1,100 62205 ADVERTISING 100 100 62490 OTHER PROGRAM COSTS 2,500 2,500 62507 FIELD TRIPS 10,500 10,500 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 4,000 65110 RECREATION SUPPLIES 4,500 4,500 3610 ECO-QUEST DAY CAMP 111,100 118,300 414 City of Evanston Cultural Arts Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 3700 – Arts Council 60,194 125,500 40,809 184,600 3710 – Noyes Cultural Arts Center 359,168 300,700 361,350 281,800 3720 – Cultural Arts Programs 383,706 506,400 407,634 546,500 Total Expenditures: $803,068 $932,600 $809,793 $1,012,900 Revenues: Cultural Arts Programs 311,288 291,600 301,600 292,900 Noyes Center Revenues 298,484 300,800 295,000 305,200 Illinois Arts Council Re-granting 14,100 14,700 22,700 16,000 Total Revenues: $623,872 $607,100 $619,300 $614,100 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives The Cultural Arts Division's 2006-07 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 third venue, Twiggs Park. Two additional concerts were added to the schedule, bringing the total number of shows to 14 presented at Dawes, James, and Twiggs Parks. The series featured nationally renowned performers from New York, Los Angeles, Texas, Milwaukee, 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 more than 80 cultures. Two stages provided continuous entertainment from around the globe. 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 an expanded Arts Week Evanston in October 2006. The week focused a spotlight on Evanston's lively cultural arts scene, with more than 75 events, including a festive opening night celebration, a dance showcase, a trolley tour of local galleries, and interactive events such as sidewalk drawing, building a city of sand on the beach, and the area's first plein-air open air paint-out. The Cultural Fund grant program awarded $46,100 in grants to 20 artists and arts organizations that presented high- quality arts programs throughout our community. The grant program received almost double the number of applications from the previous year. Arts camps were provided during the summer as well as 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 kids with a passion for learning about the arts. Thematic camps provided enhanced areas of interest; a horseback joust between knights in shining armor attracted interested community members, both young and old. The Public Art Committee reviewed proposals for public art at Sherman Plaza from 155 artists in 33 states and 11 countries or territories. The PAC also placed a call to artists for a work of art to be installed in conjunction with the construction of a new Fire Station #5. 415 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. 2007-2008 Department Initiatives • Assist Evanston artists and arts organizationsin fostering collaboration and community. • Identify commmunity arts needs and develop programs and opportunities to meet them. • Foster arts education and integrate it into the community. • Increase resources to support the arts in the community. • Ensure artistic and cultural diversity. • Promote the creation and preservation of community-based public art. 416 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 2007-2008 Objectives • Increase the number of individual artists who apply to the Cultural Fund by five, by December 2007. • Select artist for Fire Station #5 public art work by June 2007. • Develop framework for new community-based public art initiative by June 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of individuals applying for Cultural Fund grants 8 8 13 Grant Workshops 2 1 1 Technical Assistance 150 155 165 Approved Adjustments in 2007-2008 Budget 417 CITY OF EVANSTON ARTS COUNCIL 3700 2006-2007 2007-2008 Appropriation Approved 61010 REGULAR PAY 46,800 46,500 61110 OVERTIME PAY 1,800 1,600 61510 HEALTH INSURANCE 11,900 7,900 61615 LIFE INSURANCE 100 200 61625 AUTO ALLOWANCE 1,200 1,200 61710 IMRF 0 3,700 61725 SOCIAL SECURITY 0 1,900 61730 MEDICARE 0 600 62185 OTHER CONSULTING SERVICES 1,700 1,200 62205 ADVERTISING 600 600 62210 PRINTING 2,600 2,600 62235 OFFICE EQUIPMENT MAINT 400 400 62275 POSTAGE CHARGEBACKS 1,500 1,500 62295 TRAINING & TRAVEL 400 400 62315 POSTAGE 1,000 900 62360 MEMBERSHIP DUES 1,500 1,500 62365 RECEPTION/ENTERTAINMEN 400 400 62375 RENTALS 300 300 62490 OTHER PROGRAM COSTS 9,600 64,000 62506 WORK-STUDY 3,400 3,400 62515 RENTAL SERVICES 300 300 62665 CONTRIB TO OTHER AGENCIES 38,100 40,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 100 100 65025 FOOD 400 400 65095 OFFICE SUPPLIES 1,100 2,700 Grand Total(s) 125,500 184,600 418 City of Evanston Cultural Arts Division 3710 – Noyes Cultural Arts Center Description of Major Activities This element 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 2 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 $38,000 in community service each year. FY 2007-2008 Objectives • Develop a marketing plan to increase rental of community use spaces, by September 2007. • Evaluate the current community service program to determine if revisions are desired for the next tenant lease term, by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tenant rental revenue 240,097 262,222 302,200 Number of community use events/rentals 43 40 40 Value of tenant community service 36,900 38,820 39,265 Approved Adjustments in 2007-2008 Budget 419 CITY OF EVANSTON NOYES CULTURAL ARTS CTR 3710 2006 -2007 2007 2008- Appropriation Approved 3710 NOYES CULTURAL ARTS CTR 61010 REGULAR PAY 121,000 73,300 61050 PERMANENT PART-TIME 75,900 89,700 61110 OVERTIME PAY 3,000 2,400 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 22,300 13,900 61615 LIFE INSURANCE 200 61625 AUTO ALLOWANCE 100 100 61630 SHOE ALLOWANCE 800 500 61710 IMRF 5,800 61725 SOCIAL SECURITY 6,900 61730 MEDICARE 2,100 62205 ADVERTISING 200 200 62210 PRINTING 100 100 62225 BLDG MAINTENANCE SERVICES 1,000 1,500 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 300 300 62365 RECEPTION/ENTERTAINMEN 100 100 62375 RENTALS 4,000 4,000 62425 ELEVATOR CONTRACT COSTS 2,700 2,700 62495 LICENSED PEST CONTROL SERVICES 400 400 62518 SECURITY/ALARM CONTRACTS 600 600 64005 ELECTRICITY 28,000 36,400 64015 NATURAL GAS 29,300 29,300 65010 BOOKS, PUBLICATIONS, MAPS 300 100 65020 CLOTHING 600 600 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 2,900 3710 NOYES CULTURAL ARTS CTR 300,700 281,800 420 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 • Ethnic Arts Festival • Lakeshore Arts Festival • Starlight Concert Series • The Noyes Center Gallery • Arts Week Evanston • The Mayor's Award for the Arts • Community Service at Noyes 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 youths ages 12 to 15 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. Now in its 22nd year, the Ethnic Arts Festival is a two-day celebration of cultural diversity and presents the best in ethnic art, food, and performance. Over 65 cultures are represented each year on the third weekend in July, through 125 artist exhibitors, 10 food vendors, family art activities, a poetry/storytelling tent, and two stages of continuous entertainment with ethnic music and dance performances. Now in its 35th 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 hightlights include live jazz and classical music, a silent art auction, and the family activity area with live family entertainment and a children's craft tent. We also host 10 fabulous food vendors serving up culinary delights. Throughout June, July, and August, the City of Evanston's Cultural Arts Division now features 14 outdoor concerts, 6 held at Dawes Park on the lakefront, 6 at James Park, and 2 at Twiggs 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. 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 all combine in a series of special performances and activities that highlight Evanston's rich and varied arts community. Now numbering over 50 performances, 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 sell-out luncheon at the Mayor's State of the City Address before the Chamber of Commerce. 421 City of Evanston Cultural Arts Division 3720 – Cultural Arts Programs The Community Service program is a component of the Noyes Cultural Arts Center. Tenants must give 15% of the value of their annual rent back to the community in the form of community service. In FY2005-06 Noyes tenants were required to give $41,040 and they actually gave more than $75,000. Community service projects range from scholarships to arts classes to workshops in the schools to recent paintings by Richard Halstead that hang in the Civic Center. In FY 2004-05, the Arts Council agreed to take on the administration of the program and staff is assisting them. FY 2007-2008 Objectives • Fill all arts camps to their capacity, by August 2007. • Expand collaboration with area resources to deliver new and innovative arts camp programs; current collaborators include the Library, Evanston Media Center and the Noyes Gallery curators, with two other collaborators to be added by September 2007. • Add a new category to the Mayor's Award highlighting Arts Education, subject to approval by the Evanston Arts Council and Mayor, by December 2007. • Add one additional concert to the Starlight Concert Series for a total of 15 concerts by May 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Arts camps filled to capacity 1 5 8 Approved Adjustments in 2007-2008 Budget 422 CITY OF EVANSTON CULTURAL ARTS PROGRAMS 3720 2006-2007 2007-2008 Appropriation Approved 61010 REGULAR PAY 158,700 167,700 61050 PERMANENT PART-TIME 2,800 0 61060 SEASONAL EMPLOYEES 136,800 137,900 61062 SPECIAL EVENT SALARIES 6,400 6,400 61510 HEALTH INSURANCE 26,100 27,700 61615 LIFE INSURANCE 100 0 61625 AUTO ALLOWANCE 800 800 61710 IMRF 0 13,400 61725 SOCIAL SECURITY 0 12,900 61730 MEDICARE 0 3,900 62205 ADVERTISING 17,000 17,800 62210 PRINTING 15,300 12,500 62215 PHOTOGRAPHERS/BLUEPRINTS 500 500 62275 POSTAGE CHARGEBACKS 2,200 2,200 62295 TRAINING & TRAVEL 1,700 1,700 62315 POSTAGE 3,500 3,300 62360 MEMBERSHIP DUES 500 500 62365 RECEPTION/ENTERTAINMEN 1,900 1,800 62375 RENTALS 100 100 62490 OTHER PROGRAM COSTS 6,100 6,400 62500 TECHNICAL INFORMATION SERVICES 8,000 7,000 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 50,100 52,800 62515 RENTAL SERVICES 33,200 34,300 62560 TELEPHONE TELEGR CHGBACK 200 200 62602 OTHER CONTRACTUAL SVC CHGBACK 600 600 64530 TELECOMMUNICATIONS - HANDHELD 200 200 64540 TELECOMMUNICATIONS – WIRELESS 900 900 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65020 CLOTHING 4,200 4,700 65025 FOOD 1,200 1,200 65095 OFFICE SUPPLIES 3,800 3,600 65110 RECREATION SUPPLIES 13,700 13,600 Grand Total(s) 506,400 546,500 423 424 PART IV OTHER FUNDS BUDGET 425 426 City of Evanston All Funds Operating Budget Three Year Budget History $186,280,465 $188,161,769$175,797,800 $100,000,000 $110,000,000 $120,000,000 $130,000,000 $140,000,000 $150,000,000 $160,000,000 $170,000,000 $180,000,000 $190,000,000 $200,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Expenditures by Fund (as % of Total Budget) Parking Fund 2.01% Howard/Ridge TIF 0.07% General Fund 46.13%Water Fund 7.20% Police Pension Fund 3.65% Fire Pension Fund 3.06% Emergency Telephone System Fund 1.20% Motor Fuel Tax Fund 1.36% Washington National TIF 0.64% Fleet Service Fund 2.34% Insurance Fund 1.78% CDBG 1.19% Maple Avenue Garage Fund 3.60% Sherman Avenue Garage Fund 3.49% Sewer Fund 8.74% Economic Development Fund 0.94% Special Service District #5 0.23% Downtown II TIF 6.18% Debt Service G.O. Bonds- 5.27% Southwest TIF 0.47% Southwest II TIF 0.44% West Evanston TIF 0.01% Housing Fund 0.02% 427 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Actual Appropriation Actual Appropriation Appropriation: Estimated Funds Available for Programming March 1 $2,399,776 $2,306,643 $2,189,143 $540,643 Plus State Allotments $2,158,221 $2,100,000 $2,100,000 $2,100,000 Investment Earnings $75,949 $55,000 $95,000 $55,000 Total Funds Provided $4,633,946 $4,461,643 $4,384,143 $2,695,643 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 $120,161 $0 $30,000 $0 Traffic Signal Installation - Central/Ashland & Central/Asbury $0 $0 $328,000 $0 Maintenance Operations by Contract: Street Resurfacing (2004)$11,812 $0 $0 $0 Street Resurfacing (2005)$953,289 $0 $0 $0 Street Resurfacing (2006)$0 $1,200,000 1,083,000$ $0 Street Resurfacing (2007)$0 $0 $0 $1,300,000 Central/Crawford/Gross Point Resurfacing $1,815 $0 $0 $0 Mc Cormick Blvd - Phase I & Phase II Engineering- Construction $124,561 $0 $850,000 $0 Asbury Bridge Construction $208,951 $0 $300,000 $0 Chicago Avenue CMAQ Engineering $0 $0 $0 $0 Ridge Avenue CMAQ Interconnect Project $86,498 $300,000 $480,000 $480,000 Sheridan Rd./ Isabella St. Project $47,716 $0 $0 $100,000 Total Capital Improvements $1,554,803 $1,500,000 $3,071,000 $1,880,000 Total Funds Applied $2,327,303 $2,272,500 $3,843,500 $2,652,500 Estimated Funds Available for Programming 2/28 $2,306,643 $2,189,143 $540,643 $43,143 City of Evanston Motor Fuel Tax Fund Three Year Budget History $2,272,500 $2,552,500 $3,862,500 $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 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 1.36% 428 City of Evanston Motor Fuel Tax Fund Summary Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives The Motor Fuel Tax Fund is used for street maintenance programs, signal projects and other capital improvement projects authorized by Illinois Department of Transportation (IDOT). Financing is provided from the City’s share of the gasoline tax appropriated by IDOT. FY 2006-07 funds were used for various projects as listed below. MFT Funds were also used for street cleaning, street sweeping and snow removal. • Motor Fuel Tax funds were used to modernize the Central/Ashland & Central/Asbury Avenue Intersection. • Funds were used for the Ridge Avenue CMAQ Project. • Intersection improvements at Darrow Avenue at Greenwood Street were paid for by Motor Fuel Tax funds. Motor Fuel Tax Funds were also used to resurface the following streets: STREET NAME FROM TO ASBURY AVENUE LINCOLN STREET CENTRAL STREET CASE STREET RIDGE AVENUE CUSTER AVENUE CENTRAL PARK AVE. CENTRAL STREET PARK PLACE DEWEY AVENUE GREENWOOD STREET LAKE STREET FLORENCE AVENUE LAKE STREET GROVE STREET FOSTER STREET EMERSON STREET HARTREY AVENUE HARTZELL STREET PROSPECT AVENUE LAWNDALE AVENUE KEENEY STREET CHICAGO AVENUE HINMAN AVENUE SOUTH BLVD. DODGE AVENUE FLORENCE AVENUE WESLEY AVENUE CRAIN STREET DEMPSTER STREET WESLEY AVENUE EMERSON STREET FOSTER STREET 2007-2008 Department Initiatives Projects to be initiated in 2007-2008 are as follows: • 2007 Street Resurfacing Program • Ridge Avenue CMAQ Project • Sheridan Road Project 429 Total Full-time Equivalent Positions Employee Status Description Job type Description 2007-2008 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 $1,736,700 $2,257,800$2,190,300 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 1.19% 430 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Funds Provided Surcharge Revenue 1,071,951 883,960 700,000 825,000 ($58,960) Wireless Surcharge Revenue 0 245,820 225,000 260,000 $14,180 Interest 0 25,000 25,000 15,000 ($10,000) Total Funds Provided $1,071,951 $1,154,780 $950,000 $1,100,000 ($54,780) Funds Applied Operating Expense 1,251,414 926,700 814,800 922,800 ($3,900) Debt Service $0 Capital Replacement 810,000 200,000 1,335,000 $525,000 Total Funds Applied $1,251,414 $1,736,700 $1,014,800 $2,257,800 $521,100 Revenues vs Expenditures ($179,463) ($581,920) ($64,800) ($1,157,800) ($575,880) Beginning of Year $2,500,305 $2,320,842 $1,738,922 $1,674,122 ($646,720) Year End Balance $2,320,842 $1,738,922 $1,674,122 $516,322 ($1,222,600) Change in Cash Balance ($179,463) ($581,920) ($64,800) ($1,157,800)($575,880) Notes for Financial Summary Description of Major Activities Approved Adjustments in 2007-2008 Budget City of Evanston Emergency Telephone System Fund Summary 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. 431 CITY OF EVANSTON EMERGENCY TELEPHONE SYSTEM 5150 2006 -2007 2007 2008- Appropriation Approved 5150 EMERGENCY TELEPHONE SYSTEM 61010 REGULAR PAY 291,600 303,300 61062 SPECIAL EVENT SALARIES 3,000 61110 OVERTIME PAY 10,000 5,000 61210 LONGEVITY 6,000 61420 ANNUAL SICK LEAVE PAYOUT 2,500 61425 ANNUAL HOLIDAY PAYOUT 2,500 61510 HEALTH INSURANCE 46,000 49,500 61615 LIFE INSURANCE 700 800 61710 IMRF 19,500 61725 SOCIAL SECURITY 19,000 61730 MEDICARE 4,500 62225 BLDG MAINTENANCE SERVICES 10,000 5,000 62295 TRAINING & TRAVEL 22,500 7,500 62360 MEMBERSHIP DUES 1,100 1,100 62509 SERVICE AGREEMENTS / CONTRACTS 173,700 177,400 62675 INTERDEPT. TRSF.-PENSIONS 53,000 62680 TRANSFER TO GF-DATA PROC 60,000 60,000 62685 REIMB. GF FOR ADMIN. EXP 66,000 66,000 64505 TELECOMMUNICATIONS - CARRIER L 126,000 126,000 64540 TELECOMMUNICATIONS - WIRELESS 27,300 27,300 65010 BOOKS, PUBLICATIONS, MAPS 1,100 1,100 65020 CLOTHING 1,200 1,800 65035 PETROLEUM PRODUCTS 800 800 65085 MINOR EQUIPMENT & TOOLS 25,200 25,200 65095 OFFICE SUPPLIES 3,500 3,500 65620 OFFICE MACH. & EQUIP.2,000 2,000 65625 FURNITURES & FIXTURES 810,000 1,335,000 68205 CONTINGENCIES 5,000 2,500 5150 EMERGENCY TELEPHONE SYSTEM 1,736,700 2,257,800 432 433 City of Evanston CDBG Fund Three Year Budget History $2,234,271 $2,256,640$2,859,353 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 1.17% Community Development Block Grant Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 2.00 434 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Funds Provided Annual Entitlement* 2,247,021 2,022,319 2,015,671 2,015,671 (6,648) Funds reallocated from prior years 394,936 34,321 38,642 8,600 (25,721) Program Income 241,428 200,000 200,000 210,000 10,000 Total Funds Provided 2,883,385 2,256,640 2,254,313 2,234,271 (22,369) Expenditures Administration/Planning 489,404 444,464 443,134 445,134 670 Development Activities 2,393,981 1,812,176 1,811,179 1,789,137 (23,039) Total Expenditures 2,883,385 2,256,640 2,254,313 2,234,271 (22,369) Notes for Financial Summary *2007/08 Entitlement funds are estimated based on 2006/07 funding. Performance Report on FY 2006-2007 Major Program Objectives 2007-2008 Department Initiatives City of Evanston Community Development Block Grant Submitted 2005/06 CAPER (Consolidated Plan Annual Performance and Evaluation Report) covering Evanston's use of 2005/06 CDBG, HOME and ESG funds to HUD. Forty-one new CDBG projects totaling $2,254,313 were implemented for FY 2006/07 in addition to ongoing management of CDBG funded projects/programs that continue from prior years. Systems for tracking and reporting outcomes of CDBG-funded projects were refined and expanded to better assess program/project effectiveness and progress against objectives. This also ensured appropriate classification of programs in HUD funding categories based on the national objectives addressed. Several programs/projects have been reclassified and HUD has recognized improved compliance with its reporting requirements based on this work. In addition to the CDBG Grants Administrator, 1.8 FTE positions are charged back to budget element 5220 for CDBG administration and program work: 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 continued work with CDBG Target Area neighborhood organizations and residents on a comprehensive plan for West Evanston. Activities included charrettes to generate comprehensive input for the physical planning process for two neighborhoods that encompass portions of the old railroad right of way. Multiple options were developed, presented and included in the consensus preferred option. 1. Work with community members and service providers to create special CDBG Neighborhood Revitalization Areas in Evanston's west and southeast neighborhoods and gain HUD approval of those areas for the 2008/09 CDBG fiscal year. This will reduce the funding limitations inherent in the Public Services cap and focus CDBG resources to more effectively address collectively agreed upon community needs. 435 City of Evanston Community Development Block Grant 2. Develop benchmarks and consistent measures 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 to manage and report on CDBG-funded work in the annual CAPER and develop Action Plans for subsequent years. 3. Provide technical assistance to applicants for the 2008/09 CDBG program, including a workshop for potential new applicants for CDBG funding that will be identified by the development of Neighborhood Revitalization Areas. Expand support for recipients of CDBG funds to develop more consistent and effective monthly and quarterly reports to continue to improve reporting to HUD via IDIS and comply with its new outcome measures and reporting requirements. 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 and objectives defined through the new Neighborhood Revitalization Area plans. 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 determine if common applications and assessments can be developed that will improve the efficiency of organizations applying for funds from multiple sources and the effectiveness of outcome reporting in order to better assess the impact on a community-wide basis. 7. Develop and implement a training program (IDIS, IRIS, etc.) for the new CDBG Grants Administrator to ensure effective program management that complies with HUD requirements and addresses the goals of the City's Strategic Plan. 436 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: • Provide staff assistance to the Housing & Community Development Act Committee. • Prepare the One Year Action Plan for FY 2007/08 (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 IDIS. • 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 review. • Neighborhood Planning function to build citizen consensus, develop comprehensive neighborhood plans and facilitate neighborhood projects in CDBG target area neighborhoods. FY 2007-2008 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, 2007 and January 15, 2008, respectively. • Implement 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Submission of annual CDBG application to HUD 1/15/05 1/15/06 1/15/07 Submission of previous year’s HUD Consolidated Annual Performance and Evaluation Report (CAPER) 5/31/05 8/1/06 5/31/07 Review monthly and quarterly reports submitted by all CDBG grant recipients 320 320 320 Review sub-grantee audit reports to determine that grantees are in compliance with the CDBG program regulations 25 25 26 Monitor all CDBG funded activities 50 50 50 Complete environmental review record for CDBG, HOME and ESG program 1/15/05 1/15/06 1/15/07 Provide staff assistance to City’s Housing & Community Development Act Committee 14 meetings 14 meetings 14 meetings Approved Adjustments in 2007-2008 Budget 437 CITY OF EVANSTON CDBG ADMINISTRATION 5220 2006 -2007 2007 2008- Appropriation Approved 5220 CDBG ADMINISTRATION 61010 REGULAR PAY 130,258 127,400 61060 SEASONAL EMPLOYEES 12,000 12,000 61110 OVERTIME PAY 1,000 1,000 61455 REGULAR SALARIES-CHGBACKS 45,362 66,100 61510 HEALTH INSURANCE 19,800 61615 LIFE INSURANCE 200 61630 SHOE ALLOWANCE 200 61710 IMRF 10,200 61725 SOCIAL SECURITY 7,900 61730 MEDICARE 1,900 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 24,000 62552 OTHER PROF SERVICES CHGBK 1,500 1,500 62620 MEDICAL INSURANCE 18,000 62625 LIFE INSURANCE 200 300 62675 INTERDEPT. TRSF.-PENSIONS 21,328 62745 IMRF TRANSFER-CHARGEBACK 16,316 10,500 62750 MEDICAL INS. - CHARGEBACK 18,400 11,000 62755 LIFE INS. - CHARGEBACK 200 300 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,200 65095 OFFICE SUPPLIES 1,500 1,000 68205 CONTINGENCIES 2,800 1,000 68210 CONTINGENCIES- CHARGEBACK 3,500 3,900 5220 CDBG ADMINISTRATION 306,464 310,000 438 ADMINISTRATION/PLANNING CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 310,000 CITY - HUMAN RELATIONS COMMISSION HOUSING ADVOCACY PROGRAM 73,320 CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 61,814 ADMINISTRATION/PLANNING TOTAL: $445,134 PUBLIC SERVICES BLUE HERON THEATRE APPRENTICESHIP & COMMUNITY OUTREACH $2,500 CAREPOINT ADULT,CHILD & FAMILY ASSOCIATION COMMUNITY UNITY I $5,000 EVANSTON COMMUNITY DEFENDER EVANSTON COMMUNITY DEFENDER'S OFFICE 50,000 FIRST BASE/FISHER MEMORIAL AME ZION CHURCH FRESH START - FIRST BASE 4,000 GIRL SCOUTS/ILLINOIS CROSSROADS COUNCIL STUDIO B & NADIE COMO YOUNIQUELY 4,000 INTERFAITH HOUSING CENTER HOMESHARING PROGRAM 15,000 LEGAL ASSISTANCE FOUNDATION/CHICAGO EVANSTON LEGAL SERVICES 9,000 MEALS AT HOME FOOD DELIVERY TO SENIORS AND DISABLED 8,500 MUSIC INSTITUTE OF CHICAGO TAKING MUSIC TO SENIORS 1,496 NORTH SHORE SENIOR CENTER EVANSTON/SKOKIE VALLEY SENIOR SERVICES 24,000 OPEN STUDIO PROJECT ART & ACTION PROGRAM FOR AT RISK YOUTH 3,500 SECOND BAPTIST CHURCH (YAM) Y.A.M. ANNUAL COLLEGE RETREAT 11,455 SHOREFRONT LEGACY PROJECT 9,400 YOUTH JOB CENTER OF EVANSTON YOUTH EMPLOYMENT SUPPORTIVE SERVICES 57,000 YWCA-EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 35,000 CITY - COMMUNITY DEVELOPMENT GRAFFITI TECHNICIAN - GRAFFITI REMOVAL 27,000 CITY - COMMUNITY DEVELOPMENT/PLANNING ADOPT A FANCY CAN 5,000 CITY - POLICE DEPARTMENT SENIOR CRIME PREVENTION PROGRAM 15,000 CITY - HUMAN RELATIONS COMMISSION SUMMER YOUTH EMPLOYMENT ADMINISTRATION 47,000 PUBLIC SERVICES TOTAL: $333,851 HOUSING CITY - COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION 108,500 CITY - COMMUNITY DEVELOPMENT HOUSING CODE COMPLIANCE 300,000 CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 150,000 CITY - COMMUNITY DEVELOPMENT PROGRAM INCOME: REVOLVING LOAN FUND 200,000 CITY - HEALTH/HUMAN SERVICES ADAPTIVE DEVICES FOR ACCESSIBILITY PROGRAM 10,000 City of Evanston Community Development Block Grant 439 PUBLIC IMPROVEMENTS CITY - PARKS/FORESTRY & RECREATION PERRY PARK RENOVATIONS 100,000 CITY - PUBLIC WORKS ALLEY IMPROVEMENT PROGRAM 75,000 CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 65,000 CITY - PUBLIC WORKS ACCESSIBLE (ADA) RAMP & SIDEWALK 50,000 CITY - PUBLIC WORKS/COMMUNITY DEVELOPMENT ALLEY ASSESSMENT ASSISTANCE 40,000 SOUTH EVANSTON NEIGHBORHOOD ASSOC CUSTER IMPROVEMENT PROGRAM 5,000 PUBLIC IMPROVEMENTS TOTAL: $335,000 PUBLIC FACILITIES CHILD CARE CENTER OF EVANSTON PRESCHOOL PLAYGROUND $18,500 FAMILY FOCUS, INC. WEISSBOURD-HOLMES FAMILY FOCUS CENTER - HVAC 30,000 MCGAW YMCA RESIDENCE ELEVATOR REHABILITATION 35,000 WESTSIDE RESIDENTS COUNCIL RESTORATION OF 1817 CHURCH STREET 10,000 YWCA EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 16,000 PUBLIC FACILITIES TOTAL: $109,500 ECONOMIC DEVELOPMENT CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD FACADE IMPROVEMENTS 25,000 ECONOMIC DEVELOPMENT TOTAL: $25,000 COMMUNITY BASED DEVELOPMENT ORGANIZATION EVANSTON COMMUNITY DEVELOPMENT CORP EVANSTON COMMUNITY DEVELOPMENT CORP 55,286 CBDO TOTAL: $55,286 2007-2008 TOTAL ALLOCATION $2,234,271 City of Evanston Community Development Block Grant 440 441 City of Evanston Economic Development Three Year Budget History $1,515,400 $1,769,200$1,498,900 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.94% Economic Development Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Economic Development Full-Time Regular Administrative Secretary 0.30 Full-Time Regular Economic Development Planner 1.00 5300 Total 1.30 Economic Development Fund Total 1.30 442 2005-2006 2006-2007 2006-2007 2007-2008 Actual Appropriation Estimated Appropriation Increase Actual Approved (Decrease) Funds Provided: Operating Revenue Hotel Tax 1,278,559 816,000 1,535,145 1,200,000 384,000$ Amusement Tax 297,830 300,000 229,002 300,000 $0 Total Funds Provided 1,576,389$ 1,116,000$ 1,764,147$ 1,500,000$ 384,000$ Funds Applied: Operating Expenses Economic Development Activities 472,000 465,400 650,000 729,200 263,800$ Transfers to General Fund 376,900 400,000 400,000 390,000 (10,000)$ Transfer to Maple Avenue Garage Fund 650,000 650,000 650,000 650,000 $0 Total Operating Expenses 1,498,900$ 1,515,400$ 1,700,000$ 1,769,200$ 253,800$ Notes on Financial Summary Performance Report on FY 2006-2007 Major Program Objectives Description of Major Activities CITY OF EVANSTON Economic Development Fund Economic Development Activity in 2006-07 included progress in achieving the following objectives: 1. A physical planning process/ master plan has been completed for the West Evanston TIF. 2. 415 Howard (Bristol Development) in the Howard Ridge TIF has been financed, land has been acquired by the developer and construction has commenced. 3. The North Shore Convention and Visitors Bureau has been funded for an additional year. 4. A new business attraction and retention program has been designed and implemented. 5. The West Evanston TIF has been implemented by Cook County and has generated its first increment. 6. The Sherman Plaza project in the Washington National TIF has been completed. 7. Two property inventories have been published and distributed to businesses and brokers. 8. The Technical Review Group has met with Com Ed on two occasions to review reliability performance and to discuss plans for system enhancement. 9. The Church Dodge Corridor has been the focus of a Task Force of city staff, property owners and elected officials determined to reach consensus on development and expedite development implementation. 10. Five neighborhood business districts were funded for a total of $50,000 to enhance business districts. The grant initiatives are now in the implementation phase. 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. 443 CITY OF EVANSTON Economic Development Fund FY 2007-2008 Objectives 2005-2006 2006-2007 2007-2008 2005-06 Actual 2006-07 Actual 2007-08 Projected 12 11 12 8 10 10 4 6 6 Approved Adjustments in the 2007-2008 Budget Number of JRB Meetings Economic Development Committee Meetings Redevelopment Projects Assisted Ongoing Activity Measures 1. Implement the goals and objectives of the West Evanston Tax Increment Financing District 2. Implement the goals of the Redevelopment Agreement for the Bristol Development at 415 Howard Street 3. Revise the Citywide Economic Development Strategy 4. Implement desirable redevelopment of the Tapecoat Property and other vacant or underutilized parcels in West Evanston 5. Design and implement a new business retention and attraction strategy 6. Implement the recommended strategy in the Downtown Visioning Report 7. Review recommended Zoning Ordinance changes to minimize the potential negative impact on economic development potential 8. Continue to fund the North Shore Convention and Visitors Bureau to produce an increase in daytrippers and overnight visitors to Evanston. 9. Collaborate with Evmark to enhance the downtown 10. Initiate physical planning initiatives that provide a consensus building approach to accommodating new desired development. 11. Revise the Downtown Plan and conduct a form based coding project for selected blocks in the Downtown. 444 CITY OF EVANSTON ECON. DEVELOPMENT FUND 5300 2006 -2007 2007 2008- Appropriation Approved 5300 ECON. DEVELOPMENT FUND 61010 REGULAR PAY 99,000 114,000 61060 SEASONAL EMPLOYEES 5,000 5,000 61110 OVERTIME PAY 2,000 1,800 61210 LONGEVITY 1,400 61510 HEALTH INSURANCE 13,300 14,400 61615 LIFE INSURANCE 300 100 61625 AUTO ALLOWANCE 600 61630 SHOE ALLOWANCE 200 200 61710 IMRF 9,100 61725 SOCIAL SECURITY 5,000 61730 MEDICARE 1,500 62130 LEGAL SERVICES - GENERAL 30,000 12,000 62136 REDEVELOPMENT CONSULTING SVCS 75,000 70,000 62185 OTHER CONSULTING SERVICES 150,000 390,000 62235 OFFICE EQUIPMENT MAINT 700 62275 POSTAGE CHARGEBACKS 300 600 62280 OVERNIGHT MAIL CHARGES 100 200 62285 COURIER CHARGES 500 600 62295 TRAINING & TRAVEL 2,000 3,000 62360 MEMBERSHIP DUES 13,000 13,000 62380 COPY MACHINE CHARGES 2,200 1,000 62490 OTHER PROGRAM COSTS 20,000 20,000 62675 INTERDEPT. TRSF.-PENSIONS 10,000 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65095 OFFICE SUPPLIES 500 600 65522 BUSINESS DISTRICT IMPROVEMENTS 50,000 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 1,515,400 1,769,200 445 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Revenue By Source Interest on Investments $11,524 $10,000 $6,352 $10,000 $0 Miscellaneous $47,444 $140,000 $67,152 $30,000 ($110,000) $0 Total Revenues $58,968 $150,000 $73,504 $40,000 ($110,000) Expenditures Housing and Economic Development $174,586 $190,000 $47,300 $30,000 ($160,000) Total Expenditures $174,586 $190,000 $47,300 $30,000 ($160,000) Revenues Over/(Under) Expenditures ($115,618) ($40,000)$26,204 $10,000 $50,000 Description of Major Activities FY 2007-2008 Objectives 2005-2006 2006-2007 2007-2008 Ongoing Activity Measures Actual Actual Projected 2 2 2 2 2 2 Approved Adjustments in the 2007-2008 Budget Number of Housing Units Assisted City of Evanston Housing Fund Summary Number of FIT Households 1. Finance the rehabilitation of three boarded dwellings in West Evanston 2. Assist two Families In Transition projects 3. Fund housing counseling initiatives 4. Provide local match funds for Federal housing grants where appropriate 5. Fund critical housing initiatives which are not eligible for Federal HOME funds 6. Redesign objectives in relation to the new Affordable Housing Tax Fund The Mayor's Special Housing Fund finances the acquisition and rehabilitation of deteriorated residential properties while stimulating neighborhood revitalization. 1. To finance the acquisition and rehabilitation of boarded up structures. 2. To provide funds for the rehabilitation and new construction of affordable housing. 3. To provide funding support for transitional housing. Three Year Budget History $190,000 $30,000 $254,300 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.02% 446 CITY OF EVANSTON HOUSING FUND 5340 2006 -2007 2007 2008- Appropriation Approved 5340 HOUSING FUND 62130 LEGAL SERVICES - GENERAL 1,500 62185 OTHER CONSULTING SERVICES 1,000 62210 PRINTING 100 62295 TRAINING & TRAVEL 300 65095 OFFICE SUPPLIES 300 65505 LAND 29,900 30,000 65510 BUILDINGS 156,900 5340 HOUSING FUND 190,000 30,000 447 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source: Net Property Tax Increment $1,601,206 $1,500,000 $1,500,000 $1,700,000 $200,000 Developer Contribution $0 $5,500,000 $0 $0 ($5,500,000) Downtown II 50% Allocation $845,315 $845,315 $845,315 $0 ($845,315) Interest Income $80,165 $15,000 $70,000 $70,000 $55,000 Total Revenue $2,526,686 $7,860,315 $2,415,315 $1,770,000 ($6,090,315) Expenditures: Series 1997 General Obligation Bonds Principal $195,000 $195,000 $210,000 $220,000 $25,000 Interest $182,140 $182,200 $171,903 $160,878 ($21,322) Other Operating Expense $1,446 $145,000 $50,000 $50,000 ($95,000) Paying Agent Fees on G.O. Bonds on GO Bonds $113,052 $135,000 $135,000 $120,000 ($15,000) Total Expenditures:$491,638 $657,200 $566,903 $550,878 ($106,322) Other Financing Uses Operating Transfers Out: Contribution to other agencies $0 $200,000 $0 $0 ($200,000) Transfer to Sherman Garage $0 $0 $0 $500,000 $500,000 Transfer to General Fund $137,900 $144,800 $144,800 $144,800 $0 Total Other Uses and Transfers Out:$137,900 $344,800 $144,800 $644,800 $300,000 Total Expenditures and Transfers:$629,538 $1,002,000 $711,703 $1,195,678 $193,678 NET $1,897,148 $6,858,315 $1,703,612 $574,322 $7,432,637 Notes for Financial Summary City of Evanston Washington National Special Tax Allocation Debt Service Fund Summary $10,225,200 $1,881,250 $1,195,678 0 2000000 4000000 6000000 8000000 10000000 12000000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.64% 448 City of Evanston Washington National Special Tax Allocation Debt Service Fund Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF District consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on the south and Chicago Avenue on the east) located in the downtown business area of the city. The development project consists of an apartment tower containing approximately 261 units with an attached parking garage. The project also includes a retail food store and other retail units with total square feet of about 33,000 square feet. The city issued $3,840,000 of Series 1997 general obligation TIF bonds for this project of which $3 million was distributed to the developer for eligible tax increment district development costs for the project. The remainder of the funds were used for capitalized interest to pay the debt service and issuance costs of the bonds. The remainder of the debt service will be paid by incremental property tax revenues and sales tax revenues generated from the project. The City issued $29,270,000 in 2005 Series General Obligation Bonds. The funds are allocated as follows: * $9,540,000 pays a portion of the cost of capital improvements * $465,000 pays for additional alley improvemnets * $13,060,000 is allocated to finish constructing the new parking garage at the Sherman Plaza Development * $6,205,000 is allocated for use to refund outstanding GO Bond Series 1998 This separate Debt Service Fund is established in accordance with law and is called the Washington National Special Tax Allocation Debt Service Fund. It will be used to account for the payment of the general obligation debt issued for the District. 449 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Taxes $434,893 $438,200 $438,000 $439,000 $1,000 Interest Income $595 $200 $300 $400 $100 Total Revenue $435,488 $438,400 $438,300 $439,400 $1,100 Expenditures Series 2002C Bonds Principal $265,000 $265,000 $285,000 $295,000 $30,000 Interest $170,563 $170,600 $157,313 $143,063 ($27,537) General Management Support $17,142 $42,000 $500 $500 ($41,500) Total Expenditures $452,705 $477,600 $442,813 $438,563 ($39,037) ( y) Expenditures ($17,217) ($39,200) ($4,513)$837 $40,037 Notes on Financial Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Special Service Area No. 5 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 two bond issues, totaling $5,000,000, are 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 477600 438563430810 0 100000 200000 300000 400000 500000 600000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.23% 450 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Tax Increment $1,351,654 $1,199,900 $1,199,900 $1,250,000 $50,100 Interest Income $120,936 $35,000 $50,000 $40,000 $5,000 Total Revenue $1,472,590 $1,234,900 $1,249,900 $1,290,000 $55,100 Expenditures 1994 Bonds (1999 refinancing portion) Principal $50,000 $55,000 $55,000 $60,000 $5,000 Interest $37,280 $34,600 $34,530 $31,505 ($3,095) 1996 Bonds Principal $345,000 $370,000 $370,000 $390,000 $20,000 Interest $251,340 $234,100 $234,090 $215,590 ($18,510) Operating Transfer to General Fund $128,800 $135,000 $135,000 $135,000 $0 Total Expenditures and Transfers $812,420 $828,700 $828,620 $832,095 $3,395 NET $660,170 $406,200 $421,280 $457,905 $51,705 Notes on Financial Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Southwest II (Howard-Hartrey) Special Tax Allocation Debt Service Fund Summary 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 828700 832095998400 0 200000 400000 600000 800000 1000000 1200000 1400000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.44% 451 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-08 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Tax Increment 576,721 590,000 600,000 600,000 $10,000 Interest Income 21,524 6,000 10,000 10,000 $4,000 Total Revenue $598,245 $596,000 $610,000 $610,000 $14,000 Expenditures Series 2003 GO Bonds (refinanced 1993) Principal 250,000 250,000 285,000 65,000 ($185,000) Interest 42,750 42,800 24,938 4,635 ($38,165) Contribution to Other Agencies 0 0 0 800,000 $800,000 Operating Transfer to General Fund 21,200 23,000 23,000 23,000 $0 Total Expenditures and Transfers $313,950 $315,800 $332,938 $892,635 $576,835 NET $284,295 $280,200 $277,062 ($282,635) ($562,835) Notes on Financial Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Southwest Special Tax Allocation Debt Service Fund Summary The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The TIF District consists of approximately 12 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 315800 892635896825 0 200000 400000 600000 800000 1000000 1200000 1400000 1600000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 0.47% 452 453 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue by Source Net Property Tax Increment 8,918,943 8,737,000 8,737,000 9,052,609 $315,609 Capitalized Interest 354,581 0 0 50,000 $50,000 Bond Proceeds/Premium Discounts 6,684,204 0 0 0 $0 Interest Income 387,206 150,000 225,000 225,000 $0 Total Revenue $16,344,934 $8,887,000 $8,962,000 $9,327,609 $365,609 Transfers In Transfer from Special Assessment Fund 300,500 337,500 337,500 419,215 $81,715 Transfer from General Fund 125,750 129,400 129,400 127,320 ($2,080) Total Transfers $426,250 $466,900 $466,900 $546,535 $79,635 Total - Revenue and Transfers in $16,771,184 $9,353,900 $9,428,900 $9,874,144 $445,244 Expenditures Debt Service - General Obligation Bonds: Escrow Funding 6,626,389 0 0 0 $0 Series 1997 2,158,090 1,925,500 480,900 620,715 $139,815 Series 1998 330,685 484,800 494,640 503,040 $8,400 Series 1999 1,016,110 1,016,110 899,380 913,580 $14,200 Series 2000 D 354,497 350,000 348,000 350,000 $2,000 Series 2002 C 1,389,438 1,389,500 1,389,438 1,332,688 ($56,750) Series 2003 1,959,188 1,877,500 1,787,750 776,120 ($1,011,630) Series 2003 B 582,991 583,000 581,091 583,992 $2,901 Series 2004 750,613 750,700 742,350 748,850 $6,500 Series 2004 B 442,438 442,500 1,812,438 1,741,338 ($71,100) Series 2005 1,120,860 801,600 801,075 890,550 $89,475 Series 2006 0 740,000 784,470 601,580 ($182,890) Series 2007 - Estimated 0 0 0 655,190 $0 Sub-Total $16,731,299 $10,361,210 $10,121,532 $9,717,643 ($403,889) General Management and Support 804 3,000 3,000 3,000 $0 Fiscal Agent Fees 183,826 190,000 190,000 190,000 $0 Total Expenditures $16,915,929 $10,554,210 $10,314,532 $9,910,643 ($403,889) Excess of Revenue Over Expenditures ($144,745) ($1,200,310) ($885,632) ($36,499) $849,133 Notes for Financial Summary City of Evanston Debt Service Fund Summary Three Year Budget History $10,554,210 $9,910,643$9,881,447 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 5.27% 454 City of Evanston Debt Service Fund Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2007 levy, almost of which will be collected in the 2008-09 fiscal year. The expenditures for the general obligation bonds represent debt service payments due in fiscal year 2007-08. 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. 455 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Tax Increment $8,243,850 $9,200,000 $9,200,000 $9,500,000 $300,000 Interest Income $163,760 $50,000 $100,000 $120,000 $70,000 Sales Taxes $250,000 $0 $0 $0 $0 Total Revenue $8,657,610 $9,250,000 $9,300,000 $9,620,000 $370,000 Expenditures Series 1996 Principal $315,000 $315,000 $315,000 $0 ($315,000) Interest $15,750 $15,800 $15,800 $0 ($15,800) Series 2000C Principal $0 $3,465,000 $3,500,000 $3,500,000 $35,000 Interest $326,541 $364,000 $330,000 $364,000 $0 Paying Agent Fees $25,948 $40,000 $40,000 $40,000 $0 Contribution to Other Agency $600,000 $600,000 $600,000 General Management & Support $1,331,146 $600,000 $295,000 $335,000 ($265,000) Total Expenditures $2,014,385 $4,799,800 $5,095,800 $4,839,000 $39,200 Transfers Transfer to General Fund $884,043 $325,000 $325,000 $325,000 $0 Transfer to Maple Ave. Garage Fund $4,500,000 $4,502,000 $4,500,000 $4,600,000 $98,000 Transfer to Sherman Garage $845,315 $845,315 $845,315 $1,872,829 $1,027,514 Total Transfers $6,229,358 $5,672,315 $5,670,315 $6,797,829 $1,125,514 Total Expenditures and Transfers $8,243,743 $10,472,115 $10,766,115 $11,636,829 $1,164,714 NET $413,867 ($1,222,115) ($1,466,115) ($2,016,829) ($794,714) Notes for Financial Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Downtown II Special Tax Allocation Service Fund 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$9,204,315 0 3000000 6000000 9000000 12000000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 6.18% 456 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Tax Increment $106,130 $110,200 $110,200 Interest Income $0 Sales Taxes $0 $0 Total Revenue $0 $0 $106,130 $110,200 $110,200 Expenditures Series 1996 Principal $0 Interest $0 $0 Series 2000C Principal $0 Interest $0 Paying Agent Fees $0 Contribution to Other Agency General Management & Support $15,000 $15,450 $15,450 Total Expenditures $0 $0 $15,000 $15,450 $15,450 Transfers Transfer to General Fund $114,793 $114,793 Transfer to Maple Ave. Garage Fund $0 Transfer to Washington National TIF $0 Total Transfers $0 $0 $0 $114,793 $114,793 Total Expenditures and Transfers $0 $0 $15,000 $130,243 $130,243 NET $0 $0 $91,130 ($20,043) ($20,043) Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Howard/Ridge TIF The TIF District was established in 2004 along Howard Street from Ridge Avenue east to the City limits at the Howard Street CTA station. The Howard Street TIF district encompasses an economically distressed area. Bristol Chicago Development L.L.C. has received approval from the City for construction of a 221 unit rental residential building to be located one block west of the Howard CTA station. Construction is expected to begin in the early summer of 2006. The developer has committed to a minority construction and ancillary services hiring goal of 25%, exceeding the City’s posted voluntary goal by 10%. Additionally, eight employment positions with the developers firm are reserved solely for Evanston residents. The City of Chicago’s Gateway redevelopment project, located on the south side of Howard Street west of the CTA station, (construction of a new CTA station is planned for Howard Street) adds to the improved economic climate in the Howard Street area, which will be further enhanced with the planned construction of a new CTA station at Howard Street. Fund Expenditures as a % of the Total 2008 Budget 0.07% Three Year Fiscal History $0 $130,243 $0 $0 $50,000 $100,000 $150,000 $200,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 457 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Revenue By Source Net Property Tax Increment $20,000 $50,000 $50,000 Interest Income $0 Sales Taxes $0 $0 Total Revenue $0 $0 $20,000 $50,000 $50,000 Expenditures Series 1996 Principal $0 Interest $0 $0 Series 2000C Principal $0 Interest $0 Paying Agent Fees $0 Contribution to Other Agency General Management & Support $15,000 $15,450 $15,450 Total Expenditures $0 $0 $15,000 $15,450 $15,450 Transfers Transfer to General Fund $0 $0 Transfer to Maple Ave. Gar. Fund $0 Transfer to Washington Nat'l TIF $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Expenditures and Transfers $0 $0 $15,000 $15,450 $15,450 NET $0 $0 $5,000 $34,550 $34,550 Notes for Financial Summary Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston West Evanston TIF The West Evanston TIF District # 6 was established in the fall of 2005. The largest portion of the City’s minority population lives in close proximity to this district’s boundaries. Creation of the district was the result of mutual efforts of the City, neighborhood stake holders and organizations; concerned citizens and merchants, both in the neighborhood and throughout the City. Residential dwellings were deliberately excluded from the TIF district boundaries. The land area is comprised primarily of vacant railroad right of way land and vacant or poorly performing commercial/manufacturing space. No significant development has occurred within the boundaries of this district for decades. Fund Expenditures as a % of the Total 2008 Budget 0.01% Three Year Fiscal History $0 $15,450 $0$0 $10,000 $20,000 $30,000 $40,000 $50,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 458 459 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Actual Appropriation Actual Approved Operating Revenue Garage 0 0 779,172 1,002,000 Transfer from Downtown II 0 0 0 1,872,829 Transfer from Washington Nat'l TIF District 0 0 727,500 500,000 Developer Contribution 0 0 2,000,000 Interest Income 0 0 9,231 5,000 Miscellaneous Income 0 0 0 100 Total Revenue:$0 $0 $1,515,903 $5,379,929 Operating Expense Sherman Plaza Garage Activities 0 0 847,910 1,422,600 Transfer to General Fund 0 0 0 42,000 Debt Service 0 0 801,000 4,045,100 Depreciation 0 0 0 1,050,000 Total Operating Expenses:$0 $0 $1,648,910 $6,559,700 NET (Rounded to nearest $100)$0 $0 ($133,000) ($1,179,800) Notes for Financial Summary Description of Major Activities 2005-2006 2006-2007 2007-2008 Ongoing Activity Measures Actual Actual Projected Monthly Monthly Monthly Review of operations expenses with contractor Monthly Monthly Monthly Approved Adjustments in the 2007-2008 Budget Sherman Plaza Garage Fund Summary City of Evanston Review of usage reports with contractor The facility opened in June 2006. The revenue and expense projections are based on less than six months of activities in 2006. Revenue and expenses generally do not normalize for several months from opening. 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 $0 $6,559,700 $0 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 3.49% 460 CITY OF EVANSTON SHERMAN PLAZA GARAGE 6900 2006-2007 2007-2008 Appropriation Approved 6900 SHERMAN PLAZA GARAGE 61062 SPECIAL EVENT SALARIES 10,000 62225 BUILDING MAINTENANCE SERVICES 8,000 62245 OTHER EQUIPMENT MAINT 50,000 62350 FISCAL AGENT SERVICES 100,000 62400 CONTRACT SVC-PARK GARAGE 910,000 62425 ELEVATOR CONTRACT COSTS 30,000 62635 OTHER INSURANCE 42,000 62660 PAYMENTS TO DEVELOPERS 100,000 62705 BANK SERVICE CHARGES 28,000 64005 ELECTRICITY 180,600 65050 BUILDING MAINTENANCE MATERIAL 1,000 68010 DEPRECIATION EXPENSE 1,050,000 68205 CONTINGENCIES 5,000 68305 DEBT SERVICE 4,045,100 Grand Total(s) 6,559,700 461 462 City of Evanston Maple Avenue Garage Fund Three Year Budget History $7,252,100 $6,770,300 $7,017,700 $6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 3.60% Maple Avenue Garage Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Maple Avenue Garage Full-Time Regular Facilities Maint. Worker III 1.00 7000 Total 1.00 Maple Avenue Garage Fund Total 1.00 463 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Actual Appropriation Actual Approved Operating Revenue Garage 1,622,572 1,750,000 1,417,394 1,167,300 Transfer from General Fund (Sales Tax)300,000 0 0 0 Transfer from Economic Development 650,000 650,000 650,000 650,000 Transfer from Downtown II 4,500,000 4,502,000 4,502,000 4,600,000 Interest Income 101,250 5,000 178,215 50,000 Miscellaneous Income 2 5,000 75 0 Total Revenue $7,173,824 $6,912,000 $6,747,684 $6,467,300 Operating Expense Maple Garage Activities 1,382,598 1,469,100 1,296,046 1,337,300 Tax Rebate Agreement 470,733 500,000 489,942 500,000 Transfer to General Fund 40,700 43,000 43,000 43,000 Debt Service 4,400,000 4,550,000 5,593,174 4,200,000 Depreciation 690,000 690,000 684,932 690,000 Total Operating Expense $6,984,031 $7,252,100 $8,107,094 $6,770,300 NET (Rounded to nearest $100)$189,800 ($340,100) ($1,359,400) ($303,000) Notes for Financial Summary Description of Major Activities 2005-2006 2006-2007 2007-2008 Ongoing Activity Measures Actual Actual Projected 12 12 12 Review of operating expenses with contractor 12 12 12 Approved Adjustments in the 2007-2008 Budget Maple Avenue Garage Fund Summary City of Evanston Review of usage reports with contractor The 2000B Bond debt was retired during FY 2006-07. The daily cashiering and operations of the 1,400-space Maple Avenue Self Park are performed under various contracts. A management contractor oversees the daily use of the garage and collects all revenues. A security guard services contractor 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. 464 CITY OF EVANSTON MAPLE AVENUE GARAGE 7000 2006 -2007 2007 2008- Appropriation Approved 7000 MAPLE AVENUE GARAGE 61010 REGULAR PAY 50,000 63,100 61062 SPECIAL EVENT SALARIES 10,000 10,000 61110 OVERTIME PAY 2,000 61510 HEALTH INSURANCE 9,200 9,900 61615 LIFE INSURANCE 100 100 61630 SHOE ALLOWANCE 200 61710 IMRF 5,000 61725 SOCIAL SECURITY 2,600 61730 MEDICARE 800 62225 BLDG MAINTENANCE SERVICES 8,000 62245 OTHER EQMT MAINTENANCE 55,000 50,000 62295 TRAINING & TRAVEL 500 62350 FISCAL AGENT SERVICES 50,000 50,000 62360 MEMBERSHIP DUES 600 62400 CONTRACT SVC-PARK GARAGE 1,075,000 891,100 62425 ELEVATOR CONTRACT COSTS 30,000 30,000 62660 PAYMENTS TO DEVELOPERS 500,000 500,000 62705 BANK SERVICE CHARGES 15,000 28,000 64005 ELECTRICITY 140,000 180,600 64015 NATURAL GAS 1,000 1,000 64505 TELECOMMUNICATIONS - CARRIER L 4,000 4,800 64520 TELECOMMUNICATIONS - LOCAL 4,000 65020 CLOTHING 200 65040 JANITORIAL SUPPLIES 3,000 65045 LICENSING/REGULATORY SUPP 2,500 65050 BLDG MAINTENANCE MATERIAL 4,000 4,000 65095 OFFICE SUPPLIES 100 65115 TRAFFIC CONTROL SUPPLIES 1,000 66132 TRANSFER TO GF-INSURANCE 43,000 43,000 68010 DEPRECIATION EXPENSE 690,000 690,000 68205 CONTINGENCIES 5,000 5,000 68305 DEBT SERVICE 4,550,000 4,200,000 7000 MAPLE AVENUE GARAGE 7,252,100 6,770,300 465 466 City of Evanston Parking System Fund Three Year Budget History $3,692,800 $3,777,600$3,842,100 $2,500,000 $2,700,000 $2,900,000 $3,100,000 $3,300,000 $3,500,000 $3,700,000 $3,900,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 2.01% Parking System Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Parking System Management Full-Time Regular Parking Operations Clerk 3.00 Full-Time Regular Manager, Parking Systems 1.00 Full-Time Regular Parking System Supervisor 1.00 Full-Time Regular Public Works Supervisor 1.00 Full-Time Regular Traffic Engineering Technician 0.50 7005 Total 6.50 Parking Lots & Meters Full-Time Regular Parking Repair Worker 3.00 Full-Time Regular Public Works Crew Leader 1.00 Full-Time Regular Public Works Maint Worker II 4.00 7015 Total 8.00 Parking System Fund Total 14.50 467 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Funds Provided: Operating Revenue Streets and lot meters 1,918,308 2,227,500 2,100,000 2,300,000 72,500 Space rentals 265,597 350,000 300,000 300,000 (50,000) Sherman Avenue Garage 0 0 0 0 0 Church Street Self Park 769,157 771,800 689,314 771,800 0 Interest Income 74,611 74,000 115,945 74,000 0 Parking Tax 0 220,000 85,208 0 (220,000) Miscellaneous Revenues 12,156 11,400 9,237 11,400 0 Total Funds Provided 3,039,829$ 3,654,700$ 3,299,704$ 3,457,200$ (197,500)$ Funds Applied: Operating Expenses Parking System Management 727,126 643,300 596,174 651,500 8,200 Sherman Avenue Garage 0 0 0 0 Parking Lots and Meters 727,134 982,800 847,809 1,007,400 24,600 Church Street Self Park 679,148 730,000 598,670 676,000 (54,000) Total Operating Expenses 2,133,408$ 2,356,100$ 2,042,653$ 2,334,900$ (21,200)$ Other Expenses & Disbursements Parking Debt Service 838,700 838,500 838,500 840,200 1,700 Capital Outlay 0 0 0 0 0 Transfers to General Fund 479,000 498,200 498,200 602,500 104,300 Total Other Expenses and Disbursements 1,317,700$ 1,336,700$ 1,336,700$ 1,442,700$ 106,000$ TOTAL FUNDS APPLIED 3,451,108$ 3,692,800$ 3,379,353$ 3,777,600$ 84,800$ Increase (Decrease) in Working Capital (411,279)$ (38,100)$ (79,649)$ (320,400)$ (282,300)$ Revenue Projections City of Evanston Parking System Fund Summary A modest increase in parking funds associated with streets and meters is anticipated given the 2006 rate increase for long-term meters. The Church Street Self-Park showed a decrease in utilization in 2006 after the new Sherman Garage opened and some Church parkers shifted to Sherman. However, that trend has reversed itself over the first six months after Sherman opened and Church is expected to maintain 2006-2007 revenue levels. Revenues from the Maple Self Park and Sherman Plaza Self Park are identified in the budgets for these TIF programs. Upon expiration of the TIF for each garage, those revenues and expenses will be incorporated into the Parking System Fund budget. 468 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Actual Appropriation Actual Approved Expenditures 7005 - Parking System Management 727,126 643,300 596,174 651,500 7010 - Sherman Avenue Garage 0 0 0 0 7015 - Parking Lots and Meters 727,134 982,800 847,809 1,007,400 7025 - Church Street Self Park 679,148 730,000 598,670 676,000 7030 - Sherman Avenue Garage Bonds 164,100 164,900 164,900 165,400 7035 - Church Street Debt Service 674,600 673,600 667,142 674,800 7050 - Parking Fund Transfers 479,000 498,200 498,200 517,200 Total Expenditures 3,451,108$ 3,692,800$ 3,372,895$ 3,692,300$ Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives 2007-2008 Department Initiatives 2007-2008 Department Initiatives City of Evanston Parking System Fund Summary 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 evaluate and propose a better lighting system for the Church St. Self Park will be 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 (garages) 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. 469 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 operations 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 2007-2008 Objectives • Complete an Engineering study to review structural condition of parking garages and develop program of repairs and cost estimates by September 15, 2007. • Evaluate multi-space parking meter systems for on-street application by October 15, 2007. • Develop and implement new parking lot space rental software for invoicing and tracking permits by January 1, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Parking Studies Performed 8 15 10 Parking lot inspections 12 12 12 Quarterly billing schedules for lot permits 4 4 4 Residential permit applications processed 9,289 10,000 10,000 Evanston Vehicle Stickers sold 4,984 5,000 5,000 Avg. No. of sick days used per employee 7 7 7 Total days lost due to work related injury 0 0 0 Approved Adjustments in 2007-2008 Budget 470 CITY OF EVANSTON PARKING SYSTEM MGT 7005 2006 -2007 2007 2008- Appropriation Approved 7005 PARKING SYSTEM MGT 61010 REGULAR PAY 382,300 388,100 61060 SEASONAL EMPLOYEES 5,500 5,500 61110 OVERTIME PAY 5,900 3,500 61210 LONGEVITY 3,200 61510 HEALTH INSURANCE 59,800 64,400 61615 LIFE INSURANCE 650 600 61630 SHOE ALLOWANCE 100 100 61710 IMRF 30,900 61725 SOCIAL SECURITY 16,500 61730 MEDICARE 4,900 62210 PRINTING 100 100 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 1,300 2,200 62295 TRAINING & TRAVEL 5,000 5,000 62305 RENTAL OF AUTO-FLEET SER 39,100 39,100 62320 TELEPHONE CHARGEBACKS 2,000 2,000 62360 MEMBERSHIP DUES 800 800 62380 COPY MACHINE CHARGES 2,000 1,000 62431 ARMORED CAR SERVICES 60,000 66,000 62675 INTERDEPT. TRSF.-PENSIONS 61,400 64540 TELECOMMUNICATIONS - WIRELESS 4,200 6,000 65045 LICENSING/REGULATORY SUPP 6,000 4,500 65095 OFFICE SUPPLIES 1,500 1,500 68205 CONTINGENCIES 5,500 5,500 7005 PARKING SYSTEM MGT 643,250 651,500 471 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 approximately 2400 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. FY 2007-2008 Objectives • Install multi-meter systems in 2 off-street lots by December 15, 2007. • Redesign and replace parking lot identification signage by December 15, 2007. . Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Meters installed or relocated within system 45 1,400 50 Meters removed from system 35 20 10 Meters checked/repaired/batteries replaced 2,756 2,700 1,900 Meters converted (rate/time changes) 78 500 20 Preventive maintenance to meters/locks 1,650 2,500 4,000 Meter hooding requests 181 250 200 Installation of speed bumps in alleys 50 50 50 Avg. number sick days used/employee 7 6 6 Approved Adjustments in 2007-2008 Budget 472 CITY OF EVANSTON PARKING LOTS & METERS 7015 2006 -2007 2007 2008- Appropriation Approved 7015 PARKING LOTS & METERS 61010 REGULAR PAY 413,200 435,200 61060 SEASONAL EMPLOYEES 26,400 26,400 61110 OVERTIME PAY 7,700 7,700 61210 LONGEVITY 6,500 61510 HEALTH INSURANCE 73,600 79,200 61615 LIFE INSURANCE 800 800 61630 SHOE ALLOWANCE 1,000 1,000 61710 IMRF 34,700 61725 SOCIAL SECURITY 19,600 61730 MEDICARE 5,900 62230 IMPROVEMENT MAINT SERVICE 15,000 15,000 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62305 RENTAL OF AUTO-FLEET SER 72,700 72,700 62375 RENTALS 172,200 172,300 62675 INTERDEPT. TRSF.-PENSIONS 66,600 64005 ELECTRICITY 16,000 16,000 65005 AGRI/BOTANICAL SUPPLIES 6,400 6,400 65020 CLOTHING 1,600 1,600 65040 JANITORIAL SUPPLIES 1,400 1,400 65050 BLDG MAINTENANCE MATERIAL 3,500 2,000 65070 OFFICE/OTHER EQT MTN MATL 12,000 12,000 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 66132 TRANSFER TO GF-INSURANCE 83,000 83,000 68205 CONTINGENCIES 6,700 5,000 7015 PARKING LOTS & METERS 982,800 1,007,400 473 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 for cashiering and management are performed by a contractor. Security guard services are also provided 24 hours per day, 365 days per year by a security contractor. General cleaning and maintenance are provided by the management contractor. 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 portion of the total costs of this contract. FY 2007-2008 Objectives • Install new revenue control equipment for pay-on-foot transactions by November 15, 2007. • Using a consultant, complete structural evaluation, design repairs, and design new lighting system by November 30, 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Review daily sales reports weekly 52 52 52 Monthly facility inspections 12 12 12 Test emergency generator monthly 48 36 12 Review contractor's monthly revenue/use reports 12 12 120 Approved Adjustments in 2007-2008 Budget 474 CITY OF EVANSTON CHURCH STREET GARAGE 7025 2006 -2007 2007 2008- Appropriation Approved 7025 CHURCH STREET GARAGE 62135 ARCHITECTURAL SERVICES 10,000 10,000 62245 OTHER EQMT MAINTENANCE 15,000 12,000 62375 RENTALS 6,000 6,800 62400 CONTRACT SVC-PARK GARAGE 240,000 62425 ELEVATOR CONTRACT COSTS 12,000 12,000 62440 OVERHEAD DOOR CONTRACT COSTS 2,000 62450 PARKING GARAGE MANAGEMENT FEES 367,000 543,500 64005 ELECTRICITY 60,000 73,200 64505 TELECOMMUNICATIONS - CARRIER L 13,200 13,200 65050 BLDG MAINTENANCE MATERIAL 1,500 500 65070 OFFICE/OTHER EQT MTN MATL 200 65085 MINOR EQUIPMENT & TOOLS 200 65090 SAFETY EQUIPMENT 100 66132 TRANSFER TO GF-INSURANCE 2,300 2,300 68205 CONTINGENCIES 500 2,500 7025 CHURCH STREET GARAGE 730,000 676,000 475 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 2007-2008 Budget 476 CITY OF EVANSTON SHERMAN AVE GARAGE BONDS 7030 2006 -2007 2007 2008- Appropriation Approved 7030 SHERMAN AVE GARAGE BONDS 68305 DEBT SERVICE 164,900 165,400 7030 SHERMAN AVE GARAGE BONDS 164,900 165,400 477 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 2007-2008 Budget 478 CITY OF EVANSTON CHURCH/CHICAGO GARAGE 7035 2006 -2007 2007 2008- Appropriation Approved 7035 CHURCH/CHICAGO GARAGE 68305 DEBT SERVICE 673,600 674,800 7035 CHURCH/CHICAGO GARAGE 673,600 674,800 479 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 Director of Public Works, Deputy Director of Public Works, Traffic Engineering, and Streets & Sanitation. Approved Adjustments in 2007-2008 Budget 480 CITY OF EVANSTON TRANSFERS 7050 2006 -2007 2007 2008- Appropriation Approved 7050 TRANSFERS 62685 REIMB. GF FOR ADMIN. EXP 470,600 489,400 66134 TRAN TO GF- PARKING LOT MAINT.27,600 27,800 7050 TRANSFERS 498,200 517,200 481 City of Evanston Water Fund Three Year Budget History $13,548,200 $13,702,800$13,690,600 $12,000,000 $12,500,000 $13,000,000 $13,500,000 $14,000,000 $14,500,000 $15,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 7.20% Water Fund Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Water General Support Full-Time Regular Superintendent, Water/Sewer 1.00 Full-Time Regular Asst Super of W/S Operations 1.00 Full-Time Regular Asst Superintendent, W/S Admin 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular GIS Analyst 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 14.00 482 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 Fac Maint 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 43.00 483 Financial Summary FUNDS PROVIDED: Operating Revenues - Water Sales Evanston 6,706,600 6,588,000 5,889,500 6,263,900 (324,100) Skokie 3,018,800 3,196,500 2,961,100 3,175,300 (21,200) Northwest Commission 3,750,200 3,566,700 3,584,900 3,719,600 152,900 Total - Water Sales: 13,475,600 13,351,200 12,435,500 13,158,800 (192,400) Other Revenues Investment Earnings 167,200 50,000 50,000 50,000 0 Property Sales and Rentals 139,600 151,600 151,600 158,900 7,300 Phosphate Sales 65,400 55,000 38,000 30,500 Fees and Merchandise Sales 68,800 45,000 70,000 70,000 25,000 Fees and Outside Work 78,700 50,000 80,000 80,000 30,000 Bond Reserve Transfer 145,800 0 Total - Other Sales: 665,500 351,600 389,600 389,400 37,800 TOTAL FUNDS PROVIDED: 14,141,100 13,702,800 12,825,100 13,548,200 (154,600) FUNDS APPLIED: Operating Expenses General Support 633,200 720,500 700,000 782,100 61,600 Pumping 1,869,700 1,991,300 1,991,300 2,264,900 273,600 Filtration 1,735,800 2,077,000 2,000,000 2,053,200 (23,800) Distribution 1,189,100 1,313,400 1,313,400 1,406,100 92,700 Meter Maintenance 308,200 321,100 321,100 328,400 7,300 Other Operating Expenses 847,500 857,100 857,100 868,600 11,500 Total Operating Expenses: 6,583,500 7,280,400 7,182,900 7,703,300 422,900 Other Expenses and Disbursements Debt Service 1,042,400 615,100 615,100 613,700 (1,400) Capital Outlay 94,900 104,100 104,100 102,100 (2,000) Transfers: Transfer to Reserves 2,877,200 3,009,600 162,300 2,435,500 (574,100) Transfer to General Fund 145,800 162,300 162,300 162,300 0 Transfer to General Fund - ROI 2,531,300 2,531,300 2,531,300 2,531,300 0 Transfer to Sewer Fund 0 Total Other Expenses & Disbursements & Transfers: 6,691,600 6,422,400 3,575,100 5,844,900 (577,500) TOTAL FUNDS APPLIED: 13,275,100 13,702,800 10,758,000 13,548,200 (154,600) Increase (Decrease) in Capital: 866,000 0 2,067,100 0 0 Increase (Decrease) 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation City of Evanston Water Fund Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Increase (Decrease) 484 City of Evanston Water Fund Financial Summary Revenue Projections The 2007-2008 Water Fund Revenues are projected to remain fairly stable. The amount of water sales estimated in 2007-2008 is consistent with the projections in the Cost of Service Study that was recently completed. This indicates a slight decline in Evanston and Skokie revenues from the revenues received in the 2005-2006 drought year but an increase over the actual revenues that are estimated to receive in the current 2006-07 fiscal year... The revenues from the Northwest Water Commission assume using the current rate structure. The amount of water sales to the Northwest Water Commission is projected to be slightly less than the sales from the 2005-2006 fiscal years during the drought conditions. Notes for Financial Summary The 2007-08 Budget Requests includes funding for a plumbing inspector position. The cost would be split between the water and sewer funds. The financial impact in 2007/08 will be minimal as we do not envision being able to hire for the position until October 2007 when the construction on the Water Plant Administration Offices has been completed and we have space for the employee to work from. Water Sales in the current 2006-07 fiscal year are not projected to reach the budget targets. The cool wet summer resulted in substantially lower water sales to Evanston residents as well as the Village of Skokie and the Northwest Water Commission. Performance Report on FY 2006-2007 Major Program Objectives (6 month) During FY 2006-2007, the Water Division has continued to work on a number of capital improvement projects as well as the continued maintenance and operations of the facilities. Staff has been working closely with the architects in the development of the detailed specifications to expand the Water Division Administration Building and the Filtration Workshop as well as rehabilitate the 1895 suction well. The bid-opening is scheduled for April 2007 and City Council approved the award for construction on April 23, 2007. The Pumping Division has been extremely busy maintaining the equipment essential to providing the water quantity and pressure throughout the system. Division Personnel assisted the contractor in the successful replacement of the Low Lift Pumping unit #7. This pump went on line in August 2006. Division personnel have also upgraded the controls on the Low Lift #4 engine, completely overhauled the #3 high lift right angle gear drive, upgraded the controls Low Lift #5 and installed a 24 inch ball valve on the pump discharge. The Filtration Division installed new digital scales under the alum and polymer day tanks to improve our ability to track the amount of chemical feed. Staff also installed 24 head – loss transmitters on the west filter control panels. These transmitters provide essential data to the water plant operators on the condition of the filter and help to determine when to take the filter off line for cleaning. Distribution Division staff has installed new water main on Payne Street and on Hayes Street between Crawford and Prospect. This new main replaces 6” deteriorated pipe with 8” ductile iron improving the hydraulics of the area and eliminating maintenance problems. Division personnel have also been extremely busy making repairs and replacements that are needed in advance of this year’s extremely aggressive street resurfacing program. 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 approximately 5,000 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. 2007-2008 Department Initiatives • 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 initiative is to continue vigilantly monitoring the quality and quantity of water provided. • In 2007-08 we will be conducting a comprehensive review the water and sewer ordinance fees with the goal of recommending changes to the code consistent with industry standards. • 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. 485 City of Evanston Water Fund 7100 – Administration Description of Major Activities The administrative staff consists of the superintendent, two assistant superintendents, an executive secretary, and one-half of the salary for the GIS analyst. 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 oversee the construction and facilitate the temporary office move during the expansion of the Administration building by February 28, 2008. • To review the Water & Sewer systems sections of the City Code, including those related to fees, and recommend changes to make the code consistent with industry standards by February 28, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Average sick days per employee 5.40 4.00 5.00 Total workdays lost due to injury 2.00 2.00 5.00 Approved Adjustments in 2007-2008 Budget 486 CITY OF EVANSTON WATER GENERAL SUPPORT 7100 2006 -2007 2007 2008- Appropriation Approved 7100 WATER GENERAL SUPPORT 61010 REGULAR PAY 373,600 394,900 61060 SEASONAL EMPLOYEES 20,800 18,700 61510 HEALTH INSURANCE 41,400 44,600 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 1,200 1,800 61630 SHOE ALLOWANCE 300 300 61710 IMRF 31,500 61725 SOCIAL SECURITY 17,000 61730 MEDICARE 5,100 62210 PRINTING 8,000 8,000 62215 PHOTOGRAPHERS/BLUEPRINTS 1,200 1,200 62235 OFFICE EQUIPMENT MAINT 6,100 6,100 62245 OTHER EQMT MAINTENANCE 10,000 10,000 62275 POSTAGE CHARGEBACKS 3,000 3,000 62295 TRAINING & TRAVEL 20,000 20,000 62305 RENTAL OF AUTO-FLEET SER 49,700 49,700 62315 POSTAGE 2,500 2,500 62320 TELEPHONE CHARGEBACKS 10,300 62360 MEMBERSHIP DUES 6,000 5,000 62380 COPY MACHINE CHARGES 300 300 62420 MWRD FEES 6,500 6,900 62463 WATER MAINTENANCE CONTRACTS 2,500 2,500 62675 INTERDEPT. TRSF.-PENSIONS 59,100 64015 NATURAL GAS 58,300 110,000 64505 TELECOMMUNICATIONS - CARRIER L 5,000 5,000 64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 600 3,900 65020 CLOTHING 7,000 7,000 65040 JANITORIAL SUPPLIES 1,600 1,600 65050 BLDG MAINTENANCE MATERIAL 2,000 2,000 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 720,500 782,100 487 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 master 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 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 over leased telephone lines 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 • Disassemble, inspect, and make all necessary repairs and replace worn parts on Low Lift Pumping Units #9 and #8 by February 28, 2008. • Upgrade the North and South suction well traveling screen wash water pumps to improve operations by February 28, 2008. • Install four (4) upgraded motor protection devices to enhance communications and further protect equipment by February 28, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Weekly inspections of Skokie booster station and Evanston standpipes 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 18 17 17 Approved Adjustments in 2007-2008 Budget 488 CITY OF EVANSTON PUMPING 7105 2006 -2007 2007 2008- Appropriation Approved 7105 PUMPING 61010 REGULAR PAY 674,000 714,700 61060 SEASONAL EMPLOYEES 4,800 4,800 61110 OVERTIME PAY 26,400 21,900 61210 LONGEVITY 5,600 61510 HEALTH INSURANCE 101,200 108,900 61615 LIFE INSURANCE 1,100 1,100 61630 SHOE ALLOWANCE 1,400 1,500 61710 IMRF 57,000 61725 SOCIAL SECURITY 30,800 61730 MEDICARE 9,200 62230 IMPROVEMENT MAINT SERVICE 8,000 8,000 62245 OTHER EQMT MAINTENANCE 9,100 9,100 62360 MEMBERSHIP DUES 300 400 62675 INTERDEPT. TRSF.-PENSIONS 115,600 64005 ELECTRICITY 948,800 1,185,000 64015 NATURAL GAS 33,200 36,500 64505 TELECOMMUNICATIONS - CARRIER L 3,000 4,800 64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100 65020 CLOTHING 800 800 65035 PETROLEUM PRODUCTS 10,000 11,200 65040 JANITORIAL SUPPLIES 1,800 1,800 65050 BLDG MAINTENANCE MATERIAL 2,300 2,300 65055 MATER. TO MAINT. IMP.400 400 65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000 65085 MINOR EQUIPMENT & TOOLS 2,000 2,000 65090 SAFETY EQUIPMENT 1,000 1,000 7105 PUMPING 1,991,300 2,264,900 489 City of Evanston Water Fund 7110 – Filtration Division Description of Major Activities The Water Filtration element provides supervision for the operation of 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 related systems to provide reliable service. The buildings and grounds assigned are also maintained by division personnel. 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 • Improve chlorine feed accuracy by replacing four ton cylinder scales by February 28, 2008. • Increase the reliability of turbidity measurements by replacing four on-line turbidity meters in the laboratory by February 28, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Clean and inspect settling basins and slow mix equipment 2 2 2 Underground chemical storage tanks cleaned and inspected 7 7 7 Wash Water pumps inspected and maintained 4 4 4 Filters inspected and probed annually 24 24 24 Billion gallons treated per year 17 17 17 Approved Adjustments in 2007-2008 Budget 490 CITY OF EVANSTON FILTRATION 7110 2006 -2007 2007 2008- Appropriation Approved 7110 FILTRATION 61010 REGULAR PAY 861,900 877,400 61110 OVERTIME PAY 23,500 18,000 61210 LONGEVITY 16,500 61510 HEALTH INSURANCE 128,800 138,600 61615 LIFE INSURANCE 1,400 1,400 61630 SHOE ALLOWANCE 1,600 1,700 61710 IMRF 69,900 61725 SOCIAL SECURITY 37,600 61730 MEDICARE 11,200 62245 OTHER EQMT MAINTENANCE 4,900 4,900 62360 MEMBERSHIP DUES 300 300 62420 MWRD FEES 425,000 425,000 62465 OUTSIDE LABARATORY COSTS (HLTH 7,000 13,000 62675 INTERDEPT. TRSF.-PENSIONS 139,900 64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100 65005 AGRI/BOTANICAL SUPPLIES 1,000 1,000 65015 CHEMICALS 300,000 300,000 65020 CLOTHING 1,000 1,000 65030 PHOSPHATE CHEMICALS 100,000 55,000 65035 PETROLEUM PRODUCTS 1,800 1,800 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 2,077,000 2,053,200 491 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 for contractors; snow plowing assigned parking lots; removal of snow around hydrants; and the on-the- job training of personnel. FY 2007-2008 Objectives • Install a new 6" inch water main on Noyes Street between Crawford and Prospect by October 2007. • Insure that all necessary repairs and replacements to the water distribution assets are done prior to all street resurfacing by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of hydrants repaired 34 79 70 Number of hydrants replaced 32 19 25 Number of water main breaks repaired 78 53 90 Number of water services repaired 19 34 30 Number of valves replaced/installed new 46 33 40 New Water Services installed 74 79 50 Approved Adjustments in 2007-2008 Budget 492 CITY OF EVANSTON DISTRIBUTION 7115 2006 -2007 2007 2008- Appropriation Approved 7115 DISTRIBUTION 61010 REGULAR PAY 567,100 621,400 61060 SEASONAL EMPLOYEES 4,800 4,800 61110 OVERTIME PAY 60,900 63,200 61210 LONGEVITY 10,200 61510 HEALTH INSURANCE 101,200 108,900 61615 LIFE INSURANCE 1,100 1,100 61630 SHOE ALLOWANCE 1,400 1,400 61710 IMRF 49,500 61725 SOCIAL SECURITY 28,800 61730 MEDICARE 8,700 62225 BLDG MAINTENANCE SERVICES 3,500 3,500 62230 IMPROVEMENT MAINT SERVICE 53,600 48,600 62245 OTHER EQMT MAINTENANCE 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 232,000 232,000 62360 MEMBERSHIP DUES 100 200 62415 DEBRIS/REMOVAL CONTRACTUAL COS 30,100 50,000 62675 INTERDEPT. TRSF.-PENSIONS 99,300 64540 TELECOMMUNICATIONS - WIRELESS 2,000 4,000 65020 CLOTHING 1,600 1,600 65050 BLDG MAINTENANCE MATERIAL 1,200 1,200 65055 MATER. TO MAINT. IMP.142,800 156,300 65070 OFFICE/OTHER EQT MTN MATL 3,500 3,500 65085 MINOR EQUIPMENT & TOOLS 3,200 3,200 65090 SAFETY EQUIPMENT 1,000 1,000 7115 DISTRIBUTION 1,313,400 1,406,100 493 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 condition 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 2007-2008 Objectives • Continue to replace 300 of the older style residential meters (Trident 8s) which were installed in 1985 with newer style meters that include leak detectors and better resolution for meter reading by February 28, 2008. • Perform 1000 field inspections of service locations to enable precise mapping of water services into the GIS system by February 28, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected New Meters installed with MTU devices 115 75 100 Final Bills processed for payment at time of transfer 993 767 1,000 Special trash pickup fees added to water bills 2,166 1,927 2,200 Meter exchanges by meter shop 265 312 300 Number of inspections to investigate problems 155 230 240 Number of MTU Repairs 285 357 450 Number of Underground Utility Locations Performed 3,329 4,997 3,300 Approved Adjustments in 2007-2008 Budget 494 CITY OF EVANSTON WATER METER MAINTENANCE 7120 2006 -2007 2007 2008- Appropriation Approved 7120 WATER METER MAINTENANCE 61010 REGULAR PAY 151,900 158,000 61110 OVERTIME PAY 1,100 1,100 61210 LONGEVITY 2,700 61510 HEALTH INSURANCE 27,600 29,700 61615 LIFE INSURANCE 300 300 61630 SHOE ALLOWANCE 100 100 61710 IMRF 12,600 61725 SOCIAL SECURITY 6,700 61730 MEDICARE 2,000 62210 PRINTING 800 900 62245 OTHER EQMT MAINTENANCE 8,300 9,800 62305 RENTAL OF AUTO-FLEET SER 49,500 49,500 62360 MEMBERSHIP DUES 100 100 62675 INTERDEPT. TRSF.-PENSIONS 23,900 64540 TELECOMMUNICATIONS - WIRELESS 5,500 2,900 65070 OFFICE/OTHER EQT MTN MATL 52,000 52,000 7120 WATER METER MAINTENANCE 321,100 328,400 495 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 2007-2008 Budget 496 CITY OF EVANSTON OTHER OPERATIONS 7125 2006 -2007 2007 2008- Appropriation Approved 7125 OTHER OPERATIONS 62235 OFFICE EQUIPMENT MAINT 22,000 34,000 62315 POSTAGE 17,000 17,000 62350 FISCAL AGENT SERVICES 500 62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000 62460 WTR/SWR BILL EPAYMENT CONTRACT 2,000 2,000 62680 TRANSFER TO GF-DATA PROC 90,700 90,700 62685 REIMB. GF FOR ADMIN. EXP 484,000 484,000 65080 MERCHANDISE FOR RESALE 35,000 35,000 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 857,100 868,600 497 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 2007-2008 Budget 498 CITY OF EVANSTON WATER CAPITAL OUTLAY 7130 2006 -2007 2007 2008- Appropriation Approved 7130 WATER CAPITAL OUTLAY 65555 PERSONAL COMPUTER EQUIPMENT 16,000 4,500 65625 FURNITURES & FIXTURES 13,400 65702 WATER GENERAL PLANT 74,700 97,600 7130 WATER CAPITAL OUTLAY 104,100 102,100 499 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 2007/08 Capital Improvement Program. Funds are transferred to the General Fund as a return on investment. Approved Adjustments in 2007-2008 Budget 500 CITY OF EVANSTON TRANSFER TO GF-ROI 7160 2006 -2007 2007 2008- 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 2,531,300 501 CITY OF EVANSTON TRANSFER TO DEP.,IMP.,EXT 7165 2006 -2007 2007 2008- Appropriation Approved 7165 TRANSFER TO DEP.,IMP.,EXT 66020 TRANSFERS TO OTHER FUNDS 3,009,600 2,435,500 7165 TRANSFER TO DEP.,IMP.,EXT 3,009,600 2,435,500 502 CITY OF EVANSTON TRANSFER TO GEN FUND-OPER 7180 2006 -2007 2007 2008- Appropriation Approved 7180 TRANSFER TO GEN FUND-OPER 66140 TRANSFER TO GF- OPERATING CASH 162,300 162,300 7180 TRANSFER TO GEN FUND-OPER 162,300 162,300 503 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 2007/08 debt service 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 2007/08 debt service payment on the issue is $297,600. Approved Adjustments in 2007-2008 Budget 504 CITY OF EVANSTON WATER DEBT SERVICE 7200 2006-2007 2007-2008 Appropriation Approved 7245 1999 WATER REV BONDS D.S. 320,900 316,100 7250 2002 WATER REVENUE BONDS D.S. 294,200 297,600 Grand Total(s) 615,100 613,700 505 City of Evanston Sewer Fund Three Year Budget History $17,191,300 $16,649,000 $16,442,300 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 8.74% Sewer Fund Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 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 2.00 Full-Time Regular Water/Sewer Crew Leader 5.00 Full-Time Regular Sewer Supervisor 1.00 7400 Total 14.00 Sewer Fund Total 14.00 506 Financial Summary 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Funds Provided: Sewer Service Charge Operations 3,709,500 2,705,300 1,460,900 1,824,200 ($881,100) Capital Improvement Account 1,313,700 998,800 998,800 1,048,800 $50,000 Debt Service 11,003,800 12,794,900 12,794,900 12,735,000 ($59,900) Total Sewer Service Charge $16,027,000 $16,499,000 $15,254,600 $16,292,300 ($206,700) Other Revenues Investment Earnings 300,900 150,000 150,000 150,000 $0 Transfer from Water Fund $0 Total Other Revenues $300,900 $150,000 $150,000 $150,000 $0 TOTAL FUNDS PROVIDED $16,327,900 $16,649,000 $15,404,600 $16,442,300 ($206,700) 2006-2007 2005-2006 2006-2007 Estimated 2007-2008 Increase Actual Appropriation Actual Appropriation (Decrease) Funds Applied: Operating Expenses Sewer Operations 1,504,600 1,633,700 1,633,700 1,839,200 $205,500 Other Operating Expenses 423,300 1,190,500 443,300 641,300 ($549,200) Capital Outlay 22,800 31,100 31,100 178,000 $146,900 Total Operating Expenses $1,950,700 $2,855,300 $2,108,100 $2,658,500 ($196,800) Capital Expenses Capital Improvement Account 1,313,700 998,800 998,800 1,048,800 $50,000 Total Capital Expenses $1,313,700 $998,800 $998,800 $1,048,800 $50,000 Debt Service Expenses Debt Service 11,003,800 12,794,900 12,794,900 12,735,000 ($59,900) Total Debt Service Expenses $11,003,800 $12,794,900 $12,794,900 $12,735,000 ($59,900) TOTAL FUNDS APPLIED $14,268,200 $16,649,000 $15,901,800 $16,442,300 ($206,700) INCREASE (DECREASE) IN CAPITAL $2,059,700 $0 ($497,200) $0 $0 Notes for Financial Summary Revenue Projections CITY OF EVANSTON Sewer Fund Summary 2007-2008 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. 507 CITY OF EVANSTON Sewer Fund Summary Performance Report on FY 2006-2007 Major Program Objectives 2007-2008 Department Initiatives During FY 2006-2007, construction on the Long Range Sewer Improvement Program continued. New storm sewer was installed in the Colfax/Bryant area to alleviate flooding conditions. Work was completed on the Phase X, Contract A & B projects. The Phase X projects were located in the area south of Davis Street, east of Hinman, and north of South Blvd. They involved the installation of relief sewers and some portions of water main followed by the installation of flow restrictors in catchbasins. Also, as a part of these contracts, work was completed to install reief sewers and some new water main in the area east of the high school, between Davis and Greenwood. Construction began this spring 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. The Sewer Division crews cleaned over 3700 structures during fiscal year 2006-2007. They have inspected 193 drainage structures, replaced 37 structures and installed 7 new structures. Crews have made 13 spot repairs to sewer mains. Over 756 inspections were made during rain events to the monitor the sewer system. • In 2007-08 we will be conducting a comprehensive review of the water and sewer ordinance fees with the goal of recommending changes to the code consistent with industry standards. • The division continues to increase the number of catch basins cleaned by in-house crews, reducing the among to cleaning that was previously contracted for. • In 2007-08 the Division will be working with facilities management to move toward making data available to crews in the field electronically and to pilot the use of wireless technology in the field to increase efficiencies in operations. 508 4,169,500 CCF Operating and Maintenance Capital Debt Service User Charge User Charge User Charge Operating and Maintenance Costs: Capital Costs: Debt Service Costs: $2,658,500 $1,048,800 $12,735,000 Investment Income: $20,000 O & M Charge Per CCF: Capital Charge per CCF: Debt Service Charge per CCF: $0.64 $0.25 $3.05 Total User Charge Through 8/31/05: $3.94 CALCULATIONS OPERATING USER CHARGE = CAPITAL USER CHARGE = DEBT SERVICE CHARGE = TOTAL USER CHARGE = (Debt Service Charge) + (Operating & Maintenance Charge) + (Capital Charge) City of Evanston (Operating Costs) - (Investment Income) (Metered Water Usage (Capital Costs) Sewer Fund Estimated Meter Water Usage in One Hundred Cubic Feet (CCF) for Evanston Customers: 2007-2008 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 2007-2008 budget is $3.94 per one hundred (100) cubic feet of water consumed. Metered Water Usage (Debt Service Costs Metered Water Usage 509 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, either on a routine basis, in known trouble areas, or when lines are obstructed or backed up due to a pipe failure. This element also provides cleaning, repairing and replacing of catch basins and manholes; replaces old sewer pipes that have deteriorated; and adjusts frames and grates on street resurfacing projects. 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 • To oversee the rehabilitation of ten (10) manholes with the CIPP lining process to significantly extend the useful life of the structures by February 28, 2008. • To complete 15 sewer spot repairs with in-house equipment and crews by February 28, 2008. • To televise 30,000' of large diameter sewer with in-house equipment and crews by February 28, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Repairs to manholes, basins, and inlets 166 193 165 Basins and inlets cleaned 587 3,700 3,000 Number of feet of sewer pipe rodded 22,768 40,227 25,000 Approved Adjustments in 2007-2008 Budget 510 CITY OF EVANSTON SEWER MAINTENANCE 7400 2006 -2007 2007 2008- Appropriation Approved 7400 SEWER MAINTENANCE 61010 REGULAR PAY 787,900 854,800 61060 SEASONAL EMPLOYEES 4,800 4,800 61110 OVERTIME PAY 32,600 27,600 61210 LONGEVITY 9,800 61510 HEALTH INSURANCE 128,800 143,600 61615 LIFE INSURANCE 1,400 1,200 61630 SHOE ALLOWANCE 1,600 1,600 61710 IMRF 68,100 61725 SOCIAL SECURITY 37,000 61730 MEDICARE 11,100 62230 IMPROVEMENT MAINT SERVICE 19,000 19,000 62245 OTHER EQMT MAINTENANCE 3,500 3,500 62295 TRAINING & TRAVEL 6,000 6,000 62305 RENTAL OF AUTO-FLEET SER 258,600 258,600 62315 POSTAGE 17,000 17,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 47,000 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 200,000 225,000 64540 TELECOMMUNICATIONS - WIRELESS 1,800 1,800 65015 CHEMICALS 2,000 2,000 65020 CLOTHING 1,600 1,600 65040 JANITORIAL SUPPLIES 400 400 65055 MATER. TO MAINT. IMP.89,400 64,400 65070 OFFICE/OTHER EQT MTN MATL 5,000 5,000 65085 MINOR EQUIPMENT & TOOLS 3,500 3,500 65090 SAFETY EQUIPMENT 1,000 1,000 68205 CONTINGENCIES 800 800 7400 SEWER MAINTENANCE 1,633,700 1,839,200 511 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 2007-2008 Budget 512 CITY OF EVANSTON SEWER OTHER OPERATIONS 7410 2006 -2007 2007 2008- Appropriation Approved 7410 SEWER OTHER OPERATIONS 62110 AUDITING 2,500 2,500 62235 OFFICE EQUIPMENT MAINT 8,000 62421 NPDES FEES - SEWER 21,000 21,000 62675 INTERDEPT. TRSF.-PENSIONS 129,800 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 747,200 319,800 66132 TRANSFER TO GF-INSURANCE 108,400 108,400 66139 TRAN TO GF - WORKERS COMP.39,400 39,400 7410 SEWER OTHER OPERATIONS 1,190,500 641,300 513 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 2007-2008 Budget 514 CITY OF EVANSTON CAPITAL OUTLAY 7415 2006 -2007 2007 2008- Appropriation Approved 7415 CAPITAL OUTLAY 65555 PERSONAL COMPUTER EQUIPMENT 22,000 65625 FURNITURES & FIXTURES 9,100 178,000 7415 CAPITAL OUTLAY 31,100 178,000 515 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of feet of sewer replaced by contract 577 960 2,000 Number of feet of sewer pipeline reconstructed using a liner 4,247 0 3,500 Number of catch basins and manholes replaced by contract 19 23 20 Number of catch basins and manholes rehabilitated 15 64 15 Approved Adjustments in 2007-2008 Budget 516 CITY OF EVANSTON SEWER IMPROVEMENTS 7420 2006 -2007 2007 2008- Appropriation Approved 7420 SEWER IMPROVEMENTS 62461 SEWER MAINTENANCE CONTRACTS 250,000 250,000 65515 OTHER IMPROVEMENTS 625,000 675,000 66138 TRAN TO GF- PUB.WORKS SUPPORT 123,800 123,800 7420 SEWER IMPROVEMENTS 998,800 1,048,800 517 City of Evanston Sewer Fund 7490 – Sewer Debt Service Description of Major Activities The Long Range Sewer Improvement Program is comprised of nearly $200 million dollars 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 2006/2007 is anticipated to be $12,794,900. A summary of the debt service is provided below: In 1991, the City entered into a loan agreement with the Illinois Environmental Protection Agency (IEPA) for Phase I of the planned long-range improvements as outlined in the Sewer System Facilities Plan Report. In 1992, G.O. 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. The Phase III IEPA loan agreement was provided in three separate agreements: Main Street, Contract A, and Contract B. The Phase IV IEPA loan agreement 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 2002 and loan repayments began in the 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. For Phase IX, Contract A, IEPA loan funds have been received and repayment began during the 2004-2005 fiscal year. Phase X, Contract A and Contract B were funded primarily through the IEPA. Repayment of Phase X, Contract A began in fiscal year 2005-2006. Repayment of Phase X, Contract B is anticipated to begin in the 2006-2007 fiscal year. The debt repayment amounts anticipated in 2007/08 for loans associated with the sewer construction in Phase IX - Contract A, Phase X - Contract A and Phase X Contract B are estimated. The annual loan repayment amounts will not be finalized on these projects until the loan has been closed out with the IEPA. Approved Adjustments in 2007-2008 Budget 518 Description and Justification 2006-2007 Approved 2007-2008 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 1,966,100 1,967,100 7515 Debt Service Series 1994 G.O. Bonds 1,043,000 1,023,100 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 232,700 232,700 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 & Phase VII C 545,200 545,200 (Loan No. L17-1068) City of Evanston Sewer Fund 7500-7600 - Sewer Debt Service FY 2007-2008 Budget Justification 519 Description and Justification 2006-2007 Approved 2007-2008 Approved City of Evanston Sewer Fund 7500-7600 - Sewer Debt Service FY 2007-2008 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 153,700 153,700 (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 255,700 257,100 (Loan No. L17-1193) 7622 Debt Service IEPA Loan - Phase IX, Contract A 314,300 330,500 (Loan No. L17-0894) 7623 Debt Service IEPA Loan - Phase X, Contract A 527,700 527,700 (Loan No. L17-0895) 7616 Debt Service IEPA Loan - Phase X, Contract B 442,000 383,400 (Loan No. L17-1452 12,794,900 12,735,000Totals 520 City of Evanston Fleet Service Fund Three Year Budget History $5,158,100 $4,399,300 $4,880,400 $4,000,000 $4,200,000 $4,400,000 $4,600,000 $4,800,000 $5,000,000 $5,200,000 $5,400,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 2.34% Fleet Service Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE General Support Full-Time Regular Superintendent, Admin Services 1.00 Full-Time Regular Auto Shop Supervisor 2.00 7705 Total 3.00 Major Maintenance Full-Time Regular Equipment Mechanic III 9.00 Full-Time Regular Equipment Parts Technician 1.00 Full-Time Regular Lead Mechanic 1.00 Full-Time Regular Auto Service Worker 1.00 7710 Total 12.00 Fleet Service Fund Total 15.00 521 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Funds Provided: Charges for Service General Fund 4,055,400 4,317,800 4,317,800 4,317,800 -$ Parking Fund 105,000 111,800 111,800 111,800 -$ Water Fund 311,000 331,200 331,200 331,200 -$ Sewer Fund 242,900 258,600 258,600 258,600 -$ Total Charges for Service 4,714,300$ 5,019,400$ 5,019,400$ 5,019,400$ -$ Other Revenue -$ Sale of Surplus Property 152,196 125,000 130,800 150,000 25,000$ Damage to City Property 18,912 35,000 37,100 35,000 -$ Transfer from General Fund 0 0 300,000 Total Other Revenue 171,108$ 160,000$ 467,900$ 185,000$ 25,000$ TOTAL FUNDS PROVIDED 4,885,408$ 5,179,400$ 5,487,300$ 5,204,400$ 25,000$ 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Funds Applied: Operating Expenses General Support 449,342 508,200 500,800 373,200 (135,000)$ Major Maintenance 2,498,691 2,417,000 2,672,400 3,010,100 593,100$ Vehicle Body Maintenance 201,662 191,900 218,600 0 (191,900)$ Total Operating Expense 3,149,694$ 3,117,100$ 3,391,800$ 3,383,300$ 266,200$ Other Expenses & Disbursements -$ Capital Outlay 2,264,663 2,041,000 1,424,250 1,016,000 (1,025,000)$ Total Other Expenses & Disbursements 2,264,663$ 2,041,000$ 1,424,250$ 1,016,000$ (1,025,000)$ TOTAL FUNDS APPLIED 5,414,357$ 5,158,100$ 4,816,050$ 4,399,300$ (758,800)$ Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives City Of Evanston Fleet Services Fund Summary The Fleet Service Fund continues to operate with cash and all issued debt has been retired since Fiscal Year 2004-2005. Beginning in FY 2007-2008, expenditures previously associated with the Vehicle Body Maintenance category (7715) will be captured under the Major Maintenance category (7710). As a result, some increases in the Major Maintenance expenditures in the final 2007-2008 budget reflect this combination of categories rather than actual budget request increases. For funding levels through FY 2006-2007, please consult budget documents from prior years. A $300,000 transfer from the General Fund approved by Council in February 2007 is included in this financial summary. 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 repainted prior to December 2006. 522 City Of Evanston Fleet Services Fund Summary 2007-2008 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 523 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 2007-2008 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 2007 • Complete purchase of all programmed vehicles and equipment before January 2008 • Conduct internal analysis of operations to identify potential improvements in the provision of service Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Computer training hours per employee 2 2 5 Safety training hours per person 3 3 4 Specifications written for new vehicles 19 18 18 Annual average number of occasional sick days used per employee 1 2 1 Approved Adjustments in 2007-2008 Budget 524 CITY OF EVANSTON GENERAL SUPPORT 7705 2006 -2007 2007 2008- Appropriation Approved 7705 GENERAL SUPPORT 61010 REGULAR PAY 364,200 235,000 61110 OVERTIME PAY 21,000 21,000 61210 LONGEVITY 3,600 61510 HEALTH INSURANCE 46,000 29,700 61615 LIFE INSURANCE 500 300 61625 AUTO ALLOWANCE 1,800 1,800 61630 SHOE ALLOWANCE 400 400 61710 IMRF 18,700 61725 SOCIAL SECURITY 14,600 61730 MEDICARE 3,400 62205 ADVERTISING 1,200 1,200 62235 OFFICE EQUIPMENT MAINT 3,000 3,000 62245 OTHER EQMT MAINTENANCE 300 300 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 2,000 2,000 62340 COMPTER LICENSE & SUPP 30,000 62360 MEMBERSHIP DUES 1,200 1,200 62675 INTERDEPT. TRSF.-PENSIONS 60,900 64505 TELECOMMUNICATIONS - CARRIER L 1,000 1,000 64540 TELECOMMUNICATIONS - WIRELESS 1,200 1,500 65010 BOOKS, PUBLICATIONS, MAPS 500 1,500 65095 OFFICE SUPPLIES 2,500 2,500 68205 CONTINGENCIES 200 200 7705 GENERAL SUPPORT 508,200 373,200 525 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. Beginning in Fiscal Year 2007-2008, the category of Vehicle Body Maintenance (7715) is combined with Major Maintenance. Objectives and activity measures from Vehicle Body Maintenance are included below. FY 2007-2008 Objectives • Order all vehicles scheduled for replacement by January 2008 • 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 all mechanics and supervisors to use fleet management software to improve operations • 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 2007 • Repair all snowplows prior to October 2007 • Sandblast and repaint steel spreaders as needed prior to October 2007 • Sandblast and repaint all small snowplows prior to October 2007 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 7,900 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 2007-2008 Budget 526 CITY OF EVANSTON MAJOR MAINTENANCE 7710 2006 -2007 2007 2008- Appropriation Approved 7710 MAJOR MAINTENANCE 61010 REGULAR PAY 678,900 675,200 61110 OVERTIME PAY 21,800 21,800 61210 LONGEVITY 6,900 61510 HEALTH INSURANCE 110,400 118,800 61615 LIFE INSURANCE 1,200 1,200 61630 SHOE ALLOWANCE 1,600 1,600 61710 IMRF 53,800 61725 SOCIAL SECURITY 41,900 61730 MEDICARE 9,800 62235 OFFICE EQUIPMENT MAINT 4,000 62240 AUTOMOTIVE EQMP MAINT 60,000 60,000 62245 OTHER EQMT MAINTENANCE 20,000 20,000 62295 TRAINING & TRAVEL 2,000 2,000 62320 TELEPHONE CHARGEBACKS 4,100 62355 LAUNDRY/OTHER CLEANING 14,700 14,700 62375 RENTALS 3,000 62401 BODY MAINTENANCE CONTRACTS 90,000 62675 INTERDEPT. TRSF.-PENSIONS 110,600 65010 BOOKS, PUBLICATIONS, MAPS 1,000 65015 CHEMICALS 11,000 11,500 65020 CLOTHING 1,500 1,000 65035 PETROLEUM PRODUCTS 650,000 972,000 65040 JANITORIAL SUPPLIES 500 300 65055 MATER. TO MAINT. IMP.4,000 4,000 65060 MATER. TO MAINT. AUTOS 535,000 700,000 65065 TIRES & TUBES 100,000 105,000 65070 OFFICE/OTHER EQT MTN MATL 3,000 65085 MINOR EQUIPMENT & TOOLS 6,500 7,700 65090 SAFETY EQUIPMENT 1,000 1,500 65550 AUTOMOTIVE EQUIPMENT 75,000 85,000 68205 CONTINGENCIES 200 400 7710 MAJOR MAINTENANCE 2,417,000 3,010,100 527 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 2007-2008 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 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of retired vehicles meeting or exceeding life span 41 22 18 Approved Adjustments in 2007-2008 Budget 528 CITY OF EVANSTON CAPITAL OUTLAY 7720 2006 -2007 2007 2008- Appropriation Approved 7720 CAPITAL OUTLAY 62375 RENTALS 16,000 62402 VEHICLE LEASE CHARGES 13,000 65550 AUTOMOTIVE EQUIPMENT 2,041,000 987,000 7720 CAPITAL OUTLAY 2,041,000 1,016,000 529 City of Evanston Insurance Fund Three Year Budget History $3,350,000 $2,050,500$1,900,500 $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 Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 1.78% Insurance Fund Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Insurance Full-Time Regular Risk Manager 1.00 7800 Total 1.00 Insurance Fund Total 1.00 530 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Actual Appropriation Actual Approved Revenue By Source Charges for Services - General Fund 1,900,000 1,900,000 1,900,000 1,900,000 Miscellaneous 6,360 0 112,722 0 Transfer In 3,300,000 0 5,000,000 2,000,000 Investment Income 27,010 10,000 57,343 40,000 Total Revenues $5,233,370 $1,910,000 $7,070,065 $3,940,000 Expenditures Liability Claims 1,571,371 500,000 1,604,227 1,625,000 Workman's Compensation Claims 1,537,442 400,000 1,522,040 1,525,000 Administration 161,687 1,150,500 210,712 200,000 Total Expenditures $3,270,500 $2,050,500 $3,336,979 $3,350,000 Notes for Financial Summary Description of Major Activities FY 2007-2008 Objectives Approved Adjustments in 2007-2008 Budget City of Evanston Insurance Fund Summary • 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 Financial Summary includes a $2 million transfer from the Water Fund. 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. 531 CITY OF EVANSTON INSURANCE FUND 7800 2006 -2007 2007 2008- Appropriation Approved 7800 INSURANCE FUND 61010 REGULAR PAY 100,000 114,400 61510 HEALTH INSURANCE 12,000 9,900 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 500 500 61710 IMRF 9,100 61725 SOCIAL SECURITY 4,700 61730 MEDICARE 1,400 62130 LEGAL SERVICES - GENERAL 230,000 230,000 62255 SETTLEMENT COSTS - WORKERS COM 400,000 400,000 62260 SETTLEMENT COSTS - LIABILITY 500,000 1,772,000 62275 POSTAGE CHARGEBACKS 1,000 1,000 62295 TRAINING & TRAVEL 1,000 1,000 62320 TELEPHONE CHARGEBACKS 1,000 1,000 62360 MEMBERSHIP DUES 500 500 62380 COPY MACHINE CHARGES 600 600 62605 OTHER CHARGES 150,000 150,000 62615 INSURANCE PREMIUM 650,000 650,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65095 OFFICE SUPPLIES 500 500 65125 OTHER COMMODITIES 2,000 2,000 7800 INSURANCE FUND 2,050,500 3,350,000 532 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Additions: Net Property Tax Levy $3,229,900 $3,735,000 $3,735,000 $4,174,300 $439,300 Personal Property Replacement Tax $186,700 $187,000 $187,000 $187,000 $0 Interest on Investments $965,300 $500,000 $1,566,400 $518,800 $18,800 Participants Contributions $744,000 $740,000 $809,800 $870,200 $130,200 Total Additions to Net Assets $5,125,900 $5,162,000 $6,298,200 $5,750,300 $588,300 Deductions: Current Pensions and Refunds $4,046,400 $3,900,000 $4,282,483 $4,381,500 $481,500 Administrative Expense $179,500 $100,000 $220,788 $155,600 $55,600 Reserve for Future Payments $900,000 $1,162,000 $1,794,929 $1,213,200 $51,200 Total Deductions to Net Assets $5,125,900 $5,162,000 $6,298,200 $5,750,300 $588,300 Revenue Projections Description of Major Activities Approved Adjustments in the 2007-2008 Budget City of Evanston Fire Pension Fund Summary 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 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. Based on actuarial calculations. Three Year Budget History $5,162,000 $5,750,300 $4,714,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000 $6,000,000 Appropriation Appropriation Approved 2005/06 2006/07 2007/08 Fund Expenditures as a % of the Total 2008 Budget 3.06% 533 Financial Summary 2006-2007 2007-2008 2005-2006 2006-2007 Estimated Appropriation Increase Actual Appropriation Actual Approved (Decrease) Additions Property Tax Levy $4,088,000 $4,148,000 $4,148,000 $4,636,500 $488,500 Personal Property Replacement Tax $204,800 $153,500 $153,500 $153,500 $0 Plan Member Contributions $1,020,300 $1,175,000 $1,130,800 $1,204,600 $29,600 Miscellaneous Revenue $0 $7,000 $0 $0 $0 Net Investment Income $1,517,700 $500,000 $1,746,700 $878,200 $378,200 Total Additions to Net Assets $6,830,800 $5,983,500 $7,179,000 $6,872,800 $889,300 Deductions Benefits & Refunds of Contributions $5,793,300 $5,316,000 $6,391,200 $6,348,400 $1,032,400 Reserve for Future Payments $901,900 $567,500 $632,600 $394,700 ($172,800) Administrative Expense $135,600 $100,000 $155,200 $129,700 $29,700 Total Deductions to Net Assets $6,830,800 $5,983,500 $7,179,000 $6,872,800 $889,300 Revenue Projections Description of Major Activities Approved Adjustments in the 2007-2008 Budget Police Pension Fund Summary City of Evanston 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. Actuarial determined by property tax contribution. Three Year Budget History $5,983,500 $6,872,800 $5,888,500 $2,500,000 $3,500,000 $4,500,000 $5,500,000 $6,500,000 $7,500,000 Appropriation 2005/06 Appropriation 2006/07 Approved 2007/08 Fund Expenditures as a % of the Total 2008 Budget 3.65% 534 POSITION INFORMATION 535 536 City of Evanston General Fund Position Charts Positions General Fund Only Last Five Fiscal Years 784.18 771.17 784.99 775.55 762.03 700.00 710.00 720.00 730.00 740.00 750.00 760.00 770.00 780.00 790.00 800.00 2003-04 2004-05 2005-06 2006-07 2007-08 Fiscal Year Po s i t i o n s Position Distribution General Fund Only 28.63% 14.39% 14.06% 0.13%1.78% 1.04% 3.44% 0.00% 4.67% 0.13% 3.85% 8.65% 0.00% 15.03% 0.91% 3.31% City Council City Clerk City Manager's Office Management, Business & Info. Systems Legal Department Human Resources Finance Facilities Management Community Development Police Fire Health and Human Services Public Works Human Relations Library Parks Forestry & Recreation 537 City of Evanston All Funds Position Charts Positions All Funds Last Five Fiscal Years 858.78 871.30 883.24 866.97 881.43 800.00 810.00 820.00 830.00 840.00 850.00 860.00 870.00 880.00 890.00 900.00 2003-04 2004-05 2005-06 2006-07 2007-08 Fiscal Year Po s i t i o n s Position Distribution All Funds 25% 13% 13% 0% 2% 5% 2%2% 1% 2% 1% 3% 0% 4% 0% 3% 8% 0% 13% 1% 3% City Council City Clerk City Manager's Office Management, Business & Info. Systems Legal Department Human Resources Finance Facilities Management Community Development Police Fire Health and Human Services Public Works Human Relations Library Parks Forestry & Recreation Parking Systems Fund Water Fund Sewer Fund Fleet Service All Other Funds 538 2007-2008 DEPARTMENT / DIVISION SUMMARY 2003-04 2004-05 2005-06 2006-07 2007-08 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 2.00 1.00 (1.00) 1505 City Manager's Office 5.25 5.25 5.25 5.25 6.70 1.45 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 0.00 1.00 1.00 1530 Youth Services Division 0.00 0.00 0.00 0.00 1.00 1.00 1535 Sustainability Grant 0.00 0.00 0.00 0.00 1.00 1.00 1540 Summer Youth Employment Program 0.00 0.00 0.00 0.00 0.50 0.50 1545 Human Relations Commission 0.00 0.00 0.00 0.00 2.50 2.50 Subtotal City Manager's Office 6.25 6.25 6.25 6.25 13.70 7.45 1605 Administration 4.00 4.00 6.00 5.00 3.00 (2.00) 1615 Information Systems 11.00 12.00 12.00 12.00 13.50 1.50 1620 Geographic Information System 3.00 3.00 3.00 3.00 3.00 0.00 1625 Administrative Adjudication 3.80 3.80 3.80 3.80 3.00 (0.80) 1630 Project Management Office 0.00 0.00 0.00 0.00 3.00 3.00 Subtotal Management, Business & Information Systems 21.80 22.80 24.80 23.80 25.50 1.70 1705 Legal Department 6.00 7.00 7.00 7.00 7.00 0.00 1705 Human Resources General Support 7.00 7.00 7.00 8.00 8.00 0.00 1905 Finance General Support 2.00 2.00 2.00 2.00 3.00 1.00 1910 Revenue Division 8.50 8.00 10.00 10.00 10.00 0.00 1915 Payroll 3.50 3.00 3.00 3.00 2.00 (1.00) 1920 Accounting 6.00 6.00 6.00 5.00 6.00 1.00 1925 Purchasing and Accounts Payable 4.50 5.50 5.50 5.50 3.50 (2.00) 1930 Budget 0.00 0.00 0.00 0.00 2.00 2.00 Subtotal Finance 24.50 24.50 26.50 25.50 26.50 1.00 2005 Facilities Management General Support 2.34 2.34 2.34 2.34 0.00 (2.34) 2010 Construction and Repair 16.00 16.00 16.00 16.00 0.00 (16.00) 2015 Mail and Information Services 2.00 2.00 0.00 0.00 0.00 0.00 2020 Custodial Maintenance 2.00 2.10 2.10 2.20 0.00 (2.20) 2025 Emergency Service and Disaster Agency 0.66 0.66 0.66 0.66 0.00 (0.66) Subtotal Facilities Management 23.00 23.10 21.10 21.20 0.00 (21.20) 2101 Community Development Administration 2.00 2.00 2.00 2.00 2.00 0.00 2105 Planning & Support 5.00 5.00 5.00 5.00 5.00 0.00 2110 Zoning Analysis and Support 5.00 5.00 5.00 5.00 0.00 (5.00) 2115 Housing Code Compliance 7.00 8.00 8.00 8.00 8.00 0.00 GENERAL FUND DEPARTMENTS FY 2007-2008 PERSONNEL FULL-TIME EQUIVALENT TOTALS 539 2007-2008 DEPARTMENT / DIVISION SUMMARY 2003-04 2004-05 2005-06 2006-07 2007-08 Difference FY 2007-2008 PERSONNEL FULL-TIME EQUIVALENT TOTALS 2120 Housing Rehabilitation 3.00 3.00 3.00 3.00 3.00 0.00 2125 Building Code Compliance 12.00 13.00 13.00 13.00 0.00 (13.00) 2130 Building & Zoning 0.00 0.00 0.00 0.00 18.00 18.00 Subtotal Community Development 34.00 36.00 36.00 36.00 36.00 0.00 2205 Police Administration 5.00 5.00 5.00 5.00 4.00 (1.00) 2210 Patrol Operations 89.00 91.00 91.00 94.00 94.00 0.00 2215 Criminal Investigations 17.00 18.00 18.00 18.00 18.00 0.00 2225 Victim/Witness Youth Outreach 6.00 7.00 7.00 7.00 7.00 0.00 2230 Juvenile Bureau 10.00 10.00 10.00 10.00 10.00 0.00 2235 School Community Liaison Bureau 4.00 4.00 4.00 4.00 4.00 0.00 2240 Police Records 11.50 11.50 12.50 12.50 11.50 (1.00) 2245 Communications Bureau 15.00 15.00 15.00 15.00 15.00 0.00 2250 Service Desk Bureau 12.00 14.00 15.00 14.00 15.00 1.00 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 Neighborhood Enforcement Team (N.E.T.)15.00 15.00 15.00 15.00 15.00 0.00 2270 Traffic Bureau 9.00 8.00 8.00 8.00 8.00 0.00 2275 Community Strategies Bureau 3.80 2.50 2.50 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 213.80 217.50 219.50 221.75 220.75 (1.00) 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 5.00 0.00 2315 Fire Suppression 101.00 101.00 102.00 103.00 103.00 0.00 Subtotal Fire 109.00 109.00 110.00 111.00 111.00 0.00 2407 Health Services Administration 3.00 3.00 3.00 3.00 3.00 0.00 2410 Laboratory 1.50 1.50 1.50 1.50 0.50 (1.00) 2415 Family Health 10.35 9.55 9.55 10.40 3.44 (6.96) 2420 Infectious Disease Control 4.19 3.75 3.75 3.75 1.91 (1.84) 2425 Dental Services 3.30 3.25 3.25 3.25 3.25 0.00 2430 Adult Health 2.00 2.10 2.10 2.10 1.43 (0.67) 2435 Food and Environmental Health 6.30 7.00 7.00 7.00 7.00 0.00 2440 Vital Records 2.40 2.65 2.65 2.65 2.65 0.00 2450 Community Intervention Services 3.50 3.50 3.50 3.50 3.50 0.00 2455 Mental Health Administration 1.50 1.50 1.50 1.50 1.50 0.00 2530 Commission on Aging 1.50 1.50 1.50 1.50 1.50 0.00 Subtotal Health and Human Services 39.54 39.30 39.30 40.15 29.68 (10.47) 2605 Director of Public Works 2.00 2.00 2.50 2.50 2.50 0.00 2610 Municipal Service Center 1.00 1.00 1.00 1.00 2.00 1.00 2620 E.D.O.T. Administration 2.00 2.00 2.00 2.00 2.00 0.00 2625 City Engineer 8.00 8.50 8.50 8.00 9.00 1.00 2630 Traffic Engineering 3.00 3.00 4.00 3.50 3.50 0.00 2635 Traffic Signs 3.00 3.00 3.00 3.00 3.00 0.00 2640 Traffic Signals and Streetlight Maintenance 5.00 5.00 5.00 5.00 5.00 0.00 2645 Parking Enforcement & Tickets 17.00 17.00 17.00 17.00 16.00 (1.00) 2665 Streets & Sanitation Administration 5.00 5.00 5.50 5.50 5.50 0.00 540 2007-2008 DEPARTMENT / DIVISION SUMMARY 2003-04 2004-05 2005-06 2006-07 2007-08 Difference FY 2007-2008 PERSONNEL FULL-TIME EQUIVALENT TOTALS 2670 Street and Alley Maintenance 15.00 14.00 13.00 13.00 15.00 2.00 2675 Street Cleaning 7.00 8.00 8.00 8.00 6.00 (2.00) 2685 Refuse Collection and Disposal 16.00 15.75 15.75 15.75 14.75 (1.00) 2695 Yard Waste Collection and Disposal 6.00 6.00 6.00 6.00 4.00 (2.00) 2697 Facilities Administration 0.00 0.00 0.00 0.00 4.20 4.20 2699 Construction and Repair 0.00 0.00 0.00 0.00 16.00 16.00 Subtotal Public Works 90.00 90.25 91.25 90.25 108.45 18.20 2705 Human Relations Commission 2.67 2.67 2.67 2.67 0.00 (2.67) 2710 Housing Advocacy 1.33 1.33 1.33 1.33 0.00 (1.33) Subtotal Human Relations 4.00 4.00 4.00 4.00 0.00 (4.00) 2805 Children's Services 7.46 7.46 7.46 7.46 7.46 0.00 2810 Reader's Services 7.44 7.44 7.44 7.44 8.94 1.50 2815 Reference Services and Periodicals 9.66 9.66 9.66 9.66 9.66 0.00 2820 Circulation 15.00 15.00 15.00 15.01 15.01 0.00 2825 North Branch 2.98 2.98 2.98 2.98 2.98 0.00 2830 South Branch 2.30 2.30 2.30 2.30 2.30 0.00 2835 Technical Services 13.19 13.64 14.17 14.17 12.17 (2.00) 2840 Library Maintenance 3.64 3.64 3.64 3.64 3.64 0.00 2845 Library Administration 4.53 4.53 4.53 4.53 4.53 0.00 Subtotal Library 66.20 66.65 67.18 67.19 66.69 (0.50) 3005 Recreation Management and General Support 2.50 2.50 3.00 3.00 3.00 0.00 3010 Recreation Business and Fiscal Management 4.00 4.00 3.00 4.00 3.00 (1.00) 3015 Communications and Marketing Services 1.70 1.75 1.75 1.75 1.75 0.00 3020 Recreation General Support 3.00 3.00 2.50 2.00 2.00 0.00 3030 Robert Crown Community Center 7.17 9.40 9.40 9.40 8.40 (1.00) 3035 Chandler Community Center 6.87 7.25 7.25 6.50 6.50 0.00 3040 Fleetwood-Jourdain Community Center 6.75 7.20 7.20 7.00 7.00 0.00 3045 Fleetwood-Jourdain Community Theater 1.70 1.40 1.40 1.00 1.00 0.00 3055 Levy Senior Center 7.55 9.40 10.10 11.20 11.20 0.00 3080 Beaches 1.50 1.50 1.25 1.25 1.25 0.00 3085 Recreation Facility Maintenance 6.75 7.00 7.00 7.00 7.00 0.00 3095 Crown Ice Rink 9.29 9.75 9.75 9.45 9.45 0.00 3100 Sports Leagues 1.27 0.05 0.05 0.05 0.05 0.00 3110 Tennis 0.00 0.00 0.00 0.40 0.40 0.00 3130 Special Recreation 1.60 2.80 3.05 2.00 2.00 0.00 3140 Bus Program 1.30 0.75 0.75 0.75 0.75 0.00 3150 Park Service Unit 0.57 1.00 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 15.00 14.00 (1.00) 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 3525 Tree Planting 2.25 2.25 2.25 2.25 2.25 0.00 3605 Ecology Center 4.90 5.05 5.05 5.05 5.05 0.00 541 2007-2008 DEPARTMENT / DIVISION SUMMARY 2003-04 2004-05 2005-06 2006-07 2007-08 Difference FY 2007-2008 PERSONNEL FULL-TIME EQUIVALENT TOTALS 3700 Arts Council 0.75 0.75 0.80 0.80 0.80 0.00 3710 Noyes Cultural Arts Center 3.89 4.35 5.75 5.75 4.75 (1.00) 3720 Cultural Arts Programs 3.13 2.60 2.80 2.80 2.80 0.00 Subtotal Recreation, Parks and Forestry 113.94 119.20 121.30 119.90 115.90 (4.00) TOTAL - GENERAL FUND 762.03 775.55 784.18 784.99 771.17 (13.82) 5150 Emergency Telephone System 4.00 4.00 4.00 4.00 4.00 0.00 5220 Community Development 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 1.45 1.30 (0.15) 5800 Downtown II TIF Fund 0.00 0.00 0.00 1.00 0.00 (1.00) 7000 Maple Avenue Garage 0.00 0.00 1.00 1.00 1.00 0.00 7005 Parking System Management 6.00 6.00 6.00 6.50 6.50 0.00 7015 Parking Lots and Meters 7.00 7.00 8.00 8.00 8.00 0.00 Subtotal Parking Systems 13.00 13.00 14.00 14.50 14.50 0.00 7100 Water General Support 4.50 4.50 4.50 4.50 4.00 (0.50) 7105 Water Pumping 12.00 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 10.50 11.00 0.50 7120 Water Meter Maintenance 3.00 3.00 3.00 3.00 3.00 0.00 Subtotal Water 44.00 43.00 43.00 43.00 43.00 0.00 7400 Sewer Maintenance 14.00 14.00 13.50 14.00 14.00 0.00 7705 Fleet Services General Support 5.00 5.00 5.00 5.00 3.00 (2.00) 7710 Major Maintenance 12.00 12.00 12.00 12.00 12.00 0.00 Subtotal Fleet Service 17.00 17.00 17.00 17.00 15.00 (2.00) 7800 Insurance Fund 1.30 1.30 1.30 1.30 1.00 (0.30) TOTAL - OTHER FUNDS 96.75 95.75 97.25 99.25 95.80 (3.45) GRAND TOTAL - ALL FUNDS 858.78 871.30 881.43 884.24 866.97 (17.27) OTHER FUNDS 542 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments City Council City Council Full-Time Regular Mayor 0.00 0.00 Full-Time Regular Alderman 0.00 0.00 Full-Time Regular Administrative Secretary 1.00 1.00 1300 Total 1.00 1.00 0.00 City Council Total 1.00 1.00 0.00 City Clerk City Clerk Full-Time Regular City Clerk 0.00 0.00 Full-Time Regular Clerk III 1.00 -1.00 Position Eliminated Full-Time Regular Deputy City Clerk 1.00 1.00 1400 Total 2.00 1.00 -1.00 City Clerk Total 2.00 1.00 -1.00 City Manager Full-Time Regular City Manager 1.00 1.00 Full-Time Regular Administrative Secretary 0.70 0.70 Full-Time Regular Assistant City Manager 0.70 2.00 1.30 Add of 1.0 during FY06-07, and re-allocation of existing staff Full-Time Regular Assistant to the City Manager 1.85 2.00 0.15 Re-allocation of existing staff Full-Time Regular Executive Assistant 1.00 1.00 1505 Total 5.25 6.70 1.45 Public Information Full-Time Regular Community Information Coord 1.00 1.00 1510 Total 1.00 1.00 0.00 Emergency Management Operations Full-Time Regular Emergency Mgmt. Coordinator 1.00 1.00 New Position 1520 Total 0.00 1.00 1.00 Youth Services Division Full-Time Regular Youth Coordinator 1.00 1.00 New Position 1530 Total 0.00 1.00 1.00 Sustainability Grant Full-Time Regular Sustainable Programs Coord. 1.00 1.00 New Position 1535 Total 0.00 1.00 1.00 Summer Youth Employment Program Full-Time Regular Human Relations Specialist 0.50 0.50 Human Relations re-organization (2705, 2710) 1540 Total 0.00 0.50 0.50 Human Relations Commission Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 Human Relations re-organization (2705, 2710) Full-Time Regular Human Relations Specialist 1.50 1.50 Human Relations re-organization (2705, 2710) 1545 Total 0.00 2.50 2.50 City Manager's Office Total 6.25 13.70 7.45 BIS Administration Full-Time Regular Mgmt & Budget Admin Assistant 1.00 1.00 Full-Time Regular Director, Mgmt & Budget 1.00 1.00 Full-Time Regular Management Analyst 3.00 1.00 -2.00 2 of 3 positions moved w/ Budget Division to Finance (1930) 1605 Total 5.00 3.00 -2.00 Information Systems Management Full-Time Regular Director, Information Systems 1.00 1.00 Full-Time Regular Assistant UNIX Administrator 1.00 0.50 -0.50 Position Reduced Full-Time Regular Database Administrator 1.00 1.00 Full-Time Regular IS Trainer 1.00 1.00 Full-Time Regular Network Administrator 2.00 2.00 Full-Time Regular Operations Coord, Mgmt & Budg. 1.00 1.00 Full-Time Regular Telecommunications Coordinator 1.00 -1.00 Position Eliminated Full-Time Regular Programmer Analyst 1.00 1.00 Full-Time Regular Tech Support Specialist I 2.00 3.00 1.00 Management & Budget Reorg. - from 2835 Full-Time Regular Tech Support Specialist II 1.00 1.00 Management & Budget Reorg. - from 2835 Full-Time Regular Web Developer 1.00 1.00 Full-Time Regular Recreation Systems Administrator 1.00 1.00 Management & Budget Reorg. - moved from 3010 1615 Total 12.00 13.50 1.50 General Fund - Full Time Equivalent Positions City Manager's Office Business and Information Services Employee Status Description 543 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Geographic Information Systems Full-Time Regular GIS Analyst 1.00 2.00 1.00 Management & Budget Reorg. - moved from 7100, 7400 Full-Time Regular GIS Manager 1.00 1.00 Full-Time Regular Info Tech Project Manager 1.00 -1.00 Moved to 1630 1620 Total 3.00 3.00 0.00 Administrative Adjudication Full-Time Regular Admin Adjudication Aide 2.00 2.00 Full-Time Regular Admin Adjudication Manager 1.00 1.00 Part-time Regular PT Administrative Aide 0.80 -0.80 Position Eliminated 1625 Total 3.80 3.00 -0.80 Project Management Office Full-Time Regular Police System Administrator 1.00 1.00 Management & Budget Reorg. - from 2205 Full-Time Regular Info Tech Project Manager 1.00 1.00 Moved from 1620 Full-Time Regular Info Tech Project Specialist 1.00 1.00 New Position 1630 Total 0.00 3.00 3.00 Business & Information Services Total 23.80 25.50 1.70 Legal Administration Full-Time Regular Asst Corporation Counsel 2.00 2.00 Full-Time Regular Exec Secretary (to Dept. Head) 2.00 2.00 Full-Time Regular First Asst Corp Counsel 1.00 1.00 Full-Time Regular Staff Attorney 2.00 2.00 1705 Total 7.00 7.00 0.00 Legal Department Total 7.00 7.00 0.00 Human Resources Human Resources General Support Full-Time Regular Asst Director, Human Resources 1.00 1.00 Full-Time Regular Director, Human Resources 1.00 1.00 Full-Time Regular Human Resources Assistant 2.00 2.00 Full-Time Regular Human Resources Specialist 4.00 4.00 1805 Total 8.00 8.00 0.00 Human Resources Total 8.00 8.00 0.00 Finance General Support Full-Time Regular Director, Finance 1.00 1.00 Full-Time Regular Assistant Finance Director 1.00 1.00 Re-allocation of existing position Full-Time Regular Finance Admin Assistant 1.00 1.00 Moved from 1925 Full-Time Regular Management Analyst 1.00 -1.00 FTE used to add Assistant City Manager (1505) 1905 Total 2.00 3.00 1.00 Revenue Division Full-Time Regular Revenue Manager 1.00 1.00 Full-Time Regular License and Measure Inspector 1.00 1.00 Full-Time Regular Clerk II 4.00 4.00 Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Finance Operations Coordinator 1.00 1.00 Full-Time Regular Switchboard Operator 2.00 2.00 1910 Total 10.00 10.00 0.00 Payroll Full-Time Regular Payroll Coordinator 1.00 1.00 Full-Time Regular Payroll Manager 1.00 1.00 Full-Time Regular Payroll Assistant 1.00 -1.00 Position Eliminated 1915 Total 3.00 2.00 -1.00 Accounting Full-Time Regular Investment Analyst 1.00 1.00 Full-Time Regular Accounting Supervisor 1.00 1.00 Re-allocation of existing position Full-Time Regular Accounting Manager 1.00 -1.00 Re-allocation of existing position Full-Time Regular Bookkeeper 1.00 1.00 Full-Time Regular Senior Accountant 2.00 2.00 Full-Time Regular Accounts Payable Coordinator 1.00 1.00 Moved from Purchasing (1925) 1920 Total 5.00 6.00 1.00 Legal Department Finance 544 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Purchasing Full-Time Regular Accounts Payable Clerk 1.00 1.00 Full-Time Regular Accounts Payable Coordinator 1.00 -1.00 Moved to Accounting (1920) Full-Time Regular Purchasing Manager 1.00 1.00 Re-allocation of existing position Full-Time Regular Dir, Purchasing & Contracts 1.00 -1.00 Re-allocation of existing position Full-Time Regular Finance Admin Assistant 1.00 -1.00 Moved to 1930 Full-Time Regular M/W/EBE Program Coordinator 1.00 1.00 Part-time Regular Clerk I 0.50 0.50 1925 Total 5.50 3.50 -2.00 Budget Full-Time Regular Management Analyst 2.00 2.00 Management & Budget Reorg. - from 1605 1930 Total 0.00 2.00 2.00 Finance Total 25.50 26.50 1.00 Facilities Management General Support Full-Time Regular Assistant Director of Fac Mgmt 1.00 -1.00 Fac. Mgmt Reorg. - moved to 2697 Full-Time Regular Dir, Facilities Management 0.67 -0.67 Position Eliminated Full-Time Regular Exec Secretary (to Dept. Head) 0.67 -0.67 Fac. Mgmt Reorg. - moved to 2697 2005 Total 2.34 0.00 -2.34 Construction and Repair Full-Time Regular Construction Manager 1.00 -1.00 Fac. Mgmt Reorg. - moved to 2699 Full-Time Regular Facilities Mgmt Supervisor 1.00 -1.00 Fac. Mgmt Reorg. - moved to 2699 Full-Time Regular Facilities Maint. Worker II 1.00 -1.00 Fac. Mgmt Reorg. - moved to 2699 Full-Time Regular Facilities Maint. Worker III 12.00 -12.00 Fac. Mgmt Reorg. - moved to 2699 Full-Time Regular ADA/CIP Project Manager 1.00 -1.00 Fac. Mgmt Reorg. - moved to 2699 2010 Total 16.00 0.00 -16.00 Custodial Maintenance Full-Time Regular Fac Maint Worker/Custodian I 2.00 -2.00 Fac. Mgmt Reorg. - moved to 2697 Part-time Regular Part-Time Custodian 0.20 -0.20 Fac. Mgmt Reorg. - moved to 2697 2020 Total 2.20 0.00 -2.20 Emergency Management Full-Time Regular Dir, Facilities Management 0.33 -0.33 Position Eliminated Full-Time Regular Exec Secretary (to Dept. Head) 0.33 -0.33 Fac. Mgmt Reorg. - moved to 2697 2025 Total 0.66 0.00 -0.66 Facilities Management Total 21.20 0.00 -21.20 Community Development Administration Full-Time Regular Director, Comm Development 1.00 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 2101 Total 2.00 2.00 0.00 Planning and Support Services Full-Time Regular Assistant Director, Planning 1.00 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular Housing Planner 1.00 1.00 Full-Time Regular Planner 1.00 1.00 Full-Time Regular Senior Planner 1.00 1.00 2105 Total 5.00 5.00 0.00 Zoning Analysis and Support Full-Time Regular Assistant Director, Zoning 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Secretary II 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Zoning Officer 2.00 -2.00 Moved to Building & Zoning (2130) Full-Time Regular Zoning Planner 1.00 -1.00 Moved to Building & Zoning (2130) 2110 Total 5.00 0.00 -5.00 Housing Code Compliance Full-Time Regular Clerk II 1.00 1.00 Full-Time Regular Property Maint Inspector I 5.00 4.00 -1.00 Position Eliminated Full-Time Regular Secretary II 1.00 1.00 Full-Time Regular Property Maint Supv Inspector 1.00 1.00 Full-Time Regular Sign Inspector/Graffiti Tech 1.00 1.00 Moved from Bldg Code Compliance (2125) 2115 Total 8.00 8.00 0.00 Housing Rehab Full-Time Regular Asst Director, Rehabilitation 1.00 1.00 Full-Time Regular Construction Rehab Specialist 1.00 1.00 Full-Time Regular Secretary II 1.00 1.00 2120 Total 3.00 3.00 0.00 Community Development Facilities Management 545 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Building Code Compliance Full-Time Regular Assistant Director, Building 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Assistant Permit Coordinator 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Coord Structural Inspector 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Electrical Inspector I 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Electrical Inspector II 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Permit Coordinator 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Plan Reviewer 2.00 -2.00 Moved to Building & Zoning (2130) Full-Time Regular Plumbing/Mechanical Inspector 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Plumbing Inspector 1.00 -1.00 Moved to Building & Zoning (2130) Full-Time Regular Sign Inspector/Graffiti Tech 1.00 -1.00 Moved to Housing Code Compliance (2115) Full-Time Regular Struct Inspec/Plan Examiner 1.00 -1.00 Position Eliminated Full-Time Regular Structural Inspector 1.00 -1.00 Moved to Building & Zoning (2130) 2125 Total 13.00 0.00 -13.00 Building & Zoning Full-Time Regular Zoning Administrator 1.00 1.00 Moved from 2110 Full-Time Regular Assistant Director, Building 1.00 1.00 Moved from 2125 Full-Time Regular Assistant Permit Coordinator 1.00 1.00 Moved from 2125 Full-Time Regular Coord Structural Inspector 1.00 1.00 Moved from 2125 Full-Time Regular Electrical Inspector I 1.00 1.00 Moved from 2125 Full-Time Regular Electrical Inspector II 1.00 1.00 Moved from 2125 Full-Time Regular Permit Coordinator 1.00 1.00 Moved from 2125 Full-Time Regular Plan Reviewer 3.00 3.00 Moved from Bldg Code Compliance (2125) & 1 New Position Full-Time Regular Plumbing/Mechanical Inspector 1.00 1.00 Moved from 2125 Full-Time Regular Plumbing Inspector 1.00 1.00 Moved from 2125 Full-Time Regular Secretary II 1.00 1.00 Moved from 2110 Full-Time Regular Structural Inspector 1.00 1.00 Moved from 2125 Full-Time Regular Zoning Officer 2.00 2.00 Moved from 2110 Full-Time Regular Zoning Planner 1.00 1.00 Moved from 2110 Full-Time Regular Project Management Supervisor 1.00 1.00 New Position 2130 Total 0.00 18.00 18.00 Community Development Total 36.00 36.00 0.00 Police Administration Full-Time Regular Administrative Secretary 1.00 1.00 Full-Time Regular Chief of Police 1.00 1.00 Full-Time Regular Fac Maint Worker/Custodian I 1.00 1.00 Full-Time Regular Police Commander 1.00 1.00 Full-Time Regular Police System Administrator 1.00 -1.00 Mgmt & Budget Reorg. - movd to 1630 2205 Total 5.00 4.00 -1.00 Patrol Operations Full-Time Regular Police Commander 4.00 4.00 Full-Time Regular Police Officer 78.00 78.00 Full-Time Regular Police Sergeant 11.00 11.00 Full-Time Regular Deputy Chief 1.00 1.00 2210 Total 94.00 94.00 0.00 Criminal Investigation Full-Time Regular Police Commander 1.00 1.00 Full-Time Regular Police Officer 14.00 14.00 Full-Time Regular Police Sergeant 2.00 2.00 Full-Time Regular Deputy Chief 1.00 1.00 2215 Total 18.00 18.00 0.00 Social Services Bureau Full-Time Regular Dir, Police Soc Svcs Bureau 1.00 1.00 Full-Time Regular Victim Advocate 3.00 3.00 Full-Time Regular Youth Advocate 3.00 3.00 2225 Total 7.00 7.00 0.00 Juvenile Bureau Full-Time Regular Police Officer 9.00 9.00 Full-Time Regular Police Sergeant 1.00 1.00 2230 Total 10.00 10.00 0.00 School Liaison Full-Time Regular Police Officer 4.00 4.00 2235 Total 4.00 4.00 0.00 Police 546 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Police Records Full-Time Regular Dir, Police Records Bureau 1.00 1.00 Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Court Liaison 1.00 1.00 Full-Time Regular Property Officer 1.00 1.00 Full-Time Regular Records Input Operator 7.00 6.00 -1.00 Position Eliminated Full-Time Regular Review Officer 1.00 1.00 Part-time Regular Property Room Aide 0.50 0.50 2240 Total 12.50 11.50 -1.00 Communications Full-Time Regular Telecommunicator 15.00 15.00 2245 Total 15.00 15.00 0.00 Service Desk Full-Time Regular Police Officer 1.00 1.00 Full-Time Regular Service Desk Officer 11.00 12.00 1.00 Position Added Full-Time Regular Deputy Chief 1.00 1.00 Full-Time Regular Service Desk Supervisor 1.00 1.00 2250 Total 14.00 15.00 1.00 Office of Professional Standards Full-Time Regular Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular Police Commander 1.00 1.00 Full-Time Regular Police Sergeant 1.00 1.00 2255 Total 3.00 3.00 0.00 Office of Administration Full-Time Regular Administrative Specialist 1.00 1.00 Full-Time Regular Police Admin Assistant 1.00 1.00 Full-Time Regular Police Planner 1.00 1.00 Full-Time Regular Police Sergeant 1.00 1.00 2260 Total 4.00 4.00 0.00 Neighborhood Enforcement Team Full-Time Regular Police Commander 1.00 1.00 Full-Time Regular Police Officer 12.00 12.00 Full-Time Regular Police Sergeant 1.00 1.00 Full-Time Regular Deputy Chief 1.00 1.00 2265 Total 15.00 15.00 0.00 Traffic Bureau Full-Time Regular Police Officer 6.00 6.00 Full-Time Regular Police Sergeant 1.00 1.00 Full-Time Regular Towing Coordinator 1.00 1.00 2270 Total 8.00 8.00 0.00 Community Strategic Bureau Full-Time Regular Crime Prevention Specialist 1.00 1.00 Full-Time Regular Crime Analyst 1.00 1.00 Part-time Regular Senior Crime Prev Specialist 0.75 0.75 2275 Total 2.75 2.75 0.00 Animal Control Full-Time Regular Animal Control Warden 1.00 1.00 Full-Time Regular Chief Animal Warden 1.00 1.00 Part-time Regular PT Animal Warden 0.50 0.50 2280 Total 2.50 2.50 0.00 Problem Solving Team Full-Time Regular Police Officer 6.00 6.00 Full-Time Regular Police Sergeant 1.00 1.00 2285 Total 7.00 7.00 0.00 Police Total 221.75 220.75 -1.00 Fire Management and Support Full-Time Regular Division Chief, Fire 1.00 1.00 Full-Time Regular Fire Chief 1.00 1.00 Full-Time Regular Management Analyst 1.00 1.00 2305 Total 3.00 3.00 0.00 Fire Prevention Full-Time Regular Clerk II 1.00 1.00 Full-Time Regular Division Chief, Fire 1.00 1.00 Full-Time Regular Fire Captain 2.00 2.00 Full-Time Regular Firefighter 1.00 1.00 2310 Total 5.00 5.00 0.00 Fire 547 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Fire Suppression Full-Time Regular Division Chief, Fire 2.00 2.00 Full-Time Regular Fire Captain 21.00 21.00 Full-Time Regular Firefighter 77.00 77.00 Full-Time Regular Shift Chief, Fire 3.00 3.00 2315 Total 103.00 103.00 0.00 Fire Total 111.00 111.00 0.00 Health Services Administration Full-Time Regular Director, Health & Human Svcs 1.00 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 2407 Total 3.00 3.00 0.00 Laboratory Services Full-Time Regular Supervisor of Lab Services 1.00 0.33 -0.67 Health Services Reorg. Part-time Regular Microbiologist 0.50 0.17 -0.33 Health Services Reorg. 2410 Total 1.50 0.50 -1.00 Family Health Full-Time Regular Clerk II 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Information Systems Clerk 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Nurse's Assistant 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Public Health Nurse Supervisor 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Public Health Nurse 3.50 1.16 -2.34 Health Services Reorg. Full-Time Regular Secretary II 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Vision/Hearing Technician 1.00 0.33 -0.67 Health Services Reorg. Part-time Regular Clinic Physician 0.90 0.30 -0.60 Health Services Reorg. 2415 Total 10.40 3.44 -6.96 Infectious Disease Control Full-Time Regular Clerk Typist I 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Public Health Nurse 1.00 0.33 -0.67 Health Services Reorg. Full-Time Regular Communicable Dis Surv Spec 1.00 1.00 Part-time Regular AIDS/HIV Counselor 0.75 0.25 -0.50 Health Services Reorg. 2420 Total 3.75 1.91 -1.84 Dental Services Full-Time Regular Clerk II 1.00 1.00 Full-Time Regular Dental Assistant 1.00 1.00 Part-time Regular Dental Health Educator 0.50 0.50 Part-time Regular Dentist 0.75 0.75 2425 Total 3.25 3.25 0.00 Adult Health Full-Time Regular Division Chief, Health 1.00 1.00 Full-Time Regular Public Health Nurse 1.00 0.33 -0.67 Health Services Reorg. Part-time Regular Medical Supervisor 0.10 0.10 2430 Total 2.10 1.43 -0.67 Food and Environmental Health Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Division Chief, Health 1.00 1.00 Full-Time Regular Environ Health Practitioner 2.00 2.00 Full-Time Regular Health Program Coordinator 1.00 1.00 Full-Time Regular Environmental Hlth Supervisor 1.00 1.00 Full-Time Regular Secretary II 1.00 1.00 2435 Total 7.00 7.00 0.00 Vital Records Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Clerk Typist I 1.00 1.00 Part-time Regular Clerk II 0.65 0.65 2440 Total 2.65 2.65 0.00 Community Intervention Services Full-Time Regular Community Intervention Coord 1.00 1.00 Full-Time Regular Outreach Specialist 1.00 1.00 Full-Time Regular HHS Administrative Aide 1.00 1.00 Part-time Regular Inclusion Specialist 0.50 0.50 2450 Total 3.50 3.50 0.00 Mental Health Program Administration Full-Time Regular Asst Director, Mental Health 1.00 1.00 Full-Time Regular Secretary II 0.50 0.50 2455 Total 1.50 1.50 0.00 Health and Human Services 548 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Commission on Aging Full-Time Regular Secretary II 0.50 0.50 Full-Time Regular Long Term Care Ombudsman 1.00 1.00 2530 Total 1.50 1.50 0.00 Health & Human Services Total 40.15 29.68 -10.47 Director of Public Works Full-Time Regular Director, Public Works 1.00 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular Management Analyst 0.50 0.50 2605 Total 2.50 2.50 0.00 Municipal Service Center Full-Time Regular Service Center Coordinator 1.00 1.00 Re-allocation of existing position - from 7705 Part-time Regular Custodian I 1.00 1.00 2610 Total 1.00 2.00 1.00 E.D.O.T. Administration Full-Time Regular Dir of Transportation/City Eng 1.00 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 1.00 2620 Total 2.00 2.00 0.00 Engineering Full-Time Regular Civil Engineer I 1.00 1.00 Full-Time Regular Civil Engineer II 3.00 4.00 1.00 1 Position Added Full-Time Regular Engineering Associate II 3.00 3.00 Full-Time Regular Senior Engineer 1.00 1.00 2625 Total 8.00 9.00 1.00 Traffic Engineering Full-Time Regular Civil Engineer II 1.00 1.00 Full-Time Regular Senior Traffic Engineer 2.00 2.00 Full-Time Regular Traffic Engineering Technician 0.50 0.50 2630 Total 3.50 3.50 0.00 Traffic Signs Full-Time Regular Traffic Sign Repair Worker 3.00 3.00 2635 Total 3.00 3.00 0.00 Traffic Signal and Street Light Maintenance Full-Time Regular Traffic Electrician Leader 1.00 1.00 Full-Time Regular Traffic Electrician 4.00 4.00 2640 Total 5.00 5.00 0.00 Parking Enforcement and Tickets Full-Time Regular Parking Enforcement Officer 13.00 13.00 Full-Time Regular Parking Enforcement Supervisor 1.00 1.00 Full-Time Regular Parking Enforcement Clerk 1.00 1.00 Full-Time Regular Parking Enforcement Coord 2.00 1.00 -1.00 Position Eliminated 2645 Total 17.00 16.00 -1.00 Streets and Sanitation Administration Full-Time Regular Superintendent, Streets/San 1.00 1.00 Full-Time Regular Streets/San Admin Assistant 1.00 1.00 Full-Time Regular Management Analyst 0.50 0.50 Full-Time Regular Public Works Supervisor 3.00 3.00 2665 Total 5.50 5.50 0.00 Street and Alley Maintenance Full-Time Regular Equipment Operator I 1.00 -1.00 Position Eliminated Full-Time Regular Equipment Operator II 5.00 6.00 1.00 1 Position Added Full-Time Regular Equipment Operator III 3.00 3.00 Full-Time Regular Public Works Crew Leader 2.00 2.00 Full-Time Regular Public Works Maint Wrkr II 2.00 4.00 2.00 2 Positions Added 2670 Total 13.00 15.00 2.00 Street Cleaning Full-Time Regular Equipment Operator II 3.00 3.00 Full-Time Regular Equipment Operator III 1.00 -1.00 Position Eliminated Full-Time Regular Public Works Maint Wrkr II 4.00 3.00 -1.00 Position Eliminated 2675 Total 8.00 6.00 -2.00 Refuse Collection and Disposal Full-Time Regular Equipment Operator II 15.00 14.00 -1.00 Position Eliminated Part-time Regular Recycling Attendant 0.75 0.75 2685 Total 15.75 14.75 -1.00 Yard Waste Collection Full-Time Regular Equipment Operator II 6.00 4.00 -2.00 Position Eliminated 2695 Total 6.00 4.00 -2.00 Public Works 549 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Facilities Administration Full-Time Regular Assistant Director of Fac Mgmt 1.00 1.00 Fac. Mgmt Reorg. - moved from 2005 Full-Time Regular Fac Maint Worker/Custodian I 2.00 2.00 Fac. Mgmt Reorg. - moved from 2020 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 Fac. Mgmt Reorg. - moved from 2005, 2025 Part-time Regular Part-Time Custodian 0.20 0.20 Fac. Mgmt Reorg. - moved from 2020 2697 Total 0.00 4.20 4.20 Construction and Repair Full-Time Regular Construction Manager 1.00 1.00 Fac. Mgmt Reorg. - moved from 2010 Full-Time Regular Facilities Mgmt Supervisor 1.00 1.00 Fac. Mgmt Reorg. - moved from 2010 Full-Time Regular Facilities Maint. Worker II 1.00 1.00 Fac. Mgmt Reorg. - moved from 2010 Full-Time Regular Facilities Maint. Worker III 12.00 12.00 Fac. Mgmt Reorg. - moved from 2010 Full-Time Regular ADA/CIP Project Manager 1.00 1.00 Fac. Mgmt Reorg. - moved from 2010 2699 Total 0.00 16.00 16.00 Public Works Total 90.25 108.45 18.20 Human Relations Commission Full-Time Regular Director, Human Relations 1.00 -1.00 Position Eliminated Full-Time Regular Exec Secretary (to Dept. Head) 0.67 -0.67 Human Relations Reorg. - moved to 1545 Full-Time Regular Human Relations Specialist 1.00 -1.00 Human Relations Reorg. - moved to 1545 2705 Total 2.67 0.00 -2.67 Housing Advocacy Full-Time Regular Exec Secretary (to Dept. Head) 0.33 -0.33 Human Relations Reorg. - moved to 1545 Full-Time Regular Human Relations Specialist 1.00 -1.00 Human Relations Reorg. - moved to 1540, 1545 2710 Total 1.33 0.00 -1.33 Human Relations Total 4.00 0.00 -4.00 Children's Services Full-Time Regular Librarian I 2.74 2.74 Full-Time Regular Librarian III 1.00 1.00 Full-Time Regular Library Assistant 1.85 1.85 Part-time Regular Library Aide I 0.80 0.80 Part-time Regular Library Technical Aide 0.27 0.27 Part-time Regular Shelver 0.80 0.80 2805 Total 7.46 7.46 0.00 Reader's Services Full-Time Regular Librarian I 2.53 3.03 0.50 Position Increase Full-Time Regular Librarian III 1.00 1.00 Part-time Regular Library Assistant 0.50 0.50 New Position Part-time Regular Library Technical Aide 0.48 0.48 Part-time Regular Readers' Advisor 3.43 3.93 0.50 Position Increase 2810 Total 7.44 8.94 1.50 References Services and Periodicals Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Librarian I 3.94 3.94 Full-Time Regular Librarian II 1.00 1.00 Full-Time Regular Librarian III 1.00 1.00 Part-time Regular Clerk Typist I 0.50 0.50 Part-time Regular Library Aide I 0.35 0.35 Part-time Regular Library Clerk 1.87 1.87 2815 Total 9.66 9.66 0.00 Circulation Full-Time Regular Circulation Supervisor 1.00 1.00 Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Library Aide II 1.50 1.50 Part-time Regular Library Clerk 5.00 5.00 Part-time Regular Security Monitor 2.00 2.00 Part-time Regular Shelver 4.51 4.51 2820 Total 15.01 15.01 0.00 North Branch Part-time Regular Librarian II 0.50 0.50 Part-time Regular Library Aide I 0.67 0.67 Part-time Regular Branch Assistant 1.81 1.81 2825 Total 2.98 2.98 0.00 South Branch Full-Time Regular Librarian II 1.00 1.00 Part-time Regular Library Aide I 0.37 0.37 Part-time Regular Branch Assistant 0.93 0.93 2830 Total 2.30 2.30 0.00 Human Relations Library 550 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Technical Services Full-Time Regular Clerk II 5.25 5.25 Full-Time Regular Librarian I 1.53 1.53 Full-Time Regular Librarian III 1.00 1.00 Full-Time Regular Library Assistant 2.00 2.00 Full-Time Regular Tech Support Specialist I 1.00 -1.00 Management & Budget Reorg. - moved to 1615 Full-Time Regular Tech Support Specialist II 1.00 -1.00 Management & Budget Reorg. - moved to 1615 Part-time Regular Clerk Typist II 0.80 0.80 Part-time Regular Library Clerk 1.59 1.59 2835 Total 14.17 12.17 -2.00 Maintenance Full-Time Regular Custodian II 3.00 3.00 Part-time Regular Custodian I 0.64 0.64 2840 Total 3.64 3.64 0.00 Administration Full-Time Regular Admin Services Manager 1.00 1.00 Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular Director, Library 1.00 1.00 Part-time Regular Clerk Typist II 0.53 0.53 2845 Total 4.53 4.53 0.00 Library Total 67.19 66.69 -0.50 Management and General Support Full-Time Regular Director, Parks/Forestry & Rec 1.00 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 1.00 Full-Time Regular Management Analyst 1.00 1.00 3005 Total 3.00 3.00 0.00 Business and Fiscal Management Full-Time Regular Business Manager 1.00 1.00 Full-Time Regular Bookkeeper 1.00 1.00 Full-Time Regular Senior Accountant 1.00 1.00 Full-Time Regular Recreation Systems Administrator 1.00 -1.00 Management & Budget Reorg. - moved to 1615 3010 Total 4.00 3.00 -1.00 Communication and Marketing Services Full-Time Regular Public Information Specialist 1.00 1.00 Part-time Regular Public Information Assistant 0.75 0.75 3015 Total 1.75 1.75 0.00 Recreation General Support Full-Time Regular Data Control Clerk 1.00 1.00 Full-Time Regular Superintendent, Recreation 1.00 1.00 3020 Total 2.00 2.00 0.00 Crown Community Center Full-Time Regular Building Supervisor 1.00 1.00 Full-Time Regular Custodian II 1.00 1.00 Full-Time Regular Fac Maint Worker/Cust II 1.00 1.00 Full-Time Regular Recreation Program Manager 2.00 1.00 -1.00 Position Eliminated Part-time Regular After School Supervisor 0.50 0.50 Part-time Regular Preschool Instructor 2.10 2.10 Part-time Regular Recreation Aide 0.50 0.50 Part-time Regular PT Custodian 1.30 1.30 3030 Total 9.40 8.40 -1.00 Chandler Community Center Full-Time Regular Recreation Center Manager 1.00 1.00 Full-Time Regular Recreation Program Manager 2.00 2.00 Full-Time Regular Weekend/Evening Coordinator 1.00 1.00 Part-time Regular Clerk III 0.75 0.75 Part-time Regular Preschool Instructor 0.50 0.50 Part-time Regular PT Custodian 1.25 1.25 3035 Total 6.50 6.50 0.00 Fleetwood-Jourdain Community Center Full-Time Regular Clerk II 1.50 1.50 Full-Time Regular Custodian II 1.00 1.00 Full-Time Regular Recreation Center Manager 1.00 1.00 Full-Time Regular Recreation Program Manager 2.00 2.00 Full-Time Regular Weekend/Evening Coordinator 1.00 1.00 Part-time Regular PT Custodian 0.50 0.50 3040 Total 7.00 7.00 0.00 Parks Forestry and Recreation 551 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Fleetwood Jourdain Theater Full-Time Regular Recreation Program Manager 1.00 1.00 3045 Total 1.00 1.00 0.00 Levy Center Full-Time Regular Clerk Typist II 1.00 1.00 Full-Time Regular Custodian II 1.00 1.00 Full-Time Regular Fac Maint Worker/Cust II 1.00 1.00 Full-Time Regular Recreation Center Manager 1.00 1.00 Full-Time Regular Recreation Program Manager 2.00 2.00 Part-time Regular Office Assistant 0.70 0.70 Part-time Regular Facilities Supervisor 0.85 0.85 Part-time Regular PT Bus Driver 1.45 1.45 Part-time Regular PT Custodian 2.20 2.20 3055 Total 11.20 11.20 0.00 Beaches Full-Time Regular Recreation Program Manager 0.75 0.75 Full-Time Regular Lakefront Sports Coordinator 0.50 0.50 3080 Total 1.25 1.25 0.00 Recreation Facility Maintenance Full-Time Regular Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular Parks/Forestry Worker II 5.00 5.00 Full-Time Regular Supervisor, Sports/Rec Maint 1.00 1.00 3085 Total 7.00 7.00 0.00 Crown Ice Rink Full-Time Regular Office Coordinator 1.00 1.00 Full-Time Regular Operations Manager 1.00 1.00 Full-Time Regular Recreation Program Manager 1.00 1.00 Full-Time Regular Robert Crown Manager 1.00 1.00 Part-time Regular Clerk II 0.70 0.70 Part-time Regular Hockey Director of Operations 0.65 0.65 Part-time Regular Office Assistant 1.90 1.90 Part-time Regular Facilities Supervisor 1.20 1.20 Part-time Regular PT Custodian 1.00 1.00 3095 Total 9.45 9.45 0.00 Sports Leagues Part-time Regular Lakefront Sports Coordinator 0.05 0.05 3100 Total 0.05 0.05 0.00 Tennis Part-time Regular Facilities Supervisor 0.40 0.40 3110 Total 0.40 0.40 0.00 Special Recreation Full-Time Regular Recreation Program Manager 1.75 1.75 Full-Time Regular Lakefront Sports Coordinator 0.25 0.25 3130 Total 2.00 2.00 0.00 Bus Program Part-time Regular PT Bus Driver 0.75 0.75 3140 Total 0.75 0.75 0.00 Park Service Unit Full-Time Regular Recreation Program Manager 0.25 0.25 Full-Time Regular Lakefront Sports Coordinator 0.20 0.20 Part-time Regular PT Park Ranger 1.30 1.30 3150 Total 1.75 1.75 0.00 Parks and Forestry General Support Full-Time Regular Landscape Arch/Project Mgr 1.00 1.00 Full-Time Regular Secretary II 1.00 1.00 Full-Time Regular Superintendent, Parks & For. 1.00 1.00 3505 Total 3.00 3.00 0.00 Horticultural Maintenance Full-Time Regular Equipment Operator II 3.00 3.00 Full-Time Regular General Tradesman 1.00 1.00 Full-Time Regular Parks/Forestry Crew Leader 3.00 3.00 Full-Time Regular Parks/Forestry Worker II 2.00 1.00 -1.00 Position Eliminated Full-Time Regular Parks/Forestry Worker III 5.00 5.00 Full-Time Regular Public Works Supervisor 1.00 1.00 3510 Total 15.00 14.00 -1.00 Parkway Tree Maintenance Full-Time Regular Arborist 0.50 0.50 Full-Time Regular Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular Parks/Forestry Worker III 8.00 8.00 3515 Total 9.50 9.50 0.00 552 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Dutch Elm Disease Control Full-Time Regular Arborist 0.25 0.25 Full-Time Regular Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular Parks/Forestry Worker III 6.00 6.00 3520 Total 7.25 7.25 0.00 Tree Planting Full-Time Regular Arborist 0.25 0.25 Full-Time Regular Parks/Forestry Crew Leader 1.00 1.00 Full-Time Regular Parks/Forestry Worker III 1.00 1.00 3525 Total 2.25 2.25 0.00 Ecology Center Full-Time Regular Clerk III 1.00 1.00 Full-Time Regular Director, Ecology Center 1.00 1.00 Full-Time Regular Environmental Educator 2.00 2.00 Part-time Regular Garden Coordinator 0.20 0.20 Part-time Regular Facilities Supervisor 0.30 0.30 Part-time Regular PT Custodian 0.55 0.55 3605 Total 5.05 5.05 0.00 Arts Council Full-Time Regular Director, Arts Council 0.40 0.40 Full-Time Regular Secretary II 0.40 0.40 3700 Total 0.80 0.80 0.00 Noyes Cultural Arts Center Full-Time Regular Director, Arts Council 0.20 0.20 Full-Time Regular Facilities Maint. Worker II 1.00 1.00 Full-Time Regular Noyes Center Coordinator 1.00 -1.00 Position Eliminated Full-Time Regular Secretary II 0.20 0.20 Part-time Regular Office Assistant 0.50 0.50 Part-time Regular Facilities Supervisor 1.10 1.10 Part-time Regular PT Custodian 1.75 1.75 3710 Total 5.75 4.75 -1.00 Cultural Arts Programs Full-Time Regular Director, Arts Council 0.40 0.40 Full-Time Regular Recreation Program Manager 1.00 1.00 Full-Time Regular Secretary II 0.40 0.40 Full-Time Regular Senior Program Coordinator 1.00 1.00 3720 Total 2.80 2.80 0.00 Parks Forestry and Recreation Total 119.90 115.90 -4.00 Grand Total - General Fund 784.99 771.17 -13.82 Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Full-Time Regular Asst Communications Coord 2.00 2.00 Full-Time Regular Communications Coordinator 1.00 1.00 Full-Time Regular Telecommunicator 1.00 1.00 5150 Total 4.00 4.00 0.00 Emergency Telephone System Fund Total 4.00 4.00 0.00 Full-Time Regular CDBG Administrator 1.00 1.00 Full-Time Regular Neighborhood Planner 1.00 1.00 5220 Total 2.00 2.00 0.00 Community Development Block Grant Fund Total 2.00 2.00 0.00 Full-Time Regular Administrative Secretary 0.30 0.30 Full-Time Regular Assistant City Manager 0.15 -0.15 Re-allocation of existing staff - moved to 1505 Full-Time Regular Economic Development Planner 1.00 1.00 5300 Total 1.45 1.30 -0.15 Economic Development Fund Total 1.45 1.30 -0.15 Full-Time Regular TIF Accounting Analyst 1.00 -1.00 Position Eliminated 5800 Total 1.00 0.00 -1.00 Downtown TIF Fund Total 1.00 0.00 -1.00 OTHER FUNDS - Full Time Equivalent Positions Emergency Telephone System Fund Community Development Block Grant Fund Economic Development Fund Employee Status Description Downtown TIF Fund 553 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description Full-Time Regular Facilities Maint. Worker III 1.00 1.00 7000 Total 1.00 1.00 0.00 Maple Avenue Garage Fund Total 1.00 1.00 0.00 Parking System Management Full-Time Regular Parking Operations Clerk 3.00 3.00 Full-Time Regular Manager, Parking Systems 1.00 1.00 Full-Time Regular Parking System Supervisor 1.00 1.00 Full-Time Regular Public Works Supervisor 1.00 1.00 Full-Time Regular Traffic Engineering Technician 0.50 0.50 7005 Total 6.50 6.50 0.00 Parking Lots & Meters Full-Time Regular Parking Repair Worker 3.00 3.00 Full-Time Regular Public Works Crew Leader 1.00 1.00 Full-Time Regular Public Works Maint Wrkr II 4.00 4.00 7015 Total 8.00 8.00 0.00 Parking System Fund Total 14.50 14.50 0.00 Water General Support Full-Time Regular Superintendent, Water/Sewer 1.00 1.00 Full-Time Regular Asst Super of W/S Operations 1.00 1.00 Full-Time Regular Asst Superintendent, W/S Admin 1.00 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 1.00 Full-Time Regular GIS Analyst 0.50 -0.50 Management & Budget Reorg. - moved to 1620 7100 Total 4.50 4.00 -0.50 Pumping Full-Time Regular Division Chief, Pumping 1.00 1.00 Full-Time Regular Water/Sewer Mechanic 3.00 3.00 Full-Time Regular Water Maintenance Supervisor 1.00 1.00 Full-Time Regular Water Worker II 1.00 1.00 Full-Time Regular Water Plant Operator 5.00 5.00 7105 Total 11.00 11.00 0.00 Filtration Full-Time Regular Chemist 1.00 1.00 Full-Time Regular Division Chief, Filtration 1.00 1.00 Full-Time Regular Water/Sewer Mechanic 3.00 3.00 Full-Time Regular Microbiologist 1.00 1.00 Full-Time Regular Water Maintenance Supervisor 1.00 1.00 Full-Time Regular Water Worker I 1.00 1.00 Full-Time Regular Water Worker II 1.00 1.00 Full-Time Regular Water Plant Operator 5.00 5.00 7110 Total 14.00 14.00 0.00 Distribution Full-Time Regular Division Chief, Distribution 0.50 0.50 Full-Time Regular Plumbing Inspector 0.50 0.50 Position Added Full-Time Regular Water Worker I 2.00 2.00 Full-Time Regular Water Worker II 1.00 1.00 Full-Time Regular Water Service Worker 3.00 3.00 Full-Time Regular Water/Sewer Crew Leader 3.00 3.00 Full-Time Regular Water Distribution Supervisor 1.00 1.00 7115 Total 10.50 11.00 0.50 Water Meter Maintenance Full-Time Regular Fac Maint Worker/Custodian I 1.00 1.00 Full-Time Regular Meter Service Coordinator 1.00 1.00 Full-Time Regular Water Billing Clerk 1.00 1.00 7120 Total 3.00 3.00 0.00 Water Fund Total 43.00 43.00 0.00 Full-Time Regular Civil Engineer III 1.00 1.00 Full-Time Regular Division Chief, Distribution 0.50 0.50 Full-Time Regular Engineering Associate II 2.00 2.00 Full-Time Regular GIS Analyst 0.50 -0.50 Management & Budget Reorg. - moved to 1620 Full-Time Regular Plumbing Inspector 0.50 0.50 Position Added Full-Time Regular Water Worker I 2.00 2.00 Full-Time Regular Water Worker II 2.00 2.00 Full-Time Regular Water/Sewer Crew Leader 5.00 5.00 Full-Time Regular Sewer Supervisor 1.00 1.00 Sewer Fund Maple Avenue Garage Fund Parking System Fund Water Fund 554 Position Descriptions by Department with Business Unit and Prior Year Comparison Job Type Description 2006-2007 Position FTE 2007-2008 Position FTE Difference FTE Comments Employee Status Description 7400 Total 14.00 14.00 0.00 Sewer Fund Total 14.00 14.00 0.00 General Support Full-Time Regular Superintendent, Admin Services 1.00 1.00 Full-Time Regular Auto Shop Supervisor 2.00 2.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 -1.00 Full-Time Regular Service Center Coordinator 1.00 -1.00 Re-allocation of existing position - moved to 2610 7705 Total 5.00 3.00 -2.00 Major Maintenance Full-Time Regular Equipment Mechanic III 9.00 9.00 Full-Time Regular Equipment Parts Technician 1.00 1.00 Full-Time Regular Lead Mechanic 1.00 1.00 Full-Time Regular Auto Service Worker 1.00 1.00 7710 Total 12.00 12.00 0.00 Fleet Service Fund Total 17.00 15.00 -2.00 Full-Time Regular Assistant City Manager 0.15 -0.15 Re-allocation of existing staff - moved to 1505 Full-Time Regular Assistant to the City Manager 0.15 -0.15 Re-allocation of existing staff - moved to 1505 Full-Time Regular Risk Manager 1.00 1.00 7800 Total 1.30 1.00 -0.30 Insurance Fund Total 1.30 1.00 -0.30 Grand Total - Other Funds 99.25 95.80 -3.45 Grand Total - All Funds 884.24 866.97 -17.27 Fleet Service Fund Insurance Fund 555 556 CAPITAL IMPROVEMENT PLAN 557 558 ..................... ..................... The City of E v a n s t o n C a p i t a l I m p r o v e m e n t P r o g r a m ( C I P ) i s a m u l t i - y e a r p l a n w h i c h a d d r e s s e s t h e C i t y ’ s infrastruc t u r e n e e d s . E a c h y e a r , a ﬁ ve-year pl a n i s a d o p t e d b y t h e C i t y C o u n c i l w h i c h o u t l i n e s t h e City’s plan t o i m p r o v e t h e c a p i t a l n e e d s i n t h e a r e a s o f s t r e e t s , s i d e w a l k s , a l l e y s , p a r k s , p u b l i c b u i l d i n g s , lighting, se w e r s , e t c . T h e p l a n i s d y n a m i c w i t h p r o j e c t s b e i n g a d d e d o r m o d i ﬁ ed as prior i t i e s c h a n g e . In preparin g t h e p l a n , C i t y s t a f f a s s e s s e s t h e c o n d i t i o n s o f t h e C i t y ’ s a s s e t s a n d d e v e l o p s l o n g - r a n g e plans for m a i n t e n a n c e a n d r e p l a c e m e n t . T h i s y e a r , d u e t o s e v e r a l l a r g e p r i o r i t y p r o j e c t s , t w o m i l l i o n dollars in ca s h f r o m t h e D e b t S e r v i c e F u n d b a l a n c e w i l l b e s p e n t t o i m p r o v e E v a n s t o n . F u n d i n g w i l l b e from feder a l a n d s t a t e g r a n t s a n d C i t y - i s s u e d G e n e r a l O b l i g a t i o n b o n d s . So while it m a y b e t o u g h t o g e t a r o u n d , a n e w e r a n d b e t t e r E v a n s t o n i s b e i n g b u i l t . Light at the End of the Sewer Tunnel! ‘ The ﬁ nal phase of the almost $200 million Long-Range Sewer program is underway. This mas- sive project began in 1990 and was designed to eliminate base- ment sewage backup and reduce street ﬂ ooding. The last part of the project is scheduled in northeast Evanston with work on Sherman, Emerson and Maple. By 2008, the City’s Sewer Program will essentially be completed. For construction updates around the City, visit www.cityofevanston.org/construction Bright Lights/Big City -- Streetlight Upgrade Program The replacement of the Tallmadge street lights continues throughout this year. The City will also begin work on replacing 1,200 mercury vapor Davit-arm street lights with a more envi- ronmentally-friendly alternative lighting source. 559 Fire Station #5 The primary and most visible project in the 2007-08 CIP is the reconstruction of Fire Station #5, located at 2830 Central Street. Fire Station #5 is the last of the Fire Stations to undergo renovation from their original structures. Personnel and equipment will be relocated to Station #1, 1332 Emerson Street, in May. After the relocation, the Evanston Fire Department has arranged for dual response with the Wilmette Fire Department to avoid any lags in response times to the residents in the far northwest corner of Evanston. When completed in 2008, Fire Station #5 will be the City of Evanston’s ﬁ rst “green” building. The goal is to attain Silver LEED certiﬁ cation. LEED certiﬁ cation is offered by the United States Green Building Council (USGBC) to buildings that use environmentally-friendly design, materials and energy-efﬁ cient construction. The current Fire Station #5 was built in 1954. Library Children’s Room Construction is underway for the much anticipated remodeling of the Evanston Public Library’s Children’s Room and may be completed as soon as Labor Day. The $2.42 million project has the City’s com- mitment of $1.25 million and the Library Board’s commitment of $370,000 from endowment and book sale income. The Illinois State Library is providing a $200,000 construction grant. Northwestern University promised $50,000 for the project. An additional sum is to be raised from the sale of City-owned property. The campaign committee is committed to raising $400,000 from pri- vate sources for the completion of the project. Many Evanston residents have already generously given their support. To pledge your support, contact Library Director Neal J. Ney, nney@cityofevanston.org, (847) 448-8650, or visit www.epl.org/donate The new children’s space will double in size to include most of the ground ﬂ oor area previously devoted to collections and reading. Adult collections, including audiovisual materials, will be reconﬁ gured with improved displays on the second ﬂ oor. The third ﬂ oor will gain a new area devoted to teen collections and interests. Parks ‘ There are 92 parks within Evanston City limits; 76 of them are controlled by the City. Park improvements will be underway at Adam Perry Park, Vera Megowen Park, Elnora Smith Park and Lawson Park. The Lawson Park play- ground, “Noah’s Playground for Everyone,” will be the City’s ﬁ rst playground speciﬁ cally designed for special needs children. The park renovation is jointly funded with pri- vate funds and GO Bonds. For more information or to learn how to help sponsor this project, visit www.noahsplayground.org Tennis courts at Mason and Bent Parks will be reconstructed, as will the basketball courts at Bent and Larimer Parks. Public Art ‘ Did you know the City’s CIP also funds Public Art around the City? This year, the City allocated $125,000 for Public Art; $47,000 of the total is allocated for Public Art at the new Fire Station #5. 560 50/50 Curb and Sidewalk Program‘ Another cost-sharing program in the CIP that allows Evanston residents to replace short segments of deterio- rated sidewalks and curbs at affordable rates is the 50/50 Curb and Sidewalk Program. Last year, property owners paid only $56.53 per ﬁ ve foot square of sidewalk. To put your sidewalks on the City’s list of projects, contact the Evanston Division of Transportation, (847) 866-2924. 50/50 Alley Paving ‘ Tired of potholes, puddles, mud and dust? Alley paving has become very popular since most residents prefer paved alleys to gravel. To make alley paving affordable, the City pays for half of each project. Paved alleys are virtually maintenance-free for 50 years, eliminating the need to grade these alleys. Annual alley grading by the City is the most expensive, single maintenance operation for the Streets Division. Alley paving decreases future alley maintenance costs since the alleys no longer need to be graded and allows the City to use its resources and manpower in other ways. Start the alley paving process today! Contact the Evanston Division of Transportation, (847) 866-2924. Investing in Our Streets ‘ Three million dollars was allocated for street resurfacing. Add to it $1.2 million in Motor Fuel Tax Funds, the City’s share of the gasoline tax appropriated by IDOT, and a total of $4.2 million will go toward resurfacing our streets this year. By maintaining the increased allocation, in approximately ﬁ ve years the City will have caught up with deferred street resurfacing and be on top of maintaining this vital and extensive aspect of the City’s infrastructure. These improvements are coordinated with other infrastructure improvements to minimize utility work on newly paved streets. Failure to adequately invest in a street when it needs resurfacing results in higher costs later when the street may need to be fully reconstructed, a much more expensive undertaking. Attention: Construction on Ridge Avenue, from Howard to Clark Street, is scheduled throughout 2008. Watch for more information and updates as the year continues. Proactive Crime Fighting ‘ Evanston Police are taking advantage of new video technology to be more proactive in preventing crime with the implementation of the Strong Box Digital Surveillance Camera System. Cameras will be located on the corners of Brummel Street and Custer Avenue, Foster Street and Dodge Avenue, and in another strategic location based on crime analysis data. www.cityofevanston.org/construction 561 1 Fire Station #5 Rehabilitation 2 Enlarge Animal Shelter 3 Ecology Center Greenhouse Rehabilitation 4 Evanston Arts Center Coach House Rehabilitation 5 Police Station 2nd Floor Rehabilitation 6 Service Center Windows and Doors Rehabilitation 7 Civic Center Ofﬁ ce Moves 8 Main Library Children’s Section Rehabilitation 9 Smith Park Renovations 10 Megowen Park Renovations 11 Ladd Arboretum Capital Maintenance 12 Parks Capital Maintenance 13 Perry Park Renovations 14 Lawson Park / Noah’s Playground Renovations 15 Twiggs Park Bike Path and Lighting Extension / Reconstruction 16 Foster Park Tennis and Basketball Court Reconstruction 17 Bent Park Tennis and Basketball Court Reconstruction 18 Larimer Park Basketball Court Reconstruction 19 Mason Park Tennis Court Reconstruction (Phase III Park Renovations) 20 Crown Center Systems Repair 21 Noyes Center Capital Maintenance 22 Chandler-Newberger Center Floor Tile Replacement 23 Dempster Street Beach Locker & Rack Renovations 24 Crown Center Fire Alarm System 25 S.A. 1487 Alley Paving 26 S.A. 1488 Alley Paving 27 S.A. 1489 Alley Paving 28 McDaniel Avenue Resurfacing 29 Asbury Avenue Resurfacing 30 Asbury Avenue Resurfacing 31 Asbury Avenue Resurfacing (Brick Street) 32 Asbury Avenue Resurfacing 33 Benson Avenue Resurfacing 34 Church Street Resurfacing 35 Dobson Street Resurfacing 36 Grant Street Resurfacing 37 Hawthorne Lane Resurfacing 38 Hull Terrace Resurfacing 39 Kirk Street Resurfacing 40 Linden Place Resurfacing 41 Martha Lane Resurfacing 42 Noyes Street Resurfacing 43 Pitner Avenue Resurfacing 44 Prairie Avenue Resurfacing 45 Ridgeway Avenue Resurfacing 46 Thayer Street Resurfacing 47 Wesley Avenue Resurfacing 48 Parking Lot #21 Resurfacing 49 Chicago Avenue Signal Improvements (Local) 50 Ridge-Davis-Church Signal Improvements 51 Crawford-Central-Gross Point Signal Improvements 52 Central/Ridge & Central/Girard Signal Improvements 53 Bike Lanes and Routes Citywide 54 Parking Lot #35 Resurfacing 55 Greenwood Street Angle Parking Construction 56 Parking Lot #6 Resurfacing 57 “CDBG Alley Paving (N of Greenleaf, E of Elmwood)” 58 Ashland Avenue Resurfacing 59 Central Park Avenue Resurfacing 60 Chicago Avenue Resurfacing 61 Basin S82B Contract 1 62 Basin S82B Contract 1 63 Basin S82B Contract 1 64 Basin S82B Contract 1 65 Basin S82B Contract 2 66 Basin S82B Contract 2 67 Basin S82B Contract 2 68 Custer Avenue Water Main & Street Improvement 69 Clark Street Water Main & Street Improvement 70 Oak Avenue Water Main & Street Improvement 71 Greenwood Street Water / Sewer & St. Improvement 72 Stewart Avenue Water Main & Street Improvement 73 Jenks Street Water Main & Street Improvement 74 Basin S82B Contract 2 Drainage Structure Improvement 75 Water Treatment Plant Expansion 76 Noyes Street Water Main Improvement 77 Jenks Street Water Main & Street Improvement 78 Stewart Avenue Water Main & Street Improvement 79 McDaniel Avenue Water Main Improvement www.cityofevanston.org/construction 562 Capital Improvement Program Approved by City Council June 19, 2006 The Capital Improvement Plan is a process by which the City designs a multi-year plan for major capital expenditure. It represents the City’s plan for physical development. The program is reviewed 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 moves forward. 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. These have included: 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 the Council and the public with the City’s future capital infrastructure needs. During the 2006-2007 Budget Process the Council approved a change in the Capital cycle, with the Fiscal Year 2007-2008 CIP being approved in May 2006, 10 months prior to the beginning of the fiscal year. This change in cycle was designed to allow projects to receive funding approval and begin the planning stages earlier in order to benefit from more advantageous bidding seasons and prepare construction to begin in early spring of the approved year. 563 Multi Year Capital Improvement Funding The City of Evanston has developed a multi-year plan for capital improvement funding. This plan is part of the ongoing effort by the City Council and Management to meet the needs of our community, while limiting increases in the tax burden of the citizens of the City. This strategy includes managing the cost of capital projects, aiming for a steady annual increase of 4% on debt service payments, and utilizing alternative funding sources when possible. This year, due to several large priority projects, including the rebuilding of Fire Station #5 and increases in the funding for street resurfacing, $2 million in cash from the Debt Service Fund balance will be utilized. With the $2 million in cash, $12 million in General Obligation Bonds will be issued for the FY 07-08 Capital Budget. The future years of the plan are balanced to the anticipated funding level of $10 million annually. While year’s two through five of the plan are currently at the anticipated funding level of $10 million, the estimated costs for projects will likely increase due to both general inflation and increases in the cost of construction materials, such as concrete and steel. The cost estimates for the future years are just that – estimates – which will be adjusted to reflect better information as they move closer to their approval/construction dates. General Obligation Bonds Payable The City issued general obligation bonds to provide funds for the acquisition and construction of major capital facilities. General obligation bonds have been issued for both governmental and business-type activities. General Obligation bonds are direct obligations and pledge the full faith and credit of the City. These bonds generally are issued as 20 year serial bonds with equal amounts of principal maturing each year. In November 2001, the City entered into an interest rate swap agreement with Bank of America relating to the City’s $19,000,000 General Obligation (GO) Variable Rate Demand Bonds, Series 2000A and the $10,400,000 Variable Rate Demand Bonds, Series 2000C with a fixed rate of 3.125%, effective December 1, 2001 through November 30, 2005. During the 2005 fiscal year, the City paid an additional $507,712 due to the swap agreement. Additional payments for the remainder of the agreement are estimated at approximately $153,000. In November 2002 the City entered into a rate cap agreement with JP Morgan Chase Bank relating to the City’s $35,000,000 GO Variable Rate Demand Bond, Series 2002A and B, with a cap rate of 4.75% effective December 1, 2002 through November 30, 2005. On May 13, 2004 the City issued Series 2004 $13,355,000 in GO Bonds as a net interest cost of 4.6291740%. The proceeds are being used to partially finance the City’s Long Range Capital Improvement Program and Special Assessment Alley Program. On July 27, 2004 the City issued Series 2004B $11,730,000 in GO Bonds at a net interest cost of 3.739542%. The proceeds are being used to partially refund $11,085,000 of the 1997 bonds. 564 Annual debt service requirements to maturity for general obligation bonds are as follows: Year Ending Governmental Activities Business-type Activities February 28th Principal Interest Principal Interest 2006 57,535,000 5,499,342 19,370,000 2,323,367 2007 6,765,000 3,706,794 2,635,000 1,445,218 2008 6,670,000 3,472,764 2,785,000 1,282,325 2009 5,415,000 3,216,629 2,980,000 1,109,885 2010 5,535,000 3,022,240 3,170,000 925,328 2011-2015 31,470,000 11,785,382 11,315,000 2,060,810 2016-2020 20,780,000 5,229,706 1,400,000 169,194 2021-2015 9,285,000 1,024,913 - - Total 143,455,000 36,957,770 43,655,000 9,316,126 Special Service District Bonds Payable The City also issued debt in the Special Service District No. 5 fund to provide funds for the principal and interest payments on unlimited ad valorem tax bonds issued for this special taxing district. Annual debt service requirements to maturity for special assessment bonds are as follows: Year Ending Governmental Activities February 28th Principal Interest 2006 255,000 183,749 2007 265,000 170,563 2008 285,000 157,313 2009 295,000 143,063 2010 305,000 128,313 2011-2015 1,780,000 393,625 2016-2020 405,000 21,263 Total 3,590,000 1,197,886 Revenue Bonds Payable The City also issued revenue bonds where the City pledges income derived from the acquired or constructed assets to pay debt service. The bonds were issued to finance construction projects related to the water treatment plant. 565 Revenue bond debt service requirements to maturity are as follows: Year Ending Business type Activities February 28th Principal Interest 2006 865,000 177,355 2007 470,000 145,088 2008 485,000 128,713 2009 510,000 110,913 2010 525,000 91,556 2011-2015 1,720,000 159,988 Total 4,575,000 813,611 Notes Payable – Sewer IEPA Loans As of February 28, 2005, the City currently has 23 outstanding loans from the IEPA. The City will repay the loans solely from revenues derived from the sewer system; the loans do not constitute a full faith and credit obligation of the City. They will be repaid with equal installments consisting of principal plus simple interest, on unpaid principal balances, over a period of 20 years. Initial principal balances will consist of disbursements and interest accrued during construction. Repayments begin not later than six months after completion of construction. Notes payable – Sewer IEPA debt service requirements to maturity are as follows: Year Ending Business-type Activities February 28th Principal Interest 2006 5,953,538 2,743,747 2007 6,372,036 2,679,152 2008 6,560,609 2,490,494 2009 6,754,849 2,296,167 2010 6,954,928 2,095,999 2011-2015 35,520,979 7,314,190 2016-2020 24,747,261 2,844,832 2021-2025 9,100,614 519,262 2026-2030 235,197 3,022 Total 102,200,011 22,986,865 Prior Year’s General Obligation Bond Defeasances In 1999, the City defeased a portion of Series 1994, Series 1995, and Series 1996 Corporate Purpose bonds, by placing a portion of the proceeds of Series 1999 Bonds in an irrevocable trust to provide for the advance refunding of the callable portion of the bonds. In 2004, the City defeased a portion of Series 1997 Corporate Purpose bonds, by placing a portion of the proceeds of Series 2004B in an irrevocable escrow account. 566 The trust account assets and the liabilities for the defeased bonds are not included in the City’s financial statements. At February 28, 2005, the following remaining outstanding balances are considered defeased: GO Series Original Amount Defeased Outstanding Defeased Amounts 1996 9,765,000 9,765,000 1997 11,085,000 11,085,000 The outstanding balances of Series 1996 and 1997, not defeased at February 28, 2005, are recorded as a liability in the City’s financial statements. Those balances are as follows: GO Series 1996 1,040,000 1997 16,660,000 Prior Year Project Review Environment Final restoration work is underway to complete the Long Range Sewer Improvement Program Phase 10 Contract A project. This project involved the installation of relief sewers in the area south of Davis Street, east of Hinman, and north of South Blvd as well as the area east of the High School between Davis and Greenwood. Phase 10, Contract B which involves the installation of restrictors is currently underway. In addition, in 2005 the relief sewer was extended on Lee Street from Maple to Ridge. The membrane roofs were replaced on the Water Filter Building headhouse and garages at the Water Plant Facility. In 2005 water main was replaced on Chicago Avenue from South Blvd. to Howard Street, on Dempster from Judson to Forest, on Main Street from Ashland to Dodge and on Fowler from Dempster to Church. A number of sections of water main are currently being replaced as a part of the 2006 construction season. Parks, Forestry, and Recreation Several projects have been completed in the recent year – Ackerman Park tennis courts, new baseball backstops at James Park, a renovation of Noyes Gallery which was funded by a grant, and general renovations at Leahy Park, Levinson Tot Lot, Cartwright Park, and Eggleston Park. Transportation The 2006-2007 CIP represented a large increase in the funding allocated to street resurfacing and maintenance. This funding has been fully programmed and construction projects are now beginning. By maintaining the increased allocation staff estimates that in approximately five years the City will have caught 567 up with deferred street resurfacing and be on top of maintaining this vital and extensive aspect of the City infrastructure. Facilities Information Systems The implementation of the JD Edwards financial system has been completed. Responsibility for the various aspects of the system and day to day administration has been transitioned to internal city staff and plans are being implemented to expand staff training in order for end users to more fully utilize all the available resources that the system provides. 2007-2008 Project Overview Environment In addition to annual projects such as water main replacements and sewer work this year an expansion of the Service Building & Filtration Building are planned which will be funded out of the Water operating budget. Sewer relief will also be done on Ridge Avenue in conjunction with the street work planned for Ridge. Parks, Forestry, and Recreation The department is continuing with the park renovations outlined in the Parks Strategic Plan. In 07-08 three parks will have court renovations: Mason Park tennis courts; Bent Park tennis and basketball courts; and Larimer Park basketball. Additionally park improvements are planned for Perry Park, and expansion of Twiggs Park, and for Lawson Park. The Lawson Park playground will be the City’s first playground specifically designed for special needs children. The park renovation will be jointly funded with private funds and GO Bonds. Transportation The 2007-2008 CIP represents that second year of increased funding for street maintenance – this funding level is significantly more appropriate to maintain the vital aspect of the City infrastructure that the streets represent. Increased funding has also been allocated to alley paving and street light and signal maintenance. The 50/50 alley program has increasingly gained in popularity, thus necessitating the increased City share of funding. This project decreases future alley maintenance costs since the alleys no longer need to be graded. Facilities The primary and most visible facilities project in the 2007-2008 CIP is the reconstruction of Fire Station #5, located on Central Street. Fire #5 is the last fire of the Fire Stations to have undergone renovation from the 568 original structures. The new station will be able to handle the larger size of modern fire equipment as well as providing a more efficient use of space. Another significant and much planned project is the final phase of the Police Headquarters renovation which has been funded over the past several years. This allocation will enable the renovation of the 2nd floor, and the relocation of a locker room to the basement. This renovation will not only add functionality and efficiency, but it will also make the station more livable. Information Systems The IT Strategic Plan is an alignment of internal service requirements and departmental projects submitted. The goal of this project is to evaluate the future technological needs of the City, and develop a priority list. This will enable us to plan our resources: time, staff, and funds, and to move forward in an orderly and efficient fashion. Planning technology equipment and software purchases in this way will allow the City to maximize both resources and positive impact to the citizenry. 569 570 EXHIBIT A Capital Improvement Fund Policy 571 572 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 573 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. 574 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. 575 • 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. 576 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. 577 • 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. 578 EXHIBIT B 2007/08 – 2011/12 Capital Improvement Program 579 580 Bonds - GO/Special Assessment 900,000 Bonds - Property Tax Supported 12,000,000 Community Development Block Grant 440,000 ETSB Funds 810,000 Fleet Services Funds 2,000,000 State Grants 400,000 Federal Grants 714,000 Motor Fuel Tax Fund 1,200,000 Private Sources 1,295,000 Sale of City Property 200,000 Reallocated Cash Funds 2,600,000 Sewer Capital Fund 875,000 Sewer Reserves 635,130 IEPA Loan Fund 9,355,468 TIF Funds 2,750,000 Water Fund - Operating Budget 2,000,000 Water Fund - DI & E A/C 3,380,000 Grand Total(s) 41,554,598 Projects by Funding Source City of Evanston 2007 - 2008 Capital Plan 2007 - 2008 Capital Projects by Funding Source Bonds - GO/Special Assessment Bonds - Property Tax Supported Community Development Block Grant ETSB Funds Fleet Services Funds State Grants Federal Grants Motor Fuel Tax Fund Private Sources Sale of City Property Reallocated Cash Funds Sewer Capital Fund Sewer Reserves IEPA Loan Fund TIF Funds Water Fund - Operating Budget Water Fund - DI & E A/C 581 582 415864 50/50 Curb and Sidewalk 100,000 415854 Alley Paving - City Share 700,000 415356 Bent Park Tennis Court and Basketball Courts 150,000 415867 Block Curb and Sidewalk 125,000 415382 Boat Ramp Extension 5,000 415100 Capital Improvements 50,000 415509 Chandler Center Floor Tile/Gym Equipment/etc 25,000 415875 Chicago Ave Signals - CMAQ 436,000 416052 Contingency 300,000 415553 Crown Center Systems Repair 25,000 415383 Dempster St Beach Lock and Racks 100,000 415802 Fire Station #5 2,700,000 415721 Firing Range Upgrade 134,000 416001 Information Technology 350,000 416301 IT Strategic Planning Applications 750,000 416019 Ladd Capital Maintenance 50,000 415358 Larimer Basketball Court 60,000 415380 Lawson Park/Noah's Playground Redevelopment 200,000 416129 Library Children's Area Expansion 500,000 415350 Mason Park Tennis Court Reconstruction 120,000 415870 Neighborhood Traffic Calming 50,000 416072 Noyes Capital Maintenance 20,000 415307 Parks Maintenance and Furniture Replacement 25,000 416122 Perry Park 200,000 415722 PODSS Camera System 45,000 415718 Police Fire HQ Interior 530,000 416079 Service Center Door Replacements 50,000 416051 Services to General Fund 300,000 415857 Street Resurfacing 3,000,000 415868 Streetlight Upgrades 300,000 416028 Traffic Signal and Street Light Maintenance 100,000 415862 Traffic Signal System Study 100,000 415871 Traffic Signal Upgrades 300,000 416097 Viaduct Screening 100,000 Bonds - Property Tax Supported 12,000,000 City of Evanston 2007 - 2008 Capital Plan General Obligation Bonds 583 584 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total Bonds - GO/Special Assessment 415856 Alley Paving - Private Share 900,000 900,000 900,000 900,000 900,000 4,500,000 9,000,000 Bonds - GO/Special Assessment 900,000 900,000 900,000 900,000 900,000 4,500,000 4,500,000 Bonds - Property Tax Supported 415100 Capital Improvements 50,000 50,000 50,000 50,000 50,000 250,000 500,000 415169 Civic Center Improvements 25,000,000 25,000,000 415213 Service Center General Lighting Retrofit 63,000 63,000 415223 Service Center - Overhead Door Replacement 400,000 400,000 415307 Parks Maintenance and Furniture Replacem 25,000 50,000 50,000 50,000 50,000 250,000 475,000 415307 Shore Preservation 30,000 30,000 30,000 150,000 240,000 415350 Mason Park Tennis Court Reconstruction 120,000 120,000 415354 James Park: Hill &Parking Lot 2,400,000 2,400,000 415356 Bent Park Tennis Court and Basketball Cou 150,000 150,000 415358 Larimer Basketball Court 60,000 60,000 415377 Light/Fog House Facility 325,000 108,000 433,000 415379 Hobart Park 170,000 170,000 415380 Lawson Park/Noah's Playground Redevelop 200,000 200,000 400,000 415381 Torgerson Park 250,000 250,000 Project City of Evanston Capital Plan 2008 thru 2011 Projects by Funding Source 585 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject 415382 Boat Ramp Extension 5,000 100,000 105,000 415382 Branch Library Renovation 400,000 400,000 415383 Dempster St Beach Lock and Racks 100,000 100,000 415509 Chandler Center Floor Tile/Gym Equipment 25,000 60,000 65,000 13,000 163,000 415509 Chandler Center Parking Lot 220,000 220,000 415553 Crown Center Systems Repair 25,000 100,000 100,000 50,000 50,000 250,000 575,000 415561 Crown Tennis Courts and Lighting 350,000 350,000 415602 Levy Sr Center Boiler Replacement 200,000 200,000 415653 Noyes Cultural Arts Center HVAC Improvements 900,000 900,000 415686 Ecology Patio Repairs 30,000 30,000 415705 Animal Shelter 0 415718 Police Fire HQ Interior 530,000 530,000 415721 Firing Range Upgrade 134,000 134,000 415722 PODSS Camera System 45,000 45,000 415802 Fire Station #5 2,700,000 2,700,000 415814 Fire Station 4 Reconstruction 5,000,000 5,000,000 415854 Alley Paving - City Share 700,000 700,000 900,000 900,000 900,000 4,500,000 8,600,000 415857 Street Resurfacing 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 30,000,000 415862 Traffic Signal System Study 100,000 50,000 50,000 50,000 50,000 250,000 550,000 415864 50/50 Curb and Sidewalk 100,000 105,000 110,000 115,000 120,000 600,000 1,150,000 415867 Block Curb and Sidewalk 125,000 125,000 125,000 125,000 125,000 625,000 1,250,000 415868 Streetlight Upgrades 300,000 250,000 250,000 250,000 250,000 500,000 1,800,000 415870 Neighborhood Traffic Calming 50,000 50,000 50,000 50,000 50,000 250,000 500,000 415871 Traffic Signal Upgrades 300,000 200,000 300,000 300,000 300,000 1,500,000 2,900,000 415875 Chicago Ave Signals - CMAQ 436,000 436,000 586 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject 416001 Information Technology 350,000 455,000 500,000 500,000 500,000 2,800,000 5,105,000 416009 Evanston Art Center 35,000 385,000 420,000 416010 Environmental Remediation 25,000 25,000 25,000 25,000 125,000 225,000 416016 Roof Assessments 40,000 20,000 40,000 100,000 416019 Ladd Capital Maintenance 50,000 25,000 25,000 25,000 25,000 125,000 275,000 416028 Traffic Signal and Street Light Maintenance 100,000 100,000 100,000 150,000 150,000 750,000 1,350,000 416038 2222 Oakton Storage Facility 100,000 100,000 416044 Fountain Square Replacement 4,000,000 4,000,000 416047 GIS Basemap Updating 30,000 30,000 90,000 150,000 416051 Services to General Fund 300,000 300,000 300,000 300,000 300,000 1,500,000 3,000,000 416052 Contingency 300,000 300,000 300,000 300,000 300,000 1,500,000 3,000,000 416055 Foster Park 400,000 200,000 200,000 800,000 416072 Noyes Capital Maintenance 20,000 20,000 20,000 20,000 20,000 100,000 200,000 416079 Service Center Door Replacements 50,000 50,000 416097 Viaduct Screening 100,000 100,000 416116 Service Center Emergency Generator 500,000 500,000 416121 Twiggs Park Expansion 50,000 50,000 416122 Perry Park 200,000 200,000 416127 Lakefront Renovation 900,000 1,350,000 1,350,000 1,180,000 5,500,000 10,280,000 416129 Library Children's Area Expansion 500,000 500,000 1,000,000 416301 IT Strategic Planning Applications 750,000 650,000 650,000 650,000 650,000 3,750,000 7,100,000 - Central Street METRA Station Washrooms 100,000 100,000 - Crown Center Renovation 10,000,000 10,000,000 - Evanston Art Center Coach House Greenho 46,000 46,000 - Fire #1 Building Automation System 50,000 50,000 587 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject - Fire #2 Air Handler and Condenser Replace 70,000 70,000 - Fireman's Park 230,000 230,000 - Flag Pole Lighting 50,000 50,000 - Flooring - Police Outpost 50,000 50,000 - Garden Park 300,000 300,000 - Grey Park 280,000 280,000 - Ladd Arboretum Master Plan/Renovation 500,000 500,000 1,000,000 - Levy Center Draperies 75,000 75,000 - Municipal Service Center Fleet Service Make-Up Air Unit 55,000 55,000 - Noyes Renovations ((locks, lighting, kitchen 20,000 20,000 40,000 - Police Department Video Camera Project 200,000 200,000 - Portable Stage 95,000 95,000 - Service Center - Asphalt Driveway Replace 250,000 250,000 - Service Center - D Building Compressor 45,000 45,000 - Service Center Exhaust Fan & Space heaters 100,000 100,000 - Service Center Retaining Wall Replacement 250,000 250,000 - Southwest Park 200,000 200,000 Bonds - Property Tax Supported 12,000,000 9,920,000 10,000,000 9,975,000 9,970,000 88,925,000 140,790,000 588 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject Community Development Block Grant Funds 415362 Smith Park 100,000 100,000 415692 Fleetwood Jourdain Gym Roof Replacemen 15,000 220,000 235,000 415854 Alley Paving - City Share 150,000 150,000 150,000 150,000 150,000 750,000 1,500,000 415867 Block Curb and Sidewalk 75,000 75,000 75,000 75,000 75,000 375,000 750,000 416055 Foster Park 200,000 200,000 200,000 600,000 416121 Twiggs Park 50,000 50,000 416122 Perry Park 200,000 200,000 - Fleetwood Jourdain 100,000 30,000 130,000 Community Development Block Grant Funds 440,000 695,000 425,000 425,000 455,000 1,125,000 3,565,000 ETSB Funds 5150 Emergency Telephone System Capital 810,000 810,000 810,000 810,000 810,000 4,050,000 8,100,000 ETSB Funds 810,000 810,000 810,000 810,000 810,000 4,050,000 8,100,000 Fleet Services Funds 7720 Capital Outlay - Fleet 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 20,000,000 Fleet Services Funds 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 20,000,000 State Grants 415055 Foster Park 400,000 400,000 416121 Twiggs 200,000 100,000 300,000 416122 Perry Park 200,000 200,000 -Southwest Park 200,000 200,000 State Grants 400,000 100,000 400,000 0 200,000 0 1,100,000 589 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject Federal Grants 415875 Chicago Ave Signals - CMAQ 714,000 714,000 Federal Grants 714,000 0 0 0 0 0 714,000 Motor Fuel Tax Fund 415857 Street Resurfacing 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 12,000,000 Motor Fuel Tax Fund 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 12,000,000 Parking Fund 415224 Service Center Parking Deck 220,000 220,000 Parking Fund 0 0 0 220,000 0 0 220,000 Private Sources 415380 Lawson Park 300,000 300,000 415705 Animal Shelter Facility 475,000 475,000 415350 Mason Park Tennis Court 30,000 30,000 415871 Traffic Signal Upgrades 200,000 200,000 415356 Bent Park Tennis and Basketball 30,000 30,000 416129 Library Children's Area Expansion 260,000 260,000 Private Sources 1,295,000 0 0 0 0 0 1,295,000 Sale of City Property 416129 Library Youth Services Renovation 0 416401 Branch Library Renovations 200,000 200,000 Sale of City Property 200,000 0 0 0 0 0 200,000 590 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject Reallocated Cash Funds 415705 Animal Shelter Facility 475,000 475,000 415802 Fire Station #5 2,000,000 2,000,000 -Public Art 125,000 125,000 Reallocated Cash Funds 2,600,000 0 0 0 0 0 5,200,000 Sewer Capital Fund 7420 Emergency Sewer Work 75,000 75,000 75,000 75,000 75,000 375,000 750,000 7420 Sewer Lining 250,000 250,000 250,000 250,000 250,000 1,250,000 2,500,000 7420 Street Improvements 550,000 550,000 550,000 550,000 550,000 2,750,000 5,500,000 Sewer Capital Fund 875,000 875,000 875,000 875,000 875,000 4,375,000 8,750,000 Sewer Bonds 742508 Ridge Avenue Relief Sewer Project 2,200,000 2,200,000 Sewer Bonds 0 2,200,000 0 0 0 0 2,200,000 Sewer Reserves 7475 Phase S82B Construction 567,680 91,920 659,600 7476 Phase S82B Construction Engineering 67,450 12,287 79,737 new Phase 10C Construction 535,100 535,100 new Phase 10C Construction Eng. 62,560 62,560 new Phase 10C Design 16,500 16,500 Sewer Reserves 635,130 104,207 0 614,160 0 0 1,353,497 591 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject IEPA Loan Funds 7475 Phase S82B Construction 8,395,820 827,280 9,223,100 7476 Phase S82B Construction Engineering 959,648 110,587 1,070,235 - Phase 10C Construction 4,815,900 4,815,900 - Phase 10C Construction Eng. 563,040 563,040 IEPA Loan Funds 9,355,468 937,867 0 5,378,940 0 0 15,672,275 TIF Funds -Downtown Streetscape Project 2,700,000 600,000 3,300,000 - Downtown Brick Repair 50,000 50,000 50,000 50,000 50,000 250,000 500,000 TIF Funds 2,750,000 650,000 50,000 50,000 50,000 250,000 3,800,000 Water Fund - Operating Budget 733055 Service Building & Filtration Building Expan 2,000,000 2,000,000 Water Fund - Operating Budget 2,000,000 2,000,000 592 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future TotalProject Water Fund - DI & E A/C 733048 Filter Rehab (#19-24) 100,000 2,000,000 2,100,000 733066 Emergency Interconnection 80,000 1,300,000 1,380,000 733067 Security Improvements 50,000 50,000 50,000 50,000 50,000 250,000 500,000 733070 Roof Projects 120,000 120,000 733071 Water Main Engineering Services 250,000 250,000 250,000 250,000 250,000 1,250,000 2,500,000 733076 UV Treatment of Finished Water (north & S 100,000 1,000,000 2,500,000 3,600,000 733078 Review of SCADA System 200,000 200,000 400,000 733702 Water Main Installations 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 28,000,000 -Annual Water Plant Improvements after 201 2,000,000 2,000,000 -Plant Evaluation 100,000 100,000 -Standpipe Painting 350,000 350,000 700,000 -Tank Mixing System 100,000 100,000 Water Fund - DI & E A/C 3,380,000 4,800,000 5,200,000 4,670,000 5,950,000 17,500,000 41,500,000 Grand Total(s) 41,554,598 25,192,074 21,860,000 27,118,100 22,410,000 136,725,000 274,859,772 593 594 Environment 16,245,598 Information Technology 1,100,000 Other Improvements 1,585,000 Economic Development 2,700,000 Public Buildings 7,160,000 Parks and Recreation 1,935,000 Transportation 10,650,000 Police 179,000 Grand Total(s) 41,554,598 Projects by Department City of Evanston 2007 - 2008 Capital Plan 2007 - 2008 Capital Projects by Department Environment Information Technology Other Improvements Economic Development Public Buildings Parks and Recreation Transportation 595 596 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total Environment 7420 Emergency Sewer Work 75,000 75,000 75,000 75,000 75,000 375,000 750,000 7420 Sewer Lining 250,000 250,000 250,000 250,000 250,000 1,250,000 2,500,000 7420 Street Improvements 550,000 550,000 550,000 550,000 550,000 2,750,000 5,500,000 7475 Phase S82B Construction 8,963,500 919,200 9,882,700 7476 Phase S82B Construction Engineering 1,027,098 122,874 1,149,972 733048 Filter Rehab (#19-24) 100,000 2,000,000 2,100,000 733055 Service Building & Filtration Building Expans 2,000,000 2,000,000 733066 Emergency Interconnection 80,000 1,300,000 1,380,000 733067 Security Improvements 50,000 50,000 50,000 50,000 50,000 250,000 500,000 733070 Roof Projects 120,000 120,000 733071 Water Main Engineering Services 250,000 250,000 250,000 250,000 250,000 1,250,000 2,500,000 733076 UV Treatment of Finished Water (north & So 100,000 1,000,000 2,500,000 3,600,000 733078 Review of SCADA System 200,000 200,000 400,000 733702 Water Main Installations 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 28,000,000 742508 Ridge Avenue Relief Sewer Project 2,200,000 2,200,000 -Annual Water Plant Improvements after 201 2,000,000 2,000,000 - Phase 10C Construction 5,351,000 5,351,000 - Phase 10C Construction Eng. 625,600 625,600 - Phase 10C Design 16,500 16,500 City of Evanston Capital Plan Projects by Department 2008 thru 2011 597 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total -Plant Evaluation 100,000 100,000 -Standpipe Painting 350,000 350,000 700,000 -Tank Mixing System 100,000 100,000 Environment 16,245,598 8,917,074 6,075,000 11,538,100 6,825,000 21,875,000 71,475,772 Information Technology 416001 Information Technology 350,000 455,000 500,000 500,000 500,000 2,800,000 5,105,000 416047 GIS Basemap Updating 0 30,000 30,000 90,000 150,000 416301 IT Strategic Planning Applications 750,000 650,000 650,000 650,000 650,000 3,750,000 7,100,000 Information Technology 1,100,000 1,105,000 1,180,000 1,150,000 1,180,000 6,640,000 12,355,000 Other Improvements 5150 Emergency Telephone System Capital 810,000 810,000 810,000 810,000 810,000 4,050,000 8,100,000 415100 Capital Improvements 50,000 50,000 50,000 50,000 50,000 250,000 500,000 416051 Services to General Fund 300,000 300,000 300,000 300,000 300,000 1,500,000 3,000,000 416052 Contingency 300,000 300,000 300,000 300,000 300,000 1,500,000 3,000,000 - Public Art 125,000 125,000 Other Improvements 1,585,000 1,460,000 1,460,000 1,460,000 1,460,000 7,300,000 14,725,000 Economic Development - Downtown Streetscape Project 2,700,000 600,000 3,300,000 Economic Development 2,700,000 600,000 0 0 0 0 3,300,000 Public Buildings 415169 Civic Center Improvements 25,000,000 25,000,000 415213 Service Center General Lighting Retrofit 63,000 63,000 415377 Light/Fog House Facility 325,000 108,000 433,000 598 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total 415382 Boat Ramp Extension 5,000 100,000 105,000 415602 Levy Sr Center Boiler Replacement 200,000 200,000 415653 Noyes Cultural Arts Center HVAC Improvements 900,000 900,000 415692 Fleetwood Jourdain Gym Roof Replacemen 15,000 220,000 235,000 415705 Animal Shelter 950,000 950,000 415718 Police Fire HQ Interior 530,000 530,000 415802 Fire Station #5 4,700,000 4,700,000 415814 Fire Station 4 Reconstruction 5,000,000 5,000,000 416009 Evanston Art Center 35,000 385,000 420,000 416010 Environmental Remediation 25,000 25,000 25,000 25,000 125,000 225,000 416016 Roof Assessments 40,000 20,000 40,000 100,000 416044 Fountain Square Replacement 4,000,000 4,000,000 416116 Service Center Emergency Generator 500,000 500,000 416129 Library Children's Area Expansion 760,000 500,000 1,260,000 416401 Branch Library Renovation 200,000 400,000 600,000 - Central Street METRA Station Washrooms 100,000 100,000 - Crown Center Renovation 10,000,000 10,000,000 - Evanston Art Center Coach House Greenho 46,000 46,000 - Fire #1 Building Automation System 50,000 50,000 - Fire #2 Air Handler and Condenser Replace 70,000 70,000 - Flag Pole Lighting 50,000 50,000 - Municipal Service Center Fleet Service Make-Up Air Unit 55,000 55,000 - Service Center Exhaust Fan & Space heaters 100,000 100,000 Public Buildings 7,160,000 1,505,000 525,000 527,000 410,000 45,565,000 55,692,000 599 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total Parks and Recreation 415307 Parks Maintenance and Furniture Replacem 25,000 50,000 50,000 50,000 50,000 250,000 475,000 415307 Shore Preservation 30,000 30,000 30,000 150,000 240,000 415350 Mason Park Tennis Court Reconstruction 150,000 150,000 415354 James Park: Hill &Parking Lot 2,400,000 2,400,000 415356 Bent Park Tennis Court and Basketball Cou 180,000 180,000 415358 Larimer Basketball Court 60,000 60,000 415362 Smith Park 100,000 100,000 415379 Hobart Park 170,000 170,000 415380 Lawson Park/Noah's Playground Redevelop 500,000 200,000 700,000 415381 Torgerson Park 250,000 250,000 415383 Dempster St Beach Lock and Racks 100,000 100,000 415509 Chandler Center Floor Tile/Gym Equipment/25,000 60,000 65,000 13,000 163,000 415509 Chandler Center Parking Lot 220,000 220,000 415553 Crown Center Systems Repair 25,000 100,000 100,000 50,000 50,000 250,000 575,000 415561 Crown Tennis Courts and Lighting 350,000 350,000 415686 Ecology Patio Repairs 30,000 30,000 416019 Ladd Capital Maintenance 50,000 25,000 25,000 25,000 25,000 125,000 275,000 416055 Foster Park 1,000,000 400,000 400,000 1,800,000 416072 Noyes Capital Maintenance 20,000 20,000 20,000 20,000 20,000 100,000 200,000 416121 Twiggs Park Expansion 200,000 200,000 400,000 416122 Perry Park 600,000 600,000 416127 Lakefront Renovation 900,000 1,350,000 1,350,000 1,180,000 5,500,000 10,280,000 - Fireman's Park 230,000 230,000 - Fleetwood Kitchen/Arts and Crafts 100,000 100,000 - Fleetwood Scoreboard and Equipment 30,000 30,000 - Garden Park 300,000 300,000 600 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total - Grey Park 280,000 280,000 - Ladd Arboretum Master Plan/Renovation 500,000 500,000 1,000,000 - Levy Center Draperies 75,000 75,000 - Noyes Renovations ((locks, lighting, kitchen 20,000 20,000 40,000 - Portable Stage 95,000 95,000 - Southwest Park 400,000 400,000 Parks and Recreation 1,935,000 2,355,000 2,960,000 2,558,000 2,965,000 9,495,000 22,268,000 Transportation 7720 Capital Outlay - Fleet 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 20,000,000 415223 Service Center - Overhead Door Replacement 400,000 400,000 415224 Service Center - Parking Deck Repairs 220,000 220,000 415854 Alley Paving - City Share 850,000 850,000 1,050,000 1,050,000 1,050,000 5,250,000 10,100,000 415856 Alley Paving - Private Share 900,000 900,000 900,000 900,000 900,000 4,500,000 9,000,000 415857 Street Resurfacing 4,200,000 4,200,000 4,200,000 4,200,000 4,200,000 21,000,000 42,000,000 415862 Traffic Signal System Study 100,000 50,000 50,000 50,000 50,000 250,000 550,000 415864 50/50 Curb and Sidewalk 100,000 105,000 110,000 115,000 120,000 600,000 1,150,000 415867 Block Curb and Sidewalk 200,000 200,000 200,000 200,000 200,000 1,000,000 2,000,000 415868 Streetlight Upgrades 300,000 250,000 250,000 250,000 250,000 500,000 1,800,000 415870 Neighborhood Traffic Calming 50,000 50,000 50,000 50,000 50,000 250,000 500,000 415871 Traffic Signal Upgrades 500,000 200,000 300,000 300,000 300,000 1,500,000 3,100,000 415875 Chicago Ave Signals - CMAQ 1,150,000 1,150,000 416028 Traffic Signal and Street Light Maintenance 100,000 100,000 100,000 150,000 150,000 750,000 1,350,000 416038 2222 Oakton Storage Facility 100,000 100,000 416079 Service Center Door Replacements 50,000 50,000 416097 Viaduct Screening 100,000 100,000 - Downtown Brick Repair Program 50,000 50,000 50,000 50,000 50,000 250,000 500,000 601 Project 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 Future Total - Service Center - Asphalt Driveway Replace 250,000 250,000 - Service Center - D Building Compressor 45,000 45,000 - Service Center Retaining Wall Replacement 250,000 250,000 Transportation 10,650,000 9,000,000 9,660,000 9,885,000 9,570,000 45,850,000 94,615,000 Police 415721 Firing Range Upgrade 134,000 134,000 415722 PODSS Camera System 45,000 45,000 - Flooring - Police Outpost 50,000 50,000 - Police Department Video Camera Project 200,000 200,000 Police 179,000 250,000 0 0 0 0 429,000 Grand Total(s) 41,554,598 25,192,074 21,860,000 27,118,100 22,410,000 136,725,000 274,859,772 602 EXHIBIT C 2007 - 2008 Capital Budget Project Descriptions 603 604 Capital Improvements – Bond Issuance Costs BU# 415100 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 50,000 Costs associated with the issuance of the General Obligation Bonds. Total 50,000 Justification Funding Sources Bonds Property Tax Supported 50,000 Select Funding Sources 0 Select Funding Sources 0 Total 50,000 Operational Impact Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 50,000 50,000 50,000 50,000 250,000 Parks Capital Maintenance BU# 415307 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 50,000 Contingency funding for unanticipated annual repairs throughout Evanston's Park system. This project is funded on an annual basis. Repairs/replacements are scheduled as required. Total 50,000 Justification Funding Sources Bonds Property Tax Supported 50,000 Select Funding Sources 0 Select Funding Sources 0 Total 50,000 Operational Impact Repair and replacement of failing or damaged site furnishing, play equipment, park features and plant material on an ongoing basis is necessary in order to maintain a functioning park system. Since this funding is designed to absorb unknown and unanticipated repairs, potential maintenance impacts are currently unknown. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 50,000 50,000 50,000 50,000 250,000 605 Mason Park Tennis Court Reconstruction BU# 415350 Project Description Estimated Project Costs Consulting 0 Construction 150,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Reconstruct tennis courts; no prior year funding is associated with this project; schedule is as follows: design - fall 2006, bid - winter 2007, construction - spring-summer 2007. Total 150,000 Justification Funding Sources Bonds Property Tax Supported 120,000 USTA Grant 30,000 Select Funding Sources 0 Total 150,000 Operational Impact This project is required in order to correct significant physical deterioration in court surfacing, fencing and equipment which currently creates potentially hazardous conditions and significantly limits court play for facility users. The tennis court pavement were last overlayed at this site in 1993. Original court construction was likely sometime in the 1970s. This project will not increase or decrease annual operating costs associated with tennis court maintenance. Due to the inherent nature of asphalt, annual maintenance efforts cannot address long-term surface deterioration. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 150,000 0 0 0 0 150,000 Bent Park Tennis and Basketball Court Reconstruction BU# 415356 Project Description Estimated Project Costs Consulting 0 Construction 180,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Reconstruct tennis and basketball courts; no prior year funding is associated with this project; schedule is as follows: design - fall 2006, bid - winter 2007, construction - spring-summer 2007. Total 180,000 Justification Funding Sources Bonds Property Tax Supported 150,000 USTA Grant 30,000 Select Funding Sources 0 Total 180,000 Operational Impact This project is required in order to correct significant physical deterioration in court surfacing, fencing and equipment which currently creates potentially hazardous conditions and significantly limits court play for facility users. Tennis and basketball courts were last re-color coated at this site in 1991. The courts' original construction date is unknown. This project will not increase or decrease annual operating costs associated with court maintenance. Due to the inherent nature of asphalt, annual maintenance efforts cannot address long-term surface deterioration. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 180,000 0 0 0 0 180,000 606 Larimer Basketball Court Reconstruction BU# 415358 Project Description Estimated Project Costs Consulting 0 Construction 60,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Reconstruct basketball court. Work will include: court design, bidding for construction, demolition of the existing court including subbase excavation and construction of new court surfacing and athletic equipment (backboards). No prior year funding is associated with this project. The schedule is as follows: design - fall 2006, bid - winter 2007, construction - spring-summer 2007. Total 60,000 Justification Funding Sources Bonds Property Tax Supported 60,000 Select Funding Sources 0 Select Funding Sources 0 Total 60,000 Operational Impact This project is required in order to correct significant physical deterioration in court surfacing which currently creates potentially hazardous conditions and significantly limits court play for facility users. The basketball court was last re-color coated at this site in 1996. Original court construction was likely sometime in the 1970s. This project will not increase or decrease annual operating costs associated with basketball court maintenance. Due to the inherent nature of asphalt, annual maintenance efforts cannot address long-term surface deterioration. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 60,000 0 0 0 0 60,000 Lawson Park / Noah's Playground Redevelopment BU# 415380 Project Description Estimated Project Costs Consulting 15,000 Construction 685,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Reconstruct the existing park and playground at Lawson Park to meet current code, safety and ADA requirements. Utilize private donations to design playground specifically for special needs children. No prior year funding is associated with this project. Schedule is as follows: design - summer/fall 2006, bid - winter 2007, construction - spring to fall 2007. Total 700,000 Justification Funding Sources Bonds Property Tax Supported 200,000 Private Sources 300,000 Select Funding Sources 0 Total 500,000 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. If wood chip surfacing is installed it will likely increase bi-annual maintenance costs to replenish this material. The new playground may require the purchase of ADA compliant engineered, wood fiber mulch. It is not possible to quantify the increased cost at this time as the amount of material required will depend on the playground design (to be determined). Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 500,000 200,000 0 0 0 700,000 607 Boat Ramp Extension BU# 415382 Project Description Estimated Project Costs Consulting 5,000 Construction 90,000 Furniture/Fixtures/Equipment 0 Contingency 10,000 Capital Expenditures 0 Replace existing temporary metal boat ramp extension with a new permanent concrete ramp. Total 105,000 Justification Funding Sources Bonds Property Tax Supported 105,000 Select Funding Sources 0 Select Funding Sources 0 Total 105,000 Operational Impact Boaters are unable to launch their trailer mounted boats from the current concrete boat ramp without the temporary steel extension made up several years ago. Since the creation of the ramp extension, the water level has dropped requiring further extension and/or dredging. The metal ramp is removed each fall and re- installed each spring: removal and replacement is time consuming, costly, dangerous and requires a large crane. During installation, parts of the ramp may be damaged resulting in deformed dangerous metal below the surface of the water. Extending the concrete ramp will enhance the use of the facility and reduce the City's exposure to injuries. Eliminate the need for continuing repairs to the steel temporary ramp. Eliminate the crane rental costs and time to install and remove the temporary ramp. Reduce potential liability from sharp edges of steel ramp. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 5,000 100,000 0 0 0 105,000 Dempster Street Beach Locker and Rack Reconstruction BU# 415383 Project Description Estimated Project Costs Consulting 15,000 Construction 85,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Reconstruct existing lockers and boat racks at the Dempster Street beach facility. No prior year funding is associated with this project. Schedule is as follows: design - fall 2006, bid - winter 2007, construction - spring to summer 2007. Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact The existing locker and racking system, rented to boating and windsurfing users, is significantly deteriorated and failing. The poor condition of these facilities will soon make rental impossible, limiting summer lakefront programming and eliminating approximately $82,000 in annual revenues. This project will decrease current annual maintenance efforts to keep the existing lockers and racking system functional. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 100,000 0 0 0 0 100,000 608 Chandler Center Floor Tile/Gym Equipment BU# 415509 Project Description Estimated Project Costs Consulting 0 Construction 25,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Replacement of failing tile in hallways, multipurpose rooms and office. No prior year funding is associated with this project. Schedule is as follows: design - summer 2007, bid - summer 2007, construction - fall 2007. Future years reflect additional equipment and improvements. Total 25,000 Justification Funding Sources Bonds Property Tax Supported 25,000 Select Funding Sources 0 Select Funding Sources 0 Total 25,000 Operational Impact Existing tile is falling apart and delaminating from substrate creating hazardous conditions for center users. This project will not increase or decrease annual maintenance costs associated with the tiles. The proposed tiles will require the same amount of cleaning as the existing deteriorated tiles. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 25,000 60,000 65,000 13,000 0 163,000 Crown Center Capital Maintenance BU# 415553 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 50,000 Funding for annual capital repairs at the Crown Center and Ice Rink. This project is funded on an annual basis. Planned projects include: ice rink compressor condenser replacement $12,000 (Dec 06-April 07), ice rink cooling system equipment repairs $10,000 (ongoing), rubber floor replacement in lobby $5,000 (June 07- September 07), bleacher repairs $2,000 (September 07), bathroom partition and plumbing upgrades $3,000 (December 06-March 07), exterior door replacements $7,000 (January 07-May 07), skylight repairs $5,000 (February 07-August 07) and building sound system upgrades $5,000 (March 07-April 07). Total 50,000 Justification Funding Sources Bonds Property Tax Supported 50,000 Select Funding Sources 0 Select Funding Sources 0 Total 50,000 Operational Impact Repair/replacement of failing equipment and systems on an ongoing basis is required in order to maintain services and building viability. Recreation programs will be scheduled around construction activities. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 50,000 50,000 50,000 50,000 250,000 609 Fleetwood Jourdain Center Roof Replacement BU# 415692 Project Description Estimated Project Costs Consulting 15,000 Construction 200,000 Furniture/Fixtures/Equipment 0 Contingency 20,000 Capital Expenditures 0 Install new slope metal roof over the gym area. This roof was bid out in 2005 to see if we could afford it as part of the flat roof project which was funded in 04-05 with $133,500 in GO Bonds . We did not have adequate funds so it was decided to delay this work until adequate funding was available. Total 235,000 Justification Funding Sources CDBG Funds 235,000 Select Funding Sources 0 Select Funding Sources 0 Total 235,000 Operational Impact This roof is in need of replacement as identified by our roof consultant. The metal roof specified will last longer and look better than the existing roof. None Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 15,000 220,000 0 0 0 235,000 Animal Shelter Renovation BU# 415705 Project Description Estimated Project Costs Consulting 150,000 Construction 700,000 Furniture/Fixtures/Equipment 50,000 Contingency 50,000 Capital Expenditures 0 Renovation of the existing facility to incorporate the design plan of Community Animal Rescue Efforts (CARE). The work will include creating additional space to meet the needs of CARE. The new design will allow for safer handling of the animals and appropriate adoption facilities. Specifically, the addition of two wings at the back of the shelter with additional HVAC which will house a new dog run and a cat room. Total 950,000 Justification Funding Sources Reallocated Funds 475,000 Private Sources 475,000 Select Funding Sources 0 Total 950,000 Operational Impact CARE provides care and adoption of the animals at this facility. This funding request is in addition to funding that CARE will be providing to increase the size of the facility to meet the present needs of CARE. With added building area and equipment more maintenance will be required. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 950,000 0 0 0 0 950,000 610 Police Fire HQ Interior BU# 415718 Project Description Estimated Project Costs Consulting 0 Construction 970,000 Furniture/Fixtures/Equipment 85,000 Contingency 100,000 Capital Expenditures 0 Rehabilitate the 2nd floor of the Police Station to comply with code exiting requirements, and update general office layout. Remove and replace the roof above the 2nd floor police station. Install ADA compliant signage; Renovate the basement locker rooms to upgrade finishes, lighting, and ventillation; Install a new Fire Alarm System; Move the evidence technician to the basement storage room; Install new exterior building signage to identify both the Police and Fire Dept. Headquarters. The City has already funded $625,000 in 05-06 and 06-07 for this project. Total 1,155,000 Justification Funding Sources Bonds Property Tax Supported 1,155,000 Select Funding Sources 0 Select Funding Sources 0 Total 1,155,000 Operational Impact The existing second floor layout does not meet current code or staffing requirements. The basement locker room is in poor condition, lacking proper ventilation. The current exterior signage is inadequate Improved safety and exiting in the event of an emergency. Improved officer efficiency and productivity. Improved officer morale. Improved exterior and interior identification. better processing by emergency technicians. No monitary change in the operation. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 530,000 0 0 0 0 530,000 Police Department Firing Range Upgrade BU# 415721 Project Description Estimated Project Costs Consulting 0 Construction 134,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Replace the current firing range with a more dependable, state of the art facility for the purposes of qualifying and training officer in the use of their firearms. This project has not received any prior year funding. Total 134,000 Justification Funding Sources Bonds Property Tax Supported 134,000 Select Funding Sources 0 Select Funding Sources 0 Total 134,000 Operational Impact Provide the Evanston Police Department with the proper equipment to hold range qualifications, train officers on a regular basis and to provide a safe and modern facility.The current gun range is in constant need of repair due to faulty equipment. The City of Evanston would be in a better position if a new range facility was purchased. Enter operational impact here Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 134,000 0 0 0 0 134,000 611 PODSS Cameras BU# 415722 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 115,000 Contingency 0 Capital Expenditures 0 Implemetation of a Protable Overt Digital Surveillance System (PODSS). The police departmnent would like to take advantage of new video technology to be more proactive in preventing crime. Highly visible surveillance cameras have proven to be a key tool in crime prevention. Two cameras will be purchased in FY06-07 using contingency funds. The FY07-08 allocation will provide for the purchase of one additional cameras. Total 115,000 Justification Funding Sources Bonds Property Tax Supported 45,000 Select Funding Sources 0 Select Funding Sources 0 Total 45,000 Operational Impact This next-generation equipment is digital, self contained and relatively mobile. Mobility is key to enabling the police department to extend its presence in targeted areas. A relatively small expenditure will help us to reduce crime in Evanston. Police departments that are using the PODSS system have shown a 17% decline in serious index crime and a 76% decline in narcotics crime. This project would implement the use of three (3) PODSS cameras in Evanston over two years. There are potential future costs associated with the placement and relocation of the cameras. Staff time will be required to install and move the units. The initial set up and installation costs have been included in the project. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 45,000 0 0 0 0 45,000 Fire Station #5 BU# 415802 Project Description Estimated Project Costs Consulting 100,000 Construction 4,570,000 Furniture/Fixtures/Equipment 250,000 Contingency 500,000 Capital Expenditures 0 Remove and replace Fire Station #5. The new station is currently envisioned as a two story station with a drive through bay and partial basement. Currently, the schedule has groundbreaking occuring in early 2007 with construction being completed in 12 months. The City has provided $720,000 in FY 04-05, FY05-06 and FY06-07. Total 5,420,000 Justification Funding Sources Bonds Property Tax Supported 3,420,000 Reallocated Cash Funds 2,000,000 Select Funding Sources 0 Total 5,420,000 Operational Impact The existing facility is inadequate to properly house the existing fire equipment. This fire station is over 50 years old. It has shorter bays and the door height too low to accommodate newer aparatus. This limits the ability of the fire department to utilize the space effectively. Newer, larger equipment requires increased space. This new facility will be larger, and more complex. It will cost more in energy consumption, maintenance, and service agreements. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 4,700,000 0 0 0 0 4,700,000 612 Special Assessment Alley Paving - City Share BU# 415854 Project Description Estimated Project Costs Consulting 0 Construction 850,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 The Special Assessment alley paving program provides for paving of the existing gravel alleys. Alley construction includes necessary sewer improvements, installation of drainage structures and paving the alley with Portland Cement Concrete, 8-inch thick. This is an annual program with growing popularity. It has received funding in prior years of $500,000 GO Bonds in addition to CDBG funds. Total 850,000 Justification Funding Sources Bonds Property Tax Supported 700,000 CDBG Funds 150,000 Select Funding Sources 0 Total 850,000 Operational Impact The popular alley paving program has grown in recent years since many residents prefer paved alleys instead of gravel alleys. The program reduces the maintenance costs associated with grading gravel alleys each year. This funding is for the City's share of the special assessment alley construction cost, which is 50% paid by the City and 50% by the property owner. Paved alleys are virtually maintenance free for 50 years. This reduces maintenance costs for the Streets Division, eliminating the need to grade these alleys. Alley grading is the most expensive single maintenance operation for the streets area. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 850,000 850,000 1,050,000 1,050,000 1,050,000 4,850,000 Special Assessment Alley Paving - Private Share BU# 415856 Project Description Estimated Project Costs Consulting 0 Construction 900,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 The Special Assessment alley paving program provides for paving of the existing gravel alleys. Alley construction includes necessary sewer improvements, installation of drainage structures and paving the alley with Portland Cement Concrete, 8-inch thick. Total 900,000 Justification Funding Sources GO/Special Assessment Bond 900,000 Select Funding Sources 0 Select Funding Sources 0 Total 900,000 Operational Impact The popular alley paving program has grown in recent years since many residents prefer paved alleys instead of gravel alleys. The program reduces the maintenance costs associated with grading gravel alleys each year. This funding is for the City's share of the special assessment alley construction cost, which is 50% paid by the City and 50% by the property owner. Paved alleys are virtually maintenance free for 50 years. This reduces maintenance costs for the Streets Division, eliminating the need to grade these alleys. Alley grading is the most expensive single maintenance operation for the streets area. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 900,000 900,000 900,000 900,000 900,000 4,500,000 613 Street Resurfacing Program BU# 415857 Project Description Estimated Project Costs Consulting 200,000 Construction 4,000,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Annual program to resurface streets in poor condition throughout the City. Prior to FY 05-06 this project was allocated $500,000 in GO Bonds which was insufficient to maintain City infrastructure. In 05-06 the allocation was increased to 700,000 as well as receiving excess building permit revenue of approx. $500,000. In 06-07 saw the allocation $3,000,000 in GO Bonds allocated in addition to the annual Motor Fuel Tax Funds. Total 4,200,000 Justification 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 5-year Street Resurfacing Plan (FY in 2007 to 2011) is expected to gain City Council approval in the spring 2006. These improvements are coordinated with other infrastructure improvements to minimize utility work on newly paved streets. Failure to adequately invest in a street when it needs resurfacing results in higher costs later when the street may need to be fully reconstructed. The 5-Year Street Resurfacing Plan recommends this level of investment to maintain the existing asset base and provide proper ride quality. Improving street conditions was a major theme of the strategic planning outreach process in 2005. This street maintenance effort improves safety and ride quality for users, and reduces street maintenance costs. Finally, it extends pavement life and greatly delays road reconstruction which is a much more expensive undertaking than regular resurfacing. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 4,200,000 4,200,000 4,200,000 4,200,000 4,200,000 21,000,000 Traffic Study BU# 415862 Project Description Estimated Project Costs Consulting 100,000 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. Some of the identified projects are: Emerson Ridge Green Bay corridor, Dodge from Greenleaf to Demspter, and City wide truck route signage plan. $50,000 was funded previously in 06-07 and is being used to study/design various Central Street intersections and Oakton intersections. Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact The Emerson Ridge Green Bay corridor needs to be studied to prepare for a grant application for CMAQ funds. Dodge from Greenleaf to Dempster needs to be studied to accommodate pedestrian crossing needs to and from the shopping plaza and for intersection signal timing upgrade. City wide truck routes signing needs to be studied so that advance truck route signs and viaduct clearance information is provided to truck drivers. Studies at other locations will indentify corrective measures that can be taken to mitigate the problems. Improved pedestrian and traffic safety. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 100,000 50,000 50,000 50,000 50,000 300,000 614 50/50 Curb & Sidewalk Program BU# 415864 Project Description Estimated Project Costs Consulting 0 Construction 100,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 A cost sharing program that allows Evanston residents to have deteriorated sidewalks and curbs replaced. This project leverages private funding to fix short-segments of sidewalks. The competitive bidding process allows the city to be responsive to resident requests in a cost efficient way. It pays 50% of the construction cost and the residents pay the remainder. This project receives annual funding through the CIP. Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact Existing curbs & sidewalks are in poor condition at several locations throughout the City. This program encourages residents to participate in the program by cost sharing. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 100,000 105,000 110,000 115,000 120,000 550,000 Block Curb & Sidewalk Program BU# 415867 Project Description Estimated Project Costs Consulting 0 Construction 200,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 This program provides for the replacement of deteriorated curbs and sidewalks for large areas, generally full blocks. This project receives annual funding through CDBG and CIP. The CIP portion of the funding has been increased over the past few years to reflect need. Total 200,000 Justification Funding Sources Bonds Property Tax Supported 125,000 CDBG Funds 75,000 Select Funding Sources 0 Total 200,000 Operational Impact As sidewalks and curbs age, they deteriorate and cause street ponding and uneven walking surfaces for pedestrians. This program is needed to eliminate these problems and to upgrade the City's infrastructure. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 200,000 200,000 200,000 200,000 200,000 1,000,000 615 Neighborhood Traffic Calming BU# 415870 Project Description Estimated Project Costs Consulting 0 Construction 50,000 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. This annual project was not funded in the 2006-07 CIP budget because of the remaining balance. The balance is programmed to be drawn down in 2006-07. Total 50,000 Justification 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 50,000 50,000 50,000 50,000 250,000 Street Light Upgrade Program BU# 415868 Project Description Estimated Project Costs Consulting 0 Construction 300,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Replacement of 1200 mercury vapor Davit arm street lights with an alternative lighting source. Previous year funding of $500,000 was used to complete the Tallmadge street light upgrade from mercury vapor to induction lighting. This project will continue for approximately 7 more years - through 2013-14. Total 300,000 Justification Funding Sources Bonds Property Tax Supported 300,000 Select Funding Sources 0 Select Funding Sources 0 Total 300,000 Operational Impact This program is needed to replace the exsiting Davit arm lighting with a new environmentally friendly lighting system. The existing mercury vapor lamps are an obsolete light source and they pose disposal problems. This program will improve lighting levels as well as the environment. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 300,000 250,000 250,000 250,000 250,000 1,300,000 616 Traffic Signal Upgrades BU# 415871 Project Description Estimated Project Costs Consulting Construction 450,000 Furniture/Fixtures/Equipment 0 Contingency 50,000 Capital Expenditures 0 Traffic signal upgrades for two intersections. To upgrade and interconnect the Central/Ridge and Central/Girard Signals and to provide pre-emption to fire trucks exiting the fire station. Evanston Hospital is contributing $200,000 towards this project. This is an ongoing project for signal upgrades throughout the City. Total 500,000 Justification Funding Sources Private Sources 200,000 Bonds Property Tax Supported 300,000 Select Funding Sources 0 Total 500,000 Operational Impact Traffic signals that have aged and need to be replaced to latest standards. The selection of the two intersections is based on the the Transportation Division's Five Year Plan for signal improvements. Ugraded signals with fire pre-emption. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 500,000 200,000 300,000 300,000 300,000 1,600,000 Chicago Ave Signals - CMAQ BU# 415875 Project Description Estimated Project Costs Consulting 150,000 Construction 1,000,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 A CMAQ grant has been received to upgrade five signals and interconnect eight signals on Chicago Avenue. Phase II Engineering is scheduled for 2006 and Construction in 2007. The requested fund is estimated to cover the City's share of the construction including construction administration cost. Previously $50,000 was budgeted to cover Phase II portion of the project. As per grant application commitments, three signals to the north of the project are being upgraded and funded through the CIP funds in 2006-07. Total 1,150,000 Justification Funding Sources Federal Grant 714,000 Bonds Property Tax Supported 436,000 Select Funding Sources 0 Total 1,150,000 Operational Impact Project will result in needed signal upgrades, better traffic operation, and reduced vehicle emissions. New and coordinated signals Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 1,150,000 0 0 0 0 1,150,000 617 Planned Technology Replacement BU# 416001 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 350,000 Contingency 0 Capital Expenditures 0 This is funding for the “Planned Technology Replacement Schedule” which consists of Personal Computers, Printers, Servers, Network devices, Telephony, and Office Productivity Tools. In prior years this was funded under three separate projects: 1)Technology Replacement 2) Telephony 3) City Network Infrastructure - these have been consolidated to better track expenditures and match up with data collected for ICMA's Center for Performance Measurement. Total 350,000 Justification Funding Sources Bonds Property Tax Supported 350,000 Select Funding Sources 0 Select Funding Sources 0 Total 350,000 Operational Impact All supported Information Technology products purchased with department or project funds become part of the replacement schedule. Purchases are maintained in an inventory, and estimated product life cycles are established. Every effort is made to use a product as long as feasibly possible. 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, 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 an average of the needs over six years. Most products have a life expectancy of five years; however replacement ranges from four to a maximum of ten years. Any operational impact is already part of the operational budget. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 350,000 455,000 500,000 500,000 500,000 2,305,000 Traffic Signal and Street Light Maintenance BU# 416028 Project Description Estimated Project Costs Consulting 0 Construction 100,000 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. In 06-07 this received an $80,000 allocation, prior to that the allocations had annually been in the $50,000 range which in recent years has proved to be insufficient for the City's needs. Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact Durring the course of the year we encounter unexpected jobs due to construction and both City and private development work, which require us to make adjustments in our electrical systems. Also we need to repair and replace poles which become deteriorated due to age and are damaged due to vehicle accidents. Improve pedestrian and traffic safety Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 100,000 100,000 100,000 150,000 150,000 600,000 618 Services to General Fund BU# 416051 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 300,000 This allocation reimburses the General Fund for costs (engineering, fund maintenance, IS staff, etc) related to Capital Projects. Total 300,000 Justification Funding Sources Bonds Property Tax Supported 300,000 Select Funding Sources 0 Select Funding Sources 0 Total 300,000 Operational Impact 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 Contingency BU# 416052 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 300,000 In accordance with the Capital Improvement Fund 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 none are available within the departments exisiting projects. This fund may also be used unforseeable need such as emergency's repairs or grant match funding. Total 300,000 Justification Funding Sources Bonds Property Tax Supported 300,000 Select Funding Sources 0 Select Funding Sources 0 Total 300,000 Operational Impact Since this funding is designed to absorb unknown and unanticipated repairs, potential operational impacts are currently unknown. 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 1,500,000 619 Noyes Capital Maintenance BU# 416072 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 20,000 Funding for annual capital repairs at the Noyes Cultural Arts Center. Planned projects include: basement wiring cleanup $4,000 (Feb 06-April 07), basement HVAC piping insulation and ceiling painting $3,000 (May 07-Sept 07), basement floor sanding/resurfacing $10,000 (June 2007-Sept 07), and basement lighting $3,500 (Oct 07-Nov 07). This project is funded on an annual basis. Total 20,000 Justification Funding Sources Bonds Property Tax Supported 20,000 Select Funding Sources 0 Select Funding Sources 0 Total 20,000 Operational Impact Repair/replacement of failing building elements on an ongoing basis is required in order to maintain services and building viability. Recreation programs will be scheduled around construction activities. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 20,000 20,000 20,000 20,000 20,000 100,000 Service Center Door Replacement BU# 416079 Project Description Estimated Project Costs Consulting ,0 Construction 50,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Replacement of external pedestrian doors. Project also includes painting of the exterior windows and doors, replacement of decorative metal fencing (due to rust) and installation of final phase of keyless access system. Prior year funding includes: $62,000 (doors) + $86,000 (painting) + $41,000 (security) Total 50,000 Justification Funding Sources Bonds Property Tax Supported 50,000 Select Funding Sources 0 Select Funding Sources 0 Total 50,000 Operational Impact Doors no longer fit due to severe rusting of the frames. Building has not been painted in 25 years. Project has been bid and additional monies are needed to complete the project. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 0 0 0 0 50,000 620 Viaduct Bird Screening BU# 416097 Project Description Estimated Project Costs Consulting 0 Construction 100,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Continuing program to eliminate bird nesting under both CTA and Metra viaducts by placing bird screening and using other bird elimination techniques. This is the last year of the current three year contract and all structures should be protected at the end of 2007. Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact Improves cleanliness of the areas under the viaducts and reduces public health issues relatred to pigeon waste on the sidewalks. Improve public health; reduce need to clean area under viaducts. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 100,000 0 0 0 0 100,000 Twiggs Park Expansion and Path Reconstruction BU# 416121 Project Description Estimated Project Costs Consulting 50,000 Construction 350,000 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. No prior year funding is associated with this project. This project anticipates the following funding for 08-09: $50,000 GO Bonds, $50,000 CDBG, and $100,000 from an IDNR Grant in addition to an anticipated $200,000 grant from IDOT in 07-08. Schedule is as follows: design - spring to fall 2007, bid - winter 2008, construction - spring to summer 2008. Total 400,000 Justification Funding Sources State Grant 200,000 Select Funding Sources 0 Select Funding Sources 0 Total 200,000 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 200,000 200,000 0 0 0 400,000 621 Perry Park Redevelopment BU# 416122 Project Description Estimated Project Costs Consulting 80,000 Construction 520,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 This project will reconstruct the existing park and playground at Perry Park to meet current safety and ADA requirements. No prior year funding is associated with this project. Schedule is as follows: design - fall 2006, bid - winter 2007, construction - spring to summer 2007. Total 600,000 Justification Funding Sources Bonds Property Tax Supported 200,000 CDBG Funds 200,000 State Grant 200,000 Total 600,000 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. Additionally, lack of security lighting at this park creates potentially unsafe conditions for area residents. The playground and site furnishings were last renovated at this park in 1991. This project will increase bi-annual maintenance costs to replenish ADA accessible wood chip surfacing. The new playground will require ADA compliant engineered, wood fiber mulch. It is not possible to quantify this increased cost at this time as the amount of material required will depend on the playground design (to be determined). Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 600,000 0 0 0 0 600,000 Library Youth Services Renovation Project BU# 416129 Project Description Estimated Project Costs Consulting 0 Construction 1,810,000 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 Young Adult Room on 3rd floor of the Main Library. FY06 funding of $450,000. In 05-06 the project received $200,000 from Private Sources; in 06-07 $200,000 from a State Grant and $250,000 from GO Bonds. The project is anticipated to be completed by end of 2009. Total 1,910,000 Justification Funding Sources Bonds Property Tax Supported 500,000 Private Sources 260,000 Select Funding Sources 0 Total 760,000 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 760,000 500,000 0 0 0 1,260,000 622 IT Strategic Planning Applications BU# 416301 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 750,000 This capital improvement money is seed funding for the execution of future information technology projects. It will provide the capital required for some if not all of the projects currently being requested by departments throughout the city operations. When projects are approved allocations will be made from this account to project accounts. Total 750,000 Justification Funding Sources Bonds Property Tax Supported 750,000 Select Funding Sources 0 Select Funding Sources 0 Total 750,000 Operational Impact City departments, in collaboration with the IT Project Team, submitted sixty 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. Currently the IT Project Team and departments are in the process of evaluating the submitted projects. When all projects are evaluated, the projects must be approved and planned by senior management. As we evaluated projects we determine an estimated cost. Later, as part of the planning process, IT staffing and infrastructure must be aligned to the schedule which will then completes the cost assessment. At this point, funding requirements are contingent upon the aforementioned activities. At this point we do know that some of these projects require a half million dollars or more to implement. For example; the projected cost of a new permit tracking exceeds $700,000. We estimate that all 60 projects requested will cost between five and twelve million to implement. Since we are now projecting future CIP cost for 2007 – 08, and beyond, we are submitting an estimate of future needs. We expect to provide a more accurate assessment when the planning process is complete. unknown Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 750,000 650,000 650,000 650,000 650,000 3,350,000 Branch Library Renovations BU# 416401 Project Description Estimated Project Costs Consulting 20,000 Construction 180,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 The North and South Branch Libraries require significant modifications to improve accessiblity, HVAC, lighting, space layout, and restrooms. The total estimated cost of the improvements is $470,000. The City Council approved the sale of the City-owned building at 2022 Central Street with a portion of the proceeds funding the branch library renovations. Total 200,000 Justification Funding Sources Sale of City Property 200,000 Select Funding Sources 0 Select Funding Sources 0 Total 200,000 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. Improved service for citizens Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 200,000 0 0 0 0 200,000 623 Public Art BU# - Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 125,000 Contingency 0 Capital Expenditures 0 This project represents a new way of addressing public art in the City. This allocation of $125,000 will provide $47,000 for the public art to be located at the new Fire Station #5, and $78,000 for public art to be located throughout the City. Total 125,000 Justification Funding Sources Reallocated Funds 125,000 Select Funding Sources 0 Select Funding Sources 0 Total 125,000 Operational Impact - There will be additional costs to maintaining new public art pieces. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 125,000 0 0 0 0 125,000 Emergency Telephone System Capital BU# 5150 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 810,000 Capital purchases for the Emergency Telephone System. Total 810,000 Justification Funding Sources ETSB Funds 810,000 Select Funding Sources 0 Select Funding Sources 0 Total 810,000 Operational Impact Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 810,000 810,000 810,000 810,000 810,000 4,050,000 624 Filter & Service Building Expansion BU# 733055 Project Description Estimated Project Costs Consulting 0 Construction 2,000,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Provides funding for the expansion of the existing filter shop and water plant administration service building. Expansion of the service building includes substantial remediation of the existing subgrade structures which are more than 100 years old. Work will include structural reinforcement of the suction wells located beneath garage #2, provision of handicap access to the facility, and expansion of the offices to provide more efficient operations. The existing Filtration Division work shop is located on top of two existing filters. This project will provide funding to expand the existing Shop further west over the remaining four filters which will triple the size of the work area. Total 2,000,000 Justification Funding Sources Water Fund - Operating 2,000,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,000,000 Operational Impact Expansion of the Water Plant Administration building will incorporate the reinforcement of the 100 year old suction wells, replacement of the existing windows and the provision of handicap access to the facility. The existing administrative building built in 1949 has been adapted over the years to accommodate changes in services with storage space being converted to offices. Currently two supervisors share an 11 X 10 office, 3 employees share an office with all of the GIS equipment and record storage kept in several places. Filter Shop expansion will provide greater efficiency & increase safety by providing more space. Current configuration makes machining equipment very cumbersome. The tight quarters represents a safety hazard as well as impacts efficiency. Expansion of the administrative building will enable much more efficient operations. Individual office spaces for supervisors to conduct employee meetings, conference room to enable meetings with regulatory agencies, vendors, engineers; and space for a potential plumbing inspector or engineer working out the water plant facility. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 2,000,000 0 0 0 0 2,000,000 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 & remote facilities. Total 250,000 Justification Funding Sources Water Fund - DIE A/C 250,000 Select Funding Sources 0 Select Funding Sources 0 Total 250,000 Operational Impact The recently completed vulnerability assessment for the water utiility facilities recommends a number of security enhancements. Funding allocations provide for a gradual installation of these improvements. Enter operational impact here Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 50,000 50,000 50,000 50,000 50,000 250,000 625 Water Main Engineering Services BU# 733071 Project Description Estimated Project Costs Consulting 250,000 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Provides annual funding for engineering services for the design and during construction of the annual water main replacements Total 250,000 Justification Funding Sources Water Fund - DIE A/C 1250000 Select Funding Sources 0 Select Funding Sources 0 Total 1250000 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 250,000 250,000 250,000 250,000 250,000 1,250,000 SCADA System Improvements BU# 733078 Project Description Estimated Project Costs Consulting Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 400,000 In 2006-07 this project was funded at a $10,000 level to provide for an engineering review of our existing Supervisory Control and Data Acquisition System (SCADA) with recommendations for phased replacements. Funds for the 2007-08 and 2008-09 years will be used to upgrade the system Total 400,000 Justification Funding Sources Water Fund - DIE A/C 400,000 Select Funding Sources 0 Select Funding Sources 0 Total 400,000 Operational Impact The SCADA equipment 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. The existing system is manufactured by Bristol and installed over 20 years ago and upgraded approximately 10 years ago. 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 200,000 200,000 0 0 0 400,000 626 Emergency Interconnection BU# 733066 Project Description Estimated Project Costs Consulting 80,000 Construction 1,300,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Provides for the engineering and installation of an interconnection with the Village of Wilmette. Funding for this project will be shared by the Village of Wilmette and the Village of Skokie. Total 1,380,000 Justification Funding Sources Water Fund - DIE A/C 1,380,000 Select Funding Sources 0 Select Funding Sources 0 Total 1,380,000 Operational Impact This interconnection is designed to be capable of conveying 20 Million Gallons a day in the event of a shut down 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. Enter operational impact here Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 80,000 1,300,000 0 0 0 1,380,000 Water Main Installations BU# 733702 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 14,000,000 Provides annual funding for water main replacements as planned in conjunction with the street improvement plan. Total 14,000,000 Justification Funding Sources Water Fund - DIE A/C 14,000,000 Select Funding Sources 0 Select Funding Sources 0 Total 14,000,000 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. Enter operational impact here Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 627 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 Funding Sources Sewer Capital 375,000 Select Funding Sources 0 Select Funding Sources 0 Total 375,000 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 2007-08 2008-09 2009-10 2010-11 2011-12 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 contacts. The sewer system is video taped, deteriorated sections are identified and then included in the contract work for lining.. Total 1,250,000 Justification Funding Sources Sewer Capital 1,250,000 Select Funding Sources 0 Select Funding Sources 0 Total 1,250,000 Operational Impact These funds are necessary to maintain the integrity of the existing combined sewer system. Sewer lining is considered to have a life of 80 to 100 years. Extending the life of these old sewers reduces the impact on operations in terms of potential collapses and infiltration. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 250,000 250,000 250,000 250,000 250,000 1,250,000 628 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 Funding Sources Sewer Capital 2,750,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,750,000 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. Taking care of sewer repairs in conjunction with the resurfacing of the street reduces the likelihood of needing to disrupt the area in the future for repairs. This allows sewer crews to focus efforts in other areas of the city. Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 550,000 550,000 550,000 550,000 550,000 2,750,000 Phase S82B1 Construction Engineering Services BU# 7475 & 7425 Project Description Estimated Project Costs Consulting 535,600 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 These funds will provide for engineering services during the construction of Phase S82B, Long Range Sewer Improvement Program work. This project takes place in the area around Orrington, between Noyes and Emerson Total 535,600 Justification Funding Sources IEPA Loan Fund 517,300 Sewer Reserves 18,300 Select Funding Sources 0 Total 535,600 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.. 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 535,600 0 0 0 0 535,600 629 Phase S82B Contract 1 Construction BU# 7475 & 7425 Project Description Estimated Project Costs Consulting 0 Construction 5,286,700 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0 Provides funds for the construction of phase S82B, Contract 1 of the Long Range Sewer Improvement Program. This work will take place in the area around Orrington St, between Noyes and Emerson. It will involve the installation of a 78” relief sewer tunnel on Orrington between Noyes St and Foster, replacement of the combined sewer and the water main on Orrington between Noyes St. and Emerson, a relief sewer tunnel on Foster and open cut construction in the surrounding area. Total 5,286,700 Justification Funding Sources IEPA Loan Fund 5,086,700 Sewer Reserves 200,000 Select Funding Sources 0 Total 5,286,700 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.. 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 5,286,700 0 0 0 0 5,286,700 Phase S82B2 Construction BU# 7476 & 7425 Project Description Estimated Project Costs Consulting 0 Construction 4,596,000 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 4,596,000 Justification Funding Sources IEPA Loan Fund 4,136,400 Sewer Reserves 459,600 Select Funding Sources 0 Total 4,596,000 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.. 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 3,676,800 919,200 0 0 0 4,596,000 630 Phase S82B2 Construction Engineering Services BU# 7476 & 7425 Project Description Estimated Project Costs Consulting 614,372 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 614,372 Justification Funding Sources IEPA Loan Fund 552,935 Sewer Reserves 61,437 Select Funding Sources 0 Total 614,372 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 2007-08 2008-09 2009-10 2010-11 2011-12 Total 491,498 122,874 0 0 0 614,372 Fleet Services Vehicle Replacements BU# 7720 Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 2,000,000 Replacement of City fleet of vehicles and equipment. Fleet Services maintains an annual replacement schedule with this budget making timely and appropriate replacement possible. FY06/07 Fleet Replacement Budget = $2,041,000 Total 2,000,000 Justification Funding Sources Fleet Services Fund 2,000,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,000,000 Operational Impact To maintain the fleet of vehicles in a cost effective and safe manner Reduce annual maintenance costs Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 631 Downtown Streetscape Project BU# - Project Description Estimated Project Costs Consulting 0 Construction 494,200 Furniture/Fixtures/Equipment 1,605,800 Contingency 500,000 Capital Expenditures 0 Downtown Streetscape program for 34 block area bounded by Emerson, Hinman, Lake and Ridge Avenues. No prior year funding. Includes pedestrian streetlights, street trees and tree grates, benches, newspaper corrals and waste receptacles. Total 2,600,000 Justification Funding Sources TIF Fund 2,600,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,600,000 Operational Impact Project is needed because the area was recently assessed by Design Evanston volunteers and professional consultants who determined that the area was in need of further investment. The majority of block faces were either in poor to fair condition, particularly those areas outside of the Downtown core. Streetscape amenities were noted as features most lacking within the assessment area. Project will compliment other improvements brought forth through recently completed Downtown visioning process. Additional maintenance Requirements by Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 Total 2,700,000 600,000 0 0 0 3,300,000 632 GLOSSARY 633 634 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 635 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 636 City of Evanston Glossary replaced. The cost of the loss of usefulness of a fixed asset is the depreciation or the cost to reserve in order to replace the item at the end of its useful life. DISTINGUISHED BUDGET RESENTATION AWARD: A voluntary program administered by the Government Finance Officers Association to encourage governments to publish well organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them. ENCUMBRANCE: Obligations in the form of purchase orders and contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved because the goods or services have not been received. When paid, the encumbrance is liquidated. ENTERPRISE FUND: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. ETSB: Emergency Telephone Systems Board. EXPENDITURES: This term refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained, regardless of when the expense is actually paid. Note: An encumbrance is not expenditure. An encumbrance reserves funds to be expended for a future date. EXPENSES: A decrease in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. FEMA: Federal Emergency Management Agency. FICA: Federal Insurance Contribution Act, the name of the piece of federal legislation that established the Social Security payroll tax. The current FICA tax rate is 15%, half of which is paid by the employer and half by the employee. FISCAL YEAR (FY): The time period designating the beginning and ending period for recording financial transactions. The City of Evanston uses March 1 to February 28 (29 in a leap year) as its fiscal year. FIXED ASSETS: Assets of a long term character which are intended to continue to be held or used, such as land, buildings, machinery and equipment. FRANCHISE FEE: The fee paid by public service businesses for use of City streets, alleys and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas and cable television. FULL ACCRUAL BASIS: The basis of accounting under which transactions are recognized when they occur, regardless of the timing of estimated cash flows. FUND: An accounting entity with a separate set of self-balancing accounts which comprise its assets, liabilities, fund balance, revenues and expenditures. FUND ACCOUNTING: A governmental accounting system that is organized and operated on a fund basis. FUND BALANCE: The assets of a fund less liabilities, as determined at the end of each fiscal year. Any reservations of fund balance are deducted to result in an “unreserved fund balance.” FUND TYPE: In governmental accounting, all funds are classified into eight fund types: General, Special Revenue, Debt Services, Capital Projects, Special Assessment, Enterprise, Internal Service, and Trust and Agency. GENERAL FUND: The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges, and other types 637 City of Evanston Glossary of revenue. This fund usually includes most of the basic operating services such as fire and police protection, parks/forestry and recreation, libraries, public works, health and human services, community development, and general administration. GENERAL ACCEPTED ACCOUNTING PRINCIPLES (GAAP): Uniform minimum standard of and guidelines to financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. They encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. They provide a standard by which to measure financial presentations. GENERAL OBLIGATIO BONDS: Bonds that finance public projects such as streets, municipal facilities, and park improvements. The repayment of these bonds is made from property taxes, and these bonds are backed by the full faith and credit of the issuing government. GFOA: Government Finance Officers Association. GPS: Global Positioning System, equipment that has the ability to survey the location of an object. GRANT: A contribution by a government or other organization to support a particular function. Typically, these contributions are made to local governments from the state and federal governments. IDOT: Illinois Department of Transportation. IDPH: Illinois Department of Public Health. IEPA: Illinois Environmental Protection Agency. IMRF: Illinois Municipal Retirement Fund, a pension plan for employees of member cities within the State of Illinois. INCOME: A term used in proprietary fund type accounting to represent revenues, or the excess of revenues over expenses. INFRASTRUCTURE: The underlying permanent foundation or basic framework. INTEREST EARNINGS: The earnings from available funds invested during the year in U.S. Treasury Bonds, Government agencies, and Certificates of Deposits. INTERFUND TRANSFER: Amounts transferred from one fund to another. INTERNAL SERVICE FUND: Fund used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis. INVESTMENTS: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in governmental operations. ISO: Insurance Services Office, a non-profit organization that grades the Fire Department’s ability to provide service to a community, which is reflected in the insurance premium paid by the occupier. LEVY: To impose taxes, special assessments, or service charges for the support of City services. LIABILITIES: Debts or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. LONG TERM DEBT: Debt with a maturity of more than one year after the date of issuance. MABAS: Mutual Aid Box Alarm System, This system was established to provide a swift, standardized and effective method of mutual aid assistance for extra alarm fires and mass casualty incidents. The MABAS system is divided into over 20 Divisions from the communities along I-53 and the Northwest Tollway corridor. 638 City of Evanston Glossary MAINTENANCE: All materials or contract expenditures covering repair and upkeep of City buildings, machinery and equipment, systems, and land. MFT: Motor Fuel Tax, represents revenues for the City’s share of gasoline taxes, allotted by the state for street improvements. MODIFIED ACCRUAL BASIS: The accrual basis of accounting adapted to the governmental fund type spending measurement focus. Under it, revenues are recognized when they become both “measurable” and “available” to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred except for (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger than normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if offset by interest earnings on special assessment levies: and (5) principal and interest on long-term debt which are generally recognized when due. MOODY’S INVESTMENT RATING SERVICE: An independent agency that analyzes the financial credit ratings of organizations. These ratings are based on debt issuance and carry a three letter coding. The City possesses the highest rating level, which is Aaa. MUNICIPAL: Of or pertaining to a city or its government. NORTAF: North Regional Major Crimes Task Force, this task force was established to serve as a standing task force that would be available to its member agencies for the investigation of major crimes, including homicides and non-parental kidnappings. Member communities include Evanston, Glencoe, Glenview, Kenilworth, Lincolnwood, Morton Grove, Niles, Northbrook, Northfield, Skokie, Wheeling, Wilmette, and Winnetka. OBJECTIVES: The objectives in the performance area of the budget are statements of one-time projects. These statements are intended to address either a new service or project, or a significant change in focus or priority in response to a special community need or City effort to improve productivity. Objectives are generally limited to one fiscal year. ONGOING ACTIVITY MEASURES: These measures provide annual workload data on the activities of the City, which occur on an ongoing basis, year after year. OPERATING BUDGET: A financial plan outlining the estimated revenues and expenditures, and other information for a specific period (usually a fiscal year). The “proposed budget” is the financial plan presented by the City Manager for consideration by the City Council, and the “adopted budget” is the financial plan ultimately approved and authorized by the City Council. OPERATING EXPENSES: Proprietary fund expenses that are directly related to the fund’s primary service activities. OPERATING INCOME: The excess of proprietary fund operating revenues over operating expenses. OPERATING REVENUES: Proprietary fund revenues that are directly related to the fund’s primary service activities. They consist primarily of user charges for services. PEER Services: Fiscal agent for Evanston Substance Abuse Prevention Council. PER CAPITA COSTS: The cost of service per person. Per capita costs in Evanston are based on a 74,239 estimated population provided by the 2000 Census. 639 City of Evanston Glossary PIMS: Police Information Management System, a computerized record system developed and maintained by the State of Illinois Criminal Justice Information Authority. PROPERTY TAXES: Used to describe all revenues received in a period from current taxes, delinquent taxes, penalties and interest on delinquent taxes. PUBLIC HEARING: The portions of open meetings held to present evidence and provide information on both sides of an issue. RESERVE: An account used to indicate that a portion of fund balance is restricted for a specific purpose. An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. A reserve may also be an account used to earmark a portion of fund equity as legally segregated for a specific future use. REVENUES: All amounts of money earned or received by the City from external sources. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income. REVENUE BONDS: Bonds whose principal and interest are payable exclusively from a revenue source pledged as the payment source before issuance. ROI: Return on investment, a method to assist management decision making by evaluating the return on various investment alternatives. SALES TAXES: The City receives two types of sales taxes – one from the state and the other from a home-rule sales tax. The state tax rate is 1% and the local home rule sales tax rate is 1%. SAMSHA: Substance Abuse and Mental Health Services Administration. SERVICES BILLED OUT: Includes revenues received for services provided by one department to another within the same fund. An example would be the revenue received by the Parks Department from the Recreation Department for services provided in support of Recreation programs. SYEP: Summer Youth Employment Program. TAX BASE: The total value of all real and personal property in the City as of January 1 of each year, as certified. The tax base represents net value after all exemptions. TAX LEVY: The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. TAX RATE: A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. TAXES: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. The term does not include charges for services rendered only to those paying such charges, for example sewer service charges. TIF: Tax Increment Financing or the act of capturing the amount of property taxes levied by a taxing unit for the year on the appraised value of real property located within a defined investment zone. The tax increments are paid into the TIF fund and used to pay project costs within the zone, including debt service obligations. TRUST AND AGENCY FUNDS: Funds created to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and/or other funds. These include pension trust funds and agency funds. USER CHARGES: The payment of a fee for direct receipt of a public service by the party benefiting from the service. 640 641