HomeMy WebLinkAbout2006-2007 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
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CITY OF EVANSTON
2006-2007 APPROVED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Appropriations
TABLE OF CONTENTS
Part I - Message
Part III – General Fund Budget
Page
City Manager’s Budget Message………………………………………………….………… 11
Executive Summary………………………………………………………………………….. 19
Memo on Final Changes……………………………………………………………………… 25
Strategic Plan …………………………………………………………………………………. 27
Part II – Charts and Summaries
Organizational Chart…………………………………………………………………………. 37
General Information……………………………………………………………………......... 39
Evanston Events Calendar………………………………………………………………….. 40
Budget Calendar…………………………………………………………………………….. 43
Budget Process………………………………………………………………………………. 44
Budgetary Basis of Accounting…………………………………………………………….. 46
Budget Policy……………………………………………………………………………......... 48
Fund Descriptions……………………………………………………………………………. 52
Total Appropriations – All Funds……………………………..………………………......... 56
Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………..... 57
Transfer Summary…………………………………………………………………………… 58
Tax Bill Charts………...……………….……………………………………………………… 61
Property Tax Charts………………………………………………………………………….. 62
2006 Property Tax Levy……………………………………………………………………… 70
Revenue Sources, Assumptions and Trends……………………………………………… 72
Debt Service Charts………………………………………………………………………….. 76
All Divisions Expenditure Chart……………………………………………………………… 81
Expenditure Summary……………………….…………………………………………........ 82
General Fund Revenue Summary….………………………………………………………. 83
General Fund Revenue Detail…………………………………………………………… 84
City Council…………………………………………………………………………………… 92
City Clerk’s Office……………………………………………………………………………. 96
City Manager………………………………………………………………………………….. 100
Public Information………………………………………………………………………… 106
Farmer’s Market…………………………………………………………………………… 109
Office of Management and Budget…………………………………………………………. 111
Budget Office……………………………………………………………………………… 116
General Contingency…………………………………………………………………….. 118
Information Systems……………………………………………………………………… 120
Geographic Information Systems (GIS)………………………………………………… 124
Administrative Adjudication………………………………………………………………. 126
Legal……………………………………………………………………………………........... 128 5
Fire ……………………………………………………………………………………………. 216
Fire Management & Support……………………………………………………………. 218
Fire Prevention Bureau………………………………………………………………….. 220
Fire Suppression Bureau………………………………………………………………… 222
Health and Human Services……………………………………………………………...... 224
Health Services Administration…………………………………………………………. 228
Laboratory……...…………………………………………………………………………. 230
Family Health……………………………………………………………………………… 232
Infectious Disease Control………………………………………………………………. 234
Dental Services…………………………………………………………………………… 236
Adult Health……………………………………………………………………………….. 238
Food & Environment……………………………………………………………………… 241
Vital Records……………………………………………………………………………… 244
Health Department Grants………………………………………………………………. 247
Page
Human Resources………………………………………………………………………........ 132
Finance………………………………………………………………………………………… 136
Finance General Support……………………………………………………………....... 138
Revenue Division…………………………………………………………………………. 140
Payroll Division……………………………………………………………………………. 142
Accounting Division………………………………………………………………………. 144
Purchasing/ Accounts Payable/ MWEBE………………………………………………. 146
Facilities Management……………………………………………………………………….. 148
Facilities Management General Support……………………………………………..... 150
Construction and Repair…………………………………………………………………. 152
Custodial Maintenance…………………………………………………………………… 154
Emergency Management……………………………………………………………....... 156
Cable Communications…………………………………………………………………… 158
Community Development……………………………………………………………………. 160
Community Development Administration………………………………………………. 164
Planning and Support Service…………………………………………………………… 167
Zoning Analysis and Support……………………………………………………………. 170
Housing Code Compliance………………………………………………………………. 172
Housing Rehabilitation……………………………………………………………………. 174
Building Code Compliance…………………………………………………………........ 176
Police…………………………………………………………………………………………… 178
Police Administration……………………………………………………………………… 184
Patrol Operations……………………………………………………………………......... 186
Criminal Investigation………………………………………………………………......... 188
Social Services Bureau...……………………………………………………………....... 190
Juvenile Bureau…………………………………………………………………………… 192
School Liaison………………………………………………………………………......... 194
Records Bureau…………………………………………………………………….......... 196
Communications Bureau...………………………………………………………………. 198
Service Desk Bureau...…………………………………………………………………… 200
Office of Professional Standards……………………………………………………...... 202
Office of Administration…………………………………………………………….......... 204
Neighborhood Enforcement……………………………………………………………… 206
Traffic Bureau……………………………………………………………………………… 208
Community Strategic Bureau……………………………………………………………. 210
Animal Control…………………………………………………………………………….. 212
Problem Solving Team…………………………………………………………………… 214
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Page
Recreation………………………………………………………………………………......... 344
Management & General Support……………………………………………………..... 352
Business & Fiscal Management………………………………………………………… 354
Communications & Marketing Services……………………………………………….. 356
Recreation General Support…………………………………………………………….. 358
Park Utilities……………………………………………………………………………….. 360
Robert Crown Center…………………………………………………………………….. 362
Chandler Community Center……………………………………………………………. 364
Fleetwood-Jourdain Community Center……………………………………………...... 366
Fleetwood-Jourdain Theater…………………………………………………………….. 368
Recreation Outreach Programs…………………………………………………………. 370
Levy Activity Center………………………………………………………………………. 372
Church Street Boat Ramp……………………………………………………………….. 374
Boat Storage Facility……...……………………………………………………………… 376
Beaches…………………………………………………………………………………… 378
Facility Maintenance……………………………………………………………………… 380
Crown Ice Rink……………………………………………………………………………. 382
Community Intervention Services………………………………………………………….. 251
Mental Health Board/Community Purchased Services…………………………………… 257
Commission on Aging………………………………………………………………………… 265
Public Works………………………………………………………………………………….. 270
Director of Public Works……………………………………………………………........ 274
Municipal Service Center………………………………………………………………… 276
Division of Transportation………..………………………………………………………….. 279
EDOT Administration…...………………………………………………………….......... 282
Engineering……………………………………………………………………………….. 284
Traffic Engineering Administration …………………………………………………….. 286
Traffic Signs………………………………………………………………………………. 288
Signals & Streetlights……………………………………………………………………. 290
Enforcement & Tickets…………………………………………………………………… 292
School Crossing Guards…………………………………………………………………. 294
Streets and Sanitation……………………………………………………………………….. 297
Administration…………………………………………………………………………….. 298
Street & Alley Maintenance……………………………………………………………… 300
Street Cleaning…………………………………………………………………………… 302
Ice & Snow Removal…………………………………………………………………….. 304
Refuse Collection & Disposal………………………………………………………....... 306
Residential Recycling……………………………………………………………………. 308
Yard Waste Services……………………………………………………………………. 310
Human Relations…………………………………………………………………………….. 312
Human Relations Commission…………………………………………………………. 314
Housing Advocacy………………………………………………………………………. 316
Summer Youth Employment Program…………………………………………………. 318
Library………………………………………………………………………………………… 320
Children’s Services………………………………………………………………………. 326
Reader’s Services……………………………………………………………………….. 328
Reference & Periodicals…………………………………………………………………. 330
Circulation…………………………………………………………………………………. 332
North Branch……………………………………………………………………………… 334
South Branch……………………………………………………………………………… 336
Technical Services………………………………………………………………………. 338
Maintenance…………………………………………………………………………....... 340
Administration………………………………………………………………………......... 342
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Parks & Forestry………………………………………………………………………………. 403
General Support…………………………………………………………………………… 404
Horticultural Maintenance………………………………………………………………… 406
Parkway Tree Maintenance…………………………………………………………....... 408
Dutch Elm Disease Control…………………………………………………………........ 410
Tree Planting………………………………………………………………………………. 412
Private Elm Tree Insurance…………………………………………………………....... 414
Dutch Elm Inoculation Program…………………………………………………………. 416
Ecology Center…………………………………………………………………………......... 419
Eco-Quest Day Camp…………………………………………………………………….. 424
Cultural Arts Division…………………………………………………………………………. 427
Arts Council………………………………………………………………………….......... 430
Noyes Cultural Arts Center…………………………………………………………........ 432
Cultural Arts Programs……………………………………………………………………. 435
Part IV – Other Funds Budget
All Funds Chart Summary……………………………………………………………………. 441
Motor Fuel Tax…………………………………………………………………………........... 442
Emergency Telephone System…………………………………………………………........ 445
Community Development Block Grant……………………………………………………… 449
Economic Development Fund………………………………………………………………… 457
Housing Fund………………..…………………………………………………………........... 460
Washington National Special Tax Allocation – Debt Service Fund……………………… 462
Special Service Area No. 5…………...……………………………………………………… 464
Southwest II Special Tax Allocation – Debt Service Fund……………………………….. 465
Southwest Special Tax Allocation – Debt Service Fund…………………………………. 466
Debt Service Fund……………………………………………………………………………. 468
Downtown II Special Tax Allocation Service – Fund...……………………………………. 470
Maple Avenue Garage Fund……………………………………………………………....... 473
Parking System Fund………………………………...…………………………………....... 477
Water Fund……………………………………………………………………………………. 493
Sewer Fund……………………………………................................................................. 517
Fleet Services Fund………………………………………………………………………..…. 533
Insurance Fund..…………………………………………………………………………….... 545
Firefighters Pension Fund.………………………………………………………………..….. 548
Police Pension Fund………………………………………………………………………....... 549
Page
Sports Leagues…………………………………………………………………………..... 384
Aquatic Camp…………………………………………………………………………..….. 386
Tennis……………………………………………………………………………………..… 388
Drum & Bugle Corps…………………………………………………………………….... 390
Special Recreation………………………………………………………………………... 393
Bus Program………….…………………………………………………………………..… 396
Park Service Unit……………………………………………………………………......... 398
Youth Golf Program………………………………………………………………………. 400
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Page
Position Information
Position Comparison Charts……………………………………….………………………… 553
Position Changes for FY06/07 Budget – Detail……………………………………………. 555
Position Full-time Equivalent Five-Year Comparison ………….…………………………. 556
Full-time Equivalent Positions by Department……………………………………………… 560
General Fund………………………………………………………………………………. 560
Other Funds………………………………………………………………………………… 571
Capital Improvement Program 575
Capital Improvement Program Overview……..………………………………….………… 577
Memorandum on CIP Cycle Change………………………………………………………… 583
Capital Improvement Fund Policy…………………………………………………………… 589
Capital Projects by Funding Source……………………………………………………....... 597
Capital Projects by Department……………………………………………………………… 603
Capital Improvement Project Map…………………………………………………………… 609
Capital Project Descriptions……………………………………………………………......... 613
Glossary 633
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December 21, 2005
To the Honorable Lorraine H. Morton, Mayor
and Members of the City Council
City of Evanston, Illinois
Ladies and Gentlemen:
Transmitted herewith is the Proposed Budget for the City of Evanston for the fiscal year beginning
March 1, 2006 and ending February 28, 2007. The annual budget is the policy document that sets the
financial course for the city’s operating goals in the next fiscal year. Together with the Capital
Improvement Program, these two documents are the City’s most important financial policy documents.
They define my priorities for providing services we provide to the community over the next year.
Budget Overview:
In preparing this budget, I took the strong position that we need to ask for the minimal increase
necessary to fund current services. I avoided requesting any new funding sources, but you will see
some requests for increases in existing revenue sources. Later in this message you will see some
options to either cut services to avoid a property tax increase altogether for the General Fund, with
options to provide beach access that is currently funded by fees, to change it to provide access at no
cost to residents.
The total budget proposed for the City of Evanston is $ 181,711,265. This includes all funds. It
represents a total increase of 3.55 % over the prior year budget. The General Fund is the fund where
almost all daily operations of the city are budgeted, excluding fleet services, water, and sewer
operations. The increase in the General Fund expenditures is 3.85 %. 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 had an increase of 4.13% compared to an increase of 3.3% in
the Consumer Price Index (CPI). This comparison shows that the city’s increase in our budget is both
reasonable and necessary.
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 position relative to comparable communities. I am
pleased to say 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 not the
highest in the area. The following graphic shows the city portion of the property tax bill related to
several comparable communities, when library and park services are included.
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Property Tax Levy* Comparison By Municipality
2.104
1.752
1.597
1.547
1.528
1.501
1.201
1.191
1.026
1.444
0 0.5 1 1.5 2 2.5
Oak Park
Hoffman Estates
Arlington Heights
Des Plaines
Evanston
Skokie
Wilmette
Park Ridge
Glenview
Niles
Mu
n
i
c
i
p
a
l
i
t
y
Tax Levy
Revenues Highlights:
Based on past trends and various data, below are highlights of major revenue sources by fund:
Utility Funds: We are not recommending any increase at this time in Water or Sewer rates, pending
final outcomes of the water rate study. Staff is reviewing with the consultant the water and sewer cost
of services studies. We expect the final water rate study to be completed by February and will finalize
recommendations at that time.
General Fund Major Revenues: The following are the major changes to the non-property tax revenues
in the General Fund:
Revenue FY 2006/07 Revenue Increase/decrease
from FY 2005/06
Percentage
increase/(decrease)
Sales Tax – State $8,200,000 $ 0 0 %
Home Rules Sales Tax $ 5,500,000 $ 0 0 %
Income Tax $ 5,500,000 $ 500,000 10.0 %
Licenses & permits $ 7,254,800 $ (550,150) (7.04) %
Parking Fines $ 3,790,000 $ 190,000 4.12 %
Real Estate Transfer $ 4,000,000 $ 0 0 %
Utility Taxes $ 3,900,000 $ 150,000 4.0 %
Parking Taxes $ 1,500,000 $ 0 0 %
Telecommunications $ 3,800,000 $ 200,000 5.5 %
The reduction in permits reflects that there is no large project similar to Sherman Plaza far enough
along in the planning stages to ensure revenues equal to the 2005/06 revenues. This reduction in
revenue was projected by staff and discussed in the 2005/06 budget sessions.
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Recycling fees:
Staff recommends an increase of $ 200,000 to the recycling charge to cover the actual cost of providing
recycling in the city. This means an increase of $ 10.36 per unit per year or $ .86 per month. We
have been operating in a deficit position for this service since 1999. Our contract with Groot Recycling
Services continues through 2010. Since one of the proposed strategic visions relates to preserving our
natural resources, over the next fiscal year staff will investigate ways to restructure the entire refuse and
recycling function to shift the focus from a recycling charge to a plan that encourages recycling and
reduction in waste overall.
Parking Ticket Fines:
Staff recommends an increase in the price of meter tickets from $10 to $15 per ticket, which will provide
$290,000 in new revenues to the General Fund.
Taxi Coupons:
Staff recommends an increase in the Senior Taxi Coupon of $ .50 per ticket, which will make the cost
shared 50% by the senior and 50% by the City. Rates for the taxi coupons have not been raised since
1993. This revenue increase equals $ 20,000. We have seen a significant increase in the use of taxi
coupons and participants need to pay their fair share.
Cigarette tax:
Staff recommends the increase in cigarette tax to $ .50 per pack. This proposal would raise the tax on
a pack of cigarettes from $ .32 to $ .50 per pack. This increase would generate an additional $ 50,000
per year. The City of Chicago has approved increasing their cigarette tax by $ .48 to $ .68 per pack.
By increasing our tax rate by only $ .18 we will still be competitive and should not experience a major
drop in sales.
Property Taxes:
The property tax for the General Fund includes the taxes levied for the Library, Parks, Recreation and
Forestry and the IMRF Pension. While we have tried to hold the tax to the minimum necessary, the
7.98% increase is reflective of our best estimate of the amount needed to fund employee pensions, and
balance the budget with three labor contract negotiations pending. The allocation of the total dollar
increase from $16,700,000 to $ 18,032,090 is broken down into the following functions that could have
a separate tax levy, and shows the increase for each portion of the levy:
Illinois Municipal Retirement Fund $ 774,400 42.71 % increase
Parks/Forestry, & Recreation $ 277,000* 3.75 % increase
Evanston Public Library $ 139,500* 3.75 % increase
General Fund-remainder of tax $ 142,000* 3.75 % increase
* Net of other revenues
The IMRF portion of the General Fund levy requires more explanation. The reason the increase is so
large this year, is that the amount to be funded is based upon an actuarial valuation. The IMRF uses a
five-year moving average and this increase is reflective of poor investment performance over the past
five years. This increase was anticipated and expected. It has little to do with the number of
employees or retirees in the city. This is an unfunded mandate imposed by the State of Illinois.
The other property tax increase is for Police and Fire Pensions, of $ 60,000 and $ 505,118 respectively.
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 15.64% for the
Fire Pension Fund, and 1.47% 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 of $ 9,074,000 is for debt service on outstanding general obligation
bonds.
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The following graphics represent the breakdown of funds and services which are supported by property
tax and at what level.
2006/07 Proposed Property Tax Levy Fund Allocation
DEBT SERVICE FUND
$9,074,000
FIRE PENSION FUND
$3,735,000
POLICE PENSION FUND
$4,148,000
TOTAL GENERAL FUND
$18,032,600
2006/07 Pr oposed
Distribution of General Fund Tax Levy Across Functional Areas
$3,926,700
$2,587,400
$7,661,500
$3,857,000
$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
Expenditure Highlights:
Overview:
Once again during the preparation of the budget, various City departments identified areas where
additional personnel and/or programs would enhance their operations. The original increase in total
dollars for the General Fund was $ 5.4 million, or an increase of 6.5% in overall expenditures. Given
that the CPI has been between 3 & 4% this year, significant reductions in departmental requests were
made in order to present the City Council with a responsible, balanced proposal.
Personnel:
A total of 18 new full-time positions, and 7 part-time positions were requested from the 13 departments,
totaling more than $1 million. Many of the budget requests were valid, but not affordable due to a lack
of financial resources. Therefore, I am recommending approval of only 1.5 full-time equivalent (FTE)
new positions. However, an equal number of positions were reduced, so the full-time equivalent
headcount increased in the budget is zero, and the cost difference is a savings of $ 41,400.
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Overall, the FY 2006/07 proposed budget requires a modest but necessary increase in the property tax
to pay for General Fund salaries and benefits. Health insurance is budgeted for a 10% increase.
Prior to considering a property tax increase or new revenue sources staff pared down the proposed
budget to a very modest increase. Many of the additions to 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. A total of
$2.3 million was cut from the initial requests, including $1 million in personnel costs.
The bottom line General Fund Budget request is shown below:
• Current 2006/07 Proposed Budget $ 85,900,000
• FY 2005/06 Adopted Budget $ 82,714,300
$ 3,185,700 3.85% Increase
The following is a listing of the expenditures in the General Fund that have increased as a result of
labor contracts, state mandates, utility costs, City Council requested tree planting and Dutch Elm
Disease control services, and the addition of a Firefighter/Paramedic. These costs represent 3.27% of
the total increase of 3.82%.
Salaries and Wages $ 2,336,400
Overtime $ 370,700
Health Insurance $ 902,100
IMRF Pension, FICA, and Medicare $ 867,300
Utilities $ 56,400
Firefighter ( 6 months ) $ 25,000
Human Resources Learning and Performance Manager $ 63,900
Elimination of Assistant Finance Director $ (105,600)
Reduction of Human Relations Specialist (vacant) to part-time $ (24,700)
$ 4,491,500
In order to achieve an increase of only 3.85%, other costs had to be reduced over last year by
$ 1,305,800; $ 728,600 of this decrease is the Dutch Elm Disease Control one time startup expenses.
The remaining minor decrease of $ 577,200 is a result of reductions in departmental operating budgets.
The City continues to be in the position where it is required to do more with less.
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 $ 2,041,000.
Personnel Adjustments:
The FY 2006/07 budget has minor personnel adjustments. I am recommending that the Fire
Department add one firefighter/paramedic position for next year beginning in September 2006. We
reduced overtime expenditures to make this addition cost neutral.
The second addition to the personnel in the General Fund is to add one person in Human Resources to
serve as the Learning and Performance Manager to provide training for all departments. Right now we
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are unable to provide adequate training to the workforce and since professional development is a high
priority in the draft Strategic Plan, this position is a must.
As stated earlier one full-time position was eliminated in Finance, and a second position was reduced
from full-time to part-time in the Human Relations Office.
Tree Inoculation Service:
To support the Tree Inoculation Program, staff is recommending costs of $ 229,400 for the second year
of the program. This includes $ 89,400 for materials to inject the significant trees and $ 140,000 to fund
the re-injection of the full program in 2008. This is a reduction of $ 728,600 from the first year start up
costs of the program. Due to the mid-year change in this program the associated revenue of
$ 384,800 has also been eliminated. This program is fully funded by property taxes and other General
Fund Revenues.
Contributions to non-profit agencies:
In order to balance the city’s budget, each department had to contribute to the cuts necessary. This
year, I am recommending a 10% reduction in the funding of the Mental Health Board’s allocation to
other agencies. While I support many of the services provided in our community, we cannot continue
to hold the line on primary services such as Police, Fire, Public Works, and Parks/Forestry &
Recreation and not expect the outside agencies to share in our pain. This cut is equal to $ 82,800.
Beach Access:
The Recreation Board is proposing two free days at all beaches. The impact on revenue of this
proposal would be a reduction of $ 43,000. Staff concurs that this will provide access to more residents
without increasing property taxes. If beaches were totally free to Evanston residents the lost revenue
would be $ 466,800 while expenditures of $ 426,400 would have to be covered by property tax
revenue.
OPTIONAL CUTS OR DECREASED SERVICES:
If the City Council wishes to eliminate the need for any General Fund property tax increase, there are
several options for you to consider that could supplement or replace the $ 558,000 of general fund
property tax recommended by staff:
Revenues:
1. Adopt a new revenue source. About the only new revenue source left to consider would be a
0.75% food and beverage tax, offset by a reduction in the poured liquor tax from 6% to 4%.
This revenue source generates $ 590,000 per year.
2. Increase the vehicle sticker fee by $ 5 to generate an additional $ 175,000.
(Not recommended because our fee is higher than most cities.)
3. Reinstate the sticker program for yard waste bags generating $ 90,000. This source is tied
directly to the cost of disposal and composting. As a city that sets a “green” example, a
change discourages bagging grass.
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Expenditures:
1. Eliminate the Fleetwood -Jourdain Theater program. $ 122,000
2. Taxicab Program $ 144,000
*Net of coupon revenue
3. Library Branches* – $ 260,000
*Retains one full time position to Main Library
4. Reduce ECMC Community Television* - $ 30,000
*Reduction of 10% similar to recommended Mental Health reductions
Summary:
I would like to thank the department heads and each of their employees for their efforts every day to
make this a better community. I would also like to thank the department heads and those who assisted
in the development of this budget document. Each year it is a difficult task to maintain the quality and
quantity of services with limited resources. In particular, I express my deep gratitude to Patrick Casey,
Director of Management and Budget, William Stafford, Director of Finance, Tracy Roberts,
Management Analyst, and Alison Zelms, Management Analyst for all of their efforts in preparing this
document.
Very truly yours,
Julia A. Carroll
City Manager
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To: Julia Carroll, City Manager
From: Patrick Casey, Director of Management and Budget
Subject: Final Changes to the Proposed FY 2006-07 Budget
Date: March 1, 2006
In December of 2005 the proposed FY 2006-07 Budget was presented to City Council. The proposed
budget stated an expenditure level for all funds of $181,711,265. Four Saturday Budget Workshops and
one public hearing were held to review the proposed budget. The City Council made the following changes
to the proposed Budget:
General Fund Expenditures
The City Manager’s proposed budget was balanced as presented. The following is a list of changes to
expenditures resulting from City Council deliberations.
General Fund Revenues
The City Manager’s proposed budget was balanced as presented. The following is a list of changes to
revenues resulting from City Council deliberations.
Council also voted to change the funding source for a $290,000 increase in parking ticket revenue. The
original proposal from staff would have required an increase in the cost of parking meter tickets from $10 to
$15. Council approved an increase in the late fees for various parking tickets rather than an increase to the
initial ticket cost. This change will still provide an increase of $290,000 for parking ticket revenue.
The total expenditures for all funds will now be $186,240,465.
Interdepartmental
Memorandum
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City of Evanston
2006-2007 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 FY2007 is $181,711,265 prior to interfund transfers. This
represents an increase of $6,341,543 or 3.62%.
III. Fiscal Constraints
City budgets throughout the nation are sharing the burden of state budget constraints, as
governors and state legislatures cope with balancing budget shortfalls. Illinois is no exception.
Fiscal problems at the state level are part of the cause for Evanston’s projection of nearly-flat
revenues in the upcoming year.
Additionally, unfunded state mandates – particularly changes to funding requirements and
eligibility and pay-out options for pensions – have caused major increases to pension funding that
the City cannot avoid.
IV. General Fund
Expenditures
The General Fund budget for 2006-2007 is $85,900,000. This represents a $3,185,700 or 3.85%
increase 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 proposed property tax levy is $34,989,600. This is an increase of $2,234,755 or
6.82%. The General Fund portion of this raises from $16,700,000 to 18,032,600 an
increase of $1,332,600. Over half of the increase to the general fund, $774,400 is
21
required due to funding mandated by the state for pension funding. 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 remain at the $8,200,000.
This is an indication of the slow growth in the economy.
3. Home Rule Sales Tax:
Projections show $5,500,000 of this revenue source for the General Fund. Once again
the revenue remains flat due too the economic situation.
4. State Income Tax:
State income tax revenues are expected to increase by 10.0 %, bringing the expected
revenue to $5,500,000. This increase is due to the economic rebound. The revenue
projected is still $207,000 less than received in FY 2000/01.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For FY2006-2007, these are projected to total $8,550,000,
which is an increase of $350,000, or 4.27%.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to remain at $4,000,000 for FY2006/07.
This is mainly due to new development in Evanston. Staff does not believe this is the
historic level which is still believed to settle in the future at a number nearer to $3.0
million. The slight increase of $55,200 is due to a change in the cost of exempt real
estate transfers – which will now cost $100.
7. Vehicle Licenses:
Vehicle license fees are expected to increase by about $100,000 this year, to
$2,200,000. 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 $7,254,400 in revenues, a
decrease of $550,550 over the prior year. The main reason for the decrease is an
anticipated drop of $663,000 in building permit revenue.
9. Fines and Forfeitures:
Parking ticket, regular and other fine revenues are expected to increase by $236,500 to
$4,592,000. The majority of this increase is due to the proposed increase in the fine for
parking meter violations. The proposed increase will generate an additional $150,000
and raise the meter fine from $10 to $15 per violation.
10. Service Charges
Service charges are scheduled to increase by $166,350. Included in the proposed
budget is an increase in the recycling/refuse collection fee which adds $200,000.
Recreation revenues are scheduled to increase by $159,700. The collection rate on
ambulance billings has improved allowing a revised revenue increase of $100,000. Due
to the change in the format of the Dutch Elm Inoculation Program there is a decrease of
$384,800 – formerly the residents’ share of funding for which has now been eliminated
through the change in the program’s structure.
22
11. State and Federal Aid
State and federal aid revenues will remain stable with a slight overall increase of $11,700
resulting from an increase in the Law Enforcement block Grant of $11,600.
V. Other Funds
Motor Fuel Tax Fund
Spending for the fund is budgeted at $2,272,500 in FY2007. This is a decrease of $1,567,500
from the FY2006 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 FY2006/07 are $1,736,700 a
decrease of $453,600. Projected revenues are $1,154,780, an increase of $10,280. This
includes wireless surcharge revenue of $245,820.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban Development.
The amount for FY2006/07 is $2,256,640 for Community Development related programs, a
decrease of $602,713 from FY2005/06 funding.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,515,400 for FY2007.
Revenues for this fund are generated from the 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 FY2006/07 budget is $190,000, a decrease of $64,500.
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 2007 budgeted expenditures are $8,857,000, an
increase of $7,113,350 or 407.96% from last year. The increase is due to the payment of debt
services cost for the Series 2002 A and 2002 B Bonds.
Special Service Area No. 5 Fund
Adopted by the City Council on June 27, 1994 Special Service District 5 compromises the City of
Evanston downtown business district. FY2007 budgeted expenditures for this fund are $435,600.
This is a slight decrease in the budget of $3,200.
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 decrease of $169,700 in projected expenditures brings the fiscal year 2007
budget for this fund to $828,700.
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 $315,800 a
decrease of $581,025.
Debt Service Fund
The property tax levy reported in this budget is stated on the full accrual basis. The property tax
revenue represents the 2005 levy, almost all of which will be collected in the 2006-07 fiscal year.
23
The expenditures for the general obligation bonds represent debt service payments due in fiscal
year 2006-07.
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 is due in FY2007. Total
budgeted expenditures are $10,495,210.
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 $7,257,115 for FY2007. This is a decrease of
$1,947,200 which is due primarily to a decrease in the cost of principal for the Series 2000C bond
issuance.
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 2006/07 will be $7,252,100.
Parking System Fund
The Parking System Fund has anticipated expenditures of $3,692,800. This is a 4.25% increase
and is inclusive of capital outlay, debt service, and transfers to the General Fund. Revenues are
projected to be $3,654,700. This includes no projected revenue form the Sherman Avenue
Garage which is closed during construction of the new Sherman Plaza development and attached
parking structure.
Water Fund
The Water Fund is expected to have total expenditures of $13,702,800 which represents an
increase of $12,200 or 0.09%. Water Fund revenues are expected to increase by $6,100. No
water rate increase is proposed for FY2006/07.
Sewer Fund
A sewer rate study began in FY2006 and will continue through the end of the fiscal year. As a
result, expenditures have decreased to $16,648,800 as the scheduled 5% sewer rate increase for
FY2006 was postponed pending the outcome of the rate study.
Fleet Services Fund
Budgeted expenditures for FY2007 are $5,158,100. This is an increase of 5.69% totaling
$277,700. This year, no new bond sale is proposed for vehicles and all outstanding debt has
been paid.
Insurance Fund
Fiscal year 2007 budgeted expenditures for the Insurance Fund increases to $2,050,500.
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.
24
Actuarially determined funding requirements indicate that a $448,000 or 9.5% increase in funding
requirements is necessary for FY2007, making the budgeted amount $5,162,000. Presently, this
fund is budgeted to levy for $3,735,000, which translates into a 15.64% 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 a $95,000 or 1.6% increase in funding
requirements is necessary for FY2007, making the budgeted amount $5,983,500. Presently, this
fund is budgeted to levy for $4,148,000, which translates into a 1.47% increase in the property tax
levy.
VI. Conclusions
The 2006-2007 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.
25
26
MISSION:
The City of Evanston is committed to promoting the highest
quality of life for all residents by providing fiscally-sound, responsive
municipal services and delivering those services
equitably, professionally with the highest degree of integrity.
Creating the most livable city in America
The Evanston City Council unanimously approved the Evanston Strategic Plan on March 27,
2006. A Strategic Plan defines 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 five years to all
members of our community.
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27
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.
Economic Viability
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 specific 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.
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28
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-profits 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.
Economic Viability
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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, traffic
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
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30
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-efficient and non-automotive transportation systems,
including implementation of the Evanston Bike Plan.
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31
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: 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.
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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 define 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 qualified individuals for all City
departments.
10D: Investigate and implement best practices and national models of
service delivery.
Strengthening Community
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33
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: Define Evanston neighborhoods and ensure that they are
safe, clean, and attractive.
Objectives:
11A: Define 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 efficiently to the identified needs of Evanston
neighborhoods.
11E: Evaluate and refine public safety strategies to promote a safe
environment throughout the community’s neighborhoods.
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: 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: 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
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34
PART II
CHARTS AND SUMMARIES
35
36
Advisory Boards
and Commissions
City Clerk
Finance Public Works
Law Human Resources
Community Development Health and Human Services
Fire Police
Facilities Management Recreation, Parks and Forestry
Library Human Relations
City Manager
Mayor
City Council
Residents
City of Evanston
Organizational Chart
37
38
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
39
Hydrant testing begins
The Evanston Department of Fire and
Life Safety Services in cooperation with
the City of Evanston Water Department
will conduct the annual city-wide
hydrant testing program. The program
begins May 1 through June 16, and test-
ing is conducted from 9 a.m. through 3
p.m. For more information, call (847)
866-2942.
Aging Well Conference
and Film Festival
For older adults, their families and pro-
fessionals who deal with seniors.
Conference:Friday, May 5, 8 a.m., King
Home, 1555 Oak Ave. Registration:
available on www.cityofevanston.org, or
call (847) 866-2919 for information.
Film Festival:Sunday, May 1, Levy
Senior Center, 300 Dodge Ave.
11th Annual Strut for Strays
Evanston Animal Shelter Community
Animal Rescue Effort (C.A.R.E.) will
hold this fundraiser on Saturday, May 6,
from 8:30 a.m. to noon at the Ladd
Arboretum, rain or shine. Pre-registra-
tion is $25. Forms are available on-line
at www.care-evanston.org, at the shelter,
or by calling (847) 705-2653.
Farmers’ Market
Enjoy the bounty of Midwest farmers on
Saturdays, from May 20 through Nov. 4,
from 7:30 a.m. to 1 p.m. Location to be
announced. The Market features over 30
vendors of fruit, vegetables, flowers,
meat and bread. For further information,
call (847) 866-2936.
Garden Fair
Five Evanston garden
clubs will offer plants
from their gardens, crafts,
hanging baskets, planters,
food and advice on suc-
cessful gardening from 9
a.m. to 4 p.m. on
Saturday and Sunday, May
20 and 21 in Independence Park, Central
St. at Stewart Ave. (west of Green Bay
Rd.).
Memorial Day,
Monday, May 29
Government offices closed. No refuse/
yard waste/recycling collections will
occur due to the holiday. All collections
will occur one day later this week.
Dutch elm insurance
deadline June 1
Applications are available at the Civic
Center, by calling (847) 866-2912, or
visiting www.cityofevanston.org.
Summer
Reading Clubs
The Library’s Summer Reading Game
kicks off on Thursday, June 8 at the
Main Library and both branch libraries,
for grade schoolers, pre-schoolers and
teens.
Beaches open
Weather permitting, Evanston’s public
swimming beaches will be open June 10
through Sept. 4. Beaches will be open
from 10:30 a.m. to 8 p.m. June 11
through July 31. All
beaches will close at
7:30 p.m. starting
August 1 due to limit-
ed visibility at dusk.
Starlight Concert
Series
Concerts are held on
Tuesdays and Thursdays
throughout the summer,
from 7:30-9 p.m., and
are free to the public.
Thursday concerts will
be held at James Park,
Dodge Ave. at Mulford St., from June 15
through July 20, while Tuesday concerts
will be held at Dawes Park, Sheridan
Road at Church St., from July 11
through August 15. Rain Site: Levy
Senior Center, 300 Dodge Ave.
Custer’s Last Stand
Come out for antiques, arts and crafts,
food and entertainment on Saturday and
Sunday, June 17 and 18 from 10 a.m. to
9 p.m. on Main Street between Chicago
and Sherman Aves. Sponsored by
Evanston Festival Theatre, Inc.
Fountain Square Arts Festival
Held in Downtown Evanston on
Saturday and Sunday, June 24 and 25,
shop for crafts and artwork and enjoy the
local merchants and restaurants. 10 a.m.
to 10 p.m. sponsored by the Evanston
Chamber of Commerce.
JJuly 4th Celebration
www.evanston4th.org
Tuesday July 4th
Government offices
closed; no
refuse/recycling/yard
waste collections this
day. All collections
will occur one day
later this week.
Central Street Arts Fair and
MMaayy
2006-07 events,
reminders at-a-glance
MMaayy ccoonntt’’dd
JJuunnee
JJuunnee ccoonntt’’dd
JJuullyy
For more information on
events and services, visit:
www.cityofevanston.org
40
National Night Out
Tuesday, August 1,
between 7 and 10 p.m.,
turn on your front porch
lights, organize block par-
ties, cookouts, ice cream
socials, flashlight walks
and neighborhood meet-
ings. Take the evening to
strenthen neighborhood
spirit and police-commu-
nity partnerships.
Lakeshore Arts Festival
Saturday and Sunday, Aug. 5 and 6.
11 a.m. to 6 p.m. Dawes Park, Sheridan
Road at Church St. Free admission.Join
us on Evanston's stunning, historic lake-
front for 125 juried regional and national
artists, fabulous food, fantastic entertain-
ment, and family fun!
Evanston/Belize Day
in the Park
Saturday, Aug. 12, 2 to 8 p.m.,
Ingraham Park (behind the Civic Center,
2100 Ridge Ave.) Experience the culture
of Evanston’s Sister City, Belize City:
food, music and more.
CommUNITY Picnic
Sunday, Aug. 27, noon to 5 p.m.,
Ingraham Park (behind the Civic Center,
2100 Ridge Ave.) Free food, games,
activities, demonstrations, concerts and
more. (847) 866-2920.
Citizens’ Police Academy
Ride with the cops! Free 12-week course
begins Thursday, Aug. 31. Call (847)
866-5019 to register.
Labor Day, Monday, Sept. 4
No refuse/recycling/yard waste collec-
tions scheduled. All garbage pickups are
one day later this week.
Duck Pluck/Race
Bring the kids to this fun event spon-
sored by the Evanston Environmental
Association. Lagoon at the lakefront,
Saturday, Sept. 30, 3 to 5 p.m.
HHaalllloowweeeenn
MMoonnddaayy,, OOcctt.. 3311
TTrriicckk--oorr--TTrreeaatt
hhoouurrss,, 44 ttoo 77 pp..mm..
Veterans Day event
The Evanston Public Library offers
School’s Out programs for children and
adults on Veterans’ Day, Friday, Nov. 11.
Watch for more information, or call
(847) 866-0300.
Thanksgiving Day, Nov. 23
Government offices closed both
Thursday and Friday. No refuse, recy-
cling, yard waste collections. Thursday’s
collections are scheduled for Saturday,
Nov. 25.
SSnnooww ppaarrkkiinngg rreegguullaattiioonnss
iinn eeffffeecctt,, DDeecc.. 11
tthhrroouugghh MMaarrcchh 3311..
Yard waste drop-off
ends Dec. 10
A yard waste drop-off location is avail-
able through December 10 at the
Evanston Recycling Center, 2222
Oakton St., Fridays: noon-7 p.m.;
Saturday and Sundays: 8:30 a.m.-5 p.m.
Only leaves, grass and small brush are
accepted.
Nutcracker Ballet on Ice
Dec. 8 through 11. Stunning costumes,
glorious music and exciting skating
make this a favorite family holiday
event. Robert Crown Center, 1701 Main
St. Shows are Friday at 7:30 p.m.;
Saturday at 2:30 p.m. and 7:30 p.m.; and
Sunday at 2:30 p.m. Call (847) 328-9400
for more information.
Christmas Day,
Monday, Dec. 25
Government offices closed; no
refuse/recycling collections on Monday.
All collections will occur one day later
this week.
New Year’s Eve,
Saturday, Dec. 31
www.firstnightevanston.org
New Year’s Day,
Monday, Jan. 1
Government offices closed; no
refuse/recycling collections on Monday.
All collections are delayed one day.
week.
MMoonnddaayy,, JJaann.. 1155,, 22000077,, MMaarrttiinn
LLuutthheerr KKiinngg,, JJrr.. HHoolliiddaayy
Government offices closed. No
refuse/recycling collections sched-
uled. All pickups are one day later
this week.
LLiibbrraarryy HHoolliiddaayy eevveennttss
The Evanston Public Library offers pro-
grams for children and adults on Dr.
Martin Luther King’s birthday in
January and during Evanston's annual
celebration of Black History Month each
February. Look for special children’s
programs on Martin Luther King Day,
January 15 .
PPrreessiiddeennttss DDaayy eevveenntt
The Evanston Public Library offers
School’s Out programs for children and
adults on Presidents Day, Monday, Feb.
19. Watch for more information, or call
(847) 866-0300.
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SSeepptteemmbbeerr
JJaannuuaarryyNNoovveemmbbeerr
DDeecceemmbbeerr
FFeebbrruuaarryy
41
42
MONTH ACTIVITY
July 11, 2005 - July 19, 2005 Training with Departments on Budget Entry Module
and Position Entry Worksheets
July 11, 2005 - August 31, 2005 Position Worksheet Period
July 11, 2005 - September 15, 2005 Budget Entry Period
July 25, 2005 - July 29, 2005 Create Budget Manual Pages
August 1, 2005 Deadline to complete Text pages
August 1, 2005 - August 3, 2005 Assemble Budget Manuals
August 4, 2005 Budget Kickoff at Monthly Managers Meeting
September 15, 2005 Initial Budget Entry Completion Deadline
September 15, 2005 - November 1, 2005 Budget Review with City Manager's Office
Monday 9/25/2005 Mid-Year Budget Review / 2006-07 Preview for Council
September 30, 2005 Budget Text Pages - Completion Deadline
October 1, 2005 Design Proposed Budget Cover
November 1, 2005 Quote Information to Printers - RFQ for Proposed
November 1, 2005 - December 1, 2005 City Manager Prepares Transmittal Memo
November 16, 2005 Final Balancing Meeting
November 18th, 2005 Budget Balancing Deadline
December 19th, 2005 Proposed Budget Book to Printer
December 30, 2005 Proposed Budget Books to Council
January 7, 21, 28, 2006 Saturday Budget Workshops
February 4, 2006 Saturday Budget Workshops
Monday February 6, 2006 Public Hearing FY 2006/07 Budget
Monday February 27, 2006 Final City Council Meeting for Approval of Budget
March 31, 2006 City Council Changes entered into Budget
May 20, 2006 Printing, Binding, and Distribution of City Budget
City of Evanston
Budget Calendar
Fiscal Year 2006 - 2007
43
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 (two Saturday morning public hearings were held prior to adoption of the 2004/2005 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.
44
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.
45
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
46
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.
47
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)
48
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
49
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
50
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.
51
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.
52
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.
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.
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.
53
City of Evanston
Fund Descriptions
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
54
Summary - All Funds
( prior to interfund transfers )
Housing Fund
0.10%
General
46.05%
Economic Development
0.81%
Downtown II TIF
5.62%
Fire Pension
2.77%
Police Pension
3.21%
Emergency Telephone
0.93%
Motor Fuel
1.22%
CDBG
1.21%Insurance
1.10%
Fleet Service
2.77%
Washington National TIF
5.49%
Special Service District
0.26%
Parking
1.98%
Water
7.36%
Southwest II TIF
0.44%
Maple Avenue Garage
Fund
3.89%
Sewer
8.94%
Debt Service
(G.O. Bonds)
5.78%
Southwest TIF
0.17%
55
Fund 2005-06 Appropriation
2006-07 Approved
Appropriation Net Change Percent Change
General 82,714,300$ 85,784,800$ 3,070,500$ 3.71%
Parking 3,542,100$ 3,692,800$ 150,700$ 4.25%
Water 13,690,600$ 13,702,800$ 12,200$ 0.09%
Fire Pension 4,714,000$ 5,162,000$ 448,000$ 9.50%
Police Pension 5,888,500$ 5,983,500$ 95,000$ 1.61%
Emergency Telephone 2,190,300$ 1,736,700$ (453,600)$ -20.71%
Motor Fuel 3,840,000$ 2,272,500$ (1,567,500)$ -40.82%
CDBG 2,883,385$ 2,256,640$ (626,745)$ -21.74%
Insurance 1,900,500$ 2,050,500$ 150,000$ 7.89%
Fleet Service 4,880,400$ 5,158,100$ 277,700$ 5.69%
Washington National TIF 1,743,650$ 10,225,200$ 8,481,550$ 486.43%
Special Service District 438,800$ 477,600$ 38,800$ 8.84%
Southwest II TIF 998,400$ 828,700$ (169,700)$ -17.00%
Southwest TIF 896,825$ 315,800$ (581,025)$ -64.79%
Debt Service (G.O. Bonds) 9,881,447$ 10,554,210$ 672,763$ 6.81%
Downtown II TIF 9,204,315$ 10,472,115$ 1,267,800$ 13.77%
Economic Development 1,498,900$ 1,515,400$ 16,500$ 1.10%
Sewer 17,191,300$ 16,649,000$ (542,300)$ -3.15%
Maple Avenue Garage Fund 7,017,700$ 7,252,100$ 234,400$ 3.34%
Housing Fund 254,300$ 190,000$ (64,300)$ -25.29%
Total All Funds 175,369,722$ 186,280,465$ 10,910,743$ 6.22%
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 2005-06.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2005-06 vs. 2006-07
56
Fund
2005-06 Net
Appropriation
2006-07 Approved
Appropriation
Less Transfers to
Other Funds
2006-07 Approved
Net Appropriation Net Change
Percent
Change
General 76,383,900$ 85,784,800$ 6,592,800$ 79,192,000$ 2,808,100$ 3.68%
Parking 3,048,200$ 3,692,800$ 823,300$ 2,869,500$ (178,700)$ -5.86%
Water 9,573,000$ 13,702,800$ 4,227,200$ 9,475,600$ (97,400)$ -1.02%
Fire Pension 4,714,000$ 5,162,000$ -$ 5,162,000$ 448,000$ 9.50%
Police Pension 5,888,500$ 5,983,500$ -$ 5,983,500$ 95,000$ 1.61%
Emergency Telephone 2,020,300$ 1,736,700$ 179,000$ 1,557,700$ (462,600)$ -22.90%
Motor Fuel 3,090,000$ 2,272,500$ 772,500$ 1,500,000$ (1,590,000)$ -51.46%
CDBG 1,951,053$ 2,256,640$ 909,500$ 1,347,140$ (603,913)$ -30.95%
Insurance 1,900,500$ 2,050,500$ -$ 2,050,500$ 150,000$ 7.89%
Fleet Service 4,757,100$ 5,158,100$ 171,500$ 4,986,600$ 229,500$ 4.82%
Washington National TIF 1,743,350$ 10,225,200$ 144,800$ 10,080,400$ 8,337,050$ 478.22%
Special Service District 430,810$ 477,600$ -$ 477,600$ 46,790$ 10.86%
Southwest II (Howard-Hartrey) TIF 869,600$ 828,700$ 135,000$ 693,700$ (175,900)$ -20.23%
Southwest TIF 875,625$ 315,800$ 23,000$ 292,800$ (582,825)$ -66.56%
Debt Service (G.O. Bonds) 9,881,447$ 10,554,210$ -$ 10,554,210$ 672,763$ 6.81%
Downtown II TIF 3,548,000$ 10,472,115$ 5,672,315$ 4,799,800$ 1,251,800$ 35.28%
Economic Development 463,600$ 1,515,400$ 1,050,000$ 465,400$ 1,800$ 0.39%
Sewer 16,301,000$ 16,649,000$ 802,200$ 15,846,800$ (454,200)$ -2.79%
Maple Avenue Garage Fund 6,977,000$ 7,252,100$ 43,000$ 7,209,100$ 232,100$ 3.33%
Housing Fund 254,300$ 190,000$ 31,800$ 158,200$ (96,100)$ -37.79%
Total All Funds 154,671,285$ 186,280,465$ 21,577,915$ 164,702,550$ 10,031,265$ 6.49%
* This summary does not include $300,000 transferred to the General Fund from the Capital Improvement Program or $39,300 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 2006-07 City Budget.
The total for each fund is compared with that of the approved FY 2005-06.
57
General Fund
Various 62305 Accounts Transfer to Fleet Service Fund $4,317,800
2690.68305 Debt Service - Recycling and Vehicle $175,000
1610.66020 Transfer to Insurance Fund $1,900,000
1615.66020 To Capital Improvements $200,000
Total General Fund Transfers $6,592,800
Parking Systems Fund
7005, 7015.62305 Transfer to Fleet Service Fund $111,800
7005, 7025.62675 Transfer to General Fund for Pension $128,000
7015, 7025.66132 Transfer to General Fund for Insurance $85,300
7050.62685 Transfer to General Fund for Administrative Expense $470,600
7050.66134 To General Fund for Parking Lot Maintenance $27,600
Total Parking Systems Fund Transfers $823,300
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 $53,000
Total Emergency Telephone System Fund Transfers $179,000
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. $112,800
Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $796,700
Total CDBG Fund Transfers $909,500
HOME Fund
5450.61455 Transfer to General Fund for Salary $32,700
Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $6,600
Total HOME Fund Transfers $39,300
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 $437,800
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 $4,227,200
Analysis of Appropriations for Transfers to Other Funds
FY 2006-2007 Approved Budget
58
Fleet Service Fund
7705, 7710, 7715.62675 Transfer to General Fund for Pension $171,500
Economic Development Fund
5300.66131 Transfer to General Fund $390,000
5300.62675 Transfer to General Fund for Pension $10,000
5300.66127 Transfer to Maple Avenue Garage Fund $650,000
Total Economic Development Fund Transfers $1,050,000
Sewer Fund
7400.62305 Transfer to Fleet Service Fund $258,600
7410.62675 Transfer to General Fund for Pension $129,800
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 $802,200
Capital Improvement Fund
416051 Transfer to General Fund for Engineering for Capital Projects $300,000
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 $4,502,000
5800.66129 To Washington National TIF from Downtown II Expense $845,315
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
Total TIF Transfers $5,975,115
Grand Total Transfers $21,917,215
59
60
Your Real Estate Tax Bill
City of Evanston
19.56%
School District 202
26.61%
School District 65
38.13%
Suburban T.B.
Sanitarium
0.01%
Consolidated Elections
0.00%
Metropolitan Water
Reclamation District
4.44%
North Shore Mosquito
Abatement District
0.10%
Evanston Township
0.72%
Community College 535
2.06%
Cook County Forest
Preserve District
0.77%
Cook County
7.59%
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
18.6%18.5%
18.3%
17.74%
18.72%
18.55%
18.95%
19.56%
17.84%
18.36%
16.5%
17.0%
17.5%
18.0%
18.5%
19.0%
19.5%
20.0%
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004*
61
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004*
General Corporate 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554 0.8977 0.7685
Debt Service 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404 0.4494 0.4025
1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958 1.3471 1.1710
Police Pension 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812 0.1981 0.1991
Firefighters' Pension 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321 0.1520 0.1573
Total All Funds 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091 1.6972 1.5274
Actual Rate Extended 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528
* 2005 property tax rates were not available at publication of this report.
Fund
62
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Fund
General Corporate 13,278,261 12,879,799 12,540,791 12,320,265 13,304,293 13,986,844 13,970,507 14,862,245 15,504,388 16,105,714
Debt Service 6,050,947 6,250,681 6,829,848 6,875,709 7,248,097 7,452,297 7,218,006 7,650,852 8,263,107 8,435,448
19,329,208 19,130,480 19,370,639 19,195,974 20,552,390 21,439,141 21,188,513 22,513,097 23,767,495 24,541,162
Police Pension 2,405,808 2,486,082 2,455,583 2,592,476 2,627,920 2,686,300 2,939,263 3,147,859 3,420,846 4,171,429
Firefighters' Pension 2,022,127 2,140,581 1,930,921 1,968,582 1,957,042 2,092,205 2,177,551 2,296,159 2,625,446 3,295,798
23,757,143 23,757,143 23,757,143 23,757,032 25,137,352 26,217,646 26,305,327 27,957,115 29,813,787 32,008,389
Note:
Schedule does not include Central Business Tax Increment District debt, Howard Hatrey Tax Increment District debt, Southwest Tax
Increment District debt, or Washington National Tax Increment District debt.
63
CITY OF EVANSTON, ILLINOIS
Property Tax Rates - Direct and Overlapping Governments
Last Ten Fiscal Years
Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004*
City of Evanston 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528
Consolidated Elections - - 0.027 0.000 0.023 0.000 0.032 0.000 0.029 0.000
Cook County 1.023 0.989 0.919 0.911 0.854 0.824 0.746 0.690 0.630 0.593
Cook County Forest Preserve District 0.072 0.074 0.074 0.072 0.070 0.069 0.067 0.061 0.059 0.060
Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.007 0.006 0.004 0.001
Metropolitan Water Reclamation District 0.495 0.492 0.451 0.444 0.419 0.415 0.401 0.371 0.361 0.347
North Shore Mosquito Abatement District 0.011 0.011 0.011 0.011 0.011 0.011 0.010 0.009 0.009 0.008
Evanston Township 0.077 0.076 0.077 0.072 0.072 0.077 0.064 0.062 0.065 0.056
Community College 535 0.233 0.206 0.216 0.205 0.203 0.213 0.186 0.179 0.186 0.161
School District 202 2.946 2.992 3.107 2.905 2.865 2.977 2.469 2.349 2.444 2.078
School District 65 4.245 4.209 4.356 4.126 4.073 4.232 3.516 3.343 3.475 2.978
Total tax rate for property not in park district
or special service distric 11.195 11.116 11.315 10.642 10.532 10.859 9.126 8.680 8.960 7.810
Percent of total tax rate levied by City of Evanston 18.6% 18.5% 18.3% 17.74% 18.36% 18.72% 17.84% 18.55% 18.95% 19.56%
* 2005 property tax rates were not available at publication of this report.
Government Unit
64
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
1994 1,012,476,073 111,936 1,012,588,009 2.1135
1995 1,139,714,098 153,640 1,139,867,738 2.1243
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 2.2505
1999 1,300,075,537 296,665 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 2.4598
Notes: Equalized assessed value is based on approximately 33% of estimated actual value.
Equalized assessed values do not include tax increment financing district incremental assessed values.
65
CITY OF EVANSTON, ILLINOIS
Principal Taxpayers
(1) Percentage
Equalized of Total
Assessed Assessed
Type of Business Valuation Valuation
Bank One/Offfice Building $21,567,189 1.25%
Office building - 18 story 16,757,724 0.97%
Office building - 18 story 15,849,992 0.92%
Evanston NW Healthcare Hospital 14,570,008 0.84%
Office and Shopping Complex 12,754,867 0.74%
Shopping Center 11,696,568 0.68%
Grocery and Drug Stores 11,566,292 0.67%
Church and Chicago Partnership Development 11,502,824 0.67%
Hotel 10,814,757 0.63%
Lynn Minnici 1800 Sherman/Office Building 10,778,529 0.62%
137,858,750$ 7.98%
Note:
Ten Largest Taxpayers
Taxpayers
Golub & Company
Evanston Plaza Freed
Rotary International
Church St. Plaza LLC
RECP CBRE
Albertson's (Jewel & Osco)
Total Ten Largest
(1) 2003 EAV
Evanston Hotel Association
66
Fiscal Year
Ended (1) Population
(2) Per Capita
Income (3) Median Age
(4) % of
Population 18+
with Bachelor's
Degree or Higher
(5) School
Enrollment (K-12)
(6)
Unemployment
Percentage
1991 73,233 $23,441 31.9 N/A 9,047 4.30%
1995 73,233 $26,559 31.9 N/A 9,478 4.30%
1996 73,233 $27,356 31.9 N/A 9,533 3.80%
1997 73,233 $28,117 31.9 N/A 9,556 3.90%
1998 73,233 $28,740 31.9 N/A 9,764 3.70%
1999 73,233 $29,372 31.9 N/A 9,433 3.60%
2000 73,233 $33,645 32.8 62.4% 10,068 3.50%
2001 74,239 $34,486 32.8 62.4% 9,999 4.20%
2002 74,239 $34,727 32.8 62.4% 10,889 5.00%
2003 74,239 $35,456 32.8 62.4% 10,889 5.00%
2004 74,239 NA 32.8 62.4% 9,903 5.00%
Data Sources
(6) Illinois Department of Labor, Research Division. Figures are for Evanston only and represent
(2) Estimate - City of Evanston Planning Division
(3) U.S. Department of Commerce, Bureau of the Census, 1990 census.
(4) U.S. Department of Commerce, Bureau of the Census, 1990 census.
(5) Evanston school boards - Districts #65 and #202 combined, based on enrollment figures as of
CITY OF EVANSTON, ILLINOIS
Demographic Statistics
Last Ten Fiscal Years
(1) U.S. Department of Commerce, Bureau of the Census, 1990 census.
67
68
400
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3100
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2100
400
NORTH SHORE CHANNEL
NORTH SHORE CHANNEL
L A K E M I C H I G A N
SHERIDAN RD
PARK PL
ASHLAND AVE
DODGE AVE
HURD AVE
GIRARD AVE
LEE ST
OAK AVE
SHERIDAN PL
RIDGE CT
GREEN BAY RD
THAYER ST
PRATT CT
GRANT
JENKS ST
HAVEN ST
PAYNE ST
LEON PL
POPLAR AVE
GREY AVE
HARRISON ST
PRAIRIE AVE
REBA PL
COLFAX ST
LEMAR AVE
MARCY AVE
DAVIS ST
MAPLE AVE
HARTZELL ST
LIBRARY PL
SIMPSON ST
CLYDE AVE
BROWN AVE
GREELEY
PITNER ALY
LAUREL AVE
HINMAN AVE
DEWEY AVE
EWING AVE
COWPER AVE
KIRK ST
HOVLAND CT
JUDSON AVE
GARRETT PLARBORLN
FOREST AVE
INGLESIDE PK
GREY AVE
ST. MARK'S
CT
EMERSON ST
SHERMAN AVE
WILDER ST
GARRISON AVE
THELIN CT
FOREST
PL
ASBURY AVE
MICHIGAN AVE
WESLEY AVE
LELAND AVE
CENTRAL ST
CALLAN AVE
RIDGE TER
HULL TER
ISABELLA ST
GROSS POINT RD
CUSTER AVE
LYONS ST
FOWLER AVE
CLARK ST
DARROW AVE
PIONEER RD
HASTINGS AVE
HARTREY AVE
BRUMMEL ST
PRINCETON AVE
PROSPECT AVE
HAMLIN ST
PAYNE
ELM AVE
CASE PL
RIDGEWAY AVE
MULFORD ST
MICHIGAN AVE
LAWNDALE AVE
CHURCH ST
CRAIN ST
DEMPSTER ST
JACKSON AVE
KEDZIE ST
CLINTON PL
McDANIEL AVE
ELMWOOD AVE
SEWARD ST
ROSLYN PL
FLORENCE AVE
BENSON AVE
SHERMAN PL
CULVER
FORESTVIEW RD
MARTHA LN HAWTHORNE LN
WADE CT
BROWN AVE
CROFT LN
BROWN
GREY
BRIDGEST
CALVIN CIR
BROWN
AVE
NORMANDY PL
WOODLAND RD
ELINOR PL
KEENEY ST SOUTH BLVD
HAMILTON ST
GREENWOOD ST
UNIVERSITY PL
REESE AVE
BRUMMEL PL
GAFFIELD PL
LINCOLNWOOD DR
CRAWFORD AVE
LEONARD PL
CENTRAL PARK AVE
BENNETT AVE
MADISON PL
BRADLEY PL
GREENLEAF ST
WALNUT AVE
ROSALIE ST
BURNHAM PL
WARREN ST
LIVINGSTON
WASHINGTON ST
NATHANIEL PL
HARVARD TER
MAPLE AVE
DOBSON ST
DEWEY AVE
DARROW AVE
DEWEY AVE
INGLESIDE PL
RIDGE AVE
ASBURY AVE
FOWLER AVE
HARTREY AVE
CASE ST
SOUTH BLVD
ASHLAND AVE
SHERMAN AVE
LYONS ST
STEWART AVE
MARCY
AVE
WELLINGTON
CT
CLEVELAND ST
MONROE ST
LINDEN PL
LAKE SHORE BLVD
KNOX
CIR
HILLSIDE LN
TRINITY CT
SHERIDAN
SQ
EDGEMERE
CT
GREEN BAY RD
GARNETT PL
CENTRAL ST
RIDGE AVE
PAYNE ST
WESLEY AVE
CHURCH ST
HARTZELL ST
PRAIRIE AVE
DODGE AVEOAKTON ST
SOUTH BLVD
CRAIN
McDANIEL AVE
PITNER AVE
LEE ST
ASHLAND AVE
GROVE ST
FOSTER ST
ASBURY AVE
BARTON AVE
GRANT ST
BRYANT AVE
JUDSON AVE
SHERMAN AVE
COLFAX ST
ISABELLA ST
DAVIS ST
MAIN ST
RIDGE AVE
ASBURY AVE
THAYER CT
THAYER ST
ISABELLA ST
HAYES
DARTMOUTH PL
COLFAX PL
THAYERTHAYERST
CRAWFORD
LINCOLNWOOD DR
MILBURN ST
LAKESIDE CT
EUCLIDPARK PL
WESLEY
CLARK STLYONS ST
DEWEY AVE
PAYNE ST
MAIN ST
DODGE AVE
CENTRAL ST
McDANIEL AVE
EWING AVE
SHERIDAN RD
BRUMMEL ST
PITNER AVE
LINCOLN ST
HINMAN AVE
SEWARD ST
WESLEY AVE
CENTRAL ST
KEENEY ST
RIDGE AVE
OAK AVE
JACKSON
SHERMAN AVE
DOBSON ST
LINCOLN ST
SEWARD ST
DARROW AVE
GREY AVE
PARK PL
NOYES ST
LAKE ST
THAYER ST
WASHINGTON ST
LAKE STMcDANIEL AVE
AUSTIN ST
ASHLAND AVE
WESLEY AVE
NOYES CT
HAMPTON
PKYOTTO LNBERNARD
PL
MEADOW-
LARK LN
RIDGE AVE
ELGIN RD
ELMWOOD AVE
COLFAX ST
HINMAN AVE
SIMPSON ST
WESLEY AVE
OAKTON ST
SHERIDAN RD
SHERIDAN RD
DEMPSTER ST
GREY AVE
LEE ST
SIMPSON ST
CHICAGO AVE
CHICAGO AVE
BENNETT AVE
MADISON ST
KEENEY ST
RIDGE AVE
SHERIDAN RD
GRANT ST
ASBURY AVE
GROVE ST
ELGIN RD
FLORENCE AVE
FOREST AVE
FOSTER ST
MULFORD ST
GREENLEAF ST
HILLSIDE RD
HARTREY AVE
HARTREY AVE
GREY AVE
ARNOLD PL
PITNER AVE
LINCOLN ST
McCORMICK BLVD
FOSTER ST
GREENWOOD ST
CALLAN
PARK PL
JUDSON AVE
NOYES ST
DARROW AVE
ASHLAND AVE
HARRISON ST
McCORMICK BLVD
NOYES
PRINCETON
CLIFFORD ST
HIGHLAND AVE
LAWNDALE AVE
EAST RAILROAD AVE
ARTSCIRCLE DR
GLENVIEW RD
CHANCELLORLIVINGSTON
LIVINGSTON ST
CHANCELLOR ST
HARRISON
COLFAX TER
EASTWOOD AVE
BROADWAY AVE
WOODBINE AVE
RICHMOND
AVE
MONTICELLO PL
OAK
DARTMOUTH PL
ORRINGTON AVE
BROWN AVE
TECH DR
DODGE AVE
WASHINGTON STGREY AVE
CLEVELAND ST
CAMPUS DR
EMERSON ST
HOWARD ST HOWARD ST
MILBURN PK
#13
#140
#60
#50
#90
#41
#120
#43
#112
#110
#42
#80
#11
#130
#20
#71
#210
#200
Homeowner Tax Decreases Tax Year 2004
2/13/2006TaxDecreaseStudyLetterColor.mxd.mxd
This map is provided "as is" without warranties of any kind. See www.cityofevanston.org/mapdisclaimers.html for more information.
0 1 20.5 Miles
1:31,6801 inch equals 0.5 mile
Legend
Roadways
Railroad
Water
Taxing Neighborhoods - Percent of
Homeowners with a Tax Decrease
5% to 20%
20.1% to 35%
35.1% to 50%
50.1% to 65%
65.1% to 80%
Taxing Neighborhood Boundaries
´
(Labeled with Neighborhood Number)
Data provided by Cook County Assessor Research Department 69
3061224.49
3000000
2572700
0
8736963
City of Evanston
FY2006/07 Approved Property Tax Levy
Funding and Comparisons
2006/07 Approved Property Tax Levy Fund Allocation
DEBT SERVICE FUND
$8,736,963
FIRE PENSION FUND
$3,735,000
POLICE PENSION FUND
$4,148,000
TOTAL GENERAL FUND
$18,032,600
2006/07 Approved Property Tax Levy
By Fund
Comparison with 2005/06
17,091,20016,700,000
$3,229,882 $3,735,000$4,088,000 $4,148,000
$8,736,963 $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
2005-06 2006-07
TOTAL GENERAL FUND
FIRE PENSION FUND
POLICE PENSION FUND
DEBT SERVICE FUND
2006/07 Approved Property Tax Levy
Distribution of General Fund Tax Levy Across Functional Areas
$2,985,300
$2,587,400
$7,661,500
$3,857,000
$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
70
2002-2003* 2003-2004* 2004-2005* 2005-06 2006-07 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 ($815,714) -21.12%
LESS: 2% LOSSES $77,239 $60,924 ($16,314) -21.12%
TOTAL $3,784,700 $2,985,300 ($799,400) -21.12%
IMRF
LEVY $1,850,000 $2,640,204 $790,204 42.71%
LESS: 2% LOSSES $37,000 $52,804 $15,804 42.71%
TOTAL $1,813,000 $2,587,400 $774,400 42.71%
RECREATION
LEVY $7,535,510 $7,817,857 $282,347 3.75%
LESS: 2% LOSSES $150,710 $156,357 $5,647 3.75%
TOTAL $7,384,800 $7,661,500 $276,700 3.75%
LIBRARY
LEVY $3,793,367 $3,935,714 $142,347 3.75%
LESS: 2% LOSSES $75,867 $78,714 $2,847 3.75%
TOTAL $3,717,500 $3,857,000 $139,500 3.75%
TOTAL GENERAL FUND
LEVY $14,862,245 $15,504,388 $16,105,714 $17,040,816 $17,440,000 $399,184 2.34%
LESS: 2% LOSSES $297,245 $310,088 $322,114 $340,816 $348,800 $7,984 2.34%
TOTAL $14,565,000 $15,194,300 $15,783,600 $16,700,000 $17,091,200 $391,200 2.34%
FIRE PENSION FUND
LEVY $2,296,159 $2,625,446 $3,295,798 $3,295,798 $3,811,224 $515,427 15.64%
LESS: 2% LOSSES $45,923 $52,509 $65,916 $65,916 $76,224 $10,309 15.64%
TOTAL $2,250,236 $2,572,937 $3,229,882 $3,229,882 $3,735,000 $505,118 15.64%
POLICE PENSION FUND
LEVY $3,147,859 $3,420,846 $4,171,429 $4,171,429 $4,232,653 $61,224 1.47%
LESS: 2% LOSSES $62,957 $68,417 $83,429 $83,429 $84,653 $1,224 1.47%
TOTAL $3,084,902 $3,352,429 $4,088,000 $4,088,000 $4,148,000 $60,000 1.47%
DEBT SERVICE FUND
LEVY $7,650,862 $8,263,107 $8,593,632 $8,915,268 $8,915,268 $0 0.00%
LESS: 2% LOSSES $153,017 $165,262 $171,873 $178,305 $178,305 $0 0.00%
TOTAL $7,497,845 $8,097,845 $8,421,759 $8,736,963 $8,736,963 $0 0.00%
TOTAL ALL FUNDS $20,306,263 $21,550,680 $16,060,858 $33,423,311 $34,399,146 $975,835 2.92%
LEVY $559,143 $596,276 $643,331 $668,466 $687,983 $19,517 2.92%
LESS: 2% LOSSES $27,397,983 $29,217,511 $31,523,241 $32,754,845 $33,711,163 $956,318 2.92%
* Prior to the 2005-2006 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.
City of Evanston
Comparison with 2005/06 Approved Levy & Previous Three Years
FY2006/07 Approved Property Tax Levy
71
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY2007:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The City portion
of the property tax increased 3.98% in the FY2006 budget. The FY2007 proposed budget includes a 2.92% increase to the City of
Evanston portion of the property tax bill. Sixty percent of the total increase is the result of pension funding mandated by the State. The
general fund includes a proposed increase of 2.34%. Additionally, there is a 15.64% increase in the fire pension fund; 1.47% increase
for the police pension fund; and no increase in the debt service fund. Increases in the police and fire pension funds are mandated by
the State of Illinois and remained flat this fiscal year. The portion of property tax assessed for debt service was maintained by
restructuring the financing for the fund. Property taxes pay for general operations, debt service and police and fire pension funding in
the City.
SALES TAXES – The City receives two types of sales taxes – one from the state and the other 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 City has experienced almost no
increases annually on its sales tax growth during the last four years. However, compared to other local governments in the region,
maintenance of a non-growth sales tax during the current economy is good. 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. It is estimated that the sales
tax will remain constant in FY2007.
Sales Tax Revenue
$8,055,765 $8,200,000
$7,762,540
$8,200,000$8,149,985
$5,457,335 $5,459,125 $5,534,134 $5,500,000 $5,500,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Basic Home Rule
Property Tax Revenue
$27,540,745
$32,754,845
$28,931,209
$33,711,163
$23,100,657
$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
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Property Tax Revenue
72
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 and the state has under-allocated funds for cities portions 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 almost a $500,000 decrease in annual income tax revenue. The City projects an increase of $500,000 in income
tax revenue for FY2007 – the result of a rebounding economy.
UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes have increased steadily by 3 to
5 percent a year from 2003 to 2005. Deregulation of natural gas and electricity, created competition and a decrease in tax collection
rates which resulted in a decrease in tax revenues in 2006. In 2005, the Council increased the Gas Use Tax, which is a tax on
consumers of brokered gas, from a rate of $.0095/therm to $.25/therm, strengthening the performance of that revenue source. Overall,
utility tax revenues are expected to perform well in FY 2007 with a projected increase of 4.27%.
Income Tax Revenue
$5,500,000
$4,899,124
$4,492,920
$4,878,485
$5,000,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Revenue
Fi
s
c
a
l
Y
e
a
r
Income Tax Revenue
Utility Tax Revenue
$8,200,000
$8,550,000
$6,780,420
$7,986,490
$8,397,773
$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
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Utility Tax Revenue
73
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 even if home prices
continue to rise, the inventory in the City cannot continue to sustain this high level of sales. It is therefore estimated that these tax
revenues will peak at $4.0 million 2006 and then fall to a regular level of about $2.5 million in future years. The council approved an
increase in exempt property transfer tax fees, to $100 per transfer. As a result, a slight $55,200 increase is projected for FY 2007.
WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to remain constant over the next year
with slight changes to Skokie and Northwest Water Commission Estimates. This is due to cost of living escalators built into water
contracts with outside entities such as the Village of Skokie and the Northwest Water Commission who Evanston supplies water to.
Revenues generated by City residents are expected to remain at current levels and vary only depending on heat and precipitation
levels in the summer.
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
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Evanston
Skokie
Northwest Water Commission
Real Estate Transfer Tax Revenue
$4,245,478
$4,000,000 $4,055,200
$2,746,535
$4,011,085
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Real Estate Transfer Tax Revenue
74
SEWER REVENUES – The City opted not to 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 is 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 and the increased revenues will go towards paying off Illinois EPA
loans which have been used to fund the capital improvements. Usage estimates have been revised due to the sewer study undertaken
during the summer of 2005. Revenues are expected to be realized at $16,499,900 for 2006 and 2007.
PARKING REVENUES – The City operates parking meters, lots and two major garages which generate revenues. Parking revenues
have fluctuated slightly over the last several years, with 2003 revenues increasing due to expanded enforcement hours. However, with
few changes to parking enforcement in 2004 and 2005, parking related revenues have remained flat for several years. Revenues are
projected to increase by approximately 10.40% in FY07 due to a change in the parking fee structure that increases cost recovery and
dedicates $220,000 of the parking tax to the fund.
Sewer Revenue
$15,804,280 $15,428,160
$17,171,200
$16,499,000
$14,914,790
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
$19,000,000
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Sewer Revenue
Parking Revenue
$2,003,048
$3,310,400
$3,339,807
$3,654,700
$3,001,338
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation
Fiscal Year
Re
v
e
n
u
e
Parking Revenue
75
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
$110,000,000 in general obligation debt as a City debt service policy.
On July 28, 2005 the City sold $29,270,000 Series 2005 General Obligation Bonds.
Proceeds were allotted as follows:
A. $23,000,000 for capital improvements
B. $ 1,500,000 for special assessment alley improvements
C. $ 4,770,000 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 Moody’s Aaa rating during 2004.
The following is a statistical breakdown of the City of Evanston's debt services profile.
Debt per capital (2004) $ 2,876
Debt as a percentage of assessed valuation 5.40 %
Debt services as a % of General Fund Expenditures (FY 2006) 10.6 %
Bonds Rating (Moody's) – Current Aaa
Bonds Rating (Fitch) – Current aaa
Equalized Assessed Valuation - 2003 $1,727,147,885
Net General Obligation Debt (2005) $93,905,000
76
$817
$999 $1,009
$1,093
$1,265
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
2001 2002 2003 2004 2005
Debt Per Capita
4.67%
5.60%
5.00%5.00%
5.40%
4.20%
4.40%
4.60%
4.80%
5.00%
5.20%
5.40%
5.60%
2001 2002 2003 2004 2005
Percent Debt to Equalized Assessed Valuation
77
78
PART III
GENERAL FUND BUDGET
79
80
City of Evanston
General Fund – All Divisions
Three Year Fiscal History
$82,714,300
$85,784,800
$78,227,484
$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
2004/05 2005/06 2006/07
Expenditures by Division
Library
5.14%
Ecology Center
0.53%
Parks and Forestry
4.31%
Health and Human
Services
3.36%
Community Intervention
Services
0.55%
& Mental Health
Purchased Services
1.11%
Commission on Aging
0.44%
Fire Department
12.93%
Public Works Director
0.62%
Transportation Division
4.48%
Streets and Sanitation
9.68%
Human Relations
0.69%
Finance
2.06%
Facilities Management
2.94%
Community Development
3.45%Police
21.53%
Human Resources
1.59%
Legal
0.83%
Management and Budget
4.02%
General Fund
Contingency
8.76%
City Manager
0.91%
Cultural Arts
1.09%
City Council
0.42%
Recreation
8.33%
City Clerk
0.25%
81
FISCAL YEAR 2006 - 2007
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2005 - 062004 - 05 2006 vs. 072006 - 07
Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF
LEGISLATIVE 473,085 487,000 569,000 82,000 16.84
CITY MANAGER'S OFFICE 784,847 715,900 781,000 65,100 9.09
MANAGEMENT AND BUDGET 6,324,674 10,326,300 10,964,700 638,400 6.18
LEGAL DEPARTMENT 579,788 690,600 714,600 24,000 3.48
HUMAN RESOURCES 1,311,345 1,234,000 1,361,900 127,900 10.36
FINANCE DEPARTMENT 2,083,773 1,762,600 1,768,500 5,900 .33
FACILITIES MANAGEMENT 2,417,697 2,438,900 2,519,300 80,400 3.30
COMMUNITY DEVELOPMENT 2,927,543 2,853,700 2,957,000 103,300 3.62
POLICE DEPARTMENT 18,076,386 18,095,400 18,466,000 370,600 2.05
FIRE DEPARTMENT 10,581,956 10,523,900 11,094,300 570,400 5.42
HEALTH AND HUMAN SERVICES 4,717,008 4,739,400 4,679,600 (59,800)1.26-
PUBLIC WORKS 12,084,910 11,902,800 12,674,700 771,900 6.49
HUMAN RELATIONS COMM DEP 477,982 598,000 591,600 (6,400)1.07-
LIBRARY DEPARTMENT 4,361,000 4,147,900 4,411,800 263,900 6.36
PARKS/FORESTRY AND RECREATION 11,025,489 12,197,900 12,230,800 32,900 .27
Grand Total(s)78,227,484 82,714,300 85,784,800 3,070,500 3.71
82
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 15,638,579 16,725,000 17,116,000 391,000
51500 OTHER TAXES 36,918,976 36,382,000 37,617,700 1,235,700
52000 LICENSES, PERMITS & FEES 6,776,610 7,804,950 7,882,400 77,450
52500 FINES AND FORFEITURES 3,999,106 4,355,500 4,592,000 236,500
53000 CHARGES FOR SERVICES 5,925,772 6,529,750 6,654,100 124,350
55000 INTERGOVERNMENTAL REVENUE 1,403,348 1,518,300 1,530,000 11,700
56000 OTHER REVENUE 168,195 508,400 1,204,300 695,900
56500 INTEREST INCOME 192,461 232,700 400,000 167,300
57000 TRNSFR FROM OTHER FUNDS 8,603,362 8,489,000 8,657,300 168,300
57500 LIBRARY-OTHER REVENUE 164,329 168,700 131,000 (37,700)
50100 OPERATING REVENUES 79,790,736 82,714,300 85,784,800 3,070,500
50000 REVENUES 79,790,736 82,714,300 85,784,800 3,070,500
83
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 15,783,600 16,700,000 17,091,000 391,000
51025 PRIOR YEAR'S TAXES 145,021 25,000 25,000
51000 PROPERTY TAXES 15,638,579 16,725,000 17,116,000 391,000
51500 OTHER TAXES
51515 STATE USE TAX 759,931 714,500 750,000 35,500
51525 SALES TAX - BASIC 8,149,985 8,200,000 8,200,000
51530 SALES TAX - HOME RULE 5,534,134 5,500,000 5,500,000
51535 AUTO RENTAL TAX 32,543 34,000 34,000
51540 ATHLETIC CONTEST TAX 505,983 500,000 500,000
51545 STATE INCOME TAX 4,899,124 5,000,000 5,500,000 500,000
51555 FIRE INSURANCE TAX 50,000 (50,000)
51565 ELECTRIC UTILITY TAX 2,333,592 2,600,000 2,600,000
51570 NATURAL GAS UTILITY TAX 1,292,675 1,150,000 1,300,000 150,000
51575 NAT GAS USE TAX HOME RULE 834,416 850,000 850,000
51585 CIGARETTE TAX 228,473 378,000 550,000 172,000
51590 EVANSTON MOTOR FUEL TAX 272,029 310,000 300,000 (10,000)
51595 LIQUOR TAX 1,656,076 1,500,000 1,600,000 100,000
51600 PARKING TAX 1,597,278 1,500,000 1,500,000
51605 PERS. PROP. RPL. TAX 539,407 400,000 483,000 83,000
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 4,245,478 4,000,000 4,055,200 55,200
51625 TELECOMMUNICATIONS TAX 3,937,090 3,600,000 3,800,000 200,000
51630 AMUSEMENT TAX 5,260
51500 OTHER TAXES 36,918,976 36,382,000 37,617,700 1,235,700
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,219,131 2,100,000 2,200,000 100,000
52015 BUSINESS LICENSES 82,099 90,000 90,000
52020 PET LICENSES 41,324 40,000 40,000
52025 BICYCLE LICENSES 5 50 (50)
52030 CONTRACTORS' LICENSES 75,375 90,000 80,000 (10,000)
52035 ROOMING HOUSE LICENSES 157,956 194,700 160,000 (34,700)
52040 LIQUOR LICENSES 305,332 275,000 290,000 15,000
84
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52045 FARMERS' MARKET LICENSES 25,500 27,700 27,700
52055 LONG TERM CARE LICENSES 119,100 112,400 113,000 600
52065 CHILD RESIDENT CARE LICE 960
52005 LICENSES 3,026,782 2,929,850 3,000,700 70,850
52075 PERMITS
52080 BUILDING PERMITS 1,908,112 3,100,000 3,065,000 (35,000)
52085 PLAN REVIEW 3,202 10,000 10,000
52090 PLUMBING PERMITS 138,025 160,000 160,000
52095 ELECTRICAL PERMITS 166,985 175,000 175,000
52105 SIGNS AND AWNING PERMITS 12,449 10,000 10,000
52110 OTHER/MISC PERMITS 360,953 250,000 300,000 50,000
52115 ELEVATOR PERMITS 18,990 55,000 40,000 (15,000)
52120 HEATING VENT. A/C PERMIT 246,072 180,000 180,000
52125 COMMERCIAL DRIVE. PERMIT 120 700 700
52130 RESIDENTS ANNUAL PRKG PE 123,345 116,000 120,000 4,000
52131 VISITOR PARKING PERMITS 14,107 18,000 14,000 (4,000)
52135 FIRE SUPRESSION/ALARM PE 1,035
52075 PERMITS 2,991,325 4,074,700 4,074,700
52140 FEES
52145 ANNUAL SIGN FEES 31,534 35,000 32,000 (3,000)
52155 PLAT PR.&SIGN APP HRG FE 1,000 1,000
52170 ALARM PANEL FRANCHISE FE 10,800 14,400 14,000 (400)
52175 NU/CENTEL EASEMENT 47,000 40,000 40,000
52180 CABLE FRANCHISE FEE 603,122 660,000 660,000
52185 NICOR FRANCHISE FEE 66,046 50,000 60,000 10,000
52140 FEES 758,502 800,400 807,000 6,600
52000 LICENSES, PERMITS & FEES 6,776,610 7,804,950 7,882,400 77,450
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 3,146,566 3,640,000 3,790,000 150,000
52510 REGULAR FINES 287,212 185,000 250,000 65,000
52530 BOOT RELEASE FEE 114,250 121,500 115,000 (6,500)
52540 FIRE FALSE ALARM FINES 58,290 55,000 55,000
52545 POLICE FALSE ALARM FINES 100,510 85,000 90,000 5,000
52555 HOUSING CODE VIOL FINES 2,768
52560 PERMIT PENALTY FEES 23,980 5,000 25,000 20,000
85
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52570 ADMIN ADJUDICATION 94,867 95,000 95,000
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 170,662 169,000 172,000 3,000
52500 FINES AND FORFEITURES 3,999,106 4,355,500 4,592,000 236,500
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53010 BIRTH AND DEATH RECORDS 30
53020 TB NURSING SERVICES 12,000 12,000 12,000
53025 VD PROGRAM-SKOKIE 1,500 2,250 2,250
53040 CHILD HEALTH 1,700 1,700
53050 SANITATION CLASSES 10,815 10,000 5,000 (5,000)
53065 HOMELESS HEALTH CLINIC 132
53070 FAMILY PLANNING OUTREACH 709
53075 DENTAL CLINIC 75,973 68,000 68,000
53080 FLU & PNEUMONIA PROGRAM 8,115 23,500 23,500
53085 HEALTH CLINIC IMMUNIZATN 3,178 4,200 4,200
53090 HEALTH CL. SEX TRANS DIS 8,000 8,000
53095 HEALTH CLINIC-TB 3,203 3,500 3,500
53100 HEALTH CLINIC-LAB 8,182 16,200 12,000 (4,200)
53105 HEALTH CLINIC FOOD EST 155,394 150,000 150,000
53115 HEALTH CLINIC-SCHOOL PHY 1,510 2,300 2,000 (300)
53120 S.T.D.7,735 6,000 6,000
53125 S.T.D-E 60
53135 DENTAL CHECK UP 8,450 9,000 9,000
53140 EMERGENCY DENTAL EXAM 155 100 100
53145 X-RAYS 35
53150 AMALGAM FILLING 345 900 400 (500)
53155 RESIN FILLING 4,210 4,000 4,500 500
53160 SEDATIVE FILLING 50 100 50 (50)
53165 EXTRACTION 255 100 100
53170 PULPOTOMY 985 800 800
53175 SEALANT OFFICE VISIT 869 700 700
53180 ADDITIONAL SEALANTS 35 100 100
53185 TEMPORARY LICENSE FEE 3,211 3,300 3,300
53190 FOOD DELIVERY VEHICLE 4,680 6,500 6,500
53195 SCAVENGER TRUCK 2,340 2,300 2,300
53200 BEV.SNACK VENDING MACHIN 38,501 22,000 22,000
86
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53205 FOOD VENDING MACHINE 2,000 (2,000)
53210 TOBACCO LICENSE 13,408 15,000 13,000 (2,000)
53215 BIRTH CERTIFICATE 92,934 83,500 85,000 1,500
53220 DEATH CERTIFICATE-16.23 45,190 47,500 47,000 (500)
53225 DEATH CERTIFICATE - 16.O 10
53230 FUNERAL DIRECTOR LICENSE 6,960
53235 TEMP FUNERAL DIREC LICEN 6,359
53005 HEALTH DEPT.- CHRGS FOR S 517,457 499,550 493,000 (6,550)
53240 PARKING - CHRGS FOR SVCS
53560 RECREATION - CHRGS FOR SV 50
53565 RECREATION PROGRAM CHARG 3,727,244 4,084,500 4,244,200 159,700
53569 Rec unreconciled JDE int 3,545
53560 RECREATION - CHRGS FOR SV 3,730,839 4,084,500 4,244,200 159,700
53570 WATER, SEWER & RECYCLING
53605 RECYCLING SERVICE CHARGE 641,938 628,000 828,000 200,000
53610 RECYCLING SERV CHAR-PENA 11,534
53615 SANIT SPECIAL PICKUP FEE 67,163 50,000 50,000
53570 WATER, SEWER & RECYCLING 720,635 678,000 878,000 200,000
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 1,080 1,000 1,000
53640 SENIOR TAXI COUPON SALES 80,289 68,000 88,000 20,000
53650 STATE HIGHWAY MAINTENANC 133,109 90,000 130,000 40,000
53655 FIRE COST RECOVERY CHARG 1,266 5,000 5,000
53656 OTHER SERVICE CHARGES 2,110 4,000 (4,000)
53660 RECYCLING-MATERIAL SALES 515
53665 CONDO CONVERSION APP FEE 95,250 70,000 70,000
53675 AMBULANCE SERVICE 520,385 470,000 570,000 100,000
53680 TOWING CHARGES 9,555
53685 POLICE REPORT FEES 17,816 15,000 15,000
53690 WOOD RECYCLING 12,995
53695 ZONING FEES 56,791 40,000 40,000
53700 FIRE REPORT FEES 3,111 900 900
53705 FIRE BUILDING INSPECTION 300 8,000 8,000
53710 PASSPORT EXECUTION FEE 5,948 10,000 10,000
53715 ALARM PANEL SUB. FEE 33,895 100,000 100,000
87
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53720 SKOKIE ANIMAL BOARD FEE 320 1,000 1,000
53725 BACKGR CHKS DAYCARE PROV 440
53735 CURB/SIDEWALK REPLACE FE 1,656
53741 INOCULATION FUNDING-RESI 384,800 (384,800)
53620 OTHER CHRGS FOR SVCS 956,840 1,267,700 1,038,900 (228,800)
53000 CHARGES FOR SERVICES 5,925,772 6,529,750 6,654,100 124,350
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 47,229 63,300 63,300
55030 INFANT IMMUNIZATION GRAN 2,500
55035 FAMILY CASE MANGMNT GRAN 112,063 123,800 124,600 800
55040 DENTAL SEALANT GRANT 2,819 4,200 2,800 (1,400)
55070 IMMUNIZATION INITIATIVE 2,900 2,900
55075 SUMMER FOOD INSPECTIONS 400
55080 KID CARE AGREEMENT 9,550 11,300 11,300
55085 IL TOBACCO FREE COMMUNIT 12,285 25,000 25,000
55090 TITLE XX FAMILY PLANNING 52,626 54,500 54,500
55100 ACCESS TO CARE 75
55105 HEARING AND VISION 100 6,400 8,000 1,600
55125 TEEN PREGNANCY PREV. GRN 69,397 56,600 30,600 (26,000)
55130 CHILDHOOD LEAD POISONING 1,305 4,000 2,000 (2,000)
55135 TEEN PARENT SERVICES PRO 34,236 30,000 35,000 5,000
55140 GENETIC EDUCATION GRANT 17,850 10,200 10,200
55141 VECTOR PREVENTION GRANT 5,000
55142 REACH LEARN GROW GRANT 400,000 111,000 (289,000)
55145 PROSTATE CANCER AWARNESS 7,028
55146 OTHER STATE GRANT 261,574 300,000 300,000
55150 TANNING PARLOR INSPECTIO 150
55155 FAMILY CASE MGMT REIMB 99,807 66,000 66,000
55160 VIOL. CRIME VIC. ASST GR 25,000 24,700 24,700
55161 ICJIA GRANT-COMMUNITY SE 15,000 (15,000)
55162 ICJIA GRANTS- VICTIM SER 60,000 60,000
55165 DISTRICT 65 DENTAL EDGRT 1,500 1,500 1,500
55170 FIRE DEPARTMENT TRAINING 2,456 600 600
55231 LEAD PAINT HAZARD GRANT 29,163 178,000 200,000 22,000
88
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55245 LIBRARY STATE PER CAPITA 92,762 92,700 92,700
55015 STATE AID 886,873 1,230,700 1,226,700 (4,000)
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 3,965
55255 COMM AGING GRT-ADVOCATE 30,775 33,000 41,600 8,600
55265 FEMA 19,091 20,000 20,000
55270 POLICE TRAINING 8,000 8,000
55275 HUD EMERG SHELTER GRANTS 95,148 88,100 87,000 (1,100)
55285 LAW ENFORCEMENT BLOCK GR 90,325 44,400 56,000 11,600
55290 OTHER FEDERAL AID 42,439 14,100 14,700 600
55295 HEALTH DEPT.S.E.E.D.GRAN 319,609
55310 BIO-TERRORRISM GRANT 80,000 76,000 (4,000)
55250 FEDERAL AID 516,474 287,600 303,300 15,700
55000 INTERGOVERNMENTAL REVENUE 1,403,348 1,518,300 1,530,000 11,700
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 53,605 102,900 102,900
56011 DONATIONS 60,000 60,000
56010 PROPERTY SALES AND RENTAL 53,605 102,900 162,900 60,000
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 335 5,000 5,000
56030 DAMAGE TO CITY TRAFFIC S 36,566 10,000 10,000
56031 DAMAGE TO STREET LIGHTS 2,083
56040 DAMAGE TO OTHER CITY PRO 6,505 50,000 50,000
56015 REVENUE FROM DAMAGE TO CI 45,489 50,000 65,000 15,000
56045 MISCELLANEOUS REVENUE 26,243 316,500 362,500 46,000
56046 TAXICAB CLASS REVENUE 4,135 3,000 3,000
56045 MISCELLANEOUS REVENUE 30,378 316,500 365,500 49,000
56047 RESERVES 571,900 571,900
56061 BOND PREMIUM
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 2,657
56101 DISCOUNTS TAKEN 240
89
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
56070 OVER AND SHORT 2,417
56105 PAYMENT IN LIEU OF TAXES 26,553 27,000 27,000
56140 FEES AND MERCHANDISE SALE 786
56155 TRASH CART SALES 989
56175 PARKING PERMITS-RYAN FIEL 11,560 12,000 12,000
56180 MAYORS SUMMER YOUTH PROGR 1,253
56000 OTHER REVENUE 168,195 508,400 1,204,300 695,900
56500 INTEREST INCOME
56501 INTEREST INCOME 195,304 232,700 400,000 167,300
56585 UNREALIZED GAIN/LOSS 2,843
56500 INTEREST INCOME 192,461 232,700 400,000 167,300
57000 TRNSFR FROM OTHER FUNDS
57010 FROM FLEET SERVICES 123,200 127,000 171,500 44,500
57015 FROM MOTOR FUEL FUND 772,500 (772,500)
57020 FROM MOTOR FUEL FUND-S/M 750,000 772,500 772,500
57030 FROM COMM. DEVEL. FUND 976,962 908,300 909,500 1,200
57035 FROM HOME FUND 38,400 39,300 39,300
57040 FROM EMERGENCY TEL SYSTEM 140,200 170,000 179,000 9,000
57050 FROM ECON DEV FUND 365,900 376,900 400,000 23,100
57060 FROM HOUSING FUND 30,900 31,800 31,800
57065 FROM WASHINGTON NAT'L DS 133,900 137,900 144,800 6,900
57070 FROM HOW HARTREY DEBT SER 125,000 128,800 135,000 6,200
57075 FROM SW TIF DEBT SERVICE 20,600 21,200 23,000 1,800
57085 FROM DOWNTOWN TIF DEBT SV 300,000 309,000 325,000 16,000
57100 FROM CAPITAL IMP. FUND 257,500 265,200 300,000 34,800
57110 FROM SPECIAL ASSMT. FUND 30,900 31,800 31,800
57130 FROM PARKING FUND 959,900 688,900 711,500 22,600
57135 FROM WATER FUND 157,600 162,300 162,300
57140 FROM WATER FUND-ROI 2,457,600 2,531,300 2,531,300
57145 FROM WATER FUND-ADMIN. EX 1,080,600 1,113,000 1,202,400 89,400
57160 FROM MAPLE AVE GARAGE FND 39,500 40,700 43,000 2,300
57165 FROM SEWER FUND 614,700 633,100 543,600 (89,500)
57000 TRNSFR FROM OTHER FUNDS 8,603,362 8,489,000 8,657,300 168,300
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 57,612 63,000 58,000 (5,000)
90
FISCAL YEAR -20072006
GENERAL FUND REVENUES
2006 - 072005 - 062004 - 05 2006 vs. 2007
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
57510 NON-RESIDENT LIBRARY CARD 4,190 3,000 4,000 1,000
57515 LIBRARY MATERIAL REPLACEM 22,879 21,000 23,000 2,000
57520 LIBRARY MATERIAL RESERVES 6,610 5,600 6,500 900
57525 LIBRARY MISC. REVENUES 2,517 3,500 2,500 (1,000)
57530 LIBRARY RENTAL BOOKS 7,986 8,600 (8,600)
57535 LIBRARY COPY MACH. CHG 27,082 26,000 26,000
57540 LIBRARY MEETING RM RENTAL 7,400 9,000 9,000
57545 NORTH BRANCH RENTAL INC 26,100 27,000 (27,000)
57550 LIBRARY MULTIMEDIA COLLEC 1,954 2,000 2,000
57500 LIBRARY-OTHER REVENUE 164,329 168,700 131,000 (37,700)
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 79,790,737 82,714,300 85,784,800 3,070,500
50000 REVENUES 79,790,737 82,714,300 85,784,800 3,070,500
91
City of Evanston
City Council
Three Year Fiscal History
$291,000
$356,600
$270,213
$50,000
$125,000
$200,000
$275,000
$350,000
$425,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
0.42%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
City Council
Full-time Regular Alderman (9 elected officials @ 0 FTE) 0.00
Full-time Regular Mayor 0.00
Full-time Regular Administrative Secretary 1.00
1300 Total 1.00
City Council Total 1.00
City Council
92
City of Evanston
City Council
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1300 - City Council 270,213 291,000 270,871 356,600
Total: $ 270,213 $ 291,000 $ 285,900 $ 356,600
Performance Report on FY 2005-2006 Major Program Objectives
A moratorium on the issuance of building permits on Central Street between Bennett and Marcy was introduced and
approved in March and renewed twice. This was done to allow the Plan Commission to discuss potential
modifications to zoning in that area.
The Zoning Ordinance was amended in B and D districts concerning building to the lot line.
A Council member suggested Radio Evanston as a way to have better Citywide communications during
emergencies, which was implemented when Radio Evanston 1650 on the AM dial was activiated.
The City Council passed a resolution that recognized and commemorated the health care services provided by St.
Francis hopsital to the Evanston community. The Council voted to raise the parking tax on all parking facilities of the
City, raised parking meter rates, and voted approval of a security camera surveillance system in City buildings. The
Weapons Ordinance was amended and updated by the City Council.
A controversial issue in the community was the proposal to create an Elm Tree Injection Program to save public elm
trees. The Council voted to enact a program in which all water utility customers would pay a portion of the cost
of this program so that all elm trees above 10-inches in diameter would be innoculated. The ordinance was
reconsidered, and Council voted to inject signature trees of 30-inch diameter or greater and significant trees by
location.
The City Council passed Bond Series 2005 in an amount not to exceed $32.5 million with $6.5 million for capital
improvement projects, $3.5 million for water and sewer projects, $500,000 for the private portion of the 50% match on
alleys, $14 million for the Sherman Avenue Garage, and $6.3 million for refunding of $8.5 million Series 1998 bonds.
The Council passed an amendment to the Zoning Ordinance eliminating the Preservation Commission mandatory
review and comment of developments on non-landmark properties in federal, but not local, historic districts.
After a public hearing by the Joint Review Board on the West Side TIF, the Council adopted a Tax Increment
Redevelopment Plan & Project, designating the project area and tax increment allocation financing for the project.
The Council passed a resolution that urged the orderly and rapid withdrawal of United States troops from Iraq.
The Council passed the West Evanston Neighborhood Plan on the recommendation of the Plan Commission
2006-2007 Department Initiatives
1. A strategic plan for the City will be adopted
2. Revitalization and redevelopment of downtown will continue
3. Land use and density issues will continue to be important to downtown and in neighborhoods
4. There will be continued review and consideration of inclusionary and affordable housing
5. Continued support to neighborhoods and business revitalization of Evanston's West Side
93
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 9 aldermen,
one elected from each of the 9 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 2006-2007 Objectives
• Continuation of the downtown revitalization and redevelopment program
• To address land use and density issues, especially in established neighborhoods
• Continued review of inclusionary and affordable housing issues
• Continued support of neighborhood and business revitalization of the west side
• Determination of the direction of removal, rebuilding, or replacement of the Civic Center
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of ordinances adopted 104 125 110
Number of resolutions adopted 78 60 75
Updated board, committee, commission rosters ongoing ongoing ongoing
Approved Adjustments in 2006-2007 Budget
94
CITY OF EVANSTON
CITY COUNCIL
1300
2005 -2006 2006 2007-
Appropriation Approved
1300 CITY COUNCIL
61010 REGULAR PAY 153,600 160,000
61110 OVERTIME PAY 300 300
61510 HEALTH INSURANCE 56,800 102,300
61615 LIFE INSURANCE 100 100
62210 PRINTING 500 500
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 200 200
62285 COURIER CHARGES 5,500
62290 TUITION 2,000
62295 TRAINING & TRAVEL 10,000 10,000
62315 POSTAGE 400 400
62360 MEMBERSHIP DUES 32,700 40,000
62370 EXPENSE ALLOWANCE 100 100
62380 COPY MACHINE CHARGES 2,000 2,000
62458 OUTSIDE COPY SERVICES 25,000 30,000
64505 TELECOMMUNICATIONS - CARRIER L 200
64510 TELECOMMUNICATIONS EQUIPMENT 200
64520 TELECOMMUNICATIONS - LOCAL 4,700
64540 TELECOMMUNICATIONS - WIRELESS 200 200
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65025 FOOD 3,200
65095 OFFICE SUPPLIES 1,200 1,000
1300 CITY COUNCIL 291,000 356,600
95
City of Evanston
City Clerk’s Office
Three Year Fiscal History
$196,000
$212,400$202,872
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
0.25%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
City Clerk
Full-time Regular City Clerk 0.00
Full-time Regular Clerk Typist III 1.00
Full-time Regular Deputy City Clerk 1.00
1400 Total 2.00
City Clerk Total 2.00
City Clerk
96
City of Evanston
City Clerk’s Office
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1400 – City Clerk’s Office 202,872 196,000 206,819 212,400
Total Expenditures: $ 202,872 $ 196,000 $ 206,819 $ 212,400
Revenues:
56045 - BOCA Codes 8,430 9,000 12,000 12,000
56045 - City Codes/Zoning Codes 1,300 2,200 1,000 1,000
56045 - Hunting/Fishing License Fees 63 60 60 60
56045 - Landlord/Tenant Ordinances 500 465 500 500
56045 - Maps 520 485 550 550
56045 - Miscellaneous 260 750 500 500
56045 - Model Lease Forms 1,270 1,200 1,400 1,400
53710 - Passport Execution 5,948 10,000 5,805 5,500
56045 - Photocopying 385 150 400 400
56045 - Planning/Preservation Booklets 244 300 250 250
Total Revenues: $ 18,920 $ 24,610 $ 22,465 $ 22,160
Notes for Financial Summary
The cost of the BOCA codes has gone up because the new international codes, adopted by the City Council, are a
combination of three codes which make the book much larger.
Performance Report on FY 2005-2006 Major Program Objectives
A new program of tracking FOIA requests/denials has been put into place with a data base.
Four-dozen municipal-candidate and in-person absentee voting packets were provided for residents for the April 5
consolidated election.
Conducted a canvas of election results and provided them to Cook County and the State of Illinois.
2006-2007 Department Initiatives
1. To provide support and backup to Cook County Department of Elections for early voiting, the March 21, 2006,
primary election, and the November 7, general election
2. To coordinate a first-step program to bring the City Code up to date through a legal review of the current City
Code with Sterling Codifiers
3. To continue enhancing the system for FOIA requests in order to have an accurate count of requests and denials
4. To begin logging in those to whom we render notary services; we are notarizing at least one document each
work day
97
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.
Services provided by the City Clerk's Office are:
• Collecting the real estate transfer tax and issuing exemptions from the tax
• Providing administrative and clerical services associated with appointed boards, committees, and
commissions of the City
• Issuing 90-day placards to disabled persons
• Providing information services and tracking Freedom of Information requests to departments
• Preparing and publishing the official municipal directory and annual calendar of meetings
• Updating meeting changes on the web calendar
• Maintaining the municipal library
• Assisting citizens with information, directions, and referrals
• Selling publications, including City maps, and distributing community information to new residents
• Providing notary services to staff and citizens, where full-time office personnel are official passport
acceptance agents for the U.S. Department of State
• Performing ombudsman services to citizens
• Receiving lawsuits in which the City is named
• Signing all general obligation and revenue bonds, processing all surety bonds and international codes
adopted by the City
• Issuing Illinois hunting and fishing licenses and certifying residency for retirees
FY 2006-2007 Objectives
• Work with the Cook County Department of Elections in order to hold a fair and impartial primary election on
March 21, and general election on November 7
• Initiate a program of legal review with Sterling Codifier as a first step in a process of updating the Evanston City
Code
• Continue to enhance the administration of FOIA requests for the City
• Begin keeping a log of all notarizations in the City Clerk's Office
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Voters registered 1,173 450 600
Early voters 1,157 944 1000
Real estate transfer tax transactions 2,125 2,200 2,200
Exemptions from real estate transfer tax 832 850 850
Replacement recycling bins 367 920 0
Disabled parking placards 157 160 160
Yearly calendar of scheduled meetings distributed 75 75 75
Passport applications 216 225 225
FOIA requests 43 150 200
Approved Adjustments in 2006-2007 Budget
98
CITY OF EVANSTON
CITY CLERK
1400
2005 -2006 2006 2007-
Appropriation Approved
1400 CITY CLERK
61010 REGULAR PAY 136,900 142,800
61055 TEMPORARY EMPLOYEES 5,900 5,000
61110 OVERTIME PAY 700 400
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 200 200
62210 PRINTING 900 200
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 900 900
62280 OVERNIGHT MAIL CHARGES 300 200
62295 TRAINING & TRAVEL 1,500 1,600
62315 POSTAGE 700 700
62360 MEMBERSHIP DUES 400 300
62380 COPY MACHINE CHARGES 2,000 2,000
62457 CODIFICATION SERVICES 10,000 13,300
62506 WORK-STUDY 1,200
62509 SERVICE AGREEMENTS / CONTRACTS 700 800
62645 MICROFILMING 600
65010 BOOKS, PUBLICATIONS, MAPS 700 700
65080 MERCHANDISE FOR RESALE 10,000 12,000
65085 MINOR EQUIPMENT & TOOLS 100
65095 OFFICE SUPPLIES 1,000 1,000
65175 ELECTION SUPPLIES 100 100
1400 CITY CLERK 196,000 212,400
99
City of Evanston
City Manager’s Office
Three Year Fiscal History
$715,900
$781,000$784,847
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
0.90%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Full-time Regular City Manager 1.00
Full-time Regular Assistant City Manager (split with 5300 & 7800) 0.70
Full-time Regular Assistant to the City Manager (split with 7800) 0.85
Full-time Regular Assistant to the City Manager 1.00
Full-time Regular Executive Assistant 1.00
Full-time Regular Administrative Secretary (split with 5300 & 7800) 0.70
1505 Total 5.25
Public Information
Full-time Regular Community Information Coordinator 1.00
1510 Total 1.00
City Manager's Office Total 6.25
City Manager's Office
100
City of Evanston
City Manager’s Office
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1505 – City Manger’s Office 657,000 575,200 612,490 622,000
1510 – Public Information 114,276 124,100 115,822 139,100
1515 – Farmer’s Market 13,566 16,600 17,510 19,900
Total Expenditures: $784,842 $ 715,900 $745,822 $781,000
Revenues:
52045 - Seasonal Farmer’s Market Licenses 25,500 27,700 24,300 27,700
56045 - Film Permits 1,350 1,500 2,000 2,200
Total Revenues: $ 26,850 $ 29,200 $ 26,300 $ 29,900
Notes for Financial Summary
The overage in the City Manager's Office is related to the contract for the new City Manager in 2005-2006.
Outside copy services will cover the cost of agendas and miscellaneous items that are sent to FedEx Kinko's per the
City's contract for copying. The average actual expenditures for copying have been split between Copy Machine
Charges and Outside Copy Services.
Funding for the Sister City program has historically been accounted for in the Other Charges line item. We have
created a new line item for Sister City funding.
The increase for printing in the Public Information budget will cover the cost of a new initiative to create new resident
packets for distribution.
The budget for Postage Chargebacks was partially shifted to Postage to reflect the actual cost of taking the quarterly
Highlights to the Post Office for mailing rather than using our mail room.
The Overtime Pay line item for the Farmer's Market coordinator was shifted from the CMO budget to the Farmer's
Market budget.
Performance Report on FY 2005-2006 Major Program Objectives
CMO has initiated a process by which directors, working in teams, determine the topics to be presented at the
monthly Managers’ Meetings. Topics have included diversity, hoarding behavior, FOIA compliance, personal identity
protections, as well as training on the newly adopted Ethics Code.
CMO has implemented a weekly report on the status of aldermanic requests and established standards for informing
the departments of requests and making the departments accountable for responses.
We have standardized the format of some agenda items and have provided examples to the departments. We have
set firm deadlines for submitting agenda items to allow for more thorough review. Departments are abiding by the
new deadline.
We have discussed zoning, preservation, and inclusionary housing ordinances, as well as parking and liquor codes,
and recommended changes to the appropriate Council committees.
CMO has created an information packet with samples of required documents that can be distributed by request.
Construction of Sherman Plaza project has begun and will be completed in 2006.
The City Manager has met with Northwestern University officials on an occasional basis to discuss issues of mutual
concern.
101
City of Evanston
City Manager’s Office
The Civic Center Committee continues to meet for discussion of alternatives.
2006-2007 Department Initiatives
1. Oversee implementation of the City's Strategic Plan, including reviewing the role and structure of boards and
comissions and developing a collaborative relationship with Northwestern University
2. Continue to lead Managers' Meetings, emphasizing professional development
3. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and
police-service requests, providing updates to the aldermen
4. Refine and streamline the agenda process
5. Continue to work with the Legal Department and other departments as appropriate to review the various City
codes and propose amendments and/or updates as necessary
6. Coordinate efforts to improve customer service throughout the organization
7. Oversee implementation of changes to the development review process
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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. Reponsibilities 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 issuing a number of permits, including
loudspeaker, film and raffle licenses, and responds to a wide variety of general inquiries.
FY 2006-2007 Objectives
• Oversee implementation of the City's Strategic Plan
• Continue to lead Managers' Meetings, with an emphasis on professional development
• 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 work with the Legal Department and other departments to review the various City codes and
propose amendments and/or updates as necessary
• Coordinate efforts to improve customer service throughout the organization
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of aldermanic, police-service, and citizen
requests
1,349 853 1,000
Prepare agendas and materials for regular and special
Council and A&PW meetings
50 52 52
Film permits 24 29 30
Sidewalk cafes 20 36 40
Raffle permits 30 51 55
Loudspeaker permits 36 57 60
Approved Adjustments in 2006-2007 Budget
104
CITY OF EVANSTON
CITY MANAGER
1505
2005 -2006 2006 2007-
Appropriation Approved
1505 CITY MANAGER
61010 REGULAR PAY 502,000 518,200
61055 TEMPORARY EMPLOYEES 3,000
61510 HEALTH INSURANCE 41,700 48,800
61615 LIFE INSURANCE 1,400 1,400
61625 AUTO ALLOWANCE 7,400 7,400
62204 YOUTH SERVICES 25,000
62210 PRINTING 500
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 900 300
62280 OVERNIGHT MAIL CHARGES 100
62285 COURIER CHARGES 200
62295 TRAINING & TRAVEL 2,000 2,000
62360 MEMBERSHIP DUES 7,000 5,000
62380 COPY MACHINE CHARGES 3,000 3,000
62458 OUTSIDE COPY SERVICES 3,000
62605 OTHER CHARGES 5,000
65010 BOOKS, PUBLICATIONS, MAPS 300 600
65095 OFFICE SUPPLIES 1,000 1,000
65620 OFFICE MACH. & EQUIP.500
66062 SISTER CITY FUNDING 5,000
1505 CITY MANAGER 575,200 622,000
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City of Evanston
City Manager’s Office
1510 – Public Information
Description of Major Activities
The City Manager's Office of Public 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.
The coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the
coodinator 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 website 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 webdeveloper and programming staff to create appropriate webpages
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 community information coordinator manages operations of the City-owned radio station on a daily basis, in
cooperation with Facilities Management staff.
FY 2006-2007 Objectives
• Continue work with Evanston Chamber of Commerce on a comprehensive relocation package for new members
of our community
• Create video production for Summer Youth Employment Program
• Continue to make economic development information available on the website
• Work to automate the distribution of minutes, agendas and announcements from committees, boards, and
commissions using the website and listservers
• Develop a communication plan that will direct the activities of the Public Information Office
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Highlights newsletter 4 4 4
CityBeat newsletter 12 10 12
Electronic newsletter and updates 35 35 35
Approved Adjustments in 2006-2007 Budget
106
CITY OF EVANSTON
PUBLIC INFORMATION
1510
2005 -2006 2006 2007-
Appropriation Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 71,000 73,800
61510 HEALTH INSURANCE 7,500 9,300
61615 LIFE INSURANCE 200 200
62210 PRINTING 18,000 23,000
62275 POSTAGE CHARGEBACKS 24,000 10,500
62295 TRAINING & TRAVEL 100
62315 POSTAGE 19,000
62360 MEMBERSHIP DUES 1,000 350
62380 COPY MACHINE CHARGES 1,500 750
62458 OUTSIDE COPY SERVICES 700
62506 WORK-STUDY 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 100
65095 OFFICE SUPPLIES 500 400
1510 PUBLIC INFORMATION 124,100 139,100
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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. Thirty to forty non-profits 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 visitors from all over.
FY 2006-2007 Objectives
• Continue to provide a pleasant environment for the Farmer's Market in downtown Evanston
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Seasonal stall rentals 34 35 35
Weekly stall rentals 1 0 2
Number of non-profit organizations per week 1 1 1
City department stalls per week 1 1 1
Annual Non-profit Day booths 35 40 40
Approved Adjustments in 2006-2007 Budget
108
CITY OF EVANSTON
FARMER'S MARKET
1515
2005 -2006 2006 2007-
Appropriation Approved
1515 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 10,000 11,200
61110 OVERTIME PAY 4,300 7,000
62205 ADVERTISING 600 700
62275 POSTAGE CHARGEBACKS 200 100
62375 RENTALS 1,500 800
65095 OFFICE SUPPLIES 100
1515 FARMER'S MARKET 16,600 19,900
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City of Evanston
Office of Management and Budget
Office of Management & Budget
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
Position
FTE
Budget
Full-time Regular Director, Mgmt & Budget 1.00
Full-time Regular Mgmt & Budget Admin Assistant 1.00
Full-time Regular Management Analyst (3 @ 1 FTE)* 3.00
1605 Total 5.00
Information Systems
Full-time Regular Director, Information Systems 1.00
Full-time Regular Database Administrator 1.00
Full-time Regular Assistant UNIX Administrator 1.00
Full-time Regular Programmer Analyst 1.00
Full-time Regular IS Trainer 1.00
Full-time Regular Network Administrator (2 @ 1 FTE) 2.00
Full-time Regular Operations Coord. Mgmt & Budg. 1.00
Full-time Regular Tech Support Specialist I (2 @ 1 FTE) 2.00
Full-time Regular Telecommunications Coordinator 1.00
Full-time Regular Web Developer 1.00
1615 Total 12.00
Geographic Information Systems
Full-time Regular GIS Manager 1.00
Full-time Regular GIS Analyst 1.00
Full-time Regular Project Manager 1.00
1620 Total 3.00
Administrative Adjudication
Full-time Regular Admin Adjudication Manager 1.00
Full-time Regular Administrative Aide (2 @ 1 FTE) 2.00
Part-time Regular Administrative Aide 0.80
1625 Total 3.80
Office of Management & Budget
Total 23.80
Three Year Fiscal History
$3,131,000
$3,447,000
$4,004,396
$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
$5,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
4.02%
111
City of Evanston
General Fund Contingency
Three Year Fiscal History
$7,195,300 $7,517,700
$2,320,278
$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
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
8.76%
112
City of Evanston
Office of Management and Budget
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1605 – Budget Office 334,586 447,200 371,389 495,600
1610 – Contingency 4,320,278 7,195,300 8,028,294 7,517,700
1615 – Information Systems Mgmt. 1,130,816 1,943,000 1,817,348 2,179,500
1620 – GIS 202,101 332,100 275,323 355,900
1625 – Administrative Adjudication 336,893 408,700 308,195 416,000
Total Expenditures: $6,324,674 $10,326,300 $10,800,549 $10,964,700
Revenues:
51595 – Liquor Sales Tax 1,656,076 1,500,000 1,728,892 1,600,000
52040 – Liquor Licensing 305,332 275,000 411,063 290,000
52570 – Administrative Adjudication 94,867 95,000 111,661 95,000
Total Revenues: $2,056,275 $1,870,000 $2,251,616 $1,985,000
Notes for Financial Summary
The Budget Office is underexpended in FY06 due to delayed hiring of two new management analysts - with only one
being filled as of November 2005. In FY07, the remaining unfilled management analyst position will be transferred to
the Finance Department.
Increases in the contingency business unit are due to anticipated cost of living increases for salaries and an increase
in pension contributions required to maintain solvency in the fund.
The GIS Division and Administrative Adjudication Division both reflect underexpenditure due to vacancies that were
filled toward the middle and end of FY 2006.
Performance Report on FY 2005-2006 Major Program Objectives
Budget: Staff continued their support of the JD Edwards implementation and participated in developing an integrated
Budget User Entry system, added budget book enhancements, and continued to increase budgetary controls and
monitoring utilizing the JD Edwards financial system. Also, staff worked with all divisions to collect performance
measurement data as a participant in the Chicago area performance measurment consortium. The Division also
worked with the Liquor Commission, members of the community, and Council to revise the Liquor Ordinance and
increase penalties for liquor violations.
Information Systems: Staff continued to facilitate the implementation of the JD Edwards financial system including
user administration and report generation; continued upgrades to the telephone system and voice mail; continued
tracking cellular and landline telephone costs; replaced personal computers not meeting minimum performance
standards; continued deployment of Microsoft Windows and Windows XP; began implementation of a citywide IT
strategic plan; improved usability of the city website by upgrading software interfaces, increasing online transaction
capabilities and implementing a content management tool; completed installation of a new video camera surveillance
system; and began migration of data center operations to Service Center and Police as well as began developing
Server redundancy to improve reliability and disaster failover.
GIS: Staff continued to assist city departments, elected officials, and residents with obtaining geographic data and
added additional geographic layers to the City's GIS. Additionally, staff created a zoning focused web application for
residents and city staff that assists in investigating zoning information and prepared and implemented a GIS data
delivery specification that has been utilized in several public works, construction and other projects.
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City of Evanston
Office of Management and Budget
Administrative Adjudication: A new administrative law judge was hired with specific duties emphasizing the training of
city departments in ticket writing and the hearing process - one training session has been completed with plans to
hold regular sessions. Additionally an assessment of the division was completed resulting in the filling of the full time
administrative adjudication manager position. Staff continued to work collaboratively with the departments that utilize
adjudication services and provide a high level of customer service to community members who require services.
2006-2007 Department Initiatives
• Continued research and support for implementation of backend systems and additional functionality of the
JDEdwards financial system.
• Conduct analysis of Administrative Adjudication outcomes and Law Judge performance evaluations to
determine whether any changes should be made to the system.
• Work with Parking Systems, the Collector's Office, Police Department, and Property Maintenance to decide
what type of parking and adjudication software to use.
• Complete the review of departmental Information Systems needs and move forward with the citywide
technology plan.
• Investigate the feasibility of converting to a two year budgetary cycle and develop an implementation plan.
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115
City of Evanston
Office of Management and Budget
1605 – 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 monitors departmental revenues and expenditures and performance of departments and divisions
throughout the year. The Budget Office also supervises the operation of the 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 2006-2007 Objectives
• Investigate the feasibility of converting to a two year budget cycle and develop an implementation plan
• Investigate the advantages and difficulties of altering the fiscal year to match the calendar year
• Continue improvements to the online Budget Entry System (BES)
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Completion of the Proposed Budget December 31, 2004 December 31, 2005 December 31, 2006
Completion of the Approved Budget June 1, 2004 June 1, 2005 May 15, 2006
City Council Budget Memo’s Prepared 80 25 60
Approved Adjustments in 2006-2007 Budget
116
CITY OF EVANSTON
BUDGET
1605
2005 -2006 2006 2007-
Appropriation Approved
1605 BUDGET
61010 REGULAR PAY 377,000 406,400
61510 HEALTH INSURANCE 47,700 46,500
61615 LIFE INSURANCE 800 600
61625 AUTO ALLOWANCE 1,800 1,800
62210 PRINTING 10,000 10,000
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 400 800
62360 MEMBERSHIP DUES 2,000 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
65555 PERSONAL COMPUTER EQUIPMENT 3,000 3,000
1605 BUDGET 447,200 495,600
117
City of Evanston
Office of Management and Budget
1610 – Contingency
Description of Major Activities
The General Contingency element provides funds for purposes unanticipated at the time of budget adoption. For example, to
fund unanticipated salary adjustments for City employees and for other purposes for which it is 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 funds in this program element.
Approved Adjustments in 2006-2007 Budget
118
CITY OF EVANSTON
GENERAL CONTINGENCY
1610
2005 -2006 2006 2007-
Appropriation Approved
1610 GENERAL CONTINGENCY
61010 REGULAR PAY 73,400 98,000
61510 HEALTH INSURANCE 100,000
61760 EMPLOYER'S SHARE - FICA 1,824,500 1,897,500
61765 PENSION CONTR-PART-IMRF 1,813,900 2,587,400
61810 NON FICA MEDICARE PAYMNTS 519,000 539,800
62180 STUDIES 60,000 100,000
62305 RENTAL OF AUTO-FLEET SER 100,000
62431 ARMORED CAR SERVICES 36,000 40,000
62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 50,000
66020 TRANSFERS TO OTHER FUNDS 1,900,000 1,900,000
66060 KEEP AMERICA BEAUTIFUL 5,000 5,000
66142 TRANSFER TO CIP-STREET REPAIR 413,500
66143 TRANS.TOCIP-STREET& ENGIN.SVCS 200,000
68205 CONTINGENCIES 200,000 200,000
1610 GENERAL CONTINGENCY 7,195,300 7,517,700
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City of Evanston
Office of Management and Budget
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:
• Office automation – Text processing, interoffice and interpersonal communications systems, printing services,
archival storage, filing systems, and image storage and processing.
• Personal Computers and microprocessors – The proliferation of computers as well as portable and hand-held
devices capable of independently processing data and interfacing with other systems.
• Network and application servers – The acquisition and overall management of various server platforms.
• Communications – Data communications, internal and external electronic mail, building to building wide area
network, and the management problems of transmission of information.
• Special-purpose systems – Computer-aided software engineering; expert systems as decision-making tools;
cooperative work group systems; ticket and badge readers; and a host of other specialized systems or devices
that must interface to the City’s information systems.
• Telephony – Telephones, PBXs, cabling, call accounting, and voice mail.
• Training – Providing a Citywide training function, which includes desktop productivity tools, answering help desk
calls, support documentation, and managing a training facility.
• Internet – WEB site hosting and WEB application deployment.
• Help Desk – Providing city wide hardware and software computing assistance.
• Other duties include:
o Ensuring the security of all data
o Computer and Information System Data Center operations
o Designing and managing data communications and telecommunications networks
o Development and control of electronic forms
o Developing information processing policies and procedures
o Conducting feasibility studies of new automated systems
o Researching potential systems, methods, or equipment that could improve cost-effectiveness or
enhance productivity
o Developing and implementing office automation systems
FY 2006-2007 Objectives
• Create a long-term plan of strategies and goals that align Information Systems services with organizational
strategies
• Implement program development, packaged applications, and technology platforms that align to organizational
strategies
• Focus on improved customer service
• Continue assisting in the deployment of the IRIS financial system
• Replace Personal Computers that do not meet minimum performance requirements
• Continue to consolidate and improve reliability of back office systems
• Continue to migrate the data center operations from Civic center to Service Center and Police
• Replace the Recreation Centers PBX/Phones with IP phones. Put all Recreation Centers on central voice mail
system
• Redesign internal customer Web Site
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City of Evanston
Office of Management and Budget
1615 – Information Systems
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of users with logon privileges 850 915 925
Number of personal computers supported 466 525 535
Number of locations supported 15 15 15
WEB site average number of daily visitors 1244 1407 1450
WEB site annual unique visitors 253,093 272,358 285,000
Number of application and network servers supported 28 42 50
Number of Help Desk calls per year 2,928 2,201 2200
Average time to close a call 3.6 days 4.7 days 4.8
Percent of Help Desk calls resolved within one day 54 53 54
Percent of Help Desk calls resolved within two days 68 61 68
User Feedback - Problem Solved Satisfactory 97.1 96.44 97
User Feedback - Problem Solved Unsatisfactory 2.9 3.56 3
User Feedback - Response time to call - Very Fast 61.2 57.77 58
User Feedback - Response time to call – Fast 25.2 23.11 24
User Feedback - Response time to call – Average 11.4 16.88 16
User Feedback - Response time to call – Slow 1.6 1.33 1.3
User Feedback - Response time to call - Very Slow .6 .89 .8
Number of users trained in computer concepts and Word 83 103 90
Number of users trained in Excel 95 57 80
Number of users trained in other PC productivity tools 84 82 80
Number of users trained in E-mail/Outlook/Internet 19 63 50
Approved Adjustments in 2006-2007 Budget
121
CITY OF EVANSTON
INFORMATION SYSTEMS MGMT
1615
2005 -2006 2006 2007-
Appropriation Approved
1615 INFORMATION SYSTEMS MGMT
61010 REGULAR PAY 823,500 903,000
61055 TEMPORARY EMPLOYEES 2,600
61510 HEALTH INSURANCE 82,600 111,600
61615 LIFE INSURANCE 1,400 1,400
62175 IS SERVICES 70,000 75,000
62250 COMPUTER EQUIPMENT MAINT 88,600 90,300
62295 TRAINING & TRAVEL 1,000
62305 RENTAL OF AUTO-FLEET SER 6,000 6,600
62336 JDE - LICENSE AND SUPPORT FEES 175,000
62340 COMPTER LICENSE & SUPP 100,200 330,000
62360 MEMBERSHIP DUES 2,600 1,400
62380 COPY MACHINE CHARGES 300 300
64505 TELECOMMUNICATIONS - CARRIER L 215,000 312,600
64510 TELECOMMUNICATIONS EQUIPMENT 32,600 22,500
64515 TELECOMMUNICATIONS EQUIPMENT M 8,200 7,500
64525 TELECOMMUNICATIONS - LONG DIST 23,700 5,500
64540 TELECOMMUNICATIONS - WIRELESS 12,600 12,800
64545 PERSONAL COMPUTER SOFTWARE 2,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,600
65095 OFFICE SUPPLIES 47,000 47,900
65605 PBX (LICENSE & SUPPORT FEES)22,000 21,000
65615 WAN CONNECTIONS/LINE CHARGES 24,600 23,500
66020 TRANSFERS TO OTHER FUNDS 200,000 200,000
1615 INFORMATION SYSTEMS MGMT 1,943,000 2,179,500
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City of Evanston
Office of Management and Budget
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 2006-2007 Objectives
• Increase usage of web mapping applications by continually adding features
• Eliminate barriers to GIS usage and integration by: providing automated exports of GIS data; improving usability
of web mapping application; and publishing a data dictionary of available GIS data
• Upgrade all server, desktop and web GIS software
• Improve ability to report on GIS efforts by implementing map request tracking software
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Map requests 208 215 225
Permanent geographic layers created 18 28 20
GIS web mapping interactions per week 3,800 3,800 3,800
Geographic layers maintained 130 158 178
Approved Adjustments in 2006-2007 Budget
124
CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYSTEMS
1620
2005 -2006 2006 2007-
Appropriation Approved
1620 GEOGRAPHIC INFORMATION SYSTEMS
61010 REGULAR PAY 242,000 265,800
61055 TEMPORARY EMPLOYEES 12,400
61060 SEASONAL EMPLOYEES 10,600
61510 HEALTH INSURANCE 22,400 27,900
61615 LIFE INSURANCE 200 300
62175 IS SERVICES 10,000
62210 PRINTING 800
62235 OFFICE EQUIPMENT MAINT 300
62250 COMPUTER EQUIPMENT MAINT 3,000
62295 TRAINING & TRAVEL 500 600
62340 COMPTER LICENSE & SUPP 22,500 23,000
62360 MEMBERSHIP DUES 500 400
62380 COPY MACHINE CHARGES 1,100
62500 TECHNICAL INFORMATION SERVICES 15,000 15,000
64545 PERSONAL COMPUTER SOFTWARE 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 500 300
65085 MINOR EQUIPMENT & TOOLS 500
65095 OFFICE SUPPLIES 1,000 1,400
1620 GEOGRAPHIC INFORMATION SYSTEMS 332,100 355,900
125
City of Evanston
Office of Management and Budget
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 2006-2007 Objectives
• Establish quarterly training for police, fire, property maintenance, and health divisions responsible for issuing
compliance tickets
• Improve ease of readibility and comprehension for online ticket submissions
• Perform evaluations of all administrative law judges
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of parking summons issued 67,960 56,800 59,600
Number of parking tickets adjudicated 49,340 41,640 42,400
Percentage paid prior to hearing (parking) 30% 27% 30%
Percentage paid after hearing (parking) 36% 29% 40%
Number of property citations adjudicated 135 330 465
Number of police cases adjudicated 1,230 1,500 2,730
Other cases adjudicated (fire, health, parks) 40 50 90
Percentage of code cases paid 31% 30% 45%
Approved Adjustments in 2006-2007 Budget
126
CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1625
2005 -2006 2006 2007-
Appropriation Approved
1625 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 140,000 156,700
61050 PERMANENT PART-TIME 23,000 21,000
61055 TEMPORARY EMPLOYEES 4,000 2,100
61110 OVERTIME PAY 500 300
61510 HEALTH INSURANCE 22,000 27,900
61615 LIFE INSURANCE 300 300
62210 PRINTING 500 500
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 30,000 30,000
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 25,000 23,000
62380 COPY MACHINE CHARGES 1,000 2,000
62456 OUTSIDE MAIL SERVICES 3,500 3,000
62500 TECHNICAL INFORMATION SERVICES 15,000 12,500
62506 WORK-STUDY 500
62509 SERVICE AGREEMENTS / CONTRACTS 125,000 120,000
65010 BOOKS, PUBLICATIONS, MAPS 500 1,000
65045 LICENSING/REGULATORY SUPP 10,000 8,000
65085 MINOR EQUIPMENT & TOOLS 1,500 800
65095 OFFICE SUPPLIES 6,000 6,000
1625 ADMINISTRATIVE ADJUDICATION 408,700 416,000
127
City of Evanston
Legal
Three Year Fiscal History
$690,600 $714,600
$579,788
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
0.83%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Legal
Full-time Regular First Asst Corp Counsel 1.00
Full-time Regular Asst Corporation Counsel (2 @ 1 FTE) 2.00
Full-time Regular Staff Attorney 1.00
Full-time Regular Staff Attorney II 1.00
Full-time Regular Exec Secretary (to Dept. Head) (2 @ 1 FTE) 2.00
1705 Total 7.00
Legal Total 7.00
Legal
128
City of Evanston
Legal Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1705 – Legal Administration 579,788 690,600 639,686 714,600
Total Expenditures: $ 579,788 $ 690,600 $ 639,686 $ 714,600
Revenues:
56015 – Damage to City Property 45,489 50,000 40,774 50,000
Total Revenues: $ 45,489 $ 50,000 $ 40,774 $ 50,000
Notes for Financial Summary
Actual personnel expenditures for FY 05-06 were below budget expectations. This shortfall in expenditures is a result
of a vacancy in the staff attorney II position. As a result of reorganization and anticipated hiring, the Law Department
will be fully staffed for FY 06-07.
Performance Report on FY 2005-2006 Major Program Objectives
The Truck Overweight Enforcement program was not implemented during FY 05-06 as further investigation and study
demonstrated that the existing enforcement procedures were satisfactory.
In our efforts to coordinate all zoning matters with the Zoning Division and Community Development department, the
Law Department has dedicated an assistant corporation counsel to work exclusively on community development
matters. This senior attorney attends meetings of the Preservation Commission, Zoning Board of Appeals, and the
Plan Commission on an as-needed basis, and meets regularly--daily or weekly--with department heads and the
director of Community Development.
The Law Department continues to work with the Purchasing Division to simplify, coordinate, and streamline the
purchasing process.
2006-2007 Department Initiatives
1. To draft ordinance, rules and regulations and quarantine policy
2. To draft major amendments to Liquor Code
3. To establish standards to help provide direction and consistency for City departments when certificates of
insurance are being required
4. To reduce the inventory of lawsuits and open cases
5. To work closely with City departments and agencies to identify areas of potential liability and to develop
procedures to minimize future litigation
129
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 sdministration 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 2006-2007 Objectives
• Update the City Code to reflect current legislation with operations of the City
• Update the Zoning Code in conjunction with the Community Development department
• Implement workable rules of proceeding for the Zoning Board of Appeals and the Plan Commission (consistent
with the requirements of the Klaeren decision)
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
550 350 300
Traffic prosecution cases 7,500 3,600 4,000
Ordinances written and/or reviewed 160 202 200
Resolutions written and/or reviewed 120 104 125
Opinions written 36 60 65
Administrative adjudication (including appeals) 80 90 85
Truck Safety Prosecutions (including overweight) 0 0 0
Approved Adjustments in 2006-2007 Budget
130
CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2005 -2006 2006 2007-
Appropriation Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 541,100 573,900
61510 HEALTH INSURANCE 54,600 65,100
61615 LIFE INSURANCE 1,300 1,300
61625 AUTO ALLOWANCE 1,800 1,800
62130 LEGAL SERVICES - GENERAL 65,000 45,000
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 1,000 1,000
62345 COURT COST/LITIGATION 10,000 7,500
62360 MEMBERSHIP DUES 1,400 2,000
62380 COPY MACHINE CHARGES 1,800 4,000
64540 TELECOMMUNICATIONS - WIRELESS 3,000 2,500
65010 BOOKS, PUBLICATIONS, MAPS 8,000 8,600
65095 OFFICE SUPPLIES 1,200 1,500
1705 LEGAL ADMINISTRATION 690,600 714,600
131
City of Evanston
Human Resources
Three Year Fiscal History
$1,234,000
$1,361,900$1,311,345
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
1.59%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Human Resources
Full-time Regular Director, Human Resources 1.00
Full-time Regular Asst Director, Human Resources 1.00
Full-time Regular Human Resources Specialist (4 @ 1 FTE)* 4.00
Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00
1805 Total 8.00
Human Resources Total 8.00
Human Resources
132
City of Evanston
Human Resources Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1805 –HR General Support 1,311,345 1,234,000 1,444,158 1,361,900
Total Expenditures: $ 1,311,345 $ 1,234,000 $ 1,444,158 $ 1,361,900
Notes for Financial Summary
This budget includes a new Human Resources Trainer/Coordinator position.
Performance Report on FY 2005-2006 Major Program Objectives
During FY04-05, 68 full-time positions were filled. To date, 41 full-time positions have been filled, with projections to
fill 75 by the end of the fiscal year. Due to enhancements in the IRIS HR/Payroll computer system we have been
able to track part-time and seasonal positions and determined that 150 part-time and 450 seasonal positions were
filled. Three police officer testing cycles have been conducted, with one additional cycle scheduled during this fiscal
year; the testing cycle for Firefighter/Paramedic is in process. Promotional examinations for fire captain, shift chief,
and police sergeant have been completed this fiscal year. Human Resources staff continue to solidify and enhance
properties of the HR/Payroll system; more information is available for analysis and evaluation, and quality control
procedures are in place. Procedures for processing seasonal employees, both at the hiring stage and and at the end
of the employment season, were developed and implemented for more efficiency. Human Resources staff developed
and conducted training for all City employees on the amended Ethics Ordinance and rules for City employees. The
first Public Service Week celebration of our employees was very successful. Three contract interpretation arbitrations
with AFSCME were resolved in the City's favor, with two additional arbitrations scheduled during the remainder of the
fiscal year.
2006-2007 Department Initiatives
1. When completed, the City's strategic plan will have human resources implications in terms of organizational
structuring to meet the goals and objectives; identifying needs and delivering the necessary training; monitoring
performance, employee communications, and labor/management efforts
2. Several operating departments have ongoing studies of service delivery processes and planning, which will also
require Human Resources involvement and recommendations adopted for improvement, such as restructuring
jobs to more accurately describe the duties and responsibilities and meeting service delivery demands
3. The second AFSCME contract with the enlarged bargaining unit will require supervisory and management
training in order to fully implement a new contract
4. Further enhancements of the IRIS HR/Payroll system in the areas of recruitment and competency will be
undertaken in order to provide improved management information and analysis, leading to better strategic
planning
133
City of Evanston
Human Resources
1805 – Human Resources
Description of Major Activities
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.
FY 2006-2007 Objectives
• By September 1, 2006, fully implement recruitment module on IRIS system in order to a) enhance
communication with applicants; b) track length of time to fill vacancies; and c) track turnover by position,
department, and reason
• Complete Personnel Manual update by June 30, 2006
• Beginning July 1, 2006, conduct analysis of benefit package(s) to determine feasibiity of restructuring elements
for a) attracting and retaining qualified employees, and b) to have the most cost effective utilization of resources
• Following adoption of the City's strategic plan, develop Human Resources operational plans, goals, and
objectives in order to implement relevant portions of the strategic plan
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Civil Service Commission meetings 24 24 24
Labor contract negotiated 2 3 1
Training programs 20 12 24
Positions filled - full-time 68 75 85
Positions filled - part-time/seasonal 150/450 150/450
Approved Adjustments in 2006-2007 Budget
134
CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2005 -2006 2006 2007-
Appropriation Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 521,600 605,200
61060 SEASONAL EMPLOYEES 3,600
61510 HEALTH INSURANCE 52,500 74,400
61615 LIFE INSURANCE 800 900
61625 AUTO ALLOWANCE 2,400 4,800
62130 LEGAL SERVICES - GENERAL 500 500
62160 EMPLOYMENT TESTING SERVICES 75,000 75,000
62205 ADVERTISING 65,000 65,000
62235 OFFICE EQUIPMENT MAINT 100 100
62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000
62274 TEST ADMINISTRATION 65,000 50,000
62290 TUITION 130,000 100,000
62295 TRAINING & TRAVEL 800 800
62310 CITY WIDE TRAINING 150,000 150,000
62345 COURT COST/LITIGATION 500 500
62360 MEMBERSHIP DUES 1,700 2,500
62380 COPY MACHINE CHARGES 5,800 5,800
62506 WORK-STUDY 1,000
62630 UNEMP. COMP. & ADMIN. FEE 90,000 150,000
65010 BOOKS, PUBLICATIONS, MAPS 2,000 1,500
65095 OFFICE SUPPLIES 5,300 5,300
65125 OTHER COMMODITIES 20,000 20,000
1805 HUMAN RESOURCES GEN SUPPORT 1,234,000 1,361,900
135
City of Evanston
Finance
Three Year Fiscal History
$1,762,600 $1,768,500
$2,083,773
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
$2,200,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
2.06%
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
2006-2007
Position FTE
General Support
Full-time Regular Director, Finance 1.00
Full-time Regular Assistant Finance Director* 0.00
Full-time Regular Management Analyst* 1.00
1905 Total 2.00
Revenue
Full-time Regular Revenue Manager 1.00
Full-time Regular License and Measure Inspector 1.00
Full-time Regular Finance Operations Coordinator 1.00
Full-time Regular Clerk III 1.00
Full-time Regular Clerk II (4 @ 1 FTE) 4.00
Full-time Regular Switchboard Operator (2 @ 1 FTE)* 2.00
1910 Total 10.00
Payroll
Full-time Regular Payroll Manager 1.00
Full-time Regular Payroll Coordinator 1.00
Full-time Regular Clerk III 1.00
1915 Total 3.00
Accounting
Full-time Regular Accounting Manager 1.00
Full-time Regular Senior Accountant (2 @ 1 FTE) 2.00
Full-time Regular Investment Analyst 1.00
Full-time Regular TIF Accounting Analyst* 0.00
Full-time Regular Bookkeeper 1.00
1920 Total 5.00
Purchasing/AP/MWEBE
Full-time Regular Dir, Purchasing & Contracts 1.00
Full-time Regular Accounts Payable Coordinator 1.00
Full-time Regular M/W/EBE Program Coordinator 1.00
Full-time Regular Accounts Payable Clerk 1.00
Full-time Regular Finance Admin Assistant 1.00
Part-time Regular Clerk I 0.50
1925 Total 5.50
Finance Total 25.50
Finance
136
City of Evanston
Finance Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
1905 – Finance General Support 458,340 290,900 297,196 216,100
1910 – Revenue Division 541,478 531,400 582,158 536,300
1915 – Payroll 230,220 217,900 225,383 233,100
1920 – Accounting 508,413 438,600 503,707 438,800
1925 – Purchasing/AP/MWEBE 345,321 283,800 265,342 344,200
Total Expenditures: $ 2,083,772 $ 1,762,600 $ 1,873,786 $ 1,768,500
Notes for Financial Summary
The General Support Division reflects a decrease due to the elimination of the Assistant Finance Director position
and replacement with a vacant Management Analyst position formerly budgeted in the Budget Office.
The Revenue Division includes the inclusion of mail room operations in the FY 2006-2007 approved budget. The
expenditures budgeted for mail room operations are partially offset by a services billed out line item supported by
postage that is charged back to the departments that use the mail room. The new duties being assumed by Finance
were transferred from Facilities Management.
Performance Report on FY 2005-2006 Major Program Objectives
The CAFR (Comprehensive Annual Financial Report) was completed by August 31, 2005. A Finance Department
operations manual has been completed. The Accounts Receivable Module implementation was delayed due to the
need to implement the new Oracle upgrade
2006-2007 Department Initiatives
1. Complete the annual CAFR
2. Stabilize the financial software with documentation and manuals
137
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 budgetary support. Direction and coordination
are also provided for the following four divisions:
• Accounting
• Collections
• Purchasing and Accounts Payable
• Payroll
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 2006-2007 Objectives
• Issue 2006 bonds
• Develop financial policies for the City
• Implement new investment program from GFOA
• Complete payroll disaster recovery system
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Percent of available cash invested 99 99 99
Bond issuances 1 1 1
Quarterly financial management reports 3 4 4
Quarterly investment reports 0 4 4
Approved Adjustments in 2006-2007 Budget
138
CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2005 -2006 2006 2007-
Appropriation Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 250,100 181,400
61060 SEASONAL EMPLOYEES 7,000 7,300
61510 HEALTH INSURANCE 23,000 18,600
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,800 1,800
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 300
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,400 1,400
64545 PERSONAL COMPUTER SOFTWARE 2,000
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65095 OFFICE SUPPLIES 2,000 2,000
1905 FINANCE GENERAL SUPPORT 290,900 216,100
139
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.
FY 2006-2007 Objectives
• Implement cashiering system
• Continue program of in-source processing of vehicle stickers
• Finalize implementation of parking ticket and vehicle sticker payments via the City web
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Water bills processed total 85,500 85,550 85,550
Avg # of delinquent accts/shut off cycle 400 400 400
Actual # of accts sched./shut-off cycle 60 60 60
Amount outstanding past due for shut off 75,000 75,000 75,000
Internet water billing payments processed 7,000 8,000 8,500
Number of citation payments processed 125,000 125,000 125,000
Internet parking-citation payments processed 3,000 8,000 9,000
Number of vehicle stickers issued 40,000 40,000 40,000
Number of business licenses processed 2,500 2,500 2,500
Number of animal licenses issued 2,700 2,700 2,700
Cigarette stamps issued 1.5 Million 1.5 MIllion 1.5 Million
Daily deposits prepared 260 260 260
Subsidized taxi coupons sold 38,000 45,000 55,000
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 50 50
A/R invoices processed manually 6,000 6,000 6,000
# Inv/Checks sent to collection agency 1,000 400 400
Approved Adjustments in 2006-2007 Budget
140
CITY OF EVANSTON
REVENUE DIVISION
1910
2005 -2006 2006 2007-
Appropriation Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 342,600 449,300
61055 TEMPORARY EMPLOYEES 5,200
61060 SEASONAL EMPLOYEES 5,000 7,800
61110 OVERTIME PAY 9,000 15,000
61510 HEALTH INSURANCE 51,900 93,000
61615 LIFE INSURANCE 500 600
61630 SHOE ALLOWANCE 100 200
62205 ADVERTISING 200 200
62235 OFFICE EQUIPMENT MAINT 300 300
62245 OTHER EQMT MAINTENANCE 2,500
62273 LIEN FILING FEES 6,000 6,000
62275 POSTAGE CHARGEBACKS 31,000 20,000
62295 TRAINING & TRAVEL 800 1,000
62305 RENTAL OF AUTO-FLEET SER 5,100 5,600
62315 POSTAGE 15,000 15,000
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 700
62380 COPY MACHINE CHARGES 3,600 7,600
62655 LEASE PAYMENTS 3,000
64545 PERSONAL COMPUTER SOFTWARE 4,000 4,000
65045 LICENSING/REGULATORY SUPP 50,000 40,000
65095 OFFICE SUPPLIES 5,500 7,500
65620 OFFICE MACH. & EQUIP.1,000
66125 SERVICES BILLED OUT 150,000-
1910 REVENUE DIVISION 531,400 536,300
141
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 1,100 permanent, part-time, and
temporary City employees. During the summer, payroll increases by more than 500 employees due to the seasonal
employment of recreational staff and the City's Summer Youth Program. The primary objective of the Payroll Division
is to produce a timely, accurate payroll in compliance with federal and state payroll tax laws. This function performs
quarterly and annual reconciliations of FICA, Medicare, federal- and state-withholding liabilities as well as
unemployment compensation, with is used in preparing the federal and state payroll tax returns. Special year-end
activities include preparation, balancing and distribution of W-2's as well as special year-end rollovers and audits of
the City's payroll records.
The Payroll Division interacts with Finance, Budget, 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 2006-2007 Objectives
• Continue staff education in the legal and payroll aspects of garnishments and child support orders
• Continue stabilization of the financial payroll system
• Continue to provide good customer service to internal and external customers
• Continue to develop and assist in implementing a disaster recovery plan for the Payroll Division
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Regular checks issued 33,000 33,500 33,500
Manual checks issued 160 170 180
Approved Adjustments in 2006-2007 Budget
142
CITY OF EVANSTON
PAYROLL
1915
2005 -2006 2006 2007-
Appropriation Approved
1915 PAYROLL
61010 REGULAR PAY 189,700 199,500
61110 OVERTIME PAY 2,500 2,500
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 500 500
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 400 300
65010 BOOKS, PUBLICATIONS, MAPS 500 600
65095 OFFICE SUPPLIES 800 800
1915 PAYROLL 217,900 233,100
143
City of Evanston
Finance Department
1920 – Accounting Division
Description of Major Activities
Accounting Division staff records transactions to present the financial position of the City's funds in accordance with
Generally Accepted Accounting Principles (GAAP) promulgated by the Governmental Accounting Standards Board
(GASB). 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 2006-2007 Objectives
• Expand knowledge of financial system upgrade and crystal reports associated with software by June 2006
• Implement system of automated bank statements into City's investments software program by August 2006
• Implement new investment policy for the City by April 2006
• Utilize DisclosureUSA.org for required filings with repositories by August 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Preparation of final fund trial balance for
annual independent audit 07/30/04 07/30/05
07/30/06
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984 09/15/04 09/15/05
09/15/06
Preparation of Police and Fire Pension fund filings with
Illinois Department of Insurance 08/31/04 08/29/05
08/29/06
File for Certificate of Achievement for Excellence in
financial reporting with Government Finance Officers
Association 08/31/04 08/31/05
08/31/06
Approved Adjustments in 2006-2007 Budget
144
CITY OF EVANSTON
ACCOUNTING
1920
2005 -2006 2006 2007-
Appropriation Approved
1920 ACCOUNTING
61010 REGULAR PAY 326,400 316,800
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 37,500 46,500
61615 LIFE INSURANCE 600 500
62110 AUDITING 62,000 63,000
62205 ADVERTISING 2,000 2,000
62275 POSTAGE CHARGEBACKS 600 700
62280 OVERNIGHT MAIL CHARGES 200 300
62295 TRAINING & TRAVEL 700 700
62360 MEMBERSHIP DUES 1,200 1,200
62380 COPY MACHINE CHARGES 2,400 2,400
65010 BOOKS, PUBLICATIONS, MAPS 500 400
65095 OFFICE SUPPLIES 2,500 2,300
1920 ACCOUNTING 438,600 438,800
145
City of Evanston
Finance Department
1925 – Purchasing Division
Description of Major Activities
The Purchasing and Accounts Payable program element places purchase orders and contracts to obtain the
equipment, materials, and services required by the City. The purchasing element also administers the accounts
payable function by reviewing and processing all bills and accounts payable checks for payment. The Purchasing
Director manages the contract solicitation process, works with other governmental jurisdictions for joint purchasing,
and assures conformance with all legal bidding requirements. The director also promotes and supervises the
Minority/Women/Evanston Business Enterprise program. Research is conducted on new technology, products and
methods, and departments are assisted with pre-purchase commodity and vendor information.
The primary goal of the City of Evanston's Minority/Women/Evanston business unit is to ensure that firms in Evanston
and those owned by minorities and women are afforded the maximum opportunity to participate in the City's
procurement process and development projects. This goal is achieved in a variety of ways, including but not limited
to:
• Consistently notifying firms of bidding opportunities
• Educating program participants about the bidding process
• Monitoring the utilization of progress participants on City contracts
A secondary, albeit equally important, goal of the program is technical assistance. The needs of program participants
are identified through informal conversations and needs analysis surveys. Current technical assistance measures
include seminars and referrals, but plans are underway for a newsletter and individual counseling (not already
provided by the local Small Business Development Center).
FY 2006-2007 Objectives
• Compete implementation to EnterpriseOne 8.11 upgrade
• Incorporate change in bidding strucutre to accommodate the new CIP schedule and facilitate more off-season
bidding
• Continue to complete master file of all City contracts
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Purchase orders issued 1,575 2,025 2,025
Bid items purchased 250 250 250
Term agreements issued 35 35 35
Vouchers/invoices processed 17,000 18,950 18,950
M/W/BE solicited 1,200 1,325 1,325
Advisory Committee meetings 10 10 10
Project site visits 28 28 28
Pre-bid meetings 28 35 35
Approved Adjustments in 2006-2007 Budget
146
CITY OF EVANSTON
PURCHASING & ACCOUNTS PAYABLE
1925
2005 -2006 2006 2007-
Appropriation Approved
1925 PURCHASING & ACCOUNTS PAYABLE
61010 REGULAR PAY 257,100 299,400
61050 PERMANENT PART-TIME 15,000 21,000
61510 HEALTH INSURANCE 34,400 46,500
61615 LIFE INSURANCE 600 600
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 & ACCOUNTS PAYABLE 283,800 344,200
147
City of Evanston
Facilities Management
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
FM General Support
Full-time Regular Dir, Facilities Management (Split with 2025) 0.67
Full-time Regular Assistant Director of Fac Mgmt 1.00
Full-time Regular Exec Secretary (to Dept. Head) (Split with 2025) 0.67
2005 Total 2.34
Construction & Repair
Full-time Regular ADA/CIP Project Manager 1.00
Full-time Regular Construction Manager 1.00
Full-time Regular Facilities Mgmt Supervisor 1.00
Full-time Regular Facilities Maint. Worker II (2 @ 1 FTE) 2.00
Full-time Regular Facilities Maint. Worker III (11 @ 1 FTE) 11.00
2010 Total 16.00
Custodial Maintenance
Full-time Regular Fac Maint Worker/Custodian I (2 @ 1 FTE) 2.00
Part-time Regular Security Monitor 0.10
2020 Total 2.10
Emergency Management
Full-time Regular Dir, Facilities Management (Split with 2005) 0.33
Full-time Regular Exec Secretary (to Dept. Head) (Split with 2005) 0.33
2025 Total 0.66
Facilities Management Total 21.10
Facilities Management
Three Year Fiscal History
$2,438,900 $2,519,300$2,417,697
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
2.94%
148
City of Evanston
Facilities Management Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2005 – FM General Support 292,280 253,200 291,034 259,100
2010 – Construction and Repair 1,337,489 1,367,600 1,408,319 1,484,600
2015 – Mail and Information Services 129,488 100,000 39,721 0
2020 – Custodial Maintenance 297,439 295,400 291,874 337,400
2025 – Emergency Management 45,801 81,900 39,252 97,900
2030 – Cable Communications 315,199 340,800 340,631 340,300
Total Expenditures: $ 2,417,696 $ 2,438,900 $ 2,410,831 $ 2,519,300
Revenues:
55265 – Illinois Emergency Mgmt. Agency 19,091 20,000 17,330 20,000
56010 – Property Sales and Rental 53,605 102,900 68,950 102,900
52180 – Cable Franchise Fee 603,122 660,000 657,546 660,000
Total Revenues: $ 675,818 $ 782,900 $ 743,826 $ 782,900
Notes for Financial Summary
• Costs for building materials continue to rise at a rate higher than normal inflation would indicate.
• Additional funds were needed to cover the cost of the increased activity in the Emergency Management business
unit.
• Funding for contracted painting as well as materials that will no longer be covered in the CIP is included.
• The Mail and Information Services function and associated budget has been moved to the Collectors Office, a
division of the Finance Department.
Performance Report on FY 2005-2006 Major Program Objectives
Staff has begun the implementation of the BUILDER software, using the Levy and Fleetwood-Jourdain Centers as
initial test beds. Room scheduling software has been purchased, is in final Beta test and will be in use in April, 2006.
In coordination with our furniture vendor, a web page for selecting and purchasing approved items has been created
and is in use. An architect for Fire Station #5 has been selected and the schematic design phase is in progress.
Construction is to begin in the fall. Project supervision of the Sherman Plaza Garage continues with a planned
Temporary Certificate of Occupancy scheduled for April 28, 2006. The roofs at Fleetwood, Chandler, and Service
centers, delayed by winter weather, are near completion. Some shelving has been installed in the Civic Center attic
as optimization of the attic storage area continues. National Incident Management System (NIMS) components have
been added to the most recent state-approved Evanston Emergency Operations plan. Employee training
requirements in NIMS has been developed and training directives and deadlines have been issued. Two Community
Emergency Response Teams (CERT) have been trained, with two additional ones scheduled for training; one this
spring and another in the fall. A Medical Response Corps (MRC) initiative has been started. Staff continues to work
with the Civic Center Committee in finding resolution to the future of the Civic Center; which has been designated a
National Historic Landmark. An extraordinary amount of staff time was spent in responding to citizen input on the
condition of the Civic Center.
2006-2007 Department Initiatives
1. The use of the BUILDER software, as indicated in the Strategic Plan, will provide a much needed tool in the ability
to forecast building expenditures over time and permit focused use of funds to extend the life of the City’s facilities.
2. The NIMS training program has begun and training opportunities will be made available for all employees that
need to complete the coursework.
3. Work with the City Managers office on the implementation of the City’s Strategic Plan, specifically as it pertains to
facilities and emergency services.
4. Homeland Security and Emergency Management activities that will improve the City’s response to natural and
man-made crises will continue to be a priority.
149
City of Evanston
Facilities Management Department
2005 – Facilities Management General Support
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.
FY 2006-2007 Objectives
• To add 5 more buildings into the BUILDER software, providing better long range planning on City facilities, by
February 2007
• To ensure proper completion of the Sherman Plaza Garage, continue with coordination efforts until the
completion of final punch lists by June 2006
• To better understand the true costs of operating a facility and implement systems to track performance
measurements listed by ICMA by June 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Civic Center repair costs per sq. ft. N/A 1.29 1.30
Average number of sick days used per employee 9 6 7
Total workdays lost due to work related injury 2 25 1
Buildings in BUILDER software N/A 2 12
Annual gas usage in the Civic Center in therms/sq ft N/A 0.45 0.45
Approved Adjustments in 2006-2007 Budget
150
CITY OF EVANSTON
FACILITIES MNGMT GEN SUPT
2005
2005 -2006 2006 2007-
Appropriation Approved
2005 FACILITIES MNGMT GEN SUPT
61010 REGULAR PAY 203,800 198,200
61055 TEMPORARY EMPLOYEES 4,000 4,100
61510 HEALTH INSURANCE 17,700 21,800
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,200
61630 SHOE ALLOWANCE 300 300
62235 OFFICE EQUIPMENT MAINT 100 500
62275 POSTAGE CHARGEBACKS 300
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 8,400 9,200
62360 MEMBERSHIP DUES 700 1,200
62376 2603 SHERIDAN RENTALS EXPENSE 6,000 4,000
62380 COPY MACHINE CHARGES 1,000 1,000
62509 SERVICE AGREEMENTS / CONTRACTS 900
64540 TELECOMMUNICATIONS - WIRELESS 8,000 13,200
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 2,000 2,000
2005 FACILITIES MNGMT GEN SUPT 253,200 259,100
151
City of Evanston
Facilities Management Department
2010 – 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, the police station and outpost, 5 fire stations, fire headquarters, 9 park
shelters, 7 beach shelters, 7 recreation centers, Noyes 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, 3 parking facilities, 15 bus shelters, and many drinking fountains and
water supply outlets in the parks. The total footage exceeds 1,900,000 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 construction of barricades, movement of materials, and repairs to furniture.
FY 2006-2007 Objectives
• To provide for necessary power for the Data Center and critical fleet operations, oversee the installation of an
emergency generator at the Service Center by January 2007
• To manage and coordinate construction, oversee the renovation of Greenwood, Clark, and Lee Street Beach
buildings by June 2006
• Provide design, construction services and enlist the work of outside sub-contractor for ADA-related renovations
at Bent Park by December 2006
• To manage and coordinate construction, oversee roof, siding, and fascia installation at Baker Park by December
2006
• To improve the operation of the Animal Shelter, provide assistance to the Police and CARE organizations for a
new building addition and oversee replacement of all doors by April 2006
• To create a functional, attractive and environmentally sound Fire Station, oversee the process of pre-design,
design and contract documents and bidding, and start construction of Fire Station #5 by September 2006
• To manage and coordinate construction, continue to oversee the design-build project of replacement and/or
installation of HVAC and sprinkler system at Service Center by May 2006
• Enabling the improvement of operations by coordinating and overseeing renovation of the 2nd floor of the Police
Station by January 2007
• To create a better customer response environment, achieve a 10% reduction in the number of open work orders
by August 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Manhours related to work orders 16,000 16,000 18,000
Work orders completed 2,300 2,400 2,600
Total construction budget oversight $1,000,000 $47,000,000 $15,000,000
Safety/training meetings 24 0 0
Approved Adjustments in 2006-2007 Budget
152
CITY OF EVANSTON
CONSTRUCTION AND REPAIR
2010
2005 -2006 2006 2007-
Appropriation Approved
2010 CONSTRUCTION AND REPAIR
61010 REGULAR PAY 932,100 1,020,900
61062 SPECIAL EVENT SALARIES 15,000 15,600
61110 OVERTIME PAY 15,000 15,000
61510 HEALTH INSURANCE 121,900 148,800
61615 LIFE INSURANCE 1,300 1,600
61630 SHOE ALLOWANCE 2,200 2,200
62135 ARCHITECTURAL SERVICES 1,000 1,000
62225 BLDG MAINTENANCE SERVICES 90,000 78,800
62245 OTHER EQMT MAINTENANCE 5,000 10,000
62295 TRAINING & TRAVEL 1,500 1,500
62305 RENTAL OF AUTO-FLEET SER 80,900 88,300
62355 LAUNDRY/OTHER CLEANING 500 500
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 400 400
62509 SERVICE AGREEMENTS / CONTRACTS 37,900 34,100
65015 CHEMICALS 3,000 3,000
65020 CLOTHING 400 400
65050 BLDG MAINTENANCE MATERIAL 40,000 43,000
65055 MATER. TO MAINT. IMP.4,000 4,000
65070 OFFICE/OTHER EQT MTN MATL 8,000 8,000
65085 MINOR EQUIPMENT & TOOLS 4,000 4,000
65090 SAFETY EQUIPMENT 3,000 3,000
2010 CONSTRUCTION AND REPAIR 1,367,600 1,484,600
153
City of Evanston
Facilities Management Department
2020 – Custodial Maintenance
Description of Major Activities
Staff associated with this business unit receive and distribute 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 provides janitorial services during normal business hours,
monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Staff from this
business unit gathers and stages pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office
on an as needed basis.
FY 2006-2007 Objectives
• To provide for customer convenience in room scheduling, fully implement the new meeting-room manager
software EMS by May 2006
• In order to provide better use of limited space, organize the attic by installing an additional 30 feet of metal
shelving by March 2006
• Provide for customer comfort and a controlled temperature environment; install a new cooling tower at the Civic
Center for the 2006 cooling season
• To ensure customer satisfaction with the Civic Center cleaning service, implement a quarterly custodial survey to
measure the contractor’s performance as viewed by the residents of the Civic Center by April 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Cooling system preparation May 15, 2004 May 15, 2005 May 15, 2006
Heating system preparation September 1, 2004 October 25, 2005 October 1, 2006
Deliveries received 2,000 2,500 2,500
Room set-ups 1,750 1,850 1,900
Pounds of office paper recycled 80,000 80,350 80,500
Approved Adjustments in 2006-2007 Budget
154
CITY OF EVANSTON
CUSTODIAL MAINTENANCE
2020
2005 -2006 2006 2007-
Appropriation Approved
2020 CUSTODIAL MAINTENANCE
61010 REGULAR PAY 92,700 96,900
61050 PERMANENT PART-TIME 5,000 5,500
61110 OVERTIME PAY 5,000 5,000
61410 SHIFT DIFFERENTIAL 800 800
61510 HEALTH INSURANCE 15,200 18,600
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 300 300
62225 BLDG MAINTENANCE SERVICES 70,000 75,200
62245 OTHER EQMT MAINTENANCE 15,000 15,000
62295 TRAINING & TRAVEL 200 200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62785 FIRE SAFETY EDUCATION 500 500
64005 ELECTRICITY 13,000 15,600
64015 NATURAL GAS 45,000 71,100
65015 CHEMICALS 5,000 5,000
65040 JANITORIAL SUPPLIES 9,000 9,000
65050 BLDG MAINTENANCE MATERIAL 14,000 14,000
65085 MINOR EQUIPMENT & TOOLS 1,800 1,800
65090 SAFETY EQUIPMENT 1,800 1,800
2020 CUSTODIAL MAINTENANCE 295,400 337,400
155
City of Evanston
Facilities Management Department
2025 – Emergency Management
Description of Major Activities
The Evanston Emergency Management Agency is a state-accredited organization responsible for the coordination of
all City departments to respond to emergency situations created by natural or man-made disasters, hazardous
material incidents, nuclear accidents, or terrorist acts. Training of employees in the National Incident Management
System (NIMS) as required by Federal mandate is coordinated and tracked by this business unit. An emergency
operations plan is maintained and regularly updated and approved by the State, to provide guidance and instruction
in times of disaster. A current resource list is maintained so that materials needed during an emergency can be
identified and made readily available. Community Emergency Response Teams (CERTS) are trained and available
for activation in time of local emergency. The Director of Facilities Management is responsible for managing this
program, with an Evanston firefighter acting as the assistant coordinator.
FY 2006-2007 Objectives
• To better activate and manage assets during a crisis, conduct several tabletop exercises in order to increase
departmental and City awareness of Homeland Security issues and the Emergency Operations plan by
September 2006
• To create a realistic training environment, conduct a full-scale exercise to test the ability of the non-public safety
departments by October 2007
• Create a well staffed volunteer group; train 2 additional Community Emergency Response Teams by January
2007
• Expand our ability to respond to crises in the medical arena, begin a Medical Reserve Corps program and have
fully trained members by August 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Planning sessions 6 10 15
Submit objectives statement to State 4 4 4
Disaster exercises/incident responses 5 6 5
Federal funding submission August 2004 August 2005 August 2006
Quarterly reports to the State 4 4 4
Approved Adjustments in 2006-2007 Budget
156
CITY OF EVANSTON
EMERG. SER., & DISASTER AGENCY
2025
2005 -2006 2006 2007-
Appropriation Approved
2025 EMERG. SER., & DISASTER AGENCY
61010 REGULAR PAY 63,100 58,100
61065 SPECIAL PROJECT EMPLOYEES 10,000 26,900
61510 HEALTH INSURANCE 5,000 6,100
61615 LIFE INSURANCE 100 100
62245 OTHER EQMT MAINTENANCE 500 500
62295 TRAINING & TRAVEL 300 300
62360 MEMBERSHIP DUES 200 300
62375 RENTALS 200 200
64005 ELECTRICITY 200 200
64540 TELECOMMUNICATIONS - WIRELESS 2,900
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65085 MINOR EQUIPMENT & TOOLS 400 400
65095 OFFICE SUPPLIES 400 400
65125 OTHER COMMODITIES 100 100
65620 OFFICE MACH. & EQUIP.1,000 1,000
2025 EMERG. SER., & DISASTER AGENCY 81,900 97,900
157
City of Evanston
Facilities Management Department
2030 – Cable Communications
Description of Major Activities
Staff 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 2006-2007 Objectives
• To provide for on-line access, investigate and install, if funding is available, equipment to broadcast live, real-
time video of City Council meetings on the Internet by September 2006
• To allow Evanston residents to have the latest in video, data and telephone services, track any new products that
may become available and provide an environment of equitable service throughout the community
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Consumer cable complaints monitored per month 30 30 25
Cablecast meetings broadcast per year 45 45 45
Videotape copies of public meetings 10 15 10
Approved Adjustments in 2006-2007 Budget
158
CITY OF EVANSTON
CABLE OPERATIONS
2030
2005 -2006 2006 2007-
Appropriation Approved
2030 CABLE OPERATIONS
62245 OTHER EQMT MAINTENANCE 600 600
62360 MEMBERSHIP DUES 700 400
62665 CONTRIB TO OTHER AGENCIES 338,000 338,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65070 OFFICE/OTHER EQT MTN MATL 200
65095 OFFICE SUPPLIES 200 200
65105 PHOTO/DRAFTING SUPPLIE 500 500
2030 CABLE OPERATIONS 340,800 340,300
159
City of Evanston
Community Development
Three Year Fiscal History
$2,853,700
$2,957,000
$2,927,543
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
3.45%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
CD Administration
Full-time Regular Director, Comm Development 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00
2101 Total 2.00
Planning & Support Services
Full-time Regular Assistant Director, Planning 1.00
Full-time Regular Senior Planner 1.00
Full-time Regular Planner 1.00
Full-time Regular Housing Planner 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
2105 Total 5.00
Zoning Analysis & Support
Full-time Regular Assistant Director, Zoning 1.00
Full-time Regular Secretary II 1.00
Full-time Regular Zoning Officer (2 @ 1 FTE) 2.00
Full-time Regular Zoning Planner 1.00
2110 Total 5.00
Housing Code Compliance
Full-time Regular Property Maint Supv Inspector 1.00
Full-time Regular Property Maint Inspector I (5 @ 1 FTE) 5.00
Full-time Regular Clerk II 1.00
Full-time Regular Secretary II 1.00
2115 Total 8.00
Housing Rehabilitation
Full-time Regular Asst Director, Rehabilitation 1.00
Full-time Regular Construc Rehabilitation Spec 1.00
Full-time Regular Secretary II 1.00
2120 Total 3.00
Community Development
160
City of Evanston
Community Development
Employee Status
Description Job Type Description
2006-2007
Position FTE
Building Code Compliance
Full-time Regular Assistant Director, Building 1.00
Full-time Regular Assistant Permit Coordinator 1.00
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 (2 @ 1 FTE) 2.00
Full-time Regular Plumbing Inspector 1.00
Full-time Regular Plumbing/Mechanical Inspector 1.00
Full-time Regular Sign Inspector/Graffiti Tech 1.00
Full-time Regular Struct Inspec/Plan Examiner 1.00
Full-time Regular Structural Inspector 1.00
2125 Total 13.00
Community Development Total 36.00
161
City of Evanston
Community Development Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2101 – CD Administration 237,720 202,700 238,939 216,600
2105 – Planning & Support Srvc. 389,503 408,300 382,120 419,500
2110 – Zoning Analysis & Support 413,771 391,400 431,810 395,200
2115 – Housing Code Compliance 532,572 556,700 533,790 561,900
2120 – Housing Rehabilitation 239,505 229,300 218,405 244,300
2125 – Building Code Compliance 1,114,474 1,065,300 1,097,549 1,119,500
Total Expenditures: $ 2,927,545 $ 2,853,700 $ 2,902,613 $ 2,957,000
Revenues:
52080 – Building Permits 1,908,112 3,100,000 3,973,861 3,065,000
52120 – Heating Vent. A/C Permits 246,072 180,000 330,420 180,000
53665 – Condo Conversion App. Fees 95,250 70,000 80,101 70,000
52030 – Contractor Licenses 75,400 90,000 85,690 80,000
52125 – Commercial Driveway Permits 120 700 22,161 700
52095 – Electrical Permits 166,985 175,000 210,450 175,000
52115 – Elevator Permits 18,990 55,000 48,270 40,000
52110 – Other/Miscellaneous Permits 360,953 250,000 347,380 300,000
52560 – Permit Penalty Fees 23,980 5,000 69,573 25,000
52155 – Plat Approval Fees 0 1,000 0 1,000
52090 – Plumbing Permits 138,025 160,000 204,177 160,000
52035 – Rooming House Licenses 157,956 194,700 169,048 160,000
52105 – Sign Awning Permits 12,449 10,000 9,306 10,000
52145 – Annual Sign Fees 31,534 35,000 36,765 32,000
53695 – Zoning Fees 56,791 40,000 59,352 40,000
Total Revenues: $ 3,292,617 $ 4,366,400 $ 5,646,554 $ 4,338,700
Notes for Financial Summary
The Building Permit Fee Revenue was revised during the budget process to reflect an increase in the fee for projects
totaling over one million dollars.
Performance Report on FY 2005-2006 Major Program Objectives
The director has worked closely with the Law Department and with the ZBA and Plan Commission to implement the
Klaeren rules for public hearings. The feasiblity study for the West Evanston TIF has been completed, and the public
hearing before the City Council has been held. The Council is currently considering the Tax Increment
Redevelopment Plan & Project for the West Evanston TIF and the West Evanston Neighbohood Plan. The Five Year
Consolidated Plan was drafted and approved by the City Council. Downtown Visioning is complete, and the Plan
Commission has committed to revising the Downtown Plan. The redevelopment of Main Street commons is
complete, with the exception of two outlet parcels.
Planned developments approved by the City Council were the condominium development at 1228 Emerson, the
redevelopment of commercial space at 1603 Orrington, and the redevelopment of the Three Crowns Retirement
Campus. Property Standard's inspection staff continued the program of downtown alley inspections and expanded
the program from summer to year round. The staff also began weekly inspections of all Type II restaurants to insure
compliance with their City Council approved litter plans.
The Housing Rehabilitation guidelines were amended by increasing the amount of funding for single-family loans
from $30,000 to $50,000 as well as the funding for rental units from $7,500 to $20,000. The City Council adopted the
162
City of Evanston
Community Development Department
2003 International Building Code, 2003 International Residential Code, and other related trade codes. Inspections
staff and plan reviewers have been trained in the new codes, which have been implemented. All permits were issued
for the Sherman Plaza development, and inspections are ongoing. The 900 Chicago Avenue mixed-use
development, containing 77 units, will be seeking occupancy permits by the end of September.
2006-2007 Department Initiatives
1. To implement changes to the development process as recommended by the development consultant and
approved by the City Council and City Manager
2. A planning consultant will be retained to propose amendments to the Zoning Ordinance and zoning map
3. To work with a new zoning administrator, orienting him/her to the Evanston zoning environment, will be at the top
of the director's priority list
4. We anticipate the Plan Commission will complete revisions to the existing Downtown Plan
5. Staff will work with the City Manager and Council on implementing the goals and objectives of the West
Evanston TIF by initiating three development projects, including residential development, mixed-use
development, and industrial expansion or relocation
6. To complete the Central Street Corridor study by June, 2006; staff will begin implementation of the design
guidlelines currently being drafted
7. Property Standard's inspectors will continue enforcement of the newly adopted 2003 International Property
Maintenance Code
8. Existing programs of downtown alley inspections and litter control enforcement issues at Type II restaurants will
continue to be a priority
9. Building inspection staff will continue the task of insuring all new construction, meeting the newly adopted 2003
International Codes; a new requirement in the code is for all existing buildings converted into condominiums
must have an automatic sprinkler system
10. In Housing Rehabilitation, the maximun loan amounts on single-family homes are expected to be increased from
$30,000 to $50,000; we will be able to help homeowners seeking assistance to greatly increase the amount of
rehabilitation and value to their homes
163
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 2006-2007 Objectives
• The director will work closely with the development consultant, the City Manager, and affected department heads
and staff to implement proposed changes to the development process approved by the City Council and City
Manager
• The director and staff will assist and make recommendations to the zoning consultant on proposed amendments
to the Zoning Ordinance and zoning map
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Coordination & completion of Planning & Development
committee packets
28 25 25
Completion of the Planning & Development committee
minutes
28 25 25
Approved Adjustments in 2006-2007 Budget
164
CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2101
2005 -2006 2006 2007-
Appropriation Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 172,000 178,700
61110 OVERTIME PAY 3,500 6,000
61510 HEALTH INSURANCE 15,000 18,600
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 4,800 4,800
61630 SHOE ALLOWANCE 200 200
62210 PRINTING 500 500
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 1,400 3,000
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
2101 COMMUNITY DEVELOPMENT ADMIN 202,700 216,600
165
166
City of Evanston
Community Development Department
2105 – Planning Division
• Implement the Southeast Evanston Neighborhood Plan, including the goals and objectives of the Howard Street
TIF District
• Implement a new brownfields revitalization strategy focusing on distressed properties in need of state and federal
resources for remediation. A special emphasis will be given to CDBG target areas, Tax Increment Financing
districts, and property that has been vacant or under-utilized for more than two years
• Evaluate the success of the first two years of the electric franchise extension with ComEd and develop criteria for
a possible longer-term franchise when the current extension expires in July 2007
• Complete the Central Street Corridor Planning Study by June 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Economic Development Committee 11 11 14
Plan Commission & committees 18 18 16
Negotiating Team/Energy Commission 15 11 12
Housing Commission & committees 12 12 12
Preservation Commission 15 14 16
Joint Review Board 4 5 5
Approved Adjustments in 2006-2007 Budget
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 2006-2007 Objectives
• Implement goals and objectives of West Evanston TIF measured by the initiation of a minimum of three
development projects, which will include residential development, mixed-use development, and industrial
expansion or relocation
• To invest federal HOME resources to generate a minimum of 30 new or rehabilitated affordable units
• Implement housing goals of the West Evanston Plan with a special emphasis on rehabilitation of existing
detached single-family housing, new housing construction and initiatives designed to help existing owners
remain in their homes
• The completion of revisions to the Downtown Plan with the Plan Commission
• An evaluation of the implementation of the Preservation Ordinance during its first ten years, including the
development and implementation of recommendations
• Implementation of the Chicago Avenue Streetscape plan, including securing funding for 50% completion
• Implement design review guidelines, including green building guidelines
• Evaluate the effectiveness of the condominium conversion regulatory process with recommendations
• Unify the planned development review process by the Plan Commission and the Preservation Commission
through combined hearings and deliberations
168
CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2005 -2006 2006 2007-
Appropriation Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 333,500 322,800
61110 OVERTIME PAY 6,500 14,000
61510 HEALTH INSURANCE 37,500 46,500
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 400 400
61630 SHOE ALLOWANCE 300 500
62136 REDEVELOPMENT CONSULTING SVCS 11,000 6,000
62185 OTHER CONSULTING SERVICES 2,500 10,000
62205 ADVERTISING 200 800
62210 PRINTING 2,500 2,000
62215 PHOTOGRAPHERS/BLUEPRINTS 300 500
62275 POSTAGE CHARGEBACKS 1,500 1,500
62280 OVERNIGHT MAIL CHARGES 100 100
62285 COURIER CHARGES 2,000 4,000
62295 TRAINING & TRAVEL 700 1,500
62315 POSTAGE 300
62360 MEMBERSHIP DUES 900 900
62380 COPY MACHINE CHARGES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 600 500
2105 PLANNING & SUPPORT SRVS 408,300 419,500
169
City of Evanston
Community Development Department
2110 – Zoning Analysis & Support Service
Description of Major Activities
The Zoning Division is responsible for enforcement of the Zoning Ordinance. The division continuously monitors the
requirements of the ordinance to keep current with changes in development, maintain conformance with the City's
land-use regulations, and keep pace with the City's ongoing planning efforts. The services provided by this division
are:
• Review building permit applications and other development permit applications for conformance with the
Zoning Ordinance
• Process and make determinations on applications for minor and fence variances
• Process and schedule hearing requests for appeals, major variances and special uses before the Zoning
Board of Appeals
• Process and schedule hearing requests for planned developments, unique uses, and map and text
amendments before the Plan Commission
• Process and schedule development permit review by the Site Plan and Appearance Review Committee
• Route zoning-related legislation through the City Council
• Staff the Plan Commission for zoning-related matters, the Zoning Board of Appeals, and Zoning Committee
of the Plan Commission
• Respond to zoning-related inquiries from staff, elected officials, the business community and the general
public
• Enforce the Zoning Ordinance through notice and citation of violations
• Disseminate zoning information, including general public notification of hearings
• Solicit community input in the progressive modification of the Zoning Ordinance
FY 2006-2007 Objectives
• To work closely with the director to implement any changes to the development process recommended by the
development consultant and approved by the City Manager and City Council by February 2007
• Staff will assist and make recommendations to the zoning consultant, who will be conducting a comprehensive
study of the Zoning Ordinance and zoning map, for the purpose of recommending amendments to the Zoning
Ordinance
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Zoning analyses 1,642 1,800 1,900
Zoning complaints 11 15 20
Site Plan & Appearance Review cases 282 300 300
Zoning Board of Appeals cases 58 65 60
Zoning Administrator Decision cases 102 120 110
Plan Commission cases 13 15 15
Sidewalk cafes approved 30 38 38
Plats for Council approval 10 5 5
Approved Adjustments in 2006-2007 Budget
170
CITY OF EVANSTON
ZONING ANALYSIS & SUPPORT
2110
2005 -2006 2006 2007-
Appropriation Approved
2110 ZONING ANALYSIS & SUPPORT
61010 REGULAR PAY 324,200 316,500
61110 OVERTIME PAY 4,000 4,000
61510 HEALTH INSURANCE 37,500 46,500
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500 500
62205 ADVERTISING 1,000 1,000
62210 PRINTING 100 200
62235 OFFICE EQUIPMENT MAINT 100 100
62271 COURT REPORTING SERVICES 6,000 8,000
62275 POSTAGE CHARGEBACKS 4,600 4,600
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 4,700 5,100
62335 DATA PROCESSING SERVIC 500
62360 MEMBERSHIP DUES 200 200
62380 COPY MACHINE CHARGES 4,500 4,500
62645 MICROFILMING 500 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 1,500 1,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
2110 ZONING ANALYSIS & SUPPORT 391,400 395,200
171
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Description of Major Activities
This element provides for the ongoing, systematic area inspections of non-owner-occupied rental dwellings and
annual inspections of rooming houses. The Property Standards division adopted the International Code Council
(ICC) of the International Property Maintenance Code (2003 edition) in May of 2005. With the adoption of the
International Property Maintenance Code, multiple amendments were made, which included the incorporation of
Burglary Prevention ordinance requirements, into the newly adopted code. 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, 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
an inspection of the building, inspectors produce a written list of code violations that the building owner must
complete. The inspector monitors the progress of correcting the code violations until all are brought into compliance.
When voluntary compliance fails to produce correction of the violation(s), the inspector initiates legal action through
the City of Evanston administrative hearing process or Cook County Circuit Court.
Property Standards responds to citizen complaints regarding the condition of any building, structure, or premises,
which includes building violations as well as violations for debris, weeds, garbage, graffiti; abandoned vehicles; over
occupancy; lack of heat, electricity, gas or water; and ice/snow removal. Any violations not brought into compliance
voluntarily are processed through the Evanston administrative hearing process or the circuit court as needed. As part
of the inspection process, staff refers property owners and tenants to the appropriate department or agency for any
needed assistance, e.g. Housing Rehabilitation, Emergency Assistance, Neighbors-At-Work, Commission on Aging,
Health Department, and Human Relations.
Property Standards enforces the Vacant Building Ordinance--an ordinance adopted to regulate the building
conditions as well as the amount of time a building may remain vacant or boarded-up--the Dangerous Building
Ordinance, and provisions of the Zoning Ordinance and the City Code. The division also conducts ongoing
inspections of downtown alleys to gain compliance regarding the storage of garbage and refuse.
FY 2006-2007 Objectives
• Progress toward International Code Council (ICC) certification for inspection staff through training and education
by February 2007
• Establish operating procedures regarding interdepartmental inspections involving Property Standards by
February 2007
• Continue with the ongoing downtown alley/dumpster inspections until February 2007
• Continue with the ongoing Type 2 restaurant inspections and expand inspections to food establishments until
February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Dwelling units inspected 3,397 3,000 3,000
Occupants affected by rooming house inspections 7,102 7,277 6,960
Complaints investigated 1,590 1,200 1,200
Dwelling units demolished 4 2 2
Re-inspections for compliance 6,214 4,000 4,000
Violations corrected 4,412 6,000 6,000
Vacant building determinations 15 25
Training/safety/staff meetings 24 24
Graffiti tags removed by graffiti technician 2500 2,500
Approved Adjustments in 2006-2007 Budget
172
CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2005 -2006 2006 2007-
Appropriation Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 417,200 406,600
61055 TEMPORARY EMPLOYEES 1,500 1,600
61110 OVERTIME PAY 9,800 9,900
61510 HEALTH INSURANCE 61,300 74,400
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 800 800
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 2,700
62295 TRAINING & TRAVEL 800 900
62305 RENTAL OF AUTO-FLEET SER 27,100 29,600
62345 COURT COST/LITIGATION 5,000 4,000
62360 MEMBERSHIP DUES 300
62365 RECEPTION/ENTERTAINMEN 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 600 1,500
65055 MATER. TO MAINT. IMP.1,500 1,500
65070 OFFICE/OTHER EQT MTN MATL 200
65085 MINOR EQUIPMENT & TOOLS 800 1,000
65095 OFFICE SUPPLIES 1,400 1,400
65105 PHOTO/DRAFTING SUPPLIE 300 300
2115 HOUSING CODE COMPLIANCE 556,700 561,900
173
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
• 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
• 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 2006-2007 Objectives
• To fund the purchase of seven homes through the Evanston Housing Corporation by February 2007
• To continue use of Cook County Lead Grant funds in Housing Rehab projects until February 2007
• Progress toward International Code Council (ICC) certification for inspectors through training and education by
February 2007
• Provide lead-based paint training refresher course for inspectors by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Single-family rehab units completed 13 12 12
Multi-family rehab units completed 3 12 12
Dangerous/damaged trees removed 2 3 3
Garage demolitions 1 4 4
Self-help Exterior Paint program cases 12 20 20
Condominium rehab units completed 4 4
Staff training sessions 24 24
Approved Adjustments in 2006-2007 Budget
174
CITY OF EVANSTON
HOUSING REHABILITATION
2120
2005 -2006 2006 2007-
Appropriation Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 190,000 199,200
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 200
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
61630 SHOE ALLOWANCE 300 300
62205 ADVERTISING 200 200
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 700 100
62275 POSTAGE CHARGEBACKS 900 700
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 5,700 6,200
62360 MEMBERSHIP DUES 600 400
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 400 500
65085 MINOR EQUIPMENT & TOOLS 600
65095 OFFICE SUPPLIES 600 600
65105 PHOTO/DRAFTING SUPPLIE 300 300
2120 HOUSING REHABILITATION 229,300 244,300
175
City of Evanston
Community Development Department
2125 – Building Code Compliance
Description of Major Activities
The Building Division seeks to protect the health, safety, welfare, and property values of City residents. Major
responsibilities are mandated by the adopted building codes. A comprehensive plan review, permit process,
inspection procedure, and issuing of occupancy certificates are carried out by the Building Division. This ensures
adherence to the codes in all residential, commercial, and industrial construction.
In an effort to achieve the goals of code conformance, the Building Division also issues tests for general and
mechanical contractors, and requires licensing with the City of Evanston. The Building Division monitors the Elevator
Inspection Program, issuing elevator certificates annually to all qualifying elevators. Additionally, Building Division
personnel manages the Annual Sign License fee program.
FY 2006-2007 Objectives
• To develop a strategy for purchasing and implementing new permit tracking software for compatibility with Oracle
database ugrades
• To train inspectors and plan reviewers in the 2003 International Energy Code, adopted by the State of Illinois for
all commercial projects, whenever it becomes effective
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Building permits issued within 10 days 60% 60% 60%
Percent of requested building inspections completed
within 24 hours
60% 60% 60%
Percent of business license inspections completed
within 5 working days
80% 90% 90%
Average inspections per inspector, per day 8 7 7
Approved Adjustments in 2006-2007 Budget
176
CITY OF EVANSTON
BUILDING CODE COMPLIANCE
2125
2005 -2006 2006 2007-
Appropriation Approved
2125 BUILDING CODE COMPLIANCE
61010 REGULAR PAY 771,900 796,700
61110 OVERTIME PAY 5,000 5,000
61510 HEALTH INSURANCE 97,400 120,900
61615 LIFE INSURANCE 1,200 1,200
61625 AUTO ALLOWANCE 2,000 2,000
61630 SHOE ALLOWANCE 1,300 1,300
62145 ENGINEERING SERVICES 50,000 50,000
62150 CONSTRUCTION ENGINEERING SERVI 10,000 10,000
62210 PRINTING 1,000 1,200
62235 OFFICE EQUIPMENT MAINT 300 300
62275 POSTAGE CHARGEBACKS 1,600 1,600
62295 TRAINING & TRAVEL 1,400 1,400
62305 RENTAL OF AUTO-FLEET SER 44,800 48,900
62360 MEMBERSHIP DUES 700 500
62380 COPY MACHINE CHARGES 2,400 4,800
62425 ELEVATOR CONTRACT COSTS 50,000 50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000 10,000
62645 MICROFILMING 6,000 6,000
64540 TELECOMMUNICATIONS - WIRELESS 4,800 4,200
65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,200
65085 MINOR EQUIPMENT & TOOLS 200 200
65095 OFFICE SUPPLIES 2,000 2,000
65105 PHOTO/DRAFTING SUPPLIE 100 100
2125 BUILDING CODE COMPLIANCE 1,065,300 1,119,500
177
City of Evanston
Police Department
Three Year Fiscal History
$18,095,400 $18,466,000$18,076,386
$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
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
21.53%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Police Administration
Full-time Regular Chief of Police 1.00
Full-time Regular Police Commander 1.00
Full-time Regular Police System Administrator 1.00
Full-time Regular Administrative Secretary 1.00
Full-time Regular Fac Maint Worker/Custodian I 1.00
2205 Total 5.00
Patrol Operations
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander (4 @ 1 FTE )* 4.00
Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00
Full-time Regular Police Officer ( 78 @ 1 FTE )* 78.00
2210 Total 94.00
Criminal Investigation
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander 1.00
Full-time Regular Police Sergeant ( 2 @ 1 FTE ) 2.00
Full-time Regular Police Officer ( 14 @ 1 FTE ) 14.00
2215 Total 18.00
Victim/Witness Youth Outreach
Full-time Regular Dir, Police Soc Svcs Bureau 1.00
Full-time Regular Victim Advocate ( Grang Funded ) 1.00
Full-time Regular Victim Advocate (2 @ 1 FTE ) 2.00
Full-time Regular Youth Advocate ( Grant Funded ) 1.00
Full-time Regular Youth Advocate ( 2 @ 1 FTE ) 2.00
2225 Total 7.00
Juvenile Bureau
Full-time Regular Police Sergeant 1.00
Full-time Regular Police Officer ( 9 @ 1 FTE ) 9.00
2230 Total 10.00
Police
178
City of Evanston
Police Department
Employee Status
Description Job Type Description
2006-2007
Position FTE
School Liason
Full-time Regular Police Officer ( 4 @ 1 FTE ) 4.00
2235 Total 4.00
Police Records
Full-time Regular Dir, Police Records Bureau 1.00
Full-time Regular Court Liaison 1.00
Full-time Regular Property Officer 1.00
Full-time Regular Review Officer 1.00
Full-time Regular Records Input Operator ( 7 @ 1 FTE ) 7.00
Full-time Regular Clerk III 1.00
Part-time Regular Property Room Aide 0.50
2240 Total 12.50
Communications
Full-time Regular Telecommunicator ( 15 @ 1 FTE ) 15.00
2245 Total 15.00
Service Desk
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander* 0.00
Full-time Regular Police Officer 1.00
Full-time Regular Service Desk Coordinator* 1.00
Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00
2250 Total 14.00
Office of Professional Standards
Full-time Regular Police Commander 1.00
Full-time Regular Police Sergeant 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
2255 Total 3.00
Office of Administration
Full-time Regular Police Admin Assistant 1.00
Full-time Regular Administrative Specialist 1.00
Full-time Regular Police Sergeant 1.00
Full-time Regular Police Planner 1.00
2260 Total 4.00
Neighborhood Enforcement (N.E.T.)
Full-time Regular Deputy Chief* 1.00
Full-time Regular Police Commander 1.00
Full-time Regular Police Sergeant 1.00
Full-time Regular Police Officer ( 12 @ 1 FTE ) 12.00
2265 Total 15.00
Traffic Bureau
Full-time Regular Police Sergeant 1.00
Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00
Full-time Regular Towing Coordinator 1.00
2270 Total 8.00
179
City of Evanston
Police Department
Employee Status
Description Job Type Description
2006-2007
Position FTE
Community Strategic Bureau
Full-time Regular Crime Prevention Specialist 1.00
Part-time Regular Crime Analyst 0.75
Part-time Regular Senior Crime Prev Specialist ( Grant Funded ) 0.75
2275 Total 2.50
Animal Control
Full-time Regular Chief Animal Warden 1.00
Full-time Regular Animal Control Warden 1.00
Part-time Regular Animal Control Warden 0.50
2280 Total 2.50
Problem Solving Team
Full-time Regular Police Sergeant 1.00
Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00
2285 Total 7.00
Police Total 221.50
180
City of Evanston
Police Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2205 – Police Administration 468,449 1,165,500 567,193 649,600
2210 – Patrol Operations 8,178,066 7,613,600 8,516,415 8,063,100
2215 – Criminal Investigation 1,568,762 1,479,500 1,624,072 1,626,000
2225 – Vic/Wit Youth Outreach 383,607 395,900 385,244 527,800
2230 – Juvenile Bureau 924,518 840,900 937,968 883,000
2235 – School Liaison 277,261 329,300 259,278 346,500
2240 – Police Records 815,219 760,900 797,960 753,400
2245 – Communications 1,172,035 978,100 1,004,667 1,027,300
2250 – Service Desk 740,917 657,600 921,989 765,200
2255 – Office of Prof. Standards 284,154 259,300 307,182 284,400
2260 – Office of Administration 399,375 389,200 413,203 429,800
2265 – Neighborhood Enforcement 1,277,101 1,307,500 1,305,114 1,369,800
2270 – Traffic Bureau 837,239 824,800 859,426 816,700
2275 – Community Strategic Bur. 163,246 316,100 135,243 148,000
2280 – Animal Control 153,182 166,400 113,904 179,400
2285 – Problem Solving Team 561,433 610,800 570,026 596,000
Total Expenditures: $18,204,564 $ 18,095,400 $ 18,718,884 $ 18,466,000
Revenues:
52170 – Alarm Panel Franchise Fees 10,800 14,400 10,800 14,000
53715 – Alarm Panel Subscription Fees 33,895 100,000 205,889 100,000
52025 – Bicycle Fees 5 50 0 0
Cherry Family Foundation 2,000 2,000 2,000 2,000
52545 – False Alarm Fines (after 4 calls) 100,510 85,000 133,504 90,000
Highway Safety Project Grant 5,000 0 0 0
55161 – ICJIA (Community Service) 15,000 15,000 15,000 0
55162 – ICJIA (Victim Services) 60,000 60,000 60,000 60,000
Irving Stern Foundation 2,500 2,500 2,500 2,500
55285 – Law Enforcement Block Grant 90,325 44,400 44,400 56,000
Levy Foundation Grant 16,500 16,500 16,500 16,500
53685 – Police Report Fees 17,816 15,000 17,477 15,000
55270 – Police Training Grant 8,000 8,000 8,000 8,000
53720 – Skokie/Lincolnwood Animal Fees 320 1,000 430 1,000
55160 – Violent Crimes Victim’s Grant 25,000 24,700 15,000 24,700
Total Revenues: $ 387,371 $ 388,550 $ 531,500 $ 389,700
Notes for Financial Summary
The Police Department Budget contains two partial-year freezes to vacant positions in order to offset the funding for
the Juvenile Bureau where grant funding was reduced by $50,000. A Deputy Chief position and a Commander
position will each be frozen for six months in order to fund the Juvenile Bureau. Additionally, the final staffing change
necessary to civilianize the service desk was made midyear in FY2006. A civilian supervisor position was approved.
During budget deliberations – a new police officer position was approved for ½ year funding. This position is being
added in order to utilize a private donation that funds a new police canine.
Performance Report on FY 2005-2006 Major Program Objectives
FY 2005-2006 began with yet another period of declining crime rates. The crime index declined 5.5% for 2004 which
represents the lowest crime rates since the 1960s.
181
City of Evanston
Police Department
The Department received Re-Accreditation from the Commission on Accreditation for Law Enforcement Agencies
(CALEA). The Department received a Meritorious Award for being re-accredited for the 5th time, representing its
continued goal for excellence.
In addition, the Department contracted with an independent consultant for a review of its Use of Force and OPS
practices. The report concluded: “This assessment has revealed that Evanston is a progressive law enforcement
agency with good leadership and a very good understanding of use of force issues associated with law enforcement
agencies. The Evanston Police Department has in place a process for reviewing citizen complaints and officer
misconduct investigation that is surpassed by none.”
A major gang/drug operation conducted in conjunction with the Cook County Sheriff’s Police was completed. Called
“Operation Triple Play,” it targeted 21 individuals involved in three gangs in three business areas of Evanston. All
transactions were videotaped and involved the sale of “crack cocaine.” The sting was dubbed “Operation Triple Play”
because Evanston Police Department officers concluded three drug operations in the last sixteen months with three
different law enforcement agencies.
After one year of data collection, the Department released the results of the Traffic Stop Study mandated by State
law. The data showed that Evanston traffic stops reflect the driving population.
The Department developed and implemented several plans to address particular issues. The Summer Plan provided
additional resources for the peak warm weather months. Both a fall and spring initiative was implemented to address
issues related to off-campus students. Special plans were also developed for the 4th of July, Halloween, and 1st
Night.
Preparedness efforts continued. All supervisory personnel completed NIMS certification. First line of defense training
was conducted for city employees. The Department continued to work with Districts 65 and 202 on emergency
preparedness plans and grants. Our CERT members received In-Service training. A mock exercise was conducted
with the Health Department regarding drug distribution.
Leadership and organizational development continued in 2005-2006. Two consultants were used to facilitate these
issues. Ten staff members received leadership assessment and training. All supervisors participated in four training
sessions in order to take the Department to the “Next Level.”
Our automation plans continued. A new digital in-car camera system was installed in police vehicles. The Records
Bureau implemented a new management system called CRIMES. Records management packages were installed in
Traffic and OPS. The General Order Book was converted to disc for all employees. Our website continued to improve
with more information available to the public.
Various sting operations were conducted regarding tobacco and underage drinking. BASSET training was available
to liquor establishments. The Department worked with the Chamber and EvMark on the new Anti-Panhandler
initiative.
The Department continued to work on the sequential line-up study and came into compliance for the video taping of
confessions.
Finally, the Department continues to work toward increasing grant funds for policing efforts in the City.
2006-2007 Department Initiatives
1. Our partnership initiatives continued in FY 2005-2006 as evidenced by the CommUNITY Picnic, National Night
Out, Citizen Police Academy, Police Advisory Board, Evanston Citizens Police Association, and the
Chaplain/Clergy Team
182
183
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 2006-2007 Objectives
• To implement and evaluate a pilot review system for CRs involving citizens by February 2007
• To implement the 5th edition of the CALEA standards by February 2007
• To create a PEER support program by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
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 2006-2007 Budget
184
CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2005 -2006 2006 2007-
Appropriation Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 356,900 420,600
61062 SPECIAL EVENT SALARIES 300,000
61110 OVERTIME PAY 2,000 2,500
61415 TERMINATION PAYOUTS 300,000
61510 HEALTH INSURANCE 39,000 46,500
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 100 100
62210 PRINTING 10,000 12,000
62225 BLDG MAINTENANCE SERVICES 55,000 55,000
62245 OTHER EQMT MAINTENANCE 500 12,000
62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,600
62305 RENTAL OF AUTO-FLEET SER 16,900 18,500
62360 MEMBERSHIP DUES 8,000 14,500
62375 RENTALS 40,100 39,500
64005 ELECTRICITY 10,000 10,000
64015 NATURAL GAS 11,500 12,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65040 JANITORIAL SUPPLIES 4,000 4,000
65625 FURNITURES & FIXTURES 7,500
2205 POLICE ADMINISTRATION 1,165,500 649,600
185
City of Evanston
Police Department
2210 – Patrol Operations
Description of Major Activities
The division of Patrol Operations responds to calls for police service twenty-four hours a day, seven days a 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 2006-2007 Objectives
• To train a Field Operations member in NIMS by August 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Community/officer interface 160 175 180
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) 3,300 3,350 3,400
D.U.I. arrests 90 100 125
Ticket & citation production -parking 8,000 8,200 8,300
Approved Adjustments in 2006-2007 Budget
186
CITY OF EVANSTON
PATROL OPERATIONS
2210
2005 -2006 2006 2007-
Appropriation Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 5,930,000 6,112,500
61062 SPECIAL EVENT SALARIES 135,900
61110 OVERTIME PAY 226,100 72,500
61111 HIREBACK OT 102,000
61112 SPECIAL DETAIL OT 155,000
61510 HEALTH INSURANCE 898,000 874,200
61615 LIFE INSURANCE 8,500 8,500
61635 UNIFORM ALLOWANCE 50,400
62305 RENTAL OF AUTO-FLEET SER 427,000 466,100
62490 OTHER PROGRAM COSTS 24,000
65015 CHEMICALS 1,000 1,000
65020 CLOTHING 105,000 50,000
65105 PHOTO/DRAFTING SUPPLIE 6,500 5,500
65620 OFFICE MACH. & EQUIP.3,000 3,000
65625 FURNITURES & FIXTURES 8,500 2,500
2210 PATROL OPERATIONS 7,613,600 8,063,100
187
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 2006-2007 Objectives
• To re-evaluate the current solvability factor system, used in the assignment of cases for investigation, to a
system that is value weighted with a recommendation by February 2007
• To enhance the crime scene photographic evidence collection process by implementing digital photography into
the Evidence Technician Program by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Cases assigned to criminal 3,500 3,600 3,600
Percentage of assigned cases cleared 52 54 55
Percentage of assigned burglaries cleared 25 20 25
Task Force operations 2 4 5
Liquor inspections 40 60 70
Approved Adjustments in 2006-2007 Budget
188
CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2005 -2006 2006 2007-
Appropriation Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 1,173,600 1,301,500
61062 SPECIAL EVENT SALARIES 15,600
61110 OVERTIME PAY 60,400 7,000
61111 HIREBACK OT 4,000
61112 SPECIAL DETAIL OT 40,000
61510 HEALTH INSURANCE 169,000 167,400
61615 LIFE INSURANCE 1,900 1,900
61635 UNIFORM ALLOWANCE 9,800
62305 RENTAL OF AUTO-FLEET SER 55,100 60,100
62360 MEMBERSHIP DUES 5,000 5,000
62370 EXPENSE ALLOWANCE 2,500 2,500
65020 CLOTHING 10,500 700
65085 MINOR EQUIPMENT & TOOLS 1,500
65095 OFFICE SUPPLIES 4,500
65105 PHOTO/DRAFTING SUPPLIE 1,500 3,500
65625 FURNITURES & FIXTURES 1,000
2215 CRIMINAL INVESTIGATION 1,479,500 1,626,000
189
City of Evanston
Police Department
2225 – Social Services Bureau
Description of Major Activities
The Police Social Services Bureau is comprised of two distinct entities: Victim Services and Youth Outreach, both
working with community groups, schools, and individuals to assist the residents of Evanston in maintaining a high
quality of life.
The Victim Services bureau provides social services to crime victims and witnesses and primarily assists sexual
assault, child abuse and domestic violence victims, and other personal crime victims, including property crime victims
when needed. The bureau also assists those who come in contact with the police for "non-crime" related situations
yet are in need of service, such as crisis intervention, counseling, court advocacy, referrals, and emergency monetary
assistance.
The Youth Service bureau provides Evanston youth, ages 8-17, and their families a broad range of social services
including individual, family and group counseling, case management, outreach, information, and referral. 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.
FY 2006-2007 Objectives
• To educate clients of Victim Services on the use of the Automatic Victim Notification Program by February 2007
• To develop a family violence workshop schedule in Victim Services for city employees by February 2007
• To expand the summer girls group in Youth Services into a year-round program by December 2006
• To develop assessment tool and report format for court referred family violence assessments in Youth Services
by December 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Sexual crime victims assisted - adult 19 10 10
- juvenile 16 12 10
Domestic related cases - crime related 600 550 525
- non-crime related 250 250 260
Other crime related cases - personal 625 550 575
- property 150 175 175
Other non-crime related cases 540 500 475
At-risk youth refferals received 125 125 130
Approved Adjustments in 2006-2007 Budget
190
CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2005 -2006 2006 2007-
Appropriation Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 316,200 379,600
61110 OVERTIME PAY 16,000 10,000
61510 HEALTH INSURANCE 45,100 65,100
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 2,200 2,000
62305 RENTAL OF AUTO-FLEET SER 11,000 12,000
62360 MEMBERSHIP DUES 100 100
62370 EXPENSE ALLOWANCE 300 54,000
62375 RENTALS 4,500 4,500
2225 SOCIAL SERVICES BUREAU 395,900 527,800
191
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 2006-2007 Objectives
• To complete at least two (2) tobacco compliance checks of cigarette vendors by February 2007
• To conduct surprise liquor inspections checking for underage drinking at various establishments in the downtown
area by December 2006
• To establish a graffiti database and/or binder detailing all intelligence of offenders, locations, insignias, or
wording involved in reported and non-reported cases by December 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Total number of cases assigned 2,750 2,800 2,825
Percentage of assigned cases cleared 80 80 82
Child abuse investigations 115 185 175
Minors requiring authoritative intervention 520 600 600
Outreach referrals 170 165 150
Youth arrested for cuiminal offenses 750 760 750
Juvenile court referrals 240 230 225
Approved Adjustments in 2006-2007 Budget
192
CITY OF EVANSTON
JUVENILE BUREAU
2230
2005 -2006 2006 2007-
Appropriation Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 683,700 724,200
61062 SPECIAL EVENT SALARIES 7,900 13,000
61110 OVERTIME PAY 4,500 3,000
61111 HIREBACK OT 2,000
61112 SPECIAL DETAIL OT 2,000
61510 HEALTH INSURANCE 102,200 93,000
61615 LIFE INSURANCE 900 900
61635 UNIFORM ALLOWANCE 6,800
62305 RENTAL OF AUTO-FLEET SER 34,900 38,100
65020 CLOTHING 6,800
2230 JUVENILE BUREAU 840,900 883,000
193
City of Evanston
Police Department
2235 – School/Community Liaison Bureau
Description of Major Activities
Officers in the School/Community Liasion Bureau are responsible for:
• Student counseling sessions
• Attendance at after school events
• Issuance of trespass warnings at schools
• Resource for the neighborhood surrounding the school
• Investigating incidents occurring within the school, and
• Escorting students on extra curricular school events (field trips, dances, sporting activities)
FY 2006-2007 Objectives
• To evaluate Evanston Township High School (ETHS) mentoring program by Decmber 2006
• To meet with ETHS security officials regarding emergency preparedness procedures by February 2007
• To establish regular meetings with the Neighborhood Enforcement Team (NET) to coordinate gang intelligence
by January 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Semesters of instruction 2 2 2
Sixth grade successfully completing DARE 1,140 1,150 1,150
Counseling of students 155 165 175
Approved Adjustments in 2006-2007 Budget
194
CITY OF EVANSTON
SCHOOL LIAISON
2235
2005 -2006 2006 2007-
Appropriation Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 265,000 284,800
61510 HEALTH INSURANCE 41,500 37,200
61615 LIFE INSURANCE 400 400
61635 UNIFORM ALLOWANCE 3,000
62305 RENTAL OF AUTO-FLEET SER 18,400 20,100
65020 CLOTHING 3,000
65125 OTHER COMMODITIES 1,000 1,000
2235 SCHOOL LIAISON 329,300 346,500
195
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, other agencies and the public. It 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 2006-2007 Objectives
• To implement a network-based Police Report Distribution System within the Evanston city government by
February 2007
• To conduct four (4) roll-call training sessions with Patrol Operations and Investigative Services by December
2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Cases handled by property officer 2,600 2,500 2,550
Fingerprints processed by ID Technician 450 425 440
Liquor licenses issued 175 140 125
Report copies provided 3,000 3,000 3,000
Records computerized 51,000 51,000 51,000
Approved Adjustments in 2006-2007 Budget
196
CITY OF EVANSTON
POLICE RECORDS
2240
2005 -2006 2006 2007-
Appropriation Approved
2240 POLICE RECORDS
61010 REGULAR PAY 529,600 534,100
61050 PERMANENT PART-TIME 32,700 17,000
61110 OVERTIME PAY 2,000
61510 HEALTH INSURANCE 97,600 111,600
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 600 500
62275 POSTAGE CHARGEBACKS 8,400 8,000
62305 RENTAL OF AUTO-FLEET SER 7,800 8,500
62335 DATA PROCESSING SERVIC 40,000 40,000
62645 MICROFILMING 4,500 4,500
65095 OFFICE SUPPLIES 30,000 25,000
65105 PHOTO/DRAFTING SUPPLIE 2,000 1,500
65625 FURNITURES & FIXTURES 7,000
2240 POLICE RECORDS 760,900 753,400
197
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 2006-2007 Objectives
• To implement an annual Customer Service Training Program for Communications Bureau personnel by June
2006
• To present a written proposal with a cost estimate for replacement of all Communications radio equipment and
software by June 2006
• To develop and implement a monthly training bulletin on communications-related issues to be distributed
department-wide by February 2007
• To develop and implement an internal evaluation system on communications services and procedures by June
2006.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
911 calls received (includes wireless 911) 65,000 65,000 65,500
Entries in LEADS system 4,100 4,100 4,100
Alarms handled (includes fire alarms) 6,750 6,750 6,800
Approved Adjustments in 2006-2007 Budget
198
CITY OF EVANSTON
COMMUNICATIONS
2245
2005 -2006 2006 2007-
Appropriation Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 801,800 840,200
61062 SPECIAL EVENT SALARIES 1,500
61110 OVERTIME PAY 11,600 2,000
61111 HIREBACK OT 4,000
61510 HEALTH INSURANCE 147,100 139,500
61615 LIFE INSURANCE 1,100 1,100
61635 UNIFORM ALLOWANCE 7,000
62340 COMPTER LICENSE & SUPP 7,500
64540 TELECOMMUNICATIONS - WIRELESS 30,000
65020 CLOTHING 9,000 2,000
2245 COMMUNICATIONS 978,100 1,027,300
199
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 2006-2007 Objectives
• To implement an annual Customer Service Training Program for Service Desk Bureau personnel by June 2006
• To present a written proposal with cost estimate for replacement of Service Desk camera monitors and intercom
system by June 2006
• To update and revise the Service Desk Bureau Standard Operating Procedures by June 2006
• To develop and implement an internal evaluation system on Service Desk Bureau services and procedures by
June 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Prisoners processed 1,800 1,850 1,825
Custodial prisoners 2,250 2,300 2,250
Bail Bonds processed 2,600 2,800 2,700
Reports taken by officers 5,300 5,400 5,400
Alarm subscriptions billed 3,700 3,800 3,850
False alarm fines billed 1,100 1,200 1,200
Control Station alarms handled 4,750 4,800 4,800
Approved Adjustments in 2006-2007 Budget
200
CITY OF EVANSTON
SERVICE DESK
2250
2005 -2006 2006 2007-
Appropriation Approved
2250 SERVICE DESK
61010 REGULAR PAY 535,200 604,900
61062 SPECIAL EVENT SALARIES 1,600
61110 OVERTIME PAY 12,200 1,200
61111 HIREBACK OT 8,500
61510 HEALTH INSURANCE 92,900 130,200
61615 LIFE INSURANCE 900 900
61635 UNIFORM ALLOWANCE 6,000
62425 ELEVATOR CONTRACT COSTS 2,400 2,800
65020 CLOTHING 7,200 2,000
65025 FOOD 3,300 3,600
65125 OTHER COMMODITIES 1,500 1,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
2250 SERVICE DESK 657,600 765,200
201
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 2006-2007 Objectives
• To implement the computerized version of the General Orders for use at multiple levels of the department by
December 2006
• To develop a searchable database for discipline by category of infraction for the pupose of evaluating infractions
that are most commonly violated so that timely solutions can be implemented and accountability will be
increased at all levels of the department by December 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Staff inspections 25 25 25
Citizen complaints 15 15 15
Pre-employment background investigations 280 300 400
Weapons use reports 20 20 20
Internally generated administrative reviews 65 65 65
Department inquiries 60 60 60
Resisting arrest/use of force investigatioons 37 35 35
Approved Adjustments in 2006-2007 Budget
202
CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2005 -2006 2006 2007-
Appropriation Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 206,700 230,900
61055 TEMPORARY EMPLOYEES 5,000 15,600
61110 OVERTIME PAY 10,000 1,000
61510 HEALTH INSURANCE 25,300 27,900
61615 LIFE INSURANCE 300 300
62305 RENTAL OF AUTO-FLEET SER 8,000 8,700
65620 OFFICE MACH. & EQUIP.4,000
2255 OFFICE-PROFESSIONAL STANDARDS 259,300 284,400
203
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 2006-2007 Objectives
• To complete a feasibility study for a replacement firearms range By December 2006
• To obtain laptop a computer and the necessary training for exclusive use by the Office of Administration for
Power Point presentations by February 2007
• To train and equip members of the Evanston Police Department with a respiratory safety mask to ensure safety
in the event of a disaster
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
External schools and seminars provided 252 260 255
Bulletins and orders issued 210 215 210
In-service schools attendees 185 190 200
Invoices, purchase requisitions 1,540 1,580 1,600
Grant applications and proposals 20 25 30
Approved Adjustments in 2006-2007 Budget
204
CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2005 -2006 2006 2007-
Appropriation Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 256,600 255,900
61062 SPECIAL EVENT SALARIES 14,000
61110 OVERTIME PAY 2,500
61510 HEALTH INSURANCE 30,000 37,200
61615 LIFE INSURANCE 400 400
62295 TRAINING & TRAVEL 75,000 91,000
62305 RENTAL OF AUTO-FLEET SER 17,000 18,600
62360 MEMBERSHIP DUES 200 200
65015 CHEMICALS 10,000 10,000
2260 OFFICE OF ADMINISTRATION 389,200 429,800
205
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 act as 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 2006-2007 Objectives
• To develop and implement a N.E.T. training cirriculum to ensure officers gain knowledge as they gain
experience. This will run the course of direct supervision, personal instruction & mentoring as well as formal
(outside) training
• Assist in training the newer officers in the execution of N.E.T. problem solving techniques, including search
warrants
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Narcotic arrests 135 140 140
Search warrants 28 25 30
Problem oriented narcotic tip sheets 50 45 45
Adult gang members arrests 220 220 225
Juvenile gang member arrests 80 70 75
Felony arrests 100 105 100
Misdemeanor arrests 285 285 290
Criminal warrant service 115 100 100
Approved Adjustments in 2006-2007 Budget
206
CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2005 -2006 2006 2007-
Appropriation Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 1,024,000 1,095,500
61062 SPECIAL EVENT SALARIES 8,300
61110 OVERTIME PAY 32,900 5,000
61112 SPECIAL DETAIL OT 12,500
61510 HEALTH INSURANCE 149,700 139,500
61615 LIFE INSURANCE 1,500 1,500
61635 UNIFORM ALLOWANCE 9,000
62305 RENTAL OF AUTO-FLEET SER 88,400 96,500
62370 EXPENSE ALLOWANCE 2,000 2,000
65020 CLOTHING 9,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,307,500 1,369,800
207
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 2006-2007 Objectives
• To implement training classes, demonstrations, and traffic speed reduction activities in conjunction with the State
of Illinois Traffic Safety Challenge program by December 2006
• To conduct four (4) seat Belt enforcement operations by December 2006
• To conduct four (4) Roadside Safety Check operations by December 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Moving violations 4,800 4,850 4,900
Non-moving violations issued 3,150 3,200 3,250
Abandoned automobiles investigated 2,100 2,000 2,000
Hit and run follow-up investigations 550 550 550
Vehicles towed 4,500 4,600 4,650
Approved Adjustments in 2006-2007 Budget
208
CITY OF EVANSTON
TRAFFIC BUREAU
2270
2005 -2006 2006 2007-
Appropriation Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 638,400 627,200
61110 OVERTIME PAY 7,200 7,000
61112 SPECIAL DETAIL OT 8,000
61510 HEALTH INSURANCE 90,400 74,400
61615 LIFE INSURANCE 900 900
61635 UNIFORM ALLOWANCE 6,000
62305 RENTAL OF AUTO-FLEET SER 81,300 88,700
65020 CLOTHING 6,600 1,000
65125 OTHER COMMODITIES 3,500
2270 TRAFFIC BUREAU 824,800 816,700
209
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 2006-2007 Objectives
• To provide better access to services by updating the listing of services on the department's web site by June
2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Home security surveys 350 300 300
Commercial surveys 10 9 9
Speaker's bureau engagements 50 50 50
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 2006-2007 Budget
210
CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2005 -2006 2006 2007-
Appropriation Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 220,300 83,000
61050 PERMANENT PART-TIME 18,600
61110 OVERTIME PAY 4,200 2,000
61510 HEALTH INSURANCE 23,900 9,300
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 500 600
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 43,400 47,400
65020 CLOTHING 800 800
65125 OTHER COMMODITIES 1,000 1,500
2275 COMMUNITY STRATEGIC BUREAU 316,100 148,000
211
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. It also counsels citizens on animal control
problems and issues citations for violation of animal control ordinances. Moreover, it apprehends and impounds stray
animals and handles adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer group).
FY 2006-2007 Objectives
• To increase the number of sworn, humane investigators by training at least five additional police officers by
January 2007
• To assist CARE in the development of a vision statement by January 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Animals adopted 550 550 575
Animals impounded 750 750 725
Citizen complaints handled 7,000 7,500 7,250
Animals returned to owners 200 200 200
Animals euthanized 80 80 80
Citations issued 220 220 230
Approved Adjustments in 2006-2007 Budget
212
CITY OF EVANSTON
ANIMAL CONTROL
2280
2005 -2006 2006 2007-
Appropriation Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 115,200 114,200
61050 PERMANENT PART-TIME 14,000 22,500
61110 OVERTIME PAY 6,300 3,500
61510 HEALTH INSURANCE 15,100 18,600
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 400
62225 BLDG MAINTENANCE SERVICES 1,400 1,500
62305 RENTAL OF AUTO-FLEET SER 11,100 12,100
65020 CLOTHING 1,500 1,000
65025 FOOD 1,700 3,000
65125 OTHER COMMODITIES 2,500
2280 ANIMAL CONTROL 166,400 179,400
213
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 2006-2007 Objectives
• To enhance contact with the neighborhood by increasing the amount of time allocated to neighborhood foot
patrols by June 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Neighborhood meetings 350 350 350
Reident surveys completed 50 50 50
Tickets and citations issued-parking 400 420 430
-traffic 80 85 90
-C tickets 50 55 60
-S tickets 15 15 17
Arrests 100 105 105
Tactical missions 15 15 15
Approved Adjustments in 2006-2007 Budget
214
CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2005 -2006 2006 2007-
Appropriation Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 498,500 488,300
61062 SPECIAL EVENT SALARIES 2,600
61110 OVERTIME PAY 6,600 2,500
61510 HEALTH INSURANCE 71,100 65,100
61615 LIFE INSURANCE 700 700
61635 UNIFORM ALLOWANCE 3,800
62245 OTHER EQMT MAINTENANCE 2,000 2,500
62305 RENTAL OF AUTO-FLEET SER 27,400 29,900
65020 CLOTHING 4,500 600
2285 PROBLEM SOLVING TEAM 610,800 596,000
215
City of Evanston
Fire
Three Year Fiscal History
$10,523,900
$11,094,300$10,581,956
$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
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
12.93%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Full-time Regular Fire Chief 1.00
Full-time Regular Division Chief, Fire 1.00
Full-time Regular Management Analyst 1.00
2305 Total 3.00
Fire Prevention
Full-time Regular Division Chief, Fire 1.00
Full-time Regular Fire Captain ( 2 @ 1 FTE ) 2.00
Full-time Regular Firefighter 1.00
Full-time Regular Clerk II 1.00
2310 Total 5.00
Fire Suppression
Full-time Regular Shift Chief, Fire ( 3 @ 1 FTE ) 3.00
Full-time Regular Firefighter ( 77 @ 1 FTE )* 77.00
Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00
Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00
2315 Total 103.00
Fire Total 111.00
Fire
216
City of Evanston
Fire Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2305 – Fire Management & Support 571,833 578,100 626,596 581,800
2310 – Fire Prevention 607,713 480,300 503,687 480,500
2315 – Fire Suppression 9,402,411 9,465,500 10,051,972 10,032,000
Total Expenditures: $10,581,957 $10,523,900 $11,182,255 $11,094,300
Revenues:
52540 - False Alarm Fines 58,290 55,000 51,279 55,000
56355 - Cost Recovery Fines 1,266 5,000 7,869 5,000
53675 - Ambulance Fees 520,385 470,000 638,292 570,000
Total Revenues: $579,941 $530,000 $697,440 $630,000
Notes for Financial Summary
The FY2007 Budget includes partial year funding for an additional Firefighter/Paramedic.
Performance Report on FY 2005-2006 Major Program Objectives
Fire Management element 2305 has made significant progress on the Fire Station #5 project. Partnered with
Facilities Management, an architect has been selected. Fire Management has also put into place a procedure for
supervisors to requisition station commodity supplies, helping streamline the process and taking advantage of
available technology to improve the process. Fire Prevention element 2310 has put an alarm billing system into
place, greatly improving the effectiveness and the efficiency of false alarm invoicing. Fire Prevention is continuing to
work with District #65 and private schools to gain additional access to curriculum time for safety education programs.
Fire Suppression element 2315 offered an advanced course in cardiac life support. A skills enhancement certification
offered under the aegis of the American Heart Association. Sixty-nine paramedics completed the course.
Suppression also completed training on rescuing our own from danger during emergency incidents. The fire
profession is placing a much-needed increased emphasis on rescuer safety. Suppression is developing a program
that will enhance our water rescue capabilities by integrating personal water craft into the plan.
2006-2007 Department Initiatives
1. The department has applied for a federal grant (SAFER), which targets increasing firefighter staffing over five
years with diminishing federal support each year. The grant would allow us to staff an additional ambulance and
augment our rescue capabilities on emergency scenes. The application was for eight additional firefighter
positions.
217
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 2005-2006 Objectives
• To develop, solicit, and evaluate a request a proposal for the remodeling of Fire Station #5, in cooperation with
Facilities Management, by February 2006
• Assess the fire accreditation model for application in our department by February 2006
• Develop procedures for fire supervisors to request and account for resources to support their station houses
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
City fire insurance rating 3 3 3
Average number of sick days per employee 1 1 1
Approved Adjustments in 2006-2007 Budget
218
CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2005 -2006 2006 2007-
Appropriation Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 259,300 225,600
61110 OVERTIME PAY 2,000
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 700 700
62160 EMPLOYMENT TESTING SERVICES 1,600 7,000
62210 PRINTING 500 1,500
62235 OFFICE EQUIPMENT MAINT 1,000 1,100
62270 MEDICAL/HOSPITAL SERVICES 32,000 32,000
62275 POSTAGE CHARGEBACKS 800 3,400
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 27,500 30,000
62315 POSTAGE 500 500
62335 DATA PROCESSING SERVIC 3,000 3,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 3,500 28,500
62380 COPY MACHINE CHARGES 6,600 6,600
62518 SECURITY/ALARM CONTRACTS 2,500 4,700
64015 NATURAL GAS 75,000 75,000
64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800
65010 BOOKS, PUBLICATIONS, MAPS 800 800
65020 CLOTHING 80,000 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 578,100 581,800
219
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 2006-2007 Objectives
• Develop a line company inspection program that includes structure pre-plan elements by February 2007
• Create a database to facilitate tracking and reporting Fire Prevention Bureau activities by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Hydrants Inspected/flow tested 1,295 1,295 1,300
Bureau fire inspections 501 631 700
Construction plans reviewed 415 526 600
Fire equipment test witnessed 244 339 400
Staff hours on cause and origin investigations 270 336 390
Public education presentations 378 730 750
Customer request for information 2,793 3,725 4,000
Approved Adjustments in 2006-2007 Budget
220
CITY OF EVANSTON
FIRE PREVENTION
2310
2005 -2006 2006 2007-
Appropriation Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 379,800 372,600
61110 OVERTIME PAY 12,500 13,000
61510 HEALTH INSURANCE 41,000 46,500
61615 LIFE INSURANCE 600
62210 PRINTING 1,500 1,500
62245 OTHER EQMT MAINTENANCE 4,000 3,500
62250 COMPUTER EQUIPMENT MAINT 9,000 10,000
62295 TRAINING & TRAVEL 800 800
62305 RENTAL OF AUTO-FLEET SER 23,500 25,700
62345 COURT COST/LITIGATION 300 300
62360 MEMBERSHIP DUES 800 600
65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000
65095 OFFICE SUPPLIES 3,000 2,500
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
2310 FIRE PREVENTION 480,300 480,500
221
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 2006-2007 Objectives
• Provide an advanced course in pediatric life support to all paramedics by February 2007
• Provide firefighter orientation and training for five new members by February 2007
• Provide EMT-paramedic training for two members by February 2007
• Re-evaluate our mutual aid needs and design and implement any needed adjustments by February 2007
• In cooperation with Fleet Service, design a vehicle specification for a replacement pumper by February 2007
• In cooperation with Fleet Service, equip and place into service a heavy rescue vehicle by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
City fire-insurance rating 3 3 3
All Fire Dept. incidents excluding ambulance calls 3,093 3,075 3100
Ambulance calls 4,697 4,721 4,750
Fire Alarm System activations (Included above) 1,494 1,520 1,550
Number of fires (included above) 210 250 245
Number of fires to one/two-family dwellings (included
above)
25 20 20
Average fire alarm response time 344 350 350
Average ambulance response time 350 400 400
Training hours/firefighter 240 240 240
Number of paramedics 78 80 82
Approved Adjustments in 2006-2007 Budget
222
CITY OF EVANSTON
FIRE SUPPRESSION
2315
2005 -2006 2006 2007-
Appropriation Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 7,374,000 7,579,000
61110 OVERTIME PAY 372,000 38,700
61111 HIREBACK OT 586,900
61113 TRAINING OT 40,900
61510 HEALTH INSURANCE 906,600 957,900
61615 LIFE INSURANCE 10,000 10,100
62210 PRINTING 1,200 1,200
62295 TRAINING & TRAVEL 40,000 35,000
62305 RENTAL OF AUTO-FLEET SER 587,700 641,500
62360 MEMBERSHIP DUES 3,500 3,500
62430 CUSTODIAL CONTRACT SERVICES 6,000 5,000
62509 SERVICE AGREEMENTS / CONTRACTS 6,000 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 3,500 3,000
62605 OTHER CHARGES 10,000 10,000
65005 AGRI/BOTANICAL SUPPLIES 600 300
65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,000
65015 CHEMICALS 6,000 6,000
65040 JANITORIAL SUPPLIES 10,000 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 2,500 1,500
65105 PHOTO/DRAFTING SUPPLIE 1,000 800
65125 OTHER COMMODITIES 1,200 1,200
65625 FURNITURES & FIXTURES 92,000 62,000
2315 FIRE SUPPRESSION 9,465,500 10,032,000
223
City of Evanston
Health and Human Services
Employee Status
Description Job Type Description
2006-2007
Position FTE
Adult Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Public Health Nurse 1.00
Part-time Regular Medical Supervisor 0.10
2430 Total 2.10
Food & Environmental Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Clerk II 1.00
Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00
Full-time Regular Environmental Hlth Supervisor 1.00
Full-time Regular Health Program Coordinator 1.00
Full-time Regular Secretary II 1.00
2435 Total 7.00
Vital Records
Full-time Regular Clerk Typist I 1.00
Full-time Regular Clerk III 1.00
Part-time Regular Clerk II 0.40
Part-time Regular Clerk II 0.25
2440 Total 2.65
Community Intervention Services
Full-time Regular Administrative Aide 1.00
Full-time Regular Communications Coordinator 1.00
Full-time Regular Outreach Specialist 1.00
Part-time Regular Inclusion Specialist 0.50
2450 Total 3.50
Mental Health & Purchased Services
Full-time Regular Asst Director, Mental Health 1.00
Full-time Regular Secretary II (split with 2530) 0.50
2455 Total 1.50
Commission on Aging
Full-time Regular Long Term Care Ombudsman 1.00
Full-time Regular Secretary II (split with 2455) 0.50
2530 Total 1.50
Health & Human Services Total 37.80
Expenditures as a % of 2007General Fund Budget
5.46%
Three Year Fiscal History
$4,739,400
$4,679,600
$4,717,009
$4,200,000
$4,300,000
$4,400,000
$4,500,000
$4,600,000
$4,700,000
$4,800,000
$4,900,000
$5,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
224
City of Evanston
Health and Human Services
Employee Status
Description Job Type Description
2006-2007
Position FTE
Adult Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Public Health Nurse 1.00
Part-time Regular Medical Supervisor 0.10
2430 Total 2.10
Food & Environmental Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Clerk II 1.00
Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00
Full-time Regular Environmental Hlth Supervisor 1.00
Full-time Regular Health Program Coordinator 1.00
Full-time Regular Secretary II 1.00
2435 Total 7.00
Vital Records
Full-time Regular Clerk Typist I 1.00
Full-time Regular Clerk III 1.00
Part-time Regular Clerk II 0.40
Part-time Regular Clerk II 0.25
2440 Total 2.65
Community Intervention Services
Full-time Regular Administrative Aide 1.00
Full-time Regular Communications Coordinator 1.00
Full-time Regular Outreach Specialist 1.00
Part-time Regular Inclusion Specialist 0.50
2450 Total 3.50
Mental Health & Purchased Services
Full-time Regular Asst Director, Mental Health 1.00
Full-time Regular Secretary II (split with 2530) 0.50
2455 Total 1.50
Commission on Aging
Full-time Regular Long Term Care Ombudsman 1.00
Full-time Regular Secretary II (split with 2455) 0.50
2530 Total 1.50
Health & Human Services Total 37.80
225
City of Evanston
Health and Human Services Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2407 – Health Services Admin. 283,307 350,700 290,053 291,600
2410 – Laboratory Services 106,508 112,600 102,872 110,100
2415 – Family Health 728,553 667,400 652,848 695,800
2420 – Infectious Disease Control 202,100 286,200 160,037 248,400
2425 – Dental Services 227,439 200,700 213,371 240,800
2430 – Adult Health 296,639 193,000 283,977 301,900
2435 – Food & Environment 499,637 496,200 476,882 545,600
2440 – Vital Records 120,297 115,700 116,224 122,600
2445 – Health Department Grants 620,594 620,400 621,170 326,000
Total Expenditures: $ 3,085,074 $ 3,042,900 $ 2,917,434 $ 2,882,800
Revenues:
55125 – Adolescent Health Program Grant 69,397 56,600 42,400 30,600
55310 – Bio-terrorism Grant 258,629 80,000 167,348 76,000
53215 – Birth Certificate Fees 92,934 83,500 83,660 85,000
53220 – Death Certificate Fees 45,190 47,500 45,337 47,000
55130 – Childhood Lead Poisoning Grant 1,305 4,000 523 2,000
53075 – Dental Fees & Reimbursement 75,973 68,000 68,539 68,000
53135 – 53180 Dental Fees (specific) 15,389 15,800 16,520 15,750
55035 – Family Case Management Grant 112,063 123,800 125,212 124,600
55090 – Family Planning Grant (Title XX) 52,626 54,500 60,800 54,500
53080 – Flu & Pneumonia Program 8,115 23,500 10,852 23,500
53190 – Food Delivery Vehicle 4,680 6,500 6,545 6,500
53105 – Food Establishment License Fees 155,394 150,000 151,072 150,000
55140 – Genetic Education Grant 17,850 10,200 5,100 10,200
53100 – Health Service Fees – Lab 8,182 16,200 13,743 12,000
55040 – IDPH Dental Sealant Grant 2,819 4,200 2,367 2,800
55025 – IDPH – Local Health Protection 47,229 63,300 95,029 63,300
55085 – Illinois Tobacco Free Grant 12,285 25,000 25,593 25,000
55080 – Kid Care Agreement 9,550 11,300 6,150 11,300
52055 – Long Term Care License Fees 119,100 112,400 97,980 113,000
55145 – Prostate Cancer Awareness Grant 7,028 0 8,327 0
53050 – Sanitation Classes 10,815 10,000 5,847 5,000
53025 – Skokie Contract (VD Program) 1,500 2,250 2,250 2,250
55150 – Tanning Facility Inspections 150 0 200 0
55135 – Teen Parent Services 34,236 30,000 38,600 35,000
53210 – Tobacco License Fees 13,408 15,000 12,750 13,000
53020 – Tuberculosis Nursing Svcs. Grant 12,000 12,000 12,102 12,000
55105 – Vision & Hearing Grant 100 6,400 14,300 8,000
Total Revenues: $ 1,187,947 $ 1,031,950 $ 1,119,146 $ 996,300
Notes for Financial Summary
The major change to departmental expenditures is the result of the expiration of the Reach Learn and Grow Grant
(formerly S.E.E.D.) funding – and the relative decrease in expenditures related to the grant.
226
City of Evanston
Health and Human Services Department
Performance Report on FY 2005-2006 Major Program Objectives
The community health assessment is underway. Health indicator data has been collected and analyzed. Two
community input sessions are scheduled for early November as well as interviews with key informants. It is
anticipated that the assessment will be ready for City Council review in February 2006.
A major bioterrorism exercise is currently scheduled for mid-November. Evanston will participate in a regional
exercise along with state and county partners. Department staff has completed incident command training in
compliance with federal guidelines.
West Nile Virus increased in 2005 because of the extended hot weather. The department trapped and tested
mosquitoes for the first time, and trap counts were consistently high all summer.
Swimming bans declined by 25% in 2005.
It is anticipated there will be sufficient flu vaccine available this year for all residents seeking vaccination.
The department is hosting a number of community education forums for older adults to assist them in deciding how to
best utilize the new Medicare Prescription Drug Benefit.
2006-2007 Department Initiatives
1. Establishment of a civilian Medical Reserve Corps for public health emergencies
2. Implementation of online food service inspection reports
3. Implementation of the recommendations of the EPLAN Community Health Assessment
4. In cooperation with the Community Development Department, develop of a comprehensive lead-based paint
policy
227
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- 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 2006-2007 Objectives
• In conjunction with the Legal Department, submit ordinance revisions allowing for local quarrantine and isolation
in the event of infectious disease outbreaks, for City Council consideration
• Submit a report on the impact of federal homelessness funding over the past ten years to the City Council
• To make food service inspection reports available online
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Human Services committee packets 11 10 12
Public health media Inquiries 150 125 150
Regional bioterrorism meetings 18 17 18
Day care permits issued 75 77 80
Approved Adjustments in 2006-2007 Budget
228
CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2005 -2006 2006 2007-
Appropriation Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 292,400 227,900
61055 TEMPORARY EMPLOYEES 5,000
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 30,000 27,900
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,800 4,800
62185 OTHER CONSULTING SERVICES 5,000 2,000
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 1,000 2,500
62295 TRAINING & TRAVEL 500 500
62360 MEMBERSHIP DUES 1,600 1,600
62380 COPY MACHINE CHARGES 5,000 20,000
65010 BOOKS, PUBLICATIONS, MAPS 300 100
65095 OFFICE SUPPLIES 300 500
65555 PERSONAL COMPUTER EQUIPMENT 4,000
2407 HEALTH SERVICES ADMIN 350,700 291,600
229
City of Evanston
Health and Human Services Department
2410 - Laboratory
Description of Major Activities
The Laboratory provides technical support and statistical information for other program elements within the Health
Department. Specifically, the Laboratory performs tests for the Child Health clinic, Sexually Transmitted Disease
clinic, Family Planning clinic, Head Start program, WIC program, and the Risk Assessment program.
The Laboratory tests distribution waters, by contract, for the villages of Glenview and Northbrook. Evanston beaches
are tested for possible pathogenic bacteria on a daily basis during the summer months with Evanston swimming
pools tested monthly.
FY 2006-2007 Objectives
• Update procedures manual by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Blood chemistries 64 66 60
Environmental-dairy & water tests 4,866 4,800 4800
Hematology 574 580 580
Lead testing 106 124 120
Urinalysis 485 500 500
STD tests 1,918 1,900 2000
HIV antibody blood draw 1,069 1000 1,000
Approved Adjustments in 2006-2007 Budget
230
CITY OF EVANSTON
LABORATORY SERVICES
2410
2005 -2006 2006 2007-
Appropriation Approved
2410 LABORATORY SERVICES
61010 REGULAR PAY 59,300 63,300
61050 PERMANENT PART-TIME 25,300 24,500
61510 HEALTH INSURANCE 15,000 9,300
61615 LIFE INSURANCE 300 300
62245 OTHER EQMT MAINTENANCE 800 800
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 200 200
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65075 MEDICAL & LAB SUPPLIES 11,100 11,100
65095 OFFICE SUPPLIES 300 300
2410 LABORATORY SERVICES 112,600 110,100
231
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 is
conducted that provides education and counseling to pregnant and parenting teens with emphasis in delaying
subsequent pregnancies and completing 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 case
management services.
• Increase childhood immunizations by 25% for all family case management clients by 2007
• Establish relationships with hospital area discharge planners to increase APORS referral tracking and
management
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of Child Health clinic visits 152 120 130
Number of WIC clinic visits/referrals 40 42 50
Number of immunizations 1,000 745 800
Number of blood lead test 150 111 130
Number of children with elevated blood lead 25 11 15
Number of productive home visits/FCM/APORS 850 1,512 1,500
Number of vision and hearing screenings 7,626 5,192 6,000
Number of school physicals 140 36 100
Number of Adolescent Health Ed. Sessions 90 71 50
Number of Adolescent Participants 840 308 750
Genetic Counseling 25 32 45
Number of Family Planning Visits 854 1,919 2,000
Number of Community Presentations 20 8 25
Number of Participants at Presentations 212 114 300
KidCare/MPE interviewed 324 359 350
KidCare/MPE approved 315 306 345
Car Seat Education 47 15 50
Approved Adjustments in 2006-2007 Budget
232
CITY OF EVANSTON
FAMILY HEALTH
2415
2005 -2006 2006 2007-
Appropriation Approved
2415 FAMILY HEALTH
61010 REGULAR PAY 423,100 442,300
61050 PERMANENT PART-TIME 85,500 69,500
61110 OVERTIME PAY 7,500 7,500
61510 HEALTH INSURANCE 68,100 83,700
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 2,200 2,200
62210 PRINTING 600 1,000
62235 OFFICE EQUIPMENT MAINT 100 600
62245 OTHER EQMT MAINTENANCE 200 200
62285 COURIER CHARGES 1,500 1,500
62295 TRAINING & TRAVEL 2,100 2,100
62315 POSTAGE 300
62355 LAUNDRY/OTHER CLEANING 200 200
62360 MEMBERSHIP DUES 300 300
62465 OUTSIDE LABARATORY COSTS (HLTH 4,800 5,000
62470 TEEN PEER EDUCATOR CONTR SVCS 24,000 15,000
62475 CHILD CARE CONTRACTUAL COSTS (2,300 2,000
62485 PATIENT CARE EXPENSES (HLTH DE 6,000 3,000
62490 OTHER PROGRAM COSTS 20,000
64540 TELECOMMUNICATIONS - WIRELESS 2,700 2,500
64545 PERSONAL COMPUTER SOFTWARE 1,000
65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000
65020 CLOTHING 700 400
65025 FOOD 2,000 2,500
65070 OFFICE/OTHER EQT MTN MATL 200 200
65075 MEDICAL & LAB SUPPLIES 25,000 25,000
65095 OFFICE SUPPLIES 2,000 2,500
65110 RECREATION SUPPLIES 1,400 200
65625 FURNITURES & FIXTURES 2,300 2,300
65630 LIBRARY BOOKS 200
2415 FAMILY HEALTH 667,400 695,800
233
City of Evanston
Health and Human Services Department
2420 – Infectious Disease Control
Description of Major Activities
Infectious Disease Control
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 2006-2007 Objectives
Increase the number of clients receiveing the entire series of Hepatitis B, and Hepititis A vaccinations.
Develop a system of streamlining required communication and reporting of communicable diseases by January 07
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of AIDS presentations 2 22 25
Number of partricipants at AIDS presentation 125 564 450
Number of STD visits (total) 1,058 1,133 1,200
Number of STD treatment visits 484 581 450
Number of Gonorrhea cases reported 165 99 100
Number of Syphilis cases reported 25 24 15
Number of Chlamydia cases reported 420 340 300
Number counseled/tested for HIV 1,670 1,400 1,500
Number positive for HIV 6 3 0
Number of new AIDS cases 2 0 0
Number of TB clinic visits 285 181 225
Number of TB skin tests 820 907 800
Number of CD Epidemilogical investigations 208 181 200
Number of cients completing Hep B series 0 0 200
234
CITY OF EVANSTON
INFECTIOUS DISEASE CONTROL
2420
2005 -2006 2006 2007-
Appropriation Approved
2420 INFECTIOUS DISEASE CONTROL
61010 REGULAR PAY 152,500 141,100
61050 PERMANENT PART-TIME 67,600 62,100
61065 SPECIAL PROJECT EMPLOYEES 25,000
61110 OVERTIME PAY 3,700 3,000
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62210 PRINTING 500 500
62285 COURIER CHARGES 3,300 3,000
62295 TRAINING & TRAVEL 400 500
62360 MEMBERSHIP DUES 300 200
62485 PATIENT CARE EXPENSES (HLTH DE 5,000 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 600 500
65020 CLOTHING 200 100
65040 JANITORIAL SUPPLIES 100
65075 MEDICAL & LAB SUPPLIES 2,000 2,000
65095 OFFICE SUPPLIES 800 600
2420 INFECTIOUS DISEASE CONTROL 286,200 248,400
235
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 screenings for pre-school and
school-age children in cooperation with Evanston School District #65 throughout the school year.
FY 2006-2007 Objectives
• By February 28, 2007, assess the impact of the amendment to the School Code mandating all kindergarteners,
second- and sixth-graders in public, private, or parochial schools receiving dental exams
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of clients registered at the clinic 1,798 2,025 2,075
Number of preventive visits 2,476 2,550 2,700
Number of restorative visits 1,100 1,552 1,700
Number of sealants applied 700 765 750
Number of dental health education programs 50 58 60
Number of dental health education participants 1,100 1,200 1,275
Approved Adjustments in 2006-2007 Budget
236
CITY OF EVANSTON
DENTAL SERVICES
2425
2005 -2006 2006 2007-
Appropriation Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 64,200 72,500
61050 PERMANENT PART-TIME 91,300 117,400
61055 TEMPORARY EMPLOYEES 4,000 3,900
61110 OVERTIME PAY 1,000 2,000
61510 HEALTH INSURANCE 15,000 18,600
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 300
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62295 TRAINING & TRAVEL 300 600
62340 COMPTER LICENSE & SUPP 1,000
62360 MEMBERSHIP DUES 100 500
62521 MEDICAL EQ MAINT AGREEMENTS 900 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 400
65075 MEDICAL & LAB SUPPLIES 17,500 17,500
65095 OFFICE SUPPLIES 600 600
65555 PERSONAL COMPUTER EQUIPMENT 1,000
65620 OFFICE MACH. & EQUIP.2,200 2,300
2425 DENTAL SERVICES 200,700 240,800
237
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 testing of blood pressure, 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 2006-2007 Objectives
• Expand mammorgraphy screenings for adult women
• Expand outreach and education awareness to long term care facilities
• Expand educational outreach efforts regarding the need for pneumonia vaccination to vulnerable adults by
january 07
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of adults in cardiovascular screening/HTN
Screening
375 603 200
Number receiving cholesterol screening 175 0 200
Number receiving flu/pneumonia vaccine 1,750 1,448 1,895
Number of long term care licensure reviews by the
Evanston Health Dept.
11 11 11
Number of Mammography screenings 26 26 26
Outreach and education session 0 0 25
Approved Adjustments in 2006-2007 Budget
238
CITY OF EVANSTON
ADULT HEALTH
2430
2005 -2006 2006 2007-
Appropriation Approved
2430 ADULT HEALTH
61010 REGULAR PAY 113,600 149,200
61050 PERMANENT PART-TIME 27,900 100,000
61065 SPECIAL PROJECT EMPLOYEES 9,200 9,200
61510 HEALTH INSURANCE 15,000 18,600
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,800 1,500
62185 OTHER CONSULTING SERVICES 3,000 1,000
62210 PRINTING 200 100
62235 OFFICE EQUIPMENT MAINT 100 100
62295 TRAINING & TRAVEL 300 800
62360 MEMBERSHIP DUES 400 400
65010 BOOKS, PUBLICATIONS, MAPS 500
65075 MEDICAL & LAB SUPPLIES 20,000 20,000
65095 OFFICE SUPPLIES 700 700
2430 ADULT HEALTH 193,000 301,900
239
240
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
activities are food protection; rodent, vector, and public health nuisance inspections, and lead poisoning
investigations. Other activities include coordination of community health planning and education, Health Division
cash collections, and administration of 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 of 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 provide
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 work 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 fact that over 70% of the restaurants
in Evanston are smoke free is being publicized. Seminars and clinics to help youth and adults quit smoking are
periodically offered.
241
City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
FY 2006-2007 Objectives
• Assess the community need for Indoor Air Quality program services by February 2007
• Provide web-based information to educate the community about food safety by February 2007
• With help from the Legal Department, review and consider updating the current Evanston Health Nuisance laws
by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of licensed food establishments 366 384 384
Total Number food inspections performed 900 950 950
Temporary food inspections performed 87 90 90
Food complaints evaluated/ inspected 45 45 45
Food safety education participants 150 400 400
Food establishment plans reviewed 32 35 35
Rat & rodent complaints investigated 110 110 110
Nuisance requests for service provided 273 200 200
Lead inspections performed 13 12 12
Swimming pools tested 125 120 120
Persons screened for Prostate Specific Antigens (PSA) 100 165 165
Persons participating in tobacco cessation activities 90 102 100
Grants administered 11 12 12
West Nile Virus Program participants 138 575 500
Approved Adjustments in 2006-2007 Budget
242
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2005 -2006 2006 2007-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 368,200 409,000
61055 TEMPORARY EMPLOYEES 2,400
61110 OVERTIME PAY 12,000 9,500
61510 HEALTH INSURANCE 45,000 65,100
61615 LIFE INSURANCE 600 700
61625 AUTO ALLOWANCE 500 1,000
61630 SHOE ALLOWANCE 600 600
62185 OTHER CONSULTING SERVICES 3,000 3,000
62210 PRINTING 1,600 1,600
62295 TRAINING & TRAVEL 1,100 1,500
62305 RENTAL OF AUTO-FLEET SER 15,700 17,100
62360 MEMBERSHIP DUES 1,900 1,900
62495 LICENSED PEST CONTROL SERVICES 1,500 1,500
62505 INSTRUCTOR SERVICES 2,400 2,400
62605 OTHER CHARGES 29,700 15,000
64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,900
65010 BOOKS, PUBLICATIONS, MAPS 700 900
65045 LICENSING/REGULATORY SUPP 500 500
65080 MERCHANDISE FOR RESALE 3,600 2,000
65090 SAFETY EQUIPMENT 400
65095 OFFICE SUPPLIES 1,600 1,600
65125 OTHER COMMODITIES 800 800
65555 PERSONAL COMPUTER EQUIPMENT 1,600 1,800
65620 OFFICE MACH. & EQUIP.600 1,400
2435 FOOD AND ENVIRONMENTAL HEALTH 496,200 545,600
243
City of Evanston
Health and Human Services Department
2440 – Vital Records
Description of Major Activities
This department 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 2006-2007 Objectives
• Assess options other than microfilming for birth and death records retention
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of registered births 4,594 4,500 4,500
Number of registered deaths 1,177 1,100 1,100
Number of certified copies issued 26,494 25,000 25,000
Approved Adjustments in 2006-2007 Budget
244
CITY OF EVANSTON
VITAL RECORDS
2440
2005 -2006 2006 2007-
Appropriation Approved
2440 VITAL RECORDS
61010 REGULAR PAY 79,000 79,300
61050 PERMANENT PART-TIME 13,000 16,000
61060 SEASONAL EMPLOYEES 1,100 1,100
61510 HEALTH INSURANCE 15,000 18,600
61615 LIFE INSURANCE 200 200
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 115,700 122,600
245
246
City of Evanston
Health and Human Services Department
2445 – Health & Human Services Department Grants
Description of Major Activities
Cook County Lead-Based Paint Hazard Control
The total number of Evanston Children infected by lead poisoning in 2004 2005 was 1,181.00 confirmed. Approximately
21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to contain lead-based paint.
Evanston's figures correlate to the age of the housing stock, with 93% of the housing units built prior to 1960, when lead-
based paint was still used. The total number of pre-1979 housing units occupied by very low income individuals is
10,868. Assuming that a lower number of these homes have been abated or re-mediated, a conservative estimate is that
90% of these dwelling units (9782) will have lead based paint in them. About 90% of these units (8804) will have lead
hazards in some form. The number of low and very low income households in Evanston is 8,716 or 31.2% of Evanston
households. Low income homeowners (at or below 80% PMSI), in the first years of home ownership, will be targeted by
this grant program.
Reach, Grow, and Learn (formerly Project SEED)
Through a three-year grant from the federal office of the Substance Abuse and Mental Health Services Administration
(SAMHSA), the City of Evanston will implement Reach, Grow and Learn (Reach). The goal of Reach is to positively
impact the lives of approximately 400 pre-school to kindergarten-aged children, and their families, who are in the
community’s public and private child care centers and classrooms. The goal is also to affect system-level change by
expanding Evanston's capacity to build a network of early childhood prevention and intervention services after the term of
the grant has been completed. Over the duration of the grant, Reach will implement The Incredible Years (TIY) program
and evaluate client, system, and process outcomes. Evaluation data and analysis will be integrated into ongoing
strategic planning involving parents, teachers, early childhood educators, and mental health and social service planners.
Another goal for Reach is to act as a catalyst for community-wide attention to early intervention and prevention efforts.
The Incredible Years program is delivered through a letter of agreement with Metropolitan Family Services. The City of
Evanston's Department of Health and Human Services is the primary investigator for the SAMHSA grant.
NOTE: Reach was initially intended to be a 3-year project. Under an agreement with SAMHSA, Reach is being
continued and funded for a 4th, "no-cost extension" year in 2006. As the result of a late grant start-up, this was
anticipated and planned from the beginning implementation of the project in order to enable Reach to complete its
planned deliverables and spend the balance of lapsing grant funds. However, this is budget neutral for the City because
no additional funds were allocated nor can be expended other than those in the initial, 3-year grant award. Unless
additional funds can be found to sustain the program efforts, Reach will terminate no later than June 30, 2006.
FY 2006-2007 Objectives
Cook County Lead-Based Paint Hazard Control Grant:
• Expand educational efforts to families living in residential and investor own dwellings.
Reach, Grow, and Learn (previously Project SEED):
• By November 30, 2006, to have provided a community-wide conference for families, child care workers, and
professional on various aspects of early childhood mental health prevention, and the implementation of universal
social and emotional learning interventions in the community.
• By June 30, 2006, through the project's research design, demonstrate significantly positive outcomes in the lives of
the families and children who have received The Incredible Years training and curriculum during Year 4 of the
SAMHSA grant.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Teachers in Evanston's child care centers and
classrooms trained in the TIY curriculum. 47 15 30
Provide 12-week training parent training groups to train
Parents of 3-5 year olds who have kids in public and
private child care centers in the TIY curriculum 282 158 250
247
City of Evanston
Health and Human Services Department
2445 – Health & Human Services Department Grants
In conjunction with trained teachers, implement the TIY
curriculum for children 3-5 years old in public and
private child care centers 89 70 85
Home mitigated or abated 28 15 15
Investor owned 0 8 7
Residential dwelling 0 8 7
Approved Adjustments in 2006-2007 Budget
248
CITY OF EVANSTON
HUMAN SERVICES
2445
2005 -2006 2006 2007-
Appropriation Approved
65126 BIOTERRORISM GRANT EXPENSES 80,000 26,000
65127 LEADPAINT HAZARD GRANT EXPENSE 177,900 200,000
67145 METROPOLITAN FAMILY SERVI 362,500 100,000
Grand Total(s)620,400 326,000
249
250
City of Evanston
Community Intervention Services
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2450 – Community Intervention 300,094 334,600 245,484 380,600
2525 – Homeless Services 93,328 88,000 86,479 87,000
Total Expenditures: $393,422 $ 422,600 $ 331,963 $ 467,600
Revenues:
55275 – HUD Emergency Shelter 95,148 88,100 89,958 87,000
Total Revenues: $ 95,148 $ 88,100 $ 89,958 $ 87,000
Notes for Financial Summary
Communtiy Intervetion Services funds emergency intervention services, disabled services, and outreach specialist
services.
Performance Report on FY 2005-2006 Major Program Objectives
The divison provided several workshops in FY 2005/2006. The division, in conjunction with the Progress Center for
Independent Living, co-sponsored a fair housing workshop at the Evanston Police Outpost. Thirty people attended
the event representing various agencies from around Evanston. The division sponsored the first ever Taste Of
Hispanic/Latin America, where city departments were invited to attend and participate and had a large turnout. The
division also sponsored several additional events, including a workshop dealing with the subject of sexual assualt in
the Evanston community, focusing primarily on the Latino community; the Health Fair, which focused on the Latino
community of Evanston; and the first financial literacy workshops in conjunction with Consumer Action. Two
workshops were conducted, one of which, entitled "Talking to Teens", focused on financial literacy training and taught
financial literacy skills to members of the Evanston Summer Youth Employement program. The second workshop
was entitled " Train the Trainer". This workshop provided an overview of all of the moduals that are included in the
Moneywise Financial Literacy program developed by Consumer Action. Approximatly 33 people attended, including
staff from various agencies throughout the Evanston community.
2006-2007 Department Initiatives
1. Refresh city staff on ADA-related issues with emphisis on Police and Fire
2. Community outreach specialist will provide awareness on a regular, continual basis and provide services to
limited English-speaking residents with an emphisis on teaching community members about educational and
social services, e.g. housing, social services agencies, Medicare, and other City of Evanston sponsored
programs
251
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 for whom English is not a primary language. CIS staff also coordinates City responses to persons with
disabilities, including an Adaptive Device Program, and monitoring City compliance with the Americans with
Disabilities Act. CIS staff manages City funding of homelessness assistance programs, 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, Citizen's Advisory
Committee on Compliance with the Americans with Disabilities Act, Bilingual Service, Service Providers Interagency
Network (SPIN), the Cook County Childhood Lead Prevention Program, and the Illinois Lead Safe Housing
Taskforce.
FY 2006-2007 Objectives
• Expand educational efforts to families living in residential and investor-owned dwellings about Childhood Lead
Poisoning.
• Develop and implement programs to provided counseling, job-placement and housing assistance to homeless
ex-offenders, and continue to service the homeless population in the Overnight Shelter and Warming Center.
Ongoing Activity Measures
2004-2005
Actual
2005-2005
Actual
2006-2007
Projected
Applicants seeking assistance 221 103 300
Total households assisted - DPR's / Lead 26 16 30
SPIN and Wraparound mtgs for interagency intervention
and case plans
12 12 12
Homeless Task Force 12 12 12
ADA Committee 0 0 12
Bilingual Service 6 6 12
Illinois Lead Safe Housing Task Force meeting 6 6 6
Total number benefiting 541 262 300
Approved Adjustments in 2006-2007 Budget
252
CITY OF EVANSTON
COMMUNITY INTERVENTION SVCS
2450
2005 -2006 2006 2007-
Appropriation Approved
2450 COMMUNITY INTERVENTION SVCS
61010 REGULAR PAY 152,200 165,500
61050 PERMANENT PART-TIME 14,500 34,100
61060 SEASONAL EMPLOYEES 1,900 2,000
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 15,000 27,900
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,600 1,600
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 900 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 130,000 130,000
62605 OTHER CHARGES 13,000 13,000
64540 TELECOMMUNICATIONS - WIRELESS 600 400
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 700 800
65620 OFFICE MACH. & EQUIP.900
2450 COMMUNITY INTERVENTION SVCS 334,600 380,600
253
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.
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,
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.
FY 2006-2007 Objectives
• Continue to provide counseling, job-placement and housing assistance to homeless ex-offenders and to service
the homeless population in Overnight Shelter and Warming Center
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Persons Served at:
Connections for the homeless 270 275 325
EEAC 350 400 425
Fresh Start 100 200 350
Approved Adjustments in 2006-2007 Budget
254
CITY OF EVANSTON
HOMELESS SERVICES
2525
2005 -2006 2006 2007-
Appropriation Approved
2525 HOMELESS SERVICES
67105 YOUTH JOB CENTER 12,000
67110 CONNECTIONS FOR THE HOMELESS 68,000 68,000
67115 EVAN EC ACT CN-HOMELESS 8,000 9,000
67165 FRESH START 10,000
2525 HOMELESS SERVICES 88,000 87,000
255
256
City of Evanston
Mental Health Board & Community Purchased Services
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2455 – Mental Health Admin. 122,920 115,100 120,018 120,300
2460 – Community Purchased Services 828,900 828,900 826,650 829,000
Total Expenditures: $ 951,820 $ 944,000 $ 946,668 $ 949,300
Notes for Financial Summary
Performance Report on FY 2005-2006 Major Program Objectives
The Mental Health Board (MHB) monitored 27 programs in 19 funded agencies. Each MHB member served as an
agency liaison for regular, monthly contact with two agencies; monthly statistical reports were received about each
funded program; and narrative program reports were received quarterly. In the last fiscal year, the MHB funded
programs that provided services to 8684 unduplicated Evanston individuals and families, an increase of 17% above
projections; 86% of those individuals were low-income. The MHB implemented a new, electronic quarterly reporting
format that provides more extensive information about outcome objectives and measures. The reporting format and
criteria now emphasizes the measurable impact of services that are funded upon clients of services and/or the
community. The MHB developed and adopted new funding criteria and guidelines for the FY2006-2007 funding
allocation process. Each program for which funds are requested is being evaluated and rated using 6 weighted
category areas, each of which will have a number of criteria. The MHB will score each of these programs on how
well they meet the respective criteria and funding priorities of the board; scores will impact funding decisions by the
board.
The MHB sponsored, coordinated, and/or assisted in the production of the following conferences:
• Fourth Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference, “Depression in Adults
50 and Over: Prevention and Treatment,” which had more than 250 participating consumers, family
members, and professionals.
• In conjunction with the Commission on Aging and a number of social service organizations, the seventh
annual “Aging Well: Choices and Myths”, addressing mental health issues for older adults, with
approximately 140 people in attendence.
• The second annual “Maximizing Children’s Potential” explored “the power of the brain” and raising
emotionally healthy children. A keynote presentation and 12 workshops (offering 2 in Spanish) were
presented about revealing research regarding “healthy brains and healthy communities” and how a host of
factors contribute to the overall health and social/emotional development of the brains of our children.
Approximately 160 parents and early childhood teachers attended.
• In conjunction with Answers for Special Kids, “The Reauthorization of IDEA” focused on changing laws
regarding special education and the way that they will impact the child in the school. Approximately 45
parents attended this discussion, presented by a nationally recognized attorney in the field.
• With School District #202, Center for Independent Futures, and Community Alternatives Unlimited,
“Preparing for Life After High School” provided training to 30 particpating parents on how to begin effective
transition planning for children with developmental disabilities.
• The local Mental Health Association of the North Shore's street banner campaign and kick-off event, where
banners were displayed throughout the community with a mental health anti-stigma theme, designating May
as Mental Health Month in Evanston.
MHB staff continued to oversee the implementation of Project Reach (previously SEED). This federally funded,
evidence-based, mental health prevention program targets children (ages 3-5) enrolled in a day care program and
offers training to their parents and teachers. The City subcontracts with Metropolitan Family Services to implement
and coordinate Reach. As the result of a late grant start-up, the project is being continued and funded for one
additional year, under an agreement with SAMHSA, in order to enable Reach to complete its planned objectives.
Unless additional funds can be found to sustain the program efforts, Reach will terminate no later than June 30, 2006.
2006-2007 Department Initiatives
1. Continue the development and implementation of updated directory of community services that will be printed
and distributed as well as made available to the community through the City’s website.
257
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 1969 local
referendum to administer local tax dollars for mental health services. Its mission is to ensure the best possible
environment for the promotion of mental health and emotional well being in Evanston. The MHB accomplishes this by
working for system improvement, supporting and defending those residents with special needs, and educating the
community about important mental health issues.
The MHB works to provide 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. The
programs and services are available to all Evanston residents. Additionally, the MHB has assumed responsibility for
the City’s Community Purchased Service budget. Using a consolidated funding process, the board allocates funds 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. The MHB
determines goals and objectives and develops funding guidelines, criteria, and priorities. An annual contract is
written, data is collected from each funded program monthly and quarterly, and agencies are monitored for contract
compliance.
Mental Health Services provides staff support to maintain Mental Health board operations and assist the MHB in
implementing its mission. They provide contract administration and assist in the monitoring of contract performance.
Staff also provides information and referrals about local agency services and other public and private mental health
programs. Short-term clinical intervention and case management are provided for people in crisis. A directory is
published about all of the community's services. Assistance is provided to individuals to connect them with whatever
services are needed, whether in Evanston or through programs in other communities. Staff also provides support for
the Evanston Alliance on Homelessness, and coordinates and manages the group's proposal review process for the
community's allocation of federal homeless funds. .
FY 2006-2007 Objectives
• By April 2006, to have completed an evaluation and assessed the utility of the MHB’s new computerized funding-
criteria model, and revised them for use in the 2006 allocation process
• By September 2006, to have developed funding priorities including both mental health and broad-based, human
service issues
• By February 2007, 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 2007, to have regularly monitored the MHB-funded agencies’ use of City tax dollars by visiting pro-
gram sites, meeting with agency staff, attending agency board meetings, and monitoring quarterly reports of out-
come measures
• By February 2007, to have completed an update of the directory of community services and made it available to
the community as a printed document as well as through an online version on the City webpage
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Mtgs organized and facilitated for the network of providers 14 24 30
MHB liaison meetings with funded agencies NA 84 90
Services provided for families and individuals through crisis
intervention, and staffings 165 210 200
Community-wide educational presentations 5 6 5
Contracts with purchased service agencies negotiated,
developed, and monitored 18 19 19
Residential care home-licensing reviews implemented 3 3 4
Approved Adjustments in 2006-2007 Budget
258
CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMINIST
2455
2005 -2006 2006 2007-
Appropriation Approved
2455 MENTAL HEALTH PROGRAM ADMINIST
61010 REGULAR PAY 92,600 96,300
61510 HEALTH INSURANCE 11,300 14,000
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62210 PRINTING 500 700
62275 POSTAGE CHARGEBACKS 1,500 1,600
62295 TRAINING & TRAVEL 200 200
62360 MEMBERSHIP DUES 1,500 1,700
62380 COPY MACHINE CHARGES 3,500 3,500
65010 BOOKS, PUBLICATIONS, MAPS 600 400
65025 FOOD 300
65095 OFFICE SUPPLIES 800 800
65555 PERSONAL COMPUTER EQUIPMENT 1,800
2455 MENTAL HEALTH PROGRAM ADMINIST 115,100 120,300
259
260
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 (708) Board 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. They are 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 FY06-07 City Budget, the MHB is funding 28 programs at 19 different agencies.
FY 2006-2007 Objectives
• Three outcome objectives and outcome measures are developed and written into each agency purchase of
service contract for each of the 28 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)
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
BEHIV
Educational Outreach 641 600 Note 1
Mental Health Services 7 8 10
Center for Independent Futures
Community Living Options
N/A
40
40
Child Care Center of Evanston
Home Day Care
112
92
98
Childcare Network of Evanston
Services for Children with Special Needs 80 84 85
City-Wide Scholarships (families served) 49 63 40
Connections for the Homeless
Entry Point 134 141 150
Dimensions
MISA Collaboration
39
47
35
Evanston Community Defender
Legal Services 80 81 132
Social Work Services 68 59 Note 2
Family Focus Evanston
Pregnant and Parenting Teen 183 100 150
Primary Prevention 1,113 1,074 1,110
Housing Options
Residential Services 18 15 16
SHIP 14 9 10
Infant Welfare Society
Teen Baby Nursery
66
132
160
261
City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Legal Assistance Foundation of Metro Chicago
Evanston Legal Services
610
533
550
Metropolitan Family Services
Family Support and Prevention (families served) 56 38 35
General Family Counseling 816 747 800
North Shore Senior Center
Evanston/Skokie Valley Senior Services
2,307
2,224
2,230
PEER Services
Adolescent Treatment 101 92 90
Adult Treatment 103 103 110
Youth Early Intervention 178 148 150
SHORE: Community Services
Lois Lloyd Center 34 28 30
DD Residential Services 33 31 33
Thresholds
Transitions
32
30
50
Trilogy
Evanston Psychosocial Activities Program
38
50
50
Youth Job Center
Youth Opportunity Creation Initiative
782
575
Note 3
Y.O.U.
Youth Development
571
680
700
Note 1: Evanston Community Defender did not request funds for Social Work Services in FY 05/06 and transferred
their entire request to Legal Services. The agency again requested funds for Social Work Services for FY 06/07, but
this program is not being funded.
Note 2: BEHIV did not request funds for Community Outreach Services for FY 06/07. The entire request was
transferred to the agency’s Mental Health Services Program.
Note 3: The Youth Job Center is not being recommended for funding for FY 06/07.
Approved Adjustments in 2006-2007 Budget
262
CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2005 -2006 2006 2007-
Appropriation Approved
2460 COMMUNITY PURCHASED SERVICES
67010 CHILDCARE NETWORK OF EVANSTON 130,700 132,000
67015 PEER SERVICES 73,800 74,300
67025 DIMESIONS - PEER SERVICES 61,000 60,000
67030 FAMILY FOCUS 42,700 42,700
67040 LGL ASSIST FNDTN OF METRO CHGO 36,000 36,400
67045 Y.O.U.90,400 90,400
67050 COMMUNITY DEFENDER OFFICE 32,000 31,000
67065 HOUSING OPTIONS 23,800 25,800
67070 SHORE COMMUNITY SERVICES 44,000 46,300
67075 TRILOGY INC 6,000 6,000
67090 CHILD CARE CTR OF EVNSTON 18,500 18,500
67105 YOUTH JOB CENTER 8,000
67110 CONNECTIONS FOR THE HOMELESS 27,000 28,000
67125 INFANT WELFARE SOCIETY 80,000 80,000
67130 BETTER EXISTENCE WITH HIV 5,000 5,000
67140 NORTH SHORE SENIOR SERVICES 34,000 37,300
67145 METROPOLITAN FAMILY SERVICES 96,000 96,300
67155 THRESHOLDS 10,000 9,000
67160 CENTER FOR INDEPENDENT FUTURES 10,000 10,000
2460 COMMUNITY PURCHASED SERVICES 828,900 829,000
263
264
City of Evanston
Commission on Aging
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2530 – Commission on Aging 113,218 117,500 115,609 127,500
2535 – Subsidized Taxi Program 240,233 212,400 285,833 252,400
Total Expenditures: $ 353,451 $ 329,900 $ 401,442 $ 379,900
Revenues:
55255 – Community Aging Grant – Advocate 30,775 33,000 31,998 41,600
53640 – Participant Contributions 80,289 68,000 97,779 88,000
Total Revenues: $ 111,064 $ 101,000 $ 129,777 $ 129,600
Notes for Financial Summary
The Subsidized Taxicab Program usage continues to increase, providing increases in revenue as well as cost to the
City. The 2005-06 budget includes an increase in the resident share for subsidized taxi rides of $0.50 per ticket -
making the cost a 50-50 share between the resident and the city. This increases the revenue by $20,000.
The ombudsman program has received additional grant funding from the Illinois Department on Aging and the Illinois
Department of Public Health to cover the cost of a .6 FTE ombudsman, who assists with program activities. Thirty-
four percent of the Commission on Aging budget (2530) is covered by grants from the Illinois Department on Aging
and the Illinois Department of Public Health.
Performance Report on FY 2005-2006 Major Program Objectives
Staff revised program brochures and resource directories and distributed them to City buildings and community
agencies, including the Levy Senior Center, public libraries, senior service agencies, senior housing buildings, long-
term care facilties, and faith-based organizations located in Evanston. In addition, resource directories were provided
to the volunteers of three faith-based senior companion and volunteer organizations, and were distributed during flu
clinics, the Aging Well Conference, and health fairs. A revised brochure containing information on City and
community senior services is accessable through the City website. This past year information on senior services,
including those sponsored by the City, were included in an issue of Highlights.
Staff established and coordinated a regular schedule of meetings with local bank officials, elder-abuse and senior-
service agency staff, and City staff to enhance the identification, reporting and investigation of financial exploitation of
seniors. In addition, staff consulted with long term care facility staff, the Evanston and State Police Departments and
local bank officials to identify and investigate financial exploitation cases in long term care facilities.
Staff initiated the establishment of a complex case review team in conjunction with several community agencies and
City departments. Although coordinated discussions of complex cases have occurred on an as needed basis, the
establishment of a monthly schedule for case discussions was complicated by one agency's concern about
confidentiality of client information.
Staff evaluated the availability of lift equiped vehicles to Subsidized Taxicab Program users. Currently one cab
company has a lift equiped vehicle. This vehicle is not consistently available to program users due to demand. Staff
are discussing ways to increase access to program users and to expand the number of lift equiped vehicles available
through other companies.
2006-2007 Department Initiatives
1. Continue to evaluate program effectiveness and identify areas for improvement – further outreach and program
development
2. Continue to improve driver courtesy and responsiveness in order to better serve taxicab program participants
265
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, advocates on behalf of long-term
care facility residents, and investigates complaints about care. In addition, the commission:
• Trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings
• Provides information, assistance and referral services to callers
• Provides education to the elderly and their families about services for senior citizens
• 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
• Administers a subsidized taxicab program with the City Collector's Office
• Administers a handyman program in conjunction with CEDA's "Neighbors at Work"
FY 2006-2007 Objectives
• Evaluate the impact of the increased number of isolated seniors referred for assistance to program staff, and
establish a framework for the case management of these complex community situations by September 2006
• Establish a council that would work with families of residents living in Evanston long-term care facilties by June
2006
• By May 2006, provide education on the federal and state prescription drug programs and assist eligible seniors
to sign up for available programs
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Callers given information, assistance, or referrals 1,700 1,800 1,800
In-home assessments of at-risk seniors 100 105 105
Long-term care facility residents assisted 1,700 1,700 1,700
Long-term care facility resident complaints handled by
the ombudsman program
119 125 125
Handyman visits 145 145 146
Approved Adjustments in 2006-2007 Budget
266
CITY OF EVANSTON
COMMISSION ON AGING
2530
2005 -2006 2006 2007-
Appropriation Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 80,500 84,000
61050 PERMANENT PART-TIME 15,600 18,600
61510 HEALTH INSURANCE 11,300 13,900
61615 LIFE INSURANCE 100 200
61625 AUTO ALLOWANCE 1,200 1,200
62275 POSTAGE CHARGEBACKS 2,100 2,100
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,200 3,000
62605 OTHER CHARGES 400 400
64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,400
65010 BOOKS, PUBLICATIONS, MAPS 400 300
65025 FOOD 500 500
65095 OFFICE SUPPLIES 400 500
2530 COMMISSION ON AGING 117,500 127,500
267
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 mobility impairments. The program may be used anywhere in Evanston,
with any Evanston cab company, 24 hours per day, 7 days per week. The coupons are returned by the taxi
companies to the City for reimbursement. Coupons may be purchased by program participants for $2.00, and are
available at the Evanston City Collector's Office, the Levy Senior Center, and the United Way. The program is jointly
administered by the Commission on Aging and the City Collector's Office.
FY 2006-2007 Objectives
• Evaluate the need to increase the price of taxicab coupons, including consideration of the amount reimbursed to
taxi drivers, the amount charged to program users, and the cost assumed by the City of Evanston, based on the
increased cost of gasoline.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Total persons registered 1,750 1,821 1,894
New registrations in fiscal year 190 246 260
Average number of trips per day 137 148 158
Number of coupons sold 40,144 44,169 48,586
Number of coupons redeemed 49,884 54,020 58,499
Approved Adjustments in 2006-2007 Budget
268
CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2005 -2006 2006 2007-
Appropriation Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 1,600 1,600
62275 POSTAGE CHARGEBACKS 800 800
62695 COUPON PMTS-CAB SUBSIDY 210,000 250,000
2535 SUBSIDIZED TAXICAB PROGRM 212,400 252,400
269
City of Evanston
Public Works
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Director of Public Works
Full-time Regular Director, Public Works 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
Full-time Regular Management Analyst ( Split with 2665 ) 0.50
2605 Total 2.50
Municipal Service Center
Part-time Regular Custodian I ( 2 @ .5 FTE ) 1.00
2610 Total 1.00
EDOT Administration
Full-time Regular Dir of Transportation/City Eng 1.00
Full-time Regular Executive Secretary (non-dept. Head) 1.00
2620 Total 2.00
City Engineer
Full-time Regular Senior Engineer 1.00
Full-time Regular Engineering Associate II ( 3 @ 1 FTE ) 3.00
Full-time Regular Civil Engineer III ( Split with 7400 )* 0.00
Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00
Full-time Regular Civil Engineer I 1.00
2625 Total 8.00
Traffic Engineering
Full-time Regular Traffic Engineering Technician (Split with 7005)* 0.50
Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00
Full-time Regular Civil Engineer II 1.00
2630 Total 3.50
Traffic Signs
Full-time Regular Traffic Sign Repair Worker ( 3 @ 1 FTE ) 3.00
2635 Total 3.00
Signals & Streetlights
Full-time Regular Traffic Electrician Leader 1.00
Full-time Regular Traffic Electrician ( 4 @ 1 FTE ) 4.00
2640 Total 5.00
Public Works
Three Year Fiscal History
$11,902,800
$12,674,700$12,084,910
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
14.77%
270
City of Evanston
Public Works
Employee Status
Description Job Type Description
2006-2007
Position FTE
Enforcement & Tickets
Full-time Regular Parking Enforcement Supervisor 1.00
Full-time Regular Parking Operations Clerk 1.00
Full-time Regular Parking Enforcement Officer ( 13 @ 1 FTE ) 13.00
Full-time Regular Parking Enforcement Coord ( 2 @ 1 FTE ) 2.00
2645 Total 17.00
Streets & Sanitation Administration
Full-time Regular Superintendent, Streets/San 1.00
Full-time Regular Public Works Supervisor ( 3 @ 1 FTE ) 3.00
Full-time Regular Streets/San Admin Assistant 1.00
Full-time Regular Management Analyst ( Split with 2605) 0.50
2665 Total 5.50
Street & Alley Maintenance
Full-time Regular Public Works Crew Leader ( 2 @ 1 FTE ) 2.00
Full-time Regular Public Works Maint Wrkr II ( 2 @ 1 FTE ) 2.00
Full-time Regular Equipment Operator III ( 3 @ 1 FTE ) 3.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00
Full-time Regular Equipment Operator I 1.00
2670 Total 13.00
Street Cleaning
Full-time Regular Public Works Maint Wrkr II ( 3 @ 1 FTE ) 4.00
Full-time Regular Equipment Operator III 1.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 3.00
2675 Total 8.00
Refuse Collection and Disposal
Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 15.00
Part-time Regular Recycling Attendant 0.75
2685 Total 15.75
Yard Waste Services
Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00
2695 Total 6.00
Public Works Total 90.25
271
272
City of Evanston
Public Works Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2605 – Director of Public Works 200,689 195,400 199,800 238,800
2610 – Municipal Service Center 250,568 212,400 336,526 290,500
Total Expenditures: $ 451,257 $ 407,800 $ 536,326 $ 529,300
Notes for Financial Summary
Performance Report on FY 2005-2006 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
continuing fleet-replacement program purchased three new garbage trucks. The Asbury bridge replacement over the
CTA yellow line was started with completion anticipated by spring 2006. The "prototype block" of the Chicago
Avenue Streetscape was completed; planning and design started on the remainder of this project. 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.
2006-2007 Department Initiatives
• Evaluate the current recycling program and consider changing the size and collection technique of the bins,
with the goal being an increase in the amount of diversion from the refuse stream
• Evaluate the location of the salt dome and plan for its replacement
• Investigate the amount of un-permitted street work and decrease it by identifying and fining the violators
• Begin a benchmarking effort in Streets and Sanitation to record the current activity measures which will
allow us to improve the effectiveness and efficiency of our service delivery
273
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, Fleet Services, Water and Sewer Utilities, and Municipal Service Center operations. FY 2006-2007 Objectives
• To double the amount of street resurfacing (contingent upon funding approval)
• To investigate the feasibility of adjusting vehicle life based on actual downtime and service cost
• To investigate the feasibility of increasing the size of recycling containers
• To develop a five-year plan for the Municipal Service Center Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Flood and pollution-control meetings 6 6 6 Meetings/hearings of Board of Local Improvements 29 21 22 Parking Committee meetings 11 10 11 Supervisor training sessions 10 4 4
Approved Adjustments in 2006-2007 Budget
274
CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2005 -2006 2006 2007-
Appropriation Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 176,200 206,500
61510 HEALTH INSURANCE 15,000 23,300
61615 LIFE INSURANCE 500 300
61625 AUTO ALLOWANCE 4,800
61630 SHOE ALLOWANCE 200
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 1,000 1,000
2605 DIRECTOR OF PUBLIC WORKS 195,400 238,800
275
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 2006-2007 Objectives
• Continue to upgrade all internal lighting fixtures and electrical components in buildings A, B & C to provide better quality of light, longer life for the fluorescent tubes, and be more energy efficient
• Complete exterior painting of the entire facility by September 2006
• Complete replacement of all exterior doors with fiberglass and replace existing locking mechanisms with no key technology by September 2006
• Replace severely corroded steel gates and decorative fencing by September 2006
• Utilize fleet software inventory program for the first floor warehouse stored material Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Conduct annual truck bay cleanup by all user departments 1 1 1 Cordinate 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 2006-2007 Budget
276
CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2005 -2006 2006 2007-
Appropriation Approved
2610 MUNICIPAL SERVICE CENTER
61050 PERMANENT PART-TIME 41,300 46,000
61110 OVERTIME PAY 300
61630 SHOE ALLOWANCE 400 300
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 5,600 6,100
62355 LAUNDRY/OTHER CLEANING 1,600
62375 RENTALS 7,000 6,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 4,000
62425 ELEVATOR CONTRACT COSTS 4,800 4,800
62430 CUSTODIAL CONTRACT SERVICES 20,000 21,000
62440 OVERHEAD DOOR CONTRACT COSTS 20,000 21,000
62446 ROOF REPAIR CONTRACTUAL SVCS 2,000 1,000
62518 SECURITY/ALARM CONTRACTS 3,000 3,000
64005 ELECTRICITY 3,000 2,500
64015 NATURAL GAS 90,000 90,000
64505 TELECOMMUNICATIONS - CARRIER L 700
64540 TELECOMMUNICATIONS - WIRELESS 700 700
65005 AGRI/BOTANICAL SUPPLIES 5,000 2,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 35,000 36,000
65040 JANITORIAL SUPPLIES 10,000 10,000
65050 BLDG MAINTENANCE MATERIAL 15,000 15,000
65085 MINOR EQUIPMENT & TOOLS 1,000 2,000
65090 SAFETY EQUIPMENT 10,000 5,000
65095 OFFICE SUPPLIES 500 600
65515 OTHER IMPROVEMENTS 7,000 7,000
65625 FURNITURES & FIXTURES 5,500
65650 VISUAL MEDIA COLLECTION 500 600
2610 MUNICIPAL SERVICE CENTER 299,300 290,500
277
278
City of Evanston
Division of Transportation
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2620 – E.D.O.T. Administration 114,251 178,200 149,681 178,400
2625 – Engineering 742,062 645,400 669,494 678,300
2630 – Traffic Engineering 350,830 288,200 335,755 363,300
2635 – Traffic Signs 297,823 269,300 266,140 284,700
2640 – Signals & Streetlights 751,877 720,500 655,192 739,500
2645 – Enforcement & Tickets 1,169,131 1,093,500 1,059,126 1,305,400
2650 – School Crossing Guards 289,032 293,400 282,825 295,600
Total Expenditures: $ 3,715,006 $ 3,488,500 $ 3,418,213 $ 3,845,200
Revenues:
52010 – Vehicle Licenses 2,219,131 2,100,000 2,128,710 2,200,000
52530 – Boot Release Fee 114,250 121,500 91,825 115,000
52505 – Parking Ticket Fines 3,146,566 3,640,000 2,843,212 3,790,000
52131 – Visitor Parking Permits 14,107 18,000 13,608 14,000
52130 – Resident Parking Permits 123,345 116,000 118,141 120,000
56175 – Ryan Field Parking Permits 11,560 12,000 13,020 12,000
Total Revenues: $ 5,628,959 $ 6,007,500 $ 5,208,516 $ 6,251,000
Notes for Financial Summary
Revenue for parking tickets underperformed in 2005-06 due to the construction of the Sherman Avenue development,
which upset street parking and required more leniency in the distribution of parking fines.
Performance Report on FY 2005-2006 Major Program Objectives
The Division of Transportation has completed the following projects in the FY2005-06 fiscal year:
STREET INFRASTRUCTURE AND ADA COMPLIANCE
• Engineering and construction of the expanded alley-paving projects with 15 alleys constructed in 2005
• Annual street resurfacing projects with 22 resurfacing projects completed
• Installation of all traffic calming devices approved by City Council through July 2005
• All 50/50 sidewalk project requests
• 1,160 feet of curb and 9,700 sq. ft. of sidewalk under the CBDG Block Curb and Sidewalk programs
• 47 ADA ramps including 960 ft. of curb and 8,870 sq. ft. of sidewalk under ADA Ramp program
• Advertisement for construction of the McCormick Boulevard Reconstruction project
TRAFFIC SIGNAL AND INTERSECTION UPGRADES
• Construction of Dodge Avenue/Church Street intersection signal upgrade
• Design of traffic signals at Ashland/Central and Asbury/Central
• Pavement markings inventory for citywide pavement markings program
• Prequlification of Traffic Signal Studies consultants to address operational issues Citywide
PARKING SYSTEMS IMPROVEMENTS
• Purchase and installation of approx. 900 new parking meters to accommodate the onstreet meter rate
increase
• RFP issued for coordinated management contract of Evanston parking facilities
279
City of Evanston
Division of Transportation
OTHER CITYWIDE PROJECTS
• Construction of Asbury Avenue Bridge - bridge approaches to be completed spring 06
• Coordinated/Authorized traffic control and project phasing for CTA Main Street Viaduct project
• Roadway surface inventory to feed 5-year Street Resurfacing program
• Initiation of Skokie Swift North Shore travel market analysis
• Initiated design of Chicago Avenue signal system upgrade project
• Construction of Chicago Avenue Streetscape prototype block and Des/Const. of Chicago/Main Streetscape
• Completed design of Chicago Avenue Streetscape
2006-2007 Department Initiatives
• Completion of 5-year Street Resurfacing Program (2007 to 2011)
• Completion of 5-year Traffic Signal Upgrade Plan (2007 to 2011)
• Completion of 5-year Capital Plan for Downtown Parking Garages (2007 to 2011)
• Completion of Skokie Swift North Shore Travel Market Analysis
• Completion of McCormick Boulevard Project
• Completion of Ridge Avenue Traffic Signal System Upgrade
• Completion of Sheridan Road and Ridge Avenue Jurisdictional Transfer
• Implementation of Evanston Bike Plan (CMAQ Funded Portion)
• Coordinated Management Contract for Evanston Parking Facilities
• Construction of Streetscape segments of the Chicago Ave. Streetscape in conjunction with planned
developments (Autobarn/Mazda and 801Chicago)
• Completion of design of Chicago Avenue Signal System upgrade
• Implementation of an emergency street width policy Citywide
• Upgrade of Church Street self-park revenue control equipment
• Develop agreement with CTA for use/improvement to Foster and University Place parking lots
280
City of Evanston
Division of Transportation
• Application for federal transportation funding to support and expand the street resurfacing program
• Develop Manual for Site Development permitting process to include review, submission and inspection
guidelines
281
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 work in the following 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 Evanston Division of Transportation Administration includes the Director of Transportation and an executive secretary. FY 2006-2007 Objectives
• Construct the Ridge Avenue Signal CMAQ Project
• Design and bid the Ridge Avenue Roadway Rehabilitation Project (for 2007 construction)
• Complete the jurisdictional transfer of a section of Sheridan Road
• Construct the McCormick Boulevard Roadway Improvement plan
• Complete Phase II design of the Chicago Avenue Streetscape
• Complete Phase II design of Chicago Avenue Signal Upgrade and Coordination Project
• Continue implementation of the Chicago Ave. Streetscape - eastern side - Kedzie to Main and Lee to Greenleaf
• Implement new 5-Year pavement management system (2007 - 2011)
• Develop 5-Year traffic signals upgrade plan (2007 - 2011)
• Complete the Skokie Swift North Shore Corridor travel market analysis
• Secure funding for plan to coordinate transit services along Central Street
• Complete the 5-Year plan for parking facilities structural improvements
• Implement multi-space parking meters at select locations
• Secure single point management agreement for operation of Evanston parking garages
• Complete Evanston Bike System Plan by 2006
• Continue Tallmadge streetlight upgrade program
• Continue Improvement to Engineering plan review and permitting guidelines document Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Board of Local Improvements meetings and hearings 24 22 24 Parking committee meetings 11 9 10 Northwest Municipal Conference Technical Comm. Mtg. 6 6 6 Neighborhood transportation safety meetings 8 10 10
Approved Adjustments in 2006-2007 Budget
282
CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2005 -2006 2006 2007-
Appropriation Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 160,200 154,600
61510 HEALTH INSURANCE 14,000 18,600
61615 LIFE INSURANCE 400 200
61625 AUTO ALLOWANCE 1,200
61630 SHOE ALLOWANCE 200
64540 TELECOMMUNICATIONS - WIRELESS 3,600 3,600
2620 E.D.O.T. ADMINISTRATION 178,200 178,400
283
City of Evanston
Division of Transportation
2625 – Engineering
Description of Major Activities The Engineering section administers and supervises:
• The field construction of all Motor Fuel Tax, General Obligation Bond funds, Community Development block grant and special assessment construction projects
• Provides 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
• Attends meetings with technical personnel from other communities on behalf of the City. This section investigates and coordinates various funding sources to improve the City infrastructure. 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 2006-2007 Objectives
• Spot sewer repair and sewer replacement project
• Street resurfacing program
• 50/50 sidewalk program
• Block curb & sidewalk program
• Watermain replacement project with street resurfacing
• Special Assessment Alley paving program
• Alley and Street Vacations, Dedications and Easements
• ADA ramps program
• McCormick Boulevard - Complete construction
• Main & Lee Street - Complete watermain installation project
• Complete an isolated signal upgrade project (TBD)
• Complete cul-de-sac construction identified through neighborhood traffic calming program
• Complete bi-annual bridge inspections Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Plans and specifications ready to bid for various projects by May 2005 (Streets, Curb, Sidewalk, Sewer Repair and Watermain Projects) - Percentage.
100 100 100
Construction Progress of Various Projects by October in Percentage 90 90 90
Special Assessment Alley Paving Projects (# of alleys) 9 17 10
Approved Adjustments in 2006-2007 Budget
284
CITY OF EVANSTON
ENGINEERING
2625
2005 -2006 2006 2007-
Appropriation Approved
2625 ENGINEERING
61010 REGULAR PAY 468,700 495,900
61055 TEMPORARY EMPLOYEES 5,000 4,100
61110 OVERTIME PAY 25,000 20,000
61510 HEALTH INSURANCE 60,600 74,400
61615 LIFE INSURANCE 700 800
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,400 1,100
62210 PRINTING 400 800
62215 PHOTOGRAPHERS/BLUEPRINTS 400
62235 OFFICE EQUIPMENT MAINT 1,400 1,400
62245 OTHER EQMT MAINTENANCE 400 400
62275 POSTAGE CHARGEBACKS 400 400
62280 OVERNIGHT MAIL CHARGES 200 400
62295 TRAINING & TRAVEL 2,000 3,000
62305 RENTAL OF AUTO-FLEET SER 41,000 44,800
62310 CITY WIDE TRAINING 4,000
62360 MEMBERSHIP DUES 800 1,000
62380 COPY MACHINE CHARGES 2,500 2,500
64540 TELECOMMUNICATIONS - WIRELESS 9,000 9,000
64545 PERSONAL COMPUTER SOFTWARE 15,000 12,000
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65085 MINOR EQUIPMENT & TOOLS 900 700
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 900 900
65555 PERSONAL COMPUTER EQUIPMENT 800 800
2625 ENGINEERING 645,400 678,300
285
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 and 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 2006-2007 Objectives
• Neighborhood Traffic Calming Program - To construct all traffic calming devices approved by the City Council through July of 2006 by October of 2006
• Continue maintaining accident data on the new Accident Information Management software program.
• Continue Traffic Count program
• Continue administration of Obstruction Permit process
• Central St./Gross Point Rd./Crawford Ave. signals and lights - Complete the signal and street upgrade upon timely approval by IDOT
• Central St./Girard Ave. and Central St./Ridge Ave. signals - Complete the signal upgrade pending IDOT and State Historic Preservation approval of decorative mast arms Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Aldermanic requests received and answered 100 120 120 Service requests received and answered 1,800 1,800 1,800 Development plans reviewed 275 275 275 Obstruction permit review and site visits 700 700 700 Traffic counts made 550 550 550 Traffic studies 275 275 275
Approved Adjustments in 2006-2007 Budget
286
CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2005 -2006 2006 2007-
Appropriation Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 209,100 278,500
61055 TEMPORARY EMPLOYEES 2,000 2,100
61110 OVERTIME PAY 10,000 5,000
61510 HEALTH INSURANCE 22,500 32,600
61615 LIFE INSURANCE 400 300
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500 500
62210 PRINTING 8,600 8,600
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 300 300
62275 POSTAGE CHARGEBACKS 3,600 3,000
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 12,600 13,800
62360 MEMBERSHIP DUES 800 900
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
65105 PHOTO/DRAFTING SUPPLIE 100
2630 TRAFFIC ENGINEERING 288,200 363,300
287
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, to
large events, such as Northwestern football games and the City's 4th of July festivities.
FY 2006-2007 Objectives
• To continue sign fabrication, installation, maintenance, and removal as needed
• To continue implementing a multi-year Citywide pavement-marking plan
• To continue to supply traffic control for special events
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Signs removed 1,000 1,249 1,000
Signs repaired/replaced 1,540 1,462 1,600
Signs fabricated 2,000 3,216 2,000
New signs installed 1,665 1,748 1,500
Special events coordinated 800 797 800
Linear feet of pavement marking applied 30,000 23,808 35,000
Crosswalks, legends, arrows 430 756 600
Parking stalls marked 52 232 300
Approved Adjustments in 2006-2007 Budget
288
CITY OF EVANSTON
TRAFFIC SIGNS
2635
2005 -2006 2006 2007-
Appropriation Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 151,300 159,200
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 23,000 27,900
61615 LIFE INSURANCE 200 300
61630 SHOE ALLOWANCE 400 400
62245 OTHER EQMT MAINTENANCE 400 200
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 34,100 37,200
65085 MINOR EQUIPMENT & TOOLS 1,600 1,200
65115 TRAFFIC CONTROL SUPPLI 48,000 48,000
2635 TRAFFIC SIGNS 269,300 284,700
289
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 and repairs and replaces all
components of the signals and street light systems. Over 100 signals and over 6000 street lights are maintained. A
major portion of the work is related to the JULIE system (Joint Utility Location Information for Excavators), which
requires that we mark the location of underground cables for both the signal and street light systems for all
excavations in the right-of-way. In the street light area, bulbs and ballasts are changed, knockdowns are repaired,
and power centers are maintained.
FY 2006-2007 Objectives
• Paint and maintain street lights as required
• Maintain traffic signals as required
• Upgrade Tallmadge street lights with new QL lighting units
• Locate underground cable through the JULIE marking system
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Controllers serviced 20 19 18
Arterial timings checked 12 12 12
Street lights upgraded 975 1,147 1,500
Street light bulbs replaced 500 501 400
Street light repairs made 750 223 650
Signal bulbs replaced 1,161 949 900
Signal repairs made 453 442 500
Approved Adjustments in 2006-2007 Budget
290
CITY OF EVANSTON
TRAF. SIG. & ST. LIGHT. MAINT
2640
2005 -2006 2006 2007-
Appropriation Approved
2640 TRAF. SIG. & ST. LIGHT. MAINT
61010 REGULAR PAY 275,800 280,400
61110 OVERTIME PAY 30,000 30,000
61510 HEALTH INSURANCE 37,500 46,500
61615 LIFE INSURANCE 300 500
61630 SHOE ALLOWANCE 700 700
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 57,100 62,300
64006 STREET LIGHT ELECTRICITY 178,000 178,000
64007 TRAFFIC LIGHT ELECTRICITY 85,000 85,000
64008 FESTIVAL LIGHTING 10,000 10,000
65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
2640 TRAF. SIG. & ST. LIGHT. MAINT 720,500 739,500
291
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 2006-2007 Objectives
• Implement new ticket-writing equipment and software by 12/31/06. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Parking tickets issued 137,716 130,000 135,000 Vehicles Booted 1,020 1,000 1,000
Approved Adjustments in 2006-2007 Budget
292
CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2005 -2006 2006 2007-
Appropriation Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 721,400 849,400
61110 OVERTIME PAY 25,300 35,000
61510 HEALTH INSURANCE 91,600 158,100
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,700 1,700
62185 OTHER CONSULTING SERVICES 6,500 6,800
62245 OTHER EQMT MAINTENANCE 24,500 24,500
62295 TRAINING & TRAVEL 1,500 1,500
62305 RENTAL OF AUTO-FLEET SER 90,000 98,200
62360 MEMBERSHIP DUES 300 300
62451 TOWING AND BOOTING CONTRACTS 80,000 80,000
64005 ELECTRICITY 1,500 1,500
64540 TELECOMMUNICATIONS - WIRELESS 10,200 11,900
65020 CLOTHING 6,600 6,600
65045 LICENSING/REGULATORY SUPP 25,200 25,200
65095 OFFICE SUPPLIES 1,100 1,100
65625 FURNITURES & FIXTURES 5,000 2,500
2645 PARKING ENFORCEMENT & TICKETS 1,093,500 1,305,400
293
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 seasonal. FY 2006-2007 Objectives
• Initiate a contract with a traffic and safety engineer by August 31, 2006, to evaluate vehicular and pedestrian approaches to schools and develop short-range and long-range recommendations to improve safety for children walking to and from schools. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Intersections Staffed 39 39 39
Approved Adjustments in 2006-2007 Budget
294
CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2005 -2006 2006 2007-
Appropriation Approved
2650 SCHOOL CROSSING GUARDS
61060 SEASONAL EMPLOYEES 291,400 293,600
65090 SAFETY EQUIPMENT 2,000 2,000
2650 SCHOOL CROSSING GUARDS 293,400 295,600
295
296
City of Evanston
Streets & Sanitation Division
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2665 – Administration 488,693 528,700 527,998 535,900
2670 – Street & Alley Maint. 1,610,781 1,514,400 1,674,985 1,640,200
2675 – Street Cleaning 823,301 852,400 676,968 897,100
2680 – Ice & Snow Removal 578,752 554,900 373,928 560,100
2685 – Refuse Col. & Disposal 2,912,925 3,087,700 3,148,279 3,251,100
2690 – Residential Recycling 836,989 817,100 824,344 825,100
2695 – Yard Waste Services 667,251 564,400 524,390 590,700
Total Expenditures: $ 7,918,692 $ 7,919,600 $ 7,750,892 $ 8,300,200
Revenues:
53605 – Residential Recycling Surcharge 641,938 628,000 600,052 828,000
53615 – Special Pickup Fees 67,163 50,000 58,239 50,000
53650 – State Highway Maintenance 133,109 90,000 94,099 130,000
Total Revenues: $ 842,210 $ 768,000 $ 752,390 $ 1,008,000
Notes for Financial Summary
Revenue for the residential recycling surcharge is proposed at a $200,000 increase – the result of an increase in the
recycling charge which will cover the actual cost of providing recycling pickup in the city.
Performance Report on FY 2005-2006 Major Program Objectives
Five more alleys were blacktopped as part of an experimental program focused on improving alley surface conditions
at a lower cost. The alleys already completed in this program continue to hold up well. A 40-ton-per-hour snow
melter was used in the winter of 2004-05, and a 60-ton-per-hour unit was purchased for use in upcoming winters. A
request for proposals was issued for condominium garbage collection, with implementation of the new contract
expected in early 2006. Conversion of unpaved alleys to recycled asphalt continued, which improves the surface
conditions and reduces maintenance requirements.
2006-2007 Department Initiatives
• Begin a benchmarking effort in Streets and Sanitation to record the current activity measures which will
allow us to improve the effectiveness and efficiency of our service delivery
• Evaluate the current recycling program and consider changing the size and collection technique of the bins,
with the goal being an increase in the amount of diversion from the refuse stream
297
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 2006-2007 Objectives
• To hire a second full time office worker to increase level of customer service; position is split Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 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 2006-2007 Budget
298
CITY OF EVANSTON
STREETS AND SANITATION ADMINIS
2665
2005 -2006 2006 2007-
Appropriation Approved
2665 STREETS AND SANITATION ADMINIS
61010 REGULAR PAY 417,200 401,200
61060 SEASONAL EMPLOYEES 1,400
61110 OVERTIME PAY 2,800 10,000
61510 HEALTH INSURANCE 37,500 51,100
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 700 700
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 39,000 42,600
62360 MEMBERSHIP DUES 200 400
64540 TELECOMMUNICATIONS - WIRELESS 27,600 27,600
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 500 500
65625 FURNITURES & FIXTURES 500 500
2665 STREETS AND SANITATION ADMINIS 528,700 535,900
299
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, less 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. 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 2006-2007 Objectives
• Continued success with black topping alleys has convinced the division it is the best way to serve the public and maintain the cost of alley maintenance
• Concerns of creating a heat island and drainage issues point to the weaknesses in this approach; however, the long term cost and the frequency of maintenance are strengths not to be ignored
• It may be the time to have a serious discussion about the black topping of unpaved alleys as an alternative to the current practices Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Cubic yards of concrete used for repairs 556 300 300 Number of repaired utility openings 300 300 300 Tons of asphalt used for repair 1,943 2,000 2,000 Tons of leaves collected 965 1,000 1,000 Cubic yards of compost available by May 1,500 1,500 1,500
Approved Adjustments in 2006-2007 Budget
300
CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2005 -2006 2006 2007-
Appropriation Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 699,100 735,800
61060 SEASONAL EMPLOYEES 29,800 34,500
61110 OVERTIME PAY 60,300 60,300
61510 HEALTH INSURANCE 129,200 120,900
61615 LIFE INSURANCE 1,000 1,400
61630 SHOE ALLOWANCE 1,700 1,700
62226 COMPOST RELATED SERVICE 36,000 36,000
62295 TRAINING & TRAVEL 1,600 1,600
62305 RENTAL OF AUTO-FLEET SER 489,000 533,800
65020 CLOTHING 800 800
65055 MATER. TO MAINT. IMP.54,000 102,100
65085 MINOR EQUIPMENT & TOOLS 6,300 6,300
65090 SAFETY EQUIPMENT 1,000 1,000
65625 FURNITURES & FIXTURES 4,600 4,000
2670 STREET AND ALLEY MAINTENANCE 1,514,400 1,640,200
301
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 are cleaned four 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 2006-2007 Objectives
• It may be appropriate to reconsider the type of sweeper used by the division, as it may be more cost effective over time to adopt another style of sweeper. For example, the Pelican (Elgin) is being challenged by the advances in other design styles Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of street sweepings on regular streets 18 18 18 Number of street sweepings on posted streets 9 9 9 Number of weeks streets are in business districts 45 45 45 Tons of debris collected by sweeping 1,400 1,400 1,400
Approved Adjustments in 2006-2007 Budget
302
CITY OF EVANSTON
STREET CLEANING
2675
2005 -2006 2006 2007-
Appropriation Approved
2675 STREET CLEANING
61010 REGULAR PAY 352,800 358,100
61060 SEASONAL EMPLOYEES 65,300 67,700
61110 OVERTIME PAY 31,000 31,000
61510 HEALTH INSURANCE 54,000 74,400
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 900 900
62295 TRAINING & TRAVEL 900 900
62305 RENTAL OF AUTO-FLEET SER 269,400 294,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 73,100 65,000
65020 CLOTHING 700 700
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 900 900
65625 FURNITURES & FIXTURES 2,000 2,000
2675 STREET CLEANING 852,400 897,100
303
City of Evanston
Streets and Sanitation
2680 – Ice and Snow Removal
Description of Major Activities Salt is spread on streets to prevent any accumulation of ice or minor amounts of snow. Streets are plowed to remove accumulations of snow of more than two inches in order to provide safe travel. Personnel involved in ice and snow control operations are budgeted in other Street Section program elements, other Public Works divisions, and other departments. The City's snow removal goals are as follows:
• To clear snow routes within twelve hours
• To clear one lane of residential streets within twenty-four hours
• To clear the other lane of residential streets within forty-eight hours
• To remove snow from all municipal parking lots within five days after the initial snowfall FY 2006-2007 Objectives
• Evaluate performance of recently purchased 60 ton-per-hour Snow Melter Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of snow emergency days 4 2 4 Number of snow route parking bans 4 2 4 Salt operation 2" or less (days) 16 10 16 Tons of salt used 5,000 4,600 5,000 Night snow removal operations 6 2 6
Approved Adjustments in 2006-2007 Budget
304
CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2005 -2006 2006 2007-
Appropriation Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 250,800 250,800
62305 RENTAL OF AUTO-FLEET SER 56,400 61,600
62451 TOWING AND BOOTING CONTRACTS 70,800 70,800
65015 CHEMICALS 175,000 175,000
65025 FOOD 200 200
65055 MATER. TO MAINT. IMP.500 500
65085 MINOR EQUIPMENT & TOOLS 1,200 1,200
2680 SNOW AND ICE CONTROL 554,900 560,100
305
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 2006-2007 Objectives
• To explore a way to match the number of clean up dumpsters requested to the funds allocated (the figures in number of neighborhood clean-ups are the number of dumpsters ordered for each fiscal year) Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Units served by municipal crews 14,544 14,544 14,544 Number of neighborhood clean ups 291 375 375 Units served by contractual agreements 4,700 4,839 5200 Collection of bulk items within one week of request (1= 100%) 100 100 100
Materials collected per month (tons) 1,765 1,500 1,500 Amount of material collected annually (tons) 21,177 18,000 18,000
Approved Adjustments in 2006-2007 Budget
306
CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2005 -2006 2006 2007-
Appropriation Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 767,600 756,900
61050 PERMANENT PART-TIME 13,400 18,000
61060 SEASONAL EMPLOYEES 30,000 33,900
61110 OVERTIME PAY 75,100 75,100
61510 HEALTH INSURANCE 122,300 139,500
61615 LIFE INSURANCE 1,000 1,500
61630 SHOE ALLOWANCE 2,000 2,000
62210 PRINTING 300 300
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 1,700 1,700
62305 RENTAL OF AUTO-FLEET SER 481,600 525,700
62390 CONDOMINIUM REFUSE COLL 430,000 464,900
62405 SWANCC DISPOSAL FEES 891,100 891,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 60,000 109,300
65015 CHEMICALS 1,400 1,400
65020 CLOTHING 1,500 1,500
65055 MATER. TO MAINT. IMP.700 700
65085 MINOR EQUIPMENT & TOOLS 800 800
65090 SAFETY EQUIPMENT 1,200 1,200
65625 FURNITURES & FIXTURES 47,000 66,600
68310 DEBT SERVC OTHER AGENCIES 158,800 158,800
2685 REFUSE COLLECT & DISPOSAL 3,087,700 3,251,100
307
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 (15,544) are serviced by a private contractor (Groot Recycling & Waste Services). Employees providing this service are budgeted in the Refuse Collection and Disposal element. FY 2006-2007 Objectives
• Does not apply, service provided through a contract with Groot Recycling & Waste, Inc. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Does not apply 0 0 0 Approved Adjustments in 2006-2007 Budget
308
CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2005 -2006 2006 2007-
Appropriation Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACTUAL COS 631,900 631,900
64005 ELECTRICITY 4,700 4,700
64015 NATURAL GAS 2,000 10,000
65125 OTHER COMMODITIES 3,500 3,500
68305 DEBT SERVICE 175,000 175,000
2690 RESIDENTIAL RECYCLING COL 817,100 825,100
309
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. The division also operates a weekend drop off at 2222 Oakton Street that is open an additional week in December. FY 2006-2007 Objectives
• Because contamination is now a problem for the SWANNC transfer station, it may be necessary to review our collection procedures to insure a cleaner product Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Tons of waste collected from April 1 - October 2,629 3,000 3,000 Tons of waste collected from mid-October to November 30 961 1,000 1,000
Approved Adjustments in 2006-2007 Budget
310
CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2005 -2006 2006 2007-
Appropriation Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 280,600 285,600
61060 SEASONAL EMPLOYEES 59,800 67,700
61110 OVERTIME PAY 11,200 11,200
61510 HEALTH INSURANCE 45,800 55,800
61615 LIFE INSURANCE 400 600
61630 SHOE ALLOWANCE 800 800
62210 PRINTING 100 100
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 35,100 38,300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000
2695 YARD WASTE COLLECTION 564,400 590,700
311
City of Evanston
Human Relations
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Human Relations Administration
Full-time Regular Director, Human Relations 1.00
Full-time Regular Human Relations Specialist 1.00
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2710 ) 0.67
2705 Total 2.67
Housing Advocacy
Full-time Regular Human Relations Specialist* 0.50
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33
2710 Total 0.83
Human Relations Total 3.50
Human Relations
Three Year Fiscal History
$598,000 $591,600
$477,982
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
0.69%
312
City of Evanston
Human Relations Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2705 – Human Relations Commission 211,141 233,200 256,238 247,300
2710 – Housing Advocacy 70,960 95,100 52,305 67,900
2715 – Summer Youth Empl. Prog. 195,880 269,700 235,135 276,400
Total Expenditures: $ 477,981 $ 598,000 $ 543,678 $ 591,600
Notes for Financial Summary
The FY 2007 budget represents a change in staffing for the Human Relations Commission. The Human Relations
Specialist Position in this business unit has been reduced to a part-time position - resulting in a reduction of 0.5 FTE
in this department. Funding may be provided as part of the Summer Youth Employment Program.
Performance Report on FY 2005-2006 Major Program Objectives
The executive director has returned, but one of two human relations specialist positions is vacant and has been for 7
months. Coupled with unanticipated expectations, a prioritization of objectives may not be addressed, are
incomplete, or have been replaced by other objectives, this fiscal year.
An Equal Employment Opportunity Plan for the organization is in the process of being developed, as required by
federal statutes. This serves to evaluate the utilization of women and minorities in each department by job
classification, to proportionately represent our recruitment area and community.
Given the diversity of our community and work force, we introduced a diversity training program to the City's
administraive/management/supervisory personnel. The program was well received.
The Summer Yout h Employment Program was a success with 107 teens hired by the City and 53 hired by the
private or public sector, some of whom participated in the 50/50 component. This year a team created a Public
Service Announcement (PSA) regarding security deposits. This PSA will be aired on ECMC and posted on the City's
website as an educational tool.
An amendment to the Residential Landlord and Tenant Ordinance allowing enforcement will be reintroduced,
requiring landlords and/or tenants be cited for violating conditions of the ordinance and adjudicated internally.
It was determined that the ordinance creating the Human Relations Commission predated civil rights laws, e.g., Title
VII. The current ordinance was believed to be dated, not necessarily addressing prevalent issues and concerns. We
seek to create a document that ensures the rights of all and promotes acceptance, celebrating our diversity.
2006-2007 Department Initiatives
1. Given the positive outcome of the diversity training that was provided to administrative, mangerial, and
supervisory personnel, along with the suggestions/recommendations from those who participated, our
objective will be to ensure that all 800+ employees receive diversity training.
2. The knowledge and skill base that will be learned will have a positive impact relative to interactions with
customers/clients and co-workers.
313
City of Evanston
Human Relations
2705 – 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 department 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. Department staff
investigates and prepares responses to allegations of employment discrimination filed through the Illinois Department
of Human Rights and/or the U. S. Equal Employment Opportunity Commission against the City by employees, or
those attempting to become employees, and advises the City Manager on appropriate courses of action. Moreover,
the commission monitors the workforce to ensure appropriate levels of minority and female representation,
administers the City's sexual harassment program and investigates charges of sexual harassment, and serves as a
resource to City employees on a wide range of issues.
FY 2006-2007 Objectives
• Provide diversity training for all 800+ employees by February 2007
• Provide sexual harassment training for all departments by February 2007
• Provide Equal Employment Opportunity plan training for all employees by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Mediations conducted 20 45 45
Training programs conducted, (sexual harassment, hate
crimes, diversity, etc.)
5 25 40
Civil rights and/or discrimination charges investigated 5 20 20
Civil rights and/or discrimination charges referred 0 2 2
Employee consultations 10 13 15
Meetings with community/civic organizations 20 20 25
Approved Adjustments in 2006-2007 Budget
314
CITY OF EVANSTON
HUMAN RELATIONS COMMISSION
2705
2005 -2006 2006 2007-
Appropriation Approved
2705 HUMAN RELATIONS COMMISSION
61010 REGULAR PAY 201,700 210,900
61510 HEALTH INSURANCE 20,100 24,800
61615 LIFE INSURANCE 400 300
61625 AUTO ALLOWANCE 1,200 1,200
62205 ADVERTISING 2,200 1,500
62210 PRINTING 1,000 1,000
62275 POSTAGE CHARGEBACKS 2,200 2,200
62285 COURIER CHARGES 300
62295 TRAINING & TRAVEL 300 900
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,300 1,500
64540 TELECOMMUNICATIONS - WIRELESS 600 600
65010 BOOKS, PUBLICATIONS, MAPS 500 700
65025 FOOD 350
65095 OFFICE SUPPLIES 400 750
2705 HUMAN RELATIONS COMMISSION 233,200 247,300
315
City of Evanston
Human Relations
2710 – Housing Advocacy
Description of Major Activities
Housing, particularly affordable housing, has and will continue to present the City with some very difficult challenges.
In an effort to maintain the diversity coveted by our residents, Housing seeks to eradicate discrimination and ensure
landlords and tenants remain aware of their respective duties, rights, obligations, and remedies. To accomplish this
goal, Housing assumes responsibility for the administration and enforcement of the Fair Housing Ordinance (FHO)
and the Residential Landlord and Tenant Ordinance (RLTO).
The FHO prohibits discrimination in the sale or rental of residential property based on race, color, religion, sex, age,
sexual orientation, marital status, disability, and familial status. The RLTO establishes rights, obligations, and
remedies for property owners who rent or lease residential property, and for the tenants who lease or rent. To
enforce and administer these ordinances, commission staff provides a myriad of services including, but not limited to,
technical support, training, advocacy, investigation, mediation/conciliation, and arbitration.
Our services include assisting landlords and tenants in completing the required judicial forms to file civil actions pro
se in the circuit court. Because the RLTO does not grant any specific authority to the commission to enforce its
provisions, many tenants are intimidated by their landlords and the judicial system, and some mom-and-pop landlords
do not understand their responsibilities and/or do not have the resources to exercise the available remedies. Though
we are unable to provide legal representation, we will accompany the party to the appropriate venue and assist in the
filing of the complaint.
To augment our advocacy, we work independently and as a part of a larger network, which includes other City
departments, community groups/organizations, governmental agencies, elected officials and the like to address
housing and housing-related issues, such as affordable housing, Housing Choice Voucher Program, and anti-
social/criminal behaviors and perceptions.
FY 2006-2007 Objectives
• Rewrite the Fair Housing Ordinance and rules by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Fair housing complaints perfected and processed 1 3 3
Landlord/tenant inquiries and complaints processed 1,500 2,000 2,500
Training, (programs conducted, conference
presentations, bilingual workshops, etc.) 5 10 10
Housing providers audited 0 0 12
Meetings with civic, community, professional
groups/organizations 0 20 25
Landlord/tenant mediations 0 0 50
Fair housing complaints not perfected 0 0 8
Approved Adjustments in 2006-2007 Budget
316
CITY OF EVANSTON
HOUSING ADVOCACY
2710
2005 -2006 2006 2007-
Appropriation Approved
2710 HOUSING ADVOCACY
61010 REGULAR PAY 66,400 41,000
61510 HEALTH INSURANCE 9,900 12,400
61615 LIFE INSURANCE 100 100
62130 LEGAL SERVICES - GENERAL 500 500
62205 ADVERTISING 1,100 700
62210 PRINTING 5,000 3,500
62275 POSTAGE CHARGEBACKS 100 200
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 400 400
62380 COPY MACHINE CHARGES 100 1,000
62605 OTHER CHARGES 8,000 4,000
65010 BOOKS, PUBLICATIONS, MAPS 3,000 3,200
65095 OFFICE SUPPLIES 400 800
2710 HOUSING ADVOCACY 95,100 67,900
317
City of Evanston
Human Relations
2715 – Summer Youth Employment Program
Description of Major Activities
The Summer Youth Employment Program provides summer employment opportunities for Evanston youth, ages 14
through 18, who for a variety of reasons are unable to secure summer employment. Available jobs (both full-time and
part-time) include community clean-up, maintenance, and departmental support. Community clean-up teams are
assigned to pre-determined geographical areas throughout the community for a nine-week period. During this time,
crew members assume responsibility for keeping the right of ways, traffic calming circles, cul-de-sacs, parks, and
alleys free of debris. They also cut back excess vegetation in alleys to increase driver visibility and to reduce
vehicular damage, e.g., broken side view mirrors, scratches, etc. In addition, program participants have also taken
on the responsibility of scraping, priming, and painting traffic signal and street light poles.
A job fair is held to provide employers the opportunity to meet and interview prospective job seekers, and provide job
seekers with an opportunity to learn more about available positions. The job fair typically attracts in excess of 400 job
seekers.
In addition to providing employment opportunities with the City, a Mayor's initiative encouraging private-sector
participation was implemented. The 50/50 Program provides businesses and public-sector employers with 50% of
the minimum wage for the teens they hire.
FY 2006-2007 Objectives
• Identify and train a team of teens to educate summer campers about litter and its impact on the community by
August 2006
• Identify and train a team of teens to collect information about agencies, and community groups, in tandem with
Northwestern University, to develop a booklet for public consumption by August 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of participants who complete the program 114 104 100
Number of participants who participate in training 95 98 100
Number of alleys cleaned 204 150 165
Number of participating businesses 9 14 15
Traffic poles, lights and control boxes scraped, primed
and painted 139 201 569
Youth served in 50/50 Program 17 53 60
Number of camps trained 0 0 25
Number of agencies interviewed 0 0 40
Approved Adjustments in 2006-2007 Budget
318
CITY OF EVANSTON
SUMMER YOUTH EMPLOY PRGRM
2715
2005 -2006 2006 2007-
Appropriation Approved
2715 SUMMER YOUTH EMPLOY PRGRM
61060 SEASONAL EMPLOYEES 236,100 244,900
62210 PRINTING 500
62275 POSTAGE CHARGEBACKS 400 600
62295 TRAINING & TRAVEL 300
62305 RENTAL OF AUTO-FLEET SER 6,100 6,700
62375 RENTALS 8,000 8,800
62405 SWANCC DISPOSAL FEES 6,000
62490 OTHER PROGRAM COSTS 1,000
64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,000
65020 CLOTHING 7,000 7,000
65025 FOOD 500
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,000 1,000
65095 OFFICE SUPPLIES 500 500
2715 SUMMER YOUTH EMPLOY PRGRM 269,700 276,400
319
City of Evanston
Library
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Children's Services
Full-time Regular Library Assistant 1.00
Full-time Regular Librarian III 1.00
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00
Part-time Regular Shelver ( 2 @ .4 FTE ) 0.80
Part-time Regular Library Technical Aide 0.27
Part-time Regular Library Assistant 0.50
Part-time Regular Library Assistant 0.35
Part-time Regular Library Aide I ( 3 @ .266 FTE ) 0.80
Part-time Regular Librarian I 0.50
Part-time Regular Librarian I 0.24
2805 Total 7.46
Reader's Services
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00
Full-time Regular Librarian III 1.00
Part-time Regular Library Technical Aide 0.48
Part-time Regular Librarian I 0.53
Part-time Regular Readers' Advisor ( 2 @ .21 FTE ) 0.43
Part-time Regular Readers' Advisor ( 2 @ .16 FTE ) 0.32
Part-time Regular Readers' Advisor ( 2 @ .53 FTE ) 1.06
Part-time Regular Readers' Advisor ( 2 @ .35 FTE ) 0.70
Part-time Regular Readers' Advisor 0.43
Part-time Regular Readers' Advisor 0.30
Part-time Regular Readers' Advisor 0.19
2810 Total 7.44
Library
Three Year Fiscal History
$4,147,900
$4,411,800
$4,361,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
5.14%
320
City of Evanston
Library
Employee Status
Description Job Type Description
2006-2007
Position FTE
Reference Services & Periodicals
Full-time Regular Librarian II* 1.00
Full-time Regular Librarian III 1.00
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00
Full-time Regular Clerk III 1.00
Part-time Regular Library Clerk 0.80
Part-time Regular Library Clerk ( 2 @ .27 FTE ) 0.54
Part-time Regular Library Clerk 0.53
Part-time Regular Librarian I ( 2 @ .5 FTE ) 1.00
Part-time Regular Librarian I 0.31
Part-time Regular Librarian I 0.53
Part-time Regular Librarian I 0.10
Part-time Regular Library Aide I 0.35
Part-time Regular Clerk Typist I 0.50
2815 Total 9.66
Circulation
Full-time Regular Library Aide II 1.00
Full-time Regular Clerk III 1.00
Full-time Regular Circulation Supervisor 1.00
Part-time Regular Shelver (2 @ .75) 1.50
Part-time Regular Shelver 0.83
Part-time Regular Shelver 0.61
Part-time Regular Shelver 0.69
Part-time Regular Shelver 0.48
Part-time Regular Shelver 0.40
Part-time Regular Security Monitor 0.83
Part-time Regular Security Monitor 0.67
Part-time Regular Security Monitor 0.50
Part-time Regular Library Clerk ( 4 @ .53 FTE ) 2.12
Part-time Regular Library Clerk ( 2 @ .56 FTE ) 1.12
Part-time Regular Library Clerk ( 2 @ .33 FTE ) 0.65
Part-time Regular Library Clerk 0.45
Part-time Regular Library Clerk 0.40
Part-time Regular Library Clerk (.26) 0.25
Part-time Regular Library Aide II 0.50
2820 Total 15.00
North Branch
Part-time Regular Library Aide I ( 2 @ .333 FTE ) 0.67
Part-time Regular Librarian II 0.50
Part-time Regular Branch Assistant 0.56
Part-time Regular Branch Assistant 0.50
Part-time Regular Branch Assistant 0.29
Part-time Regular Branch Assistant 0.24
Part-time Regular Branch Assistant 0.22
2825 Total 2.98
South Branch
Full-time Regular Librarian II 1.00
Part-time Regular Library Aide I (2 @ .186) 0.37
Part-time Regular Branch Assistant 0.53
Part-time Regular Branch Assistant 0.40
2830 Total 2.30
321
City of Evanston
Library
Employee Status
Description Job Type Description
2006-2007
Position FTE
Technical Services
Full-time Regular Technical Services Manager 1.00
Full-time Regular Tech Support Specialist II 1.00
Full-time Regular Tech Support Specialist I 1.00
Full-time Regular Library Assistant ( 2 @ 1 FTE ) 2.00
Full-time Regular Librarian I 1.00
Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00
Part-time Regular Librarian I 0.53
Part-time Regular Library Clerk (2 @ .266 FTE) 0.53
Part-time Regular Library Clerk (2 @ .53 FTE) 1.06
Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25
Part-time Regular Clerk Typist II 0.80
2835 Total 14.17
Library Maintenance
Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00
Part-time Regular Custodian I 0.64
2840 Total 3.64
Library Administration
Full-time Regular Director, Library 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00
Full-time Regular Clerk III 1.00
Full-time Regular Admin Services Manager 1.00
Part-time Regular Clerk Typist II 0.53
2845 Total 4.53
Library Total 67.18
322
City of Evanston
Library Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
2805 – Children’s Services 450,721 419,200 456,591 465,500
2810 – Readers’ Services 577,187 555,200 581,098 582,100
2815 – Reference & Periodicals 719,032 691,600 762,584 743,500
2820 – Circulation 456,050 440,400 472,397 469,100
2825 – North Branch 151,015 141,700 157,460 148,400
2830 – South Branch 194,637 188,200 200,380 192,400
2835 – Technical Services 891,880 877,100 892,248 932,600
2840 – Maintenance 453,380 421,000 429,424 453,200
2845 - Administration 463,604 413,500 406,596 425,000
Total Expenditures: 4,357,506 4,147,900 4,358,778 4,411,800
Revenues:
57515 – Library Material Replacement 22,879 21,000 18,600 23,000
57535 – Copy Machine Charges 27,082 26,000 21,259 26,000
52610 – Library Fines & Fees 170,662 169,000 177,777 172,000
57540 – Meeting Room Fees 7,400 9,000 11,260 9,000
57525 – Miscellaneous Revenue 2,517 3,500 1,345 2,500
57550 – Multimedia Collection 1,954 2,000 1,025 2,000
57510 – Non-resident Cards 4,190 3,000 3,929 4,000
57545 – North Branch Rental Income 26,100 27,000 27,003 0
51615 – Personal Property Repl. Tax 49,700 49,700 49,700 49,700
57530 – Rental Books 7,986 8,600 2,004 0
57520 – Reserves on Library Materials 6,610 5,600 6,460 6,500
55245 – State Per Capita Grant 92,762 92,700 92,725 92,700
57505 – Video Rentals 57,612 63,000 44,107 58,000
Total Revenues: 477,454 480,100 457,194 445,400
Notes for Financial Summary
The North Branch Rental Income has been eliminated in preparation for sale of the rental property.
Performance Report on FY 2005-2006 Major Program Objectives
• The migration from the DRA Classic Integrated Library System to the SIRSI Unicorn system operating in the
Cooperative Computer Services’ consortium environment occurred on Saturday, August 13th.
• The inventory of the North Branch collection, the children’s fiction collection, and the Main Library Dewey
numbers 100 – 500 did not take place this summer because the migration from one integrated library system to
another made this work impossible. This work will be rescheduled for FY 06 – 07.
• The Library Board approved schematic designs for the Youth Services Renovation Project in July. The library is
currently working its way through a value engineering process.
• Leadership for the Youth Service Renovation Project capital campaign is currently being selected and organized.
• The library received a $200,000 construction grant from the Illinois State Library to be used in the Youth Services
Renovation Project.
• The library continues to offer an ambitious schedule of juvenile and adult programs. Adult programs include the
Reeltime Film and Video Forum, a collaboration with Northwestern University’s Block Museum, that received
grant funding from the Illinois Arts Council, the Illinois Humanities Council, and the Hugh M. Hefner Foundation
this past year.
323
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• The Children’s Outreach program in 2005 reached children from infant to teen. Older students at Family Focus
participated in staged readings of A Raisin in the Sun, and teen mothers with their infants attended musical
storytimes right where they attended summer school. The outreach librarian brought poetry and storytelling to
Dawes Elementary School after-care and to Washington Elementary School’s before-care, where he won the
School Community Award for his work. At Fleetwood-Jourdain, young volunteers processed and began
circulating a children’s lending library. Kindergarten Nation, a first-time concert for new kindergarteners, drew
over a hundred attendees.
• The library completed the weeding and renovation of its social science collection in FY 05 – 06, funded in part by
a Library Services and Technology Act grant.
2006-2007 Department Initiatives
The Major Library initiatives for FY2006-07 intended to improve customer service include:
1. The renovation of the Youth Services area of the Main Library
2. The renovation of both branch libraries
3. More timely processing of library materials
4. Extended evening hours at South Branch
5. Adequate development and maintenance of the Library's collections
324
325
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 97,900 books and 7,500 audio-visual items. FY 2006-2007 Objectives
• Provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY 06-07.
• Establish 25,000-child book links in FY 06- 07.
• Answer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006.
• Visit all District 65 kindergarten classrooms as part of a kindergarten library card drive.
• Bring at least three weekly book-based programs for school-aged children to before- or after-school sites. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 293,275 294,000 294,000 Library programs for children 704 725 700 Attendance at children's programs 18,450 18,500 20,000 Summer reading game participants 1,004 1,239 1,200
Approved Adjustments in 2006-2007 Budget
326
CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2005 -2006 2006 2007-
Appropriation Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 191,900 218,700
61050 PERMANENT PART-TIME 103,700 111,800
61055 TEMPORARY EMPLOYEES 6,600 7,200
61510 HEALTH INSURANCE 30,000 37,200
61615 LIFE INSURANCE 300 300
62295 TRAINING & TRAVEL 700 800
64540 TELECOMMUNICATIONS - WIRELESS 500 400
65100 LIBRARY SUPPLIES 1,000 1,000
65630 LIBRARY BOOKS 65,300 68,800
65635 PERIODICALS 1,300 1,400
65640 AUDIO RECORDINGS 8,400 8,400
65645 MULTIMEDIA COLLECTION 1,300 1,300
65650 VISUAL MEDIA COLLECTION 8,200 8,200
2805 CHILDREN'S SERVICES 419,200 465,500
327
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 reader's 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 comprises over 280,000 books and 18,000 audio-visual items. FY 2006-2007 Objectives
• Aanswer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006.
• Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library. To measure this performance with an exit survey to be conducted in April 2006.
• 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, 2007.
• Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2007.
• Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience of 3,000 during FY 2006 – 07. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Reference and directional questions 98,398 100,000 100,000 Number of adult programs 250 150 100 Attendance at adult programs 6,466 5,500 3,000
Approved Adjustments in 2006-2007 Budget
328
CITY OF EVANSTON
READER'S SERVICES
2810
2005 -2006 2006 2007-
Appropriation Approved
2810 READER'S SERVICES
61010 REGULAR PAY 176,900 183,200
61050 PERMANENT PART-TIME 147,200 161,800
61055 TEMPORARY EMPLOYEES 5,800 6,300
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 200 300
62295 TRAINING & TRAVEL 700 700
62340 COMPTER LICENSE & SUPP 3,300 3,300
65100 LIBRARY SUPPLIES 600 600
65630 LIBRARY BOOKS 162,500 162,500
65640 AUDIO RECORDINGS 21,900 21,900
65645 MULTIMEDIA COLLECTION 500 500
65650 VISUAL MEDIA COLLECTION 13,100 13,100
2810 READER'S SERVICES 555,200 582,100
329
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 25,000 volumes, 30 on-line 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 approximately 900 titles. FY 2006-2007 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006.
• Provide 80 classes on the use of the Internet and other electronic resources in FY 2006 – 07.
• Host at least 10 class or tutoring group tours or work sessions either in the Reference department or at local schools or tutoring centers.
• Have 30% of Library cardholders successfully use an online subscription product remotely.
• Give at least 10 presentations to community groups on the Library’s reference resources. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Reference and directional questions 107,743 109,000 109,000 Periodicals use in-house 26,912 23,000 20,000 Internet use in-house 55,577 57,000 57,000
Approved Adjustments in 2006-2007 Budget
330
CITY OF EVANSTON
REFERENCE SRVS & PERIODICALS
2815
2005 -2006 2006 2007-
Appropriation Approved
2815 REFERENCE SRVS & PERIODICALS
61010 REGULAR PAY 263,900 273,100
61050 PERMANENT PART-TIME 146,700 177,100
61055 TEMPORARY EMPLOYEES 7,300 8,100
61510 HEALTH INSURANCE 37,500 46,500
61615 LIFE INSURANCE 400 500
62220 BINDING 1,800 1,800
62295 TRAINING & TRAVEL 900 900
62340 COMPTER LICENSE & SUPP 72,500 72,500
65100 LIBRARY SUPPLIES 5,000 5,000
65630 LIBRARY BOOKS 75,500 75,500
65635 PERIODICALS 80,100 82,500
2815 REFERENCE SRVS & PERIODICALS 691,600 743,500
331
City of Evanston
Library
2820 – Circulation
Description of Major Activities The Circulation Department processes the borrowing and return of book and non-book materials; processes reserve 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; and collects fines and payment for lost items. FY 2006-2007 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 North Branch collection, the children’s fiction collection, and the Main Library Dewey numbers 100 through 500. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Items checked out 766,577 776,500 776,500 Reserves filled 17,930 19,500 21,000 New cards issued 6,960 7,000 7,000 Notices sent 41,886 43,000 45,000 Approved Adjustments in 2006-2007 Budget
332
CITY OF EVANSTON
CIRCULATION
2820
2005 -2006 2006 2007-
Appropriation Approved
2820 CIRCULATION
61010 REGULAR PAY 145,300 131,100
61050 PERMANENT PART-TIME 244,900 288,600
61055 TEMPORARY EMPLOYEES 14,400 15,300
61510 HEALTH INSURANCE 30,000 28,200
61615 LIFE INSURANCE 200 300
62295 TRAINING & TRAVEL 1,600 1,600
65100 LIBRARY SUPPLIES 4,000 4,000
2820 CIRCULATION 440,400 469,100
333
City of Evanston
Library
2825 – North Branch
Description of Major Activities The North Branch, located 2026 Central Street, is an extension of the Main Library. It 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. The North Branch has a collection of over 38,000 books. FY 2006-2007 Objectives
• To complete planning for branch capital improvements.
• Present four adult programs.
• Develop a bibliography of teen books for recreational reading and promote it at Haven Middle School. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 72,146 71,400 71,400 Reference and directional transactions 20,150 20,000 20,000 Number of patrons entering North Branch 69,582 70,000 70,000
Approved Adjustments in 2006-2007 Budget
334
CITY OF EVANSTON
NORTH BRANCH
2825
2005 -2006 2006 2007-
Appropriation Approved
2825 NORTH BRANCH
61050 PERMANENT PART-TIME 109,200 114,300
61055 TEMPORARY EMPLOYEES 2,200 2,400
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
64015 NATURAL GAS 900 2,200
65050 BLDG MAINTENANCE MATERIAL 400 400
65100 LIBRARY SUPPLIES 400 400
65630 LIBRARY BOOKS 25,000 25,000
65635 PERIODICALS 2,600 2,700
2825 NORTH BRANCH 141,700 148,400
335
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. It 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 29,000 books. FY 2006-2007 Objectives
• To complete planning for branch capital improvements.
• Enhance juvenile audio book, DVD, and video collections and add feature length family DVDs in English and Spanish to the Branch’s AV collection.
• Enhance the juvenile graphic novel collection and begin a graphic novel collection for adults. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 41,319 43,000 43,000 Reference and directional questions 23,273 25,000 25,000 Number of patrons entering South Branch 52,191 53,000 53,000
Approved Adjustments in 2006-2007 Budget
336
CITY OF EVANSTON
SOUTH BRANCH
2830
2005 -2006 2006 2007-
Appropriation Approved
2830 SOUTH BRANCH
61010 REGULAR PAY 60,700 63,300
61050 PERMANENT PART-TIME 38,800 37,900
61055 TEMPORARY EMPLOYEES 4,600 5,100
61510 HEALTH INSURANCE 7,500 9,300
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 4,000 4,000
62375 RENTALS 46,400 46,500
65050 BLDG MAINTENANCE MATERIAL 200 200
65100 LIBRARY SUPPLIES 400 400
65630 LIBRARY BOOKS 23,100 23,100
65635 PERIODICALS 2,400 2,500
2830 SOUTH BRANCH 188,200 192,400
337
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. It prepares and maintains computer databases for the recording of and access to the materials in the Library's collection. Technical Services is 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 on-line library system, the local area network, the Internet connection, and on-line databases. FY 2006-2007 Objectives
• To catalog, process, and make available to Library patrons all library materials within 30 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 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Volumes added to the collections 34,576 31,000 36,000 Volumes withdrawn from the collections 16,076 16,000 18,000 Volumes bound or mended 4,412 3,000 4,000 Visits to the Library's website 1,282,699 1,000,000 1,000,000
Approved Adjustments in 2006-2007 Budget
338
CITY OF EVANSTON
TECHNICAL SERVICES
2835
2005 -2006 2006 2007-
Appropriation Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 435,000 463,700
61050 PERMANENT PART-TIME 164,200 182,300
61055 TEMPORARY EMPLOYEES 3,200 3,500
61510 HEALTH INSURANCE 67,600 83,700
61615 LIFE INSURANCE 600 900
62220 BINDING 5,000 3,500
62250 COMPUTER EQUIPMENT MAINT 7,400 1,700
62295 TRAINING & TRAVEL 1,300 1,300
62340 COMPTER LICENSE & SUPP 113,900 130,000
64545 PERSONAL COMPUTER SOFTWARE 3,000 3,000
65100 LIBRARY SUPPLIES 30,000 32,000
65555 PERSONAL COMPUTER EQUIPMENT 36,300 27,000
65620 OFFICE MACH. & EQUIP.9,600
2835 TECHNICAL SERVICES 877,100 932,600
339
City of Evanston
Library
2840 – Library Maintenance
Description of Major Activities The Library’s 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 2006-2007 Objectives
• Manage the first phase of the branch improvement program. To be completed by February, 2007. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Conduct seasonal cleaning of boilers 1 1 1
Approved Adjustments in 2006-2007 Budget
340
CITY OF EVANSTON
MAINTENANCE
2840
2005 -2006 2006 2007-
Appropriation Approved
2840 MAINTENANCE
61010 REGULAR PAY 139,000 142,200
61050 PERMANENT PART-TIME 28,500 28,500
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 8,400 6,500
61510 HEALTH INSURANCE 23,000 27,900
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 500 500
62225 BLDG MAINTENANCE SERVICES 160,000 163,500
62235 OFFICE EQUIPMENT MAINT 500 10,100
62245 OTHER EQMT MAINTENANCE 9,700 500
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 6,800 7,400
64015 NATURAL GAS 22,100 45,000
65040 JANITORIAL SUPPLIES 12,500 7,700
65050 BLDG MAINTENANCE MATERIAL 8,000 12,000
65070 OFFICE/OTHER EQT MTN MATL 600
65085 MINOR EQUIPMENT & TOOLS 300 300
2840 MAINTENANCE 421,000 453,200
341
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, management 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 primary activities. The administrative staff maintains relationships with community groups and other City departments. The Administration and other Library units work with numerous library-related groups in the area and throughout the State of Illinois. FY 2006-2007 Objectives
• At least 90% of the Library’s patrons will rate the courtesy and professionalism of Library staff members as “Very Good” or “Good” in an exit survey to be conducted in April 2006.
• Begin Youth Service Renovation Project construction.
• Ffacilitate and direct the Youth Service Renovation Project fundraising campaign. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of patrons entering the Main Library 543,746 540,000 540,000
Approved Adjustments in 2006-2007 Budget
342
CITY OF EVANSTON
ADMINISTRATION
2845
2005 -2006 2006 2007-
Appropriation Approved
2845 ADMINISTRATION
61010 REGULAR PAY 271,700 286,300
61050 PERMANENT PART-TIME 18,600 20,800
61055 TEMPORARY EMPLOYEES 200 200
61510 HEALTH INSURANCE 30,000 37,200
61615 LIFE INSURANCE 500 400
61625 AUTO ALLOWANCE 1,700 1,700
62210 PRINTING 2,800 2,800
62235 OFFICE EQUIPMENT MAINT 6,000 2,000
62275 POSTAGE CHARGEBACKS 28,500 28,500
62295 TRAINING & TRAVEL 500 500
62315 POSTAGE 1,800 1,800
62360 MEMBERSHIP DUES 2,000 2,200
62375 RENTALS 28,200 23,000
65095 OFFICE SUPPLIES 21,000 17,600
2845 ADMINISTRATION 413,500 425,000
343
City of Evanston
Parks Forestry & Recreation
Three Year Fiscal History
$12,197,900 $12,230,800
$11,025,489
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
Actual Appropriation Approved
2004/05 2005/06 2006/07
Expenditures as a % of 2007General Fund Budget
14.26%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Management & General Support
Full-time Regular Director, Parks/Forestry & Rec 1.00
Full-time Regular Management Analyst 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00
3005 Total 3.00
Business & Fiscal Management
Full-time Regular Business Manager 1.00
Full-time Regular Recreation Systems Administrator 1.00
Full-time Regular Senior Accountant 1.00
Full-time Regular Bookkeeper* 1.00
3010 Total 4.00
Marketing Services
Full-time Regular Public Information Specialist 1.00
Part-time Regular Public Information Assistant 0.75
3015 Total 1.75
Recreation General Support
Full-time Regular Superintendent, Recreation 1.00
Full-time Regular Data Control Clerk 1.00
Part-time Regular Clerk II 0.00
3020 Total 2.00
Robert Crown Center
Full-time Regular Recreation Program Manager 2.00
Full-time Regular Fac Maint Worker/Cust II 1.00
Full-time Regular Custodian II 1.00
Full-time Regular Building Supervisor 1.00
Part-time Regular Recreation Aide 0.50
Part-time Regular Preschool Instructor 0.10
Part-time Regular Preschool Instructor 0.20
Part-time Regular Preschool Instructor 0.25
Part-time Regular Preschool Instructor 0.35
Part-time Regular Preschool Instructor 0.50
Part-time Regular Preschool Instructor 0.70
Part-time Regular Part-time Custodian 0.50
Part-time Regular Part-time Custodian 0.80
Part-time Regular After School Supervisor 0.50
3030 Total 9.40
Parks Forestry & Recreation
344
City of Evanston
Parks Forestry & Recreation
Employee Status
Description Job Type Description
2006-2007
Position FTE
Chandler Community Center
Full-time Regular Weekend/Evening Coordinator 1.00
Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00
Full-time Regular Recreation Center Manager 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular Preschool Instructor 0.50
Part-time Regular Part-time Custodian 0.50
Part-time Regular Part-time Custodian 0.75
Part-time Regular Clerk III 0.75
3035 Total 7.25
Fleetwood-Jourdain Center
Full-time Regular Weekend/Evening Coordinator 1.00
Full-time Regular Program Manager ( 2 @ 1 FTE ) 2.00
Full-time Regular Recreation Center Manager 1.00
Full-time Regular Custodian II 1.00
Full-time Regular Clerk II 1.00
Part-time Regular Program Supervisor 0.65
Part-time Regular Program Supervisor 0.50
Part-time Regular Program Supervisor 0.45
Part-time Regular Custodian II 0.25
Part-time Regular Clerk II 0.50
3040 Total 8.35
Fleetwood-Jourdain Theater
Full-time Regular Recreation Program Manager 1.00
Part-time Regular Program Supervisor 0.40
3045 Total 1.40
At Risk Opportunities
Part-time Regular Program Supervisor 0.25
Part-time Regular Program Supervisor 0.45
3050 Total 0.70
Levy Senior Center
Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00
Full-time Regular Recreation Center Manager 1.00
Full-time Regular Fac Maint Worker/Cust II 1.00
Full-time Regular Custodian II 1.00
Full-time Regular Clerk Typist II 1.00
Part-time Regular Office Assistant 0.25
Part-time Regular Office Assistant 0.45
Part-time Regular Program Supervisor 0.40
Part-time Regular Program Supervisor 0.20
Part-time Regular Bus Driver 0.65
Part-time Regular Bus Driver 0.80
Part-time Regular Building Supervisor 0.60
Part-time Regular Building Supervisor 0.25
Part-time Regular PT Custodian (2 @ .6 FTE) 1.20
Part-time Regular PT Custodian 0.80
Part-time Regular PT Custodian 0.20
3055 Total 11.80
345
City of Evanston
Parks Forestry & Recreation
Employee Status
Description Job Type Description
2006-2007
Position FTE
Beaches
Full-time Regular Recreation Program Manager ( Split with 3150 ) 0.75
Full-time Regular Lakefront Sports Coordinator ( Split with 3100, 3130, 3150 ) 0.50
3080 Total 1.25
Facility Maintenance
Full-time Regular Parks/Forestry Crew Leader 1.00
Full-time Regular Parks/Forestry Worker II ( 5 @ 1 FTE ) 5.00
Full-time Regular Supervisor, Sports/Rec Maint 1.00
3085 Total 7.00
Crown Ice Rink
Full-time Regular Robert Crown Manager 1.00
Full-time Regular Recreation Program Manager 1.00
Full-time Regular Operations Manager 1.00
Full-time Regular Office Coordinator 1.00
Part-time Regular Clerk II/III* 0.70
Part-time Regular Part-time Custodian ( 2 @ .5 FTE ) 1.00
Part-time Regular Office Assistant ( 2 @ .2 FTE ) 0.40
Part-time Regular Office Assistant ( 3 @ .5 FTE ) 1.50
Part-time Regular Hockey Director of Operations 0.65
Part-time Regular Building Supervisor 0.25
Part-time Regular Building Supervisor 0.25
Part-time Regular Building Supervisor 0.70
3095 Total 9.45
Sports Leagues
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3130, 3150 ) 0.05
3100 Total 0.05
Tennis
Part-time Regular Building Supervisor* 0.25
Part-time Regular Building Supervisor* 0.15
3110 Total 0.40
Special Recreation
Full-time Regular Recreation Program Manager 1.00
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3150 ) 0.25
Part-time Regular Recreation Program Manager 0.75
Part-time Regular Program Supervisor 0.20
Part-time Regular Program Supervisor 0.25
Part-time Regular Inclusion Aide (2 @ .4 FTE) 0.80
Part-time Regular Inclusion Aide ( 9 @ .028 FTE ) 0.25
3130 Total 3.50
Skate Park/Bus Program
Part-time Regular Bus Driver ( 3 @ .25 FTE ) 0.75
3140 Total 0.75
Park Service Unit
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3130 ) 0.20
Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25
Part-time Regular Park Ranger ( 2 @ .65 FTE ) 1.30
3150 Total 1.75
General Support
Full-time Regular Superintendent, Parks & For. 1.00
Full-time Regular Landscape Arch/Project Mgr 1.00
Full-time Regular Secretary II 1.00
3505 Total 3.00
346
City of Evanston
Parks Forestry & Recreation
Employee Status
Description Job Type Description
2006-2007
Position FTE
Horticultural Maintenance
Full-time Regular Public Works Supervisor 1.00
Full-time Regular Parks/Forestry Worker III ( 5 @ 1 FTE ) 5.00
Full-time Regular Parks/Forestry Worker II ( 2 @ 1 FTE ) 2.00
Full-time Regular Parks/Forestry Crew Leader ( 3 @ 1 FTE ) 3.00
Full-time Regular General Tradesman 1.00
Full-time Regular Equipment Operator II ( 3 @ 1 FTE ) 3.00
3510 Total 15.00
Parkway Tree Maintenance
Full-time Regular Parks/Forestry Worker III ( 8 @ 1 FTE ) 8.00
Full-time Regular Parks/Forestry Crew Leader 1.00
Full-time Regular Arborist ( Split with 3520 & 3525 ) 0.50
3515 Total 9.50
Dutch Elm Disease Control
Full-time Regular Parks/Forestry Worker III ( 6 @ 1 FTE ) 6.00
Full-time Regular Parks/Forestry Crew Leader 1.00
Full-time Regular Arborist ( Split with 3515 & 3525 ) 0.25
3520 Total 7.25
Tree Planting
Full-time Regular Parks/Forestry Worker III 1.00
Full-time Regular Parks/Forestry Crew Leader 1.00
Full-time Regular Arborist ( Split with 3515 & 3520 ) 0.25
3525 Total 2.25
Ecology Center
Full-time Regular Director, Ecology Center 1.00
Full-time Regular Environmental Educator ( 2 @ 1 FTE ) 2.00
Full-time Regular Clerk III 1.00
Part-time Regular Building Supervisor ( 2 @ .15 ) 0.30
Part-time Regular Part-time Custodian 0.25
Part-time Regular Part-time Custodian 0.30
Part-time Regular Garden Coordinator 0.20
3605 Total 5.05
Arts Council
Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.40
Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.40
3700 Total 0.80
Noyes Cultural Arts Center
Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.20
Full-time Regular Noyes Center Coordinator 1.00
Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.20
Full-time Regular Facilities Maint. Worker II 1.00
Part-time Regular Building Supervisor ( 2 @ .4 FTE ) 0.80
Part-time Regular Building Supervisor 0.30
Part-time Regular Office Assistant 0.50
Part-time Regular Part-time Custodian ( 5 @ .35 FTE ) 1.75
3710 Total 5.75
Cultural Arts Programs
Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.40
Full-time Regular Senior Program Coordinator 1.00
Full-time Regular Recreation Program Manager 1.00
Full-time Regular Secretary II ( Split with 3700 & 3710 ) 0.40
3720 Total 2.80
Parks Recreation & Forestry Total 125.20
347
348
City of Evanston
Recreation Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
3002 – Recreation Department 4,868 0 1,631 0
3005 – Mgmt. & General Support 289,486 261,500 271,786 286,400
3010 – Business & Fiscal Mgmt. 335,378 295,200 348,711 355,700
3015 – Marketing Services 167,070 207,100 198,610 220,400
Management Subtotal: $ 796,802 $ 763,800 $ 820,738 $ 862,500
3020 – Recreation General Support 324,000 260,100 285,243 242,600
3025 – Park Utilities 50,354 59,600 66,924 59,600
3030 – Robert Crown Center 676,195 582,800 676,407 654,000
3035 – Chandler Comm. Center 650,379 603,900 647,457 675,300
3040 – Fleetwood-Jourdain 587,912 641,800 650,748 709,700
3045 – Fleetwood-Jourdain Thtr. 74,505 122,600 48,509 117,200
3050 – Recreation Outreach Program 137,942 187,700 120,540 178,300
3055 – Levy Activity Center 728,180 734,800 789,548 782,800
3065 – Church Street Boat Ramp 63,103 67,600 52,338 67,000
3075 – Boat Storage Facilities 9,347 11,700 10,321 12,100
3080 – Beaches 413,703 430,400 448,106 430,900
3085 – Facility Maintenance 538,575 542,300 559,404 596,800
3095 – Crown Ice Rink 959,814 999,200 932,127 1,010,400
3100 – Sports Leagues 82,183 77,700 43,126 51,500
3105 – Aquatic Camp 36,396 71,500 59,938 74,900
3110 – Tennis 148,846 148,900 155,199 146,900
3115 – Youth Sports 365 0 9 0
3125 – Special Programs 25,012 12,300 3,056 12,800
3130 – Special Recreation 257,100 269,700 280,099 314,000
3140 – Bus Program 35,217 39,100 37,054 40,000
3150 – Park Service Unit 79,925 63,300 78,940 87,700
3155 – Youth Golf Program 13,844 17,100 15,859 18,300
Total Expenditures: $ 6,689,699 $ 6,707,900 $ 6,781,690 $ 7,145,300
Revenues:
Advertising Revenue 31,118 28,500 30,125 28,500
Aquatic Camp Revenues 91,252 124,500 102,255 151,900
Recreation Outreach Program Revenue 68,838 87,500 70,329 94,000
Beach Revenue 464,237 490,000 554,395 495,200
Boat Storage Facility Revenue 72,652 85,000 82,947 86,000
Chandler-Newberger Center 442,399 420,000 440,383 454,300
Church Street Boat Ramp Revenue 46,910 125,000 80,953 104,900
Fleetwood-Jourdain Center 225,733 220,000 255,276 259,500
Fleetwood-Jourdain Theater 13,029 28,400 1,254 23,900
Levy Center Revenue 294,975 305,300 377,319 306,300
Robert Crown Center Revenue 415,289 195,000 221,000 216,500
Robert Crown Ice Center Revenue 602,848 935,000 965,200 925,000
Skate Park/Bus Program Revenues 19 9,200 3,280 18,000
Special Recreation Revenue 49,300 43,700 55,421 45,000
Sports League Revenues 34,582 43,800 33,315 39,100
Tennis Revenues 166,759 158,300 169,291 154,900
Youth Golf Program 16,207 17,100 19,618 18,300
Total Revenues: $ 3,036,147 $ 3,316,300 $ 3,462,361 $ 3,421,300
Notes for Financial Summary
An addition al $291,430 of deferred revenue was collected for FY 2005-06 related to programs in the Recreation
Department.
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City of Evanston
Recreation Department
Performance Report on FY 2005-2006 Major Program Objectives
Staff continues to identify, develop and submit grants for all five divisions. During FY 2005-06, 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. Dept. of Agriculture through the Illinois State
Board of Education; an Open Space Lands Acquisition & Development (OSLAD) grant to renovate Mason Park, from
the Illinois Department of Natural Resources; and the Cons Vehicle Procurement Capital Assistance for a Levy
Center bus, from the Illinois Department of Transportation.
A significant new Dutch elm disease prevention program was implemented. For further details, please refer the
Forestry section.
Staff was trained on the AED machines, which were placed at each community and beach. Staff and the Law
Department will continue to research insurance for the festivals. Increased participation in Evanston baseball
programs as well as the increased need for field usage/maintenance was successfully accommodated.
In order to maximize the use of the new financial system, the Business division is in the process of reorganization and
reengineering. The writing of new policies and procedures for the new financial system and RecTrac has begun. This
entails upgrading the RecTrac system. Upgrading the WebTrac is being discussed. The Finance Department
continues to implement recommendations.
In conjunction with Evanston Community Media Center, footage for a video promoting the Parks/Forestry and
Recreation Department has begun in Communication Services. This project will continue in the following year.
General Support held quarterly meetings for full- and part-time maintenance staff at their individual centers. General
Support is working with the Recreation Board to update the board's by-laws and policies. General Support has also
revised training materials for all summer staff, eliminating duplicate items and adding further material concerning
customer service. Staff also received training through outside sources, which included a speaker on West Nile virus.
On Saturday, November 13, 2005, the first Carnival Night was held at the Chandler-Newberger Center, with 288 in
attendance. During the summer of 2005, the Center opened its gym for basketball, available thirteen times for men
and twenty-six times for women.
Community outreach programs were conducted at the Fleetwood-Jourdain Community Center during the fall, spring
and summer session, serving 55 youth per day. Activities included staff meetings with community and church groups
to promote the summer camp and food programs; middle-school staff at middle school to promote “Books and
Basketball;” and theme events, group discussions, and field trips. After-school programs increased focus on the
theater program, introducing poetry, dramatizations, and creative writing activities and offered students an opportunity
to showcase their talents during Kwanzaa and Black History Month. A new program, After School Parent Group,
focused on adults, offering workshops on nutrition, health and wellness, with pot-luck meals, cards, and table games.
The theatre program at Fleetwood-Jourdain produced the annual Litugirual Dance Concert for Black History Month.
“The Way the Spirit Moves You” featured the FJCC ensemble, comprised of young adults from several local church
dance groups offering various areas of creative dance, presentation, and costuming. The concert’s attendance was
over 300.
At-Risk Opportunities received a grant from the Illinois State Board of Education in the amount of $130,000 for the
implementation of a 10-week Summer Lunch Program that operated at four park sites. Since Mason Park was under
construction, staff opened a replacement site at Nicolas School. The program also offered limited recreational
activities, including table games, arts and crafts, and movies. Throughout the year, participants took part in holiday
programs and went on field trips to the movies, Philsan Community Center, and Little Village Art gallery in Chicago.
The Levy Center email management project was started September 2005 in order to communicate with participants
regarding programs, events, and Center announcements. About 100 members receive one or two messages a
month from the Levy Center. This list has served as an effective marketing method and a cost effective way to
manage relationships with participants. Additionally, new strategic alliances with other agencies serving seniors such
as houses of worship in the community, Apna Ghar, Northwestern University’s Osher Lifelong Learning Institute,
Evanston Skokie Valley Senior Services, Evanston Northwestern Hospital, Arthritis Foundation, the American Cancer
Society, CEDA Neighbors at Work, Area Agency on Aging and Adult Education at Evanston Township High School
have been established. These relationships have demonstrated cooperation, reciprocal support, and mutual
assistance.
350
City of Evanston
Recreation Department
The dog beach was schedule to be cleaned following days of rain; however, due to low precipitation this summer, the
beach was only cleaned five to six times. Since the attendance at other beaches was high, this became the first
priority for cleaning; therefore, the dog beaches were not cleaned as often as desired. Preliminary research has been
completed for the reconstruction of the Dempster Street Boat Storage facility. The Lifeguard Training Program,
intended for the 2005 season, has been postponed until further research has been performed.
Recreation Facility Maintenance added ten tons of “turface” to James Park soccer, which improved drainage on the
playing surface; sod was also replaced in the goal mouths of the soccer field; and the softball infield at Fleetwood-
Jourdain was successfully renovated.
Two additional skating programs were created at the Robert Crown Ice Rink and, because of their success, will
continue. Super Tots was added for skaters ages 3 to 5 who have passed the Tot Advanced Level as well as an
Advanced Adults class for adults, in the Beta level or above, who want a daytime class. The Adult Men’s Hockey
Learn-to-Play Program replaced the co-ed hockey program. Weekly power skating clinics were added for all levels of
hockey players. Open skate expanded its themes to include Halloween, Valentine’s Day, and themes related to the
Nutcracker prior to its Ice Show performance. These theme-skates included contests and raffles for free tickets to the
Ice Show.
Sports Leagues now offer a list of softball schedules available through the City website. This site is updated with new
information concerning change of games, times, and places as well as when games are cancelled or rescheduled.
The Arbor Day 5-K was not replaced by the “fun run” as envisioned, but continuing efforts will look into having the
event in the upcoming year.
Due to the overwhelming demand for Aquatics camp, an additional one-week mini session for children, a new adult
camp, and a new parent/child camp were added. While the mini session was successful, staff hopes to increase next
year's participation through earlier marketing efforts. The adult aquatics camp focused on participating in water
sports while the parent/child camp allowed parents and children to spend time together while enjoying such activities
as sailing, kayaking, canoeing, tubing, and water-skiing. The private sailing instruction and group kayak lessons
exceeded all expectations while increasing awareness of the rental program. Kayak and sailboat rentals surpassed
predictions by 20% and are expected to increase in the future.
The tennis program restructured the middle school tennis league to involve the Evanston middle schools. In total,
there were forty-two participants from Baker Demonstration, Haven, Chute, Nichols, and King Lab, and were divided
into five teams.
Special Recreation developed a social skills group for high-school aged children in response to parental requests.
This group, Teen Club, was offered February through June, once every three weeks, from 6:30 to 9:00 PM.
Approximately fifteen teens participated in a variety of activities including “getting to know you” interview sessions,
creating banners and decorating the room, viewing ETHS performances, and baking cookies from scratch.
Additionally, a Thursday evening basketball program was created with intentions of competing in the Special
Olympics. The program manager visited special education classrooms providing services to Evanston residents to
gain new ideas. To increase awareness, flyers are now being sent to Park School parents so that they have easier
access to a list of Special Recreation programs.
Bus Program staff updated sections of the Bus Program Safety Information to make it more easily understood.
Park Rangers in the Park Service unit perform routine inspections of playgrounds recording damaged or broken
equipment, benches, etc. to be reported to their supervisor.
In 2004, ten girls participated in the youth golf program and increased by 28 % to fourteen in 2005.
2006-2007 Department Initiatives
1. Continue to address the needs of the Robert Crown Center
2. Continue to work with District #65 in obtaining a City/School agreement a long-term lease for Foster Field
3. Continue to update the department’s equipment inventory
4. Update the summer camp staff-training manuals
5. Implement on-line Recreation class registration using WebTrac
351
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 citizen's 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 2006-2007 Objectives
• Complete the City/School agreement by March 2007
• Amend the Park and Lakefront ordinances by May 2006
• Continue to research and apply for grants and donations--ongoing
• Develop and implement a plan for affiliated shared field usage by October 2006
• Hold quarterly staff meetings with all managers, program managers, and supervisors--ongoing
• Implement WebTrac registration for the communuity by January 2007
• Conitnue to improve the RecTrac data base infromation--ongoing
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
In-house training seminars 1 1 1
Parks/Forestry/Rec maintenance monthly staff mtgs. 0 9 10
Approved Adjustments in 2006-2007 Budget
352
CITY OF EVANSTON
REC. MGMT. & GENERAL SUPPORT
3005
2005 -2006 2006 2007-
Appropriation Approved
3005 REC. MGMT. & GENERAL SUPPORT
61010 REGULAR PAY 230,200 242,500
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 18,800 27,900
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 5,000 5,100
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 200 200
62315 POSTAGE 100
62360 MEMBERSHIP DUES 700 1,500
62490 OTHER PROGRAM COSTS 500 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 261,500 286,400
353
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 budget performance.
FY 2006-2007 Objectives
• Complete the reorganization and reengineering of the business division by May 2006
• Complete WebTrac implementation and going online with the citizens by January 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
RecTrac training sessons for staff. 5 0 12
Budget preparation training for staff 1 0 1
J D Edwards training for staff 0 1 3
Cash-handling training for staff 3 0 2
Approved Adjustments in 2006-2007 Budget
354
CITY OF EVANSTON
REC. BUS. & FISCAL MGMT
3010
2005 -2006 2006 2007-
Appropriation Approved
3010 REC. BUS. & FISCAL MGMT
61010 REGULAR PAY 196,600 245,300
61050 PERMANENT PART-TIME 9,400 9,700
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 22,500 37,200
61615 LIFE INSURANCE 300 400
61625 AUTO ALLOWANCE 300 300
62235 OFFICE EQUIPMENT MAINT 9,500 9,500
62275 POSTAGE CHARGEBACKS 900 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 3,500 5,000
62510 EDUCATOR SERVICES 2,500
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.15,000 12,600
3010 REC. BUS. & FISCAL MGMT 295,200 355,700
355
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, post cards, 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 31,000 residential households in Evanston (ZIP codes 60201 and 60202) and approximately 500 non-residents in the Recreation registration system. 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 36-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 local media and the public, manages information to be posted on the City’s website, coordinates and produces display and classified advertising for the department, and sells and produces display advertising for the magazine. They write, produce, and distribute a school newsletter (8,200 copies) six times a year; a monthly department newsletter; a monthly program narrative/activity summary; and various reports. Staff also assists in grant writing, taking photographs, and providing marketing and communications expertise during senior management team meetings. FY 2006-2007 Objectives
• Following the RecTrac system's conversion to electronic program masters, to redesign magazine class listings to take advantage of the opportunity to reduce magazine key-stroking by at least fifty percent by May 2006
• Assist marketing 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 2006-07 and into FY 2007-08 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Advertising sales revenue 28,000 28,500 28,500
Approved Adjustments in 2006-2007 Budget
356
CITY OF EVANSTON
COMMUNICATION & MARKETING SRVS
3015
2005 -2006 2006 2007-
Appropriation Approved
3015 COMMUNICATION & MARKETING SRVS
61010 REGULAR PAY 64,000 68,500
61050 PERMANENT PART-TIME 30,100 39,700
61510 HEALTH INSURANCE 7,500 9,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 300 300
62205 ADVERTISING 400 400
62210 PRINTING 72,000 67,400
62250 COMPUTER EQUIPMENT MAINT 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,000 1,000
62280 OVERNIGHT MAIL CHARGES 100 100
62295 TRAINING & TRAVEL 200 200
62315 POSTAGE 25,000 26,000
62335 DATA PROCESSING SERVIC 2,000 2,000
62360 MEMBERSHIP DUES 200 200
62506 WORK-STUDY 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65125 OTHER COMMODITIES 500 1,500
3015 COMMUNICATION & MARKETING SRVS 207,100 220,400
357
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 staffer 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 observations
• 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 staffer provides customer support services for the Recreatrion department as well as processes program registratiions, scholarship requests, completes daily batch work, assists the center staff with RecTrac registration system questions, and provides clerical support. FY 2006-2007 Objectives
• Update the field rental policy and procedures by Septemeber 2006
• Begin holding a quaterly meeting with the center managers in order to review and better coordinate upcoming program offerings by May 2006
• Develop an information manual for members of the Recreation Board by October 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Scholarships granted - in dollars 158,000 160,000 160,000
Approved Adjustments in 2006-2007 Budget
358
CITY OF EVANSTON
RECREATION GENERAL SUPPORT
3020
2005 -2006 2006 2007-
Appropriation Approved
3020 RECREATION GENERAL SUPPORT
61010 REGULAR PAY 143,100 153,200
61050 PERMANENT PART-TIME 23,200
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 26,300 18,600
61615 LIFE INSURANCE 500 200
61625 AUTO ALLOWANCE 2,000 1,800
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 46,400 50,700
62360 MEMBERSHIP DUES 900 600
64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,100
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 600 600
65125 OTHER COMMODITIES 13,000 13,000
3020 RECREATION GENERAL SUPPORT 260,100 242,600
359
City of Evanston
Recreation
3025 – Park Utilities
Description of Major Activities
Electricity costs for the following parks:
• 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 2006-2007 Budget
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
360
CITY OF EVANSTON
PARK UTILITIES
3025
2005 -2006 2006 2007-
Appropriation Approved
3025 PARK UTILITIES
64005 ELECTRICITY 47,000 47,000
64015 NATURAL GAS 12,600 12,600
3025 PARK UTILITIES 59,600 59,600
361
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. The Robert Crown Community Center's hours of operation are Monday thru Sunday, 9am till 11pm, to accommodate 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. The karate program offers 16 introductory, 8 beginning, and 12 advanced classes annually. The center also offers 36 gymnastics classes per year. There is a large dance program containing 4 different types of dance: salsa, Chicago stepping, couples ballroom, and social dance. Salsa classes are held 12 times per year; Chicago stepping classes are offered 8 times per year; couples ballroom classes are offered 8 times per year; and social dance classes are offered 8 times per year. There is a basketball league for 4th and 5th graders titled "4th & 5th Grade Boys' Basketball". Schools participating in the youth basketball program are:
• Baker Demonstration
• Bessie Rhodes Magnet School
• Dawes and Dewey
• King Lab and Kingsley
• Lincoln and Lincolnwood
• Oakton and Orrington
• Park and Pope John XXIII
• Roycemore
• Saint Athanasius, and
• Walker, Washington and Willard The after school program coincides with the District #65 school schedule and provides after-school care for 40 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 Christmas vacation. FY 2006-2007 Objectives
• Increase the number of fitness participants by 5 by revamping the old aerobics fitness classes and replacing them with more up-to-date fitness workouts, such as cardio-kickboxing and Tae-bo classes, by fall 2006
• Create an open gym program on Sundays with an emphasis on middle school aged participants by fall 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Teams in sports leagues (youth basketball teams) 40 40 40 Recreation instructional 930 930 930 Arts and crafts participants 350 350 350 Pre-school age programs participants 500 550 550 Self-development/performing arts participants 725 700 700 Holiday events participants/camps 270 270 280 Fitness participants 200 175 175 Open gym participants 1,000 1,000 950
Approved Adjustments in 2006-2007 Budget
362
CITY OF EVANSTON
CROWN COMMUNITY CENTER
3030
2005 -2006 2006 2007-
Appropriation Approved
3030 CROWN COMMUNITY CENTER
61010 REGULAR PAY 226,700 253,300
61050 PERMANENT PART-TIME 145,500 159,100
61060 SEASONAL EMPLOYEES 33,700 40,900
61110 OVERTIME PAY 5,800 5,800
61510 HEALTH INSURANCE 37,800 46,500
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 1,000 1,000
62205 ADVERTISING 600 600
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 1,400 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 2,000 900
62505 INSTRUCTOR SERVICES 41,000 60,000
62507 FIELD TRIPS 3,400 4,800
62508 SPORTS OFFICIALS 1,500 1,500
62515 RENTAL SERVICES 1,400
64005 ELECTRICITY 37,800 37,800
64015 NATURAL GAS 14,400 14,400
65020 CLOTHING 1,000 1,000
65025 FOOD 5,000
65040 JANITORIAL SUPPLIES 2,000 2,000
65050 BLDG MAINTENANCE MATERIAL 2,400 2,400
65070 OFFICE/OTHER EQT MTN MATL 1,800 900
65075 MEDICAL & LAB SUPPLIES 500 500
65095 OFFICE SUPPLIES 1,000 1,000
65110 RECREATION SUPPLIES 16,300 9,800
3030 CROWN COMMUNITY CENTER 582,800 654,000
363
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Description of Major Activities
Chandler-Newberger Community Center is open 4,000 hours per year offering comprehensive programs for infants
through adults. Programs and activities facilitate positive self-development through learning skills and individual
improvement. The 16,000-sq-foot facility also provides room, racquetball court and gymnasium rentals to community
groups, youth birthday party groups and recreation enthusiasts. The center is also the central base for several large
community-wide programs, including the indoor/outdoor tennis program (see 3110 tennis budget), school-based
youth sports leagues and the indoor/outdoor volleyball program.
The Chandler-Newberger Summer Sports Camp is offered for children ages 5-12 years old in two 4-week sessions. It
is the largest program conducted at the center. Almost 600 youth register for this program, which provides basic
sports instruction in baskeball, softball, flag football, soccer, floor hockey and other sports. Approximately 20-25
seasonal staff work at the sports camp. Other highlights of the camp include various field trips, including bowling,
miniature golf, beach trips, camp "Olympics," rock climbing, and a field trip to Great America. Basketball camps are
held during summer and winter break sessions for ages 7-14. Camps typically meet 2-3 hour a day for 4-5 days each.
Summer Sports Mini-camp is offered for 1-week sessions during the last three weeks of August. This program has
over 300 registrants ages 5-12; the sessions are an extension of the Summer Sports Camp. Activities and trips
include basketball, soccer, and field trips.
The gymnastics program is offered in the fall, winter, and spring. Each session offers classes for children age 18 mo.
through 12 years. Various levels are offered, allowing children to advance from beginning to advanced levels. There
are almost 500 registrations each year. The program also includes cheerleading and tumbling classes.
Camp Leahy is a preschool program for ages 3-5 years. It's offered for four 2-week sessions and one 1-week special
session. Each summer 130 children participate in art projects, songs, games, and activities centered around the
camp theme. Children take field trips to the beach and the library during 2-week sessions. Pee Wee Sports Camp will
be offered mornings at Bent Park and afternoons at Leahy Park. Over 120 children ages 4-5 are introduced to the
world of sports through games, fun activities and field trips to the beach and bowling. Winter Sports Camp is offered
during the winter break session. Children ages 5-12 participate in sports activities and take a field trip.
The Chandler-Newberger Youth Sports Program includes classes and activities for children in grades K-5 and ages
3-5. Classes are offered throughout the day for preschool-aged children and after school for school-aged children.
Activities include basketball classes and leagues, soccer classes, and flag football classes. Programs for home-
schooled children are also offered through the youth sports program. Yearly attendance is around 500 participants.
The center offers a variety of programs for children ages birth though 4 years old in conjunction with the Family
Room, an Evanston-based private not-for-profit group.The popular drop-in play program, Time Together, offers
families an environment to come and play with other families. The Preschool Program offers children ages 2-4 an
opportunity to "learn through play." The I Can go to School 2 program offers children age 2 or 3 and their caregiver an
opportunity to sing songs, play, and create in a supervised environment. Terrific Threes and Fabulous Fours offer a
more traditional preschool program from fall to spring.
Chess Wizards, Inc. is a contracted vendor that conducts the various chess camps for children ages 5-12. Each
camp is offered for one week. Chess is offered for children from beginning to intermediate levels.
The fencing program offers classes for beginners to advanced fencers to prepare for competition classes for adults
and children. In addition to the many classes offered, a summer fencing camp is offered at the end of the summer for
children in grades 4-7. In addition, several fencing tournaments are held at the center throughout the year.
The Youth Garage Sale is held on a Saturday every spring. The program offers children an opportunity to sell their
gently-used toys and other unwanted items in a garage sale atmosphere.
The Chandler-Newberger Anniversary Party will celebrate the 25th anniversary of the current building. Games,
activities, and other big events are planned, as well as prizes and keepsakes.
The City’s Indoor and Beach Volleyball programs are all based at Chandler-Newberger. We will be in year two of a
three year contract with Sports Endeavors, Inc. We have year-around programming, which includes adult classes and
leagues, youth classes and leagues, and summer and winter break camps.
364
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2005 -2006 2006 2007-
Appropriation Approved
3035 CHANDLER COMMUNITY CENTER
61010 REGULAR PAY 201,700 225,800
61050 PERMANENT PART-TIME 110,300 119,100
61060 SEASONAL EMPLOYEES 79,700 88,000
61110 OVERTIME PAY 3,500 2,500
61510 HEALTH INSURANCE 30,000 37,200
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 2,100 2,100
61630 SHOE ALLOWANCE 300 300
62205 ADVERTISING 600 1,000
62210 PRINTING 600 900
62235 OFFICE EQUIPMENT MAINT 600 600
62245 OTHER EQMT MAINTENANCE 1,300 2,000
62275 POSTAGE CHARGEBACKS 2,700 3,600
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 1,000 1,500
62375 RENTALS 5,000 1,000
62380 COPY MACHINE CHARGES 2,300
62490 OTHER PROGRAM COSTS 700 1,400
62495 LICENSED PEST CONTROL SERVICES 300 300
62505 INSTRUCTOR SERVICES 63,200 69,500
62506 WORK-STUDY 4,500 6,400
62507 FIELD TRIPS 21,500 29,900
62508 SPORTS OFFICIALS 1,100 1,100
62511 ENTERTAIN/ PERFORMER SVCS 1,700
62518 SECURITY/ALARM CONTRACTS 3,800 3,900
64005 ELECTRICITY 28,500 28,500
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 900 1,500
65040 JANITORIAL SUPPLIES 2,500 3,500
65050 BLDG MAINTENANCE MATERIAL 1,000 1,500
65070 OFFICE/OTHER EQT MTN MATL 200 200
65075 MEDICAL & LAB SUPPLIES 100 100
65095 OFFICE SUPPLIES 3,200 2,900
65110 RECREATION SUPPLIES 17,900 19,900
3035 CHANDLER COMMUNITY CENTER 603,900 675,300
365
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 activites, 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 skils, and self-enrichment through creative arts and improvisation. The founder and author presented a lecture about the inspiration that led to the development of the program, explained its benefits to the community, and gave an award to each participant. 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 facilties 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 particpants 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 programs sponsored by the department, the center also accommodates community groups such as Community Awareness Block Club, Foster Neighbors, and VWF. 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 offsite operations for summer drop-in programs at Mason and Clyde-Brummel parks, and oversees the coordination, implementation, and management of the Illinois State Board of Education Summer Lunch Program and four park sites. FY 2006-2007 Objectives
• Implement a long-range program development plan addressing needs of challenged youth and families by January 2007
• Restructure Fitness Center memberships to include Families-Partners-Teams and promote the benefits of fitness and wholesome lifestyles by February 2007
• Develop a social recreation program for young adults promoting positive community participation and recreational leadership by September 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Spring, summer, fall league participation sports 7 8 8 Classes offered in fitness program 6 8 6 Classes offered in dance program 5 3 5 Classes offered in skilled craft program 5 4 4 Scholarships granted $ 20,000 $ 20,000 $ 30,000
Approved Adjustments in 2006-2007 Budget
366
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2005 -2006 2006 2007-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT
61010 REGULAR PAY 268,000 300,700
61050 PERMANENT PART-TIME 111,000 142,000
61060 SEASONAL EMPLOYEES 45,600 52,700
61110 OVERTIME PAY 4,500 2,500
61510 HEALTH INSURANCE 45,200 55,800
61615 LIFE INSURANCE 500 600
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 200 300
62205 ADVERTISING 3,000 1,200
62210 PRINTING 1,900 2,000
62225 BLDG MAINTENANCE SERVICES 1,000 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 400 500
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 1,000 1,000
62490 OTHER PROGRAM COSTS 7,000 2,000
62495 LICENSED PEST CONTROL SERVICES 500 800
62505 INSTRUCTOR SERVICES 6,000 4,000
62507 FIELD TRIPS 16,800 18,000
62510 EDUCATOR SERVICES 3,000 3,000
62511 ENTERTAIN/ PERFORMER SVCS 6,000 6,000
62518 SECURITY/ALARM CONTRACTS 4,100 4,100
64005 ELECTRICITY 43,700 38,500
64015 NATURAL GAS 18,200 18,200
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 3,000 3,000
65025 FOOD 10,000 11,200
65040 JANITORIAL SUPPLIES 6,000 7,000
65050 BLDG MAINTENANCE MATERIAL 1,500
65070 OFFICE/OTHER EQT MTN MATL 1,500 1,000
65095 OFFICE SUPPLIES 3,000 3,000
65110 RECREATION SUPPLIES 20,900 20,800
3040 FLEETWOOD JOURDAIN COM CT 641,800 709,700
367
City of Evanston
Recreation
3045 – Fleetwood-Jourdain Theater Description of Major Activities Fleetwood-Jourdain Theatre programs 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. The Evanston Children's Theatre program produces three productions--classical musicals, fairy tales, and adaptations. Participants are involved in acting, singing, costume assistance, lighting, and set decoration. FY 2006-2007 Objectives
• Restructure Adult Theatre program to accommodate the new space at Noyes Cultural Center Room 107, focusing on theatre classes, workshops, seminars, and playreading and improvasation techniques by October 2006
• Provide workshops in performance techniques, stage presence, voice and diction for youth, adults, and older citizens by November 2006
• Showcase spoken-word artists, comedians, readers' theatre, and one-act plays by January 2007
• Provide professional theatre and dance troup performances for Black History Month celebrations by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Theatre productions/classes/workshops/seminars 8 14 8 Scholarships $1,000 $1,000 $1,000
Approved Adjustments in 2006-2007 Budget
368
CITY OF EVANSTON
FLEETWOOD/JOURDAIN THEATR
3045
2005 -2006 2006 2007-
Appropriation Approved
3045 FLEETWOOD/JOURDAIN THEATR
61010 REGULAR PAY 41,200 44,100
61050 PERMANENT PART-TIME 10,200 10,600
61510 HEALTH INSURANCE 7,500 9,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 500 500
62205 ADVERTISING 6,000 6,000
62210 PRINTING 2,000 1,000
62275 POSTAGE CHARGEBACKS 1,500 1,500
62375 RENTALS 3,000 3,000
62490 OTHER PROGRAM COSTS 1,000 1,000
62505 INSTRUCTOR SERVICES 23,800 14,000
62511 ENTERTAIN/ PERFORMER SVCS 12,200 12,500
64540 TELECOMMUNICATIONS - WIRELESS 500 500
65025 FOOD 3,000 3,000
65050 BLDG MAINTENANCE MATERIAL 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 500 500
65095 OFFICE SUPPLIES 600 600
65110 RECREATION SUPPLIES 8,000 8,000
3045 FLEETWOOD/JOURDAIN THEATR 122,600 117,200
369
City of Evanston
Recreation
3050 – Recreation Outreach Programs
Description of Major Activities
At-risk programs are structured to increase participation of grade and high school youth and young adults in need of
non-traditional leisure services. Programs and services offered in this element are free to the participant(s) and
offered at various recreation centers, including Fleetwood-Jordain, Mason, Robert Crown, Clyde/Brummel Park, and
other locations throughout the community. The program choices are designed to create alternatives in lifestyle, better
self-image, and ultimately a better quality of life.
Recreational and sports activities are held at the lakefront and at Elks, James, Robert Crown, and Mason Park. The
Summer Food Program provides nearly 1,000 nutritional meals per day to Evanston youth at four sites:
• Fleetwood-Jourdain
• Mason Park
• Robert Crown
• Elks Park* (a Ridgeville Park District Park)
FY 2005-2006 Objectives
• Submit an application for a reimbursable grant from the Illinois State Board of Education for a summer lunch
program to serve five sites: Fleetwood-Jourdain, Mason Park, Robert Crown, and Elks Park. The program will
serve 40,000 lunches over a 10-week period by August 2005
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Cultural arts 3 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 40,000 40,000
Community outreach 2 2 2
Approved Adjustments in 2005-2006 Budget
370
CITY OF EVANSTON
RECREATION OUTREACH PROGRAM
3050
2005 -2006 2006 2007-
Appropriation Approved
3050 RECREATION OUTREACH PROGRAM
61050 PERMANENT PART-TIME 41,200 32,300
61060 SEASONAL EMPLOYEES 43,200 43,700
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 1,500 1,300
62495 LICENSED PEST CONTROL SERVICES 400 400
62505 INSTRUCTOR SERVICES 1,000 1,500
62507 FIELD TRIPS 4,500 4,500
62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000
62515 RENTAL SERVICES 3,000 1,000
64005 ELECTRICITY 2,300 3,000
64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,100
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 187,700 178,300
371
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, meet people, 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. 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 nurse from the Health & Human Services department, 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. FY 2006-2007 Objectives
• Develop a marketing strategy to increase particiapation in all facility programs by 10% by June 2006
• Develop 5-10 evening and weekend programs specifically geared for people 55-65 years old, in order to address the recreational needs of the working Baby Boomer generation, by December 2006
• Continue to seek partnerships with similar agencies to increase awareness of the Levy Center, increase memberships, and maintain good public relations Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Levy membership 1,750 1,200 1,320 Fitness Room membership 265 305 320 Partnerships with similar agencies 0 8 12 Personal training sessions per year 0 400 600
Approved Adjustments in 2006-2007 Budget
372
CITY OF EVANSTON
LEVY CENTER
3055
2005 -2006 2006 2007-
Appropriation Approved
3055 LEVY CENTER
61010 REGULAR PAY 278,700 313,100
61050 PERMANENT PART-TIME 148,700 231,100
61062 SPECIAL EVENT SALARIES 3,500
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 45,300 55,800
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,300 1,300
61630 SHOE ALLOWANCE 400 300
62205 ADVERTISING 500 500
62210 PRINTING 1,000
62245 OTHER EQMT MAINTENANCE 6,000 6,100
62275 POSTAGE CHARGEBACKS 6,000 5,000
62295 TRAINING & TRAVEL 700 700
62360 MEMBERSHIP DUES 1,000 1,100
62375 RENTALS 900 900
62495 LICENSED PEST CONTROL SERVICES 500 500
62505 INSTRUCTOR SERVICES 100,000 32,700
62507 FIELD TRIPS 12,200 11,700
62509 SERVICE AGREEMENTS / CONTRACTS 1,000 1,000
62511 ENTERTAIN/ PERFORMER SVCS 2,500 1,100
62515 RENTAL SERVICES 4,800
62518 SECURITY/ALARM CONTRACTS 800 900
62705 BANK SERVICE CHARGES 1,500
64005 ELECTRICITY 52,000 52,000
64015 NATURAL GAS 28,000 28,000
64540 TELECOMMUNICATIONS - WIRELESS 1,100 900
65020 CLOTHING 500 600
65025 FOOD 12,700 9,900
65040 JANITORIAL SUPPLIES 3,800 3,000
65050 BLDG MAINTENANCE MATERIAL 6,000 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000
65095 OFFICE SUPPLIES 4,000 4,000
65110 RECREATION SUPPLIES 10,500 8,700
3055 LEVY CENTER 734,800 782,800
373
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 the 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 and during the Venetian Night and Air and Water Show weekends. This is the only drop-in launch offered between Montrose 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. Dog Beach is open during the same hours as the boat ramp and share staff with the boat ramp. Only seasonal permits are allowed at this beach. FY 2006-2007 Objectives
• Re-evaluate the staffing and supervision of the boat ramp in an effort to better supervise the area by May 2006
• Increase the number of times Dog Beach is cleaned from once to twice a week beginning May 2006
• Consider alternatives for dredging the Church Street boat launch by April 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Facility in operating condition by opening date May 1 May 10 May 1 Dog Beach cleanings 5 6 10 Season boat permits sold - residents 68 81 79 Season boat permits sold - non-residents 28 33 47 Dog beach tokens sold - residents 943 1,045 1,100 Dog beach tokens sold - non-residents 270 268 270
Approved Adjustments in 2006-2007 Budget
374
CITY OF EVANSTON
BOAT RAMP-CHURCH ST
3065
2005 -2006 2006 2007-
Appropriation Approved
3065 BOAT RAMP-CHURCH ST
61060 SEASONAL EMPLOYEES 26,700 26,100
61110 OVERTIME PAY 11,000 11,000
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 67,600 67,000
375
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 2006-2007 Objectives
• Begin the planning/redesign of the boat storage and locker facilities by winter 2006, with work starting in the
spring of 2007
• Increase awareness of the boat launching facility through the rental program by Sept. 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Storage racks occupied 223 226 225
Season launch permits sold 121 110 126
Daily launch permits sold (based on a 3 year average) 35 78 46
Approved Adjustments in 2006-2007 Budget
376
CITY OF EVANSTON
BOAT STORAGE FACILITIES
3075
2005 -2006 2006 2007-
Appropriation Approved
3075 BOAT STORAGE FACILITIES
61060 SEASONAL EMPLOYEES 9,300 9,600
61110 OVERTIME PAY 500 500
62275 POSTAGE CHARGEBACKS 300 300
62490 OTHER PROGRAM COSTS 300 300
65045 LICENSING/REGULATORY SUPP 700 1,000
65070 OFFICE/OTHER EQT MTN MATL 600 400
3075 BOAT STORAGE FACILITIES 11,700 12,100
377
City of Evanston
Recreation
3080 – Beaches Description of Major Activities The Dempster Street Beach office collects all revenue generated by the lakefront, including 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 the Aquatics Camp participants on bad weather days. The garage area is utilized by the service crew as a headquarters. 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, and 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 of City boats, repair beach fencing, and picking up litter in the lakefront parks. They 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 2006-2007 Objectives
• Develop an off-season lifeguard training program by December 2006
• Continue developing the lifeguard manual by adding sections for sailing and boater distress by May 2006
• Develop a program to promote swim lessons at other Evanston institutions by May 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of resident pre-season tokens sold 11,432 13,200 13,194 Total number of resident season tokens sold 2,116 2,531 2,780 Total Number of res. 1/2 price tokens sold 166 345 239 Total number of adult daily tickets sold 7,733 16,159 13,391 Total number of child daily tickets sold 4,542 7,698 6,789 Non-resident pre-season tokens sold 81 94 89 Non-resident season tokens sold 21 44 36 Total lakefront picnic permits sold 199 228 218 ***Due to uncertain weather conditions a 5 year average is used to forecast 2006-07 revenues
Approved Adjustments in 2006-2007 Budget
378
CITY OF EVANSTON
BEACHES
3080
2005 -2006 2006 2007-
Appropriation Approved
3080 BEACHES
61010 REGULAR PAY 78,700 65,200
61060 SEASONAL EMPLOYEES 263,900 269,600
61110 OVERTIME PAY 3,000 6,000
61510 HEALTH INSURANCE 11,300 11,600
61615 LIFE INSURANCE 200 200
62205 ADVERTISING 600 600
62235 OFFICE EQUIPMENT MAINT 400 400
62245 OTHER EQMT MAINTENANCE 600 600
62275 POSTAGE CHARGEBACKS 300 200
62305 RENTAL OF AUTO-FLEET SER 46,100 50,300
62490 OTHER PROGRAM COSTS 500 500
62518 SECURITY/ALARM CONTRACTS 600 800
64005 ELECTRICITY 3,200 3,200
64015 NATURAL GAS 1,900 1,900
64540 TELECOMMUNICATIONS - WIRELESS 4,500 4,500
65020 CLOTHING 3,500 4,000
65025 FOOD 300 300
65045 LICENSING/REGULATORY SUPP 5,000 5,200
65110 RECREATION SUPPLIES 4,300 4,300
65125 OTHER COMMODITIES 1,500 1,500
3080 BEACHES 430,400 430,900
379
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:
• Daily cleaning of the sand and collecting daily water samples and weekend tests
• Launching aquatic camp boats and boat rack repairs
• Cleaning 14 lakefront bathrooms and 14 park bathrooms
• Litter pickup and graffiti removal throughout the park system
Field maintenance of 23 soccer fields, four football fields, and 18 baseball fields is also provided 9 months of the
year. Maintenance includes seeding, aerating, fertilizing, dragging and lining. During the summer months, two staff
are dedicated to daily work on these fields. Custodial services are also provided to seven park shelters and seven
lakefront buildings used for programs and activies and include bathroom cleaning, mopping, sweeping and litter
pickup. Major cleaning, painting, and minor carpentry, pick-up/deliveries are provided to our six Parks/Forestry and
Recreation buildings.
Five natural ice rinks are maintained during the winter months. Snow removal is provided for parkways, sidewalks,
and parking lots for all recreation buildings and the Civic Center. 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 which include dragging and lining baseball fields at Evanston Township
High School for the EBSA games.
FY 2006-2007 Objectives
• Begin replacing old soccer goals throughout the city beginning with the set on James # 3 by May 31, 2006
• Begin replacing irrigation heads on soccer fields starting with those at Lovelace Park ($3,700 per field)
• Clean up the entrance at Greenwood Beach by removing the rip rap, grading down the sand, and replacing the
rip rap by May 1, 2006
• Improve soccor field with 10 tons of Turface (a soil amendment) on field # 2 at James Park by August 31, 2006
• Determine a method to correct and prevent water from entering the batting cages at James Park by June 1, 2006
• Evaluate and develop a plan to improve turf conditions at the main football field at Crown Park by
August 1, 2006
• Plant and maintain flower beds behind Dempster Street beach office to enhance the area by May 1, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Service deliveries 590 590 590
Number of beach cleanings 290 290 290
Install snowfence (in linear feet) throughout the park
system
19,000 19,000 19,000
Resurface natural ice rinks 20 25 25
Dredge boat ramp in a timely manner May 1st May 1st May 1st
Maintain tennis and basketball courts 0 40 0
Maintain football, baseball and soccer fields (weekly) 40 40 45
Collect beach water samples daily during beach season 98 98 98
Graffiti removal on park equipment 76 76 85
Approved Adjustments in 2006-2007 Budget
380
CITY OF EVANSTON
RECREATION FACILITY MAINT
3085
2005 -2006 2006 2007-
Appropriation Approved
3085 RECREATION FACILITY MAINT
61010 REGULAR PAY 343,900 379,900
61060 SEASONAL EMPLOYEES 48,800 47,300
61110 OVERTIME PAY 24,900 25,300
61510 HEALTH INSURANCE 49,700 65,100
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 1,000 1,000
62245 OTHER EQMT MAINTENANCE 500 500
62295 TRAINING & TRAVEL 700 700
62305 RENTAL OF AUTO-FLEET SER 45,600 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 13,000
65070 OFFICE/OTHER EQT MTN MATL 3,000 3,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 700 700
3085 RECREATION FACILITY MAINT 542,300 596,800
381
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 daily from 5:30 a.m. until 11:00 p.m. and provides 168 hours of ice time per week. Staff strives to
maintain a high quality indoor iceskating 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 child
through adult, competitive skating, Ice Dance, and synchronized skating. Practice ice for tots through advanced
competitive skaters is also offered. Skating school off-ice classes include: ballet for skaters, pilates, conditioning, and
off-ice jump techniques. The skating school also produces two ice shows and offers one competition per year.
The Hockey Program, which is run by the hockey director working 30 hours per week, provides both Learn to Play
hockey classes and competitive leagues. There are 120 players in house-league hockey 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 per year. The Broomball program provides league play on the studio rink with 12 teams of
9 players each. 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 rental skates are available 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 2006-2007 Objectives
• Further develop and expand the Ice Dance program through one additional class and 2 additional practice
sessions by Winter 2006
• Continue to market the Skating School by offering learn to skate drop-in classes during selected public skating
times. Once the participants are interested in skating, we can then promote our weekly skating classes by
Summer 2006
• Continue to market the Adult Men's Hockey existing drop-in program and develop it into a non-competitive
league of 10 teams by Winter 2006
• Continue to offer different themes for Open Skate during specific holidays such as Valentine's Day, Halloween,
Sweetest Day and President's Day.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Learn to skate classes 320 330 330
Hockey sessions held 32 32 34
Public skate participation 17,000 17,000 16,000
Broomball league teams 28 24 24
Adult hockey league teams 20 16 16
Practice ice participants 620 645 660
Approved Adjustments in 2006-2007 Budget
382
CITY OF EVANSTON
CROWN ICE RINK
3095
2005 -2006 2006 2007-
Appropriation Approved
3095 CROWN ICE RINK
61010 REGULAR PAY 251,600 255,800
61050 PERMANENT PART-TIME 279,000 267,500
61060 SEASONAL EMPLOYEES 48,300 80,000
61110 OVERTIME PAY 5,500 5,500
61410 SHIFT DIFFERENTIAL 100
61510 HEALTH INSURANCE 37,700 37,200
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 800 800
61630 SHOE ALLOWANCE 400 400
62205 ADVERTISING 5,000 4,200
62210 PRINTING 6,000 4,400
62235 OFFICE EQUIPMENT MAINT 1,800 500
62245 OTHER EQMT MAINTENANCE 22,000 23,100
62275 POSTAGE CHARGEBACKS 4,900 2,500
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 20,500 22,400
62360 MEMBERSHIP DUES 5,400 5,400
62375 RENTALS 3,200 3,200
62490 OTHER PROGRAM COSTS 9,000 10,300
62495 LICENSED PEST CONTROL SERVICES 600 600
62505 INSTRUCTOR SERVICES 10,200 10,700
62507 FIELD TRIPS 20,500 22,000
62508 SPORTS OFFICIALS 5,000 5,500
62515 RENTAL SERVICES 1,000
64005 ELECTRICITY 98,000 98,000
64015 NATURAL GAS 43,300 43,300
64540 TELECOMMUNICATIONS - WIRELESS 700 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 3,600 3,600
65025 FOOD 2,500
65040 JANITORIAL SUPPLIES 6,400 6,400
65050 BLDG MAINTENANCE MATERIAL 5,000 5,000
65070 OFFICE/OTHER EQT MTN MATL 9,400 9,500
65075 MEDICAL & LAB SUPPLIES 900 500
65080 MERCHANDISE FOR RESALE 35,900 25,000
65095 OFFICE SUPPLIES 3,100 2,000
65110 RECREATION SUPPLIES 53,600 50,600
3095 CROWN ICE RINK 999,200 1,010,400
383
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 day 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 2005 leagues we had 30 Men's summer 12" teams, 11 co-ed mushball teams, four Women's 14" teams, 18 Men's fall 12" teams, and six co-ed mushball teams. Each team has an average of 15 players on its roster (1,035 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 too warm to maintain good ice). This program gives Evanston residents the opportunity to skate in neighborhood outdoor 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 will close the rink. They also monitor the area, making sure the skaters are following the rules and regulations. The softball coordinator is responsible for the nightly managing of the adult softball programs. Duties include setting up the fields, collecting scorecards and maintaining the league standings. The softball coordinator is responsible for the calling off of games due to heavy rain, lighting or unsafe playing conditions. They are 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. Softball programs and outdoor skating give residents the opportunity to be involved in community recreation activities. This business unit also includes funding for a private security firm that will be hired to provide personnel at the James Park hill on snow days. Security personnel will be responsible for informing sledders that the middle section and back of the hill is closed on days that snow is covering the hill's surface. FY 2006-2007 Objectives
• Offer a senior softball program for players age 50 and over, with a drop-in program on Sunday nights beginning in June of 2006
• Establish a senior softball league by June 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Adult softball teams (summer & fall) 69 69 69 Outdoor ice rinks 4 4 4
Approved Adjustments in 2006-2007 Budget
384
CITY OF EVANSTON
SPORTS LEAGUES
3100
2005 -2006 2006 2007-
Appropriation Approved
3100 SPORTS LEAGUES
61010 REGULAR PAY 30,300 3,200
61050 PERMANENT PART-TIME 7,300 12,800
61060 SEASONAL EMPLOYEES 7,900 3,100
61510 HEALTH INSURANCE 3,800 500
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 900 1,100
62275 POSTAGE CHARGEBACKS 200 100
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 100 100
62490 OTHER PROGRAM COSTS 12,800
62508 SPORTS OFFICIALS 18,000 12,600
65110 RECREATION SUPPLIES 9,000 5,000
3100 SPORTS LEAGUES 77,700 51,500
385
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, AED’s, and have worked for the City of Evanston as lifeguards for at least one year. Each year there is typically a waiting list comprised of over 70 people for all of the groups combined. 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 where the 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 Aquatics Camp, but it is for adults who want to enjoy this activity without the children. Sailing private lessons and kayak group lessons were developed in 2005 and provides an opportunity for the City's citizens 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 2006-2007 Objectives
• Increase participation in the new Parent/Child AquaAction Camp and the new Adult Aquatic Adventures class by 30 people by including them in the 2006 Summer Camp Guide, offering two 4-week sessions, as opposed to the one 6-week session offered in 2005
• Introduce the new Teen Aquatic (evening) Camp, which will allow teens an opportunity to continue the Aquatic Camp experience, by May 2006
• Increase the number of boat rentals and private lessons by 15% by better incorporating programs in pre-season advertisements and press releases
• Begin incorpoprating the Barnett 1400 sailboats into the Aquatic Camp program by 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Aquatic Camp revenue $95,020 $100,700 $113,275 Total Aquatic Camp registrations 312 350 350 Revenue from AquaAction/Adult Aquatic Adventures and new teen Aquatic Camp 0 11,700 15,000
Lesson and rental revenue 0 17,000 21,000
Approved Adjustments in 2006-2007 Budget
386
CITY OF EVANSTON
AQUATIC CAMP
3105
2005 -2006 2006 2007-
Appropriation Approved
3105 AQUATIC CAMP
61060 SEASONAL EMPLOYEES 56,000 58,000
61110 OVERTIME PAY 300 1,500
62210 PRINTING 200
62275 POSTAGE CHARGEBACKS 300 300
65025 FOOD 500 600
65110 RECREATION SUPPLIES 5,200 5,500
65125 OTHER COMMODITIES 9,000 9,000
3105 AQUATIC CAMP 71,500 74,900
387
City of Evanston
Recreation
3110 – Tennis Description of Major Activities The City-wide tennis program based at the Chandler-Newberger Center, is described as a “grass roots” recreation/park instructional program conducted in public facilities throughout Evanston. Programs include participants age 3 and up and encompass all playing levels. The year-around tennis program is conducted primarily on the major tennis court sites in Evanston, including James Park, Robert Crown Park, Leahy Park, and Lovelace Park for the outdoor season (April-October), and in the Fieldhouse at ETHS during the indoor season (November-March). Summer camps bring in a considerable portion of the total attendance and revenue for the program. There are 5 different summer camps for kids and 1 adult summer camp. In 2005, we successfully targeted pee wee (age 5-7) and junior (age 7-8) players with two new camps attracting a total of 88 separate registrations. The total gross revenue for summer camps in 2005 was $60,271 with 349 total registrations. Our non-camp programs include adult and youth classes, adult and youth leagues, free clinics, special focus clinics/classes, private and semi-private lessons, winter-break "camps" and community/outreach programs. Classes are offered year-around for both adults and kids and are the core of the program. There are 7 total sessions each 6-8 weeks long. Adult classes are 1.5 hours long, and youth classes vary from 45 minutes to 1.5 hours depending on age and ability level. In 2005, we restructured and focused on expanding the middle school spring league. Success was achieved by drawing 42 participants from Evanston schools. Our goal for 2006-2007 is to continue to increase this program from 5 to 7 teams and also recruit more adult volunteers to assist with that program and other community tennis programs. We also a good inaugural year for our free lesson program. This program ran in the summer and we offered 2 concurrent 7-week sessions of free classes at James Park. They drew a consistent turnout of over 40 people per week. This program included both youth (starting at 4 years) and adults and included several couples and families. In 2006-2007 we will combine this program with our youth community program, which targets kids considered (by their teachers) to be “at risk”. Goals for this program are two-fold: introduce tennis to people of all ages who might not otherwise consider it an option, and get kids involved in tennis as an outlet for stress and a road to healthful, lifelong sports participation. One of the key goals for the 06-07 budget year is to grow this program by recruiting more volunteers from the community to help teach. The contract with our current tennis vendor expires in October 2006. If we do not renew with this vendor we may either have a new contracted vendor or we may conduct the program in-house at that time. Overall, the City-wide tennis program has doubled in size every seven years since 1992. FY 2006-2007 Objectives
• Recruit 8 volunteers to assist with tennis instruction in the community/free lesson program area through Evanston Community Tennis Association, other tennis groups and individuals by August 2006
• Increase attendance in the middle school tennis league from five to seven school teams by May 2006
• Market the indoor tennis program by having tennis staff contact at least 100 former indoor/outdoor tennis participants by November 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Adult outdoor lesson/league participants 347 345 350 Youth outdoor lesson/league participants 231 200 200 Youth outdoor Summer camp participants 286 319 282 Adult indoor participants 142 140 130 Youth indoor participants 209 190 174 Free adult and youth tennis lesson-daily participants 0 280 350 Middle school tennis league and community tennis participants
67 86 126
Approved Adjustments in 2006-2007 Budget
388
CITY OF EVANSTON
TENNIS
3110
2005 -2006 2006 2007-
Appropriation Approved
3110 TENNIS
61050 PERMANENT PART-TIME 15,000 41,200
62205 ADVERTISING 300
62210 PRINTING 400
62275 POSTAGE CHARGEBACKS 1,700 1,700
62360 MEMBERSHIP DUES 200
62375 RENTALS 10,500 6,000
62380 COPY MACHINE CHARGES 1,000 1,000
62505 INSTRUCTOR SERVICES 116,900 93,500
62506 WORK-STUDY 1,000 1,000
65095 OFFICE SUPPLIES 800 500
65110 RECREATION SUPPLIES 1,600 1,500
3110 TENNIS 148,900 146,900
389
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. FY 2006-2007 Objectives
• Youth will receive instruction on how to read and play music at an intermediate level, which will allow advancement in the level of competition
• Transition the drum corps into a dual musical program that includes military and contemporary instrumental presentations Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Drum Corps appearances 4 6 Approved Adjustments in 2006-2007 Budget
390
CITY OF EVANSTON
SPECIAL PROGRAMS
3125
2005 -2006 2006 2007-
Appropriation Approved
3125 SPECIAL PROGRAMS
61060 SEASONAL EMPLOYEES 12,300 12,800
3125 SPECIAL PROGRAMS 12,300 12,800
391
392
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, starting at 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 have 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. 76 percent
of the families enrolling in Special Recreation programs 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 One-Day 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 Division 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
393
City of Evanston
Recreation
3130 – Special Recreation Programs
• Training of staff in behavior management, disability awareness, ADA, administration of medication
(epinephrine) and peer relationships
• Adaptation of equipment and supplies
• Group goals and expectations
• Family consultations and resources
FY 2006-2007 Objectives
• To increase program enrollment for all programs, especially for special events, by 3% in Special Recreation by
June 2006
• Increase summer program offerings by 3% in Special Recreation by June 2006
• Use Special Recreation funding to provide scholarships to individuals who require fee assistance but are not
eligible according to City guidelines beginning January 2007
• Provide staff training to all summer camp programs at each camp site in the Inclusion program, to identify camp
inclusion needs, at least 2 times per summer by August, 2006
• Expand training offered to staff in the Inclusion program to include epinephrine in emergency situations and put
into effect food/allergy action form by July, 2006
• Establish a universal medication protocol in the Inclusion program to be utilized by all centers/summer camps by
May, 2006
• Develop an on-call list of staff available to work inclusion issues as they arise throughout the school year by
December, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Attendance 815 850 880
Volunteers 15 20 25
Program offerings 63 70 75
Inclusion aids - Summer Camp 18 26 29
Inclusion aids - school year programs 0 11 11
Approved Adjustments in 2006-2007 Budget
394
CITY OF EVANSTON
SPECIAL RECREATION
3130
2005 -2006 2006 2007-
Appropriation Approved
3130 SPECIAL RECREATION
61010 REGULAR PAY 44,700 65,700
61050 PERMANENT PART-TIME 113,700 108,200
61060 SEASONAL EMPLOYEES 36,700 54,900
61110 OVERTIME PAY 3,000 7,000
61510 HEALTH INSURANCE 7,500 11,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
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 19,100 26,700
62505 INSTRUCTOR SERVICES 4,400 4,200
62507 FIELD TRIPS 5,000 10,200
62511 ENTERTAIN/ PERFORMER SVCS 2,000 2,000
62515 RENTAL SERVICES 10,900
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,800
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 3,500 3,500
65025 FOOD 4,000 4,900
65075 MEDICAL & LAB SUPPLIES 600 400
65095 OFFICE SUPPLIES 500 700
65110 RECREATION SUPPLIES 8,500 8,100
3130 SPECIAL RECREATION 269,700 314,000
395
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: two recreation buses and, on occasion,
the Levy Senior center bus. The 8-passenger rec van is on standby mode in case unforseen 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 2006-2007 Objectives
• Increase rider usage by 10 participants by Fall 2006
• Continue to update safety procedure information provided to the bus drivers by Fall 2006
• Find and employ more bus drivers by Fall 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
After-school bus program participants 90 100 110
Approved Adjustments in 2006-2007 Budget
396
CITY OF EVANSTON
BUS PROGRAM
3140
2005 -2006 2006 2007-
Appropriation Approved
3140 BUS PROGRAM
61050 PERMANENT PART-TIME 35,800 36,700
61110 OVERTIME PAY 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,300
3140 BUS PROGRAM 39,100 40,000
397
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. 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 while 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 the park police.
FY 2006-2007 Objectives
• Certify all park rangers in the use of AED units by June 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Playground inspections per month 1 1 2
Approved Adjustments in 2006-2007 Budget
398
CITY OF EVANSTON
PARK SERVICE UNIT
3150
2005 -2006 2006 2007-
Appropriation Approved
3150 PARK SERVICE UNIT
61010 REGULAR PAY 10,300 24,700
61050 PERMANENT PART-TIME 38,800 44,300
61060 SEASONAL EMPLOYEES 4,600 9,600
61110 OVERTIME PAY 2,200 400
61510 HEALTH INSURANCE 1,900 4,200
61630 SHOE ALLOWANCE 400 400
64540 TELECOMMUNICATIONS - WIRELESS 2,600 2,600
65020 CLOTHING 1,000 750
65085 MINOR EQUIPMENT & TOOLS 1,500 750
3150 PARK SERVICE UNIT 63,300 87,700
399
City of Evanston
Recreation
3155 – Youth Golf Program Description of Major Activities The City-wide Youth Golf Program, coordinated by Chandler-Newberger Center, provides youth golf instruction spring through fall at Peter N. Jans Community Golf Course, which is adjacent to the center. The primary purpose of the program is to provide an introduction to golf, including skills instruction, etiquette, and rules of the game. FY 2006-2007 Objectives
• Increase participation of girls in the Golf Program by 25% by offering a free girls' golf clinic by September 2006
• Increase boys' and girls' awareness of and participation in the Golf Program by offering a free chipping and putting contest by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Spring golf participants 16 9 23 Summer golf participants 105 114 135 Fall golf participants 19 15 23
Approved Adjustments in 2006-2007 Budget
400
CITY OF EVANSTON
GOLF
3155
2005 -2006 2006 2007-
Appropriation Approved
3155 GOLF
62205 ADVERTISING 200 200
62360 MEMBERSHIP DUES 300
62375 RENTALS 1,200
62505 INSTRUCTOR SERVICES 12,900 15,200
62506 WORK-STUDY 1,000 1,000
65095 OFFICE SUPPLIES 300 200
65110 RECREATION SUPPLIES 1,500 1,400
3155 GOLF 17,100 18,300
401
402
City of Evanston
Parks and Forestry Department
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
3505 – General Support 291,923 263,200 269,943 288,900
3510 – Horticultural Maintenance 1,230,487 1,314,700 1,220,725 1,407,500
3515 – Parkway Tree Maintenance 759,521 718,400 722,340 774,300
3520 – Dutch Elm Disease Control 683,020 587,300 619,568 630,700
3525 – Tree Planting 270,435 348,700 306,557 366,200
3530 – Private Elm Tree Insurance 0 42,300 70,888 42,000
3535 – Dutch Elm Inoculation Program 0 958,000 652,016 229,400
Services Billed Out (42,700) (42,000) (43,700) (42,000)
Total Expenditures: $ 3,192,686 $ 4,190,600 $ 3,818,337 $ 3,697,000
Notes for Financial Summary
Changes to the Dutch Elm Inoculation Program are the result of the first year of inoculations being completed. In the
first year, all signature and parkway elms were inoculated through a contractor – FY2007 shows in-house costs for
remaining trees and amortization to pay for the inoculation of all signature elms again in FY2009.
Performance Report on FY 2005-2006 Major Program Objectives
Staff implemented and oversaw the fungicide injection program for all signature public elms 30" and larger City wide.
The contractor completed the injections of 1,770 trees between the last week in May and the third week in August.
Although the long-term results of this new program will take at least two more years to measure accurately, the
losses of parkway elms in 2005 were significantly lower than 2004 (149 vs. 230). The number of other City-owned
elms infected by the disease also showed a significant decrease (59 vs. 89) as well. Staff also performed fifty cut-
outs by detecting symptoms of Dutch Elm Disease in its early stages.
Despite attempts to increase awareness of the benefits of our Dutch Elm Disease insurance program, participation
dropped from 455 trees in 2004 to 443 trees in 2005. In addition, the costs associated with the removal of insured
trees increased significantly, which resulted in the annual premiums only covering 67% of the actual costs. Staff is
calculating how much to increase the premiums to keep up with the increase in removal costs.
The Ladd Arboretum master plan is moving forward, albeit slowly. Staff will have a consultant on board by May, 2006
to oversee this project in conjunction with the Ladd Arboretum Committee.
A formal tracking procedure has been put into place to record all removals of plant material from any park property.
This will allow for more timely replacements to occur whenever appropriate.
The first full year of the enhanced tree planting program has been succesfully implemented. Staff, along with the
planting contractor hired through the Suburban Tree Consortium, will plant more than 650 new parkway trees City
wide. This has already resulted in a significant decrease in the time between a tree removal and when that tree is
replaced from nearly three years down to just over one year. Staff has also been working with the Suburban Tree
Consortium to develop increased availability of new tree species for parkway planting. This has resulted in three
previously unavailable trees being placed into full scale growing by participating nurseries. These trees are just
beginning to become available, with significant increases expected in the coming years.
2006-2007 Department Initiatives
1. Transfer the fungicide injections of public elms from a contracted service to Forestry Division staff in order to
decrease the costs of the overall program
2. Maintain the increase in tree planting efforts both on City parkways and in parks so that all public trees are
replaced within one year or less of being removed whenever appropriate
3. If the incidence of Dutch Elm Disease continues to decrease, staff will be deployed increasingly to the area
trimming efforts in ordern to try and maintain the six-year trimming cycle
403
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 2006-2007 Objectives
• Continue development of the Ladd Arboretum master-planning process with the intent of completing the final
plan by October, 2006
• Develop an educational mass-mailing to increase participation in the Private Elm Tree Insurance Program by
April, 2006
• Increase the use of the City's web site to promote and educate residents about the activities undertaken by
Parks/Forestry staff, including park redevelopments, division policies and procedures, and proposed work tasks
in different neighborhoods
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Capital projects funded 8 7 9
Capital projects completed 7 8 9
Employees attending outside training programs 26 28 30
Average sick days used per employee annually 3 3 3
Citizen requests for tree work 1,760 1490 1500
Approved Adjustments in 2006-2007 Budget
404
CITY OF EVANSTON
PARKS & FORESTRY GENERAL SUP
3505
2005 -2006 2006 2007-
Appropriation Approved
3505 PARKS & FORESTRY GENERAL SUP
61010 REGULAR PAY 215,100 228,400
61060 SEASONAL EMPLOYEES 4,000
61510 HEALTH INSURANCE 22,500 27,900
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 3,000 3,000
61630 SHOE ALLOWANCE 300 300
62185 OTHER CONSULTING SERVICES 3,500 3,500
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 500 500
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 400 400
62335 DATA PROCESSING SERVIC 800 1,000
62360 MEMBERSHIP DUES 900 900
62375 RENTALS 2,800 2,800
64540 TELECOMMUNICATIONS - WIRELESS 9,600 12,000
65010 BOOKS, PUBLICATIONS, MAPS 200 600
65095 OFFICE SUPPLIES 1,000 1,000
65105 PHOTO/DRAFTING SUPPLIE 600 600
3505 PARKS & FORESTRY GENERAL SUP 263,200 288,900
405
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 refuse removal 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, tables, benches, and fencing. Employees also oversee landscape and irrigation system maintenance contracts. FY 2006-2007 Objectives
• Develop and implement a maintenance tracking system with the use of MainTrac software in order to provide enhanced and timely maintenance activities citywide.
• Continue to enhance park property aesthetics with the increased use of low-maintenance perennials.
• Track and replace all dead trees and shrubs within one year of removal in all City parks. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Trees planted 18 57 40 Shrubs planted 85 474 300 Shrub bed maintenance interval during growing season 70 days 55 days 60 days Mowing rotation 4.5 days 4 days 4 days Playground surfacing renovations 24 32 36 Bulbs/Ground Cover planted 2000 5500 4,000
Approved Adjustments in 2006-2007 Budget
406
CITY OF EVANSTON
HORTICULTURAL MAINTENANCE
3510
2005 -2006 2006 2007-
Appropriation Approved
3510 HORTICULTURAL MAINTENANCE
61010 REGULAR PAY 747,600 797,700
61060 SEASONAL EMPLOYEES 30,000 31,500
61110 OVERTIME PAY 27,000 21,700
61510 HEALTH INSURANCE 114,600 139,500
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 2,000 2,000
62195 LANDSCAPE MAINTEANCE SERVICES 115,000 120,000
62245 OTHER EQMT MAINTENANCE 400 400
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 180,700 197,300
65005 AGRI/BOTANICAL SUPPLIES 12,300 12,300
65015 CHEMICALS 1,800 1,800
65020 CLOTHING 700 700
65055 MATER. TO MAINT. IMP.17,600 17,600
65070 OFFICE/OTHER EQT MTN MATL 10,500 10,500
65085 MINOR EQUIPMENT & TOOLS 2,800 2,800
65090 SAFETY EQUIPMENT 1,200 1,200
65550 AUTOMOTIVE EQUIPMENT 42,500 42,500
65625 FURNITURES & FIXTURES 6,900 6,900
3510 HORTICULTURAL MAINTENANCE 1,314,700 1,407,500
407
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 2006-2007 Objectives
• Implement a biannual inspection program for all parkway trees identifying potential hazards and re-measuring
the size of all trees by October, 2006
• Investigate the use of outside contractors to remove stumps and restore the parkway areas after tree removal by
August, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Parkway trees trimmed by City crews 3,300 3,250 4,000
Hazardous trees removed 46 63 50
Dead trees removed 61 87 75
Other City owned trees removed 19 12 15
Total number of trees removed 126 162 140
Hazardous trees cabled 2 0 0
Wasp/hornet nests removed 9 14 10
Employee overtime hours for emergency storm damage 420 392 400
Approved Adjustments in 2006-2007 Budget
408
CITY OF EVANSTON
PARKWAY TREE MAINTENANCE
3515
2005 -2006 2006 2007-
Appropriation Approved
3515 PARKWAY TREE MAINTENANCE
61010 REGULAR PAY 461,200 485,400
61110 OVERTIME PAY 14,900 15,400
61510 HEALTH INSURANCE 72,600 88,400
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 1,300
62245 OTHER EQMT MAINTENANCE 200 200
62305 RENTAL OF AUTO-FLEET SER 154,200 168,300
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 718,400 774,300
409
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 3,100 trees, in addition to 261 American elms on other public property. FY 2006-2007 Objectives
• Continue aggressively scouting all American elms for symptoms of Dutch Elm Disease during the summer months in order to perform as many cut-outs as possible, therby saving more trees from removal
• Decrease the time interval between initial disease identification to actual tree removal to less than the required 30 days by September, 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Parkway elms infected with DED 351 199 185 Percentage of parkway elms infected 10.09% 6.12% 5.97% Number of cut-outs performed on parkway elms 121 50 60 Newly infected parkway elm removals 197 130 110 Removals due to unsuccessful cut-outs 33 19 15 Total of parkway elms removed 230 149 125 Percentage of parkway elms actually removed 6.61% 4.59% 4% Other City owned elms removed 89 59 40 Average work days from disease identification until tree removal 44 34 28 Average work days from tree removal until stump removal 90 59 45
Approved Adjustments in 2006-2007 Budget
410
CITY OF EVANSTON
DUTCH ELM DISEASE CONTROL
3520
2005 -2006 2006 2007-
Appropriation Approved
3520 DUTCH ELM DISEASE CONTROL
61010 REGULAR PAY 363,900 382,900
61060 SEASONAL EMPLOYEES 12,000 15,000
61110 OVERTIME PAY 16,600 16,500
61510 HEALTH INSURANCE 55,400 67,400
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 1,300 900
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 400 400
62305 RENTAL OF AUTO-FLEET SER 108,200 118,100
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 2,800
65090 SAFETY EQUIPMENT 500 500
65625 FURNITURES & FIXTURES 1,700 1,700
3520 DUTCH ELM DISEASE CONTROL 587,300 630,700
411
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 2006-2007 Objectives
• Work with Suburban Tree Consortium member nurseries to continue to develop availability of new tree species for parkway planting
• Increase the survival rate of newly planted trees by educating residents on how to assist staff with the care of their new tree by December, 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Percentage of new tree survival 94% 95% 98% Percentage of residents choosing tree species 39% 32% 35% Percentage of residents choosing larger size tree 8% 6% 7% Total number of new parkway trees planted 493 654 650
Approved Adjustments in 2006-2007 Budget
412
CITY OF EVANSTON
TREE PLANTING
3525
2005 -2006 2006 2007-
Appropriation Approved
3525 TREE PLANTING
61010 REGULAR PAY 117,200 127,300
61110 OVERTIME PAY 5,200 5,300
61510 HEALTH INSURANCE 17,100 20,900
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 900 300
62305 RENTAL OF AUTO-FLEET SER 45,100 49,200
65005 AGRI/BOTANICAL SUPPLIES 162,000 162,000
65020 CLOTHING 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
3525 TREE PLANTING 348,700 366,200
413
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 2006-2007 Objectives
• Investigate methods to expand participation in the program by May 2006 through additional educational programs, mailings, and publicity
• Increase annual premiums in order to cover 100% of removal costs by April, 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Percentage of removal costs covered by premiums 87 67% 100% Insured elms removed 30 32 30 Elm trees covered under program: Small 11 15 15 Medium 66 59 65 Large 165 169 170 Extra-large 197 200 210 TOTAL 455 443 460
Approved Adjustments in 2006-2007 Budget
414
CITY OF EVANSTON
PRIVATE ELM TREE INSURANCE
3530
2005 -2006 2006 2007-
Appropriation Approved
3530 PRIVATE ELM TREE INSURANCE
61630 SHOE ALLOWANCE 300
62385 TREE SERVICES 42,000 42,000
66125 SERVICES BILLED OUT 42,000-42,000-
3530 PRIVATE ELM TREE INSURANCE 300
415
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 will entail the injection of all publicly owned elm
trees with a fungicide that is effective in controlling the spread of DED by elm bark beetles for a three-year period.
This is a 50/50 cost-sharing program with all property owners that have either American or Red elms located on the
parkways directly adjacent to their property.
FY 2006-2007 Objectives
• Continue training Forestry employees in the methodolgy of fungicide injections so that all injections can be
performed by City employees
• Re-measure all public American elms that were between 27" and 29" in the initial survey (performed in February,
2005) by April, 2006, to see if they have reached the "Signature" size of 30" and should be included in the 2006
injection program
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of parkway elms injected 71 1,521 550
Number of park elms injected 5 249 0
Total number of public elms injected 76 1,770 550
Number of City employees trained in injection methods 0 4 6
Percentage of injected elms contracting DED 0 1.5% 0.5%
Approved Adjustments in 2006-2007 Budget
416
CITY OF EVANSTON
DUTCH ELM INOCULATION PROGRAM
3535
2005 -2006 2006 2007-
Appropriation Approved
3535 DUTCH ELM INOCULATION PROGRAM
62496 DED INOCULATION 858,000 89,400
62497 INOCULATION FUND.-ANNUAL AMORT 100,000 140,000
3535 DUTCH ELM INOCULATION PROGRAM 958,000 229,400
417
418
City of Evanston
Ecology Center
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
3605 – Ecology Center 317,514 314,300 326,198 344,800
3610 – Eco-Quest Day Camp 82,447 100,200 86,093 111,100
Total Expenditures: $ 399,961 $ 414,500 $ 412,291 $ 455,900
Revenues:
Birdseed Sales 3,400 3,000 3,000 3,000
Campfire Permits 1,700 1,200 1,600 1,600
Building Rental 4,400 5,500 7,200 10,000
Birthday Party Programming 3,700 2,500 2,500 2,500
Dried Flower Sales 1,600 2,000 2,000 2,000
Ecology Center Classes 25,400 22,100 15,000 18,000
Ecology Center Summer Camps 164,700 160,000 140,000 165,000
Extended Care Programming 6,800 10,000 10,000 11,000
Garden Plot Rentals 11,000 10,500 11,200 11,200
Science Club 1,700 2,400 2,400 3,400
Scout Programming 750 400 600 600
School Group Revenue 3,700 1,800 1,800 1,800
Critter Crew Contributions 100 200 200 400
Total Revenues: $ 228,950 $ 221,600 $ 197,500 $ 230,500
Notes for Financial Summary
Revenue sources were expanded to 13 this year to accurately reflect the different programming categories. Types of
school programming categories are differentiated by funding source (grant or direct payment). Campfire permits for
the fire ring at Lighthouse Park (80) are issued and fees collected through the Ecology Center. Use of the multi-
purpose room has increased, and we expect that to continue. A number of community-service rentals are
accomodated without charge (75). Private functions (80) provide the basis for rental income. Multi-purpose room
rentals are expected to increase 15%.
Summer Camp extended care revenues were transferred from 3605 to 3610. Operation costs for the Summer Camp
program are supplemented with staffing from Special Recreation Inclusion specialists, an average of $16,000 per
year, the Summer Youth Employment program, with an annual average of $15,000, and staff who augment and
assist with camp staffing.
Performance Report on FY 2005-2006 Major Program Objectives
Display cases were refurbished as an Eagle Scout project and are used to house temporary educational exhibits on
natural history topics such as bird nests, fossils, animal skins and bones. The uniform finishing on the cases is
attractive and fits with the center's natural décor. As interest in renting the multi-purpose room increases, a brochure/
information packet will be developed and serve as a comprehensive informational piece for rental use.
Storage space is still in short supply; staff has reorganized material supplies and what space is available is utilized
well. The first steps of a master plan for the Ladd Arboretum are underway with staff and the board members of the
Ladd Arboretum Committee researching and educating themselves on urban arboretums and the unique features of
mature arboretums. An RFP was issued in November 2005. Staff and the board will be working with a consultant to
develop the planning process, which will continue to be developed through the course of 2006.
419
City of Evanston
Ecology Center
2006-2007 Department Initiatives
1. The Ecology Center has experienced a dramatic increase in building use over the last year. At least 150
requests for use of the multi-purpose room had been processed. As a result, we are refining our building use
and rental policies to be specific for a number of rental types and situations. Brochures, rental packs, and rental
fees are being evaluated and refined to balance community requests with current staffing levels
2. The Ecology Center education staff is working with District #65 for the second year as part of the Millennium
Grant project. After school science clubs and classes are being held at 6 schools. Early analysis from District
#65 regarding the effectiveness of this and other initiatives to increase achievement scores is still too early to be
definitive. The staff is also part of the District #65 Science Power program, which provides live TV broadcasts to
students on science topics
3. Staff has participated with the Board of the Evanston Environmental Association (EEA) and the Executive
Service Corps (ESC) on a year-long project to improve the effectiveness of the EEA and position the EEA for the
future. The EEA’s mission is to support the environmental objectives of the Ecology Center primarily through
financial support. The board development process should be completed by spring 2006
4. Ecology Center and Parks/Forestry staff are beginning the process of working with the Ladd Arboretum
Committee to develop a master plan for the Arboretum. Currently staff is researching and investigating public
arboretums. Planning documents will be developed through a RFP process. Staff will undertake issues such as
tree signage and identification, developing a map with specific trees listed, and documenting the Memorial Tree
program and working on repairing identification labels on Arboretum trees
420
421
City of Evanston
Ecology Center
3605 – Ecology Center Description of Major Activities Program personnel, made up of one center manager and two environmental educators, provides environmental education programs and services to the community. The Ecology Center manager works with the Ladd Arboretum Committee, which reports to Human Services Committee; the Evanston Environmental Association (501c3) membership organization and its members; the Evanston Environment Board, which reports to Human Services Committee; program participants; and the public. Services at the Ecology Center include school programs, including after school science programs in 6 schools wtih 50 programs directly to school classrooms; 120 annual public education programs; administrating 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, monthly to the Robert Crown Center, and run an 8-week fall and spring session of environmental programming for the Special Recreation program. The Ecology Center is responsible for 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 to 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, 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 fishing program on Saturdays at Lovelace Park, which draws 30 - 50 people per day. The Ecology Center also coordinates 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/hearing, and hosts approximately 75 training seminar/meetings. FY 2006-2007 Objectives
• Participate with the Ladd Arboretum Committee on developing a master plan for the Ladd Arboretum with completion of a proposed plan by December 2006
• Integrate a conservation plan for the Ladd Arboretum based on working with Chicago Wilderness principles and resources along with Ladd Arboretum master plan by December 2006
• Develop and complete landscaping directly around the Ecology Center in conjunction with the McCormick Boulevard reconstruction project by November 2006
• Implement new community garden program at Eggleston Park by May 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of garden plots rented 210 210 210 Number of Ecology Center visitors 18,000 19,000 19,000 Number of EEA members 276 300 350 Number of school participants 2,800 3,000 3,000 Number of program participants 2,700 3,400 3,600 Number of public programs offered 120 110 130 Number of program hours 386 450 500 Hours of volunteer participation 2,700 2,700 3000 Public meeting use - no charge 85 110 120 Multi-purpose room rental 50 80 100 Approved Adjustments in 2006-2007 Budget
422
CITY OF EVANSTON
ECOLOGY CENTER
3605
2005 -2006 2006 2007-
Appropriation Approved
3605 ECOLOGY CENTER
61010 REGULAR PAY 195,000 216,000
61050 PERMANENT PART-TIME 44,400 46,700
61510 HEALTH INSURANCE 30,000 37,200
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 2,600 2,100
61630 SHOE ALLOWANCE 300 300
62210 PRINTING 800 800
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 2,400 2,700
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 300
62360 MEMBERSHIP DUES 600 500
62375 RENTALS 500
62490 OTHER PROGRAM COSTS 1,000 1,200
62495 LICENSED PEST CONTROL SERVICES 800 900
62507 FIELD TRIPS 1,500 1,000
62511 ENTERTAIN/ PERFORMER SVCS 600 500
64005 ELECTRICITY 8,100 8,100
64015 NATURAL GAS 7,500 7,500
64540 TELECOMMUNICATIONS - WIRELESS 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 400 1,000
65050 BLDG MAINTENANCE MATERIAL 1,200 1,400
65080 MERCHANDISE FOR RESALE 4,000 4,000
65085 MINOR EQUIPMENT & TOOLS 800 1,000
65095 OFFICE SUPPLIES 3,600 3,400
65105 PHOTO/DRAFTING SUPPLIE 200 200
65110 RECREATION SUPPLIES 4,000 4,500
3605 ECOLOGY CENTER 314,300 344,800
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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 ages 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 full day-only camp, with a couselor/camper ratio is 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 group 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 camper/counselor ratio. EcoQuest, our largest camp, 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 has a 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 2006-2007 Objectives
• Review and revise camp supervision structure to strengthen oversight responsibilities
• Delineate summer camp job descriptions and evaluations by May 2006 to use for the 2006 summer season
• Develop a comprehensive conservation ethics program for summer camps to include recycling efforts, waste reduction, and service projects for each camp; proposals to be developed by June 2006 and instituted June 2006 - August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Total camp enrollment 825 704 800 Number of camp program hours (# of campers X # of hours spent in camp) 35,900 34,600 38,000
Summer camp staff 36 36 36
Approved Adjustments in 2006-2007 Budget
424
CITY OF EVANSTON
ECO-QUEST DAY CAMP
3610
2005 -2006 2006 2007-
Appropriation Approved
3610 ECO-QUEST DAY CAMP
61060 SEASONAL EMPLOYEES 76,300 84,000
62205 ADVERTISING 100 100
62210 PRINTING 1,300
62490 OTHER PROGRAM COSTS 4,000 2,500
62507 FIELD TRIPS 6,000 10,500
62511 ENTERTAIN/ PERFORMER SVCS 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000
65020 CLOTHING 3,000 3,500
65025 FOOD 3,500 4,000
65110 RECREATION SUPPLIES 5,000 4,500
3610 ECO-QUEST DAY CAMP 100,200 111,100
425
426
City of Evanston
Cultural Arts Division
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
3700 – Arts Council 69,198 104,900 49,000 125,500
3710 – Noyes Cultural Arts Center 276,141 302,400 330,100 300,700
3720 – Cultural Arts Programs 369,280 479,600 447,340 506,400
Total Expenditures: $714,619 $886,900 $826,440 $932,600
Revenues:
53565 – Cultural Arts Programs 445,730 267,800 261,500 291,600
53565 – Noyes Center Revenues 34,536 278,800 298,556 300,800
55180 – Illinois Arts Council Re-granting 14,100 14,100 14,100 14,700
Total Revenues: $494,366 $560,700 $574,200 $607,100
Notes for Financial Summary
Performance Report on FY 2005-2006 Major Program Objectives
The City of Evanston has a long history of enthusiastic support for our lively and diverse cultural arts community. The
2005-06 Cultural Arts Division programs included:
• The Evanston Ethnic Arts Festival
• Evanston Lakeshore Arts Festival
• Starlight Concert Series
• Public Art Program
• Evanston Arts Camp
• Arts Week Evanston
• Young Artist Program
• Cultural Fund grant program
• The management of the Noyes Cultural Arts Center
A new Cultural Arts/Arts Council director was hired in 2005 to lead the division.
The Evanston Ethnic Arts Festival marked its 20th anniversary in 2005. A two-day celebration of cultural diversity
presenting the best in ethnic art, food and performance, the festival annually attracts more than 25,000 people to
Evanston’s lakefront during the third weekend in July. More than 80 cultures were represented through 125 juried
artists/craftspeople exhibiting and selling their work, a dozen food vendors, family art activities, a poetry/storytelling
tent, and two stages of continuous entertainment with performances of ethnic music and dance.
The Evanston Lakeshore Arts Festival presented 125 juried artists exhibiting ceramics, sculpture, textiles, paintings,
jewelry, photography, glass, and woodwork of the highest quality to an audience of over 20,000. Entertainment
includes live classical and jazz music, a silent auction of nearly 100 items donated by exhibiting artists and
community groups, an array of food vendors, a Family Activity area featuring family entertainment.
The Starlight Concert Series provided a dozen free weekly summer concerts held in Dawes Park on the lakefront and
in James Park in southwest Evanston. Thousands of Evanstonians flocked to the concert series to picnic in the park
and enjoy a wide array of musical styles, including reggae, blues, classical, jazz, and rock.
Arts Week Evanston, a citywide celebration of arts and culture, was held in October. This annual event highlights
arts in Evanston, attracting an audience of over 5,000 people to more than 50 events. From a sold-out dance
showcase at the Levy Senior Center, to a legislative breakfast with Evanston’s state and federal legislators, to
427
City of Evanston
Cultural Arts Division
concerts, workshops and tours, Arts Week Evanston turns its spotlight on the truly rich variety of arts produced in
Evanston. The Cultural Arts Division, Evanston Arts Council, and Public Art Committee organized and hosted a half
dozen events during Arts Week.
The Public Art Committee dedicated several new public art works in 2005-06, including the Penelope sculpture and
panels on the extierior of Fire Station #3. The committee conducted a nationwide search to commission a new
sculpture at Sherman Plaza, and conducted a public forum during Arts Week to help chart the future course of public
art in Evanston. The committee also began work developing a comprehensive inventory of Evanston public art
works.
Arts camps provided learning experiences in the arts for youngsters ages six through 15. Full- and half-day Summer
Camp and the Young Artist Program (YAP) offer programming for both Evanston youth and non-residents. Arts
camps organized an Evanston appearance by Jim Dale, the internationally reknowned books-on-tape voice of Harry
Potter, at Levy Center in July 2005. A new media camp was added in 2005 in partnership with the Evanston
Community Media Center. The success of our Winter Break Camp has spurred the introduction of Spring Break
Camp in 2006.
The Cultural Fund grants program awarded $28,250 to a dozen arts organizations that requested support for high
quality, innovative projects. The Evanston Arts Council worked with a consultant to review and revise the Cultural
Fund guidelines for 2006-07.
The Noyes Cultural Arts Center continues to be a unique model of a community’s commitment to art as a vital social,
historical and economic component of the community. Minor ceiling renovations were completed in the basement of
the building. The Noyes Art Gallery featured six exhibitions of work by artists from Evanston and elsewhere,
generating enthusiastic press coverage in the Chicago Sun-Times, La Raza, The Daily Northwestern, and other
media outlets.
2006-2007 Department Initiatives
1. Assist Evanston artists and arts organizations to foster collaboration and communication
2. Identify community arts needs and develop programs and opportunities to meet them
3. Foster arts education and itegrate the arts into the community
4. Increase resources to support the arts in the community
5. Insure artistic and cultural diversity
6. Propose and promote the creation and preservation of public art in the community
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429
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 2006-2007 Objectives
• Review and monitor the community service requirements of Noyes Center resident artists by February 2007
• Review and make recommendations to City Council for Cultural Fund grants by March 2007
• Increase number of Cultural Fund Grant recipients from 12 to 18
• Develop a master plan for Public Art, including a comprehensive maintenance schedule by January 2007
• Develop creative ways to promote and market the arts through collaborations with the local business community
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Groups Receiving Cultural Fund Assistance:
Organizational Projects 17 12 18
Grant Workshops 1 2 2
Technical Assistance 135 150 160
Approved Adjustments in 2006-2007 Budget
430
CITY OF EVANSTON
ARTS COUNCIL
3700
2005 -2006 2006 2007-
Appropriation Approved
61010 REGULAR PAY 39,800 46,800
61110 OVERTIME PAY 1,200 1,800
61510 HEALTH INSURANCE 5,700 11,900
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
62185 OTHER CONSULTING SERVICES 1,700 1,700
62205 ADVERTISING 400 600
62210 PRINTING 4,400 2,600
62235 OFFICE EQUIPMENT MAINT 400 400
62275 POSTAGE CHARGEBACKS 1,400 1,500
62295 TRAINING & TRAVEL 300 400
62315 POSTAGE 1,000 1,000
62360 MEMBERSHIP DUES 1,500 1,500
62365 RECEPTION/ENTERTAINMEN 300 400
62375 RENTALS 800 300
62490 OTHER PROGRAM COSTS 1,800 9,600
62506 WORK-STUDY 2,600 3,400
62515 RENTAL SERVICES 300 300
62665 CONTRIB TO OTHER AGENCIES 38,100 38,100
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 100 100
65025 FOOD 400 400
65095 OFFICE SUPPLIES 1,100 1,100
Grand Total(s)104,900 125,500
431
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 a mid-sized (826.6 sq. ft.) studio that is 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 $39,000 in community service each year. FY 2006-2007 Objectives
• Continue updating the ongoing study of artists' facilities to compare amenities and fees for space and services
• Assess the community's cultural programming needs to link services via Noyes resident artists' community service obligations Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Tenant rental revenue 250,116 240,097 262,200 Number of community use events/rentals 26 43 35 Tenant community-service value 35,062 36,900 39,300
Approved Adjustments in 2006-2007 Budget
432
CITY OF EVANSTON
NOYES CULTURAL ARTS CTR
3710
2005 -2006 2006 2007-
Appropriation Approved
3710 NOYES CULTURAL ARTS CTR
61010 REGULAR PAY 123,800 121,000
61050 PERMANENT PART-TIME 69,600 75,900
61110 OVERTIME PAY 6,100 3,000
61510 HEALTH INSURANCE 20,100 22,300
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 100
61630 SHOE ALLOWANCE 800 800
62205 ADVERTISING 1,000 200
62210 PRINTING 100 100
62225 BLDG MAINTENANCE SERVICES 3,600 1,000
62235 OFFICE EQUIPMENT MAINT 700 500
62275 POSTAGE CHARGEBACKS 800 300
62295 TRAINING & TRAVEL 300 300
62365 RECEPTION/ENTERTAINMEN 100 100
62375 RENTALS 4,000 4,000
62425 ELEVATOR CONTRACT COSTS 2,400 2,700
62495 LICENSED PEST CONTROL SERVICES 800 400
62518 SECURITY/ALARM CONTRACTS 800 600
64005 ELECTRICITY 28,000 28,000
64015 NATURAL GAS 29,300 29,300
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 400 600
65025 FOOD 200 300
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 3,100 2,900
3710 NOYES CULTURAL ARTS CTR 302,400 300,700
433
434
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
Description of Major Activities
Cultural Arts programs include:
• The Young Artist Program
• Arts Camp
• Winter Arts Camp
• Ethnic Arts Festival
• Lakeshore Arts Festival
• Starlight Concert Series
• The Noyes Center Gallery
• Arts Week
• 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 and are offered in two 4-week sessions and one 2-week mini-camp.
Now in its 19th 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, 12 food vendors, family art activities, peotry/storytelling tent, and two stages of continuous
entertianment with performances of ethnic music and dance.
Now in its 34th year, the Lakshore Arts Festival features oustanding fine arts and crafts. Held the first weekend in
August, 125 juried artist from across the country exhibit ceramics, fiber, glass, jewelery, mixed media, painitng, 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
12 fabulous food vendors serving up culinary delights.
Throughout June, July, and August, the City of Evanston's Cultural Arts Division features 12 outdoor concerts, 6 held
at Dawes Park on the lakefront and 6 at James 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 organization for
contributions to the cultural life of Evanston. Each recipient is honored at the Mayor's State of the City Address
before the Chamber of Commerce.
The Community Service program is a component of the Noyes Cultural Arts Center. Tenants must give 15% of the
value of their monthly 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
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City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
Civic Center. In FY 2004-05, the Arts Council agreed to take on the administration of the program and staff is
assisting them.
FY 2006-2007 Objectives
• Expand community access to Starlight Concert Series by adding two concerts at Twiggs Park during summer
2006
• Increase sponsorship support for 2006 summer festivals and concert series
• Add a Spring Break camp for children ages 6 to 10 by April 2006
• Award an individual and an institution a Mayor's Award for the Arts in January 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of organizations committed to sponsoring events 4 4 6
Approved Adjustments in 2006-2007 Budget
436
CITY OF EVANSTON
CULTURAL ARTS PROGRAMS
3720
2005 -2006 2006 2007-
Appropriation Approved
61010 REGULAR PAY 129,200 158,700
61050 PERMANENT PART-TIME 8,500 2,800
61060 SEASONAL EMPLOYEES 144,500 136,800
61062 SPECIAL EVENT SALARIES 5,000 6,400
61510 HEALTH INSURANCE 19,600 26,100
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 800 800
62205 ADVERTISING 16,200 17,000
62210 PRINTING 23,100 15,300
62215 PHOTOGRAPHERS/BLUEPRINTS 700 500
62275 POSTAGE CHARGEBACKS 1,600 2,200
62295 TRAINING & TRAVEL 1,700 1,700
62315 POSTAGE 4,500 3,500
62360 MEMBERSHIP DUES 500 500
62365 RECEPTION/ENTERTAINMEN 1,900 1,900
62375 RENTALS 100 100
62490 OTHER PROGRAM COSTS 4,100 6,100
62500 TECHNICAL INFORMATION SERVICES 6,000 8,000
62506 WORK-STUDY 1,200 1,200
62507 FIELD TRIPS 3,800 3,800
62509 SERVICE AGREEMENTS / CONTRACTS 4,600 4,300
62511 ENTERTAIN/ PERFORMER SVCS 47,300 50,100
62515 RENTAL SERVICES 26,500 33,200
62560 TELEPHONE TELEGR CHBK 100 200
62602 OTHER CONTRACTUAL SVC CHGBACK 600 600
62700 SCHOLARSHIPS 200
64530 TELECOMMUNICATIONS - HANDHELD 200 200
64540 TELECOMMUNICATIONS - WIRELESS 1,200 900
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65020 CLOTHING 4,700 4,200
65025 FOOD 600 1,200
65095 OFFICE SUPPLIES 3,700 3,800
65110 RECREATION SUPPLIES 14,300 13,700
Grand Total(s)477,600 506,400
437
438
PART IV
OTHER FUNDS BUDGET
439
440
City of Evanston
Operating Budget
All Funds
Three Year Budget History
$175,797,800
$186,280,465
$164,909,249
$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
2004/05 2005/06 2006/07
Expenditures by Fund (as % of Total Budget)
Parking Fund
2.22%
General Fund, 46.05%Water Fund
8.17%
Police Pension Fund
3.58%
Fire Pension Fund
2.72%
Emergency Telephone
Fund, 0.93%
Motor Fuel Tax Fund
1.73%
Washington National TIF
1.01%
Fleet Service Internal
Service Fund
2.94%
Insurance Fund
1.15%
CDBG
1.67%
Housing Fund
0.14%
Maple Avenue Garage
Fund 3.69%
Sew er Fund
10.20%
Economic Development
Fund 0.85%
Special Service District
0.09% Dow ntow n II TIF
3.63%
. Debt Service (G.O
Bonds) 6.36%
Southw est TIF
0.55%
Southw est II TIF
0.61%
441
City of Evanston
Motor Fuel Tax Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Appropriation:
Estimated Funds Available for Programming 3/01 1,570,818 2,462,643 2,399,777 1,736,090
Plus State Allotments 2,000,000 2,000,000 2,000,000 2,100,000
Investment Earnings 55,000 55,000 55,000 55,000
Total Funds Provided: $ 3,625,818 $ 4,517,643 $ 4,454,777 $ 3,891,090
Funds Applied:
Transfer to General Fund – Street Maintenance 630,000 650,000 650,000 650,000
Transfer to General Fund – Staff Engineering 120,000 122,500 122,500 122,500
Total Transfers to General Fund: $ 750,000 $ 772,500 $ 772,500 $ 772,500
Capital Improvements:
Traffic Signal Installation – Church/Dodge 0 200,000 180,000 0
Traffic Signal Installation – Main/Dodge 0 0 0 0
Maintenance Operations by Contract:
Street Resurfacing (2002) 0 0 0 0
Street Resurfacing (2003) 23,939 0 0 0
Street Resurfacing (2004) 1,151,168 0 0 0
Street Resurfacing (2005) 0 1,200,000 1,177,617 0
Street Resurfacing (2006) 0 0 0 1,200,000
Central/Crawford/Gross Point Resurfacing 0 200,000 1,185 0
McCormick Blvd. Phase I & II Engineering: 190,000 400,000 124,558 0
Asbury Bridge Study – Phase I & II 40,000 200,000 327,827 0
Chicago Avenue Bridge over Skokie Swift 0 200,000 0 0
Dempster Street Bridge 0 60,000 0 0
Oakton Street Bridge Replacement 0 30,000 0 0
Chicago Avenue CMAQ Engineering 0 200,000 0 0
Ridge Avenue CMAQ Interconnect Project 0 400,000 135,000 300,000
TOTAL CAPITAL IMPROVEMENTS: $ 1,405,107 $ 2,890,000 $ 1,766,187 $ 1,500,000
TOTAL FUNDS APPLIED: $ 2,155,107 $ 3,840,000 $ 2,718,687 $ 2,272,500
Estimated Funds Available for Programming: $ 1,470,711 $ 677,643 $ 1,736,090 $ 1,618,590
Three Year Budget History
$3,862,500
$2,272,500
$2,850,000
$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
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
1.22%
442
City of Evanston
Motor Fuel Tax Fund Summary
Performance Report on FY 2005-2006 Major Program Objectives
The Motor Fuel Tax fund is used for the street maintenance programs, signal projects, and other capital improvement projects
authorized by the Illinois Department of Transportation (IDOT). Financing is provided from the City's share of the gasoline tax
which is appropriated by IDOT. FY 2005-06 funds were used for various projects as listed below.
Signal Modernization Project:
Motor Fuel Tax funds were used to modernize the Church Street/Dodge Avenue Intersection
Motor Fuel Tax Funds were used to resurface the following streets:
BURNHAM PLACE MICHIGAN AVENUE SHERIDAN ROAD
CENTRAL PARK AVE. SIMPSON STREET GRANT STREET
EAST RAILROAD AVE. DEAD END EMERSON STREET
HINMAN AVENUE DEMPSTER STREET LAKE STREET
HARTREY AVENUE CHURCH STREET EMERSON STREET
KIRK STREET DODGE AVENUE FLORENCE AVENUE
RIDGE COURT MAIN STREET GREENLEAF STREET
SEWARD STREET DODGE AVENUE ASBURY AVENUE
SHERIDAN ROAD HAMILTON STREET BURNHAM PLACE
SHERMAN AVENUE EMERSON STREET FOSTER STREET
WARREN STREET WEST END W/ GREY AVE. DODGE AVENUE
2006-2007 Department Initiatives
Projects to be initiated in 2006-2007 are:
1. 2006 Street Resurfacing Program
2. Intersection Improvements to:
Central Street/Ashland Avenue
Central Street/Asbury Avenue
3. McCormick Blvd. Reconstruction Project
4. Chicago Avenue CMAQ - Engineering
5. Ridge Avenue CMAQ Project
443
444
City of Evanston
Emergency Telephone Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Emergency Telephone
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
Three Year Budget History
$2,190,300
$1,736,700
$2,083,300
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
0.93%
445
City of Evanston
Emergency Telephone System Fund Summary
Financial Summary
Revenue By Source:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Surcharge Revenue 923,089 902,000 771,100 883,960 (18,040)
Wireless Surcharge Revenue 255,613 241,000 150,000 245,820 4,820
Interest Income 90 1,500 1,500 25,000 23,500
Total Funds Provided: $ 1,178,792 $ 1,144,500 $ 922,600 $ 1,154,780 $10,280
Funds Applied:
Operating Expense 976,107 871,300 807,379 926,700 55,400
Debt Service 0 0 0 0 0
Capital Replacement 0 1,319,000 578,047 810,000 (509,000)
Total Operating Expenses: $ 976,107 $ 2,190,300 $ 1,385,426 $ 1,736,700 ($ 453,600)
Revenues vs. Expenditures: $ 202,685 ($ 1,045,800) ($ 462,826) ($ 581,920) ($ 443,320)
Beginning of Year 2,297,620 2,500,305 1,454,505 991,679 462,826
Year End Balance 2,500,305 1,454,505 991,679 409,759 581,920
Change in Cash Balance $ 2,026,850 ($ 1,045,800) ($ 462,826) ($ 581,920) ($ 119,094)
Description of Major Activities
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.
Approved Adjustments in the 2006-2007 Budget
446
CITY OF EVANSTON
EMERGENCY TELEPHONE SYSTEM
5150
2005 -2006 2006 2007-
Appropriation Approved
5150 EMERGENCY TELEPHONE SYSTM
61010 REGULAR PAY 291,600 291,600
61110 OVERTIME PAY 7,500 10,000
61510 HEALTH INSURANCE 39,700 46,000
61615 LIFE INSURANCE 700 700
62225 BLDG MAINTENANCE SERVICES 10,000 10,000
62295 TRAINING & TRAVEL 22,500 22,500
62360 MEMBERSHIP DUES 1,100 1,100
62509 SERVICE AGREEMENTS / CONTRACTS 159,000 173,700
62675 INTERDEPT. TRSF.-PENSIONS 50,000 53,000
62680 TRANSFER TO GF-DATA PROC 60,000 60,000
62685 REIMB. GF FOR ADMIN. EXP 60,000 66,000
64505 TELECOMMUNICATIONS - CARRIER L 126,000 126,000
64540 TELECOMMUNICATIONS - WIRELESS 13,400 27,300
65010 BOOKS, PUBLICATIONS, MAPS 1,100 1,100
65020 CLOTHING 1,200 1,200
65035 PETROLEUM PRODUCTS 800 800
65085 MINOR EQUIPMENT & TOOLS 16,200 25,200
65095 OFFICE SUPPLIES 3,500 3,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
65625 FURNITURES & FIXTURES 1,319,000 810,000
68205 CONTINGENCIES 5,000 5,000
5150 EMERGENCY TELEPHONE SYSTEM 2 ,190,300 1 ,736,700
447
448
City of Evanston
CDBG Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
CDBG
Full-time Regular Neighborhood Planner 1.00
Full-time Regular CDBG Grants Administrator 1.00
5220 Total 2.00
Community Development Block Grant Fund Total 2.00
Community Development Block Grant Fund
Three Year Budget History
$2,859,353
$2,256,640
$2,749,633
$250,000
$750,000
$1,250,000
$1,750,000
$2,250,000
$2,750,000
$3,250,000
$3,750,000
$4,250,000
$4,750,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
1.21%
449
City of Evanston
Community Development Block Grant Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Funds Provided:
Community Development Block Grant 338,208 313,393 313,393 306,464 (6,929)
Estimated Entitlement 2,636,989 2,569,992 2,569,992 1,950,176 (619,816
Total Funds Provided: $ 2,975,197 $ 2,883,385 $ 2,883,385 $ 2,256,640 $ (626,745)
Expenditures:
Administration 515,890 489,404 489,404 444,464 (44,940)
Development Activities 2,459,307 2,393,981 2,393,981 1,812,176 (581,805)
Total Expenditures: $ 2,975,197 $ 2,883,385 $ 2,883,385 $ 2,256,640 $ (626,745)
Notes for Financial Summary
Under Funds Provided: Community Development Block Grant amount is the amount of funds allocated to budget element 5220,
CDBG Administration. Estimated Entitlement includes reallocation of unused funds from prior years' CDBG activities.
Under Expenditures: Administration funds includes all funding in the Administration/Planning category - currently, CDBG
Administration; Housing Advocacy; and the Minority, Women and Evanston Business Program.
An estimated entitlement of $2,022,319 is based on current recommended funding by Congress for 2006 CDBG program, an
8% reduction from 2005/06 entitlement of 2,247201; an estimate of $34,321 in reallocated funds from completed prior years';
and $200,000 in 2006/07 estimated program income, make up the combined estimated 2006/07 total for CDBG Program Funds
of $2,256,640.
Performance Report on FY 2005-2006 Major Program Objectives
Submitted to HUD 2004/05 CAPER (Consolidated Plan Annual Performance and Evaluation Report) covering Evanston's use of
2004/05 CDBG, HOME and ESG funds.
Forty-four new CDBG projects were implement for FY 2005/06 totaling $2,883,385.
Continue to provide project management to nineteen ongoing CDBG funded activities from prior years.
The financial services portion of the CDBG program continues to be performed as a contractual service. Current monthly
expenses for this service range from $2,610 to $3,780, or a total of $35,110 for the year. The CDBG fund pays for 2/3 of the
cost of the financial services consultant and 1/3 of the cost for the HOME program.
1.8 FTE positions are charged back to budget element 5220, CDBG Administration: Secretary II Planning Division (50%),
General Planner (50%), Housing Planner (30%), Senior Accountant Finance Department (30%), and Assistant Community
Development Director for Planning (20%).
The Neighborhood Planner continues to work with CDBG target-area neighborhood organizations, including the West Evanston
Dr. Hill community, the Howard Street Redevelopment Committee, Chicago Avenue Streetscape redevelopment, and the CDBG
Target-Area Neighborhood Security Program. The West Evanston Plan for neighborhood improvement projects has been
approved by the Evanston Plan Commission and will be submitted to the City Council for adoption during this program year.
HUD approved the City's 2005-2009 HUD Consolidated Plan and the City has begun to implement its goals through funded
2005/06 CDBG, HOME, and ESG activities. The Consolidated Plan also discusses the City's use of HOME, ESG, and other
funding sources for implementaiton of the City's affordable housing, economic development (creation of jobs for low- to
moderate-income residents), and programs and services for homeless persons and families in Evanston.
450
City of Evanston
Community Development Block Grant Fund Summary
CDBG and HOME staff continue to work with HUD's IDIS (Integrated Disbursement and Information System) to report
accomplishments with CDBG, HOME and ESG funds, and to draw those funds from the City's letter of credit with the U.S.
Treasury. The CDBG grants administrator and housing planner (HOME) attended a 3-day workshop in the spring to improve
their skills and understanding of the IDIS system, which has resulted in improved reporting to HUD--acknowledged by HUD in a
monitoring letter received from HUD's Chicago office in July.
2006-2007 Department Initiatives
1. Provide technical assistance to applicants for the 2006/07 CDBG program. The CDBG grants administrator conducted two
orientation workshops for applicants, including a new workshop for neighborhood groups interested in applying for CDBG
funds.
2. Facilitate 2006/07 application/funding process for applicants and the Housing & Community Development Act (CD)
Committee.
3. Prepare One Year Action Plan for FY 2006/07, which will discuss the City's plans for utilizing 2006 CDBG, HOME, and ESG
funds. The One Year Action Plan will be prepared after the CD Committee makes its funding recommendations for the
2006/07 CDBG program in November 2005, and will be submitted for City Council approval in January 2006.
4. Continue to provide staff support to the Housing & Community Development Act (CD) Committee (14 meetings a year).
5. Continue to monitor all ongoing CDBG activities for compliance with program and contractual obligations, including
Davis/Bacon federal prevailing wage requirements.
6. Continue to improve reporting to HUD via HUD's IDIS system.
7. Prepare a written manual for CDBG program applicants and update guidelines for the Housing & Community Development
Act Committee.
451
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 forFY 2007/08 (City’s application to HUD for annual funding from HUD for
CDBG, HOME and ESG programs).
• Prepare annual CDBG program CAPER (Consolidated Annual Performance and Evaluation Report), which
reports to HUD on the use of Evanston’s CDBG, HOME, and ESG funds.
• Financial management and record keeping for the CDBG program.
• 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, included in this budget element, who works with CDBG target area neighborhoods
in building citizen consensus, development of neighborhood comprehensive plans and assists in the
facilitation of neighborhhood projects.
FY 2006-2007 Objectives
• Prepare for approval by the Housing & community Development Act Committee and City Council and submit
CAPER (Consolidated Plan Annual Performance Report ) for FY 2005/06 to HUD no later than May 31, 2006
• Provide staff assistance to the Housing & Community Development Act (CD) Committee, including coordinating
the 2007/08 CDBG application/funding process, preparation of the City's One Year Action Action for FY 2007/08,
which includes the 2007/08 CDBG budget) for approval by the CD Committee and City Council and submission
to HUD
• Prepare/submit other reports and information to HUD, as required. Continue to streamline reporting on HUD's
IDIS (Integrated Disbursement Information System) so that Evanston's accomplishments can be accurately
reported to HUD, Congress and the public
• Provide neighborhood planning support to CDBG Target neighborhood groups and assist neighborhood
stakeholders with meeting their community development objectives
• Provide technical assistance to CDBG grantees and potential grantees, monitor all CDBG funded projects for
compliance with City of Evanston and CDBG program regulations, and provide administrative oversight of the
City's CDBG program
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Submission of annual CDBG application to HUD 1/15/04 1/15/05 1/15/06
Submission of previous year’s HUD Consolidated Annual
Performance and Evaluation Report (CAPER) 5/31/05 5/31/06 5/31/07
Review monthly and quarterly reports submitted by all
CDBG grant recipients ongoing ongoing ongoing
Review sub-grantee audit reports to determine that grantees
are in compliance with the CDBG program regulations 25 25 25
Monitor all CDBG funded activities 47 50 50
Complete environmental review record for CDBG, HOME
and ESG program 47 50 50
Provide staff assistance to City’s Housing & Community
Development Act Committee 11 meetings 14 meetings 14 meetings
Approved Adjustments in 2006-2007 Budget
452
2005-2006
Appropriation
2006-2007
Approved
5520 CDBG
61010 REGULAR PAY 121,300 130,258
61060 SEASONAL EMPLOYEES 10,000 12,000
61110 OVERTIME PAY 1,000 1,000
61455 REGULAR SALARIES CHARGEBACKS 101,200 49,562
61625 AUTO ALLOWANCE 100
62210 PRINTING 2,000
62275 POSTAGE CHARGEBACKS - 2,000
62295 TRAINING & TRAVEL 2,500 2,500
62360 MEMBERSHIP DUES 1,300 1,100
62490 OTHER PROGRAM COSTS 14,393 22,800
62552 OTHER PROFESSIONAL SVCS CHGBK 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 1,300 1,500
65095 OFFICE SUPPLIES 1,200 1,500
62620 MEDICAL INSURANCE 16,200 18,000
62750 MEDICAL INSURANCE CHARGEBACKS 14,600 18,400
62625 LIFE INSURANCE 200 200
62755 LIFE INSURANCE CHARGEBACKS 200 200
62675 INTERDPTMNTL TRANSFER PENSIONS 17,200 21,328
62745 IMRF CHARGEBACK 14,100 16,316
68205 CONTINGENCIES 4,500 2,800
68210 CONTINGENCIES CHARGEBACKS 3,500 3,500
328,293 306,464 5520 CDBG
CITY OF EVANSTON
CDBG
5220
453
ADMINISTRATION/PLANNING
CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 306,464
CITY - HUMAN RELATIONS COMMISSION HOUSING ADVOCACY PROGRAM 76,000
CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 62,000
ADMINISTRATION/PLANNING TOTAL: $444,464
PUBLIC SERVICES
EVANSTON COMMUNITY DEFENDER EVANSTON COMMUNITY DEFENDER'S OFFICE 50,000
EVANSTON ECUMENICAL ACTION COUNCIL EMPLOYMENT COUNSELING, HOSPITALITY 2,500
FIRST BASE/FISHER MEMORIAL AME ZION CHURCH FRESH START - FIRST BASE 4,000
CA'BOY PRODUCTIONS BLDG. CODES OF PROPERTY STANDARDS 2,000
GIRL SCOUTS/ILLINOIS CROSSROADS COUNCIL STUDIO B & NADIE COMO YOUNIQUELY 4,000
INTERFAITH HOUSING CENTER HOMESHARING PROGRAM 12,000
INTERFAITH HOUSING CENTER PREDATORY LENDING PREVENTION 4,000
LEGAL ASSISTANCE FOUNDATION/CHICAGO EVANSTON LEGAL SERVICES 9,000
MEALS AT HOME FOOD DELIVERY TO SENIORS AND DISABLED 8,000
MUSIC INSTITUTE OF CHICAGO TAKING MUSIC TO SENIORS 1,500
NORTH SHORE SENIOR CENTER EVANSTON/SKOKIE VALLEY SENIOR SERVICES 23,840
OPEN STUDIO PROJECT ART & ACTION PROGRAM FOR AT RISK YOUTH 3,000
SECOND BAPTIST CHURCH (YAM) Y.A.M. ANNUAL COLLEGE RETREAT 10,000
YOUTH JOB CENTER OF EVANSTON YOUTH EMPLOYMENT SUPPORTIVE SERVICES 55,000
YWCA-EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 36,000
CITY - COMMUNITY DEVELOPMENT GRAFFITI TECHNICIAN - GRAFFITI REMOVAL 28,521
CITY - COMMUNITY DEVELOPMENT/PLANNING ADOPT A FANCY CAN 4,750
CITY - POLICE DEPARTMENT SENIOR CRIME PREVENTION PROGRAM 19,000
CITY - POLICE DEPARTMENT NEIGHBORHOOD YOUTH SERVICES 14,060
CITY - HUMAN RELATIONS COMMISSION SUMMER YOUTH EMPLOYMENT ADMINISTRATION 42,177
PUBLIC SERVICES TOTAL: $333,348
HOUSING
CITY - COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION 95,000
CITY - COMMUNITY DEVELOPMENT HOUSING CODE COMPLIANCE 230,000
CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 230,000
CITY - COMMUNITY DEVELOPMENT PROGRAM INCOME: REVOLVING LOAN FUND 200,000
CITY - HEALTH/HUMAN SERVICES ADAPTIVE DEVICES FOR ACCESSIBILITY PROGRAM 10,000
CITY-HEALTH/HUMAN SERVICES HANDYMAN PROGRAM 12,000
CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 148,000
HOUSING TOTAL: $925,000
City of Evanston
Community Development Block Grant
454
PUBLIC IMPROVEMENTS
CITY - PARKS/FORESTRY & RECREATION SMITH PARK RENOVATIONS 100,000
CITY - PUBLIC WORKS 2006 ALLEY IMPROVEMENT PROGRAM 150,000
CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 75,000
CITY - PUBLIC WORKS 2006 ACCESSIBLE (ADA) RAMP & SIDEWALK 50,000
FIFTH WARD NEIGHBORS MY YARD, MY BLOCK, MY WARD, MY COMMUNITY 5,000
PUBLIC IMPROVEMENTS TOTAL: $380,000
PUBLIC FACILITIES
EVANSTON DAY NURSERY EMERGENCY WEATHER SHELTER & EXTERIOR UPKEEP $12,800
FAMILY FOCUS, INC. WEISSBOURD-HOLMES FAMILY FOCUS CENTER - ROOF 35,383
REBA EARLY LEARNING CENTER RENOVATION & ENHANCEMENT PROJECT 25,000
WESTSIDE RESIDENTS COUNCIL RESTORATION OF 1817 CHURCH STREET 50,000
PUBLIC FACILITIES TOTAL: $123,183
ECONOMIC DEVELOPMENT
CITY - COMMUNITY DEVELOPMENT/PLANNING NEIGHBORHOOD STOREFRONT IMPROVEMENTS $20,000
EVANSTON COMMUNITY DEVELOPMENT CORP. EVANSTON COMMUNITY DEVELOPMENT CORPORATION 30,645
ECONOMIC DEVELOPMENT TOTAL: $50,645
2006-2007 TOTAL ALLOCATION $2,256,640
City of Evanston
Community Development Block Grant
455
456
City of Evanston
Economic Development Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Economic Development
Full-time Regular Economic Development Planner 1.00
Full-time Regular Assistant City Manager (split with 1505) 0.15
Full-time Regular Administrative Secretary (split with 1505) 0.30
5300 Total 1.45
Economic Development Fund Total 1.45
Economic Development Fund
Three Year Budget History
$1,498,900 $1,515,400$1,399,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
0.81%
457
City of Evanston
Economic Development Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Funds Provided: Operating Revenue
Hotel Tax 816,600 650,000 816,000 816,000 166,000
Amusement Tax 311,465 300,000 300,000 300,000 0
Interest Income 46 0 0 0 0
Total Funds Provided: $ 1,128,111 $ 950,000 $ 1,116,000 $ 1,116,000 $ 166,000
Funds Applied: Operating Expenses
Economic Development Activities 363,672 472,000 472,000 465,400 (6,600)
Transfers To General Fund 357,500 376,900 376,900 400,000 23,100
Transfer to Maple Avenue Garage Fund 650,000 650,000 650,000 650,000 0
Total Operating Expenses: $ 1,371,172 $ 1,498,900 $ 1,498,900 $ 1,515,400 $ 16,500
Notes on Financial Summary
Performance Report on FY 2005-2006 Major Program Objectives
The following projects have been undertaken during the 2004-05 fiscal year--the completion of Howard Street TIF; the planned
development application for the Bristol Development Project was approved; redevelopment of former Builder Square site
completed (Food for Less); financing of Sherman Plaza completed; the completion of a preliminary study for proposed West
Evanston TIF; and completion of annual review of Tax Increment Financing districts through the annual Joint Review board
meetings. Staff has also worked on several expansion and relocation projects of industrial and commercial properties within
Evanston.
Description of Major Activities
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.
FY 2006-2007 Objectives
• Complete review of West Evanston TIF
• Redevelopment of former Belmont Steel site for commercial use
• Implement economic development objectives of West Evanston Planning Report approved by the Plan Commission
• Improve condition of neighborhood business districts through façade improvements and other assistance
• Implement objectives of Howard Street TIF District
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Economic Development committee meetings 12 12 12
Redevelopment projects assisted 10 11 10
Number of JRB meetings 4 5 5
Approved Adjustments in the 2006-2007 Budget
458
CITY OF EVANSTON
ECON. DEVELOPMENT FUND
5300
2005 -2006 2006 2007-
Appropriation Approved
5300 ECON. DEVELOPMENT FUND
61010 REGULAR PAY 99,000 99,000
61060 SEASONAL EMPLOYEES 5,000 5,000
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 6,900 13,300
61615 LIFE INSURANCE 200 300
61625 AUTO ALLOWANCE 250 600
61630 SHOE ALLOWANCE 150 200
62130 LEGAL SERVICES - GENERAL 30,000 30,000
62136 REDEVELOPMENT CONSULTING SVCS 75,000 75,000
62185 OTHER CONSULTING SERVICES 151,000 150,000
62210 PRINTING 1,000
62235 OFFICE EQUIPMENT MAINT 700 700
62275 POSTAGE CHARGEBACKS 300 300
62280 OVERNIGHT MAIL CHARGES 100 100
62285 COURIER CHARGES 600 500
62295 TRAINING & TRAVEL 1,500 2,000
62360 MEMBERSHIP DUES 2,000 13,000
62380 COPY MACHINE CHARGES 2,200 2,200
62490 OTHER PROGRAM COSTS 20,000 20,000
62675 INTERDEPT. TRSF.-PENSIONS 8,400 10,000
65010 BOOKS, PUBLICATIONS, MAPS 600 700
65095 OFFICE SUPPLIES 500 500
65522 BUSINESS DISTRICT IMPROVEMENTS 50,000 50,000
65630 LIBRARY BOOKS 100
66127 TRANSFER TO MAPLE AV GARAGE 650,000 650,000
66131 TRANSFER TO GENERAL FUND 376,900 390,000
68205 CONTINGENCIES 14,500
5300 ECON. DEVELOPMENT FUND 1,498,900 1,515,400
459
City of Evanston
Housing Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Interest on Investments 5,994 10,000 10,000 10,000 0
City Rehab Payments 0 0 0 0 0
Miscellaneous 6,969 7,000 90,000 140,000 133,000
Total Revenues: $ 12,963 $ 17,000 $ 100,000 $ 150,000 $ 133,000
Expenditures:
Housing & Economic Development 10,780 254,300 191,000 190,000 64,300
Total Operating Expenses: $ 10,780 $ 254,300 $ 191,000 $ 190,000 $ 64,300
Revenues Over/(Under) Expenditures: $ 2,183 ($ 254,300) ($ 91,000) ($ 40,000) $ 68,700
Description of Major Activities
The Mayor's Special Housing Fund was formed to oversee and make recommendations on the expenditure of Special Housing
Fund dollars to support housing related programs as adopted by the City Council. The goals of this program include the
following:
1. To address boarded up structures.
2. To provide funds for the rehabilitation and new construction of affordable housing.
3. To provide funding support for transitional housing.
FY 2006-2007 Objectives
• Rehabilitate affordable housing.
• Address financing gaps to enable the new construction of affordable housing.
• Leverage other funds, include HOME, to produce new affordable housing units.
• Provide support for transitional housing needed by Evanston residents.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of FIT Households 1 1 2
Number of Housing Units Assisted 2 1 20
Approved Adjustments in the 2006-2007 Budget
Three Year Budget History
$254,300$239,100
$190,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
0.10%
460
CITY OF EVANSTON
HOUSING FUND
5340
2005 -2006 2006 2007-
Appropriation Approved
5340 HOUSING FUND
62130 LEGAL SERVICES - GENERAL 2,000 1,500
62185 OTHER CONSULTING SERVICES 1,300 1,000
62210 PRINTING 200 100
62295 TRAINING & TRAVEL 400 300
65095 OFFICE SUPPLIES 400 300
65505 LAND 40,000 29,900
65510 BUILDINGS 210,000 156,900
5340 HOUSING FUND 254,300 190,000
461
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 1,111,050 998,600 998,600 1,500,000 501,400
Developer Contribution 75,000 0 0 5,500,000 5,500,000
Downtown II – 50% Allocation 845,315 845,315 845,315 845,315 0
Interest Income 18,067 10,000 10,000 15,000 5,000
Total – Revenue: $ 2,049,432 $ 1,853,915 $ 1,853,915 $ 7,860,315 $ 6,006,400
EXPENDITURES:
Series 1997 General Obligation Bonds
Principal 130,000 140,000 140,000 195,000 55,000
Interest 196,320 189,500 189,500 182,200 (7,300)
Series 2002 A Bonds
Principal 0 0 0 1,600,000 1,600,000
Interest 383,315 885,000 590,000 590,000 0
Series 2002 B Bonds – Taxable
Principal 0 0 0 5,500,000 5,500,000
Interest 86,678 206,250 206,250 165,000 (41,250)
Series 2005 Bonds
Principal 0 0 0 785,000 785,000
Interest 0 0 0 583,200 583200
Other Operating Expense 1,658 150,000 145,000 145,000 0
Paying Agent Fees on G.O. Bonds 132,215 130,000 135,000 135,000 0
Total Expenditures: $ 930,186 $ 1,405,750 $ 1,405,750 $ 9,880,400 $ 8,474,650
Other Financing Uses Operating
Transfers Out:
Contributions to Other Agencies 200,000 200,000 200,000 200,000 0
Transfers to General Fund 133,900 137,900 137,900 144,800 6,900
Total Transfers & Expenditures: $ 1,264,086 $ 1,743,650 $ 1,743,650 $ 10,225,200 $ 8,481,550
Notes on Financial Summary
Three Year Budget History
$1,881,250
$10,225,200
$1,671,281
$0
$1,200,000
$2,400,000
$3,600,000
$4,800,000
$6,000,000
$7,200,000
$8,400,000
$9,600,000
$10,800,000
$12,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
5.49%
462
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary
Description of Major Activities
The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF District
consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on the south and
Chicago Avenue on the east) located in the downtown business area of the City. The development project consists of an
apartment tower containing approximately 261 units with an attached parking garage, a retail food store, and other retail units
with total square feet of about 33,000 square feet.
The City issued $3.8 million in 1997 Series General Obligation TIF bonds, of which $3 million was distributed to the developer
for eligible tax increment district development costs for the project. The City issued $35 million in 2002 Series General
Obligation Variable Rate Demand bonds. These bonds will be used to construct a parking garage for the new Sherman Plaza
Project, which will consist of a new 200-plus unit condominium development and retail space of over 100,000 square feet.
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 improvements
• $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 General Obligation Bond Series 1998
Approved Adjustments in the 2006-2007 Budget
463
City of Evanston
Special Service Area No. 5 – Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Taxes 448,977 438,000 438,000 438,200 200
Interest Income 260 200 200 200 0
Total Revenues: $ 449,237 $ 438,200 $ 438,200 $ 438,400 $ 200
Expenditures:
Series 1995 Bonds – Partially Abated
Principal 135,000 145,000 145,000 0 (145,000)
Interest 14,840 7,700 7,700 0 (7,700)
Series 2002c Bonds – Refunded 1996
Principal 105,000 110,000 110,000 265,000 155,000
Interest 181,312 176,100 176,100 170,600 (5,500)
Other Operating Expenses 42,920 0 40,000 42,000 42,000
Total Expenditures: $ 479,072 $ 438,800 $ 478,800 $ 477,600 $ 38,800
Excess (Deficiency)
Revenues over Expenditures $ (29,835) $ (600) $ (40,600) $ (39,200) $38,600
Notes for Financial Summary
Description of Major Activities
The City Council adopted Special Service Area No. 5 on June 27, 1994. Special Service Area No. 5 is comprised of the City
downtown business district.
The City Council also approved a $9,500,000 Downtown Public Works Improvement program for Area No. 5. The ordinances
establishing the area authorized the issuance of up to $5,000,000 Special Service Area bonds.
On June 21, 1995, $3,060,000 of the Special Service Area bonds were sold and on July 9, 1996, the City sold another
$1,940,000 issue of special service bonds at public bid.
The 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.
Approved Adjustments in the 2006-2007 Budget
Three Year Budget History
$430,810
$477,600
$152,686
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2006 Budget
0.26%
464
City of Evanston
Southwest II (Howard – Hartrey) Special Tax Allocation Debt Service Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 1,123,713 1,199,900 1,199,900 1,199,900 0
Sales Tax Incremental Revenues 0 0 0 0 0
Capitalized Interest 0 0 0 0 0
Interest Income 51,315 35,000 35,000 35,000 0
Total Revenues: $ 1,175,028 $ 1,234,900 $ 1,234,900 $ 1,234,900 $ 0
Expenditures:
1994 Bonds (1999 refinancing portion)
Principal 0 55,000 50,000 55,000 0
Interest 0 33,100 37,300 34,600 1,500
1994 Bonds
Principal 50,000 100,000 0 0 (100,000)
Interest 40,100 86,500 0 0 (86,500)
1996 Bonds
Principal 325,000 370,000 370,000 370,000 0
Interest 267,600 225,000 255,000 234,100 9,100
Operating Transfer to General Fund 125,000 128,800 128,800 135,000 6,200
Total Expenditures and Transfers: $ 807,700 $ 998,400 $ 841,100 $ 828,700 ($169,700)
Notes on Financial Summary
Description of Major Activities
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.
Approved Adjustments in the 2006-2007 Budget
Three Year Budget History
$998,400
$828,700
$1,000,713
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
0.44%
465
City of Evanston
Southwest Special Tax Allocation Debt Service Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 634,240 600,400 600,400 590,000 (10,400)
Interest Income 9,953 6,000 6,000 6,000 0
Total Revenues: $ 644,193 $ 606,400 $ 606,400 $ 596,000 $ (10,400)
Expenditures:
Series 2003 GO Bonds (refinanced
1993)
Principal 195,000 225,000 225,000 250,000 25,000
Interest 72,150 50,625 59,000 42,800 (7,825)
Transfer to Schools 600,000 0 0 (600,000)
Operating Transfer to General Fund 20,600 21,200 21,200 23,000 1,800
Total Expenditures: $ 287,750 $ 896,825 $ 305,200 $ 315,800 ($ 581,025)
Notes on Financial Summary
Description of Major Activities
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The TIF District consists of
approximately twelve acres of contiguous land located in the area generally known as the City's southwest industrial corridor
and is roughly bounded by Main Street on the north, Pitner Avenue on the east, the North Shore channel and the Main Street
Shopping Plaza on the west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990 General Obligation (GO)
bonds on September 24, 1990, of which $2,100,000 of the proceeds were used for the redevelopment project. Debt service on
the TIF District share of the obligation is eventually expected to be met by property tax increment revenues derived from the
project. This separate debt service fund is established in accordance with law and is called the Southwest Special Tax
Allocation Fund in order to account for the payment of the debt service associated with municipal debt issued for the Southwest
TIF District.
Approved Adjustments in the 2006-2007 Budget
Three Year Budget History
$896,825
$315,800
$903,750
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
0.17%
466
467
City of Evanston
Debt Service Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax 7,914,889 8,758,600 8,401,000 8,737,000 (21,600)
Interest Income 170,309 110,000 110,000 150,000 40,000
Total Revenue: $ 8,085,198 $ 8,868,600 $ 8,511,000 $ 8,887,000 $ 18,400
Transfers In:
Transfer from Capital Improvement Fund 354,791 0 0 0 0
Transfer from Water Fund – Series 2002C 1,308,102 0 0 0 0
Transfer from SS Dist No 5 – Series 2002C 0 437,700 0 0 (437,700)
Transfer from Special Assessment Fund 253,055 300,500 360,555 337,500 37,000
Transfer from General Fund 175,000 125,750 125,750 129,400 3,650
Total – Revenues and Transfers: $ 10,176,146 $ 9,732,550 $ 8,997,305 $ 9,353,900 ($ 378,650)
Debt Service General Obligation Bonds:
Series 1995 439,540 0 0 0 0
Series 1996 163,910 0 0 0 0
Series 1997 1,220,608 2,158,090 2,124,600 1,925,500 (232,590)
Series 1998 551,780 560,380 560,380 484,800 (75,580)
Series 1999 1,967,083 970,260 970,260 1,016,110 45,850
Series 2000 260,440 286,000 286,000 350,000 64,000
Series 2002C 2,078,688 1,825,000 1,825,000 1,389,500 (435,500)
Series 2003 B 2,043,025 582,991 582,991 583,000 9
Series 2003 927,892 1,877,475 1,877,475 1,877,500 25
Series 2004 354,791 1,398,251 828,723 750,700 (647,551)
Series 2004 B 72,130 0 442,438 442,500 442,500
Series 2005 0 0 0 801,600 801,600
Series 2006 – Estimated 0 0 0 740,000 740,000
Fiscal Agent Fees 191,314 220,000 220,000 190,000 (30,000)
General Management & Support 259 3,000 3,000 3,000 0
Total Expenditures $ 10,271,460 $ 9,881,447 $ 9,720,867 $ 10,554,210 $ 672,763
Excess of Revenues & Transfers over
Expenditures $ (95,314) $ (148,897) $ (723,562) $ (1,200,310)
$
(1,051,413)
Notes for Financial Summary
Three Year Budget History
$9,881,447
$10,554,210$10,495,071
$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 Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
5.67%
468
City of Evanston
Debt Service Fund Summary
Description of Major Activities
The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2004
levy, almost all of which will be collected in the 2005-06 fiscal year. The expenditures for the general obligation bonds represent
debt service payments due in fiscal year 2005-06.
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.
Approved Adjustments in the 2006-2007 Budget
469
City of Evanston
Downtown II TIF Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Downtown II TIF Fund
Full-time Regular TIF Accounting Analyst* 1.00
5800 Total 1.00
Downtown II TIF Fund Total 1.00
Downtown II TIF Fund
Three Year Fiscal History
$9,204,315
$10,472,115
$5,992,515
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
5.62%
470
City of Evanston
Downtown II Special Tax Allocation Service Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 6,254,950 7,235,100 7,235,100 9,200,000 1,964,900
Interest Income 63,591 50,000 50,000 50,000 0
Sales Taxes 250,000 250,000 250,000 0 (250,000)
Total – Revenue: $ 6,568,541 $ 7,535,100 $ 7,535,100 $ 9,250,000 $ 1,714,900
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Expenditures:
Series 1996
Principal 280,000 315,000 295,000 315,000 0
Interest 44,500 16,000 30,500 15,800 (200)
Series 2000C
Principal 0 2,600,000 0 3,465,000 865,000
Interest 325,915 327,000 326,600 364,000 37,000
Paying Agent Fees 35,608 40,000 40,000 40,000 0
General Management and Support 202,877 250,000 250,000 600,000 350,000
Total Expenditures: $ 888,900 $ 3,548,000 $ 942,100 $ 4,799,800 $ 1,251,800
Transfers Out:
Transfer to General Fund 300,000 309,000 309,000 325,000 16,000
Transfer to Maple Avenue 4,000,000 4,502,000 4,502,000 4,502,000 0
Transfer to Washington National TIF 845,315 845,315 845,315 845,315 0
Total Transfers Out: $ 5,145,315 $ 5,656,315 $ 5,656,315 $ 5,672,315 $ 16,000
Total Expenditures & Transfers Out: $ 6,034,215 $ 9,204,315 $ 6,598,415 $ 10,472,115 $ 1,267,800
Notes for Financial Summary
Description of Major Activities
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 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.
Approved Adjustments in the 2006-2007 Budget
471
472
City of Evanston
Maple Avenue Garage Fund
Three Year Budget History
$7,017,700$6,077,600
$7,252,100
$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
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
3.89%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Maple Avenue Garage
Full-time Regular Facilities Maint. Worker II 1.00
7000 Total 1.00
Maple Avenue Garage Fund Total 1.00
Maple Avenue Garage Fund
473
City of Evanston
Maple Avenue Garage Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Operating Revenue:
Garage 1,510,411 1,650,000 1,650,000 1,750,000
Transfer from General Fund (Sales Tax) 314,560 300,000 300,000 0
Transfer from Economic Development 650,000 650,000 650,000 650,000
Transfer from Downtown II (17014) 4,000,000 4,502,000 4,502,000 4,502,000
Interest Income 4,833 5,000 5,000 5,000
Miscellaneous Income 2,016 10,000 10,000 5,000
Total Revenue: $ 6,481,820 $ 7,117,000 $ 7,117,000 $ 6,912,000
Operating Expenses:
Maple Garage Activities 1,318,866 1,387,000 1,387,000 1,469,100
Tax Rebate Agreement 551,470 500,000 500,000 500,000
Transfer to General Fund 39,500 40,700 40,700 43,000
Debt Service 3,774,589 4,400,000 4,400,000 4,550,000
Depreciation 685,553 690,000 690,000 690,000
Total Operating Expenses: $ 6,369,978 $ 7,017,700 $ 7,017,700 $ 7,252,100
Notes for Financial Summary
The main increase reflected in operating expenses is in debt service for the repayment of bonds issued to fund construction of
the structure.
A facilities maintenance worker II has also been funded in order to keep up with the maintenance
Description of Major Activities
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.
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Review of usage reports with contractor Monthly Monthly Monthly
Review of operations expenses with contractor Monthly Monthly Monthly
Approved Adjustments in the 2006-2007 Budget
474
CITY OF EVANSTON
MAPLE AVENUE GARAGE
7000
2005 -2006 2006 2007-
Appropriation Approved
7000 MAPLE AVENUE GARAGE
61010 REGULAR PAY 50,000 50,000
61062 SPECIAL EVENT SALARIES 10,000 10,000
61110 OVERTIME PAY 2,100 2,000
61510 HEALTH INSURANCE 6,500 9,200
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 5,000 8,000
62245 OTHER EQMT MAINTENANCE 50,000 55,000
62350 FISCAL AGENT SERVICES 50,000 50,000
62400 CONTRACT SVC-PARK GARAGE 1,000,000 1,075,000
62425 ELEVATOR CONTRACT COSTS 45,000 30,000
62660 PAYMENTS TO DEVELOPERS 500,000 500,000
62705 BANK SERVICE CHARGES 1,000 15,000
64005 ELECTRICITY 140,000 140,000
64015 NATURAL GAS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 4,000 4,000
64520 TELECOMMUNICATIONS - LOCAL 4,000 4,000
65020 CLOTHING 300 200
65040 JANITORIAL SUPPLIES 6,500 3,000
65045 LICENSING/REGULATORY SUPP 2,500 2,500
65050 BLDG MAINTENANCE MATERIAL 1,000 4,000
65095 OFFICE SUPPLIES 2,000 100
65115 TRAFFIC CONTROL SUPPLIES 1,000 1,000
66132 TRANSFER TO GF-INSURANCE 40,700 43,000
68010 DEPRECIATION EXPENSE 690,000 690,000
68205 CONTINGENCIES 5,000 5,000
68305 DEBT SERVICE 4,400,000 4,550,000
7000 MAPLE AVENUE GARAGE 7,017,700 7,252,100
475
476
City of Evanston
Parking System Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Parking System Management
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 Parking Operations Clerk (3 @ 1 FTE) 3.00
Full-time Regular Traffic Engineering Technician (Split with 2630) 0.50
7005 Total 6.50
Parking Lots and Meters
Full-time Regular Public Works Crew Chief 1.00
Full-time Regular Parking Repair Worker (3 @ 1 FTE)* 3.00
Full-time Regular Public Works Maint Wrkr II (4 @ 1 FTE) 4.00
7015 Total 8.00
Parking System Fund Total 14.50
Parking System Fund
Three Year Budget History
$3,842,100
$3,692,800$3,653,200
$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
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
1.98%
477
City of Evanston
Parking System Fund Summary
Financial Summary
Funds Provided: Operating Revenue
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Street and Lot Meters 1,904,641 2,150,000 2,150,000 2,227,500 77,500
Space Rentals 254,188 350,000 300,000 350,000 0
Sherman Avenue Garage 137,376 0 0 0 0
Church Street Self Park 692,916 725,000 725,000 771,800 46,800
Research Park / Lot 20* 0 0 0 0 0
Interest Income 75,646 74,000 70,000 74,000 0
Parking Tax 0 0 0 220,000 220,000
Miscellaneous Revenues 11,209 11,400 11,400 11,400 0
Total Funds Provided: $ 3,075,976 3,310,400 $ 3,256,400 3,654,700 $ 344,300
Funds Applied: Operating Expenses
7005 - Parking System Management 863,617 647,300 635,000 643,300 (4,000)
7010 - Sherman Avenue Garage 136,343 0 0 0 0
7015 - Parking Lots and Meters 723,039 815,500 800,000 982,800 167,300
7025 - Church Street Self Park 704,582 761,600 740,000 730,000 (31,600)
Total Operating Expenses: $ 2,427,581 $ 2,224,400 $ 2,175,000 $ 2,356,100 $ 131,700
Other Expenses & Disbursements:
7030 & 7035 - Debt Service 841,340 838,700 838,700 838,500 (200)
7050 - Transfers to General Fund 456,400 479,000 479,000 498,200 19,200
Total Other Expenses &
Disbursements: $ 1,297,740 $ 1,317,700 $ 1,317,700 $ 1,336,700 $ 19,000
TOTAL FUNDS APPLIED: $ 3,725,321 $ 3,542,100 $ 3,492,700 $ 3,692,800 $ 150,700
Increase (Decrease) in Working
Capital:
$ (649,345) $ (231,700) $ (236,300) $ (38,100) $ 193,600
Revenue Projections
Revenue projections reflect the rate increases to two-hour parking meters in outlying areas, to the space rentals in off-street lots,
and the hourly fees charged in the Church Street Self Park, all of which were approved by the City Council in the summer of
2005. The opening of the new Sherman Plaza Self Park will reduce some usage of the Church Street Self Park.
Revenues from the Parking Tax are accounted for in the General Fund; these revenues will be used to off-set the funds needs
of the Parking Fund. Revenues from the Maple Self Park and from the new 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.
478
City of Evanston
Parking System Fund Summary
Expenditures:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
7005 - Parking System Management 863,617 647,300 635,000 643,300
7010 - Sherman Avenue Garage 136,343 0 0 0
7015 - Parking Lots and Meters 723,039 815,500 800,000 982,800
7025 - Church Street Self Park 704,582 761,600 740,000 730,000
7030 - Sherman Ave Garage Bonds 162,990 164,100 164,100 164,900
7035 – Church Street Debt Svc 678,350 674,600 674,600 673,600
7050 - Parking Fund Transfers 456,400 479,000 479,000 498,200
Total Expenditures: $ 3,725,321 $ 3,542,100 $ 3,492,700 $ 3,692,800
Notes for Financial Summary
Performance Report on FY 2005-2006 Major Program Objectives
The major focus this year was evaluation of the financial state of the Parking Fund, considering present and future needs, Fund
balances and reserves, and forecasted revenues. Recommendations were proposed and approved to increase the lot permit
parking rates, hourly rates for 2-hour meters in all regional business areas, redirection of the Parking Tax toward parking needs;
and development of a long-range rate increase program for both meters and lot permits. Parking meter equipment was
reviewed, and equipment was ordered for implementing the rate increases in the regional business areas. The new rates will be
installed in the spring of 2006.
A request for qualifications was issued to identify a professional parking garage management and operations firm capable of
handling revenue collections, general cleaning, and security in the two existing garages and for the Sherman Plaza Self Park,
which is scheduled to open in May of 2006. This direction provides cohesive operations among the City facilities while reducing
overhead.
2006-2007 Department Initiatives
1. With the impending opening of the Sherman Plaza Self Park in the spring, additional changes will be made to parking time
limits on-street around the downtown. Private developments continue to require interim parking plans.
2. Examination and experimentation with newer technology revenue equipment for on-street uses and off-street uses will be a
major focus.
3. Repairs to surface lots and to the garages which could not be undertaken in 2005-06 will be addressed during 2006-07.
479
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 2006-2007 Objectives
• Develop a 5-year maintenance program for all parking garages by October 15, 2006
• Develop a 5-year capital improvements plan for upgrading parking lots by October 15, 2006
• Identify and evaluate multi-space parking equipment for on-street and off-street uses and develop a program for
purchasing recommendations by November 30, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Parking Studies Performed 10 5 15
Parking lot inspections 24 12 12
Quarterly billing schedules for lot permits 4 4 4
Residential permit applications processed 8,300 8,300 8,400
Evanston Vehicle Stickers sold 4,236 4,200 4,200
Avg. No. of sick days used per employee 8 8 8
Total days lost due to work related injury 0 0 0
Approved Adjustments in 2006-2007 Budget
480
CITY OF EVANSTON
PARKING SYSTEM MGT
7005
2005 -2006 2006 2007-
Appropriation Approved
7005 PARKING SYSTEM MGT
61010 REGULAR PAY 385,700 382,300
61060 SEASONAL EMPLOYEES 5,500 5,500
61110 OVERTIME PAY 6,000 5,900
61510 HEALTH INSURANCE 56,900 59,800
61615 LIFE INSURANCE 600 650
61630 SHOE ALLOWANCE 100 100
61725 SOCIAL SECURITY 24,600
61730 MEDICARE 5,700
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 1,300 1,300
62295 TRAINING & TRAVEL 3,000 5,000
62305 RENTAL OF AUTO-FLEET SER 36,600 39,100
62320 TELEPHONE CHARGEBACKS 2,000 2,000
62360 MEMBERSHIP DUES 700 800
62380 COPY MACHINE CHARGES 2,000 2,000
62431 ARMORED CAR SERVICES 40,000 60,000
62675 INTERDEPT. TRSF.-PENSIONS 57,200 61,400
64540 TELECOMMUNICATIONS - WIRELESS 4,200 4,200
65045 LICENSING/REGULATORY SUPP 8,000 6,000
65095 OFFICE SUPPLIES 1,500 1,500
68205 CONTINGENCIES 5,500 5,500
7005 PARKING SYSTEM MGT 647,300 643,250
481
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 2006-2007 Objectives
• Surface 2 public parking lots by November 30, 2006, if an agreement can be completed with the CTA
• Resurface Lot 35 at Main & Judson by November 30, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Meters installed or relocated within system 29 42 1,400
Meters removed from system 32 20 10
Meters checked/repaired/batteries replaced 2,708 2,806 2,700
Meters converted (rate/time changes) 32 56 1,400
Preventive maintenance to meters/locks 1,458 4,000 2,500
Meter hooding requests 150 217 200
Installation of speed bumps in alleys 20 50 50
Avg. number sick days used/employee 8 7 7
Approved Adjustments in 2006-2007 Budget
482
CITY OF EVANSTON
PARKING LOTS & METERS
7015
2005 -2006 2006 2007-
Appropriation Approved
7015 PARKING LOTS & METERS
61010 REGULAR PAY 343,200 413,200
61060 SEASONAL EMPLOYEES 26,400 26,400
61110 OVERTIME PAY 7,400 7,700
61510 HEALTH INSURANCE 51,700 73,600
61615 LIFE INSURANCE 700 800
61630 SHOE ALLOWANCE 900 1,000
61725 SOCIAL SECURITY 23,400
61730 MEDICARE 5,500
62230 IMPROVEMENT MAINT SERVICE 1,500 15,000
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62305 RENTAL OF AUTO-FLEET SER 68,400 72,700
62375 RENTALS 146,000 172,200
62675 INTERDEPT. TRSF.-PENSIONS 66,600
64005 ELECTRICITY 16,000 16,000
65005 AGRI/BOTANICAL SUPPLIES 6,400 6,400
65020 CLOTHING 3,400 1,600
65040 JANITORIAL SUPPLIES 1,400 1,400
65050 BLDG MAINTENANCE MATERIAL 3,500 3,500
65070 OFFICE/OTHER EQT MTN MATL 16,500 12,000
65085 MINOR EQUIPMENT & TOOLS 1,500 1,000
66132 TRANSFER TO GF-INSURANCE 83,000 83,000
68205 CONTINGENCIES 6,700 6,700
7015 PARKING LOTS & METERS 815,500 982,800
483
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 2006-2007 Objectives
• Using an engineering consultant, develop a 5-year program of maintenance and repairs by November 15, 2006
• Evaluate lighting fixtures and develop cost estimates for replacing overhead lighting system and painting ceilings
on public parking levels of this garage by October 1, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Review daily sales reports weekly 52 52 52
Monthly Facility inspections 12 12 12
Test Emergency Generator Monthly 12 12 12
Review contractor's monthly revenue/use reports 12 12 12
Approved Adjustments in 2006-2007 Budget
484
CITY OF EVANSTON
CHURCH STREET GARAGE
7025
2005 -2006 2006 2007-
Appropriation Approved
7025 CHURCH STREET GARAGE
62135 ARCHITECTURAL SERVICES 10,000 10,000
62245 OTHER EQMT MAINTENANCE 20,000 15,000
62375 RENTALS 6,000 6,000
62400 CONTRACT SVC-PARK GARAGE 223,200 240,000
62425 ELEVATOR CONTRACT COSTS 8,500 12,000
62440 OVERHEAD DOOR CONTRACT COSTS 2,000 2,000
62450 PARKING GARAGE MANAGEMENT FEES 336,000 367,000
62675 INTERDEPT. TRSF.-PENSIONS 67,400
64005 ELECTRICITY 64,000 60,000
64505 TELECOMMUNICATIONS - CARRIER L 13,200 13,200
65040 JANITORIAL SUPPLIES 2,500
65045 LICENSING/REGULATORY SUPP 3,500
65050 BLDG MAINTENANCE MATERIAL 1,000 1,500
65070 OFFICE/OTHER EQT MTN MATL 200 200
65085 MINOR EQUIPMENT & TOOLS 200 200
65090 SAFETY EQUIPMENT 100 100
65095 OFFICE SUPPLIES 1,000
66132 TRANSFER TO GF-INSURANCE 2,300 2,300
68205 CONTINGENCIES 500 500
7025 CHURCH STREET GARAGE 761,600 730,000
485
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 2006-2007 Budget
486
CITY OF EVANSTON
SHERMAN AVE GARAGE BONDS
7030
2005 -2006 2006 2007-
Appropriation Approved
7030 SHERMAN AVE GARAGE BONDS
68305 DEBT SERVICE 164,100 164,900
7030 SHERMAN AVE GARAGE BONDS 164,100 164,900
487
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 2006-2007 Budget
488
CITY OF EVANSTON
CHURCH/CHICAGO GARAGE
7035
2005 -2006 2006 2007-
Appropriation Approved
7035 CHURCH/CHICAGO GARAGE
68305 DEBT SERVICE 674,600 673,600
7035 CHURCH/CHICAGO GARAGE 674,600 673,600
489
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 2006-2007 Budget
490
CITY OF EVANSTON
TRANSFERS
7050
2005 -2006 2006 2007-
Appropriation Approved
7050 TRANSFERS
62685 REIMB. GF FOR ADMIN. EXP 452,500 470,600
66134 TRAN TO GF- PARKING LOT MAINT.26,500 27,600
7050 TRANSFERS 479,000 498,200
491
492
City of Evanston
Water Fund
Three Year Budget History
$13,690,600 $13,702,800$13,478,900
$12,000,000
$12,200,000
$12,400,000
$12,600,000
$12,800,000
$13,000,000
$13,200,000
$13,400,000
$13,600,000
$13,800,000
$14,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
7.36%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Administration
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 (Split with 7400) 0.50
7100 Total 4.50
Pumping Division
Full-time Regular Division Chief, Pumping 1.00
Full-time Regular Water Maintenance Supervisor 1.00
Full-time Regular Water Worker II 1.00
Full-time Regular Water Plant Operator (5 @ 1 FTE) 5.00
Full-time Regular Water/Sewer Mechanic (3 @ 1 FTE) 3.00
7105 Total 11.00
Filtration Division
Full-time Regular Division Chief, Filtration 1.00
Full-time Regular Water Maintenance Supervisor 1.00
Full-time Regular Water Plant Operator (5 @ 1 FTE) 5.00
Full-time Regular Water/Sewer Mechanic (3 @ 1 FTE) 3.00
Full-time Regular Microbiologist 1.00
Full-time Regular Chemist 1.00
Full-time Regular Water Worker II 1.00
Full-time Regular Water Worker I 1.00
7110 Total 14.00
Distribution
Full-time Regular Division Chief, Distribution (Split with 7400) 0.50
Full-time Regular Water Distribution Supervisor 1.00
Full-time Regular Water Service Worker (3 @ 1 FTE) 3.00
Full-time Regular Water/Sewer Crew Leader (3 @ 1 FTE) 3.00
Full-time Regular Water Worker I (2 @ 1 FTE) 2.00
Full-time Regular Water Worker II 1.00
7115 Total 10.50
Meter Maintenance
Full-time Regular Meter Service Coordinator 1.00
Full-time Regular Fac Maint Worker/Custodian I 1.00
Full-time Regular Water Billing Clerk 1.00
7120 Total 3.00
Water Fund Total 43.00
Water Fund
493
City of Evanston
Water Fund Summary
Financial Summary
Funds Provided:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Operating Revenues – Water Sales
Evanston 6,559,026 6,588,000 5,155,800 6,588,000 0
Skokie 2,802,720 3,247,300 3,253,100 3,196,500 (50,800)
Northwest Commission 3,377,406 3,496,800 4,065,700 3,566,700 69,900
Total – Water Sales: $ 12,739,152 $ 13,332,100 $ 12,474,600 $ 13,351,200 $ 69,900
Other Revenues:
Investment Earnings 49,387 50,000 96,900 50,000 0
Property Sales and Rentals 132,971 139,600 209,400 151,600 12,000
Phosphate Sales NWWC 77,240 80,000 72,400 55,000 (25,000)
Fees and Merchandise Sales 73,699 45,000 65,700 45,000 0
Fees and Outside Work 85,787 50,000 87,500 50,000 0
Miscellaneous Revenue 73,289 0 186,000 0 0
Bond Reserve Transfer 145,800 0 0 0 0
Total Other Revenues: $ 638,173 $ 364,600 $ 717,900 $ 351,600 $ (13,000)
TOTAL FUNDS PROVIDED: $ 13,377,325 $ 13,696,700 $ 13,192,500 $ 13,702,800 $ 6,100
Funds Applied:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
General Support 1,997,159 676,800 581,800 720,500 43,700
Pumping 1,745,290 1,863,000 1,933,800 1,991,300 128,300
Filtration 1,665,264 2,066,100 1,755,200 2,077,000 10,900
Distribution 1,110,097 1,197,100 1,322,200 1,313,400 116,300
Meter Maintenance 214,576 301,700 321,900 321,100 19,400
Other Operating Expenses 2,121,177 942,800 936,400 857,100 (85,700)
Total Operating Expenses: $ 8,853,563 $ 7,047,500 $ 6,851,300 $ 7,280,400 $ 232,900
Other Expenses & Disbursements:
Debt Service 1,308,100 1,042,300 1,042,300 615,100 (427,200)
Capital Outlay 75,100 105,000 105,000 104,100 (900)
$ 1,383,200 $ 1,147,300 $ 1,147,300 $ 719,200 $ -195,200)
Transfers
Transfers to Reserves 537,162 2,802,200 2,500,300 3,009,600 207,400
Transfer to General Fund 145,800 162,300 162,300 162,300 0
Transfer to General Fund – ROI 2,457,600 2,531,300 2,531,300 2,531,300 0
Total Other Expenses &
Disbursements & Transfers:
$ 4,523,762
$ 6,643,100
$ 6,341,200
$ 6,422,400
$ (220,700)
TOTAL FUNDS APPLIED: $ 13,377,325 $ 13,690,600 $ 13,192,300 $ 13,702,800 $ 12,200
Increase (Decrease) in Capital: $ 0 $ 6,100 $ 0 $0 $ (6,100)
Revenue Projections
The 2006-2007 water fund revenues are projected to remain stable. Revenue projection for sale of water to the Village of
Skokie was revised slightly downward to reflect actual water sales over the past 5 years. Revenue from the sale of water to the
Northwest Water Commission was projected to increase 2% based on contract provisions.
494
City of Evanston
Water Fund Summary
Notes for Financial Summary
The overall operating budget request represents a 2.4% increase over the 2005/2006 appropriation level. There are no major
changes to the operating or capital budgets.
Performance Report on FY 2005-2006 Major Program Objectives
During FY 2005-2006 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. Proposals were solicited for the preparation of a water and sewer rate
study. The study has been completed and results planned for council presentation in April 2006.
Completed this spring were the construction of new garages, an accessway from the chemical building to the chorine facility,
and the installation of a chlorine scrubber. Specifications were prepared, a contract was awarded, and construction is underway
for the replacement of the membrane roofs on the Filter Building headhouse and garages. A request for proposal was prepared
and a consultant hired to investigate and prepare concpetual design and costs for expanding the Administrative Building and
Filtration Workshop.
Staff has worked closely with engineers and contractors in the completion of new water main on Chicago Avenue from South
Blvd. to Howard St.; on Dempster from Judson to Forest; on Main St. from Ashland to Dodge; and on Fowler from Dempster to
Church. In addition, Distribution division staff has installed a new in-house water main on Haven between Orrington and
Shiridan. Our crews installed over 1400 feet of new water main on McDaniel and Bradley, replacing the badly deteriorated pipe
that was continuously breaking. Plans were also submitted into the IEPA for a permit to install new water main on Payne Street
between Crawford and Prospect. This section will be done by in-house crews in the spring of 2006.
The Filtration Division replaced three 16-inch gate valves in the basins to improve sludge removal. The valves were purchased,
the basin dewatered and crews installed the valves in-house. A new booster pump was purchased for the chlorination system
and was installed in the fall.
The Pumping Division has completed the installation of High Lift Pumping Unit #7. This work was done by in-house mechanics.
The division has also completed the replacement of the gasoline engine on Low Lift Pumping Unit #4 with a natural gas engine.
The division is working closely with the contractor overseeing the installation of Low Lift Pumping Unit #7.
The Meter Division has been continuing the replacement of the older style meters (Trident 8s) with new meters that provide
better remote reading resolution and leak detection. Due to the extensive amount of construction activities in the City this
season, Meter Division crews have spent a substantial amount of time locating underground utilities for contractors.
2006-2007 Department Initiatives
1. The Water Division continues to strive to be a leader in the public drinking water industry by providing high quality water to
the over 350,000 customers. Our number one initiative is to continue vigilantly monitoring the quality and quantity of water
provided
2. In 2006-2007 we will be looking at the feasibility of expanding the Administrative Building to enable more effective service
3. The division is continuing to work to improve Evanston's Distribution System through continuous field monitoring and
planning for needed replacements and repairs. One initiative is to expand the hydraulic model to include the determination
of flow patterns and associated water quality
4. Customer service remains a central focus as we look at new water billing software and work to integrate this system with
other financial systems and GIS to improve our ability to provide fast and accurate data to the public
495
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 operations provides direct support, which relates to the following
business units: Operating Maintenance, Pumping, Filtration, Distribution, and Sewer. The assistant superintendent of
administration oversees the office staff, meter division, and laboratory functions as it relates to compliance with
federal and state regulations. This includes preparation of the budgets, personnel functions, and regulatory reporting.
FY 2006-2007 Objectives
• To work with engineers to determine the feasibility of expanding the administrative building and the filtration
division workshop to enhance performance by June 1, 2006
• To work with the Finance Department toward the installation of new water billing software compatible with
existing meter reading and finanacial systems to improve water billing eficiency by February 28, 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Average sick days per employee 4 5.4 5
Total workdays lost due to injury 5 2 5
Approved Adjustments in 2006-2007 Budget
496
CITY OF EVANSTON
WATER GENERAL SUPPORT
7100
2005 -2006 2006 2007-
Appropriation Approved
7100 WATER GENERAL SUPPORT
61010 REGULAR PAY 364,000 373,600
61060 SEASONAL EMPLOYEES 15,600 20,800
61110 OVERTIME PAY 100
61510 HEALTH INSURANCE 34,300 41,400
61615 LIFE INSURANCE 900 500
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 400 300
62210 PRINTING 8,000 8,000
62215 PHOTOGRAPHERS/BLUEPRINTS 1,200 1,200
62225 BLDG MAINTENANCE SERVICES 100
62235 OFFICE EQUIPMENT MAINT 6,100 6,100
62245 OTHER EQMT MAINTENANCE 6,000 10,000
62275 POSTAGE CHARGEBACKS 3,000 3,000
62295 TRAINING & TRAVEL 20,000 20,000
62305 RENTAL OF AUTO-FLEET SER 46,800 49,700
62315 POSTAGE 2,500 2,500
62320 TELEPHONE CHARGEBACKS 10,300 10,300
62360 MEMBERSHIP DUES 6,000 6,000
62380 COPY MACHINE CHARGES 300 300
62420 MWRD FEES 6,200 6,500
62463 WATER MAINTENANCE CONTRACTS 2,500 2,500
62675 INTERDEPT. TRSF.-PENSIONS 50,000 59,100
64015 NATURAL GAS 58,300 58,300
64505 TELECOMMUNICATIONS - CARRIER L 5,000 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,600 2,400
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 7,000 7,000
65040 JANITORIAL SUPPLIES 1,200 1,600
65050 BLDG MAINTENANCE MATERIAL 2,000 2,000
65070 OFFICE/OTHER EQT MTN MATL 10,000 15,000
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 5,000 5,000
65105 PHOTO/DRAFTING SUPPLIES 400 400
7100 WATER GENERAL SUPPORT 676,800 720,500
497
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 2006-2007 Objectives
• To disassemble, inspect, and make all necessary repairs and replace worn parts on Low Lift Pumping Unit # 9
and High Lift Pumping Unit #2 by February 28, 2006
• To oversee the contractor selected to tuckpoint the pumping facility during the summer, 2006
• To assist outside contractor in the retubing of the east boiler to ensure safety and increase operating efficiency
by February 28, 2006
• To install second vacuum pump and tank in low lift basement, ensuring that proper priming and maintenance of
the low lift pumps occur at all times, by February 28, 2006
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Weekly inspections of Skokie booster station and
Evanston standpipes 52 52 52
High and Low lift pumps receiving preventative
maintenance. 14 14 14
Engines inspected and lubricated 12 12 12
Billions of gallons pumped per year 16 18 17
Approved Adjustments in 2006-2007 Budget
498
CITY OF EVANSTON
PUMPING
7105
2005 -2006 2006 2007-
Appropriation Approved
7105 PUMPING
61010 REGULAR PAY 649,300 674,000
61060 SEASONAL EMPLOYEES 16,100 4,800
61110 OVERTIME PAY 25,300 26,400
61510 HEALTH INSURANCE 92,700 101,200
61615 LIFE INSURANCE 1,000 1,100
61630 SHOE ALLOWANCE 1,400 1,400
62230 IMPROVEMENT MAINT SERVICE 12,600 8,000
62245 OTHER EQMT MAINTENANCE 4,500 9,100
62295 TRAINING & TRAVEL 200
62360 MEMBERSHIP DUES 300 300
62675 INTERDEPT. TRSF.-PENSIONS 94,000 115,600
64005 ELECTRICITY 875,000 948,800
64015 NATURAL GAS 26,000 33,200
64505 TELECOMMUNICATIONS - CARRIER L 3,000 3,000
64540 TELECOMMUNICATIONS - WIRELESS 2,100 2,100
65020 CLOTHING 1,300 800
65035 PETROLEUM PRODUCTS 7,200 10,000
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 43,500 44,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 1,000 1,000
7105 PUMPING 1,863,000 1,991,300
499
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 2006-2007 Objectives
• To install digital scales under the alum and polymer day tanks to improve tracking of chemical feeds by February
28, 2007
• To install 24 flow and head-loss transmitters on the west filter control panels by February 28, 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Clean and inspect settling basins and slow mix
equipment 4 4 4
Underground chemical storage tanks cleaned and
inspected 7 7 7
Filters inspected and probed annually 24 24 24
Billions of gallons treated per year 16 17 17.5
Approved Adjustments in 2006-2007 Budget
500
CITY OF EVANSTON
FILTRATION
7110
2005 -2006 2006 2007-
Appropriation Approved
7110 FILTRATION
61010 REGULAR PAY 828,900 861,900
61110 OVERTIME PAY 21,600 23,500
61510 HEALTH INSURANCE 107,900 128,800
61615 LIFE INSURANCE 1,200 1,400
61630 SHOE ALLOWANCE 1,600 1,600
62245 OTHER EQMT MAINTENANCE 4,900 4,900
62295 TRAINING & TRAVEL 300
62360 MEMBERSHIP DUES 300 300
62420 MWRD FEES 425,000 425,000
62465 OUTSIDE LABARATORY COSTS (HLTH 12,000 7,000
62675 INTERDEPT. TRSF.-PENSIONS 110,000 139,900
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 180,000 100,000
65035 PETROLEUM PRODUCTS 1,500 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 10,000 20,000
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,500 1,500
7110 FILTRATION 2,066,100 2,077,000
501
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 2006-2007 Objectives
• To install 400 feet of 8 inch water main on Payne Street between Crawford and Prospect, replacing the existing
detriorated 6" water main, to improve hydraulics in the area and to eliminate maintenance concerns by
November 1, 2006
• To install 400 feet of 8 inch water main on Hayes Street between Crawford and Prospect, replacing the existing
detriorated 6" water main, to improve hydraulics in the area and to eliminate maintenance concerns by
November 1, 2006
• To insure that all necessary repairs and replacements to water distribution assets are done prior to all street
resurfacing
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of hydrants repaired 107 70 70
Number of hydrants replaced 18 23 25
Number of water main breaks repaired 92 90 90
Number of water services repaired 24 85 75
Number of valves replaced/installed new 40 40 40
Approved Adjustments in 2006-2007 Budget
502
CITY OF EVANSTON
DISTRIBUTION
7115
2005 -2006 2006 2007-
Appropriation Approved
7115 DISTRIBUTION
61010 REGULAR PAY 534,400 567,100
61060 SEASONAL EMPLOYEES 3,200 4,800
61110 OVERTIME PAY 46,700 60,900
61510 HEALTH INSURANCE 81,200 101,200
61615 LIFE INSURANCE 800 1,100
61630 SHOE ALLOWANCE 1,400 1,400
62225 BLDG MAINTENANCE SERVICES 3,500 3,500
62230 IMPROVEMENT MAINT SERVICE 47,600 53,600
62245 OTHER EQMT MAINTENANCE 3,000 3,000
62295 TRAINING & TRAVEL 200
62305 RENTAL OF AUTO-FLEET SER 218,200 232,000
62360 MEMBERSHIP DUES 100 100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 30,100 30,100
62675 INTERDEPT. TRSF.-PENSIONS 73,400 99,300
64540 TELECOMMUNICATIONS - WIRELESS 2,000 2,000
65020 CLOTHING 1,200 1,600
65050 BLDG MAINTENANCE MATERIAL 1,200 1,200
65055 MATER. TO MAINT. IMP.142,800 142,800
65070 OFFICE/OTHER EQT MTN MATL 3,000 3,500
65085 MINOR EQUIPMENT & TOOLS 2,100 3,200
65090 SAFETY EQUIPMENT 1,000 1,000
7115 DISTRIBUTION 1,197,100 1,313,400
503
City of Evanston
Water Fund
7120 – Meter Maintenance
Description of Major Activities
The Water Meter Maintenance element provides for the coordination and scheduling for customer services, including
special meter readings and removal, testing, repair, and installation of water meters. It also provides customers with
an emergency water connection when there is a service-line failure. Inspections are made for high or low water
consumption. This element establishes accounts for new customers, reviews water usages prior to billing, shuts off
delinquent accounts, locates boxes and shuts off water for plumbing repairs, and checks on water cooled air
conditioners and fire lines to large buildings. The meter division also maintains the remote meter reading equipment
associated with the automatic meter reading system.
FY 2006-2007 Objectives
• By February 28, 2007, replace 300 of the the older-style residential meters (Trident 8s), which were installed in
1985, with newer-style meters that have leak detectors and better resolution for meter reading
• To study and test various styles of meters, designed to register both high and low flows, to determine design with
the fewest maintenance problems for our water system, by February 28, 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
New Meters installed with MTU devices 80 80 80
Final bills processed for payment at time of transfer 993 1,000 1,000
Special trash pickup fees added to water bills 2,156 2,200 2,200
Meter exchanges by meter shop 210 200 300
Number of inspections to investigate problems 257 250 240
Number of MTU Repairs 512 500 450
Number of underground utility locations performed 3,158 3,200 3200
Approved Adjustments in 2006-2007 Budget
504
CITY OF EVANSTON
WATER METER MAINTENANCE
7120
2005 -2006 2006 2007-
Appropriation Approved
7120 WATER METER MAINTENANCE
61010 REGULAR PAY 144,100 151,900
61110 OVERTIME PAY 300 1,100
61510 HEALTH INSURANCE 23,000 27,600
61615 LIFE INSURANCE 200 300
61630 SHOE ALLOWANCE 100 100
62210 PRINTING 800 800
62245 OTHER EQMT MAINTENANCE 6,000 8,300
62295 TRAINING & TRAVEL 100
62305 RENTAL OF AUTO-FLEET SER 46,000 49,500
62315 POSTAGE 300
62360 MEMBERSHIP DUES 100 100
62675 INTERDEPT. TRSF.-PENSIONS 21,000 23,900
64540 TELECOMMUNICATIONS - WIRELESS 7,700 5,500
65070 OFFICE/OTHER EQT MTN MATL 52,000 52,000
7120 WATER METER MAINTENANCE 301,700 321,100
505
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 2006-2007 Budget
506
CITY OF EVANSTON
OTHER OPERATIONS
7125
2005 -2006 2006 2007-
Appropriation Approved
7125 OTHER OPERATIONS
62180 STUDIES 75,000
62235 OFFICE EQUIPMENT MAINT 24,700 22,000
62315 POSTAGE 17,000 17,000
62350 FISCAL AGENT SERVICES 500 500
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 10,000 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 942,800 857,100
507
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 2006-2007 Budget
508
CITY OF EVANSTON
WATER CAPITAL OUTLAY
7130
2005 -2006 2006 2007-
Appropriation Approved
7130 WATER CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 10,600 16,000
65625 FURNITURES & FIXTURES 2,500 13,400
65702 WATER GENERAL PLANT 91,900 74,700
7130 WATER CAPITAL OUTLAY 105,000 104,100
509
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 2004/05 Capital Improvement Program. Funds are transferred to the
General Fund as a return on investment.
Approved Adjustments in 2006-2007 Budget
510
CITY OF EVANSTON
TRANSFER TO GF-ROI
7160
2005 -2006 2006 2007-
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
511
CITY OF EVANSTON
TRANSFER TO DEP.,IMP.,EXT
7165
2005 -2006 2006 2007-
Appropriation Approved
7165 TRANSFER TO DEP.,IMP.,EXT
66020 TRANSFERS TO OTHER FUNDS 2,656,400 3,009,600
7165 TRANSFER TO DEP.,IMP.,EXT 2,656,400 3,009,600
512
CITY OF EVANSTON
TRANSFER TO GEN FUND-OPER
7180
2005 -2006 2006 2007-
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
513
City of Evanston
Water Fund
7200 – Debt Service
Description of Major Activities
In November 1997 the City issued Series 1997 Water Revenue Refunding bonds in the amount of $10,485,000. The
proceeds were used to retire, on January 1, 1998, the outstanding balance of Series 1980, 1988, and 1990 water
revenue bonds. The 2005/06 debt service payment on this issue is $427,600.
In 1999 the City issued Series 1999 Water Revenue bonds in the amount of $3,500,000. The 2005/06 debt service
on this issue is $320,200.
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 2005/06 debt service payment on the issue is
$294,500.
Approved Adjustments in 2006-2007 Budget
514
CITY OF EVANSTON
WATER DEBT SERVICE
7200
2005 -2006 2006 2007-
Appropriation Approved
7225 1992 WATER REV BONDS D.S.294,500
7235 1997 WATER REV BONDS D.S.427,600
7245 1999 WATER REV BONDS D.S.320,200 320,900
7250 2002 WATER REVENUE BONDS D.S.294,200
Grand Total(s)1,042,300 615,100
515
516
City of Evanston
Sewer Fund
Three Year Budget History
$17,191,300
$16,649,000
$16,815,100
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
8.94%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Sewer Maintenance
Full-time Regular Division Chief, Distribution (Split with 7115) 0.50
Full-time Regular Engineering Associate II (2 @ 1 FTE) 2.00
Full-time Regular GIS Analyst (Split with 7100) 0.50
Full-time Regular Sewer Supervisor 1.00
Full-time Regular Water Worker I (2 @ 1 FTE) 2.00
Full-time Regular Water Worker II (2 @ 1 FTE) 2.00
Full-time Regular Water/Sewer Crew Leader (5 @ 1 FTE) 5.00
Full-time Regular Civil Engineer III* 1.00
7400 Total 14.00
Sewer Fund Total 14.00
Sewer Fund
517
City of Evanston
Sewer Fund Summary
Financial Summary
Funds Provided:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Sewer Service Charge
Operations 2,911,580 4,021,500 2,592,600 2,705,300 (1,316,200)
Capital Improvement Account 1,188,600 798,800 998,800 998,800 200,000
Debt Service 11,156,700 12,350,900 12,907,400 12,794,900 444,000
Total – Sewer Service Charge: $ 15,256,880 $ 17,171,200 $ 16,498,800 $ 16,499,000 $ (672,200)
Other Revenues:
Investment Earnings 132,800 20,000 150,000 150,000 130,000
Transfers from Water Fund 0 0 0 0 0
Total Other Revenues: $ 132,800 $ 20,000 $ 150,000 $ 150,000 $ 130,000
TOTAL FUNDS PROVIDED $ 15,389,720 $ 17,191,200 $ 16,648,800 $ 16,649,000 $ (542,200)
Funds Applied:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
Sewer Operations 1,376,900 1,778,000 1,778,000 1,633,700 (144,300)
Other Operating Expenses 374,800 2,235,600 2,235,600 1,190,500 (1,045,100)
Capital Outlay 58,100 28,000 28,000 31,100 3,100
Total Operating Expenses: $ 1,809,800 $ 4,041,600 $ 4,041,600 $ 2,855,300 $(1,186,300)
Capital Expenses
Capital Improvement Account 1,188,600 798,800 798,800 998,800 200,000
Total Capital Expenses: $ 1,188,600 $ 798,800 $ 798,800 $ 998,800 $ 200,000
Debt Service
Debt Service 11,156,700 12,350,900 12,452,900 12,794,900 443,800
Total Debt Expenses: $ 11,156,700 $ 12,350,900 $ 12,452,900 $ 12,794,900 $ 443,800
TOTAL FUNDS APPLIED: $ 14,155,100 $ 17,191,300 $ 17,191,300 $ 16,649,000 $ (542,500)
Increase (Decrease) in Capital $ 1,234,600 ($100) $ 542,500 $ 0 $ (100)
Notes for Financial Summary
There are no major changes in this year's budget proposal for the Sewer Fund. The budget request is consistent with the
recently completed Sewer Rate Study. Debt Service during the 2006/2007 FY is projected to be 77% of the total budget
amount. No increase in the sewer rate is projected.
Revenue Projections
Sewer Revenue projections are consistent with the Sewer Rate Study. Projected revenues are slightly less than the 05/06
revenue that is estimated to be generated by this year's higher than normal water sales.
518
City of Evanston
Sewer Fund Summary
Performance Report on FY 2005-2006 Major Program Objectives
During 2005-2006 the Sewer Division crew cleaned over 11,500 feet of sewer pipeline and 123 drainage structures. Division
personnel have replaced 20 drainage structures and installed 9 new ones. The division has televised 79,242 linear feat of
sewer mains to determine the condition to ensure that any needed repairs are made prior to any future planned construction in
the area.
During the first six months of the 2005-2006 fiscal year, construction on the Long Range Sewer Improvement Program
continued. Contractors are nearly complete with the work associated with the Phase X, Contract A project. This work has been
located in the area south of Davis Street, east of Hinman, and north of South Blvd. It involved the installation of a relief sewer
and the replacement of some portions of the water main. Phase X, Contract B began this year which involves the installation of
flow restrictors in catch basins in the Phase X, Contract A area. Also, as a part of this contract work is underway installing relief
sewers and some new water main in the are east of the high school, between Davis and Greenwood. Engineers completed the
plans and drawings for the Colfax/Bryant storm sewer. This project was bid this fall. Design was also completed on the Basin
S82B Project. Construction on both the Colfax/Bryant project and Basin S82B began early Spring 2006. This work will involve
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.
2006-2007 Department Initiatives
1. To increase the number of catch basins cleaned by in-house crews, reducing the amount of cleaning previously contracted
2. This is made possible by the purchase of an additional sewer cleaning machine
3. Work to identify manholes that are structurally unstable and evaluating these structures to determine if rehabilitation can be
done by the lining method
4. Continue to utilize the Cityworks Maintenance Management system, and move toward making data available to crews in the
field electronically, for more efficient and effective operations
519
520
4,187,500 CCF
Operating and Maintenance Capital Debt Service
User Charge User Charge User Charge
Operating and Maintenance Costs:Capital Costs:Debt Service Costs:
$2,855,300 $998,800 $12,794,900
Investment Income:
$150,000
O & M Charge Per CCF:Capital Charge per CCF:Debt Service Charge per CCF:
$0.64 $0.24 $3.06
Total User Charge :$3.94
CALCULATIONS
OPERATING USER CHARGE =
CAPITAL USER CHARGE =
DEBT SERVICE CHARGE =
TOTAL USER CHARGE = (Debt Service Charge) + (Operating & Maintenance Charge) + (Capital Charge)
Metered Water Usage
(Debt Service Costs
Metered Water Usage
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:
2006-2007 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 2006-2007 budget is $3.94 per one hundred (100) cubic feet of water
consumed.
521
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 2006-2007 Objectives
• To clean over 5,000 feet of large diameter sewers with in-house equipment and crews by February 28, 2007
• To televise 30,000 feet of large diameter sewers with in-house equipment and crews by February 28, 2007
• To inspect and evaluate 1,000 manholes for possible rehabilitation by lining by February 28, 2007
• To complete 15 sewer spot repairs with in-house equipment and crews by February 28, 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Repairs to manholes, basins, and inlets 252 141 160
Basins and inlets cleaned 254 588 3,000
Number of feet of sewer pipe rodded 36,512 22,881 25,000
Approved Adjustments in 2006-2007 Budget
522
CITY OF EVANSTON
SEWER MAINTENANCE
7400
2005 -2006 2006 2007-
Appropriation Approved
7400 SEWER MAINTENANCE
61010 REGULAR PAY 741,900 787,900
61060 SEASONAL EMPLOYEES 3,900 4,800
61110 OVERTIME PAY 30,200 32,600
61510 HEALTH INSURANCE 123,300 128,800
61615 LIFE INSURANCE 1,100 1,400
61630 SHOE ALLOWANCE 1,600 1,600
62230 IMPROVEMENT MAINT SERVICE 13,000 19,000
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62295 TRAINING & TRAVEL 6,000 6,000
62305 RENTAL OF AUTO-FLEET SER 242,900 258,600
62315 POSTAGE 17,000 17,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 47,000 47,000
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 421,500 200,000
64540 TELECOMMUNICATIONS - WIRELESS 1,400 1,800
65015 CHEMICALS 2,000 2,000
65020 CLOTHING 1,900 1,600
65040 JANITORIAL SUPPLIES 400 400
65050 BLDG MAINTENANCE MATERIAL 59,000
65055 MATER. TO MAINT. IMP.30,400 89,400
65070 OFFICE/OTHER EQT MTN MATL 4,900 5,000
65085 MINOR EQUIPMENT & TOOLS 3,500 3,500
65090 SAFETY EQUIPMENT 800 1,000
68205 CONTINGENCIES 800 800
7400 SEWER MAINTENANCE 1,778,000 1,633,700
523
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 2006-2007 Budget
524
CITY OF EVANSTON
SEWER OTHER OPERATIONS
7410
2005 -2006 2006 2007-
Appropriation Approved
7410 SEWER OTHER OPERATIONS
62110 AUDITING 2,500 2,500
62180 STUDIES 75,000
62421 NPDES FEES - SEWER 21,000
62675 INTERDEPT. TRSF.-PENSIONS 110,300 129,800
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 1,757,800 747,200
66132 TRANSFER TO GF-INSURANCE 108,400 108,400
66139 TRAN TO GF - WORKERS COMP.39,400 39,400
7410 SEWER OTHER OPERATIONS 2,235,600 1,190,500
525
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 2006-2007 Budget
526
CITY OF EVANSTON
CAPITAL OUTLAY
7415
2005 -2006 2006 2007-
Appropriation Approved
7415 CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 10,400 22,000
65625 FURNITURES & FIXTURES 17,600 9,100
7415 CAPITAL OUTLAY 28,000 31,100
527
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
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of feet of sewer replaced by contract 706 577 2,000
Number of feet of sewer pipeline reconstructed using a liner 2,188 4,247 3,500
Number of catch basins and manholes replaced by contract 54 19 20
Number of catch basins and manholes rehabilitated 0 15 20
Approved Adjustments in 2006-2007 Budget
528
CITY OF EVANSTON
SEWER IMPROVEMENTS
7420
2005 -2006 2006 2007-
Appropriation Approved
7420 SEWER IMPROVEMENTS
62461 SEWER MAINTENANCE CONTRACTS 300,000 250,000
65515 OTHER IMPROVEMENTS 375,000 625,000
66138 TRAN TO GF- PUB.WORKS SUPPORT 123,800 123,800
7420 SEWER IMPROVEMENTS 798,800 998,800
529
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.
Approved Adjustments in 2006-2007 Budget
530
7500-7600 Sewer Debt Service
Description and Justification
2005-2006
Approved
2006-2007
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 $1,970,800 $1,966,100
7515 Debt Service Series 1994 G.O. Bonds $1,025,200 $1,043,000
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 $233,200 $232,700
7565 Debt Service IEPA Loan - Phase VII B, D, & F $360,900 $360,900
(Loan No. L17-1130)
City of Evanston
FY 2006-2007 Budget Justification
531
7570 Debt Service IEPA Loan - Phase V C and Phase VII
C
$545,200 $545,200
(Loan No. L17-1068)
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 Servoce 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 $331,100 $329,600
(Loan No. L17-1129)
7621 Debt Service IEPA Loan - Phase VIII, Contract B $262,200 $255,700
(Loan No. L17-1193)
7622 Debt Service IEPA Loan - Phase IX, Contract A $344,600 $314,300
(Loan No. L17-0894)
7623 Debt Service IEPA Loan - Phase X, Contract A $500,000 $527,700
(Loan No. L17-0895)
7616 Debt Service IEPA Loan - Phase X, Contract B $442,000
(Loan No. L17-1452
Totals $12,350,900 $12,794,900
532
City of Evanston
Fleet Service Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
General Support
Full-time Regular Superintendent, Admin Services 1.00
Full-time Regular Service Center Coordinator 1.00
Full-time Regular Auto Shop Supervisor (2 @ 1 FTE) 2.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
7705 Total 5.00
Major Maintenance
Full-time Regular Equipment Mechanic III (9 @ 1 FTE) 9.00
Full-time Regular Equipment Parts Technician 1.00
Full-time Regular Auto Service Worker 1.00
Full-time Regular Lead Mechanic 1.00
7710 Total 12.00
Fleet Service Fund Total 17.00
Fleet Service Fund
Three Year Budget History
$4,880,400
$5,158,100
$4,842,900
$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
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
2.77%
533
City of Evanston
Fleet Services Fund Summary
Funds Provided:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Charges for Revenue - Charges for
Service
General Fund 4,047,098 4,055,400 4,055,400 4,317,800 262,400
Parking Fund 99,200 105,000 105,000 111,800 6,800
Water Fund 301,900 311,000 311,000 331,200 20,200
Sewer Fund 235,800 242,900 242,900 258,600 15,700
Total – Services Charged: $ 4,683,998 $ 4,714,300 $ 4,714,300 $ 5,019,400 $ 305,100
Other Revenues:
Sale of Surplus Property 175,000 175,000 100,000 125,000 (50,000)
Damage to City Property 40,000 41,700 25,000 35,000 (6,700)
Total Other Revenues: $ 215,000 216,700 $ 125,000 160,000 $ (553,500)
TOTAL FUNDS PROVIDED: $ 4,898,998 $ 4,931,000 $ 4,839,300 $ 5,179,400 $ 248,400
Funds Applied:
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
General Support 425,394 458,000 452,000 508,200 50,200
Major Maintenance 1,949,653 2,132,700 2,235,000 2,417,000 284,300
Vehicle Body Maintenance 251,720 244,100 204,000 191,900 (52,200)
Other Expenses & Disbursements 116,701 0 0 0 0
Total Operating Expenses: $ 2,743,468 $ 2,834,800 $ 2,891,000 $ 3,117,100 $ 282,300
Other Expenses & Disbursements:
Capital Outlay 1,885,700 1,836,000 1,836,000 2,041,000 205,000
Debt Service 1994 Issue 300,700 0 0 0 0
Debt Service 1995 Issue 260,700 0 0 0 0
Debt Service 1997 Issue 226,600 0 0 0 0
Debt Service 1998 Issue 203,500 209,600 0 0 (209,600)
Total Other Expenses & Disbursements: $ 2,877,200 $ 2,045,600 $ 1,836,000 $ 2,041,000 $ (4,600)
TOTAL FUNDS APPLIED: $ 5,620,668 $ 4,880,400 $ 4,727,000 $ 5,158,100 $ 277,700
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Expenditures:
7705 – General Support 425,394 458,000 452,000 508,200
7710 – Major Maintenance 1,949,653 2,132,700 2,235,000 2,417,000
7715 – Vehicle Body Maintenance 251,720 244,100 204,000 191,900
7720 – Capital Outlay 1,885,700 1,836,000 1,836,000 2,041,000
7740 – Fleet Debt Service 991,500 209,600 209,600 0
Total Expenditures: $ 5,503,967 $ 4,880,400 $ 4,936,600 $ 5,158,100
Notes for Financial Summary
The Fleet Service Fund is now operating with cash and all issued debt has been retired.
534
City of Evanston
Fleet Services Fund Summary
Performance Report on FY 2005-2006 Major Program Objectives
The Five Year Vehicle Replacement Plan was updated. The division completed training of the mechanics and operators of new
vehicles prior to the new vehicle being placed into service - with each employee receiving at least one training program to
enhance technical skills. All programmed vehicle replacements were purchased prior to January of 2006. All snowplows and
spreaders were sandblasted and painted prior to December, 2005.
2006-2007 Department Initiatives
1. Prepare an update of the Five Year Vehicle Replacement Plan
2. Complete training of each employee prior to placing a new vehicle into service
3. Provide each employee with at least one training program annually, to enhance technical and interpersonal skills
4. Repair, sandblast and repaint all leaf pushers, snowplows and spreaders as needed
5. Work with the City's safety director to create a safety program for all mechanics and parts technicians
535
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 assure effective and
efficient operations.
Key emphasis is placed on reducing down time; that is the time a vehicle or a piece of equipment is out of service for
repair.
FY 2006-2007 Objectives
• To prepare an update of the Five Year Vehicle Replacement Plan by July, 2006
• To complete purchase of all programmed vehicles and equipment before January 2007
• To implement a monthly safety program with rotating presenters (fleet supervisors) by April 2006
• To paint the interior of the shop areas by February 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Computer training hours per employee 5 2 2
Safety training hours per person 4 3 12
Specifications written for new vehicles 13 19 20
Annual average number of occasional sick days used
per employee
4 1 1
Approved Adjustments in 2006-2007 Budget
536
CITY OF EVANSTON
GENERAL SUPPORT
7705
2005 -2006 2006 2007-
Appropriation Approved
7705 GENERAL SUPPORT
61010 REGULAR PAY 339,200 364,200
61110 OVERTIME PAY 20,000 21,000
61510 HEALTH INSURANCE 38,100 46,000
61615 LIFE INSURANCE 600 500
61625 AUTO ALLOWANCE 1,200 1,800
61630 SHOE ALLOWANCE 400 400
62205 ADVERTISING 1,200 1,200
62235 OFFICE EQUIPMENT MAINT 5,600 3,000
62245 OTHER EQMT MAINTENANCE 500 300
62275 POSTAGE CHARGEBACKS 400 300
62295 TRAINING & TRAVEL 1,800 2,000
62360 MEMBERSHIP DUES 1,100 1,200
62675 INTERDEPT. TRSF.-PENSIONS 42,000 60,900
64505 TELECOMMUNICATIONS - CARRIER L 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,700 1,200
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 2,500 2,500
68205 CONTINGENCIES 200 200
7705 GENERAL SUPPORT 458,000 508,200
537
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.
FY 2006-2007 Objectives
• Order 100% of the replacement scheduled vehicles by January 2007
• Complete training of mechanics and operators prior to placing new vehicles into service
• Provide each mechanic and supervisor with at least one training program annually to enhance technical and
interpersonal skills
• Perform at least one A, B, D and E pm service on every City vehicle and piece of equipment during the year
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Preventative maintenance 396 580 640
Motorized vehicles maintained 313 320 320
Non-motorized vehicles maintained 36 34 34
Miles accumulated 1,915,210 2,110,000 2,125,000
Work orders processed 7,189 6,534 7,000
Average number of occasional sick days per employee 7 4 3
Approved Adjustments in 2006-2007 Budget
538
CITY OF EVANSTON
MAJOR MAINTENANCE
7710
2005 -2006 2006 2007-
Appropriation Approved
7710 MAJOR MAINTENANCE
61010 REGULAR PAY 605,200 678,900
61110 OVERTIME PAY 20,000 21,800
61510 HEALTH INSURANCE 85,200 110,400
61615 LIFE INSURANCE 800 1,200
61630 SHOE ALLOWANCE 1,500 1,600
62240 AUTOMOTIVE EQMP MAINT 70,000 60,000
62245 OTHER EQMT MAINTENANCE 18,000 20,000
62295 TRAINING & TRAVEL 2,000 2,000
62320 TELEPHONE CHARGEBACKS 4,100 4,100
62355 LAUNDRY/OTHER CLEANING 14,700 14,700
62375 RENTALS 3,000 3,000
62675 INTERDEPT. TRSF.-PENSIONS 75,500 110,600
65010 BOOKS, PUBLICATIONS, MAPS 1,800 1,000
65015 CHEMICALS 11,000 11,000
65020 CLOTHING 2,000 1,500
65035 PETROLEUM PRODUCTS 510,000 650,000
65040 JANITORIAL SUPPLIES 700 500
65055 MATER. TO MAINT. IMP.6,000 4,000
65060 MATER. TO MAINT. AUTOS 525,000 535,000
65065 TIRES & TUBES 100,000 100,000
65070 OFFICE/OTHER EQT MTN MATL 4,000 3,000
65085 MINOR EQUIPMENT & TOOLS 6,000 6,500
65090 SAFETY EQUIPMENT 1,000 1,000
65550 AUTOMOTIVE EQUIPMENT 65,000 75,000
68205 CONTINGENCIES 200 200
7710 MAJOR MAINTENANCE 2,132,700 2,417,000
539
City of Evanston
Fleet Service Fund
7715 – Vehicle Body Maintenance
Description of Major Activities
Personnel in this element repair minor damage to City vehicles resulting from accidents, rusting, and deteriorating
parts. The service technicians perform preventative maintenance work such as oil changes to cars and light duty
trucks. Other work includes changing tires, lights, and wiper blades and other non-highly skilled vehicle and
equipment repairs. Service technicians also serve as porters, picking up and delivering City vehicles to local dealer
agencies for warranty repair work. Installation of special/emergency equipment such as light boards, radios, sirens
and prisoner cages on police cars and other special use vehicles is outsourced, as is all major body damage repair
work.
Funding for the maintenance of vehicles comes from the annual maintenance contributions charged to the
department in which the vehicle is assigned and from insurance claims collected on behalf of the City.
FY 2006-2007 Objectives
• Repair all leaf pushers prior to September 2007
• Repair all snowplows prior to October 2007
• Sandblast and repaint all steel spreaders prior to October 2007
• Sandblast and repaint all small snowplows prior to October 2007
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
All body repairs 60 42 45
Striping and decals applied 32 34 23
Snow Plows repainted 37 12 25
Spreaders repainted 20 0 8
Approved Adjustments in 2006-2007 Budget
540
CITY OF EVANSTON
VEHICLE BODY MAINTENANCE
7715
2005 -2006 2006 2007-
Appropriation Approved
7715 VEHICLE BODY MAINTENANCE
61010 REGULAR PAY 46,400
61110 OVERTIME PAY 2,000
61510 HEALTH INSURANCE 6,500
61615 LIFE INSURANCE 100
61630 SHOE ALLOWANCE 200
61650 TOOL ALLOWANCE 500
62240 AUTOMOTIVE EQMP MAINT 90,000 90,000
62295 TRAINING & TRAVEL 100
62355 LAUNDRY/OTHER CLEANING 500
62675 INTERDEPT. TRSF.-PENSIONS 5,800
65015 CHEMICALS 500 500
65020 CLOTHING 200
65060 MATER. TO MAINT. AUTOS 90,000 100,000
65085 MINOR EQUIPMENT & TOOLS 700 700
65090 SAFETY EQUIPMENT 400 500
68205 CONTINGENCIES 200 200
7715 VEHICLE BODY MAINTENANCE 244,100 191,900
541
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
contemplated for vehicle replacement needs.
FY 2006-2007 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 so that vehicles and equipment are
ordered to accomplish the first objective
Ongoing Activity Measures
2004-2005
Actual
2005-2006
Actual
2006-2007
Projected
Number of retired vehicles meeting or exceeding life span 40 41 30
Approved Adjustments in 2006-2007 Budget
542
CITY OF EVANSTON
CAPITAL OUTLAY
7720
2005 -2006 2006 2007-
Appropriation Approved
7720 CAPITAL OUTLAY
65550 AUTOMOTIVE EQUIPMENT 1,836,000 2,041,000
7720 CAPITAL OUTLAY 1,836,000 2,041,000
543
544
City of Evanston
Insurance Fund
Three Year Budget History
$1,900,500 $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
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
1.10%
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2006-2007
Position FTE
Insurance
Full-time Regular Safety/Risk Manager 1.00
Full-time Regular Assistant to the City Manager (Split with 1505) 0.15
Full-time Regular Assistant City Manager (Split with 1505) 0.15
7800 Total 1.30
Insurance Fund Total 1.30
Insurance Fund
545
City of Evanston
Insurance Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Revenue By Source:
Charges for Services – General Fund 1,900,000 1,900,000 1,900,000 1,900,000
Miscellaneous 8,000,306 0 0 0
Investment Income 15,680 500 500 10,000
Total Revenues: $ 9,915,986 $ 1,900,500 $ 1,900,500 $ 1,910,000
Expenditures:
Liability Claims 9,489,979 500,000 500,000 500,000
Workman’s Compensation Claims 1,380,038 400,000 400,000 400,000
Administration 12,737 350,500 350,500 500,500
Insurance Premiums 650,000 650,000 650,000 650,000
Total Expenditures: $ 11,532,754 $ 1,900,500 $ 1,900,500 $ 2,050,500
Notes for Financial Summary
Description of Major Activities
The City maintains excess liability coverage for general tort matters. The City's self-insured retention is $2,000,000,000. The
City maintains insurance in the additional 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.
FY 2006-2007 Objectives
• 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
Approved Adjustments in 2006-2007 Budget
546
CITY OF EVANSTON
INSURANCE FUND
7800
2005 -2006 2006 2007-
Appropriation Approved
7800 INSURANCE FUND
61010 REGULAR PAY 100,000 100,000
61510 HEALTH INSURANCE 11,000 12,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 500 500
62130 LEGAL SERVICES - GENERAL 231,000 230,000
62255 SETTLEMENT COSTS - WORKERS COM 400,000 400,000
62260 SETTLEMENT COSTS - LIABILITY 500,000 500,000
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 500,000 650,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 500 500
65125 OTHER COMMODITIES 2,000 2,000
7800 INSURANCE FUND 1,900,500 2,050,500
547
City of Evanston
Firefighters Pension Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Additions:
Net Property Tax Levy 2,741,884 3,229,900 3,229,900 3,735,000 505,100
Personal Property Replacement Tax 145,000 112,100 112,100 187,000 74,900
Interest on Investments 912,985 715,000 715,000 500,000 (215,000)
Participants Contributions 676,117 657,000 657,000 740,000 83,000
Total Additions: $ 4,475,986 $ 4,714,000 $ 4,714,000 $ 5,162,000 $ 451,000
Deductions:
Current Pensions and Refunds 3,571,167 3,785,000 3,785,000 3,900,000 115,000
Administrative Expense 25,911 100,000 100,000 100,000 0
Reserve for Future Payments 878,908 829,000 829,000 1,162,000 333,000
Total Deductions: $ 4,475,986 $ 4,714,000 $ 4,714,000 $ 5,162,000 $ 448,000
Revenue Projections
Based on actuarial calculations.
Notes for Financial Summary
Description of Major Activities
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.
Approved Adjustments in 2006-2007 Budget
Three Year Budget History
$4,714,000
$5,162,000
$4,480,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
2.77%
548
City of Evanston
Police Pension Fund Summary
Financial Summary
2004-2005
Actual
2005-2006
Appropriation
2005-2006
Estimated
Actual
2006-2007
Appropriation
Approved
Increase
(Decrease)
Additions:
Property Tax Levy 3,524,728 4,088,000 4,088,000 4,148,000 60,000
Personal Property Replacement Tax 204,000 153,500 153,500 153,500 0
Plan Member Contributions 998,851 1,140,000 1,140,000 1,175,000 35,000
Bicycle Auction Revenue 0 7,000 7,000 7,000 0
Net Investment Income 1,897,684 500,000 500,000 500,000 0
Total Additions: $ 6,625,263 $ 5,888,500 $ 5,888,500 $ 5,983,500 $ 95,000
Deductions:
Benefits and Refunds of Contributions 5,276,278 5,160,000 5,160,000 5,316,000 156,000
Reserve for Future Payments 1,307,247 588,500 588,500 567,500 (21,000)
Administrative Expense 41,738 140,000 140,000 100,000 (40,000)
Total Deductions: $ 6,625,263 5,888,500 $ 5,888,500 5,983,500 $ 95,000
Revenue Projections
Actuarial determined by property tax contribution
Description of Major Activities
Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must have a Police Pension
Fund, as prescribed in Chapter 108 1/2, Article 4 of the Illinois revised statutes.
The pension fund is administered by a five-member board, the majority of whom must be residents of Evanston. Two members
of the board are appointed by the Mayor, two 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 forth by state statutes, among which powers and duties are the control and management of the fund.
Approved Adjustments in the 2006-2007 Budget
Three Year Budget History
$5,888,500 $5,983,500$5,899,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
Appropriation Appropriation Approved
2004/05 2005/06 2006/07
Fund Expenditures as a % of the Total 2007 Budget
3.21%
549
550
POSITION
INFORMATION
551
552
City of Evanston
General Fund Position Charts
Positions General Fund Only
Last Five Fiscal Years
775.55
788.58
784.18
762.03
769.90
700.00
710.00
720.00
730.00
740.00
750.00
760.00
770.00
780.00
790.00
800.00
2002-03 2003-04 2004-05 2005-06 2006-07
Fiscal Year
Po
s
i
t
i
o
n
s
Position Distribution General Fund Only
28.09%
14.08%
11.44%
3.02%
0.89%
15.88%
0.44%
8.52%
4.98%
0.25%
4.57%
2.68%
3.23%
1.01%
0.79%0.13%
City Council
City Clerk
City Manager's Office
Management and Budget
Legal Department
Human Resources
Finance
Facilities Management
Community Development
Police
Fire
Health and Human Services
Public Works
Human Relations
Library
Parks Forestry & Recreation
553
City of Evanston
All Funds Position Charts
Position Distribution All Funds
25%
13%
10%
3%
1%
14%
0%
8%
4%
0%
4%
2%
3%
1%2%
1%
1%
2%
5%
2%
0%
City Council
City Clerk
City Manager's Office
Management and Budget
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
Positions All Funds
Last Five Fiscal Years
871.30
886.83
881.43
858.78
865.35
800.00
810.00
820.00
830.00
840.00
850.00
860.00
870.00
880.00
890.00
900.00
2002-03 2003-04 2004-05 2005-06 2006-07
Fiscal Year
Po
s
i
t
i
o
n
s
554
Position Changes for FY 06/07 by Department and Business Unit
Department
2005-2006
Position FTE
2006-2007
Position FTE Change
Office of Management & Budget Total 24.80 23.80 -1.00
1605 *One management analyst position was moved to the Finance Department.
Human Resources Total 7.00 8.00 1.00
1805 * One human resources specialist was added to focus on training objectives.
Finance Total 26.50 25.50 -1.00
1905 * The assistant finance director position was eliminated.
1905 * One management analyst position was moved in from the Office of Management and Budget.
1920 * The TIF accounting analyst was moved to the Downtown II TIF Fund.
Police Total 219.50 221.50 2.00
2210 * One commander position moved from service desk & frozen for six months to fund gap for juvenile services.
2210 * One police officer position was moved from the service desk.
2210 * One police officer position was added to assist with the new police canine (canine provided via donation).
2250 * The police commander position moved to Patrol when the civilian coordinator position was approved.
2250 * A police officer position was moved to Patrol when the civilian coordinator position was approved.
2250 * A civilian service desk coordinator was added mid-year 2005 to move police officers back to the street.
2265 * The deputy chief position is vacant, & been frozen for six months to fund gap for juvenile services.
Fire Total 110.00 111.00 1.00
2315 * A new firefighter position was added for FY07, but only budgeted for 1/2 year.
Public Works Total 91.25 90.25 -1.00
2625 * The civil engineer II position was moved completely to the sewer fund to better reflect work done in the position.
2630 * The traffic engineer position was split with the Parking Fund at 50% to correctly fund work done in the position.
Human Relations Total 4.00 3.50 -0.50
2710 * One vacant human relations specialist position was reduced to 1/2 time.
Library Total 67.18 67.18 0.00
2815 * Position reclassified to Librarian II.
Parks Recreation & Forestry Total 121.30 125.20 3.90
3010 * A bookkeeper position was created by eliminating hours in other positions in business units 3020 and 3090.
3020 * A 1/2 time Clerk II position was eliminated to create a bookkeeper position in 3010.
3040 * Hours for program supervision increased due to program at Fleetwood-Joudain Center.
3055 * There was an inrease in building supervision needed due to increased rentals at the Center.
3095 * A full time Clerk II position was reduced to part-time to create a bookkeeper position in 3010.
3110 * Tennis program support was provided completely by conract but is now being provided partially in-house.
3110 * Tennis program support was provided completely by conract but is now being provided partially in-house.
3130 * Due to increasing state requirements, hours for inclusion aids had to be increased this year.
Downtown II TIF Fund Total 0.00 1.00 1.00
5800 * The TIF accounting analyst moved from the Finance Department budget - better reflects funding for work done.
Parking System Fund Total 14.00 14.50 0.50
7005 * The traffic engineer position was split with the Parking Fund at 50% to correctly fund work done in the position.
Sewer Fund Total 13.50 14.00 0.50
7400 * The civil engineer II position was moved completely to the sewer fund to better reflect work done in the position.
555
2006-2007
DEPARTMENT / DIVISION SUMMARY 2002-03 2003-04 2004-05 2005-06 2006-07 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 2.00 0.00
1505 City Manager's Office 5.55 5.25 5.25 5.25 5.25 0.00
1510 Public Information 1.00 1.00 1.00 1.00 1.00 0.00
1515 Farmer's Market 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal City Manager's Office 6.55 6.25 6.25 6.25 6.25 0.00
1605 Budget Office 4.00 4.00 4.00 6.00 5.00 (1.00)
1615 Information Systems 11.00 11.00 12.00 12.00 12.00 0.00
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 3.80 0.00
Subtotal Management and Budget 21.80 21.80 22.80 24.80 23.80 (1.00)
1705 Legal Department 6.00 6.00 7.00 7.00 7.00 0.00
1705 Human Resources General Support 8.00 7.00 7.00 7.00 8.00 1.00
1905 Finance General Support 3.00 2.00 2.00 2.00 2.00 0.00
1910 Revenue Division 8.00 8.50 8.00 10.00 10.00 0.00
1915 Payroll 3.50 3.50 3.00 3.00 3.00 0.00
1920 Accounting 6.00 6.00 6.00 6.00 5.00 (1.00)
1925 Purchasing and Accounts Payable 5.50 4.50 5.50 5.50 5.50 0.00
Subtotal Finance 26.00 24.50 24.50 26.50 25.50 (1.00)
2005 Facilities Management General Support 2.34 2.34 2.34 2.34 2.34 0.00
2010 Construction and Repair 16.00 16.00 16.00 16.00 16.00 0.00
2015 Mail and Information Services 2.00 2.00 2.00 0.00 0.00 0.00
2020 Custodial Maintenance 2.00 2.00 2.10 2.10 2.10 0.00
2025 Emergency Service and Disaster Agency 0.66 0.66 0.66 0.66 0.66 0.00
Subtotal Facilities Management 23.00 23.00 23.10 21.10 21.10 0.00
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 5.00 0.00
2115 Housing Code Compliance 8.00 7.00 8.00 8.00 8.00 0.00
2120 Housing Rehabilitation 3.00 3.00 3.00 3.00 3.00 0.00
2125 Building Code Compliance 13.00 12.00 13.00 13.00 13.00 0.00
Subtotal Community Development 36.00 34.00 36.00 36.00 36.00 0.00
2205 Police Administration 5.00 5.00 5.00 5.00 5.00 0.00
2210 Patrol Operations 89.00 89.00 91.00 91.00 94.00 3.00
2215 Criminal Investigations 17.00 17.00 18.00 18.00 18.00 0.00
2225 Victim/Witness Youth Outreach 6.00 6.00 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 11.00 11.50 11.50 12.50 12.50 0.00
2245 Communications Bureau 15.00 15.00 15.00 15.00 15.00 0.00
FY 2006-2007 PERSONNEL FULL-TIME EQUIVALENT TOTALS
GENERAL FUND DEPARTMENTS
556
2006-2007
DEPARTMENT / DIVISION SUMMARY 2002-03 2003-04 2004-05 2005-06 2006-07 Difference
2250 Service Desk Bureau 11.00 12.00 14.00 15.00 14.00 (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 9.00 8.00 8.00 8.00 0.00
2275 Community Strategies Bureau 3.80 3.80 2.50 2.50 2.50 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 212.30 213.80 217.50 219.50 221.50 2.00
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 101.00 101.00 101.00 102.00 103.00 1.00
Subtotal Fire 109.00 109.00 109.00 110.00 111.00 1.00
2407 Health Services Administration 4.50 3.00 3.00 3.00 3.00 0.00
2410 Laboratory 1.50 1.50 1.50 1.50 1.50 0.00
2415 Family Health 11.49 10.35 9.55 9.55 9.55 0.00
2420 Infectious Disease Control 4.19 4.19 3.75 3.75 3.75 0.00
2425 Dental Services 3.30 3.30 3.25 3.25 3.25 0.00
2430 Adult Health 2.53 2.00 2.10 2.10 2.10 0.00
2435 Food and Environmental Health 6.30 6.30 7.00 7.00 7.00 0.00
2440 Vital Records 2.40 2.40 2.65 2.65 2.65 0.00
2450 Community Intervention Services 2.00 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 41.21 39.54 39.30 39.30 39.30 0.00
2605 Director of Public Works 2.00 2.00 2.00 2.50 2.50 0.00
2610 Municipal Service Center 1.00 1.00 1.00 1.00 1.00 0.00
2620 E.D.O.T. Administration 2.00 2.00 2.00 2.00 2.00 0.00
2625 City Engineer 8.00 8.00 8.50 8.50 8.00 (0.50)
2630 Traffic Engineering 3.00 3.00 3.00 4.00 3.50 (0.50)
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 17.00 0.00
2665 Streets & Sanitation Administration 5.00 5.00 5.00 5.50 5.50 0.00
2670 Street and Alley Maintenance 15.00 15.00 14.00 13.00 13.00 0.00
2675 Street Cleaning 8.00 7.00 8.00 8.00 8.00 0.00
2685 Refuse Collection and Disposal 16.00 16.00 15.75 15.75 15.75 0.00
2695 Yard Waste Collection and Disposal 6.00 6.00 6.00 6.00 6.00 0.00
Subtotal Public Works 91.00 90.00 90.25 91.25 90.25 (1.00)
2705 Human Relations Commission 2.67 2.67 2.67 2.67 2.67 0.00
2710 Housing Advocacy 1.33 1.33 1.33 1.33 0.83 (0.50)
Subtotal Human Relations 4.00 4.00 4.00 4.00 3.50 (0.50)
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 7.44 0.00
2815 Reference Services and Periodicals 9.92 9.66 9.66 9.66 9.66 0.00
2820 Circulation 15.64 15.00 15.00 15.00 15.00 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
557
2006-2007
DEPARTMENT / DIVISION SUMMARY 2002-03 2003-04 2004-05 2005-06 2006-07 Difference
2835 Technical Services 13.19 13.19 13.64 14.17 14.17 0.00
2840 Library Maintenance 3.64 3.64 3.64 3.64 3.64 0.00
2845 Library Administration 4.53 4.53 4.53 4.53 4.53 0.00
Subtotal Library 67.10 66.20 66.65 67.18 67.18 0.00
3005 Recreation Management and General Sup 2.50 2.50 2.50 3.00 3.00 0.00
3010 Recreation Business and Fiscal Managem 5.00 4.00 4.00 3.00 4.00 1.00
3015 Communications and Marketing Services 1.70 1.70 1.75 1.75 1.75 0.00
3020 Recreation General Support 3.00 3.00 3.00 2.50 2.00 (0.50)
3030 Robert Crown Community Center 7.17 7.17 9.40 9.40 9.40 0.00
3035 Chandler Community Center 6.87 6.87 7.25 7.25 7.25 0.00
3040 Fleetwood-Jourdain Community Center 6.75 6.75 7.20 7.20 8.35 1.15
3045 Fleetwood-Jourdain Community Theater 1.70 1.70 1.40 1.40 1.40 0.00
3050 At-Risk Programs 0.75 0.75 0.70 0.70 0.70 0.00
3055 Levy Senior Center 7.55 7.55 9.40 10.10 11.80 1.70
3080 Beaches 1.50 1.50 1.50 1.25 1.25 0.00
3085 Recreation Facility Maintenance 6.75 6.75 7.00 7.00 7.00 0.00
3095 Crown Ice Rink 9.29 9.29 9.75 9.75 9.45 (0.30)
3100 Sports Leagues 1.27 1.27 0.05 0.05 0.05 0.00
3110 Tennis 0.00 0.00 0.00 0.00 0.40 0.40
3130 Special Recreation 1.60 1.60 2.80 3.05 3.50 0.45
3140 Bus Program 1.30 1.30 0.75 0.75 0.75 0.00
3150 Park Service Unit 0.57 0.57 1.00 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 15.00 0.00
3515 Maintenance of Parkway Trees 10.50 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 4.90 5.05 5.05 5.05 0.00
3700 Arts Council 0.75 0.75 0.75 0.80 0.80 0.00
3710 Noyes Cultural Arts Center 3.89 3.89 4.35 5.75 5.75 0.00
3720 Cultural Arts Programs 3.13 3.13 2.60 2.80 2.80 0.00
Subtotal Recreation, Parks and Forestry 115.94 113.94 119.20 121.30 125.20 3.90
5150 Emergency Telephone System 3.00 4.00 4.00 4.00 4.00 0.00
5220 Community Development Block Grant ( 2.00 2.00 2.00 2.00 2.00 0.00
5300 Economic Development Fund 1.45 1.45 1.45 1.45 1.45 0.00
5800 Downtown II TIF Fund 0.00 0.00 0.00 0.00 1.00 1.00
7000 Maple Avenue Garage 0.00 0.00 0.00 1.00 1.00 0.00
7005 Parking System Management 6.00 6.00 6.00 6.00 6.50 0.50
7015 Parking Lots and Meters 7.00 7.00 7.00 8.00 8.00 0.00
Subtotal Parking Systems 13.00 13.00 13.00 14.00 14.50 0.50
7100 Water General Support 4.50 4.50 4.50 4.50 4.50 0.00
7105 Water Pumping 12.00 12.00 11.00 11.00 11.00 0.00
OTHER FUNDS
558
2006-2007
DEPARTMENT / DIVISION SUMMARY 2002-03 2003-04 2004-05 2005-06 2006-07 Difference
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 10.50 0.00
7120 Water Meter Maintenance 3.00 3.00 3.00 3.00 3.00 0.00
Subtotal Water 44.00 44.00 43.00 43.00 43.00 0.00
7405 Sewer Maintenance 14.00 14.00 14.00 13.50 14.00 0.50
7705 Fleet Services General Support 5.00 5.00 5.00 5.00 5.00 0.00
7710 Major Maintenance 12.00 12.00 12.00 12.00 12.00 0.00
Subtotal Fleet Service 17.00 17.00 17.00 17.00 17.00 0.00
7800 Insurance Fund 1.00 1.30 1.30 1.30 1.30 0.00
GRAND TOTAL 866.35 858.78 871.30 881.43 886.83 5.40
559
Position Descriptions by Department and Business Unit
City Council
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
City Council
Full-time Regular Alderman (9 elected officials @ 0 FTE) 0.00 0.00
Full-time Regular Mayor 0.00 0.00
Full-time Regular Administrative Secretary 1.00 1.00
1300 Total 1.00 1.00
City Council Total 1.00 1.00 0.00
City Clerk
Total Full-Time Equivalent Positions
City Clerk
Full-time Regular City Clerk 0.00 0.00
Full-time Regular Clerk Typist III 1.00 1.00
Full-time Regular Deputy City Clerk 1.00 1.00
1400 Total 2.00 2.00
City Clerk Total 2.00 2.00 0.00
City Manager's Office
Total Full-Time Equivalent Positions
City Manager's Office
Full-time Regular City Manager 1.00 1.00
Full-time Regular Assistant City Manager (split with 5300 & 7800) 0.70 0.70
Full-time Regular Assistant to the City Manager (split with 7800) 0.85 0.85
Full-time Regular Assistant to the City Manager 1.00 1.00
Full-time Regular Executive Assistant 1.00 1.00
Full-time Regular Administrative Secretary (split with 5300 & 7800) 0.70 0.70
1505 Total 5.25 5.25
Public Information
Full-time Regular Community Information Coordinator 1.00 1.00
1510 Total 1.00 1.00
City Manager's Office Total 6.25 6.25 0.00
Office of Management & Budget
Total Full-Time Equivalent Positions
Budget
Full-time Regular Director, Mgmt & Budget 1.00 1.00
Full-time Regular Mgmt & Budget Admin Assistant 1.00 1.00
Full-time Regular Management Analyst (4 @ 1 FTE)* 4.00 3.00
1605 Total 6.00 5.00
Information Systems
Full-time Regular Director, Information Systems 1.00 1.00
Full-time Regular Database Administrator 1.00 1.00
Full-time Regular Assistant UNIX Administrator 1.00 1.00
Full-time Regular Programmer Analyst 1.00 1.00
Full-time Regular IS Trainer 1.00 1.00
Full-time Regular Network Administrator (2 @ 1 FTE) 2.00 2.00
Full-time Regular Operations Coord, Mgmt & Budg. 1.00 1.00
Full-time Regular Tech Support Specialist I (2 @ 1 FTE) 2.00 2.00
Full-time Regular Telecommunications Coordinator 1.00 1.00
Full-time Regular Web Developer 1.00 1.00
1615 Total 12.00 12.00
Geographic Information Systems
Full-time Regular GIS Manager 1.00 1.00
Full-time Regular GIS Analyst 1.00 1.00
Full-time Regular Project Manager 1.00 1.00
1620 Total 3.00 3.00
Administrative Adjudication
Full-time Regular Admin Adjudication Manager 1.00 1.00
Full-time Regular Administrative Aide (2 @ 1 FTE) 2.00 2.00
Part-time Regular Administrative Aide 0.80 0.80
1625 Total 3.80 3.80
Office of Management & Budget Total 24.80 23.80 -1.00
GENERAL FUND - FULL TIME EQUIVALENT POSITIONS
560
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Legal
Total Full-Time Equivalent Positions
Legal
Full-time Regular First Asst Corp Counsel 1.00 1.00
Full-time Regular Asst Corporation Counsel (2 @ 1 FTE) 2.00 2.00
Full-time Regular Staff Attorney 1.00 1.00
Full-time Regular Staff Attorney II 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) (2 @ 1 FTE) 2.00 2.00
1705 Total 7.00 7.00
Legal Total 7.00 7.00 0.00
Human Resources
Total Full-Time Equivalent Positions
Human Resources
Full-time Regular Director, Human Resources 1.00 1.00
Full-time Regular Asst Director, Human Resources 1.00 1.00
Full-time Regular Human Resources Specialist (4 @ 1 FTE)* 3.00 4.00
Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00 2.00
1805 Total 7.00 8.00
Human Resources Total 7.00 8.00 1.00
Finance
Total Full-Time Equivalent Positions
General Support
Full-time Regular Director, Finance 1.00 1.00
Full-time Regular Assistant Finance Director* 1.00 0.00
Full-time Regular Management Analyst* 0.00 1.00
1905 Total 2.00 2.00
Revenue
Full-time Regular Revenue Manager 1.00 1.00
Full-time Regular License and Measure Inspector 1.00 1.00
Full-time Regular Finance Operations Coordinator 1.00 1.00
Full-time Regular Clerk III 1.00 1.00
Full-time Regular Clerk II (4 @ 1 FTE) 4.00 4.00
Full-time Regular Switchboard Operator (2 @ 1 FTE)* 2.00 2.00
1910 Total 10.00 10.00
Payroll
Full-time Regular Payroll Manager 1.00 1.00
Full-time Regular Payroll Coordinator 1.00 1.00
Full-time Regular Clerk III 1.00 1.00
1915 Total 3.00 3.00
Accounting
Full-time Regular Accounting Manager 1.00 1.00
Full-time Regular Senior Accountant (2 @ 1 FTE) 2.00 2.00
Full-time Regular Investment Analyst 1.00 1.00
Full-time Regular TIF Accounting Analyst* 1.00 0.00
Full-time Regular Bookkeeper 1.00 1.00
1920 Total 6.00 5.00
Purchasing/AP/MWEBE
Full-time Regular Dir, Purchasing & Contracts 1.00 1.00
Full-time Regular Accounts Payable Coordinator 1.00 1.00
Full-time Regular M/W/EBE Program Coordinator 1.00 1.00
Full-time Regular Accounts Payable Clerk 1.00 1.00
Full-time Regular Finance Admin Assistant 1.00 1.00
Part-time Regular Clerk I 0.50 0.50
1925 Total 5.50 5.50
Finance Total 26.50 25.50 -1.00
Facilities Management
Total Full-Time Equivalent Positions
FM General Support
Full-time Regular Dir, Facilities Management (Split with 2025) 0.67 0.67
Full-time Regular Assistant Director of Fac Mgmt 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) (Split with 2025) 0.67 0.67
2005 Total 2.34 2.34
561
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Construction & Repair
Full-time Regular ADA/CIP Project Manager 1.00 1.00
Full-time Regular Construction Manager 1.00 1.00
Full-time Regular Facilities Mgmt Supervisor 1.00 1.00
Full-time Regular Facilities Maint. Worker II (2 @ 1 FTE) 2.00 2.00
Full-time Regular Facilities Maint. Worker III (11 @ 1 FTE) 11.00 11.00
2010 Total 16.00 16.00
Custodial Maintenance
Full-time Regular Fac Maint Worker/Custodian I (2 @ 1 FTE) 2.00 2.00
Part-time Regular Security Monitor 0.10 0.10
2020 Total 2.10 2.10
Emergency Management
Full-time Regular Dir, Facilities Management (Split with 2005) 0.33 0.33
Full-time Regular Exec Secretary (to Dept. Head) (Split with 2005) 0.33 0.33
2025 Total 0.66 0.66
Facilities Management Total 21.10 21.10 0.00
Community Development
Total Full-Time Equivalent Positions
CD 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
Planning & Support Services
Full-time Regular Assistant Director, Planning 1.00 1.00
Full-time Regular Senior Planner 1.00 1.00
Full-time Regular Planner 1.00 1.00
Full-time Regular Housing Planner 1.00 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00 1.00
2105 Total 5.00 5.00
Zoning Analysis & Support
Full-time Regular Assistant Director, Zoning 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
Full-time Regular Zoning Officer (2 @ 1 FTE) 2.00 2.00
Full-time Regular Zoning Planner 1.00 1.00
2110 Total 5.00 5.00
Housing Code Compliance
Full-time Regular Property Maint Supv Inspector 1.00 1.00
Full-time Regular Property Maint Inspector I (5 @ 1 FTE) 5.00 5.00
Full-time Regular Clerk II 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
2115 Total 8.00 8.00
Housing Rehabilitation
Full-time Regular Asst Director, Rehabilitation 1.00 1.00
Full-time Regular Construc Rehabilitation Spec 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
2120 Total 3.00 3.00
Building Code Compliance
Full-time Regular Assistant Director, Building 1.00 1.00
Full-time Regular Assistant Permit Coordinator 1.00 1.00
Full-time Regular Coord Structural Inspector 1.00 1.00
Full-time Regular Electrical Inspector I 1.00 1.00
Full-time Regular Electrical Inspector II 1.00 1.00
Full-time Regular Permit Coordinator 1.00 1.00
Full-time Regular Plan Reviewer (2 @ 1 FTE) 2.00 2.00
Full-time Regular Plumbing Inspector 1.00 1.00
Full-time Regular Plumbing/Mechanical Inspector 1.00 1.00
Full-time Regular Sign Inspector/Graffiti Tech 1.00 1.00
Full-time Regular Struct Inspec/Plan Examiner 1.00 1.00
Full-time Regular Structural Inspector 1.00 1.00
2125 Total 13.00 13.00
Community Development Total 36.00 36.00 0.00
562
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Police
Total Full-Time Equivalent Positions
Police Administration
Full-time Regular Chief of Police 1.00 1.00
Full-time Regular Police Commander 1.00 1.00
Full-time Regular Police System Administrator 1.00 1.00
Full-time Regular Administrative Secretary 1.00 1.00
Full-time Regular Fac Maint Worker/Custodian I 1.00 1.00
2205 Total 5.00 5.00
Patrol Operations
Full-time Regular Deputy Chief 1.00 1.00
Full-time Regular Police Commander (4 @ 1 FTE )* 3.00 4.00
Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00 11.00
Full-time Regular Police Officer ( 78 @ 1 FTE )* 76.00 78.00
2210 Total 91.00 94.00
Criminal Investigation
Full-time Regular Deputy Chief 1.00 1.00
Full-time Regular Police Commander 1.00 1.00
Full-time Regular Police Sergeant ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Police Officer ( 14 @ 1 FTE ) 14.00 14.00
2215 Total 18.00 18.00
Victim/Witness Youth Outreach
Full-time Regular Dir, Police Soc Svcs Bureau 1.00 1.00
Full-time Regular Victim Advocate ( Grang Funded ) 1.00 1.00
Full-time Regular Victim Advocate (2 @ 1 FTE ) 2.00 2.00
Full-time Regular Youth Advocate ( Grant Funded ) 1.00 1.00
Full-time Regular Youth Advocate ( 2 @ 1 FTE ) 2.00 2.00
2225 Total 7.00 7.00
Juvenile Bureau
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Police Officer ( 9 @ 1 FTE ) 9.00 9.00
2230 Total 10.00 10.00
School Liason
Full-time Regular Police Officer ( 4 @ 1 FTE ) 4.00 4.00
2235 Total 4.00 4.00
Police Records
Full-time Regular Dir, Police Records Bureau 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 Review Officer 1.00 1.00
Full-time Regular Records Input Operator ( 7 @ 1 FTE ) 7.00 7.00
Full-time Regular Clerk III 1.00 1.00
Part-time Regular Property Room Aide 0.50 0.50
2240 Total 12.50 12.50
Communications
Full-time Regular Telecommunicator ( 15 @ 1 FTE ) 15.00 15.00
2245 Total 15.00 15.00
Service Desk
Full-time Regular Deputy Chief 1.00 1.00
Full-time Regular Police Commander* 1.00 0.00
Full-time Regular Police Officer 2.00 1.00
Full-time Regular Service Desk Coordinator* 0.00 1.00
Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00 11.00
2250 Total 15.00 14.00
Office of Professional Standards
Full-time Regular Police Commander 1.00 1.00
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00 1.00
2255 Total 3.00 3.00
Office of Administration
Full-time Regular Police Admin Assistant 1.00 1.00
Full-time Regular Administrative Specialist 1.00 1.00
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Police Planner 1.00 1.00
2260 Total 4.00 4.00
563
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Neighborhood Enforcement (N.E.T.)
Full-time Regular Deputy Chief* 1.00 1.00
Full-time Regular Police Commander 1.00 1.00
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Police Officer ( 12 @ 1 FTE ) 12.00 12.00
2265 Total 15.00 15.00
Traffic Bureau
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 6.00
Full-time Regular Towing Coordinator 1.00 1.00
2270 Total 8.00 8.00
Community Strategic Bureau
Full-time Regular Crime Prevention Specialist 1.00 1.00
Part-time Regular Crime Analyst 0.75 0.75
Part-time Regular Senior Crime Prev Specialist ( Grant Funded ) 0.75 0.75
2275 Total 2.50 2.50
Animal Control
Full-time Regular Chief Animal Warden 1.00 1.00
Full-time Regular Animal Control Warden 1.00 1.00
Part-time Regular Animal Control Warden 0.50 0.50
2280 Total 2.50 2.50
Problem Solving Team
Full-time Regular Police Sergeant 1.00 1.00
Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 6.00
2285 Total 7.00 7.00
Police Total 219.50 221.50 2.00
Fire
Total Full-Time Equivalent Positions
Fire Management & Support
Full-time Regular Fire Chief 1.00 1.00
Full-time Regular Division Chief, Fire 1.00 1.00
Full-time Regular Management Analyst 1.00 1.00
2305 Total 3.00 3.00
Fire Prevention
Full-time Regular Division Chief, Fire 1.00 1.00
Full-time Regular Fire Captain ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Firefighter 1.00 1.00
Full-time Regular Clerk II 1.00 1.00
2310 Total 5.00 5.00
Fire Suppression
Full-time Regular Shift Chief, Fire ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular Firefighter ( 77 @ 1 FTE )* 76.00 77.00
Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00 21.00
Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00 2.00
2315 Total 102.00 103.00
Fire Total 110.00 111.00 1.00
Health and Human Services
Total Full-Time Equivalent Positions
Health Services Administration
Full-time Regular Director, Health & Human Svcs 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00 1.00
2407 Total 3.00 3.00
Laboratory Services
Full-time Regular Supervisor of Lab Services 1.00 1.00
Part-time Regular Microbiologist 0.50 0.50
2410 Total 1.50 1.50
Family Health
Full-time Regular Clerk II 1.00 1.00
Full-time Regular Information Systems Clerk 1.00 1.00
Full-time Regular Nurse's Assistant 1.00 1.00
Full-time Regular Public Health Nurse ( 3 @ 1 FTE) 3.00 3.00
Full-time Regular Public Health Nurse Supervisor 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
Full-time Regular Vision/Hearing Technician 1.00 1.00
Part-time Regular Clinic Physician ( 3 @ .1 FTE ) 0.30 0.30
Part-time Regular Public Health Nurse 0.25 0.25
2415 Total 9.55 9.55
564
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Infectious Disease Control
Full-time Regular Clerk Typist I 1.00 1.00
Full-time Regular Communicable Disease Survey Specialist 1.00 1.00
Full-time Regular Public Health Nurse 1.00 1.00
Part-time Regular AIDS/HIV Counselor 0.75 0.75
2420 Total 3.75 3.75
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
Adult Health
Full-time Regular Division Chief, Health 1.00 1.00
Full-time Regular Public Health Nurse 1.00 1.00
Part-time Regular Medical Supervisor 0.10 0.10
2430 Total 2.10 2.10
Food & Environmental Health
Full-time Regular Division Chief, Health 1.00 1.00
Full-time Regular Clerk II 1.00 1.00
Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Environmental Hlth Supervisor 1.00 1.00
Full-time Regular Health Program Coordinator 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
2435 Total 7.00 7.00
Vital Records
Full-time Regular Clerk Typist I 1.00 1.00
Full-time Regular Clerk III 1.00 1.00
Part-time Regular Clerk II 0.40 0.40
Part-time Regular Clerk II 0.25 0.25
2440 Total 2.65 2.65
Community Intervention Services
Full-time Regular Administrative Aide 1.00 1.00
Full-time Regular Communications Coordinator 1.00 1.00
Full-time Regular Outreach Specialist 1.00 1.00
Part-time Regular Inclusion Specialist 0.50 0.50
2450 Total 3.50 3.50
Mental Health & Purchased Services
Full-time Regular Asst Director, Mental Health 1.00 1.00
Full-time Regular Secretary II (split with 2530) 0.50 0.50
2455 Total 1.50 1.50
Commission on Aging
Full-time Regular Long Term Care Ombudsman 1.00 1.00
Full-time Regular Secretary II (split with 2455) 0.50 0.50
2530 Total 1.50 1.50
Health & Human Services Total 39.30 39.30 0.00
Public Works
Total Full-Time Equivalent Positions
Director of Public Works
Full-time Regular Director, Public Works 1.00 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00 1.00
Full-time Regular Management Analyst ( Split with 2665 ) 0.50 0.50
2605 Total 2.50 2.50
Municipal Service Center
Part-time Regular Custodian I ( 2 @ .5 FTE ) 1.00 1.00
2610 Total 1.00 1.00
EDOT Administration
Full-time Regular Dir of Transportation/City Eng 1.00 1.00
Full-time Regular Executive Secretary (non-dept. Head) 1.00 1.00
2620 Total 2.00 2.00
City Engineer
Full-time Regular Senior Engineer 1.00 1.00
Full-time Regular Engineering Associate II ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular Civil Engineer III ( Split with 7400 )* 0.50 0.00
Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular Civil Engineer I 1.00 1.00
2625 Total 8.50 8.00
565
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Traffic Engineering
Full-time Regular Traffic Engineering Technician (Split with 7005)* 1.00 0.50
Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Civil Engineer II 1.00 1.00
2630 Total 4.00 3.50
Traffic Signs
Full-time Regular Traffic Sign Repair Worker ( 3 @ 1 FTE ) 3.00 3.00
2635 Total 3.00 3.00
Signals & Streetlights
Full-time Regular Traffic Electrician Leader 1.00 1.00
Full-time Regular Traffic Electrician ( 4 @ 1 FTE ) 4.00 4.00
2640 Total 5.00 5.00
Enforcement & Tickets
Full-time Regular Parking Enforcement Supervisor 1.00 1.00
Full-time Regular Parking Operations Clerk 1.00 1.00
Full-time Regular Parking Enforcement Officer ( 13 @ 1 FTE ) 13.00 13.00
Full-time Regular Parking Enforcement Coord ( 2 @ 1 FTE ) 2.00 2.00
2645 Total 17.00 17.00
Streets & Sanitation Administration
Full-time Regular Superintendent, Streets/San 1.00 1.00
Full-time Regular Public Works Supervisor ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular Streets/San Admin Assistant 1.00 1.00
Full-time Regular Management Analyst ( Split with 2605) 0.50 0.50
2665 Total 5.50 5.50
Street & Alley Maintenance
Full-time Regular Public Works Crew Leader ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Public Works Maint Wrkr II ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Equipment Operator III ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00 5.00
Full-time Regular Equipment Operator I 1.00 1.00
2670 Total 13.00 13.00
Street Cleaning
Full-time Regular Public Works Maint Wrkr II ( 3 @ 1 FTE ) 4.00 4.00
Full-time Regular Equipment Operator III 1.00 1.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 3.00 3.00
2675 Total 8.00 8.00
Refuse Collection and Disposal
Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 15.00 15.00
Part-time Regular Recycling Attendant 0.75 0.75
2685 Total 15.75 15.75
Yard Waste Services
Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00 6.00
2695 Total 6.00 6.00
Public Works Total 91.25 90.25 -1.00
Human Relations
Total Full-Time Equivalent Positions
Human Relations Administration
Full-time Regular Director, Human Relations 1.00 1.00
Full-time Regular Human Relations Specialist 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2710 ) 0.67 0.67
2705 Total 2.67 2.67
Housing Advocacy
Full-time Regular Human Relations Specialist* 1.00 0.50
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33 0.33
2710 Total 1.33 0.83
Human Relations Total 4.00 3.50 -0.50
566
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Library
Total Full-Time Equivalent Positions
Children's Services
Full-time Regular Library Assistant 1.00 1.00
Full-time Regular Librarian III 1.00 1.00
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 2.00
Part-time Regular Shelver ( 2 @ .4 FTE ) 0.80 0.80
Part-time Regular Library Technical Aide 0.27 0.27
Part-time Regular Library Assistant 0.50 0.50
Part-time Regular Library Assistant 0.35 0.35
Part-time Regular Library Aide I ( 3 @ .266 FTE ) 0.80 0.80
Part-time Regular Librarian I 0.50 0.50
Part-time Regular Librarian I 0.24 0.24
2805 Total 7.46 7.46
Reader's Services
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Librarian III 1.00 1.00
Part-time Regular Library Technical Aide 0.48 0.48
Part-time Regular Librarian I 0.53 0.53
Part-time Regular Readers' Advisor ( 2 @ .21 FTE ) 0.43 0.43
Part-time Regular Readers' Advisor ( 2 @ .16 FTE ) 0.32 0.32
Part-time Regular Readers' Advisor ( 2 @ .53 FTE ) 1.06 1.06
Part-time Regular Readers' Advisor ( 2 @ .35 FTE ) 0.70 0.70
Part-time Regular Readers' Advisor 0.43 0.43
Part-time Regular Readers' Advisor 0.30 0.30
Part-time Regular Readers' Advisor 0.19 0.19
2810 Total 7.44 7.44
Reference Services & Periodicals
Full-time Regular Librarian II* 1.00 1.00
Full-time Regular Librarian III 1.00 1.00
Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Clerk III 1.00 1.00
Part-time Regular Library Clerk 0.80 0.80
Part-time Regular Library Clerk ( 2 @ .27 FTE ) 0.54 0.54
Part-time Regular Library Clerk 0.53 0.53
Part-time Regular Librarian I ( 2 @ .5 FTE ) 1.00 1.00
Part-time Regular Librarian I 0.31 0.31
Part-time Regular Librarian I 0.53 0.53
Part-time Regular Librarian I 0.10 0.10
Part-time Regular Library Aide I 0.35 0.35
Part-time Regular Clerk Typist I 0.50 0.50
2815 Total 9.66 9.66
Circulation
Full-time Regular Library Aide II 1.00 1.00
Full-time Regular Clerk III 1.00 1.00
Full-time Regular Circulation Supervisor 1.00 1.00
Part-time Regular Shelver (2 @ .75) 1.50 1.50
Part-time Regular Shelver 0.83 0.83
Part-time Regular Shelver 0.61 0.61
Part-time Regular Shelver 0.69 0.69
Part-time Regular Shelver 0.48 0.48
Part-time Regular Shelver 0.40 0.40
Part-time Regular Security Monitor 0.83 0.83
Part-time Regular Security Monitor 0.67 0.67
Part-time Regular Security Monitor 0.50 0.50
Part-time Regular Library Clerk ( 4 @ .53 FTE ) 2.12 2.12
Part-time Regular Library Clerk ( 2 @ .56 FTE ) 1.12 1.12
Part-time Regular Library Clerk ( 2 @ .33 FTE ) 0.65 0.65
Part-time Regular Library Clerk 0.45 0.45
Part-time Regular Library Clerk 0.40 0.40
Part-time Regular Library Clerk (.26) 0.25 0.25
Part-time Regular Library Aide II 0.50 0.50
2820 Total 15.00 15.00
567
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
North Branch
Part-time Regular Library Aide I ( 2 @ .333 FTE ) 0.67 0.67
Part-time Regular Librarian II 0.50 0.50
Part-time Regular Branch Assistant 0.56 0.56
Part-time Regular Branch Assistant 0.50 0.50
Part-time Regular Branch Assistant 0.29 0.29
Part-time Regular Branch Assistant 0.24 0.24
Part-time Regular Branch Assistant 0.22 0.22
2825 Total 2.98 2.98
South Branch
Full-time Regular Librarian II 1.00 1.00
Part-time Regular Library Aide I (2 @ .186) 0.37 0.37
Part-time Regular Branch Assistant 0.53 0.53
Part-time Regular Branch Assistant 0.40 0.40
2830 Total 2.30 2.30
Technical Services
Full-time Regular Technical Services Manager 1.00 1.00
Full-time Regular Tech Support Specialist II 1.00 1.00
Full-time Regular Tech Support Specialist I 1.00 1.00
Full-time Regular Library Assistant ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Librarian I 1.00 1.00
Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00 3.00
Part-time Regular Librarian I 0.53 0.53
Part-time Regular Library Clerk (2 @ .266 FTE) 0.53 0.53
Part-time Regular Library Clerk (2 @ .53 FTE) 1.06 1.06
Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25 2.25
Part-time Regular Clerk Typist II 0.80 0.80
2835 Total 14.17 14.17
Library Maintenance
Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00 3.00
Part-time Regular Custodian I 0.64 0.64
2840 Total 3.64 3.64
Library Administration
Full-time Regular Director, Library 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00 1.00
Full-time Regular Clerk III 1.00 1.00
Full-time Regular Admin Services Manager 1.00 1.00
Part-time Regular Clerk Typist II 0.53 0.53
2845 Total 4.53 4.53
Library Total 67.18 67.18 0.00
Parks Forestry & Recreation
Total Full-Time Equivalent Positions
Management & General Support
Full-time Regular Director, Parks/Forestry & Rec 1.00 1.00
Full-time Regular Management Analyst 1.00 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00 1.00
3005 Total 3.00 3.00
Business & Fiscal Management
Full-time Regular Business Manager 1.00 1.00
Full-time Regular Recreation Systems Administrator 1.00 1.00
Full-time Regular Senior Accountant 1.00 1.00
Full-time Regular Bookkeeper* 0.00 1.00
3010 Total 3.00 4.00
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
Recreation General Support
Full-time Regular Superintendent, Recreation 1.00 1.00
Full-time Regular Data Control Clerk 1.00 1.00
Part-time Regular Clerk II 0.50 0.00
3020 Total 2.50 2.00
568
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Robert Crown Center
Full-time Regular Recreation Program Manager 2.00 2.00
Full-time Regular Fac Maint Worker/Cust II 1.00 1.00
Full-time Regular Custodian II 1.00 1.00
Full-time Regular Building Supervisor 1.00 1.00
Part-time Regular Recreation Aide 0.50 0.50
Part-time Regular Preschool Instructor 0.10 0.10
Part-time Regular Preschool Instructor 0.20 0.20
Part-time Regular Preschool Instructor 0.25 0.25
Part-time Regular Preschool Instructor 0.35 0.35
Part-time Regular Preschool Instructor 0.50 0.50
Part-time Regular Preschool Instructor 0.70 0.70
Part-time Regular Part-time Custodian 0.50 0.50
Part-time Regular Part-time Custodian 0.80 0.80
Part-time Regular After School Supervisor 0.50 0.50
3030 Total 9.40 9.40
Chandler Community Center
Full-time Regular Weekend/Evening Coordinator 1.00 1.00
Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Recreation Center Manager 1.00 1.00
Part-time Regular Program Supervisor 0.75 0.75
Part-time Regular Preschool Instructor 0.50 0.50
Part-time Regular Part-time Custodian 0.50 0.50
Part-time Regular Part-time Custodian 0.75 0.75
Part-time Regular Clerk III 0.75 0.75
3035 Total 7.25 7.25
Fleetwood-Jourdain Center
Full-time Regular Weekend/Evening Coordinator 1.00 1.00
Full-time Regular Program Manager ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Recreation Center Manager 1.00 1.00
Full-time Regular Custodian II 1.00 1.00
Full-time Regular Clerk II 1.00 1.00
Part-time Regular Program Supervisor 0.00 0.65
Part-time Regular Program Supervisor 0.00 0.50
Part-time Regular Program Supervisor 0.45 0.45
Part-time Regular Custodian II 0.25 0.25
Part-time Regular Clerk II 0.50 0.50
3040 Total 7.20 8.35
Fleetwood-Jourdain Theater
Full-time Regular Recreation Program Manager 1.00 1.00
Part-time Regular Program Supervisor 0.40 0.40
3045 Total 1.40 1.40
At Risk Opportunities
Part-time Regular Program Supervisor 0.25 0.25
Part-time Regular Program Supervisor 0.45 0.45
3050 Total 0.70 0.70
Levy Senior Center
Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Recreation Center Manager 1.00 1.00
Full-time Regular Fac Maint Worker/Cust II 1.00 1.00
Full-time Regular Custodian II 1.00 1.00
Full-time Regular Clerk Typist II 1.00 1.00
Part-time Regular Office Assistant 0.25 0.25
Part-time Regular Office Assistant 0.10 0.45
Part-time Regular Program Supervisor 0.40 0.40
Part-time Regular Program Supervisor 0.20 0.20
Part-time Regular Bus Driver 0.65 0.65
Part-time Regular Bus Driver 0.80 0.80
Part-time Regular Building Supervisor 0.50 0.60
Part-time Regular Building Supervisor 0.00 0.25
Part-time Regular PT Custodian (2 @ .6 FTE) 1.20 1.20
Part-time Regular PT Custodian 0.00 0.80
Part-time Regular PT Custodian 0.00 0.20
3055 Total 10.10 11.80
Beaches
Full-time Regular Recreation Program Manager ( Split with 3150 ) 0.75 0.75
Full-time Regular Lakefront Sports Coordinator ( Split with 3100, 3130, 3150 ) 0.50 0.50
3080 Total 1.25 1.25
569
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Facility Maintenance
Full-time Regular Parks/Forestry Crew Leader 1.00 1.00
Full-time Regular Parks/Forestry Worker II ( 5 @ 1 FTE ) 5.00 5.00
Full-time Regular Supervisor, Sports/Rec Maint 1.00 1.00
3085 Total 7.00 7.00
Crown Ice Rink
Full-time Regular Robert Crown Manager 1.00 1.00
Full-time Regular Recreation Program Manager 1.00 1.00
Full-time Regular Operations Manager 1.00 1.00
Full-time Regular Office Coordinator 1.00 1.00
Part-time Regular Clerk II/III* 1.00 0.70
Part-time Regular Part-time Custodian ( 2 @ .5 FTE ) 1.00 1.00
Part-time Regular Office Assistant ( 2 @ .2 FTE ) 0.40 0.40
Part-time Regular Office Assistant ( 3 @ .5 FTE ) 1.50 1.50
Part-time Regular Hockey Director of Operations 0.65 0.65
Part-time Regular Building Supervisor 0.25 0.25
Part-time Regular Building Supervisor 0.25 0.25
Part-time Regular Building Supervisor 0.70 0.70
3095 Total 9.75 9.45
Sports Leagues
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3130, 3150 ) 0.05 0.05
3100 Total 0.05 0.05
Tennis
Part-time Regular Building Supervisor* 0.00 0.25
Part-time Regular Building Supervisor* 0.00 0.15
3110 Total 0.00 0.40
Special Recreation
Full-time Regular Recreation Program Manager 1.00 1.00
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3150 ) 0.25 0.25
Part-time Regular Recreation Program Manager 0.75 0.75
Part-time Regular Program Supervisor 0.20 0.20
Part-time Regular Program Supervisor 0.25 0.25
Part-time Regular Inclusion Aide (2 @ .4 FTE) 0.35 0.80
Part-time Regular Inclusion Aide ( 9 @ .028 FTE ) 0.25 0.25
3130 Total 3.05 3.50
Skate Park/Bus Program
Part-time Regular Bus Driver ( 3 @ .25 FTE ) 0.75 0.75
3140 Total 0.75 0.75
Park Service Unit
Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3130 ) 0.20 0.20
Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25 0.25
Part-time Regular Park Ranger ( 2 @ .65 FTE ) 1.30 1.30
3150 Total 1.75 1.75
General Support
Full-time Regular Superintendent, Parks & For. 1.00 1.00
Full-time Regular Landscape Arch/Project Mgr 1.00 1.00
Full-time Regular Secretary II 1.00 1.00
3505 Total 3.00 3.00
Horticultural Maintenance
Full-time Regular Public Works Supervisor 1.00 1.00
Full-time Regular Parks/Forestry Worker III ( 5 @ 1 FTE ) 5.00 5.00
Full-time Regular Parks/Forestry Worker II ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Parks/Forestry Crew Leader ( 3 @ 1 FTE ) 3.00 3.00
Full-time Regular General Tradesman 1.00 1.00
Full-time Regular Equipment Operator II ( 3 @ 1 FTE ) 3.00 3.00
3510 Total 15.00 15.00
Parkway Tree Maintenance
Full-time Regular Parks/Forestry Worker III ( 8 @ 1 FTE ) 8.00 8.00
Full-time Regular Parks/Forestry Crew Leader 1.00 1.00
Full-time Regular Arborist ( Split with 3520 & 3525 ) 0.50 0.50
3515 Total 9.50 9.50
Dutch Elm Disease Control
Full-time Regular Parks/Forestry Worker III ( 6 @ 1 FTE ) 6.00 6.00
Full-time Regular Parks/Forestry Crew Leader 1.00 1.00
Full-time Regular Arborist ( Split with 3515 & 3525 ) 0.25 0.25
3520 Total 7.25 7.25
Tree Planting
Full-time Regular Parks/Forestry Worker III 1.00 1.00
Full-time Regular Parks/Forestry Crew Leader 1.00 1.00
Full-time Regular Arborist ( Split with 3515 & 3520 ) 0.25 0.25
3525 Total 2.25 2.25
570
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Ecology Center
Full-time Regular Director, Ecology Center 1.00 1.00
Full-time Regular Environmental Educator ( 2 @ 1 FTE ) 2.00 2.00
Full-time Regular Clerk III 1.00 1.00
Part-time Regular Building Supervisor ( 2 @ .15 ) 0.30 0.30
Part-time Regular Part-time Custodian 0.25 0.25
Part-time Regular Part-time Custodian 0.30 0.30
Part-time Regular Garden Coordinator 0.20 0.20
3605 Total 5.05 5.05
Arts Council
Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.40 0.40
Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.40 0.40
3700 Total 0.80 0.80
Noyes Cultural Arts Center
Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.20 0.20
Full-time Regular Noyes Center Coordinator 1.00 1.00
Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.20 0.20
Full-time Regular Facilities Maint. Worker II 1.00 1.00
Part-time Regular Building Supervisor ( 2 @ .4 FTE ) 0.80 0.80
Part-time Regular Building Supervisor 0.30 0.30
Part-time Regular Office Assistant 0.50 0.50
Part-time Regular Part-time Custodian ( 5 @ .35 FTE ) 1.75 1.75
3710 Total 5.75 5.75
Cultural Arts Programs
Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.40 0.40
Full-time Regular Senior Program Coordinator 1.00 1.00
Full-time Regular Recreation Program Manager 1.00 1.00
Full-time Regular Secretary II ( Split with 3700 & 3710 ) 0.40 0.40
3720 Total 2.80 2.80
Parks Recreation & Forestry Total 121.30 125.20 3.90
GRAND TOTAL - GENERAL FUND 784.18 788.58 4.40
Emergency Telephone System Fund
Total Full-Time Equivalent Positions
Full-time Regular Asst Communications Coord (2 @ 1 FTE) 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
Emergency Telephone System Fund Total 4.00 4.00 0.00
Community Development Block Grant Fund
Total Full-Time Equivalent Positions
Full-time Regular Neighborhood Planner 1.00 1.00
Full-time Regular CDBG Grants Administrator 1.00 1.00
5220 Total 2.00 2.00
Community Development Block Grant Fund Total 2.00 2.00 0.00
Economic Development Fund
Total Full-Time Equivalent Positions
Full-time Regular Economic Development Planner 1.00 1.00
Full-time Regular Assistant City Manager (split with 1505) 0.15 0.15
Full-time Regular Administrative Secretary (split with 1505) 0.30 0.30
5300 Total 1.45 1.45
Economic Development Fund Total 1.45 1.45 0.00
Downtown II TIF Fund
Total Full-Time Equivalent Positions
Full-time Regular TIF Accounting Analyst* 0.00 1.00
5800 Total 0.00 1.00
Downtown II TIF Fund Total 0.00 1.00 1.00
OTHER FUNDS - FULL TIME EQUIVALENT POSITIONS
571
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Maple Avenue Garage Fund
Total Full-Time Equivalent Positions
Full-time Regular Facilities Maint. Worker II 1.00 1.00
7000 Total 1.00 1.00
Maple Avenue Garage Fund Total 1.00 1.00 0.00
Parking System Fund
Total Full-Time Equivalent Positions
Parking System Management
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 Parking Operations Clerk (3 @ 1 FTE) 3.00 3.00
Full-time Regular Traffic Engineering Technician (Split with 2630) 0.00 0.50
7005 Total 6.00 6.50
Parking Lots and Meters
Full-time Regular Public Works Crew Chief 1.00 1.00
Full-time Regular Parking Repair Worker (3 @ 1 FTE)* 3.00 3.00
Full-time Regular Public Works Maint Wrkr II (4 @ 1 FTE) 4.00 4.00
7015 Total 8.00 8.00
Parking System Fund Total 14.00 14.50 0.50
Water Fund
Total Full-Time Equivalent Positions
Administration
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 (Split with 7400) 0.50 0.50
7100 Total 4.50 4.50
Pumping Division
Full-time Regular Division Chief, Pumping 1.00 1.00
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 @ 1 FTE) 5.00 5.00
Full-time Regular Water/Sewer Mechanic (3 @ 1 FTE) 3.00 3.00
7105 Total 11.00 11.00
Filtration Division
Full-time Regular Division Chief, Filtration 1.00 1.00
Full-time Regular Water Maintenance Supervisor 1.00 1.00
Full-time Regular Water Plant Operator (5 @ 1 FTE) 5.00 5.00
Full-time Regular Water/Sewer Mechanic (3 @ 1 FTE) 3.00 3.00
Full-time Regular Microbiologist 1.00 1.00
Full-time Regular Chemist 1.00 1.00
Full-time Regular Water Worker II 1.00 1.00
Full-time Regular Water Worker I 1.00 1.00
7110 Total 14.00 14.00
Distribution
Full-time Regular Division Chief, Distribution (Split with 7400) 0.50 0.50
Full-time Regular Water Distribution Supervisor 1.00 1.00
Full-time Regular Water Service Worker (3 @ 1 FTE) 3.00 3.00
Full-time Regular Water/Sewer Crew Leader (3 @ 1 FTE) 3.00 3.00
Full-time Regular Water Worker I (2 @ 1 FTE) 2.00 2.00
Full-time Regular Water Worker II 1.00 1.00
7115 Total 10.50 10.50
Meter Maintenance
Full-time Regular Meter Service Coordinator 1.00 1.00
Full-time Regular Fac Maint Worker/Custodian I 1.00 1.00
Full-time Regular Water Billing Clerk 1.00 1.00
7120 Total 3.00 3.00
Water Fund Total 43.00 43.00 0.00
572
Position Descriptions by Department and Business Unit
Employee Status
Description Job Type Description
2005-2006
Position FTE
2006-2007
Position FTE Change
Sewer Fund
Total Full-Time Equivalent Positions
Sewer Maintenance
Full-time Regular Division Chief, Distribution (Split with 7115) 0.50 0.50
Full-time Regular Engineering Associate II (2 @ 1 FTE) 2.00 2.00
Full-time Regular GIS Analyst (Split with 7100) 0.50 0.50
Full-time Regular Sewer Supervisor 1.00 1.00
Full-time Regular Water Worker I (2 @ 1 FTE) 2.00 2.00
Full-time Regular Water Worker II (2 @ 1 FTE) 2.00 2.00
Full-time Regular Water/Sewer Crew Leader (5 @ 1 FTE) 5.00 5.00
Full-time Regular Civil Engineer III* 0.50 1.00
7400 Total 13.50 14.00
Sewer Fund Total 13.50 14.00 0.50
Fleet Service Fund
Total Full-Time Equivalent Positions
General Support
Full-time Regular Superintendent, Admin Services 1.00 1.00
Full-time Regular Service Center Coordinator 1.00 1.00
Full-time Regular Auto Shop Supervisor (2 @ 1 FTE) 2.00 2.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00 1.00
7705 Total 5.00 5.00
Major Maintenance
Full-time Regular Equipment Mechanic III (9 @ 1 FTE) 9.00 9.00
Full-time Regular Equipment Parts Technician 1.00 1.00
Full-time Regular Auto Service Worker 1.00 1.00
Full-time Regular Lead Mechanic 1.00 1.00
7710 Total 12.00 12.00
Fleet Service Fund Total 17.00 17.00 0.00
Insurance Fund
Total Full-Time Equivalent Positions
Full-time Regular Safety/Risk Manager 1.00 1.00
Full-time Regular Assistant to the City Manager (Split with 1505) 0.15 0.15
Full-time Regular Assistant City Manager (Split with 1505) 0.15 0.15
7800 Total 1.30 1.30
Insurance Fund Total 1.30 1.30 0.00
GRAND TOTAL - OTHER FUNDS 97.25 98.25 1.00
0.00
GRAND TOTAL - ALL FUNDS 881.43 886.83 5.40
** The overall change to the FTE count is due to:
3.9 Increases in service hours in the recreation department that total 135 hours per week & equate to 3.9 FTE.
-0.5 Decrease in FTE in the Human Relations Division.
1.0 Increase for a firefighter that will only be funded and hired for 1/2 of the budget year.
1.0 Increase for a police officer that will assist with the new police canine.
Explanation of Changes to FTE Count
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CAPITAL IMPROVEMENT PLAN
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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
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. To allow for this change in cycle, and facilitate future planning, the 2006-
2007 CIP does not contain a five year plan; rather it is a transitional year between the past cycle matching
the fiscal year and the future years with adoption occurring in May.
Capital Improvement Program
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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 the transition between adoption cycles, $8 million will be
allotted to capital improvements and $2 million to the Insurance Fund to address future liability issues.
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.
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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.
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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.
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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
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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
up with deferred street resurfacing and be on top of maintaining this vital and extensive aspect of the City
infrastructure.
Facilities
Facilities Management has completed a wide variety of projects this year including new roofs at Chandler
and Fleetwood Jourdain, a new fire alarm system at Fleetwood and a new roof, sprinkler system and
ventilation system at the Municipal Service Center. Additionally, Sherman Plaza Garage has been a large
project overseen by the Facilities Management department - this project has been in progress for four years
and will be ready for Evanstonians to utilize in summer 2006.
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.
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To: Julia A. Carroll, City Manager From: Capital Improvement Team Subject: Annual Capital Improvement Program Date: December 6, 2005
ISSUE
The City of Evanston’s Capital Improvement Program is approved in February each year in conjunction with
the City Council’s approval of the operating budget. Staff recommends that a modified schedule be
considered.
BACKGROUND
The City of Evanston adopted its first Capital Improvement Program in the early 1980’s. Each year the
proposed Five Year Capital Improvement Program is used by the City Council to guide capital investments
in order to provide community facilities that function well and contribute to the attractiveness, public health
and safety of the City. The first year of the Capital Program is the Capital Budget, which is approved
concurrently to the City’s operating budget in February. The remaining four years of the Plan provide
general planning direction for staff for future years’ development.
The City’s capital infrastructure continues to age and we estimate that the total cost to address all of the
City’s capital needs exceeds $300 million. To date, our annual funding level has been $6 million. The annual
level of funding has been established to complement the operating fund and not to place a greater burden
on the property owners since the real estate property tax revenue is the dedicated revenue stream for the
annual debt service. Annual funding of $6 million will not allow the City to meet our infrastructure needs.
During the past several years, while we have sought and received federal and state funds for more projects,
our needs far exceed what is available. In addition, the City has attempted to establish a mix of bonded debt
and pay-as-you-go financing in the funding of capital projects. We no longer bond for the fleet replacement
which means that we no longer take 20 years to pay for the purchase of a vehicle or piece of equipment that
has a much shorter useful life.
Interdepartmental
Memorandum
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In 2003, the City Council agreed to:
• $12 Million Capital Plan for 5 years for:
o Capital Projects
o Insurance Fund
• $100 million debt limit
• 4% Annual debt service levy
Since that time, fiscal constraints have been such that we achieved the following:
• 2003- Issuance
o $ 9 million Capital Program
o $ 3 million Insurance Fund
• 2004 – Issuance
o $5.5 million Capital Program
o $8 million Insurance Fund
CAPITAL PROJECTS PLANNING & IMPLEMENTATION
After the Budget is approved in March, staff begins to plan for project implementation. Many projects require
extensive planning, plan development, bidding, and construction. It is not unusual for a project to take 12 to
24 months to complete. Therefore, few projects are completed in the year they are funded. A very rough
schedule is usually:
a) Selection of a consultant, architect, etc. (2-3 months);
b) Developing a concept plan (3-4 months);
c) Public and/or interdepartmental staff input (2-3 months);
d) Development of plans and specifications (3-5 months, depending upon the scope of the project);
e) Bidding the project (2-3 months)
f) City Council approval of the project/contractor and start of construction (1-2 months)
Obviously, the scope of a project will greatly impact the project schedule. During the past several years, we
have tried to plan projects so the City was bonding the least amount of money required to complete projects.
We have been able to phase projects to reduce the amount of bonding required any given year; and enable
more projects to be funded in any given year. The phasing of projects, however, may have some negative
results:
o will the additional funds be approved;
o potential cost increases due to labor and material increases
o other emergencies arise during a year requiring the funds
o grants are not approved so adequate funding is not available
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The goal is to use the capital funds in the most efficient and effective manner. The time to plan and
implement a project may extend beyond one funding cycle but the timing of the cycle presents issues for
staff. There are many times that because of the time to get a project to the bidding stage, a project will go to
bid in the height of the construction season. The result of that is that there are many projects which do not
receive multiple bids and some where no one bids. In addition, because funds to initiate the planning phase
may not be available until the late summer, sometime staff is unable to engage the consultant and begin a
new project These are some examples which we believe are detrimental to the capital program, and while
the Capital Improvement Team supports phasing projects, we recommend a change in the timing of Capital
Improvement funding cycle year.
CAPITAL IMPROVEMENT CYCLE
We recommend that the approval of the Five Year Capital Improvement Program be changed from February
with the operating budget to May. Thus the 2007-2011 would be approved in May 2006. In the past, the City
did approve the Capital Budget in May.
Former City Manager Eric Anderson recommended that the review of the Capital Budget be concurrent with
the operating budget and the schedule change was made. While there is some benefit to review and
approval of the Capital Budget concurrent to the operating budget, we believe that there are planning and
implementation issues which suggest that a change in the schedule is prudent.
There are several reasons for the recommendation to change the review and approval of the Capital Budget
to May. First, this change will enable staff to do more planning in the summer and fall and bid projects in
winter when contractors are developing their work schedule for the following spring and summer. Second,
the city should receive more competitive bids and a greater number of bids. Third, the City Council’s
adoption of the Strategic Plan in February may result in new priorities which need to be incorporated into the
five year capital program.
We are recommending that we begin this modified process for May 2006. Therefore, staff will begin to plan
the five year 2007 Capital Program in March 2006. The proposed five year plan would be presented to the
Administration & Public Works Committee and City Council for consideration in May and June. The
recommended schedule will also more time for consideration by the Committee and Council. A new
schedule will allow for more long-term planning by the City Council members. There are many long range
projects which require policy discussions and a modified scheduled will facilitate such opportunities for policy
discussions. Staff is recommending approval of a change in the calendar for capital planning.
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2006 CAPITAL BUDGET
Staff does not want to delay any projects so a one year Capital Budget will be transmitted with the 2006
Budget. This 2006 Budget will focus on the continuation of projects already underway and/or projects where
matching funds are necessary to maintain a federal/state grant. We look forward to discussing the 2006
Capital Budget with the Council in January.
RECOMMENDATION
It is recommended by the Capital Improvement Team that:
1. The 2006 Capital Budget be transmitted in December for consideration by the City Council in
conjunction with the 2006 City Budget;
2. The Capital Improvement Program Approval be rescheduled to May of every calendar year; and
3. The city staff presents the 2007-2011 Capital Improvement Program to the Administration & Public
Works Committee and City Council in May 2006.
CAPITAL IMPROVEMENT TEAM
Judith A. Aiello, City Manager’s Office Alan Berkowsky, Fire Patrick Casey, Management & Budget Doug Gaynor, Parks, Recreation & Forestry David Jennings, Public Works Frank Kaminski, Police Neal Ney, Library Max Rubin, Facilities Management Tracy Roberts, Management & Budget Bill Stafford, Finance
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EXHIBIT A Capital Improvement Fund Policy
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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
589
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.
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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.
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• 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.
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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.
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• 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.
594
EXHIBIT B 2006 - 2007 Capital Improvement Program
595
596
Bonds - GO/Special Assessment $500,000
Bonds - Property Tax Supported $8,000,000
Community Development Block Grant $325,000
ETSB Funds $810,000
Fleet Services Funds $2,041,000
State Grants $200,000
Motor Fuel Tax Fund $1,200,000
Private Sources $260,000
Reallocation from Capital Fund Projects $630,000
Sewer Capital Fund $875,000
Sewer Reserves $1,049,809
IEPA Loan Fund $8,395,281
Water Fund - DI & E A/C $4,360,000
Grand Total(s) $28,646,090
Summary by Funding Source
2006 - 2007 Capital Plan
2006 - 2007 Capital Projects by Funding Source
Bonds - GO/Special Assessment
Bonds - Property Tax Supported
Community Development BlockGrantETSB Funds
Fleet Services Funds
State Grants
Motor Fuel Tax Fund
Private Sources
Reallocation from Capital FundProjectsSewer Capital Fund
Sewer Reserves
IEPA Loan Fund
Water Fund - DI & E A/C 597
598
415864 50/50 Curb and Sidewalk $100,000
415854 Alley Paving - City Share $500,000
415867 Block Curb and Sidewalk $100,000
415100 Capital Improvements $50,000
416052 Contingnecy $200,000
415564 Crown Fire Alarm $120,000
415802 Fire Station #5 $200,000
416001 Information Technology $150,000
416129 Library Childrens Area Expansion $250,000
415882 McCormick Blvd Reconstruction $1,400,000
415372 Megowan Park $350,000
415718 Police Fire Interior $200,000
415225 Service Center Exterior Wall Repair $100,000
416051 Services to General Fund $300,000
415857 Street Resurfacing $3,000,000
415868 Streetlight Upgrades $500,000
416028 Traffic Signal and Street Light Maintenance $80,000
415862 Traffic Signal Study $50,000
415871 Traffic Signal Upgrades $250,000
416097 Viaduct Screening $100,000
General Obligation Bond Total $8,000,000
2006 - 2007 Capital Plan
General Obligation Bonds
Property Tax Supported Debt by Department
Information TechnologyOther Improvements Public BuildingsParks and RecreationTransportation
599
Bonds - GO/Special Assessment
415856 Alley Paving - Private Share $500,000
Bonds - GO/Special Assessment $500,000
Bonds - Property Tax Supported
415100 Capital Improvements $50,000
415225 Service Center Exterior Wall Repair $100,000
415372 Megowan Park $350,000
415564 Crown Fire Alarm $120,000
415718 Police Fire HQ Interior $200,000
415802 Fire Station #5 $200,000
415854 Alley Paving - City Share $450,000
415857 Street Resurfacing $3,000,000
415862 Traffic Signal System Study $50,000
415864 50/50 Curb and Sidewalk $100,000
415867 Block Curb and Sidewalk $100,000
415868 Streetlight Upgrades $500,000
415871 Traffic Signal Upgrades $250,000
415882 McCormick Blvd Reconstruction $1,400,000
416001 Information Technology $200,000
416028 Traffic Signal and Street Light Maintenance $80,000
416051 Services to General Fund $300,000
416052 Contingnecy $200,000
416097 Viaduct Screening $100,000
416129 Library Childrens Area Expansion $250,000
Bonds - Property Tax Supported $8,000,000
Community Development Block Grant Funds
415362 Smith Park $100,000
415854 Alley Paving - City Share $150,000
415867 Block Curb and Sidewalk $75,000
Community Development Block Grant $325,000
Projects by Funding Source
2006 - 2007 Capital Plan
600
ETSB Funds
5150 Emergency Telephone System Capital $810,000
ETSB Funds $810,000
Fleet Services Funds
7720 Capital Outlay - Fleet $2,041,000
Fleet Services Funds $2,041,000
State Grants
416129 Library Childrens Area Expansion $200,000
State Grants $200,000
Motor Fuel Tax Fund
415857 Steet Resurfacing $1,200,000
Motor Fuel Tax Fund $1,200,000
Private Sources
416129 Library Childrens Area Expansion $260,000
Private Sources $260,000
Reallocation from Capital Fund Projects
415307 Parks Maintenance and Furniture Replacement $50,000
415553 Crown Center Systems Repair $40,000
415718 Police Fire Interior $200,000
416362 Smith Park $340,000
Reallocation from Capital Fund Projects $630,000
Sewer Capital Fund
7420 Emergency Sewer Work $75,000
7420 Sewer Lining $250,000
7420 Street Improvements $550,000
Sewer Capital Fund $875,000
Sewer Reserves
7425 Engineering Services Sewer Design & Const. $117,000
7476 Phase S82B Construction Engineering $107,785
7475 Phase S82B Construction $825,024
Sewer Reserves $1,049,809
601
IEPA Loan Funds
7476 Phase S82B Construction Engineering $970,065
7475 Phase S82B Construction $7,425,216
IEPA Loan Funds $8,395,281
Water Fund - DI & E A/C
733055 Filter & Service Building Expansion $1,000,000
733067 Security Improvements $50,000
733071 Water Main Engineering Services $250,000
733074 Repair Zebra Mussel System $100,000
733075 Repair and Recoating of the Alum Tanks $75,000
733077 Garages No. 5 & 6 and Retaining Wall Repair $75,000
733078 SCADA System Improvements $10,000
733702 Water Main Installations $2,800,000
Water Fund - DI & E A/C $4,360,000
Grand Total(s) $28,646,090
602
Environment $14,680,090
Information Technology $1,010,000
Other Improvements $550,000
Public Buildings $1,530,000
Parks and Recreation $880,000
Transportation $9,996,000
Grand Total(s) $28,646,090
Summary by Department
2006 - 2007 Capital Plan
2006 - 2007 Capital Projects by Department
EnvironmentInformation TechnologyOther Improvements Public BuildingsParks and RecreationTransportation
603
Environment
733055 Filter & Service Building Expansion $1,000,000
733067 Security Improvements $50,000
733071 Water Main Engineering Services $250,000
733074 Repair Zebra Mussel System $100,000
733075 Repair and Recoating of the Alum Tanks $75,000
733077 Garages No. 5 & 6 and Retaining Wall Repair $75,000
733078 SCADA System Improvements $10,000
733702 Water Main Installations $2,800,000
7420 Emergency Sewer Work $75,000
7420 Sewer Lining $250,000
7420 Street Improvements $550,000
7425 Engineering Services Sewer Design & Const. $117,000
7475 Phase S82B Construction $8,250,240
7476 Phase S82B Construction Engineering $1,077,850
Environment $14,680,090
Information Technology
416001 Information Technology $200,000
5150 Emergency Telephone System Capital $810,000
Information Technology $1,010,000
Other Improvements
415100 Capital Improvements $50,000
416051 Services to General Fund $300,000
416052 Contingnecy $200,000
Other Improvements $550,000
Projects by Department
2006 - 2007 Capital Plan
604
Public Buildings
415225 Service Center Exterior Wall Repair $100,000
415564 Crown Fire Alarm $120,000
415718 Police Fire HQ Interior $400,000
415802 Fire Station #5 $200,000
416129 Library Childrens Area Expansion $710,000
Public Buildings $1,530,000
Parks and Recreation
415307 Parks Maintenance and Furniture Replacement $50,000
415362 Smith Park $440,000
415372 Megowan Park $350,000
415553 Crown Center Systems Repair $40,000
Parks and Recreation $880,000
Transportation
415854 Alley Paving - City Share $600,000
415856 Alley Paving - Private Share $500,000
415857 Street Resurfacing $4,200,000
415862 Traffic Signal System Study $50,000
415864 50/50 Curb and Sidewalk $100,000
415867 Block Curb and Sidewalk $175,000
415868 Streetlight Upgrades $500,000
415871 Traffic Signal Upgrades $250,000
415882 McCormick Blvd Reconstruction $1,400,000
416028 Traffic Signal and Street Light Maintenance $80,000
416097 Viaduct Screening $100,000
7720 Capital Outlay - Fleet $2,041,000
Transportation $9,996,000
Grand Total(s) $28,646,090
605
606
EXHIBIT C 2006-2007 Funded Capital Projects Map
607
608
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Station #5
Service Center
Police Station
Robert Crown Center
Water Treatment Plant
Evanston Public Library
SmithPark
MegowenPark
MAIN
LAKE
ASBURY
LEE
LINCOLN
MCCORMICK
CHICAGO
CHURCH
HOWARD
RIDGE
DAVIS
OAKTON
DEMPSTER
EMERSON
GREENLEAF
MAPLE
PAYNE
CUSTER
HINMAN
GREEN BAY
FOWLER
SOUTH
MADISON
JUDSON
MONROE
DODGE
GREENWOOD
ISABELLA
GROVE
EWING
KIRK
CAMPUS
WESLEY
ELMWOOD
CRAWFORD
WASHINGTON
SIMPSON
PROSPECT
KEDZIE
PIONEER
DEWEY
BARTON
DARROW
FOSTER
CENTRAL PARK
ELGIN
ORRINGTON
FOREST
BENNETT
ASHLAND
HURD
MARCY
PRAIRIE
REBA
COLFAX
MILBURN
PARK
HAMILTON
JENKS
HULL
REESE
HARTZELL
GREY
COWPER
NOYES
CLARK
CASE
HARTREY
EASTWOOD
CALLAN
GRANTHASTINGS
LYONS
CRAIN
MULFORD
MICHIGAN
LINCOLNWOOD
RIDGEWAY
LIVINGSTON
CENTRAL
LAWNDALE
ELM
AUSTIN
LELAND
PITNER
CLINTON
BROWN
POPLAR
MCDANIEL
BRYANT
SEWARD
HIGHLAND
THAYER
UNIVERSITY
LAKE SHORE
KEENEY
INGLESIDE
OAK
WILDER
HARVARD
HOVLAND
WARREN
HARRISON
DOBSON
SHERIDAN
BRUMMEL
GIRARD
TRINITY
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TECH
FORESTVIEW
STEWART
CLEVELAND
HAMLIN
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KNOX
PRATT
ROSLYN
HAVEN
CLYDE
GLENVIEW
FLORENCE
CALVIN
WALNUT
SHERMAN
LEONARD
JACKSON
ROSALIE
GARNETT
GAFFIELD
LIBRARY
GARRISON
MONTICELLO
NATHANIEL
PRINCETON
HAYES
ELINOR
NORMANDY
CULVER
EAST RAILROAD
HILLSIDE
CLIFFORD
MARTHA
RICHMOND
THELIN
ARTS CIRCLE
LAKESIDE
GENEVA
ELGIN
CLEVELAND
FLORENCE
MILBURN
PITNER
LINCOLNWOOD
INGLESIDE
DARROW
COLFAX
DEWEY
JUDSON
ASHLAND
MCDANIEL
GREY
ASBURY
CASE
CRAIN
MCDANIEL
SHERMAN
FOSTER
GROVE
BRUMMEL
DOBSON
CLEVELAND
LINCOLNWOOD
MAPLE
SEWARD
THAYER
RIDGE
BRUMMEL
GREY
PARK
WESLEY
HARTREY
SIMPSON
SEWARD
WASHINGTON
NOYES
GREY
PAYNE
WESLEY
FOSTER
WESLEY
GREY
BROWN
JACKSON
DAVIS
WALNUT
DEWEY
PRAIRIE
RIDGE
FLORENCE
BROWN
COLFAX
HARRISON
MADISON
CENTRAL
THAYER
MULFORD
SOUTH
DEWEY
LEE
CALLAN
ASHLAND
SEWARD
HARRISON
GRANT
MULFORD
POPLAR
HARRISON
ELM
ASBURY
LEE
HARTREY
HINMAN
PITNER
PRINCETON
MICHIGAN
CLARK
COLFAX
NOYES
HARTZELL
MCDANIEL
GREENWOOD
WESLEY
GREY
PAYNE
HARTREY
BROWN
CRAIN
SHERMAN
LEE
JACKSON
HARTREY
BROWN
SHERIDAN
FOREST
AUSTIN
KEENEY
FOREST
EWING GIRARD
DEWEY
DOBSON
BARTON
HURD
PITNER
WESLEY
WESLEY
COLFAX
GREY
PARK
KEENEY
SOUTH
ISABELLA
DAVIS
NOYES
SEWARD
DEWEY
BENNETT
BROWN
GROVE
MCDANIEL
BRUMMEL
2006-2007 Capital Improvement Projects
CapitalImprovementProjects2006.mxd 5/10/2006
0 0.5 10.25 Mile
Traffic Signal
Facilities Project
Street Resurfacing
Street Resurfacing withWater and/or Sewer Work
New Water Main
Alley Paving
Catch Basin Replacement
Park Project
609
610
EXHIBIT D 2006 -2007 Capital Budget Project Descriptions
611
612
Capital Improvement 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
Service Center Exterior Wall Repair BU# 415225
Project Description Estimated Project Costs Consulting 0 Construction 100,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
During snow removal operations a portion of the brick wall in front of the fleet services vehicle storage area fell. The city's consulting engineers suggested replacement of the wall structure because, while there is rebar inserted into the concrete base of the brick wall, the rebar is not mortared to the brick and, consequently, there is no interior steel support for the wall. Total reconstruction of the courtyard brick wall is estimated at $100,000. 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
613
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.
Total 50,000 Justification Funding Sources Reallocated Project Funds 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 and plant material on an ongoing basis to maintain the park system.
Since this funding is designed to absorb unknown and unanticipated repairs, potential maintenance impacts are currently unknown.
Smith Park Renovations BU# 415362
Project Description Estimated Project Costs Consulting 10,000 Construction 430,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Reconstruct playground and general park grounds and install safety lighting system. Improvements will be based on input from public involvement process scheduled to occur in fall 2006. Design is scheduled for fall/winter 2006. Construction is scheduled for spring/summer 2007. Total 440,000 Justification Funding Sources Reallocated Project Funds 340,000 CDBG Funds 100,000 Select Funding Sources 0 Total 440,000 Operational Impact
Park renovation is required due to failing play equipment, surfacing, edging, site furnishings and non-compliant (ADA, ASTM, CPSC) playground and pavement elements. A safety lighting system is required to enhance area security. This park was last renovated in 1992 with minimal playground safety modifications only. This project will increase bi-annual maintenance costs to replenish ADA accessible wood chip playground surfacing. Currently, non ADA compliant wood chips are procured at no cost from the city's Forestry operations. The new playground will require the purchase of 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 physical design and layout of the new playground area (to be determined through a public input process). Additional annual cost increases will occur with periodic maintenance needs for the proposed safety lighting system.
614
Megowan Park Renovations BU# 415372
Project Description Estimated Project Costs Consulting 10,000 Construction 340,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Reconstruct playground, lighting and general park grounds. Improvements will be based on input from public involvement process scheduled to occur in fall 2006. Design is scheduled for fall/winter 2006. Construction is scheduled for spring/summer 2007. 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
Park renovation is required due to failing play equipment, surfacing, edging, lighting, site furnishings and non-compliant (ADA, ASTM, CPSC) playground and pavement elements. This park was last renovated in 1988.
This project will increase bi-annual maintenance costs to replenish ADA accessible wood chip playground surfacing. Currently, non ADA compliant wood chips are procured at no cost from the city's Forestry operations. The new playground will require the purchase of 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 physical design and layout of the new playground area (to be determined through a public input process). Robert Crown Center Capital Maintenance BU# 415553
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 40,000
Contingency funding for unanticipated annual repairs at the Crown Center and Ice Rink.
Total 40,000 Justification Funding Sources Reallocated Project Funds 40,000 Select Funding Sources 0 Select Funding Sources 0 Total 40,000 Operational Impact
Repair/replacement of failing equipment and systems on an ongoing basis to maintain service and building viability.
Recreation programs will need to be scheduled around construction activities.
615
Crown Center Fire Alarm BU# 415564
Project Description Estimated Project Costs Consulting 0 Construction 120,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
This project will install an emergency fire alarm system throughout the entire Crown Center as required by the State Fire Marshall.
Total 120,000 Justification Funding Sources Bonds Property Tax Supported 120,000 Select Funding Sources 0 Select Funding Sources 0 Total 120,000 Operational Impact
Camp and preschool program licenses require this system to be in place to protect users.
Recreation programs will need to be scheduled around construction activities. Police – Fire HQ Interior BU# 415718
Project Description Estimated Project Costs Consulting 150,000 Construction 1,280,000 Furniture/Fixtures/Equipment 0 Contingency 25,000 Capital Expenditures 0
Year 1 work: Architectural Design Renovation of Youth Services and Men’s/Women’s locker rooms to convert into offices per concept design of the master plan Convert basement storage into “Evidence Technician offices” Convert basement locker room to bunker rooms for Men’s & Women’s Year 2 work Replace floor coverings at the Southeast corner of the second floor Replace doors to staircase and retread (damaged) rear staircase Abatement of ACM floor tile and mastic Replace existing carpet with combination of carpet & rubber tiles Install Fire alarm for Police Station Install parapet flashing to cover ceramic weep block Install exterior signage Replace/upgrade AHU of 911 Center Landscaping on Lake Ave. side
Total 1,430,000
Justification Funding Sources GO Bonds 200,000 Reallocated Project Funds 200,000 Total 400,000 Operational Impact Bring second floor into exiting compliance, increase energy efficiency of existing mechanical equipment. Improve appearance on exterior and interior. Accommodate increased staff with new locker rooms. Upgrade flooring to reduce tripping hazards.
The work described in this proposal represents the final phase (IV) in the renovation of the Police Facility. The majority of work required in Phase IV is required to fix the code compliance violations in the northwest second floor portion of the Police Facility. This entire area needs to be redesigned in order to provide points of egress. The second floor Locker Rooms will be moved to the basement area. The floor coverings are torn and need to be replaced. This is a safety issue. The fire alarm system is also a safety issue. Basement painting and lighting has been included as well as signage (interior and exterior). Overall, this phase represents needed changes required by code for the overall safety and security of employees and customers. Once Phase IV is completed, the Police Facility will be very functional.
616
Fire Station #5 BU# 415802
Project Description Estimated Project Costs Consulting 300,000 Construction 4,700,000 Furniture/Fixtures/Equipment 200,000 Contingency 200,000 Capital Expenditures 0
Construct New Fire Station. Remove and replace Fire station #5. $230,000 was allocated in 2004-05 CIP, and $300,000 was allocated in the 05-06 CIP. Additional Costs are necessary to lease additional space adjacent to existing firehouse, re-hab that space, then put it back as it was after the Fire Dept. is finished with it. Total 5,400,000 Justification Funding Sources Bonds – Property Tax Supported 200,000 0 0 Total 200,000 Operational Impact
The existing facility is inadequate to properly house the existing fire fighting equipment. Newer, larger equipment requires increased space. The Fire Department is requesting additional meeting space and the use of the adjacent building during the construction period to maintain service to the northwest side of Evanston. These factors increase the anticipated project costs. This new facility will be larger, and more complex. It will cost more in energy consumption, maintenance, and service agreements. It will most likely have an elevator which is not present in the existing station. Special Assessment Alley Paving – City Share BU# 415854
Project Description Estimated Project Costs Consulting 0 Construction 600,000 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 the necessary sewer improvements, installation of drainage structures and paving the alley with Portland Cement Concrete, 8” thick.
Total 600,000 Justification Funding Sources Bonds Property Tax Supported CBDG Funds 450,000 150,000 Select Funding Sources 0 Select Funding Sources 0 Total 600,000 Operational Impact
This alley paving program is quite popular and many residents prefer paved alleys instead of gravel alleys. The funding is for City’s share of the Special Assessment alley construction cost, which is funded 50% by the City and 50% by the property owners.
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.
617
Special Assessment Alley Paving – Private Share BU# 415856
Project Description Estimated Project Costs Consulting 0 Construction 500,000 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 the necessary sewer improvements, installation of drainage structures and paving the alley with Portland Cement Concrete, 8” thick.
Total 500,000 Justification Funding Sources Go/Special Assessment BondSelect Funding Sources 500,000 0 Select Funding Sources 0 Select Funding Sources 0 Total 500,000 Operational Impact
This alley paving program is quite popular and many residents prefer paved alleys instead of gravel alley construction cost, which is funded 50% by the City and 50% by the property owners.
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. 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
This is the annual program to resurface the streets in poor condition throughout the City.
Total 4,200,000 Justification Funding Sources Bonds Property Tax Supported Motor Fuels Tax 3,000,000 1,200,000 Total 4,200,000 Operational Impact
The City Council has approved a 5-year street resurfacing plan to address deficiencies. The 2007-2011 Street Resurfacing Plan 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.
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.
618
Traffic Signal System Studies BU# 415862
Project Description Estimated Project Costs Consulting 50,000 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Consultant studies to include intersection capacity analysis, accident reviews and pedestrian safety analysis at various locations. Recommendations will be made to City Council to determine what measures, if any, should be taken.
Total 50,000 Justification Funding Sources Bonds Property Tax Supported 50,000 0 0 Total 50,000 Operational Impact
A number of intersections are operating at low level of service, have pedestrian and vehicular conflicts, and have either accident problems or significant accident potential. The study will identify corrective measures that can be taken to mitigate the problems.
Improved pedestrian and traffic safety and better flow of traffic. Also, it may ultimately reduce our liability as fewer accidents are anticipated. Maintenance costs should go down after the recommended measures are implemented. 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. It pays 50% of the construction cost and the residents pay the remainder.
Total 100,000 Justification Funding Sources Bonds Property Tax Supported 100,000 0 0 Total 100,000 Operational Impact
Existing curbs & sidewalks are in poor condition at several locations throughout the City. The program encourages residents to participate in the program by cost sharing.
The program reduces maintenance costs and eliminates drainage problems due to uneven curb grades. It makes the City more walkable and safer for pedestrians.
619
Block Curb & Sidewalk Program BU# 415867
Project Description Estimated Project Costs Consulting 0 Construction 175,000 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.
Total 175,000 Justification Funding Sources Bonds Property Tax Supported 100,000 CDBG Funds 75,000 0 Total 175,000 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.
The program reduces maintenance costs and eliminates drainage problems due to uneven curb grades. It makes the City more walkable and safer for pedestrians. Streetlight Upgrade Program BU# 415868
Project Description Estimated Project Costs Consulting 0 Construction 500,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Replacement of mercury vapor streetlights with induction lighting units in accordance with City Council approved plan.
Total 500,000 Justification Funding Sources Bonds Property Tax Supported 500,000 0 0 Total 500,000 Operational Impact
This program is needed to replace existing lighting system with a more environmentally friendly induction lighting system. The new lights will be brighter than the existing mercury vapor lights resulting in better visibility and safer street and sidewalks for pedestrians and motorists.
Upon completion, the costs to maintain the system will be reduced due to the much longer bulb life and the lower power consumption.
620
Traffic Signal Upgrades BU# 415871
Project Description Estimated Project Costs Consulting 0 Construction 250,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Upgrade two antiquated traffic signal systems.
Total 250,000 Justification Funding Sources Bonds Property Tax Supported 250,000 0 0 Total 250,000 Operational Impact
Traffic signals that have aged and need to be upgraded to latest standards. The selection of the two intersections is made from the EDOT 5-Year signal improvement plan and will be approved by the City Council.
Improved pedestrian and traffic safety, as well as lower maintenance costs and power consumption costs. Intersections selected are typically at (or past) the end of their useful life. McCormick Blvd Reconstruction BU# 415882
Project Description Estimated Project Costs Consulting 0 Construction 1,400,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
The McCormick Blvd. Reconstruction Project includes the roadway reconstruction of McCormick Blvd. from Golf/Emerson Street to Green Bay Rd. The project was bid in November, 2005 and the low bid of $5.4 Million was approximately $1.4 Million over the engineer's estimate of $4.0 Million. The project was re-bid and has a bid opening date of January 20, 2005. It has been recommended that an additional $1.4 Million in city funding be programmed to cover the cost of the project in case the January 20, 2006 low bid does not come in under the November low bid amount.
Total 1,400,000
Justification Funding Sources Bonds Property Tax Supported 1,400,000 Select Funding Sources 0 Select Funding Sources 0 Total 1,400,000 Operational Impact
621
Planned Technology Replacement Schedule BU# 416001
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 200,000 Contingency 0 Capital Expenditures 0
This is funding for the “Planned Technology Replacement Schedule” which consists of Personal Computers, Printers, Servers, Network devices, and Office Productivity Tools.
Total 200,000 Justification Funding Sources Bonds Property Tax Supported 200,000 Select Funding Sources 0 Select Funding Sources 0 Total 200,000 Operational Impact
Information technology has become an integral part of the City’s operations. Without replenishing the technology it would fail and there is little the City could do to provide everyday services. The useful life of this computer equipment and software varies and is driven by many factors such as how long the technology is supported by the vendor, capacitity requirements, the cost of repairs, the risk and ramification of equipment failure, the ability to support the product, and new needed services the City wants to provide.
No impact in first year
Traffic Signal & Streetlight Maintenance BU# 416028
Project Description Estimated Project Costs Consulting 0 Construction 80,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 0
Regular maintenance is necessary to operate traffic signals and street lights. This item includes such major maintenance items as pole painting and repair, pole replacement, controller replacement, power center replacement and repair, and related tasks.
Total 80,000 Justification Funding Sources Bonds Property Tax Supported 80,000 0 0 Total 80,000 Operational Impact
During the course of the year we encounter unexpected jobs due to construction, 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 to the point where they are unsafe to the public.
Improved pedestrian and traffic safety.
622
Reimbursement to the General Fund BU# 416051
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 300,000
Services for capital improvement projects.
Total 300,000 Justification Funding Sources Bonds - Property Tax Supported 300,000 Select Funding Sources 0 Select Funding Sources 0 Total 300,000 Operational Impact
A transfer is needed to the general fund for all of the services provided by general fund staff on capital projects.
This is the fund reimbursement needed to keep the CIP program viable.
Contingency Funds BU# 416052
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 200,000
In accordance with the Capital Improvement Policy adopted by the City Council, a bond funded capital plan contingency account shall be included at the beginning of each fiscal year. Funds from the overall CIP contingency account can be used to supplement a project if non are available within the deparment’s exisiting projects. Total 200,000 Justification Funding Sources Bonds - Property Tax Supported 200,000 Select Funding Sources 0 Select Funding Sources 0 Total 200,000 Operational Impact
This “project” provides supplementary funding for capital projects.
Not significant.
623
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 the CTA and Metra viaducts in the City by placing bird screening and using other bird elimination techniques.
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 related to pigeon waste on the sidewalks. Contract is in place for one more year after this and it is anticipated all viaducts will be completed in 2007.
Reduces need to clean sidewalks under viaducts; reduces health risk. Library Youth Services Renovation Project BU# 416129
Project Description Estimated Project Costs Consulting 287,000 Construction 1,004,000 Furniture/Fixtures/Equipment 1,004,000 Contingency 125,000 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 the 3rd floor of the Main Library. FY06 funding of $450,000.
Total 2,420,000 Justification Funding Sources GO Bonds 250,000 Illinois State Grant 200,000 Private Sources 260,000 Total 710,000 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.
624
Emergency Telephone System Capital Purchases BU# 5150
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 810,000
The ETSB funds the purchase of capital items to be used 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
Increased efficiency of first responder communications.
Filter & Service Building Expansion BU# 733055
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 3,000,000
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 3,000,000
Justification Funding Sources Water Fund – DIE 1,000,000 Select Funding Sources 0 Select Funding Sources 0 Total 1,000,000 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.
625
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 50,000 Select Funding Sources 0 Select Funding Sources 0 Total 50,000 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.
Increased security provides greater protection of the water supply for over 350,000 people. Water Main Engineering Services BU# 733071
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 250,000
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 250,000 Select Funding Sources 0 Select Funding Sources 0 Total 250,000 Operational Impact
The recent distribution system hydraulic analysis identified over $17 million dollars (2003 dollars) of water main Improvements necessary to meet minimal fire flow recommendations. An aggressive water main replacement program is essential to maintain needed flow capacity and structural intengrity. Engineering Services are required to adequately perform the quantity of water main replacements scheduled. Adequate maintenance and replacement of the water distribution system is essential to the reliable provision of water on a daily basis.
626
Repair Zebra Mussel System BU# 733074
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 100,000
Provides funds to repair the chlorine feed line that is currently broken located within the 48” intake in the lake.
Total 100,000 Justification Funding Sources Water Fund – DIE 100,000 Select Funding Sources 0 Select Funding Sources 0 Total 100,000 Operational Impact
The zebra mussel control system enables us to periodically feed chlorine through the intakes to eliminate the buildup of mussels at the mouth of the intakes and the potential reduction of flow capacity. The chlorine lines were installed in 1992. One of the lines now has a leak and we are unable to disperse chlorine to the end of one of the intakes. We are currently investigating the location of the leak and the options for repair/replacement.
Should the buildup of zebra mussels continue to grow, the flow capacity of our intakes will be reduced. Repair & Recoating of the Alum Tanks BU# 733075
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 75,000
Provides for the repair and recoating of the three tanks used for storing the chemical Alum which is used in the water treatment process.
Total 75,000 Justification Funding Sources Water Fund – DIE 75,000 Select Funding Sources 0 Select Funding Sources 0 Total 75,000 Operational Impact
The three present underground alum storage tanks are 40 years old. Alum is corrosive and it is critical to periodically line the tanks to prevent structural tank failure. The tanks were last coated in 1995. Repairing and recoating the tanks at this time is necessary to prevent possible costly replacement.
Adequate chemical storage is essential to the daily operation of the water treatment facility.
627
Garage #5&6 and Retaining Wall Repair BU# 733077
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 75,000
Provides for the cleaning, repair and painting of the interiors of garages #5 & #6. Also provides funds for the reinforcement and concrete overlay of the retaining wall between upper and lower garage entrance ramps.
Total 75,000 Justification Funding Sources Water Fund – DIE 75,000 Select Funding Sources 0 Select Funding Sources 0 Total 75,000 Operational Impact
This work is necessary to prolong the life of these essential plant structures.
Maintaining these structures is essential to the daily operations of the facility. SCADA System Improvements BU# 733078
Project Description Estimated Project Costs Consulting 10,000 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 400,000
Provides funding for and engineering review of our existing Supervisory Control and Data Acquisition System (SCADA) with recommendations for phased replacements.
Total 410,000 Justification Funding Sources Water Fund – DIE 10,000 Select Funding Sources 0 Select Funding Sources 0 Total 10,000 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 was 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.
628
Water Main Installations BU# 733702
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 2,800,000
Provides annual funding for water main replacements as planned in conjunction with the street improvement plan.
Total 2,800,000 Justification Funding Sources Water Fund – DIE 2,800,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,800,000 Operational Impact
The recent distribution system hydraulic analysis identified over $17 million dollars (2003 dollars) of water main Improvements necessary to meet minimal fire flow recommendations.
Adequate maintenance and replacement of the water distribution system is essential to the reliable provision of water on a daily basis. Emergency Sewer Work BU# 7420
Project Description Estimated Project Costs Consulting 0 Construction 75,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
This project has been funded at a level of $75,000 per year to provide funding for emergency sewer failure situations.
Total 75,000 Justification Funding Sources Sewer Capital 75,000 Select Funding Sources 0 Select Funding Sources 0 Total 75,000 Operational Impact
These funds are necessary to maintain the integrity of the existing combined sewer system.
Provides a mechanism to handle the financial impact of sewer emergencies.
629
Sewer Lining BU# 7420
Project Description Estimated Project Costs Consulting 0 Construction 250,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
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, and deteriorated sections are identified and then included in the contract work for lining. Total 250,000 Justification Funding Sources Sewer Capital 250,000 Select Funding Sources 0 Select Funding Sources 0 Total 250,000 Operational Impact
These funds are necessary to maintain the integrity of the existing combined sewer system.
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. Street Improvement Projects BU# 7420
Project Description Estimated Project Costs Consulting 0 Construction 550,000 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
Provides funds for sewer repairs on streets scheduled for resurfacing and street improvement projects.
Total 550,000 Justification Funding Sources Sewer Capital 550,000 Select Funding Sources 0 Select Funding Sources 0 Total 550,000 Operational Impact
These funds are necessary to maintain the integrity of the existing combined sewer system. Coordination of these underground repairs and improvements prior to street resurfacing minimizes the long term disruption to the neighborhoods.
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.
630
Engineering Services for Sewer Main Design and Construction Services BU# 7425
Project Description Estimated Project Costs Consulting 117,000 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
Provides for the design of upcoming sewer main work and engineering services during the construction.
Total 117,000 Justification Funding Sources Sewer Reserves 117,000 Select Funding Sources 0 Select Funding Sources 0 Total 117,000 Operational Impact
This work is necessary to facilitate the installation of these sewers in conjuction with the MFT street resurfacing program.
Provides for the installation of sewers prior to resurfacing reducing the need for disruption to the neighborhood in the future. Phase S82B Construction BU# 7475
Project Description Estimated Project Costs Consulting 0 Construction 10,312,800 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
Provides funds for the construction of phase S82B of the Long Range Sewer Improvement Program. This work will take place in the area around Orrington, between Noyes and Emerson. It will involve the installation of a 78” relief sewer tunnel on Orrington between Noyes and Foster, replacement of the combined sewer and the water main on Orrington between Noyes and Emerson, a relief sewer tunnel on Foster and open cut construction in the surrounding area.
Total 10,312,800
Justification Funding Sources IEPA Loan Fund 7,425,216 Sewer Reserves 825,216 Select Funding Sources 0 Total 8,250,240 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.
631
Phase S82B Construction Engineering Services BU# 7476
Project Description Estimated Project Costs Consulting 0 Construction 1,317,312 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures
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 1,317,312 Justification Funding Sources IEPA Loan Fund 970,065 Sewer Reserves 107,785 Select Funding Sources 0 Total 1,077,850 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. Fleet Capital Outlay BU# 7720
Project Description Estimated Project Costs Consulting 0 Construction 0 Furniture/Fixtures/Equipment 0 Contingency 0 Capital Expenditures 2,041,000
This is the funding for the replacement of all City Fleet vehicles.
Total 2,041,000 Justification Funding Sources Fleet Services Fund 2,041,000 Select Funding Sources 0 Select Funding Sources 0 Total 2,041,000 Operational Impact
Scheduled replacement of vehicles and equipment reduces maintenance costs and helps heep vehicles in service.
Regular replacement reduces major maintenance as well as unanticipated failure and financial impact of unplanned purchases.
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
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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.
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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.
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