HomeMy WebLinkAbout2005-2006 Adopted Budget
ELECTED OFFICIALS
Lorraine H. Morton Mayor
ALDERMAN
Arthur B. Newman First Ward
Lionel Jean-Baptiste Second Ward
Melissa A. Wynne Third Ward
Steven J. Bernstein Fourth Ward
Joseph N. Kent Fifth Ward
Edmund B. Moran, Jr. Sixth Ward
Elizabeth B. Tisdahl Seventh Ward
Ann Rainey Eighth Ward
Gene Feldman Ninth Ward
Mary P. Morris City Clerk
Julia A. Carroll, City Manager
Judith A. Aiello, Interim City Manager
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CITY OF EVANSTON
2005-2006 APPROVED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Appropriations
TABLE OF CONTENTS
Part I – Message
Page
City Manager’s Budget Message………………………………………………….………… 11
Executive Summary………………………………………………………………………….. 19
Memo on Final Changes……………………………………………………………………… 25
Part II – Charts and Summaries
Organizational Chart…………………………………………………………………………. 29
General Information……………………………………………………………………......... 31
Evanston Events Calendar………………………………………………………………….. 32
Fund Descriptions…………………………………………………………………………….. 34
Budget Policy…………………………………………………………………………………. 37
Budgetary Basis of Accounting…………………………………………………………….. 41
Fund Summary…………………………………………………………………………......... 43
Total Appropriations – All Funds……………………………..………………………......... 44
Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………..... 45
Transfer Summary…………………………………………………………………………… 46
Tax Bill Charts………...……………….……………………………………………………… 49
Property Tax Charts………………………………………………………………………….. 50
Revenue Sources, Assumptions and Trends……………………………………………… 56
2005 Property Tax Levy……………………………………………………………………... 60
Debt Service Charts………………………………………………………………………….. 62
Part III – General Fund Budget
All Divisions Expenditure Chart……………………………………………………………… 67
Expenditure Summary……………………….…………………………………………........ 68
General Fund Revenue Summary….………………………………………………………. 69
General Fund Revenue Detail…………………………………………………………… 70
City Council…………………………………………………………………………………… 78
City Clerk’s Office……………………………………………………………………………. 82
City Manager………………………………………………………………………………….. 86
Public Information………………………………………………………………………… 90
Farmer’s Market…………………………………………………………………………… 92
Office of Management and Budget…………………………………………………………. 95
Budget Office……………………………………………………………………………… 98
General Contingency…………………………………………………………………….. 100
Information Systems……………………………………………………………………… 103
Geographic Information Systems (GIS)………………………………………………… 106
Administrative Adjudication………………………………………………………………. 108
Legal……………………………………………………………………………………........... 110
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Fire ……………………………………………………………………………………………. 200
Fire Management & Support……………………………………………………………. 202
Fire Prevention Bureau………………………………………………………………….. 204
Fire Suppression Bureau………………………………………………………………… 206
Health and Human Services……………………………………………………………...... 208
Health Services Administration…………………………………………………………. 212
Laboratory……...…………………………………………………………………………. 214
Family Health……………………………………………………………………………… 216
Infectious Disease Control………………………………………………………………. 218
Dental Services…………………………………………………………………………… 220
Adult Health……………………………………………………………………………….. 222
Food & Environment……………………………………………………………………… 224
Vital Records……………………………………………………………………………… 226
Health Department Grants………………………………………………………………. 228
Page
Human Resources………………………………………………………………………........ 114
Finance………………………………………………………………………………………… 120
Finance General Support……………………………………………………………....... 122
Revenue Division…………………………………………………………………………. 124
Payroll Division……………………………………………………………………………. 126
Accounting Division………………………………………………………………………. 128
Purchasing/ Accounts Payable/ MWEBE………………………………………………. 130
Facilities Management……………………………………………………………………….. 132
Facilities Management General Support……………………………………………..... 134
Construction and Repair…………………………………………………………………. 136
Mail and Information Services…………………………………………………………… 138
Custodial Maintenance…………………………………………………………………… 140
Emergency Management……………………………………………………………....... 142
Cable Communications…………………………………………………………………… 144
Community Development……………………………………………………………………. 146
Community Development Administration………………………………………………. 150
Planning and Support Service…………………………………………………………… 152
Zoning Analysis and Support……………………………………………………………. 154
Housing Code Compliance………………………………………………………………. 156
Housing Rehabilitation……………………………………………………………………. 158
Building Code Compliance…………………………………………………………........ 160
Police…………………………………………………………………………………………… 162
Police Administration……………………………………………………………………… 168
Patrol Operations……………………………………………………………………......... 170
Criminal Investigation………………………………………………………………......... 172
Social Services Bureau...……………………………………………………………....... 174
Juvenile Bureau…………………………………………………………………………… 176
School Liaison………………………………………………………………………......... 178
Records Bureau…………………………………………………………………….......... 180
Communications Bureau...………………………………………………………………. 182
Service Desk Bureau...…………………………………………………………………… 184
Office of Professional Standards……………………………………………………...... 186
Office of Administration…………………………………………………………….......... 188
Neighborhood Enforcement……………………………………………………………… 190
Traffic Bureau……………………………………………………………………………… 192
Community Strategic Bureau……………………………………………………………. 194
Animal Control…………………………………………………………………………….. 196
Problem Solving Team…………………………………………………………………… 198
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Page
Recreation………………………………………………………………………………......... 321
Management & General Support……………………………………………………..... 330
Business & Fiscal Management………………………………………………………… 332
Communications & Marketing Services……………………………………………….. 334
Recreation General Support…………………………………………………………….. 336
Park Utilities……………………………………………………………………………….. 338
Robert Crown Center…………………………………………………………………….. 340
Chandler Community Center……………………………………………………………. 342
Fleetwood-Jourdain Community Center……………………………………………...... 344
Fleetwood-Jourdain Theater…………………………………………………………….. 346
At Risk Opportunities……………………………………………………………………... 348
Levy Activity Center………………………………………………………………………. 350
Church Street Boat Ramp……………………………………………………………….. 352
Boat Storage Facility……...……………………………………………………………… 354
Beaches…………………………………………………………………………………… 356
Facility Maintenance……………………………………………………………………… 358
Crown Ice Rink……………………………………………………………………………. 360
Community Intervention Services………………………………………………………….. 231
Mental Health Board/Community Purchased Services…………………………………… 236
Commission on Aging………………………………………………………………………… 242
Public Works………………………………………………………………………………….. 248
Director of Public Works……………………………………………………………........ 252
Municipal Service Center………………………………………………………………… 254
Division of Transportation………..………………………………………………………….. 256
EDOT Administration…...………………………………………………………….......... 258
Engineering……………………………………………………………………………….. 260
Traffic Engineering Administration …………………………………………………….. 262
Traffic Signs………………………………………………………………………………. 264
Signals & Streetlights……………………………………………………………………. 266
Enforcement & Tickets…………………………………………………………………… 268
School Crossing Guards…………………………………………………………………. 270
Streets and Sanitation……………………………………………………………………….. 273
Administration…………………………………………………………………………….. 274
Street & Alley Maintenance……………………………………………………………… 276
Street Cleaning…………………………………………………………………………… 278
Ice & Snow Removal…………………………………………………………………….. 280
Refuse Collection & Disposal………………………………………………………....... 282
Residential Recycling……………………………………………………………………. 284
Yard Waste Services……………………………………………………………………. 286
Human Relations…………………………………………………………………………….. 288
Human Relations Commission…………………………………………………………. 290
Housing Advocacy………………………………………………………………………. 292
Summer Youth Employment Program…………………………………………………. 294
Library………………………………………………………………………………………… 297
Children’s Services………………………………………………………………………. 302
Reader’s Services……………………………………………………………………….. 304
Reference & Periodicals…………………………………………………………………. 306
Circulation…………………………………………………………………………………. 308
North Branch……………………………………………………………………………… 310
South Branch……………………………………………………………………………… 312
Technical Services………………………………………………………………………. 314
Maintenance…………………………………………………………………………....... 316
Administration………………………………………………………………………......... 318
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Parks & Forestry………………………………………………………………………………. 379
General Support…………………………………………………………………………… 380
Horticultural Maintenance………………………………………………………………… 382
Parkway Tree Maintenance…………………………………………………………....... 384
Dutch Elm Disease Control…………………………………………………………........ 386
Tree Planting………………………………………………………………………………. 388
Private Elm Tree Insurance…………………………………………………………....... 390
Dutch Elm Inoculation Program…………………………………………………………. 392
Ecology Center…………………………………………………………………………......... 394
Eco-Quest Day Camp…………………………………………………………………….. 398
Cultural Arts Division…………………………………………………………………………. 400
Arts Council………………………………………………………………………….......... 402
Noyes Cultural Arts Center…………………………………………………………........ 404
Cultural Arts Programs……………………………………………………………………. 406
Part IV – Other Funds Budget
All Funds Chart Summary……………………………………………………………………. 411
Motor Fuel Tax…………………………………………………………………………........... 412
Emergency Telephone System…………………………………………………………........ 415
Economic Development ……………………………………………………………………… 419
Community Development Block Grant……………………………………………………… 424
Housing Fund………………..…………………………………………………………........... 430
Washington National Special Tax Allocation – Debt Service Fund……………………… 432
Special Service Area No. 5…………...……………………………………………………… 433
Southwest II Special Tax Allocation – Debt Service Fund……………………………….. 434
Southwest Special Tax Allocation – Debt Service Fund…………………………………. 435
Debt Service Fund……………………………………………………………………………. 436
Downtown II Special Tax Allocation Service – Fund...……………………………………. 438
Maple Avenue Garage Fund……………………………………………………………....... 439
Parking System Fund………………………………...…………………………………....... 443
Water Fund……………………………………………………………………………………. 458
Sewer Fund……………………………………................................................................. 483
Fleet Services Fund………………………………………………………………………..…. 501
Insurance Fund..…………………………………………………………………………….... 515
Firefighters Pension Fund.………………………………………………………………..….. 519
Police Pension Fund………………………………………………………………………....... 520
Page
Sports Leagues…………………………………………………………………………..... 362
Aquatic Camp…………………………………………………………………………..….. 364
Tennis……………………………………………………………………………………..… 366
Drum & Bugle Corps…………………………………………………………………….... 368
Special Recreation………………………………………………………………………... 370
Bus Program………….…………………………………………………………………..… 372
Park Service Unit……………………………………………………………………......... 374
Youth Golf Program………………………………………………………………………. 376
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Page
Appendix 521
Personnel Comparison Charts………………………………………………………………. 523
Personnel Full-time Equivalent Five-Year Comparison ……….…………………………. 524
Personnel Full-time Equivalent Positions by Department………………………………… 528
Budget Process…………………………………………………………………………......... 542
Budget Calendar……………………………………………………………………….……… 544
Capital Improvement Plan 547
Capital Improvement Memorandum……………………………………………….………… 549
Final Changes to Proposed CIP Memorandum…………………………………………… 557
Capital Improvement Fund Policy…………………………………………………………… 559
Capital Projects by Funding Source……………………………………………………....... 571
General Obligation Bond Projects…………………………………………………………... 579
Capital Projects by Department……………………………………………………………… 581
Capital Project Descriptions……………………………………………………………........ 587
Glossary 627
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May 2, 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, 2005 and ending February 28, 2006. The annual budget together with Capital Improvement
Program is the City’s most important policy and management statements. These two documents
define and establish the City of Evanston’s priorities and services we provide to the community.
The City of Evanston is fortunate that the City Council’s policies regarding economic development
implemented in the past years have made us less dependent on a single industry or sector of the state
and local economies which are experiencing a slow rebound. We are beginning to see a rebound in
the state income tax revenue but at the same time growth in shared state and local sales tax revenues
remain flat.
Once again during the preparation of the budget, various City departments identified areas where
additional personnel and/or programs would enhance their operations. All of these are valid proposals
that should be considered in future years. However, given our current financial start, the FY 2005/06
Budget does not propose a significant expansion of service or personnel. Minor adjustments have
been made to reflect shifting needs and priorities of the organization. However, since the City of
Evanston is a service provider to the community most of its expenses are for salaries and benefits. The
FY 2005/06 proposed budget relies on a modest increase in the property tax and recommends the
creation of a food and beverage tax. It reflects a cautious outlook for the coming year.
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 increases reflected in this year’s budget are a result of
mandated costs. Union contracts, federal and state requirements, and necessary utility costs all
increase the cost of doing business. In order to meet this austere budget request each General Fund
line item was reviewed and wherever possible reduced to coincide with its three-year expenditure
history.
Below is a summary of the expenditures that comprise this request:
Current 2005/06 Proposed Budget $ 81,215,000
FY 2004/05 Adopted Budget $ 78,225,000
$ 2,990,000 3.82% Increase
The following is a listing of the expenditures in the General Fund that have increased as a result of
labor contacts, state mandates, utility costs, City Council requested tree planting services, and the
addition of a Firefighter/Paramedic. These costs represent 3.27% of the total increase of 3.82%
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Salaries and Wages $ 1,873,700
Overtime $ 131,400
Benefits (IMRF, FICA) $ 150,700
Utilities $ 163,800
Police Desk Officer $ 60,000
Police 1/2 Profiling Clerk $ 25,000
Firefighter/Paramedic $ 60,000
Additional Tree Planting $ 97,000
$ 2,561,600 3.27%
Non wage, benefits, tree increase $ 428,400 0.55% Increase
The remaining minor increase of .55% was achieved through reductions in departmental operating
budgets. These reductions amount to hundreds of thousands of dollars and once again place a strain
on operating budgets. The City continues to be in the position where it is required to do more with less.
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 increase 4.0% compared to an increase
of 2.3% in the Consumer Price Index (CPI).
The following are the highlights of the proposed budget:
1. Real Estate Property Tax
The budget proposes a 3.98% increase to the City’s portion of the property tax to meet the
obligations of City funds reliant on property tax revenue. This includes a 5.81% increase to the
General Fund, and a 4.0 % increase to the Debt Service portion of the tax levy. The City of
Evanston is obligated under State law to fund the Police Pension and Fire Pension Funds.
Due to the changes in State law during 2004 the City was required to increase its property tax
pension contribution by 21.9% and 25.5% respectively in the prior year. Due to increased
funding in the 2004/05 budget and better than average return on investments there is no need
to increase the contribution to the Police and Fire Pensions funds for 2005/06. The proposed
3.98% increase in the City of Evanston portion of the tax bill translates to less than a 1%
increase in the real estate tax bill. If the property tax increase is passed as submitted residents
would experience an increase of 0.75% in the overall property tax bill.
2. Food and Beverage Tax
It is proposed that a 1% food and beverage tax be imposed on all food served in Evanston.
This tax affects all restaurants in Evanston. In addition, it is proposed that a 2% reduction (to
4%) in the 6% liquor tax be made for restaurants. The Food and Beverage Tax will be an
increased tax to all type one and type two restaurants that do not serve liquor. For restaurants
that do serve liquor there will be a slight increase or decrease in the tax collected depending
on the proportion of liquor sales verses total sales. The restaurant sector is a large sector of
the Evanston economy, and this tax combination takes into consideration that sector and
concerns about not impeding its future growth. During this past year, we have placed an
emphasis on addressing the trash issues caused by food establishments.
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3. Cigarette Tax
This proposal would raise the tax on a pack of cigarettes from $ .16 to $ .32 per pack. This
increase would generate an additional $126,000 per year. The City of Chicago has approved
increasing their cigarette tax by $ .16 to $ .48 per pack. By increasing our tax rate by only $.08
we will still be competitive and not experience a major drop in sales.
4. Vehicle Sticker Fines
Currently the cost of a City of Evanston vehicle sticker is $60.00. The cost of a ticket for not
obtaining or displaying a city sticker is $30.00 it is therefore cheaper not to buy a sticker and
risk receipt of a ticket. The budget proposes to increase the fine for not having a sticker to
$50.00. This increase will result in additional revenue of $70,000 and hopefully an increase in
city sticker compliance.
5. Labor Contracts
All labor contracts, except for the Firefighter’s Union have been settled for FY 2005/06. These
settlements require an increase of 3.75% to the total wages for the AFSCME and Sergeants
union members and 3.5% for the Police Union (Teamsters). Non-represented employees are
recommended to receive a 3.75% increase in wages.
6. Health Insurance
During the mid-year budget review held in September 2004 staff estimated that renewal rate
increases for health insurance for FY 05/06 would be approximately 20%. If in fact that rate
held true the City of Evanston would have had to budget an additional $1,000,000 for this
expense. Through the hard work of the Human Resources staff and the Budget Office staff,
and better claims experience than expected for the prior year, the City was able to obtain
health insurance coverage at no increased cost. The City will be switching its provider to Blue
Cross and Blue Shield of Illinois on February 1, 2005.
7. Water Fund
There is no water rate increased proposed in the 2005/06 budget. The water fund continues
be financially stable and self-sufficient.
8. Sewer Fund
Ordinance 13-O-03 established the sewer rates for fiscal years 2004, 2005, and 2006. To be
in compliance with this ordinance sewer rates will increase 5% on March 1, 2005. This final
increase will complete the funding plan for the long-range sewer improvement program. No
additional rate increases are forecast beyond this point.
9. 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 $1,836,000. The final debt
service payments will be complete in FY 2005/06, which will establish an annual equipment
replacement budget of $2 million dollars.
10. Insurance Fund
Transfer to the Insurance Fund from the General Fund will remain at $1.9 million dollars. This
amount will support annual operating expenses but does not address the total outstanding
liability issues. Currently, the City of Evanston has an outstanding liability of $28,000,000. The
timing and necessity of paying the liability stands with the appellate and trial courts. Negative
outcome of our major cases will impact finances and may cause a restructuring, reduction or a
suspension of our Capital Improvement Plan expenditures.
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11. Parking Fund
The Parking Fund is currently under review by City Staff and the Parking Committee. The
Parking Fund is running operational deficits; it is necessary to adjust the rates and fees
charged by the parking system and allow the Parking Fund to return to a positive net income
position.
12. Personnel Adjustments
The FY 2005/06 budget has minor personnel adjustments. The Fire Department is
reorganizing its clerical support staff. The Executive Secretary and the Clerk Typist III
positions are being eliminated. There will be one Management Analyst Position created to
assist in new initiatives underway in the Department. There is also a position increase of one
firefighter/paramedic this year. It is our intention that this will be the first of three
firefighter/paramedic positions that we hope to add over the next three years. It is anticipated
that with the addition of these positions the City will be better equipped to respond to changes
in shift strength and reduce overtime expenditures.
The proposed budget also includes 1-½ position additions in the Police Department. The new
full-time position is a service desk officer. This is the first of three desk officers and a
supervisor that will be added over the next four years to allow the redeployment of sworn
officers to field work. This is a continuation of a prior initiative that has returned six sworn
officers to field duty. The additional ½ position is the result of the overwhelming impact of the
racial profiling requirement mandated by the State of Illinois. Last year a half time position was
added to handle the workload requirements. After nearly a year of experience we have found
that a full time position is necessary
The proposed budget also includes the addition of Facilities Management Maintenance
Worker III funded through TIF funds. Recent experience with the Maple Avenue Self-Park and
the Church/Chicago Self-Park and the expected workload increase from the Sherman Avenue
Garage has made an additional position necessary. We recognize that new facilities must be
maintained.
The final change in personnel is the creation of two new Management Analyst positions in the
Office of Management & Budget. There will not be a monetary increase since we will save
money from the Fire Department reorganization and there is a vacant Management Analyst
position in Parks Forestry and Recreation Department. This position will be transferred to
Management and Budget. This new emphasis will create a team with each of the
Departments; Management & Budget Office and City Manager’s Office that will be used to
review and analyze financial efficiencies, business trends, organizational needs and
improvements, and policy issues, to provide better service delivery. Given the constraints of a
department’s workload, many of these opportunities are lost and cannot be completed
currently. If the City had adequate resources, I would recommend that each City department
have an analyst position. There are many projects within departments that the Departments
are unable to accomplish because of a lack of adequate personnel to address issues.
13. Building Permit Revenue
Due to sustained housing and commercial development the building permit fee revenue for FY
2005/06 is estimated to be $3 million dollars. This year we recommend that the full value not
be budgeted due to the uncertain economic conditions and that only $2 million dollars be
considered as on-going revenue for the general fund. This next fiscal year, we will receive the
revenue from the building permit fee for Sherman Plaza and possibly phase II of Sienna
project. There are not any new major projects on the drawing board.
We are recommending that the extra revenue ($1,000,000) be considered as the required
revenue for the first year of the tree inoculation program. Our full recommendation regarding
the tree inoculation program will be outlined below.
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14. Tree Inoculation and Planting Service
During the past several years, the City Council has highlighted the need to enhance our efforts
to preserve Evanston’s tree heritage. The City Council directed staff to increase the amount of
funds budgeted annually for tree planting. The proposed FY 2005/06 budget allocates
$162,000 for tree planting material. This is an increase of $97,000 over the prior year budget.
In September 2004 the City Council approved a proposal to survey the inventory of parkway
trees to determine the extent and feasibility of inoculating all public elm trees to prevent the
spread of the Dutch Elm disease. In addition to the survey, staff was directed to provide
funding options for City Council consideration during the 2005/06-budget process for a
fungicidal injection program. It is estimated that the cost for the injection program would be
$1,100,000 and the treatment would last approximately three years.
The FY 2005/06 Proposed Budget does not include funding for the inoculation program. Staff
has discussed the following structure and funding scenarios and is recommending that the City
Council dedicate a significant portion of a Saturday budget session to discuss the Tree
Inoculation program.
To support the Tree Inoculation Program, staff is recommending that a New Special Revenue
Fund be established to support the program. This will allow the City to isolate costs of this
program and to make annual adjustments when necessary. The City must identify an annual
revenue stream to support the program. The following are some funding options:
1. Funding Options
A. Single Year Funding.
Assuming that the cost to inoculate the elm trees is $1,100,000 then there
would need to be an annual revenue stream of $350,000 dedicated to the
Tree Fund. If it were the City Council’s desire to complete all of the
inoculations in one year they we would recommend that $1,450, 000 be
allocated the first year. This allows the inoculations in the first year and then
to have funds set aside for the fourth year, when the inoculation triennial must
begin again. Every year moving forward, funds must be clearly identified and
transferred to the Tree Inoculation Fund. This would ensure the appropriate
amount of funds would be available to fund the triennial program.
For the First Year Only
• Appropriate $ 1,100,000 from fund balance to complete all inoculations in
the first year.
• Appropriate the excess Building Permit Fees for year one
• Create an annual revenue stream of $350,000 to fund the triennial
program
Revenues options for future years include but are not limited to:
i. An increase in the Property Tax Levy of $350,000
ii. An Increase in the Gasoline Tax by $ .02
iii. A reallocation of other revenues now designated for the General
Fund.
iv. Appropriate excess Building Permit Fees for Year One
v. Dedicate funds from Northwestern for the Trees for the first three
years
vi. Approve an annual appropriation of $350,000 to fund the program
after the first year.
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B. Multi-Year Funding
• Fund program over a three-year period, 1/3rd of the trees
inoculated each year.
• Appropriate $350,000 from fund balance for the first year.
• Establish a revenue source to fund an annual appropriation
of $350,000. Revenue options would be similar to those
listed above.
C. Single Year 50/50 Program
The City of Evanston and many other communities use a cost-sharing model
when replacing streets, alleys, sidewalks, and curbs in the community. A similar
plan could be adopted for the tree inoculation program. In this model the City
would pay for 50% of the cost for inoculating a parkway tree in the front of a
resident’s home. The Council will have to consider options regarding a
mandatory or voluntary participation. If it is assumed that a mandatory system is
created an allocation of $550,000 would be necessary.
Steps necessary to complete this model are:
• Appropriate $ 550,000 from fund balance.
• Create an annual revenue stream of $170,000.
D. Three year 50/50 Program.
This program is similar to the single year 50/50 program but extends it over a
three-year period. The City would again share the cost equally with the resident
but only inoculate 1/3rd of the trees each year. This approach would require an
initial appropriation of $170,000 from fund balance for the first year and the
establishment of a revenue source of $170,000 in perpetuity.
Finally, it is recommended that no matter which alternative the City Council chooses, the
inoculation program will be reevaluated after three years to measure its effectiveness and
determine if it should continue. This is particularly critical since there is concern by arborists
that other species may also experience damage due to disease and exotic pests. As you will
recall, the Request for Proposals for the tree survey is requesting proposals to survey all trees.
Again, we are recommending that a Saturday budget session be dedicated to the tree
program. Staff will provide additional information for the Saturday discussion.
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, Judith Witt, Director of Human Resources, Tracy Roberts, Management
Analyst, Alison Zelms, Management Analyst for all of their efforts in preparing this document.
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A heartfelt thanks to the Mayor and Members of the City Council, the City Clerk, and the
members of the appointed Boards and Commissions, for your tireless efforts on behalf of the
Evanston community. Although you each spend many long and sometimes thankless hours
devoted to city business, there is no doubt that the citizens and community is a better place as
a result. While there are many problems facing this community, it is a community rich in
heritage and culture, strengthened by our diversity and a desirable place to live, work and play.
While there is not unanimity on each issue, we must all pledge to work together so that the
common goals of the community can be achieved. The City staff and I stand ready to assist
you during your deliberation of the 2005-06 City of Evanston Budget.
Judith A. Aiello
Interim City Manager
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City of Evanston, 2005-2006 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 FY2006 is $175,797,800 prior to interfund transfers. This
represents an increase of $10,888,551or 6.60%.
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.
IV. General Fund
Expenditures
The General Fund budget for 2005-2006 is $82,714,300. This represents a $4,489,300 or 5.74%
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 $32,776,511. This is an increase of $1,253,270 or
3.98%. The General Fund portion of this raises from $15,783,600 to $16,700,000 an
increase of $916,400. 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.
19
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 to the economic situation.
4. State Income Tax:
State income tax revenues are expected to increase by 16.3 %, bringing the expected
revenue to $5,000,000. This increase is due to the beginning of an economic rebound
and the State of Illinois discontinuing its one time tax refund deduction of $300,000. The
revenue projected is still $700,000 less than received in FY 2000/01.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For FY2005-2006, these are projected to total $8,200,000,
which shows no overall change from the previous year. The projections for the natural
gas utility and natural gas use taxes show an overall increase of $100,000 but are offset
by slowing Electric Utility Tax collections, projected at a $100,000 decrease from the last
year. Staff will continue to monitor the telecommunications tax as the second year under
the State of Illinois 6% Telecommunications Simplification Legislation progresses.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to be $4,000,000 for FY2006. 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.
7. Vehicle Licenses:
Vehicle license fees are expected to increase by about $100,000 this year, to
$2,100,000. Projections are based on actual activity and due to anticipated increases in
the number of stickers sold as a result of increases to the fine for not having a valid
vehicle sticker. 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 $7,804,950 in revenues, an
increase of $1,566,250 over the prior year. The main reason for the increase is a
continued strong housing and development market which translates to strong
performance in building permit revenue. An additional $132,400 is expected from the
cable franchise fee and historical trends show that this revenue source has been
performing well. In addition Comcast Cable has recently announced that cable rates are
going to be increased by a minimum of 6% in the upcoming year, translating to increased
tax collections.
9. Fines and Forfeitures:
Parking ticket, regular and other fine revenues are expected to increase by a modest
$188,000 to $4,355,500. The majority of this increase is due to the proposed increase in
the vehicle sticker fine. The fine for not displaying a city vehicle sticker was raised from
$30.00 to $50.00 beginning March 1, 2005.
10. State and Federal Aid
State and federal aid revenues will decrease by $275,300 due to a partial loss of the law
enforcement grant and a correction in the revenue budget for the lead paint hazard grant.
20
V. Other Funds
Motor Fuel Tax Fund
Spending for the fund is budgeted at $3,862,500 in FY2006. This is an increase of $1,012,500
from the FY2005 appropriation. This increase is due in part to the funding for reimbursements to
the Illinois Department of Transportation for required payments on the local share of construction
costs.
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 FY2005/06 are $2,190,300 up
$107,000. Projected revenues are $1,144,500, a decrease of 11.0%. The majority of the change
is due to a decrease of $101,000 in the state wireless surcharge revenue resulting from a change
in the revenue sharing formula.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban Development.
The amount for FY2005/06 is $2,859,353 for Community Development related programs, an
increase of $99,720 from FY2004/05. Recent information indicates that CDBG funding will not be
fully provided this year and that next year funding will most likely be drastically reduced.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,498,900 for FY2006.
Revenues for this fund are generated from the Hotel and Amusement Taxes and are anticipated
to bring in $950,000 in revenue during this fiscal year.
Housing Fund
The Mayor’s Special Housing Fund seeks to support housing related programs as adopted by the
City Council. The FY2005/06 budget is $254,300, an increase of $15,200.
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. The district is bounded by Church Street on the North, Davis Street
on the South, and Chicago Avenue on the East. Fiscal year 2006 budgeted expenditures are
$1,881,250, an increase of 12.6% from last year.
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. FY2006 budgeted expenditures for this fund total
$430,810. This is an increase in the budget of $107,634.
Southwest II Special Tax Allocation Debt Service Fund
Better known as the Howard/Hartrey District, the district consists of a 23 acre site located at 2201
Howard Street. A slight increase in projected expenditures brings the fiscal year 2006 budget for
this fund to $998,400.
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 $896,825 a
decrease of $6,925.
21
Debt Service Fund
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. The debt service payments budgeted in this fund will be due in FY2006.
Total budgeted expenditures are $9,881,447.
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 administration of the TIF and payment of debt service associated with the
Downtown II Tax Increment Financing District with expenditures totaling $9,204,315 for FY2006.
This is an increase of $393,615 which is due primarily to an increase of funds being transferred to
the Maple Avenue Fund, which funds debt service and operation of the parking garage which is
located in the Downtown II TIF District.
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 2005/06 will be $7,017,700.
Parking System Fund
The Parking System Fund has anticipated expenditures of $3,842,100. This is less than a 5.1%
increase and is inclusive of capital outlay, debt service, and transfers to the General Fund.
Revenues are projected to be $2,985,400. This includes no projected revenue form the Sherman
Avenue Garage which has been demolished for rebuilding of the Sherman Plaza Development
and the City’s new public parking garage.
Water Fund
The Water Fund is expected to have total expenditures of $13,690,600 which represents an
increase of $211,700 or 1.6%. Water Fund revenues are expected to increase by $203,900 due
to increases in water sale revenues from Skokie and the Northwest Commission, as well as a
contribution from the Northwest Commission to help pay for phosphate chemicals. No water rate
increase is proposed for FY2005/06.
Sewer Fund
The Long Range Sewer Improvement Program continues to make progress with further
investments in sewer infrastructure. As a result, expenditures have increased by 3.3% to
$17,191,300. There is a scheduled 5% sewer rate increase for FY2005/06 that was moved from
March 1, 2005 to September 1, 2005 during the budget approval process. This is the final
planned increase in the sewer rate under a plan that was adopted by the City Council in February
2003.
Fleet Services Fund
Budgeted expenditures for FY2005 are $4,880,400. This is an increase of less than 1.0% totaling
$37,500. Again this year, no new bond sale is proposed for vehicles.
22
Insurance Fund
Fiscal year 2006 budgeted expenditures for the Insurance Fund remain the same at $1,900,500.
This is largely due to the increase that was initiated in FY03.
Fire Pension Fund
Every Illinois Municipality having a population of not less than 5,000 and not more than 500,000
must have a Fire Pension fund as prescribed in Chapter 108 1/2 - Article 4 of the Illinois Revised
Statutes.
Actuarially determined funding requirements indicate that no increase in funding requirements is
expected for FY2006, and making the budgeted deductions $4,714,000. Presently, this fund is
budgeted to levy for $3,229,882, which allows the City to maintain last year’s property tax levy for
this fund, thus not increasing the rate of the levy this year.
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 no increase in funding requirements is
expected for FY2006, and making the budgeted deductions $5,888,500. Presently, this fund is
budgeted to levy for $4,088,000, which allows the City to maintain last year’s property tax levy for
this fund, thus not increasing the rate of the levy this year.
VI. Conclusions
The 2005-2006 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.
23
24
To: Julia Carroll, City Manager
From: Patrick Casey, Director of Management and Budget
Subject: Final Changes to the Proposed FY 2003-04 Budget
Date: March 1, 2005
In December of 2004 the proposed FY 2005-06 Budget was presented to City Council. The
proposed budget stated an expenditure level for all funds of $174,726,300. 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.
• Elimination of Departmental Contingency Funds – ($72,200)
• First Year of a 50/50 Elm Tree Inoculation Program - $858,000
• First year of a continuous funding level for the 50/50 Elm Tree Inoculation Program -
$100,000
• Transfers to the Capital Improvement Plan for Street Study and Engineering Services -
$200,000
• Transfer to the Capital Improvement Plan for street repair - $413,500
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.
• Revision of the Telecommunications Tax estimate - $300,000
• Elimination of the Parking Meter revenue transfer from the Parking Fund to the General
Fund – ($300,000).
• Elimination of the Proposed Food and Beverage Tax ($700,000)
• Increase in the Real Estate Transfer Tax revenue estimate $500,000
• Revision of the shared State Income Tax estimate $200,000
• Revision of the State Use Tax estimate $14,500
• Building Permit revenue from Sherman Avenue Development - $1,100,000
The City Council voted to delay the proposed increase in Sewer Fund rates until September
2005. A like decrease in the amount of $427,800 in Sewer Fund expenditures were made to
adjust for this change.
The total expenditures for all funds will now be $175,797,800.
Interdepartmental
Memorandum
25
26
PART II
CHARTS AND SUMMARIES
27
28
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
29
30
General Information:
Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The City is governed by a Council-Manager form of government, which includes a
Mayor and nine ward elected Aldermen. The city provides a wide variety of services. These
include fire protection, law enforcement, water and sewer utilities, health an dhuman services,
recreation, public works, libraries, and community development.
The City of Evanston’s 8.5 square miles include over 30,000 housing units for 74,239 residents.
Evanston also hosts three institutions of higher learning: Northwestern University, Kendall
College, 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 (2002) $1,737,543,903 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 107 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 Police Officers 162
Number of School Crossing Guards 38
Number of Parking Enforcement Officers 16
31
Aging Well Conference
and Film Festival
For older adults, their families and pro-
fessionals who deal with seniors.
Conference:Friday, May 6, 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.
10th Annual Strut for Strays
Evanston Animal Shelter Community
Animal Rescue Effort (C.A.R.E.) will
hold this fundraiser on Saturday, May 7,
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 21 through Nov. 5,
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
successful gardening from 9 a.m. to 4
p.m. on Saturday, May 21 and noon to 4
p.m. on Sunday, May 22 in
Independence Park, Central St. at
Stewart Ave. (west of Green Bay Rd.).
Memorial Day,
Monday, May 30
Government offices closed. No refuse/
yard waste/recycling collections will
occur due to the holiday. All collections
will occur one day later this week.
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 pro-
gram. The program begins
May 31 through July 7, and
testing is conducted from 9
a.m. through 3 p.m. For more informa-
tion, call (847) 866-2942.
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 9 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 11
through Sept. 5. 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 16 through July 21, while Tuesday
concerts will be held at Dawes Park,
Sheridan Road at Church St.,
from July 12 through
August 16. 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 18 and 19 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 25 and 25,
shop for crafts and artwork and enjoy the
local merchants and restaurants. 10 a.m.
to 6 p.m. sponsored by the Evanston
Chamber of Commerce.
JJuly 4th Celebration
www.evanston4th.org
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2005-06 events,
reminders at-a-glance
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For more information on
events and services, visit:
www.cityofevanston.org
Monday July 4th Observance
Government offices closed; no
refuse/recycling/yard waste
collections this day. All col-
lections will occur one day
later this week.
Central Street Arts
Fair and Sidewalk Sale
July 7 through 10 sponsored
by the Central Business
Association 10 a.m. to 6
p.m., Independence Park,
Central and Stewart.
20th Annual Evanston
Ethnic Arts Festival
Saturday and Sunday, July 16 and 17,
noon to 7 p.m., Dawes Park, Sheridan
Road at Church Street, Free. Experience
the colors, sounds, and aromas of world
cultures.
Downtown Sidewalk Sale
July 29 through 31, sponsored by
EvMark.
National Night Out
Tuesday, August 2, between 7 and 10
p.m., turn on your front porch lights,
organize block parties, cookouts, ice
cream socials, flashlight walks and
neighborhood meetings. Take the
evening to strenthen neighborhood spirit
and police-community partnerships.
Lakeshore Arts Festival
Saturday and Sunday, Aug. 6 and 7.
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. 13, 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. 28, noon to 5 p.m.,
Ingraham Park (behind the Civic
Center, 2100 Ridge Ave.) Free food,
games, activities, demonstrations, con-
certs and more. (847) 866-2920.
Labor Day, Monday, Sept. 5
No refuse/recycling/yard waste col-
lections scheduled. All garbage
pickups are one day later this
week.
Citizens’ Police Academy
Ride with the cops! Free 12-week
course begins Thursday, Sept. 8.
Call (847) 866-5019 to register.
Leaf Blowers
and Fall cleanup
Backpack-mounted or hand-held
gasoline-powered leaf blower types of
machines can be used only between
March 31 and May 14, and between
October 1 and Dec. 14. Please notify
your landscapers.
Duck Pluck/Race
Bring the kids to this fun event spon-
sored by the Evanston Environmental
Association. Lagoon at the lakefront,
Saturday, Oct. 1, 3 to 5 p.m.
Library Columbus Day event
The Evanston Public Library offers
School’s Out programs for children and
adults on Columbus Day, Monday, Oct.
10. Watch for more information, or call
(847) 866-0300.
Halloween
Monday, Oct. 31 Trick-or-Treat hours,
4 to 7 p.m.
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. 24
Government offices closed both
Thursday and Friday. No refuse, recy-
cling, yard waste collections. Thursday’s
collections are scheduled for Saturday,
Nov. 26.
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Yard waste drop-off
ends Dec. 11
A yard waste drop-off location is avail-
able through December 11 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. 9 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.
Holiday Gift Book Sale
A sale of gently used books in gift giv-
ing condition takes place each December
in the Main Library’s 3rd floor, book
sale rooms. This special sale includes a
wide assortment of books, all in gift giv-
ing condition.
Christmas Day (Observance)
Monday, Dec. 26
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 (Observance)
Monday, Jan. 2
Government offices closed; no
refuse/recycling collections on Monday.
All collections are delayed one day.
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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.
Central Business Tax Increment District Fund - to accumulate monies for the principal and interest
payments on debt issued for this special taxing district.
34
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.
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
35
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 owners.
36
City of Evanston Budget Policy
Revised May 24, 2004
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has
endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This
policy is revised as follows:
I. Budget Process
A. Preliminary Pubic Hearing
In September of each year prior to submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public hearing
to receive input from citizens concerning municipal appropriations for the coming fiscal year.
B. Mid- year Budget Workshop
Each September the Administration and Public Works Committee shall schedule and hold a mid-year
budget workshop. The workshop shall review but not be limited to:
• A revenue and expenditure report for the current fiscal year.
• Structural or legislative issues affecting the current or future fiscal year.
• Revenue and expenditure forecast for the upcoming fiscal year.
• Other issues of policy or indicators that will affect the upcoming fiscal year budget.
All members of the City Council shall be invited to participate in the Budget Workshop.
C. Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
D. Review of the Comprehensive Annual Financial Report
The Administration and Public Works Committee shall review the Comprehensive Annual Financial
Report. This review shall take place at the earliest meeting date following publication.
E. Copies of the Proposed and Final Budget
Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City
Clerk, the Public Library, all library branches, and will be available for public inspection at these
locations. An electronic version of the proposed and final budget shall be posted on the City of
Evanston Website. The City of Evanston may offer for sale a printed and electronic copy of the
proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of
the budget.
F. Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by December 31. (Ordinance 57-
O-79)
37
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.
D. 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.
E. 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.
F. 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.
G. 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.
H. 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
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.
38
I. 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.
J. 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.
K. Economic Development Fund
Expenditures for the Economic Development Fund should not exceed projected Hotel Tax Revenues.
L. 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
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.
39
M. Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals in
regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and Staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
A. General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their
reserve requirements. Once all funds have met their fund requirements additional funds shall go to
the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements.
B. Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
C. Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
D. Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
40
City of Evanston
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
41
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.
42
Summary - All Funds
( prior to interfund transfers )
Housing Fund
0.14%
General
47.05%
Economic Development
0.85%
Downtown II TIF
5.24%
Fire Pension
2.68%
Police Pension
3.35%
Emergency Telephone
1.25%
Motor Fuel
2.20%
CDBG
1.63%
Insurance
1.08%
Fleet Service
2.78%
Washington National TIF
1.07%
Special Service District
0.25%
Parking
2.19%
Water
7.79%
Southwest II TIF
0.57%
Maple Avenue Garage
Fund
3.99%
Sewer
9.78%
Debt Service (G.O.
Bonds)
5.62%
Southwest TIF
0.51%
43
Fund
2004-05
Appropriation
2005-06 Approved
Appropriation Net Change Percent Change
General 78,225,000$ 82,714,300$ 4,489,300$ 5.74%
Parking 3,653,200$ 3,842,100$ 188,900$ 5.17%
Water 13,478,900$ 13,690,600$ 211,700$ 1.57%
Fire Pension 4,480,000$ 4,714,000$ 234,000$ 5.22%
Police Pension 5,899,000$ 5,888,500$ (10,500)$ -0.18%
Emergency Telephone 2,083,300$ 2,190,300$ 107,000$ 5.14%
Motor Fuel 2,850,000$ 3,862,500$ 1,012,500$ 35.53%
CDBG 2,749,633$ 2,859,353$ 109,720$ 3.99%
Insurance 1,900,500$ 1,900,500$ -$ 0.00%
Fleet Service 4,842,900$ 4,880,400$ 37,500$ 0.77%
Washington National TIF 1,671,281$ 1,881,250$ 209,969$ 12.56%
Special Service District 323,186$ 430,810$ 107,624$ 33.30%
Southwest II TIF 1,000,713$ 998,400$ (2,313)$ -0.23%
Southwest TIF 903,750$ 896,825$ (6,925)$ -0.77%
Debt Service (G.O. Bonds) 10,495,071$ 9,881,447$ (613,624)$ -5.85%
Downtown II TIF 5,992,515$ 9,204,315$ 3,211,800$ 53.60%
Economic Development 1,399,000$ 1,498,900$ 99,900$ 7.14%
Sewer 16,815,100$ 17,191,300$ 376,200$ 2.24%
Maple Avenue Garage Fund 6,077,600$ 7,017,700$ 940,100$ 15.47%
Housing Fund 239,100$ 254,300$ 15,200$ 6.36%
Total All Funds 165,079,749$ 175,797,800$ 10,718,051$ 6.49%
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 2004-05.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2004-05 vs. 2005-06
44
Fund
2004-05 Net
Appropriation
2005-06 Approved
Appropriation
Less Transfers to
Other Funds
2005-06 Approved
Net Appropriation Net Change
Percent
Change
General 71,902,900$ 82,714,300$ 6,330,400$ 76,383,900$ 4,481,000$ 6.23%
Parking 2,593,900$ 3,842,100$ 793,900$ 3,048,200$ 454,300$ 17.51%
Water 9,481,200$ 13,690,600$ 4,117,600$ 9,573,000$ 91,800$ 0.97%
Fire Pension 4,480,000$ 4,714,000$ -$ 4,714,000$ 234,000$ 5.22%
Police Pension 5,899,000$ 5,888,500$ -$ 5,888,500$ (10,500)$ -0.18%
Emergency Telephone 1,731,900$ 2,190,300$ 170,000$ 2,020,300$ 288,400$ 16.65%
Motor Fuel 2,100,000$ 3,862,500$ 772,500$ 3,090,000$ 990,000$ 47.14%
CDBG 1,763,233$ 2,859,353$ 908,300$ 1,951,053$ 187,820$ 10.65%
Insurance 1,900,500$ 1,900,500$ -$ 1,900,500$ -$ 0.00%
Fleet Service 4,719,700$ 4,880,400$ 123,300$ 4,757,100$ 37,400$ 0.79%
Washington National TIF 1,537,381$ 1,881,250$ 137,900$ 1,743,350$ 205,969$ 13.40%
Special Service District 323,186$ 430,810$ -$ 430,810$ 107,624$ 33.30%
Southwest II (Howard-Hartrey) TIF 1,000,713$ 998,400$ 128,800$ 869,600$ (131,113)$ -13.10%
Southwest TIF 883,150$ 896,825$ 21,200$ 875,625$ (7,525)$ -0.85%
Debt Service (G.O. Bonds) 10,495,071$ 9,881,447$ -$ 9,881,447$ (613,624)$ -5.85%
Downtown II TIF 729,491$ 9,204,315$ 5,656,315$ 3,548,000$ 2,818,509$ 386.37%
Economic Development 383,100$ 1,498,900$ 1,035,300$ 463,600$ 80,500$ 21.01%
Sewer 15,964,600$ 17,191,300$ 890,300$ 16,301,000$ 336,400$ 2.11%
Maple Avenue Garage Fund 6,038,100$ 7,017,700$ 40,700$ 6,977,000$ 938,900$ 15.55%
Housing Fund 239,100$ 254,300$ -$ 254,300$ 15,200$ 6.36%
Total All Funds 144,166,225$ 175,797,800$ 21,126,515$ 154,671,285$ 10,505,060$ 7.29%
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 2005-06 City Budget.
The total for each fund is compared with that of the approved FY 2004-05.
45
General Fund
Various 62305 Accounts Transfer to Fleet Service Fund $4,055,400
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 $6,330,400
Parking Systems Fund
7005, 7015.62305 Transfer to Fleet Service Fund $105,000
7005, 7025.62675 Transfer to General Fund for Pension $124,600
7015, 7025.66132 Transfer to General Fund for Insurance $85,300
7050.62685 Transfer to General Fund for Administrative Expense $452,500
7050.66134 To General Fund for Parking Lot Maintenance $26,500
Total Parking Systems Fund Transfers $793,900
Emergency Telephone System
5150.62680 Transfer to General Fund for Information Systems Support $60,000
5150.62685 Transfer to General Fund For Administrative Expense $60,000
5150.62675 Transfer to General Fund for Pension $50,000
Total Emergency Telephone System Fund Transfers $170,000
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. $184,400
Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $723,900
Total CDBG Fund Transfers $908,300
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 $40,700
Water Fund
7100, 7115, 7120.62305 Transfer to Fleet Services Fund $311,000
7100, 7105, 7110, 7115, 7120.62675 Transfer to General Fund for Pension $348,400
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 $4,117,600
Analysis of Appropriations for Transfers to Other Funds
FY 2005-2006 Approved Budget
46
Fleet Service Fund
7705, 7710, 7715.62675 Transfer to General Fund for Pension $123,300
Economic Development Fund
5300.66131 Transfer to General Fund $376,900
5300.62675 Transfer to General Fund for Pension $8,400
5300.66127 Transfer to Maple Avenue Garage Fund $650,000
Total Economic Development Fund Transfers $1,035,300
Sewer Fund
7400.62305 Transfer to Fleet Service Fund $242,900
7400.61510 Transfer to General Fund for Health Insurance $123,300
7410.62675 Transfer to General Fund for Pension $110,300
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 $890,300
Capital Improvement Fund
416051 Transfer to General Fund for Engineering for Capital Projects $275,000
Special Assessment
Transfer to General Fund for Administrative Expense $31,800
TIF Funds
5800.62685 To General Fund From Downtown II Expense $309,000
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 $137,900
5500.62685 To General Fund From Howard Hartrey TIF $128,800
5540.62685 To General Fund From Southwest TIF $21,200
Total TIF Transfers $5,944,215
ETHS
To General Fund - Police $30,000
Grand Total Transfers $21,502,615
47
48
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
19.3%
18.6%
18.5%
18.3%
17.74%
18.72%
17.84%
18.55%
18.36%
18.95%
16.5%
17.0%
17.5%
18.0%
18.5%
19.0%
19.5%
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003*
Years
Pe
r
c
e
n
t
a
g
e
Your Real Estate Tax Bill
School District 65
38.78%
City of Evanston
18.95%
Metropolitan Water
Reclamation District
4.03%
Evanston Township
0.73%
School District 202
27.28%
North Shore Mosquito
Abatement District
0.10%
Suburban T.B. Sanitarium
0.04%
Cook County Forest Preserve
District
0.66%
Community College 535
2.08%
Cook County
7.03%
Consolidated Elections
0.32%
49
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003*
General Corporate 1.3672 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554 0.8977
Debt Service 0.5740 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404 0.4494
1.9412 1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958 1.3471
Police Pension 0.2209 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812 0.1981
Firefighters' Pension 0.1842 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321 0.1520
Total All Funds 2.3463 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091 1.6972
Actual Rate Extended 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698
*2004 property tax rates were not available at publication of this report.
Fund
50
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 8,593,632
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 24,699,346
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 3,229,882
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 32,100,657
*2004 property tax rates were not available at publication of this report.
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.
51
CITY OF EVANSTON, ILLINOIS
Property Tax Rates - Direct and Overlapping Governments
Last Ten Fiscal Years
Tax Levy Year 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002* 2003*
City of Evanston 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698
Consolidated Elections - - - - 0.027 0.000 0.023 0.000 0.032 0.000 0.029
Cook County 0.993 0.993 1.023 0.989 0.919 0.911 0.854 0.824 0.746 0.690 0.630
Cook County Forest Preserve District 0.072 0.073 0.072 0.074 0.074 0.072 0.070 0.069 0.067 0.061 0.059
Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.007 0.006 0.004
Metropolitan Water Reclamation District 0.471 0.495 0.495 0.492 0.451 0.444 0.419 0.415 0.401 0.371 0.361
North Shore Mosquito Abatement District 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.010 0.009 0.009
Evanston Township 0.085 0.088 0.077 0.076 0.077 0.072 0.072 0.077 0.064 0.062 0.065
Community College 535 0.248 0.255 0.233 0.206 0.216 0.205 0.203 0.213 0.186 0.179 0.186
School District 202 3.000 3.202 2.946 2.992 3.107 2.905 2.865 2.977 2.469 2.349 2.444
School District 65 4.148 4.678 4.245 4.209 4.356 4.126 4.073 4.232 3.516 3.343 3.475
Total tax rate for property not in park district
or special service district 11.331 12.150 11.195 11.116 11.315 10.642 10.532 10.859 9.126 8.680 8.960
Percent of total tax rate levied by City of Evanston 20.0% 19.3% 18.6% 18.5% 18.3% 17.74% 18.36% 18.72% 17.84% 18.55% 18.95%
*2004 property tax rates were not available at publication of this report.
Government Unit
52
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
1993 1,035,262,113 95,997 1,035,358,110 2.1407
1994 1,012,476,073 111,936 1,012,588,009 -2.20% 2.1135
1995 1,139,714,098 153,640 1,139,867,738 12.57% 2.1243
1996 1,153,575,794 356,179 1,153,931,973 1.23% 2.1517
1997 1,148,286,831 317,786 1,148,604,617 -0.46% 2.1489
1998 1,256,699,519 296,665 1,256,996,184 9.44% 2.2505
1999 1,300,075,537 296,665 1,300,372,202 3.45% 2.2505
2000 1,286,161,490 298,315 1,286,459,805 -1.07% 2.2235
2001 1,615,527,795 311,382 1,615,839,177 25.60% 2.3098
2002 N/A N/A 1,737,543,904 7.53% 2.4689
2003 N/A N/A 1,727,147,885 -0.60% 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.
Equalized assessed values and equalization factor for the levy year 2004 were not available at publication of this report.
53
CITY OF EVANSTON, ILLINOIS
Principal Taxpayers
(1) Percentage
Equalized of Total
Assessed Assessed
Type of Business Valuation Valuation
Bank One/Offfice Building $20,504,101 1.18%
Office building - 18 story 17,204,801 0.99%
Evanston NW Healthcare Research/Healthcare Offices 14,623,909 0.84%
Chicago Ave. Condo Building 12,760,189 0.73%
Shopping Center 11,162,304 0.64%
Chuch Street Plaza Development 10,995,024 0.63%
Lynn Minnici 1800 Sherman/Office Building 10,819,781 0.62%
Development 10,270,624 0.59%
Hotel 10,268,980 0.59%
Grocery and Drug Stores 8,700,722 0.50%
127,310,435$ 7.33%
Note:
Ten Largest Taxpayers
Taxpayers
Golub & Company
Evanston Plaza Freed
Rotary International
Church & Chicago LTD Partnership
Albertson's (Jewel & Osco)
Greenfield Acquisitions
Total Ten Largest
(1)January 1, 1999 - Levy year 1999 for 2000 tax billing purposes. Levy year 1999 equalized assessed valuation, including tax
increment financing district incremental values, was $1,340,386,150.
The Orrington Hotel
*2004 property tax rates were not available at publication of this report.
54
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%
1992 73,233 $24,074 31.9 N/A 9,214 5.10%
1993 73,233 $24,917 31.9 N/A 9,354 5.30%
1994 73,233 $25,786 31.9 N/A 9,348 5.10%
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 $30,068 31.9 62.4% 10,068 3.50%
2001 74,239 $30,068 31.9 62.4% 9,999 4.20%
2002 74,239 $33,645 32.5 62.4% 10,889 5.00%
2003 74,239
Data Sources
(5) Illinois Department of Labor, Research Division. Figures are for Evanston only and represent
* Preliminary 2000 Census
(2) U.S. Department of Commerce, Bureau of the Census, based on adjustments through the
(3) U.S. Department of Commerce, Bureau of the Census, 1990 census.
(4) U.S. Department of Commerce, Bureau of the Census, 1990 census.
*2004 property tax rates were not available at publication of this report.
CITY OF EVANSTON, ILLINOIS
Demographic Statistics
Last Ten Fiscal Years
(1) U.S. Department of Commerce, Bureau of the Census, 1990 census.
55
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY2006:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The
City portion of the property tax increased 6.80% in the FY2005 budget. The FY2006 approved budget includes a 3.98%
increase to the City of Evanston portion of the property tax bill. This includes an increase of 5.81% for the general fund;
no increase in the fire pension fund; no increase for the police pension fund; and a 4.00 % 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.
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 three 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 FY2006.
Property Tax Revenue
$25,833,565
$31,203,360
$27,540,745
$32,776,511
$28,373,565
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Property Tax Revenue
Sales Tax Revenue
$7,517,415
$8,055,765 $8,200,000$8,200,000
$7,762,540
$4,792,115
$5,457,335 $5,459,125 $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
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Basic Home Rule
56
INCOME TAX – Income tax is a state shared tax that is distributed on a per capita basis and is based on the average
income statewide. 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 the last year the Local Government Income Tax Distributive Fund
contributed to alleviate this under-funding and it cost the City $6.48 per resident. The result was almost a $500,000
decrease in annual income tax revenues from the state in FY2005. The projected $700,000 increase in Income Tax
revenue for FY06 marks the first increase in allocations for this source in the last five fiscal years.
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 for the last several years. Deregulation of natural gas and electricity, however, has
created competition and a decrease in tax collection rates which has resulted in a decrease in tax revenues. 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 realize no
increase in FY2006.
Income Tax Revenue
$4,492,920
$5,000,000
$4,878,485
$5,356,630
$4,300,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Revenue
Fi
s
c
a
l
Y
e
a
r
Income Tax Revenue
Utility Tax Revenue
$8,200,000 $8,200,000
$7,007,245 $6,780,420
$7,986,490
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
$8,500,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Utility Tax Revenue
57
REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on
the sale or transfer of real estate in the City. This tax has seen solid growth in the last few years. Because of the
tremendous revenues received in FY2005 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.
WATER REVENUES – Water revenues from Evanston’s water utility customers will increase by only about 1% over the
next year. 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.
Real Estate Transfer Tax Revenue
$4,011,085
$3,500,000
$4,000,000
$2,777,920 $2,746,535
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Real Estate Transfer Tax Revenue
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
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Evanston
Skokie
Northwest Water Commission
58
SEWER REVENUES – The City is in the last year of a four year increase in sewer rates. Rates increased 5% in FY2005
and will increase 5% for the last six months of FY06, after which no additional increases are planned. This four-year rate
increase plan is 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.
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 11% in FY06 due to a change in
the parking fee structure that increases costs.
Sewer Revenue
$14,065,750
$15,804,280
$16,767,100 $17,171,200
$15,428,160
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
$19,000,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Sewer Revenue
Parking Revenue
$1,585,819
$2,985,400
$2,003,048
$3,310,400$3,339,807
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation
Fiscal Year
Re
v
e
n
u
e
Parking Revenue
59
City of Evanston
FY2005/06 Approved Property Tax Levy
Funding and Comparisons
2005/06 Approved Property Tax Levy Fund Allocation
DEBT SERVICE
FUND $8,758,629
FIRE PENSION FUND
$3,229,882
POLICE PENSION
FUND $4,088,000
GENERAL FUND
$16,700,000
FY2005/06 Approved Property Tax Levy
Comparison with 2004/05
15,783,600
$8,421,759 $8,758,629
16,700,000
$3,229,882 $3,229,882
$4,088,000 $4,088,000
$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
2004-2005 2005-2006
GENERAL FUND
FIRE PENSION FUND
POLICE PENSION FUND
DEBT SERVICE FUND
60
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 VARIANCE PERCENT
APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE
LEVY LEVY LEVY LEVY LEVY (DECREASE)DECREASE
GENERAL FUND
LEVY $13,970,507 $14,862,245 $15,504,388 $16,105,714 $17,040,816 $935,102 5.81%
LESS: 2% LOSSES $279,410 $297,245 $310,088 $322,114 $340,816 $18,702 5.81%
TOTAL $13,691,097 $14,565,000 $15,194,300 $15,783,600 $16,700,000 $916,400 5.81%
FIRE PENSION FUND
LEVY $2,177,551 $2,296,159 $2,625,446 $3,295,798 $3,295,798 $0 0.00%
LESS: 2% LOSSES $43,551 $45,923 $52,509 $65,916 $65,916 $0 0.00%
TOTAL $2,134,000 $2,250,236 $2,572,937 $3,229,882 $3,229,882 $0 0.00%
POLICE PENSION FUND
LEVY $2,939,263 $3,147,859 $3,420,846 $4,171,429 $4,171,429 $0 0.00%
LESS: 2% LOSSES $58,785 $62,957 $68,417 $83,429 $83,429 $0 0.00%
TOTAL $2,880,478 $3,084,902 $3,352,429 $4,088,000 $4,088,000 $0 0.00%
DEBT SERVICE FUND
LEVY $7,218,005 $7,650,862 $8,263,107 $8,593,632 $8,937,377 $343,745 4.00%
LESS: 2% LOSSES $144,360 $153,017 $165,262 $171,873 $178,748 $6,875 4.00%
TOTAL $7,073,645 $7,497,845 $8,097,845 $8,421,759 $8,758,629 $336,870 4.00%
TOTAL ALL FUNDS $26,305,326 $27,957,126 $29,813,787 $32,166,572 $33,445,419 $1,278,847 3.98%
LEVY $526,106 $559,143 $596,276 $643,331 $668,908 $25,577 3.98%
LESS: 2% LOSSES $25,779,220 $27,397,983 $29,217,511 $31,523,241 $32,776,511 $1,253,270 3.98%
City of Evanston
FY2005/06 Approved Property Tax Levy
Comparison with 2004/05 Approved Levy
61
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
$95,000,000 in general obligation debt as a City debt service policy.
On October 8, 2003 the City sold $22,000,000 Series 2002 C General Obligation Bonds.
Proceeds were allotted as follows:
A. $15,590,000 for capital improvements.
B. $4,055,000 for Special Service District Area bond refunding.
On April 28, 2004 the City sold $13,500,000 Series 2004 General Obligation Bonds.
Proceeds were allotted as follows:
A. $12,000,000 for capital improvements
B. $1,500,000 for special assessment alley improvements
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) $ 2,850
Debt as a percentage of assessed valuation 5.07 %
Debt services as a % of General Fund Expenditures 11.0 %
Bonds Rating (Moody's) – Current Aaa
Bonds Rating (Fitch) – Current aaa
Equalized Assessed Valuation - 2002 $1,737,543,904
Net General Obligation Debt (2001) $87,649,025
62
828 817
999 1,009 1,093
0
200
400
600
800
1000
2000 2001 2002 2003 2004
Debt per capita
% Debt to Equalized Assessed Valuation
4.82 4.67
5.60
5.0 5.0
4.2
4.4
4.6
4.8
5
5.2
5.4
5.6
5.8
2000 2001 2002 2003 2004
63
64
PART III
GENERAL FUND BUDGET
65
66
City of Evanston
All Divisions
Three Year Fiscal History
$78,225,000
$82,714,300
$74,520,452
$70,000,000
$72,000,000
$74,000,000
$76,000,000
$78,000,000
$80,000,000
$82,000,000
$84,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
Expenditures by Division
Library
5.01%
Ecology Center
0.50%
Parks and Forestry
5.07%
Health and Human
Services
3.68%
Community Intervention
Services
0.51%
Mental Health &
Purchased Services
1.14%
Commission on Aging
0.40%
Fire Department
12.72%
Public Works Director
0.60%
Transportation Division
4.22%
reets and Sanitation
9.57%Human Relations
0.72%
Finance
2.13%
Facilities Management
2.95%
Community Development
3.45%Police
21.88%
Human Resources
1.49%
Legal
0.83%
Management and Budget
3.79%
General Fund
Contingency
8.70%
City Manager
0.87%
Cultural Arts
1.07%
City Council
0.35%
Recreation
8.11%
City Clerk
0.24%
67
FISCAL YEAR 2005 - 2006
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2004 - 052003 - 04 2005 vs. 062005 - 06
Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF
LEGISLATIVE 456,173 488,400 487,000 (1,400).29-
CITY MANAGER'S OFFICE 679,368 648,500 715,900 67,400 10.39
MANAGEMENT AND BUDGET 9,175,810 8,773,100 10,326,300 1,553,200 17.70
LEGAL DEPARTMENT 565,893 662,800 690,600 27,800 4.19
HUMAN RESOURCES 1,137,833 1,170,900 1,234,000 63,100 5.39
FINANCE DEPARTMENT 1,848,039 1,889,000 1,762,600 (126,400)6.69-
FACILITIES MANAGEMENT 2,257,901 2,273,300 2,438,900 165,600 7.28
COMMUNITY DEVELOPMENT 2,537,220 2,787,400 2,853,700 66,300 2.38
POLICE DEPARTMENT 16,867,553 17,658,300 18,095,400 437,100 2.48
FIRE DEPARTMENT 10,207,798 10,085,500 10,523,900 438,400 4.35
HEALTH AND HUMAN SERVICES 4,182,472 4,802,100 4,739,400 (62,700)1.31-
PUBLIC WORKS 11,284,477 11,500,000 11,902,800 402,800 3.50
HUMAN RELATIONS COMM DEP 492,514 542,700 598,000 55,300 10.19
LIBRARY DEPARTMENT 3,954,342 4,057,900 4,147,900 90,000 2.22
PARKS/FORESTRY AND RECREATION 10,202,684 10,885,100 12,197,900 1,312,800 12.06
Grand Total(s)75,850,077 78,225,000 82,714,300 4,489,300 5.74
68
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 15,268,770 15,808,600 16,725,000 916,400
51500 OTHER TAXES 35,212,887 34,881,500 36,382,000 1,500,500
52000 LICENSES, PERMITS & FEES 6,699,056 6,238,700 7,804,950 1,566,250
52500 FINES AND FORFEITURES 4,162,610 4,167,500 4,355,500 188,000
53000 CHARGES FOR SERVICES 5,838,611 6,084,000 6,529,750 445,750
55000 INTERGOVERNMENTAL REVENUE 1,306,378 1,793,600 1,518,300 (275,300)
56000 OTHER REVENUE 582,819 275,000 508,400 233,400
56500 INTEREST INCOME 205,456 200,000 232,700 32,700
57000 TRNSFR FROM OTHER FUNDS 8,004,723 8,612,200 8,489,000 (123,200)
57500 LIBRARY-OTHER REVENUE 184,710 163,900 168,700 4,800
50100 OPERATING REVENUES 77,466,020 78,225,000 82,714,300 4,489,300
50000 REVENUES 77,466,020 78,225,000 82,714,300 4,489,300
69
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 15,194,300 15,783,600 16,700,000 916,400
51025 PRIOR YEAR'S TAXES 74,470 25,000 25,000
51000 PROPERTY TAXES 15,268,770 15,808,600 16,725,000 916,400
51500 OTHER TAXES
51515 STATE USE TAX 714,225 660,000 714,500 54,500
51525 SALES TAX - BASIC 7,762,537 8,200,000 8,200,000
51530 SALES TAX - HOME RULE 5,459,126 5,500,000 5,500,000
51535 AUTO RENTAL TAX 32,872 34,000 34,000
51540 ATHLETIC CONTEST TAX 519,506 500,000 500,000
51545 STATE INCOME TAX 4,492,918 4,300,000 5,000,000 700,000
51555 FIRE INSURANCE TAX 58,947 50,000 50,000
51565 ELECTRIC UTILITY TAX 2,550,321 2,700,000 2,600,000 (100,000)
51570 NATURAL GAS UTILITY TAX 1,396,711 1,000,000 1,150,000 150,000
51575 NAT GAS USE TAX HOME RULE 415,382 900,000 850,000 (50,000)
51585 CIGARETTE TAX 179,099 300,000 378,000 78,000
51590 EVANSTON MOTOR FUEL TAX 308,210 320,000 310,000 (10,000)
51595 LIQUOR TAX 1,531,964 1,425,000 1,500,000 75,000
51600 PARKING TAX 1,669,478 1,500,000 1,500,000
51605 PERS. PROP. RPL. TAX 502,260 297,000 400,000 103,000
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 4,011,084 3,500,000 4,000,000 500,000
51625 TELECOMMUNICATIONS TAX 3,624,075 3,600,000 3,600,000
51630 AMUSEMENT TAX 6,565
51500 OTHER TAXES 35,212,887 34,881,500 36,382,000 1,500,500
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,100,343 2,000,000 2,100,000 100,000
52015 BUSINESS LICENSES 101,051 90,000 90,000
52020 PET LICENSES 42,746 40,000 40,000
52025 BICYCLE LICENSES 40 100 50 (50)
52030 CONTRACTORS' LICENSES 89,391 80,000 90,000 10,000
52035 ROOMING HOUSE LICENSES 180,774 170,000 194,700 24,700
52040 LIQUOR LICENSES 288,462 275,000 275,000
70
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52045 FARMERS' MARKET LICENSES 23,780 27,700 27,700
52050 OTHER LICENSES 141
52055 LONG TERM CARE LICENSES 108,540 112,400 112,400
52070 RESIDENT CARE HOME LICEN 500
52005 LICENSES 2,935,767 2,795,200 2,929,850 134,650
52075 PERMITS
52080 BUILDING PERMITS 1,916,310 1,900,000 3,100,000 1,200,000
52085 PLAN REVIEW 10,000 10,000
52090 PLUMBING PERMITS 165,189 150,000 160,000 10,000
52095 ELECTRICAL PERMITS 175,960 160,000 175,000 15,000
52105 SIGNS AND AWNING PERMITS 8,742 10,000 10,000
52110 OTHER/MISC PERMITS 294,540 220,000 250,000 30,000
52115 ELEVATOR PERMITS 42,874 55,000 55,000
52120 HEATING VENT. A/C PERMIT 184,249 150,000 180,000 30,000
52125 COMMERCIAL DRIVE. PERMIT 740 500 700 200
52130 RESIDENTS ANNUAL PRKG PE 114,509 130,000 116,000 (14,000)
52131 VISITOR PARKING PERMITS 18,421 18,000 18,000
52135 FIRE SUPRESSION/ALARM PE 1,565
52075 PERMITS 2,919,967 2,775,500 4,074,700 1,299,200
52140 FEES
52145 ANNUAL SIGN FEES 40,230 32,000 35,000 3,000
52155 PLAT PR.&SIGN APP HRG FE 397 1,000 1,000
52170 ALARM PANEL FRANCHISE FE 18,000 20,000 14,400 (5,600)
52175 NU/CENTEL EASEMENT 97,104 40,000 40,000
52180 CABLE FRANCHISE FEE 627,977 525,000 660,000 135,000
52185 NICOR FRANCHISE FEE 59,614 50,000 50,000
52140 FEES 843,322 668,000 800,400 132,400
52000 LICENSES, PERMITS & FEES 6,699,056 6,238,700 7,804,950 1,566,250
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 3,375,155 3,500,000 3,640,000 140,000
52510 REGULAR FINES 259,098 175,000 185,000 10,000
52520 BUILDING CODE VIOLATIONS 178 5,000 (5,000)
52525 ANIMAL ORDINANCE PENALTIE 1,500 (1,500)
52530 BOOT RELEASE FEE 121,495 85,000 121,500 36,500
52540 FIRE FALSE ALARM FINES 11,761 55,000 55,000
71
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52545 POLICE FALSE ALARM FINES 105,575 75,000 85,000 10,000
52555 HOUSING CODE VIOL FINES 2,900 1,000 (1,000)
52560 PERMIT PENALTY FEES 33,386 5,000 5,000
52570 ADMIN ADJUDICATION 84,296 100,000 95,000 (5,000)
52610 LIBRARY FINES & FEES 168,766 165,000 169,000 4,000
52500 FINES AND FORFEITURES 4,162,610 4,167,500 4,355,500 188,000
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53010 BIRTH AND DEATH RECORDS 6,427
53020 TB NURSING SERVICES 12,000 12,000 12,000
53025 VD PROGRAM-SKOKIE 2,250 2,250 2,250
53040 CHILD HEALTH 1,700 1,700
53045 HEALTH SVC. FEES-LAB WOR 5
53050 SANITATION CLASSES 5,395 10,000 10,000
53070 FAMILY PLANNING OUTREACH 1,465 2,000 (2,000)
53075 DENTAL CLINIC 67,989 90,000 68,000 (22,000)
53080 FLU & PNEUMONIA PROGRAM 17,393 23,500 23,500
53085 HEALTH CLINIC IMMUNIZATN 3,832 5,000 4,200 (800)
53090 HEALTH CL. SEX TRANS DIS 1,200 8,000 6,800
53095 HEALTH CLINIC-TB 3,360 3,200 3,500 300
53100 HEALTH CLINIC-LAB 12,043 16,200 16,200
53105 HEALTH CLINIC FOOD EST 150,149 145,000 150,000 5,000
53110 HEALTH CLINIC-WELL CHILD 250 (250)
53115 HEALTH CLINIC-SCHOOL PHY 2,065 2,000 2,300 300
53120 S.T.D.3,386
53125 S.T.D-E 3,399
53135 DENTAL CHECK UP 8,250 9,000 9,000
53140 EMERGENCY DENTAL EXAM 140 100 100
53145 X-RAYS 91
53150 AMALGAM FILLING 895 900 900
53155 RESIN FILLING 2,145 4,000 4,000
53160 SEDATIVE FILLING 95 100 100
53165 EXTRACTION 405 100 100
53170 PULPOTOMY 730 800 800
53175 SEALANT OFFICE VISIT 649 700 700
53180 ADDITIONAL SEALANTS 77 100 100
53185 TEMPORARY LICENSE FEE 3,251 3,300 3,300
53190 FOOD DELIVERY VEHICLE 6,460 6,500 6,500
72
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53195 SCAVENGER TRUCK 2,250 2,300 2,300
53200 BEV.SNACK VENDING MACHIN 21,326 33,000 22,000 (11,000)
53205 FOOD VENDING MACHINE 1,770 2,000 2,000
53210 TOBACCO LICENSE 15,000 12,000 15,000 3,000
53215 BIRTH CERTIFICATE 83,494 90,000 83,500 (6,500)
53220 DEATH CERTIFICATE-16.23 47,321 55,000 47,500 (7,500)
53230 FUNERAL DIRECTOR LICENSE 7,050 4,500 (4,500)
53235 TEMP FUNERAL DIREC LICEN 5,059
53005 HEALTH DEPT.- CHRGS FOR S 497,616 483,400 499,550 16,150
53240 PARKING - CHRGS FOR SVCS
53560 RECREATION - CHRGS FOR SV 482
53565 RECREATION PROGRAM CHARG 3,669,310 4,103,000 4,084,500 (18,500)
53569 Rec unreconciled JDE int 2,745
53560 RECREATION - CHRGS FOR SV 3,672,537 4,103,000 4,084,500 (18,500)
53570 WATER, SEWER & RECYCLING
53605 RECYCLING SERVICE CHARGE 635,595 628,000 628,000
53610 RECYCLING SERV CHAR-PENA 11,826
53615 SANIT SPECIAL PICKUP FEE 61,663 25,000 50,000 25,000
53570 WATER, SEWER & RECYCLING 709,084 653,000 678,000 25,000
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 955 1,000 1,000
53640 SENIOR TAXI COUPON SALES 61,816 68,000 68,000
53650 STATE HIGHWAY MAINTENANC 119,317 100,000 90,000 (10,000)
53655 FIRE COST RECOVERY CHARG 5,990 5,000 5,000
53656 OTHER SERVICE CHARGES 3,280 5,000 4,000 (1,000)
53660 RECYCLING-MATERIAL SALES 365
53665 CONDO CONVERSION APP FEE 34,390 52,000 70,000 18,000
53675 AMBULANCE SERVICE 399,312 440,000 470,000 30,000
53680 TOWING CHARGES 38,495
53685 POLICE REPORT FEES 19,468 19,500 15,000 (4,500)
53690 WOOD RECYCLING 11,615
53695 ZONING FEES 47,693 40,000 40,000
53700 FIRE REPORT FEES 100 900 800
53705 FIRE BUILDING INSPECTION 8,000 8,000
53710 PASSPORT EXECUTION FEE 17,208 13,000 10,000 (3,000)
73
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53715 ALARM PANEL SUB. FEE 151,520 100,000 100,000
53720 SKOKIE ANIMAL BOARD FEE 510 1,000 1,000
53725 BACKGR CHKS DAYCARE PROV 500
53735 CURB/SIDEWALK REPLACE FE 46,940
53741 INOCULATION FUNDING-RESI 384,800 384,800
53620 OTHER CHRGS FOR SVCS 959,374 844,600 1,267,700 423,100
53000 CHARGES FOR SERVICES 5,838,611 6,084,000 6,529,750 445,750
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 47,037 71,000 63,300 (7,700)
55035 FAMILY CASE MANGMNT GRAN 117,200 126,300 123,800 (2,500)
55040 DENTAL SEALANT GRANT 4,213 4,200 4,200
55045 STATE AID-AIDS TESTING 1,814
55070 IMMUNIZATION INITIATIVE 2,900 2,900
55075 SUMMER FOOD INSPECTIONS 600
55080 KID CARE AGREEMENT 9,606 10,500 11,300 800
55085 IL TOBACCO FREE COMMUNIT 25,593 25,000 25,000
55090 TITLE XX FAMILY PLANNING 51,900 54,500 54,500
55100 ACCESS TO CARE 12
55105 HEARING AND VISION 12,700 6,400 6,400
55125 TEEN PREGNANCY PREV. GRN 53,976 56,600 56,600
55130 CHILDHOOD LEAD POISONING 2,526 4,000 4,000
55135 TEEN PARENT SERVICES PRO 10,034 15,000 30,000 15,000
55140 GENETIC EDUCATION GRANT 5,100 10,200 10,200
55141 VECTOR PREVENTION GRANT 1,135
55142 REACH LEARN GROW GRANT 400,000 400,000
55145 PROSTATE CANCER AWARNESS 448
55146 OTHER STATE GRANT 6,067 400,000 (400,000)
55150 TANNING PARLOR INSPECTIO 100
55155 FAMILY CASE MGMT REIMB 67,621 140,000 66,000 (74,000)
55160 VIOL. CRIME VIC. ASST GR 20,000 24,700 4,700
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
55170 FIRE DEPARTMENT TRAINING 3,551 600 600
74
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55180 ARTS COUNCIL 20,630
55185 STATE ALLOTMENT 112,063
55231 LEAD PAINT HAZARD GRANT 121,273 373,000 178,000 (195,000)
55245 LIBRARY STATE PER CAPITA 92,799 83,500 92,700 9,200
55015 STATE AID 767,997 1,471,600 1,230,700 (240,900)
55250 FEDERAL AID
55255 COMM AGING GRT-ADVOCATE 15,140 19,000 33,000 14,000
55265 FEMA 12,932 20,000 20,000
55270 POLICE TRAINING 8,000 8,000
55275 HUD EMERG SHELTER GRANTS 83,021 80,000 88,100 8,100
55285 LAW ENFORCEMENT BLOCK GR 105,000 44,400 (60,600)
55290 OTHER FEDERAL AID 104,344 14,100 14,100
55295 HEALTH DEPT.S.E.E.D.GRAN 322,944
55310 BIO-TERRORRISM GRANT 90,000 80,000 (10,000)
55250 FEDERAL AID 538,381 322,000 287,600 (34,400)
55000 INTERGOVERNMENTAL REVENUE 1,306,378 1,793,600 1,518,300 (275,300)
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 93,223 46,000 102,900 56,900
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 3,615
56030 DAMAGE TO CITY TRAFFIC S 32,680
56031 DAMAGE TO STREET LIGHTS 30,379
56040 DAMAGE TO OTHER CITY PRO 32,157 40,000 50,000 10,000
56015 REVENUE FROM DAMAGE TO CI 91,601 40,000 50,000 10,000
56045 MISCELLANEOUS REVENUE 352,245 150,000 316,500 166,500
56046 TAXICAB CLASS REVENUE 175
56045 MISCELLANEOUS REVENUE 352,420 150,000 316,500 166,500
56061 BOND PREMIUM
56095 OVER AND SHORT - COLLECT 1,603
56100 OVER AND SHORT - OTHER 5
56101 DISCOUNTS TAKEN 2,290
56102 DISCOUNTS LOST 100
56061 BOND PREMIUM 3,787
56105 PAYMENT IN LIEU OF TAXES 26,000 27,000 27,000
75
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
56140 FEES AND MERCHANDISE SALE 4,445
56155 TRASH CART SALES 78
56175 PARKING PERMITS-RYAN FIEL 11,670 12,000 12,000
56180 MAYORS SUMMER YOUTH PROGR 406
56000 OTHER REVENUE 582,819 275,000 508,400 233,400
56500 INTEREST INCOME
56501 INTEREST INCOME 161,936 200,000 232,700 32,700
56585 UNREALIZED GAIN/LOSS 43,503
56600 CITY REHAB REPAYMENTS 17
56500 INTEREST INCOME 205,456 200,000 232,700 32,700
57000 TRNSFR FROM OTHER FUNDS
57010 FROM FLEET SERVICES 117,400 123,200 127,000 3,800
57015 FROM MOTOR FUEL FUND 750,000 772,500 22,500
57020 FROM MOTOR FUEL FUND-S/M 750,000
57030 FROM COMM. DEVEL. FUND 922,855 986,400 908,300 (78,100)
57035 FROM HOME FUND 32,868 38,400 39,300 900
57040 FROM EMERGENCY TEL SYSTEM 125,400 139,400 170,000 30,600
57050 FROM ECON DEV FUND 250,000 365,900 376,900 11,000
57060 FROM HOUSING FUND 30,000 30,900 31,800 900
57065 FROM WASHINGTON NAT'L DS 130,000 133,900 137,900 4,000
57070 FROM HOW HARTREY DEBT SER 100,000 125,000 128,800 3,800
57075 FROM SW TIF DEBT SERVICE 20,000 20,600 21,200 600
57085 FROM DOWNTOWN TIF DEBT SV 250,000 300,000 309,000 9,000
57100 FROM CAPITAL IMP. FUND 250,000 257,500 265,200 7,700
57110 FROM SPECIAL ASSMT. FUND 30,000 30,900 31,800 900
57130 FROM PARKING FUND 893,700 960,100 688,900 (271,200)
57135 FROM WATER FUND 153,000 157,600 162,300 4,700
57140 FROM WATER FUND-ROI 2,386,000 2,457,600 2,531,300 73,700
57145 FROM WATER FUND-ADMIN. EX 1,038,000 1,080,600 1,113,000 32,400
57160 FROM MAPLE AVE GARAGE FND 38,300 39,500 40,700 1,200
57165 FROM SEWER FUND 487,200 614,700 633,100 18,400
57000 TRNSFR FROM OTHER FUNDS 8,004,723 8,612,200 8,489,000 (123,200)
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 62,649 60,000 63,000 3,000
57510 NON-RESIDENT LIBRARY CARD 3,080 3,000 3,000
57515 LIBRARY MATERIAL REPLACEM 22,621 21,000 21,000
76
FISCAL YEAR -20062005
GENERAL FUND REVENUES
2005 - 062004 - 052003 - 04 2005 vs. 2006
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
57520 LIBRARY MATERIAL RESERVES 5,616 5,000 5,600 600
57525 LIBRARY MISC. REVENUES 3,526 3,500 3,500
57530 LIBRARY RENTAL BOOKS 8,316 8,600 8,600
57535 LIBRARY COPY MACH. CHG 26,559 26,000 26,000
57540 LIBRARY MEETING RM RENTAL 24,979 8,700 9,000 300
57545 NORTH BRANCH RENTAL INC 25,200 26,100 27,000 900
57550 LIBRARY MULTIMEDIA COLLEC 2,165 2,000 2,000
57500 LIBRARY-OTHER REVENUE 184,710 163,900 168,700 4,800
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 77,466,019 78,225,000 82,714,300 4,489,300
50000 REVENUES 77,466,019 78,225,000 82,714,300 4,489,300
77
City of Evanston
City Council
City Council
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 1.00
Expenditures as a % of 2006 General Fund Budget
0.35%
Three Year Fiscal History
$283,000 $291,000$270,850
$50,000
$125,000
$200,000
$275,000
$350,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
78
City of Evanston
City Council
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1300 - City Council 270,850 283,000 256,040 291,000
Total: $ 270,850 $ 283,000 $ 256,040 $ 291,000
Notes for Financial Summary
Performance Report on FY 2004-2005 Major Program Objectives
As part of the redevelopment of the Howard Street Neighborhood, Council approved a planned development at 413-
421 Howard Street.
Council approved $24 million in General Obligation Bonds with $13.5 million for capital improvements and $12 million
for refinancing part of the bonds issued in 1997.
City budget policy was changed to allow the debt limit to be raised from $85 million to $90 million.
City Council interviewed three national human resource search firms and selected Slavin Associates to conduct a
nationwide search for a new City Manager.
Council raised fines for certain alcohol related violations such as possession/consumption on the public way.
Two citizens were appointed by Council to serve on the Northwestern University/City Committee as part of the
Consent Decree.
A Civic Center Committee consisting of aldermen met and with citizens about determining the fate of the Civic
Center Building.
Council voted to recognize the Matricula Consular Identification card as an official form of ID for Mexican Nationals.
Council adopted the second and third amendments to the Sherman Plaza Redevelopment Agreement which is part of
the continuing revitalization and redevelopment of downtown Evanston.
Council amended the City's Indoor Clean Air Ordinance to prohibit smoking in common areas of muli-family buildings
and all work places except bars, restaurants and long term care facilities.
City Council voted to extend the franchise with ComEd to supply electrical power to the City for another three years.
Legislation was introduced to ban the incineration of medical waste at Evanston Hospital at the request of residents
who live near the hospital.
79
City of Evanston
City Council
1300 – City Council
Description of Major Activities
The City Council consists of a Mayor, elected at large and a non-voting member of the Council, and 9 Aldermen, one
selected from each of 9 wards. All Alderman and the Mayor are elected, and their positions effective for a term of
four years.
The City Council formulates policies and ordinances 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 2005-2006 Objectives
• Continuation of the downtown revitalization and redevelopment program
• Land use and density issues, especially in established neighborhoods
• Continued review of inclusionary and affordable housing issues
• Continuing support to neighborhood and business revitalization of the west side
• Determination of the direction to relocate, rebuild or replace the Civic Center
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of Ordinances adopted 104 125 110
Number of Resolutions Adopted 73 75 75
Updated Board, Committee, Commission rosters ongoing ongoing ongoing
Approved Adjustments in 2005-2006 Budget
80
CITY OF EVANSTON
CITY COUNCIL
1300
2004 -2005 2005 2006-
Appropriation Approved
1300 CITY COUNCIL
61010 REGULAR PAY 151,800 153,600
61110 OVERTIME PAY 300 300
61510 HEALTH INSURANCE 56,800 56,800
61615 LIFE INSURANCE 100 100
62210 PRINTING 17,000 500
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 200
62290 TUITION 2,000 2,000
62295 TRAINING & TRAVEL 10,000 10,000
62315 POSTAGE 400 400
62320 TELEPHONE CHARGEBACKS 7,700
62360 MEMBERSHIP DUES 32,700 32,700
62370 EXPENSE ALLOWANCE 100 100
62380 COPY MACHINE CHARGES 2,000 2,000
62458 OUTSIDE COPY SERVICES 25,000
64505 TELECOMMUNICATIONS - CARRIER L 200
64510 TELECOMMUNICATIONS EQUIPMENT 200
64520 TELECOMMUNICATIONS - LOCAL 4,700
64540 TELECOMMUNICATIONS - WIRELESS 200
65010 BOOKS, PUBLICATIONS, MAPS 100 200
65095 OFFICE SUPPLIES 1,200 1,200
68205 CONTINGENCIES 200
1300 CITY COUNCIL 283,000 291,000
81
City of Evanston
City Clerk
City Clerk
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 2.00
Expenditures as a % of 2006 General Fund Budget
0.24%
Three Year Fiscal History
$205,400 $196,000$185,323
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
82
City of Evanston
City Clerk’s Office
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1400 – City Clerk’s Office 270,850 205,400 256,040 196,000
Total Expenditures: $ 270,850 $ 205,400 $ 256,040 $ 196,000
Revenues:
BOCA Codes 8,900 9,000 9,000 9,000
City Codes/Zoning Codes 2,200 2,200 2,200 2,200
Hunting/Fishing License Fees 55 60 60 60
Landlord/Tenant Ordinances 465 465 465 465
Maps 485 485 485 485
Minutes Subscriptions 35 35 35 35
Miscellaneous 750 750 750 750
Model Lease Forms 1,125 1,200 1,200 1,200
Passport Application 17,200 14,000 6,000 10,000
Photocopying 140 150 150 150
Planning/Preservation Booklets 300 300 300 300
Second Recycling Bins 365 400 400 400
Total Revenues: $ 32,020 $ 29,045 $ 21,045 $ 25,045
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $10,230. These expenses
were budgeted in the General Fund Contingency Element but accounted for across all business units in the General
Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
Participated in March 16, 2004 primary election and November 2, 2004 General Election by being open additional
hours on Saturdays to facilitate voter registration and in-person absentee voting. Worked with Cook County
Department of Elections to find accessible polling places where needed.
Continued program to index minutes.
Began an annual program of restoring old Council records to preserve them from futher deterioration.
2005-2006 Department Initiatives
Establish a data base to track Freedom of Information requests and their disposition.
83
City of Evanston
City Clerk
1400 – City Clerk
Description of Major Activities
The City Clerk is secretary to the City Council and staff to special Council committees. The Clerk produces official
minutes of all Council meetings, is responsible for maintaining the City Code and official City records, serves as the
local election official, Deputy Registrar for Voter Registration, and provides absentee voter services and other
election related activities. The City Clerk also assists the Mayor, Aldermen, and staff with special projects and
activities and represents the City at various meetings.
The City Clerk's office maintains a Municipal Library, provides administrative and clerical services associated with
appointed boards, committees and commissions of the City, and collects the real estate transfer tax and issues
exemptions from the tax. This office also distributes recycling bins, issues 90-day placards to disabled persons,
provides information services and forwards Freedom of Information requests to departments, and prepares and
publishes the official municipal directory and annual calendar of meetings; updates meeting changes on the web
calendar; distributes community information to new residents. Additionally, the City Clerk's Office provides notary
services to staff and citizens, signs all General Obligation and Revenue Bonds and processes all surety bonds, sells
publications, City maps, BOCA codes, Illinois hunting and fishing licenses and performs ombudsman service to
citizens, assisting with information, directions and referrals. The City Clerk's office receives lawsuits in which the City
is named and office personnel are official passport acceptance agents for the U.S. Department of State.
FY 2005-2006 Objectives
• Conduct fair and impartial elections in 2005. Provide consolidated primary election February 22 if more than two
individuals file petitions for the office of Mayor. Provide consolidated election for all municipal and township
offices on April 5, 2005.
• Continue program of restoration of City Council records.
• Establish a data base for Freedom of Information requests that tracks all requests and their disposition.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Voters registered 600 750 600
In-person absentee voters 125 400 125
Real Estate Transfer Tax Transactions 2,020 2,000 2,000
Exemptions from real estate transfer tax 820 820 820
Replacement Recycling Bins 425 450 450
Disabled Parking Placards 140 140 140
Yearly Calendar of Scheduled Meetings 1 1 1
Passport applications 575 320 350
Approved Adjustments in 2005-2006 Budget
84
CITY OF EVANSTON
CITY CLERK
1400
2004 -2005 2005 2006-
Appropriation Approved
1400 CITY CLERK
61010 REGULAR PAY 130,700 136,900
61055 TEMPORARY EMPLOYEES 5,900 5,900
61110 OVERTIME PAY 700 700
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 200 200
62210 PRINTING 900 900
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 900 900
62280 OVERNIGHT MAIL CHARGES 300
62295 TRAINING & TRAVEL 1,500 1,500
62315 POSTAGE 700 700
62320 TELEPHONE CHARGEBACKS 1,600
62360 MEMBERSHIP DUES 300 400
62380 COPY MACHINE CHARGES 6,500 2,000
62457 CODIFICATION SERVICES 10,000 10,000
62509 SERVICE AGREEMENTS / CONTRACTS 700
62645 MICROFILMING 500
65010 BOOKS, PUBLICATIONS, MAPS 700 700
65080 MERCHANDISE FOR RESALE 10,000 10,000
65085 MINOR EQUIPMENT & TOOLS 100
65095 OFFICE SUPPLIES 1,000 1,000
65175 ELECTION SUPPLIES 100 100
65515 OTHER IMPROVEMENTS 10,000
68205 CONTINGENCIES 200
1400 CITY CLERK 205,400 196,000
85
City of Evanston
City Manager’s Office
City Manager's Office
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
City Manager's Office
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
Part-time Regular Intern 0.50
1505 Total 5.75
Public Information
Full-time Regular Community Information Coordinator 1.00
1510 Total 1.00
Grand Total 6.75
Expenditures as a % of 2006 General Fund Budget
0.86%
Three Year Fiscal History
$648,500
$715,900$679,369
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
86
City of Evanston
City Manager’s Office
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1505 – City Manger’s Office 559,944 522,000 650,456 575,200
1510 – Public Information 108,092 108,900 111,500 124,100
1515 – Farmer’s Market 11,332 17,600 13,566 16,600
Total Expenditures: $ 679,368 $ 648,500 $ 775,522 $ 715,900
Revenues:
Seasonal Farmer’s Market Licenses 23,780 27,700 25,500 27,700
Film Permits 842 0 0 1,500
Total Revenues: $ 24,622 $ 27,700 $ 25,500 $ 29,200
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $39,280. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Retirement of City Manager and Executive Assistant affected the FY 2004-05 actuals due to termination payouts.
Performance Report on FY 2004-2005 Major Program Objectives
The City Manager's Office has continued to support and encourage responsible growth and development in the
downtown area by providing leadership and direction to relevant departments and by coordinating efforts with various
entities throughout the community. The office also continues to organize and lead monthly managers’ meetings in an
effort promote interdepartmental communication and professional development among the City’s leadership
positions.
The staff of the City Manager's Office is acting to refine and more effectively utilize software and procedures
developed to track aldermanic requests, citizen’s inquiries, and police service requests and, in conjunction with the
Legal department and other departments as appropriate, has begun an effort to review the various City Codes and
will propose amendments and/or updates as necessary.
Staff has negotiated, and City Council has approved a new longer-term contract with ComEd for electric service.
The public information officer has gathered materials for the proposed relocation packet, and is developing on a plan
for funding the production and distribution of the packet and is in the early phase of collecting economic development
data for publication in a variety of formats.
2005-2006 Department Initiatives
1. Continue to lead Managers' Meetings, with an emphasis on profesional development.
2. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries, and
police service requests and providing updates to the aldermen.
3. The City Manager’s Office will house a new position, which will be responsible for coordinating the City’s Risk
Management program. This position is to be funded from the City’s Insurance Fund.
4. Continue to work with the Evanston Chamber of Commerce to publish and begin distribution of a comprehensive
relocation packet.
5. Continue to develop economic development information for publication.
6. Refine and streamline the agenda process.
7. 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.
8. Improve and publicize the film permitting process.
9. Conitnue to coordinate efforts with all parties involved in the Sherman Avenue redevelopment project
10. Establish a City-University commission to provide a forum for discussing shared issues.
11. Explore possible alternatives for Civic Center facilities.
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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 to 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
that group 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 2005-2006 Objectives
• To analyze aldermanic requests in order to anticipate common issues and develop public information and other
methods to address them.
• To provide city council with regular reports on the status of aldermanic requests.
• To resolve "Items for Future Consideration" on the City Council agenda.
• To review the Landscape Ordinance, Historic Preservation Ordinance, and Planned Development Ordinance.
• To provide weekly reports of activities and information to the City Council.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of Aldermanic Requests, Police Service
Requests, & Citizen Requests
1,150 1,349 1,500
Prepare agendas and materials for regular and special
Council and A&PW meetings
49 50 52
Film Permits 55 50 60
Sidewalk Cafes 20 30 20
Raffle Permits 30 30 30
Approved Adjustments in 2005-2006 Budget
88
CITY OF EVANSTON
CITY MANAGER
1505
2004 -2005 2005 2006-
Appropriation Approved
1505 CITY MANAGER
61010 REGULAR PAY 444,800 502,000
61055 TEMPORARY EMPLOYEES 3,000 3,000
61510 HEALTH INSURANCE 41,700 41,700
61615 LIFE INSURANCE 1,400 1,400
61625 AUTO ALLOWANCE 7,400 7,400
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 500 2,000
62320 TELEPHONE CHARGEBACKS 5,100
62360 MEMBERSHIP DUES 7,000 7,000
62380 COPY MACHINE CHARGES 3,000 3,000
62605 OTHER CHARGES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 200 300
65095 OFFICE SUPPLIES 1,000 1,000
68205 CONTINGENCIES 500
1505 CITY MANAGER 522,000 575,200
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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
mechanisms. The Community Information Coordinator prepares press releases, creates brochures and other
informational materials, and organizes educational efforts to better inform community members as needed.
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 all information is timely, decides the importance and
presentation of much of the content, and works with department staff to create more copy as necessary. The
Coordinator works closely with the Information Systems' web developer and programming staff to create appropriate
web pages and interactive programs to improve community communications.
The City Beat employee newsletter is produced monthly by this office to improve internal communications, educate
employees on programs and policies and increase morale.
The Community Information Coordinator will operate the City-owned radio station on a daily basis, in cooperation with
Facilities Management staff.
FY 2005-2006 Objectives
• Work with Evanston Chamber of Commerce on a comprehensive relocation package for new members of our
community.
• Help create new residents' section on the City's web site.
• Continue research on economic development information for inclusion on the City's web site, possible
publications and video production.
• Automate the distribution of minutes, agendas, and announcements from committees, boards and commissions
using the web site and listserves.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Highlights Newsletter 4 4 4
CityBeat Newsletter 12 10 12
Electronic Newsletter + updates 35 35 35
Total: 51 49 51
Approved Adjustments in 2005-2006 Budget
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CITY OF EVANSTON
PUBLIC INFORMATION
1510
2004 -2005 2005 2006-
Appropriation Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 58,800 71,000
61510 HEALTH INSURANCE 7,500 7,500
61615 LIFE INSURANCE 200 200
62210 PRINTING 15,000 18,000
62275 POSTAGE CHARGEBACKS 24,000 24,000
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 500 500
1510 PUBLIC INFORMATION 108,900 124,100
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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 the surrounding metropolitan area, 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 event. 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. 30 to 40 non-profits that serve Evanston residents participate in this event to
promote awareness of their work in the community. The Market is a very popular event for not only residents of
Evanston, but visitors from all over.
FY 2005-2006 Objectives
• Continue to provide a pleasant environment for the Farmer's Market in downtown Evanston
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Seasonal stall rentals 34 35 35
Weekly stall rentals 1 0 0
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 2005-2006 Budget
92
CITY OF EVANSTON
FARMER'S MARKET
1515
2004 -2005 2005 2006-
Appropriation Approved
1515 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 10,000 10,000
61110 OVERTIME PAY 4,300 4,300
62205 ADVERTISING 600 600
62275 POSTAGE CHARGEBACKS 200 200
62375 RENTALS 1,500 1,500
68205 CONTINGENCIES 1,000
1515 FARMER'S MARKET 17,600 16,600
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City of Evanston
Office of Management & 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 (4 @ 1 FTE) 4.00
1605 Total 6.00
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
Grand Total 24.80
Expenditures as a % of 2006 General Fund Budget
12.48%
Three Year Fiscal History
$8,773,100
$10,326,300
$9,175,810
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
95
City of Evanston
Office of Management and Budget
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1605 – Budget Office 344,030 330,000 331,650 447,200
1610 – Contingency 7,405,050 6,378,300 3,615,930 7,195,300
1615 – Information Systems Mgmt. 835,440 1,372,100 1,545,470 1,943,000
1620 – GIS 201,030 282,600 200,870 332,100
1625 – Administrative Adjudication 390,260 410,100 333,770 408,700
Total Expenditures: $9,175,810 $8,773,100 $6,027,690 $10,326,300
Revenues:
Liquor Sales Tax 1,531,960 1,425,000 1,610,750 1,500,000
Liquor Licensing 288,460 275,000 305,330 275,000
Administrative Adjudication 84,300 100,000 94,800 95,000
Total Revenues: $1,904,720 $1,800,000 $2,010,880 $1,870,000
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $158,230. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Contingency provides funds for purposes unanticipated at the time of budget adoption, or salary adjustments and
other purposes for which it is necessary to appropriate funds. In addition, over expenditure or over estimation of
revenues within the General Fund are balanced through the use of funds in this element.
• Information Systems now includes all the City's (General Fund) landline telephone costs. Centralizing the
budgets and bills for the landline phone service will lead to improved efficiency.
• Information Systems is now also budgeting for the maintenance and licencing of the JDEdwards Financial
Sysem.
Performance Report on FY 2004-2005 Major Program Objectives
Budget: Staff assisted in implementing of a City/Northwestern University joint venture fiber optic network which will
increase the capacity of the City's network capabilities; participated in the continued implementation of JD Edwards
financial software; continued to assist local businesses in understanding liquor laws and maintaining permits; staffed
Budget Committee Meetings and Emergency Telephone Board Meetings; maintained the 04/05 Budget and created
the 05/06 Budget in a timely manner for Council consideration.
Information Systems: Staff facilitated the deployment of the JD Edwards financial system including the technology
system, user administration, and report generation; continued upgrades to the telephone system voice mail;
continued tracking of cellular and landline telephone costs; continued deployed of Microsoft Windows and Windows
XP; replaced personal computers not meeting minimum performance standards; continued planning for a backup
server and network facility.
Geographic Information Systems: Staff continued to assist city departments, elected officials, and residents in
obtaining geographic data - including major involvement in the redistricting process; completed investigation into and
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City of Evanston
Office of Management and Budget
participated in a cooperative agreement to obtain new aerial photography of the City; added additional geographic
layers to the City's GIS.
Administrative Adjudication: This division has been operating for 5 years and hears increasingly higher numbers of
cases each year. The division aids the City in both the correction of city code violations and in the collection of fines
associated with those violations. The division continues to receive overwhelmingly positive user comments that that
the process is fair and convenient. Professionalism and efficiency continue to be the main objectives of the division.
2005-2006 Department Initiatives
1. Continued research and support for implementation of backend systems and additional functionality of the
JDEdwards financial system.
2. Addition of regular administrative hearing officer performance reviews to ensure the equity of case decision
outcomes in the Administrative Hearing Division.
3. Implement and carry through IS Committee to discuss technology needs in various departments and work toward
compatibility of multiple software products in the City.
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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. During the
year, the Budget Office monitors departmental revenues and expenditures and performance of departments and
divisions. The Budget Office supervises the operation of the Information Systems, Geographical Information
Systems, and Administrative Adjudication divisions. The Budget Office also completes special projects and studies
as directed by the City Manager's Office. The Budget Office provides staff support for the Emergency Telephone
System Board and the Liquor Control Commission.
FY 2005-2006 Objectives
• Continue to support implementation of the J.D. Edwards system.
• Enhance budget book through efficient documentation procedures.
• Increase grants revenue.
• Improve monthly reporting and expenditure monitoring for the operating and capital budget.
• Continue support for city departments in preparing and maintaining the budget by developing a more
comprehensive budget entry system.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Completion of the Proposed Budget December 31, 2002 December 31, 2003 December 31, 2004
Completion of the Approved Budget June 15, 2003 June 15, 2004 May 15, 2005
City Council Budget Memo’s Prepared 80 25 60
Approved Adjustments in 2005-2006 Budget
98
CITY OF EVANSTON
BUDGET
1605
2004 -2005 2005 2006-
Appropriation Approved
1605 BUDGET
61010 REGULAR PAY 277,000 377,000
61510 HEALTH INSURANCE 29,700 47,700
61615 LIFE INSURANCE 600 800
61625 AUTO ALLOWANCE 1,700 1,800
62210 PRINTING 10,000 10,000
62275 POSTAGE CHARGEBACKS 200 300
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 2,200
62360 MEMBERSHIP DUES 2,000 2,000
62380 COPY MACHINE CHARGES 2,500 2,500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,500
65555 PERSONAL COMPUTER EQUIPMENT 2,500 3,000
1605 BUDGET 330,000 447,200
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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 2005-2006 Budget
100
CITY OF EVANSTON
GENERAL CONTINGENCY
1610
2004 -2005 2005 2006-
Appropriation Approved
1610 GENERAL CONTINGENCY
61010 REGULAR PAY 100,000 73,400
61062 SPECIAL EVENT SALARIES 20,000
61760 EMPLOYER'S SHARE - FICA 1,758,400 1,824,500
61765 PENSION CONTR-PART-IMRF 1,748,300 1,813,900
61810 NON FICA MEDICARE PAYMNTS 500,000 519,000
62180 STUDIES 60,000
62305 RENTAL OF AUTO-FLEET SER 96,600 100,000
62431 ARMORED CAR SERVICES 36,000
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 6,378,300 7,195,300
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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 2005-2006 Objectives
• Continue assisting in the deployment of the J. D. Edwards financial system.
• Replace seventy five Personal Computers that do not meet minimum performance requirements.
• Continue deploying Microsoft Windows XP and Office XP
• Migrate from the UNIX platforms to Linux platforms all back office systems.
• Migrate from Civic center to Service Center and Police, the data center operations.
• Consolidate Network Servers to reduce administrative cost.
• Begin implementing redundant Server’s to improve reliability and disaster failover.
• Begin long term preparation for anytime anyplace access to City computerized systems.
• New system development and programming that includes: parking ticket web payment, property owner tracking,
Health and Human Services provider services, service requests via web, and the implementation of a cashiering
system.
• Implement an improved voice mail system including unified messaging which is the integration of voice, fax, and
e-mail messages whether it’s a wire line phone, wireless phone, PC, or Internet-enabled PC.
• Provide an improve telephone call accounting system that properly tracks usage.
• Utilize the City Fiber network: (1) to reduce line charges by eliminating telephone company connections
between buildings, (2) for video camera surveillance, and (3) as part of a long term project, eliminate the
traditional telephone infrastructure.
103
City of Evanston
Office of Management and Budget
1615 – Information Systems
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of Users with logon privileges 848 850 850
Number of personal computers supported 473 466 470
Number of locations supported 15 15 15
Visits to City WEB site (average per day) 7000 7955 8250
Number of application and network servers supported 28 28 28
Number of Help Desk calls per year 3336 2928 3000
Average time to close a call 4.5 days 3.6 Days 4 Days
Percent of Help Desk calls resolved within one day 62.60% 54 % 50%
Percent of Help Desk calls resolved within two days 70% 68 % 65%
User Feedback - Problem Solved Satisfactory 97.30% 97.10 % 97%
User Feedback - Problem Solved Unsatisfactory 2.60% 2.90 % 3%
User Feedback - Response time to call - Very Fast 64.70% 61.20 % 60%
User Feedback - Response time to call – Fast 22.10% 25.20 % 25%
User Feedback - Response time to call – Average 11.50% 11.40 % 11%
User Feedback - Response time to call – Slow 1.05% 1.60 % 1.60%
User Feedback - Response time to call - Very Slow 0.53% 0.60 % 0.60%
Number of users trained in Computer concepts and Word 18 83 125
Number of users trained in Excel 22 95 100
Number of users trained in other PC productivity tools 72 84 50
Number of users trained in E-mail/Outlook/Internet 331 19 20
Approved Adjustments in 2005-2006 Budget
104
CITY OF EVANSTON
INFORMATION SYSTEMS MGMT
1615
2004 -2005 2005 2006-
Appropriation Approved
1615 INFORMATION SYSTEMS MGMT
61010 REGULAR PAY 740,300 823,500
61055 TEMPORARY EMPLOYEES 2,600 2,600
61510 HEALTH INSURANCE 82,600 82,600
61615 LIFE INSURANCE 1,400 1,400
62175 IS SERVICES 75,000 70,000
62250 COMPUTER EQUIPMENT MAINT 85,300 88,600
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 6,000 6,000
62320 TELEPHONE CHARGEBACKS 211,500
62336 JDE - LICENSE AND SUPPORT FEES 175,000
62340 COMPTER LICENSE & SUPP 121,700 100,200
62360 MEMBERSHIP DUES 2,900 2,600
62380 COPY MACHINE CHARGES 300 300
64505 TELECOMMUNICATIONS - CARRIER L 215,000
64510 TELECOMMUNICATIONS EQUIPMENT 32,600
64515 TELECOMMUNICATIONS EQUIPMENT M 8,200
64525 TELECOMMUNICATIONS - LONG DIST 23,700
64540 TELECOMMUNICATIONS - WIRELESS 10,000 12,600
64545 PERSONAL COMPUTER SOFTWARE 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,500
65095 OFFICE SUPPLIES 34,900 47,000
65605 PBX (LICENSE & SUPPORT FEES)22,000
65615 WAN CONNECTIONS/LINE CHARGES 24,600
66020 TRANSFERS TO OTHER FUNDS 200,000 200,000
66125 SERVICES BILLED OUT 207,400-
68205 CONTINGENCIES 1,000
1615 INFORMATION SYSTEMS MGMT 1,372,100 1,943,000
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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 a place to give us a better
understanding of that place.
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 incorporates 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
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 is to make this information easily available to all employees and residents. The ability to
view and analyze this information allows people to be more informed, more efficient and to make better decisions.
FY 2005-2006 Objectives
• Assist in preparing disability access map and database
• Create a Zoning focused web application for residents and city staff
• Prepare specification for GIS data as a required deliverable in City construction projects
• Implement a Web based GIS editing tool to allow non-GIS staff to edit GIS data
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Map Requests 134 208 210
Permanent geographic layers created 12 18 18
GIS web mapping request per week 3800 0 0
Geographic layers maintained 130 160 175
Approved Adjustments in 2005-2006 Budget
106
CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYSTEMS
1620
2004 -2005 2005 2006-
Appropriation Approved
1620 GEOGRAPHIC INFORMATION SYSTEMS
61010 REGULAR PAY 186,700 242,000
61060 SEASONAL EMPLOYEES 10,600 10,600
61510 HEALTH INSURANCE 22,400 22,400
61615 LIFE INSURANCE 200 200
62175 IS SERVICES 10,000 10,000
62215 PHOTOGRAPHERS/BLUEPRINTS 200
62235 OFFICE EQUIPMENT MAINT 300 300
62250 COMPUTER EQUIPMENT MAINT 4,500
62295 TRAINING & TRAVEL 300 500
62320 TELEPHONE CHARGEBACKS 900
62340 COMPTER LICENSE & SUPP 22,500 22,500
62360 MEMBERSHIP DUES 300 500
62380 COPY MACHINE CHARGES 1,100 1,100
62500 TECHNICAL INFORMATION SERVICES 15,000 15,000
64545 PERSONAL COMPUTER SOFTWARE 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65085 MINOR EQUIPMENT & TOOLS 500 500
65090 SAFETY EQUIPMENT 100
65095 OFFICE SUPPLIES 1,000 1,000
65105 PHOTO/DRAFTING SUPPLIE 500
1620 GEOGRAPHIC INFORMATION SYSTEMS 282,600 332,100
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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 and property inspectors and park rangers since
they no longer need to appear in court.
• 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 2005-2006 Objectives
• Perform evaluations of administrative hearing officers in order to ensure equity across cases.
• Implement cross-functional policies to better regulate vacation of findings and internal contesting procedures.
• Work closely with Parking Systems, Evanston PD, and the Property Maintenance Division in order to increase
adherence to the Code and increase collections on outstanding liability.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of parking summons issued 42,967 67,960 88,000
Number of parking tickets adjudicated 35,140 49,340 63,000
Percentage paid prior to hearing (parking) 22% 73% 85%
Percentage paid after hearing (parking) 44% 22% 15%
Number of property citations adjudicated 40 135 235
Number of police cases adjudicated 215 1,230 2,250
Other cases adjudicated (fire, health, parks) 41 40 60
Percentage of code cases paid 48% 31% 50%
Approved Adjustments in 2005-2006 Budget
108
CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1625
2004 -2005 2005 2006-
Appropriation Approved
1625 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 154,500 140,000
61050 PERMANENT PART-TIME 118,400 23,000
61055 TEMPORARY EMPLOYEES 4,200 4,000
61110 OVERTIME PAY 1,000 500
61510 HEALTH INSURANCE 22,000 22,000
61615 LIFE INSURANCE 300 300
62130 LEGAL SERVICES - GENERAL 1,500
62210 PRINTING 1,000 500
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 30,000 30,000
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 25,000 25,000
62320 TELEPHONE CHARGEBACKS 2,700
62345 COURT COST/LITIGATION 2,500
62380 COPY MACHINE CHARGES 500 1,000
62456 OUTSIDE MAIL SERVICES 3,000 3,500
62500 TECHNICAL INFORMATION SERVICES 20,000 15,000
62509 SERVICE AGREEMENTS / CONTRACTS 125,000
64540 TELECOMMUNICATIONS - WIRELESS 600
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65045 LICENSING/REGULATORY SUPP 15,000 10,000
65085 MINOR EQUIPMENT & TOOLS 2,000 1,500
65095 OFFICE SUPPLIES 4,000 6,000
68205 CONTINGENCIES 500
1625 ADMINISTRATIVE ADJUDICATION 410,100 408,700
109
City of Evanston
Legal
Legal
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 7.00
Expenditures as a % of 2006 General Fund Budget
0.83%
Three Year Fiscal History
$662,800 $690,600
$565,893
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
110
City of Evanston
Legal Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1705 – Legal Administration 565,890 662,800 571,850 690,600
Total Expenditures: $ 565,890 $ 662,800 $ 571,850 $ 690,600
Revenues:
Damages – General Fund 32,160 40,000 45,490 50,000
Damages – Fleet Services Fund 31,900 15,700 46,700 15,700
Total Revenues: $ 64,060 $ 55,700 $ 92,190 $ 65,700
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $26,890. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Actual expenditures for FY 2004-05 were low because two staff attorney positions were vacant for multiple
months. Expenditures will come more in line with the budget when the department is fully staffed.
Performance Report on FY 2004-2005 Major Program Objectives
Staff of the Legal Department were involved in work on several projects over the 2004-05 fiscal year. An overweight
truck prosecution program through Administrative Adjudication has been explored but is not yet implemented.
Some significant major litigation was resolved through negotiated settlement and motion practice. A process to
improve response time to Departmental requests has been successfully implemented (one day contact). Finally,
Council agenda objectives have been satisfactorily met.
2005-2006 Department Initiatives
1. To develop a coordinated risk management, risk transfer, and risk chargeback program for all City Departments.
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City of Evanston
Legal Department
1705 – Legal Department
Description of Major Activities
The Legal Department provides or 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 provides advice as requested on public bidding and purchase procedures.
The Department, through the Insurance Fund, supervises the General Liability Third Party Administration of claims.
The Department recommends the purchase of insurance in all areas of exposure including: general liability, all-risk
property, ambulance attendant, 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 2005-2006 Objectives
• To establish a Truck Overweight Enforcement Program, with ultimate enforcement as an ordinance mechanism.
• To coordinate all significant zoning matters with the Zoning Division of the Community Development Department.
• To accomplish an efficient purchasing, bid review and award process with the Purchasing Division for all
purchases and services in excess of $25,000.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
500 550 600
Traffic prosecution cases 7,500 7,500 7,500
Ordinances written and/or reviewed 162 160 165
Resolutions written and/or reviewed 118 120 120
Opinions written 50 36 44
Administrative adjudication (including appeals) 250 80 80
Truck Safety Prosecutions (including overweight) 0 0 0
Approved Adjustments in 2005-2006 Budget
112
CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2004 -2005 2005 2006-
Appropriation Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 494,100 541,100
61510 HEALTH INSURANCE 54,600 54,600
61615 LIFE INSURANCE 1,300 1,300
61625 AUTO ALLOWANCE 1,700 1,800
62130 LEGAL SERVICES - GENERAL 75,000 65,000
62275 POSTAGE CHARGEBACKS 600 400
62295 TRAINING & TRAVEL 600 1,000
62320 TELEPHONE CHARGEBACKS 5,800
62345 COURT COST/LITIGATION 15,000 10,000
62360 MEMBERSHIP DUES 1,400 1,400
62380 COPY MACHINE CHARGES 1,800 1,800
64540 TELECOMMUNICATIONS - WIRELESS 3,000
65010 BOOKS, PUBLICATIONS, MAPS 10,000 8,000
65095 OFFICE SUPPLIES 900 1,200
1705 LEGAL ADMINISTRATION 662,800 690,600
113
City of Evanston
Human Resources
Human Resources
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Full-time Regular Director, Human Resources 1.00
Full-time Regular Asst Director, Human Resources 1.00
Full-time Regular Human Resources Specialist (3 @ 1 FTE) 3.00
Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00
1805 Total 7.00
Grand Total 7.00
Expenditures as a % of 2006 General Fund Budget
1.49%
Three Year Fiscal History
$1,170,900
$1,234,000
$1,137,833
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
114
City of Evanston
Human Resources Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1805 –HR General Support 1,137,830 1,170,900 1,294,590 1,234,000
Total Expenditures: $ 1,137,830 $ 1,170,900 $ 1,294,590 $ 1,234,000
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $35,100. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
AFSCME: The consolidation of the bargaining unit, resulting in the contract approved in September 2003, started a
major challenge to this department and the City. Significant training of managers and supervisors was conducted
regarding the contract itself, as well as management and supervisory techniques and requirements. Interpretation of
changes to the existing contract, as well as introducing concepts, procedures, policies and guidelines to those
formerly non-union departments presented and continue to present challenges. Significant changes to the way the
organization works include: identifying newly-included positions and developing procedures to deal with their
inclusion, such as level of union dues/fair share participation based on work schedules, dealing with the many
permanent part-time employees who change work schedules, positions, and status fairly regularly, negotiating with
the union on inclusion/exclusion of positions created after the state certification of the bargaining unit; implementing a
procedure within JDE and the departments for identifying union membership, fair share deductions, and PEOPLE
contributions; a total change to the way vacant positions are filled, with posting all positions once, rather than the
former internal/external method, and adding approximately 40 new permanent part-time titles to those Human
Resources is responsible for posting, coordinating recruitment and selection, interviewing, applicant maintenance,
eligible list creation and maintenance, correspondence, etc.; implementing a vacation selection scheduling process
for all AFSCME departments within the contractual timeline; introducing departments to a revised grievance
procedure (some of whom had never dealt with the grievance concept before), and enforcing the procedure with the
departments and more importantly with the union representatives, many of whom are equally new to the process;
integrating permanent part-time employees into the formal disciplinary system; implementing formal Family and
Medical Leave procedures for the bargaining unit and management; indoctrinating employees and managers into the
“have to take your birthday off” concept which is much too complicated for such a seemingly-simple concept;
implementing paid holiday rules for permanent part-time employees, especially in the Library which has many such
employees and different schedules than other bargaining unit employees; implementing a dual vacation schedule for
employees hired before or after March 1, 2003; dealing with the impact of the union agreeing to eliminate annual sick
leave payout for bargaining unit employees; implementing a new overtime pay system for formerly non-union
employees; implementing safety shoe allowance rather than the former shoe mobile system; implementing a three-
tier health insurance deduction plan for the bargaining unit; categorizing employees into appropriate benefit groups
for benefit eligibility purposes; assigning pay grades to permanent part-time positions formerly unclassified. The
department also processed and handled multiple grievances, some of which were advanced to arbitration over
individual disciplinary matters and contract language interpretation.
IRIS/JDEdwards: Implementation of the HR/Payroll system has taken significant amounts of time in the last year.
Human Resources staff has taken over virtually all of the system input regarding employee maintenance, including
personal information, demographic information, pay rate, pay rate changes, leaves of absence, promotions,
demotions, suspensions, hiring, health insurance deductions, dental insurance deductions, life insurance deductions,
universal life insurance deductions, pension deductions, vacation, sick leave, floating holidays, holidays,
compensatory time accruals. Learning the system, discovering where setup or system bugs existed and fixing them,
relearning the system, and continual monitoring and maintenance have taken the HR Assistants significantly
increased amounts of time, and forced the department to rework the workload schedule to accommodate payroll
processing.
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City of Evanston
Human Resources Department
The Assistant Director and Director have spent countless hours in setting up plans, benefit deductions, payroll
deductions, employer costs for shifting to accounting, employee eligibility and the like for health, dental and life
insurance. We are on our third iteration due to the complexity of plans (3 providers, 8 plans, and 13 employee groups
with 28 possible deduction levels just for health insurance). Dealing with employee deduction issues each payroll,
identifying the issue, making the retroactive correction and the current deduction correct takes time. We are closer to
making this aspect of the system “clean” which hopefully will also allow us to do bill payment easier, and to identify
missed deductions due to suspensions, leaves, etc. on a payroll by payroll basis prior to payroll being run.
Paid leave accruals for all employee groups, full and part-time, union and non-union, were translated into the JDE
system, corrected, validated and are up and running. With the exception of compensatory time, paid leave accruals
and usage are working for everyone except Police and Fire. Police is almost complete, and Fire is requiring an
analysis for each and every member of the Fire Department going back to date of hire (in some cases, 30 years),
tracking accruals and usage month by month. That analysis and communication to the employees is being
completed, and will then be reviewed individual by individual. When complete, those accruals will be loaded into the
system, and that automation taking effect. The goal is to have all accruals on the system by the end of September so
that the automatic caps and maximums may be “turned on” prior to the end of the calendar year, and year end
rollover.
Smaller accomplishments include a revised personnel requisition form and procedure, allowing for JDE usage, and
leading to manager self-service. The disciplinary action form is on the website, making it easier for departments to
complete forms, get them to HR for review and approval, and back to the department for issuance. The benefit
accrual correction form was enhanced on the website from read only to being able to input information onto the form.
The Summer Youth Employment Program used an enhanced but easier personnel change form to put participants on
the payroll, and to terminate them at the end of the season. Practices were changed with Recreation to allow for
earlier input of seasonal employees, and with other changes as a check and balance at the end of the season.
These initiatives were undertaken and accomplished by Human Resources, interfacing with Payroll and the
departments. This is the first summer that HR was responsible for inputting all seasonal employees into the payroll
system, which in the past has caused overtime in Payroll; we accomplished it via the procedural changes described
above without overtime, and on a timely and reasonably accurate manner.
We have conducted training for payroll processors in the operating departments, both on the new time sheets
(dealing with policy questions), and on the accrual system; there is a need to do more training with this group, but
there is some resistance to doing this until “payroll is clean”. There also needs to be an Executive Steering
Committee level decision as to the future of decentralized payroll, so that expectations and responsibilities of the
departments can be detailed and then enforced.
Other Accomplishments of note: We have filled 54 vacancies; we have maintained staffing levels in the Police
Department for Police Officer; conducted promotional exam for Sergeant, and are in the midst of promotional exams
for Commander and Deputy Chief. Telecommunications is fully staffed, and we are in the process of filling at least 4
vacant Service Desk Officers. Some Police Officers have already been transferred from Service Desk duties, and
when fully staffed, the remaining sworn officers will be transferred from that division. Civilian staffing is complete.
The Fire Department is fully staffed, and we are preparing for promotional examinations for Fire Captain, Shift Chief
and Division Chief. Vacancies in other departments continue to be filled on a reasonably timely basis, with delays at
this point due to departmental schedules rather than HR being a roadblock to progress. Several major litigations
were resolved, two arbitrations settled successfully on terms favorable to the City; several serious employee issues
have been resolved on terms favorable to the City, resulting in retirements and resignations without protracted legal
proceedings or litigation. Two vacant Human Resources Specialist positions have been filled, and the new
employees are integrating well into the workflow; the learning curve for our procedures and processes, the attention
to multiple details, and usage of the JDEdwards system can be fairly steep, but consistent progress is being made.
2005-2006 Department Initiatives
1. A primary initiative for the upcoming fiscal year will be a professional audit, analysis and review of our entire
benefit package, emphasizing health insurance, but not to the exclusion of other benefits. As we all know, health
insurance costs continue to escalate well beyond the inflationary rise in prices, and as we all know, this market is
managed and controlled by influences far outside of our realm. The reality is, however, that employers are
116
City of Evanston
Human Resources Department
forced to be in the middle, trying to give reasonable benefits to employees, and trying to pay for them. My
tentative design for the study will include asking for recommendations on plan design, benefit initiatives but more
importantly, long-range planning that will allow for funding alternatives (such as perhaps funding in incremental
levels in the insurance fund as a future reserve) over the long term. Given the instability of the younger
workforce, our benefit package is critical in attracting and retaining quality employees – not just insurance, but
paid leave, child and elder care, etc. I would also envision that this study makes some long-term
recommendations and strategic planning that will lead us to a cafeteria benefit package in the next 5 years.
2. Continued implementation and work on the JDEdwards system in order to fully realize the management
information benefits of the system will continue to be a major focus. We are only at the beginning stages of
being able to get the added value out of the system, once the basics are in place correctly.
3. Increased usage of the website for form completion will not only ease the administrative burden on departments
and employees, but will set the stage for employee self-service through JDEdwards, in terms of employee usage
of the website and getting used to using the computer rather than paper and/or typewriter. Revised forms that tie
into required information for the JDE system will continue to be introduced.
4. Updating job descriptions and tying them to competencies and performance evaluations, leading to managers
and supervisors being able to more easily develop analyses of skills and weaknesses, and then turning that gap
analysis into training programs will be another focus. And while the existing technology does not lend itself
easily to transferring data into the system, updating job descriptions for non-AFSCME positions (those were all
updated three years ago) is an unmet need; doing it now will kill two birds with one stone.
117
City of Evanston
Human Resources
1805 – Human Resources
Description of Major Activities
The Human Resources Department 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
Human Resources Department 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 2005-2006 Objectives
• Stabilize Worker's Compensation Third-Party Administrator performance by October 31, 2005 in order to
determine future need.
• Stabilize existing JDEdwards Payroll/Human Resources systems in order to complete implementation, assure
accuracy, and accurate and timely implementation of 2005 information.
• Maintain appropriate staffing levels in all departments but particularly Police and Fire throughout 2005-06.
• Negotiate IAFF and FOP contracts within budget by 4/1/05.
• Prepare for AFSCME and Teamster negotiations beginning 6/1/05.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Civil Service Commission meetings 13 24 18
Labor contract negotiated 4 2 2
Supervisory/management training programs 30 20 12
Approved Adjustments in 2005-2006 Budget
118
CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2004 -2005 2005 2006-
Appropriation Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 497,200 521,600
61510 HEALTH INSURANCE 52,500 52,500
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 3,200 2,400
62130 LEGAL SERVICES - GENERAL 500 500
62160 EMPLOYMENT TESTING SERVICES 90,000 75,000
62205 ADVERTISING 80,000 65,000
62235 OFFICE EQUIPMENT MAINT 100 100
62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000
62274 TEST ADMINISTRATION 60,000 65,000
62275 POSTAGE CHARGEBACKS 2,700
62290 TUITION 65,000 130,000
62295 TRAINING & TRAVEL 800 800
62310 CITY WIDE TRAINING 150,000 150,000
62320 TELEPHONE CHARGEBACKS 2,400
62345 COURT COST/LITIGATION 500 500
62360 MEMBERSHIP DUES 1,800 1,700
62380 COPY MACHINE CHARGES 5,800 5,800
62630 UNEMP. COMP. & ADMIN. FEE 90,000 90,000
65010 BOOKS, PUBLICATIONS, MAPS 1,600 2,000
65095 OFFICE SUPPLIES 3,500 5,300
65125 OTHER COMMODITIES 17,500 20,000
1805 HUMAN RESOURCES GEN SUPPORT 1,170,900 1,234,000
119
City of Evanston
Finance
Finance
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
General Support
Full-time Regular Director, Finance 1.00
Full-time Regular Assistant Director, Finance 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
1910 Total 8.00
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 1.00
Full-time Regular Bookkeeper 1.00
1920 Total 6.00
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
Grand Total 24.50
Expenditures as a % of 2006 General Fund Budget
2.13%
Three Year Fiscal History
$1,889,000
$1,762,600
$1,848,039
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
$1,600,000
$1,700,000
$1,800,000
$1,900,000
$2,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
120
City of Evanston
Finance Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
1905 – Finance General Support 267,630 436,900 452,710 290,900
1910 – Revenue Division 585,090 522,900 535,610 531,400
1915 – Payroll 213,910 212,300 227,700 217,900
1920 – Accounting 457,050 431,800 503,400 438,600
1925 – Purchasing/AP/MWEBE 324,360 285,100 371,260 283,800
Total Expenditures: $ 1,848,040 $ 1,889,000 $ 2,090,680 $ 1,762,600
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $103,140. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
The department worked diligently in the FY 2004-05 fiscal year to complete many projects. These projects included
implementation of both the HR/Payroll module and capital improvements module of the new financial system.
Department staff also prepared and issued the FY 2003-04 Comprehensive Annual Financial Report and was
awarded the Certificate of Achievement for Financial Reporting from the GFOA. Finally, staff successfully issued $12
million in capital bonds and refinanced $12 million in GO bonds, maintaining the City's Aaa bond rating status with
ratings agencies in the municipal bond industry.
2005-2006 Department Initiatives
1. Implementation of the Accounts Receivable module of the new financial system
2. Completion of the annual Comprehensive Annual Financial Report
3. Development of finance department operations manual
121
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, as well as participation 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 the management of the City's Minority/Women/Evanston Business Enterprise
program.
The department is also responsible for investing the City's monies. These include short term operating cash, bond
proceeds, reserve accounts and any long term investments.
The department is also responsible for the issuance of all of the City's debt in the form of bonds. This includes the
annual preparation of an official statement, securing a financial rating and issuing the subsequent debt.
FY 2005-2006 Objectives
• Complete the stabilization of the new PeopleSoft financial system and implement a new Accounts Receivable
module
• Implement new investment program and reporting system
• Issue 2005 series bonds
• Begin implementation of new parking fund rates and revenues
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Percent of available cash invested 99 99 99
Bond Issuances 3 1 1
Quarterly financial management reports 12 4 4
Quarterly investment reports 4
Approved Adjustments in 2005-2006 Budget
122
CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2004 -2005 2005 2006-
Appropriation Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 241,000 250,100
61060 SEASONAL EMPLOYEES 7,000 7,000
61510 HEALTH INSURANCE 23,000 23,000
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,700 1,800
62275 POSTAGE CHARGEBACKS 900 800
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 4,700
62340 COMPTER LICENSE & SUPP 150,000
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 1,400 1,400
64545 PERSONAL COMPUTER SOFTWARE 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 900 900
65095 OFFICE SUPPLIES 2,000 2,000
68205 CONTINGENCIES 400
1905 FINANCE GENERAL SUPPORT 436,900 290,900
123
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 which
are 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 generating
over $2 million in license revenues for General Fund purposes. These include the management of business license
regulatory matters, vehicle licensing (Wheel Tax), animal licensing and taxi cab industry licensing and regulation. Many of
these activities are effectively accomplished only through the many partnership relationships it has fostered with other
Departments and within the Evanston Community.
FY 2005-2006 Objectives
• Implementation of comprehensive Accounts Receivable (AR) software system that will boost revenue collection via a
centralized tracking system.
• Finalize implementation of parking ticket and vehicle sticker payments via the City Web Site.
• Implementation of Automated Clearing House (ACH) payments for over the counter water bill and vehicle sticker
transactions.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Water Bills Processed Total 85,500 85,500 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 1,400 7,000 8,000
Number of Citation Payments Processed 122,000 125,000 125,000
Internet Parking Citation Payments Processed 0 3,000 8,000
Number of Vehicle Stickers Issued 37,000 40,000 40,000
Number of Business Licenses Processed 2,500 2,500 2,500
Number of Animal Licenses Issued 2,550 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 31,000 38,000 45,000
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 40 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 2005-2006 Budget
124
CITY OF EVANSTON
REVENUE DIVISION
1910
2004 -2005 2005 2006-
Appropriation Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 330,200 342,600
61060 SEASONAL EMPLOYEES 5,000
61110 OVERTIME PAY 7,700 9,000
61510 HEALTH INSURANCE 51,900 51,900
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 100
62205 ADVERTISING 200 200
62235 OFFICE EQUIPMENT MAINT 300 300
62273 LIEN FILING FEES 6,000
62275 POSTAGE CHARGEBACKS 31,000 31,000
62295 TRAINING & TRAVEL 800 800
62305 RENTAL OF AUTO-FLEET SER 5,100 5,100
62315 POSTAGE 15,000 15,000
62320 TELEPHONE CHARGEBACKS 5,200
62360 MEMBERSHIP DUES 800 800
62380 COPY MACHINE CHARGES 1,200 3,600
62455 WTR/SWR BILL PRINT AND MAIL CO 12,000
64545 PERSONAL COMPUTER SOFTWARE 6,000 4,000
65045 LICENSING/REGULATORY SUPP 50,000 50,000
65095 OFFICE SUPPLIES 5,000 5,500
1910 REVENUE DIVISION 522,900 531,400
125
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 450 employees due to the Recreation
summer 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, 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 interfaces with the 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 2005-2006 Objectives
• Continue staff education in the legal and payroll aspects of garnishments.
• Continue stabilization of the financial payroll system.
• Continue to provide good customer service to internal as well as external customers.
• Implement electronic payments to our payroll vendors.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Regular checks issued 32,700 33,000 33,000
Manual checks issued 150 170 180
Total: 32850 33,170 33,180
Approved Adjustments in 2005-2006 Budget
126
CITY OF EVANSTON
PAYROLL
1915
2004 -2005 2005 2006-
Appropriation Approved
1915 PAYROLL
61010 REGULAR PAY 182,800 189,700
61110 OVERTIME PAY 1,300 2,500
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 200 100
62295 TRAINING & TRAVEL 400 500
62320 TELEPHONE CHARGEBACKS 2,500
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 400 400
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 800 800
1915 PAYROLL 212,300 217,900
127
City of Evanston
Finance Department
1920 – Accounting Division
Description of Major Activities
The Accounting 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). The 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 both the Police and Firefighter's Pension Fund's Annual
Statements to be filed with the Illinois Department of Insurance.
FY 2005-2006 Objectives
• Expand on library of reports for new financial system, and train staff on usage.
• Create automated interface between investment software and financial system.
• Produce Comprehensive Annual Financial Report (CAFR) in Adobe format for viewing on City's web page.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Preparation of final fund trial balance for
annual independent audit 7/30/03 7/30/04
7/30/05
Preparation of Schedule of Federal Financial
Assistance for the Single Audit Act of 1984
9/15/03 9/15/04
9/15/05
Preparation of Police and Fire Pension fund filings with
Illinois Department of Insurance 10/31/03 8/31/04
8/31/05
Approved Adjustments in 2005-2006 Budget
128
CITY OF EVANSTON
ACCOUNTING
1920
2004 -2005 2005 2006-
Appropriation Approved
1920 ACCOUNTING
61010 REGULAR PAY 314,600 326,400
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 600 600
62110 AUDITING 62,000 62,000
62185 OTHER CONSULTING SERVICES 800
62205 ADVERTISING 2,300 2,000
62235 OFFICE EQUIPMENT MAINT 100
62275 POSTAGE CHARGEBACKS 600 600
62280 OVERNIGHT MAIL CHARGES 200
62295 TRAINING & TRAVEL 700 700
62320 TELEPHONE CHARGEBACKS 4,500
62340 COMPTER LICENSE & SUPP 600
62360 MEMBERSHIP DUES 1,600 1,200
62380 COPY MACHINE CHARGES 600 2,400
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 2,800 2,500
1920 ACCOUNTING 431,800 438,600
129
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 director manages the contract solicitation
process and assures conformance with all legal bidding requirements. Research is conducted on new technology,
products and methods, and departments are assisted with pre-purchase commodity and vendor information. The
director also works with other governmental jurisdictions for joint purchasing. The purchasing element also
administers the accounts payable function by reviewing and processing all bills and accounts payable checks for
payment. The purchasing director also promotes and supervises the Minority/Women/Evanston Business Enterprise
Program.
The primary goal of the City of Evanston's Minority/Women/Evanston Business is to ensure that firms in Evanston
and those firms 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, and
monitoring the utilization of progress participants on City contracts.
A secondary, albeit equally important, goal of the program is technical assistance. The needs of the 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 2005-2006 Objectives
• Continued implementation of financial software modules for A/P, Purchasing, and Fixed Assets including
decentralization where appropriate.
• Prioritize the CIP annual projects and establish a timetable for their procurement and MBE/W/E compliance.
• Create a master calendar of critical activities and deadlines in AP -Purchasing.
• Staff development and cross-training to provide depth.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Purchase orders issued 1,000 1,575 2,025
Bid items purchased 175 250 250
Term agreements issued 20 35 35
Vouchers/invoices processed 10,000 17,000 18,950
M/W/BE solicited 800 1,200 1,325
Advisory Committee meetings 10 10 10
Project site visits 20 28 28
Pre-bid meetings 20 28 35
Approved Adjustments in 2005-2006 Budget
130
CITY OF EVANSTON
PURCHASING & ACCOUNTS PAYABLE
1925
2004 -2005 2005 2006-
Appropriation Approved
1925 PURCHASING & ACCOUNTS PAYABLE
61010 REGULAR PAY 247,800 257,100
61050 PERMANENT PART-TIME 15,000
61055 TEMPORARY EMPLOYEES 1,800
61510 HEALTH INSURANCE 34,400 34,400
61615 LIFE INSURANCE 600 600
62185 OTHER CONSULTING SERVICES 2,500
62205 ADVERTISING 500 500
62210 PRINTING 1,300 300
62235 OFFICE EQUIPMENT MAINT 26,600 17,000
62275 POSTAGE CHARGEBACKS 6,400 6,400
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 7,700
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-
68205 CONTINGENCIES 3,000
68305 DEBT SERVICE 25,200 25,200
1925 PURCHASING & ACCOUNTS PAYABLE 285,100 283,800
131
City of Evanston
Facilities Management
Facilities Management
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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
Mail & Information Services
Full-time Regular Switchboard Operator (2 @ 1 FTE) 2.00
2015 Total 2.00
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
Grand Total 23.10
Expenditures as a % of 2006 General Fund Budget
2.95%
Three Year Fiscal History
$2,273,300
$2,438,900$2,257,902
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
132
City of Evanston
Facilities Management Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2005 – FM General Support 229,790 231,600 292,280 253,200
2010 – Construction and Repair 1,200,650 1,236,000 1,332,020 1,367,600
2015 – Mail & Information Service 98,920 146,900 113,490 100,000
2020 – Custodial Maintenance 286,620 270,700 291,370 295,400
2025 – Emergency Management 51,770 71,000 44,570 81,900
2030 – Cable Communications 390,150 317,100 315,150 340,800
Total Expenditures: $ 2,257,900 $ 2,273,300 $ 2,388,880 $ 2,438,900
Revenues:
Illinois Emergency Mgmt. Agency 12,930 20,000 19,090 20,000
Total Revenues: $ 12,930 $ 20,000 $ 19,090 $ 20,000
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $99,560. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Increases are directly due to increasing costs and the need to better maintain City facilities.
Performance Report on FY 2004-2005 Major Program Objectives
Facilities Management Staff completed many projects last year related to improvement and upkeep of City owned
buildings and completion of construction of new structures. These projects included work by staff and outside
consultants to conceive and construct new developments including; demolishing the Sherman Plaza Garage and
beginning construction of the new Sherman Plaza Development; programming for Fire Station #5 to begin design
services next year; and building a new data center at the Service Center.
Staff continues to work with the Civic Center Committee to find appropriate space and location for a new Civic Center
and also installed a new Community radio to be installed in the winter of 2005, and installed raceway for fiiber optic
cable in 13 City owned buildings. Additionally, staff completed work to improve emergency management roles in the
city, which included training of receptionists on use of the Emergency Alert board in the Civic Center lobby, and work
with the High School to coordinate a full scale emergency exercise in October of 2005.
Other projects included receipt and acceptance of bids for cleaning the Civic Center, development of the Cable
Consumer Bill of Rights, and research on new broadcast equipment for the Council Chambers.
2005-2006 Department Initiatives
1. Department will utilize US Corps of Engineer engineered software to forecast building costs and future needs for
maintenance
2. Staff will train and utilize JD Edwards system for tracking of all project and departmental costs
133
City of Evanston
Facilities Management Department
2005 – Facilities Management General Support
Description of Major Activities
This program element issues work orders for various types of trades work and ensures 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 up to date and accurate.
Specifications for construction projects and purchases, preparation of the department budget and implementation of
the preventive maintenance program are provided by this element. This department administers the complete
purchasing cycle for requisitions up to the authorized dollar value and processes invoices and vouchers for
commodities and services per other contracts in a timely manner. Historical records of all work done by this
department are also maintained.
Supervision of Civic Center operations, mail, telephone and office furniture standards is also provided by this
element. This includes training, maintenance, inventory control and record keeping for purposes of internal call
distribution. Software management of the Computerized Maintenance Management System (CMMS) is performed by
staff.
FY 2005-2006 Objectives
• Implement first stage of Engineered Maintenance System to track roof performance.
• Implement Room Scheduling Software to track meeting room usage with equipment.
• Implement Furniture web page to assist staff in selecting and purchasing office furniture.
• Initiate programming of City Government to assist Civic Center Committee in their task.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Civic Center room reservations 1,700 1,800 1,850
Average number of sick days used per employee 7 7 7
Total workdays lost due to work related injury 2 2 1
Approved Adjustments in 2005-2006 Budget
134
CITY OF EVANSTON
FACILITIES MNGMT GEN SUPT
2005
2004 -2005 2005 2006-
Appropriation Approved
2005 FACILITIES MNGMT GEN SUPT
61010 REGULAR PAY 196,400 203,800
61055 TEMPORARY EMPLOYEES 4,000 4,000
61510 HEALTH INSURANCE 17,700 17,700
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 300
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 200
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 8,400 8,400
62360 MEMBERSHIP DUES 500 700
62376 2603 SHERIDAN RENTALS EXPENSE 6,000
62380 COPY MACHINE CHARGES 1,000 1,000
64540 TELECOMMUNICATIONS - WIRELESS 8,000
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 2,000 2,000
68205 CONTINGENCIES 100
2005 FACILITIES MNGMT GEN SUPT 231,600 253,200
135
City of Evanston
Facilities Management Department
2010 – Construction and Repair
Description of Major Activities
This element provides for the mechanical, electrical and structural maintenance of 46 City owned facilities. These
include the Civic Center, Service Center, Police Station, 5 Fire Stations, Fire Headquarters, 9 park shelters, 7 beach
shelters, 7 recreation centers, 2 art centers, Fountain Square and Merrick Rose Garden fountains. In addition staff
maintains the Animal Shelter, Evanston Art 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
1,300,000 square feet.
Work crews handle plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, masonry and tile
repairs. Work orders are received from the General Support element (2005). Crews also assist other City
departments in the operation of some of their programs; such as construction of barricades, movement of materials,
and repairs to furniture.
FY 2005-2006 Objectives
• Get construction Documents out to bid for Fire Station #5.
• Observe construction of new parking garage.
• Complete installation of new Data Center at Service Center.
• Complete installation of 3 new roofs at Fleetwood, Chandler and Service Center.
• Assist in the implementation of the new Engineered Management System.
• Get construction Documents out to bid for Art Center Coach House.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Manhours related to work orders 16,000 1,600 1,800
Work orders completed 2,600 2,300 2,400
Total Construction Budget Oversight $8,500,000 $37,000,000 $39,000,000
Safety/Training Meetings 14 14 14
Approved Adjustments in 2005-2006 Budget
136
CITY OF EVANSTON
CONSTRUCTION AND REPAIR
2010
2004 -2005 2005 2006-
Appropriation Approved
2010 CONSTRUCTION AND REPAIR
61010 REGULAR PAY 898,400 932,100
61062 SPECIAL EVENT SALARIES 15,000 15,000
61110 OVERTIME PAY 15,000 15,000
61510 HEALTH INSURANCE 121,900 121,900
61615 LIFE INSURANCE 1,300 1,300
61630 SHOE ALLOWANCE 2,200
62135 ARCHITECTURAL SERVICES 1,000 1,000
62225 BLDG MAINTENANCE SERVICES 23,000 90,000
62245 OTHER EQMT MAINTENANCE 6,000 5,000
62295 TRAINING & TRAVEL 1,600 1,500
62305 RENTAL OF AUTO-FLEET SER 80,900 80,900
62355 LAUNDRY/OTHER CLEANING 500 500
62360 MEMBERSHIP DUES 1,000 500
62375 RENTALS 400 400
62509 SERVICE AGREEMENTS / CONTRACTS 37,900
65015 CHEMICALS 3,000 3,000
65020 CLOTHING 400 400
65050 BLDG MAINTENANCE MATERIAL 35,600 40,000
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
68205 CONTINGENCIES 12,000
2010 CONSTRUCTION AND REPAIR 1,236,000 1,367,600
137
City of Evanston
Facilities Management Department
2015 – Mail & Info Services
Description of Major Activities
Staff answers and routes incoming phone calls to the Civic Center switchboard, mans the information desk at the
Civic Center lobby and operates the mail room. The mail room receives, sorts, and mails boxes - both
interdepartmental and U.S. mail. All outgoing US mail, United Parcel, registered, certified and insured items are sent
in the most economical method. Bulk mailings are processed by an outside vendor and in-house staff.
FY 2005-2006 Objectives
• Have new mail machine fully coordinated with J. D. Edwards accounting package.
• Assist City Clerk and Hearings Department in bringing back outsourced mailings.
• Implement seminar on mail management to city manager's meeting.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Avg number of daily incoming calls through the telephone
switch 6,000 6,100 6,200
Avg number of pieces of outgoing mail processed monthly 28,000 29,000 3,300
Average number of daily calls to switchboard 290 290 310
Average number of daily customers at front desk 120 150 150
Approved Adjustments in 2005-2006 Budget
138
CITY OF EVANSTON
MAIL AND INFORMATION SERVICES
2015
2004 -2005 2005 2006-
Appropriation Approved
2015 MAIL AND INFORMATION SERVICES
61010 REGULAR PAY 72,300 75,000
61055 TEMPORARY EMPLOYEES 3,500 3,500
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 100 100
62245 OTHER EQMT MAINTENANCE 2,500 2,500
62295 TRAINING & TRAVEL 200 200
62315 POSTAGE 140,000 150,000
62320 TELEPHONE CHARGEBACKS 16,000
62375 RENTALS 5,300 700
65095 OFFICE SUPPLIES 2,000 2,000
65620 OFFICE MACH. & EQUIP.30,000 1,000
66125 SERVICES BILLED OUT 140,000-150,000-
2015 MAIL AND INFORMATION SERVICES 146,900 100,000
139
City of Evanston
Facilities Management Department
2020 – Custodial Maintenance
Description of Major Activities
Staff associated with this element receive and distribute equipment, supplies and other items delivered to the Civic
Center. Staff responds to Civic Center requests for repairs and maintenance and also monitors 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 element
gathers and stages for pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office on an as
needed basis.
FY 2005-2006 Objectives
• Install 50 linear feet of removable shelving in attic to further organize the space.
• Implement storage criteria to better track materials to be destroyed.
• Organize storage areas to optimize the use of existing space.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Cooling System preparation May 15, 2003 May 1, 2004 May 15, 2005
Heating System preparation September 1, 2003 September 1, 2004 September 1, 2005
Deliveries received 1,350 2,000 2,500
Room Set-ups 1,000 1,700 1,800
Pounds of office paper recycled 70,000 80,000 80,000
Approved Adjustments in 2005-2006 Budget
140
CITY OF EVANSTON
CUSTODIAL MAINTENANCE
2020
2004 -2005 2005 2006-
Appropriation Approved
2020 CUSTODIAL MAINTENANCE
61010 REGULAR PAY 89,300 92,700
61050 PERMANENT PART-TIME 5,000
61055 TEMPORARY EMPLOYEES 5,000
61110 OVERTIME PAY 5,000 5,000
61410 SHIFT DIFFERENTIAL 800
61510 HEALTH INSURANCE 15,200 15,200
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 300
62225 BLDG MAINTENANCE SERVICES 61,400 70,000
62245 OTHER EQMT MAINTENANCE 20,000 15,000
62295 TRAINING & TRAVEL 200 200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62785 FIRE SAFETY EDUCATION 500
64005 ELECTRICITY 13,000 13,000
64015 NATURAL GAS 16,500 45,000
65015 CHEMICALS 6,000 5,000
65040 JANITORIAL SUPPLIES 10,000 9,000
65050 BLDG MAINTENANCE MATERIAL 15,000 14,000
65085 MINOR EQUIPMENT & TOOLS 2,000 1,800
65090 SAFETY EQUIPMENT 1,000 1,800
68205 CONTINGENCIES 10,000
2020 CUSTODIAL MAINTENANCE 270,700 295,400
141
City of Evanston
Facilities Management Department
2025 – Emergency Management
Description of Major Activities
The Evanston Emergency Management Agency is a state-accredited organization that is 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 actions. An Emergency Operations Plan is maintained
and regularly updated 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. A mobile power and
light trailer is available. The Director of Facilities Management is responsible for managing this program and an
Evanston firefighter acts as the assistant coordinator.
FY 2005-2006 Objectives
• Increase departmental and City awareness of Homeland Security issues and the Emergency Operations Plan by
conducting several tabletop exercises.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Planning Sessions 6 6 6
Submit objectives statement to State 4 4 4
Disaster exercises/incident responses 5 5 5
Federal funding submission September, 2003 August , 2004 August , 2005
Quarterly reports to the State 4 4 4
Approved Adjustments in 2005-2006 Budget
142
CITY OF EVANSTON
EMERG. SER., & DISASTER AGENCY
2025
2004 -2005 2005 2006-
Appropriation Approved
2025 EMERG. SER., & DISASTER AGENCY
61010 REGULAR PAY 60,800 63,100
61065 SPECIAL PROJECT EMPLOYEES 10,000
61510 HEALTH INSURANCE 5,000 5,000
61615 LIFE INSURANCE 100 100
62245 OTHER EQMT MAINTENANCE 500 500
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 1,200
62360 MEMBERSHIP DUES 200 200
62375 RENTALS 200 200
64005 ELECTRICITY 200 200
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
68205 CONTINGENCIES 200
2025 EMERG. SER., & DISASTER AGENCY 71,000 81,900
143
City of Evanston
Facilities Management Department
2030 – Cable Communications
Description of Major Activities
Staff serves as liaison between the City and the cable operator and tracks and monitors 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 other committee
meetings, hearings or presentations. Videotape copies of these meetings are provided, at cost, to residents
requesting them. 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 2005-2006 Objectives
• Implement New Video equipment in Council Chambers.
• Increase ECMC Revenues in areas other than City Grants.
• Increase original programs shown on ECMC.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Consumer cable complaints monitored per month 30 30 25
Cablecast meetings broadcast per year 45 45 45
Videotape copies of public meetings 50 10 10
Approved Adjustments in 2005-2006 Budget
144
CITY OF EVANSTON
CABLE OPERATIONS
2030
2004 -2005 2005 2006-
Appropriation Approved
2030 CABLE OPERATIONS
62245 OTHER EQMT MAINTENANCE 600 600
62360 MEMBERSHIP DUES 600 700
62665 CONTRIB TO OTHER AGENCIES 314,000 338,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 600
65070 OFFICE/OTHER EQT MTN MATL 200 200
65095 OFFICE SUPPLIES 200 200
65105 PHOTO/DRAFTING SUPPLIE 500 500
2030 CABLE OPERATIONS 317,100 340,800
145
City of Evanston
Community Development
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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
Expenditures as a % of 2006 General Fund Budget
3.45%
Three Year Fiscal History
$2,787,400 $2,853,700$2,537,220
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
146
City of Evanston
Community Development
Employee Status
Description Job Type Description
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
Grand Total 36.00
147
City of Evanston
Community Development Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2101 – CD Administration 184,940 195,900 235,160 202,700
2105 – Planning & Support Srvc. 352,740 398,200 381,750 408,300
2110 – Zoning Analysis & Support 383,170 382,500 406,800 391,400
2115 – Housing Code Compliance 453,280 563,900 519,660 556,700
2120 – Housing Rehabilitation 212,270 224,400 233,650 229,300
2125 – Building Code Compliance 950,820 1,022,500 1,097,130 1,065,300
Total Expenditures: $ 2,537,220 $ 2,787,400 $ 2,874,150 $ 2,853,700
Revenues:
Building Code Violations 178 5,000 0 0
Building Permits 1,916,310 1,900,000 2,894,850 3,100,000
Combustion Permits 184,250 150,000 246,070 180,000
Condominium Conversion Fees 34,400 52,000 95,250 70,000
Contractor Licenses 89,400 80,000 75,380 90,000
Driveway Permits 740 500 120 700
Electrical Permits 175,960 160,000 176,980 175,000
Elevator Permits 42,870 55,000 18,990 55,000
Other Permits 294,540 220,000 374,210 250,000
Permit Penalty Fees 33,390 5,000 23,980 5,000
Plat Approval Fees 400 1,000 0 1,000
Plumbing Permits 165,190 150,000 138,030 160,000
Rooming House Licenses 180,770 170,000 157,960 194,700
Sign Awning Permits 8,740 10,000 12,450 10,000
Annual Sign Fees 40,230 32,000 31,530 35,000
Zoning Fees 47,690 40,000 56,790 40,000
Total Revenues: $ 3,215,058 $ 3,030,500 $ 4,302,590 $ 4,366,400
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $145,360. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Due to the continuing robust new residential development market in Evanston, revenue projections are expected
to be met for FY 2004-05.
• For FY 2005-06, the market is anticipated to be even stronger than last year. Over 170 million dollars worth of
new construction projects are at various stages of City approval. These projects alone will bring in over 2 million
dollars in permit revenue. The proposed projects include a new residential development at the fromer Shure
Brothers site, new condominiums at the corner of Green Bay & Emerson, the second phase of the Sienna project
consisting of townhouses and condominiums at Clark and Ridge, as well as a new major facility on the
Northwestern University campus.
• Projected Building Permit Revenue is at an unsustainable level, and 1.1 million of the budgeted revenue will be
used as startup money for the Dutch Elm Injection Program.
148
City of Evanston
Community Development Department
Performance Report on FY 2004-2005 Major Program Objectives
The Director, the Assistant Director for Planning, and other Planning staff continue to work with the Plan Commission,
elected officials, neighborhood groups and develpers on a comprehensive plan for the 5th Ward. A propsed
comprehensive plan has been brought to the Plan Commission which includes, economic development, public safety,
public safety and housing related issues. A TIF feasibility study has been approved by the Council for the 5th as well
as parts of the 2d Ward.
The Director, the Assistant Director for Zoning and zoning staff had a series of meetings with the Plan Commission to
discuss the issue of "Teardowns." A building moratorium on the construction of new single family housing was
enacted in the 6th Ward by the City Council, while revisions to the zoning ordinance were discussed. The City
Council approved several Plan Commission recommendations to amend the zoning ordinance, which will reduce the
height of new single family housing.
The Zoning staff ushered a number of planned developments through the City process. These included the old
District #65 headquarters site on Ridge Ave and a new residential building at 413 Howard St.. Current projects under
review are a 60 condominium development at Green Bay Rd.& Emerson, and a potential 20 story condominium tower
on Maple at the site of the current Jung Institute.
The Planning Division has remained very active in the 5th Ward Plan, the TIF designation on Howard St,
and the feasibility study of TIF in the 5th and 2d Wards. Housing staff, along with the Housing Commission, and the
Task force on Inclusionary Affordable Housing, have made recommendations to the Planning & Development
Committee for affordable housing requirements in both new and redeveloped housing projects.
The Property Standards Division continues in their mission to insure that all Evanston residents live in clean, safe,
code compliant housing. Staff has been utilizing the recently passed Vacant & Boarded Building Ordinace.This
ordinance allows staff much greater power in combating boarded buildings. Three boarded buildings have already
been demolished, with more to follow. Staff has also been extremely active in the downtown area, with weekly
inspection sweeps of alleys to insure the dumpster regulations are being followed.
The Building Division continues their most important work of insuring that all of the new construction is safe and code
compliant. The Orrington Hotel renovation has consumed a great deal of inspection time, as inspectors work with the
developer for code compliance in an extremely difficult rehabilitation project. Staff is also winding up their
recommendations on the 2003 International building Codes. It is expected that the codes along with staff
recommendations will be presented to the City Council this fall for adoption.
2005-2006 Department Initiatives
1. Staff will continue to work with agencies and developers to provide affordable housing through the use of Home
funds. A new five year Consolidated Plan for use of Federal Grant funds will be developed.
2. Building Code Staff will be working with the International Building Code for the first time. Plans for implementing
enforcement of the recently adopted Energy Efficiency Code will be developed.
3. Zoning staff will work closely with the Plan Commission and City Council on amendments to the zoning
ordinance concerning development regulations
4. Property Standards will continue their special program of weekly alley inspections in the downtown to insure
compliance with dumpster regulations.
5. Property Standards will continue a minimum of yearly housing inspections in the University off-campus area, with
weekly inspection sweeps of streets, alleys, parkways, and exteriors
6. Inspectors will continue working with the Boarded Builidng Ordinance to rid the City of vacant and Boarded
buildings.
7. Housing Rehabilitation will continue to provide low interest loans to income-eligible homeowners to maintain their
properties.
8. Planning staff will continue their TIF work both on Howard Street and in the 5th and 2d Wards, revise the plan for
downtown Evanston, and complete the redevelopment for the Main Street Commons Shopping Center.
149
City of Evanston
Community Development Department
2101 – Community Development Administration
Description of Major Activities
This program element provides overall program administration and coordination for all housing, planning, zoning, and
building permit activities. General support staff is provided to the City Council, Planning & Development Committee,
City Manager and other special committies. Specifically, this element provides for the administration of the Planning
Division, Zoning Division, Building Code Compliance Division, and Property Standards and Housing Rehabilitation
Division.
FY 2005-2006 Objectives
• The Director will continue working with the City Council and Plan Commission on Council concerns over
development and related zoning issues.
• The Director will work with Community Development and Information Systems staff to investigate replacement
software for the outdated Accella permit tracking program.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Coordination & completion of Planning & Development
Committee packets
24 28 24
Approved Adjustments in 2005-2006 Budget
150
CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2101
2004 -2005 2005 2006-
Appropriation Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 165,800 172,000
61110 OVERTIME PAY 2,500 3,500
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 3,600 4,800
61630 SHOE ALLOWANCE 200
62210 PRINTING 500 500
62235 OFFICE EQUIPMENT MAINT 500 500
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,800
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 1,400 1,400
62645 MICROFILMING 2,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
68205 CONTINGENCIES 500
2101 COMMUNITY DEVELOPMENT ADMIN 195,900 202,700
151
City of Evanston
Community Development Department
2105 – Planning Division
Description of Major Activities
The Planning Division is responsible for staffing the areas of housing, economic development, historic preservation,
neighborhood planning, comprehensive long term planning, CDBG administration and implementation, and electrical
energy planning. Programmatic activities operated by the Division include major redevelopment projects;
neighborhood business district revitalization; storefront improvements; facilitation and staffing of neighborhood
planning processes; updating the Comprehensive Plan and monitoring performance; monitoring of ComEd
performance; negotiating utility franchise agreements, multi-family rental housing acquisition finance; new affordable
housing development, condo conversions reviews; multi-family Security Grant Program; and 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 as well as future
oriented multi-year activities such as the City’s Comprehensive Plan and the Chicago Avenue Planning Process, the
Southeast Evanston Revitalization efforts (Hoard Street Corridor) and the new West Side Neighborhood planning
process. The activities of the Planning Division feature close interdepartmental cooperation. The Division also
provides census, demographic and real estate information, as well as services for many City Departments.
FY 2005-2006 Objectives
• Revise the plan for Downtown Evanston
• Prepare a new Five Year Consolidated Plan for Use of Federal Grant Funds
• Evaluate performance in meeting Community Development and Housing Objectives with Federal and local funds
during the past five years.
• Complete and implement the West Side Neighborhood Plan
• Stimulate development in the Church and Dodge Corridors
• Stimulate 30 new units of affordable housing
• Complete the redevelopment of the Main Street Commons Shopping Center
• Provide strategic services and resources to Evanston manufacturers and retailers
• Complete TIF feasibility Study for Church Dodge Corridor
• Achieve next level of implementation of Chicago Avenue Streetscape Plan and other Chicago Avenue Plan
objectives
• Implement redevelopment plan for Howard Street TIF
• Secure approval of neighborhood expenditures from Evanston Plaza Neighborhood Fund
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Economic Development Committee 12 12 12
Plan Commission & Committees 36 28 30
Negotiating Team/Energy Commission 24 20 20
Housing Commission & Committees 24 16 16
Preservation Commission 24 24 24
Joint Review Board 4 5 5
Approved Adjustments in 2005-2006 Budget
152
CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2004 -2005 2005 2006-
Appropriation Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 321,400 333,500
61110 OVERTIME PAY 5,000 6,500
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 100 400
61630 SHOE ALLOWANCE 300
62136 REDEVELOPMENT CONSULTING SVCS 11,000 11,000
62185 OTHER CONSULTING SERVICES 2,500
62205 ADVERTISING 200 200
62210 PRINTING 2,500 2,500
62215 PHOTOGRAPHERS/BLUEPRINTS 300
62275 POSTAGE CHARGEBACKS 1,500 1,500
62280 OVERNIGHT MAIL CHARGES 100
62285 COURIER CHARGES 2,000
62295 TRAINING & TRAVEL 600 700
62315 POSTAGE 300 300
62320 TELEPHONE CHARGEBACKS 6,500
62360 MEMBERSHIP DUES 1,000 900
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 600 600
68205 CONTINGENCIES 2,500
2105 PLANNING & SUPPORT SRVS 398,200 408,300
153
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. A list of services provided by this
division follows.
• 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 Ordinanance.
FY 2005-2006 Objectives
• Continue revision of zoning forms to reflect current procedures and regulations.
• Review, streamline and re-integrate zoning and land use databases.
• Expedite review of development permits.
• Expedite Plan Commission review of referrals from City Council.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Zoning Analyses 1,563 1,642 1,600
Zoning Complaints 25 11 18
Site Plan & Appearance Review Cases 254 282 300
Zoning Board of Appeals Cases 59 58 57
Zoning Administrator Decision Cases 86 102 118
Plan Commission Cases 12 13 14
Sidewalk Cafes Approved 25 30 35
Plats for Council Approval 2 10 10
Approved Adjustments in 2005-2006 Budget
154
CITY OF EVANSTON
ZONING ANALYSIS & SUPPORT
2110
2004 -2005 2005 2006-
Appropriation Approved
2110 ZONING ANALYSIS & SUPPORT
61010 REGULAR PAY 312,500 324,200
61110 OVERTIME PAY 4,000 4,000
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 500
62145 ENGINEERING SERVICES 200
62205 ADVERTISING 1,000 1,000
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 100 100
62271 COURT REPORTING SERVICES 6,000 6,000
62275 POSTAGE CHARGEBACKS 4,600 4,600
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 4,700 4,700
62320 TELEPHONE CHARGEBACKS 2,700
62335 DATA PROCESSING SERVIC 500 500
62360 MEMBERSHIP DUES 200 200
62380 COPY MACHINE CHARGES 4,500 4,500
62645 MICROFILMING 500 500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 1,800 1,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
68205 CONTINGENCIES 100
2110 ZONING ANALYSIS & SUPPORT 382,500 391,400
155
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Description of Major Activities
This element provides systematic area inspections for non-owner occupied rental dwellings and annual inspections of
rooming houses, to gain compliance with the codes enforced by the Property Standards Division which include the
BOCA National Property Maintenance Code and Burglary Prevention Ordinance. As part of the inspection process,
the interior of all non-owner occupied dwelling units and rooming houses are inspected, as well as the building's
common areas, building exterior, building premises and accessory structures. Inspections consist of viewing all
building surfaces and components, so that all items are in good repair, functioning as intended and code compliant.
Subsequent to an inspection of the building, inspections staff produce a written list of code violations that the building
owner must complete. The inspector monitors the progress on correction of the code violations until all are brought
into compliance. When compliance on violations cannot be produced voluntarily, the inspector initiates legal action
via the Administrative Hearings process or Cook County Circuit Court as needed.
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 that are not brought into
compliance voluntarily are processed through Administrative Hearings or the court process. As part of the inspection
process, staff refers property owners and tenants to the appropriate department or agency for any needed assistance
including, 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 City Code. The Division also conducts ongoing inspections
of downtown alleys to gain compliance regarding the storage of garbage and refuse.
FY 2005-2006 Objectives
• To expand Downtown Alley/Dumpster Inspections beyond summer months, to a year round basis.
• To update the Divisions standard operating procedures/policies in this fiscal year.
• To continue promotion of the Property Standards & Graffiti Hotline at 847-448-8021.
• To produce and distribute a guide to Property Standards services.
• To develop an internal process to reduce the time that Property Standards violations remain in alleys.
• To dedicate one "Area Inspector" to an area that includes NU off campus housing to result in annual inspections
of housing as well as weekly survey of alleys.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Dwelling units inspected 2,421 3,000 3,000
Occupants affected by rooming house inspections 6,880 7,384 7,277
Complaints investigated 3,024 1,200 1,200
Dwelling units demolished 1 2 2
Re-inspections for compliance 3,085 4,000 4,000
Violations corrected 5,428 6,000 6,000
Vacant Building Determinations 15
Training/safety/staff meetings 24
Graffiti tags removed by Graffiti Technician 2,500
Approved Adjustments in 2005-2006 Budget
156
CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2004 -2005 2005 2006-
Appropriation Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 402,100 417,200
61055 TEMPORARY EMPLOYEES 1,500 1,500
61110 OVERTIME PAY 9,800 9,800
61510 HEALTH INSURANCE 61,300 61,300
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 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 800 800
62305 RENTAL OF AUTO-FLEET SER 27,100 27,100
62320 TELEPHONE CHARGEBACKS 11,900
62345 COURT COST/LITIGATION 5,000 5,000
62365 RECEPTION/ENTERTAINMEN 300
62380 COPY MACHINE CHARGES 2,200 2,200
62645 MICROFILMING 700 2,000
64540 TELECOMMUNICATIONS - WIRELESS 2,500
65010 BOOKS, PUBLICATIONS, MAPS 200 600
65055 MATER. TO MAINT. IMP.1,500 1,500
65070 OFFICE/OTHER EQT MTN MATL 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
65095 OFFICE SUPPLIES 1,400 1,400
65105 PHOTO/DRAFTING SUPPLIE 300 300
65620 OFFICE MACH. & EQUIP.15,000
68205 CONTINGENCIES 700
2115 HOUSING CODE COMPLIANCE 563,900 556,700
157
City of Evanston
Community Development Department
2120 – Housing Rehabilitation Administration
Description of Major Activities
This element provides low interest loans for housing rehabilitation targeted to low and moderate income households
through a variety of programs. Under CDBG Programs, loans are processed for both single-family and multi-family
properties. Staff assists applicants in completing applications, then processes verifications, determines eligibility,
processes mortgage documents, conducts building inspections, prepares work specifications and cost estimates,
assists in securing contractors, processes contracts, monitors work, processes contractor payouts and services loan
portfolios. The Division also administers the Self-Help Exterior Paint Program, Emergency Rehab Program, Garage
Demolition Program and the Diseased Tree Removal Program. The Division works closely with the Commission on
Aging, Health Department, and Evanston Neighbors at Work, in providing services, and also provides technical
assistance to homeowners regarding tax, title, credit and other eligibility issues. The Division is also responsible for
the administration of the Evanston Housing Corporation First Time Homebuyer Program and handles all verification,
processing, and servicing of loans.
Housing Rehabilitation programs also assist low/moderate income households with basic building improvements
including repair or 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 works closely with the Health Department
in utilizing Cook County Lead Based Paint Grants within Housing Rehab projects. These programs allow for low and
moderate income households to have needed repairs completed without the cost of interest or fees.
Housing Rehabilitation serves many Senior Citizens within the scope of its programs. These services assist many
seniors in remaining in their homes in situations where safe and decent conditions may be difficult to maintain without
assistance.
FY 2005-2006 Objectives
• To fund the purchase of 10 homes through the Evanston Housing Corporation.
• To update and revise all Housing Rehab brochures and advertising.
• To continue and expand working relationships with City Departments and outside agencies to promote Rehab
services.
• To increase the number of training sessions for Division staff to 24.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Single Family Rehab Units Completed 12 12 12
Multi-Family Rehab Units Completed 12 12 12
Dangerous/Damaged Trees Removed 3 3 3
Garage Demolitions 4 4 4
Self-Help Exterior Paint Program Cases 20
Condominium Rehab Units Completed 4
Approved Adjustments in 2005-2006 Budget
158
CITY OF EVANSTON
HOUSING REHABILITATION
2120
2004 -2005 2005 2006-
Appropriation Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 183,100 190,000
61055 TEMPORARY EMPLOYEES 500 500
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
61630 SHOE ALLOWANCE 300
62205 ADVERTISING 200 200
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 700 700
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 5,700 5,700
62320 TELEPHONE CHARGEBACKS 3,500
62360 MEMBERSHIP DUES 200 600
62380 COPY MACHINE CHARGES 3,500 3,500
62645 MICROFILMING 700 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000
65010 BOOKS, PUBLICATIONS, MAPS 200 400
65095 OFFICE SUPPLIES 600 600
65105 PHOTO/DRAFTING SUPPLIE 300 300
68205 CONTINGENCIES 700
2120 HOUSING REHABILITATION 224,400 229,300
159
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 Contractors
and Mechanical Contractors to be licensed with the City of Evanston. The Building Division monitors the Elevator
Inspection program, and issues elevator certificates annually to all qualifying elevators. Additionally, the Annual Sign
License fee program is managed by Building Division personnel.
FY 2005-2006 Objectives
• To train inspectors and plan reviewers in the 2003 International Energy Code, adopted by the State of Illinois for
all commercial projects, and effective summer, 2005.
• Develop a strategy for purchasing and implementing new permit tracking software, which will be compatible with
the Oracle Database upgrades.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Building Permits issued within 10 days 60% 50% 60%
Percent of requested building inspections completed
within 24 hours.
70% 60% 70%
Percent of business license inspections completed
within 5 working days.
80% 80% 80%
Average inspections per inspector per day 8 8 8
Approved Adjustments in 2005-2006 Budget
160
CITY OF EVANSTON
BUILDING CODE COMPLIANCE
2125
2004 -2005 2005 2006-
Appropriation Approved
2125 BUILDING CODE COMPLIANCE
61010 REGULAR PAY 744,000 771,900
61110 OVERTIME PAY 5,000 5,000
61510 HEALTH INSURANCE 97,400 97,400
61615 LIFE INSURANCE 1,200 1,200
61625 AUTO ALLOWANCE 2,000 2,000
61630 SHOE ALLOWANCE 1,300
62145 ENGINEERING SERVICES 40,700 50,000
62150 CONSTRUCTION ENGINEERING SERVI 10,000
62210 PRINTING 1,000 1,000
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 44,800
62320 TELEPHONE CHARGEBACKS 12,300
62360 MEMBERSHIP DUES 700 700
62380 COPY MACHINE CHARGES 2,400 2,400
62425 ELEVATOR CONTRACT COSTS 50,000 50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000 10,000
62645 MICROFILMING 4,100 6,000
64540 TELECOMMUNICATIONS - WIRELESS 4,800
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,200
65085 MINOR EQUIPMENT & TOOLS 200 200
65095 OFFICE SUPPLIES 1,800 2,000
65105 PHOTO/DRAFTING SUPPLIE 100 100
2125 BUILDING CODE COMPLIANCE 1,022,500 1,065,300
161
City of Evanston
Police
Police
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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 (3 @ 1 FTE ) 3.00
Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00
Full-time Regular Police Officer ( 76 @ 1 FTE ) 76.00
2210 Total 91.00
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
Expenditures as a % of 2006 General Fund Budget
21.88%
Three Year Fiscal History
$17,658,300 $18,095,400
$16,867,551
$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
2003/04 2004/05 2005/06
162
City of Evanston
Police
Employee Status
Description Job Type Description
Position
FTE
School Liason
Full-time Regular Police Officer ( 3 @ 1 FTE ) 3.00
2235 Total 3.00
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 ( 14 @ 1 FTE ) 14.00
2245 Total 14.00
Service Desk
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander 1.00
Full-time Regular Police Officer ( 2 @ 1 FTE) 2.00
Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00
2250 Total 15.00
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 Planner 1.00
2260 Total 3.00
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 ( 10 @ 1 FTE ) 10.00
2265 Total 13.00
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
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 ( Grang Funded ) 0.75
2275 Total 2.50
163
City of Evanston
Police
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 214.50
164
City of Evanston
Police Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2205 – Police Administration 844,050 1,125,500 456,580 1,165,500
2210 – Patrol Operations 7,396,160 7,473,000 8,177,560 7,613,600
2215 – Criminal Investigation 1,362,700 1,439,100 1,568,690 1,479,500
2225 – Vic/Wit Youth Outreach 403,260 388,400 383,420 395,900
2230 – Juvenile Bureau 769,870 817,200 924,190 840,900
2235 – School Liaison 261,390 320,100 277,010 329,300
2240 – Police Records 786,000 705,400 812,800 760,900
2245 – Communications 1,072,840 1,038,600 1,082,020 978,100
2250 – Service Desk 806,430 591,200 740,800 657,600
2255 – Office of Prof. Standards 253,440 251,800 284,150 259,300
2260 – Office of Administration 300,830 357,900 393,750 389,200
2265 – Neighborhood Enforcement 1,127,740 1,284,300 1,264,850 1,307,500
2270 – Traffic Bureau 721,450 802,200 837,240 824,800
2275 – Community Strategic Bur. 163,410 308,000 163,250 316,100
2280 – Animal Control 162,950 162,000 152,380 166,400
2285 – Problem Solving Team 391,350 593,600 561,430 610,800
Total Expenditures: $16,823,870 $ 17,658,300 $ 18,080,120 $ 18,095,400
Revenues:
Alarm Panel Contract Fees 18,000 20,000 10,800 14,400
Alarm Panel Subscription Fees 151,500 100,000 33,900 100,000
Bicycle Fees 40 100 10 50
Cherry Family Foundation 2,000 2,000 2,000 2,000
False Alarm Fines (after 4 calls) 105,580 75,000 100,510 85,000
Highway Safety Project Grant 5,000 5,000 5,000 0
ICJIA (Community Service) 0 15,000 15,000 15,000
ICJIA (Victim Services) 0 60,000 60,000 60,000
Irving Stern Foundation 10,000 10,000 5,000 2,500
Law Enforcement Block Grant –cc 65,000 52,000 52,000 52,000
Law Enforcement Block Grant – f 0 105,000 90,320 44,400
Levy Foundation Grant 16,500 16,500 16,500 16,500
Police Report Fees 19,470 19,500 17,820 15,000
Police Training Grant 0 8,000 0 7,500
Skokie/Lincolnwood Animal Fees 510 1,000 320 1,000
Tobacco Compliance Grant 8,200 7,200 6,200 5,200
Violent Crimes Victim’s Grant 0 20,000 25,000 24,700
Total Revenues: $ 401,800 $ 516,300 $ 440,380 $ 445,250
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $318,400. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the
General Fund, creating an artificially inflated balance for this Department.
165
City of Evanston
Police Department
Performance Report on FY 2004-2005 Major Program Objectives
FY2004-05 began with yet another period of declining crime rates. The crime index declined 18.8% for 2003
which represents one of the lowest rates since 1970.
The Department completed several major enforcement projects including "Operation Top Drawer" which
concluded in FY2004-05 and was collaboration between the Evanston Police Department and the Drug
Enforcement Agency. This five year undercover initiative targeted the upper echelon of the Gangster Disciples
street gang, netting arrests of over eleven key gang leaders. In addition, the Department worked with the
Chicago Police Department on a sequel "Operation Border Patrol" which targeted the Black P Stone street gang.
The Department concluded an operation with the Cook County Sheriff's Police targeting street level drug dealers.
A Parole Compliance check was conducted with the Illinois Department of Correction.
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 were
implemented to address issues related to off-campus students.
During the fiscal year, the Department addressed a number of new legislative mandates. Plans were put into
operation for the collection of traffic stop data. Video equipment was installed in the Detective Bureau interview
rooms in order to comply with the new law to video record homicide confessions. The Department also
participated in a study to pilot test the sequential line up protocol. Several new ordinances were introduced
covering overweight trucks, scooters and curfew.
The Department also participated in a number of professional development initiatives. The Chaplains hosted the
Midwest Conference of the International Association of Police Chaplains. This successful two day conference
was attended by over 100 Chaplains form departments throughout the Midwest. The Department also
participated in the International Association of Police Planners Conference in Chicago. AT the international level,
the Department hosted visitors from Cyprus and Trinidad.
Preparedness efforts continued, with all sworn supervisors receiving training in the incident command concept.
A full day mock disaster was held in conjunction with Evanston Township High School. Representatives from
various departments and agencies met to discuss security measures for the CTA and Metra. Two classes of the
Citizen Emergency Response Team were graduated giving us a core of twenty-five (25) civilian volunteers to
assist in emergencies.
Our partnership initiatives also continued in FY2004-05. Our Bike Helmet Program gave free bicycle helmets to
young violators. The Citizen police Academy graduated two more classes. The Kiwanis Club of Evanston joined
as the new sponsor of the Community Picnic. National Night Out was celebrated at five venues throughout the
City. Besides conducting tobacco sting operations, the Department participated in Operation Straight ID to target
underage drinking. A number of liquor establishments were trained through our BASSET Program.
In reference to our automation plan, the arrest reports process was computerized. A grant for $100,000 was
awarded to the Department by the federal government to assist in our automation efforts to upgrade computers,
software and video cameras. In addition, our website was reviewed and updated.
The Department has embarked on a fitness program to encompass all levels of sworn staff. The annual fitness
test showed a continued increase in the fitness level of the department. Fitness incentives were built into the
Sergeant's contract and command staff promotional process includes a fitness segment.
The Department was one of only twelve (12) agencies, out of more than 1,000 departments, in the State of
Illinois to be recognized for its community policing efforts by the Illinois Association of Chiefs of Police in FY2004-
05. The award specifically highlighted the Department's partnership style of policing.
Finally, the Department continued to work toward increasing grant funding for policing efforts in the City.
166
City of Evanston
Police Department
Current Grant Funding:
• Local Law Enforcement Block Grant funding will continue to fund the summer plan
• The Cops on Trains program is funded by the Chicago Transit Authority
• Judicial Advisory Council of Cook County funds our Youth Outreach Initiative
• Illinois Criminal Justice Information Authority gives the Department funding in both the Victim and Youth
Services Bureaus
• State of Illinois funds our efforts against Victims of Violent Crimes
• Department of Justice awarded us funding for technology advancement (mentioned above)
• Levy Foundation assists us with funding for the Prevention of Crime Against Senior Citizens
• Stern Foundation funds the School Liaison Officers' programs with students
• Tobacco Compliance initiative funding the Juvenile Bureau's enforcement of sanctions against illegal
sale of tobacco products to minors
2005-2006 Department Initiatives
1. The Department's participation in the sequential line-up field study formed by the State of Illinois will be
evaluated and reviewed for effectiveness and efficiency of the procedures that were initiated.
2. Conduct a preliminary assessment of the traffic stop data collection program for internal ad external procedural
effectiveness.
3. Installation of a fixed recording site for electronic recording of custodial interrogations of persons accused in
homicide investigations per Public Act 93-0206 (HB223) and develop a standard operating procedure for the
process.
4. Utilize the information received from membership within ILEAS for the purposes of attaining grant awards for law
enforcement based programs supplementing our current fiscal requirements.
5. Conversion of the current Dictaphone "Call Check" digital message repeater system from rack console
(hardware) to a software application.
167
City of Evanston
Police Department
2205 – Police Administration
Description of Major Activities
The Office of the Chief of Police manages Department resources to produce 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 2005-2006 Objectives
• To prepare the Department for Reaccredidation from CALEA and conduct a successful on-site by June 2005.
• To monitor and evaluate the Department's participation in the sequential line-up field study by January 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Part I crimes 4,400 4,400 4400
Part II crimes 7,450 7,500 7500
Total calls for service 60,000 60000 60000
Average in-progress response time 3 3 3
Approved Adjustments in 2005-2006 Budget
168
CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2004 -2005 2005 2006-
Appropriation Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 334,000 356,900
61062 SPECIAL EVENT SALARIES 300,000 300,000
61110 OVERTIME PAY 1,000 2,000
61415 TERMINATION PAYOUTS 300,000 300,000
61510 HEALTH INSURANCE 39,000 39,000
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 100
62210 PRINTING 10,000
62225 BLDG MAINTENANCE SERVICES 50,000 55,000
62245 OTHER EQMT MAINTENANCE 500 500
62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,600 1,600
62305 RENTAL OF AUTO-FLEET SER 16,900 16,900
62360 MEMBERSHIP DUES 6,000 8,000
62375 RENTALS 40,100 40,100
64005 ELECTRICITY 10,000 10,000
64015 NATURAL GAS 11,500 11,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65040 JANITORIAL SUPPLIES 3,000 4,000
65625 FURNITURES & FIXTURES 500 7,500
68205 CONTINGENCIES 9,000
2205 POLICE ADMINISTRATION 1,125,500 1,165,500
169
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, provide assistance to citizens such as directions, transportation to the
hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles.
FY 2005-2006 Objectives
• To conduct a preliminary assessment and report of the traffic stop data collection efforts by June 2005.
• To train and equip the patrol shifts with TAZERS by February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Community/Officer interface 150 160 175
Responses to service calls (written) 25,000 25000 25000
Responses to service calls (coded incidents) 25,000 25000 25000
Assists (other than responding to calls) 28,000 30000 30000
Arrests (felony & misdemeanor) 3,200 3300 3,350
D.U.I. arrests 75 90 100
Ticket & Citation Production -Parking 7,500 8,000 8,200
Approved Adjustments in 2005-2006 Budget
170
CITY OF EVANSTON
PATROL OPERATIONS
2210
2004 -2005 2005 2006-
Appropriation Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 5,758,400 5,930,000
61110 OVERTIME PAY 226,100 226,100
61510 HEALTH INSURANCE 898,000 898,000
61615 LIFE INSURANCE 8,500 8,500
62305 RENTAL OF AUTO-FLEET SER 427,000 427,000
65015 CHEMICALS 800 1,000
65020 CLOTHING 78,200 105,000
65105 PHOTO/DRAFTING SUPPLIE 4,500 6,500
65550 AUTOMOTIVE EQUIPMENT 60,000
65620 OFFICE MACH. & EQUIP.3,000 3,000
65625 FURNITURES & FIXTURES 8,500 8,500
2210 PATROL OPERATIONS 7,473,000 7,613,600
171
City of Evanston
Police Department
2215 – Criminal Investigation
Description of Major Activities
As part of the Criminal Investigation Division, Detectives conduct follow-up investigations of homicide, sex offenses,
robbery, burglary, kidnapping, aggravated assault, auto theft, fraud, theft and all other crimes not specifically
assigned to other investigative bureaus. This element also conducts background investigations for the Liquor
License Control Commission and other licensing bodies. The Bureau also conducts proactive liquor license
inspections and investigations.
FY 2005-2006 Objectives
• To comply with Public Act 93-0206 (HB 223) requiring electronic recording of custodial interrogations of persons
accused in homicide investigations. This initiative will involve the installation of a fixed recording site within the
confines of the detective bureau and to develop a standard operating procedure. Installation to be completed by
July 2005.
• To improve the investigative techniques and clearance rates for Robberies by September 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Cases assigned to criminal 3,600 3500 3600
Percentage of assigned cases cleared 44 52 54
Percentage of assigned burglaries cleared 12 25 20
Task Force Operations 5 2 4
Liquor inspections 30 40 60
Approved Adjustments in 2005-2006 Budget
172
CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2004 -2005 2005 2006-
Appropriation Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 1,133,900 1,173,600
61110 OVERTIME PAY 60,400 60,400
61510 HEALTH INSURANCE 169,000 169,000
61615 LIFE INSURANCE 1,900 1,900
62305 RENTAL OF AUTO-FLEET SER 55,100 55,100
62360 MEMBERSHIP DUES 5,000 5,000
62370 EXPENSE ALLOWANCE 2,500 2,500
65020 CLOTHING 9,800 10,500
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
2215 CRIMINAL INVESTIGATION 1,439,100 1,479,500
173
City of Evanston
Police Department
2225 – Social Services Bureau
Description of Major Activities
The Police Social Services Bureau is comprised of two distinct entities (Victim Services and Youth Outreach) which
work 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. The Bureau primarily assists
sexual assault, child abuse and domestic violence victims and other personal crime victims. Assistance is offered to
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. Service provided include 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 2005-2006 Objectives
Victim Services:
• To re-organize all computer-based program files by December 2005.
• To develop a program guide for providing assistance for immigrant domestic violence victims by December 2005.
Youth Services:
• To revise the Community Service Client participation survey by December 2005.
• To implement a youth community based prevention/socialization group by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Sexual crime victims assisted - adult 16 19 10
- juvenile 14 16 12
Domestic related cases - crime related 580 600 550
- non-crime related 240 250 250
Other crime related cases - personal 600 625 550
- property 130 150 175
Other non-crime related cases 510 540 500
At-risk youth refferals received 112 125 125
Approved Adjustments in 2005-2006 Budget
174
CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2004 -2005 2005 2006-
Appropriation Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 304,700 316,200
61110 OVERTIME PAY 16,000 16,000
61510 HEALTH INSURANCE 45,100 45,100
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 2,200 2,200
62305 RENTAL OF AUTO-FLEET SER 11,000 11,000
62360 MEMBERSHIP DUES 100 100
62370 EXPENSE ALLOWANCE 300 300
62375 RENTALS 4,500 4,500
68205 CONTINGENCIES 4,000
2225 SOCIAL SERVICES BUREAU 388,400 395,900
175
City of Evanston
Police Department
2230 – Juvenile Bureau
Description of Major Activities
As part of the Investigative Services Division, the Juvenile Bureau investigates incidents involving a juvenile as an
offender and/or victim. Youth Officers investigate cases regarding dependent children, abused children, neglected
children, and minors, requiring authoritative intervention or delinquent minors. Also, Youth Officers provide support
and information to juveniles and their families who are victims. Bureau personnel regularly patrol areas frequented by
juveniles in an attempt to prevent victimization or misconduct.
FY 2005-2006 Objectives
• To review the Bureau SOP for possible updates and changes by December 2005.
• To conduct roll call training to field operations on juvenile processing procedures by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Total number of cases assigned 2,600 2750 2800
Percentage of assigned cases cleared 75 80 80
Child abuse investigations 165 115 185
Minors requiring authoritative intervention 480 520 600
Outreach referrals 160 170 165
Youth arrested for cuiminal offenses 740 750 760
Juvenile court referrals 255 240 230
Approved Adjustments in 2005-2006 Budget
176
CITY OF EVANSTON
JUVENILE BUREAU
2230
2004 -2005 2005 2006-
Appropriation Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 660,500 683,700
61062 SPECIAL EVENT SALARIES 7,900 7,900
61110 OVERTIME PAY 4,500 4,500
61510 HEALTH INSURANCE 102,200 102,200
61615 LIFE INSURANCE 900 900
62305 RENTAL OF AUTO-FLEET SER 34,900 34,900
65020 CLOTHING 6,300 6,800
2230 JUVENILE BUREAU 817,200 840,900
177
City of Evanston
Police Department
2235 – School/Community Liaison Bureau
Description of Major Activities
The officers' responsibilities include student counseling sessions, attendance at after school events, issuance of
trespass warnings at schools, resource for the neighborhood surrounding the school, investigation of incidents
occurring within the school and escorts on extra curricular school events (field trips, dances, sporting activities).
FY 2005-2006 Objectives
• To better coordinate the monitoring of at-risk youth by establishing monthly meetings between the School Liason
Officers, Youth Outreach, Juvenile Officers and Youth Services Advocates by March 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Semesters of instruction 2 2 2
Sixth grade successfully completing DARE 855 1140 1150
Counseling of students 125 155 165
Approved Adjustments in 2005-2006 Budget
178
CITY OF EVANSTON
SCHOOL LIAISON
2235
2004 -2005 2005 2006-
Appropriation Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 256,000 265,000
61510 HEALTH INSURANCE 41,500 41,500
61615 LIFE INSURANCE 400 400
62305 RENTAL OF AUTO-FLEET SER 18,400 18,400
65020 CLOTHING 2,800 3,000
65125 OTHER COMMODITIES 1,000 1,000
2235 SCHOOL LIAISON 320,100 329,300
179
City of Evanston
Police Department
2240 – Records Bureau
Description of Major Activities
The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving and
disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins,
police reports, criminal histories) throughout the Department, as well as, 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 2005-2006 Objectives
• To review the Department Standard Operating Procedures for the Records Bureau for possible updates and
changes by February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Cases handled By Property Officer 2,650 2600 2500
Fingerprints processed by ID Technicial 425 450 425
Liquor licenses issued 160 175 140
Report copies provided 2,800 3000 3000
Records computerized 51,500 51,000 51,000
Approved Adjustments in 2005-2006 Budget
180
CITY OF EVANSTON
POLICE RECORDS
2240
2004 -2005 2005 2006-
Appropriation Approved
2240 POLICE RECORDS
61010 REGULAR PAY 482,400 529,600
61050 PERMANENT PART-TIME 31,500 32,700
61510 HEALTH INSURANCE 88,600 97,600
61615 LIFE INSURANCE 600 700
61625 AUTO ALLOWANCE 600 600
62275 POSTAGE CHARGEBACKS 8,400 8,400
62305 RENTAL OF AUTO-FLEET SER 7,800 7,800
62335 DATA PROCESSING SERVIC 40,000 40,000
62645 MICROFILMING 4,500 4,500
65095 OFFICE SUPPLIES 30,000 30,000
65105 PHOTO/DRAFTING SUPPLIE 4,000 2,000
65625 FURNITURES & FIXTURES 7,000 7,000
2240 POLICE RECORDS 705,400 760,900
181
City of Evanston
Police Department
2245 – Communications Bureau
Description of Major Activities
The Communications Bureau is a centralized Police operation for sending and receiving information between citizens,
members of the Department and other departments of the City, State, and Nation through the use of radio, telephone,
and computer. 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 2005-2006 Objectives
• To fill the approved temporary telecommunicator vacancy approved by the ETSB (emergency telephone system
board) and facilitate its transition to a permanent position by February 2006.
• Convert the current Dictaphone "Call Check" digital message repeater system from rack console (hardware) to a
software application by February 2006.
• To evaluate the twelve (12) hour shift schedule by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
911 calls received (includes wireless 911) 63,500 65000 65000
Entries in LEADS system 4,050 4100 4100
Alarms handled (includes fire alarms) 6,850 6,750 6,750
Approved Adjustments in 2005-2006 Budget
182
CITY OF EVANSTON
COMMUNICATIONS
2245
2004 -2005 2005 2006-
Appropriation Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 774,600 801,800
61110 OVERTIME PAY 11,600 11,600
61510 HEALTH INSURANCE 147,100 147,100
61615 LIFE INSURANCE 1,100 1,100
62320 TELEPHONE CHARGEBACKS 89,000
62340 COMPTER LICENSE & SUPP 7,500 7,500
65020 CLOTHING 7,700 9,000
2245 COMMUNICATIONS 1,038,600 978,100
183
City of Evanston
Police Department
2250 – Service Desk Bureau
Description of Major Activities
The Service Desk Officers handle walk-in and telephone non-emergency complaints, requests for information and
calls for service. Besides 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 2005-2006 Objectives
• To complete the recruitment/training of the Civilian Desk Officers to the complement of 12 staff members by June
2005.
• To train the Civilian Desk Officers self defense strategies and techniques in order to properly and safely handle
prisoners.
• To conduct an annual one day in-service training program for Civilian Desk Officers by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Prisoners processed 1,750 1,800 1,850
Custodial prisoners 2,275 2,250 2,300
Bail Bonds processed 2,750 2,600 2,800
Reports taken by officers 5,100 5,300 5,400
Alarm subscriptions billed 3,650 3,700 3,800
False alarm fines billed 1,025 1,100 1,200
Control Station alarms handled 4,850 4,750 4,800
Approved Adjustments in 2005-2006 Budget
184
CITY OF EVANSTON
SERVICE DESK
2250
2004 -2005 2005 2006-
Appropriation Approved
2250 SERVICE DESK
61010 REGULAR PAY 480,100 535,200
61110 OVERTIME PAY 12,200 12,200
61510 HEALTH INSURANCE 83,900 92,900
61615 LIFE INSURANCE 800 900
62425 ELEVATOR CONTRACT COSTS 2,400 2,400
65020 CLOTHING 5,000 7,200
65025 FOOD 3,300 3,300
65125 OTHER COMMODITIES 1,500 1,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
2250 SERVICE DESK 591,200 657,600
185
City of Evanston
Police Department
2255 – Office of Professional Standards
Description of Major Activities
The Office of Professional Standards (OPS) provides two separate functions: inspections and internal investigations.
The inspection component evaluates the quality of the Department 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 in order 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 2005-2006 Objectives
• To improve field inspections by conducting three (3) unannounced inspections of operational activities by
December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Staff inspections 25 25 25
Citizen complaints 15 15 15
Pre-employment background investigations 275 280 300
Weapons use reports 22 20 20
Internally generated administrative reviews 70 65 65
Department inquiries 62 60 60
Resisting arrest/use of force investigatioons 35 37 35
Approved Adjustments in 2005-2006 Budget
186
CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2004 -2005 2005 2006-
Appropriation Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 199,200 206,700
61055 TEMPORARY EMPLOYEES 5,000 5,000
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 25,300 25,300
61615 LIFE INSURANCE 300 300
62305 RENTAL OF AUTO-FLEET SER 8,000 8,000
65620 OFFICE MACH. & EQUIP.4,000 4,000
2255 OFFICE-PROFESSIONAL STANDARDS 251,800 259,300
187
City of Evanston
Police Department
2260 – Office of Administration
Description of Major Activities
Responsibilities of this division include coordination of all Personnel and Training functions related to Police
Department staff; planning and research operations; and all fiscal activities, including budget, payroll, accounts
payable, grant reporting, and internal record keeping for personnel.
Training responsibilities include conducting basic and advanced programs for employees, provided by in-house as
well as 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 2005-2006 Objectives
• To ensure the safety of the members in the event of a disaster, train and equip each member with a respiratory
safety mask by December 2005.
• To better prepare all recruits by reviewing and updating our recruit training tapes by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
External schools and seminars provided 248 252 260
Bulletins and orders issued 213 210 215
In-service schools attendees 210 185 190
Invoices, purchase requisitions 1,610 1,540 1,580
Approved Adjustments in 2005-2006 Budget
188
CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2004 -2005 2005 2006-
Appropriation Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 247,300 256,600
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 400 400
62295 TRAINING & TRAVEL 70,000 75,000
62305 RENTAL OF AUTO-FLEET SER 17,000
62360 MEMBERSHIP DUES 200 200
65015 CHEMICALS 10,000 10,000
2260 OFFICE OF ADMINISTRATION 357,900 389,200
189
City of Evanston
Police Department
2265 – Neighborhood Enforcement Team
Description of Major Activities
The Neighborhood Enforcement Team (NET) is a part of Strategic Services. NET provides support services to Patrol
Operations including tactical, gang and narcotic operations. NET conducts criminal investigations of the sale,
distribution and use of illegal narcotics and other dangerous drugs. Responsibilities also include diffusing and
controlling gang related activities by investigating and monitoring gang activities, crimes, and membership and by
providing intelligence to the Department. Personnel also act as a back-up to the 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 2005-2006 Objectives
• To continue to update the Department's computerized gang identification directory with the proper additions,
deletions and changes. Add a field containing gang members’ street names and aliases making this information
available to all sworn officers by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Narcotic arrests 135 135 140
Search warrants 25 28 25
Problem oriented narcotic tip sheets 50 50 45
Adult gang members arrests 220 220 220
Juvenile gang member arrests 80 80 70
Felony arrests 100 100 105
Misdemeanor arrests 285 285 285
Criminal warrant service 115 115 100
Approved Adjustments in 2005-2006 Budget
190
CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2004 -2005 2005 2006-
Appropriation Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 989,400 1,024,000
61110 OVERTIME PAY 32,900 32,900
61510 HEALTH INSURANCE 149,700 149,700
61615 LIFE INSURANCE 1,500 1,500
62305 RENTAL OF AUTO-FLEET SER 88,400 88,400
62320 TELEPHONE CHARGEBACKS 12,000
62370 EXPENSE ALLOWANCE 2,000 2,000
65020 CLOTHING 8,400 9,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,284,300 1,307,500
191
City of Evanston
Police Department
2270 – Traffic Bureau
Description of Major Activities
As part of the Division of Strategic Services, the Traffic Bureau enforces traffic laws and ordinances and regulates the
flow of vehicular and pedestrian traffic. This Bureau manages and performs the follow-up investigation of most hit
and run accidents and administers the tow ordinance. This Bureau also handles the towing of abandoned and junk
vehicles.
FY 2005-2006 Objectives
• Implement training classes, demonstrations and traffic speed reduction activities, in conjunction with the State of
Illinois traffic Safety Challenge program, to be completed by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Moving violations 4,800 4800 4850
Non-moving violations issued 3,150 3150 3200
Abandoned automobiles investigated 2,100 2100 2000
Hit and run follow-up investigations 550 550 550
Vehicles towed 4,500 4,500 4,600
Approved Adjustments in 2005-2006 Budget
192
CITY OF EVANSTON
TRAFFIC BUREAU
2270
2004 -2005 2005 2006-
Appropriation Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 616,800 638,400
61110 OVERTIME PAY 7,200 7,200
61510 HEALTH INSURANCE 90,400 90,400
61615 LIFE INSURANCE 900 900
62305 RENTAL OF AUTO-FLEET SER 81,300 81,300
65020 CLOTHING 5,600 6,600
2270 TRAFFIC BUREAU 802,200 824,800
193
City of Evanston
Police Department
2275 – Community Strategies Bureau
Description of Major Activities
The Bureau is responsible for developing a better partnership between the police and the community for the purpose
of reducing crime. The activities of the bureau include crime prevention seminars, home security surveys, Operation
Identification, neighborhood watch, Site Plan and Appearance Review Committee, senior citizen programs, and the
Citizen/Police Academy and Clergy Team liaison. The Crime Analysis element publishes the 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 2005-2006 Objectives
• To study the feasibility of combining the Community Picnic with the District 65 "Back to School" Picnic by June
2005.
• To maintain the level of preparedness for our CERT program by conducting two training/field activities for the
team by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Home security surveys 350 350 300
Commercial surveys 10 10 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 2005-2006 Budget
194
CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2004 -2005 2005 2006-
Appropriation Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 212,300 220,300
61050 PERMANENT PART-TIME 18,600 18,600
61110 OVERTIME PAY 4,200 4,200
61510 HEALTH INSURANCE 23,900 23,900
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 43,400 43,400
65020 CLOTHING 700 800
65125 OTHER COMMODITIES 1,000 1,000
2275 COMMUNITY STRATEGIC BUREAU 308,000 316,100
195
City of Evanston
Police Department
2280 – Animal Control Bureau
Description of Major Activities
As a 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. In addition, it apprehends and
impounds stray animals and handles adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer
group).
FY 2005-2006 Objectives
• Update the Animal Shelter's filing system using a web-based program to organize and track animal bite reports,
citizen complaints, citations issued and calls for service. To be completed by February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Animals adopted 550 550 550
Animals impounded 750 750 750
Citizen complaints handled 7,000 7000 7500
Animals returned to owners 200 200 200
Animals euthanized 80 80 80
Citations issued 220 220 220
Approved Adjustments in 2005-2006 Budget
196
CITY OF EVANSTON
ANIMAL CONTROL
2280
2004 -2005 2005 2006-
Appropriation Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 111,000 115,200
61050 PERMANENT PART-TIME 13,500 14,000
61110 OVERTIME PAY 6,300 6,300
61510 HEALTH INSURANCE 15,100 15,100
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 1,100 1,400
62305 RENTAL OF AUTO-FLEET SER 11,100 11,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 800
65020 CLOTHING 1,500 1,500
65025 FOOD 1,500 1,700
2280 ANIMAL CONTROL 162,000 166,400
197
City of Evanston
Police Department
2285 – Problem Solving Team
Description of Major Activities
As a 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 2005-2006 Objectives
• To impact underage drinking in liquor establishments by conducting three undercover sting operations by
February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Neighborhood meetings 350 350 350
Reident surveys completed 50 50 50
Tickets and citations issued-parking 400 400 420
-traffic 80 80 85
-C tickets 50 50 55
-S tickets 15 15 15
Arrests 100 100 105
Tactical missions 15 15 15
Approved Adjustments in 2005-2006 Budget
198
CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2004 -2005 2005 2006-
Appropriation Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 481,600 498,500
61110 OVERTIME PAY 6,600 6,600
61510 HEALTH INSURANCE 71,100 71,100
61615 LIFE INSURANCE 700 700
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62305 RENTAL OF AUTO-FLEET SER 27,400 27,400
65020 CLOTHING 4,200 4,500
2285 PROBLEM SOLVING TEAM 593,600 610,800
199
City of Evanston
Fire
Fire
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Fire Management & Support
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 ( 76 @ 1 FTE ) 76.00
Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00
Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00
2315 Total 102.00
Grand Total 110.00
Expenditures as a % of 2006 General Fund Budget
12.72%
Three Year Fiscal History
$10,085,500
$10,523,900
$9,258,300
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
200
City of Evanston
Fire Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2305–Fire Management & Support 715,130 520,000 520,890 578,100
2310 – Fire Prevention 468,580 562,900 606,860 480,300
2315 – Fire Suppression 9,024,090 9,002,600 9,398,960 9,465,500
Total Expenditures: $10,207,800 $10,085,500 $10,526,710 $10,523,900
Revenues:
False Alarm Fines 11,800 55,000 58,290 55,000
Cost Recovery Fines 5,990 5,000 1,270 5,000
Ambulance Fees 399,310 440,000 520,380 470,000
Total Revenues: $417,100 $500,000 $579,940 $530,000
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $68,020. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
The Fire Prevention Division has reviewed the International Fire Code 2003 edition for adoption as the City's fire code
regulation. A recommendation on adoption will be forthcoming. Fire Prevention has mobilized an expanded public
education team, consisting of prevention division and operation division members. The team will be utilizing the
Public Safety House Trailer to bring the presentations to the audience in their neighborhoods.
The capital improvement plan for the renovation of the Fire Station 5 site is in a stage where request for proposals for
architectural design will be let. The plan is a cooperative effort with Facilities Management. We have completed the
system analysis of the fire radio infrastructure. We are in the process of developing equipment procurement data.
The compiled equipment list will allow us to advance to a request for quotes on the equipment and its installation.
The skills enhancement course Pediatric Advanced Life Support was made available to all paramedics 69
paramedics successfully received the certification. All medical licenses expiring were renewed. Three members
have completed the paramedic course through Saint Francis Hospital. The three members are completing post
course field requirements prior to challenging the State of Illinois licensure exam. The Department has accepted a
federal grant to assist with the purchase of a heavy rescue vehicle and is moving toward purchase. We have
continued the process of reviewing and revising our Standard Operating Guidelines. We have updated some existing
and written and issued some new guidelines. The process is ongoing.
2005-2006 Department Initiatives
We intend to augment organizational safety by providing enhanced communications capabilities. We will begin
upgrading our radio infrastructure. The implementation of the upgrade will improve field to field radio communication
as well as field to dispatch center communication. We will continue to provide superior quality service to the
community. We will evaluate the Fire Accreditation model for acceptance as a means to improve our overall ability to
serve the public, our members, and the other Departments within the City. We will initiate a process to involve
supervisors more closely with the developing, monitoring, and evaluating department expenditures and revenues.
The Department will continue to explore means to expand our non-emergency service delivery. We wish to expand
our Car Seat Check Program and address senior citizen falls in the home. We must develop our ability to protect the
safety of our members on emergency incident scenes by responsibly providing rapid intervention rescue on those
scenes.
201
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 necessitated. The environment is monitored and relationships
with internal and external agencies are cultivated and supported.
FY 2005-2006 Objectives
• In cooperation with Facilities Management, develop, solicit, and evaluate a request for proposal for the
remodeling of Fire Station 5, by February 2006.
• Assess the Fire Accreditation Model for application to 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 2005-2006 Budget
202
CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2004 -2005 2005 2006-
Appropriation Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 249,900 259,300
61110 OVERTIME PAY 2,000
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 700 700
62160 EMPLOYMENT TESTING SERVICES 1,600
62210 PRINTING 200 500
62235 OFFICE EQUIPMENT MAINT 1,000 1,000
62270 MEDICAL/HOSPITAL SERVICES 20,000 32,000
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 1,000
62305 RENTAL OF AUTO-FLEET SER 27,500 27,500
62315 POSTAGE 500 500
62320 TELEPHONE CHARGEBACKS 51,000
62335 DATA PROCESSING SERVIC 3,000 3,000
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 6,500 3,500
62380 COPY MACHINE CHARGES 6,600 6,600
62518 SECURITY/ALARM CONTRACTS 2,500
64015 NATURAL GAS 38,300 75,000
64540 TELECOMMUNICATIONS - WIRELESS 25,800
65010 BOOKS, PUBLICATIONS, MAPS 600 800
65020 CLOTHING 60,000 80,000
65050 BLDG MAINTENANCE MATERIAL 5,000 6,500
65070 OFFICE/OTHER EQT MTN MATL 6,000 4,000
65095 OFFICE SUPPLIES 3,000 5,000
65125 OTHER COMMODITIES 15,000 15,000
68205 CONTINGENCIES 600
2305 FIRE MGT & SUPPORT 520,000 578,100
203
City of Evanston
Fire Department
2310 – Fire Prevention Bureau
Description of Major Activities
The Fire Prevention Bureau is responsible for Fire and Building Code enforcement, investigations of cause and
origin, 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, and monitoring, testing and witnessing of underground
storage tank installations and removals. Finally, the Bureau also generates department activity reports, creates and
implements specialized programs, and respondis to citizens' inquiries and complaints. The Bureau's main objective
is fire prevention and awareness through a pro-active approach to fire and life safety.
FY 2005-2006 Objectives
• Create a database to monitor the installation and annual maintenance records of all fire pumps in the City.
• Enhance the Public Education Curriculum by developing a program directed toward 4th - 6th grades, in public and
private schools that would utilize both classroom and the Fire Safety House, by February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Hydrants Inspected/flow tested 1,218 1,318 1,318
Bureau Fire Inspections 732 704 710
Construction Plans Review 409 415 425
Fire Equipment Test Witnessed 499 425 440
Staff Hours on Cause and Origin Investigations 387 316 325
Public Education presentations 398 350 425
Customer request for information 3,710 3,220 3,500
In service Company Inspections 600 650 650
Approved Adjustments in 2005-2006 Budget
204
CITY OF EVANSTON
FIRE PREVENTION
2310
2004 -2005 2005 2006-
Appropriation Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 411,200 379,800
61110 OVERTIME PAY 6,400 12,500
61510 HEALTH INSURANCE 50,000 41,000
61615 LIFE INSURANCE 700 600
62210 PRINTING 1,500 1,500
62245 OTHER EQMT MAINTENANCE 4,000 4,000
62250 COMPUTER EQUIPMENT MAINT 49,500 9,000
62295 TRAINING & TRAVEL 400 800
62305 RENTAL OF AUTO-FLEET SER 23,500 23,500
62345 COURT COST/LITIGATION 300 300
62360 MEMBERSHIP DUES 700 800
65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000
65095 OFFICE SUPPLIES 3,000 3,000
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
65620 OFFICE MACH. & EQUIP.500
65625 FURNITURES & FIXTURES 7,500
68205 CONTINGENCIES 200
2310 FIRE PREVENTION 562,900 480,300
205
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 as well as
firefighting and its related skill demands. Suppression also responds to community service calls such as; lock-outs or
lock-ins, downed power lines, odor investigations, flammable liquid spills and other non-emergency incidents that
require prompt response, investigation and/or action. Suppression also 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.
FY 2004-2005 Objectives
• Provide medical training for three members through EMT-Paramedic level, by the end of February 2006.
• Enhance water rescue capabilities by adding a personal watercraft element, by the end of February 2006.
• Provide an Advanced Cardiac Life Support certification course, available to all paramedics, by the end of
February 2006.
• Improve member safety on emergency incidents by augmenting our rapid intervention capabilities, by the end of
February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
City Fire Insurance Rating 3 3 3
All Fire Dept. Incidents Excluding Ambulance Calls 3,343 3,093 3,200
Ambulance Calls 4798 4697 4830
Fire Alarm System Activations (Included above) 1,704 1,494 1,500
Number of Fires (Included above) 225 210 210
Number of Fires to One/Two Family Dwellings (Included
above)
28 25 25
Average Fire Alarm Response Time 350 344 345
Average Ambulance Response Time 350 350 350
Training Hours/Firefighter 240 240 240
Number of Paramedics 78 79 81
Approved Adjustments in 2005-2006 Budget
206
CITY OF EVANSTON
FIRE SUPPRESSION
2315
2004 -2005 2005 2006-
Appropriation Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 7,086,400 7,374,000
61110 OVERTIME PAY 272,000 372,000
61510 HEALTH INSURANCE 897,600 906,600
61615 LIFE INSURANCE 9,900 10,000
62210 PRINTING 1,200 1,200
62295 TRAINING & TRAVEL 40,000 40,000
62305 RENTAL OF AUTO-FLEET SER 587,700 587,700
62360 MEMBERSHIP DUES 3,500 3,500
62430 CUSTODIAL CONTRACT SERVICES 6,000
62509 SERVICE AGREEMENTS / CONTRACTS 6,000
62521 MEDICAL EQ MAINT AGREEMENTS 10,000 13,000
62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 3,500 3,500
62605 OTHER CHARGES 10,000 10,000
65005 AGRI/BOTANICAL SUPPLIES 100 600
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,200
65015 CHEMICALS 3,000 6,000
65040 JANITORIAL SUPPLIES 10,000 10,000
65075 MEDICAL & LAB SUPPLIES 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 4,000 4,000
65090 SAFETY EQUIPMENT 1,200 1,500
65095 OFFICE SUPPLIES 2,500 2,500
65105 PHOTO/DRAFTING SUPPLIE 1,000 1,000
65125 OTHER COMMODITIES 1,200 1,200
65625 FURNITURES & FIXTURES 44,300 92,000
68205 CONTINGENCIES 500
2315 FIRE SUPPRESSION 9,002,600 9,465,500
207
City of Evanston
Health & Human Services
Health and Human Services
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Health Services Administration
Full-time Regular Director, Health & Human Svcs 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
2407 Total 3.00
Laboratory Services
Full-time Regular Supervisor of Lab Services 1.00
Full-time Regular Microbiologist 1.00
2410 Total 2.00
Family Health
Full-time Regular Clerk II 1.00
Full-time Regular Information Systems Clerk 1.00
Full-time Regular Nurse's Assistant 1.00
Full-time Regular Public Health Nurse ( 3 @ 1 FTE) 3.00
Full-time Regular Public Health Nurse Supervisor 1.00
Full-time Regular Secretary II 1.00
Full-time Regular Vision/Hearing Technician 1.00
Part-time Regular Clinic Physician ( 3 @ .1 FTE ) 0.30
Part-time Regular Public Health Nurse 0.25
2415 Total 9.55
Infectious Disease Control
Full-time Regular Clerk Typist I 1.00
Full-time Regular Communicable Disease Survey Specialist 1.00
Full-time Regular Public Health Nurse 1.00
Part-time Regular AIDS/HIV Counselor 0.75
Part-time Regular Clinic Physician 0.10
2420 Total 3.85
Three Year Fiscal History
$4,802,100 $4,739,400
$3,675,799
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
Expenditures as a % of 2006 General Fund Budget
5.73%
208
City of Evanston
Health & Human Services
Employee Status
Description Job Type Description
Position
FTE
Dental Services
Full-time Regular Clerk II 1.00
Full-time Regular Dental Assistant 1.00
Part-time Regular Dental Health Educator 0.50
Part-time Regular Dentist 0.75
2425 Total 3.25
Adult Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Public Health Nurse 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 0.50
Part-time Regular Clerk II 0.25
2440 Total 2.75
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 1.00
2455 Total 2.00
Commission on Aging
Full-time Regular Long Term Care Ombudsman 1.00
2530 Total 1.00
Grand Total 40.00
209
City of Evanston
Health and Human Services Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2407 – Health Services Admin. 260,890 357,000 275,010 350,700
2410 – Laboratory Services 94,030 139,100 103,560 112,600
2415 – Family Health 613,660 652,500 715,460 667,400
2420 – Infectious Disease Control 196,060 249,200 198,820 286,200
2425 – Dental Services 205,710 193,900 225,630 200,700
2430 – Adult Health 200,190 203,300 293,040 193,000
2435 – Food & Environment 419,000 485,400 495,750 496,200
2440 – Vital Records 105,670 116,300 118,620 115,700
2445 – Health Department Grants 0 804,600 200 620,400
Total Expenditures: $ 2,095,210 $ 3,201,300 $ 2,426,090 $ 3,042,900
Revenues:
Adolescent Health Program Grant 53,980 56,600 69,400 56,600
Bioterrorism Grant 0 90,000 0 80,000
Birth and Death Certificate Fees 130,810 145,000 138,120 131,000
Center for Public Ministry 375 375 375 375
Child Residential Care Fees 480 480 480 480
Childhood Lead Poisoning Grant 2,530 4,000 1,310 4,000
Dental Fees & Reimbursement 67,990 90,000 75,970 68,000
Family Case Management Grant 117,200 126,300 112,060 123,800
Family Planning Grant 51,900 54,500 52,630 54,500
Food Delivery Vehicle 6,400 6,500 4,680 6,500
Food Establishment License Fees 150,150 145,000 155,390 150,000
Genetics Grant 5,100 10,200 17,850 10,200
Health Service Fees – Lab 12,040 16,200 8,180 16,200
IDPH Dental Sealant Grant 4,210 0 2,820 4,200
IDPH – Local Health Protection 47,040 71,000 47,230 63,300
Illinois Tobacco Free Grant 25,590 25,000 12,280 25,000
Kid Care 9,610 10,500 9,550 11,300
Long Term Care License Fees 108,540 112,400 119,100 112,400
Prostate Grant 500 0 7,000 0
Residential Care Home Licenses 500 0 0 0
Skokie Contract 2,250 2,250 1,500 2,250
Tanning Facility Inspections 100 0 150 0
Teen Parent Services 10,030 15,000 34,240 30,000
Tobacco License Fees 15,000 12,000 13,410 15,000
Tuberculosis Grant 12,000 12,000 12,000 12,000
Vision & Hearing Grant 12,700 6,400 100 6,400
West Nile Virus 5,000 36,000 10,000 36,000
Total Revenues: $ 852,025 $ 1,047,705 $ 905,825 $ 1,019,505
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $130,480. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
210
City of Evanston
Health and Human Services Department
Performance Report on FY 2004-2005 Major Program Objectives
Clean air issues became dominant in 2004. The City Council considered proposals from the Evanston Community
Health Advisory Board to ban all indoor smoking. A public hearing was held and Evanston's Indoor Clean Air Act was
amended and strengthened, although a total ban was not adopted. In addition, community concern about a medical
incinerator at Evanston Hospital resulted in a public hearing on that issue as well and an ordinance banning its
operation.
West Nile Virus prevention activities continued including the use of larvicides, public notification of spraying for adult
mosquitoes, and a new joint program with the Summer Youth Employment Program whereby abandoned tires were
picked up from Evanston alleys.
Department staff collaborated with Parks Recreation and Forestry staff in development of a new brochure on beach
closings. Beach water testing resulted in 75 swimming bans in 2004.
Bioterrorism activities focused on disease surveillance. An outbreak of Pertussis in Northern Illinois occurred and
staff provided alerts to local health care providers. Evanston recorded the second highest total of Pertussis cases in
Suburban Cook County. All local health Departments in Illinois have entered into a new mutual aid agreement
Commission on Aging staff worked with Finance Department staff to establish a consistent income eligibility standard
for the reduced fee vehicle sticker and the subsidized taxi cab program.
Department community intervention staff were given coordination responsibilities for all lead based paint prevention
activities, including grants management, nursing visits, environmental health reviews, and Community Development
rehabilitation.
2005-2006 Department Initiatives
1. Conduct a community health needs assessment
2. Conduct a bioterrorism training exercise
211
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, including 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 evaluation of all social services purchased by the City through the
Evanston Mental Health Board. The Director 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.
In fiscal year 04-05 the Director of Health and Human Services also served as interim director of the Department of
Human Relations.
FY 2005-2006 Objectives
• In compliance with State mandates, conduct a needs assessment of community health priorities.
• Submission of recommendations to Mayor and City Council on citizen review processes related to issues of
disability access and programming.
• Development of joint initiatives with School Districts 65 and 202 and the Department of Parks, Recreation and
Forestry regarding childhood obesity.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Human Services Committee Packets 12 11 12
Public Health Media Inquiries 200 150 150
Regional Bioterrorism Meetings 15 20 20
Day Care Permits Issued 70 75 80
Approved Adjustments in 2005-2006 Budget
212
CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2004 -2005 2005 2006-
Appropriation Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 281,800 292,400
61055 TEMPORARY EMPLOYEES 19,000 5,000
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,800 1,800
62185 OTHER CONSULTING SERVICES 5,000 5,000
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 1,000 1,000
62295 TRAINING & TRAVEL 500 500
62320 TELEPHONE CHARGEBACKS 2,900
62360 MEMBERSHIP DUES 1,600 1,600
62380 COPY MACHINE CHARGES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 300 300
65555 PERSONAL COMPUTER EQUIPMENT 4,000 4,000
2407 HEALTH SERVICES ADMIN 357,000 350,700
213
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. Evanston swimming pools
are tested monthly.
FY 2005-2006 Objectives
• Update procedure manual with recent procedure changes.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Blood Chemistries 180 200 200
Environmental-dairy & water tests 5,655 5,800 5,800
Hematology 627 722 700
Lead Testing 122 120 120
Urinalysis 560 530 530
STD Tests 2,289 2,380 2,400
HIV Antibody Blood Draw 958 1,100 1,000
Approved Adjustments in 2005-2006 Budget
214
CITY OF EVANSTON
LABORATORY SERVICES
2410
2004 -2005 2005 2006-
Appropriation Approved
2410 LABORATORY SERVICES
61010 REGULAR PAY 109,600 59,300
61050 PERMANENT PART-TIME 25,300
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 300 300
62235 OFFICE EQUIPMENT MAINT 100
62245 OTHER EQMT MAINTENANCE 800 800
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,400
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 139,100 112,600
215
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. 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 includes 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. "Changes," a pre-adolescent program, provides education and counseling on puberty and self-
esteem, abstinence and pregnancy prevention. Evanston Subsequent Pregnancy Project (ESPP) is another
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 the 35 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 2005-2006 Objectives
• Increase client compliance by 30% of (3) well child visits for all family case management infants by January 2006
• Increase childhood immunization compliance by 30% for all 1 year old family case management clients by
February 2006
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of Child Health clinic visits 175 152 180
Number of WIC clinic visits 60 40 50
Number of immunizations 1,100 1,000 1,350
Number of blood lead test 150 150 180
Number of children with elevated blood lead 15 25 30
Number of productive home visits 900 850 925
Number of vision and hearing screenings 6,500 7,626 7,700
Number of school physicals 168 140 160
Number of Adolescent Health Ed. Sessions 230 90 100
Number of Adolescent Participants 690 840 875
Consultation Visits 1,189 1,050 1,100
Number of Family Planning Visits 916 854 900
Number of Community Presentations 25 20 25
Number of Participants at Presentations 240 212 275
Number of Family case management referrals 852 875 900
Approved Adjustments in 2005-2006 Budget
216
CITY OF EVANSTON
FAMILY HEALTH
2415
2004 -2005 2005 2006-
Appropriation Approved
2415 FAMILY HEALTH
61010 REGULAR PAY 407,800 423,100
61050 PERMANENT PART-TIME 82,400 85,500
61110 OVERTIME PAY 7,500 7,500
61510 HEALTH INSURANCE 68,100 68,100
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 2,200 2,200
62210 PRINTING 600 600
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 200 200
62285 COURIER CHARGES 1,500
62295 TRAINING & TRAVEL 2,100 2,100
62320 TELEPHONE CHARGEBACKS 9,600
62355 LAUNDRY/OTHER CLEANING 300 200
62360 MEMBERSHIP DUES 300 300
62465 OUTSIDE LABARATORY COSTS (HLTH 4,800
62470 TEEN PEER EDUCATOR CONTR SVCS 30,000 24,000
62475 CHILD CARE CONTRACTUAL COSTS (2,300
62485 PATIENT CARE EXPENSES (HLTH DE 6,000 6,000
64540 TELECOMMUNICATIONS - WIRELESS 2,700 2,700
65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000
65020 CLOTHING 700 700
65025 FOOD 2,000 2,000
65070 OFFICE/OTHER EQT MTN MATL 200
65075 MEDICAL & LAB SUPPLIES 22,000 25,000
65095 OFFICE SUPPLIES 1,600 2,000
65110 RECREATION SUPPLIES 1,400 1,400
65555 PERSONAL COMPUTER EQUIPMENT 2,300
65625 FURNITURES & FIXTURES 2,300
2415 FAMILY HEALTH 652,500 667,400
217
City of Evanston
Health and Human Services Department
2420 – Infectious Disease Control
Description of Major Activities
Infectious Disease Control is responsible for the prevention, testing, monitoring and follow up of all reportable
communicable diseases to prevent the spread of these 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 occasionally provides risk education at other sites where at-risk
individuals present themselves. 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.
FY 2005-2006 Objectives
• Increase the number of African American clients who are tested for HIV by 40% from the previous year by
December 05
• Increase by 25% from the previous year, the number of clients in the sexually transmitted disease clinic (STD)
who begin and complete the Hepatitis B vaccine series by January 05
• Develop a system of streamlining required communication and reporting of communicable diseases by
December 05
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of AIDS presentations 2 2 2
Number of partricipants at AIDS presentation 270 125 130
Number of STD visits (total) 960 1,058 1,100
Number of STD treatment visits 530 484 500
Number of Gonorrhea cases reported 200 165 220
Number of Syphilis cases reported 30 25 20
Number of Chlamydia cases reported 370 420 475
Number counseled/tested for HIV 875 1,670 1,700
Number positive for HIV 5 6 10
Number of new AIDS cases 0 2 4
Number of TB clinic visits 275 285 300
Number of TB skin tests 910 820 875
Number of CD Epidemilogical investigations 110 208 250
Approved Adjustments in 2005-2006 Budget
218
CITY OF EVANSTON
INFECTIOUS DISEASE CONTROL
2420
2004 -2005 2005 2006-
Appropriation Approved
2420 INFECTIOUS DISEASE CONTROL
61010 REGULAR PAY 147,000 152,500
61050 PERMANENT PART-TIME 65,100 67,600
61065 SPECIAL PROJECT EMPLOYEES 25,000
61110 OVERTIME PAY 3,700
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62210 PRINTING 500 500
62235 OFFICE EQUIPMENT MAINT 100
62285 COURIER CHARGES 3,300
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 3,200
62360 MEMBERSHIP DUES 300
62485 PATIENT CARE EXPENSES (HLTH DE 5,000 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 200 200
65075 MEDICAL & LAB SUPPLIES 2,000 2,000
65095 OFFICE SUPPLIES 800 800
2420 INFECTIOUS DISEASE CONTROL 249,200 286,200
219
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, the following: prophylaxis and fluoride treatments, x-rays,
decay-preventive sealants, restorations, root canal therapy and surgical procedures and instructions on proper oral
hygiene. The Dentist and Dental Health Educator conduct dental health education programs and screenings for
preschool and school age children in cooperation with Evanston School District #65 throughout the school year.
FY 2005-2006 Objectives
• By February 2006, increase the number of clients registered and seen in the clinic by 100 patients. Children who
are under five years old may be served if the child can sit for the dentist. The number of available appointments
will be increased by 100 by using the dental health educator in the clinic during check-up and sealant days.
• By February 2006, increase the number of preventive dental visits by 100. This will be done by offering recall
visits twice a year rather than once a year.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of clients registered at the clinic 1,700 1,728 1,700
Number of preventive visits 2,300 2,379 2,600
Number of restorative visits 1,200 1,050 1,400
Number of sealants applied 750 1,100 1,100
Number of dental health education programs 75 40 45
Number of dental health education participants 800 810 900
Approved Adjustments in 2005-2006 Budget
220
CITY OF EVANSTON
DENTAL SERVICES
2425
2004 -2005 2005 2006-
Appropriation Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 61,800 64,200
61050 PERMANENT PART-TIME 88,000 91,300
61055 TEMPORARY EMPLOYEES 4,000
61110 OVERTIME PAY 6,200 1,000
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 100
62245 OTHER EQMT MAINTENANCE 600 2,000
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 1,800
62360 MEMBERSHIP DUES 100 100
62521 MEDICAL EQ MAINT AGREEMENTS 900
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65075 MEDICAL & LAB SUPPLIES 16,000 17,500
65095 OFFICE SUPPLIES 500 600
65555 PERSONAL COMPUTER EQUIPMENT 800 1,000
65620 OFFICE MACH. & EQUIP.2,200 2,200
2425 DENTAL SERVICES 193,900 200,700
221
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 2005-2006 Objectives
• Expand educational outreach efforts regarding the need for pneumonia vaccination to vulnerable adults by
January 06
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of adults in cardiovascular screening 300 175 200
Number receiving HTN screening 300 200 225
Number receiving cholesterol screening 300 175 200
Number receiving flu/pneumonia vaccine 1,700 1,750 1,800
Number of long term care licensure reviews by the
Evanston Health Dept. 11 11 11
Approved Adjustments in 2005-2006 Budget
222
CITY OF EVANSTON
ADULT HEALTH
2430
2004 -2005 2005 2006-
Appropriation Approved
2430 ADULT HEALTH
61010 REGULAR PAY 105,300 113,600
61050 PERMANENT PART-TIME 25,900 27,900
61065 SPECIAL PROJECT EMPLOYEES 9,200 9,200
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,800 1,800
62185 OTHER CONSULTING SERVICES 22,000 3,000
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 100 100
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 3,600
62360 MEMBERSHIP DUES 400 400
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65075 MEDICAL & LAB SUPPLIES 18,000 20,000
65095 OFFICE SUPPLIES 700 700
2430 ADULT HEALTH 203,300 193,000
223
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 programs in this
element are food protection; rodent, vector and public health nuisance inspections; lead poisoning investigations;
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 as required by 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 and 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 a recurrence. Plans for new or remodeled 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 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, the 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 being
offered.
FY 2005-2006 Objectives
• By February 2006, review, update and provide the following information on line: forms used for the plan review
process, construction guide, and temporary food application forms.
• By December 2005, update and begin using the Hazard Analysis Critical Control Point (HACCP) form used in the
food program inspection process.
• By February, 2006, educate at least 200 men about prostate cancer and test 125 men, at least 30 of whom have
newer been tested before.
224
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2004 -2005 2005 2006-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 326,400 368,200
61050 PERMANENT PART-TIME 28,500
61110 OVERTIME PAY 12,000 12,000
61510 HEALTH INSURANCE 45,000 45,000
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 500 500
61630 SHOE ALLOWANCE 600
62185 OTHER CONSULTING SERVICES 3,000 3,000
62210 PRINTING 1,600 1,600
62295 TRAINING & TRAVEL 1,000 1,100
62305 RENTAL OF AUTO-FLEET SER 15,700 15,700
62320 TELEPHONE CHARGEBACKS 3,800
62360 MEMBERSHIP DUES 1,900 1,900
62495 LICENSED PEST CONTROL SERVICES 1,500 1,500
62505 INSTRUCTOR SERVICES 1,200 2,400
62605 OTHER CHARGES 29,700 29,700
64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,000
65010 BOOKS, PUBLICATIONS, MAPS 700 700
65045 LICENSING/REGULATORY SUPP 500 500
65070 OFFICE/OTHER EQT MTN MATL 2,000
65080 MERCHANDISE FOR RESALE 3,600 3,600
65090 SAFETY EQUIPMENT 400
65095 OFFICE SUPPLIES 1,400 1,600
65125 OTHER COMMODITIES 800 800
65555 PERSONAL COMPUTER EQUIPMENT 1,600
65620 OFFICE MACH. & EQUIP.600 600
2435 FOOD AND ENVIRONMENTAL HEALTH 485,400 496,200
225
City of Evanston
Health and Human Services Department
2440 – Vital Records
Description of Major Activities
The 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 2005-2006 Objectives
• Improve Customer Service by decreasing time spent waiting for certificates
• Update procedure manual
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of registered births 4,738 4,723 4,700
Number of registered deaths 1,250 1,226 1,225
Number of certified copies issued 29,415 26,258 26,300
Approved Adjustments in 2005-2006 Budget
226
CITY OF EVANSTON
VITAL RECORDS
2440
2004 -2005 2005 2006-
Appropriation Approved
2440 VITAL RECORDS
61010 REGULAR PAY 87,500 79,000
61050 PERMANENT PART-TIME 13,000
61060 SEASONAL EMPLOYEES 1,100 1,100
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 200 200
62235 OFFICE EQUIPMENT MAINT 200 200
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,400
62335 DATA PROCESSING SERVIC 5,000 5,000
62520 OTHER CONTRACTUAL SERVICES 4,000
62645 MICROFILMING 300
65095 OFFICE SUPPLIES 1,500 1,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
2440 VITAL RECORDS 116,300 115,700
227
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 2003- 2004 was 1,136.00 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 (previously 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,
and to develop and implement a plan for sustaining the grant-funded activities within the Evanston community after the
life of the project has ended. 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.
FY 2005-2006 Objectives
Cook County Lead-Based Paint Hazard Control Grant:
• BY May 31, 2005 to have abated or mitigated 15 housing units.
• By October of 2005 have conducted a community outreach information day on Childhood Lead Poisoning.
Reach, Grow, and Learn (previously Project SEED):
• By October 30, 2005, 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 3 of the
SAMHSA grant.
• By February 28, 2005, 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.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Teachers in Evanston's child care centers and
classrooms trained in the TIY curriculum.
0 47 60
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
16 89 90
In conjunction with trained teachers, implement the TIY
curriculum for children 3-5 years old in public and
private child care centers
0 232 160
Home Mitigated or abated 12 14 14
Approved Adjustments in 2005-2006 Budget
228
CITY OF EVANSTON
HUMAN SERVICES
2445
2004 -2005 2005 2006-
Appropriation Approved
65126 BIOTERRORISM GRANT EXPENSES 90,000 80,000
65127 LEADPAINT HAZARD GRANT EXPENSE 354,600 177,900
65128 SEED GRANT EXPENSES 360,000
67145 METROPOLITAN FAMILY SERVI 362,500
Grand Total(s)804,600 620,400
229
230
City of Evanston
Community Intervention Services
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2450 – Community Intervention 260,680 267,600 293,180 334,600
2525 – Homeless Services 81,500 82,000 82,000 88,000
Total Expenditures: $342,180 $ 349,600 $ 375,180 $ 422,600
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $13,560. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Community Intervention Services is funding emergency intervention services, disabled services, and the
outreach specialist.
Performance Report on FY 2004-2005 Major Program Objectives
The Division provided several forums in FY 2004-05. In conjunction with other municipalities, the Division co-
sponsored the first Disabled Conference for Persons with Disabilities. Approximately 150 attended the conference
held at the Levy center. The Division also participated in the fourth annual Hispanic Health Fair. This event was held
at St Nick's Church. Approximately 100 people attended. Finally, as October is Lead Poisoning Prevention Month,
the Division assisted the Health and Human Services Department in holding the first community forum at Fleetwood-
Jourdain Center, entitled "Keep Your Children Safe from Lead Poisioning."
Due to the increase of Mexican immigrants in the Evanston community, the office collaborated with the Chicago office
of the Mexican Consulate to bring their mobile services to Evanston. Approximately 150 residents received services.
In addition, the Consulate provided training to the Evanston Police Department on the use of the Mexican Matricula
Identification Card.
2005-2006 Department Initiatives
1. Facilitate City Employee participation in a training focused on understanding the disabled population.
231
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 Provider's Exchange (BSPE),
Service Providers Interagency Network (SPIN) and the Cook County Childhood Lead Prevention Program and the
Illinois Lead Safe Housing Taskforce.
FY 2005-2006 Objectives
• Expand educational efforts to families with children less than 6 years of age on Childhood Lead Poisoning by
working closely with District 65 and Community Development Housing Rehab.
• By August, 2005 implement and organize job fairs for persons with Disabilities city-wide
• Develop and implement programming in celebration of Hispanic Heritage Month, in conjunction with community
groups and other city departments
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Applicants seeking assistance 1,500 4,000 5,500
Total households assisted
- DPR's / Lead 6,000 2,000 2,300
SPIN and Wraparound Mtgs for Interagency
intervention and case plans 10 12 12
Referrals to Different agencies 600 3,000 3,000
Homeless Task Force 12 12 12
ADA Committee 12 12 11
BSPE (Bilingual Service Providers Exchange 6 6 6
Approved Adjustments in 2005-2006 Budget
232
CITY OF EVANSTON
COMMUNITY INTERVENTION SVCS
2450
2004 -2005 2005 2006-
Appropriation Approved
2450 COMMUNITY INTERVENTION SVCS
61010 REGULAR PAY 96,700 152,200
61050 PERMANENT PART-TIME 14,500
61060 SEASONAL EMPLOYEES 1,900 1,900
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,600
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 300 1,200
62320 TELEPHONE CHARGEBACKS 6,100
62360 MEMBERSHIP DUES 100 300
62380 COPY MACHINE CHARGES 1,000 1,000
62491 COMUNTY INTRVENTION PROG COSTS 130,000
62605 OTHER CHARGES 143,000 13,000
64540 TELECOMMUNICATIONS - WIRELESS 600
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 700 700
65620 OFFICE MACH. & EQUIP.900 900
68205 CONTINGENCIES 200
2450 COMMUNITY INTERVENTION SVCS 267,600 334,600
233
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, and (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 to make 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.
The Youth Job Center of Evanston, Inc.
The agency provides job-readiness and job placement services for Evanston youth starting at age 14 serving up to
age 40. The agency is open Monday through Friday from 9:00 a.m. to 5:00 p.m. Emergency Shelter Grant (ESGP)
Funds are used to provide clients with: (1) job-readiness, life-skills and basic computer training; (b) employment-
related guidance and counseling services; (c) ongoing job search and placement support; (d) post-employment
follow-up and support for permanent placements. Clients are required to participate in a mandatory four-week pre-job
training class followed by an unrestricted search for full-time jobs that pay living wages with benefits. ESGP funds
offset staff direct service costs associated with job training, counseling and placement services.
FY 2005-2006 Objectives
• Continue to service the Homeless population in the overnight shelter, warming centers and provide counseling
and placement services.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Persons Served at:
Connections for the homeless 450 241 480
EEAC 350 396 450
Youth Job Center 59 59 59
Approved Adjustments in 2005-2006 Budget
234
CITY OF EVANSTON
HOMELESS SERVICES
2525
2004 -2005 2005 2006-
Appropriation Approved
2525 HOMELESS SERVICES
67105 YOUTH JOB CENTER 10,000 12,000
67110 CONNECTIONS FOR THE HOMELESS 66,000 68,000
67115 EVAN EC ACT CN-HOMELESS 6,000 8,000
2525 HOMELESS SERVICES 82,000 88,000
235
City of Evanston
Mental Health Board & Community Purchased Services
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2455 – Mental Health Admin. 110,460 113,300 120,480 115,100
2460 – Community Purchased Services 828,900 828,900 828,900 828,900
Total Expenditures: $ 939,360 $ 942,200 $ 949,380 $ 944,000
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $6,750. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Evanston Community Defender/Social Work Services, which was previously funded, is not being recommended
for funding because they did not request funds for FY2005-2006.
• The Mental Health Board is recommending funding for one new program in FY2005-2006, Center for
Independent Futures/Community Living Options.
Performance Report on FY 2004-2005 Major Program Objectives
Agency Monitoring and Allocation Process: The Mental Health Board (MHB) monitored 28 programs in 18 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; 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; 86% of those individuals were low-income. The MHB developed and, with several agencies, tested a new
electronic quarterly reporting format that requires agencies to provide more extensive reporting about outcome
objectives and measures. The reporting format and criteria that were implemented emphasize the measurable impact
upon clients of services that are funded. In addition, the MHB revised format for funding proposals that requires a
greater emphasis upon the projection of outcome measures in all funding requests. Training and resources about
outcome measures were provided for all agencies requesting funds
Community Education: The MHB sponsored, coordinated and/or assisted in the production of the following
conferences: Third Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference “Understanding and
Treating Adolescent and Child Depression.” More than 320 consumers, family members and professionals
participated. In conjunction with the Commission on Aging and twenty social service organizations, the sixth annual
“Aging Well: Choices and Myths” about mental health issues for older adults. Approximately 140 people attended the
conference. A one-day Family Support Network Conference for approximately 60 individuals with disabilities and
their families to teach them about current support services and home-based programs in the area and Illinois, and
how to effect constructive policy changes through communication and self-advocacy with policy makers. Area state
legislators served as adjunct faculty to discuss issues in policymaking and how to pursue personal advocacy goals.
“Maximizing Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children. The
conference focused early child mental health prevention. A keynote speaker and ten workshop presenters discussed
what research is revealing about “healthy brains and healthy communities.” They will explore how environment, diet,
medicine, stress and a host of other factors contribute to the overall health and social/emotional development of the
brains of our children. Approximately 140 parents and early childhood teachers attended the event. “Maximizing
Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children. The conference
focused early child mental health prevention. A keynote speaker and ten workshop presenters discussed what
research is revealing about “healthy brains and healthy communities.” They will explore how environment, diet,
medicine, stress and a host of other factors contribute to the overall health and social/emotional development of the
brains of our children. Approximately 140 parents and early childhood teachers attended the event.
Community Planning: Staff is overseeing the implementation of Project Reach (previously SEED), a 3-year,
federally funded project that is implementing an evidence-based mental health prevention program for children ages
3-5 who are enrolled in public and private early childhood day care programs. Reach is also targeting and training the
236
City of Evanston
Mental Health Board & Community Purchased Services
parents and teachers of these children. The City subcontracts with Metropolitan Family Services to implement and
coordinate Reach.
2005-2006 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 an online version on the City web page.
237
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 a local referendum in 1969 to administer
local tax dollars for mental health services. Its mission is to assure the existence of the best possible environment for
the promotion of mental health and emotional well being in Evanston. The MHB accomplishes system improvement
by supporting and defending residents with special needs, and educating the community about mental health issues.
The MHB's enabling legislation indicates that it 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. These programs and services are available to all
Evanston residents. In 2002, the MHB assumed responsibility for the Community Purchased Service budget. The two
budget elements were combined in the MHB budget, and the Board now utilizes a consolidated funding process for
allocating funds, and evaluating and monitoring programs that provide broad-based human services, both for mental
health and general social service issues. 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 the 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 of is
published about all of the community's services. Assistance is provided to individuals to find whatever services are
needed, whether in Evanston or through programs in other communities.
FY 2005-2006 Objectives
• By September 2005, to have evaluated and revised the MHB’s funding criteria, and to have incorporated funding
priorities that include both mental health and broad based human service issues.
• By February 2006, 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 2006, to have monitored monthly the MHB-funded agencies’ use of City funds by visiting program
sites; meeting with agency staff; attending agency board meetings; and monitoring reports of outcome measures.
• By February, 2006, to have evaluated and modified the Liaison role of the MHB, incorporating information from
Board members and funded agency directors, to assess it effectiveness as a monitoring tool.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Meetings organized and facilitated for the network of mental
health providers 14 14 30
MHB Liaison meetings with funded agencies 72
Services provided for families and individuals through crisis
intervention, information & referrals, and staffing 53 165 150
Community-wide educational presentations 5 5 5
Contracts with purchased service agencies negotiated, de-
veloped and monitored 17 19 20
Residential care home licensing reviews implemented 4 3 3
Approved Adjustments in 2005-2006 Budget
238
CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMINIST
2455
2004 -2005 2005 2006-
Appropriation Approved
2455 MENTAL HEALTH PROGRAM ADMINIST
61010 REGULAR PAY 89,200 92,600
61510 HEALTH INSURANCE 11,300 11,300
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62210 PRINTING 500
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,300
62360 MEMBERSHIP DUES 1,500 1,500
62380 COPY MACHINE CHARGES 4,000 3,500
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65095 OFFICE SUPPLIES 800 800
65555 PERSONAL COMPUTER EQUIPMENT 1,800 1,800
68205 CONTINGENCIES 300
2455 MENTAL HEALTH PROGRAM ADMINIST 113,300 115,100
239
City of Evanston
Mental Health Board
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 FY05-06 City Budget, the MHB is funding 28 programs at 19 different agencies.
FY 2005-2006 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)
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
BEHIV
Educational Outreach 1094 641 750
Mental Health Services 7 7 10
Center for Independent Futures
Community Living Options
NA
NA
50
Child Care Center of Evanston
Home Day Care
128
112
130
Childcare Network of Evanston
Services for Children with Special Needs 72 86 85
City-Wide Scholarships (families served) 106 49 40
Connections for the Homeless
Entry Point 118 134 100
Substance Abuse Case Manager 26 NA NA
Dimensions
MISA Collaboration
34
39
35
Evanston Community Defender
Legal Services 105 80 132
Social Work Services 90 71 105
Family Focus Evanston
Pregnant and Parenting Teen 1367 1380 1200
Primary Prevention 138 183 150
Housing Options
Residential Services 15 16 15
SHIP 13 14 10
Infant Welfare Society
Teen Baby Nursery
67
66
68
240
CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2004 -2005 2005 2006-
Appropriation Approved
2460 COMMUNITY PURCHASED SERVICES
67010 CHILDCARE NETWORK OF EVANSTON 130,700 130,700
67015 PEER SERVICES 72,800 73,800
67025 DIMESIONS - PEER SERVICES 61,000 61,000
67030 FAMILY FOCUS 42,000 42,700
67040 LGL ASSIST FNDTN OF METRO CHGO 34,600 36,000
67045 Y.O.U.90,400 90,400
67050 COMMUNITY DEFENDER OFFICE 46,600 32,000
67065 HOUSING OPTIONS 22,400 23,800
67070 SHORE COMMUNITY SERVICES 43,000 44,000
67075 TRILOGY INC 6,000 6,000
67090 CHILD CARE CTR OF EVNSTON 18,500 18,500
67105 YOUTH JOB CENTER 8,000 8,000
67110 CONNECTIONS FOR THE HOMELESS 26,000 27,000
67125 INFANT WELFARE SOCIETY 80,000 80,000
67130 BETTER EXISTENCE WITH HIV 8,000 5,000
67140 NORTH SHORE SENIOR SERVICES 32,900 34,000
67145 METROPOLITAN FAMILY SERVICES 96,000 96,000
67155 THRESHOLDS 10,000 10,000
67160 CENTER FOR INDEPENDENT FUTURES 10,000
2460 COMMUNITY PURCHASED SERVICES 828,900 828,900
241
City of Evanston
Commission on Aging
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2530 – Commission on Aging 92,120 96,600 107,700 117,500
2535 – Subsidized Taxi Program 199,210 212,400 231,600 212,400
Total Expenditures: $ 291,330 $ 309,000 $ 339,300 $ 329,900
Revenues:
Community Aging Grant – Advocate 15,140 19,000 30,770 33,000
Participant Contributions 64,330 55,000 67,130 75,190
Total Revenues: $ 79,470 $ 74,000 $ 97,900 $ 108,190
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $6,170. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• Subsidized Taxicab Program usage continues to increase, providing increases in revenue as well as cost to the
City.
• The Ombudsman Program will receive additional grant funding from the Illinois Department on Aging and the
Illinois Department of Public Health to cover the cost of a .38 FTE Ombudsman, to support program activities.
28% 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 2004-2005 Major Program Objectives
Staff participated in the planning and presentation of community seminars on a variety of topics including prescription
drug programs, predatory lending, healthy aging, compulsive hoarding, long-term care facility residents' rights,
community resources and abuse and neglect. In addition to these presentations, staff developed and distributed
throughout the community senior service directories and brochures describing community services available to
seniors.
Staff is working with local pharmacies to establish a regular schedule of medication delivery to the four subsidized
senior housing buildings. One local pharmacy has agreed to deliver medications to the four buildings at a reduced
cost. Staff is working with building and pharmacy staff to establish a delivery schedule that will meet the needs of
building residents.
Staff is working with a youth agency and a volunteer agency to obtain yard work assistance for seniors. These
entities have been able to respond to the majority of seniors seeking assistance. Those seniors requesting volunteer
assistance have experienced some delays in service due to volunteer availability. Requests for volunteers willing to
assist with yard work and snow shoveling are included in City publications and in local newspapers. Staff will
continue to work with local agencies to respond to these requests.
A senior discount program was initiated in November 2003. Financial eligibility guidelines for the Subsidized Taxicab
Program were changed to make them consistent with those of the Reduced Fee Vehicle Sticker Program. Eligible
seniors are issued an identification card that enables them to purchase a reduced fee vehicle sticker and register for
other City programs with similar income eligibility requirements.
Staff continues to work with the City Collector's Office to monitor the effectiveness of the taxicab driver training
program and the complaint process. Following receipt of a complaint that a driver refused to transport a person with
a wheel chair, all cab drivers were required to attend an in-service on the American's with Disabilities Act. Drivers
were informed of the types of passenger assistance they must provide and that refusal to comply would result in the
242
City of Evanston
Commission on Aging
inability to drive for an Evanston based cab company. The number of complaints about driver refusal to offer
assistance has declined significantly since the training.
2005-2006 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.
243
City of Evanston
Commission on Aging
2530 – Commission on Aging
Description of Major Activities
The Commission on Aging advocates for older residents. The Commission operates the Long-Term Care
Ombudsman Program; advocates on behalf of long-term care facility residents and investigates complaints about
care; 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 the older person; 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; encourages and
facilitates activities between generations; administers a subsidized taxicab program with the City Collector's Office
and administers a Handyman Program in conjunction with CEDA Neighbors at Work.
FY 2005-2006 Objectives
• Establish a framework for the discussion and case management of complex community situations involving
multiple community agencies and City departments, by April 2005.
• Increase outreach to seniors through the distribution of information about community resources at public
libraries, Levy Senior Center, Fleetwood-Jourdain Center, senior housing buildings, long-term care facilities and
local faith communities, by May 2005.
• Establish a schedule for meetings with local bank officials, community agencies and City staff to develop an
effective mechanism to identify, report, and investigate suspected financial exploitation of seniors, by July 2005.
• Establish outreach programs to educate seniors and other Evanston residents, long term care facilities and
community agencies about financial exploitation by September 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Callers given information, assistance or referrals 1,500 1,700 1,700
In-home assessments of at-risk seniors 69 100 100
Long-term care facility residents assisted 1,700 1,700 1,700
Long-term care facility resident complaints handled by
the Ombudsman Program
115 118 118
Handyman visits 130 135 135
Approved Adjustments in 2005-2006 Budget
244
CITY OF EVANSTON
COMMISSION ON AGING
2530
2004 -2005 2005 2006-
Appropriation Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 73,500 80,500
61050 PERMANENT PART-TIME 15,600
61510 HEALTH INSURANCE 11,300 11,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 600 1,200
62275 POSTAGE CHARGEBACKS 2,100 2,100
62295 TRAINING & TRAVEL 100 100
62320 TELEPHONE CHARGEBACKS 1,900
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,200 2,200
62605 OTHER CHARGES 3,100 400
64540 TELECOMMUNICATIONS - WIRELESS 2,400
65010 BOOKS, PUBLICATIONS, MAPS 500 400
65025 FOOD 500
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 500
2530 COMMISSION ON AGING 96,600 117,500
245
City of Evanston
Commission on Aging
2535 – Subsidized Taxicab Program
Description of Major Activities
The Subsidized Taxicab Program provides low cost transportation for Evanston residents who are 60 years or older
and to persons with mobility impairments. The program may be used anywhere in Evanston, with any Evanston cab
company, 24 hours per day, 7 days per week. Coupons may be purchased by program participants for $2.00. The
coupons are returned by the taxi companies to the City for reimbursement. Coupons are available for purchase 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 2005-2006 Objectives
• Evaluate options for expansion of the Subsidized Taxicab Program to include lift equipped vehicles.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Total persons registered 1,630 1,750 1,850
New registrations in fiscal year 170 190 200
Average number of trips per day 98 113 116
Coupon activity:
Number of coupons sold 30,322 33,566 37,594
Number of coupons redeemed 35,588 41,262 42,480
Approved Adjustments in 2005-2006 Budget
246
CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2004 -2005 2005 2006-
Appropriation Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 800 1,600
62275 POSTAGE CHARGEBACKS 800
62380 COPY MACHINE CHARGES 1,500
62695 COUPON PMTS-CAB SUBSIDY 210,000 210,000
65095 OFFICE SUPPLIES 100
2535 SUBSIDIZED TAXICAB PROGRM 212,400 212,400
247
City of Evanston
Public Works
Public Works
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
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 Streets/San Admin Assistant ( 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
2620 Total 1.00
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 ) 0.50
Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00
Full-time Regular Civil Engineer I 1.00
2625 Total 8.50
Traffic Engineering
Full-time Regular Traffic Engineering Technician 1.00
Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00
Full-time Regular Civil Engineer II 1.00
2630 Total 4.00
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
Expenditures as a % of 2006 General Fund Budget
14.39%
Three Year Fiscal History
$11,500,000
$11,902,800$11,284,478
$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
2003/04 2004/05 2005/06
248
City of Evanston
Public Works
Employee Status Description Job Type Description
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 Streets/San Admin Assistant ( 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 ) 3.00
Full-time Regular Equipment Operator III 1.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00
2675 Total 9.00
Refuse Collection and Disposal
Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 16.00
Part-time Regular Recycling Attendant 0.75
2685 Total 16.75
Yard Waste Services
Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00
2695 Total 6.00
Grand Total 92.25
249
250
City of Evanston
Public Works Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2605 – Director of Public Works 148,710 192,500 197,430 195,400
2610 – Municipal Service Center 286,000 268,000 248,450 212,400
Total Expenditures: $ 434,710 $ 460,500 $ 445,880 $ 407,800
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $14,050. These expenses
were budgeted in the General Fund Contingency Element but accounted for across all business units in the General
Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
Staff in this Division completed many projects in FY 2004-05. These accomplishements included work within the
department and throughout the organization as well as with outside organizations. Staff provided training sessions
for AFSCME supervisors, continued as a participant in the process to review the proposed Sherman Avenue garage,
worked with Streets and Sanitation Superintendent to develop more efficient routings for snow removal, garbage
collection, and street cleaning through the use of a GPS-based location system, and reviewed current and potential
uses of Recylcling Center with various City departments.
The Department also coordinated with both school districts to develop a program for improvement of the condition of
sidewalks near the schools and to construct new walks where there were none.
2005-2006 Department Initiatives
1. Work with all divisions to complete five-year plans - increasing effectiveness and efficiency for all divisions of the
Public Works Department.
2. Work with other City departments that currently utilize the Recycling Center location to more efficiently allocate
space.
3. Continue to coordinate utility construction with street repaving to avoid damage to newly-paved streets.
4. To improve Municipal Service Center landscaping.
5. To increase the life of the building by restoring it: interior and exterior painting, replacing the roof, and
replacing the air conditioning units
251
City of Evanston
Public Works
2605 – Director of Public Works
Description of Major Activities
The Director of Public Works manages the planning, construction and maintenance of public improvements and the
delivery of public works services. This includes the design and implementation of work programs and construction
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 2005-2006 Objectives
• To complete five year plans in all divisions, similar to the five year street improvement plan
• To investigate the feasibility of a central clearinghouse for all temporary parking sign information, regardless of
the department or agency which placed the sign
• To implement policies and procedures to start construction and related activities earlier in order to complete all
projects before weather becomes an issue
• To revamp the alley construction public information program and expand to other areas if feasible
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Flood and Pollution Control Meetings 6 6 6
Meetings/Hearings of Board of Local Improvements 25 29 25
Parking Committee Meetings 11 11 11
Supervisor Training Sessions 10 10 10
Approved Adjustments in 2005-2006 Budget
252
CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2004 -2005 2005 2006-
Appropriation Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 169,800 176,200
61510 HEALTH INSURANCE 15,000 15,000
61615 LIFE INSURANCE 500 500
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 100 100
62320 TELEPHONE CHARGEBACKS 3,000
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
68205 CONTINGENCIES 500
2605 DIRECTOR OF PUBLIC WORKS 192,500 195,400
253
City of Evanston
Public Works
2610 – Municipal Service Center
Description of Major Activities
The Municipal Service Center serves as the base of operations for all field service personnel and equipment. It
provides operating space for the Public Works Department divisions of Streets and Sanitation, Traffic Engineering,
Parking and Parking Enforcement, and Fleet Services, as well as for the 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 2005-2006 Objectives
• Utilize Fleet software inventory program for the first and second floor warehouse stored material.
• Manage the painting of the first three phases of the Service Center building.
• To develop, organize and maintain adequate storage space at the Recycling Center for our large equipment.
• Upgrade all internal lighting fixtures and electrical components in buildings A, B & C which will provide better
quality of light, longer life for the fluorescent tubes and be more energy efficient.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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
Complete re-organization of second floor warehouse 1 1 1
Conduct annual fire extenquisher inspection 12 12 12
Conduct weekly inspection of eyewash stations 52 52 52
Quarterly inspection of 63 overhead doors 4 4 4
Approved Adjustments in 2005-2006 Budget
254
CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2004 -2005 2005 2006-
Appropriation Approved
2610 MUNICIPAL SERVICE CENTER
61050 PERMANENT PART-TIME 39,800 41,300
61110 OVERTIME PAY 300
61630 SHOE ALLOWANCE 400
62205 ADVERTISING 400 400
62225 BLDG MAINTENANCE SERVICES 23,000 3,000
62235 OFFICE EQUIPMENT MAINT 200
62245 OTHER EQMT MAINTENANCE 1,500 1,500
62305 RENTAL OF AUTO-FLEET SER 5,600 5,600
62320 TELEPHONE CHARGEBACKS 500
62355 LAUNDRY/OTHER CLEANING 1,600
62375 RENTALS 1,000 7,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 5,500 4,000
62425 ELEVATOR CONTRACT COSTS 4,000 4,800
62430 CUSTODIAL CONTRACT SERVICES 20,000
62440 OVERHEAD DOOR CONTRACT COSTS 20,000 20,000
62446 ROOF REPAIR CONTRACTUAL SVCS 3,000 2,000
62518 SECURITY/ALARM CONTRACTS 5,000 3,000
64005 ELECTRICITY 3,600 3,000
64015 NATURAL GAS 41,600 90,000
64505 TELECOMMUNICATIONS - CARRIER L 700
64540 TELECOMMUNICATIONS - WIRELESS 700
65005 AGRI/BOTANICAL SUPPLIES 5,000 5,000
65010 BOOKS, PUBLICATIONS, MAPS 300
65020 CLOTHING 38,000 35,000
65040 JANITORIAL SUPPLIES 6,000 10,000
65050 BLDG MAINTENANCE MATERIAL 15,000 15,000
65085 MINOR EQUIPMENT & TOOLS 1,000
65090 SAFETY EQUIPMENT 41,800 10,000
65095 OFFICE SUPPLIES 500 500
65515 OTHER IMPROVEMENTS 7,000
65625 FURNITURES & FIXTURES 7,000 5,500
65650 VISUAL MEDIA COLLECTION 500
68205 CONTINGENCIES 200
2610 MUNICIPAL SERVICE CENTER 268,000 299,300
255
City of Evanston
Division of Transportation
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2620 – E.D.O.T. Administration 2,100 183,900 114,250 178,200
2625 – Engineering 652,880 631,900 725,700 645,400
2630 – Traffic Engineering 447,880 281,900 339,740 288,200
2635 – Traffic Signs 270,420 265,400 297,450 269,300
2640 – Signals & Streetlights 681,920 709,800 749,250 720,500
2645 – Enforcement & Tickets 1,092,780 1,015,600 1,157,000 1,093,500
2650 – School Crossing Guards 279,530 287,400 289,030 293,400
Total Expenditures: $ 3,427,510 $ 3,375,900 $ 3,672,420 $ 3,488,500
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $178,760. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the
General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
The Division of Transportation has completed many projects in the FY 2004-05 fiscal year, including the following
projects.
Street infrastructure and ADA compliance projects:
• Completed the engineering and construction of the expanded alley paving projects
• Completed the annual street resurfacing projects
• Completed the installation of traffic calming devices(mainly speed humps) approved by Council through July of
2004
• Completed the 50/50 sidewalk projects, ADA ramps, and the block curb & sidewalk projects
Traffic Signal and Intersection upgrades:
• Completed Dodge Ave/Main St intersection signal upgrade and working to complete Dodge Ave/Church St
intersection signal upgrade
• Completed the reconstruction of the Ridge Ave/Green Bay Rd intersection safety enhancement project
• Completed the sidewalk bulb-out(knuckles)pedestrian safety enhancement projects at Central St/Prairie Ave,
Emerson St/Dewey Ave, Emerson St/Hartrey Ave, and Chicago Ave/Hamilton St intersections
• Began implementing the Street Light upgrade project in some areas of the City
Other citywide projects:
• Facilitated the installation of the "Dark Fiber Project" connecting major city buildings in conjunction with
Northwestern University and the Information Systems Division
• Started working on the CMAQ funded Phase I Engineering of the on-street portion of the Evanston Bike System
Plan
• Started working on Phase II Engineering of the Central St/Gross Point Rd/Crawford Ave traffic signal and street
upgrade project
• Completed Phase II Engineering of the McCormick Blvd. reconstruction project
• Completed Phase II Engineering of the Asbury Ave. bridge over the CTA Skokie Swift tracks
• Continued the first and second shift for parking enforcement to adequately enforce the regulations
256
City of Evanston
Division of Transportation
2005-2006 Department Initiatives
1. Coordinate and manage the selection and installation of a new Parking Ticket Processing and Hearings software
system, which will provide a singular database for use among the departments in issuing, processing, collecting,
and adjudicating parking tickets by February 28, 2006.
2. Work towards collecting city wide pavement marking data (type, width, length, etc…) and subsequently create a
pavement marking database. Upon completion, it will allow to E.D.O.T. to program a yearly pavement marking
capital improvement project
3. Federal funding for 2 million dollars has been applied for to reconstruct Sheridan Road. If funding is granted,
program reconstruction of Sheridan Road in phasesFederal funding for 3 million dollars has been applied for to
reconstruct Ridge Avenue.
4. If funding is approved and the State transfers jurisdiction of Ridge over to the City, program reconstruction of
Ridge Avenue in phases Finalize the standards for the Chicago Avenue streetscape design.
257
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 and street light maintenance, parking enforcement, parking ticket
processing, school crossing guards, as well as the non-general fund portions of the Parking System which include
parking lots and meters, on-street parking districts, and the parking garages. The Evanston Division of
Transportation Administration includes the Director of Transportation and an executive secretary.
FY 2005-2006 Objectives
• Upon the jurisdictional transfer of Ridge Ave from the State to the City, and the subsequent authorization from
FHWA and IDOT to permit post top signals in lieu of mast arm signals, to complete the CMAQ funded Ridge
Ave/Davis St/Church St signal interconnect project.
• To complete Phase I and Phase II Engineering of the Chicago Ave. signal interconnect project.
• To complete signal and street upgrade of the Central St/Gross Point Rd/Crawford Ave intersections.
• To complete the installation of decorative mast arm signals at Central St/Girard Ave and Central St/Ridge Ave
intersections.
• Upon approval by IDOT and FHWA, to implement the on-street portion of the Evanston Bike System Plan which
is primarily being funded thought the CMAQ program.
• To start the reconstruction of McCormick Blvd between Emerson St and Green Bay Rd.
• To start the reconstruction of the Asbury Ave Bridge over the CTA Skokie Swift tracks.
• To continue the street light upgrades in other areas of the City.
• To complete Isabella St/Sheridan Rd Phase II Engineering joint project with Wilmette.
• To complete resurfacing of Central St. from McDaniel Ave. to Ashland Ave.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Board of Local Improvements meetings and hearings 25 25 25
Parking Committee meetings 11 11 11
Approved Adjustments in 2005-2006 Budget
258
CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2004 -2005 2005 2006-
Appropriation Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 154,400 160,200
61510 HEALTH INSURANCE 14,000 14,000
61615 LIFE INSURANCE 400 400
62305 RENTAL OF AUTO-FLEET SER 12,100
64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,600
2620 E.D.O.T. ADMINISTRATION 183,900 178,200
259
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, and 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 2005-2006 Objectives
• Spot sewer repair and sewer replacement project
• Water main Installation Projects
• Street Resurfacing Program
• Complete construction of Home Depot Alleys
• 50/50 Sidewalk program
• Block Curb & Sidewalk Program
• Alley Paving Program
• ADA Ramps Program
• Paving of East Railroad Avenue
• Complete construction Chicago Avenue Streetscape Prototype Block
• Complete Dodge/Church Signal Modernization
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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 95 90
Plans and specifications ready to bid for Special
Assessment Alley Paving project by May 2005. 100 100 100
Construction Progress of Special Assessment Alley
Paving - No. of Alleys expected is 9 100 100 90
Approved Adjustments in 2005-2006 Budget
260
CITY OF EVANSTON
ENGINEERING
2625
2004 -2005 2005 2006-
Appropriation Approved
2625 ENGINEERING
61010 REGULAR PAY 451,700 468,700
61055 TEMPORARY EMPLOYEES 2,000 5,000
61110 OVERTIME PAY 25,000 25,000
61510 HEALTH INSURANCE 60,600 60,600
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,400
62210 PRINTING 400
62215 PHOTOGRAPHERS/BLUEPRINTS 100 400
62235 OFFICE EQUIPMENT MAINT 1,400 1,400
62245 OTHER EQMT MAINTENANCE 300 400
62275 POSTAGE CHARGEBACKS 100 400
62280 OVERNIGHT MAIL CHARGES 900 200
62295 TRAINING & TRAVEL 1,000 2,000
62305 RENTAL OF AUTO-FLEET SER 41,000 41,000
62310 CITY WIDE TRAINING 4,000 4,000
62320 TELEPHONE CHARGEBACKS 8,100
62360 MEMBERSHIP DUES 600 800
62380 COPY MACHINE CHARGES 2,500 2,500
64540 TELECOMMUNICATIONS - WIRELESS 7,000 9,000
64545 PERSONAL COMPUTER SOFTWARE 20,000 15,000
65010 BOOKS, PUBLICATIONS, MAPS 500 900
65085 MINOR EQUIPMENT & TOOLS 700 900
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 800 1,600
65105 PHOTO/DRAFTING SUPPLIE 800 900
65555 PERSONAL COMPUTER EQUIPMENT 500 800
68205 CONTINGENCIES 200
2625 ENGINEERING 631,900 645,400
261
City of Evanston
Division of Transportation
2630 – Traffic Engineering Administration
Description of Major Activities
This element manages and administers the operations of the Traffic Engineering Division, 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 2005-2006 Objectives
• To construct all traffic calming devices approved by City Council through July of 2005 by October of 2005.
• To start maintaining accident data on a new Accident Information Management Software program.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Aldermanic requests received and answered 225 200 225
Service requests received and answered 1,775 1,800 1,800
Development plans reviewed 275 275 275
Obstruction permit review and site visits 700 725 725
Traffic counts made 550 550 550
Traffic studies 275 275 275
Approved Adjustments in 2005-2006 Budget
262
CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2004 -2005 2005 2006-
Appropriation Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 201,500 209,100
61055 TEMPORARY EMPLOYEES 2,000 2,000
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 500
62210 PRINTING 8,600 8,600
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 300 300
62275 POSTAGE CHARGEBACKS 3,600 3,600
62295 TRAINING & TRAVEL 500 500
62305 RENTAL OF AUTO-FLEET SER 12,600 12,600
62320 TELEPHONE CHARGEBACKS 10,200
62360 MEMBERSHIP DUES 800 800
62380 COPY MACHINE CHARGES 200 200
62506 WORK-STUDY 6,700
64540 TELECOMMUNICATIONS - WIRELESS 4,800 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 100 100
68205 CONTINGENCIES 100
2630 TRAFFIC ENGINEERING 281,900 288,200
263
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 2005-2006 Objectives
• To continue sign fabrication, installation, and removal as needed
• To install pavement markings as required
• To continue to perform traffic control for special events
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Signs removed 250 250 250
Signs repaired/replaced 1,600 1,600 1,600
Signs fabricated 5,000 5,000 5,000
New signs installed 1,000 1,000 1,000
Special events coordinated 25 25 25
Linear feet of pavement marking applied 35,000 35,000 35,000
Crosswalks, legends, arrows 600 600 600
Parking stalls marked 750 750 750
Approved Adjustments in 2005-2006 Budget
264
CITY OF EVANSTON
TRAFFIC SIGNS
2635
2004 -2005 2005 2006-
Appropriation Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 145,800 151,300
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 23,000 23,000
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 400
62245 OTHER EQMT MAINTENANCE 400 400
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 34,100 34,100
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65115 TRAFFIC CONTROL SUPPLI 48,000 48,000
65625 FURNITURES & FIXTURES 2,000
2635 TRAFFIC SIGNS 265,400 269,300
265
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 2005-2006 Objectives
• Paint and maintain street lights as required
• Maintain traffic signals as required
• Install the new street light system
• Include the City's fiber optic cable in the JULIE marking system
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Signals cleaned 30 30 30
Controllers serviced 100 100 100
Arterial timings checked 12 12 12
Street lights changed over 0 2,000 2,000
Street light bulbs replaced 1,300 1,000 1,000
Street light repairs made 1,200 800 800
Signal bulbs replaced 900 900 900
Signal repairs made 1,000 1,000 1,000
Approved Adjustments in 2005-2006 Budget
266
CITY OF EVANSTON
TRAF. SIG. & ST. LIGHT. MAINT
2640
2004 -2005 2005 2006-
Appropriation Approved
2640 TRAF. SIG. & ST. LIGHT. MAINT
61010 REGULAR PAY 265,800 275,800
61110 OVERTIME PAY 30,000 30,000
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 300 300
61630 SHOE ALLOWANCE 700
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 57,100 57,100
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 709,800 720,500
267
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 2005-2006 Objectives
• To coordinate and manage the selection and implementation of parking ticket software to replace the Power park
system, which is nearing the end of its useful life.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Parking tickets issued 150,000 148,890 150,000
Vehicles Booted 900 1,000 1,000
Approved Adjustments in 2005-2006 Budget
268
CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2004 -2005 2005 2006-
Appropriation Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 695,300 721,400
61110 OVERTIME PAY 25,300 25,300
61510 HEALTH INSURANCE 91,600 91,600
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,700
62185 OTHER CONSULTING SERVICES 6,500
62245 OTHER EQMT MAINTENANCE 12,500 24,500
62295 TRAINING & TRAVEL 1,300 1,500
62305 RENTAL OF AUTO-FLEET SER 90,000 90,000
62320 TELEPHONE CHARGEBACKS 12,000
62360 MEMBERSHIP DUES 400 300
62451 TOWING AND BOOTING CONTRACTS 46,800 80,000
64005 ELECTRICITY 1,900 1,500
64540 TELECOMMUNICATIONS - WIRELESS 10,200
65020 CLOTHING 6,600 6,600
65045 LICENSING/REGULATORY SUPP 25,200 25,200
65095 OFFICE SUPPLIES 600 1,100
65625 FURNITURES & FIXTURES 5,000 5,000
2645 PARKING ENFORCEMENT & TICKETS 1,015,600 1,093,500
269
City of Evanston
Division of Transportation
2650 – School Crossing Guards
Description of Major Activities
School Crossing Guards are assigned to major intersections and to heavy traffic areas to provide safe crossing of
school children from one side of a street to the opposite side of a street. All employees in this division are seasonal.
FY 2005-2006 Objectives
• Re-evaluate the crossing locations to determine whether a crossing guard is needed at the current location or
some other intersection and if so, during what hours.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Intersections Staffed 40 41 41
Approved Adjustments in 2005-2006 Budget
270
CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2004 -2005 2005 2006-
Appropriation Approved
2650 SCHOOL CROSSING GUARDS
61060 SEASONAL EMPLOYEES 285,400 291,400
65090 SAFETY EQUIPMENT 2,000 2,000
2650 SCHOOL CROSSING GUARDS 287,400 293,400
271
272
City of Evanston
Streets & Sanitation Division
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2665 – Administration 446,210 448,800 487,690 528,700
2670 – Street & Alley Maint. 1,549,720 1,542,200 1,605,900 1,514,400
2675 – Street Cleaning 726,230 788,400 821,750 852,400
2680 – Ice & Snow Removal 564,980 555,100 578,350 554,900
2685 – Refuse Col. & Disposal 2,789,260 2,988,700 2,911,330 3,087,700
2690 – Residential Recycling 788,190 787,000 835,990 817,100
2695 – Yard Waste Services 557,570 553,400 667,250 564,400
Total Expenditures: $ 7,422,160 $ 7,663,600 $ 7,908,260 $ 7,919,600
Revenues:
Residential Recycling Surcharge 635,590 628,000 643,810 628,000
Total Revenues: $ 635,590 $ 628,000 $ 643,810 $ 628,000
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $213,190. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the
General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
Administration (2665): All special pick up documentation is scanned and stored on the public drive of the City's
computer network. This practice has assisted the division in resolving disputed charges by the public. Other options
are being considered to improve this process.
Street & Alley Maintenance (2670): Although our goal of changing over alleys was not achieved, there are less than
fifty alleys that still need to be converted to recycled asphalt, a very reachable number for FY 04/05.
Street Cleaning (2675): In-house training has been implemented, and additional training methods are currently being
explored.
Ice & Snow Removal (2680): Lack of snowfall prevented a comprehensive testing of “pull behind” salt spreaders and
the mild winter did not allow us to deplete our supply of calcium chloride to a point that it needed refilling.
Yard Waste Services (2695): The attempts to repair the lift handles on our sanitation trucks was not successful. The
methods tried did not provide enough support to handle the amount of pressure produced by the tipper.
2005-2006 Department Initiatives
1. The department will continue to explore process improvements related to documentation, and perhaps expand
implementation of the process currently used in 2665.
2. The Street & Alley Maintenance section will continue to convert alleys to recycled asphalt, and plans to finish the
process by the end of this fiscal year.
3. Further in-house training and equipment up-keep will be continued this year, with the goal being better service
and more efficiency in the Streets and Sanitation Department.
273
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 2005-2006 Objectives
• To hire a second full time office worker to supplement the existing Administrative Assistant
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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 2005-2006 Budget
274
CITY OF EVANSTON
STREETS AND SANITATION ADMINIS
2665
2004 -2005 2005 2006-
Appropriation Approved
2665 STREETS AND SANITATION ADMINIS
61010 REGULAR PAY 347,300 417,200
61060 SEASONAL EMPLOYEES 1,400 1,400
61110 OVERTIME PAY 2,800 2,800
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 600 600
61630 SHOE ALLOWANCE 700
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 39,000 39,000
62320 TELEPHONE CHARGEBACKS 1,000
62360 MEMBERSHIP DUES 200 200
64540 TELECOMMUNICATIONS - WIRELESS 16,900 27,600
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 500 500
65625 FURNITURES & FIXTURES 500 500
68205 CONTINGENCIES 400
2665 STREETS AND SANITATION ADMINIS 448,800 528,700
275
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 as needed city-wide.
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, those 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 2005-2006 Objectives
• Depending on the number street repairs in the 2005 construction season, the division proposes to blacktop five
(5) to ten (10) alleys and continue to evaluate their stability and possible use instead of stone or re-cycled
asphalt.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Cubic yards of concrete used for repairs 300 300 300
Number of repaired utility openings 300 300 300
Tons of asphalt used for repair 300 300 300
Tons of leaves collected 2,000 2,000 2,000
Cubic yards of compost available by May 1,500 1,500 1,500
Approved Adjustments in 2005-2006 Budget
276
CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2004 -2005 2005 2006-
Appropriation Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 728,600 699,100
61060 SEASONAL EMPLOYEES 29,800 29,800
61110 OVERTIME PAY 60,300 60,300
61510 HEALTH INSURANCE 129,200 129,200
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 1,700
62226 COMPOST RELATED SERVICE 36,000 36,000
62295 TRAINING & TRAVEL 1,600 1,600
62305 RENTAL OF AUTO-FLEET SER 489,000 489,000
65020 CLOTHING 800 800
65055 MATER. TO MAINT. IMP.54,000 54,000
65085 MINOR EQUIPMENT & TOOLS 6,300 6,300
65090 SAFETY EQUIPMENT 1,000 1,000
65625 FURNITURES & FIXTURES 4,600 4,600
2670 STREET AND ALLEY MAINTENANCE 1,542,200 1,514,400
277
City of Evanston
Streets and Sanitation
2675 – Street Cleaning
Description of Major Activities
Almost all paved streets of the City of Evanston are cleaned on a twice per month basis during 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 2005-2006 Objectives
• To plan, discuss and evaluate a change from nighttime sweeping to daytime sweeping for all or a portion of the
areas now swept at night.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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 1400
Approved Adjustments in 2005-2006 Budget
278
CITY OF EVANSTON
STREET CLEANING
2675
2004 -2005 2005 2006-
Appropriation Approved
2675 STREET CLEANING
61010 REGULAR PAY 340,000 352,800
61060 SEASONAL EMPLOYEES 15,000 65,300
61110 OVERTIME PAY 31,000 31,000
61510 HEALTH INSURANCE 54,000 54,000
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 900
62295 TRAINING & TRAVEL 900 900
62305 RENTAL OF AUTO-FLEET SER 269,400 269,400
62415 DEBRIS/REMOVAL CONTRACTUAL COS 73,100 73,100
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 788,400 852,400
279
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 ways. 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: 1) to clear snow routes within twelve hours; 2) to
clear one lane of residential streets within twenty-four hours; 3) to clear the other lane of residential streets within
forty-eight hours; and 4) to remove snow from all municipal parking lots within five days after the initial snowfall.
FY 2005-2006 Objectives
• Evaluate performance of snowmelter.
• Determine feasibility of using the drop spreader in alleys for snow/ice control
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of snow emergency days 4 4 4
Number of snow route parking bans 4 4 4
Salt operation 2" or less (days) 16 16 16
Tons of salt used 5,000 5,000 5,000
Night snow removal operations 6 6 6
Approved Adjustments in 2005-2006 Budget
280
CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2004 -2005 2005 2006-
Appropriation Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 250,800 250,800
62305 RENTAL OF AUTO-FLEET SER 56,400 56,400
62320 TELEPHONE CHARGEBACKS 200
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 555,100 554,900
281
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 2005-2006 Objectives
• To evaluate the conversion of the special collection services rendered and to review the fees collected to
determine if the special collection service is self-sustaining.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Units served by municipal crews 15,550 15,550 15,550
Number of neighborhood clean ups 40 40 40
Units served by contractual agreements 4,695 4,695 4,965
Collection of bulk items within one week of request
(1= 100%) 1 1 1
Materials collected per month (tons) 1,500 1,500 1,500
Amount of material collected annually (tons) 18,000 18,000 18,000
Approved Adjustments in 2005-2006 Budget
282
CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2004 -2005 2005 2006-
Appropriation Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 739,800 767,600
61050 PERMANENT PART-TIME 12,900 13,400
61060 SEASONAL EMPLOYEES 30,000 30,000
61110 OVERTIME PAY 75,100 75,100
61510 HEALTH INSURANCE 122,300 122,300
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 2,000
62210 PRINTING 300 300
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 1,700 1,700
62305 RENTAL OF AUTO-FLEET SER 481,600 481,600
62320 TELEPHONE CHARGEBACKS 1,000
62390 CONDOMINIUM REFUSE COLL 360,000 430,000
62405 SWANCC DISPOSAL FEES 891,100 891,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 60,000 60,000
65015 CHEMICALS 1,400 1,400
65020 CLOTHING 1,500 1,500
65055 MATER. TO MAINT. IMP.700 700
65085 MINOR EQUIPMENT & TOOLS 800 800
65090 SAFETY EQUIPMENT 1,200 1,200
65625 FURNITURES & FIXTURES 47,000 47,000
68205 CONTINGENCIES 300
68310 DEBT SERVC OTHER AGENCIES 158,800 158,800
2685 REFUSE COLLECT & DISPOSAL 2,988,700 3,087,700
283
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 that provide this service are budgeted in the refuse collection and disposal element.
FY 2005-2006 Objectives
• This service has been contracted through 2010, so the major objective is to ensure that the contract is followed
and the service is provided per the contract.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Approved Adjustments in 2005-2006 Budget
284
CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2004 -2005 2005 2006-
Appropriation Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACTUAL COS 601,800 631,900
64005 ELECTRICITY 4,700 4,700
64015 NATURAL GAS 2,000 2,000
65125 OTHER COMMODITIES 3,500 3,500
68305 DEBT SERVICE 175,000 175,000
2690 RESIDENTIAL RECYCLING COL 787,000 817,100
285
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 2005-2006 Objectives
• To continue to provide yard waste collection and disposal weekly during the yard waste season
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Tons of waste collected from April 1 - October 3,000 3,000 3,000
Tons of waste collected from mid-October to November 30 1,000 1,000 1,000
Approved Adjustments in 2005-2006 Budget
286
CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2004 -2005 2005 2006-
Appropriation Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 270,400 280,600
61060 SEASONAL EMPLOYEES 59,800 59,800
61110 OVERTIME PAY 11,200 11,200
61510 HEALTH INSURANCE 45,800 45,800
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 800
62210 PRINTING 100 100
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 35,100 35,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000
2695 YARD WASTE COLLECTION 553,400 564,400
287
City of Evanston
Human Relations
Human Relations
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
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 1.00
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33
2710 Total 1.33
Grand Total 4.00
Expenditures as a % of 2006 General Fund Budget
0.72%
Three Year Fiscal History
$542,700
$598,000
$492,514
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
288
City of Evanston
Human Relations Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2705 – Human Relations Commission 226,770 230,600 206,600 233,200
2710 – Housing Advocacy 72,800 93,900 70,750 95,100
2715 – Summer Youth Empl. Prog. 192,940 218,200 195,880 269,700
Total Expenditures: $ 492,510 $ 542,700 $ 473,230 $ 598,000
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $27,730. These expenses
were budgeted in the General Fund Contingency Element but accounted for across all business units in the General
Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
Successful achievement of department objectives was hindered by staff illness and vacancy during this fiscal year.
The Director of Human Relations has been on extended medical leave the entire fiscal year, and this position was
directly involved in many fair housing and other community outreach activities. In addition one full time Human
Relations Specialist position has remained vacant in FY 05. With the reduced staff availability, a priority was placed
on core programs and maintenance of effort.
A successful Summer Youth Employment Program was again implemented. 430 Evanston youth attended a Job Fair
in April. Unfortunately the program can only accommodate about 25% of those youth who apply. The SYEP was
enhanced this year with a 50/50 program in which the City subsidized 50% of the wages in private sector jobs. Also
new this fiscal year was a joint program with the Departments of Health and Human Services and Public Works
whereby abandoned tires were collected and disposed. This program grew out of a City priority to reduce breeding
sites of mosquitoes which can carry West Nile Virus. Over 800 tires were collected.
The Community Picnic has become an annual responsibility of the Human Relations Department working in
partnership with the Evanston Police Department. The 2004 picnic was a very well attended with an estimated crowd
of over 3,000. New this year was a partnership with the Evanston Kiwanis which provided all of the picnic
foodservice.
The Human Relations Commission and staff worked jointly to close certain long standing open fair housing cases.
Both staff and commission members are committed to improvements which will provide for the timely resolution of
complaints.
2005-2006 Department Initiatives
The Human Relations Commission hopes to initiate a series of "community conversations" during which existing
community groups will offer suggestions to help set the Commission's priorities. It is hoped that as many as 10-15 of
these conversations can be held in 2005. In addition, staff will conduct a professional review of other communities'
best practices in the area of human relations to suggest possible Evanston initiatives.
289
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 to the best of their ability 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 Service 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
investigate and prepare 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 City Manager on appropriate course of action; monitors workforce to
ensure appropriate levels of minority and female representation; administers City's sexual harassment program and
investigates charges of sexual harassment; serves as a resource to City employees on a wide range of issues.
FY 2005-2006 Objectives
• To conduct a series of community outreach programs designed to solicit input on establishing commission
priorities
• To conduct a best practices review to determine how other communities are defining the municipal role in human
relations
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Mediations conducted 43 20 40
Training programs conducted, (sexual harassment, hate
crimes, diversity, etc.)
16 5 15
Civil rights and/or discrimination charges investigated 20 5 20
Civil rights and/or discrimination charges referred 3 0 2
Employee consultations 45 10 10
Meetings with community/civic organizations 11 20 25
Approved Adjustments in 2005-2006 Budget
290
CITY OF EVANSTON
HUMAN RELATIONS COMMISSION
2705
2004 -2005 2005 2006-
Appropriation Approved
2705 HUMAN RELATIONS COMMISSION
61010 REGULAR PAY 194,400 201,700
61510 HEALTH INSURANCE 20,100 20,100
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,200 1,200
62205 ADVERTISING 2,200 2,200
62210 PRINTING 1,000 1,000
62275 POSTAGE CHARGEBACKS 2,200 2,200
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 4,200
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,300 2,300
62605 OTHER CHARGES 600
64540 TELECOMMUNICATIONS - WIRELESS 600
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 500
2705 HUMAN RELATIONS COMMISSION 230,600 233,200
291
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 that is coveted by our residents, eradicate discrimination, and to insure that
landlords and tenants are aware of their respective duties, rights, obligations and remedies, this element 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 those who lease or rent, the tenants. 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 for 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 they 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 that include affordable housing, Housing Choice Voucher Program, anti-
social/criminal behaviors and perceptions.
FY 2005-2006 Objectives
• Revise internal timelines for the processing and resolution of fair housing complaints.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Fair housing complaints perfected and processed 0 1 3
Landlord/Tenant inquiries and complaints processed 2,300 1,500 1,500
Training, (programs conducted, conference
presentations, bilingual workshops, etc.) 10 5 10
Housing providers audited 5 0 5
Meetings with civic, community, professional
groups/organizations 15 10 20
Approved Adjustments in 2005-2006 Budget
292
CITY OF EVANSTON
HOUSING ADVOCACY
2710
2004 -2005 2005 2006-
Appropriation Approved
2710 HOUSING ADVOCACY
61010 REGULAR PAY 64,000 66,400
61510 HEALTH INSURANCE 9,900 9,900
61615 LIFE INSURANCE 100 100
62130 LEGAL SERVICES - GENERAL 500 500
62205 ADVERTISING 1,100 1,100
62210 PRINTING 5,000 5,000
62275 POSTAGE CHARGEBACKS 100 100
62295 TRAINING & TRAVEL 100 100
62360 MEMBERSHIP DUES 400 400
62380 COPY MACHINE CHARGES 100 100
62605 OTHER CHARGES 8,000 8,000
65010 BOOKS, PUBLICATIONS, MAPS 3,000 3,000
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 1,200
2710 HOUSING ADVOCACY 93,900 95,100
293
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. The 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's 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 the young job seekers. Job seekers
have the opportunity to learn more about available position(s) and to "sell" themselves. The job fair typically attracts
in excess of 400 job seekers.
In addition to providing employment opportunities with the City, a Mayor's initiative to encourage private sector
participation was implemented. The 50/50 program involved the City and local businesses splitting costs to
encourage their participation in the program.
New in 2004 was a tire pick-up program aimed at reducing mosquito breeding sites. The program was supported by
the Department of Health and Human Services as part of their effort to combat West Nile Virus. Over 800 tires were
collected in this effort.
FY 2005-2006 Objectives
• Expansion of the private sector 50/50 program
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Percent of participants who complete the program 96 114 115
Percent of participants who participate in training 95 98 98
Number of alleys cleaned 204 150 150
Businesses in 50/50 program 0 9 15
Traffic poles, lights and control boxes scraped, primed
and painted
139 201 200
Youth served in 50/50 program 0 16 25
Abandoned Tires Collected 0 800 500
Approved Adjustments in 2005-2006 Budget
294
CITY OF EVANSTON
SUMMER YOUTH EMPLOY PRGRM
2715
2004 -2005 2005 2006-
Appropriation Approved
2715 SUMMER YOUTH EMPLOY PRGRM
61060 SEASONAL EMPLOYEES 183,200 236,100
62275 POSTAGE CHARGEBACKS 400 400
62305 RENTAL OF AUTO-FLEET SER 6,100 6,100
62375 RENTALS 8,000 8,000
62405 SWANCC DISPOSAL FEES 6,000 6,000
62605 OTHER CHARGES 3,000
64540 TELECOMMUNICATIONS - WIRELESS 3,000
65020 CLOTHING 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,000 1,000
65095 OFFICE SUPPLIES 500 500
68205 CONTINGENCIES 1,400
2715 SUMMER YOUTH EMPLOY PRGRM 218,200 269,700
295
296
City of Evanston
Library
Library
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
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 @ .25 FTE ) 0.50
Part-time Regular Library Technical Aide 0.10
Part-time Regular Library Assistant ( 3 @ .25 FTE ) 0.75
Part-time Regular Library Aide I ( 3 @ .25 FTE ) 0.75
Part-time Regular Librarian I 0.50
Part-time Regular Librarian I 0.10
2805 Total 6.70
Reader's Services
Full-time Regular Librarian I ( 3 @ 1 FTE ) 3.00
Full-time Regular Librarian III 1.00
Part-time Regular Library Technical Aide 0.25
Part-time Regular Readers' Advisor ( 2 @ .5 FTE ) 1.00
Part-time Regular Readers' Advisor ( 2 @ .25 FTE ) 0.50
Part-time Regular Readers' Advisor 0.10
2810 Total 5.85
Reference Services & Periodicals
Full-time Regular Periodicals Supervisor 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 0.75
Part-time Regular Library Clerk ( 2 @ .25 FTE ) 0.50
Part-time Regular Librarian I ( 3 @ .5 FTE ) 1.50
Part-time Regular Librarian I ( 2 @ .25 FTE ) 0.50
Part-time Regular Clerk Typist I 0.50
2815 Total 8.75
Expenditures as a % of 2006 General Fund Budget
5.01%
Three Year Fiscal History
$4,057,900 $4,147,900$3,954,343
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
297
City of Evanston
Library
Employee Status Description Job Type Description
Position
FTE
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 0.75
Part-time Regular Shelver ( 4 @ .5 FTE ) 2.00
Part-time Regular Shelver ( 2 @ .25 FTE ) 0.50
Part-time Regular Security Monitor ( 4 @ .5 FTE ) 2.00
Part-time Regular Library Clerk ( 7 @ .5 FTE ) 3.50
Part-time Regular Library Clerk ( 4 @ .25 FTE ) 1.00
Part-time Regular Library Aide II 0.50
Part-time Regular Library Aide I 0.50
2820 Total 13.75
North Branch
Part-time Regular Library Aide I ( 2 @ .25 FTE ) 0.50
Part-time Regular Librarian II 0.50
Part-time Regular Branch Assistant ( 3 @ .5 FTE ) 1.50
Part-time Regular Branch Assistant 0.25
Part-time Regular Branch Assistant 0.10
2825 Total 2.85
South Branch
Full-time Regular Librarian II 1.00
Part-time Regular Library Aide I 0.75
Part-time Regular Library Aide I 0.10
Part-time Regular Branch Assistant 0.75
Part-time Regular Branch Assistant 0.50
Part-time Regular Branch Assistant 0.25
2830 Total 3.35
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 ( 2 @ 1 FTE ) 2.00
Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00
Part-time Regular Library Clerk 0.75
Part-time Regular Library Clerk 0.50
Part-time Regular Library Clerk 0.25
Part-time Regular Librarian I 0.50
Part-time Regular Clerk Typist II 0.75
Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25
2835 Total 15.00
Library Maintenance
Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00
Part-time Regular Custodian I 0.50
2840 Total 3.50
298
City of Evanston
Library
Employee Status Description Job Type Description
Position
FTE
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 0.50
2845 Total 4.50
Grand Total 64.25
299
City of Evanston
Library Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
2805 – Children’s Services 410,300 423,800 439,530 419,200
2810 – Readers’ Services 537,930 538,100 577,180 555,200
2815 – Reference & Periodicals 715,020 667,800 717,770 691,600
2820 – Circulation 385,370 425,800 456,050 440,400
2825 – North Branch 135,630 136,900 151,020 141,700
2830 – South Branch 190,040 182,600 194,530 188,200
2835 – Technical Services 807,950 827,200 890,870 877,100
2840 – Maintenance 354,830 426,500 442,910 421,000
2845 - Administration 417,260 429,200 432,580 413,500
Total Expenditures: 3,954,330 4,057,900 4,302,440 4,147,900
Revenues:
Books Lost & Paid 22,620 21,000 22,880 21,000
Copy Machine Charges 26,560 26,000 27,080 26,000
Library Fines & Fees 168,770 165,000 170,660 169,000
Meeting Room Fees 24,980 8,700 7,400 9,000
Miscellaneous Revenue 3,530 3,500 2,520 3,500
Multimedia Collection 2,160 2,000 1,950 2,000
Non-resident Cards 3,080 3,000 4,190 3,000
North Branch Rental Income 25,200 26,100 26,100 27,000
Personal Property Repl. Tax 49,700 49,700 49,700 49,700
Rental Books 8,320 8,600 7,990 8,600
Reserves on Library Materials 5,620 5,000 6,610 5,600
State Per Capita Grant 92,800 83,500 46,400 92,700
Video Rentals 62,650 60,000 57,610 63,000
Total Revenues: 495,990 462,100 431,090 480,100
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $199,190. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
Key changes in FY06 budget:
• one additional part-time processing position in Technical Services
• new public access computers with application software
• decrease of janitorial contract
• new DVD/CD repair system
• Increase in library materials (books, a/v, etc.) for inflation
Performance Report on FY 2004-2005 Major Program Objectives
The Library conducted an exit survey in March of 2004. Highlights of the survey results are:
o 81.2% of Library visitors found at least 70% of the items they looked for
o 80.2% of Library visitors asking reference questions indicated that their question had been fully
answered
o The demographic makeup of Library users is very similar to the demographic makeup of the community
In June of 2004 the Library Board approved a building program for the appropriate remodeling of the Main Library to
permit the expansion of collection, seating, and programming space in the Children’s Room. An RFP for architectural
services is being prepared and the Board expects to select an architect before the close of the fiscal year.
300
City of Evanston
Library Department
The Library’s Board and staff have been involved in a significant budget planning process. This effort has focused on
those services that are common in north suburban libraries but that are not available or not adequately supported at
the Evanston Public Library. The planning document will be completed by the end of this fiscal year and will provide
guidance for the Library’s budgeting in future years.
Outreach efforts in Children’s Services have maintained successful programs like the kindergarten card drive, the
Young Evanston Storytellers, and the home daycare delivery project, which added three homes this year. Some new
projects have been added, too. The outreach librarian took charge of the juvenile book collection at Fleetwood-
Jourdain Community Center by weeding, cataloguing, and augmenting it with reference materials. This winter a
reading club there will give the after-school students incentives to use the collection. In addition to the usual summer
reading game partnerships at parks and summer camps, we coordinated our game with District 65’s new summer
libraries program. Also, our new program-exchange agreement with the Evanston Ecology Center allowed us to
raffle off canoe trips, tell campfire stories at the Lighthouse Park fire pit, and host a live animal program, all for no
charge. Our commitment to poetry in Evanston will grow through a poetry workshop series for middle-school
students, co-sponsored by Rhino literary magazine. Outreach project ideas were submitted as grant applications to
Target, the State of Illinois, and will be submitted this fall to The Women’s Club of Evanston. The outreach librarian
represents the library as a community partner in District 65’s newly awarded 21st Century Grant.
2005-2006 Department Initiatives
The Evanston Public Library Board of Trustees envisions a future in which the Library’s collections, programs, and
leadership help ensure:
1. That every Evanston resident has the opportunity to enjoy an intellectually and culturally rich life
2. That every child enters school with the requisite developmental skills
3. That every child experiences the pleasure of reading and the joy of learning
4. That our community celebrates and appreciates its diversity
5. That those in need can find assistance and information with ease
6. The mission of the Evanston Public Library is to promote the development of independent, self-confident, and
literate citizens through the provision of open access to cultural, intellectual, and informational resources.
301
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 2005-2006 Objectives
• To provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY
2005-06.
• To establish 25,000-child book links in FY 2005–06.
• To answer at least 85% of reference questions to the satisfaction of Library patrons.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Circulation of materials 240,549 241,000 242,000
Library programs for children 500 500 500
Attendance at children's programs 16,033 16,000 20,000
Summer reading game participants 1,077 1,017 1,000
Approved Adjustments in 2005-2006 Budget
302
CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2004 -2005 2005 2006-
Appropriation Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 184,900 191,900
61050 PERMANENT PART-TIME 99,900 103,700
61055 TEMPORARY EMPLOYEES 6,600 6,600
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 300 300
62295 TRAINING & TRAVEL 700 700
64540 TELECOMMUNICATIONS - WIRELESS 600 500
65100 LIBRARY SUPPLIES 600 1,000
65620 OFFICE MACH. & EQUIP.17,900
65630 LIBRARY BOOKS 63,600 65,300
65635 PERIODICALS 1,200 1,300
65640 AUDIO RECORDINGS 8,200 8,400
65645 MULTIMEDIA COLLECTION 1,300 1,300
65650 VISUAL MEDIA COLLECTION 8,000 8,200
2805 CHILDREN'S SERVICES 423,800 419,200
303
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 2005-2006 Objectives
• To answer at least 85% of reference questions to the satisfaction of Library patrons.
• To make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
• To 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, 2006.
• To review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2006.
• To provide the community with 70 high quality literary, educational, and cultural programs for a combined
audience of 3,000 during FY 2005–06.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Reference and directional questions 94,800 100,000 100,000
Number of adult programs 154 160 160
Attendance at adult programs 4,943 5,000 5,000
Approved Adjustments in 2005-2006 Budget
304
CITY OF EVANSTON
READER'S SERVICES
2810
2004 -2005 2005 2006-
Appropriation Approved
2810 READER'S SERVICES
61010 REGULAR PAY 170,500 176,900
61050 PERMANENT PART-TIME 141,800 147,200
61055 TEMPORARY EMPLOYEES 5,800 5,800
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 200 200
62295 TRAINING & TRAVEL 700 700
62340 COMPTER LICENSE & SUPP 3,200 3,300
65100 LIBRARY SUPPLIES 600 600
65630 LIBRARY BOOKS 158,200 162,500
65640 AUDIO RECORDINGS 21,300 21,900
65645 MULTIMEDIA COLLECTION 500 500
65650 VISUAL MEDIA COLLECTION 12,800 13,100
2810 READER'S SERVICES 538,100 555,200
305
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 2005-2006 Objectives
• To answer at least 85% of reference questions to the satisfaction of Library patrons.
• To provide 80 classes on the use of the Internet and other electronic resources in FY 2005–06.
• Job seekers in Evanston will successfully use library services to find career opportunities. We will measure our
performance on this objective by surveying participants in job search programs in 2005.
• Parents will successfully use library services to locate childcare and healthcare services for their families. We will
measure our performance on this objective by surveying participants in family support programs in 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Reference and directional questions 119,212 115,000 115,000
Periodicals use in-house 32,104 32,000 32,000
Internet use in-house 52,866 55,000 55,000
Approved Adjustments in 2005-2006 Budget
306
CITY OF EVANSTON
REFERENCE SRVS & PERIODICALS
2815
2004 -2005 2005 2006-
Appropriation Approved
2815 REFERENCE SRVS & PERIODICALS
61010 REGULAR PAY 254,300 263,900
61050 PERMANENT PART-TIME 141,400 146,700
61055 TEMPORARY EMPLOYEES 7,300 7,300
61510 HEALTH INSURANCE 37,500 37,500
61615 LIFE INSURANCE 400 400
62220 BINDING 1,800 1,800
62295 TRAINING & TRAVEL 900 900
62340 COMPTER LICENSE & SUPP 70,600 72,500
65100 LIBRARY SUPPLIES 5,000 5,000
65630 LIBRARY BOOKS 73,500 75,500
65635 PERIODICALS 75,100 80,100
2815 REFERENCE SRVS & PERIODICALS 667,800 691,600
307
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 2005-2006 Objectives
• To re-shelve all adult library materials within two day of their return.
• To keep the wait time for service at the Circulation Desk less than four minutes.
• To inventory the North Branch collection, the children’s fiction collection, and the Main Library Dewey numbers
100 – 500.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Items checked out 757,191 775,000 775,000
Reserves filled 17,444 17,000 17,000
New cards issued 7,016 7,200 7,200
Notices sent 41,881 42,000 42,000
Approved Adjustments in 2005-2006 Budget
308
CITY OF EVANSTON
CIRCULATION
2820
2004 -2005 2005 2006-
Appropriation Approved
2820 CIRCULATION
61010 REGULAR PAY 140,000 145,300
61050 PERMANENT PART-TIME 236,000 244,900
61055 TEMPORARY EMPLOYEES 14,400 14,400
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 200 200
62295 TRAINING & TRAVEL 1,600 1,600
65100 LIBRARY SUPPLIES 3,600 4,000
2820 CIRCULATION 425,800 440,400
309
City of Evanston
Library
2825 – North Branch
Description of Major Activities
The North Branch, at 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 2005-2006 Objectives
• To answer at least 85% of reference question to the satisfaction of Library patrons.
• To provide three to five children’s programs featuring guest artists.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Circulation of materials 69,283 72,000 72,000
Reference and directional transactions 20,408 23,000 23,000
Number of patrons entering North Branch 68,455 71,000 71,000
Approved Adjustments in 2005-2006 Budget
310
CITY OF EVANSTON
NORTH BRANCH
2825
2004 -2005 2005 2006-
Appropriation Approved
2825 NORTH BRANCH
61050 PERMANENT PART-TIME 105,200 109,200
61055 TEMPORARY EMPLOYEES 2,200 2,200
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
64015 NATURAL GAS 900 900
65050 BLDG MAINTENANCE MATERIAL 600 400
65100 LIBRARY SUPPLIES 200 400
65630 LIBRARY BOOKS 24,300 25,000
65635 PERIODICALS 2,500 2,600
2825 NORTH BRANCH 136,900 141,700
311
City of Evanston
Library
2830 – South Branch
Description of Major Activities
The South Branch, 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 2005-2006 Objectives
• To answer at least 85% of reference question to the satisfaction of Library patrons.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Circulation of materials 42,363 40,000 40,000
Reference and directional questions 20,583 22,000 22,000
Number of patrons entering South Branch 50,063 54,000 54,000
Approved Adjustments in 2005-2006 Budget
312
CITY OF EVANSTON
SOUTH BRANCH
2830
2004 -2005 2005 2006-
Appropriation Approved
2830 SOUTH BRANCH
61010 REGULAR PAY 58,500 60,700
61050 PERMANENT PART-TIME 37,400 38,800
61055 TEMPORARY EMPLOYEES 4,600 4,600
61510 HEALTH INSURANCE 7,500 7,500
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 4,000 4,000
62375 RENTALS 45,300 46,400
65050 BLDG MAINTENANCE MATERIAL 100 200
65100 LIBRARY SUPPLIES 300 400
65630 LIBRARY BOOKS 22,500 23,100
65635 PERIODICALS 2,300 2,400
2830 SOUTH BRANCH 182,600 188,200
313
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 2005-2006 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.
• To oversee the successful migration of the Library from the legacy DRA Classic integrated library system to the
SIRSI Unicorn system by joining Cooperative Computer Services, a public library consortium, by fall of 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Titles added to the collections 16,544 17,000 17,000
Volumes added to the collections 30,702 31,000 31,000
Volumes withdrawn from the collections 19,491 14,000 14,000
Volumes bound or mended 4,518 4,000 4,000
Visits to the Library's website 721,067 900,000 900,000
Approved Adjustments in 2005-2006 Budget
314
CITY OF EVANSTON
TECHNICAL SERVICES
2835
2004 -2005 2005 2006-
Appropriation Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 419,300 435,000
61050 PERMANENT PART-TIME 147,600 164,200
61055 TEMPORARY EMPLOYEES 3,200 3,200
61510 HEALTH INSURANCE 67,600 67,600
61615 LIFE INSURANCE 600 600
62220 BINDING 5,000 5,000
62250 COMPUTER EQUIPMENT MAINT 7,600 7,400
62295 TRAINING & TRAVEL 1,300 1,300
62340 COMPTER LICENSE & SUPP 108,000 113,900
64545 PERSONAL COMPUTER SOFTWARE 9,000 3,000
65100 LIBRARY SUPPLIES 26,000 30,000
65555 PERSONAL COMPUTER EQUIPMENT 32,000 36,300
65620 OFFICE MACH. & EQUIP.9,600
2835 TECHNICAL SERVICES 827,200 877,100
315
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 2005-2006 Objectives
• A complete review and update of the preventive maintenance system by December 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Conduct seasonal cleaning of boilers 1 1 1
Approved Adjustments in 2005-2006 Budget
316
CITY OF EVANSTON
MAINTENANCE
2840
2004 -2005 2005 2006-
Appropriation Approved
2840 MAINTENANCE
61010 REGULAR PAY 133,900 139,000
61050 PERMANENT PART-TIME 27,400 28,500
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 8,400 8,400
61510 HEALTH INSURANCE 23,000 23,000
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 500
62225 BLDG MAINTENANCE SERVICES 175,200 160,000
62235 OFFICE EQUIPMENT MAINT 3,900 500
62245 OTHER EQMT MAINTENANCE 3,900 9,700
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 6,800 6,800
64015 NATURAL GAS 22,100 22,100
65040 JANITORIAL SUPPLIES 12,000 12,500
65050 BLDG MAINTENANCE MATERIAL 8,000 8,000
65070 OFFICE/OTHER EQT MTN MATL 600 600
65085 MINOR EQUIPMENT & TOOLS 200 300
2840 MAINTENANCE 426,500 421,000
317
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 2005-2006 Objectives
• To assist and facilitate the successful migration of the Library from the legacy DRA Classic integrated library
system to the SIRSI Unicorn system by joining Cooperative Computer Services, a public library consortium, by
fall of 2005.
• To advance the Library Board’s plan for the appropriate remodeling of the Main Library to permit the expansion
of collection, seating, and programming space in the Children’s Room.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of patrons entering the Main Library 556,834 557,000 557,000
Approved Adjustments in 2005-2006 Budget
318
CITY OF EVANSTON
ADMINISTRATION
2845
2004 -2005 2005 2006-
Appropriation Approved
2845 ADMINISTRATION
61010 REGULAR PAY 261,900 271,700
61050 PERMANENT PART-TIME 17,900 18,600
61055 TEMPORARY EMPLOYEES 200 200
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,700 1,700
62210 PRINTING 2,800 2,800
62235 OFFICE EQUIPMENT MAINT 16,500 6,000
62275 POSTAGE CHARGEBACKS 28,500 28,500
62295 TRAINING & TRAVEL 500 500
62315 POSTAGE 1,000 1,800
62320 TELEPHONE CHARGEBACKS 30,300
62360 MEMBERSHIP DUES 2,000 2,000
62375 RENTALS 28,200
62655 LEASE PAYMENTS 17,700
65095 OFFICE SUPPLIES 17,700 21,000
2845 ADMINISTRATION 429,200 413,500
319
320
City of Evanston
Parks Forestry & Recreation
Parks Forestry & Recreation
Total Full-Time Equivalent Positions
Employee Status Description Job Type Description
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
3010 Total 3.00
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 0.50
3020 Total 2.50
Expenditures as a % of 2006 General Fund Budget
14.75%
Three Year Fiscal History
$10,885,100
$12,197,900
$10,329,228
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
Actual Appropriation Approved
2003/04 2004/05 2005/06
321
City of Evanston
Parks Forestry & Recreation
Employee Status Description Job Type Description
Position
FTE
Robert Crown Center
Full-time Regular Recreation Program Manager 1.00
Full-time Regular Preschool Coordinator 1.00
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 Program Assistant 0.10
Part-time Regular Program Assistant ( 3 @ .25 FTE ) 0.75
Part-time Regular Program Assistant 0.50
Part-time Regular Preschool Instructor ( 4 @ .25 FTE ) 1.00
Part-time Regular Preschool Instructor 0.50
Part-time Regular Preschool Instructor 0.75
Part-time Regular Part-time Custodian 0.25
Part-time Regular Part-time Custodian 0.75
Part-time Regular Instructor ( 15 @ .1 FTE ) 1.50
Part-time Regular After School Supervisor 0.50
3030 Total 12.10
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 Program Assistant 0.10
Part-time Regular Preschool Instructor 0.50
Part-time Regular Part-time Custodian 0.25
Part-time Regular Part-time Custodian 0.75
Part-time Regular Instructor ( 19 @ .1 FTE ) 1.90
Part-time Regular Clerk III 0.75
Part-time Regular Building Supervisor 0.10
Part-time Regular Building Supervisor ( 2 @ .5 FTE ) 1.00
3035 Total 10.10
Fleetwood-Jourdain 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
Full-time Regular Custodian II 1.00
Full-time Regular Clerk II 1.00
Part-time Regular Program Supervisor 0.25
Part-time Regular Program Assistant ( 3 @ .1 FTE ) 0.30
Part-time Regular Program Assistant ( 10 @ .25 FTE ) 2.50
Part-time Regular Program Assistant ( 3 @ .5 FTE ) 1.50
Part-time Regular Instructor ( 3 @ .1 FTE ) 0.30
Part-time Regular Clerk II 0.25
3040 Total 11.10
322
City of Evanston
Parks Forestry & Recreation
Employee Status Description Job Type Description
Position
FTE
Fleetwood-Jourdain Theater
Full-time Regular Recreation Program Manager 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20
3045 Total 1.95
At Risk Opportunities
Part-time Regular Program Supervisor ( 2 @ .5 FTE ) 1.00
3050 Total 1.00
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 Program Assistant 0.10
Part-time Regular Program Assistant 0.50
Part-time Regular Program Assistant 0.75
Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40
Part-time Regular Instructor ( 2 @ .25 FTE ) 0.50
Part-time Regular Bus Driver 0.50
Part-time Regular Bus Driver 0.75
Part-time Regular Building Supervisor 0.50
Part-time Regular Assistant Custodian 0.50
3055 Total 10.50
Beaches
Full-time Regular Recreation Program Manager ( Split with 3100 ) 0.75
Full-time Regular Lakefront Sports Coordinator ( Split with 3100 ) 0.50
Full-time Regular Supervisor, Sports/Rec Maint ( Split with 3085 ) 0.25
3080 Total 1.50
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 ( Split with 3080 ) 0.75
3085 Total 6.75
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
Full-time Regular Clerk II 1.00
Part-time Regular Program Assistant ( 10 @ .1 FTE ) 1.00
Part-time Regular Program Assistant ( 2 @ .25 FTE ) 0.50
Part-time Regular Program Assistant 0.50
Part-time Regular Part-time Custodian ( 4 @ .5 FTE ) 2.00
Part-time Regular Office Assistant 0.25
Part-time Regular Office Assistant ( 2 @ .5 FTE ) 1.00
Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40
323
City of Evanston
Parks Forestry & Recreation
Employee Status Description Job Type Description
Position
FTE
Crown Ice Rink (continued)
Part-time Regular Ice Skating Professional ( 19 @ .1 FTE ) 1.90
Part-time Regular Ice Skating Professional ( 3 @ .25 FTE ) 0.75
Part-time Regular Hockey Director of Operations 0.25
Part-time Regular Concession Worker 0.10
Part-time Regular Building Supervisor 0.25
Part-time Regular Building Supervisor 0.50
Part-time Regular After School Supervisor 0.25
3095 Total 14.65
Sports Leagues
Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25
Full-time Regular Lakefront Sports Coordinator ( Split with 3080 ) 0.50
3100 Total 0.75
Drum & Bugle Corps
Full-time Regular Recreation Program Manager 1.00
Part-time Regular Program Supervisor 0.25
Part-time Regular Instructor ( 2 @ .1 FTE ) 0.20
3125 Total 1.45
Special Recreation
Part-time Regular Recreation Program Manager 0.50
Part-time Regular Program Supervisor ( 2 @ .1 FTE ) 0.20
Part-time Regular Program Supervisor 0.25
Part-time Regular Program Assistant ( 12 @ .1 FTE ) 1.20
Part-time Regular Program Assistant ( 4 @ .25 FTE ) 1.00
Part-time Regular Instructor 0.10
3130 Total 3.25
Skate Park/Bus Program
Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20
Part-time Regular Bus Aide ( 2 @ .25 FTE ) 0.50
Part-time Regular Bus Driver 0.25
3140 Total 0.95
Park Service Unit
Part-time Regular Park Ranger ( 4 @ .25 FTE ) 1.00
3150 Total 1.00
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
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
324
City of Evanston
Parks Forestry & Recreation
Employee Status Description Job Type Description
Position
FTE
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 Program Supervisor 0.10
Part-time Regular Program Assistant ( 5 @ .1 FTE ) 0.50
Part-time Regular Program Assistant 0.50
Part-time Regular Part-time Custodian 0.10
Part-time Regular Part-time Custodian 0.25
Part-time Regular Office Assistant 0.50
Part-time Regular Garden Coordinator 0.25
3605 Total 6.20
Arts Council
Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.50
Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.25
3700 Total 0.75
Noyes Cultural Arts Center
Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.15
Full-time Regular Noyes Center Coordinator 1.00
Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.50
Full-time Regular Facilities Maint. Worker II 1.00
Part-time Regular Part-time Custodian ( 4 @ .25 FTE ) 1.00
3710 Total 3.65
Cultural Arts Programs
Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.35
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 ) 0.25
3720 Total 2.60
Grand Total 137.50
325
City of Evanston
Recreation Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
3002 – Recreation Department 0 0 4,870 0
3005 – Mgmt. & General Support 232,580 225,100 279,770 261,500
3010 – Business & Fiscal Mgmt. 343,780 306,200 331,440 295,200
3015 – Marketing Services 216,770 204,800 165,080 207,100
Management Subtotal: $ 793,130 $ 736,100 $ 781,160 $ 763,800
3020 – Recreation General Support 227,030 324,000 278,840 260,100
3025 – Park Utilities 61,180 51,200 49,950 59,600
3030 – Robert Crown Center 593,370 567,900 670,110 582,800
3035 – Chandler Comm. Center 574,150 593,200 644,540 603,900
3040 – Fleetwood-Jourdain 597,080 637,200 582,120 641,800
3045 – Fleetwood-Joudain Thtr. 122,870 120,800 73,170 122,600
3050 – At Risk Opportunities 156,030 188,700 137,610 187,700
3055 – Levy Activity Center 682,400 688,900 725,150 734,800
3065 – Church Street Boat Ramp 55,700 67,700 63,100 67,600
3075 – Boat Storage Facilities 9,740 11,200 9,350 11,700
3080 – Beaches 399,500 426,500 412,840 430,400
3085 – Facility Maintenance 508,640 530,900 534,940 542,300
3095 – Crown Ice Rink 933,890 988,100 943,530 999,200
3100 – Sports Leagues 90,030 80,900 81,230 77,700
3105 – Aquatic Camp 32300 40,000 36,400 71,500
3110 – Tennis 141,630 123,300 148,450 148,900
3115 – Youth Sports 250 0 360 0
3120 – Club Activities & Classes 300 0 0 0
3125 – Drum & Bugle Corps 4,240 12,300 24,060 12,300
3130 – Special Recreation 201,700 255,400 254,450 269,700
3140 – Skate Park/Bus Program 72,200 36,600 35,220 39,100
3150 – Park Service Unit 26,040 61,300 79,880 63,300
3155 – Youth Golf Program 8,930 14,300 13,840 17,100
Total Expenditures: $ 7,085,460 $ 6,556,500 $ 6,580,300 $ 6,707,900
Revenues:
Advertising Revenue 30,530 28,000 31,120 28,500
Aquatic Camp Revenues 78,420 101,300 124,260 195,000
At-Risk Program Revenues 87,680 87,500 68,840 87,500
Beach Revenue 505,340 517,800 464,240 490,000
Boat Storage Facility Revenue 77,580 83,000 72,650 85,000
Chandler-Newberger Center 360,610 412,400 498,990 420,000
Church Street Boat Ramp Revenue 55,370 127,600 46,910 125,000
Fleetwood-Jourdain Center 218,110 217,000 227,400 220,000
Fleetwood-Jourdain Theater 15,430 28,400 13,100 28,400
Levy Center Revenue 230,800 297,500 283,020 305,300
Robert Crown Center Revenue 379,450 195,000 416,000 195,000
Robert Crown Ice Center Revenue 289,730 934,000 602,760 935,000
Skate Park/Bus Program Revenues 0 9,200 20 9,200
Special Recreation Revenue 47,200 41,700 55,270 43,700
Sports League Revenues 35,550 46,800 34,580 43,800
Tennis Revenues 154,460 133,100 183,320 158,300
Youth Golf Program 10,920 0 20,710 17,100
Total Revenues: $ 2,577,180 $ 3,260,300 $ 3,143,190 $ 3,386,800
326
City of Evanston
Recreation Department
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $302,650. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the
General Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
Each division within the Parks/Forestry and Recreation Department faced challenges during FY 2004-2005.
3005 Recreation Management and General Support: Staff continued to work on updating the park ordinances and
obtaining a long-term lease from School District #65 for the Foster Field property. Staff worked with the community to
successfully develop a Parks Foundation that will better accommodate grants, donations and contributions.
Staff continues to identify, develop and submit grants for all five divisions. During FY 2003-04 the following grants
were awarded: a Local Arts Agency Program Grant from the Illinois Arts Council for $20,630; a Community Arts
Access grant from the Illinois Arts Council for $14,100; a Summer Food Program grant from the U. S. Dept. of
Agriculture through the Illinois State Board of Education for $126,010; an Open Space Lands Acquisition &
Development (OSLAD) grant to renovate Leahy Park from the Illinois Department of Natural Resources for $277,700;
a grant to improve Fleetwood-Jourdain Center lighting from the Illinois Clean Energy Community Foundation for
$26,775; and Cons Vehicle Procurement Capital Assistance for a Levy Center bus from the Illinois Department of
Transportation for $98,000 (not yet received). As of August 2004, grants awarded during FY 04-05 are: a grant for
fencing equipment from US Fencing for $500 and a Summer Food Program grant from the U. S. Dept. of Agriculture
through the Illinois State Board of Education for $158,840.
The number of trees planted in FY 2004-05 increased from the usual 325 to approximately 500 trees. A fall American
Elm Injection Program was developed and approved. We received a report from the Army Corps of Engineers,
exploring the steps to develop a marina, which was submitted to the Human Services Committee. Staff implemented
steps to investigate and evaluate seven alternatives for renovating/reconstructing the Robert Crown Community
Center and Ice Complex.
The Forestry Division fell behind in tree trimming due to the higher rate of Dutch Elm Disease. Staff will get back on
schedule in 2005-06. Development of an ID card system for residents with swipe card capabilities for registration has
been deferred to 2006-07 as we continue to integrate the JD Edwards financial system with the RecTrac registration
system.
3010 Recreation Business & Fiscal Management:
A cash handling manual was completed and all staff involved in cash handling were trained on the City's cash
handling policies and procedures. Staff continues to work with the Finance Department in the implementation of the
new financial software and the reorganization and reengineering of the Business Office. Beach tokens were
consecutively numbered to provide better control and accountability of tokens issued. Staff continues to review
financial polices and procedures to maximize efficiency and provide internal controls.
3015 Communications & Marketing Services: Coordinating the implementation of the TeleTrac and WebTrac
registrations systems in conjunction with the Business Office was postponed due to the vacancy in the new position
of Recreation Systems Administrator.
3020 Recreation General Support: Park permits were logged into the RecTrac registration system and a separate
weekly report was created. The separate report is a temporary measure until the new full-time employee who will be
working in the System Administrator position is able to update the fields in the RecTrac software. The scheduling of a
monthly clerical meeting will begin in October. Staff convened a meeting of athletic field group users to better
coordinate field usage and foster good communication between the groups.
3030 Robert Crown Community Center: The goal to combine the existing after-school program with structured
recreational games and rename it the Robert Crown After-School Fun and Games Program has been postponed. As
of August 2004, managers had determined that the educational component should be eliminated and the program
should concentrate solely on fun and games. Because this would require staff changes, the timeline to adapt the
program was extended to Fall 2005. Due to the absence of bleacher seating at Crown Center and the popularity of
the renovated McGaw YMCA gymnasiums, Robert Crown Center did not create a 3-on-3 adult basketball league as
planned. Adult basketball at Crown Center will most likely be only low-key or industrial league play. A new Saturday
327
City of Evanston
Recreation Department
morning Breakfast Club for parents who bring in their children for early-morning classes has been postponed until
Spring 2005. After researching the project, it was determined that most parents drop off their children and then either
do errands or drive other children to activities. More planning than anticipated will be needed to develop the program
and market it to parents.
3035 Chandler-Newberger Center: The Leahy Preschool Camp was evaluated and restructured, leading to maximum
attendance in four of the five sessions offered. Four new girls' and boys’ basketball camps will be offered during the
winter break session.
3040 Fleetwood-Jourdain Community Center: Staff evaluated and restructured programs that serve children and
youth. The Blooming Campers staffing was redesigned to upgrade personnel to the program supervisor level, thereby
allowing the center to hire people with more experience working with children in a camp setting. A popular new
monthly parent newsletter also was created. Several social skill development programs were offered, including "The
Butterfly Project," which had 34 young women enrolled. In addition, 45 youth participated in the "Start Something"
program, which was developed by the Tiger Woods Foundation. These grade school and middle school-age
participants performed several community service projects.
Staff also restructured the summer youth basketball programs and eliminated the draft process. Several special
events were held throughout the year, drawing 5,000 participants. These included the Dream Keepers MLK Birthday
program, the Black History Month liturgical dance concert, the workshops and performances by the internationally-
acclaimed Children of Uganda, and Children's Day.
3045 Fleetwood-Jourdain Theatre: The Theatre opened its new Outreach Center at the Noyes Cultural Arts Center.
This small venue is used for poetry, readers' theatre, and spoken word performances, as well as workshops and
seminars. Theatre staff assisted with the Black History Month program and produced a poetry session in conjunction
with Evanston Child Care Networks. The featured poets were fathers of children who attend day care centers in
Evanston. The Theatre also created a new summer program, Arts in the Park. This program provided activities for all
major City-sponsored camps and also served the two drop-in sites. The theatre created a new jazz series. The first
live concert featured music created by artists in the 1920s; the second jazz concert will take place in mid-September.
The Evanston Children's Theater produced three full-stage productions and offered classes in playwriting. The
program is being restructured to provide a more extensive opportunity for children to become involved in the creative
and performing arts.
3050 At-Risk Opportunities: The department received a Summer Food Program grant from the Illinois Board of
Education to provide meals for 10 weeks at four sites. On average, 875 meals were served daily. This program has
served free lunches in the parks for eight summers. The summer drop-in program at Mason Park and Clyde-Brummel
Park was restructured to provide more cultural arts activities. The new Arts in the Park program was held at the drop-
in sites two days a week.
3055 Levy Senior Center: The horticultural program in the enabling garden began in March 2004. As of August 2004,
the garden club has 9 seniors in each 10-week session who assist with maintaining the enabling garden. The Life
Enrichment Committee by-laws were revised in March 2004 and the Advisory Board will discuss their by-laws at their
September and October 2004 meetings.
3065 Church Street Boat Ramp: Although staff was not able to meet the goal of cleaning the dog beach on a weekly
basis, the beach was cleaned every two weeks, which was an improvement over previous years. Staff created a dog
beach policy booklet and submitted it for review. Staff also developed a liability waiver for all dog beach token holders
and implemented a program to assure that the waivers were submitted before dogs were allowed on the beach.
3075 Boat Storage Facility: Staff developed a plan to staff the facility seven days per week, resulting in increased
revenue for daily launches. Staff researched the possibility of converting the racks to accommodate kayaks.
However, the project turned out to be beyond their expertise. The racks, and especially the lockers, at Dempster do
need renovation and/or replacement.
3080 Beaches: Staff worked with the Recreation Superintendent to formulate an updated Lakefront Management
Plan, which is under review. Because some ordinance revisions will be sent to City Council for consideration, it is
anticipated that the plan will be updated in 2005. Staff will work on developing an off-season American Red Cross life
guarding program after the 2004 beach season ends.
3085 Recreation Facility Maintenance: Staff planned to renovate the soccer field adjacent to the James Park
community gardens. However, the field at the base of the hill was renovated instead because it needed it more. Plans
are in place for one staff member to obtain a commercial driver's license in winter 2004. This would add flexibility in
assigning and performing tasks. The Leahy Park softball field could not be renovated due to other
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City of Evanston
Recreation Department
construction/renovation at Leahy Park. Instead, staff will renovate the field at Mason Park. Staff will purchase a pull-
behind top dresser to improve the condition of the athletic fields in Winter 2004. Staff experimented with the use of
"turface" to help improve drainage on soccer field #1 as planned; this project will be completed in November 2004.
3095 Robert Crown Ice Rink: The ice rink staff has continued to market the skating school through handouts, flyers,
and by participating in various events held in rinks in surrounding suburbs. This marketing will increase in frequency
because the vacancy in the skating director position has been filled. A 3-on-3 coed adult hockey program has not
been created due to a vacancy in the Hockey Director position. However, the position has been filled and the new
Hockey Director will work on establishing this new program.
3100 Sports Leagues: Staff tried, for a second year, to offer a weekend Men’s 12” tournament in August (after the
summer leagues and before the fall leagues). Staff planned a tournament, passed out flyers to all our summer league
teams, and mailed flyers to the teams who played in the fall 2003 leagues. Unfortunately, due to lack of interest the
tournament was cancelled.
3105 Aquatic Camp: The goal to increase the size of camp by 10 campers was accomplished in the three sessions
that were fully subscribed. Unfortunately, the June afternoon session did not fill to capacity. The plan to introduce
more skills, including basic water safety and junior life guarding, was cancelled because during planning sessions it
was determined that these skills do not fit within the camp's format, which is to teach sailing, water skiing, canoeing,
etc.
3110 Tennis: Efforts to double participation in the middle school tennis league by promoting the league through the
schools did not yield the desired results; registration only increased from 29 to 32. Plans to develop and implement a
registration system for individual instruction on City courts were successful. Private lessons are now offered through
the City's contracted vendor. A new comprehensive park policy which addresses outside private instruction is being
developed for Recreation Board/City Council review.
3125 Drum and Bugle Corps: Enrollment as of August 2004 is 38 children; the director is doing additional outreach at
the middle schools. The director also will be incorporating more drill routines in order to attract participants and help
retain current members. The instructors have successfully taught the children in the Drum Corps to read music. The
Drum Corps repertoire has been changed to include more contemporary music. Drill team members have performed
at Community Center and civic events.
3130 Special Recreation Programs: The first objective was to develop cooperative initiatives with School District #65
to address summer programming for special education students and youth at risk. This objective was partially met;
two staff members proposed the idea to Dist. #65 personnel from the Childcare Department. Due to administrative
changes there, no further meetings were held. However, a number of at-risk children still attended summer camps
with an inclusion aide. Staff also reassessed inclusion protocol and established a parent-driven model. A new policy
requiring at least two weeks notice before inclusion services could be provided was drafted and publicized. As of
August 2004, the plan to develop and implement a community gardening program at Butler Park with Over the
Rainbow residents is under way. Most of the materials required for the program have been purchased, but plants still
need to be ordered. The program probably will begin in Spring 2005.
3140 Bus Program: As of August 2004, ridership had increased slightly and efforts to increase ridership will continue
through the school year.
3150 Park Service Unit: Park Rangers will be trained in CPR in Fall 2004.
3155 Youth Golf Program: Instead of providing one free golf clinic for youth age 9-14, staff conducted nine additional
summer camps. Plans to expand the age range for golf program participants from 11-14 years to 9-14 were modified
and the program is now designed for ages 10-15.
2005-2006 Department Initiatives
1. Continue to address the needs of the Robert Crown Center.
2. Work with School District #65 in obtaining a long term lease for Foster Field.
3. Update the Department's equipment inventory.
4. Update the summer camp staff training manuals.
329
City of Evanston
Recreation
3005 – Management & Support
Description of Major Activities
The Administration Division of the Parks/Forestry and Recreation Department, together with the Business Office and
the Public Information Office, provides all management and administrative support services for other the
departmental divisions: Parks/Forestry; Recreation; Ecology; and Cultural Arts.
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 reviews the conditions of facilities and the relevancy of programs; investigates and
resolves citizens’ concerns; reviews, evaluates and implements the Capital Improvement Program (CIP); prepares
general correspondence and reports; monitors affirmative action programs; interviews and evaluates personnel;
trains full-time and part-time staff; oversees staff training programs, including those pertaining to customer service
and safety; prepares, coordinates and submits grants; acts as liaison to all City Council Committees; assigns and
coordinates all boards, commissions and councils within the department’s responsibilities; and monitors overall
budget activity.
Administrative staff implements policies as 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 center advisory boards, community groups and community
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 with 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 and advertising and brochures.
The Administration Division also coordinates Special Events held within the City of Evanston.
FY 2005-2006 Objectives
• Continue the review and recommendation of the new Park Ordinances - ongoing.
• Review the beach closing regulations with the Law and Health Departments by June 2005.
• Research and apply for grants and sponsorships for department programs - ongoing.
• Train staff on the workings of the AED (automated external defibrillator).
• Research the feasibility of obtaining Special Event Insurance for the festivals by June 2005.
• Increase baseball field usage/maintenance to accommodate the increased participation by June 2005.
• Develop and implement an American Elm Tree injection program.
• Complete a comparative survey of programs and fees with the surrounding communities.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
In-house training seminars 1 1 1
Approved Adjustments in 2005-2006 Budget
330
CITY OF EVANSTON
REC. MGMT. & GENERAL SUPPORT
3005
2004 -2005 2005 2006-
Appropriation Approved
3005 REC. MGMT. & GENERAL SUPPORT
61010 REGULAR PAY 192,600 230,200
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 18,800 18,800
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 3,600 5,000
62275 POSTAGE CHARGEBACKS 500 400
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 5,300
62360 MEMBERSHIP DUES 700 700
62490 OTHER PROGRAM COSTS 500 500
64540 TELECOMMUNICATIONS - WIRELESS 2,800
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 800 800
65125 OTHER COMMODITIES 300 300
3005 REC. MGMT. & GENERAL SUPPORT 225,100 261,500
331
City of Evanston
Recreation
3010 – Business & Fiscal Management
Description of Major Activities
The Business Office audits and records revenues from fees and charges resulting from departmental activities;
controls and processes purchases and disbursements of both City and restricted account funds; maintains financial
records relative to both expenditures and revenues; performs bank account reconciliation and prepares journal
entries and monthly reports for Finance Department review; prepares financial reports for Recreation Board meetings
and staff use; processes payroll for permanent and temporary staff; administers the RecTrac registration system;
troubleshoots RecTrac system problems; and provides technical assistance to staff. In conjunction with the Director,
the Business Manager coordinates the preparation and presentation of the budget and monitors budget performance.
The Business Office also assists in providing customer service to patrons who register for Recreation Division
programs at the Civic Center office.
FY 2005-2006 Objectives
• Reorganize and reengineer the Business division to maximize use of the new financial system.
• Develop a new policies and procedures manual for the new financial system and RecTrac.
• Implement Finance Department's recommendations by November 2005.
• Complete RecTrac upgrade and research implementing PhoneTrac and WebTrac registration.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
RecTrac training sessons for staff. 7 5 6
Budget preparation training for staff 2 1 1
Approved Adjustments in 2005-2006 Budget
332
CITY OF EVANSTON
REC. BUS. & FISCAL MGMT
3010
2004 -2005 2005 2006-
Appropriation Approved
3010 REC. BUS. & FISCAL MGMT
61010 REGULAR PAY 202,100 196,600
61050 PERMANENT PART-TIME 9,000 9,400
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
62235 OFFICE EQUIPMENT MAINT 13,400 9,500
62275 POSTAGE CHARGEBACKS 300 900
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 2,600
62360 MEMBERSHIP DUES 700 700
62375 RENTALS 14,000 14,000
62380 COPY MACHINE CHARGES 300 300
62500 TECHNICAL INFORMATION SERVICES 3,500 3,500
62510 EDUCATOR SERVICES 2,500 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 15,000
3010 REC. BUS. & FISCAL MGMT 306,200 295,200
333
City of Evanston
Recreation
3015 – Communications & Marketing Services
Description of Major Activities
The Communications and Marketing Services office produces press releases and a wide variety of promotional
materials for the Parks/Forestry and Recreation Department, which includes four community centers, the Ecology
Center, the Cultural Arts Division and the Parks/Forestry Division. Staff also responds to requests for information
from local media and the public.
The department's major marketing tool is "Arts + Recreation" magazine, which is published quarterly. The magazine
promotes classes and programs offered by the Department and includes; class and special event listings from
Evanston artists and arts organizations, maps, general information and special events listings. Partial funding comes
from display advertising revenue and from fees for listings from independent arts organizations and Evanston
residents who teach classes in the arts.
FY 2005-2006 Objectives
• Produce a video promoting the Parks/Forestry and Recreation Department in conjunction with Evanston
Community Media Center by May 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Advertising sales revenue 30,530 28,000 28,500
Approved Adjustments in 2005-2006 Budget
334
CITY OF EVANSTON
COMMUNICATION & MARKETING SRVS
3015
2004 -2005 2005 2006-
Appropriation Approved
3015 COMMUNICATION & MARKETING SRVS
61010 REGULAR PAY 61,200 64,000
61050 PERMANENT PART-TIME 31,300 30,100
61510 HEALTH INSURANCE 7,500 7,500
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 300 300
62205 ADVERTISING 300 400
62210 PRINTING 72,300 72,000
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 24,000 25,000
62320 TELEPHONE CHARGEBACKS 600
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
3015 COMMUNICATION & MARKETING SRVS 204,800 207,100
335
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, Management Analyst and a Clerical staffer. This business unit is 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 staff training, applying
for grants and other available funding sources, improving customer service, coordinating special events, providing
permits to park rental groups, and working with community groups, advisory boards and the Recreation Board.
FY 2005-2006 Objectives
• Begin holding a quarterly meeting with all Full-time and Part-time maintenance personnel in order to review the
current maintenance practices and procedures by September 2005.
• Begin to review and update the Recreation Board's by-laws and policies with the Board by April 2005.
• Update the summer all-staff training materials and revise the training agenda to include any new information, by
May 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Scholarships Granted - In Dollars 156,000 158,000 160,000
Approved Adjustments in 2005-2006 Budget
336
CITY OF EVANSTON
RECREATION GENERAL SUPPORT
3020
2004 -2005 2005 2006-
Appropriation Approved
3020 RECREATION GENERAL SUPPORT
61010 REGULAR PAY 215,600 143,100
61050 PERMANENT PART-TIME 25,600 23,200
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 26,300 26,300
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,500 2,000
62275 POSTAGE CHARGEBACKS 1,000 500
62295 TRAINING & TRAVEL 400 1,000
62305 RENTAL OF AUTO-FLEET SER 46,400 46,400
62320 TELEPHONE CHARGEBACKS 1,800
62360 MEMBERSHIP DUES 900 900
64540 TELECOMMUNICATIONS - WIRELESS 1,300 1,300
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 600 600
65125 OTHER COMMODITIES 800 13,000
3020 RECREATION GENERAL SUPPORT 324,000 260,100
337
City of Evanston
Recreation
3025 – Park Utilities
Description of Major Activities
Mason, Lovelace, and James Parks provide area residents with opportunities for playing tennis, basketball and other
leisure activities on a drop-in basis. The facilities may be used by local residents for hosting parties, meetings and
special get-togethers. Lovelace and James Parks are also sites for the men's and women's tennis leagues.
Electricity and natural gas costs for the parks listed previously, as well as for Baker, Ackerman, Robert Crown, Bent,
and Harbart Parks are included in this business unit.
FY 2005-2006 Objectives
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Approved Adjustments in 2005-2006 Budget
338
CITY OF EVANSTON
PARK UTILITIES
3025
2004 -2005 2005 2006-
Appropriation Approved
3025 PARK UTILITIES
62320 TELEPHONE CHARGEBACKS 400
64005 ELECTRICITY 46,000 47,000
64015 NATURAL GAS 4,500 12,600
65110 RECREATION SUPPLIES 300
3025 PARK UTILITIES 51,200 59,600
339
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, including sports, arts, 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. Some of the programs/services that are offered at the center
include: adult pottery, low-impact aerobics, t-ball, karate classes, after-school programs, Surf'nTurf Summer Camp,
Robert Crown Summer Camp, various preschool programs, room rentals (for birthday parties), various dance
programs, gymnastic programs and 4th & 5th Grade basketball. The schools that participate are Dawes, Dewey, King
Lab, Kingsley, Lincoln, Lincolnwood, Oakton, Orrington, Timber Ridge, Walker, Washington, Willard, Park School,
Baker Demonstration, Pope John XXIII, Saint Athanasius and Roycemore.
FY 2005-2006 Objectives
• Increase the number of fitness participants by offering a "drop-in with a buddy" incentive. Customers pay one full
price admission and allow the guest of the participant to get half off. The current walk in fee is $5.00 per person.
A monthly pass is $20.00. This program should be in place by fall 2005.
• Create a family fun day on Sundays with the emphasis on different themes every week by October 2005.
Activities will include nerf football, jump rope, nerf soccer, basketball, relay games, volleyball, rope climb and
many other games.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Teams in sports leagues 50 40 40
Recreation instructional 930 930 930
Arts and Crafts participants 350 350 350
Preschool age programs participants 500 500 550
Self-development/performing arts participants 725 725 700
Holiday Events Participants/Camps 270 270 270
Fitness Participants 200 200 175
Open Gym Participants 1,000 1,000 1,000
Approved Adjustments in 2005-2006 Budget
340
CITY OF EVANSTON
CROWN COMMUNITY CENTER
3030
2004 -2005 2005 2006-
Appropriation Approved
3030 CROWN COMMUNITY CENTER
61010 REGULAR PAY 218,500 226,700
61050 PERMANENT PART-TIME 140,200 145,500
61060 SEASONAL EMPLOYEES 33,700 33,700
61110 OVERTIME PAY 2,400 5,800
61510 HEALTH INSURANCE 37,800 37,800
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 800
61630 SHOE ALLOWANCE 1,000
62205 ADVERTISING 600 600
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 2,600 1,400
62245 OTHER EQMT MAINTENANCE 1,900 1,000
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 500 500
62320 TELEPHONE CHARGEBACKS 4,300
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 2,000 2,000
62505 INSTRUCTOR SERVICES 41,000 41,000
62507 FIELD TRIPS 3,400 3,400
62508 SPORTS OFFICIALS 1,500 1,500
62515 RENTAL SERVICES 1,400 1,400
62705 BANK SERVICE CHARGES 2,100
64005 ELECTRICITY 37,800 37,800
64015 NATURAL GAS 6,800 14,400
65020 CLOTHING 500 1,000
65040 JANITORIAL SUPPLIES 2,000 2,000
65050 BLDG MAINTENANCE MATERIAL 2,400 2,400
65070 OFFICE/OTHER EQT MTN MATL 2,800 1,800
65075 MEDICAL & LAB SUPPLIES 900 500
65095 OFFICE SUPPLIES 2,200 1,000
65110 RECREATION SUPPLIES 16,800 16,300
3030 CROWN COMMUNITY CENTER 567,900 582,800
341
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Description of Major Activities
The Chandler-Newberger Center offers comprehensive programs for infants through adults. Major programs include
nine types of summer day camps for school-aged youth and preschoolers, after-school sports classes, girls' youth
basketball leagues, youth flag football leagues, preschool play groups, youth chess, adult/youth fencing, preschool
development classes, youth gymnastics, adult/youth volleyball leagues, women's basketball classes and more. The
emphasis of programs is to provide positive self-development through learning skills and individual improvement.
The 14,000-sq-foot facility also provides room, racquetball court and gymnasium rentals to community groups, youth
birthday party groups and recreation enthusiasts.
Preschool Programs
Terrific Threes Preschool
Fabulous Fours and Fives Preschool
Time Together - Drop In Gym
Preschool Gymnastics
Preschool Sports Classes
Preschool Art Classes
Parent-Infant Classes
Parent - Toddler Classes
Pee Wee Sports Camp
Leahy Park Preschool Camp
Youth Programs
Summer Sports Camp
Summer Sports Mini-Camp
Winter Sports Camp
Youth After school Sports
Home School Sports Classes
Basketball Camps
Beach Volleyball Camp
Indoor Volleyball Camp
Gymnastics
Chess Camps and Classes
Fencing Camps and Classes
Girl's Basketball Leagues
Flag Football League
Open Gym
Teen Programs
Summer Beach Volleyball Camps
Indoor Volleyball Camps
Volleyball Classes
Open Gym
Racquetball
Red Cross Babysitting Training Classes
Red Cross CPR/First Aid Training
Adult Programs
Indoor Volleyball Leagues
Beach Volleyball Leagues
Volleyball Skills Training Classes
Women's Basketball Classes
Women's Open Basketball
Men's Open Basketball
Racquetball
Red Cross CPR/First Aid Training
Self-Improvement Classes
Special Events
March Madness Basketball Tournament
Chandler-Newberger Carnival Night
Youth Garage Sale
FY 2005-2006 Objectives
• Offer a Chandler-Newberger Carnival Night to replace the Halloween Party by November 2005
• Offer summer open basketball for men's and women's groups by June 2005
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Preschool Class Participants (fall-spring) 360 400 400
Preschool Camp Participants (summer) 144 205 200
Youth Program Participants (fall-spring) 2024 2,100 2,100
Youth Camp Participants (summer) 1,228 1,203 1,210
Preschool/Youth Daily Participants 375 400 400
Adult Daily Participants 475 500 500
Adult Program Participants 520 525 525
Approved Adjustments in 2005-2006 Budget
342
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2004 -2005 2005 2006-
Appropriation Approved
3035 CHANDLER COMMUNITY CENTER
61010 REGULAR PAY 194,400 201,700
61050 PERMANENT PART-TIME 106,300 110,300
61060 SEASONAL EMPLOYEES 79,700 79,700
61110 OVERTIME PAY 1,000 3,500
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 2,100
61630 SHOE ALLOWANCE 300
62205 ADVERTISING 300 600
62210 PRINTING 600 600
62235 OFFICE EQUIPMENT MAINT 600 600
62245 OTHER EQMT MAINTENANCE 4,200 1,300
62275 POSTAGE CHARGEBACKS 2,700 2,700
62295 TRAINING & TRAVEL 400 400
62360 MEMBERSHIP DUES 800 1,000
62375 RENTALS 1,600 5,000
62490 OTHER PROGRAM COSTS 700 700
62495 LICENSED PEST CONTROL SERVICES 300 300
62505 INSTRUCTOR SERVICES 55,500 63,200
62506 WORK-STUDY 4,500 4,500
62507 FIELD TRIPS 24,500 21,500
62508 SPORTS OFFICIALS 1,100
62518 SECURITY/ALARM CONTRACTS 3,800
62705 BANK SERVICE CHARGES 8,900
64005 ELECTRICITY 28,500 28,500
64015 NATURAL GAS 9,300 11,400
64520 TELECOMMUNICATIONS - LOCAL 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,800 2,200
65010 BOOKS, PUBLICATIONS, MAPS 100 300
65020 CLOTHING 600 600
65025 FOOD 900 900
65040 JANITORIAL SUPPLIES 2,500 2,500
65050 BLDG MAINTENANCE MATERIAL 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 200 200
65075 MEDICAL & LAB SUPPLIES 100 100
65080 MERCHANDISE FOR RESALE 3,900
65095 OFFICE SUPPLIES 2,500 3,200
65110 RECREATION SUPPLIES 17,900 17,900
65555 PERSONAL COMPUTER EQUIPMENT 500
3035 CHANDLER COMMUNITY CENTER 593,200 603,900 343
City of Evanston
Recreation
3040 – Fleetwood-Jourdain Community Center
Description of Major Activities
Fleetwood-Jourdain programs enhance the participant's ability to learn through involvement. Recreational activities
include sports, dance, drama, special events, drop-in activities and arts and crafts. Participants maximize their use of
leisure time through diverse programs tailored to special interests during fall, winter and spring months. An extensive
nine-month after-school program is offered during the school year and a ten-week camp program is offered in
summer. 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.
FY 2005-2006 Objectives
• Evaluate and restructure programs that serve children and young adults to improve program delivery by May
2005.
• Develop a citywide community outreach program to increase participation in the programs offered by the center's
theater and at-risk programs by September 2005.
• Centralize program promotions with the development of a quarterly newsletter to highlight successful programs
and upcoming events, as well as to advocate the value of recreation in the community by November 2005.
• Develop a program that focuses on the adult population by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
League participation sports offered 7 7 8
Classes offered in fitness program 6 6 8
Classes offered in dance program 5 5 3
Classes offered in skilled craft program 5 5 4
Scholarship granted $20,000 $20,000 $20,000
Approved Adjustments in 2005-2006 Budget
344
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2004 -2005 2005 2006-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT
61010 REGULAR PAY 258,300 268,000
61050 PERMANENT PART-TIME 68,200 111,000
61060 SEASONAL EMPLOYEES 80,900 45,600
61110 OVERTIME PAY 3,000 4,500
61510 HEALTH INSURANCE 45,200 45,200
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
61630 SHOE ALLOWANCE 200
62205 ADVERTISING 2,400 3,000
62210 PRINTING 1,900 1,900
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 1,000 500
62245 OTHER EQMT MAINTENANCE 1,800 1,000
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 600 600
62315 POSTAGE 400 400
62320 TELEPHONE CHARGEBACKS 2,100
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 2,000 1,000
62490 OTHER PROGRAM COSTS 13,000 7,000
62495 LICENSED PEST CONTROL SERVICES 500 500
62505 INSTRUCTOR SERVICES 6,000 6,000
62507 FIELD TRIPS 16,800 16,800
62510 EDUCATOR SERVICES 3,000 3,000
62511 ENTERTAIN/ PERFORMER SVCS 9,000 6,000
62518 SECURITY/ALARM CONTRACTS 4,100 4,100
62705 BANK SERVICE CHARGES 200
64005 ELECTRICITY 43,700 43,700
64015 NATURAL GAS 16,200 18,200
64505 TELECOMMUNICATIONS - CARRIER L 2,400
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 3,000 3,000
65025 FOOD 8,400 10,000
65040 JANITORIAL SUPPLIES 6,000 6,000
65050 BLDG MAINTENANCE MATERIAL 3,000 1,500
65070 OFFICE/OTHER EQT MTN MATL 2,500 1,500
65095 OFFICE SUPPLIES 3,000 3,000
65110 RECREATION SUPPLIES 20,900 20,900
3040 FLEETWOOD JOURDAIN COM CT 637,200 641,800 345
City of Evanston
Recreation
3045 – Fleetwood-Jourdain Theater
Description of Major Activities
Fleetwood-Jourdain Theatre programs increase the community's awareness of the performing arts. The Theatre
presents shows that are relevant to the community and enable a better understanding of the community. The
program showcases the outstanding talent in our area and fosters a sense of pride and enthusiasm. The Evanston
Children's Theatre program produces three productions, which include classical musicals, fairy tales and adaptations.
Participants are involved in acting and singing and assist with costumes, lighting and set decoration.
FY 2005-2006 Objectives
• Increase the variety of workshops to include audition techniques, stage presence, voice and diction, by January
2006.
• Provide live concerts to showcase local performing artists and a variety of live entertainment, such as dance
troupes, spoken word artists, readers-theater and one-act plays, by November 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Theatre Productions/classes/workshops/seminars 8 8 14
Scholarships $1,000 $1,000 $1,000
Approved Adjustments in 2005-2006 Budget
346
CITY OF EVANSTON
FLEETWOOD/JOURDAIN THEATR
3045
2004 -2005 2005 2006-
Appropriation Approved
3045 FLEETWOOD/JOURDAIN THEATR
61010 REGULAR PAY 39,700 41,200
61050 PERMANENT PART-TIME 9,800 10,200
61510 HEALTH INSURANCE 7,500 7,500
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 500 500
62205 ADVERTISING 6,000 6,000
62210 PRINTING 2,000 2,000
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 23,800
62511 ENTERTAIN/ PERFORMER SVCS 12,200 12,200
62705 BANK SERVICE CHARGES 100
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 120,800 122,600
347
City of Evanston
Recreation
3050 – At-Risk Opportunities
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: Fleetwood-Jourdain, Mason, Robert Crown, Clyde/Brummel Park and other
locations throughout the community. The program choices 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 Parks. The
summer food program provides 1,000 nutritional meals per day to Evanston youth at four sites: Fleetwood-Jourdain,
Mason Park, Robert Crown and Clyde-Brummel.
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, Clyde-Brummel Park and the fifth
undetermined site located in south Evanston. The program will serve 40,000 lunches over a 10-week period, by
August 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Cultural Arts 5 3 3
Drop-In Playground 2 2 2
Family Outing 3 2 2
Summer Food Service Program Sites 4 4 4
Meals Served 45,000 40,000 40,000
Community Outreach 2 2 2
Approved Adjustments in 2005-2006 Budget
348
CITY OF EVANSTON
AT-RISK PROGRAMS
3050
2004 -2005 2005 2006-
Appropriation Approved
3050 AT-RISK PROGRAMS
61050 PERMANENT PART-TIME 39,700 41,200
61060 SEASONAL EMPLOYEES 43,200 43,200
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 1,500
62495 LICENSED PEST CONTROL SERVICES 400 400
62505 INSTRUCTOR SERVICES 1,000 1,000
62507 FIELD TRIPS 4,500 4,500
62511 ENTERTAIN/ PERFORMER SVCS 1,500 1,000
62515 RENTAL SERVICES 3,500 3,000
64005 ELECTRICITY 2,300 2,300
64520 TELECOMMUNICATIONS - LOCAL 2,200
64540 TELECOMMUNICATIONS - WIRELESS 400 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 AT-RISK PROGRAMS 188,700 187,700
349
City of Evanston
Recreation
3055 – Levy Center
Description of Major Activities
The Levy Senior Center primarily serves senior citizens. There are countless recreational activities to meet the
interests and needs of people 55 years and better.
The Hulda B. and Maurice L. Rothschild Garden is an enabling garden located in the central courtyard. The
development of this space has been guided by the expertise of the Chicago Botanic Garden. Its raised beds, vertical
trellis gardens, water feature, accessible paving, and tactile colorful and aromatic plantings have been a source of
pleasure for those who come to the center. A garden club has been formed for the seniors to assist with the
maintenance of this space. Classes and special events have been held in the courtyard.
The computer lab teaches and enhances the computer skills of seniors. The library offers a quiet space for those
who want to meditate or read. The game room boasts two pool tables, a shuffleboard table and a 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 for basketball, volleyball, shuffleboard, badminton, music programs and dance
programs.
The Center's program offerings include theme parties, holiday gatherings, day trips, long distance trips, arts and craft
classes, card games, dance classes, woodcarving, writing workshops, social groups, and more. The health &
wellness classes and the fitness room have become popular with people over 18 and seniors alike. A public health
nurse, the senior crime prevention officer, and a social worker operate from the Health Screening Room. Weekend
and evening hours have allowed for additional activities at the center for all ages. For young adults, there are a
variety of fitness classes, Spanish classes, computer classes, crafts, woodcarving, line dance classes, etc. Currently,
martial arts classes for young children and adults have played a role at the Levy Center during evening hours. The
Levy Center building and courtyard is popular as a rental space in Evanston.
FY 2005-2006 Objectives
• Begin Levy membership email address project in order to notify and update participants with Levy information by
April 2005
• Increase collaborations with similar agencies to provide educational and program experiences for Evanston
seniors by February 2006
• Include a wider variety of evening programming at Levy Center by September 2006
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Levy Membership 2,475 1,750 1,800
Fitness Room Membership 250 265 300
Scholarships 300 300 300
Approved Adjustments in 2005-2006 Budget
350
CITY OF EVANSTON
LEVY CENTER
3055
2004 -2005 2005 2006-
Appropriation Approved
3055 LEVY CENTER
61010 REGULAR PAY 268,600 278,700
61050 PERMANENT PART-TIME 125,500 148,700
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 45,300 45,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,300 1,300
61630 SHOE ALLOWANCE 400
62205 ADVERTISING 1,000 500
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 1,000
62245 OTHER EQMT MAINTENANCE 6,500 6,000
62275 POSTAGE CHARGEBACKS 6,000 6,000
62295 TRAINING & TRAVEL 500 700
62360 MEMBERSHIP DUES 1,000 1,000
62375 RENTALS 800 900
62495 LICENSED PEST CONTROL SERVICES 500 500
62505 INSTRUCTOR SERVICES 100,000 100,000
62507 FIELD TRIPS 17,000 12,200
62509 SERVICE AGREEMENTS / CONTRACTS 1,000
62511 ENTERTAIN/ PERFORMER SVCS 2,500 2,500
62515 RENTAL SERVICES 4,800
62518 SECURITY/ALARM CONTRACTS 700 800
62705 BANK SERVICE CHARGES 1,500 1,500
64005 ELECTRICITY 48,000 52,000
64015 NATURAL GAS 18,000 28,000
64520 TELECOMMUNICATIONS - LOCAL 7,900
64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,100
65020 CLOTHING 1,000 500
65025 FOOD 8,500 12,700
65040 JANITORIAL SUPPLIES 3,800 3,800
65050 BLDG MAINTENANCE MATERIAL 2,000 6,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000
65095 OFFICE SUPPLIES 4,000 4,000
65110 RECREATION SUPPLIES 11,500 10,500
3055 LEVY CENTER 688,900 734,800
351
City of Evanston
Recreation
3065 – Church Street Boat Ramp
Description of Major Activities
Both Church Street Boat Ramps are open May 1 through October 31, weather permitting. Boats 15 feet to
approximately 22 feet in length may be launched from this facility. A portable dock, installed during the season,
enhances the use of both ramps. Daily supervision is provided during peak periods before, during, and after the
beach season. Large sailboats and personal watercraft are also launched at this facility. Also included in this
business unit is the operation of the dog beach.
FY 2005-2006 Objectives
• To develop a schedule for the cleaning of the dog beach during the summer months with the beach cleaner by
June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Facility in operating condition by opening dates May 1, 2003 May 1, 2004 May 1, 2005
Dog Beach Cleanings 5 6 12
Season Permits sold - residents 67 68 70
Season Permits sold - non-residents 39 28 30
Dog beach tokens sold - residents 1,283 1,100 1,200
Dog beach tokens sold - non-residents 580 260 350
Approved Adjustments in 2005-2006 Budget
352
CITY OF EVANSTON
BOAT RAMP-CHURCH ST
3065
2004 -2005 2005 2006-
Appropriation Approved
3065 BOAT RAMP-CHURCH ST
61060 SEASONAL EMPLOYEES 26,700 26,700
61110 OVERTIME PAY 11,000 11,000
62275 POSTAGE CHARGEBACKS 200 100
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 67,700 67,600
353
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. Furthermore,
there is beach space allocated for 15 double hull crafts (Hobie Cats) and additional storage space for 30 sailboards.
This facility also provides winter storage for up to 30 size-appropriate vessels. The large sandy beach provides an
excellent area for any boater that has purchased a storage, launch or daily permit.
This facility is open for use from May through October. During the swimming season, staff is there seven days a
week to monitor the entry points and assist boaters as needed.
FY 2005-2006 Objectives
• To research the available options for renovating the boat racks at Dempster St. Boat by May 2005.
• To develop a new sailing/kayaking instructional/rental program by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Storage racks occupied 228 223 230
Season launch permits sold 119 121 125
Daily launch permits sold 25 30 35
Approved Adjustments in 2005-2006 Budget
354
CITY OF EVANSTON
BOAT STORAGE FACILITIES
3075
2004 -2005 2005 2006-
Appropriation Approved
3075 BOAT STORAGE FACILITIES
61060 SEASONAL EMPLOYEES 9,300 9,300
61110 OVERTIME PAY 500
62275 POSTAGE CHARGEBACKS 300 300
62490 OTHER PROGRAM COSTS 300 300
65045 LICENSING/REGULATORY SUPP 700 700
65070 OFFICE/OTHER EQT MTN MATL 600 600
3075 BOAT STORAGE FACILITIES 11,200 11,700
355
City of Evanston
Recreation
3080 – Beaches
Description of Major Activities
Skilled, trained and supervised staff of the Lakefront Division provide for the safety of swimmers and beach patrons at
the Lighthouse, Clark St., Greenwood, Lee St. and South Boulevard beaches. The staff also maintains beachfront
areas.
The staff at the Dempster St. Beach office is responsible for selling season permits, collecting beach revenues and
depositing all lakefront revenues.
FY 2005-2006 Objectives
• To establish a pre-season American Red Cross Life guarding program to aide in the hiring and training of staff
during the off season by January 2006.
• To better define the role and duties of the Head Lifeguard and Beach Manager positions by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of resident pre-season tokens sold 13,128 11,432 13,000
Total number of resident season tokens sold 3,061 2,116 2,800
Total Number of res. 1/2 price tokens sold 229 210 215
Total number of adult daily tickets sold 10,645 10,000 10,000
Total number of child daily tickets sold 6,117 6,000 6,000
Non-resident pre-season tokens sold 88 81 85
Non-residents season tokens Sold 38 36 37
Total Picnic Permits Sold 195 189 193
Approved Adjustments in 2005-2006 Budget
356
CITY OF EVANSTON
BEACHES
3080
2004 -2005 2005 2006-
Appropriation Approved
3080 BEACHES
61010 REGULAR PAY 75,800 78,700
61060 SEASONAL EMPLOYEES 263,900 263,900
61110 OVERTIME PAY 3,000
61510 HEALTH INSURANCE 11,300 11,300
61615 LIFE INSURANCE 200 200
62205 ADVERTISING 600 600
62235 OFFICE EQUIPMENT MAINT 400
62245 OTHER EQMT MAINTENANCE 1,200 600
62275 POSTAGE CHARGEBACKS 500 300
62305 RENTAL OF AUTO-FLEET SER 46,100 46,100
62490 OTHER PROGRAM COSTS 500 500
62518 SECURITY/ALARM CONTRACTS 600
62705 BANK SERVICE CHARGES 1,900
64005 ELECTRICITY 3,200 3,200
64015 NATURAL GAS 1,600 1,900
64505 TELECOMMUNICATIONS - CARRIER L 1,700
64540 TELECOMMUNICATIONS - WIRELESS 4,500 4,500
65020 CLOTHING 3,000 3,500
65025 FOOD 300 300
65045 LICENSING/REGULATORY SUPP 5,000 5,000
65110 RECREATION SUPPLIES 3,700 4,300
65125 OTHER COMMODITIES 1,500 1,500
3080 BEACHES 426,500 430,400
357
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 city swimming beaches, the dog beach, Greenwood sailboard beach, and Dempster
sailing beach; field maintenance of 23 soccer fields, four football fields, and 18 baseball fields; and custodial services
to seven park shelters and seven lakefront buildings. 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 also provided for parkways, sidewalks, and parking lots for all recreation
buildings.
FY 2005-2006 Objectives
• To improve drainage on the playing surface of James Park soccer field #2 by adding 10 tons of "turface" by
November 2005.
• To renovate the softball infield at Fleetwood-Jourdain Center by November 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Service deliveries 590 590 590
Number of beach cleanings 290 290 290
Install snowfence (in linear feet) 19,000 19,000 19,000
Resurface natural ice rinks 20 25 25
Dredge boat ramp in a timely manner May 30, 2003 May 30, 2004 May 30, 2005
Maintain tennis and basketball courts 40 40 40
Maintain football and soccer fields 20 20 20
Approved Adjustments in 2005-2006 Budget
358
CITY OF EVANSTON
RECREATION FACILITY MAINT
3085
2004 -2005 2005 2006-
Appropriation Approved
3085 RECREATION FACILITY MAINT
61010 REGULAR PAY 331,400 343,900
61060 SEASONAL EMPLOYEES 48,800 48,800
61110 OVERTIME PAY 23,800 24,900
61510 HEALTH INSURANCE 49,700 49,700
61615 LIFE INSURANCE 400 400
61630 SHOE ALLOWANCE 1,000
62245 OTHER EQMT MAINTENANCE 1,000 500
62295 TRAINING & TRAVEL 700 700
62305 RENTAL OF AUTO-FLEET SER 45,600 45,600
62320 TELEPHONE CHARGEBACKS 1,100
62360 MEMBERSHIP DUES 300 300
62375 RENTALS 600
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 4,000 3,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 700 700
3085 RECREATION FACILITY MAINT 530,900 542,300
359
City of Evanston
Recreation
3095 – Robert Crown Ice Rink
Description of Major Activities
The Robert Crown Ice Rink provides comprehensive year-round ice-related programs. Staff strives to maintain a high
quality indoor ice skating facility at a competitive fee rate. Participants of all ages and abilities, as well as the broad
spectrum of special interest groups, are served by the varied recreation programs. The services and facilities of the
Robert Crown Ice Center are structured to complement the programs of the Robert Crown Community Center. Some
Robert Crown Ice Center classes include: Learn to Skate, Figure Skating Lessons, Speed Skating, Learn to Skate
Hockey Classes, Hockey Specialty Clinics, Adult Broom Ball, Open Skate, and Rink Rentals.
FY 2005-2006 Objectives
• Continue to market the skating school through handouts, flyers, and participating in various skating events held
in the surrounding rinks by 2005
• Create additional figure skating programs such as: Ice Dance for Beginners, Pre-Competition Workshops and
Holiday Adult Skating Seminars by 2005.
• Create an intramural co-ed hockey program of at least six (6) teams (no checking). Market this program through
already existing women's programs and men's drop-in hockey programs by October 2005.
• Offer more youth hockey clinics, power clinics, puck handling, goalie clinics, etc by January 2006.
• Add more themes to open skate times such as: Valentine's Day Sweetheart Skate, Skate with the Easter Bunny,
Buddy Day, President's Day Skate, etc. by May 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Learn to skate classes 320 320 330
Hockey sessions held 30 32 32
Public skate participaition 17,000 17,000 17,000
Broomball league teams 28 28 24
Teams in Adult Hockey league 20 20 16
Scholarships granted $37,000 $32,000 $32,000
Approved Adjustments in 2005-2006 Budget
360
CITY OF EVANSTON
CROWN ICE RINK
3095
2004 -2005 2005 2006-
Appropriation Approved
3095 CROWN ICE RINK
61010 REGULAR PAY 242,500 251,600
61050 PERMANENT PART-TIME 268,900 279,000
61060 SEASONAL EMPLOYEES 48,300 48,300
61110 OVERTIME PAY 3,400 5,500
61510 HEALTH INSURANCE 37,700 37,700
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 800
61630 SHOE ALLOWANCE 400
62205 ADVERTISING 600 5,000
62210 PRINTING 10,400 6,000
62235 OFFICE EQUIPMENT MAINT 2,800 1,800
62245 OTHER EQMT MAINTENANCE 22,000 22,000
62275 POSTAGE CHARGEBACKS 4,900 4,900
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 20,500 20,500
62320 TELEPHONE CHARGEBACKS 4,300
62360 MEMBERSHIP DUES 5,400 5,400
62375 RENTALS 3,200 3,200
62490 OTHER PROGRAM COSTS 9,000 9,000
62495 LICENSED PEST CONTROL SERVICES 600 600
62505 INSTRUCTOR SERVICES 10,200 10,200
62507 FIELD TRIPS 20,500 20,500
62508 SPORTS OFFICIALS 12,500 5,000
62515 RENTAL SERVICES 1,000 1,000
62705 BANK SERVICE CHARGES 9,000
64005 ELECTRICITY 101,500 98,000
64015 NATURAL GAS 28,100 43,300
64540 TELECOMMUNICATIONS - WIRELESS 700 700
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 3,600 3,600
65040 JANITORIAL SUPPLIES 6,400 6,400
65050 BLDG MAINTENANCE MATERIAL 5,000 5,000
65070 OFFICE/OTHER EQT MTN MATL 10,400 9,400
65075 MEDICAL & LAB SUPPLIES 900 900
65080 MERCHANDISE FOR RESALE 35,900 35,900
65095 OFFICE SUPPLIES 3,100 3,100
65110 RECREATION SUPPLIES 53,600 53,600
3095 CROWN ICE RINK 988,100 999,200
361
City of Evanston
Recreation
3100 – Sports Leagues
Description of Major Activities
Activities contained in this business unit include the adult softball leagues and the Arbor Day Five race. These
programs give residents the opportunity to be involved in community recreation activities.
FY 2005-2006 Objectives
• To work with the Web page designer on the creation of a page for posting rainout announcements on the City
Web page by April 2005.
• To reformat the Arbor Day 5-K race to a "fun run" by March 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Adult Summer Softball Teams 73 80 80
Arbor Day Five Participants 55 0 100
Approved Adjustments in 2005-2006 Budget
362
CITY OF EVANSTON
SPORTS LEAGUES
3100
2004 -2005 2005 2006-
Appropriation Approved
3100 SPORTS LEAGUES
61010 REGULAR PAY 29,200 30,300
61050 PERMANENT PART-TIME 7,000 7,300
61060 SEASONAL EMPLOYEES 7,900 7,900
61510 HEALTH INSURANCE 3,800 3,800
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 900 900
62275 POSTAGE CHARGEBACKS 400 200
62295 TRAINING & TRAVEL 100 100
62320 TELEPHONE CHARGEBACKS 900
62360 MEMBERSHIP DUES 100 100
62508 SPORTS OFFICIALS 20,000 18,000
65110 RECREATION SUPPLIES 10,500 9,000
3100 SPORTS LEAGUES 80,900 77,700
363
City of Evanston
Recreation
3105 –Aquatic Camp
Description of Major Activities
The Aquatics Camp program is offered to youths age 8-13. The program consists of two 4-week sessions, with a
morning and afternoon group in each session. Activities include swimming, water skiing, sailing, canoeing, and
kayaking. In addition to these water activities, campers participate in land-related activities such as: kickball,
volleyball, special event days and other games and contests.
There are four parents' nights scheduled (1 per group). During these evenings, parents can participate with their
child in camp activities.
FY 2005-2006 Objectives
• To increase the training given to camp counselors in order to provide a better camp experience by June 2005.
• To continue to improve the skill set by further improving the basic water-safety skills by June 2005.
• To research and develop an evening camp for adults and children two nights a week by June 2005.
• To develop a non-motorized watercraft rental program at the lakefront seven days a week by July 2005.
• To research and develop a private/group lesson program (paddle and sail) two days a week at the lakefront by
June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Aquatic Camp Revenue $90,458 $95,020 $98,500
Total Camp Registrations 314 333 345
Approved Adjustments in 2005-2006 Budget
364
CITY OF EVANSTON
AQUATIC CAMP
3105
2004 -2005 2005 2006-
Appropriation Approved
3105 AQUATIC CAMP
61060 SEASONAL EMPLOYEES 34,400 56,000
61110 OVERTIME PAY 300
62210 PRINTING 800 200
62275 POSTAGE CHARGEBACKS 500 300
65025 FOOD 400 500
65070 OFFICE/OTHER EQT MTN MATL 400
65110 RECREATION SUPPLIES 3,500 5,200
65125 OTHER COMMODITIES 9,000
3105 AQUATIC CAMP 40,000 71,500
365
City of Evanston
Recreation
3110 – Tennis
Description of Major Activities
The tennis program, coordinated through Chandler-Newberger Center, includes indoor and outdoor programs, as well
as youth outreach programs. Indoor tennis is offered at Evanston Township High School. Outdoor youth and adult
tennis programs are offered in spring, summer and fall--primarily at four sites: James, Leahy, Lovelace and Robert
Crown Parks. The outdoor tennis program includes various camps, classes and leagues. Youth outreach lessons are
provided primarily at Evanston Township High School as well as various City parks.
Youth/Preschool Tennis Programs
Pee Wee Tennis Classes
Youth Free Lesson Days
Tennis Instruction Classes, Beg-Adv.
Weekend Tennis Camps
Summer Tennis Camps
Middle School Tennis League
Youth Tennis Leagues
Community Tennis
Private Lessons
Adult Programs
Tennis Instruction Classes, Beg.-Adv.
Weekend Tennis Classes
Senior Classes
Tennis Leagues
Adult Free Lessons Days
FY 2005-2006 Objectives
• Restructure the spring middle school tennis league by involving Evanston middle schools in the registration and
organizational process by March 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Adult Outdoor Lesson/League Participants 457 425 425
Youth Outdoor Lesson/League Participants 276 250 250
Youth Outdoor Summer Camp Participants 237 300 300
Adult Indoor Participants 178 175 175
Youth Indoor Participants 198 200 200
Approved Adjustments in 2005-2006 Budget
366
CITY OF EVANSTON
TENNIS
3110
2004 -2005 2005 2006-
Appropriation Approved
3110 TENNIS
61050 PERMANENT PART-TIME 14,400 15,000
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 1,200 1,700
62320 TELEPHONE CHARGEBACKS 400
62375 RENTALS 10,500
62380 COPY MACHINE CHARGES 1,000
62505 INSTRUCTOR SERVICES 93,800 116,900
62506 WORK-STUDY 500 1,000
62515 RENTAL SERVICES 10,500
65095 OFFICE SUPPLIES 800
65110 RECREATION SUPPLIES 1,600 1,600
3110 TENNIS 123,300 148,900
367
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 band performs in
local parades and national competitions.
FY 2005-2006 Objectives
• Develop a community sponsorship program to support Drum and Bugle Corps activities by February 2006.
• Continue to restructure the horn, drum and flag line to improve their presentation by February 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Drum Corps appearances 6 1 8
Approved Adjustments in 2005-2006 Budget
368
CITY OF EVANSTON
SPECIAL PROGRAMS
3125
2004 -2005 2005 2006-
Appropriation Approved
3125 SPECIAL PROGRAMS
61060 SEASONAL EMPLOYEES 12,300 12,300
3125 SPECIAL PROGRAMS 12,300 12,300
369
City of Evanston
Recreation
3130 – Special Recreation Programs
Description of Major Activities
Special Recreation offers, through the Evanston Recreation Division, specialized recreational programming for
individuals who have varying degrees of sensory, physical and/or developmental disabilities. Programs such as
swimming, bowling, the arts, athletics, after-school activities, special events and Special Olympics competition are
offered during the year. Day camp programs are offered during the summer in conjunction with District 65 programs
for special education students. In addition, Special Recreation provides inclusive support services for participants
with disabilities to assure equal access to all recreation programs in the least restrictive and appropriate environment,
as required by the Americans with Disabilities Act.
Youth Programs Adult Programs
Drama Therapy Recreational Swim
Music Therapy Fitness Training
Ecology Program Special Olympics Bowling Training
After-School Swim Special Olympics Track and Field Training
Cooking Program Special Olympics Aquatic Training
Fitness Training Special Olympics Area and State Competition
Special Olympics Track and Field Training Special Events- Weekend full day trips
Special Olympics Aquatics Training Family Camp Weekend
Special Olympics Bowling Training Adult Gadabout activities
Park Camp Adult craft programs
Camp REAL Adult cooking program
Special Olympics Area and State Competition
Special Events- Weekend full day trips
Family Camp Weekend
Inclusion services provided to the Recreation Division include, but are not limited to; Inclusion training, Behavior
management, Inclusion companions, and Family consultations.
FY 2005-2006 Objectives
• Provide all staff with the opportunity to become certified in basic principles of coaching for Special Olympics by
April 2005.
• To establish a Thursday evening basketball program for young adults/adults with disabilities by June 2005.
• Develop a teen/young adult weekend social program to address independent socialization skills by September
2005.
• Develop a marketing strategy to increase the awareness and availability of Special Recreation services by
January 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Attendance 918 1,209 1,300
Volunteers 25 35 40
Program Offerings 72 81 85
Approved Adjustments in 2005-2006 Budget
370
CITY OF EVANSTON
SPECIAL RECREATION
3130
2004 -2005 2005 2006-
Appropriation Approved
3130 SPECIAL RECREATION
61010 REGULAR PAY 43,000 44,700
61050 PERMANENT PART-TIME 109,500 113,700
61060 SEASONAL EMPLOYEES 31,700 36,700
61110 OVERTIME PAY 3,000
61510 HEALTH INSURANCE 7,500 7,500
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 100 200
62320 TELEPHONE CHARGEBACKS 1,800
62360 MEMBERSHIP DUES 300 500
62490 OTHER PROGRAM COSTS 19,100 19,100
62505 INSTRUCTOR SERVICES 4,400 4,400
62507 FIELD TRIPS 3,100 5,000
62511 ENTERTAIN/ PERFORMER SVCS 6,700 2,000
62515 RENTAL SERVICES 10,900 10,900
64540 TELECOMMUNICATIONS - WIRELESS 1,500 1,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 2,700 3,500
65025 FOOD 2,700 4,000
65075 MEDICAL & LAB SUPPLIES 600 600
65095 OFFICE SUPPLIES 500 500
65110 RECREATION SUPPLIES 5,900 8,500
3130 SPECIAL RECREATION 255,400 269,700
371
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 are approximately eighty (80) children between
the ages of 5 -12 years old who currently use this bus transportation during the entire school year, Monday through
Friday. The schools that participate are Dawes, Dewey, King Lab, Kingsley, Lincoln, Lincolnwood, Oakton, Orrington,
Timber Ridge, Walker, Washington, and Willard.
FY 2005-2006 Objectives
• To update the safety procedure information, provided to the bus drivers of the bus program by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
After-School Bus Program Participants 80 90 100
Approved Adjustments in 2005-2006 Budget
372
CITY OF EVANSTON
BUS PROGRAM
3140
2004 -2005 2005 2006-
Appropriation Approved
3140 BUS PROGRAM
61050 PERMANENT PART-TIME 34,500 35,800
61110 OVERTIME PAY 1,000 2,000
64540 TELECOMMUNICATIONS - WIRELESS 1,100 1,300
3140 BUS PROGRAM 36,600 39,100
373
City of Evanston
Recreation
3150 – Park Service Unit
Description of Major Activities
The Park Rangers check all City parks, the lakefront and all community centers on a routine basis. Special emphasis
is given to the lakefront and other highly-used areas.
Rangers inform patrons of regulations and enforce the regulations when needed. The Park Rangers also contact the
Evanston Police Department if needed.
Rangers check and secure park buildings and gates each evening. They also identify broken equipment, making
needed repairs and/or reporting the problem to the Recreation Maintenance or Parks Department.
Rangers issue tickets for parking violations or unleashed dogs in the parks; assist with traffic control and parking at
special events; inspect park equipment for safety; and check users of athletic fields for permits.
FY 2005-2006 Objectives
• To document and photograph all of the city ordinance signs, which are located in each park by January 2006.
• To develop a program on playground inspections to include in the Ranger training by June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Playground inspections per-month 2 2 3
Approved Adjustments in 2005-2006 Budget
374
CITY OF EVANSTON
PARK SERVICE UNIT
3150
2004 -2005 2005 2006-
Appropriation Approved
3150 PARK SERVICE UNIT
61010 REGULAR PAY 9,900 10,300
61050 PERMANENT PART-TIME 37,400 38,800
61060 SEASONAL EMPLOYEES 4,600 4,600
61110 OVERTIME PAY 2,200 2,200
61510 HEALTH INSURANCE 1,900 1,900
61630 SHOE ALLOWANCE 400
64540 TELECOMMUNICATIONS - WIRELESS 2,600 2,600
65020 CLOTHING 1,200 1,000
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
3150 PARK SERVICE UNIT 61,300 63,300
375
City of Evanston
Recreation
3155 – Youth Golf Program
Description of Major Activities
The 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 2005-2006 Objectives
• Increase girls, youth golf participation from 10 girls in 2004 to 20 girls in 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Youth Golf Participants 114 130 135
Approved Adjustments in 2005-2006 Budget
376
CITY OF EVANSTON
GOLF
3155
2004 -2005 2005 2006-
Appropriation Approved
3155 GOLF
61060 SEASONAL EMPLOYEES 700
62205 ADVERTISING 200 200
62375 RENTALS 1,200
62505 INSTRUCTOR SERVICES 11,900 12,900
62506 WORK-STUDY 1,000
65095 OFFICE SUPPLIES 300
65110 RECREATION SUPPLIES 1,500 1,500
3155 GOLF 14,300 17,100
377
378
City of Evanston
Parks and Forestry Department
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
3505 – General Support 262,960 258,500 277,760 263,200
3510 – Horticultural Maintenance 1,105,500 1,280,600 1,229,360 1,314,700
3515 – Parkway Tree Maintenance 552,840 701,700 758,200 718,400
3520 – Dutch Elm Disease Control 552,840 572,800 626,510 587,300
3525 – Tree Planting 236,740 246,500 269,820 348,700
3530 – Private Elm Tree Insurance 0 42,200 46,831 42,300
3535 – Dutch Elm Inoculation Program 0 0 0 958,000
Services Billed Out -41,000 -44,000 -42,300 -42,000
Total Expenditures: $ 2,669,880 $ 3,058,300 $ 3,166,181 $ 4,190,600
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $137,950. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• With the heavy losses of insured Elms over the past two years, the projected revenues for FY 2005-06 have
been reduced to reflect actual historical data. This has resulted in a decrease of $2,000 for Services Billed Out.
Additionally, a new element, Dutch Elm Inoculation Program, was created to account for costs incurred for the
inoculation of all park and parkway elm trees in Evanston.
Performance Report on FY 2004-2005 Major Program Objectives
Expansion of the Private Elm Tree Insurance Plan has proven difficult. Staff has increased publicity of the program
and attempted to further educate residents, but overall participation remains constant.
Efforts to draft a Tree Preservation Ordinance have taken a lower priority to other unforeseen priorities within the
Division. The extremely high incidence of Dutch Elm Disease, and the request to reduce the extremely long waiting
list for tree planting have taken precedence over other staff endeavors.
The development of a Master Plan for the Ladd Arboretum is progressing. Staff has met with the Ladd Arboretum
Committee and other stakeholders to begin the process. It is hoped that the plan will be completed in early to mid
2005.
2005-2006 Department Initiatives
1. Implement the proposed 50/50 cost sharing fungicide injection program for the remaining public American Elm
trees citywide in an attempt to preserve them for as long as possible.
2. Educate citizens on the benefits of tree planting and maintenance.
3. Maintain, upgrade, and preserve all parkland so the residents are able to use and enjoy them to their fullest
potential.
379
City of Evanston
Parks and Forestry
3505 – Parks & Forestry General Support
Description of Major Activities
The administrative functions of the Parks/Forestry Division are included in this Business Unit. The unit includes 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 2005-2006 Objectives
• To continue the development and completion of the Ladd Arboretum Master Plan by the Summer of 2005.
• Begin the development of a master plan for all lakefront park properties.
• Develop a methodology for accurately tracking fungicide injections for all public American Elm trees citywide.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Capital Projects Funded 8 8 10
Capital Projects Completed 6 7 8
Employees attending outside training programs 15 26 30
Average sick days used per employee annually 4 3 4
Citizen requests for tree work 1,150 1,760 1,500
Approved Adjustments in 2005-2006 Budget
380
CITY OF EVANSTON
PARKS & FORESTRY GENERAL SUP
3505
2004 -2005 2005 2006-
Appropriation Approved
3505 PARKS & FORESTRY GENERAL SUP
61010 REGULAR PAY 207,300 215,100
61510 HEALTH INSURANCE 22,500 22,500
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 3,000
61630 SHOE ALLOWANCE 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
62320 TELEPHONE CHARGEBACKS 13,900
62335 DATA PROCESSING SERVIC 800 800
62360 MEMBERSHIP DUES 900 900
62375 RENTALS 2,800 2,800
64540 TELECOMMUNICATIONS - WIRELESS 9,600
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
65105 PHOTO/DRAFTING SUPPLIE 600 600
3505 PARKS & FORESTRY GENERAL SUP 258,500 263,200
381
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 2005-2006 Objectives
• To develop a formal plan for tree and shrub replacements when removals take place on park properties by June,
2005.
• To investigate the feasibility of converting and using City-generated wood waste into ADA compliant playground
mulch by September, 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Trees planted 22 18 24
Shrubs planted 90 85 100
Shrub bed maintenance interval during growing season 60 days 70 days 60 days
Mowing rotation 4.5 days 4.5 days 4 days
Playground surfacing renovations 28 24 30
Bulbs/Ground Cover planted 3,950 2,000 3,000
Approved Adjustments in 2005-2006 Budget
382
CITY OF EVANSTON
HORTICULTURAL MAINTENANCE
3510
2004 -2005 2005 2006-
Appropriation Approved
3510 HORTICULTURAL MAINTENANCE
61010 REGULAR PAY 720,500 747,600
61060 SEASONAL EMPLOYEES 30,000 30,000
61110 OVERTIME PAY 27,000 27,000
61510 HEALTH INSURANCE 114,600 114,600
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 2,000
62195 LANDSCAPE MAINTEANCE SERVICES 110,000 115,000
62245 OTHER EQMT MAINTENANCE 400 400
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 180,700 180,700
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 1,280,600 1,314,700
383
City of Evanston
Parks and Forestry
3515 – Maintenance of Parkway Trees
Description of Major Activities
All parkway tree maintenance (26,729 trees) is provided for within this Business Unit. 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 2005-2006 Objectives
• Implement an inspection program for parkway trees by June 2005 in order to identify hazardous trees before
damage results.
• Contract out additional tree trimming by May 2005 to assist staff in returning to a six-year trimming cycle.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Parkway trees trimmed by City crews 4,617 3,300 4,400
Hazardous trees removed 51 46 50
Dead trees removed 127 61 75
Other City owned trees removed 12 19 15
Total number of trees removed 190 126 140
Hazardous trees cabled 3 2 2
Wasp/hornet nests removed 5 9 5
Employee overtime hours for emergency storm damage 650 420 500
Approved Adjustments in 2005-2006 Budget
384
CITY OF EVANSTON
PARKWAY TREE MAINTENANCE
3515
2004 -2005 2005 2006-
Appropriation Approved
3515 PARKWAY TREE MAINTENANCE
61010 REGULAR PAY 444,500 461,200
61110 OVERTIME PAY 14,900 14,900
61510 HEALTH INSURANCE 72,600 72,600
61615 LIFE INSURANCE 600 600
62245 OTHER EQMT MAINTENANCE 200 200
62305 RENTAL OF AUTO-FLEET SER 154,200 154,200
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 701,700 718,400
385
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 40 years. The City
currently has a parkway American Elm population of 3,401 trees.
FY 2005-2006 Objectives
• To implement a fungicide injection program by June 2005 to preserve as many remaining American Elms as
possible.
• Continue to aggressively scout for symptoms of Dutch Elm Disease in order to perform as many cut-outs as
possible.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Parkway Elms infected with DED 191 500 300
Percentage of parkway elms infected 5.07 % 13.77% 8.82%
Number of cut-outs performed on parkway Elms 52 121 100
Newly infected parkway Elm removals 121 197 200
Removals due to unsuccessful cut-outs 18 33 30
Total of parkway Elms removed 139 230 230
Percentage of parkway Elms actually removed 3.69 % 6.33% 6.76%
Other City owned Elms removed 89 164 100
Average work days from disease identification until tree
removal 24 44 25
Average work days from tree removal until stump
removal 86 90 60
Approved Adjustments in 2005-2006 Budget
386
CITY OF EVANSTON
DUTCH ELM DISEASE CONTROL
3520
2004 -2005 2005 2006-
Appropriation Approved
3520 DUTCH ELM DISEASE CONTROL
61010 REGULAR PAY 350,700 363,900
61060 SEASONAL EMPLOYEES 12,000 12,000
61110 OVERTIME PAY 16,600 16,600
61510 HEALTH INSURANCE 55,400 55,400
61615 LIFE INSURANCE 500 500
61630 SHOE ALLOWANCE 1,300
62210 PRINTING 100 100
62245 OTHER EQMT MAINTENANCE 400 400
62305 RENTAL OF AUTO-FLEET SER 108,200 108,200
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 400 300
65075 MEDICAL & LAB SUPPLIES 100 200
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 572,800 587,300
387
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 $160.00. 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 2005-2006 Objectives
• Work with the Suburban Tree Consortium to develop availability of new tree species for parkway plantings over
the next 5 - 10 years.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Percentage of new tree survival 95 % 94% 95%
Percentage of residents choosing tree species 38 % 39% 40%
Percentage of residents choosing larger size tree 12 % 8% 10%
Total number of new parkway trees planted 238 493 650
Approved Adjustments in 2005-2006 Budget
388
CITY OF EVANSTON
TREE PLANTING
3525
2004 -2005 2005 2006-
Appropriation Approved
3525 TREE PLANTING
61010 REGULAR PAY 112,900 117,200
61110 OVERTIME PAY 5,200 5,200
61510 HEALTH INSURANCE 17,100 17,100
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 900
62305 RENTAL OF AUTO-FLEET SER 45,100 45,100
65005 AGRI/BOTANICAL SUPPLIES 65,000 162,000
65020 CLOTHING 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
3525 TREE PLANTING 246,500 348,700
389
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 2005-2006 Objectives
• To investigate methods for expanding participation in the program through further educational programs and
publicity by May 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Percentage of removal costs covered by premiums 96 87 100
Insured Elms removed 25 30 25
Elm trees covered under program:
Small 15 11 15
Medium 79 66 65
Large 163 165 163
Extra-Large 198 197 195
TOTAL 455 439 438
Approved Adjustments in 2005-2006 Budget
390
CITY OF EVANSTON
PRIVATE ELM TREE INSURANCE
3530
2004 -2005 2005 2006-
Appropriation Approved
3530 PRIVATE ELM TREE INSURANCE
61630 SHOE ALLOWANCE 300
62275 POSTAGE CHARGEBACKS 200
62385 TREE SERVICES 42,000 42,000
66125 SERVICES BILLED OUT 44,000-42,000-
3530 PRIVATE ELM TREE INSURANCE 1,800-300
391
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 2005-2006 Objectives
• Draft an ordinance to give the City the authority to implement the 50/50 cost-sharing aspect of the program.
• Develop methodology to collect the property owner's share of the cost of injections.
• Develop publicity and informational materials to educate all Evanston residents about the program, specifically
those with elm trees on their parkways.
• Complete the new public tree inventory in order to obtain an accurate count of the remaining public elm trees.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of parkway elms injected 2900
Number of park elms injected 400
Total number of public elms injected 3300
Number of City employees trained in injection methods 14
Percentage of injected elms contracting DED 3%
Approved Adjustments in 2005-2006 Budget
392
CITY OF EVANSTON
DUTCH ELM INOCULATION PROGRAM
3535
2004 -2005 2005 2006-
Appropriation Approved
3535 DUTCH ELM INOCULATION PROGRAM
62496 DED INOCULATION 858,000
62497 INOCULATION FUND.-ANNUAL AMORT 100,000
3535 DUTCH ELM INOCULATION PROGRAM 958,000
393
City of Evanston
Ecology Center
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
3605 – Ecology Center 276,460 292,000 314,150 314,300
3610 – Eco-Quest Day Camp 85,980 89,700 81,040 100,200
Total Expenditures: $ 362,440 $ 381,700 $ 395,190 $ 414,500
Revenues:
Birdseed Sales 4,000 4,000 3,000 3,000
Bookstore Sales 700 300 300 400
Building Rental 1,500 10,500 4,000 5,500
Dried Flower Sales 2,200 2,200 2,200 2,000
Ecology Center Classes 18,500 18,500 30,000 32,000
Ecology Center Summer Camps 165,000 160,000 163,000 160,000
Evanston Environmental Assoc. 1,500 1,500 1,500 1,500
Garden Plot Rentals 11,300 11,300 11,500 11,500
Greenhouse Plant Sales 200 1,000 200 200
School Group Revenue 4,400 1700 3,000 4,000
Total Revenues: $ 209,300 $ 211,000 $ 218,700 $ 220,100
Notes for Financial Summary
• The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $21,670. These
expenses were budgeted in the General Fund Contingency Element but accounted for across all business units
in the General Fund, creating an artificially inflated balance for this Department.
• The Ecology Center is responsible for issuing permits for the Bonfire Circle, which is an additional revenue
source of $1,500.
Performance Report on FY 2004-2005 Major Program Objectives
The Ecology Center has enjoyed using the new addition. Not only is program space doubled, but several functions
can take place at the same time. A preliminary rental policy was established which includes the option of having a
one-day liquor license; this has allowed for functions such as organizational annual meetings, parties, and wedding
receptions. The rental policy will be refined as the Ecology Center becomes more familiar with issues, supervision,
and accommodations necessary for successful rentals. Additionally, the room has hosted public meetings, hearings,
and community educational initiatives.
Initial work has begun on a plan for the future of the Ladd Arboretum. The plan addresses specific initiatives such as
landscaping around the Ecology Center, as well as planning for the mature development of the Ladd Arboretum.
Accommodations are being made for the resurfacing of McCormick Boulevard which will occur in summer 2005. The
Rotary Club of Evanston is in the final stages of planning for the re-development of the Rotary Friendship Garden
area of the Ladd Arboretum. Rotary International will host its 100th anniversary celebration in June 2005 and the
Garden dedication will occur during the Convention in June 2005.
With the final completion of the Ecology Center addition, planning is in place for a Grand Opening on October 24,
2004. The month of October will celebrate the Ecology Center and provide several fundraising opportunities for the
Evanston Environmental Association (EEA) which will help to reduce the existing construction loan on the facility.
Two exhibits will be highlighted at the Grand Opening: an entrance ceramic mosaic that was crafted by Special
Recreation and summer camp participants, and a building-wide exhibit in which every summer camper in the 2000
season handcrafted some part of the exhibit. Details range from a giant bird's nest to a walk-through garden.
Ecology Center summer camps continue to provide the largest source of revenue for the Center as well as fulfill its
mission of environmental education. Camp curriculums are in place and will be modified through constant evaluation
394
City of Evanston
Ecology Center
and input from staff and participants as the programs are modified to meet changing themes and locations. Summer
camp staff is encouraged to create relationships with camper parents that allow for successful camper experiences.
Ecology Center camps continue to set standards for camper inclusiveness modeling successful strategies that
provide good experiences for campers of all abilities.
Ecology Center staff provided several after-school science clubs at a number of elementary schools, as well as
provided expertise on science power, a District #65 interactive cable television program that hosts live calls from
students.
2005-2006 Department Initiatives
With construction completed, Ecology Center staff will concentrate on projects in several areas, including increasing
membership in the Evanston Environmental Association, which provides a support basis for the Center and its
programming. A membership goal of 400 has been established for 2005/06.
Staff will concentrate on developing a system for hanging art work, as well as a gallery space for local art and nature
exhibits. Integral to the Ecology Center's mission is creating displays that help Center visitors learn more about the
natural history of Evanston. We plan to renovate donated display cases that will feature items such as animal skins,
bird nests, and ecology displays.
Several wooden picnic tables and benches will be refinished to provide an extension of our new multi-purpose room
to the outdoors. This will allow for a seated outdoor classroom, as well outdoor space for programs and events.
With the reconstruction of McCormick Blvd., staff will be working with the contractor in regards to replacing trees
along the Blvd.
395
City of Evanston
Ecology Center
3605 – Ecology Center
Description of Major Activities
Program personnel provide environmental education programs and services to the community. Staff works with the
Ladd Arboretum Committee (which reports to Human Services Committee), Evanston Environmental Association
(501c3) membership organization and its members, Evanston Environment Board (reports to Human Services
Committee), program participants, and the public. Services include school programs, public education programs,
summer nature day camps, teacher workshops, and community gardening. The Ecology Center is responsible for
four City buildings: the Ecology Center, the Carlson Educational Greenhouse, and the North and South Fog houses
at Lighthouse Park. Fund-raising projects from membership drives to special events provide additional revenues for
operations. Ecology Center staff work with area garden and bird clubs to promote environmental projects and
information. A resource library 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,
as well as a six month free public fishing program at Lovelace Park. The Ecology Center coordinates volunteer work
groups in the Ladd Arboretum, as well as other City parks.
FY 2005-2006 Objectives
• Develop an informative and attractive brochure for the public distribution focusing on rental opportunities at the
Ecology Center by March 2005.
• Research storage options for Ecology Center program and camp materials; determine a storage plan by April
2005.
• Work with Parks/Forestry to develop a comprehensive plan for the Ladd Arboretum by February 2006.
• Complete exhibit cases for natural history displays by April 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of Garden Plots Rented 234 234 234
Number of Ecology Center visitors 18,000 18,500 19,000
Number of EEA members 237 300 400
Number of School Participants 2,800 3,000 3,200
Number of Program Participants 2,800 3,500 3,500
Number of Public Programs offered 112 120 120
Number of program hours 5,800 6,000 7,000
Hours of volunteer participation 2,100 2,800 3,200
Public Meeting Use N/A 25 50
Approved Adjustments in 2005-2006 Budget
396
CITY OF EVANSTON
ECOLOGY CENTER
3605
2004 -2005 2005 2006-
Appropriation Approved
3605 ECOLOGY CENTER
61010 REGULAR PAY 187,900 195,000
61050 PERMANENT PART-TIME 27,200 44,400
61510 HEALTH INSURANCE 30,000 30,000
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 2,200 2,600
61630 SHOE ALLOWANCE 300
62205 ADVERTISING 200
62210 PRINTING 1,000 800
62235 OFFICE EQUIPMENT MAINT 600 500
62275 POSTAGE CHARGEBACKS 2,000 2,400
62295 TRAINING & TRAVEL 200 400
62320 TELEPHONE CHARGEBACKS 2,500
62360 MEMBERSHIP DUES 600 600
62375 RENTALS 1,000 500
62490 OTHER PROGRAM COSTS 2,800 1,000
62495 LICENSED PEST CONTROL SERVICES 800
62507 FIELD TRIPS 500 1,500
62511 ENTERTAIN/ PERFORMER SVCS 100 600
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
65025 FOOD 900 1,100
65040 JANITORIAL SUPPLIES 400 400
65050 BLDG MAINTENANCE MATERIAL 1,200 1,200
65080 MERCHANDISE FOR RESALE 7,000 4,000
65085 MINOR EQUIPMENT & TOOLS 800 800
65095 OFFICE SUPPLIES 2,500 3,600
65105 PHOTO/DRAFTING SUPPLIE 200 200
65110 RECREATION SUPPLIES 3,600 4,000
3605 ECOLOGY CENTER 292,000 314,300
397
City of Evanston
Ecology Center
3610 – Eco-Quest Day Camp
Description of Major Activities
The Ecology Center summer camp program provides camp experiences for children ages 3 - 12 years. 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. EcoQuest, Kinglet, and EcoExplorer camp provide full-day or half-day sessions for children ages 5 -12 years.
Wildflowers, our oldest camp, provides four sessions for children ages 3 and 4 in which they have an opportunity to
investigate the natural environment.
Kinglet Camp, a camp exclusively for 5-year-olds, utilizes the Lovelace Park field house.
EcoExplorer, started in 1994, addresses a more advanced camping and outdoor experience for 4th - 6th graders and
uses the fog houses at Lighthouse Beach.
Kinglet Camp and EcoExplorer Camp rotate sites using both the North Fog house at Lighthouse Park and the
building at Lovelace Park. Summer Summit, our mini-camp at the end of summer, is for campers of any age that
need a full-day camp. Sites for the camp include the two fog houses at Lighthouse Park, several beaches, and the
Ecology Center.
FY 2005-2006 Objectives
• Research and evaluate the Ecology Center camp structure with consideration of changing from 2-week to 4-
week sessions (especially for EcoExplorer) as well as content focus to ensure quality programming by March
2005.
• Review and revise the summer staff operations manual as well as the parent packet based on camp evaluations
sent out in Fall 2004, staff feedback, and department review by April 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Total camp enrollment 820 835 850
Number of camp program hours
(# of campers X # of hours spent in camp)
43,800 44,000 45,000
Approved Adjustments in 2005-2006 Budget
398
CITY OF EVANSTON
ECO-QUEST DAY CAMP
3610
2004 -2005 2005 2006-
Appropriation Approved
3610 ECO-QUEST DAY CAMP
61060 SEASONAL EMPLOYEES 68,600 76,300
62205 ADVERTISING 100 100
62210 PRINTING 1,300 1,300
62490 OTHER PROGRAM COSTS 5,200 4,000
62507 FIELD TRIPS 2,500 6,000
62511 ENTERTAIN/ PERFORMER SVCS 2,000 1,000
62705 BANK SERVICE CHARGES 2,000
65020 CLOTHING 2,500 3,000
65025 FOOD 2,500 3,500
65110 RECREATION SUPPLIES 3,000 5,000
3610 ECO-QUEST DAY CAMP 89,700 100,200
399
City of Evanston
Cultural Arts Division
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
3700 – Arts Council 102,270 116,700 64,990 104,900
3710 – Noyes Cultural Arts Center 247,790 288,500 268,190 302,400
3720 – Cultural Arts Programs 407,555 483,400 393,830 479,600
Total Expenditures: $757,615 $888,600 $727,010 $886,900
Revenues:
Cultural Arts Programs 388,670 324,200 375,970 288,500
Noyes Center Revenues 164,885 278,100 175,610 278,800
Illinois Arts Council Re-granting 14,100 14,100 14,100 14,100
Total Revenues: $567,655 $616,400 $565,680 $581,400
Notes for Financial Summary
The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $28,730. These expenses
were budgeted in the General Fund Contingency Element but accounted for across all business units in the General
Fund, creating an artificially inflated balance for this Department.
Performance Report on FY 2004-2005 Major Program Objectives
The many cultural arts programs offered by the Cultural Arts Division in 2004-05 provided Evanston residents a wide
variety of art experiences. In addition, our Cultural Fund supported Evanston arts organizations and individual artists
by funding worthwhile projects throughout our City.
The Starlight Concert Series featured 12 concerts, evenly split between Dawes and James Parks. Residents flock to
the concert series to picnic in the park and enjoy everything from Cajun to classical music.
The Evanston Ethnic Arts Festival, a two-day celebration of cultural diversity, presented the best in ethnic art, food
and performance. Over 65 cultures were represented on the third weekend in July, through 120 artist exhibitors, 20
food vendors, family art activities, a poetry/storytelling tent and two stages of continuous entertainment with
performances of ethnic music and dance.
The 32nd Evanston Lakeshore Arts Festival featured 125 juried artists from across the country who exhibited
ceramics, sculpture, textiles, paintings, jewelry, watercolors, photography, glass and wood of the highest quality.
Many exhibitors donated original works to be sold at the festival's live auction. The entertainment line-up featured live
classical and jazz music. An array of food vendors and the Children's Corner, which featured family entertainment
and art projects, made this two-day event a destination for thousands of people this summer.
Over 5,000 people attended events throughout the City during Arts Week Evanston 2003. From a sold-out dance
showcase at the Levy Center, to a legislative breakfast with Evanston’s state and federal legislators, to concerts,
workshops and tours, the City turned its spotlight on the truly rich variety of arts produced and housed in Evanston.
The event continues to grow in popularity; planning is under way now Arts Week Evanston 2004.
The Cultural Fund program awarded $38,100 in grants to artists and arts organizations who requested funding for
high quality, innovative projects or for stability grants.
Strong curricular components are included in the planning and execution of the summer Arts Camp and the Young
Artist Program (YAP) in order to involve more youth in the arts. Arts Camp is now available in both a half-day and full-
day format. The Arts Camp theme day curriculum was very successful and utilized City staff from outside the division
as resources. Attendance in the Young Artist Program for teens continues to grow.
The Public Art Committee continued to review several projects, including the new mural at Fire Station #3.
400
City of Evanston
Cultural Arts Division
The Arts Council revised and updated the Cultural Fund guidelines for 2005. In addition, the Arts Council and Public
Art Committee increased its presence during Arts Week; both groups hosted activities.
Minor renovations were completed in the theatre space and Green Room at the Noyes Cultural Arts Center. A new
handicap lift was installed on the first floor north landing. The new part-time building supervisor positions were filled,
which has increased security and provided improved customer service. The second floor gallery renovations are
being completed in order to showcase additional works. The gallery had international attention regarding some of the
art work being displayed.
Once again, the Mayor's Award recognized the importance of individuals in the arts.
2004-2005 Department Initiatives
1. Assist Evanston artists and arts organizations and foster collaboration and communication between them.
2. Identify community arts needs and develop programs and opportunities to meet those needs.
3. Integrate the arts and foster arts education 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.
401
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 $5,000 per grant to Evanston-based not-for-profit 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.
FY 2005-2006 Objectives
• Review and monitor the community service requirements of Noyes resident artists by February 2006.
• Review and make recommendations to City Council for Cultural Fund grants by March 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Groups Receiving Cultural Fund Assistance:
Organizational Projects 15 13 20
Grant Workshops 1 1 2
Technical Assistance 120 135 150
Approved Adjustments in 2005-2006 Budget
402
CITY OF EVANSTON
ARTS COUNCIL
3700
2004 -2005 2005 2006-
Appropriation Approved
61010 REGULAR PAY 44,800 39,800
61050 PERMANENT PART-TIME 2,600
61110 OVERTIME PAY 600 1,200
61510 HEALTH INSURANCE 5,700 5,700
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
62185 OTHER CONSULTING SERVICES 1,700
62205 ADVERTISING 400 400
62210 PRINTING 4,375 4,400
62235 OFFICE EQUIPMENT MAINT 800 400
62275 POSTAGE CHARGEBACKS 2,800 1,400
62295 TRAINING & TRAVEL 300 300
62315 POSTAGE 2,525 1,000
62320 TELEPHONE CHARGEBACKS 4,100
62360 MEMBERSHIP DUES 1,500 1,500
62365 RECEPTION/ENTERTAINMEN 300 300
62375 RENTALS 800 800
62490 OTHER PROGRAM COSTS 3,500 1,800
62506 WORK-STUDY 2,600
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)116,700 104,900
403
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 on an hourly basis. 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 Black History Month and Arts Week draw thousands of people into the Center each year. In addition,
Noyes resident artists provide more than $30,000 in community service each year.
FY 2005-2006 Objectives
• Update study of artist's facilities to compare amenities and fees for space and services by September 2005.
• Develop a "How To" office procedures manual to support the building supervisors and secretarial functions by
June 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Tenant Rental Revenue 214,892 250,116 246,534
Number of Community Use Events/Rentals 22,000 21,590 22,000
Tenant Community Service Value 34,115 35,062 36,980
Approved Adjustments in 2005-2006 Budget
404
CITY OF EVANSTON
NOYES CULTURAL ARTS CTR
3710
2004 -2005 2005 2006-
Appropriation Approved
3710 NOYES CULTURAL ARTS CTR
61010 REGULAR PAY 119,300 123,800
61050 PERMANENT PART-TIME 58,000 69,600
61110 OVERTIME PAY 6,100 6,100
61510 HEALTH INSURANCE 20,100 20,100
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 100
61630 SHOE ALLOWANCE 800
62205 ADVERTISING 1,000 1,000
62210 PRINTING 100 100
62225 BLDG MAINTENANCE SERVICES 11,100 3,600
62235 OFFICE EQUIPMENT MAINT 1,000 700
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 7,600
62365 RECEPTION/ENTERTAINMEN 100 100
62375 RENTALS 100 4,000
62425 ELEVATOR CONTRACT COSTS 2,400
62495 LICENSED PEST CONTROL SERVICES 400 800
62518 SECURITY/ALARM CONTRACTS 800
64005 ELECTRICITY 28,000 28,000
64015 NATURAL GAS 24,400 29,300
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 400 400
65025 FOOD 200 200
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 3,100
3710 NOYES CULTURAL ARTS CTR 288,500 302,400
405
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
Description of Major Activities
Program activities 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, and the Mayor's Award for the Arts and
Community Service at Noyes. The administrative functions of the Cultural Arts Division are included in this element.
These activities involve the work of the Cultural Arts/Arts Council Director, Secretary, Senior Program Coordinator
and Program Manager.
FY 2005-2006 Objectives
• Increase the number of organizations committed to support the sponsorship package (2 festivals, concerts, and
Arts Week) by 50% by February 2006.
• Add a spring break camp for children ages 6 to 10 years by April 2005.
• Develop 1/2 day camp into specialty camps such as media and creative writing camp by June 2005.
• Award an individual and an institution a Mayor's Award for the Arts.
• Review the structure of arts week and determine how additional activities can be incorporated into the program
by November 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of organizations committed to sponsoring events 4 4 6
Approved Adjustments in 2005-2006 Budget
406
CITY OF EVANSTON
CULTURAL ARTS PROGRAMS
3720
2004 -2005 2005 2006-
Appropriation Approved
61010 REGULAR PAY 131,000 129,200
61050 PERMANENT PART-TIME 11,700 8,500
61060 SEASONAL EMPLOYEES 153,900 144,500
61062 SPECIAL EVENT SALARIES 5,000 5,000
61510 HEALTH INSURANCE 19,600 19,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 800 800
62205 ADVERTISING 15,700 16,200
62210 PRINTING 21,200 23,100
62215 PHOTOGRAPHERS/BLUEPRINTS 700 700
62235 OFFICE EQUIPMENT MAINT 800
62275 POSTAGE CHARGEBACKS 1,400 1,600
62295 TRAINING & TRAVEL 1,700 1,700
62315 POSTAGE 4,400 4,500
62320 TELEPHONE CHARGEBACKS 2,600
62360 MEMBERSHIP DUES 500 500
62365 RECEPTION/ENTERTAINMEN 1,900 1,900
62375 RENTALS 100 100
62490 OTHER PROGRAM COSTS 3,900 4,100
62500 TECHNICAL INFORMATION SERVICES 6,000 6,000
62506 WORK-STUDY 400 1,200
62507 FIELD TRIPS 3,800 3,800
62509 SERVICE AGREEMENTS / CONTRACTS 2,500 4,600
62511 ENTERTAIN/ PERFORMER SVCS 46,400 47,300
62515 RENTAL SERVICES 22,300 26,500
62560 TELEPHONE TELEGR CHBK 100 100
62602 OTHER CONTRACTUAL SVC CHGBACK 600 600
62700 SCHOLARSHIPS 200 200
64530 TELECOMMUNICATIONS - HANDHELD 300 200
64540 TELECOMMUNICATIONS - WIRELESS 200 1,200
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65020 CLOTHING 4,600 4,700
65025 FOOD 600 600
65095 OFFICE SUPPLIES 3,700 3,700
65110 RECREATION SUPPLIES 14,200 14,300
Grand Total(s)483,400 477,600
407
408
PART IV
OTHER FUNDS BUDGET
409
410
City of Evanston
All Funds
Three Year Budget History
$164,909,249
$175,797,800
$154,799,110
$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
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
Expenditures by Fund
Parking Fund
2.22%
General Fund, 47.05%Water Fund
8.17%
Police Pension Fund
3.58%
Fire Pension Fund
2.72%
Emergency Telephone
Fund, 1.25%
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%Sewer Fund
10.20%
Economic Development
Fund 0.85%Special Service District
0.09%Downtown II TIF
3.63%
Debt Service (G.O. Bonds)
6.36%
Southwest TIF
0.55%
Southwest II TIF
0.61%
411
City of Evanston
Motor Fuel Tax Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Appropriation:
Estimated Funds Available for Programming 3/01 2,162,418 1,570,818 2,597,643 2,462,643
Plus State Allotments 2,119,189 2,000,000 2,000,000 2,000,000
Investment Earnings 25,809 55,000 25,000 55,000
Total Funds Provided: $ 4,307,416 $ 3,625,818 $ 4,622,643 $ 4,517,643
Funds Applied:
Transfer to General Fund – Street Maintenance 630,000 630,000 630,000 650,000
Transfer to General Fund – Staff Engineering 120,000 120,000 120,000 122,500
Total Transfers to General Fund: $ 750,000 $ 750,000 $ 750,000 $ 772,500
Capital Improvements:
Traffic Signal Installation – Church/Dodge 0 125,000 0 200,000
Traffic Signal Installation – Main/Dodge 0 125,000 0 0
Maintenance Operations by Contract:
Street Resurfacing (2002) 29,830 0 8,000 0
Street Resurfacing (2003) 734,300 0 30,000 0
Street Resurfacing (2004) 0 1,200,000 950,000 0
Street Resurfacing (2005) 0 0 0 1,200,000
Central/Crawford/Gross Point Resurfacing 0 0 0 200,000
McCormick Blvd. Phase I & II Engineering: 40,000 0 190,000 400,000
Asbury Bridge Study – Phase I & II 67,600 300,000 40,000 200,000
Chicago Avenue Bridge over Skokie Swift 6,700 0 130,000 200,000
Dempster Street Bridge 0 0 52,000 60,000
Oakton Street Bridge Replacement 0 0 10,000 30,000
Chicago Avenue CMAQ Engineering 0 50,000 0 200,000
Ridge Avenue CMAQ Interconnect Project 0 300,000 0 400,000
TOTAL CAPITAL IMPROVEMENTS: $ 878,430 $ 2,100,000 $ 1,410,000 $ 3,090,000
TOTAL FUNDS APPLIED: $ 1,628,430 $ 2,850,000 $ 2,160,000 $ 3,862,500
Estimated Funds Available for Programming
2/28/05:
$ 2,678,986 $ 775,818 $ 2,462,643 $ 655,143
Fund Expenditures as a % of the Total 2006 Budget
2.20%
Three Year Budget History
$2,850,000
$3,862,500
$2,850,000
$1,000,000
$2,000,000
$3,000,000
$4,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
412
City of Evanston
Motor Fuel Tax Fund Summary
Notes for Financial Summary
The funding is shown for few of the completed projects since we have to reimburse the local share of the construction cost to
IDOT.
Performance Report on FY 2004-2005 Major Program Objectives
The Motor Fuel Tax fund is used for the street Maintenance Programs, Signal Projects and other Capital Improvement projects
authorized by Illinois Department of Transportation (IDOT). Financing is provided from the City’s share of the gasoline tax
appropriated by IDOT. FY 2004-05 Funds were used for various projects as listed below.
Motor Fuel Tax Funds were used to resurface the following streets:
Library Place - Orrington Avenue to Sheridan Road
Main Street - McDaniel Avenue to Dodge Avenue
Wesley Avenue - Davis Street to Emerson Street
Sheridan Road - Main Street to Hamilton Street
Greenleaf Street - Dewey Avenue to Ashland Avenue
Lemar Avenue - Lyons Street to Central Street
Central Park Avenue - Grant Street to Central Street
Grant Street - Central Park Avenue to Lincolnwood Drive
Colfax Street - Central Park Avenue to Lincolnwood Drive
Hartzell Street - Grosspoint Road to Prospect Avenue
Leonard Place - Asbury Avenue to Ridge Avenue
Callan Avenue - Howard Street to Brummel Street
Madison Street - Wesley Avenue to Asbury Avenue
Monroe Street - Ridge Avenue to Sherman Avenue
2005-2006 Department Initiatives
Various Projects initiated are:
1. 2005 Street Resurfacing Program
2. Traffic Signal Installation – Church/Dodge
3. Central/Crawford/Gross Point Resurfacing
4. Asbury Avenue Bridge Project
5. Chicago Avenue CMAQ - Engineering
6. Ridge Avenue CMAQ Project
413
414
City of Evanston
Emergency Telephone System Fund
Emergency Telephone System Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Full-time Regular Asst Communications Coord (2 @ 1 FTE) 2.00
Full-time Regular Communications Coordinator 1.00
Full-time Regular Telecommunicator 1.00
5150 Total 4.00
Grand Total 4.00
Fund Expenditures as a % of the Total 2006 Budget
1.25%
Three Year Budget History
$2,083,300 $2,190,300
$1,364,100
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
415
City of Evanston
Emergency Telephone System Fund Summary
Financial Summary
Revenue By Source:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Surcharge Revenue 1,142,762 935,200 866,580 902,000 (33,200)
Wireless Surcharge Revenue 0 342,000 172,120 241,000 (101,000)
Interest Income 1,816 9,000 100 1,500 (7,500)
Total Funds Provided: $ 1,144,578 $ 1,286,200 $ 1,038,800 $ 1,144,500 ($ 141,700)
Funds Applied:
Operating Expense 902,291 841,700 709,840 871,300 29,600
Debt Service 213,400 212,000 0 0 (212,000)
Capital Replacement 0 1,029,600 246,130 1,319,000 289,400
Total Operating Expenses: $ 1,115,691 $ 2,083,300 $ 955,970 $ 2,190,300 $ 107,000
Revenues vs. Expenditures: $ 28,887 ($ 797,100) $ 82,830 ($ 1,045,800) ($ 248,700)
Beginning of Year 2,268,733 2,297,620 2,297,620 1,280,320 (1,017,300)
Year End Balance 2,297,620 1,500,520 1,280,320 234,520 (1,266,000)
Change in Cash Balance $ 28,887 ($ 797,100) ($ 1,017,300) ($ 1,045,800) ($ 248,700)
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, per
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 2005-2006 Budget
416
CITY OF EVANSTON
EMERGENCY TELEPHONE SYSTM
5150
2004 -2005 2005 2006-
Appropriation Approved
5150 EMERGENCY TELEPHONE SYSTM
61010 REGULAR PAY 275,300 291,600
61110 OVERTIME PAY 7,500 7,500
61510 HEALTH INSURANCE 42,000 39,700
61615 LIFE INSURANCE 600 700
62225 BLDG MAINTENANCE SERVICES 10,000 10,000
62295 TRAINING & TRAVEL 32,500 22,500
62360 MEMBERSHIP DUES 1,100 1,100
62509 SERVICE AGREEMENTS / CONTRACTS 176,700 159,000
62675 INTERDEPT. TRSF.-PENSIONS 39,400 50,000
62680 TRANSFER TO GF-DATA PROC 50,000 60,000
62685 REIMB. GF FOR ADMIN. EXP 50,000 60,000
62690 TRANSFER TO DEBT SERVICE 212,000
64505 TELECOMMUNICATIONS - CARRIER L 124,500 126,000
64540 TELECOMMUNICATIONS - WIRELESS 3,500 13,400
65010 BOOKS, PUBLICATIONS, MAPS 1,100 1,100
65020 CLOTHING 1,200 1,200
65035 PETROLEUM PRODUCTS 500 800
65085 MINOR EQUIPMENT & TOOLS 16,200 16,200
65095 OFFICE SUPPLIES 2,600 3,500
65620 OFFICE MACH. & EQUIP.2,000 2,000
65625 FURNITURES & FIXTURES 1,029,600 1,319,000
68205 CONTINGENCIES 5,000 5,000
5150 EMERGENCY TELEPHONE SYSTM 2,083,300 2,190,300
417
418
City of Evanston
Economic Development Fund
Economic Development Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 1.45
Fund Expenditures as a % of the Total 2006 Budget
0.85%
Three Year Budget History
$1,399,000
$1,498,900
$1,167,200
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
419
City of Evanston
Economic Development Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Funds Provided: Operating Revenue
Hotel Tax 750,000 675,000 788,830 650,000 (25,000)
Amusement Tax 280,174 300,000 295,680 300,000 0
Sales Tax 286,663 0 0 0 0
Interest Income 729 2,000 50 0 (2,000)
Total Funds Provided: $ 1,317,566 $ 977,000 $ 1,084,560 $ 950,000 ($ 27,000)
Funds Applied: Operating Expenses
Economic Development Activities 606,870 383,100 317,300 472,000 88,900
Transfers To General Fund 0 357,500 357,500 376,900 19,400
Transfer to Maple Avenue Garage Fund 498,219 650,000 650,000 650,000 0
Total Operating Expenses: $ 1,105,089 $ 1,390,600 $ 1,324,800 $ 1,498,900 $ 108,300
Notes on Financial Summary
Performance Report on FY 2004-2005 Major Program Objectives
The following projects have been undertaken during the 2004-05 fiscal year: completion of Howard Street TIF, planned
development application for Bristol development project approved, redevelopment of former Builder Square site completed
(Food for Less), financing of Sherman Plaza completed, completion of 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 2005-2006 Objectives
• Complete review of West Evanston TIF
• Redevelopment of former Belmont Steel site into 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
2003-2004
Actual
2004-2005
Actual
2005-2006
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 2005-2006 Budget
420
CITY OF EVANSTON
ECON. DEVELOPMENT FUND
5300
2004 -2005 2005 2006-
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
61510 HEALTH INSURANCE 6,900 6,900
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 250
61630 SHOE ALLOWANCE 150
62130 LEGAL SERVICES - GENERAL 30,000 30,000
62136 REDEVELOPMENT CONSULTING SVCS 75,000
62185 OTHER CONSULTING SERVICES 151,000 151,000
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 700
62275 POSTAGE CHARGEBACKS 200 300
62280 OVERNIGHT MAIL CHARGES 100
62285 COURIER CHARGES 600
62295 TRAINING & TRAVEL 100 1,500
62360 MEMBERSHIP DUES 2,000
62380 COPY MACHINE CHARGES 2,200 2,200
62490 OTHER PROGRAM COSTS 20,000 20,000
62675 INTERDEPT. TRSF.-PENSIONS 8,400 8,400
65010 BOOKS, PUBLICATIONS, MAPS 600
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 357,500 376,900
68205 CONTINGENCIES 17,000 14,500
5300 ECON. DEVELOPMENT FUND 1,399,000 1,498,900
421
422
City of Evanston
Community Development Block Grant Fund
CDBG
Community Development Block Grant Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Full-time Regular Neighborhood Planner 1.00
Full-time Regular CDBG Grants Administrator 1.00
5220 Total 2.00
Grand Total 2.00
Fund Expenditures as a % of the Total 2006 Budget
1.63%
Three Year Budget History
$2,749,633 $2,859,353$2,822,261
$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
2003/04 2004/05 2005/06
423
City of Evanston
Community Development Block Grant Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Funds Provided:
Community Development Block Grant 480,657 345,533 345,533 328,293 (17,240)
Estimated Entitlement 2,409,000 2,399,000 2,399,000 2,531,060 132,060
Total Funds Provided: $ 2,889,657 $ 2,744,533 $ 2,744,533 $ 2,859,353 $ 114,820
Expenditures:
Administration 475,604 519,000 519,000 512,685 (6,315)
Development Activities 2,414,053 2,240,633 2,230,930 2,346,668 106,035
Total Expenditures: $ 2,889,657 $ 2,759,633 $ 2,749,930 $ 2,859,353 $ 99,720
Notes for Financial Summary
$2,399,000 2005/06 Entitlement (estimate)
150,000 Reallocation from prior years (estimate)
200,000 Estimated Program Income 2005/06
$2,749,000 TOTAL 2005/06 CDBG program (estimate)
Performance Report on FY 2004-2005 Major Program Objectives
The 2003/04 CAPER (Consolidated Plan Annual Performance and Evaluation Report) was submitted to HUD. This document
covers Evanston's use of 2003/04 CDBG, HOME and ESG funds.
Forty-five new CDBG projects were implemented for FY 2004/05 totaling $2,749,932.
The financial services portion of the CDBG program has been performed by contractual services. Current monthly expenses for
this service are $2,565 or $30,780 a year. 1.8 FTE positions are charged back to the CDBG Administration budget: General
Planner (50%), Executive Secretary Planning (50%), Housing Planner (30%) Assistant Community Development Director (20%),
and Senior Accountant (30%).
During the program year, the Neighborhood Planner continued to work with CDBG Target area neighborhood organizations.
Under the direction of the Evanston Plan Commission, the neighborhood planner concluded community meetings with the Dr.
Hill community (5th ward) and developed a consensus and objectives for neighborhood improvement projects in the area
bounded by Green Bay Road, Church Street, and the canal.
The neighborhood plan has been presented to the full Plan Commission and will be submitted for City Council approval in the
coming months. Other neighborhood planning activities include liaison to the Howard Street Redevelopment Committee, project
management for CDBG Target Area neighborhood security program and assistance in the Chicago Avenue streetscape
redevelopment.
Planning Division staff has begun the process for preparation of the City's next Consolidated Plan for the years 2005-2009.
424
City of Evanston
CDBG Fund
5220 – CDBG Administration
Description of Major Activities
This activity provides overall management of the City’s Community Development Block grant (CDBG) program and
administrative support to coordinate planning, monitoring and implementation of CDBG projects. Specific tasks
include:
• Provision of staff assistance to the Housing & Community Development Act Committee.
• Preparation of the annual Consolidated Plan Action Plan for the CDBG program (City’s application for
annual funding).
• Preparation of the 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.
• Provision of 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.
• Provide services of Neighborhood Planner, included in this budget element, who works with CDBG target
area neighborhoods in building citizen consensus and development of neighborhood comprehensive plans.
FY 2005-2006 Objectives
• Submits CAPER (Consolidated Plan Annual Performance Report) for FY 2005/06 to HUD no later than May 31,
2005.
• Prepare Consolidated Plan for year 2005-2009.
• Provide staff assistance to the Housing & Community Development Act Committee, including coordinating the
annual CDBG application/funding process, preparation of the City's Annual Action Plan (CDBG program budget)
for approval by the 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 accurate
reflected 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, and
provide administrative oversight of the City's CDBG program.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Submission of annual CDBG application to HUD 1/15/03 1/15/04 1/15/05
Submission of previous year’s HUD Consolidated Annual
Performance and Evaluation Report (CAPER) 5/31/03 5/31/04 5/31/05
Review monthly and quarterly reports submitted by all
CDBG grant recipients 320 320 320
Review sub-grantee audit reports to determine that grantees
are in compliance with the CDBG program regulations 25 25 25
Monitor all CDBG funded activities 50 50 50
Complete environmental review record for CDBG, HOME
and ESG program 1/15/03 1/15/04 1/15/05
Provide staff assistance to City’s Housing & Community
Development Act Committee 14 meetings 14 meetings 14 meetings
Approved Adjustments in 2005-2006 Budget
425
2004-2005
Appropriation
2005-2006
Approved
5520 CDBG
61010 REGULAR PAY 117,700 121,300
61060 SEASONAL EMPLOYEES 10,000 10,000
61110 OVERTIME PAY 1,000 1,000
61455 REGULAR SALARIES CHARGEBACKS 99,400 101,200
61625 AUTO ALLOWANCE - 100
62210 PRINTING - 2,000
62272 OTHER PROFESSIONAL SVCS -
62275 POSTAGE CHARGEBACKS 2,200
62295 TRAINING & TRAVEL 2,500 2,500
62360 MEMBERSHIP DUES 1,000 1,300
62380 COPY MACHINE CHARGES 3,000
62490 OTHER PROGRAM COSTS 23,208 14,393
62552 OTHER PROFESSIONAL SVCS CHGBK - 1,500
62560 TELEPHONE & TELEGRAPH -
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,300
65095 OFFICE SUPPLIES 1,200 1,200
68205 CONTINGENCIES 4,500 4,500
68210 CONTINGENCIES CHARGEBACKS 3,500 3,500
62620 MEDICAL INSURANCE 16,200 16,200
62750 MEDICAL INSURANCE CHARGEBACKS 14,600 14,600
62625 LIFE INSURANCE 200 200
62755 LIFE INSURANCE CHARGEBACKS 200 200
62675 INTERDPTMNTL TRANSFER PENSIONS 17,200 17,200
62745 IMRF CHARGEBACK 14,100 14,100
$333,208 328,293 5520 CDBG
CITY OF EVANSTON
CDBG
5220
426
ADMINISTRATION/PLANNING
1 CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 328,293
2 CITY - HUMAN RELATIONS COMMISSION HOUSING ADVOCACY PROGRAM 88,824
3 CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 95,568
ADMINISTRATION/PLANNING TOTAL: $512,685
PUBLIC SERVICES
4 CONNECTIONS FOR THE HOMELESS ENTRY POINT 13,000
5 EVANSTON COMMUNITY DEFENDER EVANSTON COMMUNITY DEFENDER'S OFFICE 47,500
6 EVANSTON ECUMENICAL ACTION COUNCIL HOSPITALITY CENTER FOR THE HOMELESS 4,000
7 EVANSTON JR. WILDKITS WILDKITS SCHOLARSHIP & TRAINING PROGRAM 2,500
8 FIRST BASE/FISHER MEMORIAL AME ZION CHURCH FIRST BASE - HOMELESS PROGRAM 5,000
9 GEMARIAH BOROUGH BLDG. CODE & PROPERTY STANDARDS FILM PROJECT 2,500
10 GIRL SCOUTS/ILLINOIS CROSSROADS COUNCIL SOY UNICA, SOY LATINA AND UNIQUELY ME 4,500
11 INTERFAITH HOUSING CENTER HOMESHARING PROGRAM 14,000
12 INTERFAITH HOUSING CENTER PREDATORY LENDING PREVENTION 5,000
13 LEGAL ASSISTANCE FOUNDATION/CHICAGO EVANSTON LEGAL SERVICES 10,000
14 MEALS AT HOME FOOD DELIVERY TO SENIORS AND DISABLED 10,000
15 METROPOLITAN FAMILY SERVICES PSYCHIATRIC SERVICES FOR PARENTS 5,000
16 NORTH SHORE SENIOR CENTER EVANSTON/SKOKIE VALLEY SENIOR SERVICES 25,000
17 OPEN STUDIO PROJECT ART & ACTION PROGRAM FOR AT RISK YOUTH 5,968
18 SHOREFRONT NFP THE LEGACY PROJECT 10,000
19 YOUTH JOB CENTER OF EVANSTON JOB READINESS, JOB PLACEMENT AND FOLLOW-UP SVC.71,300
20 YWCA-EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 38,500
21 CITY - COMMUNITY DEVELOPMENT GRAFFITI REMOVAL PROGRAM 29,900
22 CITY - COMMUNITY DEVELOPMENT/PLANNING ADOPT A FANCY CAN 5,000
23 CITY - POLICE DEPARTMENT SENIOR CRIME PREVENTION PROGRAM 20,000
24 CITY - POLICE DEPARTMENT NEIGHBORHOOD YOUTH SERVICES 15,000
25 CITY - HUMAN RELATIONS COMMISSION SUMMER YOUTH EMPLOYMENT ADMINISTRATION 50,000
PUBLIC SERVICES TOTAL: $393,668
HOUSING
26 CITY - COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION 106,000
27 CITY - COMMUNITY DEVELOPMENT HOUSING CODE COMPLIANCE 248,000
28 CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 238,000
29 CITY - COMMUNITY DEVELOPMENT PROGRAM INCOME: REVOLVING LOAN FUND 200,000
30 CITY-HEALTH/HUMAN SERVICES HANDYMAN PROGRAM 12,000
31 CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 148,000
HOUSING TOTAL: $952,000
PUBLIC IMPROVEMENTS
32 CITY - COMMUNITY DEVELOPMENT NEIGHBORHOOD PUBLIC IMPROVEMENTS 25,000
33 CITY - PARKS/FORESTRY & RECREATION EAST WALL/WINDOW REPLACEMENT FLEETWOOD/JOURDAIN 75,000
34 CITY - PARKS/FORESTRY & RECREATION MASON PARK & MASON PARK FIELDHOUSE 360,000
35 CITY - PUBLIC WORKS ALLEY IMPROVEMENT PROGRAM 150,000
36 CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 75,000
37 CITY - PUBLIC WORKS SPECIAL ASSESSMENT ASSISTANCE PROGRAM 80,000
38 RIDGEVILLE PARK DISTRICT BRUMMEL PARK LIGHTING 16,000
PUBLIC IMPROVEMENTS TOTAL: $756,000
City of Evanston
Community Development Block Grant
427
PUBLIC FACILITIES
39 FAMILY FOCUS, INC. WEISSBOURD-HOLMES FAMILY FOCUS CENTER - ROOF $50,000
40 HEMENWAY UNITED METHODIST CHURCH HANDICAPPED ACCESSIBILITY PROJECT 50,000
41 McGAW YMCA RESIDENCE SERVICE ELEVATOR PROJECT 50,000
42 REBA EARLY LEARNING CENTER RENOVATION & ENHANCEMENT PROJECT 50,000
PUBLIC FACILITIES TOTAL: $200,000
ECONOMIC DEVELOPMENT
43 CITY - COMMUNITY DEV/PLANNING NEIGHBORHOOD STOREFRONT IMPROVEMENT PROGRAM $20,000
44 EVANSTON COMMUNITY DEVELOPMENT CORPORATION EVANSTON COMMUNITY DEVELOPMENT CORPORATION 25,000
ECONOMIC DEVELOPMENT TOTAL: $45,000
2005-2006 TOTAL ALLOCATION $2,859,353
Italics: Indicate First Time Applicant or New Program
City of Evanston
Community Development Block Grant
428
429
City of Evanston
Housing Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Interest on Investments 7,219 10,000 6,000 10,000 0
City Rehab Payments 0 0 106,230 0 0
Miscellaneous 18,987 7,000 6,970 7,000 0
Total Revenues: $ 26,206 $ 17,000 $ 119,200 $ 17,000 $ 0
Expenditures:
Housing & Economic Development 69,644 239,100 89,200 254,300 15,200
Total Operating Expenses: $ 69,644 $ 239,100 $ 89,200 $ 254,300 $ 15,200
Revenues Over/(Under) Expenditures: $ 43,438 $ 222,100 ($ 30,000) $ 254,300 $ 15,200
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 2005-2006 Objectives
• Rehabilitate two distressed properties
• Retain or create 20 affordable housing units
• Provide funding for two households through families in transition program
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of FIT Households 1 1 2
Number of Housing Units Assisted 2 1 20
Approved Adjustments in the 2005-2006 Budget
Fund Expenditures as a % of the Total 2006 Budget
0.14%
Three Year Budget History
$239,100$216,600
$254,300
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
430
CITY OF EVANSTON
HOUSING FUND
5340
2004 -2005 2005 2006-
Appropriation Approved
5340 HOUSING FUND
62130 LEGAL SERVICES - GENERAL 1,600 2,000
62185 OTHER CONSULTING SERVICES 1,300 1,300
62210 PRINTING 300 200
62295 TRAINING & TRAVEL 400
65095 OFFICE SUPPLIES 400 400
65505 LAND 40,000 40,000
65510 BUILDINGS 195,500 210,000
5340 HOUSING FUND 239,100 254,300
431
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 976,280 981,119 998,570 998,600 17,401
Regular Sales Tax Incremental Revenues 75,000 75,000 133,900 0 (75,000)
Downtown II – 50% Allocation 800,000 845,315 845,315 845,315 0
Interest Income 11,310 10,000 18,040 10,000 0
Total – Revenue: $ 1,862,590 $ 1,911,434 $ 1,995,825 $ 1,853,915 ($ 57,599)
EXPENDITURES:
Series 1997 General Obligation Bonds
Principal 130,000 140,000 140,000 195,000 55,000
Interest 192,902 189,490 185,815 177,100 (8,715)
Series 2002 A Bonds 0 0 0 0 0
Interest 281,000 885,000 885,000 885,000 0
Series 2002 B Bonds – Taxable 0 0 0 0 0
Interest 100,095 206,250 206,250 206,250 0
Housing and Economic Development 0 0 0 0 0
Other Operating Expense 1,210 41,916 150,000 150,000 108,084
Paying Agent Fees on G.O. Bonds 129,661 74,725 130,000 130,000 55,275
Total Expenditures: $ 834,868 $ 1,537,381 $ 1,697,065 $ 1,743,350 $ 205,969
Other Financing Uses Operating
Transfers Out:
Contributions to Other Agencies 0 0 200,000 0 0
Transfers to General Fund 130,000 133,900 133,900 137,900 4,000
Total Transfers & Expenditures: $ 964,868 $ 1,671,281 $ 2,030,965 $ 1,881,250 $ 209,969
Description of Major Activities
The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF District
consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on the south and
Chicago Avenue on the east) located in the downtown business area of the City. The development project consists of an
apartment tower containing approximately 261 units with an attached parking garage. The project also includes a retail food
store and other retail units with total square feet of about 33,000 square feet.
The City issued $3.8 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. The 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.
Approved Adjustments in the 2005-2006 Budget
Three Year Budget History
$1,671,281
$1,881,250
$2,269,206
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
Fund Expenditures as a % of the Total 2006 Budget
1.07%
432
City of Evanston
Special Service Area No. 5 – Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Taxes 436,000 440,854 440,854 438,000 (2,854)
Interest Income 200 200 200 200 0
Total Revenues: $ 436,200 $ 441,054 $ 441,054 $ 438,200 ($ 2,854)
Expenditures:
Series 1995 Bonds – Partially Abated
Principal 135,000 145,000 145,000 150,000 5,000
Interest 125,994 7,686 118,574 110,719 103,033
Series 1996 Bonds
Principal 90,000 95,000 95,000 100,000 5,000
Interest 81,025 75,500 75,707 70,101 (5,399)
Paying Agent Fees 0 0 0 0 0
Total Expenditures: $ 432,019 $ 323,186 $ 434,281 $ 430,820 $ 107,634
Excess (Deficiency)
Revenues over Expenditures $ 4,181 $ 117,868 $ 6,773 $ 7,390 ($ 110,478)
Notes for Financial Summary
Continued debt service on Series 1995 and 1996 bonds.
Description of Major Activities
The City Council adopted Special Service Area No. 5 on June 27, 1994. Special Service Area No. 5 comprises 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 2005-2006 Budget
Fund Expenditures as a % of the Total 2006 Budget
0.25%
Three Year Budget History
$152,686
$430,810
$438,684
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
433
City of Evanston
Southwest II (Howard – Hartrey) Special Tax Allocation Debt Service Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 1,199,378 1,168,810 1,199,891 1,199,900 31,100
Sales Tax Incremental Revenues 0 0 0 0 0
Capitalized Interest 0 0 0 0 0
Interest Income 34,596 50,000 51,310 35,000 (15,000)
Total Revenues: $ 1,233,974 $ 1,218,810 $ 1,251,201 $ 1,234,900 ($ 16,100)
Expenditures:
1994 Bonds (1999 refinancing portion)
Principal 50,000 50,000 50,000 55,000 5,000
Interest 38,655 37,280 40,000 33,100 (4,180)
1994 Bonds
Principal 85,000 95,000 95,000 100,000 5,000
Interest 100,196 97,093 93,650 86,500 (10,593)
1996 Bonds
Principal 325,000 345,000 345,000 370,000 25,000
Interest 259,465 251,340 242,750 225,000 (26,340)
Operating Transfer to General Fund 100,000 125,000 125,000 128,800 3,800
Total Expenditures and Transfers: $ 958,316 $ 1,000,713 $ 991,400 $ 723,800 ($ 2,313)
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 of the land acquisition and public improvement costs.
On April 13, 1993 the City sold $46,820,000 in Series 1993 General Obligation Bond 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 2005-2006 Budget
Three Year Budget History
$1,000,713 $998,400$880,918
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
Fund Expenditures as a % of the Total 2006 Budget
0.57%
434
City of Evanston
Southwest Special Tax Allocation Debt Service Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 498,318 583,995 600,363 600,400 16,400
Interest Income 5,780 10,000 9,840 6,000 (4,000)
Total Revenues: $ 504,098 $ 593,995 $ 610,203 $ 606,400 $ 12,400
Expenditures:
Series 2003 GO Bonds (refinanced
1993)
Principal 170,000 225,000 201,825 225,000 0
Interest 84,050 58,150 65,325 50,625 (7,525)
Transfer to Schools 600,000 600,000 600,000 600,000 0
Operating Transfer to General Fund 20,000 20,600 20,600 21,200 600
Total Expenditures: $ 874,050 $ 903,750 $ 887,750 $ 896,825 ($ 600,925)
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 obligations is expected to be met eventually 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 2005-2006 Budget
Fund Expenditures as a % of the Total 2006 Budget
0.51%
Three Year Budget History
$903,750 $896,825
$887,150
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
435
City of Evanston
Debt Service Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax 7,609,410 8,447,258 8,267,011 8,758,600 311,342
Interest Income 105,348 90,000 168,020 110,000 20,000
Total Revenue: $ 7,714,758 $ 8,537,258 $ 8,435,031 $ 8,868,600 $ 331,342
Transfers In:
Transfer from Capital Improvement Fund 293,490 0 354,790 0 0
Transfer from Water Fund 726,105 1,254,750 1,254,750 0 (1,254,750)
Transfer from SS. Dist No. 5 0 0 0 437,700 437,700
Transfer from Special Assessment Fund 280,000 253,055 253,055 300,500 47,445
Transfer from General Fund 175,000 175,000 175,000 125,750 (49,250)
Transfer from Emergency Telephone
System Fund 213,400 0 0 0 0
Total – Revenues and Transfers: $ 9,402,753 $10,220,063 $ 10,472,626 $ 9,732,550 ($ 487,513)
Debt Service General Obligation Bonds:
Series 1993 – Refunding G.O. Bonds (2,518,109) 0 0 0 0
Series 1995 439,540 0 439,540 0 0
Series 1996 163,910 170,160 163,910 0 (170,160)
Series 1997 1,227,480 1,281,350 980,750 2,158,090 876,740
Series 1998 551,780 559,060 551,780 560,380 1,320
Series 1999 1,967,080 2,375,280 1,967,080 970,260 (1,405,020)
Series 2000 246,510 290,000 268,690 286,000 (4,000)
Series 2002 1,857,450 2,295,000 2,088,550 1,825,000 (470,000)
Series 2003 B 1,227,080 584,590 927,890 582,991 (1,599)
Series 2003 Refunding 4,562,295 1,959,190 2,043,640 1,877,475 (81,715)
Series 2004 – Estimated - $12,000,000 0 855,440 763,670 1,398,251 542,811
Fiscal Agent Fees 201,980 125,000 142,970 220,000 95,000
General Management & Support 3,100 0 0 3,000 3,000
Total Expenditures $ 9,930,096 $ 10,495,070 $ 10,338,470 $ 9,881,447 ($ 613,623)
Fund Expenditures as a % of the Total 2006 Budget
5.62%
Three Year Budget History
$10,495,071
$9,881,447
$8,578,099
$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
2003/04 2004/05 2005/06
436
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 2005-2006 Budget
437
City of Evanston
Downtown II Special Tax Allocation Service Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 5,285,664 8,307,128 7,235,116 7,235,100 (1,072,028)
Interest Income 63,095 50,000 60,820 50,000 0
Sales Taxes 159,000 250,000 300,000 250,000 0
Total – Revenue: $ 5,507,759 $ 8,607,128 $ 7,595,936 $ 7,535,100 ($ 1,072,0280)
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Expenditures:
Series 1996 0 0 0 0 0
Principal 280,000 295,000 295,000 315,000 20,000
Interest 37,500 30,500 29,500 16,000 (14,500)
Series 2000C 0 0 0 0 0
Principal 0 0 0 2,600,000 2,600,000
Interest 385,664 364,000 325,915 327,000 (37,000)
Paying Agent Fees 317,210 40,000 29,630 40,000 0
General Management and Support 368,470 0 202,620 250,000 250,000
Total Expenditures: $ 1,388,844 $ 729,500 $ 882,665 $ 3,548,000 $ 2,818,500
Transfers Out:
Transfer to General Fund 250,000 300,000 300,000 309,000 9,000
Transfer to Maple Avenue 2,900,000 4,117,700 4,117,700 4,502,000 384,300
Transfer to Washington National TIF 800,000 845,315 845,000 845,315 315
Total Transfers Out: $ 3,950,000 $ 5,263,015 $ 5,262,700 $ 5,656,315 $ 393,615
Total Expenditures & Transfers Out: $ 5,338,844 $ 5,992,515 $ 6,145,365 $ 9,204,315 $ 3,211,800
Notes for Financial Summary
Description of Major Activities
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.
Approved Adjustments in the 2005-2006 Budget
Three Year Fiscal History
$5,992,515
$9,204,315
$5,893,515
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
Fund Expenditures as a % of the Total 2006 Budget
5.24%
438
City of Evanston
Maple Avenue Garage Fund
Maple Avenue Garage Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
Full-time Regular Facilities Maint. Worker II 1.00
7000 Total 1.00
Grand Total 1.00
Fund Expenditures as a % of the Total 2006 Budget
3.99%
Three Year Budget History
$6,077,600
$4,317,000
$7,017,700
$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
2003/04 2004/05 2005/06
439
City of Evanston
Maple Avenue Garage Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Operating Revenue:
Garage 1,250,124 1,300,000 1,524,260 1,650,000
Transfer from General Fund (Sales Tax) 200,000 300,000 314,560 300,000
Transfer from Economic Development 590,000 650,000 650,000 650,000
Transfer from Downtown II (17014) 2,900,000 4,117,700 4,000,000 4,502,000
Interest Income 13,267 5,000 5,000 5,000
Miscellaneous Income 13,291 10,000 2,020 10,000
Total Revenue: $ 4,966,682 $ 6,382,700 $ 6,495,840 $ 7,117,000
Operating Expenses:
Maple Garage Activities 1,684,388 1,228,600 1,700,000 1,387,000
Tax Rebate Agreement 0 295,300 551,470 500,000
Transfer to General Fund 38,300 39,500 39,500 40,700
Debt Service 2,220,068 3,824,200 3,774,590 4,400,000
Depreciation 685,674 690,000 0 690,000
Total Operating Expenses: $ 4,628,430 $ 6,077,600 $ 6,065,560 $ 7,017,700
Notes for Financial Summary
• The main increase reflected in Operating expenses is the increase in debt service for repayment of bonds that were 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 contracts. A management
contractor will oversee the daily use of the garage and collect 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 the
operations/management contractor or a subcontractor.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Review monthly usage reports with contractor Monthly Monthly Monthly
Review operations expenses monthly with contractor Monthly Monthly Monthly
Approved Adjustments in the 2005-2006 Budget
440
CITY OF EVANSTON
MAPLE AVENUE GARAGE
7000
2004 -2005 2005 2006-
Appropriation Approved
7000 MAPLE AVENUE GARAGE
61010 REGULAR PAY 50,000 50,000
61062 SPECIAL EVENT SALARIES 10,400 10,000
61110 OVERTIME PAY 2,100 2,100
61510 HEALTH INSURANCE 6,500 6,500
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 5,000 5,000
62245 OTHER EQMT MAINTENANCE 52,000 50,000
62350 FISCAL AGENT SERVICES 40,000 50,000
62400 CONTRACT SVC-PARK GARAGE 882,000 1,000,000
62425 ELEVATOR CONTRACT COSTS 45,000
62660 PAYMENTS TO DEVELOPERS 295,300 500,000
62705 BANK SERVICE CHARGES 1,000
64005 ELECTRICITY 140,000 140,000
64015 NATURAL GAS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 1,000 4,000
64520 TELECOMMUNICATIONS - LOCAL 8,500 4,000
65020 CLOTHING 500 300
65040 JANITORIAL SUPPLIES 7,500 6,500
65045 LICENSING/REGULATORY SUPP 3,000 2,500
65050 BLDG MAINTENANCE MATERIAL 10,000 1,000
65095 OFFICE SUPPLIES 3,000 2,000
65115 TRAFFIC CONTROL SUPPLIES 1,000 1,000
66132 TRANSFER TO GF-INSURANCE 39,500 40,700
68010 DEPRECIATION EXPENSE 690,000 690,000
68205 CONTINGENCIES 5,000 5,000
68305 DEBT SERVICE 3,824,200 4,400,000
7000 MAPLE AVENUE GARAGE 6,077,600 7,017,700
441
442
City of Evanston
Parking System Fund
Parking System Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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
Part-time Regular Parking Operations Clerk 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 (2 @ 1 FTE) 2.00
Full-time Regular Public Works Maint Wrkr II (4 @ 1 FTE) 4.00
7015 Total 7.00
Grand Total 13.50
Fund Expenditures as a % of the Total 2006 Budget
2.19%
Three Year Budget History
$3,653,200
$3,842,100
$3,415,200
$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
2003/04 2004/05 2005/06
443
City of Evanston
Parking System Fund Summary
Financial Summary
Funds Provided: Operating Revenue
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Street and Lot Meters 1,881,706 2,000,000 1,900,000 2,150,000 150,000
Space Rentals 248,223 250,000 250,000 350,000 100,000
Sherman Avenue Garage 517,602 0 134,832 0 0
Church Street Self Park 625,454 650,000 650,000 725,000 75,000
Research Park / Lot 20* 0 0 0 0 0
Interest Income 74,252 74,000 74,200 74,000 0
Miscellaneous Revenues 15,573 11,400 11,400 11,400 0
Total Funds Provided: $ 3,362,810 $ 2,985,400 $ 3,020,432 3,310,400 $ 325,000
Funds Applied: Operating Expenses
7005 - Parking System Management 799,787 897,100 865,000 947,300 50,200
7010 - Sherman Avenue Garage 411,405 0 124,000 0 0
7015 - Parking Lots and Meters 634,200 772,300 702,500 815,500 43,200
7025 - Church Street Self Park 515,823 688,300 655,300 761,600 73,300
Total Operating Expenses: $ 2,361,215 $ 2,357,700 $ 2,346,800 $ 2,524,400 $ 166,700
Other Expenses & Disbursements:
7030 & 7035 - Debt Service 749,650 839,100 839,100 838,700 (400)
7050 - Transfers to General Fund 421,000 456,400 456,400 479,000 22,600
Total Other Expenses &
Disbursements: $ 1,170,650 $ 1,295,500 $ 1,295,500 $ 1,317,700 $ 22,600
TOTAL FUNDS APPLIED: $ 3,531,865 $ 3,653,200 $ 3,642,300 $ 3,842,100 $188,900
Increase (Decrease) in Working
Capital:
(169,055) (667,800) (621,868) (531,700) $ 136,100
Revenue Projections
Revenue projections reflect overall maximum revenue levels which can be obtained under existing rates. The revenues for the
Church Street Self Park assume increased usage based on closure of the Sherman Ave. Parking Garage (April, 2004).
Although the Sherman Plaza project schedule anticipates the new garage opening in late November, 2005, (before the holiday
shopping season), we will likely not move monthly parkers or lose many hourly parkers from the Church St. Self Park until the
spring or 2006.
Staff has developed several options for increasing rates and revenues; however, the Parking Committee will not review any of
these options until later this fall.
444
City of Evanston
Parking System Fund Summary
Expenditures:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
7005 - Parking System Management 799,787 897,100 865,000 947,300
7010 - Sherman Avenue Garage 411,405 0 124,000 0
7015 - Parking Lots and Meters 634,200 772,300 702,500 815,000
7025 - Church Street Self Park 515,823 688,300 655,300 761,600
7030 - Sherman Ave Garage Bonds 138,749 164,100 164,100 164,100
7035 – Church Street Debt Svc 610,901 675,000 675,000 674,600
7050 - Parking Fund Transfers 421,000 456,400 456,400 479,000
Total Expenditures: $ 3,531,865 $ 3,653,200 $ 3,642,300 $ 3,842,100
Notes for Financial Summary
Expenditures reflect a continuation budget without any major changes. Revenues are based on current rates; however, it is
likely that some rate changes may be recommended by the Parking Committee to the Council before the beginning of the year.
Depreciation costs are not included in the 03-04 Actuals for Business Unit 7005.
Performance Report on FY 2004-2005 Major Program Objectives
The closure and demolition of the Sherman Ave. Parking Garage and the groundbreaking for the new Sherman Plaza Self Park
are the biggest highlights this year. Closure of the garage and relocation of the monthly and hourly parkers went extremely
smoothly due to preplanning and communication between City staff and the garage operations staff.
This deferred closure delayed progress on many objectives, including ID signs for parking lots; evaluation of meter housings;
power-washing for the Church St. Self Park and Library garages; lighting system design in the Church St. Self Park. Staff still
hopes to complete most of these objectives by the end of the fiscal year.
On-street parking was regained in several vital downtown areas: on Benson Ave., Maple Ave., and Elgin Rd. as a result of
completion of several major developments, which began in 2003. Residents Only Parking District R was implemented mid-
summer to restrict nighttime parking around the southernmost beach area.
2005-2006 Department Initiatives
In addition to undertaking the objectives cited in the business units for Parking System Management, Lots and Meters, and the
Church Street Self Park, we plan to review the organizational needs of the Parking System based on the current responsibilities,
accountability, revenues and costs related to the various parking programs within the City. The goal is to see if there are ways
to improve operations as a result of restructuring or whether staffing needs to be redistributed or revised.
445
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. The off-street operations include installation, maintenance, and collection at
metered parking lots, reserved (permit) parking lots, and City parking garages.
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. Parking ticket payments, boot release fees, and City stickers are sold from this program
element using the PowerPark software.
FY 2005-2006 Objectives
• Develop 2 parking lots on properties owned by the CTA by November 30, 2005.
• Review residential parking programs and districts; and develop recommendations for modifications and or
changes in criteria for discussion by the Parking Committee by September 30, 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Parking Studies Performed 8 10 20
Parking lot inspections 24 24 24
Quarterly billing schedules for lot permits 4 4 4
Parking Ticket Investigations 3,500 4,500 4,500
Residential permit applications processed 9,085 10,000 9,500
Evanston Vehicle Stickers sold 5,265 5,500 5,500
Avg. No. of sick days used per employee 7 8 8
Total days lost due to work related injury 0 0 0
Approved Adjustments in 2005-2006 Budget
446
CITY OF EVANSTON
PARKING SYSTEM MGT
7005
2004 -2005 2005 2006-
Appropriation Approved
7005 PARKING SYSTEM MGT
61010 REGULAR PAY 370,600 385,700
61060 SEASONAL EMPLOYEES 5,500 5,500
61110 OVERTIME PAY 5,100 6,000
61415 TERMINATION PAYOUTS 13,600
61510 HEALTH INSURANCE 49,500 56,900
61615 LIFE INSURANCE 500 600
61630 SHOE ALLOWANCE 100
61725 SOCIAL SECURITY 24,600
61730 MEDICARE 5,700
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 600 100
62275 POSTAGE CHARGEBACKS 3,300 1,300
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 30,800 36,600
62320 TELEPHONE CHARGEBACKS 2,000 2,000
62360 MEMBERSHIP DUES 600 700
62380 COPY MACHINE CHARGES 2,400 2,000
62431 ARMORED CAR SERVICES 35,000 40,000
62675 INTERDEPT. TRSF.-PENSIONS 55,500 57,200
64540 TELECOMMUNICATIONS - WIRELESS 4,300 4,200
65045 LICENSING/REGULATORY SUPP 8,000 8,000
65095 OFFICE SUPPLIES 1,200 1,500
66133 TRANS TO GF- METER REVENUE 300,000
68205 CONTINGENCIES 5,500 5,500
7005 PARKING SYSTEM MGT 897,100 647,300
447
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 2005-2006 Objectives
• Evaluate and select new parking meter equipment and software for tracing revenues and repairs/maintenance by
December 1, 2005.
• Evaluate parking lot surfaces and develop a long-range plan for resurfacing by February 28, 2005.
• Assess condition of aging parking lot lighting systems and determine where/what major replacements are
needed by September 2, 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Meters installed or relocated within system 100 125 125
Meters removed from system 90 27 20
Meters checked/repaired/batteries replaced 2,500 2,955 2,500
Meters converted (rate/time changes) 965 250 25
Preventive maintenance to meters/locks 4,500 4,415 4,500
Meter hooding requests 169 200 125
Installation of speed bumps in alleys 100 20 20
Avg. Number Sick Days Used/Employee 6 8 8
Approved Adjustments in 2005-2006 Budget
448
CITY OF EVANSTON
PARKING LOTS & METERS
7015
2004 -2005 2005 2006-
Appropriation Approved
7015 PARKING LOTS & METERS
61010 REGULAR PAY 330,700 343,200
61060 SEASONAL EMPLOYEES 26,400 26,400
61110 OVERTIME PAY 7,100 7,400
61510 HEALTH INSURANCE 45,100 51,700
61615 LIFE INSURANCE 500 700
61630 SHOE ALLOWANCE 900
61725 SOCIAL SECURITY 23,400
61730 MEDICARE 5,500
62230 IMPROVEMENT MAINT SERVICE 1,500 1,500
62245 OTHER EQMT MAINTENANCE 2,000 2,000
62305 RENTAL OF AUTO-FLEET SER 68,400 68,400
62375 RENTALS 156,000 146,000
64005 ELECTRICITY 16,000 16,000
65005 AGRI/BOTANICAL SUPPLIES 6,400 6,400
65020 CLOTHING 3,400 3,400
65040 JANITORIAL SUPPLIES 1,000 1,400
65050 BLDG MAINTENANCE MATERIAL 3,500 3,500
65070 OFFICE/OTHER EQT MTN MATL 16,500 16,500
65085 MINOR EQUIPMENT & TOOLS 500 1,500
66132 TRANSFER TO GF-INSURANCE 80,600 83,000
68205 CONTINGENCIES 6,700 6,700
7015 PARKING LOTS & METERS 772,300 815,500
449
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 2005-2006 Objectives
• Perform a structural conditions review of the garage using an outside engineering firm and develop a program of
repairs, which will be budgeted for FY2006-07.
• Evaluate a feasibility and costs study by September 30, 2005, for installing automatic pedestrian doors on both
ends of the garage to assist Disabled Person's in entering/exiting the garage.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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 2005-2006 Budget
450
CITY OF EVANSTON
CHURCH STREET GARAGE
7025
2004 -2005 2005 2006-
Appropriation Approved
7025 CHURCH STREET GARAGE
62135 ARCHITECTURAL SERVICES 5,000 10,000
62245 OTHER EQMT MAINTENANCE 20,000 20,000
62320 TELEPHONE CHARGEBACKS 3,000
62375 RENTALS 5,500 6,000
62400 CONTRACT SVC-PARK GARAGE 204,200 223,200
62425 ELEVATOR CONTRACT COSTS 8,500 8,500
62440 OVERHEAD DOOR CONTRACT COSTS 1,500 2,000
62450 PARKING GARAGE MANAGEMENT FEES 300,000 336,000
62675 INTERDEPT. TRSF.-PENSIONS 65,400 67,400
64005 ELECTRICITY 64,000 64,000
64505 TELECOMMUNICATIONS - CARRIER L 13,200
65040 JANITORIAL SUPPLIES 2,500 2,500
65045 LICENSING/REGULATORY SUPP 3,500 3,500
65050 BLDG MAINTENANCE MATERIAL 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 200 200
65085 MINOR EQUIPMENT & TOOLS 200 200
65090 SAFETY EQUIPMENT 100 100
65095 OFFICE SUPPLIES 1,000 1,000
66132 TRANSFER TO GF-INSURANCE 2,200 2,300
68205 CONTINGENCIES 500 500
7025 CHURCH STREET GARAGE 688,300 761,600
451
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 2005-2006 Budget
452
CITY OF EVANSTON
SHERMAN AVE GARAGE BONDS
7030
2004 -2005 2005 2006-
Appropriation Approved
7030 SHERMAN AVE GARAGE BONDS
68305 DEBT SERVICE 164,100 164,100
7030 SHERMAN AVE GARAGE BONDS 164,100 164,100
453
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 2005-2006 Budget
454
CITY OF EVANSTON
CHURCH/CHICAGO GARAGE
7035
2004 -2005 2005 2006-
Appropriation Approved
7035 CHURCH/CHICAGO GARAGE
68305 DEBT SERVICE 675,000 674,600
7035 CHURCH/CHICAGO GARAGE 675,000 674,600
455
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 2005-2006 Budget
456
CITY OF EVANSTON
TRANSFERS
7050
2004 -2005 2005 2006-
Appropriation Approved
7050 TRANSFERS
62685 REIMB. GF FOR ADMIN. EXP 431,000 452,500
66134 TRAN TO GF- PARKING LOT MAINT.25,400 26,500
7050 TRANSFERS 456,400 479,000
457
City of Evanston
Water Fund
Water Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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
Fund Expenditures as a % of the Total 2006 Budget
7.79%
Three Year Budget History
$13,478,900
$13,690,600$13,446,700
$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
2003/04 2004/05 2005/06
458
City of Evanston
Water Fund
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 43.00
459
City of Evanston
Water Fund Summary
Financial Summary
Funds Provided:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Operating Revenues – Water Sales
Evanston 6,665,200 6,588,000 6,164,610 6,588,000 0
Skokie 2,959,700 3,183,600 2,802,720 3,247,300 63,700
Northwest Commission 3,367,300 3,428,200 3,377,410 3,496,800 68,600
Total – Water Sales: $ 12,992,200 $ 13,199,800 $ 12,344,740 $ 13,332,100 $ 132,300
Other Revenues:
Investment Earnings 39,000 65,000 49,390 50,000 (15,000)
Property Sales and Rentals 126,600 133,000 132,970 139,600 6,600
Phosphate Sales NWWC 0 0 71,950 80,000 80,000
Fees and Merchandise Sales 57,800 36,100 73,700 36,100 0
Fees and Outside Work 73,700 45,000 85,790 45,000 0
Miscellaneous Revenue 0 0 77,390 0 0
Bond Reserve Transfer 0 0 145,800 0 0
Total Other Revenues: $ 297,100 $ 279,100 $ 636,990 $ 350,700 $ 71,600
TOTAL FUNDS PROVIDED: $ 13,289,300 $ 13,478,900 $ 12,981,730 $ 13,682,800 $ 203,900
Funds Applied:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
General Support 771,500 636,500 634,480 676,800 40,300
Pumping 1,699,700 1,868,800 1,780,900 1,863,000 (5,800)
Filtration 1,763,400 1,954,700 1,752,970 2,066,100 111,400
Distribution 1,098,200 1,154,100 1,177,670 1,197,100 43,000
Meter Maintenance 279,900 287,800 293,680 301,700 14,400
Other Operating Expenses 1,565,200 837,900 812,340 942,800 104,900
Total Operating Expenses: $ 7,177,900 $ 6,739,800 $ 6,452,040 $ 7,047,500 $308,200
Other Expenses & Disbursements:
Debt Service 1,041,400 1,020,400 1,020,400 1,042,300 21,900
Capital Outlay 153,900 109,900 109,900 105,000 (4,900)
$ 1,195,300 $ 1,130,300 $ 1,130,300 $ 1,147,300 $ 17,000
Transfers
Transfers to Reserves 2,384,300 2,993,600 2,993,600 2,802,200 (191,400)
Transfer to General Fund 145,800 157,600 157,600 162,300 4,700
Transfer to General Fund – ROI 2,386,000 2,457,600 2,457,600 2,531,300 73,700
Total Other Expenses &
Disbursements & Transfers: $ 6,111,400 $ 6,739,100 $ 6,739,100 $ 6,643,100 ($ 96,000)
TOTAL FUNDS APPLIED: $ 13,289,300 $ 13,478,900 $ 13,191,140 $ 13,690,600 $ 212,200
Increase (Decrease) in Capital: $ 0 $ 500 $ 209,410 $(87,800) $(88,300)
460
City of Evanston
Water Fund Summary
Revenue Projections
The 2005-2006 water fund revenues are projected to remain stable. Sales to Evanston residents are not anticipated to decline
or increase except as related to weather conditions. Revenues from the sale of water to the Village of Skokie and the Northwest
Water Commission are projected to increase 2% based on contract provisions.
Notes for Financial Summary
There are no major changes to the Operating of Capital Budgets. Overall budget request reflects a 1.5% increase over the
current FY2004-2005 budget amount.
Performance Report on FY 2004-2005 Major Program Objectives
During the first six months of FY 2004-2005 Water Department staff have continued to work on a number of capital improvement
projects.
A hydraulic analysis of the water distribution system was recently completed and staff has been working to incorporate the
identified need for water main improvements in the Capital Improvement Program.
The Pumping Division has been working in preparation for replacing the engine on Low Lift Pumping Unit #4. This engine will
be installed by in-house personnel. The old gasoline piping has been removed, the base has been enlarged to accommodate
the new engine, parts ordered for the fabrication of the new gauge panel and a new four way valve and 24 volt power supply has
been installed. The Division has installed the new Uninterruptible Power Supply.
The Filtration Division have made necessary modifications to accommodate the construction of the new chlorine building access
way and garages. The Division has also installed and made the necessary connections to the new Uninterruptible Power
Supply system as well as installed a new compressor which operates the pneumatic controls in the filter plant.
Distribution Division crews have installed a new 8" water main on Lee Street between Maple and Sherman. Prior to the
installation there was no water main on this section of Lee Street. Currently, the Division is installing a 10" section of water main
on Keeney, east of Chicago Avenue.
The Meter Division has located our underground facilities for over 1400 individual location requests. The division has installed
116 new or replacement meters and made over 155 repairs to the meter reading system. The Division is also working to inspect
properties with larger services insuring that the required backflow prevention is in place and fire services are appropriately
recorded and billed.
2004-2005 Department Initiatives
The Water Department continues to strive to be a leader in the public drinking water industry in providing high quality water to
over 350,000 customers. Our number one initiative remains the continued vigilant monitoring of the quality and quantity of water
provided.
In addition, the Division is working to improve Evanston's Distribution System through the utilization of hydraulic modeling tools.
These tools are being used to both analyze the quantity of water supplied and determine where fire flow needs should be
improved and to look at the water quality in the system as it relates to the length of time in the system.
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 improve our ability to provide fast and accurate data to the public.
461
City of Evanston
Water Fund
7100 – Administration
Description of Major Activities
The administrative staff consists of the Superintendent, two Assistant Superintendents, 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 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 2005-2006 Objectives
• To expand the distribution hydraulic analysis to include software to determine the age of water in the distribution
system for water quality analysis by February 28, 2006.
• To prepare a request for proposal in conjunction with the Finance Department for the purchase of a new water
billing software compatible with the existing meter reading and financial systems to improve water billing
efficiency by February 28, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Average sick days per employee 4 5 5
Total Workdays lost due to injury 45 5 5
Approved Adjustments in 2005-2006 Budget
462
CITY OF EVANSTON
WATER GENERAL SUPPORT
7100
2004 -2005 2005 2006-
Appropriation Approved
7100 WATER GENERAL SUPPORT
61010 REGULAR PAY 350,300 364,000
61060 SEASONAL EMPLOYEES 15,600 15,600
61110 OVERTIME PAY 100 100
61510 HEALTH INSURANCE 34,300 34,300
61615 LIFE INSURANCE 900 900
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 400
62210 PRINTING 8,000 8,000
62215 PHOTOGRAPHERS/BLUEPRINTS 1,200 1,200
62225 BLDG MAINTENANCE SERVICES 100 100
62235 OFFICE EQUIPMENT MAINT 1,900 6,100
62245 OTHER EQMT MAINTENANCE 6,000 6,000
62275 POSTAGE CHARGEBACKS 3,000 3,000
62295 TRAINING & TRAVEL 1,900 20,000
62305 RENTAL OF AUTO-FLEET SER 45,400 46,800
62315 POSTAGE 5,000 2,500
62320 TELEPHONE CHARGEBACKS 10,300 10,300
62360 MEMBERSHIP DUES 5,800 6,000
62380 COPY MACHINE CHARGES 300 300
62420 MWRD FEES 6,000 6,200
62463 WATER MAINTENANCE CONTRACTS 1,300 2,500
62675 INTERDEPT. TRSF.-PENSIONS 47,800 50,000
64015 NATURAL GAS 58,300 58,300
64505 TELECOMMUNICATIONS - CARRIER L 5,000
64520 TELECOMMUNICATIONS - LOCAL 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,200 1,600
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 7,000 7,000
65040 JANITORIAL SUPPLIES 1,200 1,200
65050 BLDG MAINTENANCE MATERIAL 2,000 2,000
65070 OFFICE/OTHER EQT MTN MATL 10,000 10,000
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 4,000 5,000
65105 PHOTO/DRAFTING SUPPLIES 400 400
68205 CONTINGENCIES 200
7100 WATER GENERAL SUPPORT 636,500 676,800
463
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 2005-2006 Objectives
• To disassemble, inspect and make all necessary repairs and replace worn parts on Low Lift Pumping Units #8
and #6 by February 28, 2006.
• To work in conjunction with the Engineers and contractor for the replacement of Low Lift Pumping Unit #7 by
February 28, 2006.
• To replace High Lift Pumping Unit #7 with in house personnel by April, 2005.
• To transfer 30% of the maintenance records to electronic storage by February 28, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
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
Billion Gallons pumped per year 17 16 18
Approved Adjustments in 2005-2006 Budget
464
CITY OF EVANSTON
PUMPING
7105
2004 -2005 2005 2006-
Appropriation Approved
7105 PUMPING
61010 REGULAR PAY 662,800 649,300
61060 SEASONAL EMPLOYEES 16,100 16,100
61110 OVERTIME PAY 24,400 25,300
61510 HEALTH INSURANCE 92,700 92,700
61615 LIFE INSURANCE 1,000 1,000
61630 SHOE ALLOWANCE 1,400
62230 IMPROVEMENT MAINT SERVICE 12,600 12,600
62245 OTHER EQMT MAINTENANCE 4,500 4,500
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 3,000
62360 MEMBERSHIP DUES 200 300
62675 INTERDEPT. TRSF.-PENSIONS 90,600 94,000
64005 ELECTRICITY 875,000 875,000
64015 NATURAL GAS 26,000 26,000
64505 TELECOMMUNICATIONS - CARRIER L 3,000
64520 TELECOMMUNICATIONS - LOCAL 2,200
64540 TELECOMMUNICATIONS - WIRELESS 1,200 2,100
65020 CLOTHING 300 1,300
65035 PETROLEUM PRODUCTS 6,500 7,200
65040 JANITORIAL SUPPLIES 1,800 1,800
65050 BLDG MAINTENANCE MATERIAL 2,300 2,300
65055 MATER. TO MAINT. IMP.400 400
65070 OFFICE/OTHER EQT MTN MATL 42,000 43,500
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 800 1,000
68205 CONTINGENCIES 200
7105 PUMPING 1,868,800 1,863,000
465
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 2005-2006 Objectives
• To increase reliability of the chlorination system by adding a redundant booster pump by February 28, 2006.
• To improve operation of the sludge removal system by replacing three (3) 16" gate valves by February 28, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Clean and inspect settling basins and slow mix
equipment 2 4 4
Underground chemical storage tanks cleaned and
inspected 7 7 7
Wash Water pumps inspected and maintained 4 4 4
Filters inspected and probed annually 24 24 24
Billion gallons treated per year 17 16 18
Approved Adjustments in 2005-2006 Budget
466
CITY OF EVANSTON
FILTRATION
7110
2004 -2005 2005 2006-
Appropriation Approved
7110 FILTRATION
61010 REGULAR PAY 798,000 828,900
61110 OVERTIME PAY 20,800 21,600
61510 HEALTH INSURANCE 107,900 107,900
61615 LIFE INSURANCE 1,200 1,200
61630 SHOE ALLOWANCE 1,600
62245 OTHER EQMT MAINTENANCE 4,900 4,900
62295 TRAINING & TRAVEL 300 300
62360 MEMBERSHIP DUES 200 300
62420 MWRD FEES 425,000 425,000
62465 OUTSIDE LABARATORY COSTS (HLTH 20,800 12,000
62675 INTERDEPT. TRSF.-PENSIONS 109,100 110,000
64540 TELECOMMUNICATIONS - WIRELESS 1,800 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 97,500 180,000
65035 PETROLEUM PRODUCTS 1,200 1,500
65040 JANITORIAL SUPPLIES 1,400 1,400
65050 BLDG MAINTENANCE MATERIAL 3,300 3,300
65070 OFFICE/OTHER EQT MTN MATL 46,000 49,000
65075 MEDICAL & LAB SUPPLIES 10,000 10,000
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,500 1,500
68205 CONTINGENCIES 200
7110 FILTRATION 1,954,700 2,066,100
467
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 2005-2006 Objectives
• To install 580' of 8" water main on Haven between Orrington and Sheridan replacing the existing 4" water main
and improving hydraulics in the area by September, 2005.
• To install 400' of 6" water main on Greenleaf, from Sheridan to Lake Shore Blvd., where no water main currently
exists by September, 2005.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of hydrants repaired 100 75 75
Number of hydrants replaced 40 20 20
Number of water main breaks repaired 70 60 60
Number of water services repaired 70 30 30
Number of valves replaced/installed new 25 32 32
Approved Adjustments in 2005-2006 Budget
468
CITY OF EVANSTON
DISTRIBUTION
7115
2004 -2005 2005 2006-
Appropriation Approved
7115 DISTRIBUTION
61010 REGULAR PAY 517,000 534,400
61060 SEASONAL EMPLOYEES 3,200 3,200
61110 OVERTIME PAY 37,300 46,700
61510 HEALTH INSURANCE 81,200 81,200
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 1,400
62225 BLDG MAINTENANCE SERVICES 3,500 3,500
62230 IMPROVEMENT MAINT SERVICE 47,600 47,600
62245 OTHER EQMT MAINTENANCE 3,000 3,000
62295 TRAINING & TRAVEL 200 200
62305 RENTAL OF AUTO-FLEET SER 211,800 218,200
62360 MEMBERSHIP DUES 100 100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 26,200 30,100
62675 INTERDEPT. TRSF.-PENSIONS 70,700 73,400
64540 TELECOMMUNICATIONS - WIRELESS 2,000
65020 CLOTHING 1,200 1,200
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 3,000
65085 MINOR EQUIPMENT & TOOLS 2,100 2,100
65090 SAFETY EQUIPMENT 1,000 1,000
68205 CONTINGENCIES 200
7115 DISTRIBUTION 1,154,100 1,197,100
469
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 2005-2006 Objectives
• To continue to inspect properties with water services larger than 4" to insure that backflow prevention is in place
and fire services are appropriately recorded and billed by February 28, 2006.
• To assist in the process of selecting a water billing system and to conversion of existing data into the new system
by February 28, 2006.
• To replace the older style residential meters (Trident 8s) which were installed in 1985 with newer style meters
that include leak detectors and better resolution for meter reading by February 28, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
New Meters installed with MTU devices 50 50 50
Final Bills processed for payment at time of transfer 728 800 800
Special trash pickup fees added to water bills 2,127 2,200 2,200
Meter exchanges by meter shop 240 201 150
Number of inspections to investigate problems 1,120 204 800
Number of meter readings billed on remote readings 85,800 85,800 85,800
Approved Adjustments in 2005-2006 Budget
470
CITY OF EVANSTON
WATER METER MAINTENANCE
7120
2004 -2005 2005 2006-
Appropriation Approved
7120 WATER METER MAINTENANCE
61010 REGULAR PAY 135,000 144,100
61110 OVERTIME PAY 300 300
61510 HEALTH INSURANCE 23,000 23,000
61615 LIFE INSURANCE 200 200
61630 SHOE ALLOWANCE 100
62210 PRINTING 800 800
62245 OTHER EQMT MAINTENANCE 5,600 6,000
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 44,700 46,000
62315 POSTAGE 1,000 300
62320 TELEPHONE CHARGEBACKS 4,800
62360 MEMBERSHIP DUES 100 100
62675 INTERDEPT. TRSF.-PENSIONS 20,000 21,000
64540 TELECOMMUNICATIONS - WIRELESS 7,700
65070 OFFICE/OTHER EQT MTN MATL 52,000 52,000
68205 CONTINGENCIES 200
7120 WATER METER MAINTENANCE 287,800 301,700
471
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 2005-2006 Budget
472
CITY OF EVANSTON
OTHER OPERATIONS
7125
2004 -2005 2005 2006-
Appropriation Approved
7125 OTHER OPERATIONS
62180 STUDIES 75,000
62235 OFFICE EQUIPMENT MAINT 15,000 24,700
62315 POSTAGE 17,000 17,000
62350 FISCAL AGENT SERVICES 2,500 500
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 10,000 10,000
62680 TRANSFER TO GF-DATA PROC 88,000 90,700
62685 REIMB. GF FOR ADMIN. EXP 470,000 484,000
65080 MERCHANDISE FOR RESALE 35,000 35,000
66132 TRANSFER TO GF-INSURANCE 136,300 140,400
66138 TRAN TO GF- PUB.WORKS SUPPORT 18,000 18,500
66139 TRAN TO GF - WORKERS COMP.30,100 31,000
68205 CONTINGENCIES 1,000 1,000
7125 OTHER OPERATIONS 837,900 942,800
473
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 2005-2006 Budget
474
CITY OF EVANSTON
WATER CAPITAL OUTLAY
7130
2004 -2005 2005 2006-
Appropriation Approved
7130 WATER CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 21,800 10,600
65620 OFFICE MACH. & EQUIP.8,000
65625 FURNITURES & FIXTURES 1,400 2,500
65702 WATER GENERAL PLANT 78,700 91,900
7130 WATER CAPITAL OUTLAY 109,900 105,000
475
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 2005-2006 Budget
476
CITY OF EVANSTON
TRANSFER TO GF-ROI
7160
2004 -2005 2005 2006-
Appropriation Approved
7160 TRANSFER TO GF-ROI
66020 TRANSFERS TO OTHER FUNDS 2,457,600 2,531,300
7160 TRANSFER TO GF-ROI 2,457,600 2,531,300
477
CITY OF EVANSTON
TRANSFER TO DEP.,IMP.,EXT
7165
2004 -2005 2005 2006-
Appropriation Approved
7165 TRANSFER TO DEP.,IMP.,EXT
66020 TRANSFERS TO OTHER FUNDS 2,993,600 2,656,400
7165 TRANSFER TO DEP.,IMP.,EXT 2,993,600 2,656,400
478
CITY OF EVANSTON
TRANSFER TO GEN FUND-OPER
7180
2004 -2005 2005 2006-
Appropriation Approved
7180 TRANSFER TO GEN FUND-OPER
66140 TRANSFER TO GF- OPERATING CASH 157,600 162,300
7180 TRANSFER TO GEN FUND-OPER 157,600 162,300
479
City of Evanston
Water Fund
7200 – Debt Service
Description of Major Activities
In November of 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 2005-2006 Budget
480
CITY OF EVANSTON
WATER DEBT SERVICE
7200
2004 -2005 2005 2006-
Appropriation Approved
7225 1992 WATER REV BONDS D.S.407,100 294,500
7235 1997 WATER REV BONDS D.S.294,100 427,600
7245 1999 WATER REV BONDS D.S.319,200 320,200
Grand Total(s)1,020,400 1,042,300
481
482
City of Evanston
Sewer Fund
Sewer Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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 (Split with 2625) 0.50
7400 Total 13.50
Grand Total 13.50
Fund Expenditures as a % of the Total 2006 Budget
9.78%
Three Year Budget History
$16,815,100 $17,191,300$15,971,700
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
483
City of Evanston
Sewer Fund Summary
Financial Summary
Funds Provided:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Sewer Service Charge
Operations 3,668,300 4,528,100 4,528,100 4,021,500 (506,600)
Capital Improvement Account 720,300 787,400 787,400 798,800 11,400
Debt Service 11,039,600 11,451,600 11,451,600 12,350,900 899,300
Total – Sewer Service Charge: $ 15,428,200 $ 16,767,100 $ 16,767,100 $ 17,171,200 $ 910,700
Other Revenues:
Investment Earnings 150,700 20,000 20,000 20,000 0
Transfers from Water Fund 0 0 0 0 0
Total Other Revenues: $ 150,700 $ 20,000 $ 20,000 $ 20,000 $ 0
TOTAL FUNDS PROVIDED $ 15,578,900 $ 16,787,100 $ 16,787,100 $ 17,191,200 $ 404,100
Funds Applied:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
Sewer Operations 1,409,400 1,716,000 1,716,000 1,778,000 62,000
Other Operating Expenses 374,800 2,838,400 2,838,400 2,235,600 (602,800)
Capital Outlay 50,000 13,900 13,900 28,000 14,100
Total Operating Expenses: $ 1,834,200 $ 4,568,300 $ 4,568,300 $ 4,041,600 ($ 526,700)
Capital Expenses
Capital Improvement Account 720,300 795,200 795,200 798,800 3,600
Total Capital Expenses: $ 720,300 $ 795,200 $ 795,200 $ 798,800 $ 3,600
Debt Service
Debt Service 11,039,600 11,451,600 11,451,600 12,350,900 899,300
Total Debt Expenses: $ 11,039,600 $ 11,451,600 $ 11,451,600 $ 12,350,900 $ 899,300
TOTAL FUNDS APPLIED: $ 13,594,100 $ 16,815,100 $ 16,815,100 $ 17,191,300 $376,200
Increase (Decrease) in Capital $ 1,984,800 ($ 28,000) ($ 28,000) ($100) $ 27,900
Notes for Financial Summary
There are no major changes to the Operating and Capital Budgets. Debt service is based on existing repayment schedules and
an anticipated repayment based on completed work and work in progress and is consistent with the Long Range Sewer
Improvement Program projections.
Revenue Projections
Revenues indicated in the Sewer Financial Summary are based on a projected 5% rate increase on September 1, 2005.
484
City of Evanston
Sewer Fund Summary
Performance Report on FY 2004-2005 Major Program Objectives
During the first six months of the 2004-2005 fiscal year, Sewer Division Personnel have cleaned 1047 drainage structures for
the combined sewer system and 1,100 structures for the relief sewer system. In-house staff extended the relief sewer, including
high capacity inlets and catch basins, on Central Park north to Thayer.
Construction of the Long Range Sewer Improvement Program has continued during the first six months of the fiscal year.
Contractors recently completed the work on the junction box at Noyes and Orrington. Also recently completed is the work
included in Phase VIII, Contract B which involved relief sewers and detention in the area around Brummel and Callan as well as
the installation of restrictors between Ridge and Chicago Ave. from Davis to Main St. Construction is currently underway on
three sewer contracts; Phase IX, Contract A located in the northeast section of the city; Phase IX, Contract B which includes the
work in the Oak Ave. and Grove St. area as well as restrictor installation; and Phase X, Contract A which involves the installation
of relief sewers in the area east of Chicago Ave. from Davis St. to South Blvd.
2005-2006 Department Initiatives
Initiatives in the Sewer Division for the coming year include increasing the number of catch basins cleaned by in-house crews
reducing the amount of cleaning previously contracted out. The division is also continuing to utilize the Cityworks maintenance
management software system in their daily operations and working to insure that the existing information is accurately reflected
in the system. Division crews will continue to monitor the relief sewer system, and where necessary and feasible, extend the
relief sewer to maximize the effectiveness of the storm water relief system.
485
486
4,255,600 CCF (cubic feet)
Operating and Maintenance Capital Debt Service
User Charge User Charge User Charge
Operating and Maintenance Costs: Capital Costs: Debt Service Costs:
$4,041,600 $798,800 $12,350,900
Investment Income:
$20,000
O & M Charge Per CCF: Capital Charge per CCF: Debt Service Charge per CCF:
Through 8/31/05
$0.85 $0.19 $2.90
After 8/31/05
$1.04 $0.19 $2.90
Total User Charge Through 8/31/05: $3.94
Total User Charge Projected After 8/31/05: $4.13
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:
2005-2006 SEWER SERVICE CHARGE CALCULATION
Ordinance 25-0-05, adopted February 28, 2005 established the sewer rate for the first six months of Fiscal Year 2005-2006. In
accordance with this ordinance, the rate as depicted in the Fiscal Year 2005-2006 budget is $3.94 per one hundred (100) cubic
feet of water consumed. A 5% increase in this rate is projected for September 1, 2005. Based on the expenses, transfers and
investment income reflected in the budget, the following depicts the breakdown of this rate.
487
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 2005-2006 Objectives
• To inspect 2,000 feet of large diameter sewers with TV equipment by February 28, 2006.
• To clean over 2,000 feet of large diameter sewers using in-house equipment by February 28, 2006.
• To extend the relief sewer in two areas including high capacity inlets and catch basins by February 28, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Repairs to manholes, basins, and inlets 221 160 160
Basins and inlets cleaned 3,000 2,000 2,000
Number of feet of sewer pipe rodded 275,311 250,000 250,000
Number of feet of sewer chemically treated for root
control 0 15,000 15,000
Approved Adjustments in 2005-2006 Budget
488
CITY OF EVANSTON
SEWER MAINTENANCE
7400
2004 -2005 2005 2006-
Appropriation Approved
7400 SEWER MAINTENANCE
61010 REGULAR PAY 712,000 741,900
61060 SEASONAL EMPLOYEES 3,900 3,900
61110 OVERTIME PAY 29,100 30,200
61510 HEALTH INSURANCE 119,700 123,300
61615 LIFE INSURANCE 1,100 1,100
61630 SHOE ALLOWANCE 1,600
62230 IMPROVEMENT MAINT SERVICE 13,000 13,000
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62295 TRAINING & TRAVEL 1,400 6,000
62305 RENTAL OF AUTO-FLEET SER 235,800 242,900
62315 POSTAGE 17,000 17,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 36,000 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 421,500 421,500
64540 TELECOMMUNICATIONS - WIRELESS 900 1,400
65015 CHEMICALS 2,000 2,000
65020 CLOTHING 1,900 1,900
65040 JANITORIAL SUPPLIES 400 400
65050 BLDG MAINTENANCE MATERIAL 59,000 59,000
65055 MATER. TO MAINT. IMP.30,400 30,400
65070 OFFICE/OTHER EQT MTN MATL 4,900 4,900
65085 MINOR EQUIPMENT & TOOLS 1,500 3,500
65090 SAFETY EQUIPMENT 800 800
68205 CONTINGENCIES 200 800
7400 SEWER MAINTENANCE 1,716,000 1,778,000
489
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 2005-2006 Budget
490
CITY OF EVANSTON
SEWER OTHER OPERATIONS
7410
2004 -2005 2005 2006-
Appropriation Approved
7410 SEWER OTHER OPERATIONS
62110 AUDITING 2,500 2,500
62180 STUDIES 75,000
62675 INTERDEPT. TRSF.-PENSIONS 93,400 110,300
62680 TRANSFER TO GF-DATA PROC 67,600 69,700
62685 REIMB. GF FOR ADMIN. EXP 70,400 72,500
66020 TRANSFERS TO OTHER FUNDS 2,461,100 1,757,800
66132 TRANSFER TO GF-INSURANCE 105,200 108,400
66139 TRAN TO GF - WORKERS COMP.38,200 39,400
7410 SEWER OTHER OPERATIONS 2,838,400 2,235,600
491
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 2005-2006 Budget
492
CITY OF EVANSTON
CAPITAL OUTLAY
7415
2004 -2005 2005 2006-
Appropriation Approved
7415 CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 12,000 10,400
65625 FURNITURES & FIXTURES 1,900 17,600
7415 CAPITAL OUTLAY 13,900 28,000
493
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
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of feet of sewer replaced by contract 1,537 706 1,100
Number of feet of sewer pipeline reconstructed using a liner 2,750 2,188 2,300
Number of catch basins and manholes replaced by contract 42 54 50
Approved Adjustments in 2005-2006 Budget
494
CITY OF EVANSTON
SEWER IMPROVEMENTS
7420
2004 -2005 2005 2006-
Appropriation Approved
7420 SEWER IMPROVEMENTS
62461 SEWER MAINTENANCE CONTRACTS 300,000 300,000
65515 OTHER IMPROVEMENTS 375,000 375,000
66138 TRAN TO GF- PUB.WORKS SUPPORT 120,200 123,800
7420 SEWER IMPROVEMENTS 795,200 798,800
495
City of Evanston
Sewer Fund
7490 – Sewer Debt Service
Description of Major Activities
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 has been stopped
as a result of a court order and further action is pending the determination of the court. Phase VI, Contract C was
awarded IEPA funding in 2002 and loan repayments began in the 2003-2004 fiscal year.
The Phase VIII project has been divided into two separate contracts and both Phase VIII, Contract A and Contract B
have been funded from the IEPA. Repayment of the debt on Phase VI, Contract A, Phase VII, Contract H and Phase
VIII, Contract A began during the 2002-2003 fiscal year. IEPA loan funds have also been received for Phase IX,
Contract A and repayment began during the 2004-2005 fiscal year. Phase X, Contract A was funded primarily
through the IEPA and repayment will begin during fiscal year 2005-2006. The total debt service anticipated in the
2005-2006 fiscal year is $12,350,900.
Approved Adjustments in 2005-2006 Budget
496
CITY OF EVANSTON
SEWER DEBT SERVICE
7490
2004 -2005 2005 2006-
Appropriation Approved
7535 IEPA PH 4B DS (L170966)100,000 100,000
7540 IEPA PH 4C DS (L170967)301,600 301,600
7545 IEPA PH 4A DS (L170889)543,000 543,000
7550 IEPA PH 4D DS (L170968)260,000 259,900
7565 IEPA PH 7 DS (L171130)360,900 360,900
Grand Total(s)1,565,500 1,565,400
497
7500-7600 Sewer Debt Service
FY 2005-2006 Budget Justification
Description and Justification
2004-2005
Approved
2005-2006
Proposed
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 $1,970,800
7515 Debt Service Series 1994 G.O. Bonds $1,015,200 $1,025,200
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 $260,000 $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 $233,500 $233,200
7565 Debt Service IEPA Loan - Phase VII B, D, & F $360,900 $360,900
(Loan No. L17-1130)
City of Evanston
498
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 $252,900 $331,100
(Loan No. L17-1129)
7621 Debt Service IEPA Loan - Phase VIII, Contract B $127,900 $262,200
(Loan No. L17-1193)
7622 Debt Service IEPA Loan - Phase IX, Contract A $167,400 $344,600
(Loan No. L17-0894)
7623 Debt Service IEPA Loan - Phase X, Contract A $0 $500,000
(Loan No. L17-0895)
Totals $11,451,600 $12,350,900
499
500
City of Evanston
Fleet Service Fund
Fleet Service Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
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 Lead Mechanic 1.00
7710 Total 11.00
Vehicle Body Maintenance
Full-time Regular Auto Service Worker 1.00
7715 Total 1.00
Grand Total 17.00
Fund Expenditures as a % of the Total 2006 Budget
2.78%
Three Year Budget History
$4,842,900 $4,880,400$4,834,600
$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
2003/04 2004/05 2005/06
501
City of Evanston
Fleet Services Fund Summary
Funds Provided:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Charges for Revenue - Charges for
Service
General Fund 4,047,098 4,047,100 4,047,100 4,055,400 8,300
Parking Fund 99,200 99,200 99,200 105,000 5,800
Water Fund 301,900 301,900 301,900 311,000 9,100
Sewer Fund 235,800 235,800 235,800 242,900 7,100
Fleet Service Fund 0 50,500 50,500 0 (50,500)
Total – Services Charged: $ 4,683,998 $ 4,734,500 $ 4,734,500 $ 4,714,300 ($ 20,200)
Other Revenues:
Interest Income 455 0 40 0 0
Sale of Surplus Property 136,355 105,000 136,860 175,000 70,000
Damage to City Property 51,591 15,700 46,700 41,700 26,000
Total Other Revenues: $ 188,401 $ 120,700 $ 183,600 216,700 $ 96,000
TOTAL FUNDS PROVIDED: $ 4,872,399 $ 4,855,200 $ 4,889,500 $ 4,931,000 $ 75,800
Funds Applied:
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
General Support 425,394 438,300 473,610 458,000 19,700
Major Maintenance 1,949,653 2,012,200 2,187,390 2,132,700 120,500
Vehicle Body Maintenance 251,720 215,200 277,830 244,100 28,900
Other Expenses & Disbursements 116,701 0 0 0 0
Total Operating Expenses: $ 2,743,468 $ 2,665,700 $ 2,938,830 $ 2,834,800 $ 169,100
Other Expenses & Disbursements:
Capital Outlay 749,420 1,185,700 1,860,210 1,836,000 650,300
Debt Service 1994 Issue 296,813 300,700 300,675 0 (300,700)
Debt Service 1995 Issue 259,649 260,700 260,705 0 (260,700)
Debt Service 1996 Issue 264,563 0 0 0 0
Debt Service 1997 Issue 224,097 226,600 221,025 0 (226,600)
Debt Service 1998 Issue 199,780 203,500 203,480 209,600 6,100
Total Other Expenses & Disbursements: $ 1,994,322 $ 2,177,200 $ 2,846,095 $ 2,045,600 ($ 131,600)
TOTAL FUNDS APPLIED: $ 4,737,790 $ 4,842,900 $ 5,784,925 $ 4,880,400 $ 37,500
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Expenditures:
7705 – General Support 425,394 438,300 473,610 458,000
7710 – Major Maintenance 1,949,653 2,012,200 2,187,390 2,132,700
7715 – Vehicle Body Maintenance 251,720 215,200 277,830 244,100
7720 – Capital Outlay 1,040,346 1,185,700 1,860,210 1,836,000
7740 – Fleet Debt Service 1,130,000 991,500 985,885 209,600
Total Expenditures: $ 4,797,113 $ 4,842,900 $ 5,784,925 $ 4,880,400
Notes for Financial Summary
502
City of Evanston
Fleet Services Fund Summary
Performance Report on FY 2004-2005 Major Program Objectives
Many accomplishments were made by Department staff during FY 2004-05. Staff prepared an update of the Five Year Vehicle
Replacement Plan, completed training of mechanics and operators prior to placing new vehicles into service. Examples of the
types of vehicles that staff was trained on are a backhoe loader for the water/sewer division and a street sweeper for the street
division.
Both supervisors attended a training program during the course of the year; all but one mechanic attended a training program
during the year to improve technical skill.
After meeting with each user division, Fleet Services purchased 50 vehicles during the year. The division also had staff repair
49 plows, 20 spreaders and 4 leaf pushers prior to seasonal use.
2005-2006 Department Initiatives
1. Prepare an update of the Five Year Vehicle Replacement Plan by October, 2004
2. Provide each supervisor and each mechanic with a training program annually to enhance technical and interpersonal skills
3. Provide user departments with proper and economical vehicles and equipment at the most reasonable price by meeting
with the user department staff in advance of each purchase. Anticipate approximately 41 vehicles to be purchased
4. Repair, paint and sandblast as needed all plows, spreaders and leaf pushers prior to season of use
503
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 2005-2006 Objectives
• To prepare an update of the Five Year Vehicle replacement Plan by July, 2005
• To complete purchase of all vehicles and equipment prior to January, 2006
• To implement a monthly safety program with rotating presenters (fleet mechanics) by April 2005.
• To install a drive on vehicle lift by June 2005.
• To paint the interior of the shop areas by February, 2006.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Computer training hours per employee 8 5 5
Safety training hours per person 4 4 4
Specifications written for new vehicles 13 13 19
Annual average number of occasional sick days used
per employee
4 4 3
Approved Adjustments in 2005-2006 Budget
504
CITY OF EVANSTON
GENERAL SUPPORT
7705
2004 -2005 2005 2006-
Appropriation Approved
7705 GENERAL SUPPORT
61010 REGULAR PAY 326,900 339,200
61110 OVERTIME PAY 16,000 20,000
61510 HEALTH INSURANCE 38,100 38,100
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,200 1,200
61630 SHOE ALLOWANCE 400
62205 ADVERTISING 1,200 1,200
62235 OFFICE EQUIPMENT MAINT 2,000 5,600
62245 OTHER EQMT MAINTENANCE 1,100 500
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 1,800 1,800
62360 MEMBERSHIP DUES 1,200 1,100
62675 INTERDEPT. TRSF.-PENSIONS 41,900 42,000
64505 TELECOMMUNICATIONS - CARRIER L 1,000
64520 TELECOMMUNICATIONS - LOCAL 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,700 1,700
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 2,500 2,500
68205 CONTINGENCIES 200 200
7705 GENERAL SUPPORT 438,300 458,000
505
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 2005-2006 Objectives
• Order 100% of the replacement scheduled vehicles by January 2006.
• Complete training of mechanics and operators prior to placing new vehicles into service.
• Provide each mechanic and supervisor with two training programs annually to enhance technical and
interpersonal skills.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Preventative Maintenance 731 396 500
Motorized vehicles maintained 311 313 314
Non-motorized vehicles maintained 35 36 36
Miles accumulated 1,800,000 1,915,210 1,910,000
Work Orders Processed 3,700 7,189 7,000
Average number of occasional sick days per employee 5 7 5
Approved Adjustments in 2005-2006 Budget
506
CITY OF EVANSTON
MAJOR MAINTENANCE
7710
2004 -2005 2005 2006-
Appropriation Approved
7710 MAJOR MAINTENANCE
61010 REGULAR PAY 583,300 605,200
61110 OVERTIME PAY 17,000 20,000
61510 HEALTH INSURANCE 85,200 85,200
61615 LIFE INSURANCE 800 800
61630 SHOE ALLOWANCE 1,500
62240 AUTOMOTIVE EQMP MAINT 70,000 70,000
62245 OTHER EQMT MAINTENANCE 15,000 18,000
62295 TRAINING & TRAVEL 1,100 2,000
62305 RENTAL OF AUTO-FLEET SER 50,500
62320 TELEPHONE CHARGEBACKS 4,100 4,100
62355 LAUNDRY/OTHER CLEANING 14,400 14,700
62375 RENTALS 3,000
62675 INTERDEPT. TRSF.-PENSIONS 75,500 75,500
65010 BOOKS, PUBLICATIONS, MAPS 1,800
65015 CHEMICALS 12,000 11,000
65020 CLOTHING 2,000 2,000
65035 PETROLEUM PRODUCTS 425,000 510,000
65040 JANITORIAL SUPPLIES 1,000 700
65055 MATER. TO MAINT. IMP.6,000
65060 MATER. TO MAINT. AUTOS 500,000 525,000
65065 TIRES & TUBES 90,000 100,000
65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000
65085 MINOR EQUIPMENT & TOOLS 5,500 6,000
65090 SAFETY EQUIPMENT 600 1,000
65550 AUTOMOTIVE EQUIPMENT 55,000 65,000
68205 CONTINGENCIES 200 200
7710 MAJOR MAINTENANCE 2,012,200 2,132,700
507
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 and 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 2005-2006 Objectives
• Repair, sandblast, and repaint all snowplows and spreaders prior to October, 2005.
• Repair all leaf pushers prior to August, 2005.
• Perform at least one preventative maintenance service on all City automobiles, vans and light trucks during the
year.
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
All body repairs 65 60 55
Striping and decals applied 30 32 18
Snow Plows repaired/repainted 37 37 38
Spreaders repaired/repainted 20 20 21
Approved Adjustments in 2005-2006 Budget
508
CITY OF EVANSTON
VEHICLE BODY MAINTENANCE
7715
2004 -2005 2005 2006-
Appropriation Approved
7715 VEHICLE BODY MAINTENANCE
61010 REGULAR PAY 44,700 46,400
61110 OVERTIME PAY 1,000 2,000
61510 HEALTH INSURANCE 6,500 6,500
61615 LIFE INSURANCE 100 100
61630 SHOE ALLOWANCE 200
61650 TOOL ALLOWANCE 500
62240 AUTOMOTIVE EQMP MAINT 80,000 90,000
62295 TRAINING & TRAVEL 100 100
62355 LAUNDRY/OTHER CLEANING 900 500
62675 INTERDEPT. TRSF.-PENSIONS 5,800 5,800
65015 CHEMICALS 500
65020 CLOTHING 200 200
65060 MATER. TO MAINT. AUTOS 75,000 90,000
65085 MINOR EQUIPMENT & TOOLS 600 700
65090 SAFETY EQUIPMENT 100 400
68205 CONTINGENCIES 200 200
7715 VEHICLE BODY MAINTENANCE 215,200 244,100
509
City of Evanston
Fleet Service Fund
7720 – Capital Outlay
Description of Major Activities
These elements provide 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. No additional Bond
Issues are contemplated for vehicle replacement needs.
Debt costs for these Bond Issues are included in the next section of the budget for this division.
FY 2005-2006 Objectives
• Provide user departments with economical vehicles that meet the needs of the various tasks performed
• Meet with user departments to develop specifications so that vehicles can be ordered that will accomplish the
first objective
Ongoing Activity Measures
2003-2004
Actual
2004-2005
Actual
2005-2006
Projected
Number of retired vehicles meeting or exceeding life span 45 40 40
Approved Adjustments in 2005-2006 Budget
510
CITY OF EVANSTON
CAPITAL OUTLAY
7720
2004 -2005 2005 2006-
Appropriation Approved
7720 CAPITAL OUTLAY
65550 AUTOMOTIVE EQUIPMENT 1,185,700 1,836,000
7720 CAPITAL OUTLAY 1,185,700 1,836,000
511
City of Evanston
Fleet Service Fund
7740 – Fleet Debt Service
Description of Major Activities
These elements provide for debt service on General Obligation Bonds issued for the purpose of purchasing vehicles
for the City. The first issue occurred in 1994 in the amount of $2,255,000 and was retired in 2004. The second issue
occurred in 1995 in the amount of $1,940,000 and will be retired in December 2005. The third issue occurred in
1996 in the amount of $1,510,000 and was retired in 2003. The fourth issue occurred in 1997 in the amount of
$1,265,000 and was retired in 2003. The final debt issue was issued in 1998 in the amount of $1,165,000 and will be
retired in December 2005. No additional debt is anticipated and the fund is returned to a cash basis in 2006.
FY 2005-2006 Objectives
• Complete payment on all outstanding bonds in FY2005.
Approved Adjustments in 2005-2006 Budget
512
CITY OF EVANSTON
FLEET DEBT SERVICE
7740
2004 -2005 2005 2006-
Appropriation Approved
7745 1994 GO BONDS 300,700
7750 1995 GO BONDS 260,700
7760 1997 GO BONDS 226,600
7765 1998 GO BONDS 203,500 209,600
Grand Total(s)991,500 209,600
513
514
City of Evanston
Insurance Fund
Insurance Fund
Total Full-Time Equivalent Positions
Employee Status
Description Job Type Description
Position
FTE
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
Grand Total 1.30
Fund Expenditures as a % of the Total 2006 Budget
1.08%
Three Year Budget History
$1,900,500 $1,900,500$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
2003/04 2004/05 2005/06
515
City of Evanston
Insurance Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Revenue By Source:
Charges for Services – General Fund 1,900,000 1,900,000 1,900,000 1,900,000
Miscellaneous 721,110 0 0 0
Investment Income 500 8,000 500 500
Total Revenues: $ 2,621,610 $ 1,908,000 $ 1,900,500 $ 1,900,500
Expenditures:
Liability Claims 6,602,462 500,000 500,000 500,000
Workman’s Compensation Claims 561,543 400,000 400,000 400,000
Administration 0 350,500 350,500 350,500
Insurance Premiums 650,000 650,000 650,000 650,000
Total Expenditures: $ 7,814,005 $ 1,900,500 $ 1,900,500 $ 1,900,500
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 following additional areas - 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 2005-2006 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 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 2005-2006 Budget
516
CITY OF EVANSTON
INSURANCE FUND
7800
2004 -2005 2005 2006-
Appropriation Approved
7800 INSURANCE FUND
61010 REGULAR PAY 100,000 100,000
61510 HEALTH INSURANCE 11,000 11,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 500 500
62130 LEGAL SERVICES - GENERAL 231,000 231,000
62255 SETTLEMENT COSTS - WORKERS COM 500,000 400,000
62260 SETTLEMENT COSTS - LIABILITY 400,000 500,000
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 500,000 500,000
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 1,900,500
517
City of Evanston
Firefighters Pension Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Additions:
Net Property Tax Levy 2,572,000 2,910,000 3,229,882 3,229,900 319,900
Personal Property Replacement Tax 112,109 145,000 145,000 112,100 (32,900)
Interest on Investments 666,592 800,000 1,164,790 715,000 (85,000)
Participants Contributions 611,657 625,000 1,826,010 657,000 32,000
Total Additions: $ 3,962,358 $ 4,480,000 $ 6,365,682 $ 4,714,000 $ 234,000
Deductions:
Current Pensions and Refunds 3,159,762 2,900,000 3,570,000 3,785,000 885,000
Administrative Expense 13,944 100,000 136,670 100,000 0
Reserve for Future Payments 788,652 1,480,000 1,296,991 829,000 (651,000)
Total Deductions: $ 3,962,358 $ 4,480,000 $ 5,003,661 $ 4,714,000 $ 234,000
Revenue Projections
Based on actuarial tax levy requirements.
Notes for Financial Summary
The property tax levy is based on the amount mandated by the State and calculated by the City's actuary.
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.
Fund Expenditures as a % of the Total 2006 Budget
2.68%
Three Year Budget History
$4,480,000
$4,714,000
$4,054,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Appropriation Appropriation Approved
2003/04 2004/05 2005/06
518
City of Evanston
Police Pension Fund Summary
Financial Summary
2003-2004
Actual
2004-2005
Appropriation
2004-2005
Estimated
Actual
2005-2006
Appropriation
Approved
Increase
(Decrease)
Additions:
Property Tax Levy 3,352,000 4,088,000 4,088,000 4,088,000 0
Personal Property Replacement Tax 153,500 204,000 204,000 153,500 (50,500)
Plan Member Contributions 1,063,146 1,100,000 1,100,000 1,140,000 40,000
Bicycle Auction Revenue 7,000 7,000 7,000 7,000 0
Net Investment Income 1,361,480 500,000 500,000 500,000 0
Total Additions: $ 5,937,126 $ 5,899,000 $ 5,899,000 $ 5,888,500 ($ 40,000)
Deductions:
Benefits and Refunds of Contributions 4,872,913 4,500,000 5,000,000 5,160,000 660,000
Reserve for Future Payments 0 1,259,000 749,000 588,500 (670,500)
Administrative Expense 44,656 140,000 140,000 140,000 0
Total Deductions: $ 4,917,569 $ 5,899,000 $ 5,889,000 5,888,500 ($ 0)
Revenue Projections
Based on actuarial tax levy requirements.
Notes for Financial Summary
The property tax levy is based on the amount mandated by the State and calculated by the City's actuary.
Description of Major Activities
Every Illinois Municipality of not less than 5,000 and not more than 500,000 people must have a Police Pension Fund as
prescribed in Chapter 108 1/2, Article 4 of the Illinois Revised Statutes.
The Pension Fund is administered by a Board composed of five members, the majority of whom must be residents of the City.
Two Members of the Board are appointed by the Mayor, two members of the Board are elected by the active members of the
regular police and one member is elected by and from among the beneficiaries of the Fund. The Board of Trustees of the Police
Pension Fund has those powers and duties set out by the State Statutes, among which powers and duties are the control and
management of the Fund.
Three Year Budget History
$5,899,000 $5,888,500
$5,637,500
$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
2003/04 2004/05 2005/06
Fund Expenditures as a % of the Total 2006 Budget
3.35%
519
520
APPENDIX
521
522
Positions All Funds
Last Five Fiscal Years
864.53
891.40
883.80
867.88
877.47
800.00
810.00
820.00
830.00
840.00
850.00
860.00
870.00
880.00
890.00
900.00
2001-02 2002-03 2003-04 2004-05 2005-06
Fiscal Year
Po
s
i
t
i
o
n
s
Position Distribution All Funds
3%1%
24%
12%4%
10%
0%
7%
15%
0%
0%
0%
1%0%
2%
1%
3%3%
4%
5%2%
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
Emergency Telephone System
CDBG
Economic Development
Maple Avenue Garage
Parking Systems
Water
Sewer
Fleet Service
Insurance Fund
523
2005-06
DEPARTMENT / DIVISION PERSONNEL SUMMARY 2001-02 2002-03 2003-04 2004-05 2005-06 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 6.55 5.55 5.10 5.75 5.75 0.00
1510 Public Information 0.00 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 6.55 6.10 6.75 6.75 0.00
1605 Budget Office 3.75 4.00 4.00 4.00 6.00 2.00
1615 Information Systems 10.00 11.00 11.00 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 4.00 3.50 3.50 4.10 3.80 (0.30)
Subtotal Management and Budget 20.75 21.50 21.50 23.10 24.80 1.70
1705 Legal Department 6.25 6.00 6.00 7.00 7.00 0.00
1705 Human Resources General Support 2.00 3.00 7.00 7.00 7.00 0.00
1905 Finance General Support 3.00 3.00 2.00 2.00 2.00 0.00
1910 Revenue Division 7.50 8.00 8.50 8.50 8.00 (0.50)
1915 Payroll 4.00 3.50 3.50 3.00 3.00 0.00
1920 Accounting and Auditing 7.00 6.00 6.00 6.00 6.00 0.00
1925 Purchasing and Accounts Payable 4.00 5.50 4.50 5.00 5.50 0.50
1925 MBE/WBE Small Business Administration 1.50 0.00 0.00 0.00 0.00 0.00
Subtotal Finance 27.00 26.00 24.50 24.50 24.50 0.00
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 2.00 2.00 0.00
2020 Custodial Maintenance 2.00 2.00 2.00 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 23.00 23.10 23.10 0.00
2101 Community Development Administration 2.00 2.00 2.00 2.00 2.00 0.00
2105 Planning & Support 6.00 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 8.00 7.00 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 14.00 13.00 12.00 13.00 13.00 0.00
Subtotal Community Development 38.00 36.00 34.00 36.00 36.00 0.00
2205 Police Administration 5.00 5.00 5.00 6.00 5.00 (1.00)
2210 Patrol Operations 89.00 89.00 89.00 89.00 91.00 2.00
2215 Criminal Investigations 18.00 17.00 17.00 18.00 18.00 0.00
2225 Police Social Services Bureau 4.00 6.00 6.00 6.00 7.00 1.00
2230 Juvenile Bureau 10.00 10.00 10.00 9.00 10.00 1.00
2235 School Community Liaison Bureau 4.00 4.00 4.00 3.00 3.00 0.00
----Youth Services Bureau 4.00 0.00 0.00 0.00 0.00 0.00
2240 Records Bureau 12.00 11.00 11.50 12.00 12.50 0.50
2245 Communications Bureau 15.00 15.00 15.00 16.00 14.00 (2.00)
2250 Service Desk Bureau 11.00 11.00 12.00 11.00 15.00 4.00
2255 Office of Professional Standards 3.00 3.00 3.00 4.00 3.00 (1.00)
FY 2005-2006 PERSONNEL FULL-TIME EQUIVALENT TOTALS
524
2005-06
DEPARTMENT / DIVISION PERSONNEL SUMMARY 2001-02 2002-03 2003-04 2004-05 2005-06 Difference
2260 Office of Administration 4.00 4.00 4.00 3.00 3.00 0.00
2265 Neighborhood Enforcement Team (N.E.T.) 15.00 15.00 15.00 15.00 13.00 (2.00)
2270 Traffic 9.00 9.00 9.00 8.00 8.00 0.00
2275 Community Strategies Bureau 2.80 3.80 3.80 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 8.00 7.00 7.00 7.00 7.00 0.00
Subtotal Police 216.30 212.30 213.80 212.00 214.50 2.50
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 5.00 5.00 6.00 5.00 (1.00)
2315 Fire Suppression 101.00 101.00 101.00 101.00 102.00 1.00
Subtotal Fire 109.00 109.00 109.00 110.00 110.00 0.00
2407 Health Services Administration 6.00 4.50 3.00 3.00 3.00 0.00
2410 Laboratory 2.00 2.00 2.00 2.00 2.00 0.00
2415 Family Health 11.49 11.49 10.35 9.55 9.55 0.00
2420 Infectious Disease Control 4.21 4.19 4.19 3.85 3.85 0.00
2425 Dental Services 3.40 3.30 3.30 3.25 3.25 0.00
2430 Adult Health 2.53 2.53 2.00 2.10 2.10 0.00
2435 Food and Environmental Health 6.00 6.30 6.30 6.25 7.00 0.75
2440 Vital Records 2.40 2.40 2.40 2.75 2.75 0.00
2450 Community Intervention Services 4.00 2.00 3.60 3.50 3.50 0.00
2455 Mental Health Administration 1.50 1.50 1.50 2.00 2.00 0.00
2530 Commission on Aging 1.50 1.50 1.50 1.00 1.00 0.00
Subtotal Health and Human Services 45.03 41.71 40.14 39.25 40.00 0.75
2605 Director of Public Works 2.00 1.00 1.00 2.00 2.50 0.50
2610 Municipal Service Center 0.50 1.00 1.00 1.00 1.00 0.00
2620 E.D.O.T. Administration 0.00 0.00 0.00 1.00 1.00 0.00
2625 City Engineer 10.00 9.00 9.00 9.00 8.50 (0.50)
2630 Traffic Engineering 5.00 5.00 5.00 4.00 4.00 0.00
2635 Traffic Signs 3.00 3.00 3.00 3.00 3.00 0.00
2640 Traffic Signals and Streetlight Maintenance 4.00 5.00 5.00 5.00 5.00 0.00
----Parking Ticket Processing 1.00 1.00 1.00 0.00 0.00 0.00
----Parking Enforcement 12.00 16.00 16.00 0.00 0.00 0.00
2645 Parking Enforcement & Tickets (combined above) 0.00 0.00 0.00 17.00 17.00 0.00
2665 Streets & Sanitation Administration 6.00 5.00 5.00 5.00 5.50 0.50
2670 Street and Alley Maintenance 13.84 15.00 15.00 14.00 13.00 (1.00)
2675 Street Cleaning 8.00 8.00 7.00 8.00 9.00 1.00
----Leaf Collection 2.16 0.00 0.00 0.00 0.00 0.00
2685 Refuse Collection and Disposal 17.00 16.00 16.00 16.75 16.75 0.00
2695 Yard Waste Collection and Disposal 6.00 6.00 6.00 6.00 6.00 0.00
Subtotal Public Works 90.50 91.00 90.00 91.75 92.25 0.50
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 1.33 0.00
2715 Summer Youth Program 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal Human Relations 4.00 4.00 4.00 4.00 4.00 0.00
525
2005-06
DEPARTMENT / DIVISION PERSONNEL SUMMARY 2001-02 2002-03 2003-04 2004-05 2005-06 Difference
2805 Children's Services 7.47 7.47 7.47 6.70 6.70 0.00
2810 Reader's Services 7.44 7.44 7.44 5.85 5.85 0.00
2815 Reference Services and Periodicals 9.12 9.92 9.65 8.75 8.75 0.00
2820 Circulation 15.64 15.64 15.03 13.25 13.75 0.50
2825 North Branch 2.98 2.98 2.98 2.85 2.85 0.00
2830 South Branch 2.31 2.31 2.31 2.85 3.35 0.50
2835 Technical Services 13.19 13.19 13.19 14.50 15.00 0.50
2840 Library Maintenance 3.64 3.64 3.64 3.50 3.50 0.00
2845 Library Administration 4.53 4.53 4.53 4.50 4.50 0.00
Subtotal Library 66.32 67.12 66.24 62.75 64.25 1.50
3005 Recreation Management and General Support 2.50 2.50 2.50 2.50 3.00 0.50
3010 Recreation Business and Fiscal Management 5.00 5.00 4.00 4.00 3.00 (1.00)
3015 Communications and Marketing Services 1.70 1.70 1.70 1.75 1.75 0.00
3020 Recreation General Support 3.50 2.50 2.50 3.00 2.50 (0.50)
3030 Robert Crown Community Center 7.17 7.17 7.17 11.60 12.10 0.50
3035 Chandler Community Center 6.87 6.87 6.87 9.70 10.10 0.40
3040 Fleetwood-Jourdain Community Center 9.33 9.33 9.33 11.10 11.10 0.00
3045 Fleetwood-Jourdain Community Theater 1.70 1.70 1.70 1.95 1.95 0.00
3050 At-Risk Programs 0.95 0.95 0.95 1.00 1.00 0.00
3055 Levy Senior Center 8.50 7.93 7.93 10.50 10.50 0.00
3080 Beaches 0.75 1.50 1.50 1.50 1.50 0.00
3085 Recreation Facility Maintenance 6.75 6.75 6.75 6.75 6.75 0.00
3095 Robert Crown Ice Center 10.94 10.94 10.94 14.40 14.65 0.25
3100 Sports Leagues 1.27 1.27 1.27 0.75 0.75 0.00
3125 Drum & Bugle Corps 0.00 0.00 0.00 1.45 1.45 0.00
3130 Special Recreation 1.60 1.60 1.60 3.25 3.25 0.00
3140 Skate / Bus Program 2.30 2.30 2.30 0.95 0.95 0.00
3150 Park Service Unit 1.32 0.57 0.57 1.00 1.00 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 10.50 9.50 9.50 9.50 0.00
3520 Dutch Elm Disease Control 8.25 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 4.90 6.20 6.20 0.00
3700 Arts Council 0.75 0.75 0.75 0.75 0.75 0.00
3710 Noyes Cultural Arts Center 3.89 3.89 3.89 3.65 3.65 0.00
3720 Cultural Arts Programs 3.13 3.13 3.13 2.60 2.60 0.00
Subtotal Recreation, Parks and Forestry 123.82 121.25 119.25 137.35 137.50 0.15
5150 Emergency Telephone System 3.00 3.00 4.00 4.00 4.00 0.00
5220 Community Development Block Grant (CDBG) 3.50 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
7000 Maple Avenue Garage 0.00 0.00 0.00 0.00 1.00 1.00
7005 Parking System Management 6.00 6.00 6.00 6.50 6.50 0.00
7015 Parking Lots and Meters 7.00 7.00 7.00 7.00 7.00 0.00
Subtotal Parking Systems 13.00 13.00 13.00 13.50 13.50 0.00
526
2005-06
DEPARTMENT / DIVISION PERSONNEL SUMMARY 2001-02 2002-03 2003-04 2004-05 2005-06 Difference
7100 Water General Support 4.50 4.50 4.50 4.50 4.50 0.00
7105 Water Pumping 12.00 12.00 12.00 11.00 11.00 0.00
7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00
7115 Water Distribution 10.50 10.50 10.50 10.50 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 44.00 43.00 43.00 0.00
7405 Sewer Maintenance 14.00 14.00 14.00 14.00 13.50 (0.50)
7705 Fleet Services General Support 5.00 5.00 5.00 5.00 5.00 0.00
7710 Major Maintenance 11.00 11.00 11.00 11.00 11.00 0.00
7715 Vehicle Body Maintenance 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Fleet Service 17.00 17.00 17.00 17.00 17.00 0.00
7800 Insurance Fund 0.00 2.00 1.55 1.30 1.30 0.00
GRAND TOTAL 877.47 867.88 864.53 883.80 891.40 7.60
1605 Budget Office Included two new managmeent analyst positions
2240 Police Records Bureau Increased Part-time racial profiling records clerk to Full-time
2250 Service Desk Bureau Included one new civilian service desk officer
2305 Fire Management and Support Included one new management analyst and eliminated executive secretary
2310 Fire Prevention Eliminated clerk typist III
2315 Fire Suppression Included new firefighter position
2605 Director of Public Works Included new split administrative assistant
2665 Streets & Sanitation Administration Included new split administrative assistant
2670 Street and Alley Maintenance Eliminated Public Works Maint Worker II for new administrative assistant
3005 Recreation Management and General Support Un-split management analyst and included fully
3010 Recreation Business and Fiscal Management Moved management analyst to 1605
3020 Recreation General Support Un-split management analyst and included fully in 3005
7000 Maple Avenue Garage Included new Facilities Maint Worker II
Division Action Taken
PERSONNEL ADJUSTMENTS APPROVED FOR FY 2005-06 BUDGET
527
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description 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 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 Manager's Office
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
Part-time Regular Intern 0.50
1505 Total 5.75
Public Information
Full-time Regular Community Information Coordinator 1.00
1510 Total 1.00
City Manager's Office Total 6.75
Budget
Full-time Regular Director, Mgmt & Budget 1.00
Full-time Regular Mgmt & Budget Admin Assistant 1.00
Full-time Regular Management Analyst (4 @ 1 FTE) 4.00
1605 Total 6.00
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 24.80
City Council
Total Full-Time Equivalent Positions
City Clerk
Total Full-Time Equivalent Positions
City Manager's Office
Total Full-Time Equivalent Positions
Office of Management & Budget
Total Full-Time Equivalent Positions
GENERAL FUND - FULL TIME EQUIVALENT POSITIONS
528
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description 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
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 (3 @ 1 FTE) 3.00
Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00
1805 Total 7.00
Human Resources Total 7.00
General Support
Full-time Regular Director, Finance 1.00
Full-time Regular Assistant Director, Finance 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
1910 Total 8.00
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 1.00
Full-time Regular Bookkeeper 1.00
1920 Total 6.00
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 24.50
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
Legal
Total Full-Time Equivalent Positions
Human Resources
Total Full-Time Equivalent Positions
Finance
Total Full-Time Equivalent Positions
Facilities Management
Total Full-Time Equivalent Positions
529
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Mail & Information Services
Full-time Regular Switchboard Operator (2 @ 1 FTE) 2.00
2015 Total 2.00
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 23.10
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
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
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
Community Development
Total Full-Time Equivalent Positions
Police
Total Full-Time Equivalent Positions
530
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Patrol Operations
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander (3 @ 1 FTE ) 3.00
Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00
Full-time Regular Police Officer ( 76 @ 1 FTE ) 76.00
2210 Total 91.00
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
School Liason
Full-time Regular Police Officer ( 3 @ 1 FTE ) 3.00
2235 Total 3.00
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 ( 14 @ 1 FTE ) 14.00
2245 Total 14.00
Service Desk
Full-time Regular Deputy Chief 1.00
Full-time Regular Police Commander 1.00
Full-time Regular Police Officer ( 2 @ 1 FTE) 2.00
Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00
2250 Total 15.00
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 Planner 1.00
2260 Total 3.00
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 ( 10 @ 1 FTE ) 10.00
2265 Total 13.00
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
531
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Full-time Regular Crime Prevention Specialist 1.00
Part-time Regular Crime Analyst 0.75
Part-time Regular Senior Crime Prev Specialist ( Grang 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 214.50
Fire Management & Support
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 ( 76 @ 1 FTE ) 76.00
Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00
Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00
2315 Total 102.00
Fire Total 110.00
Health Services Administration
Full-time Regular Director, Health & Human Svcs 1.00
Full-time Regular Exec Secretary (to Dept. Head) 1.00
Full-time Regular Exec Secretary (non-Dept Head) 1.00
2407 Total 3.00
Laboratory Services
Full-time Regular Supervisor of Lab Services 1.00
Full-time Regular Microbiologist 1.00
2410 Total 2.00
Family Health
Full-time Regular Clerk II 1.00
Full-time Regular Information Systems Clerk 1.00
Full-time Regular Nurse's Assistant 1.00
Full-time Regular Public Health Nurse ( 3 @ 1 FTE) 3.00
Full-time Regular Public Health Nurse Supervisor 1.00
Full-time Regular Secretary II 1.00
Full-time Regular Vision/Hearing Technician 1.00
Part-time Regular Clinic Physician ( 3 @ .1 FTE ) 0.30
Part-time Regular Public Health Nurse 0.25
2415 Total 9.55
Infectious Disease Control
Full-time Regular Clerk Typist I 1.00
Full-time Regular Communicable Disease Survey Specialist 1.00
Full-time Regular Public Health Nurse 1.00
Part-time Regular AIDS/HIV Counselor 0.75
Part-time Regular Clinic Physician 0.10
2420 Total 3.85
Community Strategic Bureau
Fire
Total Full-Time Equivalent Positions
Health and Human Services
Total Full-Time Equivalent Positions
532
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Dental Services
Full-time Regular Clerk II 1.00
Full-time Regular Dental Assistant 1.00
Part-time Regular Dental Health Educator 0.50
Part-time Regular Dentist 0.75
2425 Total 3.25
Adult Health
Full-time Regular Division Chief, Health 1.00
Full-time Regular Public Health Nurse 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 0.50
Part-time Regular Clerk II 0.25
2440 Total 2.75
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 1.00
2455 Total 2.00
Commission on Aging
Full-time Regular Long Term Care Ombudsman 1.00
2530 Total 1.00
Health & Human Services Total 40.00
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 Streets/San Admin Assistant ( 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
2620 Total 1.00
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 ) 0.50
Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00
Full-time Regular Civil Engineer I 1.00
2625 Total 8.50
Traffic Engineering
Full-time Regular Traffic Engineering Technician 1.00
Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00
Full-time Regular Civil Engineer II 1.00
2630 Total 4.00
Public Works
Total Full-Time Equivalent Positions
533
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
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
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 Streets/San Admin Assistant ( 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 ) 3.00
Full-time Regular Equipment Operator III 1.00
Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00
2675 Total 9.00
Refuse Collection and Disposal
Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 16.00
Part-time Regular Recycling Attendant 0.75
2685 Total 16.75
Yard Waste Services
Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00
2695 Total 6.00
Public Works Total 92.25
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 1.00
Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33
2710 Total 1.33
Human Relations Total 4.00
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 @ .25 FTE ) 0.50
Part-time Regular Library Technical Aide 0.10
Part-time Regular Library Assistant ( 3 @ .25 FTE ) 0.75
Part-time Regular Library Aide I ( 3 @ .25 FTE ) 0.75
Part-time Regular Librarian I 0.50
Part-time Regular Librarian I 0.10
2805 Total 6.70
Total Full-Time Equivalent Positions
Library
Total Full-Time Equivalent Positions
Human Relations
534
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Reader's Services
Full-time Regular Librarian I ( 3 @ 1 FTE ) 3.00
Full-time Regular Librarian III 1.00
Part-time Regular Library Technical Aide 0.25
Part-time Regular Readers' Advisor ( 2 @ .5 FTE ) 1.00
Part-time Regular Readers' Advisor ( 2 @ .25 FTE ) 0.50
Part-time Regular Readers' Advisor 0.10
2810 Total 5.85
Reference Services & Periodicals
Full-time Regular Periodicals Supervisor 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 0.75
Part-time Regular Library Clerk ( 2 @ .25 FTE ) 0.50
Part-time Regular Librarian I ( 3 @ .5 FTE ) 1.50
Part-time Regular Librarian I ( 2 @ .25 FTE ) 0.50
Part-time Regular Clerk Typist I 0.50
2815 Total 8.75
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 0.75
Part-time Regular Shelver ( 4 @ .5 FTE ) 2.00
Part-time Regular Shelver ( 2 @ .25 FTE ) 0.50
Part-time Regular Security Monitor ( 4 @ .5 FTE ) 2.00
Part-time Regular Library Clerk ( 7 @ .5 FTE ) 3.50
Part-time Regular Library Clerk ( 4 @ .25 FTE ) 1.00
Part-time Regular Library Aide II 0.50
Part-time Regular Library Aide I 0.50
2820 Total 13.75
North Branch
Part-time Regular Library Aide I ( 2 @ .25 FTE ) 0.50
Part-time Regular Librarian II 0.50
Part-time Regular Branch Assistant ( 3 @ .5 FTE ) 1.50
Part-time Regular Branch Assistant 0.25
Part-time Regular Branch Assistant 0.10
2825 Total 2.85
South Branch
Full-time Regular Librarian II 1.00
Part-time Regular Library Aide I 0.75
Part-time Regular Library Aide I 0.10
Part-time Regular Branch Assistant 0.75
Part-time Regular Branch Assistant 0.50
Part-time Regular Branch Assistant 0.25
2830 Total 3.35
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 ( 2 @ 1 FTE ) 2.00
Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00
Part-time Regular Library Clerk 0.75
Part-time Regular Library Clerk 0.50
Part-time Regular Library Clerk 0.25
Part-time Regular Librarian I 0.50
Part-time Regular Clerk Typist II 0.75
Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25
2835 Total 15.00
Library Maintenance
Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00
Part-time Regular Custodian I 0.50
2840 Total 3.50
535
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
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 0.50
2845 Total 4.50
Library Total 64.25
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
3010 Total 3.00
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 0.50
3020 Total 2.50
Robert Crown Center
Full-time Regular Recreation Program Manager 1.00
Full-time Regular Preschool Coordinator 1.00
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 Program Assistant 0.10
Part-time Regular Program Assistant ( 3 @ .25 FTE ) 0.75
Part-time Regular Program Assistant 0.50
Part-time Regular Preschool Instructor ( 4 @ .25 FTE ) 1.00
Part-time Regular Preschool Instructor 0.50
Part-time Regular Preschool Instructor 0.75
Part-time Regular Part-time Custodian 0.25
Part-time Regular Part-time Custodian 0.75
Part-time Regular Instructor ( 15 @ .1 FTE ) 1.50
Part-time Regular After School Supervisor 0.50
3030 Total 12.10
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 Program Assistant 0.10
Part-time Regular Preschool Instructor 0.50
Part-time Regular Part-time Custodian 0.25
Part-time Regular Part-time Custodian 0.75
Part-time Regular Instructor ( 19 @ .1 FTE ) 1.90
Part-time Regular Clerk III 0.75
Part-time Regular Building Supervisor 0.10
Part-time Regular Building Supervisor ( 2 @ .5 FTE ) 1.00
3035 Total 10.10
Fleetwood-Jourdain 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
Full-time Regular Custodian II 1.00
Full-time Regular Clerk II 1.00
Parks Forestry & Recreation
Total Full-Time Equivalent Positions
536
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Part-time Regular Program Supervisor 0.25
Part-time Regular Program Assistant ( 3 @ .1 FTE ) 0.30
Part-time Regular Program Assistant ( 10 @ .25 FTE ) 2.50
Part-time Regular Program Assistant ( 3 @ .5 FTE ) 1.50
Part-time Regular Instructor ( 3 @ .1 FTE ) 0.30
Part-time Regular Clerk II 0.25
3040 Total 11.10
Fleetwood-Jourdain Theater
Full-time Regular Recreation Program Manager 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20
3045 Total 1.95
At Risk Opportunities
Part-time Regular Program Supervisor ( 2 @ .5 FTE ) 1.00
3050 Total 1.00
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 Program Assistant 0.10
Part-time Regular Program Assistant 0.50
Part-time Regular Program Assistant 0.75
Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40
Part-time Regular Instructor ( 2 @ .25 FTE ) 0.50
Part-time Regular Bus Driver 0.50
Part-time Regular Bus Driver 0.75
Part-time Regular Building Supervisor 0.50
Part-time Regular Assistant Custodian 0.50
3055 Total 10.50
Beaches
Full-time Regular Recreation Program Manager ( Split with 3100 ) 0.75
Full-time Regular Lakefront Sports Coordinator ( Split with 3100 ) 0.50
Full-time Regular Supervisor, Sports/Rec Maint ( Split with 3085 ) 0.25
3080 Total 1.50
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 ( Split with 3080 ) 0.75
3085 Total 6.75
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
Full-time Regular Clerk II 1.00
Part-time Regular Program Assistant ( 10 @ .1 FTE ) 1.00
Part-time Regular Program Assistant ( 2 @ .25 FTE ) 0.50
Part-time Regular Program Assistant 0.50
Part-time Regular Part-time Custodian ( 4 @ .5 FTE ) 2.00
Part-time Regular Office Assistant 0.25
Part-time Regular Office Assistant ( 2 @ .5 FTE ) 1.00
Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40
Part-time Regular Ice Skating Professional ( 19 @ .1 FTE ) 1.90
Part-time Regular Ice Skating Professional ( 3 @ .25 FTE ) 0.75
Part-time Regular Hockey Director of Operations 0.25
Part-time Regular Concession Worker 0.10
Part-time Regular Building Supervisor 0.25
Part-time Regular Building Supervisor 0.50
Part-time Regular After School Supervisor 0.25
3095 Total 14.65
Sports Leagues
Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25
Full-time Regular Lakefront Sports Coordinator ( Split with 3080 ) 0.50
3100 Total 0.75
Drum & Bugle Corps
Full-time Regular Recreation Program Manager 1.00
Part-time Regular Program Supervisor 0.25
537
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Part-time Regular Instructor ( 2 @ .1 FTE ) 0.20
3125 Total 1.45
Special Recreation
Part-time Regular Recreation Program Manager 0.50
Part-time Regular Program Supervisor ( 2 @ .1 FTE ) 0.20
Part-time Regular Program Supervisor 0.25
Part-time Regular Program Assistant ( 12 @ .1 FTE ) 1.20
Part-time Regular Program Assistant ( 4 @ .25 FTE ) 1.00
Part-time Regular Instructor 0.10
3130 Total 3.25
Skate Park/Bus Program
Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20
Part-time Regular Bus Aide ( 2 @ .25 FTE ) 0.50
Part-time Regular Bus Driver 0.25
3140 Total 0.95
Park Service Unit
Part-time Regular Park Ranger ( 4 @ .25 FTE ) 1.00
3150 Total 1.00
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
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 Program Supervisor 0.10
Part-time Regular Program Assistant ( 5 @ .1 FTE ) 0.50
Part-time Regular Program Assistant 0.50
Part-time Regular Part-time Custodian 0.10
Part-time Regular Part-time Custodian 0.25
Part-time Regular Office Assistant 0.50
Part-time Regular Garden Coordinator 0.25
3605 Total 6.20
Arts Council
Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.50
Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.25
3700 Total 0.75
538
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Noyes Cultural Arts Center
Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.15
Full-time Regular Noyes Center Coordinator 1.00
Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.50
Full-time Regular Facilities Maint. Worker II 1.00
Part-time Regular Part-time Custodian ( 4 @ .25 FTE ) 1.00
3710 Total 3.65
Cultural Arts Programs
Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.35
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 ) 0.25
3720 Total 2.60
Parks Recreation & Forestry Total 137.50
GRAND TOTAL - GENERAL FUND 794.65
539
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
Full-time Regular Asst Communications Coord (2 @ 1 FTE) 2.00
Full-time Regular Communications Coordinator 1.00
Full-time Regular Telecommunicator 1.00
5150 Total 4.00
Emergency Telephone System Fund Total 4.00
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
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
Full-time Regular Facilities Maint. Worker II 1.00
7000 Total 1.00
Maple Avenue Garage Fund Total 1.00
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
Part-time Regular Parking Operations Clerk 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 (2 @ 1 FTE) 2.00
Full-time Regular Public Works Maint Wrkr II (4 @ 1 FTE) 4.00
7015 Total 7.00
Parking System Fund Total 13.50
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
Community Development Block Grant Fund
Total Full-Time Equivalent Positions
Economic Development Fund
Emergency Telephone System Fund
Total Full-Time Equivalent Positions
OTHER FUNDS - FULL TIME EQUIVALENT POSITIONS
Total Full-Time Equivalent Positions
Maple Avenue Garage Fund
Total Full-Time Equivalent Positions
Parking System Fund
Total Full-Time Equivalent Positions
Water Fund
Total Full-Time Equivalent Positions
540
Position Descriptions by Department and Business Unit
Employee Status Description Job Type Description Position FTE
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
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 (Split with 2625) 0.50
7400 Total 13.50
Sewer Fund Total 13.50
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 Lead Mechanic 1.00
7710 Total 11.00
Vehicle Body Maintenance
Full-time Regular Auto Service Worker 1.00
7715 Total 1.00
Fleet Service Fund Total 17.00
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
GRAND TOTAL - OTHER FUNDS 96.75
GRAND TOTAL - ALL FUNDS 891.40
Sewer Fund
Total Full-Time Equivalent Positions
Total Full-Time Equivalent Positions
Fleet Service Fund
Total Full-Time Equivalent Positions
Insurance Fund
541
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.
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Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public Library, and all
library branches, and will be available for public inspection at these locations.
The City Council budget meeting agendas will be available to the public prior to the initial special meeting of
the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen
testimony concerning budget matters discussed during that special meeting. The length of such time shall
be determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-
balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Finance Department and Budget Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For each major
expenditure, a purchase order is prepared and approved and the related appropriation is encumbered before a
check is issued.
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City of Evanston
Budget Calendar
Fiscal Year 2005 – 2006
MONTH ACTIVITY
May 2004 Meet with City Council to review previous budget and set goals
and objectives for the new budget year. Council provides staff
direction for items to study or review for upcoming budget year.
June 2004 Review of feedback from prior year’s budget process to be used for
improvement and revision. Review of current GFOA standards.
Finance Director prepares revenue projections. Meets with City
Manager.
Budget Office prepares expenditure projections. Meets with City
Manager.
July 2004 Preliminary Public Hearing held by Administration and Public
Works Committee addressing issues for Proposed Budget.
Revision of software, forms and budget schedule as needed to
improve the budget process.
August 2, 2004 Budget and CIP kickoff. General information session about the upcoming
fiscal year’s process, the required forms and timetable, and budget goals.
Individual technical assistance sessions held upon request.
Financial data (projected revenues and expenditures) due from
department heads.
August 23, 2004 Departmental Budget and CIP submissions are due.
September 2004 Formal six-month budget status review with City Council.
September – October 2004 Staff meets with City Council to review studies and projects assigned in May.
City Council determines which initiatives will be reflected in the upcoming
budget.
City Board and Commission Budgets to be submitted to the Budget
Office.
Budget requests entered into financial software.
Departmental Budget Review Sessions held by Budget Office.
October 2004 Departmental budget narratives, objectives and performance indicators
entered into budget word processing document and reviewed for
accuracy by Budget Office.
City Manager, Budget Officer, Finance Director meet to make final
adjustments to the Proposed Budget.
November 2004 City Manager prepares Transmittal Message to City Council.
December 1, 2004 Final Proposed Budget to Printer. 544
December 31, 2004 City Manager’s Proposed Budget to be submitted to City Council.
January - February 2005 Weekly Saturday budget review sessions by City Council. Response
by City Staff to aldermanic budget memo requests. All sessions open
to the public.
February 7, 2005 Public Hearing on Proposed Budget.
February 14, 2005 Final discussion and adoption of 2005-2006 Budget by City Council.
March 2005 City Council changes entered into Budget.
Update narrative, performance objectives and activity measures
submitted by departments. Budget document updated to reflect
changes.
April 2005 Printing, binding and distribution of City Budget.
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CAPITAL IMPROVEMENT PLAN
547
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CITY COUNCIL
MEMORANDUM
www.cityofevanston.org
DATE: December 17, 2004
TO: MAYOR MORTON & ALDERMEN
FROM: Judith A. Aiello, Interim City Manager
Capital Improvement Team
SUBJECT: 2005/06 – 2009/10 CAPITAL IMPROVEMENT PROGRAM
Transmitted herewith for consideration by the City Council is a copy of the 2005/06 –
2009/10 Capital Improvement Program (CIP). The five (5)-year Capital Improvement
Program has been prepared in accordance with the Capital Improvement Fund Policies,
which the City Council approved in October 2002. The Capital Improvement Program is
a five (5)-year plan to address the City’s capital needs. The City Council has established
a goal for annual capital funding of $6.5 million.
The first year of the Capital Improvement Program is the Capital Budget which is
reviewed and approved each year by the City Council concurrent with the City Council’s
consideration of the operating budget. The subsequent four (4) years of the Capital
Program is presented for information only and sets forth the recommended plan for
capital needs. It also provides the City Council and public with an overview of the City’s
capital infrastructure needs.
During the past several years, staff has undertaken a variety of comprehensive
assessments of most of the City’s capital assets (parks, streets, buildings, etc) so that
there was a complete understanding of the City’s capital needs. These have included the
Comprehensive Pavement Study; Parks, Forestry & Recreation Strategic Plan; the
Analysis of the Civic Center; Ten (10) Year Sewer Improvement Program, Street
Lighting, Chicago Avenue Corridor and the assessments of the Police and Fire Stations.
These studies now serve as the foundation for the staff recommendations set forth in the
attached Capital Improvement Program. As we move forward we must continue to
assess the infrastructure needs of the community.
Saturday January 29, 2009 has been designated to present and review the 2005/06
Capital Improvement Plan. In preparation for the City Council’s review, this
memorandum will:
*Review the projects completed in 2004
*Highlight the 2005/06 – 2009/10Capital Improvement Program
*Outline the 2005/06 Capital Budget
*Identify Policy Issues
*Set Forth Recommendations
In addition, the following exhibits are included:
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Exhibit A: Capital Improvement Fund Policy
Exhibit B: 2005/06 – 2009/10 Capital Improvement Program
- Five (5) year Summary by Funding Source
- 2005/06 General Obligation Bond Projects
- Five (5) year Summary by Department
Exhibit C: 2005/06 Capital Budget Project Descriptions
I. 2004-2005 PROJECTS
During 2004, many capital projects were undertaken and some are highlighted below:
Parks: Five (5) parks were either completed or are nearly completed by the end of 2004:
Eggleston Park (ecologically-themed playground); Fitzsimons Park (tennis court and
lighting reconstruction); Gilbert Park Tot Lot (African-themed playground); Kelly Tot Lot;
and Leahy Park - which benefited from the receipt of a state grant from the Illinois
Department of Natural Resources.
Streets: In 2002 the City completed a comprehensive street system evaluation study.
The City Council reviewed the study and adopted a five (5) year plan in August 2002.
Each year, the plan outlines approximately $1.7 million of street paving, curb work, and
related roadway maintenance. The City of Evanston is now utilizing both MFT funds
($1.2 million per year) and General Obligation Bonds ($500,000 per year) for the street
resurfacing program.
Street Lights: The first year of the Street Lighting Upgrade Project was completed,
828 mercury vapor streetlights with the new induction lights were installed. This
constitutes 18% of the total to be replaced. The work cost approximately $550,000,
which includes the bulbs, electronic components, housings, labor and equipment to
install them in the existing Tallmadge lights, and the purchase of one-bucket truck.
Public Buildings: Construction for Fire Station #3 (1105 Central) was completed at the
end of 2003 and the Station opened earlier this year. Fire Station #3 is a state-of-the-
art, well-designed and highly functional facility that allows quick access to the apparatus
floor from anywhere in the station. The new Station has been very well received by the
firefighters.
The Civic Center Committee has determined that the City will not remain in the existing
building so alternative locations for the Civic Center are being considered at this time.
The Library Board’s success with its annual campaign - Fund for Excellence - has
permitted the children’s collection to grow faster than had been anticipated. Attendance
at children’s programs has grown 133% between 1999 and 2003. The Library Board
approved a building program for the children’s and young adult area. The Library Board
has issued a Request for Proposal for the renovation to the Children’s Collection Area.
Upon its review and presentation to the Human Services Committee and City Council, a
decision must be made regarding the implementation of this planned renovation.
550
The Gross Pointe Lighthouse Task Force completed their work and presented their
recommendations to the Human Services Committee. The recommended projects will
be incorporated into the Capital Program.
Economic Development: The Plan Commission has completed the West Side planning
study and the Economic Development Committee is studying the feasibility of creating a
Tax Increment Financing District for the area. That study will be completed in 2005.
Staff continues to attempt to stimulate additional private investment in the Howard Street
corridor. A Tax Increment Financing District was approved for Howard Street and we are
working with developers who are interested in new development. This year we are
beginning to see some additional private investment being considered.
The Sherman Plaza Project has begun but final bids for the new self-park garage
structure will not be received until January 2005. Preliminary estimates indicate that the
cost of construction has increased and we may need to consider additional funding or
significant value engineering for the project. This information will be available for the City
Council’s consideration prior to the adoption of the Capital Improvement Program.
Technology/Information Systems: The implementation of the new financial system
continued in 2004. Highlights of the implementation were: a) the first closing of the
financial statements, b) implementation of the HR/Payroll system and the first calendar
closing and reconciliation, c) the first successful audit of the system, and d) the
activation of over 200 users.
Information Systems projects and activities were carried out this year to meet the
mission of ensuring that solutions and services fulfill the City's broad based information
technology needs. This year’s activities included adding and upgrading various back
office servers and systems i.e. Voice mail, WEB services, and network servers and the
replacement of one hundred personal computers, and forty printers.
A long-term project finally completed is the City Fiber Optic initiative. During 2004,
Information Systems and Facilities Management successfully installed an inter-building
network to 14 City facilities that will provide the City with reliable high-speed network
communications services for many years and improve our ability to share data. Facilities
Management and Information Systems are also working together to develop a new Data
Center which is going to be the main hub for network and back office services in the
Service Center.
Ecology Center Expansion The Ecology Center Expansion project has been
completed and a grand opening celebration was held this fall. After the City experienced
problems with the contractor, the Facilities Management Department was able to
complete the building. The space will greatly enhance the opportunities for programming
at the Ecology Center.
Police-Fire Headquarters: Several years ago it was recommended that the City
renovate the Police Fire Headquarters. A portion of the request was funded and work
has been underway with CIP and State funds. Work included creating offices for the
Police Department on the second floor of the old Fire Station #1 and the conversion of
the first floor equipment bays into the new Fire Department Headquarters. The
remodeling included the alteration of the major systems and exterior alterations including
adding a new sally port for the processing of people in the custody of the Evanston
551
Police Department. In order to accomplish the extensive project scope without
exceeding the project budget, City tradesmen worked in conjunction with outside
contractors to minimize the project costs. We estimated that the value added to the
project by actual work performed by the FM staff approached $500,000. There is still
work which needs to be accomplish which staff will bring to the City Council in future
years.
II. SUMMARY OF THE 2005/06 – 2009/10 CAPITAL IMPROVEMENT PROGRAM
The attached 2005/06 – 2009/10 Capital Improvement Program (Exhibit B) represents
the City’s commitment to the Capital Improvement Fund Policies adopted by the City
Council. In addition, the Plan follows plans and guidelines approved by the City Council
over the past several years. This includes the Parks & Recreation Strategic Plan,
comprehensive street improvement program, sewer improvement program, and plans for
upgrade of public buildings. The five (5) year plan does not include any funding for the
Civic Center or Crown Center. The City Council needs to discuss and determine a final
strategy for these properties.
The five (5) year plan includes funding for parks as outlined in the seven (7) year
strategic plan. However, since we are concluding that cycle, the area being
recommended for attention is the lakefront. There is a need to assess all of the lakefront
parks and beach areas and develop a strategic plan. This is a long-term process
planning scheduled for the next two years and phased implementation anticipated
beginning in 2007.
We will continue to fund the street improvements in accordance with the strategy
adopted by the City Council.
In the area of public buildings, the Five Year Program includes funding for the planning
of Fire Station #5 and the proposed renovation of the Children’s Collection Area as
outlined herein. Initial funding for the RFP process was provided by the Library Board’s
Fund for Excellence.
The Five Year Capital Program continues the implementation of the Street Light
Upgrade Project. If we maintain our current level of funding and costs remain fairly
constant, we believe that we will be able to complete the changeover of the Tallmadge
lights for approximately $3 Million. Once the current phase of replacing the Tallmadge
lights are completed we will start the conversion of the davit arm lights from mercury
vapor to induction, but we have not estimated the cost for these lights. However, we
believe that we will likely be under our estimate of $5 Million for the entire City.
III. 2005/06 CAPITAL BUDGET
A. GENERAL OBLIGATION BONDS/ PROJECTS
The projects being recommended for funding in the 2005/06 Capital Budget (Exhibit B)
represent the second phase of projects begun this year; annual appreciations for capital
maintenance projects; new projects which had been in the five year plan; and additional
funds for projects which may have been bid in 2004 or before where the City received
bids in excess of appropriated revenue.
552
The Capital Budget funding level of $6,500,000 represents a consistent level of capital
spending and is due to the favorable interest rates that are available to the City. This
increased level of available revenue is still at an annual debt service level of
approximately $600,000. A brief highlight of some of the projects is contained herein
but a more complete summary of each of the capital budget projects is included in
Exhibit B.
Parks & Recreation
The projects outlined in the 2005/06 Capital Budget are in substantial compliance with
the park improvement seven plan. The improvements in the next fiscal year include the
following projects: Baker Park, Bike Plan Implementation, Chandler Center Facility,
Clark Street Beach house, Ecology Center, Eiden Park, Greenleaf Park Shelter,
Greenwood St Beach house, GPLA Fog Houses, GPLA Beach House, Lovelace Park,
Mason Park, Megowan Park, Monroe Tot lot, and Sargent Park. We will also begin to
assess the Lakefront. These projects will be undertaken by Parks, Recreation &
Forestry, Facilities Management, and Public Works.
Street Improvements
This year funds for street resurfacing will be from Motor Fuel Tax ($1.2 Million), Capital
Improvement Program ($500,000) and the Isabella Vacation ($475,000). The City
Council has recently approved the streets to be funded in 2005.
Public Buildings
The planning and implementation of a strategy to improve all of our public buildings is an
important component of the capital program. To date, we have tried to undertake
assessments and plan for the eventual rehabilitation or replacement of all of our public
facilities. We have focused on public safety buildings and parks. The capital budget
reflects the continued attention to these buildings. Fire Station # 5 replacement is the
major project for the year. In addition, while not funded there needs to be resolution of
Crown Center and the Civic Center.
Financial Software
The implementation of the financial software program is on schedule and on budget.
This next year will see the system move to PeopleSoftNow upgrade 8.11 which is a fully
web enabled environments. Additionally, plans are to implement the Accounts
Receivable, Service Orders, Employee Self Service modules as well as Crystal Reports.
It continues to be a major undertaking for staff but one that each of us believes will
provide better service for both our internal and external customers. The Capital Budget
reflects our continued implementation of this project.
Information Systems
The division’s goals for the coming year will continue to be to replacing back office and
desktop systems near capacity or too old to be properly supported. We will also be
using our resources to provide redundant back office services in case of system failure
or a disaster occurring at one of the City buildings. We will utilize the fiber
communication infrastructure to add security systems and consolidation of various
support systems. To accomplish our goals we will need to complete the new data center,
and then move our mission critical equipment. The long term goals of the Planned
Telephony Replacement improvement program is to utilize the fiber to replace all of the
traditional PBX based systems in our enterprise with less costly Voice over IP (VoIP)
553
systems, and the new centralized voice mail system. In the coming year our plan is to
migrate the Library and one or two other off sites operations
Street Lighting
The City Council has approved a multi-year program to upgrade the electrical
components of the streetlights, which involves changing the mercury vapor lamps to a
new system called induction lighting. The Capital Budget includes funds for the second
year of this program.
B. NON-GENERAL OBLIGATION BONDS/PROJECTS
There are many capital projects that the City undertakes every year with the use of non-
general obligation bonds. These include all of the capital projects, which use the
enterprise funds or special dedicated revenues. The major ones have been the water
and sewer projects, CDBG, and TIF- supported projects.
Sewer System Improvements
The 2005/06 CIP reflects the continued commitment to the improvement of the City’s
sewer system. This long-term project began in the late 80’s with the planning and the
City Council’s approval of the Improvement Plan adopted in December 1990. The Plan
outlined a $158,000,000 program to mitigate the problems residents have been
experiencing for years, such as combined sewage surcharge into basements. The
construction program was initiated in 1991 and is approximately 90% complete at this
time. The current status of each phase is summarized below:
The current status of each phase is summarized below:
Phase I, II, III, IV, V, VII, VIII Construction Complete
Phase VI, Contract A & Contract C Construction Complete
Phase VI, Contract B Litigation- authorization to
rebid the project
Phase IX, Contract A & Contract B Construction Complete –
Closing out Project
Phase X, Contract A Construction in Progress
Phase X, Contract B Design Complete – Out to
bid for Construction in 2005
The repayment of the debt associated with the Long-Range Sewer Improvement
Program is funded through the Sewer Fund.
Water Fund
The projects planned for 2005/06 will be completed without any increase in the water
rates. The proposed projects continue to upgrade this important capital asset. While the
Water Plant is maintained in excellent condition there exist components which need to
be replaced and upgraded. In 2004 a hydraulic analysis of the water distribution system
was completed identifying needed improvements to the system to meet recommended
fire flows. These improvements are coordinated with street projects so as to minimize
disruptions for the community.
Community Development Block Grant (CDBG)
The capital projects, which have been approved by the Community Development Block
Grant Committee, have been included in the Capital Budget. Staff’s policy has been to
554
recommend all capital projects within the CDBG target area to the Committee for
funding.
IV. CIP POLICY ISSUES & PRIORITY PROJECT REVIEWS
The City Council’s annual review of the Capital Improvement Program is the opportunity
for the Council and public to review the capital infrastructure needs of the community,
review community input, establish priorities and funding levels. As stated so often, the
magnitude of our capital needs is great and totals well over $300 million. We are
grateful for the City Council’s commitment to the built environment and recognize that
the Plan does not address all of our capital needs but does represent a good strategy to
continue to address our needs.
The Capital Improvement Fund Policy will assist staff in our annual development of the
CIP. We must continue to work with the Administration & Public Works Committee and
City Council to explore capital funding options. However, recognizing the considerable
fiscal constraints at all levels of government, we must be prepared not only to take
advantage of grant opportunities but also adjust our timetable for some projects if
necessary. As we have stated on several occasions, the funding of the Capital Program
may be effected by our outstanding litigation.
Regardless of the fiscal constraints there are several projects still in need of an action
plan whereby we look forward to working with the City Council to develop such a
strategy. These include the Civic Center, Fountain Square, Crown Center and the
Recycling Center. The Human Services Committee accepted the recommendations of
the Gross Pointe Lighthouse Area Task Force in September 2004 and many of the
recommended capital items have been included in the five (5)-year CIP. Fountain
Square options will begin to be explored as Sherman Plaza is developed. Each of these
public spaces and buildings is a valuable physical asset and a great community
resource. Each contain major capital needs and a thorough review and plan must be
developed for each even if funding is not available at this time.
It should be noted that the issuance of bonds for the FY 2005-06 Capital Improvement
Program is still interrelated to the City’s strategy for funding the Insurance Fund.
V. RECOMMENDATIONS
At this time, it is recommended that the City Council:
(1) Accept the attached 2005/06- 2009/10 Capital Improvement Program
(2) Review and consider the 2005/06 Capital Budget
(3) Approve the sale of the following Debt instruments in 2005 as follows:
Property Tax Supported Debt
City wide Capital Improvements $ 6,500,000
Non-Property Tax Supported Debt
Citizen funded Alley Improvements 500,000
Downtown Brick Repair (TIF) 50,000
Water main- Chicago Avenue to Howard St 753,000
Total $ 1,303,000
555
TOTAL 2005/06 GENERAL OBLIGATION BOND ISSUE $ 7,808,000
Staff respectfully submits the 2005/06 – 2009/10 Capital Improvement Program and
looks forward to the City Council’s consideration of the program on Saturday January 29,
2005.
Capital Improvement Team:
Judith Aiello, Assistant City Manger
Alan Berkowsky, Fire Chief
Bobbe Tolsen-Brown, Purchasing Director
Patrick Casey, Director of Management & Budget
Paul D’Agostino, Superintendent of Parks & Forestry
Robert Donenker, Superintendent of Recreation
Douglas Gaynor, Director of Parks, Recreation & Forestry
Sam Hunter, Deputy Fire Chief
David Jennings, Director of Public Works
Vincent Jones, Assistant to the City Manager
Frank Kaminski, Police Chief
Frank Kassen, Construction Manager
Anil Khatkhate, ADA/CIP Manager
Stefanie Levine, Landscape Architect
Regina Lookis, Assistant Superintendent of Water & Sewer/Administration
Dennis Marino, Assistant Community Development Director /Planning
Gavin Morgan, Assistant to the City Manager
Dennis Nilsson, Commander-Police Department
Catherine Radek, Superintendent of Administrative Services/Public Works/Fleet
Tracy Roberts, Management Analyst
Max Rubin, Director of Facilities Management
Carlos Ruiz, Preservation Coordinator
Bruce Slown, Director of Information Systems
William Stafford, Director of Finance
Lloyd Shephard, M/W/EBE Coordinator
David Stonebeck, Assistant Superintendent of Water & Sewer/Operations
James Wolinski, Director of Community Development
Barbara Zdanowicz, Assistant Finance Director
Alison Zelms, Management Analyst
556
To: Julia C. Carroll, City Manager
From: Patrick Casey, Director of Management and Budget
Subject: Final Changes to the Proposed FY 2005-06 Capital Budget
Date: March 1, 2005
In December of 2004 the proposed FY 2005-06 Capital Budget was presented to
City Council. The proposed Capital Budget was $32,274,000 for FY 2005-06.
The following changes were made to the proposed Capital Budget during the
hearings process:
Action Revenue Expenditure
Beginning Balance $ 32,274,000 $ 32,274,000
Transfer to CIP for Street Study and Engineering Services $ 200,000
Transfer to Capital Improvement Plan for Street Repair $ 413,500
Building Permit Revenue (One Time Sherman Plaza Revenue) $ 613,500
Sale of Isabella Right of Way $ 550,000
Street Improvements $ 550,000
James Park Baseball Field Fencing $ 150,000
Reallocation of CIP Funds $ 150,000
Reallocation Library Design Funds $ (200,000)
Street Improvements $ 200,000
Total Adjustments $ 1,313,500 $ 1,313,500
FY2005/06 Capital Improvement Plan Funding $ 33,587,500 $ 33,587,500
Total FY 2006/10 Capital Improvement Plan $ 99,878,000 $ 99,878,000
Interdepartmental
Memorandum
557
558
EXHIBIT A
Capital Improvement Fund Policy
559
560
Capital Improvement Fund Policy
Section I: Objectives and Priorities
The overall goal for Evanston's capital improvement effort is:
A comprehensive capital improvement program that is used by
decision makers to guide capital investments, make the best use of
limited resources and provide community facilities that function well
and contribute to the attractiveness, public health and safety of the
City.
To accomplish this goal, a broad set of objectives and policies has been developed to
guide preparation and monitoring of the capital improvement program. These broad
objectives, priorities and policies adopted by the City Council guide staff each year as a
capital program is developed and presented to the City Council for review and
consideration.
Objectives
• Undertake a comprehensive assessment of all capital needs and develop a strategic
plan to meet the city’s capital needs, so that projects and funding are rationally
sequenced, coordinated and kept on the public agenda.
• Undertake capital improvements that are needed to maintain existing public facilities,
increase operating efficiency and reduce operating costs.
• Undertake capital investments that encourage and support economic development or
directly produce income.
• Undertake capital improvements that are of the highest quality that the city can afford
which enhance Evanston's physical appearance, public image, and quality of life and
promote public health and safety.
• Limit the extent to which local property taxes are required to finance capital
improvements.
• Plan all capital projects to meet ADA requirements.
Priorities
561
• 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.
562
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.
563
• Complete the rehabilitation of the Police/Fire Headquarters.
• Undertake projects and improvement to municipal facilities to meet the standards of
the Federal Americans with Disabilities Act (ADA).
• Develop and implement a plan for the municipal offices.
• Implement policy advocating art within city building projects, in compliance with Title
7, Chapter 16 of the City Code.
Transportation
• Improve the condition, efficiency and safety of Evanston’s circulation system.
• Undertake improvements needed to keep municipal parking facilities well
maintained, safe and attractive.
• Plan and implement expanded public parking inventory.
• Continue the City’s programs for maintaining curbs, gutters and sidewalks.
• Evaluate all sidewalks and develop an improvement schedule.
• Enhance livability of neighborhoods by implementing various traffic controls.
• Improve Evanston’s remaining unpaved streets and alleys.
• Implement a citywide bike plan and encourage intermodal transportation.
• Ensure adequate street lighting to balance crime prevention, safety and residential
atmosphere.
• Develop plans and programs to improve the appearance and maintenance of rail
embankments, viaducts and rail stations.
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long range capital needs list, a five year capital improvement program will
be developed and updated annually, including anticipated funding sources.
564
• 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.
565
Contingencies Account
• A contingency line item should be included for each project equal to 10% of the project’s
estimated cost.
• A bond funded capital plan contingency account shall be included at the beginning of each
fiscal year. This shall be equal to 10% of the current year general obligation capital
improvement projects.
• Funds from the overall CIP contingency account can be used to supplement a project if
none are available within the department’s existing projects.
• Any unused contingency funds could be reallocated by the City Council at the end of the
fiscal year.
Emergency Fund Reserves
• An emergency account within the capital improvement fund shall be established to fund
emergency capital needs.
• The emergency account shall be initially funded through a one-time revenue source and
replenished with a percentage of project surpluses at the end of the fiscal year.
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.
• The city shall hire a grant writer for a two-year trial period.
Community Development Block Grant Funds
• A comprehensive program for all capital projects in the CDBG target area will be presented
to the CDBG Committee.
566
567
568
EXHIBIT B
2005/06 – 2009/10
Capital Improvement Program
569
570
CAPITAL PLAN
City of Evanston, IL
SUMMARY BY FUNDING SOURCE
2005 Thru 2009
Sources 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Bonds - GO/Special Assessmen 500,000 500,000 500,000 500,000 500,000 2,500,000
Bonds - Property Tax Support 6,500,000 7,978,000 7,595,000 6,454,500 6,373,000 34,900,500
CDBG Funds 660,000 660,000
ETSB Funds 1,275,000 1,275,000
Fleet Services Fund 1,836,000 1,836,000
IEPA Loan Funds 5,000,000 2,953,000 7,953,000
Motor Fuel Tax (MFT)1,200,000 1,200,000
Parking Fund Annual Budget 15,000 15,000
Private Sources 550,000 550,000
Reallocate from Cap Fund Prj 150,000 150,000
Sewer Capital Fund 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Reserves 11,212,000 7,308,000 611,500 944,100 20,075,600
TIF Funds 803,000 50,000 50,000 50,000 953,000
Transfer from Other Funds 613,500 613,500
Water Fund - DI & E A/C 2,598,000 4,756,900 5,316,500 5,450,000 5,650,000 23,771,400
Grand Total(s)33,587,500 21,267,900 14,748,000 16,976,600 13,248,000 99,828,000
Bonds - GO/Special
Assessement
Bonds - GO/ Property
Tax Supported
CDBG Funds
ETSB Funds
Fleet Services Fund
IEPA Loan Funds
Motor Fuel Tax
Parking Fund
Private Sources
Reallocation from
Capital Projects
Sewer Capital
Sewer Reserves
TIF Funds
Transfer from Other
Funds
Water Fund
2005-2006 CAPITAL PROJECTS BY FUNDING SOURCE
571
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2005 Thru 2009
Sources 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Bonds - GO/Special Assessmen
415856 ALLEY PAVING - PRIVATE SHAR 500,000 500,000 500,000 500,000 500,000 2,500,000
Bonds - GO/Special Assessmen 500,000 500,000 500,000 500,000 500,000 2,500,000
Bonds - Property Tax Support
415100 CAPITAL IMPROVEMENTS 40,000 40,000 40,000 40,000 40,000 200,000
415172 CIVIC CENTER INTERIM REPAIR 100,000 100,000 100,000 100,000 400,000
415200 SERVICE CENTER CIP PROJECTS 175,000 285,000 460,000
415220 SERVICE CTR FIRE SUPPRESSIO 150,000 150,000
415222 SERVICE CTR VEHICLE WASH 180,000 180,000
415223 SERVICE CTR OVERHEAD DOOR R 300,000 300,000
415307 PARK MAINT & FURNITURE REPL 50,000 50,000 50,000 50,000 200,000
415321 BAKER PARK 15,000 15,000
415350 MASON PARK 120,000 120,000
415355 LOVELACE PARK 513,000 513,000
415356 BENT PARK TENNIS COURT 180,000 180,000
415358 LARIMER PARK BASKETBALL COU 58,000 58,000
415359 EIDEN PARK 356,000 356,000
415360 MONROE TOT LOT 117,000 117,000
415361 SARGENT PARK 138,000 138,000
415362 SMITH PARK 435,000 435,000
415365 CLARK ST BEACH HOUSE FAC 25,000 25,000
415367 GREENWOOD ST BEACH HOUSE FA 25,000 25,000
415370 EVANSTON ART CTR ASBESTOS R 90,000 90,000 180,000
415371 LIGHTHOUSE BEACH HOUSE REPA 25,000 25,000
415372 MEGOWAN PARK 70,000 280,000 350,000
415376 SOUTH BLVD BEACH HOUSE FAC 27,000 27,000
415377 LIGHT / FOG HOUSES FAC 60,000 450,000 510,000
415378 GREENLEAF PARK SHELTER 25,000 25,000
415379 HOBART PARK 197,000 197,000
415380 LAWSON PARK 358,000 358,000
415381 TORGERSON PARK 218,000 218,000
415509 CHANDLER CENTER FAC 160,000 160,000
415553 CROWN CENTER SYSTEMS REPR 50,000 50,000 50,000 50,000 200,000
415561 CROWN TENNIS COURT RENOVATI 338,000 338,000
415600 LEVY CTR CIP PROJECTS 20,000 20,000
415653 NOYES CENTER FAC 130,000 130,000
415686 ECOLOGY CENTER FAC 25,000 115,000 140,000
415717 PUBLIC SAFETY RADIO EQUIPME 400,000 400,000 400,000 1,200,000
415718 POLICE - FIRE HQ INTERIOR 225,000 350,000 400,000 525,000
415720 POLICE - FIRE HQ ROOF 135,000 135,000
415802 FIRE STATION #5 300,000 2,000,000 2,500,000 500,000 5,300,000
415854 ALLEY PAVING - CITY SHARE 450,000 500,000 500,000 500,000 500,000 2,450,000
415857 STREET RESURFACING 700,000 500,000 500,000 500,000 500,000 2,700,000
415862 TRAFFIC SIGNAL SYST STUDY 50,000 50,000 50,000 50,000 50,000 250,000
415864 50/50 CURB & SIDEWALK PRG 50,000 100,000 100,000 100,000 100,000 450,000
415867 BLOCK CURB REPLACEMENT 50,000 100,000 100,000 100,000 100,000 450,000
415868 STREETLIGHT UPGRADE PROGM 500,000 500,000 1,000,000
572
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2005 Thru 2009
Sources 2005-06 2006-07 2007-08 2008-09 2009-10 Total
415870 NEIGHBORHOOD TRAFFIC CALM 40,000 75,000 75,000 75,000 75,000 340,000
415871 TRAFFIC SIGNAL UPGRADES 250,000 250,000 500,000
415880 PUBLIC WORKS CAPITAL EQUIPM 175,000 175,000
415881 ROAD CONST.RELATED IMPROVEM 175,000 175,000
416001 INFORMATION TECHNOLOGY 225,000 300,000 300,000 300,000 300,000 1,425,000
416009 EVANSTON ART CENTER FAC 130,000 165,000 295,000
416010 ASBESTOS REMOVAL 20,000 20,000 20,000 20,000 80,000
416014 TELEPHONE SYSTEM 100,000 50,000 50,000 200,000
416019 LADD CAPITAL MAINTENANCE 25,000 25,000 25,000 25,000 100,000
416020 FINANCIAL/HR SOFTWARE SYSTE 200,000 100,000 100,000 100,000 100,000 600,000
416028 TRAFFIC SIGNAL& ST.LIGHT MA 125,000 75,000 75,000 75,000 75,000 425,000
416038 2222 OAKTON FACILITY 67,500 67,500
416041 CITY NETWORK INFRASTRUCTURE 51,000 50,000 101,000
416047 GIS BASEMAP UPDATING 25,000 25,000 25,000 25,000 100,000
416051 SERVICES TO GENERAL FUND 275,000 300,000 300,000 300,000 300,000 1,475,000
416052 CONTINGENCY FUND 200,000 200,000 200,000 200,000 200,000 1,000,000
416053 EMERGENCY PROJECT RESERVES 100,000 100,000 100,000 100,000 100,000 500,000
416055 FOSTER PARK 275,000 1,200,000 1,475,000
416069 SHORE PRESERVATION 30,000 30,000 30,000 30,000 120,000
416072 NOYES CTR CAPITAL MAINTENAN 20,000 20,000 20,000 20,000 80,000
416086 SERVICE CENTER PAINTING 40,000 40,000
416089 SERVICE CENTER SECURITY SYS 20,000 20,000
416096 BIKE PLAN IMPLEMENTATION 100,000 100,000
416116 EMERGENCY GENERATOR 75,000 75,000
416121 TWIGGS PARK 359,000 359,000
416122 PERRY PARK 458,000 458,000
416127 LAKEFRONT STUDY 1,350,000 1,350,000 2,700,000
416128 INSPECT-PERMIT-ZONING SOFTW 300,000 300,000 600,000
416129 LIBR. CHILDRENS AREA EXPANS 650,000 650,000 1,300,000
416130 CASHIERING SOFTWARE 175,000 175,000
416131 GROSSE POINT LIGHTHOUSE ARE 40,000 40,000
Bonds - Property Tax Support 6,500,000 8,028,000 7,645,000 6,454,500 6,373,000 35,000,500
CDBG Funds
415350 MASON PARK 360,000 360,000
415690 FLEETWOOD-JOURDAIN CTR 75,000 75,000
415854 ALLEY PAVING - CITY SHARE 150,000 150,000
415867 BLOCK CURB REPLACEMENT 75,000 75,000
CDBG Funds 660,000 660,000
ETSB Funds
5150 EMERGENCY TELEPHONE SYSTM 1,200,000 1,200,000
416116 EMERGENCY GENERATOR 75,000 75,000
ETSB Funds 1,275,000 1,275,000
Fleet Services Fund
7720 CAPITAL OUTLAY 1,836,000 1,836,000
Fleet Services Fund 1,836,000 1,836,000
573
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2005 Thru 2009
Sources 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Grants - Federal/State
IEPA Loan Funds
7472 IEPA PHASE 10 C 2,953,000 2,953,000
7489 IEPA PHASE 10 B 5,000,000 5,000,000
IEPA Loan Funds 5,000,000 2,953,000 7,953,000
Motor Fuel Tax (MFT)
415857 STREET RESURFACING 1,200,000 1,200,000
Motor Fuel Tax (MFT)1,200,000 1,200,000
Parking Fund Annual Budget
415224 SERV. CTR PARKING DECK REPA 15,000 15,000
Parking Fund Annual Budget 15,000 15,000
Private Sources
415879 ISABELLA ST.VACATION FUNDS 550,000 550,000
Private Sources 550,000 550,000
Reallocate from Cap Fund Prj
415354 JAMES PARK FY03 SOCCER FIEL 150,000 150,000
Reallocate from Cap Fund Prj 150,000 150,000
Sewer Capital Fund
7420 SEWER IMPROVEMENTS 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Capital Fund 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Reserves
7425 LONG RANGE SEWER IMPROVE 367,000 1,316,000 1,683,000
7440 IEPA PH 6B (L171128)10,050,000 4,676,000 14,726,000
7472 IEPA PHASE 10 C 16,500 328,100 344,600
7489 IEPA PHASE 10 B 606,000 606,000
742501 RIDGE AVE RELIEF SEWER-CLEV 1,316,000 1,316,000
742502 LEE ST RELIEF SEWER-RIDGE-M 189,000 189,000
742503 RIDGE AV RELIEF SEWER-CRAIN 472,500 472,500
742504 GREENWOOD ST RELIEF SEWER 122,500 122,500
742505 RIDGE AV RELIEF SEWER-CLARK 532,000 532,000
742506 GROVE ST RELIEF SEWER-RIDGE 84,000 84,000
Sewer Reserves 11,212,000 7,308,000 611,500 944,100 20,075,600
TIF Funds
416006 DOWNTOWN BRICK REPAIR 50,000 50,000 50,000 50,000 200,000
733068 WATER MAIN-CHICAGO AVENUE 753,000 753,000
TIF Funds 803,000 50,000 50,000 50,000 953,000
Transfer from Other Funds
415857 STREET RESURFACING 613,500 613,500
574
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2005 Thru 2009
Sources 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Transfer from Other Funds 613,500 613,500
Water Fund - DI & E A/C
7330 WATER FUND DEP, IMP, EXT 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
416130 CASHIERING SOFTWARE 175,000 175,000
733032 WATER BILLING SYSTEM 750,000 750,000
733042 ADA RENOVATIONS 200,000 200,000
733043 SERVICE BLDG WINDOW REPLACM 70,000 70,000
733041 PHASE 10 A WTR MAINS (JUD/G 1,350,000 1,350,000 2,700,000
733044 MAIN ST. ( ASBURY - DODGE)320,000 320,000
733045 REPAIRS TO 1895 SUCTION WAL 50,000 50,000
733047 GROVE ( DEWEY- ASHLAND)157,500 157,500
733048 FILTER REHAB ( #19-#24)100,000 2,000,000 2,100,000
733049 CELL IN DETENTION BASIN(ADD 2,000,000 1,806,000 3,806,000
733050 REVIEW OF SCADA SYSTEM 10,000 200,000 200,000 410,000
733052 CRAIN(RIDGE-SHERMAN) PH VII 268,800 268,800
733055 FILTER SHOP EXPANSION 200,000 200,000
733056 CROFT LANE (CRAIN NORTH)39,100 39,100
733057 DEMPSTER ( JUDSON- FOREST)100,000 100,000
733058 FOWLER(DEMP.-CHURCH) PHASE 438,000 438,000
733061 RIDGE ( GREENWOOD-CRAIN)253,000 253,000
733062 GARAGES 75,000 75,000
733066 EMER.INTERCON. ANALYSIS/ CO 1,000,000 1,000,000
733067 SECURITY IMPROVEMENTS - WAT 50,000 50,000 50,000 50,000 50,000 250,000
733069 CRAIN (ASBURY - RIDGE)-WATE 189,000 189,000
733070 ROOF REPL.-FILTR PMP HEADHO 100,000 100,000
733071 ENGINNERING SERV.-WATER MAI 250,000 250,000 250,000 250,000 250,000 1,250,000
733073 WATER QUALITY DIST. SYS.EVA 25,000 25,000
733074 REPAIR ZEBRA MUSSELCONTROL 100,000 100,000
733075 REBULDING OF ALUM TANKS 75,000 75,000
733076 UV TREATMENT OF FINISHED WA 100,000 2,500,000 2,600,000
733502 TUCKPOINTING 70,000 70,000
Water Fund - DI & E A/C 2,598,000 4,756,900 5,316,500 5,450,000 5,650,000 23,771,400
Grand Total(s)33,587,500 21,317,900 14,798,000 16,976,600 13,248,000 99,928,000
575
576
2005-2006 Capital Budget
General Obligation Bond Projects
577
578
CAPITAL PLAN
2005 - 2006 Capital Budget General Obligation Bonds
415864 50/50 CURB & SIDEWALK PRG 50,000
415854 ALLEY PAVING - CITY SHARE 450,000
415321 BAKER PARK 15,000
416096 BIKE PLAN IMPLEMENTATION 100,000
415867 BLOCK CURB REPLACEMENT 50,000
415100 CAPITAL IMPROVEMENTS 40,000
416130 CASHIERING SOFTWARE 175,000
415509 CHANDLER CENTER FAC 160,000
416041 CITY NETWORK INFRASTRUCTURE 51,000
415365 CLARK ST BEACH HOUSE FAC 25,000
416052 CONTINGENCY FUND 200,000
415686 ECOLOGY CENTER FAC 25,000
415359 EIDEN PARK 356,000
416116 EMERGENCY GENERATOR 75,000
416053 EMERGENCY PROJECT RESERVES 100,000
416020 FINANCIAL/HR SOFTWARE SYSTEM 200,000
415802 FIRE STATION #5 300,000
415378 GREENLEAF PARK SHELTER 25,000
415367 GREENWOOD ST BEACH HOUSE FAC 25,000
416001 INFORMATION TECHNOLOGY 225,000
415377 LIGHT / FOG HOUSES FAC 60,000
415371 LIGHTHOUSE BEACH HOUSE REPAIRS 25,000
415355 LOVELACE PARK 513,000
415350 MASON PARK 120,000
415372 MEGOWAN PARK 70,000
415360 MONROE TOT LOT 117,000
415870 NEIGHBORHOOD TRAFFIC CALM 40,000
415718 POLICE - FIRE HQ INTERIOR 225,000
415720 POLICE - FIRE HQ ROOF 135,000
415880 PUBLIC WORKS CAPITAL EQUIPMENT 175,000
415881 ROAD CONST.RELATED IMPROVEMENT 175,000
415361 SARGENT PARK 138,000
416086 SERVICE CENTER PAINTING 40,000
416089 SERVICE CENTER SECURITY SYSTEM 20,000
416051 SERVICES TO GENERAL FUND 275,000
415857 STREET RESURFACING 700,000
415868 STREETLIGHT UPGRADE PROGM 500,000
416014 TELEPHONE SYSTEM 100,000
415862 TRAFFIC SIGNAL SYST STUDY 50,000
415871 TRAFFIC SIGNAL UPGRADES 250,000
416028 TRAFFIC SIGNAL& ST.LIGHT MAINT 125,000
Grand Total(s)6,500,000
579
580
CAPITAL PLAN
City of Evanston, IL
SUMMARY BY DEPARTMENTS
2005 Thru 2009
Departments 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Economic Development 40,000 40,000
Environment 19,993,000 12,739,900 6,603,000 10,022,100 6,325,000 55,683,000
Information Technology 2,126,000 825,000 1,175,000 825,000 825,000 5,776,000
Other Improvements 765,000 640,000 640,000 640,000 640,000 3,325,000
Public Buildings 1,165,000 3,630,000 3,432,000 972,500 763,000 9,962,500
Parks & Recreation 1,899,000 693,000 948,000 2,617,000 2,745,000 8,902,000
Transportation 7,639,500 2,700,000 1,950,000 1,900,000 1,950,000 16,139,500
Grand Total(s)33,587,500 21,267,900 14,748,000 16,976,600 13,248,000 99,828,000
Other Improvements
Transportation
Information Technology
Public Buildings
Parks and Recreation
Environment
2005-2006 CAPITAL PROJECTS BY DEPARTMENT
581
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2005 Thru 2009
Department 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Economic Development
416131 GROSSE POINT LIGHTHOUSE ARE 40,000 40,000
Economic Development 40,000 40,000
Environment
7330 WATER FUND DEP, IMP, EXT 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
7420 SEWER IMPROVEMENTS 675,000 675,000 675,000 675,000 675,000 3,375,000
7425 LONG RANGE SEWER IMPROVE 367,000 1,316,000 1,683,000
7440 IEPA PH 6B (L171128)10,050,000 4,676,000 14,726,000
7472 IEPA PHASE 10 C 16,500 3,281,100 3,297,600
7489 IEPA PHASE 10 B 5,606,000 5,606,000
733032 WATER BILLING SYSTEM 750,000 750,000
733041 PHASE 10 A WTR MAINS (JUD/G 1,350,000 1,350,000 2,700,000
733042 ADA RENOVATIONS 200,000 200,000
733043 SERVICE BLDG WINDOW REPLACM 70,000 70,000
733044 MAIN ST. ( ASBURY - DODGE)320,000 320,000
733045 REPAIRS TO 1895 SUCTION WAL 50,000 50,000
733047 GROVE ( DEWEY- ASHLAND)157,500 157,500
733048 FILTER REHAB ( #19-#24)100,000 2,000,000 2,100,000
733049 CELL IN DETENTION BASIN(ADD 2,000,000 1,806,000 3,806,000
733050 REVIEW OF SCADA SYSTEM 10,000 200,000 200,000 410,000
733052 CRAIN(RIDGE-SHERMAN) PH VII 268,800 268,800
733055 FILTER SHOP EXPANSION 200,000 200,000
733056 CROFT LANE (CRAIN NORTH)39,100 39,100
733057 DEMPSTER ( JUDSON- FOREST)100,000 100,000
733058 FOWLER(DEMP.-CHURCH) PHASE 438,000 438,000
733061 RIDGE ( GREENWOOD-CRAIN)253,000 253,000
733062 GARAGES 75,000 75,000
733066 EMER.INTERCON. ANALYSIS/ CO 1,000,000 1,000,000
733067 SECURITY IMPROVEMENTS - WAT 50,000 50,000 50,000 50,000 50,000 250,000
733068 WATER MAIN-CHICAGO AVENUE 753,000 753,000
733069 CRAIN (ASBURY - RIDGE)-WATE 189,000 189,000
733070 ROOF REPL.-FILTR PMP HEADHO 100,000 100,000
733071 ENGINNERING SERV.-WATER MAI 250,000 250,000 250,000 250,000 250,000 1,250,000
733073 WATER QUALITY DIST. SYS.EVA 25,000 25,000
733074 REPAIR ZEBRA MUSSELCONTROL 100,000 100,000
733075 REBULDING OF ALUM TANKS 75,000 75,000
733076 UV TREATMENT OF FINISHED WA 100,000 2,500,000 2,600,000
742501 RIDGE AVE RELIEF SEWER-CLEV 1,316,000 1,316,000
742502 LEE ST RELIEF SEWER-RIDGE-M 189,000 189,000
742503 RIDGE AV RELIEF SEWER-CRAIN 472,500 472,500
742504 GREENWOOD ST RELIEF SEWER 122,500 122,500
742505 RIDGE AV RELIEF SEWER-CLARK 532,000 532,000
742506 GROVE ST RELIEF SEWER-RIDGE 84,000 84,000
Environment 19,993,000 12,739,900 6,603,000 10,022,100 6,325,000 55,683,000
Information Technology
5150 EMERGENCY TELEPHONE SYSTM 1,200,000 1,200,000
582
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2005 Thru 2009
Department 2005-06 2006-07 2007-08 2008-09 2009-10 Total
415717 PUBLIC SAFETY RADIO EQUIPME 400,000 400,000 400,000 1,200,000
416001 INFORMATION TECHNOLOGY 225,000 300,000 300,000 300,000 300,000 1,425,000
416014 TELEPHONE SYSTEM 100,000 50,000 50,000 200,000
416020 FINANCIAL/HR SOFTWARE SYSTE 200,000 100,000 100,000 100,000 100,000 600,000
416041 CITY NETWORK INFRASTRUCTURE 51,000 50,000 101,000
416047 GIS BASEMAP UPDATING 25,000 25,000 25,000 25,000 100,000
416128 INSPECT-PERMIT-ZONING SOFTW 300,000 300,000 600,000
416130 CASHIERING SOFTWARE 350,000 350,000
Information Technology 2,126,000 825,000 1,175,000 825,000 825,000 5,776,000
Other Improvements
415100 CAPITAL IMPROVEMENTS 40,000 40,000 40,000 40,000 40,000 200,000
416051 SERVICES TO GENERAL FUND 275,000 300,000 300,000 300,000 300,000 1,475,000
416052 CONTINGENCY FUND 200,000 200,000 200,000 200,000 200,000 1,000,000
416053 EMERGENCY PROJECT RESERVES 100,000 100,000 100,000 100,000 100,000 500,000
416116 EMERGENCY GENERATOR 150,000 150,000
Other Improvements 765,000 640,000 640,000 640,000 640,000 3,325,000
Public Buildings
415172 CIVIC CENTER INTERIM REPAIR 100,000 100,000 100,000 100,000 400,000
415200 SERVICE CENTER CIP PROJECTS 175,000 285,000 460,000
415220 SERVICE CTR FIRE SUPPRESSIO 150,000 150,000
415222 SERVICE CTR VEHICLE WASH 180,000 180,000
415223 SERVICE CTR OVERHEAD DOOR R 300,000 300,000
415224 SERV. CTR PARKING DECK REPA 15,000 15,000
415321 BAKER PARK 15,000 15,000
415365 CLARK ST BEACH HOUSE FAC 25,000 25,000
415367 GREENWOOD ST BEACH HOUSE FA 25,000 25,000
415370 EVANSTON ART CTR ASBESTOS R 90,000 90,000 180,000
415371 LIGHTHOUSE BEACH HOUSE REPA 25,000 25,000
415376 SOUTH BLVD BEACH HOUSE FAC 27,000 27,000
415377 LIGHT / FOG HOUSES FAC 60,000 450,000 510,000
415378 GREENLEAF PARK SHELTER 25,000 25,000
415379 HOBART PARK 197,000 197,000
415380 LAWSON PARK 358,000 358,000
415381 TORGERSON PARK 218,000 218,000
415509 CHANDLER CENTER FAC 160,000 160,000
415653 NOYES CENTER FAC 130,000 130,000
415686 ECOLOGY CENTER FAC 25,000 115,000 140,000
415718 POLICE - FIRE HQ INTERIOR 225,000 350,000 400,000 525,000
415720 POLICE - FIRE HQ ROOF 135,000 135,000
415802 FIRE STATION #5 300,000 2,000,000 2,500,000 500,000 5,300,000
416009 EVANSTON ART CENTER FAC 130,000 165,000 295,000
416010 ASBESTOS REMOVAL 20,000 20,000 20,000 20,000 80,000
416038 2222 OAKTON FACILITY 67,500 67,500
416086 SERVICE CENTER PAINTING 40,000 40,000
416089 SERVICE CENTER SECURITY SYS 20,000 20,000
416129 LIBR. CHILDRENS AREA EXPANS 650,000 650,000 1,300,000
583
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2005 Thru 2009
Department 2005-06 2006-07 2007-08 2008-09 2009-10 Total
733502 TUCKPOINTING 70,000 70,000
Public Buildings 1,165,000 3,680,000 3,482,000 972,500 763,000 10,062,500
Parks & Recreation
415307 PARK MAINT & FURNITURE REPL 50,000 50,000 50,000 50,000 200,000
415350 MASON PARK 480,000 480,000
415354 JAMES PARK FY03 SOCCER FIEL 150,000 150,000
415355 LOVELACE PARK 513,000 513,000
415356 BENT PARK TENNIS COURT 180,000 180,000
415358 LARIMER PARK BASKETBALL COU 58,000 58,000
415359 EIDEN PARK 356,000 356,000
415360 MONROE TOT LOT 117,000 117,000
415361 SARGENT PARK 138,000 138,000
415362 SMITH PARK 435,000 435,000
415372 MEGOWAN PARK 70,000 280,000 350,000
415553 CROWN CENTER SYSTEMS REPR 50,000 50,000 50,000 50,000 200,000
415561 CROWN TENNIS COURT RENOVATI 338,000 338,000
415600 LEVY CTR CIP PROJECTS 20,000 20,000
415690 FLEETWOOD-JOURDAIN CTR 75,000 75,000
416019 LADD CAPITAL MAINTENANCE 25,000 25,000 25,000 25,000 100,000
416055 FOSTER PARK 275,000 1,200,000 1,475,000
416069 SHORE PRESERVATION 30,000 30,000 30,000 30,000 120,000
416072 NOYES CTR CAPITAL MAINTENAN 20,000 20,000 20,000 20,000 80,000
416121 TWIGGS PARK 359,000 359,000
416122 PERRY PARK 458,000 458,000
416127 LAKEFRONT STUDY 1,350,000 1,350,000 2,700,000
Parks & Recreation 1,899,000 693,000 948,000 2,617,000 2,745,000 8,902,000
Transportation
7720 CAPITAL OUTLAY 1,836,000 1,836,000
415854 ALLEY PAVING - CITY SHARE 600,000 500,000 500,000 500,000 500,000 2,600,000
415856 ALLEY PAVING - PRIVATE SHAR 500,000 500,000 500,000 500,000 500,000 2,500,000
415857 STREET RESURFACING 2,513,500 500,000 500,000 500,000 500,000 4,513,500
415862 TRAFFIC SIGNAL SYST STUDY 50,000 50,000 50,000 50,000 50,000 250,000
415864 50/50 CURB & SIDEWALK PRG 50,000 100,000 100,000 100,000 100,000 450,000
415867 BLOCK CURB REPLACEMENT 125,000 100,000 100,000 100,000 100,000 525,000
415868 STREETLIGHT UPGRADE PROGM 500,000 500,000 1,000,000
415870 NEIGHBORHOOD TRAFFIC CALM 40,000 75,000 75,000 75,000 75,000 340,000
415871 TRAFFIC SIGNAL UPGRADES 250,000 250,000 500,000
415879 ISABELLA ST.VACATION FUNDS 550,000 550,000
415880 PUBLIC WORKS CAPITAL EQUIPM 175,000 175,000
415881 ROAD CONST.RELATED IMPROVEM 175,000 175,000
416006 DOWNTOWN BRICK REPAIR 50,000 50,000 50,000 50,000 200,000
416028 TRAFFIC SIGNAL& ST.LIGHT MA 125,000 75,000 75,000 75,000 75,000 425,000
416096 BIKE PLAN IMPLEMENTATION 100,000 100,000
Transportation 7,639,500 2,700,000 1,950,000 1,900,000 1,950,000 16,139,500
Grand Total(s)33,587,500 21,317,900 14,798,000 16,976,600 13,248,000 99,928,000
584
585
586
EXHIBIT C
2005 - 2006 Capital Budget Project Descriptions
587
588
Capital Improvement Bond Issuance Costs BU# 415100
Project Description Estimated Project Costs
Consulting 40,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures
Costs associated with the issuance of the General Obligation
Bonds.
Total 40,000
Justification Funding Sources
Bonds Property Tax Supported 40,000
Select Funding Sources 0
Select Funding Sources 0
Total 40,000
Operational Impact
Project is needed to provide emergency power to the newly
constructed data center, the emergency operations center and
critical componets of the service center.
Emergency power to these critical operations will
reduce the need for personnel to be onsite after
hours and reduce possible overtime costs.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
40,000 40,000 40,000 40,000 40,000 200,000
Service Center Parking Deck Repairs BU# 415224
Project Description Estimated Project Costs
Consulting 15,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Ongoing repairs to parking deck
Total 15,000
Justification Funding Sources
Parking Fund Annual Budget 15,000
Select Funding Sources 0
Select Funding Sources 0
Total 15,000
Operational Impact
Continuing maintenance of structure to extend life of building -
we have engaged a parking structure engineer to guide us as
we plan the best long-term maintenance for this structure.
Extend life of structure by good routine
maintenance program - delays replacement of the
building, which would be prohibitively expensive.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
15,000 0 0 0 0 15,000
589
Baker Park Shelter BU# 415321
Project Description Estimated Project Costs
Consulting 0
Construction 15,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Paint the interior and exterior woodwork. Repair the existing
roof.
Total 15,000
Justification Funding Sources
Bonds Property Tax Supported 15,000
Select Funding Sources 0
Select Funding Sources 0
Total 15,000
Operational Impact
The existing building exterior is in poor condition. Maintaining
the exterior paint coatings will preserve the existing wood
components of the building. Maintaining the integrity of the roof
will prevent future water infiltration, and extend the useful life of
the building.
Extend the useful life expectancy of the existing
building components. Reduced furture
replacement costs. Over the past three years,
Facilities Management has spent over $3,000 at
this facility to maintain it. We have spent over
$1,500 in this year. Well over half of these
expenditures could be eliminated with the
implementation of the above described repairs.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
15,000 0 0 0 0 15,000
Mason Park BU# 415350
Project Description Estimated Project Costs
Consulting 118,000
Construction 1,282,000
Furniture/Fixtures/Equipment 0
Contingency 116,800
Capital Expenditures 0
Reconstruction of the existing baseball backstop, dugouts and
infield area. This project is part of a larger planned renovation to
Mason Park funded to date as follows: $150,000 2003-04
CDBG, $317,200 2004-05 CIP, $150,000 2004-05 CDBG and
$400,000 2005-06 IDNR grant (pending). Phase I design is
scheduled for fall 2004. Phase I construction is scheduled for
spring 2005. Phase II design is scheduled for summer 2005.
Phase II construction is scheduled for spring 2006. Phase II
scheduling is pending successful grant procurement.
Total 1,516,800
Justification Funding Sources
Bonds Property Tax Supported 120,000
CDBG Funds 360,000
Select Funding Sources 0
Total 480,000
Operational Impact
Deteriorated backstop, existing dugouts do not meet current
programming needs, existing spectator seating does not meet
current programming needs, existing ballfield location requires
adjustment/relocation to fit within context of proposed park
master plan.
This project will not increase or decrease the
annual maintenance costs associated with
baseball field preparation. The existing and
proposed fields both require similar infield
dragging 2 to 3 times per week for league games.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
480,000 0 0 0 0 480,000
590
James Park BU# 415354
Project Description Estimated Project Costs
Consulting 0
Construction 150,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Construction of two baseball backstops and protective fencing
to allow for usage by older players and increased safety. This
project is anticipated to be completed by June 2005.
Total 150,000
Justification Funding Sources
Re-allocation of Project Funds 150,000
Select Funding Sources 0
Select Funding Sources 0
Total 150,000
Operational Impact
Requested by Council to meet the changing demographic of
baseball and softball players in Evanston.
This project will not increase or decrease the
annual maintenance costs associated with
baseball field preparation.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
150,000 0 0 0 0 150,000
Lovelace Park BU# 415355
Project Description Estimated Project Costs
Consulting 89,000
Construction 749,000
Furniture/Fixtures/Equipment 0
Contingency 75,000
Capital Expenditures 0
Bike path, lighting/electrical system, parking lot, fencing
renovations/reconstruction and gazebo installation. This project
was partially funded with GO bonds at $400,000 in FY 2004-05.
Design is scheduled for fall 2004. Construction is scheduled for
summer/fall 2005.
Total 913,000
Justification Funding Sources
Bonds Property Tax Supported 513,000
Select Funding Sources 0
Select Funding Sources 0
Total 513,000
Operational Impact
Failing electrical/lighting system, pavements and fencing.
Program need for picnic gazebo.
Additional maintenance requirements for the
proposed gazebo are currently unknown as the
design/material of the gazebo will be determined
through a future public input process. Additional
trash pick-ups are possible with the proposed
gazebo but should be absorbed within current
routine trash pick-up operations.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
513,000 0 0 0 0 513,000
591
Eiden Park BU# 415359
Project Description Estimated Project Costs
Consulting 50,000
Construction 276,000
Furniture/Fixtures/Equipment 0
Contingency 30,000
Capital Expenditures 0
Reconstruct playground and general park grounds.
Improvements will be based on input from public involvement
process scheduled to occur in fall 2005. Design work is
scheduled for fall/winter 2005. Construction is scheduled for
spring 2006.
Total 356,000
Justification Funding Sources
Bonds Property Tax Supported 356,000
Select Funding Sources 0
Select Funding Sources 0
Total 356,000
Operational Impact
Failing play equipment, surfacing, edging and site furnishings.
Non-compliant (ADA, ASTM, CPSC) playground and
pavements.
This project will likely 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 city to purchase
engineered, wood fiber mulch which is compliant
with ADA requirements. It is not possible to
quantify this increased cost at this time as the
amount of material required will depend on the
design of the new playground area.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
356,000 0 0 0 0 356,000
Monroe Tot Lot BU# 415360
Project Description Estimated Project Costs
Consulting 0
Construction 105,000
Furniture/Fixtures/Equipment 0
Contingency 12,000
Capital Expenditures 0
Reconstruct playground and general park grounds.
Improvements will be based on input from public involvement
process scheduled to occur in fall 2005. Design is scheduled for
fall/winter 2005. Construction is scheduled for spring 2006.
Total 117,000
Justification Funding Sources
Bonds Property Tax Supported 117,000
Select Funding Sources 0
Select Funding Sources 0
Total 117,000
Operational Impact
Failing play equipment, surfacing, edging and site furnishings.
Non-compliant (ADA, ASTM, CPSC) playground and
pavements.
This project will increase bi-annual maintenance
costs to replenish ADA accessible wood chip
surfacing. Currently, non ADA compliant chips are
procured at no cost from the city's Forestry
operations. The new playground will require the
city to purchase engineered, wood fiber mulch
which is compliant with ADA requirements.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
117,000 0 0 0 0 117,000
592
Sargent Park BU# 415361
Project Description Estimated Project Costs
Consulting 0
Construction 124,000
Furniture/Fixtures/Equipment 0
Contingency 14,000
Capital Expenditures 0
Reconstruct playground and general park grounds.
Improvements will be based on input from public involvement
process scheduled to occur in fall 2005. Design is scheduled for
fall/winter 2005. Construction is scheduled for spring 2006.
Total 138,000
Justification Funding Sources
Bonds Property Tax Supported 138,000
Select Funding Sources 0
Select Funding Sources 0
Total 138,000
Operational Impact
Failing play equipment, surfacing, edging and site furnishings.
Non-compliant (ADA, ASTM, CPSC) playground and
pavements.
This project will likely 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 city to purchase
engineered, wood fiber mulch which is compliant
with ADA requirements.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
138,000 0 0 0 0 138,000
Clark Street Beach House BU# 415365
Project Description Estimated Project Costs
Consulting
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Paint the interior and exterior woodwork. Repair the existing
roof. Remove and replace the existing doors. Implement ADA
modifications to meet current code requirements within the
building. Install new toilet partitions.
Total 25,000
Justification Funding Sources
Bonds Property Tax Supported 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
The lakefront buildings get extensive use during the year and
require constant maintenance and repair. The exterior doors
and interior partitions require replacement. The existing
building exterior is in poor condition. Maintaining the exterior
paint coatings will preserve the existing wood components of
the building. Maintaining the integrity of the roof will prevent
future water infiltration, and extend the useful life of the building.
The alteration of the buildings interior to become ADA compliant
with the will allow more users access to the facility. The
replacement of the existing doors and maintenance of the
existing windows will reduce the maintenance requirements,
while improving the appearance and security of the building.
Over the past two years, Facilities Management
has spen over $1,200 to maintain this facility. We
anticipate that if the above described repairs are
implemented, over half of that money could be
saved.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 0 0 0 0 25,000
593
Greenwood Street Beach House BU# 415367
Project Description Estimated Project Costs
Consulting 0
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Paint the interior and exterior woodwork. Repair the existing
roof. Remove and replace the existing doors. Implement ADA
modifications to meet current code requirements within the
building. Install new toilet partitions..
Total 25,000
Justification Funding Sources
Bonds Property Tax Supported 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
The lakefront buildings get extensive use during the year and
require constant maintenance and repair. The exterior doors
and interior partitions require replacement. The existing
building exterior is in poor condition. Maintaining the exterior
paint coatings will preserve the existing wood components of
the building. Maintaining the integrity of the roof will prevent
future water infiltration, and extend the useful life of the building.
The alteration of the buildings interior to become ADA compliant
with the will allow more users access to the facility. The
replacement of the existing doors and maintenance of the
existing windows will reduce the current maintenance
requirements, while improving the appearance and security of
the building.
Facilities Management has spent over $2,500 in
labor and materials to maintain this building last
year, and we expect to spend over $1,200 this
year.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 0 0 0 0 25,000
Lighthouse Beach House BU# 415371
Project Description Estimated Project Costs
Consulting 0
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab the existing beach house. Work is to include the
removal and replacement of the exterior and interior doors and
interior toilet partitions. Paint the interior and exterior railings.
Total 25,000
Justification Funding Sources
Bonds Property Tax Supported 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
The lakefront buildings get extensive use during the year and
require constant maintenance and repair. The exterior doors
and interior partitions require replacement. The replacement of
the existing doors will reduce the current maintenance
requirements, while improving the appearance and security of
the building. Over the past two years Facilities Management
has spend over $2,000 in labor and materials to
maintain this building. Facilities Management
believes that this amount could be reduced by half
if the above described improvements were
implemented.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 0 0 0 0 25,000
594
Megowan Park BU# 415372
Project Description Estimated Project Costs
Consulting 47,000
Construction 273,000
Furniture/Fixtures/Equipment 0
Contingency 30,000
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 2005. Design is scheduled for
fall/winter 2005. Construction is scheduled for spring 2006
pending receipt of construction funding in FY 2006-07.
Total 350,000
Justification Funding Sources
Bonds Property Tax Supported 70,000
Select Funding Sources 0
Select Funding Sources 0
Total 70,000
Operational Impact
Failing play equipment, surfacing, edging, lighting and site
furnishings. Non-compliant (ADA, ASTM, CPSC) playground
and pavements.
This project will likely 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 city to purchase
engineered, wood fiber mulch which is compliant
with ADA requirements. 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
70,000 280,000 0 0 0 350,000
Light / Fog House Facility BU# 415377
Project Description Estimated Project Costs
Consulting 80,000
Construction 460,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Work with preservation architect to restore the roof, walls and
wood frame to its original exterior conditions. Install an interior
HVAC system and security system. work with the parks dept to
re-work some of the exterior retaining walls and walkways in
order to make them ADA compliant. $30,00 was received in 04-
05 budget to retain an architect for this work. Total 540,000
Justification Funding Sources
Bonds Property Tax Supported 60,000
Select Funding Sources 0
Select Funding Sources 0
Total 60,000
Operational Impact
The Lighthouse Foghorn houses are part of the designated
National landmark. They are priceless and must be conserved.
In order to properly use them, they should be ADA compliant so
that more programs can be held in these spaces. At the
present time they are threatened by water infiltration,
vandalism, and neglect. If the proposed repairs are made, the
buildings will be preserved for future generations. Reduced future maintenance. Facilities
Management has spent approx $3,000 over the
past two years at these buildings, and we
anticipate spending over $1,200 this year.
Increased program usage, reduced furture
vandalism
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
60,000 450,000 0 0 0 510,000
595
Greenleaf Park Shelter BU# 415378
Project Description Estimated Project Costs
Consulting 0
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab existing park shelter. Work to include the removal and
replacement of the existing roof, exterior doors and windows.
Implement ADA modifications to meet current code
requirements. Install new toilet partitions.
Total 25,000
Justification Funding Sources
Bonds Property Tax Supported 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
The lakefront buildings get extensive use during the year and
require constant maintenance and repairs. This project has
been delayed and now the required repairs have become
extensive. The doors and windows require replacement.
Several alterations are required of the interior to bring the
building into compliance with the current ADA, which will allow
more users of the facility. The replacement of the existing
doors and windows will reduce current maintenance levels,
improve the appearance of the building, and improve its security
during periods when it is closed and locked.
Facilities Management does not track work at this
specific shelter, however at a similar park shelter,
Greenwood, over $2,500 in labor and materials
was spent at last year. Since these shelters are
similar, we expect that similar expenditures were
used for the maintenance of Greenleaf.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 0 0 0 0 25,000
Chandler Newberger Center BU# 415509
Project Description Estimated Project Costs
Consulting 40,000
Construction 160,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Remove and replace the existing roof. Repair the existing
skylight. $40,000 was received for consulting work in the 2003-
04 CIP.
Total 200,000
Justification Funding Sources
Bonds Property Tax Supported 160,000
Select Funding Sources 0
Select Funding Sources 0
Total 160,000
Operational Impact
Water leakage is actively entering the building in at least three
locations. The existing roof is at the end of its useful life
expectancy. It should be removed and replaced. As part and
parcel of the work, the existing skylight should be repaired.
Repeated efforts to repair the roof have met with varying
degrees of success. The leaks have re-occurred or have begun
in new areas. Facilities Management has begun tracking
expenses related to roofs this summer. We do not
have costs broken out for their repair at this time.
The ceilings below the leaks have not been
repaired at this time due to the ongoing nature of
the leakage. If they were repaired each time that
the leak occurred, costs could be assumed to be
well over $3,000 per year.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
160,000 0 0 0 0 160,000
596
Ecology Center Facility BU# 415686
Project Description Estimated Project Costs
Consulting 30,000
Construction 170,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Remove and replace the existing greenhouse structure at the
south west corner of the building. This would include the
glazing, rafters, masonry kneewalls and foundation. $60,000
was contributed to this project in the 03-04 CIP.
Total 200,000
Justification Funding Sources
Bonds Property Tax Supported 25,000
Bonds Property Tax Supported 0
Select Funding Sources 0
Total 25,000
Operational Impact
The existing greenhouse structure is severely deteriorated in
several aspects. It is leaking water in a number of locations.
The doors do not close properly allowing large amounts of air
and water infiltration. The kneewalls contain open joinery
allowing pests and vermin free access to the interior of the
building. Reduced energy costs due to better insulating
greenhouse exterior envelope. Reduced cleaning
costs due to reduced infiltration from pests and
rodents.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 115,000 0 0 0 140,000
Fleetwood-Jourdain Community Center BU# 415690
Project Description Estimated Project Costs
Consulting 15,000
Construction 50,000
Furniture/Fixtures/Equipment 0
Contingency 10,000
Capital Expenditures 0
Remove and replace existing window system at the facility's
east gymnasium wall with a new structural window system
capable of withstanding the structural forces imposed by facility
patrons leaning against the windows during gymnasium events.
Total 75,000
Justification Funding Sources
CDBG Funds 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
The existing window system is failing due to the structural
forces of spectators seated at the bleachers and in the hallway
who lean against the windows during events. This force causes
the windows to shatter and the steel framing to bend and
deteriorate, creating a hazardous condition for facility patrons. A
new structural window system is required to eliminate this
hazard. Estimated annual decrease of $500.00 in
maintenance costs to repair/replace broken
windows.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
75,000 0 0 0 0 75,000
597
Police-Fire Headquarters BU# 415718
Project Description Estimated Project Costs
Consulting 100,000
Construction 775,000
Furniture/Fixtures/Equipment 40,000
Contingency 60,000
Capital Expenditures 0
Rehabilitate the 2nd floor of the Police Station to comply with
code exiting requirements, and update general office layout.
Remove and replace the roof above the 2nd floor police station.
Install ADA compliant signage, Renovate the basement locker
rooms to upgrade finishes, lighting, and ventillation. Install a
new Fire Alarm System Move evidence technician to the
basement storage room. Install new exterior building signage
to identify both Police and Fire Dept. Headquarters
Total 975,000
Justification Funding Sources
Bonds Property Tax Supported 225,000
Select Funding Sources 0
Select Funding Sources 0
Total 225,000
Operational Impact
The existing second floor layout does not meet code exiting
requirements. The second floor office layout does not meet
current staffing requirements. Existing roof is at the anticipated
life expectancy. It currently leaks and needs to be replaced.
The basement locker room is in poor condition, lacking proper
ventilation. The existing equipment is old and deteriorated.
Some of the equipment does not function at this time. There is
no audible fire alarm system in the Police Station at this time.
Improved safety and evacuation in the event of an
emergency. Improved officer efficiency and
productivity. Improved officer morale. Improved
exterior and interior identification. Slight reduction
in energy expenditure due to improved roof
insulation. better processing by emergency
technicians. No other readily identifieable
monitary change in the operation.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
225,000 350,000 400,000 0 0 975,000
Police-Fire Headquarters Roof BU# 415720
Project Description Estimated Project Costs
Consulting 25,000
Construction 100,000
Furniture/Fixtures/Equipment 0
Contingency 10,000
Capital Expenditures 0
Remove and replace the roof above the 2nd floor police station.
Total 135,000
Justification Funding Sources
Bonds Property Tax Supported 135,000
Select Funding Sources 0
Select Funding Sources 0
Total 135,000
Operational Impact
Existing roof has exceeded it's anticipated life expectancy. It
currently leaks and needs to be replaced.
Will not have a significant impact.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
135,000 0 0 0 0 135,000
598
Fire Station #5 BU# 415802
Project Description Estimated Project Costs
Consulting 530,000
Construction 4,500,000
Furniture/Fixtures/Equipment 200,000
Contingency 300,000
Capital Expenditures 0
Remove and replace Fire Station #5. $230,000 was allocated in
2004-05 CIP for this project. This will be the fifth and final fire
station to be renovated.
Total 5,530,000
Justification Funding Sources
Bonds Property Tax Supported 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
The existing facility is inadequate to properly house the existing
Fire Righting Equipment. Newer, larger equipment requires
increased space.
This station will be larger and more complex.
There will be increased costs due to energy
consumption, maintenance, and service
agreements.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
300,000 2,000,000 2,500,000 500,000 0 5,300,000
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 450,000
CDBG Funds 150,000
Select Funding Sources 0
Total 600,000
Operational Impact
The 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 maintenenace costs for the
Streets Section, eliminating the need to grade
these alleys. Alley grading is the most expensive
single maintenance operation in the Streets area.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
600,000 500,000 500,000 500,000 500,000 2,600,000
599
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 Bond 500,000
Select Funding Sources 0
Select Funding Sources 0
Total 500,000
Operational Impact
The 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 maintenenace costs for the
Streets Section, eliminating the need to grade
these alleys. Alley grading is the most expensive
single maintenance operation in the Streets area.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
500,000 500,000 500,000 500,000 500,000 2,500,000
Street Resurfacing Program BU# 415857
Project Description Estimated Project Costs
Consulting 0
Construction 2,513,500
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This is the annual program to resurface the streets in poor
condition throughout the City. For FY05-06 $200,000 of the
allocation has been designated for a Street Study and
associated Engineering Services. The $613,500 transfer is from
one time building permit revenue in the General Fund.
Total 2,513,500
Justification Funding Sources
Bonds Property Tax Supported 700,000
Motor Fuel Tax 1,200,000
Tranfer from other Funds 613,500
Total 2,513,500
Operational Impact
There are streets in poor condition throughout the City. City
Council has approved a five year resurfacing plan to address
this need. It is 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
2,513,500 1,700,000 1,700,000 1,700,000 1,700,000 9,313,500
600
Traffic Signal System Study BU# 415862
Project Description Estimated Project Costs
Consulting 50,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
To conduct intersection capacity analyses, accident reviews,
and pedestrian safety analyses at a various intersections. After
the review, recommendations will be made to staff and City
Council in order to determine what measures, if any, should be
taken.
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
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 indentify 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
50,000 50,000 50,000 50,000 50,000 250,000
50/50 Curb & Sidewalk Program BU# 415864
Project Description Estimated Project Costs
Consulting 0
Construction 50,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This is a cost sharing program for the Evanston residents to
replace the deteorated Sidewalks and Curbs. It pays 50% of
the construction cost and the residents pay the remainder.
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
The existing curb & sidewalk are in poor condition at several
locations throughout the City and is safety hazard. This
program encourages the residents to participate in the program
by sharing the cost.
This program reduces maintenance costs and
eliminates flooding problems due to uneven curb
grades. It also reduces the City's liability by
providing safer walking areas for pedestrians.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
50,000 100,000 100,000 100,000 100,000 450,000
601
Block Curb & Sidewalk Program BU# 415867
Project Description Estimated Project Costs
Consulting 0
Construction 125,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This program provides for the replacement of deteriorated curbs
and sidewalks for large areas, generally geneerally full blocks.
Total 125,000
Justification Funding Sources
Bonds Property Tax Supported 50,000
CDBG Funds 75,000
Select Funding Sources 0
Total 125,000
Operational Impact
As sidewalk and curb ages, it deteriorates and causes street
ponding and uneven walking surfaces for pedestrians. This
program is needed to eliminate these problems and to upgrade
the City's infrastructure.
This program reduces maintenance costs and
eliminates flooding problems due to uneven curb
grades. It also reduces the City's liability by
providing safer walking areas for pedestrians.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
125,000 100,000 100,000 100,000 100,000 525,000
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
Select Funding Sources 0
Select Funding Sources 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 streets and sidewalks for
motorists and pedestrians.
Upon completion, the costs to maintain the system
will be reduced due to the much longer bulb life
and the lower power consumption.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
500,000 500,000 1,000,000
602
Neighborhood Traffic Calming BU# 415870
Project Description Estimated Project Costs
Consulting 0
Construction 40,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Construction of speed humps, traffic circles, sidewalk bulb outs,
cul-de-sacs, etc., which are approved by City Council as part of
the Neighborhood Traffic Management Program.
Total 40,000
Justification Funding Sources
Bonds Property Tax Supported 40,000
Select Funding Sources 0
Select Funding Sources 0
Total 40,000
Operational Impact
This annual program for neighborhood traffic calming is
supported by residents, aldermen, and City staff due to its
positive impact on traffic and pedstrian safety.
This project has a definite positive impact on traffic
safety due to the speed reduction on
neighborhood streets which it causes. There are
some maintenance costs associated with the
program, primarily in the signing and pavement
marking area. These costs are covered in the
existing maintenance budget in Traffic
Engineering.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
40,000 75,000 75,000 75,000 75,000 340,000
Traffic Signal Upgrades BU# 415871
Project Description Estimated Project Costs
Consulting 0
Construction 250,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Traffic signal upgrades for two intersections.
Total 250,000
Justification Funding Sources
Bonds Property Tax Supported 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
Traffic signals that have aged and need to be upgraded to latest
standards. The selection of the two intersections will be made
from the Division's Five Year Plan for signal improvements and
will be approved by 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
250,000 250,000 0 0 0 500,000
603
Isabella Street Vacation BU# 415879
Project Description Estimated Project Costs
Consulting 0
Construction 550,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This funding was receieved from a private source and will be
spent on street resurfacing and maintenance.
Total 550,000
Justification Funding Sources
Private Sources 550,000
Select Funding Sources 0
Select Funding Sources 0
Total 550,000
Operational Impact
Proper street maintenance improves safety and
ride quality for users, and reduces maintenance
costs. Finally, it extends pavement life and greatly
delays road reconstruction which is a much more
expensive undertaking than regular resurfacing.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
550,000 0 0 0 0 550,000
Public Works Capital Equipment BU# 415880
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 175,000
City Council has authorized the Public Works Department
through the Streets and Sanitation Division to enter into a
rent/purchase agreement with SES, Inc. for a Trecan 40PD
Snow Melter. Total price: $220,000 with $45,000 paid for out of
current year's budget. Net cost to CIP is $175,000.
Total 175,000
Justification Funding Sources
Bonds Property Tax Supported 175,000
Select Funding Sources 0
Select Funding Sources 0
Total 175,000
Operational Impact
The City of Evanston has little, if any, space to dump snow
removed from its business districts. The purchase of a snow
melter would eliminate the need to designate an area for
storage and greatly reduce the time, labor and equipment to
accomplish heavy snowfall removal.
There will be minor costs for training and
operation, which will be offset by the savings
generated by this unit. The cost of snow removal
and disposal is about $20,000 per night in the
downtown, so it only needs to be used 11 or 12
times over its life (est. 10 years) to pay for the
investment.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
175,000 0 0 0 0 175,000
604
Road Construction Related Improvements BU# 415881
Project Description Estimated Project Costs
Consulting 0
Construction 175,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project consists of burying an existing Com Ed aerial
power line on the east side of McCormick along the Ladd
Arboretum.
Total 175,000
Justification Funding Sources
Bonds Property Tax Supported 175,000
Select Funding Sources 0
Select Funding Sources 0
Total 175,000
Operational Impact
The project would benefit the arboretum by removing power
poles which interfere with a long (about 1/2 mile) row of trees.
We would prefer to do this as part of the McCoorminck
Improvement project, but it is not eligible for federal funding so
local funding is needed.
No operational impact to the CIty, but the tree
pruning costs would be eliminated.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
175,000 175,000
Information Techonology - Replacement Schedule BU# 416001
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 225,000
This is funding for the “Planned Technology Replacement
Schedule” which consists of Personal Computers, Printers,
Servers, Network devices, and Office Productivity Tools. 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, the impact of new releases,
availability of parts, or simple wear from usage.
Total 225,000
Justification Funding Sources
Bonds Property Tax Supported 225,000
Select Funding Sources 0
Select Funding Sources 0
Total 225,000
Operational Impact
Information technology has become an integral part of the City’s
operations. Without the technology there is little the City could
do to provide the everyday back office services. The frequently
used maxim, "If it isn't broken, don't fix it", is a formula we try to
follow, and thus attempt to use computer equipment until it
becomes too costly to repair. But this formula does not take into
consideration any advantages that newer hardware and
software brings, the ability to support the product, or any new
services the City wants to provide. So more than not we must
continue to upgrade the hardware and software before it dies of
old age.
No impact in the first year
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
225,000 300,000 300,000 300,000 300,000 1,425,000
605
Downtown Brick Repair Program BU# 416006
Project Description Estimated Project Costs
Consulting 0
Construction 50,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This program provides for the replacement of deteriorated brick
sidewalks in the downtown area.
Total 50,000
Justification Funding Sources
TIF Fund 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
There are locations where the existing brick paver walk is
uneven and needs to be reset, providing a smooth walking
surface.
This program results in better walking surfaces for
pedestrians, resulting in fewer trip and fall injuries.
This also reduces the City's exposure to claims
and saves City funds.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
50,000 50,000 50,000 50,000 50,000 250,000
Telephony System Replacement BU# 416014
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 100,000
The long term goals of the Planned Telephony Replacement
improvement program are: (1) Replace all of the traditional
PBX based systems in our enterprise with Voice over IP (VoIP)
systems. (2) Migrate users on various telephony and voice mail
Systems onto one standard system. (3) Provide unified
messaging which is the integration of voice, fax, and e-mail
messages. 05-06: Move the Library to the IP phones and the
central voice mail system. 06-07: Move Recreation sites and
Fire Stations to the IP phones and the central voice mail
system. 07-08: Replace the Civic center PBX
Total 100,000
Justification Funding Sources
Select Funding Sources 0
Select Funding Sources 0
Bonds Property Tax Supported 100,000
Total 100,000
Operational Impact
The strategy is less cost, better more integrated operations, and
more capability. In the long term eliminating the entire
telephone infrastructure will dramatically and permanently drive
down the cost of communication since we will have one
communications infrastructure rather than two.
In addition we will be enabling new ways to deploy voice
solutions, and improve the integration between voice and data
systems such as a single interface, whether it is a wireline
phone, wireless phone, or PC. The workforce is going to
become increasingly mobile and applications for multimedia
wireless communications devices will become increasingly
abundant.
No impact for 2005-06
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 50,000 50,000 50,000 50,000 300,000
606
Financial/HR Sotftware System BU# 416020
Project Description Estimated Project Costs
Consulting 50,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 150,000
Continued implementation of financial software. Will require
several interfaces - cashiering, water, etc. This project will
begin in March of 2005 and be completed by December, 2005.
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
Due to the fact the finanicial software is the back bone of the
financial interfaces it will continue to need funds to establish
new links to other related systems.
Reduce staff workload with automated interfaces.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
200,000 100,000 100,000 100,000 100,000 600,000
Traffic Signal & Streetlight Maintenance BU# 416028
Project Description Estimated Project Costs
Consulting 0
Construction 150,000
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 150,000
Justification Funding Sources
Bonds Property Tax Supported 150,000
Select Funding Sources 0
Select Funding Sources 0
Total 150,000
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. Also, if we
do not provide these services, it delays or
prevents City projects and private developments
from occurring.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
150,000 75,000 75,000 75,000 75,000 450,000
607
City Network Infrastructure BU# 416041
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 51,000
Ordinance 78-O-03, telecommunications easement agreement
with Northwestern University will provide the City of Evanston
with fiber connected between all buildings. These funds are
required to purchase the network equipment that connects all
the City buildings to this new infrastructure.
Total 51,000
Justification Funding Sources
Select Funding Sources 0
Select Funding Sources 0
Bonds Property Tax Supported 51,000
Total 51,000
Operational Impact
With a life span of twenty years or more, fiber will provide
tremendous gain in the communication speed between
buildings. It will also significantly reduce server management
and network complexity which in turn reduces network staff
resources and travel between buildings. Fiber also provides the
ability to combine computer and telephone network
infrastructures which reduces cost and enhances service.
Finally, fiber sets the stage for “Hot Standby” disaster recovery
for such critical applications such as emergency 911 and the
financial system
None for 2005-2006
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
51,000 50,000 0 0 0 101,000
Reimbursement to the General Fund BU# 416051
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 275,000
Services for capital improvement projects.
Total 275,000
Justification Funding Sources
Bonds Property Tax Supported 275,000
Select Funding Sources 0
Select Funding Sources 0
Total 275,000
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 a fund reimbursement needed to keep the
CIP program viable.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
275,000 300,000 300,000 300,000 300,000 1,475,000
608
Contingency Fund BU# 416052
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 200,000
Capital Expenditures 0
In accordance with the Capital Improvement Fund Policy
adopted by the City Council, a bond funded capital plan
contingency account shalled be included at the beginning of
each fiscal year. Funds from the overall CIP contingency
account can be used to supplement a project if none are
available within the deparment's existing 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
200,000 200,000 200,000 200,000 200,000 1,000,000
Emergency Project Reserves BU# 416053
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 100,000
Capital Expenditures 0
In accordance with the Capital Improvement Fund Policy
adopted by the City Council, an emergency account within the
Capital Improvement Fund shall be established to fund
unanticipated emergency capital needs.
Total 100,000
Justification Funding Sources
Bonds Property Tax Supported 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 200,000 200,000 200,000 200,000 900,000
609
Service Center Painting BU# 416086
Project Description Estimated Project Costs
Consulting 0
Construction 40,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Continuation of painting program for exterior and interior of
building
Total 40,000
Justification Funding Sources
Bonds Property Tax Supported 40,000
Select Funding Sources 0
Select Funding Sources 0
Total 40,000
Operational Impact
This will fund the last phase of the painting project for this
building which began last year. The paint being updated was
applied when the building was built over 20 years ago.
Painting prolongs useful life by protecting from the
elements and has aesthetic benefits as well.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
40,000 0 0 0 0 40,000
Service Center Security System BU# 416089
Project Description Estimated Project Costs
Consulting 0
Construction 20,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Replacement of exterior door locking system with computerized
key card system - Building A
Total 20,000
Justification Funding Sources
Bonds Property Tax Supported 20,000
Select Funding Sources 0
Select Funding Sources 0
Total 20,000
Operational Impact
This is a continuation of the program to secure the building
using key card access.
Enables staff to provide more secure access to
facility by eliminating keys. There is a minor
maintenance cost, but this will probably be offset
by loss of material due to unauthorized building
entry. Also, it makes the building safer for the
office and shop staff due to reduced public
access.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
20,000 0 0 0 0 20,000
610
Bicycle Plan Implementation BU# 416096
Project Description Estimated Project Costs
Consulting 20,000
Construction 80,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Implement the on-street portion of the Evanston Bike System
Plan. CMAQ Grant is $365,160. Total project cost is around
$520,000.
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
Matching funds needed for grant for Phase II Engineering and
Construction costs.
Improved safety for cyclists. There are increased
maintenance costs in signing and pavement
marking, but these are minimal compared to the
$365,160 in federal funds this project generates.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 100,000
Emergency Generator BU# 416116
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 150,000
Emergency Generator to power service center, Emergency
operations center and data center.
Total 150,000
Justification Funding Sources
Bonds Property Tax Supported 75,000
ETSB Funds 75,000
Select Funding Sources 0
Total 150,000
Operational Impact
Project is needed to provide emergency power to the newly
constructed data center, the emergency operations center and
critical componets of the service center.
Emergency power to these critical operations will
reduce the need for personnel to be onsite after
hours and reduce possible overtime costs.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
150,000 0 0 0 0 150,000
611
Library Children's Area Expansion BU# 416129
Project Description Estimated Project Costs
Consulting 200,000
Construction 1,000,000
Furniture/Fixtures/Equipment 200,000
Contingency 100,000
Capital Expenditures 0
Renovation and expansion of the Youth Services area on the
first floor of the Main Library and relocation of the Browsing
Collection to the 2nd floor. This is a two year project to provide
more space for services and collections for children and young
adults. As directed by the Human Services Committee, the
estimated costs for the project will be split thus: $500,000 from
Private Sources, $200,000 from the sale of the N. Branch
Library building, and $800,000 from GO Bonds. Costs
exceeding $1.5 million are to be covered by Private Source
Funding.
Total 1,500,000
Justification Funding Sources
Private Sources 200,000
Select Funding Sources 0
Select Funding Sources 0
Total 200,000
Operational Impact
This renovation is required to meet the contemporary
expectations of high quality library services for Evanston's
expanding youth and young adult populations (the population of
5 to 14 year olds increased by 16% per the 2000 census).
There is a significant need for a designated area for pre-teen
and teen library users. 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 facility.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
200,000 650,000 650,000 0 0 1,500,000
Cashiering Software BU# 416130
Project Description Estimated Project Costs
Consulting 50,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 325,000
Replace existing software enabling interfacing real time
payment update with General Ledger, Accounts Receivable,
Water billing, Community Development and Parking Ticket
systems. System will also allow for ACH deposits each
evening. Funding will include an extensive training component.
The project will begin in July and end by December, 2005. Total 375,000
Justification Funding Sources
Bonds Property Tax Supported 200,000
Water Fund - DIE A/C 175,000
Select Funding Sources 0
Total 375,000
Operational Impact
Current software is now over 5 years old, is coupled to
unsupportable Parking Ticket software, and does not interface
with any other city systems.
Increase cash flow as well as point of sale
cutomer service.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
375,000 0 0 0 0 375,000
612
Emergency Telephone System Capital Purchases BU# 5150
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 1,200,000
The ETSB funds the purchase of capital items to be used for
the Emergency Telephone System.
Total 1,200,000
Justification Funding Sources
ETSB Funds 1,200,000
Select Funding Sources 0
Select Funding Sources 0
Total 1,200,000
Operational Impact
Increased efficiency of first responder
communications.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
1,200,000 0 0 0 0 1,200,000
Water Billing Software BU# 733032
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 750,000
Replace existing water billing software enabling interfacing with
general ledger, GIS, cashiering, and maintenance management
systems. Funding will include an extensive training component.
Total 750,000
Justification Funding Sources
Water Fund - DIE A/C 750,000
Select Funding Sources 0
Select Funding Sources 0
Total 750,000
Operational Impact
Current software is now over 10 years old and does not
interface with other city systems.
Enable better flow of information and enhance
customer service capabilities.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
750,000 0 0 0 0 750,000
613
Water Dept. Service Bldg. Window Replacement BU# 733043
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 70,000
The existing windows in the service building are the original
windows installed when the building was built in 1950. This
project will provide funds to replace the existing windows.
Total 70,000
Justification Funding Sources
Water Fund - DIE A/C 70,000
Select Funding Sources 0
Select Funding Sources 0
Total 70,000
Operational Impact
This is a necessary maintenance item to prevent further rusting
and more extensive damage. The existing windows are also
not energy efficient. New windows will increase energy
efficiency lowering fuel consumption as well as extend the life of
the building.
Increased energy efficiency should provide lower
fuel bills related to heating and cooling of the
building. In addition, extend the life of the building.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
70,000 0 0 0 0 70,000
Main (Ashland to Dodge) Water Main BU# 733044
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 320,000
Provides for the installation of a 12" water main on Main Street
in conjunction with the 2005 MFT street resurfacing program.
Total 320,000
Justification Funding Sources
Water Fund - DIE A/C 320,000
Select Funding Sources 0
Select Funding Sources
Total 320,000
Operational Impact
The installation of this 12" water main is recommended to
improve hydraulics and fire flows in this area. It replaces an
existing 6" water main.
Improve fire flows and hence ability to respond in
the event of an emergency.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
320,000 0 0 0 0 320,000
614
Repairs to 1895 Suction Well BU# 733045
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
The suction well is located underneath the garages facing
Lincoln Street. This project will provide for the placement of
scaffolding and then blasting the steel trusses and reinforcing
them and the brick arches which support the garage floor.
Total 50,000
Justification Funding Sources
Water Fund - DIE A/C 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
This is a necessary maintenance item to reinforce the garage
floor and prevent damage and structural failure.
Preventing potential failure of garage floor and
associated potential safety hazards.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
50,000 0 0 0 0 50,000
Filter Shop Expansion BU# 733055
Project Description Estimated Project Costs
Consulting 0
Construction 200,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
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 200,000
Justification Funding Sources
Water Fund - DIE A/C 200,000
Select Funding Sources 0
Select Funding Sources 0
Total 200,000
Operational Impact
The existing Filtration Division work shop is extremely small.
The current configuration makes machining equipment very
cumbersome. The tight quarters represents a safety hazard as
well as impacts efficiency. In addition, it is often necessary to
store materials outside in the elements. The additional space
will allow for storage of materials and equipment in a much
more secure and protected environment. 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
200,000 0 0 0 0 200,000
615
Dempster St from Judson to Forest Water Main BU# 733057
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 100,000
Installation of an 8" water main on Dempster from Judson to
Forest Avenue.
Total 100,000
Justification Funding Sources
Water Fund - DIE A/C 100,000
Select Funding Sources 0
Select Funding Sources
Total 100,000
Operational Impact
Project provides for the replacement of the existing 4" water
main. This work will is scheduled to be done in conjunction with
the MFT street resurfacing program.
Improve fire flow capability in the area in the event
of an emergency.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 0 0 0 0 100,000
Dempster St from Judson to Forest Water Main BU# 733058
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 438,000
Provides for the replacement of the existing 6" water main with
a new 8" water main on Fowler from Dempster St to Church St.
Work is being done in conjunction with the Phase XB sewer
project.
Total 438,000
Justification Funding Sources
Water Fund - DIE A/C 438,000
Select Funding Sources 0
Select Funding Sources 0
Total 438,000
Operational Impact
Replacement of this water main is necessary due to the
extensive age of the existing main and frequent maintenance
problems.
Reduce main breaks in the area provides better
service to the neighborhood and reduces the
demand for staff time.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
438,000 0 0 0 0 438,000
616
Security Improvements BU# 733067
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 250,000
Provides for security enhancements to the Water Treatment
Plant & remote facilities.
Total 250,000
Justification Funding Sources
Water Fund - DIE A/C 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
50,000 50,000 50,000 50,000 50,000 250,000
Chicago/Howard Water Main BU# 733068
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 753,000
Installation of a 16" water main on Chicago Avenue from South
Boulevard to Howard Street and on Howard Street from
Chicago Avenue east to the new development site.
Total 753,000
Justification Funding Sources
TIF Fund 753,000
Select Funding Sources 0
Select Funding Sources 0
Total 753,000
Operational Impact
Project will provide needed flow for the planned development on
Howard Street as well as improve fire flow in the general area.
Enable increased development as well as improve
fire flow.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
753,000 0 0 0 0 753,000
617
Roof Replacement Filter Plant Head House & Garages BU# 733070
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 100,000
Funds will provide for the complete tearoff and replacement of
the roof on the filter plant head house and garages.
Total 100,000
Justification Funding Sources
Water Fund - DIE A/C 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
Necessary to maintain these essential city facilities.
Maintenance to facilities essential to continuing
operations.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 0 0 0 0 100,000
Engineering Services for Water Main Design &
Construction Services
BU# 733071
Project Description Estimated Project Costs
Consulting 250,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures
Provides for the design of upcoming water main work and
engineering services during the construction.
Total 250,000
Justification Funding Sources
Water Fund - DIE A/C 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
The Capital Improvement Program includes an aggressive
schedule for the design and construction of new and
replacement water mains. A large portion of the water main
system in Evanston is nearly 100 years old. The recently
completed hydraulic analysis indicated a large amount of water
main work is required to meet fire flow demands. Provide necessary fire flow and increase reliability
of the Water Distribution System
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
250,000 250,000 250,000 250,000 250,000 1,250,000
618
Distribution System Evaluation of Water Quality using
Modeling to Determine Flow Pattern and Aging
BU# 733073
Project Description Estimated Project Costs
Consulting 25,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
In 2004 a hydraulic model of the distribution system was
completed providing extensive data on the distribution system
pressures and flows and critical information on water main
replacement needs to provide necessary fire flow. This project
would extend this model to provide data on flow patterns and
the age of water in the system. Total 25,000
Justification Funding Sources
Water Fund - DIE A/C 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
This model will provide us accurate information on the pattern of
water flow in the system to enable better monitoring and
respond to water quality concerns. The length of time water is
in the Distribution system directly correlates to water quality. In
the event of contamination in the distribution system,
information on the pattern of water flow is critical to enable
isolation of the contamination. In addition, new regulations are
requiring extensive monitoring throughout distribution systems
based on sampling taken from locations where the water has
had the maximum residence time.
Provide information for upcoming monitoring
regulations. Also provide information on water
flow pattern in the event of contamination of the
system to enable isolation.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
25,000 0 0 0 0
Masonry & Tuckpointing of Pumping Station BU# 733502
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 70,000
Funds will provide for masonry repairs and tuckpointing of the
1949 high lift pumping building and 1956 low lift building.
Total 70,000
Justification Funding Sources
Water Fund - DIE A/C 70,000
Select Funding Sources 0
Select Funding Sources 0
Total 70,000
Operational Impact
Necessary to maintain these essential city facilities. Complete
tuckpointing has not been done on either building since their
original construction.
I
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
70,000 0 0 0 0 70,000
619
Catch Basins/Manholes BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 100,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Project covers the cost of the replacement of deteriorated catch
basins and manholes.
Total 100,000
Justification Funding Sources
Sewer Capital 100,000
Select Funding Sources 0
Select Funding Sources 0
Total 100,000
Operational Impact
These funds are necessary to maintain the integrity of the
existing combined sewer system.
Elimination of deteriorated manholes and catch
basins reduces the potential for related accidents
and liabilities. Functioning catchbasins are
essential to the proper operation of the sewer
system.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
100,000 100,000 100,000 100,000 100,000 500,000
Emergency Sewer Work BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 75,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This project has been funded at a level of $75,000 per year to
provide funding for emergency sewer failure situations.
Total 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.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
75,000 75,000 75,000 75,000 75,000 375,000
620
Street Improvement Projects BU# 7420
Project Description Estimated Project Costs
Consulting 0
Construction 300,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides funds for sewer repairs on streets scheduled for
resurfacing and street improvement projects.
Total 300,000
Justification Funding Sources
Sewer Capital 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
These funds are necessary to maintain the integrity of the
existing combined sewer system. Coordination of these
underground repairs and improvements prior to street
resurfacing minimizes the long term disruption to the
neighborhoods.
Taking care of sewer repairs in conjunction with
the resurfacing of the street reduces the likelihood
of needing to disrupt the area in the future for
repairs. This allows sewer crews to focus efforts
in other areas of the city.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
300,000 300,000 300,000 300,000 300,000 1,500,000
Custer Avenue Relief Sewer - Main N. 1 Block BU# 7425
Project Description Estimated Project Costs
Consulting 0
Construction 250,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the extension of the relief sewer system to serve
the area on Custer Avenue north of Main Street.
Total 250,000
Justification Funding Sources
Sewer Reserves 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
This work is necessary to provide drainage to this area during
rain events.
Extension of the relief sewer will reduce the
potential for street flooding and the associated
calls on sewer crews related to flooding incidents
in this area.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
250,000 0 0 0 0 250,000
621
Engineering Services for Sewer Main Design &
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 conjunction with the MFT street resurfacing program.
Provide for the installation of sewers prior to
resurfacing reducing the need for disruption to the
neighborhood in the future.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
117,000 117,000
Lee Street Relief Sewer - Ridge to Main BU# 742502
Project Description Estimated Project Costs
Consulting 189,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the extension of the relief sewer system on Lee
Street from Ridge Avenue to Main St.
Total 189,000
Justification Funding Sources
Sewer Reserves 189,000
Select Funding Sources 0
Select Funding Sources 0
Total 189,000
Operational Impact
This work is planned in conjunction with the resurfacing of Lee
Street from Ridge to Sherman as a part of the MFT program.
The relief sewer is necessary to adequately reduce flooding in
this area.
Extension of the relief sewer will reduce the
potential for street flooding and the associated
calls on sewer crews related to flooding incidents
in this area.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
189,000 0 0 0 0 189,000
622
Phase VI, Contract B BU# 7440
Project Description Estimated Project Costs
Consulting 650,000
Construction 9,400,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
These funds will provide for enginnering and construction
services for Phase VI, Contract B of the Long Range Sewer
Improvement Program. This project takes place in the area
around Orrington St, between Noyes and Emerson The project
has been delayed due to court proceedings for an extended
period of time. Total 10,050,000
Justification Funding Sources
Sewer Reserves 10,050,000
Select Funding Sources 0
Select Funding Sources 0
Total 10,050,000
Operational Impact
This work is necessary to reduce the flooding in this area during
rain events.
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 during rain events.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
10,050,000 4,676,000 0 0 0 14,726,000
Sewer Phase XB BU# 7489
Project Description Estimated Project Costs
Consulting 556,000
Construction 5,050,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Phase X, Contract B consists of the installation of a small
section of relief sewers in the area west of Evanston Township
Highschool south of Church St. and North of Lake St, and the
installation of restrictors in the areas where relief sewers were
completed as a part of Phase X, Contract A.
Total 5,606,000
Justification Funding Sources
Sewer Reserves 606,000
IEPA Loan Fund 5,000,000
Select Funding Sources 0
Total 5,606,000
Operational Impact
This work is necessary to reduce the flooding in this area during
rain events.
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 during rain events.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
5,606,000 0 0 0 0 5,606,000
623
Fleet Capital Outlay BU# 7720
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 1,836,000
This is the funding for the replacement of all City fleet vehicles.
2005-2006 is the last year of debt service for the Fleet Service
Fund which will then establish an annual equipment
replacement budget of $2,000,000.
Total 1,836,000
Justification Funding Sources
Fleet Services Fund 1,836,000
Select Funding Sources 0
Select Funding Sources 0
Total 1,836,000
Operational Impact
Scheduled replacement of vehicles and equipment reduces
maintenance costs and helps keep vehicles in service.
Regular replacement reduces major maintenance
as well as unanticipated failure and financial
impact of unplanned purchases.
Requirements by Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10 Total
1,836,000 2,000,000 2,000,000 200,000 200,000 6,236,000
624
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GLOSSARY
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628
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
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City of Evanston
Glossary
replaced. The cost of the loss of usefulness
of a fixed asset is the depreciation or the
cost to reserve in order to replace the item
at the end of its useful life.
DISTINGUISHED BUDGET RESENTATION
AWARD: A voluntary program administered
by the Government Finance Officers
Association to encourage governments to
publish well organized and easily readable
budget documents and to provide peer
recognition and technical assistance to the
fiscal officers preparing them.
ENCUMBRANCE: Obligations in the form of
purchase orders and contracts which are
chargeable to an appropriation and for which
a part of the appropriation is reserved
because the goods or services have not
been received. When paid, the
encumbrance is liquidated.
ENTERPRISE FUND: A fund established to
account for operations that are financed and
operated in a manner similar to private
business enterprises – where the intent of
the governing body is that the costs of
providing goods or services to the general
public on a continuing basis be financed or
recovered primarily through user charges.
ETSB: Emergency Telephone Systems
Board.
EXPENDITURES: This term refers to the
outflow of funds paid or to be paid for an
asset obtained or goods and services
obtained, regardless of when the expense is
actually paid. Note: An encumbrance is not
expenditure. An encumbrance reserves
funds to be expended for a future date.
EXPENSES: A decrease in net total assets.
Expenses represent the total cost of
operations during a period regardless of the
timing of related expenditures.
FEMA: Federal Emergency Management
Agency.
FICA: Federal Insurance Contribution Act,
the name of the piece of federal legislation
that established the Social Security payroll
tax. The current FICA tax rate is 15%, half of
which is paid by the employer and half by
the employee.
FISCAL YEAR (FY): The time period
designating the beginning and ending period
for recording financial transactions. The City
of Evanston uses March 1 to February 28
(29 in a leap year) as its fiscal year.
FIXED ASSETS: Assets of a long term
character which are intended to continue to
be held or used, such as land, buildings,
machinery and equipment.
FRANCHISE FEE: The fee paid by public
service businesses for use of City streets,
alleys and property in providing their
services to the citizens of a community.
Services requiring franchises include
electricity, telephone, natural gas and cable
television.
FULL ACCRUAL BASIS: The basis of
accounting under which transactions are
recognized when they occur, regardless of
the timing of estimated cash flows.
FUND: An accounting entity with a separate
set of self-balancing accounts which
comprise its assets, liabilities, fund balance,
revenues and expenditures.
FUND ACCOUNTING: A governmental
accounting system that is organized and
operated on a fund basis.
FUND BALANCE: The assets of a fund less
liabilities, as determined at the end of each
fiscal year. Any reservations of fund
balance are deducted to result in an
“unreserved fund balance.”
FUND TYPE: In governmental accounting,
all funds are classified into eight fund types:
General, Special Revenue, Debt Services,
Capital Projects, Special Assessment,
Enterprise, Internal Service, and Trust and
Agency.
GENERAL FUND: The largest fund within
the City, the General Fund accounts for
most of the financial resources of the
government. General Fund revenues
include property taxes, licenses and permits,
local taxes, service charges, and other types
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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.
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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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