HomeMy WebLinkAbout2004-2005 Adopted Budget
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Presentation to the City of Evanston for its annual
budget for the fiscal year beginning March 1, 2003.
In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operating guide, as a financial plan and as
a communicative device.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine eligibility
for another award
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
Roger D. Crum, City Manager
CITY OF EVANSTON
2004-2005 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………………………………………………….…….. 10
Executive Summary……………………………………………………………………… 14
Memo on Final Changes…………………………………………………………………. 20
Part II – Charts and Summaries
Organizational Chart…………………………………………………………………….. 24
General Information……………………………………………………………………... 26
Evanston in Review Profile Calendar……………………………………………………. 27
Fund Descriptions………………………………………………………………………... 29
Budget Policy……………………………………………………………………………. 32
Budgetary Basis of Accounting………………………………………………………….. 34
Fund Summary…………………………………………………………………………... 36
Total Appropriations – All Funds……………………………..……………………….... 37
Total Appropriations – All Funds (Adjusted for Interfund Transfer)………………….... 38
Transfer Summary……………………………………………………..………………… 39
Tax Bill Charts………...……………….………………………………………………… 41
Revenue Sources, Assumptions and Trends……………………………………………... 49
2004 Property Tax Levy…………………………………………………………………. 53
Debt Service Funds………………………………………………………………………. 55
Part III – General Fund Budget
Expenditure Summary……………………….…………………………………………... 60
General Fund Revenue Summary….…………………………………………………….. 61
General Fund Revenue Detail………………………………………………………… 62
City Council……………………………………………………………………………… 70
City Clerk’s Office………………………………………………………………………. 74
City Manager…………………………………………………………………………….. 78
Public Information……………………………………………………………………. 82
Farmer’s Market……………………………………………………………………… 84
Office of Management and Budget……………………………………………………… 86
Budget Office………………………………………………………………………… 89
Information Systems………………………………………………………………….. 93
Geographic Information Systems (GIS)……………………………………………… 96
Administrative Adjudication…………………………………………………………. 98
Legal……………………………………………………………………………………... 100
Fire……………………………………………………………………………………….. 186
Fire Management & Support…………………………………………………………. 188
Fire Prevention Bureau……………………………………………………………….. 190
Fire Suppression Bureau……………………………………………………………… 192
Health and Human Services……………………………………………………………... 194
Health Services Administration………………………………………………………. 197
Laboratory……...…………………………………………………………………….. 199
Family Health………………………………………………………………………… 201
Infectious Disease Control……………………………………………………………. 203
Human Resources………………………………………………………………………... 104
Finance…………………………………………………………………………………… 108
Finance General Support……………………………………………………………... 110
Revenue Division…………………………………………………………………….. 112
Payroll Division………………………………………………………………………. 114
Accounting Division………………………………………………………………….. 116
Purchasing/ Accounts Payable/ MWEBE…………………………………………….. 118
Facilities Management…………………………………………………………………… 120
Facilities Management General Support……………………………………………... 122
Construction and Repair……………………………………………………………… 124
Mail and Information Services……………………………………………………….. 126
Custodial Maintenance……………………………………………………………….. 128
Emergency Management……………………………………………………………... 130
Cable Communications……………………………………………………………….. 132
Community Development……………………………………………………………….. 134
Community Development Administration…………………………………………… 137
Planning and Support Service………………………………………………………… 139
Zoning Analysis and Support………………………………………………………… 141
Housing Code Compliance…………………………………………………………… 143
Housing Rehabilitation……………………………………………………………….. 145
Building Code Compliance…………………………………………………………... 147
Police…………………………………………………………………………………….. 150
Police Administration………………………………………………………………… 154
Patrol Operations……………………………………………………………………... 156
Criminal Investigation………………………………………………………………... 158
Social Services Bureau...……………………………………………………………... 160
Juvenile Bureau………………………………………………………………………. 162
School Liaison………………………………………………………………………... 164
Records Bureau……………………………………………………………………... 166
Communications Bureau...…………………………………………………………… 168
Service Desk Bureau...……………………………………………………………….. 170
Office of Professional Standards……………………………………………………... 172
Office of Administration……………………………………………………………... 174
Neighborhood Enforcement………………………………………………………….. 176
Traffic Bureau………………………………………………………………………… 178
Community Strategic Bureau………………………………………………………… 180
Animal Control……………………………………………………………………….. 182
Problem Solving Team……………………………………………………………….. 184
Human Relations………………………………………………………………………… 276
Human Relations Commission……………………………………………………….. 279
Housing Advocacy…………………………………………………………………… 281
Summer Youth Employment Program……………………………………………….. 283
Library…………………………………………………………………………………… 286
Children’s Services…………………………………………………………………… 289
Reader’s Services…………………………………………………………………….. 291
Reference & Periodicals……………………………………………………………… 293
Circulation……………………………………………………………………………. 295
North Branch…………………………………………………………………………. 297
South Branch…………………………………………………………………………. 299
Technical Services……………………………………………………………………. 301
Maintenance…………………………………………………………………………... 303
Administration………………………………………………………………………... 305
Dental Services……………………………………………………………………….. 205
Adult Health………………………………………………………………………….. 207
Food & Environment…………………………………………………………………. 209
Vital Records…………………………………………………………………………. 211
Health Department Grants……………………………………………………………. 213
Community Intervention Services……………………………………………………….. 216
Mental Health Board/Community Purchased Services………………………………….. 220
Homeless Services……………………………………………………………………. 227
Commission on Aging…………………………………………………………………… 230
Subsidized Taxi Program……………………………………………………………... 234
Public Works…………………………………………………………………………….. 236
Director of Public Works……………………………………………………………... 237
Municipal Service Center…………………………………………………………….. 240
City Engineer…………………………………………………………………………….. 242
Division of Transportation…………………………………………………………... 244
Engineering…………………………………………………………………………… 246
Traffic Engineering………………………………………………………………………. 248
Traffic Engineering…………………………………………………………………… 250
Traffic Signs………………………………………………………………………….. 252
Signals & Streetlights………………………………………………………………… 254
Enforcement & Tickets……………………………………………………………….. 256
School Crossing Guards……………………………………………………………… 258
Streets and Sanitation……………………………………………………………………. 260
Administration……………………………………………………………………….. 262
Street & Alley Maintenance………………………………………………………….. 264
Street Cleaning……………………………………………………………………….. 266
Ice & Snow Removal…………………………………………………………………. 268
Refuse Collection & Disposal………………………………………………………... 270
Residential Recycling………………………………………………………………… 272
Yard Waste Services…………………………………………………………………. 274
Parks & Forestry…………………………………………………………………………. 360
General Support………………………………………………………………………. 362
Horticultural Maintenance……………………………………………………………. 364
Parkway Tree Maintenance…………………………………………………………... 366
Dutch Elm Disease Control…………………………………………………………... 368
Tree Planting………………………………………………………………………….. 370
Private Elm Tree Insurance…………………………………………………………... 372
Ecology Center…………………………………………………………………………... 374
Eco-Quest Day Camp………………………………………………………………… 379
Cultural Arts Division…………………………………………………………………… 382
Arts Council…………………………………………………………………………... 384
Noyes Cultural Arts Center…………………………………………………………... 386
Cultural Arts Programs……………………………………………………………….. 388
Recreation………………………………………………………………………………... 308
Management & General Support……………………………………………………... 311
Business & Fiscal Management……………………………………………………… 313
Communications & Marketing Services……………………………………………… 315
Recreation General Support………………………………………………………….. 317
Park Utilities………………………………………………………………………….. 319
Robert Crown Center…………………………………………………………………. 321
Chandler Community Center…………………………………………………………. 323
Fleetwood-Jourdain Community Center……………………………………………... 326
Fleetwood-Jourdain Theater………………………………………………………….. 328
At Risk Opportunities………………………………………………………………… 330
Levy Activity Center…………………………………………………………………. 332
Church Street Boat Ramp…………………………………………………………….. 334
Boat Storage Facility……...………………………………………………………….. 336
Beaches……………………………………………………………………………….. 338
Facility Maintenance…………………………………………………………………. 340
Crown Ice Rink……………………………………………………………………….. 342
Sports Leagues………………………………………………………………………... 344
Aquatic Camp………………………………………………………………………… 346
Tennis………………………………………………………………………………… 348
Drum & Bugle Corps…………………………………………………………………. 350
Special Recreation……………………………………………………………………. 352
Bus Program………….………………………………………………………………. 354
Park Service Unit……………………………………………………………………... 356
Youth Golf Program………………………………………………………………….. 358
Part IV – Other Funds Budget
Motor Fuel Tax…………………………………………………………………………... 392
Emergency Telephone System…………………………………………………………... 394
Community Development Block Grant………………………………………………….. 396
Economic Development…………………………………………………………………. 402
Housing Fund………………..…………………………………………………………... 406
Washington National Special Tax Allocation – Debt Service Fund…………………….. 408
Special Service Area No. 5…………...………………………………………………….. 410
Southwest II Special Tax Allocation – Debt Service Fund……………………………… 411
Southwest Special Tax Allocation – Debt Service Fund………………………………… 412
Debt Service Fund……………………………………………………………………….. 413
Downtown II Special Tax Allocation Service – Fund...…………………………………. 415
Maple Avenue Garage Fund……………………………………………………………... 417
Parking System Fund………………………………...…………………………………... 419
Water Fund………………………………………………………………………………. 434
Sewer Fund……………………………………................................................................. 457
Fleet Services Fund……………………………………………………………………… 472
Insurance Fund..…………………………………………………………………………. 484
Firefighters Pension Fund.………………………………………………………………. 486
Police Pension Fund……………………………………………………………………... 487
Appendix 488
Page
Personnel Full-time Equivalent Positions Graph………………………………………… 490
Personnel Information…………………………………………………………………… 491
Personnel Full-time Equivalent Five-Year Comparison………………………………… 492
Position Descriptions by Business Unit…………………………………………………. 495
Budget Process…………………………………………………………………………... 506
Budget Calendar…………………………………………………………………………. 507
Capital Improvement Plan 510
Page
Capital Improvement Memorandum……………………………………………….……. 512
Capital Improvement Fund Policy……………………………………………………….. 522
Capital Projects by Funding Source……………………………………………………... 534
General Obligation Bond Projects……………………………………………………….. 540
Capital Projects by Department………………………………………………………….. 544
Capital Project Descriptions……………………………………………………………... 550
Glossary 590
December 19, 2003
The Honorable Mayor Lorraine H. Morton
And Members of the City Council
This document contains the staff budget proposal for the 2004-2005 fiscal year. This year’s budget continues
to reflect the effects of the nationwide economic slowdown. This is especially evident in the lowered
expectations for Illinois state shared revenues, especially income tax. We are fortunate in Evanston, that our
efforts over the past several years have increased the economic vitality of the City, which partially buffers us
from the state economy. We are also, through good policy direction and tight budget control over the past
several years, in a position where our cash reserves exceed our minimum requirements, and, if necessary, may
be drawn down slightly to aid in getting past the temporary shortfall in State revenues.
Demands for services continue to exceed the funding available, but we have made major strides in stabilizing
our workforce and insuring the fiscal integrity of the various individual funds of the City. During the past
two budget years we have presented several options for significant service cuts and have reviewed the impact
of such cuts in our public budget hearings. A listing of some of these items proposed in previous budgets
includes:
a. Significant reduction in funding to the Evanston Community Media Center
b. Reduction in our Animal Control office
c. Significant reductions to funding of Mental Health Agencies
d. Significant reductions to funding of Community Social Service agencies
e. The elimination of the Summer Youth Employment program
f. The closure of one or two branch libraries
g. The elimination of School Resource Officers from middle schools
h. The elimination of support to the Fleetwood-Jourdain Adult Theater
i. The elimination of a program coordinator in the Levy Center
j. The closure of South Beach
k. The replacement of the public service requirement at Noyes with rent
l. The request that School Crossing Guards be paid by the school district
Although these items were put forward by staff as potential budget reduction alternatives, after careful review
and a public hearing process, it was determined that such cuts would undercut the City’s obligation to serve
the needs of the varying citizen groups within the community. Although these options still exist, and we may
wish to review some of them as options to my proposals, I have not included them in this preliminary budget
proposal. Simultaneously, however, during the past two budget years we have recommended and adopted
significant cuts (approximately $2 Million) in the internal operations of the City. These cuts have been
compensated for through more efficient use of personnel, while providing minimal disruption to those
services visible to the general citizenry. These cuts remain in effect during this budget proposal.
During the budget preparation, most City departments identified areas where the use of additional personnel
or funding would enhance their operations. These are valid proposals and should be revisited when the
economy and other pressures on the budget have improved. For purposes of this budget there are no
expansions of services or personnel. Minor variations where needed to meet mandates or grant requirements
will be pointed out during budget presentations.
In spite of the lack of growth in programs or personnel, major outside factors, primarily the reduction in state
revenues, the high rate of increase in health insurance premiums and the significant jump in the required
funding of police and fire pension systems, have caused a need to recommend an increase in local taxes, and a
one-time use of cash reserves to balance the budget. We have attempted to minimize those tax increases, and
believe that the overall plan is a reasonable compromise at this point in time.
The following are the highlights of this proposed budget:
1. This budget proposes a 6.85% increase to the City’s portion of the property tax to meet the
obligations of all City funds dependent upon the property tax. This includes a 4% increase to those
tax rates directly under control of the City Council: the General Fund and the Debt Service Fund.
This action would raise an additional $606,000 for the General Fund. The other two funds, which the
City is obligated to fund under State law, are the Police Pension Fund and the Fire Pension Fund. The
property tax increases on these portions of the levy, in order to meet the actuarial requirements of the
funds, are 21.9% and 13.1% respectively. The combination of all four of these property tax levies
creates an aggregate increase in the City’s total levy of 6.85%. Since the City constitutes only about
18% of the total property tax bill paid by a resident, the result will be a 1.2% increase in an individual
tax bill.
2. This Proposal recommends a revised tax structure on natural gas which is to include natural gas
wholesaled through a broker. As deregulation has taken effect, more large users are buying directly
from a broker rather than from a retail supplier such as Nicor. At the present time the City levies a
tax on retailed natural gas, but not on wholesale transactions. This proposal would raise $600,000 of
General Fund revenue and would equalize the treatment between small residential users and larger
users.
3. The budget includes a recommendation to increase our ambulance fees to be in line with current
Medicare and insurance reimbursement rates. We have not done this for two years. The resultant
increase in revenue to the General Fund would be $100,000.
4. The last major piece of the equation in balancing the General Fund would be the recommended one-
time use of cash reserve in the amount of $500,000. I would not normally recommend such an
action; however, I believe we have reached the point in the economic recovery and in the status of
our reserve accounts where this is a reasonable action. We have carefully managed our budgets for
the past several years in order to build up a cash reserve in the General Fund. Even with the current
state of the economy, we are confident that we will end the current fiscal year with at least an
additional $500,000 in that account, over and above the one month (8.3%) minimum reserve.
Hopefully, by next budget year the state economy will have recovered enough to recoup this amount.
5. All labor contracts except Police Sergeants have been settled for the upcoming budget year. These
settlements have required an increase of 3.5% to the total wages contained in the budget proposal.
These wages are already allocated among the departmental budgets, and are not covered separately
under the “Contingency” account this year. Non-represented employees have also been credited with
a 3.5% wage increase which is fully funded in this proposal. No significant wage uncertainties
remain at this time.
6. Medical insurance for City employees continues to be an area of concern to us as it is for every other
employer. We have allocated an additional 14% to cover the increases in our medical plans.
7. As we continue our program of having a self-sufficient water system, no water rate increase will be
required for 2004-05, and no additional increases are currently forecast in the near future.
8. Funding for completion of the flood relief sewer project continues on schedule. This plan, as adjusted
during the past budget year, requires a 5% increase in sewer rates for 2004-05 and one more 5%
increase in next year’s budget. No additional rate increases are forecast beyond that point.
9. The Fleet Service Fund is stabilized and will require no additional General Fund subsidy. This has
been the result of a multi-year effort. For the upcoming budget year, new equipment funding will be
somewhat limited, but in the subsequent years, a sizeable debt will have been paid off, and the fund
will have approximately $2 million available annually for equipment replacement without utilizing
additional debt or General Fund subsidy.
10. The Insurance Fund is funded; however, this will be a critical year for major litigation, the results of
which may alter future fund availability.
11. The Parking Fund is reaching the point where an adjustment in parking rates may be necessary. This
is being referred to the Parking Committee for additional review.
12. All other funds of the City are balanced and require no significant changes for this budget year.
In summary, you have before you a preliminary balanced budget which maintains current service levels.
There are no significant increases or decreases in any program budget. We will continue to monitor our
revenues and expenditures for the remainder of the fiscal year, but believe that this proposal is a reasonable
approach to a gradually improving economy. It should be noted that without the significant improvement that
we have facilitated in the Evanston economy, balancing this year’s budget would have been even more
difficult than it was.
________________________________
Roger D. Crum
City Manager
City of Evanston, 2004-2005 Approved Budget
Executive Summary
I. Introduction
The City of Evanston covers four miles of Lake Michigan’s picturesque Western
shoreline. The City’s 8.5 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 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 FY2005 is $164,909,249. This represents an
increase of $10,210,516 or 6.60%. The majority of this increase is due to
additional expenses in the TIF funds.
III. Fiscal Constraints
City budgets throughout the nation are sharing the burden of state budget
constraints, as governors and state legislatures cope with balancing $110 billion
in budget shortfalls for FY 2003 and FY 2004. 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.
Numerous fiscal moves by the State of Illinois have resulted in revenue
decreases for Evanston this upcoming year. The following is a list of those
reduced revenue streams and increased fees.
State Portion of Income Tax
Due to the economy, state income tax receipts continue to decrease for the third
straight year. However, there is an additional decrease due to a move by the
Governor’s office that occurred this summer. The state has under-allocated
funds for cities portions of the state income tax for the last several years. For at
least the next year the Local Government Income Tax Distributive Fund will
contribute to alleviate this under-funding and it will cost the City $6.48 per
resident. The result is almost a $500,000 decrease in annual income tax
revenues from the state.
Photo-processing Tax
This will be the first full year that the City will not receive the state photo-
processing tax, which is a loss of $175,000 annually.
National Pollution Discharge Elimination System Permit Fees
This is a state introduced fee for publicly owned utilities. The City will pay
approximately $25,000 in fees to the state this year.
Fire and Police Pension Annual Compliance Fees
This annual filing fee for the police and fire pension funds rose from .007% to
.02%. This is an increase in fees from about $6,000 to $17,000.
These decreased revenues and fees amount to over $700,000 in lost revenues
to the City of Evanston from the state of Illinois. All of these funds were
recouped by the state in an effort to solve its budget problems.
IV. General Fund
Expenditures
The General Fund budget for 2004-2005 is $78,225,000. This represents a
$4,370,823 or 5.92% increase in expenditures.
Revenues
The nation and the State of Illinois are, hopefully, in the final stages of an
economic recession. News from Springfield is that the State’s budget is in
horrific shape as income taxes continue to decline. Municipalities are still at risk
of even greater state revenue reductions both economic and legislative over the
next year.
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 property tax levy is $31,203,859. This is an increase of
$1,985,848. The General Fund portion of this rises from $15,194,300 to
$15,783,600, an increase of $589,300. The property tax continues to
make up the largest percentage of City tax revenues. The relative
economic stability and tax deductible feature of the property tax make it a
desirable revenue source.
2. State Sales Tax:
General Fund revenue from the state sales tax is expected to increase by
$100,000 bringing total City revenue from the state sales tax to
$8,200,000. The modest increase in this revenue is a result of slightly
diminished sales experienced in FY 2004.
3. Home Rule Sales Tax:
Projections show $5,500,000 of this revenue source for the General Fund.
This is an increase of $200,000 from FY 2004. This revenue is more
stable due to its lack of dependence on auto sales.
4. State Income Tax:
State income tax revenues are expected to decrease by 10.4 %, bringing
the expected revenue to $4,300,000. This decrease is due to the ailing
state economy which prompted the Governor to decrease city shares of
the state income tax.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For FY2004-2005, these are projected to total
$8,200,000, which is an increase of $850,000, or almost 11.5%. This
results primarily from an increase in the natural gas use tax of $600,000.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to be $3,500,000 for FY2005.
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 $2.5 million.
7. Vehicle Licenses:
Vehicle license fees are expected to drop by about $20,000 this year, to
$2,000,000. This revenue source is considered to be relatively insulated
from economic fluctuations.
8. Licenses and Permits:
Total licenses and permits are expected to generate $6,238,700 in
revenues, an increase of $404,200. The main reason for the increase is a
continued strong housing market.
9. Fines and Forfeitures:
Parking ticket, regular and other fine revenues are expected to increase
by a modest $104,900 to $4,167,500.
10. Ambulance Fees:
Due to a proposed rate increase, ambulance fees will increase $100,000
for FY 2005.
11. State and Federal Aid
State and federal aid revenues will increase by slightly over $1 million due
to new accounting methods which will budget for programs like lead paint
grants at gross, which in prior years had just been budgeted as
chargebacks. However these revenues are fully offset by expenditures.
V. Other Funds
Parking System Fund
The Parking System Fund has anticipated expenditures of $3,653,200. This is a
6.5% 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 is scheduled to be
closed.
Water Fund
The Water Fund is expected to have total expenditures of $13,478,900 which
represents an increase of less than 1.0%. Water Fund revenues are expected to
increase by $136,000. No water rate increase is proposed for FY2005.
Fire Pension Fund
Actuarially determined funding requirements indicate that a $426,000 increase in
expenditure is expected for FY2005, making the budgeted amount $4,480,000.
Presently, this fund is budgeted to levy for $2,910,000, an increase of 13.1% of
the property tax levy.
Police Pension Fund
Actuarially determined funding requirements indicate that an increase of
$261,500 in funding will be necessary in the FY2005 budget. The FY2005
budget for this fund is $5,899,000. The property tax portion of this is $4,088,000,
an increase of almost 21.9% on the property tax levy.
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 are $2,083,300, up $719,200. Projected revenues are $1,286,200, an
increase of 16.0%. This increase includes wireless surcharge revenue of
$342,000.
Motor Fuel Tax Fund
Spending for the fund is budgeted at $2,850,000 in FY2005. This is an increase
of $203,400 from the FY2004 appropriation.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The amount for FY2005 is $2,749,633 for Community
Development related programs, a decrease of $72,628 from FY04.
Insurance Fund
Fiscal year 2005 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.
Fleet Services Fund
Budgeted expenditures for FY2005 are $4,842,900. This is an increase of less
than 1.0% totaling $8,300. Again this year, no new bond sale is proposed for
vehicles.
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. Fiscal year 2005 budgeted
expenditures are $1,671,281, a decrease of 26.4% from last year.
Special Service Area No. 5 Fund
FY2005 budgeted expenditures for this fund are $152,686. This is an increase of
approximately $4,854 from the FY2004 budget.
Southwest II Special Tax Allocation Debt Service Fund
A slight increase in projected expenditures brings the fiscal year 2005 budget for
this fund to $885,713.
Southwest Special Tax Allocation Debt Service Fund
Budgeted expenditures for this fund have risen to $903,750.
Debt Service Fund
The debt service payments budgeted in this fund are due in FY2005. Total
budgeted expenditures are $10,495,071, an increase of less than 1%.
Downtown II Special Tax Allocation Service Fund
This fund accounts for payment of debt service associated with the Downtown II
Tax Increment Financing District whose expenditures will be $5,992,515 for
FY2005.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be
$1,407,400 for FY2005. Revenues for this fund are generated from the Hotel
Tax.
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 5% to $16,815,100. There is a 5% sewer rate increase included to
meet the increase for FY2005.
Housing Fund
The Mayor’s Special Housing Fund seeks to support housing related programs
as adopted by the City Council. The FY2005 budget is $239,100, an increase of
$22,500.
VI. Conclusions
The 2004-2005 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.
To: Roger Crum, City Manager
From: Patrick Casey, Director of Management and Budget
Subject: Final Changes to the Proposed FY 2004-05 Budget
Date: March, 1, 2004
In December of 2003 the proposed FY 2004-05 Budget was presented to City Council. The
proposed budget stated an expenditure level for all funds of $164,609,193. 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:
Expenditures
Several areas were designated for reduction or elimination in the City Manager’s proposed
budget. Changes made to these proposed levels are listed below.
• Funding was authorized for the following programs or expenditures:
Sister Cities Program Expenses - $5,000
Addition of a Property Maintenance Inspector - $60,800
Open Outdoor Skating Warming Houses – $4,600
Mason Park Programming Expenses - $2,700
Addition of Attorney Position - $75,000
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.
• The Real Estate Transfer Tax Projection was increased by $500,000.
• The $ 500,000 Proposed Reallocation of Surplus was eliminated from the General Fund.
• The Transfer from the Economic Development Fund to the General Fund was increased
by $100,000.
• The Transfer from TIF Funds to the General Fund was increased by $64,500.
• The Revenue estimate from the Towing Contract was reduced by $50,000.
• The Cable Franchise fee estimate was increased by $50,000.
Interdepartmental
Memorandum
PART II
CHARTS AND SUMMARIES
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
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
WWoommeenn’’ss HHiissttoorryy MMoonntthh
LLiibbrraarryy eevveenntt
On Thursday, March 18 at 7 p.m.,
Evanston author, Katherine Shonk will
read from her collection of short stories
The Red Passport at the North Branch
Library, 2026 Central Street.
YYaarrdd wwaassttee ppiicckkuuppss
rreessuummee MMaarrcchh 2299
Yard waste pickups will continue on
your regular refuse/recycling collection
day until December 2. Yard waste can
also be dropped off at the Evanston
Recycling Center, 2222 Oakton St., April
2-Dec.12: Fridays, noon-7 p.m.;
Saturdays and Sundays, 8:30 a.m.-5 p.m.
For more information, call (847) 866-
2940.
SSttrreeeett cclleeaanniinngg bbeeggiinnss AApprriill 11
Street cleaning will last through
November 30. Schedules for street
cleaning are available on www.city-
ofevanston.org. Residents and vis-
itors will not be ticketed when
parking in the areas on dates not
listed on these schedules. For
more information, contact the
Public Works Division of
Streets and Sanitation, (847)
866-2940.
PPooeettrryy MMoonntthh
* Author Harriet Rubin discusses her
new book, Dante In Love: The World's
Greatest Poem and How It Changed
History, Wednesday, April 21 at 7 p.m.
at the Main Library, 1703 Orrington. For
information, call 847-866-0300.
*At 1 p.m. on Saturday, April 24, the
Library and the YMCA Learning Centers
will present Tyger Tyger: A Poetry
Celebration. The program features an
exciting mix of African drumming from
SOUL Creations and poetry performanc-
es--a poetry slam for young people.
SSuummmmeerr YYoouutthh
EEmmppllooyymmeenntt
JJoobb FFaaiirr
Evanston teens, from
14 (on or before
June 16) to 18 years
old, are invited to
apply for summer
jobs at the Evanston
Civic Center on
Saturday, April 24, from
9 a.m. to 2 p.m. For further information
on becoming an applicant, employer or
adult Job Fair volunteer, call (847) 866-
2920.
PPooeettrryy WWoorrkksshhoopp &&
CCoonnvveerrssaattiioonn
On May 1 and 2 from 1-3 p.m., Paulette
Roeske, renowned poet, will present a
two-day poetry workshop. Roeske is the
author of five books, and her
award winning poetry is
frequently antholo-
gized. Registration
is not needed to
attend.
AAggiinngg WWeellll
CCoonnffeerreennccee
aanndd FFiillmm
FFeessttiivvaall
For older adults, their
families and professionals
who deal with seniors. Conference:
Friday, May 7, 8 a.m., King Home, 1555
Oak Ave. Registration: Soon available on
www.cityofevanston.org, or call (847)
866-2919 for information. Film Festival:
Wednesday, May 5, Main Library, 1703
Orrington. Films and times TBA.
NNiinntthh AAnnnnuuaall SSttrruutt ffoorr SSttrraayyss
Evanston Animal Shelter Community
Animal Rescue Effort (C.A.R.E.) will
hold this fundraiser on Saturday, May 8,
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.
HHyyddrraanntt tteessttiinngg bbeeggiinnss
City-wide hydrant testing
program begins May 10 and
runs through June 11. The
testing is conducted from 9
a.m. through 3 p.m. Some
residents may notice a discol-
oration in their tap water
while the hydrants on their
block are being tested which
can be eliminated by flowing tap
water. Should the discoloration continue,
call the Water Department, (847) 866-
2942.
FFaarrmmeerrss’’ MMaarrkkeett
Visit Saturdays, from May 15 through
Nov. 6, between 7:30 a.m. and 1 p.m. at
the intersection of University and Oak
Avenues. The Market features over 30
vendors of fruit, vegetables, flowers,
meat and bread. For more information,
call (847) 866-2936.
GGaarrddeenn FFaaiirr
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 and Sunday, May 15
and 16 in Independence Park, Central St.
at Stewart Ave. (west of Green Bay Rd.).
Sponsored by the Evanston Garden
Council.
MMeemmoorriiaall
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MMaayy 3311
No refuse, yard
waste and recy-
cling collec-
tions will occur
on May 31 due
to the holiday.
All collections
will occur one
day later during
that week only:
Monday’s col-
lection will occur on Tuesday; Tuesday’s
collection on Wednesday, etc.
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AApprriill
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MMaayy
For more information on events
and services, visit:
www.cityofevanston.org
DDuuttcchh eellmm iinnssuurraannccee
ddeeaaddlliinnee JJuunnee 11
Applications are available at the Civic
Center, by calling (847) 866-2912, or
visiting www.cityofevanston.org.
BBeeaacchheess ooppeenn
Weather permitting,
Evanston’s public
swimming beaches
will be open June 12
through Sept. 6,
2004. Beaches will
be open from 10:30
a.m. to 8 p.m. June
12 through July 31.
All beaches will
close at 7:30 p.m.
starting August 1
due to limited visi-
bility at dusk.
SSttaarrlliigghhtt
CCoonncceerrtt SSeerriieess
Concerts are held on
Tuesdays and
Thursdays throughout the summer, from
7:30-9 p.m., and are free to the public.
Tuesday concerts are held at Dawes
Park, Sheridan Rd at Church St (at the
lagoon): July 6, 13, 20, 27, and Aug. 3,
and 10. Thursday concerts are held at
James Park, Dodge Ave. at Mulford
(south of Oakton): June 17, 24, July 1, 8,
15 and 22. Rain Site: Levy Senior
Center, 300 Dodge Ave.
SSuummmmeerr RReeaaddiinngg CClluubbss
The Library’s Summer Reading Game
kicks off on Thursday, June 10 at the
Main Library and both branch libraries,
for grade schoolers, pre-schoolers and
teens.
JJuullyy 44tthh CCeelleebbrraattiioonn
www.evanston4th.org
SSuummmmeerr CChheessss NNiigghhtt
This popular drop-in program
runs every Thursday night,
from 7 p.m. to 8:45 p.m.
through the second week of
August in the Library's
Community Meeting Room.
Players at all ages and skill
levels are welcome.
1199tthh AAnnnnuuaall EEvvaannssttoonn
EEtthhnniicc AArrttss
Saturday and Sunday, July 17
and 18, noon to 7 p.m., Dawes
Park, Sheridan Road at Church
Street, Free. Experience the
colors, sounds, and aromas of
world cultures.
WWaarrdd bboouunnddaarriieess cchhaannggee AAuugg.. 11
Visit www.cityofevanston.org for a map
with the changes.
NNaattiioonnaall NNiigghhtt OOuutt
Tuesday, August 3, 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.
LLaakkeesshhoorree AArrttss FFeessttiivvaall
Saturday and Sunday, Aug. 7 and 8.
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!
EEvvaannssttoonn//BBeelliizzee DDaayy
iinn tthhee PPaarrkk
Saturday, Aug. 14, 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.
CCoommmmUUNNIITTYY PPiiccnniicc
Sunday, Aug. 29, noon to 5 p.m.,
Ingraham Park (behind the Civic Center,
2100 Ridge Ave.) Free food, games,
activities, demonstrations, concerts and
more. (847) 866-2920.
LLaabboorr DDaayy,, MMoonnddaayy,, SSeepptt.. 66
No refuse/recycling collections sched-
uled. All garbage pickup is one day later
this week.
CCiittiizzeennss’’ PPoolliiccee AAccaaddeemmyy
Ride with the cops! Free 12-week course
begins Thursday, Sept. 9.
Call (847) 866-5019 to
register.
LLiibbrraarryy BBiirrtthhddaayy
CCeelleebbrraattiioonn
The Library has been in
its new home for 10
years. Birthday celebra-
tions take place on
Columbus Day, Oct. 11.
Watch for details of a
special School’s Out
Program for elementary
school children at 2 p.m.
HHaalllloowweeeenn
Sunday, Oct. 31 Trick-or-
Treat hours, 4 to 7 p.m.
FFaallll FFaammiillyy NNiigghhtt
The Evanston Library Friends present
Fall Family Night, an evening of fun-
filled, free entertainment. All three floors
of the Main Library are turned over to
Evanston families for fun and entertain-
ment. This free family event is open to
all Evanston families. Each child must
bring an adult, and each adult must bring
at least one child. Call the Library for
more information, (847) 866-0300.
TThhaannkkssggiivviinngg DDaayy,, NNoovv.. 2255
No refuse, recycling collections.
Thursday’s collections are scheduled for
Friday, Nov. 26.
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eeffffeecctt,, DDeecc.. 11 tthhrroouugghh MMaarrcchh 3311..
HHoolliiddaayy
GGiifftt BBooookk SSaallee
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.
NNeeww YYeeaarr’’ss EEvvee,,
TThhuurrssddaayy,, DDeecc.. 3311
www.firstnightevanston.org
LLiibbrraarryy HHoolliiddaayy eevveennttss
The Evanston Public Library offers pro-
grams for children and adults on Dr.
Martin Luther King’s birthday in
January and during Evanston's annual
celebration of Black History Month each
February. Look for special children’s
programs on Martin Luther King Day,
January 17 and on President’s Day,
February 21, 2005.
JJuunnee
JJuullyy
AAuugguusstt
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NNoovveemmbbeerr
DDeecceemmbbeerr
JJaann..--FFeebb.. 22000055
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.
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 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.
City of Evanston Budget Policy
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston Budget Committee
has endorsed a Budget Policy. The City Council adopted the Budget Policy in December 2000. This policy is as
follows:
A. Introduction
During the summer, the City Council will establish goals and priorities of the coming year, for submission to the City
Manager and staff. The City Manager will submit a balanced budget by January 1.
B. 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.
C. 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. No increase in
rates is anticipated for the next four years. The Return on Investment (ROI) transfer to the General Fund shall not
exceed the level set in the FY 2000-01 Budget. However, future councils should define a rational basis for the ROI,
to include an analysis of the effect this transfer may have on satisfying capital needs. 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. 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. In compliance with the 2000 – 2001 budget, a request for proposal should be sent out for
outside liability and workers compensation coverage.
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
The principal amount of general obligation debt, net of abatements, shall not exceed $90,000,000.00. The debt
service portion of the levy will increase annually to meet the requirements of the Capital Improvement Program.
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, rates are scheduled to increase in
fiscal years 2001 (12%), 2002 (10%), 2003 (10%), and 2004 (10%). Transfers to other funds for administrative
expenses should be maintained to reflect true program costs.
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.
Fund Reserve Policy
Another component of the Budget Policy is the Fund Reserve Policy. This seeks to address management of the
reserves necessary in several funds.
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.
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
The level of control (level at which expenditures may not exceed budget) is the fund. All
unencumbered annual appropriations lapse 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.
Fund Summary
(prior to interfund transfers)
Southwest TIF
0.55%
Debt Service (G.O. Bonds)
6.36%
Sewer
10.20%
Maple Avenue Garage Fund
3.69%
Southwest II TIF
0.61%
Water
8.17%
Parking
2.22%
Special Service District
0.09%
Washington National TIF
1.01%
Fleet Service
2.94%
Insurance
1.15%
CDBG
1.67%
Motor Fuel
1.73%
Emergency Telephone
1.26%
Police Pension
3.58%
Fire Pension
2.72%
Downtown II TIF
3.63%
Economic Development
0.85%
General
47.44%
Housing Fund
0.14%
Fund
2003-04
Appropriation
2004-05 Approved
Appropriation Net Change
Percent
Change
General 73,753,800$ 78,225,000$ 4,471,200$ 6.06%
Parking 3,415,200$ 3,653,200$ 238,000$ 6.97%
Water 13,446,700$ 13,478,900$ 32,200$ 0.24%
Fire Pension 4,054,000$ 4,480,000$ 426,000$ 10.51%
Police Pension 5,637,500$ 5,899,000$ 261,500$ 4.64%
Emergency Telephone 1,364,100$ 2,083,300$ 719,200$ 52.72%
Motor Fuel 2,850,000$ 2,850,000$ -$ 0.00%
CDBG 2,822,261$ 2,749,633$ (72,628)$ -2.57%
Insurance 1,900,500$ 1,900,500$ -$ 0.00%
Fleet Service 4,834,600$ 4,842,900$ 8,300$ 0.17%
Washington National TIF 2,269,206$ 1,671,281$ (597,925)$ -26.35%
Special Service District 438,684$ 152,686$ (285,998)$ -65.19%
Southwest II TIF 880,918$ 1,000,713$ 119,795$ 13.60%
Southwest TIF 887,150$ 903,750$ 16,600$ 1.87%
Debt Service (G.O. Bonds) 8,578,099$ 10,495,071$ 1,916,972$ 22.35%
Downtown II TIF 5,893,515$ 5,992,515$ 99,000$ 1.68%
Economic Development 1,167,200$ 1,399,000$ 231,800$ 19.86%
Sewer 15,971,700$ 16,815,100$ 843,400$ 5.28%
Maple Avenue Garage Fund 4,317,000$ 6,077,600$ 1,760,600$ 40.78%
Housing Fund 216,600$ 239,100$ 22,500$ 10.39%
154,698,733$ 164,909,249$ 10,210,516$ 6.60%
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 2003-04.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2003-04 vs. 2004-05
Fund
2003-04 Net
Appropriation
2004-05
Approved
Less Transfers
to Other Funds
2004-05
Approved Net
Appropriation Net Change
Percent
Change
General 67,497,200$ 78,225,000$ 6,322,100$ 71,902,900$ 4,405,700$ 6.53%
Parking 2,422,300$ 3,653,200$ 1,059,300$ 2,593,900$ 171,600$ 7.08%
Water 9,527,900$ 13,478,900$ 3,997,700$ 9,481,200$ (46,700)$ -0.49%
Fire Pension 4,054,000$ 4,480,000$ -$ 4,480,000$ 426,000$ 10.51%
Police Pension 5,637,500$ 5,899,000$ -$ 5,899,000$ 261,500$ 4.64%
Emergency Telephone 1,025,300$ 2,083,300$ 351,400$ 1,731,900$ 706,600$ 68.92%
Motor Fuel 2,100,000$ 2,850,000$ 750,000$ 2,100,000$ -$ 0.00%
CDBG 1,768,861$ 2,749,633$ 986,400$ 1,763,233$ (5,628)$ -0.32%
Insurance 1,900,500$ 1,900,500$ -$ 1,900,500$ -$ 0.00%
Fleet Service 4,718,200$ 4,842,900$ 123,200$ 4,719,700$ 1,500$ 0.03%
Washington National TIF 4,388,412$ 1,671,281$ 133,900$ 1,537,381$ (2,851,031)$ -64.97%
Special Service District 438,684$ 152,686$ -$ 152,686$ (285,998)$ -65.19%
Southwest II TIF 870,918$ 1,000,713$ -$ 1,000,713$ 129,795$ 14.90%
Southwest TIF 867,150$ 903,750$ 20,600$ 883,150$ 16,000$ 1.85%
Debt Service (G.O. Bonds) 8,578,099$ 10,495,071$ -$ 10,495,071$ 1,916,972$ 22.35%
Downtown II TIF 3,861,894$ 5,992,515$ 5,263,024$ 729,491$ (3,132,403)$ -81.11%
Economic Development 327,200$ 1,399,000$ 1,015,900$ 383,100$ 55,900$ 17.08%
Sewer 15,144,700$ 16,815,100$ 850,500$ 15,964,600$ 819,900$ 5.41%
Maple Avenue Garage Fund 4,278,700$ 6,077,600$ 39,500$ 6,038,100$ 1,759,400$ 41.12%
Housing Fund 216,600$ 239,100$ -$ 239,100$ 22,500$ 10.39%
139,624,118$ 164,909,249$ 20,913,524$ 143,995,725$ 4,371,607$ 3.13%
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 2004-05 City Budget.
The total for each fund is compared with that of the approved FY 2003-04.
General Fund
Various 62305 Accounts Transfer to Fleet Service Fund $4,047,100
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
$6,322,100
Parking Systems Fund
Various 62305 Accounts Transfer to Fleet Service Fund $99,200
7005, 7025.62675 Transfer to General Fund for Pension $120,900
7005.66133 General Fund Cash Transfer - Meter Revenue $300,000
7005, 7025.66132 Transfer to General Fund for Insurance $82,800
7050.62685 Transfer to General Fund for Administrative Expense $431,000
7050.66134 To General Fund for Parking Lot Maintenance $25,400
$1,059,300
Emergency Telephone System
5150.62690 Transfer to Debt Service $212,000
5150.62680 Transfer to General Fund for Information Systems Support $50,000
5150.62685 Transfer to General Fund For Administrative Expense $50,000
5150.62675 Transfer to General Fund for Pension $39,400
$351,400
Motor Fuel Tax Fund
5100.62720 Transfer to General Fund for Street Maintenance $630,000
5100.66136 Transfer to General Fund for Engineering Services $120,000
$750,000
CDBG Fund
Various CDBG Accounts Transfer to General Fund for Pension, Health & Life Ins. $193,800
Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $792,600
$986,400
HOME Fund
5450.61455 Transfer to General Fund for Salary $31,800
Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $6,600
$38,400
MAPLE Garage Fund
7000.66132 Transfer to General Fund for Insurance $39,500
Water Fund
Various 62305 Accounts Transfer to Fleet Services Fund $301,900
Various 62675 Accounts Transfer to General Fund for Pension $338,200
7125.66138 Transfer to General Fund for Public Works Support $18,000
7160.66020 Transfer to General Fund - Return in Investment $2,457,600
7125.66132 Transfer to General Fund for Insurance $136,300
7125.66139 Transfer to General Fund for Worker's Compensation Expense $30,100
7180.66140 Transfer to General Fund - Operating Cash $157,600
7125.62680 Transfer to General Fund for Collections and Information Systems $88,000
7125.62685 Transfer to General Fund for Administrative Expense $470,000
Analysis of Appropriations for Transfers to Other Funds
FY 2004-2005 Proposed Budget
$3,997,700
Fleet Service Fund
7705, 7710, 7715.62675 Transfer to General Fund for Pension $123,200
Economic Development Fund
5300.66131 Transfer to General Fund $357,500
5300.62675 Transfer to General Fund for Pension $8,400
5300.66127 Transfer to Maple Avenue Garage Fund $650,000
$1,015,900
Sewer Fund
7400.62305 Transfer to Fleet Service Fund $235,800
7400.61510 Transfer to General Fund for Health Insurance $119,700
7410.62675 Transfer to General Fund for Pension $93,400
7410.66132 Transfer to General Fund for Insurance $105,200
7410.66139 Transfer to General Fund for Worker's Compensation Expense $38,200
7410.62680 Transfer to General Fund for Collections and Information Systems $67,600
7410.62685 Transfer to General Fund for Administrative Expense $70,400
7420.66138 Transfer to General Fund for Public Works Support $120,200
$850,500
Capital Improvement Fund
Transfer to General Fund for Engineering for Capital Projects $257,500
Special Assessment
Transfer to General Fund for Administrative Expense $30,900
TIF Funds
To General Fund From Downtown II Expense $300,000
To Maple Ave. Garage fund From Economic Development Fund $650,000
To Maple Ave. Garage fund From Downtown II Expense $4,117,709
To Washington National TIF from Downtown II Expense $845,315
To General Fund From Washington National TIF $133,900
To General Fund From Howard Hartrey TIF $125,000
To General Fund From Southwest TIF $20,600
$6,192,524
ETHS
To General Fund - Police $30,000
Grand Total Transfers $22,045,324
Your Real Estate Tax Bill
Metropolitan Water
Reclamation District
4.27%
North Shore Mosquito
Abatement District
0.10%
Evanston Township
0.71%
Community College 535
2.06%School District 202
27.06%
Suburban T.B. Sanitarium
0.07%
Cook County Forest Preserve
District
0.70%
Cook County
7.95%
Consolidated Elections 0.00%
City of Evanston
18.55%
School District 65
38.51%
City of Evanston Percentage of Tax Bill
20.0%
19.3%
18.6%18.5%
18.3%
17.74%
18.36%
18.72%
17.84%
18.55%
16.5%
17.0%
17.5%
18.0%
18.5%
19.0%
19.5%
20.0%
20.5%
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002*
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002*
General Corporate 1.4880 1.3672 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554
Debt Service 0.5084 0.5740 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404
1.9964 1.9412 1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958
Police Pension 0.1671 0.2209 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812
Firefighters' Pension 0.1312 0.1842 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321
Total All Funds 2.2947 2.3463 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091
Actual Rate Extended 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610
*2003 property tax rates were not available at publication of this report.
Fund
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
Fund
General Corporate 13,843,634 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
Debt Service 5,812,463 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
19,656,097 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
Police Pension 2,236,354 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
Firefighters' Pension 1,865,684 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
23,758,135 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
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.
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*
City of Evanston 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610
Consolidated Elections - - - - 0.027 0.000 0.023 0.000 0.032 0.000
Cook County 0.993 0.993 1.023 0.989 0.919 0.911 0.854 0.824 0.746 0.690
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
Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.007 0.006
Metropolitan Water Reclamation District 0.471 0.495 0.495 0.492 0.451 0.444 0.419 0.415 0.401 0.371
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
Evanston Township 0.085 0.088 0.077 0.076 0.077 0.072 0.072 0.077 0.064 0.062
Community College 535 0.248 0.255 0.233 0.206 0.216 0.205 0.203 0.213 0.186 0.179
School District 202 3.000 3.202 2.946 2.992 3.107 2.905 2.865 2.977 2.469 2.349
School District 65 4.148 4.678 4.245 4.209 4.356 4.126 4.073 4.232 3.516 3.343
Total tax rate for property not in park district
or special service distric 11.331 12.150 11.195 11.116 11.315 10.642 10.532 10.859 9.126 8.680
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%
*2003 property tax rates were not available at publication of this report.
Government Unit
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 2.1135
1995 1,139,714,098 153,640 1,139,867,738 2.1243
1996 1,153,575,794 356,179 1,153,931,973 2.1517
1997 1,148,286,831 317,786 1,148,604,617 2.1489
1998 1,256,699,519 296,665 1,256,996,184 2.2505
1999 1,300,075,537 296,665 1,300,372,202 2.2505
2000 1,286,161,490 298,315 1,286,459,805 2.2235
2001 1,615,527,795 311,382 1,615,839,177 2.3098
2002 N/A N/A 1,737,543,904 2.4689
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 2003 were not available at publication of this report.
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
CITY OF EVANSTON, ILLINOIS
Equalized Assessed Valuation of Taxable Property
Last Ten Levy Years
Real Railroad Total Equalization
Property Property Assessment Factor
1,017,870,970 74,297 1,017,945,267 2.0897
1,035,262,113 95,997 1,035,358,110 2.1407
1,012,476,073 111,936 1,012,588,009 2.1135
1,139,714,098 153,640 1,139,867,738 2.1243
1,153,575,794 356,179 1,153,931,973 2.1517
1,148,286,831 317,786 1,148,604,617 2.1489
1,256,699,519 296,665 1,256,996,184 2.2505
1,300,075,537 296,665 1,300,372,202 2.2505
1,286,161,490 298,315 1,286,459,805 2.2235
1,615,527,795 311,382 1,615,839,177 2.3098
1,737,543,904 2.4689
Notes:
(1) Equalized assessed value is based on approximately 33% of estimated actual value.
(2) Equalized assessed values so not include tax increment financing district incremental assessed values.
(3) Equalized assessed values and equalization factor for the levy year 1999 were not available at publication of this report.
1993
1998
Tax
Levy
Year
1992
1994
2002
1995
2000
1996
1997
1999
2001
#VALUE!
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
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%
Data Sources
(6) 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.
(5) Evanston school boards - Districts #65 and #202 combined, based on enrollment figures as of
CITY OF EVANSTON, ILLINOIS
Demographic Statistics
Last Ten Fiscal Years
(1) U.S. Department of Commerce, Bureau of the Census, 1990 census.
City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY2005:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of
Evanston. The City portion of the property tax increased 6.64% in the FY2004 budget. The FY2005 approved
budget includes a 6.80 % increase to the City of Evanston portion of the property tax bill. This includes an
increase of 3.88 % for the general fund; a 13.10% increase in the fire pension fund; a 21.94 % 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. 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 home-
rule sales tax. 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 increase by 2.23%
for FY2005.
Property Tax Revenue
$25,693,293 $25,779,220
$27,397,983
$29,217,511
$31,203,359
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Property Tax Revenue
Sales Tax Revenue
$7,060,151
$7,517,415
$8,131,989 $8,100,000 $8,200,000
$5,500,000$5,300,000$5,612,572
$4,792,114
$3,855,792
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Basic Home Rule
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 population its state allocation of income tax funds decreased. There is an additional
decrease due to a move by the Governor’s office that occurred in the summer of 2003. The state has under-
allocated funds for cities portions of the state income tax for the last several years. For at least the next year
the Local Government Income Tax Distributive Fund will contribute to alleviate this under-funding and it will
cost the City $6.48 per resident. The result is almost a $500,000 decrease in annual income tax revenues
from the state in FY2005. This 10% decrease from 2004 is in addition to a 16% over the previous 4 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. Beginning in 2005, the Council has increased the Gas Use Tax, which is a tax on
consumers of brokered gas, from a rate of $.0095/therm to $.25/therm, gaining $600,000 in revenue in 2005.
Overall utility tax revenues are expected to increase by 11.56% in FY2005, mostly due to the increase in the
Gas Use Tax rate.
Income Tax Revenue
$5,707,574
$5,356,629
$4,902,698
$4,300,000
$4,800,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Approporation
Revenue
Fi
s
c
a
l
Y
e
a
r
Income Tax Revenue
Utility Tax Revenue
$7,049,920 $7,007,189
$7,350,000
$8,200,000
$6,780,420
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Utility Tax Revenue
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 FY2004 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 $3.5 million 2005 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 2%
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
$2,777,920
$2,533,278
$3,692,557
$2,500,000
$3,500,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 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
$8,000,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Evanston
Skokie
Northwest Water Commission
SEWER REVENUES – The City is in the last year of a four year increase in sewer rates. Rates increased
10% in FY2004 and will increase 10% in FY2005, 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 are expected to remain flat for FY2005. This is due to the total
reconstruction of the Sherman Avenue garage in conjunction will a new development project in downtown
Evanston, and the loss of a lease agreement for Parking Lot 20.
Sewer Revenue
$12,887,900
$14,065,800
$15,804,300 $15,958,500
$16,767,100
$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
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Sewer Revenue
Parking Revenue
$3,221,490
$2,801,200
$2,985,187 $2,985,400
$3,172,302
$2,500,000
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
$3,100,000
$3,200,000
$3,300,000
2001 Actual 2002 Actual 2003 Actual 2004 Appropriation 2005 Appropriation
Fiscal Year
Re
v
e
n
u
e
Parking Revenue
2004 Property Tax Levy
Fund Allocation
GENERAL FUND,
$15,783,600
51%
FIRE PENSION FUND,
$2,910,000
9%
POLICE PENSION FUND,
$4,088,000
13%
DEBT SERVICE FUND,
$8,421,759
27%
2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 VARIANCE PERCENT
APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE
LEVY LEVY LEVY LEVY LEVY (DECREASE) (DECREASE)
GENERAL FUND
LEVY $13,986,844 $13,970,507 $14,862,245 $15,504,388 $16,105,714 $601,327 3.88%
LESS: 2% LOSSES $279,737 $279,410 $297,245 $310,088 $322,114 $12,027 3.88%
TOTAL $13,707,107 $13,691,097 $14,565,000 $15,194,300 $15,783,600 $589,300 3.88%
FIRE PENSION FUND
LEVY $2,092,205 $2,177,551 $2,296,159 $2,625,446 $2,969,388 $343,942 13.10%
LESS: 2% LOSSES $41,844 $43,551 $45,923 $52,509 $59,388 $6,879 13.10%
TOTAL $2,050,361 $2,134,000 $2,250,236 $2,572,937 $2,910,000 $337,063 13.10%
POLICE PENSION FUND
LEVY $2,686,300 $2,939,263 $3,147,859 $3,420,846 $4,171,429 $750,583 21.94%
LESS: 2% LOSSES $53,726 $58,785 $62,957 $68,417 $83,429 $15,012 21.94%
TOTAL $2,632,574 $2,880,478 $3,084,902 $3,352,429 $4,088,000 $735,571 21.94%
DEBT SERVICE FUND
LEVY $7,388,155 $7,218,005 $7,650,862 $8,263,107 $8,593,632 $330,524 4.00%
LESS: 2% LOSSES $84,904 $144,360 $153,017 $165,262 $171,873 $6,610 4.00%
TOTAL $7,303,251 $7,073,645 $7,497,845 $8,097,845 $8,421,759 $323,914 4.00%
TOTAL ALL FUNDS $26,153,504 $26,305,326 $27,957,126 $29,813,787 $31,840,162 $2,026,376 6.80%
LEVY $460,211 $526,106 $559,143 $596,276 $636,803 $40,528 6.80%
LESS: 2% LOSSES $25,693,293 $25,779,220 $27,397,983 $29,217,511 $31,203,359 $1,985,848 6.80%
City of Evanston
FY2004/05 Property Tax Levy
City of Evanston Debt Service Funds
The primary objective in debt management is to keep the level of indebtedness
within available resources and its 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
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
PART III
GENERAL FUND BUDGET
FISCAL YEAR 2004 - 2005
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2004 - 052002 - 03 2004 vs. 052003 - 04
Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF
LEGISLATIVE 427,657 460,600 488,400 27,800 6.04
CITY MANAGER'S OFFICE 669,946 595,900 648,500 52,600 8.83
MANAGEMENT AND BUDGET 8,279,469 10,375,800 8,773,100 (1,602,700)15.45-
LEGAL DEPARTMENT 678,993 559,000 662,800 103,800 18.57
HUMAN RESOURCES 1,215,631 1,083,500 1,170,900 87,400 8.07
FINANCE DEPARTMENT 1,684,080 1,617,700 1,889,000 271,300 16.77
FACILITIES MANAGEMENT 2,131,251 2,115,800 2,273,300 157,500 7.44
COMMUNITY DEVELOPMENT 2,464,104 2,480,100 2,787,400 307,300 12.39
POLICE DEPARTMENT 16,642,402 16,202,700 17,658,300 1,455,600 8.98
FIRE DEPARTMENT 9,540,479 9,258,300 10,085,500 827,200 8.93
HEALTH AND HUMAN SERVICES 3,732,225 3,707,200 4,802,100 1,094,900 29.53
PUBLIC WORKS 11,212,831 10,938,400 11,500,000 561,600 5.13
HUMAN RELATIONS COMM DEP 522,723 515,300 542,700 27,400 5.32
LIBRARY DEPARTMENT 3,760,105 3,794,600 4,057,900 263,300 6.94
PARKS/FORESTRY AND RECREATION 9,654,769 10,049,000 10,885,100 836,100 8.32
Grand Total(s)72,616,666 73,753,900 78,225,000 4,471,100 6.06
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 14,593,840 15,219,300 15,808,600 589,300
51500 OTHER TAXES 33,912,442 33,347,500 34,881,500 1,534,000
52000 LICENSES, PERMITS & FEES 6,459,186 5,834,500 6,238,700 404,200
52500 FINES AND FORFEITURES 3,742,055 4,062,600 4,167,500 104,900
53000 CHARGES FOR SERVICES 6,066,826 5,744,000 6,084,000 340,000
55000 INTERGOVERNMENTAL REVENUE 759,450 640,300 1,793,600 1,153,300
56000 OTHER REVENUE 433,999 294,000 275,000 (19,000)
56500 INTEREST INCOME 266,949 200,000 200,000
57000 TRNSFR FROM OTHER FUNDS 7,114,040 8,250,500 8,612,200 361,700
57500 LIBRARY-OTHER REVENUE 165,744 161,100 163,900 2,800
50100 OPERATING REVENUES 73,514,531 73,753,800 78,225,000 4,471,200
50000 REVENUES 73,514,531 73,753,800 78,225,000 4,471,200
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 14,565,000 15,194,300 15,783,600 589,300
51025 PRIOR YEAR'S TAXES 28,840 25,000 25,000
51000 PROPERTY TAXES 14,593,840 15,219,300 15,808,600 589,300
51500 OTHER TAXES
51515 STATE USE TAX 652,297 670,000 660,000 (10,000)
51520 ST REV SH-PHOTOFINISH 34,446
51525 SALES TAX - BASIC 8,055,766 8,100,000 8,200,000 100,000
51530 SALES TAX - HOME RULE 5,457,333 5,300,000 5,500,000 200,000
51535 AUTO RENTAL TAX 33,325 34,000 34,000
51540 ATHLETIC CONTEST TAX 491,295 500,000 500,000
51545 STATE INCOME TAX 4,878,485 4,800,000 4,300,000 (500,000)
51555 FIRE INSURANCE TAX 72,947 50,000 50,000
51565 ELECTRIC UTILITY TAX 2,711,548 2,650,000 2,700,000 50,000
51570 NATURAL GAS UTILITY TAX 992,875 800,000 1,000,000 200,000
51575 NAT GAS USE TAX HOME RULE 329,464 300,000 900,000 600,000
51585 CIGARETTE TAX 271,862 300,000 300,000
51590 EVANSTON MOTOR FUEL TAX 307,000 320,000 320,000
51595 LIQUOR TAX 1,425,905 1,400,000 1,425,000 25,000
51600 PARKING TAX 1,221,756 1,500,000 1,500,000
51605 PERS. PROP. RPL. TAX 436,696 428,000 297,000 (131,000)
51610 PERS. PROP. RPL. TAX REC 5,538,866 45,800 45,800
51615 PERS. PROP. RPL. TAX LIB 49,700 49,700 49,700
51620 REAL ESTATE TRANSFER TAX 3,692,557 2,500,000 3,500,000 1,000,000
51625 TELECOMMUNICATIONS TAX 2,746,533 3,600,000 3,600,000
51640 TAX PROCEEDS SCRIB2 & PAR 4,854
51500 OTHER TAXES 33,912,442 33,347,500 34,881,500 1,534,000
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 1,984,665 2,020,000 2,000,000 (20,000)
52015 BUSINESS LICENSES 81,571 150,000 90,000 (60,000)
52020 PET LICENSES 41,108 43,000 40,000 (3,000)
52025 BICYCLE LICENSES 85 200 100 (100)
52030 CONTRACTORS' LICENSES 83,676 60,000 80,000 20,000
52035 ROOMING HOUSE LICENSES 182,984 180,000 170,000 (10,000)
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52040 LIQUOR LICENSES 266,206 250,000 275,000 25,000
52045 FARMERS' MARKET LICENSES 16,500 14,000 27,700 13,700
52050 OTHER LICENSES 2,400 (2,400)
52055 LONG TERM CARE LICENSES 107,439 112,400 112,400
52005 LICENSES 2,764,233 2,832,000 2,795,200 (36,800)
52075 PERMITS
52080 BUILDING PERMITS 1,868,335 1,600,000 1,900,000 300,000
52090 PLUMBING PERMITS 182,575 100,000 150,000 50,000
52095 ELECTRICAL PERMITS 159,082 120,000 160,000 40,000
52105 SIGNS AND AWNING PERMITS 16,160 10,000 10,000
52110 OTHER/MISC PERMITS 311,012 200,000 220,000 20,000
52115 ELEVATOR PERMITS 55,454 55,000 55,000
52120 HEATING VENT. A/C PERMIT 177,451 150,000 150,000
52125 COMMERCIAL DRIVE. PERMIT 460 600 500 (100)
52130 RESIDENTS ANNUAL PRKG PE 130,330 113,000 130,000 17,000
52075 PERMITS 2,900,858 2,348,600 2,775,500 426,900
52140 FEES
52145 ANNUAL SIGN FEES 33,313 30,000 32,000 2,000
52155 PLAT PR.&SIGN APP HRG FE 165 2,500 1,000 (1,500)
52170 ALARM PANEL FRANCHISE FE 20,000 20,000
52175 NU/CENTEL EASEMENT 97,104 97,000 40,000 (57,000)
52180 CABLE FRANCHISE FEE 587,945 475,000 525,000 50,000
52185 NICOR FRANCHISE FEE 75,898 49,400 50,000 600
52140 FEES 794,095 653,900 668,000 14,100
52000 LICENSES, PERMITS & FEES 6,459,186 5,834,500 6,238,700 404,200
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 3,012,873 3,400,000 3,500,000 100,000
52510 REGULAR FINES 224,977 170,000 175,000 5,000
52520 BUILDING CODE VIOLATIONS 4,986 5,000 5,000
52525 ANIMAL ORDINANCE PENALTIE 1,600 1,500 (100)
52530 BOOT RELEASE FEE 92,500 50,000 85,000 35,000
52540 FIRE FALSE ALARM FINES 86,495 40,000 55,000 15,000
52545 POLICE FALSE ALARM FINES 56,920 100,000 75,000 (25,000)
52550 LONG-TERM CARE FINES 50
52555 HOUSING CODE VIOL FINES 230 1,000 1,000
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
52560 PERMIT PENALTY FEES 10,624 5,000 5,000
52570 ADMIN ADJUDICATION 84,173 130,000 100,000 (30,000)
52610 LIBRARY FINES & FEES 168,227 160,000 165,000 5,000
52500 FINES AND FORFEITURES 3,742,055 4,062,600 4,167,500 104,900
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53020 TB NURSING SERVICES 12,040 12,000 12,000
53025 VD PROGRAM-SKOKIE 1,500 2,250 750
53030 HEALTH SVC. CHG. OTHER A 375
53050 SANITATION CLASSES 3,135
53065 HOMELESS HEALTH CLINIC 6
53070 FAMILY PLANNING OUTREACH 2,007 3,000 2,000 (1,000)
53075 DENTAL CLINIC 64,514 90,000 90,000
53080 FLU & PNEUMONIA PROGRAM 20,553
53085 HEALTH CLINIC IMMUNIZATN 4,844 8,000 5,000 (3,000)
53090 HEALTH CL. SEX TRANS DIS 1,220 5,000 1,200 (3,800)
53095 HEALTH CLINIC-TB 3,245 2,500 3,200 700
53100 HEALTH CLINIC-LAB 12,822 11,900 16,200 4,300
53105 HEALTH CLINIC FOOD EST 143,256 165,000 145,000 (20,000)
53110 HEALTH CLINIC-WELL CHILD 270 2,500 250 (2,250)
53115 HEALTH CLINIC-SCHOOL PHY 2,387 3,500 2,000 (1,500)
53120 S.T.D.-O 2,487
53125 S.T.D-E 2,191
53135 DENTAL CHECK UP 5,758
53140 EMERGENCY DENTAL EXAM 90
53145 X-RAYS 15
53150 AMALGAM FILLING 985
53155 RESIN FILLING 1,135
53160 SEDATIVE FILLING 60
53165 EXTRACTION 300
53170 PULPOTOMY 675
53175 SEALANT OFFICE VISIT 560
53180 ADDITIONAL SEALANTS 280
53185 TEMPORARY LICENSE FEE 3,345 3,300 3,300
53190 FOOD DELIVERY VEHICLE 6,500 6,500 6,500
53200 BEV.SNACK VENDING MACHIN 33,079 33,000 33,000
53205 FOOD VENDING MACHINE 195
53210 TOBACCO LICENSE 13,750 12,000 12,000
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
53215 BIRTH CERTIFICATE 87,345 79,000 90,000 11,000
53220 DEATH CERTIFICATE-16.23 65,139 79,000 55,000 (24,000)
53225 DEATH CERTIFICATE - 16.O 56,374 66,700 (66,700)
53230 FUNERAL DIRECTOR LICENSE 5,975 4,500 4,500
53235 TEMP FUNERAL DIREC LICEN 2,607
53005 HEALTH DEPT.- CHRGS FOR S 559,517 534,100 483,400 (50,700)
53560 RECREATION - CHRGS FOR SV
53565 RECREATION PROGRAM CHARG 3,667,222 3,844,900 4,103,000 258,100
53605 RECYCLING SERVICE CHARGE 635,026 628,000 628,000
53610 RECYCLING SERV CHAR-PENA 11,407
53615 SANIT SPECIAL PICKUP FEE 40,000 25,000 (15,000)
53560 RECREATION - CHRGS FOR SV 4,313,655 4,512,900 4,756,000 243,100
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 730 1,000 1,000
53640 SENIOR TAXI COUPON SALES 64,332 55,000 68,000 13,000
53650 STATE HIGHWAY MAINTENANC 99,552 113,000 100,000 (13,000)
53655 FIRE COST RECOVERY CHARG 8,512 5,000 5,000
53656 OTHER SERVICE CHARGES 2,371 5,000 5,000
53660 RECYCLING-MATERIAL SALES 414
53665 CONDO CONVERSION APP FEE 20,250 44,000 52,000 8,000
53675 AMBULANCE SERVICE 378,921 340,000 440,000 100,000
53680 TOWING CHARGES 3,995 50,000 (50,000)
53685 POLICE REPORT FEES 17,165 21,500 19,500 (2,000)
53690 WOOD RECYCLING 3,859
53695 ZONING FEES 40,581 25,000 40,000 15,000
53700 FIRE REPORT FEES 1,000 100 (900)
53705 FIRE BUILDING INSPECTION 5,875
53710 PASSPORT EXECUTION FEE 13,894 9,000 13,000 4,000
53715 ALARM PANEL SUB. FEE 45,109 27,500 100,000 72,500
53720 SKOKIE ANIMAL BOARD FEE 1,195 1,000 1,000
53725 BACKGR CHKS DAYCARE PROV 380
53730 TELECOMMUN MAINTENANCE F 493,908
53780 PLAN REVIEW 600
53620 OTHER CHRGS FOR SVCS 1,193,654 697,000 844,600 147,600
53000 CHARGES FOR SERVICES 6,066,826 5,744,000 6,084,000 340,000
55000 INTERGOVERNMENTAL REVENUE
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 68,353 63,700 71,000 7,300
55035 FAMILY CASE MANGMNT GRAN 114,200 110,500 126,300 15,800
55040 DENTAL SEALANT GRANT 3,828 7,800 (7,800)
55045 STATE AID-AIDS TESTING 7,264 7,200 (7,200)
55050 IL DEPT HEALTH-INFO 4,000 4,000
55065 IMPACT (TOBACCO) GRANT 8,232
55075 SUMMER FOOD INSPECTIONS 500
55080 KID CARE AGREEMENT 8,755 8,000 10,500 2,500
55085 IL TOBACCO FREE COMMUNIT 47,887 37,000 25,000 (12,000)
55090 TITLE XX FAMILY PLANNING 49,500 54,500 54,500
55100 ACCESS TO CARE 60
55105 HEARING AND VISION 3,656 6,400 6,400
55120 HEALTH WELLNESS INITIATI 7,538 13,600 (13,600)
55125 TEEN PREGNANCY PREV. GRN 49,548 55,600 56,600 1,000
55130 CHILDHOOD LEAD POISONING 1,458 4,000 4,000
55135 TEEN PARENT SERVICES PRO 7,400 10,000 15,000 5,000
55140 GENETIC EDUCATION GRANT 10,065 10,200 10,200
55141 VECTOR PREVENTION GRANT 1,135
55146 OTHER STATE/ COUNTY GRAN 400,000 400,000
55155 FAMILY CASE MGMT REIMB 40,341 140,000 140,000
55160 VIOL. CRIME VIC. ASST GR 20,000 20,000 20,000
55161 ICJIA GRANT-COMMUNITY SE 15,000 15,000
55162 ICJIA GRANTS- VICTIM SER 60,000 60,000
55170 FIRE DEPARTMENT TRAINING 1,077 600 600
55180 ARTS COUNCIL 28,400 (28,400)
55231 LEAD PAINT HAZARD GRANT 11,536 373,000 373,000
55245 LIBRARY STATE PER CAPITA 89,887 86,900 83,500 (3,400)
55015 STATE AID 552,219 535,400 1,471,600 936,200
55250 FEDERAL AID
55255 COMM AGING GRT-ADVOCATE 16,894 17,800 19,000 1,200
55260 DEPT OF AGING - COMPUTER 5,547
55265 FEMA 20,682 20,000 20,000
55270 POLICE TRAINING 3,442 8,000 8,000
55275 HUD EMERG SHELTER GRANTS 81,513 80,000 80,000
55285 LAW ENFORCEMENT BLOCK GR 79,154 79,100 105,000 25,900
55310 BIO-TERRORRISM GRANT 90,000 90,000
55250 FEDERAL AID 207,231 104,900 322,000 217,100
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
55000 INTERGOVERNMENTAL REVENUE 759,450 640,300 1,793,600 1,153,300
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 136,643 130,000 46,000 (84,000)
56040 DAMAGE TO OTHER CITY PRO 42,515 25,000 40,000 15,000
56010 PROPERTY SALES AND RENTAL 179,158 155,000 86,000 (69,000)
56045 MISCELLANEOUS REVENUE 214,885 100,000 150,000 50,000
56070 OVER AND SHORT 333
56045 MISCELLANEOUS REVENUE 214,552 100,000 150,000 50,000
56105 PAYMENT IN LIEU OF TAXES 27,302 27,000 27,000
56145 FEES AND OUTSIDE WORK 275
56175 PARKING PERMITS-RYAN FIEL 12,670 12,000 12,000
56180 MAYORS SUMMER YOUTH PROGR 43
56000 OTHER REVENUE 433,999 294,000 275,000 (19,000)
56500 INTEREST INCOME
56501 INTEREST INCOME 269,017 200,000 200,000
56500 INTEREST INCOME 269,017 200,000 200,000
57000 TRNSFR FROM OTHER FUNDS
57010 FROM FLEET SERVICES 121,100 116,400 123,200 6,800
57015 FROM MOTOR FUEL FUND 750,000 750,000
57020 FROM MOTOR FUEL FUND-S/M 670,000 750,000 (750,000)
57030 FROM COMM. DEVEL. FUND 778,913 1,053,400 986,400 (67,000)
57035 FROM HOME FUND 32,028 37,300 38,400 1,100
57040 FROM EMERGENCY TEL SYSTEM 75,000 125,400 139,400 14,000
57050 FROM ECON DEV FUND 100,400 250,000 365,900 115,900
57060 FROM HOUSING FUND 30,000 30,900 900
57065 FROM WASHINGTON NAT'L DS 75,000 130,000 133,900 3,900
57070 FROM HOW HARTREY DEBT SER 10,000 100,000 125,000 25,000
57075 FROM SW TIF DEBT SERVICE 20,000 20,000 20,600 600
57085 FROM DOWNTOWN TIF DEBT SV 250,000 300,000 300,000
57095 FROM DOWNTOWN TIF CAP PRJ 250,000 (250,000)
57100 FROM CAPITAL IMP. FUND 200,000 250,000 257,500 7,500
57110 FROM SPECIAL ASSMT. FUND 25,000 30,000 30,900 900
57130 FROM PARKING FUND 716,000 893,700 960,100 66,400
FISCAL YEAR -20052004
GENERAL FUND REVENUES
2004 - 052003 - 042002 - 03 2004 vs. 2005
REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE
57135 FROM WATER FUND 145,800 153,000 157,600 4,600
57140 FROM WATER FUND-ROI 2,386,000 2,386,000 2,457,600 71,600
57145 FROM WATER FUND-ADMIN. EX 996,100 1,045,800 1,080,600 34,800
57160 FROM MAPLE AVE GARAGE FND 36,500 38,300 39,500 1,200
57165 FROM SEWER FUND 476,200 591,200 614,700 23,500
57000 TRNSFR FROM OTHER FUNDS 7,114,040 8,250,500 8,612,200 361,700
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 60,345 60,000 60,000
57510 NON-RESIDENT LIBRARY CARD 3,515 3,000 3,000
57515 LIBRARY MATERIAL REPLACEM 21,530 20,000 21,000 1,000
57520 LIBRARY MATERIAL RESERVES 5,011 4,700 5,000 300
57525 LIBRARY MISC. REVENUES 3,566 4,000 3,500 (500)
57530 LIBRARY RENTAL BOOKS 8,598 9,000 8,600 (400)
57535 LIBRARY COPY MACH. CHG 27,449 24,000 26,000 2,000
57540 LIBRARY MEETING RM RENTAL 8,630 8,500 8,700 200
57545 NORTH BRANCH RENTAL INC 24,600 25,100 26,100 1,000
57550 LIBRARY MULTIMEDIA COLLEC 2,499 2,800 2,000 (800)
57500 LIBRARY-OTHER REVENUE 165,744 161,100 163,900 2,800
50100 OPERATING REVENUES 73,516,599 73,753,800 78,225,000 4,471,200
50000 REVENUES 73,516,599 73,753,800 78,225,000 4,471,200
City of Evanston
City Council
Residents
City Mayor Alderman
1st Ward
Alderman
2nd Ward
Alderman
3rd Ward
Alderman
4th Ward
Alderman
5th Ward
Alderman
6th Ward
Alderman
7th Ward
Alderman
8th Ward
Alderman
9th Ward
Three Year Fiscal History
$267,900
$283,000
$249,023
$230,000
$240,000
$250,000
$260,000
$270,000
$280,000
$290,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.36%
City of Evanston
City Council
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1300 - City Council 249,023 267,900 255,000 283,000
Total Expenditures: $ 249,023 $ 267,900 $ 255,000 $ 283,000
Performance Report on FY 2003-2004 Major Program Objectives
• On March 1, 2003, Seventh Ward Alderman Stephen Engelman resigned. Council unanimously confirmed the
Mayor's appointment of Elizabeth Tisdahl to be his successor.
• The Council conducted a public hearing on the CTA's proposal of six months of experimental restructuring for
Evanston's bus routes.
• Due to the large number of restaurants in downtown Evanston, the frequency of trash pickups was increased.
• To maintain response times, during the construction of Fire Station #3, temporary facilities were leased from
Northwestern University in the parking lot east of Ryan Field for Fire Engine 23.
• Booting of vehicles on private property was extended for another year.
• Discussions continued on a proposal for binding appearance review.
• The Council approved an employer-assisted housing program for City employees.
• False alarm regulations were changed to reduce the number of false alarms.
• Council voted to amend the City's budget policy, capping debt at $85 million rather than $75 million.
• A joint venture between the City and the Skokie Park District resulted in the opening of Pooch Park.
• The Council voted to repeal the USA Patriot Act.
• The Council received an extensive report evaluating needed upgrades to the Robert Crown Center and Ice Rink
Complex.
• A new policy was approved on the use of the lakefront for events.
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 constitutency informed of City issues and activities through ward meetings and public forums;
and responds to citizen requests for services and information.
FY 2004-2005 Objectives
The City Council will continue to utilize its legislative role to achieve the improvement of Evanston’s quality of life,
both for the near term and the long term. Although many new issues will be brought forth during the year for review
and resolution, the City Council will continue to devote time to the following areas of interest:
• Land use and density issues, especially in established neighborhoods
• Determination of direction to remodel, rebuild or replace the Robert Crown Center
• Determination of direction for the remodel, rebuild or replacement of the Civic Center
• Oversight of the implementation phase of the approved city-wide street lighting program
• Continued review of inclusionary and affordable housing issues
• Continuation of the downtown revitalization and redevelopment program
• Review of the results of Phase I of the Marina feasibility study and future direction
• Initiation of redevelopment of Howard Street neighborhood
• Continued support to neighborhood and business revitalization of the west side
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of Ordinances adopted 147 125 125
Number of Resolutions Adopted 96 90 95
Updated Board, Committee, Commission rosters Ongoing Ongoing Ongoing
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CITY COUNCIL
1300
2003 -2004 2004 2005-
Appropriation Approved
1300 CITY COUNCIL
61010 REGULAR PAY 148,800 151,800
61110 OVERTIME PAY 300 300
61510 HEALTH INSURANCE 44,700 56,800
61615 LIFE INSURANCE 100 100
62210 PRINTING 500 17,000
62275 POSTAGE CHARGEBACKS 600 600
62290 TUITION 2,000 2,000
62295 TRAINING & TRAVEL 10,000 10,000
62315 POSTAGE 400 400
62320 TELEPHONE CHARGEBACKS 7,700 7,700
62360 MEMBERSHIP DUES 32,700 32,700
62370 EXPENSE ALLOWANCE 100 100
62380 COPY MACHINE CHARGES 2,000 2,000
62520 OTHER CONTRACTUAL SERVICES 16,500
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 1,200 1,200
68205 CONTINGENCIES 200 200
1300 CITY COUNCIL 267,900 283,000
City of Evanston
City Clerk’s Office
City Clerk
Clerk Typist III
Deputy
City Clerk
Expenditures as a % of 2005 General Fund Budget
0.26%
Three Year Fiscal History
$192,700
$205,400
$178,634
$165,000
$170,000
$175,000
$180,000
$185,000
$190,000
$195,000
$200,000
$205,000
$210,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
City Clerk’s Office
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1400 – City Clerk’s Office 178,634 192,700 174,547 205,400
Total Expenditures: $ 178,634 $ 192,700 $ 174,547 $ 205,400
Revenues:
BOCA Codes 7,194 8,000 8,000 8,000
City Codes/Zoning Codes 1,022 1,700 1,700 1,700
Hunting/Fishing License Fees 1,300 2,000 1,300 1,300
Landlord/Tenant Ordinances 1,772 1,800 1,800 1,800
Maps 401 500 500 500
Minutes Subscriptions 35 240 35 35
Miscellaneous 760 1,300 1,300 1,300
Passport Application 13,894 9,000 17,000 13,000
Photocopying 180 350 350 350
Planning/Preservation Booklets 154 270 200 200
Second Recycling Bins 80 80 80 80
Total Revenues: $ 26,792 $ 25,240 $ 32,265 $ 28,265
Notes for Financial Summary
The City's share of fishing license revenue is very small, because most of this revenue is remitted to the State of Illinois.
Performance Report on FY 2003-2004 Major Program Objectives
• Participated in the April 1, 2003 Consolidated election by being open extra hours on Saturdays for voter registration
and to conduct in-person absentee voting .
• Made an arrangement with an experienced individual on LaSalle Street to collect real estate transfer taxes and issue
exemptions from the tax in Chicago's loop for the convenience of loop attorneys and title companies.
2004-2005 Department Initiatives
1. Start a regular schedule of restoration of old City Council records to preserve them from further decline.
2. Index minutes for ease in determining actions by City Council.
3. This office will participate in two elections during 2004 by working with Cook County Department of Elections on
finding suitable/accessible polling places, and by staffing for Saturday morning hours to perform voter registration and
in-person absentee voting prior to each election. Elections held are the March 16, 2004 Primary Election and the
November 2, 2004 General Election. These elections will result in heavy in-person absentee voting and increased
voter registration activity.
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 minatains a Municipal Library; provides administrative and clerical services associated with
appointed boards, committees and commissions of the City; collects the real estate transfer tax and issues
exemptions from the tax; distributes recycling bins; issues 90-day placards to disabled persons; provides information
services and forwards Freedom of Information requests to departments; prepares and publishes the official municipal
directory and annual calendar of meetings; distributes community information to new residents; 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. Additionally, the City Clerk's office personnel are official passport acceptance agents for the U.S.
Department of State.
FY 2004-2005 Objectives
• Conduct fair and impartial elections for the March 16, 2004 Primary Election and the November 2, 2004 General
Election.
• Institute an ongoing restoration schedule for aging official City documents.
• Initiate an indexing program for official minutes to decrease time spent locating prior actions of Council.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Voters registered 444 600 800
In-person absentee voters 755 500 1,000
Real Estate Transfer Tax Transactions 1,918 2,000 2,000
Exemptions from real estate transfer tax 893 900 900
Replacement Recycling Bins 450 450 450
Disabled Parking Placards 128 130 130
Yearly Calendar of Scheduled Meetings 1 1 1
Passport applications 632 650 650
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CITY CLERK
1400
2003 -2004 2004 2005-
Appropriation Approved
1400 CITY CLERK
61010 REGULAR PAY 125,000 130,700
61055 TEMPORARY EMPLOYEES 5,900
61060 SEASONAL EMPLOYEES 5,900
61110 OVERTIME PAY 700 700
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 200 200
62210 PRINTING 900 900
62235 OFFICE EQUIPMENT MAINT 500 500
62272 OTHER PROFESSIONAL SERVICES 9,000
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 1,500 1,500
62315 POSTAGE 700 700
62320 TELEPHONE CHARGEBACKS 1,600 1,600
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 6,500 6,500
62457 CODIFICATION SERVICES 10,000
62645 MICROFILMING 500
65010 BOOKS, PUBLICATIONS, MAPS 700 700
65080 MERCHANDISE FOR RESALE 10,000 10,000
65095 OFFICE SUPPLIES 1,000 1,000
65175 ELECTION SUPPLIES 100 100
65515 OTHER IMPROVEMENTS 10,000
65620 OFFICE MACH. & EQUIP.9,300
68205 CONTINGENCIES 200 200
1400 CITY CLERK 192,700 205,400
City of Evanston
City Manager’s Office
Three Year Fiscal History
$595,900
$648,500
$669,946
$540,000
$560,000
$580,000
$600,000
$620,000
$640,000
$660,000
$680,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City Manager
Assistant City
Manager
Assistant to the
City Manager, Sr.
Assistant to the
City Manager
Public Information
Officer
Executive
Assistant
Administrative
Secretary
Expenditures as a % of 2005 General Fund Budget
0.83%
City of Evanston
City Manager’s Office
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1505 – City Manger’s Office 568,188 478,500 500,000 522,000
1510 – Public Information 86,679 103,400 100,000 108,900
1515 – Farmer’s Market 15,079 14,000 12,000 17,600
Total Expenditures: $ 669,946 $ 595,900 $ 612,000 $ 648,500
Revenues:
Seasonal Farmer’s Market Licenses 16,500 14,000 26,600 27,700
Total Revenues: $ 16,500 $ 14,000 $ 26,600 $ 27,700
Performance Report on FY 2003-2004 Major Program Objectives
Continued downtown growth & development is a major objective for the office. Staff in the City Manager's Office assisted
other staff, the City Council and the public with the following program objectives, among others. General activties include:
organizing staff managers' meetings; providing public meeting announcements; and creating and implementing a special
events policy. Special projects that involved staff during this fiscal year included: developing a plan for consulting with
negotiators during garbage strike; coordinating efforts to successfully negotiate an AFSCME union organization and
contract; assisting negotiations of all four union contracts; operating Farmer’s Market - the sale of meat was added by
popular demand this year; examining ward demographics and providing redistricting information; working with CTA on
restructuring of bus routes; assisting in negotiations with Northwestern for access to high speed Internet through fiber optic
wiring; researching and selecting a third party administrator to run the City's Risk Management program; working to update
existing Risk Management Policy; creating and utilizing Risk Management – Vehicle Accident Report; assisting Human
Resources with implementing new HR and Financial management software; publicizing Levy Center & Enabling Garden
opening; directing planning and publicity for the Marina project; assisting in Summer Youth Employment Program; planning
marketing partnerships with corporate sponsors of City events and programs; and coordinating Clean Your Files Day, United
Way campaign, and Employee picnic.
The Public Information Office major program objectives include: increasing in-house communications by utilizing City Beat
Newsletter, weekly electronic newsletter, and internal Web page; continuing publication and distribution of Highlights
Newsletter; assisting various departments in producing information flyers for consituents in a more systematic and effective
manner; designing vehicle and business stickers; providing photography for various departments; designing budget cover;
providing the Water Department brochure creation and distribution; and creating advertisement in Chamber Community
Guide.
2004-2005 Department Initiatives
1. Continue to lead Managers' Meetings, providing better overall staff communication and strategic planning.
2. Install new software system to track all Aldermanic Requests, Citizen Inquiries, and Police Service Requests citywide by
December 2005.
3. Continue assisting the Finance and Human Resources Departments with the implementation and continued use of the
new financial and HR management systems software.
4. Begin negotiation of a longer-term contract with ComEd to be completed by February 2005.
5. Finalize structure and planning for City's Risk Management program.
6. Work with the Evanston Chamber of Commerce on a comprehensive relocation package for new members of our
community.
7. Begin research on economic development information for inclusion on web site, possible publications, and video
production.
8. Find a new and permanent location for the Farmers' Market in the downtown area by April 1, 2005.
City of Evanston
City Manager’s Office
1505 – City Manager’s Office
Description of Major Activities
The City Manager and his staff direct the administration and execution of the policies and goals formulated by the
City Council and propose solutions to community problems for Council consideration. These reponsibilities include
advising the Council on present and future financial, personnel, and program needs; implementing immediate and
long-range City priorities; and establishing procedures which will assist the City in serving its citizens. This office also
prepares the annual budget and supervises 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 2004-2005 Objectives
• Install new software system to track all Aldermanic Requests, Citizen Inquiries, and Police Service Requests
citywide by December 2005.
• Work with the Legal Department and City Clerk's Office to recodify the City Code by February 2005. Continue
assisting the Finance and Human Resources Departments with the implementation and continued use of the
new financial and HR management systems software.
• Begin negotiation of a longer-term contract with ComEd to be completed by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of Aldermanic Requests, Polic Service
Requests, & Citizen Requests
1,200 1,150 1,150
Prepare agendas and materials for regular and special
Council and A&PW meetings
49 49 49
Film Permits 55 55 55
Sidewalk Cafes 20 20 20
Raffle Permits 30 30 30
FULL TIME EQUIVALENT POSITIONS 5 5.00 5.55
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CITY MANAGER
1505
2003 -2004 2004 2005-
Appropriation Approved
1505 CITY MANAGER
61010 REGULAR PAY 415,200 444,800
61055 TEMPORARY EMPLOYEES 3,000 3,000
61510 HEALTH INSURANCE 32,800 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 500 500
62320 TELEPHONE CHARGEBACKS 5,100 5,100
62360 MEMBERSHIP DUES 7,000 7,000
62380 COPY MACHINE CHARGES 3,000 3,000
62605 OTHER CHARGES 5,000
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
68205 CONTINGENCIES 500 500
1505 CITY MANAGER 478,500 522,000
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 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 coorperation
with Facilities Management staff.
FY 2004-2005 Objectives
• Work with the Evanston Chamber of Commerce on a comprehensive relocation package for new members of our
community.
• Begin research on economic development information for inclusion on web site, possible publications and video
production.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Highlights Newsletter 4 4 4
CityBeat Newsletter 10 12 12
Electronic Newsletter + updates 30 35 35
Total: 44 51 51
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PUBLIC INFORMATION
1510
2003 -2004 2004 2005-
Appropriation Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 54,900 58,800
61510 HEALTH INSURANCE 5,900 7,500
61615 LIFE INSURANCE 200 200
62210 PRINTING 15,000 15,000
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 103,400 108,900
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. The Market is a very popular event for not only
residents of Evanston, but visitors from all over.
FY 2004-2005 Objectives
• Find a new and permanent location for the Farmers' Market in the downtown area by April 1, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Seasonal stall rentals 32 34 35
Weekly stall rentals 1 1 1
Number of non-profit organizations per week 1 1 1
City department stalls per week 1 1 1
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FARMER'S MARKET
1515
2003 -2004 2004 2005-
Appropriation Approved
1515 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 6,600 10,000
61110 OVERTIME PAY 4,300 4,300
62205 ADVERTISING 400 600
62275 POSTAGE CHARGEBACKS 200 200
62375 RENTALS 1,500 1,500
68205 CONTINGENCIES 1,000 1,000
1515 FARMER'S MARKET 14,000 17,600
City of Evanston
Office of Management & Budget
Three Year Fiscal History
$2,167,400
$2,394,800
$2,012,605
$1,800,000
$1,900,000
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
3.06%
Director
Management & Budget
Management
Analyst
Management
Analyst
Director
Information Systems
Administrative Assistant
GIS Manager Administrative
Adjudication
Manager
GIS Analyst
GIS Analyst
Law
Judges (6)
Administrative
Aide
Administrative
Aide
Network
Administrator (2)
Operations
Coordinator
Telecommunications
Coordinator
Tech. Support (2)
Database
Administrator
Assistant
UNIX
Web Developer
Programmer
Analyst
IS Trainer
City of Evanston
Office of Management and Budget
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1605 – Budget Office 358,358 258,400 270,000 330,000
1610 – Contingency 6,266,864 8,208,400 6,000,000 6,378,300
1615 – Information Systems Mgmt. 1,089,868 1,307,900 1,200,000 1372100
1620 – GIS 178,739 241,600 210,000 282,600
1625 – Administrative Adjudication 385,640 359,500 376,000 410,100
Total Expenditures: $8,279,469 $10,375,800 $8,056,000 $8,773,100
Revenues:
Liquor Sales Tax 1,269,251 1,400,000 1,400,000 1,425,000
Liquor Licensing 261,810 250,000 250,000 275,000
Administrative Adjudication 84,173 130,000 110,000 100,000
Total Revenues: $1,615,234 $1,780,000 $1,760,000 $1,800,000
Notes for Financial Summary
The general contingency funds were added to the Office of Management and Budget element in FY 04/05.
Contingency provides funds for purposes unanticipated at the time of budget adoption, for salary adjustments and
other purposes for which it is necessary to appropriate funds. In addition, overexpenditures or over estimation of
revenues within the General Fund are balanced through the use of funds in this element.
Performance Report on FY 2003-2004 Major Program Objectives
Budget Office: Staff assisted in the implementation of JD Edwards financial software for creation of the 04/05
proposed budget and capital improvement plan; assisted in the planning for a City/Northwestern University joint
fiberoptic network that will increase the capacity of the City's network capabilities; continued to assist local businesses
in understanding liquor laws and maintaining permits; staffed Budget Committee Meetings and Emergency Telephone
Board Meetings; maintained the 03/04 Budget and created the 04/05 proposed 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 and call
accounting systems; continued tracking of cellular and hardline telephone costs; deployed external access to City
email; replaced Personal Computers not meeting minimum performance requirements; continued deployment of
Microsoft Windows and Office XP, and trained users to use these systems; implemented WEB based solutions,
including online billpay; and continued planning for a backup server and network facility.
Geographic Informaion Systems: Staff continued to assist city departments, elected officials, and residents in
obtaining geographic data - including major involvement in the redistricting process; continued investigating a new
cooperative agreement with other area municipalities to obtain new aerial photography of the City; created a series of
maps and web applications to provide ADA accessibility information to City buildings and properties; provided
infrastructure and training, allowing Police personnel to independently create analytical crime maps; added additional
geographic layers to City's GIS.
Administrative Adjudication: This division has been operating for 4 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 fees
and fines associated with those violations. Last year the Northwest Municipal Conference lauded the program for its
creativity and innovation in achieving a high collection rate and maintaining an easy to use paperless on-line appeal
process through the City's website. The division continues to receive overwhelmingly positive user comments that the
process is fair and convenient. Professionalism and efficiency continue to be main objectives of the division.
City of Evanston
Office of Management and Budget
Some of the major program objectives achieved during the past year include: The on-line appeal program, which
allows attachments of e-files to serve as evidence; revised ticket and form formats for departmental use; on-going
training for staff whom issue citations, to ensure fairness and consistency for both the City and respondents; hearing
officers' attendance at administrative law judge training session; and continued development towards adding faulty
vehicle equipment, vehicle impoundment, and overweight vehicles to the issues which can be adjudicated in the
program.
2004-2005 Department Initiatives
• Construction and implementation of the fiberoptic network.
• Finalization of cooperative agreement for aerial photography.
• Continued work to implement various backend systems and additional functionality for J.D. Edwards software.
• Addition of Taxi cab inspections, faulty vehicle equipment, vehicle impoundment, and overweight vehicles to
cases adjudicated by the Administrative Hearings Division.
• Explore the possibility of offering community service in lieu of fines to be assessed by Administrative Hearing
Officers.
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 anlysis 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 2004-2005 Objectives
• Continue to support implementation of the J.D. Edwards system.
• Enhance budget book through efficient documentation procedures.
• Increase grant revenue.
• Improve monthly reporting and expenditure monitoring for the operating and capital budget.
• Continue support for city departments in preparing and maintaining the budget.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Completion of the Proposed Budget December 31, 2001 December 31, 2002 December 31, 2003
Completion of the Approved Budget June 15, 2002 June 15, 2003 June 15, 2004
City Council Budget Memo’s Prepared 39 80 90
FULL TIME EQUIVALENT POSITIONS 4 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BUDGET
1605
2003 -2004 2004 2005-
Appropriation Approved
1605 BUDGET
61010 REGULAR PAY 214,200 277,000
61510 HEALTH INSURANCE 21,000 29,700
61615 LIFE INSURANCE 500 600
61625 AUTO ALLOWANCE 1,700 1,700
62210 PRINTING 10,000 10,000
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 2,200 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 1,000
65555 PERSONAL COMPUTER EQUIPMENT 2,500 2,500
1605 BUDGET 258,400 330,000
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 2004-2005 Budget
CITY OF EVANSTON
GENERAL CONTINGENCY
1610
2003 -2004 2004 2005-
Appropriation Approved
1610 GENERAL CONTINGENCY
61010 REGULAR PAY 1,385,800 100,000
61062 SPECIAL EVENT SALARIES 20,000
61510 HEALTH INSURANCE 561,000
61760 EMPLOYER'S SHARE - FICA 1,750,000 1,758,400
61765 PENSION CONTR-PART-IMRF 1,740,000 1,748,300
61810 NON FICA MEDICARE PAYMNTS 500,000 500,000
62290 TUITION 20,000
62305 RENTAL OF AUTO-FLEET SER 96,600 96,600
62661 FOREIGNFIRE INSURANCETAX BOARD 50,000
62665 CONTRIB TO OTHER AGENCIES 50,000
66020 TRANSFERS TO OTHER FUNDS 1,900,000 1,900,000
66060 KEEP AMERICA BEAUTIFUL 5,000 5,000
68205 CONTINGENCIES 200,000 200,000
1610 GENERAL CONTINGENCY 8,208,400 6,378,300
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 2004-2005 Objectives
• Continue assisting in the deployment of the J. D. Edwards financial system.
• Replace the obsolete telephone, voice mail, and call accounting systems.
• Upgrade the telephone systems to comply with the Illinois E-911 law.
• Replace seventy five personal computers that do not meet minimum performance requirements.
• Continue deploying Microsoft Windows XP and Office XP
• Continue deploying internal and external Internet WEB solutions.
• Deploy the City Fiber network architecture.
• Construct a disaster backup and network facility at the Fleet Service Center and migrate City wide back office
services to that facility.
• Begin the consolidation of Network Servers.
• Provide in-house system development and programming that replaces third party development.
• Purchase and install network management tools to monitor the City network for failures and intrusion.
City of Evanston
Office of Management and Budget
1615 – Information Systems
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of Users with logon privileges 800 848 860
Number of personal computers supported 441 473 480
Number of locations supported 15 15 15
Visits to City WEB site (average per day) 4800 7000 12000
Number of application and network servers supported 24 28 32
Number of Help Desk calls per year 3410 3336 3350
Average time to close a call 2 days 4.5 days 5 days
Percent of Help Desk calls resolved in one day 60% 62.6% 60%
Percent of Help Desk calls resolved in two days 67% 70.% 69%
User Feedback - Problem Solved Satisfactory 97.6% 97.3% 97%
User Feedback - Problem Solved Unsatisfactory 2.4% 2.6% 2.5%
User Feedback - Response time to call - Very Fast 51.6% 64.7% 63%
User Feedback - Response time to call – Fast 20.6% 22.1% 21%
User Feedback - Response time to call – Average 21.2 11.5% 12%
User Feedback - Response time to call – Slow 2.9 1.05% 1.5%
User Feedback - Response time to call - Very Slow 1.2 .53% .55%
Number of users trained in Computer concepts and
Word
40 18 125
Number of users trained in Excel 48 22 100
Number of users trained in other PC productivity tools 125 72 50
Number of users trained in E-mail/Outlook/Internet 125 331 75
FULL TIME EQUIVALENT POSITIONS 10 11 11
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
INFORMATION SYSTEMS MGMT
1615
2003 -2004 2004 2005-
Appropriation Approved
1615 INFORMATION SYSTEMS MGMT
61010 REGULAR PAY 691,100 740,300
61055 TEMPORARY EMPLOYEES 2,600 2,600
61510 HEALTH INSURANCE 65,000 82,600
61615 LIFE INSURANCE 1,400 1,400
62175 IS SERVICES 75,000
62250 COMPUTER EQUIPMENT MAINT 70,000 85,300
62272 OTHER PROFESSIONAL SERVICES 25,000
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 6,000 6,000
62320 TELEPHONE CHARGEBACKS 211,500 211,500
62340 COMPTER LICENSE & SUPP 119,600 121,700
62360 MEMBERSHIP DUES 3,900 2,900
62380 COPY MACHINE CHARGES 300 300
62520 OTHER CONTRACTUAL SERVICES 87,200
64540 TELECOMMUNICATIONS - WIRELESS 10,000
64545 PERSONAL COMPUTER SOFTWARE 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 26,700 34,900
66020 TRANSFERS TO OTHER FUNDS 200,000 200,000
66125 SERVICES BILLED OUT 207,400-207,400-
68205 CONTINGENCIES 1,000 1,000
1615 INFORMATION SYSTEMS MGMT 1,307,900 1,372,100
City of Evanston
Office of Management and Budget
1620 – GIS Division
Description of Major Activities
Evanston’s Geographical Information System (GIS) offers the City the opportunity to visualize, analyze, and maintain
geographically related data in a more enhanced and efficient manner. Data related to addresses, parcels, buildings,
streets, utilities, political boundaries, etc, can be incorporated into Evanston's GIS. Once incorporated, it can be
maintained, studied, and reviewed in a visual context. Evanston's GIS is responsible for creating and maintaining
more than 100 layers of information.
Some examples:
• 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.
It is the goal of Evanston's geographic information system to enable informed decisions and encourage efficient
government by providing GIS tools, services and maps to Evanston employees and residents.
FY 2004-2005 Objectives
• Prepare Emergency Operations Center with proper GIS data, software and maps
• Integrate 911 dispatch system with cellular call mapping system
• Integrate GIS with a web based customer service request system
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Map Requests 134 134 135
Permanent geographic layers created n/a 12 10
External GIS web site interactions per week 2200 3800 3500
Geographic layers maintained 110 130 140
Total: 2444 4076 3876
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYSTEMS
1620
2003 -2004 2004 2005-
Appropriation Approved
1620 GEOGRAPHIC INFORMATION SYSTEMS
61010 REGULAR PAY 174,300 186,700
61060 SEASONAL EMPLOYEES 10,600 10,600
61510 HEALTH INSURANCE 17,600 22,400
61615 LIFE INSURANCE 200 200
62175 IS SERVICES 10,000
62215 PHOTOGRAPHERS/BLUEPRINTS 200 200
62235 OFFICE EQUIPMENT MAINT 300 300
62250 COMPUTER EQUIPMENT MAINT 4,500
62272 OTHER PROFESSIONAL SERVICES 10,000
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 900 900
62340 COMPTER LICENSE & SUPP 18,200 22,500
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 1,100 1,100
62500 TECHNICAL INFORMATION SERVICES 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 100 100
65095 OFFICE SUPPLIES 1,000 1,000
65105 PHOTO/DRAFTING SUPPLIE 500 500
1620 GEOGRAPHIC INFORMATION SYSTEMS 241,600 282,600
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 2004-2005 Objectives
1. Addition of Taxi cab inspections, faulty vehicle equipment, vehicle impoundment, and overweight vehicles to cases
adjudicated by the Administrative Hearings Division.
2. Continue to identify and resolve any citizen complaints regarding the process of Administrative Adjudication.
Determine procedural changes which can be made to improve the process.
3. Explore offering community service, in lieu of fines, to be assessed by Administrative Hearing Officers.
4. Establish capability of on-line payments for all fines.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of parking summons issued 40,000 42,967 44,000
Number of parking tickets adjudicated n/a 35,140 36,000
Percentage paid prior to hearing (parking) n/a 22% 25%
Percentage paid after hearing (parking) n/a 44% 45%
Number of property citations adjudicated 36 40 40
Number of police cases adjudicated n/a 215 215
Other cases adjudicated (fire, health, parks) n/a 41 50
Percentage of code cases paid n/a 48% 50%
FULL TIME EQUIVALENT POSITIONS 4 3.50 3.50
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1625
2003 -2004 2004 2005-
Appropriation Approved
1625 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 144,200 154,500
61050 PERMANENT PART-TIME 116,400 118,400
61055 TEMPORARY EMPLOYEES 4,200 4,200
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 17,300 22,000
61615 LIFE INSURANCE 300 300
62130 LEGAL SERVICES - GENERAL 1,500 1,500
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 500 500
62272 OTHER PROFESSIONAL SERVICES 30,000
62275 POSTAGE CHARGEBACKS 30,000
62295 TRAINING & TRAVEL 400 400
62315 POSTAGE 15,000 25,000
62320 TELEPHONE CHARGEBACKS 2,700 2,700
62345 COURT COST/LITIGATION 2,500 2,500
62380 COPY MACHINE CHARGES 500 500
62456 OUTSIDE MAIL SERVICES 3,000
62500 TECHNICAL INFORMATION SERVICES 20,000
64540 TELECOMMUNICATIONS - WIRELESS 600
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65045 LICENSING/REGULATORY SUPP 15,000 15,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65095 OFFICE SUPPLIES 4,000 4,000
68205 CONTINGENCIES 500 500
1625 ADMINISTRATIVE ADJUDICATION 359,500 410,100
City of Evanston
Legal
First Assistant
Corporate Counsel
Staff Attorney (2) Executive Secretary Executive Secretary
Assistant
Corporate Counsel
Assistant
Corporate Counsel
Three Year Fiscal History
$559,000
$662,800
$678,993
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.85%
City of Evanston
Legal Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1705 – Legal Administration 678,993 559,000 550,000 662,800
Total Expenditures: $ 678,993 $ 559,000 $ 550,000 $ 662,800
Revenues:
Damages – General Fund 34,359 25,000 32,157 40,000
Damages – Fleet Services Fund 15,000 15,000 15,700 15,700
Total Revenues: $ 49,359 $ 40,000 $ 47,857 $ 55,700
Notes for Financial Summary
The 2004-2005 Legal Department Budget includes funds for an attorney specializing in land use. This position was
added during budget deliberations.
Performance Report on FY 2003-2004 Major Program Objectives
FY 03-04 has been a year affected by major litigation. Major decisions either completely resolving or limiting the
extent of litigation have been entered in the following matters: Palmer, Paul, Prado-Devaul, Simmons, Upton, and
Vineyard. The Law Department attorneys have been increasingly involved in administrative adjudication and
defending appeals in administrative review.
2004-2005 Department Initiatives
The most significant and important project in the Law Department is the appeal of the Prado-Devaul matter.
Additional significant litigation that will occur in 2004-2005 includes: Bledsoe, Hicks, Keefe Shea, Khan, Klujewski,
Northwestern University, and Shah.
The Legal Department will work with the Finance Department in order to formulate funding strategies for all
outstanding and projected litigation.
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 liabilty, 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 2004-2005 Objectives
• To implement the exclusive prosecution of overweight truck and truck related safety issues through the adoption
of new ordinances and the prosecution of violations through administrative adjudication, as well as the courts of
the Second Municipal District, thereby insuring the safety of City of Evanston truck routes, the maintenance of
the surface and sub-surface of truck route streets, and the safety of the residents and visitors to Evanston.
• To satisfactorily resolve major litigation (value in excess of $300,000.00) thereby reducing legal expenses for
ensuing fiscal years.
• To respond to departmental requests for legal action in a prompt and timely fashion (contact will be made with
the requesting department within one business day of request).
• To develop operating efficiencies between the Legal Department and other operating Departments to ensure that
all Council Agenda items are available in a timely manner (no later than 2 p.m. Wednesday of a packet week).
• To implement the Third Party Administration of general liability matters and coordinate that administration with
Worker's Compensation administration.
• To resolve outstanding property tax issues by filing exemptions, certificates of error and initiating legal actions as
necessary.
• To enhance the Risk Transfer and Subrogation programs by better coordination and reporting of claims and
costs.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
1,000 500 500
2. Traffic prosecution cases 7,500 7,500 7,500
3. Ordinances written and/or reviewed 125 162 162
4. Resolutions written and/or reviewed 98 118 118
5. Opinions written 50 50 85
6. Administrative adjudication (including appeals) 175 250 250
7. Truck Safety Prosecutions (including overweight) 15
Total: 8,948 8,580 8,630
FULL TIME EQUIVALENT POSITIONS 6 6 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2003 -2004 2004 2005-
Appropriation Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 409,500 494,100
61510 HEALTH INSURANCE 35,500 54,600
61615 LIFE INSURANCE 1,200 1,300
61625 AUTO ALLOWANCE 1,700 1,700
62130 LEGAL SERVICES - GENERAL 75,000 75,000
62275 POSTAGE CHARGEBACKS 600 600
62295 TRAINING & TRAVEL 600 600
62320 TELEPHONE CHARGEBACKS 5,800 5,800
62345 COURT COST/LITIGATION 15,000 15,000
62360 MEMBERSHIP DUES 1,400 1,400
62380 COPY MACHINE CHARGES 1,800 1,800
65010 BOOKS, PUBLICATIONS, MAPS 10,000 10,000
65095 OFFICE SUPPLIES 900 900
1705 LEGAL ADMINISTRATION 559,000 662,800
City of Evanston
Human Resources
Director, Human
Resources
Human Resources
Assistant
Human Resources
Assistant
Assistant Director
Human Resources
Human Resources
Specialist
Human Resources
Specialist
Human Resources
Specialist
Three Year Fiscal History
$1,083,500
$1,170,900
$1,215,631
$1,000,000
$1,050,000
$1,100,000
$1,150,000
$1,200,000
$1,250,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
1.50%
City of Evanston
Human Resources Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1905 –HR General Support 1,215,631 1,083,500 1,040,500 1,170,900
Total Expenditures: $ 1,215,631 $ 1,083,500 $ 1,040,500 $ 1,170,900
Notes for Financial Summary
$60,000 of the increase in HR is related to Police/Fire testing and increased Unemployment Compensation coverage.
Performance Report on FY 2003-2004 Major Program Objectives
Turnover continues at a high level in the organization, continuing last year's trends. Sixty-one positions were filled
during the first half of FY03-04, and 107 positions were filled during all of FY02-03. For the current fiscal year,
vacancies were caused by resignation (47%), promotion (19%), retirement (23%) and discharge (11%). Retirements
will continue to increase in the next several years as nearly 15% of the organization reaches retirement age. General
labor market trends of employees moving from job to job are reflected in our organization as well, with nearly half of
all vacancies caused by resignations.
Human Resources and the operating departments continue to refine and improve selection and performance
evaluation processes so that we hire and retain highly qualified employees. New JD Edwards HR software relating to
recruitment and applicant management was implemented October 1, 2003, and has added efficiency to the HR
process. Future software applications include electronic resume review, correspondence generation and distribution,
and data analysis.
The major activity of this fiscal year has been the addition of approximately 275 positions to the AFSCME bargaining
unit. The negotiations for a new contract began in March 2003 with the certification of the new bargaining unit. Union
ratification and City Council approval occurred in September. HR is providing significant on-going training for
supervisors and managers to ensure maximum consistency with operational needs of the various work sites.
Conversion of information and preparation for implementation of the new HR software system has been another
major focus of this fiscal year with the goal being increased ability for data analysis and efficiency in human resources
management.
2004-2005 Department Initiatives
For FY 04/05, the Human Resources Department will concentrate its efforts on filling vacant positions expeditiously,
attracting and retaining excellent candidates and employees, and maintaining and improving the City’s organizational
diversity. We will complete implementation of the HR software system modules, and maintain data and records with
the system, streamlining areas of workload while allowing more time to devote to overall management of the human
resources function of the City. Training of supervisors and managers will continue to be a major focus, along with
further software improvements to aid in performance evaluation and related areas. Labor-management relationships
will continue to be a major component of our work. Implementation of the third-party administrator for worker’s
compensation will reduce paperwork and time spent on purely administrative functions and increase attention and
focus on major cases where significant attention is warranted. Examination of wage and benefit packages for non-
represented employees will also be undertaken so that we can attract and retain highly qualified employees.
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 2004-2005 Objectives
• Complete implementation of third-party administrator and related safety and risk management program activities
by February 28, 2005.
• Complete implementation of new AFSCME contract with on-going management and supervisory training,
consultation and evaluation.
• Prepare for and implement the Performance Management module in the JD Edwards system by updating job
descriptions and performance evaluation standards, and providing training and consultation to the managers and
supervisors.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Civil Service Commission meetings 12 18 12
Labor contract negotiated 2 4 2
Supervisory/management training programs 12 30 24
FULL TIME EQUIVALENT POSITIONS 3 7 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2003 -2004 2004 2005-
Appropriation Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 464,100 497,200
61510 HEALTH INSURANCE 41,300 52,500
61615 LIFE INSURANCE 800 800
61625 AUTO ALLOWANCE 3,200 3,200
62130 LEGAL SERVICES - GENERAL 500 500
62160 EMPLOYMENT TESTING SERVICES 90,000
62205 ADVERTISING 80,000 80,000
62235 OFFICE EQUIPMENT MAINT 100 100
62270 MEDICAL/HOSPITAL SERVICES 32,000 45,000
62272 OTHER PROFESSIONAL SERVICES 90,000
62274 TEST ADMINISTRATION 40,000 60,000
62275 POSTAGE CHARGEBACKS 2,700 2,700
62290 TUITION 65,000 65,000
62295 TRAINING & TRAVEL 700 800
62310 CITY WIDE TRAINING 150,000 150,000
62320 TELEPHONE CHARGEBACKS 2,400 2,400
62345 COURT COST/LITIGATION 500 500
62360 MEMBERSHIP DUES 1,800 1,800
62380 COPY MACHINE CHARGES 5,800 5,800
62630 UNEMP. COMP. & ADMIN. FEE 80,000 90,000
65010 BOOKS, PUBLICATIONS, MAPS 1,600 1,600
65095 OFFICE SUPPLIES 3,500 3,500
65125 OTHER COMMODITIES 17,500 17,500
1805 HUMAN RESOURCES GEN SUPPORT 1,083,500 1,170,900
City of Evanston
Finance
Finance Director
Revenue Manager
Payroll Manager
Accounting Manager
Assistant Finance
Director
Administrative
Assistant
Purchasing/Accounts
Payable Manager
Payroll Coordinator
Clerk III
Clerk II (4) Clerk III
License & Measure
Inspector
Finance Operations
Coordinator
Investment
Analyst
TIF Accounting
Analyst
Senior
Accountant (2)
Bookkeeper
Finance
Admin. Asst.
AP Coordinator AP Clerk M/W/EBE Program
Coordinator
Expenditures as a % of 2005 General Fund Budget
2.41%
Three Year Fiscal History
$1,617,700
$1,889,000
$1,684,080
$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
2002/03 2003/04 2004/05
City of Evanston
Finance Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
1905 – Finance General Support 255,148 266,000 266,000 436,900
1910 – Revenue Division 488,054 492,200 500,000 522,900
1915 – Payroll 176,296 195,300 197,000 212,300
1920 – Accounting 461,682 402,900 415,000 431,800
1925 – Purchasing/AP/MWEBE 302,900 261,300 280,000 285,100
Total Expenditures: $ 1,684,080 $ 1,617,700 $ 1,658,000 $ 1,889,000
Notes for Financial Summary
The Finance General Support expenditures reflect an increase of $150,000 for the maintenance expenditures related
to the JD Edwards financial software system.
Performance Report on FY 2003-2004 Major Program Objectives
The department:
• Implemented and monitored the FY 2004 budget
• Prepared and issued the FY 2003 Comprehensive Annual Financial Report
• Was awarded the Certificate of Achievement for Financial Reporting from the GFOA
• Successfully refinanced two debt issues
• Successfully issued $12 million in capital bonds
• Successfully implemented general ledger, purchasing, accounts payable and revenue entry on the new JD
Edwards financial system
2004-2005 Department Initiatives
For FY 2005 the major department initiatives will be:
• Implementation of the HR/Payroll portions of the JD Edwards financial system
• Implementation of the capital improvements portion of the JD Edwards financial system
• Completion of the annual comprehensive annual financial report
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 tehcnical
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 Minotiry/Women/Evanston Business Enterprise
program.
FY 2004-2005 Objectives
• Complete implementation of the new JD Edwards financial system including Human Resources/Payroll, grants,
project management and possibly Accounts Receivable.
• Implement new banking relations.
• Implement improved investment program.
• Complete annual CAFR and GASB 34 regulations by September 1, 2004.
• Issue 2004 Bonds.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Percent of available cash invested 99 99 99
Bond Issuances 1 3 1
Monthly financial management reports 12 12 12
Implement final phases of financial software (percent) 1
FULL TIME EQUIVALENT POSITIONS 3 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2003 -2004 2004 2005-
Appropriation Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 225,000 241,000
61060 SEASONAL EMPLOYEES 7,000 7,000
61510 HEALTH INSURANCE 18,100 23,000
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,700 1,700
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 4,700 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 400 400
1905 FINANCE GENERAL SUPPORT 266,000 436,900
City of Evanston
Finance Department
1910 – Revenue Division
Description of Major Activities
The City Collector's Office is the regulatory revenue enforcemnt agency of the City of Evanston. It is the cashiering hub for
the City, centralizing the many cashiering satellite stations set up 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 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 2004-2005 Objectives
• Initiate parking ticket and Wheel Tax/Vehicle Sticker payments via the City website.
• Finalize implementation of water bill payments via City Web site.
• Begin process for demonstration, trial and implementation for a comprehensive Accounts Receivable (AR) software
system in order to boost revenue collection and tracking via a centralized system.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Water Bills Processed Total 85,500 85,500 85,500
Avg # of Delinquent Accts/shut off cycle 450 375 350
Actual # of Accts Sched./shut off cycle 60 60 60
Amount outstanding past due for shut off 80,000 75,000 75,000
Number of Vehicle Stickers Issued 32,500 34,500 35,000
Number of Business Licenses Processed 2,500 2,500 2,500
Number of Animal Licenses Issued 2,600 2,550 2,750
Number of Citation Payments Processed 104,000 111,000 113,000
A/R Invoices Processed Manually 5,000 6,000 7,500
# Inv/Checks sent to Collection Agency 1,000 1,000 1,000
Cigarette Stamps Issued 2.0 Million 2.0 Million 2.0 Million
Daily Deposits Prepared 260 260 260
Subsidized Taxi Coupons Sold 46,000 46,000 46,000
Taxicab Medallion Business Licenses Issued 140 140 140
Taxicab Inspections 560 560 560
Taximeter Inspections 560 560 560
Gasoline Pumps Inspected 200 190 190
Scales Inspected 150 160 160
UPC Optical Scanners Inspected 40 40 50
FULL TIME EQUIVALENT POSITIONS 7.5 8 8
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
REVENUE DIVISION
1910
2003 -2004 2004 2005-
Appropriation Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 277,000 330,200
61050 PERMANENT PART-TIME 33,500
61110 OVERTIME PAY 7,700 7,700
61510 HEALTH INSURANCE 40,900 51,900
61615 LIFE INSURANCE 500 500
62205 ADVERTISING 200 200
62235 OFFICE EQUIPMENT MAINT 300 300
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 5,200
62360 MEMBERSHIP DUES 800 800
62380 COPY MACHINE CHARGES 1,200 1,200
62455 WTR/SWR BILL PRINT AND MAIL CO 12,000
62520 OTHER CONTRACTUAL SERVICES 12,000
64545 PERSONAL COMPUTER SOFTWARE 6,000 6,000
65045 LICENSING/REGULATORY SUPP 50,000 50,000
65095 OFFICE SUPPLIES 5,000 5,000
1910 REVENUE DIVISION 492,200 522,900
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 400 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 and accurate payroll run that is in compliance with the 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 the 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 2004-2005 Objectives
• Continue staff education in the legal and payroll aspects of garnishments.
• Implement the new financial JD Edwards Payroll software by February 2004.
• Continue to provide good customer service to internal as well as external customers.
• Work with Information System in developing a disaster plan.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Regular checks issued 32,500 32,700 33,000
2. Manual checks issued 150 150 150
Total: 32650 32850 33,150
FULL TIME EQUIVALENT POSITIONS 3.50 3.50 3.50
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PAYROLL
1915
2003 -2004 2004 2005-
Appropriation Approved
1915 PAYROLL
61010 REGULAR PAY 170,600 182,800
61110 OVERTIME PAY 1,300 1,300
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 2,500 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 195,300 212,300
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 Forefighter's Pension Fund's Annual
Statements to be filed with the Illinois Department of Insurance.
FY 2004-2005 Objectives
• Build a library of reports for new financial system.
• Educate all accounting staff on the requirements of new financial statements under GASB 34.
• Examine existing investment software and evaluate alternatives by October 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Preparation of final fund trial balance for
annual independent audit 7/30/02 7/30/03 7/30/04
Preparation of Schedule of Federal Financial
Assistance for the Single Audit Act of 1984 9/15/02 9/15/03 9/15/04
FULL TIME EQUIVALENT POSITIONS 6 6 6
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ACCOUNTING
1920
2003 -2004 2004 2005-
Appropriation Approved
1920 ACCOUNTING
61010 REGULAR PAY 293,700 314,600
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 600 600
62110 AUDITING 62,000 62,000
62185 OTHER CONSULTING SERVICES 800
62205 ADVERTISING 2,300 2,300
62235 OFFICE EQUIPMENT MAINT 100 100
62272 OTHER PROFESSIONAL SERVICES 800
62275 POSTAGE CHARGEBACKS 600 600
62295 TRAINING & TRAVEL 700 700
62320 TELEPHONE CHARGEBACKS 4,500 4,500
62340 COMPTER LICENSE & SUPP 600 600
62360 MEMBERSHIP DUES 1,600 1,600
62380 COPY MACHINE CHARGES 600 600
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 2,800 2,800
1920 ACCOUNTING 402,900 431,800
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 participaants about the bidding process,
and monitoring the utilization of progress prarticipants 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 2004-2005 Objectives
• Staff training on the new purchasing/accounts payable procedures manual, in conjunction with training on the
new financial software implementation by June 2004.
• Implement new standardized contracts for all bids and proposals by March 2004.
• Increase monitoring of contract compliance through increased reporting and site visits.
• Hold two project specific opportunity fairs for interested M/W/EBE firms to learn about subcontracting
opportunities.
• Require all new contracts be in electronic format and entered into new financial software along with purchase
order.
• Work with M/W/EBE Committee on potential employment strategies for Evanston residents.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Purchase orders issued 1,000 1,000 1,575
Bid items purchased 175 175 250
Term agreements issued 20 20 35
Vouchers/invoices processed 10,000 10,000 17,000
M/W/BE solicited 800 800 1,200
Advisory Committee meetings 10 10 10
Project site visits 20 20 28
Pre-bid meetings 20 20 28
FULL TIME EQUIVALENT POSITIONS 4 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PURCHASING & ACCOUNTS PAYABLE
1925
2003 -2004 2004 2005-
Appropriation Approved
1925 PURCHASING & ACCOUNTS PAYABLE
61010 REGULAR PAY 231,300 247,800
61055 TEMPORARY EMPLOYEES 1,800 1,800
61510 HEALTH INSURANCE 27,100 34,400
61615 LIFE INSURANCE 600 600
62185 OTHER CONSULTING SERVICES 2,500
62205 ADVERTISING 500 500
62210 PRINTING 1,300 1,300
62235 OFFICE EQUIPMENT MAINT 26,600 26,600
62272 OTHER PROFESSIONAL SERVICES 2,500
62275 POSTAGE CHARGEBACKS 6,400 6,400
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 7,700 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 3,000
68305 DEBT SERVICE 25,200 25,200
1925 PURCHASING & ACCOUNTS PAYABLE 261,300 285,100
City of Evanston
Facilities Management
Director,
Facilities Mgmt.
Construction
Manager
Switchboard
Operator (2)
Facilities
Custodian
Supervisors. (2)
Assistant Director
Facilities Mgmt.
Executive
Secretary
ADA/CIP
Project Manager
Facilities Mgmt.
Supervisor
Facilities Worker
III (11)
Facilities Worker
II (2)
Three Year Fiscal History
$2,115,800
$2,273,300
$2,131,251
$2,000,000
$2,050,000
$2,100,000
$2,150,000
$2,200,000
$2,250,000
$2,300,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
2.91%
City of Evanston
Facilities Management Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2005 – FM General Support 228,068 214,700 220,000 231,600
2010 – Construction and Repair 1,159,074 1,150,400 153,000 1,236,000
2015 – Mail & Information Service 45,796 106,100 94,000 146,900
2020 – Custodial Maintenance 278,543 261,600 268,000 270,700
2025 – Emergency Management 60,235 65,900 49,805 71,000
2030 – Cable Communications 359,535 317,100 291,604 317,100
Total Expenditures: $ 2,131,251 $ 2,115,800 $ 1,076,409 $ 2,273,300
Revenues:
FEMA 31,639 0 7,189 20,000
Central St. Metra Rent 5,232 5,500 5,500 6,000
Cable Franchise Fee 587,945 475,000 600,000 525,000
Total Revenues: $ 624,816 $ 480,500 $ 612,689 $ 551,000
Performance Report on FY 2003-2004 Major Program Objectives
EMA: Four “Statement of Work” and four “Emergency Management Assistance” funding requests were submitted to
the Illinois Emergency Services Agency. Evanston received revenue for four fiscal quarters based on these
submissions. Our program paper for fiscal year 2002 was accepted by the State. Staff participated in the Fourth of
July activities. The Emergency Operations Plan (EOP) has been updated and approved by the State, and
departmental tabletop trainings are still underway. Emergency broadcast radio equipment has been purchased and
antenna work has been started for winter readiness.
Facilities Management: The new Civic Center fire alarm system has been completed. A long range plan for the Civic
Center has been completed but all work at the Civic Center is on hold until further direction from the Civic Center
committee. Completed projects include: Fire Station #3, Fire/Police Headquarters renovation and Ecology Center
renovation. The new UPS parcel system has been installed and is in operation. A survey has been sent and received
regarding Civic Center cleanliness and the contractor has been apprised of the results. Worn and unsafe carpeting
(108 sq. yards) was replaced in the Civic Center.
New equipment has been installed in the cable control room at the Civic Center and staff is working to implement a
cable user’s Bill of Rights. City staff sits on the ECMC Board of Directors, attend committee meetings and Chair one
of the Committees. Staff attended the NATOA National Conference in an effort to stay current with the City’s cable
franchise. The franchise was transferred to Comcast by purchase of the AT&T system. An audit of the revenue of
the franchise has identified a shortfall and staff is pursuing an accounting adjustment.
2004-2005 Department Initiatives
In the area of Emergency Management, we will continue to focus on Homeland Security issues and programs. The
City has received a grant from FEMA for the development of a Community Emergency Response Team (CERT), with
training to begin in January, 04. This will be the basis for a trained volunteer program that provides support to the
City in time of crisis. Continued review and development of the Emergency Operation Plan, as well as Interaction with
surrounding agencies, public and private, will continue.
In an effort to improve ongoing maintenance, a comprehensive preventive maintenance program is in place and is
updated as new equipment is installed. The Civic Center, Fire Station #5, Sherman Plaza Parking Garage and Crown
Center are buildings that are on the horizon as major projects. An improved work request system that feeds directly
into the CMMS system is being reviewed. Long range planning of all facilities is being performed for the coming CIP.
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 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 2004-2005 Objectives
• IIdentify potential cost savings by implementing tracking of City Buildings energy consumption, by August, 2004.
• Insure that the work performed in the new parking garage is in conformance with the project contract documents,
by providing oversight to the construction of the Sherman Plaza Parking Garage project through the entire year.
• Provide better facilities to the fire department by beginning programming of Fire Station 5 by September 2004.
• Determine a long range plan for the Civic Center and provide staff support to the Civic Center Committee
through the entire year.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Civic Center room reservations 1,700 1,800 1,800
2. Average number of occassional sick days used per
employee
7 7 7
3. Total workdays lost due to work related to injury 2 2 1
FULL TIME EQUIVALENT POSITIONS 2.34 2.34 2.34
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FACILITIES MANAGEMENT GEN SUPT
2005
2003 -2004 2004 2005-
Appropriation Approved
2005 FACILITIES MANAGEMENT GEN SUPT
61010 REGULAR PAY 183,300 196,400
61055 TEMPORARY EMPLOYEES 4,000 4,000
61510 HEALTH INSURANCE 13,900 17,700
61615 LIFE INSURANCE 400 400
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 8,400 8,400
62360 MEMBERSHIP DUES 500 500
62380 COPY MACHINE CHARGES 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 2,000 2,000
68205 CONTINGENCIES 100 100
2005 FACILITIES MANAGEMENT GEN SUPT 214,700 231,600
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, 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 1,200,000 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 2004-2005 Objectives
• To facilitate the implementation of the Fiber optic network, FM will provide interior raceway for fiber optic cabling
city wide, completing a total of thirteen buildings by April 2004.
• To insure that the city's data and electrical needs are addressed, FM will observe engineering and construction
of Service Center data center including space build-out, HVAC, and electrical; including UPS, surge suppression
grounding and Gen-set by December 2004.
• To insure that the Fire Department's needs are addressed, FM will oversee Fire Station #5 building evaluation
and coordinate construction drawings by February 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Manhours related to work orders 16,000 16,000 16,000
2 Work orders completed 2,600 2,600 2,800
3. Total Construction Budget Oversight $24,000,000 $8,500,000 $35,000,000
4. Safety/Training Meetings 14 14 26
FULL TIME EQUIVALENT POSITIONS 16 16 16
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CONSTRUCTION AND REPAIR
2010
2003 -2004 2004 2005-
Appropriation Approved
2010 CONSTRUCTION AND REPAIR
61010 REGULAR PAY 838,700 898,400
61062 SPECIAL EVENT SALARIES 15,000 15,000
61110 OVERTIME PAY 15,000 15,000
61510 HEALTH INSURANCE 96,000 121,900
61615 LIFE INSURANCE 1,300 1,300
62135 ARCHITECTURAL SERVICES 1,000 1,000
62225 BLDG MAINTENANCE SERVICES 23,000 23,000
62245 OTHER EQMT MAINTENANCE 6,000 6,000
62295 TRAINING & TRAVEL 1,600 1,600
62305 RENTAL OF AUTO-FLEET SER 80,900 80,900
62355 LAUNDRY/OTHER CLEANING 500 500
62360 MEMBERSHIP DUES 1,000 1,000
62375 RENTALS 400 400
65015 CHEMICALS 3,000 3,000
65020 CLOTHING 400 400
65050 BLDG MAINTENANCE MATERIAL 35,600 35,600
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 12,000
2010 CONSTRUCTION AND REPAIR 1,150,400 1,236,000
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, 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 2004-2005 Objectives
• To stay current with United States Post Office requirements, identify, and purchase a new mail machine capable
of data interface with the enterprise accounting software package by August, 2004.
• To provide hands on control, train switchboard staff in surveillance camera operations by June, 2004.
• To provide quick emergency response, train receptionists in proper use of the Emergency Alert board at the Civic
Center by August, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Avg number of daily incoming calls through the telephone
switch
6,000 6,000 4,747
Avg number of pieces of outgoing mail processed monthly 28,000 28,000 23,485
Average number of daily calls to switchboard 270 290 290
Average number of daily customers at front desk 117 120 135
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
MAIL AND INFORMATION SERVICES
2015
2003 -2004 2004 2005-
Appropriation Approved
2015 MAIL AND INFORMATION SERVICES
61010 REGULAR PAY 67,500 72,300
61055 TEMPORARY EMPLOYEES 3,500 3,500
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 100 100
62245 OTHER EQMT MAINTENANCE 2,500 2,500
62295 TRAINING & TRAVEL 200 200
62315 POSTAGE 140,000 140,000
62320 TELEPHONE CHARGEBACKS 16,000 16,000
62375 RENTALS 2,500 5,300
65095 OFFICE SUPPLIES 2,000 2,000
65620 OFFICE MACH. & EQUIP.30,000
66125 SERVICES BILLED OUT 140,000-140,000-
2015 MAIL AND INFORMATION SERVICES 106,100 146,900
City of Evanston
Facilities Management Department
2020 – Custodial Maintenance
Description of Major Activities
This element receives and distributes equipment, supplies and other items delivered to the Civic Center. Staff
responds to Civic Center requests for repairs, maintenance and 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 recyclable office paper and delivers mail to and from the U.S. Post Office on an as needed basis.
FY 2004-2005 Objectives
• To determine the perceived quality of customer service, send out a survey by June, 2004.
• To move forward in the repair/relocation process of the Civic Center, obtain a recommendation report from the
Civic Center consultant by June 2004.
• To remove potential trip and fall hazards, replace 2,000 square feet of sheet linoleum flooring by November,
2004.
• To insure that the City is obtaining quality cleaning services for an appropriate price, solicit bids for the cleaning
contract of the Civic Center by April 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Cooling System preparation May 30, 2002 May 15, 2003 May 15, 2004
Heating System preparation Sept 30, 2002 Sept 20, 2003 Sept 1, 2004
Deliveries received 1,300 1,350 1,600
Work requests 600 1,164 1,600
Pounds of office paper recycled 70,000 70,000 60,000
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CUSTODIAL MAINTENANCE
2020
2003 -2004 2004 2005-
Appropriation Approved
2020 CUSTODIAL MAINTENANCE
61010 REGULAR PAY 83,400 89,300
61055 TEMPORARY EMPLOYEES 5,000 5,000
61110 OVERTIME PAY 5,000 5,000
61510 HEALTH INSURANCE 12,000 15,200
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 61,400 61,400
62245 OTHER EQMT MAINTENANCE 20,000 20,000
62295 TRAINING & TRAVEL 200 200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
64005 ELECTRICITY 13,000 13,000
64015 NATURAL GAS 16,500 16,500
65015 CHEMICALS 6,000 6,000
65040 JANITORIAL SUPPLIES 10,000 10,000
65050 BLDG MAINTENANCE MATERIAL 15,000 15,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 1,000 1,000
68205 CONTINGENCIES 10,000 10,000
2020 CUSTODIAL MAINTENANCE 261,600 270,700
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 in time of need due to 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. An Evanston firefighter
acts as a part-time assistant to the coordinator.
FY 2004-2005 Objectives
• To provide better community emergency information, put the emergency information radio system into full
operation by March, 2004
• To maintain coordinated response efforts, review deparmental tabletop exercise and modify the EOP as needed
by August, 2004.
• To assist the High School in emergency plannning preparedness and implementation, participate in their April,
2004 disaster exercise.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Planning Sessions 8 6 8
2. Submit objectives statement to State 4 4 4
3. Disaster exercises/incident responses 4 5 4
4. Federal funding submission Sept 2002 Sept 2003 Sept 2004
5. Quarterly reports to the State 4 4 4
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
EMERG. SER., & DISASTER AGENCY
2025
2003 -2004 2004 2005-
Appropriation Approved
2025 EMERG. SER., & DISASTER AGENCY
61010 REGULAR PAY 56,800 60,800
61510 HEALTH INSURANCE 3,900 5,000
61615 LIFE INSURANCE 100 100
62245 OTHER EQMT MAINTENANCE 500 500
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 1,200 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 200 200
2025 EMERG. SER., & DISASTER AGENCY 65,900 71,000
City of Evanston
Facilities Management Department
2030 – Cable Communications
Description of Major Activities
Staff serves as liaison between the City and the cable operator, 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 provided to various departments engaged in video production. Routine and
emergency public information broadcasts are programmed and transmitted on the City cable channel.
FY 2004-2005 Objectives
• Improve cable broadcast operations by installing new equipment in the Civic Center Council Chambers by July,
2004.
• To improve the Cable Provider's responsiveness to the customer, implement a cable users' bill of rights -
modeled after the Chicago and Seattle bills - by August, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Consumer cable complaints monitored per month 45 30 20
Cablecast meetings broadcast per year 45 45 45
Videotape copies of public meetings 50 50 60
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CABLE OPERATIONS
2030
2003 -2004 2004 2005-
Appropriation Approved
2030 CABLE OPERATIONS
62245 OTHER EQMT MAINTENANCE 600 600
62360 MEMBERSHIP DUES 600 600
62665 CONTRIB TO OTHER AGENCIES 314,000 314,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 200 200
65095 OFFICE SUPPLIES 200 200
65105 PHOTO/DRAFTING SUPPLIE 500 500
2030 CABLE OPERATIONS 317,100 317,100
City of Evanston
Community Development
Three Year Fiscal History
$2,480,100
$2,787,400
$2,464,104
$1,500,000
$1,700,000
$1,900,000
$2,100,000
$2,300,000
$2,500,000
$2,700,000
$2,900,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Director,
Comm. Development
Assistant Dir.
Planning
Assistant Dir.,
Zoning
Property Maint.
Sup. Inspector
Executive
Secretary
Executive
Secretary
Senior
Planner
Housing Planner
Planner
Zoning
Officer (2)
Zoning
Planner
Asst. Dir.
Rehabilitation
Asst. Dir.
Building
Compliance
Secretary II
Clerk II
Prop. Maint.
Inspector I (4)
Secretary II
Const.
Rehab.
Specialist
Permit
Coordinator
Asst. Permit
Coordinator
Plan
Reviewer
Structural
Inspector
Coord. Structural
Inspector
Structural Insp.
Plan Reviewer
Elec.
Inspector II
Elec.
Inspector I
Plumb./Mech
.
Inspector
Plumbing
Inspector
Sign Insp.
Graffiti Tech.
Expenditures as a % of 2005 General Fund Budget
3.56%
City of Evanston
Community Development Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2101 – CD Administration 0 179,800 178,000 195,900
2105 – Planning & Support Srvc. 525,536 365,100 335,000 398,200
2110 – Zoning Analysis & Support 349,090 353,700 366,000 382,500
2115 – Housing Code Compliance 466,000 454,100 430,000 563,900
2120 – Housing Rehabilitation 198,990 207,400 205,000 224,400
2125 – Building Code Compliance 924,488 920,000 925,000 1,022,500
Total Expenditures: $ 2,464,104 $ 2,480,100 $ 2,439,000 $ 2,787,400
Revenues:
Building Code Violations 2,656 5,000 5,000 5,000
Building Permits 1,863,620 1,600,000 1,920,000 1,900,000
Combustion Permits (heat & a/c) 177,451 150,000 170,000 150,000
Condo Conversion App. Fees 18,000 44,000 50,000 52,000
Contractor Licenses 82,951 60,000 80,000 80,000
Driveway Permits 460 600 500 500
Electrical Permits 158,758 120,000 160,000 160,000
Elevator Permits 54,844 55,000 55,000 55,000
Other Permits 308,722 200,000 220,000 220,000
Permit Penalty Fees 10,279 5,000 5,000 5,000
Plat Approval Fees 165 2,500 1,000 1,000
Plumbing Permits 182,485 100,000 150,000 150,000
Rooming House Licenses 175,922 180,000 170,000 170,000
Sign Awning Permits 15,551 10,000 9,500 10,000
Sign License Fees 33,148 30,000 32,000 32,000
Zoning Fees 40,581 25,000 43,000 40,000
Total Revenues: $ 3,125,593 $ 2,587,100 $ 3,071,000 $ 3,030,500
Notes for Financial Summary
Due to the continued building boom in Evanston, constuction permit revenues are expected to meet or exceed FY
03/04 budgeted amounts. Although the anticipated Sherman Plaza project has not yet been permitted, several
unanticipated developments were permitted and are under construction. The mixed use development at 1800
Sherman, consisting of 248 condominiums and first floor retail, brought in over $550,000 in building permit fees
alone. This environment ensures that building permit revenues will approach 1.9 million dollars in FY 04/05.
Budget increases for FY 04/05 include the addition of one new plan reviewer position in the Building Code
Compliance division and one new property standards inspector position in the Housing Code Compliance division.
These positions were added during budget deliberations.
Performance Report on FY 2003-2004 Major Program Objectives
The Director, Assistant Director for Planning, and other Planning staff have been working with the Plan Commission,
elected officials, neighborhood groups, and developers, on a comprehensive plan for the 5th Ward. Monthly
meetings have discussed economic development, public safety, public improvements, and housing related issues.
A TIF feasibilty study was conducted for Howard St., culminating with the City Council approving a Howard Street TIF
district. City planners worked with affordable housing groups, resulting in the construction of a new single family
home at 1816 Darrow, and construction of an affordable duplex now nearing the end of construction; both projects
were subsidized with City HOME funds.
City of Evanston
Community Development Department
Zoning staff has ushered a number of planned unit developments through the City review process. These have
included a new mixed development of 77 condominiums and retail space at 603 Main Street, and the rehabilitation
and renovation of the the Orrington Hotel. The Director and Zoning staff have also been working closely with the
Plan Commission to address the issues of three building permit moratoriums - in the Third, Sixth and Fifth wards -
passed by the City Council.
Requests for zoning analyses for all types of construction continue to be filed in record numbers. The building boom
in Evanston continues as a new 16 story, 248 unit condominium at 1800 Sherman began construction just as the
new condominium tower at 1720 Maple was being occupied. The Building Division staff is hard pressed to meet the
requests for inspections within 48 hours, due to the large number of projects underway.
The Property Standards staff has had a large turnover of personnel within the past 12 months. A top priority of
Property Standards has been the inspections of the downtown alleys and dumpsters to insure compliance with City
codes.
2004-2005 Department Initiatives
• Staff will recommend Council adoption of the International Building & Trade Codes. The International Codes are
a combination of regional building codes that have been used throughout the United States for the past fifty
years. This will be the City's first attempt at adopting and enforcing an international code for building life/safety
requirements.
• The department will encourage City Council approval of the Plan Commision recommendations for
improvements in the 5th ward. Staff will then begin work on an implementation plan for economic development,
housing, and public safety.
• Staff will continue to work with agencies and developers to provide affordable housing through the use of HOME
funds.
• Property Standards will continue their special program of inspecting alleys and dumpsters in the downtown
during the spring and summer months to reduce the amount of litter and debris.
• Housing Rehabilitation will continue to provide low interest loans to income-eligible homeowners to maintain their
properties.
City of Evanston
Community Development Department
2100 – 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 2004-2005 Objectives
• The Director will work with elected officials, staff, neighborhood groups and developers to implement changes
recommended by the Plan Commission and approved by the City Council for the 5th Ward.
• The Director will continue working with the City Council and Plan Commission on Council concerns over
development and related zoning issues.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Coordination & completion of Planning & Development
Committee packets.
24 24 24
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2100
2003 -2004 2004 2005-
Appropriation Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 154,800 165,800
61110 OVERTIME PAY 2,500 2,500
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,700 3,600
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 1,800
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 1,400 1,400
62645 MICROFILMING 2,000 2,000
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
68205 CONTINGENCIES 500 500
2101 COMMUNITY DEVELOPMENT ADMIN 179,800 195,900
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; multi-family rental housing acquisition finance; condo conversions reviews; Multi-family Security Grant
Program; and 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 2004-2005 Objectives
• Complete neighborhood planning process in West Side neighborhoods and continue to implement revitalization
and neighborhood strengthening activities in all aspects of this community.
• Complete redevelopment of former Builders Square site on Main Street.
• Develop and implement effective program for using bond volume cap of $5 million.
• Stimulate production of new housing and rehabilitation of existing housing on and around
• Howard Street, including implementation of proposed TIF.
• Increase number of Preservation Commission meetings to address growing case volume.
• Assist electric franchise negotiating team and Energy Commission in developing new/revised franchise
agreement.
• Produce comprehensive guide to housing and community economic development financing programs for mass
distribution and marketing.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Economic Development Committee 12 12 12
Plan Commission & Committees 31 36 36
Negotiating Team/Energy Commission 22 24 24
Housing Commission & Committees 21 24 24
Preservation Commission 24 24 24
Joint Review Board 4 4 5
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2003 -2004 2004 2005-
Appropriation Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 300,000 321,400
61110 OVERTIME PAY 1,300 5,000
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 100 100
62136 REDEVELOPMENT CONSULTING SVCS 11,000
62205 ADVERTISING 200 200
62210 PRINTING 2,500 2,500
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 600 600
62315 POSTAGE 300 300
62320 TELEPHONE CHARGEBACKS 6,500 6,500
62360 MEMBERSHIP DUES 1,000 1,000
62380 COPY MACHINE CHARGES 5,000 5,000
62520 OTHER CONTRACTUAL SERVICES 11,000
65010 BOOKS, PUBLICATIONS, MAPS 400 400
65095 OFFICE SUPPLIES 1,600 1,600
65105 PHOTO/DRAFTING SUPPLIE 600 600
68205 CONTINGENCIES 2,500 2,500
2105 PLANNING & SUPPORT SRVS 365,100 398,200
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 Ordinanance. 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, 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 Ordinanance 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 2004-2005 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 Coucil.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Zoning Analyses 1,400 1,563 1,500
Zoning Complaints 28 25 30
Site Plan & Appearance Review Cases 359 254 290
Zoning Board of Appeals Cases 79 59 65
Zoning Administrator Decision Cases 91 86 85
Plan Commission Cases 7 12 7
Sidewalk Cafes Approved 13 25 25
Plats for Coucil Approval 6 2 3
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ZONING ANALYSIS & SUPPORT
2110
2003 -2004 2004 2005-
Appropriation Approved
2110 ZONING ANALYSIS & SUPPORT
61010 REGULAR PAY 291,700 312,500
61110 OVERTIME PAY 4,000 4,000
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 500 500
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
62272 OTHER PROFESSIONAL SERVICES 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 2,700
62335 DATA PROCESSING SERVIC 500 500
62360 MEMBERSHIP DUES 200 200
62380 COPY MACHINE CHARGES 4,500 4,500
62520 OTHER CONTRACTUAL SERVICES 200
62645 MICROFILMING 500 500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 1,800 1,800
65105 PHOTO/DRAFTING SUPPLIE 200 200
68205 CONTINGENCIES 100 100
2110 ZONING ANALYSIS & SUPPORT 353,700 382,500
City of Evanston
Community Development Department
2115 – Housing Code Compliance
Description of Major Activities
This element provides systematic area inspections for non-owner occupied multi-family rental dwellings in the CDBG
target area to ensure compliance with the minimal maintenance standards as set forth in the BOCA National Property
Maintenance Code and Burglary prevention Ordinance. As part of the inspection, the interior of all non-owner
occupied dwelling units are inspected, as well as common areas and the building exterior. An inspeciton consists of
looking at all building surfaces and components, so that all items are in good repair and functioning. Subsequent to
an inspection of the building, the inspector will produce a written list of code violations that the owner must complete.
The inspector monitors the progress on correction of the violations until all violations are brought into compliance.
When compliance on violations cannot be produced voluntarily, the inspector initiates legal action within the City
Administrative Hearings process or the Circuit Court if necessary.
In addition to the systematic area inspection program, this element also responds to citizen complaints regarding the
condition of any buildings or premises located in the CDBG target area, including but not limited to building
deterioration. Debris, weeds, garbage, graffiti, and abandoned vehicles are some of the issues that are cited by
Property Standards. Any violations that are not brought into compliance voluntarily are processed through the
Administrative Hearings 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 and Human Relations.
FY 2004-2005 Objectives
To continue with Downtown Alley/Dumpster Inspections - May through September.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Dwelling units inspected 1,479 3,000 3,000
Occupants affected rooming house inspections 7,225 7,384 7,384
Complaints investigated 1,252 1,200 1,200
Dwelling units demolished 2 1 1
Re-inspections for compliance 4,518 5,000 5,000
Violations corrected 8,769 6,000 6,000
FULL TIME EQUIVALENT POSITIONS 8 7 8
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2003 -2004 2004 2005-
Appropriation Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 333,900 402,100
61055 TEMPORARY EMPLOYEES 1,500 1,500
61110 OVERTIME PAY 3,800 9,800
61510 HEALTH INSURANCE 40,800 61,300
61615 LIFE INSURANCE 500 600
62190 HOUSING REHAB SERVICES 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 11,900
62345 COURT COST/LITIGATION 5,000 5,000
62380 COPY MACHINE CHARGES 2,200 2,200
62520 OTHER CONTRACTUAL SERVICES 15,500
62645 MICROFILMING 700 700
65010 BOOKS, PUBLICATIONS, MAPS 200 200
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 700 700
2115 HOUSING CODE COMPLIANCE 454,100 563,900
City of Evanston
Community Development Department
2120 – Housing Rehabilitation Administration
Description of Major Activities
This element provides low interest loans for housing rehabiltiation 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 elegibility,
processses mortgage documents, conducts building inspections, prepares work specifications and cost estimates,
assists in securing contractors, processes contracts, monitors work, processess contractor payouts and services loan
portfolios. Other activities include the administration of the Self-Help Exterior Paint Program, Emergency
Rehabilitation Program, Evanston Housing Corporation First Time Homebuyer Program, coordination with Evanston
Neighbors at Work, the Police Department, the Commission on Aging, and technical assistance to homeowners
regarding tax, title, credit and other elegibility issues.
Housing Rehabilitiation Division activities provide assistance to low and moderate income households through the
above mentioned programs. Housing Rehabilitation programs 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. Housing Rehabilitation Division addresses and incorporates
HUD Lead Based Paint Regulations, within the scope of work on Housing Rehab projects.
City of Evanston assistance for these programs allows for low and moderate income households to have needed
repairs completed without the cost of interest or fees. The One and Two-Family Rehab Program provides assistance
at zero percent interest and the Multi-Family programs have a very low interest rate. 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 would be difficult to maintain without assistance.
FY 2004-2005 Objectives
Fund the purchase of ten homes through the Evanston Housing Corporation.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Single Family Rehab Units Completed 7 12 12
Multi-Family Units Completed 18 12 12
Dangerous/Damaged Trees Removed 0 3 3
Garage Demolitions 1 4 4
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HOUSING REHABILITATION
2120
2003 -2004 2004 2005-
Appropriation Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 170,900 183,100
61055 TEMPORARY EMPLOYEES 500 500
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
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 3,500
62360 MEMBERSHIP DUES 200 200
62380 COPY MACHINE CHARGES 3,500 3,500
62645 MICROFILMING 700 700
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 600 600
65105 PHOTO/DRAFTING SUPPLIE 300 300
68205 CONTINGENCIES 700 700
2120 HOUSING REHABILITATION 207,400 224,400
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 to ensure
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 2004-2005 Objectives
To train the inspection and plan review staff on the 2003 International Codes, including the International Building
Code, International Residential Code, International Mechanical Code, International Plumbing Code, and International
Electrical Code, the 2002 National Electric Code, and the 1997 NFPA Life Safety Code.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Building Permits issued within 10 days 60% 60% 70%
Percent of requested building inspections completed
within 24 hours.
70% 70% 75%
Percent of business license inspections completed
within 5 working days.
80% 80% 85%
Average inspections per inspector per day 8 8 8
FULL TIME EQUIVALENT POSITIONS 12 12 13
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BUILDING CODE COMPLIANCE
2125
2003 -2004 2004 2005-
Appropriation Approved
2125 BUILDING CODE COMPLIANCE
61010 REGULAR PAY 641,100 744,000
61110 OVERTIME PAY 5,000 5,000
61510 HEALTH INSURANCE 70,300 97,400
61615 LIFE INSURANCE 1,100 1,200
61625 AUTO ALLOWANCE 2,000 2,000
62145 ENGINEERING SERVICES 40,700
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 300 300
62272 OTHER PROFESSIONAL SERVICES 40,700
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 12,300
62360 MEMBERSHIP DUES 700 700
62380 COPY MACHINE CHARGES 2,400 2,400
62425 ELEVATOR CONTRACT COSTS 50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI.10,000
62520 OTHER CONTRACTUAL SERVICES 87,600
62645 MICROFILMING 4,100 4,100
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65085 MINOR EQUIPMENT & TOOLS 200 200
65095 OFFICE SUPPLIES 1,800 1,800
65105 PHOTO/DRAFTING SUPPLIE 100 100
2125 BUILDING CODE COMPLIANCE 920,000 1,022,500
City of Evanston
Police Department
Expenditures as a % of 2005 General Fund Budget
22.57%
Three Year Fiscal History
$16,202,700
$17,658,300
$16,642,402
$15,000,000
$15,500,000
$16,000,000
$16,500,000
$17,000,000
$17,500,000
$18,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
Police Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2205 – Police Administration 836,375 1,083,500 1,000,000 1,125,500
2210 – Patrol Operations 7,285,799 6,839,200 7,000,000 7,473,000
2215 – Criminal Investigation 1,360,749 1,322,800 1,340,000 1,439,100
2225 – Vic/Wit Youth Outreach 332,421 358,500 370,000 388,400
2230 – Juvenile Bureau 774,677 751,600 756,516 817,200
2235 – School Liaison 284,010 293,600 257,239 320,100
2240 – Police Records 650,807 628,700 700,000 705,400
2245 – Communications 955,907 917,100 1,000,000 1,038,600
2250 – Service Desk 881,923 539,500 700,000 591,200
2255 – Office of Prof. Standards 251,456 233,200 248,335 251,800
2260 – Office of Administration 272,826 325,100 284,000 357,900
2265 – Neighborhood Enforcement 1,114,648 1,186,700 1,095,000 1,284,300
2270 – Traffic Bureau 808,448 742,000 710,000 802,200
2275 – Community Strategic Bur. 203,887 284,300 170,000 308,000
2280 – Animal Control 177,922 150,400 155,000 162,000
2285 – Problem Solving Team 451,884 546,500 385,406 593,600
2290 – CTA Special Employment (1,337) 0 42,711 0
Total Expenditures: $ 16,642,402 $ 16,202,700 $ 16,214,207 $ 17,658,300
Revenues:
Alarm Panel Contract Fees 14,400 15,000 15,000 15,000
Alarm Panel Subscription Fees 43,949 27,500 120,000 100,000
Bicycle Fees 85 200 100 100
Cherry Family Foundation 3,000 3,000 2,000 2,000
False Alarm Fines (after 4 calls) 52,670 100,000 100,000 75,000
Highway Safety Project Grant 0 5,000 5,000 5,000
ICJIA (Community Service) 30,000 15,000 15,000 15,000
Irving Stern Foundation 10,000 10,000 10,000 10,000
Law Enforcement Block Grant –cc 52,000 52,000 65,000 52,000
Law Enforcement Block Grant – f 79,154 79,100 79,100 105,000
Levy Foundation Grant 15,500 16,500 16,500 16,500
Police Report Fees 15,245 21,500 18,500 19,500
Police Training Grant 3,442 8,000 8,000 8,000
Skokie/Lincolnwood Animal Fees 1,195 0 510 1,000
Tobacco Compliance Grant 0 8,200 8,200 7,200
Violent Crimes Victim’s Grant 20,000 20,000 20,000 20,000
ICJIA (Victim Services) 0 0 0 60,000
Total Revenues: $ 340,640 $ 381,000 $ 482,910 $ 511,300
Notes for Financial Summary
The Police Records budget includes funding for a new part-time permanent records clerk to maintain racial profiling
information – as mandated by law.
Performance Report on FY 2003-2004 Major Program Objectives
The multi-year Police/Fire renovation project ended in FY 03/04. Renovation of the southwest section of the
police/fire headquarters (entrance on Lake Street) is complete. It includes new offices, a fitness room, and locker
rooms. Improvements in the prisoner-processing area of the police building include an upgraded drive-through sally
port designed to enhance the safety of both officers and prisoners, and modification of the cell block to augment
safety as well as to ease the ingress/egress of prisoners.
City of Evanston
Police Department
The Department continued preparedness measures as a result of 9/11. The Department conducted a tabletop
exercise for students at Evanston Township High School, and officers toured the building to familiarize themselves
with its layout. Nine supervisors received Weapons of Mass Destruction training at a federal training center in
Glencoe, Georgia, while other supervisors attended 3-day Critical Incident training offered by the State of Illinois. As
a result, most of the department’s supervisors have received terrorism-response training. Additionally, the
department received gas masks for all sworn personnel through a federal grant.
The Department has committed to a mutual-aid agreement among social service groups in the area. Citizen Police
Academy graduates received training regarding terrorism at their annual re-trainer. Development of a Citizen
Emergency Response Team (CERT)—a corps of trained citizen volunteers to be called out to assist Evanston police
in the event of a major disaster—is underway. Applicants must have graduated from the Citizen Police Academy and
completed 20 hours of specialized training. The Federal Emergency Management Agency (FEMA) is funding the
project. Twenty applications have been received. The department joined the Illinois Mutual Alarm System.
Technological advances were on-going during FY 03/04. The department’s ADT security cameras were upgraded to
digital, and most of the department’s in-car computers have been upgraded, as the State no longer supports the older
technology. The Property Bureau functions were automated. Prisoner-processing has been expedited through
computerization of arrest reports. Because the department’s graffiti camera has been a deterrent at several
locations, potential locations for other cameras (CDBG funding applied for) were evaluated. The department joined
the Chicago Police Department’s Citizen Law Enforcement Analysis and Reporting (CLEAR) system. It provides
access to information entered via Live Scan on more than four million arrestees dating back 12 years. The
department’s record-keeping system is in transition as the Police Information Management System (PIMS) system
gives way to the CRIMES system, which will give us control over our data.
The Department continued its partnership activities. Passage of a stricter disorderly-house ordinance enhanced the
Civil Enforcement Review Board’s efforts to ameliorate nuisance properties. The department participated in National
Night Out activities. The Citizens Police Academy graduated two classes and the Citizens Police Academy alumni-
group grew in numbers and activity. The department—founder of the CommUNITY Picnic—joined other city
departments and civic agencies in conducting this year’s successful event.
The ALERTS pilot program—in effect for one year—is being evaluated to replace DARE in the police/school
curriculum. There is evidence that ALERTS integrates better into the overall curriculum. The department’s youth-
outreach joint venture with Youth Organizations Umbrella (Y.O.U.) expanded to the Hispanic community. The entire
staff received training from the Secretary of State Police in how to identify fake IDs. They then trained the staffs of
Evanston restaurants. The department later conducted a sting operation to see if the new knowledge was being
applied. Personnel were trained in the legal ramifications of the new local ordinance relating to overweight trucks.
The Department conducted a parole compliance check with the Illinois Department of Corrections. The department
initiated a non-lethal weapon training program as an alternative to deadly force.
The combined efforts with other agencies continued in FY 03/04. The department conducted various operations
including; gang/drug training for Northwestern University Police Department personnel, and continued cooperative
work in combatting loud parties; gang/drug intervention with the Chicago Police Department, as well as road checks
and a seatbelt compliance initiative; ongoing sting operations with the Drug Enforcement Agency (DEA); and
Operation "Border Patrol" in cooperation with the Chicago PD, which targeted the gang hierarchy of the Black P
Stone gang operating on Howard Street.
Two new non-funded mandates were enacted. The state will require agencies to keep traffic-stop data for biased
profiling starting January 1, 2004. The department prepared for this with department-wide training. Within two
years, the law will require that all homicide interrogations be audio and video recorded.
Current grant funding:
Local Law Enforcement Block Grant funding will continue to fund the Summerplan.
The Cops on Trains program funded by the Chicago Transit Authority.
Judicial Advisory Council of Cook County gives us a Youth Outreach program.
The Levy Foundation’s funding of the Prevention of Crime Against Senior Citizens program.
The Stern Foundation’s funding of the School Liaison Officers program.
Tobacco Compliance Initiative funding the Juvenile Bureau’s enforcement of sanctions against illegal sale of
tobacco products to minors.
City of Evanston
Police Department
2004-2005 Department Initiatives
• Continue efforts to maintain and increase grant funding for various community programs.
• Continue to improve crime statistics in Evanston, ensuring that community members feel safe in their
neighborhoods.
• Continue to deter criminal activity through positive and effective policing policies, including; sting operations,
citizen training academies, police training, and joint cooperation between local departments and safety
organizations.
• Continue to foster positive relationships with community members and local organizations.
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 2004-2005 Objectives
• To enhance our capability to handle large scale emergencies by creating and training a Community Emergency
Response Team (CERT) program by June 2004.
• To further bicycle safety within the Evanston community by implementing a program which will make helmets
available to those youth who could otherwise not afford to purchase a bicycle helmet.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Part I crimes 5,500 4,400 4400
Part II crimes 6,500 7,450 7,500
Total calls for service 60,000 60,000 60,000
Average in-progress response time 3 3 3
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2003 -2004 2004 2005-
Appropriation Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 311,800 334,000
61062 SPECIAL EVENT SALARIES 300,000 300,000
61110 OVERTIME PAY 1,000 1,000
61415 TERMINATION PAYOUTS 300,000 300,000
61510 HEALTH INSURANCE 30,700 39,000
61615 LIFE INSURANCE 600 600
62225 BLDG MAINTENANCE SERVICES 40,000 50,000
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 6,000
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 2,000 3,000
65625 FURNITURES & FIXTURES 500
68205 CONTINGENCIES 9,000 9,000
2205 POLICE ADMINISTRATION 1,083,500 1,125,500
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. This division provides assistance to citizens such as directions,
transportation to the hospital, referrals to other agencies, lost property, nuisance compliants, and towed vehicles.
FY 2004-2005 Objectives
Implement data collection system, conduct officer training, and collect and submit traffic stop statistical data to the
Illinois Department of Transportation as required by Public Act 93-209 by September 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Community/Officer interface 125 150 160
Responses to service calls (written) 25,000 25,000 25,000
Responses to service calls (coded incidents) 25,000 25,000 25,000
Assists (other than responding to calls) 25,000 28,000 30,000
Arrests (felony & misdemeanor) 300 3,200 3,300
D.U.I. arrests 100 75 90
Ticket & Citation Production -Parking 7,500 8,000
FULL TIME EQUIVALENT POSITIONS 89 90 90
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PATROL OPERATIONS
2210
2003 -2004 2004 2005-
Appropriation Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 5,375,500 5,758,400
61110 OVERTIME PAY 226,100 226,100
61510 HEALTH INSURANCE 707,100 898,000
61615 LIFE INSURANCE 8,500 8,500
62305 RENTAL OF AUTO-FLEET SER 427,000 427,000
65015 CHEMICALS 800 800
65020 CLOTHING 78,200 78,200
65105 PHOTO/DRAFTING SUPPLIE 4,500 4,500
65550 AUTOMOTIVE EQUIPMENT 60,000
65620 OFFICE MACH. & EQUIP.3,000 3,000
65625 FURNITURES & FIXTURES 8,500 8,500
2210 PATROL OPERATIONS 6,839,200 7,473,000
City of Evanston
Police Department
2215 – Criminal Investigation
Description of Major Activities
As part of the Criminal Investigation Division, Dectives 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 2004-2005 Objectives
• To improve case status and tracking of ongoing investigations by developing and implementing computerized
case status files of each investigation by February 2005.
• In conjunction with Parole Agents from the Department of Corrections, conduct at least one parole compliance
check per parolee living in Evanston by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Cases assigned to criminal 3,700 3,600 3,500
Percentage of assigned cases cleared 50 44 52
Percentage of assigned burglaries cleared 30 12 25
Task Force Operations 14 5 2
Liquor inspections 14 30 40
FULL TIME EQUIVALENT POSITIONS 17 17 17
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2003 -2004 2004 2005-
Appropriation Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 1,058,500 1,133,900
61110 OVERTIME PAY 60,400 60,400
61510 HEALTH INSURANCE 133,100 169,000
61615 LIFE INSURANCE 1,900 1,900
62305 RENTAL OF AUTO-FLEET SER 55,100 55,100
62360 MEMBERSHIP DUES 5,000
62370 EXPENSE ALLOWANCE 2,500 2,500
65020 CLOTHING 9,800 9,800
65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500
2215 CRIMINAL INVESTIGATION 1,322,800 1,439,100
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 2004-2005 Objectives
Victim Services:
• To enhance programming by expanding counseling services for crime victims by December 2004.
• To implement client satisfaction survey program by December 2004.
Youth Services:
• To expand programming by establishing parent/child group services by December 2004.
• To enhance services for high risk youth in the community by consulting with the Neighborhood Outreach
Program on possible collaborations by December 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Sexual crime victims assisted-adult 14 16 19
- juvenile 20 14 16
Domestic related cases-crime related 580 580 600
- non-crime related 240 240 250
Other crime related cases-personal 800 600 625
- property 130 130 150
Other non-crime related cases 600 510 540
At-risk youth refferals received 130 112 125
FULL TIME EQUIVALENT POSITIONS 6 6 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2003 -2004 2004 2005-
Appropriation Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 284,400 304,700
61110 OVERTIME PAY 16,000 16,000
61510 HEALTH INSURANCE 35,500 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 4,000
2225 SOCIAL SERVICES BUREAU 358,500 388,400
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, minors, requiring authoritative intervention or deliquent 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 2004-2005 Objectives
• Complete at least two tobacco compliance checks of cigarette vendors by February 2005.
• Enhance the knowledge of the youth officers by inviting a representative from the Juvenile State's Attorney Office
to address aspects of important pending juvenile court cases by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Total number of cases assigned 2,500 2,600 2,750
Percentage of assigned cases cleared 75 75 80
Child abuse investigations 160 165 175
Minors requiring authoritative intervention 400 480 520
Outreach referrals 165 160 170
Youth arrested for cuiminal offenses 725 740 750
Juvenile court referrals 280 255 240
FULL TIME EQUIVALENT POSITIONS 10 10 10
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
JUVENILE BUREAU
2230
2003 -2004 2004 2005-
Appropriation Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 616,600 660,500
61062 SPECIAL EVENT SALARIES 7,900 7,900
61110 OVERTIME PAY 4,500 4,500
61510 HEALTH INSURANCE 80,500 102,200
61615 LIFE INSURANCE 900 900
62305 RENTAL OF AUTO-FLEET SER 34,900 34,900
65020 CLOTHING 6,300 6,300
2230 JUVENILE BUREAU 751,600 817,200
City of Evanston
Police Department
2235 – School/Community Liaison Bureau
Description of Major Activities
The School/Community Liaison Bureau is responsible for the implementation and instruction of the Drug Abuse
Resistance Education program (D.A.R.E.) in the schools. D.A.R.E. is a model drug abuse prevention progam
focusing on the prevention of drug and alcohol use among school-aged children. D.A.R.E. instructors are sworn
officers who are responsible for teaching the seventeen week core curriculum. 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 occuring within the school and escorts on
extra curricular school events (field trips, dances, sporting activities).
FY 2004-2005 Objectives
To evaluate the effectiveness of the new ALERTS curriculum by September, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Semesters of instruction 2 2 2
Sixth grade successfully completing DARE 1,150 855 1,140
Counseling of students 140 125 155
FULL TIME EQUIVALENT POSITIONS 4 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SCHOOL LIAISON
2235
2003 -2004 2004 2005-
Appropriation Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 239,000 256,000
61510 HEALTH INSURANCE 32,700 41,500
61615 LIFE INSURANCE 400 400
62305 RENTAL OF AUTO-FLEET SER 18,400 18,400
65020 CLOTHING 2,100 2,800
65125 OTHER COMMODITIES 1,000 1,000
2235 SCHOOL LIAISON 293,600 320,100
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 (i.e., 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 fingerprint service. 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 2004-2005 Objectives
• Train the data entry personnel on the use of the new CRIMES program by February 2005.
• Identify and begin to train a back-up person for the Review Officer position by Febraury 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Cases handled By Property Officer 2,500 2,650 2,600
Fingerprints processed by ID Technicial 500 425 450
Liquor licenses issued 150 160 175
Report copies provided 3,500 2,800 3,000
Records computerized 52,000 51,500 51,000
FULL TIME EQUIVALENT POSITIONS 11 11 12
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
POLICE RECORDS
2240
2003 -2004 2004 2005-
Appropriation Approved
2240 POLICE RECORDS
61010 REGULAR PAY 450,300 482,400
61050 PERMANENT PART-TIME 17,500 31,500
61510 HEALTH INSURANCE 65,000 88,600
61615 LIFE INSURANCE 600 600
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 4,000
65625 FURNITURES & FIXTURES 7,000
2240 POLICE RECORDS 628,700 705,400
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 2004-2005 Objectives
• Next generation replacement of the current Motorola Sabre portable radio inventory by January 2005.
• To coordinate the transitioning of the Gateway (CAD) computer from the current IBM OS/2 operating system to
Microsoft 2000 by July 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
911 calls received (includes wireless 911) 47,500 63,500 65,000
Entries in LEADS system 4,200 4,050 4,100
Alarms handled (includes fire alarms) 6,500 6,850 6,750
FULL TIME EQUIVALENT POSITIONS 15 15 15
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMUNICATIONS
2245
2003 -2004 2004 2005-
Appropriation Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 684,400 774,600
61110 OVERTIME PAY 11,600 11,600
61510 HEALTH INSURANCE 115,800 147,100
61615 LIFE INSURANCE 1,100 1,100
62320 TELEPHONE CHARGEBACKS 89,000 89,000
62340 COMPTER LICENSE & SUPP 7,500 7,500
65020 CLOTHING 7,700 7,700
2245 COMMUNICATIONS 917,100 1,038,600
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 (i.e. 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 2004-2005 Objectives
• Train the Civilian Desk Officers, through in-house services, in the art of self defense so that they can properly
handle prisoners without endangering their own well being.
• Scrape and paint all cells in the men's and women's cellblock by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Prisoners processed 1,900 1,750 1,800
Custodial prisoners 2,200 2,275 2,250
Bail Bonds processed 2,300 2,750 2,600
Reports taken by officers 5,500 5,100 5,300
Alarm subscriptions billed 3,800 3,650 3,700
False alarm fines billed 1,000 1,025 1,100
Control Station alarms handled 5,000 4,850 4,750
FULL TIME EQUIVALENT POSITIONS 11 12 12
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SERVICE DESK
2250
2003 -2004 2004 2005-
Appropriation Approved
2250 SERVICE DESK
61010 REGULAR PAY 448,200 480,100
61110 OVERTIME PAY 12,200 12,200
61510 HEALTH INSURANCE 66,100 83,900
61615 LIFE INSURANCE 800 800
62425 ELEVATOR CONTRACT COSTS 2,400
62520 OTHER CONTRACTUAL SERVICES 2,400
65020 CLOTHING 5,000 5,000
65025 FOOD 3,300 3,300
65125 OTHER COMMODITIES 1,500 1,500
65620 OFFICE MACH. & EQUIP.2,000
2250 SERVICE DESK 539,500 591,200
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 2004-2005 Objectives
• Revise and implement a procedure for the processing of Police Officer applicants' fingerprint cards to reduce the
number of State Identification (SID) numbers issued to the Departments by February 2005.
• Revise and update the Personnel Assessment Review System (PARS) to ensure the input and retrieval of data
in a more timely fashion. This will include reporting forms for the review process that will create a written history
of the review process for each officer that meets system criteria by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Staff inspections 25 25 25
Citizen complaints 40 15 15
Pre-employment background investigations 300 275 280
Weapons use reports 25 22 20
Internally generated administrative reviews 75 70 65
Department inquiries 65 62 60
Resisting arrest/use of force investigatioons 40 35 37
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2003 -2004 2004 2005-
Appropriation Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 186,000 199,200
61055 TEMPORARY EMPLOYEES 5,000 5,000
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 19,900 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 233,200 251,800
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
Departmetn 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 2004-2005 Objectives
• Update personnel records to correlate to the new employee ID numbers used by the payroll department by
December 2004.
• With the introduction of the IRIS system, break expenses down by business unit so that each division and shift
within a division are held responsible for their costs by August 2004.
• To prepare a major revision and update of the Department's system for collecting documents for accreditation
files by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
External schools and seminars provided 240 248 252
Bulletins and orders issued 209 213 210
In-service schools attendees 160 210 185
Invoices, purchase requisitions 1,560 1,610 1,540
FULL TIME EQUIVALENT POSITIONS 4 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2003 -2004 2004 2005-
Appropriation Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 230,900 247,300
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 400 400
62295 TRAINING & TRAVEL 65,000 70,000
62360 MEMBERSHIP DUES 200 200
65015 CHEMICALS 5,000 10,000
2260 OFFICE OF ADMINISTRATION 325,100 357,900
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 2004-2005 Objectives
• Develop a directory of street gang membership photographs in the department computer system and make them
available to all sworn officers by December 2004.
• Identify business locations where gang members are known to loiter and possibly conduct criminal activities.
Work with identified businesses to develop strategies to eliminate this problem by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Narcotic arrests 135 135 135
Search warrants 22 25 28
Problem oriented narcotic tip sheets 55 50 50
Adult gang members arrests 225 220 220
Juvenile gang member arrests 80 80 80
Felony arrests 105 100 100
Misdemeanor arrests 270 285 285
Criminal warrant service 135 115 115
FULL TIME EQUIVALENT POSITIONS 15 15 15
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2003 -2004 2004 2005-
Appropriation Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 923,600 989,400
61110 OVERTIME PAY 32,900 32,900
61510 HEALTH INSURANCE 117,900 149,700
61615 LIFE INSURANCE 1,500 1,500
62305 RENTAL OF AUTO-FLEET SER 88,400 88,400
62320 TELEPHONE CHARGEBACKS 12,000 12,000
62370 EXPENSE ALLOWANCE 2,000 2,000
65020 CLOTHING 8,400 8,400
2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,186,700 1,284,300
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 2004-2005 Objectives
• To conduct one Seatbelt Enforcement Zone inspection compliance operation by December 2004.
• In conjunction with the Legal Department, initiate by ordinance a traffic program where C-citations can and will
be issued to cite trucks for overweight violations, thereby having the cases heard in administrative adjudication
(not Circuit Court) by December 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Moving violations 4,800 4,800 4,800
Non-moving violations issued 3,200 3,150 3,150
Abandoned automobiles investigated 2,100 2,100 2,100
Hit and run follow-up investigations 550 550 550
Vehicles towed 4,000 4,500 4,500
FULL TIME EQUIVALENT POSITIONS 9 10 10
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TRAFFIC BUREAU
2270
2003 -2004 2004 2005-
Appropriation Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 575,800 616,800
61110 OVERTIME PAY 7,200 7,200
61510 HEALTH INSURANCE 71,200 90,400
61615 LIFE INSURANCE 900 900
62305 RENTAL OF AUTO-FLEET SER 81,300 81,300
65020 CLOTHING 5,600 5,600
2270 TRAFFIC BUREAU 742,000 802,200
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 2004-2005 Objectives
• Selection and recruitment of volunteers for the CERT (community emergency response team ) program by
December 2004.
• Add new members to the CPA Alumni Association.
• Seek new members for the Evanston Police Clergy Team.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Home security surveys 350 350 350
Commercial surveys 9 10 10
Speaker's Bureau engagements 55 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
FULL TIME EQUIVALENT POSITIONS 4 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2003 -2004 2004 2005-
Appropriation Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 198,200 212,300
61050 PERMANENT PART-TIME 18,600 18,600
61110 OVERTIME PAY 3,200 4,200
61510 HEALTH INSURANCE 18,800 23,900
61615 LIFE INSURANCE 400 400
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 3,000
62305 RENTAL OF AUTO-FLEET SER 43,400 43,400
65020 CLOTHING 700 700
65125 OTHER COMMODITIES 500 1,000
2275 COMMUNITY STRATEGIC BUREAU 284,300 308,000
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 2004-2005 Objectives
• Review the Department Standard Operating Procedures for Animal Control for possible updates and changes by
February 2005.
• Work with the Department of Health and Human Services to set up a program of quarterly meetings between
representatives of both departments to exchange information and ideas on subjects of mutual interest and
concern by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Animals adopted 550 550 550
Animals impounded 800 750 750
Citizen complaints handled 7,000 7,000 7,000
Animals returned to owners 180 200 200
Animals euthanized 50 80 80
Citations issued 220 220 220
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ANIMAL CONTROL
2280
2003 -2004 2004 2005-
Appropriation Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 103,600 111,000
61050 PERMANENT PART-TIME 13,500 13,500
61110 OVERTIME PAY 6,300 6,300
61510 HEALTH INSURANCE 11,900 15,100
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 1,100 1,100
62305 RENTAL OF AUTO-FLEET SER 11,100 11,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 800
62520 OTHER CONTRACTUAL SERVICES 800
65020 CLOTHING 500 1,500
65025 FOOD 1,500 1,500
2280 ANIMAL CONTROL 150,400 162,000
City of Evanston
Police Department
2285 – Problem Solving Team
Description of Major Activities
As a part of the Patrol Operations Division, the Problem Soving 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 2004-2005 Objectives
• Reduce the use of fake IDs by implementing a program (Operation Straight ID) to the business, retail and liquor
establishment community through training and education of the laws and penalties by February 2005.
• Curb the continuous disruptive behavior of persons while at home, in businesses and on public ways by
identifying, monitoring, and enforcing, as authorized by the Nuisance Premises Ordinance by December 2004..
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Neighborhood meetings 350 350 350
Reident surveys completed 20 50 50
Tickets and citations issued-parking 400 400
-traffic 80 80
-C tickets 50 50
-S tickets 15 15
Arrests 100 100
Tactical missions 15 15
FULL TIME EQUIVALENT POSITIONS 7 7 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2003 -2004 2004 2005-
Appropriation Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 449,600 481,600
61110 OVERTIME PAY 6,600 6,600
61510 HEALTH INSURANCE 56,000 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 4,200
2285 PROBLEM SOLVING TEAM 546,500 593,600
City of Evanston
Fire Department
Fire Chief
Division Chief
Operations/Training
Division Chief
Finance/Equip. Facilities
Division Chief
Prevention / Tech.
Services
Executive
Secretary
Division Chief
Life Safety Services
EMS
Dive Team
Hazardous
Materials
Multi-Grade
Rescue
Secretary III
Bureau
Captains (3)
Shift #1
Shift Chief
Shift #1
Captains (8)
Shift #1
Firefighters (24)
Shift #2
Shift Chief
Shift #2
Captains (8)
Shift #2
Firefighters (24)
Shift #3
Shift Chief
Shift #3
Shift Chief
Shift #3
Firefighters
(24)
Three Year Fiscal History
$9,258,300
$10,085,500
$9,540,479
$8,600,000
$8,800,000
$9,000,000
$9,200,000
$9,400,000
$9,600,000
$9,800,000
$10,000,000
$10,200,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
12.89%
City of Evanston
Fire Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2305 – Fire Management & Support 522,362 498,600 600,000 520,000
2310 – Fire Prevention 443,599 442,600 450,000 562,900
2315 – Fire Suppression 8,574,518 8,317,100 8,800,000 9,002,600
Total Expenditures: $ 9,540,479 $ 9,258,300 $ 9,850,000 $ 10,085,500
Revenues:
False Alarm Fines 64,945 40,000 25,000 55,000
Cost Recovery Fines 5,262 5,000 5,000 5,000
Ambulance Fees 377,200 340,000 350,000 440,000
Total Revenues: $ 447,407 $ 385,000 $ 380,000 $ 500,000
Notes for Financial Summary
The approved revenues for ambulance fees are projected with a $100,000 increase because the fee schedule for
ambulance transport was increased during budget negotiations.
Performance Report on FY 2003-2004 Major Program Objectives
During the past year, the Fire Department's Administration worked diligently with Facilities Management to move into
the new Fire Headquarters. Fire Station #3 was ready for occupancy at the end of this fiscal year. A ribbon cutting
marking the official opening of the new station was held on February 27, 2004.
The Fire Prevention Bureau has activated its latest fire safety tool, the Fire Safety Trailer. More than 150 seniors and
350 children and parents have participated in the fire safety program since the trailer was put into service. The Fire
Prevention Bureau also participated in a multi-agency safety training evolution at Evanston Township High School
and a child seat safety fair, also held at the High school (for the second year in a row). The Fire Prevention Bureau
expanded its safety fairs this year to include several local business.
Our Operations Division participated in a national excercise called Topoff. The program evaluated the effectivness of
Federal, State and local jurisdictions' emergency functioning. The division continues to participate in Mutual Aid Box
Alarm System (MABAS) Division, IIIinois' Hazardous Material, Water Rescue, and Special Rescue excercises. These
trainings evaluate and enhance the ability of local fire departments to work in harmony during emergencies.
Continuing education courses were completed as follows: 66 members completed the Advance Cardiac Life Support
Course; 4 new paramedics completed the licensing process. Operations are working hard at keeping personnel at a
heightened level of preparedness, so that they will be able to function well in a time of crisis.
Evanston Fire & Life Safety Services is committed to the highest standards of professional integrity and excellence in
the delivery of services as well as the relationships established with our members and the community.
2004-2005 Department Initiatives
Evanston Fire & Life Safety Management initiatives for the next budget year are the following: The Fire Department
Administration will be working diligently to complete the radio study, so that we can proceed with obtaining a repeater
system. This system will cover the dead areas that we have and enhance our communciations throughout the city.
The Fire Administration will also work with Facilities Management to complete a study of Fire Station 5 and
recommend either rennovation of the existing structure or building new. We will be developing a Public Education
Team that utilizes the Fire Safety Trailer in more of their presentations. A fire investigation team is being developed
as well, made up of members from fire suppression that have the training to perform fire investigations. This team will
assist the Fire Prevention Bureau with fire investigations according to our SOG (standard operating guidelines). Our
Fire Operations Division will finalize the application process for the a Fire Act Grant Award.
City of Evanston
Fire Department
2305 – Fire Management & Support
Description of Major Activities
This element provides leadership in coordinating efforts to ensure efficient and effective services in fire prevention
and operations (which covers fire suppression and medical emergencies). Management policies are developed and
instituted to improve all Fire and Life Safety Services and to coordinate interaction with other city departments. An
annual budget is prepared and administered. Operating procedures are evaluated and upgraded to improve
productivity and keep pace with changing conditions and technology.
FY 2004-2005 Objectives
• Work closely with Facilities Management to complete a study of Fire Station #5, detailing whether we should
raise the building and build a new structure, or renovate the existing structure by the end of February, 2005.
• Work diligently to complete the communication study by the end of February, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
City fire insurance rating 3 3 3
Average number of sick days per employee 1 1 1
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2003 -2004 2004 2005-
Appropriation Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 233,300 249,900
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 700 700
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 1,000 1,000
62270 MEDICAL/HOSPITAL SERVICES 20,000 20,000
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 300
62305 RENTAL OF AUTO-FLEET SER 27,500 27,500
62315 POSTAGE 500 500
62320 TELEPHONE CHARGEBACKS 51,000 51,000
62335 DATA PROCESSING SERVIC 3,000 3,000
62355 LAUNDRY/OTHER CLEANING 1,000 1,000
62360 MEMBERSHIP DUES 6,500 6,500
62380 COPY MACHINE CHARGES 6,600 6,600
64015 NATURAL GAS 38,300 38,300
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 60,000 60,000
65050 BLDG MAINTENANCE MATERIAL 5,000 5,000
65070 OFFICE/OTHER EQT MTN MATL 6,000 6,000
65095 OFFICE SUPPLIES 3,000 3,000
65125 OTHER COMMODITIES 15,000 15,000
68205 CONTINGENCIES 600 600
2305 FIRE MGT & SUPPORT 498,600 520,000
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; site plan
review; certificate of occupancy inspections; public education and fire awareness programs; enforcement of fire and
life safety for public events; monitoring, testing and witnessing of underground storage tank installations and
removals; generating department activity reports; creation and implementation of specialized programs; and
responding 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 2004-2005 Objectives
• Adopt the International Fire Codes 2003 Edition by the end of Febraury, 2005.
• Develop a Public Education Team consisting of members from the Fire Suppression Division to assist in public
education presentations and the Fire Safety House utilization, by the end of Febraury, 2005.
• Develop a Fire Investigation Team in which members from Fire Suppression could assist in the Fire Investigation
or complete the investigation based upon a written SOG, by the end of febraury, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
City Fire Insurance rating 3 3 3
Fire in and to Structure 100 100 100
General Alarms Dispatched 1,400 1,210 1,200
Fire details ( One Company) 1,250 1,000
Number of other emergencies 325 325 325
Non fire responses 200 225 200
Average Fire Alarm Response 348 350 350
Fires in One and Two Family dwellings 40 40 40
Hydrants Inspected/flow tested 1,321 1,218 1,321
Bureau Fire Inspections 750 732 750
Construction Plans Review 450 626 500
Fire Equipment Test Witnessed 550 706 700
Staff Hours on Cause and Origin Investigations 310 387 350
Public Education presentations 100 398 400
Customer request for information 3,000 5,710 5,000
In service Company Inspections 400 600 600
FULL TIME EQUIVALENT POSITIONS 5 5 6
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FIRE PREVENTION
2310
2003 -2004 2004 2005-
Appropriation Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 357,900 411,200
61110 OVERTIME PAY 6,400 6,400
61510 HEALTH INSURANCE 33,100 50,000
61615 LIFE INSURANCE 600 700
62210 PRINTING 1,500 1,500
62245 OTHER EQMT MAINTENANCE 4,000 4,000
62250 COMPUTER EQUIPMENT MAINT 49,500
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 23,500 23,500
62345 COURT COST/LITIGATION 300 300
62360 MEMBERSHIP DUES 700 700
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 7,500
68205 CONTINGENCIES 200 200
2310 FIRE PREVENTION 442,600 562,900
City of Evanston
Fire Department
2315 – Fire Suppression Bureau
Description of Major Activities
Fire Suppression personnel respond to 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.
Suppression also responds to service calls such as; lock-outs or lock-ins, downed power lines, odor investigations,
flammable liquid spills and other incidents that require prompt response, investigation and/or action. During severe
weather this element assists the Forestry Department in clearing the streets and walks of fallen trees. Suppression
also provides the opportunity for members of our departments to participate in the MABAS Division III Water Rescue
and Hazardous Materials Teams
FY 2004-2005 Objectives
• Present a Pediatric advanced Life Support Course, available to all paramedics, by the end of February, 2005.
• Provide necessary continuing education for EMT-B and EMT-P personnel, by the end of February, 2005.
• Prcoess three members through paramedic licensure, by the end of February, 2005.
• Finalize the processing of the Fire Act grant Award, by the end of February, 2005.
• Review and Revise, as necessary, our Standard Operating Guidelines, by the end of February, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Training hours/firefighter 240 240 240
Number of Paramedics 74 78 81
Ambulance Calls 4,500 5,600 5,600
Average Ambulance response Times 350 350 350
FULL TIME EQUIVALENT POSITIONS 101 101 101
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FIRE SUPPRESSION
2315
2003 -2004 2004 2005-
Appropriation Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 6,615,200 7,086,400
61110 OVERTIME PAY 272,000 272,000
61510 HEALTH INSURANCE 706,800 897,600
61615 LIFE INSURANCE 9,900 9,900
62210 PRINTING 1,200 1,200
62272 OTHER PROFESSIONAL SERVICES 10,000
62295 TRAINING & TRAVEL 30,000 40,000
62305 RENTAL OF AUTO-FLEET SER 587,700 587,700
62360 MEMBERSHIP DUES 3,500 3,500
62520 OTHER CONTRACTUAL SERVICES 8,000
62521 MEDICAL EQ MAINT AGREEMENTS 10,000
62522 SCBA EQ MAINT AGREEMENTS 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 3,500
62605 OTHER CHARGES 10,000
65005 AGRI/BOTANICAL SUPPLIES 100 100
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65015 CHEMICALS 3,000 3,000
65040 JANITORIAL SUPPLIES 10,000 10,000
65075 MEDICAL & LAB SUPPLIES 4,000 7,000
65085 MINOR EQUIPMENT & TOOLS 4,000 4,000
65090 SAFETY EQUIPMENT 1,200 1,200
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 44,300
68205 CONTINGENCIES 500 500
2315 FIRE SUPPRESSION 8,317,100 9,002,600
City of Evanston
Health & Human Services
Director
Health & Human
Services
Secretary
Laboratory
Services - Supervisor
Family Health –
Supervisor
Communicable
Disease
Dental Services
Dentist
Adult Health
Division Chief
Food & Environment
Health – Div. Chief
Vital Records
Clerk III
Comm. Intervention
Srvcs. - Coordinator
Mental Health
Director
Comm. On Aging
Specialist
Expenditures as a % of 2005 General Fund Budget
4.09%
Three Year Fiscal History
$2,270,243
$3,201,300
$2,184,475
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
Health and Human Services Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2407 – Health Services Admin. (18,935) 331,900 300,000 357,000
2408 – Public Hlth Admin. (revenue) 0 0 0 0
2410 – Laboratory Services 128,331 126,100 105,100 139,100
2415 – Family Health 635,285 596,500 585,000 652,500
2420 – Infectious Disease Control 200,740 232,900 225,000 249,200
2425 – Dental Services 180,165 180,400 193,000 193,900
2430 – Adult Health 519,572 191,300 191,300 203,300
2435 – Food & Environment 442,134 414,000 414,000 485,400
2440 – Vital Records 97,183 104,800 104,800 116,300
2445 – Health Department Grants 0 (48,300) 0 804,600
Total Expenditures: $ 2,184,475 $ 2,129,600 $ 2,118,200 $ 3,201,300
Revenues:
Adolescent Health Program Grant 49,548 56,600 56,600 56,600
Bioterrorism Grant 0 0 0 90,000
Birth and Death Certificate Fees 208,858 224,700 140,000 145,000
Center for Public Ministry 375 375 375 375
Child Residential Care Fees 600 600 480 480
Childhood Lead Poisoning Grant 1,458 4,000 4,000 4,000
Dental Fees & Reimbursement 64,515 90,000 90,000 90,000
Environmental & Tobacco Fees 13,750 12,000 12,000 12,000
Family Case Management Grant 114,200 110,500 126,300 126,300
Family Planning Grant 49,500 54,500 54,500 54,500
Food Education Activities 5,000 5,000 5,000 5,000
Food Establishment License Fees 123,256 165,000 165,000 145,000
Food Establishment Plan Review 9,600 9,600 9,600 9,600
Genetics Grant 10,065 10,200 10,200 10,200
Health Service Fees – Lab 12,822 11,900 12,400 16,200
IDPH Dental Sealant Grant 3,828 7,800 5,000 0
IDPH – Local Health Protection 63,353 63,300 71,000 71,000
Illinois Tobacco Free Grant 47,887 37,000 32,000 25,000
Kid Care 8,755 8,000 10,500 10,500
Long Term Care License Fees 107,439 112,400 112,400 112,400
Patient Fees 41,212 41,200 41,200 41,200
Prostate Grant 7,000 7,000 7,000 7,000
Residential Care Homes Licenses 0 500 400 400
Skokie Contract 0 1,500 2,000 2,250
Summer Food Inspections 500 0 0 0
Tanning Facility Inspections 100 100 100 100
Teen Parent Services 7,400 10,000 10,000 15,000
Tuberculosis Grant 12,040 12,000 12,000 12,000
Vision & Hearing Grant 3,656 6,400 6,400 6,400
West Nile Virus 1,135 36,000 2,000 36,000
Total Revenues: $ 967,852 $ 1,098,175 $ 998,455 $ 1,104,505
Notes for Financial Summary
Public Health Administration (2408) is now budgeted in Health Services Administration (2407). Both revenues and
expenditures for grant related funds are being accounted for this year. This accounting change has affected the net
financials for the Health Department, which appears as highly inflated expenditures. It is important to note that these
expenditures (grant related) are offset by grant funding (revenue). The financial summary also represents a decrease
in the Child Residential Care Home fee; a result of closing the Brewer House.
City of Evanston
Health and Human Services Department
Performance Report on FY 2003-2004 Major Program Objectives
Department bioterrorism planning proceeded as anticipated. The first quarter of the fiscal year involved significant
local planning for the federal smallpox vaccination initiative. Ultimately two staff members were vaccinated, but the
program was halted in May. Staff continues to work with Illinois, Chicago, Cook County and other suburban health
departments to develop regional planning efforts to respond to bioterrorism. The Department also contributed
funding for a local test of a plan to establish a City radio signal. Following a successful test, establishment of the
signal was initiated.
Extensive public information efforts related to West Nile Virus were implemented and staff made presentations at a
variety of community forums. Staff applied larvicide at numerous community locations of standing water, and
assisted regional health officials in mosquito trapping and testing. In May, Evanston experienced Illinois' first ever
case of another mosquito borne illness - Eastern Equine Encephalitis. Department staff submitted dead birds for
testing and posted mosquito spraying and West Nile Virus updates on the City's web site on a regular basis.
The Department implemented a new beach water test consistent with other northern Illinois communities. As a result
of the testing, tbeaches were closed to swimming two days more than last year, resulting in a number of citizen and
media inquiries regarding water quality.
Infectious disease staff monitored the evolving Sudden Acute Respiratory Syndrome (SARS) situation in the first
quarter and worked with Northwestern University regarding students who were visiting affected parts of Asia. Staff is
currently working to implement new federal recommendations regarding SARS prevention.
The Human Services Committee approved a recommendation by the Commission on Aging to increase the income
eligibility for a reduced fee vehicle sticker and staff assisted the Collector's Office in the processing of applications for
the reduced fee sticker. The Human Services Committee conducted a hearing to consider a ban on all indoor
smoking in public places. The Human Services Committee also established a subcommittee/task force to examine
solutions to the problem of inappropriate student behavior and its impact on neighborhoods near the university.
Evanston's Continuum of Care for the Homeless was again ranked as one of the best in the country. Members of the
Evanston Homeless Task Force were asked by the U.S. Department of Housing and Urban Development to train
other communities on the elements of a good continuum.
2004-2005 Department Initiatives
• In conjunction with the Department of Parks, Forestry and Recreation, develop and distribute new public
information materials related to beach water quality and testing. Also, prepare and submit to the City Council a
report on beach water quality.
• Develop a comprehensive plan for utilizing new State funding for mosquito control and West Nile Virus
protection.
• Direct Evanston's participation in a new regional bioterrorism preparedness plan.
• Direct implementation of amendments to Evanston's Indoor Clean Air ordinance.
• Submit to the City Council and the Evanston Mental Health Board a report on local impact of the reorganization
of the Chicago United Way.
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.
FY 2004-2005 Objectives
• In conjunction with the Department of Parks, Recreation and Forestry, develop and distribute new public
information materials related to beach water quality and testing. Also, prepare and submit to the City Council a
report on beach water quality.
• Develop a comprehensive plan for utilizing new State funding for mosquito control and West Nile Virus
prevention.
• Direct Evanston's participation in a new regional bioterrorism preparedness plan.
• Direct implementation of amendments to Evanston's Indoor Clean Air Ordinance.
• Submit to the City Council and Evanston Mental Health Board, a report on local impact of the reorganization of
the Chicago United Way.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2003 -2004 2004 2005-
Appropriation Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 263,100 281,800
61055 TEMPORARY EMPLOYEES 19,000 19,000
61110 OVERTIME PAY 2,000 2,000
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 700 700
61625 AUTO ALLOWANCE 1,800 1,800
62185 OTHER CONSULTING SERVICES 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 2,900
62360 MEMBERSHIP DUES 1,400 1,600
62380 COPY MACHINE CHARGES 5,000 5,000
62520 OTHER CONTRACTUAL SERVICES 5,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 500 300
65555 PERSONAL COMPUTER EQUIPMENT 4,000 4,000
2407 HEALTH SERVICES ADMIN 331,900 357,000
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 2004-2005 Objectives
Implement an improved method for potable water testing as recommended by the EPA.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Blood Chemistries 222 205 200
Environmental-dairy & water tests 6,526 7,198 7,000
Hematology 680 700 700
Lead Testing 142 140 140
Urinalysis 530 530 530
STD Tests 3,156 2600 2600
HIV Antibody Blood Draw 1,056 900 900
Sickle Cell 69 65 65
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
LABORATORY SERVICES
2410
2003 -2004 2004 2005-
Appropriation Approved
2410 LABORATORY SERVICES
61010 REGULAR PAY 102,300 109,600
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 300 300
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 800 800
62272 OTHER PROFESSIONAL SERVICES 1,100
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,400 1,400
62360 MEMBERSHIP DUES 200 200
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65075 MEDICAL & LAB SUPPLIES 7,500 11,100
65095 OFFICE SUPPLIES 300 300
2410 LABORATORY SERVICES 126,100 139,100
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 subsqeuent 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 2004-2005 Objectives
• Increase childhood immunization compliance by 20% for all 1 year old FCM clients by January 2005.
• Increase the number of case managed families enrolled in WIC to 75% by January 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of Child Health clinic visits 470 175 185
Number of WIC clinic visits 200 60 50
Number of immunizations 3,500 1,100 1,500
Number of blood lead test 500 150 165
Number of children with elevated blood lead 100 15 20
Number of productive home visits 1,300 900 1,100
Number of vision and hearing screenings 7,850 6,500 6,600
Number of school physicals 120 168 180
Number of Adolescent Health Ed. Sessions 170 230 230
Number of Adolescent Participants 630 690 690
Consultation Visits 2150 1189 2378
Number of Family Planning Visits 1100 916 950
Number of Community Presentations 40 25 30
Number of Participants at Presentations 250 240 250
Number of Family case management referrals 900 852 875
FULL TIME EQUIVALENT POSITIONS 11 10 10
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FAMILY HEALTH
2415
2003 -2004 2004 2005-
Appropriation Approved
2415 FAMILY HEALTH
61010 REGULAR PAY 380,700 407,800
61050 PERMANENT PART-TIME 82,400 82,400
61110 OVERTIME PAY 7,500
61510 HEALTH INSURANCE 53,600 68,100
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,700 2,200
62210 PRINTING 600 600
62235 OFFICE EQUIPMENT MAINT 100 100
62245 OTHER EQMT MAINTENANCE 200 200
62272 OTHER PROFESSIONAL SERVICES 6,000
62295 TRAINING & TRAVEL 2,100 2,100
62320 TELEPHONE CHARGEBACKS 9,600 9,600
62355 LAUNDRY/OTHER CLEANING 300 300
62360 MEMBERSHIP DUES 300 300
62470 TEEN PEER EDUCATOR CONTR SVCS 30,000
62485 PATIENT CARE EXPENSES (HLTH DE 6,000
62520 OTHER CONTRACTUAL SERVICES 30,000
64540 TELECOMMUNICATIONS - WIRELESS 2,700
65010 BOOKS, PUBLICATIONS, MAPS 1,500 2,000
65020 CLOTHING 700
65025 FOOD 2,000 2,000
65075 MEDICAL & LAB SUPPLIES 19,500 22,000
65095 OFFICE SUPPLIES 1,600 1,600
65110 RECREATION SUPPLIES 1,400 1,400
65555 PERSONAL COMPUTER EQUIPMENT 2,300 2,300
2415 FAMILY HEALTH 596,500 652,500
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 is also provided.
FY 2004-2005 Objectives
Increase the number of clients who begin and complete Hepatitis B vaccine series by 35% from the previous year by
January 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of AIDS presentations 10 2 4
Number of partricipants at AIDS presentation 350 270 300
Number of STD visits (total) 800 960 1,000
Number of STD treatment visits 470 530 600
Number of Gonorrhea cases reported 40 200 240
Number of Syphilis cases reported 30 50 65
Number of Chlamydia cases reported 80 370 400
Number counseled/tested for HIV 1,250 875 900
Number positive for HIV 3 5 6
Number of new AIDS cases 5 0 0
Number of TB clinic visits 250 275 280
Number of TB skin tests 1200 910 950
Number of CD Epidemiological investigations 350 110 175
FULL TIME EQUIVALENT POSITIONS 4 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
INFECTIOUS DISEASE CONTROL
2420
2003 -2004 2004 2005-
Appropriation Approved
2420 INFECTIOUS DISEASE CONTROL
61010 REGULAR PAY 137,200 147,000
61050 PERMANENT PART-TIME 65,100 65,100
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62210 PRINTING 500 500
62235 OFFICE EQUIPMENT MAINT 100 100
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 3,200 3,200
62485 PATIENT CARE EXPENSES (HLTH DE 5,000
62520 OTHER CONTRACTUAL SERVICES 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 200
65075 MEDICAL & LAB SUPPLIES 1,500 2,000
65095 OFFICE SUPPLIES 800 800
2420 INFECTIOUS DISEASE CONTROL 232,900 249,200
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 2004-2005 Objectives
An Evanston Dental Health Community Needs Assessment was completed in 2003. Results showed that many
parents do not understand why dental sealants are an important part of each child's preventive dental services plan.
Therefore, Dental services staff will educate at least 200 parents/ guardians of Evanston school children about the
benefits of dental sealants by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Number of clients registered at the clinic 1,669 1,700 1,700
2. Number of preventive visits 2,310 2,300 2,300
3. Number of restorative visits 1,445 1,200 1,200
4. Number of sealants applied 928 750 750
5. Number of dental health education programs 67 75 75
6. Number of dental health education participants 762 800 800
FULL TIME EQUIVALENT POSITIONS 3.4 3.3 3.3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
DENTAL SERVICES
2425
2003 -2004 2004 2005-
Appropriation Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 57,700 61,800
61050 PERMANENT PART-TIME 88,000 88,000
61110 OVERTIME PAY 6,200
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 100
62245 OTHER EQMT MAINTENANCE 600 600
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 1,800 1,800
62360 MEMBERSHIP DUES 100 100
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65075 MEDICAL & LAB SUPPLIES 16,000 16,000
65095 OFFICE SUPPLIES 500 500
65555 PERSONAL COMPUTER EQUIPMENT 800 800
65620 OFFICE MACH. & EQUIP.2,200 2,200
2425 DENTAL SERVICES 180,400 193,900
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 2004-2005 Objectives
Expand outreach efforts in providing flu/pneumonia vaccination to a greater number of vulnerable minority persons by
January 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of adults in cardiovascular screening 600 300 325
Number receiving HTN screening 600 300 325
Number receiving cholesterol screening 800 300 325
Number receiving flu/pneumonia vaccine 2,200 1,700 1,850
Number of long term care licensure reviews by the
Evanston Health Dept.
11 11 11
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ADULT HEALTH
2430
2003 -2004 2004 2005-
Appropriation Approved
2430 ADULT HEALTH
61010 REGULAR PAY 98,300 105,300
61050 PERMANENT PART-TIME 25,900 25,900
61065 SPECIAL PROJECT EMPLOYEES 9,200 9,200
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 1,800
62185 OTHER CONSULTING SERVICES 22,000
62210 PRINTING 200 200
62235 OFFICE EQUIPMENT MAINT 100 100
62272 OTHER PROFESSIONAL SERVICES 22,000
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 3,600 3,600
62360 MEMBERSHIP DUES 400 400
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65075 MEDICAL & LAB SUPPLIES 18,000 18,000
65095 OFFICE SUPPLIES 700 700
2430 ADULT HEALTH 191,300 203,300
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. Reinspections are
made when necessary to assure compliance with applicable ordinances. All suspected cases of foodborne illness
are investigated to determine the cause and prevent a reccurrence. 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 enforce the Evanston Indoor Clean Air Act and the Adolescent
Tobacco Act licensing tobacco retailers and prohibiting the sale of tobacco to adolescents under 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 2004-2005 Objectives
• Reduce vector mosquito breeding sources by planning and providing at least one tire cleanup project by
November, 2004.
• By February, 2005, evaluate the food safety education programs offered and make any needed changes.
• Increase the early detection of prostate cancer by providing at least five education and screening activities by
February, 2005.
• Promote tobacco cessation among youth and adults by providing at least three one-night Stop Smoking
seminars in addition to the six-night Quit Smoking clinics by February, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of youth participating in tobacco prevention activities 3,000 3,000 3,000
Number of persons in cessation activities 120 120 120
FULL TIME EQUIVALENT POSITIONS 6 6.30 6.30
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2003 -2004 2004 2005-
Appropriation Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 304,700 326,400
61050 PERMANENT PART-TIME 9,200 28,500
61110 OVERTIME PAY 2,800 12,000
61510 HEALTH INSURANCE 35,500 45,000
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 500 500
62185 OTHER CONSULTING SERVICES 3,000
62210 PRINTING 1,600 1,600
62272 OTHER PROFESSIONAL SERVICES 3,000
62295 TRAINING & TRAVEL 600 1,000
62305 RENTAL OF AUTO-FLEET SER 15,700 15,700
62320 TELEPHONE CHARGEBACKS 3,800 3,800
62360 MEMBERSHIP DUES 500 1,900
62495 LICENSED PEST CONTROL SERVICES 1,500
62505 INSTRUCTOR SERVICES 1,200
62520 OTHER CONTRACTUAL SERVICES 29,700
62605 OTHER CHARGES 29,700
64540 TELECOMMUNICATIONS - WIRELESS 3,000
65010 BOOKS, PUBLICATIONS, MAPS 1,900 700
65045 LICENSING/REGULATORY SUPP 300 500
65070 OFFICE/OTHER EQT MTN MATL 2,000
65080 MERCHANDISE FOR RESALE 400 3,600
65090 SAFETY EQUIPMENT 400 400
65095 OFFICE SUPPLIES 1,400 1,400
65125 OTHER COMMODITIES 800 800
65620 OFFICE MACH. & EQUIP.600 600
2435 FOOD AND ENVIRONMENTAL HEALTH 414,000 485,400
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
occuring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body.
FY 2004-2005 Objectives
Evaluate the need for multiple language Birth Certificate request forms, and implement multi-lingual certificate
program if necessary.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of registered births 4,895 4,900 4,900
Number of registered deaths 1,383 1,200 1,300
Number of certified copies issued 48,721 40,000 42,000
FULL TIME EQUIVALENT POSITIONS 2 2 2
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
VITAL RECORDS
2440
2003 -2004 2004 2005-
Appropriation Approved
2440 VITAL RECORDS
61010 REGULAR PAY 81,700 87,500
61060 SEASONAL EMPLOYEES 1,100 1,100
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 200 200
62235 OFFICE EQUIPMENT MAINT 200 200
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,400 1,400
62335 DATA PROCESSING SERVIC 2,500 5,000
62520 OTHER CONTRACTUAL SERVICES 4,000 4,000
65095 OFFICE SUPPLIES 1,500 1,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
2440 VITAL RECORDS 104,800 116,300
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
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.
Strengthening Early Education and Development (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 Project SEED. The goal of SEED 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, SEED will implement The Incredible Years 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 SEED 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 is the primary investigator for the SAMHSA grant with the responsibility for organizing and coordinating the
SEED Community Advisory Council.
FY 2004-2005 Objectives
Cook County Lead-Based Paint Hazard Control Grant:
1. Expand rehabilitation programs to control lead-based paint hazards in income eligible privately owned housing
where there is the most need.
2. Maximize rehabilitation in low-income housing units where children are located. Priority will be given to units with
mitigation/abatement notices where there are children with elevated blood lead levels.
3. Continuing the outreach efforts in providing housing rehabilitation to 28 low-income families of children with
elevated blood lead levels.
Strengthening Early Education and Development (SEED):
1. By June 30, 2004, provide training for 50 teachers from Evanston’s child care centers and classrooms in The
Incredible Years (TIY) classroom curriculum.
2. By June 30, 2004, provide 12-week parent training groups in the TIY curriculum for 90 parents of children ages 3-5
years old, and who are enrolled in Evanston’s public and private child care centers.
3. By June 30, 2004, in conjunction with trained teachers, implement the TIY curriculum in public and private child
care centers and classrooms for at least 160 children ages 3-5 years old.
4. By October 30, 2004, through SEED’s research design, demonstrate statistically significant positive outcomes in the
lives of the individuals who have received the TIY training and curriculum during Year 2 of the SAMHSA grant.
CITY OF EVANSTON
HUMAN SERVICES
2445
2003 -2004 2004 2005-
Appropriation Approved
62490 OTHER PROGRAM COSTS 124,100
65126 BIOTERRORISM GRANT EXPENSES 90,000
65127 LEADPAINT HAZARD GRANT EXPENSE 354,600
65128 SEED GRANT EXPENSES 360,000
66125 SERVICES BILLED OUT 535,000-
67145 METROPOLITAN FAMILY SERVI 362,600
Grand Total(s)48,300-804,600
City of Evanston
Community Intervention Services
Expenditures as a % of 2005 General Fund Budget
0.34%
Three Year Fiscal History
$217,634
$267,600$217,634
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Director
Health & Human
Services
Secretary Clerk II
Comm. Intervention
Services Coordinator
Administrative
Assistant
Outreach
Specialist
Inclusion
Specialist
City of Evanston
Community Intervention Services
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2450 – Community Intervention 217,634 258,000 255,000 267,600
Total Expenditures: $ 217,634 $ 258,000 $ 255,000 $ 267,600
Performance Report on FY 2003-2004 Major Program Objectives
The Division continued to support the language program throughout city departments, which will assist residents who
are limited-English proficient. The Division assisted city departments in completion of their self-evaluation
questionnaires, meeting ADA Compliance.
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 servcies desgined 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 coordinate City responses to persons with
disabilities, including an Adaptive Device Program, and monitoring City compliance with the Americans With
Disablilites 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),
and the Cook County Lead Prevention Program.
FY 2004-2005 Objectives
• Expand outreach efforts to the Disabled community working closely with the Citizen's Advisory committee on
ADA Compliance.
• Develop and implement a Language Program throughout City Departments, which will assist residents who are
limited-English proficient.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Applications for assistance 1,919 1,500 1,500
Total households assisted 12,000 6,000 6,000
SPIN and Wraparound Mtgs for Interagency
intervention and case plans.
10 10 10
Referrals to Different agencies 550 600 700
Homeless Task Force 7 12 12
ADA Committee 7 12 12
BSPE (Bilingual Service Providers Exchange 6 6 6
FULL TIME EQUIVALENT POSITIONS 2 3.60 3.60
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMUNITY INTERVENTION SVCS
2450
2003 -2004 2004 2005-
Appropriation Approved
2450 COMMUNITY INTERVENTION SVCS
61010 REGULAR PAY 90,300 96,700
61060 SEASONAL EMPLOYEES 1,900 1,900
61510 HEALTH INSURANCE 11,800 15,000
61615 LIFE INSURANCE 300 300
62210 PRINTING 300 300
62235 OFFICE EQUIPMENT MAINT 100 100
62275 POSTAGE CHARGEBACKS 900 900
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 6,100 6,100
62360 MEMBERSHIP DUES 100 100
62380 COPY MACHINE CHARGES 1,000 1,000
62520 OTHER CONTRACTUAL SERVICES 143,000
62605 OTHER CHARGES 143,000
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 700 700
65620 OFFICE MACH. & EQUIP.900 900
68205 CONTINGENCIES 200 200
2450 COMMUNITY INTERVENTION SVCS 258,000 267,600
City of Evanston
Mental Health Board and Community Purchased Services
Expenditures as a % of 2005 General Fund Budget
1.31%
Three Year Fiscal History
$1,016,900 $1,024,200
$1,066,251
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Director
Health & Human
Services
Secretary
Clerk III Mental Health
Director
Secretary II
City of Evanston
Mental Health Board and Community Purchased Services
Financial Summary
Notes for Financial Summary
The FY 04/05 appropriation for Community Purchased Services includes what were previously two separate budget ele-
ments: Mental Health Board’s (MHB) Purchased Service Allocations and the City of Evanston’s Community Purchased Ser-
vices. Last year, the City Council consolidated both of these into the Community Purchased Services (2460) Budget Ele-
ment. As a result, the MHB is now responsible for the oversight, evaluation, monitoring and recommendation of allocations
for all of the City of Evanston’s General Revenue Funds that support broad based human services, both for mental health
and general social service issues.
The Mental Health Board is supporting 27 programs in 18 agencies with FY 04/05 funds.
Performance Report on FY03-04 Objectives
Agency Monitoring and Allocation Process:
The Mental Health Board (MHB) implemented a new consolidated funding process, assuming responsibility for nine addi-
tional programs. The MHB members monitored 17 funded agencies: each MHB member served as an Agency Liaison for
regular contact with one or two agencies; monthly statistical reports were received about each funded program; narrative
program reports were received quarterly. In addition, the MHB met with each of the six agencies that were funded for the
first time in FY03-04 by the MHB as a result of the funding consolidation, in order to conduct an in-depth review of the ser-
vices that were being funded. In the last fiscal year, the MHB funded programs that provided services to 9405 unduplicated
Evanston individuals and families; 85% of these individuals were low-income.
Community Education:
The MHB and the Evanston Child & Adolescent Local Area Network organized and sponsored “Community Responses to
Truancy: Engaging Students in Schools,” a taped national videoconference; a live panel discussion that explored the causes
and broad effects of truancy; and considered community efforts to develop collaborative intervention strategies. More than
50 people from the schools, the Courts, the Police Department, and social service agencies participated.
The MHB sponsored the Second Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference “From Confu-
sion towards Clarity, Mapping the World of Mental Health Services.” More than 200 consumers, family members and pro-
fessionals participated.
The MHB in conjunction with the Commission on Aging and twenty social service organizations cosponsored the fifth annual
“Aging Well: Choices and Myths” about mental health issues for older adults. Approximately 120 people attended the con-
ference.
Community Planning:
• Oversight for the implementation of Project 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. SEED is also targeting and training the parents and teachers of these children. The City subcontracts
with Metropolitan Family Services to implement and coordinate SEED. The project is being run as a partnership with
School District #65 and the Childcare Network of Evanston.
• Coordination of the planning, development, and implementation of an emergency mental health responders network for
the community.
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2455 - Mental Health Administration 101,283 105,000 105,000 113,300
2460 - Community Purchased Services 882,491 828,900 808,000 828,900
2525 - Homeless Services 82,477 83,000 70,000 82,000
Total Expenditures: $ 1,066,136 $ 1,016,900 $ 983,000 $ 1,024,200
City of Evanston
Mental Health Board and Community Purchased Services
2455 – Mental Health Board
2460 – Community Purchased Services
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 this by working for
system improvement, supporting and defending those residents with special needs, and educating the community
about important mental health issues.
The MHB's enabling legislation indicates that it is responsible for ensuring that there are effective mental health pro-
grams in Evanston for people who have, or are at risk of having, mental and emotional disorders or problems, devel-
opmental disabilities, and/or substance abuse problems. These programs and services shall be available to all
Evanston residents regardless of ability to pay. In the summer of 2002, the MHB assumed additional responsibility
for the City of Evanston’s 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, effec-
tive and responsive to the needs of Evanston's residents. 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
services 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 2004-2005 Objectives
• By July 2004, to have evaluated and revised the Mental Health Board’s funding criteria, and to have incorporated
funding priorities that include both mental health and broad based human service issues.
• By July 2004, to have evaluated and revised the Mental Health Board’s funding process for FY04-05, and to
have begun the implementation of changes for new criteria for performance outcome measures.
• By February 2005, to have organized and provided at least four community-wide educational presentations re-
lated to contemporary MHB-related issues.
• By February 2005, to have monitored monthly the MHB-funded agencies’ use of City tax dollars by visiting pro-
gram sites; meeting with agency staff; and attending agency board meetings.
• By December 2005, to have completed an update of the directory of community services and distributed it as a
printed document as well as through an online version of the City web page.
City of Evanston
Mental Health Board and Community Purchased Services
2455 – Mental Health Board
2460 – Community Purchased Services
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
MENTAL HEALTH ADMINISTRATION - 2455
1. Meetings organized and facilitated for the network of
mental health providers
12 14 30
2. MHB Liaison meetings with funded agencies --- --- 72
3. Services provided for families and individuals
through crisis intervention, information and referrals
and staffings
102 53 150
4. Community-wide educational presentations 1 5 4
5. Contracts with purchased service agencies negoti-
ated, developed and monitored
21 17 18
6. Residential care home licensing reviews imple-
mented
1 4 3
FULL TIME EQUIVALENT POSITIONS 1.5 1.5 1.5
COMMUNITY PURCHASED SERVICES –2460
(Evanston Individuals Served)
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
BEHIV
Comprehensive Case Management 29 22 30
Wellness/Supportive Services 9 11 NA
Mental Health 7 7 10
Educational Outreach NA 1094 750
Child Care Center of Evanston
Home Day Care 144 128 130
Childcare Network of Evanston
Project HELP 49 72 65
City Wide Scholarships 92 106 55.
Connections for the Homeless
Substance Abuse Case Manager 49 26 60
Entry Point 99 118 100
Dimensions
MISA Collaboration 36 34 36
Evanston Community Defender
Social Work Services 85 90 105
Legal Services 102 105 132
Family Focus
Primary Prevention 875 1367 1380
Pregnant and Parenting Teen 121 138 140
City of Evanston
Mental Health Board and Community Purchased Services
2455 – Mental Health Board
2460 – Community Purchased Services
Housing Options
Residential Services 15 15 15
SHIP 12 13 10
Infant Welfare Society
Teen Baby Nursery 60 67 68
Legal Assistance Foundation of Metro Chicago
Evanston Legal Services 555 520 550
Metropolitan Family Services
Family Support/Prevention (families served) 18 35 36
Family Services 1218 1226 800
North Shore Senior Center
Evanston/Skokie Valley Senior Services 2236 2205 2210
PEER Services
Adolescent Treatment 99 98 90
Adult Treatment 102 114 115
Youth Early Intervention 170 138 150
SHORE Community Services
Lois Lloyd Center 37 31 32
DD Residential Services 33 33 33
Thresholds
Thresholds Transitions 40 NA 50
Trilogy
Evanston Psychosocial Activities Program 45 32 35
Youth Job Center
Job Readiness, Training and Placement 948 1089 1200
Y.O.U.
Youth Development 811 471 500
TOTALS 8056 9405 8837
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMIN
2455
2003 -2004 2004 2005-
Appropriation Approved
2455 MENTAL HEALTH PROGRAM ADMIN
61010 REGULAR PAY 83,300 89,200
61510 HEALTH INSURANCE 8,900 11,300
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 600 600
62275 POSTAGE CHARGEBACKS 1,500 1,500
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,300 1,300
62360 MEMBERSHIP DUES 1,500 1,500
62380 COPY MACHINE CHARGES 4,000 4,000
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65095 OFFICE SUPPLIES 800 800
65555 PERSONAL COMPUTER EQUIPMENT 1,800 1,800
68205 CONTINGENCIES 300 300
2455 MENTAL HEALTH PROGRAM ADMIN 105,000 113,300
CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2003 -2004 2004 2005-
Appropriation Approved
2460 COMMUNITY PURCHASED SERVICES
67010 CHILDCARE NETWORK OF EVANSTON 130,700 130,700
67015 PEER SERVICES 71,800 72,800
67025 DIMESIONS - PEER SERVICES 61,000 61,000
67030 FAMILY FOCUS 42,000 42,000
67040 LGL ASSIST FNDTN OF METRO CHGO 44,000 34,600
67045 Y.O.U.90,400 90,400
67050 COMMUNITY DEFENDER OFFICE 46,000 46,600
67065 HOUSING OPTIONS 22,400 22,400
67070 SHORE COMMUNITY SERVICES 43,000 43,000
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 28,300 26,000
67125 INFANT WELFARE SOCIETY 80,000 80,000
67130 BETTER EXISTENCE WITH HIV 11,700 8,000
67140 NORTH SHORE SENIOR SERVICES 31,900 32,900
67145 METROPOLITAN FAMILY SERVICES 93,200 96,000
67155 THRESHOLDS 10,000
2460 COMMUNITY PURCHASED SERVICES 828,900 828,900
City of Evanston
Mental Health Board and Community Purchased 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 assosciated with the repairs and
maintenance of the shelter, and (f) shelter rent.
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 counsler. 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. The Director of the Hospitality Center is also responsible for coordination of afternoon
warming centers during the winter months. Emergency Shelter Grant Program funds will support the general
operating expenses of the Hospitality Center and the salary of the employment counsler.
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 2004-2005 Objectives
• To provide emergency and transitional shelter at Hilda's Place, a minimum of 12 hours per night, seven days a
week, 365 days a year.
• To provide daytime shelter to overnight guests from Hilda's Place and Entrypoint.
• To provide assistance with and access to resources for employment, education and social services.
• To provide coordination for the activities of the afternoon warming shelters that are fun by various local
community churches.
• To provide supportive services, including comprehensive case management, substance abuse counseling,
mental health counseling, psychiatric evaluation, housing placement, vocational assistance, active job
placement, computer training, access to Internet Services and life skills training.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Persons Served at:
Connections for the homeless 403 450 200
EEAC 350 350 375
Youth Job Center 30 59 65
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HOMELESS SERVICES
2525
2003 -2004 2004 2005-
Appropriation Approved
2525 HOMELESS SERVICES
67105 YOUTH JOB CENTER 10,000
67110 CONNECTIONS FOR THE HOMELESS 66,200 66,000
67115 EVAN EC ACT CN-HOMELESS 16,800 6,000
2525 HOMELESS SERVICES 83,000 82,000
City of Evanston
Commission on Aging
Three Year Fiscal History
$302,700
$309,000
$263,864
$240,000
$250,000
$260,000
$270,000
$280,000
$290,000
$300,000
$310,000
$320,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.40%
Director
Health & Human
Services
Secretary
Clerk III Commission on
Aging
Long Term Care
Representative
City of Evanston
Commission on Aging
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2530 – Commission on Aging 88,944 90,300 90,300 96,600
2535 – Subsidized Taxi Program 174,920 212,400 200,000 212,400
Total Expenditures: $ 263,864 $ 302,700 $ 290,300 $ 309,000
Revenues:
Long Term Care Ombudsman 16,894 17,800 18,000 19,000
Participant Contributions 64,332 55,000 62,000 55,000
Total Revenues: $ 81,226 $ 72,800 $ 80,000 $ 74,000
Notes for Financial Summary
Subsidized taxicab program usage continues to increase, providing increases in program revenue as well as cost to
the City.
Performance Report on FY 2003-2004 Major Program Objectives
Staff met with other City departments and social service agencies to discuss the housing assistance each entity
provides, and to identify gaps in service and plan seminars for citizens and professionals regarding predatory lending
and home preservation resources. Outreach materials with information about existing programs and resources have
been developed and distributed throughout the community. Requests for assistance have increased with the
distribution of these educational materials. Seminars for the coming year will be scheduled.
Staff and commission interns reveiwed existing yard work programs sponsored by nearby municipalities and met with
several volunteer and youth organizations to develop a yard work component to the Handyman Program. Requests
for volunteers to assist with leaf raking and snow shoveling have been included in City publications and in local
newspapers.
Regular office hours will be established at the Levy Senior Center prior to the end of the calendar year.
Commission members have begun to address accessibility issues during discussions of existing and proposed
programs. Issues that should be dealt with by the ADA Committee are conveyed to that committee by a Commission
member who serves on the committee.
City staff monitor and respond to all complaints about taxicab service on the day that they are received. Complaints
are investigated by speaking to the rider, the driver and the taxicab company. Drivers are disciplined as indicated
and based on the severity of the complaint. Informal surveys of program users indicate that driver responsiveness
and courtesy have improved. A taxicab program user was recently identified who is willing to participate in the cab
driver training program, and a taxicab program user is represented on the Taxicab Advisory Board.
2004-2005 Department Initiatives
• Continue to improve driver courtesy and responsiveness in order to better serve the program participants.
• Effectively staff regular office hours at the Levy Senior Center.
• Continue to evaluate program effectiveness and identify areas for improvement and further outreach.
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 2004-2005 Objectives
• Coordinate the planning and scheduling of public forums and the distribution of materials describing community
and long-term care resources, including housing preservation options, with other City Departments and
community agencies by April 2004.
• Work with local pharmacies to develop a medication delivery program to senior housing buildings by April 2004
• Develop the yard work component of the Handiman Program to include assistance with bush trimming, weed
removal and grass mowing by May 2004.
• Develop an all purpose eligibility card for all Commission sponsored programs by June 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Callers given information, assistance or referrals 1,500 1,500 1,600
In-home assessments of at-risk seniors 69 70
Long-term care facility residents assisted 1,700 1,700 2,000
Long-term care facility resident complaints handled by
the Ombudsman Program
113 115 120
Handyman visits 129 130 130
FULL TIME EQUIVALENT POSITIONS 1.5 1.5 1.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMISSION ON AGING
2530
2003 -2004 2004 2005-
Appropriation Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 68,600 73,500
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 8,900 11,300
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 600 600
62272 OTHER PROFESSIONAL SERVICES 300
62275 POSTAGE CHARGEBACKS 2,100 2,100
62295 TRAINING & TRAVEL 100 100
62320 TELEPHONE CHARGEBACKS 1,900 1,900
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,200 2,200
62520 OTHER CONTRACTUAL SERVICES 2,800
62605 OTHER CHARGES 3,100
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 500 500
2530 COMMISSION ON AGING 90,300 96,600
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 mobility limited residents. 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 2004-2005 Objectives
Work with the staff of the City Collector's Office to monitor the effectivenss of the driver training program and the
complaint process by July 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Total persons registered 2,163 2,400 2,500
New registrations in fiscal year 161 170 175
Average number of trips per day 96 107 115
Coupon activity:
Number of coupons sold 32,166 34,000 36,000
Number of coupons redeemed 35,054 39,000 42,000
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2003 -2004 2004 2005-
Appropriation Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 800 800
62380 COPY MACHINE CHARGES 1,500 1,500
62695 COUPON PMTS-CAB SUBSIDY 210,000 210,000
65095 OFFICE SUPPLIES 100 100
2535 SUBSIDIZED TAXICAB PROGRM 212,400 212,400
City of Evanston
Public Works Director
Public Works
Director
Municipal Service
Center - Custodian
Engineering
Sr. Engineer
Traffic
Engineering
Executive
Secretary
Deputy Director
Public Works
Streets &
Sanitation & Admin.
Parking Systems
Mgmt.
Water / Sewer
Three Year Fiscal History
$378,300
$460,500
$543,093
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.59%
City of Evanston
Public Works Director
Financial Summary
Expenditures:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
2605 – Director of Public Works 150,610 135,200 140,000 192,500
2610 – Municipal Service Center 392,483 243,100 243,100 268,000
Total Expenditures: $ 543,093 $ 378,300 $ 383,100 $460,500
Notes for Financial Summary
The Director of Public Works (2605) expenditure line reflects the transfer in of the executive secretary from Traffic
Engineering (2630).
Performance Report on FY 2003-2004 Major Program Objectives
• Provided training sessions for AFSCME supervisors.
• Revised 5-year street paving plan to include changes in original program and to add a year to make it a "rolling"
• 5-year plan.
• Assisted with the expansion of the special assessment alley paving program by modifying assessment
techniques, increasing marketing efforts, and using other funding sources. About 20 alleys are planned for 2004
compared to nine in 2003.
• Continued as participant in the process to review the proposed Sherman Avenue garage.
• Applied for and received a five-year extension of the IEPA permit to operate the James Park compost facility.
• Coordinated the construction of the Lee Street cul-de-sac project using a combination of public works
crews/equipment and private contractors (and a combination of public and private funding).
• Completed an inventory of all alleys (dimensions, surface type and condition, etc.) to develop a priority system
for repair and improvement.
2004-2005 Department Initiatives
• Attempt to coordinate with both school districts to develop a program to improve the condition of sidewalks near
schools and to construct new walks where there are none. We will also investigate sidewalk needs in areas
other than around schools.
• Develop more efficient routings for snow removal, garbage collection, and street cleaning by purchasing and
using a GPS-based location system on City vehicles and equipment.
• Continue to coordinate utility construction with street repaving to avoid damage to newly-paved streets.
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 2004-2005 Objectives
• To coordinate with both school districts to develop a program to improve the condition of sidewalks near schools
and to construct new walks where there are none.
• To work with the Superintendent of Streets and Sanitation to develop more efficient routings for snow removal,
garbage collection, and street cleaning by purchasing and using a GPS-based location system.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Flood and Pollution Control Meetings 6 6 6
Meetings/Hearings of Board of Local Improvements 20 25 35
Parking Committee Meetings 11 11 11
Supervisor Training Sessions 10 10 10
FULL TIME EQUIVALENT POSITIONS 1 1 2
Approved Adjustments in 2004-2005 Budget
Includes transfer of Executive Secretary from Traffic to this element
CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2003 -2004 2004 2005-
Appropriation Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 109,700 169,800
61510 HEALTH INSURANCE 5,900 15,000
61615 LIFE INSURANCE 300 500
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 12,100
62320 TELEPHONE CHARGEBACKS 3,000 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 500 500
2605 DIRECTOR OF PUBLIC WORKS 135,200 192,500
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 2004-2005 Objectives
• Complete computer inventory program of all items in the first floor warehouse by January.
• Complete construction of replaced Salt Dome.
• Complete installation of protective ballards around all doorways.
• Continue preventative maintenance program for the parking deck.
• Complete installation of phase 3 (Bldg A ) security door lock system by December.
• Complete exterior building painting project.
• Complete replacement of steel exterior doors with fiberglass doors.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Conduct annual exterior storage bin 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 annual cleanup 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
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2003 -2004 2004 2005-
Appropriation Approved
2610 MUNICIPAL SERVICE CENTER
61050 PERMANENT PART-TIME 37,200 39,800
62205 ADVERTISING 400
62225 BLDG MAINTENANCE SERVICES 40,000 23,000
62245 OTHER EQMT MAINTENANCE 1,500
62305 RENTAL OF AUTO-FLEET SER 5,600 5,600
62320 TELEPHONE CHARGEBACKS 500 500
62375 RENTALS 1,000 1,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 5,500
62425 ELEVATOR CONTRACT COSTS 4,000
62440 OVERHEAD DOOR CONTRACT COSTS 20,000
62446 ROOF REPAIR CONTRACTUAL SVCS 3,000
62518 SECURITY/ALARM CONTRACTS 5,000
62520 OTHER CONTRACTUAL SERVICES 25,000
64005 ELECTRICITY 3,600 3,600
64015 NATURAL GAS 41,600 41,600
65005 AGRI/BOTANICAL SUPPLIES 2,500 5,000
65020 CLOTHING 34,700 38,000
65040 JANITORIAL SUPPLIES 5,500 6,000
65050 BLDG MAINTENANCE MATERIAL 15,000 15,000
65090 SAFETY EQUIPMENT 22,700 41,800
65095 OFFICE SUPPLIES 500 500
65625 FURNITURES & FIXTURES 7,200 7,000
68205 CONTINGENCIES 500 200
2610 MUNICIPAL SERVICE CENTER 243,100 268,000
City of Evanston
City Engineering Department
Public Works
Director
Engineering
Sr. Engineer
Executive
Secretary
Deputy Director
Public Works
Executive Secretary
Engineering Associate Civil Engineer III
Civil Engineer II (3) Civil Engineer I
Three Year Fiscal History
$608,600
$815,800
$572,259
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
1.04%
City of Evanston
City Engineering Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2620 – E.D.O.T. Administration 0 0 0 183,900
2625 - Engineering 572,259 608,600 609,000 631,900
Total Expenditures: $ 572,259 $ 608,600 $ 609,000 $ 815,800
Notes for Financial Summary
Evanston Department of Transportation (E.D.O.T.) is a new business unit that is being used for expenses related to
management of the engineering department.
Performance Report on FY 2003-2004 Major Program Objectives
The Engineering Section administered and supervised the field construction of all Motor Fuel Tax and General
Obligation Bond funded construction projects, including streets, sewer and water main system, alleys, signals and
street lights. This division also completed Community Development Block Grant and Special Assessment
construction projects which include sidewalk and ADA ramps. The Engineering Section furnished engineering
services for other City Departments, oversaw construction involving the public right-of-way, and also coordinated the
Block and 50/50 Sidewalk and Curb Replacement Programs.
The Engineering Section attended meetings with technical personnel from other communities on behalf of the City.
Additionally, this Section investigated and coordinated various funding sources to improve City infrastructure. The
Engineering Section also monitored major roadway and bridge construction projects which were Federally funded.
These projects included the Asbury Bridge reconstruction and McCormick Boulevard reconstruction. This Section
has also reviewed and approved several private development project plans and reviewed and coordinated utility
permits for Com-Ed, NICOR, Ameritech and other utility companies.
2004-2005 Department Initiatives
The Engineering Section has plans to fund, monitor, and complete the following programs in FY 04/05:
• Spot sewer repair and sewer replacement project
• Street resurfacing program
• Isabella street resurfacing/reconstruction project
• 50/50 Sidewalk program
• Block curb & sidewalk program
• Alley paving program
• ADA ramps program
• Asbury Avenue Bridge Study - Phase III Construction
• Watermain installation project on Main and Lee Street
• McCormick Blvd. - Phase II Engineering
• Signal upgrades at two intersections
• Bi-annual bridge inspections
City of Evanston
City Engineer
2620 – Division of Transportation
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 ticket processing, parking
enforcement, and school crossing guards. The engineering section administers and supervises the field construction
of all Motor Fuel Tax, General Fund, Community Development Block Grant and Special Assessment construction
projects. The traffic engineering section performs engineering work to assist with the planning, implementation and
monitoring of traffic engineering projects. The traffic signs section installs, maintains, replaces and removes all traffic
signs, all regulatory, warning and guide signs on the right-of-way as necessary. The sign section also supervises or
installs pavement markings and performs traffic control at special events. The traffic signals and street light
maintenance section performs routine maintenance and repairs and replaces all components of the signals and street
lights as needed. The parking ticket proocessing section is responsible for processing parking tickets issued by hand
and by computerized ticketwriting equipment. The parking enforcement section is responsible for enforcement of the
parking ordinances throughout Evanston. The crossing guard section assigns guards to major intersections to
ensure the safe crossing of school children. The Evanston Department of Transportation Administration section
includes the Deputy Director of Public Works and an executive secretary.
FY 2004-2005 Objectives
• Oversee implementation of the Division's major projects, including the street light upgrade project, the Ridge-
Green Bay island reconstruction, the Central-Crawford-Gross Point signal reconstruction, and three signals on
Chicago Avenue.
• Oversee engineering on the Chicago Avenue CMAQ project and the final design and implementation of the
CMAQ-funded bike plan
• Coordinate engineering and construction of the expanded alley paving program.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Board of Local Improvements meetings and hearings 20 25 35
Parking Committee meetings 11 11 11
FULL TIME EQUIVALENT POSITIONS 0 0 2
Approved Adjustments in 2004-2005 Budget
This element was formerly carried as part of Engineeiing, but is now shown as the element responsible for the
supervision of the division, which includes enginerring as well as parking and traffic.
CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2003 -2004 2004 2005-
Appropriation Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 154,400
61510 HEALTH INSURANCE 14,000
61615 LIFE INSURANCE 400
62305 RENTAL OF AUTO-FLEET SER 12,100
64540 TELECOMMUNICATIONS - WIRELESS 3,000
2620 E.D.O.T. ADMINISTRATION 183,900
City of Evanston
City Engineer
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 watermain projects; manages street lighting projects and furnishes
engineering services for other City Departments (as required); oversees construction involving the public right-of-way,
coordinates the Block and 50/50 Sidewalk and Curb Replacement Programs, and attends meetings with technical
personnel from other communities on behalf of the City. This division 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 and utility permits.
FY 2004-2005 Objectives
• Spot sewer repair and sewer replacement project
• Street resurfacing Program
• Isabella street resurfacing/reconstruction project
• 50/50 Sidewalk program
• Block curb & sidewalk program
• Alley paving program
• ADA ramps program
• Asbury Avenue Bridge Study - Phase III Construction
• Watermain installation project
• McCormick Blvd. - Phase III Construction
• Bi-annual bridge inspections
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Plans and specifications ready to bid for various
projects by April to May - Percentage.
100 100 90
Construction Progress by October in Percentage 90 90 90
Various Street Resurfaing as per five-year plan -
Percentage
100 100 100
Special Assessment Alley Paving - No. of Alleys 3 9 10
FULL TIME EQUIVALENT POSITIONS 9 9 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ENGINEERING
2625
2003 -2004 2004 2005-
Appropriation Approved
2625 ENGINEERING
61010 REGULAR PAY 464,600 451,700
61055 TEMPORARY EMPLOYEES 2,000 2,000
61110 OVERTIME PAY 3,000 25,000
61510 HEALTH INSURANCE 53,200 60,600
61615 LIFE INSURANCE 900 700
61625 AUTO ALLOWANCE 1,200 1,200
62215 PHOTOGRAPHERS/BLUEPRINTS 100 100
62235 OFFICE EQUIPMENT MAINT 1,400 1,400
62245 OTHER EQMT MAINTENANCE 300 300
62272 OTHER PROFESSIONAL SERVICES 900
62275 POSTAGE CHARGEBACKS 100 100
62280 OVERNIGHT MAIL CHARGES 900
62295 TRAINING & TRAVEL 1,000 1,000
62305 RENTAL OF AUTO-FLEET SER 41,000 41,000
62310 CITY WIDE TRAINING 4,000 4,000
62320 TELEPHONE CHARGEBACKS 8,100 8,100
62360 MEMBERSHIP DUES 600 600
62380 COPY MACHINE CHARGES 2,500 2,500
64540 TELECOMMUNICATIONS - WIRELESS 7,000
64545 PERSONAL COMPUTER SOFTWARE 20,000 20,000
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65085 MINOR EQUIPMENT & TOOLS 700 700
65090 SAFETY EQUIPMENT 200 200
65095 OFFICE SUPPLIES 800 800
65105 PHOTO/DRAFTING SUPPLIE 800 800
65555 PERSONAL COMPUTER EQUIPMENT 500 500
68205 CONTINGENCIES 200 200
2625 ENGINEERING 608,600 631,900
City of Evanston
Traffic Engineering Department
Expenditures as a % of 2005 General Fund Budget
3.27%
Three Year Fiscal History
$2,567,400
$2,560,100
$2,518,949
$2,490,000
$2,500,000
$2,510,000
$2,520,000
$2,530,000
$2,540,000
$2,550,000
$2,560,000
$2,570,000
$2,580,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Public Works
Director
Traffic
Engineering
Sr. Traffic Engineer (2)
Executive
Secretary
Deputy Director
Public Works
Traffic Signs
Traffic Sign Repairer (3)
Traffic Sign &
Light Maintenance - Leader
Parking
Enforcement - Supervisor
School Crossing
Guards (42.5)
Traffic
Electrician (3)
Parking Enforcement
Coordinator (2)
Parking Operations
Clerk
Parking Enforcement
Officers (13)
City of Evanston
Traffic Engineering Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2630 – Traffic Engineering 385,761 412,200 410,000 281,900
2635 – Traffic Signs 262,026 250,800 255,000 265,400
2640 – Signals & Streetlights 689,844 684,100 649,000 709,800
2645 – Enforcement & Tickets 922,124 953,100 953,100 1,015,600
2650 – School Crossing Guards 259,194 267,200 275,000 287,400
Total Expenditures: $ 2,518,949 $ 2,567,400 $ 2,542,100 $ 2,560,100
Notes for Financial Summary
The Traffic Engineering (2630) line reflects the transfer of the executive secretary from traffic engineering to the
director of public works (2605) line.
Performance Report on FY 2003-2004 Major Program Objectives
• Completed one island at the Ridge-Green Bay merge, making the merging maneuver much safer and easier for
drivers without sacrificing intersection efficiency.
• Installed all traffic calming devices (mainly speed humps) approved by Council through October. The remainder
will be completed in next year's program.
• Applied for and received approval for CMAQ funding of the Evanston Bike System Plan.
• Applied for and received funding for the CMAQ-funded signal interconnect project on Chicago Avenue.
• Continued the second shift for parking enforcement to adequately enforce the new evening regulations.
2004-2005 Department Initiatives
In FY 04/05 the division will continue to work with neighborhood residents to reduce speeding and cut-through traffic
by using the highly successful Traffic Calming program. Implementation of the street light upgrade program will begin
now that the technical issues have been addressed; slightly less than one-third of the city is proposed to be relamped
in 2004. The division will be cooperating with Northwestern University and their fiber contractor to facilitate the
construction and right-of-way work related to the "Dark Fiber Project," which will install fiber optic cable connecting
major city buildings.
City of Evanston
Traffic
2630 – Traffic Engineering
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 2004-2005 Objectives
• To complete the construction work on Ridge Avenue, Davis Street, and Church Street signal interconnect project
by November of 2003.
• To construct all traffic calming devices approved by City Council through July of 2004 by October of 2004.
• The City applied for funding for design and construction of Chicago corridor signal interconnect project. If
funding is approved, complete design and engineering work by 2004 (with contruction to follow in 2005.)
• Funding for design and implementation of the on-street portion of the Evanston Bike System Plan has been
applied for. If funding is approved, complete design and installation by November of 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Aldermanic requests received and answered 200 225 225
Service requests received and answered 1,750 1,775 1,775
Development plans reviewed 275 275 275
Obstruction permit review and site visits 650 700 700
Traffic counts made 500 550 550
Traffic studies 275 275 275
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2003 -2004 2004 2005-
Appropriation Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 332,200 201,500
61055 TEMPORARY EMPLOYEES 2,000 2,000
61110 OVERTIME PAY 10,000
61510 HEALTH INSURANCE 29,500 22,500
61615 LIFE INSURANCE 800 400
61625 AUTO ALLOWANCE 1,200 1,200
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 10,200
62360 MEMBERSHIP DUES 800 800
62380 COPY MACHINE CHARGES 200 200
64540 TELECOMMUNICATIONS - WIRELESS 4,800
64545 PERSONAL COMPUTER SOFTWARE 7,000
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 100 100
2630 TRAFFIC ENGINEERING 412,200 281,900
City of Evanston
Traffic
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 2004-2005 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
2002-2003
Actual
2003-2004
Actual
2004-2005
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 30,000 35,000 35,000
Crosswalks, legends, arrows 500 600 600
Parking stalls marked 750 750 750
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TRAFFIC SIGNS
2635
2003 -2004 2004 2005-
Appropriation Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 136,100 145,800
61110 OVERTIME PAY 10,000 10,000
61510 HEALTH INSURANCE 18,100 23,000
61615 LIFE INSURANCE 200 200
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 2,000
2635 TRAFFIC SIGNS 250,800 265,400
City of Evanston
Traffic
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. A total of 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 2004-2005 Objectives
• Paint street lights as required.
• Coordinate street light & signal project at Central/Gross Point/Crawford interchange.
• Start installation of new lighting system in existing street light structures throughout the City. Approximately 1/3
of the City will be completed by December 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Signals cleaned 30 30 30
Controllers serviced 100 100 100
Arterial timings checked 12 12 12
Street lights changed over 0 0 2,000
Street light bulbs replaced 1,300 1,300 1,000
Street light repairs made 1,200 1,200 800
Signal bulbs replaced 900 900 900
Signal repairs made 1,000 1,000 1,000
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TRAFFIC SIGNAL & ST. LIGHT MAINT
2640
2003 -2004 2004 2005-
Appropriation Approved
2640 TRAFFIC SIGNAL & ST. LIGHT MAINT
61010 REGULAR PAY 248,100 265,800
61110 OVERTIME PAY 30,000 30,000
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 300 300
62245 OTHER EQMT MAINTENANCE 200 200
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 57,100 57,100
62520 OTHER CONTRACTUAL SERVICES 188,000
64005 ELECTRICITY 85,000
64006 STREET LIGHT ELECTRICITY 178,000
64007 TRAFFIC LIGHT ELECTRICITY 85,000
64008 FESTIVAL LIGHTING 10,000
65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
2640 TRAFFIC SIGNAL & ST. LIGHT MAINT 684,100 709,800
City of Evanston
Traffic
2645 – Parking Enforcement & Ticket Processing
Description of Major Activities
The Parking Enforcement and Ticket Processing program elements have been combined into one element this year,
accounting for the increase from 16 to 17 positions. 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 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 2004-2005 Objectives
To 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, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Parking tickets issued 132,000 150,000 175,000
Vehicles Booted 848 900 900
FULL TIME EQUIVALENT POSITIONS 16 16 17
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2003 -2004 2004 2005-
Appropriation Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 649,100 695,300
61110 OVERTIME PAY 25,300 25,300
61510 HEALTH INSURANCE 72,100 91,600
61615 LIFE INSURANCE 1,100 1,100
62245 OTHER EQMT MAINTENANCE 12,500 12,500
62295 TRAINING & TRAVEL 1,300 1,300
62305 RENTAL OF AUTO-FLEET SER 90,000 90,000
62320 TELEPHONE CHARGEBACKS 12,000 12,000
62360 MEMBERSHIP DUES 400 400
62451 TOWING AND BOOTING CONTRACTS 46,800
62520 OTHER CONTRACTUAL SERVICES 44,000
62620 MEDICAL INSURANCE 5,900
62625 LIFE INSURANCE 100
64005 ELECTRICITY 1,900 1,900
65020 CLOTHING 6,600 6,600
65045 LICENSING/REGULATORY SUPP 25,200 25,200
65095 OFFICE SUPPLIES 600 600
65625 FURNITURES & FIXTURES 5,000 5,000
2645 PARKING ENFORCEMENT & TICKETS 953,100 1,015,600
City of Evanston
Traffic
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 staff are seasonal employees.
FY 2004-2005 Objectives
Increase the safety of school children by encouraging them to cross at guarded intersections.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Intersections Staffed 38 40 40
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2003 -2004 2004 2005-
Appropriation Approved
2650 SCHOOL CROSSING GUARDS
61060 SEASONAL EMPLOYEES 265,200 285,400
65090 SAFETY EQUIPMENT 2,000 2,000
2650 SCHOOL CROSSING GUARDS 267,200 287,400
City of Evanston
Streets & Sanitation Department
Expenditures as a % of 2005 General Fund Budget
9.80%
Three Year Fiscal History
$7,384,100
$7,663,600$7,578,530
$7,000,000
$7,100,000
$7,200,000
$7,300,000
$7,400,000
$7,500,000
$7,600,000
$7,700,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Public Works
Director
Streets &
Sanitation & Admin. –
Superintendent
Administrative
Assistant
Public Works
Supervisor (2)
Street & Alley
Maintenance
Crew Leader (2)
Equipment
Operator II (5)
Maintenance Worker II (3)
Equipment
Operator III (3)
Equipment
Operator I
Seasonal
Street Cleaning
Equipment Operator III
Equipment
Operator II (5)
Maintenance Worker II
Refuse Collection & Disposal
Equipment Operator II (13)
Recycling Attendant
Yard Waste Collection
Equipment Operator II (4)
Part-time (4)
Maintenance Worker II
City of Evanston
Streets & Sanitation Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2665 – Administration 428,523 400,800 410,000 448,800
2670 – Street & Alley Maint. 1,464,678 1,468,400 1,480,000 1,542,200
2675 – Street Cleaning 751,428 754,300 720,000 788,400
2680 – Ice & Snow Removal 449,579 532,100 534,000 555,100
2685 – Refuse Col. & Disposal 3,141,973 2,915,800 2,800,000 2,988,700
2690 – Residential Recycling 866,275 787,000 680,000 787,000
2695 – Yard Waste Services 476,074 525,700 532,000 553,400
Total Expenditures: $ 7,578,530 $ 7,384,100 $ 7,156,000 $ 7,663,600
Revenues:
Residential Recycling Surcharge 582,820 628,000 608,000 628,000
Total Revenues: $ 582,820 $ 628,000 $ 608,000 $ 628,000
Performance Report on FY 2003-2004 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.
2004-2005 Department Initiatives
The department will continue to explore process improvements related to documentation, and perhaps expand
implementation of the process currently used in 2665. 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. 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.
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 2004-2005 Objectives
Implement and evaluate a new street sweeping schedule for effectiveness.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
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
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
STREETS AND SANITATION ADMIN
2665
2003 -2004 2004 2005-
Appropriation Approved
2665 STREETS AND SANITATION ADMIN
61010 REGULAR PAY 324,200 347,300
61060 SEASONAL EMPLOYEES 1,400 1,400
61110 OVERTIME PAY 2,800 2,800
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 600 600
62245 OTHER EQMT MAINTENANCE 500
62295 TRAINING & TRAVEL 600 600
62305 RENTAL OF AUTO-FLEET SER 39,000 39,000
62320 TELEPHONE CHARGEBACKS 1,000 1,000
62360 MEMBERSHIP DUES 200 200
64540 TELECOMMUNICATIONS - WIRELESS 16,900
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65095 OFFICE SUPPLIES 500
65625 FURNITURES & FIXTURES 500 500
68205 CONTINGENCIES 400 400
2665 STREETS AND SANITATION ADMINIS 400,800 448,800
City of Evanston
Streets and Sanitation
2670 – Street & Alley Maintenance
Description of Major Activities
This program provides ongoing maintenance of 155.6 miles 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 collecton 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 2004-2005 Objectives
Inspect and evaluate the alleys blacktopped as an experimental alley surfacing method in 2003.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Cubic yards of concrete used for repairs 300 300 300
Tons of stone used to grade alleys 1,564 0 0
Number of repaired utility openings 300 300 320
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 2,250 1,500 2,000
FULL TIME EQUIVALENT POSITIONS 15 15 15
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2003 -2004 2004 2005-
Appropriation Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 680,200 728,600
61060 SEASONAL EMPLOYEES 29,800 29,800
61110 OVERTIME PAY 60,300 60,300
61510 HEALTH INSURANCE 101,700 129,200
61615 LIFE INSURANCE 1,000 1,000
62226 COMPOST RELATED SERVICE 36,000
62245 OTHER EQMT MAINTENANCE 2,100
62295 TRAINING & TRAVEL 1,600 1,600
62305 RENTAL OF AUTO-FLEET SER 489,000 489,000
62520 OTHER CONTRACTUAL SERVICES 36,000
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 1,468,400 1,542,200
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 2004-2005 Objectives
Finish training all Equipment Operator II's on equipment required in that classification.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of street sweepings on regular streets 18 18 18
Number of street sweepings on posted streets 9 9 9
Number of weeks streets are in business districts 45 45 45
Tons of debris collected by sweeping 1,400 1,400 1,400
FULL TIME EQUIVALENT POSITIONS 8 7 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
STREET CLEANING
2675
2003 -2004 2004 2005-
Appropriation Approved
2675 STREET CLEANING
61010 REGULAR PAY 317,400 340,000
61060 SEASONAL EMPLOYEES 15,000 15,000
61110 OVERTIME PAY 31,000 31,000
61510 HEALTH INSURANCE 42,500 54,000
61615 LIFE INSURANCE 400 400
62295 TRAINING & TRAVEL 900 900
62305 RENTAL OF AUTO-FLEET SER 269,400 269,400
62415 DEBRIS/REMOVAL CONTRACTUAL COS 73,100
62520 OTHER CONTRACTUAL SERVICES 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 754,300 788,400
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 2004-2005 Objectives
Further evaluate the use of "pull behind" salt spreaders and non-calcium and/or sodium chloride salt additives.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of snow emergency days 0 4 4
Number of snow route parking bans 0 4 4
Salt operation 2" or less (days) 25 16 16
Tons of salt used 4,604 5,000 5,000
Night snow removal operations 0 6 6
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2003 -2004 2004 2005-
Appropriation Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 250,800 250,800
62272 OTHER PROFESSIONAL SERVICES 12,000
62305 RENTAL OF AUTO-FLEET SER 56,400 56,400
62320 TELEPHONE CHARGEBACKS 200 200
62451 TOWING AND BOOTING CONTRACTS 70,800
62520 OTHER CONTRACTUAL SERVICES 70,800
65015 CHEMICALS 140,000 175,000
65025 FOOD 200 200
65055 MATER. TO MAINT. IMP.500 500
65085 MINOR EQUIPMENT & TOOLS 1,200 1,200
2680 SNOW AND ICE CONTROL 532,100 555,100
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 2004-2005 Objectives
Develop a database or spreadsheet tracking system for special collections to address problems with scheduling and
billing discrepancies.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Units served by municipal crews 15,550 15,550 15,550
Number of neighborhood clean ups 23 40 50
Units served by contractual agreements 4,695 4,695 5,000
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
FULL TIME EQUIVALENT POSITIONS 16 16 16
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2003 -2004 2004 2005-
Appropriation Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 690,600 739,800
61050 PERMANENT PART-TIME 12,900 12,900
61060 SEASONAL EMPLOYEES 30,000 30,000
61110 OVERTIME PAY 75,100 75,100
61510 HEALTH INSURANCE 96,300 122,300
61615 LIFE INSURANCE 1,000 1,000
62210 PRINTING 300 300
62245 OTHER EQMT MAINTENANCE 2,300
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 1,000
62390 CONDOMINIUM REFUSE COLL 360,000 360,000
62405 SWANCC DISPOSAL FEES 891,100 891,100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 60,000
62520 OTHER CONTRACTUAL SERVICES 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 300 300
68310 DEBT SERVC OTHER AGENCIES 158,800 158,800
2685 REFUSE COLLECT & DISPOSAL 2,915,800 2,988,700
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 residetial units under this budget element.
Twenty-four routes are scheduled in a four day work week (Monday through Thursday). Condominium buildings and
cooperative units (4,695) 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.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2003 -2004 2004 2005-
Appropriation Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACT COST 601,800
62520 OTHER CONTRACTUAL SERVICES 601,800
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 787,000 787,000
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 residetial 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 Sreet that is open an additional week in December.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
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 1000
FULL TIME EQUIVALENT POSITIONS 6 6 6
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2003 -2004 2004 2005-
Appropriation Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 252,400 270,400
61060 SEASONAL EMPLOYEES 59,800 59,800
61110 OVERTIME PAY 11,200 11,200
61510 HEALTH INSURANCE 36,100 45,800
61615 LIFE INSURANCE 400 400
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
62520 OTHER CONTRACTUAL SERVICES 130,000
2695 YARD WASTE COLLECTION 525,700 553,400
City of Evanston
Human Relations
Human Relations
Director
Human
Relations
Exec. Secretary
Housing
Advocacy
Three Year Fiscal History
$515,300
$542,700$522,723
$400,000
$420,000
$440,000
$460,000
$480,000
$500,000
$520,000
$540,000
$560,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.69%
City of Evanston
Human Relations Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2705 – Human Relations Admin. 214,628 213,400 217,000 230,600
2710 – Housing Advocacy 81,775 83,700 70,000 93,900
2715 – Summer Youth Empl. Prog. 226,320 218,200 190,000 218,200
Total Expenditures: $ 522,723 $ 515,300 $ 477,000 $ 542,700
Notes for Financial Summary
CDBG reimbursements: $90,000 for Housing Advocacy and $60,000 for Summer Youth Employment Program.
Performance Report on FY 2003-2004 Major Program Objectives
We began this fiscal year preparing for the Mayor's Summer Youth Employment JOB FAIR which is held in June.
The intent of the fair is to provide prospective employers the opportunity to meet, interview and select summer
employees. The event was held in April and we attracted in excess of 600 job seekers. For the first time in the
history of the program, community clean-up jobs represented only 40% of available jobs. This is a result of the record
number of requests received from departments desiring clerical/administrative support positions and camp couselors.
One hundred youth were hired to perform a variety of tasks, including community clean-up, building/janitorial
maintenance, computer maintenance, clerical/administrative support, camp counselors, and painting traffic signals
and control boxes. Program participants are instrumental in the restoration of the lakefront during and after the Lake
Shore Arts and Ethnic Arts Festivals in addition to the 4th of July celebration.
In recognition of their commitment and the fine work they perform, we instituted an awards program where
supervisors nominate program participants. The highest honor was the Mayor's award and other awards included
Supervisor's Choice, Leadership, and Spirit. The possible public recognition of their work is important to them and
encourages extra effort. We are exploring the possibility of inviting parents to the ceremony next summer.
There has been much discussion and debate about the purpose of the program and the lack of participation of the
business community. We have been studying various methods to get the businesses to become full partners in the
employment of our youth; solicitations have not sufficed. We are in the process of developing a 50/50 program where
we will offer a grant to businesses for 50% of each participant's salary as an inducement.
1,200 men, women and children attended the 2003 CommUNITY Picnic, and enjoyed the music, performances and
food! The Fire Department's Safe House was a big hit as was the dunk tank. As in past years, the food and services
were gratis.
Our work in housing continues to be challenging. A Human Relations Specialist position became vacant at the end of
July and until a suitable permanent replacement is in place, the position is being filled on a temporary basis. Given
this set of circumstances, we believe we will be able to begin to address all of our objectives.
In an effort to allow us to communicate changes in either the Fair Housing and/or the Residential Landlord and
Tenant Ordinances, we have developed brochures that address the most recent amendment to the Residential
Landlord and Tenant Ordinance and we are obligated to update that item annually. To aid us in this process, we
created and have maintained a database of landlords, property owners and managers for mailings. When necessary
and appropriate, information will appear on our web page.
We continue to make strides in working with Northwestern University, specifically regarding students who live off
campus. We have conducted seminars for students regarding the Residential Landlord and Tenant Ordinance and
how to be a "good neighbor". We have worked with various groups, including Associated Student Government
(ASG), the Off-Campus Housing Department, International Students Department, fraternities and sororities to get the
message out. We have also realized an increase in the number of students who request our services.
City of Evanston
Human Relations Department
The Commission held public hearings on the U.S.A. Patriot Act after being approached by a group of citizens who
expressed concern about the loss of civil liberties. As a result, the Commission drafted a Resolution calling for the
repeal of the Act. The Resolution was approved by City Council and was disseminated to elected officials including
the President of the United States. In addition to the Resolution, the Commission encouraged all Human Relations
Commissions in the State of Illinois to follow suit.
Commissioners and staff developed a community issues protocol. The protocol addresses how human relations
issues that arise in the community will be addressed. The protocol was submitted to the Human Services Committee
for their input.
We continue to be committed to the need for affordable housing. To this end, we actively participate in several
groups/organizations who share the same goal including representation on the Inclusionary Housing Task Force.
Additionally, we will begin the process of meeting with department heads to assess minority and female
representation. We continue to successfully defend the majority of employment discrimination complaints that have
been filed through the Illinois Department of Human Rights and the U. S. Equal Opportunity Commission.
2004-2005 Department Initiatives
We look forward to developing a series of informational forums on race, focusing on the various ethnic groups that
are represented in our community. We anticipate having representatives from the various groups share aspects of
their culture, discuss issues of concern, and interact with the audience. It is our hope that these sessions will help to
erase stereotypes which in many instances serve as the basis for beliefs and attitudes which fuel racism and hatred.
During the last week of the Summer Program, it has become a custom for me to meet with the community clean-up
teams to solicit their input regarding improvements to the services they provide. Recently, there were grumblings
about having to clean the same area or alley several times during the course of the summer. They felt as though the
community was disrepectful and unappreciative of their efforts. The result of that conversation was the idea of using
program participants to encourage children and other members of the community not to litter and to become more
aware of the effects of littering.
Developing a multi-faceted Fair Housing Forum is something that is long overdue and can assist residents in their
preparation to becoming homeowners. Our vision includes lender participation, presentations by home inspectors
and appraisers.
Given the many new faces in our employ, it is appropriate to plan a city wide training session. Our goal is to focus on
sexual harassment for the coming fiscal year. We will endeavor to train all employees on this most important matter.
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.
Services also include 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 2004-2005 Objectives
• To create an educational forum intended to increase awareness and knowledge of the cultures of the many
ethnic groups that are represented in our community by February 2005.
• Conduct sexual harassment training for all employees by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Mediations conducted 50 43 60
2. Training programs conducted, e.g., sexual
harassment, hate crimes, diversity, etc.
20 16 20
3. Civil rights and/or discrimination charges investigated 18 20 20
4. Civil rights and/or discrimination charges referred 5 3 5
5. Employee consultations 35 45 30
6. Meetings with community/civic organizations 15 11 15
FULL TIME EQUIVALENT POSITIONS 2.67 2.67 2.67
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HUMAN RELATIONS COMMISSION
2705
2003 -2004 2004 2005-
Appropriation Approved
2705 HUMAN RELATIONS COMMISSION
61010 REGULAR PAY 181,500 194,400
61510 HEALTH INSURANCE 15,800 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
62272 OTHER PROFESSIONAL SERVICES 600
62275 POSTAGE CHARGEBACKS 2,200 2,200
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 4,200 4,200
62360 MEMBERSHIP DUES 300 300
62380 COPY MACHINE CHARGES 2,300 2,300
62605 OTHER CHARGES 600
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 500 500
2705 HUMAN RELATIONS COMMISSION 213,400 230,600
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 representaion, 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 2004-2005 Objectives
• To develop and implement a multi-faceted Fair Housing Forum by February 2005.
• To provide fair housing and landlord/tenant training for condominium associations, owners and residents by
February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1.Fair housing inquiries/issues 0 0 50
2.Fair housing complaints not perfected 0 0 15
3.Fair housing complaints perfected and processed 8
4.Landlord/Tenant inquiries and complaints processed 2,000 2,300 2,500
5.Training, e.g., programs conducted, conference
presentations, bilingual workshops, etc.
15 10 10
6.Individual landlord training sessions 0 0 35
7.Housing providers audited 20 5 5
8.Meetings with civic, community, professional
groups/organizations
12 15 20
FULL TIME EQUIVALENT POSITIONS 1.33 1.33 1.33
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HOUSING ADVOCACY
2710
2003 -2004 2004 2005-
Appropriation Approved
2710 HOUSING ADVOCACY
61010 REGULAR PAY 59,700 64,000
61510 HEALTH INSURANCE 7,800 9,900
61615 LIFE INSURANCE 100 100
62130 LEGAL SERVICES - GENERAL 500 500
62205 ADVERTISING 1,100 1,100
62210 PRINTING 2,500 5,000
62272 OTHER PROFESSIONAL SERVICES 8,000
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
65010 BOOKS, PUBLICATIONS, MAPS 1,700 3,000
65095 OFFICE SUPPLIES 400 400
68205 CONTINGENCIES 1,200 1,200
2710 HOUSING ADVOCACY 83,700 93,900
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 600 job seekers.
In addition to the work experience, an educational experience is provided. The purpose of this experience is to
provide them with information that will prove to be helpful as they plan for their futures. Field trips are taken to local
colleges and Cook County penal institutions as a means of educating participants. They are encouraged and
challenged to compare and contrast the experiences.
In addition to providing employment opportunities with the City, we are planning to implement a 50/50 program for
local businesses to encourage their participation in the program.
FY 2004-2005 Objectives
• Develop a career lecture series to augment the educational component by May 1, 2004.
• Create a SYEP team who will educate day campers and the citizenry at large about the effects of littering by
August 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1.% of participants who complete the program 99 96 100
2. % of participants who participate in training 90 95 100
3. Number of alleys cleaned 159 204 200
4. Tons of debris collected 60 56 60
5.Traffic poles, lights and control boxes scraped, primed
and painted
127 139 125
6. Special requests from citizens, aldermen 58 49 45
7. Sidewalks, public right of ways and parks cleaned
and maintained
70 243 200
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SUMMER YOUTH EMPLOYMENT PROGRAM
2715
2003 -2004 2004 2005-
Appropriation Approved
2715 SUMMER YOUTH EMPLOY PROGRAM
61060 SEASONAL EMPLOYEES 183,200 183,200
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
62520 OTHER CONTRACTUAL SERVICES 3,000
62605 OTHER CHARGES 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 1,400
2715 SUMMER YOUTH EMPLOY PROGRAM 218,200 218,200
City of Evanston
Library Department
Library
Director
Maintenance
Custodian (4)
Technical
Services
South Branch
Administration
Manager
Exec. Sec.
Clerk II / III
North Branch
Circulation Reference
Periodicals
Reader’s
Services
Children’s
Services
Three Year Fiscal History
$3,794,600
$4,057,900
$3,760,105
$3,600,000
$3,650,000
$3,700,000
$3,750,000
$3,800,000
$3,850,000
$3,900,000
$3,950,000
$4,000,000
$4,050,000
$4,100,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
5.19%
City of Evanston
Library Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
2805 – Children’s Services 398,279 379,300 380,000 423,800
2810 – Readers’ Services 520,226 511,200 511,000 538,100
2815 – Reference & Periodicals 647,131 627,400 630,000 667,800
2820 – Circulation 380,766 393,800 375,000 425,800
2825 – North Branch 137,232 129,800 130,000 136,900
2830 – South Branch 174,152 174,300 174,000 182,600
2835 – Technical Services 731,592 774,400 770,000 827,200
2840 – Maintenance 406,724 404,200 400,000 426,500
2845 - Administration 364,003 400,200 385,000 429,200
Total Expenditures: 3,760,105 3,794,600 3,755,000 4,057,900
Revenues:
Books Lost & Paid 21,530 23,000 23,000 21,000
Copy Machine Charges 27,449 24,000 27,000 26,000
Library Fines & Fees 168,227 160,000 160,000 165,000
Meeting Room Fees 8,630 8,500 8,500 8,700
Miscellaneous Revenue 3,566 4,000 3,500 3,500
Multimedia Collection 2,499 2,800 2,300 2,000
Non-resident Cards 3,515 3,000 2,600 3,000
North Branch Rental Income 24,600 25,100 25,100 26,100
Personal Property Repl. Tax 49,720 49,720 49,720 49,720
Rental Books 8,598 9,000 8,700 8,600
Reserves on Library Materials 5,011 4,700 5,600 5,000
State Per Capita Grant 89,887 92,700 83,500 83,500
Video Rentals 60,345 60,000 63,700 60,000
Total Revenues: 473,577 466,520 463,220 462,120
Notes for Financial Summary
Significant budget reductions in the Illinois Secretary of State's Office are expected to reduce the State per Capita
Grant by at least 10%.
Performance Report on FY 2003-2004 Major Program Objectives
• The Library doubled the number of Internet stations available in the reference room from five to ten during this
fiscal year, and introduced Internet service at the branch libraries.
• Using privately raised funds, the Library established a computer training room in the winter of 2003 and began
offering Internet searching classes.
• Using privately raised funds and endowment income, the Library has substantially increased the number and
variety of public programs available in its meeting rooms. During the first six months of FY 03/04, the Library
offered 245 public programs, an increase of 6.5% over FY 02/03 and of 89.9% over FY 01/02.
• Children’s Services outreach efforts continue to expand. In addition to our traditional Summer Reading Game
partnerships with the recreation centers, the outreach librarian took the Game to Arts Camp and Nature Camp
this year. Materials are being selected for a deposit collection at Family Focus in anticipation of a three-way
collaboration involving the Library, Family Focus, and the Foster Reading Center. Our partnership with the
YMCA also continues to grow, and will include this year, a three session storytelling workshop for members of
the SOAR program.
City of Evanston
Library Department
2004-2005 Department Initiatives
• Obtain Library Board approval of a plan for the appropriate remodeling of the Main Library to permit the
expansion of collection seating and programming space in the Children’s Room.
• Prepare during FY 04/05, a list of service enhancements that would be necessary for the Library to provide a
level of service commensurate with the needs and expectations of the community and with the potential of
modern library service.
• Present the list of service enhancement recommendations to the Library Board for consideration.
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 62,000 books and 3,800 audio-visual items.
FY 2004-2005 Objectives
• Provide literary, educational and cultural programs for a combined audience of 18,000 children during FY 04/05.
• Establish 25,000 child book links in FY 04/05.
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Circulation of materials 307,632 290,000 300,000
Library programs for children - 700 700
Attendance at children's programs 16,555 17,900 18,000
Summer reading game participants 1,057 1,077 1,100
FULL TIME EQUIVALENT POSITIONS 7.47 7.47 7.47
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2003 -2004 2004 2005-
Appropriation Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 172,600 184,900
61050 PERMANENT PART-TIME 93,400 99,900
61055 TEMPORARY EMPLOYEES 6,200 6,600
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 300 300
62295 TRAINING & TRAVEL 700 700
64540 TELECOMMUNICATIONS - WIRELESS 600
65100 LIBRARY SUPPLIES 600 600
65620 OFFICE MACH. & EQUIP.17,900
65630 LIBRARY BOOKS 63,600 63,600
65635 PERIODICALS 1,200 1,200
65640 AUDIO RECORDINGS 8,000 8,200
65645 MULTIMEDIA COLLECTION 1,300 1,300
65650 VISUAL MEDIA COLLECTION 7,800 8,000
2805 CHILDREN'S SERVICES 379,300 423,800
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 222,000 books and 20,000 audio-visual items.
FY 2004-2005 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
• Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
• Fill 30% of the reserves for adult materials within 7 days and 75% within 30 days and measure performance on
this objective by collecting and reviewing data in October 2004.
• Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Reference and directional questions 106,257 100,000 100,000
Number of adult programs 75 75
Attendance at adult programs 3,000 3,000
FULL TIME EQUIVALENT POSITIONS 7.44 7.44 7.44
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
READER'S SERVICES
2810
2003 -2004 2004 2005-
Appropriation Approved
2810 READER'S SERVICES
61010 REGULAR PAY 159,200 170,500
61050 PERMANENT PART-TIME 132,500 141,800
61055 TEMPORARY EMPLOYEES 5,400 5,800
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 200 200
62295 TRAINING & TRAVEL 700 700
62340 COMPTER LICENSE & SUPP 3,100 3,200
65100 LIBRARY SUPPLIES 600 600
65630 LIBRARY BOOKS 158,200 158,200
65640 AUDIO RECORDINGS 20,700 21,300
65645 MULTIMEDIA COLLECTION 500 500
65650 VISUAL MEDIA COLLECTION 12,400 12,800
2810 READER'S SERVICES 511,200 538,100
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 14,000 volumes, seventeen
CD-ROM and 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 800 titles.
FY 2004-2005 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
• Provide 24 classes on the use of the Internet and other electronic resources in FY 04/05.
• Reduce the wait for service at the Periodicals Desk to no more than three minutes during peak periods.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Reference and directional questions 118,961 120,000 120,000
Periodicals use in-house 40,620 35,000 35,000
Internet use in-house 48,400 55,000 60,000
FULL TIME EQUIVALENT POSITIONS 9.92 9.65 9.65
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
REFERENCE SRVS & PERIODICALS
2815
2003 -2004 2004 2005-
Appropriation Approved
2815 REFERENCE SRVS & PERIODICALS
61010 REGULAR PAY 237,400 254,300
61050 PERMANENT PART-TIME 126,800 141,400
61055 TEMPORARY EMPLOYEES 6,800 7,300
61510 HEALTH INSURANCE 29,500 37,500
61615 LIFE INSURANCE 400 400
62220 BINDING 1,800 1,800
62295 TRAINING & TRAVEL 900 900
62340 COMPTER LICENSE & SUPP 67,600 70,600
65100 LIBRARY SUPPLIES 5,000 5,000
65620 OFFICE MACH. & EQUIP.11,500
65630 LIBRARY BOOKS 73,500 73,500
65635 PERIODICALS 66,200 75,100
2815 REFERENCE SRVS & PERIODICALS 627,400 667,800
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 2004-2005 Objectives
• Accurately re-shelve all adult library materials within two days of their return.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Items checked out 770,680 775,000 775,000
Reserves filled 16,773 17,000 17,000
New cards issued 7,817 7,800 7,800
Notices sent 42,625 43,000 43,000
FULL TIME EQUIVALENT POSITIONS 15.64 15.03 15.03
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CIRCULATION
2820
2003 -2004 2004 2005-
Appropriation Approved
2820 CIRCULATION
61010 REGULAR PAY 130,700 140,000
61050 PERMANENT PART-TIME 220,600 236,000
61055 TEMPORARY EMPLOYEES 13,500 14,400
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 200 200
62295 TRAINING & TRAVEL 1,600 1,600
65100 LIBRARY SUPPLIES 3,600 3,600
2820 CIRCULATION 393,800 425,800
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 34,000 books.
FY 2004-2005 Objectives
• Answer at least 85% of reference questions to the satisfaction of Library patrons.
• Provide three to five children's programs featuring guest artists.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Circulation of materials 75,314 73,000 73,000
Reference and directional transactions 16,342 18,000 18,000
Number of patrons entering North Branch 77,773 71,000 71,000
FULL TIME EQUIVALENT POSITIONS 2.98 2.98 2.98
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
NORTH BRANCH
2825
2003 -2004 2004 2005-
Appropriation Approved
2825 NORTH BRANCH
61050 PERMANENT PART-TIME 98,300 105,200
61055 TEMPORARY EMPLOYEES 2,100 2,200
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
64015 NATURAL GAS 900 900
65050 BLDG MAINTENANCE MATERIAL 600 600
65100 LIBRARY SUPPLIES 200 200
65630 LIBRARY BOOKS 24,300 24,300
65635 PERIODICALS 2,400 2,500
2825 NORTH BRANCH 129,800 136,900
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 26,000 books.
FY 2004-2005 Objectives
Answer at least 85% of reference questions to the satisfaction of Library patrons.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Circulation of materials 41,779 42,000 42,000
Reference and directional questions 18,650 19,000 19,000
Number of patrons entering South Branch 50,635 52,000 52,000
FULL TIME EQUIVALENT POSITIONS 2.31 2.31 2.31
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SOUTH BRANCH
2830
2003 -2004 2004 2005-
Appropriation Approved
2830 SOUTH BRANCH
61010 REGULAR PAY 54,600 58,500
61050 PERMANENT PART-TIME 35,000 37,400
61055 TEMPORARY EMPLOYEES 4,300 4,600
61510 HEALTH INSURANCE 5,900 7,500
61615 LIFE INSURANCE 100 100
62225 BLDG MAINTENANCE SERVICES 4,000 4,000
62375 RENTALS 45,300 45,300
65050 BLDG MAINTENANCE MATERIAL 100 100
65100 LIBRARY SUPPLIES 300 300
65630 LIBRARY BOOKS 22,500 22,500
65635 PERIODICALS 2,200 2,300
2830 SOUTH BRANCH 174,300 182,600
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 32,000 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 public access CD-ROM
network, and the Internet connection.
FY 2004-2005 Objectives
• Catalog, process and make available to Library patrons 60% of all library materials within 30 days of receipt and
all remaining library materials within 90 days of receipt.
• Have all automated library public and staff services available 99% of the hours that the Library is open and to
have the SIRSI system and the Library's website available 95% of the remaining hours of published availability.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Titles added to the collections 16,771 17,000 17,000
Volumes added to the collections 31,077 30,000 30,000
Volumes withdrawn from the collections 13,358 14,000 14,000
Volumes bound or mended 2,485 3,000 3,000
Visits to the Library's website 772,184 700,000 700,000
FULL TIME EQUIVALENT POSITIONS 13.19 13.19 13.19
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TECHNICAL SERVICES
2835
2003 -2004 2004 2005-
Appropriation Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 391,400 419,300
61050 PERMANENT PART-TIME 137,900 147,600
61055 TEMPORARY EMPLOYEES 3,000 3,200
61510 HEALTH INSURANCE 53,200 67,600
61615 LIFE INSURANCE 600 600
62220 BINDING 5,000 5,000
62250 COMPUTER EQUIPMENT MAINT 7,000 7,600
62295 TRAINING & TRAVEL 1,300 1,300
62340 COMPTER LICENSE & SUPP 77,000 108,000
64545 PERSONAL COMPUTER SOFTWARE 9,000 9,000
65100 LIBRARY SUPPLIES 26,000 26,000
65555 PERSONAL COMPUTER EQUIPMENT 63,000 32,000
2835 TECHNICAL SERVICES 774,400 827,200
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 2004-2005 Objectives
Paint an additional l5% of the Main Library by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Conduct seasonal cleaning of boilers 1 1 1
FULL TIME EQUIVALENT POSITIONS 3.64 3.64 3.64
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
MAINTENANCE
2840
2003 -2004 2004 2005-
Appropriation Approved
2840 MAINTENANCE
61010 REGULAR PAY 125,000 133,900
61050 PERMANENT PART-TIME 25,600 27,400
61055 TEMPORARY EMPLOYEES 500 500
61110 OVERTIME PAY 8,400 8,400
61510 HEALTH INSURANCE 18,100 23,000
61615 LIFE INSURANCE 200 200
62225 BLDG MAINTENANCE SERVICES 168,500 175,200
62235 OFFICE EQUIPMENT MAINT 3,900 3,900
62245 OTHER EQMT MAINTENANCE 3,900 3,900
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 12,000
65050 BLDG MAINTENANCE MATERIAL 8,000 8,000
65070 OFFICE/OTHER EQT MTN MATL 600 600
65085 MINOR EQUIPMENT & TOOLS 200 200
2840 MAINTENANCE 404,200 426,500
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 2004-2005 Objectives
• To obtain Library Board approval of a plan for the appropriate remodeling of the Main Library to permit the
expansion of collection, seating, and programming space in the Children's Room.
• During FY 04/05, prepare for consideration by the Library Board, a list of necessary service enhancements to
provide a level of service commensurate with the needs and expectations of the community and the potential of
modern library service.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of patrons entering the Main Library 575,993 575,000 575,000
FULL TIME EQUIVALENT POSITIONS 4.53 4.53 4.53
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ADMINISTRATION
2845
2003 -2004 2004 2005-
Appropriation Approved
2845 ADMINISTRATION
61010 REGULAR PAY 244,500 261,900
61050 PERMANENT PART-TIME 16,700 17,900
61055 TEMPORARY EMPLOYEES 200 200
61510 HEALTH INSURANCE 23,600 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 16,500
62275 POSTAGE CHARGEBACKS 28,500 28,500
62295 TRAINING & TRAVEL 500 500
62315 POSTAGE 1,000 1,000
62320 TELEPHONE CHARGEBACKS 25,500 30,300
62360 MEMBERSHIP DUES 1,800 2,000
62520 OTHER CONTRACTUAL SERVICES 1,000
62655 LEASE PAYMENTS 17,700 17,700
65095 OFFICE SUPPLIES 17,700 17,700
2845 ADMINISTRATION 400,200 429,200
City of Evanston
Recreation Department
Expenditures as a % of 2005 General Fund Budget
8.38%
Three Year Fiscal History
$6,076,500
$6,556,500
$5,771,396
$5,200,000
$5,400,000
$5,600,000
$5,800,000
$6,000,000
$6,200,000
$6,400,000
$6,600,000
$6,800,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Director
P/F/R
Crown Community
Center
Chandler
Community Center
Fleetwood Jourdain
Management &
General Support
Public Information
& Marketing
Business &
Fiscal Management
At-Risk Programs
Levy Center
Crown
Ice Rink
Recreation
Facilities Maint.
Sport Leagues
Tennis
School-Based
Youth Sports
Special
Programs
Special
Recreation
Bus Program
City of Evanston
Recreation Department
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
3005 – Mgmt. & General Support 218,499 207,300 220,000 225,100
3010 – Business & Fiscal Mgmt. 322,601 240,300 320,000 306,200
3015 – Marketing Services 183,581 198,100 160,000 204,800
Management Subtotal: $ 724,681 $ 645,700 $ 700,000 $ 736,100
Expenditures:
3020 – Recreation General Support 246,017 303,100 220,600 324,000
3025 – Park Utilities 32,408 51,200 57,000 51,200
3030 – Robert Crown Center 508,374 541,700 550,000 567,900
3035 – Chandler Comm. Center 526,443 523,200 535,000 593,200
3040 – Fleetwood-Jourdain 534,059 556,500 560,000 637,200
3045 – Fleetwood-Jourdain Theater 113,184 114,700 114,500 120,800
3050 – At Risk Opportunities 160,868 179,400 155,000 188,700
3055 – Levy Activity Center 510,556 644,800 635,000 688,900
3065 – Church Street Boat Ramp 44,438 67,700 55,600 67,700
3075 – Boat Storage Facilities 821 1,600 9,500 11,200
3080 – Beaches 385,562 399,500 385,000 426,500
3085 – Facility Maintenance 473,331 495,900 480,000 530,900
3095 – Crown Ice Rink 902,316 969,600 900,000 988,100
3100 – Sports Leagues 97,776 78,200 87,000 80,900
3105 – Aquatic Camp 31,822 32,200 32,200 40,000
3110 – Tennis 114,779 107,300 127,500 123,300
3115 – School Based Youth Sports 645 0 0 0
3120 – Club Activities / Class 161 0 0 0
3125 – Special Program 11,466 12,300 4,500 12,300
3130 – Special Recreation 237,359 253,200 195,000 255,400
3140 – Skate Park/Bus Program 43,340 34,500 71,000 36,600
3150 – Park Service Unit 64,709 53,000 25,000 61,300
3155 – Youth Golf Program 6,281 11,200 10,000 14,300
Total Expenditures: $ 5,046,715 $ 5,430,800 $ 5,209,400 $ 5,820,400
Revenues:
Advertising Revenue 24,674 27,000 30,500 28,000
Aquatic Camp Revenues 77,094 89,100 102,100 101,300
At-Risk Program Revenues 78,401 80,000 87,700 87,500
Beach Revenue 543,690 500,800 506,100 517,800
Boat Storage Facility Revenue 78,495 73,100 78,000 83,300
Chandler-Newberger Center 370,508 365,300 410,300 412,400
Church Street Boat Ramp Revenue 77,175 125,200 127,500 127,600
Fleetwood-Jourdain Center 124,175 165,000 217,000 217,700
Fleetwood-Jourdain Theater 18,489 20,600 16,000 28,400
Levy Center Revenue 161,463 280,700 230,000 297,500
Robert Crown Center Revenue 88,219 195,000 393,500 195,000
Robert Crown Ice Center Revenue 906,709 925,000 674,517 934,000
Skate Park/Bus Program Revenues 4,015 6,000 100 9,200
Special Recreation Revenue 55,497 45,300 48,000 41,700
Sports League Revenues 18,326 42,300 35,500 46,800
Tennis Revenues 132,227 117,000 169,000 133,100
Youth Golf Program 34,010 11,200 7,700 14,300
Total Revenues: $ 2,793,167 $ 3,068,600 $ 3,133,517 $ 3,275,600
City of Evanston
Recreation Department
Notes for Financial Summary
The Recreation and General Support (3020) budget represents expenditures related to restructuring of the positions
in that division.
Performance Report on FY 2003-2004 Major Program Objectives
Each division within the Department of Parks/Forestry & Recreation faced challenges during FY 2003-2004. Among
the major projects that staff addressed were the future of the Robert Crown Center, the development of full
programming, the enabling garden at the Levy Senior Center, and a lakefront marina feasibility study. Once again
staff also identified, developed and submitted grants for all areas of operations.
Chandler-Newberger: The goal of offering two new recreational programs to utilize Room D space was exceeded,
with 12 classes being offered. A new middle school tennis league was offered and 43 students attended. The adult
indoor tennis lesson program was not offered because the ETHS fieldhouse was unavailable for rental. New middle
school golf lesson programs were started in the spring and the fall. In addition, the number of summer golf camp
offerings expanded from 2 to 12. Work continues on developing a Chandler-Newberger staff manual.
Fleetwood-Jourdain Center: The comprehensive evaluation of the fitness center was completed, with new equipment
researched and installed. New locker rooms were added, a new information package was prepared and the room
has been open since the spring. New preteen and young adult programming dealing with social skills and conflict
resolution was introduced and a variety of open discussions with youth are ongoing. Staff is continuing to conduct a
summer drop-in program at Clyde-Brummel and Mason Parks and an after-school program at Clyde-Brummel only.
The summer food program served 38,000 meals to children at four locations.
Fleetwood-Jourdain Theater: The adult theater program was relocated to the Noyes Cultural Arts Center and the
Children’s Theater was moved to the Levy Senior Center. Staff has spent time establishing a working structure with
both facilities. The Adult Theater program re-established its presence with the creation of the Community Outreach
Center, offering writer’s workshops, classes and Reader’s Theater/Spoken Word programs.
Lakefront: The new Recreation Program Manager Lakefront/Parks was trained and assumed all responsibility for the
day-to-day operation of the lakefront by the summer beach season, and is also prepared to take over winter
weekday ranger duties. Building on last year’s success, a post-race event was held for Arbor Day Five participants,
with support from Prairie Moon restaurant and Ofischl Sports. Staff revised some of the dog beach rules in
preparation for developing a comprehensive policy/rule booklet.
Levy Senior Center: Use of the center increased to 2,475 as of October 2003, due to the addition of new programs,
extended hours and increased staffing levels. In September, the Center dedicated The Hulda B. and Maurice L.
Rothschild Garden, an enabling garden made possible through a grant from The Rothschild Foundation.
Accompanying the garden, a horticultural program has been developed under the guidance of the Chicago Botanic
Garden. Six new board members have been recruited for the Advisory Board and three for the Life Enrichment
Committee. Subcommittees are being formed to revise the bylaws for both groups.
Recreation General Support: The procedure for processing park permits has been updated and now includes a new
park permit application, acceptance of electronic request for field usage and a draft of new rules and regulations for
park usage. Staff met and began work to better coordinate the division’s scheduling of tasks and services provided
during summer months, between both in-house and affiliated organizations. This division worked diligently through
various grant application processes, and was rewarded with multiple grant opportunities.
Recreation Maintenance: Budget constraints prevented hiring an additonal seasonal employee to work exclusively at
James Park, and current staff was assigned to cover the park about 40 percent of the time. Renovation of one field
at James Park, delayed to allow for the soccer season, will be completed by late October, 2004.
Robert Crown: Marketing of the Robert Crown skating school has been successful with participation and program
offerings continuing to increase. The goal of creating a 3-on-3 hockey program, which would develop into a regular
league, continues. The size of the adult drop-in hockey program has maintained growth, and it is hoped that these
players will form the basis for the 3-on-3 program. Ridership in the after-school bus program has increased by five.
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 the department’s other
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; coordinates special events; 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 implement policies as approved by the governing body. Staff work 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 Distict, 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 inform 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 brochures.
The Administration Division also coordinates Special Events held within the City of Evanston.
FY 2004-2005 Objectives
• Continue to identify, develop and submit grants for all five divisions annually.
• Continue to investigate the potential opportunity to develop and implement an American Elm disease prevention
program, including better disease detection.
• Expand the visibility of all department services through better communication through media and direct contact
with residents, with better definition by August 2004.
• Develop an ID card system for residents with swipe card capabilities for registration, to be implemented in 2004.
• Continue trimming trees that block the view of stop signs or traffic lights, and maintain current trimming schedule.
• Increase the number of trees being planted on an annual basis by a minimum of 100.
• Continue the exploration steps to develop a marina.
• Work with the community to develop a Parks Foundation to better accomodate grants, donations & contributions.
• Begin implemention of a plan to renovate or reconstruct the Robert Crown Community Center and Ice Complex.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
In-house training seminars 2 1 2
FULL TIME EQUIVALENT POSITIONS 2.5 2.5 2.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
REC. MGMT. & GENERAL SUPPORT
3005
2003 -2004 2004 2005-
Appropriation Approved
3005 REC. MGMT. & GENERAL SUPPORT
61010 REGULAR PAY 179,800 192,600
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 14,800 18,800
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 3,600 3,600
62275 POSTAGE CHARGEBACKS 500 500
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 5,300 5,300
62360 MEMBERSHIP DUES 700 700
62490 OTHER PROGRAM COSTS 500
62520 OTHER CONTRACTUAL SERVICES 500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 800 800
65125 OTHER COMMODITIES 300 300
3005 REC. MGMT. & GENERAL SUPPORT 207,300 225,100
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 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 2004-2005 Objectives
• Work with the Finance Department to implement the new City-wide financial system.
• Develop a new policies and procedures manual upon implementation of the new financial system.
• Reorganize and reengineer the Business division to maximize use of the new financial system.
• Review operating procedures and policies in the areas of cash receipts, purchasing, payables, hiring, employee
evaluations, and payroll and provide recommendations, by October 2004.
• Implement Finance Department's recommendations by October 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
RecTrac training sessons for staff. 12 7 6
Budget preparation training for staff 2 2 2
FULL TIME EQUIVALENT POSITIONS 5 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
REC. BUS. & FISCAL MGMT
3010
2003 -2004 2004 2005-
Appropriation Approved
3010 REC. BUS. & FISCAL MGMT
61010 REGULAR PAY 142,000 202,100
61050 PERMANENT PART-TIME 9,000 9,000
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
62235 OFFICE EQUIPMENT MAINT 13,400 13,400
62272 OTHER PROFESSIONAL SERVICES 3,500
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 2,600 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
62510 EDUCATOR SERVICES 2,500
62520 OTHER CONTRACTUAL SERVICES 2,500
64545 PERSONAL COMPUTER SOFTWARE 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65095 OFFICE SUPPLIES 17,000 17,000
65620 OFFICE MACH. & EQUIP.15,000 15,000
3010 REC. BUS. & FISCAL MGMT 240,300 306,200
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 2004-2005 Objectives
Coordinate the implementation of the TeleTrac and WebTrac registration systems in conjunction with the Business
Office.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Advertising sales revenue 26,300 27,500 28,000
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
COMMUNICATION & MARKETING SRVS
3015
2003 -2004 2004 2005-
Appropriation Approved
3015 COMMUNICATION & MARKETING SRVS
61010 REGULAR PAY 57,100 61,200
61050 PERMANENT PART-TIME 31,300 31,300
61510 HEALTH INSURANCE 5,900 7,500
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 300 300
62205 ADVERTISING 300 300
62210 PRINTING 71,500 72,300
62250 COMPUTER EQUIPMENT MAINT 3,000 1,500
62272 OTHER PROFESSIONAL SERVICES 1,000
62275 POSTAGE CHARGEBACKS 1,000 1,000
62280 OVERNIGHT MAIL CHARGES 100
62295 TRAINING & TRAVEL 200 200
62315 POSTAGE 23,500 24,000
62320 TELEPHONE CHARGEBACKS 600 600
62335 DATA PROCESSING SERVIC 2,000 2,000
62360 MEMBERSHIP DUES 100 200
62506 WORK-STUDY 2,000
65010 BOOKS, PUBLICATIONS, MAPS 200 200
3015 COMMUNICATION & MARKETING SRVS 198,100 204,800
City of Evanston
Recreation
3020 – Recreation General Support
Description of Major Activities
All Recreation administrative functions are part of Recreation General Support. This element includes the
Superintendent of Recreation, 50% of the Management Analyst position and one Clerical staff. This element 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, providing customer service, coordinating special
events, providing permits to park rental groups, and working with community groups, advisory boards and the
Recreation Board.
FY 2004-2005 Objectives
• To begin the scheduling of park permit requests through the RecTrac registration software system, by June
2004.
• To begin holding a monthly meeting with all clerical staff within the division in order to communicate the new
activities and program offerings and to review the department's ongoing programs, by May 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Scholarships Granted – in dollars 151,800 156,000 156,000
FULL TIME EQUIVALENT POSITIONS 2.5 2.5 2.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
RECREATION GENERAL SUPPORT
3020
2003 -2004 2004 2005-
Appropriation Approved
3020 RECREATION GENERAL SUPPORT
61010 REGULAR PAY 201,300 215,600
61050 PERMANENT PART-TIME 25,600 25,600
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 20,700 26,300
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,500 1,500
62275 POSTAGE CHARGEBACKS 1,000 1,000
62295 TRAINING & TRAVEL 400 400
62305 RENTAL OF AUTO-FLEET SER 46,400 46,400
62320 TELEPHONE CHARGEBACKS 3,100 1,800
62360 MEMBERSHIP DUES 900 900
64540 TELECOMMUNICATIONS - WIRELESS 1,300
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65025 FOOD 600 600
65125 OTHER COMMODITIES 800 800
3020 RECREATION GENERAL SUPPORT 303,100 324,000
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 a site 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.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARK UTILITIES
3025
2003 -2004 2004 2005-
Appropriation Approved
3025 PARK UTILITIES
62320 TELEPHONE CHARGEBACKS 400 400
64005 ELECTRICITY 46,000 46,000
64015 NATURAL GAS 4,500 4,500
65110 RECREATION SUPPLIES 300 300
3025 PARK UTILITIES 51,200 51,200
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, dance 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. These are some of the programs/services that
are offered at the center: 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, 4th & 5th Grade Basketball, and more. 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 2004-2005 Objectives
• Combine the existing After-School Program with structured recreational games and rename it the Robert Crown
After-School Fun and Games Program, by fall 2004.
• Create an Open Gym Basketball League for adults 18 years and older on Sunday afternoons. This will eliminate
the regular open gym program that already exists. New teams will be chosen each week in order to eliminate
stacking All Star teams. Individuals with the most wins at the end of the session will be given inexpensive
awards at the end of the second session (which is the winter session), by fall 2004.
• Create a Family Open Gym on Sundays including a "Play Leader" to run the activities, by fall 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Teams in sports leagues 50 50 40
Recreation instructional 930 930 930
Arts and Crafts participants 340 350 350
Preschool age programs participants 500 500 500
Self-development/performing arts participants 725 725 725
Holiday Events Participants/Camps 270 270 270
Fitness Participants 200 200 200
Open Gym Participants 1,000 1,000 1,000
FULL TIME EQUIVALENT POSITIONS 7.17 7.17 7.17
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CROWN COMMUNITY CENTER
3030
2003 -2004 2004 2005-
Appropriation Approved
3030 CROWN COMMUNITY CENTER
61010 REGULAR PAY 204,000 218,500
61050 PERMANENT PART-TIME 163,800 140,200
61060 SEASONAL EMPLOYEES 33,700 33,700
61110 OVERTIME PAY 1,400 2,400
61510 HEALTH INSURANCE 29,800 37,800
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
62205 ADVERTISING 600 600
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 2,600 2,600
62245 OTHER EQMT MAINTENANCE 1,900 1,900
62275 POSTAGE CHARGEBACKS 300 300
62295 TRAINING & TRAVEL 500 500
62320 TELEPHONE CHARGEBACKS 4,900 4,300
62360 MEMBERSHIP DUES 500 500
62375 RENTALS 2,000 2,000
62505 INSTRUCTOR SERVICES 41,000
62507 FIELD TRIPS 3,400
62508 SPORTS OFFICIALS 1,500
62515 RENTAL SERVICES 1,400
62520 OTHER CONTRACTUAL SERVICES 23,600
62705 BANK SERVICE CHARGES 2,100 2,100
64005 ELECTRICITY 36,000 37,800
64015 NATURAL GAS 5,400 6,800
65020 CLOTHING 500 500
65040 JANITORIAL SUPPLIES 2,000 2,000
65050 BLDG MAINTENANCE MATERIAL 2,400 2,400
65070 OFFICE/OTHER EQT MTN MATL 2,800 2,800
65075 MEDICAL & LAB SUPPLIES 900 900
65095 OFFICE SUPPLIES 2,200 2,200
65110 RECREATION SUPPLIES 16,800 16,800
3030 CROWN COMMUNITY CENTER 541,700 567,900
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Description of Major Activities
The Chandler-Newberger Community 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
Preschool Dance Classes
Parent-Infant Classes
Parent - Toddler Classes
Pee Wee Sports Camp
Leahy Park Preschool Camp
Youth Programs
Summer Sports Camp
Summer Mini Sports Camp
WInter Sports Camp
Youth Afterschool Sports
Home School Sports Classes
Basketball Camps
Beach Volleyball Camp
Indoor Volleyball Camp
Gymnastics
Chess Camps and Classes
Fencing Camps and Classes
Dance Classes Girl's Basketball Leagues
Flag Football League
Open Gym
Teen Programs
Summer Volleyball Camp
Indoor Volleyball Camp
Volleyball Classes
Open Gym
Racquetball
Red Cross Babysitting Training Classes
Red Cross CPR/First Aid Training
Sign Language Class
Adult Programs
Indoor Volleyball Leagues
Beach Volleyball Leagues
Volleyball Skills Training Classes
Women's Basketball
Women's Open Basketball
Men's Open Basketball
Racquetball
Red Cross CPR/First Aid Training
Sign Language and Self-Improvement Classes
Special Events
March Madness Basketball Tournament
Halloween Party
Youth Garage Sale
FY 2004-2005 Objectives
• Restructure Leahy Preschool Camp to include 5 three-week camps including activities such as new arts/crafts
projects and gymnasium time at Chandler-Newberger Center, by August 2004.
• Offer four new girls and boys basketball camps during the two-week winter break session, by December 2004.
City of Evanston
Recreation
3035 – Chandler-Newberger Community Center
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Preschool Class Participants (fall-spring) 370 400 400
Preschool Camp Participants (summer) 127 130 130
Youth Program Participants (fall-spring) 1,514 1525 1550
Youth Camp Participants (summer) 1074 1263 1275
Preschool/Youth Daily Participants 373 375 375
Adult Daily Participants 489 475 475
Adult Program Participants 477 475 475
FULL TIME EQUIVALENT POSITIONS 6.87 6.87 6.87
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CHANDLER COMMUNITY CENTER
3035
2003 -2004 2004 2005-
Appropriation Approved
3035 CHANDLER COMMUNITY CENTER
61010 REGULAR PAY 181,500 194,400
61050 PERMANENT PART-TIME 106,300 106,300
61060 SEASONAL EMPLOYEES 60,700 79,700
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 1,200 1,200
62205 ADVERTISING 300 300
62210 PRINTING 600 600
62235 OFFICE EQUIPMENT MAINT 600 600
62245 OTHER EQMT MAINTENANCE 1,800 4,200
62275 POSTAGE CHARGEBACKS 1,900 2,700
62295 TRAINING & TRAVEL 400 400
62320 TELEPHONE CHARGEBACKS 5,600
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 1,600 1,600
62490 OTHER PROGRAM COSTS 700
62495 LICENSED PEST CONTROL SERVICES 300
62505 INSTRUCTOR SERVICES 55,500
62506 WORK-STUDY 4,500
62507 FIELD TRIPS 24,500
62520 OTHER CONTRACTUAL SERVICES 60,100
62705 BANK SERVICE CHARGES 8,900 8,900
64005 ELECTRICITY 28,500 28,500
64015 NATURAL GAS 6,800 9,300
64520 TELECOMMUNICATIONS - LOCAL 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,800
65010 BOOKS, PUBLICATIONS, MAPS 100
65020 CLOTHING 600 600
65025 FOOD 1,600 900
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 3,700 3,900
65095 OFFICE SUPPLIES 2,500 2,500
65100 LIBRARY SUPPLIES 100
65110 RECREATION SUPPLIES 17,400 17,900
65555 PERSONAL COMPUTER EQUIPMENT 2,100 500
3035 CHANDLER COMMUNITY CENTER 523,200 593,200
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 2004-2005 Objectives
• Evaluate and restructure programs that serve children and young adults to improve program delivery, by
September 2004.
• Develop a citywide community outreach program to increase participation in the programs offered by the center
theater and at-risk programs, by June 2004.
• 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 September 2004.
• Develop a program that focuses on the adult population, by May 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
League participation sports offered 7 7 7
Classes offered in fitness program 5 6 6
Classes offered in dance program 5 5 5
Classes offered in skilled craft program 5 5 5
Scholarship granted $20,000 $20,000 $20,000
FULL TIME EQUIVALENT POSITIONS 9.33 9.33 9.33
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FLEETWOOD JOURDAIN COM CT
3040
2003 -2004 2004 2005-
Appropriation Approved
3040 FLEETWOOD JOURDAIN COM CT
61010 REGULAR PAY 241,100 258,300
61050 PERMANENT PART-TIME 54,700 68,200
61060 SEASONAL EMPLOYEES 70,000 80,900
61110 OVERTIME PAY 2,000 3,000
61510 HEALTH INSURANCE 35,600 45,200
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 1,800 1,800
62205 ADVERTISING 2,400 2,400
62210 PRINTING 1,900 1,900
62225 BLDG MAINTENANCE SERVICES 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 1,000 1,000
62245 OTHER EQMT MAINTENANCE 1,800 1,800
62275 POSTAGE CHARGEBACKS 1,000 1,500
62295 TRAINING & TRAVEL 600 600
62315 POSTAGE 400 400
62320 TELEPHONE CHARGEBACKS 6,000 2,100
62360 MEMBERSHIP DUES 800 800
62375 RENTALS 4,000 2,000
62490 OTHER PROGRAM COSTS 13,000
62495 LICENSED PEST CONTROL SERVICES 500
62505 INSTRUCTOR SERVICES 6,000
62507 FIELD TRIPS 16,800
62510 EDUCATOR SERVICES 3,000
62511 ENTERTAIN/ PERFORMER SVCS 9,000
62518 SECURITY/ALARM CONTRACTS 4,100
62520 OTHER CONTRACTUAL SERVICES 40,300
62705 BANK SERVICE CHARGES 200 200
64005 ELECTRICITY 35,000 43,700
64015 NATURAL GAS 13,000 16,200
64505 TELECOMMUNICATIONS - CARRIER L 2,400
64540 TELECOMMUNICATIONS - WIRELESS 1,500
65010 BOOKS, PUBLICATIONS, MAPS 600 600
65020 CLOTHING 3,000 3,000
65025 FOOD 5,400 8,400
65040 JANITORIAL SUPPLIES 6,000 6,000
65050 BLDG MAINTENANCE MATERIAL 3,000 3,000
65070 OFFICE/OTHER EQT MTN MATL 2,500 2,500
65095 OFFICE SUPPLIES 3,000 3,000
65110 RECREATION SUPPLIES 17,900 20,900
3040 FLEETWOOD JOURDAIN COM CT 556,500 637,200
City of Evanston
Recreation
3045 – Fleetwood-Jourdain Theater
Description of Major Activities
Fleetwood-Jourdain Community Theater programs increase the community's awareness of the performing arts. The
Theater 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 main stage productions, which include classical musicals, fairy
tales and adaptions. Participants are involved in acting and singing and assist with costumes, lighting and set
decorations.
FY 2004-2005 Objectives
• Restructure the adult theater program to accommodate the new space and develop theater-related events,
activities, workshops and seminars, by September 2004.
• Increase the variety of workshops to include audition techiques, stage presence, voice and diction, by January
2005.
• 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 February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Theatre Productions 8 8 8
Scholarships $1,000 $1,000 $1,000
FULL TIME EQUIVALENT POSITIONS 1.7 1.7 1.7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FLEETWOOD/JOURDAIN THEATR
3045
2003 -2004 2004 2005-
Appropriation Approved
3045 FLEETWOOD/JOURDAIN THEATR
61010 REGULAR PAY 37,100 39,700
61050 PERMANENT PART-TIME 12,800 9,800
61510 HEALTH INSURANCE 5,900 7,500
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 200 500
62205 ADVERTISING 6,000 6,000
62210 PRINTING 2,000 2,000
62275 POSTAGE CHARGEBACKS 1,500 1,500
62320 TELEPHONE CHARGEBACKS 2,000
62375 RENTALS 6,000 3,000
62490 OTHER PROGRAM COSTS 1,000
62505 INSTRUCTOR SERVICES 23,800
62511 ENTERTAIN/ PERFORMER SVCS 12,200
62520 OTHER CONTRACTUAL SERVICES 28,000
62705 BANK SERVICE CHARGES 100 100
64540 TELECOMMUNICATIONS - WIRELESS 500
65025 FOOD 2,000 3,000
65050 BLDG MAINTENANCE MATERIAL 1,000 1,000
65070 OFFICE/OTHER EQT MTN MATL 500 500
65095 OFFICE SUPPLIES 1,500 600
65110 RECREATION SUPPLIES 8,000 8,000
3045 FLEETWOOD/JOURDAIN THEATR 114,700 120,800
City of Evanston
Recreation
3050 – At-Risk Opportunities
Description of Major Activities
At-risk programs are structured to increase participation of grade school youth, 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: F-J, Mason, RC, Clyde/Brummel 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 2004-2005 Objectives
Submit an application for a reimbursable grant from the Illinois State Board of Education for a Summer Lunch
program to serve four sites: Fleetwood-Jourdain, Mason Park, Robert Crown and Clyde-Brummel Park. The program
will serve 40,000 lunches over a 10-week period, by April 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Cultural Arts 5 5 3
Drop-In Playground 2 2 2
Family Outing 3 3 2
Summer Food Service Program Sites 4 4 4
Meals Served 45,000 45,000 40,000
Community Outreach 2 2 2
FULL TIME EQUIVALENT POSITIONS 0.95 0.95 0.95
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
AT-RISK PROGRAMS
3050
2003 -2004 2004 2005-
Appropriation Approved
3050 AT-RISK PROGRAMS
61050 PERMANENT PART-TIME 37,200 39,700
61060 SEASONAL EMPLOYEES 40,500 43,200
62205 ADVERTISING 1,000 1,000
62210 PRINTING 1,000 1,000
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 1,800
62415 DEBRIS/REMOVAL CONTRACTUAL COS 900
62490 OTHER PROGRAM COSTS 1,500
62495 LICENSED PEST CONTROL SERVICES 400
62505 INSTRUCTOR SERVICES 1,000
62507 FIELD TRIPS 4,500
62511 ENTERTAIN/ PERFORMER SVCS 1,500
62515 RENTAL SERVICES 3,500
62520 OTHER CONTRACTUAL SERVICES 10,500
64005 ELECTRICITY 1,800 2,300
64520 TELECOMMUNICATIONS - LOCAL 2,200
64540 TELECOMMUNICATIONS - WIRELESS 400
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 179,400 188,700
City of Evanston
Recreation
3055 – Levy Center
Description of Major Activities
The Levy Center is primarily a senior center. 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 the enabling garden in the 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 & aromatic plantings have been a souce 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.
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, music programs, dance programs and rental
space.
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 and
wellness programs have increased significantly in the past two years. The classes are held in the exercise room
while the fitness room has become popular with younger and older seniors alike. The Health Screening room is
scheduled with a public health nurse, legal assistance, the senior crime prevention officer, and a social worker.
Weekend and evening hours have allowed for additional activities at the center for all ages. For young adults, a
variety of fitness classes have been introduced, as well as 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 facility is also home to the Evanston Children's Theater. The Levy Center is
popular as a rental space in Evanston.
FY 2004-2005 Objectives
• Increase participation by 15 in the horticultural program, by utilizing the enabling garden, by August 2004.
• Revise by-laws for the Advisory Board and the Life Enrichment Committee, by December 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Levy Membership 1,445 2,475 2,600
Fitness Room Membership 250 250
Scholarships 300 300 300
FULL TIME EQUIVALENT POSITIONS 7.93 7.93 7.93
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
LEVY CENTER
3055
2003 -2004 2004 2005-
Appropriation Approved
3055 LEVY CENTER
61010 REGULAR PAY 250,700 268,600
61050 PERMANENT PART-TIME 121,500 125,500
61110 OVERTIME PAY 1,000
61510 HEALTH INSURANCE 35,700 45,300
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 1,300 1,300
62205 ADVERTISING 1,000 1,000
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 1,000 1,000
62245 OTHER EQMT MAINTENANCE 6,500 6,500
62275 POSTAGE CHARGEBACKS 6,000 6,000
62295 TRAINING & TRAVEL 500 500
62320 TELEPHONE CHARGEBACKS 9,000
62360 MEMBERSHIP DUES 1,000 1,000
62375 RENTALS 800 800
62495 LICENSED PEST CONTROL SERVICES 500
62505 INSTRUCTOR SERVICES 100,000
62507 FIELD TRIPS 17,000
62511 ENTERTAIN/ PERFORMER SVCS 2,500
62518 SECURITY/ALARM CONTRACTS 700
62520 OTHER CONTRACTUAL SERVICES 120,600
62705 BANK SERVICE CHARGES 1,500 1,500
64005 ELECTRICITY 48,000 48,000
64015 NATURAL GAS 6,500 18,000
64520 TELECOMMUNICATIONS - LOCAL 7,900
64540 TELECOMMUNICATIONS - WIRELESS 1,100
65020 CLOTHING 1,000 1,000
65025 FOOD 8,500 8,500
65040 JANITORIAL SUPPLIES 3,800 3,800
65050 BLDG MAINTENANCE MATERIAL 2,000 2,000
65070 OFFICE/OTHER EQT MTN MATL 1,000 1,000
65095 OFFICE SUPPLIES 4,000 4,000
65110 RECREATION SUPPLIES 11,500 11,500
3055 LEVY CENTER 644,800 688,900
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 2004-2005 Objectives
• To clean the dog beach on a weekly basis with the beach cleaner, by August 2004.
• To create a dog beach policy booklet that will include all the rules and policies pertaining to the management of
the dog beach, by January 15. Policies to be established include follow-up procedure for dog altercations,
number of dogs allowed on the beach per patron, and minnimum age requirements.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Facility in operating condition by opening dates May 1 1 1
Dog Beach Cleanings 5 5 14
Season Permits sold - residents 80 67 74
Season Permits sold - non-residents 60 39 44
Dog beach tokens sold - residents 1,035 1,283 1,125
Dog beach tokens sold - non-residents 293 580 500
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BOAT RAMP-CHURCH ST
3065
2003 -2004 2004 2005-
Appropriation Approved
3065 BOAT RAMP-CHURCH ST
61060 SEASONAL EMPLOYEES 26,700 26,700
61110 OVERTIME PAY 11,000
62275 POSTAGE CHARGEBACKS 200 200
65040 JANITORIAL SUPPLIES 500
65045 LICENSING/REGULATORY SUPP 500 500
65050 BLDG MAINTENANCE MATERIAL 40,000 28,500
65125 OTHER COMMODITIES 300 300
3065 BOAT RAMP-CHURCH ST 67,700 67,700
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 2004-2005 Objectives
• To research the possibility of converting the top row of racks to space solely for the use of kayaks by June 15.
This would increase the number of boats that could be stored on the beach.
• To develop a management plan for the facility that would include staffing the entrance gates seven day a week
and rotating a lifeguard to monitor the water, beginning June 11.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Storage racks occupied 207 228 220
Season launch permits sold 110 119 130
Daily launch permits sold 50 25 55
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BOAT STORAGE FACILITIES
3075
2003 -2004 2004 2005-
Appropriation Approved
3075 BOAT STORAGE FACILITIES
61060 SEASONAL EMPLOYEES 9,300
62275 POSTAGE CHARGEBACKS 300 300
62490 OTHER PROGRAM COSTS 300
65045 LICENSING/REGULATORY SUPP 700 700
65070 OFFICE/OTHER EQT MTN MATL 600 600
3075 BOAT STORAGE FACILITIES 1,600 11,200
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.
When the 2003/04 budget was adopted, the South Boulevard beach was being closed for swimming during the
weekdays and this action was later amended to keep the beach open for swimming during the weekdays.
Funding of $8,400 was allocated toward the cost of keeping the swimming beach open but never reflected in the
seasonal salaries line items for the 2003/04 budget. This allocation/increase of $8,400 is included in 2004/05
seasonal salaries line item.
FY 2004-2005 Objectives
• To update and implement the Lakefront Management plan by May 2004.
• To establish an off-season American Red Cross lifeguarding program by March 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of resident pre-season tokens sold 15,740 13,128 13,942
Total number of resident season tokens sold 2,455 3,061 3,085
Total Number of res. 1/2 price tokens sold 226 229 229
Total number of adult daily tickets sold 14,769 10,645 14,354
Total number of child daily tickets sold 7,274 6,117 7,235
Non-resident pres-season tokens sold 103 88 90
Non-residents season tokens Sold 33 38 38
Total Picnic Permits Sold 179 195 196
FULL TIME EQUIVALENT POSITIONS 1.5 1.5 1.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BEACHES
3080
2003 -2004 2004 2005-
Appropriation Approved
3080 BEACHES
61010 REGULAR PAY 70,800 75,800
61060 SEASONAL EMPLOYEES 246,300 263,900
61510 HEALTH INSURANCE 8,900 11,300
61615 LIFE INSURANCE 200 200
62205 ADVERTISING 600 600
62245 OTHER EQMT MAINTENANCE 1,200 1,200
62275 POSTAGE CHARGEBACKS 500 500
62305 RENTAL OF AUTO-FLEET SER 46,100 46,100
62320 TELEPHONE CHARGEBACKS 4,200
62490 OTHER PROGRAM COSTS 500
62520 OTHER CONTRACTUAL SERVICES 500
62705 BANK SERVICE CHARGES 1,900 1,900
64005 ELECTRICITY 3,200 3,200
64015 NATURAL GAS 1,600 1,600
64505 TELECOMMUNICATIONS - CARRIER L 1,700
64540 TELECOMMUNICATIONS - WIRELESS 4,500
65020 CLOTHING 3,000 3,000
65025 FOOD 300
65045 LICENSING/REGULATORY SUPP 5,000 5,000
65110 RECREATION SUPPLIES 4,000 3,700
65125 OTHER COMMODITIES 1,500 1,500
3080 BEACHES 399,500 426,500
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 5 city swimming beaches, the dog beach, Greenwood sailboard beach, and Dempster sailing
beach; field maintenance of 20 soccer fields, 4 football fields, and 18 baseball fields; and custodial services to 7 park
shelters and 7 lakefront buildings. Major cleaning, painting, and minor carpentry, pick-up/deliveries are provided to
our 6 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 2004-2005 Objectives
• To renovate the soccer field by the community gardens by October 2004.
• To have 1 employee obtain a commercial driver's license by July 1, 2004.
• To renovate the softball field at Leahy Park by November 2004.
• To purchase a pull-behind top dresser to be used to improve the condition of the athletic fields by
• July 2004.
• To experiment with the use of "turface" on soccer field #1, which will aid in improved drainage and
• stronger turf by October 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Service deliveries 590 590 590
Number of beach cleanings 290 290 290
Install snowfence (in linear feet) 19,000 19,000 19,000
Remove snow from sidewalks within 24 hours 24 24 24
Resurface natural ice rinks 15 20 18
Dredge boat ramp 5,102 5103 5,104
Maintain tennis and basketball courts 40 40 40
Maintain football and soccer fields 18 20 22
FULL TIME EQUIVALENT POSITIONS 6.75 6.75 6.75
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
RECREATION FACILITY MAINT
3085
2003 -2004 2004 2005-
Appropriation Approved
3085 RECREATION FACILITY MAINT
61010 REGULAR PAY 309,400 331,400
61060 SEASONAL EMPLOYEES 54,200 48,800
61110 OVERTIME PAY 18,400 23,800
61510 HEALTH INSURANCE 39,100 49,700
61615 LIFE INSURANCE 400 400
62245 OTHER EQMT MAINTENANCE 1,000 1,000
62295 TRAINING & TRAVEL 700 700
62305 RENTAL OF AUTO-FLEET SER 45,600 45,600
62320 TELEPHONE CHARGEBACKS 1,100 1,100
62360 MEMBERSHIP DUES 300 300
62375 RENTALS 600 600
64540 TELECOMMUNICATIONS - WIRELESS 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 4,000
65085 MINOR EQUIPMENT & TOOLS 1,000 1,000
65090 SAFETY EQUIPMENT 700 700
3085 RECREATION FACILITY MAINT 495,900 530,900
City of Evanston
Recreation
3095 – Robert Crown Ice Rink
Description of Major Activities
The Robert Crown Ice Center 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 Rocert Crown Ice Center are structured to complement the programs of the Robert Crown Community Center.
Some Robert Crown Ice Center classes are, 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 2004-2005 Objectives
• Continue to market the skating school through handouts, flyers, and participating in various skating events held
in the surrounding rinks by fall 2004.
• Create a coed drop-in 3 on 3 adult hockey program by winter 2004.
• Offer hockey shootout contest for all ages such as shooting for accuracy, blocking the most shots, and skating
skills including puck handling. These contests will be offered during the EYHA hockey playoffs and
championship games by spring 2005.
• Add more themes to open skate times, such as Valentine Day Sweetheart Skate, Skating with the Easter Bunny,
Buddy Day, etc. Spring 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Learn to skate classes 320 320 320
Hockey session held 30 32 32
Public skate participantion 17,000 17,000 17,000
Broomball league teams 28 28 26
Teams in Adult Hockey league 20 20 18
Scholarships granted $37,000 $32,000 $32,000
FULL TIME EQUIVALENT POSITIONS 10.94 10.94 10.94
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CROWN ICE RINK
3095
2003 -2004 2004 2005-
Appropriation Approved
3095 CROWN ICE RINK
61010 REGULAR PAY 226,400 242,500
61050 PERMANENT PART-TIME 268,900 268,900
61060 SEASONAL EMPLOYEES 48,300 48,300
61110 OVERTIME PAY 2,400 3,400
61510 HEALTH INSURANCE 29,700 37,700
61615 LIFE INSURANCE 300 300
61625 AUTO ALLOWANCE 300 300
62205 ADVERTISING 600 600
62210 PRINTING 10,400 10,400
62235 OFFICE EQUIPMENT MAINT 2,800 2,800
62245 OTHER EQMT MAINTENANCE 5,600 22,000
62272 OTHER PROFESSIONAL SERVICES 31,600
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 4,300
62360 MEMBERSHIP DUES 4,900 5,400
62375 RENTALS 3,200 3,200
62490 OTHER PROGRAM COSTS 9,000
62495 LICENSED PEST CONTROL SERVICES 600
62505 INSTRUCTOR SERVICES 10,200
62507 FIELD TRIPS 20,500
62508 SPORTS OFFICIALS 12,500
62515 RENTAL SERVICES 1,000
62520 OTHER CONTRACTUAL SERVICES 55,700
62705 BANK SERVICE CHARGES 9,000 9,000
64005 ELECTRICITY 97,200 101,500
64015 NATURAL GAS 23,100 28,100
64540 TELECOMMUNICATIONS - WIRELESS 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 10,400
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 969,600 988,100
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 oportunity to be involved in community recreation activities.
FY 2004-2005 Objectives
To offer an end of summer softball tournament for the 12" leagues by August 15, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Adult Summer Softball Teams 87 73 78
Arbor Day Five 95 55 100
FULL TIME EQUIVALENT POSITIONS 1.27 1.27 1.27
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SPORTS LEAGUES
3100
2003 -2004 2004 2005-
Appropriation Approved
3100 SPORTS LEAGUES
61010 REGULAR PAY 27,300 29,200
61050 PERMANENT PART-TIME 7,000 7,000
61060 SEASONAL EMPLOYEES 7,900 7,900
61510 HEALTH INSURANCE 3,000 3,800
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 900 900
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 100 100
62320 TELEPHONE CHARGEBACKS 900 900
62360 MEMBERSHIP DUES 100 100
62508 SPORTS OFFICIALS 20,000
62520 OTHER CONTRACTUAL SERVICES 20,000
65110 RECREATION SUPPLIES 10,500 10,500
3100 SPORTS LEAGUES 78,200 80,900
City of Evanston
Recreation
3105 –Aquatic Camp
Description of Major Activities
The Aquatics Camp program is offered to youths 8-13 years of age. The program consists of 2 four-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 2004-2005 Objectives
• To increase the overall size of each camp session by 10 campers, by June 1, thus decreasing the size of the
wait list.
• To introduce more skills, including basic water safety and junior lifeguarding activities, by June 13.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Aquatic Camp Revenue $77,245 $90,458 $101,500
Total Camp Registrations 292 314 352
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
AQUATIC CAMP
3105
2003 -2004 2004 2005-
Appropriation Approved
3105 AQUATIC CAMP
61060 SEASONAL EMPLOYEES 26,600 34,400
62210 PRINTING 800 800
62275 POSTAGE CHARGEBACKS 500 500
65025 FOOD 400 400
65070 OFFICE/OTHER EQT MTN MATL 400 400
65110 RECREATION SUPPLIES 3,500 3,500
3105 AQUATIC CAMP 32,200 40,000
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
Senoir Classes
Tennis Leagues
Adult Free Lessons Days
FY 2004-2005 Objectives
• Expand the middle school tennis league from 29 to 60 participants by promoting the league more within the
middle schools. Achieve outcome by April 2004.
• Develop and implement, by June 2004, a registration system for individual instruction on City courts.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Adult Outdoor Lesson/League Participants 392 400 400
Youth Outdoor Lesson/League Participants 219 220 220
Youth Outdoor Summer Camp Participants 193 233 230
Adult Indoor Participants 133 140 140
Youth Indoor Participants 142 140 140
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TENNIS
3110
2003 -2004 2004 2005-
Appropriation Approved
3110 TENNIS
61050 PERMANENT PART-TIME 6,600 14,400
62210 PRINTING 400 400
62235 OFFICE EQUIPMENT MAINT 500
62275 POSTAGE CHARGEBACKS 900 1,200
62320 TELEPHONE CHARGEBACKS 400 400
62505 INSTRUCTOR SERVICES 93,800
62506 WORK-STUDY 500
62515 RENTAL SERVICES 10,500
62520 OTHER CONTRACTUAL SERVICES 96,900
65110 RECREATION SUPPLIES 2,100 1,600
3110 TENNIS 107,300 123,300
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 2004-2005 Objectives
• Develop a community sponsorship program and support Drum and Bugle Corps activities by February 2005.
• Continue to restructure the horn, drum, and flag line to improve their presentation by February 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Drum Corps appearances 6 1 8
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SPECIAL PROGRAMS
3125
2003 -2004 2004 2005-
Appropriation Approved
3125 SPECIAL PROGRAMS
61060 SEASONAL EMPLOYEES 12,300 12,300
3125 SPECIAL PROGRAMS 12,300 12,300
City of Evanston
Recreation
3130 – Special Recreation Programs
Description of Major Activities
Special Recreation offers, throughout 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, 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 by assuring equal access to all recreation programs in the least restrictive and appropriate environment,
as required by the ADA.
Youth Programs
Special Olympics Area Meet
Special Olympics State Meet
Summer Camp
Camp Real
Music/Therapy
Ecology Class
Bowling Tournament
Aquatics Meet
Special Events
Cooking Class
Adult Programs
Sign Language
Special Olympics Swim Practice
Recreational Swim Night
Fitness Training
Bowling
Open Swim
Ice Skating
Weekend Field Trips
Family Programs
Inclusion Services
FY 2004-2005 Objectives
• Develop cooperative initiatives with School District #65 to address summer programming for special education
students and youth at-risk, by June 2004.
• Reassess inclusion protocol and establish a parent-driven model, by September 2004.
• Develop and implement a community gardening program with Over the Rainbow residents at Butler Park, by
August 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Attendance 1,050 1,400 1,400
Volunteers 25 25 25
Program Offerings 102 102 102
FULL TIME EQUIVALENT POSITIONS 1.60 1.60 1.60
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SPECIAL RECREATION
3130
2003 -2004 2004 2005-
Appropriation Approved
3130 SPECIAL RECREATION
61010 REGULAR PAY 40,100 43,000
61050 PERMANENT PART-TIME 109,500 109,500
61060 SEASONAL EMPLOYEES 17,100 31,700
61510 HEALTH INSURANCE 5,900 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 100 100
62320 TELEPHONE CHARGEBACKS 1,800 1,800
62360 MEMBERSHIP DUES 300 300
62375 RENTALS 7,800
62490 OTHER PROGRAM COSTS 19,100
62505 INSTRUCTOR SERVICES 4,400
62507 FIELD TRIPS 3,100
62511 ENTERTAIN/ PERFORMER SVCS 6,700
62515 RENTAL SERVICES 10,900
62520 OTHER CONTRACTUAL SERVICES 54,800
64540 TELECOMMUNICATIONS - WIRELESS 1,500
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 2,700 2,700
65025 FOOD 2,700 2,700
65075 MEDICAL & LAB SUPPLIES 600 600
65095 OFFICE SUPPLIES 500 500
65110 RECREATION SUPPLIES 5,900 5,900
3130 SPECIAL RECREATION 253,200 255,400
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 2004-2005 Objectives
Continue to provide the highest level of service possible for the bus program and increase our ridership by ten
participants, by September 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
After-School Bus Program Participants 75 80 90
FULL TIME EQUIVALENT POSITIONS 2.30 2.30 2.30
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
BUS PROGRAM
3140
2003 -2004 2004 2005-
Appropriation Approved
3140 BUS PROGRAM
61050 PERMANENT PART-TIME 34,500 34,500
61110 OVERTIME PAY 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,100
3140 BUS PROGRAM 34,500 36,600
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 may also
contact the Evanston Police Department if needed.
Rangers check and secure park buildings and gates each evening, they identify broken equipment, making needed
repairs and/or reporting the problem to the Recreation Maintenance or Parks Department.
Rangers also issue tickets for such violations as parking and unleashed dogs in the parks; assist with traffic control
and parking at special events; inspect park equipment for safety; and check athletic fields for permits.
FY 2004-2005 Objectives
Certify all park rangers in American Red Cross first aid and CPR, by June 1, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Inspect all park playgrounds (each month) 2 2 2
FULL TIME EQUIVALENT POSITIONS 0.57 0.57 0.57
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARK SERVICE UNIT
3150
2003 -2004 2004 2005-
Appropriation Approved
3150 PARK SERVICE UNIT
61010 REGULAR PAY 9,200 9,900
61050 PERMANENT PART-TIME 9,100 37,400
61060 SEASONAL EMPLOYEES 26,300 4,600
61110 OVERTIME PAY 4,200 2,200
61510 HEALTH INSURANCE 1,500 1,900
64540 TELECOMMUNICATIONS - WIRELESS 2,600
65020 CLOTHING 1,200 1,200
65085 MINOR EQUIPMENT & TOOLS 1,500 1,500
3150 PARK SERVICE UNIT 53,000 61,300
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 2004-2005 Objectives
• Provide one free golf clinic for youth aged 9-14 years old, by October 2004.
• Expand the golf program currently for 11-year-olds to 14-year-olds to include youth aged 9-10 years old, by May
2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Youth Golf Participants 48 113 120
Free Golf Clinics 0 0 1
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
GOLF
3155
2003 -2004 2004 2005-
Appropriation Approved
3155 GOLF
61060 SEASONAL EMPLOYEES 700
62205 ADVERTISING 200 200
62505 INSTRUCTOR SERVICES 11,900
62520 OTHER CONTRACTUAL SERVICES 9,500
65110 RECREATION SUPPLIES 1,500 1,500
3155 GOLF 11,200 14,300
City of Evanston
Parks and Forestry Department
Director
P/F/R
Management &
General Support
Public Information
& Marketing
Business &
Fiscal
Management
Recreation
Facilities
Maintenance
Parks &
Forestry
Admin.
Horticulture
Maintenance
Parkway
Tree
Dutch Elm
Control
Tree Planting
Three Year Fiscal History
$2,825,500$2,764,320
$3,058,300
$2,500,000
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
$3,100,000
$3,200,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
3.91%
City of Evanston
Parks and Forestry Department
Financial Summary
Expenditures:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Proposed
3505 – General Support 240,579 235,300 243,000 258,500
3510 – Horticultural Maintenance 1,126,108 1,193,300 1,130,000 1,280,600
3515 – Parkway Tree Maintenance 654,826 656,700 656,700 701,700
3520 – Dutch Elm Disease Control 526,295 537,700 540,000 572,800
3525 – Tree Planting 215,276 215,400 231,000 246,500
3530 – Private Elm Tree Insurance 42,836 27,200 30,000 42,200
Services Billed Out (41,600) (40,100) (41,000) (44,000)
Total Expenditures: $ 2,764,320 $ 2,825,500 $ 2,789,700 $ 3,058,300
Performance Report on FY 2003-2004 Major Program Objectives
Three public presentations were held in late spring and early summer to educate Evanston residents about Dutch
Elm Disease. These seminars were a cooperative effort between the Parks/Forestry Division, the Evanston
Environment Board and the citizen's group known as TREE (To Rescue Evanston's Elms).
The Lovelace Park lagoon had an aerator installed over the summer. The aerator increases the oxygen level of the
water, thereby improving the water quality. This aerator, along with regular algae treatments has kept the lagoon in a
safe and aesthetically pleasing condition.
Due to the increase in the incidence of Dutch Elm Disease over the past two years, staff has had to focus our efforts
on the removal of these diseased trees. As a result, our 6-year tree trimming cycle is approximately one year behind
schedule. While we were not able to increase the number cut-outs on diseased Elms over the past year, we were still
able to save nearly the same percentage (37%) of trees as last year (39%).
With the assistance of a CDBG grant, we were able to plant more trees on the parkways than we removed last year.
We planted 356 new trees, and removed 329, for a net increase of 27 trees.
Staff continues to try to publicize the Dutch Elm Disease insurance program and its benefits, but participation only
increases in small increments. While the price to contract out the removal of insured trees has risen dramatically over
the past few years, we are still able to cover 96% of those costs. Staff is proposing an increase in the insurance
premiums for 2004-05 in an attempt to cover 100% of the removal costs.
2004-2005 Department Initiatives
1. In an attempt to increase participation by residents, investigate ways to expand the Elm Tree insurance program
to include stump removal and possibly cut-outs when the infection rate is below the 5% threshold.
2. Continue our cooperative efforts with the Evanston Environment Board to educate the residents of Evanston, and
to develop a draft of a tree preservation ordinance that will meet the needs of the community and will be
enforceable by staff.
3. Work with the Ladd Arboretum Committee in the development of a Master Plan for the entire site, as well as a
new landscape plan for the Ecology Center.
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. These activities include
the work of the Superintendent, a Landscape Architect/Project Manager, and a Secretary. Activities include public
relations and education, program development, employee training programs, and oversight of all Department capital
improvement projects.
FY 2004-2005 Objectives
• To work with the Environment Board in the development of a comprehensive tree preservation ordinance by
December, 2004.
• To continue the development and expansion of educational programs for residents interested in Dutch Elm
Disease control measures.
• To work with the Finance and Budget Departments in developing a capital project tracking method that will be
compatible with the new IRIS System.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Work related injuries 9 7 5
Lost work days due to work related injuries 12 28 10
Employees attending outside training programs 24 15 18
Average sick days used per employee annually 4 4 4
Citizen requests for tree work 960 1,150 1,000
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARKS & FORESTRY GENERAL SUP
3505
2003 -2004 2004 2005-
Appropriation Approved
3505 PARKS & FORESTRY GENERAL SUP
61010 REGULAR PAY 188,900 207,300
61510 HEALTH INSURANCE 17,700 22,500
61615 LIFE INSURANCE 400 400
61625 AUTO ALLOWANCE 2,100 2,100
62185 OTHER CONSULTING SERVICES 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 13,900
62335 DATA PROCESSING SERVIC 800 800
62360 MEMBERSHIP DUES 900 900
62375 RENTALS 2,800 2,800
62520 OTHER CONTRACTUAL SERVICES 3,500
65010 BOOKS, PUBLICATIONS, MAPS 200 200
65095 OFFICE SUPPLIES 1,000 1,000
65105 PHOTO/DRAFTING SUPPLIE 600 600
3505 PARKS & FORESTRY GENERAL SUP 235,300 258,500
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,
encompassing 97 sites, are maintained by the employees assigned to this horticultural maintenance. These figures
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 2004-2005 Objectives
• Incorporate more of the railroad embankment landscaping improvements into an outside maintenance contract
by April, 2004.
• Work with the Gross Pointe Lighthouse Area task force in developing a new Master Plan for the entire site,
making sure the Division has the ability to fully maintain the final plan without additional staff.
• Work with the Ladd Arboretum Committee to develop a new landscape plan for the Ecology Center by
September, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Trees planted 70 22 40
Shrubs planted 243 90 150
Shrub bed maintenance interval during growing season 60 days 60 days 60 days
Grass athletic fields renovated 1 2 2
Mowing rotation 4.5 days 4.5 days 4.5 days
Playground surfacing renovations 20 28 30
Bulbs/Ground Cover planted 2,500 3,950 3,000
FULL TIME EQUIVALENT POSITIONS 15 15 15
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
HORTICULTURAL MAINTENANCE
3510
2003 -2004 2004 2005-
Appropriation Approved
3510 HORTICULTURAL MAINTENANCE
61010 REGULAR PAY 672,600 720,500
61060 SEASONAL EMPLOYEES 30,000 30,000
61110 OVERTIME PAY 27,000 27,000
61510 HEALTH INSURANCE 90,200 114,600
61615 LIFE INSURANCE 1,000 1,000
62195 LANDSCAPE MAINTEANCE SERVICES 110,000
62245 OTHER EQMT MAINTENANCE 400 400
62272 OTHER PROFESSIONAL SERVICES 95,000
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 180,700 180,700
62520 OTHER CONTRACTUAL SERVICES 42,500
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
65625 FURNITURES & FIXTURES 6,900 6,900
3510 HORTICULTURAL MAINTENANCE 1,193,300 1,280,600
City of Evanston
Parks and Forestry
3515 – Maintenance of Parkway Trees
Description of Major Activities
All parkway tree maintenance 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 other problems
such as vandalism, fertilizing young trees to promote good development, and suppression of any insect or disease
outbreaks (other than Dutch Elm Disease) that occur and threaten the health of the trees. The City currently has a
parkway tree population of 26,591 trees.
FY 2004-2005 Objectives
• To implement a regular inspection program for all parkway trees by June, 2004.
• To eliminate weeds from growing in sidewalk openings in all business districts by applying granular pre-emergent
herbicides by May 15, 2004.
• To develop a mechanism, in conjunction with the Traffic Engineering Division, to identify obstructions of traffic
signals and signs before they become hazardous.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Parkway trees trimmed by City crews 4,518 4,617 4,580
Hazardous trees removed 80 51 50
Dead trees removed 75 127 80
Other City owned trees removed 11 12 10
Total number of trees removed 166 190 140
Hazardous trees cabled 3 3 3
Wasp/hornet nests removed 7 5 5
Employee overtime hours for emergency storm damage 1,660 650 750
FULL TIME EQUIVALENT POSITIONS 10.50 9.50 9.50
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARKWAY TREE MAINTENANCE
3515
2003 -2004 2004 2005-
Appropriation Approved
3515 PARKWAY TREE MAINTENANCE
61010 REGULAR PAY 414,900 444,500
61110 OVERTIME PAY 14,900 14,900
61510 HEALTH INSURANCE 57,200 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 656,700 701,700
City of Evanston
Parks and Forestry
3520 – Dutch Elm Disease Control
Description of Major Activities
Dutch Elm Disease (DED) has the potential to kill nearly all American Elm trees in a community within 12 years if left
uncontrolled. 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 the past 40+ years. The
City currently has a parkway American Elm population of 3,631 trees.
FY 2004-2005 Objectives
• To train all Crew Leaders in the newest method of “Tracing” the disease symptoms in order to increase the
survival rate of trees infected in less than 10% of the crown.
• To attempt further reduction in the timeframe between tree removal and stump removal, with a goal of 60 days.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Parkway Elms infected with DED 210 191 163
Percentage of parkway elms infected 5.35% 5.07% 4.50%
Number of cut-outs performed on parkway Elms 60 52 63
Newly infected parkway Elm removals 131 121 100
Removals due to unsuccessful cut-outs 19 18 10
Total of parkway Elms removed 150 139 110
Percentage of parkway Elms actually removed 3.83% 3.69% 3%
Other City owned Elms removed 42 89 75
Average work days from disease identification until tree
removal
27 24 22
Average work days from tree removal until stump
removal
99 86 60
FULL TIME EQUIVALENT POSITIONS 7.25 7.25 7.25
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
DUTCH ELM DISEASE CONTROL
3520
2003 -2004 2004 2005-
Appropriation Approved
3520 DUTCH ELM DISEASE CONTROL
61010 REGULAR PAY 327,400 350,700
61060 SEASONAL EMPLOYEES 12,000 12,000
61110 OVERTIME PAY 16,600 16,600
61510 HEALTH INSURANCE 43,600 55,400
61615 LIFE INSURANCE 500 500
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
62415 DEBRIS/REMOVAL CONTRACTUAL COS 10,800
62520 OTHER CONTRACTUAL SERVICES 22,800
65020 CLOTHING 600 600
65070 OFFICE/OTHER EQT MTN MATL 400 400
65075 MEDICAL & LAB SUPPLIES 100 100
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 537,700 572,800
City of Evanston
Parks and Forestry
3525 – Tree Planting
Description of Major Activities
Planting of new trees on parkways is accomplished throughout the City by staff from this business element during the
Spring and Fall months. Maintenance of the urban forest population is achieved 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 2004-2005 Objectives
• To increase the number of new trees planted from 350 to 450 per year by December, 2004.
• To continue to adjust the list of approved tree species for parkway planting by evaluating the survival rate and
monitoring the total population of each individual tree species.
• To further investigate the use of disease resistant varieties of Elm trees.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Percentage of new tree survival 93% 95% 95%
Percentage of residents choosing tree species 38% 23% 30%
Percentage of residents choosing larger size tree 12% 7% 10%
Total number of new parkwat trees planted 238 356 450
FULL TIME EQUIVALENT POSITIONS 2.25 2.25 2.25
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
TREE PLANTING
3525
2003 -2004 2004 2005-
Appropriation Approved
3525 TREE PLANTING
61010 REGULAR PAY 105,400 112,900
61110 OVERTIME PAY 5,200 5,200
61510 HEALTH INSURANCE 13,500 17,100
61615 LIFE INSURANCE 200 200
62305 RENTAL OF AUTO-FLEET SER 45,100 45,100
65005 AGRI/BOTANICAL SUPPLIES 45,000 65,000
65020 CLOTHING 200 200
65085 MINOR EQUIPMENT & TOOLS 800 800
3525 TREE PLANTING 215,400 246,500
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 of the costs associated with
the 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 2004-2005 Objectives
• To increase participation in the program by publicizing the benefits and cost savings to residents on a citywide
basis by June 1, 2004.
• To investigate the feasibility of including stump removal as part of the program.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Percentage of removal costs covered by premiums 96% 96% 100%
Insured Elms removed 17 25 20
Elm trees covered under program:
Small 17 15 20
Medium 63 79 80
Large 164 163 165
Extra-Large 196 198 200
TOTAL 440 455 465
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PRIVATE ELM TREE INSURANCE
3530
2003 -2004 2004 2005-
Appropriation Approved
3530 PRIVATE ELM TREE INSURANCE
62275 POSTAGE CHARGEBACKS 200 200
62385 TREE SERVICES 27,000 42,000
66125 SERVICES BILLED OUT 40,100-44,000-
3530 PRIVATE ELM TREE INSURANCE 12,900-1,800-
City of Evanston
Ecology Center
Director
P/F/R
Management &
General Support
Public Information
& Marketing
Business &
Fiscal Management
Recreation
Facilities Maint.
Ecology
Center - Director
Environmental
Educator (4)
Office
Assistant
Garden
Coordinator
Temporary
Seasonal Staff (7)
Three Year Fiscal History
$344,200
$381,700
$396,004
$310,000
$320,000
$330,000
$340,000
$350,000
$360,000
$370,000
$380,000
$390,000
$400,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
0.49%
City of Evanston
Ecology Center
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
3605 – Ecology Center 314,723 254,500 260,000 292,000
3610 – Eco-Quest Day Camp 81,281 89,700 85,000 89,700
Total Expenditures: $ 396,004 $ 344,200 $ 345,000 $ 381,700
Revenues:
Birdseed Sales 2,900 5,000 4,000 4,000
Bookstore Sales 500 1,700 200 300
Building Rental 2,500 6,400 1,500 10,500
Dried Flower Sales 2,200 3,800 2,200 2,200
Ecology Center Classes 5,800 13,500 18,500 18,500
Ecology Center Summer Camps 156,000 147,000 169,000 160,000
Evanston Environmental Assoc. 1,400 10,000 1,500 1,500
Garden Plot Rentals 10,000 12,000 11,300 11,300
Greenhouse Plant Sales 100 1,000 200 1,000
School Group Revenue 3,000 3,000 1,700 1,700
Total Revenues: $ 184,400 $ 203,400 $ 210,100 $ 211,000
Notes for Financial Summary
This year the Ecology Center began to charge for use of the Fire Circle at Lighthouse Park. Revenue for this year
was approximately $1,700.
Performance Report on FY 2003-2004 Major Program Objectives
The largest factor influencing Ecology Center operations continues to be the ongoing construction. We had
anticipated that the new space would be complete and available for classes, programs and rentals beginning in the
summer of 2002. The facility finally received a much anticipated temporary building permit in July 2003.
Consequently, a number of programs were cancelled and rental opportunities were not available and as a result,
anticipated revenues were not achieved. When completion of the space occurs, we anticipate a full complement of
rentals and programs.
A small series of programs were developed and are available to adult groups. These include spring wildflowers,
basic birding, and general tree identification. These programs can be presented to groups off-site as well as to
groups that are using the Ecology Center rental space.
The Evanston Garden Council focused on reorganization for the current year. Some ideas were discussed regarding
a Friends of the Parks program, but no firm committments were forged. The Garden Council remains interested and
will provide a new chairperson for the sub-committee of the Parks initiative.
Several new brochures were developed: one on the Ladd Arboretum for park visitors and another for the Evanston
Environmental Association (EEA) as an informative piece to be used in conjunction with a fundraising package.
The EEA transferred the construction line of credit from First Bank to the City of Evanston as the City's initiative. The
first of four loan payments was made in July 2003. The EEA anticipates additional fundraising programs to generate
the required funds to pay off the $90,000 remaining on the loan .
An extensive summer camp training manual was developed by Ecology Center and Recreation Division staff. The
Ecology Center provides an extensive summer camp training that is comprehensive and prepares counselors for their
responsibilities. The more intensive training results in well trained staff that "are off and running" from day one of
summer camp.
City of Evanston
Ecology Center
The Ecology Center began work on an operations manual that will focus on the the administrative and daily
management of the Center. This complete document should be helpful in organinzing the working environment for
new and part time employees and also serve as reminder of the general responsibilities of the Center.
2004-2005 Department Initiatives
The Ecology Center division of the Parks/Forestry and Recreation Department has experienced numerous difficulties
during the construction period which began in April of 2001. Although a final completion date is not in sight, we
anticipate a return to regular programming and operations, by March 2004.
Several community groups have proposed environmental initiatives that would affect the Ecology Center and the
Ladd Arboretum. Both Evanston Rotary Clubs are working on improvement projects that will result in a partial
redevelopment of the Friendship Garden area of the Ladd Arboretum and an improved launch facility for the Ecology
Center's canoeing programs. A sub-committee of Evanston's Energy Futures is researching the replacement of the
wind generator in the Ladd Arboretum. A decision is anticipated during the next year regarding the feasibility of this
project.
The Ladd Arboretum Committee will focus on developing a landscape plan for the Ecology Center area and may also
consider the 4 corner area of Bridge, Grey, and McCormick Boulevard. Additionally, the McCormick Boulevard
redevelopment project will begin in the summer of 2004; we anticipate being involved in green space preservation
during the construction, as well as working with alternative routes to programs and summer camps.
City of Evanston
Ecology Center
3605 – Ecology Center
Description of Major Activities
Program personnel work with the Ladd Arboretum Committee (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, to provide environmental education programs
and services to the community. 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 Foghouses 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 6
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 2004-2005 Objectives
• Develop a room rental policy consistent with the Department policy for use of the new addition by April 2004.
• Complete fundraising efforts of approximately $70,000 with the Evanston Environmental Association on the
construction loan for the new Ecology Center facility by February 2005.
• Develop and begin implementation of a landscape plan for the Ecology Center and 4-corner area of Bridge,
Grey, and McCormick Boulevard.
• Work with the Rotary Club of Evanston on a plan for the revitalization of the Friendship Garden area of the Ladd
Arboreum; project to be completed by May 2005.
• Develop and implement a Grand Opening for the Ecology Center addition (date to be determined when
construction is complete.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of Garden Plots Rented 204 234 234
Number of Ecology Center visitors 18,000 18,000 16,000
Number of EEA members 450 237 400
Number of School Participants 4,000 2,800 3,000
Number of Program Participants 3,000 2,800 3,000
Number of Public Programs offered 180 112 180
Number of program hours 2,240 5,800 6,400
Hours of volunteer participation 2,000 2,100 2,400
Public Meeting Use 0 0 2,000
FULL TIME EQUIVALENT POSITIONS 4 4 4
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ECOLOGY CENTER
3605
2003 -2004 2004 2005-
Appropriation Approved
3605 ECOLOGY CENTER
61010 REGULAR PAY 175,400 187,900
61050 PERMANENT PART-TIME 15,100 27,200
61510 HEALTH INSURANCE 23,600 30,000
61615 LIFE INSURANCE 500 500
61625 AUTO ALLOWANCE 2,200 2,200
62205 ADVERTISING 200 200
62210 PRINTING 1,000 1,000
62235 OFFICE EQUIPMENT MAINT 600 600
62275 POSTAGE CHARGEBACKS 2,000 2,000
62295 TRAINING & TRAVEL 200 200
62320 TELEPHONE CHARGEBACKS 2,500 2,500
62360 MEMBERSHIP DUES 600 600
62375 RENTALS 1,000 1,000
62490 OTHER PROGRAM COSTS 2,800
62507 FIELD TRIPS 500
62511 ENTERTAIN/ PERFORMER SVCS 100
62520 OTHER CONTRACTUAL SERVICES 3,400
64005 ELECTRICITY 5,100 8,100
64015 NATURAL GAS 4,000 7,500
65005 AGRI/BOTANICAL SUPPLIES 400 400
65010 BOOKS, PUBLICATIONS, MAPS 100 100
65025 FOOD 500 900
65040 JANITORIAL SUPPLIES 400 400
65050 BLDG MAINTENANCE MATERIAL 1,200 1,200
65080 MERCHANDISE FOR RESALE 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 800 800
65095 OFFICE SUPPLIES 2,500 2,500
65105 PHOTO/DRAFTING SUPPLIE 200 200
65110 RECREATION SUPPLIES 4,000 3,600
3605 ECOLOGY CENTER 254,500 292,000
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 or half day sessions for children ages 5 -12 years.
Wildflowers, our oldest camp, provides four sessions for children ages 3 and 4 where they have an opportunity to
investigate the natural environment.
Kinglet camp, a camp exclusively for 5 year olds, utilizes the Lovelace Park fieldhouse.
EcoExplore, started in 1994, addresses a more advanced camping and outdoor experience for 4th - 6th graders.
Kinglet Camp and EcoExplorer Camp alternate sites using both the North Foghouse 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 2 foghouses at Lighthouse Park, several beaches, and the
Ecology Center.
FY 2004-2005 Objectives
• Write up curriculum for EcoExplore summer camp for use by future camp directors to be completed by June
2004.
• Plan a family night or parent participatory summer programs that highlight all 5 Ecology Center camps; programs
to be in place by May 2004 and be implemented from June 2004-August 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Total camp enrollment 736 820 800
Number of camp program hours
(# of campers X # of hours spent in camp)
40,000 43,800 43,000
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ECO-QUEST DAY CAMP
3610
2003 -2004 2004 2005-
Appropriation Approved
3610 ECO-QUEST DAY CAMP
61060 SEASONAL EMPLOYEES 68,600 68,600
62205 ADVERTISING 100 100
62210 PRINTING 1,300 1,300
62490 OTHER PROGRAM COSTS 5,200
62507 FIELD TRIPS 2,500
62511 ENTERTAIN/ PERFORMER SVCS 2,000
62520 OTHER CONTRACTUAL SERVICES 11,000
62705 BANK SERVICE CHARGES 2,000 2,000
65020 CLOTHING 3,000 2,500
65025 FOOD 2,200 2,500
65110 RECREATION SUPPLIES 1,500 3,000
3610 ECO-QUEST DAY CAMP 89,700 89,700
City of Evanston
Cultural Arts Division
Three Year Fiscal History
$802,800
$888,600
$723,049
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Expenditures as a % of 2005 General Fund Budget
1.14%
Director
P/F/R
Management &
General Support
Public Information
& Marketing
Business &
Fiscal
Management
Recreation
Facilities Maint.
Noyes
Cultural Arts
Director
Secretary II Custodial Staff
(5)
Noyes Center
Coordinator
Recreation
Program Manager
Senior Program
Coordinator
Seasonal Staff (10)Instructors (2)
City of Evanston
Cultural Arts Division
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
3700 – Arts Council 114,463 113,300 100,000 116,700
3710 – Noyes Cultural Arts Center 218,351 234,800 230,000 288,500
3720 – Cultural Arts Programs 390,235 454,700 426,300 483,400
Total Expenditures: $ 723,049 $ 802,800 $ 756,300 $ 888,600
Revenues:
Cultural Arts Programs 348,879 338,300 285,000 324,200
Noyes Center Revenues 181,136 219,600 210,000 219,600
Illinois Arts Council Re-granting 13,000 15,000 15,000 14,100
Total Revenues: $ 543,015 $ 572,900 $ 510,000 $ 557,900
Performance Report on FY 2003-2004 Major Program Objectives
The many cultural arts programs offered by the Cultural Arts Division in 2003/04 provided Evanstonians with a wide
variety of options to experience the arts. 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. This year, for the
first time, nationally known musicians from outside the immediate area performed.
The Ethnic Festival was a huge success, displaying an enormous diversity of ethnic talent in the performing, visual
and culinary arts. Great weather helped draw a large crowd to Dawes Park.
The Lakeshore Festival had a record number of artist applicants, and this year featured a silent auction along with the
traditional live auction.
Arts Week Evanston, now in its third year, continues to grow in popularity. Several new elements were added this
year, including Evanston Harmony Days, a celebration of barbershop singing, and a Latin-Caribbean Day, featuring
traditional food and music.
The Cultural Fund awarded $37,000 in grants to artists and arts organizations who requested funding for high quality,
innovative projects or for stability grants. Recipients are required to match each grant dollar, so the impact of each
grant is doubled.
To involve more youth in the arts, the summer Arts Camp and the Young Artist Program (YAP) included strong
curricular components in their planning and execution. The newly redesigned Arts Camp format with one location
offering half-day campers a “Taste of the Arts” and one location offering a full day immersion into the arts worked very
well. Our partnership with the Evanston Public Library was also successful. We will build on that success by adding
partnerships with other area institutions to add even more depth to the curriculum next summer.
The Young Artist camp continues to grow. Groups of YAPPERS are now participating in area opportunities for teens,
including an improvisational comedy performance at the Chicago Busker Festival. YAP will continue to build
partnerships with area arts organizations to expand opportunities for young teens in Evanston.
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 arts programming of high quality and innovation that benefits the community. The Arts Council
provides additional ongoing support to the arts industry that includes the collective marketing of Evanston arts
organizations metropolitan-wide.
FY 2004-2005 Objectives
• Evaluate the findings of the Noyes Task Force and submit recommendations in areas such as governance,
community service, and Noyes tenancy requirements, to the City Council, by June 2004.
• Improve communications with arts organizations within the city by holding a series of meetings to discuss the
value of the arts to the community by December 2004.
• With outside funding, develop an Arts Calendar to increase the visibility of Evanston's arts organizations within
Evanston and the North Shore area by October 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Groups Receiving Cultural Fund Assistance:
Individual Projects 3 4 4
Organization Projects 14 15 14
Stability 3 1 2
FULL TIME EQUIVALENT POSITIONS 0 0.75 0.75
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
ARTS COUNCIL
3700
2003 -2004 2004 2005-
Appropriation Approved
61010 REGULAR PAY 41,800 44,800
61050 PERMANENT PART-TIME 2,600 2,600
61110 OVERTIME PAY 600 600
61510 HEALTH INSURANCE 4,500 5,700
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 1,200 1,200
62205 ADVERTISING 800 400
62210 PRINTING 700 4,375
62235 OFFICE EQUIPMENT MAINT 800 800
62272 OTHER PROFESSIONAL SERVICES 2,700
62275 POSTAGE CHARGEBACKS 3,800 2,800
62295 TRAINING & TRAVEL 300 300
62315 POSTAGE 2,500 2,525
62320 TELEPHONE CHARGEBACKS 4,100 4,100
62360 MEMBERSHIP DUES 1,500 1,500
62365 RECEPTION/ENTERTAINMEN 500 300
62375 RENTALS 800 800
62490 OTHER PROGRAM COSTS 3,500
62515 RENTAL SERVICES 300
62520 OTHER CONTRACTUAL SERVICES 4,000
62665 CONTRIB TO OTHER AGENCIES 38,600 38,100
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 100 100
65025 FOOD 400
65095 OFFICE SUPPLIES 1,000 1,100
Grand Total(s)113,300 116,700
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,
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 metropolitan artists, changing every two months.
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 2004-2005 Objectives
• Staff plans to compile data and serve as a liaison partnering Noyes Center resident artists with Evanston-based
service agencies. Staff's efforts are an attempt to increase community service participation reaching new
underserved Evanston audiences by all Noyes resident artists. This is an ongoing objective with an introduction
date to coincide with the FY 05/06 Noyes lease.
• Rent 100% of available studio space at the Noyes Cultural Arts Center by April 1, 2004.
• Review and revise selection criteria for Noyes Center resident artist tenancy by August 2004.
• Update market study of area arts facilities and amenities.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Tenant Rental Revenue 203,602 214,892 238,811
Number of Community Use Events/Rentals 22,000 22,000 20,258
Tenant Community Service Value 34,115 35,281
FULL TIME EQUIVALENT POSITIONS 3.89 3.89 3.89
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
NOYES CULTURAL ARTS CTR
3710
2003 -2004 2004 2005-
Appropriation Approved
3710 NOYES CULTURAL ARTS CTR
61010 REGULAR PAY 111,400 119,300
61050 PERMANENT PART-TIME 31,000 58,000
61110 OVERTIME PAY 6,100 6,100
61510 HEALTH INSURANCE 15,800 20,100
61615 LIFE INSURANCE 200 200
61625 AUTO ALLOWANCE 100 100
62205 ADVERTISING 1,000 1,000
62210 PRINTING 100 100
62225 BLDG MAINTENANCE SERVICES 5,900 11,100
62235 OFFICE EQUIPMENT MAINT 1,000 1,000
62275 POSTAGE CHARGEBACKS 800 800
62295 TRAINING & TRAVEL 300 300
62320 TELEPHONE CHARGEBACKS 7,600 7,600
62365 RECEPTION/ENTERTAINMEN 100 100
62375 RENTALS 100 100
62495 LICENSED PEST CONTROL SERVICES 400
62520 OTHER CONTRACTUAL SERVICES 5,000
64005 ELECTRICITY 25,000 28,000
64015 NATURAL GAS 14,400 24,400
65010 BOOKS, PUBLICATIONS, MAPS 300 300
65020 CLOTHING 400 400
65025 FOOD 200
65040 JANITORIAL SUPPLIES 2,600 3,000
65045 LICENSING/REGULATORY SUPP 800 800
65050 BLDG MAINTENANCE MATERIAL 1,500 1,500
65075 MEDICAL & LAB SUPPLIES 100 100
65085 MINOR EQUIPMENT & TOOLS 400 400
65095 OFFICE SUPPLIES 2,800 3,100
3710 NOYES CULTURAL ARTS CTR 234,800 288,500
City of Evanston
Cultural Arts Division
3720 – Cultural Arts Programs
Description of Major Activities
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.
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, the Mayor's Award for the Arts and
Community Service at Noyes.
FY 2004-2005 Objectives
Organizations committed to support sponsorship package (2 festivals, concerts, Arts Week).
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of organizations committed to sponsoring
events.
0 4 5
FULL TIME EQUIVALENT POSITIONS 3.13 3.13 3.13
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CULTURAL ARTS PROGRAMS
3720
2003 -2004 2004 2005-
Appropriation Approved
61010 REGULAR PAY 122,300 131,000
61050 PERMANENT PART-TIME 29,300 11,700
61060 SEASONAL EMPLOYEES 115,100 153,900
61062 SPECIAL EVENT SALARIES 5,000
61510 HEALTH INSURANCE 15,400 19,600
61615 LIFE INSURANCE 100 100
61625 AUTO ALLOWANCE 800 800
62205 ADVERTISING 14,600 15,700
62210 PRINTING 20,500 21,200
62215 PHOTOGRAPHERS/BLUEPRINTS 700
62235 OFFICE EQUIPMENT MAINT 800 800
62272 OTHER PROFESSIONAL SERVICES 57,500
62275 POSTAGE CHARGEBACKS 2,500 1,400
62295 TRAINING & TRAVEL 300 1,700
62315 POSTAGE 5,200 4,400
62320 TELEPHONE CHARGEBACKS 3,000 2,600
62360 MEMBERSHIP DUES 700 500
62365 RECEPTION/ENTERTAINMEN 1,100 1,900
62375 RENTALS 24,100 100
62490 OTHER PROGRAM COSTS 3,900
62500 TECHNICAL INFORMATION SERVICES 6,000
62506 WORK-STUDY 400
62507 FIELD TRIPS 3,800
62509 SERVICE AGREEMENTS / CONTRACTS 2,500
62511 ENTERTAIN/ PERFORMER SVCS 46,400
62515 RENTAL SERVICES 22,300
62520 OTHER CONTRACTUAL SERVICES 11,300
62560 TELEPHONE TELEGR CHBK 100
62602 OTHER CONTRACTUAL SVC CHGBACK 600 600
62700 SCHOLARSHIPS 200 200
64530 TELECOMMUNICATIONS - HANDHELD 300
64540 TELECOMMUNICATIONS - WIRELESS 200
65010 BOOKS, PUBLICATIONS, MAPS 500 500
65020 CLOTHING 6,300 4,600
65025 FOOD 600
65095 OFFICE SUPPLIES 4,400 3,700
65110 RECREATION SUPPLIES 18,100 14,200
Grand Total(s)454,700 483,400
PART IV
OTHER FUNDS BUDGET
City of Evanston
Motor Fuel Tax Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Appropriation:
Estimated Funds Available for Programming 3/01 2,600,000 2,595,584 2,162,418 1,570,818
Plus State Allotments 2,093,324 1,900,000 2,000,000 2,000,000
Investment Earnings 58,655 55,000 55,000 55,000
Total Funds Provided: $ 4,751,979 $ 4,550,584 $ 4,217,418 $ 3,625,818
Funds Applied:
Transfer to General Fund – Street Maintenance 600,000 630,000 600,000 630,000
Transfer to General Fund – Staff Engineering 70,000 120,000 71,600 120,000
Total Transfers to General Fund: $ 670,000 $ 750,000 $ 671,600 $ 750,000
Capital Improvements:
Traffic Signal Installation 100,000 125,000 125,000 0
Traffic Signal Installation – Church and Dodge 0 0 0 125,000
Traffic Signal Installation – Main and Dodge 0 0 0 125,000
Maintenance Operations by Contract: 0 0 0 0
Street Resurfacing (2001) 6,395 0 0 0
Street Resurfacing (2002) 900,000 0 0 0
Street Resurfacing (2003) 0 1,200,000 1,200,000 0
Street Resurfacing (2004) 0 0 0 1,200,000
McCormick Blvd. Phase I & II Engineering: 110,000 250,000 250,000 0
Asbury Bridge Study – Phase I & II 90,000 120,000 120,000 300,000
Chicago Avenue Bridge over Skokie Swift 160,000 40,000 40,000 0
Street Maintenance & Condition Study 0 0 0 50,000
Oakton Street Bridge Replacement 0 15,000 15,000 0
Ridge Avenue Signal Interconnect CMAQ Project: 220,000 350,000 350,000 300,000
TOTAL CAPITAL IMPROVEMENTS: $ 1,586,395 $ 2,100,000 $ 2,100,000 $ 2,100,000
TOTAL FUNDS APPLIED: $ 2,256,395 $ 2,850,000 $ 2,771,600 $ 2,850,000
Estimated Funds Available for Programming
2/28/04:
$ 2,495,584 $ 1,762,584 $ 1,445,818 $ 775,818
Three Year Fiscal History
$2,850,000 $2,850,000
$2,256,395
$1,000,000
$2,000,000
$3,000,000
$4,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
1.73%
City of Evanston
Motor Fuel Tax Fund
Description of Major Activities
The Motor Fuel Tax fund accounts 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. FY 04/05 funds will be used
to complete various traffic signal, street resurfacing, and street engineering projects, as listed in the fund summary.
Performance Report on FY 2003-04 Program Objectives
Motor Fuel Tax funds were used to resurface the following streets:
Ashland Avenue – Colfax Street to Central Street
Bradley Place – McDaniel Avenue to Pitner Avenue
Brown Avenue – Emerson Street to Church Street
Chicago Avenue – Dempster Street to Lake Street
Davis Street – Sheridan Road to Judson Avenue
Dempster Street – Forest Avenue to Lake Shore Blvd.
McDaniel Avenue – Thayer Street to Isabella Street
Oakton Street – Asbury Avenue to Ridge Avenue
Prospect Avenue – Grant Street to Central Street
South Blvd. – Ridge Avenue to Elmwood Avenue
Washington Street – West End to Grey Avenue
Broadway Avenue – Livingston Street to Isabella Street
Dobson Street – Barton Avenue to Rige Avenue
Elmwood Avenue – Dempster Street to Grove Street
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Contract for Motor Fuel Tax Program
$ 1,300,000 $ 1,200,000 $ 1,200,000
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
City of Evanston
Emergency Telephone System Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Surcharge Revenue 1,177,129 837,000 837,000 935,200 98,200
Wireless Surcharge Revenue 0 210,000 210,000 342,000 132,000
Interest Income 9,161 25,000 9,000 9,000 (16,000)
Total Funds Provided: $ 1,186,290 $ 1,072,000 $ 1,056,000 $ 1,286,200 $ 214,200
Funds Applied:
Operating Expense 513,052 701,300 701,300 702,300 1,000
Transfer to General Fund - Administration 125,400 125,400 125,400 139,400 14,400
Debt Service 213,400 213,400 213,400 212,000 (1,400)
Capital Replacement 0 324,000 324,000 1,029,600 705,600
Total Operating Expenses: $ 851,852 $ 1,364,100 $ 1,364,100 $ 2,083,300 $ 719,600
Revenues vs. Expenditures: $ 334,438 ($ 292,100) ($ 308,100) ($ 797,100) ($ 505,000)
Beginning of Year 1,934,295 2,268,733 2,268,733 1,960,633 (308,100)
Year End Balance 2,268,733 1,976,633 1,960,633 1,163,533 (813,100)
Change in Cash Balance 334,438 (292,100) (308,100) (797,100) (505,000)
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.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
FULL TIME EQUIVALENT POSITIONS 3 3 4
Approved Adjustments in the 2004-2005 Budget
Three Year Fiscal History
$1,364,100
$2,083,300
$851,857
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
1.26%
CITY OF EVANSTON
EMERGENCY TELEPHONE SYSTEM
5150
2003 -2004 2004 2005-
Appropriation Approved
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 265,200 275,300
61110 OVERTIME PAY 7,500 7,500
61510 HEALTH INSURANCE 33,100 42,000
61615 LIFE INSURANCE 600 600
62225 BLDG MAINTENANCE SERVICES 10,000 10,000
62272 OTHER PROFESSIONAL SERVICES 194,500
62295 TRAINING & TRAVEL 32,500 32,500
62320 TELEPHONE CHARGEBACKS 124,200
62360 MEMBERSHIP DUES 1,100 1,100
62509 SERVICE AGREEMENTS / CONTRACTS 176,700
62520 OTHER CONTRACTUAL SERVICES 5,000
62675 INTERDEPT. TRSF.-PENSIONS 39,400 39,400
62680 TRANSFER TO GF-DATA PROC 50,000 50,000
62685 REIMB. GF FOR ADMIN. EXP 36,000 50,000
62690 TRANSFER TO DEBT SERVICE 212,000
64505 TELECOMMUNICATIONS - CARRIER L 124,500
64540 TELECOMMUNICATIONS - WIRELESS 3,500
65010 BOOKS, PUBLICATIONS, MAPS 1,100 1,100
65020 CLOTHING 1,200 1,200
65035 PETROLEUM PRODUCTS 500 500
65085 MINOR EQUIPMENT & TOOLS 15,200 16,200
65095 OFFICE SUPPLIES 2,600 2,600
65620 OFFICE MACH. & EQUIP.2,000 2,000
65625 FURNITURES & FIXTURES 324,000 1,029,600
66020 TRANSFERS TO OTHER FUNDS 213,400
68205 CONTINGENCIES 5,000 5,000
5150 EMERGENCY TELEPHONE SYSTEM 1,364,100 2,083,300
City of Evanston
Community Development Block Grant Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Funds Provided:
Community Development Block Grant 2,399,000 2,410,000 2,409,000 2,395,000 ( $1,000)
Total Funds Provided: $ 2,399,000 $ 2,409,000 $ 2,409,000 $ 2,395,000 ($ 14,000)
Expenditures:
Administration 512,465 511,000 511,000 519,000 8,000
Development Activities 2,319,567 2,311,261 2,311,261 2,230,633 (145,596)
Total Expenditures: $ 2,832,032 $ 2,822,261 $ 2,822,261 $ 2,749,633 ($ 72,628)
Notes for Financial Summary
$2,395,000 2004/05 Entitlement
154,633 Reallocations from prior years
2,549,633 Subtotal
200,000 Estimated Program Income 2004/05
$2,749,633 Total 2004/05 CDBG program
Performance Report on FY 2003-2004 Major Program Objectives
Submitted the 2002/03 CAPER (Consolidated Plan Annual Performance and Evaluation Report) covering Evanston’s use of
2002/03 CDBG, HOME and ESG funds to HUD.
Thirty-two new CDBG projects were implemented for FY 2003/04 totaling $2,822,261.
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. 2.0 FTE positions are charged back to the CDBG Administration budget: General
Planner (50%), Executive Secretary Planning (50%), Housing Planner (40%), Assistant Community Development Director
(20%), and Senior Accountant (40%).
During the program year, the Neighborhood Planner continued to work with CDBG Target area neighborhood organizations.
Throughout the year, the Neighborhood Planner, under the direction of the Evanston Plan Commission, met with the Dr. Hill
community (5th ward) in development of consensus and objectives for neighborhood improvement projects in the area bounded
by Green Bay Road, Church Street, and the canal. Other 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.
Significant capital improvements to the Ashland Avenue manufacturing/business corridor between Green Bay Road and
Simpson Street have garnered interest in this area. Private developers have created approximately 20 live and/or work spaces
by redeveloping former warehouse buildings.
Three Year Fiscal History
$2,822,261
$2,749,633
$2,832,032
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
1.67%
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 2004-2005 Objectives
• Submit CAPER (Consolidated Plan Annual Performance Report) for FY 2003/04 to HUD no later than 5/31/04.
• 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 accurately
reflected to HUD, Congress and the public.
• Assist the Housing & Community Development Act Committee with reconfiguration of the CDBG Target Area
based on 2000 census and low/moderate income data received from HUD in 2003.
• Provide neighborhood planning support to CDBG Target neighborhood groups and assist neighborhood
stakeholders with meeting their community development objectives. The Neighborhood Planner will conclude
work with the Dr. Hill (5th ward) community in developing its community development objectives during the
program year.
• 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
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Submission of annual CDBG application to HUD 1/15/02 1/15/03 1/15/04
Submission of previous year’s HUD Consolidated Annual
Performance and Evaluation Report (CAPER)
5/31/02 5/31/03 5/31/04
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
1/15/02 1/15/03 1/15/04
Provide staff assistance to City’s Housing & Community
Development Act Committee
14 meetings 14 meetings 14 meetings
FULL TIME EQUIVALENT POSITIONS 2.0 2.0 2.0
Approved Adjustments in 2004-2005 Budget
2003-2004
Appropriation
2004-2005
Approved
5520 CDBG
61010 REGULAR PAY 117,800 117,700
61060 SEASONAL EMPLOYEES 10,000 10,000
61110 OVERTIME PAY 900 1,000
61445 REGULAR SALRIES CHARGEBACKS 106,700 99,400
61625 AUTO ALLOWANCE 500 -
62210 PRINTING 1,500 -
62272 OTHER PROFESSIONAL SVCS 24,000 -
62275 POSTAGE CHARGEBACKS 2,200 2,200
62295 TRAINING & TRAVEL - 2,500
62360 MEMBERSHIP DUES 1,300 1,000
62380 COPY MACHINE CHARGES 3,700 3,000
62490 OTHER PROGRAM COSTS - 23,208
62552 OTHER PROFESSIONAL SVCS CHGB 1,500 -
62560 TELEPHONE & TELEGRAPH 1,500 -
65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500
65095 OFFICE SUPPLIES 1,200 1,200
68205 CONTINGENCIES 2,300 4,500
68210 CONTINGENCIES CHARGEBACKS 200 3,500
62620 MEDICAL INSURANCE 11,800 16,200
62750 MEDICAL INSURANCE CHARGEBACK 11,800 14,600
62625 LIFE INSURANCE 200 200
62755 LIFE INSURANCE CHARGEBACKS 200 200
62675 INTERDPTMNTL TRANSFER PENSION 16,200 17,200
62745 IMRF CHARGEBACK 16,000 14,100
$333,000 333,208 5520 CDBG
CITY OF EVANSTON
CDBG
5220
ADMINISTRATION/PLANNING
1 CITY - COMMUNITY DEVELOPMENT/PLANNING CDBG ADMINISTRATION 333,208
2 CITY - HUMAN RELATIONS COMMISSION HOUSING ADVOCACY PROGRAM 89,524
3 CITY - FINANCE DEPARTMENT MINORITY, WOMEN, EVANSTON BUSINESS PROGRAM 96,268
ADMINISTRATION/PLANNING TOTAL: $519,000
PUBLIC SERVICES
4 CONNECTIONS FOR THE HOMELESS ENTRY POINT 11,939
5 EVANSTON COMMUNITY DEFENDER EVANSTON COMMUNITY DEFENDER'S OFFICE 59,043
6 EVANSTON ECUMENICAL ACTION COUNCIL HOSPITALITY CENTER FOR THE HOMELESS 2,488
7 FIRST BASE/FISHER MEMORIAL AME ZION CHURCH FIRST BASE - HOMELESS PROGRAM 4,975
8 GIRL SCOUTS/ILLINOIS CROSSROADS COUNCIL SOY UNICA, SOY LATINA AND UNIQUELY ME 4,975
9 INTERFAITH HOUSING CENTER HOMESHARING PROGRAM 14,922
10 INTERFAITH HOUSING CENTER PREDATORY LENDING PREVENTION 4,975
11 LEGAL ASSISTANCE FOUNDATION/CHICAGO EVANSTON LEGAL SERVICES 9,947
12 MEALS AT HOME FOOD DELIVERY TO SENIORS AND DISABLED 9,947
13 METROPOLITAN FAMILY SERVICES PSYCHIATRIC SERVICES FOR PARENTS 4,975
14 NORTH SHORE SENIOR CENTER EVANSTON/SKOKIE VALLEY SENIOR SERVICES 24,870
15 OPEN STUDIO PROJECT ART & ACTION PROGRAM FOR AT RISK YOUTH 5,968
16 SECOND BAPTIST CHURCH - YOUTH ACTION MINISTRY ANNUAL COLLEGE RETREAT 12,435
17 YOUTH JOB CENTER OF EVANSTON JOB READINESS, JOB PLACEMENT AND FOLLOW-UP SVC.79,586
18 YWCA-EVANSTON/NORTHSHORE DOMESTIC VIOLENCE SERVICES 35,813
19 CITY - COMMUNITY DEVELOPMENT GRAFFITI REMOVAL PROGRAM 29,845
20 CITY - COMMUNITY DEVELOPMENT/PLANNING ADOPT A FANCY CAN 4,975
21 CITY - POLICE DEPARTMENT SENIOR CRIME PREVENTION PROGRAM 22,882
22 CITY - HUMAN RELATIONS COMMISSION SUMMER YOUTH EMPLOYMENT ADMINISTRATION 59,690
PUBLIC SERVICES TOTAL: $404,250
HOUSING
23 CITY - COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION $100,000
24 CITY - COMMUNITY DEVELOPMENT HOUSING CODE COMPLIANCE 240,000
25 CITY - COMMUNITY DEVELOPMENT HOUSING REHAB ADMINISTRATION 230,000
26 CITY - COMMUNITY DEVELOPMENT PROGRAM INCOME: REVOLVING LOAN FUND 200,000
27 CITY-HEALTH/HUMAN SERVICES ADAPTIVE DEVICES 15,000
28 CITY-HEALTH/HUMAN SERVICES HANDYMAN PROGRAM 15,000
29 CITY-FACILITIES MANAGEMENT CIVIC CENTER BOILER BUILDING APARTMNT RENOVATION 15,000
30 CEDA/NEIGHBORS AT WORK MINOR REPAIRS/PAINTING ASSISTANCE 160,000
HOUSING TOTAL: $975,000
City of Evanston
Community Development Block Grant
PUBLIC IMPROVEMENTS
31 CITY - PARKS/FORESTRY & RECREATION FLEETWOOD/JOURDAIN COMMUNITY CENTER $110,155
32 CITY - PARKS/FORESTRY & RECREATION MASON PARK 150,000
33 CITY - PARKS/FORESTRY & RECREATION TARGET AREA TREE PLANTING 20,000
34 CITY - PUBLIC WORKS ALLEY IMPROVEMENT PROGRAM 110,527
35 CITY - PUBLIC WORKS BLOCK CURB/SIDEWALK PROGRAM 65,000
36 CITY - PUBLIC WORKS 2004 ACCESSIBLE CURB RAMP PROGRAM 80,000
37 RIDGEVILLE PARK DISTRICT REBA PARK RENOVATIONS 45,000
38 CITY - EVANSTON POLICE DEPARTMENT VIDEO MONITORING PROGRAM 21,000
PUBLIC IMPROVEMENTS TOTAL: $601,682
PUBLIC FACILITIES
39 CHILD CARE CENTER OF EVANSTON BUILDING IMPROVEMENTS $20,000
40 EVANSTON DAY NURSERY CHILD HEALTH SAFETY 30,000
41 FAMILY FOCUS, INC. WEISSBOURD-HOLMES FAMILY FOCUS CENTER - ROOF 47,500
42 INFANT WELFARE SOCIETY OF EVANSTON BABY TODDLER NURSERY INTERIOR RECONSTRUCTION 22,500
43 SCHOOL DISTRICT 65 OAKTON SCHOOL PLAYGROUND 60,000
44 TODDLER TOWN DAY CARE HVAC 10,000
PUBLIC FACILITIES TOTAL: $190,000
ECONOMIC DEVELOPMENT
45 CITY - COMMUNITY DEV/PLANNING NEIGHBORHOOD STOREFRONT IMPROVEMENT PROGRAM $15,000
46 YOUTH JOB CENTER OF EVANSTON YOUTH INTERNS/BEN & JERRY'S PROGRAM 45,000
ECONOMIC DEVELOPMENT TOTAL: $60,000
2004-2005 TOTAL ALLOCATION $2,749,932
Italics: Indicate First Time Applicant or New Program
City of Evanston
Community Development Block Grant
City of Evanston
Economic Development Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Funds Provided: Operating Revenue
Hotel Tax 816,777 750,000 675,000 675,000 0
Amusement Tax 288,371 280,000 300,000 300,000 0
Sales Tax 22,924 130,000 130,000 0 (130,000)
Interest Income 3,809 9,500 2,000 2,000 0
Total Funds Provided: $ 1,131,881 $ 1,169,500 $ 1,107,000 $ 977,000 ($ 130,000)
Funds Applied: Operating Expenses
Economic Development Activities 421,618 327,200 327,200 383,100 64,300
Transfers To General Fund 0 250,000 250,000 365,900 115,900
Transfer to Maple Avenue Garage Fund 610,000 590,000 630,000 650,000 60,000
Total Operating Expenses: $ 1,031,618 $ 1,167,200 $ 1,207,200 $ 1,399,000 $ 240,200
Performance Report on FY 2003-2004 Major Program Objectives
Resources from the Economic Development Fund were used to accomplish various initiatives, including the following:
1. Continued work with development entities for redevelopment of the former Builders Square Site.
2. Assisted site selection consultants and owners in identifying appropriate sites for desired new uses in downtown,
commercial and industrial districts. Individual customers served are confidential.
3. Provided staff support to the Economic Development Committee for ten meetings.
4. Staffed four Joint Review Board Meetings and related TIF information requests.
5. Participated in the implementation of numerous economic development projects that include downtown,
neighborhoods, and industrial areas.
6. Provided technical assistance to businesses and developers concerning available property and City regulatory
processes.
7. Continued to fund consulting services to monitor and improve the electrical distribution system in Evanston.
Three Year Fiscal History
$1,167,200
$1,399,000
$1,031,618
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
0.85%
City of Evanston
Economic Development Fund Summary
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 2004-2005 Objectives
1. Provide staff support to the Economic Development Committee.
2. Assist and recruit site selection professionals and owners in recruiting desired businesses.
3. Stimulate development of remaining parcels in City assisted development projects.
4. Provide technical assistance to businesses and developers concerning available property and City regulatory process.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Economic Development Committee Meetings 9 12 12
Redevelopment Projects Assisted 10 10 10
Number of JRB Meetings 4 4 4
FULL TIME EQUIVALENT POSITIONS 1.45 1.45 1.45
Approved Adjustments in the 2004-2005 Budget
CITY OF EVANSTON
ECON. DEVELOPMENT FUND
5300
2003 -2004 2004 2005-
Appropriation Approved
5300 ECON. DEVELOPMENT FUND
61010 REGULAR PAY 94,300 99,000
61060 SEASONAL EMPLOYEES 5,000 5,000
61510 HEALTH INSURANCE 6,000 6,900
61615 LIFE INSURANCE 200 200
62130 LEGAL SERVICES - GENERAL 30,000 30,000
62185 OTHER CONSULTING SERVICES 151,000
62210 PRINTING 500 1,000
62272 OTHER PROFESSIONAL SERVICES 143,000
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 100 100
62380 COPY MACHINE CHARGES 2,200 2,200
62490 OTHER PROGRAM COSTS 20,000
62520 OTHER CONTRACTUAL SERVICES 20,000
62675 INTERDEPT. TRSF.-PENSIONS 8,400 8,400
65095 OFFICE SUPPLIES 300 500
65522 BUSINESS DISTRICT IMPROVEMENTS 50,000
66020 TRANSFERS TO OTHER FUNDS 840,000
66127 TRANSFER TO MAPLE AV GARAGE 650,000
66131 TRANSFER TO GENERAL FUND 357,500
68205 CONTINGENCIES 17,000 17,000
5300 ECON. DEVELOPMENT FUND 1,167,200 1,399,000
City of Evanston
Housing Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Interest on Investments 11,688 40,000 7,000 10,000 (30,000)
Miscellaneous 19,568 0 3,000 7,000 7,000
Total Revenues: $ 31,256 $ 40,000 $ 10,000 $ 17,000 ($23,000)
Expenditures:
Housing & Economic Development 250,000 216,600 47,804 239,100 22,500
Total Operating Expenses: $ 250,000 $ 216,600 $ 47,804 $ 239,100 $ 22,500
Revenues Over/(Under) Expenditures: ($ 218,744) ($ 176,600) ($ 37,804) ($ 222,100) $ 500
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 2004-2005 Objectives
• Continue to aggressively address the problem of vacant, boarded and foreclosed property, especially within West Side
neighborhoods.
• Utilize the administrative adjudication function to prosecute cases of property neglect.
• Fund affordable housing opportunities that emerge in targeted neighborhoods.
• Fund the construction of three new affordable single family homes.
• Fund two FIT families.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of FIT Households 3 2 2
Number of Housing Units Assisted 99 50 60
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in the 2004-2005 Budget
Three Year Fiscal History
$216,600
$239,100
$250,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
0.14%
CITY OF EVANSTON
HOUSING FUND
5340
2003 -2004 2004 2005-
Appropriation Approved
5340 HOUSING FUND
62130 LEGAL SERVICES - GENERAL 1,600 1,600
62185 OTHER CONSULTING SERVICES 1,300
62210 PRINTING 300 300
62520 OTHER CONTRACTUAL SERVICES 1,300
65095 OFFICE SUPPLIES 400 400
65505 LAND 40,000 40,000
65510 BUILDINGS 173,000 195,500
5340 HOUSING FUND 216,600 239,100
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 966,750 885,339 981,199 981,199 95,860
Regular Sales Tax Incremental Revenues 58,000 75,000 75,000 75,000 0
Downtown II – 50% Allocation 500,000 845,315 845,315 845,315 0
Capitalized Interest 773,342 0 0 0 0
Interest Income 7,167 10,000 10,000 10,000 0
Total – Revenue: $ 2,305,259 $ 1,815,654 $ 1,911,514 $ 1,911,514 $ 95,860
Expenditures:
Series 1997 General Obligation Bonds
Principal 125,000 130,000 130,000 140,000 0
Interest 206,816 196,315 196,315 189,490 (6,825)
Series 2002 A Bonds
Interest 1,065,101 1,401,250 885,000 885,000 (516,250)
Series 2002 B Bonds – Taxable
Interest 206,250 350,000 206,250 206,250 (143,750)
Other Operating Expense 0 41,916 41,916 41,916 0
Paying Agent Fees on G.O. Bonds 106,081 74,725 74,725 74,725 0
Total Expenditures: 1,525,209 2,194,206 1,534,206 1,537,381 (668,825)
Operating Transfers Out:
Transfers to General Fund 75,000 75,000 130,000 133,900 58,900
Total Transfers and Expenditures: $ 1,600,209 $ 2,269,206 $ 1,664,206 $ 1,671,281 ($ 609,925)
Description of Major Activities
The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF District
consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on the south and
Chicago Avenue on the east) located in the downtown business area of the City. The development project consists of an
apartment tower containing approximately 261 units with an attached parking garage. The project also includes a retail food
store and other retail units with total square feet of about 33,000 square feet.
The City issued $3,840,000 Series 1997 general obligation TIF bonds for this project of which $3 million was distributed to the
developer for eligible tax increment district development costs for the project. The remainder of the funds were used for
capitalized interest to pay the debt service and issuance of the bonds. The balance of the debt service will be paid by
incremental property tax revenues and sales taxes generated from the project.
The separate Debt Service Fund is established in accordance with the law and is called the Washington National Special Tax
Allocation Debt Service Fund. It will be used to account for the payment of the general obligation debt issued for the District.
Three Year Fiscal History
$2,269,206 $1,671,281$1,600,209
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
1.01%
City of Evanston
Washington National Special Tax Allocation Debt Service Fund Summary
The District was expanded by action of the Joint Review Board of the City Council to include a major portion of Evanston's
downtown. A new development including a public parking garage and close to $70 million in private development is expected to
take place during the next year.
Approved Adjustments in the 2004-2005 Budget
City of Evanston
Special Service Area No. 5 – Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Taxes 436,004 436,000 438,184 440,854 4,854
Interest Income 1115 200 200 200 0
Total Revenues: $ 437,119 $ 436,200 $ 438,384 $ 441,054 $ 4,854
Expenditures:
Series 1995 Bonds – Partially Abated
Principal 135,000 135,000 45,000 145,000 10,000
Interest 124,046 129,571 -188,679 7,686 (121,885)
Series 1996 Bonds
Principal 0 90,000 0 0 (90,000)
Interest 0 83,613 0 0 (83,613)
Paying Agent Fees 0 500 0 0 500
Total Expenditures $ 259,046 $ 438,684 ($ 143,679) $ 152,686 ($ 285,998)
Excess (Deficiency) Revenues over
Expenditures $ 178,073 ($ 2,484) $ 582,063 $ 288,368 $ 290,852
Other Financing (Uses)
Operating Transfers In (Out)
Series 2002C Bond Proceeds ($ 4,072,159)
Escrow Funding ($ 4,072,159)
Debt Service Fund ($ 189,203) ($ 581,863) ($ 288,168) ($ 288,168)
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 2004-2005 Budget
Three Year Fiscal History
$438,684
$152,686
$259,046
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
0.09%
City of Evanston
Southwest II (Howard – Hartrey) Special Tax Allocation Debt Service Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 1,114,092 1,107,672 1,168,810 1,168,810 61,138
Sales Tax Incremental Revenues 0 0 0 0 0
Capitalized Interest 0 0 0 0 0
Interest Income 62,860 50,000 50,000 50,000 0
Total Revenues: $ 1,179,952 $ 1,157,672 $ 1,218,810 $ 1,218,810 $ 61,138
Expenditures:
1994 Bonds (1999 refinancing portion)
Principal 45,000 50,000 50,000 50,000 0
Interest 42,505 40,030 40,030 37,280 (2,750)
1994 Bonds
Principal 80,000 85,000 85,000 95,000 10,000
Interest 109,138 103,298 103,298 97,093 (6,205)
1996 Bonds
Principal 305,000 325,000 325,000 345,000 20,000
Interest 282,840 267,590 267,590 251,340 (16,250)
Operating Transfer to General Fund 10,000 10,000 100,000 125,000 115,000
Total Expenditures and Transfers: $ 874,483 $ 880,918 $ 970,918 $ 1,000,713 $ 119,795
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 2004-2005 Budget
Three Year Fiscal History
$880,918
$1,000,713
$874,483
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
0.61%
City of Evanston
Southwest Special Tax Allocation Debt Service Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 566,318 566,318 574,727 583,995 9,268
Interest Income 12,662 10,000 10,000 10,000 0
Total Revenues: $ 578,980 $ 576,318 $ 584,727 $ 593,995 $ 9,268
Expenditures:
Series 2003 GO Bonds (refinanced 1993)
Principal 170,000 195,000 195,000 225,000 30,000
Interest 84,500 72,150 72,150 58,150 (14,000)
Transfer to Schools 600,000 600,000 600,000 600,000 0
Operating Transfer to General Fund 0 20,000 20,000 20,600 600
Total Expenditures: $ 854,500 $ 887,150 $ 887,150 $ 903,750 $ 16,600
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 2004-2005 Budget
Three Year Fiscal History
$887,150 $903,750$854,500
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
0.55%
City of Evanston
Debt Service Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax 7,517,420 8,097,845 8,099,845 8,447,258 349,413
Interest Income 97,107 60,000 90,000 90,000 30,000
Total Revenue: 7,614,527 8,157,845 7,593,066 8,537,258 379,413
Transfers In:
Transfer from Sewer Fund 64,547 0 0 0 0
Transfer from Capital Improvement Fund 194,539 0 293,488 0 0
Transfer from Water Fund 1,379,500 0 1,314,500 1,254,750 1,254,750
Transfer from SS. Dist No. 5 189,203 0 581,863 288,168 288,168
Transfer from Special Assessment Fund 299,000 280,000 285,443 253,055 (26,945)
Transfer from General Fund 175,000 132,840 132,840 126,840 (6,000)
Transfer from Emergency Telephone
System Fund 213,400 212,000 212,000 0 (212,000)
Total – Revenues and Transfers: $ 10,129,716 $8,782,685 $ 10,413,200 $ 10,434,572 $ 1,677,386
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Debt Service General Obligation Bonds:
Series 1993 – Refunding G.O. Bonds 2,518,109 2,202,079 0 0 (2,202,079)
Series 1994 315,812 300,000 0 0 (300,000)
Series 1995 436,005 400,000 439,540 0 (400,000)
Series 1996 161,660 170,160 163,910 170,160 0
Series 1997 1,489,183 932,642 1,277,483 1,281,350 348,708
Series 1998 548,780 551,780 551,780 559,060 7,280
Series 1999 1,660,645 1,965,282 1,967,083 2,375,283 410,001
Series 2000 (33,166) 294,000 294,000 290,000 (4,000)
Series 2002 2,743,125 762,156 2,365,000 2,295,000 1,532,844
Series 2003 B 0 900,000 1,221,379 584,591 (315,409)
Series 2003 Refunding 0 0 2,043,025 1,959,188 (83,837)
Series 2004 – Estimated - $12,000,000 0 0 0 855,439 855,439
Fiscal Agent Fees 123,345 100,000 125,000 125,000 25,000
General Management & Support 4,011 0 0 0 0
Total Expenditures $ 9,967,509 $ 8,578,099 $10,448,200 $ 10,495,071 ($ 126,053)
Three Year Fiscal History
$8,578,099
$10,495,071$9,967,509
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
6.36%
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 2003-04 the City issued Series 2003 general obligation refunding bonds in the amount of $15,890,000. The
City also issued $11,485,000 Series 2003B general obligation bonds. Proceeds from this issue are being used to finance the
Capital Improvement budget.
Approved Adjustments in the 2004-2005 Budget
City of Evanston
Downtown II Special Tax Allocation Service Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Revenue By Source:
Net Property Tax Increment 3,932,530 5,802,523 5,313,884 8,307,128 2,504,605
Net Property Tax Increment 0 0 0 0 0
Interest Income 125,478 50,000 50,000 50,000 0
Sales Taxes 159,000 159,000 250,000 250,000 91,000
Total – Revenue: $ 4,217,008 $ 6,011,523 $ 5,613,884 $ 8,607,128 $ 2,595,605
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Expenditures:
Series 1999 GO Bonds 0 0 0 0 0
Principal 50,000 0 0 0 0
Interest 2,125 0 0 0 0
Series 1996 0 0 0 0 0
Principal 260,000 280,000 280,000 295,000 15,000
Interest 57,500 44,500 44,500 30,500 (14,000)
Series 2000C 0 0 0 0 0
Principal 0 0 0 0 0
Interest 275,106 325,000 364,000 364,000 39,000
Paying Agent Fees 40,416 30,000 40,000 40,000 10,000
General Management and Support 518,438 0 0 0 0
Other Operating Expenses 0 1,000 0 0 (1,000)
Total Expenditures: $ 1,203,585 $ 680,500 $ 728,500 $ 729,500 $ 49,000
Transfers Out:
Transfer to General Fund 250,000 250,000 250,000 300,000 50,000
Transfer to Maple Avenue 2,100,000 4,117,700 4,117,700 4,117,700 0
Transfer to Washington National TIF 500,000 845,315 845,315 845,315 0
Total Transfers Out: $ 2,850,000 $ 5,213,015 $ 5,213,015 $ 5,263,015 $ 50,000
Total Expenditures & Transfers Out: $ 4,053,585 $ 5,893,515 $ 5,941,515 $ 5,992,515 $ 99,000
Notes for Financial Summary
The transfers out of this fund are to the General Fund, for administration and safety fees; to the Maple Avenue Fund for
administration of the garage; and to the Washington National TIF to evenly distribute funds.
Three Year Fiscal History
$5,893,515 $5,992,515
$4,053,585
$3
$1,000,003
$2,000,003
$3,000,003
$4,000,003
$5,000,003
$6,000,003
$7,000,003
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
3.63%
City of Evanston
Downtown II Special Tax Allocation Service Fund 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 2004-2005 Budget
City of Evanston
Maple Avenue Garage Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Operating Revenue:
Garage 1,247,272 1,300,000 1,197,000 1,300,000
Transfer from General Fund (Sales Tax) 200,000 200,000 280,000 300,000
Transfer from Economic Development 610,000 590,000 630,000 650,000
Transfer from Downtown II (17014) 2,100,000 4,117,709 2,057,344 4,117,700
Interest Income 19,050 23,200 5,000 5,000
Miscellaneous Income 19,013 10,091 10,000 10,000
Total Revenue: $ 4,195,335 $ 6,241,000 $ 4,179,344 $ 6,382,700
Operating Expenses:
Maple Garage Activities 1,116,336 1,120,445 1,060,610 1,228,600
Tax Rebate Agreement 193,792 200,000 292,000 295,300
Transfer to General Fund 36,500 37,900 37,900 39,500
Debt Service 646,592 2,276,655 2,275,568 3,824,200
Depreciation 685,674 682,000 687,750 690,000
Total Operating Expenses: $ 2,678,894 $ 4,317,000 $ 4,353,828 $ 6,077,600
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.
Description of Major Activities
The daily cashiering and operations of the 1,400-space Maple Avenue Self Park are performed uner 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
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Review monthly usage reports with contractor N/A Monthly Monthly
2. Review operations expenses monthly with contractor Monthly Monthly Monthly
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in the 2004-2005 Budget
Three Year Fiscal History
$4,317,000
$2,678,894
$6,077,600
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
3.69%
CITY OF EVANSTON
MAPLE AVENUE GARAGE
7000
2003 -2004 2004 2005-
Appropriation Approved
7000 MAPLE AVENUE GARAGE
61010 REGULAR PAY 50,000 50,000
61062 SPECIAL EVENT SALARIES 10,400 10,400
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
62245 OTHER EQMT MAINTENANCE 18,000 52,000
62320 TELEPHONE CHARGEBACKS 9,600
62350 FISCAL AGENT SERVICES 50,000 40,000
62400 CONTRACT SVC-PARK GARAGE 816,000 882,000
62520 OTHER CONTRACTUAL SERVICES 7,200
62635 OTHER INSURANCE 37,900
62660 PAYMENTS TO DEVELOPERS 200,000 295,300
64005 ELECTRICITY 130,000 140,000
64015 NATURAL GAS 1,000 1,000
64505 TELECOMMUNICATIONS - CARRIER L 1,000
64520 TELECOMMUNICATIONS - LOCAL 8,500
65020 CLOTHING 1,000 500
65040 JANITORIAL SUPPLIES 5,000 7,500
65045 LICENSING/REGULATORY SUPP 4,000 3,000
65050 BLDG MAINTENANCE MATERIAL 10,000
65070 OFFICE/OTHER EQT MTN MATL 2,000
65095 OFFICE SUPPLIES 1,500 3,000
65115 TRAFFIC CONTROL SUPPLIES 1,000 1,000
66132 TRANSFER TO GF-INSURANCE 39,500
68010 DEPRECIATION EXPENSE 682,000 690,000
68205 CONTINGENCIES 5,000 5,000
68305 DEBT SERVICE 2,276,700 3,824,200
7000 MAPLE AVENUE GARAGE 4,317,000 6,077,600
City of Evanston
Parking System Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Funds Provided: Operating Revenue
Street and Lot Meters 1,516,769 1,800,000 1,856,000 2,000,000 200,000
Space Rentals 264,312 261,000 240,000 250,000 (11,000)
Sherman Avenue Garage 652,967 0 500,000 0 0
Church Street Self Park 582,575 650,000 585,000 650,000 0
Research Park / Lot 20* 6,068 50,000 0 0 (50,000)
Interest Income 81,024 74,000 74,000 74,000 0
Miscellaneous Revenues 68,587 11,400 11,400 11,400 0
Total Funds Provided: $ 3,172,302 $ 2,801,200 $ 3,266,400 $ 2,985,400 $ 139,000
Funds Applied: Operating Expenses
7005 - Parking System Management 621,539 793,000 699,750 899,300 103,100
7010 - Sherman Avenue Garage 392,790 0 385,000 0 0
7015 - Parking Lots and Meters 627,702 726,200 675,000 772,300 26,000
7025 - Church Street Self Park 480,987 633,500 489,500 686,100 52,600
Total Operating Expenses: $ 2,123,018 $ 2,153,700 $ 2,249,250 $ 2,357,700 $ 181,700
Other Expenses & Disbursements:
Parking Debt Service 743,869 841,200 841,200 839,100 (2,000)
7040 - Capital Outlay 0 0 0 0 0
7050 - Transfers to General Fund 421,000 421,000 421,000 456,400 21,200
Total Other Expenses & Disbursements: $ 1,164,869 $ 1,262,200 $ 1,262,200 $ 1,295,500 $ 19,200
TOTAL FUNDS APPLIED: $ 3,287,887 $ 3,415,200 $ 3,511,415 $ 3,653,200 $ 200,900
Increase (Decrease) in Working Capital: ($ 115,585) ($ 614,000) ($ 245,015) ($ 667,800)
$ 422,785
Notes for Financial Summary
• FY 04/05 Revenue projections are based on closure of Sherman Ave. Garage for the entire fiscal year.
• Research Park/Lot 20 was leased, and the owner terminated the lease near the end of FY2002-03; consequently projected
FY 03/04 revenues were not recovered; with no current lessee, revenue was projected at zero.
• Administration expenditures reflect a new parking operations clerk that was added to handle increased processing of
parking tickets and fines, and residential permit screening and sales.
Three Year Fiscal History
$3,415,200
$3,653,200
$3,287,887
$2,500,000
$2,700,000
$2,900,000
$3,100,000
$3,300,000
$3,500,000
$3,700,000
$3,900,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
2.22%
City of Evanston
Parking System Fund Summary
Expenditures:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Proposed
7005 - Parking System Mgmt. 621,539 793,300 699,750 899,300
7010 - Sherman Avenue Garage 392,790 - 385,000 -
7015 - Parking Lots and Meters 627,702 726,200 675,000 772,300
7025 - Church Street Self Park 480,987 633,500 489,500 686,100
Parking Debt Service 743,869 841,200 841,200 839,100
7040- Capital Outlay 0 0 0 0
7050 - Parking Fund Transfers 421,000 421,000 421,000 456,400
Total Expenditures: $ 3,287,887 $ 3,415,200
$ 3,511,415 $ 3,653,200
Notes for Financial Summary
The Sherman Ave. Parking Garage has remained open during FY2003-04. The new estimated date of closure is January 2004.
No revenues or expenses have been budgeted for this garage for FY2004-05.
An increase in expenses in the FY2004-05 Parking System Management budgets reflects the addition of one Parking
Operations Clerk to handle increased processing of parking tickets and fines and residential permits screening and sales.
Performance Report on FY 2003-2004 Major Program Objectives
The Parking System has not been able to accomplish the three objectives planned for FY2003-04. The #1 objective was to
develop lots owned by the CTA. Negotiations are still in progress with the CTA for use of these parcels, so the object is
continued into FY2004-05. The #2 objective was to replace the signage, including creating a logo, for the various parking lots.
Some preliminary work on a design has occurred, but the other demands of operating the Parking System will preclude
completing this objective until FY2004-05. The #3 objective was to monitor the interim parking demands in the downtown
resulting from closure of the Sherman Ave. Garage. Since the garage did not close, this objective will be carried over into
FY2004-05.
The Parking System plays a major role in the enforcement of parking regulations and in the collection of fines and fees for
parking permits, City Stickers, parking tickets, and boot release fees. Although the budget for Parking Enforcement is found
under Traffic Engineering, the goals and objectives are managed and supervised by the Parking System Management program
element. Two objectives established for Parking Enforcement have been successfully accomplished, almost to the point of
being called overwhelmingly successful. Those goals were to increase the enforcement in the downtown area to maintain
turnover in the metered spaces. Although this was intended as a measure related to closure of the Sherman Garage, the
consistent enforcement and the use of electronic chalking to identify overtime parkers has been successful in identifying
violators of the overtime regulations and getting the message across that employees will need to park in the garages or will
more likely than not receive a $25 ticket for keeping spaces tied up longer than the maximum time allowed. There has been
positive feedback for daytime parking and for nighttime parking spaces being more available.
The City Collector’s Office and the Parking System Office have experienced an increase in the number of City Stickers
purchased as a result of ticketing efforts. There have been tickets issued to vehicles, which have recently moved from
Evanston, but on the whole the higher compliance has been worth the effort; and enforcement of this violation and the expired
State registration will remain high priorities in the future.
City of Evanston
Parking System Fund Summary
The booting program has exceeded our expectations. The addition of the two PEO Coordinator positions has resulted in more
timely identification of boot-eligible vehicles by PEO’s and by North Shore Towing. The estimated number of boots to be
installed during FY2002-03 was 700 and for FY2003-04 was 750. The FY2002-03 actual count was 848; and we may boot 900
vehicles by the end of FY2003-04. The tremendous increase in capturing scofflaws has brought in a substantial amount of
money for the City; however, it has placed a burden on the clerical staff in the Parking System, trying to collect the past due
ticket fines and boot release fees while handling other permit sales and customer requests. The budget proposal for the Parking
Fund does include one additional staff member to handle this increased workload, which we believe will continue at this level
and even higher when the existing parking ticket and collections software is replaced.
The increased number of parking tickets being issued and the increased booting accomplishments more clearly point out the
inadequacy of our existing parking ticket issuance/processing software. Staff has spent time identifying the various needs of
those departments using this software and an RFQ is being written for distribution during the fall months to potential software
vendors. This is one of the objectives under Parking Enforcement that has been accomplished. The software is used not only
for issuing tickets, but also for accepting payments, sending notices to appear for Hearings, identifying scofflaws, and supporting
the booting process. Administrative Adjudication of parking tickets is currently more complex because the existing software
cannot support the review and noticing required by State and City ordinances. The primary objective for FY2004-05 will be to
identify new software and implement a conversion so that there is a singular database used by everyone involved with parking
tickets. This will result in a more efficient and effective system, and continued high collection of parking tickets and sales of City
Stickers.
2004-2005 Department Initiatives
The Parking System will continue to focus on maintaining and increasing compliance with parking regulations through ticketing
and replacement of the software, which supports collections. A Systems Software Administrator position has been requested in
the 2645-Parking Enforcement program element to allow day-to-day operations to continue at a high level while selecting and
implementing new software.
The Parking System will also be evaluating the changing demands for parking in several business/residential areas due to the
various construction projects. Adjustments will be made to the interim central business district parking program to balance the
supply of parking available with all of the competing needs while the Sherman Plaza Self Park is under construction. Efforts will
continue to obtain permission from the CTA for two small, but needed, parking lots. We will assess our existing parking meter
equipment and determine what improvements are needed. In addition, efforts will be made to improve the signage for parking
lots and for parking meters so that the public will know the regulations in effect and where to call for assistance with space
rentals and meter malfunctions.
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 conditions 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 PowerPark 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 2004-2005 Objectives
• Develop and surface two commuter parking lots, which are owned by the CTA, to expand the supply of off-street
parking in and near the central business district by October 31, 2004.
• Replace the 15+ year old parking lot identification signage with new signs that display a City logo and Parking
System phone number by November 30, 2004.
• Monitor the parking demand in the central business district during the construction of the new Sherman Plaza
Self Park and make revisions in parking regulations in an effort to balance the supply of parking with the various
user needs during daytime, evening, and weekend hours.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
1. Parking Studies Performed 10 5 10
2. Parking lot inspections 24 24 24
3. Quarterly billing schedules for lot permits 4 4 4
4. Parking Ticket Investigations 1,000 35,000 5,000
5. Residential permit applications processed 10,250 14,000 15,000
6. Evanston Vehicle Stickers sold 3,200 3,500 4,000
7. Avg. No. of sick days used per employee 6 7 7
8. Total days lost due to work related injury 0 0 0
FULL TIME EQUIVALENT POSITIONS 6 6 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARKING SYSTEM MGT
7005
2003 -2004 2004 2005-
Appropriation Approved
7005 PARKING SYSTEM MGT
61010 REGULAR PAY 311,900 370,600
61060 SEASONAL EMPLOYEES 5,100 5,500
61110 OVERTIME PAY 4,800 5,100
61415 TERMINATION PAYOUTS 13,600
61510 HEALTH INSURANCE 36,100 49,500
61615 LIFE INSURANCE 400 500
62210 PRINTING 100 100
62235 OFFICE EQUIPMENT MAINT 600 600
62275 POSTAGE CHARGEBACKS 3,300 3,300
62295 TRAINING & TRAVEL 3,000 3,000
62305 RENTAL OF AUTO-FLEET SER 30,800 30,800
62320 TELEPHONE CHARGEBACKS 6,300 2,000
62360 MEMBERSHIP DUES 600 600
62380 COPY MACHINE CHARGES 2,400 2,400
62431 ARMORED CAR SERVICES 35,000
62520 OTHER CONTRACTUAL SERVICES 18,000
62675 INTERDEPT. TRSF.-PENSIONS 55,500
64540 TELECOMMUNICATIONS - WIRELESS 4,300
65045 LICENSING/REGULATORY SUPP 8,000 8,000
65095 OFFICE SUPPLIES 1,200 1,200
66020 TRANSFERS TO OTHER FUNDS 342,600
66133 TRANS TO GF- METER REVENUE 300,000
68205 CONTINGENCIES 18,100 5,500
7005 PARKING SYSTEM MGT 793,300 897,100
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 2004-2005 Objectives
• To investigate and determine by July 1, 2004, whether the older meter housings can be refurbished at a
reasonable cost to improve the appearance of the meters and extend the life of the housings.
• To design and have manufactured by October 15, 2004, a notice for each style of parking meter, which will
better inform users of the rates, hours payment is required, and how to report problems with the meter.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Meters installed or relocated within system 87 100 80
Meters removed from system 65 90 20
Meters checked/repaired/batteries replaced 2,857 2,500 2,500
Meters converted (rate/time changes) 75 965 20
Preventive maintenance to meters/locks 4,500 4,500 4,500
Meter hooding requests 115 125 75
Installation of speed bumps in alleys 200 100 100
Avg. Number Sick Days Used/Employee 4 4 4
FULL TIME EQUIVALENT POSITIONS 7 7 7
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PARKING LOTS & METERS
7015
2003 -2004 2004 2005-
Appropriation Approved
7015 PARKING LOTS & METERS
61010 REGULAR PAY 308,700 330,700
61060 SEASONAL EMPLOYEES 24,600 26,400
61110 OVERTIME PAY 6,600 7,100
61510 HEALTH INSURANCE 39,200 45,100
61615 LIFE INSURANCE 500 500
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 156,000 156,000
62635 OTHER INSURANCE 17,400
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 1,000
65050 BLDG MAINTENANCE MATERIAL 3,500 3,500
65070 OFFICE/OTHER EQT MTN MATL 16,500 16,500
65085 MINOR EQUIPMENT & TOOLS 500 500
66020 TRANSFERS TO OTHER FUNDS 47,300
66132 TRANSFER TO GF-INSURANCE 80,600
68205 CONTINGENCIES 6,700 6,700
7015 PARKING LOTS & METERS 726,200 772,300
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 2004-2005 Objectives
• To choose new lighting fixtures and identify a new lighting layout and develop bid specifications by November 30,
2004, for replacement of the existing lighting system with one which provides more uniform lighting throughout
the building.
• To contract powerwashing services and complete a total degreasing and washdown of the parking garage by
September 1, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
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
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CHURCH STREET GARAGE
7025
2003 -2004 2004 2005-
Appropriation Approved
7025 CHURCH STREET GARAGE
62135 ARCHITECTURAL SERVICES 5,000 5,000
62245 OTHER EQMT MAINTENANCE 30,000 20,000
62320 TELEPHONE CHARGEBACKS 3,000 3,000
62375 RENTALS 5,500 5,500
62400 CONTRACT SVC-PARK GARAGE 204,200
62425 ELEVATOR CONTRACT COSTS 8,500
62440 OVERHEAD DOOR CONTRACT COSTS 1,500
62450 PARKING GARAGE MANAGEMENT FEES 300,000
62520 OTHER CONTRACTUAL SERVICES 451,600
62635 OTHER INSURANCE 65,400
62675 INTERDEPT. TRSF.-PENSIONS 65,400
64005 ELECTRICITY 64,000 64,000
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
68205 CONTINGENCIES 500 500
7025 CHURCH STREET GARAGE 633,500 688,300
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 2004-2005 Budget
CITY OF EVANSTON
SHERMAN AVE GARAGE BONDS
7030
2003 -2004 2004 2005-
Appropriation Approved
7030 SHERMAN AVE GARAGE BONDS
68305 DEBT SERVICE 162,100 164,100
68310 DEBT SERVC OTHER AGENCIES 45,600
7030 SHERMAN AVE GARAGE BONDS 207,700 164,100
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 2004-2005 Budget
CITY OF EVANSTON
CHURCH/CHICAGO GARAGE
7035
2003 -2004 2004 2005-
Appropriation Approved
7035 CHURCH/CHICAGO GARAGE
68305 DEBT SERVICE 679,100 675,000
7035 CHURCH/CHICAGO GARAGE 679,100 675,000
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 2004-2005 Budget
CITY OF EVANSTON
TRANSFERS
7050
2003 -2004 2004 2005-
Appropriation Approved
7050 TRANSFERS
62685 REIMB. GF FOR ADMIN. EXP 397,600 431,000
62720 TRNF TO GF - STREET MAINT 23,400
66134 TRAN TO GF- PARKING LOT MAINT.25,400
7050 TRANSFERS 421,000 456,400
City of Evanston
Water Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Funds Provided:
Operating Revenues – Water Sales
Evanston 6,711,000 6,588,000 6,588,000 6,588,000 0
Skokie 3,011,000 3,121,200 3,121,200 3,183,600 62,400
Northwest Commission 3,434,700 3,361,000 3,361,000 3,428,200 67,200
Total – Water Sales: $ 13,156,700 $ 13,070,200 $ 13,070,200 $ 13,199,800 $ 129,600
Other Revenues:
Investment Earnings 72,400 65,000 65,000 65,000 0
Property Sales and Rentals 135,600 126,600 126,600 133,000 6,400
Fees and Merchandise Sales 67,400 36,100 36,100 36,100 0
Fees and Outside Work 79,000 45,000 45,000 45,000 0
Total Other Revenues: $ 354,400 $ 272,700 $ 272,700 $279,100 $ 6,400
TOTAL REVENUE $ 13,511,100 $ 13,342,900 $ 13,342,900 $ 13,478,900 $ 136,000
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Funds Applied:
Operating Expenses
General Support 686,300 607,600 607,500 636,500 29,000
Pumping 1,681,600 1,826,000 1,826,000 1,868,800 42,800
Filtration 1,552,300 1,903,800 1,903,800 1,954,700 50,900
Distribution 1,102,700 1,123,500 1,123,500 1,154,100 30,600
Meter Maintenance 276,200 277,900 277,900 287,800 9,900
Other Operating Expenses 809,200 806,500 774,400 837,900 31,400
Total Operating Expenses: $ 6,108,300 $ 6,545,300 $ 6,513,100 $ 6,739,800 $ 194,600
Other Expenses & Disbursements:
Debt Service 2,543,850 1,041,400 1,041,400 1,020,400 (21,000)
Capital Outlay 131,200 135,800 147,300 109,900 (37,400)
Total: $ 2,675,050 $ 1,177,200 $ 1,188,700 $ 1,130,300 ($ 330,800)
Transfers
Transfers to Reserves 1,480,200 3,192,400 3,192,400 2,993,600 (198,800)
Transfer to General Fund 145,800 145,800 145,800 157,600 11,800
Transfer to General Fund – ROI 2,386,000 2,386,000 2,386,000 2,457,600 71,600
Transfer to Sewer Fund 0 0 0 0 0
Total Other Expenses & Disbursements: $ 4,012,000 $ 5,724,200 $ 5,724,200 $ 5,608,800 ($ 83,400)
TOTAL FUNDS APPLIED: $ 12,795,350 $ 13,446,700 $ 13,426,000 $ 13,478,900 $ 52,800
Increase (Decrease) in Capital: $ 715,750 ($ 103,800) ($ 83,100) $ 0 $ 83,200
Three Year Fiscal History
$13,446,700 $13,478,900
$12,795,350
$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
Actual Appropriation Approved
2002/03 2003/04 2004/05
Fund Expenditures as a % of the Total 2005 Budget
8.17%
City of Evanston
Water Fund Summary
Revenue Projections
2004-2005 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.
Performance Report on FY 2003-2004 Major Program Objectives
During the first six months of FY 03/04 staff continued to work on a number of capital improvement projects, including;
The Pumping Division Staff prepared and installed two electrical actuators for the East and West 42" feeder valves to improve
operations and reduce the traffic hazard of operating the valves in the street, and worked to transfer maintenance records into
electronic format for better tracking and control.
The Filtration Division installed new sanitary cabinets in the laboratory, replaced necessary plumbing and wiring, and installed
new telephone cable to improve the reliability of the phone service at the Water Department.
The Distribution Division personnel kept up with the new construction taking place in Evanston. The Division installed a new 8
inch water main on Davis St. between McDaniel and Fowler and are working to install new valves to replace older defective
valves and reduce the area affected by a shut-down during emergencies.
The Meter Division personnel completed the installation of radio meter transmission units on water meters located in vaults in
the ground. They also worked with the vendor of the system to determine the need and location of data collection units (DCU)
and coordinate the installation of a DCU at the North standpipe.
2004-2005 Department Initiatives
The Water Department will be working closely with consulting engineers and contractors on several major capital improvement
projects. New garages are being built on the north end of the existing chlorine building and will include the installation of a
chlorine scrubber which will provide emergency handling of up to one ton of chlorine in the event of a leak. The Department will
be working with engineers on the replacement of Low Lift Pumping unit #7. A hydraulic analysis of the water distribution system
is currently underway and will result in software that will enable us to analyze our distribution system to determine where water
main installation is critical to meet the changing demand on the system.
City of Evanston
Water Fund
7100 – Administration
Description of Major Activities
The administrative staff are the Superintendent, two Assistant Superintendents, Executive secretary and one-half of
the salary for the GIS Analyst. The Supertintendent 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 Supertintendent of Operations provides direct support, which relates to operating
maintenance, pumping, filtration, distribution and sewer. The Assistant Superintendent of Admministration 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 2004-2005 Objectives
• To utilize the Distribution System Hydraulic analysis software to determine hydraulic needs for future
improvement and to incorporate this analysis in ongoing Capital Improvement Plans for the Water System by
February 28, 2005.
• To prepare a request for proposal in conjunction with the finance department for the purchase of new water
billing software compatible with the existing meter reading and financial systems in order to improve water billing
efficiency by February 28, 2003.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Average sick days per employee 5 5 5
Total Workdays lost due to injury 5 5 5
FULL TIME EQUIVALENT POSITIONS 4.5 4.5 4.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
WATER GENERAL SUPPORT
7100
2003 -2004 2004 2005-
Appropriation Approved
7100 WATER GENERAL SUPPORT
61010 REGULAR PAY 327,000 350,300
61055 TEMPORARY EMPLOYEES 6,100
61060 SEASONAL EMPLOYEES 15,600
61110 OVERTIME PAY 100 100
61510 HEALTH INSURANCE 29,800 34,300
61615 LIFE INSURANCE 900 900
61625 AUTO ALLOWANCE 1,200 1,200
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 1,900
62245 OTHER EQMT MAINTENANCE 6,000 6,000
62275 POSTAGE CHARGEBACKS 3,000 3,000
62295 TRAINING & TRAVEL 1,900 1,900
62305 RENTAL OF AUTO-FLEET SER 45,400 45,400
62315 POSTAGE 5,000 5,000
62320 TELEPHONE CHARGEBACKS 15,300 10,300
62360 MEMBERSHIP DUES 5,800 5,800
62380 COPY MACHINE CHARGES 300 300
62420 MWRD FEES 6,000
62463 WATER MAINTENANCE CONTRACTS 1,300
62520 OTHER CONTRACTUAL SERVICES 7,100
62675 INTERDEPT. TRSF.-PENSIONS 46,400 47,800
64015 NATURAL GAS 58,300 58,300
64520 TELECOMMUNICATIONS - LOCAL 5,000
64540 TELECOMMUNICATIONS - WIRELESS 1,200
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 4,000
65105 PHOTO/DRAFTING SUPPLIES 400 400
68205 CONTINGENCIES 11,400 200
7100 WATER GENERAL SUPPORT 607,600 636,500
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 2004-2005 Objectives
• To disassemble, inspect and make all necessary repairs and replace worn parts Low Lift Pumping Units #8 and
#6 by February 29, 2004.
• To transfer 60% of the maintenance records to electronic storage by February 29, 2004.
• To work in conjunction with the Engineers and contractor for the replacement of Low Lift Pumping Unit #7 by
February 29, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
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 18 18
FULL TIME EQUIVALENT POSITIONS 12 11 11
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
PUMPING
7105
2003 -2004 2004 2005-
Appropriation Approved
7105 PUMPING
61010 REGULAR PAY 618,700 662,800
61060 SEASONAL EMPLOYEES 15,000 16,100
61110 OVERTIME PAY 22,800 24,400
61510 HEALTH INSURANCE 80,600 92,700
61615 LIFE INSURANCE 1,000 1,000
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 3,000
62360 MEMBERSHIP DUES 200 200
62675 INTERDEPT. TRSF.-PENSIONS 88,500 90,600
64005 ELECTRICITY 875,000 875,000
64015 NATURAL GAS 26,000 26,000
64520 TELECOMMUNICATIONS - LOCAL 2,200
64540 TELECOMMUNICATIONS - WIRELESS 1,200
65020 CLOTHING 300 300
65035 PETROLEUM PRODUCTS 6,500 6,500
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 42,000
65085 MINOR EQUIPMENT & TOOLS 2,000 2,000
65090 SAFETY EQUIPMENT 800 800
68205 CONTINGENCIES 21,800 200
7105 PUMPING 1,826,000 1,868,800
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 2004-2005 Objectives
• To increase reliability of basement dewatering by replacing 3 sump pumps by February 29, 2004.
• To increase the safety of the laboratory by replacing the fume hood by February 29, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Clean and inspect settling basins and slow mix
equipment
2 2 2
Underground chemical storage tanks cleaned and
inspected
7 7 7
Wash Water pumps inspected and maintained 4 4 4
Filters inspected and probed annually 24 24 24
Billion gallons treated per year 17 18 18
FULL TIME EQUIVALENT POSITIONS 14 14 14
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FILTRATION
7110
2003 -2004 2004 2005-
Appropriation Approved
7110 FILTRATION
61010 REGULAR PAY 744,900 798,000
61110 OVERTIME PAY 19,400 20,800
61510 HEALTH INSURANCE 93,800 107,900
61615 LIFE INSURANCE 1,200 1,200
62245 OTHER EQMT MAINTENANCE 4,900 4,900
62295 TRAINING & TRAVEL 300 300
62360 MEMBERSHIP DUES 200 200
62420 MWRD FEES 425,000
62465 OUTSIDE LABARATORY COSTS (HLTH 20,800
62520 OTHER CONTRACTUAL SERVICES 444,100
62675 INTERDEPT. TRSF.-PENSIONS 105,700 109,100
64540 TELECOMMUNICATIONS - WIRELESS 1,800
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 97,500
65035 PETROLEUM PRODUCTS 1,200 1,200
65040 JANITORIAL SUPPLIES 1,400 1,400
65050 BLDG MAINTENANCE MATERIAL 3,000 3,300
65070 OFFICE/OTHER EQT MTN MATL 46,000 46,000
65075 MEDICAL & LAB SUPPLIES 9,300 10,000
65085 MINOR EQUIPMENT & TOOLS 1,600 1,600
65090 SAFETY EQUIPMENT 1,200 1,500
68205 CONTINGENCIES 26,100 200
7110 FILTRATION 1,903,800 1,954,700
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 2004-2005 Objectives
• To install 820 feet of 8" water main on Lee Street between Maple and Sherman where no water main currently
exists by July, 2004.
• To install ten 8" or larger distribution valves, replace malfunctioning valves, and decrease the area required to
be shut down during emergencies by February, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of hydrants repaired 37 100 100
Number of hydrants replaced 28 40 20
Number of water main breaks repaired 65 70 70
Number of water services repaired 29 70 70
Number of valves replaced 32 25 20
Number of new valves installed 10 10 10
FULL TIME EQUIVALENT POSITIONS 10.5 10.5 10.5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
DISTRIBUTION
7115
2003 -2004 2004 2005-
Appropriation Approved
7115 DISTRIBUTION
61010 REGULAR PAY 482,600 517,000
61060 SEASONAL EMPLOYEES 3,200 3,200
61110 OVERTIME PAY 34,800 37,300
61510 HEALTH INSURANCE 70,600 81,200
61615 LIFE INSURANCE 800 800
62225 BLDG MAINTENANCE SERVICES 3,500 3,500
62230 IMPROVEMENT MAINT SERVICE 47,600
62245 OTHER EQMT MAINTENANCE 76,800 3,000
62295 TRAINING & TRAVEL 200 200
62305 RENTAL OF AUTO-FLEET SER 211,800 211,800
62320 TELEPHONE CHARGEBACKS 2,400
62360 MEMBERSHIP DUES 100 100
62415 DEBRIS/REMOVAL CONTRACTUAL COS 26,200
62675 INTERDEPT. TRSF.-PENSIONS 68,500 70,700
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 16,900 200
7115 DISTRIBUTION 1,123,500 1,154,100
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 2004-2005 Objectives
• To inspect properties with water services requiring greater than a 4-inch tap, insuring that backflow prevention is
in place when required and also that fire services are appropriately recorded and billed for by February 29, 2004.
• To coordinate the input of data from the water billing system to the Cityworks maintenance software system and
explore the possiblity of work orders for meter services by February 29, 2004.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
New Meters installed with MTU devices 50 50 50
Meter exchanges by contractors 1,525 0 0
MTUs installed by contractors 690 0 0
Meter exchanges by meter shop 693 240 100
Number of inspections to investigate problems 256 1,120 800
Number of meter readings billed on remote readings 84,000 85,800 85800
FULL TIME EQUIVALENT POSITIONS 3 3 3
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
WATER METER MAINTENANCE
7120
2003 -2004 2004 2005-
Appropriation Approved
7120 WATER METER MAINTENANCE
61010 REGULAR PAY 126,000 135,000
61110 OVERTIME PAY 300 300
61510 HEALTH INSURANCE 20,000 23,000
61615 LIFE INSURANCE 200 200
62210 PRINTING 800 800
62245 OTHER EQMT MAINTENANCE 5,600 5,600
62295 TRAINING & TRAVEL 100 100
62305 RENTAL OF AUTO-FLEET SER 44,700 44,700
62315 POSTAGE 1,000 1,000
62320 TELEPHONE CHARGEBACKS 4,800 4,800
62360 MEMBERSHIP DUES 100 100
62675 INTERDEPT. TRSF.-PENSIONS 17,900 20,000
65070 OFFICE/OTHER EQT MTN MATL 52,000 52,000
68205 CONTINGENCIES 4,400 200
7120 WATER METER MAINTENANCE 277,900 287,800
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.
FY 2004-2005 Objectives
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
OTHER OPERATIONS
7125
2003 -2004 2004 2005-
Appropriation Approved
7125 OTHER OPERATIONS
62210 PRINTING 25,000
62235 OFFICE EQUIPMENT MAINT 15,000 15,000
62315 POSTAGE 17,000 17,000
62350 FISCAL AGENT SERVICES 2,500 2,500
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 10,000
62635 OTHER INSURANCE 136,300
62640 WORKMEN'S COMP. INSURANCE 30,100
62680 TRANSFER TO GF-DATA PROC 88,000 88,000
62685 REIMB. GF FOR ADMIN. EXP 438,600 470,000
65080 MERCHANDISE FOR RESALE 35,000 35,000
66020 TRANSFERS TO OTHER FUNDS 18,000
66132 TRANSFER TO GF-INSURANCE 136,300
66138 TRAN TO GF- PUB.WORKS SUPPORT 18,000
66139 TRAN TO GF - WORKERS COMP.30,100
68205 CONTINGENCIES 1,000 1,000
7125 OTHER OPERATIONS 806,500 837,900
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 2004-2005 Budget
CITY OF EVANSTON
WATER CAPITAL OUTLAY
7130
2003 -2004 2004 2005-
Appropriation Approved
7130 WATER CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 14,500 21,800
65620 OFFICE MACH. & EQUIP.1,400 8,000
65625 FURNITURES & FIXTURES 119,900 1,400
65702 WATER GENERAL PLANT 78,700
7130 WATER CAPITAL OUTLAY 135,800 109,900
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 2004-2005 Budget
CITY OF EVANSTON
TRANSFER TO GF-ROI
7160
2003 -2004 2004 2005-
Appropriation Approved
7160 TRANSFER TO GF-ROI
66020 TRANSFERS TO OTHER FUNDS 2,386,000 2,457,600
7160 TRANSFER TO GF-ROI 2,386,000 2,457,600
CITY OF EVANSTON
TRANSFER TO DEP.,IMP.,EXT
7165
2003 -2004 2004 2005-
Appropriation Approved
7165 TRANSFER TO DEP.,IMP.,EXT
66020 TRANSFERS TO OTHER FUNDS 3,192,400 2,993,600
7165 TRANSFER TO DEP.,IMP.,EXT 3,192,400 2,993,600
CITY OF EVANSTON
TRANSFER TO GEN FUND-OPER
7180
2003 -2004 2004 2005-
Appropriation Approved
7180 TRANSFER TO GEN FUND-OPER
66020 TRANSFERS TO OTHER FUNDS 145,800
66140 TRANSFER TO GF- OPERATING CASH 157,600
7180 TRANSFER TO GEN FUND-OPER 145,800 157,600
CITY OF EVANSTON
TRANSFER TO BOND & INT
7185
2003 -2004 2004 2005-
Appropriation Approved
7185 TRANSFER TO BOND & INT
68305 DEBT SERVICE 1,041,400
7185 TRANSFER TO BOND & INT 1,041,400
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 2004/05 debt service payment on this issue is $407,100.
In 1999, the City issued Series 1999 Water Revenue Bonds in the amount of $3,500,000. The 2004/05 debt service
on this issue is $319,200.
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 2004/2005 debt service payment on this issue is
$294,000.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
WATER DEBT SERVICE
7200
2003 -2004 2004 2005-
Appropriation Approved
7225 1992 WATER REV BONDS D.S.294,000 407,100
7235 1997 WATER REV BONDS D.S.424,500 294,100
7245 1999 WATER REV BONDS D.S.322,900 319,200
Grand Total(s)1,041,400 1,020,400
City of Evanston
Sewer Fund Summary
Financial Summary
Funds Provided:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Sewer Service Charge
Operations 5,017,000 4,134,700 4,134,700 4,528,100 393,400
Capital Improvement Account 802,500 787,400 787,400 787,400 0
Debt Service 9,984,800 11,036,400 11,036,400 11,451,600 415,200
Total – Sewer Service Charge: $ 15,804,300 $ 15,958,500 $ 15,958,500 $ 16,767,100 $ 808,600
Other Revenues:
Investment Earnings 112,700 20,000 20,000 20,000 0
Transfers from Water Fund 0 0 0 0 0
Total Other Revenues: $ 112,700 $ 20,000 $ 20,000 $ 20,000 $ 0
TOTAL FUNDS PROVIDED $ 15,917,000 $ 15,978,500 $ 15,978,500 $ 16,787,100 $ 808,600
Funds Applied:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Proposed
Increase
(Decrease)
Operating Expenses
Sewer Operations 1,268,700 1,679,500 1,679,500 1,716,000 36,500
Other Operating Expenses 366,300 2,418,400 2,418,400 2,838,400 420,000
Capital Outlay 33,900 50,000 50,000 13,900 (36,100)
Total Operating Expenses: $ 1,668,900 $ 4,147,900 $ 4,147,900 $ 4,568,300 $ 420,400
Capital Expenses
Capital Improvement Account 802,500 787,400 787,400 795,200 7,800
TOTAL CAPITAL EXPENSES: $ 802,500 $ 787,400 $ 787,400 $ 795,200 $ 7,800
Debt Service
Debt Service 9,984,800 11,036,400 11,036,400 11,451,600 415,200
TOTAL – DEBT EXPENSES: $ 9,984,800 $ 11,036,400 $ 11,036,400 $ 11,451,600 $ 415,200
TOTAL FUNDS APPLIED: $ 12,456,200 $ 15,971,700 $ 15,971,700 $ 16,815,100 $ 843,400
Increase (Decrease) in Capital $ 3,460,800 $ 6,800 $ 6,800 ($ 28,000) ($ 34,800)
Fund Expenditures as a % of the Total 2005 Budget
10.20%
Three Year Fiscal History
$15,971,700 $16,815,100
$12,456,200
$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
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
Sewer Fund Summary
Notes for Financial Summary
• Debt service is based on existing repayment schedules and anticipated repayments based on completed work and work in
progress and is consistent with the Long Range Sewer Improvement Program projections.
• Revenues indicated in the Sewer Financial Summary are based on the 5% rate increase approved in 2003 for the 2004-
2005 fiscal year.
Performance Report on FY 2003-2004 Major Program Objectives
During the first six months ofFY 03/04, Sewer Division personnel cleaned over 10,000 lineal feet of sewer pipeline with in-house
staff. Division personnel have cleaned 126 drainage structures and assisted the contractor with the cleaning of an additional
1471 structures. In addition, 3500 lineal feet of sewers have been replaced by in-house staff.
Construction of the Long Range Sewer Improvement Program has continued. Four contracts are currently underway; Phase VI,
Contract C in the general area surrounding Noyes and Greenbay Road; Phase IX, Contract A in the northeast section of the city;
Phase X, Contract A in the area east of Ridge Avenue from Davis to Main Street and; Phase XIII, Contract B in the southeast
section of the city.
2004-2005 Department Initiatives
The Sewer Department will bigin utilitzing the Cityworks maintenance management software system for daily operations. The
2004-2005 budget includes the purchase of rugged laptops that will be used in the field both to access information on the
system inventory, as well as to maintain records of maintenance activities. The Division will be working to insure that existing
information is accurately reflected in the system. Division crews will be taking on a couple of special projects extending the relief
sewer and installing high capacity inlets and catch basins on Central Park, as well as continuing the ongoing maintenance
projects essential to system operations.
Department: Sewer
Operating and Maintenance Capital Debt Service
User Charge User Charge User Charge
Operating and Maintenance Costs: Capital Costs: Debt Service Costs:
$4,568,300 $795,200 $11,451,600
Investment Income:
$20,000
O & M Charge Per CCF: Capital Charge per CCF: Debt Service Charge per CCF:
$1.07 $0.19 $2.69
TOTAL USER CHARGE: $3.94
CALCULATIONS
OPERATING USER CHARGE =
CAPITAL USER CHARGE =
DEBT SERVICE CHARGE =
TOTAL USER CHARGE = (Debt Service Charge) + (Operating & Maintenance Charge) + (Capital Charge)
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: 4,255,600 CCF (cubic feet)
2004-2005 SEWER SERVICE CHARGE CALCULATION
Ordinance 13-O-03, adopted February 24, 2003 established the sewer rate for Fiscal Year 2003-2004, Fiscal Year 2004-
2005, and Fiscal Year 2005-2006. In accordance with this ordinance, the rate as depicted in the Fiscal Year 2004-2005
budget is $3.94 per one hundred (100) cubic feet of water consumed. Based on the expenses, transfers and investment
income reflected in the budget, the following depicts the breakdown of this rate.
Metered Water Usage
(Debt Service Costs
Metered Water Usage
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 catchbasins 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 2004-2005 Objectives
• To extend the relief sewer including high capacity inlets and catch basins on Central Park north to Thayer by
February 29, 2005.
• To televise with in-house equipment approimately 2000 feet of large diameter sewers to verify their condition by
February 29, 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Repairs to manholes, basins, and inlets 127 150 150
Basins and inlets cleaned 2,714 3,000 3,000
Number of feet of sewer pipe rodded 331,992 280,000 280,000
Number of feet of sewer chemically treated for root
control
0 15,000 15,000
FULL TIME EQUIVALENT POSITIONS 14 14 14
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SEWER MAINTENANCE
7400
2003 -2004 2004 2005-
Appropriation Approved
7400 SEWER MAINTENANCE
61010 REGULAR PAY 664,600 712,000
61060 SEASONAL EMPLOYEES 3,600 3,900
61110 OVERTIME PAY 27,200 29,100
61510 HEALTH INSURANCE 104,000 119,700
61615 LIFE INSURANCE 1,000 1,100
62210 PRINTING 25,000
62230 IMPROVEMENT MAINT SERVICE 13,000 13,000
62245 OTHER EQMT MAINTENANCE 3,500 3,500
62295 TRAINING & TRAVEL 1,400 1,400
62305 RENTAL OF AUTO-FLEET SER 235,800 235,800
62315 POSTAGE 17,000 17,000
62320 TELEPHONE CHARGEBACKS 900
62415 DEBRIS/REMOVAL CONTRACTUAL COS 36,000
62455 WTR/SWR BILL PRINT AND MAIL CO 15,000
62460 WTR/SWR BILL EPAYMENT CONTRACT 5,000
62461 SEWER MAINTENANCE CONTRACTS 421,500
62520 OTHER CONTRACTUAL SERVICES 457,500
64540 TELECOMMUNICATIONS - WIRELESS 900
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 1,500
65090 SAFETY EQUIPMENT 800 800
68205 CONTINGENCIES 24,100 200
7400 SEWER MAINTENANCE 1,679,500 1,716,000
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 2004-2005 Budget
CITY OF EVANSTON
SEWER OTHER OPERATIONS
7410
2003 -2004 2004 2005-
Appropriation Approved
7410 SEWER OTHER OPERATIONS
62110 AUDITING 2,500 2,500
62635 OTHER INSURANCE 105,200
62640 WORKMEN'S COMP. INSURANCE 38,200
62675 INTERDEPT. TRSF.-PENSIONS 93,400 93,400
62680 TRANSFER TO GF-DATA PROC 67,600 67,600
62685 REIMB. GF FOR ADMIN. EXP 70,400 70,400
66020 TRANSFERS TO OTHER FUNDS 2,041,100 2,461,100
66132 TRANSFER TO GF-INSURANCE 105,200
66139 TRAN TO GF - WORKERS COMP.38,200
7410 SEWER OTHER OPERATIONS 2,418,400 2,838,400
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 2004-2005 Budget
CITY OF EVANSTON
CAPITAL OUTLAY
7415
2003 -2004 2004 2005-
Appropriation Approved
7415 CAPITAL OUTLAY
65555 PERSONAL COMPUTER EQUIPMENT 47,900 12,000
65625 FURNITURES & FIXTURES 5,700 1,900
7415 CAPITAL OUTLAY 53,600 13,900
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 either 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
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of feet of sewer replaced by contract 2,441 1,643 1,500
Number of feet of sewer pipeline reconstructed using a
liner
3,058 2,750 2,000
Number of catch basins and manholes replaced by
contract
35 42 40
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SEWER IMPROVEMENTS
7420
2003 -2004 2004 2005-
Appropriation Approved
7420 SEWER IMPROVEMENTS
62461 SEWER MAINTENANCE CONTRACTS 300,000
62520 OTHER CONTRACTUAL SERVICES 300,000
62685 REIMB. GF FOR ADMIN. EXP 112,400
65515 OTHER IMPROVEMENTS 375,000 375,000
66138 TRAN TO GF- PUB.WORKS SUPPORT 120,200
7420 SEWER IMPROVEMENTS 787,400 795,200
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 have been 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 has been 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 three separate contracts and to date 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 should begin during the 2002-2003 fiscal year. IEPA loan funds have also been received
for Phase IX, Contract A and repayment is anticipated to begin during the 2004-2005 fiscal year. The total debt
service anticipated in the 2003-2004 fiscal year is $11,451,600.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
SEWER DEBT SERVICE
7490
2003 -2004 2004 2005-
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)260,000 260,000
7565 IEPA PH 7 DS (L171130)360,900 360,900
Grand Total(s)1,565,500 1,565,500
7500-7600 Sewer Debt Service
FY 2004-2005 Budget Justification
Description and Justification
2003-2004
Approved
2004-2005
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 $1,971,700 $1,970,800
7515 Debt Service Series 1994 G.O. Bonds $1,029,300 $1,015,200
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 $260,000
(Loan No. L17-0968)
7555 Debt Service IEPA Loan - Phase V A $342,000 $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 $228,300 $233,500
7565 Debt Service IEPA Loan - Phase VII B, D, & F $360,900 $360,900
(Loan No. L17-1130)
City of Evanston
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 Service IEPA Loan - Phase VI , Contract A $1,168,300 $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 $150,000 $252,900
(Loan No. L17-1129)
7621 Debt Service IEPA Loan - Phase VIII, Contract B $127,900
(Loan No. L17-1193)
7622 Debt Service IEPA Loan - Phase IX, Contract A $167,400
(Loan No. L17-0894)
Totals $11,036,000 $11,451,600
City of Evanston
Fleet Services Fund Summary
Funds Provided:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Charges for Revenue - Charges for
Service
General Fund 3,983,100 4,034,800 4,047,100 4,047,100 12,300
Parking Fund 99,200 99,200 99,200 99,200 0
Sewer Fund 262,600 301,900 301,900 301,900 0
Fleet Service Fund 95,667 50,500 50,500 50,500 0
Total – Services Charged: $ 4,440,567 $ 4,486,400 $ 4,498,700 $ 4,498,700 $ 12,300
Other Revenues:
Interest Income 2,981 0 0 0 0
Sale of Surplus Property 105,971 105,000 105,000 105,000 0
Damage to City Property 0 15,700 15,700 15,700 0
Total Other Revenues: $ 108,952 $ 120,700 $ 120,700 120,700 $ 0
TOTAL FUNDS PROVIDED: $ 4,754,339 $ 4,842,900 $ 4,855,200 $ 4,855,200 $ 12,300
Funds Applied:
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Operating Expenses
General Support 397,573 409,300 438,300 438,300 29,000
Major Maintenance 1,778,695 1,909,800 2,012,200 2,012,200 102,400
Vehicle Body Maintenance 188,149 190,200 215,200 215,200 25,000
Other Expenses & Disbursements 74,858 0 0 0 0
Total Operating Expenses: $ 2,439,275 $ 2,509,300 $ 2,665,700 $ 2,665,700 $ 156,400
Other Expenses & Disbursements:
Capital Outlay 1,374,323 1,065,500 1,185,700 1,185,700 120,200
Debt Service 1994 Issue 314,550 300,600 300,700 300,700 100
Debt Service 1995 Issue 274,025 262,700 260,700 260,700 (2,000)
Debt Service 1996 Issue 279,750 267,800 267,800 0 (267,800)
Debt Service 1997 Issue 236,763 226,800 226,600 226,600 (200)
Debt Service 1998 Issue 209,800 201,900 203,500 203,500 1,600
Total Other Expenses & Disbursements: $ 2,689,211 $ 2,325,300 $ 2,445,000 $ 2,177,200 ($ 1,600)
TOTAL FUNDS APPLIED: $ 5,128,486 $ 4,834,600 $ 4,842,900 $ 4,842,900 $ 8,300
Fund Expenditures as a % of the Total 2005 Budget
2.94%
Three Year Fiscal History
$4,834,600 $4,842,900
$5,128,486
$4,000,000
$4,200,000
$4,400,000
$4,600,000
$4,800,000
$5,000,000
$5,200,000
$5,400,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
Fleet Services Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Expenditures:
7705 – General Support 397,573 409,300 409,300 438,300
7710 – Major Maintenance 1,778,695 1,909,800 1,909,800 2,012,200
7715 – Vehicle Body Maintenance 188,149 190,200 190,200 215,200
7720 – Capital Outlay 1,374,323 1,065,500 1,065,500 1,185,700
7740 – Fleet Debt Service 1,249,888 1,259,800 1,259,800 991,500
Total Expenditures: $ 4,988,628 $ 4,988,628 $ 4,988,628 $ 4,988,628
2004-2005 Department Initiatives
• Prepare an update of the Five Year Vehicle Replacement Plan.
• Implement a monthly safety program with rotating presenters (fleet mechanics).
• Complete training of mechanics and operators prior to placing new vehicles into service and provide each mechanic and
supervisor with two training programs anually, to enhance technical and interpersonal skills.
• 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.
• Repair, sandblast and repaint all leaf pushers, snowplows and spreaders as needed.
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 2004-2005 Objectives
• Prepare an update of the Five Year Vehicle Replacement Plan by August 2004.
• Complete purchase of all vehicles and equipment prior to January 2005.
• Implement a monthly safety program with rotating presenters (fleet mechanics) by January 2005.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Computer training hours per employee 8 8 8
Safety training hours per person 4 4 4
Specifications written for new vehicles 13 13 21
Annual average number of occasional sick days used
per employee
2 4 2
FULL TIME EQUIVALENT POSITIONS 5 5 5
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
GENERAL SUPPORT
7705
2003 -2004 2004 2005-
Appropriation Approved
7705 GENERAL SUPPORT
61010 REGULAR PAY 305,200 326,900
61110 OVERTIME PAY 15,000 16,000
61510 HEALTH INSURANCE 33,100 38,100
61615 LIFE INSURANCE 600 600
61625 AUTO ALLOWANCE 1,200 1,200
62205 ADVERTISING 1,000 1,200
62235 OFFICE EQUIPMENT MAINT 900 2,000
62245 OTHER EQMT MAINTENANCE 2,000 1,100
62275 POSTAGE CHARGEBACKS 400 400
62295 TRAINING & TRAVEL 1,800 1,800
62320 TELEPHONE CHARGEBACKS 2,400
62360 MEMBERSHIP DUES 1,200 1,200
62675 INTERDEPT. TRSF.-PENSIONS 41,900 41,900
64520 TELECOMMUNICATIONS - LOCAL 1,000
64540 TELECOMMUNICATIONS - WIRELESS 1,700
65010 BOOKS, PUBLICATIONS, MAPS 400 500
65095 OFFICE SUPPLIES 2,000 2,500
68205 CONTINGENCIES 200 200
7705 GENERAL SUPPORT 409,300 438,300
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 gasolline or diesel
engines, such as stump cutters and chippers, are maintained. All equipment attachments, such as blades, plows,
and spreaders are also repaired.
FY 2004-2005 Objectives
• Order 100% of replaclement vehicles by January 2004.
• 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
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Preventative Maintenance 850 731 1,100
Motorized vehicles maintained 313 311 311
Non-motorized vehicles maintained 35 35 35
Miles accumulated 1,750,295 1,800,000 1,800,000
Work Orders Processed 4,100 3,700 4,000
Average number of occasional sick days per employee 7 5 6
FULL TIME EQUIVALENT POSITIONS 11 11 11
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
MAJOR MAINTENANCE
7710
2003 -2004 2004 2005-
Appropriation Approved
7710 MAJOR MAINTENANCE
61010 REGULAR PAY 544,500 583,300
61110 OVERTIME PAY 23,000 17,000
61510 HEALTH INSURANCE 74,100 85,200
61615 LIFE INSURANCE 800 800
62240 AUTOMOTIVE EQMP MAINT 70,000 70,000
62245 OTHER EQMT MAINTENANCE 15,000 15,000
62295 TRAINING & TRAVEL 1,100 1,100
62305 RENTAL OF AUTO-FLEET SER 50,500 50,500
62320 TELEPHONE CHARGEBACKS 4,100 4,100
62355 LAUNDRY/OTHER CLEANING 14,400 14,400
62675 INTERDEPT. TRSF.-PENSIONS 75,500 75,500
65015 CHEMICALS 14,000 12,000
65020 CLOTHING 2,000 2,000
65035 PETROLEUM PRODUCTS 400,000 425,000
65040 JANITORIAL SUPPLIES 1,000 1,000
65060 MATER. TO MAINT. AUTOS 475,000 500,000
65065 TIRES & TUBES 90,000 90,000
65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000
65085 MINOR EQUIPMENT & TOOLS 5,000 5,500
65090 SAFETY EQUIPMENT 600 600
65550 AUTOMOTIVE EQUIPMENT 45,000 55,000
68205 CONTINGENCIES 200 200
7710 MAJOR MAINTENANCE 1,909,800 2,012,200
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 preform 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 2004-2005 Objectives
• Repair, sandblast, repaint all snowplows and spreaders, as needed, prior to November, 2004.
• Repair, sandblast and repaint all leaf pushers prior to September, 2004.
• Perform at least one A pm (particulate matter) service on all City automobiles, vans, and light trucks during the
year.
• Replace City logo on all city vehicles.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
All body repairs 61 65 60
Striping and decals applied 17 30 35
Snow Plows repaired/repainted 37 37 38
Spreaders repaired/repainted 20 20 20
FULL TIME EQUIVALENT POSITIONS 1 1 1
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
VEHICLE BODY MAINTENANCE
7715
2003 -2004 2004 2005-
Appropriation Approved
7715 VEHICLE BODY MAINTENANCE
61010 REGULAR PAY 41,700 44,700
61110 OVERTIME PAY 1,000 1,000
61510 HEALTH INSURANCE 5,600 6,500
61615 LIFE INSURANCE 100 100
62240 AUTOMOTIVE EQMP MAINT 79,000 80,000
62295 TRAINING & TRAVEL 100 100
62355 LAUNDRY/OTHER CLEANING 900 900
62675 INTERDEPT. TRSF.-PENSIONS 5,800 5,800
65020 CLOTHING 200 200
65060 MATER. TO MAINT. AUTOS 55,000 75,000
65085 MINOR EQUIPMENT & TOOLS 500 600
65090 SAFETY EQUIPMENT 100 100
68205 CONTINGENCIES 200 200
7715 VEHICLE BODY MAINTENANCE 190,200 215,200
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 2004-2005 Objectives
• Provide user departments with proper and economical vehicles.
• Ensure procurement of equipment at the most reasonable price by meeting with the user department staff in
advance of each purchase.
Ongoing Activity Measures
2002-2003
Actual
2003-2004
Actual
2004-2005
Projected
Number of retired vehicles meeting or exceeding life span 45 45 40
FULL TIME EQUIVALENT POSITIONS 0 0 0
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
CAPITAL OUTLAY
7720
2003 -2004 2004 2005-
Appropriation Approved
7720 CAPITAL OUTLAY
65550 AUTOMOTIVE EQUIPMENT 1,065,500 1,185,700
7720 CAPITAL OUTLAY 1,065,500 1,185,700
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 will be retired in 2004. The second
issue occurred in 1995 in the amount of $1,940,000 and will be retired in 2005. The thired 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 will be retired in 2003. The final debt issue was issued in 1998 in the amount of $1,165,000 and will be tetired in
2005. No additional debt is anticipated and the fund will be returned to a cash basis in 2005.
Approved Adjustments in 2004-2005 Budget
CITY OF EVANSTON
FLEET DEBT SERVICE
7740
2003 -2004 2004 2005-
Appropriation Approved
7745 1994 GO BONDS 300,600 300,700
7750 1995 GO BONDS 262,700 260,700
7755 1996 GO BONDS 267,800
7760 1997 GO BONDS 226,800 226,600
7765 1998 GO BONDS 201,900 203,500
Grand Total(s)1,259,800 991,500
City of Evanston
Insurance Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Revenue By Source:
Charges for Services – General Fund 2,455,508 1,900,000 1,900,000 1,900,000
Charges for Services – Water Fund 3,000,000 0 0 0
Miscellaneous 75,000 0 0 0
Investment Income 8,338 500 500 500
Total Revenues: $ 5,538,846 $ 1,900,500 $ 1,900,500 $ 1,900,500
Expenditures:
Liability Claims 2,520,328 500,000 500,000 500,000
Workman’s Compensation Claims 625,209 400,000 400,000 400,000
Administration 350,500 350,500 350,500 350,500
Insurance Premiums 650,000 650,000 650,000 650,000
Total Expenditures: $ 4,146,037 $ 1,900,500 $ 1,900,500 $ 1,900,500
Description of Major Activities
The City maintains excess liability coverage for general tort matters. The City's self insured retention is $1,500,000,000. 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 2004-2005 Objectives
• Maintain a prudent level of insurance for property and liability insurance in a hardening insurance market.
• Reduce risk to the public and the City through prudent loss prevention measures.
• 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.
• Design a preventable loss accountability program. Currently, there are very few systems in place to hold City Department
and employees accountable for preventable losses.
• Implement appropriate training to reduce third party general liability claims and enhance the safety of the City's physical
resources.
Approved Adjustments in 2004-2005 Budget
Fund Expenditures as a % of the Total 2005 Budget
1.15%
Three Year Fiscal History
$1,900,500 $1,900,500
$4,146,037
$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
Actual Appropriation Approved
2002/03 2003/04 2004/05
CITY OF EVANSTON
INSURANCE FUND
7800
2003 -2004 2004 2005-
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
62260 SETTLEMENT COSTS - LIABILITY 400,000
62272 OTHER PROFESSIONAL SERVICES 150,000
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
62615 INSURANCE 500,000
65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000
65095 OFFICE SUPPLIES 500 500
65125 OTHER COMMODITIES 2,000 2,000
66005 OTHER CHARGES 400,000
7800 INSURANCE FUND 900,500 1,900,500
City of Evanston
Firefighters Pension Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Additions:
Net Property Tax Levy 2,250,236 2,572,000 2,572,000 2,910,000 338,000
Personal Property Replacement Tax 105,000 112,000 112,000 145,000 33,000
Net Investment Income 24,002 800,000 800,000 800,000 0
Participants Contributions 622,985 570,000 570,000 625,000 55,000
Total Additions To Net Assets: $ 2,859,986 $ 4,054,000 $ 4,054,000 $ 4,480,000 $ 426,000
Deductions:
Current Pensions and Refunds 2,875,952 2,600,000 2,600,000 2,900,000 300,000
Reserve for Future Payments 1,354,000 1,354,000 1,480,000 126,000
Administrative Expense 13,776 100,000 100,000 100,000 0
Total Deductions To Net Assets: $ 2,889,728 $ 4,054,000 $ 4,054,000 $ 4,480,000 $ 426,000
Notes for Financial Summary
The increase in the Property Tax Levy here is based on the amount mandated by the State.
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 2005 Budget
2.72%
Three Year Fiscal History
$4,054,000
$4,480,000
$2,889,728
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
City of Evanston
Police Pension Fund Summary
Financial Summary
2002-2003
Actual
2003-2004
Appropriation
2003-2004
Estimated
Actual
2004-2005
Appropriation
Approved
Increase
(Decrease)
Additions:
Property Tax Levy 3,084,902 3,352,000 3,352,000 4,088,000 736,000
Personal Property Replacement Tax 140,000 153,500 153,500 204,000 50,500
Bicycle Auction Revenue 7,000 7,000 7,000 7,000 0
Plan Member Contributions 900,000 925,000 925,000 1,100,000 175,000
Net Investment Income (100,926) 1,200,000 1,200,000 500,000 (700,000)
Total Additions: $ 4,030,976 $ 5,637,500 $ 5,637,500 $ 5,899,000 $ 261,500
Deductions:
Benefits and Refunds of Contributions 4,423,718 4,200,000 4,200,000 4,500,000 300,000
Reserve for Future Payments 1,297,500 1,297,500 1,259,000 (38,500)
Administrative Expense 27,312 140,000 140,000 140,000 0
Total Deductions: $ 4,451,030 $ 5,637,500 $ 5,637,500 $ 5,899,000 $ 261,500
Notes for Financial Summary
The Property Tax Levy is based on the amount mandated by the State.
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.
Fund Expenditures as a % of the Total 2005 Budget
3.58%
Three Year Fiscal History
$5,637,500
$5,899,000
$4,451,030
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
Actual Appropriation Approved
2002/03 2003/04 2004/05
APPENDIX
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City of Evanston
Personnel Information
Personnel information included in the budget represents Full Time Equivalency (FTE) of positions, not
the physical number of current employees of the City. For example a position may be represented
that is currently vacant, and an employee who works three hours per week is displayed as a 0.1 FTE.
This method of accounting for positions represents a change from the process in the past. Formerly,
all full time positions were counted, and part time positions were approximated and included in the
total FTE count. Now part time equivalencies are displayed separately from full time positions. This
results in a more accurate and useful personnel chart, but creates an appearance of an increase in
positions. As such, departments that utilize a large number of part time employees have realized a
greater increase in their FTE counts. This increase is the result of the change in accounting for
FTE’s, not the addition of new positions. Finally, part time position equivalency is being rounded up
to 0.10, 0.25, 0.50, and 0.75 FTE, rather than utilizing the exact equivalency for each particular
position.
The real increase in positions is 4.5 FTE, shown in the table below.
2115 Housing Code Compliance 1.0 Reestablished Property Maintenance Inspector position
2125 Building Code Compliance 1.0 Reestablished Planner position, from contracted to full time
2240 Police Records Bureau 0.5 Included new part time clerk for records to maintain racial profiling information
2240 Health Records 0.5 Included new part time clerk for records to maintain HIPAA information
1705 Legal 1.0 Included new full time land use lawyer
7005 Parking Systems 0.5 Include new part time clerk to increase efficiency in parking system
2605 Public Works Director Moved Secretary to Public Works Director Element from Engineering
2620 E.D.O.T. Administration Moved Deputy Director from Traffic Engineering to this Element
Business Unit Name Description of Personnel ChangeBusiness
Unit FTE
2004-05
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 2000-01 2001-02 2002-03 2003-04 2004-05 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 6.55 5.55 5.10 5.75 0.65
1510 Public Information 0.00 0.00 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 6.55 6.10 6.75 0.65
1605 Budget Office 3.75 3.75 4.00 4.00 4.00 0.00
1615 Information Systems 8.00 10.00 11.00 11.00 12.00 1.00
1620 Geographic Information System 3.00 3.00 3.00 3.00 2.00 (1.00)
1625 Administrative Adjudication 3.00 4.00 3.50 3.50 4.10 0.60
Subtotal Management and Budget 17.75 20.75 21.50 21.50 22.10 0.60
1705 Legal Department 6.25 6.25 6.00 6.00 7.00 1.00
7800 Insurance / Risk Management 1.25 1.25 0.00 0.00 0.00 0.00
Subtotal Legal Department 7.50 7.50 6.00 6.00 7.00 1.00
.
1705 Human Resources General Support 2.00 2.00 3.00 7.00 7.00 0.00
1925 Employment and Equal Opportunity 5.00 5.00 5.00 0.00 0.00 0.00
7800 Workers' Compensation 1.00 1.00 0.00 0.00 0.00 0.00
Subtotal Human Resources 8.00 8.00 8.00 7.00 7.00 0.00
1905 Finance General Support 3.00 3.00 3.00 2.00 2.00 0.00
1910 Revenue Division 7.50 7.50 8.00 8.50 8.50 0.00
1915 Payroll 4.00 4.00 3.50 3.50 3.00 (0.50)
1920 Accounting and Auditing 6.00 7.00 6.00 6.00 6.00 0.00
1925 Purchasing and Accounts Payable 4.00 4.00 5.50 4.50 5.00 0.50
1925 MBE/WBE Small Business Administration 1.50 1.50 0.00 0.00 0.00 0.00
Subtotal Finance 26.00 27.00 26.00 24.50 24.50 0.00
2005 Emergency Service and Disaster Agency 0.66 0.66 0.66 0.66 0.00 (0.66)
2005 Facilities Management General Support 2.34 2.34 2.34 2.34 3.00 0.66
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 2.00 2.00 0.00
Subtotal Facilities Management 23.00 23.00 23.00 23.00 23.00 0.00
2101 Community Development Administration 2.00 2.00 2.00 2.00 2.00 0.00
2105 Planning & Support 6.00 6.00 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 8.00 7.00 8.00 1.00
2120 Housing Rehabilitation 3.00 3.00 3.00 3.00 3.00 0.00
2125 Building Code Compliance 14.00 14.00 13.00 12.00 13.00 1.00
Subtotal Community Development 38.00 38.00 36.00 34.00 36.00 2.00
2205 Police Administration 3.00 5.00 5.00 5.00 6.00 1.00
2210 Patrol Operations 85.00 89.00 89.00 89.00 89.00 0.00
2215 Criminal Investigations 18.00 18.00 17.00 17.00 18.00 1.00
2225 Police Social Services Bureau 3.00 4.00 6.00 6.00 6.00 0.00
2230 Juvenile Bureau 9.00 10.00 10.00 10.00 9.00 (1.00)
2235 School Community Liaison Bureau 4.00 4.00 4.00 4.00 3.00 (1.00)
----Youth Services Bureau 5.00 4.00 0.00 0.00 0.00 0.00
2240 Records Bureau 13.50 12.00 11.00 11.50 11.50 0.00
2245 Communications Bureau 16.00 15.00 15.00 15.00 16.00 1.00
2250 Service Desk Bureau 9.00 11.00 11.00 12.00 11.00 (1.00)
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 4.00 1.00
2260 Office of Administration 4.00 4.00 4.00 4.00 3.00 (1.00)
FY 2004-2005 PERSONNEL FULL-TIME EQUIVALENT TOTALS
Summary by Division and Five Year Comparison
2004-05
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 2000-01 2001-02 2002-03 2003-04 2004-05 Difference
2265 Neighborhood Enforcement Team (N.E.T.)15.00 15.00 15.00 15.00 15.00 0.00
2270 Traffic 9.00 9.00 9.00 9.00 8.00 (1.00)
2275 Community Strategies Bureau 3.80 2.80 3.80 3.80 2.50 (1.30)
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 0.00
2285 Problem Solving Team 9.00 8.00 7.00 7.00 7.00 0.00
Subtotal Police 211.80 216.30 212.30 213.80 211.50 (2.30)
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 5.00 5.00 5.00 6.00 1.00
2315 Fire Suppression 101.00 101.00 101.00 101.00 101.00 0.00
Subtotal Fire 109.00 109.00 109.00 109.00 110.00 1.00
2407 Health Services Administration 4.00 6.00 4.50 3.00 3.00 0.00
----Public Health Administration 3.00 0.00 0.00 0.00 0.00 0.00
2410 Laboratory 2.20 2.00 2.00 2.00 2.00 0.00
2415 Family Health 10.21 11.49 11.49 10.35 9.55 (0.80)
2420 Infectious Disease Control 5.16 4.21 4.19 4.19 3.85 (0.34)
2425 Dental Services 2.58 3.40 3.30 3.30 3.25 (0.05)
2430 Adult Health 4.58 2.53 2.53 2.00 2.10 0.10
2435 Food and Environmental Health 4.80 6.00 6.30 6.30 6.25 (0.05)
2440 Vital Records 2.20 2.40 2.40 2.40 2.75 0.35
2450 Community Intervention Services 4.00 4.00 2.00 3.60 3.50 (0.10)
2455 Mental Health Administration 1.50 1.50 1.50 1.50 2.00 0.50
2530 Commission on Aging 1.50 1.50 1.50 1.50 1.00 (0.50)
Subtotal Health and Human Services 45.73 45.03 41.71 40.14 39.25 (0.89)
2605 Director of Public Works 2.00 2.00 1.00 1.00 2.00 1.00
2610 Municipal Service Center 0.50 0.50 1.00 1.00 1.00 0.00
2620 E.D.O.T. Administration 0.00 0.00 0.00 0.00 1.00 1.00
2625 City Engineer 10.00 10.00 9.00 9.00 9.00 0.00
2630 Traffic Engineering 5.00 5.00 5.00 5.00 4.00 (1.00)
2635 Traffic Signs 3.00 3.00 3.00 3.00 3.00 0.00
2640 Traffic Signals and Streetlight Maintenance 4.00 4.00 5.00 5.00 5.00 0.00
----Parking Ticket Processing 1.00 1.00 1.00 1.00 0.00 (1.00)
----Parking Enforcement 12.00 12.00 16.00 16.00 0.00 (16.00)
2645 Parking Enforcement & Tickets (combined above)0.00 0.00 0.00 0.00 17.00 17.00
2665 Streets & Sanitation Administration 6.00 6.00 5.00 5.00 5.00 0.00
2670 Street and Alley Maintenance 13.84 13.84 15.00 15.00 14.00 (1.00)
2675 Street Cleaning 9.00 8.00 8.00 7.00 8.00 1.00
----Leaf Collection 2.16 2.16 0.00 0.00 0.00 0.00
2685 Refuse Collection and Disposal 17.00 17.00 16.00 16.00 16.75 0.75
2695 Yard Waste Collection and Disposal 6.00 6.00 6.00 6.00 6.00
Subtotal Public Works 91.50 90.50 91.00 84.00 91.75 7.75
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
2805 Children's Services 6.97 7.47 7.47 7.47 6.70 (0.77)
2810 Reader's Services 7.01 7.44 7.44 7.44 5.85 (1.59)
2815 Reference Services and Periodicals 9.25 9.12 9.92 9.65 8.75 (0.90)
2820 Circulation 15.64 15.64 15.64 15.03 13.25 (1.78)
2825 North Branch 2.98 2.98 2.98 2.98 2.85 (0.13)
2830 South Branch 2.31 2.31 2.31 2.31 2.85 0.54
2835 Technical Services 13.19 13.19 13.19 13.19 14.50 1.31
2840 Library Maintenance 3.64 3.64 3.64 3.64 3.50 (0.14)
2845 Library Administration 4.53 4.53 4.53 4.53 4.50 (0.03)
Subtotal Library 65.52 66.32 67.12 66.24 62.75 (3.49)
2004-05
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 2000-01 2001-02 2002-03 2003-04 2004-05 Difference
3005 Recreation Management and General Support 2.50 2.50 2.50 2.50 2.50 0.00
3010 Recreation Business and Fiscal Management 5.00 5.00 5.00 4.00 4.00 0.00
3015 Communications and Marketing Services 1.70 1.70 1.70 1.70 1.75 0.05
3020 Recreation General Support 3.50 3.50 2.50 2.50 3.00 0.50
3030 Robert Crown Community Center 7.17 7.17 7.17 7.17 11.60 4.43
3035 Chandler Community Center 5.87 6.87 6.87 6.87 9.70 2.83
3040 Fleetwood-Jourdain Community Center 7.33 9.33 9.33 9.33 11.10 1.77
3045 Fleetwood-Jourdain Community Theater 1.80 1.70 1.70 1.70 1.95 0.25
3050 At-Risk Programs 0.95 0.95 0.95 0.95 1.00 0.05
3055 Levy Senior Center 5.00 8.50 7.93 7.93 10.50 2.57
3080 Beaches 0.75 0.75 1.50 1.50 1.50 0.00
3085 Recreation Facility Maintenance 6.50 6.75 6.75 6.75 6.75 0.00
3095 Robert Crown Ice Center 10.94 10.94 10.94 10.94 14.40 3.46
3100 Sports Leagues 1.27 1.27 1.27 1.27 0.75 (0.52)
3125 Special Programs 0.00 0.00 0.00 0.00 1.45 1.45
3130 Special Recreation 0.80 1.60 1.60 1.60 3.25 1.65
3140 Skate / Bus Program 2.30 2.30 2.30 2.30 0.95 (1.35)
3150 Park Service Unit 1.32 1.32 0.57 0.57 1.00 0.43
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 8.50 10.50 10.50 9.50 9.50 0.00
3520 Dutch Elm Disease Control 8.25 8.25 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 4.90 6.20 1.30
3700 Arts Council 0.75 0.75 0.75 0.75 0.75 0.00
3710 Noyes Cultural Arts Center 2.74 3.89 3.89 3.89 3.65 (0.24)
3720 Cultural Arts Programs 2.13 3.13 3.13 3.13 2.60 (0.53)
Subtotal Recreation, Parks and Forestry 112.22 123.82 121.25 119.25 137.35 18.10
5150 Emergency Telephone System 3.00 3.00 3.00 4.00 4.00 0.00
5220 Community Development Block Grant (CDBG)2.00 3.50 2.00 2.00 2.00 0.00
5300 Economic Development Fund 1.45 1.45 1.45 1.45 1.45 0.00
7005 Parking System Management 6.00 6.00 6.00 6.00 6.50 0.50
7015 Parking Lots and Meters 7.00 7.00 7.00 7.00 7.00 0.00
Subtotal Parking Systems 13.00 13.00 13.00 13.00 13.50 0.50
7100 Water General Support 4.50 4.50 4.50 4.50 4.50 0.00
7105 Water Pumping 12.00 12.00 12.00 12.00 11.00 (1.00)
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 44.00 43.00 (1.00)
7800 Insurance Fund 0.00 0.00 2.00 1.55 1.30 (0.25)
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
7400 Sewer Maintenance 14.00 14.00 14.00 14.00 14.00 0.00
GRAND TOTAL 864.02 884.72 872.88 858.53 882.20 23.67*
* The 23.67 increase is not an actual increase in positions, it is the result of accounting for part-time positions in a more accurate manner in the FY 04-
05 Manner.
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
1300 CITY COUNCIL Mayor (elected)
1300 CITY COUNCIL Alderman (elected)
1300 CITY COUNCIL Aldermanic/Mayoral Secretary 1.00
Subtotal for City Manager's Office 1.00 0.00
Part and Full Time Subtotal 1.00
1400 CITY CLERK City Clerk (elected)
1400 CITY CLERK Deputy City Clerk 1.00
1400 CITY CLERK Clerk Typist III 1.00
Subtotal for City Clerk 2.00 0.00
Part and Full Time Subtotal 2.00
1505 CITY MANAGER'S OFFICE City Manager 1.00
1505 CITY MANAGER'S OFFICE Assistant City Manager 0.70
1505 CITY MANAGER'S OFFICE Senior Assistant to the City Manager 1.00
1505 CITY MANAGER'S OFFICE Assistant to the City Manager 0.85
1505 CITY MANAGER'S OFFICE Executive Assistant 1.00
1505 CITY MANAGER'S OFFICE Administrative Secretary 0.70
1505 CITY MANAGER'S OFFICE Intern 0.50
1510 PUBLIC INFORMATION Community Information Coordinator 1.00
Subtotal for City Manager's Office 6.25 0.50
Part and Full Time Subtotal 6.75
1605 BUDGET OFFICE Director, Management & Budget 1.00
1605 BUDGET OFFICE Administrative Assistant 1.00
1605 BUDGET OFFICE Management Analyst 2.00
1615 INFORMATION SYSTEMS Director, Information Systems 1.00
1615 INFORMATION SYSTEMS Web Developer 1.00
1615 INFORMATION SYSTEMS Tech Support Specialist I 2.00
1615 INFORMATION SYSTEMS Network Administrator 2.00
1615 INFORMATION SYSTEMS Programmer Analyst 1.00
1615 INFORMATION SYSTEMS Operations Coordinator 1.00
1615 INFORMATION SYSTEMS Telecommunications Coordinator 1.00
1615 INFORMATION SYSTEMS Database Administrator 1.00
1615 INFORMATION SYSTEMS Information Systems Trainer 1.00
1615 INFORMATION SYSTEMS Assistant UNIX Administrator 1.00
1620 GEOGRAPHIC INFO SYSTEM GIS Manager 1.00
1620 GEOGRAPHIC INFO SYSTEM GIS Analyst 1.00
1625 ADMIN ADJUDICATION Administrative Adjudication Manager 1.00
1625 ADMIN ADJUDICATION Administrative Aide 2.00
1625 ADMIN ADJUDICATION Part-time Administrative Aide 0.50
1625 ADMIN ADJUDICATION Administrative Law Judge (6 @ .10 FTE) 0.60
Subtotal Management and Budget 21.00 1.10
Part and Full Time Subtotal 22.10
1705 LEGAL First Asst. Corporation Counsel 1.00
1705 LEGAL Assistant Corporation Counsel 2.00
1705 LEGAL Staff Attorney 2.00
1705 LEGAL Executive Secretary 2.00
Subtotal Legal Department 7.00 0.00
Part and Full Time Subtotal 7.00
POSITION DESCRIPTIONS BY BUSINESS UNIT
FY 2004-2005 PERSONNEL FULL-TIME & PART-TIME EQUIVALENT POSITIONS
1300 - CITY COUNCIL
1400 - CITY CLERK
1500 - CITY MANAGER'S OFFICE
1600 - OFFICE OF MANAGEMENT AND BUDGET
1700 - LEGAL
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
1805 HR GENERAL SUPPORT Director, HR 1.00
1805 HR GENERAL SUPPORT Assistant Director, HR 1.00
1805 HR GENERAL SUPPORT Human Resources Assistant 2.00
1805 HR GENERAL SUPPORT Human Resources Specialist 3.00
Subtotal Human Resources 7.00 0.00
Part and Full Time Subtotal 7.00
1905 FINANCE GENERAL SUPPORT Director, Finance 1.00
1905 FINANCE GENERAL SUPPORT Assistant Director, Finance 1.00
1910 REVENUE DIVISION Revenue Manager 1.00
1910 REVENUE DIVISION Finance Operations Coordinator 1.00
1910 REVENUE DIVISION License and Measures Inspector 1.00
1910 REVENUE DIVISION Clerk III 1.00
1910 REVENUE DIVISION Clerk II 4.00 0.50
1915 PAYROLL Payroll Manager 1.00
1915 PAYROLL Payroll Coordinator 1.00
1915 PAYROLL Clerk III 1.00
1920 ACCOUNTING Accounting Manager 1.00
1920 ACCOUNTING Senior Accountant 2.00
1920 ACCOUNTING TIF Accounting Analyst 1.00
1920 ACCOUNTING Investment Analyst 1.00
1920 ACCOUNTING Bookkeeper 1.00
1925 PURCHASING & ACCTS PAYABLE Director, Purchasing & Contracts 1.00
1925 PURCHASING & ACCTS PAYABLE Accounts Payable Coordinator 1.00
1925 PURCHASING & ACCTS PAYABLE M/W/EBE Program Coordinator 1.00
1925 PURCHASING & ACCTS PAYABLE Accounts Payable Clerk 1.00
1925 PURCHASING & ACCTS PAYABLE Administrative Assistant, Finance 1.00
Subtotal Finance 24.00 0.50
Part and Full Time Subtotal 24.50
2005 FACILITIES MGMT GEN. SUPPORT Director, Facilities Management 1.00
2005 FACILITIES MGMT GEN. SUPPORT Assistant Director, Facilities Management 1.00
2005 FACILITIES MGMT GEN. SUPPORT Executive Secretary 1.00
2010 CONSTRUCTION & REPAIR Facilities Management Supervisor 1.00
2010 CONSTRUCTION & REPAIR Construction Manager 1.00
2010 CONSTRUCTION & REPAIR ADA/CIP Project Manager 1.00
2010 CONSTRUCTION & REPAIR Facilities Maintenance Worker III 11.00
2010 CONSTRUCTION & REPAIR Facilities Maintenance Worker II 2.00
2015 MAIL AND INFO SERVICES Switchboard Operator 2.00
2020 CUSTODIAL MAINTENANCE Facilities Maintenance Worker/Custodian I 2.00
2020 CUSTODIAL MAINTENANCE Security Monitor 0.10
Subtotal Facilities Management 23.00 0.00
Part and Full Time Subtotal 23.00
2101 COMMUNITY DEVELOPMENT ADMIN Director, Community Development 1.00
2101 COMMUNITY DEVELOPMENT ADMIN Executive Secretary 1.00
2105 PLANNING & SUPPORT Assistant Director, Planning 1.00
2105 PLANNING & SUPPORT Senior Planner 1.00
2105 PLANNING & SUPPORT Housing Planner 1.00
2105 PLANNING & SUPPORT Planner 1.00
2105 PLANNING & SUPPORT Executive Secretary 1.00
2110 ZONING ANALYSIS & SUPPORT Assistant Director, Zoning 1.00
2110 ZONING ANALYSIS & SUPPORT Zoning Officer 2.00
2110 ZONING ANALYSIS & SUPPORT Zoning Planner 1.00
2110 ZONING ANALYSIS & SUPPORT Secretary II 1.00
2115 HOUSING CODE COMPLIANCE Property Maintenance Supervising Inspector 1.00
2115 HOUSING CODE COMPLIANCE Property Maintenance Inspector I 5.00
2115 HOUSING CODE COMPLIANCE Clerk II 1.00
1800 - Human Resources
2000 - Facilities Management
1900 - Finance
2100 - Community Development
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
2115 HOUSING CODE COMPLIANCE Secretary II 1.00
2120 HOUSING REHABILITATION Assistant Director, Rehabilitation 1.00
2120 HOUSING REHABILITATION Construction Rehabilitation Specialist 1.00
2120 HOUSING REHABILITATION Secretary II 1.00
2125 BUILDING CODE COMPLIANCE Assistant Director, Building 1.00
2125 BUILDING CODE COMPLIANCE Plan Reviewer 2.00
2125 BUILDING CODE COMPLIANCE Electrical Inspector I 1.00
2125 BUILDING CODE COMPLIANCE Electrical Inspector II 1.00
2125 BUILDING CODE COMPLIANCE Plumbing Inspector 1.00
2125 BUILDING CODE COMPLIANCE Plumbing/Mechanical Inspector 1.00
2125 BUILDING CODE COMPLIANCE Permit Coordinator 1.00
2125 BUILDING CODE COMPLIANCE Assistant Permit Coordinator 1.00
2125 BUILDING CODE COMPLIANCE Sign Inspector/Graffiti Tech 1.00
2125 BUILDING CODE COMPLIANCE Structural Inspector 1.00
2125 BUILDING CODE COMPLIANCE Structural Inspector/Plan Examiner 1.00
2125 BUILDING CODE COMPLIANCE Coordinating Structural Inspector 1.00
Subtotal Community Development 36.00 0.00
Part and Full Time Subtotal 36.00
2205 POLICE ADMINISTRATION Chief of Police 1.00
2205 POLICE ADMINISTRATION Police System Administrator 1.00
2205 POLICE ADMINISTRATION Police Commander 1.00
2205 POLICE ADMINISTRATION Executive Secretary 1.00
2205 POLICE ADMINISTRATION Facility Maintenance Worker/ Custodian I 1.00
2205 POLICE ADMINISTRATION Deputy Chief 1.00
2210 PATROL OPERATIONS Police Commander 3.00
2210 PATROL OPERATIONS Police Sergeant 10.00
2210 PATROL OPERATIONS Police Officer 76.00
2215 CRIMINAL INVESTIGATION Deputy Chief 1.00
2215 CRIMINAL INVESTIGATION Police Commander 1.00
2215 CRIMINAL INVESTIGATION Police Sergeant 2.00
2215 CRIMINAL INVESTIGATION Police Officer 14.00
2225 SOCIAL SERVICES BUREAU Director, Social Services 1.00
2225 SOCIAL SERVICES BUREAU Youth Advocate 3.00
2225 SOCIAL SERVICES BUREAU Victim Advocate 2.00
2230 JUVENILE BUREAU Police Sergeant 1.00
2230 JUVENILE BUREAU Police Officer 8.00
2235 SCHOOL LIAISON Police Officer 3.00
2240 POLICE RECORDS Director, Records 1.00
2240 POLICE RECORDS Court Liaison 1.00
2240 POLICE RECORDS Review Officer 1.00
2240 POLICE RECORDS Property Officer 1.00
2240 POLICE RECORDS Records Input Operator 6.00
2240 POLICE RECORDS Clerk III 1.00
2240 POLICE RECORDS Property Room Aide 0.50
2245 COMMUNICATIONS Deputy Chief 1.00
2245 COMMUNICATIONS Telecommunicator 14.00
2245 COMMUNICATIONS Police Sergeant 1.00
2250 SERVICE DESK Police Commander 1.00
2250 SERVICE DESK Service Desk Officer 10.00
2255 OFFICE PROFESSIONAL STANDARDS Police Commander 1.00
2255 OFFICE PROFESSIONAL STANDARDS Police Sergeant 1.00
2255 OFFICE PROFESSIONAL STANDARDS Executive Secretary 1.00
2255 OFFICE PROFESSIONAL STANDARDS Police Sergeant 1.00
2260 OFFICE OF ADMINISTRATION Administrative Specialist 1.00
2260 OFFICE OF ADMINISTRATION Police Planner 1.00
2260 OFFICE OF ADMINISTRATION Administrative Assistant, Police 1.00
2265 NEIGHBORHOOD ENFORCEMENT (NET)Deputy Chief 1.00
2265 NEIGHBORHOOD ENFORCEMENT (NET)Police Commander 1.00
2200 - Police Department
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
2265 NEIGHBORHOOD ENFORCEMENT (NET)Police Sergeant 1.00
2265 NEIGHBORHOOD ENFORCEMENT (NET)Police Officer 12.00
2270 TRAFFIC Police Sergeant 1.00
2270 TRAFFIC Police Officer 6.00
2270 TRAFFIC Towing Coordinator 1.00
2275 COMMUNITY STRATEGIES BUREAU Crime Prevention Specialist 1.00
2275 COMMUNITY STRATEGIES BUREAU Senior Crime Prevention Specialist 0.75
2275 COMMUNITY STRATEGIES BUREAU Crime Analyst 0.75
2280 ANIMAL CONTROL Chief Animal Warden 1.00
2280 ANIMAL CONTROL Animal Control Warden 1.00
2280 ANIMAL CONTROL Part-time Animal Warden 0.50
2285 PROBLEM SOLVING TEAM Police Sergeant 1.00
2285 PROBLEM SOLVING TEAM Police Officer 6.00
Subtotal Police 209.00 2.50
Part and Full Time Subtotal 211.50
2305 FIRE MANAGEMENT & SUPPORT Fire Chief 1.00
2305 FIRE MANAGEMENT & SUPPORT Division Chief, Fire 1.00
2305 FIRE MANAGEMENT & SUPPORT Executive Secretary 1.00
2310 FIRE PREVENTION Division Chief, Fire 1.00
2310 FIRE PREVENTION Fire Captain 3.00
2310 FIRE PREVENTION Clerk II 1.00
2310 FIRE PREVENTION Clerk Typist III 1.00
2315 FIRE SUPPRESSION Division Chief, Fire 2.00
2315 FIRE SUPPRESSION Fire Captain 21.00
2315 FIRE SUPPRESSION Shift Chief, Fire 3.00
2315 FIRE SUPPRESSION Firefighter 75.00
Subtotal Fire 110.00 0.00
Part and Full Time Subtotal 110.00
2407 HEALTH SERVICES ADMINISTRATION Director, Health & Human Services 1.00
2407 HEALTH SERVICES ADMINISTRATION Executive Secretary 2.00
2410 LABORATORY SERVICES Supervisor of Lab Services 1.00
2410 LABORATORY SERVICES Microbiologist 1.00
2415 FAMILY HEALTH Public Health Nurse Supervisor 1.00
2415 FAMILY HEALTH Nurse's Assistant 1.00
2415 FAMILY HEALTH Vision/Hearing Technician 1.00
2415 FAMILY HEALTH Information Systems Clerk 1.00
2415 FAMILY HEALTH Secretary II 1.00
2415 FAMILY HEALTH Clerk II 1.00
2415 FAMILY HEALTH Public Health Nurse 3.00 0.25
2415 FAMILY HEALTH Clinic Physician (3 @ .1 FTE) 0.30
2420 INFECTIOUS DISEASE CONTROL Public Health Nurse 1.00
2420 INFECTIOUS DISEASE CONTROL Communicable Disease Surveillance Spec. 1.00
2420 INFECTIOUS DISEASE CONTROL Clerk Typist I 1.00
2420 INFECTIOUS DISEASE CONTROL AIDS/HIV Counselor 0.75
2420 INFECTIOUS DISEASE CONTROL Clinic Physician 0.10
2425 DENTAL SERVICES Dental Assistant 1.00
2425 DENTAL SERVICES Clerk II 1.00
2425 DENTAL SERVICES Dental Health Educator 0.50
2425 DENTAL SERVICES Dentist 0.75
2430 ADULT HEALTH Division Chief, Health 1.00
2430 ADULT HEALTH Public Health Nurse 1.00
2430 ADULT HEALTH Medical Supervisor 0.10
2435 FOOD & ENVIRONMENTAL HEALTH Division Chief, Health 1.00
2435 FOOD & ENVIRONMENTAL HEALTH Health Program Coordinator 1.00
2435 FOOD & ENVIRONMENTAL HEALTH Environmental Health Practitioner 2.00
2435 FOOD & ENVIRONMENTAL HEALTH Environmental Health Practitioner Supervisor 1.00
2435 FOOD & ENVIRONMENTAL HEALTH Secretary II 1.00
2400 - Health and Human Services
2300 - Fire Department
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
2435 FOOD & ENVIRONMENTAL HEALTH Clerk II 0.25
2440 VITAL RECORDS Clerk III 1.00
2440 VITAL RECORDS Clerk Typist I 1.00
2440 VITAL RECORDS Clerk II 0.25
2440 VITAL RECORDS Clerk II 0.50
2445 COMMUNITY INTERVENTION SVCS Community Intervention Coordinator 1.00
2445 COMMUNITY INTERVENTION SVCS Outreach Specialist 1.00
2445 COMMUNITY INTERVENTION SVCS Administrative Aide 1.00
2445 COMMUNITY INTERVENTION SVCS Inclusion Specialist 0.50
2450 MENTAL HEALTH ADMINISTRATION Assistant Director, Mental Health 1.00
2450 MENTAL HEALTH ADMINISTRATION Secretary II 1.00
2530 COMMISSION ON AGING Long Term Care Ombudsman 1.00
Subtotal Health and Human Services 35.00 4.25
Part and Full Time Subtotal 39.25
2605 DIRECTOR OF PUBLIC WORKS Director, Public Works 1.00
2605 DIRECTOR OF PUBLIC WORKS Executive Secretary 1.00
2610 MUNICIPAL SERVICE CENTER Custodian I (2 @ .5 FTE) 1.00
2620 E.D.O.T. ADMINISTRATION Deputy Director, Public Works 1.00
2625 ENGINEERING Senior Engineer 1.00
2625 ENGINEERING Civil Engineer III 1.00
2625 ENGINEERING Civil Engineer II 3.00
2625 ENGINEERING Civil Engineer I 1.00
2625 ENGINEERING Engineering Associate II 3.00
2630 TRAFFIC ENGINEERING Senior Traffic Engineer 2.00
2630 TRAFFIC ENGINEERING Civil Engineer II 1.00
2630 TRAFFIC ENGINEERING Traffic Engineering Technician 1.00
2635 TRAFFIC SIGNS Traffic Sign Repair Worker 3.00
2640 TRAFFIC SIGNALS & ST LIGHT MAINT Traffic Electrician Leader 1.00
2640 TRAFFIC SIGNALS & ST LIGHT MAINT Traffic Electrician Leader 4.00
2645 PARKING ENFORCEMENT & TICKETS Parking Enforcement Supervisor 1.00
2645 PARKING ENFORCEMENT & TICKETS Parking Enforcement Coordinator 2.00
2645 PARKING ENFORCEMENT & TICKETS Parking Enforcement Officer 13.00
2645 PARKING ENFORCEMENT & TICKETS Parking Operations Clerk 1.00
2665 STREETS AND SANITATION ADMIN Superintendent, Streets and Sanitation 1.00
2665 STREETS AND SANITATION ADMIN Public Works Supervisor 3.00
2665 STREETS AND SANITATION ADMIN Administrative Assistant, Streets/Sanitation 1.00
2670 STREET AND ALLEY MAINTENANCE Public Works Crew Leader 2.00
2670 STREET AND ALLEY MAINTENANCE Equipment Operator III 3.00
2670 STREET AND ALLEY MAINTENANCE Equipment Operator II 5.00
2670 STREET AND ALLEY MAINTENANCE Equipment Operator I 1.00
2670 STREET AND ALLEY MAINTENANCE Public Works Maintenance Worker II 3.00
2675 STREET CLEANING Equipment Operator III 0.00
2675 STREET CLEANING Equipment Operator II 5.00
2675 STREET CLEANING Public Works Maintenance Worker II 3.00
2685 REFUSE COLLECTION AND DISPOSAL Equipment Operator II 16.00
2685 REFUSE COLLECTION AND DISPOSAL Recycling Attendant 0.75
2695 YARD WASTE COLLECTION Equipment Operator II 6.00
Subtotal Public Works 90.00 1.75
Part and Full Time Subtotal 91.75
2705 HUMAN RELATIONS COMMISSION Director, Human Relations 1.00
2705 HUMAN RELATIONS COMMISSION Human Relations Specialist 1.00
2705 HUMAN RELATIONS COMMISSION Executive Secretary 0.67
2710 HOUSING ADVOCACY Executive Secretary 0.33
2710 HOUSING ADVOCACY Human Relations Specialist 1.00
Subtotal Human Relations 4.00 0.00
Part and Full Time Subtotal 4.00
2700 - Human Relations
2500 - Public Works
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
2805 CHILDREN'S SERVICES Librarian III 1.00
2805 CHILDREN'S SERVICES Librarian I 2.00
2805 CHILDREN'S SERVICES Librarian I 0.50
2805 CHILDREN'S SERVICES Librarian I 0.10
2805 CHILDREN'S SERVICES Library Assistant 1.00
2805 CHILDREN'S SERVICES Library Assistant (3 @ .25 FTE) 0.75
2805 CHILDREN'S SERVICES Shelver (2 @ .25 FTE) 0.50
2805 CHILDREN'S SERVICES Library Aide I (3 @ .25 FTE) 0.75
2805 CHILDREN'S SERVICES Technical Aide 0.10
2810 READER'S SERVICES Librarian III 1.00
2810 READER'S SERVICES Librarian I 3.00
2810 READER'S SERVICES Readers' Advisor (2 @.25 FTE) 0.50
2810 READER'S SERVICES Readers' Advisor 0.10
2810 READER'S SERVICES Readers' Advisor (2 @ .5 FTE) 1.00
2810 READER'S SERVICES Technical Aide 0.25
2815 REFERENCE SVCS & PERIODICALS Librarian III 1.00
2815 REFERENCE SVCS & PERIODICALS Librarian I 2.00
2815 REFERENCE SVCS & PERIODICALS Librarian I (2 @.25 FTE) 0.50
2815 REFERENCE SVCS & PERIODICALS Librarian I (3 @ .5 FTE) 1.50
2815 REFERENCE SVCS & PERIODICALS Periodicals Supervisor 1.00
2815 REFERENCE SVCS & PERIODICALS Clerk III 1.00
2815 REFERENCE SVCS & PERIODICALS Library Clerk (2 @ .25 FTE) 0.50
2815 REFERENCE SVCS & PERIODICALS Library Clerk 0.75
2815 REFERENCE SVCS & PERIODICALS Clerk Typist I 0.50
2820 CIRCULATION Circulation Supervisor 1.00
2820 CIRCULATION Library Aide II 1.00
2820 CIRCULATION Library Aide II 0.50
2820 CIRCULATION Library Clerk (4 @ .25 FTE) 1.00
2820 CIRCULATION Library Clerk (7 @ .5 FTE) 3.50
2820 CIRCULATION Security Monitor (4 @ .5 FTE) 2.00
2820 CIRCULATION Shelver (4 @ .5 FTE) 2.00
2820 CIRCULATION Shelver 0.75
2820 CIRCULATION Shelver (2 @ .25 FTE) 0.50
2820 CIRCULATION Clerk III 1.00
2825 NORTH BRANCH Librarian II 0.50
2825 NORTH BRANCH Library Aide I (2 @ .25 FTE) 0.50
2825 NORTH BRANCH Branch Assistant (3 @ .5 FTE) 1.50
2825 NORTH BRANCH Branch Assistant 0.10
2825 NORTH BRANCH Branch Assistant 0.25
2830 SOUTH BRANCH Librarian II 1.00
2830 SOUTH BRANCH Library Aide I 0.75
2830 SOUTH BRANCH Library Aide I 0.10
2830 SOUTH BRANCH Branch Assistant 0.75
2830 SOUTH BRANCH Branch Assistant 0.25
2835 TECHNICAL SERVICES Technical Services Manager 1.00
2835 TECHNICAL SERVICES Technical Support Specialist II 1.00
2835 TECHNICAL SERVICES Technical Support Specialist I 1.00
2835 TECHNICAL SERVICES Librarian I 2.00
2835 TECHNICAL SERVICES Librarian I 0.50
2835 TECHNICAL SERVICES Library Assistant 2.00
2835 TECHNICAL SERVICES Clerk Typist II 0.75
2835 TECHNICAL SERVICES Clerk II 3.00
2835 TECHNICAL SERVICES Clerk II (3 @ .75 FTE) 2.25
2835 TECHNICAL SERVICES Library Clerk 0.75
2835 TECHNICAL SERVICES Library Clerk 0.25
2840 LIBRARY MAINTENANCE Custodian II 3.00
2840 LIBRARY MAINTENANCE Custodian I 0.50
2800 - Library
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
2845 LIBRARY ADMINISTRATION Director, Library 1.00
2845 LIBRARY ADMINISTRATION Administrative Services Manager 1.00
2845 LIBRARY ADMINISTRATION Executive Secretary 1.00
2845 LIBRARY ADMINISTRATION Clerk III 1.00
2845 LIBRARY ADMINISTRATION Clerk Typist II 0.50
Subtotal Library 34.00 28.75
Part and Full Time Subtotal 62.75
3005 RECREATION MGMT & GEN SUPPORT Director, Parks/Forestry & Recreation 1.00
3005 RECREATION MGMT & GEN SUPPORT Executive Secretary 1.00
3005 RECREATION MGMT & GEN SUPPORT Management Analyst 0.50
3010 RECREATION BUS. & FISCAL MGMT Business Manager 1.00
3010 RECREATION BUS. & FISCAL MGMT Senior Accountant 1.00
3010 RECREATION BUS. & FISCAL MGMT Management Analyst 1.00
3010 RECREATION BUS. & FISCAL MGMT Bookkeeper 1.00
3015 COMMUNICATIONS & MARKETING SVCS Public Information Specialist 1.00
3015 COMMUNICATIONS & MARKETING SVCS Public Information Assistant 0.75
3020 RECREATION GENERAL SUPPORT Superintendent, Recreation 1.00
3020 RECREATION GENERAL SUPPORT Management Analyst 0.50
3020 RECREATION GENERAL SUPPORT Data Control Clerk 1.00
3020 RECREATION GENERAL SUPPORT Clerk II 0.50
3030 ROBERT CROWN COMMUNITY CENTER Building Supervisor 1.00
3030 ROBERT CROWN COMMUNITY CENTER Recreation Program Manager 1.00
3030 ROBERT CROWN COMMUNITY CENTER Facility Maintenance Worker/Custodian II 2.00
3030 ROBERT CROWN COMMUNITY CENTER Preschool Coordinator 1.00
3030 ROBERT CROWN COMMUNITY CENTER Preschool Instructor 0.50
3030 ROBERT CROWN COMMUNITY CENTER Preschool Instructor (4 @ .25 FTE) 1.00
3030 ROBERT CROWN COMMUNITY CENTER Preschool Instructor 0.75
3030 ROBERT CROWN COMMUNITY CENTER Instructor (15 @ .1 FTE) 1.50
3030 ROBERT CROWN COMMUNITY CENTER Program Assistant 0.10
3030 ROBERT CROWN COMMUNITY CENTER Program Assistant (3 @ .25 FTE) 0.75
3030 ROBERT CROWN COMMUNITY CENTER Program Assistant 0.50
3030 ROBERT CROWN COMMUNITY CENTER Part-time Custodian 0.75
3030 ROBERT CROWN COMMUNITY CENTER Part-time Custodian 0.25
3030 ROBERT CROWN COMMUNITY CENTER Recreation Aide 0.50
3035 CHANDLER COMMUNITY CENTER Recreation Center Manager 1.00
3035 CHANDLER COMMUNITY CENTER Weekend/Evening Coordinator 1.00
3035 CHANDLER COMMUNITY CENTER Recreation Program Manager 2.00
3035 CHANDLER COMMUNITY CENTER Clerk III 0.75
3035 CHANDLER COMMUNITY CENTER Instructor (20 @ .1 FTE) 2.00
3035 CHANDLER COMMUNITY CENTER Pre-school Instructor 0.50
3035 CHANDLER COMMUNITY CENTER Part-time Custodian 0.25
3035 CHANDLER COMMUNITY CENTER Part-time Custodian 0.75
3035 CHANDLER COMMUNITY CENTER Facilities Supervisor ( 2 @ .25 FTE) 0.50
3035 CHANDLER COMMUNITY CENTER Facilities Supervisor 0.10
3035 CHANDLER COMMUNITY CENTER Program Supervisor 0.75
3035 CHANDLER COMMUNITY CENTER Program Assistant 0.10
3040 FLEETWOOD-JOURDAIN CENTER Recreation Center Manager 1.00
3040 FLEETWOOD-JOURDAIN CENTER Recreation Program Manager 2.00
3040 FLEETWOOD-JOURDAIN CENTER Weekend/Evening Coordinator 1.00
3040 FLEETWOOD-JOURDAIN CENTER Custodian II 1.00
3040 FLEETWOOD-JOURDAIN CENTER Clerk II 1.00
3040 FLEETWOOD-JOURDAIN CENTER Clerk II 0.25
3040 FLEETWOOD-JOURDAIN CENTER Instructor (3 @ .1 FTE) 0.30
3040 FLEETWOOD-JOURDAIN CENTER Program Assistant (10 @ .25 FTE) 2.50
3040 FLEETWOOD-JOURDAIN CENTER Program Assistant (3 @ .5 FTE) 1.50
3040 FLEETWOOD-JOURDAIN CENTER Program Assistant 0.10
3040 FLEETWOOD-JOURDAIN CENTER Program Assistant (2 @ .10 FTE) 0.20
3040 FLEETWOOD-JOURDAIN CENTER Program Supervisor 0.25
2800 - Parks / Forestry & Recreation
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
3045 FLEETWOOD-JOURDAIN THEATER Recreation Program Manager 1.00
3045 FLEETWOOD-JOURDAIN THEATER Program Supervisor 0.75
3045 FLEETWOOD-JOURDAIN THEATER Program Assistant (2 @ .10 FTE) 0.20
3050 AT-RISK PROGRAMS Program Supervisor (2 @ .5 FTE) 1.00
3055 LEVY SENIOR CENTER Recreation Center Manager 1.00
3055 LEVY SENIOR CENTER Recreation Program Manager 2.00
3055 LEVY SENIOR CENTER Facility Maintenance Worker/Custodian II 2.00
3055 LEVY SENIOR CENTER Clerk Typist II 1.00
3055 LEVY SENIOR CENTER Program Assistant 0.50
3055 LEVY SENIOR CENTER Program Assistant 0.75
3055 LEVY SENIOR CENTER Program Assistant 0.10
3055 LEVY SENIOR CENTER Assistant Custodian 0.50
3055 LEVY SENIOR CENTER Instructor (4 @ .1 FTE) 0.40
3055 LEVY SENIOR CENTER Instructor (2 @ .25 FTE) 0.50
3055 LEVY SENIOR CENTER Bus Driver 0.75
3055 LEVY SENIOR CENTER Bus Driver 0.50
3055 LEVY SENIOR CENTER Facility Supervisor 0.50
3080 BEACHES Lakefront Program Manager 0.75
3080 BEACHES Sports Coordinator 0.50
3080 BEACHES Sports/Recreation Maintenance Supervisor 0.25
3085 RECREATION FACILITY MAINTENANCE Supervisor, Sports/Rec Maintenance 0.75
3085 RECREATION FACILITY MAINTENANCE Parks/Forestry Crew Leader 1.00
3085 RECREATION FACILITY MAINTENANCE Facility Maintenance Worker/Custodian I 0.00
3085 RECREATION FACILITY MAINTENANCE Parks/Forestry Worker II 5.00
3095 ROBERT CROWN ICE CENTER Recreation Center Manager 1.00
3095 ROBERT CROWN ICE CENTER Recreation Program Manager 1.00
3095 ROBERT CROWN ICE CENTER Operations Manager 1.00
3095 ROBERT CROWN ICE CENTER Clerk II 1.00
3095 ROBERT CROWN ICE CENTER Office Coordinator 1.00
3095 ROBERT CROWN ICE CENTER Part-time Custodian (4 @ .5 FTE) 2.00
3095 ROBERT CROWN ICE CENTER Ice Skating Professional (3 @ .25 FTE) 0.75
3095 ROBERT CROWN ICE CENTER Ice Skating Professional (19 @ .1 FTE) 1.90
3095 ROBERT CROWN ICE CENTER Hockey Director of Operations 0.25
3095 ROBERT CROWN ICE CENTER Program Assistant (10 @ .1 FTE) 1.00
3095 ROBERT CROWN ICE CENTER Program Assistant (2 @.25 FTE) 0.50
3095 ROBERT CROWN ICE CENTER Program Assistant 0.50
3095 ROBERT CROWN ICE CENTER Instructor (4 @ .1 FTE) 0.40
3095 ROBERT CROWN ICE CENTER Office Assistant ( 2 @ .25 FTE) 0.50
3095 ROBERT CROWN ICE CENTER Office Assistant 0.50
3095 ROBERT CROWN ICE CENTER Facilities Supervisor 0.25
3095 ROBERT CROWN ICE CENTER Facilities Supervisor 0.50
3095 ROBERT CROWN ICE CENTER Concession Worker 0.10
3095 ROBERT CROWN ICE CENTER After School Supervisor 0.25
3100 SPORTS LEAGUES Sports Coordinator 0.50
3100 SPORTS LEAGUES Recreation Program Manager 0.25
3125 SPECIAL PROGRAMS Recreation Program Manager 1.00
3125 SPECIAL PROGRAMS Instructor (2 @ .1 FTE) 0.20
3125 SPECIAL PROGRAMS Program Supervisor 0.25
3130 SPECIAL RECREATION Recreation Program Manager 0.50
3130 SPECIAL RECREATION Program Supervisor (2 @ .1 FTE) 0.20
3130 SPECIAL RECREATION Program Supervisor 0.25
3130 SPECIAL RECREATION Program Assistant (12 @ .1 FTE) 1.20
3130 SPECIAL RECREATION Program Assistant (4 @ .25 FTE) 1.00
3130 SPECIAL RECREATION Instructor 0.10
3140 BUS PROGRAM Bus Driver 0.25
3140 BUS PROGRAM Program Assistant (2 @ .10 FTE) 0.20
3140 BUS PROGRAM Bus Aide (2 @ .25 FTE) 0.50
3150 PARK SERVICE UNIT Park Ranger (4 @ .25 FTE) 1.00
3505 PARKS & FORESTRY GEN SUPPORT Superintendent, Parks & Forestry 1.00
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
3505 PARKS & FORESTRY GEN SUPPORT Landscape Architect 1.00
3505 PARKS & FORESTRY GEN SUPPORT Secretary II 1.00
3510 HORTICULTURAL MAINTENANCE Public Works Supervisor 1.00
3510 HORTICULTURAL MAINTENANCE Parks/Forestry Crew Leader 3.00
3510 HORTICULTURAL MAINTENANCE Parks/Forestry Worker III 5.00
3510 HORTICULTURAL MAINTENANCE Parks/Forestry Worker II 2.00
3510 HORTICULTURAL MAINTENANCE Equipment Operator II 3.00
3510 HORTICULTURAL MAINTENANCE General Tradesman 1.00
3515 MAINTENANCE OF PARKWAY TREES Parks/Forestry Crew Leader 1.00
3515 MAINTENANCE OF PARKWAY TREES Parks/Forestry Worker III 8.00
3515 MAINTENANCE OF PARKWAY TREES Arborist 0.50
3520 DUTCH ELM DISEASE CONTROL Parks/Forestry Crew Leader 1.00
3520 DUTCH ELM DISEASE CONTROL Parks/Forestry Worker III 6.00
3520 DUTCH ELM DISEASE CONTROL Arborist 0.25
3525 TREE PLANTING Parks/Forestry Crew Leader 1.00
3525 TREE PLANTING Parks/Forestry Worker III 1.00
3525 TREE PLANTING Arborist 0.25
3605 ECOLOGY CENTER Director, Ecology Center 1.00
3605 ECOLOGY CENTER Clerk III 1.00
3605 ECOLOGY CENTER Environmental Educator 2.00
3605 ECOLOGY CENTER Office Assistant 0.50
3605 ECOLOGY CENTER Garden Coordinator 0.25
3605 ECOLOGY CENTER Part-time Custodian 0.10
3605 ECOLOGY CENTER Part-time Custodian 0.25
3605 ECOLOGY CENTER Program Assistant (5 @ .1 FTE) 0.50
3605 ECOLOGY CENTER Program Assistant 0.50
3605 ECOLOGY CENTER Program Supervisor 0.10
3700 ARTS COUNCIL Arts Council Director 0.50
3700 ARTS COUNCIL Secretary II 0.25
3710 NOYES CULTURAL ARTS CENTER Arts Council Director 0.15
3710 NOYES CULTURAL ARTS CENTER Noyes Center Coordinator 1.00
3710 NOYES CULTURAL ARTS CENTER Facilities Maintenance Worker/Custodian I 1.00
3710 NOYES CULTURAL ARTS CENTER Secretary II 0.50
3710 NOYES CULTURAL ARTS CENTER Part-time Custodian (4 @ .25 FTE) 1.00
3720 CULTURAL ARTS PROGRAMS Arts Council Director 0.35
3720 CULTURAL ARTS PROGRAMS Program Manager 1.00
3720 CULTURAL ARTS PROGRAMS Secretary II 0.25
3720 CULTURAL ARTS PROGRAMS Senior Program Coordinator 1.00
Subtotal Recreation, Parks and Forestry 95.00 42.35
Part and Full Time Subtotal 137.35
5150 EMERGENCY TELEPHONE SYSTEM Communication Coordinator 1.00
5150 EMERGENCY TELEPHONE SYSTEM Assistant Communications Coordinator 2.00
5150 EMERGENCY TELEPHONE SYSTEM Telecommunicator 1.00
Subtotal Emergency Telephone System 4.00 0.00
Part and Full Time Subtotal 4.00
5220 CDBG ADMINISTRATION CDBG Grants Administrator 1.00
5220 CDBG ADMINISTRATION Neighborhood Planner 1.00
Subtotal CDBG 2.00 0.00
Part and Full Time Subtotal 2.00
5300 ECONOMIC DEVELOPMENT FUND Economic Development Planner 1.00
5300 ECONOMIC DEVELOPMENT FUND Assistant City Manager 0.15
5300 ECONOMIC DEVELOPMENT FUND Administrative Secretary 0.30
Subtotal Economic Development 1.45 0.00
Part and Full Time Subtotal 1.45
225 - Economic Development Fund
215 - Community Development Block Grant Fund
205 - Emergency Telephone System Fund
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
7005 PARKING SYSTEM MANAGEMENT Manager, Parking Systems 1.00
7005 PARKING SYSTEM MANAGEMENT Public Works Supervisor 1.00
7005 PARKING SYSTEM MANAGEMENT Parking System Supervisor 1.00
7005 PARKING SYSTEM MANAGEMENT Parking Operations Clerk 3.00 0.50
7015 PARKING LOTS & METERS Public Works Crew Chief 1.00
7015 PARKING LOTS & METERS Public Works Maintenance Worker II 4.00
7015 PARKING LOTS & METERS Parking Repair Worker 2.00
Subtotal Parking Systems 13.00 0.50
Part and Full Time Subtotal 13.50
7100 WATER GENERAL SUPPORT Superintendent, Water/Sewer 1.00
7100 WATER GENERAL SUPPORT Asst. Superintendent, W/S Admin 1.00
7100 WATER GENERAL SUPPORT Asst. Superintendent, W/S Operations 1.00
7100 WATER GENERAL SUPPORT Executive Secretary 1.00
7100 WATER GENERAL SUPPORT GIS Analyst 0.50
7105 PUMPING Division Chief, Pumping 1.00
7105 PUMPING Water Maintenance Supervisor 1.00
7105 PUMPING Water Worker II 1.00
7105 PUMPING Water/Sewer Mechanic 3.00
7105 PUMPING Water Plant Operator 5.00
7110 FILTRATION Division Chief, Filtration 1.00
7110 FILTRATION Water Maintenance Supervisor 1.00
7110 FILTRATION Chemist 1.00
7110 FILTRATION Microbiologist 1.00
7110 FILTRATION Water Plant Operator 5.00
7110 FILTRATION Water/Sewer Mechanic 3.00
7110 FILTRATION Water Worker II 1.00
7110 FILTRATION Water Worker I 1.00
7115 DISTRIBUTION Division Chief, Distribution 0.50
7115 DISTRIBUTION Water Distribution Supervisor 1.00
7115 DISTRIBUTION Water/Sewer Crew Leader 3.00
7115 DISTRIBUTION Water Service Worker 3.00
7115 DISTRIBUTION Water Worker II 1.00
7115 DISTRIBUTION Water Worker I 2.00
7120 WATER METER MAINTENANCE Meter Service Coordinator 1.00
7120 WATER METER MAINTENANCE Facility Maintenance Worker/Custodian I 1.00
7120 WATER METER MAINTENANCE Water Billing Clerk 1.00
Subtotal Water 43.00 0.00
Part and Full Time Subtotal 43.00
7800 INSURANCE FUND Assistant City Manager 0.15
7800 INSURANCE FUND Assistant to the City Manager 0.15
7800 INSURANCE FUND Safety/Risk Manager 1.00
Subtotal Insurance Fund 1.30 0.00
Part and Full Time Subtotal 1.30
7705 FLEET SERVICES GEN SUPPORT Superintendent, Administrative Svcs 1.00
7705 FLEET SERVICES GEN SUPPORT Service Center Coordinator 1.00
7705 FLEET SERVICES GEN SUPPORT Executive Secretary 1.00
7705 FLEET SERVICES GEN SUPPORT Auto Shop Supervisor 2.00
7710 MAJOR MAINTENANCE Lead Mechanic 1.00
7710 MAJOR MAINTENANCE Equipment Parts Technician 1.00
7710 MAJOR MAINTENANCE Equipment Mechanic III 9.00
7715 VEHICLE BODY MAINTENANCE Auto Service Worker 1.00
Subtotal Fleet Service 17.00 0.00
Part and Full Time Subtotal 17.00
7400 SEWER MAINTENANCE Division Chief 0.50
605 - Insurance Fund
600 - Fleet Services Fund
515 - Sewer Fund
510 - Water Fund
505 - Parking System Fund
FULL PART
BUSINESS UNIT POSITION DESCRIPTION TIME TIME
POSITION DESCRIPTIONS BY BUSINESS UNIT
7400 SEWER MAINTENANCE Sewer Supervisor 1.00
7400 SEWER MAINTENANCE GIS Analyst 0.50
7400 SEWER MAINTENANCE Water/Sewer Crew Leader 5.00
7400 SEWER MAINTENANCE Engineering Associate II 2.00
7400 SEWER MAINTENANCE Water Worker II 2.00
7400 SEWER MAINTENANCE Water Worker I 2.00
7400 SEWER MAINTENANCE Civil Engineer III 1.00
Subtotal Sewer Fund 14.00 0.00
Part and Full Time Subtotal 14.00
Totals By FTE Type 800.00 82.20
GRAND TOTAL 882.20
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:
Five months in advance of the submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public
hearing to receive input from citizens concerning municipal appropriations for the coming year.
Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public
Library, and all library branches, and will be available for public inspection at these locations.
The City Council budget meeting agendas will be available to the public prior to the initial special
meeting of the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time
for citizen testimony concerning budget matters discussed during that special meeting. The length
of such time shall be determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated
by the Governmental Accounting Standards Board (GASB). The accounts of the City are divided into
separate self-balancing funds comprised of its assets, liabilities, fund equity, revenues and
expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Finance Department and Budget
Department. Disbursements are made only if the expenditure is within the authorized appropriation.
For each major expenditure, a purchase order is prepared and approved and the related appropriation
is encumbered before a check is issued.
Budget Calendar:
Fiscal Year 2004 - 2005
MONTH ACTIVITY
May 2003 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 2003 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 2003 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 2003 Budget kickoff. General information session about the coming
fiscal year’s process, required forms and timetable, and budget
goals.
September – October 2003 Staff meets with City Council to review studies and projects
assigned in May. City Council determines which initiative will be
reflected in the upcoming budget.
Individual technical assistance sessions held upon request.
Financial data (projected revenues and expenditures) due from
department heads.
Departmental Budget submissions due.
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 2003 Departmental budget narratives, objectives and
performance indicators entered into budget word
processing document and reviewed for accuracy by Budget
Office.
November 2003 City Manager, Budget Officer, Finance Director meet to
make final adjustments to the Proposed Budget.
December 2003 City Manager prepares Transmittal Message to City
Council.
December 31, 2003 City Manager’s Proposed Budget to be submitted to City
Council.
January - February 2004 Weekly Saturday budget review sessions by City Council.
Response by City Staff to aldermanic budget memo
requests. All sessions open to the public.
February 2, 2004 Public Hearing on Proposed Budget.
February 23, 2004 Final discussion and adoption of 2004-2005 Budget by City
Council.
March 2004 City Council changes entered into Budget.
Updating of narrative, performance objectives and activity
measures submitted by departments. Budget document
updated to reflect changes.
April 2004 Printing, binding and distribution of City Budget.
CAPITAL IMPROVEMENT PLAN
Capital Improvement Program Memorandum
INTERDEPARTMENTAL
MEMORANDUM
DATE: January 20, 2004
TO: Roger D. Crum, City Manager
FROM: Capital Improvement Team
SUBJECT: 2004/5 – 2008/9 CAPITAL IMPROVEMENT PROGRAM
Transmitted herewith for consideration by the City Council is a copy of the 2004/5
– 2008/9 Capital Improvement Program (CIP). The five-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-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 and is
reviewed and approved each year by the City Council concurrent with the City
Council’s consideration of the operating budget. The subsequent four years of
the Capital Program are presented for information only and set forth the
recommended plan for addressing the City’s capital needs. They also provide
the City Council and public with an overview of the needs of the City’s built
environment.
To better assess the City’s capital infrastructure needs, during the past several
years, the staff has undertaken comprehensive assessments of our various
capital assets (parks, streets, buildings, etc). These have included the
Comprehensive Pavement Study; Parks, Forestry & Recreation Strategic Plan;
the Analysis of the Civic Center; 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 as set forth in the attached Capital Improvement Program. In
addition, as part of the new financial requirements for municipalities –GASB 34 –
the City conducted an extensive study of the City’s infrastructure. The FY 2003
financial statements have included the information required under GASB 34.
The City Council has designated Saturday, January 24, 2003 for the presentation
of the Capital Program. In preparation for the City Council’s review, this
memorandum will:
Capital Improvement Program Memorandum
*Highlight the 2004/5—2008/9 Capital Improvement Program
*Outline the 2004/5 Capital Budget
*Review projects for Council direction
*Review Policy Issues
*Set forth Recommendations
In addition the following exhibits are included:
Exhibit A: Capital Improvement Fund Policy p. 522
Exhibit B: 2004/5-2008/9 Capital Improvement Program p. 532
- Five Year Summary by Funding Source p. 534
- 2004/5 General Obligation Bond Projects p. 540
- Five Year Summary by Department p. 544
Exhibit C: 2004/5 Capital Budget Project Descriptions p. 550
I. SUMMARY OF THE FIVE YEAR CAPITAL IMPROVEMENT PROGRAM
The attached 2004/5 – 2008/9 Capital Improvement Program represents the
City’s commitment to Evanston’s built environment. The Plan has been
developed to also address the 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 upgrades to public buildings and street lighting.
The five-year plan does not include any funding for the Civic Center or Crown
Center and Park as these are major projects, whose scope and funding
strategies still need to be addressed by the City Council. The Civic Center
Committee has been meeting and we would like to see special meetings held in
the first quarter to address the Civic Center. The Human Services Committee
has begun the discussion regarding Crown Center. Final resolution and a
funding strategy have not been recommended by the Committee to the City
Council. A special meeting has been scheduled by the City Council to discuss
Crown Center in January. Therefore, the five year plan does not identify a
specific development program or funding strategy for the Crown Center building
and Crown Park. If necessary, the Capital Improvement Program could be
amended to reflect the City Council’s discussions and recommendations for
these two projects.
A special sub-committee of the Human Services Committee has been studying
the Gross Point Lighthouse Area and a report should be presented to the Human
Services Arts Center. To that end, the five year plan does recommend some
funding for some long planned maintenance projects on the site. However, it is
Capital Improvement Program Memorandum
recommended that a policy be considered for the Gross Pointe Lighthouse Area
during this year.
The five-year plan includes the funding for the parks as outlined in the Parks and
Recreation’s seven-year strategic plan. Last year, we had planned to delay the
redevelopment of Eggleston Park until 2005 due to the planned construction on
McCormick Blvd. However, we have initiated the planning for McCormick Blvd.,
and we now believe that the construction of Eggleston Park can begin in 2004
and the plan reflects funding the project this year. The Plan reflects continued
funding of street improvements in accordance with the strategy adopted by the
City Council.
We have added one new program regarding the City’s alleys. As you are aware,
the City has a special assessment program for paving of new alleys. Once the
alley is improved, however, there is no program to resurface these alleys. This
new alley resurfacing program will address this and is outlined in the project
descriptions in Exhibit C. It should be noted that not all alleys are candidates for
resurfacing since some have deteriorated to the point where they should be
reconstructed under the special assessment program.
The 2002-03 CIP approved funding for several corridor planning studies: Central
Street, Dodge corridor and Other Neighborhood Districts. However, the
continuing work on Howard Street, Chicago Avenue, downtown and the Westside
has utilized all of our resources at this time. Realistically, staff can only
undertake one or two major planning projects during a fiscal year. Once these
areas are further along, we will initiate the planning process in the other areas
outlined in the plan. The Plan Commission and staff are continuing the Westside
corridor planning process and should be complete in the first quarter of 2004.
However, we would like to initiate discussions with representatives of each of the
neighborhood commercial districts to listen to their concerns and ideas but no
new major planning or implementation activities can be commenced at this time.
If feasible, we could respond to some minor issues.
The proposed five-year plan (2003-2008) had one year of funding for the
implementation of the Chicago Avenue Corridor Plan. A prototype block is
scheduled for completion in 2004 to give an idea of how the entire length would
be improved. It is staff’s intention to continue to develop an implementation
funding strategy for this Corridor. Several projects outlined in the Five Year Plan
continues the City Council’s commitment to rebuilding all of the fire stations and
improving the accessibility of our public buildings.
Capital Improvement Program Memorandum
II. 2004- 2005 CAPTIAL BUDGET
A. General Obligation Bonds
The projects being recommended for funding in the 2004/05 Capital Budget
represent the planned second phases of projects begun in 2003; annual
appreciations for on-going capital maintenance projects; additional funds for
projects which were bid in 2003 or new projects previously scheduled in the five
year plan. The Capital Budget funding level of $6,500,000 represents the
continued increased level of capital spending that is more in keeping with our
needs and is aided by 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 summary of each of the capital budget projects follows in Exhibit C.
Parks & Recreation
The projects outlined in the 2004-2005 Capital Budget are in substantial
compliance with park improvement seven-year plan, which was adopted by the
City Council in 2000. The improvements in the next fiscal year include projects
at the following parks: Eggleston, Cartwright, Levinson, Lovelace, Mason, and
Clark Street Beach. Again, we have not included any funding for Crown Center
and Park since there has not been any decision by the City Council. Funds
allocated for Lovelace Park represents the first phase of a major redevelopment
of that park, which has not had any major work since it was developed in the
1970’s. There has been some playground and tennis court renovation in the
past.
Street Improvements
In 2002, the City completed a comprehensive street system evaluation study.
The City Council reviewed the study and adopted a five-year plan as
recommended by staff. The program was implemented last year and we are
utilizing both MFT($1.2 million per year) and General Obligation Bonds
($500,000 per year) to complete approximately $1.7 million of street paving, curb
work, and related roadway maintenance in each of the next four years
Public Buildings
The planning and implementation of a strategy to improve all of our public
buildings is an important component of the capital program. Currently, we have
tried to undertake assessments and plan for the eventual rehabilitation or
replacement of all of our public facilities. To date we have focused upon public
safety buildings and parks. The capital budget reflects the continued attention to
these buildings. The immediate focus is the initiation of the planning for the
rebuild of Fire Station #5 and the planning for the Civic Center and Crown
Center. These projects will require a significant amount of staff resources and
we are trying to focus our attention on only a few projects each year. Projects will
Capital Improvement Program Memorandum
also be undertaken at : Chandler Newberger, Fleetwood/Jourdain, Dempster
Street Beach House, and the Ecology Center.
Obviously, the two main buildings which are not in the plan are the Civic Center
and Crown Center. While the recommended programs for each building continue
to be discussed, we have included funding for emergency and routine
maintenance.
Financial Software
The implementation of the financial software program is progressing on
schedule. This month we are rolling out two major components of the new
programs. It has been a major undertaking requiring significant time of each staff
member but each of us believes that we will be able to provide better service for
both our internal and external customers. The Capital Budget reflects our
continued implementation of this project.
Commercial Districts
As previously stated, the Plan Commission is currently finalizing the Westside
corridor planning studies. These recommendations will be presented to the City
Council. The City Council approved the design work for the first portion of the
implementation of the Chicago Avenue Corridor plan in 2003 and work is
underway. Finally, the Economic Development Committee has recommended a
Tax Increment Financing District for the Howard Street Corridor and the City
Council will be considering its implementation in January, 2004. We are also
working with a developer for a project on Howard Street and will be working with
the EDC in developing a Redevelopment Agreement to implement the TIF plan.
While all of these projects have required significant staff commitments we would
like to continue to initiate discussions with the business associations in the
downtown and other neighborhood districts. We believe that some additional
dialogue and planning needs to continue in 2004.
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. We are proposing to complete this
project in three years. We estimate that the project will cost at least $3 million to
complete. The new lights are being fabricated and installation will begin in the
next several months.
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 one has been
the water and sewer projects, CDBG, and TIF supported projects.
Capital Improvement Program Memorandum
Sewer System Improvements
The 2004 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($199.3 million-
2202 dollars) 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 87% complete at this time.
The current status of each phase is summarized below:
Phase I, II, III, IV, V and
Phase VII, Contracts A, B, C, D, E, F, G, & H Construction Complete
Phase VI, Contract A Construction Complete
Phase VIII, Contract A Construction Complete
Phase VI, Contract B Litigation- no work
Phase VI, Contract C Construction Complete
Phase VIII, Contract B Substantially Complete
Phase IX, Contract A Constr. - 45% Complete
Phase IX, Contract B Out to Bid
Phase X, Contract A Constr. –30% Complete
Phase X, Contract B Design-2004 & Bid 2005
Contract VIII B included the installation of box culverts for storm water detention
and a siphon under the CTA Skokie Swift tracks as well as relief sewers on
Brummel and Callen. This project will protect the area bounded by Brummel,
Chicago, Howard, and Custer from street flooding and basement backups.
The Contract IXA project, currently under construction is a two year project which
includes the installation of a storm sewer system that will mitigate basement
flooding in the area bounded by Isabella, Sheridan, Lincoln, and the North Shore
Channel.
The other project under construction is project XA and will also be underway for
approximately two years. This project includes the installation of relief sewers
that will mitigate flooding in the area bounded by Lake, Sheridan, South Blvd.
And Chicago Avenue.
The repayment of the debt associated with the Long-Range Sewer Improvement
Program is funded through the Sewer Fund. An ordinance (12-O-00) approved
in February 2000 has set forth the rate increases. There is a 5% rate increase
planned for this year so the rate will be $ 3.94 per 100 cubic feet of water.
Water Fund
The projects, which are planned in the 2004 CIP, will be completed without any
increase in the water rates. The proposed projects continue the upgrade to this
important capital building. While the facility is maintained in excellent condition,
there do always exist components, which need to be replaced and upgraded.
Capital Improvement Program Memorandum
The water main replacement projects are coordinated with street projects so as
to minimize disruptions for the community
Community Development Block Grant
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 recommend all capital projects within the CDBG target area to the
Committee for funding.
Howard Street Tax Increment Financing District
The City Council will be considering a TIF district for Howard Street. Staff and
Alderman Rainey are currently working with a developer who has proposed a
project for Howard Street. At this time we are reviewing the need for TIF
assistance, and may request an amendment to the Capital Budget to reflect any
TIF eligible project that the City Council approves.
III. CIP POLICY ISSUES & PRIORITY PROJECT REVIEWS
Every year, the City Council’s review of the Capital Improvement Program
provides the Council and community with the opportunity to review the capital
infrastructure needs of the community, receive citizen comment, and establish
priorities and funding levels. As we have stated so often, the magnitude of our
capital need is great and totals over $250 million. We estimate this number
based upon the various assessment of the City’s capital needs that have been
undertaken during the past several years. 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.
Last year staff presented a recommended five year funding strategy which would
fund both the proposed capital budget and provide funding for the Insurance
Fund for future obligations. The strategy was feasible due to the refunding of the
1993 Bonds and the historically low interest rates. The strategy involved funding
$12 million of debt per year for the five years. The first $6.5 million of funding
would be used for our annual capital budget and the remaining would be
available for future obligations of the Insurance Fund. Once our obligations are
better understood, the funding level could continue and all of the funds could be
used for capital projects. Last year, the City Council decided not to commit to the
five year strategy but did agree to fund the first year. This year we are
recommending that the City Council fund the second year of the strategy and
issue debt at the increased level. In approving the strategy, the City’s debt limit
would need to be raised to $100 million from $75 million. It is recommended that
the City Council consider this increased level of funding to address both our
capital needs and the obligations of the Insurance Fund.
Capital Improvement Program Memorandum
Finally, staff would like to continue to work with the Budget Committee and
Administration & Public Works to explore capital funding options. We are grateful
to the Council for the approval of a Budget Analyst/Grant Writer which has
increased our ability to analyze our capital needs and begin to explore the
opportunities for grants for capital projects. However, we have seen increasing
fiscal constraints at all levels of government, and have had to consider adjusting
the scope and timetable for some projects. For example, we have applied twice
for grants for Mason Park and have not received any funding. Therefore, Mason
Park will be redeveloped in phases, which will obviously take us longer to
complete the project.
Regardless of the fiscal constraints there are several projects which we look
forward to our continued collaboration with the City Council in order to develop
appropriate action plans for their implementation. These include the Civic
Center, Crown Center, Gross Pointe Lighthouse Area, Fountain Square and the
Recycling Center. Each of these buildings is a valuable physical asset and a
great community resource. Each have major capital needs and a thorough
review and plan must be developed even if funding is not available at this time.
Even though we are focusing on the Civic Center, Crown Center and the Gross
Point Lighthouse Area, we would like to initiate discussions for the Recycling
Center and Fountain Square.
IV. RECOMMENDATIONS
At this time it is recommended that the City Council:
(1) Accept the attached 2003/4- 2007/8 Capital Improvement Program
(2) Review and consider the 2004-2005 Capital Budget
(3) Further explore capital funding options
(4) Approve the 2nd year of funding strategy
(5) Approve the sale of the following Debt instruments in 2004 as follows:
Property Tax Supported Debt
City wide Capital Improvements $ 6,500,000
Non-Property Tax Supported Debt
Citizen funded Alley Improvements $ 1,500,000
Downtown Brick Repair $ 25,000
TOTAL 2003/04 GENERAL OBLIGATION BOND ISSUE $ 8,025,000
We look forward to Saturday, January 24, 2004 for the opportunity to present the
2004/5- 2008/9 Capital Improvement Program to the City Council.
Capital Improvement Program Memorandum
Capital Improvement Team:
Judith Aiello, Assistant City Manger
Maureen Barry, Assistant to the City Manager
Bobbie Tolston-Brown, Purchasing Director
Patrick Casey, Director of Management & Budget
Paul D’Agostino, Superintendent of Parks & Forestry
Robert Dorneker, Superintendent of Recreation
Keith Fujihara, Deputy Director of Public Works/City Engineer
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 /Planing
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 Stoneback, Assistant Superintendent of Water & Sewer/Operations
James Wolinski, Director of Community Development
Barbara Zdanowicz, Assistant Finance Director
Allison Zelms, Management Analyst
EXHIBIT A
Capital Improvement Fund Policy
Capital Improvement Fund Policy
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.
Capital Improvement Fund Policy
• Plan all capital projects to meet ADA requirements.
Priorities
• Project major capital improvement replacement needs to cover a 20 to 30
year period so that a long-range capital maintenance plan can be
developed.
• Set priorities for capital improvements and match projects with appropriate
funding sources.
• Monitor implementation of the Capital Improvement Program through
periodic capital improvement staff meetings and reports to the
Administration and Public Works Committee.
• 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.
Capital Improvement Fund Policy
• Develop and implement programs to upgrade and maintain streetscapes
in each neighborhood business district within the city.
• Develop and implement plans for capital needs of neighborhood economic
development.
Environment
• Maintain water system improvements needed to ensure a safe and
adequate water supply.
• Develop and implement programs to eliminate environmental hazards
where they exist in City facilities and on public grounds.
• Participate in development of area wide solutions to the problem of solid
waste disposal and promote local recycling and waste reduction efforts to
minimize solid waste disposal requirements and conserve resources.
• Complete the long-range comprehensive sewer plan.
Parks and Recreation
• Rehabilitate parks through periodic replacement of pavement, athletic
fields and courts, equipment, site furnishings, infrastructure and
landscaping.
• Undertake improvements to enhance and protect the lakefront park
system.
• Maintain Evanston's community recreational facilities to the high standard
expected.
• Bring play equipment into compliance with current CPSC and ASTM
safety guidelines and ADA requirements.
Capital Improvement Fund Policy
Public Buildings
• Consider life cycle costs (long-term costs of maintenance, operation,
utilities and financing) in making decisions concerning construction,
purchasing, disposal or rehabilitation of public facilities.
• Continue to undertake preventive maintenance, energy conservation, and
rehabilitation programs for public buildings.
• Undertake projects needed to improve the security of public buildings and
facilities.
• Complete the fire station construction and improvement plan.
• Complete the rehabilitation of the Police/Fire Headquarters.
• Undertake projects and improvement to municipal facilities to meet the
standards of the Federal Americans with Disabilities Act (ADA).
• Develop and implement a plan for the municipal offices.
• Implement policy advocating art within city building projects, in compliance
with Title 7, Chapter 16 of the City Code.
Transportation
• Improve the condition, efficiency and safety of Evanston’s circulation
system.
• Undertake improvements needed to keep municipal parking facilities well
maintained, safe and attractive.
• Plan and implement expanded public parking inventory.
• Continue the City’s programs for maintaining curbs, gutters and sidewalks.
• Evaluate all sidewalks and develop an improvement schedule.
• Enhance livability of neighborhoods by implementing various traffic
controls.
Capital Improvement Fund Policy
• Improve Evanston’s remaining unpaved streets and alleys.
• Implement a citywide bike plan and encourage intermodal transportation.
• Ensure adequate street lighting to balance crime prevention, safety and
residential atmosphere.
• Develop plans and programs to improve the appearance and maintenance
of rail embankments, viaducts and rail stations.
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long range capital needs list, a five year capital improvement
program will be developed and updated annually, including anticipated funding
sources.
• The City will maintain all its physical assets at a level adequate to protect the
City’s capital investment and to minimize future maintenance and replacement
costs.
• The City will coordinate development of the capital improvement budget with the
development of the operating budget. Future operating costs associated with
new capital improvements will be projected and included in operating budget
forecasts.
• 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
Capital Improvement Fund Policy
streams of revenue to support pay-as-you-go financing of its future capital
improvements.
• Dedicated revenue stream options include but are not limited to excess funds,
additional taxes (i.e. motor fuel tax for street improvements) and use of tax
increment financing revenues as they become available.
• Outstanding tax-supported debt shall not exceed $90 million.
Capital Project Planning and Cost Containment
• City staff will meet monthly to review the progress on all outstanding projects.
Semi-annual reports will be presented to the Administration & Public Works
Committee.
• Identification of funding opportunities should be included within the project
development phase.
• Recognize that most projects will take at least two years to plan and implement.
• Where appropriate, separate project planning and execution costs,
acknowledging that approving a study does not guarantee the implementation of
the project.
• For any enterprise fund or storm water management fund that is supporting
debt, an annual rate study will be performed to ensure that the fees or rates are
sufficient to meet the debt service requirements.
• A five –year projection of revenues and expenditures for the general, special
revenue, and enterprise funds should be prepared to provide strategic
perspective to each annual budget process.
Contingencies Account
• A contingency line item should be included for each project equal to 10% of the
project’s estimated cost.
• A bond funded capital plan contingency account shall be included at the
beginning of each fiscal year. This shall be equal to 10% of the current year
general obligation capital improvement projects.
• Funds from the overall CIP contingency account can be used to supplement a
project if none are available within the department’s existing projects.
Capital Improvement Fund Policy
• 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.
EXHIBIT B
2004/5 – 2008/9
Capital Improvement Program
CAPITAL PLAN
City of Evanston, IL
SUMMARY BY FUNDING SOURCE
2004 Thru 2008
Sources 2004-05 2005-06 2006-07 2007-08 2008-09 Total
Bonds - GO/Special Assessmen 1,525,000 1,277,500 525,000 525,000 525,000 4,377,500
Bonds - Property Tax Support 6,500,000 8,305,550 7,273,000 5,475,800 3,587,900 31,142,250
CDBG Funds 275,000 275,000
Fleet Services Fund 1,185,700 1,185,700
IEPA Loan Funds 3,623,300 3,447,700 2,953,000 10,024,000
Motor Fuel Tax (MFT)2,100,000 2,100,000
Private Sources 26,000 270,000 20,000 20,000 20,000 356,000
Sewer Capital Fund 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Reserves 540,800 16,072,000 12,016,000 611,500 944,100 30,184,400
Water Fund - DI & E A/C 5,241,700 4,392,600 3,656,900 3,566,500 250,000 17,107,700
Grand Total(s)21,692,500 34,440,350 24,165,900 10,873,800 8,955,000 100,127,550
Bonds - GO/Special
Assessement
Bonds - GO/ Property
Tax Supported
CDBG Funds
Fleet Services Fund
IEPA Loan Funds
Motor Fuel Tax
Private Sources
Sewer Capital
Sewer Reserves
Water Fund
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2004 Thru 2008
Sources 2004-05 2005-06 2006-07 2007-08 2008-09 Total
Bonds - GO/Special Assessmen
415856 ALLEY PAVING PRIVATE SHARE 1,500,000 500,000 500,000 500,000 500,000 3,500,000
416006 DOWNTOWN BRICK REPAIR 25,000 25,000 25,000 25,000 25,000 125,000
733068 WATER MAIN-CHICAGO AVENUE 752,500 752,500
Bonds - GO/Special Assessmen 1,525,000 1,277,500 525,000 525,000 525,000 4,377,500
Bonds - Property Tax Support
415100 CAPITAL IMPROVEMENTS 65,000 65,000 65,000 65,000 260,000
415172 CIVIC CENTER INTERIM REPAIR 150,000 250,000 250,000 250,000 250,000 1,150,000
415200 SERVICE CENTER CIP PROJECTS 285,000 285,000
415219 SERVICE CENTER ROOF 720,000 720,000
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 15,000 170,000 185,000
415307 PARK MAINT & FURNITURE REPL 50,000 50,000 50,000 50,000 50,000 250,000
415321 BAKER PARK 14,350 5,000 19,350
415325 BENT SHELTER FAC 50,900 50,900
415333 LAGOON BUILDING FAC 40,000 40,000
415350 MASON PARK 317,200 119,600 793,000 1,229,800
415355 LOVELACE PARK 400,000 512,000 912,000
415356 BENT PARK TENNIS COURT 122,200 122,200
415357 BENT PARK BASKETBALL COURT 57,500 57,500
415358 LARIMER PARK BASKETBALL COU 57,500 57,500
415359 EIDEN PARK 355,800 355,800
415360 MONROE TOT LOT 116,800 116,800
415361 SARGENT PARK 137,900 137,900
415362 SMITH PARK 435,300 435,300
415364 LEVINSON TOT LOT 131,500 131,500
415365 CLARK ST BEACH HOUSE FAC 5,000 60,000 65,000
415366 DEMPSTER ST BEACH HOUSE FAC 18,000 18,000
415367 GREENWOOD ST BEACH HOUSE FA 23,500 23,500
415370 EVANSTON ART CTR ASBESTOS R 90,000 90,000 180,000
415374 LARIMER PARK SHELTER FAC 20,000 20,000
415375 CLARK STREET BEACH 25,000 25,000
415376 SOUTH BLVD BEACH HOUSE FAC 27,500 27,500
415377 LIGHT / FOG HOUSES FAC 30,000 200,000 155,700 385,700
415378 GREENLEAF PARK SHELTER 21,000 21,000
415509 CHANDLER CENTER FAC 40,000 125,000 15,000 46,000 45,000 271,000
415510 CHANDLER CTR IMPROVEMENTS 14,000 14,000
415553 CROWN CENTER SYSTEMS REPR 50,000 50,000 50,000 50,000 50,000 250,000
415561 CROWN TENNIS COURT RENOVATI 338,300 338,300
415562 CROWN TENNIS COURT LIGHTING 120,400 120,400
415653 NOYES CENTER FAC 15,000 30,000 30,000 75,000
415686 ECOLOGY CENTER FAC 60,000 10,000 90,000 160,000
415692 FLEETWOOD JOURDAIN ROOF REP 133,500 133,500
415705 ANIMAL SHELTER FAC 20,000 20,000
415717 PUBLIC SAFETY RADIO EQUIPME 400,000 400,000 400,000 400,000 1,600,000
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2004 Thru 2008
Sources 2004-05 2005-06 2006-07 2007-08 2008-09 Total
415718 POLICE - FIRE HQ INTERIOR 30,000 300,000 330,000
415719 POLICE - FIRE HQ PARKING LO 150,000 150,000
415720 POLICE - FIRE HQ ROOF 10,000 65,000 75,000
415801 FIRE ST#2 PARKG & LANDSC 76,900 35,000 111,900
415802 FIRE STATION #5 230,000 1,300,000 1,700,000 3,230,000
415854 ALLEY PAVING - CITY SHARE 100,000 500,000 500,000 500,000 500,000 2,100,000
415857 STREET RESURFACING 500,000 500,000 500,000 500,000 500,000 2,500,000
415864 50/50 CURB & SIDEWALK PRG 65,000 100,000 100,000 100,000 100,000 465,000
415867 BLOCK CURB REPLACEMENT 60,000 100,000 100,000 100,000 100,000 460,000
415868 STREETLIGHT UPGRADE PROGM 400,000 500,000 500,000 1,400,000
415870 NEIGHBORHOOD TRAFFIC CALM 75,000 75,000 75,000 75,000 75,000 375,000
415874 CHICAGO AVE SIGNALS - LOCAL 420,000 420,000
415875 CHICAGO AVE SIGNALS - CMAQ 50,000 50,000
415876 VEHICLE TRACKING SYSTEM 50,000 50,000 50,000 150,000
415906 CENTRAL ST.CORRIDOR PLANN 10,000 45,000 45,000 100,000
416001 INFORMATION TECHNOLOGY 220,000 300,000 300,000 300,000 300,000 1,420,000
416009 EVANSTON ART CENTER FAC 24,000 150,000 130,000 15,000 319,000
416010 ASBESTOS REMOVAL 40,000 20,000 20,000 20,000 25,000 125,000
416014 TELEPHONE SYSTEM 50,000 50,000 50,000 150,000
416016 ROOFING ACCT- FAC 20,000 5,000 5,000 30,000
416019 LADD CAPITAL MAINTENANCE 25,000 25,000 25,000 25,000 25,000 125,000
416020 FINANCIAL /HR SOFTWARE SYS 50,000 100,000 100,000 100,000 100,000 450,000
416038 2222 OAKTON FACILITY 67,500 67,500
416041 CITY NETWORK INFRASTRUCTURE 150,000 50,000 200,000
416047 GIS BASEMAP UPDATING 50,000 50,000 50,000 50,000 50,000 250,000
416051 GRANT WRITER 56,400 56,400 56,400 56,400 56,400 282,000
416052 CONTINGENCY FUND 50,000 200,000 200,000 200,000 200,000 850,000
416053 EMERGENCY PROJECT RESERVES 50,000 200,000 200,000 200,000 200,000 850,000
416054 GRANT MATCH 50,000 100,000 100,000 100,000 100,000 450,000
416055 FOSTER PARK 1,083,000 1,083,000
416063 CARTWRIGHT PARK 132,500 132,500
416064 EGGLESTON PARK 450,000 450,000
416067 MASON PARK FACILITY REHAB 226,000 226,000
416069 SHORE PRESERVATION 30,000 30,000 30,000 30,000 30,000 150,000
416072 NOYES STUDIO UPGRADE MATCHI 20,000 20,000 20,000 20,000 20,000 100,000
416077 ART CENTER COACH HOUSEAPART 30,000 170,000 200,000
416086 SERVICE CENTER PAINTING 35,000 40,000 75,000
416089 SERVICE CENTER SECURITY SYS 15,000 20,000 35,000
416094 ENGINEERING SERVICES 200,000 200,000 200,000 200,000 200,000 1,000,000
416096 BIKE PLAN IMPLEMENTATION 55,000 100,000 155,000
416102 ALLEY RESURFACING 75,000 75,000 75,000 75,000 75,000 375,000
416111 TRAFFIC SIGNAL MAINTENANCE 50,000 50,000 50,000 50,000 50,000 250,000
416119 RELOCATION OF SOUTH BRANCH 596,900 596,900
733501 DESIGN OF CIP PROJECTS 100,000 100,000
Bonds - Property Tax Support 6,500,000 8,305,550 7,273,000 5,475,800 3,587,900 31,142,250
CDBG Funds
415350 MASON PARK 150,000 150,000
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2004 Thru 2008
Sources 2004-05 2005-06 2006-07 2007-08 2008-09 Total
415692 FLEETWOOD JOURDAIN ROOF REP 90,000 90,000
416120 CDBG TARGET AREA TREES 20,000 20,000
416124 BOILER ROOM APT FAC 15,000 15,000
CDBG Funds 275,000 275,000
Fleet Services Fund
7720 CAPITAL OUTLAY 1,185,700 1,185,700
Fleet Services Fund 1,185,700 1,185,700
Grants - Federal/State
IEPA Loan Funds
7471 IEPA PHASE 9B 3,623,300 3,623,300
7472 IEPA PHASE 10 C 2,953,000 2,953,000
7489 IEPA PHASE 10 B 3,447,700 3,447,700
IEPA Loan Funds 3,623,300 3,447,700 2,953,000 10,024,000
Motor Fuel Tax (MFT)
415857 STREET RESURFACING 1,200,000 1,200,000
415871 TRAFFIC SIGNAL UPGRADES 250,000 250,000
415875 CHICAGO AVE SIGNALS - CMAQ 50,000 50,000
415878 ASBURY BRIDGE 300,000 300,000
416039 RIDGE AVENUE CMAQ 300,000 300,000
Motor Fuel Tax (MFT)2,100,000 2,100,000
Private Sources
416072 NOYES STUDIO UPGRADE MATCHI 20,000 20,000 20,000 20,000 20,000 100,000
733066 EMER.INTERCON. ANALYSIS/ CO 6,000 250,000 256,000
Private Sources 26,000 270,000 20,000 20,000 20,000 356,000
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
7440 IEPA PH 6B (L171128)15,500,000 10,700,000 26,200,000
7471 IEPA PHASE 9B 190,800 190,800
7472 IEPA PHASE 10 C 16,500 328,100 344,600
7489 IEPA PHASE 10 B 383,000 383,000
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
742507 NOYES & ORRINGTON EMER.REPA 350,000 350,000
Sewer Reserves 540,800 16,072,000 12,016,000 611,500 944,100 30,184,400
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2004 Thru 2008
Sources 2004-05 2005-06 2006-07 2007-08 2008-09 Total
Water Fund - DI & E A/C
733032 WATER BILLING SYSTEM 1,343,200 1,308,100 2,651,300
733033 CHEMICAL BUILDING ACCESSWAY 350,000 350,000
733034 CHLORINE SCRUBBER 200,000 200,000
733036 FOUNDATION REPAIRS GARAGE #50,000 50,000
733039 LOW LIFT PUMP UNIT SECTION 750,000 750,000
733042 ADA RENOVATIONS 200,000 200,000
733043 SERVICE BLDG WINDOW REPLACM 65,000 65,000
733041 PHASE 10 A WTR MAINS (JUD/G 500,000 500,000
733044 MAIN ST. ( ASBURY - DODGE)500,000 500,000
733045 REPAIRS TO 1895 SUCTION WAL 200,000 200,000
733046 MAIN ST. ( DODGE-MCDANIEL)578,000 578,000
733047 GROVE ( DEWEY- ASHLAND)157,500 157,500
733048 FILTER REHAB ( #19-#24)1,100,000 1,100,000 2,200,000
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
733051 GREENWOOD(HINMAN-SHER.)PH V 317,000 317,000
733052 CRAIN(RIDGE-SHERMAN) PH VII 268,800 268,800
733053 RIDGE (BRUMMEL-DOBSON)138,000 138,000
733054 LOW LIFT#4 ENGINE REPLACEME 150,000 150,000
733055 FILTER SHOP EXPANSION 150,000 150,000
733056 CROFT LANE (CRAIN NORTH)39,100 39,100
733057 DEMPSTER ( JUDSON- FOREST)115,000 115,000
733058 FOWLER(DEMP.-CHURCH) PHASE 438,000 438,000
733059 GREENLEAF(HINMAN-MICHI.) PH 283,500 283,500
733060 JUDSON(DAVIS-DEMPST.)PHASE 294,000 294,000
733046 MAIN ST. ( DODGE-MCDANIEL)578,000 578,000
733061 RIDGE ( GREENWOOD-CRAIN)253,000 253,000
733062 GARAGES 625,000 625,000
733066 EMER.INTERCON. ANALYSIS/ CO 6,500 250,000 256,500
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 75,000 75,000
733502 TUCKPOINTING 70,000 70,000
Water Fund - DI & E A/C 5,241,700 4,392,600 3,656,900 3,566,500 250,000 17,107,700
Grand Total(s)21,692,500 34,440,350 24,165,900 10,873,800 8,955,000 100,127,550
2004-05 Capital Budget
General Obligation Bond Projects
CAPITAL PLAN
2004 - 2005 Capital Budget General Obligation Bonds
416020 FINANCIAL /HR SOFTWARE SYSTEM 50,000
415864 50/50 CURB & SIDEWALK PRG 65,000
415854 ALLEY PAVING - CITY SHARE 100,000
416102 ALLEY RESURFACING 75,000
415705 ANIMAL SHELTER FAC 20,000
416077 ART CENTER COACH HOUSEAPARTMNT 30,000
416010 ASBESTOS REMOVAL 40,000
416096 BIKE PLAN IMPLEMENTATION 55,000
415867 BLOCK CURB REPLACEMENT 60,000
415100 CAPITAL IMPROVEMENTS 65,000
416063 CARTWRIGHT PARK 132,500
415906 CENTRAL ST.CORRIDOR PLANN 10,000
415509 CHANDLER CENTER FAC 40,000
415875 CHICAGO AVE SIGNALS - CMAQ 50,000
415874 CHICAGO AVE SIGNALS - LOCAL 420,000
416041 CITY NETWORK INFRASTRUCTURE 150,000
415172 CIVIC CENTER INTERIM REPAIRS 150,000
415375 CLARK STREET BEACH 25,000
416052 CONTINGENCY FUND 50,000
415553 CROWN CENTER SYSTEMS REPR 50,000
415366 DEMPSTER ST BEACH HOUSE FAC 18,000
733501 DESIGN OF CIP PROJECTS 100,000
415686 ECOLOGY CENTER FAC 60,000
416064 EGGLESTON PARK 450,000
416053 EMERGENCY PROJECT RESERVES 50,000
416094 ENGINEERING SERVICES 200,000
416009 EVANSTON ART CENTER FAC 24,000
415801 FIRE ST#2 PARKG & LANDSC 76,900
415802 FIRE STATION #5 230,000
415692 FLEETWOOD JOURDAIN ROOF REPLAC 133,500
416047 GIS BASEMAP UPDATING 50,000
416054 GRANT MATCH 50,000
416051 GRANT WRITER 56,400
416001 INFORMATION TECHNOLOGY 220,000
416019 LADD CAPITAL MAINTENANCE 25,000
415333 LAGOON BUILDING FAC 40,000
415374 LARIMER PARK SHELTER FAC 20,000
415364 LEVINSON TOT LOT 131,500
415377 LIGHT / FOG HOUSES FAC 30,000
415355 LOVELACE PARK 400,000
415350 MASON PARK 317,200
415870 NEIGHBORHOOD TRAFFIC CALM 75,000
415653 NOYES CENTER FAC 15,000
416072 NOYES STUDIO UPGRADE MATCHING 20,000
415307 PARK MAINT & FURNITURE REPLACE 50,000
415719 POLICE - FIRE HQ PARKING LOT 150,000
416016 ROOFING ACCT- FAC 20,000
416086 SERVICE CENTER PAINTING 35,000
415219 SERVICE CENTER ROOF 720,000
416089 SERVICE CENTER SECURITY SYSTEM 15,000
416069 SHORE PRESERVATION 30,000
415857 STREET RESURFACING 500,000
415868 STREETLIGHT UPGRADE PROGM 400,000
416014 TELEPHONE SYSTEM 50,000
416111 TRAFFIC SIGNAL MAINTENANCE 50,000
415876 VEHICLE TRACKING SYSTEM 50,000
Grand Total(s)6,500,000
CAPITAL PLAN
City of Evanston, IL
SUMMARY BY DEPARTMENTS
2004 Thru 2008
Departments 2004-05 2005-06 2006-07 2007-08 2008-09 Total
Economic Development 10,000 45,000 45,000 100,000
Environment 10,186,800 25,519,800 16,347,900 4,853,000 4,822,100 61,729,600
Information Technology 520,000 950,000 850,000 900,000 850,000 4,070,000
Other Improvements 271,400 621,400 621,400 621,400 556,400 2,692,000
Public Buildings 1,972,400 2,614,500 3,431,600 1,285,400 677,500 9,981,400
Parks & Recreation 1,821,200 1,914,650 195,000 1,089,000 76,000 4,943,850
Transportation 6,910,700 2,775,000 2,675,000 2,125,000 2,125,000 16,610,700
Grand Total(s)21,692,500 34,440,350 24,165,900 10,873,800 8,955,000 100,127,550
Environment
Information Technology
Other Improvements
Public Buildings
Parks and Recreation
Transportation
Economic Development
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2004 Thru 2008
Department 2004-05 2005-06 2006-07 2007-08 2008-09 Total
Economic Development
415906 CENTRAL ST.CORRIDOR PLANN 10,000 45,000 45,000 100,000
Economic Development 10,000 45,000 45,000 100,000
Environment
7420 SEWER IMPROVEMENTS 675,000 675,000 675,000 675,000 675,000 3,375,000
7440 IEPA PH 6B (L171128)15,500,000 10,700,000 26,200,000
7471 IEPA PHASE 9B 3,814,100 3,814,100
7472 IEPA PHASE 10 C 16,500 3,281,100 3,297,600
7489 IEPA PHASE 10 B 3,830,700 3,830,700
733032 WATER BILLING SYSTEM 1,343,200 1,308,100 2,651,300
733033 CHEMICAL BUILDING ACCESSWAY 350,000 350,000
733034 CHLORINE SCRUBBER 200,000 200,000
733036 FOUNDATION REPAIRS GARAGE #50,000 50,000
733039 LOW LIFT PUMP UNIT SECTION 750,000 750,000
733041 PHASE 10 A WTR MAINS (JUD/G 500,000 500,000
733042 ADA RENOVATIONS 200,000 200,000
733043 SERVICE BLDG WINDOW REPLACM 65,000 65,000
733044 MAIN ST. ( ASBURY - DODGE)500,000 500,000
733045 REPAIRS TO 1895 SUCTION WAL 200,000 200,000
733046 MAIN ST. ( DODGE-MCDANIEL)1,156,000 1,156,000
733047 GROVE ( DEWEY- ASHLAND)157,500 157,500
733048 FILTER REHAB ( #19-#24)1,100,000 1,100,000 2,200,000
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
733051 GREENWOOD(HINMAN-SHER.)PH V 317,000 317,000
733052 CRAIN(RIDGE-SHERMAN) PH VII 268,800 268,800
733053 RIDGE (BRUMMEL-DOBSON)138,000 138,000
733054 LOW LIFT#4 ENGINE REPLACEME 150,000 150,000
733055 FILTER SHOP EXPANSION 150,000 150,000
733056 CROFT LANE (CRAIN NORTH)39,100 39,100
733057 DEMPSTER ( JUDSON- FOREST)115,000 115,000
733058 FOWLER(DEMP.-CHURCH) PHASE 438,000 438,000
733059 GREENLEAF(HINMAN-MICHI.) PH 283,500 283,500
733060 JUDSON(DAVIS-DEMPST.)PHASE 294,000 294,000
733061 RIDGE ( GREENWOOD-CRAIN)253,000 253,000
733062 GARAGES 625,000 625,000
733066 EMER.INTERCON. ANALYSIS/ CO 12,500 500,000 512,500
733067 SECURITY IMPROVEMENTS - WAT 50,000 50,000 50,000 50,000 50,000 250,000
733068 WATER MAIN-CHICAGO AVENUE 752,500 752,500
733069 CRAIN (ASBURY - RIDGE)-WATE 189,000 189,000
733070 ROOF REPL.-FILTR PMP HEADHO 75,000 75,000
733501 DESIGN OF CIP PROJECTS 100,000 100,000
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
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2004 Thru 2008
Department 2004-05 2005-06 2006-07 2007-08 2008-09 Total
742506 GROVE ST RELIEF SEWER-RIDGE 84,000 84,000
742507 NOYES & ORRINGTON EMER.REPA 350,000 350,000
Environment 10,186,800 25,519,800 16,347,900 4,853,000 4,822,100 61,729,600
Information Technology
415717 PUBLIC SAFETY RADIO EQUIPME 400,000 400,000 400,000 400,000 1,600,000
416001 INFORMATION TECHNOLOGY 220,000 300,000 300,000 300,000 300,000 1,420,000
416014 TELEPHONE SYSTEM 50,000 50,000 50,000 150,000
416020 FINANCIAL /HR SOFTWARE SYS 50,000 100,000 100,000 100,000 100,000 450,000
416041 CITY NETWORK INFRASTRUCTURE 150,000 50,000 200,000
416047 GIS BASEMAP UPDATING 50,000 50,000 50,000 50,000 50,000 250,000
Information Technology 520,000 950,000 850,000 900,000 850,000 4,070,000
Other Improvements
415100 CAPITAL IMPROVEMENTS 65,000 65,000 65,000 65,000 260,000
416051 GRANT WRITER 56,400 56,400 56,400 56,400 56,400 282,000
416052 CONTINGENCY FUND 50,000 200,000 200,000 200,000 200,000 850,000
416053 EMERGENCY PROJECT RESERVES 50,000 200,000 200,000 200,000 200,000 850,000
416054 GRANT MATCH 50,000 100,000 100,000 100,000 100,000 450,000
Other Improvements 271,400 621,400 621,400 621,400 556,400 2,692,000
Public Buildings
415172 CIVIC CENTER INTERIM REPAIR 150,000 250,000 250,000 250,000 250,000 1,150,000
415200 SERVICE CENTER CIP PROJECTS 285,000 285,000
415219 SERVICE CENTER ROOF 720,000 720,000
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 15,000 170,000 185,000
415325 BENT SHELTER FAC 50,900 50,900
415333 LAGOON BUILDING FAC 40,000 40,000
415365 CLARK ST BEACH HOUSE FAC 5,000 60,000 65,000
415366 DEMPSTER ST BEACH HOUSE FAC 18,000 18,000
415367 GREENWOOD ST BEACH HOUSE FA 23,500 23,500
415370 EVANSTON ART CTR ASBESTOS R 90,000 90,000 180,000
415374 LARIMER PARK SHELTER FAC 20,000 20,000
415376 SOUTH BLVD BEACH HOUSE FAC 27,500 27,500
415377 LIGHT / FOG HOUSES FAC 30,000 200,000 155,700 385,700
415378 GREENLEAF PARK SHELTER 21,000 21,000
415509 CHANDLER CENTER FAC 40,000 125,000 15,000 46,000 45,000 271,000
415653 NOYES CENTER FAC 15,000 30,000 30,000 75,000
415686 ECOLOGY CENTER FAC 60,000 10,000 90,000 160,000
415692 FLEETWOOD JOURDAIN ROOF REP 223,500 223,500
415705 ANIMAL SHELTER FAC 20,000 20,000
415718 POLICE - FIRE HQ INTERIOR 30,000 300,000 330,000
415719 POLICE - FIRE HQ PARKING LO 150,000 150,000
415720 POLICE - FIRE HQ ROOF 10,000 65,000 75,000
415801 FIRE ST#2 PARKG & LANDSC 76,900 35,000 111,900
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2004 Thru 2008
Department 2004-05 2005-06 2006-07 2007-08 2008-09 Total
415802 FIRE STATION #5 230,000 1,300,000 1,700,000 3,230,000
416009 EVANSTON ART CENTER FAC 24,000 150,000 130,000 15,000 319,000
416010 ASBESTOS REMOVAL 40,000 20,000 20,000 20,000 25,000 125,000
416016 ROOFING ACCT- FAC 20,000 5,000 5,000 30,000
416038 2222 OAKTON FACILITY 67,500 67,500
416077 ART CENTER COACH HOUSEAPART 30,000 170,000 200,000
416086 SERVICE CENTER PAINTING 35,000 40,000 75,000
416089 SERVICE CENTER SECURITY SYS 15,000 20,000 35,000
416119 RELOCATION OF SOUTH BRANCH 596,900 596,900
416124 BOILER ROOM APT FAC 15,000 15,000
733502 TUCKPOINTING 70,000 70,000
Public Buildings 1,972,400 2,614,500 3,431,600 1,285,400 677,500 9,981,400
Parks & Recreation
415307 PARK MAINT & FURNITURE REPL 50,000 50,000 50,000 50,000 50,000 250,000
415321 BAKER PARK 14,350 5,000 19,350
415350 MASON PARK 467,200 119,600 793,000 1,379,800
415355 LOVELACE PARK 400,000 512,000 912,000
415356 BENT PARK TENNIS COURT 122,200 122,200
415357 BENT PARK BASKETBALL COURT 57,500 57,500
415358 LARIMER PARK BASKETBALL COU 57,500 57,500
415359 EIDEN PARK 355,800 355,800
415360 MONROE TOT LOT 116,800 116,800
415361 SARGENT PARK 137,900 137,900
415362 SMITH PARK 435,300 435,300
415364 LEVINSON TOT LOT 131,500 131,500
415375 CLARK STREET BEACH 25,000 25,000
415510 CHANDLER CTR IMPROVEMENTS 14,000 14,000
415553 CROWN CENTER SYSTEMS REPR 50,000 50,000 50,000 50,000 50,000 250,000
415561 CROWN TENNIS COURT RENOVATI 338,300 338,300
415562 CROWN TENNIS COURT LIGHTING 120,400 120,400
416019 LADD CAPITAL MAINTENANCE 25,000 25,000 25,000 25,000 25,000 125,000
416055 FOSTER PARK 1,083,000 1,083,000
416063 CARTWRIGHT PARK 132,500 132,500
416064 EGGLESTON PARK 450,000 450,000
416067 MASON PARK FACILITY REHAB 226,000 226,000
416069 SHORE PRESERVATION 30,000 30,000 30,000 30,000 30,000 150,000
416072 NOYES STUDIO UPGRADE MATCHI 40,000 40,000 40,000 40,000 40,000 200,000
416120 CDBG TARGET AREA TREES 20,000 20,000
Parks & Recreation 1,821,200 1,914,650 195,000 1,089,000 76,000 4,943,850
Transportation
7720 CAPITAL OUTLAY 1,185,700 1,185,700
415854 ALLEY PAVING - CITY SHARE 100,000 500,000 500,000 500,000 500,000 2,100,000
415856 ALLEY PAVING PRIVATE SHARE 1,500,000 500,000 500,000 500,000 500,000 3,500,000
415857 STREET RESURFACING 1,700,000 500,000 500,000 500,000 500,000 3,700,000
415864 50/50 CURB & SIDEWALK PRG 65,000 100,000 100,000 100,000 100,000 465,000
415867 BLOCK CURB REPLACEMENT 60,000 100,000 100,000 100,000 100,000 460,000
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT
2004 Thru 2008
Department 2004-05 2005-06 2006-07 2007-08 2008-09 Total
415868 STREETLIGHT UPGRADE PROGM 400,000 500,000 500,000 1,400,000
415870 NEIGHBORHOOD TRAFFIC CALM 75,000 75,000 75,000 75,000 75,000 375,000
415871 TRAFFIC SIGNAL UPGRADES 250,000 250,000
415874 CHICAGO AVE SIGNALS - LOCAL 420,000 420,000
415875 CHICAGO AVE SIGNALS - CMAQ 100,000 100,000
415876 VEHICLE TRACKING SYSTEM 50,000 50,000 50,000 150,000
415878 ASBURY BRIDGE 300,000 300,000
416006 DOWNTOWN BRICK REPAIR 25,000 25,000 25,000 25,000 25,000 125,000
416039 RIDGE AVENUE CMAQ 300,000 300,000
416094 ENGINEERING SERVICES 200,000 200,000 200,000 200,000 200,000 1,000,000
416096 BIKE PLAN IMPLEMENTATION 55,000 100,000 155,000
416102 ALLEY RESURFACING 75,000 75,000 75,000 75,000 75,000 375,000
416111 TRAFFIC SIGNAL MAINTENANCE 50,000 50,000 50,000 50,000 50,000 250,000
Transportation 6,910,700 2,775,000 2,675,000 2,125,000 2,125,000 16,610,700
Grand Total(s)21,692,500 34,440,350 24,165,900 10,873,800 8,955,000 100,127,550
EXHIBIT C
2004 - 2005 Capital Budget Project Descriptions
Capital Project Descriptions
Capital Improvement Bond Issuance Costs BU# 415100
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 65,000
Costs associated with the issuance of the General
Obligation Bonds.
Total 65,000
Justification Funding Sources
Bonds Property Tax Supported 65,000
Select Funding Sources 0
Select Funding Sources 0
Total 65,000
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
65,000 65,000 65,000 65,000 65,000 325,000
Service Center Roof BU# 415219
Project Description Estimated Project Costs
Consulting 0
Construction 700,000
Furniture/Fixtures/Equipment 0
Contingency 20,000
Capital Expenditures 0
Replacement of entire roof and skylights.
Total 720,000
Justification Funding Sources
Bonds Property Tax Supported 720,000
Select Funding Sources 0
Select Funding Sources 0
Total 720,000
Operational Impact
Replacement of original, 25-year-old, roof due to
continuous leaking.
Reduce annual repair costs (prior 3 yrs
averaging $22,000 per year).
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
720,000 0 0 0 0 720,000
Capital Project Descriptions
Parks Capital Maintenance and Furniture Replacement BU# 415307
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
Ongoing capital maintenance throughout Evanston's park
system.
Total 50,000
Justification Funding Sources
GO/Special Assessment Bond 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Ongoing capital maintenance to repair/replace damaged park
features.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 50,000 50,000 250,000
Lagoon Building BU# 415333
Project Description Estimated Project Costs
Consulting 0
Construction 40,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab Building. The total cost of the rehabilitation project
was originally estimated at $90,000. Facilities
Management received $32,000 for the project in the
2000-2001 CIP budget, and $20,000 in the 2001-2002
CIP budget. $40,000 is needed to complete the Project.
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
Replace interior storm windows with safety glazing, repair
exterior wood fascia as required. Paint exterior and
replace doors.
Reduced maintenance and energy costs.
Decrease in repair costs due to vandalism.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
40,000 0 0 0 0 40,000
Capital Project Descriptions
Mason Park BU# 415350
Project Description Estimated Project Costs
Consulting 28,000
Construction 400,000
Furniture/Fixtures/Equipment 0
Contingency 39,200
Capital Expenditures 0
Basketball court reconstruction and field house/patio
renovations (2004-05). Softball field renovations (2005-
06). Playground, tennis court and site renovations (2008-
09). This project received $150,000 in CDBG funding in
2003-04.
Total 467,200
Justification Funding Sources
Bonds Property Tax Supported 467,200
CDBG Funds 0
Select Funding Sources 0
Total 467,200
Operational Impact
Failing pavements, athletic components, lighting, building
envelope components and lack of ADA compliance.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
467,200 119,600 0 0 793,000 1,379,800
Lovelace Park BU# 415355
Project Description Estimated Project Costs
Consulting 89,000
Construction 300,000
Furniture/Fixtures/Equipment 0
Contingency 11,000
Capital Expenditures 0
Bike path, lighting/electrical system, parking lot, fencing
renovations/reconstruction and gazebo installation.
Total 400,000
Justification Funding Sources
Bonds Property Tax Supported 400,000
Select Funding Sources 0
Select Funding Sources 0
Total 400,000
Operational Impact
Failing electrical/lighting system, pavements and fencing.
Program need for picnic gazebo.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
400,000 512,000 0 0 0 912,000
Capital Project Descriptions
Levinson Tot Lot BU# 415364
Project Description Estimated Project Costs
Consulting 18,200
Construction 103,000
Furniture/Fixtures/Equipment 0
Contingency 10,300
Capital Expenditures 0
Reconstruct playground, pavements and associated site
features.
Total 131,500
Justification Funding Sources
Bonds Property Tax Supported 131,500
Select Funding Sources 0
Select Funding Sources 0
Total 131,500
Operational Impact
Non-compliant (ADA, ASTM, CPSC) playground and
pavements and failing site features.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
131,500 0 0 0 0 131,500
Dempster Street Beach House BU# 415366
Project Description Estimated Project Costs
Consulting 0
Construction 18,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab beach house garage doors.
Total 18,000
Justification Funding Sources
Bonds Property Tax Supported 18,000
Select Funding Sources 0
Select Funding Sources 0
Total 18,000
Operational Impact
Remove and replace deteriorated overhead garage
doors. This work was deleted from the previous
renovation and expansion scope of work due to a tight
budget.
Decreased maintenance costs due to
reduced painting costs. Reduced energy
consumption due to better fitting, tighter
garage doors.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
18,000 0 0 0 0 18,000
Capital Project Descriptions
Larimer Park Shelter BU# 415374
Project Description Estimated Project Costs
Consulting 0
Construction 20,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab park shelter.
Total 20,000
Justification Funding Sources
Bonds Property Tax Supported 20,000
Select Funding Sources 0
Select Funding Sources 0
Total 20,000
Operational Impact
Repair roof, and repair, seal and paint exterior wood.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
20,000 0 0 0 0 20,000
Clark Street Beach BU# 415375
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 25,000
Install removable ADA ramp access to beach.
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
Non-compliant (ADA) beach access must be remedied.
None.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
25,000 0 0 0 0 25,000
Capital Project Descriptions
Light / Fog House BU# 415377
Project Description Estimated Project Costs
Consulting 30,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Numerous repairs to the Light/ Fog House, including ADA
accessability issues, leaking roofs, deteriorated exterior
masonry, new doors, and reworking of exterior
fenestration.
Total 30,000
Justification Funding Sources
Bonds Property Tax Supported 30,000
Select Funding Sources 0
Select Funding Sources 0
Total 30,000
Operational Impact
The lighthouse fog houses are used by the Park District
for a variety of programs throughout the year. The
buildings are in need of serious repair and rehabilitation.
The building roofs leak, the doors are insecure, and the
buildings are not ADA compliant. These issues should
be addressed in order to continue the programs at these
two buildings. Reduced maintenance costs, and increased
revenue from additional usage.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
30,000 200,000 155,700 0 0 385,700
Chandler-Newberger Center BU# 415509
Project Description Estimated Project Costs
Consulting 40,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Remove and replace existing roof. Repair existing
skylight.
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
The existing roof is near the end of its useful life
expectancy.
It should be repaired, and as part of the project the
existing skylight should be repaired.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
40,000 125,000 65,000 46,000 45,000 321,000
Capital Project Descriptions
Robert Crown Center BU# 415553
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
Ongoing capital maintenance for Crown Center and ice rink.
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
Ongoing capital maintenance to continue building operation.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 50,000 50,000 250,000
Noyes Cultural Arts Center BU# 415653
Project Description Estimated Project Costs
Consulting 15,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Repair Noyes Center basement ceiling.
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 Noyes Center basement ceiling is in poor condition.
Portions of the plaster ceiling are loose and have fallen
into the rental spaces below. In its present contition, this
ceiling constitutes a hazard to the occupants of the
studios below these ceilings.
Increase building safety and decrease liability.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
15,000 30,000 30,000 0 0 75,000
Capital Project Descriptions
Ecology Center BU# 415686
Project Description Estimated Project Costs
Consulting 10,000
Construction 50,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Renovation of existing greenhouse.
Total 60,000
Justification Funding Sources
Bonds Property Tax Supported 60,000
Select Funding Sources 0
Select Funding Sources 0
Total 60,000
Operational Impact
The existing greenhouse is severely deteriorated. The
exterior walls & roof require replacement.
Reduced energy costs due to better
insulating greenhouse exterior envelope.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
60,000 10,000 90,000 0 5,000 165,000
Fleetwood-Jourdain Center BU# 415690
Project Description Estimated Project Costs
Consulting 20,000
Construction 185,000
Furniture/Fixtures/Equipment 0
Contingency 18,500
Capital Expenditures 0
Roof repair/replacement and lighting upgrades
(2004-05). Asphalt and concrete repair (2007-08).
Playground, tennis, basketball court and site
renovations (2008-09).
Total 223,500
Justification Funding Sources
CDBG Funds 90,000
Bonds Property Tax Supported 133,500
Select Funding Sources 0
Total 223,500
Operational Impact
Prevent roofing system failure and improve
deteriorated lighting levels.
Reduced energy costs due to increased
insulation and prolonged service life of structure.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
223,500 0 0 60,000 1,083,000 1,366,500
Capital Project Descriptions
Animal Shelter BU# 415705
Project Description Estimated Project Costs
Consulting 0
Construction 20,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Repairs to the interior of the Animal Shelter, as well
as cage replacements and improvements.
Total 20,000
Justification Funding Sources
Bonds Property Tax Supported 20,000
Bonds Property Tax Supported 0
Select Funding Sources 0
Total 20,000
Operational Impact
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
20,000 0 0 0 0 20,000
P.D - Parking Lot BU# 415719
Project Description Estimated Project Costs
Consulting 0
Construction 150,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Replace rear parking lot.
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
Parking lot has uneven pavement. Potholes exist that
cause a safety hazard, creating a dangerous walking
surface in winter during snow and ice conditions. The
elevation of the parking lot causes poor drainage of water
at grade from the building.
The site drainage is causing early
deterioration to the building's structure,
creating the need for increaed maintenance.
The uneven surface is creating the potential
for increased trip-and-fall cases to be filed
against the city. The repaving of this area
will decrease both of these costs.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
150,000 0 0 0 0 150,000
Capital Project Descriptions
Fire Station #2 BU# 415801
Project Description Estimated Project Costs
Consulting 10,000
Construction 66,900
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Facility improvements to the parking lot, landscaping, and
HVAC improvements.
Total 76,900
Justification Funding Sources
Bonds Property Tax Supported 76,900
Select Funding Sources 0
Select Funding Sources 0
Total 76,900
Operational Impact
Provide emergency generator, parking, and landscaping
as per original design, which were deleted due to budget
constraints. Install new energy controls system for HVAC
system.
Additional cost for HVAC service agreement.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
76,900 35,000 0 0 0 111,900
Fire Station # 5 BU# 415802
Project Description Estimated Project Costs
Consulting 200,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 30,000
Capital Expenditures 0
Renovate Fire Station #5.
Total 230,000
Justification Funding Sources
Bonds Property Tax Supported 230,000
Select Funding Sources 0
Select Funding Sources 0
Total 230,000
Operational Impact
Renovate and upgrade existing facility and equipment.
Reduce energy costs and maintenance
costs. Increased maintenance for an
additional emergency generator service
agreement.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
230,000 1,300,000 1,700,000 0 0 3,230,000
Capital Project Descriptions
Special Assessment Alley Paving - City Share BU# 415854
Project Description Estimated Project Costs
Consulting 0
Construction 100,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This is for the City's share of the special assessment alley
paving program, which is funded 50% by the City and 50%
by the property owners.
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
Program will assist in paving alleys throughout the City.
More alley paving reduces maintainance
costs for unpaved alleys.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
100,000 500,000 500,000 500,000 500,000 2,100,000
Special Assessment Alley Paving - Private Share BU# 415856
Project Description Estimated Project Costs
Consulting 0
Construction 1,500,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Monies used for Special Assessment of alleys. This share
is paid by the adjacent property owners.
Total 1,500,000
Justification Funding Sources
GO/Special Assessment Bond 1,500,000
Select Funding Sources 0
Select Funding Sources 0
Total 1,500,000
Operational Impact
Program will assist in paving alleys throughout the City.
More alley paving reduces the costs of
maintaining unpaved alleys.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
1,500,000 500,000 500,000 500,000 500,000 3,500,000
Capital Project Descriptions
Street Resurfacing BU# 415857
Project Description Estimated Project Costs
Consulting 0
Construction 1,700,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Annual program to resurface streets in Evanston.
Total 1,700,000
Justification Funding Sources
Bonds Property Tax Supported 500,000
Motor Fuel Tax 1,200,000
Select Funding Sources 0
Total 1,700,000
Operational Impact
Decreased maintenance costs due to less
pothole patching. Improved riding quality.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
1,700,000 500,000 500,000 500,000 500,000 3,700,000
50/50 Curb & Sidewalk Program BU# 415864
Project Description Estimated Project Costs
Consulting 0
Construction 65,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Cost sharing program for Evanston residents and
businesses to replace deteriorated sidewalks and curbs.
63030 Curb/Sidewalk Replacement
Total 65,000
Justification Funding Sources
Bonds Property Tax Supported 65,000
Select Funding Sources 0
Select Funding Sources 0
Total 65,000
Operational Impact
This program assists residents in repairing deteriorated
sidwalks by funding half of the improvements. The figure
shown is the City's share of this program.
Improved pedestrian safety.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
65,000 100,000 100,000 100,000 100,000 465,000
Capital Project Descriptions
Block Curb Replacement BU# 415867
Project Description Estimated Project Costs
Consulting 0
Construction 60,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Monies used for the replacement of deteriorated curbs
and sidewalks in Evanston, generally full blocks or large
sections.
Total 60,000
Justification Funding Sources
Bonds Property Tax Supported 60,000
Select Funding Sources 0
Select Funding Sources 0
Total 60,000
Operational Impact
Yearly program to upgrade deteriorated curbs.
Improved street drainage.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
60,000 100,000 100,000 100,000 100,000 460,000
Streetlight Upgrade Program BU# 415868
Project Description Estimated Project Costs
Consulting 0
Construction 400,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Monies used for the replacement of mercury vapor street
lights with new induction lighting system.
50300 Other Improvements
Total 400,000
Justification Funding Sources
Bonds Property Tax Supported 400,000
Select Funding Sources 0
Select Funding Sources 0
Total 400,000
Operational Impact
Replacement program has been started and replacement
of light fixtures in all City streetlights will begin.
Reduces power consumption, increases light
output.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
400,000 500,000 500,000 0 0 1,400,000
Capital Project Descriptions
Neighborhood Traffic Calming BU# 415870
Project Description Estimated Project Costs
Consulting 0
Construction 75,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Construction of speed humps, traffic circles and corner
bump-outs.
Total 75,000
Justification Funding Sources
Bonds Property Tax Supported 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
Yearly program for neighborhood traffic calming.
Improved pedestrian and traffic safety.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
75,000 75,000 75,000 75,000 75,000 375,000
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 to occur at the intersections of
Church and Dodge, and at Main and Dodge.
Total 250,000
Justification Funding Sources
Motor Fuel Tax 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
Decreased maintenance costs. Improved
safety through better visibility and efficient
signal operation.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
250,000 0 0 0 0 250,000
Capital Project Descriptions
Chicago Ave Signals - Local BU# 415874
Project Description Estimated Project Costs
Consulting 60,000
Construction 360,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Traffic Signal upgrades on Chicago Avenue at Grove, Lake,
and Greenwood. A CMAQ Grant will provide funding to
interconnect these signals to five signals on Chicago
Avenue.
Total 420,000
Justification Funding Sources
Bonds Property Tax Supported 420,000
Select Funding Sources 0
Select Funding Sources 0
Total 420,000
Operational Impact
These upgrades need to be completed prior to the start of
the federally-funded Chicago Ave CMAQ project, which will
be designed in 2004 and constructed in 2005.
Future CMAQ funding depends on the
completion of these signal upgrades.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
420,000 0 0 0 0 420,000
Chicago Ave Signals - CMAQ BU# 415875
Project Description Estimated Project Costs
Consulting 100,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
A CMAQ Grant has been received to upgrade five signals
and interconnect eight signals on Chicago Avenue.
Engineering will be done in 2004 and construction will occur
in 2005. Requested funds cover the City's share of 20% of
the design portion of the upgrades.
Total 100,000
Justification Funding Sources
Bonds Property Tax Supported 50,000
Motor Fuel Tax 50,000
Select Funding Sources 0
Total 100,000
Operational Impact
Project will result in needed signal upgrades, better traffic
operation, and reduced vehicle emissions.
Future CMAQ funding of $715,000 is
anticipated.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
100,000 0 0 0 0 100,000
Capital Project Descriptions
Vehicle Tracking and Routing System BU# 415876
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
Installation of a wireless location information system that
gives Public Works the tools to track its fleets’
movements on an internet-enabled system that is easy to
implement. The contract (three years) would cover the
purchase of equipment, installation, training and other
operating costs for vehicles in snow removal, street
cleaning, and refuse collection. The information collected
will allow the development of the most efficient routing
plans for the various services provided.
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 system gives management the ability to manage
their mobile resources; while providing an objective
record of each vehicles whereabouts. Ensure that our
employees are meeting productivity goals and fulfilling
the needs of citizens.
Increases operational efficiency and
productivity.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 0 0 150,000
Asbury Street Bridge BU# 415878
Project Description Estimated Project Costs
Consulting 0
Construction 300,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
The state has a approved a request from the City to
replace the Asbury Street Bridge over the CTA Skokie
Swift, financed through their Bridge Replacement and
Rehabilitation Program. IDOT has directed the CIty to
select a consultant for Phases I, II, and III Engineering.
Total 300,000
Justification Funding Sources
Motor Fuel Tax 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
The Asbury Street Bridge over the Skokie Swift
depressed ROW is in very poor condition.
Deceased maintenance costs and improved
safety.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
300,000 0 0 0 0 300,000
Capital Project Descriptions
Central Street Corridor Planning BU# 415906
Project Description Estimated Project Costs
Consulting 10,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Total 10,000
Justification Funding Sources
Bonds Property Tax Supported 10,000
Select Funding Sources 0
Select Funding Sources 0
Total 110,000
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
10,000 45,000 45,000 0 0 100100,000
Planned Technology Replacement Schedule BU# 416001
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 250,000
The Planned Technology Replacement Schedule funds
items such as Personal Computers, Printers, Servers,
Network devices, and Office Productivity Tools. The
useful life of these items 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 250,000
Justification Funding Sources
Bonds Property Tax Supported 250,000
Select Funding Sources 0
Select Funding Sources 0
Total 250,000
Operational Impact
IS has become an integral part of the City’s operations.
Without technology there is little the City could do to
provide 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
does not take into consideration the advantages that
newer hardware and software bring, the ability to
support the product, or any new services the City wants
to provide. So we must also continue to upgrade
hardware and software before it dies of old age.
Maintain operational and financial efficiency by
upgrading computer systems when necessary.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
250,000 300,000 300,000 300,000 300,000 1,450,000
Capital Project Descriptions
Brick Sidewalk Repair BU# 416006
Project Description Estimated Project Costs
Consulting 0
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Continuing program to repair brick pavers in areas where
settlement or other problems have occurred. Brick
pavers are located in the downtown and Main Street
business areas.
Total 25,000
Justification Funding Sources
GO/Special Assessment Bond 25,000
Select Funding Sources 0
Select Funding Sources 0
Total 25,000
Operational Impact
Work is needed to reduce tripping hazards and eliminate
other problems, such as ponding.
Improves safety and decreases deterioration.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
25,000 25,000 25,000 25,000 25,000 125,000
Evanston Art Center BU# 416009
Project Description Estimated Project Costs
Consulting 0
Construction 24,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Rehab Art Center; specifically replacement of windows
and balustrades and roof repair.
Total 24,000
Justification Funding Sources
Bonds Property Tax Supported 24,000
Select Funding Sources 0
Select Funding Sources 0
Total 24,000
Operational Impact
Original steel sash windows are inefficient because they
leak, causing interior damage. Precast concrete
balustrades are falling apart and need replacement. Roof
is in need of repair
The installation of new windows will reduce
energy and interior refinishing costs. Repair
of exterior elements will prevent further
deterioration of existing building elements,
thus reducing future maintenance costs.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
24,000 150,000 130,000 15,000 0 319,000
Capital Project Descriptions
Asbestos Removal BU# 416010
Project Description Estimated Project Costs
Consulting 10,000
Construction 25,000
Furniture/Fixtures/Equipment 0
Contingency 5,000
Capital Expenditures 0
Removal of materials that contain asbestos from city
buildings - when it is friable/exposed.
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
Asbestos is a known carcinogen. Prolonged exposure to
friable asbestos could be hazardous to the occupants of
the building. Piecemeal removal and abatement of this
material will be more costly. During construction and/or
replacing carpet insulation etc., the material is exposed
and needs to be removed per Illinois Dept of Public
Health None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
40,000 20,000 20,000 20,000 25,000 125,000
Planned Telephone Replacement BU# 416014
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
This is funding for the “Planned Telephony Replacement”
which consists of various PBX’s throughout the City, the
call accounting systems, and the voice mail system.
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 voice mail system is running on hardware and
software (OS2) that has been discontinued by the
manufacturer - thus, the voice mail vendor has announced
they will soon discontinue support. This product needs to
be upgraded or we risk losing voice mail services. The
current call account system does not allow us to properly
track and monitor all calls made throughout the City and is
also ineffective at charging departments for their calls.
This system needs to be replaced. Although most of the
telephone PBX equipment is fairly new we need to begin
setting aside funds to replace this equipment before if
becomes to old to maintain.
Maintain efficient records and departmental
billing for telephone communication.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 0 50,000 0 150,000
Capital Project Descriptions
Roof Assessments BU# 416016
Project Description Estimated Project Costs
Consulting 20,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Hire Roofing Consultant to conduct roofing assessments
on all City-owned buildings.
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
To provide funds for the analysis of City-owned roofs to
determine life and required corrective actions. Also used
to find specifications when needed.
Increase accuracy of planning and costs for
roof replacements.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
20,000 0 5,000 0 5,000 30,000
Ladd Arboretum BU# 416019
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 25,000
Ongoing capital maintenance for Ladd Arboretum.
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
Ongoing capital maintenance to maintain functional arboretum.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
25,000 25,000 25,000 25,000 25,000 125,000
Capital Project Descriptions
Financial Software Implementation BU# 416020
Project Description Estimated Project Costs
Consulting 25,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 25,000
Continued implementation of financial software and
related systems. Monies needed for additional
interfaces with other City software.
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
There will be continued interfaces over the next year,
such as accounts receivable and possible enterprise
system interfaces.
Will reduce staff time with interfaces.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 100,000 100,000 100,000 100,000 450,000
Ridge Avenue Signal Interconnect BU# 416039
Project Description Estimated Project Costs
Consulting 0
Construction 300,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Matching funds for Congestion Mitigation Air Quality
(CMAQ) grant for upgrading traffic signals. The City
match is 20%, while the federal share is 80%.
Total 300,000
Justification Funding Sources
Motor Fuel Tax 300,000
Select Funding Sources 0
Select Funding Sources 0
Total 300,000
Operational Impact
This project will improve traffic flow on Ridge Avenue.
Because of the federal funding for the majority of this
project, the City needs to contribute only 20% of the total
cost.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
300,000 0 0 0 0 300,000
Capital Project Descriptions
City Network Infrastructure BU# 416041
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 150,000
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 150,000
Justification Funding Sources
Bonds Property Tax Supported 150,000
Select Funding Sources 0
Select Funding Sources 0
Total 150,000
Operational Impact
With a life span of twenty years or more, fiber will provide
tremendous gains in the communication speed between
buildings. It will also significantly reduce server management
and network complexity which will reduce 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 as emergency 911 and the
financial system.
Increased efficiency in communications
and disaster recovery abilities.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
150,000 50,000 0 0 0 200,000
GIS Basemap Updating #416047
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
Original GIS plans called for a basemap project every 5
years; the first basemap was collected on March 25th 1995.
The GIS basemap consists of aerial photography and
several digital layers derived from the aerial photography.
Our digital layers include streets, alleys, buildings,
sidewalks, parking lots, street lighting, tax parcels, bridges,
recreation areas, addresses and other features. The GIS
basemap is increasingly being used to provide important
and critical services.
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
This project will provide the City with new aerial
photography and digital representations of features within
the city. This data can then be used for map making, City
analysis, engineering, economic development, historical
tracking, utility maintenance and public safety response and
planning. The following departments heavily utilize the GIS
basemap; Parks/Forestry & Recreation, Public Works, Fire
& Life-Safety Services, Police, Finance, Community
Development, Facilities Management and the City
Manager’s Office.
A GIS basemap update project will help us
maintain an accurate and current basemap.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 50,000 50,000 250,000
Capital Project Descriptions
Grant Writer BU# 416051
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Staff 56,400
As part of the Capital Improvement Plan Policy, the City
Council approved funding for a grant writer.
Total 56,400
Justification Funding Sources
Bonds Property Tax Supported 56,400
Select Funding Sources 0
Select Funding Sources 0
Total 56,400
Operational Impact
Provides City Staff with a grant writing resource to
generate new grant funding for all Departments.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
56,400 56,400 56,400 56,400 56,400 282,000
Contingency Fund BU# 416052
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 50,000
Capital Expenditures 0
In accordance with the Capital Improvement Fund Policy
adopted by the City Council, a bond funded capital plan
contingency account shall be included at the beginning of
each fiscal year. Funds from the overall CIP contingency
account can be used to supplement a project if none are
available within the department’s existing projects. Total 50,000
Justification Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 200,000 200,000 200,000 200,000 850,000
Capital Project Descriptions
Emergency Project Reserves BU# 416053
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency-Other 50,000
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 emergency capital needs.
Total 50,000
Justification Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 200,000 200,000 200,000 200,000 850,000
Grant Match BU# 416053
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency – Other 100,000
Capital Expenditures 0
This funding is to be used for project grant matching
funds
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
Many grants require that the City provide funding to
match the grant funding. This will provide matching
funding for grants that are not yet secured prior to the
beginning of the fiscal year.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
100,000 100,000 100,000 100,000 100,000 500,000
Capital Project Descriptions
Cartwright Park BU# 416063
Project Description Estimated Project Costs
Consulting 17,000
Construction 105,000
Furniture/Fixtures/Equipment 0
Contingency 10,500
Capital Expenditures 0
Reconstruct tennis and basketball courts (2004/05).
Total 132,500
Justification Funding Sources
Bonds Property Tax Supported 132,500
Select Funding Sources 0
Select Funding Sources 0
Total 132,500
Operational Impact
Failing court pavements, fencing and athletic
components.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
132,500 0 0 0 0 132,500
Eggleston Park BU# 416064
Project Description Estimated Project Costs
Consulting 0
Construction 400,000
Furniture/Fixtures/Equipment 0
Contingency 50,000
Capital Expenditures 0
Reconstruct playground, lighting system, plumbing
system, pavements, basketball court, fencing, community
gardens and related improvements. This project received
$100,000 GO bond funding in 2003/04.
Total 450,000
Justification Funding Sources
Bonds Property Tax Supported 450,000
Select Funding Sources 0
Select Funding Sources 0
Total 450,000
Operational Impact
Non-compliant (ADA, ASTM, CPSC) playground and
pavements, failing basketball pavement and athletic
components, failing electrical system and formalization of
existing squatter community garden to reduce liability
exposure.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
450,000 0 0 0 0 450,000
Capital Project Descriptions
Shore Preservation BU# 416069
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 30,000
Ongoing capital maintenance to protect Evanston's
shoreline along Lake Michigan.
Total 30,000
Justification Funding Sources
Bonds Property Tax Supported 30,000
Select Funding Sources 0
Select Funding Sources 0
Total 30,000
Operational Impact
Ongoing capital maintenance to maintain Evanston's
shoreline.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
30,000 30,000 30,000 30,000 30,000 150,000
Noyes Cultural Arts Center Studio Renovation Program BU# 416072
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 40,000
50-50 program with Noyes tenants to renovate studio
spaces.
Total 40,000
Justification Funding Sources
Bonds Property Tax Supported 20,000
Private Sources 20,000
Select Funding Sources 0
Total 40,000
Operational Impact
Tenant incentive program to renovate privately leased
spaces.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
40,000 40,000 40,000 40,000 40,000 200,000
Capital Project Descriptions
Evanston Art Center Coach House BU# 416077
Project Description Estimated Project Costs
Consulting 30,000
Construction
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Renovate Coach House apartments.
Total 30,000
Justification Funding Sources
GO/Special Assessment Bond 30,000
Select Funding Sources 0
Select Funding Sources 0
Total 30,000
Operational Impact
The existing apartments are vacant. A realtor estimated
that each apartment could bring in approx. $1,200/month,
or $28,000 in annual income. In order to be fully
occupied, they should be gutted and rehabilitated. This
work is on hold pending decisions from the Gross Project
which was funded at $200,000 in the 2003 CIP Add new income stream to City budget,
totalling $28,000 per year.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
30,000 170,000 0 0 0 200,000
Service Center Painting BU# 416086
Project Description Estimated Project Costs
Consulting 0
Construction 35,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Second year of a three-year project to repaint the interior
and exterior of the Municipal Service Center.
Total 35,000
Justification Funding Sources
Bonds Property Tax Supported 35,000
Select Funding Sources 0
Select Funding Sources 0
Total 35,000
Operational Impact
Most of this is repainting the original paint that was
applied as part of the service center construction (20+
years ago).
Protect exterior metal from further
deterioration.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
35,000 40,000 0 0 0 75,000
Capital Project Descriptions
Service Center Security System BU# 416089
Project Description Estimated Project Costs
Consulting 0
Construction 15,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Replacement of exterior door locking system with
computerized key card system.
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
Phase three of program.
Enables staff to provide more secure access
to facility by eliminating keys.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
15,000 20,000 0 0 0 35,000
Engineering Services BU# 416094
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures – Other 200,000
Engineering services for capital improvement 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
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
200,000 200,000 200,000 200,000 200,000 1,000,000
Capital Project Descriptions
Bicycle Plan Implementation BU# 416096
Project Description Estimated Project Costs
Consulting
Construction 55,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
CMAQ grant $ 365,160 for bicycle plan improvements.
Total Project cost is $ 520,000
Total 55,000
Justification Funding Sources
Bonds Property Tax Supported 55,000
Select Funding Sources 0
Select Funding Sources 0
Total 55,000
Operational Impact
Matching funds needed for grant.
Project will generate $365,000 in federal
funds as part of a CMAQ grant.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
55,000 100,000 0 0 0 155,000
Alley Resurfacing BU# 416102
Project Description Estimated Project Costs
Consulting 0
Construction 75,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Alley pavement replacement program
Total 75,000
Justification Funding Sources
Bonds Property Tax Supported 75,000
Select Funding Sources 0
Select Funding Sources 0
Total 75,000
Operational Impact
Decreased maintenance costs because of
less pothole patching. Better riding quality.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
75,000 75,000 75,000 75,000 75,000 375,000
Capital Project Descriptions
Traffic Signal Maintenance BU# 416111
Project Description Estimated Project Costs
Consulting 0
Construction 50,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Regular maintenance is necessary to maintain the
operation of traffic signals.
Total 50,000
Justification Funding Sources
Bonds Property Tax Supported 50,000
Select Funding Sources 0
Select Funding Sources 0
Total 50,000
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 50,000 50,00 250,000
Target Area Street Trees BU# 416120
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 20,000
Installation of parkway trees in CDBG target areas.
Total 20,000
Justification Funding Sources
CDBG Funds 20,000
Select Funding Sources 0
Select Funding Sources 0
Total 20,000
Operational Impact
Enhance parkway tree replacements in CDBG target
areas.
None
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
20,000 0 0 0 0 20,000
Capital Project Descriptions
Boiler Room Apts. Rehabilitation BU# 416124
Project Description Estimated Project Costs
Consulting 0
Construction 15,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Renovate the Boiler Room Apts in order to make them
leasable again.
Total 15,000
Justification Funding Sources
CDBG Funds 15,000
Select Funding Sources 0
Select Funding Sources 0
Total 15,000
Operational Impact
At the present time, the boiler room apts are in a
deteriorated condition, and un-leasable. This valuable
resource is not being utilized to it's fullest.
15,600 new annual income stream to the city.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
15,000 0 0 0 0 15,000
Water Billing System BU# 733032
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 1,343,200
New financial system and water billing.
Total 1,343,200
Justification Funding Sources
Water Fund - DIE A/C 1,343,200
Select Funding Sources 0
Select Funding Sources 0
Total 1,343,200
Operational Impact
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
1,343,200 1,308,100 0 0 0 2,651,300
Capital Project Descriptions
Chemical Building Access Way BU# 733033
Project Description Estimated Project Costs
Consulting 0
Construction 350,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures
This access way will be built in conjunction with the
construction of the garages and the installation of the
chlorine scrubber. The project provides the ability to
move from the chemical building directly to the chlorine
building as well as to the various levels of the filter plant
(chain deck, minus three, etc) Total 350,000
Justification Funding Sources
Water Fund - DIE A/C 350,000
Select Funding Sources 0
Select Funding Sources 0
Total 350,000
Operational Impact
This accessway would provide better access to the
chemical building for operations, maintenance and
inspections which are required on an hourly basis.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
350,000 0 0 0 0 350,000
Chlorine Scrubber BU# 733034
Project Description Estimated Project Costs
Consulting 0
Construction 200,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
The Evanston Water Utility utilizes one-ton cylinders of
chlorine gas for disinfection. A chlorine scrubber
neutralizes the release of chlorine gas in the event of a
leak. This project would provide for the purchase and
installation of a scrubber capable of handling the release
of chlorine gas . 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
In the event of a chlorine leak, a chlorine scrubber would
provide containment and neutralization of the released
chlorine gas. This is currently a recommendation and
standard by the Illinois Environmental Protection Agency
and may soon become a safety requirement.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
200,000 0 0 0 0 200,000
Capital Project Descriptions
Low Lift Pumping Unit BU# 733039
Project Description Estimated Project Costs
Consulting 750,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the replacement of a low lift pump to provide
both required firm pumping capacity, as well as
replacement of an older pumping unit that has had
maintenance and cavitation problems.
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
The existing firm pumping capacity of the plant does not
meet standards. In addition, the pumping unit that is
scheduled for replacement cavitates causing internal
pump deterioration.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
750,000 0 0 0 0 750,000
Water Main - Main St (Dodge to McDaniel) BU# 733046
Project Description Estimated Project Costs
Consulting 0
Construction 578,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
This water main will be installed in conjunction with the
2004 -2005 MFT resurfacing schedule and will provide for
the replacement of the portion of the existing watermain
that is 8" and 6" with a 10" watermain.
Total 578,000
Justification Funding Sources
Water Fund - DIE A/C 578,000
Select Funding Sources 0
Select Funding Sources 0
Total 578,000
Operational Impact
Increasing the size of this water main will improve the
hydraulics and increase the fire flow protection in this
area.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
578,000 0 0 0 0 578,000
Capital Project Descriptions
Water Main - Greenwood (Hinman to Sheridan) BU# 733051
Project Description Estimated Project Costs
Consulting 0
Construction 317,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the replacement of the existing 4" water main
on Greenwood from Sheridan to Hinman with a 6" water
main. This work will be done in conjunction with the
Phase XA Sewer Contract.
Total 317,000
Justification Funding Sources
Water Fund - DIE A/C 317,000
Select Funding Sources 0
Select Funding Sources 0
Total 317,000
Operational Impact
Increasing the size of this water main will improve the
hydraulics and increase the fire flow protection in this
area.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
317,000 0 0 0 0 317,000
Low Lift #4 Engine Replacement BU# 733054
Project Description Estimated Project Costs
Consulting 0
Construction 150,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
The replacement of this engine is necessary as a result of
the age of the equipment (46 years old) and the need to
eliminate gasoline usage and the associated temporary
above ground storage tank. This engine will be replaced
with a natural gas engine to continue to provide
emergency standby power Total 150,000
Justification Funding Sources
Water Fund - DIE A/C 150,000
Select Funding Sources 0
Select Funding Sources 0
Total 150,000
Operational Impact
Engine replacement is necessary due to both the age of
the equipment and the need to eliminate the use of
gasoline.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
150,000 0 0 0 0 150,000
Capital Project Descriptions
Water Main - Judson (Davis to Dempster) BU# 733041
Project Description Estimated Project Costs
Consulting 0
Construction 294,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the replacement of the existing 4" water main
on Judson from Davis to Dempster with a 6" water main.
This work will be done in conjunction with the Phase XA
Sewer Contract.
Total 294,000
Justification Funding Sources
Water Fund - DIE A/C 294,000
Select Funding Sources 0
Select Funding Sources 0
Total 294,000
Operational Impact
Increasing the size of this water main will improve the
hydraulics and increase the fire flow protection in this
area.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
294,000 0 0 0 0 294,000
Water Plant Garages BU# 733062
Project Description Estimated Project Costs
Consulting 625,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the construction of additional garage space
at the Water Plant Facility. The location for the new
garages would be the east side of the settling basins,
north of the chlorine building.
Total 625,000
Justification Funding Sources
Water Fund - DIE A/C 625,000
Select Funding Sources 0
Select Funding Sources 0
Total 625,000
Operational Impact
Additional covered garage space is needed for vehicle
and equipment storage. The chlorine scrubber will be
installed inside of one of the garage spaces.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
625,000 0 0 0 0 625,000
Capital Project Descriptions
Emergency Interconnection Analysis/Construction BU# 733066
Project Description Estimated Project Costs
Consulting 12,500
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for a hydraulic analysis study shared by the
Village of Wilmette and Evanston to determine the steps
necessary to construct an interconeection of the two
distribution systems to enable the provision of 20 MGD of
water by either entity in the event of an emergency.
Total 12,500
Justification Funding Sources
Water Fund - DIE A/C 6,500
Private Sources 6,000
Select Funding Sources 0
Total 12,500
Operational Impact
In the event of an emergency at the Evanston Water
Utility that prevented the production of water, this
interconnection would enable the Village of Wilmette to
provide up to 20 MGD of water. The cost of this study is
being shared by the Village of Wilmette. Monies
allocated in future years for construction are estimated as
details will be based on the results of the study.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
12,500 250,000 0 0 0 262,500
Security Improvements BU# 733067
Project Description Estimated Project Costs
Consulting 0
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 50,000
Provides for security enhancements to the Water
Treatment Plant & remote facilities.
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
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.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
50,000 50,000 50,000 50,000 50,000 250,000
Capital Project Descriptions
Engineering Services for Scrubber/Garages &
Chem. Bldg. Accessway & Low Lift Pump
BU# 733501
Project Description Estimated Project Costs
Consulting 100,000
Construction 0
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures
Provides funding for design engineering and engineering
during construction for the chlorine scrubber, garages,
chemical building accessway and low lift pumping
projects. The remainder of the costs were funded in FY
03-04 Capital Improvement Program.
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
Combining the engineering services for these three
projects provides for some cost savings in the
engineering services during construction. Resident
engineers are able to oversee more than one project
simultaneously reducing the total hours charged to the
city.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
100,000 0 0 0 0 100,000
Noyes/Orrington Emergency Repairs BU# 742507
Project Description Estimated Project Costs
Consulting 0
Construction 350,000
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Provides for the construction of a permanent junction
box within the previously constructed temporary shaft at
Noyes and Orrington; filling the annular space between
the junction box structure and the shaft; installing and
connecting the relief sewers in the intersection to the
junction box structure, replacement of the combined
sewer to its original position, and final street restoration
of the intersection.
Total 350,000
Justification Funding Sources
Sewer Reserves 350,000
Select Funding Sources 0
Select Funding Sources 0
Total 350,000
Operational Impact
Work is necessary at this intersection to avoid the
potential collapse of the temporary shaft and to eliminate
the temporary connection of the relief sewers to the
combined sewer system that potentially could cause
basement backups.
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
350,000 0 0 0 0 350,000
Capital Project Descriptions
Phase IX, Contract B Long Range Sewer Improvements BU# 7471
Project Description Estimated Project Costs
Consulting 474,000
Construction 3,340,100
Furniture/Fixtures/Equipment 0
Contingency 0
Capital Expenditures 0
Phase IX, Contract B consists of the installation of a
small section of relief sewers by open cut construction
techniques in the area around Oak Ave and Grove
St.. The major portion of the work in this contract will
provide for the installation of restrictors in the areas
where relief sewer were completed as a part of Phase
VI C and Phase IX A. This area is bordered by
Isabella, Sheridan Road, Emerson St and Darrow
Avenue. It does not include restrictor installation east
of Ridge Avenue and south of Colfax because
construction of the relief sewer in this area has been
delayed by the court order on Phase VI, Contract B.
Total 3,814,100
Justification Funding Sources
Sewer Reserves 190,800
IEPA Loan Fund 3,623,300
Select Funding Sources 0
Total 3,814,100
Operational Impact
This work is a part of the City's Long Range Sewer
Improvement Plan as outlined in the Facilities Plan.
Enter operational impact here
Requirements by Fiscal Year
2004-05 2005-06 2006-07 2007-08 2008-09 Total
3,814,100 0 0 0 0 3,814,100
GLOSSARY
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
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
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
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.
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.
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.