HomeMy WebLinkAbout2003-2004 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, 2002.
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 its 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
2003-2004 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………………………………………………….……. 6
Executive Summary……………………………………………………………………… 9
General Fund Change Summary…………………………………………………………. 15
Budget Memorandum……………………………………………………………………. 25
Part II - Charts and Summaries
Organizational Chart……………………………………………………………………... 28
General Information……………………………………………………………………... 29
Fund Descriptions………………………………………………………………………... 30
City of Evanston Budget Policy…………………………………………………………. 33
Budgetary Basis of Accounting…………………………………………………………. 36
Fund Summary…………………………………………………………………………... 38
Total Appropriations – All Funds……………………………..……………………….... 39
Total Appropriations – All Funds (Adjusted for Interfund Transfer)………………….... 40
Analysis of Appropriations for Transfers to Other Funds……………………………….. 41
Tax Bill Chart……………………………………………………………………………. 43
Property Tax Levies……………………………………………………………………… 44
Revenue Sources, Assumptions and Trends…………………………………………….. 49
Analysis of 2004 Property Tax Levy…………………………………………………….. 53
City of Evanston Debt Service Funds……………………………………………………. 55
Part III – General Fund Budget
Expenditure Summary……………………….…………………………………………... 59
General Fund Revenues………………………………………………………………….. 60
City Council……………………………………………………………………………… 66
City Manager…………………………………………………………………………….. 70
Office of Management and Budget……………………………………………………… 78
City Clerk………………………………………………………………………………... 89
Legal……………………………………………………………………………………... 93
Human Resources………………………………………………………………………... 97
Finance…………………………………………………………………………………… 102
Facilities Management…………………………………………………………………… 114
Community Development……………………………………………………………….. 128
Police…………………………………………………………………………………….. 143
Fire……………………………………………………………………………………….. 178
Health and Human Services……………………………………………………………... 186
Health…………………………………………………………………………………….. 190
Community Intervention Services…....………………………………………………….. 209
Mental Health and Purchased Services………………………………………………….. 213
Commission on Aging…………………………………………………………………… 219
Public Works…………………………………………………………………………….. 226
City Engineer…………………………………………………………………………….. 232
Traffic Engineering………………………………………………………………………. 236
Streets and Sanitation……………………………………………………………………. 250
Human Relations………………………………………………………………………… 266
Miscellaneous Operating Requirements…………………………………………………. 275
Library…………………………………………………………………………………… 280
Recreation………………………………………………………………………………... 300
Parks and Forestry……………………………………………………………………….. 353
Ecology Center…………………………………………………………………………... 367
Cultural Arts Division…………………………………………………………………… 374
Part IV – Other Funds
Parking Systems…….…………………………………………………………………… 384
Maple Avenue Garage Fund……………………………………………………………... 399
Water Fund………………………………………………………………………………. 403
Police Pension Fund……………………………………………………………………... 422
Fire Pension Fund………………………………………………………………………... 424
Emergency Telephone System…………………………………………………………... 426
Motor Fuel Tax Fund……………………………………………………………………. 430
Community Development Block Grant………………………………………………….. 433
Insurance Fund ………...………………………………………………………………... 439
Fleet Services Fund……………………………………………………………………… 443
Washington National Special Tax Allocation Debt Service Fund………………………. 456
Special Service Area No. 5………………………………………………………………. 459
Southwest II Special Tax Allocation Debt Service Fund………………………………... 462
Southwest Special Tax Allocation Debt Service Fund…………………………………... 465
Debt Service Fund……………………………………………………………………….. 468
Downtown II Special Tax Allocation Service Fund……………………………………... 471
Economic Development Fund…………………………………………………………… 473
Sewer Fund………………………………………………………………………………. 477
Housing Fund……………………………………………………………………………. 492
Appendix
Personnel Full-time Equivalent Positions Chart………………………………………... 496
Personnel Full-time Equivalent Positions Totals……………………………………... 497
Budget Process…………………………………………………………………………... 506
Budget Calendar…………………………………………………………………………. 507
Glossary………………………………………………………………………………….. 509
Capital Improvement Plan
Memorandum…………………………………………………………………………….. 512
Exhibit A – Capital Improvement Fund Policy………………………………………….. 519
Appendix A-1 – Five Year Summary by Department and Funding Source……………... 528
Appendix A-2 – Summary of Project by Funding Source……………………………….. 535
2003-2004 Capital Budget General Obligation Bonds…………………………………... 542
Appendix B-1 – Capital Budget Project Descriptions…………………………………… 544
Civic Center
2100 Ridge Avenue
Evanston, Illinois
60201-2798
Telephone
847/ 328-2100
TDD 847/ 328-4080
City of Evanston
December 20, 2002
The Honorable Mayor Lorraine H. Morton
And Members of the City Council
This document contains the City Manager’s budget proposal for the 2003-2004 fiscal year. This year’s
budget continues to reflect the difficulties inherent in operating in a recessionary economy. As we project
forward, it appears that, for the first time in a decade, General Fund revenues will have no growth. This is
in spite of the fact that, locally, the City of Evanston is enjoying an economic renaissance with positive
growth in both new and existing assessed valuations. Local sales taxes also are strong. Those revenues
associated with State-shared funding, primarily income tax, however, have declined and may face further
pressures as the State’s major private sector employers such as United, McDonald’s, Arthur Anderson,
Boeing, Sears, and Motorola continue to suffer from the overall economic climate. We are also
concerned that the State of Illinois, facing a multi-billion dollar budget gap, may be tempted to divert
funds away from local governments. In light of these factors we have approached this budget in a
conservative and cautionary manner. We believe that we must be prepared to face economic difficulties
for a minimum of one year, more likely two or three, and should take whatever actions are necessary to
keep ourselves fiscally responsible during these difficult times. For this budget, the preliminary estimate
of the gap between estimated revenues and estimated expenditures is $3.5 million.
I have adopted the following philosophy during preparation of this budget:
1. The problem is real and will continue until the overall state and national economies rebound.
2. Because our local economy is relatively strong, and we have worked hard to bring new
developments onto the tax rolls, we can absorb about $1.2 million of the gap with increased
revenues from local property taxes.
3. The additional gap of over two million dollars must be made up through a reduction in
expenditures. Last year we eliminated approximately one million dollars in “behind the scenes”
expenditures that were very real to staff but had minimal impact on the public. Unfortunately that
option is now used up and we must look to service reductions.
4. Because all functions are important, and each service serves a vital segment of our diverse
community, the recommended approach is to seek reductions in all areas of spending.
5. While all areas are affected, this is not a uniform across the board cut. Administrative and
internal services received cuts of approximately six percent; general public services and outside
agencies have cuts of approximately three and a half percent; and critical public services and
public safety had cuts of approximately two percent. While these percentages seem small, the
impact, when taken on top of previous years’ reductions, is very significant.
6. In most cases the cuts suggested are restorable when future budgets permit.
7. All cuts suggested are the result of extensive review and discussion with the departments directly
involved. The goal was to achieve a reduction in spending with the least possible impact on our
mission of serving the citizens of Evanston. Alternates were discussed, but the recommendations
contained in this proposal are considered to be the least objectionable of those reviewed. No
department, however, would recommend these reductions if not forced to do so because of budget
pressure.
The following are the highlights of this proposed budget:
1. This budget proposes an 8.6 % increase in the City’s portion of the property tax to meet the
obligations of all City funds dependent upon the property tax. This increase would produce a 1.5
% increase in the total aggregate property tax levy paid by a resident.
2. This proposal contains an overall reduction of 22 full-time positions throughout the budget, with
the majority being handled through vacancies and attrition.
3. This proposal contains reductions throughout all departments and programs. Additional details of
the impact of these cuts are given in a later section. In the aggregate these reductions achieve a
budget savings of approximately $2.3 million. These include:
a. City Manager’s Office: Elimination of paid lobbying function. Elimination of Innovations
Group Membership. Shifting personnel to other functions.
b. Office of Management & Budget: Elimination of one budget analyst. Freeze on filling
second position.
c. Legal: Shift outside legal fees on specific claims to insurance fund; freeze re-filling 4th
attorney position; freeze filling risk management positions.
d. Human Resources: Eliminate one HR Assistant position; eliminate Employee Assistance
Program; add additional costs of Police & Fire tests.
e. Finance: Eliminate Buyer position; eliminate Administrative Assistant position; cover both
by spreading utilization of existing personnel.
f. Facilities Management: Reduce Overtime; reduce ECMC allocation by 3 1/2 %.
g. Police: Freeze Commander position; eliminate School Liaison Officer positions in Middle
Schools through attrition; share cost of ETHS School Liaison Officer with 202.
h. Fire: Eliminate severance pay reserve – do not fill until paid out; reduce overtime by
$100,000 – some shifts will run one person short if overtime budget is exceeded.
i. Community Development: Eliminate one non-CDBG Property Standards Inspector;
eliminate Plan Examiner position and cover through additional contractual services.
j. Health & Human Services: Transfer one City public health nurse from ETHS Clinic to
Evanston Hospital employment (tentative agreement in place); eliminate one part-time clerk
position; reduce Emergency Assistance by $30,000; add $84,000 to taxi subsidy to reflect
2002 Council action; reduce total subsidy to Mental Health/Community Purchased Services
by 3 ½%.
k. Public Works: Eliminate two maintenance workers from street crews – cover by
reassignment and improved technology; reduce tipping fees due to SWANCC sale of land;
eliminate one Fleet Maintenance worker; add $30,000 for neighborhood cleanup dumpster
program to reflect actual use.
l. Human Relations: Reduce Summer Youth Employment Program by $20,000 – Do not hire
full- time coordinator – largest SYEP reduction (in conjunction with Recreation) is
elimination of Arts Skills Program.
m. Library: Close South Branch Library.
n. Parks Forestry & Recreation: Eliminate business office position; eliminate Skate Park;
eliminate Swim/Gym program; close South Blvd. Beach Monday through Friday; eliminate
one Parks/Forestry worker; move Children’s Theater to Levy Center; move Fleetwood-
Jourdain
Adult Theater from Family Focus to Fleetwood-Jourdain Center (rehearsals at Noyes); other
changes.
4. A $6 million Capital Improvement Program is budgeted, with the debt to be retired over a twenty-
year period. Our tax levy for debt service is projected to increase by $600,000.
5. Due to prudent past budget decisions, and a continued healthy local economy, we have been able
to maintain a cash reserve slightly in excess of our 8.3% target. We are not recommending one-
time use of this reserve to balance the proposed budget, but some application may be necessary
to buffer the transition of specific budget cuts (allowing for attrition to achieve police reductions,
closing the South Branch Library, etc.) We also have significant uncertainty in several areas of
the budget and legal claims that make it prudent to retain our reserve position as long as possible.
6. All labor contracts are being negotiated this year. We anticipate difficulty in arriving at
agreements on economic issues. For purposes of budget preparation we have allowed for an
average increase in wages of two percent for all employees ($1,000,000) plus an additional
$561,000 increase in employee medical premiums. Both of these are areas of concern for this and
future budgets.
7. All pension fund obligations have been met as required by state law. Both the police and fire
pension requirements must be met by adjusting the property tax levy to match the actuarial needs
of the funds. This year’s adjustment reflects a $590,000 increase in our property tax levy.
8. As we continue on our program of having a self-sufficient water system, no water rate increase
will be required for 2003-04, and no additional increases are currently forecast for future budgets.
9. During the 2000 budget process, the City Council adopted a four-year rate plan to finance the
completion of the flood relief sewer project. This plan, now in place, imposed a 12% increase in
2000, and three subsequent 10% increases. After that time no further sewer rate increases will be
required, and the project will be completed. This budget contains the final 10 percent rate
increase previously approved. Debt service and construction constitute over 80% of sewer fund
expenditures, and sewer rates are not used to subsidize any other portion of the budget. After this
year there are no additional rate increases forecast.
In summary, you have before you a preliminary balanced budget which contains many proposals which I
would prefer not to be recommending. I believe, however, that we are facing a near-term budget future in
which we should be very prudent and preserve our options until the State economy, legal actions and
labor contracts are resolved.
________________________________
Roger D. Crum
City Manager
City of Evanston, 2003-2004 Budget
Executive Summary
I. Introduction
The City of Evanston stretches along over 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 pass it on to the City Manager for implementation. This seeks
to place the responsibility for day-to-day provision of services on a professional manager
and staff.
II. Budget Summary
The total operating budget for FY2004 is $154,749,978. This represents an increase of
$9,919,089 or 6.85 %. The majority of this increase is due to additional expenses in the
TIF funds and the Maple Avenue Garage Fund.
III. General Fund
Expenditures
The General Fund budget for 2003-2004 is $ 73,345,000. This represents a $1,000,700
increase or 1.38% in expenditures.
Revenues
The nation and more so the State of Illinois is in the middle 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 $29,753,211. This is an increase of $2,355,228. The
General Fund portion of this rises from $14,565,000 to $15,730,000, an increase
of $1,165,000. The property tax continues to make up the largest percentage of
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 $300,000
to $8,100,000. The increase in this revenue is indicative of Evanston’s strong
economic climate which continues to increase even during a recession.
3. Home Rule Sales Tax:
$5,300,000 of this revenue source is projected for the General Fund. This is an
increase of $400,000. This revenue source is also dependent upon Evanston’s
strong economic climate.
4. State Income Tax:
State income tax revenues are expected to decrease by 9.4 %. This brings the
expected revenue to $4,800,000. This is due to the ailing state economy.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For 2003-2004, these are projected to total
$7,350,000. This is an increase of $450,000, or almost 6.5%. This increase is
primarily due to a reclassification of the Infrastructure Maintenance Fee to the
new 6% telecommunications tax
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to be $2,500,000 for 2003-2004. This
does not include any expected increase.
7. Reimbursement from the Water Fund to the General Fund:
The return on investment transfer to the General Fund is budgeted to be
$2,386,000. This remains constant from the previous year. The previously
passed Budget Policy encourages future City Councils to set a rational basis for
this return on investment.
8. Vehicle Licenses:
Vehicle license fees are expected to be the same this year at $2,020,000. This
revenue source is considered to be relatively insulated from economic
fluctuations.
9. General Business Licenses:
The general business license was introduced in fiscal year 2001. Revenue from
business licenses are expected to remain the same at $150,000 for fiscal year
2004.
10. Licenses and Permits:
Total licenses and permits are expected to generate $5,779,500 in revenues, a
decrease of $646,100. The main reason for the decrease is a slowing in the
construction market and the concomitant decrease in building permits.
11. Ticket Fines:
Parking ticket fine revenues are expected to increase by $58,000 to $3,000,000.
This includes the expansion of parking meter enforcement hours to between 8:00
am and 9:00 pm.
12. Emergency Medical Service Fees:
Following a rate adjustment and ensuing revenue increase in FY2001, emergency
medical service fees are expected to increase slightly to $340,000 for another
year. This revenue source is considered to be less affected by economic
conditions.
IV. Other Funds
Parking System Fund
The Parking System Fund has anticipated expenditures of $3,415,200. This is a 6.3%
increase and is inclusive of capital outlay, debt service, and transfers to the General Fund.
Revenues are projected to be $2,801,200. 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 $13,414,600 which represents
an increase of less than 2.0%. Water Fund revenues are expected to increase by
$119,200. No water rate increase is proposed for FY2004.
Fire Pension Fund
Actuarially determined funding requirements indicate that a $128,500 increase in
expenditure is expected for FY2004, making the budgeted amount $4,054,000. Presently,
this fund is budgeted to levy for $2,572,000, an increase of 14.34% of the property tax
levy.
Police Pension Fund
Actuarially determined funding requirements indicate that a increase of $105,500 in
funding will be necessary in the FY2004 budget. The FY2004 budget for this fund is
$5,637,500. The property tax portion of this is $3,352,00, in increase of 8.67 % 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 FY2004 are
$1,364,100, up $104,300. Projected revenues are $1,072,000, an increase of 3.1%. This
increase includes wireless surcharge revenue of $210,000.
Motor Fuel Tax Fund
Spending for the fund is budgeted to be $2,820,000 in FY2004. This is an increase of
$545,605 from the FY2003 Appropriation.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The amount for FY2004 is $2,822,261 for Community Development
related programs.
Insurance Fund
Fiscal year 2004 budgeted expenditures for the Insurance Fund remain the same at
$1,900,500. This is largely due to the increase that was initiated last year.
Fleet Services Fund
Budgeted expenditures for FY2004 are $4,780,400. This is an increase of approximately
1.5% or $71,400. 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 2004 budgeted expenditures are $4,463,412,
an increase of approximately $3,563,880 due to issuance of new Sherman Avenue Garage
bonds.
Special Service Area No. 5-5500 Fund
FY2004 budgeted expenditures for this fund are $438,684. This is a decrease of
approximately $7,316 from the FY2003 budget.
Southwest II Special Tax Allocation Debt Service Fund
A slight increase in projected expenditures brings the fiscal year 2004 budget for this
fund to $880,918.
Southwest Special Tax Allocation Debt Service Fund
Budgeted expenditures for this fund have risen to $887,150.
Debt Service Fund
The debt service payments budgeted in this fund are those due in FY 2004. Total
budgeted expenditures are $8,578,099, an increase of just over 2%.
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 $5,802,524 for FY2004.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,169,500 for
FY2004. Revenues for this fund are derived from the Hotel Tax.
Sewer Fund
The Long Range Sewer Improvement Program continues to make progress. This has
meant significant investment in sewer infrastructure. As a result, expenditures have
increased by 10% to $17,609,300. To meet the anticipated increase in expenditures, a
previously approved sewer rate increase is included.
Housing Fund
The Mayor’s Special Housing Fund seeks to support housing related programs as adopted
by the City Council. The FY2004 budget is $216,600, a decrease of $33,400.
VI. Conclusions
The 2003-2004 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: Honorable Mayor Morton and Members of the City Council
From: Roger Crum, City Manager
Subject: FY 2003/04 General Fund Changes Summary
Date: April 25, 2003
A similar report was presented to you in December which highlighted the major changes in the
General Fund between the budget for Fiscal Year 2002/03 (FY03), which ended on February 28,
2003, and the staff’s recommended budget for FY 2003/04 (FY04), which began on March 1.
Including the City Council’s revisions to the staff’s proposed budget during the January and
February budget workshops, the following is a summary of the major changes in this year’s budget.
For the sake of conciseness, minor changes (less than $15,000) to line items and division budgets
may not be included in the descriptions below. Salary savings shown include health insurance
benefits costs and other related expenses, such as vehicles and equipment.
Department
City Manager
Division FY03 Budget FY04 Budget
City Manager’s Office $531,700 $478,500
Action Revenue Expenditure
Salary Shift from Insurance Fund - $36,000
The FY03 budget includes 2.0 positions in the Insurance Fund to reestablish the risk management program
within the City. These positions are currently vacant. While this program is in its formative stages, 15% of
the salaries of several staff members (yet to be determined) within the City Manager’s Office will be shifted
to the Insurance Fund (Element 3500). They will take on these responsibilities in addition to, or in some
cases in place of, their regular duties for the time being.
One of the Assistants to the City Manager will be filling in part-time for the vacant Management and Budget
Analyst position described below, allowing that department to achieve some salary savings (see Management
& Budget description).
Action Revenue Expenditure
Elimination of Lobbyist Contractual Services - $20,000
These services will be performed by staff in the City Manager’s Office and other departments.
City Council
Memorandum
FY 2003/04 General Fund Summary
Page 2
Department
Management and Budget
Division FY03 Budget FY04 Budget
Information Systems $1,214,700 $1,307,900
Action Revenue Expenditure
Increased Equipment Costs + $87,200
For increased equipment costs across IS, including maintenance costs and telephone system expenditures
(this item was moved to IS from Facilities Management last year).
Division FY03 Budget FY04 Budget
Budget Office $284,900 $258,400
Action Revenue Expenditure
Position elimination – Management Analyst - $47,400
Position freeze – Management Analyst - $27,100
Position addition – Grant Writer (CIP) + $48,000
One vacant Management Analyst position has been eliminated. The other vacant Management Analyst
position will be frozen for six months, with part of these duties being covered by an Assistant to the City
Manager. A Grant Writer to be funded from the CIP will be added to this element. This position is expected
to pay for itself in revenues obtained from CIP related grants. The loss of the analyst positions will weaken
the department’s ability to provide budget assistance and management issue analysis to other departments.
Department
Legal
Division FY03 Budget FY04 Budget
Legal Administration $634,000 $559,000
Action Revenue Expenditure
Position freeze – Staff Attorney - $25,000
The fourth Staff Attorney position (currently vacant) will be unfunded for the first portion on the fiscal year.
This vacancy will reduce the department’s ability to complete projects on time and litigation management
and substantive research will be reduced.
Action Revenue Expenditure
Reduction to Legal Services - $50,000
A deduction will be taken from the Legal Services line item (appropriate expenses to be paid from the
Insurance Fund).
Department
Human Resources
Division FY03 Budget FY04 Budget
Human Resources Services $507,800 $ 0
Human Resources $574,100 $1,083,500
(Note: Budget element Human Resources Services was combined into Human Resources leaving this as the
sole HR budget element.)
FY 2003/04 General Fund Summary
Page 3
Action Revenue Expenditure
Position elimination – HR Assistant - $44,400
One vacant HR Assistant position has been eliminated. A recent reorganization of HR has allowed it to
improve its services to the other departments and operate at a higher level of efficiency, however, the
elimination of this position will erode the scope and timeliness of these services again. Somewhat offsetting
this cut though will be the increased efficiencies afforded by the new financial/human resources software.
The reduction will mainly be felt by employees with health insurance issues, who will receive less individual
attention and more often need to deal directly with insurance providers.
Action Revenue Expenditure
Discontinuation of Employee Assistance Program - $19,000
The contract to provide the Employee Assistance Program (EAP) will not be renewed as of April 2003. This
is a valuable benefit for employees in need of short-term counseling for personal or job-related issues causing
performance problems. However, less than 5% of the employee population use the program, and although its
elimination is not recommended, it will effect fewer employees than other options. Counseling services will
still be available through health insurance providers, although they are not as easily accessible and therefore
will likely be used less.
Action Revenue Expenditure
Additional Testing Expenses + $65,000
Additions to the HR budget were made to provide additional funding for actual costs for Fire and Police
physicals and polygraph testing due to recent higher turnover rates ($52,500) and increased testing costs for
promotions ($12,500).
Department
Finance
Division FY03 Budget FY04 Budget
Accounting $441,900 $402,900
Action Revenue Expenditure
Position elimination – Administrative Assistant - $39,000
A vacant Administrative Assistant position is being eliminated. This is the second clerical support position
to be eliminated in the department in the past two years, continuing to further delay a variety of Finance
department processes supporting other departments.
Division FY03 Budget FY04 Budget
Purchasing & Accounts Payable $316,000 $261,300
Action Revenue Expenditure
Position elimination – Buyer - $54,700
A vacant Buyer position is being eliminated for a reduction of $54,700. This will cause a reduction in the
assistance provided to departments in completing purchases between $5,000 and $15,000. To accommodate
these staff members, some departments may need to be given more purchasing cards with higher limits.
Department
Facilities Management
Division FY03 Budget FY04 Budget
Custodial Maintenance $227,200 $261,600
Action Revenue Expenditure
Additional expenses + $34,400
FY 2003/04 General Fund Summary
Page 4
This line item was increased for various items (such as supplies, equipment and staffing) after having been
reduced over the past few years. This reflects actual and necessary custodial expenditures for all City
facilities.
Division FY03 Budget FY04 Budget
Cable Communications $312,900 $317,100
Action Revenue Expenditure
Restore ECMC Funding + $4,200
The proposed budget included a $10,800 reduction to the grant the City provides to the Evanston Community
Media Center (ECMC). As the majority of ECMC’s revenue comes from the City’s grant, the Council chose
to restore this funding and add an additional $4,200, based on the coming increase in cable rates. (A $55,000
projected increase in cable franchise fees revenue has also been included in projected City revenues.)
Department
Community Development
Division FY03 Budget FY04 Budget
Housing Code Compliance $509,500 $454,100
Action Revenue Expenditure
Position elimination – Property Standards Inspector - $55,400
This element includes the elimination of one vacant Property Standards Inspector. This reduction will result
in the loss of 600 dwelling unit inspections per year, as well as 200 complaint responses per year.
Consequentially, the inspection cycle in the non-target areas will increase from four to five years.
Division FY03 Budget FY04 Budget
Building Code Compliance $942,500 $920,000
Action Revenue Expenditure
Position elimination – Plan Reviewer - $22,500
A vacant Plan Reviewer (TIF) position at $66,900 is being eliminated, with $19,000 being transferred to
contractual services. Contractual Services were increased by 41,400. This position had been extended for
one more year. Projects that the remaining plan reviewer cannot review in a timely fashion will have to be
contracted out to a professional service, which will be more expensive with a longer turnaround time.
Department
Police
Division FY03 Budget FY04 Budget
School Liaison $252,800 $293,600
The proposed budget eliminated the three middle school police officers in this program, which were restored
in February.
Division FY03 Budget FY04 Budget
Records Bureau $611,200 $628,700
Action Revenue Expenditure
Additional Data Entry Assistance + $17,500
Funding has been added to provide needed data entry assistance in records and the property areas.
FY 2003/04 General Fund Summary
Page 5
Division FY03 Budget FY04 Budget
Communications $942,100 $917,100
Action Revenue Expenditure
Position Freeze – Commander - $25,000
The vacant Commander position in this element is being frozen for the next fiscal year ($50,000 of the salary
was taken in last year’s budget). This action will adversely impact the departments ability to move officers
between divisions during times of shortages, thereby hindering the department’s flexibility.
Department
Fire
Division FY03 Budget FY04 Budget
Fire Operations $8,419,700 $8,317,100
Action Revenue Expenditure
Reduce Fire Overtime - $50,000
The proposed budget included a reduction in overtime of $100,000, which was revised to $50,000.
Action Revenue Expenditure
Reduce Severance Payout fund - $50,000
Action Revenue Expenditure
Eliminate unnecessary charge-back from the Fleet fund - $58,900
Action Revenue Expenditure
Equipment purchases (replace diving equipment and saws) + $44,300
Action Revenue Expenditure
Increased costs of St. Francis’ paramedic training program + $12,000
Department
Health and Human Services
Division FY03 Budget FY04 Budget
Family Health $644,700 $596,500
Action Revenue Expenditure
Position Elimination – Public Health Nurse - $54,000
One filled Public Health Nurse position is to be eliminated from the City’s budget, however ENH
administration has agreed to pick up the cost to employ this nurse and continue to provide the service. This
nurse works out of the ETHS Clinic as the City’s contribution to a contract between ETHS and ENH.
Division FY03 Budget FY04 Budget
Adult Health $203,300 $191,300
Action Revenue Expenditure
Position Elimination – Part-time Clerk II - $27,000
A part-time filled Clerk II position is being eliminated. This position primarily assists in cash collection.
This reduction will diminish capacity for this function, slow up billings to third party payers and provide less
assistance with overall administrative operations. Money has been added to cover the increased costs of flu
vaccines, pneumonia shots, etc. Fees have been increased for these to offset this cost raise.
FY 2003/04 General Fund Summary
Page 6
Action Revenue Expenditure
Increase for costs of medical supplies + $15,000 + $15,000
Money has been added to cover the increased costs of flu vaccines, pneumonia shots, etc. Fees have been
increased for these to offset this cost raise.
Division FY03 Budget FY04 Budget
Community Intervention Services $288,000 $258,000
Action Revenue Expenditure
Eliminate Utilities portion of Emergency Assistance - $30,000
The utilities portion of emergency assistance services provided by the City will now also be paid by Evanston
Township.
(Note: This budget element was previously named “Emergency Assistance Services.” Due to the transfer of
some services to Evanston Township, this budget element has been renamed to more accurately reflect its
current role, which includes services for the disabled and Latino populations.)
Division FY03 Budget FY04 Budget
Subsidized Taxi Program $128,400 $212,400
Action Revenue Expenditure
Cab Subsidy Redemptions + $54,000 + $84,000
There is expected to be an $84,000 increase in the redemption of cab subsidy coupons, which should have an
associated revenue increase of $54,000, for a net increase of $30,000.
Division FY03 Budget FY04 Budget
Mental Health Board & Community Purchased Services $1,046,900 $1,016,900
Action Revenue Expenditure
Reduction to Funded Agencies - $30,000
This year’s budget combines the Community Purchased Services expenditures with the Mental Health Board
expenditures. A 3.5% across the board reduction to all funded agencies has been included.
Department
Public Works
Division FY03 Budget FY04 Budget
City Engineer $573,800 $608,600
Action Revenue Expenditure
Engineering Software Upgrade $20,000
Upgraded engineering software is needed to read files submitted by permit applicants, utilities and others.
Division FY03 Budget FY04 Budget
Street Cleaning $799,500 $754,300
Action Revenue Expenditure
Position Elimination – Public Works Maintenance Worker II - $45,200
A vacant Public Works Maintenance Worker II position is being eliminated. This position works as a
member of the asphalt crew. Public Works Management proposes to help to offset the loss of this position
by purchasing some equipment (heated dump body for asphalt, new sidewalk snow plowing attachments,
pigeon screening) that will increase the efficiency of the hand and asphalt crews. This position loss may
decrease the frequency with which sidewalks and viaducts are cleaned however. (Another PWMWII position
proposed to be eliminated was restored in February.)
FY 2003/04 General Fund Summary
Page 7
Division FY03 Budget FY04 Budget
Refuse Collection and Disposal $3,043,600 $2,915,800
Action Revenue Expenditure
Increase for Neighborhood Clean-ups Dumpsters + $30,000
Action Revenue Expenditure
Increased Landfill Disposal Fees + $102,700
Action Revenue Expenditure
Decreased SWANCC Debt Service - $260,500
Department
Human Relations
Division FY03 Budget FY04 Budget
Summer Youth Employment $237,200 $218,200
Action Revenue Expenditure
Decrease Summer Youth Job Funding - $19,000
The decreased funding will lower the number of summer jobs the City is able to provide to young people.
Division FY03 Budget FY04 Budget
Contingency (City-wide) $2,254,800 $4,218,400
Action Revenue Expenditure
Reserve for wage and merit increases + $1,385,800
Pending union negotiations and other budgetary decisions.
Action Revenue Expenditure
Reserve for health insurance premium increases + $561,000
Division FY03 Budget FY04 Budget
IMRF (City-wide) $4,100,00 $3,990,000
Action Revenue Expenditure
Reduction in Employer’s FICA Participation - $50,000
Action Revenue Expenditure
Reduction in Illinois Municipal Retirement Fund costs - $60,000
Department
Library
Division FY03 Budget FY04 Budget
Circulation $403,800 $393,800
Action Revenue Expenditure
Position Conversion – Library Aide II - $10,000
A full-time Library Aide II position that had already been filled by a part-time employee is being converted
to a permanent part-time position.
FY 2003/04 General Fund Summary
Page 8
Division FY03 Budget FY04 Budget
Technical Services $772,300 $774,400
Action Revenue Expenditure
Integration of the Library’s computer system with the City’s system - $18,500
Action Revenue Expenditure
Equipment Replacement + $16,000
Department
Parks/Forestry and Recreation
Division FY03 Budget FY04 Budget
Business and Fiscal Management $339,200 $240,300
Action Revenue Expenditure
Business Office/Front Desk Reorganization - $21,000
The Business Office/Front Desk is being reorganized by eliminating the filled Clerk Typist II position from
the front desk ($39,000) and moving the Data Control Clerk to the front. An Accountant position will be
converted to a technical position to more fully utilize their recreational software, which will help to
streamline scheduling for arts and recreational classes. Additional part-time salaries of $18,000 will be
added to 1703 and 1710 for this change. The total net reduction is $21,000 with a 1.5 FTE net staff reduction
in the Business Office.
Division FY03 Budget FY04 Budget
Recreation General Support $225,200 $303,100
See description for 1703 above.
Division FY03 Budget FY04 Budget
Park Utilities $33,200 $51,200
All park utility costs have been consolidated in this element (plus an increase based on actual usage). There
is a corresponding decrease in 1732.
Division FY03 Budget FY04 Budget
Fleetwood-Jourdain Community Center $545,600 $556,500
The vacant Program Manager position was proposed to be eliminated, with some part-time money to be
added to compensate. The position was restored in February.
Division FY03 Budget FY04 Budget
Fleetwood-Jourdain Theatre $163,100 $114,700
Currently the Children’s Theatre program and the Adult Theatre programs are operated out of the Family
Focus building, for which the City pays rent. To save this rental expense and to avoid ADA issues with the
Family Focus building, the Children’s Theatre will be moved to the Levy Center and the Adult Theatre will
be moved to the F-J building. The move from the Family Focus building to Levy will result in a reduction of
$61,150. (Some funding has been added to this year’s recommended CIP to extend the stage in the F-J
building to accommodate this program.)
Division FY03 Budget FY04 Budget
Levy Activity Center $564,600 $644,800
A vacant Program Manager position was proposed to be eliminated for a reduction of $50,400 but was
restored in February. The Recreation Program Manager designated for Children’s Theatre will be reassigned
FY 2003/04 General Fund Summary
Page 9
to Levy. A total of $37,300 in additional expenditures has been included for the operation of the Center. A
proposed increase in Bus Trip fees was not accepted.
Division FY03 Budget FY04 Budget
Beaches $412,500 $399,500
The South Beach will be closed for swimming on Monday through Friday. One Beach Manager and one
Ticket Taker will not be needed consequently for a savings of $13,000, with a corresponding revenue loss of
$4,000. (RESTORED IN APRIL)
Division FY03 Budget FY04 Budget
Robert Crown Ice Rink $988,100 $969,600
The concession stand services will be contracted out for a reduction of $24,500, with a corresponding
revenue loss of $20,000.
Division FY03 Budget FY04 Budget
Sports Leagues $132,000 $78,200
$9,800 in permanent part-time funding is being eliminated for a Coordinator position because the job is no
longer needed for the full year. $8,000 in permanent part-time funding is being eliminated as a result of a
restructuring of the softball program, as well as a $8,100 reduction for changes to the basketball league at
Chandler resulting in fewer games (with some costs transferred to that element). The free Gym/Swim
program at ETHS is being eliminated for a savings of $4,900.
Division FY03 Budget FY04 Budget
Tennis $76,500 $107,300
There is a $26,100 increase in this program for a contracted tennis instructor, with a projected revenue
increase to cover this expense and generate additional income.
Division FY03 Budget FY04 Budget
Skate Park/Bus Program $57,500 $34,500
The Skate Park program is being closed down for a reduction of $23,000 permanent part-time positions, with
a resulting loss of $6,000 in revenue. Revenues have been down in this program due to the opening of other
parks in the near area.
Division FY03 Budget FY04 Budget
Maintenance of Parkway Trees $704,700 $656,700
One vacant Parks/Forestry Worker III position is being eliminated for a reduction of $48,000. The tree
trimming cycle will increase from a 6 year to a 6.5-7 year cycle with this change.
Division FY03 Budget FY04 Budget
Cultural Arts Program $465,300 $460,500
The Artskills Program is being eliminated which will result in a reduction of $14,700 in help provided by
Summer Youth Employment Program participants. $10,000 was transferred to this element from 1792,
Noyes Center, for part-time support.
FY 2003/04 General Fund Summary
Page 10
Totals
FY 03 General Fund Budget $72,344,300
FY 04 Recommended GF Budget $73,389,300
FY 04 Adopted GF Budget $73,753,800
___________
Difference $ 1,409,500
Summary
This completes the review of funding changes for the General Fund portion of the City’s Budget,
which is where the vast majority of changes were made. To reiterate, these are only the major
changes to the city’s budget. There are many other small cuts which have been made in each
department’s budget in order to bridge the current projected gap between revenues and
expenditures. While these cuts may be small when considered individually, they do contribute to
the City’s overall ability to provide quality services for its citizens. While we do not wish to make
most of them, these were the “least undesirable”.
Having said that, the City of Evanston will still continue to offer a rich variety of city services
compared to other municipalities, as well as a high level of quality. City staff is committed to
continuing to search for ways to reduce costs and improve our services to the citizens of Evanston.
To: Roger Crum, City Manager
From: Patrick Casey, Director of Management and Budget
Subject: Final Changes to the Proposed FY 2003-04 Budget
Date: March, 1, 2003
In December of 2002 the proposed FY 2003-04 Budget was presented to City Council.
The proposed budget stated an expenditure level for all funds of $157,916,748 for FY
2003-04. 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 restored to the following programs:
South Branch Library
School Liaison Program
Street Department - Public Works Maintenance Worker II
Levy Center Program Manager
Fire Department overtime ($50,000)
Evanston Community Media Center Funding ($15,000)
Fleetwood Jourdain Program Manager
Increase size of replacement trees ($5,000)
• Funding was reduced for the following programs:
Tipping fee reduction
IMRF Retirement Expense
Interdepartmental
Memorandum
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 projection of parking ticket fines was increased by $400,000.
• The Parking Tax was increase by 25% resulting in a revenue increase of $300,000
• The proposed fee for The Levy Center Senior Bus program was eliminated
resulting in a decrease in revenue of $3,500
• The projection of revenue from the cable television franchise fee was increased by
$55,000
• A $145,000 increase of the transfer from TIF funds to the General Fund
• A decrease in the proposed Noyes Center Art Studio rent of $22,000
• A restatement of Recreation revenues for an additional $30,000
• A restatement of Special Pick-up revenues for an additional $40,000
• A decrease in the proposed Real Estate Property Tax Revenue of $535,700
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 About Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The city is governed by a Council-Manager form of government, which includes a Mayor
and nine ward elected Aldermen. The city provides a wide variety of services. These include fire
protection, law enforcement, water and sewer utilities, health and human services, recreation, public
works, libraries, and community development.
The City of Evanston’s 8.5 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 purely residential.
Date of incorporation 1863 Library services
Number of branch libraries 2
Form of government Council-Manager Number of books and other materials 437,104
Number of registered borrowers 58,999
Geographic location On Lake Michigan,
immediately north of Chicago
Annual circulation 858,343
Recreational facilities
Number of housing units (1998 estimate) 30,614 Number of parks and playgrounds 75
Park area in acres 268
Equalized assessed valuation $1,286,459,805 Number of beaches 5
Per capita income (1998 estimate) $34,024 Municipal parking utility
Number of parking meters on streets 1671
Annual gross retail sales (2000-01) $672,423,828 Number of parking lots 38
Capacity of parking lots 1988
Municipal services and facilities Metered spaces 720
Miles of streets 147 Space rental and free spaces 1268
Miles of alleys 76 Capacity of parking garages 2657
Miles of sewers 169 Number of parking garages 3
Number of street lights 5641
Municipal water utility
Value of construction authorized $260,000,000 Population served
Northwest Water Commission 194,062
Public safety Evanston 71,593
Number of firefighters 107 Skokie 58,635
Number of fire stations 5
I.S.O. Rating Class 3
Filtration plant rated daily capacity 108,000,000
(gallons)
Number of fire hydrants 1236 Rated daily pumping capacity (gallons) 142,000,000
Number of police officers authorized 162 Average daily pumpage (gallons) 48,492,000
Number of parking enforcement officers 16 Miles of water mains 155,995
Number of school crossing guards 38
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. 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
Library Fund - to account for the design and building of a new public library to be financed
primarily by general obligation bond proceeds and State income tax surcharge revenues.
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 shall not exceed $75,000,000.00. 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
0.57%
Debt Service (G.O. Bonds)
5.47%
Sewer
10.19%
Maple Avenue Garage Fund
2.75%
Southwest II TIF
0.56%
Water
8.56%
Parking
2.18%
Special Service District
0.28%
Washington National TIF
2.85%
Fleet Service
3.08%
Insurance
1.21%
CDBG
1.80%
Motor Fuel
1.82%
Emergency Telephone
0.87%
Police Pension
3.60%
Fire Pension
2.59%
Downtown II TIF
3.70%
Economic Development
0.74%
General
47.05%
Housing Fund
0.14%
Fund
2002-03
Appropriation
2003-04 Approved
Appropriation Net Change
Percent
Change
General 72,344,300$ 73,753,800$ 1,409,500$ 1.95%
Parking 3,211,500$ 3,415,200$ 203,700$ 6.34%
Water 13,227,700$ 13,414,600$ 186,900$ 1.41%
Fire Pension 3,925,500$ 4,054,000$ 128,500$ 3.27%
Police Pension 5,532,000$ 5,637,500$ 105,500$ 1.91%
Emergency Telephone 1,259,800$ 1,364,100$ 104,300$ 8.28%
Motor Fuel 2,066,600$ 2,850,000$ 783,400$ 37.91%
CDBG 2,798,070$ 2,822,261$ 24,191$ 0.86%
Insurance 1,900,500$ 1,900,500$ -$ 0.00%
Fleet Service 4,709,000$ 4,834,600$ 125,600$ 2.67%
Washington National TIF 353,500$ 4,463,412$ 4,109,912$ 1162.63%
Special Service District 446,000$ 438,684$ (7,316)$ -1.64%
Southwest II TIF 864,483$ 880,918$ 16,435$ 1.90%
Southwest TIF 854,500$ 887,150$ 32,650$ 3.82%
Debt Service (G.O. Bonds) 9,243,004$ 8,578,099$ (664,905)$ -7.19%
Downtown II TIF 2,250,712$ 5,802,524$ 3,551,812$ 157.81%
Economic Development 1,137,000$ 1,167,200$ 30,200$ 2.66%
Sewer 15,987,500$ 15,971,700$ (15,800)$ -0.10%
Maple Avenue Garage Fund 2,469,220$ 4,317,000$ 1,847,780$ 74.83%
Housing Fund 250,000$ 216,600$ (33,400)$ -13.36%
144,830,889$ 156,769,848$ 11,938,959$ 8.24%
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 2000-01.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2002-03 vs. 2003-04
Fund
2002-03 Net
Appropriation
2003-04
Approved
Less
Transfers to
Other Funds
2003-04
Proposed Net
Appropriation Net Change
Percent
Change
General 66,033,600$ 73,753,800$ 6,256,600$ 67,497,200$ 1,463,600$ 2.22%
Parking 2,415,600$ 3,415,200$ 992,900$ 2,422,300$ 6,700$ 0.28%
Water 9,437,200$ 13,414,600$ 3,886,700$ 9,527,900$ 90,700$ 0.96%
Fire Pension 3,925,500$ 4,054,000$ -$ 4,054,000$ 128,500$ 3.27%
Police Pension 5,532,000$ 5,637,500$ -$ 5,637,500$ 105,500$ 1.91%
Emergency Telephone 971,400$ 1,364,100$ 338,800$ 1,025,300$ 53,900$ 5.55%
Motor Fuel 1,396,600$ 2,850,000$ 750,000$ 2,100,000$ 703,400$ 50.37%
CDBG 1,901,270$ 2,822,261$ 1,053,400$ 1,768,861$ (132,409)$ -6.96%
Insurance 1,900,500$ 1,900,500$ -$ 1,900,500$ -$ 0.00%
Fleet Service 4,587,900$ 4,834,600$ 116,400$ 4,718,200$ 130,300$ 2.84%
Washington National TIF 278,500$ 4,463,412$ 75,000$ 4,388,412$ 4,109,912$ 1475.73%
Special Service District 446,000$ 438,684$ -$ 438,684$ (7,316)$ -1.64%
Southwest II TIF 854,483$ 880,918$ 10,000$ 870,918$ 16,435$ 1.92%
Southwest TIF 834,500$ 887,150$ 20,000$ 867,150$ 32,650$ 3.91%
Debt Service (G.O. Bonds) 9,243,004$ 8,578,099$ -$ 8,578,099$ (664,905)$ -7.19%
Downtown II TIF 767,712$ 5,802,524$ 1,940,630$ 3,861,894$ 3,094,182$ 403.04%
Economic Development 475,000$ 1,167,200$ 840,000$ 327,200$ (147,800)$ -31.12%
Sewer 15,219,500$ 15,971,700$ 827,000$ 15,144,700$ (74,800)$ -0.49%
Maple Avenue Garage Fund 2,432,720$ 4,317,000$ 38,300$ 4,278,700$ 1,845,980$ 75.88%
Housing Fund 250,000$ 216,600$ 216,600$ (33,400)$ -13.36%
128,902,989$ 156,769,848$ 17,145,730$ 139,624,118$ 10,721,129$ 8.32%
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 2003-04 City Budget.
The total for each fund is compared with that of the approved FY 2002-03.
General Fund
Various 24300 Accounts Transfer to Fleet Service Fund $3,981,600
975.41000 Debt Service - Recycling and Vehicle $175,000
1100.40300 Transfer to Insurance Fund $1,900,000
115.40300 To Capital Improvements $200,000
$6,256,600
Parking Systems Fund
Various 24300 Accounts Transfer to Fleet Service Fund $99,200
1800 & 1810.40300 Transfer to General Fund for Pension $89,900
1800.40300 General Fund Cash Transfer - Meter Revenue $300,000
1805,1810, 1815.42300 Transfer to General Fund for Insurance $82,800
1840.45800 Transfer to General Fund for Administrative Expense $397,600
1840.48500 To General Fund for Parking Lot Maintenance $23,400
$992,900
Emergency Telephone System
2200.40300 Transfer to Debt Service $213,400
2200.45700 Transfer to General Fund for Information Systems Support $50,000
2200.45800 Transfer to General Fund For Administrative Expense $36,000
2200.45300 Transfer to General Fund for Pension $39,400
$338,800
Motor Fuel Tax Fund
2300.48500 Transfer to General Fund for Street Maintenance $630,000
2300.40300 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. $175,000
Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $878,400
$1,053,400
HOME Fund
2802.10100 Transfer to General Fund for Salary $30,700
Transfer to General Fund for Pension, Health & Life Ins. $6,600
$37,300
MAPLE Garage Fund
1812.42300 Transfer to General Fund for Insurance $38,300
Water Fund
Various 24300 Accounts Transfer to Fleet Services Fund $301,900
1900,1905,1910,1915,1920.45300 Transfer to General Fund for Pension $342,000
1935.40300 Transfer to General Fund for Public Works Support $18,000
1970.40300 Transfer to General Fund - Return in Investment $2,386,000
1935.42300 Transfer to General Fund for Insurance $136,300
Analysis of Appropriations for Transfers to Other Funds
FY 2003-2004 Proposed Budget
1935.42400 Transfer to General Fund for Worker's Compensation Expense $30,100
1975.40300 Transfer to General Fund - Operating Cash $145,800
1935.45700 Transfer to General Fund for Collections and Information Systems $88,000
1935.45800 Transfer to General Fund for Administrative Expense $438,600
$3,886,700
Fleet Service Fund
4010, 4020, 4030.45300 Transfer to General Fund for Pension $116,400
Economic Development Fund
6450.40300 Transfer to General Fund $240,000
6450.45300 Transfer to General Fund for Pension $10,000
$250,000
Sewer Fund
7405.24300 Transfer to Fleet Service Fund $235,800
7405.42000 Transfer to General Fund for Health Insurance $104,000
7415.45300 Transfer to General Fund for Pension $93,400
7415.42300 Transfer to General Fund for Insurance $105,200
7415.42400 Transfer to General Fund for Worker's Compensation Expense $38,200
7415.45700 Transfer to General Fund for Collections and Information Systems $67,600
7415.45800 Transfer to General Fund for Administrative Expense $70,400
7425.45800 Transfer to General Fund for Public Works Support $112,400
$827,000
Capital Improvement Fund
7011.40300 Transfer to General Fund for Engineering for Capital Projects $250,000
Special Assessment
Transfer to General Fund for Administrative Expense $30,000
TIF Funds
To General Fund From Downtown II Expense $250,000
To Maple Ave. Garage fund From Economic Development Fund $590,000
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 Naitonal TIF $75,000
To General Fund From Howard Hartrey TIF $10,000
To General Fund From Southwest TIF $20,000
$5,908,024
ETHS
To General Fund - Police $30,000
Grand Total Transfers $20,765,424
City of Evanston Percentage of Tax Bill
17.84%
18.72%18.36%17.74%18.29%18.52%18.62%
19.32%20.25%20.77%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
Your Real Estate Tax Bill
City of Evanston
17.84%
School District 65
38.53%
School District 202
27.05%
North Shore Mosquito
Abatement District
0.11%
Evanston Township
0.70%
Suburban T.B. Sanitarium
0.08%
Metropolitan Water
Reclamation District
4.39%
Cook County Forest Preserve
District
0.73%
Cook County
8.17%
Community College 535
2.04%
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
General Corporate 1.4952 1.4880 1.3672 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646
Debt Service 0.5139 0.5084 0.5740 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467
2.0091 1.9964 1.9412 1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113
Police Pension 0.1682 0.1671 0.2209 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819
Firefighters' Pension 0.1321 0.1312 0.1842 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348
Total All Funds 2.3094 2.2947 2.3463 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280
Actual Rate Extended 2.310 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628
Note: 2002 not available at time of budget publication.
Fund
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Fund
General Corporate 15,406,637 13,843,634 13,278,261 12,879,799 12,540,791 12,320,265 13,304,293 13,986,844 13,970,507
Debt Service 5,263,934 5,812,463 6,050,947 6,250,681 6,829,848 6,875,709 7,248,097 7,452,297 7,804,741
20,670,571 19,656,097 19,329,208 19,130,480 19,370,639 19,195,974 20,552,390 21,439,141 21,775,248
Police Pension 1,729,959 2,236,354 2,405,808 2,486,082 2,455,583 2,592,476 2,627,920 2,686,300 2,939,263
Firefighters' Pension 1,358,569 1,865,684 2,022,127 2,140,581 1,930,921 1,968,582 1,957,042 2,092,205 2,177,551
23,759,099 23,758,135 23,757,143 23,757,143 23,757,143 23,757,032 25,137,352 26,217,646 26,892,062
Note: 2002 not available at time of budget publication.
CITY OF EVANSTON, ILLINOIS
Property Tax Rates - Direct and Overlapping Governments
Last Ten Fiscal Years
Tax Levy Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
Government Unit
City of Evanston 2.310 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628
Consolidated Elections - - - - - 0.027 0.000 0.023 0.000 0.032
Cook County 1.176 0.993 0.993 1.023 0.989 0.919 0.911 0.854 0.824 0.746
Cook County Forest Preserve District 0.063 0.072 0.073 0.072 0.074 0.074 0.072 0.070 0.069 0.067
Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.007
Metropolitan Water Reclamation District 0.470 0.471 0.495 0.495 0.492 0.451 0.444 0.419 0.415 0.401
North Shore Mosquito Abatement District 0.010 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.010
Evanston Township 0.209 0.085 0.088 0.077 0.076 0.077 0.072 0.072 0.077 0.064
Community College 535 0.239 0.248 0.255 0.233 0.206 0.216 0.205 0.203 0.213 0.186
School District 202 2.866 3.000 3.202 2.946 2.992 3.107 2.905 2.865 2.977 2.469
School District 65 3.771 4.148 4.678 4.245 4.209 4.356 4.126 4.073 4.232 3.516
Total tax rate for property not in park district
or special s 11.122 11.331 12.150 11.195 11.116 11.315 10.642 10.532 10.859 9.126
Percent of total tax rate levied by City of Evanston 20.8% 20.0% 19.3% 18.6% 18.5% 18.3% 17.74% 18.36% 18.72% 17.84%
CITY OF EVANSTON, ILLINOIS
Equalized Assessed Valuation of Taxable Property
Last Ten Levy Years
Real Railroad Total Equalization
Property Property Assessment Factor
876,140,359 80,955 876,221,314 2.0523
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
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.
Tax
Levy
Year
1993
1992
1994
1996
1997
2002
1995
1998
1999
2001
2000
CITY OF EVANSTON, ILLINOIS
Principal Taxpayers
(1) Percentage
Equalized of Total
Assessed Assessed
Type of Business Valuation Valuation
Bank One/Office Building 18,104,484$ 1.36%
Office building - 18 story 15,175,127 1.14%
Grocery and Drug Stores 9,294,298 0.70%
1800 Sherman/Office Building 9,264,731 0.70%
Chicago Ave. Condo Building 8,789,492 0.66%
Physicians Office Building 8,413,462 0.63%
Shopping Center 7,936,773 0.60%
Hotel 7,793,713 0.58%
Extended Care Facility 7,512,879 0.56%
Retail Store 7,361,655 0.55%
99,646,614$ 7.48%
Albertson's (Jewel & Osco)
St. Francis Hospital
Evanston Plaza Freed
Ten Largest Taxpayers
Taxpayers
Golub & Company
Rotary International
Presbyterian Homes
Lynn Minnici
Church & Chicago LTD Partnership
The Orrington Hotel
Home Depot
Total Ten Largest
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions:
PROPERTY TAXES – The City of Evanston portion of the property taxes increased 7.24% in the FY
2003 budget. The FY 2004 approved budget includes a 6.64 % increase to the City of Evanston portion
of the property tax bill. This includes an increase of 4.32 % for the general fund; a 14.34% increase in the
fire pension fund; a 8.67 % increase for the police pension fund; and a 8.00 % increase in the debt service
fund. Property taxes pay for general operations, debt service and police and fire pension funding in the
City.
SALES TAXES – The City receives two types of sales taxes – one from the state and the other from a
home-rule sales tax. The state tax is 1% and the local home rule sales tax is 1%. The City has
experienced close to % increases annually on its sales tax growth during the last three years. Much of the
steady growth is attributed to a good 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 % for FY2002.
Property Tax Revenue
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2000 Actual 2001 Actual 2002 Appropriation 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Property Tax Revenue
Sales Tax 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
$9,000,000
2000 Actual 2001 Actual 2002 Appropriation 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Regular 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. Income
tax has increased at an average of % over the last four years. However, due to the recession income tax is
down by % in FY 2003 and is expected to be lower for the upcoming FY 2004 fiscal year.
UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes
have increase steadily by 3 to 5 percent a year for the last several years. Deregulation of natural gas and
electricity, however, has caused competition and a decrease in rates which has resulted in a decrease in
tax revenues. Utility tax revenues are expected to decrease by % in FY 2004. The new state law adding
more telecommunications tax will however, add revenues.
Income Tax Revenue
$4,200,000
$4,400,000
$4,600,000
$4,800,000
$5,000,000
$5,200,000
$5,400,000
$5,600,000
$5,800,000
2000 Actual 2001 Actual 2002 Actual 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Income Tax Revenue
Utility Taxes
$6,000,000
$6,200,000
$6,400,000
$6,600,000
$6,800,000
$7,000,000
$7,200,000
2000 Actual 2001 Actual 2002 Actual 2003 Projected 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Utility Taxes
REAL ESTATE TRANSFER TAX – The real estate transfer tax is a 1% tax imposed 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 FY 2003 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 flatten over FY 2004.
WATER REVENUES – Water revenues from Evanston’s water utility customers will remain constant
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 levels in the summer.
Real Estate Transfer Tax Revenue
$2,340,000
$2,360,000
$2,380,000
$2,400,000
$2,420,000
$2,440,000
$2,460,000
$2,480,000
$2,500,000
$2,520,000
$2,540,000
$2,560,000
2000 Actual 2001 Actual 2002 Actual 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Real Estate Transfer Tax Revenue
Water 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
2000 Actual 2001 Actual 2002 Actual 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Evanston Skokie Northwest Commission
SEWER REVENUES – The City is in the third year of a four year increase in sewer rates. Rates
increased 10% in FY2003 and will increase 10% in FY2004, 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 % 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. Parking
revenues have steadily increased over the last several years. Parking meter revenues are expected to
increase this year with expanded enforcement hours. Other parking related revenues are expected to
remain flat for FY 2004 due to the total reconstruction of the Sherman Avenue garage in conjunction will
a new development project in downtown Evanston.
Sewer Revenue
$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
2000 Actual 2001 Actual 2002 Actual 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Sewer Revenue
Parking Revenue
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
$3,100,000
$3,200,000
$3,300,000
$3,400,000
$3,500,000
$3,600,000
2000 Actual 2001 Actual 2002 Actual 2003 Appropriation 2004 Approved
Fiscal Year
Re
v
e
n
u
e
Parking Revenues
2004 Property Tax Levy
GENERAL FUND,
$15,194,300 , 52%
FIRE PENSION FUND,
$2,572,937 , 9%
POLICE PENSION FUND,
$3,352,429 , 11%
DEBT SERVICE FUND,
$8,097,845 , 28%
1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 VARIANCE PERCENT
APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE
LEVY LEVY LEVY LEVY LEVY (DECRESE) (DECREASE)
GENERAL FUND
LEVY $13,304,293 $13,986,844 $13,970,507 $14,862,245 $15,504,388 $642,143 4.32%
LESS: 2% LOSSES $266,086 $279,737 $279,410 $297,245 $310,088 $12,843 4.32%
TOTAL $13,038,207 $13,707,107 $13,691,097 $14,565,000 $15,194,300 $629,300 4.32%
FIRE PENSION FUND
LEVY $1,957,042 $2,092,205 $2,177,551 $2,296,159 $2,625,446 $329,287 14.34%
LESS: 2% LOSSES $39,141 $41,844 $43,551 $45,923 $52,509 $6,586 14.34%
TOTAL $1,917,901 $2,050,361 $2,134,000 $2,250,236 $2,572,937 $322,701 14.34%
$0
POLICE PENSION FUND $0
LEVY $2,627,920 $2,686,300 $2,939,263 $3,147,859 $3,420,846 $272,987 8.67%
LESS: 2% LOSSES $52,558 $53,726 $58,785 $62,957 $68,417 $5,460 8.67%
TOTAL $2,575,362 $2,632,574 $2,880,478 $3,084,902 $3,352,429 $267,527 8.67%
$0
DEBT SERVICE FUND $0
LEVY $7,248,097 $7,388,155 $7,218,005 $7,650,862 $8,263,107 $612,245 8.00%
LESS: 2% LOSSES $144,962 $84,904 $144,360 $153,017 $165,262 $12,245 8.00%
TOTAL $7,103,135 $7,303,251 $7,073,645 $7,497,845 $8,097,845 $600,000 8.00%
$0
TOTAL ALL FUNDS $25,137,352 $26,153,504 $26,305,326 $27,957,126 $29,813,787 $1,856,661 6.64%
LEVY $502,747 $460,211 $526,106 $559,143 $596,276 $37,133 6.64%
LESS: 2% LOSSES $24,634,605 $25,693,293 $25,779,220 $27,397,983 $29,217,511 $1,819,528 6.64%
2004 Property Tax Levy
City of Evanston
5/8/2003
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 $75,000,000 in general obligation debt as a City debt service
policy.
On September 25, 2002 the City sold $35,000,000 Series 2002 General Obligation
Bonds. Proceeds were allocated as follows:
A. $29,500,000 for a new Sherman Avenue Garage in the Washington
National TIF.
B. $5,500,000 in taxable bonds for a new Sherman Avenue Garage in the
Washington National TIF.
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.
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 2002.
The following is a statistical breakdown of the City of Evanston's debt services profile.
Debt per capital (2002) $ 1,009
Debt as a percentage of assessed valuation 5.6 %
Debt services as a % of General Fund Expenditures 11.6 %
Bonds Rating (Moody's) – Current Aaa
Equalized Assessed Valuation - 1998 $1,286,459,805
Net General Obligation Debt (2001) $74,910,000
857.33 935.59 827.82 817.4
1009
0
200
400
600
800
1000
1998 1999 2000 2001 2002
Debt per capita
% Debt to Equalized Assessed Valuation
5.44 5.45
4.82
4.67
5.6
4.2
4.4
4.6
4.8
5
5.2
5.4
5.6
5.8
1998 1999 2000 2001 2002
PART III
GENERAL FUND BUDGET
City of Evanston
All Divisions
Three Year Fiscal History
$72,344,300
$73,753,800
$69,152,687
$66,000,000
$67,000,000
$68,000,000
$69,000,000
$70,000,000
$71,000,000
$72,000,000
$73,000,000
$74,000,000
$75,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures by Division
City Engineer
0.83%
Management and Budget
2.94%
Streets and Sanitation
10.01%
Miscellaneous Operating
5.72%
Police
21.97%
Fire Department
12.55%IMRF
5.41%Health
2.44%
Health and Human Services
0.45%
Finance
2.19%
Human Relations
0.70%
Human Resources
1.47%
Library
5.14%
Mental Health & Purchased
Services
1.38%
Community Development
3.36%Ecology Center
0.47%
Community Intervention Services
0.35%
Facilities Management
2.87%
Commission on Aging
0.41%
City Council
0.36%
Traffic Engineering
3.48%
City Manager
0.81%
Legal
0.76%
Public Works Director
0.51%
Arts Council
1.09%Recreation
8.24%
Parks and Forestry
3.83%
City Clerk
0.26%
2001-02 2002-03 2003-04 $ Difference % Difference
Expenditure by Purpose Actual Appropriation Approved 03 vs 04 03 vs. 04
City Council 235,069 263,400 267,900 4,500 1.71%
City Manager 630,813 649,100 595,900 (53,200) -8.93%
Management and Budget 2,094,089 2,090,700 2,167,400 76,700 3.67%
City Clerk 170,533 179,700 192,700 13,000 7.23%
Legal 1,784,985 634,000 559,000 (75,000) -11.83%
Human Resources 1,406,128 1,081,900 1,083,500 1,600 0.15%
Finance 1,491,017 1,711,400 1,617,700 (93,700) -5.48%
Facilities Management 1,893,284 2,063,800 2,115,800 52,000 2.52%
Community Development 2,556,902 2,555,000 2,480,100 (74,900) -2.93%
Police 15,399,318 16,147,900 16,202,700 54,800 0.34%
Fire 9,126,275 9,353,200 9,258,300 (94,900) -1.01%
Health and Human Services 3,643,232 3,791,700 3,707,100 (84,600) -2.23%
Public Works Director 397,310 368,300 378,300 10,000 2.72%
Engineering Services 2,799,432 3,132,200 3,176,000 43,800 1.40%
Streets and Sanitation 7,806,300 7,557,100 7,384,100 (173,000) -2.29%
Human Relations 519,500 533,600 515,300 (18,300) -3.43%
Misc. Operating Requirements 4,760,300 6,354,800 8,208,400 1,853,600 29.17%
Library 3,562,800 3,751,100 3,794,600 43,500 1.16%
Recreation 4,957,700 6,097,800 6,076,500 (21,300) -0.35%
Parks and Forestry 2,813,500 2,857,500 2,825,500 (32,000) -1.12%
Ecology Center 334,700 337,500 344,200 6,700 1.99%
Arts Council 769,500 832,600 802,800 (29,800) -3.58%
Total General Fund 69,152,687$ 72,344,300$ 73,753,800$ 1,409,500$ 1.95%
General Fund Expenditure Summary
Fiscal Year 2003 - 2004
Budget
Variance To
FY 2002 FY 2003 FY 2004 FY 2003 Budget vs.
SUMMARY Summary ACTUAL BUDGET APPROVED FY 2004 Approved
TAXES 46,743,798 47,331,500 48,566,800 1,235,300
LICENSES AND PERMITS 7,404,986 6,425,600 5,834,500 (591,100)
FINES 3,074,316 3,397,600 3,902,600 505,000
SERVICE CHARGS 1,961,541 2,520,200 1,899,100 (621,100)
REV. FROM AGENCIES 715,724 734,500 553,400 (181,100)
OTHER REVENUES 970,899 521,800 494,000 (27,800)
TRANSFERS FROM FUNDS 6,897,938 7,297,500 8,250,500 953,000
RECREATION REVENUES 3,411,786 3,725,900 3,844,900 119,000
LIBRARY REVENUES 422,642 389,700 408,000 18,300
TOTAL CURRENT REVENUES $71,603,630 $72,344,300 $73,753,800 $1,409,500
Account Revenue FY 2002 FY 2003 FY 2004 Variance
Number Title ACTUAL BUDGET APPROVED 2003 vs. 2004
Taxes
1010 Property Tax 13,691,097 14,565,000 15,194,300 629,300
1030 Prior Year Prop. Tax 23,983 150,000 25,000 (125,000)
2001 State Use Tax 735,179 750,000 670,000 (80,000)
2003 Photo Finishing Tax 154,142 150,000 - (150,000)
2004 State Sales Tax 7,517,415 7,800,000 8,100,000 300,000
2005 Auto Rental Tax 35,202 34,000 34,000 -
2006 Athletic Contest Tax 477,097 500,000 500,000 -
2007 State Income Tax 5,356,629 5,300,000 4,800,000 (500,000)
2009 Fire Insurance Tax - 50,000 50,000 -
2010 Electric Utility Tax 2,576,508 2,600,000 2,650,000 50,000
2011 Natural Gas Utility Tax 1,068,264 1,100,000 800,000 (300,000)
2013 Cigarette Tax 294,165 300,000 300,000 -
2014 Municipal Gas Tax 319,691 350,000 320,000 (30,000)
2015 Liquor Tax 1,548,350 1,375,000 1,400,000 25,000
2016 Parking Tax 1,287,758 950,000 1,500,000 550,000
2017 Per. Prop. Replacement 622,090 662,000 428,000 (234,000)
2019 Per. Prop. Rep. - Rec. 45,857 45,800 45,800 -
2020 Per. Prop. Rep. - Lib. 49,720 49,700 49,700 -
2021 Real Estate Transfer 2,777,920 2,500,000 2,500,000 -
2022 Home Rule Sales Tax 4,792,114 4,900,000 5,300,000 400,000
2023 Nat. Gas Use Home Rule 295,146 300,000 300,000 -
2024 Telecommunications Tax 3,067,271 2,900,000 3,600,000 700,000
2025 Amusement Tax 8,200 - - -
Total Taxes: $46,743,798 $47,331,500 $48,566,800 1,235,300
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Licenses and Permits
3001 Vehicle Licenses 1,633,296 2,020,000 2,020,000 -
3002 Business Licenses 99,970 150,000 150,000 -
3003 Pet Licenses 12,340 43,000 43,000 -
3004 Bicycle Licenses 101 300 200 (100)
3005 Contractor Licenses 79,071 60,000 60,000 -
3006 Building Permits 3,097,565 2,042,000 1,600,000 (442,000)
3007 Plumbing Permits 242,242 175,000 100,000 (75,000)
3008 Electrical Permits 214,052 150,000 120,000 (30,000)
3009 Signs and Awnings 14,327 7,000 10,000 3,000
3010 Elevator Permits 44,180 55,000 55,000 -
3011 Other Permits 295,551 225,000 200,000 (25,000)
3012 Rooming House Licenses 188,790 180,000 180,000 -
3013 Heating, Vent., Air Permits 338,241 225,000 150,000 (75,000)
3014 Liquor Licenses 215,157 250,000 250,000 -
3015 Commercial Drive Permits 1,070 600 600 -
3016 Plat Approval Fees 495 2,500 2,500 -
3017 Farmers' Market Licenses 14,000 14,000 14,000 -
3018 Sign Licenses Fee 32,836 32,000 30,000 (2,000)
3019 Other Licenses 2,170 2,400 2,400 -
3020 NU/Centel Easement 72,828 97,000 97,000 -
3021 Residents Parking Permits 118,734 113,000 113,000 -
3022 Fire Alarm Permit Fees 520 - - -
3023 Cable Franchise Fee 519,607 420,000 475,000 55,000
3024 Long Term Care License 98,740 112,400 112,400 -
3026 Alarm Panel Fran. Fee 14,400 14,400 14,400 -
3030 Nicor Franchise 54,703 35,000 35,000 -
Total Licenses: $7,404,986 $6,425,600 $5,834,500 ($591,100)
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Fines
4001 Ticket Fines - Parking 2,456,779 2,942,000 3,400,000 458,000
4018 Administrative Adjudication Fines 129,095 110,000 130,000 20,000
4002 Regular Fines 198,466 160,000 170,000 10,000
4004 Building Code Violations 500 5,000 5,000 -
4005 Animal Ordinance Pen. 430 1,600 1,600 -
4006 Boot Release Fee 77,700 50,000 50,000 -
4008 Fire False Alarm Fines 51,750 40,000 40,000 -
4009 Police False Alarm Fines 116,735 75,000 100,000 25,000
4010 Long Term Care Fines 74 - - -
4012 Permit Penalty Fees 38,114 10,000 5,000 (5,000)
4013 Out of Service Alarm - - - -
4011 Housing Code Violations 4,673 4,000 1,000 (3,000)
Total Fines: $3,074,316 $3,397,600 $3,902,600 $505,000
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Service Charges
5001 Birth and Death Records 192,901 220,000 - (220,000)
5003 TB Nursing Services 12,000 12,000 12,000 -
5004 Weights and Measures 422 1,000 1,000 -
5006 Senior Taxi Coupons 48,946 55,000 55,000 -
5009 VD Program - Skokie 2,250 1,500 1,500 -
5010 Fire Cost Recovery Ch. 25,228 5,000 5,000 -
5011 Other Service Charges 15,473 5,000 5,000 -
5012 Health Svc. Chr. -Other 20 - - -
5014 Personal Health Clinic Fees 47 - - -
5018 Recycling - Material Sales 620 - - -
5019 Condo Conversion App. 88,402 70,000 44,000 (26,000)
5020 Fire Training Fees-Hosp - - - -
5021 Emergency Medical Services 342,031 320,000 340,000 20,000
5025 Towing Charges - 50,000 50,000 -
5026 Police Report Fees 23,990 21,500 21,500 -
5028 Wood Recycling 6,477 - - -
5029 Zoning Fees 44,893 35,000 25,000 (10,000)
5030 Fire Report Fees 1,139 1,000 1,000 -
5031 Family Planning Clinic 1,294 3,000 3,000 -
5032 Dental Clinic 81,048 90,000 90,000 -
5033 Fire Building Inspectors - - - -
5035 Alarm Panel Sub. Fee 31,039 27,500 27,500 -
5036 Skokie Animal Board Fee 200 - - -
5040 Telecommunicaitons Maint. Fee 479,906 600,000 - (600,000)
5070 Recycling Service Charge 232,246 628,000 628,000 -
5072 Sanit Special Pickup Fees - 70,000 40,000 (30,000)
5034 Passport Execution Fee 9,555 7,000 9,000 2,000
5081 Health Clinic - Immunization 8,843 7,000 8,000 1,000
5082 Health Clinic - Sex Trans. Dis. 5,947 4,200 5,000 800
5083 Health Clinic - TB 2,637 2,000 2,500 500
5084 Health Clinic - Lab 11,499 8,500 11,900 3,400
5085 Health Clinic - Food Est. 174,671 165,000 165,000 -
5086 Children Health 3,172 2,500 2,500 -
5087 Health Clinic - School Phys. 1,270 3,500 3,500 -
5008 State Highway Maint. 113,375 105,000 113,000 8,000
5119 Birth Certificate - - 79,000 79,000
5120 Death Certificate-16.23 - - 79,000 79,000
5121 Death Certificate-16.OB - - 66,700 66,700
5122 Funeral Director License - - 4,500 4,500
Total Service Charges: $1,961,541 $2,520,200 $1,899,100 ($621,100)
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Revenue from Other Agencies
6002 Local Health Protection - State 63,353 63,700 63,700 -
6004 Family Case Mang. Grant 87,400 95,000 110,500 15,500
6005 Viol. Crime Vic. Asst. Grant 15,000 20,000 20,000 -
6008 Dental Sealant Grant 6,991 7,800 7,800 -
6009 State Aid - Aids Testing 9,709 - 7,200 7,200
6010 Fire Dept. Training 2,747 600 600 -
6015 Impact Tobacco Grant - 37,000 - (37,000)
6018 Kid Care 6,659 - 4,000 4,000
6020 Title XX Family Planning 49,500 54,000 54,500 500
6030 Hearing and Vision 9,244 6,400 6,400 -
6037 Art Council 35,500 28,400 28,400 -
6049 Health & Wellness 6,017 13,600 13,600 -
6051 Teen Pregnancy Prevention 50,600 55,000 55,600 600
6052 Childhood Lead Poisoning 1,946 4,000 4,000 -
6053 Teen Parent Services Prog 5,200 - 10,000 10,000
6056 Evanston Township Housing 3,590 - - -
6060 Sickle Cell IDPH Grant 6,496 10,200 10,200 -
6501 Mics. 695 - - -
6504 Comm. Aging Grt. - Advocate 20,254 17,800 17,800 -
6506 FEMA 51,327 11,000 - (11,000)
6507 Police Training 4,590 8,000 8,000 -
6508 HUD Emerg. Shelter Grants 63,505 84,000 - (84,000)
6510 Law Enforcement Block Grant 132,778 132,000 79,100 (52,900)
6552 Day Care Inspection Grant 15,568 - - -
6556 Ill. Criminal Justice Info Authority - - 15,000 15,000
6505 Dept. Aging - Computers 495 - - -
6080 Youth Outreach - Cook County 29,700 50,000 - (50,000)
6019 IL. Tobacco Funds 36,860 - 37,000 37,000
6554 Outreach Grant 750 - - -
6556 Library Hispanic Outreach - 36,000 - (36,000)
Revenue from Other Agencies: $715,724 $734,500 553,400 (181,100)
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Other Revenue
7001 Property Sales and Rental 132,385 130,000 130,000 -
7002 Damage Compensation 61,324 25,000 25,000 -
7003 Miscellaneous Revenue 187,981 127,800 100,000 (27,800)
7010 Payment in Lieu of Taxes 43,282 27,000 27,000 -
7040 Parking Permits - Ryan Field 11,739 12,000 12,000 -
7300 Interest Income 534,188 200,000 200,000 -
Total Other Revenue: $970,899 $521,800 494,000 (27,800)
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Transfer From Other Funds
8110 From Fleet Services 110,900 121,100 116,400 (4,700)
8224 From Motor Fuel Fund 670,000 670,000 750,000 80,000
8228 From CDBG 782,761 896,800 1,053,400 156,600
8229 From Home Fund 30,378 35,500 37,300 1,800
8230 From Emergency Tel. Sys. 75,000 78,000 125,400 47,400
8264 From Econ. Devel. Fund 88,400 92,000 250,000 158,000
8270 From ETHS - - 30,000 30,000
8454 From Washington Nat. TIF 58,000 75,000 130,000 55,000
8456 From How. Hartrey TIF - 10,000 100,000 90,000
8457 From Southwest TIF - 20,000 20,000 -
8568 From Downtown TIF 159,000 250,000 250,000 -
8569 From Capital Imp. Fund 300,000 200,000 250,000 50,000
8615 From Special Asst. Fund 25,000 25,000 30,000 5,000
8718 From Parking Fund 530,100 696,700 893,700 197,000
8719 From Water Fund 145,800 145,800 153,000 7,200
8720 From Water Fund ROI 2,386,000 2,386,000 2,386,000 -
8721 From Water Fund - Adm. Exp. 968,300 996,100 1,045,800 49,700
8724 Maple Ave Garage Fund 35,000 36,500 38,300 1,800
8774 From Sewer Fund 533,299 563,000 591,200 28,200
Total Transfer from Funds: $6,897,938 $7,297,500 8,250,500 $953,000
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Recreation:
8804 Magazine Revenue 26,289 26,000 27,000 1,000
8812 Crown Comm. Ctr. Revenue 123,305 201,900 195,000 (6,900)
8813 Chandler Center Revenue 397,740 358,200 365,300 7,100
8814 Fleetwood Center Revenue 128,232 165,000 165,000 -
8815 Fleet. Theatre Revenues 22,915 20,000 20,600 600
8816 At-Risk Opportunities 76,975 89,100 80,000 (9,100)
8817 Levy Center Revenues 94,834 183,400 280,700 97,300
8821 Church St. Boat Ramp 70,730 113,500 125,200 11,700
8823 Boat Storage Facilities 75,029 69,700 73,100 3,400
8824 Beach Revenues 517,155 480,000 500,800 20,800
8828 Crown Ice Center Revenues 988,747 951,800 925,000 (26,800)
8832 Adult Sport League Revenue 54,813 57,300 42,300 (15,000)
8834 Aquatic Camp Revenue 66,554 74,500 89,100 14,600
8836 Outdoor Tennis Revenue 100,039 85,500 117,000 31,500
8837 Youth Sports Revenue 11,462 2,800 11,200 8,400
8843 Special Rec. Revenue 40,932 43,300 45,300 2,000
8846 Summer Playground Rev. 501 - - -
8847 Skate Park & Bus Program 9,850 15,800 6,000 (9,800)
8881 Ecology Center Revenue 32,000 52,000 58,400 6,400
8882 Ecology Ctr. Camp Revenue 129,555 130,000 145,000 15,000
8891 Noyes Cult Arts Center Rev. 297,912 221,600 219,600 (2,000)
8892 Arts Council Revenue - 13,000 15,000 2,000
8893 Cultural Arts Programs 146,217 371,500 338,300 (33,200)
Total Recreation Revenue: $3,411,786 $3,725,900 $3,844,900 $119,000
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 FY 2003 FY 2004 Variance
ACTUAL BUDGET APPROVED 2003 vs. 2004
Library Revenues
8901 Library Fines & Fees 167,614 150,000 160,000 10,000
8902 Film Rentals 62,476 55,000 60,000 5,000
8903 Non-Resident Cards 3,260 3,000 3,000 -
8904 Books Lost & Paid 20,968 20,000 20,000 -
8905 Book Reserves 4,960 4,700 4,700 -
8906 Lib. Misc. Revenues 3,592 4,000 4,000 -
8907 Rental Books 8,526 9,000 9,000 -
8908 Library Copy Mach. Chrgs. 22,928 22,000 24,000 2,000
8909 Library Meeting Rm. Rental 10,275 8,500 8,500 -
8910 North Branch Rental Inc. 26,728 20,000 25,100 5,100
8911 State Per Capital Grant 88,696 90,700 86,900 (3,800)
8912 Multimedia Collection 2,619 2,800 2,800 -
Total Library Revenues: $422,642 $389,700 $408,000 $18,300
Total Miscellaneous $0 $0 $0 -
$71,603,630 $72,344,300 $73,753,800 $1,409,500Total General Fund Revenues
City of Evanston
City Council
Three Year Fiscal History
$263,400
$267,900
$235,069
$210,000
$220,000
$230,000
$240,000
$250,000
$260,000
$270,000
$280,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.36%
City of Evanston
City Council
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
City Council 235,069 263,400 246,637 267,900
Total 235,069 263,400 246,637 267,900
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Animal license fees, parking fines, permit fees for sidewalk cafes, the wheel tax and recycling fees were increased and a special
fee for refuse pickup enacted. Hours for parking meters hours were extended in the downtown from
9 a.m. - 6 p.m. to 8 a.m. - 9 p.m. to be implemented in the fall. The Zoning Ordinance was amended to require more parking in
multi-family residential property and Funeral Homes were added as permitted or special uses in various non-residential
districts. Results of a study funded by a state grant for recreational needs in southeast Evanston and three alternative building
plans were presented to the City Council. Due to lack of funds and other priorities, the Council voted not to go forward with the
project. The trial period for booting on private property in the central business district was increased for one year to April 1,
2003. Three new liquor license categories were created. One was for retirement communities, grocery stores of 5,000 -7,500
square fee and a B1 license that allows establishments in the core area to stay open until 3 a.m. A group of residents on or near
the Ridge Avenue Historic District came before Council and objected to mast-arm traffic signals that were to be installed based
upon a CMAQ grant from the federal government to mitigate air quality. A special Council meeting was held on the project.
The Council voted to approve the nomination of the WCTU administration Building, 1730 Chicago Avenue to the National
Register of Historic Places. Discussions began on instituting binding appearance review. The city code was amended
concerning enforcement of city park regulations. By unanimous vote, the Council passed a resolution that endorsed the
establishment of a Federal Commission to study reparation proposals for African Americans. The Council voted to contract
with Evanston Township to provide emergency assistance services. The new Levy Center at 300 Dodge Avenue was dedicated
on July 21 and will contain an enabling garden, largely funded by the Rothschild Foundation and Life Enrichment Fund.
Council voted to use the former Recycling Center for storage of city equipment as an alternative to leasing space. The Council
gave approval for a reconnaissance shoreline study of Lake Michigan for a potential marina by the Army Corps of Engineers and
funded by the corps. Honorary street names were given to Byrne Piven and Ed Gold. The Council amended the landlord/tenant
ordinance by reducing the interest on security deposits to the same rate as in the City of Chicago. In August a special Council
meeting was held to examine capital improvement program policies, discuss funding and operating budget policies.
City of Evanston
City Council
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Number of Ordinances Adopted 123 134 130
Number of Resolutions Adopted 93 107 90
Updated Board and Commission Rosters Ongoing Ongoing Ongoing
FULL TIME EQUIVALENT POSITIONS 1.00 1.00 1.00
Approved Adjustments in 2003-2004 Budget
During the August 2002 City Council goal setting session, the budget and CIP policy were discussed at length. A
budget police and CIP policy were adopted by Council in 2002 and will provide guidance as Council works to balance
the budget for 2003/04. However, the list of priorities previously developed at the 2001 goal setting session will
continue to be the focus of staff. The areas of concentration include:
Howard & Church/Dodge Development
Dutch Elm Program
Infrastructure Improvements
Land Use (Density, Zoning reviews)
Budget Process/Policy/Community-Non-Profit Involvement
Affordable Housing
Lakefront Use and Waterway Resources
Downtown Projects Completion
Improved Communication with Citizens
Proactive Police Strategies
Alternative Transportation Modes
Centralized Citizen/Aldermanic Request System
Aldermanic Resources
Neighborhood Festivals
NU Relationship
Improve/Maintain Diversity
Optimization of Service Delivery
The City Council formulates policies and ordinances to guide the orderly development and administration of the
City; determines the use of tax dollars and other funding sources to meet the City's needs; holds public hearings to
provide citizens with opportunities to be heard; participates in conferences, forums and meetings of legislative
groups and associations; keeps its constituency informed of City issues and activities through ward meetings and
public forums; responds to citizen requests for services and information.
City of Evanston
City Council
2002-2003
Appropriation
2003-2004
Approved
9 Alderman
1 Aldermanic Secretary
1 Mayor
Regular Pay Permanent 148,800 148,800
Overtime Pay Permanent 300 300
Personal Services $149,100 $149,100
Printing 500 500
Telephone & Telegraph - 4,500
Postage Chargebacks 600 600
Board and Commission Training 2,000 2,000
Training and Travel 10,000 10,000
Postage 400 400
Telephone Chargebacks 3,200 3,200
Membership Dues 32,700 32,700
Expense Allowance 100 100
Copy Machine Charges 2,000 2,000
Other Contractual Services 16,500 16,500
Contractual Services $68,000 $72,500
Books, Publications, Maps 100 100
Office Supplies 1,200 1,200
Commodities $1,300 $1,300
Contingencies 200 200
Medical Insurance 44,700 44,700
Life Insurance 100 100
Other Charges $45,000 $45,000
City Council $263,400 $267,900
City of Evanston
City Manager
Three Year Fiscal History
$649,100
$595,900
$630,813
$560,000
$570,000
$580,000
$590,000
$600,000
$610,000
$620,000
$630,000
$640,000
$650,000
$660,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.81%
City of Evanston
City Manager's Office
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
City Manager's Office 624,643 531,700 562,156 478,500
Public Information 0 103,400 78,951 103,400
Farmers' Market 6,170 14,000 13,728 14,000
Total Expenditures: 630,813 649,100 654,835 595,900
Revenues
Seasonal Farmers' Market Licenses 14,800 19,500
Total Revenues: 14,800 19,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City Manager's Office:
Worked with the developer to complete the last two components of Church St. Plaza: the residential housing unit
and mini-anchor to be completed.
Staff worked diligently with the Sherman Ave. Plaza developers to achieve financing and develop a project that works for
the community that includes a new public parking garage, retail, and residential developments.
Coordinated the efforts of all staff to accomplish the various goals set forth in the goal setting session in August 2001with
staff and Council.
Coordinated the annual goal setting workshop with staff and Council.
Worked with the Legal, Finance, Management & Budget, and Human Resources Departments in implementing the
necessary changes recommended by our outside consultant hired to review our entire Risk Management Program.
Assisted the IS Department by providing accurate and essential information on our Web Page that citizens can utilize to
answer their questions and service their needs.
Public Information:
Continued to increase in-house communications by utilizing City Beat Newsletter and our internal Web page.
Worked with the Chamber of Commerce to create a more comprehensive relocation information package.
Redesigned Highlights Newsletter with the City's new logo and incorporated more feature articles and other city
publications to save on printing costs.
Created an electronic newsletter that is sent to subscribers weekly.
Worked with various departments to assist them in producing information flyers to our constituents in a more systematic
and effective manner.
Assisted other City Manager staff in creating Identification Cards for all City employees.
City of Evanston
City Manager's Office
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Number of Aldermanic Requests, Police Service
Requests, & citizen Requests 1150 1200 1200
Prepare agendas and materials for regular and special
Council and A&PW meetings 49 49 49
Film Permits 100 55 50
Sidewalk Cafes 15 20 20
Raffle Permits 20 30 50
Special Events Permits N/A N/A 50
FULL TIME EQUIVALENT POSITIONS 6.55 5.55 5.10
Approved Adjustments in 2003-2004 Budget
1. Install new software system to track all Aldermanic Requests, Citizen Inquiries, and Police Service Requests
citywide by December 2004.
2. Work with the Legal Department and City Clerk's Office to recodify the City Code by February 2004.
3. Assist the Finance Department in the implementation of the new financial systems with the completion of the
Accounts structure, Payroll and Human Resources modules by February 2004.
4. Examine Ward demographics and redistrict accordingly by February 2004.
5. Begin negotiation of a longer-term contract with ComEd to be completed by February 2004.
The City Manager and his staff direct the administration and execution of the policies and goals formulated by the
City Council and propose alternative solutions to community problems for City Council consideration. These
responsibilities include advising the Council on present and future financial, personnel and program needs,
implementing immediate and long-range City priorities, establishing procedures which will assist the City in serving
its citizens, preparing of the annual budget and supervision of the City department heads. Staffs are also 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, reviewing all items before
governing body consideration and responding to inquiries from citizens and elected officials. Its members work
closely with the public to both resolve service delivery problems as well as disseminate changes in City policy. Staff
monitors legislation both in Springfield and Washington, D. C. to determine the potential impact on Evanston
residents, businesses and government; in addition, the Office staffs the Rules Committee and works with that group to
coordinate lobbying efforts. Finally, the Office is also responsible for issuing a number of permits including
loudspeaker, film, and raffle licenses.
City of Evanston
City Manager's Office
2002-2003
Appropriation
2003-2004
Approved
0.7 Administrative Secretary
0.7 Assistant City Manager
1.85 Assistant to the City Manager
1 City Manager
0.85 Executive Assistant
Regular Pay Permanent 451,200 415,200
Temporary Salaries 2,000 3,000
Personal Services $453,200 $418,200
Office Equipment Maintenance 500 500
Other Professional Services 20,000 -
Telephone & Telegraph 1,200 1,200
Postage Chargebacks 900 900
Training and Travel 500 500
Automobile Allowance 7,400 7,400
Telephone Chargebacks 3,900 3,900
Membership Dues 5,700 7,000
Copy Machine Charges 3,000 3,000
Contractual Services $43,100 $24,400
Books, Publications, Maps 200 200
Office Supplies 1,000 1,000
Commodities $1,200 $1,200
Contingencies - 500
Medical Insurance 32,800 32,800
Life Insurance 1,400 1,400
Other Charges $34,200 $34,700
City Manager's Office $531,700 $478,500
City of Evanston
Public Information
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Highlights Newsletter 3 4 4
CityBeat Newsletter 12 12 12
Electronic Newsletter N/A 50 52
FULL TIME EQUIVALENT POSITIONS 1.00 1.00
Approved Adjustments in 2003-2004 Budget
1. Complete a comprehensive audit of city communications procedures and create communications policies and procedures
for the entire organization by February 2004.
The City Manager's Office provides information to the public on a broad range of programs, services, issues, and policies
through publication of the City Newsletter, the City Web Page, and other mechanisms. Staff members prepare press
releases, create brochures on city programs, and organize educational efforts to better inform residents as needed. Also,
staff plans and conducts public relations programs and activities and special events designed to create, improve, and
maintain a favorable public image for the City.
The hiring of the city's Community Information Coordinator introduced some initial changes. In order to fulfill City
Council's goal to improve communication to the community, Highlights newsletter, the city's only collective communication
vehicle, was given its own identity by being pulled out of Arts and Recreation magazine and mailed "Postal Patron" for the
first time in several years. Plans are being made to piggy-back other City mailings with the newsletter to centralize the
communication and save costs.
The City Beat employee newsletter became a responsibility of the City Manager's Office to fulfill a need for improved
internal communications and employee education.
Along the electronic communication lines, staff works consistently with the city webmanager to place current events and
general city procedures on www.cityofevanston.org and continues to create interactive programs for two-way community
communication.
City of Evanston
Public Information
2002-2003
Appropriation
2003-2004
Approved
1 Community Information Coordinator
Regular Pay Permanent 54,900 54,900
Personal Services $54,900 $54,900
Printing 15,000 15,000
Postage Chargebacks 24,000 24,000
Training and Travel 100 100
Copy Machine Charges 1,000 1,000
Other Contractual Services 1,500 1,500
Contractual Services $41,600 $41,600
Books, Publications, Maps 300 300
Library Supplies 500 500
Commodities $800 $800
Medical Insurance 5,900 5,900
Life Insurance 200 200
Other Charges $6,100 $6,100
Public Information $103,400 $103,400
City of Evanston
Farmers' Market
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Seasonal Stall Rentals 37 38 39
Weekly Stall Rentals 1 1 1
Number of Charitable Organizations per week 2 2 2
City department stalls per week 1 1 1
FULL TIME EQUIVALENT POSITIONS
1. Find a new and permanent location for the Farmer's Market somewhere in the downtown area by April 1, 2004.
2. Continue to work towards reducing costs by hiring Crossing Guards instead of PEO's and Police Officers, finding a
permanent location with bathrooms in close proximity, etc. by April 2004.
The City Manager's Office conducts a Farmer's Market in downtown Evanston from the third Saturday in May through the
first Saturday in November. Staff contacts farmers from the surrounding metropolitan area, Wisconsin, Michigan and
Indiana. The farmers rent stalls on a seasonal or weekly basis to sell fresh produce and flowers. A Market Manager is hired
to oversee the market and assist with set-up and take-down. Every Saturday, two of Evanston's not-for-profit organizations
are at the market to sell fresh baked goods.
City of Evanston
Farmers' Market
2002-2003
Appropriation
2003-2004
Approved
Overtime Pay Permanent 4,300 4,300
Seasonal Employees 6,600 6,600
Personal Services $10,900 $10,900
Advertising 400 400
Postage Chargebacks 200 200
Rentals 1,500 1,500
Contractual Services $2,100 $2,100
Contingencies 1,000 1,000
Other Charges $1,000 $1,000
Farmers' Market $14,000 $14,000
City of Evanston
Management and Budget
Three Year Fiscal History
$2,090,700
$2,167,400
$2,094,089
$2,040,000
$2,060,000
$2,080,000
$2,100,000
$2,120,000
$2,140,000
$2,160,000
$2,180,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
2.94%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Information Systems 1,324,986 1,214,700 1,026,298 1,307,900
Budget Office 290,203 284,900 334,315 258,400
Geographic Information System 171,242 231,600 171,774 241,600
Administrative Adjudication 307,658 359,500 354,449 359,500
Total 2,094,089 2,090,700 1,886,836 2,167,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Office of Management and Budget
Information Systems:
Implemented the J. D. Edwards technology needed for the financial system rollout.
WEB site development high points include: (1)New search engine that indexes the entire web site as well as the Library web
site; (2) Provided Service Directory (known within the City as the Reverse Look-up; (3) Redesigned "Services" section with areas
targeted towards Residents, Businesses, and Visitors.
Application development includes: Developed “You Owe Look-up” that scans various databases for money owed the City of
Evanston.
Processed 3,410 Help Desk support calls resolving 60% in the first day, and 67 % in two days. Note: Service is behind from last
year when we closed 96% of the calls in two days.
Installed sixty new PC’s in various departments.
Piloted Windows and Office XP on twenty desktops.
Deployed all new building to building communication technology that greatly enhanced the usage of our AT&T I-Net system.
Completed the migration of all network servers to Microsoft 2000 operating system.
Upgraded the Microsoft Exchange email server to Exchange Enterprise 2000 edition, thus sizing for growth and enhancing
administration.
Performed system upgrades for IDC financial, MSI water billing, the T2 parking system data bases.
Administrative Adjudication:
We have received national and regional recognition for our adjudication program during the past year. Two nationally distributed
magazines (Governing and American Cities and Counties) wrote positive articles about innovation and success associated with
Evanston’s Administrative Adjudication. A high collection rate on monetary judgements and our paperless on-line appeal program
received this recognition. Both programs have been selected for creativity and innovation awards by the Northwest Municipal
Conference comprised of fifty cities in northern Illinois.
During the period 1/1/02 to 9/30/02, payments for judgements have totaled $887,000. This figure represents a two fold increase in
comparison with the same period the prior year. Citizens complaints and appeals of judgements have been kept to a minimum. In
a survey of individuals who attended hearings for their cases, it was found that not one person felt the system was unfair.
Professionalism and efficiency are constant and recurring objectives of this division.
Description of Major Activities
FY 2003-2004 Objectives
City of Evanston
Information Systems
1. Assist and facilitate the deployment of the J. D. Edwards financial system including the technology systems, user
administration, and report generation.
2. Upgrade the Telephone system voice mail and call accounting systems.
3. Provide employees with external access to City email.
4. Replace seventy-five Personal Computers that do not meet minimum performance requirements.
5. Continue deploying Microsoft Windows and Office XP.
6. Develop coursework and train XP users.
7. Continue deploying internal and external Internet WEB solutions including WEB based online Water Billing
payments.
8. Construct a disaster backup server and network facility at the Fleet Service Center.
The Information Systems (IS) Division provides technology and services that fulfill the City's broad based information
technology needs. Information Systems has the responsibility for planning that commits resources and provides a stable
direction for the future. The Division also has co-responsibility for product purchases and development projects, which
include initiation, management, and successful installation. IS has the responsibility and authority for review, control, 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.
Microcomputers – The proliferation of microcomputers as well as portable and hand-held devices capable of
independently processing data and interfacing with other City systems.
Network and application servers – The acquisition and overall management of various server platforms.
Communications – Data communications, internal and external electronic mail, electronic data interchange, and
the management problems of transmission of information.
Computer-aided design – Computer-aided drafting, mapping, design modification, testing, and process control.
Training – Providing a City-wide training function which includes training classes, answering help desk calls,
support documentation, and management of a training facility.
Other duties include:
– Ensuring the security of all data.
– Computer and Information System Data Center operations.
– Designing and managing data communications and telecommunications networks.
– Developing information processing policies and procedures.
– Conducting feasibility studies of new automated systems that could improve service or
enhance productivity.
– Developing and implementing office automation systems.
City of Evanston
Information Systems
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
630 800 815
410 390 410
16 16 16
18 22 22
3400 3410 3450
48% 60% 50%
96.00% 67.00% 75.00%
96.50% 97.60% 97.60%
3.50% 2.40% 2.40%
N/A 51.60% N/A
N/A 20.60% N/A
User Feedback -Response time to call - Average N/A 21.20% N/A
N/A 2.90% N/A
N/A 1.20% N/A
N/A 4557 4800
62 40 40
57 48 48
17 47 125
124 116 125
10.00 11.00 11.00
Approved Adjustments in 2003-2004 Budget
User Feedback -Response time to call - Fast
Number of Users with logon privileges
Number of locations supported
Number of personal computers supported
Number of Help Desk calls per year
Percent of Help Desk calls resolved in one day
Percent of Help Desk calls resolved in two days
User Feedback - Problem Solved Satisfactorily
Number of users trained in computer concepts and Word
User Feedback -Response time to call - Slow
User Feedback -Response time to call -Very Slow
Number of application and network servers supported
User Feedback - Problem Solved Unsatisfactorily
FULL TIME EQUIVALENT POSITIONS
Number of users trained in Excel
Number of users trained in other PC productivity tools
Number of users trained in E-Mail/Outlook/Internet
Visits to Intranet "cityweb" per day
User Feedback -Response time to call - Very Fast
2002-2003
Appropriation
2003-2004
Approved
1 Asst. UNIX Admin
1 Data Base Administrator
1 I.S. Manager
1 I.S. Trainer
2 Network Administrator
1 Operations Coordinator
1 Phone System Administrator
2 Technical Support Specialist
1 Web Developer
Regular Pay Permanent 691,100 691,100
Temporary Salaries 2,600 2,600
Personal Services $693,700 $693,700
Computer Equipment Maintenance 70,000 70,000
Other Professional Services 25,000 25,000
Telephone & Telegraph 211,500 211,500
Training and Travel 1,000 1,000
Fleet Service Fund Chargeback - 6,000
Computer License & Support 119,600 119,600
Membership Dues 3,900 3,900
Copy Machine Charges 300 300
Other Contractual Services - 87,200
Contractual Services $431,300 $524,500
Books, Publications, Maps 1,000 1,000
Office Supplies 26,700 26,700
Personal Computer Software 2,000 2,000
Commodities $29,700 $29,700
Contingencies 1,000 1,000
Transfers to Other Funds 200,000 200,000
Medical Insurance 65,000 65,000
Life Insurance 1,400 1,400
Other Charges $267,400 $267,400
-
Services Billed Out (207,400) (207,400)
Miscellaneous ($207,400) ($207,400)
Information Systems $1,214,700 $1,307,900
City of Evanston
Information Systems
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
December 31, 2000 December 31, 2001 December 31, 2002
June 15, 2001 April 1, 2002 April 1, 2003
35 39 100
3.75 4.00 4.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Budget Office
FULL TIME EQUIVALENT POSITIONS
Completion of the Proposed Budget
Completion of the Approved Budget
City Council Budget Memo's prepared
1. Implement J. D. Edwards, new financial software by February 2004.
2. Revise and improve budget monitoring process by reviewing all present monthly reporting and creating a new
expenditure model by February 2004.
The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures,
developing program objectives and producing the proposed and approved budgets. During the City Council's budget review,
the Budget Office prepares memos and performs other analysis in response to Council questions. During the year, the Budget
Office monitors departmental revenues and expenditures and performance of departments and divisions. The Budget Office
supervises the operation of the Information Systems, Geographical Information Systems and Administrative Adjudication
divisions. The Budget Office also completes special projects and studies as directed by the City Manager's Office. The
Budget Office provides staff support for the Emergency Telephone System Board and the Liquor Control Commission.
2002-2003
Appropriation
2003-2004
Approved
1 Administrative Assistant
1 Director
1 Grants Writer
1 Management Analyst
Regular Pay Permanent 237,700 214,200
Personal Services $237,700 $214,200
Books, Publications, Maps 200 200
Office Supplies 1,000 1,000
Commodities $1,200 $1,200
Medical Insurance 24,000 21,000
Life Insurance 500 500
Other Charges $24,500 $21,500
Personal Computer Equipment 2,500 2,500
Capital Outlay $2,500 $2,500
Budget Office $284,900 $258,400
City of Evanston
Budget Office
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
125 134 135
800 2200 2500
2500 1600 2500
Geographic layers maintenance 110 130 132
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Geographic Information System
Map Requests
External GIS web site interactions per week
Internal GIS web site interactions per week
FULL TIME EQUIVALENT POSITIONS
1. Obtain new aerial photography through cooperative agreement with other area municipalities.
2. Create a series of maps and web applications to provide ADA accessibility information to City buildings and properties.
3. Provide infrastructure and training to allow Police Department to independently create analytical crime maps.
4. Add an additional 12 geographic layers to City's GIS.
5. Create web based documentation describing all layers within City's GIS.
GIS offers the City the opportunity to visualize, analyze, and maintain geographically related data better. 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, 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 and services to Evanston employees and residents.
2002-2003
Appropriation
2003-2004
Approved
1 GIS Analyst
1 GIS Manager
1 Programmer Analyst
Regular Pay Permanent 174,300 174,300
Seasonal Employees 2,600 10,600
Personal Services $176,900 $184,900-
-
Photographers/Blueprints 200 200
Office Equipment Maintenance 300 300
Other Professional Services 10,000 10,000
Training and Travel 300 300
Telephone Chargebacks 900 900
Computer License & Support 16,200 18,200
Membership Dues 300 300
Copy Machine Charges 1,100 1,100
Contractual Services $29,300 $31,300-
-
Books, Publications, Maps 500 500
Minor Equipment & Tools 500 500
Safety Equipment 100 100
Office Supplies 1,000 1,000
Photo/Drafting Supplies 500 500
Personal Computer Software 5,000 5,000
Commodities $7,600 $7,600-
-
Medical Insurance 17,600 17,600
Life Insurance 200 200
Other Charges $17,800 $17,800-
Geographic Information System $231,600 $241,600
City of Evanston
Geographic Information System
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
2,146 3,580 3,600
34,600 42,500 55,000
55%55% 60%
N/A 36 40
N/A N/A 115
N/A N/A 60
4.00 3.50 3.50
Approved Adjustments in 2003-2004 Budget
City of Evanston
Administrative Adjudication
% of cases set for hearings paid
Number of summons issued
Number of parking ticket cases adjudicated
FULL TIME EQUIVALENT POSITIONS
Number of property cases adjudicated
Number of Police cases adjudicated
All others (Fire, Parks & Health)
1. Identify all citizen complaints regarding Administrative Adjudication. Determine procedural changes which can be
made to reduce citizen complaints.
2. Submit proposed legislative changes to improve the Administrative Adjudication process to the State Legislature in
Springfield.
3. Establish an Administrative Adjudication association for the State of Illinois.
4. Establish on-line payments for all fines.
Conduct adjudicatory hearings for all City code violations with the exception of those involving incarceration and moving
traffic violations. City managed hearings will produce the desired results: increase revenue by eliminating court costs
previously paid to the county; increase the field work time of police, fire, parking enforcement and park rangers since
they will 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.
Conduct adjudicatory hearings of cases involving violations of all municipal ordinances with the exception of those
involving incarceration or moving traffic violations.
Provide a forum where charges of code violations can be resolved in an impartial and efficient manner.
Improve the "quality of life" in the City of Evanston 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 know how to utilize the system and appreciate the benefits
that will accrue to the City.
2002-2003
Appropriation
2003-2004
Approved
1 Adjudication Manager
2 Administrative Aide
Regular Pay Permanent 144,200 144,200
Overtime Pay Permanent 1,000 1,000
Permanent Part Time 116,400 116,400
Temporary Salaries 4,200 4,200
Personal Services $265,800 $265,800
Printing 1,000 1,000
Office Equipment Maintenance 500 500
Legal Services - General Liability 1,500 1,500
Other Professional Services 30,000 30,000
Telephone & Telegraph 700 700
Training and Travel 400 400
Postage 15,000 15,000
Telephone Chargebacks 2,000 2,000
Court Cost/Litigation Expense 2,500 2,500
Copy Machine Charges 500 500 -
Contractual Services $54,100 $54,100
Books, Publications, Maps 500 500
Licensing/Regulatory Support 15,000 15,000
Minor Equipment & Tools 2,000 2,000
Office Supplies 4,000 4,000
Commodities $21,500 $21,500
Contingencies 500 500
Medical Insurance 17,300 17,300
Life Insurance 300 300
Other Charges $18,100 $18,100
Administrative Adjudication $359,500 $359,500
City of Evanston
Administrative Adjudication
City of Evanston
City Clerk
Three Year Fiscal History
$179,700
$192,700
$170,533
$155,000
$160,000
$165,000
$170,000
$175,000
$180,000
$185,000
$190,000
$195,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.26%
City of Evanston
City Clerk
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
City Clerk 170,533 179,700 166,895 192,700
Total Expenditures: 170,533 179,700 166,895 192,700
Revenues
BOCA Codes - 8,000 8,000 8,000
City Codes/Zoning Codes - 1,700 1,700 600
Hunting/Fishing License Fees - 2,000 2,000 60
Maps - 500 500 300
Planning/Preservation Booklets - 270 270 70
Photocopying - 350 350 200
Minutes Subscriptions - 240 240 0
Landlord/Tenant Ordinance 1,800 1,800 1,600
Second Recycling Bins - 600 600 300
Miscellaneous - 1,300 1,300 600
Passport Applications - 7,500 7,500 18,000
-
Total Revenues:-24,260 24,260 29,730
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
The City Clerk's office participated in conducting a fair and impartial Primary Election, March 19, 2002 in cooperation with
Cook County Department of Elections. The office was open extended hours to facilitate greater voter registration and in-
person absentee voting. Efforts were made with Cook County to get more polling places to comply with ADA standards for
accessibility for disabled persons.
The office processed 14% more real estate transfers than in the same period last year due to record sales of homes and
condominiums.
342 passport applications were processed in this period.
The City Clerk's office responded to numerous requests for information and made referrals to other departments and within
the City by telephone and E-mail.
City of Evanston
City Clerk
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Voters Registered 1,200 600 600
Number of in-person absentee voters 1,350 600 200
Real Estate Transfer Tax Transactions 1,700 1,800 1,800
Exemptions from real estate transfer tax issued 700 800 800
Replacement recycling bins distributed 300 300 300
Disabled parking placards distributed 150 150 150
Yearly Calendar of scheduled meetings Dec-00 1-Dec 2-Dec
Passport Applications taken 500 600 600
FULL TIME EQUIVALENT POSITIONS 3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
1. Participate in and conduct a fair and impartial Consolidated Election April 1, 2003 in cooperation with the Cook
County Department of Elections with expanded hours for voter registration and in-person absentee voting.
The City Clerk is secretary to the City Council and staff to special Council committees; produces official minutes of
all Council meetings; responsible for maintaining official City records including the City Code; serves as the local
election official, Deputy Registrar for Voter Registration and provides absentee voter services and other election
related activities. The City Clerk's office receives lawsuits in which the City is named. The City Clerk's office
maintains the 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 natural 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 also assists the Mayor, Aldermen and staff with special projects
and activities and represents the City at various meetings.
City of Evanston
City Clerk
2002-2003
Appropriation
2003-2004
Approved
1 City Clerk
1 Clerk Typist III
1 Deputy City Clerk
Regular Pay Permanent 125,000 125,000
Overtime Pay Permanent 700 700
Permanent Part Time 5,900 5,900
Personal Services $131,600 $131,600
Printing 900 900
Office Equipment Maintenance 500 500
Other Professional Services 8,000 9,000
Postage Chargebacks 900 900
Training and Travel 1,500 1,500
Postage - 700
Telephone Chargebacks 1,600 1,600
Membership Dues 300 300
Copy Machine Charges 6,500 6,500
Contractual Services $20,200 $21,900
Books, Publications, Maps 700 700
Election Supplies 100 100
Merchandise for Resale 8,000 10,000
Office Supplies 1,000 1,000
Commodities $9,800 $11,800
Contingencies 200 200
Medical Insurance 17,700 17,700
Life Insurance 200 200
Other Charges $18,100 $18,100
Micro Film Machine - 9,300
Capital Outlay - $9,300
City Clerk $179,700 $192,700
City of Evanston
Legal
Three Year Fiscal History
$634,000 $559,000
$1,784,985
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.76%
City of Evanston
Legal
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures:Actual Appropriation Actual Approved
Legal Administration 1,395,629 634,000 620,585 559,000
Insurance/Risk Management 389,356 0 0 0
Total Expenditures:1,784,985 634,000 620,585 559,000
Revenues:
Damages - General Fund 10,000 10,000 10,000 40,000
Damage - Fleet Services Fund 15,000 15,000 15,000 15,000
Total Revenues: 25,000 25,000 25,000 55,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
A review of the current year completed and anticipated accomplishments.
FY 02-03 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: Northwestern University, Keefe-Shea, Prado-Devaul, Walsh, Bench,
McNally, and Frett. The Law Department attorneys have become increasingly involved in prosecuting matters in
administrative adjudication as well as defending appeals in administrative review.
A discussion of the major objectives and activities to be addressed in 2003-04.
The most significant and important project in the Law Department is the appeal of the Prado-Devaul matter. While post-trial
motions have been filed in FY 02-03, appellate work and final decision will occur in FY 03-04.
Appropriate funding must be accomplished for all outstanding and projected litigation.
The increase in Administrative Adjudication activities (both at the hearing and appellate level) must be coordinated with the
staffing capacities of the department.
City of Evanston
Legal Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Ordinance cases prosecuted
(property maintenance, animal,
disorderly conduct, trees, parking)5,000 1,000 500
2. Traffic prosecution cases 7,500 7,500 7,500
3. Ordinance written and/or reviewed 154 125 162
4. Resolutions written and/or reviewed 134 98 118
5. Opinions written 50 50 50
6. Administrative adjudication (including appeals)175 (hours) 250 (hours)
FULL TIME EQUIVALENT POSITIONS 6.25 6.00 6.00
Approved Adjustments in 2003-2004 Budget
1. Satisfactorily, resolve major civil litigation (value in excess of $300,000.00) thereby reducing legal expenses for ensuing
fiscal years.
2. 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).
3. Develop seamless operating efficiencies between the Law 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).
4. Coordinate the Risk Management Third Party Administrator functions with Worker's Compensation Administration.
5. Resolve outstandingly property tax issues by filing exemptions, certificates of error and initiating legal actions as necessary.
The Department of Legal Administration provides legal opinions to the City Manager, City staff, elected officials, and City
Boards and Commissions. The Department drafts or reviews proposed ordinances and resolutions, and researches questions
of procedure and policy. The Department prosecutes violations of the city code, including zoning, building maintenance,
animal control, long-term care, traffic and general police matters. The Department prepares real estate leases, purchase and
sales agreements and easement agreements; reviews or develops contract specifications, leases and general agreements;
represents the City in personal injury, property damage, administrative review, civil rights and human rights litigation;
conducts special assessment and tax relief procedures and prosecutes any and all litigation initiated by the City. The
Department supervises all legal concerns of the city.
City of Evanston
Legal Administration
2002-2003
Appropriation
2003-2004
Approved
2 Asst. Corp. Counsel
2 Executive Secretary
1 First Asst. Corp. Counsel
1 Staff Attorney
Regular Pay Permanent 434,500 409,500
Personal Services $434,500 $409,500
Legal Services - General Liability 125,000 75,000
Postage Chargebacks 600 600
Training and Travel 600 600
Automobile Allowance 1,700 1,700
Telephone Chargebacks 5,800 5,800
Court Cost/Litigation Expense 15,000 15,000
Membership Dues 1,400 1,400
Copy Machine Charges 1,800 1,800
Contractual Services $151,900 $101,900
Books, Publications, Maps 10,000 10,000
Office Supplies 900 900
Commodities $10,900 $10,900
Medical Insurance 35,500 35,500
Life Insurance 1,200 1,200
Other Charges $36,700 $36,700
Legal Administration $634,000 $559,000
City of Evanston
Human Resources
Three Year Fiscal History
$1,081,900 $1,083,500
$1,406,128
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
1.47%
City of Evanston
Human Resources
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Human Resources 474,850 507,800 485,670 1,083,500
Human Resources 759,683 574,100 620,872 0
Workers' Compensation 171,595 0 2,927 0
Total 1,406,128 1,081,900 1,109,469 1,083,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Turnover is increasing throughout the organization. In the first half of the year 69 positions have been filled. In all of FY01-02, 88
positions were filled. By reason, 32% were resignations; 23% retirements; 20% promotions; 20% discharges; 8% deaths. If
vacancies continue at the current rate, the City's turnover rate will be above 15%; this is a historic high rate of turnover.
It should be noted that despite the increase in turnover, the rate of position vacancy filling remains high; HR's goal has been
reached in a number of cases where the position was filled prior to the leaving employee’s termination.
Retirement eligibility keeps increasing, although we have not experienced the increasing rate of retirements that we keep hearing
about:
- of the current 28 members of the Police Command staff, 16 are eligible for retirement; of 126 police officers, 18 are immediately
eligible for retirement, 9 are service eligible and will turn 50 in the next three years.
- on the reverse, 52, or almost half, of the police officers have less than 10 years of service with the department. This makes for
more difficult management and supervision, and would call for retaining our current command staff to manage this influx of new
officers, rather than encouraging them to retire or even simply letting retirements happen as they will.
- The story in the Fire Department is much the same: three of the five managers are eligible to retire now; two of the three Shift
Chiefs are eligible to retire, and 17 of the 100 firefighters and captains are immediately eligible to retire. Another 15 will be
eligible within the next two years.
- 28 employees have less than 10 years of experience.
Labor relations activity is high: the number of grievances, labor/management meetings, arbitrations, demands to bargain and
general activity is higher than it has been in the past 10 years.
Benefit administration continues to take a large portion of time and effort, several programs have been added within the
department over the past year, including the CTA/RTA ridership program, ID card processing, and Section 529 program. While
each is a relatively small program, the incremental additions of activity continue to add to the workload.
Medical insurance demands a high priority both in terms of cost and in terms of employee relations. Changes in the provider
market and service availability happen with great regularity, and are quite time consuming to deal with appropriately and in a
timely fashion. Administering retiree health insurance is an increasing burden.
By decentralizing worker’s compensation case management and administration amongst the HR teams, we are now able to more
closely monitor and manage each new and ongoing case; bills that are approved for payment are paid
City of Evanston
Human Resources
within 30 days of receipt of all necessary information; major cases that require complicated direction and management have been
or are in the process of being resolved. This will result in overall lower long-term claim reserves and will enable us to deal with
new cases more quickly and more completely.
This department developed an in-house customer service training program needs outline, researched potential trainers, and
conducted intensive customer service training for 120 employees in the departments of Public Works, Parks/Forestry & Recreation,
Finance, City Manager’s Office, Health & Human Services, Management & Budget, and the Library. Work done in those sessions
is followed up with other sorts of refreshers, either informal “rewards”, newsletters and the like; an addition to the existing
performance evaluation dealing with customer service has been drafted and will be introduced to those participating departments in
the next few months. The City's plan is to offer the program again to the departments which have not yet participated during the
next fiscal year.
Supervisory training with the AFSCME supervisors has continued through this year. Employee performance, discipline, employee
rights, management rights, supervisory responsibilities and accountabilities have been discussed at length. Some improvement has
been seen in the performance of the supervisors in these areas. Training in the areas of performance evaluation, counseling and
utilization of job descriptions is on the calendar for the remainder of this fiscal year.
A similar program with non-union supervisors will be initated during this fiscal year allowing for more unified and consistent
managment and better internal communication.
Training, while on a reduced budget, has continued, with 161 employees trained in some aspect of their technical job duties
through outside agency training.
Systems and work processes within the department continue to be scrutinized in terms of streamlining, increased customer-friendly
operations and updating in preparation for the upcoming software conversion. Several internal systems and procedures were made
more efficient resulting in handling paper fewer times with faster results; waiting for web design and implementation are several
forms currently in use throughout the organization which will allow for quicker interaction between HR and the operating
departments, and will reduce the paper flow without losing the necessary information.
HR has participated in the Risk Management project, in terms of planning and implementation of a centralized risk management
function. That work continues, and we plan to have some of the basic foundation in place by the end of the fiscal year. Initially,
that will require some additional workload of this department to transfer processes, policies, cases and files to the appropriate
parties. However, following the transition, HR staff should be able to devote more time to not only fill vacancies, but to devote
aggressive attention to HR needs throughout the organization, including management development, training, employee
communication and labor relations.
City of Evanston
Human Resources
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Civil Service Commission meetings 12 12 12
Civil Service Commission hearings none none none
Labor contracts negotiated 2 2 4
Labor grievance/interest arbitrations none none 3
Supervisory/management training sessions 16 12 12
FULL TIME EQUIVALENT POSITIONS 2.00 3.00 7.00
Approved Adjustments in 2003-2004 Budget
Human Resources and Human Resource Services have been combined to form one Human Resource
Division.
1. Provide supervisory and management training for non-union supervisors beginning in May 2003.
2. Implement Risk Management Services function during FY03-04.
3. Complete preparations necessary for payroll and human resources information systems conversion to new system by
December 31, 2003.
All activities of the Human Resources Department are administered and managed by this program element in
compliance with applicable local Civic Services ordinances and rules, State and Federal requirements, Equal
Employment Opportunity guidelines and union contracts. Action regarding employees are reviewed and approved to
ensure such compliance. The Human Resources Department provided ongoing assistance to the operating
departments and employees in all areas of employment including recruitment, selection, position classification,
salary, administration, promotion, performance evaluation, training benefit administration discipline, on-the-job
injuries, disability, employee problems and labor relations with the City's four unions. The Human Resources
Director provides coordination, training, and evaluation of all Human Resources Services provided by the
department.
City of Evanston
Human Resources
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director of Human Resources
1 Director of Human Resources
2 Human Resources Assistant
3 Human Resources Specialist
Regular Pay Permanent 229,200 464,100
Personal Services $229,200 $464,100
Advertising - 80,000
Office Equipment Maintenance 100 100
Legal Services - General Liability 500 500
Medical/Hospital Services - 32,000
Other Professional Services - 90,000
Test Administration - 40,000
Postage Chargebacks 1,000 2,700
Tuition - 65,000
Training and Travel 200 700
Automobile Allowance 2,300 3,200
City Wide Training 150,000 150,000
Telephone Chargebacks 200 2,400
Court Cost/Litigation Expense 500 500
Membership Dues 800 1,800
Copy Machine Charges 4,000 5,800
Other Contractual Services 19,000 -
Contractual Services $178,600 $474,700
Books, Publications, Maps 800 1,600
Office Supplies 1,000 3,500
Other Commodities - 17,500
Commodities $1,800 $22,600
Medical Insurance 17,700 41,300
Life Insurance 500 800
Unemployment Compensation & Administration Fee 80,000 80,000
Other Charges $98,200 $122,100-
Human Resources $507,800 $1,083,500
City of Evanston
Finance
Three Year Fiscal History
$1,711,400
$1,617,700
$1,491,017
$1,400,000
$1,450,000
$1,500,000
$1,550,000
$1,600,000
$1,650,000
$1,700,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
2.19%
City of Evanston
Finance
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Finance General Support 231,017 266,000 235,114 266,000
Collection Management 389,799 492,200 418,255 492,200
Payroll 166,409 195,300 175,472 195,300
Accounting 395,326 441,900 250,764 402,900
Purchasing & MBE/WBE/EBE 235,805 316,000 309,176 261,300
MBE / WBE / EBE Program 72,661 0 6,066 0
Total Expenditures 1,491,017 1,711,400 1,394,847 1,617,700
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
The Department implemented the FY 2002-2003 budget. The department prepared and issued the FY 2001-2002
Comprehensive Annual Financial Report and was awarded the Certificate of Achievement for Financial Reporting from the
Government Finance Officers Association. The Department issued the successful sale of $35 million in TIF bonds, $20 million
in General Obligation and refinancing bonds, and $2.6 million in Water Revenue Refunding bonds. The Department also
began the implementation of the new J.D. Edwards financial software system.
City of Evanston
Finance General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Percent of available cash invested 99% 99% 99%
2. Monthly Financial Mgmt. Reports Completed 100%100% 100%
3. Implement P/R financial software Feb. 2004
4. Bond Issuances $60 Million $6 Million
FULL TIME EQUIVALENT POSITIONS 3.00 3.00 2.00
Approved Adjustments in 2003-2004 Budget
1. Plan and implement new financial system: General Ledger, A/P, Purchasing, P/R by February 2004.
2. Complete annual CAFR and new GASB 34 regulations by August 1, 2003.
3. Re-organize and re-engineer Finance Department to maximize use of new financial system.
The Finance Director is responsible for the central financial functions of the City. Duties involve providing technical
support as well as participation in the formulation and execution of the City's financial policies. The Finance program
includes budgetary, accounting, collections, and financial services and provides for the direction and coordination of
Accounting, Auditing, Purchasing, Collections, and Payroll, and the City's Minority/Women/Evanston Business Enterprise
Program.
City of Evanston
Finance General Support
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Finance Director
1 Finance Director
Regular Pay Permanent 225,000 225,000
Seasonal Employees 7,000 7,000
Personal Services $232,000 $232,000
Telephone & Telegraph 2,000 2,000
Postage Chargebacks 900 900
Training and Travel 300 300
Automobile Allowance 1,700 1,700
Telephone Chargebacks 2,700 2,700
Membership Dues 1,000 1,000
Copy Machine Charges 1,400 1,400
Books, Publications, Maps 900 900
Office Supplies 2,000 2,000
Personal Computer Software 2,000 2,000
Commodities $4,900 $4,900
Contingencies 400 400
Medical Insurance 18,100 18,100
Life Insurance 600 600
Other Charges $19,100 $19,100
Finance General Support $266,000 $266,000
City of Evanston
Collections Management & Regulation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Water Bills Processed 85,500 85,500 85,500
Avg. # of delinquent accts/shut-off cycle 700 450 400
Actual # of accts sched./shut-off cycle 70 60 60
Dollars outstanding past due set for shut-off 107,000 90,000 80,000
Number of Vehicle Stickers Issued 30,333 32,000 32,000
Number of Vehicle Sticker Updates processed 45,000 45,000 45,000
Number of Business Licenses processed 2,500 2,500 2,500
Number of Pet Licenses issued 2,000 2,600 2,600
Number of Citation payments processed 100,000 100,000 100,000
A/R invoices processed annually 5,000 5,000 6,000
# of Inv./Checks sent to a collection agency 1,000 1,000 5,000
Cigarette Stamps issued 2.2 million 2.2 million 2.2 million
Number of Daily Deposits prepared 260 260 260
Number of Subsidized Taxi Coupons Sold 27,000 44,000 44,000
Number of taxicabs and taximeters inspected 140 140 140
Number of taxicab drivers trained and licensed 500 400 400
Number of Gasoline Pumps Inspected 200 200 200
Number of Scales Inspected 150 150 150
Number of UPC optical scanner inspections at
exempt retail stores/supermarkets.25 25 25
FULL TIME EQUIVALENT POSITIONS 7.50 8.00 8.50
Approved Adjustments in 2003-2004 Budget
1. Implement on-line payment processing for water bills by April 2003.
2. Implement procedures for Internet based vehicle sticker application and payment processing.
3. Establish system for parking ticket payment and posting through the Internet.
4. Coordinate all Collector's Office functions regarding change over to new Financial System software.
5. Consolidate invoicing/accounts receivable functions for Police/Fire false alarm program to Collector's Office.
6. Evaluate collection agency techniques for unpaid parking tickets to determine criteria for RFP long term
collection of these delinquent citations.
The City Collector's Office is the regulatory revenue enforcement agency of the City of Evanston. It is the
cashiering hub for the City centralizing the many cashiering satellite stations set up in other departments. The
Collector's Office receives $50 million annually; daily deposits are prepared. All other City revenue and
payment streams are processed either through bank lockboxes or daily deposits which are prepared by the
satellite cashiering stations. Additionally, the Collector's Office is responsible for the lockbox, credit card and
ATM banking relationships. Internal control standards have been modernized with the implementation of a
virtual real-time, on-line, point-of-sale cashiering and lockbox payment system. The Collector's Office is
directly responsible for the logistics and administration of several revenue streams generating over $2 million in
license revenue for general fund purposes. The Collector's Office manages business license regulatory matters,
vehicle licensing and taxi cab industry regulation and licensing in the City of Evanston. Many of its activities
which it assumes primary responsibility for are effectively accomplished only through the many partnership
relationships it has established with other departments and with the Evanston community.
City of Evanston
Collections Management & Regulation
2002-2003
Appropriation
2003-2004
Approved
4 Clerk II
1 Clerk III
1 Collections Manager
1 License and Measures Inspector
1 Operations Coordinator
Regular Pay Permanent 277,000 277,000
Overtime Pay Permanent 7,700 7,700
Permanent Part Time 33,500 33,500
Personal Services $318,200 $318,200
Advertising 200 200
Office Equipment Maintenance 300 300
Telephone & Telegraph 700 700
Postage Chargebacks 31,000 31,000
Training and Travel 800 800
Fleet Service Fund Chargeback 5,100 5,100
Postage 15,000 15,000
Telephone Chargebacks 4,500 4,500
Membership Dues 800 800
Copy Machine Charges 1,200 1,200
Other Contractual Services 12,000 12,000
Contractual Services $71,600 $71,600
-
Licensing/Regulatory Support 50,000 50,000
Office Supplies 5,000 5,000
Personal Computer Software 6,000 6,000
Commodities $61,000 $61,000
-
Medical Insurance 40,900 40,900
Life Insurance 500 500
Other Charges $41,400 $41,400
Collections Management & Regulation $492,200 $492,200
City of Evanston
Payroll
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Regular checks issued 32,500 32,500 33,000
2. Manual checks issued 150 150 150
FULL TIME EQUIVALENT POSITIONS 4.00 3.50 3.50
Approved Adjustments in 2003-2004 Budget
1. Provide staff education in the legal and payroll aspects of garnishments by February 2004.
2. Implement the State Disbursement Unit guidelines for child support orders by February 2004.
3. Continue to provide good customer service to internal as well as external customers.
4. Work with Information Systems in developing a disaster plan.
The Payroll staff 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 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.
City of Evanston
Payroll
2002-2003
Appropriation
2003-2004
Approved
0.5 Finance Admin. Asst.
1 Clerk II
1 Payroll Coordinator
1 Payroll Manager
Regular Pay Permanent 170,600 170,600
Overtime Pay Permanent 1,300 1,300
Personal Services $171,900 $171,900
Telephone & Telegraph 300 300
Postage Chargebacks 200 200
Training and Travel 400 400
Telephone Chargebacks 2,200 2,200
Membership Dues 500 500
Copy Machine Charges 400 400
Books, Publications, Maps 500 500
Office Supplies 800 800
Commodities $1,300 $1,300
Medical Insurance 17,700 17,700
Life Insurance 400 400
Other Charges $18,100 $18,100
Payroll $195,300 $195,300
City of Evanston
Accounting
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Preparation of final fund trial balance for annual
independent audit July 30, 2001 July 30, 2002 July 30, 2003
Preparation of Schedule of Federal Financial
Assistance for Single Audit Act of 1984 September 15, 2001 September 15, 2002 September 15, 2003
FULL TIME EQUIVALENT POSITIONS 7.00 6.00 6.00
Approved Adjustments in 2003-2004 Budget
1. Utilize the new financial software in preparing year-end information by February 2004.
2. Incorporate the new reporting requirements for the Illinois Department of Insurance reports by February 2004.
3. Automate the annual CAFR using the new financial software.
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 as well as preparing both the Police and Firefighter's Pension Fund's
Annual Statements to be filed with the Illinois Department of Insurance.
City of Evanston
Accounting
2002-2003
Appropriation
2003-2004
Approved
1 Accountant
1 Accounting Manager
1 Bookkeeper
2 Senior Accountant
1 Investment Analyst
Regular Pay Permanent 326,700 293,700
Overtime Pay Permanent 2,000 2,000
Personal Services $328,700 $295,700
Advertising 2,300 2,300
Office Equipment Maintenance 100 100
Auditing Services 62,000 62,000
Other Professional Services 800 800
Telephone & Telegraph 1,500 1,500
Postage Chargebacks 600 600
Training and Travel 700 700
Telephone Chargebacks 3,000 3,000
Computer License & Support 600 600
Membership Dues 1,600 1,600
Copy Machine Charges 600 600
Contractual Services $73,800 $73,800
Books, Publications, Maps 500 500
Office Supplies 2,800 2,800
Commodities $3,300 $3,300
Medical Insurance 35,500 29,500
Life Insurance 600 600
Other Charges $36,100 $30,100
Accounting $441,900 $402,900
City of Evanston
Purchasing and Accounts Payable
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Purchase orders issued 1,500 1,000 1,000
2. Bid items purchased 150 175 175
3. Term agreements issued 20 20 20
4. Vouchers/invoices processed 10,000 10,000 10,000
5. MWBE and EBE solicited 400 800 800
6. Advisory Committee meetings 10 10 10
7. Project site visits 10 20 20
8. Advisory Committee meetings 10 12 12
9. Project site visits 10 20 20
FULL TIME EQUIVALENT POSITIONS 4.00 5.50 4.50
Approved Adjustments in 2003-2004 Budget
1. Implement new Purchasing/Accounts Payable Manual to coincide with implementation of new financial software
application by June 2003.
2. Increase the three contracts for routinely purchased commodities/services.
3. Increase monitoring of contract compliance through increased site visits.
4. Hold two project specific opportunity fairs for interested M/W/EBE firms to learn about subcontracting opportunities.
5. Require all new contracts be in electronic form.
6. Work with M/W/EBE Committee on potential employment strategies for Evanston residents.
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 agent manages the contract solicitation process and assures
conformance with all legal bidding requirements. Scrap and surplus materials are disposed of in accordance with City
requirements. Research is conducted on new technology, products and methods, and departments are assisted with pre-
purchase commodity and vendor information. Work is also done with other governmental jurisdictions for joint purchasing
the Purchasing program element also administers the accounts payable function by reviewing and processing all bills and
accounts payable checks for payment. The purchasing agent also promotes and supervises the City of Evanston's
Minority/Women/Evanston Business Enterprise Program.
The primary goal of the City of Evanston's Minority/Women/Evanston Business Enterprise Program is to ensure that firms
in Evanston and those firms owned by Minorities and Women are afforded the maximum opportunity to participate in the
City's procurement process and development projects. This goal is achieved in a variety of ways, including but not
limited to: consistently notifying firms of bidding opportunities, educating program participants about the bidding process,
and monitoring the utilization of program participants on City contracts.
A secondary, albeit equally important, goal of the program is technical assistance. The needs of the program participants are
identified through informal conversations and needs analysis surveys. Current technical assistance measures include
seminars and referrals, but plans are underway for a newsletter and individual counseling (not already provided by the local
Small Business Development Center).
City of Evanston
Purchasing and Accounts Payable
2002-2003
Appropriation
2003-2004
Approved
1 Accounts Payable Clerk
1 Accounts Payable Coordinator
1 Director of Purchasing and Contracts
1 MBE/WBE Coordinator
.5 Finance Administrative Assistant
Regular Pay Permanent 280,500 231,300
Temporary Salaries 1,800 1,800
Personal Services $282,300 $233,100
Advertising 500 500
Printing 1,300 1,300
Office Equipment Maintenance 26,600 26,600
Other Professional Services 2,500 2,500
Telephone & Telegraph 1,200 1,200
Postage Chargebacks 6,400 6,400
Training and Travel 400 400
Telephone Chargebacks 6,500 6,500
Membership Dues 1,500 1,500
Copy Machine Charges 6,800 6,800
Contractual Services $53,700 $53,700
Books, Publications, Maps 1,000 1,000
Office Supplies 13,600 13,600
Commodities $14,600 $14,600
Contingencies 3,000 3,000
Debt Service 25,200 25,200
Medical Insurance 32,600 27,100
Life Insurance 600 600
Other Charges $61,400 $55,900
Services Billed Out (96,000) (96,000)
Miscellaneous ($96,000) ($96,000)
Purchasing and Accounts Payable $316,000 $261,300
City of Evanston
Facilities Management
Three Year Fiscal History
$2,063,800
$2,115,800
$1,893,284
$1,750,000
$1,800,000
$1,850,000
$1,900,000
$1,950,000
$2,000,000
$2,050,000
$2,100,000
$2,150,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
2.87%
City of Evanston
Facilities Management
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Emergency Management 59,104 61,200 59,873 65,900
Facilities Management 143,064 220,700 227,615 214,700
Construction and Repair 996,058 1,142,700 1,144,771 1,150,400
Mail and Phone Services 266,775 239,100 107,951 246,100
Custodial Maintenance 250,585 227,200 253,605 261,600
Cable Communications 327,698 312,900 359,534 317,100
Total 2,043,284 2,203,800 2,153,349 2,255,800
Services Billed Out (150,000) (140,000) (140,000) (140,000)
Net Appropriation 1,893,284 2,063,800 2,013,349 2,115,800
Revenues:
Illinois Emergency Management Agency 16,000 16,000 16,000
Central St. Metra Rent 4,400 4,400 5,232
Total Revenues: 20,400 20,400 21,232
Notes for Financial Summary
Performance Report on FY 2002-2003 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 has been accepted by the State. The Department has prepared the
Emergency Operations Center for Homeland Security use and will have a tabletop exercise with all appropriate
personnel by February, 2003. New radio equipment for the Emergency Operations Center is being purchased. Staff
also participated in safety management activities for the Fourth of July events.
Facilities Management: The Department has employed a new assistant. Departmental management practices are
currently being reviewed with some changes already implemented. Work order tracking, and Preventive Maintenance
scheduling have been improved. The new fire alarm system will be completed in the Civic Center by the end of the
year. Staff has participated in the City’s design review of two significant projects: the Sherman Avenue Garage and the
Fire Station #3 projects. FM staff will continue as the City’s construction liaison for the balance of both projects. Two
significant construction projects will be completed during this fiscal year; the Levy Senior Center was completed in the
early summer and the Fire/Police Headquarters will be completed by February 2003. Staff continues to act as
construction liaison for the enabling garden in the center of the Levy Center. Some temporary repairs have been
implemented to the Civic Center roof to reduce the amount of water infiltration, concurrently, a roof recommendations
report is being prepared designed to identify the most cost effective long term solution for the problematic roof. The
temporary executive secretary has been cross-trained in the operation of the switchboard, and has filled in at the
switchboard during periods of employee illness. ADA improvements are in the design phase for the men’s 4th floor
toilet, and both the east and west entrances to the building. FM has provided the City Manager’s office with costs
associated with the renovation of the Evanston Art Center Coach Houses. FM, in conjunction with several other
communities contracted with an auditing firm to review the franchise fees received by the various communities. A ten
year cable franchise agreement has been signed with AT&T, and a ten year Public Educational, and Governmental
(PEG) channel service agreement has been signed with the Evanston Community Media Center (ECMC).
City of Evanston
Emergency Management
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1. Planning Sessions 4 8 6
2. Submit objectives statement to the State Sep-01 Sep-02 Sep-03
3. Disaster exercises/incident responses 4 5 4
4. Federal funding submissions Sep-01 Sep-02 Aug-03
5. Quarterly reports to the State 4 4 4
FULL TIME EQUIVALENT POSITIONS 0.66 0.66 0.66
Approved Adjustments in 2003-2004 Budget
1. Update the emergency preparedness plan (EOP) as required by IEMA by August 2003.
2. Maintain coordinated response efforts, test the revised plan through a series of table top scenarios with individual
departments by the end of September 2003.
Assists city departments in time of need due to natural or man-made disasters, hazardous material incidents, nuclear accident
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 serves on a part-time basis as the assistant to the Coordinator.
City of Evanston
Emergency Management
2002-2003
Appropriation
2003-2004
Approved
0.33 Director. Emergency Management
0.33 Executive Secretary
Regular Pay Permanent 53,800 56,800
Personal Services $53,800 $56,800
Other Equipment Maintenance 500 500
Electricity 200 200
Telephone & Telegraph 800 1,200
Training and Travel - 300
Membership Dues 200 200
Rentals 200 200 -
Contractual Services $1,900 $2,600
Books, Publications, Maps 400 400
Minor Equipment & Tools 400 400
Office Supplies 400 400
Other Commodities 100 100 -
Commodities $1,300 $1,300
Contingencies 200 200
Medical Insurance 3,900 3,900
Life Insurance 100 100 -
Other Charges $4,200 $4,200
Emergency Management $61,200 $65,900
City of Evanston
Facilities Management General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1. Civic Center room reservations 1,700 1,800 1,800
2. Average number of occasional sick days used per
employee 7 8 7
3. Total workdays lost due to work related to injury 2 2 1
4. Total Construction Budget Oversight $24,000,000 $8,500,000 $35,000,000
FULL TIME EQUIVALENT POSITIONS 2.34 2.34 2.34
Approved Adjustments in 2003-2004 Budget
1. Identify potential cost savings, implement tracking of City Buildings energy consumption by August 2003.
2. Oversee the construction of the Sherman Plaza Parking Garage project through the entire year.
3. Oversee the repairs/replacement of the Civic Center Roof by December 2003 to prevent further interior damage to
the builiding.
4. Provide staff support to the Civic Center Committee in order to determine a long range plan for the Civic Center.
5. Implement room reservation software for the Civic Center by June 2003 in order to improve room reservation
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 keep departmental 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. The 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. Staff supervises Civic Center operations, mail, and the telephone system. This
includes training, maintenance, inventory control and record keeping for purposes of internal call distribution.
Software management of the Computerized Maintenance Management System (CMMS) and telephone system is
performed by staff.
City of Evanston
Facilities Management General Support
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director
0.67 Director, Facilities Management
0.67 Executive Secretary
Regular Pay Permanent 183,300 183,300
Temporary Salaries - 4,000
Seasonal Employees 2,000 -
Personal Services $185,300 $187,300
Office Equipment Maintenance 100 100
Postage Chargebacks 200 200
Training and Travel 400 400
Fleet Service Fund Chargeback 8,400 8,400
Telephone Chargebacks 8,000 -
Membership Dues 500 500
Copy Machine Charges 1,000 1,000
Contractual Services $18,600 $10,600
Books, Publications, Maps 400 400
Office Supplies 2,000 2,000
Commodities $2,400 $2,400
Contingencies 100 100
Medical Insurance 13,900 13,900
Life Insurance 400 400
Other Charges $14,400 $14,400
Facilities Management General Support $220,700 $214,700
City of Evanston
Construction and Repair
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1. Manhours related to workorders 16,000 16,000 17,000
2. Work Orders Completed 2,400 2,600 2,600
3. Safety/Training meetings 14 14 14
4. Dollar value of construction projects observed $500,000 $4,000,000 $3,000,000
FULL TIME EQUIVALENT POSITIONS 16.00 16.00 16.00
Approved Adjustments in 2003-2004 Budget
1. Ensure quality of construction, observe the reconstruction of Fire Station #3 by February 2004.
2. Complete observation of the Police/Fire Headquarters rehabilitation by May 2003.
3. Complete observation of the Ecology Center rehabilitation by September 2003.
4. Renew a revenue source for the City, renovate the Evanston Art Center coach house apartments by February 2004.
5. Maintain schedule and quality work, observe the reconstruction of the Fleetwood Jordain Locker rooms/ bathrooms
by December 2003.
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 (211). 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, office and play equipment.
City of Evanston
Construction and Repair
2002-2003
Appropriation
2003-2004
Approved
1 ADA/CIP Project Manager
1 Construction Manager
1 Fac. Maint. Supervisor
2 Fac. Maint. Worker II
11 Fac. Maint. Worker III
Regular Pay Permanent 848,700 838,700
Overtime Pay Permanent 10,000 15,000
Special Event Salaries 20,000 15,000
Personal Services $878,700 $868,700
Building Maintenance Services 13,000 23,000
Other Equipment Maintenance 3,300 6,000
Architect/Engineering Services 1,000 1,000
Training and Travel 1,600 1,600
Fleet Service Fund Chargeback 80,900 80,900
Laundry/Other Cleaning 500 500
Membership Dues 1,000 1,000
Rentals 400 400
Contractual Services $101,700 $114,400
Chemicals 7,000 3,000
Clothing 400 400
Building Maintenance Material 35,600 35,600
Material to Maintain Improvements 4,000 4,000
Office/Other Equipment Maintenance Material 8,000 8,000
Minor Equipment & Tools 2,000 4,000
Safety Equipment 2,000 3,000
Commodities $59,000 $58,000
Contingencies 6,000 12,000
Medical Insurance 96,000 96,000
Life Insurance 1,300 1,300
Other Charges $103,300 $109,300
Construction and Repair $1,142,700 $1,150,400
City of Evanston
Mail & Phone Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1. Avg number of daily incoming calls through the
telephone switch 6,000 6,000 6,000
2. Avg number of pieces of outgoing mail processed
monthly 25,000 28,000 28,000
3. Average number of daily calls to switchboard 250 270 290
4. Average number of daily customers at front desk N/A 117 120
FULL TIME EQUIVALENT POSITIONS 2.00 2.00 2.00
Approved Adjustments in 2003-2004 Budget
1. Improve room scheduling capabilities, staff the new room scheduling software by April 2003.
2. Keep up with industry standards, implement the new UPS parcel pick-up and delivery ordering system by April
2003.
Staff answers and routes all 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 mail-boxes all 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. When staff is not
performing mail or telephone tasks, they perform data input for the Finance and Parks Departments.
City of Evanston
Mail & Phone Services
2002-2003
Appropriation
2003-2004
Approved
2 Switchboard Operator
Regular Pay Permanent 67,500 67,500
Temporary Salaries - 3,500
Seasonal Employees 2,500 -
Personal Services $70,000 $71,000
Other Equipment Maintenance 2,500 2,500
Telephone & Telegraph 10,000 16,000
Training and Travel 200 200
Postage 140,000 140,000
Rentals 2,500 2,500
Contractual Services $155,200 $161,200
Office Supplies 2,000 2,000
Commodities $2,000 $2,000
Medical Insurance 11,800 11,800
Life Insurance 100 100 -
Other Charges $11,900 $11,900
Services Billed Out (140,000) (140,000) -
Miscellaneous ($140,000)($140,000)
Mail & Phone Services $99,100 $106,100
City of Evanston
Custodial Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1a. Cooling System preparation May-01 May-02 May-03
1b. Heating System preparation Sep-01 Sep-02 Sep-03
2. Deliveries received 1200 1,300 1,300
3. Work requests 600 600 600
4. Pounds of office paper recycled 35,000 70,000 50,000
FULL TIME EQUIVALENT POSITIONS 2.00 2.00 2.00
1. Determine the perceived quality of customer service, send out a survey by June 2003.
2. Improve the air quality of the Civic Center, have an HVAC engineering study completed by May 2003, to provide
recommendations as to the most cost effective method of repair/replacement of the existing HVAC system.
3. Maintain a safe work area, replace deteriorated 108 square yards of carpeting by August 2003.
4. Remove potential trip and fall hazards, replace 2,000 square feet of sheet linoleum flooring by September 2003.
This element receives and distributes equipment, supplies and other items delivered to the Civic Center. Staff responds to
Civic Center requests for repairs and maintenance and monitors heating and air conditioning units as necessary. Custodial staff
monitors the janitorial contractor in the evenings and opens the Civic Center for Saturday business. Staff gathers and
arranges pick-up of recyclable office paper and delivers Civic Center mail to and from the U.S. Post Office.
City of Evanston
Custodial Maintenance
2002-2003
Appropriation
2003-2004
Approved
1 Custodian I
1 Fac. Maint. Worker/Custodian I
Regular Pay Permanent 83,400 83,400
Overtime Pay Permanent 5,000 5,000
Temporary Salaries - 5,000
Seasonal Employees 5,000 -
Personal Services $93,400 $93,400
Building Maintenance Services 61,400 61,400
Other Equipment Maintenance 9,600 20,000
Electricity 13,000 13,000
Gas 16,500 16,500
Training and Travel 200 200
Laundry/Other Cleaning 1,000 1,000
Contractual Services $101,700 $112,100
Chemicals 3,000 6,000
Janitorial Supplies 5,000 10,000
Building Maintenance Material 5,000 15,000
Minor Equipment & Tools 1,000 2,000
Safety Equipment 1,000 1,000
Commodities $15,000 $34,000
Contingencies 5,000 10,000
Medical Insurance 12,000 12,000
Life Insurance 100 100
Other Charges $17,100 $22,100
Custodial Maintenance $227,200 $261,600
City of Evanston
Cable Communications
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimate Projected
1. Consumer cable complaints 85 45 45
2. Cablecast meetings broadcast per year 45 45 45
3. Videotape copies of public meetings 50 50 50
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Verify appropriate revenue, complete audit of existing Cable Franchise by September 2003.
2. Improve cable broadcast operations by installing new equipment in the Civic Center control room by July 2003.
Staff serves as liaison between the City and the cable operator (currently ComCast), and tracks and monitors cable consumer
complaints. Staff also serves as administrator of the Public Access service contract between the City, and the Evanston
Community Media Center. Live cablecasts are provided for all City Council meetings, and various other committee meeting
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.
City of Evanston
Cable Communications
2002-2003
Appropriation
2003-2004
Approved
Other Equipment Maintenance 600 600
Membership Dues 400 600
Contractual Services $1,000 $1,200
Books, Publications, Maps 1,000 1,000
Office/Other Equipment Maintenance Material 200 200
Office Supplies 200 200
Photo/Drafting Supplies 500 500
Commodities $1,900 $1,900
Public Access Television 310,000 314,000
Other Charges $310,000 $314,000
Cable Communications $312,900 $317,100
City of Evanston
Community Development
Three Year Fiscal History
$2,555,000
$2,480,100
$2,556,902
$1,500,000
$1,700,000
$1,900,000
$2,100,000
$2,300,000
$2,500,000
$2,700,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
3.36%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Administration 178,157 177,300 181,217 179,800
Planning 351,852 365,100 320,578 365,100
Zoning Analysis/Support Services 349,046 353,700 341,609 353,700
Housing Code Compliance 523,548 509,500 459,336 454,100
Housing Rehabilitation 194,436 206,900 195,406 207,400
Building Code Compliance 959,863 942,500 911,588 920,000
Total Expenditures 2,556,902 2,555,000 2,409,734 2,480,100
Revenues
Contractor Licenses 60,000 60,000
Building Permits 2,042,000 685,000
Plumbing Permits 175,000 60,000
Electrical Permits 150,000 80,000
Sign Awning Permits 7,000 10,000
Elevator Permits 55,000 55,000
Other Permits 225,000 150,000
Combustion Permits 225,000 80,000
Driveway Permits 600 500
Plat Approval Fees 2,500 2,500
Condominium Conversion Fees 70,000 44,000
Rooming House Licenses 180,000 180,000
Sign License Fees 32,000 30,000
Building Code Violations 5,000 1,000
Permit Penalty Fees 10,000 5,000
Zoning Fees 35,000 25,000
Total Revenues: 3,274,100 1,468,000
Notes for Financial Summary
City of Evanston
Community Development
City of Evanston
Community Development
Performance Report on FY 2002-2003 Major Program Objectives
The Howard St. streetscape project is virtually completed. The Division has been active in analyzing the results of the 2000
Census data, and has issued several significant demographic reports for external and internal uses. The Plan Commission
will conclude public hearings on the MUE zoning district (Simpson, Ashland & Green Bay). A report with
recommendations should be forwarded to the City Council by spring of 2003. An affordable single family house is under
construction at 1816 Darrow, with the support of City HOME funds. The Preservation Coordinator has become active in
reviewing and commenting on most City projects.
The Zoning Division has been active in reviewing all of the various building projects previously mentioned and others for
compliance with the ordinance. The Binding Appearance Review Ordinance and Design Guidelines were drafted and sent
to the City Council for consideration.
The Housing Code Compliance Division has made the transition from the enforcement venue of District Housing Court to
the City's Administrative Adjudication program with positive results. Substantial fines have been levied by the
administrative hearing officers against landlords and property owners who have failed to comply with the property standards
code. Through the work of the Property Inspection staff, working in conjunction with the ward alderman and the legal staff,
two blighted buildings at 121 and 125 Callan were turned over to new property owners. Fines of $25,000 were collected.
The Building Division remains active in reviewing and inspecting the results of Evanston’s building boom. Current projects
under inspection include the 200+ housing unit development at 1930 Ridge; Optima Views, a 28 story, 205 unit
condominium development at 1720 Maple; and the 17 story, 105 condominium units of Focus development at Church and
Maple. The Accella permit tracking software is now online, providing state of the art data collection and retrieval for both
citizens and staff.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Coordination & Completion of
Planning & Development Committee packet 24 24 24
2.00 2.00 2.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Community Development Administration
1. The Director will review, comment, and present to the City Council recommendations to adopt the 2003 International
Trade Codes.
2. 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 Church/Dodge area.
This program element provides overall program administration and coordination for all housing, planning and zoning
activities. General support staff is provided to the City Council, Planning and Development Committee, City Manager and
other special committees. Specifically, this element provides for the administration of the Planning Division, Zoning
Division, Building Code Compliance Division, and Property Standards and Housing Rehabilitation Division.
City of Evanston
Community Development Administration
2002-2003
Appropriation
2003-2004
Approved
1 Director
1 Executive Secretary
Regular Pay Permanent 154,800 154,800
Overtime Pay Permanent - 2,500
Personal Services $154,800 $157,300
Printing 500 500
Office Equipment Maintenance 500 500
Postage Chargebacks 200 200
Training and Travel 200 200
Automobile Allowance 1,700 1,700
Telephone Chargebacks 1,800 1,800
Membership Dues 300 300
Copy Machine Charges 1,400 1,400
Contractual Services $6,600 $6,600
Books, Publications, Maps 200 200
Office Supplies 1,000 1,000
Commodities $1,200 $1,200
Contingencies 500 500
Medical Insurance 11,800 11,800
Life Insurance 400 400
Microfilming 2,000 2,000
Other Charges $14,700 $14,700-
Community Development Administration $177,300 $179,800
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Economic Development Committee 12
Plan Commission and committees 30
Energy Commission and committees 20
Housing Commission and committees 24
Preservation Commission 20
Joint review Board 1
6.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Planning
1. Complete neighborhood-planning process in West Side neighborhoods and continue to implement revitalization and
neighborhood strengthening activities in all aspects of this community.
2. Redevelop former Builders Square site on Main Street.
3. Develop and implement effective program for using bond volume cap of $5 million.
4. Stimulate production of new housing and rehabilitation of existing housing on and around Howard Street, including
consideration of TIF feasibility.
5. Increase number of Preservation Commission meetings to address growing case volume.
6. Finalize franchise extension with Com Ed and conduct Technical Review Group Meetings.
7. Produce comprehensive guide to housing and community economic development financing programs for mass distribution
and marketing.
The Planning Division is responsible for staffing the areas of neighborhood planning, housing, comprehensive long term
planning, economic development, historic preservation, electrical energy planning and CDBG administration and
implementation. 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; census 2000 monitoring and
analysis of data. The Division provides staff support to the following Committees and Commissions: 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 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 graphic arts and
substantial mapping services for all City Departments.
City of Evanston
Planning
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Planning
1 Executive Secretary
1 Housing Planner
1 Planner
1 Preservation Planner
Regular Pay Permanent 300,000 300,000
Overtime Pay Permanent 1,300 1,300
Personal Services $301,300 $301,300
Advertising 200 200
Printing 2,500 2,500
Postage Chargebacks 1,500 1,500
Training and Travel 600 600
Automobile Allowance 100 100
Postage 300 300
Telephone Chargebacks 6,500 6,500
Membership Dues 1,000 1,000
Copy Machine Charges 5,000 5,000
Other Contractual Services 11,000 11,000
Books, Publications, Maps 400 400
Office Supplies 1,600 1,600
Photo/Drafting Supplies 600 600
Commodities $2,600 $2,600
Contingencies 2,500 2,500
Medical Insurance 29,500 29,500
Life Insurance 500 500
Other Charges $32,500 $32,500
Planning $365,100 $365,100
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Zoning analyses 2119 1,400 1,400
Zoning Complaints 58 28 35
Inspections 157 120 120
Phone calls 993 11,500 11,500
In house meetings 1975 2,480 2,500
Court and administrative adjudication 20 5 8
Site Plan and Appearance Review Committee Cases 311 359 400
Zoning Board of Appeals Cases Considered 52 79 80
Zoning Administrator Decision cases considered 68 91 90
Plan Commission Cases Considered 12 7 7
Sidewalk Cafes Approved 12 13 16
Plats for Council Approval 4 6 10
5.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Zoning Analysis and Support Services
FULL TIME EQUIVALENT POSITIONS
1. Update and revamp applications used in the department's daily routine by February 28, 2004.
2. Complete the training of the new Zoning Planner to ensure continuing smooth and efficient operation by August 30, 2003.
3. Hold bi-monthly staff meetings to ensure internal communication.
4. Reduce the numbers of outstanding complaint files and aldermanic requests.
The Zoning Division of the Community Development Department is responsible for defining, maintaining, and enforcing
compliance with the Zoning Ordinance. To this end, zoning staff:
1. Assists staff, elected officials, and the general public in understanding the requirements of the Zoning Ordinance in order
maintain compliance of all properties in the City of Evanston.
2. Assesses the utility of the Zoning Ordinance in furthering the land use and development policy of the City as represented
the Comprehensive Plan and other adopted documents.
3. Analyses and processes applications for zoning analyses, building permits, zoning variances, special uses, zoning
amendments and appeals;
4. Responds to reports of Zoning Ordinance violations and proceeds with actions to restore or retain compliance; and
5. Recommends amendments, improvements and modifications in the Zoning Ordinance.
6. Encourages appropriate development through communication to potential land users of the City’s land use policies and
regulations, and to the general public of development proposals.
City of Evanston
Zoning Analysis and Support Services
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Zoning
1 Secretary II
2 Zoning Officer
1 Zoning Planner
Regular Pay Permanent 291,700 291,700
Overtime Pay Permanent 4,000 4,000
Personal Services $295,700 $295,700
Advertising 1,000 1,000
Printing 100 100
Office Equipment Maintenance 100 100
Other Professional Services 6,000 6,000
Postage Chargebacks 4,600 4,600
Training and Travel 500 500
Fleet Service Fund Chargeback 4,700 4,700
Telephone Chargebacks 2,700 2,700
Data Processing Services 500 500
Membership Dues 200 200
Copy Machine Charges 4,500 4,500
Other Contractual Services 200 200
Contractual Services $25,100 $25,100
Books, Publications, Maps 300 300
Office Supplies 1,800 1,800
Photo/Drafting Supplies 200 200
Commodities $2,300 $2,300
Contingencies 100 100
Medical Insurance 29,500 29,500
Life Insurance 500 500
Microfilming 500 500
Other Charges $30,600 $30,600
Zoning Analysis and Support Services $353,700 $353,700
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
3,500 980 3,000
7,236 2,510 7,384
1,200 728 1,200
1 1 1
6,000 2,716 6,000
7,000 4,883 7,000
8.00 8.00 7.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Dwelling units inspected
2. Occupants affected by rooming house inspections
6. Violations corrected
City of Evanston
Housing Code Compliance
5. Re-inspections for compliance
3. Complaints investigated
4. Dwelling units demolished
1. Conduct three presentations of "Landlord Seminar" by February 28, 2004.
This element provides systematic area inspections for all non-owner occupied multi-family rental dwelling units throughout
the City, to ensure compliance with the minimum maintenance standards as set forth in the BOCA National Property
Maintenance Code and Burglary Prevention Ordinance. Subsequent to an inspection of a multi-family building, the
inspector will produce a written list of code violations which the owner must complete. The progress, on completion of the
violations, is monitored by the inspector until all violations are brought into compliance. When compliance on violations
cannot be produced voluntarily, the inspector initiates legal action and testifies in Administrative Adjudication or Circuit
Court.
In addition to the systematic area inspection program, this element also responds to citizen complaints regarding the
condition of any building or premises including, but not limited to, building deterioration, debris, weeds, garbage, graffiti,
abandoned vehicles and overcrowding. Inspections of rooming houses, nursing homes and day care facilities are also
performed by this element. Any violations that are not brought into compliance voluntarily are processed through
Administrative Adjudication or the court system. 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.
City of Evanston
Housing Code Compliance
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
4 Property Maintenance Inspector I
1 Property Maintenance Inspector II
1 Secretary II
Regular Pay Permanent 379,300 333,900
Overtime Pay Permanent 3,800 3,800
Personal Services $383,100 $339,200
Advertising 200 200
Printing 200 200
Office Equipment Maintenance 200 200
Other Equipment Maintenance 2,000 2,000
Telephone & Telegraph 3,900 3,900
Postage Chargebacks 2,700 2,700
Training and Travel 800 800
Fleet Service Fund Chargeback 32,100 27,100
Telephone Chargebacks 8,000 8,000
Court Cost/Litigation Expense 5,000 5,000
Copy Machine Charges 2,200 2,200
Other Contractual Services 15,500 15,500
Contractual Services $72,800 $67,800
Building Maintenance Material 200 200
Material to Maintain Improvements 1,500 1,500
Office/Other Equipment Maintenance Material 200 200
Minor Equipment & Tools 800 800
Office Supplies 1,400 1,400
Photo/Drafting Supplies 300 300
Commodities $4,400 $4,400
Contingencies 700 700
Medical Insurance 47,300 40,800
Life Insurance 500 500
Microfilming 700 700
Other Charges $49,200 $42,700
Housing Code Compliance $509,500 $454,100
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
12 5 12
12 18 12
3 3 3
5 1 4
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Housing Rehabilitation
Single Family Rehab Units Completed
Garage Demolitions
FULL TIME EQUIVALENT POSITIONS
Multi-Family Units Completed
Dangerous/Damaged Trees Removed
1. Fund the purchase of ten homes through the Evanston Housing Corporation.
This element provides low interest loans for housing rehabilitation targeted to low and moderate income households
through a variety of programs. Under Community Development Grant Block Program, HOME Program, and Multi-Family
Code Loan Program, applications are processed for both single-family and multi-family properties. Staff assists applicants
in completing applications, then processes verifications, determines program eligibility, processes mortgage documents,
conducts building inspections, prepares work specifications and cost estimates, assists in securing contractors, processes
contracts, monitors work, processes contractor payouts, and services the loan portfolio. Under the Evanston Housing
Corporation First-Time Homebuyer Program, staff processes applications, prepares closing documents and services the
portfolio. Other activities include the administration of the Self-Help Exterior Paint Program, Emergency Rehabilitation
Assistance Program, coordination with Evanston Neighbors At Work (ENAW), the Police Department, the Commission on
Aging, and technical assistance to homeowners regarding tax, title, credit and other eligibility problems.
City of Evanston
Housing Rehabilitation
2002-2003
Appropriation
2003-2004
Approved
1 Asst. Director, Rehabilitation
1 Const. Rehab. Specialist
1 Secretary II
Regular Pay Permanent 170,900 170,900
Temporary Salaries - 500
Personal Services $170,900 $171,400
Advertising 200 200
Printing 200 200
Office Equipment Maintenance 700 700
Telephone & Telegraph 800 800
Postage Chargebacks 900 900
Training and Travel 300 300
Automobile Allowance 300 300
Fleet Service Fund Chargeback 5,700 5,700
Telephone Chargebacks 2,700 2,700
Membership Dues 200 200
Copy Machine Charges 3,500 3,500
Contractual Services $15,500 $15,500
Books, Publications, Maps 200 200
Office Supplies 600 600
Photo/Drafting Supplies 300 300
Commodities $1,100 $1,100
Contingencies 700 700
Medical Insurance 17,700 17,700
Life Insurance 300 300
Microfilming 700 700
Other Charges $19,400 $19,400
Housing Rehabilitation $206,900 $207,400
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
70% 70% 60%
75%75% 70%
90%90% 90%
7 8 8
14.00 13.00 12.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Building Code Compliance
1. Building permits issued within 10 days
within 5 working days
within 24 hours
3. Percent of business license inspections completed within
4. Average inspections per inspector per day.
FULL TIME EQUIVALENT POSITIONS
2. Percent of requested building inspections completed
1. Adopt 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.
The Building Division seeks to protect the health, safety, welfare and property values of city residents. Major
responsibilities are mandated by the BOCA Building Code. A comprehensive plan review, permit process and inspection
procedure are carried out to ensure adherence to the codes in all residential, commercial and industrial construction. In
effort to have better code conformance, the Building Division also issues tests for General Contractors and Mechanical
Contractors to be licensed with the City of Evanston.
City of Evanston
Building Code Compliance
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Building
1 Assistant Permit Coordinator
1 Coordinating Structural Inspector
1 Electrical Inspector
1 Electrical Inspector II
1 Permit Coordinator
1 Plan Reviewer
1 Plumbing and Mechanical Inspector
1 Plumbing Inspector
1 Sign Inspector/Graffiti
1 Structural Inspector/Plan Examiner
1 Structural Inspector
Regular Pay Permanent 701,500 641,100
Overtime Pay Permanent 5,000 5,000
Personal Services $706,500 $646,100
Printing 1,000 1,000
Office Equipment Maintenance 300 300
Other Professional Services 40,700 40,700
Telephone & Telegraph 4,200 4,200
Postage Chargebacks 1,600 1,600
Training and Travel 1,400 1,400
Automobile Allowance 2,000 2,000
Fleet Service Fund Chargeback 44,800 44,800
Telephone Chargebacks 8,100 8,100
Membership Dues 700 700
Copy Machine Charges 2,400 2,400
Other Contractual Services 46,200 87,600 -
Contractual Services $153,400 $194,800
Books, Publications, Maps 1,500 1,500
Minor Equipment & Tools 200 200
Office Supplies 1,800 1,800
Photo/Drafting Supplies 100 100 -
Commodities $3,600 $3,600
Medical Insurance 76,800 70,300
Life Insurance 1,100 1,100
Microfilming 1,100 4,100
Other Charges $79,000 $75,500
Building Code Compliance $942,500 $920,000
City of Evanston
Police
Three Year Fiscal History
$16,147,900 $16,202,700
$15,399,318
$14,800,000
$15,000,000
$15,200,000
$15,400,000
$15,600,000
$15,800,000
$16,000,000
$16,200,000
$16,400,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
21.97%
City of Evanston
Police
2002-2003 2003-2004
Financial Summary 2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Expenditures
Police Administration 747,049 1,077,500 797,675 1,083,500
Patrol Operations 6,865,718 6,827,700 7,237,634 6,839,200
Criminal Investigations 1,281,713 1,322,800 1,351,971 1,322,800
Polices Social Service Bureau 226,782 358,500 341,179 358,500
Juvenile 697,556 751,600 766,335 751,600
School Liaison 242,260 252,800 281,789 293,600
Youth Services 158,895 0 6,574 0
Records 620,933 611,200 641,518 628,700
Communications 986,207 942,100 933,237 917,100
Service Desk 647,510 539,500 873,602 539,500
Professional Standards 211,995 229,200 251,121 233,200
Office of Administration 314,735 325,100 256,874 325,100
N.E.T. 949,298 1,186,700 1,091,185 1,186,700
Traffic Management 675,115 742,000 749,706 742,000
Community Strategies 184,148 284,300 201,585 284,300
Animal Control 154,930 150,400 171,292 150,400
Problem Solving Team 434,474 546,500 398,835 546,500
Total Expenditures 15,399,318 16,147,900 16,352,112 16,202,700
Revenues
Violent Crimes Victim's Asst. Grant 23,700 24,700
Police Report Fees 22,000 21,500
Alarm Panel Contract Fees 14,400 15,000
Alarm Panel Subscription Fees 35,000 27,500
False Alarm Fines (after 4 calls) 140,000 100,000
Police Training Grant 10,000 20,000
Highway Safety Project Grant (IDOT)5,000
Levy Foundation Grant 15,500 16,500
Cherry Family Foundation 3,000 3,000
Skokie & Linclnwd Animal Boarding Fees 8,000 8,000
Law Enforcement Block Grant (Federal) 132,000 79,145
Bicycle Fees 500 200
Irving Stern Foundation 10,000 10,000
Law Enforcement Block Grant (Cook County) 52,000 52,000
ICJIA (Community Service) 30,000 28,000
Tobacco Compliance Grant 8,200
Total Revenues 496,100 418,745
City of Evanston
Police
Performance Report on FY 2002-2003 Major Program Objectives
The tragic events of September 11th brought home to Americans the need for this country to be vigilant against
terrorism, as well as prepared to contain and combat it. In response to this need, the Department underwent an FBI
assessment of its preparedness and took action. It also has been a regular participant in Emergency Operations Center
meetings, coordinating its efforts with those of other City departments county and state agencies. The department
conducts on-going preparedness exercises and has been instrumental in setting up state-wide mutual-aid efforts, among
them the Illinois Terrorism Task Force, founded on the concept of mutual aid and regional response.
Last Spring, a team from the Commission for Accreditation of Law Enforcement Agencies (CALEA) spent three days
scrutinizing the Department's policies/procedures for the purpose of assuring that all meet or surpass CALEA standards.
The department proved equal to this rigorous examination, and the team recommended reaccredidation. At the CALEA
national convention in July, reaccredidation was conferred upon the department for the third time.
Renovation of the police facility has been ongoing throughout FY 2002-2003. Systemic improvements in heating and air
conditioning have been affected, and the Property Bureau's physical space has been enlarged significantly. Also, a much-
needed sally port has been added and additional office space has been built into a section of the building formerly used
by the fire department.
FY 2002-2003 witnessed a major decrease in crime. This reflects the ongoing trend that has characterized the crime rate
in recent years. In the wake of the current troubled economy, there is reason to suspect the ongoing decline may begin to
falter.
The Department's partnership efforts continued on-track during FY 2002-2003. At the national level, the U.S.
Conference of Mayors detailed the Department's Safety of Seniors (S.O.S.) program at length in its publication titled
"Best Practices in Community Policing in Outreach to Under-Served and Hard-to-Serve Populations." S.O.S. represents
a focused effort to empower the elderly; it encompasses a wide range of community agencies and services, as well as the
private sector.
Locally, in recognition of the Department's panhandling program, the Homeless Shelter named the Department its
"Community Partner of the Year."
For its part, the Department participated nationally in the "Click It and Ticket It" traffic-safety campaign and locally in
the "Strength in Numbers" anti-substance-abuse program at the high school. It also worked with local downtown
businesses/residents to assure their safety and well-being following initiation of "3:00 a.m. closing" licenses.
The Department initiated a mentoring program for new sergeants, of which there is a greater number than there has been
in many years. It also initiated a recruitment team and purchased a mobile display board to be utilized in its recruitment
efforts. Also initiated was "simunitions" training (exercises in which paintballs are used for "ammunition"). During FY
2002-2003, the Department submitted to a Law Enforcement Agencies Data System (LEADS) audit, and was found to be
100% in compliance, a level rarely achieved by an agency. The Department also completed its one-on-one program of
"anti-profiling" training and its short - and long-range automation plan. Civilianization of the Service Desk continued.
The Department continued to cooperate with the Northwestern University Police Department in establishing it as a
secondary 911 center. It also extended the jurisdictional activities of the NU department in an effort to combat a
dramatic increase in student incivilities/loud parties.
Grant Initiatives:
* The Youth Outreach initiative (partnering the Department with Youth Organization Umbrella {YOU} - funded for a
sixth year.
* Officers-on-Trains program, conducted in cooperation with the CTA.
* 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 Enforcement Initiative.
* Community Service staffing.
City of Evanston
Police Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Part I crimes 5,500 5,500 5,500
2. Part II crimes 6,500 6,500 6,500
3. Total calls for service 60,000 60,000 60,000
4. Average in-progrss response time 3.5 minutes 3.5 minutes 3.5 minutes
FULL TIME EQUIVALENT POSITIONS 5.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
1. Complete the transition into the renovated police space throughout the building by September 2003.
2. Implement the revised Disorderly Housing Ordinance by May 2003.
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, monitoring
performance of bureaus and divisions, developing the organization, responding to community needs and assessments,
improving Departmental productivity and operational techniques, long range planning, formulating policies and procedures
and attending public meetings.
City of Evanston
Police Administration
2002-2003
Appropriation
2003-2004
Approved
1 Chief of Police
1 Custodian
1 Executive Secretary
1 Police Lieutenant
1 Police System Administrator
Regular Pay Permanent 311,800 311,800
Special Event Salaries 300,000 300,000
Severance 300,000 300,000
Personal Services $911,800 $912,800
Building Maintenance Services 40,000 40,000
Other Equipment Maintenance 500 500
Medical/Hospital Services 1,500 1,500
Electricity 10,000 10,000
Gas 11,500 11,500
Postage Chargebacks 1,600 1,600
Fleet Service Fund Chargeback 16,900 16,900
Membership Dues 6,000 6,000
Rentals 40,100 40,100
Contractual Services $128,100 $128,100
Books, Publications, Maps 300 300
Janitorial Supplies 2,000 2,000
Commodities $2,300 $2,300
Contingencies 4,000 9,000
Medical Insurance 30,700 30,700
Life Insurance 600 600
Other Charges $35,300 $40,300
Police Administration $1,077,500 $1,083,500
City of Evanston
Patrol Operations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Community/Officer interface 120 125 150
2. Responses to service calls/written 25,000 25,000 25,000
3. Responses to service calls/coded incidents 25,000 25,000 25,000
4. Assists (other units responding to calls)27,500 25,000 28,000
5. Arrests (felony and misdemeanor)3,270 3,000 3,200
6. D.U.I. arrests 120 100 75
7. Ticket and Citation Production
Parking N/A 20,000 10,000
Traffic 7,500
C-Tickets 200
Bicycle Citations 100
8. Tactical Missions 15
FULL TIME EQUIVALENT POSITIONS 89.00 89.00 89.00
Approved Adjustments in 2003-2004 Budget
1. Participate, coordinate and help develop a simulated disaster scenario with other City Departments and the Emergency
Management Assistance Division by February 2004.
2. Identify and conduct training for first responders during the initial phase of a dangerous and/or hazardous materials
incident by June 2003.
The Division of Field Operations responds to calls for police service twenty-four hours per day, seven days per week.
Uniformed police officers also perform continuous patrols 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 complaints, and towed vehicles.
City of Evanston
Patrol Operations
2002-2003
Appropriation
2003-2004
Approved
1 Commander
3 Lieutenant
76 Officer
9 Sergeant
Regular Pay Permanent 5,375,500 5,375,500
Overtime Pay Permanent 151,100 151,100
Court Overtime 75,000 75,000
Personal Services $5,601,600 $5,601,600
Fleet Service Fund Chargeback 427,000 427,000
Chemicals 800 800
Clothing 78,200 78,200
Photo/Drafting Supplies 4,500 4,500
Commodities $83,500 $83,500
Medical Insurance 707,100 707,100
Life Insurance 8,500 8,500
Other Charges $715,600 $715,600
Patrol Operations $6,827,700 $6,839,200
City of Evanston
Criminal Investigations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Cases assigned to criminal 3,700 3,700 3,600
2. Percentage of assigned cases cleared 50% 50% 44%
3. Percentage of assigned burglaries cleared.30% 30% 12%
4. Task Force Operations 13 14 1
5. Liquor inspection s 12 14 30
FULL TIME EQUIVALENT POSITIONS 18.00 17.00 17.00
Approved Adjustments in 2003-2004 Budget
1. Facilitate the review of cold case homicide files by cross-referencing cases in an alphanumeric system and working with
the Property Custodian to ensure that evidence in each case is consolidated in a single place by February 2004.
2. Improve the effectiveness of burglary investigations and provide investigators with greater insight into area burglary
patterns by making specific investigators responsible for all burglary investigations in designated areas of the City by
February 2003.
As part of the Division of Investigative Services, the Detective Bureau conducts follow-up investigations of homicide, sex
offenses, robbery, burglary, kidnapping, aggravated assault, auto theft, forgery, 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.
City of Evanston
Criminal Investigations
2002-2003
Appropriation
2003-2004
Approved
1 Commander
1 Lieutenant
14 Officer
1 Sergeant
Regular Pay Permanent 1,058,500 1,058,500
Overtime Pay Permanent 35,800 35,800
Court Overtime 24,600 24,600
Personal Services $1,118,900 $1,118,900
Fleet Service Fund Chargeback 55,100 55,100
Expense Allowance 2,500 2,500
Clothing 9,800 9,800
Photo/Drafting Supplies 1,500 1,500
Commodities $11,300 $11,300
Medical Insurance 133,100 133,100
Life Insurance 1,900 1,900
Other Charges $135,000 $135,000
Criminal Investigations $1,322,800 $1,322,800
City of Evanston
Police Social Service Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Sexual crime victims assisted
Adult victims 13 14 16
Juvenile victims 27 20 14
2. Domestic related cases
Crime related 350 580 580
Non-crime related 325 240 240
3. Other crime related cases
Personal 825 800 600
Property 110 130 130
4. Other non-crime related cases 510 600 510
5. Community presentations 14 15 15
6. After-hours crisis response 50 80 50
7. Staff Meeti ngs 40 42 46
8. Community Service Refe rrals 25 35 40
9. At-risk youth referrals receiv ed 160 130 112
80 20 10
70 60 35
FULL TIME EQUIVALENT POSITIONS 4.00 6.00 6.00
Approved Adjustments in 2003-2004 Budget
10. Youth served in school based counseling groups
11. Youth served in SOAR Mentoring program
1. Provide domestic violence update training for sworn personnel during roll call by December 2003.
2. Increase number of clients assisted with filing compensation claims by December 2003.
3. Recruit community service vendors suitable for younger age community service participants by December 2003.
4. Provide school based counseling groups for "at risk youth" by June 2003.
5. Format program forms for computer use by June 2003.
The Police Social Service 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.
Following are the detailed services offered by each of the bureaus within the Social Service Bureau.
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 services.
Services provided include crisis intervention, counseling, court advocacy, referrals and emergency monetary assistance.
The Youth Services 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, and information and referral. Services are designed to improve
levels of functioning in areas of family relations, and interpersonal relationships, with an emphasis on early detection and prevention.
The Bureau specifically targets youths who are considered "at risk" of becoming engaged in self destructive and/or self deprecating
behavior. The Bureau takes referrals from the Department's Juvenile Bureau and Patrol Operations Division, School Districts #202
and #65, and parents.
City of Evanston
Police Social Service Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Director
2 Victim Advocate
3 Youth Advocate
Regular Pay Permanent 284,400 284,400
Overtime Pay Permanent 16,000 16,000
Personal Services $300,400 $300,400
Automobile Allowance 2,200 2,200
Fleet Service Fund Chargeback 11,000 11,000
Membership Dues 100 100
Expense Allowance 300 300
Rentals 4,500 4,500
Contractual Services $18,100 $18,100
Contingencies 4,000 4,000
Medical Insurance 35,500 35,500
Life Insurance 500 500
Other Charges $40,000 $40,000
Police Social Service Bureau $358,500 $358,500
City of Evanston
Juvenile Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Total number of cases assigned to youth personnel 2,500 2,500 2,500
2. Percentage of assigned cases cleared 75% 75% 75%
3. Child abuse investigations 160 160 150
4. Minors requiring authoritative
intervention investigations 400 400 500
5. Outreach referrals 165 165 165
6. Youth arrested for criminal offenses 700 725 700
7. Juvenile Court referral s 275 280 250
FULL TIME EQUIVALENT POSITIONS 10.00 10.00 10.00
Approved Adjustments in 2003-2004 Budget
1. Further enhance the Police/School relationship throughout School District 65, by scheduling all youth bureau personnel
to tour the new District facility and to meet on an on-going basis with District personnel to dicuss topics of mutual concern
the areas of school discipline and other behavioral issues by February 2004.
2. Research the feasibility of implementing a computerized record system of juvenile records which will allow for
information input and retrieval by February 2004.
As part of the Investigation Services Division, the Juvenile Bureau investigates incidents where a juvenile is involved as an
offender or victim. Youth Officers investigate cases regarding dependent children, abused children, neglected children,
minors requiring authoritative intervention or delinquent minors. Also, Youth Officers provide support and information to
juveniles and their families who are victims. Bureau personnel regularly patrol areas frequented by juveniles in an attempt to
prevent their victimization or misconduct.
City of Evanston
Juvenile Bureau
2002-2003
Appropriation
2003-2004
Approved
9 Officer
1 Sergeant
Regular Pay Permanent 616,600 616,600
Overtime Pay Permanent 4,500 4,500
Special Event Salaries 7,900 7,900
Personal Services $629,000 $629,000
Fleet Service Fund Chargeback 34,900 34,900
Contractual Services $34,900 $34,900
Clothing 6,300 6,300
Commodities $6,300 $6,300
Medical Insurance 80,500 80,500
Life Insurance 900 900
Other Charges $81,400 $81,400
Juvenile Bureau $751,600 $751,600
City of Evanston
School Community Liaison Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Semesters (17 weeks) of instruction 2 2 2
2. Sixth grade students successfully completing DARE 1,150 1,150 1,150
3. Counseling of studentts 140 140 150
FULL TIME EQUIVALENT POSITIONS 4.00 4.00 4.00
Approved Adjustments in 2003-2004 Budget
1. Implement Ecology Service Program at Haven School by June 2003.
2. Develop and promote ETHS Crime Stoppers Program. Participate and augment funding for Quest mentoring program by
October 2003.
3. Implement Police/Nichols Community Spirit Program by February 2004.
The School Community Liaison Bureau is responsible for the implementation and instruction of the Drug Abuse Resistance
Education Program in the schools. DARE is a model drug abuse prevention program focusing on the prevention of drug and
alcohol use among school-aged children. DARE instructors are sworn officers who are responsible for teaching the
seventeen week core curriculum. As a SRO the responsibilities include: student counseling sessions, attendance at after-
school events, issuance of trespass warnings at schools, resource for the neighborhood surrounding the school, investigation
of incidents occurring within the school, and escorts on extra curricular school events (field trips, dances, sporting activities).
City of Evanston
School Community Liaison Bureau
2002-2003
Appropriation
2003-2004
Approved
4 Police Officer
Regular Pay Permanent 198,200 239,000
Personal Services $198,200 $239,000
Fleet Service Fund Chargeback 18,400 18,400
Contractual Services $18,400 $18,400
Clothing 2,100 2,100
Other Commodities 1,000 1,000
Commodities $3,100 $3,100
Medical Insurance 32,700 32,700
Life Insurance 400 400
Other Charges $33,100 $33,100
School Community Liaison Bureau $252,800 $293,600
City of Evanston
Records Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Cases handled by Property Officer 2,500 2,500 2,500
2. Fingerprints processed by Identification Technician 900 500 400
300 150 150
4. Report copies provided 5,000 3,500 2,500
5. Records computerized 50,000 52,000 52,000
FULL TIME EQUIVALENT POSITIONS 12.00 11.00 11.50
Approved Adjustments in 2003-2004 Budget
Additional funding added to provide data entry assistance in records and property areas.
3. Liquor licenses processed
1. Work with the Department's Technical Systems Coordinator to update the computer records keeping system (PIMS) or
change over to a more customer/user friendly system to provide more complete, accurate and timely information by
February 2004.
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 Records Bureau issues Department forms and copies materials. The Records Bureau is part of the
Division of Administrative Services.
City of Evanston
Records Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Clerk III
1 Court Liaison
1 Director
1 Property Officer
6 Records Input Operator
1 Review Officer
Regular Pay Permanent 450,300 450,300
Personal Services $450,300 $467,800
Postage Chargebacks 8,400 8,400
Automobile Allowance 600 600
Fleet Service Fund Chargeback 7,800 7,800
Data Processing Services 40,000 40,000
Contractual Services $56,800 $56,800
Office Supplies 30,000 30,000
Photo/Drafting Supplies 4,000 4,000
Commodities $34,000 $34,000
Medical Insurance 65,000 65,000
Life Insurance 600 600
Microfilming 4,500 4,500
Other Charges $70,100 $70,100
Records Bureau $611,200 $628,700
City of Evanston
Communications Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. 911 calls received (includes wireless 911 calls)47,500 47,500 65,000
2. Entries in LEADS system 3,600 4,200 4,200
3. Alarms handled (includes fire alarms)6,500 6,500 6,800
15.00 15.00 15.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Implementation of Wireless E911 Phase II service, including the planning, installation and integration of Geographic
Information Services (GIS) map by February 2004.
2. Resurfacing the floor of the E911 Communications Center operations area and replacing the carpeting throughout by
February 2004.
As a part of the Division of Support Services, 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.
Communication personnel also monitor residences and businesses that are connected to the Police and Fire alarm board.
City of Evanston
Communications Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Commander
14 Telecommunicator
Regular Pay Permanent 709,400 684,400
Overtime Pay Permanent 11,600 11,600
Personal Services $721,000 $696,000
Telephone & Telegraph 89,000 89,000
Computer License & Support 7,500 7,500
Contractual Services $96,500 $96,500
Clothing 7,700 7,700
Commodities $7,700 $7,700
Medical Insurance 115,800 115,800
Life Insurance 1,100 1,100
Other Charges $116,900 $116,900
Communications Bureau $942,100 $917,100
City of Evanston
Service Desk Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Prisoners processed 1,675 1,900 1,650
2. Custodial prisoners 1,700 2,200 2,300
3. Bail Bonds processed 3,100 2,300 2,900
4. Reports taken by Desk Officers 4,200 5,500 4,800
5. Alarm subscription billed 3,300 3,800 3,600
6. False alarm fines billed 425 1,000 1,000
7. Control Station alarms handle d 5,300 5,000 4,600
11.00 11.00 12.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Continue and complete training/recruitment of non-sworn Service Desk Officers by February 2004.
2. Scrape and paint all cells in men's and women's cellblocks by February 2004.
The Service Desk Bureau is a part of the Division of Support Services. 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 Service Desk Bureau is responsible for the processing, detention, feeding, monitoring,
bonding and transportation of prisoners. Service Desk Officers administer the City's Alarm Ordinance and act as deputy
clerks for the Circuit Court for bonding purposes.
City of Evanston
Service Desk Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Lieutenant
1 Sergeant
10 Service Desk Rep.
Regular Pay Permanent 448,200 448,200
Overtime Pay Permanent 11,500 11,500
Court Overtime 700 700
Personal Services $460,400 $460,400
Other Contractual Services 2,400 2,400
Contractual Services $2,400 $2,400
Clothing 5,000 5,000
Food 3,300 3,300
Other Commodities 1,500 1,500
Commodities $9,800 $9,800
Medical Insurance 66,100 66,100
Life Insurance 800 800
Other Charges $66,900 $66,900
Service Desk Bureau $539,500 $539,500
City of Evanston
Office of Professional Standards
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Staff inspections 25 25 25
2. Citizen complaints 40 40 40
250 300 250
4. Weapons use reports 25 25 25
75 75 75
6. Departmental inquiries 65 65 65
7. Resisting arrest/use of force investigations 40 40 40
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
3. Pre-employment background investigations
5. Internally generated administrative reviews
FULL TIME EQUIVALENT POSITIONS
1. All employees to be fingerprinted and photographed (computerized) to update files by February 2004.
2. Upgrade recorded interviews to include recording via computer and interviews stored on disk by February 2004.
The Division provides two separate functions: inspections and internal investigations. The inspection component provides a
mechanism for evaluating the quality of the Department's operations, ensuring that the agency's goals are being pursued and
assuring that control is maintained throughout the Department. The internal affairs component investigates allegations of
misconduct made against the Department or its employees by citizens or other members. The inspection component also
performs audits of personnel sick time usage in order to identify potential abusers, audits the records of the various cash fun
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.
City of Evanston
Office of Professional Standards
2002-2003
Appropriation
2003-2004
Approved
1 Executive Secretary
2 Sergeant
Regular Pay Permanent 186,000 186,000
Overtime Pay Permanent 10,000 10,000
Seasonal Employees 5,000 5,000
Personal Services $201,000 $201,000
Fleet Service Fund Chargeback 8,000 8,000
Contractual Services $8,000 $8,000
Medical Insurance 19,900 19,900
Life Insurance 300 300
Other Charges $20,200 $20,200
Office of Professional Standards $229,200 $233,200
City of Evanston
Office of Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Training bulletins issued 40 42 40
2. Police Awards Programs 4 4 4
240 240 245
13 13 13
42 45 45
72 70 70
62 58 60
205 160 210
10 12 10
140 205 145
230 250 220
45 45 45
1,420 1,440 1,400
26 26 26
205 206 212
8 8 10
4.00 4.00 4.00
Approved Adjustments in 2003-2004 Budget
16. Grants administered
12. Injury status reports issued
13. Invoices and vouchers processed
14. Payroll periods
15. Accrued benefit audits
3. External schools and seminars attended by personnel
8. In-service schools - Personnel training
9. Court discrepancy reports issued
FULL TIME EQUIVALENT POSITIONS
6. Department informational bulletins issued
4. Personnel status reports issued
5. Personnel orders issued
7. Special orders issued
10. Personnel changes issued
11. Performance reviews processed
1. Assist the various bureaus/divisions in automating time accounting records on a monthly/annual basis by employee by
February 2004.
2. Update FTO procedures via meetings with interested Department members by February 2004.
3. Interact with Division heads to make sure that CALEA files are up-to-date in preparation for the next reaccreditation by
February 2004.
Responsibilities of the Bureau include all staff Personnel and Training functions, Planning and Research, and all fiscal areas
including the budget, staff functions related to personnel records (transfers, promotions, separations, affirmative action, on-
duty injuries, retirements, secondary employment, and employee recognition). Employee personnel records are used to
monitor performance evaluations and career development. Training responsibilities include conducting basic and advanced
training programs as well as training during roll call and firearms training. Planning and Research is responsible for analyses
of crime statistics, maintaining the written directive system, completion of the annual report, and managing compliance with
police accreditation (CALEA) standards. Budget is responsible for all the financial aspects of the Department including
payroll, budget, and grant development and tracking. The Office of Administration staff provides administrative and technical
support to the Chief of Police
City of Evanston
Office of Administration
2002-2003
Appropriation
2003-2004
Approved
1 Admin Assistant
1 Admin Specialist
1 Lieutenant
1 Police Planner
Regular Pay Permanent 230,900 230,900
Personal Services $230,900 $230,900
Training and Travel 65,000 65,000
Membership Dues 200 200
Contractual Services $65,200 $65,200
Chemicals 5,000 5,000
Commodities $5,000 $5,000
Medical Insurance 23,600 23,600
Life Insurance 400 400
Other Charges $24,000 $24,000
Office of Administration $325,100 $325,100
City of Evanston
N.E.T.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Narcotic arrests 130 135 135
2. Search warrants 25 22 25
55 55 50
4. Adult gang member arrests 220 225 220
5. Juvenile gang member arrests 100 80 80
6. Felony arrests 100 105 100
7. Misdemeanor arrests 280 270 285
8. Criminal warrant service 125 135 115
9. Drug and gang presentations and meetings 25 25 25
FULL TIME EQUIVALENT POSITIONS 15.00 15.00 15.00
Approved Adjustments in 2003-2004 Budget
3. Problem oriented narcotic tip sheets
1. Initiate a week long training program with the Northwestern University Police Department to include ride-alongs and
training in how the Neighborhood Enforcement Team (NET) investigates narcotic complaints. Neighborhood Enforcement
Team members would also be available to assist Northwestern University Police in their request if at all possible by
February 2004.
The Neighborhood Enforcement Team is a part of the Division of Strategic Services. It provides support services to Field
Operations including Tactical, Gang and Narcotic operations. This unit conducts criminal investigations of the sale,
distribution and use of illegal narcotics and other dangerous drugs. It is responsible for diffusing and controlling gang related
activities. Personnel assigned to the unit investigate and monitor gang activities, crimes, membership and provide intelligence
reports to the Department. They work with other local, state and federal agencies. In addition, personnel assigned to this unit
provide backup assistance to patrol units. The Neighborhood Enforcement Team engages in many problem solving projects.
City of Evanston
N.E.T.
2002-2003
Appropriation
2003-2004
Approved
1 Commander
12 Officer
2 Sergeant
Regular Pay Permanent 923,600 923,600
Overtime Pay Permanent 2,400 2,400
Court Overtime 30,500 30,500
Personal Services $956,500 $956,500
Telephone & Telegraph 12,000 12,000
Fleet Service Fund Chargeback 88,400 88,400
Expense Allowance 2,000 2,000
Contractual Services $102,400 $102,400
Clothing 8,400 8,400
Commodities $8,400 $8,400
Medical Insurance 117,900 117,900
Life Insurance 1,500 1,500
Other Charges $119,400 $119,400
N.E.T. $1,186,700 $1,186,700
City of Evanston
Traffic Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Moving violations issued 4,800 4,800 4,800
2. Non-moving violations issued 3,100 3,200 3,150
2,100 2,100 2,100
550 550 550
5. Vehicles towed 4,000 4,000 4,500
FULL TIME EQUIVALENT POSITIONS 9.00 9.00 10.00
Approved Adjustments in 2003-2004 Budget
3. Abandoned automobiles investigated
4. Hit and run follow-up investigations
1. Initiate the practice of issuing C-citations for ordinance violations to taxi cabs and delivery vehicles rather than the
uniform traffic citations thereby having the cases heard in Administrative Adjudication (not Circuit Court) by December
2003.
As part of the Division of Strategic Services, the Traffic Bureau is responsible for enforcing traffic laws and ordinances and
regulating the flow of vehicular and pedestrian traffic. This Bureau is also responsible for the follow-up investigations of
most hit and run traffic accidents and administering the tow ordinance. This Bureau also handles the towing of abandoned
and junk vehicles.
City of Evanston
Traffic Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Community Service Officer
1 Police Lieutenant
7 Police Officers
1 Police Sergeant
Regular Pay Permanent 575,800 575,800
Court Overtime 7,200 7,200
Personal Services $583,000 $583,000
Fleet Service Fund Chargeback 81,300 81,300
Contractual Services $81,300 $81,300
Clothing 5,600 5,600
Commodities $5,600 $5,600
Medical Insurance 71,200 71,200
Life Insurance 900 900
Other Charges $72,100 $72,100
Traffic Bureau $742,000 $742,000
City of Evanston
Community Strategies Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Home security surveys 350 350 350
2. Commercial surveys 9 9 10
3. Speaker's Bureau engagements 55 55 50
25 25 25
220 220 220
6. Weekly crime analysis reports 52 52 52
7. Monthly crime statistics by beat 12 12 12
FULL TIME EQUIVALENT POSITIONS 2.80 3.80 2.80
Approved Adjustments in 2003-2004 Budget
4. Seminars conducted
5. Daily bulletins
1. Complete pictorial security guide for commercial and residential properties by February 2004.
2. Conduct Citizen Police Academy classes 16 and 17 by October 2003.
3. Conduct Citizen Police Academy Alumni Re-Trainer on Terrorism by December 2003.
4. Citizen Police Academy Alumni Association will contribute funding, labor and materials to completely landscape new
building exterior renovations by June 2003.
The Community Strategies Bureau is responsible for developing a better partnership between the police and the community
for the purpose of reducing crime. The activities of this Bureau include crime prevention seminars, home security surveys,
Operation Identification, neighborhood watch, Site Plan and Appearance Review Committee, senior citizen program, the
Citizen Police Academy and Clergy Team liaison. The Crime Analysis element of Crime Prevention 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 Holiday Food Basket Progam.
City of Evanston
Community Strategies Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Crime Prevention Specialist
1 Police Sergeant
Regular Pay Permanent 198,200 198,200
Overtime Pay Permanent 3,200 3,200
Permanent Part Time 18,600 18,600
Personal Services $220,000 $220,000
Postage Chargebacks 500 500
Fleet Service Fund Chargeback 43,400 43,400
Contractual Services $43,900 $43,900
Clothing 700 700
Other Commodities 500 500
Commodities $1,200 $1,200
Medical Insurance 18,800 18,800
Life Insurance 400 400
Other Charges $19,200 $19,200
Community Strategies Bureau $284,300 $284,300
City of Evanston
Animal Control Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Animals adopted 650 550 550
2. Animals impounded 900 800 750
3. Citizen complaints handled 7,000 7,000 7,000
4. Animals returned to owner 200 180 200
5. Animals euthanized 50 50 80
6. Citations issued 220 220 220
2.50 2.50 2.50
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Upgrade the Animal Shelter's present stand-alone computer to the City on-line computer network by December 2003.
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, birds and reptiles. It also counsels citizens on animal control problems and issues
citations for violations of animal control ordinances. In addition, it apprehends and impounds stray animals and handles
adoption of unwanted dogs and cats.
City of Evanston
Animal Control Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Animal Control Warden
1 Chief Animal Control Warden
Regular Pay Permanent 103,600 103,600
Overtime Pay Permanent 6,300 6,300
Permanent Part Time 13,500 13,500
Personal Services $123,400 $123,400
Building Maintenance Services 1,100 1,100
Fleet Service Fund Chargeback 11,100 11,100
Other Contractual Services 800 800
Contractual Services $13,000 $13,000
Clothing 500 500
Food 1,500 1,500
Commodities $2,000 $2,000
Medical Insurance 11,900 11,900
Life Insurance 100 100
Other Charges $12,000 $12,000
Animal Control Bureau $150,400 $150,400
City of Evanston
Problem Solving Team
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Neighborhood meetings 350 350 350
2. Resident surveys completed 100 20 50
3. Ticket and citation production
Parking N/A 600 400
Traffic 80
C-Tickets 50
S-Tickets 15
Bicycle citations 100
4. Arrests 100
5. Tactical missions 15
FULL TIME EQUIVALENT POSITIONS 8.00 7.00 7.00
Approved Adjustments in 2003-2004 Budget
1. Train PST officers as facilitators for community by May 2003.
2. Conduct two (2) community policing training sessions for neighborhood groups focusing on citizen/police problem
solving partnerships by August 2003.
3. Develop and train ten (10) new neighborhood watch groups by September 2003.
4. Train Citizen Police Academy graduate classes in problem solving, allowing those graduates to assist PST officers
in bringing this training to the Evanston community by December 2003.
The Problem Solving Team is a part of the Patrol Operations Division. Through this Bureau, uniformed police
officers provide regular and highly visible foot patrols in neighborhoods. C.O.P.P.S. 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.).
City of Evanston
Problem Solving Team
2002-2003
Appropriation
2003-2004
Approved
6 Officer
1 Sergeant
Regular Pay Permanent 449,600 449,600
Overtime Pay Permanent 1,200 1,200
Court Overtime 5,400 5,400
Personal Services $456,200 $456,200
Other Equipment Maintenance 2,000 2,000
Fleet Service Fund Chargeback 27,400 27,400
Contractual Services $29,400 $29,400
Clothing 4,200 4,200
Commodities $4,200 $4,200
Medical Insurance 56,000 56,000
Life Insurance 700 700
Other Charges $56,700 $56,700
Problem Solving Team $546,500 $546,500
City of Evanston
Fire Department
Three Year Fiscal History
$9,353,200
$9,258,300
$9,126,275
$9,000,000
$9,050,000
$9,100,000
$9,150,000
$9,200,000
$9,250,000
$9,300,000
$9,350,000
$9,400,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
12.55%
City of Evanston
Fire Department
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Fire Management and Support 593,537 500,100 491,406 498,600
Fire Prevention 418,789 433,400 441,810 442,600
Fire Operations 8,113,949 8,419,700 8,553,244 8,317,100
Total Expenditures 9,126,275 9,353,200 9,486,460 9,258,300
Revenues
False Alarm Fines 40,000 30,000
Cost Recovery Fines 6,000 5,000
Ambulance Fees 320,000 265,000
Total Revenues 366,000 300,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
During the past year, the Fire Department's Administration has worked with Facilities Management in planning and
construction of a new Fire Headquarters. The new headquarters building will be available for occupation in December of
this year.
The Fire Prevention Bureau implemented a new bonfire permit process. The permit has been converted to an internet
application. This process has been well received by the public. The new process will save our citizens from making two trips
to the Fire Department. The permits are received from the citizens, reviewed and returned to the citizens electronically. The
Fire Prevention Bureau has also initiated an aggressive address campaign to encourage building owners to display their
addresses. This program was also well received. Fire Prevention is expanding its public education program to include
adults as well as children. Fire Prevention was awarded a grant from the CDBG Committee to purchase a Fire Safety
Trailer. This safety trailer will allow the Fire Department to provide fire and life safety instruction to more of our citizens.
Operations participated in joint training sessions with other members of M.A.B.A.S. Division III. The training consisted of
Water Rescue, Hazardous Materials and Special Rescue evolutions. Operations is working to obtain accreditation for
Evanston Fire & Life Safety Services. Although the process is in the early stages, we're looking for this process to be a
success in the near future.
Evanston Fire & Life Safety Services is committed to the highest standards of professional integrity and excellence in the
delivery of our services and the relationship we have with our members and the community.
City of Evanston
Fire Management and Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. City fire insurance rating 3 3 3
1.00 1.00 1.00
3. Fire in and to structure 120 100 100
4. General Alarms Dispatched 1,200 1,400 210
5. Automatic Fire Alarms Dispatched 1,250
6. Fire Details Dispatched ( One Company)325 325 300
7. Number of other Emergencies 325 325 325
8. Non Fire Responses 1,700 1,700 1,200
9. Non Structure Fire 200 200 225
10. Average Fire Alarm Responses 3:50 3:48 3:50
11. Fires in One and Two Family Dwellings 40 40 40
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
2. Average number of sick days per employee
FULL TIME EQUIVALENT POSITIONS
1. Work closely with Facilities Management and oversee the completion of Fire Station #3, by February 28, 2004.
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.
City of Evanston
Fire Management and Support
2002-2003
Appropriation
2003-2004
Approved
1 Division Chief
1 Fire Chief
Regular Pay Permanent 233,300 233,300
Personal Services $233,300 $233,300
Printing 200 200
Office Equipment Maintenance 1,000 1,000
Medical/Hospital Services 20,000 20,000
Gas 38,300 38,300
Telephone & Telegraph 51,000 51,000
Postage Chargebacks 800 800
Training and Travel 300 300
Fleet Service Fund Chargeback 27,500 27,500
Postage 500 500
Data Processing Services 3,000 3,000
Laundry/Other Cleaning 1,000 1,000
Membership Dues 1,000 6,500
Rentals 12,000 -
Copy Machine Charges 6,600 6,600
Contractual Services $163,200 $156,700
Books, Publications, Maps 600 600
Clothing 60,000 60,000
Building Maintenance Material 5,000 5,000
Office/Other Equipment Maintenance Material 6,000 6,000
Office Supplies 3,000 3,000
Other Commodities 10,000 15,000
Commodities $84,600 $89,600
Contingencies 600 600
Medical Insurance 17,700 17,700
Life Insurance 700 700
Other Charges $19,000 $19,000
Fire Management and Support $500,100 $498,600
City of Evanston
Fire Prevention
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Hydrants inspected/flow tested 1,290 1,321 1,325
2. Bureau Fire Inspections 850 750 750
3. Construction plans reviewed 400 450 400
4. Fire equipment tests witnessed 400 550 400
5. Staff-hours spent on cause and origin investigations 300 310 300
6. Public Education presentations 85 100 100
7. Customer request for information 3,000 3,000 3,000
8. In-Service Company Inspections 400 400 600
5.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Develop an Ordinance that would provide sprinkler protection in structures that are high-risk due to the population
they serve by February 28, 2004.
2. Streamline the plan submittal process for any fire alarm, sprinkler system, and hood/duct suppression system so that
the contractor can submit directly to the office of the Fire Prevention Bureau.
The Fire Prevention Bureau is responsible for Fire and Building Code enforcement; investigations of fires for 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 departmental activity reports; creation and implementation of specialized programs, 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.
City of Evanston
Fire Prevention
2002-2003
Appropriation
2003-2004
Approved
1 Clerk Typist III
1 Division Chief, Fire Marshal
3 Fire Captain
Regular Pay Permanent 357,900 357,900
Overtime Pay Permanent 6,400 6,400
Personal Services $364,300 $364,300
Printing 1,500 1,500
Other Equipment Maintenance 4,000 4,000
Training and Travel 400 400
Fleet Service Fund Chargeback 23,500 23,500
Court Cost/Litigation Expense 300 300
Membership Dues 700 700
Contractual Services $30,400 $30,400
Books, Publications, Maps 2,000 2,000
Office Supplies 1,800 3,000
Photo/Drafting Supplies 1,000 1,500
Commodities $4,800 $6,500
Contingencies 200 200
Medical Insurance 33,100 33,100
Life Insurance 600 600
Other Charges $33,900 $33,900
Office Machines & Equipment - 7,500 -
Capital Outlay - 7,500 -
Fire Prevention $433,400 $442,600
City of Evanston
Fire Operations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Training hours/firefighter 240 240 240
2. Number of Paramedics 71 74 78
3. Ambulance Calls 4,480 4,500 4,600
4. Average Ambulance response time 3:50 3:50 3:50
FULL TIME EQUIVALENT POSITIONS 101.00 101.00 101.00
Approved Adjustments in 2003-2004 Budget
1. Upgrade the Water Rescue capabilities of the department by providing increased support and improved equipment
by February 28, 2004.
2. Enhance paramedic capabilities by availing all paramedics of a ACLS course while on duty by February 28, 2004.
3. Work toward completing 50% or more of the Accreditation process by February 28, 2004.
Fire operations personnel respond to all fires, explosions, accidents and medical emergencies. The operations
division conducts in-house medical training and continuing education classes to upgrade emergency medical care
skill levels. Operations 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 streets and walks of fallen trees.
Operations also provides the opportunity for members of our departments to participate in the M.A.B.A.S. Division
III Water Rescue and Hazardous materials teams.
City of Evanston
Fire Operations
2002-2003
Appropriation
2003-2004
Approved
1 Div. Chief, Life Safety Service
1 Div. Chief, Operations
24 Fire Captain
75 Firefighter
3 Shift Chief
Regular Pay Permanent 6,615,200 6,615,200
Overtime Pay Permanent 300,000 250,000
Overtime Pay - Training 22,000 22,000
Severance 50,000 -
Personal Services $6,987,200 $6,887,200
Printing 1,200 1,200
Other Professional Services 10,000 10,000
Training and Travel 18,000 30,000
Fleet Service Fund Chargeback 587,700 587,700
Membership Dues 3,500 3,500
Other Contractual Services 8,000 8,000
Contractual Services $628,400 $640,400
Agricultural/Botanical Supplies 100 100
Books, Publications, Maps 1,000 1,000
Chemicals 3,000 3,000
Janitorial Supplies 10,000 10,000
Medical & Lab Supplies 4,000 4,000
Minor Equipment & Tools 4,000 4,000
Safety Equipment 1,200 1,200
Office Supplies 2,500 2,500
Photo/Drafting Supplies 1,000 1,000
Other Commodities 1,200 1,200
Commodities $28,000 $28,000
Contingencies 500 500
Debt Service 58,900 -
Medical Insurance 706,800 706,800
Life Insurance 9,900 9,900
Other Charges $776,100 $717,200
Other Machines & Equipment - 44,300
Capital Outlay - $44,300
Fire Operations $8,419,700 $8,317,100
City of Evanston
Health and Human Services
Three Year Fiscal History
$331,900 $331,900
$269,435
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.45%
City of Evanston
Health and Human Services
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Health and Human Services 269,435 331,900 292,002 331,900
Total Expenditures 269,435 331,900 292,002 331,900
Revenues
Child Residential Care Fees 600 600 600
Residential Care Homes License Fees 500 500 500
Total Revenues 1,100 1,100 1,100
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
A coordinated response of environmental health, infectious disease, and health administration staff to the outbreak of West
Nile Virus in Illinois. Staff responded to hundreds of citizen inquiries, investigated dead animal reports, and possible
mosquito breeding areas, conducted follow-up with infected residents, worked with dozens of county, state and federal
officials, and responded to scores of media inquiries.
Worked with federal and Northwestern University health officials to coordinate a response to an outbreak of a rare form
of conjunctivitis on the Northwestern campus.
Developed a departmental bioterrorism preparedness plan, conducted bioterrorism training utilizing federal funding
received for that purpose.
Received a three year $1.2 million federal grant to address behavior issues in local childcare programs.
Received a $135,000 Cook County grant to address residents and residences where lead based paint exposure has been
established.
Addressed significant rat infestations in the downtown area exacerbated by building demolition and development.
Produced a comprehensive directory of services available to older persons in Evanston.
Implemented the successful transition of emergency assistance services from the City of Evanston to Evanston Township.
Established the first ever Hispanic Leadership Program, whereby local Spanish speaking residents learn about the functions
and processes of City government.
Implemented a new adaptive device program whereby Evanston residents with disabilities may access adaptive equipment
necessary to keep them living independently in their own homes.
Worked with the City Council Human Services Committee to restructure the Subsidized Taxi Coupon program resulting in
a more realistic reimbursement level and a dramatic reduction in consumer complaints.
Received City Council approval of the consolidation of the Community Purchased Services and Mental Health Board
agency funding programs.
Received State grant funding for prostate cancer screening.
Implemented a new dual track beach water testing procedure to provide for increased reliability in test results.
Established regular service hours at two community locations, the new Levy Center, and the Howard Street Police outpost.
City of Evanston
Health and Human Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
City Funded Human Service Agencies Monitored 20 20 20
Home Day Care Permits Issued 75 75 50
65 50 50
100 300 150
5 25 25
6.00 4.50 3.00
Approved Adjustments in 2003-2004 Budget
Human Services,Mental Health, ADA,Aging Packets
Media Inquiries
FULL TIME EQUIVALENT POSITIONS
Bioterrorism Planning Sessions
1. Complete implementation of the Department Bio-terrorism Preparedness Plan, including staff training.
2. With the City Emergency Preparedness staff, evaluate the feasibility of establishing an emergency community notification
system.
3. Establish on going communication links with the North Shore Mosquito Abatement District to improve community
awareness of all abatement activities.
4. In conjunction with the Cook County Department of Public Health, conduct an evaluation of the need for enhanced health
care services for low-income residents.
The Director of Health and Human Services is responsible for the coordination and overall management of the Department of
Health and Human Services, directing staff of the Public Health Division, Mental Health Board, Commission on Aging, and
Community Intervention Programs. The Director is responsible for the monitoring and evaluation of all social services
purchased by the City. The Director’s office provides primary staff support to the City Council Human Services Committee.
The Director serves as Public Health Director of Evanston, as well as director of the Mental Health Board and Commission
on Aging. The Director's Office provides staff support to the Evanston Community Health Advisory Board, Homeless Task
Force, and Child and Adolescent Local Area Network.
Functions of the Director's Office include 1) Coordination of City and agency services; 2) Public Information and Community
Education; 3) Program planning; 4) Problem solving.
City of Evanston
Health and Human Services
2002-2003
Appropriation
2003-2004
Approved
1 Director of Health and Human Services
2 Executive Secretary
Regular Pay Permanent 263,100 263,100
Overtime Pay Permanent 2,000 2,000
Temporary Salaries 19,000 19,000
Personal Services $284,100 $284,100
Printing 1,000 1,000
Office Equipment Maintenance 100 100
Postage Chargebacks 1,000 1,000
Training and Travel 500 500
Automobile Allowance 1,800 1,800
Telephone Chargebacks 2,900 2,900
Membership Dues 1,600 1,600
Copy Machine Charges 5,000 5,000
Other Contractual Services 5,000 5,000
Contractual Services $18,900 $18,900
Books, Publications, Maps 300 300
Office Supplies 300 300
Commodities $600 $600
Medical Insurance 23,600 23,600
Life Insurance 700 700
Other Charges $24,300 $24,300
Personal Computer Equipment 4,000 4,000
Capital Outlay $4,000 $4,000
Health and Human Services $331,900 $331,900
City of Evanston
Health
Three Year Fiscal History
$1,906,200
$1,797,700
$1,701,703
$1,600,000
$1,650,000
$1,700,000
$1,750,000
$1,800,000
$1,850,000
$1,900,000
$1,950,000
$2,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
2.44%
City of Evanston
Health
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Public Health Administration 12,198 - 7,933 -
Laboratory 122,098 126,100 125,495 126,100
Family Health 565,001 644,700 618,997 596,500
Infectious Disease Control 203,634 232,900 200,067 232,900
Dental Services 155,173 180,400 163,784 180,400
Adult Health 168,987 203,300 199,361 191,300
Health Department Grants 0 0 0 (48,300)
Food and Enviornmental Health 400,016 414,000 438,961 414,000
Vital Records 86,794 104,800 91,635 104,800
Total Expenditures: 1,701,703$ 1,906,200$ 1,838,300$ 1,797,700$
Revenues
Adolescent Health Program Grant 214,100 55,600
Birth and Death Certificate Fees 180,000 192,900
Center for Public Ministry 700
Childhood Lead Poisoning Grant 4,000 4,000
Cholesterol Testing Fees 400 500
IDPH AIDS Grant 7,300 7,300
Dental Fees & Reimbursement 90,000 90,000
Environmental and tobacco license fees, fines 12,000
Family Case Management Grant 190,500
Family Planning Grant 54,500
Food education activities 4,000 6,400
Food establishment license fees 113,000 165,000
Food establishment plan review fees 6,000 9,600
Genetics Grant 10,200 10,200
Health Service Fees/lab 11,600 11,800
IDPH Dental Sealant Grant 11,000 6,000
IDPH Local Health Protection Grant 31,700 63,000
Illinois Tobacco Free Grant 73,700 25,600
Kid Care 4,000
Long Term Care License Fees 112,400 112,400
Patient Fees 22,000 44,500
Peer Services 400 44,500
School Based Health Center (IDPHS) Grant 4,000
Sharp's Containers 200 100
Skokie Contract 1,500 1,500
Summer Food Inspections 400 400
Tanning facilities inspection 100 100
Teen Parent Services 10,000
Tuberculosis Grant 12,000 12,000
Vision and Hearing Grant 6,400 6,400
Total Revenues: 1,010,900$ 1,145,500$
City of Evanston
Laboratory
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Blood Chemistries 284 178 225
2a.Environmental-dairy and water 3,295 4,293 3,846
5,768 6,289 5,895
3. Hematology 765 679 742
4.Lead testing 211 122 200
5. Urinalysis 532 559 530
6. STD tests 2,868 3,036 3,100
7. AIDS Antibody Testing 1,135 967 9,000
8. Sickle Cell 48 49 50
2.00 2.00 2.00
Approved Adjustments in 2003-2004 Budget
2b. Environmental-dairy & water tests
FULL TIME EQUIVALENT POSITIONS
1. Improve laboratory testing capabilities to include bioterrorism agents as requested by Illinois Department of Public
Health.
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, Head Start, WIC, Sexually Transmitted
Disease Clinic, Family Planning Clinic, the Risk Assessment program and Senior Center. The Laboratory also provides other
clinical testing as needed for the public schools and Dental Clinic.
The Laboratory tests distribution waters, swimming pool waters and frozen desserts all year and beach waters during the
summer months. By contract, the laboratory also provides testing of distribution water for the Villages of Glenview and
Northbrook.
City of Evanston
Laboratory
2002-2003
Appropriation
2003-2004
Approved
1 Microbiologist
1 Supervisor of Lab Services
Regular Pay Permanent 102,300 102,300
Personal Services $102,300 $102,300
Office Equipment Maintenance 100 100
Other Equipment Maintenance 800 800
Other Professional Services 1,100 1,100
Training and Travel 200 200
Telephone Chargebacks 1,400 1,400
Membership Dues 200 200
Contractual Services $3,800 $3,800
Books, Publications, Maps 100 100
Medical & Lab Supplies 7,500 7,500
Office Supplies 300 300
Commodities $7,900 $7,900
Medical Insurance 11,800 11,800
Life Insurance 300 300
Other Charges $12,100 $12,100
Laboratory $126,100 $126,100
City of Evanston
Family Health
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Number of Child Health Clinic Visits 450 470 400
2. Number of WIC Clinic visits 200 200 50
3. Number of immunizations 2,500 3,500 3,500
500 500 300
110 100 30
200 210 210
7. Number of home visits 1,200 1,300 1,400
7,800 7,850 6,500
9. Number of school physicals 100 120 220
170 170 160
610 630 550
12. Consultation visits 2,100 2,150 2,000
1,000 1,100 1,100
30 40 40
250 250 400
800 900 900
17. # of Teen Parent Services participants *30
11.49 11.49 10.35
* New Activity Measure
Approved Adjustments in 2003-2004 Budget
15. Number of participants at presentations
16. # of Family Case Management referrals completed
FULL TIME EQUIVALENT POSITIONS
10. Number of Adolescent Health educational sessions
11. Number of Adolescent Program participants
13. Number of Family Planning Clinic visits
14. Number of community presentations given
4. Number of blood lead tests given
5. Number of children with elevated blood lead tests
6. Individuals provided service through Illinois
8. Number of vision and hearing screenings
1. Increase by 5% the number of income eligible pregnant women starting Family Case Management in the first trimester.
2. Increase pediatric well child visit compliance to 80% for all case managed clients by January 2004.
Health Promotion and Disease Prevention activities are provided to families through the Illinois Family Case Management
program. Public Health Nurses provide health assessment, education, counseling and support services to pre- and post-natal
mothers, high-risk infants and children as well as families in crisis. Genetic counseling and education are provided to
individuals and community groups. Immunization clinics are held twice per month with additional clinics during the summer
months. State mandated school physical exams for certain grade levels are conducted from June through October each year
for income appropriate families. Vision and Hearing screening, follow-up and referrals are provided for preschool and school-
age children ages 3 to 18 years.
Evanston Subsequent Pregnancy Project (ESPP) is a program that provides education and counseling to pregnant and
parenting teens. Changes, a pre-teen program, provides education and counseling on puberty and self-esteem, abstinence
and pregnancy prevention. Family Planning provides services on a sliding fee scale that includes physical exams, lab,
pregnancy testing, individual and group education, counseling, contraceptive supplies and social service/medical referrals as
needed. Consultation and health presentations are provided to schools, community agencies and churches during health fairs,
etc. as requested.
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.
City of Evanston
Family Health
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Information Systems Clerk
1 Nurse's Assistant
1 Public Health Nurse Supervisor
3 Public Health Nurse
1 Secretary II
1 Vision/Hearing Technician
Regular Pay Permanent 429,300 380,700
Permanent Part Time 82,400 82,400
Personal Services $511,700 $463,100
Printing 600 600
Office Equipment Maintenance 100 100
Other Equipment Maintenance 200 200
Other Professional Services 6,000 6,000
Telephone & Telegraph 1,600 2,600
Training and Travel 1,100 2,100
Automobile Allowance 1,500 1,700
Telephone Chargebacks 7,000 7,000
Laundry/Other Cleaning 300 300
Membership Dues 300 300
Other Contractual Services 30,000 30,000
Contractual Services $48,700 $50,900
Books, Publications, Maps 1,500 1,500
Food 2,000 2,000
Medical & Lab Supplies 15,800 19,500
Office Supplies 1,600 1,600
Recreation Supplies 1,400 1,400
Commodities $22,300 $26,000
Medical Insurance 59,100 53,600
Life Insurance 600 600
Other Charges $59,700 $54,200
Personal Computer Equipment 2,300 2,300
Capital Outlay $2,300 $2,300
Family Health $644,700 $596,500
City of Evanston
Infectious Disease Control
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Number of AIDS presentations 3 10 5
2. Number of participants at AIDS presentations 350 350 400
3. Number of STD visits (total) *750 800 8,500
4. Number of STD treatment visits 350 470 500
5. Number of cases of gonorrhea 200 40 60
30 30 35
475 80 80
1,000 1,800 1,250
a. * in house, all clinics 1,000 1,250 1,250
b. * outreach sites
9. Number positive for HIV 10 3 3
10. * Number of new AIDS cases 5 5 6
250 250 250
800 1,200 1,350
350 350 500
4.21 4.19 4.19
Approved Adjustments in 2003-2004 Budget
6. Number of cases of syphilis
11. Number of TB clinic visits
FULL TIME EQUIVALENT POSITIONS
7. Number of cases of chlamydia
8. Number counseled/tested for HIV antibody
12. Number of TB skin tests
13. Number of CD Epidemiological Investigations
1. Increase the number of clients who begin and complete Hepatitis B vaccine series by 30% from the previous year by
December 2003.
Education, monitoring and follow up of all reportable communicable disease is provided to prevent the spread of infectious
diseases in the community. Bi-weekly STD clinics are provided for the diagnosis, treatment and investigative follow up of
sexually transmitted diseases (STDs) including behavioral modification, motivational and educational counseling. Home
visits are made when indicated for partner notification of known contact with a STD. Confidential HIV/AIDS counseling andd
testing is provided at the two weekly STD Clinics. Anonymous HIV/AIDS counseling and testing is also provided daily.
Tuberculosis skin testing is provided weekly and all positives are referred to the Suburban Cook County Tuberculosis
Sanitarium District for follow up chest x-rays. TB clinics are also held twice monthly in cooperation with the Suburban Cook
County Sanitarium District. Consultation and educational presentations related to infectious diseases, especially AIDS, are
made to agencies, schools and other professional groups within the community. Current treatment recommendations,
assistance with follow up and counseling services regarding sexually transmitted diseases are offered to area physicians and
other health facilities. International travel information is provided to the public and current health data is given to physicians.
City of Evanston
Infectious Disease Control
2002-2003
Appropriation
2003-2004
Approved
1 Clerk Typist I
1 Public Health Nurse
1 STD Nurse Assoc.
Regular Pay Permanent 137,200 137,200
Permanent Part Time 65,100 65,100
Personal Services $202,300 $202,300
Printing 500 500
Office Equipment Maintenance 100 100
Training and Travel 400 400
Automobile Allowance 600 600
Telephone Chargebacks 3,200 3,200
Other Contractual Services 5,000 5,000
Contractual Services $9,800 $9,800
Books, Publications, Maps 600 600
Medical & Lab Supplies 1,500 1,500
Office Supplies 800 800
Commodities $2,900 $2,900
Medical Insurance 17,700 17,700
Life Insurance 200 200
Other Charges $17,900 $17,900
Infectious Disease Control $232,900 $232,900
City of Evanston
Dental Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Number of clients registered at Clinic 1600 1,600 1,600
2. Number of preventive visits 1,200 1,400 1,400
3. Number of restorative visits 1,400 1,400 1,400
50 50 50
5. Number of sealants applied 1,000 1,100 1,100
3,000 2,000 2,000
200 100 100
3,500 3,000 3,000
9. Number of referrals made 35 25 25
10. Number of new clients served 280 280 280
11. Number of appointments kept 1,900 1,900 1,900
12. Number of children complete and on recall 700 700 700
13. Number of children incomplete w dental work or
overdue for check-up 700 700 700
3.40 3.30 3.30
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
4. Number receiving emergency care
6. Number receiving dental screening
7. Number of dental health education programs
8. Number of dental health education participants
1. Complete an Evanston oral health needs assessment by February 2004.
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, minor orthodontic and surgical procedures and instructions on
proper self care. 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.
City of Evanston
Dental Services
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Dental Assistant
0.5 PPT Dental Health Educator
Regular Pay Permanent 57,700 57,700
Permanent Part Time 88,000 88,000
Personal Services $145,700 $145,700
Other Equipment Maintenance 600 600
Training and Travel 300 300
Automobile Allowance 100 100
Telephone Chargebacks 1,800 1,800
Membership Dues 100 100
Contractual Services $2,900 $2,900
Books, Publications, Maps 300 300
Medical & Lab Supplies 16,000 16,000
Office Supplies 500 500
Commodities $16,800 $16,800
Medical Insurance 11,800 11,800
Life Insurance 200 200
Other Charges $12,000 $12,000
Personal Computer Equipment 800 800
Office Machines & Equipment 2,200 2,200
Capital Outlay $3,000 $3,000
Dental Services $180,400 $180,400
City of Evanston
Adult Health
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
assessment 500 600 700
500 600 700
800 800 750
150 175 200
2,000 2,200 2,900
30 30 30
1,400 1,500 1,700
100 125 125
11 11 11
2 3 2
3 4 3
2.53 2.53 2.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
4. Number receiving flu/pneumonia vaccine
5. Number of Education/Service Program
5a. Number of people in Education Programs
6. Number receiving nutritional education
7. Number of long term care licensure reviews by
Evanston Health Department
8. Number of long term care complaints/incident
investigations by Evanston Health Department
9. Total number of long term care inspection visits
1. Number of adults in Cardiovascular screening
1a. Number receiving HTN screening
2. Number of client visits to Homeless Clinic
3. Number receiving Cholesterol screening
1. Expand outreach efforts in providing flu/pneumonia vaccination to a greater number of vulnerable/minority persons by
December 2003.
This program is designed to identify adult populations that are recognized as having a high risk of developing cardiovascular and
other chronic diseases. The goal is to decrease the risk and stabilize chronic conditions through screening, education programs and
monitoring activities. Adult screening offers testing of blood pressure, HDL blood cholesterol, health history, height/weight
consultation and referral. Education programs are conducted at selected locations in the community including churches as part of
health fairs and food distribution sites.
The Evanston Health Department licensure process is conducted in order to review the LTC facility compliance with the Evanston
Long Term Care Ordinance and also assures compliance with the state law and the Illinois Department of Public Health (IDPH)
regulations.
The Evanston Health Department Laboratory services are also provided when indicated.
City of Evanston
Adult Health
2002-2003
Appropriation
2003-2004
Approved
1 Division Chief
1 Public Health Nurse
Regular Pay Permanent 125,300 98,300
Permanent Part Time 25,900 25,900
Special Project Employees 9,200 9,200
Personal Services $160,400 $133,400
Printing 200 200
Office Equipment Maintenance 100 100
Other Professional Services 22,000 22,000
Training and Travel 300 300
Telephone Chargebacks 3,600 3,600
Membership Dues 400 400
Contractual Services $26,600 $26,600
Books, Publications, Maps 500 500
Medical & Lab Supplies 3,000 18,000
Office Supplies 700 700
Commodities $4,200 $19,200
Medical Insurance 11,800 11,800
Life Insurance 300 300
Other Charges $12,100 $12,100
Adult Health $203,300 $191,300
City of Evanston
Food and Environmental Health
Description of Major Activities
FY 2003-2004 Objectives
1. By February 2004, educate at least 100 community youth to be junior inspectors. These youth will learn how to
identify and help eliminate potential mosquito breeding sources in Evanston.
2. By August 2003, provide prostate cancer education and awareness by screening at least 120 high-risk Evanston
residents.
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 and public health nuisance inspections; lead poisoning investigations; coordination of community
health planning and education; Health Division cash collections, and administration of the new 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 recurrence. Plans for new or remodeled establishments are reviewed and owners are issued Health
Licenses. Environmental Health Practitioners advise and assist food establishment operators on sanitation problems and
conduct Food Manager Training and Certification programs. Food safety training sessions are provided for food handlers
needed.
Environmental Health programs provide inspections, investigations, consultations and educational services. Rodent, 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 required. 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 Clean Air Act and the Adolescent Tobacco Act licensing tobacco retailers
and prohibiting the sale of tobacco to adolescents under 18 years of age.
Staff identify, develop and assure health promotion and health education activities to keep the community healthy.
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.
Payment for health services is now accepted at the health reception area. Client billing, cash collection and charge services
are available. Grant payments are tracked.
Youth tobacco prevention, youth and adult tobacco cessation and improved indoor air quality are objectives staff are
addressing for the Illinois Smoke Free Communities Grant. Youth tobacco prevention activities are being coordinated with
the schools, the Evanston Kids Board, the Evanston office of the American Cancer Society and PEER Services. The fact
that over 75% of the restaurants in Evanston are smoke free is being publicized. Seminars and clinics to help youth and
adults quit smoking are being offered.
City of Evanston
Food and Environmental Health
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
FOOD PROTECTION ACTIVITIES
1. Current number of food establishments 352 354 354
A. High risk facilities 168 153 153
B. Medium risk facilities 101 111 111
C. Low risk facilities 81 90 90
2. Total number of food inspections performed 950 1,088 1,088
A. Routine inspections performed 700 788 788
B. Reinspections performed 160 100 100
C. Preoperational (constr.) inspections performed 85 52 52
D. Temporary operation inspections performed 180 103 103
E. Food complaints evaluated/ inspected 75 76 76
3. Food compliance proceedings 15
4. Holds/ embargoes placed; destruction orders placed 40 28 28
5. A. # of group presentations given 30 8 8
B. # of participants 600 318 318
C. # of food estab.inservice trng sessions given 25 4 4
D. # of participants 100 84 84
6. Consultations provided 250 328 328
7. New or remodel plans reviewed/ approved 46/40 42 42
8. Permits issued, all food types 100 102 102
ENVIRONMENTAL HEALTH
1. Rat & rodent complaints evaluated/ investigated 200 190 175
2. Nuisance complaints evaluated/ investigated 200 498 498
3. Field conferences, field
consultations, & other on-site services
provided 150 228 228
4. Lead inspections performed 45 18 50
5. Environmental samples taken 265 290 350
CASH COLLECTION
Number of grants administered 14 16 10
ILLINOIS SMOKE FREE COMMUNITIES
1. Number of youth participating in
tobacco prevention activities 3,000 3,000 3,000
2. Number of persons in cessation activities 20 120 120
FULL TIME EQUIVALENT POSITIONS 6.00 6.30 6.30
Approved Adjustments in 2003-2004 Budget
City of Evanston
Food and Environmental Health
2002-2003
Appropriation
2003-2004
Approved
1 Div. Chief, Community Health Svcs.
2 Environ. Health Practitioner
1 Health Program Coordiantor
1 Sanitarian
1 Secretary II
Regular Pay Permanent 304,700 304,700
Overtime Pay Permanent 2,800 2,800
Permanent Part Time 9,200 9,200
Personal Services $316,700 $316,700
Printing 1,600 1,600
Other Professional Services 3,000 3,000
Telephone & Telegraph 2,000 2,000
Training and Travel 600 600
Automobile Allowance 500 500
Fleet Service Fund Chargeback 15,700 15,700
Telephone Chargebacks 1,800 1,800
Membership Dues 500 500
Other Contractual Services 29,700 29,700
Contractual Services $55,400 $55,400
Books, Publications, Maps 1,900 1,900
Licensing/Regulatory Support 300 300
Merchandise for Resale 400 400
Safety Equipment 400 400
Office Supplies 1,400 1,400
Other Commodities 800 800
Commodities $5,200 $5,200
Medical Insurance 35,500 35,500
Life Insurance 600 600
Other Charges $36,100 $36,100
Office Machines & Equipment 600 600
Capital Outlay $600 $600
Food and Environmental Health $414,000 $414,000
City of Evanston
Vital Records
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Number of birth certificates registered 5,077 5,117 5,100
2. Number of deaths registered 1,448 1,391 1,400
59,829 53,855 54,000
2.40 2.40 2.40
Approved Adjustments in 2003-2004 Budget
3. Number of certified copies issued
FULL TIME EQUIVALENT POSITIONS
1. Prepare an emergency plan in the event of a City of Evanston disaster situation that might require a temporary morgue.
The Department registers all births and deaths in Evanston and compiles certain birth and death data for statistical reports.
Certified copies of birth and death certificates are issued by this office for any birth or death occurring in Evanston. Permits
as required by law are issued to bury or otherwise dispose of a body.
City of Evanston
Vital Records
2002-2003
Appropriation
2003-2004
Approved
1 Clerk III
1 Clerk Typist I
Regular Pay Permanent 81,700 81,700
Seasonal Employees 1,100 1,100
Personal Services $82,800 $82,800
Office Equipment Maintenance 200 200
Telephone & Telegraph 100 100
Training and Travel 200 200
Telephone Chargebacks 1,300 1,300
Data Processing Services 2,500 2,500
Other Contractual Services 4,000 4,000
Contractual Services $8,300 $8,300
Office Supplies 1,500 1,500
Photo/Drafting Supplies 200 200
Commodities $1,700 $1,700
Medical Insurance 11,800 11,800
Life Insurance 200 200
Other Charges $12,000 $12,000
Vital Records $104,800 $104,800
City of Evanston
Health and Human Services Department Grants
Description of Major Activities
FY 2003-2004 Objectives
Cook County Lead-Based Paint Hazard Control Grant program objectives:
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.
Strengthening Early Education and Development (SEED) objectives:
1. Expand capacity through implementing a research-based prevention and early intervention program.
2. Build linkages among stakeholders.
3. Provide outreach to the broader community.
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 pre-1979 housing units occupied by very low or other low
income is 10,868. Assuming that a lower number of these homes have been abated or remediated, a conservative
estimate is that 90% of these dwelling units (9782) will have lead based paint in them. About 90% 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 the implementation of Project SEED, the City of Evanston will positively impact the lives of approximately 400
pre-school to kindergarten-aged children, and their families, and will affect system-level change by expanding
Evanston's capacity to build a network of early childhood intervention services. Over the three years of the program's
life, Project SEED will implement the Incredible Years program and evaluate client, system, and process outcomes.
The findings from the project will begin being disseminated at the end of the first year of operation to promote further
buy-in and commitment from the early childhood educators, in-home providers, parents, teachers and human service
planners. The project evaluation plan meets the rigor of traditional design requirements and is innovative in its inclusion
of parent assistant evaluators and other stakeholders in data gathering and in the process and outcome evaluation
analyses. Evaluation data and analysis will be integrated into ongoing strategic planning involving parents, teachers,
mental health and social service planners and will act as a catalyst for attention to early intervention efforts and make the
case for sustaining these critical resources within the Evanston community after the life of the project has ended. This
program is delivered through a contract with Metropolitan Family Services, while the City of Evanston remains the
primary investigator.
City of Evanston
2002-2003
Appropriation
2003-2004
Approved
29900 Professional Services $124,100
99900 Services Billed Out ($135,000)
73900 Metropolitan Family Services $362,600
99900 Services Billed Out ($400,000)
Total - Health Department Grants ($48,300)
Cook County Lead-Based Paint Hazard Control
Strengthening Early Education and Development (SEED)
Health Department Grants
City of Evanston
Community Intervention Services
Three Year Fiscal History
$288,000
$258,000$232,767
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.35%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Community Intervention Services 232,767 288,000 212,499 258,000
Total 232,767 288,000 212,499 258,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Community Intervention Services
Implemented the successful transition of emergency assistance services from the City of Evanston to Evanston Township.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
2,000 1,919 1,500
12,000 6,000
2,000 3,000
10 10
550 600
7 12
300 600
4.00 2.00 3.60
Approved Adjustments to 2001-2002 Budget
Homeless Task Force
FULL TIME EQUIVALENT POSITIONS
Total households assisted
Households assisted for emergency shelter
ADA Committee
City of Evanston
Community Intervention Services
Applications for assistance
Referrals to Different Agencies
SPIN meetings held for interagency intervention and case plans.
1. Develop and implement a Language Program throughout City Departments, which will assist residents who are
limited-English proficient.
2. Review and assist each City Department in completing their self-evaluation questionnaires for ADA
compliance.
Community Intervention Services (CIS) includes a variety of direct and contract services designed to address the
needs of special populations within the community. CIS includes outreach and a practical assistance service to
those populations for who 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 American With
Disabilities Act. CIS staff manages City funding of homelessness assistance programs, including City funding of
Evanston Township for emergency assistance, and the federal Emergency Shelter Grant program. CIS provides
staff support to the Homeless Task Force, Citizen's Advisory Committee on Compliance with the Americans with
Disabilities Act, and Bilingual Service Provider's Exchange.
*Note: This element was previously titled "Emergency Assistance Services".
City of Evanston
Community Intervention Services
2002-2003
Appropriation
2003-2004
Approved
1 Administrative Aide
1 Community Intervention Coordinator
1 Outreach Specialist
Regular Pay Permanent 90,300 90,300
Seasonal Employees 1,900 1,900
Personal Services $92,200 $92,200
Printing 300 300
Office Equipment Maintenance 100 100
Postage Chargebacks 900 900
Training and Travel 300 300
Telephone Chargebacks 6,100 6,100
Membership Dues 100 100
Copy Machine Charges 1,000 1,000
Other Contractual Services 173,000 143,000
Contractual Services $181,800 $151,800
Books, Publications, Maps 100 100
Office Supplies 700 700
Commodities $800 $800
Contingencies 200 200
Medical Insurance 11,800 11,800
Life Insurance 300 300
Other Charges $12,300 $12,300
Office Machines & Equipment 900 900
Capital Outlay $900 $900
Emergency Assistance Services $288,000 $258,000
City of Evanston
Mental Health & Purchased Services
Three Year Fiscal History
$1,046,900 $1,016,800
$1,242,870
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
1.38%
Financial Summary
2003-2004
Appropriation 2003-2004
2001-2002 2002-2003 Board Appropriation
Actual Appropriation Proposed Approved
Administration 101,900 105,000 105,000 105,000
Purchased Services 1,058,860 858,900 858,900 828,900
Homeless Services 81,710 83,000 83,000 83,000
Mental Health Board and
Community Purchased Services 1,242,470 1,046,900 1,046,900 1,016,900
Notes for Financial Summary
Description of Major Activities
Performance Report on FY2002-03 Major Program Objectives
City of Evanston
Mental Health Board and Community Purchased Services
The Evanston Mental Health Board (MHB) is a policy-making board established in 1969. The MHB's enabling legislation states
mental health services shall be provided for Evanston residents with mental disorders, developmental disabilities, and alcohol and
drug abuse problems. To accomplish this, the MHB funds, plans, monitors and evaluates local mental health services. The MHB
allocates funds from its budget for community mental health services by evaluating agencies, determining its own goals and objectives
and developing funding guidelines, criteria and priorities. An annual contract is written. Data is collected from each funded program
and agencies are monitored for contract compliance. For FY2003-2004, the MHB began the development of new funding priorities to
reflect the broader funding concerns as a result of the incorporation of the Community Purchased Service allocations.
Agency Monitoring. The Mental Health Board (MHB) continued to monitor its funded agencies. Monthly statistical reports
were received about the services provided. On a quarterly basis, the MHB received narrative reports from agencies regarding
outcome measures; changes in client population; neighborhood issues; licensing concerns; and emerging problems. In addition,
each MHB member served as an Agency Liaison for one or two agencies, to monitor the use of MHB funds and other public funds
for mental health services.
Community Education. With the Commission on Aging and twenty social service organizations, the MHB cosponsored the
fourth annual "Aging Well: Choices and Myths" about mental health issues for older adults. Approximately 150 people attended
the conference that included a keynote address and ten educational discussion groups.
The Proposed FY2004 budget includes combining the Community Purchased Services expenditures with the Mental Health Board
expenditures. As a result, the increases seen here are directly related to reductions within the Community Purchased Services
elements.
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director, Mental Health
0.5 Secretary II
Regular Pay Permanent 83,300 83,300
Personal Services $83,300 $83,300
Postage Chargebacks 1,500 1,500
Training and Travel 200 200
Automobile Allowance 600 600
Telephone Chargebacks 1,300 1,300
Membership Dues 1,500 1,500
Copy Machine Charges 4,000 4,000
Contractual Services $9,100 $9,100
Books, Publications, Maps 600 600
Office Supplies 800 800
Commodities $1,400 $1,400
Contingencies 300 300
Medical Insurance 8,900 8,900
Life Insurance 200 200
Other Charges $9,400 $9,400
Personal Computer Equipment 1,800 1,800
Capital Outlay $1,800 $1,800
Mental Health Board Administration $105,000 $105,000
Mental Health Board Administration
City of Evanston
2003-2004
2002-2003 Board 2003-2004
Agency Appropriation Proposed Approved
Childcare Network of Evanston 128,900 130,695 130,700
Saint Francis / Comprehensive Mental Health Center 7,000 -
Evanston Community Defender 46,000 46,000 46,000
The Family Institute 5,000 -
Evanston/Skokie Valley Senior Servces 31,900 31,900 31,900
Metropolitan Family Services 90,500 93,215 93,200
Family Focus / Evanston 42,000 42,000 42,000
PEER Services 71,800 71,800 71,800
Dimensions MISA Collaboration 58,000 61,000 61,000
Connections for the Homeless 26,300 32,000 28,300
Housing Options 20,400 25,000 22,400
SHORE: Community Services 40,800 42,990 43,000
Trilogy / Evanston Office 6,000 6,000 6,000
NTSW 8,000 -
Child Care Center of Evanston 18,500 18,500 18,500
Infant Welfare Society / Teen Baby Nursery 89,000 89,000 80,000
Youth Organizations Umbrella 90,400 90,400 90,400
Youth Job Center 14,000 14,000 8,000
Legal Assistance Foundation of Metropolitan Chicago 47,800 47,800 44,000
BE-HIV 16,600 16,600 11,700
TOTAL 858,900$ 858,900$ 828,900$
City of Evanston
Mental Health Board and Purchased Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Projected Projected
403 450 200
350 350 350
City of Evanston
Homeless Services
Persons Served at:
EEAC- Evanston Ecumenical Action Council
Connections for the Homeless
FULL TIME EQUIVALENT POSITIONS
1. 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.
2. To provide daytime shelter to overnight guests from Hilda's Place.
3. To provide assistance with and access to resources for employment, education and social services.
4. To provide coordination for the activities of the afternoon warming shelters that are run by various local community
churches.
5. To provide supportive services, including comprehensive case management, substance abuse counseling, mental health
counseling, psychiatric evaluation, housing placement, vocational assistance, job placement, and life skills training.
Connections for the Homeless
The agency operates Hilda’s Place, a year-round, fixed-site emergency and transitional overnight shelter for adult men and
women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the year.
Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly in-person
psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with Night Supervisors
and the Mental Health Case Manager; (c) personnel costs associated with the Substance Abuse Case Manager, (d)
operational services and supplies for the shelter; and, (e) costs associated with the repairs and maintenance of the shelter;
and (f) shelter rent.
Evanston Ecumenical Action Council
The agency operates the Hospitality Center for the Homeless which operates on a year-round basis and is open five days a
week, Monday through Friday. The Hospitality Center provides guests with shelter from the elements during the day,
ongoing case management services, and an on-site social worker and employment counselor. The Hospitality Center also
provides a telephone with voicemail 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. 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 counselor.
2002-2003
Appropriation
2003-2004
Approved
697.73100 Connections for the Homeless $66,200 $66,200
697.73200 Evanston Ecumenical Action Council (EEAC)$16,800 $16,800
Total $83,000 $83,000
City of Evanston
Homeless Services
City of Evanston
Commission on Aging
Three Year Fiscal History
$218,700
$302,700
$196,457
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.41%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Commission on Aging 85,659 90,300 87,859 90,300
Subsidized Taxi Program 110,798 128,400 182,840 212,400
Total Expenditures 196,457 218,700 270,699 302,700
Revenues
Long Term Care Ombudsman Grant 17,862 17,862 19,255
Participant Contributions 54,400 54,400 108,000
Total Revenues 72,262 72,262 127,255
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Commission on Aging
Commission on Aging:
1. City staff are developing a list of volunteers willing to assist seniors and persons with disabilities with leaf raking and
snow shoveling. City staff continue to work with the Community Service Department of Evanston Township High School and
Northwestern University to obtain volunteers. Notice of the need for volunteers has been included in City publications,
Highlights, and local newspapers.
2. Requests for assistance with yard work have been limited, but this appears to be an area of interest to residents. Several
requests for this service have come from Property Standards staff, on behalf of residents who are experiencing difficulty with
property maintenance. Staff have begun to survey neighboring communities to assist in developing a volunteer-based yard
work program.
3. The Assisted Living and Shared Housing Act went into effect January 2002. It is not anticipated that any facilities will be
licensed prior to January 2003. The Commission will need to monitor the implementation of these regulations in facilities
advertising assisted living services and determine the need for local regulation.
4. The Evanston Senior Services Providers Exchange Guide will be ready for distribution October 2002. City staff continue
to update and distribute two publications on City services and local agencies that serve seniors. A proposed Senior Services
Guide, to be published in conjunction with the Levy Center, was postponed although some of the information previously
included in that guide was incorporated into the Evanston Senior Services Providers Exchange Guide.
5. Information about Commission programs and any events sponsored by the Commission is located on the City's web site.
City staff will explore the option of including information published in the Evanston Senior Services Providers Exchange
Guide and in other program publications on the City's web site.
6. In 2001-2002, the Commission, in conjunction with the Legal Assistance Foundation of Chicago, received funding from the
National Family Caregiver Support Program to develop a resource guide and training materials to use in the development of
family-run councils in nursing homes. The Commission received additional funds to support the development of councils in
area nursing homes. Commission staff and interns have worked with four nursing homes to obtain facility cooperation and to
support and train family members in council development.
City of Evanston
Commission on Aging
Taxi Program:
1. The program demonstrated significant growth this fiscal year. At the direction of the members of the City Council, the
reimbursement to taxicab companies increased to $5.00 per cab coupon in FY 2001-2002. Program usage increased, with
marked increases in program revenue and cost to the City. Ridership averaged 111 cab trips per day.
2. Program materials were revised to include changes in coupon worth and the complaint process.
3. Information about the Subsidized Taxicab Program, including changes in the program and the complaint process were
presented through articles in City publications and through community presentations.
4. In collaboration with the City Collector's Office, staff monitored complaints from program users. Staff noted decreases in
complaints about driver timeliness and response to passengers. An increase in compliments about driver helpfulness was also
noted.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1,400 1,500 1,500
1 1 1
1,700 1,700 2,000
5,400 5,756 6,500
107 110 130
15 15 15
2 4 4
4 4 4
120 120 120
1.50 1.50 1.50
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Older Adult Services Directory updates
3. Nursing home residents assisted by Long-Term Care
7. COA programs/forums co-sponsored
8. Coordination of Evanston Senior Services Providers
9. Handyman Visits
City of Evanston
Commission on Aging
1. Callers given information, assistance or referral
6. Resident councils at nursing homes and senior housing
4. Visit-hours by nursing home volunteers
5. Complaints handled by the Ombudsman Program
1. Coordinate with the Community Intervention Division and other City departments and community agencies to schedule
public forums and develop and distribute printed materials describing resources available to seniors and other citizens at
risk of foreclosure by April 2003.
2. Evaluate the need for the development of a yard work program for low-income seniors by May 2003.
3. Establish regular office hours at the Levy Senior Center by May 2003.
4. Evaluate the need for the development of an Accessibility sub-committee of the Commission by July 2003.
The Commission on Aging advocates for older residents; operates the Long-Term Care Ombudsman Program; trains and
places volunteers in long-term care facilities to advocate for the residents of these facilities; 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; works with other City departments and
community agencies to coordinate the response to citizens in need of assistance; provides technical assistance to agencies
in funding and coordination of planning for services; advises agencies, organizations, the community and City Council on
the needs of local older adults; encourages and facilitates activities between generations; administers the subsidized
taxicab program with the City Collector's Office and administers a Handyman Program in conjunction with CEDA
Neighbors at work.
2002-2003
Appropriation
2003-2004
Approved
1 Long Term Care Ombudsman
.5 Secretary II
Regular Pay Permanent 68,600 68,600
Overtime Pay Permanent 1,000 1,000
Personal Services $69,600 $69,600
Other Professional Services 300 300
Telephone & Telegraph 100 100
Postage Chargebacks 2,100 2,100
Training and Travel 100 100
Automobile Allowance 600 600
Telephone Chargebacks 1,800 1,800
Membership Dues 300 300
Copy Machine Charges 2,200 2,200
Other Contractual Services 2,800 2,800
Contractual Services $10,300 $10,300
Books, Publications, Maps 500 500
Office Supplies 400 400
Commodities $900 $900
Contingencies 500 500
Medical Insurance 8,900 8,900
Life Insurance 100 100
Other Charges $9,500 $9,500
Commission on Aging $90,300 $90,300
City of Evanston
Commission on Aging
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1,947 1,331 1,600
176 161 268
70 111 115
3 3 3
31,750 52,471 54,000
38,457 96,833 126,000
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Total persons registered
2. New registrations in fiscal year
5. Coupon Activity:
Sales (number of coupons sold)
Reimbursements to drivers (cost to City)
4. Coupon distribution centers
City of Evanston
Subsidized Taxi Program
3. Average number of trips per day
1. Work with the staff of the City Collector's office to incorporate a program user into the driver training program by March
2003.
2. Work with the staff of the City Collector's office to increase program user representation on the Taxicab Advisory Board
by April 2003.
3. Work with staff of the City Collector's office to monitor the effectiveness of the complaint process and the driver training
program by June 2003.
The Subsidized Taxi Program provides taxicab service twenty-four hours, seven days a week to Evanston citizens, 60
years or older and to mobility limited residents. Coupons may be purchased by program participants for $2.00. The
coupons are returned by the taxi companies to the City for reimbursement. At the direction of the members of the City
Council the reimbursement was increased from $3.50 to $5.00 per coupon in FY 2001-2002. The program is jointly
administered by the Commission on Aging and the City Collector.
2002-2003
Appropriation
2003-2004
Approved
Printing 800 800
Copy Machine Charges 1,500 1,500
Contractual Services $2,300 $2,300
Office Supplies 100 100
Commodities $100 $100
Coupon Payments - Cab Subsidy 126,000 210,000
Other Charges $126,000 $210,000
Subsidized Taxi Program $128,400 $212,400
City of Evanston
Subsidized Taxi Program
City of Evanston
Public Works
Three Year Fiscal History
$368,300
$378,300
$397,310
$350,000
$355,000
$360,000
$365,000
$370,000
$375,000
$380,000
$385,000
$390,000
$395,000
$400,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.51%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Director of Public Works 142,760 135,200 136,766 135,200
Municipal Service Center 254,550 233,100 225,228 243,100
Total 397,310 368,300 361,994 378,300
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Public Works
Provided training sessions for AFSCME supervisors.
Implemented the new street cleaning program for streets with parking on one side.
Developed a five-year paving plan at a funding level of $1.7 million per year ($1.2 Million in MFT funds supplemented
with an additional $500,000 per year in CIP bond funds). City Council adopted the program.
Successfully moved the City Public Works/Parks, Forestry and Recreation storage facility from leased space on Dewey
Avenue to the Recycling Center, saving about $50,000 per year.
In conjunction with Parks/Forestry and Recreation, provided project management for the development of the City’s bike
plan which is proposed to be implemented over the next 3-5 years.
Participated in the planning (design review, coordination with Parking Committee, operational issues, art components,
etc.) of the proposed Sherman Plaza Garage.
Implemented evening and overnight enforcement of parking regulations and the downtown area, as well as other areas
throughout the City.
Pursued alternative special assessment procedures and continued marketing the program in an attempt to increase the
number of alleys paved each year (Results = 2 alleys paved by S.A. in 2002-03, at least 9 proposed in 2003-04.)
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
6 6 6
20 20 25
Parking Committee Meetings 11 11 11
Supervisor Training Sessions 10 10 10
2.00 1.00 1.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Meetings/Hearings of Board of Local Improvements
City of Evanston
Director of Public Works
Flood and Pollution Control Meetings
1. Implement a web-based Service Request Tracking system by December 2003.
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.
City of Evanston
2002-2003
Appropriation
2003-2004
Approved
1 Director of Public Works
Regular Pay Permanent 109,700 109,700
Personal Services $109,700 $109,700
Telephone & Telegraph 2,000 2,000
Postage Chargebacks 300 300
Training and Travel 100 100
Fleet Service Fund Chargeback 12,100 12,100
Telephone Chargebacks 1,000 1,000
Membership Dues 1,000 1,000
Copy Machine Charges 1,000 1,000
Contractual Services $17,500 $17,500
Books, Publications, Maps 300 300
Office Supplies 1,000 1,000
Commodities $1,300 $1,300
Contingencies 500 500
Medical Insurance 5,900 5,900
Life Insurance 300 300
Other Charges $6,700 $6,700
Director of Public Works $135,200 $135,200
Director of Public Works
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1 1 1
2 2 2
1 1 1
1 1 1
12 12 12
52 52 52
4 4 4
0.50 1.00 1.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Municipal Service Center
3. Conduct annual lighting fixture cleanup
2. Coordinate fire drills with Fire Prevention Bureau
4. Complete annual clean up of second floor warehouse
5. Conduct monthly fire extinquisher inspection
6. Conduct weekly inspection of eyewash stations
7. Quarterly inspection of 63 overhead doors
FULL TIME EQUIVALENT POSITIONS
1. Conduct annual exterior storage bin cleanup by all user
departments
1. Complete fence replacement at the Oakton Avenue facility by July.
2. Complete computer inventory program of all items in the first floor warehouse by December.
3. Assist with painting exterior of building by October.
4. Complete feasibility study to replace salt dome by June.
5. Continue preventative maintenance program for parking deck.
6. Complete installation of phase 2 (Building B) security door lock system by December.
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, materials storage and vehicle garages as well as the salt storage dome. Bulk products and
supplies are dispersed from this location for all departments of the 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 now providing space for recycling spent lamps and household battery recycling storage.
Beginning with FY2003/04 costs to operate the former Recycling Center on Oakton Avenue will be identified here
because that facility will now provide seasonal storage for City equipment when not in use.
City of Evanston
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 37,200 37,200
Personal Services $37,200 $37,200
Building Maintenance Services 40,000 40,000
Electricity 3,600 3,600
Gas 41,600 41,600
Fleet Service Fund Chargeback 5,600 5,600
Telephone Chargebacks 500 500
Rentals 1,000 1,000
Other Contractual Services 25,000 25,000
Contractual Services $117,300 $117,300
Agricultural/Botanical Supplies 2,500 2,500
Clothing 24,700 34,700
Janitorial Supplies 5,500 5,500
Building Maintenance Material 15,000 15,000
Safety Equipment 22,700 22,700
Office Supplies 500 500
Commodities $70,900 $80,900
Contingencies 500 500
Other Charges $500 $500
Other Machines & Equipment 7,200 7,200
Capital Outlay $7,200 $7,200
Municipal Service Center $233,100 $243,100
Municipal Service Center
City of Evanston
City Engineer
Three Year Fiscal History
$573,800
$608,600
$565,900
$540,000
$550,000
$560,000
$570,000
$580,000
$590,000
$600,000
$610,000
$620,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.83%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
City Engineer 565,900 573,800 591,700 608,600
Total 565,900 573,800 591,700 608,600
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
City Engineer
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
90% 100% 100%
90% 90% 90%
2 Alleys 3 Alleys 9 Alleys
10.00 9.00 9.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Plans and Specifications ready for bidding by May 1, 2002
City of Evanston
City Engineer
Number of alleys paved by special assessment
Construction completed by September 30, 2002
1. Complete spot sewer repair and sewer replacement project prior to resurfacing streets.
2. Complete the street maintenance and resurfacing programs by October 31.
3. Complete the 50/50 Sidewalk and Block curb programs by October 31.
4. Complete the ADA curb ramp program by October 31.
5. Continue the Asbury Avenue Bridge Study - complete phase 2 engineering by December 31.
6. Complete Central/Crawford/Gross Point Road Signals Design by August 2003 and begin construction.
The Engineering Section administers and supervises the field construction of all Motor Fuel Tax, General Funds, Community
Development Block Grant and Special Assessment construction projects, provides engineering services for street, alleys,
sewer and watermain projects, 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.
Engineering 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.
City of Evanston
2002-2003
Appropriation
2003-2004
Approved
1 Civil Eng. I
3 Civil Engineer II
3 Engineering Aide II
1 Executive Secretary
1 Senior Engineer
Regular Pay Permanent 464,600 464,600
Overtime Pay Permanent - 3,000
Temporary Salaries - 2,000
Personal Services $464,600 $469,600
Photographers/Blueprints 100 100
Office Equipment Maintenance 1,400 1,400
Other Equipment Maintenance 300 300
Other Professional Services 900 900
Telephone & Telegraph 4,000 4,000
Postage Chargebacks 100 100
Training and Travel 1,000 1,000
Automobile Allowance 1,200 1,200
Fleet Service Fund Chargeback 31,200 41,000
City Wide Training 4,000 4,000
Telephone Chargebacks 4,100 4,100
Membership Dues 600 600
Copy Machine Charges 2,500 2,500
Contractual Services $51,400 $61,200
Books, Publications, Maps 500 500
Minor Equipment & Tools 700 700
Safety Equipment 200 200
Office Supplies 800 800
Photo/Drafting Supplies 800 800
Personal Computer Software - 20,000
Commodities $3,000 $23,000
Contingencies 200 200
Medical Insurance 53,200 53,200
Life Insurance 900 900
Other Charges $54,300 $54,300
Personal Computer Equipment 500 500
Capital Outlay $500 $500
City Engineer $573,800 $608,600
City Engineer
City of Evanston
Traffic Engineering
Three Year Fiscal History
$2,558,400 $2,567,400
$2,233,532
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
3.48%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Traffic Engineering 361,952 403,200 369,801 412,200
Traffic Signs 244,997 250,800 249,166 250,800
Traffic Signals and Streetlights 632,794 684,100 653,084 684,100
Parking Ticket Processing 36,384 47,700 59,105 47,700
Parking Enforcement 717,405 905,400 840,226 905,400
School Crossing Guards 240,000 267,200 267,200 267,200
Total Expenditures 2,233,532 2,558,400 2,438,582 2,567,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Traffic
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
200 225 225
1,650 1,750 1,775
275 275 285
600 575 600
200 275 275
6. Obstruction permit review and site visits 500 550 650
5.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Service requests received and answered
3. Development plans reviewed
City of Evanston
Traffic Engineering
1. Aldermanic requests received and answered
4. Traffic counts made
5. Traffic studies
1. Complete the construction work on Ridge Avenue, Davis Street, and Church Street signal interconnect project by
November of 2003.
2. Construct raised median separating south bound Ridge and Green Bay traffic at Clark Street, and to make other
improvements to enhance traffic safety and operation conditions.
3. Design and install truck route signs at major entrances to the City and at other major intersections.
4. Construct all traffic calming devices approved by City Council through July of 2003 by October of 2003.
5. Apply for funding for design and construction of Chicago - Sheridan corridor and Emerson/Green Bay/Ridge corridor
signal interconnect project. If funding is approved, complete design and engineering work by 2004 (with construction to
follow in 2005.)
6. In conjunction with Parks & Recreation Department and Planning Department, to apply for design and engineering
funds for the Evanston Bike System Plan by December of 2003.
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, requests
and complaints from citizens, aldermen, 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.
2002-2003
Appropriation
2003-2004
Approved
1 Civil Engineer II
1 Dep. Dir of Public Work
1 Executive Secretary
2 Senior Traffic Engineer
Regular Pay Permanent 332,200 332,200
Printing 8,600 8,600
Office Equipment Maintenance 100 100
Other Equipment Maintenance 300 300
Telephone & Telegraph 3,900 3,900
Postage Chargebacks 3,600 3,600
Training and Travel 500 500
Automobile Allowance 1,200 1,200
Fleet Service Fund Chargeback 12,600 12,600
Telephone Chargebacks 6,300 6,300
Membership Dues 800 800
Copy Machine Charges 200 200
Contractual Services $38,100 $38,100
Books, Publications, Maps 200 200
Minor Equipment & Tools 1,200 1,200
Safety Equipment 200 200
Office Supplies 800 800
Photo/Drafting Supplies 100 100
Contingencies 100 100
Medical Insurance 29,500 29,500
Life Insurance 800 800
Other Charges $30,400 $30,400
Traffic Engineering $403,200 $412,200
Traffic Engineering
City of Evanston
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
250 250 250
1,600 1,600 1,600
5,000 5,000 5,000
1,000 1,000 1,000
25 25 25
30,000 35,000 3,500
500 600 500
750 750 750
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Signs repaired/replaced
3. Signs fabricated (includes temporary signs)
7. Crosswalks, legends, arrows
8. Parking stalls marked
City of Evanston
Traffic Signs
1. Signs removed
6. Linear feet of pavement marking applied
4. New signs installed
5. Special events coordinated
1. Complete fine-tuning of way finding signs by June 1, 2003.
2. Replace worn out signs through December 2003.
3. Continue to perform traffic control on special events through December 2003.
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 of the City. This includes lane markings, centerlines, crosswalks, arrows, legends, and parking stalls.
Traffic control for special events is provided by this element, ranging from small events such as block parties to large events
such as Northwestern football games and the City's 4th of July festivities.
2002-2003
Appropriation
2003-2004
Approved
3 Traffic Sign Repairer
Regular Pay Permanent 136,100 136,100
Overtime Pay Permanent 10,000 10,000
Other Equipment Maintenance 400 400
Training and Travel 300 300
Fleet Service Fund Chargeback 34,100 34,100
Contractual Services $34,800 $34,800
Minor Equipment & Tools 1,600 1,600
Traffic Control Supplies 48,000 48,000
Commodities $49,600 $49,600
Medical Insurance 18,100 18,100
Life Insurance 200 200
Other Charges $18,300 $18,300
Other Machines & Equipment 2,000 2,000
Capital Outlay $2,000 $2,000
Traffic Signs $250,800 $250,800
Traffic Signs
City of Evanston
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
30 30 30
100 100 100
12 12 12
1,300 1,300 1,300
1,200 1,200 1,200
900 900 900
1,000 1,000 1,000
400 400 400
4.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Traffic Signals and Street Light Maintenance
1. Signals cleaned
6. Signal bulbs replaced
4. Street light bulbs replaced
5. Street light repairs made
7. Signal repairs made
8. Hours of night patrol for outages
FULL TIME EQUIVALENT POSITIONS
2. Controllers serviced
3. Arterial timings checked
1. Complete the first phase of the street light upgrade project by the end of the fiscal year.
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.
Traffic Signals and Street Light Maintenance
2002-2003
Appropriation
2003-2004
Approved
1 Lead Electrician
4 Traffic Sig/Str. Light Elec
Regular Pay Permanent 248,100 248,100
Overtime Pay Permanent 30,000 30,000
Personal Services $278,100 $278,100
Other Equipment Maintenance 200 200
Electricity 85,000 85,000
Training and Travel 400 400
Fleet Service Fund Chargeback 57,100 57,100
Other Contractual Services 188,000 188,000
Contractual Services $330,700 $330,700
Office/Other Equipment Maintenance Material 44,000 44,000
Minor Equipment & Tools 1,500 1,500
Commodities $45,500 $45,500
Medical Insurance 29,500 29,500
Life Insurance 300 300
Other Charges $29,800 $29,800-
Traffic Signals and Street Light Maintenance $684,100 $684,100
City of Evanston
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
95% 90% 90%
20 12 10
1.00 1.00 1.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking Ticket Processing
1. % of handwritten tickets entered within 2 work days of
receipt from other agencies.
FULL TIME EQUIVALENT POSITIONS
2. Number of court cases handled monthly
This program element is responsible for entering all information from parking tickets written by hand into the
parking ticket processing database for collections and notices. Tickets are subsequently filed in numeric order and
maintained for a period of five years.
This program element is also responsible for monitoring vehicles booted and processing payments for tickets and
boot release.
Parking tickets issued prior to 2000, which are still eligible to be protested in Circuit Court, are also handled
through this program element. Docket files and supporting information is prepared in this program element. This
element, along with the Parking System Management program element, represents the City in court and has the
ability to negotiate settlements for multiple-ticket cases.
2002-2003
Appropriation
2003-2004
Approved
1 Parking Operations Clerk
Regular Pay Permanent 40,500 40,500
Overtime Pay Permanent 900 900
Personal Services $41,400 $41,400-
-
Training and Travel 100 100
Contractual Services $100 100 -
-
Office Supplies 200 200
Commodities $200 200 -
-
Medical Insurance 5,900 5,900
Life Insurance 100 100
Other Charges $6,000 $6,000
Parking Ticket Processing $47,700 $47,700
Parking Ticket Processing
City of Evanston
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
99,169 132,000 150,000
692 700 750
12.00 16.00 16.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Vehicles booted
City of Evanston
Parking Enforcement
1. Parking tickets issued
1. Increase enforcement of the time limits in the downtown area during demolition and construction of the Sherman
Plaza Self Park in order to maintain turnover in the metered spaces.
2. Increase the number of 2003 and 2004 Evanston Vehicle Stickers purchased in a timely manner by using newly-
developed software which identifies vehicle registrations with Evanston addresses and by issuing tickets immediately
after the renewal periods end as well as throughout the year whenever a handheld ticket writing computer is used to
check and/or issue a parking citation.
3. Research existing parking ticket issuance and collections software and to make a recommendation for either an RFP
or RFQ during the first 9 months of the FY2003-04 which will improve or replace existing software so that hearings
scheduling can be included within the parking ticket issuance database.
4. Evaluate the efficiency and effectiveness of expansion of the Parking Enforcement program using several shifts to
determine if this level of staffing is appropriate; and to develop program alternatives by October 15, 2003.
The Parking Enforcement program element is responsible for the enforcement of parking ordinances throughout
Evanston, including parking meters, time-limited areas, permit lots, residential parking districts, and "no parking" zone
In addition, this element identifies and immobilizes (boots) vehicles with more than five outstanding parking tickets.
Parking Enforcement is used for traffic control during special events including 6 NU football games, July 4th parade an
fireworks, NU homecoming events, lakefront "no parking" enforcement during summer months, emergency street
closures, snow removal operations, and to replace absent school crossing guards.
The Parking Enforcement Supervisor coordinates and supervises the School Crossing Guard program.
The Parking Enforcement Supervisor is also the Program Administrator for the City-wide parking ticket issuance and
collection software. He is responsible for database management for this software, which also serves the Administrative
Hearing Division in its coordination and disposition of parking ticket hearings.
2002-2003
Appropriation
2003-2004
Approved
13 Parking Enforcement Officer
1 Parking Enforcement Supervisor
Regular Pay Permanent 608,600 608,600
Overtime Pay Permanent 24,400 24,400
Personal Services $633,000 $633,000
Other Equipment Maintenance 12,500 12,500
Electricity 1,900 1,900
Telephone & Telegraph 12,000 12,000
Training and Travel 1,200 1,200
Fleet Service Fund Chargeback 90,000 90,000
Membership Dues 400 400
Other Contractual Services 44,000 44,000
Contractual Services $162,000 $162,000
Clothing 6,600 6,600
Licensing/Regulatory Support 25,200 25,200
Office Supplies 400 400
Commodities $32,200 $32,200
Medical Insurance 72,100 72,100
Life Insurance 1,100 1,100
Other Charges $73,200 $73,200
Other Machines & Equipment 5,000 5,000
Capital Outlay $5,000 $5,000
Parking Enforcement $905,400 $905,400
Parking Enforcement
City of Evanston
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
35 38 38
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
850 - School Crossing Guards
Intersections staffed
School Crossing Guards are assigned to major intersections and heavy traffic areas to ensure the safe crossing
of school children.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 265,200 265,200
Personal Services $265,200 $265,200
Safety Equipment 2,000 2,000
Commodities $2,000 $2,000
School Crossing Guards $267,200 $267,200
School Crossing Guards
City of Evanston
City of Evanston
Streets and Sanitation
Three Year Fiscal History
$7,557,100
$7,384,100
$7,806,300
$7,000,000
$7,100,000
$7,200,000
$7,300,000
$7,400,000
$7,500,000
$7,600,000
$7,700,000
$7,800,000
$7,900,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
10.01%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Streets/Sanitation Administration 459,600 400,800 437,896 400,800
Street and Alley Maintenance 1,310,500 1,468,400 1,424,233 1,468,400
Street Cleaning 832,300 799,500 720,105 754,300
Ice and Snow Removal 532,100 532,100 442,567 532,100
Leaf Collection 208,000 0 11,607 0
Refuse Collection and Disposal 3,168,100 3,043,600 3,084,174 2,915,800
Residential Recycling Services 787,000 787,000 806,411 787,000
Yard Waste Collection and Disposal 508,700 525,700 476,070 525,700
Total Expenditures 7,806,300 7,557,100 7,403,063 7,384,100
Revenues
Residential Recycling Surcharge 628,000 628,000 687,986
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Streets and Sanitation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
12 12 12
4 4 4
4 4 4
none none
12 none
12 one
6.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Streets/Sanitation Administration
Employee safety training programs
Non-Preventable accidents
Workdays lost due to job injuries.
Preventable accidents
FULL TIME EQUIVALENT POSITIONS
Equipment training programs
Avg. number of occasional sick days used per employee/per
1. Work out the minor billing problems now being experienced with the "special collection" billing process.
The administration staff prepares work programs, analyzes service effectiveness and monitors all Street 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 work
supervision is provided, records are kept and citizen contact is maintained.
2002-2003
Appropriation
2003-2004
Approved
1 Administrative Asst.
3 Public Works Supervisor
1 Superintendent
Regular Pay Permanent 324,200 324,200
Overtime Pay Permanent 2,800 2,800
Seasonal Employees 1,400 1,400
Personal Services $328,400 $328,400
Other Equipment Maintenance 500 500
Training and Travel 600 600
Fleet Service Fund Chargeback 39,000 39,000
Telephone Chargebacks 1,000 1,000
Membership Dues 200 200
Contractual Services $41,300 $41,300
Books, Publications, Maps 100 100
Commodities $100 $100
Contingencies 400 400
Medical Insurance 29,500 29,500
Life Insurance 600 600
Other Charges $30,500 $30,500
Other Machines & Equipment 500 500
Capital Outlay $500 $500
Streets/Sanitation Administration $400,800 $400,800
City of Evanston
Streets/Sanitation Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
300 300 300
none none none
1,564 1,000 1,000
n/a 300 $300
Tons of asphalt used to repair streets and alleys $910 700 $700
Tons of leaves collected by machine none none none
2,000 2,000 2,000
1,500 2,250 1,500
13.84 15.00 15.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Street and Alley Maintenance
Tons of leaves collected
Cubic yard of compost material available by May
Cubic yards of concrete used to repair utility openings
Number of repaired utility openings
Tons of stone used to grade alleys
Lane miles of crack filling
FULL TIME EQUIVALENT POSITIONS
1. Change eighty (80) alleys from stone to recycled asphalt by November 30, 2003.
2. Accurately make an assessment of the City's future compost needs by August 31, 2003.
This program element provides ongoing maintenance to 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 and a permanent crew of five does
repair work on paved streets and alleys. The crews repair utility openings, water and sewer 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. Unimproved alleys are regraded or patched on the basis of need and/or complaint, as well as unimproved streets.
Additionally, this element provides leaf collection service.
All residential streets posted with alternate parking signs are cleaned at least twice during the leaf collection operation. This
operation begins in mid-October and continues until the end of November. During the seven week period, those streets
requiring special posting are cleaned during the first two weeks of November. The leaves that are collected will be taken to
the City facility at James Park and processed into compost. This process takes approximately six months, after which
composted material is given away to residents at the pick up sites at James Park and the ecology center parking lot on
McCormick Boulevard, south of Bridge Street.
2002-2003
Appropriation
2003-2004
Approved
1 Equipment Operator I
5 Equipment Operator II
3 Equipment Operator III
2 Public Works Crew Leader
3 PWMW II
Regular Pay Permanent 680,200 680,200
Overtime Pay Permanent 60,300 60,300
Seasonal Employees 29,800 29,800
Personal Services $770,300 $770,300
Other Equipment Maintenance 2,100 2,100
Training and Travel 1,600 1,600
Fleet Service Fund Chargeback 489,000 489,000
Other Contractual Services 36,000 36,000
Contractual Services $528,700 $528,700
Clothing 800 800
Material to Maintain Improvements 54,000 54,000
Minor Equipment & Tools 6,300 6,300
Safety Equipment 1,000 1,000
Commodities $62,100 $62,100
Medical Insurance 101,700 101,700
Life Insurance 1,000 1,000
Other Charges $102,700 $102,700
Other Machines & Equipment 4,600 4,600
Capital Outlay $4,600 $4,600
Street and Alley Maintenance $1,468,400 $1,468,400
City of Evanston
Street and Alley Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
18 18 18
9 9 9
45 45 45
1,400 1,400 1,400
8.00 8.00 7.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Number of Street Sweepings on special posted streets
Number of weeks Streets are swept in business districts
City of Evanston
Street Cleaning
Number of Street Sweepings on regular streets
Tons of debris collected by sweeping 4/1 to 10/11
1. Develop training program for all Equipment Operator II's for the Elgin Sweepers.
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 district, parking lots and viaducts are cleaned
with hand equipment by a permanent crew.
2002-2003
Appropriation
2003-2004
Approved
3 Equipment Operator II
1 Equipment Operator III
3 PWMW II
Regular Pay Permanent 355,900 317,400
Overtime Pay Permanent 32,000 31,000
Seasonal Employees 15,000 15,000
Personal Services $402,900 $363,400
Training and Travel 900 900
Fleet Service Fund Chargeback 269,400 269,400
Other Contractual Services 73,100 73,100
Contractual Services $343,400 $343,400
Clothing 700 700
Minor Equipment & Tools 1,000 1,000
Safety Equipment 900 900
Commodities $2,600 $2,600
Medical Insurance 48,100 42,500
Life Insurance 500 400
Other Charges $48,600 $42,900
Other Machines & Equipment 2,000 2,000
Capital Outlay $2,000 $2,000
Street Cleaning $799,500 $754,300
City of Evanston
Street Cleaning
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
4 4 4
4 4 4
16 16 16
5,000 2,000 5,000
6 1 6
Approved Adjustments in 2003-2004 Budget
City of Evanston
Ice and Snow Removal
Number of snow emergency days
Tons of salt used
Night snow removal in business areas (days)
Number of snow route parking bans
Salt operation 2" or less (Days)
FULL TIME EQUIVALENT POSITIONS
1. Further evaluate the use of "pull behind" salt spreaders and non-calcium and/or sodium chloride salt additives.
This element provides ice and sow removal services by spreading salt on streets to prevent any accumulation of ice or minor
amounts of snow. Streets are plowed to remove accumulations of more than two inches of snow in order to provide safe travel ways.
Personnel involved in ice and snow control operations are budgeted in other Street Department program elements, other public works
divisions, and other departments. The City's snow removal goals are as follows: (1) to clear snow routes within 12 hours; (2) to clear
one lane of residential streets within 24 hours; (3) to clear the other lane of residential streets within 48 hours; and (4) to remove snow
from all municipal parking lots within 5 days after the initial snowfall.
2002-2003
Appropriation
2003-2004
Approved
Overtime Pay Permanent 250,800 250,800
Personal Services $250,800 $250,800
Other Professional Services 12,000 12,000
Telephone & Telegraph 200 200
Fleet Service Fund Chargeback 56,400 56,400
Other Contractual Services 70,800 70,800
Contractual Services $139,400 $139,400
Chemicals 140,000 140,000
Food 200 200
Material to Maintain Improvements 500 500
Minor Equipment & Tools 1,200 1,200
Commodities $141,900 $141,900
Ice and Snow Removal $532,100 $532,100
City of Evanston
Ice and Snow Removal
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
15,550 15,550 15,550
15 15 15
4,642 4,695 4,695
100%100% 100%
1,500 tons 1,500 tons 1,500 tons
18,000 tons 18,000 tons 18,000 tons
17.00 16.00 16.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Number of neighborhood clean ups (weekends)
Units served by contractual agreements
City of Evanston
Refuse Collection and Disposal
Units served by municipal crews
Amount of material collected per month (tons)
Collection of bulk items within one week of request
Materials Collected per month (Tons)
1. Standardize the processing and recording procedures now being experienced with the "special collection" scheduling and
fee assessment process.
Full refuse removal service is provided once per week to all residential one-to-four family unit residences under this program
element. Twenty (20) 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 under contract to the city.
2002-2003
Appropriation
2003-2004
Approved
15 Equipment Operator II
1 Equipment Operator I
Regular Pay Permanent 690,600 690,600
Overtime Pay Permanent 75,100 75,100
Permanent Part Time 12,900 12,900
Seasonal Employees 30,000 30,000
Personal Services $808,600 $808,600
Printing 300 300
Other Equipment Maintenance 2,300 2,300
Telephone & Telegraph 200 200
Postage Chargebacks 200 200
Training and Travel 1,700 1,700
Fleet Service Fund Chargeback 481,600 481,600
Telephone Chargebacks 800 800
Condominium Refuse Collection 360,000 360,000
SWANCC Disposal Fees 788,400 891,100
Other Contractual Services 30,000 60,000
Contractual Services $1,665,500 $1,798,200
Chemicals 1,400 1,400
Clothing 1,500 1,500
Material to Maintain Improvements 700 700
Minor Equipment & Tools 800 800
Safety Equipment 1,200 1,200
Commodities $5,600 $5,600
Contingencies 300 300
Debt Service Other Agencies 419,300 158,800
Medical Insurance 96,300 96,300
Life Insurance 1,000 1,000
Other Charges $516,900 $256,400
Other Machines & Equipment 47,000 47,000
Capital Outlay $47,000 $47,000
Refuse Collection and Disposal $3,043,600 $2,915,800
City of Evanston
Refuse Collection and Disposal
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Residential Recycling Services
FULL TIME EQUIVALENT POSITIONS
Full recycling removal service is provided once per week to all qualified residential units under this budget element. Twenty
routes are scheduled in a four day work week (Monday - Thursday). Condominium buildings and cooperative apartment units
(4,695) and all residential units (14,544) are serviced by a private contractor (Groot Recycling Services).
2002-2003
Appropriation
2003-2004
Approved
Electricity 4,700 4,700
Gas 2,000 2,000
Other Contractual Services 601,800 601,800
Contractual Services $608,500 $608,500
Other Commodities 3,500 3,500
Commodities $3,500 $3,500
Debt Service 175,000 175,000
Other Charges $175,000 $175,000
Residential Recycling Services $787,000 $787,000
City of Evanston
Residential Recycling Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
3,000 3,000 3,000
1,000 1,000 1,000
6.00 6.00 6.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Tons of waste collected from mid October to November 29
City of Evanston
Yard Waste Collection & Disposal
Tons of waste collected from April 1 to mid October
1. Explore the possible repair of yard waste carts, specifically the lift bar by November 30, 2003.
Yard waste removal service is provided once per week to all qualified residential units under this budget element. Yard waste
collection season runs from the first week in April through the first week in December. The Division also runs a weekend
drop off at 2222 Oakton St. that is open the same length of time as the collection season plus an additional week in
December.
2002-2003
Appropriation
2003-2004
Approved
6 Equipment Operator II
Regular Pay Permanent 252,400 252,400
Overtime Pay Permanent 11,200 11,200
Seasonal Employees 59,800 59,800
Personal Services $323,400 $323,400
Printing 100 100
Training and Travel 600 600
Fleet Service Fund Chargeback 35,100 35,100
Other Contractual Services 130,000 130,000
Contractual Services $165,800 $165,800
Medical Insurance 36,100 36,100
Life Insurance 400 400
Other Charges $36,500 $36,500
Yard Waste Collection & Disposal $525,700 $525,700
City of Evanston
Yard Waste Collection & Disposal
City of Evanston
Human Relations
Three Year Fiscal History
$533,600
$515,300
$519,500
$400,000
$420,000
$440,000
$460,000
$480,000
$500,000
$520,000
$540,000
$560,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.70%
City of Evanston
Human Relations
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Human Relations Commission 205,300 213,400 212,516 213,400
Housing Advocacy 77,000 83,000 79,084 83,700
Summer Youth Employment Program 237,200 237,200 214,870 218,200
Total 519,500 533,600 506,470 515,300
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Challenges for Human Relations this fiscal year included a loss of planning and preparation time for the
Summer Youth Employment Program (as it was to be eliminated) and the resignation of a staff member
who was responsible for the management of the program. In spite of these hurdles, a successful program
was planned, developed, and implemented The JOB FAIR attracted over five hundred (500) job seekers.
One hundred forty-nine (149) youth were hired and they performed a variety of tasks to include community
clean-up, building/janitorial maintenance, computer maintenance, clerical/administrative support,
art/theatre skills, camp counseling, painting traffic signals and control boxes. Participants were
instrumental in the clean up of the lakefront after the Lake Shore Arts and Ethnic Arts Festivals and the
4th of July celebration.
In an effort to insure the success of the SYEP participants, an orientation program was developed and
conducted for their parents/guardians. Seventy-five per cent (75%) of the parents/guardians were in
attendance. The intent of the orientation was to share the purpose of the program and what they could do
to insure their child's success; a overview of the jobs the child would be performing; a review of the work
rules; a discussion of our expectations; payroll information; and the introduction of supervisory and
auxiliary personnel. The session was interactive as the parents/guardians had many questions and
verbalized their appreciation and support for the program.
A mandatory orientation for program participants was held. Their orientation included expectations, rules,
regulations, appropriate and acceptable behaviors and attitudes (including information on sexual
harrassment and dress code). They were also advised that they would be participating in an educational
component.
This year, the educational component included two (2) field trips, the first to Cook County's Boot Camp
and the second to Northeastern Illinois University. Ninety percent (90%) of the participants took part in
these activities.
The process of analyzing the racial and gender make-up of the City's workforce is underway and by the end
of this fiscal year, we will be in a position to meet with department heads to develop individual plans to
address any identified underutilization of minorities and women.
The 2002 CommUNITY picnic, a celebration of Evanston's diversity, was well attended and by all accounts
was a huge success. Approximately 3,500 residents attended. To bring this event to fruition, money is
donated by the private sector and local restaurants cooked and provided food and balloons. This event
serves as the kick-off for UNITY Month that begins in September.
City of Evanston
Human Relations
There have been two (2) unexpected amendments one related to the Residential Landlord and Tenant
Ordinance (RLTO) and the other to the Fair Housing Ordinance (FHO). The RLTO amendment has been
approved and we are in the process of initiating the actions necessary, as it will be effective October 1st.
The proposed amendment to the FHO is currently under consideration and most recently, the Human
Services Committee held a public hearing.
The Commission has co-sponsored two events. The first was the "Housing Matters Forum". The other
agencies include Evanston Neighborhood Conference, Interfaith Housing of the Northern Suburbs,
Housing Development Corporation, Center for Public Ministry, Latinos United, CEDA/Neighbors At
Work, Evanston Township Assistance and RELATE. The purpose of the forum was to share information
relative to affordable housing and to solicit and develop strategies for the creation of affordable housing.
The forum attracted more than 150 participants from the north shore.
Human Relations is currently developing a city wide job fair with the Chamber of Commerce, Evanston
Township High School, Youth Job Center, CEDA/Neighbors At Work, Evanston Township Assistance, the
Youth Organization Umbrella, State Representative Julie Hamos and the Evanston/Northshore Branch of
the NAACP.
Staff is working with the Plan Commission and the community to develop a neighborhood plan for the 5th
Ward. Staff is working with and facilitating a sub-committee which is addressing and discussing issues
around crime and human relation's matters. It is the goal of the committee to develop strategies that will
result in improving the quality of life for the residents of the target area.
City of Evanston
Human Relations Commission
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
43 50 55
18 20 20
26 18 20
8 5 5
32 35 35
12 15 15
2.67 2.67 2.67 FULL TIME EQUIVALENT POSITIONS
1. Mediations conducted (Alternative Dispute
Resolution Program (ADR).
2. Training programs conducted, e.g., sexual
harassment, hate crimes, diversity, etc.
3. Civil rights and/or discrimination charges
investigated.
4. Civil rights and/or discrimination charges referred.
5. Employee consultations
6. Meetings with community/civic organizations
1. Meet with each department head to assess minority and female representation and where necessary, develop
an individual plan of action to increase minority and female representation within their respective departments by
February 2004.
2. Develop and create a quarterly electronic newsletter on human relations issues, programs and activities by
February 2004.
The Human Relations Commission 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 so as 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; provides mediation services through our Alternative Dispute Resolution Program; 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, source of income or age; conducts and/or
coordinates training programs and community functions/activities; advises City administration, City Council, and
the community on human relation issues; and serves as a resource on related issues; investigates and prepares
responses to allegations of employment discrimination filed through the Illinois Department of Human Rights
and/or the 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.
2002-2003
Appropriation
2003-2004
Approved
1 Dir. Of Human Relations
1 Human Relations Specialist
0.67 Secretary II
Regular Pay Permanent 181,500 181,500
Personal Services $181,500 $181,500
Advertising 2,200 2,200
Printing 1,000 1,000
Other Professional Services 600 600
Telephone & Telegraph 1,100 1,100
Postage Chargebacks 2,200 2,200
Training and Travel 300 300
Automobile Allowance 1,200 1,200
Telephone Chargebacks 3,100 3,100
Membership Dues 300 300
Copy Machine Charges 2,300 2,300
Contractual Services $14,300 $14,300
Books, Publications, Maps 500 500
Office Supplies 400 400
Commodities $900 $900
Contingencies 500 500
Medical Insurance 15,800 15,800
Life Insurance 400 400
Other Charges $16,700 $16,700
Human Relations Commission $213,400 $213,400
City of Evanston
Human Relations Commission
City of Evanston
Housing Advocacy
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
25 22 35
1727 2000 2000
13 15 15
7 20 5
10 12 8
FULL TIME EQUIVALENT POSITIONS 1.33 1.33 1.33
Approved Adjustments in 2003-2004 Budget
1. Fair housing complaints processed
2. Landlord/Tenant inquiries and complaints processed
3. Training programs conducted, e.g., landlord/tenant,
fair housing, Section 8, etc.
5. Meetings with civic/community groups
4. Housing providers audited
1. Develop methods and processes to advise and educate landlords and tenants of amendments by January 2004.
2. Develop a sound working relationship with realtors and property owners/managers by making personal visits
by February 2004.
Housing, particularly affordable housing has and will continue to present the City with some difficult challenges.
In an effort to maintain the diversity the City covets, eradicate discrimination and to insure that landlords and
tenants are aware of their respective duties and obligations, this element is responsible for the administration and
enforcement of the Fair Housing Ordinance (FHO) and the residential landlord and tenant Ordinance.
The FHO prohibits discrimination in the sale or rental of residential property based on race, color, religion, sex,
age, sexual orientation, martial status, disability or familial status. The RLTO establishes rights, obligations and
remedies for property owners who rent or lease residential property and those who lease or rent. To enforce and
administer these ordinances, we provide a variety of services to include but not limited to technical support,
training, advocacy, and investigation. mediation/conciliation and arbitration.
In addition to fair housing and landlord/tenant issues, we work independently and as a part of a larger network
comprised of other City departments, housing providers, community groups and governmental agencies in
addressing housing and housing related issues to include affordable housing, Housing Choice Vouchers Program,
anti-social/criminal behaviors/acts as well as perceptions.
2002-2003
Appropriation
2003-2004
Approved
1 Human Relations Specialist
0.33 Secretary II
Regular Pay Permanent 59,700 59,700
Personal Services $59,700 $59,700
Advertising 400 1,100
Printing 2,500 2,500
Legal Services - General Liability 500 500
Other Professional Services 8,000 8,000
Postage Chargebacks 100 100
Training and Travel 100 100
Membership Dues 400 400
Copy Machine Charges 100 100
Contractual Services $12,100 $12,800
Books, Publications, Maps 1,700 1,700
Office Supplies 400 400
Commodities $2,100 $2,100
Contingencies 1,200 1,200
Medical Insurance 7,800 7,800
Life Insurance 100 100
Other Charges $9,100 $9,100
Housing Advocacy $83,000 $83,700
Housing Advocacy
City of Evanston
City of Evanston
Summer Youth Employment Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
92% 99% 100%
63% 90% 100%
112 159 125
67 60 70
5. Street light and traffic poles
scraped, primed and painted N/A 127 125
6. Traffic calming devices cleaned and maintained N/A 12 20
7. Sidewalks/public right of ways &
parks cleaned & maintained N/A 70 75
8. Special requests from departments and citizens N/A 58 60
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. % of youth who successfully complete the program
3. Number of alleys cleaned
2. % of participants who participate in training
4. Tons of debris collected
1. Develop a strategy to increase the participation of private sector employers by June 2004.
This funding 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) are best categorized and described as
follows: Community Clean Up, TheatreSkills, ArtSkills, 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 circles, cul de sacs, parks and alleys in their areas
free of debris. They also cut back excess vegetation in alleys to increase drivers’ visibility and to reduce vehicular damage,
e.g., side view mirrors, scratches on vehicles, particularly our own fleet. In addition, there will be a crew of three and a
supervisor who will assume the responsibility of scraping, priming and painting street light poles and/or traffic signal 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 the 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 a requirement for the community clean-up crews (primarily
comprised of 14 and 15 year olds). The purpose of the training is to provide them with life information that will prove helpful
as they plan for their futures. Training has included education and discussion that address a wide range of issues from teen
pregnancy to how to open a checking/savings account, resume writing and interviewing. Field trips are taken to local colleges
and the Cook County Jail as a means of educating the participants. They are encouraged to compare and contrast the difficult
experiences. ArtSkills participants also engage in cultural experiences by visiting such places as the Art Institute, art firms and
other similar places.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 202,200 183,200
Personal Services $202,200 $183,200
Postage Chargebacks 400 400
Fleet Service Fund Chargeback 6,100 6,100
Rentals 8,000 8,000
Swanncc Disposal Fees 6,000 6,000
Other Contractual Services 3,000 3,000
Contractual Services $23,500 $23,500
Clothing 7,000 7,000
Minor Equipment & Tools 1,600 1,600
Safety Equipment 1,000 1,000
Office Supplies 500 500
Commodities $10,100 $10,100
Contingencies 1,400 1,400
Other Charges $1,400 $1,400
Summer Youth Employment Program $237,200 $218,200
Summer Youth Employment Program
City of Evanston
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Contingency 822,500 2,254,800 2,015,032 4,218,400
IMRF 3,937,800 4,100,000 4,100,000 3,990,000
Total 4,760,300 6,354,800 6,115,032 8,208,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Miscellaneous Operating Requirements
All transfers to the Insurance Fund have been combined in this element for FY2002/03.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Contingency
FULL TIME EQUIVALENT POSITIONS
The General Contingency element provides funds for purposes unanticipated at the time of budget adoption, for salary
adjustments for City employees 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
program element.
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 36,400 1,385,800
Personal Services $36,400 $1,385,800
Evanston First Night 20,000 20,000
Fleet Service Fund Chargeback 43,400 96,600
Contractual Services $63,400 $116,600
Contingencies 200,000 200,000
Transfer to Insurance Fund 1,900,000 1,900,000
Keep America Beautiful 5,000 5,000
Foreign Fire Insurance 50,000 50,000
Health Insurance 561,000
Other Charges $2,155,000 $2,716,000
Contingency $2,254,800 $4,218,400
City of Evanston
Contingency
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
IMRF
The Illinois Municipal Retirement Pension was created by the State Legislature and the rules governing its operation are
detailed in Chapter 108 1/2, Article 7 of the Illinois Revised Statutes, 1979. The purpose of the pension is to provide a
sound and efficient system for the payment of retirement annuities and disability and death benefits to municipal
employees in Illinois
Coverage under the IMRF Plan is compulsory for all Evanston employees (other than sworn police and fire department
personnel) whose job normally requires 1000 or more hours in a year and who are less than 70 years of age when first
employed. Elected officials have an option to join the pension.
2002-2003
Appropriation
2003-2004
Approved
Employer's FICA Participation 1,800,000 1,750,000
Pension Contribution/Participation/ IMRF 1,800,000 1,740,000
Non FICA Medicare Payments 500,000 500,000
Other Charges $4,100,000 $3,990,000
IMRF $4,100,000 $3,990,000
City of Evanston
IMRF
City of Evanston
Library
Three Year Fiscal History
$3,751,100
$3,794,600
$3,562,800
$3,400,000
$3,450,000
$3,500,000
$3,550,000
$3,600,000
$3,650,000
$3,700,000
$3,750,000
$3,800,000
$3,850,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
5.14%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Library Administration 370,600 389,000 371,862 400,200
Library Maintenance 369,000 386,100 367,722 404,200
Readers' Services 482,300 500,800 433,714 511,200
Children's Services 355,500 376,900 372,011 379,300
Circulation 383,300 403,800 380,641 393,800
Technical Services 740,400 772,300 724,311 774,400
North Branch 121,400 128,400 126,282 129,800
South Branch 159,600 171,500 163,765 174,300
Library Information Services 580,700 622,300 627,462 627,400
Total Expenditures 3,562,800 3,751,100 3,567,770 3,794,600
Revenues
Personal Property Repl. Tax 49,700 49,720
Miscellaneous Revenue 3,900 4,000
Copy Machine Charges 21,000 24,000
Meeting Room Fees 10,000 8,500
State Per Capita Grant 86,900 86,900
Video Rentals 57,000 60,000
Rental Books 8,500 9,000
Library Fines and Fees 145,000 160,000
Non-Resident Cards 3,000 3,000
Books Lost and Paid 20,000 20,000
Reserves on Library Materials 4,900 4,700
Multimedia Collection 2,800 2,800
North Branch Rental Income 24,600 25,100
Total Revenues: 437,300 457,720
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Library Administration
Extending library service beyond the Evanston Public Library’s walls has been a major objective this fiscal year. This is in
line with the vision the Board set out in its Strategic Plan: A Decade of Outreach. In July the Library began to make twenty-
four databases available to Evanston residents through the Library’s web site. These resources, which were previously only
available in the Library, are now available twenty-four hours a day to any Evanston resident with Internet access.
Partnerships with other organizations also extended the reach of our services. Public health nurses deliver BabyLove gift
book bags, the YMCA runs a weekly lending library, and four offsite locations hosted the Summer Reading Game. The
outreach librarian visited schools during National Poetry Month, which culminated in a poetry celebration featuring local
schoolchildren, the mayor, and the school superintendent. A partnership with the District 65 Family Center created YES
(Young Evanston Storytellers), a storytelling league for older children.
A wide variety and expanded number of special programs for children and adults, funded by the Library’s endowment, by
gifts, and by grants, have attracted people to the Library’s facilities and introduced them to other library resources. The
Library also extended its reach by providing more programs for younger children including the Parent and Child Workshop
aimed at children one to three years of age, and Book Babies aimed at children one to two years old.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
591,014 602,800 603,000
4.53 4.53 4.53
Approved Adjustments in 2003-2004 Budget
City of Evanston
Library Administration
Number of patrons entering the Main Library
FULL TIME EQUIVALENT POSITIONS
1. Review the means of measuring the effectiveness of public relations programs in FY 2003-04 and prepare a performance
measure for the Library's public relations efforts to use in FY 2004-05.
2. Schedule at least 150 speeches or programs outside of the Library during FY 2003-04.
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; it acts with other Library units in working
with numerous library-related groups in the area and in the State of Illinois.
2002-2003
Appropriation
2003-2004
Approved
1 Administrative Services Manager
1 Clerk III
1 Executive Secretary
1 Library Director
Regular Pay Permanent 244,500 244,500
Permanent Part Time 16,700 16,700
Temporary Salaries 200 200
Personal Services $261,400 $261,400
Printing 2,800 2,800
Office Equipment Maintenance 14,600 16,500
Telephone & Telegraph 28,800 25,500
Postage Chargebacks 16,500 28,500
Training and Travel 500 500
Automobile Allowance 1,700 1,700
Postage 400 1,000
Membership Dues 1,800 1,800
Other Contractual Services 1,000 1,000
Contractual Services $68,100 $79,300
Office Supplies 17,700 17,700
Commodities $17,700 $17,700
Copy Machine Lease Payment 17,700 17,700
Medical Insurance 23,600 23,600
Life Insurance 500 500
Other Charges $41,800 $41,800
Library Administration $389,000 $400,200
City of Evanston
Library Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1 1 1
3.64 3.64 3.64
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Library Maintenance
Conduct seasonal cleaning of boilers
This program element 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.
1. Paint additional 15% of Main Library by February 2004.
2002-2003
Appropriation
2003-2004
Approved
3 Custodian II
Regular Pay Permanent 125,000 125,000
Overtime Pay Permanent 8,400 8,400
Permanent Part Time 25,600 25,600
Temporary Salaries 500 500
Personal Services $159,500 $159,500
Building Maintenance Services 160,000 168,500
Office Equipment Maintenance 3,900 3,900
Other Equipment Maintenance 3,900 3,900
Gas 11,500 22,100
Training and Travel 400 400
Fleet Service Fund Chargeback 6,800 6,800
Contractual Services $186,500 $205,600
Janitorial Supplies 12,000 12,000
Building Maintenance Material 9,000 8,000
Office/Other Equipment Maintenance Material 600 600
Minor Equipment & Tools 200 200
Commodities $21,800 $20,800
Medical Insurance 18,100 18,100
Life Insurance 200 200
Other Charges $18,300 $18,300
Library Maintenance $386,100 $404,200
City of Evanston
Library Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
104,663 109,000 109,000
7.44 7.44 7.44
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Readers' Services
Reference and directional transactions
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
3. Fill 27% of reserves for adult materials within 7 days and 73% within 30 days and to measure the performance on this
objective by collecting and reviewing data in October 2003.
4. Review 25% of the adult non-fiction collection for retention, replacement and enhancement by February 2004.
Readers 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 Readers 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.
2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Library Assistant
Regular Pay Permanent 159,200 159,200
Permanent Part Time 132,500 132,500
Temporary Salaries 5,400 5,400
Personal Services $297,100 $297,100
Training and Travel 700 700
Computer License & Support 2,900 3,100
Contractual Services $3,600 $3,800
Library Supplies 600 600
Commodities $600 $600
Medical Insurance 17,700 17,700
Life Insurance 200 200
Other Charges $17,900 $17,900
Library Books & Exhibits 148,900 158,200
Audio Recordings 20,700 20,700
Multimedia Collection 500 500
Videocassettes 11,500 12,400
Capital Outlay $181,600 $191,800
Readers' Services $500,800 $511,200
City of Evanston
Readers' Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
239,367 265,000 267,000
565 700 800
13,119 20,000 20,000
1,039 1,057 1,100
7.47 7.47 7.47
Approved Adjustments in 2003-2004 Budget
City of Evanston
Children's Services
Circulation of materials
Summer Reading Game participants
Library programs
FULL TIME EQUIVALENT POSITIONS
Attendance at Children's programs
1. Provide literary, educational and cultural programs for a combined audience of 20,000 children during FY 2003-04.
2. Establish 9,000 child book links in FY 2003-04.
3. Answer at least 85% of reference questions to the satisfaction of Library patrons.
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
more than 62,000 books and 3,800 audio-visual items.
2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Library Assistant
Regular Pay Permanent 172,600 172,600
Permanent Part Time 93,400 93,400
Temporary Salaries 6,200 6,200
Personal Services $272,200 $272,200
Training and Travel 700 700
Contractual Services $700 $700
Library Supplies 600 600
Commodities $600 $600
Medical Insurance 23,600 23,600
Life Insurance 300 300
Other Charges $23,900 $23,900
Library Books & Exhibits 61,800 63,600
Periodicals 1,200 1,200
Audio Recordings 8,000 8,000
Multimedia Collection 1,300 1,300
Videocassettes 7,200 7,800
Capital Outlay $79,500 $81,900
Children's Services $376,900 $379,300
City of Evanston
Children's Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
759,202 783,000 805,000
16,707 16,000 16,000
8,053 7,500 7,500
42,004 43,000 43,000
15.64 15.64 15.03
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2) Reserves filled
3) New cards issued
City of Evanston
Circulation
1) Items checked out
4) Notices sent
1. Re-shelve all adult library materials within two days of their return.
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.
2002-2003
Appropriation
2003-2004
Approved
1 Circulation Supervisor
1 Clerk III
1 Library Aide II
Regular Pay Permanent 140,700 130,700
Permanent Part Time 220,600 220,600
Temporary Salaries 13,500 13,500
Personal Services $374,800 $364,800
Training and Travel 1,600 1,600
Contractual Services $1,600 $1,600
Library Supplies 3,600 3,600
Commodities $3,600 $3,600
Medical Insurance 23,600 23,600
Life Insurance 200 200
Other Charges $23,800 $23,800
Circulation $403,800 $393,800
City of Evanston
Circulation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
16,113 16,000 16,000
29,253 29,000 29,000
16,032 16,000 16,000
4,496 4,000 4,000
526,449 500,000 500,000
13.19 13.19 13.19
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2) Volumes added to the collections
3) Volumes withdrawn from the collections
City of Evanston
Technical Services
1) Titles added to the collections
4) Volumes bound or mended
5) Visits to the web site
1. 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.
2. Have all automated library public and staff services available 99% of the hours that the Library is open and to have the
DRA system and the Evanston Information Server available 95% of the remaining hours of published availability.
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.
2002-2003
Appropriation
2003-2004
Approved
4 Clerk II
1 Librarian I
2 Library Assistant
1 Technical Services Manager
1 Technical Support Specialist I
1 Technical Support Specialist II
Regular Pay Permanent 391,400 391,400
Permanent Part Time 137,900 137,900
Temporary Salaries 3,000 3,000
Personal Services $532,300 $532,300
Binding 5,000 5,000
Computer Equipment Maintenance 25,500 7,000
Training and Travel 1,300 1,300
Computer License & Support 77,000 77,000
Contractual Services $108,800 $90,300
Library Supplies 21,400 26,000
Personal Computer Software 9,000 9,000
Commodities $30,400 $35,000
Medical Insurance 53,200 53,200
Life Insurance 600 600
Other Charges $53,800 $53,800
Personal Computer Equipment 47,000 63,000
Capital Outlay $47,000 $63,000
Technical Services $772,300 $774,400
City of Evanston
Technical Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
78,109 77,600 78,000
13,643 14,800 15,000
80,207 79,300 80,000
2.98 2.98 2.98
Approved Adjustments in 2003-2004 Budget
City of Evanston
North Branch
1. Circulation of materials
FULL TIME EQUIVALENT POSITIONS
2. Reference and directional transactions
3. Number of patrons entering North Branch
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Provide three to five children's programs featuring guest artists.
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 more than
34,000 books.
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 98,300 98,300
Temporary Salaries 2,100 2,100
Personal Services $100,400 $100,400
Building Maintenance Services 1,000 1,000
Gas 900 900
Building Maintenance Material 600 600
Library Supplies 200 200
Commodities $800 $800
Library Books & Exhibits 22,900 24,300
Periodicals 2,400 2,400
Capital Outlay $25,300 $26,700
North Branch $128,400 $129,800
City of Evanston
North Branch
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
41,679 42,000 42,000
15,391 18,000 18,000
47,158 49,600 50,000
2.31 2.31 2.31
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Reference and directional transactions
3. Number of patrons entering South Branch
City of Evanston
South Branch
1. Circulation of materials
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
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 more than 26,000 books.
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 54,600 54,600
Permanent Part Time 35,000 35,000
Temporary Salaries 3,300 4,300
Personal Services $92,900 $93,900
Building Maintenance Services 4,000 4,000
Rentals 44,900 45,300
Contractual Services $48,900 $49,300
Building Maintenance Material 100 100
Library Supplies 300 300
Commodities $400 $400
Medical Insurance 5,900 5,900
Life Insurance 100 100
Other Charges $6,000 $6,000
Library Books & Exhibits 21,200 22,500
Periodicals 2,100 2,200
Capital Outlay $23,300 $24,700
South Branch $171,500 $174,300
City of Evanston
South Branch
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
108,536 125,000 125,000
42,460 42,000 42,000
9.12 9.92 9.65
Approved Adjustments in 2003-2004 Budget
City of Evanston
Library Information Services
1. Reference and directional transactions
FULL TIME EQUIVALENT POSITIONS
2. Periodicals used in-house
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Provide 24 classes on the use of the Internet and other electronic resources in FY 2003-04.
3. Reduce the wait for service at the Library's periodical desk to no more than 3 minutes during peak periods.
Information Services 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.
2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Periodicals Clerk
1 Periodicals Supervisor
Regular Pay Permanent 237,400 237,400
Permanent Part Time 126,800 126,800
Temporary Salaries 6,800 6,800
Personal Services $371,000 $371,000
Binding 1,800 1,800
Training and Travel 900 900
Computer License & Support 58,300 67,600
Contractual Services $61,000 $70,300
Library Supplies 5,000 5,000
Commodities $5,000 $5,000
Medical Insurance 29,500 29,500
Life Insurance 400 400
Other Charges $29,900 $29,900
Office Machines & Equipment 13,100 11,500
Library Books & Exhibits 73,100 73,500
Periodicals 69,200 66,200
Capital Outlay $155,400 $151,200
Library Information Services $622,300 $627,400
City of Evanston
Library Information Services
City of Evanston
Recreation
Three Year Fiscal History
$6,097,800 $6,076,500
$4,957,700
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
8.24%
City of Evanston
Recreation
Financial Summary 2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Management and Support 198,000 207,300 216,863 207,300
Business and Fiscal Management 353,700 339,200 294,509 240,300
Communications and Marketing Services 177,200 188,000 177,854 198,100
Subtotal Recreation, Parks and Forestry Admin. 728,900 734,500 689,226 645,700
Recreation General Support 244,800 225,200 212,384 303,100
Park Utilities 32,500 33,200 29,371 51,200
Robert Crown Community Center 467,000 544,300 492,787 541,700
Chandler Newberger Community Center 506,500 519,400 499,535 523,200
Fleetwood-Jourdain Community Center 498,300 545,600 449,547 556,500
Fleetwood-Jourdain Theatre 116,000 163,100 103,947 114,700
At-Risk Programs 165,400 181,200 157,576 179,400
Levy Activity Center 380,400 564,600 492,655 644,800
Church Street Boat Ramp 72,700 80,500 39,031 67,700
Boat Storage Facility 1,500 1,600 820 1,600
Beaches 367,200 412,500 379,082 399,500
Facility Maintenance 468,800 485,900 469,435 495,900
Robert Crown Ice Rink 930,300 988,100 859,734 969,600
Sports Leagues 130,500 132,000 94,880 78,200
Aquatic Camp 27,100 28,700 31,677 32,200
Tennis 79,800 76,500 113,341 107,300
Youth Sports 0 0 442 0
Club Subsidies 900 0 130 0
Drum and Bugle Corps 15,100 12,300 2,109 12,300
Special Recreation 255,000 253,200 218,455 253,200
Skate Park/Bus Program 58,400 57,500 28,205 34,500
Park Service Unit 138,700 53,000 51,319 53,000
Youth Golf Program 800 4,900 6,265 11,200
Subtotal Recreation 4,957,700 5,363,300 4,732,727 5,430,800
Total Expenditures: 5,686,600 6,097,800 5,421,953 6,076,500
City of Evanston
Recreation
2003-2004
2002-2003 Appropriation
Revenues Appropriation Approved
Advertising Revenue -26,000 -26,000
Robert Crown Center Revenues -201,900 -195,000
Robert Crown Ice Rink Revenues -951,800 -945,000
Chandler-Newberger Center Revenues -358,200 -365,300
Fleetwood-Jourdain Center Revenues -165,000 -165,000
Fleetwood-Jourdain Theatre Revenues -20,000 -31,600
At Risk Program Revenues -89,100 -80,000
Levy Center Revenues -183,400 -254,182
Church Street Boat Ramp Revenues -113,500 -125,150
Boat Storage Facility Revenues -69,700 -73,075
Beach Revenues -480,000 -504,800
Sports League Revenues -57,300 -42,300
Aquatic Camp Revenues -74,500 -89,065
Tennis Revenues -85,500 -117,000
Special Recreation Revenues -43,300 -45,300
Skate Park/Bus Revenues -15,800 -15,795
Youth Golf Program -2,800 -11,200
Public Donation Youth Golf 0
Total Recreation Revenues: 2,937,800 3,085,767
Performance Report on FY 2002-2003 Major Program Objectives
During 2002-03, the Department of Parks/Forestry & Recreation was challenged in each of its divisions. Major
projects that the staff addressed included the completion of both the Levy Senior Center and the $1,000,000 remodeling project at
the Noyes Cultural Arts Center. In addition, staff identified, developed and submitted grants for all areas of operations and
a marina study was begun by getting the Army Corps of Engineers and U.S. Representative Jan Schakowsky.
Levy Center: The Center opened its doors to residents on June 3. With the new facility’s additional programs and extended hours,
membership has doubled to 1,560 as of October 2002. The number of exercise programs offered has been expanded and
participation has increased 85 percent. Membership in the fitness room tops 180.
Chandler-Newberger Center/Special Recreation/Tennis/Golf: The Sports Camp curriculum was re-evaluated and group sizes
were reduced by 10 percent to provide better supervision. The former City/District #65 cooperative summer Special Recreation
camp was restructured to become a City-only camp. To more evenly distribute the tennis program, 25 tennis classes were offered
at James Park; private tennis lessons are now being offered year-round. Two golf camps for middle school students were initially
offered. That number was later increased to five, with more camps proposed for 2003-04.
Fleetwood-Jourdain Center: The fitness center’s fitness equipment was evaluated and it was determined that almost all needed to
be replaced. With funding from CDBG and a recreation-restricted fund, new equipment was purchased. Staff has restructured the
fitness center to operate similar to that of the Levy Center. The summer lunch program provided more than 35,000 meals over a
10-week period at four sites. The total number of meals served is less than in prior years. Fewer children took advantage of the
lunch program due to a larger number of children attending summer school this year--it is those children that visit our sites to eat
lunch. Staff is still working on creating social skill development and conflict resolution programs for pre-teens and young adults.
Fleetwood-Jourdain Theatre: A full-time program manager is being sought. Once hired, the manager will be working on meeting
the theatre’s objectives. The interim theater manager successfully formed a new program by combining the Summer Youth
Theatre program with the Cultural Arts Division’s ArtSkills program.
City of Evanston
Recreation
Robert Crown: Interest from individuals remains very high for an adult basketball league, although the traditional league offering
was not successful. As a result, staff is changing the program to a 3-on-3 format, which should make it easier for the formation of
teams. A new ice dancing class was successfully introduced in the fall. There is an average of eight new riders in the after-school
bus program. Skate board and in-line skating clinics were held, but a competition was not offered due to lack of volunteers. Staff
is talking to local skate shops about sponsorship.
Communications and Marketing: Although the entire Arts + Recreation publication cannot be posted on the City’s Web site at
this time, staff is working with the web developer to include just the text files for classes, programs and special events sponsored
by the Recreation, Ecology and Arts Divisions. This should take effect with the Winter 2002-03 issue.
Lakefront: Staff reviewed the communication system at the Lakefront and determined the current system, a combination of radios
and land line phones, works the best. Large crowds attended the beaches during an unusually hot spell in mid-summer.
Staff cleaned the beaches daily, as well as the rest rooms. Due to rainouts, the summer softball season did not end on schedule,
so there was not enough time to run tournaments before the fall leagues began. Staff has revised the format for next year’s
summer leagues to allow time for tournaments. An equitable plan has been formed to register returning softball teams.
Recreation Maintenance: The outfields at the Robert Crown softball fields could not be renovated because of the extended league
play. Unless the fields are taken out of action for a season, it appears the fields cannot be renovated until fall of 2003. Staff
maintained 21 City baseball/softball fields, 20 soccer fields and 3 football fields.
Recreation Support: Staff reviewed some of the current after-school program offerings and made changes in the dates and times
the classes are held in order to accommodate additional participants in the programs. In addition, new programs have been added
such as youth volleyball, and environmental education as well as expanded martial arts, hockey instruction and tennis outreach.
The goal of revising the overall summer staffing/training manual for part-time staff was not met, but staff was able to make
some revisions to the current manual/information that was distributed to staff. Through September, $355,760 in grants has been
received so far this FY, with another $622,600 in outstanding grant requests.
Business and Fiscal Management: A department-wide employee photo ID card system was implemented, which was later
expanded to all City employees. Pass management and access control systems were implemented at the Levy Senior Center. Cost
tracking was implemented for Cultural Arts programs. The RecTrac (program/class registration) software was upgraded.
Procedures to allow residents to register for programs via their computers are being planned and should be implemented in the
near future.
City of Evanston
Management and 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 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 implements policies as approved by the governing body. Staff works with elected officials,
appointed officials, and boards and commissions, including the Playground and Recreation Board, Arts Council,
Public Art Committee, Public Place Names, Ladd Arboretum Committee and the Evanston Environment Board. In
addition, personnel work directly with various recreation center advisory boards, community groups and
community associations, all of which contribute input to the department.
In order to provide greater opportunities for citizens, cooperative arrangements are coordinated with School
Districts #65 and #202, and with community agencies. Interagency collaboration prevents duplication of services
and broadens the number of programs, services and facilities available to the public.
The Administration Division’s public information staff informs residents about programs offered by the
Recreation, Cultural Arts and Ecology Divisions, as well as those offered by local arts organizations, through Arts
+ Recreation magazine. Other promotional materials include press releases, flyers and brochures.
City of Evanston
Management and Support
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1 In-house training seminars 4 4 4
FULL TIME EQUIVALENT POSITIONS 2.50 2.50 2.50
Approved Adjustments in 2003-2004 Budget
1. Continue to identify, develop and submit grants for all five divisions annually.
2. Continue to expand Levy Senior Center membership and programs during FY 2003-04.
3. Continue to investigate the potential opportunity to develop and implement an American Elm disease
prevention program, including better disease detection.
4. Expand the visibility of all department services through better communication through media and direct contact
with residents, with better definition by August 2003.
5. Develop an ID card system for residents with swipe card capabilities for registration, to be implemented in
2004.
6. Continue trimming trees that block the view of stop signs or traffic lights, in addition to trimming those trees
already scheduled for trimming.
7. Continue the exploration steps to develop a marina, by June 2003.
8. Prepare a corporation partnership policy, to be adopted by City Council, for contributions and donations, to be
adopted by June 2003.
2002-2003
Appropriation
2003-2004
Approved
1 Director
1 Executive Secretary
0.5 Management Analyst
Regular Pay Permanent 179,800 179,800
Personal Services $179,800 $179,800
Telephone & Telegraph 2,500 2,500
Postage Chargebacks 500 500
Training and Travel 200 200
Automobile Allowance 3,600 3,600
Telephone Chargebacks 2,800 2,800
Membership Dues 700 700
Other Contractual Services 500 500
Contractual Services $10,800 $10,800
Books, Publications, Maps 300 300
Food 800 800
Other Commodities 300 300
Commodities $1,400 $1,400
Medical Insurance 14,800 14,800
Life Insurance 500 500
Other Charges $15,300 $15,300
Management and Support $207,300 $207,300
City of Evanston
Management and Support
City of Evanston
Business and Fiscal Management
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Computerized training sessions for staff.12 15 12
2. Budget preparation training for Rec. staff 2 1 2
FULL TIME EQUIVALENT POSITIONS 5.00 5.00 4.00
Approved Adjustments in 2003-2004 Budget
1. Work with the Finance department to implement the new City-wide financial system.
2. Develop a new policies and procedures manual upon implementation of the new financial system.
3. Re-organize and re-engineer the Business division to maximize use of the new financial system.
4. Train new staff in accounting, receivables, payables and payroll by January 2004.
5. Review operating procedures and policies in the areas of cash receipts, purchasing, payables, hiring, employee
evaluations, and payroll and provide recommendations by February 2003.
6. Implement an activity-based costing system for the department by September 2003.
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
reconciliations 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 Parks, Forestry and Recreation Department programs at the Civic
Center office.
2002-2003
Appropriation
2003-2004
Approved
2 Bookeeper
1 Business Manager
1 Senior Accountant
Regular Pay Permanent 237,900 142,000
Permanent Part Time - 9,000
Personal Services $237,900 $151,000
Office Equipment Maintenance 13,400 13,400
Other Professional Services 3,500 3,500
Telephone & Telegraph 400 400
Postage Chargebacks 300 300
Training and Travel 400 400
Automobile Allowance 300 300
Telephone Chargebacks 2,200 2,200
Membership Dues 700 700
Rentals 14,000 14,000
Copy Machine Charges 300 300
Other Contractual Services 2,500 2,500
Contractual Services $38,000 $38,000
Books, Publications, Maps 300 300
Office Supplies 17,000 17,000
Personal Computer Software 1,000 1,000
Commodities $18,300 $18,300
Medical Insurance 29,500 17,700
Life Insurance 500 300
Other Charges $30,000 $18,000
Office Machines & Equipment 15,000 15,000
Capital Outlay $15,000 $15,000
Business and Fiscal Management $339,200 $240,300
City of Evanston
Business and Fiscal Management
City of Evanston
Communications and Marketing Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Advertising sales revenue $26,000 $26,300 $27,000
FULL TIME EQUIVALENT POSITIONS 1.70 1.70 1.70
Approved Adjustments in 2003-2004 Budget
1. Increase the Parks/Forestry & Recreation information available on the City's Web site, including a "most
frequently asked questions" area by September 2003.
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 Evanston
Ecology Center and the Cultural Arts Division. The department's major marketing tool is Arts + Recreation
magazine, which is published quarterly. The magazine includes classes and programs offered by the Recreation
Division and the Ecology Center, listings from Evanston artists and independent arts organizations, maps, general
information and special events information. Partial funding comes from display advertising revenues and from fees
for class listings from independent arts organizations and Evanston residents who teach classes in the arts.
2002-2003
Appropriation
2003-2004
Approved
1 Public Information Specialist
Regular Pay Permanent 57,100 57,100
Permanent Part Time 31,300 31,300
Personal Services $88,400 $88,400
Advertising 300 300
Printing 71,500 71,500
Computer Equipment Maintenance 3,000 3,000
Other Professional Services 1,000 1,000
Postage Chargebacks 4,600 1,000
Training and Travel 200 200
Automobile Allowance 300 300
Postage - 23,500
Telephone Chargebacks 600 600
Data Processing Services 2,000 2,000
Membership Dues 100 100
Other Contractual Services 9,800 -
Contractual Services $93,400 $103,500
Books, Publications, Maps 200 200
Commodities $200 $200
Medical Insurance 5,900 5,900
Life Insurance 100 100
Other Charges $6,000 $6,000
Communications and Marketing Services $188,000 $198,100
City of Evanston
Communications and Marketing Services
City of Evanston
Recreation General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1.Scholarships Granted $151,800 $151,800 $156,000
FULL TIME EQUIVALENT POSITIONS 3.50 2.50 2.50
Approved Adjustments in 2003-2004 Budget
1. Review and update the procedure for processing park permits by April 2003.
2. Receive 90% or more of the grants, which are applied for in fiscal year 2003-04.
3. Review with Center Managers, the maintenance needs for programs that occur in the summer months with
the goal of better coordinating tasks and improving services to the community by May 2003.
All Recreation administrative functions are part of this element. This element includes the Superintendent of
Recreation, 50% of the Management Analyst's position, and one Clerical / Registration staff. This division is
responsible for overseeing and developing Recreation programs offered in the community, and developing
and implementing polices and procedures associated with use of those facilities and programs. Activities
include staff training, applying for grants and other available funding sources, customer service, overall
coordination of special events, permitting park rental groups, working with community groups, advisory
boards and the Recreation Board.
2002-2003
Appropriation
2003-2004
Approved
1 Superintendent of Recreation
1 Data Control Clerk
.5 Management Analyst
Regular Pay Permanent 138,400 201,300
Permanent Part Time 16,600 25,600
Personal Services $155,000 $226,900
Telephone & Telegraph 1,300 1,300
Postage Chargebacks 1,000 1,000
Training and Travel 400 400
Automobile Allowance 1,500 1,500
Fleet Service Fund Chargeback 46,400 46,400
Telephone Chargebacks 1,800 1,800
Membership Dues 900 900
Contractual Services $53,300 $53,300
Books, Publications, Maps 300 300
Food 600 600
Other Commodities 800 800
Commodities $1,700 $1,700
-
Medical Insurance 14,800 20,700
Life Insurance 400 500
Other Charges $15,200 $21,200
Recreation General Support $225,200 $303,100
City of Evanston
Recreation General Support
City of Evanston
Park Utilities
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
Major facilities such as Mason and Lovelace Parks provide area residents with opportunities for playing tennis,
basketball and other leisure activities on a drop-in basis. These facilities may be used by local residents for hosting
parties, meetings, and special get-togethers. Lovelace Park is also used as a site for the men's and women's tennis
leagues and as a site for the Evanston Tennis Association's 4th of July Tennis Tournament. Electricity and natural
gas costs for Mason, Lovelace, Baker, Ackerman, Leahy, Fitzsimmons, Twiggs, Harbart, James, and Robert Crown
Parks are included in this element.
2002-2003
Appropriation
2003-2004
Approved
Electricity 28,000 46,000
Gas 4,500 4,500
Telephone & Telegraph 400 400
Contractual Services $32,900 $50,900
Recreation Supplies 300 300
Commodities $300 $300
Park Utilities $33,200 $51,200
City of Evanston
Park Utilities
City of Evanston
Robert Crown Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Teams in sports leagues 50 50 40
Recreation instructional program 930 930 930
Arts and crafts participants 340 350 350
Preschool age program participants 500 500 500
Self-development/performing arts participants 725 725 725
Holidays events participants/Camps 270 270 270
Fitness participants 200 200 200
Open Gym pariticipants 1,000 1,000 1,000
Special Events Participants 200 200 200
Scholarships granted $21,000 $21,000 $21,000
FULL TIME EQUIVALENT POSITIONS 7.17 7.17 7.17
Approved Adjustments in 2003-2004 Budget
1. Create an Adult 3 on 3 basketball league for ages 19 years and up as an alternative to the regular 5 on 5 leagues
held in other centers, by November 2003.
2. Develop a Saturday Morning Breakfast Club for parents who bring their children in for early classes, by fall of
2003. Activities will include breakfast, fitness, table games, discussion time and interaction with other parents.
Schedule of activities will alternate each week.
3. Combine the After-School Program with a structured sports program and re-name After-School Fun and Sports
Program, by September 2003.
The Robert Crown Community Center provides comprehensive recreational activities for all ages and for diverse
interests including sports, arts, hobbies, dance and preschools. Leisure activities are scheduled at convenient times
for each age group. The Community Center continues to coordinate program offerings with those of the adjacent
Ice Center facility. These are some of the programs that are offered at the center; Adult Pottery, Low Impact
Aerobics, T-Ball, Karate Class, After School Programs, Surf'n'Turf Summer Camp, Various PreSchool Programs,
Room Rentals (for birthday parties), Various Dance Programs, 4th&5th Grade Basketball, Gymnastic Programs
and more.
2002-2003
Appropriation
2003-2004
Approved
1 Bldg. Supervisor
1 Custodian II
1 Office Coordinator
1 Preschool Coordinator
1 Rec. Program Manager
Regular Pay Permanent 204,000 204,000
Overtime Pay Permanent 1,400 1,400
Permanent Part Time 165,800 163,800
Seasonal Employees 33,700 33,700
Personal Services $404,900 $402,900
Advertising 600 600
Printing 400 400
Office Equipment Maintenance 2,600 2,600
Other Equipment Maintenance 1,900 1,900
Electricity 36,000 36,000
Gas 5,400 5,400
Telephone & Telegraph 4,900 4,900
Postage Chargebacks 300 300
Training and Travel 500 500
Automobile Allowance 300 300
Membership Dues 500 500
Rentals 2,000 2,000
Other Contractual Services 23,200 23,600
Contractual Services $78,600 $79,000
-
Clothing 500 500
Janitorial Supplies 2,000 2,000
Building Maintenance Material 2,400 2,400
Office/Other Equipment Maintenance Material 2,800 2,800
Medical & Lab Supplies 900 900
Office Supplies 2,200 2,200
Recreation Supplies 17,800 16,800
Commodities $28,600 $27,600
-
Medical Insurance 29,800 29,800
Life Insurance 300 300
Bank Service Charges 2,100 2,100
Other Charges $32,200 $32,200
Robert Crown Community Center $544,300 $541,700
City of Evanston
Robert Crown Community Center
City of Evanston
Chandler-Newberger Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Preschool Participants (Fall-Spring)567 425 425
2. Summer Preschool Camp Participants 281 285 285
3. Youth Program Participants (Fall-Spring)864 900 900
4. Summer Youth (Sports) Camp Participants 986 990 1,000
5. Summer Youth Drop-In Participants 406 1,000 1,000
6. Youth Open Gym/Daily Sports Participants 1,650 1,700 1,700
7. Special Event participants 862 900 900
8. Adult program participants 105 120 120
9. Adult teams in leagues/tournaments 73 75 75
FULL TIME EQUIVALENT POSITIONS 6.87 6.87 6.87
Approved Adjustments in 2003-2004 Budget
1. Offer two new recreational programs in Room E by April 2003.
2. Improve and develop the Chandler-Newberger Center staff manual by January 2004.
The Chandler-Newberger Community Center offers comprehensive programs for all ages. Major programs include
after- school children's sports classes including basketball, floor hockey, and soccer; youth basketball leagues;
winter and summer sports camps; youth gymnastics; preschool play groups; adult/youth racquetball; and
adult/youth volleyball leagues. The emphasis of programs is to provide positive self-development through the
development of skills and individual improvement.
Preschool Programs Teen Programs
Morning Preschool (fall-spring) Counselor in Training
Mom/Dad/Tots Beach Volleyball Camp
Pee Wee Sports Camp Indoor Volleyball Camp
Leahy Preschool Camp Volleyball Classes
Preschool Gymnasium Sports Classes Open Gym
Preschool Gymnastics Racquetball
Youth Programs Adult Programs
Summer Sports Camp Indoor Volleyball Leagues
Summer Mini Sports Camp Beach Volleyball Leagues
Winter Sports Camp Volleyball Skills Drills Training
Youth After School Sports Women's Basketball Program
Home School Sports Classes Racquetball
Summer Basketball Camp Open Basketball
Summer Beach Volleyball Camp Open Volleyball
Summer Indoor Volleyball Camp
Youth Gymnastics (beg-Adv) Special Events
Open Basketball March Madness Basketball Tournament
Girl's Basketball Leagues Halloween Party
Flag Football/Softball Leagues Youth Garage Sale
2002-2003
Appropriation
2003-2004
Approved
2 Program Manager
1 Recreation Center Manager
1 Weekend Evening Supervisor
Regular Pay Permanent 181,500 181,500
Permanent Part Time 111,700 106,300
Seasonal Employees 60,700 60,700
Personal Services $353,900 $348,500
Advertising 300 300
Printing 600 600
Office Equipment Maintenance 600 600
Other Equipment Maintenance 1,800 1,800
Electricity 28,500 28,500
Gas 6,800 6,800
Telephone & Telegraph 5,600 5,600
Postage Chargebacks 1,900 1,900
Training and Travel 400 400
Automobile Allowance 1,200 1,200
Membership Dues 800 800
Rentals 1,600 1,600
Other Contractual Services 55,300 60,100
Contractual Services $105,400 $110,200
Books, Publications, Maps 100 100
Clothing 600 600
Food 1,600 1,600
Janitorial Supplies 2,500 2,500
Building Maintenance Material 1,000 1,000
Office/Other Equipment Maintenance Material 200 200
Medical & Lab Supplies 100 100
Merchandise for Resale 3,700 3,700
Office Supplies 2,500 2,500
Recreation Supplies 15,100 17,400
Commodities $27,400 $29,700
Medical Insurance 23,600 23,600
Life Insurance 200 200
Bank Service Charges 8,900 8,900
Other Charges $32,700 $32,700-
-
Personal Computer Equipment - 2,100 -
Capital Outlay - 2,100 -
Chandler Newberger Community Center $519,400 $523,200
City of Evanston
Chandler Newberger Community Center
City of Evanston
Fleetwood-Jourdain Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. League participation sports offered 7 7 7
2. Classes offered in fitness program 5 6 6
3. Classes offered in dance program 5 5 5
4. Classes offered in skilled craft program 5 5 5
5. Scholarship granted $20,000 $20,000 $20,000
FULL TIME EQUIVALENT POSITIONS 9.33 9.33 9.33
Approved Adjustments in 2003-2004 Budget
1. Conduct a comprehensive evaluation of the fitness center program and operations, including equipment, activities
and hours of operations, to better meet the needs of the community. This evaluation will include an evaluation of all
fitness equipment to determine the need for replacement by June 2004.
2. Develop pre-teen and young adult programs in the areas of social skills development and conflict resolution; plan
movie days and cultural and amusement field trips; and create a video production club by December 2003.
3. Create specialized classes/workshops in oceanography and astronomy by September 2003.
Fleetwood-Jourdain programs are structured in such a manner as to 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 are provided with opportunities to 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 VFW. Program space and staff support is also provided
for affiliate organizations such as FAAM, Coe-Pops and Moms, Junior Wildkits, and AYSO.
2002-2003
Appropriation
2003-2004
Approved
1 Center Manager
1 Clerk II
1 Custodian II
2 Program Manager
1 Weekend/Evening Super.
Regular Pay Permanent 241,100 241,100
Overtime Pay Permanent 2,000 2,000
Permanent Part Time 51,700 54,700
Seasonal Employees 70,000 70,000
Personal Services $364,800 $367,800
Advertising 2,000 2,400
Printing 1,000 1,900
Building Maintenance Services 1,000 1,000
Office Equipment Maintenance 1,000 1,000
Other Equipment Maintenance 1,800 1,800
Electricity 35,000 35,000
Gas 7,900 13,000
Telephone & Telegraph 6,000 6,000
Postage Chargebacks 1,000 1,000
Training and Travel 600 600
Automobile Allowance 1,800 1,800
Postage - 400
Membership Dues 800 800
Rentals 4,000 4,000
Other Contractual Services 37,000 40,300
Contractual Services $100,900 $111,000
Books, Publications, Maps 600 600
Clothing 3,000 3,000
Food 7,000 5,400
Janitorial Supplies 6,000 6,000
Building Maintenance Material 3,000 3,000
Office/Other Equipment Maintenance Material 2,500 2,500
Office Supplies 3,000 3,000
Recreation Supplies 18,500 17,900
Commodities $43,600 $41,400
Medical Insurance 35,600 35,600
Life Insurance 500 500
Bank Service Charges 200 200
Other Charges $36,300 $36,300
Fleetwood-Jourdain Community Center $545,600 $556,500
City of Evanston
Fleetwood-Jourdain Community Center
City of Evanston
Fleetwood-Jourdain Theatre
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Theatre Productions 8 8 8
Scholarships $1,000 $1,000 $1,000
FULL TIME EQUIVALENT POSITIONS 1.70 1.70 1.70
Approved Adjustments in 2003-2004 Budget
The Children's Theatre program will be moved to the Levy Senior Center and the Adult Theatre Program
will be moved to the Fleetwood-Jourdain building. This change will result in retal fees savings of
$61,150.00
1. Restructure the adult theatre program and evaluate the benefits of (1) developing an ensemble-open auditions
process for casting and (2) selecting resident art production staff versus hiring show by show by February 2004.
2. Develop and implement 3 theatre classes and 3 workshop classes for adults and another 3 classes and 3
workshops for children by February 2004.
3. Restructure the theatre rental program and develop an informational brochure by February 2004.
Fleetwood-Jourdain Community Theatre programs are structured to increase the community's awareness of the
performing arts. The Theatre will present shows which are not only relevant to the community, but which will
enable others to have a better understanding of the community. The Theatre program strives to showcase the
outstanding talents in our area and foster a sense of pride and enthusiasm. The Evanston Children Theatre
program produces three main stage productions, which include classical musicals, fairy tales and adaptations.
The participants are involved in acting and singing, and assist with costumes, lighting and set decorations.
2002-2003
Appropriation
2003-2004
Approved
1 Recreation Program Manager
Regular Pay Permanent 37,100 37,100
Permanent Part Time 12,800 12,800
Personal Services $49,900 $49,900
Advertising 6,000 6,000
Printing 2,000 2,000
Other Equipment Maintenance 1,100 -
Electricity 2,000 -
Telephone & Telegraph 3,300 2,000
Postage Chargebacks 1,500 1,500
Automobile Allowance 200 200
Rentals 51,000 6,000
Other Contractual Services 26,000 28,000
Contractual Services $93,100 $45,700
Food 2,000 2,000
Janitorial Supplies 1,000 -
Building Maintenance Material 1,000 1,000
Office/Other Equipment Maintenance Material 500 500
Office Supplies 1,500 1,500
Recreation Supplies 8,000 8,000
Commodities $14,000 $13,000
Medical Insurance 5,900 5,900
Life Insurance 100 100
Bank Service Charges 100 100
Other Charges $6,100 $6,100
Fleetwood-Jourdain Theatre $163,100 $114,700
City of Evanston
Fleetwood-Jourdain Theatre
City of Evanston
At-Risk Programs
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1 High School Basketball Participants 560 560 400
2 Cultural Arts 5 5 5
3 Drop-In Playground 2 2 2
4 Family Outing 3 3 3
5 Summer Food Service Program Sites 4 4 4
6 Meals Served 45,000 45,000 40,000
7 Community Outreach 2 2 2
FULL TIME EQUIVALENT POSITIONS 0.95 0.95 0.95
Approved Adjustments in 2003-2004 Budget
1. Expand the sports program for grade and middle school youth and continue the cultural arts initiatives, which
consist of local field trips to cultural institutions, on-site workshops and direct programming by February 2004.
2. Submit an application for a reimbursable grant to 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 2003.
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 will be free to the
participant(s) and offered at various recreation centers: FLW, Mason, R/C, Clyde/Brummel and other locations
throughout the community. The program choices are designed to create alternatives in lifestyle, better self-image,
and ultimately a better quality of life.
Recreational and sports activities are held at the lakefront and at Elks, James, Robert Crown and Mason Parks. The
summer food program provides 1,000 nutritional meals per day at four sites: Fleetwood-Jourdain, Mason Park,
Robert Crown and Clyde-Brummel.
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 37,200 37,200
Seasonal Employees 42,300 40,500
Personal Services $79,500 $77,700
Advertising 1,000 1,000
Printing 1,000 1,000
Electricity 1,800 1,800
Telephone & Telegraph 1,800 1,800
Postage Chargebacks 400 400
Training and Travel 200 200
Other Contractual Services 10,500 10,500
Contractual Services $16,700 $16,700
Food 73,000 73,000
Janitorial Supplies 2,500 2,500
Office Supplies 1,500 1,500
Recreation Supplies 8,000 8,000
Commodities $85,000 $85,000
At-Risk Programs $181,200 $179,400
City of Evanston
At-Risk Programs
City of Evanston
Levy Activity Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Membership 1,250 1,445 1,200
Scholarships 300 300 400
Fitness Membership 200
FULL TIME EQUIVALENT POSITIONS 8.50 7.93 7.93
Approved Adjustments in 2003-2004 Budget
1. Develop a horticultural program with the enabling garden for the Levy Center Courtyard by August 2003.
2. Increase Levy Center usage through new program offerings, extended hours, more staff and more space by
September 2003.
3. Recruit new board members and revise by-laws for Levy Center Advisory Board and Life Enrichment Committee
by December 2003.
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 computer lab offers older people the opportunity to learn and enhance their
computer skills. 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 dart board. This is a popular place for physically active seniors 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 program offerings vary from theme parties, holiday
gatherings, day trips, long distance trips, arts and crafts classes, card games, dance classes, woodcarving, writing
workshops, French club, Spanish classes, social groups, and more. The health and wellness programs have increased
significantly since the move to the new site. 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 the public
health nurses, legal assistance, the senior crime prevention officer, and 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, ceramics, woodcarving, dance classes, etc. Currently
martial arts classes for young children and adults have played a role at the Levy Center during evening and weekend
hours. The Levy Center is also popular as a rental space in Evanston.
2002-2003
Appropriation
2003-2004
Approved
1 Center Manager
1 Clerk Typist II
1 Custodian
1 Custodian II
1 Program Manager
Regular Pay Permanent 250,700 250,700
Permanent Part Time 128,400 121,500
Personal Services $379,100 $372,200
Advertising 2,000 1,000
Printing 1,500 1,000
Office Equipment Maintenance 3,000 1,000
Other Equipment Maintenance 6,500 6,500
Electricity 35,000 48,000
Gas 6,500 6,500
Telephone & Telegraph 5,500 9,000
Postage Chargebacks 4,000 6,000
Training and Travel 700 500
Automobile Allowance 1,600 1,300
Membership Dues 1,000 1,000
Rentals 800 800
Other Contractual Services 55,500 120,600
Contractual Services $123,600 $203,200
Clothing 1,000 1,000
Food 8,000 8,500
Janitorial Supplies 3,800 3,800
Building Maintenance Material 2,000 2,000
Office/Other Equipment Maintenance Material 1,500 1,000
Office Supplies 2,500 4,000
Recreation Supplies 5,500 11,500
Commodities $24,300 $31,800
Medical Insurance 35,700 35,700
Life Insurance 400 400
Bank Service Charges 1,500 1,500
Other Charges $37,600 $37,600
Levy Activity Center $564,600 $644,800
City of Evanston
Levy Activity Center
City of Evanston
Church Street Boat Ramp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Season Permits sold - residents 90 80 80
Season Permits sold - non-residents 65 60 60
Dog beach tokens sold - residents 950 1350 1,040
Dog beach token sold - non residents 200 170 225
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Develop a City policy on dog fights that will specify in detail who is responsible and liable for damages that may
occur during such fights. This policy will be printed and passed out to all dog beach token holders by May 1, 2003.
The Church Street Boat Ramp and Dog Beach facility consists of 4 ramps for the launching and retrieval of water
crafts and the sand beach just south of the Clark Street breakwater that is used for the dog beach.
These two facilities are open from May 1 through October 31, weather permitting. These facilities are staffed from
5:00 a.m. to 8:00 p.m.; times will vary depending on light conditions. During May, September and October these
facilities are staffed only on the weekends. In June, July and August they are staffed seven days per week.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 39,500 26,700
Personal Services $39,500 $26,700
Postage Chargebacks 200 200
Contractual Services $200 $200
Licensing/Regulatory Support 500 500
Building Maintenance Material 40,000 40,000
Other Commodities 300 300
Commodities $40,800 $40,800
Church Street Boat Ramp $80,500 $67,700
City of Evanston
Church Street Boat Ramp
City of Evanston
Boat Storage Facility
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Storage racks occupied 190 207 200
Season launch permits sold 130 110 120
Daily launch permits sold 33 50 45
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Research the possibility of converting some top racks to kayak only racks, adding additional space to the facility
by May 2003.
The Dempster Storage/Launch Facility provides storage for small sailboats and kayaks through a system of racks
(209). There is also storage space on the beach for 15 double hull crafts and additional rack space for sailboards
(30). A large sand beach provides an excellent launch and retrieval area for the crafts stored on site and for those
who purchase "launch only" or "daily" permits.
This facility is open for use May through October. On weekends in June, July and August there is staff present to
monitor entry to the facility and to assist permit holders as needed.
There is also space for 30 crafts to be stored in the Dempster Beach Office during the winter months.
2002-2003
Appropriation
2003-2004
Approved
Postage Chargebacks 300 300
Contractual Services $300 $300
Licensing/Regulatory Support 700 700
Office/Other Equipment Maintenance Material 600 600
Commodities $1,300 $1,300
Boat Storage Facility $1,600 $1,600
City of Evanston
Boat Storage Facility
City of Evanston
Beaches
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Total number of resident pre-season tokens sold 12,961 15,740 15,000
Total number of resident season tokens sold 3738 2,455 2,400
Total number of resident 1/2 price tokens sold 222 226 225
Total number of daily tickets sold (adult & child)16,6635 22,043 21,500
Non-resident pre-season tokens sold 80 103 100
Non-resident season tokens sold 42 33 40
FULL TIME EQUIVALENT POSITIONS 0.75 1.50 1.50
Approved Adjustments in 2003-2004 Budget
1. Bring the new Recreation Program - Lakefront/Parks person up to speed on the lakefront
operation to ensure a smooth transition into the 2003 beach season by March 1, 2003.
Skilled, trained and supervised staff at the Lakefront Division provide for the safety of swimmers and beach patrons
Clark, Greenwood, Lee, Lighthouse and South Boulevard Beaches. In addition to the primary responsibility of safety,
the staff cleans bathrooms, removes trash and maintains lakefront parks.
The staff at the Dempster Beach Office is responsible for the selling of season permits, the collection of beach
revenues and the depositing of all daily revenues.
2002-2003
Appropriation
2003-2004
Approved
0.75 Lakefront Program Mgr.
0.5 Sports Coordinator
0.25 Supervisor
Regular Pay Permanent 70,800 70,800
Seasonal Employees 259,300 246,300
Personal Services $330,100 $317,100
Advertising 600 600
Other Equipment Maintenance 1,200 1,200
Electricity 3,200 3,200
Gas 1,600 1,600
Telephone & Telegraph 4,200 4,200
Postage Chargebacks 500 500
Fleet Service Fund Chargeback 46,100 46,100
Other Contractual Services 500 500
Contractual Services $57,900 $57,900
Clothing 3,000 3,000
Licensing/Regulatory Support 5,000 5,000
Recreation Supplies 4,000 4,000
Other Commodities 1,500 1,500
Commodities $13,500 $13,500
Medical Insurance 8,900 8,900
Life Insurance 200 200
Bank Service Charges 1,900 1,900
Other Charges $11,000 $11,000
Beaches $412,500 $399,500
City of Evanston
Beaches
City of Evanston
Facility Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Service deliveries 600 600 600
Number of beach cleanings 290 290 290
Install snow fence 30,000 L.F. 30,000 L.F. 30,000 L.F.
Remove snow from walkways 24 hours 24 hours 24 hours
Resurface ice rinks 26 24 24
Repair /paint lifeguard chairs 13 13 13
Dredge boat ramp May 1, 2001 May 1, 2002 May 1, 2003
Maintain ball diamonds 17 17 19
Maintain tennis and basketball courts 15 15 15
Maintain soccer /football fields 27 27 29
Renovate soccer fields 2 2 1
FULL TIME EQUIVALENT POSITIONS 6.75 6.75 6.75
Approved Adjustments in 2003-2004 Budget
1. Hire an additional seasonal employee to work exclusively at the newly renovated James Park so that it can be
maintained to a high standard, by May 30, 2003.
2. Purchase a fertilizer spreader to be used on all of our athletic fields, by April 15, 2003.
3. Close down and renovate 1 field at the base of James Park, by April 30, 2002.
4. Replace an older Too Sandpro, which is used for ballfield maintenance, with a new model so that more work can
be accomplished, by May 15, 2003.
The maintenance services provided by this element help to ensure the efficient operation of many of our programs.
Maintenance is provided at 5 City beaches, 18 soccer fields, 4 football fields and 19 softball/baseball fields. In
addition, custodial services are provided at 7 park shelters and 7 lakefront buildings. Major cleaning, painting and
minor carpentry, and pickup/deliveries are provided to our 6 major recreation buildings. Five natural ice rinks are
maintained during the winter months. Snow is also removed from parkways and parking lots at our facilities. A
continuous task is the removal of graffiti from our parks. Support services are provided to several special events
conducted throughout the year, such as the Ethnic Arts Festival, Lakeshore Arts Festival, 4th of July and First Night.
2002-2003
Appropriation
2003-2004
Approved
1 PF Crew Leader
4 PFW II
1 PWMW II
0.75 Supervisor, Sports and Rec. Maint.
Regular Pay Permanent 309,400 309,400
Overtime Pay Permanent 18,400 18,400
Seasonal Employees 44,200 54,200
Personal Services $372,000 $382,000
Other Equipment Maintenance 1,000 1,000
Telephone & Telegraph 1,100 1,100
Training and Travel 700 700
Fleet Service Fund Chargeback 45,600 45,600
Membership Dues 300 300
Rentals 600 600
Contractual Services $49,300 $49,300
Janitorial Supplies 2,900 2,900
Building Maintenance Material 3,500 3,500
Material to Maintain Improvements 13,000 13,000
Office/Other Equipment Maintenance Material 4,000 4,000
Minor Equipment & Tools 1,000 1,000
Safety Equipment 700 700
Commodities $25,100 $25,100
Medical Insurance 39,100 39,100
Life Insurance 400 400
Other Charges $39,500 $39,500
Facility Maintenance $485,900 $495,900
City of Evanston
Facility Maintenance
City of Evanston
Robert Crown Ice Rink
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Learn to skate classes 320 320 320
Hockey sessions held 30 32 32
Public skate participation 17,000 17,000 17,000
Broomball league teams 30 28 28
Teams in Adult Hockey league 20 20 20
Scholarships granted 37,000 37,000 32,000
FULL TIME EQUIVALENT POSITIONS 10.94 10.94 10.94
Approved Adjustments in 2003-2004 Budget
1. Create and market a men's 3 on 3 hockey program and build it into a regular league by September 2003.
2. Market the skating school by doing handouts and flyers and visiting area schools to spread the word by fall 2003.
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
Robert 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.
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Custodian II
1 Operations Manager
1 Program Manager
1 Center Manager
Regular Pay Permanent 226,400 226,400
Overtime Pay Permanent 2,400 2,400
Permanent Part Time 277,900 268,900
Seasonal Employees 48,300 48,300
Personal Services $555,000 $546,000
Advertising 600 600
Printing 10,400 10,400
Office Equipment Maintenance 2,800 2,800
Other Equipment Maintenance 5,600 5,600
Other Professional Services 31,600 31,600
Electricity 97,200 97,200
Gas 17,100 23,100
Telephone & Telegraph 4,300 4,300
Postage Chargebacks 4,900 4,900
Training and Travel 300 300
Automobile Allowance 300 300
Fleet Service Fund Chargeback 20,500 20,500
Membership Dues 4,900 4,900
Rentals 3,200 3,200
Other Contractual Services 55,700 55,700
Contractual Services $259,400 $265,400
Books, Publications, Maps 300 300
Clothing 3,600 3,600
Janitorial Supplies 6,400 6,400
Building Maintenance Material 5,000 5,000
Office/Other Equipment Maintenance Material 10,400 10,400
Medical & Lab Supplies 900 900
Merchandise for Resale 49,900 35,900
Office Supplies 3,100 3,100
Recreation Supplies 55,100 53,600
Commodities $134,700 $119,200
Medical Insurance 29,700 29,700
Life Insurance 300 300
Bank Service Charges 9,000 9,000
Other Charges $39,000 $39,000
Robert Crown Ice Rink $988,100 $969,600
City of Evanston
Robert Crown Ice Rink
City of Evanston
Sports Leagues
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Adult softball teams 117 87 88
Number of Arbor Day Five participants 116 95 150
1.27 1.27 1.27
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Build on the relationships developed with several downtown Evanston businesses to coordinate an after race event
for the Arbor Day Five race by April 2003.
Activities contained in this element include Adult softball leagues, grade school flag football and grade school softball.
All programs/leagues in this element use the facilities located at Robert Crown and James Park.
The ETHS open gym/swim and the Drop-In gym program are also included in this budget. These programs give
residents the opportunity to play basketball and swim during the late fall and winter months.
2002-2003
Appropriation
2003-2004
Approved
0.5 Sports Coordinator
Regular Pay Permanent 27,300 27,300
Permanent Part Time 24,800 7,000
Seasonal Employees 12,800 7,900
Personal Services $64,900 $42,200
Electricity 18,000 -
Telephone & Telegraph 1,500 -
Postage Chargebacks 400 400
Training and Travel 100 100
Automobile Allowance 900 900
Telephone Chargebacks 900 900
Membership Dues 100 100
Other Contractual Services 28,100 20,000
Contractual Services $50,000 $22,400
Recreation Supplies 14,000 10,500
Commodities $14,000 $10,500
Medical Insurance 3,000 3,000
Life Insurance 100 100
Other Charges $3,100 $3,100
Sports Leagues $132,000 $78,200
City of Evanston
Sports Leagues
City of Evanston
Aquatic Camp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Aquatic Camp Revenue $73,700 $77,245 $89,065
Total Camp Registrations 292 305 312
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Develop a skills competition that will test during the last week of camp what campers have learned. The
emphasis of this competition will be on fun and evaluation of skills, not winning, by June 1, 2003.
The Aquatic Camp program is offered to youths 8-13 years of age. The program consists of 2 four-week sessions, with a
morning and an 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 4 parent nights scheduled (1 per group). During these evenings parents can participate with their child in
camp activities.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 23,800 26,600
Personal Services $23,800 $26,600
Printing 800 800
Postage Chargebacks 200 500
Contractual Services $1,000 $1,300
Food - 400
Office/Other Equipment Maintenance Material 400 400
Recreation Supplies 3,500 3,500
Commodities $3,900 $4,300
Aquatic Camp $28,700 $32,200
City of Evanston
Aquatic Camp
City of Evanston
Tennis
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Adult tennis lesson registrants 294 325 325
2. Youth tennis lesson registrants 318 325 325
3. Youth summer tennis camp registrants 152 175 175
4. Adult indoor participants 113 150 150
5. Youth indoor participants 145 150 150
FULL TIME EQUIVALENT POSITIONS 0.00
Approved Adjustments in 2003-2004 Budget
1. Begin a new middle school tennis league with teams formed through local middle schools by March 2003.
2. Begin a new November/December indoor adult lesson program on Thursday evenings at ETHS by November
2003.
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 during the fall, spring, and summer, primarily at four sites: James, Lovelace,
Leahy and Robert Crown Parks. The outdoor tennis programs offered include adult lessons, weekend camps, youth
lessons, and youth summer camps. Free youth outreach lessons are provided at Evanston Township High School and
various city parks.
Youth/Preschool Programs Adult Programs
Pee Wee Tennis Classes Tennis Instruction Classes
Youth Free Lesson Program Weekend Tennis Classes
Tennis Instruction Classes Private Lessons
Weekend Tennis Camps Tennis Leagues
Summer Tennis Camps Seniors Lessons
Community (At Risk) Tennis Lessons Adult Free Lessons Program
Private Lessons
Middle School League
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 4,800 6,600
Personal Services $4,800 $6,600
Printing 400 400
Telephone & Telegraph 400 400
Postage Chargebacks 700 900
Other Contractual Services 69,000 96,900
Contractual Services $70,500 $98,600
Recreation Supplies 1,200 2,100
Commodities $1,200 $2,100
Tennis $76,500 $107,300
City of Evanston
Tennis
City of Evanston
Drum and Bugle Corps
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Drum Corps appearances 6 6 8
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Develop a community sponsorship program and support Drum and Bugle Corps activities by February 2004.
2. Continue to restructure the horn, drum and flag line to improve their presentation by February 2004.
The Drum and Bugle Corps allows Evanston youth to participate in an organized free band. The band performs in local
parades and national competitions.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 12,300 12,300
Personal Services $12,300 $12,300
Drum and Bugle Corps $12,300 $12,300
City of Evanston
Drum and Bugle Corps
City of Evanston
Special Recreation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Attendance 1,031 1,050 1,100
2. Volunteers (year round)25 25 25
3. Programs Offered 102 102 102
FULLTIME EQUIVALENT POSITIONS 1.60 1.60 1.60
Approved Adjustments in 2003-2004 Budget
1. Improve staff training by providing sessions in proper lifting procedures, disability sensitivity and active programming
techniques by February 2004.
2. Improve staff awareness through the development/improvement of inclusion and Special Recreation staff manuals by
September 2003.
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 Adult Programs
Special Olympics Area Meet Sign Language
Special Olympics State Meet Special Olympics Swim Practice
Summer Camps Recreational Swim Night
Camp REAL Fitness Training
Music Therapy/Drama Bowling
Ecology Class Special Olympics Area Meet
After-School Programs Special Olympics State Meet
Recreational Swimming Classes Bocce
Open Swim Craft Night
Bowling Chef's Corner (cooking class)
Bowling Tournament Tournaments
Aquatic Meet Aquatics Meet
Ice Skating Gadabouts (social activity)
Special Olympics Swim Practice Weekend Field Trips
Cooking Class Special Events (parade, holiday party, etc.)
Weekend Field Trips Inclusion Services
Fitness Training Weekend Family Camp
Special Events (parade, holiday party) Family Programs
For Kids Only (parent's night out)
Inclusion Services
2002-2003
Appropriation
2003-2004
Approved
1 Recreation Program Manager
Regular Pay Permanent 40,100 40,100
Permanent Part Time 109,500 109,500
Seasonal Employees 17,100 17,100
Personal Services $166,700 $166,700
Advertising 100 100
Printing 200 200
Telephone & Telegraph 900 900
Postage Chargebacks 1,500 1,500
Training and Travel 100 100
Automobile Allowance 1,200 1,200
Telephone Chargebacks 900 900
Membership Dues 300 300
Rentals 7,800 7,800
Other Contractual Services 54,800 54,800
Contractual Services $67,800 $67,800
Books, Publications, Maps 300 300
Clothing 2,700 2,700
Food 2,700 2,700
Medical & Lab Supplies 600 600
Office Supplies 500 500
Recreation Supplies 5,900 5,900
Commodities $12,700 $12,700
Medical Insurance 5,900 5,900
Life Insurance 100 100
Other Charges $6,000 $6,000
Special Recreation $253,200 $253,200
City of Evanston
Special Recreation
City of Evanston
Skate Park/Bus Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Skate Park Participants 45,000 4,800 5,000
After School Bus Program Participants 60 75 80
2.30 2.30 2.30
Approved Adjustments in 2003-2004 Budget
Approved Adjustments in The Skate Park is being closed for a reduction of $23,000 in staff costs with Budget
a resulting $6,000 revenue loss.
FULL TIME EQUIVALENT POSITIONS
1. Continue to provide the highest level of service possible for the bus program and increase our ridership by ten
participants by September 2003.
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 seventy-two (72) children
between the ages of 5-12 years old who currently use this bus transportation during the entire school year, Monday thru
Friday.
The Skate Park is located outside of the Robert Crown Center. It provides in-line skating/skateboarding/small bike
recreation opportunities for all ages.
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 51,700 34,500
Personal Services $51,700 $34,500
Office/Other Equipment Maintenance Material 2,500 -
Recreation Supplies 800 -
Commodities $3,300 -
Other Machines & Equipment 2,500 -
Capital Outlay $2,500 -
Skate Park/Bus Program $57,500 $34,500
City of Evanston
Skate Park/Bus Program
City of Evanston
Park Service Unit
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
2 times/month 2 times/month 3 times/month
1.32 0.57 0.57
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Inspect all park playgrounds on a regular schedule
1. Work with new Recreation Program Manager Lakefront/Parks to ensure that he/she understands their duties as
Park Ranger and have that person assume Ranger duties in the Fall 2003.
The Park Rangers are used to perform a number of duties. They 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 Ranger 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 issue tickets for such violations as parking and unleashed dogs, assist in traffic control and parking
for special events, and inspect park equipment for safety and athletic fields for permits.
2002-2003
Appropriation
2003-2004
Approved
0.25 Park Ranger
Regular Pay Permanent 9,200 9,200
Overtime Pay Permanent 4,200 4,200
Permanent Part Time 9,100 9,100
Seasonal Employees 26,300 26,300
Personal Services $48,800 $48,800
Clothing 1,200 1,200
Minor Equipment & Tools 1,500 1,500
Commodities $2,700 $2,700
Medical Insurance 1,500 1,500
Other Charges $1,500 $1,500
Park Service Unit $53,000 $53,000
City of Evanston
Park Service Unit
City of Evanston
Youth Golf Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Youth Golf Participants 170 480 1,200
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Offer new golf lesson programs in spring season by March 2003.
2. Offer new golf lesson programs in fall season by September 2003.
3. Expand the summer golf camp offerings from two to ten camps by June 2003.
The golf program, coordinated by the Chandler-Newberger Center, provides free youth outreach golf camps in summer
and classes in fall and spring. The purpose of these clinics is to provide an introduction to golf including general skills
and basic instruction.
2002-2003
Appropriation
2003-2004
Approved
Advertising 200 200
Other Contractual Services 3,800 9,500
Contractual Services $4,000 $9,700
Recreation Supplies 900 1,500
Commodities $900 $1,500
Youth Golf Program $4,900 $11,200
City of Evanston
Youth Golf Program
City of Evanston
Parks and Forestry
Three Year Fiscal History
$2,857,500
$2,825,500
$2,813,500
$2,800,000
$2,810,000
$2,820,000
$2,830,000
$2,840,000
$2,850,000
$2,860,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
3.83%
City of Evanston
Parks and Forestry
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures Actual Appropriation Actual Approved
Parks and Forestry General Support 216,600 226,300 230,465 235,300
Horticulture Maintenance 1,096,900 1,181,300 1,082,999 1,193,300
Maintenance of Parkway Trees 745,800 704,700 649,430 656,700
Dutch Elm Disease Control 531,800 542,700 518,901 537,700
Tree Planting 227,300 215,400 215,274 215,400
Private Elm Tree Insurance 36,300 27,200 41,916 27,200
Services Billed Out (41,200) (40,100) (41,565) (40,100)
Total Expenditures: 2,813,500 2,857,500 2,697,420 2,825,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Generic door-hangers were developed and printed and are being used to inform residents when their parkway trees are
inspected. These are used either when a resident requests an inspection of their tree or if staff discovers a problem. Staff is
also using the Arts + Recreation magazine to highlight and educate the residents of Evanston on the different services
provided by the Division.
Formal safety training has been developed for all Forestry employees and will continue to be taught in a similar program for
Parks employees.
Staff has revised the landscape maintenance bid forms to try to attract local minority firms to the bid process. These revised
forms will be used this winter for next year’s maintenance work. In order to improve our maintenance of Park property, staff
has divided the City into three areas and has assigned a specific crew to each area. This gives each crew a chance to have
more input into how each park is maintained and increases their “investment” in each park. The results have been fewer
complaints from residents and more timely maintenance activities.
Due to two consecutive years of higher than average incidence of Dutch Elm Disease, the six year-year trimming cycle has
fallen approximately three months behind. We have, however, been able to reduce the number of employee hours spent on
emergency storm damage from over 2,100 in FY 2000-01 to just over 1,600 in FY 2002-03.
Staff has spent a great deal of time evaluating the benefits and effectiveness of various injection programs to help control the
spread of Dutch Elm Disease. A pilot injection program is being proposed for FY 2003-04. The results of the pilot program
will then be evaluated to determine if a broader program is justified. Staff continues to have problems with reducing the time
span between tree removal and the subsequent stump removal. Part of the problem is that the sheer number of Elms being
removed during the summer months makes it difficult to pull employees off tree removal crews to start on stump removals.
Another part of the problem is the companies that must locate the underground utilities before we can remove a stump.
Since we have such a large number of stumps, it is difficult for the locators to keep up with our requests. During the winter,
staff will meet with those utility companies that seem to have the most trouble keeping up and discuss possible solutions to
this problem.
Since the City of Evanston joined the Suburban Tree Consortium, we continue to see lower overall prices and better overall
quality of the trees being planted on parkways citywide. Estimates show a total savings of between $10,000 and $15,000 on
the purchase of trees since FY 2000-01. Our reforestation strategy to achieve a fully planted status has benefited from these
lower prices by allowing us to purchase and plant more trees than we had anticipated. Staff is also attempting to look for
alternative sources of funds to plant more trees in the coming fiscal year.
Parks and Forestry continues to look for ways to increase resident participation in the private Elm tree insurance program.
Our past efforts have not increased the participation rate significantly.
City of Evanston
Parks and Forestry General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Work related injuries 5 9 4
2. Lost work days - on-the -job injury 19 12 6
3. Employees attending outside training seminars 12 24 24
4. Occasional sick days used per employee 4 4 4
5. Citizen requests for tree work 1370 960 800
FULL TIME EQUIVALENT POSITIONS 3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
1. Develop an educational program for residents interested in assisting with Dutch Elm Disease control.
2. Continue to work toward the development of a Tree Advisory Board.
3. Further investigate the feasibility of an injection program for American Elms.
The administrative functions of the Parks/Forestry Division are included in this element. These activities involve the
work of the Superintendent, a Landscape Architect/Project Manager and a Secretary. Activities include public relations
and education, program development, employee training programs, and oversight of all Departmental capital
improvement projects.
City of Evanston
Parks and Forestry General Support
2002-2003
Appropriation
2003-2004
Approved
1 Landscape Architect
1 Secretary II
1 Superintendent
Regular Pay Permanent 188,900 188,900
Personal Services $188,900 $188,900
Printing 100 100
Other Equipment Maintenance 500 500
Telephone & Telegraph 2,700 11,700
Postage Chargebacks 1,500 1,500
Training and Travel 400 400
Automobile Allowance 2,100 2,100
Telephone Chargebacks 2,200 2,200
Data Processing Services 800 800
Membership Dues 900 900
Rentals 2,800 2,800
Other Contractual Services 3,500 3,500
Contractual Services $17,500 $26,500
Books, Publications, Maps 200 200
Office Supplies 1,000 1,000
Photo/Drafting Supplies 600 600
Commodities $1,800 $1,800
Medical Insurance 17,700 17,700
Life Insurance 400 400
Other Charges $18,100 $18,100
Parks and Forestry General Support $226,300 $235,300
City of Evanston
Horticulture Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Trees planted 44 70 40
2. Shrubs planted 70 243 70
3. Shrub bed maintenance interval during
growing season 75 days 60 days 60 days
4. Grass athletic fields renovated 2 1 2
5. Mowing rotation 4.5 Days 4.5 Days 4.5 Days
6. Playground surfacing renovations 18 20 20
7. Bulbs planted 2500 2500 2500
FULL TIME EQUIVALENT POSITIONS 15.00 15.00 15.00
Approved Adjustments in 2003-2004 Budget
1. Develop a maintenance program for the safe use of the Lovalace Park lagoon.
2. Develop a formal tracking system for replacing all park trees removed within one year.
The Parks/Forestry Division provides the horticultural maintenance of all public grounds within this element.
Over 300 acres, made up of 97 separate locations, are maintained by the employees assigned to this element.
These figures include 76 parks, 50 playgrounds, 9 roadway plantings, 8 public building grounds 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 property.
Personnel assigned to this program element assist in city-wide snow removal and recreation facility
maintenance when necessary, as well as park equipment upkeep and repairs to tables, benches, fences and
playground equipment.
City of Evanston
Horticulture Maintenance
2002-2003
Appropriation
2003-2004
Approved
3 Equipment Operator II
1 General Tradesman
3 PF Crew Leader
2 PFW II
5 PFW III
1 Public Works Supervisor
Regular Pay Permanent 672,600 672,600
Overtime Pay Permanent 27,000 27,000
Seasonal Employees 30,000 30,000
Personal Services $729,600 $729,600
Other Equipment Maintenance 400 400
Other Professional Services 95,000 95,000
Training and Travel 100 100
Fleet Service Fund Chargeback 180,700 180,700
Other Contractual Services 42,500 42,500
Contractual Services $318,700 $318,700
Agricultural/Botanical Supplies 12,300 12,300
Chemicals 1,800 1,800
Clothing 700 700
Material to Maintain Improvements 5,600 17,600
Office/Other Equipment Maintenance Material 10,500 10,500
Minor Equipment & Tools 2,800 2,800
Safety Equipment 1,200 1,200
Commodities $34,900 $46,900
Medical Insurance 90,200 90,200
Life Insurance 1,000 1,000
Other Charges $91,200 $91,200
Other Machines & Equipment 6,900 6,900
Capital Outlay $6,900 $6,900
Horticulture Maintenance $1,181,300 $1,193,300
City of Evanston
Maintenance of Parkway Trees
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1a) Parkway trees trimmed by City crews 4667 4518 4616
2a) Hazardous trees removed 101 80 100
2b) Dead trees removed 44 75 80
2d) Other City owned trees removed 15 11 12
2c) Total number of trees removed 160 166 192
3) Trees cabled 3 3 5
4) Wasp nests controlled 15 7 10
5) Employee hours on storm damage 1400 1660 1600
FULL TIME EQUIVALENT POSITIONS 10.50 10.50 9.50
Approved Adjustments in 2003-2004 Budget
1. Continue implementation of the six-year tree trimming cycle.
2. Develop a regular maintenance cycle to keep the sidewalk openings containing trees in the business districts clean and
free of weeds and debris.
3. Implement a regular inspection cycle for all parkway trees.
All parkway tree maintenance is provided for in this program element. It includes, but is not limited to, regular trimming
of all parkway trees, cabling trees, responding to and repairing storm damage and other damage to trees, fertilizing young
trees to assure good development, and suppression of any insect or disease outbreaks, other than Dutch Elm Disease, that
occur and threaten the life of the trees. The City currently has a parkway tree population of 26,564 trees.
City of Evanston
Maintenance of Parkway Trees
2002-2003
Appropriation
2003-2004
Approved
0.5 Arborist
1 P/F Crew Leader
8 PFW III
Regular Pay Permanent 455,900 414,900
Overtime Pay Permanent 15,300 14,900
Personal Services $471,200 $429,800
Other Equipment Maintenance 200 200
Fleet Service Fund Chargeback 154,200 154,200
Contractual Services $154,400 $154,400
Agricultural/Botanical Supplies 800 800
Chemicals 300 300
Clothing 800 800
Office/Other Equipment Maintenance Material 5,500 5,500
Minor Equipment & Tools 5,000 4,500
Safety Equipment 200 200
Commodities $12,600 $12,100
Medical Insurance 63,200 57,200
Life Insurance 700 600
Other Charges $63,900 $57,800
Other Machines & Equipment 2,600 2,600
Capital Outlay $2,600 $2,600
Maintenance of Parkway Trees $704,700 $656,700
City of Evanston
Dutch Elm Disease Control
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1a) Parkway trees infected with DED 244 210 207
b) Percent of parkway elm trees infected 5.70% 5.35% 5.50%
c) Eradication of diseased limbs (# trees)73 67 80
2a) Removal of newly infected parkway elms 175 131 127
b) Removals due to unsucessful eradication of limbs 4 19 14
c) Total parkway elms requiring removal 179 150 141
3 Percentage of parkway elms actually removed 4.19% 3.83% 3.74%
4) Elms removed by City crews from parks, alleys 55 42 40
a) Tree scouting interval during growing season 2 weeks 2 weeks 2 weeks
b) Tree scouting interval in dormant season once twice twice
5) Average work days from identification until
removal by City workers 28 27 27
6) Average number of days to remove elm stumps by
City crews 120 99 80
FULL TIME EQUIVALENT POSITIONS 8.25 7.25 7.25
Approved Adjustments in 2003-2004 Budget
1. Increase the number of cutouts on diseased Elms by raising the threshold to 10% infection and stripping bark to look
for additional symptoms.
2. Investigate further methods of reducing the time interval between tree removal and stump removal.
Dutch Elm Disease (DED) has the potential to kill nearly all American Elms 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
Elm trees during the growing season and prompt removal of all diseased limbs and trees. This program has enabled the
City to effectively "manage" the disease for the past 40+ years. The City currently has a parkway Elm population of 3,770
trees.
City of Evanston
Dutch Elm Disease Control
2002-2003
Appropriation
2003-2004
Approved
0.25 Arborist
1 PF Crew Leader
6 PFW III
Regular Pay Permanent 327,400 327,400
Overtime Pay Permanent 16,600 16,600
Seasonal Employees 12,000 12,000
Personal Services $356,000 $356,000
Printing 100 100
Other Equipment Maintenance 400 400
Fleet Service Fund Chargeback 108,200 108,200
Other Contractual Services 27,800 22,800
Contractual Services $136,500 $131,500
Clothing 600 600
Office/Other Equipment Maintenance Material 400 400
Medical & Lab Supplies 100 100
Minor Equipment & Tools 2,800 2,800
Safety Equipment 500 500
Commodities $4,400 $4,400
Medical Insurance 43,600 43,600
Life Insurance 500 500
Other Charges $44,100 $44,100
Other Machines & Equipment 1,700 1,700
Capital Outlay $1,700 $1,700
Dutch Elm Disease Control $542,700 $537,700
City of Evanston
Tree Planting
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1) Percentage of new tree survival 94% 93% 95%
2) Percentage of residents choosing tree species 29% 38% 40%
3) Percentage of residents choosing larger tree 7% 12% 10%
4) Total number of trees planted 225 238 425
FULL TIME EQUIVALENT POSITIONS 2.25 2.25 2.25
Approved Adjustments in 2003-2004 Budget
1. Increase the number of new trees being planted to keep up with the number of tree removals.
2. Continue to work toward a reforestation strategy that will diversify the overall population so that no one tree species
makes up more than 10 percent of the population.
Planting of new trees on parkways is accomplished throughout the City during the Spring and Fall months within this
program element. Maintenance of the urban forest population at a relative constant is achieved by planting in proportion
to the number of trees lost in the previous year. The City has been divided into six planting areas to ensure equitable
replacement of trees throughout the City. Trees 2.5" in diameter are planted at no charge to the residents. Adjacent
property owners are notified prior to planting and given the option, for a $160 fee, of upgrading to a larger 3.5"
diameter tree. Property owners 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, existing nearby tree species, and soil type on a block-by-block basis.
City of Evanston
Tree Planting
2002-2003
Appropriation
2003-2004
Approved
0.25 Arborist
1 P/F Crew Leader
1 PFW III
Regular Pay Permanent 105,400 105,400
Overtime Pay Permanent 5,200 5,200
Personal Services $110,600 $110,600
Fleet Service Fund Chargeback 45,100 45,100
Contractual Services $45,100 $45,100
Agricultural/Botanical Supplies 45,000 45,000
Clothing 200 200
Minor Equipment & Tools 700 700
Safety Equipment 100 100
Commodities $46,000 $46,000
Medical Insurance 13,500 13,500
Life Insurance 200 200
Other Charges $13,700 $13,700
Tree Planting $215,400 $215,400
City of Evanston
Private Elm Tree Insurance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Percent of removal costs covered by premiums 100% 100% 100%
Insured elms removed 21 33
Elms covered in insurance program:
Small 16 17 20
Medium 60 63 70
Large 170 164 180
Extra Large 184 196 180
TOTAL 429 440 450
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Investigate the feasibility of including disease cutouts for insured trees when symptoms are present in 5% of the tree
or less.
2. Increase participation in the program by publicizing the benefits on a city-wide basis.
This program element allows residents to insure their private Elm trees 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 by June 1 of each year. These premiums are then used to cover the costs associated with the removal of the tree if it
is diagnosed with Dutch Elm Disease. Premium amounts are based on the size of the insured tree, and staff's projection of
the amount needed to cover the costs of all insured removals within the fiscal year. The City does not share in the
removal costs, and the removal of the stump is not included as part of the insurance plan.
City of Evanston
Private Elm Tree Insurance
2002-2003
Appropriation
2003-2004
Approved
Postage Chargebacks 200 200
Tree Services 27,000 27,000
Contractual Services $27,200 $27,200
Services Billed Out (40,100) (40,100)
Miscellaneous ($40,100) ($40,100)
Private Elm Tree Insurance ($12,900) ($12,900)
City of Evanston
Ecology Center
Three Year Fiscal History
$337,500
$344,200
$334,700
$328,000
$330,000
$332,000
$334,000
$336,000
$338,000
$340,000
$342,000
$344,000
$346,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
0.47%
City of Evanston
Ecology Center
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures: Actual Appropriation Actual Approved
Ecology Center 246,600 252,600 262,561 254,500
Eco-Quest Day Camp 88,100 84,900 80,736 89,700
Total Expenditures: 334,700 337,500 343,297 344,200
Revenues:
Bookstore Sales 1,700 1,700
Birdseed Sales 5,000 5,000
Garden Plot Rentals 10,800 12,000
Greenhouse Plant sales 1,000 1,000
Dried Flower Sales 3,800 3,800
Building Rental 3,400 6,400
Ecology Center Classes 13,500 13,500
School Group Revenue 2,500 3,000
Evanston Environmental Association 0 10,000
Ecology Center Summer Camps 134,700 144,000
Total Revenues: 176,400 200,400
City of Evanston
Ecology Center
Performance Report on FY 2002-2003 Major Program Objectives
Construction on the Ecology Center addition was to be completed in April 2002. Construction delays compromised the
ability of the staff to run programs out of the Ecology Center and spring classes were down. Wildflowers summer camp
was held at the Ecology Center and after camp programming occurred at the north Foghouse.
Fund-raising for the construction continues. A second grant for $97,200 was received from the Illinois Department of
Natural Resources for construction. The EEA continues to fund-raise and is within $150,000 of the $800,000 for the
construction and architectural services. Plans continue for debt reduction with solicitations and major donor initiatives.
With the addition, the Ecology Center will be able to provide rental opportunities for groups and events. Currently staff is
working on developing a rental policy consistent with the space and the guidelines throughout the Parks/Forestry &
Recreation Department. The fee structure has also been reviewed for Scout and school groups.
Several exhibits are being planned for the Grand Opening. The opening exhibit was created by over 500 summer campers
and is ready to install. The first permanent exhibit on native mammals of Illinois will be completed by December 2002. As
a result of a generous grant of $2,000 from the Evanston Community Foundation, a series of pre-school loan boxes is being
researched and developed with completion in December 2002.
The newly developed comprehensive parent manual was completed and mailed to all camp parents prior to the beginning of
camp. Staff will continue to make adjustments for next year.
EcoExplorer has expanded adventure initiatives to include rock climbing walls and sea kayaking. The cooperative program
with the YMCA at Camp Echo remains popular and will be scheduled for summer 2003 with an outpost/camping
emphasis.
EcoQuest addressed the need for increasing the program content for its oldest campers (the 3rd graders) to include 3rd-
grade field trips. This year's camp had a long waiting list, which we accommodated by adding campers and counseling
staff.
Kinglet and Wildflower camps continue to introduce the youngest campers to the natural world around them.
Summer Summit fulfills the need many parents have for an end-of-summer camp for their children. It promotes water and
outdoor adventure activities.
City of Evanston
Ecology Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Number of Garden Plots rented 204 204 204
Hours of volunteer participation 1,600 2,000 1,600
Number of Ecology Center visitors 14,000 18,000 22,000
Number of EEA members 550 450 500
Number of information and referral telephone calls 15,000 16,000 18,000
Number of school participants 4,000 4,000 4,000
Number of program participants 2,000 3,000 4,000
Number of public programs offered 150 180 200
Number of program hours 15,000 16,500 18,000
FULL TIME EQUIVALENT POSITIONS 4.90 4.90 4.90
Approved Adjustments in 2003-2004 Budget
1. Develop and print a brochure on the Ladd Arboretum and have ready for distribution by June 2003.
2. Develop a series of programs that can be presented to adult groups that are interested in renting the new facility by
June 2003.
3. Develop cooperative program initiatives with the Evanston Garden Council including opportunities for fund-raising
and jointly sponsored programs as well as evaluate the feasibility of a co-sponsored Friends of the Parks program.
Planning will be ongoing through June 2003 with initiatives ready by September 2003.
4. Develop an operations manual for the Ecology Center by June 2003.
Program personnel work with the Ladd Arboretum Committee (reports to Human Services Committee), Evanston
Environmental Association (501(c)(3) 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 bookstore sales 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 public.
Outdoor recreation programming includes a canoeing program on the North Shore canal, as well as free public fishing
program at Lovelace Park. The Ecology Center coordinates volunteer work groups in the Ladd Arboretum as well as
other City parks.
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Ecology Center Coordinator
2 Environmental Educator
Regular Pay Permanent 175,400 175,400
Permanent Part Time 15,100 15,100
Personal Services $190,500 $190,500
Advertising 200 200
Printing 1,000 1,000
Office Equipment Maintenance 600 600
Electricity 4,100 5,100
Gas 3,100 4,000
Telephone & Telegraph 2,500 2,500
Postage Chargebacks 2,000 2,000
Training and Travel 200 200
Automobile Allowance 2,200 2,200
Membership Dues 600 600
Rentals 1,000 1,000
Other Contractual Services 3,400 3,400
Contractual Services $20,900 $22,800
Agricultural/Botanical Supplies 400 400
Books, Publications, Maps 100 100
Food 500 500
Janitorial Supplies 400 400
Building Maintenance Material 1,200 1,200
Merchandise for Resale 7,000 7,000
Minor Equipment & Tools 800 800
Office Supplies 2,500 2,500
Photo/Drafting Supplies 200 200
Recreation Supplies 4,000 4,000
Commodities $17,100 $17,100
Medical Insurance 23,600 23,600
Life Insurance 500 500 -
Other Charges $24,100 $24,100
Ecology Center $252,600 $254,500
City of Evanston
Ecology Center
City of Evanston
Eco-Quest Day Camp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Total camp Enrollment 600 736 700
2. Number of camp program hours 43,000 50,000 50,000
(# of campers x # of hours spent in camp).
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Research and develop an educational unit for summer camp training that focuses on child development, interactions with
parents, and the importance of welcoming campers to the camp day. Personal skills, educational techniques and activities will
be developed. The unit will be completed and taught in June 2003.
2. Send out evaluations to all camp staff that focus on the structure of camp, training, daily operations, evaluation and
mentoring. Results will be tabulated and incorporated into staff training in June 2003.
The Ecology Center summer camp program provides camp experiences for children ages 3-12 years. All Ecology camps ar
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 camps 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. Terminal Buds, 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 fog houses at Lighthouse Park,
several beaches and the Ecology Center.
2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 61,800 68,600
Personal Services $61,800 $68,600
Advertising 100 100
Printing 1,300 1,300
Other Contractual Services 11,000 11,000
Contractual Services $12,400 $12,400
Clothing 3,000 3,000
Food 2,200 2,200
Recreation Supplies 3,500 1,500
Commodities $8,700 $6,700
Bank Service Charges 2,000 2,000
Other Charges $2,000 $2,000
Eco-Quest Day Camp $84,900 $89,700
City of Evanston
Eco-Quest Day Camp
City of Evanston
Arts Council
Three Year Fiscal History
$832,600
$802,800
$769,500
$720,000
$740,000
$760,000
$780,000
$800,000
$820,000
$840,000
2001/02 2002/03 2003/04
Appropriation Approved
Expenditures as a % of 2004 General Fund Budget
1.09%
City of Evanston
Cultural Arts Division
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Expenditures:Actual Appropriation Actual Approved
Arts Council 120,600 114,700 113,524 113,300
Noyes Center 213,400 252,600 194,639 234,800
Cultural Arts Programs 435,500 465,300 411,581 454,700
Total Expenditures: 769,500 832,600 719,744 802,800
Revenues:
Cultural Arts Programs 371,500 338,300
Noyes Center Revenues 221,600 241,600
Illinois Arts Council Regranting Grant 13,000 15,000
Total Revenues: 606,100 594,900
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Over first six months of the fiscal year the Arts Council delivered successful summer events and programs.
The Cultural Arts Division programs provided opportunities for all ages to be involved in the arts. Our many programs,
including camps, festivals, and concert series, as well as the Cultural Fund program provided numerous occasions for artists,
arts organizations and Evanstonians to experience the best in performing and visual arts.
This year’s Evanston Lakeshore Arts Festival featured a new layout, which dramatically improved traffic flow. Featuring fine
art from all over the United States, the festival also included a successful art auction and an increased number of artist
demonstrations.
The Ethnic Arts Festival had another banner year, with approximately 25,000 attending the two-day event. There were 120
artist vendors, food, and two stages of continuous entertainment, representing almost every possible ethnicity.
The Starlight Concerts, 12 concerts split between James and Dawes Parks, also enjoyed increased attendance this year. Each
concert included a drawing, which allowed us to capture names for our mailing list. In addition, several of the musicians who
performed at the concerts also agreed to teach a segment for one of our summer camps.
Arts Camps at Orrington and Dewey School as well as Mini Camp at Noyes Cultural Arts Center offered numerous
opportunities for hundreds of Evanston elementary school students to explore visual art, movement, drama and music in a
thematic curriculum. Middle school and early high school students explored the arts in history and contemplated the future
through the Young Artists Program at the Noyes Cultural Arts Center. These students were mentored by artists in drama,
puppetry, cartooning, animation, conceptual and visual art. In addition, 20 at-risk youth participated in an art and drama
program as part of a pilot project that was a collaboration between the Fleetwood-Jourdain Theatre and our Artskills
program. The original drama "The Church and the Cheese," conceived, produced and performed by these youth, toured
community centers and camp programs, before being formally performed for the general public at the Fleetwood-Jourdain
Theatre in mid-August. The show included sets, costumes and props designed and constructed by the youth.
Building on last year’s success, Arts Week Evanston 2002 boasted more than 60 cultural arts events spanning nine days
from October 5-13 at venues all over Evanston. Highlights of the week included two programs showcasing Evanston dance
and music companies; a special tribute concert to William Warfield, co-sponsored by the Cultural Arts Division and the
School of Music at Northwestern University; a public art tour and open studio day; an open house at the Noyes Cultural Arts
Center; and a multi-arts program on Caribbean Voodou practices, co-sponsored by Dance Africa.
The Cultural Fund program again awarded $43,000 to deserving artists and arts organizations for both projects and stability
grants. These grants are designed not only to help arts organizations, but also to provide opportunities for residents,
particularly children, to experience these programs. Organizations are required to match each grant, thus doubling the
economic impact of the grants.
City of Evanston
Cultural Arts Division
The Noyes Cultural Arts Center continues to undergo various improvements throughout each year. Recent projects include:
complete renovation of staff offices; upgrading the building’s electrical capacity; installation of new lighting instruments
throughout the Center; and replacement of gutters, downspouts, eaves and fascia. Upgrades were also made to the two Noyes
galleries that host the works of Chicago metropolitan artists. The Noyes Cultural Arts Center currently rents 95% of
available studio space at the Center. Together Noyes resident artists provided more than $30,000 in community service;
community service is required of all resident artists.
City of Evanston
Arts Council
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Groups receiving Cultural Fund assistance
Individual Projects 3 5
Organization Projects 14 15
Stability 3 5
FULL TIME EQUIVALENT POSITIONS 0.75 0.75 0.75
Approved Adjustments in 2003-2004 Budget
1. Investigate the mission and goals of the Noyes Cultural Arts Center and submit a report from the Noyes Task Force
to the Arts Council with specific recommendations for the future role of the Center by September 2003.
2. Devise a plan that will increase the visibility, scope and effectiveness of the Art Council's advocacy activities, to be
completed by June 2003.
The Arts Council provides an environment which encourages the creation of art and arts activities by supporting
Evanston's plethora of arts organizations and individual artists of every discipline. The division awards matching
grants of up to $5,000 per grant to Evanston-based non-profit organizations and up to $2,500 to individual artists for
arts programming of high quality and innovation which is beneficial to the community. The Arts Council provides
additional on-going support to the arts industry and includes the collective marketing of Evanston arts organizations
metropolitan-wide.
2002-2003
Appropriation
2003-2004
Approved
0.5 Arts Council Dir
0.25 Secretary II
Regular Pay Permanent 41,800 41,800
Overtime Pay Permanent 600 600
Permanent Part Time 2,600 2,600
Personal Services $45,000 $45,000
Advertising 800 800
Printing 700 700
Office Equipment Maintenance 800 800
Other Professional Services 2,700 2,700
Telephone & Telegraph 1,700 1,700
Postage Chargebacks 3,800 3,800
Training and Travel 300 300
Automobile Allowance 1,200 1,200
Postage 2,500 2,500
Telephone Chargebacks 2,400 2,400
Membership Dues 1,500 1,500
Reception/ Entertainment 500 500
Rentals 800 800
Other Contractual Services 4,000 4,000
Contractual Services $23,700 $23,700
-
Books, Publications, Maps 300 300
Clothing 100 100
Office Supplies 1,000 1,000
Commodities $1,400 $1,400
Contributions to Other Agencies 40,000 38,600
Medical Insurance 4,500 4,500
Life Insurance 100 100
Other Charges $44,600 $43,200
Arts Council $114,700 $113,300
City of Evanston
Arts Council
City of Evanston
Noyes Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Tenant/rentals billed $200,950 $203,602 $214,892
2. Number of community use events/rentals 40/.$22,000 30/$22,000 50/$22,982
3. Studio space leased 95% 95% 100%
4. Tenant community service/value 70/$30,150 30/$30303.25 30/$32,233.80
FULL TIME EQUIVALENT POSITIONS 3.89 3.89 3.89
Approved Adjustments in 2001-02 Budget
1. Rent 100% of available studio space at the Noyes Cultural Arts Center by April 1, 2003.
2. Develop marketing strategy to increase use of Community Use Spaces by September 1, 2003.
3. Complete study of Evanston and metropolitan area theatre spaces by July 1, 2003, to better market the Noyes
Theatre.
This element manages the Noyes Cultural Arts Center, renting studio, rehearsal, classroom, performance and office
space to professional artists and art organizations, including the Piven Theatre Workshop, the Next Theatre Company,
Art Encounter, 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 and are not limited to:
summer arts camp, theatre productions, lectures, board meetings, auditions, receptions, and workshops. The Noyes
Galleries exhibit metropolitan artists, changing every eight weeks.
Classes, workshops and performances offered by Noyes resident artists and Arts Council sponsored events such as Black
History, Cinco de Mayo, Day of the Dead, and Noyes Open House draw thousands of people into the Center each year.
In addition, Noyes tenants provide more than $30,000 in community service each year.
2002-2003
Appropriation
2003-2004
Approved
0.15 Arts Council Dir
1 Custodian II
1 Noyes Ctr. Coordinator
0.5 Secretary II
Regular Pay Permanent 111,400 111,400
Overtime Pay Permanent 6,300 6,100
Permanent Part Time 44,900 31,000
Personal Services $162,600 $148,500
Advertising 1,000 1,000
Printing 1,400 100
Building Maintenance Services 5,900 5,900
Office Equipment Maintenance 1,000 1,000
Electricity 25,000 25,000
Gas 14,400 14,400
Telephone & Telegraph 2,100 2,100
Postage Chargebacks 800 800
Training and Travel 300 300
Automobile Allowance 100 100
Postage 400 -
Telephone Chargebacks 5,500 5,500
Reception/ Entertainment 100 100
Rentals 2,200 100
Other Contractual Services 5,000 5,000
Contractual Services $65,200 $61,400
Books, Publications, Maps 300 300
Clothing 200 400
Janitorial Supplies 2,600 2,600
Licensing/Regulatory Support 800 800
Building Maintenance Material 1,500 1,500
Medical & Lab Supplies 100 100
Minor Equipment & Tools 400 400
Office Supplies 2,800 2,800
Recreation Supplies 100 -
Commodities $8,800 $8,900
Medical Insurance 15,800 15,800
Life Insurance 200 200
Other Charges $16,000 $16,000
Noyes Center $252,600 $234,800
City of Evanston
Noyes Center
City of Evanston
Cultural Arts Programs
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Arts Camp and YAP Revenues $184,300 $240,500 $199,200
# of Camp Sites including YAP 3 3 3
Revenues for Ethnic Fest $51,600 $50,600 $43,500
Revenues for Lakeshore Fest $37,100 $40,500 $39,600
ArtSkills Participants 14 20 20
Starlight Concerts 12 12 12
Starlight Revenues $11,400 $14,100 $12,600
ArtSkills Revenues $5,000 $5,000
Arts Week 11,300
FULL TIME EQUIVALENT
POSITIONS 3.13 3.13 3.13
Approved Adjustments in 2003-2004 Budget
1. Increase sponsorship for festivals and concerts by $8,000 by October 2003.
2. Increase revenues at festivals by increasing exhibitor fees by $60 by August 2003.
3. Form a partnership with Fleetwood-Jourdian Center for ArtsSkills to serve 20 youth by Summer 2003.
4. Offer a winter break mini-session of the Young Artists Program (YAP) with a goal of 22 participants by
December/January 2003-2004.
This program element is responsible for cultural arts programs operated through the Noyes Cultural Arts
Center. Programs include the Young Artist Program, Arts Camps, the Noyes Gallery, the Ethnic Arts
Festival, the Lakeshore Arts Festival, Black History Events, ArtSkills, the Starlight Concert Series, the
Gallery, the Gatherings, the Mayor's Award, ArtsWeek Evanston, It's Thursday Concerts, and Community
Service at Noyes.
2002-2003
Appropriation
2003-2004
Approved
0.35 Arts Council Dir
0.25 Program Manager
0.25 Secretary II
1 Senior Program Coordinator
Regular Pay Permanent 122,300 122,300
Permanent Part Time 25,300 29,300
Seasonal Employees 127,100 115,100
Personal Services $274,700 $266,700
Advertising 15,000 14,600
Printing 16,000 20,500
Office Equipment Maintenance 800 800
Other Professional Services 57,500 57,500
Telephone & Telegraph 600 600
Postage Chargebacks 2,500 2,500
600 600
Training and Travel 300 300
Automobile Allowance 800 800
Postage 5,300 5,200
Telephone Chargebacks 2,400 2,400
Membership Dues 700 700
Reception/ Entertainment 1,500 1,100
Rentals 24,100 24,100
Other Contractual Services 14,600 11,300
Contractual Services $142,700 $143,000
Books, Publications, Maps 500 500
Clothing 6,300 6,300
Office Supplies 4,200 4,400
Recreation Supplies 21,200 18,100
Commodities $32,200 $29,300
Medical Insurance 15,400 15,400
Life Insurance 100 100
Scholarships 200 200
Other Charges $15,700 $15,700
Cultural Arts Programs $465,300 $454,700
City of Evanston
Cultural Arts Programs
PART IV
OTHER FUNDS BUDGET
City of Evanston
Parking Fund
Three Year Fiscal History
$3,211,500
$3,415,200
$2,927,039
$2,500,000
$2,700,000
$2,900,000
$3,100,000
$3,300,000
$3,500,000
$3,700,000
$3,900,000
Actual Appropriation Approved
2001/02 2002/03 2003/04
Fund Expenditures as a % of the Total 2004 Budget
2.18%
2001-2002 2002-2003 2002-2003 2003-2004
Funds Provided: Operating Revenue Actual Appropriation Projected Appropriation Increase
Streets and lot meters 1,116,114$ 1,615,000$ 1,450,000$ 1,800,000$ 185,000$
Space rentals 264,100$ 261,000$ 275,500$ 265,800$ 4,800$
Sherman Avenue Garage 708,622$ -$ 525,000$ -$
Church Street Self Park 690,747$ 650,000$ 650,000$ 650,000$ -$
Research Park / Lot 20* -$ 50,000$ 5,900$ (50,000)$
Interest Income 193,827$ 74,000$ 74,000$ 74,000$ -$
Miscellaneous Revenues 11,777$ 11,400$ 67,400$ 11,400$ -$
TOTAL FUNDS PROVIDED 2,985,187$ 2,661,400$ 3,047,800$ 2,801,200$ 139,800$
Funds Applied: Operating Expenses
Parking System Management 481,173$ 643,200$ 651,900$ 793,300$ 150,100$
Sherman Avenue Garage 406,736$ 11,900$ 386,100$ -$ (11,900)$
Parking Lots and Meters 620,380$ 709,900$ 680,500$ 726,200$ 16,300$
Church Street Self Park 487,313$ 577,000$ 565,800$ 633,500$ 56,500$
TOTAL OPERATING EXPENSES:1,995,602$ 1,942,000$ 2,284,300$ 2,153,000$ 211,000$
Other Expenses & Disbursements
Parking Debt Service 421,385$ 848,500$ 848,500$ 841,200$ (7,300)$
Capital Outlay 108,952$ -$ -$ -$
Transfers to General Fund 401,100$ 421,000$ 421,000$ 421,000$ -$
Total Other Expenses and Disbursements 931,437$ 1,269,500$ 1,269,500$ 1,262,200$ (7,300)$
TOTAL FUNDS APPLIED 2,927,039$ 3,211,500$ 3,553,800$ 3,415,200$ 203,700$
Increase (Decrease) in Working Capital 58,148$ (550,100)$ (506,000)$ (614,000)$ (63,900)$
Revenue Projections:
In 2001, the City leased property to provide one interim parking during reconstruction of Sherman Ave. Garage.
** This is a reimbursement from Evanston Place for lighting the upper parking levels of the Church St. Self Park
garage. A reimbursement of $56,000 was received in FY 2002-2003 for concrete repairs completed in FY 2001-
2002.
City of Evanston
PARKING SYSTEM FUND SUMMARY
* Research Park/Lot 20 was originally the 4 surface lots in the Entertainment Center and Research Park area.
This lot was only temporary.
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Parking System Management 420,000 643,200 651,900 793,300
Sherman Avenue Garage 361,500 11,900 386,100 0
Parking Lots and Meters 543,600 709,900 680,500 726,200
Maple Avenue Parking Garage 0 2,469,220 565,800 0
Church Street Self Park 435,600 577,000 548,500 633,500
Parking Debt Service 846,500 848,500 848,500 841,200
Capital Outlay 30,000 350,900 398,700 0
Parking Fund Transfers 365,800 383,000 22,300 421,000
Total 3,003,000 5,993,620 4,102,300 3,415,200
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Parking Systems Fund
The Sherman Ave. Parking Garage is expected to close by the end of February, 2002; since it did not close in 2000 nor
2001.
Consequently, no expenses nor revenues are budgeted for FY2002-03. This garage is expected to re-open in 2003.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
10 10 10
24 24 24
4 4 4
1,000 1,000 1,000
10,000 10,000 10,000
3,200 3,200 3,400
5 5 5
none none none
6.00 6.00 6.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking System Management
1. Parking Studies Performed
6. Evanston Vehicle Stickers sold
4. Parking ticket investigations
5. Residential permit applications processed
7. Average number of sick days used per employee
8. Total workdays lost due to work related injury.
FULL TIME EQUIVALENT POSITIONS
2. Parking lot inspections
3. Quarterly billing schedules met
1. Develop and surface two commuter parking lots owned by CTA by October 31, 2003, which will expand the available
commuter parking for the northern end of the CBD and Foster St. train commuters.
2. Replace the 15 year old parking identification signage with new signage including the City logo and Parking System
phone number by September 15, 2003.
3. Monitor the relocation of vehicles during construction of the Benson Ave. Self-Park and make revisions to the interim
Parking Plan to balance the parking supply on-street and in garages.
This element manages and oversees operations of parking lots and garages, parking meters, residential parking programs,
parking enforcement, and issuance of notices pertaining to outstanding parking tickets and boot eligibility. Contracts for
parking lot and garage improvements are managed by this element, and supervision of city workers responsible for
maintaining lots and landscaping is provided by this element. This element administers and supervises contracts for
cashiering and management of garage operations for the downtown garages and for security guard services. This element
provides supervision of the parking meter repairers who install and maintain/repair parking meters and who collect revenue
from all 2300 meters. This element implements the criteria for selling and issuing space rental permits and the 24 residential
parking programs, including verifying residency and purchase of the Evanston Vehicle Sticker, and status of parking tickets
issued against license plates of those applying for parking permits. This element invoices all space rentals on a quarterly
basis, and receives payments for all space rentals. This program element issues permits for all parking programs and
maintains records of all sales and permits issued.
This element performs parking studies and evaluates current regulations with parking demand. Recommendations for
regulations are developed and submitted to City Council. The physical condition of all parking lots and garages is assessed,
and capital improvement programs are developed to maintain operation of these resources.
This element is also responsible for the PowerPark system which issues parking tickets, matches license plates with owner
name and address, processes ticket payments and administrative hearings decisions.
2002-2003
Appropriation
2003-2004
Approved
2 Parking Operations Clerk
1 Parking System Manager
2 Parking System Supervisor
1 Traffic Engineering Technician
Regular Pay Permanent 308,000 311,900
Overtime Pay Permanent 6,300 4,800
Seasonal Employees 5,100 5,100
Personal Services $319,400 $321,800
Printing 100 100
Office Equipment Maintenance 600 600
Telephone & Telegraph 4,300 4,300
Postage Chargebacks 3,300 3,300
Training and Travel 3,000 3,000
Fleet Service Fund Chargeback 30,800 30,800
Telephone Chargebacks 2,000 2,000
Membership Dues 600 600
Copy Machine Charges 2,400 2,400
Other Contractual Services 18,000 18,000
Contractual Services $65,100 $65,100
Licensing/Regulatory Support 8,000 8,000
Office Supplies 1,200 1,200
Commodities $9,200 $9,200
Contingencies 5,900 18,100
Transfers to Other Funds 207,100 342,600
Medical Insurance 36,100 36,100
Life Insurance 400 400
Other Charges $249,500 $397,200
Parking System Management $643,200 $793,300
City of Evanston
Parking System Management
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
weekly weekly
monthly monthly
monthly monthly
monthly monthly
monthly monthly
monthly monthly
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Revenue cashier deposit reports
2. Revenue security guard reports
6. Review monthly revenue reports from contractor
City of Evanston
Sherman Avenue Garage
5. Sump pump inspections
3. Elevator mechanical inspections
4. Lighting inspections
The daily cashiering and operations of the Sherman Avenue Garage are performed under contracts in this element. A
management contractor oversees the daily use of the garage and collections revenues from transient parkers as well as
monthly permit parkers. The security guard services contractor provides personnel who patrol the building and respond to
problems involving parkers or complaints from parkers about unusual circumstances. General cleaning and janitorial
services are performed daily by the operations contractor. Electrical and mechanical systems are maintained by City
departments when possible. Outside contractors provide elevator and revenue equipment services.
This parking facility will close January-February 2003. It will take approximately 4 months for demolition and at least 12
months for construction.
2002-2003
Appropriation
2003-2004
Approved
Other Insurance 11,900 -
Other Charges $11,900 -
Sherman Avenue Garage $11,900 -
City of Evanston
Sherman Avenue Garage
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
50 50 80
25 50 20
3,000 2,900 2,500
50 100 20
4,500 4,500 4,000
100 100 75
300 200 20
4 4 4
none none none
7.00 7.00 7.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking Lots and Meters
1. Meters installed/relocated within system
6. Meter hooding requests
4. Meters converted (rate/time)
5. Preventive maintenance to meters/locks
7. Installation of speed bumps in alleys.
8. Average Number of Sick Days Used per Employee
9. Number of Days Lost due to On-the-Job Injury
FULL TIME EQUIVALENT POSITIONS
2. Meters removed from system
3. Meters checked/repaired and batteries replaced.
This element provides parking meter installation and maintenance functions of the 2400 meters in the Parking System,
including removal and re-installation of meters, investigation of malfunctioning meter complaints, repair of defective meter
mechanisms, preventive maintenance, and covering for special events. The meter revenue collection function is also
performed for all parking meters in this program element.
This program element provides maintenance and landscaping of all surface parking lots, the Holiday Inn Lower Level garage
and the Library underground garage. During winter, this element provides snow plowing in all surface lots and around the
garages. The workers in this element may assist Traffic Signs program element in the installation of pavement markings in
surface lots and garages and the installation of traffic signs.
Lastly, this program element installs speed bumps in alleys and provides landscape maintenance to 18 traffic circles and
various cul-de-sacs throughout the City.
2002-2003
Appropriation
2003-2004
Approved
2 Parking Meter Collector/Repairer
1 Public Works Crew Chief
2 PWMW
2 PWMW II
Regular Pay Permanent 296,900 308,700
Overtime Pay Permanent 6,600 6,600
Seasonal Employees 24,600 24,600
Personal Services $328,100 $339,900
Improvement Maintenance Service 1,500 1,500
Other Equipment Maintenance 2,000 2,000
Electricity 16,000 16,000
Fleet Service Fund Chargeback 68,400 68,400
Rentals 156,000 156,000
Contractual Services $243,900 $243,900
Agricultural/Botanical Supplies 6,400 6,400
Clothing 3,400 3,400
Janitorial Supplies 1,000 1,000
Building Maintenance Material 3,500 3,500
Office/Other Equipment Maintenance Material 16,500 16,500
Minor Equipment & Tools 500 500
Commodities $31,300 $31,300
Contingencies 6,700 6,700
Transfers to Other Funds 43,500 47,300
Medical Insurance 39,200 39,200
Life Insurance 500 500
Other Insurance 16,700 17,400
Other Charges $106,600 $111,100
Parking Lots and Meters $709,900 $726,200
City of Evanston
Parking Lots and Meters
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
weekly weekly weekly
monthly monthly monthly
monthly monthly monthly
monthly monthly monthly
monthly monthly monthly
monthly monthly monthly
monthly monthly monthly
None None None
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Review cashiers' daily deposit reports.
2. Elevator mechanical inspections
6. Sump pump inspections
7. Review monthly revenue reports from contractor
City of Evanston
Church Street Self Park
5. Emergency generator inspections/tests
3. Review security guard reports
4. Lighting inspections
The Church Street Self Park provides approximately 600 pubic parking spaces in downtown Evanston. Daily cashiering and
operations are performed under a management contract. A contract with a security guard services firm provides personnel
around the clock to patrol the building and respond to problems or concerns of parkers about unusual circumstances.
General cleaning and janitorial services are performed daily under the management contract. Electrical and mechanical
systems are maintained by the City when possible. Outside contractors provide elevator, overhead door, and revenue
equipment services. Landscaping around this facility is performed by an outside landscaper in conjunction with the contract
to provide landscape services for Evanston Place rental apartments.
2002-2003
Appropriation
2003-2004
Approved
Other Equipment Maintenance 30,000 30,000
Architect/Engineering Services 5,000 5,000
Electricity 64,000 64,000
Telephone & Telegraph 3,000 3,000
Rentals 5,500 5,500
Other Contractual Services 444,000 451,600
Contractual Services $551,500 $559,100
Janitorial Supplies 2,500 2,500
Licensing/Regulatory Support 3,500 3,500
Building Maintenance Material 1,000 1,000
Office/Other Equipment Maintenance Material 200 200
Minor Equipment & Tools 200 200
Safety Equipment 100 100
Office Supplies 1,000 1,000
Commodities $8,500 $8,500
Contingencies 500 500
Other Insurance 16,500 65,400
Other Charges $17,000 $65,900
Church Street Self Park $577,000 $633,500
City of Evanston
Church Street Self Park
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking Debt Service
FULL TIME EQUIVALENT POSITIONS
Debt service on the $7,000,000 -Series 1987 Corporate Purpose Bonds for constructions of the Church Street Self Park
garage must be paid in accordance with the terms of the obligation. Debt service on the $2,000,000-Series 1997 Corporate
Bonds must also be paid in accordance with the terms of the obligations. All payments are made by the Finance Department.
Debt service on the bonds issued to construct the Maple Avenue Self Park will become due in December, 2002.
2002-2003
Appropriation
2003-2004
Approved
Sherman Avenue Garage 848,500 841,200
Other Charges $848,500 841,200
Parking Debt Service $848,500 $841,200
City of Evanston
Parking Debt Service
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Program Revenues:
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking Fund Transfers
FULL TIME EQUIVALENT POSITIONS
This element provides transfers to the General Fund to offset expenses for services provided by the Director of Public
Works and City Traffic Engineering and Streets departments.
2002-2003
Appropriation
2003-2004
Approved
Reimbursement to General Fund for Administration Exp 398,700 397,600
Transfer to General Fund 22,300 23,400
Other Charges $421,000 $421,000
Parking Fund Transfers $421,000 $421,000
City of Evanston
Parking Fund Transfers
City of Evanston
Maple Avenue Garage Fund
Three Year Fiscal History
$2,469,220
$2,455,288
$4,317,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
2.75%
Maple Avenue Garage Fund
FY 2003-2004 Summary
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Operating Revenue
Garage $786,238 $620,000 $980,000 $1,300,000
Transfer from General Fund (Sales
Tax)$176,246 $200,000 $200,000
Transfer from Economic
Development $440,853 $570,000 $583,000 $590,000
Transfer from Downtown II $1,205,858 $776,000 $825,252 $845,315
Transfer from Downtown II (17014)$3,272,394 $3,272,394
Interest Income $521,353 $400,000 $23,200 $23,200
Misc. Income $2,038 $0 $15,000 $10,091
TOTAL REVENUE $3,132,586 $2,366,000 $5,898,846 $6,241,000
Operating Expense
Maple Garage Activities ($1,068,600) ($975,650) ($1,047,694) ($1,120,445)
Tax Rebate Agreement ($35,751)$0 ($181,428) ($200,000)
Transfer to General Fund ($35,000) ($36,450) ($36,500) ($37,900)
Debt Service ($631,799) ($776,000) ($776,000) ($2,276,655)
Depreciation ($684,138) ($681,120) ($681,120) ($682,000)
TOTAL OPERATING EXPENSE ($2,455,288) ($2,469,220) ($2,722,742) ($4,317,000)
TOTAL $677,300 ($103,200)$3,176,100 $1,924,000
Notes for Financial Summary
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual 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 None None None
Approved Adjustments in 2003-2004 Budget
City of Evanston
Maple Avenue Garage Fund
The daily cashiering and operations of the new 1,400-space Maple Avenue Self Park are performed under
contracts. A management contractor will oversee the daily use of the garage and collect all revenues. A security
guard services contractor will provide personnel to patrol the building 24 hours every day. General cleaning and
janitorial services will be performed either by the operations/management contractor or a subcontractor. Electrical
and mechanical systems should be under warranty for the majority of this year. Revenue equipment and elevators
should also be under warranty for the majority of this year.
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 50,000 50,000
Overtime Pay Permanent 2,100 2,100
Special Event Salaries 10,400 10,400
Personal Services $62,500 $62,500
Other Equipment Maintenance 16,000 18,000
Electricity 110,000 130,000
Gas - 1,000
Telephone & Telegraph 9,600 9,600
Fiscal Agency Services 21,700 50,000
Contractual Services - Parking Garage 720,000 816,000
Other Contractual Services 7,200 7,200
Contractual Services $884,500 $1,031,800
Clothing 2,000 1,000
Janitorial Supplies 5,000 5,000
Licensing/Regulatory Support 4,000 4,000
Office/Other Equipment Maintenance Material 3,500 2,000
Office Supplies 1,500 1,500
Traffic Control Supplies 1,000 1,000
Commodities $17,000 $14,500
Contingencies 5,000 5,000
Debt Service 776,000 2,276,700
- 200,000
Medical Insurance 6,500 6,500
Life Insurance 100 100
Other Insurance 36,500 37,900
Depreciation 681,120 682,000
Other Charges $1,505,220 $3,208,200
Maple Avenue Garage Fund $2,469,220 $4,317,000
City of Evanston
Maple Avenue Garage Fund
City of Evanston
Water Fund
Three Year Fiscal History
$13,227,700
$13,414,600
$12,832,400
$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
2001/02 2002/03 2003/04
Fund Expenditures as a % of the Total 2004 Budget
8.55%
FUNDS PROVIDED:
2001-2002 2002-2003 2003-2004 Increase
Actual Estimated Approved (Decrease)
Operating Revenues - Water Sales
Evanston 6,606,100 6,588,000 6,588,000 0
Skokie 2,859,700 3,060,000 3,121,200 61,200
Northwest Commission 3,247,300 3,295,100 3,361,000 65,900
TOTAL - WATER SALES 12,713,100 12,943,100 13,070,200 127,100
Other Revenues
Investment Earnings 39,400 65,000 65,000 0
Property Sales and Rentals 91,900 120,600 126,600 6,000
Fees and Merchandise Sales 76,400 45,000 36,100 (8,900)
Fees and Outside Work 79,600 50,000 45,000 (5,000)
Bond Reserve Transfer 0
Bond Reserve Transfer 0
TOTAL - OTHER REVENUES 287,300 280,600 272,700 (7,900)
TOTAL FUNDS PROVIDED 13,000,400 13,223,700 13,342,900 119,200
FUNDS APPLIED:
2001-2002 2002-2003 2003-2004 Increase
Operating Expenses Actual Estimated Approved (Decrease)
General Support 544,100 576,400 607,600 31,200
Pumping 1,642,300 1,787,000 1,826,000 39,000
Filtration 1,535,900 1,879,700 1,903,800 24,100
Distribution 933,400 1,077,400 1,123,500 46,100
Meter Maintenance 223,200 280,600 277,900 (2,700)
Other Operating Expenses 756,600 748,900 774,400 25,500
TOTAL - OPERATING EXPENSES 5,635,500 6,350,000 6,513,200 163,200
Other Expenses and Disbursements
Debt Service 2,819,200 2,718,400 1,041,400 (1,677,000)
Capital Outlay 109,700 147,300 135,800 (11,500)
Transfers:
Transfer to Reserves 1,736,200 1,480,200 3,192,400 1,712,200
Transfer to General Fund 145,800 145,800 145,800 0
Transfer to General Fund - ROI 2,386,000 2,386,000 2,386,000 0
Transfer to Sewer Fund 0 0 0
Total Other Expenses and Disbursements 7,196,900 6,877,700 6,901,400 23,700
TOTAL FUNDS APPLIED 12,832,400 13,227,700 13,414,600 186,900
INCREASE (DECREASE) IN CAPITAL 168,000 (4,000) (71,700) (67,700)
City of Evanston
Water Fund Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Water Fund
During the first six months of FY 2002-2003 Water Department staff have continued to work on a number of capital
improvement projects.
The Meter Division staff have been extremely busy monitoring and assisting the contractor in the final stages of the
installation of the new automatic reading system. Over 5000 meters have been converted to radio transmission this year.
As of August 2002, 13,700 meters are sending their meter meadings into the water plant twice per day. Staff is working
closely with the contractor to correct problems and to see to it that account status and meter changes are properly
recorded.
The Filtration Division has worked with automation engineers to design and install a flume rate controller that can be
retrofitted to function in our existing SCADA (automation) system. Now that we have determined a design that works
well with our system, we will be moving forward with the replacement of the remaining controllers scheduled for
replacement. Division staff have also installed rewash piping to allow individual filters to "filter to waste" when
necessary. The division has also been working on structural repairs to the foundation wall in Garage 5 that was severely
deteriorated.
During the first six months of FY 2003-04 Distribution Division personnel have installed 15 fire hydrants, 24 valves and
made repairs to 39 water main or service leaks. Staff have also installed 34 new service taps in conjunction with the man
new developments taking place in the City. Distribution staff continue to work closely with the contractors that are
installing new water main.
The Pumping Division have completed the installation of mechanical seals on High Lift Unit #8. They have upgraded the
operating controls on High Lift units #2,4,5 and 8 and replaced the control panel for High Lift #7 engine. Staff has also
disassembled, inspected, measured, repaired and internally and externally painted High Lift #6 pump.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
45 45 45
5 5 5
15 5 5
4.50 4.50 4.50
Approved Adjustments in 2003-2004 Budget
City of Evanston
Water Administration
1. Update plant, distribution system and sewer drawings
3. Total workdays lost due to injury.
FULL TIME EQUIVALENT POSITIONS
2. Average number of sick days per employee
The administrative staff consists of the Superintendent, two Assistant Superintendents, Executive Secretary and one-half
of the salary for a GIS Analyst . The Superintendent guides, promotes, checks, implements and oversees the total
operation of the water and sewer utilities. This includes planning budgeting, training, safety and engineering. The
Assistant Superintendent of Operations provides direct support, which relates to operating maintenance, pumping,
filtration, distribution and sewer. The Assistant Superintendent of Administration oversees the office staff, meter
division and laboratory functions as it relates to compliance with federal and state regulations. This includes preparation
of the budgets, personnel functions, and regulatory reporting.
1. Prepare an Emergency Response Plan in accordance with the EPA guidelines for large water supplies
including the results of the Vulnerability Assessment by June 30, 2003.
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 323,300 327,000
Overtime Pay Permanent 100 100
Temporary Salaries 6,100 6,100
Personal Services $329,500 $333,200
Printing 8,000 8,000
Photographers/Blueprints 1,000 1,200
Building Maintenance Services 100 100
Office Equipment Maintenance 1,900 1,900
Other Equipment Maintenance 6,000 6,000
Gas 58,300 58,300
Telephone & Telegraph 5,000 5,000
Postage Chargebacks 3,000 3,000
Training and Travel 1,900 1,900
Automobile Allowance 1,200 1,200
Fleet Service Fund Chargeback 39,500 45,400
Postage 5,000 5,000
Telephone Chargebacks 10,300 10,300
Membership Dues 5,800 5,800
Copy Machine Charges 300 300
Books, Publications, Maps 600 600
Clothing 7,000 7,000
Janitorial Supplies 1,200 1,200
Building Maintenance Material 2,000 2,000
Office/Other Equipment Maintenance Material 10,000 10,000
Safety Equipment 200 200
Office Supplies 4,000 4,000
Photo/Drafting Supplies 400 400
Commodities $25,400 $25,400
Contingencies 200 11,400
Medical Insurance 27,100 29,800
Life Insurance 900 900
Interdepartment Transfer - Pensions 44,700 46,400
Other Charges $72,900 $88,500
Water Administration $576,400 $607,600
City of Evanston
Water Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
52 52 52
14 14 14
12 12 12
18 18 18
12.00 12.00 11.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Weekly inspections of Skokie booster station and
4. Billion Gallons pumped per year.
City of Evanston
Pumping
3. Engines inspected and lubricated
2. High and low lift pumps receiving preventative
1. Disassemble, inspect, recoat interior and replace necessary parts on High Lift pump unit #5 and Low Lift Pumping
Units #5 and #7 by February 28, 2004.
2. Install 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 by September 2003.
3. Replace deteriorating hot water piping in the pumping and service building by February 28, 2004.
4. Transfer 30% of the maintenance records for all equipment to electronic storage by February 28, 2004.
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 142 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 millions 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.
2002-2003
Appropriation
2003-2004
Approved
1 Division Chief
4 Master Mechanic
1 Water Maint. Supervisor
1 Water Maint. Worker II
5 Water Plant Operator
Regular Pay Permanent 613,000 618,700
Overtime Pay Permanent 22,000 22,800
Seasonal Employees 15,000 15,000
Personal Services $650,000 $656,500
Improvement Maintenance Service 12,600 12,600
Other Equipment Maintenance 4,500 4,500
Electricity 875,000 875,000
Gas 26,000 26,000
Telephone & Telegraph 3,000 3,000
Training and Travel 200 200
Membership Dues 200 200
Contractual Services $921,500 $921,500
Clothing 300 300
Petroleum Products 6,500 6,500
Janitorial Supplies 1,800 1,800
Building Maintenance Material 2,300 2,300
Material to Maintain Improvements 400 400
Office/Other Equipment Maintenance Material 42,000 42,000
Minor Equipment & Tools 2,000 2,000
Safety Equipment 800 800
Commodities $56,100 $56,100
Contingencies 200 21,800
Medical Insurance 73,300 80,600
Life Insurance 1,000 1,000
Interdepartment Transfer - Pensions 84,900 88,500
Other Charges $159,400 $191,900
Pumping $1,787,000 $1,826,000
City of Evanston
Pumping
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Twice per year Twice per year Twice per year
7 7 7
4 4 4
24 24 24
17.748 18.000 18
14.00 14.00 14.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Filtration
3. Wash water pumps inspected and maintained
2. Underground chemical storage tanks cleaned &
4. Filters inspected and probled annually
5. Billion gallons treated per year
FULL TIME EQUIVALENT POSITIONS
1. Clean and inspect settling basins and slow mix
1. Increase reliability of plant instrumentation by replacing twelve filter transmitters by February 28, 2004.
2. Improve laboratory sanitation by replacing rusted cabinets by February 28, 2004.
The Water Filtration element supervises 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 the time of day. Maintenance personnel perform
maintenance and repairs at 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 maintenance 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.
2002-2003
Appropriation
2003-2004
Approved
1 Chemist
1 Division Chief
3 Master Mechanic
1 Microbiologist
1 Water Maint. Worker I
1 Water Maint. Worker II
5 Water Plant Operator
1 Water. Maint. Supervisor
Regular Pay Permanent 739,600 744,900
Overtime Pay Permanent 18,700 19,400
Personal Services $758,300 $764,300
Other Equipment Maintenance 4,900 4,900
Training and Travel 300 300
Membership Dues 200 200
Other Contractual Services 444,100 444,100
Contractual Services $449,500 $449,500
Agricultural/Botanical Supplies 800 1,000
Chemicals 320,000 300,000
Clothing 900 1,000
Phosphate Chemicals 97,500 97,500
Petroleum Products 1,200 1,200
Janitorial Supplies 1,400 1,400
Building Maintenance Material 3,000 3,000
Office/Other Equipment Maintenance Material 46,000 46,000
Medical & Lab Supplies 9,300 9,300
Minor Equipment & Tools 1,600 1,600
Safety Equipment 1,200 1,200
Commodities $482,900 $463,200
Contingencies 200 26,100
Medical Insurance 85,300 93,800
Life Insurance 1,100 1,200
Interdepartment Transfer - Pensions 102,400 105,700
Other Charges $189,000 $226,800
Filtration $1,879,700 $1,903,800
City of Evanston
Filtration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
120 100 100
45 40 40
70 70 70
70 70 70
5. Number of valves replaced 25 25
6. Number of new valves installed 10 10
10.50 10.50 10.50
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
3. Number of water main breaks repaired
4. Number of water services repaired
City of Evanston
Distribution
2. Number of hydrants replaced
1. Number of hydrants repaired
1. Install an 8 inch water main where none currently exists to improve the hydraulics, on Davis Street between McDaniel
and Fowler by July 2004.
2. Install ten (10) 8 inch distribution valves to decrease the area of shut down and minimize disruptions and replace
older malfunctioning valves by February 28, 2004.
3. Install fifteen (15) 4 to 6 inch valves to decrease the area of shut-down and minimize diruptions and replace older
malfunctioning valves by February 28, 2004.
4. Install an 8 inch water main on Elmwood between Howard and Brummel by November 2004.
The Water Distribution element is responsible for repairs to water mains and customer service lines to the shut-off,
replacement or adjustment of service boxes and valve vaults and for inspection and maintenance of 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 on-the-job training of personnel.
2002-2003
Appropriation
2003-2004
Approved
0.5 Division Chief
1 PW Supervisor
1 Utility Service Mechanic
2 Water Maintenance Worker I
1 Water Maintenance Worker II
3 Water Service Worker
2 Water/Sewer Crew Leader
Regular Pay Permanent 489,600 482,600
Overtime Pay Permanent 33,300 34,800
Seasonal Employees 2,900 3,200
Personal Services $525,800 $520,600
Building Maintenance Services 3,500 3,500
Improvement Maintenance Service 73,800 73,800
Other Equipment Maintenance 3,000 3,000
Telephone & Telegraph 2,400 2,400
Training and Travel 200 200
Fleet Service Fund Chargeback 184,200 211,800
Membership Dues 100 100
Contractual Services $267,200 $294,800
Clothing 1,200 1,200
Building Maintenance Material 1,200 1,200
Material to Maintain Improvements 142,800 142,800
Office/Other Equipment Maintenance Material 3,000 3,000
Minor Equipment & Tools 2,100 2,100
Safety Equipment 1,000 1,000
Commodities $151,300 $151,300
Contingencies 200 16,900
Medical Insurance 64,200 70,600
Life Insurance 800 800
Interdepartment Transfer - Pensions 67,900 68,500
Other Charges $133,100 $156,800
Distribution $1,077,400 $1,123,500
City of Evanston
Distribution
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
500 500 150
4,100 2,500 100
1,900 1,000 50
3,000 3,000 2,500
73,170 84,000 85,800
12,250 1,400 600
7. Number of MTUs replaced for warrenty service 300
8. Number of inspections to
investigate radio reading problems 1,120
3.00 3.00 3.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Meter Maintenance
3. New Meter installed with MTU devices
2. MTUs installed by contract
4. Inspections related to problems
5. Number of Meters read outside
FULL TIME EQUIVALENT POSITIONS
1. Meter Transmission Units (MTU) installed (in-house)
6. Number of Meters read inside
1. Complete the last stages of the installation of the fixed base water meter reading system by investigating and
troubleshooting those installations which are not providing consistent readings by February 28, 2004.
2. Install new meters and remote radio reading devices on all remaining services that have not been converted to radio
read by February 28, 2004.
3. Assist in the review of water billing software packages to improve billing efficiency by February 28, 2004.
The Water Meter Maintenance element provides for the coordination and scheduling for customer services including
special meter readings, removing, testing, repairing and installation of water meters. It 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 usage's prior to billing, shuts off
delinquent accounts, locates boxes and shuts off water for plumbing repairs, checks on water cooled air conditioners and
fire lines to large buildings. The meter division also coordinates the installation of remote reading units.
2002-2003
Appropriation
2003-2004
Approved
1 Custodian
1 Meter Service Coordinator
1 Water Billing Clerk
Regular Pay Permanent 124,500 126,000
Overtime Pay Permanent 300 300
Personal Services $124,800 $126,300
Printing 1,000 800
Other Equipment Maintenance 5,600 5,600
Telephone & Telegraph 4,800 4,800
Training and Travel 100 100
Fleet Service Fund Chargeback 38,900 44,700
Postage 2,400 1,000
Membership Dues 100 100
Other Contractual Services 15,000 -
Contractual Services $67,900 $57,100
Office/Other Equipment Maintenance Material 52,000 52,000
Commodities $52,000 $52,000
Contingencies 200 4,400
Medical Insurance 18,200 20,000
Life Insurance 200 200
Interdepartment Transfer - Pensions 17,300 17,900
Other Charges $35,900 $42,500
Meter Maintenance $280,600 $277,900
City of Evanston
Meter Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Other Operating Expenses
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.
2002-2003
Appropriation
2003-2004
Approved
Printing - 25,000
Office Equipment Maintenance 15,000 15,000
Postage 14,000 17,000
Fiscal Agency Services 2,500 2,500
Contractual Services $31,500 $59,500
Clothing 2,500 -
Merchandise for Resale 35,000 35,000
Commodities $37,500 $35,000
Contingencies 1,000 1,000
Transfers to Other Funds 18,000 18,000
Other Insurance 136,300 136,300
Worker's Compensation Insurance 30,100 30,100
Transfer to General Fund - Data Processing 88,000 88,000
Reimbursement to General Fund for Administration Exp 406,500 438,600
Other Charges $679,900 $712,000
Other Operating Expenses $748,900 $806,500
City of Evanston
Other Operating Expenses
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Debt Service
FULL TIME EQUIVALENT POSITIONS
In November, 1997 the City issued Series 1997 Water Revenue Refunding Bonds in the amount of $10,485,000. The
proceeds were used to retire on January 1, 1998 the outstanding balance of series 1980, 1988, and 1990 Water Revenue
Bonds. The 2003/2004 debt service payment on this issue is $375,000.
In 1999 the City issued Series 1999 Water Revenue Bonds in the amount of $3,500.000. The 2003/2004 debt service on
this issue is $322,900.
In September, 2004 the City issued Series 2004 Water Revenue Refunding Bonds in the amount of $2,400,000. The
proceeds were used to retire the 2002 Water Revenue Bonds. The 2004/2004 debt service payment on this issue is
$294,000.
2002-2003
Appropriation
2003-2004
Approved
Debt Service Total 2,718,400 1,041,400
Debt Service $2,718,400 $1,041,400
Debt Service $2,718,400 $1,041,400
City of Evanston
Debt Service
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Transfers
FULL TIME EQUIVALENT POSITIONS
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, Improvement and Extension account
provide monies for the 2002/2003 Capital Improvement Program. Funds are transferred to the General Fund as a return
on investment.
2002-2003
Appropriation
2003-2004
Approved
Transfer to General Fund - ROI 2,386,000 2,386,000
Transfer to Depreciation Improvement & Extension 1,480,200 3,192,400
Transfer to Other Funds 145,800 145,800
Other Charges $4,012,000 $5,724,200
Transfers $4,012,000 $5,724,200
City of Evanston
Transfers
City of Evanston
Police Pension Fund
Three Year Fiscal History
$5,532,000 $5,637,500
$5,851,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
3.59%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
ADDITIONS
Property Tax $2,880,500 $3,085,000 $3,085,000 $3,352,000 $267,000
Personal Property Replacement Tax $131,500 $140,000 $140,000 $153,500 $13,500
Plan Member Contributions $832,000 $900,000 $900,000 $925,000 $25,000
Bicycle Auction Revenue $7,000 $7,000 $7,000 $7,000 $0
Interest Income $2,000,000 $1,400,000 $1,400,000 $1,200,000 ($200,000)
TOTAL ADDITIONS $5,851,000 $5,532,000 $5,532,000 $5,637,500 $105,500
DEDUCTIONS
Benefits $3,500,000 $4,000,000 $4,000,000 $4,200,000 $200,000
Reserve for Future Payments $2,271,000 $1,442,000 $1,442,000 $1,297,500 ($144,500)
Administrative Expense $80,000 $90,000 $90,000 $140,000 $50,000
TOTAL DEDUCTIONS $5,851,000 $5,532,000 $5,532,000 $5,637,500 $105,500
NET INCREASE
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.
Police Pension Fund
City of Evanston
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.
City of Evanston
Fire Pension Fund
Three Year Fiscal History
$3,925,500
$4,054,000
$4,256,000
$3,000,000
$3,200,000
$3,400,000
$3,600,000
$3,800,000
$4,000,000
$4,200,000
$4,400,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
2.58%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation Increase
Actual Appropriation Actual Approved (Decrease)
ADDITIONS
Net Property Tax Levy $2,134,000 $2,250,500 $2,250,500 $2,572,000 $321,500
Personal Property Replacement Tax $102,000 $105,000 $105,000 $112,000 $7,000
Interest on Investments $1,500,000 $1,000,000 $1,000,000 $800,000 ($200,000)
Participants Contributions $520,000 $570,000 $570,000 $570,000 $0
TOTAL ADDITIONS TO NET ASSETS $4,256,000 $3,925,500 $3,925,500 $4,054,000 $128,500
Current Pensions and Refunds $2,415,000 $2,600,000 $2,600,000 $2,600,000 $0
Administrative Expense $75,000 $75,000 $75,000 $100,000 $25,000
Reserve for Future Payments $1,766,000 $1,250,500 $1,250,500 $1,354,000 $103,500
TOTAL DEDUCTIONS TO NET ASSETS $4,256,000 $3,925,500 $3,925,500 $4,054,000 $128,500
NET INCREASE
Description of Major Activities:
The Board of Trustees of the Firemen's Pension Board consists of the City Clerk, Fire Chief, Comptroller, three members chosen by the active
firemen of the City, and one chosen from the retirees. The Board has those powers set forth in the Statutes, among which is the control and
management of the Pension Fund.
City of Evanston
Fire Pension Fund
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.
City of Evanston
Emergency Telephone Fund
Three Year Fiscal History
$1,259,800 $1,364,100$903,790
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.87%
Financial Summary
2001/02 2002/03 2002/03 2003/04 Increase
Revenue By Source Actual Appropriation Projected Proposed (Decrease)
Surcharge Revenue $888,784 $910,000 $837,000 $837,000 ($73,000)
Wireless Surcharge Revenue $26,626 $70,000 $204,000 $210,000 $140,000
Interest $223,065 $60,000 $25,000 $25,000 ($35,000)
Total Funds Provided $1,138,475 $1,040,000 $1,066,000 $1,072,000 $32,000
Funds Applied
Operating Expense $689,490 $646,400 $585,000 $826,700 $180,300
Debt Service $214,300 $213,400 $213,400 $213,400 $0
Capital Replacement $0 $400,000 $100,000 $324,000 ($76,000)
Total Funds Applied $903,790 $1,259,800 $898,400 $1,364,100 $104,300
Revenues vs Expenditures $234,685 ($219,800)$167,600 ($292,100) ($72,300)
Beginning of Year $1,699,610 $1,934,295 $1,934,295 $2,101,895 $167,600
Year End Balance $1,934,295 $1,714,495 $2,101,895 $1,809,795 $95,300
Change in Cash Balance $234,685 ($219,800)$167,600 ($292,100)($72,300)
City of Evanston
2200 - Emergency Telephone System
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
3.00 3.00 4.00
City of Evanston
Emergency Telephone System
FULL TIME EQUIVALENT POSITIONS
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.
2002-2003
Appropriation
2003-2004
Approved
1 Communucation Coordinator
2 Asst. Coordinators
2 Telecommunicators
Regular Pay Permanent 155,500 265,200
Overtime Pay Permanent 2,500 7,500
Personal Services $158,000 $272,700
Building Maintenance Services 10,000 10,000
Other Professional Services 174,800 194,500
Test Research & Development 120,400 124,200
Training and Travel 61,300 32,500
Membership Dues 1,100 1,100
Other Contractual Services 5,000 5,000
Contractual Services $372,600 $367,300
Books, Publications, Maps 5,100 1,100
Clothing 600 1,200
Petroleum Products 500 500
Minor Equipment & Tools 10,700 15,200
Office Supplies 5,600 2,600
Commodities $22,500 $20,600
Contingencies 200 5,000
Transfers to Other Funds 213,400 213,400
Medical Insurance 17,700 33,100
Life Insurance 400 600
Interdepartment Transfer - Pensions 17,000 39,400
Transfer to General Fund - Data Processing 50,000 50,000
Reimbursement to General Fund for Administration Exp 8,000 36,000
Other Charges $306,700 $377,500
Office Machines & Equipment 2,000 2,000
Other Machines & Equipment 398,000 324,000
Capital Outlay $400,000 $326,000
Emergency Telephone System $1,259,800 $1,364,100
City of Evanston
Emergency Telephone System
City of Evanston
Motor Fuel Tax Fund
Three Year Fiscal History
$2,274,395
$2,820,000
$2,771,881
$1,000,000
$2,000,000
$3,000,000
$4,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
1.80%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Appropriation
Estimated Funds Available for
Programming March 1 $2,600,000 $2,771,882 $2,452,487 $2,452,487
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 $4,726,882 $4,507,487 $4,507,487
Funds Applied
Transfer to General Fund for Street Maintenance $600,000 $600,000 $600,000 $630,000
Transfer to General Fund for Staff Engineering $70,000 $88,000 $71,600 $120,000
Total Transfer to General Fund $670,000 $688,000 $671,600 $750,000
Traffic Signal Installation $100,000 $125,000 $125,000
Maintenance Operations by Contract $400,000
Street Resurfacing (1999) $191,000
Street Resurfacing (2000) $6,062
Street Resurfacing (2001) $633,136 $6,395
Street Resurfacing (2002) $900,000 800,000$ $1,200,000
Mc Cormick Blvd. Phase I & Phase II Engineering $117,250 $110,000 $120,000 $250,000
Asbury Bridge Study. Phase I & Phase II $16,437 $90,000 $60,000 $120,000
Chicago Avenue Bridge over Skokie Swift $313,270 $160,000 $40,000
Street Maintenance & Condition Study $28,614
Oakton Street Bridge Replacement $4,329 $15,000
Ridge Avenue Signal Interconnect CMAQ Project $220,000 $350,000 $350,000
Total Capital Improvements $1,310,098 $1,586,395 $1,855,000 $2,100,000
Total Funds Applied $1,980,098 $2,274,395 $2,526,600 $2,850,000
Estimated Funds Available for Programming
February 28 $2,771,881 $2,452,487 $1,980,887 $1,657,487
City of Evanston
Motor Fuel Tax Fund
Capital Improvements
Description of Major Activities
Performance Report on FY 2000-01 Program Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1,300,000 1,300,000 1,300,000
City of Evanston
Motor Fuel Tax Fund
FULL TIME EQUIVALENT POSITIONS
1. Contract for Motor Fuel Tax Program
The Motor Fuel Tax Funds are used to construct, improve and maintain streets within the City.
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 AVE - LIVINGSTON ST TO ISABELLA ST
DOBSON ST - BARTON AVE TO RIDGE AVE
ELMWOOD AVE - DEMPSTER ST TO GROVE STREET
The following Streets are planned to be Improved using MFT Funds in Fy 2003:
CHICAGO AVENUE - CHURCH STREET TO SHERIDAN ROAD
CLARK STREET - CHICAGO AVENUE TO SHERIDAN ROAD
EMERSON STREET - ORRINGTON AVENUE TO SHERIDAN ROAD
DAVIS STREET McDANIEL AVENUE FOWLER AVENUE
DEMPSTER STREET - RIDGE AVENUE TO CHICAGO AVENUE
GREENWOOD STREET - OAK AVENUE TO MAPLE AVENUE
FOSTER STREET - RIDGE AVENUE TO MAPLE AVENUE
GARNETT PLACE - RIDGE AVENUE TO MAPLE AVENUE
CENTRAL STREET - MARCY AVENUE TO McDANIEL AVENUE
HARRISON STREET - CRAWFORD AVENUE TO HASTINGS AVENUE
BRUMMEL STREET - W. END W/ BARTON AVE TO RIDGE AVENUE
REBA PLACE - RIDGE AVENUE TO SHERMAN AVENUE
City of Evanston
CDBG
Three Year Fiscal History
$2,798,070 $2,822,261$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
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
1.80%
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
Community Development Block Grant
Estimated Entitlement 2,439,000 2,399,000 2,399,000 2,410,000
Total Funds Provided 2,439,000 2,399,000 2,399,000 2,410,000
Administration 512,465 502,700 502,700 512,000
Development Activities 2,319,567 2,295,370 2,295,370 2,310,261
Total Expenditures 2,832,032 2,798,070 2,798,070 2,822,261
This Amount includes:
2,410,000 2003-04 entitlement funds
212,261 Reallocations from Prior Years' Projects
2,622,261 Subtotal
200,000 Estimated 2003-04 Program Income
2,822,261 Total 2003-04
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Community Development Block Grant
Submitted to HUD 2001/02 CAPER (Consolidated Plan Annual Performance and Evaluation Report) covering
Evanston's use of 2001/02 CDBG, HOME and ESG funds.
Thirty-eight new CDBG projects were implemented for FY 2002/03 totaling $2,798,070.
With the elimination of the CDBG Budget Analyst position from the 2610 budget, it was necessary to hire contractual
financial services, which cost approximately $2,200/month or $26,400/year. Funding previously allocated for the CDBG
Budget Analyst position was used for 50% of salaries/fringe benefits for a Senior Accountant (Finance Dept.), 33%
salaries/fringe benefits for Assistant CD Director for Planning, and a portion of the Housing Planner's salary/fringe
benefits (Community Development/Planning).
The Neighborhood Planner continued to work with CDBG Target Area neighborhood organizations. Specific activities
included liaison with the Howard Street Redevelopment Committee involving the Howard Street Streetscape project;
development of a focus group to stimulate specific development on Howard Street; Chicago Avenue streetscape;
coordinating the Dr. Hill neighborhood association (5th ward) planning process leading up to a neighborhood planning
initiative for this area; and working with residents on neighborhood security improvements projects for residential
properties. The ashland manufacturing/business corridor between Green Bay Road and Simpson continues to undergo
improvements through the City's CDBG funded facade improvement program and other economic development
assistance.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
January 2, 2001 January 1, 2002 January 1, 2003
July 2, 2001 January 1, 2002 May 1, 2003
320 320 320
25 25 25
45 50 50
January 2, 2001 January 1, 2002 January 1, 2003
14 14 14
2.50 2.00 2.00 FULL TIME EQUIVALENT POSITIONS
2. Submission of previous year's HUD Consolidated Plan
Annual Performance Report (CAPER)
7. Provide staff assistance to City's Housing &
Community Development Act Committee with all public
meetings/public hearings.
5. Monitoring of subgranted programs/projects.
6. Completion of Environmental Review Record for
CDBG program.
City of Evanston
Community Development Block Grant
1. Submission of annaul CBDG application to HUD
4. Review subgrantee audit reports to dtermine that
grantees are in compliance with the CDBG program
regulations and to determine if unspect funds may be
reallocated to other CDBG-eligible projects.
3. Review monthly reports submitted by Public Services
grantees and quarterly reports submitted by all other
project managers.
1. Submit CAPER (Consolidated Plan Annual Performance Report) for FY 2002/2003 to HUD no later than May 31,
2003.
2. 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 and submission to HUD, and other HUD
required reports.
3. Continue to evaluate staffing levels to ensure proper administration of the CDBG program.
4. Provide neighborhood planning support to CDBG TargetArea neighborhood groups and assist neighborhood
stakeholders with meeting their community development objectives. The Neighborhood Planner will continue to work with
the Howard Street Redevelopment Committee and the Dr. Hill (5th Ward) neighborhood planning district.
5. Provide technical assistance to CDBG grantees and potential grantees.
This activity provides overall management of the Community Development Block Grant (CDBG) program and
administrative support to coordinate planning, monitoring and implementation of CDBG projects. Specific tasks
include: (1) provision of staff assistance to the Housing and Community Development Act Committee; (2)
preparation of the annual Consolidated Plan and CDBG application; (3) preparation of the annual CDBG Grantee
Performance Report (GPR) and HUD Consolidated Plan Annual Performance Report (APR); (4) financial
management and record keeping for the CDBG program; (5) staff liaison with the U.S. Department of Housing and
Urban Development (HUD); (6) provision of technical assistance to citizens, neighborhood groups, and local
agencies; and (7) management of CDBG projects with related monitoring and reporting. A focus on comprehensive
neighborhood planning was incorporated into the CDBG program in 1994/95. The Neighborhood Planner works with
the CDBG target area neighborhoods in building citizen consensus toward planning for neighborhood improvements.
2002-2003
Appropriation
2003-2004
Approved
1 CDBG Grants Administrator
1 Neighborhood Planner
Regular Pay Permanent 116,500 117,800
Regular Salaries Chargeback 89,600 106,700
Overtime Pay Permanent 900 900
Permanent Part Time 21,000 -
Seasonal Employees 10,700 10,000
Personal Services $238,700 $235,400
Printing 2,500 1,500
Other Professional Services 10,000 24,000
Other Professional Services Chargeback 1,500 1,500
Telephone & Telegraph 1,500 1,500
Postage Chargebacks 2,200 2,200
Training & Travel Chargeback 1,500 -
Automobile Allowance 500 500
Membership Dues 1,300 1,300
Copy Machine Charges 3,700 3,700
Contractual Services $25,000 $36,200
Books, Publications, Maps 2,300 1,500
Office Supplies 1,200 1,200
Photo/Drafting Supplies 100 -
Commodities $3,600 2,700
Contingencies 200 2,300
Contingencies - Chargeback 200 200
Medical Insurance 12,000 11,800
Medical Insurance - Chargeback 12,000 11,800
Life Insurance 100 200
Life Insurance - Chargeback 200 200
Interdepartment Transfer - Pensions 24,400 16,200
IMRF Chargeback 6,100 16,000
Other Charges $55,200 $58,700
Office Machines & Equipment 2,000 -
Capital Outlay $2,000 -
Community Development Block Grant $324,500 $333,000
City of Evanston
Community Development Block Grant
Administration and Planning
1. CDBG Administration 333,000
2. Housing Advocacy Program 86,000
3. MBE/WBE/EBE Program 93,000
Total Administration and Planning $512,000
Public Services
4. Connections for the Homeless - Entry Point 16,000
5. Legal Assistance Foundation/Chicago - Evanston Legal Services 10,000
6. Evanston Community Defender - Evanston Community Defender's Office 62,000
7. Community Development - Graffiti Removal Program 28,000
8. Evanston/Northshore YWCA - Domestic Violence Program 35,453
9. Interfaith Housing Center - Homesharing Program 17,500
10. Metropolitan Family Services - Elder Abuse Prevention Couselling Service 6,480
11. North Shore Senior Center - Evanston/Skokie Valley Senior Services 27,000
12. Haitian American Community Association - HACA Education and Training 23,000
13. Police Department - Senior Crime Prevention 23,000
14. Youth Job Center of Evanston - Job Readiness, Job Placement and Follow Up 80,000
15. Community Development/Planning - Adopt a Fancy Can 5,000
16. Foster Reading Center 5,000
17. Shorefront NFP - Shorefront Magazine 5,000
18. Human Relations Commission - Summer Youth Employment Administration 55,000
Total Public Services $398,433
Housing
28. CEDA/Neighbors at Work - Minor Repairs/Painting Assistance 168,150
30. Community Development - Community Development Administration 100,000
31. Community Development - Housing Code Compliance Program 240,000
32. Community Development - Housing Rehab Administration 230,000
33. Community Development - Revolving Loan Fund 200,000
34. Health/Human Services - Adaptive Devices for Accessibility 15,000
Total Housing $953,150
Public Improvements
35. Parks/Forestry and Recreation - Fleetwood/Jourdain Community Center 232,500
36. Parks/Forestry and Recreation - Mason Park 150,000
37. Parks/Forestry and Recreation - Target Area Tree Planting 23,000
38. Public Works - Alley Paving (East Clyde/North Howard) 85,000
39. Public Works - Alley Improvement Program 180,000
40. Public Works - 2003 Accessible Curb Ramp Program 90,000
41. Public Works - Block Curb and Sidewalk Program 90,000
Public Improvements Total $850,500
City of Evanston
Community Development Block Grant
Public Facilities
45. Over the Rainbow - Hill Arboretum Apartments 85,000
Total Public Facilities $85,000
Economic Development
47. YJC Enterprises - Ben and Jerry's Partnershop 23,178
Total Economic Development $23,178
2003-2004 Total Allocation $2,822,261
City of Evanston
Community Development Block Grant
City of Evanston
Insurance Fund
Three Year Fiscal History
$1,900,500 $1,900,500
$2,000,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
1.21%
Financial Summary
2002-03 2003-2004
2001-02 2002-2003 Estimated Appropriation
Revenue By Source Actual Appropriation Actual Approved
Charges for Services - General Fund $500,000 $1,900,000 $1,900,000 $1,900,000
Investment Income $5,000 $500 $500 $500
Total Revenues $505,000 $1,900,500 $1,900,500 $1,900,500
Expenditures
Liability Claims $1,000,000 $1,000,000 $1,000,000 $1,000,000
Workman's Compensation Claims $1,000,000 $900,500 $900,500 $900,500
Total Expenditures $2,000,000 $1,900,500 $1,900,500 $1,900,500
City of Evanston
Insurance Fund Summary
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
2.00 1.45
Approved Adjustments in 2003-2004 Budget
City of Evanston
Insurance Fund Summary
FULL TIME EQUIVALENT POSITIONS
1. Maintain a prudent level of insurance for property and liability insurance in a hardening insurance market.
2. Reduce risk to the public and the City through prudent loss prevention measures.
3. Collect and analyze loss information from filed claims to identify and reduce the causes of loss, as well as to establish
internal benchmarking.
4. Facilitate funding of the Insurance Fund to maintain adequate reserves for all claims.
5. Design a preventable loss accountability program. Currently, there are very few systems in place to hold City Departmen
and employees accountable for preventable losses.
6. Implement appropriate training to reduce third party general liability claims and enhance the safety of the City's physical
resources.
The city maintains excess liability coverage for general tort matters. The City's self insured retention is $1,500,000.00. 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.
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 170,000 100,000
Personal Services $170,000 $100,000
Legal Services - General Liability 161,000 231,000
Other Professional Services 150,000 150,000
Postage Chargebacks 1,000 1,000
Training and Travel 1,000 1,000
Automobile Allowance 500 500
Telephone Chargebacks 1,000 1,000
Membership Dues 500 500
Copy Machine Charges 600 600
Contractual Services $315,600 $385,600
Books, Publications, Maps 1,000 1,000
Office Supplies 500 500
Liability Claims 500,000 500,000
Worker's Compensation Claims 500,000 500,000
Other Commodities 2,000 2,000
Commodities $1,003,500 $1,003,500
Insurance 400,000 400,000
Medical Insurance 11,000 11,000
Life Insurance 400 400
Other Charges $411,400 $411,400
Insurance Fund Summary $1,900,500 $1,900,500
City of Evanston
Insurance Fund Summary
City of Evanston
Fleet Service Internal Service Fund
Three Year Fiscal History
$4,709,000
$4,834,600
$4,477,200
$4,000,000
$4,100,000
$4,200,000
$4,300,000
$4,400,000
$4,500,000
$4,600,000
$4,700,000
$4,800,000
$4,900,000
$5,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
3.08%
2001-2002 2002-2003 2003-2004 2003-2004
Funds Provided: Charges For Revenue Actual Appropriation Approved Increase
Charges for Service:
General Fund 3,976,700$ 3,976,700$ 4,034,800$ 58,100$
Parking Fund 99,200$ 99,200$ 99,200$ -$
Water Fund 262,600$ 262,600$ 301,900$ 39,300$
Sewer Fund 205,000$ 205,000$ 235,800$ 30,800$
Fleet Service Fund 50,500$ 50,500$ 50,500$ -$
Total for Services Charged: 4,594,000$ 4,594,000$ 4,722,200$ 128,200$
Other Revenue
Interest Income $0 $0 $0 -$
Sale of Surplus Property $100,000 $100,000 $105,000 5,000$
Damage to City Property $15,000 $15,000 $15,700 700$
Total Other Revenue: 115,000$ 115,000$ 120,700$ 5,700$
TOTAL FUNDS PROVIDED 4,709,000$ 4,709,000$ 4,842,900$ 133,900$
Funds Applied: Operating Expenses
General Support 401,600$ 396,300$ 409,300$ 13,000$
Major Maintenance 1,854,700$ 1,813,200$ 1,909,800$ 96,600$
Vehicle Body Maintenance 157,400$ 181,200$ 190,200$ 9,000$
Other Expenses & Disbursements -$ -$ -$ -$
Total Operating Expense:2,413,700$ 2,390,700$ 2,509,300$ 118,600$
Other Expenses & Disbursements
Capital Outlay 821,400$ 1,065,500$ 1,065,500$ -$
Debt Service 1994 Issue 297,750$ 299,700$ 300,600$ 900$
Debt Service 1995 Issue 259,625$ 264,000$ 262,700$ (1,300)$
Debt Service 1996 Issue 266,250$ 267,500$ 267,800$ 300$
Debt Service 1997 Issue 221,225$ 221,800$ 226,800$ 5,000$
Debt Service 1998 Issue 197,250$ 199,800$ 201,900$ 2,100$
Total Other Expenses and Disbursements 2,063,500$ 2,318,300$ 2,325,300$ 7,000$
TOTAL FUNDS APPLIED 4,477,200$ 4,709,000$ 4,834,600$ 125,600$
CITY OF EVANSTON
FLEET SERVICES FUND SUMMARY
City of Evanston
Fleet Services
Financial Summary
2002-2003 2003-2004
2001-2002 2002-2003 Estimated Appropriation
Actual Appropriation Actual Approved
General Support 401,600 396,300 395,000 409,300
Major Maintenance 1,854,700 1,813,200 1,925,000 1,909,800
Vehicle Body Maintenance 157,400 181,200 163,600 190,200
Capital Outlay 821,400 1,065,500 1,065,500 1,065,500
Debt Service 1,242,100 1,252,800 1,252,800 1,259,800
Total 4,477,200 4,709,000 4,801,900 4,834,600
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Includes $ for vehicle replacements and $26,500 for fleet services capital items.
City of Evanston
General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Computer training hours per employee 16 8 8
Safety training hours per person 12 4 8
Specifications written for new vehicles 16 13 16
Average number of occasional sick days used per employee 5 2 2
FULL TIME EQUIVALENT POSITIONS 5.00 5.00 5.00
Approved Adjustments in 2003-2004 Budget
1. Prepare an update of the Five Year Vehicle Replacement Plan by July 2003.
2. Complete purchase of all vehicles and equipment prior to January 2004.
3. Implement a monthly safety program with rotating presenters (fleet mechanics) by January 2004.
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 to reduce down time, that is, the time a vehicle or a piece of equipment is out of service for
repair.
City of Evanston
General Support
2002-2003
Appropriation
2003-2004
Approved
2 Auto Shop Superv.
1 Executive Secretary
1 Superintendent
1 Svc. Ctr. Coordinator
Regular Pay Permanent 299,200 305,200
Overtime Pay Permanent 14,000 15,000
Personal Services $313,200 $320,200
Advertising 1,500 1,000
Office Equipment Maintenance 900 900
Other Equipment Maintenance 2,000 2,000
Telephone & Telegraph 1,200 2,400
Postage Chargebacks 400 400
Training and Travel 1,700 1,800
Automobile Allowance 1,200 1,200
Membership Dues 1,100 1,200
Contractual Services $10,000 $10,900
Books, Publications, Maps 400 400
Office Supplies 2,000 2,000
Commodities $2,400 $2,400
Contingencies 200 200
Medical Insurance 30,100 33,100
Life Insurance 600 600
Interdepartment Transfer - Pensions 39,800 41,900
Other Charges $70,700 $75,800
General Support $396,300 $409,300
City of Evanston
Major Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Preventative Maintenance 1,100 850 960
2. Motorized vehicles maintained 313 313 300
17 17 42
4. Miles accumulated 1,974,280 2,000,000 2,000,000
5. Work Orders processed 4,197 4,100 4,210
8 7 8
11.00 11.00 11.00
Approved Adjustments in 2003-2004 Budget
3. Non-Motorized equipment maintained
FULL TIME EQUIVALENT POSITIONS
6. Average number of occasional sick days per employee
1. Order 100% of replacement vehicles by January 2004.
2. Complete training of mechanics and operators prior to placing new vehicles into service.
3. Provide each mechanic and supervisor with two training programs annually to enhance technical and interpersonal
skills.
The Major Maintenance element provides repair services (except body repairs) to all City vehicles, including Fire and
Police emergency vehicles, on a scheduled and non-scheduled basis. A vehicle parts inventory for all vehicles is
maintained and controlled via a computerized fleet management program. The Major Maintenance division responds to
emergency road repairs and breakdowns. In addition, specialized non-vehicular equipment with gasoline or diesel
engines, such as stump cutters, are maintained. All equipment attachments, such as blades, plows, spreaders are also
repaired.
City of Evanston
Major Maintenance
2002-2003
Appropriation
2003-2004
Approved
9 Equipment Mechanic III
1 Equipment Parts Technician
Regular Pay Permanent 522,200 544,500
Overtime Pay Permanent 23,000 23,000
Personal Services $545,200 $567,500
Automotive Equipment Maintenance 70,000 70,000
Other Equipment Maintenance 13,000 15,000
Training and Travel 1,100 1,100
Fleet Service Fund Chargeback 50,500 50,500
Telephone Chargebacks 4,100 4,100
Laundry/Other Cleaning 12,300 14,400
Rentals 49,800 -
Contractual Services $200,800 $155,100
Chemicals 12,000 14,000
Clothing 2,000 2,000
Petroleum Products 325,000 400,000
Janitorial Supplies 1,000 1,000
Maintenance Materials/Auto 450,500 475,000
Tires & Tubes 90,000 90,000
Office/Other Equipment Maintenance Material 3,000 4,000
Minor Equipment & Tools 4,200 5,000
Safety Equipment 600 600
Commodities $888,300 $991,600
Contingencies 200 200
Medical Insurance 67,400 74,100
Life Insurance 800 800
Interdepartment Transfer - Pensions 75,500 75,500
Other Charges $143,900 $150,600
Automotive Equipment 35,000 45,000
Capital Outlay $35,000 $45,000
Major Maintenance $1,813,200 $1,909,800
City of Evanston
Vehicle Body Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1, All body repairs 98 61 65
2. Striping and decals 25 17 22
3. Snow Plows repaired/repainted 37 37 37
4. Spreaders repaired/repainted 20 20 20
1.00 1.00 1.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Repair, sandblast, repaint all snowplows and spreaders, as needed, prior to November 2003.
2. Repair, sandblast and repaint all leaf pushers prior to September 2003.
3. Perform at least one A pm service on all City automobiles and vans during the year.
Personnel in this element repair damaged City vehicles resulting from accidents, rusting and deteriorating parts. The
auto body repairman also installs identifying markings on all new City equipment. Installation of special/emergency
equipment such as light bars, radios, sirens, and prisoner cages on police cars and other special use vehicles is
outsourced.
Funds for the maintenance of vehicles comes, in part, from the annual maintenance contributions charged to the
department in which the vehicles is assigned and, in part, from insurance claims collected on behalf of the City.
City of Evanston
Vehicle Body Maintenance
2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 41,700 41,700
Overtime Pay Permanent 1,000 1,000
Personal Services $42,700 $42,700
Automotive Equipment Maintenance 75,000 79,000
Training and Travel 100 100
Laundry/Other Cleaning 500 900
Contractual Services $75,600 $80,000
Clothing 100 200
Maintenance Materials/Auto 50,000 55,000
Minor Equipment & Tools 500 500
Safety Equipment 100 100
Commodities $50,700 $55,800
Contingencies 200 200
Medical Insurance 6,100 5,600
Life Insurance 100 100
Interdepartment Transfer - Pensions 5,800 5,800
Other Charges $12,200 $11,700
Vehicle Body Maintenance $181,200 $190,200
City of Evanston
Capital Outlay
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1. Number of retired vehicles meeting or exceeding
life span 22 45 45
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Fill the needs of 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.
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 additional funds to replace older equipment in the fleet. No additional Bond Issues
are contemplated for vehicle replacement needs.
Debt costs for these Bond Issues is included in the next section of the budget for this division.
City of Evanston
Capital Outlay
2002-2003
Appropriation
2003-2004
Approved
Capital Outlay
Automotive Equipment 1,065,500 1,065,500
Capital Outlay $1,065,500 $1,065,500
Capital Outlay - $1,065,500 $1,065,500
City of Evanston
Debt Service
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
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 $1,940,000 and will be retired in 2005. The third issue occurred in 1996 in the amount
of $1,510,000 and will be retired in 2003. The fourth issue occurred in 1997 in the amount of $1,265,000 and will be
retired in 2004.The final debt issue was issued in 1998 in the amount of $1,165,000 and will be retired in 2005. No
additional debt is anticipated and the fund will be returned to a cash basis within the next three years.
City of Evanston
Debt Service
2002-2003
Appropriation
2003-2004
Approved
Total Debt Service $1,252,800 $1,259,800
Debt Service 1994 Issue 299,700 300,600
Debt Service 1995 Issue 264,000 262,700
Debt Service 1996 Issue 267,500 267,800
Debt Service 1997 Issue 221,800 226,800
Debt Service 1998 Issue 199,800 201,900
City of Evanston
Washington National TIF
Three Year Fiscal History
$707,000
$4,463,412
$742,870
$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
1 2 3
Fund Expenditures as a % of the Total 2004 Budget
2.85%
Financial Summary 2002-2003
2001-2002 2002-2003 Estimated 2003-2004 Increase
REVENUE BY SOURCE Actual Appropriation Actual Approved (Decrease)
Net Property Tax Increment $987,949 $734,000 $885,339 $885,339 $151,339
Regular Sales Tax Incremental Revenues $58,000 $0 $58,000 $75,000 $75,000
Downtown II - 50% Allocation $528,000 $548,000 $825,252 $845,315 $297,315
Capitalized Interest $0 $0 $773,342 $0 $0
Interest Income $15,547 $15,000 $0 $10,000 ($5,000)
TOTAL REVENUE $1,589,496 $1,297,000 $2,541,933 $1,815,654 $518,654
EXPENDITURES
Series 1997 General Obligation Bonds
Principal $75,000 $125,000 $125,000 $130,000 $5,000
Interest $206,815 $203,000 $203,000 $196,315 ($6,685)
Series 2002 A Bonds
Interest $40,171 $1,401,250 $1,401,250
Series 2002 B Bonds - Taxable
Interest $10,171 $350,000 $350,000
Housing and Economic Development $58,647 $25,000 $0 $0 ($25,000)
Other Operating Expense $1,973 $0 $10,479 $41,916 $41,916
Paying Agent Fees on G.O. Bonds $0 $500 $31,945 $74,725 $74,225
Total $342,435 $353,500 $420,766 $2,194,206 $1,840,706
Other Financing Uses Operating Transfers
Out
to the General Fund $58,000 $0 $58,000 $75,000 $75,000
TOTAL EXPENDITURES $742,870 $707,000 $899,532 $4,463,412 $3,756,412
NET $846,626 $590,000 $1,642,401 ($2,647,758)($2,057,758)
City of Evanston
Washington National Special Tax Allocation Debt Service Fund
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Washington National Special Tax Allocation Debt Service Fund
The City Council adopted the Washington National Tax Increment District (TIF) on September 15, 1994. The TIF
District consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street on
the south and Chicago Avenue on the east) located in the downtown business area of the city. The development project
consists of an apartment tower containing approximately 261 units with an attached parking garage. The project also
includes a retail food store and other retail units with total square feet of about 33,000 square feet.
The city issued $3,840,000 of Series 1997 general obligation TIF bonds for this project of which $3 million was
distributed to the developer for eligible tax increment district development costs for the project. The remainder of the
funds were used for capitalized interest to pay the debt service and issuance costs of the bonds. The remainder of the
debt service will be paid by incremental property tax revenues and sales tax revenues generated from the project.
This separate Debt Service Fund is established in accordance with law and is called the Washington National Special
Tax Allocation Debt Service Fund. It will be used to account for the payment of the general obligation debt issued for
the District.
The District was expanded by action of the Joint Review Board and 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 two years.
City of Evanston
Special Service District
Three Year Fiscal History
$446,000 $438,684
$438,496
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.28%
Financial Summary
2002-2003
2001-2002 2002-2003 Estimated 2003-2004 Increase
Revenue By Source Actual Appropriation Actual Approved (Decrease)
Net Property Taxes $415,957 $440,000 $440,000 $436,000 ($4,000)
Interest Income $266 $5,000 $150 $200 $50
TOTAL REVENUE $416,223 $445,000 $440,150 $436,200 ($3,950)
EXPENDITURES
Series 1995 Bonds
Principal $120,000 $130,000 $130,000 $135,000 $5,000
Interest $182,821 $136,500 $136,461 $129,571 ($6,929)
Series 1996 Bonds
Principal $85,000 $90,000 $90,000 $90,000 $0
Interest $90,675 $89,000 $91,787 $83,613 ($5,387)
Paying Agent Fees $0 $500 $500 $500 $0
TOTAL EXPENDITURES $438,496 $446,000 $448,748 $438,684 ($7,316)
NET ($22,273) ($1,000) ($8,598) ($2,484) ($1,484)
City of Evanston
Special Service Area No. 5
Description of Major Activities
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Special Service Area No. 5
The City Council adopted the 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 of Special Service Area bonds.
On June 21, 1995 $3,060,000 of the special service bonds were sold; and on July 9, 1996 the City sold another $1,940,000
of Special Service bonds also at public bid.
The two bond issues, totaling $5,000,000, are to be retired from annual property tax debt service levies 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.
City of Evanston
Southwest II TIF
Three Year Fiscal History
$864,483 $880,918$866,858
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.56%
Financial Summary
2002-2003
2001-2002 2002-2003 Estimated 2003-2004 Increase
Revenue By Source Actual Appropriation Actual Approved (Decrease)
Net Property Tax Increment $734,424 $1,254,320 $1,107,672 $1,107,672 ($146,648)
Sales Tax Incremental Revenues
Capitalized Interest
Interest Income $76,518 $55,000 $45,000 $50,000 ($5,000)
TOTAL REVENUE $810,942 $1,309,320 $1,152,672 $1,157,672 ($151,648)
EXPENDITURES
1994 Bonds
Principal $45,000 $45,000 $45,000 $50,000 $5,000
Interest $44,980 $42,505 $42,505 $40,030 ($2,475)
1994 Bonds
Principal $75,000 $80,000 $80,000 $85,000 $5,000
Interest $114,538 $109,138 $109,138 $103,298 ($5,840)
1996 Bonds
Principal $290,000 $305,000 $305,000 $325,000 $20,000
Interest $297,340 $282,840 $282,840 $267,590 ($15,250)
Operating Transfer to General Fund $0 $10,000 $10,000
TOTAL EXPENDITURES $866,858 $864,483 $874,483 $880,918 $16,435
NET ($55,916)$444,837 $278,189 $276,754 ($168,083)
City of Evanston
Southwest II Special Tax Allocation Debt Service Fund
Description of Major Activities
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Southwest II Special Tax Allocation Debt Service Fund
The city council adopted and approved the Southwest II Tax Increment Finance (TIF) District on April 27, 1992. The
TIF District consists of a 23 acre site located at 2201 West Howard on the southwest corner of the City. This
development is a shopping center with several large stores. The total project cost is estimated to be $39,266,932. 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 bond
anticipation bonds dedicated to this project.
City of Evanston
Southwest TIF
Three Year Fiscal History
$854,500 $887,150
$639,200
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.57%
2002-2003
2001-2002 2002-2003 Estimated 2003-2004 Increase
Revenue By Source Actual Appropriation Actual Approved (Decrease)
Financial Summary
Net Property Tax Increment $596,387 $980,000 $566,318 $566,318 ($413,682)
Interest Income $37,191 $50,000 $12,000 $10,000 ($40,000)
TOTAL REVENUES $633,578 $1,030,000 $578,318 $576,318 ($453,682)
EXPENDITURES
Series 1990 GO Bonds
Principal $145,000 $170,000 $170,000 $195,000 $25,000
Interest $94,200 $84,500 $84,050 $72,150 ($12,350)
Transfer to Schools $400,000 $600,000 $600,000 $600,000 $0
Operating Transfer to General Fund $0 $0 $20,000 $20,000 $20,000
$639,200 $854,500 $874,050 $887,150 $32,650
NET ($5,622)$175,500 ($295,732) ($310,832) ($486,332)
City of Evanston
Southwest Special Tax Allocation Debt Service Fund
Description of Major Activities
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
City of Evanston
Southwest Special Tax Allocation Debt Service Fund
FULL TIME EQUIVALENT POSITIONS
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 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 eventually met by property tax increment revenues derived from the project. This separate Debt Service Fund is
established in accordance with law and is called the Southwest Special Tax Allocation Fund in order to account for the
payment of the debt service associated with municipal debt issued for the Southwest TIF District.
City of Evanston
Debt Service (G.O. Bonds)
Three Year Fiscal History
$9,243,004
$8,578,099
$7,761,375
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
$8,500,000
$9,000,000
$9,500,000
$10,000,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
5.47%
Financial Summary
2002-2003
2001-2002 Estimated 2003-2004 Increase
Revenue By Source Actual Actual Approved (Decrease)
Net Property Tax Increment (1)
Less: Losses
Net Revenue $7,073,646 $7,497,845 $8,097,845 $600,000
Interest Income $380,000 $130,000 $60,000 ($70,000)
Transfer from Special Assessment
Fund $282,788 $570,740 $280,000 ($290,740)
Transfer from General Fund $178,740 $175,940 $132,840 ($43,100)
Transfer from Emergency Telephone
System Fund $214,200 $213,400 $212,000 ($1,400)
Total Revenue $8,129,374 $8,587,925 $8,782,685 $194,760
Expenditures
Debt Service - General Obligation
Bonds:
Series 1980 $0 $0 $0 $0
Series 1990 $0 $0 $0 $0
Series 1992 $347,918 $0 $0 $0
Series 1993 - Refunding G. O. Bonds $2,561,239 $2,518,109 $2,202,079 ($316,030)
Series 1994 $319,863 $315,812 $300,000 ($15,812)
Series 1995 $441,674 $438,355 $400,000 ($38,355)
Series 1996 $153,160 $163,910 $170,160 $6,250
Series 1997 $1,216,016 $1,103,792 $932,642 ($171,150)
Series 1998 $545,060 $548,780 $551,780 $3,000
Series 1999 $1,664,445 $1,660,645 $1,965,282 $304,637
Series 2000 $500,000 $298,000 $294,000 ($4,000)
Series 2002 $0 $735,731 $762,156 $26,425
Series 2003 - Estimated $0 $0 $900,000 $0
Transfers $0 $0 $0 $0
Sub-Total $7,749,375 $7,783,134 $8,478,099 $694,965
Debt Service - Lease and Contract
Debt $0 $0 $0 $0
Fiscal Agent Fees $12,000 $626,000 $100,000 ($526,000)
Total Expenditures and Operating
Transfers $7,761,375 $8,409,134 $8,578,099 $168,965
Excess of Revenue Over
Expenditures and Other Financing
Uses $367,999 $178,791 $204,586 $25,795
City of Evanston
Debt Service Fund
Description of Major Activities
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
May, 2003
City of Evanston
Debt Service Fund
FULL TIME EQUIVALENT POSITIONS
FY 2004 CIP Bond Offering
The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the
2003 levy almost all of which will be collected in the 2004-2005 fiscal year. The expenditures for the general obligation
bonds represent debt service payments due fiscal year 2003-2004.
In September the City sold $35,000,000 Series A and B TIF related GO Bonds for the following purposes:
(a) $19,500,000 for a new Sherman Avenue Garage in the Washington National TIF
(b) $5,500,000 in taxable bonds for a new Sherman Avenue Garage in the Washington National TIF.
In September the City also sold $22,000,000 Series 2002C GO Bonds for the following purposes:
(a) $15,590,000 for capital improvements.
(b) $4,055,000 for Special Service Area Bond Refunding.
City of Evanston
Downtown II TIF
Chart Title
$2,250,712
$5,893,524
$3,672,993
$3
$1,000,003
$2,000,003
$3,000,003
$4,000,003
$5,000,003
$6,000,003
$7,000,003
1 2 3
Fund Expenditures as a % of the Total 2004 Budget
3.76%
Financial Summary
2002-2003
2001-2002 2002-2003 Estimated 2003-2004 Increase
Revenue By Source Actual Appropriation Actual Approved (Decrease)
Net Property Tax Increment $2,666,185 $4,967,000 $2,530,129 $2,530,129 ($2,436,871)
Net Property Tax Increment $3,272,394 $3,272,394 $3,272,394
Interest Income $375,210 $400,000 $60,000 $50,000 ($350,000)
Sales Taxes $159,000 $0 $159,000 $159,000 $159,000
TOTAL REVENUE $3,200,395 $5,367,000 $6,021,523 $6,011,523 $644,523
Expenditures
Series 1997 GO Bonds
Principal $650,000 $0 $0 $0 $0
Interest $39,000 $0 $0 $0 $0
Series 1999 GO Bonds
Principal $50,000 $50,000 $50,000 $0 ($50,000)
Interest $4,250 $5,212 $2,125 $0 ($5,212)
Series 1996
Principal $245,000 $260,000 $260,000 $280,000 $20,000
Interest $69,750 $57,500 $57,500 $44,500 ($13,000)
Series 2000C
Principal
Interest $707,968 $325,000 $325,000 $325,000 $0
Paying Agent Fees $18,303 $70,000 $30,000 $30,000 ($40,000)
Other Operating Expenses $64 $1,000 $1,000 $1,000
Transfer to General Fund $159,000 $159,000 $159,000 $250,000 $91,000
Transfer to Maple Ave. $1,205,858 $776,000 $4,097,646 $4,117,709 $3,341,709
Transfer to Washington
National TIF $523,800 $548,000 $825,252 $845,315 $297,315
TOTAL EXPENDITURES
AND TRANSFERS $3,672,993 $2,250,712 $5,807,523 $5,893,524 $3,642,812
NET ($472,598)$3,116,288 $214,000 $117,999 ($2,998,289)
City of Evanston
Downtown II Special Tax Allocation Service Fund
City of Evanston
Economic Development Fund
Three Year Fiscal History
$1,137,000 $1,167,200$1,095,500
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.74%
2001-2002 2002-2003 2003-2004 2003-2004
Actual Appropriation Approved Increase
Funds Provided: Operating Revenue
Hotel Tax $706,000 $750,000 $750,000 -$
Amusement Tax 270,000$ 280,000$ 280,000$ -$
Sales Tax 110,000$ 130,000$ 130,000$ -$
Interest Income 9,500$ 9,500$ 9,500$ -$
TOTAL FUNDS PROVIDED 1,095,500$ 1,169,500$ 1,169,500$ -$
Funds Applied: Operating Expenses
Economic Development Activities 477,600$ 475,570$ 327,200$ (148,370)$
Transfers to General Fund 80,000$ 92,000$ 250,000$ 158,000$
Transfer to Maple Avenue Garage Fund 537,900$ 570,000$ 590,000$
TOTAL OPERATING EXPENSES:1,095,500$ 1,137,570$ 1,167,200$ 29,630$
Performance Report on FY 2002-2003 Major Program Objectives
CITY OF EVANSTON
Economic Development Fund
During FY 2002-03, resources from the Economic Development Fund were used to accomplish the following:
1. Attempted to stimulate the redevelopment of the former Builders Square site, working with interested development entities. Four
parties have expressed interest in the site in the past six months, two are currently active, one of which has site control.
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. Stimulated the development of remaining available parcels in City assisted economic development projects. (eg. Home Depot,
Howard Hartrey, Dempster Dodge etc.). A new out parcel building of 20,000 s.f. has been constructed with three new tenants at the
Dempster Dodge Center. Radio Shack is opening a new store in the Center. Parties have discussed opportunities for remaining
parcels at Home Depot.
4. Continued monitoring and implementing improvements to the electrical distribution system to insure ComEd services
businesses and residential customers with greater reliability and capacity.
5. Assisted and monitored the implementation for the Redevelopment Agreement which stimulated the redevelopment of the
Dempster Dodge Shopping Center.
6. Provided staff support to the Economic Development Committee for ten meetings.
7. Implemented the Neighborhood Business District Improvement Program in six neighborhoods.
8. Staffed four Joint Review Board Meetings and related TIF information requests.
9. Participated in the implementation of numerous economic development projects that include downtown, neighborhoods, and
industrial areas.
10. Assisted with the Washington National TIF (as amended) redevelopment project with the Klutznick led development partnership,
including information requests, negotiations, and other needed activities.
11. Provided technical assistance to businesses and developers concerning available property and City regulatory processes.
12. Participated in the Howard Street Development Committee's implementation activities, including feasibility analysis and study
and attraction of residential development.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
12 9 12
8 10 10
4 4 4
1.45 1.45 1.45
Approved Adjustments in 2001-2002 Budget
City of Evanston
Economic Development Fund
Economic Development Committee Meetings
FULL TIME EQUIVALENT POSITIONS
Redevelopment Projects Assisted
Number of JRB Meetings
1. Revise City economic development strategy
2. Achieve redevelopment of the Builders Square site
3. Assist and recruit site selection professionals and owners in recruiting desired businesses
4. Stimulate development of remaining parcels in City assisted development projects
5. Design a new neighborhood improvement as required by the Dempster Dodge Redevelopment Agreement
6. Staff Joint Review Board and provide related information as need to public, businesses and other contacts
7. Provide staff support to the Economic Development Committee
8. Provide technical assistance to businesses and developers concerning available property and City regulatory process
9. Fund consulting services to monitor and improve electrical distribution system in Evanston.
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 Fun
provides grants to intermediary entities such as Evanston Inventure, the Evanston Convention and Visitors Bureau and
neighborhood business districts.
2002-2003
Appropriation
2003-2004
Approved
0.15 Assistant City Manager
1 Economic Development Planner
0.3 Secretary to Asst. City Mgr.
Regular Pay Permanent 94,300 94,300
Seasonal Employees 5,000 5,000
Personal Services $99,300 $99,300
Printing 500 500
Legal Services - General Liability 30,000 30,000
Other Professional Services 290,800 143,000
Postage Chargebacks 200 200
Training and Travel 100 100
Copy Machine Charges 2,200 2,200
Other Contractual Services 20,000 20,000
Contractual Services $343,800 $196,000
Office Supplies 300 300
Commodities $300 $300
Contingencies 17,000 17,000
Transfers to Other Funds 662,000 840,000
Medical Insurance 6,000 6,000
Life Insurance 200 200
Interdepartment Transfer - Pensions 8,400 8,400
Other Charges $693,600 $871,600
Economic Development Fund $1,137,000 $1,167,200
City of Evanston
Economic Development Fund
City of Evanston
Sewer Fund
Three Year Fiscal History
$15,992,700 $15,971,700
$11,224,600
$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
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
10.18%
FUNDS PROVIDED:
2001-2002 2002-2003 2003-2004 Increase
Actual Budget Approved (Decrease)
Sewer Service Charge
Operations 4,460,100 5,020,000 4,134,700 (885,300)
Capital Improvement Account 664,700 783,200 787,400 4,200
Debt Service 8,941,000 10,164,300 11,036,400 872,100
TOTAL - SEWER SERVICE CHARGE 14,065,800 15,967,500 15,958,500 (9,000)
Other Revenues
Investment Earnings 162,200 20,000 20,000 0
Transfer from Water Fund 0
TOTAL - OTHER REVENUES 162,200 20,000 20,000 0
TOTAL FUNDS PROVIDED 14,228,000 15,987,500 15,978,500 (9,000)
FUNDS APPLIED:
2001-2002 2002-2003 2003-2004 Increase
Actual Budget Approved (Decrease)
Operating Expenses
Sewer Operations 1,230,000 1,585,100 1,679,500 94,400
Other Operating Expenses 349,900 3,406,500 2,418,400 -988,100
Capital Outlay 39,000 53,600 50,000 -3,600
TOTAL - OPERATING EXPENSES 1,618,900 5,045,200 4,147,900 -897,300
Capital Expenses
Capital Improvement Account 664,700 783,200 787,400 4,200
TOTAL - CAPITAL EXPENSES 664,700 783,200 787,400 4,200
Debt Service
Debt Service 8,941,000 10,164,300 11,036,400 872,100
TOTAL - DEBT EXPENSES 8,941,000 10,164,300 11,036,400 872,100
TOTAL FUNDS APPLIED 11,224,600 15,992,700 15,971,700 -21,000
INCREASE (DECREASE) IN CAPITAL 3,003,400 (5,200) 6,800 12,000
CITY OF EVANSTON
SEWER FUND SUMMARY
Department: Sewer
Operating and Maintenance Capital Debt Service
User Charge User Charge User Charge
Operating and Maintenance Capital Costs: Debt Service Costs:
(Costs):
$4,147,900 $787,400 $11,036,400
Investment Income:
$20,000
O & M Charge Per CCF: Capital Charge per CCF: Debt Service Charge per CCF:
$0.97 $0.19 $2.59
TOTAL USER CHARGE:
$3.75
OPERATING USER CHARGE = (Operating Costs) - (Investment Income)
CAPITAL USER CHARGE = (Capital Costs)
Metered Water Usage
DEBT SERVICE CHARGE = (Debt Service Costs
Metered Water Usage
TOTAL USER CHARGE = (Debt Service Charge) + (Operating & Maintenance Charge) + (Capital Charge)
(Metered Water Usage
CITY OF EVANSTON
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 2003-2004 budget is $3.75 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.
Estimated Meter Water Usage in One Hundred Cubic Feet (CCF) for Evanston Customers:
2003-2004 SEWER SERVICE CHARGE CALCULATION
4,255,600
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Sewer Fund
During the first six months of 2002-2003 fiscal year, Sewer Division personnel have cleaned over 25,000
lineal feet of sewer pipeline with in-house staff. Division personnel have cleaned 109 drainage structures
and assisted the contractor with the cleaning of an additional 2489 structures. In addition 47 manholes had
been repaired and 49 catch basins by August, 2002.
Construction of the Long Range Sewer Improvement Program has continued during the first six months of
the fiscal year. One contract has been active this summer; Phase VI, Contract C. Work on VI-C is primarily
located in the area from Emerson St north to Noyes St. and from Darrow east to Asbury Ave. Staff has
been working with the engineers to finalize the plans, specification, and design for Phases VIII, Contract B,
Phase IX, Contract A and Phase X, Contract A. It is planned to go out for bid on these projects in the fall to
enable the City to be in a position to receive potential IEPA loan moneys in early 2003.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
150 150 150
3,000 3,000 3,000
280,000 280,000 280,000
15,000 15,000 15,000
14.00 14.00 14.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Sewer Operations & Maintenance
3. Number of feet of sewer pipe rodded
2. Basins and inlets cleaned
4. Number of feet of sewer chemically treated
for root control
FULL TIME EQUIVALENT POSITIONS
1. Repairs to manholes, basins, and inlets
1. Evaluate areas of the city that need additions to the relief sewer system to alleviate storm drainage problems and
determine where pipe can be installed by in-house staff to alleviate the problem by February 28, 2004.
2. Televise with in-house equipment approximately 1500 feet of large diameter sewers to verify their condition by
February 28, 2004.
3. Develop specifications and determine the necessary areas for a root treatment program to be completed by February
28, 2004.
The ongoing tasks of Sewer Maintenance are to
rod sewer lines, either on a routine basis in known trouble areas or when lines are obstructed or backed up by 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); assistance to other departments in emergency repair work and snow plowing, and on-the-job training of
personnel.
2002-2003
Appropriation
2003-2004
Approved
1 Civil Engineer III
0.5 Division Chief
2 Engineering Aide II
0.5 GIS Analyst
1 Supervisor
4 Utility Service Mechanic
2 Water Maint. Worker I
3 Water Maint. Worker II
Regular Pay Permanent 664,300 664,600
Overtime Pay Permanent 26,000 27,200
Seasonal Employees 3,600 3,600
Personal Services $693,900 $695,400
Printing - 25,000
Improvement Maintenance Service 13,000 13,000
Other Equipment Maintenance 3,500 3,500
Telephone & Telegraph 800 900
Training and Travel 1,400 1,400
Fleet Service Fund Chargeback 205,000 235,800
Postage 13,000 17,000
Other Contractual Services 457,500 457,500
Contractual Services $694,200 $754,100
Chemicals 2,000 2,000
Clothing 1,900 1,900
Janitorial Supplies 400 400
Building Maintenance Material 59,000 59,000
Material to Maintain Improvements 30,400 30,400
Office/Other Equipment Maintenance Material 4,900 4,900
Minor Equipment & Tools 1,500 1,500
Safety Equipment 800 800
Commodities $100,900 $100,900
Contingencies 200 24,100
Medical Insurance 94,900 104,000
Life Insurance 1,000 1,000
Other Charges $96,100 $129,100
Sewer Operations and Maintenance $1,585,100 $1,679,500
City of Evanston
Sewer Operations and Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Other Operating Expenses
This element provides for special operating expenses including pension contributions, service charge billing and
administrative charges paid to the City's General Fund.
2002-2003
Appropriation
2003-2004
Approved
Contractual Services
Auditing Services 2,500 2,500
Contractual Services $2,500 $2,500
Other Charges
Transfers to Other Funds 3,040,200 2,041,100
Other Insurance 100,200 105,200
Worker's Compensation Insurance 36,400 38,200
Interdepartment Transfer - Pensions 89,200 93,400
Transfer to General Fund - Data Processing 67,600 67,600
Reimbursement to General Fund for Administration Exp 70,400 70,400
Other Charges $3,404,000 $2,415,900
Other Operating Expenses $3,406,500 $2,418,400
City of Evanston
Other Operating Expenses
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Sewer Capital Outlay
FULL TIME EQUIVALENT POSITIONS
This element provides for scheduled replacements or additions to the capital equipment of the sewer system.
2002-2003
Appropriation
2003-2004
Approved
Personal Computer Equipment 25,000 44,300
Other Machines & Equipment 15,300 5,700
Capital Outlay $40,300 $50,000
Sewer Capital Outlay $40,300 $50,000
City of Evanston
Sewer Capital Outlay
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
1,500 1,500 1,500
2,000 2,000 2,000
40 40 40
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Number of feet of sewer replaced by contract
City of Evanston
Capital Improvement Account
Number of catchbasins replaced by contract.
Number of feet of sewer pipeline reconstructed using a
In order to reduce backups and basement flooding, sewer improvements are required to either replace or repair existing
sewers which have experienced structural failures or to increase the size of sewers which are too small to convey an
adequate amount of storm water during intense rainstorms. Funding in this element provides for emergency repairs,
improvements where 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.
2002-2003
Appropriation
2003-2004
Approved
Other Contractual Services 300,000 300,000
Contractual Services $300,000 $300,000
Reimbursement to General Fund for Administration Exp 112,400 112,400
Other Charges $112,400 $112,400
Other Improvements 365,600 375,000
Capital Outlay $365,600 $375,000
Capital Improvement Account $778,000 $787,400
City of Evanston
Capital Improvement Account
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Actual Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Sewer Debt Service
FULL TIME EQUIVALENT POSITIONS
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 (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. PhaseVI, 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 repayment is anticipated to begin in the 2003-2004 fiscal year.
The Phase VIII project has been divided into three separate contracts and to date Phase VIII, Contract A has 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. The total debt service anticipated in the 2003-2004 fiscal year is
$
2002-2003
Appropriation
2003-2004
Approved
Debt Service Payments for IEPA Loan Phase I (Basin S03)
$245,300 $245,300
(Loan No. L17-0649)
Debt Service Payments for IEPA Loan Phase I (Basins
S06/S13)
$1,133,700 $1,133,100
(Loan No. L17-0650)
Debt Service Series 1992 G.O. Bonds $1,973,500 $1,971,700
Debt Service Series 1994 G.O. Bonds $1,016,300 $1,029,300
Debt Service IEPA Loan (Main Street)$105,000 $105,000
(Loan No. L17-0851)
Debt Service IEPA Loan - Phase III B $634,800 $634,800
(Loan No. L17-0951)
Debt Service IEPA Loan - Phase IIIA $153,100 $153,100
(Loan No. L17-0930)
Debt Service IEPA Loan - Phase IVB $100,000 $100,000
(Loan No. L17-0966)
Debt Service IEPA Loan - Phase IV C $301,600 $301,600
(Loan No. L17-0967)
Debt Service IEPA Loan - Phase IV A $543,000 $543,000
(Loan No. L17-0889)
Debt Service IEPA Loan - Phase IV D $260,000 $260,000
(Loan No. L17-0968)
Debt Service IEPA Loan - Phase V A $342,000 $342,300
(Loan No. L17-0890)
Debt Service IEPA Loan - Phase V B $280,600 $280,600
(Loan No. L17-1067)
Debt Service Series 1998 G.O. Bonds $227,800 $228,300
Debt Service IEPA Loan - Phase VII B, D, & F $360,900 $360,900
(Loan No. L17-1130)
City of Evanston
Sewer Debt Service
2002-2003
Appropriation
2003-2004
Approved
City of Evanston
Sewer Debt Service
Debt Service IEPA Loan - Phase V C and Phase VII C $530,300 $545,200
(Loan No. L17-1068)
Debt Service IEPA Loan - Phase VII A $401,700 $401,700
(Loan No. L17-0892)
Debt Service IEPA Loan - Phase VII E $130,500 $132,000
(Loan No. L17-1069)
Debt Service IEPA Loan - Phase VII G $152,400 $153,800
(Loan No. L17-1126)
Debt Service IEPA Loan Phase VI, Contract A $674,800 $1,168,300
(Loan No. L17-0891)
Debt Service IEPA Loan Phase VII, Contract H $102,100 $181,100
(Loan No. L17-1192)
Debt Service IEPA Loan Phase VIII, Contract A $494,900 $615,300
(Loan No. L17-093)
Debt Service IEPA Loan- Phase VI, Contract C $150,000
Sewer Debt Service 10,164,300$ 11,036,400$
City of Evanston
Housing Fund
Three Year Fiscal History
$250,000
$216,600$216,600
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
2001/02 2002/03 2003/04
Appropriation Approved
Fund Expenditures as a % of the Total 2004 Budget
0.14%
Financial Summary
2001-2002 2002-2003 2003-2004 Increase
Revenue By Source Actual Appropriation Approved (Decrease)
Interest on Investments $7,000 $7,000 $40,000 $33,000
Miscellaneous $3,000 $3,000 ($3,000)
Total Revenues $10,000 $10,000 $40,000 $30,000
Expenditures
Housing and Economic Development $216,600 $250,000 $216,600 ($33,400)
Total Expenditures $216,600 $250,000 $216,600 ($33,400)
Revenues Over/(Under)
Expenditures ($206,600) ($240,000) ($176,600)$63,400
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 2002-2003 2003-2004
Ongoing Activity Measures Actual Estimated Projected
3 3 2
30 99 50
FULL TIME EQUIVALENT POSITIONS
1. Number of FIT HOUSEHOLDS
City of Evanston
Housing Fund
2. Number of Housing Units assisted
1. To implement an aggressive strategy to address the problem of vacant, boarded and foreclosed property, especially
within West Side neighborhoods.
2. To fund other affordable housing opportunities which emerge in targeted neighborhoods.
3. To fund the construction of three new affordable single family homes.
4. To fund two FIT families.
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 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; and (3) to provide funding support for transitional housing.
2002-2003
Appropriation
2003-2004
Approved
Printing 300 300
Legal Services - General Liability 1,600 1,600
Other Contractual Services 1,300 1,300
Contractual Services $3,200 $3,200
Office Supplies 400 400
Commodities $400 $400
Land 55,000 40,000
Buildings 191,400 173,000
Capital Outlay $246,400 $213,000
Housing Fund $250,000 $216,600
City of Evanston
Housing Fund
APPENDIX
Personnel Full-Time Equivalent Positions
Public Works, General Fund
10.40%
Fire
12.59%
Police
24.70%
Other
11.91%
Parks, Forestry and Recreation
13.78%
Public Works, Non-General
Fund
10.17%
Library
7.65%
Community Development
4.16%
Health and Human Services
4.64%
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
100 City Council 1.00 1.00 1.00 1.00 1.00 0.00
110 City Manager's Office 5.55 6.55 6.55 5.55 5.10 (0.45)
111 Public Information 0.00 0.00 0.00 1.00 1.00 0.00
112 MBE/WBE Small Business Administration 1.50 0.00 0.00 0.00 0.00 0.00
Subtotal City Manager's Office 8.05 7.55 7.55 7.55 7.10 (0.45)
115 Information Systems 9.00 8.00 10.00 11.00 11.00 0.00
116 Budget Office 2.75 3.75 3.75 4.00 4.00 0.00
117 Geographic Information System 3.00 3.00 3.00 3.00 3.00 0.00
118 Administrative Adjudication 2.00 3.00 4.00 3.50 3.50 0.00
Subtotal Management and Budget 16.75 17.75 20.75 21.50 21.50 0.00
120 City Clerk 3.00 3.00 3.00 3.00 3.00 0.00
130 Law Department 5.25 6.25 6.25 6.00 6.00 0.00
135 Insurance / Risk Management 1.25 1.25 1.25 0.00 0.00 0.00
Subtotal Law Department 6.50 7.50 7.50 6.00 6.00 0.00
.
141 Human Resources Administration 3.00 2.00 2.00 3.00 7.00 4.00
142 Employment and Equal Opportunity 5.00 5.00 5.00 5.00 0.00 (5.00)
143 Employee Services 0.00 0.00 0.00 0.00 0.00 0.00
144 Workers' Compensation 1.00 1.00 1.00 0.00 0.00 0.00
Subtotal Human Resources 9.00 8.00 8.00 8.00 7.00 (1.00)
FY 2003-2004 PERSONNEL FULL-TIME EQUIVALENT TOTALS
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
160 Finance Administration 2.00 3.00 3.00 3.00 2.00 (1.00)
170 City Collector's Office 6.50 7.50 7.50 8.00 8.50 0.50
171 License and Measures 1.00 0.00 0.00 0.00 0.00 0.00
172 Payroll 3.50 4.00 4.00 3.50 3.50 0.00
175 Accounting and Auditing 6.00 6.00 7.00 6.00 6.00 0.00
180 Purchasing and Accounts Payable 4.50 4.00 4.00 5.50 4.50 (1.00)
181 MBE/WBE Small Business Administration 0.00 1.50 1.50 0.00 0.00 0.00
Subtotal Finance 23.50 26.00 27.00 26.00 24.50 (1.50)
205 Emergency Service and Disaster Agency 0.66 0.66 0.66 0.66 0.66 0.00
211 Facilities Management Administration 2.34 2.34 2.34 2.34 2.34 0.00
212 Construction and Repair 16.00 16.00 16.00 16.00 16.00 0.00
213 Mail, Phone and Duplicating 2.00 2.00 2.00 2.00 2.00 0.00
214 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
316 Community Development Administration 2.00 2.00 2.00 2.00 2.00 0.00
320 Planning 6.00 6.00 6.00 5.00 5.00 0.00
324 Zoning Analysis and Support 5.00 5.00 5.00 5.00 5.00 0.00
331 Housing Code Compliance 8.00 8.00 8.00 8.00 7.00 (1.00)
334 Housing Rehabilitation 3.00 3.00 3.00 3.00 3.00 0.00
340 Building Code Compliance 12.00 14.00 14.00 13.00 12.00 (1.00)
Subtotal Community Development 36.00 38.00 38.00 36.00 34.00 (2.00)
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
400 Police Administration 3.00 3.00 5.00 5.00 5.00 0.00
405 Planning, Research and Budget 2.00 0.00 0.00 0.00 0.00 0.00
410 Patrol Operations 73.00 85.00 89.00 89.00 89.00 0.00
420 Criminal Investigations 18.00 18.00 18.00 17.00 17.00 0.00
422 Police Social Services Bureau 3.00 3.00 4.00 6.00 6.00 0.00
423 Juvenile Bureau 9.00 9.00 10.00 10.00 10.00 0.00
424 School Community Liaison Bureau 4.00 4.00 4.00 4.00 4.00 0.00
425 Youth Services Bureau 4.00 5.00 4.00 0.00 0.00 0.00
430 Records Bureau 13.50 13.50 12.00 11.00 11.50 0.50
431 Communications Bureau 16.00 16.00 15.00 15.00 15.00 0.00
432 Service Desk Bureau 9.00 9.00 11.00 11.00 12.00 1.00
440 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 0.00
441 Office of Administration 2.00 4.00 4.00 4.00 4.00 0.00
450 Neighborhood Enforcement Team (N.E.T.) 15.00 15.00 15.00 15.00 15.00 0.00
451 Traffic 9.00 9.00 9.00 9.00 9.00 0.00
452 Parking Control 0.00 0.00 0.00 0.00 0.00 0.00
453 Community Strategies Bureau 2.00 3.80 2.80 3.80 3.80 0.00
454 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 0.00
456 Problem Solving Team 9.00 9.00 8.00 7.00 7.00 0.00
458 Federal Crime Bill 14.00 0.00 0.00 0.00 0.00 0.00
456 Park Security 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal Police 211.00 211.80 216.30 212.30 213.80 1.50
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
500 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
505 Fire Prevention 5.00 5.00 5.00 5.00 5.00 0.00
510 Fire Operations 101.00 101.00 101.00 101.00 101.00 0.00
Subtotal Fire 109.00 109.00 109.00 109.00 109.00 0.00
600 Director of Health and Human Services 4.00 4.00 6.00 4.50 3.00 (1.50)
610 Public Health Administration 3.00 3.00 0.00 0.00 0.00 0.00
620 Laboratory 2.40 2.20 2.00 2.00 2.00 0.00
631 Family Health 10.21 10.21 11.49 11.49 10.35 (1.14)
632 Infectious Disease Control 5.16 5.16 4.21 4.19 4.19 0.00
634 Dental Services 2.58 2.58 3.40 3.30 3.30 0.00
641 Long Term Care 3.10 0.00 0.00 0.00 0.00 0.00
642 Adult Health 1.48 4.58 2.53 2.53 2.00 (0.53)
651 Food and Environmental Health 3.30 4.80 6.00 6.30 6.30 0.00
652 Environmental Health Services 1.50 0.00 0.00 0.00 0.00 0.00
654 Vital Records 2.20 2.20 2.40 2.40 2.40 0.00
660 Emergency Assistance/Community Intervention Ser 4.00 4.00 4.00 2.00 3.60 1.60
671 Mental Health Administration 1.50 1.50 1.50 1.50 1.50 0.00
680 Commission on Aging 1.50 1.50 1.50 1.50 1.50 0.00
Subtotal Health and Human Services 45.93 45.73 45.03 41.71 40.14 (1.57)
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
800 Director of Public Works 2.00 2.00 2.00 1.00 1.00 0.00
805 Municipal Service Center 0.50 0.50 0.50 1.00 1.00 0.00
810 City Engineer 10.00 10.00 10.00 9.00 9.00 0.00
820 Traffic Engineering 5.00 5.00 5.00 5.00 5.00 0.00
825 Traffic Signs 3.00 3.00 3.00 3.00 3.00 0.00
830 Traffic Signals and Streetlight Maintenance 4.00 4.00 4.00 5.00 5.00 0.00
840 Parking Ticket Processing 1.00 1.00 1.00 1.00 1.00 0.00
845 Parking Enforcement 12.00 12.00 12.00 16.00 16.00 0.00
900 Street General Support 6.00 6.00 6.00 5.00 5.00 0.00
905 Street and Alley Maintenance 13.07 13.84 13.84 15.00 15.00 0.00
920 Street Cleaning 8.46 9.00 8.00 8.00 7.00 (1.00)
930 Leaf Collection 3.48 2.16 2.16 0.00 0.00 0.00
970 Refuse Collection and Disposal 19.00 17.00 17.00 16.00 16.00 0.00
975 Residential Recycling Collection 1.00 0.00 0.00 0.00 0.00 0.00
977 Yard Waste Collection and Disposal 4.00 6.00 6.00 6.00 6.00 0.00
985 Recycling Center 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal Public Works 92.51 91.50 90.50 91.00 90.00 (1.00)
1000 Human Relations Commission 2.67 2.67 2.67 2.67 2.67 0.00
1001 Housing Advocacy 1.33 1.33 1.33 1.33 1.33 0.00
1003 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
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
1600 Library Administration 4.53 4.53 4.53 4.53 4.53 0.00
1605 Library Maintenance 3.64 3.64 3.64 3.64 3.64 0.00
1610 Reader's Services 7.01 7.01 7.44 7.44 7.44 0.00
1615 Children's Services 6.97 6.97 7.47 7.47 7.47 0.00
1620 Circulation 15.64 15.64 15.64 15.64 15.03 (0.61)
1630 Technical Services 13.19 13.19 13.19 13.19 13.19 0.00
1640 North Branch 2.98 2.98 2.98 2.98 2.98 0.00
1645 South Branch 2.31 2.31 2.31 2.31 2.31 0.00
1650 Information Services 9.25 9.25 9.12 9.92 9.65 (0.27)
Subtotal Library 65.52 65.52 66.32 67.12 66.24 (0.88)
1702 Recreation, Parks and Forestry General Support 5.75 2.50 2.50 2.50 2.50 0.00
1703 Recreation Business and Fiscal Management 5.00 5.00 5.00 5.00 4.00 (1.00)
1704 Communications and Marketing 0.00 1.70 1.70 1.70 1.70 0.00
1710 Recreation General Support 0.00 3.50 3.50 2.50 2.50 0.00
1712 Robert Crown Community Center 5.45 7.17 7.17 7.17 7.17 0.00
1713 Chandler Community Center 2.80 5.87 6.87 6.87 6.87 0.00
1714 Fleetwood-Jourdain Community Center 5.50 7.33 9.33 9.33 9.33 0.00
1715 Fleetwood-Jourdain Community Theater 1.00 1.80 1.70 1.70 1.70 0.00
1716 At-Risk Programs 0.00 0.95 0.95 0.95 0.95 0.00
1717 Levy Senior Center 5.00 5.00 8.50 7.93 7.93 0.00
1724 Beaches 0.75 0.75 0.75 1.50 1.50 0.00
1725 Recreation Facility Maintenance 6.50 6.50 6.75 6.75 6.75 0.00
1728 Robert Crown Ice Center 5.78 10.94 10.94 10.94 10.94 0.00
1732 Sports Leagues 0.50 1.27 1.27 1.27 1.27 0.00
1743 Special Recreation 0.80 0.80 1.60 1.60 1.60 0.00
1747 Skate / Bus Program 1.90 2.30 2.30 2.30 2.30 0.00
1749 Park Service Unit 1.00 1.32 1.32 0.57 0.57 0.00
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
1761 Parks and Forestry General Support 5.00 3.00 3.00 3.00 3.00 0.00
1762 Horticulture Maintenance 14.00 15.00 15.00 15.00 15.00 0.00
1763 Maintenance of Parkway Trees 6.00 8.50 10.50 10.50 9.50 (1.00)
1764 Dutch Elm Disease Control 8.00 8.25 8.25 7.25 7.25 0.00
1765 Tree Planting 2.00 2.25 2.25 2.25 2.25 0.00
1781 Ecology Center 4.00 4.90 4.90 4.90 4.90 0.00
1791 Arts Council 1.80 0.75 0.75 0.75 0.75 0.00
1792 Noyes Cultural Arts Center 4.85 2.74 3.89 3.89 3.89 0.00
1793 Cultural Arts Program 0.00 2.13 3.13 3.13 3.13 0.00
Subtotal Recreation, Parks and Forestry 93.38 112.22 123.82 121.25 119.25 (2.00)
1800 Parking System Management 6.00 6.00 6.00 6.00 6.00 0.00
1810 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 13.00 0.00
1900 Water General Support 4.00 4.50 4.50 4.50 4.50 0.00
1905 Water Pumping 11.00 12.00 12.00 12.00 12.00 0.00
1910 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00
1915 Water Distribution 10.50 10.50 10.50 10.50 10.50 0.00
1920 Water Meter Maintenance 3.00 3.00 3.00 3.00 3.00 0.00
Subtotal Water 42.50 44.00 44.00 44.00 44.00 0.00
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
2200 Emergency Telephone System 2.00 3.00 3.00 3.00 4.00 1.00
0.00
2610 Community Development Block Grant (CDBG) 2.00 2.00 3.50 2.00 2.00 0.00
3500 Insurance Fund 0.00 0.00 0.00 2.00 1.55 (0.45)
4010 Fleet Services General Support 5.00 5.00 5.00 5.00 5.00 0.00
4020 Major Maintenance 11.00 11.00 11.00 11.00 11.00 0.00
4030 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
6450 Economic Development Fund 1.45 1.45 1.45 1.45 1.45 0.00
7405 Sewer Maintenance 13.50 14.00 14.00 14.00 14.00 0.00
GRAND TOTAL 838.59 865.02 885.72 873.88 865.53 (8.35)
2003-04
DEPARTMENT / DIVISIONAL PERSONNEL SUMMARY 1999-00 2000-01 2001-02 2002-03 2003-04 Difference
110 City Manager's Office
141 Human Resources General Support Transfer of 4 existing positions to this element for consolidation
142 Employment and EEO Transfer of existing positions from this element to 141 for consolidation
142 Employment and EEO Elimination of a Human Resources Assistant position
160 Finance Administration Elimination of a Finance Administrative Assistant position
170 City Collector's Office Addition of permanent part-time position
180 Purchasing and Accounts Payable Elimination of Buyer position
331 Housing Code Compliance Elimination of a Property Maintenance Inspector I position
340 Building Code Compliance Replacement of a Plan Reviewer position with contractual services
430 Records Bureau Addition of a permanent part-time position
600 Director of Health and Human Services Transfer of Outreach Specialist and Inclusion Specialist to 660
632 Infectious Disease Control Elimination of a Public Health Nurse position and adjustment in part-time staffing
642 Adult Health Elimination of a permanent part-time position
660 Emergency Assistance
920 Street Cleaning Elimination of a Public Works Maintenance Worker II
1620 Circulation Adjustment in permanent part-time staffing
1703 Recreation Business and Fiscal Management Elimination of Clerk Typist II position
1764 Dutch Elm Disease Control Elimination of Parks/Forestry Worker III
Transfer of Outreach Specialist and Inclusion Specialist from 600
Transfer of portions of Assistant City Manager and Assistant to the City Manager to
Division Action Taken
CITY OF EVANSTON
Budget Process
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.
CITY OF EVANSTON BUDGET CALENDAR
FISCAL YEAR 2003 - 2004
MONTH ACTIVITY
May 2002 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 2002 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 2002 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 2002 Budget kickoff. General information session about the coming
fiscal year’s process, required forms and timetable. Budget goals.
September – October 2002 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, 2002 Departmental budget narratives, objectives and
performance indicators entered into budget word processing
document and reviewed for accuracy by Budget Office.
November, 2002 City Manager, Budget Officer, Finance Director meet to
make final adjustments to the Proposed Budget.
December 2002 City Manager prepares Transmittal Message to City
Council.
December 31, 2002 City Manager’s Proposed Budget to be submitted to City
Council.
January - February, 2003 Weekly Saturday budget review sessions by City Council.
Response by City Staff to aldermanic budget memo
requests. All sessions open to the public.
February 3, 2003 Public Hearing on Proposed Budget.
February 24, 2003 Final discussion and adoption of 2000-2001 Budget by City
Council.
March 2003 City Council changes entered into Budget.
Updating of narrative, performance objectives and activity
measures submitted by departments. Budget document
updated to reflect changes.
April 2003 Printing, binding and distribution of City Budget.
CITY OF EVANSTON
GLOSSARY
Appropriation: An authorization made by the City Council which permits the City to incur
obligations and to make expenditures of resources. The City Council appropriates
annually, at the beginning of each fiscal year by department, agency or project, based
upon the adopted Annual Fiscal Plan. Additional appropriates may be approved by
the City Council during the fiscal year by amending the Annual Fiscal Plan and
appropriating the funds for expenditure.
Budget: A fiscal plan showing estimated expenditures, revenue and service levels for a
specific fiscal year.
Budget Calendar: The schedule of key dates or milestones, which the City departments follow in the
preparation, adoption and administration of the budget.
Budget Message: The opening section of the budget which provides the City Council and the public
with a general summary of the most important aspects of the budget, changes from
the current and previous fiscal years, and the views and recommendations of the City
Manager.
Capital
Improvement
Program:
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 the government assets. Examples of capital improvement
projects include new roads, sewer lines, buildings, recreational facilities and large
scale remodeling.
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.
Commodities: All expenditures for materials, parts, supplies and commodities, except those
incidentally used by outside firms performing contractual services for the City.
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.
Expenditure: 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 an expenditure. An encumbrance reserves funds to be
expended.
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 as its fiscal year.
Fund: An accounting entity that has a set of self-balancing accounts and that records all
financial transactions for specific activities or government functions. Commonly
used funds in public accounting are general fund, special revenue funds, debt service
funds, capital project funds, enterprise funds, trust and agency funds, internal service
funds and special assessment funds.
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.
Other Charges: Includes operating charges primarily of a fixed charge nature that cannot properly be
classified as personal services, contractual services or commodities. Examples
would include pensions, debt service, insurance and Worker’s Compensation.
Personal Services: Compensation to City employees in the form of wages and salaries. All wages and
salaries are charged to the .10000 account series. Payments to individuals rendering
services as “contractors” rather than employees are charged to the .20000 account
series.
Revenue: Funds that the government receives as income. It includes such items as tax
payments, fees from specific services, receipts from other governments, fines,
forfeitures, grants, shared revenues and interest income.
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.
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.
CAPITAL IMPROVEMENT PLAN
INTERDEPARTMENTAL
MEMORANDUM
www.cityofevanston.org
DATE: January 17, 2003
TO: Roger D. Crum, City Manager
FROM: Capital Improvement Team
SUBJECT: 2003/4 -- 2007/8 CAPITAL IMPROVEMENT PROGRAM
Transmitted herewith for consideration by the City Council is a copy of the
2003/4- 2007/8 Capital Improvement Program (CIP). The five-year Capital
Improvement Program has been prepared in accordance with the new Capital
Improvement Fund Policies, which were approved by the City Council in October
2002. This year the Budget Policy Committee and City Council reviewed the
policies for the Capital Improvement Program, which had been originally
developed by the Plan Commission. A copy of the approved Policies is attached
in Exhibit A.
The Capital Improvement Program is a five-year plan to address the City’s capital
needs. Each year the Budget Policy Committee and City Council establish a
Budget Policy, which includes a goal for annual capital spending. In the past our
goal has been $6.0 million. This year because of the favorable interest rates the
City will be able to fund $6.5 million of capital projects for the same annual bond
payment of $600,000. We recommend that the City Council take advantage of
this opportunity since the City’s capital needs are great.
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 is presented for information only and sets forth the
recommended plan for capital needs. It also provides the City Council and public
with an overview of the City’s capital infrastructure needs.
In the past, the planning of the Capital Improvement Program was done without
the documented knowledge of the conditions of the City’s capital needs. During
the past several years, we have 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 and the
assessments of the Police and Fire Stations, Chicago Avenue Corridor. These
studies now serve as the foundation for the staff recommendations 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 result of this study, which was
just completed in the past several months, will be a report, which will be
submitted to the Administration and Public Works Committee in the near future.
The FY 2003 financial statements will include the documentation of the City’s
infrastructure for the first time. This information will also be used for capital
improvements allocations and financing strategies.
The City Council has designated Saturday, January 27, 2003 for the presentation
of the Capital Program. In preparation for the City Council’s review, this
memorandum will:
*Highlight the 2003/04—2007/08 Capital Improvement Program
*Outline the 2003-04 Capital Budget
*Identify Policy Issues
*Set forth Recommendations
In addition the following appendices are included:
Appendix A: 2003/4-2007/8 Capital Improvement Program
Appendix A-1: Five-year Summary by Department and Funding Source
Appendix A-2: Five-year Summary by Funding Source
Appendix B: 2003-2004 Capital Improvement Program Summary of
Capital Budget Projects & Descriptions
I. SUMMARY OF THE 2003/4-2007/8 CAPITAL IMPROVEMENT PLAN
The attached 2003/04 – 2007/08 Capital Improvement Program represents the
City’s commitment to the Capital Improvement Fund Policies recently adopted by
the City Council. In addition, the Plan follows the plans and guidelines approved
by the City Council over the past several years. This includes the Parks &
Recreation Strategic Plan, comprehensive street improvement program, sewer
improvement program, and plans for upgrade of public buildings. The five-year
plan also includes some recommended funding strategies for other public
buildings including the Civic Center and Arts Center. However, the City Council
still needs to discuss and determine a final strategy for these properties.
The five-year plan includes the funding for the parks as outlined in the seven-
year strategic plan. However, due to the planned construction on McCormick we
are only funding the design for Eggleston Park and construction is schedule for
2005. We continue to fund street improvements in accordance with the strategy
adopted by the City Council.
The 2002-03 CIP has approved funding for several corridor planning studies:
Central Street and Other Neighborhood Districts. However, we have come to
understand that given our limited staff resources, the involvement of the
community and the Plan Commission; we can realistically only undertake one or
two major planning projects during a fiscal year. Currently, staff is continuing
work on Howard Street, Chicago Avenue and the Westside. Once these areas
are further along, we will initiate the planning process in the other areas outlined
in the plan.
The proposed five-year plan (2003-2008) shows only one year (2003) of funding
for the implementation of the Chicago Avenue Corridor Plan. However, it is
staff’s intention to develop an implementation funding strategy for the Chicago
Avenue Corridor and present it to the City Council for consideration. The Plan
Commission and staff are continuing the Westside corridor planning process and
should be complete in second quarter 2003.
II. 2003- 2004 CAPTIAL BUDGET
A. General Obligation Bonds
The projects being recommended for funding in the 2003/04 Capital Budget
represent the second phase of projects begun this year; annual appreciations for
capital maintenance projects; and additional funds for projects which were bid in
2002 or before where the City received bids in excess of appropriated revenue.
The Capital Budget funding level of $6,500,000 represents an increased level of
capital spending and is due to the favorable interest rates that are available to
the City. This increase level of available revenue is still at an annual debt service
level of $600,000. A brief highlight of some of the projects is contained herein
but a more complete summary of each of the capital budget projects is in
Appendix B-2.
Parks & Recreation
The projects outlined in the 2003-2004 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 the
following projects: Foster Park Soccer/Football Renovation; Fitzsimmons Tennis
Courts; Clyde/Brummel Park, Gilbert Park, Dempster Street Beach office,
Merrick Rose Garden, Lee Street drinking fountain replacement,
Fleetwood/Jourdain Stage Upgrade, Cartwright Park, Eggleston Park, Ladd
Arboretum, Lovelace Park, Kelly Park Restoration, Leahy Park, Ecology Center
Driveway, Noyes Center Studio Upgrades, Park Furniture Replacement, and
Crown Center Systems Repair.
The modifications from the seven-year plan include additional funds for Dempster
Street Beach office and the Merrick Rose Garden due to bids which exceeded
available funds. Also, Cartwright Park represents funding to correct some park
flooding which needs to be addressed at this time. Finally, the funding for
Eggleston Park represents only funding for design. The McCormick Blvd project
will be underway next year and staff does not recommend undertaking both of
these projects at the same time. It is recommended that the park area be used
as a staging area during the construction since that will have the least impact on
the area. Therefore design work will be done in 2003 and construction is in
2004.
Street Improvements
Last year 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 first year of the program is under design and plans
are being prepared to complete approximately $1.7 million of street paving, curb
work, and related roadway maintenance in each of the next five years. We are
now utilizing both MFT funds ($1.2 million per year) and General Obligation
Bonds ($500,000 per year) for our street resurfacing program.
Public Buildings
The planning and implementation of a strategy to improve all of our public
buildings is an important component of the capital program. To date, we have
tried to undertake assessments and plan for the eventual rehabilitation or
replacement of all of our public facilities. 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 rebuilding of Fire Station #3 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. In the past with additional resources we were able
to do more simultaneous planning and implementation of projects but our
projects and processes are becoming more complex and we need to limit our
projects.
Financial Software
The implementation of the financial software program is progressing on
schedule. It is a major undertaking for staff but one that each of us believes will
provide better service for both our internal and external customers. The Capital
Budget reflects our continued implementation of this project.
Commercial Districts
As previously stated, we currently undertaking corridor planning studies on the
west side and initiating the implementation of the Chicago Avenue Corridor Plan.
The Plan Commission, which is facilitating the process hopes to complete the
West Side Planning process with the community in the second quarter of 2003
and will present their recommendations to the City Council. The City Council
recently approved the design work for the first portion of the implementation of
the Chicago Avenue Corridor plan, which will be underway in 2003. Finally, staff
continues to attempt to stimulate additional private investment in the Howard
Street corridor. All of these projects require significant staff commitments and we
will probably not be able to undertake more in 2003.
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. We have completed an extensive field-testing phase and have issued
the bid documents to select a contractor to supply the electrical components and
a contractor to construct a housing and assemble the units for installation by City
crews. Bids will be back in the near future and we will have a much better
estimate of the time and cost of this much-needed project.
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.
Sewer System Improvements
The 2003 CIP reflects the continued commitment to the improvement of the
City’s sewer system. This long-term project began in the late 80’s with the
planning and the City Council’s approval of the Improvement Plan adopted in
December 1990. The Plan outlined a $158,000,000 program to mitigate the
problems residents have been experiencing for years, such as combined sewage
surcharge into basements. The construction program was initiated in 1991 and
is approximately 80% 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 Work in progress
Phase VIII, Contract B Out to Bid
Phase IX, Contract A Out to Bid
Phase IX, Contract B Design –2003 & Bid 2004
Phase X, Contract A Out to Bid
Phase X, Contract B Design-2003 & Bid 2004
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. It is planned for a rate increase
in 2003, which will result in a rate of $4.13 per cubic feet.
Water Fund
The projects, which are planned in the 2003 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.
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.
III. CIP POLICY ISSUES & PRIORITY PROJECT REVIEWS
The City Council’s annual review of the Capital Improvement Program is the
opportunity for the Council and public to review the capital infrastructure needs of
the community, review community input, establish priorities and funding levels.
As we have stated so often, the magnitude of our capital needs is great and
totals over $250 million. We are grateful for the City Council’s commitment to the
built environment and recognize that the Plan does not address all of our capital
needs but does represent a good strategy to continue to address our needs.
The recently adopted Capital Improvement Fund Policy will assist staff in our
annual development of the CIP. We would like to continue to work the Budget
Committee and Administration & Public Works to explore capital funding options.
We are hopeful that with the addition of a Budget Analyst/Grant Writer that we
will be able to increase our grants for capital projects. However, recognizing the
considerable fiscal constraints at all levels of government, we must be prepared
not only to take advantage of grant opportunities but also adjust our timetable for
some projects if necessary.
Regardless of the fiscal constraints there are several projects, which we look
forward to working with the City Council to develop an action plan for each.
These include the Civic Center, the Arts Center, Fountain Square, Crown Center
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 for each even if funding is not available at
this time.
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 2003-2004 Capital Budget
(3) Further explore capital funding options
(4) Approve the sale of the following Debt instruments in 2003 as follows:
Property Tax Supported Debt
City wide Capital Improvements $ 6,500,000
Non-Property Tax Supported Debt
Citizen funded Alley Improvements 200,000
TOTAL 2003/04 GENERAL OBLIGATION BOND ISSUE $ 6, 700,000
Capital Improvement Team:
Judith Aiello, Assistant City Manger
Maureen Barry, Assistant to the City Manager
Bobbe Tolsen-Brown, Purchasing Director
Patrick Casey, Director of Management & Budget
Paul D’Agostino, Superintendent of Parks & Forestry
Robert Donenker, Superintendent of Recreation
Richard Figuerelli, Superintendent of Water & Sewer
Mark Franz, Assistant to the City Manager
Keith Fujihara, Deputy Director of Public Works/City Engineer
Douglas Gaynor, Director of Parks, Recreation & Forestry
Aleksandr Granchalek, Management Analyst
Sam Hunter, Deputy Fire Chief
David Jennings, Director of Public Works
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
Max Rubin, Director of Facilities Management
Carlos Ruiz, Preservation Coordinator
Bruce Slown, Director of Information Systems
William Stafford, Director of Finance
Lloyd Shephard, M/W/EBE Coordinator
David Stonebeck, Assistant Superintendent of Water & Sewer/Operations
John Wilkenson, Fire Chief
James Wolinski, Director of Community Development
Barbara Zdanowicz, Assistant Finance Director
EXHIBIT A
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.
• Plan all capital projects to meet ADA requirements.
Capital Improvement Fund Policy
Priorities
• Project major capital improvement replacement needs to cover a 20 to 30 year
period so that a long-range capital maintenance plan can be developed.
• Set priorities for capital improvements and match projects with appropriate funding
sources.
• Monitor implementation of the Capital Improvement Program through periodic
capital improvement staff meetings and reports to the Administration and Public
Works Committee.
• Undertake an annual review of capital improvement funding sources and an
assessment of capital improvement projects proposed for the following years.
• Commit funds annually for improvements so that incremental progress can be made
toward long-range goals.
• Coordinate planned capital improvement projects where opportunities exist to do
so.
• Leverage local capital improvement funds to the extent possible.
• Give priority to projects that further the objectives of the Comprehensive General
Plan.
More specific policies have also been written to guide the scheduling and prioritization of
projects within each of the major project classifications.
Economic Development
• Make capital investments needed to realize the full potential of the Downtown
Redevelopment.
• Coordinate improvements made in retail and commercial areas.
• Develop and implement programs to upgrade and maintain streetscapes in each
neighborhood business district within the city.
Capital Improvement Fund Policy
• 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.
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.
Capital Improvement Fund Policy
• 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.
• 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.
Capital Improvement Fund Policy
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long range capital needs list, a five year capital improvement program
will be developed and updated annually, including anticipated funding sources.
• The City will maintain all its physical assets at a level adequate to protect the City’s
capital investment and to minimize future maintenance and replacement costs.
• The City will coordinate development of the capital improvement budget with the
development of the operating budget. Future operating costs associated with new capital
improvements will be projected and included in operating budget forecasts.
• If a new project (non-emergency) is identified during the fiscal year, staff shall prepare a
report to the City Council describing the project, and if necessary recommend a decrease
in another approved project so as not to alter the overall appropriation for the capital
budget.
Capital Financing Policies
• Long-term borrowing will not be used to finance current operations or normal
maintenance.
• Capital projects financed through the issuance of bonds will be financed for a period not
to exceed the expected useful life of the project.
• The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in
the funding of capital projects. The City will strive to find more streams of revenue to
support pay-as-you-go financing of its future capital improvements.
• Dedicated revenue stream options include but are not limited to excess funds, additional
taxes (i.e. motor fuel tax for street improvements) and use of tax increment financing
revenues as they become available.
• Outstanding tax-supported debt shall not exceed $75 million.
Capital Improvement Fund Policy
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.
• 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.
Capital Improvement Fund Policy
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.
APPENDIX A
2003/4-2007/8 CAPITAL IMPROVEMENT PROGRAM
Appendix A-1
FIVE-YEAR SUMMARY BY DEPARTMENT AND FUNDING SOURCE
Appendix A-2
FIVE-YEAR SUMMARY BY FUNDING SOURCE
APPENDIX A-1
FIVE-YEAR SUMMARY BY DEPARTMENT AND FUNDING SOURCE
CAPITAL PLAN
City of Evanston, IL
DEPARTMENT
2003 thru 2007
Department 2003 2004 2005 2006 2007 Total
Economic Development 165,000 165,000 65,000 65,000 115,000 575,000
Environment 22,398,400 21,213,180 3,378,000 8,421,000 2,638,500 58,049,080
Information Technology 635,500 1,115,000 1,115,000 1,115,000 901,000 4,881,500
Other Improvements 395,100 450,000 450,000 50,000 50,000 1,395,100
Parks & Recreation 2,539,200 3,147,500 2,676,000 1,695,000 1,695,000 11,752,700
Public Buildings 1,194,000 24,227,500 780,000 535,000 3,466,100 30,202,600
Transportation 6,506,200 4,391,700 6,112,750 4,504,250 1,976,000 23,490,900
Total 33,833,400 54,709,880 14,576,750 16,385,250 10,841,600 130,346,880
2003 Projects by Department
Economic
Development,
$165,000
Transportation,
$6,506,200
Enviornment,
$22,398,400
Other
Improvements,
$395,100
Parks and
Recreation,
$2,539,200
Public Buildings,
$1,194,000
Information
Technology,
$635,500
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY DEPARTMENT & FUNDING SOURCE
2003 thru 2007
Department Project Priority 2003 2004 2005 2006 2007 Total
Economic Development
GO Bond Issuance Costs 6901 0 65,000 65,000 65,000 65,000 65,000 325,000
Westside Neighbors Planning Project 6925 0 100,000 100,000
Central Street Corridor Planning Project 6938 0 0 100,000 100,000
Neighborhood Economic Development 7027 0 50,000 50,000
Economic Development Total 165,000 165,000 65,000 65,000 115,000 575,000
Bonds - Property Tax Supported 165,000 165,000 65,000 65,000 115,000 575,000
Economic Development Total 165,000 165,000 65,000 65,000 115,000 575,000
Environment
Phase 6A Construction 01-14 0 675,000 675,000
ADA Renovations 01-15 2 200,000 200,000
Service Building Window Replacement 01-16 3 50,000 50,000
Main St. (Asbury - Dodge) 01-17 3 500,000 500,000
Repairs to 1895 Suction Well 01-18 0 200,000 200,000
Phase 9B Design 01-22 0 11,900 11,900
Phase 10B Design 01-24 0 16,500 16,500
Main Street (Dodge - McDaniel) 02-09 0 578,000 578,000
Emerson (Sheridan West 1/2 Block) 02-17 0 70,000 70,000
Grove (Dewey - Ashland) 02-20 0 157,500 157,500
Eng. Services Scrubber/Access and Garages 04-40 0 50,000 100,000 150,000
Garage 1 Foundation Repairs 04-41 0 50,000 50,000
Wash Water Return Flow Meter and Control Valve 04-42 0 50,000 50,000
North Standpipe Recirculating System 04-43 0 100,000 100,000
Low Lift Pumping Unit in Suction Well 04-44 0 50,000 750,000 800,000
Replacement of High Lift Meter 04-45 0 100,000 100,000
UPS System 04-46 0 60,000 60,000
Filter Gallery High Bay and Other Bldg Repairs 04-47 0 250,000 250,000
Filter Rehab (#19-#24) 04-55 0 1,100,000 1,100,000 2,200,000
Cell in Detention Basin (Additional) 04-56 0 2,000,000 1,806,000 3,806,000
Review of SCADA System 04-57 0 10,000 10,000
Phase 10C Construction 04-60 0 2,958,100 2,958,100
Phase 10C Construction Engineering 04-61 0 292,000 292,000
Catch Basins 1 0 100,000 100,000 100,000 100,000 100,000 500,000
Emergency Sewer Work 2 0 75,000 75,000 75,000 75,000 75,000 375,000
Greenwood (Hinman-Sheridan) Phase VIII 27 0 357,000 357,000
Sewer Lining 3 0 200,000 200,000 200,000 200,000 200,000 1,000,000
Monticello (Orrington-Ridge) Phase IX-A 39 0 187,000 187,000
Street Improvement Sewer Projects 4 0 300,000 300,000 300,000 300,000 300,000 1,500,000
Crain (Ridge - Sherman) Phase VIII 424 0 268,800 268,800
Ridge (Brummel-Dobson) 45 0 138,000 138,000
Low Lift #4 Engine Replacement 474 0 100,000 100,000
Filter Shop Expansion 477 0 150,000 150,000
Chemical Building Accessway 478 0 350,000 350,000
Croft Lane (Crain North) 480 0 39,100 39,100
Dempster (Judson - Forest) 481 0 115,000 115,000
Fowler (Dempster - Church) Phase X 482 0 438,000 438,000
Greenleaf (Hinman - Michigan) Phase X-A 484 0 283,500 283,500
Judson (Davis - Dempster) Phase X-A 485 0 325,000 325,000
Ridge (Greenwood - Crain) 487 0 253,000 253,000
Garages 52 0 625,000 625,000
Chlorine Scrubber 585 0 200,000 200,000
Phase 10A Construction 589 0 8,829,300 8,829,300
Phase 10A Construction Engineering 590 0 974,200 974,200
Phase 10B Construction Engineering 592 0 338,300 338,300
Phase 10B Construction 593 0 3,447,900 3,447,900
Water Meter Changeout/Radio System 60 0 100,000 100,000
Phase 8B Construction 601 0 2,808,800 2,808,800
Phase 8B Construction Engineering 602 0 225,000 225,000
Phase 9A Construction 606 0 6,385,600 6,385,600
Phase 9A Construction Engineering 607 0 694,600 694,600
Phase 9B Construction 608 0 2,729,100 2,729,100
Phase 9B Construction Engineering 609 0 325,100 325,100
Orrington (Monticello - Lincoln) Phase IX-A 616 0 352,000 352,000
Distribution Hydraulic Analysis 624 0 50,000 50,000
Phase 6B Construction 634 0 9,491,580 9,491,580
Phase 6B Construction Engineering 635 0 808,200 808,200
Environment Total 22,398,400 21,213,180 3,378,000 8,421,000 2,638,500 58,049,080
IEPA Loan Funds 17,931,700 16,286,213 2,925,100 37,143,013
Sewer Capital Fund 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Reserves 1,997,700 853,967 16,500 1,000,000 3,868,167
Water Fund - DI & E A/C 1,794,000 3,398,000 2,686,500 3,820,900 1,963,500 13,662,900
Environment Total 22,398,400 21,213,180 3,378,000 8,421,000 2,638,500 58,049,080
Information Technology
GIS Basemap Updating 04-01 0 50,000 15,000 15,000 15,000 15,000 110,000
Public Safety Radio Equipment Replacement 04-02 0 500,000 500,000 500,000 500,000 2,000,000
Property Standards Field Computers 561 0 36,000 36,000
Planned Technology Replacement Schedule 6910 0 335,500 350,000 350,000 350,000 350,000 1,735,500
City Network Infrastructure 6912 0 150,000 150,000 150,000 150,000 600,000
Financial/Human Resources Software System 7011 0 100,000 100,000 100,000 100,000 400,000
Information Technology Total 635,500 1,115,000 1,115,000 1,115,000 901,000 4,881,500
Bonds - Property Tax Supported 635,500 1,015,000 1,015,000 1,015,000 801,000 4,481,500
ETSB Funds 100,000 100,000 100,000 100,000 400,000
Information Technology Total 635,500 1,115,000 1,115,000 1,115,000 901,000 4,881,500
Other Improvements
Grant Writer 04-28 0 50,000 50,000 50,000 50,000 50,000 250,000
Contingency Fund 04-32 0 104,400 200,000 200,000 504,400
Emergency Project Reserves 04-33 0 100,000 200,000 200,000 500,000
Grant Match Fire 01 0 140,700 140,700
Other Improvements Total 395,100 450,000 450,000 50,000 50,000 1,395,100
Bonds - Property Tax Supported 296,600 450,000 450,000 50,000 50,000 1,296,600
Federal/State Grants 98,500 98,500
Other Improvements Total 395,100 450,000 450,000 50,000 50,000 1,395,100
Parks & Recreation
Crown Soccer Field Renovation & Irrigation System 01-31 0 200,900 200,900
Foster Park Soccer/Football Renovation/Irrigation 01-32 0 416,300 633,500 755,000 1,804,800
Crown Baseball/softball Renovation/Irrigation 01-33 0 522,600 522,600
Bent Park Tennis Court Renovation 01-35 0 122,200 122,200
Crown Park Tennis Court Renovation 01-37 0 338,300 338,300
Fitzsimmons Park Tennis Court Renovation 01-38 0 218,500 218,500
Crown Tennis Court Lighting Renovation 01-39 0 120,400 120,400
Bent Park Basketball Court Renovation 01-41 0 57,500 57,500
Clyde/Brummel Park Basketball Court Renovation 01-44 0 183,400 183,400
Larimer Park Basketball Court Renovation 01-46 0 57,500 57,500 Crown Park Improvements 01-49 0 225,100 718,500 220,000 1,163,600
Eiden Park Improvements 01-50 0 355,800 355,800
Gilbert Park Restoration 01-51 0 233,700 233,700
Monroe Tot Lot Improvements 01-53 0 116,800 116,800
Sargent Park Improvements 01-54 0 137,900 137,900
Smith Park Improvements 01-55 0 435,300 435,300
Dempster Street Beach Office 04-04 0 51,000 51,000
Target Area Parkway Tree Installations 04-06 0 23,000 23,000
Merrick Rose Garden 04-07 0 153,900 153,900
Lee Street Drinking Fountain Replacement 04-08 0 25,000 25,000
Cartwright Park 04-29 0 61,000 132,500 193,500
Beck Park Restoration 132 0 112,600 58,000 179,100 349,700
Eggleston Park Restoration 168 0 100,000 450,000 550,000
Ladd Arboretum - Capital Maintenance 189 0 25,000 25,000 25,000 25,000 25,000 125,000
Levinson Tot Lot Restoration 205 0 131,500 131,500
Lovelace Park Site Improvements 217 0 13,000 912,900 925,900
Mason Park Facility Rehab 220 0 150,000 369,000 226,000 745,000
Kelly Park Restoration 416 0 155,000 155,000
Shore Improvements 4688 0 30,000 30,000 30,000 30,000 30,000 150,000
Leahy Park Renovation 469 0 395,400 395,400
Mason Park Improvements 472 0 133,800 119,600 253,400
Ecology Center Driveway Improvements 506 0 45,000 45,000
Noyes Studio Upgrade Matching Program 6923 0 40,000 40,000 40,000 40,000 40,000 200,000
Park Furniture Replacement 6980 0 50,000 50,000 50,000 50,000 50,000 250,000
James Pk Soccer Fld Renovation/ Irrigation System 7031 0 189,300 195,000 206,900 591,200
Crown Center Systems Repair 7163 0 50,000 50,000 50,000 50,000 50,000 250,000
Fleetwood Jourdain Theater Rehab FJ 03 0 120,000 120,000
Parks & Recreation Total 2,539,200 3,147,500 2,676,000 1,695,000 1,695,000 11,752,700
Bonds - Property Tax Supported 1,693,900 2,125,000 1,675,000 1,675,000 1,675,000 8,843,900
CDBG Funds 405,500 1,002,500 981,000 2,389,000
Federal/State Grants 419,800 419,800
Private Sources 20,000 20,000 20,000 20,000 20,000 100,000
Parks & Recreation Total 2,539,200 3,147,500 2,676,000 1,695,000 1,695,000 11,752,700
Public Buildings
Security Cameras and Surveillance System 04-09 0 129,000 129,000
Art Center Coach House Apartments 04-12 0 200,000 200,000
Fleetwood Jourdain Roof Replacement 04-16 0 162,500 162,500
Police - Fire Headquarters Fixtures and Equipment 04-31 0 60,000 60,000
Clark St. Beach house Rehab 235 0 27,250 27,250
Dempster St. Beach House Rehab 236 0 29,000 29,000
Greenwood St. Beach House Rehab 237 0 27,250 27,250
Lee St. Beach House Rehab 238 0 27,250 27,250
Light House Fog House Rehab 239 0 104,200 104,200
Evanston Art Center Asbestos R&R 267 0 100,000 100,000
Fire Station #5 Renovation 290 0 1,605,000 1,605,000
Lighthouse Beach House Repairs 294 0 14,250 14,250
Emergency Generator 295 0 50,000 50,000
Long Range Bldg. System Analysis 296 0 35,000 35,000
ADA Improvements 361 0 0 75,000 75,000 75,000 225,000
Relocation of South Branch 610 0 596,900 596,900
Civic Center 2000+ 638 0 23,000,000 23,000,000
Service Center Roof SC 02-01 0 720,000 720,000
Service Center Parking Deck Repairs SC 04-18 0 185,000 185,000
Service Center Entrance Doors SC 04-19 0 62,000 62,000
Service Center Air Conditioning SC 04-20 0 225,000 225,000
Service Centr Building Sealing SC 04-21 0 43,000 43,000
Service Center Exterior Lighting SC 04-22 0 32,000 32,000
Service Center Assessment SC 04-37 0 50,000 50,000
Service Ctr. Computer Energy Mgmt. System SC 310 0 60,000 60,000
Service Center Fire Suppression System SC 314 0 150,000 150,000
Service Center Fleet Services Door SC 316 0 25,000 25,000
Service Center Painting-Exterior/Interior SC 321 0 35,000 35,000 40,000 110,000
Service Center Retaining Wall Replacement SC 323 0 220,000 220,000
Vehicle Wash SC 413 0 240,000 240,000
Serv. Ctr. Overhead Door Replacement SC 576 0 460,000 460,000 460,000 1,380,000
Service Center D-Building Sprinkler System SC 6926 0 115,000 115,000
Service Center Salt Dome Replacement SC 6929 0 83,000 83,000
Service Center Doors and Security System SC 7043 0 30,000 15,000 20,000 65,000
Service Ctr. D-Building Ventilation Improv SC 7070 0 45,000 45,000
Public Buildings Total 1,194,000 24,227,500 780,000 535,000 3,466,100 30,202,600
Bonds - Property Tax Supported 1,194,000 24,227,500 595,000 535,000 3,466,100 30,017,600
Parking Fund Annual Budget 185,000 185,000
Public Buildings Total 1,194,000 24,227,500 780,000 535,000 3,466,100 30,202,600
Transportation
Accessible Curb Program 01-01 0 90,000 90,000
McCormick Blvd. Phase I & II Engineering 01-04 0 250,000 250,000
Chicago Ave. Bridge Over Skokie Swift 01-05 0 40,000 40,000
Engineering Services 04-23 0 200,000 200,000 200,000 200,000 200,000 1,000,000
Traffic Calming 04-25 0 100,000 100,000 100,000 100,000 100,000 500,000
Bike Plan Implementation (Streets Portion) 04-26 0 20,000 121,700 170,000 40,500 352,200
Viaduct Screening 04-27 0 50,000 50,000
MFT Street Resurfacing 04-50 0 1,200,000 1,200,000
Oakton Street Bridge Replacement 04-51 0 15,000 15,000
Church St. Boat Ramp Resurfacing 106 0 60,000 60,000
James Park Resurfacing of Parking Lot 107 0 61,000 61,000
Alley Paving Program 114 0 400,000 1,000,000 1,000,000 1,000,000 1,000,000 4,400,000
Alley Paving Program (Assessment Asst.) 116 0 180,000 180,000
Alley Resurfacing (CDBG Target Area) 119 0 85,000 85,000
Block Curb/Sidewalk Replacement 121 0 90,000 90,000
Replacement of Fleet Service Vehicles 359 0 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Pole Painting and Repair 376 0 30,000 30,000 60,000
Traffic Signal Design and Construction 378 0 375,000 250,000 250,000 250,000 250,000 1,375,000
Asbury Ave. Bridge over the CTA Skokie Swift 584 0 120,000 120,000
Ridge Ave. Signal Interconnect 625 0 350,000 350,000
Downtown Brick Repair 6922 0 25,000 25,000 25,000 25,000 25,000 125,000
Street improvements 6947 0 500,000 500,000 500,000 500,000 2,000,000
Traffic Signal Maintenance and Upgrades 7036 0 250,000 250,000 280,000 280,000 1,060,000
Chicago Avenue Streetscape - Design & Eng. 7086 0 390,000 390,000
50/50 Curb and Sidewalk Replacement 7089 0 150,000 150,000 150,000 150,000 150,000 750,000
Block Curb Replacement 7169 0 100,000 100,000 100,000 100,000 100,000 500,000
Street Light Upgrade Program 7170 0 300,000 500,000 500,000 1,300,000
CMAQ Grant Request CMAQ 03 0 125,000 1,500,000 1,625,000
Transportation Total 6,506,200 4,391,700 6,112,750 4,504,250 1,976,000 23,490,900
Bonds - GO/Special Assessment 200,000 500,000 500,000 500,000 500,000 2,200,000
Bonds - Property Tax Supported 2,515,000 2,771,700 3,025,000 2,095,500 1,426,000 11,833,200
CDBG Funds 445,000 445,000
Federal/State Grants 1,200,000 1,200,000
Fleet Services Fund 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Motor Fuel Tax (MFT) 2,100,000 2,100,000
Private Sources 50,000 50,000 50,000 50,000 50,000 250,000
Transportation Total 6,506,200 4,391,700 6,112,750 4,504,250 1,976,000 23,490,900
APPENDIX A-2
SUMMARY OF PROJECT BY FUNDING SOURCE
Capital Projects by Funding Source
General Obligation
Bonds, $6,700,000 ,
19.80%
CDBG Funds,
$850,500 , 2.51%
Federal & State
Grants, $518,300 ,
1.53%
Private Sources,
$70,000 , 0.21%
Sewer Capital ,
$675,000 , 2.00%
Sewer Reserves,
$1,997,700 , 5.90%
Motor Fuel Tax,
$2,100,000 , 6.21%
Water Fund,
$1,794,000 , 5.30%
Fleet Service Fund,
$1,196,200 , 3.54%
IEPA Loans,
$17,931,700 , 53.00%
CAPITAL PLAN
City of Evanston, IL
PROJECTS BY FUNDING SOURCE
2003 thru 2007
Source Project Priority 2003 2004 2005 2006 2007 Total
Bonds - GO/Special Assessment Alley Paving Program 114 0 200,000 500,000 500,000 500,000 500,000 2,200,000
Bonds - GO/Special Assessment 200,000 500,000 500,000 500,000 500,000 2,200,000
Bonds - Property Tax Supported Crown Soccer Field Renovation & Irrigation System 01-31 0 200,900 200,900
Foster Park Soccer/Football Renovation/Irrigation 01-32 0 183,800 183,800
Crown Baseball/softball Renovation/Irrigation 01-33 0 522,600 522,600
Bent Park Tennis Court Renovation 01-35 0 122,200 122,200
Crown Park Tennis Court Renovation 01-37 0 338,300 338,300
Fitzsimmons Park Tennis Court Renovation 01-38 0 218,500 218,500
Crown Tennis Court Lighting Renovation 01-39 0 120,400 120,400
Bent Park Basketball Court Renovation 01-41 0 57,500 57,500
Clyde/Brummel Park Basketball Court Renovation 01-44 0 41,300 41,300
Larimer Park Basketball Court Renovation 01-46 0 57,500 57,500
Crown Park Improvements 01-49 0 225,100 718,500 220,000 1,163,600
Eiden Park Improvements 01-50 0 355,800 355,800
Gilbert Park Restoration 01-51 0 233,700 233,700
Monroe Tot Lot Improvements 01-53 0 116,800 116,800
Sargent Park Improvements 01-54 0 137,900 137,900
Smith Park Improvements 01-55 0 435,300 435,300
GIS Basemap Updating 04-01 0 50,000 15,000 15,000 15,000 15,000 110,000
Public Safety Radio Equipment Replacement 04-02 0 400,000 400,000 400,000 400,000 1,600,000
Dempster Street Beach Office 04-04 0 51,000 51,000
Chandler Center Improvements 04-05 0 0 0
Merrick Rose Garden 04-07 0 153,900 153,900
Lee Street Drinking Fountain Replacement 04-08 0 25,000 25,000
Security Cameras and Surveillance System 04-09 0 129,000 129,000
Art Center Coach House Apartments 04-12 0 200,000 200,000
Fleetwood Jourdain Roof Replacement 04-16 0 162,500 162,500
Engineering Services 04-23 0 200,000 200,000 200,000 200,000 200,000 1,000,000
Traffic Calming 04-25 0 100,000 100,000 100,000 100,000 100,000 500,000
Bike Plan Implementation (Streets Portion) 04-26 0 20,000 121,700 170,000 40,500 352,200
Viaduct Screening 04-27 0 50,000 50,000
Grant Writer 04-28 0 50,000 50,000 50,000 50,000 50,000 250,000
Cartwright Park 04-29 0 61,000 132,500 193,500
Police - Fire Headquarters Fixtures and Equipment 04-31 0 60,000 60,000
Contingency Fund 04-32 0 104,400 200,000 200,000 504,400
Emergency Project Reserves 04-33 0 100,000 200,000 200,000 500,000
Church St. Boat Ramp Resurfacing 106 0 60,000 60,000
James Park Resurfacing of Parking Lot 107 0 61,000 61,000
Alley Paving Program 114 0 200,000 500,000 500,000 500,000 500,000 2,200,000
Beck Park Restoration 132 0 112,600 58,000 179,100 349,700
Eggleston Park Restoration 168 0 100,000 450,000 550,000
Ladd Arboretum - Capital Maintenance 189 0 25,000 25,000 25,000 25,000 25,000 125,000
Levinson Tot Lot Restoration 205 0 131,500 131,500
Lovelace Park Site Improvements 217 0 13,000 912,900 925,900
Clark St. Beach house Rehab 235 0 27,250 27,250
Dempster St. Beach House Rehab 236 0 29,000 29,000
Greenwood St. Beach House Rehab 237 0 27,250 27,250
Lee St. Beach House Rehab 238 0 27,250 27,250
Light House Fog House Rehab 239 0 104,200 104,200
Evanston Art Center Asbestos R&R 267 0 100,000 100,000
Fire Station #5 Renovation 290 0 1,605,000 1,605,000
Lighthouse Beach House Repairs 294 0 14,250 14,250
Emergency Generator 295 0 50,000 50,000
Long Range Bldg. System Analysis 296 0 35,000 35,000
ADA Improvements 361 0 0 75,000 75,000 75,000 225,000
Pole Painting and Repair 376 0 30,000 30,000 60,000
Traffic Signal Design and Construction 378 0 250,000 250,000 250,000 250,000 250,000 1,250,000
Kelly Park Restoration 416 0 155,000 155,000
Shore Improvements 4688 0 30,000 30,000 30,000 30,000 30,000 150,000
Leahy Park Renovation 469 0 117,700 117,700
Mason Park Improvements 472 0 133,800 119,600 253,400
Ecology Center Driveway Improvements 506 0 45,000 45,000
Property Standards Field Computers 561 0 36,000 36,000
Relocation of South Branch 610 0 596,900 596,900
Megowan Park Renovation 630 0 0 0
Civic Center 2000+ 638 0 23,000,000 23,000,000
GO Bond Issuance Costs 6901 0 65,000 65,000 65,000 65,000 65,000 325,000
Planned Technology Replacement Schedule 6910 0 335,500 350,000 350,000 350,000 350,000 1,735,500
City Network Infrastructure 6912 0 150,000 150,000 150,000 150,000 600,000
Downtown Brick Repair 6922 0 25,000 25,000 25,000 25,000 25,000 125,000
Noyes Studio Upgrade Matching Program 6923 0 20,000 20,000 20,000 20,000 20,000 100,000
Westside Neighbors Planning Project 6925 0 100,000 100,000
Central Street Corridor Planning Project 6938 0 0 100,000 100,000
Street improvements 6947 0 500,000 500,000 500,000 500,000 2,000,000
Park Furniture Replacement 6980 0 50,000 50,000 50,000 50,000 50,000 250,000
Financial/Human Resources Software System 7011 0 100,000 100,000 100,000 100,000 400,000
Neighborhood Economic Development 7027 0 50,000 50,000
James Pk Soccer Fld Renovation/ Irrigation System 7031 0 189,300 195,000 206,900 591,200
Traffic Signal Maintenance and Upgrades 7036 0 250,000 250,000 280,000 280,000 1,060,000
Chicago Avenue Streetscape - Design & Eng. 7086 0 390,000 390,000
50/50 Curb and Sidewalk Replacement 7089 0 100,000 100,000 100,000 100,000 100,000 500,000
Crown Center Systems Repair 7163 0 50,000 50,000 50,000 50,000 50,000 250,000
Block Curb Replacement 7169 0 100,000 100,000 100,000 100,000 100,000 500,000
Street Light Upgrade Program 7170 0 300,000 500,000 500,000 1,300,000
CMAQ Grant Request CMAQ 03 0 125,000 300,000 425,000
Grant Match Fire 01 0 42,200 42,200
Fleetwood Jourdain Theater Rehab FJ 03 0 120,000 120,000
Service Center Roof SC 02-01 0 720,000 720,000
Service Center Entrance Doors SC 04-19 0 62,000 62,000
Service Center Air Conditioning SC 04-20 0 225,000 225,000
Service Centr Building Sealing SC 04-21 0 43,000 43,000
Service Center Exterior Lighting SC 04-22 0 32,000 32,000
Service Center Assessment SC 04-37 0 50,000 50,000
Service Ctr. Computer Energy Mgmt. System SC 310 0 60,000 60,000
Service Center Fire Suppression System SC 314 0 150,000 150,000
Service Center Fleet Services Door SC 316 0 25,000 25,000
Service Center Painting-Exterior/Interior SC 321 0 35,000 35,000 40,000 110,000
Service Center Retaining Wall Replacement SC 323 0 220,000 220,000
Vehicle Wash SC 413 0 240,000 240,000
Serv. Ctr. Overhead Door Replacement SC 576 0 460,000 460,000 460,000 1,380,000
Service Center D-Building Sprinkler System SC 6926 0 115,000 115,000
Service Center Salt Dome Replacement SC 6929 0 83,000 83,000
Service Center Doors and Security System SC 7043 0 30,000 15,000 20,000 65,000
Service Ctr. D-Building Ventilation Improv SC 7070 0 45,000 45,000
Bonds - Property Tax Supported Total 6,500,000 30,754,200 6,825,000 5,435,500 7,533,100 57,047,800
CDBG Funds Accessible Curb Program 01-01 0 90,000 90,000
Foster Park Soccer/Football Renovation/Irrigation 01-32 0 232,500 633,500 755,000 1,621,000
Target Area Parkway Tree Installations 04-06 0 23,000 23,000
Alley Paving Program (Assessment Asst.) 116 0 180,000 180,000
Alley Resurfacing (CDBG Target Area) 119 0 85,000 85,000
Block Curb/Sidewalk Replacement 121 0 90,000 90,000
Mason Park Facility Rehab 220 0 150,000 369,000 226,000 745,000
CDBG Funds Total 850,500 1,002,500 981,000 2,834,000
ETSB Funds Public Safety Radio Equipment Replacement 04-02 0 100,000 100,000 100,000 100,000 400,000
ETSB Funds Total 100,000 100,000 100,000 100,000 400,000
Federal/State Grants Clyde/Brummel Park Basketball Court Renovation 01-44 0 142,100 142,100
Leahy Park Renovation 469 0 277,700 277,700
CMAQ Grant Request CMAQ 03 0 1,200,000 1,200,000
Grant Match Fire 01 0 98,500 98,500
Federal/State Grants Total 518,300 1,200,000 1,718,300
Fleet Services Fund Replacement of Fleet Service Vehicles 359 0 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Fleet Services Fund Total 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
IEPA Loan Funds Phase 10C Construction 04-60 0 2,662,300 2,662,300
Phase 10C Construction Engineering 04-61 0 262,800 262,800
Phase 10A Construction 589 0 7,946,400 7,946,400
Phase 10A Construction Engineering 590 0 882,800 882,800
Phase 10B Construction Engineering 592 0 304,500 304,500
Phase 10B Construction 593 0 3,103,100 3,103,100
Phase 8B Construction 601 0 2,527,900 2,527,900
Phase 8B Construction Engineering 602 0 202,500 202,500
Phase 9A Construction 606 0 5,747,000 5,747,000
Phase 9A Construction Engineering 607 0 625,100 625,100
Phase 9B Construction 608 0 2,592,600 2,592,600
Phase 9B Construction Engineering 609 0 308,800 308,800
Phase 6B Construction 634 0 9,197,213 9,197,213
Phase 6B Construction Engineering 635 0 780,000 780,000
IEPA Loan Funds Total 17,931,700 16,286,213 2,925,100 37,143,013
Motor Fuel Tax (MFT) McCormick Blvd. Phase I & II Engineering 01-04 0 250,000 250,000
Chicago Ave. Bridge Over Skokie Swift 01-05 0 40,000 40,000
MFT Street Resurfacing 04-50 0 1,200,000 1,200,000
Oakton Street Bridge Replacement 04-51 0 15,000 15,000
Traffic Signal Design and Construction 378 0 125,000 125,000
Asbury Ave. Bridge over the CTA Skokie Swift 584 0 120,000 120,000
Ridge Ave. Signal Interconnect 625 0 350,000 350,000
Motor Fuel Tax (MFT) Total 2,100,000 2,100,000
Parking Fund Annual Budget Service Center Parking Deck Repairs SC 04-18 0 185,000 185,000
Parking Fund Annual Budget 185,000 185,000
Private Sources Noyes Studio Upgrade Matching Program 6923 0 20,000 20,000 20,000 20,000 20,000 100,000
50/50 Curb and Sidewalk Replacement 7089 0 50,000 50,000 50,000 50,000 50,000 250,000
Private Sources Total 70,000 70,000 70,000 70,000 70,000 350,000
Sewer Capital Fund Catch Basins 1 0 100,000 100,000 100,000 100,000 100,000 500,000
Emergency Sewer Work 2 0 75,000 75,000 75,000 75,000 75,000 375,000
Sewer Lining 3 0 200,000 200,000 200,000 200,000 200,000 1,000,000
Street Improvement Sewer Projects 4 0 300,000 300,000 300,000 300,000 300,000 1,500,000
Sewer Capital Fund Total 675,000 675,000 675,000 675,000 675,000 3,375,000
Sewer Reserves Phase 6A Construction 01-14 0 675,000 675,000
Phase 9B Design 01-22 0 11,900 11,900
Phase 10B Design 01-24 0 16,500 16,500
Phase 10C Construction 04-60 0 295,800 295,800
Phase 10C Construction Engineering 04-61 0 29,200 29,200
Phase 10A Construction 589 0 882,900 882,900
Phase 10A Construction Engineering 590 0 91,400 91,400
Phase 10B Construction Engineering 592 0 33,800 33,800
Phase 10B Construction 593 0 344,800 344,800
Phase 8B Construction 601 0 280,900 280,900
Phase 8B Construction Engineering 602 0 22,500 22,500
Phase 9A Construction 606 0 638,600 638,600
Phase 9A Construction Engineering 607 0 69,500 69,500
Phase 9B Construction 608 0 136,500 136,500
Phase 9B Construction Engineering 609 0 16,300 16,300
Phase 6B Construction 634 0 294,367 294,367
Phase 6B Construction Engineering 635 0 28,200 28,200
Sewer Reserves Total 1,997,700 853,967 16,500 1,000,000 3,868,167
Water Fund - DI & E A/C ADA Renovations 01-15 2 200,000 200,000
Service Building Window Replacement 01-16 3 50,000 50,000
Main St. (Asbury - Dodge) 01-17 3 500,000 500,000
Repairs to 1895 Suction Well 01-18 0 200,000 200,000
Main Street (Dodge - McDaniel) 02-09 0 578,000 578,000
Emerson (Sheridan West 1/2 Block) 02-17 0 70,000 70,000
Grove (Dewey - Ashland) 02-20 0 157,500 157,500
Eng. Services Scrubber/Access and Garages 04-40 0 50,000 100,000 150,000
Garage 1 Foundation Repairs 04-41 0 50,000 50,000
Source Project Priority 2003 2004 2005 2006 2007 Total
Wash Water Return Flow Meter and Control Valve 04-42 0 50,000 50,000
North Standpipe Recirculating System 04-43 0 100,000 100,000
Low Lift Pumping Unit in Suction Well 04-44 0 50,000 750,000 800,000
Replacement of High Lift Meter 04-45 0 100,000 100,000
UPS System 04-46 0 60,000 60,000
Filter Gallery High Bay and Other Bldg Repairs 04-47 0 250,000 250,000
Filter Rehab (#19-#24) 04-55 0 1,100,000 1,100,000 2,200,000
Cell in Detention Basin (Additional) 04-56 0 2,000,000 1,806,000 3,806,000
Review of SCADA System 04-57 0 10,000 10,000
Greenwood (Hinman-Sheridan) Phase VIII 27 0 357,000 357,000
Monticello (Orrington-Ridge) Phase IX-A 39 0 187,000 187,000
Crain (Ridge - Sherman) Phase VIII 424 0 268,800 268,800
Ridge (Brummel-Dobson) 45 0 138,000 138,000
Low Lift #4 Engine Replacement 474 0 100,000 100,000
Filter Shop Expansion 477 0 150,000 150,000
Chemical Building Accessway 478 0 350,000 350,000
Croft Lane (Crain North) 480 0 39,100 39,100
Dempster (Judson - Forest) 481 0 115,000 115,000
Fowler (Dempster - Church) Phase X 482 0 438,000 438,000
Greenleaf (Hinman - Michigan) Phase X-A 484 0 283,500 283,500
Judson (Davis - Dempster) Phase X-A 485 0 325,000 325,000
Ridge (Greenwood - Crain) 487 0 253,000 253,000
Garages 52 0 625,000 625,000
Chlorine Scrubber 585 0 200,000 200,000
Water Meter Changeout/Radio System 60 0 100,000 100,000
Orrington (Monticello - Lincoln) Phase IX-A 616 0 352,000 352,000
Distribution Hydraulic Analysis 624 0 50,000 50,000
Water Fund - DI & E A/C Total 1,794,000 3,398,000 2,686,500 3,820,900 1,963,500 13,662,900
GRAND TOTAL 33,833,400 54,709,880 14,576,750 16,385,250 10,841,600 130,346,880
50/50 Curb and Sidewalk Replacement 100,000.00$
Alley Paving Program 200,000.00$
Alley Paving Program 200,000.00$
Art Center Coach House Apartments 200,000.00$
Bike Plan Implementation (Streets Portion) 20,000.00$
Block Curb Replacement 100,000.00$
Cartwright Park 61,000.00$
Chicago Avenue Streetscape - Design & Eng. 390,000.00$
City Network Infrastructure 150,000.00$
Clyde/Brummel Park Basketball Court Renovation 41,300.00$
Contingency Fund 104,400.00$
Crown Center Systems Repair 50,000.00$
Dempster Street Beach Office 51,000.00$
Downtown Brick Repair 25,000.00$
Ecology Center Driveway Improvements 45,000.00$
Eggleston Park Restoration 100,000.00$
Emergency Project Reserves 100,000.00$
Engineering Services 200,000.00$
Financial/Human Resources Software System 100,000.00$
Fitzsimmons Park Tennis Court Renovation 218,500.00$
Fleetwood Jourdain Theater Rehab 120,000.00$
Foster Park Soccer/Football Renovation/Irrigation 183,800.00$
Gilbert Park Restoration 233,700.00$
GIS Basemap Updating 50,000.00$
GO Bond Issuance Costs 65,000.00$
Grant Match 42,200.00$
Grant Writer 50,000.00$
Kelly Park Restoration 155,000.00$
Ladd Arboretum - Capital Maintenance 25,000.00$
Leahy Park Renovation 117,700.00$
Lee Street Drinking Fountain Replacement 25,000.00$
Lovelace Park Site Improvements 13,000.00$
Merrick Rose Garden 153,900.00$
Noyes Studio Upgrade Matching Program 20,000.00$
Park Furniture Replacement 50,000.00$
Planned Technology Replacement Schedule 335,500.00$
Pole Painting and Repair 30,000.00$
Police - Fire Headquarters Fixtures and Equipment 60,000.00$
Security Cameras and Surveillance System 129,000.00$
Service Center Air Conditioning 225,000.00$
Service Center Assessment 50,000.00$
Service Center D-Building Sprinkler System 115,000.00$
Service Center Doors and Security System 30,000.00$
Service Center Entrance Doors 62,000.00$
Service Center Exterior Lighting 32,000.00$
Service Center Fleet Services Door 25,000.00$
Service Center Painting-Exterior/Interior 35,000.00$
Service Center Salt Dome Replacement 83,000.00$
Service Centr Building Sealing 43,000.00$
Service Ctr. Computer Energy Mgmt. System 60,000.00$
Service Ctr. D-Building Ventilation Improv 45,000.00$
Shore Improvements 30,000.00$
Street improvements 500,000.00$
Street Light Upgrade Program 300,000.00$
Traffic Calming 100,000.00$
Traffic Signal Design and Construction 250,000.00$
Traffic Signal Maintenance and Upgrades 250,000.00$
Viaduct Screening 50,000.00$
Westside Neighbors Planning Project 100,000.00$
6,700,000.00$
2003-2004 Capital Budget General Obligation Bonds
APPENDIX B
2003- 2004 CAPITAL IMPROVEMENT PROGRAM
Appendix B-1
2003-2004 Capital Budget
Project Descriptions
APPENDIX B-1
2003-04 CAPITAL BUDGET
PROJECT DESCRIPTIONS
Project # 6901
Project Name GO Bond Issuance Costs
Managing Dept. - Finance
Major Source - Bonds - Property Tax Supported
Description:
Costs associated with the issuance of approximately $4 million in GO Bonds.
Expenditure 2003 2004 2005 2006 2007 Total Other 65,000 65,000 65,000 65,000 65,000 325,000
Total 65,000 65,000 65,000 65,000 65,000 325,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 65,000 65,000 65,000 65,000 65,000 325,000
Total 65,000 65,000 65,000 65,000 65,000 325,000
Project # 6925
Project Name Westside Neighbors Planning Project
Managing Dept. - CMO/Info Sys
Major Source - Bonds - Property Tax Supported
Description:
The five-year plan provides funding to study neighborhood districts and develop a comprehensive plan.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 100,000 100,000
Total 100,000 100,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 100,000
Total 100,000 100,000
Project # 01-22
Project Name Phase 9B Design Managing Dept. - Sewer Dept
Major Source - Bonds – Sewer
Description:
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 11,900 11,900
Total 11,900 11,900
Funding Sources 2003 2004 2005 2006 2007 Total Sewer Reserves 11,900 11,900
Total 11,900 11,900
Project # 02-17
Project Name Emerson (Sheridan West 1/2 Block) Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Other 70,000 70,000
Total 70,000 70,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 70,000 70,000
Total 70,000 70,000
Project # 04-40
Project Name Eng. Services Scrubber/Access and Garages Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 50,000 100,000 150,000
Total 50,000 100,000 150,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 50,000 100,000 150,000
Total 50,000 100,000 150,000
Project # 04-41
Project Name Garage 1 Foundation Repairs Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Construction 50,000 50,000
Total 50,000 50,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 50,000 50,000
Total 50,000 50,000
Project # 04-42
Project Name Wash Water Return Flow Meter and Control Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 50,000 50,000
Total 50,000 50,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 50,000 50,000
Total 50,000 50,000
Project # 04-43
Project Name North Standpipe Re-circulating System Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 100,000 100,000
Total 100,000 100,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 100,000 100,000
Total 100,000 100,000
Project # 04-44
Project Name Low Lift Pumping Unit in Suction Well Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 50,000 750,000 800,000
Total 50,000 750,000 800,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 50,000 750,000 800,000
Total 50,000 750,000 800,000
Project # 04-45
Project Name Replacement of High Lift Meter Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 100,000 100,000
Total 100,000 100,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 100,000 100,000
Total 100,000 100,000
Project # 04-46
Project Name UPS System Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 60,000 60,000
Total 60,000 60,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 60,000 60,000
Total 60,000 60,000
Project # 04-47
Project Name Filter Gallery High Bay and Other Bldg Repairs Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Expenditure 2003 2004 2005 2006 2007 Total Construction 250,000 250,000
Total 250,000 250,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 250,000 250,000
Total 250,000 250,000
Project # 1
Project Name Catch Basins Managing Dept. - Sewer Dept
Major Source - Sewer Capital Fund
Description:
This project involves the replacement of deteriorated catch basins. At an individual cost of about $3,500, this
allocation will cover the replacement of about 28 catch basins per year.
Justification:
Deteriorated catch basins need to be replaced to keep the sewer system functioning properly.
Expenditure 2003 2004 2005 2006 2007 Total Construction 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Funding Sources 2003 2004 2005 2006 2007 Total Sewer Capital Fund 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Project # 2
Project Name Emergency Sewer Work Managing Dept. - Sewer Dept
Major Source - Sewer Capital Fund
Description:
This project allocation provides funds to cover emergency situations which arise.
Justification:
This enables repair work to be done on a timely basis, thus reducing future problems.
Expenditure 2003 2004 2005 2006 2007 Total Construction 75,000 75,000 75,000 75,000 75,000 375,000
Total 75,000 75,000 75,000 75,000 75,000 375,000
Funding Sources 2003 2004 2005 2006 2007 Total Sewer Capital Fund 75,000 75,000 75,000 75,000 75,000 375,000
Total 75,000 75,000 75,000 75,000 75,000 375,000
Project # 3
Project Name Sewer Lining Managing Dept. - Sewer Dept
Major Source - Sewer Capital Fund
Description:
This project involves repairing deteriorated sewers through lining, thereby eliminating the inconvenience
experienced by street excavation. Sections of sewer are selected for this process based on the results of TV
inspection contracts where the sewer systems have been videotaped, deteriorated sections identified and then
included in contract work for lining.
Justification:
While the cost per foot is not much different from open cut repair methods, the convenience of repair without
excavation is a reason for continuing this method of sewer replacement.
Expenditure 2003 2004 2005 2006 2007 Total Construction 200,000 200,000 200,000 200,000 200,000 1,000,000
Total 200,000 200,000 200,000 200,000 200,000 1,000,000
Funding Sources 2003 2004 2005 2006 2007 Total Sewer Capital Fund 200,000 200,000 200,000 200,000 200,000 1,000,000
Total 200,000 200,000 200,000 200,000 200,000 1,000,000
Project # 39
Project Name Monticello (Orrington-Ridge) Phase IX-A Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
850' of 12" water main.
Expenditure 2003 2004 2005 2006 2007 Total Other 187,000 187,000
Total 187,000 187,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 187,000 187,000
Total 187,000 187,000
Project # 4
Project Name Street Improvement Sewer Projects Managing Dept. - Sewer Dept
Major Source - Sewer Capital Fund
Description:
Provides funding for sewer improvements coordinated to take place with street improvements.
Justification:
This project saves money by coordinating sewer improvements with scheduled street improvements. It also
minimizes the amount of time neighborhood traffic is disrupted.
Expenditure 2003 2004 2005 2006 2007 Total Construction 300,000 300,000 300,000 300,000 300,000 1,500,000
Total 300,000 300,000 300,000 300,000 300,000 1,500,000
Funding Sources 2003 2004 2005 2006 2007 Total Sewer Capital Fund 300,000 300,000 300,000 300,000 300,000 1,500,000
Total 300,000 300,000 300,000 300,000 300,000 1,500,000
Project # 485
Project Name Judson (Davis - Dempster) Phase X-A Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
550' of 8" water main.
Expenditure 2003 2004 2005 2006 2007 Total Other 325,000 325,000
Total 325,000 325,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 325,000 325,000
Total 325,000 325,000
Project # 589
Project Name Phase 10A Construction Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Phase 10A of the Long Range Sewer Improvement Program involves the installation of the relief sewer system and
restrictors in the area bounded by Dempster, Sheridan, South Blvd., and Chicago Avenue.
Justification:
This long range sewer improvement plan is designed to mitigate basement flooding in Evanston. Portions of the
City's existing sewer system are 100 years old.
Expenditure 2003 2004 2005 2006 2007 Total Construction 8,829,300 8,829,300
Total 8,829,300 8,829,300
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 7,946,400 7,946,400 Sewer Reserves 882,900 882,900
Total 8,829,300 8,829,300
Project # 590
Project Name Phase 10A Construction Engineering Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Provides for engineering services during the construction of Phase 10A of the Long Range Sewer Improvement
Program.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 974,200 974,200
Total 974,200 974,200
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 882,800 882,800 Sewer Reserves 91,400 91,400
Total 974,200 974,200
Project # 60
Project Name Water Meter Changeout/Radio System Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
Provides for the conversion of the existing water metering system to radio technology to improve meter reading
accuracy, billing and customer service. This project has been funded in three phases. The project provides for the
installation of radio transmission units on existing water meters as well as the replacement of older water meters
when necessary. The meter readings are then transmitted twice per day to data collectors (receivers) that are located
on 6 to 12 buildings in the city. These collector units include a cellular phone which transmits the meter readings
each night to a computer server located at the water plant.
Justification:
The conversion of the existing water metering system to radio technology will improve meter reading accuracy,
billing and customer service.
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 100,000 100,000
Total 100,000 100,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 100,000 100,000
Total 100,000 100,000
Project # 601
Project Name Phase 8B Construction Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Phase 8B of the Long Range Sewer Improvement Program involves the installation of relief sewers on Maple Ave.
Between Greenwood and Davis and on Sheridan Road between University Place and Lake Street.
Justification:
This long range sewer improvement plan is designed to mitigate basement flooding in Evanston. Portions of the
City's existing sewer system are 100 years old.
Expenditure 2003 2004 2005 2006 2007 Total Construction 2,808,800 2,808,800
Total 2,808,800 2,808,800
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 2,527,900 2,527,900 Sewer Reserves 280,900 280,900
Total 2,808,800 2,808,800
Project # 602
Project Name Phase 8B Construction Engineering Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Provides for engineering services during the construction of Phase 8B of the Long Range Sewer Improvement
Program.
Justification:
Construction engineering services are necessary to ensure that the sewer system improvements are constructed
properly.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 225,000 225,000
Total 225,000 225,000
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 202,500 202,500 Sewer Reserves 22,500 22,500 Total 225,000 225,000
Project # 606
Project Name Phase 9A Construction Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Phase 9A of the Long Range Sewer Improvement Plan involves the installation of the relief sewer system to serve
the area bounded by Isabella, Sheridan, Colfax and the North Shore Channel.
Justification:
This long range sewer improvement plan is designed to mitigate basement flooding in Evanston. Portions of the
City's existing sewer system are 100 years old.
Expenditure 2003 2004 2005 2006 2007 Total Construction 6,385,600 6,385,600
Total 6,385,600 6,385,600
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 5,747,000 5,747,000 Sewer Reserves 638,600 638,600 Total 6,385,600 6,385,600
Project # 607
Project Name Phase 9A Construction Engineering Managing Dept. - Sewer Dept
Major Source - IEPA Loan Funds
Description:
Provides for engineering services during the construction of Phase 9A of the Long Range Sewer Improvement
Program.
Justification:
Construction engineering services are necessary to ensure that the sewer system improvements are constructed
properly.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 694,600 694,600
Total 694,600 694,600
Funding Sources 2003 2004 2005 2006 2007 Total IEPA Loan Funds 625,100 625,100 Sewer Reserves 69,500 69,500 Total 694,600 694,600
Project # 616
Project Name Orrington (Monticello - Lincoln) Phase IX-A Managing Dept. - Water Dept.
Major Source - Water Fund - DI & E A/C
Description:
1600' of 12" water main.
Expenditure 2003 2004 2005 2006 2007 Total Other 352,000 352,000
Total 352,000 352,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 352,000 352,000
Total 352,000 352,000
Project # 624
Project Name Distribution Hydraulic Analysis Managing Dept. - Water Dept.
Major Source - Water Fund Di E A/C
Description:
Project will provide funds to hire an engineering firm to prepare an hydraulic analysis of the water distribution
system. The last analysis was done in 1987. This study will provide essential information on our water distribution
systems' ability.
Expenditure 2003 2004 2005 2006 2007 Total Other 50,000 50,000
Total 50,000 50,000
Funding Sources 2003 2004 2005 2006 2007 Total Water Fund - DI & E A/C 50,000 50,000
Total 50,000 50,000
Project # 04-01
Project Name GIS Basemap Updating Managing Dept. - CMO/Info Sys
Major Source - Bonds - Property Tax Supported
Description:
Original GIS plans called for a basemap updating every 5 years, the first basemap was collected on March 25th
1995. The project will provide the city with new aerial photography and digital representations of features within the
city, such as buildings, streets, sidewalks and other visibly identifiable features. This data can then be used for map
making, City analysis, engineering, economic development, historical tracking, utility maintenance and public safety
response and planning. Our current data is heavily utilized by the following departments; Parks/Forestry &
Recreation, Public Works, Fire & Life-Safety Services, Police, Finance, Community Development, Health &
Human Services and Police.
Expenditure 2003 2004 2005 2006 2007 Total Other 50,000 15,000 15,000 15,000 15,000 110,000
Total 50,000 15,000 15,000 15,000 15,000 110,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 15,000 15,000 15,000 15,000 110,000
Total 50,000 15,000 15,000 15,000 15,000 110,000
Project # 6910
Project Name Planned Technology Replacement Schedule Managing Dept. - CMO/Info Sys
Major Source - Bonds Property Tax Supported
Description:
This is the replacement schedule for Personal Computers, Printers, Servers, Network, and Office Productivity Tools.
Expenditure 2003 2004 2005 2006 2007 Total Other 335,500 350,000 350,000 350,000 350,000 1,735,500
Total 335,500 350,000 350,000 350,000 350,000 1,735,500
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 335,500 350,000 350,000 350,000 350,000 1,735,500
Total 335,500 350,000 350,000 350,000 350,000 1,735,500
Project # 6912
Project Name City Network Infrastructure Managing Dept. - CMO/Info Sys
Major Source - Bonds - Property Tax Supported
Description:
This project addresses current and future communications needs of City wide operations. The deliverable is
municipal fiber with new high speed access to City buildings. We are facing important issues related to
Telecommunications. These are the most important: Our current AT&T I-net connections are slow and unreliable.
The current AT&T wide area network (WAN) was designed for modest legacy data connections and will be
inadequate for new applications. We already have data congestion and fiber will eliminate that problem. The
telephone (PBX) and Computer Servers scattered around the city need to be relocated to the central site and
aggregated into single server systems. This significantly reduces server management and complexity plus a
reduction in network staff resources and travel.
Expenditure 2003 2004 2005 2006 2007 Total Construction 150,000 150,000 150,000 150,000 600,000
Total 150,000 150,000 150,000 150,000 600,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 150,000 150,000 150,000 150,000 600,000
Total 150,000 150,000 150,000 150,000 600,000
Project # 7011
Project Name Financial/Human Resources Software System Managing Dept. - CMO/Info Sys
Major Source - Bonds - Property Tax Supported
Description:
Replacement of existing 20 year old financial system. Includes modules for the general ledger, purchasing, budget,
payroll, and human resources. Also will assist with GASB 34 compliance.
Expenditure 2003 2004 2005 2006 2007 Total Other 600,000 100,000 100,000 100,000 900,000
Total 600,000 100,000 100,000 100,000 900,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 100,000 100,000 100,000 400,000
Total 100,000 100,000 100,000 100,000 400,000
Project # 04-28
Project Name Grant Writer Managing Dept. - City Manager's Office
Major Source - Bonds - Property Tax Supported
Description:
As part of the Capital Improvement Plan Policy, the City Council approved funding for a grant writer.
Expenditure 2003 2004 2005 2006 2007 Total Staff 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Project # 04-32
Project Name Contingency Fund Managing Dept. - City Manager's Office
Major Source - Bonds Property Tax Supported
Description:
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. This shall be equal to 10% of the current year general obligation capital improvement projects.
Funds from the overall CIP contingency account can be used to supplement a project if none are available within the department’s existing
projects. Any unused contingency funds could be reallocated by the City Council at the end of the fiscal year.
Expenditure 2003 2004 2005 2006 2007 Total Contingency 146,600 200,000 200,000 546,600
Total 146,600 200,000 200,000 546,600
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 146,600 200,000 200,000 546,600
Total 146,600 200,000 200,000 546,600
Project # 04-33
Project Name Emergency Project Reserves Managing Dept.
Major Source
Description:
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. 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.
Expenditure 2003 2004 2005 2006 2007 Total Other 100,000 200,000 200,000 500,000
Total 100,000 200,000 200,000 500,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 200,000 200,000 500,000
Total 100,000 200,000 200,000 500,000
Project # 01-32
Project Name Foster Park Soccer/Football Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds Property Tax Supported
Description:
Expenditure 2003 2004 2005 2006 2007 Total Other 416,300 633,500 755,000 1,804,800
Total 416,300 633,500 755,000 1,804,800
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 183,800 183,800 CDBG Funds 232,500 633,500 755,000 1,621,000
Total 416,300 633,500 755,000 1,804,800
Operating Budget 2003 2004 2005 2006 2007 Total Maintenance 1,500 1,500 1,500 1,500 1,500 7,500
Total 1,500 1,500 1,500 1,500 1,500 7,500
Project # 01-38
Project Name Fitzsimmons Park Tennis Court Renovation Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Expenditure 2003 2004 2005 2006 2007 Total Other 218,500 218,500
Total 218,500 218,500
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 218,500 218,500
Total 218,500 218,500
Project # 01-44
Project Name Clyde/Brummel Park Basketball Court Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds Property Tax Supported
Description:
Expenditure 2003 2004 2005 2006 2007 Total Other 183,400 183,400
Total 183,400 183,400
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 41,300 41,300 Federal/State Grants 142,100 142,100 Total 183,400 183,400
Project # 01-51
Project Name Gilbert Park Restoration Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds Property Tax Supported
Description:
Expenditure 2003 2004 2005 2006 2007 Total Other 467,400 467,400
Total 467,400 467,400
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 233,700 233,700
Total 233,700 233,700
Project # 04-04
Project Name Dempster Street Beach Office Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Proposed expansion of the Dempster Street Beach Office building which will allow for secure storage of program
equipment and provide additional boat storage at the lakefront.
Expenditure 2003 2004 2005 2006 2007 Total Other 51,000 51,000
Total 51,000 51,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 51,000 51,000
Total 51,000 51,000
Project # 04-06
Project Name Target Area Parkway Tree Installations Managing Dept. - Recreation, Parks & Forestry
Major Source - CDBG Funds
Description:
Install 118 2 1/2" caliper street trees at various locations throughout the city's target area.
Expenditure 2003 2004 2005 2006 2007 Total Landscaping 23,000 23,000
Total 23,000 23,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 23,000 23,000
Total 23,000 23,000
Project # 04-07
Project Name Merrick Rose Garden Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Reconstruct retaining walls, fountain mechanical vault and fountain systems. Install irrigation system, new electrical
service, decorative and pathway lighting and landscaping.
Expenditure 2003 2004 2005 2006 2007 Total Construction 153,900 153,900
Total 153,900 153,900
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 153,900 153,900
Total 153,900 153,900
Project # 04-08
Project Name Lee Street Drinking Fountain Replacement Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Install drinking fountain with hose bibb and foot wash attachment at entrance to Lee Street Beach.
Expenditure 2003 2004 2005 2006 2007 Total Construction 25,000 25,000
Total 25,000 25,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 25,000 25,000
Total 25,000 25,000
Project # 04-29
Project Name Cartwright Park Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds Property Tax Supported
Description:
Construct grading and utility improvements to provide adequate drainage throughout the park, Future year
improvements include renovations to tennis and basketball courts.
Expenditure 2003 2004 2005 2006 2007 Total Construction 61,000 132,500 193,500
Total 61,000 132,500 193,500
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 61,000 132,500 193,500
Total 61,000 132,500 193,500
Project # 168
Project Name Eggleston Park Restoration Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
This project will be a completion of the playground renovation that was partially completed in 1993. At that time,
we were only able to replace half of the playground equipment with the $25,000 allocation. The remaining
equipment needs to be replaced.
Expenditure 2003 2004 2005 2006 2007 Total Other 100,000 450,000 550,000
Total 100,000 450,000 550,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 450,000 550,000
Total 100,000 450,000 550,000
Project # 189
Project Name Ladd Arboretum - Capital Maintenance Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
This project represents a number of improvements estimated at $25,000 per year over the next 5 years. These
improvements include a new water supply system, numerous landscaping improvements and an upgrading of the
pathways, signage and site furnishings.
Justification:
Replace decaying and inoperable water supply infrastructure. Replace other deteriorated site furnishings as needed.
Expenditure 2003 2004 2005 2006 2007 Total Other 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Project # 217
Project Name Lovelace Park Site Improvements Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Construct pond aeration system. Future year improvements include: electrical/lighting, parking lot, pavements,
picnic shelter, furnishings, fencing and landscaping.
Expenditure 2003 2004 2005 2006 2007 Total Other 13,000 912,900 925,900
Total 13,000 912,900 925,900
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 13,000 912,900 925,900
Total 13,000 912,900 925,900
Project # 220
Project Name Mason Park Facility Rehab Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Renovate field house and surrounding area including: electrical, mechanical, plumbing, roofing, site furnishings,
landscaping, carpentry and paving. Future year improvements include: additional field house improvements,
playground, basketball, tennis court and softball field renovations.
Expenditure 2003 2004 2005 2006 2007 Total Other 150,000 369,000 226,000 745,000
Total 150,000 369,000 226,000 745,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 150,000 369,000 226,000 745,000
Total 150,000 369,000 226,000 745,000
Project # 416
Project Name Kelly Park Restoration Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
This project will be a renovation of the existing tot-lot to bring it into compliance with ADA and CPSC guidelines.
This playground was last redeveloped in 1978 with some safety modifications performed in 1991. Other restoration
work will include upgrades
Expenditure 2003 2004 2005 2006 2007 Total Other 155,000 155,000
Total 155,000 155,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 155,000 155,000
Total 155,000 155,000
Project # 4688
Project Name Shore Improvements Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Yearly work to replace rip-rap along entire lakefront and dredge Church Street Boat Ramp and replenish sand at
various beaches.
Justification:
Maintain shoreline and operational boat ramp.
Expenditure 2003 2004 2005 2006 2007 Total Other 30,000 30,000 30,000 30,000 30,000 150,000
Total 30,000 30,000 30,000 30,000 30,000 150,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 30,000 30,000 30,000 30,000 30,000 150,000
Total 30,000 30,000 30,000 30,000 30,000 150,000
Project # 469
Project Name Leahy Park Renovation Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Renovate softball field including infield reconstruction, backstop, fencing, paving and seating. This project will be
conducted in conjunction with playground, tennis and utility renovations if funding is made available through the
Open Space and Land Acquisition Development (OSLAD) program.
Expenditure 2003 2004 2005 2006 2007 Total Other 117,700 117,700
Total 117,700 117,700
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 117,700 117,700 Federal/State Grants 277,700 277,700
Total 395,400 395,400
Project # 506
Project Name Ecology Center Driveway Improvements Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
The driveway will be regarded, drainage patterns changed, and concrete curbing installed. Engineering has
suggested an 8" concrete under surface due to heavy vehicle use by suppliers and garbage pick-up. Surfacing
material could be asphalt, with some areas of ecological pavers.
Justification:
The current drive at the Ecology Center slopes into the building causing flooding.
Expenditure 2003 2004 2005 2006 2007 Total Construction 45,000 45,000
Total 45,000 45,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 45,000 45,000
Total 45,000 45,000
Project # 6923
Project Name Noyes Studio Upgrade Matching Program Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
This is an annual matching program for studios. Tenants will be encouraged to commit to 50/50 studio upgrades
such as electrical upgrades, new flooring, washroom upgrades, etc. The Noyes Center Committee will review
requests and recommend to senior par
Expenditure 2003 2004 2005 2006 2007 Total Other 40,000 40,000 40,000 40,000 40,000 200,000
Total 40,000 40,000 40,000 40,000 40,000 200,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 20,000 20,000 20,000 20,000 20,000 100,000 Private Sources 20,000 20,000 20,000 20,000 20,000 100,000 Total 40,000 40,000 40,000 40,000 40,000 200,000
Project # 6980
Project Name Park Furniture Replacement Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
This project is intended to cover the costs due to the following:1) Public input during other park projects necessitates
over-expenditures to complete the desired design . 2) Vandalism/damage repairs that are not currently budgeted for
and 3) Park site amenities that must be replaced periodically such as fencing, tables, benches and landscaping.
Justification:
Maintain safe and operational site furnishings and maintaining contingency fund for unanticipated repair needs.
Expenditure 2003 2004 2005 2006 2007 Total Other 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Project # 7163
Project Name Crown Center Systems Repair Managing Dept. - Recreation, Parks & Forestry
Major Source - Bonds - Property Tax Supported
Description:
Robert Crown System Repair will include such projects as mechanical repair to the Ice Rink compressor system,
replacement of pneumatic controls, rubber floor tile replacement, and construction of replacement of rink glass from
plastic to tempered glass, electrical panel upgrades, interior and exterior door replacement and locker painting.
Justification:
The majority of the funds in this account are needed for mechanical repairs and upgrades to the Ice Rink
Refrigeration System. Funding is also included for ongoing projects such as tile and door replacement.
Expenditure 2003 2004 2005 2006 2007 Total Other 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 50,000 50,000 50,000 50,000 250,000
Total 50,000 50,000 50,000 50,000 50,000 250,000
Project # FJ 03
Project Name Fleetwood Jourdain Theater Rehab Managing Dept.
Major Source
Description:
Funding to extend Fleetwood Jourdain Center Stage to transfer theater program to the center.
Expenditure 2003 2004 2005 2006 2007 Total Other 120,000 120,000
Total 120,000 120,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 120,000 120,000
Total 120,000 120,000
Project # 04-09
Project Name Security Cameras and Surveillance System Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Provides for purchase and installation of security monitoring equipment to include surveillance at all Civic Center
locations as well as all Parks and Recreation facilities where cash handling is involved. This was a recommendation
outlined by the Evanston Police Department after security surveys were performed at the above locations. The
primary goal was to provide the police with a photograph of the suspect. Please see attached memorandum for
additional information.
Expenditure 2003 2004 2005 2006 2007 Total Construction 129,000 129,000
Total 129,000 129,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 129,000 129,000
Total 129,000 129,000
Project # 04-12
Project Name Art Center Coach House Apartments Managing Dept.
Major Source
Description:
Expenditure 2003 2004 2005 2006 2007 Total Construction 170,000 170,000
Total 170,000 170,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 200,000 200,000
Total 200,000 200,000
Project # 04-15
Project Name Emergency Generator Connectivity Managing Dept.
Major Source
Description:
The existing portable emergency generator is capable of producing 64 KW. This amount of power could maintain the city's computer system and
telephone system in the event of an extended power failure. New plugs, circuit boards, and cables must be purchased to allow the generator to
interface with the various critical city facilities that may need power in the event of a failure.
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 10,600 10,600
Total 10,600 10,600
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 0 0
Total 0 0
Project # 04-31
Project Name Police - Fire Headquarters Fixtures and Managing Dept. - Fire
Major Source - Bonds - Property Tax Supported
Description:
Finalization of the project scope for a new public building. Funding allows for installation of a flag pole, identifying signage for this aspect of the
building. It will encompass the outfitting of a training and meeting venue with up to date presentation technology. The funding will also afford
the users the ability to modify the space to accommodate needs for storage, document archiving, emergency response, and materials display.
Needs that must met, and will be easier to accommodate after the users occupy the space for a period of time.
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 60,000 60,000
Total 60,000 60,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 60,000 60,000
Total 60,000 60,000
Project # SC 04-19
Project Name Service Center Entrance Doors Managing Dept.
Major Source
Description:
Replacement of steel doors with fiberglass doors for employee entrances
Expenditure 2003 2004 2005 2006 2007 Total Construction 62,000 62,000
Total 62,000 62,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 62,000 62,000
Total 62,000 62,000
Project # SC 04-20
Project Name Service Center Air Conditioning Managing Dept.
Major Source
Description:
Replacement of 22 year old roof top air conditioning units (4) including air handling system
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 225,000 225,000
Total 225,000 225,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 225,000 225,000
Total 225,000 225,000
Project # SC 04-21
Project Name Service Center Building Sealing Managing Dept.
Major Source
Description:
Apply sealant material to cinder block exterior walls.
Expenditure 2003 2004 2005 2006 2007 Total Construction 43,000 43,000
Total 43,000 43,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 43,000 43,000
Total 43,000 43,000
Project # SC 04-22
Project Name Service Center Exterior Lighting Managing Dept.
Major Source
Description:
Replacement of exterior lighting fixtures due to serious rusting of the bases of the original fixtures that are still in
place (over 20 years old)
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 32,000 32,000
Total 32,000 32,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 32,000 32,000
Total 32,000 32,000
Project # SC 04-37
Project Name Service Center Assessment Managing Dept. - Facilities Management
Major Source - Bonds Property Tax Supported
Description:
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 50,000 50,000
Total 50,000 50,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 50,000
Total 50,000 50,000
Project # SC 310
Project Name Service Ctr. Computer Energy Mgmt. System Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
EMS system for HVAC.
Expenditure 2003 2004 2005 2006 2007 Total Other 60,000 60,000
Total 60,000 60,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 60,000 60,000
Total 60,000 60,000
Project # SC 316
Project Name Service Center Fleet Services Door Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Rapid close entrance door for main vehicle entry. Includes electrical work by City crews. Quick closing feature
will conserve heat in maintenance area during winter snow events.
Expenditure 2003 2004 2005 2006 2007 Total Other 25,000 25,000
Total 25,000 25,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 25,000 25,000
Total 25,000 25,000
Project # SC 321
Project Name Service Center Painting-Exterior/Interior Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Exterior painting to be done during 1998 - 2000 and interior painting from 2000 - 2002.
Expenditure 2003 2004 2005 2006 2007 Total Other 35,000 35,000 40,000 110,000
Total 35,000 35,000 40,000 110,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 35,000 35,000 40,000 110,000
Total 35,000 35,000 40,000 110,000
Project # SC 6926
Project Name Service Center D-Building Sprinkler System Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Installation of dry valve system tied into existing fire alarm system.
Expenditure 2003 2004 2005 2006 2007 Total Other 115,000 115,000
Total 115,000 115,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 115,000 115,000
Total 115,000 115,000
Project # SC 6929
Project Name Service Center Salt Dome Replacement Managing Dept. - Public Works
Major Source - Bonds - Property Tax Supported
Description:
Serious structural cracking evident. Repair costs estimated at $100,000 for 5 to 9 year life extension. Replacement
is fiscally prudent.
Expenditure 2003 2004 2005 2006 2007 Total Other 83,000 83,000
Total 83,000 83,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 83,000 83,000
Total 83,000 83,000
Project # SC 7043
Project Name Service Center Doors and Security System Managing Dept. - Public Works
Major Source - Bonds - Property Tax Supported
Description:
Continuing implementation of keyless entry security system and replacement of deteriorated doors and frames.
Expenditure 2003 2004 2005 2006 2007 Total Construction 30,000 15,000 20,000 65,000
Total 30,000 15,000 20,000 65,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 30,000 15,000 20,000 65,000
Total 30,000 15,000 20,000 65,000
Project # SC 7070
Project Name Service Ctr. D-Building Ventilation Improvement Managing Dept. - Facilities Management
Major Source - Bonds - Property Tax Supported
Description:
Provide tempered fresh air and exhaust in D-building.
Expenditure 2003 2004 2005 2006 2007 Total Other 45,000 45,000
Total 45,000 45,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 45,000 45,000
Total 45,000 45,000
Project # 01-01
Project Name Accessible Curb Program Managing Dept. - Engineering
Major Source - CDBG Funds
Description:
This project will remove and replace curb ramps that are non-compliant with current construction standards for
accessibility for the disabled. A recent consultant report identified about $1.7 million in work that needs to be done
in the City. The priority 1 improvements are slightly less than $500,000. This project will act as a pilot program by
completing the first $50,000 worth of priority 1 repairs in the CDBG target area.
Justification:
This project will move us toward compliance with ADA requirements and will provide access to parks, schools,
municipal buildings, shopping districts and many other destinations.
Expenditure 2003 2004 2005 2006 2007 Total Construction 90,000 90,000
Total 90,000 90,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 90,000 90,000
Total 90,000 90,000
Project # 01-04
Project Name McCormick Blvd. Phase I & II Engineering Managing Dept. - Engineering
Major Source - Motor Fuel Tax (MFT)
Description:
Phase 1 of this project will investigate alternatives to improve the street. Phase 2 will develop construction
specifications.
Justification:
There is street base failure on McCormick Boulevard, which results in heavy flooding. The street needs to be
reconstructed with a new drainage system.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 250,000 250,000
Total 250,000 250,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 250,000 250,000
Total 250,000 250,000
Project # 01-05
Project Name Chicago Ave. Bridge Over Skokie Swift Managing Dept. - Engineering
Major Source - Motor Fuel Tax (MFT)
Description:
This project will replace the existing bridge structure including the bridge slab.
Justification:
This bridge is 90 years old and is not structurally safe.
Expenditure 2003 2004 2005 2006 2007 Total Construction 40,000 40,000
Total 40,000 40,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 40,000 40,000
Total 40,000 40,000
Project # 04-23
Project Name Engineering Services Managing Dept. - Public Works
Major Source –
Description:
Funds are needed to design the signal interconnect for Emerson between Asbury and Benson. The project is
anticipated to be funded by CMAQ, but design is needed first.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 200,000 200,000 Construction 1,500,000 1,500,000
Total 200,000 1,500,000 1,700,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 200,000 325,000 200,000 200,000 200,000 1,125,000 Federal/State Grants 1,500,000 1,500,000
Total 200,000 1,825,000 200,000 200,000 200,000 2,625,000
Project # 04-25
Project Name Traffic Calming Managing Dept. - Public Works
Major Source –
Description:
This program provides various traffic control measures in the Neighborhood Traffic Management program. These
measures include signage, cul-de-sacs, speed humps, speed bumps, etc.
Expenditure 2003 2004 2005 2006 2007 Total Construction 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Project # 04-26
Project Name Bike Plan Implementation (Streets Portion) Managing Dept. - Public Works
Major Source –
Description:
This project funds the implementation of the bike plan. This plan provides bike routes, bike lanes, signage, and
other items related to accommodating cyclists in the existing street system and improving bike safety throughout the
City.
Expenditure 2003 2004 2005 2006 2007 Total Construction 20,000 121,700 170,000 40,500 352,200
Total 20,000 121,700 170,000 40,500 352,200
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 20,000 121,700 170,000 40,500 352,200
Total 20,000 121,700 170,000 40,500 352,200
Project # 04-27
Project Name Viaduct Screening Managing Dept. - Public Works
Major Source –
Description:
Viaduct screening is necessary to keep pigeons and other birds from roosting under viaducts. Roosting birds cause a
health hazard and increase the need to clean up under viaducts. This project consists of repairing screening on
existing viaducts and placing new screening on those which are currently not screened
Expenditure 2003 2004 2005 2006 2007 Total Construction 50,000 50,000
Total 50,000 50,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 50,000 50,000
Total 50,000 50,000
Project # 04-50
Project Name MFT Street Resurfacing Managing Dept. - Public Works
Major Source - Motor Fuel Tax (MFT)
Description:
Expenditure 2003 2004 2005 2006 2007 Total Construction 1,200,000 1,200,000
Total 1,200,000 1,200,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 1,200,000 1,200,000
Total 1,200,000 1,200,000
Project # 04-51
Project Name Oakton Street Bridge Replacement Managing Dept. - Public Works
Major Source - Motor Fuel Tax (MFT)
Description:
Expenditure 2003 2004 2005 2006 2007 Total Construction 15,000 15,000
Total 15,000 15,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 15,000 15,000
Total 15,000 15,000
Project # 114
Project Name Alley Paving Program Managing Dept. - Engineering
Major Source - Bonds - Property Tax Supported
Description:
A portion of City share of 50/50 cost sharing for paving 10 alleys by the Special Assessment process.
Justification:
This project is the result of City Council action to reduce property owners' cost burden of paving unpaved alleys.
Expenditure 2003 2004 2005 2006 2007 Total Other 200,000 200,000 200,000 200,000 200,000 1,000,000
Total 200,000 200,000 200,000 200,000 200,000 1,000,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - GO/Special 200,000 500,000 500,000 500,000 500,000 2,200,000 Bonds - Property Tax 200,000 500,000 500,000 500,000 500,000 2,200,000 Total 400,000 1,000,000 1,000,000 1,000,000 1,000,000 4,400,000
Project # 116
Project Name Alley Paving Program (Assessment Asst.) Managing Dept. - Engineering
Major Source - CDBG Funds
Description:
Funds needed to pay a portion or all of the private assessment for individuals that qualify under the low to Moderate
Income guideline established by HUD.
Expenditure 2003 2004 2005 2006 2007 Total Other 180,000 180,000
Total 180,000 180,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 180,000 180,000
Total 180,000 180,000
Project # 119
Project Name Alley Resurfacing (CDBG Target Area) Managing Dept. - Engineering
Major Source - CDBG Funds
Description:
Funds needed to resurface one alley in the CDBG Target Area.
Expenditure 2003 2004 2005 2006 2007 Total Other 85,000 85,000
Total 85,000 85,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 85,000 85,000
Total 85,000 85,000
Project # 121
Project Name Block Curb/Sidewalk Replacement Managing Dept. - Engineering
Major Source - CDBG Funds
Description:
Funds needed to replace all deteriorated curb and sidewalk on a block by block basis within the CDBG Target Area.
Expenditure 2003 2004 2005 2006 2007 Total Other 90,000 90,000
Total 90,000 90,000
Funding Sources 2003 2004 2005 2006 2007 Total CDBG Funds 90,000 90,000
Total 90,000 90,000
Project # 359
Project Name Replacement of Fleet Service Vehicles Managing Dept. - Fleet Service
Major Source - Fleet Services Fund
Description:
This project funds the eventual replacement of all fleet vehicles including police vehicles.
Justification:
Periodic replacement of vehicles and equipment reduces maintenance costs and helps keep emergency vehicles in
service.
Expenditure 2003 2004 2005 2006 2007 Total Furnishings/Equipment 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Total 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Funding Sources 2003 2004 2005 2006 2007 Total Fleet Services Fund 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Total 1,196,200 1,070,000 1,337,750 1,858,750 5,462,700
Project # 376
Project Name Pole Painting and Repair Managing Dept. - Traffic Eng.
Major Source - Bonds - Property Tax Supported
Description:
This is electrostatic painting of street light poles which are in the right-of-way. The first phase will be painting
aluminum poles. Later phases will include Tallmadge poles.
Expenditure 2003 2004 2005 2006 2007 Total Other 30,000 30,000 60,000
Total 30,000 30,000 60,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 30,000 30,000 60,000
Total 30,000 30,000 60,000
Project # 378
Project Name Traffic Signal Design and Construction Managing Dept. - Traffic Eng.
Major Source - Bonds - Property Tax Supported
Description:
There is a need to replace about two signals per year using capital funds.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 25,000 25,000 25,000 25,000 25,000 125,000 Construction 350,000 225,000 225,000 225,000 225,000 1,250,000 Total 375,000 250,000 250,000 250,000 250,000 1,375,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 250,000 250,000 250,000 250,000 250,000 1,250,000 Motor Fuel Tax (MFT) 125,000 125,000 Total 375,000 250,000 250,000 250,000 250,000 1,375,000
Project # 584
Project Name Asbury Ave. Bridge over the CTA Skokie Swift Managing Dept. - Engineering
Major Source - Motor Fuel Tax (MFT)
Description:
The state has approved a request from the City to replace the bridge, financed through their Bridge Replacement and
Rehabilitation Program. IDOT has directed the City to select a consultant for Phases I, II and III Engineering.
Justification:
The Asbury Bridge over the Skokie Swift depressed ROW is in very poor condition.
Expenditure 2003 2004 2005 2006 2007 Total Other 120,000 120,000
Total 120,000 120,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 120,000 120,000
Total 120,000 120,000
Project # 625
Project Name Ridge Ave. Signal Interconnect Managing Dept. - Traffic Eng.
Major Source - Federal/State Grants
Description:
Matching funds for Congestion Mitigation Air Quality (CMAQ) grant for upgrading 20 traffic signals on Ridge,
Church and Davis Streets in 2000-01; and 17 signals on Chicago Ave. and Sheridan Rd. in 2001-02. The City match
is 20%, or $350,000 per year, while the federal share is 80%.
Justification:
This project will improve traffic flow on Ridge Avenue. Because of the federal funding of the majority of this
project, the City needs to contribute only 20% of the total cost. This reduces the burden of issuing bonds to fund the
project.
Expenditure 2003 2004 2005 2006 2007 Total Other 350,000 350,000
Total 350,000 350,000
Funding Sources 2003 2004 2005 2006 2007 Total Motor Fuel Tax (MFT) 350,000 350,000
Total 350,000 350,000
Project # 6922
Project Name Downtown Brick Repair Managing Dept. - Public Works
Major Source - Bonds - Property Tax Supported
Description:
Repair of brick pavers in areas where settlement has occurred resulting in uneven sidewalks.
Expenditure 2003 2004 2005 2006 2007 Total Construction 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 25,000 25,000 25,000 25,000 25,000 125,000
Total 25,000 25,000 25,000 25,000 25,000 125,000
Project # 6947
Project Name Street improvements Managing Dept. - Public Works
Major Source - Bonds - Property Tax Supported
Description:
Street resurfacing projects in addition to those funded by Motor Fuel Tax.
Expenditure 2003 2004 2005 2006 2007 Total Construction 500,000 500,000 500,000 500,000 2,000,000
Total 500,000 500,000 500,000 500,000 2,000,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 500,000 500,000 500,000 500,000 2,000,000
Total 500,000 500,000 500,000 500,000 2,000,000
Project # 7036
Project Name Traffic Signal Maintenance and Upgrades Managing Dept. - Engineering
Major Source - Motor Fuel Tax (MFT)
Description:
Cost of upgrading two signalized intersection. One at the intersection of Main Street and Sheridan Road. The other
is located at the intersection of Dempster Street and Elmwood Avenue.
Justification:
Upgrading of old signals is necessary to maintain the operation of signals.
Expenditure 2003 2004 2005 2006 2007 Total Other 280,000 250,000 280,000 280,000 1,090,000
Total 280,000 250,000 280,000 280,000 1,090,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 250,000 280,000 280,000 280,000 1,090,000
Total 250,000 280,000 280,000 280,000 1,090,000
Project # 7086
Project Name Chicago Avenue Streetscape - Design & Eng. Managing Dept. - Community Development
Major Source - Bonds - Property Tax Supported
Description:
The Chicago Avenue Plan adopted by the Plan Commission has recommended a new streetscape for Chicago
Avenue. This expenditure will enable the process to begin with Phase I concept design services and master planning
work for the public right of way.
Expenditure 2003 2004 2005 2006 2007 Total Architecture/Engineering 390,000 390,000
Total 390,000 390,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 390,000 390,000
Total 390,000 390,000
Project # 7089
Project Name 50/50 Curb and Sidewalk Replacement Managing Dept. –
Major Source –
Description:
Funds needed to match private citizens' share of replacement, as determined by annual award of contract through the
open bidding process. Also includes funds needed to replace curbs and sidewalks curbs and sidewalks adjacent to
public buildings or damaged by city forces during city service delivery (such as snow plowing) and by city tree roots
(100% city cost).
Expenditure 2003 2004 2005 2006 2007 Total Construction 150,000 150,000 150,000 150,000 150,000 750,000
Total 150,000 150,000 150,000 150,000 150,000 750,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 100,000 100,000 100,000 100,000 500,000 Private Sources 50,000 50,000 50,000 50,000 50,000 250,000
Total 150,000 150,000 150,000 150,000 150,000 750,000
Project # 7169
Project Name Block Curb Replacement Managing Dept. - Engineering
Major Source - Bonds - Property Tax Supported
Description:
Funds needed to replace all deteriorated curb within a city block. This level of funding would replace approximately
one-half mile of curbing.
Justification:
Curb replacement is an essential part of street maintenance.
Expenditure 2003 2004 2005 2006 2007 Total Other 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 100,000 100,000 100,000 100,000 100,000 500,000
Total 100,000 100,000 100,000 100,000 100,000 500,000
Project # 7170
Project Name Street Light Upgrade Program Managing Dept. - Traffic Eng.
Major Source - Bonds - Property Tax Supported
Description:
This is the continuation of street lighting upgrade program. This program replaces mercury vapor street lights with
more efficient induction lights.
Justification:
Ballasts deteriorate and must be replaced approximately every 15 years. The City's system is almost 20 years old.
Expenditure 2003 2004 2005 2006 2007 Total Other 300,000 500,000 500,000 1,300,000
Total 300,000 500,000 500,000 1,300,000
Funding Sources 2003 2004 2005 2006 2007 Total Bonds - Property Tax 300,000 500,000 500,000 1,300,000
Total 300,000 500,000 500,000 1,300,000