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Wally Bobkiewicz, City Manager www.cityofevanston.org Fiscal Year 2016 Adopted Budget Elizabeth B. Tisdahl, Mayor Submitted by 1 -- 1 of 260 -- Judy Fiske First Ward Peter Braithwaite Second Ward Melissa A. Wynne Third Ward Donald N. Wilson Fourth Ward Delores A. Holmes Fifth Ward Mark Tendam Sixth Ward Jane Grover Seventh Ward Ann Rainey Eighth Ward Brian Miller Ninth Ward Rodney Greene City Clerk ELECTED OFFICIALS Elizabeth B. Tisdahl Mayor CITY COUNCIL Wally Bobkiewicz City Manager 2 -- 2 of 260 -- CITY OF EVANSTON FY 2016 ADOPTED BUDGET Including the City Manager’s Budget Message and Schedules Showing Revenue Estimates TABLE OF CONTENTS Part I – Budget Message City Manager’s Transmittal Letter………………………………………………….………………………….…………………………6 Executive Summary…………………………………………………………………………………………….………………………………..22 Part II – Charts and Summaries General Information……………………………………………………………………...........……………….……………………………32 FY 2016 Budget Calendar………………………………………………………………………………………………………………………. 34 Fund Descriptions……………………………………………………………………………………………….…………………………………. 45 Total Budget – All Funds)……….………………...........………………………………………………………....……………. 49 Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……………….…………….50 Analysis of Budget for Transfers Summary…………………………………….…………..……………….……………………….51 Fund Balance Summary……………………………………………………………………………………….……………………………….. 53 Summary of All Funds Chart………………………………………………………………………………………………………………….. 54 Property Tax Levy Charts………………………………………………………………………………………………………………………. 56 Property Tax Levy Graphs……………………………………………………………………………………………………………………… 57 Revenue Assumptions and Trends……………………………………………………………………………………………………………………… 62 Part III – General Fund Budget General Fund Summary……………………………………………………………………..……………….………………………………… 66 General Fund Revenues……………………………………………………………………..……………….………………………………… 67 City Council…………………………………………………………………………………..……………….……………………………………… 70 City Clerk’s Office…………………………………………………………………………………………….……………………………………. 72 City Manager…………………………………………………………………………………………………………………………………………. 75 Law Department……………………………………………………………………...........……………….………………………………….79 Administrative Services Department……………………………………………………….……………….…………………………… 82 Community Development Department..……………………………………………..……………….………………………………87 Police Department...………………………………………………………………………………………….…………………………………. 93 Fire Department..…………………………………………………………………………….……………….…………………………………… 98 Health and Human Services Department………….……………………………………………………………….……………….………………………………….. 101 Public Works Department ……………….………………………………………………….……………….………………………………. 107 Parks, Recreation and Community Services Department………...………………………………………………….………… 111 Public Works Agency……………….………………………………………………….……………….………………………………. 119 3 -- 3 of 260 -- Part IV – Other Funds Budget General Assistance Fund……………………………………....…….……………….…………………………………………………………. 125 Human Services Fund…………………………………………………….……………….…………………………………………………………. 128 Good Neighbor Fund……………………………………....…………………….……………….…………………………………………………………. 130 Library Fund ……………………………………………………………………………………………………………………………………..132 Library Debt Service Fund ……………………………………………………………………………………………………… 134 Neighborhood Stabilization Program 2………………………………………………………………………….……………………… 136 Motor Fuel Tax…………………………………………………………………………...........……………….……………………………… 139 Emergency Telephone System…………………………………………………………........……………….…………………………. 141 Special Service Area No. 4…………...……………………………………………………………………….……………………………… 143 Community Development Block Grant……………………………………………………………………….…………………… 145 CDBG Loan…………………………………………………………………………………………………………….………………………….148 Economic Development …………………………………………………………………….……………….………………………….. 150 Neighborhood Improvement……………………………………………………………………..……………….…………………. 153 HOME……………………………………………………………………………………………………………….…………………………….. 155 Affordable Housing Fund…….………………………………………………………….......……………….……………………….. 157 Washington National Special Tax Allocation – Debt Service Fund……………………….……………….…………. 159 Special Service Area No. 5…………...……………………………………………………………………….………………………… 161 Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………..……………….………… 163 Southwest Special Tax Allocation – Debt Service Fund…………………………………..……………….……………… 165 Debt Service Fund…………………………………………………………………………….……………….……………………………. 167 Howard-Ridge TIF.………………………………………………………………………….……………………………………………….. 169 West Evanston TIF.…………………………………………………………………………….…………………………………………… 171 Dempster Dodge TIF.…………………………………………………………………………….……………………………………………173 Chicago Main TIF.…………………………………………………………………………….…………………………………………… 175 Special Service Area No. 6.…………………………………………………………………………….…………………………………………… 177 Capital Improvement Fund………………………………………………………………………….………………………………….. 179 Special Assessment Fund……………………………………………………………………….………………………………………… 181 Parking System Fund………………………………...………………………………………….………………………………………… 183 Water Fund………………………………………………………………………………………….…………………………………………. 185 Sewer Fund…………………………………………………………………………………….………………………………………………. 191 Solid Waste Fund………………………………………………………………………………….…………………………………………. 194 Fleet Services Fund…………………………………………………………………………….…………………………………………… 196 Equipment Replacement Fund…………………………………………………………………….………………………………….. 199 Insurance Fund..…………………………………………………………………………………….……………………………………….. 201 Fire Pension Fund.……………………….………………………………………………….………………………………………………. 205 Police Pension Fund………………………………………………………………………………….…………………………………….. 207 Part V - Position Information Position Comparison Charts…………………………………………………………………….……………………………………… 210 Historical Position Chart …………………………………………………………………………………………………………….. 224 Part VI - Capital Improvement Plan Capital Improvement Plan Overview………………………………………………………….……………………………………. 230 Capital Improvement Fund Policy………………………………………………………….……………………………………….. 231 Capital Projects……………………………………………………………...………………………….……………………………………….. 236 Part VII - Comprehensive Performance Measurement Comprehensive Performance Measurement Report………………………...……………………..………………………….………… 248 Part VIII - Glossary Glossary………………………...……………………..………………………….…………………………………………………………….. 253 4 -- 4 of 260 -- PART I BUDGET MESSAGE 5 -- 5 of 260 -- January 1, 2016 Mayor Elizabeth B. Tisdahl and Members of the City Council Ladies and Gentlemen: Please find the Fiscal Year 2016 Budget for the City of Evanston, Illinois for the period beginning January 1, 2016 and ending December 31, 2016. The annual budget is a policy document, which sets the financial course for the City of Evanston and defines the service priorities provided to the community. It is the culmination of months of effort by the entire City staff, as well as residents, to balance available resources with the actual and desired services required by Evanston residents, businesses, and visitors. The total budget for FY 2016 is $304,494,806, which includes interfund transfer expenses; this is the total expense cost for all funds including the Evanston Public Library. This represents an increase of $36,903,178 or 13.8% from the expenses adopted in the 2015 Amended Budget. The main reason for this increase is the implementation of the Governmental Accounting Standards Board (GASB) Statement 67 & 68. These rules affect the way that pension liability and expenses are displayed. Beginning in 2016, the City will display the $16.7 million in Police and Fire annual pension costs within the Police and Fire Departments inside of the General Fund as well as in the Police Pension and Firefighters Pension Funds. This is not an additional cost but rather an additional disclosure of these costs that can be found in the Police and Fire Pension Funds in the 2015 Amended Budget. Excluding the GASB 67 & 68 Standards changes, the overall City’s budget shows an expense increase of $20.1 million or 7.5%. This transmittal letter includes increases in revenues and expenditures for City Council consideration with additional opportunities for decreases pending the resolution of the State of Illinois budget crisis. When interfund transfers are excluded from this calculation, the total budget for all funds is $251,558,775, an increase of 9.2% over the 2015 Amended Budget expenses excluding inter-fund transfers. The 2016 Adopted Budget includes a number of staffing changes due to a City-wide reorganization. This 2016 Budget includes 636.18 full-time equivalent (FTE) positions in the General Fund. Additions are included in the City Manager’s Transmittal Letter for Council consideration. The approved staffing changes are as follows: Reduce 1 FTE Administrative Secretary Reduce 1 FTE Community Engagement Specialist Reduce 1 FTE Director of Public Works Add 1 FTE Electrical Inspector/Plan Reviewer Add 1 FTE Outreach Worker 6 -- 6 of 260 -- Add 1 FTE Transportation and Mobility Coordinator Add 0.4 FTE Special Events Coordinator Add 1.5 FTE Gibbs-Morrison Cultural Center staff Add 0.42 FTE Library Staff Additionally, the following changes are included in this adopted budget document: Creation of a Junior Accountant position (funded from temporary staff line items) Creation of a Digital Services Manager Reduction of Animal Control staff (1.5 FTE) Reduction of 0.5 ICMA fellow With the closing of NSP2, some of the other community development funds (CDBG, HOME, Affordable Housing) have taken on portions of FTEs. As a result, the 2016 Adopted Budget includes 3.07 FTE increase over 2015. STATE OF THE CITY The prevailing economic climate has shown signs of improvement during the past year, however, the State remains an area of concern for the City of Evanston. The State of Illinois has a fiscal year from July 1st to June 30th. As of January 1,2016 the State continues to operate without a budget since June 30, 2015. State legislators have passed monthly budgets, but have failed to address comprehensive State-wide budget issues which may impact local revenue sources. The State continues to consider options for balancing their budget that would adversely affect Evanston. Initially, the Governor proposed a 50% decrease in the Local Government Distributive Fund (LGDF). This is the City’s source of $7.5 million in funds (8.2%) into the General Fund; a 50% cut would cause a $3.75 million shortfall with the City. The State also has discussed a property tax freeze that would become effective in Cook County in 2017. No actions have been taken regarding the adoption of a State Budget as of January 1, 2016. With so many unknown factors, staff has been diligently monitoring expenses and revenues to ensure that the City remains fiscally stable in light of any potential decreases. The adopted budget in this document includes 100% of property tax and 100% of 2015 LGDF amount. Any changes to these revenues would require spending cuts or revenue increases. The 2016 Adopted Budget includes a $800,000 or 2% increase in property taxes for the combined levies in the General Fund, Debt Service Fund, Pension Funds, and General Assistance Fund. This increase is the net increase to accommodate increased funding for Police Pension of $675,733 and Fire Pension $1,009,290. The impact of this increase on an individual homeowner is shown in the table below: 7 -- 7 of 260 -- (10% of Market Value) Equalization Factor 2.6039 2015 Tax Rate - 1.766 Market Value of Home Assessed Value of Home Equalized Value of Home 2015 City Tax 2016 Projected Tax Difference 100,000 $ 10,000 $ 26,039 $ 459.85 $ 469.05 $ 9.20 $ 200,000 $ 20,000 $ 52,078 $ 919.70 $ 938.09 $ 18.39 $ 400,000 $ 40,000 $ 104,156 $ 1,839.39 $ 1,876.18 $ 36.79 $ 600,000 $ 60,000 $ 156,234 $ 2,759.09 $ 2,814.27 $ 55.18 $ 800,000 $ 80,000 $ 208,312 $ 3,678.79 $ 3,752.37 $ 73.58 $ 1,000,000 $ 100,000 $ 260,390 $ 4,598.49 $ 4,690.46 $ 91.97 $ Impact of City of Evanston 2% Property Tax Rate Increase (City Portion Only) The Evanston Public Library (which is excluded from the above table) has a separate tax levy. This levy is approved by the Library Board separately. The Library Fund budget is included in this document. In 2015, the City experienced positive building growth throughout the community and is expected to continue through 2016 with an increase of approximately 5% in Equalized Assessed Value. Other economic revenues (sales tax, income tax, and utility taxes) are increasing due to the full realization of two new grocery stores; these revenue increases are summarized on page 50. The 2016 Adopted Budget includes the budget for the new Public Works Agency enacted in summer 2015. By tying functions together across what were formerly two departments and four funds, Evanston aims to create a more comprehensive approach to dealing with the complexities of these service operations. The agency organizational plan provides a structure to facilitate the improvements as necessary during the reorganizational process and provides for: 1. Clear Leadership – The aforementioned structure will allow the Agency Director to lead and the Bureau Chiefs to manage. Supervisors and staff will execute. 2. New Integration of Operations: a. All right-of-way maintenance activities (streets, traffic, sewer, and water distribution) are integrated. b. Environmental activities are consolidated in one bureau to continue the City’s goals for sustainable operations. c. Water Plant activities are separated for the preparation of increased water sales. d. Capital Planning includes all projects across all funds but will be managed by each area (Water and Sewer, Parks and Facilities, right-of-way, and Transportation). The Department number has been changed to number 40 in this budget document beginning on page 118. Water, Sewer, Solid Waste, and Parking continue to be independent funds for purposes of funding, regardless of their combination into a single functional department. 8 -- 8 of 260 -- Throughout the reorganization there were a number of additional changes outside of Public Works and Utilities: 1. Finance Division moved to the City Manager’s Office (CMO) 2. Fleet Services moved to Administrative Services 3. Facilities Maintenance moved to Administrative Services Each of these changes is further explained in the corresponding departmental narratives. As a result of moving the Finance Division from Administrative Services, City-wide revenues are now being recorded in the CMO. Department summaries can be seen on pages 69- 122. Special Service Area #6 (SSA #6) is a new fund in this document. The City Council adopted SSA #6 on July 13, 2015. Special Service Area #6 is comprised of the commercial areas of Dempster Street, Chicago Avenue, and Main Street. SSA #6 is intended to provide marketing as well as streetscape improvements such as signage, lighting, landscaping, additional garbage collections, and holiday decorations to the area. SSA #6 will remain in place for twelve (12) years; for the duration of this time period, the tax cap will be set at 0.45% of the equalized assessed value. The 2015 Tax Levy, which is included in the 2016 Adopted Budget, will use the 2015 Actuarial Study prepared by Foster and Foster Actuarial Inc. as a basis for setting funding levels for the Police and Firefighter’s Pension Funds. The 2015 Study provides for a substantial increase in the annual required contribution due to a change in mortality tables recommended by the City’s new actuary, and continues the use of a low interest rate assumption of 6.5%. The summary table below provides the change in funding from year- to-year for these funds. Interest Rate Assumption 6.50% Police Pension Firefighter's Pension 2015 Contribution (used in 2014 Tax Levy) 8,705,207 $ 6,341,575 $ Funded Ratio 48.5% 48.5% 2016 Contribution (to be used in 2015 Tax Levy) 9,380,940 $ 7,350,865 $ Funded Ratio 47.4% 44.9% Contribution Change 675,733 $ 1,009,290 $ Funded Ratio Change -2.3% -7.4% Included in the budget balancing worksheet is a tax levy reconciliation which details how the above $1,685,023 is distributed in the 2015 tax levy. FY 2015 SUCCESSES General Fund Anticipated to Close Fiscal Year 2015 with a Slight Surplus: General Fund revenues are estimated at $90,660,664, which is 0.85% below budget. General Fund expenditures are estimated at $89,790,987, which is 1.69% below budget. Due to prolonged review from State agencies, a building permit was anticipated to be 9 -- 9 of 260 -- received in 2015 but will be delayed until early 2016. This permit was anticipated to generate $4 million in General Fund revenue; however it was budgeted at $3 million. As a result of this shortfall, the overall General Fund revenue is anticipated to be under budget. Strict monthly reviews of budget in light of uncertainty with the State have kept expenses in the General Fund also under budget. Staff anticipates ending 2015 with a slight surplus of $869,677, or 0.95%, of annual budgeted expenses. However, this surplus includes a transfer of $869,677 from the Motor Fuel Tax Fund. The City has not received any motor fuel tax distributions since July 2015, although the State has stated they are only withholding these funds pending State budget adoption and not cancelling the distribution. Should Evanston not receive these funds by the end of the year, there would be a reduction of $36,677 in the surplus. Sales and income tax receipts remain strong in 2015. With the expansion of retail grocery and auto dealer sales, revenue growth from sales tax is expected to increase in 2016. Public Safety: The City continues to focus on maintaining Public Safety services without reductions in service or funding. As of September 1, 2015, the Police Department has responded to over 26,081 calls for service, and Part 1 crimes against person statistics reveal an 18.66% drop in crime during the same time period in 2014. Also, as a way to address emerging threats related to violence involving the use of handguns, the Police department was able to reallocate resources within the agency and deploy two officers every night to work solely on recovering firearms. The Fire Department is on track to respond to approximately 9,533 calls for service this year. Youth Services: The Mayor’s 2015 Summer Youth and Young Adult Initiative consisted of hundreds of summer youth employment opportunities and numerous recreational activities. It was enhanced by partnerships with Northwestern University, YMCA, YWCA, Youth Job Center of Evanston, and more than 23 private Evanston businesses. Recreational programs included open microphone nights, expanded open gym hours, volleyball in the park events, youth entertainment at festivals, the Goaled Gallery, concert and movie nights, open lounge, roller-skating, and ice-skating. These and other programs, facilitated by the Parks, Recreation and Community Services Department in collaboration with the Police Department, Library, and City Manager’s Office, helped to reduce violence and make it a safe summer for youth and young adults. Economic Development: The 2015 Work Plan continued to focus on five areas for City economic development activities: 1) Attraction and retention of retailers; 2) Workforce development partnerships; 3) Support of arts and entertainment-focused businesses and ventures; 4) Entrepreneurship, and; 5) Support of the City’s Quality of Place initiative that define the City’s attractiveness to residents and businesses. It provided particular emphasis on creating business district vitality to support existing businesses and the infrastructure surrounding the districts. In 2016, Economic Development staff will continue to support these specific initiatives. Economic Development staff will continue to focus on the retention and expansion of existing businesses, the creation of new jobs for all skill levels, growth and diversification of tax revenue, and support of business district revitalization. 10 -- 10 of 260 -- Over the last two years, staff has completed over 200 visits to existing Evanston businesses. Through these conversations, businesses have indicated the need for additional support in business district beautification, directional signage, marketing of businesses to potential customers in and outside of Evanston, and other business development support. In addition to the opening of 54 new businesses which have brought 600 new jobs, Economic Development staff continued economic development initiatives that have been part of multi-year processes: Continued coordination of redevelopment of key commercial parcels that have remained vacant for nearly a decade. Parcels include: 1) The former Osco-Drug store at 430 Asbury Avenue redeveloped Little Beans Café as an indoor playground/coffee shop for families; 2) the 30,424 square foot vacant lot at the southeast corner of Main Street and Chicago Avenue as a mixed-use retail, office, residential development; and 3) the ongoing redevelopment of the Evanston Plaza shopping center. Continued support of the revitalization of Howard Street. In 2015, the Police Outpost was relocated from City-owned property at 633 Howard Street to 745 Howard Street in order to offer additional commercial space for reinvestment. The City also issued a Request for Proposals to identify a theatre user to occupy the future Howard Street Theatre. As negotiations continue, it is projected that decisions will be finalized on which theatre to move forward with in 2015 and start construction on a theatre in 2016. Managed a variety of entrepreneurship support activities that have included: Evanston Start-up showcase that convenes over 150 entrepreneurs to discuss and engage on entrepreneurship issues; ongoing support of Evanston’s food incubator, Now We’re Cookin’, which assists in the development of food-based entrepreneurs; and coordinated peer-to-peer company founder networking events. Next Chapter continues to assist Evanston residents and employees of Evanston business with a variety of business-focused topics to support and encourage entrepreneurship. Since its launch in 2013, Next Chapter has hosted over 50 seminars serving over 250 aspiring entrepreneurs. Global Entrepreneurship week in November showcased Evanston’s entrepreneurship community through a number of events. Oversight of the Downtown Performing Arts Task Force, tasked by the Mayor, to identify potential locations in Evanston’s downtown for performing arts venues. Final recommendations in favor of pursuing the development of the performing arts center were presented to City council in July 2015. Partnership with the businesses comprising the Main Street Merchants Association and the Chicago/Dempster Merchants Association to create a special service area (SSA) for the two commercial districts to support ongoing business district activities and planning. Staff will continue to provide support to implement the district in its initial year of operation. Managed the efforts to reutilize former Dominick’s stores in Evanston. Following the closure of both Dominick’s at the end of 2013, staff has worked with property owners at both locations to ensure that high-quality grocers will locate in each 11 -- 11 of 260 -- space. In 2015, the City welcomed a third Whole Foods Market, as well as Valli Produce. Stabilized and expanded Evanston’s employer base by assisting Evanston’s largest for-profit private employer, ZS Associates, with an expansion of their office space from 1800 Sherman Ave. to the Rotary Headquarters Building to accommodate approximately 350 employees. Attracted 200 new jobs to downtown Evanston with Accuity’s headquarters relocation from Skokie to 1007 Church Street. These employers shop at Evanston businesses, eat at restaurants, and generate hotel room nights for out of town employees/guests attending corporate meetings. Water Sales: Evanston continues to meet with and provide information to Lincolnwood, Niles, Park Ridge, Morton Grove, and the Northwest Suburban Municipal Joint Action Water Agency (NSMJAWA) in regards to providing them with wholesale water. Lincolnwood has indicated renewed interest and made a formal request for additional information, which was provided to them in late 2014. Niles and Morton Grove have partnered together and requested additional information through a consultant hired by the group. Evanston is working with Niles and Morton Grove to facilitate Park Ridge’s participation in this group as well. It is anticipated that discussions will continue with a potential to reach an agreement during early 2016. Human Services Fund: Broadly defined, this fund is a unique approach to meeting human needs through a focus on prevention, remediation of problems, and maintaining a commitment to improving the overall quality of life for served populations. The staff promotes improved delivery systems by addressing the quality of direct services and seeking to improve accessibility, accountability, and coordination among professionals and local service delivery agencies. The Human Services staff focuses on: Delivering professional services and treating all clients with dignity and respect Managing business operations effectively and efficiently by aligning resources across the Department Promoting accountability, transparency, and quality in all services and programs administered General Assistance Fund: The General Assistance Program is a locally administered program, which is mandated by the State of Illinois and funded by taxpayers. The General Assistance Program provides assistance (up to $500.00 monthly) to persons ineligible for any other State or Federal financial assistance programs and who do not have income or resources to provide for their basic needs. The goal of the City’s General Assistance Program is to prepare and assist individuals with becoming employment-ready, and is accomplished through various programs administered by the City. The Emergency Assistance Service supports residents with food due to short-term financial crisis or disaster. Assistance for food and other essentials are provided to Evanston residents who have applied for, but are not yet receiving, benefits from other agencies such as DHS, Social Security, the Illinois Unemployment Administration Service or for those who have exhausted their income due to unforeseen circumstances. The program provides wrap-around services with community partners to address basic needs for residents who 12 -- 12 of 260 -- have experienced unforeseen, emergency life-threatening situations. Available assistance includes mortgage, rental assistance, and limited utility assistance. The City of Evanston is proud to provide residents with increased services. Due to increases in efficiencies from the absorption of the former Township into the City, the same increased levels of service will be available to residents with a decrease in the property tax levy for General Assistance functions. The General Assistance levy is $600,000 less than the 2014 (collected in 2015) levy. Livable Cities: Livability is the sum of the factors that add up to a community’s quality of life—including the built and natural environments, economic prosperity, social stability and equity, educational opportunity, and cultural, entertainment and recreation possibilities. Sustaining and enhancing Evanston’s livability is key to the continued success and financial health of the City. In 2015, the City created the Evanston Livability Academy. All City employees participated in a half-day session designed to explore all departments’ roles in making Evanston a more livable community and renew their shared enthusiasm towards supporting a high quality of life for all residents. An on-going Livability Series is underway to provide employees with a deeper look at the main livability themes and provide on-going opportunities to learn about and celebrate how each of us is working to make Evanston the Most Livable City. Transportation and mobility is a key factor for a livable community. The City is building upon a bicycle-friendly culture to enhance opportunities for riders of all ages to safely travel Evanston using a bicycle. The City earned recognition from the Pedestrian and Bicycle Information Center as a Gold Walk Friendly Community and was applauded for prioritizing pedestrian improvements and managing excellent land use policies that support a walkable urban environment. The City of Evanston’s livability initiative also aims to support people through all stages of life and connect them to housing, transportation, and recreation opportunities. Evanston has joined the World Health Organization’s “Age-Friendly Cities” project to provide a system to educate, encourage, promote, and recognize improvements. This will make Evanston more user-friendly, not only for senior residents but for residents of all ages. Under this project, the City is in the final stages of developing a three-year City-wide action plan for ongoing improvement of “age-friendliness." Cultural Arts: The Cultural Arts division of the City Manager’s Office seeks to facilitate performing and fine arts throughout the community by connecting artists to funding, networking, communication, venues to work, rehearse, exhibit and perform, and more. Reconfiguring our grant program and hosting the 2015 One State Together in the Arts conference were important pieces of supporting local artist and arts organizations. Cultural arts will play a strong role in economic development as we explore capital projects that will showcase the arts, strengthen neighborhoods and help build meaningful partnerships between artists and local businesses. FUTURE CHALLENGES 13 -- 13 of 260 -- State of Illinois: The fiscal crisis being experienced by the State of Illinois will have adverse financial and service impacts to all local governments and their residents in the coming years. The City of Evanston continues to be a strong voice for fiscal reform within the State to minimize the impact to local residents. Staff will continue to look at alternative service delivery models that could be implemented in the event that actions by the State negatively affect the City. Included on page 18 are options for Council consideration should such a response become necessary. Capital Investment: Many residents have previously expressed concern that efforts to balance the City’s budget may impact the quality of life through reductions in City services. In 2016, the City will continue to take on the short-term challenge of balancing our operating budget while tackling the long-term task of updating and replacing City facilities, parks, and utility systems. Evanston is a wonderful place, in part, because of the great facilities, parks and transportation systems that bring the community together. These systems require periodic repair and replacement and given our tight operating budgets, developing a strategic plan to prioritize these replacements and upgrades will be an important task in the coming year. The 2016 Adopted Budget includes an additional $500,000 transfer to the Capital Improvements Fund to upgrade City facilities. The City’s Capital Improvements Plan continues to emphasize infrastructure maintenance and facilities improvements. The 2016-18 Plan identifies $122.6 million in capital projects over the next three years. The 2017 and 2018 Capital Plans do not include cost estimates for Parks and Facilities projects which are being identified through a community process. The 2016 Capital Improvements Plan is $56.1 million which is distributed over various City funds and is broken down by type of project as listed below. Capital Projects by Type Amount Percent Combined Water / Streets 16,293,400 $ 29.0% Facilities 5,254,000 $ 9.4% Other 200,000 $ 0.4% Parking 1,784,000 $ 3.2% Parks 4,041,615 $ 7.2% Sewer Lines / Systems 2,525,000 $ 4.5% Transportation 6,460,000 $ 11.5% Water Treatment and Storage 19,585,000 $ 34.9% TOTAL 56,143,015 $ 100.0% Public Safety: With increasing pension costs for both Police and Firefighter Pensions, the City of Evanston strives to provide quality services to residents while increasing the funding contribution to the Police and Fire Pension Funds. Debt: Debt Service costs remain at a higher level due to the original structuring of bonds in 2006 and 2007. In 2015, the City reduced the need for a higher debt service tax levy through the refinancing of approximately $11.3 million in General Obligation Bonds, which saved just over $590,000 total costs over the remaining life of those bonds. 2016 CITY COUNCIL GOALS 14 -- 14 of 260 -- During 2015, the City Council reaffirmed their commitment to a consolidated list of goals that provides direction for staff. The FY 2016 Budget includes many programs and initiatives to further the adopted goals of the City Council. The adopted 2015 City Council Goals are as follows: Buildings and Facility Infrastructure Water and Sewer Infrastructure Street/Sidewalks Infrastructure Economic Development At Risk Individuals and Families Financial Policies FISCAL YEAR 2016 BUDGET OVERVIEW The General Fund encompasses the majority of all daily operations as budgeted, excluding Fleet, Parking, Water, and Sewer services. General Fund FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Revenues 91,434,635 $ 90,660,664 $ 112,138,711 $ Expenditures 91,335,314 $ 89,790,987 $ 111,706,196 $ Surplus 99,321 $ 869,677 $ 432,515 $ Police and Firefighter Pension Disclosure Changes: The City has historically included annual costs for employees covered by the Illinois Municipal Retirement Fund (IMRF) in each operating department and fund. Police and Firefighter pension costs, as a part of a locally administered pension system, have only been shown in the respective agency/trust pension funds (page 195 & 193 of this budget). The 2016 Adopted Budget now shows these expenses in the Police and Fire Departments of the General Fund and also shows these expenses in the agencies and trust funds as was done in the 2015 Amended Budget. As noted previously, this annual expenses is approximately $16.7 million for 2016, an increase of $1.7 million above 2015 levels. Good Neighbor Fund: Northwestern University is contributing $1 million to the City of Evanston for use in a variety of programs. There will be additional employees as a result of this funding. The overall impact to the General Fund is additional revenue of $320,000. Additional details for this fund and its transfers can be found on page 121. Increased Expenses New Job Training program (Good Neighbor Fund) 100,000 $ One additional FTE Outreach worker (Good Neighbor Fund) 80,000 $ TOTAL 180,000 $ Increased Revenues Increased funding to aid families affected by violent crime 50,000 $ Increased funding for youth and young adult division from Good Neighbor Fund 100,000 $ Increased funding for at-risk youth job training 150,000 $ Transfer from Good Neighbor Fund to pay for one ambulance company 200,000 $ TOTAL 500,000 $ 15 -- 15 of 260 -- Staffing/Compensation: IAFF, AFSCME and FOP Officer labor contracts were settled in 2014. The 2016 Adopted Budget includes a 2.4-2.75% wage increase across all of these units. Adopted in this budget is an increase of 2% for non-union staff. Additionally, the 2016 Adopted Budget includes staffing adjustments to better align staff with the City Council goals. Position Description 2015 Adopted Budget FTE 2016 Adopted Budget FTE Difference Junior Accountant 0.00 1.00 1.00 Created by eliminating temporary accounting position Digital Services Manager 0.00 1.00 1.00 New Position Exec Secretary (non-Dept Head) 1.00 0.00 -1.00 Position eliminated during 2016 Budget Electrical Inspector/Plan Reviewer 0.00 1.00 1.00 Added during 2016 Budget process Chief Animal Warden 1.00 0.00 -1.00 Position elminiated PT Animal Warden 0.50 0.00 -0.50 Position elminiated Director, Public Works 1.00 0.00 -1.00 Eliminated during the 2016 Budget process Youth-Young Adult Outreach Worker 1.90 2.90 1.00 Position added during 2016 Budget process; funded from Good Neighbor Fund Facilities Coordinator 0.00 0.50 0.50 Added during 2016 Budget process Facilities Supervisor 0.00 1.00 1.00 Added during 2016 Budget process Festival Coordinator 0.60 1.00 0.40 0.4 FTE added during the 2016 Budget process LIBRARY FUND 66.45 66.87 0.42 NSP2 FUND 0.50 0.45 -0.05 CDBG ADMINISTRATION FUND 4.35 4.55 0.20 ECONOMIC DEVELOPMENT FUND 6.25 5.75 -0.50 HOME FUND 0.40 0.50 0.10 AFFORDABLE HOUSING FUND 0.00 0.50 0.50 83.95 87.02 3.07 Total FTE Increase Balanced Budget: The FY 2016 budget was adopted with a general fund surplus of $432,515. 16 -- 16 of 260 -- Proposed Adopted TOTAL 2015 ADOPTED REVENUES (General Fund Baseline) 91,434,635 $ 91,434,635 $ TOTAL 2015 ADOPTED EXPENDITURES (General Fund Baseline) 91,335,314 $ 91,335,314 $ - $ - $ Proposed Revenue Growth for 2016 (no rate increases) Sales Tax-Home Rule 309,000 $ 309,000 $ Parking Tickets 312,500 $ 312,500 $ State Use Tax 340,000 $ 340,000 $ Parking Tax 350,000 $ 350,000 $ Sales Tax-Basic 511,250 $ 511,250 $ Liquor Tax 550,000 $ 550,000 $ Additional Revenue Growth 157,019 $ 157,019 $ Building Permits 800,000 $ 800,000 $ Interfund transfer changes (revenue growth from other City funds) 228,972 $ 228,972 $ General Fund Police Pension Levy (per GASB 67 & 68) 9,055,940 $ 9,055,940 $ General Fund Fire Pension Levy (per GASB 67 & 68) 7,070,865 $ 7,070,865 $ General Fund Police PPRT (per GASB 67 & 68) 325,000 $ 325,000 $ General Fund Fire Pension PPRT (per GASB 67 & 68) 280,000 $ 280,000 $ FY2016 Total Revenues with Revenue Growth-- 2016 BASELINE 111,725,181 $ 111,725,181 $ - $ Increase transfer from Economic Development Fund 250,000 $ 250,000 $ Transfer from Good Neighbor Fund into General Fund 500,000 $ 500,000 $ Net Property Tax Increase of $800,000 - $ Property Tax Transfer to Fire Pension (includes $400,000 property tax increase) 1,009,290 $ - $ Property Tax Transfer to Police Pension (includes $400,000 property tax increase)675,733 $ - $ General Fund Property Tax Decrease (336,470) $ (336,470) $ General Assistance Tax Decrease (548,553) $ - $ FY2016 Total Revenues (Total Revenues w/ Trending + Proposed FY2016 Revenues) 112,138,711 $ 112,138,711 $ TOTAL 2015 ADOPTED EXPENDITURES (General Fund Baseline) 91,335,314 $ 91,335,314 $ FY2016 Expense Changes IMRF Early Retirement Incentive Debt Service Increase 25,210 $ 25,210 $ Increase 3% Transfer to Fleet Fund 98,602 $ 98,602 $ Salary increases for 2016 Contract (2.4%-2.75%) 2,390,000 $ 2,390,000 $ Utility and misc cuts (93,839) $ (93,839) $ Grant reduction (41,000) $ (41,000) $ Non-bargaining salary increases at 2% 265,000 $ 265,000 $ Insurance reduction approx. 3% (267,500) $ (267,500) $ Salary budgeted at 99.5% (256,394) $ (256,394) $ General Fund Police Pension Levy transfer to Police Pension Fund (per GASB 67 & 68) 9,055,940 $ 9,055,940 $ General Fund Fire Pension Levy transfer to Fire Pension Fund (per GASB 67 & 68) 7,070,865 $ 7,070,865 $ General Fund Police PPRT transfer to Police Pension Fund (per GASB 67 & 68) 325,000 $ 325,000 $ General Fund Fire PPRT transfer to Fire Pension Fund (per GASB 67 & 68) 280,000 $ 280,000 $ Total 18,851,884 $ 18,851,884 $ FY2016 Expenses with Contractual Increases-- 2016 BASELINE 110,187,198 110,187,198 17 -- 17 of 260 -- Proposed Expense Changes for FY2016 New Job Training program (Good Neighbor Fund) 100,000 $ 100,000 $ Reduce 1 FTE for Administrative Secretary (80,120) $ (80,120) $ Add 1 FTE for Electrical Inspector/Plan Reviewer 118,018 $ 118,018 $ Add 1 FTE Outreach worker (Good Neighbor Fund) 80,000 $ 80,000 $ Add 1 FTE for Transportation and Mobility Coordinator N/A N/A Reduce 1 FTE Community Engagement Specialist N/A N/A Additional 0.4 FTE for Special Events Coordinator 40,000 $ 40,000 $ Eliminate Chief Animal Warden position (97,000) $ Contribution to Evanston Animal Shelter Association 65,000 $ Increased job training programming 100,000 $ 100,000 $ Gibbs Morrison Cultural Center (includes 1.5 FTEs) 195,000 $ 195,000 $ Reduction in Recruitment (off-year) (16,000) $ (16,000) $ Reduction in test administration (off-year) (11,500) $ (11,500) $ Reduction in employment testing services (off-year) (22,500) $ (22,500) $ Reduction in Service Agreement/Contracts (copier initial cost) (110,000) $ (110,000) $ Reduction in SWANCC fees (56,900) $ (56,900) $ Elimination of SWANCC Debt Services (60,000) $ (60,000) $ Public Works reorganization savings (200,000) $ (200,000) $ One-time transfer to Insurance Fund 400,000 $ 400,000 $ One-time transfer to Debt Service Fund 400,000 $ 400,000 $ One-time transfer to Capital Improvements Fund 500,000 $ 500,000 $ Transfer to Capital Fund for Main Street Sidewalk Engineering 75,000 $ Transfer to Firefighter Pension Fund 43,000 $ Transfer to Police Pension Fund 57,000 $ 111,563,196 $ 111,706,196 $ FY2016 Projected Surplus 575,515 $ 432,515 $ FY2016 Total Revenues (Total Revenues w/ Trending + Proposed FY2016 Revenues) 112,138,711 $ 112,138,711 $ FY2016 Total Expenses (Total Expenses w/ Contractual Increases + Proposed FY2016 Expense Adjustments) 111,563,196 $ 111,706,196 $ FY2016 Projected Surplus 575,515 $ 432,515 $ Projected surplus from baseline revenues and expenses 1,537,983 $ 1,537,983 $ Projected surplus from budget balancing worksheet 575,515 $ 432,515 $ FY2016 Total Expenses (Total Expenses w/ Contractual Increases + Proposed FY2016 Expense Adjustments) During the 2016 Budget process, the City Council requested that staff provide various options for reductions in costs, pending State budget announcements. The $1.5 million in requested cuts is detailed below and will be implemented with Council approval if necessary due to State action. 18 -- 18 of 260 -- Proposed $1,500,000 Reductions from General Fund (1,586,902) $ Elimination of city-wide cell phone allowance (31,418) $ Remove baseline transfer to Capital Improvement Fund (500,000) $ Law Reduce "Legal Services--General" (22,000) $ Administrative Services Reduction in personal computer equipment (47,428) $ Police Department Eliminate Chief Animal Warden position (97,000) $ Contribution to Evanston Animal Shelter Association 50,000 $ Eliminate training coordinator position (vacant) (83,271) $ Eliminate Records Operator position (79,256) $ Vacancy Savings (248,000) $ Fire Department Hold 2 vacancies (200,000) $ Health Eliminate Medical Billing position (70,000) $ Public Works Elimination of Construction Inspector position (vacant) (86,369) $ Eliminate Facilities Maintenance Worker III position (vacant) (87,475) $ Parks Staff reorganization savings (84,685) $ SUMMARY WITH ABOVE REDUCTIONS 2015 General Fund Expenditures 109,976,294 $ 2015 General Fund Revenues 112,138,711 $ 2015 Surplus/Deficit 2,162,417 $ GENERAL FUND REVENUES The City of Evanston economy remains stable and overall revenues are projected to increase for the 2016 Adopted Budget. The table on the next page shows a listing of taxes/revenues that are projected to change and some of the reasons for these changes. 19 -- 19 of 260 -- REVENUE FY15 Amended Budget FY16 Adopted Budget Difference Reason STATE USE TAX 1,260,000 $ 1,600,000 $ 340,000 $ Per the IL Municipal League, 2015 (May- Apr) Use Tax rate was $18.50 per capita. IML forecasts an increase to $19.40 for 2016. SALES TAX - BASIC 10,225,000 $ 10,756,250 $ 531,250 $ Sales tax increases reflect both economic growth and the inclusion of new grocery stores (Whole Foods and Valli Produce). SALES TAX - HOME RULE 6,180,000 $ 6,489,000 $ 309,000 $ Local Sales tax does not include auto sales. ATHLETIC CONTEST TAX 900,000 $ 1,000,000 $ 100,000 $ This increase is due to trending upward actual revenue from this tax. 2014 actual was $1,030,000. TELECOMMUNICATIONS TAX 3,150,000 $ 2,000,000 $ (1,150,000) $ Telecommunications tax is decreasing regionwide due to increases data usage and reduced voice usage. STATE INCOME TAX 7,500,000 $ 7,650,000 $ 150,000 $ Per IML, 2015 (May-Apr) Income Tax rate is projected to be just under $97.00 per capita, which is only a modest increase. City estimates for 2016 are expected to be $7.65 ELECTRIC UTILITY TAX 3,000,000 $ 3,070,000 $ 70,000 $ Per State of IL - 2016 electricity revenue is forecasted to increase slightly. The 2015 budget was $3 million. NATURAL GAS UTILITY 1,200,000 $ 1,300,000 $ 100,000 $ Tax on gross receipts for natural gas usage. Per State of IL - 2015 Natural Gas tax will decrease slightly. Current year revenues support this projection, but this may vary due to weather. CIGARETTE TAX 300,000 $ 200,000 $ (100,000) $ Cigarette taxes have steadily decreased 2013. 2016 projection is based on historical collections. LIQUOR TAX 2,450,000 $ 3,000,000 $ 550,000 $ Staff projects an increase in taxes due to economic development activities such as new Whole Foods, Valli Produce, micro/nano activities, and continued strong retail and restaurant activity). PARKING TAX 2,500,000 $ 2,850,000 $ 350,000 $ The Parking Tax continues to increase. The 2015 estimate is $2,550,000. PERSONAL PROPERTY REAPLACEMENT TAX 600,000 $ 800,000 $ 200,000 $ PPRT actuals receipts were up slightly from 2015 budgeted. Therefore 2016 budget will increase slightly to accommodate the actuals from 2015. REAL ESTATE TRANSFER TAX 2,875,000 $ 3,000,000 $ 125,000 $ Currently, the continued reassessment of activities by the County makes projection of any increases or decreases in this account a difficult projection and staff recommends status quo. The 2015 estimate is $2,850,000. VEHICLE LICENSES 2,850,000 $ 2,850,000 $ - $ Staff is projecting a a flat change, however compliance activities through the addition of one additional LPR camera enforcement car is anticipated. TOTALS 44,990,000 $ 46,565,250 $ 1,575,250 $ 20 -- 20 of 260 -- OTHER FUNDS: Water Fund: The City’s water treatment plant has several large concrete tanks that store water after it has been treated (called clearwells). The largest of these, a five million gallon clearwell built in 1934, is in need of replacement. Engineering evaluations completed in 2012-2013 concluded that the roof of the clearwell would not last more than another five years. A long-term planning study completed in 2014 evaluated options for the 1934 clearwell. Based on this review, the 2016 Capital Improvements Plan includes $15.4 million ($4.1 million to be budgeted in 2017) for the replacement of the clearwell. Evanston has a high probability of receiving a State Revolving Fund loan for this project at 2.5% or lower interest rate, whereas there is no certainty of such favorable lending conditions in the future. Furthermore, increases to the Northwest Water Commission’s wholesale water rate resulting from this project would generate enough revenue to offset about 90% of the 20-year loan repayment cost. The City budget includes information on many other funds, which account for all other activities accomplished each year. Each fund is summarized in the Executive Summary immediately after this transmittal letter. CONCLUSION In closing, I would like to thank Assistant City Manager/Chief Financial Officer Martin Lyons for his leadership of the Budget Team and his efforts to produce a responsible budget which strives to address City needs within the scope of our available resources. I would also like to thank the members of the Budget Team, including Deputy City Manager Erika Storlie, Assistant Director of Administrative Services Ashley King, Senior Management Analyst Alex Thorpe, ICMA Fellow Oscar Murillo, and Application Analyst James Shin for their research, analysis, and diligent efforts in the development of the annual budget. I would also like to thank the Department Directors and their respective staff for their assistance in helping to find solutions to this year’s budgetary challenges. Sincerely, Wally Bobkiewicz City Manager 21 -- 21 of 260 -- City of Evanston FY 2016 Adopted Budget Executive Summary I. Introduction The City of Evanston covers a stretch of four miles along Lake Michigan’s picturesque western shoreline. The City’s eight square miles include residential neighborhoods encircling thoughtfully-planned business districts and recreational facilities. Ongoing development of both residential and commercial properties has brought the City of Evanston a cosmopolitan flavor while retaining a close-knit suburban atmosphere. Evanston boasts a diverse populace in terms of religious, racial, educational, and economic composition. Interspersed throughout the community are over 260 acres of parks. This includes over thirty tennis courts, five public swimming 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 consisting of a Mayor and nine Ward Aldermen. Through the Council-Manager form of government, elected officials create policy and direct the City Manager to implement the plan. This places the responsibility for day-to-day provision of services on a professional manager and staff. II. Budget Summary The total operating budget for FY 2016 is $304,494,806 for all budgeted funds, including inter-fund transfers. This represents an increase of $36,903,178 compared to the amended FY 2015 Budget ($267,591,628). There are several major changes in the FY 2016 budget compared to FY 2015 including the creation of a Good Neighbor Fund, the Special Service District #6, and the presentation of pension expenses within the General Fund. III. Fiscal Considerations The City is anticipating another year of modest revenue growth with no changes in tax rates, fees or fines. As a result, the focus of the FY 2016 budget will be to continue services at current levels, with a focus on the execution of the City’s goals to address families at risk, long-term debt, and facilities and infrastructure improvement. Revenues across all funds are projected to increase by approximately 15.1% compared to FY 2015. FY 2016 General Fund revenues are projected to increase over the prior year by 22.2%. The 2015 tax levy, receivable in 2016 is proposed with several changes compared to the levy received in 2015. The table below provides a comparison of the current and proposed levy by fund: 22 -- 22 of 260 -- 2014 ADOPTED LEVY 2015 PROPOSED LEVY $ VARIANCE INCREASE / (DECREASE) % VARIANCE INCREASE / (DECREASE) General Fund 8,664,896 $ 8,385,351 $ (279,545) $ -3.2% IMRF Pension 2,722,222 $ 2,665,297 $ (56,925) $ -2.1% General Assistance 1,348,553 $ 800,000 $ (548,553) $ -40.7% TOTAL CITY AND GA FUND $ 12,735,671 $ 11,850,648 $ (885,023) -6.95% Fire Pension 6,061,575 $ 7,070,865 $ 1,009,290 $ 16.7% Police Pension 8,380,207 $ 9,055,940 $ 675,733 $ 8.1% Debt Service 11,049,841 $ 11,049,841 $ - $ 0.0% TOTAL CITY NET LEVY $ 38,227,294 $ 39,027,294 $ 800,000 2.1% IV. General Fund Expenditures The FY 2016 budget includes increases to personnel costs as a result of union contracts which included an average 2.4% general wage increase. The FY 2015 Adopted Budget served as the baseline for non-personnel Departmental expenditure budgets in 2016. All Departments were asked to provide a 2% reduction in their total budgets from the FY 2015 Adopted Budget. Revenues The General Fund depends upon a variety of revenue sources to fund its services. Many of these revenues are subject to fluctuations based on the economy, although demands and costs for government services typically either remain constant or increase. The summary of revenues below is a budget to budget comparison. The transmittal letter of this document includes a budget to actual comparison. 1. Property Tax: The General Fund portion of the levy is expected to decrease by $693,413 as noted above. 2. State Sales Tax: General Fund revenue from the State of Illinois sales tax is expected to be $10,736,250, which represents an approximate increase of 5% in comparison to the FY 2015 budget. This revenue will increase or decrease based on the dollar amount of purchased tangible merchandise within the City. The anticipated increase is based on the projections provided by the State of Illinois budget office and have been adjusted to account for increased sales as a result of increases in retail grocery sales within Evanston. 3. Home Rule Sales Tax: 23 -- 23 of 260 -- For FY 2015, this General Fund revenue is budgeted at $6,489,000, which is a 5% increase in comparison to the FY 2015 budget. The year-end estimate for FY 2015 Home Rule Sales Tax revenue is projected at $6,350,000. This tax is not assessed on food, prescription medication, or registered/titled property purchases (i.e., vehicles) so it is often less than the local share of the retailers’ occupation tax. 4. State Income Tax: Based upon projections from the Illinois Municipal League, revenue budgeted for FY 2016 is $7,650,000, representing a 2% increase from the FY 2015 budget. This revenue is collected by the State of Illinois and the amount distributed to Illinois municipalities is dependent upon population size. The State of Illinois has discussed a potential decrease to the amount of income tax that is distributed to municipalities. 5. Utility Taxes: Revenues from utility taxes are comprised of electric, natural gas distribution and consumption, and telecommunications taxes. For FY 2016, these taxes are budgeted at $7,210,000, which represents a 11.75% decrease compared to FY 2015 budget. The decrease is in the telecommunications tax ($1,150,000 lower than 2015 Budget) due to a consistent decrease in this revenue source in Evanston and throughout the region. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is slightly increased to $3,000,000 in FY 2016 over 2015 and 2014’s budget at $2,875,000. 7. Vehicle Licenses: This revenue source is considered to be relatively insulated from economic fluctuations as it is based on the number of vehicles registered within the City. For FY 2016, the revenue projection for vehicle licenses is $2,850,000, which is flat at the 2015 amount and a 5.5% increase from the FY 2014 budget. 8. Licenses, Permits, and Fees: Excluding vehicle sticker sales, total licenses, permits, and fees are expected to generate $12,426,627, which represents a 7.72% decrease in comparison to FY 2015. There are several revenue sources, which comprise the licenses, permit and fee category including building permits, liquor licenses and the cable franchise fee. 9. Fines and Forfeitures: Parking tickets, regular, and other fine revenues are budgeted to be $4,177.825 in FY 2016, which represents a 2.81% increase, mainly due to increased parking fines. 10. Charges for Services 24 -- 24 of 260 -- This category consists of many revenue sources, the largest of which relates to recreation and ambulance service fees. Charges for services are projected to generate $8,559,167 in FY 2016, which is a 6.7% increase over FY 2015. 11. State and Federal Aid This revenue is completely dependent on grants offered by the State and Federal governments. For FY 2015, the revenue is projected to be flat with 2015 at $725,727. The majority of the City’s grant funding is located in grant-specific funds outside of the General Fund. V. Other Funds General Assistance Fund The General Assistance Program, which is mandated by the State of Illinois, is administered by the City of Evanston and supported by Evanston tax revenues. The program provides assistance (up to $500 monthly) to Evanston residents who are not eligible for other forms of state or federal financial assistance and do not have resources to support their basic needs. Human Services Fund The Human Services Fund was created to protect Evanston's most vulnerable residents and to provide individuals and families with access to services that promote self-sufficiency and address mental health concerns. This includes community services provided by social services agencies, crisis intervention services, and the Community Action Program. Good Neighbor Fund The Good Neighbor Fund is a new fund in 2016 as a result of Northwestern University’s commitment to contributing $1 million in support of City programs. Library Funds The Evanston Public Library reviews and approves Library Funds/Budgets through the Library Board and these funds are included in this document. As noted above, the Library is increasing both operating and capital expenses for 2016. The Evanston Public Library promotes the development of independent, self-confident, and literate citizens through the provision of open access to cultural, intellectual, and informational resources for all ages. Neighborhood Stabilization Fund The Neighborhood Stabilization Program 2 (NSP2) was funded by the American Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have been negatively impacted by high numbers of foreclosed and vacant homes. Motor Fuel Tax Fund The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and signal upgrade projects. The funds are authorized by the Illinois Department of 25 -- 25 of 260 -- Transportation and are appropriated as part of the City’s share of the gasoline tax. Motor Fuel Tax Fund spending is budgeted at $2,189,000 in FY 2016. 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. FY 2016 revenues for the fund are budgeted at $1,019,000 while expenditures for 2016 total $1,516,643. Special Service Area (SSA) #4 This accounts for services such as promotion, advertisement, and other public services of the territory as managed by Downtown Evanston, an Illinois not-for- profit corporation. Each fall, Downtown Evanston submits a budget for approval to the City Council. However, because assessed property value was not available in final form as of the date of this document, the Special Service Area and Downtown Evanston budgets remain estimated until a final tax levy can be calculated. The FY 2016 revenues and expenditures budgeted for the SSA #4 Fund are projected to be $320,000. Community Development Block Grant (CDBG) Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The expenditure amount estimated for FY 2016 is $2,594,625, which includes draw down of prior year available funds. This is a $604,514 increase in comparison to FY 2015. CDBG Loan Fund The CDBG Loan Fund is a revolving loan fund. The purpose of the fund is to provide residential rehabilitation loans for income eligible 1- to 3-unit owner- occupied residential properties and multi-family rental properties that are occupied by income eligible households under HUD regulations. FY 2016 expenditures total is $350,000. Economic Development Fund Revenues for this fund are primarily generated from locally administered hotel and amusement taxes. The City uses these funds to stimulate economic development according to the City’s strategic economic development plan. Expenditures for the Economic Development Fund are budgeted to be $2,548,699. The fund has a decrease as a result of returning the Gigabit Project grant to the State of Illinois. The $900,000 grant was included in the FY 2015 Budget. Neighborhood Improvement Fund This fund was created to track revenues and expenses associated with development agreements in specific areas throughout the community. Revenues for this fund are created through sales tax revenue sharing and expenses are used for neighborhood improvements surrounding the originally developed commercial property. Program expenses are budgeted at $100,000 in FY 2016. 26 -- 26 of 260 -- These expenses are associated with the Main Street Commons / KAPSUM agreement. HOME Fund The HOME Fund is a federally-funded program designed to meet the needs of low- to moderate-income residents in finding affordable housing. The HOME Fund’s FY 2016 budgeted expenditures are $402,168 or $39,032 less than FY 2015. Affordable Housing Fund The Affordable Housing Fund seeks to support housing related programs as adopted by the City Council. The FY 2016 budget is $474,347 for Rehab Loans and Housing Related Services. Washington National TIF Debt Service Fund Expenditures for the Washington National TIF Fund are budgeted to be $7,787,683 for FY 2016, an increase of $3,872,387 from 2015. The major expenses in this fund are the payment of debt service for parking facilities, capital projects, and economic development activities. Special Service Area #5 Fund Adopted by the City Council on June 27, 1994, Special Service Area #5 overlays the City of Evanston’s downtown business district. The FY 2016 budget for this fund is $468,271 of debt service costs, which represents a $43,096 increase from FY 2015. Chicago-Main TIF Fund The City Council adopted the Chicago/Main Tax Increment Financing (TIF) district #8 in January 2013. The goal of this TIF district is to support the continued development of the thriving business district located near the intersection of Chicago Avenue and Main Street. Special Service Area #6 Fund Adopted Special Service Area #6 (SSA #6) on July 13, 2015, Special Service Area #6 is comprised of the commercial areas of Dempster Street, Chicago Avenue, and Main Street. The FY 2016 Budget for this fund is $200,000. Southwest II (Howard-Hartrey) TIF Debt Service Fund Also known as the Howard-Hartrey TIF, the district consists of a 23-acre site located at 2201 Howard Street. The FY 2016 budget for this fund is $1,952,450 and includes $1 million for economic development projects. Debt Service Fund The 2015 tax year levy, to be filed with Cook County in December 2015, has been budgeted as revenue for FY 2016. Budgeted expenditures in this fund primarily consist of general obligation debt not paid (and therefore abated) 27 -- 27 of 260 -- elsewhere, such as in tax incremental financing districts and enterprise funds. Total debt service for FY 2016 is projected at $16,279,452. Howard-Ridge Tax Increment Finance District Fund The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District on January 26, 2004. The TIF district is generally bounded on the north by various parcels that front Howard Street and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line, on the south by City boundaries and on the west by Ridge Avenue. The TIF district contains mixed residential uses, retail/commercial properties, and institutional uses. Expenditures budgeted for FY 2016 total $1,646,100, with a significant portion of this amount budgeted for developer agreement payments. West Evanston Tax Increment Finance District Fund The City Council adopted the West Evanston Tax Increment Finance (TIF) District in September 2005. The West Evanston TIF district collected its first tax increment in FY 2007-08. Expenses for FY 2016 are budgeted at $40,000 and are primarily related to economic development and capital projects. Dempster-Dodge Tax Increment Finance District Fund The City Council approved the creation of the Dempster-Dodge Tax Increment Financing (TIF) District on June 25, 2013. The Dempster-Dodge TIF District area is comprised of a single parcel. This parcel is a shopping center located at the southwest corner of the intersection of Dempster Street and Dodge Avenue. Expenses for FY 2016 are budgeted at $40,000. Capital Improvement Fund The Capital Improvement Fund accounts for all capital outlay expenditures not included in other funds as outlined in the Capital Improvement Plan (CIP). Expenditures in the fund are budgeted at $22,769,615 which is an increase of $4,247,465 compared to FY 2015. Special Assessment Fund The Special Assessment Fund’s budgeted expenditures for FY 2016 total $382,250, which represents a decrease of $379,448 compared to FY 2015. The majority of this decrease is attributable to fewer capital improvement projects scheduled in the fund for FY 2015. Parking Fund All parking revenue sources, including lots, meters, and garages are combined into this fund for ease of tracking and comparison. Operations include the Sherman Plaza garage, the Maple Avenue parking structure, and the entire municipal parking system. FY 2016 budgeted expenses total $16,938,042, an increase of $1,278,748 compared to FY 2015. 28 -- 28 of 260 -- Water Fund The Water Fund has budgeted FY 2016 expenses totaling $41,125,255, which represents an increase of $9,049,613 in comparison to FY 2015. This increase is primarily due to capital improvements scheduled in the fund, which are budgeted at $24,784,400 in FY 2016 and include main replacements, tank painting and improvements to the Water Plant. Sewer Fund The Sewer Fund has budgeted FY 2016 expenses totaling $15,481,301 which represents an increase of $2,091,666 compared to FY 2015. The Sewer Fund includes $2,900,000 in capital improvements and $9,222,913 in debt service. Solid Waste Fund This fund was created in FY 2012 and tracks revenues and expenses associated with the City’s refuse, recycling, and yard-waste collection services. The FY 2016 budget for Solid Waste operations is projected at $5,140,517 which is a decrease of $51,303 from FY 2015. Fleet Services Fund Budgeted expenditures for FY 2016 total $3,644,146, a $99,809 increase in comparison to FY 2015. Fleet Services Fund is responsible for the maintenance and repair of the City’s fleet; the Equipment Replacement Fund is responsible for the purchase of vehicles and equipment. Equipment Replacement Fund This fund is responsible for costs associated with purchases of City vehicles and equipment. Revenues for the fund are provided primarily from transfers from other funds. FY 2016 expenditures budgeted for the fund total $1,515,422. Insurance Fund Budgeted expenditures for FY 2016 total $17,192,633, which is a decrease of $17,119 from the FY 2015 budget. The City self-insures a large majority of liability insurance claims in this fund, with a self-insured retention set at $1,250,000. 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 40 ILCS 5/4- 101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2016 are budgeted at $8,163,000. Police Pension Fund Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must have a Police Pension Fund as prescribed in 40 ILCS 5/3-101 of the Illinois Revised Statutes. The Police Pension Fund expenditures for FY 2016 are budgeted at $11,047,000. 29 -- 29 of 260 -- PART II CHARTS & SUMMARIES 30 -- 30 of 260 -- 2016 ADOPTED BUDGET Organizational Chart Residents Mayor City Council City Clerk Police Fire Community Development Public Works Agency Health and Human Services Parks, Recreation & Community Services Law Administrative Services City Manager Deputy City Manager Assistant City Manager / CFO Boards and Commissions Library 31 -- 31 of 260 -- General Information Evanston and its Government The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake Michigan. The City is governed by a Council-Manager form of government, which includes a Mayor and nine ward-elected Aldermen. The City provides a wide variety of services, including fire protection, law enforcement, water and sewer utilities, health and human services, recreation, public works, libraries, and community development. The City of Evanston’s eight square miles include over 33,000 housing units for an estimated 74,486 residents. Evanston also hosts a top tier institution of higher learning, Northwestern University. In addition, the City is home to several other international and national non-profit and philanthropic organizations. By combining a high quality of life and close proximity to the City of Chicago and Lake Michigan, Evanston continues to be a highly desirable residential community. The quality of Evanston’s earliest neighborhoods has been preserved and enhanced by foresight in planning and zoning. Due to cultural opportunities and flourishing commercial districts, the City of Evanston is increasingly a destination for business and pleasure alike, rather than a purely residential community. Date of Incorporation 1863 Library Services Library Facilities 3 Form of Government Council – Manager Number of Books / Materials 477,645 Number of Registered Borrowers 59,204 Geographic Location On Lake Michigan Annual Circulation 1,011,064 Immediately north of Chicago Recreation Facilities Population (2011 Census Estimate) 74,785 Number of City-maintained Parks and Playgrounds 75 Park Area in Acres 265 Number of Households (2010 Census Estimate) 29,106 Number of Public Swimming Beaches 5 Number of Housing Units (2009 Census Estimate) 33,335 Municipal Parking Utility Number of Parking Meters 2,300 Equalized Assessed Valuation (2012) $2,514,621,552 Number of Parking Lots 35 Capacity of Parking Lots 1,919 Per Capita Income (2010 Census Estimate) $42,925 Metered Spaces 686 Space Rentals and Free Spaces 1,233 Municipal Services and Facilities Capacity of Parking Garages 3,283 Miles of Streets 147 Number of Parking Garages 3 Miles of Alleys 76 Miles of Sewers 208 Municipal Water Utility Number of Street Lights 5,641 Total Population Serviced 365,883 Northwest Water Commission 225,137 Fire Protection Evanston 75,570 Number of Firefighters (2010) 107 Skokie 65,176 Number of Stations 5 Miles of Water Mains 157.5 Number of Fire Hydrants 1,385 Filtration Plant Rated Daily Capacity (gallons) 108,000,000 I.S.O. Rating Class 3 Rated Daily Pumping Capacity (gallons) 147,000,000 Police Protection Average Daily Pumpage (gallons) 37,850,000 Number of Sworn Officers (2010) 160 Number of School Crossing Guards 49 Number of Parking Enforcement Officers 11 32 -- 32 of 260 -- CITY OF EVANSTON, ILLINOIS Demographic and Economic Statistics Last Ten Years Per Education Total Capita % of population Calendar Personal Personal Median with HS Diploma School Unemployment Year Population Income Income Age or Higher Enrollment Rate 2003 74,239 2,694,578,744 36,296 32.5 91.3% 9,766 5.4% 2004 74,239 2,694,578,744 36,296 32.5 91.3% 9,849 5.0% 2005 74,239 2,775,350,776 37,384 32.5 94.0% 9,740 5.0% 2006 74,239 2,902,967,617 39,103 32.5 94.0% 9,550 4.5% 2007 74,239 2,902,967,617 39,103 32.5 94.0% 9,550 4.4% 2008 74,239 2,902,967,617 39,103 32.5 94.0% 9,550 4.6% 2009 74,239 2,902,967,617 39,103 32.5 94.0% 9,550 4.7% 2010 74,486 3,157,759,484 42,394 34.3 94.0% 9,550 7.9% 2011 74,486 3,197,311,550 42,925 34.3 94.0% 11,369 7.3% 2012 74,486 3,176,902,386 42,651 35.1 93.6% 11,418 6.8% 2013 74,486 3,176,902,386 42,651 35.1 93.6% 11,419 6.8% 2014 75,658 3,123,464,872 41,284 35.1 93.8% 10,977 5.6% Source: Various Government agencies 33 -- 33 of 260 -- DATE TIME ACTIVITY Monday, August 17, 2015 7PM* Mid-Year 2015 Budget Review Monday, August 31, 2015 7PM 2016 Budget Discussion Friday, October 9, 2015 5PM Proposed Budget to City Council Monday, October 19, 2105 7PM Budget Discussion Saturday, October 24, 2015 9AM - 1PM Special City Council meeting Public Hearing-- Truth in Taxation Public Hearing-- FY 2016 Budget Preliminary Tax Levy Estimate Monday, November 9, 2015 7PM* Budget Discussion Monday, November 16, 2015 7PM Budget Discussion (if needed) Monday, November 23, 2015 7PM* Budget & Tax Levy Adoption *meeting times are approximate City of Evanston City Council Budget Calendar Fiscal Year 2016 Rosh Hashanah is September 13th through 15th. Yom Kippur is September 22nd through 23rd. Columbus Day is October 12th. Thanksgiving is November 26th. 34 -- 34 of 260 -- 2016 ADOPTED BUDGET Budget Process Summary of Proceedings The City’s fiscal year begins on January 1. The City Manager submits to the City Council a proposed operating budget in October for the fiscal year commencing the following January 1. The operating budget includes proposed expenditures and the means of financing those expenditures. The City Council holds public hearings and then may modify the budget prior to adoption. The City Manager is authorized to transfer budgeted amounts between departments and within any fund (such as the General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the City Council. Preparation and Adoption Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except that property taxes are budgeted as revenue in the year for which they are levied. Property taxes are budgeted utilizing a cash basis of accounting whereas budgeted property tax revenue will be what the City actually anticipates receiving for any given budget year. The budgets of the governmental type funds are prepared on a modified accrual basis. Debt service payments and a number of specific accrued liabilities are only recognized as expenditures when payment is due, and revenue is recognized only when it has actually been received. Related Legislation The Evanston City Council has adopted three primary pieces of legislation which govern the budget process: Resolution 67-R-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 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 to allow for ample time for discussion and decision-making. 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. The City Manager is required to submit a balanced budget to Council in which revenues equal expenditures 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. 35 -- 35 of 260 -- 2016 ADOPTED BUDGET Budget Process Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on the annual budget prior to final action by the City Council. Notice of this hearing shall be published in a local newspaper at least ten days prior to the public hearing. Copies of the proposed budget will be available for public inspection in printed form in the office of the City Clerk for at least ten days prior to the hearing. Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary components of this resolution include the following: In advance of the submission of the City Manager’s proposed budget to the City Council, the Administration and Public Works Committee shall publicize and conduct a public hearing to receive input from citizens concerning municipal appropriations for the coming year. Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public Library, and will be available for public inspection at these locations. The City Council budget meeting agendas will be available to the public prior to the initial special meeting of the City Council on the proposed budget. Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen testimony concerning budget matters discussed during that special meeting. The length of such time shall be determined by the chairman prior to the budget meeting process. Financial Control Procedures The City reports financial results based on generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate. The City’s expenditures are monitored on a regular basis by the Administrative Services Department. Disbursements are made only if the expenditure is within the authorized appropriation. For all major expenditures, purchase orders are prepared, approved and the related appropriation is encumbered before a check is issued. 36 -- 36 of 260 -- 2016 ADOPTED BUDGET 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, library, 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 fiscal year. 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). It should be noted that property taxes are budgeted on a cash basis. 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. 37 -- 37 of 260 -- 2016 ADOPTED BUDGET Budgetary Basis of Accounting The level of control (level at which expenditures may not exceed budget) is at the fund level. All unencumbered annual appropriations are lapsed at the fiscal year-end. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded, reserve a portion of a budgeted account so that amount is not spent elsewhere. For non-enterprise funds, encumbrances are usually not counted as expenditures until the actual disbursement has been made. The financial information of general governmental type funds (for example, the general fund itself and MFT funds) is prepared on a modified accrual basis. Briefly, this means that revenues are usually recorded when they become available and are measurable while expenditures are recorded when the liability has been incurred. The enterprise funds (Water, Sewer, Solid Waste, and Parking), on the other hand, are often reported on a full accrual basis. Not only are expenses 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) and a budget basis for comparison purposes. 38 -- 38 of 260 -- 2016 ADOPTED BUDGET Budget Policies In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This policy is revised in 2014 as follows: I. Budget Process Preliminary Pubic Hearing In September of each year prior to submission of the City Manager’s proposed budget to the City Council, the Administration and Public Works Committee shall publicize and conduct a public hearing to receive input from citizens concerning municipal appropriations for the coming fiscal year. Mid- year Budget Workshop Each September the Administration and Public Works Committee shall schedule and hold a mid- year budget workshop. The workshop shall review but not be limited to: A revenue and expenditure report for the current fiscal year Structural or legislative issues affecting the current or future fiscal year Revenue and expenditure forecast for the upcoming fiscal year Other issues of policy or indicators that will affect the upcoming fiscal year budget All members of the City Council shall be invited to participate in the Budget Workshop. Quarterly Financial Update Following the end of each financial quarter, the City Manager shall present a report summarizing budgeted vs. actual revenues and expenditures. Review of the Comprehensive Annual Financial Report The Administration and Public Works Committee shall review the Comprehensive Annual Financial Report. This review shall take place at the earliest meeting date following publication. Copies of the Proposed and Final Budget Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City Clerk, the Public Library, all library branches, and will be available for public inspection at these locations. An electronic version of the proposed and final budget shall be posted on the City of Evanston Website. The City of Evanston may offer for sale a printed and electronic copy of the proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of the budget. Submission of the Proposed Budget The City Manager will submit a balanced budget to the City Council by October 31. 39 -- 39 of 260 -- 2016 ADOPTED BUDGET Budget Policies II. Fund Policies General Fund The General Fund budget will be balanced each year, subject to the current Fund Reserve level. In the event the General Fund Reserve balance is below the minimum level of 16.6%, the fund may be structured with a surplus budget in order to bring reserves up to the minimum. In the event the fund reserve is above the 20% recommended maximum, the budget may be structured in a deficit to account for the transfers out to other funds as noted in the reserve policy. 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. Water Fund A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve shall be maintained to meet debt requirements. A portion of the fund reserve shall be used to fund depreciation and capital improvement needs. Fire and Police Pension Funds The Firefighters and Police Pension Funds shall receive funding in accordance with the Joint Actuarial Report provided by the City and both Funds each year. Actuarial methods and assumptions shall be reviewed annually and shall meet or exceed Illinois statutory regulations. Emergency Telephone System Fund This fund must be maintained at a level adequate to provide for maintenance of current operations, the capability to respond to unforeseen events, funding of long-term capital improvements, and needed upgrades. The fund shall be entirely supported by revenues received from the imposed telephone surcharge. Motor Fuel Tax Fund Revenues for this fund are provided by the state motor fuel tax and as such should be used only for street improvement, repair, and maintenance as allowed by State of Illinois law. Funds may be accumulated for the purpose of accomplishing major projects, however, the beginning reserve balance for this fund should not fall below 25% of the annual revenue received in the prior year. Insurance Fund The Insurance Fund must be maintained to meet the City’s current and future insurance liability and self-funded employee benefits program requirements. Liability Insurance Requirements include current budget year obligations and building a reserve (as noted in the fund reserve section of this communication) over seven years to prepare for anticipated claims and losses. The City Manager shall be required to present an annual report itemizing all of the City’s current and long-term claims and liabilities. Each year City staff will review worker compensation, liability, and property insurance policies to determine if coverage meets current financial and operational needs. The City Manager 40 -- 40 of 260 -- 2016 ADOPTED BUDGET Budget Policies each year will recommend to the City Council insurance policy coverage and limits and include the necessary funds in the operating budget. Self-funded Employee Benefit Program costs are accounted for in this fund and at the Intergovernmental Personal Benefits Cooperative (IPBC). As required by the IPBC the City will maintain a minimum of one month’s reserve for PPO benefit programs at the IPBC. Further, the City will set rates and manage program benefit costs to keep cost increases below the Medical rate of inflation. Fleet Services Fund The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the demands of the operating departments. Interfund transfers from operating departments shall be established to maintain the necessary staff, equipment and supplies/parts to service all appropriate vehicles. Equipment Replacement Fund The Equipment Replacement Fund receives interfund transfer from operating department’s established to replace vehicles within 2 years of the expiration of their useful life as determined by the fleet maintenance division. General obligation debt shall only be used for vehicles with an expected equal to or greater than 15 years and with a purchase price greater than or equal to $250,000. Debt Service Fund General Obligation Debt of the City means debt (viz., bonds) for which an unlimited real property tax levy is made or pledged for payment. General Obligation Debt shall be allocated into two categories. Self-Supporting General Obligation Debt shall mean General Obligation Debt which, at the time of issuance, is expected and intended by the Treasurer to be payable out of a source of funds other than the City’s general real property tax levy, thus permitting the abatement and avoidance of the property tax levy to pay such bonds; examples of Self-Supporting General Obligation Debt include (without limitation) bonds payable from the Water Fund or the Sewer Fund, bonds payable from special assessments, bonds payable from tax increment financing areas, and bonds payable from Motor Fuel Taxes. Tax-Supported General Obligation Debt shall mean all other General Obligation Debt, which is expected and intended to be paid from a general real property tax levy. General Obligation Debt shall not include any obligation of the City not denominated a bond, including, without limitation, short term notes or warrants or other obligations which the City may issue from time to time for various purposes and to come due within three (3) years of issuance. General Obligation Debt does not include bonds which have been refunded or decreased and which, as a consequence of same, are provided for from a dedicated source of funds or investments. Self-Supporting General Obligation Debt shall not be limited by this Budget Policy. Tax-Supported General Obligation Debt shall not exceed $113,000,000 in aggregate principal amount, which limit is expressly subject to increase from time to time by action of the City Council as the needs of the City may grow. General Obligation Debt issued as so-called zero coupon bonds or capital appreciation bonds shall be counted as debt in the original principal amount issued. The Treasurer shall at all times keep a book or record of all General Obligation Debt and its proper allocation. The Treasurer’s statements as to the allocation of General Obligation Debt into these two categories shall be conclusive. Notwithstanding this statement of policy, all bonds or other 41 -- 41 of 260 -- 2016 ADOPTED BUDGET Budget Policies obligations by whatever name designated of the City duly authorized to be issued by the City Council shall be valid and legally binding as against the City, and there shall be no defense of the City as against any bondholder or other obligation holder on the basis of this policy. Economic Development Fund Expenditures in the Economic Development Fund will be for development activities as directed by the Economic Development Committee and City Council. Funds may be accumulated from year to year for major development activities. 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 operations, debt service, and capital projects. Transfers to other funds for administrative expenses should be maintained to reflect true program costs. Solid Waste 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 solid waste operations, debt service, and capital projects. Transfers to other funds for administrative expenses should be maintained to reflect true program costs. Expenditure Analysis City Council shall review all significant operational, economic, program, and expenditure proposals in regard to the short term and long-term budgetary and economic impact. The appropriate City Department and staff shall provide the budget analysis for the review and consideration by the City Council. III. Fund Reserve Policy The Fund Reserve Policy is as follows: General Fund A minimum of 16.6% or two month of operating expenses shall be maintained as a reserve. Any monies over a 16.6% 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. Parking System Fund A minimum of 16.6% 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. 42 -- 42 of 260 -- 2016 ADOPTED BUDGET Budget Policies 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. Sewer Fund A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve shall be maintained to satisfy both bond and IEPA loan debt requirements. A portion of this fund reserve shall be used to fund depreciation and capital improvement needs. Solid Waste Fund A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve shall be maintained to satisfy debt requirements. A portion of this fund reserve shall be used to fund depreciation and capital improvement needs. Motor Fuel Tax Fund A minimum of 25% expenses shall be maintained as a reserve in order to ensure the efficient startup of roadway projects each year. Capital Improvement Fund A minimum of 25% of expenses funded from non-debt sources shall be maintained as a reserve. No debt-service costs are located in this fund and therefore no reserve is required for debt service. This 25% reserve shall be used for the startup costs of the current year capital projects in the approved annual budget. Any funds that remain unspent from incomplete capital projects shall be in addition to this 25% level. Any funds that are unspent from projects that were completed under budget shall be included in this 25% level. All projects funded from bond proceeds or other debt issues, shall be tracked along with that debt issue to comply with arbitrage and issuance compliance regulations. Tax Increment Finance Funds Fund reserves shall be based on outstanding debt-service requirements or multi-year development incentives established by the City. Reserves shall be designated for the funding of these long-term expenses prior to being released for future capital or development expenses. Insurance Fund Health Insurance Reserves should be no less than three months of annual expenses. At least one month of the three month reserve is required to be kept at the Intergovernmental Personal Benefits Cooperative (IPBC). This reserve will be utilized to cover the claims payable cycle cost which is approximately 45 days, and to provide for reserves in the event of major changes in rates/claims experience. Liability Insurance Reserves are not established to fully fund all potential future claims. As such, cash reserves should be set at a minimum of 25% of outstanding claims payable as defined in the prior year audit or twice the current annual self-insured retention coverage level (currently at $1,250,000). 43 -- 43 of 260 -- 2016 ADOPTED BUDGET Budget Policies Fleet Maintenance Fund Fleet Maintenance Fund Reserves should remain in a positive position with sufficient funds to operate during the year. Equipment Replacement Fund Equipment Replacement Fund Reserves should not exceed the amount of accumulated depreciation of the City’s fleet as noted in the prior year Annual Audit. 44 -- 44 of 260 -- 2016 ADOPTED BUDGET Fund Descriptions GENERAL FUND General Fund - To account for all activity traditionally associated with government operations, which are not required to be accounted for in another fund. SPECIAL REVENUE FUNDS General Assistance Fund – To account for the General Assistance program. Assistance is provided to persons who are not eligible for any other state or federal financial assistance programs and who do not have income or resources to provide for their basic needs. Human Services Fund – To account for the access to resources that offer support and empower families. Good Neighbor Fund—To account for the resources provided by Northwestern University to assist City functions and increase programming. Library Fund – To account for the Evanston Public Library. The Evanston Public Library promotes the development of independent, self-confident, and literate citizens through the provision of open access to cultural, intellectual, and informational resources for all ages. Library Capital Fund – To account for the capital improvements to the Evanston Public Library. Funding is provided primarily through property tax levy. Library Debt Fund – To account for principal and interest payments on debt proceeds issued and allocated to the Evanston Public Library. Neighborhood Stabilization Program 2 – To account for the NSP2 program. Financing is provided by the United States Department of Housing and Urban Development. Expenditures are made in accordance with federal law. Motor Fuel Tax Fund - To account for the operation of street maintenance programs and capital projects as authorized per the Illinois Department of Transportation. Financing is provided from a State of Illinois municipal allotment of gasoline tax revenue. Emergency Telephone System Fund - To account for revenues and expenditures for 911 emergency telephone service. Financing is provided by landline and wireless phone surcharges. 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 special service area property tax levy. Special Service Area No. 6 Fund To account for promotion, advertisement, and street maintenance costs of the area located in the City's commercial district surrounding Dempster, Chicago, and Main. Financing is provided by the City through an annual special service area property tax levy. 45 -- 45 of 260 -- 2016 ADOPTED BUDGET Fund Descriptions Community Development Block Grant Fund - To account for the revenues and expenditures of the Federal Community Development 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 federal law requirements. Community Development Block Grant Loan Fund - To account for residential rehabilitation loans to residents. Economic Development Fund - To account for costs associated with economic development activities of the City. Financing is primarily provided by hotel and amusement tax revenues. Neighborhood Improvement Fund - To account for a portion of sales tax revenues derived from retail sales at the Home Depot store in Evanston. Sales tax revenues allocated to this fund are to be expended on public projects that will benefit the immediate neighborhood nearby the store. HOME Fund – To account for the Home program. Financing is provided by the federal government and used to create affordable housing to low-income households. Expenditures are made in accordance with the requirements of federal law. Affordable Housing Fund - To account for costs associated with affordable housing programs for low and moderate income City of Evanston residents. DEBT SERVICE FUNDS Debt Service Fund - To account for non-abated, general obligation payments on the principal and interest related to bonds and/or other City debt. Special Service Area No. 5 Fund - To account for principal and interest payments on debt issued for this special taxing district. Southwest Tax Increment District Fund - To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. Howard-Hartrey Tax Increment District Fund - To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. Washington National Tax Increment District Fund - To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. Howard-Ridge Tax Increment District Fund - To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. West Evanston Tax Increment District Fund - To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. 46 -- 46 of 260 -- 2016 ADOPTED BUDGET Fund Descriptions Dempster-Dodge Tax Increment District Fund – To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. Chicago-Main Tax Increment District Fund – To account for principal and interest payments on debt proceeds issued and allocated to this tax increment financing district. CAPITAL PROJECTS FUNDS Capital Improvement Fund - To account for capital projects not funded through special revenue, tax increment financing, or enterprise funds. Capital projects include, but are not limited to: long term improvements to public buildings, the paving of city streets, and the improvement and development of recreation facilities. Financing is provided primarily by grants and general obligation bond proceeds. Special Assessment Fund - To account for capital improvements (primarily alley paving) financed by both special assessments on property owners and City contributions. ENTERPRISE FUNDS Water Fund - To account for all activity related to providing water to Evanston residents, as well as the Village of Skokie 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, debt service, and billing/collection. Sewer Fund - To account for all activity related to providing sewer service to City residents and businesses. Activities necessary to provide such service include, but are not limited to: administration, operations, financing, capital improvements/maintenance, and billing/collection. Parking Fund - To account for all City-owned parking facilities/garages, lots, and metered spaces. Maple Avenue and Sherman Plaza Garage activities have been included in this Fund beginning in FY09-10. All activities are accounted for including administration, operations, financing, and revenue collection. Solid Waste Fund – To account for all activity related to refuse, recycling, and yard waste collection and disposal. Activities necessary to provide such service include, but are not limited to: administration, operations and revenue collection. INTERNAL SERVICE FUNDS Fleet Services Fund – To account for the cost of operating the municipal service center maintenance facility for transportation vehicles/equipment used by City departments. Such costs are billed to the user departments. Equipment Replacement Fund – To account for the costs associated with the purchase of vehicles and equipment. 47 -- 47 of 260 -- 2016 ADOPTED BUDGET Fund Descriptions Insurance Fund - To account for all costs related to general liability and workers' compensation claims. Beginning with FY10-11, health insurance premiums are also accounted for in this Fund. This internal service fund uses “funding premium” payments from City operating funds to pay claim and premium costs incurred. TRUST AND AGENCY FUNDS Fire Pension Fund - To account for the accumulation of resources to pay pension costs. Resources are contributed by sworn fire members at a fixed rate as mandated by state statute and by the City through an annual property tax levy as determined by an independent actuary. Police Pension Fund - To account for the accumulation of resources to pay pension costs. Resources are contributed by sworn police members at a fixed rate as mandated by state statute and by the City through an annual property tax levy as determined by an independent actuary. 48 -- 48 of 260 -- Fund Fund # 2014 Actual Amount 2015 Amended Budget 2015 Estimated Amount 2016 Adopted Budget Net Change in Proposed Expenses Percent Change General 100 90,205,523 91,335,314 89,790,987 111,706,196 20,370,882 22.3% General Assistance 175 947,791 1,370,369 820,442 987,833 (382,536) -27.9% Human Services 176 859,153 856,753 859,153 - 0.0% Good Neighbor Fund 180 - - - 1,000,000 1,000,000 0.0% Library 185 5,792,028 6,631,692 6,337,613 6,997,142 365,450 5.5% Library - Debt Service 186 748,520 605,138 562,740 393,409 (211,729) -35.0% Library - Capital 187 605,700 - - (605,700) -100.0% Neighborhood Stabilization 195 1,149,489 383,596 122,136 198,954 (184,642) -48.1% Motor Fuel 200 1,726,829 2,533,000 2,333,000 2,189,000 (344,000) -13.6% Emergency Telephone 205 1,253,827 1,416,934 1,330,464 1,516,643 99,709 7.0% Special Service Area # 4 210 320,000 320,000 325,000 320,000 - 0.0% CDBG 215 1,412,496 1,990,111 1,663,148 2,594,625 604,514 30.4% CDBG Loan 220 39,503 237,100 141,000 350,000 112,900 47.6% Economic Development 225 1,928,435 3,252,528 3,244,012 2,548,699 (703,829) -21.6% Neighborhood Improvement 235 - 50,000 - 100,000 50,000 100.0% HOME 240 960,222 441,200 466,035 402,168 (39,032) -8.8% Affordable Housing Fund 250 94,938 405,000 61,000 474,347 69,347 17.1% Washington National TIF 300 3,944,801 6,140,296 3,915,296 7,787,683 1,647,387 26.8% Special Service Area # 5 305 442,050 425,175 425,175 468,271 43,096 10.1% Southwest II TIF 310 2,141,696 3,648,010 2,663,010 1,952,450 (1,695,560) -46.5% Southwest TIF 315 47,077 861,217 893,665 - (861,217) -100.0% Debt Service 320 12,859,158 13,918,114 24,694,502 16,279,452 2,361,338 17.0% Howard-Ridge TIF 330 828,884 798,100 646,115 1,646,100 848,000 106.3% West Evanston TIF 335 138,295 165,000 68,000 40,000 (125,000) -75.8% Dempster-Dodge TIF 340 - - 2,010,000 40,000 40,000 N/A Chicago-Main TIF 345 - 2,900,000 2,910,000 43,500 (2,856,500) -98.5% Special Service Area #6 350 - - - 200,000 200,000 Capital Improvement 415 4,959,563 18,522,150 13,700,000 22,769,615 4,247,465 22.9% Special Assessment 420 230,541 761,698 260,968 382,250 (379,448) -49.8% Parking 505 8,854,437 15,659,294 15,557,755 16,938,042 1,278,748 8.2% Water 510 20,934,610 32,075,642 22,628,248 41,125,255 9,049,613 28.2% Sewer 515 7,645,349 13,389,635 13,221,098 15,481,301 2,091,666 15.6% Solid Waste 520 4,855,695 5,191,820 5,151,209 5,140,517 (51,303) -1.0% Fleet 600 3,412,158 3,544,337 3,596,948 3,644,146 99,809 2.8% Equipment Replacement 601 1,636,706 1,515,422 2,580,006 1,515,422 - 0.0% Insurance 605 17,729,287 17,209,752 16,696,139 17,192,633 (17,119) -0.1% Fire Pension 700 7,971,698 7,886,630 7,913,000 8,163,000 276,370 3.5% Police Pension 705 10,253,961 10,542,500 10,727,000 11,047,000 504,500 4.8% Total All Funds 215,465,567 $ 267,591,628 $ 258,312,464 $ 304,494,806 $ 36,903,179 $ 13.8% All budget totals in this summary are gross figures prior to eliminating interfund transfers. Total Budgeted Expenditures - All Funds FY2015 vs. FY2016 (Prior to Interfund Transfers) In this summary, the total budgets for all funds are compared with the amended fund totals for FY15. 49 -- 49 of 260 -- Fund Fund # FY2015 Net Budget FY2016Adopted Expenditures Less Transfers to Other Funds FY2016 Net Expenditures Net Change Percent Change General 100 72,454,749 111,706,196 (37,161,541) 74,544,655 2,089,906 2.9% General Assistance 175 1,328,659 987,833 (21,242) 966,591 (362,068) -27.3% Human Services 176 859,153 859,153 - 859,153 - 0.0% Good Neighbor Fund 180 - 1,000,000 1,000,000 1,000,000 Library 185 5,887,772 6,997,142 (746,693) 6,250,449 362,677 6.2% Library - Capital 186 605,138 393,409 - 393,409 (211,729) -35.0% Library - Debt Service 187 605,700 - - - (605,700) -100.0% Neighborhood Stabilization 195 366,291 198,954 (9,402) 189,552 (176,739) -48.3% Motor Fuel 200 1,700,000 2,189,000 (833,000) 1,356,000 (344,000) -20.2% Emergency Telephone 205 940,177 1,516,643 (236,713) 1,279,930 339,753 36.1% Special Service Area # 4 210 320,000 320,000 - 320,000 - 0.0% CDBG 215 1,579,863 2,594,625 (93,887) 2,500,738 920,875 58.3% CDBG Loan 220 237,100 350,000 - 350,000 112,900 47.6% Economic Development 225 2,677,542 2,548,699 (719,653) 1,829,046 (848,496) -31.7% Neighborhood Improvement 235 50,000 100,000 - 100,000 50,000 100.0% HOME 240 441,200 402,168 - 402,168 (39,032) -8.8% Affordable Housing Fund 250 405,000 474,347 - 474,347 69,347 17.1% Washington National TIF 300 2,088,526 7,787,683 (3,957,683) 3,830,000 1,741,474 83.4% Special Service Area # 5 305 425,175 468,271 - 468,271 43,096 10.1% Southwest II TIF 310 3,503,610 1,952,450 (152,450) 1,800,000 (1,703,610) -48.6% Southwest TIF 315 861,217 - - - (861,217) -100.0% Debt Service 320 13,909,178 16,279,452 - 16,279,452 2,370,274 17.0% Howard-Ridge TIF 330 692,600 1,646,100 (107,500) 1,538,600 846,000 122.1% West Evanston TIF 335 105,000 40,000 (30,000) 10,000 (95,000) -90.5% Dempster-Dodge TIF 340 - 40,000 - 40,000 40,000 N/A Chicago-Main TIF 345 - 43,500 - 43,500 Special Service Area #6 350 - 200,000 - 200,000 Capital Improvement 415 18,692,150 22,769,615 (490,000) 22,279,615 3,587,465 19.2% Special Assessment 420 591,850 382,250 (260,698) 121,552 (470,298) -79.5% Parking 505 14,160,294 16,938,042 (1,461,706) 15,476,336 1,316,042 9.3% Water 510 27,601,867 41,125,255 (4,616,527) 36,508,728 8,906,861 32.3% Sewer 515 12,241,880 15,481,301 (1,188,312) 14,292,989 2,051,109 16.8% Solid Waste 520 4,560,168 5,140,517 (629,190) 4,511,327 (48,841) -1.1% Fleet 600 3,332,365 3,644,146 (210,898) 3,433,248 100,883 3.0% Equipment Replacement 601 1,515,422 1,515,422 - 1,515,422 - 0.0% Insurance 605 17,209,752 17,192,633 (8,936) 17,183,697 (26,055) -0.2% Fire Pension 700 7,886,630 8,163,000 - 8,163,000 276,370 3.5% Police Pension 705 10,542,500 11,047,000 - 11,047,000 504,500 4.8% Total All Funds 230,378,530 $ 304,494,806 $ (52,936,031) $ 251,558,775 $ 21,180,245 $ 9.2% Total Budgeted Expenditures This chart presents the gross total for each fund, less interfund transfers. The results are net expenditures for each fund and for the FY2015 budget. The total for each fund is compared with that of the approved FY2016 budget. Adjusted for Interfund Transfers 50 -- 50 of 260 -- Budget Budget Fund Transfers To Fund Transfers From Revenue To General 250,000 Expense From Library (250,000) Revenue To General 833,000 Expense From Motor Fuel (833,000) Revenue To General 129,729 Expense From E911 (129,729) Revenue To General 600,000 Expense From Economic Development (600,000) Revenue To General 350,000 Expense From Washington National TIF (350,000) Revenue To General 152,450 Expense From Howard Hartrey TIF (152,450) Revenue To General 60,000 Expense From Howard Ridge TIF (60,000) Revenue To General 30,000 Expense From West Evanston TIF (30,000) Revenue To General 490,000 Expense From Capital Improvement (490,000) Revenue To General 900,000 Expense From Parking (900,000) Revenue To General 3,369,559 Expense From Water (3,369,559) Revenue To General 330,167 Expense From Sewer (330,167) Subtotal 7,494,905 $ Subtotal (7,494,905) $ Revenue To Police and Fire Pensions 16,831,805 Expense From General (16,831,805) Subtotal 16,831,805 $ Subtotal (16,831,805) $ Revenue To Health and Human Services 884,794 Expense From General (884,794) Subtotal 884,794 $ Subtotal (884,794) $ Revenue To Economic Development 47,500 Expense From Howard Ridge TIF (47,500) Subtotal 47,500 $ Subtotal (47,500) $ Revenue To Capital Improvement Plan 575,000 Expense From General Fund (575,000) Subtotal 575,000 $ Subtotal (575,000) $ Revenue To Debt Service (ERI) 719,304 Expense From General (719,304) Revenue To Debt Service (Debt Reduction) 1,814,583 Expense From General (1,814,583) Revenue To Debt Service 80,089 Expense From Library (80,089) Revenue To Debt Service 4,344 Expense From NSP2 (4,344) Revenue To Debt Service 12,038 Expense From E911 (12,038) Revenue To Debt Service 3,144 Expense From CDBG (3,144) Revenue To Debt Service 14,782 Expense From Economic Development (14,782) City of Evanston Budgeted Interfund Transfers 2016 Adopted Budget 51 -- 51 of 260 -- Revenue To Debt Service 260,698 Expense From Special Assessment (260,698) Revenue To Debt Service 251,493 Expense From Sewer (251,493) Revenue To Debt Service 26,762 Expense From Fleet (26,762) Revenue To Debt Service 8,936 Expense From Insurance (8,936) Subtotal 3,196,173 $ Subtotal (3,196,173) $ Revenue To Parking 3,607,683 Expense From Washington National TIF (3,607,683) Subtotal 3,607,683 Subtotal (3,607,683) $ Revenue To Solid Waste 1,055,967 Expense From General (1,055,967) Subtotal 1,055,967 $ Subtotal (1,055,967) $ Revenue To Fleet 2,710,071 Expense From General (2,710,071) Revenue To Fleet 2,452 Expense From Library (2,452) Revenue To Fleet 23,783 Expense From Parking (23,783) Revenue To Fleet 824 Expense From CDBG (824) Revenue To Fleet 132,754 Expense From Water (132,754) Revenue To Fleet 192,213 Expense From Sewer (192,213) Revenue To Fleet 322,362 Expense From Solid Waste (322,362) Subtotal 3,384,459 $ Subtotal (3,384,459) $ Revenue To Equipment Repl. 1,241,290 Expense From General (1,241,290) Revenue To Equipment Repl. 1,700 Expense From Library (1,700) Revenue To Equipment Repl. 1,300 Expense From CDBG (1,300) Revenue To Equipment Repl. 30,000 Expense From Parking (30,000) Revenue To Equipment Repl. 177,131 Expense From Solid Waste (177,131) Subtotal 1,451,421 $ Subtotal (1,451,421) $ Revenue To Insurance 11,328,727 Expense From General (11,328,727) Revenue To Insurance 21,242 Expense From General Assistance (21,242) Revenue To Insurance 412,452 Expense From Library (412,452) Revenue To Insurance 5,058 Expense From NSP2 (5,058) Revenue To Insurance 94,946 Expense From E911 (94,946) Revenue To Insurance 88,619 Expense From CDBG (88,619) Revenue To Insurance 104,871 Expense From Economic Development (104,871) Revenue To Insurance 507,923 Expense From Parking (507,923) Revenue To Insurance 1,114,214 Expense From Water (1,114,214) Revenue To Insurance 414,439 Expense From Sewer (414,439) Revenue To Insurance 129,697 Expense From Solid Waste (129,697) Revenue To Insurance 184,136 Expense From Fleet (184,136) Subtotal 14,406,324 $ Subtotal (14,406,324) $ Total $ 52,936,031 Total $ (52,936,031) 52 -- 52 of 260 -- Fund Name Fund # 12/31/15 Estimated Fund Balance* FY16 Adopted Revenues (Excluding Applied F.B.) FY2016 Adopted Expenditures FY2016 Adopted Surplus (Deficit) 12/31/16 Estimated Unreserved Fund Balance Fund Balance as a % of Expenditures Fund Balance Reserve Policy General Fund 100 15,853,643 112,138,711 111,706,196 432,515 16,286,158 15% 16.6% General Assistance Fund 175 756,829 1,026,000 987,833 38,167 794,996 80% N/A Human Services 176 28,041 884,794 859,153 25,641 53,682 6% N/A Good Neighbor Fund 180 - 1,000,000 1,000,000 - - 0% N/A Library 185 1,836,861 7,017,157 6,997,142 20,015 1,856,876 N/A Library - Capital 186 - - - - - Library - Debt Service 187 135,993 393,409 393,409 - 135,993 Neighborhood Stabilization 195 116,404 198,651 198,954 (303) 116,101 0% N/A Motor Fuel Tax Fund 200 1,197,431 1,711,000 2,189,000 (478,000) 719,431 33% N/A Emergency Telephone Fund 205 498,039 1,019,000 1,516,643 (497,643) 396 0% Special Service Area # 4 210 145,200 320,000 320,000 - 145,200 45% N/A CDBG 215 184,902 2,595,000 2,594,625 375 185,277 7% N/A CDBG Loan 220 2,326,625 350,000 350,000 - 2,326,625 665% N/A Economic Development 225 2,364,059 2,262,600 2,548,699 (286,099) 2,077,960 82% N/A Neighborhood Improvement 235 189,915 20,000 100,000 (80,000) 109,915 110% N/A HOME 240 4,580,079 402,168 402,168 - 4,580,079 1139% N/A Affordable Housing Fund 250 2,676,320 160,628 474,347 (313,719) 2,362,601 498% N/A Washington National TIF 300 7,106,408 5,147,000 7,787,683 (2,640,683) 4,465,725 57% N/A Special Service Area #5 305 467,971 300 468,271 (467,971) - N/A N/A Howard-Hartrey TIF 310 956,723 1,302,000 1,952,450 (650,450) 306,273 16% N/A Southwest TIF 315 - - - - - 0% N/A Debt Service 320 4,445,121 13,527,784 16,279,452 (2,751,668) 1,693,453 10% N/A Howard-Ridge TIF 330 266,551 1,670,100 1,646,100 24,000 290,551 18% N/A West Evanston TIF 335 432,570 150 40,000 (39,850) 392,720 982% N/A Dempster-Dodge TIF 340 (10,000) 50,000 40,000 10,000 - N/A N/A Chicago-Main TIF 345 (10,000) 75,000 43,500 31,500 21,500 49% N/A Special Service Area #6 350 - 210,500 200,000 10,500 10,500 5% N/A Capital Projects Fund 415 1,358,926 20,560,615 22,769,615 (2,209,000) (850,074) -4% N/A Special Assessment Fund 420 2,738,800 481,200 382,250 98,950 2,837,750 742% N/A Parking System Fund 505 12,585,490 10,322,856 16,938,042 (6,615,186) 5,970,304 35% N/A Water 510 7,230,034 37,718,000 41,125,255 (3,407,255) 3,822,779 9% N/A Sewer 515 3,686,654 13,873,815 15,481,301 (1,607,486) 2,079,168 13% N/A Solid Waste 520 (529,818) 5,201,361 5,140,517 60,844 (468,974) -9% N/A Fleet Service 600 (326,955) 3,399,869 3,644,146 (244,277) (571,232) -16% N/A Equipment Replacement 601 1,265,809 1,661,638 1,515,422 146,216 1,412,025 93% N/A Insurance 605 (2,665,389) 17,758,038 17,192,633 565,405 (2,099,984) -12% N/A Fire Pension 700 71,759,712 12,460,865 8,163,000 4,297,865 76,057,577 932% N/A Police Pension 705 105,728,749 17,430,940 11,047,000 6,383,940 112,112,689 1015% N/A Total All Funds 249,377,697 $ 294,351,149 $ 304,494,806 $ (10,143,657) $ 239,234,040 $ * Fund balances above may exclude certain reserved amounts and fixed/illiquid assets City of Evanston Fund Balance Summary FY 2016 Adopted 53 -- 53 of 260 -- GENERAL FUND 37.3% SOCIAL PROGRAMS 1.0% MOTOR FUEL TAX FUEL 0.7% EMERGENCY TELEPHONE (E911) FUND, 0.5% DEBT SERVICE FUND 5.5% CAPITAL IMPROVEMENT FUND 7.9% PARKING PARKING 5.7% SEWER FUND 5.2% SOLID WASTE FUND 1.7% FEDERAL PROGRAMS 0.4% SPECIAL SERVICE AREAS 0.5% ECONOMIC DEVELOPMENT 1.9% TIF FUNDS 3.6% WATER FUND 13.9% FLEET FUND 7.6% PENSION FUNDS 6.5% FY 2016 Adopted Budget Summary - All Funds $304,494,806 54 -- 54 of 260 -- 2016 ADOPTED BUDGET Revenue / Expense by Category Revenue Summary by Category Expense Summary by Category Revenues Property Tax Other Tax Other Revenues Lic, Permit, Fees Transfers Charges for Services Intergovernment Interest Income Fines & Forfeits Library Revenue Insurance Workers Comp Spec Assessment Grand Total 100 GENERAL FUND 27,417,407 45,986,550 1,286,843 14,732,027 8,842,365 8,447,967 765,727 50,000 4,609,825 - - - - 112,138,711 $ 175 GENERAL ASSISTANCE FUND 1,000,000 - 25,000 - - - - 1,000 - - - - - 1,026,000 $ 176 HEALTH AND HUMAN SERVICES - - - - 884,794 - - - - - - - - 884,794 $ 180 GOOD NEIGHBOR FUND - - 1,000,000 - - - - - - - - - - 1,000,000 $ 185 LIBRARY FUND 6,104,180 50,200 247,500 - 185,800 - 94,177 2,000 - 333,300 - - - 7,017,157 $ 186 LIBRARY DEBT SERVICE FUND 393,409 - - - - - - - - - - - - 393,409 $ 187 LIBRARY CAPITAL IMPROVEMENT FD - - - - - - - - - - - - - - $ 195 NEIGHBORHOOD STABILIZATION FUND - - - - - - 198,651 - - - - - - 198,651 $ 200 MOTOR FUEL TAX FUND - - - - - - 1,710,000 1,000 - - - - - 1,711,000 $ 205 EMERGENCY TELEPHONE (E911) FUND - - - 1,018,000 - - - 1,000 - - - - - 1,019,000 $ 210 SPECIAL SERVICE AREA (SSA) #4 320,000 - - - - - - - - - - - - 320,000 $ 215 CDBG FUND - - - - - - 2,595,000 - - - - - - 2,595,000 $ 220 CDBG LOAN - - 350,000 - - - - - - - - - - 350,000 $ 225 ECONOMIC DEVELOPMENT FUND - 2,165,000 50,000 - 47,500 - - 100 - - - - - 2,262,600 $ 235 NEIGHBORHOOD IMPROVEMENT - 20,000 - - - - - - - - - - - 20,000 $ 240 HOME FUND - - 8,300 - - - 393,868 - - - - - - 402,168 $ 250 AFFORDABLE HOUSING FUND - 30,000 130,400 - - - - 228 - - - - - 160,628 $ 300 WASHINGTON NATIONAL TIF FUND 5,145,000 - - - - - - 2,000 - - - - - 5,147,000 $ 305 SPECIAL SERVICE AREA (SSA) #5 - - - - - - - 300 - - - - - 300 $ 310 HOWARD-HARTREY TIF 1,300,000 - - - - - - 2,000 - - - - - 1,302,000 $ 320 DEBT SERVICE FUND 10,879,993 - - - 2,646,291 - - 1,500 - - - - - 13,527,784 $ 330 HOWARD-RIDGE TIF FUND 550,000 - 1,120,000 - - - - 100 - - - - - 1,670,100 $ 335 WEST EVANSTON TIF FUND - - - - - - - 150 - - - - - 150 $ 340 DEMPSTER-DODGE TIF FUND - - 50,000 - - - - - - - - - - 50,000 $ 345 CHICAGO-MAIN TIF 75,000 - - - - - - - - - - - - 75,000 $ 350 SPECIAL SERVICE AREA (SSA) #6 210,000 - - - - - - 500 - - - - - 210,500 $ 415 CAPITAL IMPROVEMENTS FUND - - 9,248,000 - 6,471,000 - 4,841,615 - - - - - - 20,560,615 $ 420 SPECIAL ASSESSMENT FUND - - 250,000 - - - - 51,033 - - - - 180,167 481,200 $ 505 PARKING SYSTEM FUND - - 119,216 - 3,711,770 6,444,675 12,125 35,070 - - - - - 10,322,856 $ 510 WATER FUND - - 22,348,400 70,000 - 15,298,000 - 1,600 - - - - - 37,718,000 $ 515 SEWER FUND - - 984,165 - - 12,888,650 - 1,000 - - - - - 13,873,815 $ 520 SOLID WASTE FUND - - 238,000 275,000 1,055,967 3,632,394 - - - - - - - 5,201,361 $ 600 FLEET SERVICES FUND - - 3,396,369 - 2,500 - - 1,000 - - - - - 3,399,869 $ 601 EQUIPMENT REPLACEMENT FUND - - 1,659,938 - 1,700 - - - - - - - - 1,661,638 $ 605 INSURANCE FUND - - 10,111,694 - - 162,411 - 1,000 - - 6,459,839 1,023,094 - 17,758,038 $ 700 FIRE PENSION FUND 7,070,865 280,000 1,010,000 - - - - 4,100,000 - - - - - 12,460,865 $ 705 POLICE PENSION FUND 9,055,940 325,000 1,550,000 - - - - 6,500,000 - - - - - 17,430,940 $ Grand Total 69,521,794 $ 48,856,750 $ 55,183,825 $ 16,095,027 $ 23,849,687 $ 46,874,097 $ 10,611,163 $ 10,752,581 $ 4,609,825 $ 333,300 $ 6,459,839 $ 1,023,094 $ 180,167 $ 294,351,149 $ Expenses Salary & Benefits Services & Supplies Capital Outlay Contingencies CSO Debt Service Depreciation Ins & Chg Backs Miscellaneous Transfers Grand Total 100 GENERAL FUND 70,111,353 11,776,309 200,600 213,505 925,029 - - 19,882,973 1,661,899 6,934,528 111,706,196 $ 175 GENERAL ASSISTANCE FUND 221,933 758,900 - - - - - - 7,000 - 987,833 $ 176 HEALTH AND HUMAN SERVICES - - - - 859,153 - - - - - 859,153 $ 180 GOOD NEIGHBOR FUND - - - - - - - - - 1,000,000 1,000,000 $ 185 LIBRARY FUND 4,751,497 1,872,573 32,800 - - - - 80,089 250,000 10,183 6,997,142 $ 186 LIBRARY DEBT SERVICE FUND - - - - - 393,409 - - - - 393,409 $ 195 NEIGHBORHOOD STABILIZATION FUND 33,648 5,100 35,000 - - - - 4,344 120,862 - 198,954 $ 200 MOTOR FUEL TAX FUND - - - - - - - - - 2,189,000 2,189,000 $ 205 EMERGENCY TELEPHONE (E911) FUND 580,773 377,600 393,615 5,000 - - - 12,478 - 147,177 1,516,643 $ 210 SPECIAL SERVICE AREA (SSA) #4 - 320,000 - - - - - - - - 320,000 $ 215 CDBG FUND 452,432 3,800 - - - - - 6,341 1,274,280 857,772 2,594,625 $ 220 CDBG LOAN - 340,000 - - - - - - 10,000 - 350,000 $ 225 ECONOMIC DEVELOPMENT FUND 734,229 912,200 253,500 - - - - 15,322 16,000 617,448 2,548,699 $ 235 NEIGHBORHOOD IMPROVEMENT - - - - - - - - 100,000 - 100,000 $ 240 HOME FUND 48,348 352,500 - - - - - - 500 820 402,168 $ 250 AFFORDABLE HOUSING FUND 48,347 350,000 - - - - - - 76,000 - 474,347 $ 300 WASHINGTON NATIONAL TIF FUND - 1,000,000 - - - - - - 500,000 6,287,683 7,787,683 $ 305 SPECIAL SERVICE AREA (SSA) #5 - 51,399 - - - 416,872 - - - - 468,271 $ 310 HOWARD-HARTREY TIF - - - - - - - - 200,000 1,752,450 1,952,450 $ 320 DEBT SERVICE FUND - 315,770 - - - 15,963,682 - - - - 16,279,452 $ 330 HOWARD-RIDGE TIF FUND - 538,000 1,000,000 - - 600 - - - 107,500 1,646,100 $ 335 WEST EVANSTON TIF FUND - - - - - 10,000 - - - 30,000 40,000 $ 340 DEMPSTER-DODGE TIF FUND - - - - - 40,000 - - - - 40,000 $ 345 CHICAGO-MAIN TIF - - - - - 43,500 - - - - 43,500 $ 350 SPECIAL SERVICE AREA (SSA) #6 - 200,000 - - - - - - - - 200,000 $ 415 CAPITAL IMPROVEMENTS FUND - - 22,279,615 - - - - - - 490,000 22,769,615 $ 420 SPECIAL ASSESSMENT FUND - - - - - - - - - 382,250 382,250 $ 505 PARKING SYSTEM FUND 1,485,289 3,301,275 3,474,000 11,000 - 3,917,652 2,873,395 - 252,000 1,623,431 16,938,042 $ 510 WATER FUND 5,105,126 3,490,950 75,800 1,000 - 1,053,288 - - 62,980 3,970,805 13,759,949 $ 513 WATER DEPR IMPRV & EXTENSION - 2,665,000 24,700,306 - - - - - - - 27,365,306 $ 515 SEWER FUND 1,168,910 995,800 3,048,314 - - 9,222,913 - - 1,500 1,043,864 15,481,301 $ 520 SOLID WASTE FUND 868,098 3,731,676 26,250 - - - - - 15,000 499,493 5,140,517 $ 600 FLEET SERVICES FUND 1,236,877 2,380,057 - 450 - - - 26,762 - - 3,644,146 $ 601 EQUIPMENT REPLACEMENT FUND - 60,000 1,455,422 - - - - - - - 1,515,422 $ 605 INSURANCE FUND 479,323 1,385,248 - - - - - 15,328,062 - - 17,192,633 $ 700 FIRE PENSION FUND 8,163,000 - - - - - - - - - 8,163,000 $ 705 POLICE PENSION FUND 11,047,000 - - - - - - - - - 11,047,000 $ Grand Total 106,536,183 $ 37,184,157 $ 56,975,222 $ 230,955 $ 1,784,182 $ 31,061,916 $ 2,873,395 $ 35,356,371 $ 4,548,021 $ 27,944,404 $ 304,494,806 $ 55 -- 55 of 260 -- 2016 ADOPTED BUDGET Property Tax Levy 2014 ADOPTED LEVY 2015 ADOPTED LEVY $ VARIANCE INCREASE / (DECREASE) % VARIANCE INCREASE / (DECREASE) GENERAL FUND Gross Levy 8,841,731 8,556,481 (285,250) -3.2% Loss Factor* 176,835 171,130 (5,705) -3.2% Net Levy - General Fund 8,664,896 $ 8,385,351 $ (279,545) $ -3.2% GENERAL FUND - IMRF PENSION Gross Levy 2,777,778 2,719,691 (58,087) -2.1% Loss Factor* 55,556 54,394 (1,162) -2.1% Net Levy - IMRF Pension 2,722,222 $ 2,665,297 $ (56,925) $ -2.1% GENERAL ASSISTANCE FUND Gross Levy 1,376,074 816,327 (559,747) -40.7% Loss Factor* 27,521 16,327 (11,195) -40.7% Net Levy - General Assistance 1,348,553 $ 800,000 $ (548,553) $ -40.7% TOTAL CITY AND GA FUND $ 12,735,671 $ 11,850,648 $ (885,023) -6.95% FIRE PENSION FUND Gross Levy 6,185,281 7,215,168 1,029,887 16.7% Loss Factor* 123,706 144,303 20,597 16.7% Net Levy - Fire Pension 6,061,575 $ 7,070,865 $ 1,009,290 $ 16.7% POLICE PENSION FUND Gross Levy 8,551,232 9,240,755 689,523 8.1% Loss Factor* 171,025 184,815 13,790 8.1% Net Levy - Police Pension 8,380,207 $ 9,055,940 $ 675,733 $ 8.1% DEBT SERVICE FUND Gross Levy 11,275,348 11,275,348 - 0.0% Loss Factor* 225,507 225,507 - 0.0% Net Levy - Debt Service 11,049,841 $ 11,049,841 $ - $ 0.0% TOTAL CITY LEVY Gross Levy 39,007,443 39,823,770 816,327 2.1% Loss Factor* 780,149 796,475 16,326 2.1% TOTAL CITY NET LEVY $ 38,227,294 $ 39,027,294 $ 800,000 2.1% LIBRARY FUND Gross Levy 5,932,148 6,177,735 245,587 Loss Factor* 118,643 123,555 4,912 Net Levy - Library 6,050,791 $ 6,301,289 $ 250,498 $ 4.10% LIBRARY FUND - DEBT SERVICE Gross Levy 617,488 393,409 (224,079) Loss Factor* 12,350 7,714 (4,636) Net Levy - Library Debt 629,838 $ 401,123 $ (228,715) $ -36.30% TOTAL LIBRARY LEVY Gross Levy 6,549,636 6,571,144 21,508 Loss Factor* 130,993 131,269 276 TOTAL LIBRARY NET LEVY $ 6,680,629 $ 6,702,412 $ 21,783 0.30% TOTAL CITY AND LIBRARY LEVIES $ 44,907,922 $ 45,729,706 $ 821,784 1.8% -- 56 of 260 -- 2016 ADOPTED BUDGET – PROPERTY TAX LEVY Property Tax Charts 57 -- 57 of 260 -- 2016 ADOPTED BUDGET – PROPERTY TAX LEVY Property Tax Charts Real Estate Tax Bill (2014 Rate). The City of Evanston received 18.12% of each property tax bill for the 2014 levy (collected in 2015). City of Evanston percentage of tax bill for last 10 years 58 -- 58 of 260 -- 2016 ADOPTED BUDGET – PROPERTY TAX LEVY Property Tax Information CITY OF EVANSTON, ILLINOIS Analysis of City Government Tax Levies Last Ten Fiscal Years Tax Levy Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 General Corporate 16,105,714 17,040,816 17,439,796 17,322,716 16,638,265 16,926,411 14,487,920 13,624,172 9,774,369 9,580,053 8,841,731 Debt Service 8,593,632 8,915,268 8,800,251 9,237,356 10,307,533 10,345,061 11,027,117 12,106,010 12,038,792 12,038,794 11,892,836 24,699,346 25,956,084 26,240,047 26,560,072 26,945,798 27,271,472 25,515,037 25,730,182 21,813,161 21,618,847 20,734,567 Police Pension 4,171,429 4,171,429 4,232,653 4,731,122 6,084,034 6,867,980 7,588,132 8,364,032 8,234,005 8,234,005 8,551,232 Firefighters' Pension 3,229,882 3,295,798 3,811,224 4,259,490 5,014,836 5,639,910 6,180,885 6,244,279 6,185,281 6,185,281 6,185,281 I.M.R.F. Pension - - - - - - 2,195,345 3,059,093 2,757,657 2,696,871 2,777,778 32,100,657 33,423,311 34,283,924 35,550,684 38,044,668 39,779,362 41,479,399 43,397,586 38,990,104 38,735,004 38,248,858 ***Source Document is Cook County Assessors Agency Tax Report Property Tax Rates per $100 - Direct and Overlapping Governments Last Ten Levy Years 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 City of Evanston 1.491 1.527 1.283 1.295 1.204 1.365 1.592 1.551 1.760 0.778 Consolidated Elections 0.014 - 0.012 - 0.021 - 0.025 - - - Cook County 0.533 0.500 0.446 0.415 0.394 0.423 0.462 0.531 0.560 0.560 Cook County Forest Preserve District 0.060 0.057 0.053 0.051 0.049 0.051 0.058 0.063 0.069 0.069 Suburban T.B. Sanitarium 0.005 0.005 - - - - - - - - Metropolitan Water Reclamation District 0.315 0.284 0.263 0.252 0.261 0.274 0.320 0.370 0.417 0.417 North Shore Mosquito Abatement District 0.008 0.009 0.008 0.008 0.008 0.009 0.010 0.010 0.007 0.007 Evanston Township 0.055 0.058 0.050 0.050 0.042 0.046 0.011 0.010 0.053 0.053 Community College 535 0.158 0.166 0.141 0.140 0.140 0.160 0.196 0.219 0.256 0.256 School District 202 2.023 2.099 1.750 1.722 1.616 1.819 2.061 2.308 2.689 2.689 School District 65 2.890 3.045 2.535 2.552 2.401 2.655 2.818 3.149 3.671 3.671 Total tax rate for property not in park district or special service district 7.552 7.750 6.541 6.485 6.136 6.802 7.553 8.211 9.482 8.500 Percent of total tax rate levied by City of Evanston 19.74% 19.70% 19.61% 19.97% 19.62% 20.07% 21.08% 18.89% 18.56% 9.15% Source: Cook County Assessor's office Government Unit 59 -- 59 of 260 -- 2016 ADOPTED BUDGET – PROPERTY TAX LEVY Property Tax Information The primary objective in debt management is to keep the level of indebtedness within available resources and it’s imperative to keep the debt within the stated City Council debt limitation. Because the City of Evanston is a Home Rule municipality, there is no legal limit on the amount of debt the City can issue. However, the Evanston City Council has established a limit of $113,000,000 in general obligation debt as a City debt service policy. The most recent debt issuance was in November 2015 when the City sold $13,095,000 Series 2015 General Obligation Corporate Purpose Bonds. The most recent issue of $13,095,000 is composed of $7,700,018 in General Obligation Bonds, planned to be services through property taxes, and the remaining $5,394,982 will be paid from TIF, Water, etc. In 2015 $11,330,000 in bond principle serviced through property taxes was retired, which allows the City to stay under the $113,000,000 limit in property tax supported debt. The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the community needs. The following is a statistical breakdown of the City of Evanston’s debt services profile: General Obligation Debt per Capita 2,124 General Obligation Debt as a percentage of Equalized Assessed Valuation 7.15% Current Bonds Ratings—Moody’s Investor Services Aa1 Current Bonds Ratings—Fitch Ratings AA+ Equalized Assessed Valuation—Tax Year 2014 2,244,569,975 Governmental Activity General Obligation Debt (FY 2014) 116,836,839 Business Activity General Obligation Debt (FY 2014) 29,787,840 Total unabated debt service (principal + interest) expenditures as a % 12.31% of General Fund Expenditures Source: General Obligation Corporate Service Bonds Series 2015 A and B - Official Statement 60 -- 60 of 260 -- 2016 ADOPTED BUDGET – PROPERTY TAX LEVY Debt Service Funds 61 -- 61 of 260 -- 2016 ADOPTED BUDGET Revenues Sources, Assumptions and Trends The following is a summary of major revenue sources, trends, and assumptions for the FY 2016 Adopted Budget: SALES TAXES – The City receives two types of sales taxes – one from the State of Illinois and another from a sales tax imposed through the City’s home-rule status. Both the State tax (retailers’ occupation tax- a.k.a. ROT) and the home rule tax rates are 1% although the home rule tax is not assessed on “listed” property such as vehicles and most grocery food items and medications. Based on multi-variant revenue projections, the State sales tax budget for FY 2016 is anticipated to be $10.7 million and the home rule sales tax budget $6.4 million. 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. Based on the year-to-date actual receipts and Illinois Municipal League (IML) estimates, staff anticipates receiving approximately $7.6 million in income tax revenues. 62 -- 62 of 260 -- 2016 ADOPTED BUDGET Revenues Sources, Assumptions and Trends REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or transfer of real estate in the City less certain exemptions as specified per City code. Real estate transfer tax revenues were budgeted based on year-to-date receipts in conjunction with an analysis of regional real estate sales trends. WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to remain fairly constant from the prior year. This revenue is almost entirely dependent on water consumption with weather playing a major role, especially during the summer. 63 -- 63 of 260 -- 2016 ADOPTED BUDGET Revenues Sources, Assumptions and Trends SEWER REVENUES – This revenue is billed based on water consumption and the two revenues often go hand in hand. It is important to note that this revenue, unlike water, is not assessed to those communities outside of Evanston that purchase Evanston water. PARKING REVENUES – The City owns and operates parking meters, lots, and three major garages, which combined, will generate an estimated $6.6 million in revenues in FY 2016. 64 -- 64 of 260 -- PART III GENERAL FUND BUDGET 65 -- 65 of 260 -- FY 2014 Actual FY 2015 Amended FY 2015 Estimated FY 2016 Budget FY15 - FY16 Budget $ Variance FY15 - FY16 Budget % Variance Operating General Fund Revenue Property Taxes 11,547,828 11,637,118 12,076,500 27,417,407 15,780,289 135.6% Other Taxes 42,686,089 43,689,300 44,059,300 45,986,550 2,297,250 5.3% Other Revenue 1,366,946 1,316,343 1,292,800 1,286,843 (29,500) -2.2% Licenses, Permits and Fees 14,504,366 13,462,559 12,416,570 14,732,027 1,269,468 9.4% Charges for Services 7,894,609 8,134,967 8,510,903 8,447,967 313,000 3.8% Interfund Transfers 7,794,660 7,892,893 8,082,641 8,842,365 949,472 12.0% Fines and Forfeitures 3,357,965 4,495,774 3,330,925 4,609,825 114,051 2.5% Intergovernmental Revenue 1,040,024 765,727 841,020 765,727 - 0.0% Interest Income 13,037 50,000 50,005 50,000 - 0.0% Total General Fund Revenue $ 90,205,523 $ 91,444,681 $ 90,660,664 $ 112,138,711 $ 20,694,030 22.6% Operating General Fund Expenses 13 CITY COUNCIL 450,773 427,044 428,611 424,958 (2,086) -0.5% 14 CITY CLERK 259,908 249,979 276,094 263,203 13,224 5.3% 15 CITY MANAGER'S OFFICE 1,911,831 1,903,126 1,735,842 6,989,746 5,086,620 267.3% 17 LAW 1,060,790 1,129,534 1,018,377 1,130,000 466 0.0% 19 ADMINISTRATIVE SERVICES 8,382,105 10,371,388 9,735,239 9,634,173 (737,215) -7.1% 21 COMMUNITY DEVELOPMENT 2,627,186 2,427,257 2,258,259 2,740,032 312,775 12.9% 22 POLICE 28,272,128 27,820,569 27,751,649 37,696,278 9,875,709 35.5% 23 FIRE MGMT & SUPPORT 14,806,150 14,462,599 14,265,074 22,601,742 8,139,143 56.3% 24 HEALTH 3,030,175 3,658,702 3,520,743 3,544,226 (114,476) -3.1% 26 PUBLIC WORKS 18,454,528 18,048,955 17,959,228 - - -17.7% 40 PUBLIC WORKS AGENCY - - - 14,861,248 - - 30 PARKS, REC. AND COMMUNITY SERV. 12,350,340 10,836,161 10,841,871 11,820,590 984,429 9.1% Total General Fund Expense $ 91,605,914 $ 91,335,314 $ 89,790,987 $ 111,706,196 $ 23,558,589 22.3% NET SURPLUS (1,400,391) $ 109,367 $ 869,677 $ 432,515 $ BEGINNING FUND BALANCE $ 14,983,966 $ 14,983,966 $ 15,853,643 ENDING FUND BALANCE $ 14,983,966 $ 15,093,333 $ 15,853,643 $ 16,286,158 RESERVE BALANCE PERCENTAGE 16.4% 16.5% 17.7% 14.6% 66 -- 66 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Proposed Budget Property Taxes 11,547,828 $ 11,637,118 $ 12,076,500 $ 27,417,407 $ 51015 - PROPERTY TAXES 11,089,952 11,387,118 11,825,000 11,040,602 51017 - PENSION PROPERTY TAX - - - 16,126,805 51025 - PRIOR YEAR'S TAXES 457,876 250,000 251,500 250,000 Other Taxes 42,686,089 $ 43,689,300 $ 44,059,300 $ 45,986,550 $ 51515 - STATE USE TAX 1,455,198 1,260,000 1,400,000 1,600,000 51525 - SALES TAX - BASIC 9,803,582 10,225,000 10,225,000 10,736,250 51530 - SALES TAX - HOME RULE 6,102,969 6,180,000 6,350,000 6,489,000 51535 - AUTO RENTAL TAX 49,018 43,000 43,000 50,000 51540 - ATHLETIC CONTEST TAX 1,032,080 900,000 1,000,000 1,000,000 51545 - STATE INCOME TAX 7,053,978 7,500,000 7,500,000 7,650,000 51565 - ELECTRIC UTILITY TAX 2,941,483 3,070,000 3,070,000 3,070,000 51570 - NATURAL GAS UTILITY TAX 1,453,340 1,150,000 1,150,000 1,300,000 51575 - NAT GAS USE TAX HOME RULE 809,579 800,000 800,000 840,000 51585 - CIGARETTE TAX 222,000 300,000 200,000 200,000 51590 - EVANSTON MOTOR FUEL TAX 722,276 640,000 700,000 700,000 51595 - LIQUOR TAX 2,665,447 2,450,000 2,900,000 3,000,000 51597 - MEDICAL CANNABIS TAX - - - 50,000 51600 - PARKING TAX 2,565,189 2,500,000 2,850,000 2,850,000 51605 - PERSONAL PROPERTY REPLACEMENT TAX 793,445 600,000 750,000 800,000 51606 - PENSION PPRT - - - 605,000 51610 - PERS PROP REPL TAX RECREATION - 46,300 46,300 46,300 51620 - REAL ESTATE TRANSFER TAX 2,543,056 2,875,000 2,875,000 3,000,000 51625 - TELECOMMUNICATIONS TAX 2,473,450 3,150,000 2,200,000 2,000,000 Other Revenue 1,362,838 $ 1,311,343 $ 1,287,800 $ 1,281,843 $ 52546 - POLICE EQUIPMENT REIMBURSEMENT - - 4,000 - 56010 - PROPERTY SALES AND RENTAL 55,325 51,543 66,500 51,543 56011 - DONATIONS 13,169 32,000 30,700 37,000 56012 - BERGLUND ANIMAL HOSPITAL PARKING LEASE 2,400 - - - 56045 - MISCELLANEOUS REVENUE 197,279 153,300 195,150 156,300 56046 - TAXICAB REVENUES 4,710 - 2,000 - 56048 - TEEN BABY NURSERY PROGRAM 20,500 41,000 - - 56049 - MARKET LINK VOUCHERS 22,103 16,500 20,000 20,000 56065 - SALE OF SURPLUS PROPERTY 1,579 - 350 - 56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 13,840 2,000 9,000 2,000 56068 - REIMB. SALT USAGE DIST 65 ETHS NW 52,269 75,000 75,000 75,000 56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 45,834 25,000 35,000 25,000 56070 - OVER AND SHORT (33) - - - 56095 - OVER AND SHORY - COLLECTOR'S OFFICE 5,773 - - - 56105 - PAYMENT IN LIEU OF TAXES 61,500 267,000 267,000 267,000 56106 - FUND BALANCE APPLIED 516,000 516,000 516,000 516,000 56112 - CONTRIBUTIONS FROM OTHER FUNDS 279,302 - - - 56134 - PRIVATE ELM TREE INSURANCE MONEY 42,310 41,000 45,000 41,000 56157 - CITIZENS CPR CLASS FEES 8,318 6,000 7,000 6,000 56175 - PARKING PERMITS-RYAN FIELD 11,574 15,000 15,000 15,000 56196 - JDE WATER INTERFACE 9,085 - 100 - 56587 - SALE OF LAND - 70,000 - 70,000 Licenses, Permits and Fees 14,504,366 $ 13,462,559 $ 12,416,570 $ 14,732,027 $ 52010 - VEHICLE LICENSES 2,461,880 2,850,000 2,850,000 2,850,000 52015 - BUSINESS LICENSES 109,099 50,000 91,000 50,000 52016 - BED & BREAKFAST LICENSE 75 75 75 75 52017 - COLLECTION BOX LICENSE 2,444 2,500 2,500 2,500 52020 - PET LICENSES 28,279 18,000 18,000 28,000 52030 - CONTRACTORS' LICENSES 93,750 77,302 83,000 77,302 52035 - ROOMING HOUSE LICENSES 165,741 200,000 215,000 200,000 52040 - LIQUOR LICENSES 473,788 400,000 440,000 475,000 52041 - ONE DAY LIQUOR LICENSE 12,127 7,000 11,500 12,000 52045 - FARMERS' MARKET LICENSES 41,449 41,500 42,000 41,500 52046 - RENTAL BUILDING REGISTRATIONS 123,369 75,000 75,000 100,000 52050 - OTHER LICENSES 21,017 20,000 20,000 20,000 52055 - LONG TERM CARE LICENSES 88,740 98,400 98,400 98,400 52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 10,650 7,500 12,000 19,500 52062 - MOBILE FOOD VEHICLE VENDOR LICENSE - 1,000 1,000 1,000 52063 - HEN COOP LICENSE 878 800 800 800 52070 - RESIDENT CARE HOME LICENSE 820 600 600 600 52080 - BUILDING PERMITS 7,113,065 6,700,000 5,300,000 7,500,000 52090 - PLUMBING PERMITS 300,200 135,000 150,000 200,000 67 -- 67 of 260 -- 52095 - ELECTRICAL PERMITS 311,085 140,000 200,000 305,000 52105 - SIGNS AND AWNING PERMITS 5,794 8,330 8,300 8,330 52110 - OTHER/MISC PERMITS 452,992 250,920 350,000 250,920 52115 - ELEVATOR PERMITS 35,739 32,000 35,000 32,000 52120 - HEATING VENT. A/C PERMITS 609,769 287,532 330,000 350,000 52126 - RIGHT-OF-WAY PERMIT 354,616 350,000 350,000 400,000 52127 - PROPERTY CLEAN UP REVENUE - - 3,595 - 52130 - RESIDENTS ANNUAL PARKING PERMITS 118,227 128,000 100,000 128,000 52131 - VISITOR PARKING PERMITS 14,646 12,300 12,000 12,300 52135 - FIRE SUPRESSION/ALARM PERMITS 77,026 90,000 92,000 90,000 52145 - ANNUAL SIGN FEES 33,853 25,000 25,000 25,000 52146 - MOVING VAN PERMIT FEES 18,000 50,000 50,000 50,000 52155 - PLAT PR.&SIGN APP HRG FEE 1,925 2,100 2,100 2,100 52170 - ALARM PANEL FRANCHISE FEE 12,250 6,000 5,000 6,000 52175 - NU/CENTEL EASEMENT 47,000 - 47,000 - 52180 - CABLE FRANCHISE FEE 1,173,914 1,200,000 1,200,000 1,200,000 52181 - PEG FEES - CABLE COMPANIES 131,577 130,000 130,000 130,000 52185 - NICOR FRANCHISE FEE 57,384 65,000 65,000 65,000 55075 - SUMMER FOOD INSPECTIONS 1,000 400 400 400 55150 - TANNING PARLOUR INSPECTION 200 300 300 300 Charges for Services 7,894,609 $ 8,134,967 $ 8,510,903 $ 8,447,967 $ 52085 - PLAN REVIEW 6,962 5,000 7,000 5,000 53010 - BIRTH AND DEATH RECORDS 12,640 - - - 53030 - HEALTH SVC CHARGE OTHER AGENCIES 109 - - - 53050 - SANITATION CLASSES 640 - - - 53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 102,476 185,000 195,000 190,000 53185 - TEMPORARY FOOD LICENSE 9,880 7,500 7,500 7,500 53190 - FOOD DELIVERY VEHICLE 1,434 5,500 5,500 5,500 53200 - BEV SNACK VENDING MACHINE 12,924 28,000 33,013 28,000 53210 - TOBACCO LICENSE 7,925 19,000 19,000 19,000 53211 - BEEKEEPER LICENSE FEE 148 - - - 53215 - BIRTH CERTIFICATE 62,559 56,000 95,000 75,000 53220 - DEATH CERTIFICATE 27,550 56,000 27,000 36,000 53230 - FUNERAL DIRECTOR LICENSE 2,979 6,000 8,000 6,000 53235 - TEMP FUNERAL DIRECTOR LICENSE 4,628 4,200 4,200 4,200 53251 - PARKING METER REVENUE 641,667 640,000 640,000 640,000 53560 - RECREATION - CHARGES FOR SERVICES 5,202 - 4,000 - 53565 - RECREATION PROGRAM FEES 5,188,767 5,367,751 5,634,040 5,374,751 53566 - RECREATION - DEFERRED REVENUE 145,774 - - - 53568 - TRANSFER FROM RESTRICTED ACCOUNT 49,429 78,716 73,800 78,716 53569 - SPECIAL EVENT REVENUE 20,665 25,000 25,000 25,000 53635 - WEIGHTS AND MEASURES EX 1,582 1,200 1,200 1,200 53640 - SENIOR TAXI COUPON SALES 85,284 108,000 70,000 100,000 53650 - STATE HIGHWAY MAINTENANCE 66,196 68,000 65,000 68,000 53655 - FIRE COST RECOVERY CHARGE 2,240 10,000 10,000 10,000 53656 - OTHER SERVICE CHARGES 3,792 - 1,000 - 53666 - HISTORIC PRESERVATION REVIEWS 10,242 7,200 8,000 7,200 53667 - TREE PRESERVATION REVENUES 5,440 3,500 4,500 3,500 53675 - AMBULANCE SERVICE 1,146,476 1,200,000 1,300,000 1,500,000 53680 - TOWING CHARGES - 1,000 1,000 1,000 53685 - POLICE REPORT FEES 23,120 20,000 22,000 20,000 53690 - WOOD RECYCLING 27,760 40,000 36,250 40,000 53695 - ZONING FEES 56,656 45,000 55,300 55,000 53705 - FIRE BUILDING INSPECTIONS 8,750 8,000 9,000 8,000 53715 - ALARM REGISTRATION FEE 132,044 111,000 119,700 111,000 53720 - SKOKIE ANIMAL BOARD FEE 2,740 8,000 8,000 8,000 53725 - BACKGR CHKS DAYCARE PROV 438 400 400 400 53736 - NEW PAVEMENT DEGRADATION FEES 16,054 10,000 20,000 10,000 53737 - I HEART EVANSTON TREES PROJECT 1,436 10,000 1,500 10,000 Fines and Forfeitures 3,357,965 $ 4,495,774 $ 3,330,925 $ 4,609,825 $ 52505 - TICKET FINES-PARKING 2,459,142 3,250,000 2,302,000 3,562,500 52510 - REGULAR FINES 98,805 298,449 120,000 100,000 52525 - ANIMAL ORDINANCE PENALTIES 6,984 - 4,000 - 52530 - BOOT RELEASE FEE 27,625 45,000 50,125 45,000 52540 - POLICE & FIRE FALSE ALARM FEES 69,247 140,000 101,000 140,000 52541 - POLICE CTA DETAIL & BARNES DET 331,349 400,000 400,000 400,000 52542 - POLICE DUI REIMBURSEMENT 1,053 - 12,000 - 52545 - POLICE FALSE ALARM FINES 35,220 - - - 52555 - HOUSING CODE VIOL FINES 73,628 60,000 60,100 60,000 52560 - PERMIT PENALTY FEES 10,338 7,500 19,000 7,500 52570 - NON PARKING ORDINANCE VIOLATIONS 244,574 262,825 262,200 262,825 68 -- 68 of 260 -- 56025 - DAMAGE TO SIGNAGE - 2,000 500 2,000 56030 - DAMAGE TO TRAFFIC SIGNALS - 20,000 - 20,000 56031 - DAMAGE TO STREET LIGHTS - 10,000 - 10,000 Interfund Transfers 7,794,625 $ 7,892,893 $ 8,082,641 $ 8,842,365 $ 53755 - CHARGES TO PARKING FUND (35) - - - 57007 - FROM WEST EVANSTON TIF 60,000 60,000 60,000 30,000 57009 - FROM LIBRARY FUND 217,516 210,000 210,000 210,000 57012 - FROM NSP2 GRANT FUND 46,779 30,000 30,000 30,000 57020 - FROM MOTOR FUEL FUND-S/M 833,000 833,000 833,000 833,000 57030 - TRANSFER FROM CDBG 589,531 571,000 571,000 571,000 57035 - FROM HOME FUND 17,922 22,500 22,500 22,500 57040 - FROM EMERGENCY TEL SYSTEM 125,950 125,950 125,950 129,729 57050 - FROM ECON DEV FUND 452,707 602,708 600,000 850,000 57058 - TRANSFER FROM GOOD NEIGHBOR FUND - - - 500,000 57060 - FROM HOUSING FUND 27,511 13,990 13,990 13,990 57065 - FROM WASHINGTON NAT'L DS 331,000 331,000 331,000 350,000 57070 - FROM HOW HARTREY DEBT SER 144,400 144,400 144,400 152,450 57075 - FROM SW TIF DEBT SERVICE 29,500 29,500 180,000 - 57096 - FROM HOWARD RIDGE TIF 60,000 60,000 60,000 60,000 57100 - FROM CAPITAL IMP. FUND 475,000 475,000 475,000 490,000 57130 - FROM PARKING FUND 869,242 869,242 869,242 900,000 57135 - FROM WATER FUND 162,235 162,235 162,235 162,235 57140 - FROM WATER FUND-ROI 2,531,102 2,531,102 2,531,102 2,531,102 57145 - FROM WATER FUND-ADMIN. EX 676,222 676,222 676,222 676,222 57165 - FROM SEWER FUND 145,044 145,044 187,000 330,137 Intergovernmental Revenue 1,044,167 $ 770,727 $ 846,020 $ 770,727 $ 55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 76,000 76,000 55085 - IL TOBACCO FREE COMMUNITY 19,694 31,027 31,000 31,027 55086 - IL HIV SURVEILLANCE GRANT 1,228 4,000 5,000 4,000 55130 - IL STATE CHILDHOOD LEAD GRANT 2,250 1,000 1,870 1,000 55146 - STATE, COUNTY AND OTHER GRANTS 393,026 11,000 36,600 11,000 55160 - VIOLENT CRIME VICTIMS ASST GRANT - 44,000 - 44,000 55170 - FIRE DEPT TRAINING 13,069 6,000 10,000 6,000 55173 - CRI GRANT-REVENUE HHS 47,707 44,000 44,000 44,000 55174 - PHEP GRANT-REVENUE HHS 63,120 62,000 62,000 62,000 55231 - LEAD PAINT HAZARD GRANT 20,000 100,000 100,000 100,000 55251 - GRANTS AND AID 52,837 8,000 73,000 8,000 55255 - COMM AGING GRANT - ADVOCATE 71,967 87,150 90,000 87,150 55256 - IL VACANT PROPERTY GRANT 2,530 71,000 71,000 71,000 55265 - FEMA 1,928 17,000 80,000 17,000 55270 - POLICE TRAINING 12,583 8,000 - 8,000 55275 - HUD EMERG SHELTER GRANTS 175,757 135,550 135,550 135,550 55290 - OTHER FEDERAL AID 10,526 - - - 55311 - YOUTH ORGANIZATION UMBRELLA GRANT 34,405 40,000 25,000 40,000 55316 - RTA GRANT 41,216 20,000 - 20,000 56002 - WOMEN OUT WALKING 4,143 5,000 5,000 5,000 Interest Income 13,037 $ 50,000 $ 50,005 $ 50,000 $ 56501 - INVESTMENT INCOME 13,037 50,000 50,005 50,000 Grand Total $ 90,205,523 $ 91,444,681 $ 90,660,664 $ 112,138,711 69 -- 69 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Council The City Council consists of the Mayor, who is elected at large, and nine aldermen, one elected from each of the nine wards for a term of four years. The City Council formulates policies to guide the orderly development and administration of the City; determines the use of tax dollars and other funding sources to meet the City's needs; holds public hearings to provide citizens with opportunities to be heard; participates in conferences, forums, and meetings of legislative groups and associations; keeps its constituency informed of City issues and activities through ward meetings and public forums, and responds to citizen requests for services and information. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1300 CITY COUNCIL 450,773 427,044 428,611 424,958 Grand Total $ 450,773 $ 427,044 $ 428,611 $ 424,958 Total Full-Time Equivalent Positions Division 2016 Position Total FTE City Council 1.00 City Council Total 1.00 2015 Initiatives The City Council initiated the following: Hold a bi-annual visionary mission workshop Reevaluate City goals Review the Water and Sewer Infrastructure Evaluate the Street/Sidewalks Infrastructure Invest in Buildings and Facility Infrastructure Make safety a priority while considering gun violence solutions Reevaluate the criteria for affordable housing applicants Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Number of ordinances adopted 124 200 160 Number of resolutions adopted 113 120 115 Updated board, committee, commission rosters 9 9 9 70 -- 70 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 376,302 $ 353,775 $ 353,775 $ 351,612 $ 61010 - REGULAR PAY 211,249 212,391 212,391 213,375 61420 - ANNUAL SICK LEAVE PAYOUT 1,420 - - - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,433 - - - 61510 - HEALTH INSURANCE 135,586 115,584 115,584 113,506 61615 - LIFE INSURANCE 78 78 78 - 61710 - IMRF 9,296 9,336 9,336 8,308 61725 - SOCIAL SECURITY 13,161 13,280 13,280 13,310 61730 - MEDICARE 3,078 3,106 3,106 3,113 Services and Supplies 71,570 $ 63,313 $ 64,880 $ 63,313 $ 62206 - TV BROADCASTING - 4,165 4,165 4,165 62210 - PRINTING 299 2,904 2,904 2,904 62275 - POSTAGE CHARGEBACKS 459 333 400 333 62280 - OVERNIGHT MAIL CHARGES - 167 167 167 62285 - COURIER CHARGES - 300 300 300 62295 - TRAINING & TRAVEL 9,443 8,000 8,000 8,000 62315 - POSTAGE 32 - - - 62360 - MEMBERSHIP DUES 48,179 38,000 38,000 38,000 62370 - EXPENSE ALLOWANCE 62 125 125 125 62380 - COPY MACHINE CHARGES 619 619 619 619 62456 - OUTSIDE MAIL SERVICES 4,524 4,000 4,000 4,000 64540 - TELECOMMUNICATIONS - WIRELESS 603 500 500 500 65010 - BOOKS, PUBLICATIONS, MAPS - 200 200 200 65025 - FOOD 6,903 2,500 4,000 2,500 65095 - OFFICE SUPPLIES 446 1,500 1,500 1,500 Miscellaneous 848 $ 7,829 $ 7,829 $ 7,829 $ 62490 - OTHER PROGRAM COSTS 848 3,664 3,664 3,664 99998 - CONVERSION ACCOUNT - - - - 62595 - MEMBERSHIP DUES - CHARGEBACK - - - - 66044 - WORKERS COMP INSURANCE PREMIUMS - - - - Grand Total $ 450,773 $ 427,044 $ 428,611 $ 424,958 71 -- 71 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Clerk The City Clerk records the minutes for the City Council and staffs special Council committees. The Clerk produces official minutes of all Council meetings; maintains the City Code and official City records; serves as the local election official; is the deputy registrar for voter registration; and performs other election-related activities.The City Clerk also assists the Mayor, Aldermen, and staff with special projects and activities and represents the City at various meetings, if requested. The City Clerk shall be the custodian and keeper of all the books, records, ordinances and papers of the City. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Aopted Budget 1400 CITY CLERK 259,908 249,979 276,094 263,203 Grand Total $ 259,908 $ 249,979 $ 276,094 $ 263,203 Total Full-Time Equivalent Positions Division 2016 Position Total FTE City Clerk 2.00 City Clerk Total 2.00 Performance Report on FY 2015 Major Program Objectives The legal review of the Evanston City Code by departments was initiated by the Law Department and completed in 2013. The City Code was last codified in 1979 The City Clerk’s Office provided: a) Real Estate Transfer Tax (RETT) stamps b) Notary Services c) Certification of various documents Code books are no longer sold in the Clerk’s Office The City Clerk’s Office has two full-time Deputy Clerks as of April 2014 The Mail Room Attendant’s position was eliminated and the responsibilities are shared by the two Deputy Clerks The City Clerk's Office stopped compiling packets of materials for use by those wishing to run for municipal offices during the election years The City Clerk’s Office facilitated voting by registering voters, arranging for an early voting site at the Civic Center, and providing voters with the means to vote absentee by mail The City Clerk’s Office reorganized its office space configuration and filing system New FOIA Officers have been designated in compliance with the new Illinois Freedom of Information Act (FOIA) laws Mandatory electronic training for all designated FOIA officers in the City was completed by necessary personnel in 2015 72 -- 72 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Clerk The Clerk’s Office provides in-home Notary Services for individuals who can’t come to the office 2016 Initiatives Continued coordination of FOIA requests, and developing a process to electronically log and file the disposition of FOIA requests The City Clerk’s Office will work with the Cook County Department of Elections to facilitate the March 15, 2016 Presidential Primary Election, and the November 8, 2016 Presidential Election The City Clerk’s Office will provide early voting services for the March 15, 2016 election The City Clerk’s Office will continue to track the number of notary public requests that are initiated and completed in the office The City Clerk’s Office will continue to maintain a copy of all certifications of the FOIA and Open Meetings Act (OMA) designees The City Clerk will give a presentation to all new employees, directors, and managers on the proper procedure for responding to FOIA request with the Legal Department‘s assistance Increasing efforts to allow web access for all documents requested from the Clerk’s Office to be more accessible to citizens and non-citizens The City Clerk’s Office will continue to request all documentation from City departments that deal with services, contracts, leases, licenses and any venture the City has with vendors and residents ONGOING ACTIVITY MEASURES 2014 Actual 2015 Estimated 2016 Projected Voter Registrations 811 50 900 Early Voters 1867 1087 2100 Real Estate Transfer Tax Transactions 1103 1150 1200 Exemptions from Real Estate Transfer Tax Processed 672 800 900 Disabled Parking Placards Issued 176 75 125 FOIA Requests Processed 644 700 750 Responses to 311 Requests Submitted Online N/A 20 25 Responses to 311 Requests Received by Phone N/A 4800 6000 Certifications 125 175 250 Notary Services Provided 1072 1000 1200 73 -- 73 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 226,108 $ 219,283 $ 238,508 $ 232,369 $ 61010 - REGULAR PAY 138,294 165,617 165,617 110,108 61050 - PERMANENT PART-TIME 20,007 - - 56,269 61055 - TEMPORARY EMPLOYEES 4,428 - - - 61110 - OVERTIME PAY 917 - 6,500 - 61415 - TERMINATION PAYOUTS 3,571 - - - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 1,717 - - - 61510 - HEALTH INSURANCE 26,075 20,732 33,491 35,282 61615 - LIFE INSURANCE 34 34 - - 61710 - IMRF 18,325 19,952 19,952 17,801 61725 - SOCIAL SECURITY 10,325 10,493 10,493 10,462 61730 - MEDICARE 2,415 2,455 2,455 2,447 Services and Supplies 30,160 $ 26,931 $ 33,821 $ 26,931 $ 62210 - PRINTING 2,852 876 876 876 62245 - OTHER EQMT MAINTENANCE 488 - - - 62275 - POSTAGE CHARGEBACKS 567 200 1,000 200 62280 - OVERNIGHT MAIL CHARGES 23 65 65 65 62295 - TRAINING & TRAVEL 4,068 5,000 5,000 5,000 62315 - POSTAGE 1,174 35 1,100 35 62360 - MEMBERSHIP DUES 210 525 1,200 525 62380 - COPY MACHINE CHARGES 400 400 400 400 62457 - CODIFICATION SERVICES 8,677 17,330 17,330 17,330 62509 - SERVICE AGREEMENTS/ CONTRACTS 1,112 - - - 65010 - BOOKS, PUBLICATIONS, MAPS 34 - - - 65025 - FOOD - - 50 - 65080 - MERCHANDISE FOR RESALE 7,432 - - - 65095 - OFFICE SUPPLIES 2,708 2,000 6,300 2,000 65175 - ELECTION SUPPLIES - 500 500 500 65620 - OFFICE MACH. & EQUIP. 416 - - - Insurance and Other Chargebacks 3,635 $ 3,765 $ 3,765 $ 3,903 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 3,635 3,765 3,765 3,903 Capital Outlay 5 $ - $ - $ - $ 65515 - OTHER IMPROVEMENTS 5 - - - Grand Total $ 259,908 $ 249,979 $ 276,094 $ 263,203 74 -- 74 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Manager’s Office The City Manager and the staff of the City Manager’s Office develop and analyze public policy alternatives and direct the administration and execution of the policies and goals formulated by the City Council. Responsibilities include: Advising the Council on present and future financial, personnel, and program needs; implementing immediate and long-range City priorities; establishing procedures which will assist the City in serving its citizens; and supervising all City departments. Additionally, staff is involved in coordinating large-scale economic development projects, volunteer efforts, program evaluation, environmental sustainability, and policy analysis. The City Manager’s Office coordinates the preparation of the City Council agenda, reviews all items being considered before the governing body, and responds to inquiries from citizens and elected officials. City Manager’s Office staff work closely with the public to resolve service delivery problems as well as disseminate information about the City’s policies. Staff monitors legislation both in Springfield and Washington D.C. to determine the potential impact on Evanston residents, businesses, and government. The Office also responds to a wide variety of general inquiries. Financial Summary Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1505 CITY MANAGER 5,422 - 56,700 - 1510 PUBLIC INFORMATION 1,305,491 1,330,000 1,330,000 1,330,000 1560 REVENUE & COLLECTIONS - - - 70,232,717 1575 PURCHASING - - - 1,800 Grand Total $ 1,310,913 $ 1,330,000 $ 1,386,700 $ 71,564,517 Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1505 CITY MANAGER 772,662 675,600 627,448 477,279 1510 PUBLIC INFORMATION 926,763 755,911 759,915 673,628 1525 MISC. BUSINESS OPERATIONS 54,721 200,000 80,000 200,000 1535 SUSTAINABILTY GRANT 104,051 103,551 102,814 110,737 1555 FINANCIAL ADMINISTRATION 1,886 - - 2,090,757 1560 REVENUE & COLLECTIONS - - - 2,104,138 1570 ACCOUNTING 590 - - 718,640 1571 TAX ASSESSMENT ADVOCACY - - - 89,978 1575 PURCHASING - - - 357,324 1580 COMMUNITY ARTS 51,156 168,064 165,665 167,265 Grand Total $ 1,911,831 $ 1,903,126 $ 1,735,842 $ 6,989,746 75 -- 75 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Manager’s Office Total Full-Time Equivalent Positions Division 2016 Position Total FTE City Manager 3.50 Community Engagement 5.00 Sustainability 1.00 Financial Administration 4.00 Revenue 3.00 Accounting 6.50 Tax Assessment 1.00 Purchasing 3.50 Community Arts 1.00 City Manager’s Office Total 28.50 City Council Goal Performance City Council Goal Department Initiative City Facilities City Streets Economic Development Organized the 6th annual “Evanston Day” in Springfield, IL to lobby for Evanston issues at the State Capitol, in cooperation with Northwestern University, Evanston Schools, Evanston Chamber of Commerce and local non-profits Economic Development Worked with CTA to pilot an additional evening purple line express train for six weeks in June & July. Although the pilot failed to garner enough passengers to make it permanent, it was a successful partnership that will continue to be resourced in the future. Economic Development Ongoing support of business attraction, retention, and marketing activities. Major initiatives have included securing TIF funding for Chicago+Main development; re-tenanting two former Dominick’s grocery stores with a Whole Foods Market and Valli International Produce; creation of Special Service Area for Chicago/Main/Dempster Commercial Area; support of “Shop Evanston for the Holidays” to encourage annual holiday shopping in Evanston; ongoing support and development of Howard Street corridor and performing arts space. City Streets Worked with CTA and Northwestern University to offer CTA bus service on Central Street which will decrease the amount of NU shuttles on that street, reducing congestion. Implemented a bike education and outreach program targeted to all road uses called Let’s Roll Together. Launched BikeEvanston.org and @BikeEvanston. For the second, year Pedal Bright offered free bike lights in an effort to increase bike safety. City Streets Co-presented 2nd Annual Evanston Streets Alive! open-streets event to focus on community building, active transportation, and Evanston’s Livability initiative. In its second year, the Hispanic Heritage Kick-off Festival and the Green Living Festival were both combined into Streets Alive to create an even larger and multi-faceted event. 76 -- 76 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND City Manager’s Office Financial Policies and City Debt Continued implementation of online payment forms using Stripe and Dwolla to allow residents to pay wheel tax and other fees online 2016 Initiatives Partner with Pace and CTA on North Shore Transit Study on bus routes Develop, in conjunction with Public Works, Sustainability, and EPD, a bike education and awareness outreach campaign to support the Bike Plan Implement Divvy bike share program oversee the installation of 10 stations and a marketing program with Divvy-Motivate and the City of Chicago Continue to work with the boards, committees and commissions to improve training and communication. Create a state and federal strategy to target more funding to key City capital needs Integrate STAR Communities framework for community sustainability into City operations and develop continuous improvement plan Work with Arts Council & City Council to develop Public Art Fund funded from private developments Support implementation of Evanston Livability Initiative, including Evanston’s new climate action plan and other City-wide programs to enhance Evanston’s quality of life and goal of creating the most livable city Expand the Community Ambassadors Program to include a second cohort Develop a Master Cultural Plan for the City’s fine and performing arts 2016 Objectives Reduce City and community energy usage by leveraging existing utility programs and grant funding Convene two annual meetings with the “Sustain Evanston” network with a focus on incorporating environmental, economic, and social elements into collaborative programs and projects Provide community education and outreach on waste reduction and recycling, energy efficiency, and multi-modal transportation Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Prepare agendas and materials for regular and special City Council, Planning and Development, Rules and Administration and Public Works meetings 107 107 105 Number of City of Evanston volunteer opportunities 145 150 160 Number of volunteer opportunities featured on VEP website 86 120 120 Number of organizations featured on VEP website 82 80 80 311 center calls handled 144,119 155,000 155,000 311 center service requests handled 32,586 35,000 32,000 77 -- 77 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 1,490,440 $ 1,402,044 $ 1,361,035 $ 2,974,583 $ 61010 - REGULAR PAY 1,077,678 1,043,448 993,008 2,207,028 61050 - PERMANENT PART-TIME 5,896 - - 4,980 61055 - TEMPORARY EMPLOYEES 9,934 - - - 61110 - OVERTIME PAY 1,367 - 1,449 4,800 61415 - TERMINATION PAYOUTS 10,207 - 2,205 - 61420 - ANNUAL SICK LEAVE PAYOUT 6,539 - 5,510 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 17,080 - 131 - 61510 - HEALTH INSURANCE 140,343 141,806 141,819 344,898 61610 - DENTAL INSURANCE (85) - - - 61615 - LIFE INSURANCE 697 1,079 996 7 61625 - AUTO ALLOWANCE 11,048 10,980 10,980 15,960 61626 - CELL PHONE ALLOWANCE 4,975 4,944 4,944 5,472 61710 - IMRF 126,284 123,873 123,909 231,399 61725 - SOCIAL SECURITY 62,407 60,443 60,569 127,941 61730 - MEDICARE 16,071 15,471 15,515 32,098 Services and Supplies 326,790 $ 209,601 $ 212,426 $ 890,897 $ 61060 - SEASONAL EMPLOYEES 17,479 - 67,600 9,696 62110 - AUDITING - - - 100,000 62185 - CONSULTING SERVICES - - - 110,000 62205 - ADVERTISING 16,687 14,994 14,994 17,794 62210 - PRINTING 5,504 2,832 500 3,932 62235 - OFFICE EQUIPMENT MAINT - - - 100 62275 - POSTAGE CHARGEBACKS 826 999 550 9,499 62280 - OVERNIGHT MAIL CHARGES 20 167 167 767 62295 - TRAINING & TRAVEL 39,045 29,189 28,500 44,089 62315 - POSTAGE 2,113 2,499 1,000 43,499 62341 - INTERNET SOLUTION PROVIDERS 4,000 - - - 62360 - MEMBERSHIP DUES 24,186 12,333 12,100 16,533 62380 - COPY MACHINE CHARGES - - - 3,450 62431 - ARMORED CAR SERVICES - - - 17,000 62449 - CITATION AND SECONDARY COLLECTION PROCESSING - - - 320,000 62458 - OUTSIDE COPY SERVICES - 750 750 750 62506 - WORK- STUDY 2,420 3,300 3,000 3,300 62509 - SERVICE AGREEMENTS/ CONTRACTS 27,993 85,000 25,000 85,000 62615 - INSURANCE PREMIUM - - - 50 62665 - CONTRIB TO OTHER AGENCIES 58,675 50,000 50,000 50,000 64004 - PEG FEE DISTRIBUTION 105,751 - - - 64505 - TELECOMMUNICATIONS 1,886 - - - 64540 - TELECOMMUNICATIONS - WIRELESS 2,321 - 1,700 - 64541 - UTILITY TAX AUDIT SERVICES - - - 2,000 64545 - PERSONAL COMPUTER SOFTWARE 6,422 3,500 2,500 3,500 65010 - BOOKS, PUBLICATIONS, MAPS 909 883 800 1,683 65025 - FOOD 37 - - - 65045 - LICENSING/REGULATORY SUPP - - - 37,000 65095 - OFFICE SUPPLIES 4,191 2,100 3,150 10,200 65125 - OTHER COMMODITIES 2,212 880 115 880 65555 - PERSONAL COMPUTER EQUIPMENT 3,993 - - - 65635 - PERIODICALS 119 175 - 175 Miscellaneous 4,311 $ 2,450 $ 1,350 $ 2,550 $ 62490 - OTHER PROGRAM COSTS 4,311 2,450 1,350 2,550 Insurance and Other Chargebacks 39,938 $ 89,031 $ 81,031 $ 131,690 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 30,541 31,634 31,634 72,101 66030 - MEDICAL INSURANCE 7,397 7,397 7,397 9,589 66040 - GENERAL ADMINISTRATION & SUPPORT 2,000 50,000 42,000 50,000 Capital Outlay (4,455) $ - $ - $ - $ 65625 - FURNITURE & FIXTURES (4,455) - - - Contingencies 54,807 $ 200,000 $ 80,000 $ 200,000 $ 68205 - CONTINGENCIES 54,807 200,000 80,000 200,000 Interfund Transfers - $ - $ - $ 2,790,026 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE - - - 443 66020 - TRANSFERS TO OTHER FUNDS - - - 1,414,583 66130 - TRANSFER TO INSURANCE FUND - - - 400,000 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 575,000 69320 - TRANSFERS TO DEBT SERVICE FUND - - - 400,000 Grand Total $ 1,911,831 $ 1,903,126 $ 1,735,842 $ 6,989,746 78 -- 78 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Law Department The Law Department provides for and supervises all legal services for the City. The Department provides legal advice and/or opinions to the City Council and standing committees, City Manager, City staff, elected officials, and City boards and commissions. The Department drafts or reviews ordinances and resolutions and researches the legal basis and constitutional limitations of home-rule authority on all legislative issues. The Department represents the City in federal and state court, and as necessary, at administrative adjudication hearings. The Department represents the City in all general litigation matters including, but not limited to, general tort litigation, personal injury, property damage, employment discrimination, civil rights, and special assessments. The Department prepares or reviews all contracts, leases, easements and plats, and provides advice on public bidding and purchase procedures. The Department supervises the liquor and taxi licensing activities in the City and supervises the administrative adjudication division. The Department, through the Insurance Fund, supervises the general liability third-party administration of claims. The Department recommends the purchase of insurance in all areas of exposure including general liability, property, and cyber-liability. The Department reviews safety and risk issues and all third- party matters. The Department is responsible for the risk transfer and subrogation programs throughout the City. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1705 LEGAL ADMINISTRATION 1,060,790 1,129,534 1,018,377 1,130,000 Grand Total $ 1,060,790 $ 1,129,534 $ 1,018,377 $ 1,130,000 Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 52041 - ONE DAY LIQUOR LICENSE 6,755 7,000 7,000 12,000 52570 - NON PARKING ORDINANCE VIOLATIONS 230,044 262,825 260,000 262,825 Grand Total $ 710,587 $ 669,825 $ 713,000 $ 749,825 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Legal Administration 8.00 Legal Department Total 8.00 City Council Goal Performance City Council Goal Department Initiative Financial Policies and City Debt Ongoing success in litigation defense and risk transfers to other entities kept City liability at a minimum. Financial Policies and City Worked with City Council, Manager and staff to draft ordinances 79 -- 79 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Law Department Debt codifying the reorganization and realignment of City departments. Water and Sewer Worked with City Council, Manager and staff to draft favorable contracts for use with current and prospective wholesale water customers. Economic Development Negotiated a hotel-motel tax sharing agreement with ZS Associates to remain an Evanston-based business at One Rotary Center, thereby growing the local tax base. 2016 Initiatives Negotiate labor agreements with all collective bargaining units for contract terms incepting January 1, 2017 Evaluate and pursue further legal strategies to enhance City revenues Continue to prevail in litigation at the pre-trial motion stage and at verdict Continue to work with City Council, Manager and staff to negotiate favorable agreements with current and prospective wholesale water customers Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Ordinance Prosecution 280 240 250 Traffic Prosecution 2450 2550 2500 Legislative Drafting – Ordinance and Resolution 269 250 240 Litigation/Risk Management – Court Cases Won 6 8 7 80 -- 80 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 904,617 $ 961,979 $ 862,836 $ 961,611 $ 61010 - REGULAR PAY 680,820 710,600 638,706 721,027 61210 - LONGEVITY 1,240 - - - 61510 - HEALTH INSURANCE 88,026 107,318 99,538 105,172 61615 - LIFE INSURANCE 598 609 10 7 61625 - AUTO ALLOWANCE 5,011 4,980 4,980 4,980 61626 - CELL PHONE ALLOWANCE 2,560 2,544 2,544 2,544 61630 - SHOE ALLOWANCE 155 155 155 155 61710 - IMRF 79,028 83,994 68,714 75,524 61725 - SOCIAL SECURITY 37,712 41,338 39,055 41,710 61730 - MEDICARE 9,468 10,441 9,134 10,492 Services and Supplies 132,788 $ 143,564 $ 131,550 $ 143,564 $ 62130 - LEGAL SERVICES-GENERAL 8,446 22,000 15,000 22,000 62275 - POSTAGE CHARGEBACKS 3,083 2,999 2,500 2,999 62295 - TRAINING & TRAVEL 6,906 3,500 6,000 3,500 62315 - POSTAGE 360 250 - 250 62345 - COURT COST/LITIGATION 5,042 21,000 8,000 21,000 62360 - MEMBERSHIP DUES 4,585 2,800 4,000 2,800 62380 - COPY MACHINE CHARGES 3,215 3,215 3,000 3,215 62509 - SERVICE AGREEMENTS/ CONTRACTS 77,730 70,000 70,000 70,000 65010 - BOOKS, PUBLICATIONS, MAPS 19,498 14,000 16,050 14,000 65095 - OFFICE SUPPLIES 3,923 3,800 7,000 3,800 Insurance and Other Chargebacks 23,385 $ 23,991 $ 23,991 $ 24,825 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 16,931 17,537 17,537 18,177 66030 - MEDICAL INSURANCE 6,454 6,454 6,454 6,648 Grand Total $ 1,060,790 $ 1,129,534 $ 1,018,377 $ 1,130,000 81 -- 81 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Administrative Services Department As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The Administrative Services Department is comprised of multiple divisions that are organized to serve both internal and external customers. Internal customers are city employees and external customers are the citizens and businesses of Evanston. Human Resources The Human Resources Division provides support to the City’s most critical assets, its people. The Division is charged with recruiting and hiring quality staff, City-wide training efforts, payroll, benefits administration, workers compensation, safety and compliance associated with government regulations. Information Technology The Information Technology Division (IT) provides support for the City’s complex and ever changing technology systems. IT staff support basic computer hardware and software systems as well as acting as resource for specialty systems such as City camera and telephone systems. The IT Division is composed of help desk services, Geographic Information Services, Network Engineering and Development and project management staff for both internal IT and departmental technology related projects. Parking Parking Services is responsible for Residential Parking Districts and Permits; parking lot permits; disabled person’s reserved spaces; parking enforcement; parking meters; and operating and maintaining City garages and lots. Fleet Services Fleet Services 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. In addition, Fleet Services prepares, documents, and provides disposal of surplus vehicles and equipment through auction services. Overall supervision of department personnel is provided, as is training, direction and coordination of all activities to ensure effective and efficient operations. Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of equipment is out of service for repair. Facilities Management The Facilities Management Division supports all City departments by providing functional work environment, including power, lights, HVAC and plumbing. Staff completes over 3,000 work orders and provides over 2,000 hours in preventive maintenance annually. They maintain over 2.1 million sq. ft. of property including 1,129 plumbing fixtures; 294 electrical panels; 3,068 exterior lighting fixtures; 2,294 lock sets and 96 drinking fountains, as well as conduct an annual inspection of 89 RPZ’s (backflow prevention valves, such as in drinking fountains, to prevent contamination of the City’s water supply). 82 -- 82 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Administrative Services Department Financial Summary Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1910 FINANCE DIVISION - REVENUE 65,988,459 68,687,685 68,842,866 - 1919 FINANCE DIVISION - COLLECTIONS 54,747 - 47,400 - 1920 FINANCE DIVISION - ACCOUNTING 436 - 5 - 1921 TAX ASSESSMENT ADVOCACY 406,063 - 1,500 - 1925 FINANCE DIVISION - PURCHASING 1,674 1,800 - - 1929 HUMAN RESOURCE DIVISION 25 - 8,000 - 1941 PARKING ENFORCEMENT & TICKETS 2,482,213 3,295,000 2,350,500 3,607,500 1950 FACILITIES - - - 51,543 Grand Total $ 68,933,618 $ 71,984,485 $ 71,250,271 $ 3,659,043 Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 1905 ADM.SERVICES- GENERAL SUPPORT 609,534 768,012 766,239 470,667 1910 FINANCE DIVISION - REVENUE 1,317,869 2,094,179 2,177,325 - 1915 HUMAN RESOURCE DIVI. - PAYROLL 349,144 305,421 313,430 306,739 1920 FINANCE DIVISION - ACCOUNTING 816,825 746,239 704,696 - 1921 TAX ASSESSMENT ADVOCACY 41,473 84,668 80,800 - 1925 FINANCE DIVISION - PURCHASING 310,540 472,114 443,813 - 1929 HUMAN RESOURCE DIVISION 1,102,306 1,366,415 1,254,502 1,281,633 1932 INFORMATION TECHNOLOGY DIVI. 2,025,466 2,447,044 2,082,460 2,369,590 1940 MISC. EXPENDITURES / BENEFITS 242,156 466,000 270,000 466,000 1941 PARKING ENFORCEMENT & TICKETS 1,229,622 1,252,518 1,273,196 1,259,451 1942 SCHOOL CROSSING GUARDS 337,494 368,778 368,778 431,442 1950 FACILITIES - - - 3,048,651 Grand Total $ 8,382,105 $ 10,371,388 $ 9,735,239 $ 9,634,173 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Administration 5.00 Payroll 2.50 Human Resources 6.50 Information Technology 11.00 Parking Enforcement 12.00 Facilities 20.20 Administrative Services Total 57.20 FY 2016 City Council Goal Performance FY 2016 City Council Goal Department Initiative City Facilities Continue to work with the Sustainability Coordinator to reduce energy consumption in all City-owned buildings throughout the fiscal year through lighting upgrades as well as temperature control 83 -- 83 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Administrative Services Department efficiencies City Facilities Improve energy management techniques with the use of Building Automation Systems to reduce energy consumption throughout the year in City-owned buildings. City Facilities Civic Center Security Improvements City Facilities Fountain Square Design 2016 Initiatives Complete installation of a new Parking Access and Revenue Control System (PARCS) in the three downtown parking garages Issue an RFP and select a vendor to update the security cameras in the downtown parking garages Install six electric vehicle charging stations in the Sherman parking garage. Rebates of up to 50% are available from the state Reimagine City printing footprint. Deploy new network copiers throughout City to reduce printing costs Implement online Personnel Change forms Implement online requests for time off Convert all employees to E-suite and paperless checks and online benefit enrollment Implement new recruiting software (NeoGov) with connector to feed New World Implement Performance Management System Improve performance/integration of Accident Review Board and Risk Management Digitalize Personnel Files Comprehensive Citywide timekeeping software review Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Number of Information Technology Service Desk requests closed 5,100 5,200 5,200 Civil Service Commission Meetings 5 5 5 Deliveries received 1,800 1,800 1,800 Civic Center repair costs/sq. ft. $2.15 $2.50 $2.25 Meetings scheduled 1,850 2,000 2,000 Room set-ups 1,100 1,100 1,100 Staff-hours tracked to work order 19,000 22,000 24,000 Work orders completed 280 850 850 Online Personnel Change forms 0 0 2,000 E-suite paperless checks and online benefit enrollment 0 400 2,000 84 -- 84 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 4,898,327 $ 5,407,017 $ 5,021,808 $ 6,225,532 $ 61010 - REGULAR PAY 3,428,157 3,832,311 3,585,000 4,393,240 61050 - PERMANENT PART-TIME 8,032 - - 55,000 61055 - TEMPORARY EMPLOYEES 16,133 - 2,214 - 61110 - OVERTIME PAY 59,449 21,800 23,750 62,000 61210 - LONGEVITY 10,725 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 3,559 - - - 61415 - TERMINATION PAYOUTS 70,656 - 36,855 - 61420 - ANNUAL SICK LEAVE PAYOUT 14,316 - 11,670 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 8,267 141,000 20,200 141,000 61510 - HEALTH INSURANCE 557,775 638,665 602,990 791,511 61615 - LIFE INSURANCE 16,195 2,403 2,065 27 61625 - AUTO ALLOWANCE 6,822 6,780 6,780 6,180 61626 - CELL PHONE ALLOWANCE 6,123 6,504 6,500 5,976 61630 - SHOE ALLOWANCE 1,550 - 1,550 3,875 61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES 7,786 - 9,752 - 61710 - IMRF 399,743 445,945 417,286 440,605 61725 - SOCIAL SECURITY 228,560 251,776 238,096 261,723 61730 - MEDICARE 54,481 59,833 57,100 64,395 Services and Supplies 2,596,108 $ 3,265,667 $ 3,015,147 $ 3,069,158 $ 61060 - SEASONAL EMPLOYEES 315,700 347,698 350,049 480,595 62110 - AUDITING 75,375 100,000 100,550 - 62160 - EMPLOYMENT TESTING SERVICES 41,169 195,000 195,000 172,500 62175 - IS SERVICES 8,580 6,600 6,600 6,600 62185 - CONSULTING SERVICES 223,845 124,846 124,000 14,846 62205 - ADVERTISING 2,807 2,800 1,100 - 62210 - PRINTING 78 1,850 3,250 750 62225 - BLDG MAINTENANCE SERVICES - - - 101,516 62235 - OFFICE EQUIPMENT MAINT - 100 100 - 62245 - OTHER EQMT MAINTENANCE - - 50 29,318 62250 - COMPUTER EQUIPMENT MAINT 17,696 54,450 30,000 54,450 62270 - MEDICAL/HOSPITAL SERVICES 76,919 51,150 48,000 51,150 62274 - TEST ADMINISTRATION 25,104 48,000 48,000 36,500 62275 - POSTAGE CHARGEBACKS 9,701 8,900 9,700 650 62280 - OVERNIGHT MAIL CHARGES 2,627 600 1,300 - 62295 - TRAINING & TRAVEL 14,168 31,100 24,350 16,200 62310 - CITY WIDE TRAINING 16,152 29,000 29,000 29,000 62315 - POSTAGE 50,409 41,000 41,010 - 62340 - COMPTER LICENSE & SUPP 438,001 437,163 437,165 437,163 62341 - INTERNET SOLUTION PROVIDERS 8,061 9,850 9,850 9,850 62345 - COURT COST/LITIGATION 25 - - - 62360 - MEMBERSHIP DUES 3,610 7,400 4,950 5,400 62376 - 2603 SHERIDAN RD RENTALS EXPENSE - - - 2,000 62380 - COPY MACHINE CHARGES (12,622) 5,738 5,425 2,288 62431 - ARMORED CAR SERVICES 30,756 17,000 17,000 - 62449 - CITATION AND SECONDARY COLLECTION PROCESSING 290,455 320,000 370,500 - 62451 - TOWING AND BOOTING CONTRACTS 19,390 23,000 65,000 23,000 62506 - WORK- STUDY 830 2,000 2,000 2,000 62509 - SERVICE AGREEMENTS/ CONTRACTS 83,624 130,000 125,000 94,845 62512 - RECRUITMENT 20,506 62,000 50,000 46,000 62615 - INSURANCE PREMIUM 2,144 50 800 - 62630 - UNEMP. COMP. & ADMIN. FEE 166,625 255,000 150,000 255,000 62655 - LEASE PAYMENTS 2,250 - - - 62705 - BANK SERVICE CHARGES 87 - - - 62706 - REVENUE SHARING AGREEMENTS 227,763 325,000 270,000 325,000 64005 - ELECTRICITY 954 1,300 1,000 17,700 64015 - NATURAL GAS - - - 80,000 64505 - TELECOMMUNICATIONS 99,801 150,000 140,000 150,000 64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE - 3,500 - 3,500 64515 - TELECOMMUNICATIONS EQUIPMENT M 8,639 15,000 15,000 15,000 64540 - TELECOMMUNICATIONS - WIRELESS 21,136 22,300 22,300 27,300 64541 - UTILITY TAX AUDIT SERVICES 623 2,000 1,000 - 64545 - PERSONAL COMPUTER SOFTWARE 1,088 4,000 8,550 4,000 65010 - BOOKS, PUBLICATIONS, MAPS 866 2,350 1,600 1,550 65015 - CHEMICALS/ SALT - - - 5,000 65020 - CLOTHING 3,383 3,500 3,000 3,700 65025 - FOOD 400 - 275 - 65040 - JANITORIAL SUPPLIES - - - 10,000 65045 - LICENSING/REGULATORY SUPP 34,528 40,000 38,700 3,000 65050 - BLDG MAINTENANCE MATERIAL - - - 102,700 65085 - MINOR EQUIPMENT & TOOLS - - 840 7,600 85 -- 85 of 260 -- 65090 - SAFETY EQUIPMENT 785 833 833 5,833 65095 - OFFICE SUPPLIES 57,168 42,466 34,450 34,866 65125 - OTHER COMMODITIES 14,401 17,850 17,850 17,850 65555 - PERSONAL COMPUTER EQUIPMENT 137,127 284,200 175,000 284,200 65570 - SERVICES LICENSES & SUPPORT FEE (325) - - - 65615 - INFRASTRUCTURE SUPPLIES 53,700 39,073 35,000 39,073 Miscellaneous 2,036 $ 100 $ - $ - $ 62490 - OTHER PROGRAM COSTS - 100 - - 62605 - OTHER CHARGES 1,875 - - - 62770 - MISCELLANEOUS 161 - - - Insurance and Other Chargebacks 146,962 $ 148,835 $ 148,765 $ 119,639 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 106,915 110,744 110,674 119,547 66030 - MEDICAL INSURANCE 38,091 38,091 38,091 92 66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 1,956 - - - Capital Outlay 76 $ 500 $ 250 $ 2,000 $ 65625 - FURNITURE & FIXTURES 76 500 250 2,000 Interfund Transfers 738,596 $ 1,549,269 $ 1,549,269 $ 217,844 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 101,786 106,876 106,876 159,946 62309 - RENTAL OF AUTO REPLACEMENT 27,810 27,810 27,810 57,898 66020 - TRANSFERS TO OTHER FUNDS 609,000 1,414,583 1,414,583 - Grand Total $ 8,382,105 $ 10,371,388 $ 9,735,239 $ 9,634,173 86 -- 86 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Community Development Department The Community Development Department is responsible for the overall administration and execution of all building, planning and zoning activities, as well as managing affordable housing and other related programs funded with federal and local grants targeting lower income residents. The overarching activities of the Community Development Department are strategically aligned with the City Council goals. The department primarily serves external customers including: residents, developers, businesses, contractors, architects and local non-profit agencies. Building and Inspection Services Division The mission of the Building and Inspection Services Division is to promote a sustainable, safe and high- quality environment for the residents, workers and visitors of Evanston. The division is committed to providing quality service in a comprehensive, effective, knowledgeable and friendly manner. The division is responsible for providing the following services: Review and approve building documents for commercial and residential projects. Issue building permits and inspect permitted work for compliance with approved documents. Review and issue business licenses. Oversee review and issuance of elevator permits and semi-annual inspections of conveyance systems within the City. Review and issue sign permits and manage required annual inspection of all signs within the City. Remove graffiti tags from public right of way and private properties. Assist low to moderate-income home owners with financial and technical assistance in the rehabilitation of their homes. Staff the Sign Review and Appeals Board. Housing and Grants Division The Housing and Grants Division engages in a number of strategies to maintain and enhance living conditions for low and moderate-income residents. A number of programs are designed to promote affordable rental and ownership housing as well as other needed services. The division is responsible for providing the following services: Manage grant programs of over $3 million, including Federal Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG), City Affordable Housing Fund and Mental Health Board funds, to address the needs of at-risk and economically disadvantaged residents. Ensure compliance with funding requirements of 40-50 programs and projects annually. Conduct research and develop policies on housing-related issues, work with housing developers to maintain and expand affordable housing to maintain economic and racial diversity, and improve sustainability. Staff the Housing and Community Development Act Committee, Housing and Homelessness Commission and Mental Health Board. Planning and Zoning Division The Planning and Zoning Division is tasked with fostering quality growth and development to make Evanston the most livable city. The division is committed to sustaining the architectural vitality of City neighborhoods by aiding in the restoration, rehabilitation and conservation of historic buildings and 87 -- 87 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Community Development Department districts as well as encouraging new and contemporary developments that complement existing neighborhoods and enhance the economic vitality of the City. The division is responsible for providing the following services: Administration of the Zoning and Historic Preservation Ordinances. Administration and review of special use permits and applications for relief (variations) from the Zoning Ordinance. Coordinate interdepartmental review and land-use entitlement process for large scale developments (Planned Developments). Lead neighborhood area plans and city-wide comprehensive plan efforts to guide future long- term growth and development across the City. Staff Design and Project Review (DAPR) Committee, Historic Preservation Commission, Plan Commission, Zoning Board of Appeals and Zoning Committee of the Plan Commission. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2101 COMMUNITY DEVELOPMENT ADMIN 252,171 341,518 337,114 306,857 2105 PLANNING & ZONING 667,569 653,430 631,892 656,445 2115 HOUSING CODE COMPLIANCE 48 - - - 2120 HOUSING REHABILITATION 148,735 - - - 2121 EECB GRANT RESI WEATHER PROGRAM 849 - - - 2126 BUILDING INSPECTION SERVICES 1,387,855 1,277,741 1,215,253 1,622,162 2128 EMERGENCY SOLUTIONS GRANT 169,959 154,568 74,000 154,568 Grand Total $ 2,627,186 $ 2,427,257 $ 2,258,259 $ 2,740,032 Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2105 PLANNING & ZONING 107,943 72,200 63,000 82,200 2126 BUILDING INSPECTION SERVICES 9,034,644 7,715,684 6,542,400 8,808,152 2128 EMERGENCY SOLUTIONS GRANT 175,757 135,550 135,550 135,550 Grand Total $ 9,318,344 $ 7,923,434 $ 6,740,950 $ 9,025,902 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Community Development Administration 2.25 Planning and Zoning 5.00 Building Inspection Services 14.25 Total Community Development Positions 21.50 88 -- 88 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Community Development Department City Council Goals City Council Goal Department Initiative Economic Development Processed approval of two large-scale Planned Developments: 1620 Central Street and 1571 Maple Ave. Economic Development Administered approval of 13 new (including substitution of existing) special uses for new businesses. Economic Development Implemented adoption of new Zoning Overlay District for Dempster St. and Main St. business districts to assist the Dempster-Chicago-Main Special Service Area (SSA) in attraction of appropriate ground floor uses. Economic Development Processed a text amendment for the Central Street Overlay district to better define allowable permitted and special uses on the ground floors within the Central Street Commercial corridor. City Streets Community Development staff served on Steering Committees for two major CIP projects: Sheridan Road Improvements and Central Street Improvements. City Streets Community Development staff served on Bike Plan TAC and assisted with Divvy project to bring Divvy to Evanston and as well as other Bike Plan infrastructure implementation efforts. City Streets Continued to maintain and improve the physical appearance of our City Streets by addressing graffiti tags on public right of ways in an efficient manner and making the City a more desirable place to live and work. Financial Policies and City Debt Improved customer service by allowing credit card payment in addition to check payment at permit counter eliminating trips to and from Collector’s Office. Financial Policies and City Debt Developed and promoted use of online permit application for submittal and payment. Services for At-Risk Families Rehabbed multiple dwelling units in single- and multi-family properties to maintain safe, sanitary, affordable housing for low and moderate-income residents. Services for At-Risk Families Continued the Tenant Based Rental Assistance (TBRA) program for homeless families with children that provides stable housing while the head(s) of household work to achieve economic independence. Services for At-Risk Families Integrated and streamlined the grant application and management process for Community Development Block Grant and Mental Health Board programs to improve efficiencies for the City, reduced compliance requirements for grantees and achieved stronger outcomes for residents served. 89 -- 89 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Community Development Department 2016 Initiatives Promoting neighborhood revitalization, ensuring a safe built environment and affordable housing will continue to be major priorities of the Community Development Department. Specific actions to achieve these priorities include: Building and Inspection Services Division Continue to increase an online presence by employing use and submittal of online forms; providing electronic payment options; and increased utilization of the Permit and Licensing (PAL) system for digital record management. • Continue to work towards implementation of an electronic document review process for all permit submittals. Request for Proposal (RFP) will be re-issued after assessment of work scope and deliverables to achieve RFP within budget range. • To provide improved customer service by creating a centralized permit center to consolidate issuance of private and public permits. In addition to building, sign, utility and fire permits, the division will also issue right of way, block party and tree permits. • Continue to leverage partnership with Cook County to supplement the City’s graffiti removal services. • Use updated application, guidelines and marketing brochures to provide the housing rehabilitation program to low and moderate-income residents to maintain and improve the quality of Evanston’s housing stock. Housing and Grants Division • Continue to focus on substantial rehab of affordable rental and ownership housing units to maintain safe, sanitary and affordable housing. Projects that correct code violations, address life safety issues, improve accessibility, include energy and water efficient features to reduce operating costs, and increase sustainability will be prioritized. • Continue to manage grant-funded programs and projects to ensure timely completion and compliance with all federal and local requirements, including affordability restrictions for housing units. Planning and Zoning Division Continue working with Economic Development Division to provide timely and early zoning information to new businesses wishing to locate in Evanston. Complete the Survey of Historic Landmark Inventory outside of existing historic districts to improve resident awareness of historic landmarks and enhance historic preservation within the community. Complete zoning ordinance text amendment for parking regulations in TOD areas. Process review and permit approval of several large-scale Projects and Planned Developments currently planned: 1815 Ridge Avenue, 831 Emerson Street, NU Athletic Complex and the 560 Lincoln Street Residence Hall. Continue to review and propose amendments to the Zoning Ordinance to improve approval of private projects and facilitate the type of land uses and development that increase Evanston livability. Community Development will continue to provide staff support and improve processes for the following boards, commissions and committees: Design and Project Review (DAPR) Housing and Community Development Act Committee 90 -- 90 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Community Development Department Housing and Homelessness Commission Mental Health Board Plan Commission o Zoning Committee of the Plan Commission o Comprehensive Plan Committee of the Plan Commission o Rules Committee of the Plan Commission Planning and Development Committee Preservation Commission Sign Review and Appeals Board Zoning Board of Appeals Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Total Building Permits Issued 3,873 3,600 3,600 Total Building Inspections 7,310 6,800 6,800 Total Building Construction Work w/o permits investigated 80 100 102 Housing units rehabilitated (major) 60 72 70 Total Elevator Inspections 1,562 1,572 1,590 Contractor Licenses Issued/Renewed 591 716 720 Sign Variations/Variations Approved 10/8 12/10 12/9 Graffiti tags removed by graffiti technician 1,037 1,512 1,500 Preservation cases 317 304 300 Zoning Analysis Cases 112 180 180 Special Uses 28 19 20 Planned Development/Amendments 6 6 6 NSP2 Housing Units Occupied 17 1 Completed CDBG & MHB Programs/Projects Managed 35 33 45 Affordable Housing Units Financed 153 0 5 Households Provided Tenant-Based Rental Assistance 18 20 20 HOME/Affordable Housing Fund Programs/Projects Managed 5 5 5 Design and Project Review Committee Meetings 39 42 40 Housing and Community Development Act Committee 7 7 7 Housing & Homelessness Commission Meetings 9 11 7 11 Mental Health Board 11 12 11 Plan Commission 15 11 11 Planning and Development Committee 18 17 17 Preservation Commission 12 15 15 Sign Review and Appeals Board Meetings 6 10 8 Zoning Board of Appeals 18 15 15 Zoning Committee of the Plan Commission 5 1 1 91 -- 91 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 2,185,310 $ 2,026,427 $ 1,947,680 $ 2,347,224 $ 61010 - REGULAR PAY 1,553,538 1,464,552 1,382,000 1,749,833 61055 - TEMPORARY EMPLOYEES 7,569 - - - 61110 - OVERTIME PAY 6,078 4,500 2,500 4,500 61210 - LONGEVITY 8,498 - - - 61415 - TERMINATION PAYOUTS 24,681 - 19,100 - 61420 - ANNUAL SICK LEAVE PAYOUT 870 - 600 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 3,201 - 11,000 - 61510 - HEALTH INSURANCE 269,913 267,791 258,750 304,129 61615 - LIFE INSURANCE 636 892 815 9 61625 - AUTO ALLOWANCE 4,470 3,735 3,735 3,735 61626 - CELL PHONE ALLOWANCE 1,259 900 900 3,006 61630 - SHOE ALLOWANCE 1,085 310 930 930 61710 - IMRF 184,226 172,674 162,550 165,539 61725 - SOCIAL SECURITY 96,470 89,765 84,550 93,410 61730 - MEDICARE 22,816 21,308 20,250 22,133 Services and Supplies 177,088 $ 146,839 $ 144,100 $ 146,839 $ 61060 - SEASONAL EMPLOYEES 14,362 17,000 22,000 17,000 62145 - ENGINEERING SERVICES 195 - - - 62150 - CONSTRUCTION ENGINEERING SERVICES 3,673 6,000 1,500 6,000 62185 - CONSULTING SERVICES 12,683 20,000 37,000 20,000 62190 - GRAFFITI REMOVAL SERVICES 18,664 15,000 13,500 15,000 62205 - ADVERTISING 3,997 2,925 1,250 2,925 62210 - PRINTING 1,427 3,000 2,250 3,000 62245 - OTHER EQMT MAINTENANCE - 100 - 100 62275 - POSTAGE CHARGEBACKS 13,229 9,100 9,000 9,100 62285 - COURIER CHARGES 20 - - - 62295 - TRAINING & TRAVEL 7,342 16,000 5,500 16,000 62315 - POSTAGE 788 - - - 62345 - COURT COST/LITIGATION 605 - - - 62360 - MEMBERSHIP DUES 3,791 4,200 3,250 4,200 62380 - COPY MACHINE CHARGES 2,599 2,600 2,000 2,600 62425 - ELEVATOR CONTRACT COSTS 39,310 5,000 5,000 5,000 62464 - PLUMB, ELEC, PLAN REVEIW SERV 30,552 25,000 25,000 25,000 62509 - SERVICE AGREEMENTS/ CONTRACTS 180 - - - 62645 - DIGITAL ARCHIVING 7,688 10,000 5,000 10,000 64540 - TELECOMMUNICATIONS - WIRELESS 3,060 2,789 2,500 2,789 64545 - PERSONAL COMPUTER SOFTWARE 5,830 - - - 65010 - BOOKS, PUBLICATIONS, MAPS 1,613 1,275 1,900 1,275 65020 - CLOTHING - - 1,600 - 65025 - FOOD 394 800 250 800 65040 - JANITORIAL SUPPLIES 77 - - - 65055 - MATER. TO MAINT. IMP. - 350 150 350 65085 - MINOR EQUIPMENT & TOOLS 558 700 700 700 65095 - OFFICE SUPPLIES 4,452 5,000 4,750 5,000 Miscellaneous 77 $ - $ - $ - $ 62490 - OTHER PROGRAM COSTS 77 - - - Insurance and Other Chargebacks 65,578 $ 64,425 $ 64,443 $ 57,459 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 53,882 52,729 52,747 54,653 66030 - MEDICAL INSURANCE 11,696 11,696 11,696 2,806 Capital Outlay 2,239 - - - 65625 - FURNITURE & FIXTURES 2,239 - - - Community Sponsored Organizations 159,322 154,568 74,000 154,568 67010 - COMMUNITY SPONSORED ORGANIZATIONS 48,066 154,568 - 154,568 67110 - CONNECTIONS FOR THE HOMELESS 96,256 - 74,000 - 67111 - YWCA 15,000 - - - Contingencies - 9,462 2,500 8,000 68205 - CONTINGENCIES - 9,462 2,500 8,000 Interfund Transfers 37,572 $ 25,536 $ 25,536 $ 25,942 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 13,626 13,526 13,526 13,932 62309 - RENTAL OF AUTO REPLACEMENT 13,310 12,010 12,010 12,010 66131 - TRANSFER TO GENERAL FUND 10,636 - - - Grand Total $ 2,627,186 $ 2,427,257 $ 2,258,259 $ 2,740,032 92 -- 92 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Police Department The Evanston Police Department is committed to the protection of life and property. With a staff of 165 sworn officers and 62 civilian personnel, the emphasis is on delivering a public service in harmony with the values and expectations of the community. This is accomplished through the three divisions of the Police Department: Field Operations Division, Support Services Division; and Investigative Services Division. Field Operations Division Headed by a Deputy Chief, this division is comprised of three patrol divisions of uniformed officers who respond to calls for service and proactively patrol the community. This Division also includes the Department’s K9 unit, Traffic Division and its Community Strategy Division (Problem-Solving Team and Foot Patrol Unit). Support Services Division Charged with the oversight of the internal workings of the Police Department, the Deputy Chief of this Division oversees the Office of Administration, Records Bureau, the Communications Division (9-1-1 Call Center) and the Support Services Division (Service Desk and 3-1-1 Call Center). Investigative Services Division Responsible for the investigation and follow-up of major crimes and incidents, this unit is comprised of the Juvenile Detective Division as well as the Investigative Services Division. Headed by a Deputy Chief, this unit includes the Neighborhood Enforcement Team (NET) and the department’s TAC unit, which is responsible for a variety of tactical response operations. In addition, Victim Services and Youth Services provide services to the community. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2205 POLICE ADMINISTRATION 682,794 1,284,718 733,712 10,653,831 2210 PATROL OPERATIONS 13,216,395 12,201,549 12,471,966 11,890,727 2215 CRIMINAL INVESTIGATION 2,254,218 2,121,280 2,103,438 2,371,646 2225 SOCIAL SERVICES BUREAU 383,006 562,127 510,919 603,694 2121 EECB GRANT RESI WEATHER PROGRAM 1,070,400 1,093,999 1,141,459 1,129,761 2235 SCHOOL LIAISON 490,538 573,020 551,059 532,429 2240 POLICE RECORDS 707,880 685,359 686,207 696,258 2245 COMMUNICATIONS 1,550,245 1,515,032 1,572,875 1,618,304 2250 SERVICE DESK 1,831,685 1,816,963 1,773,111 1,382,702 2251 311 CENTER 530,210 619,456 522,719 584,138 2255 OFFICE-PROFESSIONAL STANDARDS 385,413 368,331 376,146 378,169 2260 OFFICE OF ADMINISTRATION 357,015 491,097 562,727 598,951 2265 NEIGHBORHOOD ENFORCEMENT TEAM 2,119,026 1,840,918 2,004,050 1,927,769 2270 TRAFFIC BUREAU 1,100,056 985,824 1,016,981 968,938 2275 COMMUNITY STRATEGIC BUREAU 128,045 154,580 147,546 154,430 2280 ANIMAL CONTROL 275,225 290,212 254,321 253,077 2285 PROBLEM SOLVING TEAM 1,189,979 1,216,104 1,322,413 1,555,400 2291 PROPERTY BUREAU - - - 223,309 2295 BUILDING MANAGEMENT - - - 172,745 Grand Total $ 28,272,128 $ 27,820,569 $ 27,751,649 $ 37,696,278 93 -- 93 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Police Department Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2205 POLICE ADMINISTRATION 449,666 414,000 423,350 9,794,940 2210 PATROL OPERATIONS 184 - - - 2225 SOCIAL SERVICES BUREAU 48,454 44,000 - 44,000 2240 POLICE RECORDS 20,960 20,000 22,000 20,000 2260 OFFICE OF ADMINISTRATION - - 20,000 - 2270 TRAFFIC BUREAU 106,289 298,449 132,000 100,000 2280 ANIMAL CONTROL 51,744 8,000 38,000 8,000 Grand Total $ 677,297 $ 784,449 $ 635,350 $ 9,966,940 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Police Administration 3.00 Patrol Operations 98.00 Criminal Investigation 16.00 Social Services Bureau 5.00 Juvenile Bureau 9.00 School Liaison 5.00 Police Records 7.00 Communications 14.00 Service Desk 17.00 Public Information 8.50 Office of Professional Standards 3.00 Office of Administration 2.00 Neighborhood Enforcement Team 15.00 Traffic Bureau 8.00 Community Strategic Bureau 1.00 Animal Control 1.00 Problem Solving Team 10.00 Property Bureau 2.00 Building Management 1.00 Police Department Total 225.50 Ongoing Activity Measures 2014 Actual 2015 Projected 2016 Projected Part I crimes 2,083 2,080 2,085 Part II crimes 9,112 9,115 9,120 Total calls for service 37,403 37,423 37,443 Arrests (felony & misdemeanor) 1,885 1,890 1,900 D.U.I. arrests 97 100 105 Ticket & citation production – Parking 14,681 14,700 14,720 94 -- 94 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Police Department 2016 Initiatives Upgrading the existing Computer Aided Dispatch System (CADS) from Naviline CAD400 to the ONESolution product. Complete the installation of Toughbooks laptops in patrol cars. Initiate public discussion of use of body cameras for Evanston police officers. 95 -- 95 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 25,563,925 $ 25,111,221 $ 25,013,060 $ 26,103,646 $ 61010 - REGULAR PAY 18,660,147 18,966,582 18,501,000 20,052,943 61050 - PERMANENT PART-TIME 28,505 73,062 4,500 138,726 61055 - TEMPORARY EMPLOYEES 8,292 3,000 - 3,000 61062 - SPECIAL EVENT PAY 20,043 184,446 58,000 184,446 61070 - JOB TRAINING AND INTERNSHIPS - 75,000 2,000 90,000 61110 - OVERTIME PAY 233,004 145,900 205,500 145,900 61111 - HIREBACK OT PAY 978,777 179,200 772,200 179,200 61112 - SPECIAL DETAIL OT 408,888 124,130 296,000 124,130 61114 - SNOW OT 3,296 - 49,100 - 61210 - LONGEVITY 158,156 - - - 61415 - TERMINATION PAYOUTS 302,967 275,000 429,023 275,000 61420 - ANNUAL SICK LEAVE PAYOUT 118,402 190,000 118,756 190,000 61425 - ANNUAL HOLIDAY PAYOUT - 204,000 - 204,000 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 168,926 - 93,000 - 61440 - EDUCATION PAY - 200,000 209,900 232,000 61510 - HEALTH INSURANCE 3,319,754 3,231,596 3,101,350 3,018,519 61615 - LIFE INSURANCE 17,499 18,249 16,461 40 61626 - CELL PHONE ALLOWANCE 362 360 360 360 61630 - SHOE ALLOWANCE 775 310 750 465 61635 - UNIFORM ALLOWANCE 183,425 204,000 193,750 198,600 61710 - IMRF 433,440 498,246 430,790 470,180 61725 - SOCIAL SECURITY 235,938 258,845 250,700 320,460 61730 - MEDICARE 283,329 279,295 279,920 275,677 Services and Supplies 664,534 $ 625,928 $ 717,220 $ 753,928 $ 62185 - CONSULTING SERVICES 255 - - - 62210 - PRINTING 2,366 3,000 3,500 3,000 62220 - BINDING 1,570 - - - 62225 - BLDG MAINTENANCE SERVICES 28,497 59,600 46,000 59,600 62240 - AUTOMOTIVE EQMP MAINT 28 - - - 62245 - OTHER EQMT MAINTENANCE 1,679 2,700 - 2,700 62270 - MEDICAL/HOSPITAL SERVICES - 1,000 - 1,000 62272 - OTHER PROFESSIONAL SERVICES 2,299 - 47,900 65,000 62275 - POSTAGE CHARGEBACKS 8,701 6,000 5,000 6,000 62280 - OVERNIGHT MAIL CHARGES 64 - 15 - 62295 - TRAINING & TRAVEL 112,135 77,890 108,230 127,890 62315 - POSTAGE 860 - - - 62335 - DATA PROCESSING SERVICES 134 378 - 378 62341 - INTERNET SOLUTION PROVIDERS 2,060 - - - 62360 - MEMBERSHIP DUES 88,216 116,388 119,500 116,388 62370 - EXPENSE ALLOWANCE 335 5,700 1,300 5,700 62375 - RENTALS 26,048 33,430 27,000 33,430 62380 - COPY MACHINE CHARGES 8,954 8,954 8,900 8,954 62425 - ELEVATOR CONTRACT COSTS 1,999 3,112 4,100 3,112 62451 - TOWING AND BOOTING CONTRACTS 265 - - - 62507 - FIELD TRIPS 293 - - - 62509 - SERVICE AGREEMENTS/ CONTRACTS 630 - 4,500 - 62515 - RENTAL SERVICES 535 - 700 - 62518 - SECURITY ALARM CONTRACTS - - 300 - 62705 - BANK SERVICE CHARGES - 600 - 600 64005 - ELECTRICITY 2,564 - 1,400 - 64015 - NATURAL GAS 21,519 28,000 19,000 15,000 64505 - TELECOMMUNICATIONS 34,827 50,000 30,000 50,000 64540 - TELECOMMUNICATIONS - WIRELESS 40,639 22,000 47,800 22,000 64545 - PERSONAL COMPUTER SOFTWARE 698 - - - 64565 - CABLE - VIDEO 326 - 145 - 65010 - BOOKS, PUBLICATIONS, MAPS 50 520 400 520 65015 - CHEMICALS/ SALT 26,219 35,833 41,800 35,833 65020 - CLOTHING 82,970 40,450 46,780 40,450 65025 - FOOD 6,517 8,050 2,400 8,050 65035 - PETROLEUM PRODUCTS 938 - - - 65040 - JANITORIAL SUPPLIES 15,623 6,600 7,700 6,600 65050 - BLDG MAINTENANCE MATERIAL 176 - 500 - 65070 - OFFICE/OTHER EQT MTN MATL 3,490 - - - 65085 - MINOR EQUIPMENT & TOOLS 24,193 54,790 65,750 54,790 65090 - SAFETY EQUIPMENT 157 - - - 65095 - OFFICE SUPPLIES 36,035 22,300 24,900 22,300 65105 - PHOTO/DRAFTING SUPPLIE 2,490 4,833 1,050 4,833 65125 - OTHER COMMODITIES 70,017 33,800 50,650 59,800 65555 - PERSONAL COMPUTER EQUIPMENT 6,913 - - - 65620 - OFFICE MACH. & EQUIP. 252 - - - Miscellaneous 93,500 $ 111,000 $ 46,600 $ 35,000 $ 96 -- 96 of 260 -- 62490 - OTHER PROGRAM COSTS 5,620 76,000 28,600 - 62605 - OTHER CHARGES 627 - 4,000 - 62770 - MISCELLANEOUS 87,253 35,000 - 35,000 65120 - POLICE DUI EXPENSE - - 14,000 - Insurance and Other Chargebacks 1,067,943 $ 1,071,257 $ 1,071,294 $ 9,884,166 $ 62675 - INTERDEPT TRANSFER PENSIONS - - - 9,437,940 66025 - TRANSFER TO DEBT SERVICE - ERI 100,930 104,544 104,544 108,360 66030 - MEDICAL INSURANCE 966,713 966,713 966,750 337,866 66059 - HEALTH INSURANCE OPT OUT EXPENSE 300 - - - Capital Outlay 11,023 $ - $ 3,050 $ - $ 65625 - FURNITURE & FIXTURES 11,023 - 3,050 - Contingencies 3,121 $ 2,500 $ 2,000 $ 2,500 $ 68205 - CONTINGENCIES 3,121 2,500 2,000 2,500 Interfund Transfers 868,083 $ 898,663 $ 898,425 $ 917,038 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 611,585 642,165 642,417 660,540 62309 - RENTAL OF AUTO REPLACEMENT 256,498 256,498 256,008 256,498 69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - - Grand Total $ 28,272,128 $ 27,820,569 $ 27,751,649 $ 37,696,278 97 -- 97 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Fire Department The Fire Department exists 24 hours of every day to protect life, property, and the environment. The Department provides superior quality fire suppression, emergency medical services, fire prevention, public education, technical rescue, and non-emergency and support services to prevent or minimize situations that affect Evanston residents, businesses, and visitors. The community service is provided through four divisions: Fire Administration and Support, Fire Prevention, Fire Suppression, and Emergency Preparedness. The Fire Administration and Support Division provides direction, policy, leadership, and management for moving the organization toward achieving its mission. The Fire Prevention Division provides plan review, business and mercantile safety assistance, code enforcement, and investigation. The Fire Suppression Division is the community’s standing army. The 101 members assigned to the Suppression Division deliver first response to all emergencies and situations that require prompt attention on a twenty-four hour a day basis. The members of the Suppression Division staff five fire stations, which house five fire engines, two aerial ladder trucks, three ambulances, and a Shift Chief. The Emergency Preparedness Division in cooperation with all City Departments coordinates the disaster preparation, mitigation, and recovery plans and efforts of the City. The Emergency Preparedness Division integrates the City’s plans with the County and State Emergency Preparedness Agencies. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2305 FIRE MGT & SUPPORT 662,424 780,802 659,775 8,165,202 2310 FIRE PREVENTION 575,140 557,415 517,976 562,954 2315 FIRE SUPPRESSION 13,558,952 13,110,352 13,074,123 13,859,384 2320 EMERGENCY PREPAREDNESS 9,634 14,030 13,200 14,202 Grand Total $ 14,806,150 $ 14,462,599 $ 14,265,074 $ 22,601,742 Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 51606 - PENSION PPRT - - - 280,000 52135 - FIRE SUPRESSION/ALARM PERMITS 77,026 90,000 92,000 90,000 52540 - POLICE & FIRE FALSE ALARM FEES 58,507 140,000 100,000 140,000 53655 - FIRE COST RECOVERY CHARGE 2,240 10,000 10,000 10,000 53675 - AMBULANCE SERVICE 1,146,476 1,200,000 1,300,000 1,500,000 53705 - FIRE BUILDING INSPECTIONS 8,750 8,000 9,000 8,000 53715 - ALARM REGISTRATION FEE 130,431 111,000 112,000 111,000 55170 - FIRE DEPT TRAINING 13,069 6,000 10,000 6,000 55265 - FEMA 1,928 17,000 80,000 17,000 56045 - MISCELLANEOUS REVENUE 155 4,000 4,000 4,000 56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 80 - - - 56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 45,834 25,000 35,000 25,000 56157 - CITIZENS CPR CLASS FEES 8,318 6,000 7,000 6,000 Grand Total $ 1,492,813 $ 1,617,000 $ 1,759,000 $ 9,267,865 98 -- 98 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Fire Department Total Full-Time Equivalent Positions Division 2016 Position Total FTE Fire Management & Support 3.00 Fire Prevention 4.00 Fire Suppression 103.00 Fire and Life Safety Services Total 110.00 City Council Goal Performance City Council Goal Department Initiative City Facilities Department will implement a video conferencing system City Facilities CERT members volunteered to assist at City sponsored events Economic Development Department members presented a successful Citizens Fire Academy Services for at-risk families Fire Explorer Program is continuing to be led by Department members 2016 Initiatives The Department will establish a new hiring eligibility list In cooperation with Human Resources, a Fire Apparatus Operator promotional exam will be offered. All Department members will be offered the opportunity to obtain Pediatric Advanced Life Support certification. The Department will continue the implementation of its strategic plan. Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected City fire insurance rating 2 2 2 Hydrants inspected/flow tested 1,310 1,310 1,310 Bureau fire inspections 740 740 750 Construction plans reviewed 279 376 400 Staff hours on cause and origin investigations 90 125 130 Public education presentations 510 500 500 All Fire Dept. incidents, excluding ambulance calls 3,637 3,601 3,590 Ambulance calls 5,980 5,900 6,000 Fire, Carbon Monoxide & Extinguishing Alarm System activations (Included above) 1,808 1,720 1,710 Number of fires (included above) 120 119 125 Number of structure fires (included above) 63 65 60 Average fire alarm response time 3:40 3:30 3:30 Average ambulance response time 3:43 3:40 3:40 Training hours/firefighter 240 240 240 Number of paramedics 97 100 100 99 -- 99 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 13,047,526 $ 12,662,377 $ 12,514,283 $ 12,969,246 $ 61010 - REGULAR PAY 10,003,626 10,226,083 9,953,881 10,533,254 61110 - OVERTIME PAY 258,665 128,000 188,000 128,000 61111 - HIREBACK OT PAY 281,336 250,000 250,000 250,000 61113 - TRAINING OT 38,528 33,000 40,000 33,000 61210 - LONGEVITY 73,771 - - - 61415 - TERMINATION PAYOUTS 132,569 50,000 60,000 50,000 61420 - ANNUAL SICK LEAVE PAYOUT 93,499 50,000 101,559 50,000 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 7,901 - - - 61440 - EDUCATION PAY 86,045 7,432 - - 61510 - HEALTH INSURANCE 1,895,090 1,740,387 1,742,274 1,740,365 61615 - LIFE INSURANCE 4,228 4,353 4,081 102 61626 - CELL PHONE ALLOWANCE 921 1,200 1,200 1,200 61635 - UNIFORM ALLOWANCE - 1,000 1,000 - 61710 - IMRF 22,280 23,057 22,908 15,606 61725 - SOCIAL SECURITY 11,307 12,126 12,840 22,466 61730 - MEDICARE 137,759 135,739 136,540 145,253 Services and Supplies 428,278 $ 433,023 $ 413,375 $ 428,023 $ 62210 - PRINTING 4,619 4,000 4,000 4,000 62235 - OFFICE EQUIPMENT MAINT 1,266 1,100 1,100 1,100 62245 - OTHER EQMT MAINTENANCE 3,829 5,100 4,000 5,100 62250 - COMPUTER EQUIPMENT MAINT 2,756 8,100 5,000 8,100 62270 - MEDICAL/HOSPITAL SERVICES 40,950 50,400 40,000 50,400 62275 - POSTAGE CHARGEBACKS 668 3,000 3,000 3,000 62295 - TRAINING & TRAVEL 84,806 72,400 72,400 72,400 62315 - POSTAGE 464 500 500 500 62335 - DATA PROCESSING SERVICES - 3,200 3,200 3,200 62355 - LAUNDRY/OTHER CLEANING 140 1,000 1,000 1,000 62360 - MEMBERSHIP DUES 42,921 47,200 47,300 47,200 62380 - COPY MACHINE CHARGES 1,223 1,223 1,223 1,223 62430 - CUSTODIAL CONTRACT SERVICES 5,636 2,000 7,000 2,000 62509 - SERVICE AGREEMENTS/ CONTRACTS 5,696 5,100 5,752 5,100 62518 - SECURITY ALARM CONTRACTS 5,139 6,400 6,400 6,400 62625 - LIFE INSURANCE 1,220 - - - 64015 - NATURAL GAS 58,620 75,000 60,000 70,000 64540 - TELECOMMUNICATIONS - WIRELESS 12,045 12,000 12,000 12,000 65005 - AGRI/BOTANICAL SUPPLIES 141 300 300 300 65010 - BOOKS, PUBLICATIONS, MAPS 204 2,400 2,100 2,400 65015 - CHEMICALS/ SALT 6,049 6,000 6,000 6,000 65020 - CLOTHING 96,278 70,000 70,500 70,000 65040 - JANITORIAL SUPPLIES 10,627 11,000 10,000 11,000 65045 - LICENSING/REGULATORY SUPP 42 - - - 65050 - BLDG MAINTENANCE MATERIAL 10,987 6,000 6,000 6,000 65070 - OFFICE/OTHER EQT MTN MATL 3,055 4,000 4,000 4,000 65075 - MEDICAL & LAB SUPPLIES 6,641 7,000 9,000 7,000 65085 - MINOR EQUIPMENT & TOOLS 4,464 4,500 4,500 4,500 65090 - SAFETY EQUIPMENT 1,759 2,000 1,600 2,000 65095 - OFFICE SUPPLIES 6,184 7,400 10,800 7,400 65105 - PHOTO/DRAFTING SUPPLIE 1,891 1,700 1,700 1,700 65125 - OTHER COMMODITIES 7,956 12,100 12,100 12,100 65620 - OFFICE MACH. & EQUIP. - 900 900 900 Miscellaneous 85,026 $ 87,400 $ 117,530 $ 128,894 $ 62521 - MEDICAL EQ MAINT AGREEMENTS 21,813 31,400 31,400 31,400 62522 - SCBA EQ MAINT AGREEMENTS 5,798 5,000 5,000 5,000 62523 - EXTRICATION EQ MAINT AGREEMNTS 3,043 3,000 3,000 3,000 62605 - OTHER CHARGES 3,273 8,000 8,000 8,000 62770 - MISCELLANEOUS 30,244 - 30,000 - 65141 - FITNESS INCENTIVE 20,855 40,000 40,130 81,494 Insurance and Other Chargebacks 421,547 $ 421,741 $ 421,858 $ 8,159,024 $ 62675 - INTERDEPT TRANSFER PENSIONS - - - 7,393,865 66025 - TRANSFER TO DEBT SERVICE - ERI 5,414 5,608 5,608 5,813 66030 - MEDICAL INSURANCE 416,133 416,133 416,250 802,346 Capital Outlay 60,312 $ 70,000 $ 10,000 $ 70,000 $ 65625 - FURNITURE & FIXTURES 60,312 70,000 10,000 70,000 Interfund Transfers 763,461 $ 788,058 $ 788,028 $ 803,555 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 491,961 516,558 516,828 532,055 62309 - RENTAL OF AUTO REPLACEMENT 271,500 271,500 271,200 271,500 69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - - Grand Total $ 14,806,150 $ 14,462,599 $ 14,265,074 $ 22,601,742 100 -- 100 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Health and Human Services Department The Health and Human Services Department was created to protect, preserve, and promote wellness for people who live, work, and play in Evanston through creative and sustainable partnerships. The Department is a leader in improving the health and well-being of the Evanston community. The Health and Human Services Department’s deliverables are based on the idea that health is influenced by more than just individual choices. One’s physical and psychosocial environment, culture, and government all play a role in influencing and determining overall health. Healthy outcomes are integrated in a comprehensive approach to bring health, well-being, and equity considerations into the development and implementation of policies, programs, and services of traditionally non-health related government systems or agencies. Today most people consider good health and healthy living as activities that are consciously chosen, or something that only those who are already fit can fully achieve. But imagine a culture that empowers everyone to live the healthiest lives that they can, even when they are dealing with chronic illness or other constraints. Imagine a health care system that couples treatment with care, and considers the life needs of patients, families, and caregivers, inside and outside a medical clinic. Through the Department’s food, environmental, property maintenance, emergency preparedness and communicable disease monitoring activities as well as through the addition of General Assistance and Emergency Assistance programs, the Health and Human Services Department is an active force in supporting the health and well-being of Evanston’s residents. The Health and Human Services Department is responsible for operating programs that prevent infectious and chronic diseases, promote food safety, and assure quality health care. The Department is focused on eliminating the significant disparities in health between different racial and cultural groups, giving families a healthy start in life, and adopting health reforms that focus on prevention and primary care as well as a better integration of medical care, public health and other needed services. We partner with our community stakeholders to build a culture of health, enabling all in our diverse society to lead healthier lives now and for generations to come. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2407 HEALTH SERVICES ADMIN 329,791 336,613 334,369 322,119 2435 FOOD AND ENVIRONMENTAL HEALTH 1,561,327 1,655,438 1,687,762 1,619,786 2440 VITAL RECORDS 168,079 97,929 99,271 99,194 2455 COMMUNITY HEALTH 250,704 493,232 289,961 381,108 2460 COMMUNITY PURCHASED SERVICES 718,253 1,075,490 1,034,480 1,034,490 2499 GENERAL ASSISTANCE 2,021 - 74,900 87,529 Grand Total $ 3,030,175 $ 3,658,702 $ 3,520,743 $ 3,544,226 101 -- 101 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Health and Human Services Department Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 52016 - BED & BREAKFAST LICENSE 75 75 75 75 52017 - COLLECTION BOX LICENSE 2,444 2,500 2,500 2,500 52035 - ROOMING HOUSE LICENSES 156,918 200,000 200,000 200,000 52046 - RENTAL BUILDING REGISTRATIONS 123,288 75,000 75,000 100,000 52050 - OTHER LICENSES 21,017 20,000 20,000 20,000 52055 - LONG TERM CARE LICENSES 88,740 98,400 98,400 98,400 52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 10,650 7,500 12,000 19,500 52062 - MOBILE FOOD VEHICLE VENDOR LICENSE - 1,000 1,000 1,000 52063 - HEN COOP LICENSE 878 800 800 800 52070 - RESIDENT CARE HOME LICENSE 820 600 600 600 52085 - PLAN REVIEW 6,962 5,000 7,000 5,000 52127 - PROPERTY CLEAN UP REVENUE - - 3,595 - 52555 - HOUSING CODE VIOL FINES 71,878 60,000 60,000 60,000 53010 - BIRTH AND DEATH RECORDS 12,640 - - - 53030 - HEALTH SVC CHARGE OTHER AGENCIES 109 - - - 53050 - SANITATION CLASSES 640 - - - 53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 102,411 185,000 195,000 190,000 53185 - TEMPORARY FOOD LICENSE 9,880 7,500 7,500 7,500 53190 - FOOD DELIVERY VEHICLE 1,434 5,500 5,500 5,500 53200 - BEV SNACK VENDING MACHINE 12,924 28,000 33,013 28,000 53210 - TOBACCO LICENSE 7,925 19,000 19,000 19,000 53211 - BEEKEEPER LICENSE FEE 148 - - - 53215 - BIRTH CERTIFICATE 62,559 56,000 95,000 75,000 53220 - DEATH CERTIFICATE 27,550 56,000 27,000 36,000 53230 - FUNERAL DIRECTOR LICENSE 2,979 6,000 8,000 6,000 53235 - TEMP FUNERAL DIRECTOR LICENSE 4,628 4,200 4,200 4,200 53725 - BACKGR CHKS DAYCARE PROV 438 400 400 400 55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 76,000 76,000 55075 - SUMMER FOOD INSPECTIONS 1,000 400 400 400 55085 - IL TOBACCO FREE COMMUNITY 19,694 31,027 31,000 31,027 55086 - IL HIV SURVEILLANCE GRANT 1,228 4,000 5,000 4,000 55130 - IL STATE CHILDHOOD LEAD GRANT 2,250 1,000 1,870 1,000 55146 - STATE, COUNTY AND OTHER GRANTS 36,690 11,000 11,000 11,000 55150 - TANNING PARLOUR INSPECTION 200 300 300 300 55173 - CRI GRANT-REVENUE HHS 47,707 44,000 44,000 44,000 55174 - PHEP GRANT-REVENUE HHS 63,120 62,000 62,000 62,000 55231 - LEAD PAINT HAZARD GRANT 20,000 100,000 100,000 100,000 55251 - GRANTS AND AID 7,995 8,000 8,000 8,000 55256 - IL VACANT PROPERTY GRANT 2,530 71,000 71,000 71,000 56002 - WOMEN OUT WALKING 4,143 5,000 5,000 5,000 56045 - MISCELLANEOUS REVENUE 2,950 - 13,700 - 56048 - TEEN BABY NURSERY PROGRAM 20,500 41,000 - - Grand Total $ 1,036,122 $ 1,293,202 $ 1,304,853 $ 1,293,202 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Health Services Administration 2.00 Food and Environmental Health 14.10 Vital Records 1.00 Community Health 4.00 Health and Human Services Total 21.10 102 -- 102 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Health and Human Services Department Council Goal Performance City Council Goal Department Initiative Services for At-Risk Families The Department integrated the General Assistance and Emergency Assistance programs, which were formerly housed in the Township of Evanston, into the Health and Human Services Department. Services for At-Risk Families The Department facilitated Dental Access Days, which provides adult dental services to 160 adults over a two-day period Services for At-Risk Families The Department continues to strengthen outreach to HIV-positive individuals to help connect them with needed medical care Services for At-Risk Families The Health and Human Services Department is an active partner in the Safe and Healthy Homes Committee, a cross-departmental effort, which addresses emergency housing needs Services for At-Risk Families The Department hosted the Mobilizing For Action through Planning and Partnerships (MAPP). This is a community-wide strategic planning process for improving public health. Services for At-Risk Families The Department established “Job Club” to assist residents in seeking and ascertaining employment. Services for At-Risk Families The Department provides human services to at risk residents assisting in creating stability in housing, finances and navigating complex systems. 2016 Initiatives Technology Create electronic application for General and Emergency assistance inclusive of checklist of requirements Establish a Universal Tracking system for all At-risk Groups Establish 211 for Rodent Tracking and Abatement Services for At-Risk Families Host a Job Fair for General Assistance clients Establish Hoarding Taskforce Partnerships Re-Engage Erie Family Health Center NorthShore University Health Systems “Rethink Your Drink” Public Health Campaign District 202 “Get Yourself Tested” District 65 Passive Surveillance School Absenteeism program Establish relationship with Parochial and Home School Network Host 1st Inaugural Men’s Health Fair Complete EPLAN: Creating a Healthier Evanston 103 -- 103 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Health and Human Services Department Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Number of licensed food establishments 430 448 455 Number of foodborne illness investigations performed 40 30 30 Total number of food inspections performed 1,605 1603 1600 Temporary food inspections performed 250 273 275 Food complaints evaluated / inspected 64 55 60 Food establishment plans reviewed 25 18 20 Rat and Rodent complaints investigated 450 1180 1200 Number of Communicable Disease Investigations 600 622 650 American Smoke-Out participants 400 550 600 Tobacco Education and Outreach 82 700 700 Environmental Scans of Tobacco Retailers 39 37 37 Grants administered 15 16 16 Dwelling Units Inspected 3,200 3315 3300 Occupants Affected by Rooming House Inspections 6,845 6900 6900 Get Yourself Tested Participants at ETHS 50 35 40 Number of Women Out Walking Participants 400 487 450 Vacant Building Determinations 69 65 65 104 -- 104 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 2,052,148 $ 2,148,759 $ 2,070,447 $ 2,075,202 $ 61010 - REGULAR PAY 1,467,047 1,578,176 1,494,844 1,471,958 61050 - PERMANENT PART-TIME 13,698 - 5,500 - 61055 - TEMPORARY EMPLOYEES 576 - 665 - 61110 - OVERTIME PAY 14,269 13,506 13,952 13,506 61210 - LONGEVITY 4,873 - - - 61415 - TERMINATION PAYOUTS 1,818 - 1,898 - 61420 - ANNUAL SICK LEAVE PAYOUT 2,466 - 545 - 61510 - HEALTH INSURANCE 261,533 267,723 277,723 312,496 61615 - LIFE INSURANCE 676 864 864 21 61625 - AUTO ALLOWANCE 5,011 4,980 4,980 4,980 61626 - CELL PHONE ALLOWANCE 1,435 1,440 2,984 3,144 61630 - SHOE ALLOWANCE 1,320 1,240 1,085 1,085 61710 - IMRF 167,741 171,416 160,188 155,435 61725 - SOCIAL SECURITY 88,584 88,225 83,610 90,793 61730 - MEDICARE 21,100 21,189 21,609 21,784 Services and Supplies 180,636 $ 217,019 $ 161,266 $ 236,594 $ 61060 - SEASONAL EMPLOYEES 205 - 4,000 19,575 62185 - CONSULTING SERVICES - 54,333 - 54,333 62205 - ADVERTISING - 400 400 400 62210 - PRINTING 8,189 5,965 5,965 5,965 62235 - OFFICE EQUIPMENT MAINT - 150 150 150 62275 - POSTAGE CHARGEBACKS 6,763 5,000 5,000 5,000 62295 - TRAINING & TRAVEL 4,021 6,981 7,033 6,981 62315 - POSTAGE 464 - - - 62345 - COURT COST/LITIGATION 1,408 3,990 2,500 3,990 62360 - MEMBERSHIP DUES 3,995 5,400 5,400 5,400 62371 - WOMEN OUT WALKING EXPENSE 5,098 5,000 5,000 5,000 62380 - COPY MACHINE CHARGES 2,049 2,049 2,049 2,049 62466 - HHS PROGRAM SERVICES 231 - - - 62645 - DIGITAL ARCHIVING - 2,500 - 2,500 64540 - TELECOMMUNICATIONS - WIRELESS 4,074 4,851 4,100 4,851 64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT 61 - - - 65010 - BOOKS, PUBLICATIONS, MAPS 44 950 950 950 65020 - CLOTHING - - 2,014 - 65025 - FOOD 1,517 650 799 650 65045 - LICENSING/REGULATORY SUPP 599 1,000 1,000 1,000 65075 - MEDICAL & LAB SUPPLIES 351 417 417 417 65085 - MINOR EQUIPMENT & TOOLS 424 1,200 1,200 1,200 65090 - SAFETY EQUIPMENT - 750 750 750 65095 - OFFICE SUPPLIES 6,367 12,233 10,339 12,233 65125 - OTHER COMMODITIES 175 200 200 200 65127 - LEADPAINT HAZARD GRANT EXPENSE 12,060 100,000 100,000 100,000 65620 - OFFICE MACH. & EQUIP. - 3,000 2,000 3,000 67015 - PEER SERVICES 75,646 - - - 67065 - HOUSING OPTIONS 46,897 - - - Miscellaneous 178,350 $ 189,618 $ 226,734 $ 189,618 $ 62468 - IL TOBACCO FREE COMM EXP 3,811 7,300 2,800 7,300 62469 - IL VACANT PROPERTY EXP 4,886 - 26,000 - 62471 - VECTOR SURVEILLANCE EXP 8,343 20,500 10,000 20,500 62472 - BEACH WATER TESTING EXP 5,446 10,000 8,000 10,000 62473 - ENVIRONMENTAL HEATH EXP - - 161 - 62474 - HEALTH PROTECTION EXP 20,395 11,681 20,500 11,681 62476 - CRI GRANT -EXPENSE (HHS) 8,752 5,500 12,000 5,500 62477 - PHEP GRANT-EXPENSE 10,381 17,500 17,500 17,500 62490 - OTHER PROGRAM COSTS 108,502 103,137 106,129 103,137 62493 - PROPERTY CLEAN UP EXPENSE - - 9,500 - 62605 - OTHER CHARGES 7,064 14,000 14,100 14,000 62646 - IL HIV SURVEILLANCE 770 - 44 - Insurance and Other Chargebacks 62,873 $ 66,788 $ 66,788 $ 46,542 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 35,183 39,098 39,098 40,623 66030 - MEDICAL INSURANCE 27,690 27,690 27,690 5,919 Capital Outlay 4,080 $ - $ - $ - $ 62910 - CHILDCARE CENTER 4,080 - - - Community Sponsored Organizations 518,297 $ 811,461 $ 770,451 $ 770,461 $ 62940 - LEGAL ASSIST FOUNDATION 3,185 - - - 62953 - Teen Baby Nursery - 41,000 - - 62980 - NORTH SHORE SENIOR CENTER 7,960 - - - 63067 - CHILDCARE NETWORK EVANSTON 26,030 - - - 63068 - HOUSING OPTIONS 11,940 - - - 63069 - JAMES MORAN CENTER 7,960 - - - 67005 - COMMUNITY SPONS ORG (PRCH SVC) - 770,461 770,451 770,461 105 -- 105 of 260 -- 67010 - COMMUNITY SPONSORED ORGANIZATIONS 102,474 - - - 67030 - FAMILY FOCUS 28,403 - - - 67040 - LEGAL ASST FOUNDATION METRO CHGO 11,652 - - - 67045 - YOU 76,125 - - - 67050 - COMMUNITY DEFENDER OFFICE 24,627 - - - 67070 - SHORE COMMUNITY SERVICES 24,776 - - - 67085 - EVANSTON NORTH SHORE YWCA 4,842 - - - 67090 - Child Care Center Of Evanston 15,257 - - - 67110 - CONNECTIONS FOR THE HOMELESS 21,471 - - - 67125 - INFANT WELFARE SOCIETY 59,402 - - - 67140 - NORTH SHORE SENIOR SERVIC 30,877 - - - 67145 - METROPOLITAN FAMILY SERV 50,467 - - - 67146 - NORTHWEST CASA 10,852 - - - Interfund Transfers 33,792 $ 225,057 $ 225,057 $ 225,809 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 23,881 25,075 25,075 25,827 62309 - RENTAL OF AUTO REPLACEMENT 9,286 9,286 9,286 9,286 62540 - MAINTENANCE OFFICE EQUIP CHARGEBACKS 625 - - - 66020 - TRANSFERS TO OTHER FUNDS - 190,696 190,696 190,696 Grand Total $ 3,030,175 $ 3,658,702 $ 3,520,743 $ 3,544,226 106 -- 106 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Department The Public Works Department’s final operational year is 2015. As part of the City’s comprehensive evaluation of public works and utilities functions, a new Public Works Agency was created, effective January 1, 2016. This new Agency will combine functions across what were previously two departments and four funds (General, Solid Waste, Sewer, Water). The new Agency will aim to provide more efficient services to the community as Evanston continues to work to expand water sales across the region. Financial Summary Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2605 DIRECTOR OF PUBLIC WORKS 514,272 513,324 525,129 - 2610 MUNICIPAL SERVICE CENTER 341,039 392,246 358,397 - 2620 E.D.O.T. ADMINISTRATION 646,462 683,589 670,601 - 2625 ENGINEERING 671,191 792,323 613,232 - 2630 TRAFFIC ENGINEERING 309,671 200,669 199,556 - 2640 TRAF. SIG. & ST. LIGHT. MAINT 982,312 905,431 854,285 - 2650 PARKS AND FORESTRY ADMIN 541,357 610,745 513,517 - 2655 PARKS & FORESTRY MAINT. & OPER. 4,208,127 4,342,557 4,301,155 - 2665 STREETS AND SANITATION ADMINIS 2,150,652 2,319,895 2,267,844 - 2670 STREET AND ALLEY MAINTENANCE 3,325,568 3,003,310 3,023,781 - 2675 STREET CLEANING 776,923 900,789 783,390 - 2677 FACILITIES 2,255,458 2,183,002 2,395,141 - 2680 SNOW AND ICE CONTROL 1,731,498 1,201,075 1,453,200 - Grand Total $ 18,454,528 $ 18,048,955 $ 17,959,228 $ - Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2605 DIRECTOR OF PUBLIC WORKS 55,587 50,000 67,000 - 2630 TRAFFIC ENGINEERING 487,489 490,300 462,000 - 2640 TRAF. SIG. & ST. LIGHT. MAINT 10,797 48,000 - - 2650 PARKS AND FORESTRY ADMIN 13,285 40,000 35,000 - 2655 PARKS & FORESTRY MAINT. & OPER. 56,404 56,500 51,000 - 2670 STREET AND ALLEY MAINTENANCE 16,054 12,000 20,500 - 2677 FACILITIES 43,666 51,543 63,000 - 2680 SNOW AND ICE CONTROL 52,269 75,000 75,000 - Grand Total $ 735,550 $ 823,343 $ 773,500 $ - City Council Goal Performance City Council Goal Department Initiative City Facilities Continue to work with the Sustainability Coordinator to reduce energy consumption in all City-owned building throughout the fiscal year through lighting upgrades as well as temperature control efficiencies City Facilities Improve energy management techniques with the use of Building Automation Systems to reduce energy consumption throughout the year in City-owned buildings. City Facilities Civic Center Security Improvements City Facilities Fountain Square Design City Streets Citywide Sidewalk Replacement City Streets Citywide Traffic Calming City Streets Emerson-Ridge-Green Bay Improvements City Streets MFT Street Resurfacing 107 -- 107 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Department City Streets Pedestrian Safety, Pavement Marking, Streetlight City Streets Water Main Replacements Ongoing Activity Measures 2015 Actual 2015 Estimated In-house design of CIP infrastructure projects 14 15 Miles of streets resurfaced – primary routes 1.0 miles 2.1 mile Miles of streets resurfaced – residential streets 4 miles 4 miles Number of civil engineering private development plan reviews 170 180 Number of Right-of-Way permits issued 1200 1250 Miles of streets plowed/season 2,800 1,800 Miles of streets salted/season 1,450 900 Tons of salt used/season 7,000 5,500 Mowing rotation in days 5 Days 4.5 Days Parkway trees trimmed by City crews 1,150 1,100 Total number of parkway elm removed due to DED 36 21 Percentage of parkway elms actually removed 1.11% .92% Total number of other trees removed 496 512 Total number of new park and parkway trees planted 443 490 Elm trees covered under private insurance program 380 321 Percentage of trees that are removed by the City and replaced within one year (data source: Division tracking) 12% 9% Deliveries 1,800 1,800 Civic Center repair costs/sq. ft. $2.15 $2.50 Meeting scheduled 1,850 2,000 Room set-ups 1,100 1,100 Staff-hours tracked to work order 19,000 22,000 Work orders completed 280 850 108 -- 108 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 11,673,965 $ 11,523,514 $ 11,015,153 $ - $ 61010 - REGULAR PAY 7,056,556 7,516,352 7,125,700 - 61050 - PERMANENT PART-TIME 74,818 122,001 42,000 - 61055 - TEMPORARY EMPLOYEES 19,966 - - - 61110 - OVERTIME PAY 1,193,952 505,200 450,250 - 61114 - SNOW OT 18,300 393,500 339,200 - 61210 - LONGEVITY 71,042 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 12,709 1,000 - - 61415 - TERMINATION PAYOUTS 64,307 - 119,900 - 61420 - ANNUAL SICK LEAVE PAYOUT 20,575 - 21,700 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 14,818 - 6,800 - 61510 - HEALTH INSURANCE 1,511,164 1,441,945 1,406,800 - 61615 - LIFE INSURANCE 3,749 3,850 3,245 - 61625 - AUTO ALLOWANCE 14,811 14,676 14,100 - 61626 - CELL PHONE ALLOWANCE 4,912 5,916 5,440 - 61630 - SHOE ALLOWANCE 15,411 13,100 13,118 - 61710 - IMRF 952,990 903,864 870,500 - 61725 - SOCIAL SECURITY 503,089 478,746 478,300 - 61730 - MEDICARE 120,794 123,365 118,100 - Services and Supplies 2,956,482 $ 2,643,925 $ 3,071,153 $ - $ 61060 - SEASONAL EMPLOYEES 136,310 136,067 138,000 - 62195 - LANDSCAPE MAINTENANCE SERVICES 58,941 120,000 120,000 - 62199 - PARK MNTNCE & FURNITURE RPLCMN 34,172 20,000 25,000 - 62205 - ADVERTISING - 700 - - 62210 - PRINTING 23,195 28,750 22,250 - 62225 - BLDG MAINTENANCE SERVICES 71,754 102,516 102,000 - 62235 - OFFICE EQUIPMENT MAINT 2,349 4,183 1,000 - 62245 - OTHER EQMT MAINTENANCE 19,841 30,918 35,600 - 62275 - POSTAGE CHARGEBACKS 3,556 2,950 2,200 - 62280 - OVERNIGHT MAIL CHARGES 74 250 - - 62295 - TRAINING & TRAVEL 30,658 28,100 25,450 - 62315 - POSTAGE 93 - - - 62335 - DATA PROCESSING SERVICES - 2,000 - - 62360 - MEMBERSHIP DUES 5,413 7,460 5,450 - 62375 - RENTALS 100,509 52,810 49,000 - 62376 - 2603 SHERIDAN RD RENTALS EXPENSE - 2,000 - - 62380 - COPY MACHINE CHARGES 2,539 2,539 2,150 - 62385 - TREE SERVICES 49,344 26,000 26,000 - 62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 49,063 65,000 79,500 - 62425 - ELEVATOR CONTRACT COSTS 4,165 4,165 4,165 - 62430 - CUSTODIAL CONTRACT SERVICES 13,056 20,000 20,000 - 62440 - OVERHEAD DOOR CONTRACT COSTS 16,460 10,000 9,000 - 62446 - ROOF REPAIR CONTRACTUAL SVCS - 20,000 18,000 - 62451 - TOWING AND BOOTING CONTRACTS 50,160 60,000 60,000 - 62496 - DED INOCULATION 41,072 36,000 36,000 - 62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - 250,000 250,000 - 62499 - LEGAL 151 - - - 62509 - SERVICE AGREEMENTS/ CONTRACTS 208,235 169,345 179,500 - 62518 - SECURITY ALARM CONTRACTS 5,225 2,500 2,000 - 64005 - ELECTRICITY 18,545 29,400 20,000 - 64006 - LIGHTING 293,991 240,000 200,000 - 64007 - TRAFFIC LIGHT ELECTRICITY 96,002 90,000 75,000 - 64008 - FESTIVAL LIGHTING 4,704 5,000 5,000 - 64015 - NATURAL GAS 74,334 80,000 85,000 - 64540 - TELECOMMUNICATIONS - WIRELESS 39,219 40,475 38,995 - 64545 - PERSONAL COMPUTER SOFTWARE 6,235 2,000 1,000 - 65005 - AGRI/BOTANICAL SUPPLIES 132,107 117,000 115,000 - 65010 - BOOKS, PUBLICATIONS, MAPS 972 1,683 1,533 - 65015 - CHEMICALS/ SALT 600,736 362,500 681,500 - 65020 - CLOTHING 43,009 80,998 75,500 - 65025 - FOOD - 350 - - 65040 - JANITORIAL SUPPLIES 23,131 10,000 15,000 - 65050 - BLDG MAINTENANCE MATERIAL 339,525 104,650 217,625 - 65055 - MATER. TO MAINT. IMP. 154,797 146,250 180,575 - 65070 - OFFICE/OTHER EQT MTN MATL 58,130 38,500 56,100 - 65075 - MEDICAL & LAB SUPPLIES 319 500 - - 65085 - MINOR EQUIPMENT & TOOLS 60,611 30,650 26,050 - 65090 - SAFETY EQUIPMENT 31,093 12,350 13,900 - 65095 - OFFICE SUPPLIES 7,044 5,916 7,700 - 65105 - PHOTO/DRAFTING SUPPLIE (2,550) 950 1,200 - 65115 - TRAFFIC CONTROL SUPPLI 45,896 40,000 42,110 - 65125 - OTHER COMMODITIES 118 - 100 - 109 -- 109 of 260 -- 65155 - MINOR EQUIPMENT AND TOOLS 2,180 - - - 65620 - OFFICE MACH. & EQUIP. - 500 - - Miscellaneous 1,055,967 $ 1,055,967 $ 1,055,967 $ - $ 66147 - TRSF OUT TO SOLID WASTE FUND - PROP TAX 1,055,967 1,055,967 1,055,967 - Insurance and Other Chargebacks 897,915 $ 905,724 $ 904,735 $ - $ 66025 - TRANSFER TO DEBT SERVICE - ERI 218,026 225,835 225,835 - 66030 - MEDICAL INSURANCE 679,889 679,889 678,900 - Capital Outlay 105,609 $ 95,100 $ 78,500 $ - $ 65510 - BUILDINGS 14 - - - 65515 - OTHER IMPROVEMENTS 8,847 5,000 4,000 - 65550 - AUTOMOTIVE EQUIPMENT 39,080 39,100 39,000 - 65625 - FURNITURE & FIXTURES 57,669 51,000 35,500 - Contingencies (810) $ 1,005 $ - $ - $ 68205 - CONTINGENCIES (810) 1,005 - - Interfund Transfers 1,765,399 $ 1,823,720 $ 1,833,720 $ - $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 1,165,293 1,223,614 1,223,614 - 62309 - RENTAL OF AUTO REPLACEMENT 600,106 600,106 610,106 - Grand Total $ 18,454,528 $ 18,048,955 $ 17,959,228 $ - 110 -- 110 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department The Parks, Recreation and Community Services Department provides a wide range of services that improve the quality of life of those who live, work or play in Evanston. The department supports the following: Parks, Recreation Over 70 parks sites, three recreation centers, sports, after school and preschool programs, camps, recreation programs, special recreation programs for people with special needs, six beaches/boat ramps. Community Services Opportunities for youth and young adults through strengthening existing youth services, establishing a network of service partnerships, creating marketable job training and placement and increasing opportunities for social and recreational outlets for disengaged youth. Senior Services: Operate the Levy Senior Center, as well as providing various programs and services for the growing senior population. Cultural Arts Ethnic Arts and Lakeshore Arts Festival, camps, arts programs, free Starlight Concert Series and Starlight Movie Series, and Noyes Theater. Ecology Natural history and environmental programs, camps, community gardens, fishing and canoeing instruction. Special Events Coordination of Citywide Special Events (sponsored by the City and other groups). 111 -- 111 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 3005 REC. MGMT. & GENERAL SUPPORT 27,775 25,000 25,000 25,000 3010 REC. BUSINESS & FISCAL MGMT 188,527 - - - 3020 REC GENERAL SUPPORT 128,567 78,000 109,000 96,500 3030 CROWN COMMUNITY CENTER 305,237 313,460 427,500 313,460 3035 CHANDLER COMMUNITY CENTER 694,474 711,400 850,500 711,400 3040 FLEETWOOD JOURDAIN COM CT 221,717 286,300 294,000 286,300 3045 FLEETWOOD/JOURDAIN THEATR 25,312 50,900 32,000 50,900 3050 RECREATION OUTREACH PROGRAM 151,361 98,700 125,000 98,700 3055 LEVY CENTER SENIOR SERVICES 689,329 667,280 591,000 659,280 3065 BOAT RAMP-CHURCH ST 93,119 104,265 100,000 104,265 3075 BOAT STORAGE FACILITIES 99,352 119,475 120,000 119,475 3080 BEACHES 720,809 716,655 744,000 716,655 3081 POOCH PARK 23,878 19,500 15,000 19,500 3095 CROWN ICE RINK 1,089,262 1,075,610 1,100,000 1,075,610 3100 SPORTS LEAGUES 51,489 87,580 89,300 87,580 3105 AQUATIC CAMP 231,105 240,375 240,000 240,375 3110 TENNIS 112,152 - 65,000 - 3115 SCHOOL-BASED YOUTH SPORTS 8 - 40 - 3130 SPECIAL RECREATION 77,074 86,921 90,000 86,921 3135 SUMMER PLAYGROUNDS 400 - - - 3140 BUS PROGRAM 15 - - - 3155 GOLF 24,068 - - - 3215 YOUTH ENGAGEMENT DIVISION 34,405 40,000 75,000 40,000 3505 PARKS & FORESTRY GENERAL SUP 14,475 - - - 3525 TREE PLANTING 950 - 4,000 - 3605 ECOLOGY CENTER 139,965 126,940 128,200 126,940 3610 ECO-QUEST DAY CAMP 235,632 249,500 250,000 249,500 3700 NOYES CULTURAL ARTS CTR 12,180 - - - 3710 NOYES CULTURAL ARTS CENTER 326,599 361,356 316,500 361,356 3720 CULTURAL ARTS PROGRAMS 256,833 317,400 300,000 317,400 3805 FACILITIES ADMINISTRATION 11,409 - 3,500 - Grand Total $ 5,987,477 $ 5,776,617 $ 6,094,540 $ 5,787,117 112 -- 112 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 2555 FARMER'S MARKET 101 - - - 3005 REC. MGMT. & GENERAL SUPPORT 426,268 422,156 403,992 399,516 3010 REC. BUSINESS & FISCAL MGMT 600,841 398,551 402,699 405,581 3015 COMM & MARKETING SERV 1,103 - - - 3020 REC GENERAL SUPPORT 666,658 724,119 716,142 1,014,953 3025 PARK UTILITIES 80,063 79,500 60,000 79,500 3030 CROWN COMMUNITY CENTER 977,110 855,278 908,402 949,195 3035 CHANDLER COMMUNITY CENTER 778,585 917,608 901,032 943,175 3040 FLEETWOOD JOURDAIN COM CT 933,725 900,670 930,770 882,345 3045 FLEETWOOD/JOURDAIN THEATR 132,985 164,119 170,745 161,385 3050 RECREATION OUTREACH PROGRAM 176,068 200,885 271,000 234,018 3055 LEVY CENTER SENIOR SERVICES 1,411,990 1,429,349 1,269,779 1,431,182 3065 BOAT RAMP-CHURCH ST 37,444 55,008 55,700 53,500 3075 BOAT STORAGE FACILITIES 8,045 12,169 11,500 11,450 3080 BEACHES 733,680 635,765 635,680 608,172 3085 RECREATION FACILITY MAINTENANCE 13,557 - - - 3095 CROWN ICE RINK 1,309,058 1,162,063 1,243,908 1,225,129 3100 SPORTS LEAGUES 52,495 86,749 63,471 87,689 3105 AQUATIC CAMP 108,178 119,339 134,400 114,250 3110 TENNIS 114,799 - 13,095 16,626 3130 SPECIAL RECREATION 491,925 413,905 454,533 406,534 3140 BUS PROGRAM 47,264 67,068 45,075 69,265 3150 PARK SERVICE UNIT 68,772 107,674 90,884 109,643 3155 GOLF 16,655 - - - 3205 COMMUNITY RELATIONS 38,266 - 65,300 - 3215 YOUTH ENGAGEMENT DIVISION 768,264 996,030 838,070 1,280,447 3505 PARKS & FORESTRY GENERAL SUP 886 - - - 3510 HORTICULTURAL MAINTENANCE 420 - - - 3520 DUTCH ELM DISEASE CONTROL (654) - - - 3605 ECOLOGY CENTER 369,369 345,258 360,126 348,703 3610 ECO-QUEST DAY CAMP 139,225 122,199 129,850 116,080 3700 NOYES CULTURAL ARTS CTR 52,188 - - - 3710 NOYES CULTURAL ARTS CENTER 204,957 191,983 209,051 175,933 3720 CULTURAL ARTS PROGRAMS 532,776 428,716 456,667 501,319 3805 FACILITIES ADMINISTRATION 5,981 - - - 3806 CIVIC CENTER SERVICES 28,242 - - - 3807 CONSTRUCTION AND REPAIRS 86,552 - - - 3905 TRANSFER FROM GENERAL FUND 936,500 - - - Grand Total $ 12,350,340 $ 10,836,161 $ 10,841,871 $ 11,820,590 113 -- 113 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department Total Full-Time Equivalent Positions Division 2016 Position Total FTE Management and General Support 3.0 Business and Fiscal Management 3.0 Recreation General Support 2.4 Robert Crown Community Center 8.56 Chandler-Newberger Community Center 6.48 Fleetwood-Jourdain Community Center 6.95 Fleetwood-Jourdain Theatre 1.00 Recreation Outreach 0.5 Levy Center/Senior Services 12.5 Beaches 1.25 Robert Crown Ice Rink 7.49 Sports Leagues 0.55 Special Recreation 2.31 Bus Program 1.15 Park Service Unit 1.45 Youth Engagement 8.40 Gibbs-Morrison Cultural Center 1.50 Ecology Center 3.77 Noyes Cultural Arts Center 2.87 Cultural Arts Programs 2.00 Parks Recreation and Community Services Total 77.13 City Council Goal Performance City Council Goal Department Initiative Services for At-Risk Families The mobile produce program provided food for approximately 325 individuals/families each month at the Robert Crown Center Services for At-Risk Families The Recreation department provides numerous camp and program scholarships to income qualified individuals throughout the year, 2015 is on track to provide $175,000 in scholarships to Evanston families at or below the 130% poverty level. Services for At-Risk Families There were 400 surveys collected assessing concerns for the age friendly initiative which yielded housing, transportation and coordinated social services as top three priorities. Services for At-Risk Families In response to the violence in community as a Public Health Issue, additional Outreach staff was hired. 114 -- 114 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department 2016 Initiatives Recreation, Ecology, Arts and Community Services Division: Reconfigure Dempster St. Boat Rack wait list procedures to provide customers with more accurate information about their place on the list based on their boat type by Spring 2016. Full implementation for Rec-Trac, ice / room scheduling software for programs at the Robert Crown Center has new target date of January 2016. The childcare program has engaged a Quality Specialist (Action for Children) to guide us in our program assessment and quality improvement process, with the goal of applying for the Excel Rate Bronze, Silver or Gold rating. Our application is due in January 2016. The program rewards program quality with access to grants, extensive training and higher state payment rates. Develop Health/Body Education program to be implemented first in the Fleetwood Afterschool Program, Mason Park Drop-In Program, and then as a class for the community At large. This program introduces the pre-teen to the changes of their body focusing on proper hygiene, peer pressure, and relationships with the opposite sex. Introduce The Teen Association Program at Fleetwood Jourdain, addressing three separate needs of the pressure associated with Teen Sexuality. This will include an abstinence program, an education program, informing teens of the dangers of STD’s and teaching the proper safe sex components, and an I’m pregnant, now what class, offering a setting for mothers and fathers to come, share their possible issues, and teach the proper methods of dealing with children. Fleetwood Jourdain Community Center to offer late night adult indoor sports opportunities, including volleyball, indoor soccer and basketball from 8pm to 10 pm on weeknights. Fleetwood Jourdain Community Center will change game night to “Pizza Night” and bring teens (Ages 12 to 18) to the center for supervised play including open gym, table games and other activities. Creation of a high school Anti Violence Pledge including an incentive trip to remain Violence Free. Trip to take place by the end of summer 2016 and may vary in nature from swimming to camping, or additional low cost options. Chandler-Newberger Community Center will conduct two free weekend “Family Days” including activities for all ages will be conducted in gymnasium, multipurpose rooms and racquetball court by December 2016. Develop additional opportunities and access points for youth to engage in arts education and expression in the community through programs through collaborations with EvanSTEM partners in the community. Expand the community interactive components of the Concert and Movie Series, including processes for involvement and community input no later than July 2016. Youth Program and Young Adult Staff will hold one City-wide job fair with Evanston Township High School and the Youth Job Center by March 2016. Youth Program and Young Adult Staff will continue year-round at-risk youth employment initiative with local businesses beginning January 2016. By spring 2016 finalize our Farmette preparation to develop a nine-grid garden to teach the public different methods of sustainable gardening in urban areas and grow a variety of foods. It will also be used for public education on a variety of agricultural topics including; compost, soil, water, insects, pollinating. 115 -- 115 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Parks, Recreation and Community Services Department Re-write all second year camp curriculum to improve quality of program by May 2015. By fall 2016 add additional special events and programming to attract a wider audience. By December 2016 we will be adding interpretative displays in the educational classroom. Establish an apiary in conjunction with the Farmette for educational programming regarding pollinators and the food supply. Begin pollinator education initiatives by spring 2016 and partner with other organizations including the Field Museum. Locate sponsorship for Levy Center daytrips to make them more affordable for older adults by March 2016 Improve promotion of the congregate meal program by collaborating with Community Engagement to attract new participants. Improving quality of congregate meal program by introducing a deli bar in addition to the daily hot meal by January 2016 Provide better programming and services for newly retired and still working seniors based on a needs assessment conducted by staff. Provide 3 evening/weekend trips to attract working seniors to the Levy Center by September 2016 Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Beach token sales to Evanston residents 19,379 17,675 18,700 Beach Token donation fund $8,261 $6,307 $7,000 Number of vendors at the Farmers’ Market 54 57 58 Number of staff trained and certified in American Red Cross CPR/AED 60 60 55 Total participants in all Special Recreation programs 772 780 795 Social Media account likes and followers (Facebook, Twitter, Instagram, Mobile App) N/A 2,535 3,225 Number of vendors at the Farmers’ Market 57 58 58 Scholarships granted (funds not collected) $155,926 $175,000 $177,000 Number of meals served (Summer Food program) 28,535 31,072 32,500 Number of meals served senior congregate lunch program 8,623 7,800 8,715 Special Event Permits Issued (City & Private Events) 100 107 110 Total number of camp program registrations 5,811 5,784 5,850 Number of Youth hired for Mayor’s Summer Youth Employment Program 550 550 600 116 -- 116 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits 6,660,694 $ 6,587,785 $ 6,599,652 $ 7,008,687 $ 61010 - REGULAR PAY 3,196,796 3,321,079 3,217,700 3,759,383 61011 - RECREATION INSTRUCTORS REG PAY 458,224 412,308 493,900 412,308 61013 - PROGRAM ASSISTANTS 232,518 292,674 300,500 292,674 61025 - RECREATION PROGRAM PAY 69,103 - - - 61050 - PERMANENT PART-TIME 831,801 771,919 707,500 876,621 61055 - TEMPORARY EMPLOYEES 68,073 110,000 - 110,000 61062 - SPECIAL EVENT PAY 5,177 - 2,000 - 61110 - OVERTIME PAY 98,414 47,475 109,000 47,475 61111 - HIREBACK OT PAY (394) - - - 61210 - LONGEVITY 14,402 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 2,357 - - - 61415 - TERMINATION PAYOUTS 92,534 - 98,630 - 61420 - ANNUAL SICK LEAVE PAYOUT 22,451 - 11,950 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,815 - 8,650 - 61510 - HEALTH INSURANCE 603,423 689,113 682,800 747,204 61615 - LIFE INSURANCE 1,584 2,517 1,512 54 61625 - AUTO ALLOWANCE 14,492 14,580 14,000 14,580 61626 - CELL PHONE ALLOWANCE 6,412 5,516 6,000 7,028 61630 - SHOE ALLOWANCE 4,664 3,720 5,120 4,030 61710 - IMRF 432,255 446,816 424,450 401,501 61725 - SOCIAL SECURITY 407,606 379,946 414,600 271,523 61730 - MEDICARE 95,987 90,122 101,340 64,306 Services and Supplies 4,080,974 $ 3,632,020 $ 3,667,041 $ 3,747,829 $ 61060 - SEASONAL EMPLOYEES 1,773,505 1,407,370 1,574,700 1,523,179 62185 - CONSULTING SERVICES 300 - - - 62205 - ADVERTISING 19,279 29,916 16,040 29,916 62210 - PRINTING 81,924 94,208 111,400 94,208 62215 - PHOTOGRAPHERS/BLUEPRINTS 600 600 700 600 62225 - BLDG MAINTENANCE SERVICES 3,172 3,166 3,700 3,166 62235 - OFFICE EQUIPMENT MAINT 2,169 3,983 2,650 3,983 62245 - OTHER EQMT MAINTENANCE 35,356 31,799 29,500 31,799 62275 - POSTAGE CHARGEBACKS 7,294 14,148 7,133 14,148 62280 - OVERNIGHT MAIL CHARGES 34 - - - 62295 - TRAINING & TRAVEL 22,138 29,327 21,750 29,327 62315 - POSTAGE 14,452 24,533 15,235 24,533 62360 - MEMBERSHIP DUES 9,492 9,783 7,700 9,783 62365 - RECEPTION/ENTERTAINMEN 272 383 - 383 62375 - RENTALS 18,156 10,200 9,700 10,200 62380 - COPY MACHINE CHARGES 17,620 17,620 17,682 17,620 62425 - ELEVATOR CONTRACT COSTS 2,100 2,660 2,700 2,660 62495 - LICENSED PEST CONTROL SERVICES 5,446 4,758 4,700 4,758 62500 - TECHNICAL INFORMATION SERVICES 11,731 16,800 15,000 16,800 62505 - INSTRUCTOR SERVICES 233,661 244,950 228,100 244,950 62506 - WORK- STUDY 18,400 17,166 24,000 17,166 62507 - FIELD TRIPS 166,561 131,546 127,500 131,546 62508 - SPORTS OFFICIALS 20,809 26,664 18,000 26,664 62509 - SERVICE AGREEMENTS/ CONTRACTS 19,528 20,078 30,500 20,078 62510 - EDUCATOR SERVICES 285 525 - 525 62511 - ENTERTAIN/PERFORMER SERV 76,627 80,550 70,550 80,550 62513 - COMMUNITY PICNIC-SPECIAL EVENTS 13,257 8,000 8,500 8,000 62515 - RENTAL SERVICES 26,453 26,680 26,400 26,680 62518 - SECURITY ALARM CONTRACTS 7,683 14,657 5,551 14,657 62525 - CONTRACTUAL SERVICES CHARGEBACK 128 - - - 62665 - CONTRIB TO OTHER AGENCIES 8,200 - - - 62695 - COUPON PMTS-CAB SUBSIDY 189,920 165,000 95,000 165,000 62705 - BANK SERVICE CHARGES 68,682 75,000 75,000 75,000 64005 - ELECTRICITY 368,655 355,862 282,500 355,862 64015 - NATURAL GAS 118,981 128,659 105,200 128,659 64530 - TELECOMMUNICATIONS - HANDHELD EQUIPMENT - 83 - 83 64540 - TELECOMMUNICATIONS - WIRELESS 11,454 10,655 7,900 10,655 65005 - AGRI/BOTANICAL SUPPLIES 246 550 150 550 65010 - BOOKS, PUBLICATIONS, MAPS 83 1,233 200 1,233 65020 - CLOTHING 19,016 24,475 24,500 24,475 65025 - FOOD 217,259 190,813 300,100 190,813 65035 - PETROLEUM PRODUCTS 6 - - - 65040 - JANITORIAL SUPPLIES 39,967 39,065 43,600 39,065 65045 - LICENSING/REGULATORY SUPP 8,658 9,700 10,800 9,700 65050 - BLDG MAINTENANCE MATERIAL 73,079 46,830 65,400 46,830 65055 - MATER. TO MAINT. IMP. 2,689 4,582 2,000 4,582 65070 - OFFICE/OTHER EQT MTN MATL 14,100 14,015 10,950 14,015 65075 - MEDICAL & LAB SUPPLIES 807 1,666 1,000 1,666 117 -- 117 of 260 -- 65080 - MERCHANDISE FOR RESALE 5,113 6,900 3,000 6,900 65085 - MINOR EQUIPMENT & TOOLS 3,301 2,800 2,150 2,800 65090 - SAFETY EQUIPMENT 260 3,200 2,000 3,200 65095 - OFFICE SUPPLIES 29,230 26,155 32,150 26,155 65105 - PHOTO/DRAFTING SUPPLIE - 200 - 200 65110 - RECREATION SUPPLIES 273,701 241,157 213,300 241,157 65115 - TRAFFIC CONTROL SUPPLI 79 - - - 65125 - OTHER COMMODITIES 19,055 11,350 10,750 11,350 Miscellaneous 265,051 $ 206,677 $ 173,800 $ 358,941 $ 62490 - OTHER PROGRAM COSTS 264,767 206,593 173,800 358,857 62560 - TELEPHONE TELEGR CHBK - 84 - 84 62770 - MISCELLANEOUS 284 - - - Insurance and Other Chargebacks 217,949 $ 221,414 $ 221,414 $ 513,741 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 96,796 100,261 100,261 103,920 66030 - MEDICAL INSURANCE 121,153 121,153 121,153 409,821 Capital Outlay 25,816 $ 20,000 $ 14,000 $ 20,000 $ 62251 - CROWN CENTER SYSTEMS REPAIR 24,449 20,000 14,000 20,000 65502 - CONSTRUCTION 1,367 - - - Community Sponsored Organizations 50 $ - $ - $ - $ 63095 - HANDYMAN PROGRAM 50 - - - Interfund Transfers 1,099,806 $ 168,265 $ 165,964 $ 171,392 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 99,226 104,185 101,884 107,312 62309 - RENTAL OF AUTO REPLACEMENT 64,080 64,080 64,080 64,080 66020 - TRANSFERS TO OTHER FUNDS 936,500 - - - Grand Total $ 12,350,340 $ 10,836,161 $ 10,841,871 $ 11,820,590 118 -- 118 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Agency The City of Evanston noted that both Public Works and Utilities are facing great challenges with a number of crucial questions: How best to plan and execute critical infrastructure improvements? How best to serve client departments with the maintenance of program facilities? How best to leverage the important resource of the Evanston Water Plant as we look to expand water sales and conserve water simultaneously? How best to manage and collect consumed resources in an environmentally responsible way? How best to preserve and expand our urban forest? In order to address these questions, City staff worked during the summer of 2015 to develop a comprehensive reorganization of the City’s Public Works and Utilities Departments. By tying these functions together across what were formerly two departments and four funds, Evanston strives to create a more comprehensive way of dealing with issues facing the City. As a result, a new Public Works Agency has been created, effective with the 2016 Budget document. The new structure includes one Public Works Agency Director and four individual Bureaus: Water Production, Environmental Services, Capital Planning & Engineering, and Infrastructure and Maintenance. Each of these Bureaus has a number of functions. The new Agency includes General Fund (formerly Public Works) funds as well as Solid Waste, Parking, Sewer, and Water Funds. The proposed agency organizational plan provides a structure to facilitate the improvements as noted as necessary during the reorganizational process and provides for: 1. Clear Leadership – The new Public Works Agency will have one director with four Bureau Chiefs responsible for operations. This structure will allow the Agency Director to lead and the Bureau Chiefs to manage. Supervisors and staff will execute. 2. New Integration of Operations All Right of Way (streets, traffic, sewer, and water distribution) maintenance activities are together. Environmental activities are consolidated in one bureau to continue the City’s goals for sustainable operations. Water Plant activities are separated for the preparation of increased water sales. Capital Planning includes all projects across all funds but will be managed by each area (Water and Sewer, Parks and Facilities, right-of-way, and Transportation). Financial Summary Revenues FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 4105 PUBLIC WORKS AGENCY ADMIN - - - 821,800 4310 RECYCLING AND ENVIRONMENTAL MAIN - - - - 4320 FORESTRY - - - - 4430 PARKS AND FACILITIES - - - - 4520 TRAF. SIG.& ST LIGHT MAINT - - - - 4540 DISTRIBUTION MAINTENANCE - - - - 4550 MAINT-SNOW & ICE - - - - Grand Total $ - $ - $ - $ 821,800 119 -- 119 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Agency Expenses FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget 4105 PUBLIC WORKS AGENCY ADMIN - - - 3,499,008 4300 ENVIRONMENTAL SERVICES - - - 207,712 4310 RECYCLING AND ENVIRONMENTAL MAIN - - - 610,098 4320 FORESTRY - - - 2,009,209 4330 GREENWAYS - - - 2,028,274 4400 CAPITAL PLANNING & ENGINEERING - - - 158,018 4410 STREETS AND RIGHT OF WAY - - - 518,114 4420 TRANSPORTATION - - - 210,529 4430 PARKS AND FACILITIES - - - 251,232 4500 INFRASTRUCTURE MAINTENANCE - - - 267,655 4510 STREET MAINTENANCE - - - 1,798,017 4520 TRAF. SIG.& ST LIGHT MAINT - - - 1,185,465 4530 SEWER MAINTENANCE - - - 939,067 4540 DISTRIBUTION MAINTENANCE - - - 24,000 4550 MAINT-SNOW & ICE - - - 1,154,850 Grand Total $ - $ - $ - $ 14,861,248 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Public Works Agency Administration 5.25 Environmental Services 1.00 Recycling and Environmental Maintenance 7.00 Forestry 18.00 Greenways 17.00 Capital Planning & Engineering 0.50 Streets & Right of Way 6.00 Transportation 1.50 Parks and Facilities 2.00 Infrastructure Maintenance 1.00 Street Maintenance 17.00 Traffic Signs & Street Light Maintenance 8.00 Public Works Total 84.25 City Council Goal Performance City Council Goal Department Initiative City Facilities Continue to work with the Sustainability Coordinator to reduce energy consumption in all City-owned building throughout the fiscal year through lighting upgrades as well as temperature control efficiencies City Facilities Improve energy management techniques with the use of Building Automation Systems to reduce energy consumption throughout the year in City-owned buildings. City Facilities Civic Center Security Improvements 120 -- 120 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Agency City Facilities Fountain Square Design City Streets Citywide Sidewalk Replacement City Streets Citywide Traffic Calming City Streets Emerson-Ridge-Green Bay Improvements City Streets MFT Street Resurfacing City Streets Pedestrian Safety, Pavement Marking, Streetlight City Streets Water Main Replacements 2016 Initiatives Citywide Sidewalk Replacement Citywide Traffic Calming Dempster Street Signal Modernization Emerson-Ridge-Green Bay Construction Plans MFT Street Resurfacing Pedestrian Safety, Pavement Marking, Streetlight Water Main Replacements Fountain Square Construction Continue to work closely with all local, state, and federal agencies involved with the control of the Emerald Ash Borer (EAB). Staff will continue to investigate the feasibility of attracting research institutions and/or companies to Evanston to aid in possible curative measures being experimented with and implemented, as well as to locate and apply for any grant funds available for tree removals or planting to replace those being lost due to EAB Continue the three-year cycle of elm injections using both City employees as well as an outside contractor every third year and evaluate the success of the program overall, which currently stands at just less than 99% Continue fundraising efforts begun 2013 to increase the number of trees being planted on City parkways to help offset the additional losses due to EAB Continue to work with the Sustainability Coordinator to reduce energy consumption in all City- owned buildings throughout the fiscal year through both lighting upgrades as well as temperature control efficiencies Continue using the Building Automation Systems that are in place, as well as those being installed; improve energy management techniques throughout the fiscal year to reduce energy consumption. Look to create one system managed by staff that will monitor all facilities Ongoing Activity Measures 2015 Actual 2015 Estimated 2016 Projected In-house design of CIP infrastructure projects 14 15 15 Miles of streets resurfaced – primary routes 1.0 miles 2.1 mile 2.7 miles Miles of streets resurfaced – residential streets 4 miles 4 miles 1.2 miles Number of civil engineering private development plan reviews 170 180 180 Number of Right-of-Way permits issued 1200 1250 1250 Miles of streets plowed/season 2,800 1,800 1,800 Miles of streets salted/season 1,450 900 900 Tons of salt used/season 7,000 5,500 5,500 Mowing rotation in days 5 Days 4.5 Days 4.5 Days 121 -- 121 of 260 -- 2016 ADOPTED BUDGET - GENERAL FUND Public Works Agency Parkway trees trimmed by City crews 1,150 1,100 1,300 Total number of parkway elm removed due to DED 36 21 25 Percentage of parkway elms actually removed 1.11% .92% .95% Total number of other trees removed 496 512 500 Total number of new park and parkway trees planted 443 490 500 Elm trees covered under private insurance program 380 321 325 Percentage of trees that are removed by the City and replaced within one year (data source: Division tracking) 12% 9% 10% Deliveries 1,800 1,800 1,800 Civic Center repair costs/sq. ft. $2.15 $2.50 $2.25 Meeting scheduled 1,850 2,000 2,000 Room set-ups 1,100 1,100 1,100 Staff-hours tracked to work order 19,000 22,000 24,000 Work orders completed 280 850 850 122 -- 122 of 260 -- Account Number - Description FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Estimated Amount FY 2016 Adopted Budget Salary and Benefits - $ - $ - $ 8,861,641 $ 61010 - REGULAR PAY - - - 5,480,881 61050 - PERMANENT PART-TIME - - - 274,470 61110 - OVERTIME PAY - - - 485,200 61114 - SNOW OT - - - 393,500 61410 - AFSCME SHIFT DIFFERENTIAL - - - 1,000 61510 - HEALTH INSURANCE - - - 1,133,434 61615 - LIFE INSURANCE - - - 80 61625 - AUTO ALLOWANCE - - - 12,786 61626 - CELL PHONE ALLOWANCE - - - 5,088 61630 - SHOE ALLOWANCE - - - 10,308 61710 - IMRF - - - 603,868 61725 - SOCIAL SECURITY - - - 372,731 61730 - MEDICARE - - - 88,295 Services and Supplies - $ - $ - $ 2,269,233 $ 61060 - SEASONAL EMPLOYEES - - - 167,067 62195 - LANDSCAPE MAINTENANCE SERVICES - - - 120,000 62199 - PARK MNTNCE & FURNITURE RPLCMN - - - 20,000 62205 - ADVERTISING - - - 700 62210 - PRINTING - - - 28,750 62235 - OFFICE EQUIPMENT MAINT - - - 4,583 62245 - OTHER EQMT MAINTENANCE - - - 8,800 62275 - POSTAGE CHARGEBACKS - - - 2,700 62295 - TRAINING & TRAVEL - - - 35,500 62315 - POSTAGE - - - 250 62340 - COMPTER LICENSE & SUPP - - - 2,000 62360 - MEMBERSHIP DUES - - - 6,760 62375 - RENTALS - - - 52,810 62380 - COPY MACHINE CHARGES - - - 2,539 62385 - TREE SERVICES - - - 26,000 62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS - - - 64,200 62451 - TOWING AND BOOTING CONTRACTS - - - 60,000 62496 - DED INOCULATION - - - 36,000 62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - - - 250,000 62509 - SERVICE AGREEMENTS/ CONTRACTS - - - 94,500 64005 - ELECTRICITY - - - 13,000 64006 - LIGHTING - - - 240,000 64007 - TRAFFIC LIGHT ELECTRICITY - - - 90,000 64008 - FESTIVAL LIGHTING - - - 5,000 64505 - TELECOMMUNICATIONS - - - 34,950 64540 - TELECOMMUNICATIONS - WIRELESS - - - 18,525 64545 - PERSONAL COMPUTER SOFTWARE - - - 10,000 65005 - AGRI/BOTANICAL SUPPLIES - - - 117,000 65010 - BOOKS, PUBLICATIONS, MAPS - - - 3,183 65015 - CHEMICALS/ SALT - - - 356,500 65020 - CLOTHING - - - 81,050 65025 - FOOD - - - 1,000 65050 - BLDG MAINTENANCE MATERIAL - - - 3,950 65055 - MATER. TO MAINT. IMP. - - - 146,250 65070 - OFFICE/OTHER EQT MTN MATL - - - 38,500 65075 - MEDICAL & LAB SUPPLIES - - - 500 65085 - MINOR EQUIPMENT & TOOLS - - - 26,300 65090 - SAFETY EQUIPMENT - - - 21,350 65095 - OFFICE SUPPLIES - - - 8,766 65105 - PHOTO/DRAFTING SUPPLIE - - - 1,950 65115 - TRAFFIC CONTROL SUPPLI - - - 50,000 65125 - OTHER COMMODITIES - - - 1,300 65555 - PERSONAL COMPUTER EQUIPMENT - - - 15,000 65620 - OFFICE MACH. & EQUIP. - - - 2,000 Miscellaneous - $ - $ - $ 939,067 $ 66147 - TRSF OUT TO SOLID WASTE FUND - PROP TAX - - - 939,067 Insurance and Other Chargebacks - $ - $ - $ 896,780 $ 66025 - TRANSFER TO DEBT SERVICE - ERI - - - 190,003 66030 - MEDICAL INSURANCE - - - 706,777 Capital Outlay - $ - $ - $ 108,600 $ 65515 - OTHER IMPROVEMENTS - - - 5,000 65550 - AUTOMOTIVE EQUIPMENT - - - 39,100 65625 - FURNITURE & FIXTURES - - - 64,500 Contingencies - $ - $ - $ 3,005 $ 68205 - CONTINGENCIES - - - 3,005 Interfund Transfers - $ - $ - $ 1,782,922 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE - - - 1,211,004 62309 - RENTAL OF AUTO REPLACEMENT - - - 571,918 Grand Total $ - $ - $ - $ 14,861,248 123 -- 123 of 260 -- PART IV OTHER FUNDS BUDGET 124 -- 124 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #175 – General Assistance Fund Description The General Assistance Program, which is mandated by the State of Illinois, is administered by the City of Evanston and supported by Evanston tax revenues. The program provides assistance (up to $500 monthly) to Evanston residents who are not eligible for other forms of state or federal financial assistance and do not have resources to support their basic needs. The goals of the General Assistance Program are to assist individuals and prepare them to become employment-ready through resources available in the General Assistance program as well as through programs administered by other City departments. Services will be delivered through a comprehensive system of care, which emphasizes identifying the most appropriate, least restrictive setting to promote the highest level of functioning. General Assistance staff members are committed to: Deliver services professionally and treat all clients with dignity and respect Manage business operations effectively and efficiently Promote accountability, transparency, and equity in all program services The Emergency Assistance Services Program is administered through the General Assistance Program and is available to all City of Evanston residents who meet income and asset guidelines as established by the General Assistance Office. The Emergency Assistance Program is operated and funded by the General Assistance Program and is provided according to adopted and written standards set forth by the General Assistance Program. Emergency Assistance can only be issued once in a 12-month period and must meet the definition of an emergency or life-threatening situation, such as imminent eviction, utility disconnection, or food needs. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 1,762,916 1,348,553 1,353,877 1,000,000 Other Revenue 491,066 25,000 39,295 25,000 Intergovernmental Revenue 1,992 - - - Interest Income 88 1,000 1,000 1,000 Total Revenue 2,256,061 $ 1,374,553 $ 1,394,172 $ 1,026,000 $ Operating Expenses Salary and Benefits 146,369 215,319 215,319 221,933 Services and Supplies 694,669 1,155,050 600,817 758,900 Miscellaneous 1,308 - 4,306 7,000 Community Sponsored Organizations 105,445 - - - Total Expenses 947,791 $ 1,370,369 $ 820,442 $ 987,833 $ Net Surplus (Deficit) $ 1,308,270 $ 4,184 $ 573,730 $ 38,167 Beginning Fund Balance $ (1,125,171) $ 183,099 $ 756,829 Ending Fund Balance $ 183,099 $ 756,829 $ 794,996 2016 Initiatives Serve the needs of financially distressed residents Prevent temporary financial difficulty Facilitate job readiness training Assist in identifying potential employment for eligible candidates Improve financial and health literacy Provide centralized case management and referral services 125 -- 125 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #175 – General Assistance Division 2016 Position Total FTE General Assistance 4.00 General Assistance Fund Total 4.00 Ongoing Activity Measures FY 2015 Actuals FY 2016 Projections Job readiness training participants 30 50 Financial literacy skills workshop participants 50 75 GED course participants 30 40 Clients securing part- or full-time employment 40 50 Referrals to community partner agencies 25 50 Clients receiving short-term case management services 75 100 Client housing stabilized/homelessness averted 5 15 Clients receiving utility assistance 5 15 Clients in a tobacco cessation program 0 25 Substance abuse treatment 10 20 Mental health services 15 25 Clients participating in Dental Access Days 10 10 126 -- 126 of 260 -- 175 GENERAL ASSISTANCE FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 146,369 $ 215,319 $ 215,319 $ 221,933 $ 61010 - REGULAR PAY 111,190 163,012 163,012 169,789 61415 - TERMINATION PAYOUTS 2,645 - - - 61510 - HEALTH INSURANCE 5,274 20,615 20,615 21,229 61615 - LIFE INSURANCE 0 - - 13 61710 - IMRF 18,956 19,220 19,220 17,913 61725 - SOCIAL SECURITY 6,729 9,264 9,264 10,527 61730 - MEDICARE 1,574 3,208 3,208 2,462 Services and Supplies 694,669 $ 1,155,050 $ 600,817 $ 758,900 $ 62110 - AUDITING 13,175 - - - 62130 - LEGAL SERVICES-GENERAL 20,000 - - - 62185 - CONSULTING SERVICES (2,572) - - - 62210 - PRINTING 1,632 - 117 - 62275 - POSTAGE CHARGEBACKS 446 800 800 800 62295 - TRAINING & TRAVEL 2,399 2,500 2,500 2,500 62315 - POSTAGE 923 - 250 - 62360 - MEMBERSHIP DUES - 500 500 500 62380 - COPY MACHINE CHARGES 2,902 - 6,000 - 62381 - COPY MACHINE LEASES 448 - - - 62520 - OTHER CONTRACTUAL SERVICES 4,000 - - - 62655 - LEASE PAYMENTS 2,431 - - - 62705 - BANK SERVICE CHARGES 314 - - - 64566 - RENTAL EXPENSE- GA CLIENT 157,164 250,000 175,000 200,000 64567 - PERSONAL EXPENSE- GA CLIENT 411,271 750,000 400,000 500,000 64568 - TRANSPORTATION EXPENSE- GA CLIENT 3,026 2,250 3,500 4,000 64569 - 50/50 WORK PROGRAM- GA CLIENT - 1,500 - 1,500 64570 - CLIENT OTHER NEEDS- GA CLIENT 579 500 - 500 64571 - HOSPITAL INPATIENT- GA CLIENT - 3,000 - - 64572 - HOSPITAL OUTPATIENT- GA CLIENT 528 6,000 - - 64573 - ALL OTHER PHYSICIANS- GA CLIENT 1,087 3,500 200 500 64574 - DRUGS- GA CLIENT 48,334 60,000 200 300 64575 - OTHER MEDICAL- GA CLIENT 968 5,000 - - 64576 - GLASSES/EYE EXAM & TREATMENT- GA CLIENT - 1,000 - - 64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT 2,821 500 500 500 64578 - PSYCH OUTPATIENT/MENTAL- GA CLIENT 5,524 8,000 300 300 64579 - TRANSPORTATION-AMBULATORY- GA CLIENT 122 500 - - 64580 - CASTASTROPHIC INSURANCE- GA CLIENT 4,175 2,500 - - 64581 - X-RAYS- GA CLIENT - 5,000 - - 64582 - MORTGAGE/RENTAL EXPENSE-EAS CLIENT 8,790 45,000 9,000 30,000 64584 - FOOD VOUCHERS - EMERGENCY-EAS CLIENT 1,731 1,000 250 500 64585 - UTILITIES - COMED-EAS CLIENT 1,425 - - 5,000 64586 - UTILITIES - NICOR-EAS CLIENT - - - 5,000 64587 - UTILITIES - COE WATER -EAS CLIENT - 5,000 - 5,000 65010 - BOOKS, PUBLICATIONS, MAPS 245 - - 1,000 65025 - FOOD 108 - - - 65095 - OFFICE SUPPLIES 672 1,000 1,700 1,000 Miscellaneous 1,308 $ - $ 4,306 $ 7,000 $ 62490 - OTHER PROGRAM COSTS 808 - 4,306 7,000 62605 - OTHER CHARGES 500 - - - Community Sponsored Organizations 105,445 $ - $ - $ - $ 63070 - PEER SERVICES 19,940 - - - 63071 - SHORE COMMUNITY SERVICES 6,735 - - - 67030 - FAMILY FOCUS 7,635 - - - 67045 - YOU 23,875 - - - 67110 - CONNECTIONS FOR THE HOMELESS 5,620 - - - 67111 - YWCA 3,145 - - - 67125 - INFANT WELFARE SOCIETY 22,685 - - - 67145 - METROPOLITAN FAMILY SERV 12,825 - - - 67146 - NORTHWEST CASA 2,985 - - - Grand Total $ 947,791 $ 1,370,369 $ 820,442 $ 987,833 127 -- 127 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #176 – Human Services Fund Description The Human Services Fund was created to protect Evanston's most vulnerable residents and to provide individuals and families with access to services that promote self-sufficiency and address mental health concerns. This includes community services provided by social services agencies, crisis intervention services, and the Community Action Program. Crisis intervention needs are currently being addressed through an agreement with Presence Health to offer clinical and 24-hour crisis services. Community services, whose allocations are recommended by the Evanston Mental Health Board to support mental and social service organizations serving Evanston residents, is now managed by the Community Development Department. The Community Action Program supports community initiatives to support at-risk families, veterans, and vulnerable populations. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Interfund Transfers - 884,794 884,794 884,794 Total Revenue - 884,794 884,794 884,794 Operating Expenses Community Sponsored Organizations - 859,153 856,753 859,153 Total Expenses - $ 859,153 $ 856,753 $ 859,153 $ Net Surplus (Deficit) $ - $ 25,641 $ 28,041 $ 25,641 Beginning Fund Balance $ - $ 28,041 Ending Fund Balance $ - $ 28,041 $ 53,682 2016 Initiatives Serve the needs of financially distressed residents Provide short- and long-term case management Create Hoarding Taskforce for Northshore Improve financial and health literacy Provide central case management and referral services Serve the needs of financially distressed residents Prevent temporary financial difficulty 128 -- 128 of 260 -- 176 HEALTH AND HUMAN SERVICES FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Community Sponsored Organizations 849,388 $ 859,153 $ 856,753 $ 859,153 $ 62491 - COMMUNITY INTERVENTION PROGRAM COSTS 77,333 73,333 73,333 73,333 62890 - INFANT WELFARE SOCIETY 74,500 74,500 74,500 74,500 62940 - LEGAL ASSIST FOUNDATION 14,900 14,900 14,900 14,900 62970 - CONNECTION FOR HOMELESS 29,700 29,700 29,700 29,700 62980 - NORTH SHORE SENIOR CENTER 40,000 40,000 40,000 40,000 62990 - METROPOLITAN FAMILY SERV 63,300 63,300 63,300 63,300 63067 - CHILDCARE NETWORK EVANSTON 133,750 133,750 133,750 133,750 63068 - HOUSING OPTIONS 58,900 58,900 58,900 58,900 63069 - JAMES MORAN CENTER 41,500 41,500 41,500 41,500 63070 - PEER SERVICES 99,900 99,900 99,900 99,900 63071 - SHORE COMMUNITY SERVICES 36,850 115,055 20,000 115,055 63120 - MEALS AT HOME 8,000 8,000 8,000 8,000 67006 - Community Action Program 5,000 33,215 33,215 33,215 67030 - FAMILY FOCUS 36,100 36,100 36,100 36,100 67045 - YOU 92,655 - 92,655 - 67090 - Child Care Center Of Evanston 22,000 22,000 22,000 22,000 67146 - NORTHWEST CASA 15,000 15,000 15,000 15,000 Grand Total $ 849,388 $ 859,153 $ 856,753 $ 859,153 129 -- 129 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #180 – Good Neighbor Fund Description The Good Neighbor Fund is a new fund in 2016 as a result of Northwestern University’s commitment to contributing $1 million for the support of the initiatives listed below. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Donation from Northwestern University - - - 1,000,000 Total Revenue - $ - $ - $ 1,000,000 $ Operating Expenses Transfer to General Fund - - - 500,000 Transfer to Capital Fund - - - 500,000 Total Expenses - $ - $ - $ 1,000,000 $ Net Surplus (Deficit) $ - $ - $ - $ - Beginning Fund Balance $ - $ - $ - Ending Fund Balance $ - $ - $ - 2016 Initiatives The transfer to Capital Fund is for the Sheridan Road improvement project. This project will continue into 2016 and be fully completed in 2017. 2016 allocation is $500,000. Support for Evanston Fire Department paramedics. This $200,000 allocation represents one full time ambulance company 24/7/365 serving our community. Support for the City’s Youth and Young Adult Division. This $100,000 allocation would cover the salary of one of the four existing full-time outreach workers and allow us to add an additional full time outreach worker. Support for at-risk youth job training programs. $50,000 of allocation would support programs covered by existing funding and $100,000 would be devoted to new job training programs. $50,000 would support Mayor’s discretionary fund to assist families impacted by violent crime 130 -- 130 of 260 -- 180 GOOD NEIGHBOR FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Interfund Transfers - $ 1,000,000 $ - $ 1,000,000 $ 66131 - TRANSFER TO GENERAL FUND - 500,000 - 500,000 66142 - TRANSFER TO CIP-STREET REPAIR - 500,000 - 500,000 Grand Total $ - $ 1,000,000 $ - $ 1,000,000 131 -- 131 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #185 – Library Fund Description The Evanston Public Library aims to be the heart of the community by promoting the development of independent, self-confident and literate citizens by providing open access to cultural, intellectual, technological and informational resources. The Library Fund budget is passed annually by the Library Board. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 5,205,279 5,813,505 5,899,994 6,104,180 Other Taxes 50,200 50,200 50,200 50,200 Other Revenue 22,662 - 350 247,500 Fines and Forfeitures 157,637 156,000 180,000 - Interfund Transfers 199,315 171,000 171,000 185,800 Intergovernmental Revenue 192,069 94,177 238,200 94,177 Interest Income 2,869 - 2,400 2,000 Library Revenue 255,774 346,810 253,360 333,300 Total Revenue 6,085,806 $ 6,631,692 $ 6,795,504 $ 7,017,157 $ Operating Expenses Salary and Benefits 4130680.02 4710919 4470155 4751497 Services and Supplies 1,262,675 1,542,994 1,499,010 1,872,573 Miscellaneous 210,000 250,000 250,000 250,000 Insurance and Other Chargebacks 114,597 77,268 77,268 80,089 Capital Outlay 69,995 46,430 37,080 32,800 Capital Outlay - - - - Contingencies - - - - Total Expenses 5,792,028 $ 6,631,692 $ 6,337,613 $ 6,997,142 $ Net Surplus (Deficit) $ 293,777 $ - $ 457,891 $ 20,015 Beginning Fund Balance 1,085,193 $ 1,378,970 $ 1,836,861 $ Adjustment to GAAP Basis of Accounting - $ - $ - $ Ending Fund Balance 1,378,970 $ 1,836,861 $ 1,856,876 $ 132 -- 132 of 260 -- 185 LIBRARY FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 4,130,680 $ 4,710,919 $ 4,470,155 $ 4,751,497 $ 61010 - REGULAR PAY 1,973,569 2,315,615 2,311,785 2,363,565 61012 - LIBRARY SUBSTITUES 26,712 15,733 - 15,700 61050 - PERMANENT PART-TIME 1,098,462 1,207,631 1,127,000 1,178,844 61055 - TEMPORARY EMPLOYEES - - - 16,400 61110 - OVERTIME PAY 8,245 9,300 8,500 9,300 61210 - LONGEVITY 14,227 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 973 - - - 61415 - TERMINATION PAYOUTS 38,252 69,250 15,500 70,800 61420 - ANNUAL SICK LEAVE PAYOUT 10,995 - 1,600 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 7,827 - - - 61510 - HEALTH INSURANCE 367,405 448,593 397,050 462,317 61615 - LIFE INSURANCE 654 653 400 653 61625 - AUTO ALLOWANCE 7,256 7,200 7,100 7,200 61626 - CELL PHONE ALLOWANCE 3,298 2,400 3,700 2,400 61630 - SHOE ALLOWANCE 545 495 620 620 61710 - IMRF 335,267 377,945 345,000 355,255 61725 - SOCIAL SECURITY 191,709 210,258 203,000 217,562 61730 - MEDICARE 45,282 45,846 48,900 50,881 Services and Supplies 1,262,675 $ 1,542,994 $ 1,499,010 $ 1,872,573 $ 61060 - SEASONAL EMPLOYEES - - 1,500 - 62185 - CONSULTING SERVICES 18,473 45,000 41,200 195,300 62205 - ADVERTISING - - - 5,000 62210 - PRINTING 6,865 1,800 1,860 6,000 62225 - BLDG MAINTENANCE SERVICES 157,571 225,007 269,140 230,257 62235 - OFFICE EQUIPMENT MAINT 6,736 12,000 11,000 12,000 62245 - OTHER EQMT MAINTENANCE 166 1,000 - 1,300 62275 - POSTAGE CHARGEBACKS 1,845 1,600 2,300 1,900 62290 - TUITION - 15,000 - 5,000 62295 - TRAINING & TRAVEL 12,965 22,500 17,200 42,025 62315 - POSTAGE 5,811 5,000 2,300 5,500 62340 - COMPTER LICENSE & SUPP 30,184 31,070 20,000 36,970 62341 - INTERNET SOLUTION PROVIDERS 261,247 244,034 299,250 288,260 62360 - MEMBERSHIP DUES 2,549 2,005 1,060 2,005 62375 - RENTALS 44,224 42,750 40,000 44,460 62380 - COPY MACHINE CHARGES 14,233 12,268 11,300 12,881 62431 - ARMORED CAR SERVICES - 500 - 500 62506 - WORK- STUDY 7,190 8,200 5,600 8,200 62705 - BANK SERVICE CHARGES 3,873 4,000 5,000 4,000 64005 - ELECTRICITY 444 - - - 64015 - NATURAL GAS 32,202 33,000 30,100 33,400 64540 - TELECOMMUNICATIONS - WIRELESS 1,864 2,200 2,200 2,000 65040 - JANITORIAL SUPPLIES 17,247 10,000 19,000 12,000 65050 - BLDG MAINTENANCE MATERIAL 36,478 21,200 26,000 32,000 65095 - OFFICE SUPPLIES 24,953 69,200 52,500 97,770 65100 - LIBRARY SUPPLIES 63,079 53,120 98,000 102,725 65125 - OTHER COMMODITIES - 1,700 - - 65555 - PERSONAL COMPUTER EQUIPMENT 12,297 30,500 20,000 52,820 65630 - LIBRARY BOOKS 380,965 507,800 399,500 493,800 65635 - PERIODICALS 20,314 18,140 21,000 17,700 65641 - AUDIO VISUAL COLLECTIONS 98,901 122,400 102,000 126,800 Miscellaneous 210,000 $ 250,000 $ 250,000 $ 250,000 $ 66148 - TRSF OUT TO GEN FUND FROM LIBR 210,000 250,000 250,000 250,000 Insurance and Other Chargebacks 114,597 $ 77,268 $ 77,268 $ 80,089 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 74,597 77,268 77,268 80,089 66030 - MEDICAL INSURANCE 40,000 - - - Capital Outlay 69,995 $ 46,430 $ 37,080 $ 32,800 $ 62155 - CONSTRUCTION MGMT SERVICES 66,900 - - - 65503 - FURNITURE / FIXTURES / EQUIPMENT 3,095 46,430 37,000 32,800 65504 - LIBR GARAGE REHAB CONSTRUCTION DESIGN - - 80 - Interfund Transfers 4,081 $ 4,081 $ 4,100 $ 10,183 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 2,381 2,381 2,400 5,440 62309 - RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,700 4,743 Grand Total $ 5,792,028 $ 6,631,692 $ 6,337,613 $ 6,997,142 133 -- 133 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #186 – Library Debt Service Fund Description The Library Debt Fund was created to repay the outstanding debt obligation associated with the financing of the Evanston Public Library Main Branch. This fund accounts for the debt service costs associated with Library debt issuance to fund capital projects. Revenues for this fund come from the Library’s tax levy, and expenses are paid to the City as a part of the annual payment of all outstanding bonds. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 746,112 605,138 605,138 393,409 Interest Income - 1,000 - - Total Revenue 746,112 $ 606,138 $ 605,138 $ 393,409 $ Operating Expenses Services and Supplies - - - - Miscellaneous - - - - Capital Outlay - - - - Debt Service 748,521 605,138 562,740 393,409 Total Expenses 748,521 $ 605,138 $ 562,740 $ 393,409 $ Net Surplus (Deficit) (2,409) $ 1,000 $ 42,398 $ - $ Beginning Fund Balance 96,004 $ 93,595 $ 135,993 $ Ending Fund Balance 93,595 $ 135,993 $ 135,993 $ 134 -- 134 of 260 -- 186 LIBRARY DEBT SERVICE FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Debt Service 748,521 $ 605,138 $ 562,740 $ 393,409 $ 68305 - DEBT SERVICE- PRINCIPAL 641,811 520,100 481,936 330,955 68315 - DEBT SERVICE- INTEREST 106,710 85,038 80,804 62,454 Grand Total $ 748,521 $ 605,138 $ 562,740 $ 393,409 135 -- 135 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #195 – Neighborhood Stabilization Program 2 Fund Description The Neighborhood Stabilization Program 2 (NSP2) was funded by the American Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have been negatively impacted by high numbers of foreclosed and vacant homes. Evanston's NSP2 proposal includes two strategies to stabilize neighborhoods in two Census tracts, 8092 and 8102: The acquisition, rehabilitation, and re-occupancy of 100 units of foreclosed or abandoned housing The redevelopment of two blighted parcels of vacant land in West Evanston into new housing consistent with the West Evanston Master Plan. All housing units rehabbed or developed with NSP2 funds are rented or sold to households with incomes at or below 120% of the area median income (AMI); 25% of total grant funds have been used to benefit households with incomes at or below 50% AMI, as required by the Department of Housing and Urban Development (HUD). One to four properties will be land banked and their disposition determined within ten years following grant closeout. Grant closeout is targeted by the end of Q1 2016. Some NSP2 program income will be retained to maintain land banked properties and for required compliance. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 42,412 500,000 - - Intergovernmental Revenue 1,107,077 - 122,136 198,651 Total Revenue 1,149,489 $ 500,000 $ 122,136 $ 198,651 $ Operating Expenses Salary and Benefits 90,126 53,661 46,760 33,648 Services and Supplies 4,265 3,250 4,185 5,100 Miscellaneous 339,920 159,994 45,000 120,862 Insurance and Other Chargebacks 7,951 4,191 4,191 4,344 Capital Outlay 660,448 155,000 17,000 35,000 Interfund Transfers 46,779 7,500 5,000 - Total Expenses 1,149,489 $ 383,596 $ 122,136 $ 198,954 $ Net Surplus (Deficit) - $ 116,404 $ - $ (303) $ Beginning Fund Balance - $ - $ - $ 116,404 $ Ending Fund Balance - $ 116,404 $ - $ 116,101 $ 2016 Initiatives Record all final Land Use Restriction Agreements. Complete all required rental and ownership compliance work. Submit land banking plan to HUD for approval. Submit required documents for grant closeout following drawdown of all grant funds and approval of land banking plan. 136 -- 136 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #195 – Neighborhood Stabilization Program 2 Total Full-Time Equivalent Positions Division 2016 Position Total FTE Neighborhood Stabilization 0.20 Neighborhood Stabilization Fund Total 0.20 137 -- 137 of 260 -- 195 NEIGHBORHOOD STABILIZATION FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget 61010 - REGULAR PAY 64,803 39,314 30,000 23,412 61050 - PERMANENT PART-TIME 5,648 1 5,000 - 61110 - OVERTIME PAY 47 1,000 - 1,000 61415 - TERMINATION PAYOUTS - - 400 - 61510 - HEALTH INSURANCE 7,044 5,608 4,500 5,058 61615 - LIFE INSURANCE 44 6 10 - 61710 - IMRF 7,617 4,688 4,000 2,422 61725 - SOCIAL SECURITY 3,990 2,466 2,300 1,423 61730 - MEDICARE 933 578 550 333 Services and Supplies 4,265 $ 3,250 $ 4,185 $ 5,100 $ 62205 - ADVERTISING - 1,000 250 1,000 62275 - POSTAGE CHARGEBACKS 80 500 100 500 62285 - COURIER CHARGES - 250 50 150 62295 - TRAINING & TRAVEL 1,971 500 60 100 62380 - COPY MACHINE CHARGES 2,000 300 75 150 62509 - SERVICE AGREEMENTS/ CONTRACTS - 500 3,600 3,000 65095 - OFFICE SUPPLIES 214 200 50 200 Miscellaneous 339,920 $ 159,994 $ 45,000 $ 120,862 $ 62001 - SHORT TERM BUDGETING SALARY COSTS - 9,994 - - 62490 - OTHER PROGRAM COSTS 14,746 150,000 45,000 120,862 62504 - RESERVES 325,174 - - - Insurance and Other Chargebacks 7,951 $ 4,191 $ 4,191 $ 4,344 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 7,951 4,191 4,191 4,344 Capital Outlay 660,448 $ 155,000 $ 17,000 $ 35,000 $ 62482 - CONSTRUCTION 232,399 - 10,000 - 62483 - DEVELOPER FEES 190,546 - - - 62484 - DISPOSITION 8,255 5,000 2,000 5,000 62486 - ACQUISITION COSTS-NSP GRANT 112,117 - - - 62488 - PRE-CONSTRUCTION 47,785 - - - 62489 - SITE MAINTENANCE 49,524 150,000 5,000 30,000 62492 - SOFT COSTS 19,821 - - - Interfund Transfers 46,779 $ 7,500 $ 5,000 $ - $ 66131 - TRANSFER TO GENERAL FUND 46,779 7,500 5,000 - Grand Total $ 1,149,489 $ 383,596 $ 122,136 $ 198,954 138 -- 138 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #200 – Motor Fuel Tax Fund Description The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and signal upgrade projects. The funds are authorized by the Illinois Department of Transportation and are appropriated as part of the City's share of the gasoline tax. Motor Fuel Tax funds are also used for street cleaning, street sweeping, and snow removal operations. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Intergovernmental Revenue 2,194,015 1,750,000 1,750,000 1,710,000 Interest Income 277 1,000 400 1,000 Total Revenue 2,194,292 $ 1,751,000 $ 1,750,400 $ 1,711,000 $ Operating Expenses Capital Outlay 893,829 1,700,000 1,500,000 - Interfund Transfers 833,000 833,000 833,000 2,189,000 Total Expenses 1,726,829 $ 2,533,000 $ 2,333,000 $ 2,189,000 $ Net Surplus (Deficit) 467,463 $ (782,000) $ (582,600) $ (478,000) $ Beginning Fund Balance 1,312,568 $ 1,780,031 $ 1,197,431 $ Ending Fund Balance 1,780,031 $ 1,197,431 $ 719,431 $ 139 -- 139 of 260 -- 200 MOTOR FUEL TAX FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Capital Outlay 893,829 $ 1,700,000 $ 1,500,000 $ - $ 65515 - OTHER IMPROVEMENTS 893,829 1,700,000 1,500,000 - Interfund Transfers 833,000 $ 833,000 $ 833,000 $ 2,189,000 $ 66131 - TRANSFER TO GENERAL FUND 833,000 833,000 833,000 833,000 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 1,356,000 Grand Total $ 1,726,829 $ 2,533,000 $ 2,333,000 $ 2,189,000 140 -- 140 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #205 – Emergency Telephone System Fund Description In accordance with Illinois Public Act 85-978, the City of Evanston enacted Ordinance 133-O-90 by referendum in December of 1990. The purpose of the Ordinance was to establish an Enhanced 9-1-1 system. Per the legislature, an Emergency Telephone System Board (ETSB) was established. The 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. During this year, an upgrade of the existing Computer Aided Dispatch System (CADS) from Naviline CAD400 to the ONESolution product will occur. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 1,751 - - - Licenses, Permits and Fees 939,451 1,038,239 920,000 1,018,000 Interest Income 99 1,000 150 1,000 Total Revenues 941,302 $ 1,039,239 $ 920,150 $ 1,019,000 $ Expenses Salary and Benefits 512,750 559,058 561,063 580,773 Services and Supplies 346,506 653,661 364,225 377,600 Miscellaneous 1,500 - - - Insurance and Other Chargebacks 11,622 12,038 12,038 12,478 Capital Outlay 238,052 40,000 240,961 393,615 Contingencies - 5,000 5,000 5,000 Interfund Transfers 143,398 147,177 147,177 147,177 Total Expenses 1,253,827 $ 1,416,934 $ 1,330,464 $ 1,516,643 $ Net Surplus (Deficit) (312,526) $ (377,695) $ (410,314) $ (497,643) $ Beginning Fund Balance 1,220,879 $ 908,353 $ 498,039 $ Ending Fund Balance 908,353 $ 498,039 $ 396 $ Total Full-Time Equivalent Positions Division 2016 Position Total FTE Emergency Telephone System 5.00 Emergency Telephone System Fund Total 5.00 141 -- 141 of 260 -- 205 EMERGENCY TELEPHONE (E911) FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 512,750 $ 559,058 $ 561,063 $ 580,773 $ 61010 - REGULAR PAY 358,743 405,641 405,641 423,404 61110 - OVERTIME PAY 5,393 2,000 2,000 2,000 61112 - SPECIAL DETAIL OT 865 - - - 61210 - LONGEVITY 2,678 - - - 61415 - TERMINATION PAYOUTS 597 - - - 61420 - ANNUAL SICK LEAVE PAYOUT 1,946 - 2,059 - 61510 - HEALTH INSURANCE 72,137 76,210 76,210 77,498 61615 - LIFE INSURANCE 173 371 317 - 61635 - UNIFORM ALLOWANCE 850 1,700 1,700 1,275 61710 - IMRF 42,396 41,834 41,834 44,400 61725 - SOCIAL SECURITY 21,860 25,368 25,368 26,093 61730 - MEDICARE 5,113 5,934 5,934 6,103 Services and Supplies 346,506 $ 653,661 $ 364,225 $ 377,600 $ 62225 - BLDG MAINTENANCE SERVICES 4,412 3,500 3,525 3,500 62295 - TRAINING & TRAVEL 5,589 7,500 6,500 7,500 62360 - MEMBERSHIP DUES 458 900 800 900 62509 - SERVICE AGREEMENTS/ CONTRACTS 187,351 477,961 215,000 225,000 62660 - BUSINESS ATTRACTION 9 - - - 64505 - TELECOMMUNICATIONS 85,400 86,000 73,000 75,000 64540 - TELECOMMUNICATIONS - WIRELESS 51,459 53,100 43,000 41,000 65020 - CLOTHING - 1,200 1,200 1,200 65035 - PETROLEUM PRODUCTS 16 800 800 800 65085 - MINOR EQUIPMENT & TOOLS 14,387 19,200 17,700 19,200 65095 - OFFICE SUPPLIES 274 1,500 1,200 1,500 65555 - PERSONAL COMPUTER EQUIPMENT (2,848) - - - 65620 - OFFICE MACH. & EQUIP. - 2,000 1,500 2,000 Miscellaneous 1,500 $ - $ - $ - $ 62770 - MISCELLANEOUS 1,500 - - - Insurance and Other Chargebacks 11,622 $ 12,038 $ 12,038 $ 12,478 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 11,622 12,038 12,038 12,478 Capital Outlay 238,052 $ 40,000 $ 240,961 $ 393,615 $ 65625 - FURNITURE & FIXTURES 238,052 40,000 240,961 393,615 Contingencies - $ 5,000 $ 5,000 $ 5,000 $ 68205 - CONTINGENCIES - 5,000 5,000 5,000 Interfund Transfers 143,398 $ 147,177 $ 147,177 $ 147,177 $ 66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448 66131 - TRANSFER TO GENERAL FUND 125,950 129,729 129,729 129,729 Grand Total $ 1,253,827 $ 1,416,934 $ 1,330,464 $ 1,516,643 142 -- 142 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #210 – Special Service Area 4 Fund Description Special Service Area 4 (SSA4) was established to provide certain public services to supplement services currently or customarily provided by the City to the Territory, assist the promotion and advertisement of the Territory in order to attract businesses and consumers to the Territory, and provide any other public services to the Territory which the City may deem appropriate from time to time. Special services, as they apply to SSA4, include maintenance of public improvements (e.g. landscaping) together with any such other further services necessary to the accomplishment of the improvement. SSA4 is managed by Downtown Evanston (formerly EvMark), an Illinois not-for-profit corporation. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 310,595 320,000 325,000 320,000 Interest Income 4 - - - Total Revenue 310,599 $ 320,000 $ 325,000 $ 320,000 $ Operating Expenses Services and Supplies 320,000 320,000 325,000 320,000 Total Expenses 320,000 $ 320,000 $ 325,000 $ 320,000 $ Net Surplus (Deficit) (9,401) $ - $ - $ - $ Beginning Fund Balance 154,601 $ 145,200 $ 145,200 $ Ending Fund Balance 145,200 $ 145,200 $ 145,200 $ 143 -- 143 of 260 -- 210 SPECIAL SERVICE AREA (SSA) #4 FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 320,000 $ 320,000 $ 325,000 $ 320,000 $ 62517 - SPECIAL SERVICE AREA AGREEMENT 320,000 320,000 325,000 320,000 Grand Total $ 320,000 $ 320,000 $ 325,000 $ 320,000 144 -- 144 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #215 – Community Development Block Grant Fund Description The City is a federal entitlement community and receives Community Development Block Grant funds annually to address the needs of low- and moderate-income residents. Statutory program goals are to provide decent housing, a suitable living environment, and economic opportunity primarily for residents whose incomes do not exceed 80% of the area median income. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 13,196 590,111 - - Intergovernmental Revenue - 1,400,000 1,663,148 2,595,000 Total Revenue 13,196 $ 1,990,111 $ 1,663,148 $ 2,595,000 $ Operating Expenses Salary and Benefits 268,181 430,821 421,415 452,432 Services and Supplies 70,199 21,823 54,387 3,800 Miscellaneous 74,660 55,500 72,498 1,274,280 Insurance and Other Chargebacks 3,035 6,227 6,227 6,341 Capital Outlay 188,836 827,211 415,000 - Community Sponsored Organizations 210,737 281,500 290,900 - Interfund Transfers 596,849 367,029 402,721 857,772 Total Expenses 1,412,496 $ 1,990,111 $ 1,663,148 $ 2,594,625 $ Net Surplus (Deficit) (1,399,300) $ - $ - $ 375 $ Beginning Fund Balance 1,584,202 $ 184,902 $ 184,902 $ Ending Fund Balance 184,902 $ 184,902 $ 185,277 $ 2016 Initiatives Implement the 2016 Action Plan, the second year of the 2015-2019 Consolidated Plan that governs the use of CDBG, HOME, and ESG. Provide technical assistance to CDBG subrecipients, particularly relating to reporting and financial management shortcomings identified through monitoring. Staff the Housing & Community Development Act Committee. Expand staff input to the Committee on the effectiveness of CDBG sub-recipients in achieving City goals following the Consolidated Plan. Monitor and assess all new and ongoing CDBG-funded activities for compliance with program plans and contractual obligations, including Davis-Bacon prevailing wage requirements. Integrate City Mental Health Board management with CDBG to improve efficiencies for organizations applying for funds from multiple sources, as well as outcome reporting to assess impact on a community-wide basis. Expand outreach about the CDBG program and seek input from low- and moderate-income residents, including those for whom English is a second language. Total Full-Time Equivalent Positions Division 2016 Position Total FTE Community Development Block Grant 4.55 Community Development Block Grant Fund Total 4.55 145 -- 145 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #215 – Community Development Block Grant Performance Report on FY 2015 Major Program Objectives Twenty-eight programs and projects were funded in FY 2015 and five funded in prior years continue to be implemented. Staff developed the 2016 Action Plan and submitted the 2014 Consolidated Plan Annual Performance and Evaluation Report, Contractor-Subcontractor Reports, and Semi-Annual Labor Reports to HUD by their respective due dates. 146 -- 146 of 260 -- 215 CDBG FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget 61010 - REGULAR PAY 158,803 285,266 267,000 283,244 61050 - PERMANENT PART-TIME 35,710 40,554 45,000 42,450 61055 - TEMPORARY EMPLOYEES 900 - - - 61110 - OVERTIME PAY 2,516 - 1,300 - 61415 - TERMINATION PAYOUTS - - 3,450 - 61420 - ANNUAL SICK LEAVE PAYOUT - - 1,315 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) - - 845 - 61510 - HEALTH INSURANCE 32,072 40,860 40,830 67,147 61615 - LIFE INSURANCE 124 515 450 4 61626 - CELL PHONE ALLOWANCE - - 250 414 61630 - SHOE ALLOWANCE - - 155 155 61710 - IMRF 22,746 38,591 35,100 34,185 61725 - SOCIAL SECURITY 12,409 20,294 20,850 20,125 61730 - MEDICARE 2,902 4,741 4,870 4,708 Services and Supplies 70,199 $ 21,823 $ 54,387 $ 3,800 $ 61060 - SEASONAL EMPLOYEES 8,791 - 6,150 - 62190 - GRAFFITI REMOVAL SERVICES 360 - - - 62205 - ADVERTISING 1,029 1,000 500 500 62210 - PRINTING 342 350 200 250 62275 - POSTAGE CHARGEBACKS 55 - 350 350 62280 - OVERNIGHT MAIL CHARGES - - 25 - 62285 - COURIER CHARGES 54 300 - 150 62295 - TRAINING & TRAVEL 43,479 1,500 200 1,500 62315 - POSTAGE 3 1,000 30 - 62345 - COURT COST/LITIGATION - - 140 - 62360 - MEMBERSHIP DUES - 241 250 - 62380 - COPY MACHINE CHARGES 1,500 1,200 1,200 800 64545 - PERSONAL COMPUTER SOFTWARE 1,200 - 1,860 - 65050 - BLDG MAINTENANCE MATERIAL 220 - - - 65085 - MINOR EQUIPMENT & TOOLS - 15,732 15,732 - 65095 - OFFICE SUPPLIES 369 500 1,400 250 65535 - REHAB LOANS 12,799 - 26,350 - Miscellaneous 74,660 $ 55,500 $ 72,498 $ 1,274,280 $ 62490 - OTHER PROGRAM COSTS 10,742 9,500 9,500 1,274,280 62770 - MISCELLANEOUS 1,600 - - - 62825 - SOUTH EVANSTON NEIGHB SE 6,118 - - - 63045 - SUMMER YOUTH EMPLOYMENT 51,900 40,000 49,498 - 63072 - EVANSTON SCHOLARS 4,300 6,000 6,000 - 63073 - CJE SENIOR LIFE - - 7,500 - Insurance and Other Chargebacks 3,035 6,227 6,227 6,341 66025 - TRANSFER TO DEBT SERVICE - ERI 3,035 6,227 6,227 6,341 Capital Outlay 188,836 $ 827,211 $ 415,000 $ - $ 62795 - STREETLIGHT UPGRADE 35,995 75,000 20,000 - 62800 - F/J LOCKER ROOMS - - 25,000 - 62840 - ALLEY PAVING PROGRAM - 400,000 165,000 - 62845 - SPECIAL ASSESSMENTS-ALLEY 6,016 10,000 10,000 - 62911 - ESSENTIAL REPAIRS 5,300 - - - 63030 - CURB/SIDEWALK REPLACEMENT 135,543 99,711 120,000 - 63055 - MCGAW YMCA ELEVATOR - - 75,000 - 63106 - RIDGEVILLE REBA PARK PROJECT 4,600 - - - 65511 - BUILDING IMPROVEMENTS - 150,000 - - 65515 - OTHER IMPROVEMENTS 11 25,000 - - 65625 - FURNITURE & FIXTURES 1,371 - - - 69999 - GENERAL PROJECT EXPENSE - 67,500 - - Community Sponsored Organizations 210,737 $ 281,500 $ 290,900 $ - $ 62890 - INFANT WELFARE SOCIETY - - 19,400 - 62930 - GIRL SCOUTS MAKING CHOICE 4,300 - - - 62935 - EV COMMUNITY DEFENDER 28,000 25,000 25,000 - 62939 - EVANSTON REBUILDING WAREHOUSE - - 7,500 - 62940 - LEGAL ASSIST FOUNDATION 6,000 6,000 6,000 - 62945 - YOUTH JOB CENTER OF EVANSTON 25,000 20,000 20,000 - 62954 - COMMUNITY UNITY 1 20,000 15,000 15,000 - 62955 - YWCA SHELTER PROGRAM 50,500 24,000 24,000 - 62960 - INTERFAITH ACTION COUNCIL 2,400 - - - 62980 - NORTH SHORE SENIOR CENTER 15,000 15,000 15,000 - 62985 - INTERFAITH HOUSING CENTER 11,000 10,000 10,000 - 62995 - FAMILY FOCUS CENTER REHAB - 60,000 67,500 - 63070 - PEER SERVICES - - 15,000 - 63095 - HANDYMAN PROGRAM 10,537 35,000 - - 63120 - MEALS AT HOME 14,000 15,000 15,000 - 63125 - OPEN STUDIO PROJECT 4,000 4,000 4,000 - 63130 - SECOND BAPTIST CHURCH YAM - 3,500 3,500 - 63140 - SCHOOL DIST 65 OAKTON PLAYGROUND - - 5,000 - 67030 - FAMILY FOCUS 20,000 19,000 19,000 - 67045 - YOU - 30,000 20,000 - Interfund Transfers 596,849 $ 367,029 $ 402,721 $ 857,772 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE - 781 780 824 62309 - RENTAL OF AUTO REPLACEMENT - 1,300 1,300 1,300 66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 20,641 20,648 66131 - TRANSFER TO GENERAL FUND 579,401 347,500 380,000 - 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 835,000 Grand Total $ 1,412,496 $ 1,990,111 $ 1,663,148 $ 2,594,625 147 -- 147 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #220 – Community Development Block Grant Loan Fund Description The CDBG Loan Fund is a revolving loan fund. Its purpose is to provide 0-3% interest loans that may be deferred or amortizing to rehab income eligible one- and two-unit owner-occupied residential properties and multi-family rental properties that are occupied by income-eligible households under HUD regulations. It also funds deferred loans for income-eligible homeowners to demolish unsafe garages and dangerous trees. Funds are prioritized for properties with code violations, as well as for energy efficiency and accessibility. This fund was established with HUD approval using Community Development Block Grant funds. Principal and interest payments from loans are returned to the Revolving Loan Fund and are used for additional eligible projects. Additionally, repayments on CDBG loans made to businesses are deposited into this fund and designated for CDBG economic development activities. The fund balance listed below is composed of loan receivables of approximately $2.2 million and the remaining amount in cash. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 45,376 - 116,964 350,000 Charges for Services - - - - Intergovernmental Revenue (5,873) 237,000 - - Total Revenue 39,503 $ 237,000 $ 116,964 $ 350,000 $ Operating Expenses Salary and Benefits - - - - Services and Supplies 39,503 237,100 135,000 340,000 Miscellaneous - - 6,000 10,000 Total Expenses 39,503 $ 237,100 $ 141,000 $ 350,000 $ Net Surplus (Deficit) - $ (100) $ (24,036) $ - $ Beginning Fund Balance 2,350,661 $ 2,350,661 $ 2,326,625 $ Ending Fund Balance 2,350,661 $ 2,326,625 $ 2,326,625 $ 148 -- 148 of 260 -- 220 CDBG LOAN FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 39,503 $ 237,100 $ 135,000 $ 340,000 $ 62190 - GRAFFITI REMOVAL SERVICES - - 35,000 - 62345 - COURT COST/LITIGATION - 100 - - 65525 - PAINT GRANTS 793 - - - 65535 - REHAB LOANS 38,710 237,000 100,000 340,000 Miscellaneous - $ - $ 6,000 $ 10,000 $ 62490 - OTHER PROGRAM COSTS - - 6,000 10,000 Grand Total $ 39,503 $ 237,100 $ 141,000 $ 350,000 149 -- 149 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #225 – Economic Development Fund Description The Economic Development Fund provides support for the implementation of the City Council adopted Economic Development Plan and funding for the City's economic development initiatives as well as staff, consulting services, and marketing efforts needed to support these activities. In addition, the Economic Development Fund is a resource for business assistance, in the form of loans and grants, particularly in areas outside of the six TIF Districts. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Taxes 1,913,372 1,800,000 1,970,000 2,165,000 Other Revenue 45,500 65,500 50,000 50,000 Intergovernmental Revenue - - - - Interest Income 2,831 3,700 100 100 Total Revenue 1,961,703 $ 1,916,700 $ 2,067,600 $ 2,262,600 $ Operating Expenses Salary and Benefits 558,123 672,310 602,509 734,229 Services and Supplies 738,622 912,200 534,485 912,200 Miscellaneous 52,105 916,000 1,355,000 16,000 Insurance and Other Chargebacks 14,271 14,782 14,782 15,322 Capital Outlay 94,978 253,500 253,500 253,500 Community Sponsored Organizations 181 - - - Contingencies - - - - Total Expenses 1,928,435 $ 3,252,528 $ 3,244,012 $ 2,548,699 $ Net Surplus (Deficit) 33,268 $ (1,335,828) $ (1,176,412) $ (286,099) $ Beginning Fund Balance 3,507,203 $ 3,540,471 $ 2,364,059 $ Ending Fund Balance 3,540,471 $ 2,364,059 $ 2,077,960 $ 2016 Initiatives Work with City Council to update Economic Development Plan and implement accordingly Retain and attract locally-based retailers while attracting national retailers to Evanston Complete regular TIF District updates Work with economic development partners to support business retention efforts Enhance support of existing business district associations Continue to support the redevelopment of Evanston Plaza Support the development of a Howard Street theatre Stimulate development on the west side of Evanston, particularly Church/Dodge and Dempster/Dodge Continue support of implementation of the Chicago/Main TIF Plan Implement the Special Service Area District at Main-Chicago-Dempster Increase City interaction with incubator/start-up firms; assist with second-stage expansion Promote the City’s economic development efforts and Evanston’s business successes on the City's Economic Development website, EvanstonEdge.com; pertinent information includes how to start a business, available properties, existing business directories, and newsletter features Support redevelopment efforts on key vacant parcels throughout Evanston Coordinate with the Cultural Arts Program Coordinator on the development of a Downtown Performing Arts Center 150 -- 150 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #225 – Economic Development Implement Evanston’s workforce development vision in coordination with Youth and Young Adult Services Division and the City-wide network of workforce development partners Total Full-Time Equivalent Positions Division 2016 Position Total FTE Economic Development 5.25 Economic Development Fund Total 5.25 Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Number of new businesses located in Evanston 43 54 50 Number of new permanent jobs created 212 600 400 Number of business visits (exclusive of meetings) 154 75 120 151 -- 151 of 260 -- 225 ECONOMIC DEVELOPMENT FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget 61010 - REGULAR PAY 424,124 485,612 437,192 540,346 61110 - OVERTIME PAY 3,017 10,000 4,000 10,000 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 634 - - - 61510 - HEALTH INSURANCE 48,992 76,165 75,000 87,423 61615 - LIFE INSURANCE 106 303 - - 61625 - AUTO ALLOWANCE 541 1,245 1,245 1,245 61626 - CELL PHONE ALLOWANCE 3,321 4,572 4,572 3,900 61710 - IMRF 47,186 57,257 47,000 50,510 61725 - SOCIAL SECURITY 24,407 30,028 27,000 32,993 61730 - MEDICARE 5,793 7,128 6,500 7,812 Services and Supplies 738,622 $ 912,200 $ 534,485 $ 912,200 $ 61060 - SEASONAL EMPLOYEES 3,766 15,000 5,000 15,000 62136 - REDEVELOPMENT CONSULTING SERVICES 2,719 - 45,000 - 62185 - CONSULTING SERVICES 1,655 50,000 40,000 50,000 62210 - PRINTING 78 - - - 62275 - POSTAGE CHARGEBACKS 49 400 200 400 62280 - OVERNIGHT MAIL CHARGES - 200 50 200 62295 - TRAINING & TRAVEL 4,146 8,500 6,000 8,500 62315 - POSTAGE 13 100 50 100 62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 20,416 25,000 28,000 25,000 62360 - MEMBERSHIP DUES 1,305 12,000 9,000 12,000 62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS 264,522 300,000 250,000 300,000 62660 - BUSINESS ATTRACTION 434,141 200,000 50,000 200,000 62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS 120 300,000 100,000 300,000 64545 - PERSONAL COMPUTER SOFTWARE - - 25 - 65010 - BOOKS, PUBLICATIONS, MAPS 482 500 250 500 65025 - FOOD - - 365 - 65095 - OFFICE SUPPLIES 197 500 545 500 65525 - PAINT GRANTS 5,014 - - - Miscellaneous 52,105 $ 916,000 $ 1,355,000 $ 16,000 $ 62490 - OTHER PROGRAM COSTS 18,373 16,000 5,000 16,000 62605 - OTHER CHARGES 33,718 900,000 1,350,000 - 62770 - MISCELLANEOUS 14 - - - Insurance and Other Chargebacks 14,271 $ 14,782 $ 14,782 $ 15,322 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 14,271 14,782 14,782 15,322 Capital Outlay 94,978 $ 253,500 $ 253,500 $ 253,500 $ 65522 - BUSINESS DISTRICT IMPROVEMENTS 93,625 250,000 250,000 250,000 65625 - FURNITURE & FIXTURES 1,354 3,500 3,500 3,500 Community Sponsored Organizations 181 $ - $ - $ - $ 62995 - FAMILY FOCUS CENTER REHAB 181 - - - Interfund Transfers 470,155 $ 483,736 $ 483,736 $ 617,448 $ 66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448 66131 - TRANSFER TO GENERAL FUND 452,707 466,288 466,288 600,000 Grand Total $ 1,928,435 $ 3,252,528 $ 3,244,012 $ 2,548,699 152 -- 152 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #235 – Neighborhood Improvement Fund Description The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-Dodge Shopping Center and the Main Street Commons area. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Taxes 20,000 20,000 20,000 20,000 Total Revenue 20,000 $ 20,000 $ 20,000 $ 20,000 $ Operating Expenses Miscellaneous - 50,000 - 100,000 Total Expenses - $ 50,000 $ - $ 100,000 $ Net Surplus (Deficit) 20,000 $ (30,000) $ 20,000 $ (80,000) $ Beginning Fund Balance 149,915 $ 169,915 $ 189,915 $ Ending Fund Balance 169,915 $ 189,915 $ 109,915 $ 153 -- 153 of 260 -- 235 NEIGHBORHOOD IMPROVEMENT FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Miscellaneous - $ 50,000 $ - $ 100,000 $ 62490 - OTHER PROGRAM COSTS - 50,000 - 100,000 Grand Total $ - $ 50,000 $ - $ 100,000 154 -- 154 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #240 – HOME Fund Description The HOME Investment Partnership Program addresses the affordable housing needs of low- and moderate-income individuals and families by promoting, preserving, and producing affordable housing; providing housing-related services; and funding private and non-profit entities that address these needs. HOME funds are used to: Finance the acquisition and/or rehabilitation of existing residential units; Fund new construction of affordable housing; Fund Tenant Based Rental Assistance (TBRA). Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 27,384 225,200 8,300 8,300 Intergovernmental Revenue - 216,000 457,735 393,868 Interest Income 63 - - - Total Revenue 27,447 $ 441,200 $ 466,035 $ 402,168 $ Operating Expenses Salary and Benefits 22,164 38,171 13,550 48,348 Services and Supplies 924,053 402,529 451,285 352,500 Miscellaneous 716 500 400 500 Capital Outlay 146 - - - Interfund Transfers 13,143 - 800 820 Total Expenses 960,223 $ 441,200 $ 466,035 $ 402,168 $ Net Surplus (Deficit) (932,776) $ - $ - $ - $ Beginning Fund Balance 5,512,855 $ 4,580,079 $ 4,580,079 $ Ending Fund Balance 4,580,079 $ 4,580,079 $ 4,580,079 $ 2016 Initiatives Finance the acquisition and rehab of housing units for affordable rental. Provide rental assistance through TBRA to 15 eligible households with children under the age of 18. Total Full-Time Equivalent Positions Division 2016 Position Total FTE HOME Fund 0.50 HOME Fund Total 0.50 Ongoing Activity Measures 2014 Actual 2015 Estimated 2016 Projected Number of housing units acquired and/or rehabbed 10 52 70 Number of households helped with TBRA 18 20 15 Housing and Homeless Commission meetings 10 7 10 155 -- 155 of 260 -- 240 HOME FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 22,164 $ 38,171 $ 13,550 $ 48,348 $ 61010 - REGULAR PAY 16,310 31,956 10,000 40,902 61510 - HEALTH INSURANCE 2,735 - - - 61710 - IMRF 1,887 3,768 1,050 4,316 61725 - SOCIAL SECURITY 998 1,983 2,000 2,536 61730 - MEDICARE 233 464 500 594 Services and Supplies 924,053 $ 402,529 $ 451,285 $ 352,500 $ 62185 - CONSULTING SERVICES - 500 600 500 62285 - COURIER CHARGES - - 110 - 62295 - TRAINING & TRAVEL 419 1,000 375 1,000 62360 - MEMBERSHIP DUES 200 1,000 200 1,000 65535 - REHAB LOANS 923,434 400,029 450,000 350,000 Miscellaneous 716 $ 500 $ 400 $ 500 $ 62490 - OTHER PROGRAM COSTS 716 500 400 500 Capital Outlay 146 $ - $ - $ - $ 65502 - CONSTRUCTION 146 - - - Interfund Transfers 13,143 $ - $ 800 $ 820 $ 66130 - TRANSFER TO INSURANCE FUND - - 800 820 66131 - TRANSFER TO GENERAL FUND 13,143 - - - Grand Total $ 960,223 $ 441,200 $ 466,035 $ 402,168 156 -- 156 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #250 – Affordable Housing Fund Description The Affordable Housing Fund addresses the housing needs of low- and moderate-income individuals and families by promoting, preserving, and producing affordable housing; providing housing-related services; and providing support for non-profit organizations that actively address these housing needs, through: Funding a comprehensive tenant/landlord program through Open Communities. Providing funds for the acquisition, rehabilitation, and new construction of affordable housing. Providing funding support for the Homeless Management Information System (HMIS). Providing funding support for transitional housing, housing education, and related services. Providing local match funds for Federal housing grants where appropriate. Funding critical housing initiatives that are not eligible for Federal HOME funds. The fund balance listed below is composed of loan receivables of approximately $1.7 million and the remaining amount in cash. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Taxes 30,000 30,000 60,000 30,000 Other Revenue 160,525 374,772 130,400 130,400 Interfund Transfers - - - - Interest Income 256 228 - 228 Total Revenue 190,781 $ 405,000 $ 190,400 $ 160,628 $ Operating Expense Salary and Benefits - - - 48,347 Services and Supplies 23,949 350,000 - 350,000 Debt Service - - - - Interfund Transfers 13,990 - - Total Expenses 94,939 $ 405,000 $ 61,000 $ 474,347 $ Net Surplus (Deficit) 95,842 $ - $ 129,400 $ (313,719) $ Beginning Fund Balance 2,451,078 $ 2,546,920 $ 2,676,320 $ Ending Fund Balance 2,546,920 $ 2,676,320 $ 2,362,601 $ Notes for Financial Summary: Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued under the Affordable Housing program. Total Full-Time Equivalent Positions Division 2016 Position Total FTE Affordable Housing Fund 0.50 Affordable Housing Fund Total 0.50 157 -- 157 of 260 -- 250 AFFORDABLE HOUSING FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits - $ - $ - $ 48,347 $ 61010 - REGULAR PAY - - - 40,902 61710 - IMRF - - - 4,316 61725 - SOCIAL SECURITY - - - 2,536 61730 - MEDICARE - - - 593 Services and Supplies 23,949 $ 350,000 $ - $ 350,000 $ 62295 - TRAINING & TRAVEL 375 - - - 65095 - OFFICE SUPPLIES 18 - - - 65530 - REHAB GRANTS - - - 50,000 65535 - REHAB LOANS 23,556 350,000 - 300,000 Miscellaneous 57,000 $ 55,000 $ 61,000 $ 76,000 $ 62490 - OTHER PROGRAM COSTS 27,000 - 60,000 60,000 62770 - MISCELLANEOUS 30,000 55,000 1,000 16,000 Interfund Transfers 13,990 $ - $ - $ - $ 66131 - TRANSFER TO GENERAL FUND 13,990 - - - Grand Total $ 94,939 $ 405,000 $ 61,000 $ 474,347 158 -- 158 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #300 – Washington National TIF Fund Description The City Council adopted the Washington National Tax Increment Financing 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. This fund is responsible for the receipt of all debt proceeds issued and allocated to the TIF, as well as principal and interest payments on outstanding debt. The Washington National TIF typically transfers funds to the Parking Garage Fund and Parking Fund to assist with debt payments related to the Sherman Avenue Parking Garage. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 4,969,568 4,900,000 4,833,000 5,145,000 Interest Income 13,420 10,000 2,000 2,000 Total Revenue 4,982,987 $ 4,910,000 $ 4,835,000 $ 5,147,000 $ Operating Expenses Services and Supplies 36,978 - - 1,000,000 Miscellaneous 74,003 500,000 75,000 500,000 Capital Outlay 246 1,800,000 - - Debt Service 577,280 575,000 575,000 - Interfund Transfers 3,256,296 3,265,296 3,265,296 6,287,683 Total Expenses 3,944,802 $ 6,140,296 $ 3,915,296 $ 7,787,683 $ Net Surplus (Deficit) 1,038,186 $ (1,230,296) $ 919,704 $ (2,640,683) $ Beginning Fund Balance 5,148,518 $ 6,186,704 $ 7,106,408 $ Ending Fund Balance 6,186,704 $ 7,106,408 $ 4,465,725 $ 159 -- 159 of 260 -- 300 WASHINGTON NATIONAL TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 36,978 $ - $ - $ 1,000,000 $ 62185 - CONSULTING SERVICES 1,978 - - - 62216 - ART PROJECT 35,000 - - - 62665 - CONTRIB TO OTHER AGENCIES - - - 1,000,000 Miscellaneous 74,003 $ 500,000 $ 75,000 $ 500,000 $ 62605 - OTHER CHARGES 74,003 500,000 75,000 500,000 Capital Outlay 246 $ 1,800,000 $ - $ - $ 65515 - OTHER IMPROVEMENTS 246 1,800,000 - - Debt Service 577,280 $ 575,000 $ 575,000 $ - $ 66017 - BAD DEBT EXPENSE 67,280 - - - 68305 - DEBT SERVICE- PRINCIPAL 455,000 545,000 545,000 - 68315 - DEBT SERVICE- INTEREST 55,000 30,000 30,000 - Interfund Transfers 3,256,296 $ 3,265,296 $ 3,265,296 $ 6,287,683 $ 66020 - TRANSFERS TO OTHER FUNDS 2,925,296 2,925,296 2,925,296 3,607,683 66131 - TRANSFER TO GENERAL FUND 331,000 340,000 340,000 350,000 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 2,330,000 Grand Total $ 3,944,802 $ 6,140,296 $ 3,915,296 $ 7,787,683 160 -- 160 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #305 – Special Service Area #5 Fund Description The City Council adopted Special Service Area #5 (SSA #5) on June 27, 1994. Special Service Area #5 is comprised of the City’s downtown business district. The City Council also approved a $9,500,000 Downtown Public Works Improvement Program for Area #5. The ordinances establishing the area authorized the issuance of up to $5,000,000 in Special Service Area bonds. On June 21, 1995, the City sold $3,060,000 of the Special Service Area bonds at public bid, and sold another $1,940,000 of service bonds on July 9, 1996. The City issued series 2002C bonds in October 2002. A portion of the proceeds were used to refund series 1995 and series 1996 SSA #5 property tax bonds. The City issued Series 2012A Bonds in July 2012. A portion of the proceeds were used to retire 2002C Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 428,515 425,000 428,800 - Interest Income 5 300 300 300 Total Revenue 428,521 $ 425,300 $ 429,100 $ 300 $ Operating Expenses Services and Supplies - - - 51,399 Debt Service 442,050 425,175 425,175 416,872 Total Expenses 442,050 $ 425,175 $ 425,175 $ 468,271 $ Net Surplus (Deficit) (13,529) $ 125 $ 3,925 $ (467,971) $ Beginning Fund Balance 477,575 $ 464,046 $ 467,971 $ Ending Fund Balance 464,046 $ 467,971 $ - $ 161 -- 161 of 260 -- 305 SPECIAL SERVICE AREA (SSA) #5 FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies - $ - $ - $ 51,399 $ 62665 - CONTRIB TO OTHER AGENCIES - - - 51,399 Debt Service 442,050 $ 425,175 $ 425,175 $ 416,872 $ 68305 - DEBT SERVICE- PRINCIPAL 380,000 390,000 390,000 405,000 68315 - DEBT SERVICE- INTEREST 62,050 35,175 35,175 11,872 Grand Total $ 442,050 $ 425,175 $ 425,175 $ 468,271 162 -- 162 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #310 – Howard-Hartrey TIF Fund Description The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the Howard-Hartrey TIF – on April 27, 1992. The TIF District consists of a 23-acre site located at 2201 West Howard Street in the southwest corner of the city. The development consists of a shopping center with several large stores. The total project cost is estimated to be $39,266,932, of which the City provided $7,390,000 in land acquisition and public improvement costs. This fund is responsible for the payment of principal and interest on any outstanding debt service associated with this TIF. The debt service payment schedule extends through FY 2015. The TIF was expanded to include property north of the existing TIF that included property at 222 Hartrey, a property acquired for use by the car dealership, Autobarn. Approximately $2,500,000 was approved by City Council in April 2014 in support of rehabilitation at the property. Work is expected to be completed by early 2016. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 1,140,311 1,150,000 1,248,250 1,300,000 Interest Income 13,819 4,500 2,000 2,000 Total Revenue 1,154,130 $ 1,154,500 $ 1,250,250 $ 1,302,000 $ Operating Expenses Services and Supplies 1,003,464 - - - Miscellaneous 217,435 2,500,000 2,500,000 200,000 Capital Outlay 246 1,000,000 15,000 - Debt Service 776,153 - - - Interfund Transfers 144,400 148,010 148,010 1,752,450 Total Expenses 2,141,697 $ 3,648,010 $ 2,663,010 $ 1,952,450 $ Net Surplus (Deficit) (987,566) $ (2,493,510) $ (1,412,760) $ (650,450) $ Beginning Fund Balance 3,357,049 $ 2,369,483 $ 956,723 $ Ending Fund Balance 2,369,483 $ 956,723 $ 306,273 $ s 163 -- 163 of 260 -- 310 HOWARD-HARTREY TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 1,003,464 $ - $ - $ - $ 62185 - CONSULTING SERVICES 1,978 - - - 62665 - CONTRIB TO OTHER AGENCIES 1,000,000 - - - 65050 - BLDG MAINTENANCE MATERIAL 1,486 - - - Miscellaneous 217,435 $ 2,500,000 $ 2,500,000 $ 200,000 $ 62605 - OTHER CHARGES 217,435 2,500,000 2,500,000 200,000 Capital Outlay 246 $ 1,000,000 $ 15,000 $ - $ 65515 - OTHER IMPROVEMENTS 246 1,000,000 15,000 - Debt Service 776,153 $ - $ - $ - $ 66017 - BAD DEBT EXPENSE 52,065 - - - 68305 - DEBT SERVICE- PRINCIPAL 685,000 - - - 68315 - DEBT SERVICE- INTEREST 39,088 - - - Interfund Transfers 144,400 $ 148,010 $ 148,010 $ 1,752,450 $ 66131 - TRANSFER TO GENERAL FUND 144,400 148,010 148,010 152,450 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 1,600,000 Grand Total $ 2,141,697 $ 3,648,010 $ 2,663,010 $ 1,952,450 164 -- 164 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #315 – Southwest TIF Fund Description The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The Southwest TIF District consists of approximately 12 acres of contiguous land located in the area generally known as the city's southwest industrial corridor and is roughly bounded by Main Street on the north, Pitner Avenue on the east, and the North Shore Channel and Main Street Shopping Plaza on the west. In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990 General Obligation (GO) bonds on September 24, 1990, of which $2,100,000 of the proceeds were used for the redevelopment project. Debt service on the TIF District share of the obligation is eventually expected to be met by property tax increment revenues derived from the project. This separate debt service fund is established in accordance with law and is called the Southwest Special Tax Allocation Fund in order to account for the payment of the debt service associated with municipal debt issued for the Southwest TIF District. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 607,662 - - - Interest Income 6 - - - Total Revenue 607,668 $ - $ - $ - $ Operating Expenses Services and Supplies 1,978 861,217 893,665 - Capital Outlay 15,600 - - - Interfund Transfers 29,500 - - - Total Expenses 47,077 $ 861,217 $ 893,665 $ - $ Net Surplus (Deficit) 560,591 $ (861,217) $ (893,665) $ - $ Beginning Fund Balance 333,074 $ 893,665 $ Ending Fund Balance 893,665 $ - $ 165 -- 165 of 260 -- 315 SOUTHWEST TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 1,978 $ 861,217 $ 893,665 $ - $ 62185 - CONSULTING SERVICES 1,978 - - - 62665 - CONTRIB TO OTHER AGENCIES - 861,217 893,665 - Capital Outlay 15,600 $ - $ - $ - $ 65515 - OTHER IMPROVEMENTS 15,600 - - - Interfund Transfers 29,500 $ - $ - $ - $ 66131 - TRANSFER TO GENERAL FUND 29,500 - - - Grand Total $ 47,077 $ 861,217 $ 893,665 $ - 166 -- 166 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #320 – Debt Service Fund Description The budgeted property tax revenue for FY 2016 is on the cash basis and represents 2015 levy, which will primarily be received in calendar year 2016. The FY 2016 expenditures are budgeted on cash basis and are the actual payments required to be made during the fiscal year according to debt maturity schedules. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 11,237,317 10,879,993 11,120,000 10,879,993 Interfund Transfers 1,797,563 2,743,836 2,743,836 2,646,291 Interest Income 11,934 1,500 4,000 1,500 Total Revenue 13,046,814 $ 13,625,329 $ 25,342,836 $ 13,527,784 $ Operating Expenses Services and Supplies 79,120 292,320 242,320 315,770 Miscellaneous - 193,285 100,000 - Debt Service 12,780,039 13,432,509 24,352,182 15,963,682 Total Expenses 12,859,158 $ 13,918,114 $ 24,694,502 $ 16,279,452 $ Net Surplus (Deficit) 187,656 $ (292,785) $ 648,334 $ (2,751,668) $ Beginning Fund Balance 3,609,131 $ 3,796,787 $ 4,445,121 $ Ending Fund Balance 3,796,787 $ 4,445,121 $ 1,693,453 $ 167 -- 167 of 260 -- 320 DEBT SERVICE FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 79,120 $ 292,320 $ 242,320 $ 315,770 $ 62350 - FISCAL AGENT SERVICES 42,870 101,000 51,000 120,250 62716 - BOND ISSUANCE COSTS 36,250 - - - 62721 - ESCROW FUNDING - 191,320 191,320 195,520 Miscellaneous - $ 193,285 $ 100,000 $ - $ 62770 - MISCELLANEOUS - 193,285 100,000 - Debt Service 12,780,039 $ 13,432,509 $ 24,352,182 $ 15,963,682 $ 66017 - BAD DEBT EXPENSE 12,614 - - - 68305 - DEBT SERVICE- PRINCIPAL 8,519,672 9,111,798 20,441,798 11,531,880 68315 - DEBT SERVICE- INTEREST 4,247,753 4,320,711 3,910,384 4,431,802 Grand Total $ 12,859,158 $ 13,918,114 $ 24,694,502 $ 16,279,452 168 -- 168 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #330 – Howard-Ridge TIF Fund Description The City Council adopted the Howard-Ridge Tax Increment Financing (TIF) District on January 26, 2004. The TIF District is generally bounded on the north by various parcels that front Howard Street and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line, on the south by City boundaries, and on the west by Ridge Avenue. The TIF District contains mixed residential uses, retail/commercial properties, and institutional uses. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 444,587 545,000 531,762 550,000 Other Revenue 61,932 300,500 120,000 1,120,000 Interest Income 211 500 1,785 100 Total Revenue 506,731 $ 846,000 $ 653,547 $ 1,670,100 $ Operating Expenses Services and Supplies 553,958 490,000 518,000 538,000 Miscellaneous - - 15 - Capital Outlay 166,921 200,000 20,000 1,000,000 Community Sponsored Organizations - - - - Debt Service 2,507 600 600 600 Interfund Transfers 105,500 107,500 107,500 107,500 Total Expenses 828,885 $ 798,100 $ 646,115 $ 1,646,100 $ Net Surplus (Deficit) (322,154) $ 47,900 $ 7,432 $ 24,000 $ Beginning Fund Balance 581,273 $ 259,119 $ 266,551 $ Ending Fund Balance 259,119 $ 266,551 $ 290,551 $ 169 -- 169 of 260 -- 330 HOWARD-RIDGE TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 553,958 $ 490,000 $ 518,000 $ 538,000 $ 62136 - REDEVELOPMENT CONSULTING SERVICES 4,590 - - - 62185 - CONSULTING SERVICES 1,978 - - - 62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - - 23,000 23,000 62706 - REVENUE SHARING AGREEMENTS 544,086 490,000 490,000 510,000 64015 - NATURAL GAS 3,304 - 5,000 5,000 Miscellaneous - $ - $ 15 $ - $ 62490 - OTHER PROGRAM COSTS - - 15 - Capital Outlay 166,921 $ 200,000 $ 20,000 $ 1,000,000 $ 65507 - PROPERTY ACQUISITIONS 176,032 200,000 - 1,000,000 65509 - PROPERTY REHAB WORK - - 20,000 - 65511 - BUILDING IMPROVEMENTS (9,358) - - - 65515 - OTHER IMPROVEMENTS 246 - - - Debt Service 2,507 $ 600 $ 600 $ 600 $ 66017 - BAD DEBT EXPENSE 1,935 - - - 68315 - DEBT SERVICE- INTEREST 572 600 600 600 Interfund Transfers 105,500 $ 107,500 $ 107,500 $ 107,500 $ 66020 - TRANSFERS TO OTHER FUNDS 45,500 47,500 47,500 47,500 66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000 Grand Total $ 828,885 $ 798,100 $ 646,115 $ 1,646,100 170 -- 170 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #335 – West Evanston TIF Fund Description The City Council adopted the West Evanston Tax Increment Financing (TIF) District in September 2005. The TIF District is generally bounded on the north by Emerson Street and by various parcels that front Church Street, on the east by parcels that front Florence Avenue and Dodge Avenue, on the south by Dempster Street properties that front Dempster Street and Greenleaf Street, and on the west by the City of Evanston's border, properties that front Hartrey Avenue, and the property that fronts the west side of Dodge Avenue. The TIF District contains mixed residential uses, retail, commercial, industrial and institutional uses. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 100,262 105,000 - - Interest Income 765 100 200 150 Total Revenue 101,027 $ 105,100 $ 200 $ 150 $ Operating Expenses Services and Supplies 1,978 - - - Miscellaneous 61,950 95,000 - - Capital Outlay 246 - - - Debt Service 14,122 10,000 8,000 10,000 Interfund Transfers 60,000 60,000 60,000 30,000 Total Expenses 138,295 $ 165,000 $ 68,000 $ 40,000 $ Net Surplus (Deficit) (37,269) $ (59,900) $ (67,800) $ (39,850) $ Beginning Fund Balance 537,639 $ 500,370 $ 432,570 $ Ending Fund Balance 500,370 $ 432,570 $ 392,720 $ 171 -- 171 of 260 -- 335 WEST EVANSTON TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 1,978 $ - $ - $ - $ 62185 - CONSULTING SERVICES 1,978 - - - Miscellaneous 61,950 $ 95,000 $ - $ - $ 62605 - OTHER CHARGES 61,950 95,000 - - Capital Outlay 246 $ - $ - $ - $ 65515 - OTHER IMPROVEMENTS 246 - - - Debt Service 14,122 $ 10,000 $ 8,000 $ 10,000 $ 66017 - BAD DEBT EXPENSE 7,095 - - - 68315 - DEBT SERVICE- INTEREST 7,027 10,000 8,000 10,000 Interfund Transfers 60,000 $ 60,000 $ 60,000 $ 30,000 $ 66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 30,000 Grand Total $ 138,295 $ 165,000 $ 68,000 $ 40,000 172 -- 172 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #340 – Dempster-Dodge TIF Fund Description The City Council approved the creation of the Dempster-Dodge Tax Increment Financing (TIF) District on June 25, 2013. The Dempster-Dodge TIF District area is comprised of a single parcel. This parcel is a shopping center located at the southwest corner of the intersection of Dempster Street and Dodge Avenue. This fund does not have any expenses budgeted for FY 2015. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes - - - - Other Revenue - - 2,000,000 50,000 Total Revenue - $ - $ 2,000,000 $ 50,000 $ Operating Expenses Services and Supplies - - 2,000,000 - Debt Service - - 10,000 40,000 Total Expenses - $ - $ 2,010,000 $ 40,000 $ Net Surplus (Deficit) - $ - $ (10,000) $ 10,000 $ Beginning Fund Balance - $ - $ - $ (10,000) $ Ending Fund Balance - $ - $ (10,000) $ - $ 173 -- 173 of 260 -- 340 DEMPSTER-DODGE TIF FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies - $ - $ 2,000,000 $ - $ 62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - - 2,000,000 - Debt Service - $ - $ 10,000 $ 40,000 $ 68315 - DEBT SERVICE- INTEREST - - 10,000 40,000 Grand Total $ - $ - $ 2,010,000 $ 40,000 174 -- 174 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #345 – Chicago-Main TIF Fund Description The City Council adopted the Chicago/Main Tax Increment Financing (TIF) district #8 in January 2013. The goal of this TIF district is to support the continued development of the thriving business district located near the intersection of Chicago Avenue and Main Street. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes - - - 75,000 Other Revenue - 2,900,000 2,900,000 - Total Revenue - $ 2,900,000 $ 2,900,000 $ 75,000 $ Operating Expenses Services and Supplies - - - - Capital Outlay 2,900,000 2,900,000 - Debt Service - - 10,000 43,500 Total Expenses - $ 2,900,000 $ 2,910,000 $ 43,500 $ Net Surplus (Deficit) - $ - $ (10,000) $ 31,500 $ Beginning Fund Balance - $ - $ - $ (10,000) $ Ending Fund Balance - $ - $ (10,000) $ 21,500 $ 175 -- 175 of 260 -- 345 CHICAGO-MAIN TIF FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Capital Outlay - $ 2,900,000 $ 2,900,000 $ - $ 62483 - DEVELOPER FEES - 2,900,000 2,900,000 - Debt Service 7,930 $ 43,500 $ 10,000 $ 43,500 $ 68315 - DEBT SERVICE- INTEREST 7,930 43,500 10,000 43,500 Grand Total $ 43,500 $ 2,943,500 $ 2,910,000 $ 43,500 176 -- 176 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #350 – Special Service Area #6 Fund Description The City Council adopted Special Service Area #6 (SSA #6) on July 13, 2015. Special Service Area #6 is comprised of the commercial areas of Dempster Street, Chicago Avenue, and Main Street. SSA #6 is intended to provide marketing as well as aesthetic and streetscape improvements such as signage, lighting, landscaping, additional garbage collections and holiday decorations to the area. SSA #6 will remain in place for 12 years, for which the tax cap will be set at 0.45% of the equalized assessed value. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes - - - 210,000 Interest Income - - - 500 Total Revenue - $ - $ - $ 210,500 $ Operating Expenses Services and Supplies - - - 200,000 Total Expenses - $ - $ - $ 200,000 $ Net Surplus (Deficit) - $ - $ - $ 10,500 $ Beginning Fund Balance - $ - $ Ending Fund Balance - $ 10,500 $ 177 -- 177 of 260 -- 350 SPECIAL SERVICE AREA (SSA) #6 FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies - $ 200,000 $ - $ 200,000 $ 62272 - OTHER PROFESSIONAL SERVICES - 200,000 - 200,000 Grand Total $ - $ 200,000 $ - $ 200,000 178 -- 178 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #415 – Capital Improvements Fund Description This fund accounts for all capital outlay expenditures not included in other funds as outlined in the detailed Capital Improvement Plan. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 8,972,454 7,360,650 7,850,000 9,248,000 Interfund Transfers 936,500 625,000 625,000 6,471,000 Intergovernmental Revenue 222,778 4,774,000 - 4,841,615 Interest Income 3,494 10,000 3,000 - Total Revenue 10,135,226 $ 12,769,650 $ 8,478,000 $ 20,560,615 $ Operating Expenses Miscellaneous 4,472 - - - Capital Outlay 6,702,505 17,482,150 14,800,000 22,279,615 Debt Service - - - Interfund Transfers 475,000 980,000 490,000 490,000 Total Expenses 7,181,977 $ 18,462,150 $ 15,290,000 $ 22,769,615 $ Net Surplus (Deficit) 2,953,249 $ (5,692,500) $ (6,812,000) $ (2,209,000) $ Beginning Fund Balance 5,217,677 $ 8,170,926 $ 1,358,926 $ Ending Fund Balance 8,170,926 $ 1,358,926 $ (850,074) $ 179 -- 179 of 260 -- 415 CAPITAL IMPROVEMENTS FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 4,472 $ - $ - $ - $ 61110 - OVERTIME PAY 3,749 - - - 61710 - IMRF 442 - - - 61725 - SOCIAL SECURITY 228 - - - 61730 - MEDICARE 53 - - - Services and Supplies 701,494 $ 60,000 $ - $ - $ 62135 - ARCHITECTURAL SERVICES 68,703 - - - 62145 - ENGINEERING SERVICES 213,136 - - - 62150 - CONSTRUCTION ENGINEERING SERVICES 178,332 - - - 62171 - SURVEYING FEES 8,650 - - - 62185 - CONSULTING SERVICES 19,000 - - - 62205 - ADVERTISING 82 - - - 62280 - OVERNIGHT MAIL CHARGES 205 - - - 62385 - TREE SERVICES 132,400 - - - 62705 - BANK SERVICE CHARGES 193 - - - 62716 - BOND ISSUANCE COSTS 60,195 60,000 - - 65050 - BLDG MAINTENANCE MATERIAL 20,599 - - - Capital Outlay 7,288,509 $ 17,482,150 $ 14,800,000 $ 22,279,615 $ 65502 - CONSTRUCTION 1,427,097 - - - 65510 - BUILDINGS 273,090 - - - 65511 - BUILDING IMPROVEMENTS 99,733 - - - 65515 - OTHER IMPROVEMENTS 5,364,883 17,482,150 14,800,000 22,279,615 65625 - FURNITURE & FIXTURES 9,775 - - - 65653 - CONSTRUCTION FEES 113,931 - - - Debt Service 190,364 $ - $ - $ - $ 66017 - BAD DEBT EXPENSE 190,364 - - - Interfund Transfers 1,547,810 $ 980,000 $ 490,000 $ 490,000 $ 66020 - TRANSFERS TO OTHER FUNDS 1,072,810 - - - 66131 - TRANSFER TO GENERAL FUND 475,000 980,000 490,000 490,000 Grand Total $ 9,732,649 $ 18,522,150 $ 15,290,000 $ 22,769,615 180 -- 180 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #420 – Special Assessment Fund Description The Special Assessment Fund serves as a collection center for special assessments by residential homeowners for their share of the cost of alley paving. Beginning in FY 10-11, 100% of alley paving costs (homeowner and City share) was paid out of this fund. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 506,435 250,000 250,000 250,000 Interest Income 32,271 51,033 51,200 51,033 Special Assessment 137,960 180,167 180,000 180,167 Total Revenue 676,665 $ 481,200 $ 481,200 $ 481,200 $ Operating Expenses Services and Supplies 3,251 - - - Insurance and Other Chargebacks 620 - - - Capital Outlay 53,738 501,000 - - Debt Service 3,084 - - - Interfund Transfers 169,848 260,698 260,968 382,250 Total Expenses 230,541 $ 761,698 $ 260,968 $ 382,250 $ Net Surplus (Deficit) 446,124 $ (280,498) $ 220,232 $ 98,950 $ Beginning Fund Balance 2,072,444 $ 2,518,568 $ 2,738,800 $ Ending Fund Balance 2,518,568 $ 2,738,800 $ 2,837,750 $ 181 -- 181 of 260 -- 420 SPECIAL ASSESSMENT FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 3,251 $ - $ - $ - $ 62705 - BANK SERVICE CHARGES 1 - - - 62716 - BOND ISSUANCE COSTS 3,250 - - - Insurance and Other Chargebacks 620 $ - $ - $ - $ 66042 - LIABILITY LEGAL FEES AND EXPENSES 620 - - - Capital Outlay 53,738 $ 501,000 $ - $ - $ 65515 - OTHER IMPROVEMENTS 53,738 501,000 - - Debt Service 3,084 $ - $ - $ - $ 66017 - BAD DEBT EXPENSE 3,084 - - - Interfund Transfers 169,848 $ 260,698 $ 260,968 $ 382,250 $ 66020 - TRANSFERS TO OTHER FUNDS 169,848 260,698 260,968 282,250 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 100,000 Grand Total $ 230,541 $ 761,698 $ 260,968 $ 382,250 182 -- 182 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #505 – Parking Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Taxes (36) - - - Other Revenue 90,966 115,236 121,130 119,216 Licenses, Permits and Fees 850 - 150 - Charges for Services 5,964,469 6,590,400 6,272,900 6,444,675 Interfund Transfers 2,925,296 3,711,770 3,711,770 3,711,770 Interest Income 31,645 35,070 35,070 35,070 Total Revenue 9,037,314 $ 10,464,601 $ 10,153,145 $ 10,322,856 $ Operating Expenses Salary and Benefits 1,358,672 1,442,683 1,337,527 1,485,289 Services and Supplies 2,811,302 3,318,189 3,389,579 3,301,275 Miscellaneous - 252,000 - 252,000 Capital Outlay (79,159) 3,529,850 2,875,556 3,474,000 Contingencies 9,686 12,965 5,800 11,000 Debt Service 727,892 3,917,652 4,013,861 3,917,652 Depreciation Expense 2,785,161 1,943,217 2,692,694 2,873,395 Interfund Transfers 1,240,883 1,242,738 1,242,738 1,623,431 Total Expenses 8,854,437 $ 15,659,294 $ 15,557,755 $ 16,938,042 $ Net Surplus (Deficit) 182,877 $ (5,194,693) $ (5,404,610) $ (6,615,186) $ Beginning Fund Balance 14,418,330 $ 12,814,717 $ 12,585,490 $ Restricted for Capital Projects Fund Balance 2,034,004 $ Ending Fund Balance 12,814,717 $ 12,585,490 $ 5,970,304 $ Total Full-Time Equivalent Positions Division 2015 Position Total FTE Parking System Management 6.50 Parking Lots and Meters 8.00 Maple Garage 1.00 Parking Fund Total 15.50 2016 Initiatives Continue to develop strategies to provide adequate and reasonable parking for business and employees in partnership with Community and Economic Development in an effort to bring business opportunities to the City. This will be a continuing initiative in every fiscal year Develop an RFP/Bid Document and select a firm by September 2016 for the replacement of cameras in the three downtown parking decks. The current equipment has reached its useful life cycle and needs to be upgraded providing enhanced security. Work with the IT Division on the reducing costs for processing credit and other forms of monetary transactions at the parking garages by researching alternatives to DSL Work with revenue in developing an RFP/Bid Document and select a firm by May 2016 for the replacement of cashiering and parking citation management program Staff to continue training and familiarization using the New World financial system Staff to continue training and familiarization of new Duncan and Cale parking meter technology 183 -- 183 of 260 -- 505 PARKING SYSTEM FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 1,358,672 $ 1,442,683 $ 1,337,527 $ 1,485,289 $ 61010 - REGULAR PAY 947,025 1,045,230 949,065 1,076,064 61110 - OVERTIME PAY 24,562 21,000 29,000 23,000 61114 - SNOW OT 1,332 - - - 61210 - LONGEVITY 7,114 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 1,330 - - - 61420 - ANNUAL SICK LEAVE PAYOUT 3,227 - 2,798 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 5,428 - 8,329 - 61447 - OPEB EXPENSES 3,828 - - - 61510 - HEALTH INSURANCE 173,265 169,672 165,417 188,252 61615 - LIFE INSURANCE 432 492 477 23 61626 - CELL PHONE ALLOWANCE 754 852 852 672 61630 - SHOE ALLOWANCE 1,354 1,473 1,473 1,318 61710 - IMRF 114,432 123,660 108,661 113,349 61725 - SOCIAL SECURITY 59,793 65,082 57,340 66,952 61730 - MEDICARE 13,984 15,222 14,115 15,659 61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010) 812 - - - Services and Supplies 2,811,302 $ 3,318,189 $ 3,389,579 $ 3,301,275 $ 61060 - SEASONAL EMPLOYEES 5,241 10,833 7,700 5,833 62210 - PRINTING - 83 50 83 62225 - BLDG MAINTENANCE SERVICES 6,673 14,000 9,000 14,000 62230 - IMPROVEMENT MAINT SERVICE 28,013 50,000 25,000 40,000 62245 - OTHER EQMT MAINTENANCE 31,961 55,740 55,740 55,740 62275 - POSTAGE CHARGEBACKS 1,983 1,500 2,000 2,000 62280 - OVERNIGHT MAIL CHARGES 157 - - - 62295 - TRAINING & TRAVEL 439 1,100 1,932 1,100 62315 - POSTAGE 37 - - - 62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 19,541 42,000 42,000 42,000 62350 - FISCAL AGENT SERVICES - 500 500 500 62360 - MEMBERSHIP DUES 1,045 1,500 1,500 1,500 62375 - RENTALS 52,561 62,000 62,000 62,000 62400 - CONTRACT SVC-PARKING GARAGE 1,592,297 1,660,588 1,660,588 1,672,588 62425 - ELEVATOR CONTRACT COSTS 71,067 103,476 102,617 105,700 62431 - ARMORED CAR SERVICES 37,052 65,000 65,000 65,000 62509 - SERVICE AGREEMENTS/ CONTRACTS 228,939 219,200 332,100 214,100 62635 - OTHER INSURANCE - 35,000 35,000 35,000 62660 - BUSINESS ATTRACTION 84,717 95,000 95,000 95,000 62705 - BANK SERVICE CHARGES 255,120 237,900 262,900 237,900 62715 - AMORT.& BOND COSTS (96,003) - - - 64005 - ELECTRICITY 287,114 333,000 291,000 321,000 64015 - NATURAL GAS 1,034 1,100 1,100 1,100 64505 - TELECOMMUNICATIONS 55,795 54,755 54,755 56,100 64540 - TELECOMMUNICATIONS - WIRELESS 2,607 2,700 2,700 2,700 65005 - AGRI/BOTANICAL SUPPLIES 938 4,000 2,000 4,000 65020 - CLOTHING (108) 833 833 833 65040 - JANITORIAL SUPPLIES - 833 400 600 65045 - LICENSING/REGULATORY SUPP - 4,165 4,165 4,165 65050 - BLDG MAINTENANCE MATERIAL 24,834 29,800 20,000 27,500 65070 - OFFICE/OTHER EQT MTN MATL 113,782 230,000 250,416 230,000 65085 - MINOR EQUIPMENT & TOOLS 757 833 833 833 65090 - SAFETY EQUIPMENT - - - 1,500 65095 - OFFICE SUPPLIES 414 750 750 900 65570 - SERVICES LICENSES & SUPPORT FEE 3,297 - - - Miscellaneous - $ 252,000 $ - $ 252,000 $ 62603 - DIVVY OPERATING EXPENSES - 252,000 - 252,000 Capital Outlay (79,159) $ 3,529,850 $ 2,875,556 $ 3,474,000 $ 65515 - OTHER IMPROVEMENTS (79,159) 3,529,850 2,875,556 3,474,000 Contingencies 9,686 $ 12,965 $ 5,800 $ 11,000 $ 68205 - CONTINGENCIES 9,686 12,965 5,800 11,000 Debt Service 727,892 $ 3,917,652 $ 4,013,861 $ 3,917,652 $ 66017 - BAD DEBT EXPENSE 129,171 - - - 68305 - DEBT SERVICE- PRINCIPAL - 3,404,823 3,404,823 3,404,823 68315 - DEBT SERVICE- INTEREST 598,721 512,829 609,038 512,829 Depreciation Expense 2,785,161 $ 1,943,217 $ 2,692,694 $ 2,873,395 $ 68010 - DEPRECIATION EXPENSE 2,785,161 1,943,217 2,692,694 2,873,395 Interfund Transfers 1,240,883 $ 1,242,738 $ 1,242,738 $ 1,623,431 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 21,992 23,090 23,090 23,783 62309 - RENTAL OF AUTO REPLACEMENT 30,000 30,000 30,000 30,000 66130 - TRANSFER TO INSURANCE FUND 319,649 319,648 319,648 319,648 66131 - TRANSFER TO GENERAL FUND 869,242 870,000 870,000 900,000 66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 350,000 Grand Total $ 8,854,437 $ 15,659,294 $ 15,557,755 $ 16,938,042 184 -- 184 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #510 - 513 – Water Fund Description The Water Fund includes operations and capital improvements for all divisions of the Evanston Water Utility. Administration Division The Administration Division manages the water utility workforce, administers capital improvement projects, coordinates operations between divisions, and oversees the Evanston Water Utility’s key business processes, including water billing for the Village of Skokie and the Northwest Water Commission. Pumping Division The Pumping Division oversees the City’s three lake water intakes, pumping of raw water to the start of the water treatment process, pumping treated water to retail and wholesale customers, and operation of Evanston’s treated water storage facilities and remote water pumping stations. This includes monitoring and operation of water storage facilities in Skokie’s water distribution system, as well as controlling the rate of supply to the Northwest Water Commission. The Pumping Division also coordinates with the Distribution Division to maintain adequate pressure in the Evanston and Skokie water distribution systems during water main shutdowns and distribution system maintenance. Filtration Division The Filtration Division manages the water treatment process, including chemical addition, sedimentation, filtration, and disinfection. The Filtration Division includes the City’s Water Quality Lab, which monitors Evanston’s drinking water for compliance with water quality regulations and completes regular reporting to the public and the Illinois Environmental Protection Agency to certify the quality of Evanston’s water. Distribution Division The Distribution Division manages operation, maintenance, and repair of the City’s water mains, valves, fire hydrants, and the City’s portion of water service lines. This includes repairing water main breaks and water service leaks; and installing new valves, hydrants, and water mains to improve the operation and efficiency of Evanston’s water distribution system. Annual maintenance programs administered also include water main leak detection, valve exercising, and fire hydrant testing. The Distribution Division also coordinates with the Filtration Division to perform monthly water quality sampling in buildings throughout Evanston, and administers the City’s cross connection control program. These two programs ensure that water remains safe to drink after leaving the water treatment plant. Meter Division The Meter Division coordinates water meter reading and billing for Evanston’s 14,500 retail water and sewer customers, working with the City Collector’s Office to process water/sewer bill payments and cross connection control fees. The Meter Division also works with the Distribution Division to manage replacement of damaged and obsolete water meters, accuracy testing for large water meters, water service shutoff/restoration, and billing of cross connection control fees. Meter Division staff also manage the City’s Advance Metering Information (AMI) system, which generates automated hourly meter reads and leak alerts for customers to help reduce water loss. 185 -- 185 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #510 - 513 – Water Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 308,438 12,511,100 7,526,100 22,348,400 Licenses, Permits and Fees 118,038 70,000 70,000 70,000 Charges for Services 14,554,926 15,418,000 14,745,475 15,248,000 Interfund Transfers 5,500,000 - - - Intergovernmental Revenue 84,886 50,000 61,000 50,000 Interest Income 25,542 10,000 1,600 1,600 Total Revenues 20,591,831 $ 28,059,100 $ 22,404,175 $ 37,718,000 $ Operating Expenses Salary and Benefits 4,767,985 5,132,341 5,119,461 5,042,332 Services and Supplies 2,842,537 3,339,890 3,051,871 6,134,650 Miscellaneous 770,057 12,480 500 62,980 Capital Outlay 1,058,505 18,752,100 9,617,585 24,860,200 Contingencies 756 1,000 1,000 1,000 Debt Service 464,235 1,046,399 1,046,399 1,053,288 Depreciation Expense 1,569,014 - - - Interfund Transfers 9,461,523 3,791,432 3,791,432 3,970,805 Total Expenses 20,934,612 $ 32,075,642 $ 22,628,248 $ 41,125,255 $ Net Surplus (Deficit) (342,781) $ (4,016,542) $ (224,073) $ (3,407,255) $ Beginning Unrestricted Fund Balance 7,796,888 $ 7,454,107 $ 7,230,034 $ Ending Unrestricted Fund Balance 7,454,107 $ 7,230,034 $ 3,822,779 $ FY 2015 City Council Goal Department Initiative Water and Sewer Managed several critical water system improvement projects, including improvements to one of the water plant intakes, upgrade/replacement of the City’s automatic meter reading and billing system, replacement of the master flow meter on the primary transmission main leaving the water plant, and chlorination equipment replacement. Water and Sewer Continued working to expand the City’s wholesale water customer base, including wholesale cost of service analysis and meetings with potential and existing wholesale customers to discuss proposed rates and needed capital improvements. Water and Sewer Completed a two-year, proactive leak detection survey of the City’s water mains, with the goal of reducing water loss throughout the city. Several previously unknown water main leaks were located and repaired. Water and Sewer Completed a water main lining pilot project on Washington Street, with the goal of lining more water mains in the future as a less expensive and less disruptive alternative to water main replacement. Water and Sewer Celebrated the 100-year anniversary of Evanston’s filtration plant, to recognize the accomplishment of 100 years of safe, reliable drinking water and excellent water plant operation. Water and Sewer Utilities Department staff completed energy efficiency improvements including installation of a variable speed drive on the primary pump at the North Standpipe and replacement of site lighting at the South Standpipe material storage yard. 186 -- 186 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #510 - 513 – Water 2016 Initiatives Be a leader in the public drinking water industry by providing high quality service to over 365,000 customers in six communities, including vigilantly monitoring the quality and quantity of water provided to our customers. Assure the quality and reliability of the potable water supply by completing major water treatment plant improvements including chemical feed and treatment process reliability improvements, and initiation of finished water storage improvements to address structural deterioration the City’s largest clearwell built in 1934. Implement a Computerized Maintenance Management System (CMMS) at the water treatment plant to more effectively manage long-term maintenance and replacement of critical treatment plant equipment and structures. Continue to develop and implement a strategy to expand Evanston’s wholesale water customer base, including ongoing negotiations with Morton Grove and Niles, as well as continued meetings with other individual communities, the Northwest Water Commission, and Northwest Suburban Municipal Joint Action Water Agency (NSMJAWA) on potential transmission main and water plant improvements under various scenarios. Improve water distribution system reliability and reduce water loss by expanding on the current water main replacement and water main leak detection programs. Goals are to supplement water main replacement with water main lining where feasible, to improve upon our historical 1% annual water main renewal rate, and to survey the entire distribution system for leaks on an annual cycle. Complete other major distribution system improvements including rehabilitation and replacement of water mains on Sheridan Road between Isabella Street and Chicago Avenue. Coordinate capital improvement projects with the Street Resurfacing Program and with TIF District improvement projects to ensure cost-effective and efficient use of capital improvement funding. Total Full-Time Equivalent Positions Division 2016 Position Total FTE Water General Support 5.00 Pumping 12.00 Filtration 14.00 Distribution 12.00 Meter 1.50 Water Fund Total 44.50 Ongoing Activity Measures 2015 Target 2015 Estimated Actual 2016 Projected Number of customers experiencing unscheduled disruption of water service 750 420 750 Number of customer complaints about water service (low pressure, service disruption, quality, etc.) 100 105 100 187 -- 187 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #510 - 513 – Water Days lost from work due to illness or injury 3.0 3.0 3.0 Number of Illinois Environmental Protection Agency regulatory violations 0 0 0 Number of known breaks/leaks per mile of water main 0.3 0.25 0.3 Millions of gallons sold to outside communities (wholesale) 11,500 MG 10,462 MG 10,500 MG 188 -- 188 of 260 -- 510 - 513 Water Fund FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 4,767,985 $ 5,132,341 $ 5,119,461 $ 5,042,332 $ 61010 - REGULAR PAY 3,100,193 3,494,632 3,498,526 3,613,517 61050 - PERMANENT PART-TIME 7,918 17,892 17,892 19,244 61055 - TEMPORARY EMPLOYEES 5,541 - - - 61070 - JOB TRAINING AND INTERNSHIPS 11,059 - - - 61072 - JOB TRAINING PROGRAM 35,513 81,120 57,200 - 61110 - OVERTIME PAY 155,622 129,325 111,029 129,325 61114 - SNOW OT (22) - - - 61210 - LONGEVITY 24,477 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 7,330 - - - 61415 - TERMINATION PAYOUTS 61,408 - - - 61420 - ANNUAL SICK LEAVE PAYOUT 27,022 - 22,054 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 3,907 - 2,164 - 61447 - OPEB EXPENSES 28,135 - - - 61510 - HEALTH INSURANCE 618,134 710,564 710,564 648,230 61615 - LIFE INSURANCE 1,693 2,055 2,055 19 61625 - AUTO ALLOWANCE 5,011 4,980 4,980 2,490 61626 - CELL PHONE ALLOWANCE 360 360 360 - 61630 - SHOE ALLOWANCE 5,526 5,286 5,890 5,890 61710 - IMRF 403,861 414,316 414,637 361,767 61725 - SOCIAL SECURITY 212,359 215,314 215,440 212,056 61730 - MEDICARE 50,074 50,844 51,016 49,794 61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010) 2,865 5,654 5,654 - Services and Supplies 2,842,537 $ 3,339,890 $ 3,051,871 $ 6,134,650 $ 61060 - SEASONAL EMPLOYEES 12,085 10,400 10,400 10,400 62140 - DESIGN ENGINEERING SERVICES (10,453) - - - 62145 - ENGINEERING SERVICES 57,733 - 286,000 2,655,000 62180 - STUDIES 51,014 380,000 131,000 367,000 62185 - CONSULTING SERVICES 47,419 - - - 62205 - ADVERTISING - - 105 10,000 62210 - PRINTING 4,024 7,300 7,300 6,300 62225 - BLDG MAINTENANCE SERVICES 590 1,000 1,000 1,000 62230 - IMPROVEMENT MAINT SERVICE 58,239 50,500 14,500 50,500 62235 - OFFICE EQUIPMENT MAINT 1,591 1,500 1,500 1,500 62245 - OTHER EQMT MAINTENANCE 72,935 92,900 92,900 92,900 62273 - LIEN FILING FEE 520 1,500 1,500 1,500 62275 - POSTAGE CHARGEBACKS 1,425 6,400 6,400 6,400 62295 - TRAINING & TRAVEL 30,269 22,200 22,200 22,200 62315 - POSTAGE 17,152 19,500 19,500 19,500 62340 - COMPTER LICENSE & SUPP 59,652 79,100 106,650 155,150 62360 - MEMBERSHIP DUES 7,193 3,800 3,810 3,910 62380 - COPY MACHINE CHARGES 1,200 1,200 1,200 1,200 62381 - COPY MACHINE LEASES - 2,000 2,000 - 62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 23,286 38,000 15,000 38,000 62420 - MWRD FEES 337,854 402,800 228,380 300,800 62455 - WTR/SWR BILL PRINT AND MAIL CO 5,455 12,800 12,800 12,800 62460 - WTR/SWR BILL EPAYMENT CONTRACTS 9,410 14,400 14,400 14,400 62463 - WATER MAINTENANCE CONTRACTS 3,324 1,000 1,000 - 62465 - OUTSIDE LABARATORY COSTS 10,949 17,500 17,500 17,500 62705 - BANK SERVICE CHARGES 62,467 - 75,000 69,000 62715 - AMORT.& BOND COSTS (22,233) - - - 62716 - BOND ISSUANCE COSTS 19,480 - - - 64005 - ELECTRICITY 643,770 800,000 800,000 800,000 64015 - NATURAL GAS 77,326 120,000 100,000 100,000 64505 - TELECOMMUNICATIONS 10,383 13,600 13,600 2,500 64540 - TELECOMMUNICATIONS - WIRELESS 16,077 21,700 22,200 22,900 65005 - AGRI/BOTANICAL SUPPLIES 235 970 970 970 65010 - BOOKS, PUBLICATIONS, MAPS 9,612 7,550 7,550 7,550 65015 - CHEMICALS/ SALT 433,952 465,000 315,000 465,000 65020 - CLOTHING 6,142 4,770 4,770 4,770 65030 - PHOSPHATE CHEMICALS 22,638 101,000 93,525 101,000 65035 - PETROLEUM PRODUCTS 13,756 15,000 15,000 15,000 65040 - JANITORIAL SUPPLIES 6,132 6,000 6,000 - 65050 - BLDG MAINTENANCE MATERIAL 16,167 6,700 6,700 6,700 65051 - MATERIALS - STREETS DIVISION 10,539 27,600 13,800 27,600 65055 - MATER. TO MAINT. IMP. 131,174 155,000 155,000 155,000 65060 - MATER. TO MAINT. AUTOS 276 - - - 65070 - OFFICE/OTHER EQT MTN MATL 218,050 179,500 181,500 182,500 65075 - MEDICAL & LAB SUPPLIES 20,110 16,400 16,400 16,400 65080 - MERCHANDISE FOR RESALE 29,503 30,000 30,000 30,000 65085 - MINOR EQUIPMENT & TOOLS 14,550 115,800 96,200 186,800 65090 - SAFETY EQUIPMENT 9,723 6,700 13,391 21,800 65095 - OFFICE SUPPLIES 4,766 4,900 4,900 4,900 65105 - PHOTO/DRAFTING SUPPLIE 220 400 400 400 65155 - MINOR EQUIPMENT AND TOOLS 205,688 - - - 65555 - PERSONAL COMPUTER EQUIPMENT 6,367 13,000 7,320 6,000 65702 - WATER GENERAL PLANT 72,803 62,500 75,600 119,900 Miscellaneous 770,057 $ 12,480 $ 500 $ 62,980 $ 61071 - INTERNSHIP PROGRAM (2,592) 12,480 - 12,480 62696 - PUBLIC EDUCATION - - 500 50,500 189 -- 189 of 260 -- 62730 - GAIN/LOSS SALE FIXED ASST 772,649 - - - Capital Outlay 1,058,505 $ 18,752,100 $ 9,617,585 $ 24,860,200 $ 65515 - OTHER IMPROVEMENTS 1,058,271 18,402,600 9,272,680 24,784,400 65550 - AUTOMOTIVE EQUIPMENT - 349,500 344,905 75,800 65653 - CONSTRUCTION FEES 233 - - - Contingencies 756 $ 1,000 $ 1,000 $ 1,000 $ 68205 - CONTINGENCIES 756 1,000 1,000 1,000 Debt Service 464,235 $ 1,046,399 $ 1,046,399 $ 1,053,288 $ 66017 - BAD DEBT EXPENSE 87,556 - - - 68305 - DEBT SERVICE- PRINCIPAL - 612,145 612,145 658,173 68315 - DEBT SERVICE- INTEREST 376,679 434,254 434,254 395,115 Depreciation Expense 1,569,014 $ - $ - $ - $ 68010 - DEPRECIATION EXPENSE 1,569,014 - - - Interfund Transfers 9,461,523 $ 3,791,432 $ 3,791,432 $ 3,970,805 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 123,471 128,887 128,887 132,754 66020 - TRANSFERS TO OTHER FUNDS 5,500,000 - - - 66130 - TRANSFER TO INSURANCE FUND 468,493 468,492 468,492 468,492 66131 - TRANSFER TO GENERAL FUND 3,369,559 3,194,053 3,194,053 3,369,559 Grand Total $ 20,934,612 $ 32,075,642 $ 22,628,248 $ 41,125,255 190 -- 190 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #515 – Sewer Fund Description The Sewer Fund includes operations and capital improvements for the City’s Combined, Relief, and Storm Sewer Systems. Sewer Division The Sewer Division manages operation, inspection, maintenance, and repair of the City’s sewer mains and drainage structures (sewer manholes, catch basins, and stormwater inlets). This includes proactive programs such as sewer main and drainage structure cleaning, root cutting, and televised internal sewer main inspection; as well as responding to all reports of sewer backups and flooding. This division also inspects work done by contractors including sewer main lining and manhole rehabilitation. Sewer Division staff conduct regular inspection of sewer outfalls and other facilities throughout Evanston for compliance with the City’s sewer system operating permits with the Illinois Environmental Protection Agency. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue - 4,165 224,165 984,165 Charges for Services 12,785,065 13,072,700 12,276,650 12,888,650 Interfund Transfers - - - - Interest Income 3,221 1,000 1,000 1,000 Total Revenue 12,788,286 $ 13,077,865 $ 12,501,815 $ 13,873,815 $ Operating Expenses Salary and Benefits 1,263,185 1,121,635 1,134,767 1,123,524 Services and Supplies 266,642 1,009,800 879,500 995,800 Miscellaneous - 5,000 6,611 1,500 Insurance and Other Chargebacks - - - - Capital Outlay 212,183 628,500 581,270 3,093,700 Contingencies - - - - Debt Service 1,735,371 9,619,477 9,613,727 9,222,913 Depreciation Expense 3,367,923 - - - Interfund Transfers 800,045 1,005,223 1,005,223 1,043,864 Total Expenses 7,645,350 $ 13,389,635 $ 13,221,098 $ 15,481,301 $ Net Surplus (Deficit) 5,142,936 $ (311,770) $ (719,283) $ (1,607,486) $ Beginning Unrestricted Fund Balance (736,999) $ 4,405,937 $ 3,686,654 $ Ending Unrestricted Fund Balance 4,405,937 $ 3,686,654 $ 2,079,168 $ FY 2015 City Council Goal Performance FY 2015 City Council Goal Department Initiative Water and Sewer Completed annual capital improvement programs including repairing sewers and drainage structures on streets being resurfaced, stormwater management improvements, and emergency sewer repairs. Water and Sewer Rehabilitated over 1.6 miles (1.1%) of small diameter combined sewers through cured in place pipe (CIPP) lining. This represents an improvement over the target rate of 1% annual rehabilitation of combined sewers. Water and Sewer Rehabilitated 450 feet of the City’s network of large diameter sewers (36” and larger) that are over 100 years old. Utilities Department was successful in applying for a State low-interest loan to fund this project. 191 -- 191 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #515 – Sewer Water and Sewer Sewer Division crews conducted preventative maintenance including cleaning the sewer system in one-third of the city on an annual basis, as well as contracting out the application of root treatments in one- third of the sewer system to prevent sewer blockages due to tree root intrusion. Crews cleaned over 2,600 drainage structures and flushed over 54,000 feet of sewer pipe. Water and Sewer Sewer Division continues to replace or rehabilitate deteriorated drainage structures and manholes, as well as collapsing sewer mains. Water and Sewer Sewer Division crews performed closed-circuit TV inspections of the sewers under streets to be resurfaced in 2015, in order to determine the repairs needed prior to paving the streets. 2016 Initiatives Perform engineering design and secure State low-interest loan funding for two additional large diameter sewer rehabilitation projects scheduled for 2016 and 2017. Continue the annual small diameter sewer CIPP rehabilitation program at a rate of at least 1% of the combined sewer system rehabilitated per year. Implement a larger scale sewer structure rehabilitation program to address deterioration of sewer structures on arterial streets. Continue to coordinate the inspection and repair of sewer mains and drainage structures in advance of the street resurfacing program. Continue preventative maintenance cleaning and inspection of sewer mains and drainage structures. Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA requirements. Increase stormwater management initiatives in compliance with requirements for National Pollution Discharge Elimination System (NPDES) permit and Municipal Separate Storm Sewer System (MS4) permit. Total Full-Time Equivalent Positions Division 2016 Position Total FTE Sewer 10.33 Sewer Fund Total 10.33 Ongoing Activity Measures 2015 Target 2015 Estimated Actual 2016 Projected Number of customer complaints about sewer service (seepage, backups, overflows, etc.). 200 242 200 Days lost from work due to illness or injury 3.0 3.0 3.0 192 -- 192 of 260 -- 515 SEWER FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 1,263,185 $ 1,121,635 $ 1,134,767 $ 1,123,524 $ 61010 - REGULAR PAY 837,818 775,212 775,212 803,682 61050 - PERMANENT PART-TIME - 27,040 - - 61055 - TEMPORARY EMPLOYEES 1,040 - - - 61072 - JOB TRAINING PROGRAM - - 34,840 - 61110 - OVERTIME PAY 50,492 30,000 30,000 30,000 61114 - SNOW OT 198 - - - 61210 - LONGEVITY 6,005 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 351 - - - 61415 - TERMINATION PAYOUTS 1,971 - - - 61420 - ANNUAL SICK LEAVE PAYOUT 6,860 - 5,332 - 61447 - OPEB EXPENSES 6,478 - - - 61510 - HEALTH INSURANCE 182,815 133,241 133,241 141,924 61615 - LIFE INSURANCE 403 405 405 - 61626 - CELL PHONE ALLOWANCE 3 - - - 61630 - SHOE ALLOWANCE 1,925 1,845 1,845 1,705 61710 - IMRF 101,337 94,586 94,586 84,680 61725 - SOCIAL SECURITY 52,496 48,064 48,064 49,870 61730 - MEDICARE 12,277 11,242 11,242 11,663 61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010) 719 - - - Services and Supplies 266,642 $ 1,009,800 $ 879,500 $ 995,800 $ 61060 - SEASONAL EMPLOYEES 10,891 5,200 5,200 5,200 62180 - STUDIES 779 75,000 - 75,000 62230 - IMPROVEMENT MAINT SERVICE - 10,000 10,000 10,000 62245 - OTHER EQMT MAINTENANCE 4,735 5,500 5,500 5,500 62295 - TRAINING & TRAVEL 470 2,500 2,500 2,500 62315 - POSTAGE 11,605 12,000 12,000 12,000 62340 - COMPTER LICENSE & SUPP 2,100 2,300 2,300 2,300 62360 - MEMBERSHIP DUES - 200 200 200 62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 32,540 38,000 15,000 38,000 62421 - NPDES FEES - SEWER 21,000 21,000 21,000 21,000 62455 - WTR/SWR BILL PRINT AND MAIL CO 6,638 7,000 7,000 7,000 62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 15,000 15,000 15,000 62461 - SEWER MAINTENANCE CONTRACTS 125,441 735,000 702,000 715,000 62715 - AMORT.& BOND COSTS (58,184) - - - 64540 - TELECOMMUNICATIONS - WIRELESS 3,011 7,200 7,200 7,200 65015 - CHEMICALS/ SALT 353 1,200 1,200 1,200 65020 - CLOTHING 1,190 1,000 1,000 1,000 65040 - JANITORIAL SUPPLIES - 400 400 400 65050 - BLDG MAINTENANCE MATERIAL (7,815) - - - 65051 - MATERIALS - STREETS DIVISION 7,356 10,000 10,000 10,000 65055 - MATER. TO MAINT. IMP. 58,176 45,000 45,000 45,000 65070 - OFFICE/OTHER EQT MTN MATL 2,813 7,000 7,000 7,000 65080 - MERCHANDISE FOR RESALE 35,000 1,000 1,000 1,000 65085 - MINOR EQUIPMENT & TOOLS 3,182 3,300 3,300 3,300 65090 - SAFETY EQUIPMENT 6,520 5,000 5,000 8,000 65555 - PERSONAL COMPUTER EQUIPMENT (1,159) - 700 3,000 Miscellaneous - $ 5,000 $ 6,611 $ 1,500 $ 62696 - PUBLIC EDUCATION - 5,000 6,611 1,500 Capital Outlay 212,183 $ 628,500 $ 581,270 $ 3,093,700 $ 65515 - OTHER IMPROVEMENTS 208,204 520,000 500,000 2,900,000 65550 - AUTOMOTIVE EQUIPMENT - 95,000 67,770 187,200 65625 - FURNITURE & FIXTURES 3,979 13,500 13,500 6,500 Debt Service 1,735,371 $ 9,619,477 $ 9,613,727 $ 9,222,913 $ 68305 - DEBT SERVICE- PRINCIPAL - 8,087,953 8,024,091 7,532,154 68315 - DEBT SERVICE- INTEREST 1,735,371 1,531,524 1,589,636 1,690,759 Depreciation Expense 3,367,923 $ - $ - $ - $ 68010 - DEPRECIATION EXPENSE 3,367,923 - - - Interfund Transfers 800,045 $ 1,005,223 $ 1,005,223 $ 1,043,864 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 177,729 186,615 186,615 192,213 66026 - TRANSFER TO DEBT SERVICE 207,284 228,070 228,070 251,496 66130 - TRANSFER TO INSURANCE FUND 269,988 269,988 269,988 269,988 66131 - TRANSFER TO GENERAL FUND 145,044 320,550 320,550 330,167 Grand Total $ 7,645,350 $ 13,389,635 $ 13,221,098 $ 15,481,301 193 -- 193 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #520 – Solid Waste Fund Description Full refuse-removal service is provided once per week to all family residences of 1-4 units under this program element. Twenty routes are scheduled for a four-day work week (Monday through Thursday). Condominium buildings and cooperative apartment units are serviced twice a week by a private hauler. The Solid Waste Agency of Northern Cook County (SWANCC) provides a recycling incentive rebate based on the total tons of recycled material collected. The incentive is used to offset operational costs. Yard waste removal service is provided once per week to all qualified residential units under the Solid Waste Fund. Yard waste collection runs from the first week of April through the first week of December. During the fall, yard waste operations increase dramatically with the addition of leaf collection. This Fund is responsible for costs associated with leaf collection. All residential streets posted with alternate parking signs are cleaned at least twice during the leaf collection operation. This seven- week operation begins in mid-October and continues until the end of November. Streets requiring special posting are cleaned during the first two weeks of November. Financial Summary Total Full-Time Equivalent Positions Division 2016 Position Total FTE Refuse Collection & Disposal 1.00 Residential Recycling Collection 8.66 Solid Waste Fund Total 9.66 Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 254,958 235,000 245,000 238,000 Licenses, Permits and Fees 125,497 175,000 275,000 275,000 Charges for Services 3,590,758 3,616,394 3,667,394 3,632,394 Interfund Transfers 1,055,967 1,055,967 1,055,967 1,055,967 Total Revenue 5,027,180 $ 5,082,361 $ 5,243,361 $ 5,201,361 $ Operating Expenses Salary and Benefits 893,214 850,669 839,565 868,098 Services and Supplies 3,435,696 3,750,546 3,778,606 3,731,676 Miscellaneous - 15,500 5,000 15,000 Capital Outlay 20,309 25,000 25,000 26,250 Debt Service 31,274 60,000 12,933 - Interfund Transfers 499,493 499,493 490,105 499,493 Total Expenses 4,380,494 $ 4,701,715 $ 4,661,104 $ 5,140,517 $ Net Surplus (Deficit) 646,687 $ 380,646 $ 582,257 $ 60,844 $ Beginning Fund Balance (1,758,762) $ (1,112,075) $ (529,818) $ Ending Fund Balance (1,112,075) $ (529,818) $ (468,974) $ 194 -- 194 of 260 -- 520 SOLID WASTE FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 893,214 $ 850,669 $ 839,565 $ 868,098 $ 61010 - REGULAR PAY 548,352 584,826 568,441 602,142 61055 - TEMPORARY EMPLOYEES 25,721 - - - 61110 - OVERTIME PAY 70,748 25,000 31,350 25,000 61210 - LONGEVITY 3,794 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 138 - - - 61420 - ANNUAL SICK LEAVE PAYOUT 1,171 - - - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) - - 145 - 61447 - OPEB EXPENSES 6,102 - - - 61510 - HEALTH INSURANCE 107,670 126,389 126,389 129,690 61615 - LIFE INSURANCE 226 255 255 7 61630 - SHOE ALLOWANCE 1,281 155 1,395 1,240 61710 - IMRF 76,106 69,165 67,301 63,718 61725 - SOCIAL SECURITY 41,630 36,372 35,814 37,524 61730 - MEDICARE 9,736 $ 8,507 $ 8,475 $ 8,777 $ 61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010) 540 - - - Services and Supplies 3,435,696 $ 3,750,546 $ 3,778,606 $ 3,731,676 $ 61060 - SEASONAL EMPLOYEES 39,406 50,000 56,207 50,000 62295 - TRAINING & TRAVEL 133 800 800 800 62380 - COPY MACHINE CHARGES 1,326 1,326 1,326 1,326 62390 - CONDOMINIUM REFUSE COLL 397,763 385,000 409,300 418,000 62405 - SWANCC DISPOSAL FEES 663,677 800,000 804,000 750,000 62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 2,315,998 2,501,120 2,494,670 2,500,000 64005 - ELECTRICITY 5,372 3,000 3,000 3,000 64015 - NATURAL GAS 7,581 6,000 6,000 6,000 65015 - CHEMICALS/ SALT - 200 - 200 65020 - CLOTHING (194) 250 250 250 65055 - MATER. TO MAINT. IMP. 3,079 400 400 400 65085 - MINOR EQUIPMENT & TOOLS 1,314 700 700 700 65090 - SAFETY EQUIPMENT - 1,000 1,000 1,000 65115 - TRAFFIC CONTROL SUPPLI 91 - - - 65125 - OTHER COMMODITIES 150 750 953 - Miscellaneous - $ 15,500 $ 5,000 $ 15,000 $ 62001 - SHORT TERM BUDGETING SALARY COSTS - 500 - - 67107 - OUTREACH - 15,000 5,000 15,000 Capital Outlay 20,309 $ 25,000 $ 25,000 $ 26,250 $ 65625 - FURNITURE & FIXTURES 20,309 25,000 25,000 26,250 Debt Service 31,274 $ 60,000 $ 12,933 $ - $ 68310 - DEBT SERVC OTHER AGENCIES 28,362 60,000 11,612 - 68315 - DEBT SERVICE- INTEREST 2,912 - 1,321 - Interfund Transfers 475,202 $ 490,105 $ 490,105 $ 499,493 $ 62305 - RENTAL OF AUTO-FLEET MAINTENANCE 298,071 312,974 312,974 322,362 62309 - RENTAL OF AUTO REPLACEMENT 177,131 177,131 177,131 177,131 Grand Total $ 4,855,696 $ 5,191,820 $ 5,151,209 $ 5,140,517 195 -- 195 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #600 – Fleet Services Fund Description Fleet Services 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. In addition, Fleet Services prepares, documents, and provides disposal of surplus vehicles and equipment through auction services. Overall supervision of department personnel is provided, as is training, direction, and coordination of all activities to ensure effective and efficient operations. Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of equipment is out of service for repair. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 3,177,911 3,396,167 3,388,188 3,396,369 Interfund Transfers 2,381 2,500 2,500 2,500 Interest Income - 1,000 100 1,000 Total Revenue 3,180,292 $ 3,399,667 $ 3,390,788 $ 3,399,869 $ Miscellaneous 24,927 25,820 25,820 26,762 Capital Outlay - 450 450 450 Debt Service 357 - - - Total Expenses 3,412,159 $ 3,544,337 $ 3,596,948 $ 3,644,146 $ Net Surplus (Deficit) (231,867) $ (144,670) $ (206,160) $ (244,277) $ Beginning Fund Balance 111,072 $ (120,795) $ (326,955) $ Ending Fund Balance (120,795) $ (326,955) $ (571,232) $ 2016 Initiatives Maintain the ten-year vehicle/equipment replacement and funding requirements schedule Continue to explore opportunities to "right-size" the fleet where applicable without affecting timely City services Complete vehicle prevention and maintenance schedules at a 95% rate Provide timely repair services to continue to maintain an overall downtime of less than 6% on a monthly basis Complete training of each new employee prior to placing a new vehicle/equipment into service Provide each employee with at least one training opportunity annually to enhance technical and interpersonal skills Expand use of fleet management software in order to improve timely customer service Conduct internal analysis of overall Fleet Services operations, including parts purchasing and inventory, work order process, accurate billable hours/mechanic, preventative maintenance schedules, etc., to identify potential improvements in service Total Full-Time Equivalent Positions Division FY 2015 Position FTE 196 -- 196 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #600 – Fleet Services General Support 2.00 Major Maintenance 10.50 Fleet Services Fund Total 12.50 Performance Report on FY 2015 Program Objectives The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle replacements orders are planned to be completed prior to December 2015. The Capital Outlay account and Sales of Surplus Vehicles accounts were moved to Equipment Replacement Fund # 601 in FY 2011 for FY 2012. 197 -- 197 of 260 -- 600 FLEET SERVICES FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 1,278,713 $ 1,262,046 $ 1,177,731 $ 1,236,877 $ 61010 - REGULAR PAY 828,373 826,306 811,215 870,698 61050 - PERMANENT PART-TIME - 46,800 - - 61110 - OVERTIME PAY 51,451 21,920 20,000 21,920 61114 - SNOW OT 2,872 - 8,909 - 61210 - LONGEVITY 5,661 - - - 61410 - AFSCME SHIFT DIFFERENTIAL 20 3,000 3,000 - 61415 - TERMINATION PAYOUTS - - 12,537 - 61447 - OPEB EXPENSES 10,190 - - - 61510 - HEALTH INSURANCE 204,478 185,634 162,437 184,136 61615 - LIFE INSURANCE 466 518 518 - 61625 - AUTO ALLOWANCE 1,908 1,896 1,896 1,896 61626 - CELL PHONE ALLOWANCE 48 - - - 61630 - SHOE ALLOWANCE 1,705 1,395 1,550 1,550 61710 - IMRF 105,289 102,315 87,757 89,270 61725 - SOCIAL SECURITY 53,695 57,085 54,085 54,584 61730 - MEDICARE 12,558 15,177 13,827 12,823 Services and Supplies 2,108,163 $ 2,256,021 $ 2,392,947 $ 2,380,057 $ 62205 - ADVERTISING 299 3,498 3,498 3,498 62235 - OFFICE EQUIPMENT MAINT - 2,900 1,900 1,000 62240 - AUTOMOTIVE EQMP MAINT 13,737 20,000 10,000 18,000 62245 - OTHER EQMT MAINTENANCE 8,578 10,700 5,200 8,000 62275 - POSTAGE CHARGEBACKS 76 200 226 200 62295 - TRAINING & TRAVEL 3,586 4,200 2,500 4,200 62315 - POSTAGE 39 200 200 200 62340 - COMPTER LICENSE & SUPP 3,000 5,395 4,495 5,395 62355 - LAUNDRY/OTHER CLEANING 16,888 14,882 16,000 17,000 62360 - MEMBERSHIP DUES 1,525 1,625 1,578 1,625 62375 - RENTALS - 1,249 500 1,000 62380 - COPY MACHINE CHARGES 519 519 519 519 64505 - TELECOMMUNICATIONS 6,245 4,744 4,744 4,744 64540 - TELECOMMUNICATIONS - WIRELESS 2,783 2,250 2,250 2,250 65010 - BOOKS, PUBLICATIONS, MAPS - 1,000 - - 65015 - CHEMICALS/ SALT 11,342 12,886 12,886 12,886 65020 - CLOTHING (66) 663 - 663 65025 - FOOD 46 - - - 65035 - PETROLEUM PRODUCTS 936,018 1,071,084 1,071,084 1,100,000 65040 - JANITORIAL SUPPLIES 466 417 267 417 65045 - LICENSING/REGULATORY SUPP 1,843 41,687 1,000 - 65050 - BLDG MAINTENANCE MATERIAL 17,287 19,650 10,100 15,250 65055 - MATER. TO MAINT. IMP. - 2,910 - 2,910 65060 - MATER. TO MAINT. AUTOS 967,615 920,829 1,110,000 1,050,000 65065 - TIRES & TUBES 86,639 87,233 105,000 100,000 65070 - OFFICE/OTHER EQT MTN MATL 1,062 - 2,000 - 65085 - MINOR EQUIPMENT & TOOLS 24,308 19,000 24,000 24,000 65090 - SAFETY EQUIPMENT 3,535 4,000 2,500 4,000 65095 - OFFICE SUPPLIES 792 2,300 500 2,300 Insurance and Other Chargebacks 24,927 $ 25,820 $ 25,820 $ 26,762 $ 66025 - TRANSFER TO DEBT SERVICE - ERI 24,927 25,820 25,820 26,762 Contingencies - $ 450 $ 450 $ 450 $ 68205 - CONTINGENCIES - 450 450 450 Depreciation Expense 357 $ - $ - $ - $ 68010 - DEPRECIATION EXPENSE 357 - - - Grand Total $ 3,412,159 $ 3,544,337 $ 3,596,948 $ 3,644,146 198 -- 198 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #601 – Equipment Replacement Fund Description The Equipment Replacement Fund accounts for all vehicle and equipment replacement purchases, new additions to the fleet and some rental and lease activities not included in another fund as outlined in the Equipment Replacement Plan. The Equipment Replacement Fund was created as part of the FY 2012 Budget. Charges associated with the Equipment Replacement Fund were previously part of the Fleet Services Fund. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Other Revenue 53,210 210,217 75,000 210,217 Interfund Transfers 2,524,231 1,451,421 1,451,421 1,451,421 Total Revenue 2,577,440 $ 1,661,638 $ 1,526,421 $ 1,661,638 $ Operating Expenses Services and Supplies 90,671 60,000 60,006 60,000 Miscellaneous 6,674 - - - Capital Outlay 62,978 1,455,422 2,520,000 1,455,422 Depreciation Expense 1,476,384 - - - Total Expenses 1,636,707 $ 1,515,422 $ 2,580,006 $ 1,515,422 $ Net Surplus (Deficit) 940,734 $ 146,216 $ (1,053,585) $ 146,216 $ Beginning Fund Balance 1,378,660 $ 2,319,394 $ 1,265,809 $ Ending Unrestricted Fund Balance 2,319,394 $ 1,265,809 $ 1,412,025 $ 199 -- 199 of 260 -- 601 EQUIPMENT REPLACEMENT FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Services and Supplies 90,671 $ 60,000 $ 60,006 $ 60,000 $ 62260 - SETTLEMENT COSTS - LIABILITY 15,290 - - - 62375 - RENTALS 17,055 25,000 20,000 25,000 62402 - VEHICLE LEASE CHARGES 27,319 35,000 40,006 35,000 62716 - BOND ISSUANCE COSTS 7,212 - - - 65060 - MATER. TO MAINT. AUTOS 23,795 - - - Miscellaneous 6,674 $ - $ - $ - $ 62730 - GAIN/LOSS SALE FIXED ASST 6,674 - - - Capital Outlay 62,978 $ 1,455,422 $ 2,520,000 $ 1,455,422 $ 65550 - AUTOMOTIVE EQUIPMENT 62,978 1,455,422 2,520,000 1,455,422 Depreciation Expense 1,476,384 $ - $ - $ - $ 68010 - DEPRECIATION EXPENSE 1,476,384 - - - Grand Total $ 1,636,707 $ 1,515,422 $ 2,580,006 $ 1,515,422 200 -- 200 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #605 – Insurance The City maintains excess liability coverage for general tort matters. The City's self-insured retention is $1,250,000. The City also maintains insurance in the areas of property, inland marine, and paramedic. Claims are recorded when a determinable loss has been incurred, including reported losses and an estimated amount for losses incurred, but not yet reported, at year-end. The general liability claims account is administered by the Law Department. The worker's compensation account is administered by the Administrative Services Department. Total Full-Time Equivalent Positions Division 2016 Position Total FTE Risk Management 4.00 Employee Benefits 1.00 Insurance Fund Total 5.00 2016 Initiatives Continue to work with Departments to establish short and long-term goals to address issues identified in the 2012 Safety Audit conducted by CCMSI Continue to work with Departments to identify and support training needs specific to their employees and their safety issues - identified in 2012 audit Continue to work with Facilities management to establish short and long-term goals to address facility issues identified in the 2012 audit Continue to update and/or create missing safety policies that support the safety of our employees - suggestions presented in 2012 audit Continue to identify and support City-wide training needs of employees that will increase safety and reduce employee injuries Develop and disseminate a Safety Mission, which will serve as a guide for policies, job descriptions, decisions, etc. 201 -- 201 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #605 – Insurance Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget 7800 RISK MANAGEMENT 3,852,114 $ 3,526,688 $ 3,546,288 $ 3,526,688 $ 56045 - MISCELLANEOUS REVENUE 165 - 100 - 56501 - INVESTMENT INCOME 119 1,000 500 1,000 57005 - FROM GENERAL FUND 334,176 - - - 57197 - GENERAL ADMIN CONTRIBUTION- PARKING FUND 17,032 17,032 17,032 17,032 57198 - GENERAL ADMIN CONTRIBUTION- E911 FUND 930 930 930 930 57199 - GENERAL ADMIN CONTRIBUTION- CDBG FUND 930 930 930 930 57200 - GENERAL ADMIN CONTRIBUTION- ECONOMIC DEVELOPMENT FUND 930 930 930 930 57201 - GENERAL ADMIN CONTRIBUTION- GENERAL FUND 121,204 121,204 121,204 121,204 57202 - GENERAL ADMIN CONTRIBUTION- WATER FUND 24,962 24,962 24,962 24,962 57203 - GENERAL ADMIN CONTRIBUTION- SEWER FUND 14,385 14,385 14,385 14,385 57204 - LIABILITY/PROPERTY CONTRIBUTION- GENERAL FUND 909,150 909,150 909,150 909,150 57205 - LIABILITY/PROPERTY CONTRIBUTION- PARKING FUND 127,731 127,731 127,731 127,731 57206 - LIABILITY/PROPERTY CONTRIBUTION- WATER FUND 187,209 187,209 187,209 187,209 57207 - LIABILITY/PROPERTY CONTRIBUTION- SEWER FUND 107,887 107,887 107,887 107,887 57208 - LIABILITY/PROPERTY CONTRIBUTION- E911 6,972 6,972 6,972 6,972 57209 - LIABILITY/PROPERTY CONTRIBUTION- CDBG 6,972 6,972 6,972 6,972 57210 - LIABILITY/PROPERTY CONTRIBUTION- E.D. 6,972 6,972 6,972 6,972 57211 - WORKERS COMP CONTRIBUTION- GENERAL FUND 1,244,862 1,244,860 1,244,860 1,244,860 57212 - WORKERS COMP CONTRIBUTION- PARKING FUND 174,886 174,886 174,886 174,886 57213 - WORKERS COMP CONTRIBUTION- WATER FUND 256,322 256,322 256,322 256,322 57214 - WORKERS COMP CONTRIBUTION- SEWER FUND 147,716 147,716 147,716 147,716 57215 - WORKERS COMP CONTRIBUTION- E911 9,546 9,546 9,546 9,546 57216 - WORKERS COMP CONTRIBUTION- CDBG 9,546 9,546 9,546 9,546 57217 - WORKERS COMP CONTRIBUTION- E.D. 9,546 9,546 9,546 9,546 57226 - SUBROGATION PROCEEDS 91,965 100,000 120,000 100,000 57252 - WORKERS COMP CONTRIBUTION- LIBRARY FUND 40,000 40,000 40,000 40,000 7801 EMPLOYEE BENEFITS 14,222,911 $ 14,336,320 $ 13,866,389 $ 14,231,350 $ 56125 - LEGAL SETTLEMENTS - - 75,000 - 57035 - FROM HOME FUND 2,735 - - - 57195 - GENERAL ADMIN CONTRIBUTION- NSP2 FUND 6,863 5,608 - 5,058 57196 - GENERAL ADMIN CONTRIBUTION- SOLID WASTE FUND 106,846 126,389 126,389 129,690 57218 - HEALTH INSURANCE CHARGEBACKS- GENERAL FUND 8,780,658 8,646,184 8,500,000 8,533,334 57219 - HEALTH INSURANCE CHARGEBACKS- E911 FUND 71,410 76,210 76,000 77,498 57220 - HEALTH INSURANCE CHARGEBACKS- CDBG 31,521 40,860 40,000 67,147 57221 - HEALTH INSURANCE CHARGEBACKS- E.D. FUND 49,098 76,165 76,000 87,423 57222 - HEALTH INSURANCE CHARGEBACKS- PARKING FUND 171,326 169,672 168,000 188,252 57223 - HEALTH INSURANCE CHARGEBACKS- WATER FUND 616,227 674,154 670,000 658,041 57224 - HEALTH INSURANCE CHARGEBACKS- SEWER FUND 183,218 133,241 133,000 141,924 57225 - HEALTH INSURANCE CHARGEBACKS- FLEET FUND 202,427 185,634 185,000 184,136 57226 - SUBROGATION PROCEEDS 1,300 - - - 57228 - HEALTH INSURANCE CHARGEBACKS- GA FUND - - - 21,229 57230 - RETIREE HEALTH INSURANCE CONTRIBUTIONS 1,515,464 1,970,647 1,600,000 1,920,000 57231 - IPBC DISTRIBUTIONS 800,000 - 200,000 - 57235 - EMPLOYEE HEALTH INSURANCE CONTRIBUTIONS 1,247,797 1,706,017 1,500,000 1,705,483 57236 - SWANNC-HEALTH INS PREMIUMS 69,956 77,000 77,000 77,000 57262 - HEALTH INSURANCE CHARGEBACKS- LIBRARY FUND 366,066 448,539 440,000 435,135 Total Revenue 18,075,025 $ 17,863,008 $ 17,412,677 $ 17,758,038 $ 202 -- 202 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #605 – Insurance Operating Expenses 7800 RISK MANAGEMENT 3,251,730 $ 3,562,964 $ 3,544,215 $ 3,516,775 $ 61010 - REGULAR PAY 253,799 288,184 260,000 280,127 61110 - OVERTIME PAY 727 - - - 61210 - LONGEVITY 852 - - - 61415 - TERMINATION PAYOUTS 3,123 - 5,012 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 989 - - - 61510 - HEALTH INSURANCE 1,234 23,366 31,000 39,351 61615 - LIFE INSURANCE 0 208 12 13 61625 - AUTO ALLOWANCE 604 600 1,100 1,200 61626 - CELL PHONE ALLOWANCE - - 300 - 61630 - SHOE ALLOWANCE - - 155 155 61710 - IMRF 29,444 34,190 33,000 29,745 61725 - SOCIAL SECURITY 15,546 18,018 18,000 17,565 61730 - MEDICARE 3,636 4,214 4,200 4,109 62110 - AUDITING 13,001 - 11,000 - 62130 - LEGAL SERVICES-GENERAL 626,563 350,000 600,000 350,000 62160 - EMPLOYMENT TESTING SERVICES 4,319 - - - 62260 - SETTLEMENT COSTS - LIABILITY 191,161 400,000 100,000 400,000 62266 - TPA SERVICE CHARGES 107,025 130,000 105,000 120,000 62295 - TRAINING & TRAVEL 426 4,000 1,000 4,000 62310 - CITY WIDE TRAINING 2,751 20,000 10,000 20,000 62605 - OTHER CHARGES 6,426 - - - 62615 - INSURANCE PREMIUM 490,744 490,000 602,500 490,000 62635 - OTHER INSURANCE 80,290 - - - 65010 - BOOKS, PUBLICATIONS, MAPS - 415 - 415 65085 - MINOR EQUIPMENT & TOOLS 38,327 - - - 65125 - OTHER COMMODITIES 1,613 833 6,000 833 65625 - FURNITURE & FIXTURES 7,932 - - - 66025 - TRANSFER TO DEBT SERVICE - ERI 8,627 8,936 8,936 9,262 66044 - WORKERS COMP INSURANCE PREMIUMS 118,755 120,000 125,000 130,000 66045 - WORKERS COMP LEGAL FEES 47,774 70,000 47,000 60,000 66046 - WORKERS COMP MEDICAL PAYMENTS 590,413 650,000 670,000 670,000 66047 - WORKERS COMP SETTLEMENT PAYMENTS 502,782 900,000 800,000 800,000 66049 - WORKERS COMP TTD PYMTS (NON SWORN) 102,847 50,000 105,000 90,000 7801 EMPLOYEE BENEFITS 13,442,233 $ 13,646,788 $ 13,151,924 $ 13,675,858 $ 61010 - REGULAR PAY 69,081 71,124 71,124 73,265 61110 - OVERTIME PAY 10,592 - - - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,298 - - - 61510 - HEALTH INSURANCE 188 - - 20,457 61615 - LIFE INSURANCE - 36 - - 61710 - IMRF 9,436 8,386 8,400 7,730 61725 - SOCIAL SECURITY 4,743 4,410 4,400 4,543 61730 - MEDICARE 1,109 1,032 1,000 1,063 66040 - GENERAL ADMINISTRATION & SUPPORT 3,258 - 50,000 - 66050 - HEALTH INSURANCE PREMIUMS-PPO 9,606,260 9,600,000 9,400,000 9,600,000 66051 - HEALTH INSURANCE PREMIUMS-HMO 3,702,470 3,850,000 3,500,000 3,850,000 66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 21,220 20,000 27,000 27,000 66059 - HEALTH INSURANCE OPT OUT EXPENSE 11,578 91,800 90,000 91,800 7901 LEGAL CASE 1,106,539 $ - $ - $ - $ 62130 - LEGAL SERVICES-GENERAL 106,361 - - - 62260 - SETTLEMENT COSTS - LIABILITY 858,076 - - - 62630 - UNEMP. COMP. & ADMIN. FEE (327) - - - 7950 WORKERS COMP CASE 71,215 $ - $ - $ - $ 62640 - WORKMEN'S COMP INSURANCE 71,215 - - - Total Expenses 17,800,503 $ 17,209,752 $ 16,696,139 $ 17,192,633 $ Net Surplus (Deficit) 274,522 $ 653,256 $ 716,538 $ 565,405 $ Beginning Fund Balance (3,145,147) $ (3,381,927) $ (2,665,389) $ Adjustment to GAAP Basis of Accounting 2,469,307 $ Ending Fund Balance (3,381,927) $ (2,665,389) $ (2,099,984) $ 203 -- 203 of 260 -- 605 INSURANCE FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 407,401 $ 453,768 $ 437,703 $ 479,323 $ 61010 - REGULAR PAY 322,879 359,308 331,124 353,392 61110 - OVERTIME PAY 11,319 - - - 61210 - LONGEVITY 852 - - - 61415 - TERMINATION PAYOUTS 3,123 - 5,012 - 61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 3,287 - - - 61510 - HEALTH INSURANCE 1,423 23,366 31,000 59,808 61615 - LIFE INSURANCE 0 244 12 13 61625 - AUTO ALLOWANCE 604 600 1,100 1,200 61626 - CELL PHONE ALLOWANCE - - 300 - 61630 - SHOE ALLOWANCE - - 155 155 61710 - IMRF 38,880 42,576 41,400 37,475 61725 - SOCIAL SECURITY 20,289 22,428 22,400 22,108 61730 - MEDICARE 4,745 5,246 5,200 5,172 Services and Supplies 2,520,329 $ 1,395,248 $ 1,435,500 $ 1,385,248 $ 62110 - AUDITING 13,001 - 11,000 - 62130 - LEGAL SERVICES-GENERAL 732,924 350,000 600,000 350,000 62160 - EMPLOYMENT TESTING SERVICES 4,319 - - - 62260 - SETTLEMENT COSTS - LIABILITY 1,049,237 400,000 100,000 400,000 62266 - TPA SERVICE CHARGES 107,025 130,000 105,000 120,000 62295 - TRAINING & TRAVEL 426 4,000 1,000 4,000 62310 - CITY WIDE TRAINING 2,751 20,000 10,000 20,000 62615 - INSURANCE PREMIUM 490,744 490,000 602,500 490,000 62630 - UNEMP. COMP. & ADMIN. FEE (327) - - - 62635 - OTHER INSURANCE 80,290 - - - 65010 - BOOKS, PUBLICATIONS, MAPS - 415 - 415 65085 - MINOR EQUIPMENT & TOOLS 38,327 - - - 65125 - OTHER COMMODITIES 1,613 833 6,000 833 Miscellaneous 6,426 $ - $ - $ - $ 62605 - OTHER CHARGES 6,426 - - - Insurance and Other Chargebacks 14,787,200 $ 15,360,736 $ 14,822,936 $ 15,328,062 $ 62640 - WORKMEN'S COMP INSURANCE 71,215 - - - 66025 - TRANSFER TO DEBT SERVICE - ERI 8,627 8,936 8,936 9,262 66040 - GENERAL ADMINISTRATION & SUPPORT 3,258 - 50,000 - 66044 - WORKERS COMP INSURANCE PREMIUMS 118,755 120,000 125,000 130,000 66045 - WORKERS COMP LEGAL FEES 47,774 70,000 47,000 60,000 66046 - WORKERS COMP MEDICAL PAYMENTS 590,413 650,000 670,000 670,000 66047 - WORKERS COMP SETTLEMENT PAYMENTS 502,782 900,000 800,000 800,000 66049 - WORKERS COMP TTD PYMTS (NON SWORN) 102,847 50,000 105,000 90,000 66050 - HEALTH INSURANCE PREMIUMS-PPO 9,606,260 9,600,000 9,400,000 9,600,000 66051 - HEALTH INSURANCE PREMIUMS-HMO 3,702,470 3,850,000 3,500,000 3,850,000 66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 21,220 20,000 27,000 27,000 66059 - HEALTH INSURANCE OPT OUT EXPENSE 11,578 91,800 90,000 91,800 Capital Outlay 7,932 $ - $ - $ - $ 65625 - FURNITURE & FIXTURES 7,932 - - - Grand Total $ 17,729,288 $ 17,209,752 $ 16,696,139 $ 17,192,633 204 -- 204 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #700 – Fire Pension Fund Description 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 40ILCS 5/4-101. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 6,130,815 6,061,575 6,050,000 7,070,865 Other Taxes 280,000 280,000 280,000 280,000 Other Revenue 919,874 978,500 1,001,000 1,010,000 Interest Income 3,665,995 850,000 4,100,000 4,100,000 Total Revenue 10,996,684 $ 8,170,075 $ 11,431,000 $ 12,460,865 $ Operating Expenses Salary and Benefits 7,971,699 7,886,630 7,913,000 8,163,000 Total Expenses 7,971,699 $ 7,886,630 $ 7,913,000 $ 8,163,000 $ Net Surplus (Deficit) 3,024,986 $ 283,445 $ 3,518,000 $ 4,297,865 $ Beginning Net Assets held in Trust 65,216,726 $ 68,241,712 $ 71,759,712 $ Property Tax Adjustment for GAAP Basis 49,530 $ Ending Net Assets held in Trust 68,241,712 $ 71,759,712 $ 76,057,577 $ 205 -- 205 of 260 -- 700 FIRE PENSION FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 7,971,699 $ 7,886,630 $ 7,913,000 $ 8,163,000 $ 61755 - PENSION-ADMIN. EXPENSE 244,016 150,000 150,000 150,000 61770 - RETIRED EMPLOYEES PENSION 5,294,497 5,150,000 5,300,000 5,450,000 61775 - WIDOWS' PENSIONS 1,071,910 1,103,130 1,080,000 1,120,000 61785 - DISABILITY PENSIONS 1,266,624 1,390,500 1,290,000 1,350,000 61795 - QILDRO'S 94,651 93,000 93,000 93,000 Grand Total $ 7,971,699 $ 7,886,630 $ 7,913,000 $ 8,163,000 206 -- 206 of 260 -- 2016 ADOPTED BUDGET - OTHER FUNDS #705 – Police Pension Fund Description Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must have a Police Pension Fund as prescribed in 40ILCS 5/3-101. Financial Summary Operating Revenue FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Property Taxes 8,476,543 8,380,207 8,443,207 9,055,940 Other Taxes 325,000 325,000 325,000 325,000 Other Revenue 1,565,053 1,500,000 1,500,000 1,550,000 Interest Income 9,139,372 2,800,000 6,500,000 6,500,000 Total Revenue 19,505,968 $ 13,005,207 $ 16,768,207 $ 17,430,940 $ Operating Expenses Salary and Benefits 10,252,264 10,542,500 10,727,000 11,047,000 Debt Service 1,698 - - - Total Expenses 10,253,962 $ 10,542,500 $ 10,727,000 $ 11,047,000 $ Net Surplus (Deficit) 9,252,006 $ 2,462,707 $ 6,041,207 $ 6,383,940 $ Beginning Net Assets held in Trust 90,435,536 $ 99,687,542 $ 105,728,749 $ Ending Net Assets held in Trust 99,687,542 $ 105,728,749 $ 112,112,689 $ 207 -- 207 of 260 -- 705 POLICE PENSION FUND FY 2014 Actual Amount FY 2015 Amended Budget FY 2015 Year End Estimated FY 2016 Adopted Budget Salary and Benefits 10,252,264 $ 10,542,500 $ 10,727,000 $ 11,047,000 $ 61755 - PENSION-ADMIN. EXPENSE 361,218 250,000 250,000 250,000 61770 - RETIRED EMPLOYEES PENSION 8,198,627 8,394,500 8,550,000 8,810,000 61775 - WIDOWS' PENSIONS 911,335 902,000 960,000 1,000,000 61785 - DISABILITY PENSIONS 644,450 700,000 670,000 690,000 61790 - SEPARATION REFUNDS 114,915 275,000 275,000 275,000 61795 - QILDRO'S 21,717 21,000 22,000 22,000 Debt Service 1,698 $ - $ - $ - $ 66017 - BAD DEBT EXPENSE 1,698 - - - Grand Total $ 10,253,962 $ 10,542,500 $ 10,727,000 $ 11,047,000 208 -- 208 of 260 -- PART V POSITION INFORMATION 209 -- 209 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference 1300 CITY COUNCIL Mayor 0.00 0.00 0.00 Alderman 0.00 0.00 0.00 Mayor's Assistant 1.00 1.00 0.00 CITY COUNCIL TOTAL 1.00 1.00 0.00 1400 CITY CLERK City Clerk 0.00 0.00 0.00 Deputy City Clerk 2.00 2.00 0.00 CITY CLERK TOTAL 2.00 2.00 0.00 LEGISLATIVE 3.00 3.00 0.00 1505 CITY MANAGER City Manager 1.00 1.00 0.00 Executive Assistant 1.00 1.00 0.00 Administrative Secretary 1.00 0.00 -1.00 Reclassified to Administrative Assistant Administrative Assistant 0.00 1.00 1.00 Reclassified from Administrative Secretary Local Government Management Fellow 1.00 0.50 -0.50 .5 FTE reclassifed to Network Engineer in BU 1932 Deputy City Manager 1.00 0.00 -1.00 Position combined with Admin Services Director, BU 1905 CITY MANAGER TOTAL 5.00 3.50 -1.50 1510 COMMUNITY ENGAGEMENT Digital Services Coordinator 1.00 0.00 -1.00 Reclassified to Digital Services Specialist BU 1905 Community Engagement Coordinator 0.00 1.00 1.00 Reclassified from Community Engagement Specialist Community Engagement Division Manager 1.00 1.00 0.00 Community Engagement Specialist 2.00 0.00 -2.00 Reclassified to Community Engagement Division Manager & Assistant to the City Manager Assistant to the City Manager 0.00 1.00 1.00 Reclassified from Community Engagement Specialist Broadcast Specialist 0.00 1.00 1.00 Reclassified from Database Administrator BU 1932 Art Design Coordinator 1.00 1.00 0.00 COMMUNITY ENGAGEMENT TOTAL 5.00 5.00 0.00 1535 SUSTAINABILITY Sustainability Programs Coordinator 1.00 0.00 -1.00 Reclassified to Sustainability Manager Sustainability Manager 0.00 1.00 1.00 Reclassified from Sustainability Programs Coordinator SUSTAINABILITY TOTAL 1.00 1.00 0.00 1555 FINANCIAL ADMINISTRATION Administrative Secretary 0.00 1.00 1.00 Moved from BU 1905 Senior Management Analyst 0.00 1.00 1.00 Moved from BU 1905 Finance / Budget Manager 0.00 1.00 1.00 Moved from BU 1905 Assistant City Manager/Chief Financial Officer 0.00 1.00 1.00 Moved from BU 1905 FINANCIAL ADMINISTRATION TOTAL 0.00 4.00 4.00 1560 REVENUE Customer Service Representative 0.00 3.00 3.00 Moved from BU 1910 REVENUE TOTAL 0.00 3.00 3.00 1570 ACCOUNTING Accounting Manager 0.00 1.00 1.00 Moved from BU 1920 Junior Accountant 0.00 1.00 1.00 Created by eliminating temporary accounting position Accounts Payable Coordinator 0.00 1.00 1.00 Moved from BU 1920 Senior Accountant 0.00 3.00 3.00 Moved from BU 1920 Payroll Pension Administrator 0.00 0.50 0.50 Moved from BU 1920, other 0.5 FTE is in BU 1929 ACCOUNTING TOTAL 0.00 6.50 6.50 1571 TAX ASSESSMENT REVIEW Tax Assessment Reviewer 0.00 1.00 1.00 Moved from BU 1921 TAX ASSESSMENT REVIEW TOTAL 0.00 1.00 1.00 1575 PURCHASING MWEBE/LEP and Workforce Development Coordinator 0.00 0.50 0.50 Moved from BU 1925, other 0.5 FTE is in BU PARKS 3215 Purchasing Manager 0.00 1.00 1.00 Moved from BU 1925 Purchasing Specialist 0.00 2.00 2.00 Moved from BU 1925 PURCHASING TOTAL 0.00 3.50 3.50 1580 COMMUNITY ARTS Cultural Arts Coordinator 1.00 1.00 0.00 COMMUNITY ARTS TOTAL 1.00 1.00 0.00 CITY ADMINISTRATION 12.00 28.50 16.50 1705 LEGAL ADMINISTRATION Admin. Adjudication Manager 1.00 1.00 0.00 Admin. Adjudication Aide 2.00 2.00 0.00 Paralegal/Office Coordinator 1.00 1.00 0.00 210 -- 210 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Deputy City Attorney 1.00 1.00 0.00 Corporation Counsel/City Attorney 1.00 1.00 0.00 Assistant City Attorney I 1.00 1.00 0.00 Assistant City Attorney II 1.00 1.00 0.00 LEGAL ADMINISTRATION TOTAL 8.00 8.00 0.00 LAW DEPARTMENT 8.00 8.00 0.00 1905 ADMINISTRATIVE SERVICES ADMINISTRATION Administrative Services Director, Deputy City Manager 0.00 1.00 1.00 Moved from 1905 / 1510 Digital Services Specialist 0.00 1.00 1.00 Reclassed from Digital Services Coordinator - BU 1510 Administrative Assistant 0.00 1.00 1.00 Moved from 2605; position reclassed from Exec Sec Digital Services Manager 0.00 1.00 1.00 New Position Administrative Secretary 1.00 0.00 -1.00 Moved to BU 1555 Management Analyst 1.00 1.00 0.00 Senior Management Analyst 1.00 0.00 -1.00 Moved to BU 1555 Budget Manager 1.00 0.00 -1.00 Moved to BU 1555 Assistant City Manager/Chief Financial Officer 1.00 0.00 -1.00 Moved to BU 1555 ADMINISTRATIVE SERVICES ADMIN TOTAL 5.00 5.00 0.00 1910 REVENUE Customer Service Representative 3.00 0.00 -3.00 Moved to BU 1560 REVENUE TOTAL 3.00 0.00 -3.00 1915 PAYROLL Payroll Manager 1.00 1.00 0.00 Payroll/Pension Specialist 0.00 1.00 1.00 Reclassed from Payroll/Pension Administrator Payroll/Pension Administrator 1.50 0.50 -1.00 1 FTE reclassied to Payroll/Pension Specialist PAYROLL TOTAL 2.50 2.50 0.00 1920 ACCOUNTING Accounting Manager 1.00 0.00 -1.00 Moved to BU 1570 Accounts Payable Coordinator 1.00 0.00 -1.00 Moved to BU 1570 Senior Accountant 3.00 0.00 -3.00 Moved to BU 1570 Payroll Pension Administrator 0.50 0.00 -0.50 Moved to BU 1570 ACCOUNTING TOTAL 5.50 0.00 -5.50 1921 TAX ASSESSMENT REVIEW Revenue/Tax Assessment Reviewer 1.00 0.00 -1.00 Moved to BU 1571 TAX ASSESSMENT REVIEW TOTAL 1.00 0.00 -1.00 1925 PURCHASING MWEBE/LEP and Workforce Development Coordinator 0.50 0.00 -0.50 Moved to BU 1575 Business Workforce Development Coordinator 0.00 0.00 0.00 Moved to BU 1575 Purchasing Manager 1.00 0.00 -1.00 Moved to BU 1575 Purchasing Specialist 2.00 0.00 -2.00 Moved to BU 1575 PURCHASING TOTAL 3.50 0.00 -3.50 1929 HUMAN RESOURCES Human Resources Assistant 2.00 2.00 0.00 Human Resources Specialist 2.00 2.00 0.00 HR Specialist/Training 1.00 1.00 0.00 Human Resources Division Manager 1.00 1.00 0.00 Payroll Pension Administrator 0.50 0.50 0.00 Other .5 FTE in BU 1570 HUMAN RESOURCES TOTAL 6.50 6.50 0.00 1932 INFORMATION TECHNOLOGY Database Administrator 1.00 0.00 -1.00 Reclassified to Broadcast Specialist BU 1510 Network Supervisor 0.00 1.00 1.00 Reclassified from Applications Specialist GIS Analyst 1.00 1.00 0.00 IT Analyst 1.00 0.00 -1.00 Reclassified to Applications Analyst Network Engineer 0.00 2.00 2.00 Reclassified from Secretary II from BU 2455 and ICMA Fellow 1505 & from Network Administrator Network Administrator 2.00 1.00 -1.00 1 FTE reclassified to Network Engineer Programmer Analyst 1.00 1.00 0.00 Technical Support Specialist I 2.00 2.00 0.00 IT Division Manager 1.00 1.00 0.00 Applications Specialist 1.00 0.00 -1.00 Reclassified to Network Supervisor Applications Analyst 0.00 1.00 1.00 Reclassified from IT Analyst Technical Services Supervisor 1.00 0.00 -1.00 Reclassified from Tech Support Supervisor Tech Support Supervisor 1.00 1.00 0.00 Reclassified to Technical Services Supervisor INFORMATION TECHNOLOGY TOTAL 12.00 11.00 -1.00 1941 PARKING ENFORCEMENT AND TICKETS Parking Enforcement Officer 10.00 10.00 0.00 Parking Operations Clerk 1.00 1.00 0.00 Parking Enforcement Supervisor 0.00 1.00 1.00 Reclassified from Parking Enforcement Coordinator 211 -- 211 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Parking Enforcement Coordinator 1.00 0.00 -1.00 Reclassified to Parking Enforcement Supervisor PARKING ENFORCEMENT AND TICKETS TOTAL 12.00 12.00 0.00 1950 FACILITIES Operations/Maintenance Supervisor/Building 0.00 1.00 1.00 Reclassified from 2665 Maintenance & Operations Manager, Building/Special Facilities 0.00 1.00 1.00 Reclassified from 2665 Facility Maintenance Technician 0.00 1.00 1.00 Reclassified from 2610 Facility Services Worker 0.00 1.00 1.00 Reclassified from 2610 Custodian I 0.00 1.00 1.00 Reclassified from 2677 Fac. Maint. Worker/Custodian II 0.00 1.00 1.00 Reclassified from 2677 Facilities Maint. Worker III 0.00 12.00 12.00 Reclassified from 2677 PT Custodian 0.00 0.20 0.20 Reclassified from 2677 Master Tradesman 0.00 2.00 2.00 Reclassified from 2677 FACILITIES TOTAL 0.00 20.20 20.20 ADMINISTRATIVE SERVICES DEPARTMENT 51.00 57.20 6.20 2101 COMMUNITY DEVELOPMENT ADMINISTRATION Director, Community Development 0.75 0.75 0.00 0.25 in BU 5300 Management Analyst 1.00 1.00 0.00 Social Services Grants & Compliance Specialist 0.00 0.50 0.50 0.5 in BU 5220; reclassified from 2455 Exec Secretary (non-Dept Head) 1.00 0.00 -1.00 Position eliminated during 2016 Budget 2101 COMMUNITY DEVELOPMENT ADMINISTRATION TOTAL 2.75 2.25 -0.50 2105 PLANNING AND ZONING Senior Planner 1.00 1.00 0.00 Planning & Zoning Administrator 1.00 1.00 0.00 Neighborhood & Land Use Planer 1.00 1.00 0.00 Zoning Officer 1.00 1.00 0.00 Zoning Planner 1.00 1.00 0.00 2105 PLANNING AND ZONING TOTAL 5.00 5.00 0.00 2126 BUILDING INSPECTION SERVICES Electrical Inspector II 1.00 1.00 0.00 Plumbing/Mechanical Inspector 2.00 2.00 0.00 Sign Inspector/Graffiti Tech 1.00 1.00 0.00 Struct Inspec/Plan Reviewer 1.00 1.00 0.00 Plan Review/Permits Supervisor 1.00 0.00 -1.00 Reclassed to Plan Reviewer Plan Reviewer 0.00 1.00 1.00 Reclassed from Plan Review/Permits Supervisor Building Construction Insp. Supervisor 1.00 1.00 0.00 Customer Service Representative 3.40 3.40 0.00 Civil Engineer III 0.00 1.00 1.00 Reclassified from BU 2625 Civil Engineer II/ROW Permits 0.00 1.00 1.00 Reclassified from BU 2630 Electrical Inspector/Plan Reviewer 0.00 1.00 1.00 Added during 2016 Budget process Build/Insp Serv. Division Manager 0.85 0.85 0.00 2126 BUILDING INSPECTION SERVICES TOTAL 11.25 14.25 3.00 COMMUNITY DEVELOPMENT DEPARTMENT 19.00 21.50 2.50 2205 POLICE ADMINISTRATION Administrative Secretary 1.00 1.00 0.00 Chief of Police 1.00 1.00 0.00 Police Commander 1.00 1.00 0.00 POLICE ADMINISTRATION TOTAL 3.00 3.00 0.00 2210 PATROL OPERATIONS Police Commander 3.00 3.00 0.00 Police Officer 83.00 83.00 0.00 Police Sergeant 11.00 11.00 0.00 Deputy Chief 1.00 1.00 0.00 PATROL OPERATIONS TOTAL 98.00 98.00 0.00 2215 CRIMINAL INVESTIGATION Police Commander 1.00 1.00 0.00 Police Officer 12.00 12.00 0.00 Police Sergeant 2.00 2.00 0.00 Deputy Chief 1.00 1.00 0.00 CRIMINAL INVESTIGATION TOTAL 16.00 16.00 0.00 2225 SOCIAL SERVICES BUREAU Victim Advocate 3.00 3.00 0.00 Social Services Manager 0.00 1.00 1.00 1 Young Advocate relassifed to Social Services Manager Youth Advocate 2.00 1.00 -1.00 1 FTE reclassed to Social Services Manager SOCIAL SERVICES BUREAU TOTAL 5.00 5.00 0.00 2230 JUVENILE BUREAU Police Commander 1.00 1.00 0.00 Police Officer 7.00 7.00 0.00 212 -- 212 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Police Sergeant 1.00 1.00 0.00 JUVENILE BUREAU TOTAL 9.00 9.00 0.00 2235 SCHOOL LIAISON Police Officer 5.00 5.00 0.00 SCHOOL LIAISON TOTAL 5.00 5.00 0.00 2240 POLICE RECORDS Dir, Police Records Bureau 1.00 1.00 0.00 Records Input Operator 4.00 4.00 0.00 Review Officer 2.00 2.00 0.00 POLICE RECORDS TOTAL 7.00 7.00 0.00 2245 COMMUNICATIONS Tele communicator 14.00 14.00 0.00 COMMUNICATIONS TOTAL 14.00 14.00 0.00 2250 SERVICE DESK Court Liaison 1.00 1.00 0.00 Custodian I 1.00 0.00 -1.00 Moved to BU 2295 Management Analyst 1.00 1.00 0.00 Property Officer 1.00 0.00 -1.00 Moved to BU 2290 Service Desk Officer II 12.00 12.00 0.00 Deputy Chief 1.00 1.00 0.00 311/Service Desk Supervisor 1.00 1.00 0.00 311/Service Desk Assistant Supervisor 1.00 1.00 0.00 SERVICE DESK TOTAL 19.00 17.00 -2.00 2251 PUBLIC INFORMATION Service Desk Officer I 8.50 8.50 0.00 PUBLIC INFORMATION TOTAL 8.50 8.50 0.00 2255 OFFICE OF PROFESSIONAL STANDARDS Exec Secretary (non-Dept Head) 1.00 1.00 0.00 Police Commander 1.00 1.00 0.00 Police Sergeant 1.00 1.00 0.00 OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 3.00 0.00 2260 OFFICE OF ADMINISTRATION Management Analyst 1.00 0.00 -1.00 Moved to BU 2290 Finance and Budget Manager 1.00 1.00 0.00 Training Coordinator 1.00 1.00 0.00 OFFICE OF ADMINISTRATION TOTAL 3.00 2.00 -1.00 2265 NEIGHBORHOOD ENFORCEMENT TEAM Police Commander 1.00 1.00 0.00 Police Officer 12.00 12.00 0.00 Police Sergeant 2.00 2.00 0.00 NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 15.00 15.00 0.00 2270 TRAFFIC BUREAU Police Officer 6.00 6.00 0.00 Police Sergeant 1.00 1.00 0.00 Towing Coordinator 1.00 1.00 0.00 TRAFFIC BUREAU TOTAL 8.00 8.00 0.00 2275 COMMUNITY STRATEGIC BUREAU Crime Analyst 1.00 1.00 0.00 COMMUNITY STRATEGIC BUREAU TOTAL 1.00 1.00 0.00 2280 ANIMAL CONTROL Animal Control Warden 1.00 1.00 0.00 Chief Animal Warden 1.00 0.00 -1.00 Position elminiated PT Animal Warden 0.50 0.00 -0.50 Position elminiated ANIMAL CONTROL TOTAL 2.50 1.00 -1.50 2285 PROBLEM SOLVING TEAM Police Commander 1.00 1.00 0.00 Police Sergeant 1.00 1.00 0.00 Police Officer 8.00 8.00 0.00 PROBLEM SOLVING TEAM TOTAL 10.00 10.00 0.00 2290 PROPERTY BUREAU Management Analyst 0.00 1.00 1.00 Moved from BU 2260 Property Officer 0.00 1.00 1.00 moved from BU 2250 PROPERTY BUREAU TOTAL 0.00 2.00 2.00 213 -- 213 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference 2295 BUILDING MANAGEMENT Custodian I 0.00 1.00 1.00 Moved from BU 2250 BUILDING MANAGEMENT TOTAL 0.00 1.00 1.00 POLICE DEPARTMENT 227.00 225.50 -1.50 2305 FIRE MANAGEMENT & SUPPORT Clerk II 1.00 1.00 0.00 Administrative Secretary 0.00 0.00 0.00 Fire Chief 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 FIRE MANAGEMENT & SUPPORT TOTAL 3.00 3.00 0.00 2310 FIRE PREVENTION Division Chief, Fire 1.00 1.00 0.00 Fire Captain 2.00 2.00 0.00 Fire Plan Reviewer 1.00 1.00 0.00 FIRE PREVENTION TOTAL 4.00 4.00 0.00 2315 FIRE SUPPRESSION Division Chief, Fire 2.00 2.00 0.00 Fire Captain 24.00 24.00 0.00 Firefighter 74.00 74.00 0.00 Shift Chief, Fire 3.00 3.00 0.00 FIRE SUPPRESSION TOTAL 103.00 103.00 0.00 FIRE DEPARTMENT 110.00 110.00 0.00 2407 HEALTH SERVICES ADMINISTRATION Director, Health & Human Services 1.00 1.00 0.00 Exec Secretary (to Dept. Head) 1.00 1.00 0.00 HEALTH SERVICES ADMINISTRATION TOTAL 2.00 2.00 0.00 2435 FOOD AND ENVIRONMENTAL HEALTH Environmental Health Practitioner 3.00 3.00 0.00 Property Maint Inspector I 4.00 4.00 0.00 Secretary II 1.00 1.00 0.00 Communicable Dis Surv Specialist 1.00 1.00 0.00 Medical Director 0.10 0.10 0.00 Emergency Response Coordinator 1.00 1.00 0.00 Health License Coordinator 1.00 1.00 0.00 Customer Service Representative 1.00 1.00 0.00 Assistant Health Director 1.00 1.00 0.00 Health Field Staff Supervisor 1.00 1.00 0.00 FOOD AND ENVIRONMENTAL HEALTH TOTAL 14.10 14.10 0.00 2440 VITAL RECORDS Clerk III 1.00 1.00 0.00 VITAL RECORDS TOTAL 1.00 1.00 0.00 2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION Secretary II 1.00 0.00 -1.00 0.5 FTE moved to BU 2101, 0.5 FTE moved to BU 1932 Management Analyst 1.00 1.00 0.00 General Assistance Specialist 1.00 1.00 0.00 Administrative Supervisor 0.00 0.00 0.00 Medical Billing Clerk 1.00 1.00 0.00 Public Health Educator 1.00 1.00 0.00 COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 5.00 4.00 -1.00 HEALTH AND HUMAN SERVICES DEPARTMENT 22.10 21.10 -1.00 2605 DIRECTOR OF PUBLIC WORKS Part-Time Clerk 0.75 0.00 -0.75 Moved to Business Unit 4105 Director, Public Works 1.00 0.00 -1.00 Eliminated during the 2016 Budget process Exec Secretary (to Dept. Head) 1.00 0.00 -1.00 Moved to BU 1905 Administrative Supervisor 1.00 0.00 -1.00 Reclassified to Special Project Assistant; Moved to Business Unit 4105 Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105 DIRECTOR OF PUBLIC WORKS TOTAL 4.25 0.00 -4.25 2610 MUNICIPAL SERVICE CENTER Facility Maintenance Technician 1.00 0.00 -1.00 Moved to Business Unit 1950 Facility Services Worker 1.00 0.00 -1.00 Moved to Business Unit 1950 MUNICIPAL SERVICE CENTER TOTAL 2.00 0.00 -2.00 2620 INFRASTRUCTURE & ENGINEERING ADMINISTRATION Special Project Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105 Assistant Director of Public Works - Engineering & Infrastructure 1.00 0.00 -1.00 Moved to Business Unit 4430 Senior Project Manager, Facilities/Parks 1.00 0.00 -1.00 Moved to Business Unit 4410 Senior Project Manager, Construction/Design 1.00 0.00 -1.00 Moved to Business Unit 4410 214 -- 214 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Senior Project Manager, Traffic/ROW Permits 1.00 0.00 -1.00 Moved to Business Unit 4420 INFRASTRUCTURE & ENGINEERING ADMIN. 4.50 0.00 -4.50 2625 ENGINEERING Civil Engineer II 2.00 0.00 -2.00 Moved to Business Unit 4410 & 4440 Civil Engineer III 1.00 0.00 -1.00 Reclassified to BU 2126 Engineering Associate II 2.00 0.00 -2.00 Moved to Business Unit 4410 & 4440 ADA/CIP Project Manager 1.00 0.00 -1.00 Moved to Business Unit 4430 Construction Inspector 1.00 0.00 -1.00 Moved to Business Unit 4410 ENGINEERING TOTAL 7.00 0.00 -7.00 2630 TRAFFIC ENGINEERING Civil Engineer II 1.00 0.00 -1.00 Reclassified to BU 2126 Traffic Engineering Technician 0.50 0.00 -0.50 Moved to Business Unit 4420 TRAFFIC ENGINEERING TOTAL 1.50 0.00 -1.50 2640 TRAFFIC SIGNAL & STREET LIGHT MAINTENANCE Traffic Electrician Leader 1.00 0.00 -1.00 Moved to Business Unit 4520 Traffic Electrician 3.00 0.00 -3.00 Moved to Business Unit 4520 TRAFFIC SIGNAL & STREET LIGHT MAINT. TOTAL 4.00 0.00 -4.00 2650 PARKS & FORESTRY ADMINISTRATION Arborist 1.00 0.00 -1.00 Moved to Business Unit 4320 Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105 Assistant Director of Public Works - Forestry 1.00 0.00 -1.00 Moved to Business Unit 4105; Reclassed to Bureau Chief BU 4300 Greenway Supervisor 1.00 0.00 -1.00 Moved to Business Unit 4320 & 4330 PARKS & FORESTRY ADMINISTRATION TOTAL 3.50 0.00 -3.50 2655 PARKS & FORESTRY MAINTENANCE AND OPERATIONS Equipment Operator II 3.00 0.00 -3.00 Moved to Business Unit 4330 General Tradesman 1.00 0.00 -1.00 Moved to Business Unit 4330 Parks/Forestry Crew Leader 6.00 0.00 -6.00 Moved to Business Unit 4320 & 4330 Parks/Forestry Worker II 1.00 0.00 -1.00 Moved to Business Unit 4330 Parks/Forestry Worker III 19.00 0.00 -19.00 Moved to Business Unit 4320 & 4330 PARKS & FORESTRY MAINT. AND OPER. TOTAL 30.00 0.00 -30.00 2665 OPERATIONS & MAINTENANCE ADMINISTRATION Operations/Maintenance Manager, Streets/Sanitation 1.00 0.00 -1.00 Moved to Business Unit 4510 Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105 Assistant Director of Public Works - Operations & Maintenance 1.00 0.00 -1.00 Moved to Business Unit 4500; reclassified to Bureau Chief Maintenance & Operations Chief, Streets/Environmental Services 1.00 0.00 -1.00 Moved to Business Unit 4105 Supervisor: Streets 0.00 0.00 0.00 Moved to Business Unit 4500 Operations/Maintenance Supervisor/HVAC 1.00 0.00 -1.00 Moved to Business Unit 4520 Operations/Maintenance Supervisor/Building 1.00 0.00 -1.00 Moved to Business Unit 1950 Maintenance & Operations Manager, Building/Special Facilities 1.00 0.00 -1.00 Moved to Business Unit 1950 OPERATIONS & MAINTENANCE ADMINISTR. TOTAL 6.50 0.00 -6.50 2670 STREET AND ALLEY MAINTENANCE Equipment Operator I 1.00 0.00 -1.00 .5 FTE Moved to Business Unit 4510, .5 FTE moved to Business Unit 4310 Equipment Operator II 10.00 0.00 -10.00 Moved to Business Unit 4510 Equipment Operator III 3.00 0.00 -3.00 1 FTE moved to Business Unit 4310, 2 FTE moved to Business Unit 4510 Public Works Maint. Worker II 3.00 0.00 -3.00 2 FTE moved to Business Unit 4310, 1 FTE moved to 4510, 1 FTE moved to 4520 Public Works Maint. Worker III 3.00 0.00 -3.00 Moved to Business Unit 4520 PW Crew Leader 2.00 0.00 -2.00 Moved to Business Unit 4510 STREET AND ALLEY MAINTENANCE TOTAL 22.00 0.00 -22.00 2675 BUSINESS DISTRICT - PARK MAINTENANCE Equipment Operator II 1.00 0.00 -1.00 Moved to Business Unit 4310 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Moved to Business Unit 4310 Parks/Forestry Worker II 3.00 0.00 -3.00 Moved to Business Unit 4330 Public Works Maint. Worker II 1.00 0.00 -1.00 Moved to Business Unit 4310 BUSINESS DISTRICT - PARK MAINTENANCE TOTAL 6.00 0.00 -6.00 2677 FACILITIES Custodian I 1.00 0.00 -1.00 Reclassified to BU 1950 Fac. Maint. Worker/Custodian II 1.00 0.00 -1.00 Reclassified to BU 1950 Facilities Maint. Worker III 12.00 0.00 -12.00 Reclassified to BU 1950 PT Custodian 0.20 0.00 -0.20 Reclassified to BU 1950 Master Tradesman 2.00 0.00 -2.00 Reclassified to BU 1950 FACILITIES TOTAL 16.20 0.00 -16.20 PUBLIC WORKS DEPARTMENT 107.45 0.00 -107.45 4105 PUBLIC WORKS AGENCY ADMIN Public Works Agency Director 0.00 0.50 0.50 .5 FTE reclassified from Utilities Director in BU 7100 (Water Fund) Part-Time Clerk 0.00 0.75 0.75 Moved from Business Unit 2605 215 -- 215 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Special Projects Assistant 0.00 3.00 3.00 .5 FTE moved from Business Unit 2605, .5 FTE from 2620, 1 FTE reclassified from Administrative Supervisor - PW in BU 2605, .5 FTE moved from BU 2650, .5 FTE moved from BU 2665 Ops and Maint Mgr: Streets/San 0.00 1.00 1.00 Moved from Business Unit 2665 PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 5.25 5.25 4300 ENVIRONMENTAL SERVICES Environmental Services Bureau Chief 0.00 1.00 1.00 Reclassified from PW Asst. Director, Forestry ENVIRONMENTAL SERVICES TOTAL 0.00 1.00 1.00 4310 RECYCLING AND ENVIRONMENTAL MAINTAINENCE Equipment Operator I 0.00 1.00 1.00 Moved from Business Unit 2670 Equipment Operator II 0.00 1.00 1.00 Moved from Business Unit 2675 Equipment Operator III 0.00 1.00 1.00 Moved from Business Unit 2670 Public Works Maint Wrkr II 0.00 3.00 3.00 1 FTE Moved from Business Unit 2675, 2 FTE moved from BU 2670 PW Crew Leader 0.00 1.00 1.00 Moved from Business Unit 2675 RECYCLING AND ENVIRONMENTAL MAINTAINENCE TOTAL 0.00 7.00 7.00 4320 FORESTRY Arborist 0.00 1.00 1.00 Moved from Business Unit 2650 Equipment Operator II 0.00 1.00 1.00 Moved from Business Unit 2655 Parks/Forestry Crew Leader 0.00 3.00 3.00 Moved from Business Unit 2655 Parks/Forestry Worker III 0.00 13.00 13.00 Moved from Business Unit 2655 FORESTRY TOTAL 0.00 18.00 18.00 4330 GREENWAYS Equipment Operator II 0.00 3.00 3.00 Moved from Business Unit 2655 General Tradesman 0.00 1.00 1.00 Moved from Business Unit 2655 Greenway Supervisor 0.00 1.00 1.00 Moved from Business Unit 2650 Parks/Forestry Crew Leader 0.00 3.00 3.00 Moved from Business Unit 2655 Parks/Forestry Worker II 0.00 4.00 4.00 Moved from Business Unit 2675 & 2665 Parks/Forestry Worker III 0.00 5.00 5.00 Moved from Business Unit 2655 GREENWAYS TOTAL 0.00 17.00 17.00 4400 CAPITAL PLANNING & ENGINEERING Bureau Chief 0.00 0.50 0.50 .5 FTE Funded from Water Fund CAPITAL PLANNING & ENGINEERING TOTAL 0.00 0.50 0.50 4410 STREETS AND RIGHT OF WAY Civil Engineer III 0.00 1.00 1.00 Moved from Business Unit 7115 Civil Engineer II 0.00 1.00 1.00 Moved from Business Unit 2625 Construction Inspector 0.00 1.00 1.00 Moved from Business Unit 2625 Engineering Associate II 0.00 1.00 1.00 Moved from Business Unit 2625 Sr Prjct Mgr: Construct/Design 0.00 2.00 2.00 Moved from Business Unit 2620, 1 FTE reclassed from PW Asst Dir: Engineering STREETS AND RIGHT OF WAY TOTAL 0.00 6.00 6.00 4420 TRANSPORTATION Sr Proj Mgr: Traf/ROW/Permits 0.00 1.00 1.00 Moved from Business Unit 2620 Traffic Engineering Technician 0.00 0.50 0.50 Moved from Business Unit 2630 TRANSPORTATION TOTAL 0.00 1.50 1.50 4430 PARKS AND FACILITIES ADA/CIP Project Manager 0.00 1.00 1.00 Moved from Business Unit 2625 Sr Project Mgr: Facilities/Parks 0.00 1.00 1.00 Moved from Business Unit 2620 PARKS AND FACILITIES TOTAL 0.00 2.00 2.00 4500 INFRASTRUCTURE MAINTENANCE Infrastructure Maintenance Bureau Chief 0.00 1.00 1.00 Moved from Business Unit 2665, reclassified from PW Asst Dir: Ops& Maint INFRASTRUCTURE MAINTENANCE TOTAL 0.00 1.00 1.00 4510 STREET MAINTENANCE Equipment Operator II 0.00 11.00 11.00 2 FTE moved from BU 2655, 9 FTE moved from 2670 Equipment Operator III 0.00 2.00 2.00 Moved from Business Unit 2670 Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from Business Unit 2670 PW Crew Leader 0.00 2.00 2.00 Moved from Business Unit 2670 Supervisor: Streets 0.00 1.00 1.00 Moved from Business Unit 2670 4510 STREET MAINTENANCE TOTAL 0.00 17.00 17.00 4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE HVAC/Elect. Supervisor 0.00 1.00 1.00 Moved from Business Unit 2677 Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from Business Unit 2670 Public Works Maint Wrkr III 0.00 2.00 2.00 Moved from Business Unit 2670 Traffic Electrician 0.00 3.00 3.00 Moved from Business Unit 2640 Traffic Electrician Leader 0.00 1.00 1.00 Moved from Business Unit 2640 4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE TOTAL 0.00 8.00 8.00 PUBLIC WORKS AGENCY 0.00 84.25 84.25 3005 RECREATION MANAGEMENT & GENERAL SUPPORT 216 -- 216 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Director, Recreation & Comm. Services 1.00 1.00 0.00 Special Projects Assistant 1.00 1.00 0.00 Exec Secretary (to Dept. Head) 1.00 1.00 0.00 3005 RECREATION MGMT & GENERAL SUPPORT 3.00 3.00 0.00 3010 RECREATION BUSINESS & FISCAL MANAGEMENT Data Control Clerk 1.00 1.00 0.00 Recreation Support Specialist 1.00 1.00 0.00 Administrative Supervisor 1.00 1.00 0.00 3010 RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 3.00 0.00 3020 RECREATION GENERAL SUPPORT Asst. Director of Recr. & Comm. Services 2.00 2.00 0.00 Program Coordinator 0.40 0.40 0.00 3020 RECREATION GENERAL SUPPORT TOTAL 2.40 2.40 0.00 3030 CROWN COMMUNITY CENTER Building Supervisor 1.00 1.00 0.00 Custodian II 1.00 1.00 0.00 Fac Maint. Worker/Cust II 1.00 1.00 0.00 Recreation Program Coordinator 1.00 1.00 0.00 PT After School Supervisor 0.50 0.50 0.00 PT Preschool Instructor 1.46 1.46 0.00 PT Custodian 1.60 1.60 0.00 Preschool Program Supervisor 1.00 1.00 0.00 3030 CROWN COMMUNITY CENTER TOTAL 8.56 8.56 0.00 3035 CHANDLER COMMUNITY CENTER Clerk III 0.75 0.75 0.00 Recreation Manager 1.00 1.00 0.00 Recreation Program Coordinator 2.00 2.00 0.00 Program Supervisor 0.80 0.80 0.00 PT Custodian 1.53 1.53 0.00 Facilities Supervisor 0.40 0.40 0.00 3035 CHANDLER COMMUNITY CENTER TOTAL 6.48 6.48 0.00 3040 FLEETWOOD JOURDAIN COMMUNITY CENTER Clerk II 0.50 0.00 -0.50 0.5 FTE moved to Crown in 2015 Clerk III 1.70 0.70 -1.00 1.0 FTE reclassed to Office Coordinator Office Coordinator 0.00 1.00 1.00 1.0 Position reclassed from Clerk III Custodian II 1.00 1.00 0.00 Recreation Manager 1.00 1.00 0.00 Recreation Program Coordinator 1.00 1.00 0.00 Weekend/Evening Coordinator 1.00 0.00 -1.00 Position reclassed to Program Supervisor in 2015 Program Supervisor 0.75 1.25 0.50 Program Super reclass, night/weekend coord reclass After School Supervisor 0.00 0.50 0.50 Program supervisor position reclassed to afterschool supervisor in 2015 PT Custodian 0.50 0.50 0.00 3040 FLEETWOOD JOURDAIN COMM. CENTER TOTAL 7.45 6.95 -0.50 3045 FLEETWOOD JOURDAIN THEATER Recreation Program Coordinator 1.00 1.00 0.00 3045 FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00 3050 RECREATION OUTREACH Program Supervisor 0.50 0.50 0.00 3050 RECREATION OUTREACH 0.50 0.50 0.00 3055 LEVY CENTER SENIOR SERVICES Custodian I 2.00 2.00 0.00 Recreation Manager 1.00 1.00 0.00 Recreation Program Coordinator 2.00 2.00 0.00 Secretary II 1.00 1.00 0.00 PT Office Assistant 0.75 0.75 0.00 Facilities Supervisor 1.38 1.38 0.00 FT Bus Driver 0.00 0.00 0.00 PT Bus Driver 1.00 1.00 0.00 PT Custodian 1.37 1.37 0.00 Senior Citizen Ombudsman 1.00 1.00 0.00 Senior Citizen Ombudsman Assistant 1.00 1.00 0.00 LEVY CENTER SENIOR SERVICES TOTAL 12.50 12.50 0.00 3080 BEACHES Recreation Program Coordinator 0.75 0.75 0.00 Recreation Services Manager 0.50 0.50 0.00 BEACHES TOTAL 1.25 1.25 0.00 3095 CROWN ICE RINK Clerk II 0.00 1.50 1.50 Reclassed From Clerk III in 2015, plus 0.5 From 3040 217 -- 217 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Clerk III 2.00 0.00 -2.00 Reclassed to Clerk II and Office Coordinator Secretary II 0.00 0.00 0.00 Office Coordinator 0.00 1.00 1.00 Reclassed from Clerk III Recreation Program Coordinator 1.00 1.00 0.00 Program Supervisor 1.00 0.00 -1.00 Program Supervisor reclassed to Assistant Program Coordinator Assistant Program Coordinator 0.00 1.00 1.00 Program Supervisor reclassed to Assistant Program Coordinator Recreation Manager 1.00 1.00 0.00 Office Assistant 0.60 0.60 0.00 Facilities Supervisor 0.89 0.89 0.00 PT Custodian 0.50 0.50 0.00 CROWN ICE RINK TOTAL 6.99 7.49 0.50 3100 SPORTS LEAGUES Recreation Services Manager 0.05 0.05 0.00 Program Supervisor 0.50 0.50 0.00 SPORTS LEAGUES TOTAL 0.55 0.55 0.00 3130 SPECIAL RECREATION Recreation Program Coordinator 1.60 1.60 0.00 Recreation Services Manager 0.25 0.25 0.00 Program Supervisor 0.46 0.46 0.00 SPECIAL RECREATION TOTAL 2.31 2.31 0.00 3140 BUS PROGRAM PT Bus Driver 1.15 1.15 0.00 BUS PROGRAM TOTAL 1.15 1.15 0.00 3150 PARK SERVICE UNIT Recreation Program Coordinator 0.25 0.25 0.00 Recreation Services Manager 0.20 0.20 0.00 PT Park Ranger 1.00 1.00 0.00 PARK SERVICE UNIT TOTAL 1.45 1.45 0.00 3215 YOUTH ENGAGEMENT Youth-Young Adult Ast. Prog. Mgr. 1.00 1.00 0.00 MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00 Youth-Young Adult Outreach Worker 1.90 2.90 1.00 Position added during 2016 Budget process; funded from Good Neighbor Fund Community Services Manager 1.00 1.00 0.00 Youth-Young Adult Outreach Development Worker 3.00 3.00 0.00 YOUTH ENGAGEMENT TOTAL 7.40 8.40 1.00 3225 GIBBS-MORRISON CULTURAL CENTER Facilities Coordinator 0.00 0.50 0.50 Added during 2016 Budget process Facilities Supervisor 0.00 1.00 1.00 Added during 2016 Budget process GIBBS-MORRISON CULTURAL CENTER TOTAL 0.00 1.50 1.50 3605 ECOLOGY CENTER Clerk III 1.00 1.00 0.00 Recreation Program Coordinator 1.00 1.00 0.00 Garden Coordinator 0.20 0.20 0.00 Facilities Supervisor 0.32 0.32 0.00 PT Custodian 0.25 0.25 0.00 Program Supervisor 1.00 1.00 0.00 ECOLOGY CENTER TOTAL 3.77 3.77 0.00 3710 NOYES CULTURAL ARTS CENTER Facilities Maint. Worker II 1.00 0.00 -1.00 Reclassed to night/weekend coord in 2015 Office Assistant 0.35 0.35 0.00 Weekend/Evening Coordinator 0.00 1.00 1.00 reclassed from Custodian PT Custodian 1.52 1.52 0.00 NOYES CULTURAL ARTS CENTER TOTAL 2.87 2.87 0.00 3720 CULTURAL ARTS PROGRAMS Recreation Program Coordinator 1.00 1.00 0.00 Festival Coordinator 0.60 1.00 0.40 0.4 FTE added during the 2016 Budget process CULTURAL ARTS PROGRAMS TOTAL 1.60 2.00 0.40 PARKS, RECREATION, & COMM. SERV. DEPT. 74.23 77.13 2.90 General Fund 633.78 636.18 2.40 2499 GENERAL ASSISTANCE ADMINISTRATION Customer Service Representative 1.00 1.00 0.00 Human Services Specialist 0.00 0.00 0.00 General Assistance Specialist 3.00 3.00 0.00 GENERAL ASSISTANCE ADMINISTRATION TOTAL 4.00 4.00 0.00 GENERAL ASSISTANCE FUND 4.00 4.00 0.00 218 -- 218 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference 4805 YOUTH SERVICES Librarian I 4.09 3.50 -0.59 Librarian III 1.00 1.00 0.00 Supervising Librarian 1.00 1.00 0.00 Library Assistant 5.21 6.60 1.39 YOUTH SERVICES TOTAL 11.30 12.10 0.80 4806 ADULT SERVICES Librarian I 5.03 5.03 0.00 Supervising Librarian 1.00 1.00 0.00 Library Assistant 3.37 2.37 -1.00 Technology Associate 0.00 2.80 2.80 Library Clerk 2.80 0.00 -2.80 Administrative Librarian 1.00 1.00 0.00 Virtual Services Librarian 1.00 1.00 0.00 ADULT SERVICES TOTAL 14.20 13.20 -1.00 4820 CIRCULATION Circulation Manager 1.00 1.00 0.00 Assistant Circulation Manager 0.00 1.00 1.00 Clerk III 1.00 0.00 -1.00 Library Aide II 1.53 3.28 1.75 Library Clerk 5.94 5.17 -0.77 Shelver 5.85 4.43 -1.42 CIRCULATION TOTAL 15.32 14.88 -0.44 4825 NEIGHBORHOOD SERVICES Librarian II 1.00 1.00 0.00 Librarian I 0.21 0.00 -0.21 Branch Assistant 3.21 3.36 0.15 Library Clerk 1.59 1.57 -0.02 NEIGHBORHOOD SERVICES TOTAL 6.01 5.93 -0.08 4835 TECHNICAL SERVICES Librarian I 1.67 0.67 -1.00 Librarian III 1.00 1.00 0.00 Library Assistant 2.00 2.75 0.75 Collection Development Manager 0.00 1.00 1.00 Library Clerk 2.28 1.53 -0.75 TECHNICAL SERVICES TOTAL 6.95 6.95 0.00 4840 MAINTENANCE Custodian II 2.00 2.00 0.00 Custodian I 0.67 0.67 0.00 Security Monitor 1.67 2.67 1.00 Facilities Management Supervisor 1.00 1.00 0.00 MAINTENANCE TOTAL 5.34 6.34 1.00 4845 ADMINISTRATION Bookkeeper 1.00 1.00 0.00 Clerk III 1.00 1.00 0.00 Director, Library 1.00 1.00 0.00 Assistant Library Director 0.00 1.00 1.00 Administrative Services Manager 1.00 0.00 -1.00 Administrative Assistant 1.33 0.00 -1.33 Development Associate 0.00 0.67 0.67 Development Manager 1.00 1.00 0.00 Community Engagement Coordinator 0.00 0.80 0.80 Community Engagement Librarian 1.00 1.00 0.00 ADMINISTRATION TOTAL 7.33 7.47 0.14 LIBRARY FUND 66.45 66.87 0.42 5005 NSP2 Housing and Grant Administrator 0.25 0.20 -0.05 0.05 to BU 5220 NSP2 Compliance Specialist 0.25 0.25 0.00 Reclassified to Grants and Compliance Specialist in BU 5220 NSP2 TOTAL 0.50 0.45 -0.05 NSP2 FUND 0.50 0.45 -0.05 5150 EMERGENCY TELEPHONE SYSTEM Asst. Communications Coordinator 2.00 2.00 0.00 Communications Coordinator 1.00 1.00 0.00 Telecommunicator 2.00 2.00 0.00 EMERGENCY TELEPHONE SYSTEM TOTAL 5.00 5.00 0.00 EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00 5187 HOUSING REHABILITATION Housing Rehabilitation Specialist 1.00 1.00 0.00 Customer Service Representative 0.60 0.60 0.00 219 -- 219 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Build/Insp. Serv. Division Manager 0.15 0.15 0.00 HOUSING REHABILITATION TOTAL 1.75 1.75 0.00 5220 CDBG ADMINISTRATION Housing Planner 0.60 0.00 -0.60 Position reclassified to Housing Policy & Planning Analyst Housing Policy & Planning Analyst 0.00 0.00 0.00 Position reclassified to Housing Policy and Planning Analyst; 0.50 BU 5465 and 0.50 in BU 5430 Housing and Grant Administrator 0.75 0.80 0.05 Increased by 0.05 from BU 5005 PT Financial Analyst 0.50 0.50 0.00 NSP2 Compliance Specialist 0.75 0.00 -0.75 Reclassified to Grants and Compliance Specialist Grants and Compliance Specialist 0.00 1.00 1.00 Reclassified from NSP2 Compliance Specialist, other .25 FTE from BU 5005 Social Services Grants and Compliance Specialist 0.00 0.50 0.50 CDBG ADMINISTRATION TOTAL 2.60 2.80 0.20 CDBG ADMINISTRATION FUND 4.35 4.55 0.20 5300 ECONOMIC DEVELOPMENT FUND Director, Community Development 0.25 0.25 0.00 Senior Economic Development Coordinator 1.00 1.00 0.00 Economic Development Coordinator 1.00 1.00 0.00 Economic Development Division Mgr. 1.00 1.00 0.00 Intergovernmental Affairs Coordinator 1.00 0.00 -1.00 Position reclassified to Transportation and Mobility Coordinator Transportation and Mobility Coordinator 0.00 1.00 1.00 Position reclassified from Intergovernmental Affairs Coordinator ICMA Fellow 1.00 0.50 -0.50 0.5 FTE reclassed to Network Engineer in BU 1932 Economic Development Specialist 1.00 1.00 0.00 ECONOMIC DEVELOPMENT FUND TOTAL 6.25 5.75 -0.50 ECONOMIC DEVELOPMENT FUND 6.25 5.75 -0.50 5430 HOME FUND Housing Policy & Planning Analyst 0.00 0.50 0.50 Position reclassified from Housing Planner; .50 5465 and BU 5430 Housing Planner 0.40 0.00 -0.40 Position reclassified to Housing Policy & Planning Analyst HOME FUND 0.40 0.50 0.10 5465 AFFORDABLE HOUSING FUND Housing Policy & Planning Analyst 0.00 0.50 0.50 Reclassified from Housing Planner, from BU 5220 AFFORDABLE HOUSING FUND 0.00 0.50 0.50 4420 TRANSPORTATION Traffic Engineering Technician 0.00 0.50 0.50 .5 FTE moved from 7005 TRANSPORTATION TOTAL 0.00 0.50 0.50 4510 STREET MAINTENANCE Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from 7015 STREET MAINTENANCE TOTAL 0.00 1.00 1.00 4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from 7015 Sanitation Supervisor 0.00 1.00 1.00 Moved from 7015 RECYCLING AND ENVIRONMENTAL MAINTENANCE TOTAL 0.00 2.00 2.00 4330 GREENWAYS Public Works Maint Wrkr II 0.00 2.00 2.00 2 FTE Moved from 7015 GREENWAYS TOTAL 0.00 2.00 2.00 7005 PARKING SYSTEM MANAGEMENT Finance Operations Coordinator 1.00 1.00 0.00 Traffic Engineering Technician 0.50 0.00 -0.50 .5 FTE moved to 4420 Parking Facilities Supervisor 1.00 1.00 0.00 Customer Service Representative 3.00 3.00 0.00 Revenue/Parking Manager 1.00 1.00 0.00 PARKING SYSTEM MANAGEMENT TOTAL 6.50 6.00 -0.50 7015 PARKING LOTS & METERS Parking Repair Worker 3.00 3.00 0.00 Public Works Maint Wrkr II 4.00 0.00 -4.00 Sanitation Supervisor 1.00 0.00 -1.00 PARKING LOTS & METERS TOTAL 8.00 3.00 -5.00 7037 MAPLE AVENUE GARAGE Public Works Maint Wrkr II 1.00 1.00 0.00 MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00 PARKING SYSTEM FUND 15.50 15.50 0.00 7100 WATER GENERAL SUPPORT Superintendent, Water Production 1.00 0.00 -1.00 Exec Secretary (non-Dept Head) 1.00 0.00 -1.00 Management Analyst 1.00 0.00 -1.00 220 -- 220 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Utilities Project Manager 1.00 0.00 -1.00 Superintendent, Const & Fld Svcs 1.00 0.00 -1.00 Director, Utilities 1.00 0.00 -1.00 WATER GENERAL SUPPORT TOTAL 6.00 0.00 -6.00 7105 PUMPING Division Chief, Pumping 1.00 0.00 -1.00 Water/Sewer Mechanic 3.00 0.00 -3.00 Water Maintenance Supervisor 1.00 0.00 -1.00 Water Worker I 1.00 0.00 -1.00 Water Plant Operator 5.00 0.00 -5.00 PUMPING TOTAL 11.00 0.00 -11.00 7110 FILTRATION Chemist 1.00 0.00 -1.00 Division Chief, Filtration 1.00 0.00 -1.00 Water/Sewer Mechanic 3.00 0.00 -3.00 Microbiologist 1.00 0.00 -1.00 Water Maintenance Supervisor 1.00 0.00 -1.00 Water Worker I 1.00 0.00 -1.00 Water Worker II 1.00 0.00 -1.00 Water Plant Operator 5.00 0.00 -5.00 FILTRATION TOTAL 14.00 0.00 -14.00 7115 DISTRIBUTION Civil Engineer III 1.00 0.00 -1.00 Division Chief, Distribution 0.50 0.00 -0.50 Engineering/GIS Technician 1.00 0.00 -1.00 Plumbing Inspector 0.50 0.00 -0.50 Water Worker I 2.00 0.00 -2.00 Water/Sewer Crew Leader 3.00 0.00 -3.00 Water Distribution Supervisor 1.00 0.00 -1.00 Water Worker III 3.00 0.00 -3.00 DISTRIBUTION TOTAL 12.00 0.00 -12.00 7120 WATER METER MAINTENANCE PT Clerk 0.50 0.00 -0.50 Cust. Svs./Wtr Bill Coordinator 0.00 0.00 0.00 Meter Service Coordinator 1.00 0.00 -1.00 WATER METER MAINTENANCE TOTAL 1.50 0.00 -1.50 4105 PUBLIC WORKS AGENCY ADMIN Director of Public Works Agency 0.00 0.50 0.50 Divison Chief, Distribution 0.00 0.50 0.50 Exec Secretary 0.00 1.00 1.00 Plumbing Inspector 0.00 0.50 0.50 PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 2.50 2.50 4200 WATER PRODUCTION Management Analyst 0.00 1.00 1.00 Moved from Business Unit 7100 Water Production Superintendent 0.00 1.00 1.00 Moved from Business Unit 7100 WATER PRODUCTION TOTAL 0.00 2.00 2.00 4208 WATER BILLING Cust. Svc./Wtr Bill Coordinator 0.00 1.00 1.00 Moved from Business Unit 7120 Part Time Clerk 0.00 0.50 0.50 Moved from Business Unit 7120 WATER BILLING TOTAL 0.00 1.50 1.50 4210 PUMPING Division Chief, Pumping 0.00 1.00 1.00 Moved from Business Unit 7105 Water Maintenance Supervisor 0.00 1.00 1.00 Moved from Business Unit 7105 Water Plant Operator 0.00 5.00 5.00 Moved from Business Unit 7105 Water Worker I 0.00 1.00 1.00 Moved from Business Unit 7105 Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7105 Water/Sewer Mechanic 0.00 3.00 3.00 Moved from Business Unit 7105 PUMPING TOTAL 0.00 12.00 12.00 4220 FILTRATION Chemist 0.00 1.00 1.00 Moved from Business Unit 7110 Division Chief, Filtration 0.00 1.00 1.00 Moved from Business Unit 7110 Microbiologist 0.00 1.00 1.00 Moved from Business Unit 7110 Water Maintenance Supervisor 0.00 1.00 1.00 Moved from Business Unit 7110 Water Plant Operator 0.00 5.00 5.00 Moved from Business Unit 7110 Water Worker I 0.00 1.00 1.00 Moved from Business Unit 7110 Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7110 Water/Sewer Mechanic 0.00 3.00 3.00 Moved from Business Unit 7110 FILTRATION TOTAL 0.00 14.00 14.00 221 -- 221 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference 4400 CAPITAL PLANNING & ENGINEERING Bureau Chief 0.00 0.50 0.50 .5 FTE funded by General Fund CAPITAL PLANNING & ENGINEERING TOTAL 0.00 0.50 0.50 4440 WATER AND SEWER CAPITAL Civil Engineer II 0.00 1.00 1.00 Moved from Business Unit 2625 GIS / Engineering Technician 0.00 1.00 1.00 Moved from Business Unit 7115 Utilities Project Manager 0.00 1.00 1.00 Moved from Business Unit 7110 WATER AND SEWER CAPITAL TOTAL 0.00 3.00 3.00 4540 DISTRIBUTION MAINTENANCE Water Distribution Supervisor 0.00 1.00 1.00 Moved from Business Unit 7115 Water Worker I 0.00 2.00 2.00 Moved from Business Unit 7115 Water Worker III 0.00 3.00 3.00 Moved from Business Unit 7115 Water / Sewer Crew Leader 0.00 3.00 3.00 Moved from Business Unit 7115 DISTRIBUTION MAINTENANCE TOTAL 0.00 9.00 9.00 WATER FUND 44.50 44.50 0.00 7400 SEWER MAINTENANCE Division Chief, Distribution 0.50 0.00 -0.50 Engineering/GIS Technician 1.00 0.00 -1.00 Plumbing Inspector 0.50 0.00 -0.50 Water Worker I 2.00 0.00 -2.00 Water Worker II 1.00 0.00 -1.00 Water/Sewer Crew Leader 4.00 0.00 -4.00 Sewer Supervisor 1.00 0.00 -1.00 Sustainability Fellow 0.33 0.00 -0.33 Water Worker III 1.00 0.00 -1.00 SEWER MAINTENANCE TOTAL 11.33 0.00 -11.33 4105 PUBLIC WORKS AGENCY ADMIN Division Chief, Distribution 0.00 0.50 0.50 Moved from Business Unit 7400, .5 FTE funded in Water Fund Plumbing Inspector 0.00 0.50 0.50 Moved from Business Unit 7400, .5 FTE funded in Water Fund PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 1.00 1.00 4310 REFUSE COLLECTION & DISPOSAL Sustainability Fellow 0.00 0.33 0.33 REFUSE COLLECTION & DISPOSAL TOTAL 0.00 0.33 0.33 4440 WATER AND SEWER CAPITAL GIS / Engineering Technician 0.00 1.00 1.00 Moved from Business Unit 7400 WATER AND SEWER CAPITAL TOTAL 0.00 1.00 1.00 4530 SEWER MAINTENANCE Senior Sewer Supervisor 0.00 1.00 1.00 Moved from Business Unit 7400 Water Worker I 0.00 2.00 2.00 Moved from Business Unit 7400 Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7400 Water Worker III 0.00 1.00 1.00 Moved from Business Unit 7400 Water/Sewer Crew Leader 0.00 4.00 4.00 Moved from Business Unit 7400 SEWER MAINTENANCE TOTAL 0.00 9.00 9.00 SEWER MAINTENANCE FUND 11.33 11.33 0.00 7685 REFUSE COLLECTION & DISPOSAL Equipment Operator II 1.00 0.00 -1.00 Moved from Business Unit 4310 REFUSE COLLECTION & DISPOSAL TOTAL 1.00 0.00 -1.00 7690 RESIDENTIAL RECYCLING COLLECTION Sustainability Fellow 0.66 0.00 -0.66 Moved from Business Unit 4310 Equipment Operator II 8.00 0.00 -8.00 Moved from Business Unit 4310 RESIDENTIAL RECYCLING COLLECTION TOTAL 8.66 0.00 -8.66 4310 REFUSE COLLECTION & DISPOSAL Sustainability Fellow 0.00 0.66 0.66 .66 FTE from 7690, other .33 FTE funded Sewer Fund Equipment Operator II 0.00 9.00 9.00 Moved from Business Unit 7690, 7685 REFUSE COLLECTION & DISPOSAL TOTAL 0.00 9.66 9.66 SOLID WASTE FUND 9.66 9.66 0.00 7705 GENERAL SUPPORT Fleet Services Manager 1.00 1.00 0.00 Auto Shop Supervisor 1.00 1.00 0.00 GENERAL SUPPORT TOTAL 2.00 2.00 0.00 7710 MAJOR MAINTENANCE 222 -- 222 of 260 -- CITY OF EVANSTON FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS Position Description 2015 Adopted 2016 Adopted Difference Equipment Mechanic III 7.00 7.00 0.00 PT Junior Mechanic 1.50 1.50 0.00 Lead Mechanic 1.00 1.00 0.00 Fleet Operations Coordinator 1.00 1.00 0.00 MAJOR MAINTENANCE TOTAL 10.50 10.50 0.00 FLEET SERVICES FUND 12.50 12.50 0.00 7800 RISK MANAGEMENT Exec. Secretary (to Dept. Head) 1.00 1.00 0.00 Administrative Secretary 0.00 0.00 0.00 Assistant City Attorney I 1.00 1.00 0.00 Workers Comp. and Safety Manager 1.00 1.00 0.00 Safety Specialist 1.00 1.00 0.00 RISK MANAGEMENT TOTAL 4.00 4.00 0.00 7801 EMPLOYEE BENEFITS Insurance Administrator 1.00 1.00 0.00 EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00 INSURANCE FUND 5.00 5.00 0.00 Other Funds 185.44 186.11 0.67 All Funds 819.22 822.29 3.07 223 -- 223 of 260 -- FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years DEPARTMENT / DIVISION SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16 Difference 1300 City Council 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1400 City Clerk 1.00 1.80 2.20 2.20 2.00 2.00 0.00 1505 City Manager's Office 6.00 6.00 6.00 5.00 5.00 3.50 (1.50) 1510 Community Engagement 4.00 5.00 5.00 6.00 5.00 5.00 0.00 1515 Farmer's Market 0.00 0.00 1520 Emergency Management Operations 0.00 0.00 1530 Youth Engagement Division 0.00 0.00 1535 Sustainability 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1540 Summer Youth Employment Program 0.00 0.00 1545 Human Relations Commission 0.00 0.00 1550 Business Perf. & Technology Admin. 0.00 0.00 0.00 0.00 0.00 1555 Financial Administration 0.00 4.00 4.00 1560 Revenue 0.00 3.00 3.00 1570 Accounting 0.00 6.50 6.50 1571 Tax Assessment Review 0.00 1.00 1575 Purchasing 0.00 3.50 1580 Community Arts 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Subtotal City Manager's Office 11.00 12.00 12.00 13.00 12.00 28.50 16.50 1605 Administration 0.00 0.00 1615 Information Systems 0.00 0.00 1620 Geographic Information System 0.00 0.00 1625 Administrative Adjudication 0.00 0.00 1630 Project Management Office 0.00 0.00 Subtotal Mgt. Bus. & Info. Systems 0.00 0.00 1705 Law Department 7.00 7.00 7.00 7.00 8.00 8.00 0.00 1805 Human Resources General Support 0.00 0.00 1905 Administration General Support 4.00 4.00 4.00 4.00 5.00 5.00 0.00 1910 Revenue Division 5.00 4.00 4.00 4.00 3.00 0.00 (3.00) 1915 Payroll 2.50 2.50 2.50 2.50 2.50 2.50 0.00 1920 Accounting 6.50 6.50 6.50 6.50 5.50 0.00 (5.50) 1921 Tax Assessment Review 0.00 0.00 0.00 0.00 1.00 0.00 (1.00) 1925 Purchasing 2.50 2.60 3.00 3.00 3.50 0.00 (3.50) 1929 Human Resources Division 5.00 5.00 5.00 6.00 6.50 6.50 0.00 1930 Budget 0.00 0.00 0.00 0.00 0.00 1932 Information Systems 13.00 11.50 10.50 11.00 12.00 11.00 (1.00) 1935 Administrative Adjudication 0.00 0.00 0.00 0.00 0.00 1941 Parking Enforcement & Tickets 12.00 12.00 12.00 12.00 12.00 12.00 0.00 1950 Facilities 0.00 20.20 20.20 Subtotal Administrative Services 50.50 48.10 47.50 49.00 51.00 57.20 6.20 2005 Facilities Mgt General Support 0.00 0.00 2010 Construction and Repair 0.00 0.00 2015 Mail and Information Services 0.00 0.00 2020 Custodial Maintenance 0.00 0.00 2025 Emergency Serv. & Disaster Agency 0.00 0.00 Subtotal Facilities Management 0.00 0.00 2101 Community Development Admin 1.00 2.00 1.75 1.75 2.75 2.25 (0.50) 2105 Planning & Support 8.00 7.00 6.00 6.00 5.00 5.00 0.00 2110 Zoning Analysis and Support 0.00 2115 Housing Code Compliance 7.00 7.00 0.00 0.00 0.00 2120 Housing Rehabilitation 3.00 1.60 1.60 1.60 0.00 2125 Building Code Compliance 0.00 2126 Building Inspection Services 8.00 9.40 11.40 11.40 11.25 14.25 3.00 2127 Community Intervention Services 1.00 0.00 0.00 0.00 0.00 2130 Building & Zoning 0.00 0.00 0.00 0.00 0.00 2135 Economic Development 1.00 0.00 0.00 0.00 0.00 29.00 27.00 20.75 20.75 19.00 21.50 2.50 GENERAL FUND DEPARTMENTS Subtotal Community & Economic Development 224 -- 224 of 260 -- FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years DEPARTMENT / DIVISION SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16 Difference 2205 Police Administration 2.00 2.00 2.00 3.00 3.00 3.00 0.00 2210 Patrol Operations 103.00 103.00 102.00 103.00 98.00 98.00 0.00 2215 Criminal Investigation 16.00 16.00 15.00 15.00 16.00 16.00 0.00 2225 Social Services Bureau 4.00 4.00 4.00 5.00 5.00 5.00 0.00 2230 Juvenile Bureau 10.00 10.00 9.00 9.00 9.00 9.00 0.00 2235 School Liaison 3.00 3.00 3.00 3.00 5.00 5.00 0.00 2240 Police Records 6.00 7.00 7.00 7.00 7.00 7.00 0.00 2245 Communications Bureau 14.00 14.00 14.00 14.00 14.00 14.00 0.00 2250 Service Desk Bureau 18.00 19.00 19.00 19.00 19.00 17.00 (2.00) 2251 Public Information 9.50 9.50 8.50 8.50 8.50 8.50 0.00 2255 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 3.00 0.00 2260 Office of Administration 2.00 2.00 3.00 3.00 3.00 2.00 (1.00) 2265 Neighborhood Enforcement Team (N.E.T.) 15.00 14.00 15.00 15.00 15.00 15.00 0.00 2270 Traffic Bureau 8.00 8.00 8.00 8.00 8.00 8.00 0.00 2275 Community Strategies Bureau 1.00 1.00 1.00 1.00 1.00 1.00 0.00 2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 1.00 (1.50) 2285 Problem Solving Team 7.00 7.00 8.00 8.00 10.00 10.00 0.00 2290 Property Bureau 0.00 2.00 2.00 2295 Building Management 0.00 1.00 1.00 Subtotal Police 224.00 225.00 224.00 227.00 227.00 225.50 (1.50) 2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 3.00 0.00 2310 Fire Prevention 4.00 4.00 4.00 4.00 4.00 4.00 0.00 2315 Fire Suppression 103.00 103.00 103.00 103.00 103.00 103.00 0.00 Subtotal Fire 110.00 110.00 110.00 110.00 110.00 110.00 0.00 2407 Health Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 0.00 2410 Laboratory 0.00 0.00 2415 Family Health 0.00 0.00 2416 Family & Community Wellness 0.00 0.00 0.00 0.00 0.00 2420 Infectious Disease Control 0.00 0.00 2425 Dental Services 2.80 2.80 0.00 0.00 0.00 2430 Adult Health 0.00 0.00 2435 Food and Environmental Health 7.10 8.90 12.90 14.10 14.10 14.10 0.00 2440 Vital Records 2.00 2.00 2.00 2.00 1.00 1.00 0.00 2450 Community Intervention Services 0.00 0.00 2455 Community Health Program Administration 2.00 2.00 3.00 3.00 5.00 4.00 (1.00) 2530 Commission on Aging 0.00 0.00 0.00 0.00 0.00 2540 Summer Youth Employ. Program 0.00 0.00 0.00 0.00 0.00 2541 Youth Engagement Division 0.00 0.00 0.00 0.00 0.00 2550 Human Relations Commission 0.00 0.00 0.00 0.00 0.00 Subtotal Health & Human Services 15.90 17.70 19.90 21.10 22.10 21.10 (1.00) 2605 Director of Public Works 2.00 2.00 3.00 4.25 4.25 0.00 (4.25) 2606 Sustainability Grant 0.00 0.00 0.00 0.00 0.00 2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00 (2.00) 2620 Infrastructure & Engineering 1.00 1.00 1.00 4.50 4.50 0.00 (4.50) 2625 Engineering 6.00 6.00 7.00 8.00 7.00 0.00 (7.00) 2630 Traffic Engineering 4.50 4.50 3.50 2.50 1.50 0.00 (1.50) 2635 Traffic Signs 0.00 0.00 0.00 0.00 0.00 2640 Traffic Signals & Streetlight Maint. 4.00 4.00 4.00 4.00 4.00 0.00 (4.00) 2645 Parking Enforcement & Tickets 0.00 0.00 0.00 0.00 0.00 2650 Parks and Forestry Administration 0.00 0.00 0.00 3.50 3.50 0.00 (3.50) 2655 Parks & Forestry Maint. and Operations 0.00 0.00 0.00 31.00 30.00 0.00 (30.00) 2665 Operations and Maintenance Administration 5.75 5.75 4.75 4.50 6.50 0.00 (6.50) 2670 Street and Alley Maintenance 20.00 20.00 22.50 23.00 22.00 0.00 (22.00) 2675 Business District - Park Maintenance 4.00 4.00 2.50 5.00 6.00 0.00 (6.00) 2677 Facilities 0.00 0.00 0.00 16.20 16.20 0.00 (16.20) 2685 Refuse Collection and Disposal 0.00 0.00 0.00 0.00 0.00 2695 Yard Waste Collection and Disposal 0.00 0.00 0.00 0.00 0.00 2697 Facilities Administration 0.00 0.00 0.00 0.00 0.00 2699 Construction and Repair 0.00 0.00 0.00 0.00 0.00 Subtotal Public Works 49.25 49.25 50.25 108.45 107.45 0.00 (107.45) 2705 Human Relations Commission 0.00 2710 Housing Advocacy 0.00 225 -- 225 of 260 -- FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years DEPARTMENT / DIVISION SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16 Difference Subtotal Human Relations 0.00 0.00 3005 Recreation Mgt. & General Support 3.00 2.00 2.00 2.00 3.00 3.00 0.00 3010 Recreation Business and Fiscal Mgt. 3.00 3.00 3.00 3.00 3.00 3.00 0.00 3015 Communications & Marketing Serv. 1.00 0.00 0.00 0.00 0.00 3020 Recreation General Support 1.00 1.00 1.00 1.00 2.40 2.40 0.00 3030 Robert Crown Community Center 8.70 8.70 8.70 8.56 8.56 8.56 0.00 3035 Chandler Community Center 5.83 5.83 5.83 5.83 6.48 6.48 0.00 3040 Fleetwood-Jourdain Community Ctr. 6.75 6.75 6.75 6.75 7.45 6.95 (0.50) 3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3050 At-Risk Programs 0.00 3050 Recreation Outreach 0.00 0.00 0.00 0.00 0.50 0.50 0.00 3055 Levy Senior Center 8.83 8.83 12.01 12.01 12.50 12.50 0.00 3080 Beaches 1.25 1.25 1.25 1.25 1.25 1.25 0.00 3085 Recreation Facility Maintenance 6.00 5.00 5.00 0.00 0.00 3095 Crown Ice Rink 7.01 7.01 7.00 7.00 6.99 7.49 0.50 3100 Sports Leagues 0.45 0.55 0.55 0.55 0.55 0.55 0.00 3110 Tennis 0.40 0.40 0.40 0.40 0.00 3130 Special Recreation 2.46 2.71 2.71 2.71 2.31 2.31 0.00 3140 Bus Program 1.15 1.15 1.15 1.15 1.15 1.15 0.00 3150 Park Service Unit 1.45 1.45 1.45 1.45 1.45 1.45 0.00 3205 Community Relations 2.00 0.00 0.00 0.00 0.00 3210 Commission On Aging 1.90 1.50 0.00 0.00 0.00 3215 Youth Engagement 1.00 4.00 4.00 4.90 7.40 8.40 1.00 3225 Gibbs-Morrison Cultural Center 0.00 1.50 1.50 3505 Parks and Forestry General Support 3.00 2.00 2.00 0.00 0.00 3510 Horticulture Maintenance 13.00 13.00 13.00 0.00 0.00 3515 Maintenance of Parkway Trees 8.50 8.50 8.50 0.00 0.00 3520 Dutch Elm Disease Control 7.25 7.25 7.25 0.00 0.00 3525 Tree Planting 2.25 2.25 2.25 0.00 0.00 3605 Ecology Center 3.77 3.77 3.77 3.77 3.77 3.77 0.00 3700 Arts Council 0.80 0.00 0.00 0.00 0.00 3710 Noyes Cultural Arts Center 4.31 3.31 3.31 3.31 2.87 2.87 0.00 3720 Cultural Arts Programs 1.80 3.00 3.00 3.00 1.60 2.00 0.40 3805 Facilities Administration 2.00 2.00 2.00 0.00 0.00 3806 Civic Center Services 2.20 2.20 2.20 0.00 0.00 3807 Construction & Repair 16.00 16.00 16.00 0.00 0.00 129.06 125.41 127.08 69.64 74.23 77.13 2.90 4105 Public Works Agency Administration 0.00 5.25 5.25 4300 Environmental Services 0.00 1.00 1.00 4310 Recycling and Environmental Maintenance 0.00 7.00 7.00 4320 Forestry 0.00 18.00 18.00 4330 Greenways 0.00 17.00 17.00 4400 Capital Planning and Engineering 0.00 0.50 0.50 4410 Streets and Right of Way 0.00 6.00 6.00 4420 Transportation 0.00 1.50 1.50 4430 Parks and Facilities 0.00 2.00 2.00 4500 Infrastructure Maintenance 0.00 1.00 1.00 4510 Street Maintenance 0.00 17.00 17.00 4520 Street Light Maintenance 0.00 8.00 8.00 0.00 0.00 0.00 0.00 0.00 84.25 84.25 TOTAL - GENERAL FUND 627.71 624.26 621.68 629.14 633.78 636.18 2.40 2499 General Assistance Administration 0.00 0.00 0.00 0.00 4.00 4.00 0.00 4310 Recycling and Environmental Maintenance 0.00 2.00 2.00 4330 Greenways 0.00 2.00 2.00 4420 Transportation 0.00 0.50 0.50 4510 Street Maintenance 0.00 1.00 1.00 7005 Parking System Management 6.50 6.50 6.50 6.50 6.50 6.00 (0.50) 7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 8.00 3.00 (5.00) 7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Subtotal Parking System Fund 15.50 15.50 15.50 15.50 15.50 15.50 0.00 4805 Youth Services 8.38 10.71 11.24 11.88 11.30 12.10 0.80 Subtotal Parks, Recreation & Comm. Services OTHER FUNDS Subtotal Public Works Agency 226 -- 226 of 260 -- FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years DEPARTMENT / DIVISION SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16 Difference 4806 Adult Services 16.37 15.39 13.86 14.53 14.20 13.20 (1.00) 4808 Neighborhood Services 2.64 0.00 0.00 0.00 0.00 4810 Reader's Services 0.00 0.00 0.00 0.00 0.00 4815 Reference Services and Periodicals 0.00 0.00 0.00 0.00 0.00 4820 Circulation 14.51 14.44 14.44 13.31 15.32 14.88 (0.44) 4825 Neighborhood Services 0.00 2.64 2.64 5.49 6.01 5.93 (0.08) 4830 South Branch 0.00 0.00 0.00 0.00 0.00 4835 Technical Services 5.61 5.61 5.61 5.75 6.95 6.95 0.00 4840 Library Maintenance 3.00 3.00 3.00 5.31 5.34 6.34 1.00 4845 Library Administration 4.65 4.59 5.59 6.86 7.33 7.47 0.14 Subtotal Library Fund 55.16 56.38 56.38 63.13 66.45 66.87 0.42 5005 Neighborhood Stabilization Program 2 1.00 2.00 2.66 1.31 0.50 0.45 (0.05) 5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 5.00 0.00 5187 Housing Rehabilitation 0.00 1.75 1.75 0.00 5220 Community Develop. Block Grant (CDBG) 2.00 1.53 1.50 2.60 2.60 2.80 0.20 5300 Economic Development Fund 5.00 7.00 6.25 6.25 6.25 5.75 (0.50) 5430 Home Fund 0.00 0.00 0.00 0.25 0.40 0.50 0.10 5465 Affordable Housing Fund 0.00 0.50 0.50 5999 Capital Projects Fund 1.00 0.00 0.00 0.00 0.00 5800 Downtown II TIF Fund 0.00 0.00 4105 Public Works Agency Administration 0.00 2.50 2.50 4200 Water Production 0.00 2.00 2.00 4208 Water Billing 0.00 1.50 1.50 4210 Pumping 0.00 12.00 12.00 4220 Filtration 0.00 14.00 14.00 4400 Capital Planning and Engineering 0.00 0.50 0.50 4440 Water and Sewer Capital 0.00 3.00 3.00 4540 Distribution Maintenance 0.00 9.00 9.00 7100 Water General Support 4.00 5.00 5.00 5.00 5.00 0.00 (5.00) 7105 Water Pumping 11.00 11.00 11.00 11.00 12.00 0.00 (12.00) 7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00 (14.00) 7115 Water Distribution 11.00 10.50 10.50 10.00 12.00 0.00 (12.00) 7120 Water Meter Maintenance 2.00 2.00 2.00 2.50 1.50 0.00 (1.50) Subtotal Water Fund 42.00 42.50 42.50 42.50 44.50 44.50 0.00 4105 Public Works Agency Administration 0.00 1.00 4310 Refuse Collection and Disposal 0.00 0.33 4440 Water and Sewer Capital 0.00 1.00 4530 Sewer Maintenance 0.00 9.00 7400 Sewer Maintenance 13.00 13.00 13.00 13.33 11.33 0.00 (11.33) Subtotal Sewer Maintenance Fund 13.00 13.00 13.00 13.33 11.33 11.33 0.00 4310 Refuse Collection and Disposal 0.00 9.66 9.66 7600 Solid Waste 10.00 10.00 9.00 9.66 9.66 0.00 (9.66) 7685 Refuse Collection and Disposal 0.00 0.00 0.00 7690 Residential Recycling Program 0.00 0.00 0.00 Subtotal Solid Waste Fund 10.00 10.00 9.00 9.66 9.66 9.66 0.00 7705 Fleet Services General Support 2.00 2.00 2.00 2.00 2.00 2.00 0.00 7710 Major Maintenance 10.00 10.00 10.00 10.00 10.50 10.50 0.00 Subtotal Fleet Services Fund 12.00 12.00 12.00 12.00 12.50 12.50 0.00 7800 Risk Management 4.00 4.00 4.00 5.00 5.00 4.00 (1.00) 7801 Employee Benefits 0.00 0.00 0.00 0.00 0.00 1.00 227 -- 227 of 260 -- FULL-TIME EQUIVALENT TOTALS Current Fiscal Year + Last Four Fiscal Years DEPARTMENT / DIVISION SUMMARY FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16 Difference Subtotal Insurance Fund 4.00 4.00 4.00 5.00 5.00 5.00 0.00 TOTAL - OTHER FUNDS 110.50 112.53 111.41 113.15 185.44 186.11 0.67 GRAND TOTAL - ALL FUNDS 793.37 793.17 789.47 805.67 819.22 822.29 3.07 228 -- 228 of 260 -- PART VI CAPITAL IMPROVEMENT PLAN 229 -- 229 of 260 -- Capital Improvement Plan Overview The Capital Improvement Plan (CIP) is a process by which the City designs a multi-year plan for major capital expenditures. It represents the City’s plan for physical development and is reviewed and updated each year to reflect changing priorities. It provides an ongoing framework for identifying capital requirements, scheduling projects over a period of years, coordinating related projects, and identifying future fiscal impacts. Generally, the CIP includes improvements that are relatively expensive, have a multi-year useful life, and, similar to capital outlay items, result in fixed assets. These include the construction of new buildings, additions to or renovations of existing buildings, construction of streets, sewer improvements, land purchases, and major software or equipment purchases. Due to the nature and total costs of the identified projects, bond proceeds are one of the major sources of revenue. The CIP is a dynamic process, with anticipated projects being changed, added, and deleted from the plan as the five-year timeline evolves. During the past several years, staff has undertaken a variety of comprehensive assessments of many of the City’s capital assets to provide a more complete understanding of the City’s future needs. A sample of these include: the Comprehensive Pavement Study; Parks, Forestry, and Recreation Strategic Plan; the analysis of the Civic Center; the Crown Center Study, the Ten-Year Sewer Improvement Program; Street Lighting; Chicago Avenue Corridor; Downtown Streetscape Audit; the assessments of Fire and Police Stations; the current development of the IT Strategic Plan, as well as development of the City’s Strategic Plan. These studies serve as the foundation for the staff recommendations set forth in the attached Capital Improvement Plan. As the City moves forward, it must continually assess the ongoing infrastructure needs of the community. Formal City Council adoption of the Capital Improvement Program indicates the City’s commitment to the plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted each year to pay for the improvements – year one is the approved Capital Budget for which Council approval authorizes expenditures, with years two and three reflecting the City’s plan for improvements. Summary of FY 2016-2018 Capital Improvement Plan It is important to distinguish between the City’s Capital Improvement Plan (CIP) and Capital Improvement Fund (CIF). The CIP report in this section includes all citywide capital projects, regardless of the fund and/or funding source. This contrasts with the City’s CIF, which includes only those capital projects that are not paid through one of the City’s internal service, special revenue, or enterprise funds. Typically, capital purchases used to benefit the City as a whole are budgeted and paid from the CIF, while capital purchases specific to one area, function, or fund are typically paid from that specific source or fund. An example of the above would be an addition or capital improvement to the City’s water filtration plant. While this project would be included in the City’s CIP report, the expense would be budgeted in the City’s Water Utility Fund. There are a couple of exceptions to this rule. Capital projects funded via the City’s Motor Fuel Tax (MFT) Fund may benefit the City as a whole, but for legal purposes such capital projects must be budgeted and paid out of the City’s MFT Fund. Another example would be capital purchases related to the City’s fleet. Since the City maintains a separate internal service Fleet Fund for tracking purposes, CIP projects pertaining to fleet vehicles and equipment purchases are budgeted and paid from the Fleet Fund rather than the CIF. 230 -- 230 of 260 -- 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 have 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, quality of life, and promote public health and safety. Limit the extent to which local property taxes are required to finance capital improvements. Plan all capital projects to meet ADA requirements. Priorities 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 Plan 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. 231 -- 231 of 260 -- Capital Improvement Fund Policy Commit funds annually for improvements so that incremental progress can be made toward long- range goals. Coordinate planned capital improvement projects where opportunities exist to do so. Leverage local capital improvement funds to the extent possible. Give priority to projects that further the objectives of the Comprehensive General Plan. More specific policies have also been written to guide the scheduling and prioritization of projects within each of the major project classifications. Economic Development Make capital investments needed to realize the full potential of the Downtown Redevelopment. Coordinate improvements made in retail and commercial areas. Develop and implement programs to upgrade and maintain streetscapes in each neighborhood business district within the City. Develop and implement plans for capital needs of neighborhood economic development. 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 CPSC / ASTM safety guidelines and ADA requirements. 232 -- 232 of 260 -- Capital Improvement Fund Policy Public Buildings Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making decisions concerning construction, purchasing, disposal, or rehabilitation of public facilities. Continue to undertake preventive maintenance, energy conservation, and rehabilitation programs for public buildings. Undertake projects needed to improve the security of public buildings and facilities. Complete the fire station construction and improvement plan. Complete the rehabilitation of the Police/Fire Headquarters. Undertake projects and improvement to municipal facilities to meet the standards of the Federal Americans with Disabilities Act (ADA). Develop and implement a plan for the municipal offices. Implement policy advocating art within city building projects, in compliance with Title 7, Chapter 16 of the City Code. Transportation Improve the condition, efficiency, and safety of Evanston’s circulation system. Undertake improvements needed to keep municipal parking facilities well maintained, safe and attractive. Plan and implement expanded public parking inventory. Continue the City’s programs for maintaining curbs, gutters, and sidewalks. Evaluate all sidewalks and develop an improvement schedule. Enhance livability of neighborhoods by implementing various traffic controls. Improve Evanston’s remaining unpaved streets and alleys. Implement a Citywide bike plan and encourage inter-modal 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. 233 -- 233 of 260 -- Capital Improvement Fund Policy Section II: Fiscal Management Capital Expenditure Policies Drawn from the long-range capital needs list, a three-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 funding for the capital budget. Capital Financing Policies Long-term borrowing will not be used to finance current operations or normal maintenance. Capital projects financed through the issuance of bonds will be financed for a period not to exceed the expected useful life of the project. The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. The City will strive to find more streams of revenue to support pay-as-you-go financing of its future capital improvements. Dedicated revenue stream options include, but are not limited to, excess funds, additional taxes (i.e. motor fuel tax for street improvements) and use of tax increment financing revenues as they become available. Outstanding tax-supported debt shall not exceed $90 million. Capital Project Planning and Cost Containment City staff will meet monthly to review the progress on all outstanding projects. Semi-annual reports will be presented to the Administration & Public Works Committee. Identification of funding opportunities should be included within the project development phase. Recognize that most projects will take at least two years to plan and implement. Where appropriate, separate project planning and execution costs, acknowledging that approving a study does not guarantee the implementation of the project. 234 -- 234 of 260 -- Capital Improvement Fund Policy 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. Emergency Fund Reserves An emergency account within the capital improvement fund shall be established to fund emergency capital needs. The emergency account shall be initially funded through a one-time revenue source and replenished with a percentage of project surpluses at the end of the fiscal year. Grants City staff should seek grants for projects which are in the current fiscal year, the five-year plan, or fund a recognized City need. For projects not currently funded or in the five 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: o Reallocated to a new project within the five-year plan within the same area o Reallocated to a priority list of projects approved by the City Council during consideration of the capital plan o Used to expand the scope of the existing project for which the grant is received o Placed in the contingency fund for future matches or cost overruns o Placed in an emergency fund for unanticipated projects Community Development Block Grant (CDBG) Funds A comprehensive program for all capital projects in the CDBG target area will be presented to the CDBG Committee. 235 -- 235 of 260 -- 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Notes STREET RESURFACING, WATER MAIN AND SEWER - $ 3,770,000 $ 3,770,000 $ Green Bay Noyes Asbury 5,301,000 $ Asbury Green Bay Emerson 250,000 $ 250,000 $ Emerson Ridge Green Bay 1,920,000 $ Ridge Gaffield Emerson - $ 80,000 $ 80,000 $ 500,000 $ 150,000 $ 650,000 $ Garnet Street CTA Viaduct east alley 100,000 $ 100,000 $ 200,000 $ Special Assessment Fund Crain Florence Asbury 186,000 $ 186,000 $ Brown Cleveland Washington 116,000 $ 116,000 $ Chicago Grove Dempster 900,000 $ 900,000 $ Ewing Colfax Harrison 154,000 $ 154,000 $ Grey Emerson Foster 49,000 $ 49,000 $ CDBG funds Cleveland Dewey Dodge 111,000 $ 111,000 $ CDBG funds South Blvd Dodge Wesley - $ 881,400 $ 881,400 $ Dewey Keeney Oakton 108,000 $ 391,000 $ 499,000 $ Hastings Colfax Harrison 125,000 $ 396,000 $ 521,000 $ 330,000 $ 330,000 $ Funding from Washington-National TIF 375,000 $ 375,000 $ 665,000 $ 665,000 $ 980,000 $ 980,000 $ 205,000 $ 205,000 $ 150,000 $ 150,000 $ 75,000 $ 75,000 $ 450,000 $ 450,000 $ 2,233,000 $ 80,000 $ 7,489,400 $ 1,545,000 $ 1,355,000 $ 1,356,000 $ 3,980,000 $ 100,000 $ 330,000 $ 350,000 $ 18,818,400 $ 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Emerson/Ridge/Green Bay Intersection Construction Engineering-- Phase III Small diameter water main lining (IEPA) Sherman Avenue Water Main Large diameter sewer rehab-- Mulford St. extension CIPP Sewer Rehabilitation Sewer Repairs on Street Improvements Manhole lining Emergency Sewer Repairs Stormwater Management Improvements Sewer Rehabilitation 2016 Adopted CIP Budget Water Main Replacement Emerson Ridge Green Bay Asbury Project 1,500,000 $ 1,900,000 $ Surface Transportation Funds 1,920,000 $ CMAQ Funds Sheridan Road/Chicago Avenue Project CDBG Street Resurfacing MFT Street Resurfacing *contingent upon state funding Sheridan Road/Chicago -- Water main design and construction $ 1,901,000 Other Street Resurfacing Emerson/Ridge/Green Bay Intersection -Design Engineering Phase II 236 -- 236 of 260 -- 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Notes 2016 Adopted CIP Budget TRANSPORTATION 250,000 $ 250,000 $ 500,000 $ 440,000 $ 440,000 $ CDBG Funding 90,000 $ 350,000 $ 440,000 $ $350,000 from IDOT/STP 260,000 $ 260,000 $ 120,000 $ 480,000 $ 600,000 $ project not started; carryover of federal funds $480,000 150,000 $ 150,000 $ Project requires IDOT approval 1,000,000 $ 1,000,000 $ Howard-Hartrey TIF 300,000 $ 80,000 $ 380,000 $ 100,000 $ 100,000 $ 150,000 $ 150,000 $ 50,000 $ 50,000 $ 150,000 $ 150,000 $ 295,000 $ 295,000 $ 25,000 $ 75,000 $ 100,000 $ 150,000 $ 150,000 $ 800,000 $ 800,000 $ 150,000 $ 150,000 $ Main Street sidewalk engineering 75,000 $ 45,000 $ 45,000 $ CDBG Funding 100,000 $ 100,000 $ 600,000 $ 600,000 $ 150,000 $ 150,000 $ 500,000 $ 500,000 $ 450,000 $ 450,000 $ Library Parking Lot Project 234,000 $ 234,000 $ Carry-over from 2015 project Police & Fire HQ Parking Lot Reconstruction 300,000 $ 300,000 $ 150,000 $ 150,000 $ 2,960,000 $ 1,540,000 $ - $ - $ - $ - $ 1,390,000 $ - $ 1,000,000 $ 1,429,000 $ 8,244,000 $ 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Hinman Parking Lot Paving James Park West Parking Lot Renovations Service Center Yard - parking lot/pads/entrances SNAP Lighting Streetlight Purchase Comprehensive Signs Safe Route to School Sheridan Road Signal Upgrade Project (Main to Burnham) Sheridan Road/Chicago Improvements - Roadway/Bike Lane Phase II Design Sidewalk - 50/50 Replacement Program Neighborhood Traffic Calming and Pedestrian Safety Pavement Marking and Streetlight Improvements Green Infrastructure Parking Lot Design Howard Street - Access Drive (Target Access) Street Patching various locations Parking Lot Projects Isabella Bridge Phase II Design & Construction Alley Paving CDBG Alley Paving Central Street Bridge, Phase I Engineering Dodge Avenue Protected Bike Lane - Howard to Church ETHS/Church Street Bike Path (Grey to McCormick Bike Path) Bike Infrastructure Improvements Police/Fire Parking Lake Street Dempster Signals Phase II and III Construction Engineering 237 -- 237 of 260 -- 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Notes 2016 Adopted CIP Budget PARKS 200,000 $ 150,000 $ 350,000 $ Other Funds = grant application 450,000 $ 450,000 $ 100,000 $ 156,615 $ 256,615 $ CDBG Funding 2,000,000 $ 2,000,000 $ Carryover from 2015 TIF 135,000 $ 135,000 $ To be expensed in 2015 100,000 $ 100,000 $ 30,000 $ 30,000 $ 500,000 $ 500,000 $ Budget carried from 2015 40,000 $ 40,000 $ 30,000 $ 30,000 $ Budget carried from 2015 150,000 $ 150,000 $ 1,150,000 $ 585,000 $ - $ - $ - $ - $ 156,615 $ 150,000 $ 2,000,000 $ - $ 4,041,615 $ 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total FACILITIES 250,000 $ 250,000 $ 60,000 $ 60,000 $ 50,000 $ 50,000 $ 200,000 $ 200,000 $ 110,000 $ 110,000 $ 200,000 $ 200,000 $ 335,000 $ 335,000 $ 2014 Bond Issuance-- From Capital Project Fund Reserve 400,000 $ 400,000 $ per consultant report, may increase 75,000 $ 75,000 $ 60,000 $ 60,000 $ 80,000 $ 80,000 $ 25,000 $ 25,000 $ 60,000 $ 60,000 $ 84,000 $ 84,000 $ 300,000 $ 300,000 $ 560,000 $ 560,000 $ 1,075,000 $ 1,075,000 $ 50,000 $ 50,000 $ 1,000,000 $ 1,000,000 $ Roof Evaluation of City Buildings 30,000 $ 30,000 $ 40,000 $ 10,000 $ 50,000 $ carryover from 2015 GO Bonds 200,000 $ 200,000 $ 2,780,000 $ 94,000 $ - $ - $ - $ - $ - $ 335,000 $ - $ 2,045,000 $ 5,254,000 $ Fleetwood-Jourdain Gym Flooring Parks Scorecard & Financial Report Parks Evaluation Parks Contingency Civic Center Security Improvements Dempster Beach House Window/Entry door replacement Energy Efficiency Improvements at City Facilities Facilities Contingency Fiber Optic Installation-- Three Parking Garages Fire Station #3 Slope Stabilization LADD Bike Path Gibbs Morrison Site Improvements Penny Park Renovations Solar Panel Installation Greenwood Beach Restroom James Park Field House Roofing and Siding Replacement Ladd Arboretum Windmill Lee Street Beach Restroom Levy Center Restroom Improvements Parking Deck Camera System Replacement Parking Garage - Church Parking Garage - Maple Police Fire Headquarters Retaining Wall Repairs Robert Crown Center - Design Lovelace Park Pond Mason Park Basketball Courts Fleetwood-Jourdain Center HVAC Replacement Chandler Center Stormwater Improvements Church Street Boat Ramp Renovations Foster Field Athletic Lighting Fountain Square and Sherman Avenue Fleetwood-Jourdain and Chandler Center Projects 238 -- 238 of 260 -- 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total Notes 2016 Adopted CIP Budget 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total MISCELLANEOUS 200,000 $ 200,000 $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total WATER TREATMENT AND STORAGE 100,000 $ 100,000 $ 75,000 $ 75,000 $ 250,000 $ 250,000 $ 10,000 $ 10,000 $ 1,390,000 $ 1,390,000 $ 14,000,000 $ 14,000,000 $ 300,000 $ 300,000 $ carryover from 2015 budget 100,000 $ 100,000 $ Potential carryover of final payment 50,000 $ 50,000 $ 2,500,000 $ 2,500,000 $ 260,000 $ 260,000 $ 250,000 $ 250,000 $ 300,000 $ 300,000 $ $0.00 $0.00 $1,695,000.00 $0.00 $17,890,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $19,585,000.00 2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Grand Total $9,323,000.00 $2,299,000.00 $9,184,400.00 $1,545,000.00 $19,245,000.00 $1,356,000.00 $5,526,615.00 $585,000.00 $3,330,000.00 $3,824,000.00 $56,143,015.00 Security Improvements - Water Water Treatment Plant Reliability Improvements SCADA System Upgrades Roof Improvements South Standpipe Storage Shed and MCC Standpipe Painting and Repair Police Body Cameras CMMS software implementation Finished water storage projects-- design Treated water storage replacement--design Chlorine cylinder emergency shut-off valves Treated water storage replacement--construction Masonry repairs Chlorine Scrubber Media Replacement 239 -- 239 of 260 -- 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes Sheridan Road 4,050,000 1,700,000 1,200,000 3,200,000 500,000 750,000 11,400,000 $ Other from Good Neighbor Fund (NU); Washington-National TIF CDBG Street Resurfacing 350,000 350,000 $ CIP Street Resurfacing 1,700,000 1,700,000 $ MFT Street Resurfacing - $ Water Main Replacement - Annual Program 3,590,000 3,590,000 $ 30" Feeder Main Rehabilitation 3,800,000 3,800,000 $ Church Street 490,000 490,000 $ Washington Natl TIF Chicago Avenue 680,000 680,000 $ Chicago Main TIF Custer Avenue 140,000 140,000 $ Chicago Main TIF Main Street 780,000 780,000 $ Chicago Main TIF Emergency Sewer Work 75,000 75,000 $ Sewer Repairs on Street Improvements 215,000 215,000 $ CIPP Sewer Rehabilitation 655,000 655,000 $ Manhole Lining 155,000 155,000 $ Stormwater Management Improvements 280,000 280,000 $ Stormwater Master Plan Improvements 350,000 350,000 $ Large Diameter Sewer Rehabilitation 2,256,000 2,256,000 $ Dodge Avenue Large Dia Sewer Rehab 195,000 195,000 $ Dodge Dempster TIF Custer Avenue Relief Sewer Extension 140,000 140,000 $ Chicago Main TIF Small Diameter Sewer Rehab - Chicago Main TIF 220,000 220,000 $ Chicago Main TIF 5,750,000 $ 5,290,000 $ 1,730,000 $ 6,056,000 $ 1,200,000 $ 3,550,000 $ 500,000 $ 3,395,000 $ - $ 27,471,000 $ 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total 2017 CIP Draft Budget Water Main Replacement STREET RESURFACING, WATER MAIN AND SEWER Sheridan Road/Chicago Avenue Project Other Street Resurfacing Sewer Rehabilitation 240 -- 240 of 260 -- 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes 2017 CIP Draft Budget STREET RESURFACING, WATER MAIN AND SEWER Alley Paving 200,000 200,000 $ CDBG Alley Paving 440,000 440,000 $ CDBG Funding' Alley Paving 500,000 500,000 $ CDBG Alley Paving 450,000 450,000 $ Neighborhood Traffic Calming and Pedestrian Safety 100,000 100,000 $ Pavement Marking and Streetlight Improvements 150,000 150,000 $ Bike Infrastructure Improvements 50,000 50,000 $ Resurfacing of on-street parking 250,000 250,000 $ Sidewalk - 50/50 Replacement Program 150,000 150,000 $ SNAP Lighting 45,000 45,000 $ CDBG Funding Streetlight Purchase 100,000 100,000 $ Street Patching Program 300,000 300,000 $ Streetlights and Fixtures 100,000 100,000 $ Parking Lot Rehabilitation 600,000 600,000 $ ETHS/Church Street Bike Path (Grey to McCormick Bike Path) 150,000 150,000 $ Project requires IDOT approval 2,400,000 $ - $ - $ - $ - $ 935,000 $ - $ - $ 250,000 $ 3,585,000 $ 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Clark Street Beach Boardwalk - $ Dog Beach - $ Foster Field Athletic Field Renovations - $ Grey Park Renovations - $ Garden Park Renovation - $ McCulloch Park Renovation - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total PARKS TRANSPORTATION 241 -- 241 of 260 -- 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes 2017 CIP Draft Budget STREET RESURFACING, WATER MAIN AND SEWER Energy Efficiency Improvements - $ Ecology Center Renovations - $ Fleetwood-Jourdain Center HVAC Replacement James Park East Parking Lot Revnoations - $ Levy Center Entryway Air Barrier - $ Levy Center Kitchen - $ Noyes Hallway floor refinishing and repair - $ Noyes CAC Paint & Plaster - $ Service Center Yard - $ Levy Center Courtyard - $ Leahy Shelter & Restroom - $ Civic Center Stairwell Painting - $ Lovelace Park Field House Exterior Repairs - $ Dempster Beachhouse Office/Training area - $ Noyes CAC Flooring - $ Civic Center Community Development Space - $ - $ Ecology Center Restroom Renovations - $ James Park Field House Restroom Renovations - $ Dempster Beachhouse Restrooms - $ Levy Center Office Renovations - $ Lovelace Park Field House Restrooms - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total FACILITIES 242 -- 242 of 260 -- 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes 2017 CIP Draft Budget STREET RESURFACING, WATER MAIN AND SEWER Security Improvements - Water 50,000 50,000 $ Plant Reliability Improvements 250,000 250,000 $ Treated Water Storage Replacement 5,180,000 5,180,000 $ Harden Exterior Doors in Filtration 125,000 125,000 $ Fiber Optic from FS #5 to North Standpipe 120,000 120,000 $ Retail Water Meter Replacement Program 1,200,000 1,200,000 $ CMMS Software Implementation 250,000 250,000 $ $0.00 $1,745,000.00 $0.00 $5,430,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $7,175,000.00 2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Grand Total $8,150,000.00 $7,035,000.00 $1,730,000.00 $11,486,000.00 $1,200,000.00 $4,485,000.00 $500,000.00 $3,395,000.00 $250,000.00 $38,231,000.00 WATER TREATMENT AND STORAGE 243 -- 243 of 260 -- 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes CDBG Street Resurfacing 350,000 $ 350,000 $ CIP Street Resurfacing 1,700,000 $ 1,700,000 $ MFT Street Resurfacing 1,400,000 $ 1,400,000 $ Water Main Replacement - Annual Program 3,700,000 3,700,000 $ 30" Feeder Main Rehabilitation 3,410,000 3,410,000 $ Orrington Avenue 230,000 230,000 $ Washington Natl TIF Sherman Avenue 675,000 675,000 $ Chicago Main TIF Custer Avenue 140,000 140,000 $ Chicago Main TIF Washington Street 145,000 145,000 $ Chicago Main TIF Water Main Repl- West Evanston TIF- Church St and north 2,034,000 2,034,000 $ West Evanston TIF Water Main Repl - West Evanston TIF - Church to Dempster 1,195,000 1,195,000 $ West Evanston TIF Water Main Repl - West Evanston TIF - Dempster St and south 722,000 722,000 $ West Evanston TIF Emergency Sewer Work 75,000 75,000 $ Sewer Repairs on Street Improvements 225,000 225,000 $ CIPP Sewer Rehabilitation 675,000 675,000 $ Manhole Lining 160,000 160,000 $ Stormwater Management Improvements 290,000 290,000 $ Stormwater Master Plan Improvements 365,000 365,000 $ Large Diameter Sewer Rehabilitation 1,300,000 1,300,000 $ Dodge Avenue Large Dia Sewer Rehab 195,000 195,000 $ Dodge Dempster TIF Custer Avenue Relief Sewer Extension 140,000 140,000 $ Chicago Main TIF Small Diameter Sewer Rehab - West Evanston TIF 629,000 $ 629,000 West Evanston TIF Large Diameter Sewer Rehab - West Evanston TIF 1,456,000 $ 1,456,000 1,700,000 $ 5,100,000 $ 1,790,000 $ 4,710,000 $ - $ 350,000 $ - $ 7,561,000 $ - $ 21,211,000 $ 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total 2018 CIP Draft Budget STREET RESURFACING, WATER MAIN AND SEWER Sheridan Road/Chicago Avenue Project Other Street Resurfacing Water Main Replacement Sewer Rehabilitation 244 -- 244 of 260 -- 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes 2018 CIP Draft Budget STREET RESURFACING, WATER MAIN AND SEWER Alley Paving 200,000 $ $ 200,000 CDBG Alley Paving 440,000 $ $ 440,000 CDBG Funding' Alley Paving 500,000 $ $ 500,000 CDBG Alley Paving 450,000 $ $ 450,000 Neighborhood Traffic Calming and Pedestrian Safety 100,000 $ $ 100,000 Pavement Marking and Streetlight Improvements 150,000 $ $ 150,000 Bike Infrastructure Improvements 50,000 $ $ 50,000 Resurfacing of on-street parking 250,000 $ $ 250,000 Sidewalk - 50/50 Replacement Program 150,000 $ $ 150,000 SNAP Lighting 45,000 $ $ 45,000 CDBG Funding Streetlight Purchase 100,000 $ $ 100,000 Street Patching Program 300,000 $ $ 300,000 Streetlights and Fixtures 100,000 $ $ 100,000 Parking Lot Rehabilitation 600,000 $ $ 600,000 2,250,000 $ - $ - $ - $ - $ 935,000 $ - $ - $ 250,000 $ 3,435,000 $ 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Cartwright Park Renovations - $ James Parks Pathway Lighting - $ James Park Pathway Reoncstruction - $ James Park Playground Equipment - $ Bent Park Field House Tuckpointing - $ James Park Entry Renovations - $ Twiggs Park Shelter - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Energy Efficiency Improvements 50,000 $ 50,000 $ Chandler Center HVAC - $ Civic Center Office Area - $ Service Center Yard - $ Fleetwood Jourdain Stage - $ Police Station Interior Entry - $ - $ South Blvd Beach Restroom - $ Baker Park Exterior Restroom - $ Lighthouse Landing Restroom Renovations - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ 2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total TRANSPORTATION PARKS FACILITIES 245 -- 245 of 260 -- 2016 ADOPTED BUDGET Capital Improvement Plan Funding Sources Funding Source Amount Percent 2016 Bonds $9,323,000 16.61% 2015 Bonds $2,299,000 4.09% Water Fund $9,184,400 16.36% Sewer Fund $1,545,000 2.75% IEPA Loan $19,245,000 34.28% MFT Funds $1,356,000 2.42% Federal Funds $5,451,615 9.71% Other Funds/ Reserves $585,000 1.04% TIF Funding $3,330,000 5.93% Parking Fund $3,824,000 6.81% TOTAL $56,143,015 100% 246 -- 246 of 260 -- PART VII COMPREHENSIVE PERFORMANCE MEASUREMENT 247 -- 247 of 260 -- City of Evanston Citywide Performance Measures FY 2016 Number of IT calls per week 100 104 - 95 IT responses with eight hours 60% 74% 80% Average backlog of IT open requests 65 57 50 Number of parking tickets issued 82,000 80,000 - 82,000 Parking-related revenue generated (in millions of dollars) $9.1 M $8.9 M - $9.1 M Number of e-mail and text alert subscribers for street cleaning notifications 5,750 7,761 7,900 Number of service request received by 311 Staff 35,000 27,500 - 29,000 Number of administrative services assumed by 311 2 5 5 Increase in number of subscribers to City communication channels annually 35,000 37,685 38,000 Number of citizen engagement events and/or activities 90 99 101 Average review time of Single Family & Accessory Structures 14 days 23 days - 20 days Average review time of Commercial & Accessory Structures 24 days 16 days 20 days Average review time of Planned Developments by Plan Commission 90 days 37 days 90 days Average review time of Certificates of Appropriateness by Historic Preservation Commission 30 days 24 days <45 days Average review time of Variation & Special Use permit cases by Zoning Board of Appeals 30 days 35 days - 30 days Percentage of grant-funded programs/projects progressing as planned 85% 94% 85% Number of housing units (owner and rental) substantially rehabbed 60 72 70 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 248 -- 248 of 260 -- City of Evanston Citywide Performance Measures FY 2016 Percentage of emergency fire calls with a response time of five minutes and under from dispatch to arrival on scene, compared with square miles served per fire Suppression Station, and compared with population density 95% 94.85% - 95% Fire incidents confined to room of origin 65% 80% 65% Job related vehicle crashes, deemed preventable, per 100 members in a one-year period <5 8 - <5 Sworn and civilian FTE's per 1,000 population 1.4 1.46 1.4 Emergency response time (in seconds) <241 184 <240 Turnout time for emergency alarms (in seconds) 45 47 - 45 Turnout time for non-emergency alarms (in seconds) 78 72 78 Estimated property value preserved 95% 95.7% 95% Number of investigations and complaints 800 2,500 2,750 Track local trends in testing sites for lead, childhood blood lead screening rates, and incidence in childhood lead poisoning rates 30 34 25 Number of restaurant, temporary food and farmer's market inspections 1,600 1,614 1,650 Traffic prosecution cases 2,200 2,616 2,500 Administrative review cases 8 9 8 Ordinances and resolutions written and/or reviewed 240 320 275 Cases that had a pre-trial disposition or were tried to verdict 8 8 8 Annual number of administrative adjudication parking cases tried (including appeals) 3,750 3,996 3,800 Annual number of administrative adjudication ordinance/compliance cases tried (including appeals) 2,500 2,638 2,500 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 249 -- 249 of 260 -- City of Evanston Citywide Performance Measures FY 2016 Percentage of citizens who rated library service as satisfactory 98% 98% 98% Percentage of library users who rated the helpfulness and the general attitude of library staff as satisfactory 98% 98% 98% Percentage of library users who rated the availability of library materials as satisfactory 93% 93% 94% Number of items circulated per resident 14.7 11.4 12.5 Number of dollars spent for materials acquisition per resident $10.41 $10.11 - $10.11 Number of meeting room requests and estimated attendees 8,300/ 54,000 9,998/ 75,584 10,298/ 77,852 Number of library program participants that enroll in additional programs 85% 85% 85% Percentage of applicants for youth employment and vocational training opportunities who received such opportunities 78% 80% 82% Total recreation program & activity participation and community service outreach clients 107,000 107,000 109,500 Evaluate employee and employer satisfaction with youth employment programs 95% 98% 98% Attendance at PR&CS special events and park permit 49,000 46,600 - 50,000 User satisfaction rate of Recreation facilities (condition, safety and cleanliness, etc.) 87% 85% - 90% Victim Services follow-ups on crime related investigations 1200 1250 1200 Victim Services follow-ups on non-crime related investigations 700 900 800 Benchmark of quantity of illicit drugs seized 300 380 350 Benchmark of quantity of firearms seized 75 119 100 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 250 -- 250 of 260 -- City of Evanston Citywide Performance Measures FY 2016 Total waste diversion rate 30% 32% 30% Road rehabilitation expenditures per paved lane mile $752,062 $756,818 $750,000 Percentage of minor vehicle repairs completed within two days and percentage of preventative maintenance completed within 30 days of due date 95% 95% 95% Snow and ice control expenditures per capita compared with inches of snowfall $15.07 Per Capita - 38" $15.48 Per Capita – 52.6" $15.00 Per Capita - 38" Percentage of residential and commercial waste and recycling picked up on schedule 98% 99% 98% Street-sweeping expenditures per linear mile swept $4,623 $4,878 $4,600 Number of customers experiencing an unscheduled disruption of water service <750 420 <750 Number of customer complaints about water service or quality <100 105 - <100 Number of customer complaints about sewer service (seepage, backups, overflows, etc.) <200 242 - <200 Benchmark days lost from work due to illness or injury 3.0 3.0 3.0 Number of EPA regulatory violations 0 0 0 Number of known breaks/leaks per mile of water main 0.3 0.25 0.3 Millions of gallons of water sold to outside communities 11,500 10,462 - 10,500 2015 Target 2015 Actual Target Met? 2016 Goal 2015 Target 2015 Actual Target Met? 2016 Goal 251 -- 251 of 260 -- PART VIII GLOSSARY 252 -- 252 of 260 -- City of Evanston Glossary ACCRUAL BA
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The City of Evanston's Treasurer's Report for fiscal year 2023 documents municipal revenues across the General Fund, with major sources including property taxes ($32.97 million), retailer and service occupation tax ($13.33 million), state income tax ($12.56 million), and home rule sales tax ($10.40 million). The report also itemizes revenues from various licenses, permits, utility taxes, and state/federal grants, with the complete Comprehensive Annual Financial Report and additional financial information available on the city's transparency website. This financial statement represents the city's revenues for the year ended December 31, 2023, exclusive of transfers and bond proceeds.