FY 03-04 Adopted Budget - Download (PDF)

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The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Presentation to the City of Evanston for its annual budget
for the fiscal year beginning March 1, 2002.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operating guide, as a financial plan and as a
communicative device.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.

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ELECTED OFFICIALS
Lorraine H. Morton 	Mayor
ALDERMAN
Arthur B. Newman 	First Ward
Lionel Jean-Baptiste 	Second Ward
Melissa A. Wynne 	Third Ward
Steven J. Bernstein 	Fourth Ward
Joseph N. Kent 	Fifth Ward
Edmund B. Moran, Jr. 	Sixth Ward
Elizabeth B. Tisdahl 	Seventh Ward
Ann Rainey 	Eighth Ward
Gene Feldman 	Ninth Ward
Mary P. Morris 	City Clerk
Roger D. Crum, City Manager

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CITY OF EVANSTON
2003-2004 APPROVED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Appropriations
TABLE OF CONTENTS
Part I - Message
Page
City Manager’s Budget Message………………………………………………….……. 	6
Executive Summary……………………………………………………………………… 	9
General Fund Change Summary…………………………………………………………. 	15
Budget Memorandum……………………………………………………………………. 	25
Part II - Charts and Summaries
Organizational Chart……………………………………………………………………... 	28
General Information……………………………………………………………………... 	29
Fund Descriptions………………………………………………………………………... 	30
City of Evanston Budget Policy…………………………………………………………. 	33
Budgetary Basis of Accounting…………………………………………………………. 	36
Fund Summary…………………………………………………………………………... 	38
Total Appropriations – All Funds……………………………..……………………….... 	39
Total Appropriations – All Funds (Adjusted for Interfund Transfer)………………….... 	40
Analysis of Appropriations for Transfers to Other Funds……………………………….. 	41
Tax Bill Chart……………………………………………………………………………. 	43
Property Tax Levies……………………………………………………………………… 	44
Revenue Sources, Assumptions and Trends…………………………………………….. 	49
Analysis of 2004 Property Tax Levy…………………………………………………….. 	53
City of Evanston Debt Service Funds……………………………………………………. 	55
Part III – General Fund Budget
Expenditure Summary……………………….…………………………………………... 	59
General Fund Revenues………………………………………………………………….. 	60
City Council……………………………………………………………………………… 	66
City Manager…………………………………………………………………………….. 	70
Office of Management and Budget……………………………………………………… 	78
City Clerk………………………………………………………………………………... 	89
Legal……………………………………………………………………………………... 	93
Human Resources………………………………………………………………………... 	97

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Finance…………………………………………………………………………………… 	102
Facilities Management…………………………………………………………………… 	114
Community Development……………………………………………………………….. 	128
Police…………………………………………………………………………………….. 	143
Fire……………………………………………………………………………………….. 	178
Health and Human Services……………………………………………………………... 	186
Health…………………………………………………………………………………….. 	190
Community Intervention Services…....………………………………………………….. 	209
Mental Health and Purchased Services………………………………………………….. 	213
Commission on Aging…………………………………………………………………… 	219
Public Works…………………………………………………………………………….. 	226
City Engineer…………………………………………………………………………….. 	232
Traffic Engineering………………………………………………………………………. 	236
Streets and Sanitation……………………………………………………………………. 	250
Human Relations………………………………………………………………………… 	266
Miscellaneous Operating Requirements…………………………………………………. 	275
Library…………………………………………………………………………………… 	280
Recreation………………………………………………………………………………... 	300
Parks and Forestry……………………………………………………………………….. 	353
Ecology Center…………………………………………………………………………... 	367
Cultural Arts Division…………………………………………………………………… 	374
Part IV – Other Funds
Parking Systems…….…………………………………………………………………… 	384
Maple Avenue Garage Fund……………………………………………………………... 	399
Water Fund………………………………………………………………………………. 	403
Police Pension Fund……………………………………………………………………... 	422
Fire Pension Fund………………………………………………………………………... 	424
Emergency Telephone System…………………………………………………………... 	426
Motor Fuel Tax Fund……………………………………………………………………. 	430
Community Development Block Grant………………………………………………….. 	433
Insurance Fund ………...………………………………………………………………... 	439
Fleet Services Fund……………………………………………………………………… 	443
Washington National Special Tax Allocation Debt Service Fund………………………. 	456
Special Service Area No. 5………………………………………………………………. 	459
Southwest II Special Tax Allocation Debt Service Fund………………………………... 	462
Southwest Special Tax Allocation Debt Service Fund…………………………………... 	465
Debt Service Fund……………………………………………………………………….. 	468
Downtown II Special Tax Allocation Service Fund……………………………………... 	471
Economic Development Fund…………………………………………………………… 	473
Sewer Fund………………………………………………………………………………. 	477
Housing Fund……………………………………………………………………………. 	492

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Appendix
Personnel Full-time Equivalent Positions Chart………………………………………... 	496
Personnel Full-time Equivalent Positions Totals……………………………………... 	497
Budget Process…………………………………………………………………………... 	506
Budget Calendar…………………………………………………………………………. 	507
Glossary………………………………………………………………………………….. 	509
Capital Improvement Plan
Memorandum…………………………………………………………………………….. 	512
Exhibit A – Capital Improvement Fund Policy………………………………………….. 	519
Appendix A-1 – Five Year Summary by Department and Funding Source……………... 	528
Appendix A-2 – Summary of Project by Funding Source……………………………….. 	535
2003-2004 Capital Budget General Obligation Bonds…………………………………... 	542
Appendix B-1 – Capital Budget Project Descriptions…………………………………… 	544

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Civic Center
2100 Ridge Avenue
Evanston, Illinois
60201-2798
Telephone
847/ 328-2100
TDD 847/ 328-4080
City of Evanston
December 20, 2002
The Honorable Mayor Lorraine H. Morton
And Members of the City Council
This document contains the City Manager’s budget proposal for the 2003-2004 fiscal year. This year’s
budget continues to reflect the difficulties inherent in operating in a recessionary economy. As we project
forward, it appears that, for the first time in a decade, General Fund revenues will have no growth. This is
in spite of the fact that, locally, the City of Evanston is enjoying an economic renaissance with positive
growth in both new and existing assessed valuations. Local sales taxes also are strong. Those revenues
associated with State-shared funding, primarily income tax, however, have declined and may face further
pressures as the State’s major private sector employers such as United, McDonald’s, Arthur Anderson,
Boeing, Sears, and Motorola continue to suffer from the overall economic climate. 	We are also
concerned that the State of Illinois, facing a multi-billion dollar budget gap, may be tempted to divert
funds away from local governments. 	In light of these factors we have approached this budget in a
conservative and cautionary manner. We believe that we must be prepared to face economic difficulties
for a minimum of one year, more likely two or three, and should take whatever actions are necessary to
keep ourselves fiscally responsible during these difficult times. For this budget, the preliminary estimate
of the gap between estimated revenues and estimated expenditures is $3.5 million.
I have adopted the following philosophy during preparation of this budget:
1. 	The problem is real and will continue until the overall state and national economies rebound.
2. 	Because our local economy is relatively strong, and we have worked hard to bring new
developments onto the tax rolls, we can absorb about $1.2 million of the gap with increased
revenues from local property taxes.
3. 	The additional gap of over two million dollars must be made up through a reduction in
expenditures. Last year we eliminated approximately one million dollars in “behind the scenes”
expenditures that were very real to staff but had minimal impact on the public. Unfortunately that
option is now used up and we must look to service reductions.
4. 	Because all functions are important, and each service serves a vital segment of our diverse
community, the recommended approach is to seek reductions in all areas of spending.
5. 	While all areas are affected, this is not a uniform across the board cut. 	Administrative and
internal services received cuts of approximately six percent; general public services and outside
agencies have cuts of approximately three and a half percent; and critical public services and
public safety had cuts of approximately two percent. 	While these percentages seem small, the
impact, when taken on top of previous years’ reductions, is very significant.
6. 	In most cases the cuts suggested are restorable when future budgets permit.
7. 	All cuts suggested are the result of extensive review and discussion with the departments directly
involved. The goal was to achieve a reduction in spending with the least possible impact on our
mission of serving the citizens of Evanston. Alternates were discussed, but the recommendations
contained in this proposal are considered to be the least objectionable of those reviewed. 	No
department, however, would recommend these reductions if not forced to do so because of budget
pressure.

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The following are the highlights of this proposed budget:
1. 	This budget proposes an 8.6 % increase in the City’s portion of the property tax to meet the
obligations of all City funds dependent upon the property tax. This increase would produce a 1.5
% increase in the total aggregate property tax levy paid by a resident.
2. 	This proposal contains an overall reduction of 22 full-time positions throughout the budget, with
the majority being handled through vacancies and attrition.
3. This proposal contains reductions throughout all departments and programs. Additional details of
the impact of these cuts are given in a later section. In the aggregate these reductions achieve a
budget savings of approximately $2.3 million. These include:
a. 	City Manager’s Office: Elimination of paid lobbying function. Elimination of Innovations
Group Membership. Shifting personnel to other functions.
b. 	Office of Management & Budget: 	Elimination of one budget analyst. 	Freeze on filling
second position.
c. 	Legal: 	Shift outside legal fees on specific claims to insurance fund; freeze re-filling 4th
attorney position; freeze filling risk management positions.
d. 	Human Resources: 	Eliminate one HR Assistant position; eliminate Employee Assistance
Program; add additional costs of Police & Fire tests.
e. 	Finance: Eliminate Buyer position; eliminate Administrative Assistant position; cover both
by spreading utilization of existing personnel.
f. 	Facilities Management: Reduce Overtime; reduce ECMC allocation by 3 1/2 %.
g. 	Police: 	Freeze Commander position; eliminate School Liaison Officer positions in Middle
Schools through attrition; share cost of ETHS School Liaison Officer with 202.
h. 	Fire: 	Eliminate severance pay reserve – do not fill until paid out; reduce overtime by
$100,000 – some shifts will run one person short if overtime budget is exceeded.
i. 	Community Development: 	Eliminate one non-CDBG Property Standards Inspector;
eliminate Plan Examiner position and cover through additional contractual services.
j. 	Health & Human Services: 	Transfer one City public health nurse from ETHS Clinic to
Evanston Hospital employment (tentative agreement in place); eliminate one part-time clerk
position; reduce Emergency Assistance by $30,000; add $84,000 to taxi subsidy to reflect
2002 Council action; reduce total subsidy to Mental Health/Community Purchased Services
by 3 ½%.
k. 	Public Works: 	Eliminate two maintenance workers from street crews – cover by
reassignment and improved technology; reduce tipping fees due to SWANCC sale of land;
eliminate one Fleet Maintenance worker; add $30,000 for neighborhood cleanup dumpster
program to reflect actual use.
l. 	Human Relations: Reduce Summer Youth Employment Program by $20,000 – Do not hire
full- time coordinator – largest SYEP reduction (in conjunction with Recreation) is
elimination of Arts Skills Program.
m. Library: Close South Branch Library.
n. 	Parks Forestry & Recreation: 	Eliminate business office position; eliminate Skate Park;
eliminate Swim/Gym program; close South Blvd. Beach Monday through Friday; eliminate
one Parks/Forestry worker; move Children’s Theater to Levy Center; move Fleetwood-
Jourdain

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Adult Theater from Family Focus to Fleetwood-Jourdain Center (rehearsals at Noyes); other
changes.
4. 	A $6 million Capital Improvement Program is budgeted, with the debt to be retired over a twenty-
year period. Our tax levy for debt service is projected to increase by $600,000.
5. 	Due to prudent past budget decisions, and a continued healthy local economy, we have been able
to maintain a cash reserve slightly in excess of our 8.3% target. We are not recommending one-
time use of this reserve to balance the proposed budget, but some application may be necessary
to buffer the transition of specific budget cuts (allowing for attrition to achieve police reductions,
closing the South Branch Library, etc.) We also have significant uncertainty in several areas of
the budget and legal claims that make it prudent to retain our reserve position as long as possible.
6. 	All labor contracts are being negotiated this year. 	We anticipate difficulty in arriving at
agreements on economic issues. 	For purposes of budget preparation we have allowed for an
average increase in wages of two percent for all employees ($1,000,000) plus an additional
$561,000 increase in employee medical premiums. Both of these are areas of concern for this and
future budgets.
7. 	All pension fund obligations have been met as required by state law. 	Both the police and fire
pension requirements must be met by adjusting the property tax levy to match the actuarial needs
of the funds. This year’s adjustment reflects a $590,000 increase in our property tax levy.
8. 	As we continue on our program of having a self-sufficient water system, no water rate increase
will be required for 2003-04, and no additional increases are currently forecast for future budgets.
9. 	During the 2000 budget process, the City Council adopted a four-year rate plan to finance the
completion of the flood relief sewer project. This plan, now in place, imposed a 12% increase in
2000, and three subsequent 10% increases. After that time no further sewer rate increases will be
required, and the project will be completed. 	This budget contains the final 10 percent rate
increase previously approved. 	Debt service and construction constitute over 80% of sewer fund
expenditures, and sewer rates are not used to subsidize any other portion of the budget. After this
year there are no additional rate increases forecast.
In summary, you have before you a preliminary balanced budget which contains many proposals which I
would prefer not to be recommending. I believe, however, that we are facing a near-term budget future in
which we should be very prudent and preserve our options until the State economy, legal actions and
labor contracts are resolved.
________________________________
Roger D. Crum
City Manager

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City of Evanston, 2003-2004 Budget
Executive Summary
I. 	Introduction
The City of Evanston stretches along over four miles of Lake Michigan’s picturesque
Western shoreline. The City’s 8.5 square miles include residential neighborhoods
encircling thoughtfully planned business districts and recreational facilities. Ongoing
development of both residential and commercial occupancies has brought the City of
Evanston a hint of cosmopolitan flavor, while retaining a close-knit suburban
atmosphere.
Evanston boasts rich diversity in religious, racial, educational, and economic
composition. Interspersed throughout the community are over 260 acres of parks. This
includes over 30 tennis courts, five beaches, athletic fields, bicycling and jogging trails,
and an indoor ice-skating facility.
The City of Evanston operates under the Council-Manager form of government. The
non-partisan legislative component is comprised of ten elected officials, a Mayor and
nine Ward Aldermen. Through the Council-Manager form of government, elected
officials create policy and pass it on to the City Manager for implementation. This seeks
to place the responsibility for day-to-day provision of services on a professional manager
and staff.
II. Budget Summary
The total operating budget for FY2004 is $154,749,978. This represents an increase of
$9,919,089 or 6.85 %. The majority of this increase is due to additional expenses in the
TIF funds and the Maple Avenue Garage Fund.
III. General Fund
Expenditures
The General Fund budget for 2003-2004 is $ 73,345,000. This represents a $1,000,700
increase or 1.38% in expenditures.
Revenues
The nation and more so the State of Illinois is in the middle of an economic recession.
News from Springfield is that the State’s budget is in horrific shape as income taxes
continue to decline. Municipalities are still at risk of even greater state revenue
reductions both economic and legislative over the next year.

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The City of Evanston depends upon a variety of revenue sources to fund services. Many
of these revenues are subject to fluctuations in the economy, while demands for
government services frequently are not. As a result, there is a continued interest in
developing revenue sources that remain more insulated from economic effects while also
seeking to appropriately tax those receiving benefits.
1. 	Property Tax:
The total property tax levy is $29,753,211. This is an increase of $2,355,228. The
General Fund portion of this rises from $14,565,000 to $15,730,000, an increase
of $1,165,000. The property tax continues to make up the largest percentage of
tax revenues. The relative economic stability and tax deductible feature of the
property tax make it a desirable revenue source.
2. 	State Sales Tax:
General Fund revenue from the state sales tax is expected to increase by $300,000
to $8,100,000. The increase in this revenue is indicative of Evanston’s strong
economic climate which continues to increase even during a recession.
3. 	Home Rule Sales Tax:
$5,300,000 of this revenue source is projected for the General Fund. This is an
increase of $400,000. This revenue source is also dependent upon Evanston’s
strong economic climate.
4. 	State Income Tax:
State income tax revenues are expected to decrease by 9.4 %. This brings the
expected revenue to $4,800,000. This is due to the ailing state economy.
5. 	Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For 2003-2004, these are projected to total
$7,350,000. This is an increase of $450,000, or almost 6.5%. This increase is
primarily due to a reclassification of the Infrastructure Maintenance Fee to the
new 6% telecommunications tax
6. 	Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to be $2,500,000 for 2003-2004. This
does not include any expected increase.

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7. 	Reimbursement from the Water Fund to the General Fund:
The return on investment transfer to the General Fund is budgeted to be
$2,386,000. This remains constant from the previous year. The previously
passed Budget Policy encourages future City Councils to set a rational basis for
this return on investment.
8. 	Vehicle Licenses:
Vehicle license fees are expected to be the same this year at $2,020,000. This
revenue source is considered to be relatively insulated from economic
fluctuations.
9. 	General Business Licenses:
The general business license was introduced in fiscal year 2001. Revenue from
business licenses are expected to remain the same at $150,000 for fiscal year
2004.
10. Licenses and Permits:
Total licenses and permits are expected to generate $5,779,500 in revenues, a
decrease of $646,100. The main reason for the decrease is a slowing in the
construction market and the concomitant decrease in building permits.
11. Ticket Fines:
Parking ticket fine revenues are expected to increase by $58,000 to $3,000,000.
This includes the expansion of parking meter enforcement hours to between 8:00
am and 9:00 pm.
12. Emergency Medical Service Fees:
Following a rate adjustment and ensuing revenue increase in FY2001, emergency
medical service fees are expected to increase slightly to $340,000 for another
year. This revenue source is considered to be less affected by economic
conditions.
IV. Other Funds
Parking System Fund
The Parking System Fund has anticipated expenditures of $3,415,200. This is a 6.3%
increase and is inclusive of capital outlay, debt service, and transfers to the General Fund.
Revenues are projected to be $2,801,200. This includes no projected revenue form the
Sherman Avenue Garage which is scheduled to be closed.

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Water Fund
The Water Fund is expected to have total expenditures of $13,414,600 which represents
an increase of less than 2.0%. Water Fund revenues are expected to increase by
$119,200. No water rate increase is proposed for FY2004.
Fire Pension Fund
Actuarially determined funding requirements indicate that a $128,500 increase in
expenditure is expected for FY2004, making the budgeted amount $4,054,000. Presently,
this fund is budgeted to levy for $2,572,000, an increase of 14.34% of the property tax
levy.
Police Pension Fund
Actuarially determined funding requirements indicate that a increase of $105,500 in
funding will be necessary in the FY2004 budget. The FY2004 budget for this fund is
$5,637,500. The property tax portion of this is $3,352,00, in increase of 8.67 % on the
property tax levy.
Emergency Telephone System Fund
Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and a share
of the State of Illinois wireless surcharge. Budgeted expenditures for FY2004 are
$1,364,100, up $104,300. Projected revenues are $1,072,000, an increase of 3.1%. This
increase includes wireless surcharge revenue of $210,000.
Motor Fuel Tax Fund
Spending for the fund is budgeted to be $2,820,000 in FY2004. This is an increase of
$545,605 from the FY2003 Appropriation.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The amount for FY2004 is $2,822,261 for Community Development
related programs.
Insurance Fund
Fiscal year 2004 budgeted expenditures for the Insurance Fund remain the same at
$1,900,500. This is largely due to the increase that was initiated last year.
Fleet Services Fund
Budgeted expenditures for FY2004 are $4,780,400. This is an increase of approximately
1.5% or $71,400. Again this year, no new bond sale is proposed for vehicles.

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Washington National Special Tax Allocation Debt Service Fund
This fund is expected to account for the payment of general obligation debt issued for this
tax increment financing district. Fiscal year 2004 budgeted expenditures are $4,463,412,
an increase of approximately $3,563,880 due to issuance of new Sherman Avenue Garage
bonds.
Special Service Area No. 5-5500 Fund
FY2004 budgeted expenditures for this fund are $438,684. This is a decrease of
approximately $7,316 from the FY2003 budget.
Southwest II Special Tax Allocation Debt Service Fund
A slight increase in projected expenditures brings the fiscal year 2004 budget for this
fund to $880,918.
Southwest Special Tax Allocation Debt Service Fund
Budgeted expenditures for this fund have risen to $887,150.
Debt Service Fund
The debt service payments budgeted in this fund are those due in FY 2004. Total
budgeted expenditures are $8,578,099, an increase of just over 2%.
Downtown II Special Tax Allocation Service Fund
This fund accounts for payment of debt service associated with the Downtown II Tax
Increment Financing District whose expenditures will be $5,802,524 for FY2004.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,169,500 for
FY2004. Revenues for this fund are derived from the Hotel Tax.
Sewer Fund
The Long Range Sewer Improvement Program continues to make progress. This has
meant significant investment in sewer infrastructure. As a result, expenditures have
increased by 10% to $17,609,300. To meet the anticipated increase in expenditures, a
previously approved sewer rate increase is included.
Housing Fund
The Mayor’s Special Housing Fund seeks to support housing related programs as adopted
by the City Council. The FY2004 budget is $216,600, a decrease of $33,400.

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VI. Conclusions
The 2003-2004 budget attempts to implement the goals and priorities developed by the
City Council and City Staff. This is done with an understanding that long-term planning
and fiscal austerity will help ensure the City of Evanston retains its position as one of the
more respected communities in the Greater Chicago area.

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To: 	Honorable Mayor Morton and Members of the City Council
From: 	Roger Crum, City Manager
Subject: 	FY 2003/04 General Fund Changes Summary
Date: 	April 25, 2003
A similar report was presented to you in December which highlighted the major changes in the
General Fund between the budget for Fiscal Year 2002/03 (FY03), which ended on February 28,
2003, and the staff’s recommended budget for FY 2003/04 (FY04), which began on March 1.
Including the City Council’s revisions to the staff’s proposed budget during the January and
February budget workshops, the following is a summary of the major changes in this year’s budget.
For the sake of conciseness, minor changes (less than $15,000) to line items and division budgets
may not be included in the descriptions below. Salary savings shown include health insurance
benefits costs and other related expenses, such as vehicles and equipment.
Department
City Manager
Division 	FY03 Budget 	FY04 Budget
City Manager’s Office 	$531,700 	$478,500
Action 	Revenue 	Expenditure
Salary Shift from Insurance Fund 	- $36,000
The FY03 budget includes 2.0 positions in the Insurance Fund to reestablish the risk management program
within the City. These positions are currently vacant. While this program is in its formative stages, 15% of
the salaries of several staff members (yet to be determined) within the City Manager’s Office will be shifted
to the Insurance Fund (Element 3500). They will take on these responsibilities in addition to, or in some
cases in place of, their regular duties for the time being.
One of the Assistants to the City Manager will be filling in part-time for the vacant Management and Budget
Analyst position described below, allowing that department to achieve some salary savings (see Management
& Budget description).
Action 	Revenue 	Expenditure
Elimination of Lobbyist Contractual Services 	- $20,000
These services will be performed by staff in the City Manager’s Office and other departments.
City Council
Memorandum

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FY 2003/04 General Fund Summary
Page 2
Department
Management and Budget
Division 	FY03 Budget 	FY04 Budget
Information Systems 	$1,214,700 	$1,307,900
Action 	Revenue 	Expenditure
Increased Equipment Costs 	+ $87,200
For increased equipment costs across IS, including maintenance costs and telephone system expenditures
(this item was moved to IS from Facilities Management last year).
Division 	FY03 Budget 	FY04 Budget
Budget Office 	$284,900 	$258,400
Action 	Revenue 	Expenditure
Position elimination – Management Analyst 	- $47,400
Position freeze – Management Analyst 	- $27,100
Position addition – Grant Writer (CIP) 	+ $48,000
One vacant Management Analyst position has been eliminated. The other vacant Management Analyst
position will be frozen for six months, with part of these duties being covered by an Assistant to the City
Manager. A Grant Writer to be funded from the CIP will be added to this element. This position is expected
to pay for itself in revenues obtained from CIP related grants. The loss of the analyst positions will weaken
the department’s ability to provide budget assistance and management issue analysis to other departments.
Department
Legal
Division 	FY03 Budget 	FY04 Budget
Legal Administration 	$634,000 	$559,000
Action 	Revenue 	Expenditure
Position freeze – Staff Attorney 	- $25,000
The fourth Staff Attorney position (currently vacant) will be unfunded for the first portion on the fiscal year.
This vacancy will reduce the department’s ability to complete projects on time and litigation management
and substantive research will be reduced.
Action 	Revenue 	Expenditure
Reduction to Legal Services 	- $50,000
A deduction will be taken from the Legal Services line item (appropriate expenses to be paid from the
Insurance Fund).
Department
Human Resources
Division 	FY03 Budget 	FY04 Budget
Human Resources Services 	$507,800 	$ 0
Human Resources 	$574,100 	$1,083,500
(Note: Budget element Human Resources Services was combined into Human Resources leaving this as the
sole HR budget element.)

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FY 2003/04 General Fund Summary
Page 3
Action 	Revenue 	Expenditure
Position elimination – HR Assistant 	- $44,400
One vacant HR Assistant position has been eliminated. A recent reorganization of HR has allowed it to
improve its services to the other departments and operate at a higher level of efficiency, however, the
elimination of this position will erode the scope and timeliness of these services again. Somewhat offsetting
this cut though will be the increased efficiencies afforded by the new financial/human resources software.
The reduction will mainly be felt by employees with health insurance issues, who will receive less individual
attention and more often need to deal directly with insurance providers.
Action 	Revenue 	Expenditure
Discontinuation of Employee Assistance Program 	- $19,000
The contract to provide the Employee Assistance Program (EAP) will not be renewed as of April 2003. This
is a valuable benefit for employees in need of short-term counseling for personal or job-related issues causing
performance problems. However, less than 5% of the employee population use the program, and although its
elimination is not recommended, it will effect fewer employees than other options. Counseling services will
still be available through health insurance providers, although they are not as easily accessible and therefore
will likely be used less.
Action 	Revenue 	Expenditure
Additional Testing Expenses 	+ $65,000
Additions to the HR budget were made to provide additional funding for actual costs for Fire and Police
physicals and polygraph testing due to recent higher turnover rates ($52,500) and increased testing costs for
promotions ($12,500).
Department
Finance
Division 	FY03 Budget 	FY04 Budget
Accounting 	$441,900 	$402,900
Action 	Revenue 	Expenditure
Position elimination – Administrative Assistant 	- $39,000
A vacant Administrative Assistant position is being eliminated. This is the second clerical support position
to be eliminated in the department in the past two years, continuing to further delay a variety of Finance
department processes supporting other departments.
Division 	FY03 Budget 	FY04 Budget
Purchasing & Accounts Payable 	$316,000 	$261,300
Action 	Revenue 	Expenditure
Position elimination – Buyer 	- $54,700
A vacant Buyer position is being eliminated for a reduction of $54,700. This will cause a reduction in the
assistance provided to departments in completing purchases between $5,000 and $15,000. To accommodate
these staff members, some departments may need to be given more purchasing cards with higher limits.
Department
Facilities Management
Division 	FY03 Budget 	FY04 Budget
Custodial Maintenance 	$227,200 	$261,600
Action 	Revenue 	Expenditure
Additional expenses 	+ $34,400

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FY 2003/04 General Fund Summary
Page 4
This line item was increased for various items (such as supplies, equipment and staffing) after having been
reduced over the past few years. This reflects actual and necessary custodial expenditures for all City
facilities.
Division 	FY03 Budget 	FY04 Budget
Cable Communications 	$312,900 	$317,100
Action 	Revenue 	Expenditure
Restore ECMC Funding 	+ $4,200
The proposed budget included a $10,800 reduction to the grant the City provides to the Evanston Community
Media Center (ECMC). As the majority of ECMC’s revenue comes from the City’s grant, the Council chose
to restore this funding and add an additional $4,200, based on the coming increase in cable rates. (A $55,000
projected increase in cable franchise fees revenue has also been included in projected City revenues.)
Department
Community Development
Division 	FY03 Budget 	FY04 Budget
Housing Code Compliance 	$509,500 	$454,100
Action 	Revenue 	Expenditure
Position elimination – Property Standards Inspector 	- $55,400
This element includes the elimination of one vacant Property Standards Inspector. This reduction will result
in the loss of 600 dwelling unit inspections per year, as well as 200 complaint responses per year.
Consequentially, the inspection cycle in the non-target areas will increase from four to five years.
Division 	FY03 Budget 	FY04 Budget
Building Code Compliance 	$942,500 	$920,000
Action 	Revenue 	Expenditure
Position elimination – Plan Reviewer 	- $22,500
A vacant Plan Reviewer (TIF) position at $66,900 is being eliminated, with $19,000 being transferred to
contractual services. Contractual Services were increased by 41,400. This position had been extended for
one more year. Projects that the remaining plan reviewer cannot review in a timely fashion will have to be
contracted out to a professional service, which will be more expensive with a longer turnaround time.
Department
Police
Division 	FY03 Budget 	FY04 Budget
School Liaison 	$252,800 	$293,600
The proposed budget eliminated the three middle school police officers in this program, which were restored
in February.
Division 	FY03 Budget 	FY04 Budget
Records Bureau 	$611,200 	$628,700
Action 	Revenue 	Expenditure
Additional Data Entry Assistance 	+ $17,500
Funding has been added to provide needed data entry assistance in records and the property areas.

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FY 2003/04 General Fund Summary
Page 5
Division 	FY03 Budget 	FY04 Budget
Communications 	$942,100 	$917,100
Action 	Revenue 	Expenditure
Position Freeze – Commander 	- $25,000
The vacant Commander position in this element is being frozen for the next fiscal year ($50,000 of the salary
was taken in last year’s budget). This action will adversely impact the departments ability to move officers
between divisions during times of shortages, thereby hindering the department’s flexibility.
Department
Fire
Division 	FY03 Budget 	FY04 Budget
Fire Operations 	$8,419,700 	$8,317,100
Action 	Revenue 	Expenditure
Reduce Fire Overtime 	- $50,000
The proposed budget included a reduction in overtime of $100,000, which was revised to $50,000.
Action 	Revenue 	Expenditure
Reduce Severance Payout fund 	- $50,000
Action 	Revenue 	Expenditure
Eliminate unnecessary charge-back from the Fleet fund 	- $58,900
Action 	Revenue 	Expenditure
Equipment purchases (replace diving equipment and saws) 	+ $44,300
Action 	Revenue 	Expenditure
Increased costs of St. Francis’ paramedic training program 	+ $12,000
Department
Health and Human Services
Division 	FY03 Budget 	FY04 Budget
Family Health 	$644,700 	$596,500
Action 	Revenue 	Expenditure
Position Elimination – Public Health Nurse 	- $54,000
One filled Public Health Nurse position is to be eliminated from the City’s budget, however ENH
administration has agreed to pick up the cost to employ this nurse and continue to provide the service. This
nurse works out of the ETHS Clinic as the City’s contribution to a contract between ETHS and ENH.
Division 	FY03 Budget 	FY04 Budget
Adult Health 	$203,300 	$191,300
Action 	Revenue 	Expenditure
Position Elimination – Part-time Clerk II 	- $27,000
A part-time filled Clerk II position is being eliminated. This position primarily assists in cash collection.
This reduction will diminish capacity for this function, slow up billings to third party payers and provide less
assistance with overall administrative operations. Money has been added to cover the increased costs of flu
vaccines, pneumonia shots, etc. Fees have been increased for these to offset this cost raise.

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FY 2003/04 General Fund Summary
Page 6
Action 	Revenue 	Expenditure
Increase for costs of medical supplies 	+ $15,000 	+ $15,000
Money has been added to cover the increased costs of flu vaccines, pneumonia shots, etc. Fees have been
increased for these to offset this cost raise.
Division 	FY03 Budget 	FY04 Budget
Community Intervention Services 	$288,000 	$258,000
Action 	Revenue 	Expenditure
Eliminate Utilities portion of Emergency Assistance 	- $30,000
The utilities portion of emergency assistance services provided by the City will now also be paid by Evanston
Township.
(Note: This budget element was previously named “Emergency Assistance Services.” Due to the transfer of
some services to Evanston Township, this budget element has been renamed to more accurately reflect its
current role, which includes services for the disabled and Latino populations.)
Division 	FY03 Budget 	FY04 Budget
Subsidized Taxi Program 	$128,400 	$212,400
Action 	Revenue 	Expenditure
Cab Subsidy Redemptions 	+ $54,000 	+ $84,000
There is expected to be an $84,000 increase in the redemption of cab subsidy coupons, which should have an
associated revenue increase of $54,000, for a net increase of $30,000.
Division 	FY03 Budget 	FY04 Budget
Mental Health Board & Community Purchased Services 	$1,046,900 	$1,016,900
Action 	Revenue 	Expenditure
Reduction to Funded Agencies 	- $30,000
This year’s budget combines the Community Purchased Services expenditures with the Mental Health Board
expenditures. A 3.5% across the board reduction to all funded agencies has been included.
Department
Public Works
Division 	FY03 Budget 	FY04 Budget
City Engineer 	$573,800 	$608,600
Action 	Revenue 	Expenditure
Engineering Software Upgrade 	$20,000
Upgraded engineering software is needed to read files submitted by permit applicants, utilities and others.
Division 	FY03 Budget 	FY04 Budget
Street Cleaning 	$799,500 	$754,300
Action 	Revenue 	Expenditure
Position Elimination – Public Works Maintenance Worker II 	- $45,200
A vacant Public Works Maintenance Worker II position is being eliminated. This position works as a
member of the asphalt crew. Public Works Management proposes to help to offset the loss of this position
by purchasing some equipment (heated dump body for asphalt, new sidewalk snow plowing attachments,
pigeon screening) that will increase the efficiency of the hand and asphalt crews. This position loss may
decrease the frequency with which sidewalks and viaducts are cleaned however. (Another PWMWII position
proposed to be eliminated was restored in February.)

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FY 2003/04 General Fund Summary
Page 7
Division 	FY03 Budget 	FY04 Budget
Refuse Collection and Disposal 	$3,043,600 	$2,915,800
Action 	Revenue 	Expenditure
Increase for Neighborhood Clean-ups Dumpsters 	+ $30,000
Action 	Revenue 	Expenditure
Increased Landfill Disposal Fees 	+ $102,700
Action 	Revenue 	Expenditure
Decreased SWANCC Debt Service 	- $260,500
Department
Human Relations
Division 	FY03 Budget 	FY04 Budget
Summer Youth Employment 	$237,200 	$218,200
Action 	Revenue 	Expenditure
Decrease Summer Youth Job Funding 	- $19,000
The decreased funding will lower the number of summer jobs the City is able to provide to young people.
Division 	FY03 Budget 	FY04 Budget
Contingency (City-wide) 	$2,254,800 	$4,218,400
Action 	Revenue 	Expenditure
Reserve for wage and merit increases 	+ $1,385,800
Pending union negotiations and other budgetary decisions.
Action 	Revenue 	Expenditure
Reserve for health insurance premium increases 	+ $561,000
Division 	FY03 Budget 	FY04 Budget
IMRF (City-wide) 	$4,100,00 	$3,990,000
Action 	Revenue 	Expenditure
Reduction in Employer’s FICA Participation 	- $50,000
Action 	Revenue 	Expenditure
Reduction in Illinois Municipal Retirement Fund costs 	- $60,000
Department
Library
Division 	FY03 Budget 	FY04 Budget
Circulation 	$403,800 	$393,800
Action 	Revenue 	Expenditure
Position Conversion – Library Aide II 	- $10,000
A full-time Library Aide II position that had already been filled by a part-time employee is being converted
to a permanent part-time position.

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FY 2003/04 General Fund Summary
Page 8
Division 	FY03 Budget 	FY04 Budget
Technical Services 	$772,300 	$774,400
Action 	Revenue 	Expenditure
Integration of the Library’s computer system with the City’s system 	- $18,500
Action 	Revenue 	Expenditure
Equipment Replacement 	+ $16,000
Department
Parks/Forestry and Recreation
Division 	FY03 Budget 	FY04 Budget
Business and Fiscal Management 	$339,200 	$240,300
Action 	Revenue 	Expenditure
Business Office/Front Desk Reorganization 	- $21,000
The Business Office/Front Desk is being reorganized by eliminating the filled Clerk Typist II position from
the front desk ($39,000) and moving the Data Control Clerk to the front. An Accountant position will be
converted to a technical position to more fully utilize their recreational software, which will help to
streamline scheduling for arts and recreational classes. Additional part-time salaries of $18,000 will be
added to 1703 and 1710 for this change. The total net reduction is $21,000 with a 1.5 FTE net staff reduction
in the Business Office.
Division 	FY03 Budget 	FY04 Budget
Recreation General Support 	$225,200 	$303,100
See description for 1703 above.
Division 	FY03 Budget 	FY04 Budget
Park Utilities 	$33,200 	$51,200
All park utility costs have been consolidated in this element (plus an increase based on actual usage). There
is a corresponding decrease in 1732.
Division 	FY03 Budget 	FY04 Budget
Fleetwood-Jourdain Community Center 	$545,600 	$556,500
The vacant Program Manager position was proposed to be eliminated, with some part-time money to be
added to compensate. The position was restored in February.
Division 	FY03 Budget 	FY04 Budget
Fleetwood-Jourdain Theatre 	$163,100 	$114,700
Currently the Children’s Theatre program and the Adult Theatre programs are operated out of the Family
Focus building, for which the City pays rent. To save this rental expense and to avoid ADA issues with the
Family Focus building, the Children’s Theatre will be moved to the Levy Center and the Adult Theatre will
be moved to the F-J building. The move from the Family Focus building to Levy will result in a reduction of
$61,150. (Some funding has been added to this year’s recommended CIP to extend the stage in the F-J
building to accommodate this program.)
Division 	FY03 Budget 	FY04 Budget
Levy Activity Center 	$564,600 	$644,800
A vacant Program Manager position was proposed to be eliminated for a reduction of $50,400 but was
restored in February. The Recreation Program Manager designated for Children’s Theatre will be reassigned

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FY 2003/04 General Fund Summary
Page 9
to Levy. A total of $37,300 in additional expenditures has been included for the operation of the Center. A
proposed increase in Bus Trip fees was not accepted.
Division 	FY03 Budget 	FY04 Budget
Beaches 	$412,500 	$399,500
The South Beach will be closed for swimming on Monday through Friday. One Beach Manager and one
Ticket Taker will not be needed consequently for a savings of $13,000, with a corresponding revenue loss of
$4,000. (RESTORED IN APRIL)
Division 	FY03 Budget 	FY04 Budget
Robert Crown Ice Rink 	$988,100 	$969,600
The concession stand services will be contracted out for a reduction of $24,500, with a corresponding
revenue loss of $20,000.
Division 	FY03 Budget 	FY04 Budget
Sports Leagues 	$132,000 	$78,200
$9,800 in permanent part-time funding is being eliminated for a Coordinator position because the job is no
longer needed for the full year. $8,000 in permanent part-time funding is being eliminated as a result of a
restructuring of the softball program, as well as a $8,100 reduction for changes to the basketball league at
Chandler resulting in fewer games (with some costs transferred to that element). The free Gym/Swim
program at ETHS is being eliminated for a savings of $4,900.
Division 	FY03 Budget 	FY04 Budget
Tennis 	$76,500 	$107,300
There is a $26,100 increase in this program for a contracted tennis instructor, with a projected revenue
increase to cover this expense and generate additional income.
Division 	FY03 Budget 	FY04 Budget
Skate Park/Bus Program 	$57,500 	$34,500
The Skate Park program is being closed down for a reduction of $23,000 permanent part-time positions, with
a resulting loss of $6,000 in revenue. Revenues have been down in this program due to the opening of other
parks in the near area.
Division 	FY03 Budget 	FY04 Budget
Maintenance of Parkway Trees 	$704,700 	$656,700
One vacant Parks/Forestry Worker III position is being eliminated for a reduction of $48,000. The tree
trimming cycle will increase from a 6 year to a 6.5-7 year cycle with this change.
Division 	FY03 Budget 	FY04 Budget
Cultural Arts Program 	$465,300 	$460,500
The Artskills Program is being eliminated which will result in a reduction of $14,700 in help provided by
Summer Youth Employment Program participants. $10,000 was transferred to this element from 1792,
Noyes Center, for part-time support.

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FY 2003/04 General Fund Summary
Page 10
Totals
FY 03 General Fund Budget 	$72,344,300
FY 04 Recommended GF Budget 	$73,389,300
FY 04 Adopted GF Budget 	$73,753,800
___________
Difference 	$ 1,409,500
Summary
This completes the review of funding changes for the General Fund portion of the City’s Budget,
which is where the vast majority of changes were made. To reiterate, these are only the major
changes to the city’s budget. There are many other small cuts which have been made in each
department’s budget in order to bridge the current projected gap between revenues and
expenditures. While these cuts may be small when considered individually, they do contribute to
the City’s overall ability to provide quality services for its citizens. While we do not wish to make
most of them, these were the “least undesirable”.
Having said that, the City of Evanston will still continue to offer a rich variety of city services
compared to other municipalities, as well as a high level of quality. City staff is committed to
continuing to search for ways to reduce costs and improve our services to the citizens of Evanston.

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To: 	Roger Crum, City Manager
From: 	Patrick Casey, Director of Management and Budget
Subject: 	Final Changes to the Proposed FY 2003-04 Budget
Date: 	March, 1, 2003
In December of 2002 the proposed FY 2003-04 Budget was presented to City Council.
The proposed budget stated an expenditure level for all funds of $157,916,748 for FY
2003-04. Four Saturday Budget Workshops and one public hearing were held to review
the proposed budget. The City Council made the following changes to the proposed
Budget:
Expenditures
Several areas were designated for reduction or elimination in the City Manager’s
proposed budget. Changes made to these proposed levels are listed below.
• 	Funding was restored to the following programs:
ƒ 	South Branch Library
ƒ 	School Liaison Program
ƒ 	Street Department - Public Works Maintenance Worker II
ƒ 	Levy Center Program Manager
ƒ 	Fire Department overtime ($50,000)
ƒ 	Evanston Community Media Center Funding ($15,000)
ƒ 	Fleetwood Jourdain Program Manager
ƒ 	Increase size of replacement trees ($5,000)
• 	Funding was reduced for the following programs:
ƒ 	Tipping fee reduction
ƒ 	IMRF Retirement Expense
Interdepartmental
Memorandum

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Revenues
The City Manager’s proposed budget was balanced as presented. The following is a list
of changes to revenues resulting from City Council deliberations.
• 	The projection of parking ticket fines was increased by $400,000.
• 	The Parking Tax was increase by 25% resulting in a revenue increase of $300,000
• 	The proposed fee for The Levy Center Senior Bus program was eliminated
resulting in a decrease in revenue of $3,500
• 	The projection of revenue from the cable television franchise fee was increased by
$55,000
• 	A $145,000 increase of the transfer from TIF funds to the General Fund
• 	A decrease in the proposed Noyes Center Art Studio rent of $22,000
• 	A restatement of Recreation revenues for an additional $30,000
• 	A restatement of Special Pick-up revenues for an additional $40,000
• 	A decrease in the proposed Real Estate Property Tax Revenue of $535,700

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PART II
CHARTS and SUMMARIES

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Advisory Boards
and Commissions
City Clerk
Finance 	Public Works
Law 	Human Resources
Community Development 	Health and Human Services
Fire 	Police
Facilities Management 	Recreation, Parks and Forestry
Library 	Human Relations
City Manager
Mayor
City Council
Residents
City of Evanston
Organizational Chart

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General Information About Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The city is governed by a Council-Manager form of government, which includes a Mayor
and nine ward elected Aldermen. 	The city provides a wide variety of services. 	These include fire
protection, law enforcement, water and sewer utilities, health and human services, recreation, public
works, libraries, and community development.
The City of Evanston’s 8.5 square miles include over 30,000 housing units for 74,239 residents.
Evanston also hosts three institutions of higher learning: Northwestern University, Kendall College,
and National-Louis University. 	In addition the city is home to several other non-profit and
philanthropic organizations.
By combining a high quality of life and close proximity to the City of Chicago, Evanston continues to
be a highly desirable residential community. 	The quality of Evanston’s earliest neighborhoods has
been preserved and enhanced by foresighted planning and zoning. Due to cultural opportunities and
flourishing commercial districts, the City of Evanston is increasingly a destination for business and
pleasure alike, rather than purely residential.
Date of incorporation 	1863 	Library services
Number of branch libraries 	2
Form of government 	Council-Manager 	Number of books and other materials 	437,104
Number of registered borrowers 	58,999
Geographic location 	On Lake Michigan,
immediately north of Chicago
Annual circulation 	858,343
Recreational facilities
Number of housing units (1998 estimate) 	30,614 	Number of parks and playgrounds 	75
Park area in acres 	268
Equalized assessed valuation 	$1,286,459,805 	Number of beaches 	5
Per capita income (1998 estimate) 	$34,024 	Municipal parking utility
Number of parking meters on streets 	1671
Annual gross retail sales (2000-01) 	$672,423,828 	Number of parking lots 	38
Capacity of parking lots 	1988
Municipal services and facilities 	Metered spaces 	720
Miles of streets 	147 	Space rental and free spaces 	1268
Miles of alleys 	76 	Capacity of parking garages 	2657
Miles of sewers 	169 	Number of parking garages 	3
Number of street lights 	5641
Municipal water utility
Value of construction authorized 	$260,000,000 	Population served
Northwest Water Commission 	194,062
Public safety 	Evanston 	71,593
Number of firefighters 	107 	Skokie 	58,635
Number of fire stations 	5
I.S.O. Rating 	Class 3
Filtration plant rated daily capacity 	108,000,000
(gallons)
Number of fire hydrants 	1236 	Rated daily pumping capacity (gallons) 	142,000,000
Number of police officers authorized 	162 	Average daily pumpage (gallons) 	48,492,000
Number of parking enforcement officers 	16 	Miles of water mains 	155,995
Number of school crossing guards 	38

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GENERAL FUND
General Fund - to account for resources traditionally associated with governments which are not
required to be accounted for in another fund.
SPECIAL REVENUE FUNDS
City Funds
Motor Fuel Tax Fund - to account for the operation of street maintenance programs and capital
projects as authorized by the Illinois Department of Transportation. Financing is provided from the
City's share of gasoline taxes.
Economic Development Fund - to account for costs associated with economic development
activities of the City. Financing is provided primarily by real estate transfer tax revenues.
Emergency Telephone System Fund - to account for revenues and expenditures for 911
emergency telephone service. Financing is provided by network connection surcharges.
Library Fund - to account for the activity of the funds donated to the library. These funds are
invested at the direction of the library board and are used for library acquisitions.
Neighborhood Improvement Fund - to account for a portion of the sales tax revenues derived
from retail sales of the Home Depot U.S.A. Inc. store in Evanston. Sales tax revenues allocated to
this fund are to be expended on public projects that will benefit the immediate neighborhood of the
store.
Mayor’s Special Housing Fund - to account for costs associated with housing related programs of
the City.
HOME Fund - to account for the activity of the HOME program. Financing is provided by the
Federal government. Expenditures are made in accordance with the requirements of Federal law.
Community Development Block Grant Fund - to account for the revenues and expenditures of
the community block grant program. Financing is provided by the Federal government on a
reimbursement basis in accordance with Federal formula. Expenditures are made in accordance
with the requirements of Federal law.
Community Development Loan Fund - to account for residential rehabilitation loans to residents.
Special Service District No. 4 Fund - to account for promotion, advertisement and street
maintenance costs of the area located in the City's central business district. Financing is provided
by the City through an annual property tax levy.

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DEBT SERVICE FUNDS
General Obligation Debt Fund - to accumulate monies for the principal and interest payments on
bonds, notes and contracts of general obligation to the City.
Special Service District No. 5 Fund - to accumulate monies for the principal and interest payments
on unlimited ad valorem tax bonds issued for this special taxing district.
Central Business Tax Increment District Fund - to accumulate monies for the principal and
interest payments on debt issued for this special taxing district.
Southwest Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
Howard Hartrey Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
Washington National Tax Increment District Fund - to accumulate monies for principal and
interest payments on debt issued for this special taxing district.
CAPITAL PROJECTS FUNDS
Library Fund - to account for the design and building of a new public library to be financed
primarily by general obligation bond proceeds and State income tax surcharge revenues.
Capital Improvements Fund - to account for the City of Evanston capital improvement program.
The program includes, but is not limited to, improvements to public buildings, the paving of city
streets and the improvement and development of recreation facilities. Financing is provided
principally by grants and general obligation bond proceeds.
Central Business Tax Increment District Fund - to account for the purchase of land and other
related costs of the research park. Financing is provided from general obligation bond and note
proceeds.
Special Assessment Fund - to account for capital improvements financed by special assessments
on property holders and public benefit contributions from the City.
ENTERPRISE FUNDS
Water Fund - to account for the provision of water services to the residents of the City and the sale
of water to the Village of Skokie, Illinois and the Northwest Water Commission. All activities
necessary to provide such services are accounted for in this fund, including, but not limited to,
administration, operation, maintenance, financing and related debt service and billing and
collection.
Motor Vehicle Parking System Fund - to account for the provision of public parking services for

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a fee. All activities are accounted for including administration, operations, financing and revenue
collection.
Sewer Fund - to account for the provision of sewer repair and improvement services to the
residents of the City. All activities necessary to provide such services are accounted for in this
fund, including administration, operations, financing and billing and collection.
Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple
Avenue. All activities are accounted for including administration, operations, financing and
revenue collection.
INTERNAL SERVICE FUNDS
Fleet Services Fund - to account for the costs of operating the municipal service center
maintenance facility for transportation equipment used by other City departments. Such costs are
billed to the user departments at actual cost. Actual costs include depreciation on the transportation
equipment.
Insurance Fund - to account for the costs of administering general liability claims and workers'
compensation programs. Such costs are billed to the General Fund.
TRUST AND AGENCY FUNDS
Pension Trust Funds
Firefighters' Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by fire personnel members at rates fixed by state statutes and by the City
through an annual property tax levy.
Police Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by police force members at rates fixed by state statutes and by the City
through an annual property tax levy.
Expendable Trust Fund
Employer Pension Contribution Fund - to account for the recognition of applicable tax revenues
and employer contributions to the Pension Trust Funds. These contributions represent the City’s
pension expense for Police and Firefighters.
Agency Funds
Special Assessment Fund - to account for cash received from property owners on capital
improvement special assessments. Such amounts collected will be forwarded to bondholders. The
City is not obligated in any manner for this debt and is only acting as agent for the property owners.

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City of Evanston Budget Policy
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of
Evanston Budget Committee has endorsed a Budget Policy. 	The City Council adopted the
Budget Policy in December 2000. This policy is as follows:
A. 	Introduction
During the summer, the City Council will establish goals and priorities of the coming year, for
submission to the City Manager and staff. The City Manager will submit a balanced budget by
January 1.
B. 	General Fund
The General Fund budget will be balanced with property tax, only after all other revenue sources
and expenditure reductions have been exhausted. In addition, all new unfunded mandates must
be itemized within the budget. One-time revenues shall not be used to fund current operations.
C. 	Parking System Fund
This is an enterprise fund and as such is expected to be self-sufficient. Any revenues generated,
especially from sales, should be retained to maintain the fund. 	Fees should be periodically
increased sufficiently to fund operating costs, depreciation, and a reserve. 	The General Fund
will continue to be properly compensated for administrative expenses, which support parking
system activities.
D. 	Water Fund
This is an enterprise fund and as such is expected to be self-sufficient. Rates should be
maintained at sufficient levels to meet the costs of water programs, fund depreciation, and build
reserves for future capital needs. No increase in rates is anticipated for the next four years. The
Return on Investment (ROI) transfer to the General Fund shall not exceed the level set in the FY
2000-01 Budget. However, future councils should define a rational basis for the ROI, to include
an analysis of the effect this transfer may have on satisfying capital needs. 	Other transfers for
reimbursement of administrative expenses should reflect true program costs.
E. 	Fire and Police Pension Funds
The Fire and Police Pension portion of the general levy will be increased to meet the annual
actuarially determined funding requirements.
F. 	Emergency Telephone System Fund
This fund must be maintained at a level adequate to provide for maintenance of current
operations, the capability to respond to unforeseen events, funding of long-term capital
improvements, and needed upgrades. Although none is anticipated, any increase in rates would
require a referendum.

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G. 	Motor Fuel Tax Fund
The expenditures intended for Motor Fuel Tax Revenues must not exceed the amount of funds
available from the State of Illinois Motor Fuel Tax Fund. 	These revenues should be used only
for street improvement and repair, as allowed by State of Illinois law.
H. 	Insurance Fund
The 	Insurance 	Fund 	must 	be 	maintained 	to 	meet 	the 	City’s 	current 	insurance 	liability
requirements. Requirements include current budget year obligations and building a reserve over
seven years to prepare for anticipated claims and losses. The City Manager shall be required to
present an annual report itemizing all of the City’s current and long-term claims and liabilities.
In compliance with the 2000 – 2001 budget, a request for proposal should be sent out for outside
liability and workers compensation coverage.
I. 	Fleet Services Fund
The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the
demands of the operating departments. 	General obligation debt shall not be used for Fleet
Services purchases of vehicles. Vehicle purchases from Fleet Services will be supported by fully
funding depreciation.
J. 	Debt Service Fund
The principal amount of general obligation debt shall not exceed $75,000,000.00. 	The debt
service portion of the levy will increase annually to meet the requirements of the Capital
Improvement Program.
K. 	Economic Development Fund
Expenditures for the Economic Development Fund should not exceed projected Hotel Tax
Revenues.
L. 	Sewer Fund
This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should
be scheduled to increase to meet costs of sewer programs. In compliance with Ordinance 12-O-
00, rates are scheduled to increase in fiscal years 2001 (12%), 2002 (10%), 2003 (10%), and
2004 (10%). Transfers to other funds for administrative expenses should be maintained to reflect
true program costs.
M. 	Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure
proposals in regard to the short term and long-term budgetary and economic impact. 	The
appropriate City Department and Staff shall provide the budget analysis for the review and
consideration by the City Council.
Fund Reserve Policy
Another component of the Budget Policy is the Fund Reserve Policy. 	This seeks to address
management of the reserves necessary in several funds.

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A. 	General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met
their reserve requirements. 	Once all funds have met their fund requirements additional funds
shall go to the Capital Improvement Program. A minimum of a 5% reserve is required, per bond
agreements.
B. 	Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve, in addition a sufficient reserve
shall be maintained to meet bond requirements. 	A portion of the fund reserve shall be used to
fund depreciation and capital improvement needs. 	A minimum of 5% is required, per bond
requirements.
C. 	Water Fund
A minimum of 10% expenses shall be maintained as a reserve, in addition a sufficient reserve
shall be maintained to meet bond requirements. 	A portion of the fund reserve shall be used to
fund depreciation and capital improvement needs. A minimum of a 5% reserve is required, per
bond agreements.
D. 	Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency
(IEPA) loan requirements. 	(A minimum of a 5% reserve is required, per bond agreements) 	A
portion of this fund reserve shall be used to fund depreciation and capital improvement needs.

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CITY OF EVANSTON
BUDGETARY BASIS OF ACCOUNTING
The City was incorporated in 1863. The City operates under a Council-Manager form of government, is a
home rule municipality as defined by Illinois state law and provides the following services as authorized by
its charter: general management and support, public safety, public works, health and human resource
development, recreational and cultural opportunities and housing and economic development.
The City uses funds and account groups to report on its financial position and the results of its operations.
Fund accounting is designed to demonstrate legal compliance and to aid financial management by
segregating transactions related to certain City functions or activities.
A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other
hand, is a financial reporting device designed to provide accountability for certain assets and liabilities that
are not recorded in the funds because they do not directly affect net expendable available financial
resources.
Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn,
is divided into separate “fund types.”
Governmental funds are used to account for all or most of the City’s general activities, including the
collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of
general fixed assets (capital projects funds), and the servicing of general long-term debt (debt service
funds). The general fund is used to account for all activities of the City not accounted for in some other
fund.
The City follows these procedures in establishing the budgetary data reflected in the financial statements:
1. 	The City Manager submits to the City Council a proposed operating budget for the fiscal year
commencing the following March 1. The operating budget includes proposed expenditures and the
means of financing them.
2. 	Public budget hearings are conducted. Taxpayer comments are received and noted.
3. 	The City Manager is authorized to transfer budgeted amounts between departments within any fund;
however, any revisions that alter the total expenditures of any fund must be approved by the City
Council.
4. 	Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP)
except that (1) property taxes are budgeted as revenue in the year they are levied, (2) debt service
payments are budgeted upon tax levy for such purposes and (3) encumbrances are recorded as the
equivalent of expenditure for budget purposes. For purposes of preparing the combined statement of
revenues, expenditure and changes in fund balances - budget and actual, GAAP revenues and
expenditures have been adjusted to the budgetary basis.
The following funds have legally adopted budgets:
General
Special Revenue: Motor Fuel Tax, Community Development Block Grant, Economic Development,
Emergency Telephone System, Special Housing, Special Service District No. 4
Debt Service: General Obligation Debt, Central Business Tax Increment District and Southwest Tax
Increment District
Enterprise: Water, Motor Vehicle Parking System, Sewer
Internal Service: Fleet Services
Pension Trust: Firefighters’ Pension, Police Pension

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The level of control (level at which expenditures may not exceed budget) is the fund. All unencumbered
annual appropriations lapse at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts and other commitments for the
expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is
employed as an extension of formal budgetary integration in the General Fund and some Special Revenue
Funds. Encumbrances outstanding at year-end are reported as reservations of fund balances since they do
not constitute expenditures or liabilities
The budgets of general government type funds (for example, the general fund itself and MFT funds) are
prepared on a modified accrual basis. Briefly, this means that obligations of the City (for example
outstanding purchase orders) are budgeted as expenses, but are recognized only when they are actually
received.
The enterprise funds (water and sewer), on the other hand, are budgeted on a full accrual basis. Not only
are expenditures recognized when a commitment is made (through a purchase order) but revenues are also
recognized when they are obligated to the city (for example, water user fees are recognized as revenue when
bills are produced.).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis
of “generally accepted accounting principles” (GAAP). In most cases this conforms to the way the City
prepares its budget. Two exceptions are the treatment of depreciation expense (these are not shown in the
budget although the full purchase price of equipment and capital improvements is, while purchases of
capital improvements are depreciated in CAFR for enterprise funds) and compensated absences (accrued but
unused sick leave) are treated slightly differently in the budget and in the CAFR.
The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis
and a Budget basis for comparison purposes.

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Fund Summary
(prior to interfund transfers)
Southwest TIF
0.57%
Debt Service (G.O. Bonds)
5.47%
Sewer
10.19%
Maple Avenue Garage Fund
2.75%
Southwest II TIF
0.56%
Water
8.56%
Parking
2.18%
Special Service District
0.28%
Washington National TIF
2.85%
Fleet Service
3.08%
Insurance
1.21%
CDBG
1.80%
Motor Fuel
1.82%
Emergency Telephone
0.87%
Police Pension
3.60%
Fire Pension
2.59%
Downtown II TIF
3.70%
Economic Development
0.74%
General
47.05%
Housing Fund
0.14%

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Fund
2002-03
Appropriation
2003-04 Approved
Appropriation 	Net Change
Percent
Change
General 	72,344,300	$ 	73,753,800	$ 	1,409,500	$ 	1.95%
Parking 	3,211,500	$ 	3,415,200	$ 	203,700	$ 	6.34%
Water 	13,227,700	$ 	13,414,600	$ 	186,900	$ 	1.41%
Fire Pension 	3,925,500	$ 	4,054,000	$ 	128,500	$ 	3.27%
Police Pension 	5,532,000	$ 	5,637,500	$ 	105,500	$ 	1.91%
Emergency Telephone 	1,259,800	$ 	1,364,100	$ 	104,300	$ 	8.28%
Motor Fuel 	2,066,600	$ 	2,850,000	$ 	783,400	$ 	37.91%
CDBG 	2,798,070	$ 	2,822,261	$ 	24,191	$ 	0.86%
Insurance 	1,900,500	$ 	1,900,500	$ 	-	$ 	0.00%
Fleet Service 	4,709,000	$ 	4,834,600	$ 	125,600	$ 	2.67%
Washington National TIF 	353,500	$ 	4,463,412	$ 	4,109,912	$ 	1162.63%
Special Service District 	446,000	$ 	438,684	$ 	(7,316)	$ 	-1.64%
Southwest II TIF 	864,483	$ 	880,918	$ 	16,435	$ 	1.90%
Southwest TIF 	854,500	$ 	887,150	$ 	32,650	$ 	3.82%
Debt Service (G.O. Bonds) 	9,243,004	$ 	8,578,099	$ 	(664,905)	$ 	-7.19%
Downtown II TIF 	2,250,712	$ 	5,802,524	$ 	3,551,812	$ 	157.81%
Economic Development 	1,137,000	$ 	1,167,200	$ 	30,200	$ 	2.66%
Sewer 	15,987,500	$ 	15,971,700	$ 	(15,800)	$ 	-0.10%
Maple Avenue Garage Fund 	2,469,220	$ 	4,317,000	$ 	1,847,780	$ 	74.83%
Housing Fund 	250,000	$ 	216,600	$ 	(33,400)	$ 	-13.36%
144,830,889	$ 	156,769,848	$ 	11,938,959	$ 	8.24%
Total Appropriation All Funds
expenditures due to interfund transfers. Each interfund transfer appears as an appropriation in two funds.
In this summary, the total budgets for all funds are compared with the approved fund totals for FY 2000-01.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2002-03 vs. 2003-04

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Fund
2002-03 Net
Appropriation
2003-04
Approved
Less
Transfers to
Other Funds
2003-04
Proposed Net
Appropriation 	Net Change
Percent
Change
General 	66,033,600	$ 	73,753,800	$ 	6,256,600	$ 	67,497,200	$ 	1,463,600	$ 	2.22%
Parking 	2,415,600	$ 	3,415,200	$ 	992,900	$ 	2,422,300	$ 	6,700	$ 	0.28%
Water 	9,437,200	$ 	13,414,600	$ 	3,886,700	$ 	9,527,900	$ 	90,700	$ 	0.96%
Fire Pension 	3,925,500	$ 	4,054,000	$ 	-	$ 	4,054,000	$ 	128,500	$ 	3.27%
Police Pension 	5,532,000	$ 	5,637,500	$ 	-	$ 	5,637,500	$ 	105,500	$ 	1.91%
Emergency Telephone 	971,400	$ 	1,364,100	$ 	338,800	$ 	1,025,300	$ 	53,900	$ 	5.55%
Motor Fuel 	1,396,600	$ 	2,850,000	$ 	750,000	$ 	2,100,000	$ 	703,400	$ 	50.37%
CDBG 	1,901,270	$ 	2,822,261	$ 	1,053,400	$ 	1,768,861	$ 	(132,409)	$ 	-6.96%
Insurance 	1,900,500	$ 	1,900,500	$ 	-	$ 	1,900,500	$ 	-	$ 	0.00%
Fleet Service 	4,587,900	$ 	4,834,600	$ 	116,400	$ 	4,718,200	$ 	130,300	$ 	2.84%
Washington National TIF 	278,500	$ 	4,463,412	$ 	75,000	$ 	4,388,412	$ 	4,109,912	$ 	1475.73%
Special Service District 	446,000	$ 	438,684	$ 	-	$ 	438,684	$ 	(7,316)	$ 	-1.64%
Southwest II TIF 	854,483	$ 	880,918	$ 	10,000	$ 	870,918	$ 	16,435	$ 	1.92%
Southwest TIF 	834,500	$ 	887,150	$ 	20,000	$ 	867,150	$ 	32,650	$ 	3.91%
Debt Service (G.O. Bonds) 	9,243,004	$ 	8,578,099	$ 	-	$ 	8,578,099	$ 	(664,905)	$ 	-7.19%
Downtown II TIF 	767,712	$ 	5,802,524	$ 	1,940,630	$ 	3,861,894	$ 	3,094,182	$ 	403.04%
Economic Development 	475,000	$ 	1,167,200	$ 	840,000	$ 	327,200	$ 	(147,800)	$ 	-31.12%
Sewer 	15,219,500	$ 	15,971,700	$ 	827,000	$ 	15,144,700	$ 	(74,800)	$ 	-0.49%
Maple Avenue Garage Fund 	2,432,720	$ 	4,317,000	$ 	38,300	$ 	4,278,700	$ 	1,845,980	$ 	75.88%
Housing Fund 	250,000	$ 	216,600	$ 	216,600	$ 	(33,400)	$ 	-13.36%
128,902,989	$ 	156,769,848	$ 	17,145,730	$ 	139,624,118	$ 	10,721,129	$ 	8.32%
Total Appropriation All Funds - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The result is a net appropriation for each fund and for the 2003-04 City Budget.
The total for each fund is compared with that of the approved FY 2002-03.

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General Fund
Various 24300 Accounts 	Transfer to Fleet Service Fund 	$3,981,600
975.41000 	Debt Service - Recycling and Vehicle 	$175,000
1100.40300 	Transfer to Insurance Fund 	$1,900,000
115.40300 	To Capital Improvements 	$200,000
$6,256,600
Parking Systems Fund
Various 24300 Accounts 	Transfer to Fleet Service Fund 	$99,200
1800 & 1810.40300 	Transfer to General Fund for Pension 	$89,900
1800.40300 	General Fund Cash Transfer - Meter Revenue 	$300,000
1805,1810, 1815.42300 	Transfer to General Fund for Insurance 	$82,800
1840.45800 	Transfer to General Fund for Administrative Expense 	$397,600
1840.48500 	To General Fund for Parking Lot Maintenance 	$23,400
$992,900
Emergency Telephone System
2200.40300 	Transfer to Debt Service 	$213,400
2200.45700 	Transfer to General Fund for Information Systems Support 	$50,000
2200.45800 	Transfer to General Fund For Administrative Expense 	$36,000
2200.45300 	Transfer to General Fund for Pension 	$39,400
$338,800
Motor Fuel Tax Fund
2300.48500 	Transfer to General Fund for Street Maintenance 	$630,000
2300.40300 	Transfer to General Fund for Engineering Services 	$120,000
$750,000
CDBG Fund
Various CDBG Accounts 	Transfer to General Fund for Pension, Health & Life Ins. 	$175,000
Various CDBG Accounts 	Transfer to General Fund for CDBG Supported Programs 	$878,400
$1,053,400
HOME Fund
2802.10100 	Transfer to General Fund for Salary 	$30,700
Transfer to General Fund for Pension, Health & Life Ins. 	$6,600
$37,300
MAPLE Garage Fund
1812.42300 	Transfer to General Fund for Insurance 	$38,300
Water Fund
Various 24300 Accounts 	Transfer to Fleet Services Fund 	$301,900
1900,1905,1910,1915,1920.45300 	Transfer to General Fund for Pension 	$342,000
1935.40300 	Transfer to General Fund for Public Works Support 	$18,000
1970.40300 	Transfer to General Fund - Return in Investment 	$2,386,000
1935.42300 	Transfer to General Fund for Insurance 	$136,300
Analysis of Appropriations for Transfers to Other Funds
FY 2003-2004 Proposed Budget

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1935.42400 	Transfer to General Fund for Worker's Compensation Expense 	$30,100
1975.40300 	Transfer to General Fund - Operating Cash 	$145,800
1935.45700 	Transfer to General Fund for Collections and Information Systems 	$88,000
1935.45800 	Transfer to General Fund for Administrative Expense 	$438,600
$3,886,700
Fleet Service Fund
4010, 4020, 4030.45300 	Transfer to General Fund for Pension 	$116,400
Economic Development Fund
6450.40300 	Transfer to General Fund 	$240,000
6450.45300 	Transfer to General Fund for Pension 	$10,000
$250,000
Sewer Fund
7405.24300 	Transfer to Fleet Service Fund 	$235,800
7405.42000 	Transfer to General Fund for Health Insurance 	$104,000
7415.45300 	Transfer to General Fund for Pension 	$93,400
7415.42300 	Transfer to General Fund for Insurance 	$105,200
7415.42400 	Transfer to General Fund for Worker's Compensation Expense 	$38,200
7415.45700 	Transfer to General Fund for Collections and Information Systems 	$67,600
7415.45800 	Transfer to General Fund for Administrative Expense 	$70,400
7425.45800 	Transfer to General Fund for Public Works Support 	$112,400
$827,000
Capital Improvement Fund
7011.40300 	Transfer to General Fund for Engineering for Capital Projects 	$250,000
Special Assessment
Transfer to General Fund for Administrative Expense 	$30,000
TIF Funds
To General Fund From Downtown II Expense 	$250,000
To Maple Ave. Garage fund From Economic Development Fund 	$590,000
To Maple Ave. Garage fund From Downtown II Expense 	$4,117,709
To Washington National TIF from Downtown II Expense 	$845,315
To General Fund From Washington Naitonal TIF 	$75,000
To General Fund From Howard Hartrey TIF 	$10,000
To General Fund From Southwest TIF 	$20,000
$5,908,024
ETHS
To General Fund - Police 	$30,000
Grand Total Transfers 	$20,765,424

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City of Evanston Percentage of Tax Bill
17.84%
18.72%	18.36%
17.74%
18.29%	18.52%	18.62%
19.32%
20.25%
20.77%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
1992 	1993 	1994 	1995 	1996 	1997 	1998 	1999 	2000 	2001
Your Real Estate Tax Bill
City of Evanston
17.84%
School District 65
38.53%
School District 202
27.05%
North Shore Mosquito
Abatement District
0.11%
Evanston Township
0.70%
Suburban T.B. Sanitarium
0.08%
Metropolitan Water
Reclamation District
4.39%
Cook County Forest Preserve
District
0.73%
Cook County
8.17%
Community College 535
2.04%

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CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 	1992 	1993 	1994 	1995 	1996 	1997 	1998 	1999 	2000 	2001
General Corporate 	1.4952 	1.4880 	1.3672 	1.1649 	1.1161 	1.0918 	0.9801 	1.0231 	1.0872 	0.8646
Debt Service 	0.5139 	0.5084 	0.5740 	0.5308 	0.5417 	0.5946 	0.5443 	0.5574 	0.5743 	0.4467
2.0091 	1.9964 	1.9412 	1.6957 	1.6578 	1.6864 	1.5244 	1.5805 	1.6615 	1.3113
Police Pension 	0.1682 	0.1671 	0.2209 	0.2111 	0.2154 	0.2138 	0.2062 	0.2021 	0.2088 	0.1819
Firefighters' Pension 	0.1321 	0.1312 	0.1842 	0.1774 	0.1855 	0.1681 	0.1566 	0.1505 	0.1626 	0.1348
Total All Funds 	2.3094 	2.2947 	2.3463 	2.0842 	2.0587 	2.0683 	1.8872 	1.9331 	2.0329 	1.6280
Actual Rate Extended 	2.310 	2.295 	2.347 	2.085 	2.059 	2.069 	1.888 	1.934 	2.033 	1.628
Note: 	2002 not available at time of budget publication.
Fund

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CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 	1993 	1994 	1995 	1996 	1997 	1998 	1999 	2000 	2001 	2002
Fund
General Corporate 	15,406,637 	13,843,634 	13,278,261 	12,879,799 	12,540,791 	12,320,265 	13,304,293 	13,986,844 	13,970,507
Debt Service 	5,263,934 	5,812,463 	6,050,947 	6,250,681 	6,829,848 	6,875,709 	7,248,097 	7,452,297 	7,804,741
20,670,571 	19,656,097 	19,329,208 	19,130,480 	19,370,639 	19,195,974 	20,552,390 	21,439,141 	21,775,248
Police Pension 	1,729,959 	2,236,354 	2,405,808 	2,486,082 	2,455,583 	2,592,476 	2,627,920 	2,686,300 	2,939,263
Firefighters' Pension 	1,358,569 	1,865,684 	2,022,127 	2,140,581 	1,930,921 	1,968,582 	1,957,042 	2,092,205 	2,177,551
23,759,099 	23,758,135 	23,757,143 	23,757,143 	23,757,143 	23,757,032 	25,137,352 	26,217,646 	26,892,062
Note: 	2002 not available at time of budget publication.

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CITY OF EVANSTON, ILLINOIS
Property Tax Rates - Direct and Overlapping Governments
Last Ten Fiscal Years
Tax Levy Year 	1992 	1993 	1994 	1995 	1996 	1997 	1998 	1999 	2000 	2001
Government Unit
City of Evanston 	2.310 	2.295 	2.347 	2.085 	2.059 	2.069 	1.888 	1.934 	2.033 	1.628
Consolidated Elections 	- 	- 	- 	- 	- 	0.027 	0.000 	0.023 	0.000 	0.032
Cook County 	1.176 	0.993 	0.993 	1.023 	0.989 	0.919 	0.911 	0.854 	0.824 	0.746
Cook County Forest Preserve District 	0.063 	0.072 	0.073 	0.072 	0.074 	0.074 	0.072 	0.070 	0.069 	0.067
Suburban T.B. Sanitarium 	0.008 	0.008 	0.008 	0.008 	0.008 	0.008 	0.008 	0.008 	0.008 	0.007
Metropolitan Water Reclamation District 	0.470 	0.471 	0.495 	0.495 	0.492 	0.451 	0.444 	0.419 	0.415 	0.401
North Shore Mosquito Abatement District 	0.010 	0.011 	0.011 	0.011 	0.011 	0.011 	0.011 	0.011 	0.011 	0.010
Evanston Township 	0.209 	0.085 	0.088 	0.077 	0.076 	0.077 	0.072 	0.072 	0.077 	0.064
Community College 535 	0.239 	0.248 	0.255 	0.233 	0.206 	0.216 	0.205 	0.203 	0.213 	0.186
School District 202 	2.866 	3.000 	3.202 	2.946 	2.992 	3.107 	2.905 	2.865 	2.977 	2.469
School District 65 	3.771 	4.148 	4.678 	4.245 	4.209 	4.356 	4.126 	4.073 	4.232 	3.516
Total tax rate for property not in park district
or special s 	11.122 	11.331 	12.150 	11.195 	11.116 	11.315 	10.642 	10.532 	10.859 	9.126
Percent of total tax rate levied by City of Evanston 	20.8% 	20.0% 	19.3% 	18.6% 	18.5% 	18.3% 	17.74% 	18.36% 	18.72% 	17.84%

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CITY OF EVANSTON, ILLINOIS
Equalized Assessed Valuation of Taxable Property
Last Ten Levy Years
Real 	Railroad 	Total 	Equalization
Property 	Property 	Assessment 	Factor
876,140,359 	80,955 	876,221,314 	2.0523
1,017,870,970 	74,297 	1,017,945,267 	2.0897
1,035,262,113 	95,997 	1,035,358,110 	2.1407
1,012,476,073 	111,936 	1,012,588,009 	2.1135
1,139,714,098 	153,640 	1,139,867,738 	2.1243
1,153,575,794 	356,179 	1,153,931,973 	2.1517
1,148,286,831 	317,786 	1,148,604,617 	2.1489
1,256,699,519 	296,665 	1,256,996,184 	2.2505
1,300,075,537 	296,665 	1,300,372,202 	2.2505
1,286,161,490 	298,315 	1,286,459,805 	2.2235
1,615,527,795 	311,382 	1,615,839,177 	2.3098
Notes:
(1) Equalized assessed value is based on approximately 33% of estimated actual value.
(2) Equalized assessed values so not include tax increment financing district incremental assessed values.
Tax
Levy
Year
1993
1992
1994
1996
1997
2002
1995
1998
1999
2001
2000

-- 49 of 594 --

CITY OF EVANSTON, ILLINOIS
Principal Taxpayers
(1) 	Percentage
Equalized 	of Total
Assessed 	Assessed
Type of Business 	Valuation 	Valuation
Bank One/Office Building 	18,104,484	$ 	1.36%
Office building - 18 story 	15,175,127 	1.14%
Grocery and Drug Stores 	9,294,298 	0.70%
1800 Sherman/Office Building 	9,264,731 	0.70%
Chicago Ave. Condo Building 	8,789,492 	0.66%
Physicians Office Building 	8,413,462 	0.63%
Shopping Center 	7,936,773 	0.60%
Hotel 	7,793,713 	0.58%
Extended Care Facility 	7,512,879 	0.56%
Retail Store 	7,361,655 	0.55%
99,646,614	$ 	7.48%
Albertson's (Jewel & Osco)
St. Francis Hospital
Evanston Plaza Freed
Ten Largest Taxpayers
Taxpayers
Golub & Company
Rotary International
Presbyterian Homes
Lynn Minnici
Church & Chicago LTD Partnership
The Orrington Hotel
Home Depot
Total Ten Largest

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REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions:
PROPERTY TAXES – The City of Evanston portion of the property taxes increased 7.24% in the FY
2003 budget. The FY 2004 approved budget includes a 6.64 % increase to the City of Evanston portion
of the property tax bill. This includes an increase of 4.32 % for the general fund; a 14.34% increase in the
fire pension fund; a 8.67 % increase for the police pension fund; and a 8.00 % increase in the debt service
fund. Property taxes pay for general operations, debt service and police and fire pension funding in the
City.
SALES TAXES – The City receives two types of sales taxes – one from the state and the other from a
home-rule sales tax. The state tax is 1% and the local home rule sales tax is 1%. The City has
experienced close to % increases annually on its sales tax growth during the last three years. Much of the
steady growth is attributed to a good economy and solid growth in sales from the City’s TIF (Tax
Increment Finance) districts. It is estimated that the sales tax will increase by % for FY2002.
Property Tax Revenue
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2000 Actual 	2001 Actual 	2002 Appropriation 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Property Tax Revenue
Sales Tax Revenue
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2000 Actual 	2001 Actual 	2002 Appropriation 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Regular 	Home Rule

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INCOME TAX – Income tax is a state shared tax that is distributed on a per capita basis and is based on
the average income statewide. Because Evanston’s 2000 census population increased at a smaller
percentage than that of the state’s population its state allocation of income tax funds decreased. Income
tax has increased at an average of % over the last four years. However, due to the recession income tax is
down by % in FY 2003 and is expected to be lower for the upcoming FY 2004 fiscal year.
UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes
have increase steadily by 3 to 5 percent a year for the last several years. Deregulation of natural gas and
electricity, however, has caused competition and a decrease in rates which has resulted in a decrease in
tax revenues. Utility tax revenues are expected to decrease by % in FY 2004. The new state law adding
more telecommunications tax will however, add revenues.
Income Tax Revenue
$4,200,000
$4,400,000
$4,600,000
$4,800,000
$5,000,000
$5,200,000
$5,400,000
$5,600,000
$5,800,000
2000 Actual 	2001 Actual 	2002 Actual 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Income Tax Revenue
Utility Taxes
$6,000,000
$6,200,000
$6,400,000
$6,600,000
$6,800,000
$7,000,000
$7,200,000
2000 Actual 	2001 Actual 	2002 Actual 	2003 Projected 	2004 Approved
Fiscal Year
Revenue
Utility Taxes

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REAL ESTATE TRANSFER TAX – The real estate transfer tax is a 1% tax imposed on the sale or
transfer of real estate in the City. This tax has seen solid growth in the last few years. Because of the
tremendous revenues received in FY 2003 it is assumed that even if home prices continue to rise the
inventory in the City cannot continue to sustain this high level of sales. It is therefore estimated that these
tax revenues will flatten over FY 2004.
WATER REVENUES – Water revenues from Evanston’s water utility customers will remain constant
over the next year. This is due to cost of living escalators built into water contracts with outside entities
such as the Village of Skokie and the Northwest Water Commission who Evanston supplies water to.
Revenues generated by City residents are expected to remain at current levels and vary only depending on
heat levels in the summer.
Real Estate Transfer Tax Revenue
$2,340,000
$2,360,000
$2,380,000
$2,400,000
$2,420,000
$2,440,000
$2,460,000
$2,480,000
$2,500,000
$2,520,000
$2,540,000
$2,560,000
2000 Actual 	2001 Actual 	2002 Actual 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Real Estate Transfer Tax Revenue
Water Revenue
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2000 Actual 	2001 Actual 	2002 Actual 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Evanston 	Skokie 	Northwest Commission

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SEWER REVENUES – The City is in the third year of a four year increase in sewer rates. Rates
increased 10% in FY2003 and will increase 10% in FY2004, after which no additional increases are
planned. This four-year rate increase plan is to pay for a $199 million sewer improvement program the
City embarked on several years ago. Over % of this project has been completed and the increased
revenues will go towards paying off Illinois EPA loans which have been used to fund the capital
improvements.
PARKING REVENUES – The City operates parking meters, lots and two major garages. Parking
revenues have steadily increased over the last several years. Parking meter revenues are expected to
increase this year with expanded enforcement hours. Other parking related revenues are expected to
remain flat for FY 2004 due to the total reconstruction of the Sherman Avenue garage in conjunction will
a new development project in downtown Evanston.
Sewer Revenue
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2000 Actual 	2001 Actual 	2002 Actual 	2003 Appropriation 	2004 Approved
Fiscal Year
Revenue
Sewer Revenue
Parking Re ve nue
$2 ,6 0 0 ,0 0 0
$2 ,70 0 ,0 0 0
$2 ,8 0 0 ,0 0 0
$2 ,9 0 0 ,0 0 0
$3 ,0 0 0 ,0 0 0
$3 ,10 0 ,0 0 0
$3 ,2 0 0 ,0 0 0
$3 ,3 0 0 ,0 0 0
$3 ,4 0 0 ,0 0 0
$3 ,50 0 ,0 0 0
$3 ,6 0 0 ,0 0 0
2 0 0 0 Act ual 	2 0 0 1 Actual 	2 0 0 2 Actual 	2 0 0 3 Ap p ro p riatio n 	2 0 0 4 Ap p ro ved
Fiscal Ye ar
Revenue
Parking Revenues

-- 54 of 594 --

2004 Property Tax Levy
GENERAL FUND,
$15,194,300 , 52%
FIRE PENSION FUND,
$2,572,937 , 9%
POLICE PENSION FUND,
$3,352,429 , 11%
DEBT SERVICE FUND,
$8,097,845 , 28%

-- 55 of 594 --

1999-2000 	2000-2001 	2001-2002 	2002-2003 	2003-2004 	VARIANCE 	PERCENT
APPROVED 	APPROVED 	APPROVED 	APPROVED 	APPROVED 	INCREASE 	INCREASE
LEVY 	LEVY 	LEVY 	LEVY 	LEVY 	(DECRESE) 	(DECREASE)
GENERAL FUND
LEVY 	$13,304,293 	$13,986,844 	$13,970,507 	$14,862,245 	$15,504,388 	$642,143 	4.32%
LESS: 2% LOSSES 	$266,086 	$279,737 	$279,410 	$297,245 	$310,088 	$12,843 	4.32%
TOTAL 	$13,038,207 	$13,707,107 	$13,691,097 	$14,565,000 	$15,194,300 	$629,300 	4.32%
FIRE PENSION FUND
LEVY 	$1,957,042 	$2,092,205 	$2,177,551 	$2,296,159 	$2,625,446 	$329,287 	14.34%
LESS: 2% LOSSES 	$39,141 	$41,844 	$43,551 	$45,923 	$52,509 	$6,586 	14.34%
TOTAL 	$1,917,901 	$2,050,361 	$2,134,000 	$2,250,236 	$2,572,937 	$322,701 	14.34%
$0
POLICE PENSION FUND 	$0
LEVY 	$2,627,920 	$2,686,300 	$2,939,263 	$3,147,859 	$3,420,846 	$272,987 	8.67%
LESS: 2% LOSSES 	$52,558 	$53,726 	$58,785 	$62,957 	$68,417 	$5,460 	8.67%
TOTAL 	$2,575,362 	$2,632,574 	$2,880,478 	$3,084,902 	$3,352,429 	$267,527 	8.67%
$0
DEBT SERVICE FUND 	$0
LEVY 	$7,248,097 	$7,388,155 	$7,218,005 	$7,650,862 	$8,263,107 	$612,245 	8.00%
LESS: 2% LOSSES 	$144,962 	$84,904 	$144,360 	$153,017 	$165,262 	$12,245 	8.00%
TOTAL 	$7,103,135 	$7,303,251 	$7,073,645 	$7,497,845 	$8,097,845 	$600,000 	8.00%
$0
TOTAL ALL FUNDS 	$25,137,352 	$26,153,504 	$26,305,326 	$27,957,126 	$29,813,787 	$1,856,661 	6.64%
LEVY 	$502,747 	$460,211 	$526,106 	$559,143 	$596,276 	$37,133 	6.64%
LESS: 2% LOSSES 	$24,634,605 	$25,693,293 	$25,779,220 	$27,397,983 	$29,217,511 	$1,819,528 	6.64%
2004 Property Tax Levy
City of Evanston
5/8/2003

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City of Evanston Debt Service Funds
The primary objective in debt management is to keep the level of indebtedness within
available resources and its imperative to keep the debt within the stated City Council debt
limitation. Because the City of Evanston is a Home Rule Municipality there is no legal
limit on the amount of debt that the City can issue. However, the Evanston City Council
has established a limit of $75,000,000 in general obligation debt as a City debt service
policy.
On September 25, 2002 the City sold $35,000,000 Series 2002 General Obligation
Bonds. Proceeds were allocated as follows:
A. 	$29,500,000 for a new Sherman Avenue Garage in the Washington
National TIF.
B. 	$5,500,000 in taxable bonds for a new Sherman Avenue Garage in the
Washington National TIF.
On October 8, 2003 the City sold $22,000,000 Series 2002 C General Obligation Bonds.
Proceeds were allotted as follows:
A. 	$15,590,000 for capital improvements.
B. 	$4,055,000 for Special Service District Area bond refunding.
The public debt in the City of Evanston satisfies the current budget policy and is
sufficient to meet the community needs. The City of Evanston retained its Moody’s Aaa
rating during 2002.
The following is a statistical breakdown of the City of Evanston's debt services profile.
Debt per capital (2002) 	$ 1,009
Debt as a percentage of assessed valuation 	5.6 %
Debt services as a % of General Fund Expenditures 	11.6 %
Bonds Rating (Moody's) – Current 	Aaa
Equalized Assessed Valuation - 1998 	$1,286,459,805
Net General Obligation Debt (2001) 	$74,910,000

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857.33 935.59 827.82 	817.4
1009
0
200
400
600
800
1000
1998 	1999 	2000 	2001 	2002
Debt per capita
% Debt to Equalized Assessed Valuation
5.44 	5.45
4.82
4.67
5.6
4.2
4.4
4.6
4.8
5
5.2
5.4
5.6
5.8
1998 	1999 	2000 	2001 	2002

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PART III
GENERAL FUND BUDGET

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City of Evanston
All Divisions
Three Year Fiscal History
$72,344,300
$73,753,800
$69,152,687
$66,000,000
$67,000,000
$68,000,000
$69,000,000
$70,000,000
$71,000,000
$72,000,000
$73,000,000
$74,000,000
$75,000,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures by Division
City Engineer
0.83%
Management and Budget
2.94%
Streets and Sanitation
10.01%
Miscellaneous Operating
5.72%
Police
21.97%
Fire Department
12.55%
	IMRF
5.41%	Health
2.44%
Health and Human Services
0.45%
Finance
2.19%
Human Relations
0.70%
Human Resources
1.47%
Library
5.14%
Mental Health & Purchased
Services
1.38%
Community Development
3.36% Ecology Center
0.47%
Community Intervention Services
0.35%
Facilities Management
2.87%
Commission on Aging
0.41%
City Council
0.36%
Traffic Engineering
3.48%
City Manager
0.81%
Legal
0.76%
Public Works Director
0.51%
Arts Council
1.09%
	Recreation
8.24%
Parks and Forestry
3.83%
City Clerk
0.26%

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2001-02 	2002-03 	2003-04 	$ Difference 	% Difference
Expenditure by Purpose 	Actual 	Appropriation 	Approved 	03 vs 04 	03 vs. 04
City Council 	235,069 	263,400 	267,900 	4,500 	1.71%
City Manager 	630,813 	649,100 	595,900 	(53,200) 	-8.93%
Management and Budget 	2,094,089 	2,090,700 	2,167,400 	76,700 	3.67%
City Clerk 	170,533 	179,700 	192,700 	13,000 	7.23%
Legal 	1,784,985 	634,000 	559,000 	(75,000) 	-11.83%
Human Resources 	1,406,128 	1,081,900 	1,083,500 	1,600 	0.15%
Finance 	1,491,017 	1,711,400 	1,617,700 	(93,700) 	-5.48%
Facilities Management 	1,893,284 	2,063,800 	2,115,800 	52,000 	2.52%
Community Development 	2,556,902 	2,555,000 	2,480,100 	(74,900) 	-2.93%
Police 	15,399,318 	16,147,900 	16,202,700 	54,800 	0.34%
Fire 	9,126,275 	9,353,200 	9,258,300 	(94,900) 	-1.01%
Health and Human Services 	3,643,232 	3,791,700 	3,707,100 	(84,600) 	-2.23%
Public Works Director 	397,310 	368,300 	378,300 	10,000 	2.72%
Engineering Services 	2,799,432 	3,132,200 	3,176,000 	43,800 	1.40%
Streets and Sanitation 	7,806,300 	7,557,100 	7,384,100 	(173,000) 	-2.29%
Human Relations 	519,500 	533,600 	515,300 	(18,300) 	-3.43%
Misc. Operating Requirements 	4,760,300 	6,354,800 	8,208,400 	1,853,600 	29.17%
Library 	3,562,800 	3,751,100 	3,794,600 	43,500 	1.16%
Recreation 	4,957,700 	6,097,800 	6,076,500 	(21,300) 	-0.35%
Parks and Forestry 	2,813,500 	2,857,500 	2,825,500 	(32,000) 	-1.12%
Ecology Center 	334,700 	337,500 	344,200 	6,700 	1.99%
Arts Council 	769,500 	832,600 	802,800 	(29,800) 	-3.58%
Total General Fund 	69,152,687	$ 	72,344,300	$ 	73,753,800	$ 	1,409,500	$ 	1.95%
General Fund Expenditure Summary
Fiscal Year 2003 - 2004
Budget

-- 61 of 594 --

Variance To
FY 2002 	FY 2003 	FY 2004 	FY 2003 Budget vs.
SUMMARY 	Summary 	ACTUAL 	BUDGET 	APPROVED 	FY 2004 Approved
TAXES 	46,743,798 	47,331,500 	48,566,800 	1,235,300
LICENSES AND PERMITS 	7,404,986 	6,425,600 	5,834,500 	(591,100)
FINES 	3,074,316 	3,397,600 	3,902,600 	505,000
SERVICE CHARGS 	1,961,541 	2,520,200 	1,899,100 	(621,100)
REV. FROM AGENCIES 	715,724 	734,500 	553,400 	(181,100)
OTHER REVENUES 	970,899 	521,800 	494,000 	(27,800)
TRANSFERS FROM FUNDS 	6,897,938 	7,297,500 	8,250,500 	953,000
RECREATION REVENUES 	3,411,786 	3,725,900 	3,844,900 	119,000
LIBRARY REVENUES 	422,642 	389,700 	408,000 	18,300
TOTAL CURRENT REVENUES 	$71,603,630 	$72,344,300 	$73,753,800 	$1,409,500
Account 	Revenue 	FY 2002 	FY 2003 	FY 2004 	Variance
Number 	Title 	ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Taxes
1010 	Property Tax 	13,691,097 	14,565,000 	15,194,300 	629,300
1030 	Prior Year Prop. Tax 	23,983 	150,000 	25,000 	(125,000)
2001 	State Use Tax 	735,179 	750,000 	670,000 	(80,000)
2003 	Photo Finishing Tax 	154,142 	150,000 	- 	(150,000)
2004 	State Sales Tax 	7,517,415 	7,800,000 	8,100,000 	300,000
2005 	Auto Rental Tax 	35,202 	34,000 	34,000 	-
2006 	Athletic Contest Tax 	477,097 	500,000 	500,000 	-
2007 	State Income Tax 	5,356,629 	5,300,000 	4,800,000 	(500,000)
2009 	Fire Insurance Tax 	- 	50,000 	50,000 	-
2010 	Electric Utility Tax 	2,576,508 	2,600,000 	2,650,000 	50,000
2011 	Natural Gas Utility Tax 	1,068,264 	1,100,000 	800,000 	(300,000)
2013 	Cigarette Tax 	294,165 	300,000 	300,000 	-
2014 	Municipal Gas Tax 	319,691 	350,000 	320,000 	(30,000)
2015 	Liquor Tax 	1,548,350 	1,375,000 	1,400,000 	25,000
2016 	Parking Tax 	1,287,758 	950,000 	1,500,000 	550,000
2017 	Per. Prop. Replacement 	622,090 	662,000 	428,000 	(234,000)
2019 	Per. Prop. Rep. - Rec. 	45,857 	45,800 	45,800 	-
2020 	Per. Prop. Rep. - Lib. 	49,720 	49,700 	49,700 	-
2021 	Real Estate Transfer 	2,777,920 	2,500,000 	2,500,000 	-
2022 	Home Rule Sales Tax 	4,792,114 	4,900,000 	5,300,000 	400,000
2023 	Nat. Gas Use Home Rule 	295,146 	300,000 	300,000 	-
2024 	Telecommunications Tax 	3,067,271 	2,900,000 	3,600,000 	700,000
2025 	Amusement Tax 	8,200 	- 	- 	-
Total Taxes: 	$46,743,798 	$47,331,500 	$48,566,800 	1,235,300
FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES

-- 62 of 594 --

FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Licenses and Permits
3001 	Vehicle Licenses 	1,633,296 	2,020,000 	2,020,000 	-
3002 	Business Licenses 	99,970 	150,000 	150,000 	-
3003 	Pet Licenses 	12,340 	43,000 	43,000 	-
3004 	Bicycle Licenses 	101 	300 	200 	(100)
3005 	Contractor Licenses 	79,071 	60,000 	60,000 	-
3006 	Building Permits 	3,097,565 	2,042,000 	1,600,000 	(442,000)
3007 	Plumbing Permits 	242,242 	175,000 	100,000 	(75,000)
3008 	Electrical Permits 	214,052 	150,000 	120,000 	(30,000)
3009 	Signs and Awnings 	14,327 	7,000 	10,000 	3,000
3010 	Elevator Permits 	44,180 	55,000 	55,000 	-
3011 	Other Permits 	295,551 	225,000 	200,000 	(25,000)
3012 	Rooming House Licenses 	188,790 	180,000 	180,000 	-
3013 	Heating, Vent., Air Permits 	338,241 	225,000 	150,000 	(75,000)
3014 	Liquor Licenses 	215,157 	250,000 	250,000 	-
3015 	Commercial Drive Permits 	1,070 	600 	600 	-
3016 	Plat Approval Fees 	495 	2,500 	2,500 	-
3017 	Farmers' Market Licenses 	14,000 	14,000 	14,000 	-
3018 	Sign Licenses Fee 	32,836 	32,000 	30,000 	(2,000)
3019 	Other Licenses 	2,170 	2,400 	2,400 	-
3020 	NU/Centel Easement 	72,828 	97,000 	97,000 	-
3021 	Residents Parking Permits 	118,734 	113,000 	113,000 	-
3022 	Fire Alarm Permit Fees 	520 	- 	- 	-
3023 	Cable Franchise Fee 	519,607 	420,000 	475,000 	55,000
3024 	Long Term Care License 	98,740 	112,400 	112,400 	-
3026 	Alarm Panel Fran. Fee 	14,400 	14,400 	14,400 	-
3030 	Nicor Franchise 	54,703 	35,000 	35,000 	-
Total Licenses: 	$7,404,986 	$6,425,600 	$5,834,500 	($591,100)
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Fines
4001 	Ticket Fines - Parking 	2,456,779 	2,942,000 	3,400,000 	458,000
4018 	Administrative Adjudication Fines 	129,095 	110,000 	130,000 	20,000
4002 	Regular Fines 	198,466 	160,000 	170,000 	10,000
4004 	Building Code Violations 	500 	5,000 	5,000 	-
4005 	Animal Ordinance Pen. 	430 	1,600 	1,600 	-
4006 	Boot Release Fee 	77,700 	50,000 	50,000 	-
4008 	Fire False Alarm Fines 	51,750 	40,000 	40,000 	-
4009 	Police False Alarm Fines 	116,735 	75,000 	100,000 	25,000
4010 	Long Term Care Fines 	74 	- 	- 	-
4012 	Permit Penalty Fees 	38,114 	10,000 	5,000 	(5,000)
4013 	Out of Service Alarm 	- 	- 	- 	-
4011 	Housing Code Violations 	4,673 	4,000 	1,000 	(3,000)
Total Fines: 	$3,074,316 	$3,397,600 	$3,902,600 	$505,000

-- 63 of 594 --

FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Service Charges
5001 	Birth and Death Records 	192,901 	220,000 	- 	(220,000)
5003 	TB Nursing Services 	12,000 	12,000 	12,000 	-
5004 	Weights and Measures 	422 	1,000 	1,000 	-
5006 	Senior Taxi Coupons 	48,946 	55,000 	55,000 	-
5009 	VD Program - Skokie 	2,250 	1,500 	1,500 	-
5010 	Fire Cost Recovery Ch. 	25,228 	5,000 	5,000 	-
5011 	Other Service Charges 	15,473 	5,000 	5,000 	-
5012 	Health Svc. Chr. -Other 	20 	- 	- 	-
5014 	Personal Health Clinic Fees 	47 	- 	- 	-
5018 	Recycling - Material Sales 	620 	- 	- 	-
5019 	Condo Conversion App. 	88,402 	70,000 	44,000 	(26,000)
5020 	Fire Training Fees-Hosp 	- 	- 	- 	-
5021 	Emergency Medical Services 	342,031 	320,000 	340,000 	20,000
5025 	Towing Charges 	- 	50,000 	50,000 	-
5026 	Police Report Fees 	23,990 	21,500 	21,500 	-
5028 	Wood Recycling 	6,477 	- 	- 	-
5029 	Zoning Fees 	44,893 	35,000 	25,000 	(10,000)
5030 	Fire Report Fees 	1,139 	1,000 	1,000 	-
5031 	Family Planning Clinic 	1,294 	3,000 	3,000 	-
5032 	Dental Clinic 	81,048 	90,000 	90,000 	-
5033 	Fire Building Inspectors 	- 	- 	- 	-
5035 	Alarm Panel Sub. Fee 	31,039 	27,500 	27,500 	-
5036 	Skokie Animal Board Fee 	200 	- 	- 	-
5040 	Telecommunicaitons Maint. Fee 	479,906 	600,000 	- 	(600,000)
5070 	Recycling Service Charge 	232,246 	628,000 	628,000 	-
5072 	Sanit Special Pickup Fees 	- 	70,000 	40,000 	(30,000)
5034 	Passport Execution Fee 	9,555 	7,000 	9,000 	2,000
5081 	Health Clinic - Immunization 	8,843 	7,000 	8,000 	1,000
5082 	Health Clinic - Sex Trans. Dis. 	5,947 	4,200 	5,000 	800
5083 	Health Clinic - TB 	2,637 	2,000 	2,500 	500
5084 	Health Clinic - Lab 	11,499 	8,500 	11,900 	3,400
5085 	Health Clinic - Food Est. 	174,671 	165,000 	165,000 	-
5086 	Children Health 	3,172 	2,500 	2,500 	-
5087 	Health Clinic - School Phys. 	1,270 	3,500 	3,500 	-
5008 	State Highway Maint. 	113,375 	105,000 	113,000 	8,000
5119 	Birth Certificate 	- 	- 	79,000 	79,000
5120 	Death Certificate-16.23 	- 	- 	79,000 	79,000
5121 	Death Certificate-16.OB 	- 	- 	66,700 	66,700
5122 	Funeral Director License 	- 	- 	4,500 	4,500
Total Service Charges: 	$1,961,541 	$2,520,200 	$1,899,100 	($621,100)

-- 64 of 594 --

FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Revenue from Other Agencies
6002 	Local Health Protection - State 	63,353 	63,700 	63,700 	-
6004 	Family Case Mang. Grant 	87,400 	95,000 	110,500 	15,500
6005 	Viol. Crime Vic. Asst. Grant 	15,000 	20,000 	20,000 	-
6008 	Dental Sealant Grant 	6,991 	7,800 	7,800 	-
6009 	State Aid - Aids Testing 	9,709 	- 	7,200 	7,200
6010 	Fire Dept. Training 	2,747 	600 	600 	-
6015 	Impact Tobacco Grant 	- 	37,000 	- 	(37,000)
6018 	Kid Care 	6,659 	- 	4,000 	4,000
6020 	Title XX Family Planning 	49,500 	54,000 	54,500 	500
6030 	Hearing and Vision 	9,244 	6,400 	6,400 	-
6037 	Art Council 	35,500 	28,400 	28,400 	-
6049 	Health & Wellness 	6,017 	13,600 	13,600 	-
6051 	Teen Pregnancy Prevention 	50,600 	55,000 	55,600 	600
6052 	Childhood Lead Poisoning 	1,946 	4,000 	4,000 	-
6053 	Teen Parent Services Prog 	5,200 	- 	10,000 	10,000
6056 	Evanston Township Housing 	3,590 	- 	- 	-
6060 	Sickle Cell IDPH Grant 	6,496 	10,200 	10,200 	-
6501 	Mics. 	695 	- 	- 	-
6504 	Comm. Aging Grt. - Advocate 	20,254 	17,800 	17,800 	-
6506 	FEMA 	51,327 	11,000 	- 	(11,000)
6507 	Police Training 	4,590 	8,000 	8,000 	-
6508 	HUD Emerg. Shelter Grants 	63,505 	84,000 	- 	(84,000)
6510 	Law Enforcement Block Grant 	132,778 	132,000 	79,100 	(52,900)
6552 	Day Care Inspection Grant 	15,568 	- 	- 	-
6556 	Ill. Criminal Justice Info Authority 	- 	- 	15,000 	15,000
6505 	Dept. Aging - Computers 	495 	- 	- 	-
6080 	Youth Outreach - Cook County 	29,700 	50,000 	- 	(50,000)
6019 	IL. Tobacco Funds 	36,860 	- 	37,000 	37,000
6554 	Outreach Grant 	750 	- 	- 	-
6556 	Library Hispanic Outreach 	- 	36,000 	- 	(36,000)
Revenue from Other Agencies: 	$715,724 	$734,500 	553,400 	(181,100)
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Other Revenue
7001 	Property Sales and Rental 	132,385 	130,000 	130,000 	-
7002 	Damage Compensation 	61,324 	25,000 	25,000 	-
7003 	Miscellaneous Revenue 	187,981 	127,800 	100,000 	(27,800)
7010 	Payment in Lieu of Taxes 	43,282 	27,000 	27,000 	-
7040 	Parking Permits - Ryan Field 	11,739 	12,000 	12,000 	-
7300 	Interest Income 	534,188 	200,000 	200,000 	-
Total Other Revenue: 	$970,899 	$521,800 	494,000 	(27,800)

-- 65 of 594 --

FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Transfer From Other Funds
8110 	From Fleet Services 	110,900 	121,100 	116,400 	(4,700)
8224 	From Motor Fuel Fund 	670,000 	670,000 	750,000 	80,000
8228 	From CDBG 	782,761 	896,800 	1,053,400 	156,600
8229 	From Home Fund 	30,378 	35,500 	37,300 	1,800
8230 	From Emergency Tel. Sys. 	75,000 	78,000 	125,400 	47,400
8264 	From Econ. Devel. Fund 	88,400 	92,000 	250,000 	158,000
8270 	From ETHS 	- 	- 	30,000 	30,000
8454 	From Washington Nat. TIF 	58,000 	75,000 	130,000 	55,000
8456 	From How. Hartrey TIF 	- 	10,000 	100,000 	90,000
8457 	From Southwest TIF 	- 	20,000 	20,000 	-
8568 	From Downtown TIF 	159,000 	250,000 	250,000 	-
8569 	From Capital Imp. Fund 	300,000 	200,000 	250,000 	50,000
8615 	From Special Asst. Fund 	25,000 	25,000 	30,000 	5,000
8718 	From Parking Fund 	530,100 	696,700 	893,700 	197,000
8719 	From Water Fund 	145,800 	145,800 	153,000 	7,200
8720 	From Water Fund ROI 	2,386,000 	2,386,000 	2,386,000 	-
8721 	From Water Fund - Adm. Exp. 	968,300 	996,100 	1,045,800 	49,700
8724 	Maple Ave Garage Fund 	35,000 	36,500 	38,300 	1,800
8774 	From Sewer Fund 	533,299 	563,000 	591,200 	28,200
Total Transfer from Funds: 	$6,897,938 	$7,297,500 	8,250,500 	$953,000
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Recreation:
8804 	Magazine Revenue 	26,289 	26,000 	27,000 	1,000
8812 	Crown Comm. Ctr. Revenue 	123,305 	201,900 	195,000 	(6,900)
8813 	Chandler Center Revenue 	397,740 	358,200 	365,300 	7,100
8814 	Fleetwood Center Revenue 	128,232 	165,000 	165,000 	-
8815 	Fleet. Theatre Revenues 	22,915 	20,000 	20,600 	600
8816 	At-Risk Opportunities 	76,975 	89,100 	80,000 	(9,100)
8817 	Levy Center Revenues 	94,834 	183,400 	280,700 	97,300
8821 	Church St. Boat Ramp 	70,730 	113,500 	125,200 	11,700
8823 	Boat Storage Facilities 	75,029 	69,700 	73,100 	3,400
8824 	Beach Revenues 	517,155 	480,000 	500,800 	20,800
8828 	Crown Ice Center Revenues 	988,747 	951,800 	925,000 	(26,800)
8832 	Adult Sport League Revenue 	54,813 	57,300 	42,300 	(15,000)
8834 	Aquatic Camp Revenue 	66,554 	74,500 	89,100 	14,600
8836 	Outdoor Tennis Revenue 	100,039 	85,500 	117,000 	31,500
8837 	Youth Sports Revenue 	11,462 	2,800 	11,200 	8,400
8843 	Special Rec. Revenue 	40,932 	43,300 	45,300 	2,000
8846 	Summer Playground Rev. 	501 	- 	- 	-
8847 	Skate Park & Bus Program 	9,850 	15,800 	6,000 	(9,800)
8881 	Ecology Center Revenue 	32,000 	52,000 	58,400 	6,400
8882 	Ecology Ctr. Camp Revenue 	129,555 	130,000 	145,000 	15,000
8891 	Noyes Cult Arts Center Rev. 	297,912 	221,600 	219,600 	(2,000)
8892 	Arts Council Revenue 	- 	13,000 	15,000 	2,000
8893 	Cultural Arts Programs 	146,217 	371,500 	338,300 	(33,200)
Total Recreation Revenue: 	$3,411,786 	$3,725,900 	$3,844,900 	$119,000

-- 66 of 594 --

FISCAL YEAR 2003 - 2004
GENERAL FUND REVENUES
FY 2002 	FY 2003 	FY 2004 	Variance
ACTUAL 	BUDGET 	APPROVED 	2003 vs. 2004
Library Revenues
8901 	Library Fines & Fees 	167,614 	150,000 	160,000 	10,000
8902 	Film Rentals 	62,476 	55,000 	60,000 	5,000
8903 	Non-Resident Cards 	3,260 	3,000 	3,000 	-
8904 	Books Lost & Paid 	20,968 	20,000 	20,000 	-
8905 	Book Reserves 	4,960 	4,700 	4,700 	-
8906 	Lib. Misc. Revenues 	3,592 	4,000 	4,000 	-
8907 	Rental Books 	8,526 	9,000 	9,000 	-
8908 	Library Copy Mach. Chrgs. 	22,928 	22,000 	24,000 	2,000
8909 	Library Meeting Rm. Rental 	10,275 	8,500 	8,500 	-
8910 	North Branch Rental Inc. 	26,728 	20,000 	25,100 	5,100
8911 	State Per Capital Grant 	88,696 	90,700 	86,900 	(3,800)
8912 	Multimedia Collection 	2,619 	2,800 	2,800 	-
Total Library Revenues: 	$422,642 	$389,700 	$408,000 	$18,300
Total Miscellaneous 	$0 	$0 	$0 	-
$71,603,630 	$72,344,300 	$73,753,800 	$1,409,500	Total General Fund Revenues

-- 67 of 594 --

City of Evanston
City Council
Three Year Fiscal History
$263,400
$267,900
$235,069
$210,000
$220,000
$230,000
$240,000
$250,000
$260,000
$270,000
$280,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.36%

-- 68 of 594 --

City of Evanston
City Council
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
City Council 	235,069 	263,400 	246,637 	267,900
Total 	235,069 	263,400 	246,637 	267,900
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Animal license fees, parking fines, permit fees for sidewalk cafes, the wheel tax and recycling fees were increased and a special
fee for refuse pickup enacted. Hours for parking meters hours were extended in the downtown from
9 a.m. - 6 p.m. to 8 a.m. - 9 p.m. to be implemented in the fall. The Zoning Ordinance was amended to require more parking in
multi-family residential property and Funeral Homes were added as permitted or special uses in various non-residential
districts. Results of a study funded by a state grant for recreational needs in southeast Evanston and three alternative building
plans were presented to the City Council. Due to lack of funds and other priorities, the Council voted not to go forward with the
project. The trial period for booting on private property in the central business district was increased for one year to April 1,
2003. Three new liquor license categories were created. One was for retirement communities, grocery stores of 5,000 -7,500
square fee and a B1 license that allows establishments in the core area to stay open until 3 a.m. A group of residents on or near
the Ridge Avenue Historic District came before Council and objected to mast-arm traffic signals that were to be installed based
upon a CMAQ grant from the federal government to mitigate air quality. A special Council meeting was held on the project.
The Council voted to approve the nomination of the WCTU administration Building, 1730 Chicago Avenue to the National
Register of Historic Places. Discussions began on instituting binding appearance review. The city code was amended
concerning enforcement of city park regulations. By unanimous vote, the Council passed a resolution that endorsed the
establishment of a Federal Commission to study reparation proposals for African Americans. The Council voted to contract
with Evanston Township to provide emergency assistance services. The new Levy Center at 300 Dodge Avenue was dedicated
on July 21 and will contain an enabling garden, largely funded by the Rothschild Foundation and Life Enrichment Fund.
Council voted to use the former Recycling Center for storage of city equipment as an alternative to leasing space. The Council
gave approval for a reconnaissance shoreline study of Lake Michigan for a potential marina by the Army Corps of Engineers and
funded by the corps. Honorary street names were given to Byrne Piven and Ed Gold. The Council amended the landlord/tenant
ordinance by reducing the interest on security deposits to the same rate as in the City of Chicago. In August a special Council
meeting was held to examine capital improvement program policies, discuss funding and operating budget policies.

-- 69 of 594 --

City of Evanston
City Council
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Number of Ordinances Adopted 	123 	134 	130
Number of Resolutions Adopted 	93 	107 	90
Updated Board and Commission Rosters 	Ongoing 	Ongoing 	Ongoing
FULL TIME EQUIVALENT POSITIONS 	1.00 	1.00 	1.00
Approved Adjustments in 2003-2004 Budget
During the August 2002 City Council goal setting session, the budget and CIP policy were discussed at length. A
budget police and CIP policy were adopted by Council in 2002 and will provide guidance as Council works to balance
the budget for 2003/04. However, the list of priorities previously developed at the 2001 goal setting session will
continue to be the focus of staff. The areas of concentration include:
Howard & Church/Dodge Development
Dutch Elm Program
Infrastructure Improvements
Land Use (Density, Zoning reviews)
Budget Process/Policy/Community-Non-Profit Involvement
Affordable Housing
Lakefront Use and Waterway Resources
Downtown Projects Completion
Improved Communication with Citizens
Proactive Police Strategies
Alternative Transportation Modes
Centralized Citizen/Aldermanic Request System
Aldermanic Resources
Neighborhood Festivals
NU Relationship
Improve/Maintain Diversity
Optimization of Service Delivery
The City Council formulates policies and ordinances to guide the orderly development and administration of the
City; determines the use of tax dollars and other funding sources to meet the City's needs; holds public hearings to
provide citizens with opportunities to be heard; participates in conferences, forums and meetings of legislative
groups and associations; keeps its constituency informed of City issues and activities through ward meetings and
public forums; responds to citizen requests for services and information.

-- 70 of 594 --

City of Evanston
City Council
2002-2003
Appropriation
2003-2004
Approved
9 Alderman
1 Aldermanic Secretary
1 Mayor
Regular Pay Permanent 	148,800 	148,800
Overtime Pay Permanent 	300 	300
Personal Services 	$149,100 	$149,100
Printing 	500 	500
Telephone & Telegraph 	- 	4,500
Postage Chargebacks 	600 	600
Board and Commission Training 	2,000 	2,000
Training and Travel 	10,000 	10,000
Postage 	400 	400
Telephone Chargebacks 	3,200 	3,200
Membership Dues 	32,700 	32,700
Expense Allowance 	100 	100
Copy Machine Charges 	2,000 	2,000
Other Contractual Services 	16,500 	16,500
Contractual Services 	$68,000 	$72,500
Books, Publications, Maps 	100 	100
Office Supplies 	1,200 	1,200
Commodities 	$1,300 	$1,300
Contingencies 	200 	200
Medical Insurance 	44,700 	44,700
Life Insurance 	100 	100
Other Charges 	$45,000 	$45,000
City Council 	$263,400 	$267,900

-- 71 of 594 --

City of Evanston
City Manager
Three Year Fiscal History
$649,100
$595,900
$630,813
$560,000
$570,000
$580,000
$590,000
$600,000
$610,000
$620,000
$630,000
$640,000
$650,000
$660,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.81%

-- 72 of 594 --

City of Evanston
City Manager's Office
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
City Manager's Office 	624,643 	531,700 	562,156 	478,500
Public Information 	0 	103,400 	78,951 	103,400
Farmers' Market 	6,170 	14,000 	13,728 	14,000
Total Expenditures: 	630,813 	649,100 	654,835 	595,900
Revenues
Seasonal Farmers' Market Licenses 	14,800 	19,500
Total Revenues: 	14,800 	19,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City Manager's Office:
Worked with the developer to complete the last two components of Church St. Plaza: the residential housing unit
and mini-anchor to be completed.
Staff worked diligently with the Sherman Ave. Plaza developers to achieve financing and develop a project that works for
the community that includes a new public parking garage, retail, and residential developments.
Coordinated the efforts of all staff to accomplish the various goals set forth in the goal setting session in August 2001with
staff and Council.
Coordinated the annual goal setting workshop with staff and Council.
Worked with the Legal, Finance, Management & Budget, and Human Resources Departments in implementing the
necessary changes recommended by our outside consultant hired to review our entire Risk Management Program.
Assisted the IS Department by providing accurate and essential information on our Web Page that citizens can utilize to
answer their questions and service their needs.
Public Information:
Continued to increase in-house communications by utilizing City Beat Newsletter and our internal Web page.
Worked with the Chamber of Commerce to create a more comprehensive relocation information package.
Redesigned Highlights Newsletter with the City's new logo and incorporated more feature articles and other city
publications to save on printing costs.
Created an electronic newsletter that is sent to subscribers weekly.
Worked with various departments to assist them in producing information flyers to our constituents in a more systematic
and effective manner.
Assisted other City Manager staff in creating Identification Cards for all City employees.

-- 73 of 594 --

City of Evanston
City Manager's Office
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Number of Aldermanic Requests, Police Service
Requests, & citizen Requests 	1150 	1200 	1200
Prepare agendas and materials for regular and special
Council and A&PW meetings 	49 	49 	49
Film Permits 	100 	55 	50
Sidewalk Cafes 	15 	20 	20
Raffle Permits 	20 	30 	50
Special Events Permits 	N/A 	N/A 	50
FULL TIME EQUIVALENT POSITIONS 	6.55 	5.55 	5.10
Approved Adjustments in 2003-2004 Budget
1. Install new software system to track all Aldermanic Requests, Citizen Inquiries, and Police Service Requests
citywide by December 2004.
2. Work with the Legal Department and City Clerk's Office to recodify the City Code by February 2004.
3. Assist the Finance Department in the implementation of the new financial systems with the completion of the
Accounts structure, Payroll and Human Resources modules by February 2004.
4. Examine Ward demographics and redistrict accordingly by February 2004.
5. Begin negotiation of a longer-term contract with ComEd to be completed by February 2004.
The City Manager and his staff direct the administration and execution of the policies and goals formulated by the
City Council and propose alternative solutions to community problems for City Council consideration. These
responsibilities include advising the Council on present and future financial, personnel and program needs,
implementing immediate and long-range City priorities, establishing procedures which will assist the City in serving
its citizens, preparing of the annual budget and supervision of the City department heads. Staffs are also involved in
coordinating large-scale economic development projects as well as program evaluation and policy analysis.
The City Manager's Office coordinates the preparation of the City Council agenda, reviewing all items before
governing body consideration and responding to inquiries from citizens and elected officials. Its members work
closely with the public to both resolve service delivery problems as well as disseminate changes in City policy. Staff
monitors legislation both in Springfield and Washington, D. C. to determine the potential impact on Evanston
residents, businesses and government; in addition, the Office staffs the Rules Committee and works with that group to
coordinate lobbying efforts. Finally, the Office is also responsible for issuing a number of permits including
loudspeaker, film, and raffle licenses.

-- 74 of 594 --

City of Evanston
City Manager's Office
2002-2003
Appropriation
2003-2004
Approved
0.7 Administrative Secretary
0.7 Assistant City Manager
1.85 Assistant to the City Manager
1 City Manager
0.85 Executive Assistant
Regular Pay Permanent 	451,200 	415,200
Temporary Salaries 	2,000 	3,000
Personal Services 	$453,200 	$418,200
Office Equipment Maintenance 	500 	500
Other Professional Services 	20,000 	-
Telephone & Telegraph 	1,200 	1,200
Postage Chargebacks 	900 	900
Training and Travel 	500 	500
Automobile Allowance 	7,400 	7,400
Telephone Chargebacks 	3,900 	3,900
Membership Dues 	5,700 	7,000
Copy Machine Charges 	3,000 	3,000
Contractual Services 	$43,100 	$24,400
Books, Publications, Maps 	200 	200
Office Supplies 	1,000 	1,000
Commodities 	$1,200 	$1,200
Contingencies 	- 	500
Medical Insurance 	32,800 	32,800
Life Insurance 	1,400 	1,400
Other Charges 	$34,200 	$34,700
City Manager's Office 	$531,700 	$478,500

-- 75 of 594 --

City of Evanston
Public Information
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Highlights Newsletter 	3 	4 	4
CityBeat Newsletter 	12 	12 	12
Electronic Newsletter 	N/A 	50 	52
FULL TIME EQUIVALENT POSITIONS 	1.00 	1.00
Approved Adjustments in 2003-2004 Budget
1. Complete a comprehensive audit of city communications procedures and create communications policies and procedures
for the entire organization by February 2004.
The City Manager's Office provides information to the public on a broad range of programs, services, issues, and policies
through publication of the City Newsletter, the City Web Page, and other mechanisms. Staff members prepare press
releases, create brochures on city programs, and organize educational efforts to better inform residents as needed. Also,
staff plans and conducts public relations programs and activities and special events designed to create, improve, and
maintain a favorable public image for the City.
The hiring of the city's Community Information Coordinator introduced some initial changes. In order to fulfill City
Council's goal to improve communication to the community, Highlights newsletter, the city's only collective communication
vehicle, was given its own identity by being pulled out of Arts and Recreation magazine and mailed "Postal Patron" for the
first time in several years. Plans are being made to piggy-back other City mailings with the newsletter to centralize the
communication and save costs.
The City Beat employee newsletter became a responsibility of the City Manager's Office to fulfill a need for improved
internal communications and employee education.
Along the electronic communication lines, staff works consistently with the city webmanager to place current events and
general city procedures on www.cityofevanston.org and continues to create interactive programs for two-way community
communication.

-- 76 of 594 --

City of Evanston
Public Information
2002-2003
Appropriation
2003-2004
Approved
1 Community Information Coordinator
Regular Pay Permanent 	54,900 	54,900
Personal Services 	$54,900 	$54,900
Printing 	15,000 	15,000
Postage Chargebacks 	24,000 	24,000
Training and Travel 	100 	100
Copy Machine Charges 	1,000 	1,000
Other Contractual Services 	1,500 	1,500
Contractual Services 	$41,600 	$41,600
Books, Publications, Maps 	300 	300
Library Supplies 	500 	500
Commodities 	$800 	$800
Medical Insurance 	5,900 	5,900
Life Insurance 	200 	200
Other Charges 	$6,100 	$6,100
Public Information 	$103,400 	$103,400

-- 77 of 594 --

City of Evanston
Farmers' Market
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Seasonal Stall Rentals 	37 	38 	39
Weekly Stall Rentals 	1 	1 	1
Number of Charitable Organizations per week 	2 	2 	2
City department stalls per week 	1 	1 	1
FULL TIME EQUIVALENT POSITIONS
1. Find a new and permanent location for the Farmer's Market somewhere in the downtown area by April 1, 2004.
2. Continue to work towards reducing costs by hiring Crossing Guards instead of PEO's and Police Officers, finding a
permanent location with bathrooms in close proximity, etc. by April 2004.
The City Manager's Office conducts a Farmer's Market in downtown Evanston from the third Saturday in May through the
first Saturday in November. Staff contacts farmers from the surrounding metropolitan area, Wisconsin, Michigan and
Indiana. The farmers rent stalls on a seasonal or weekly basis to sell fresh produce and flowers. A Market Manager is hired
to oversee the market and assist with set-up and take-down. Every Saturday, two of Evanston's not-for-profit organizations
are at the market to sell fresh baked goods.

-- 78 of 594 --

City of Evanston
Farmers' Market
2002-2003
Appropriation
2003-2004
Approved
Overtime Pay Permanent 	4,300 	4,300
Seasonal Employees 	6,600 	6,600
Personal Services 	$10,900 	$10,900
Advertising 	400 	400
Postage Chargebacks 	200 	200
Rentals 	1,500 	1,500
Contractual Services 	$2,100 	$2,100
Contingencies 	1,000 	1,000
Other Charges 	$1,000 	$1,000
Farmers' Market 	$14,000 	$14,000

-- 79 of 594 --

City of Evanston
Management and Budget
Three Year Fiscal History
$2,090,700
$2,167,400
$2,094,089
$2,040,000
$2,060,000
$2,080,000
$2,100,000
$2,120,000
$2,140,000
$2,160,000
$2,180,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
2.94%

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Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Information Systems 	1,324,986 	1,214,700 	1,026,298 	1,307,900
Budget Office 	290,203 	284,900 	334,315 	258,400
Geographic Information System 	171,242 	231,600 	171,774 	241,600
Administrative Adjudication 	307,658 	359,500 	354,449 	359,500
Total 	2,094,089 	2,090,700 	1,886,836 	2,167,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Office of Management and Budget
Information Systems:
 Implemented the J. D. Edwards technology needed for the financial system rollout.
 WEB site development high points include: (1)New search engine that indexes the entire web site as well as the Library web
site; (2) Provided Service Directory (known within the City as the Reverse Look-up; (3) Redesigned "Services" section with areas
targeted towards Residents, Businesses, and Visitors.
 Application development includes: Developed “You Owe Look-up” that scans various databases for money owed the City of
Evanston.
 Processed 3,410 Help Desk support calls resolving 60% in the first day, and 67 % in two days. Note: Service is behind from last
year when we closed 96% of the calls in two days.
 Installed sixty new PC’s in various departments.
 Piloted Windows and Office XP on twenty desktops.
 Deployed all new building to building communication technology that greatly enhanced the usage of our AT&T I-Net system.
 Completed the migration of all network servers to Microsoft 2000 operating system.
 Upgraded the Microsoft Exchange email server to Exchange Enterprise 2000 edition, thus sizing for growth and enhancing
administration.
 Performed system upgrades for IDC financial, MSI water billing, the T2 parking system data bases.
Administrative Adjudication:
We have received national and regional recognition for our adjudication program during the past year. Two nationally distributed
magazines (Governing and American Cities and Counties) wrote positive articles about innovation and success associated with
Evanston’s Administrative Adjudication. A high collection rate on monetary judgements and our paperless on-line appeal program
received this recognition. Both programs have been selected for creativity and innovation awards by the Northwest Municipal
Conference comprised of fifty cities in northern Illinois.
During the period 1/1/02 to 9/30/02, payments for judgements have totaled $887,000. This figure represents a two fold increase in
comparison with the same period the prior year. Citizens complaints and appeals of judgements have been kept to a minimum. In
a survey of individuals who attended hearings for their cases, it was found that not one person felt the system was unfair.
Professionalism and efficiency are constant and recurring objectives of this division.

-- 81 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
City of Evanston
Information Systems
1. Assist and facilitate the deployment of the J. D. Edwards financial system including the technology systems, user
administration, and report generation.
2. Upgrade the Telephone system voice mail and call accounting systems.
3. Provide employees with external access to City email.
4. Replace seventy-five Personal Computers that do not meet minimum performance requirements.
5. Continue deploying Microsoft Windows and Office XP.
6. Develop coursework and train XP users.
7. Continue deploying internal and external Internet WEB solutions including WEB based online Water Billing
payments.
8. Construct a disaster backup server and network facility at the Fleet Service Center.
The Information Systems (IS) Division provides technology and services that fulfill the City's broad based information
technology needs. Information Systems has the responsibility for planning that commits resources and provides a stable
direction for the future. The Division also has co-responsibility for product purchases and development projects, which
include initiation, management, and successful installation. IS has the responsibility and authority for review, control, and
improvements in such as areas as:
„ Office automation – Text processing, interoffice and interpersonal communications systems, printing services,
archival storage, filing systems, and image storage and processing.
„ Microcomputers – The proliferation of microcomputers as well as portable and hand-held devices capable of
independently processing data and interfacing with other City systems.
„ Network and application servers – The acquisition and overall management of various server platforms.
„ Communications – Data communications, internal and external electronic mail, electronic data interchange, and
the management problems of transmission of information.
„ Computer-aided design – Computer-aided drafting, mapping, design modification, testing, and process control.
„ Training – Providing a City-wide training function which includes training classes, answering help desk calls,
support documentation, and management of a training facility.
Other duties include:
– Ensuring the security of all data.
– Computer and Information System Data Center operations.
– Designing and managing data communications and telecommunications networks.
– Developing information processing policies and procedures.
– Conducting feasibility studies of new automated systems that could improve service or
enhance productivity.
– Developing and implementing office automation systems.

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City of Evanston
Information Systems
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
630 	800 	815
410 	390 	410
16 	16 	16
18 	22 	22
3400 	3410 	3450
48% 	60% 	50%
96.00% 	67.00% 	75.00%
96.50% 	97.60% 	97.60%
3.50% 	2.40% 	2.40%
N/A 	51.60% 	N/A
N/A 	20.60% 	N/A
User Feedback -Response time to call - Average 	N/A 	21.20% 	N/A
N/A 	2.90% 	N/A
N/A 	1.20% 	N/A
N/A 	4557 	4800
62 	40 	40
57 	48 	48
17 	47 	125
124 	116 	125
10.00 	11.00 	11.00
Approved Adjustments in 2003-2004 Budget
User Feedback -Response time to call - Fast
Number of Users with logon privileges
Number of locations supported
Number of personal computers supported
Number of Help Desk calls per year
Percent of Help Desk calls resolved in one day
Percent of Help Desk calls resolved in two days
User Feedback - Problem Solved Satisfactorily
Number of users trained in computer concepts and Word
User Feedback -Response time to call - Slow
User Feedback -Response time to call -Very Slow
Number of application and network servers supported
User Feedback - Problem Solved Unsatisfactorily
FULL TIME EQUIVALENT POSITIONS
Number of users trained in Excel
Number of users trained in other PC productivity tools
Number of users trained in E-Mail/Outlook/Internet
Visits to Intranet "cityweb" per day
User Feedback -Response time to call - Very Fast

-- 83 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Asst. UNIX Admin
1 Data Base Administrator
1 I.S. Manager
1 I.S. Trainer
2 Network Administrator
1 Operations Coordinator
1 Phone System Administrator
2 Technical Support Specialist
1 Web Developer
Regular Pay Permanent 	691,100 	691,100
Temporary Salaries 	2,600 	2,600
Personal Services 	$693,700 	$693,700
Computer Equipment Maintenance 	70,000 	70,000
Other Professional Services 	25,000 	25,000
Telephone & Telegraph 	211,500 	211,500
Training and Travel 	1,000 	1,000
Fleet Service Fund Chargeback 	- 	6,000
Computer License & Support 	119,600 	119,600
Membership Dues 	3,900 	3,900
Copy Machine Charges 	300 	300
Other Contractual Services 	- 	87,200
Contractual Services 	$431,300 	$524,500
Books, Publications, Maps 	1,000 	1,000
Office Supplies 	26,700 	26,700
Personal Computer Software 	2,000 	2,000
Commodities 	$29,700 	$29,700
Contingencies 	1,000 	1,000
Transfers to Other Funds 	200,000 	200,000
Medical Insurance 	65,000 	65,000
Life Insurance 	1,400 	1,400
Other Charges 	$267,400 	$267,400
-
Services Billed Out 	(207,400) 	(207,400)
Miscellaneous 	($207,400) 	($207,400)
Information Systems 	$1,214,700 	$1,307,900
City of Evanston
Information Systems

-- 84 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
December 31, 2000 	December 31, 2001 	December 31, 2002
June 15, 2001 	April 1, 2002 	April 1, 2003
35 	39 	100
3.75 	4.00 	4.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Budget Office
FULL TIME EQUIVALENT POSITIONS
Completion of the Proposed Budget
Completion of the Approved Budget
City Council Budget Memo's prepared
1. Implement J. D. Edwards, new financial software by February 2004.
2. Revise and improve budget monitoring process by reviewing all present monthly reporting and creating a new
expenditure model by February 2004.
The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures,
developing program objectives and producing the proposed and approved budgets. During the City Council's budget review,
the Budget Office prepares memos and performs other analysis in response to Council questions. During the year, the Budget
Office monitors departmental revenues and expenditures and performance of departments and divisions. The Budget Office
supervises the operation of the Information Systems, Geographical Information Systems and Administrative Adjudication
divisions. The Budget Office also completes special projects and studies as directed by the City Manager's Office. The
Budget Office provides staff support for the Emergency Telephone System Board and the Liquor Control Commission.

-- 85 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Administrative Assistant
1 Director
1 Grants Writer
1 Management Analyst
Regular Pay Permanent 	237,700 	214,200
Personal Services 	$237,700 	$214,200
Books, Publications, Maps 	200 	200
Office Supplies 	1,000 	1,000
Commodities 	$1,200 	$1,200
Medical Insurance 	24,000 	21,000
Life Insurance 	500 	500
Other Charges 	$24,500 	$21,500
Personal Computer Equipment 	2,500 	2,500
Capital Outlay 	$2,500 	$2,500
Budget Office 	$284,900 	$258,400
City of Evanston
Budget Office

-- 86 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
125 	134 	135
800 	2200 	2500
2500 	1600 	2500
Geographic layers maintenance 	110 	130 	132
3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Geographic Information System
Map Requests
External GIS web site interactions per week
Internal GIS web site interactions per week
FULL TIME EQUIVALENT POSITIONS
1. Obtain new aerial photography through cooperative agreement with other area municipalities.
2. Create a series of maps and web applications to provide ADA accessibility information to City buildings and properties.
3. Provide infrastructure and training to allow Police Department to independently create analytical crime maps.
4. Add an additional 12 geographic layers to City's GIS.
5. Create web based documentation describing all layers within City's GIS.
GIS offers the City the opportunity to visualize, analyze, and maintain geographically related data better. Data related to
addresses, parcels, buildings, streets, utilities, political boundaries, etc, can be incorporated into Evanston's GIS. Once
incorporated, it can be maintained, studied, reviewed in a visual context. Evanston's GIS is responsible for creating and
maintaining more than 100 layers of information.
Some examples:
16,267 Tax Parcels
26,913 Building Structures
224 Miles of Streets
Zoning Districts, Parks, Parking Lots, Beaches, Census data, Wards, 911 Response Plans, Street Sweeping Zones and Tree
Trimming Cycles.
It is the goal of Evanston's geographic information system to enable informed decisions and encourage efficient government
by providing GIS tools and services to Evanston employees and residents.

-- 87 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 GIS Analyst
1 GIS Manager
1 Programmer Analyst
Regular Pay Permanent 	174,300 	174,300
Seasonal Employees 	2,600 	10,600
Personal Services 	$176,900 	$184,900
-
-
Photographers/Blueprints 	200 	200
Office Equipment Maintenance 	300 	300
Other Professional Services 	10,000 	10,000
Training and Travel 	300 	300
Telephone Chargebacks 	900 	900
Computer License & Support 	16,200 	18,200
Membership Dues 	300 	300
Copy Machine Charges 	1,100 	1,100
Contractual Services 	$29,300 	$31,300
-
-
Books, Publications, Maps 	500 	500
Minor Equipment & Tools 	500 	500
Safety Equipment 	100 	100
Office Supplies 	1,000 	1,000
Photo/Drafting Supplies 	500 	500
Personal Computer Software 	5,000 	5,000
Commodities 	$7,600 	$7,600
-
-
Medical Insurance 	17,600 	17,600
Life Insurance 	200 	200
Other Charges 	$17,800 	$17,800
-
Geographic Information System 	$231,600 	$241,600
City of Evanston
Geographic Information System

-- 88 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
2,146 	3,580 	3,600
34,600 	42,500 	55,000
55% 	55% 	60%
N/A 	36 	40
N/A 	N/A 	115
N/A 	N/A 	60
4.00 	3.50 	3.50
Approved Adjustments in 2003-2004 Budget
City of Evanston
Administrative Adjudication
% of cases set for hearings paid
Number of summons issued
Number of parking ticket cases adjudicated
FULL TIME EQUIVALENT POSITIONS
Number of property cases adjudicated
Number of Police cases adjudicated
All others (Fire, Parks & Health)
1. Identify all citizen complaints regarding Administrative Adjudication. Determine procedural changes which can be
made to reduce citizen complaints.
2. Submit proposed legislative changes to improve the Administrative Adjudication process to the State Legislature in
Springfield.
3. Establish an Administrative Adjudication association for the State of Illinois.
4. Establish on-line payments for all fines.
Conduct adjudicatory hearings for all City code violations with the exception of those involving incarceration and moving
traffic violations. City managed hearings will produce the desired results: increase revenue by eliminating court costs
previously paid to the county; increase the field work time of police, fire, parking enforcement and park rangers since
they will no longer need to appear in court; improve the quality of life of citizens by reducing and/or eliminating many
nuisance violations which took long periods of time to correct in Circuit Court.
Conduct adjudicatory hearings of cases involving violations of all municipal ordinances with the exception of those
involving incarceration or moving traffic violations.
Provide a forum where charges of code violations can be resolved in an impartial and efficient manner.
Improve the "quality of life" in the City of Evanston by reducing and/or eliminating many nuisance violations which took
long periods of time to correct in Circuit Court.
Educate citizens about the adjudicatory process so they will know how to utilize the system and appreciate the benefits
that will accrue to the City.

-- 89 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Adjudication Manager
2 Administrative Aide
Regular Pay Permanent 	144,200 	144,200
Overtime Pay Permanent 	1,000 	1,000
Permanent Part Time 	116,400 	116,400
Temporary Salaries 	4,200 	4,200
Personal Services 	$265,800 	$265,800
Printing 	1,000 	1,000
Office Equipment Maintenance 	500 	500
Legal Services - General Liability 	1,500 	1,500
Other Professional Services 	30,000 	30,000
Telephone & Telegraph 	700 	700
Training and Travel 	400 	400
Postage 	15,000 	15,000
Telephone Chargebacks 	2,000 	2,000
Court Cost/Litigation Expense 	2,500 	2,500
Copy Machine Charges 	500 	500
-
Contractual Services 	$54,100 	$54,100
Books, Publications, Maps 	500 	500
Licensing/Regulatory Support 	15,000 	15,000
Minor Equipment & Tools 	2,000 	2,000
Office Supplies 	4,000 	4,000
Commodities 	$21,500 	$21,500
Contingencies 	500 	500
Medical Insurance 	17,300 	17,300
Life Insurance 	300 	300
Other Charges 	$18,100 	$18,100
Administrative Adjudication 	$359,500 	$359,500
City of Evanston
Administrative Adjudication

-- 90 of 594 --

City of Evanston
City Clerk
Three Year Fiscal History
$179,700
$192,700
$170,533
$155,000
$160,000
$165,000
$170,000
$175,000
$180,000
$185,000
$190,000
$195,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.26%

-- 91 of 594 --

City of Evanston
City Clerk
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
City Clerk 	170,533 	179,700 	166,895 	192,700
Total Expenditures: 	170,533 	179,700 	166,895 	192,700
Revenues
BOCA Codes 	- 	8,000 	8,000 	8,000
City Codes/Zoning Codes 	- 	1,700 	1,700 	600
Hunting/Fishing License Fees 	- 	2,000 	2,000 	60
Maps 	- 	500 	500 	300
Planning/Preservation Booklets 	- 	270 	270 	70
Photocopying 	- 	350 	350 	200
Minutes Subscriptions 	- 	240 	240 	0
Landlord/Tenant Ordinance 	1,800 	1,800 	1,600
Second Recycling Bins 	- 	600 	600 	300
Miscellaneous 	- 	1,300 	1,300 	600
Passport Applications 	- 	7,500 	7,500 	18,000
-
Total Revenues: 	- 	24,260 	24,260 	29,730
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
The City Clerk's office participated in conducting a fair and impartial Primary Election, March 19, 2002 in cooperation with
Cook County Department of Elections. The office was open extended hours to facilitate greater voter registration and in-
person absentee voting. Efforts were made with Cook County to get more polling places to comply with ADA standards for
accessibility for disabled persons.
The office processed 14% more real estate transfers than in the same period last year due to record sales of homes and
condominiums.
342 passport applications were processed in this period.
The City Clerk's office responded to numerous requests for information and made referrals to other departments and within
the City by telephone and E-mail.

-- 92 of 594 --

City of Evanston
City Clerk
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Voters Registered 	1,200 	600 	600
Number of in-person absentee voters 	1,350 	600 	200
Real Estate Transfer Tax Transactions 	1,700 	1,800 	1,800
Exemptions from real estate transfer tax issued 	700 	800 	800
Replacement recycling bins distributed 	300 	300 	300
Disabled parking placards distributed 	150 	150 	150
Yearly Calendar of scheduled meetings 	Dec-00 	1-Dec 	2-Dec
Passport Applications taken 	500 	600 	600
FULL TIME EQUIVALENT POSITIONS 	3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
1. Participate in and conduct a fair and impartial Consolidated Election April 1, 2003 in cooperation with the Cook
County Department of Elections with expanded hours for voter registration and in-person absentee voting.
The City Clerk is secretary to the City Council and staff to special Council committees; produces official minutes of
all Council meetings; responsible for maintaining official City records including the City Code; serves as the local
election official, Deputy Registrar for Voter Registration and provides absentee voter services and other election
related activities. The City Clerk's office receives lawsuits in which the City is named. The City Clerk's office
maintains the Municipal Library; provides administrative and clerical services associated with appointed boards,
committees and commissions of the City; collects the real estate transfer tax and issues exemptions from the tax;
distributes recycling bins; issues 90-day placards to disabled persons; provides information services and forwards
Freedom of Information requests to departments; prepares and publishes the official municipal directory and annual
calendar of meetings; distributes community information to new residents; provides natural services to staff and
citizens; signs all General Obligation and Revenue Bonds and processes all surety bonds; sells publications, city
maps, BOCA codes, Illinois hunting and fishing licenses and performs ombudsman service to citizens, assisting with
information, directions and referrals. The City Clerk also assists the Mayor, Aldermen and staff with special projects
and activities and represents the City at various meetings.

-- 93 of 594 --

City of Evanston
City Clerk
2002-2003
Appropriation
2003-2004
Approved
1 City Clerk
1 Clerk Typist III
1 Deputy City Clerk
Regular Pay Permanent 	125,000 	125,000
Overtime Pay Permanent 	700 	700
Permanent Part Time 	5,900 	5,900
Personal Services 	$131,600 	$131,600
Printing 	900 	900
Office Equipment Maintenance 	500 	500
Other Professional Services 	8,000 	9,000
Postage Chargebacks 	900 	900
Training and Travel 	1,500 	1,500
Postage 	- 	700
Telephone Chargebacks 	1,600 	1,600
Membership Dues 	300 	300
Copy Machine Charges 	6,500 	6,500
Contractual Services 	$20,200 	$21,900
Books, Publications, Maps 	700 	700
Election Supplies 	100 	100
Merchandise for Resale 	8,000 	10,000
Office Supplies 	1,000 	1,000
Commodities 	$9,800 	$11,800
Contingencies 	200 	200
Medical Insurance 	17,700 	17,700
Life Insurance 	200 	200
Other Charges 	$18,100 	$18,100
Micro Film Machine 	- 	9,300
Capital Outlay 	- 	$9,300
City Clerk 	$179,700 	$192,700

-- 94 of 594 --

City of Evanston
Legal
Three Year Fiscal History
$634,000 $559,000
$1,784,985
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.76%

-- 95 of 594 --

City of Evanston
Legal
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures: 	Actual 	Appropriation 	Actual 	Approved
Legal Administration 	1,395,629 	634,000 	620,585 	559,000
Insurance/Risk Management 	389,356 	0 	0 	0
Total Expenditures: 	1,784,985 	634,000 	620,585 	559,000
Revenues:
Damages - General Fund 	10,000 	10,000 	10,000 	40,000
Damage - Fleet Services Fund 	15,000 	15,000 	15,000 	15,000
Total Revenues: 	25,000 	25,000 	25,000 	55,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
A review of the current year completed and anticipated accomplishments.
FY 02-03 has been a year affected by major litigation. Major decisions either completely resolving or limiting the extent of
litigation have been entered in the following matters: Northwestern University, Keefe-Shea, Prado-Devaul, Walsh, Bench,
McNally, and Frett. The Law Department attorneys have become increasingly involved in prosecuting matters in
administrative adjudication as well as defending appeals in administrative review.
A discussion of the major objectives and activities to be addressed in 2003-04.
The most significant and important project in the Law Department is the appeal of the Prado-Devaul matter. While post-trial
motions have been filed in FY 02-03, appellate work and final decision will occur in FY 03-04.
Appropriate funding must be accomplished for all outstanding and projected litigation.
The increase in Administrative Adjudication activities (both at the hearing and appellate level) must be coordinated with the
staffing capacities of the department.

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City of Evanston
Legal Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Ordinance cases prosecuted
(property maintenance, animal,
disorderly conduct, trees, parking) 	5,000 	1,000 	500
2. Traffic prosecution cases 	7,500 	7,500 	7,500
3. Ordinance written and/or reviewed 	154 	125 	162
4. Resolutions written and/or reviewed 	134 	98 	118
5. Opinions written 	50 	50 	50
6. Administrative adjudication (including appeals) 	175 (hours) 	250 (hours)
FULL TIME EQUIVALENT POSITIONS 	6.25 	6.00 	6.00
Approved Adjustments in 2003-2004 Budget
1. Satisfactorily, resolve major civil litigation (value in excess of $300,000.00) thereby reducing legal expenses for ensuing
fiscal years.
2. Respond to departmental requests for legal action in a prompt and timely fashion (contact will be made with the requesting
department within one business day of request).
3. Develop seamless operating efficiencies between the Law Department and other operating Departments to ensure that all
Council Agenda items are available in a timely manner (no later than 2 p.m. Wednesday of a packet week).
4. Coordinate the Risk Management Third Party Administrator functions with Worker's Compensation Administration.
5. Resolve outstandingly property tax issues by filing exemptions, certificates of error and initiating legal actions as necessary.
The Department of Legal Administration provides legal opinions to the City Manager, City staff, elected officials, and City
Boards and Commissions. The Department drafts or reviews proposed ordinances and resolutions, and researches questions
of procedure and policy. The Department prosecutes violations of the city code, including zoning, building maintenance,
animal control, long-term care, traffic and general police matters. The Department prepares real estate leases, purchase and
sales agreements and easement agreements; reviews or develops contract specifications, leases and general agreements;
represents the City in personal injury, property damage, administrative review, civil rights and human rights litigation;
conducts special assessment and tax relief procedures and prosecutes any and all litigation initiated by the City. The
Department supervises all legal concerns of the city.

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City of Evanston
Legal Administration
2002-2003
Appropriation
2003-2004
Approved
2 Asst. Corp. Counsel
2 Executive Secretary
1 First Asst. Corp. Counsel
1 Staff Attorney
Regular Pay Permanent 	434,500 	409,500
Personal Services 	$434,500 	$409,500
Legal Services - General Liability 	125,000 	75,000
Postage Chargebacks 	600 	600
Training and Travel 	600 	600
Automobile Allowance 	1,700 	1,700
Telephone Chargebacks 	5,800 	5,800
Court Cost/Litigation Expense 	15,000 	15,000
Membership Dues 	1,400 	1,400
Copy Machine Charges 	1,800 	1,800
Contractual Services 	$151,900 	$101,900
Books, Publications, Maps 	10,000 	10,000
Office Supplies 	900 	900
Commodities 	$10,900 	$10,900
Medical Insurance 	35,500 	35,500
Life Insurance 	1,200 	1,200
Other Charges 	$36,700 	$36,700
Legal Administration 	$634,000 	$559,000

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City of Evanston
Human Resources
Three Year Fiscal History
$1,081,900 	$1,083,500
$1,406,128
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
1.47%

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City of Evanston
Human Resources
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Human Resources 	474,850 	507,800 	485,670 	1,083,500
Human Resources 	759,683 	574,100 	620,872 	0
Workers' Compensation 	171,595 	0 	2,927 	0
Total 	1,406,128 	1,081,900 	1,109,469 	1,083,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Turnover is increasing throughout the organization. In the first half of the year 69 positions have been filled. In all of FY01-02, 88
positions were filled. By reason, 32% were resignations; 23% retirements; 20% promotions; 20% discharges; 8% deaths. If
vacancies continue at the current rate, the City's turnover rate will be above 15%; this is a historic high rate of turnover.
It should be noted that despite the increase in turnover, the rate of position vacancy filling remains high; HR's goal has been
reached in a number of cases where the position was filled prior to the leaving employee’s termination.
Retirement eligibility keeps increasing, although we have not experienced the increasing rate of retirements that we keep hearing
about:
- of the current 28 members of the Police Command staff, 16 are eligible for retirement; of 126 police officers, 18 are immediately
eligible for retirement, 9 are service eligible and will turn 50 in the next three years.
- on the reverse, 52, or almost half, of the police officers have less than 10 years of service with the department. This makes for
more difficult management and supervision, and would call for retaining our current command staff to manage this influx of new
officers, rather than encouraging them to retire or even simply letting retirements happen as they will.
- The story in the Fire Department is much the same: three of the five managers are eligible to retire now; two of the three Shift
Chiefs are eligible to retire, and 17 of the 100 firefighters and captains are immediately eligible to retire. Another 15 will be
eligible within the next two years.
- 28 employees have less than 10 years of experience.
Labor relations activity is high: the number of grievances, labor/management meetings, arbitrations, demands to bargain and
general activity is higher than it has been in the past 10 years.
Benefit administration continues to take a large portion of time and effort, several programs have been added within the
department over the past year, including the CTA/RTA ridership program, ID card processing, and Section 529 program. While
each is a relatively small program, the incremental additions of activity continue to add to the workload.
Medical insurance demands a high priority both in terms of cost and in terms of employee relations. Changes in the provider
market and service availability happen with great regularity, and are quite time consuming to deal with appropriately and in a
timely fashion. Administering retiree health insurance is an increasing burden.
By decentralizing worker’s compensation case management and administration amongst the HR teams, we are now able to more
closely monitor and manage each new and ongoing case; bills that are approved for payment are paid

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City of Evanston
Human Resources
within 30 days of receipt of all necessary information; major cases that require complicated direction and management have been
or are in the process of being resolved. This will result in overall lower long-term claim reserves and will enable us to deal with
new cases more quickly and more completely.
This department developed an in-house customer service training program needs outline, researched potential trainers, and
conducted intensive customer service training for 120 employees in the departments of Public Works, Parks/Forestry & Recreation,
Finance, City Manager’s Office, Health & Human Services, Management & Budget, and the Library. Work done in those sessions
is followed up with other sorts of refreshers, either informal “rewards”, newsletters and the like; an addition to the existing
performance evaluation dealing with customer service has been drafted and will be introduced to those participating departments in
the next few months. The City's plan is to offer the program again to the departments which have not yet participated during the
next fiscal year.
Supervisory training with the AFSCME supervisors has continued through this year. Employee performance, discipline, employee
rights, management rights, supervisory responsibilities and accountabilities have been discussed at length. Some improvement has
been seen in the performance of the supervisors in these areas. Training in the areas of performance evaluation, counseling and
utilization of job descriptions is on the calendar for the remainder of this fiscal year.
A similar program with non-union supervisors will be initated during this fiscal year allowing for more unified and consistent
managment and better internal communication.
Training, while on a reduced budget, has continued, with 161 employees trained in some aspect of their technical job duties
through outside agency training.
Systems and work processes within the department continue to be scrutinized in terms of streamlining, increased customer-friendly
operations and updating in preparation for the upcoming software conversion. Several internal systems and procedures were made
more efficient resulting in handling paper fewer times with faster results; waiting for web design and implementation are several
forms currently in use throughout the organization which will allow for quicker interaction between HR and the operating
departments, and will reduce the paper flow without losing the necessary information.
HR has participated in the Risk Management project, in terms of planning and implementation of a centralized risk management
function. That work continues, and we plan to have some of the basic foundation in place by the end of the fiscal year. Initially,
that will require some additional workload of this department to transfer processes, policies, cases and files to the appropriate
parties. However, following the transition, HR staff should be able to devote more time to not only fill vacancies, but to devote
aggressive attention to HR needs throughout the organization, including management development, training, employee
communication and labor relations.

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City of Evanston
Human Resources
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Civil Service Commission meetings 	12 	12 	12
Civil Service Commission hearings 	none 	none 	none
Labor contracts negotiated 	2 	2 	4
Labor grievance/interest arbitrations 	none 	none 	3
Supervisory/management training sessions 	16 	12 	12
FULL TIME EQUIVALENT POSITIONS 	2.00 	3.00 	7.00
Approved Adjustments in 2003-2004 Budget
Human Resources and Human Resource Services have been combined to form one Human Resource
Division.
1. Provide supervisory and management training for non-union supervisors beginning in May 2003.
2. Implement Risk Management Services function during FY03-04.
3. Complete preparations necessary for payroll and human resources information systems conversion to new system by
December 31, 2003.
All activities of the Human Resources Department are administered and managed by this program element in
compliance with applicable local Civic Services ordinances and rules, State and Federal requirements, Equal
Employment Opportunity guidelines and union contracts. Action regarding employees are reviewed and approved to
ensure such compliance. The Human Resources Department provided ongoing assistance to the operating
departments and employees in all areas of employment including recruitment, selection, position classification,
salary, administration, promotion, performance evaluation, training benefit administration discipline, on-the-job
injuries, disability, employee problems and labor relations with the City's four unions. The Human Resources
Director provides coordination, training, and evaluation of all Human Resources Services provided by the
department.

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City of Evanston
Human Resources
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director of Human Resources
1 Director of Human Resources
2 Human Resources Assistant
3 Human Resources Specialist
Regular Pay Permanent 	229,200 	464,100
Personal Services 	$229,200 	$464,100
Advertising 	- 	80,000
Office Equipment Maintenance 	100 	100
Legal Services - General Liability 	500 	500
Medical/Hospital Services 	- 	32,000
Other Professional Services 	- 	90,000
Test Administration 	- 	40,000
Postage Chargebacks 	1,000 	2,700
Tuition 	- 	65,000
Training and Travel 	200 	700
Automobile Allowance 	2,300 	3,200
City Wide Training 	150,000 	150,000
Telephone Chargebacks 	200 	2,400
Court Cost/Litigation Expense 	500 	500
Membership Dues 	800 	1,800
Copy Machine Charges 	4,000 	5,800
Other Contractual Services 	19,000 	-
Contractual Services 	$178,600 	$474,700
Books, Publications, Maps 	800 	1,600
Office Supplies 	1,000 	3,500
Other Commodities 	- 	17,500
Commodities 	$1,800 	$22,600
Medical Insurance 	17,700 	41,300
Life Insurance 	500 	800
Unemployment Compensation & Administration Fee 	80,000 	80,000
Other Charges 	$98,200 	$122,100
-
Human Resources 	$507,800 	$1,083,500

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City of Evanston
Finance
Three Year Fiscal History
$1,711,400
$1,617,700
$1,491,017
$1,400,000
$1,450,000
$1,500,000
$1,550,000
$1,600,000
$1,650,000
$1,700,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
2.19%

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City of Evanston
Finance
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Finance General Support 	231,017 	266,000 	235,114 	266,000
Collection Management 	389,799 	492,200 	418,255 	492,200
Payroll 	166,409 	195,300 	175,472 	195,300
Accounting 	395,326 	441,900 	250,764 	402,900
Purchasing & MBE/WBE/EBE 	235,805 	316,000 	309,176 	261,300
MBE / WBE / EBE Program 	72,661 	0 	6,066 	0
Total Expenditures 	1,491,017 	1,711,400 	1,394,847 	1,617,700
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
The Department implemented the FY 2002-2003 budget. The department prepared and issued the FY 2001-2002
Comprehensive Annual Financial Report and was awarded the Certificate of Achievement for Financial Reporting from the
Government Finance Officers Association. The Department issued the successful sale of $35 million in TIF bonds, $20 million
in General Obligation and refinancing bonds, and $2.6 million in Water Revenue Refunding bonds. The Department also
began the implementation of the new J.D. Edwards financial software system.

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City of Evanston
Finance General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Percent of available cash invested 	99% 	99% 	99%
2. Monthly Financial Mgmt. Reports Completed 	100% 	100% 	100%
3. Implement P/R financial software 	Feb. 2004
4. Bond Issuances 	$60 Million 	$6 Million
FULL TIME EQUIVALENT POSITIONS 	3.00 	3.00 	2.00
Approved Adjustments in 2003-2004 Budget
1. Plan and implement new financial system: General Ledger, A/P, Purchasing, P/R by February 2004.
2. Complete annual CAFR and new GASB 34 regulations by August 1, 2003.
3. Re-organize and re-engineer Finance Department to maximize use of new financial system.
The Finance Director is responsible for the central financial functions of the City. Duties involve providing technical
support as well as participation in the formulation and execution of the City's financial policies. The Finance program
includes budgetary, accounting, collections, and financial services and provides for the direction and coordination of
Accounting, Auditing, Purchasing, Collections, and Payroll, and the City's Minority/Women/Evanston Business Enterprise
Program.

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City of Evanston
Finance General Support
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Finance Director
1 Finance Director
Regular Pay Permanent 	225,000 	225,000
Seasonal Employees 	7,000 	7,000
Personal Services 	$232,000 	$232,000
Telephone & Telegraph 	2,000 	2,000
Postage Chargebacks 	900 	900
Training and Travel 	300 	300
Automobile Allowance 	1,700 	1,700
Telephone Chargebacks 	2,700 	2,700
Membership Dues 	1,000 	1,000
Copy Machine Charges 	1,400 	1,400
Books, Publications, Maps 	900 	900
Office Supplies 	2,000 	2,000
Personal Computer Software 	2,000 	2,000
Commodities 	$4,900 	$4,900
Contingencies 	400 	400
Medical Insurance 	18,100 	18,100
Life Insurance 	600 	600
Other Charges 	$19,100 	$19,100
Finance General Support 	$266,000 	$266,000

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City of Evanston
Collections Management & Regulation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Water Bills Processed 	85,500 	85,500 	85,500
Avg. # of delinquent accts/shut-off cycle 	700 	450 	400
Actual # of accts sched./shut-off cycle 	70 	60 	60
Dollars outstanding past due set for shut-off 	107,000 	90,000 	80,000
Number of Vehicle Stickers Issued 	30,333 	32,000 	32,000
Number of Vehicle Sticker Updates processed 	45,000 	45,000 	45,000
Number of Business Licenses processed 	2,500 	2,500 	2,500
Number of Pet Licenses issued 	2,000 	2,600 	2,600
Number of Citation payments processed 	100,000 	100,000 	100,000
A/R invoices processed annually 	5,000 	5,000 	6,000
# of Inv./Checks sent to a collection agency 	1,000 	1,000 	5,000
Cigarette Stamps issued 	2.2 million 	2.2 million 	2.2 million
Number of Daily Deposits prepared 	260 	260 	260
Number of Subsidized Taxi Coupons Sold 	27,000 	44,000 	44,000
Number of taxicabs and taximeters inspected 	140 	140 	140
Number of taxicab drivers trained and licensed 	500 	400 	400
Number of Gasoline Pumps Inspected 	200 	200 	200
Number of Scales Inspected 	150 	150 	150
Number of UPC optical scanner inspections at
exempt retail stores/supermarkets. 	25 	25 	25
FULL TIME EQUIVALENT POSITIONS 	7.50 	8.00 	8.50
Approved Adjustments in 2003-2004 Budget
1. Implement on-line payment processing for water bills by April 2003.
2. Implement procedures for Internet based vehicle sticker application and payment processing.
3. Establish system for parking ticket payment and posting through the Internet.
4. Coordinate all Collector's Office functions regarding change over to new Financial System software.
5. Consolidate invoicing/accounts receivable functions for Police/Fire false alarm program to Collector's Office.
6. Evaluate collection agency techniques for unpaid parking tickets to determine criteria for RFP long term
collection of these delinquent citations.
The City Collector's Office is the regulatory revenue enforcement agency of the City of Evanston. It is the
cashiering hub for the City centralizing the many cashiering satellite stations set up in other departments. The
Collector's Office receives $50 million annually; daily deposits are prepared. All other City revenue and
payment streams are processed either through bank lockboxes or daily deposits which are prepared by the
satellite cashiering stations. Additionally, the Collector's Office is responsible for the lockbox, credit card and
ATM banking relationships. Internal control standards have been modernized with the implementation of a
virtual real-time, on-line, point-of-sale cashiering and lockbox payment system. The Collector's Office is
directly responsible for the logistics and administration of several revenue streams generating over $2 million in
license revenue for general fund purposes. The Collector's Office manages business license regulatory matters,
vehicle licensing and taxi cab industry regulation and licensing in the City of Evanston. Many of its activities
which it assumes primary responsibility for are effectively accomplished only through the many partnership
relationships it has established with other departments and with the Evanston community.

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City of Evanston
Collections Management & Regulation
2002-2003
Appropriation
2003-2004
Approved
4 Clerk II
1 Clerk III
1 Collections Manager
1 License and Measures Inspector
1 Operations Coordinator
Regular Pay Permanent 	277,000 	277,000
Overtime Pay Permanent 	7,700 	7,700
Permanent Part Time 	33,500 	33,500
Personal Services 	$318,200 	$318,200
Advertising 	200 	200
Office Equipment Maintenance 	300 	300
Telephone & Telegraph 	700 	700
Postage Chargebacks 	31,000 	31,000
Training and Travel 	800 	800
Fleet Service Fund Chargeback 	5,100 	5,100
Postage 	15,000 	15,000
Telephone Chargebacks 	4,500 	4,500
Membership Dues 	800 	800
Copy Machine Charges 	1,200 	1,200
Other Contractual Services 	12,000 	12,000
Contractual Services 	$71,600 	$71,600
-
Licensing/Regulatory Support 	50,000 	50,000
Office Supplies 	5,000 	5,000
Personal Computer Software 	6,000 	6,000
Commodities 	$61,000 	$61,000
-
Medical Insurance 	40,900 	40,900
Life Insurance 	500 	500
Other Charges 	$41,400 	$41,400
Collections Management & Regulation 	$492,200 	$492,200

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City of Evanston
Payroll
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Regular checks issued 	32,500 	32,500 	33,000
2. Manual checks issued 	150 	150 	150
FULL TIME EQUIVALENT POSITIONS 	4.00 	3.50 	3.50
Approved Adjustments in 2003-2004 Budget
1. Provide staff education in the legal and payroll aspects of garnishments by February 2004.
2. Implement the State Disbursement Unit guidelines for child support orders by February 2004.
3. Continue to provide good customer service to internal as well as external customers.
4. Work with Information Systems in developing a disaster plan.
The Payroll staff is responsible for the ongoing bi-weekly payroll for more than 1,100 permanent, part-time and
temporary City employees. During the summer, payroll increases by more than 400 employees due to the Recreation
summer staff and the City's Summer Youth Program. The primary objective of the Payroll Division is to produce a
timely and accurate payroll run that is in compliance with federal and state payroll tax laws. This function performs
quarterly and annual reconciliations of Fica, Medicare, Federal and State withholding liabilities, as well as
Unemployment Compensation, used in preparing the federal and state payroll tax returns. Special year-end activities
include the preparation, balancing and distribution of W-2's as well as special year-end rollovers and audits of the City's
payroll records.
The Payroll division interfaces with the Finance, Budget and Human Resources staff on an ongoing basis to develop and
implement software enhancements that will streamline existing methods and automate manual processes with the
assurance that good internal controls are in place.

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City of Evanston
Payroll
2002-2003
Appropriation
2003-2004
Approved
0.5 Finance Admin. Asst.
1 Clerk II
1 Payroll Coordinator
1 Payroll Manager
Regular Pay Permanent 	170,600 	170,600
Overtime Pay Permanent 	1,300 	1,300
Personal Services 	$171,900 	$171,900
Telephone & Telegraph 	300 	300
Postage Chargebacks 	200 	200
Training and Travel 	400 	400
Telephone Chargebacks 	2,200 	2,200
Membership Dues 	500 	500
Copy Machine Charges 	400 	400
Books, Publications, Maps 	500 	500
Office Supplies 	800 	800
Commodities 	$1,300 	$1,300
Medical Insurance 	17,700 	17,700
Life Insurance 	400 	400
Other Charges 	$18,100 	$18,100
Payroll 	$195,300 	$195,300

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City of Evanston
Accounting
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Preparation of final fund trial balance for annual
independent audit 	July 30, 2001 	July 30, 2002 	July 30, 2003
Preparation of Schedule of Federal Financial
Assistance for Single Audit Act of 1984 	September 15, 2001 September 15, 2002 September 15, 2003
FULL TIME EQUIVALENT POSITIONS 	7.00 	6.00 	6.00
Approved Adjustments in 2003-2004 Budget
1. Utilize the new financial software in preparing year-end information by February 2004.
2. Incorporate the new reporting requirements for the Illinois Department of Insurance reports by February 2004.
3. Automate the annual CAFR using the new financial software.
The Accounting staff records transactions to present the financial position of the City's funds in accordance with
generally accepted accounting principles (GAAP) promulgated by the Governmental Accounting Standards Board
(GASB). The staff compiles appropriate interim financial information to facilitate management control of financial
operations and prepares the Comprehensive Annual Financial Report (CAFR). The division also oversees various
special audits of the City's financial records as well as preparing both the Police and Firefighter's Pension Fund's
Annual Statements to be filed with the Illinois Department of Insurance.

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City of Evanston
Accounting
2002-2003
Appropriation
2003-2004
Approved
1 Accountant
1 Accounting Manager
1 Bookkeeper
2 Senior Accountant
1 Investment Analyst
Regular Pay Permanent 	326,700 	293,700
Overtime Pay Permanent 	2,000 	2,000
Personal Services 	$328,700 	$295,700
Advertising 	2,300 	2,300
Office Equipment Maintenance 	100 	100
Auditing Services 	62,000 	62,000
Other Professional Services 	800 	800
Telephone & Telegraph 	1,500 	1,500
Postage Chargebacks 	600 	600
Training and Travel 	700 	700
Telephone Chargebacks 	3,000 	3,000
Computer License & Support 	600 	600
Membership Dues 	1,600 	1,600
Copy Machine Charges 	600 	600
Contractual Services 	$73,800 	$73,800
Books, Publications, Maps 	500 	500
Office Supplies 	2,800 	2,800
Commodities 	$3,300 	$3,300
Medical Insurance 	35,500 	29,500
Life Insurance 	600 	600
Other Charges 	$36,100 	$30,100
Accounting 	$441,900 	$402,900

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City of Evanston
Purchasing and Accounts Payable
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Purchase orders issued 	1,500 	1,000 	1,000
2. Bid items purchased 	150 	175 	175
3. Term agreements issued 	20 	20 	20
4. Vouchers/invoices processed 	10,000 	10,000 	10,000
5. MWBE and EBE solicited 	400 	800 	800
6. Advisory Committee meetings 	10 	10 	10
7. Project site visits 	10 	20 	20
8. Advisory Committee meetings 	10 	12 	12
9. Project site visits 	10 	20 	20
FULL TIME EQUIVALENT POSITIONS 	4.00 	5.50 	4.50
Approved Adjustments in 2003-2004 Budget
1. Implement new Purchasing/Accounts Payable Manual to coincide with implementation of new financial software
application by June 2003.
2. Increase the three contracts for routinely purchased commodities/services.
3. Increase monitoring of contract compliance through increased site visits.
4. Hold two project specific opportunity fairs for interested M/W/EBE firms to learn about subcontracting opportunities.
5. Require all new contracts be in electronic form.
6. Work with M/W/EBE Committee on potential employment strategies for Evanston residents.
The Purchasing and Accounts Payable program element places purchase orders and contracts to obtain the equipment,
materials and services required by the City. The purchasing agent manages the contract solicitation process and assures
conformance with all legal bidding requirements. Scrap and surplus materials are disposed of in accordance with City
requirements. Research is conducted on new technology, products and methods, and departments are assisted with pre-
purchase commodity and vendor information. Work is also done with other governmental jurisdictions for joint purchasing
the Purchasing program element also administers the accounts payable function by reviewing and processing all bills and
accounts payable checks for payment. The purchasing agent also promotes and supervises the City of Evanston's
Minority/Women/Evanston Business Enterprise Program.
The primary goal of the City of Evanston's Minority/Women/Evanston Business Enterprise Program is to ensure that firms
in Evanston and those firms owned by Minorities and Women are afforded the maximum opportunity to participate in the
City's procurement process and development projects. This goal is achieved in a variety of ways, including but not
limited to: consistently notifying firms of bidding opportunities, educating program participants about the bidding process,
and monitoring the utilization of program participants on City contracts.
A secondary, albeit equally important, goal of the program is technical assistance. The needs of the program participants are
identified through informal conversations and needs analysis surveys. Current technical assistance measures include
seminars and referrals, but plans are underway for a newsletter and individual counseling (not already provided by the local
Small Business Development Center).

-- 114 of 594 --

City of Evanston
Purchasing and Accounts Payable
2002-2003
Appropriation
2003-2004
Approved
1 Accounts Payable Clerk
1 Accounts Payable Coordinator
1 Director of Purchasing and Contracts
1 MBE/WBE Coordinator
.5 Finance Administrative Assistant
Regular Pay Permanent 	280,500 	231,300
Temporary Salaries 	1,800 	1,800
Personal Services 	$282,300 	$233,100
Advertising 	500 	500
Printing 	1,300 	1,300
Office Equipment Maintenance 	26,600 	26,600
Other Professional Services 	2,500 	2,500
Telephone & Telegraph 	1,200 	1,200
Postage Chargebacks 	6,400 	6,400
Training and Travel 	400 	400
Telephone Chargebacks 	6,500 	6,500
Membership Dues 	1,500 	1,500
Copy Machine Charges 	6,800 	6,800
Contractual Services 	$53,700 	$53,700
Books, Publications, Maps 	1,000 	1,000
Office Supplies 	13,600 	13,600
Commodities 	$14,600 	$14,600
Contingencies 	3,000 	3,000
Debt Service 	25,200 	25,200
Medical Insurance 	32,600 	27,100
Life Insurance 	600 	600
Other Charges 	$61,400 	$55,900
Services Billed Out 	(96,000) 	(96,000)
Miscellaneous 	($96,000) 	($96,000)
Purchasing and Accounts Payable 	$316,000 	$261,300

-- 115 of 594 --

City of Evanston
Facilities Management
Three Year Fiscal History
$2,063,800
$2,115,800
$1,893,284
$1,750,000
$1,800,000
$1,850,000
$1,900,000
$1,950,000
$2,000,000
$2,050,000
$2,100,000
$2,150,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
2.87%

-- 116 of 594 --

City of Evanston
Facilities Management
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Emergency Management 	59,104 	61,200 	59,873 	65,900
Facilities Management 	143,064 	220,700 	227,615 	214,700
Construction and Repair 	996,058 	1,142,700 	1,144,771 	1,150,400
Mail and Phone Services 	266,775 	239,100 	107,951 	246,100
Custodial Maintenance 	250,585 	227,200 	253,605 	261,600
Cable Communications 	327,698 	312,900 	359,534 	317,100
Total 	2,043,284 	2,203,800 	2,153,349 	2,255,800
Services Billed Out 	(150,000) 	(140,000) 	(140,000) 	(140,000)
Net Appropriation 	1,893,284 	2,063,800 	2,013,349 	2,115,800
Revenues:
Illinois Emergency Management Agency 	16,000 	16,000 	16,000
Central St. Metra Rent 	4,400 	4,400 	5,232
Total Revenues: 	20,400 	20,400 	21,232
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
EMA: Four “Statement of Work” and four “Emergency Management Assistance” funding requests were submitted to
the Illinois Emergency Services Agency. Evanston received revenue for four fiscal quarters based on these
submissions. Our program paper for fiscal year 2002 has been accepted by the State. The Department has prepared the
Emergency Operations Center for Homeland Security use and will have a tabletop exercise with all appropriate
personnel by February, 2003. New radio equipment for the Emergency Operations Center is being purchased. Staff
also participated in safety management activities for the Fourth of July events.
Facilities Management: The Department has employed a new assistant. Departmental management practices are
currently being reviewed with some changes already implemented. Work order tracking, and Preventive Maintenance
scheduling have been improved. The new fire alarm system will be completed in the Civic Center by the end of the
year. Staff has participated in the City’s design review of two significant projects: the Sherman Avenue Garage and the
Fire Station #3 projects. FM staff will continue as the City’s construction liaison for the balance of both projects. Two
significant construction projects will be completed during this fiscal year; the Levy Senior Center was completed in the
early summer and the Fire/Police Headquarters will be completed by February 2003. Staff continues to act as
construction liaison for the enabling garden in the center of the Levy Center. Some temporary repairs have been
implemented to the Civic Center roof to reduce the amount of water infiltration, concurrently, a roof recommendations
report is being prepared designed to identify the most cost effective long term solution for the problematic roof. The
temporary executive secretary has been cross-trained in the operation of the switchboard, and has filled in at the
switchboard during periods of employee illness. ADA improvements are in the design phase for the men’s 4th floor
toilet, and both the east and west entrances to the building. FM has provided the City Manager’s office with costs
associated with the renovation of the Evanston Art Center Coach Houses. FM, in conjunction with several other
communities contracted with an auditing firm to review the franchise fees received by the various communities. A ten
year cable franchise agreement has been signed with AT&T, and a ten year Public Educational, and Governmental
(PEG) channel service agreement has been signed with the Evanston Community Media Center (ECMC).

-- 117 of 594 --

City of Evanston
Emergency Management
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1. Planning Sessions 	4 	8 	6
2. Submit objectives statement to the State 	Sep-01 	Sep-02 	Sep-03
3. Disaster exercises/incident responses 	4 	5 	4
4. Federal funding submissions 	Sep-01 	Sep-02 	Aug-03
5. Quarterly reports to the State 	4 	4 	4
FULL TIME EQUIVALENT POSITIONS 	0.66 	0.66 	0.66
Approved Adjustments in 2003-2004 Budget
1. Update the emergency preparedness plan (EOP) as required by IEMA by August 2003.
2. Maintain coordinated response efforts, test the revised plan through a series of table top scenarios with individual
departments by the end of September 2003.
Assists city departments in time of need due to natural or man-made disasters, hazardous material incidents, nuclear accident
or terrorist actions. An Emergency Operations Plan is maintained and regularly updated to provide guidance and instruction
in times of disaster. A current resource list is maintained so that materials needed during an emergency can be identified and
made readily available. A mobile power and light trailer is available. The Director of Facilities Management is responsible
for managing this program. An Evanston Firefighter serves on a part-time basis as the assistant to the Coordinator.

-- 118 of 594 --

City of Evanston
Emergency Management
2002-2003
Appropriation
2003-2004
Approved
0.33 Director. Emergency Management
0.33 Executive Secretary
Regular Pay Permanent 	53,800 	56,800
Personal Services 	$53,800 	$56,800
Other Equipment Maintenance 	500 	500
Electricity 	200 	200
Telephone & Telegraph 	800 	1,200
Training and Travel 	- 	300
Membership Dues 	200 	200
Rentals 	200 	200
-
Contractual Services 	$1,900 	$2,600
Books, Publications, Maps 	400 	400
Minor Equipment & Tools 	400 	400
Office Supplies 	400 	400
Other Commodities 	100 	100
-
Commodities 	$1,300 	$1,300
Contingencies 	200 	200
Medical Insurance 	3,900 	3,900
Life Insurance 	100 	100
-
Other Charges 	$4,200 	$4,200
Emergency Management 	$61,200 	$65,900

-- 119 of 594 --

City of Evanston
Facilities Management General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1. Civic Center room reservations 	1,700 	1,800 	1,800
2. Average number of occasional sick days used per
employee 	7 	8 	7
3. Total workdays lost due to work related to injury 	2 	2 	1
4. Total Construction Budget Oversight 	$24,000,000 	$8,500,000 	$35,000,000
FULL TIME EQUIVALENT POSITIONS 	2.34 	2.34 	2.34
Approved Adjustments in 2003-2004 Budget
1. Identify potential cost savings, implement tracking of City Buildings energy consumption by August 2003.
2. Oversee the construction of the Sherman Plaza Parking Garage project through the entire year.
3. Oversee the repairs/replacement of the Civic Center Roof by December 2003 to prevent further interior damage to
the builiding.
4. Provide staff support to the Civic Center Committee in order to determine a long range plan for the Civic Center.
5. Implement room reservation software for the Civic Center by June 2003 in order to improve room reservation
activities.
This program element issues work orders for various types of trades work, and ensures efficient utilization of allotted
resources in the execution of these orders. Personnel keep departmental records, inventories and payroll data up to
date and accurate. Specifications for construction projects and purchases, preparation of the department budget and
implementation of the preventive maintenance program are provided by this element. The Department administers the
complete purchasing cycle for requisitions up to the authorized dollar value and processes invoices and vouchers for
commodities and services per other contracts in a timely manner. Historical records of all work done by this
department are also maintained. Staff supervises Civic Center operations, mail, and the telephone system. This
includes training, maintenance, inventory control and record keeping for purposes of internal call distribution.
Software management of the Computerized Maintenance Management System (CMMS) and telephone system is
performed by staff.

-- 120 of 594 --

City of Evanston
Facilities Management General Support
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director
0.67 Director, Facilities Management
0.67 Executive Secretary
Regular Pay Permanent 	183,300 	183,300
Temporary Salaries 	- 	4,000
Seasonal Employees 	2,000 	-
Personal Services 	$185,300 	$187,300
Office Equipment Maintenance 	100 	100
Postage Chargebacks 	200 	200
Training and Travel 	400 	400
Fleet Service Fund Chargeback 	8,400 	8,400
Telephone Chargebacks 	8,000 	-
Membership Dues 	500 	500
Copy Machine Charges 	1,000 	1,000
Contractual Services 	$18,600 	$10,600
Books, Publications, Maps 	400 	400
Office Supplies 	2,000 	2,000
Commodities 	$2,400 	$2,400
Contingencies 	100 	100
Medical Insurance 	13,900 	13,900
Life Insurance 	400 	400
Other Charges 	$14,400 	$14,400
Facilities Management General Support 	$220,700 	$214,700

-- 121 of 594 --

City of Evanston
Construction and Repair
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1. Manhours related to workorders 	16,000 	16,000 	17,000
2. Work Orders Completed 	2,400 	2,600 	2,600
3. Safety/Training meetings 	14 	14 	14
4. Dollar value of construction projects observed 	$500,000 	$4,000,000 	$3,000,000
FULL TIME EQUIVALENT POSITIONS 	16.00 	16.00 	16.00
Approved Adjustments in 2003-2004 Budget
1. Ensure quality of construction, observe the reconstruction of Fire Station #3 by February 2004.
2. Complete observation of the Police/Fire Headquarters rehabilitation by May 2003.
3. Complete observation of the Ecology Center rehabilitation by September 2003.
4. Renew a revenue source for the City, renovate the Evanston Art Center coach house apartments by February 2004.
5. Maintain schedule and quality work, observe the reconstruction of the Fleetwood Jordain Locker rooms/ bathrooms
by December 2003.
This element provides for the mechanical, electrical and structural maintenance of 46 City owned facilities. These
include the Civic Center, Service Center, Police Station, 5 Fire Stations, Fire Headquarters, 9 park shelters, 7 beach
shelters, 7 recreation centers, 2 art centers, Fountain Square and Merrick Rose Garden fountains, Animal Shelter,
Evanston Art Center Coach House, Central Street METRA Station, 3 parking facilities, 15 bus shelters and many
drinking fountains and water supply outlets in the parks. The total footage exceeds 1,200,000 square feet. Work
crews handle plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, masonry and tile repairs.
Work orders are received from the General Support element (211). Crews also assist other City departments in the
operation of some of their programs such as construction of barricades, movement of materials, and repairs to
furniture, office and play equipment.

-- 122 of 594 --

City of Evanston
Construction and Repair
2002-2003
Appropriation
2003-2004
Approved
1 ADA/CIP Project Manager
1 Construction Manager
1 Fac. Maint. Supervisor
2 Fac. Maint. Worker II
11 Fac. Maint. Worker III
Regular Pay Permanent 	848,700 	838,700
Overtime Pay Permanent 	10,000 	15,000
Special Event Salaries 	20,000 	15,000
Personal Services 	$878,700 	$868,700
Building Maintenance Services 	13,000 	23,000
Other Equipment Maintenance 	3,300 	6,000
Architect/Engineering Services 	1,000 	1,000
Training and Travel 	1,600 	1,600
Fleet Service Fund Chargeback 	80,900 	80,900
Laundry/Other Cleaning 	500 	500
Membership Dues 	1,000 	1,000
Rentals 	400 	400
Contractual Services 	$101,700 	$114,400
Chemicals 	7,000 	3,000
Clothing 	400 	400
Building Maintenance Material 	35,600 	35,600
Material to Maintain Improvements 	4,000 	4,000
Office/Other Equipment Maintenance Material 	8,000 	8,000
Minor Equipment & Tools 	2,000 	4,000
Safety Equipment 	2,000 	3,000
Commodities 	$59,000 	$58,000
Contingencies 	6,000 	12,000
Medical Insurance 	96,000 	96,000
Life Insurance 	1,300 	1,300
Other Charges 	$103,300 	$109,300
Construction and Repair 	$1,142,700 	$1,150,400

-- 123 of 594 --

City of Evanston
Mail & Phone Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1. Avg number of daily incoming calls through the
telephone switch 	6,000 	6,000 	6,000
2. Avg number of pieces of outgoing mail processed
monthly 	25,000 	28,000 	28,000
3. Average number of daily calls to switchboard 	250 	270 	290
4. Average number of daily customers at front desk 	N/A 	117 	120
FULL TIME EQUIVALENT POSITIONS 	2.00 	2.00 	2.00
Approved Adjustments in 2003-2004 Budget
1. Improve room scheduling capabilities, staff the new room scheduling software by April 2003.
2. Keep up with industry standards, implement the new UPS parcel pick-up and delivery ordering system by April
2003.
Staff answers and routes all incoming phone calls to the Civic Center switchboard, mans the information desk at the
Civic Center lobby and operates the mail room. The mail room receives, sorts and mail-boxes all interdepartmental
and U.S. mail. All outgoing US mail, United Parcel, registered, certified and insured items are sent in the most
economical method. Bulk mailings are processed by an outside vendor and in-house staff. When staff is not
performing mail or telephone tasks, they perform data input for the Finance and Parks Departments.

-- 124 of 594 --

City of Evanston
Mail & Phone Services
2002-2003
Appropriation
2003-2004
Approved
2 Switchboard Operator
Regular Pay Permanent 	67,500 	67,500
Temporary Salaries 	- 	3,500
Seasonal Employees 	2,500 	-
Personal Services 	$70,000 	$71,000
Other Equipment Maintenance 	2,500 	2,500
Telephone & Telegraph 	10,000 	16,000
Training and Travel 	200 	200
Postage 	140,000 	140,000
Rentals 	2,500 	2,500
Contractual Services 	$155,200 	$161,200
Office Supplies 	2,000 	2,000
Commodities 	$2,000 	$2,000
Medical Insurance 	11,800 	11,800
Life Insurance 	100 	100
-
Other Charges 	$11,900 	$11,900
Services Billed Out 	(140,000) 	(140,000)
-
Miscellaneous 	($140,000) 	($140,000)
Mail & Phone Services 	$99,100 	$106,100

-- 125 of 594 --

City of Evanston
Custodial Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1a. Cooling System preparation 	May-01 	May-02 	May-03
1b. Heating System preparation 	Sep-01 	Sep-02 	Sep-03
2. Deliveries received 	1200 	1,300 	1,300
3. Work requests 	600 	600 	600
4. Pounds of office paper recycled 	35,000 	70,000 	50,000
FULL TIME EQUIVALENT POSITIONS 	2.00 	2.00 	2.00
1. Determine the perceived quality of customer service, send out a survey by June 2003.
2. Improve the air quality of the Civic Center, have an HVAC engineering study completed by May 2003, to provide
recommendations as to the most cost effective method of repair/replacement of the existing HVAC system.
3. Maintain a safe work area, replace deteriorated 108 square yards of carpeting by August 2003.
4. Remove potential trip and fall hazards, replace 2,000 square feet of sheet linoleum flooring by September 2003.
This element receives and distributes equipment, supplies and other items delivered to the Civic Center. Staff responds to
Civic Center requests for repairs and maintenance and monitors heating and air conditioning units as necessary. Custodial staff
monitors the janitorial contractor in the evenings and opens the Civic Center for Saturday business. Staff gathers and
arranges pick-up of recyclable office paper and delivers Civic Center mail to and from the U.S. Post Office.

-- 126 of 594 --

City of Evanston
Custodial Maintenance
2002-2003
Appropriation
2003-2004
Approved
1 Custodian I
1 Fac. Maint. Worker/Custodian I
Regular Pay Permanent 	83,400 	83,400
Overtime Pay Permanent 	5,000 	5,000
Temporary Salaries 	- 	5,000
Seasonal Employees 	5,000 	-
Personal Services 	$93,400 	$93,400
Building Maintenance Services 	61,400 	61,400
Other Equipment Maintenance 	9,600 	20,000
Electricity 	13,000 	13,000
Gas 	16,500 	16,500
Training and Travel 	200 	200
Laundry/Other Cleaning 	1,000 	1,000
Contractual Services 	$101,700 	$112,100
Chemicals 	3,000 	6,000
Janitorial Supplies 	5,000 	10,000
Building Maintenance Material 	5,000 	15,000
Minor Equipment & Tools 	1,000 	2,000
Safety Equipment 	1,000 	1,000
Commodities 	$15,000 	$34,000
Contingencies 	5,000 	10,000
Medical Insurance 	12,000 	12,000
Life Insurance 	100 	100
Other Charges 	$17,100 	$22,100
Custodial Maintenance 	$227,200 	$261,600

-- 127 of 594 --

City of Evanston
Cable Communications
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Estimate 	Projected
1. Consumer cable complaints 	85 	45 	45
2. Cablecast meetings broadcast per year 	45 	45 	45
3. Videotape copies of public meetings 	50 	50 	50
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Verify appropriate revenue, complete audit of existing Cable Franchise by September 2003.
2. Improve cable broadcast operations by installing new equipment in the Civic Center control room by July 2003.
Staff serves as liaison between the City and the cable operator (currently ComCast), and tracks and monitors cable consumer
complaints. Staff also serves as administrator of the Public Access service contract between the City, and the Evanston
Community Media Center. Live cablecasts are provided for all City Council meetings, and various other committee meeting
hearings or presentations. Videotape copies of these meetings are provided at cost to residents requesting them. Staffing
support is provided to various departments engaged in video production. Routine and emergency public information
broadcasts are programmed and transmitted on the City cable channel.

-- 128 of 594 --

City of Evanston
Cable Communications
2002-2003
Appropriation
2003-2004
Approved
Other Equipment Maintenance 	600 	600
Membership Dues 	400 	600
Contractual Services 	$1,000 	$1,200
Books, Publications, Maps 	1,000 	1,000
Office/Other Equipment Maintenance Material 	200 	200
Office Supplies 	200 	200
Photo/Drafting Supplies 	500 	500
Commodities 	$1,900 	$1,900
Public Access Television 	310,000 	314,000
Other Charges 	$310,000 	$314,000
Cable Communications 	$312,900 	$317,100

-- 129 of 594 --

City of Evanston
Community Development
Three Year Fiscal History
$2,555,000
$2,480,100
$2,556,902
$1,500,000
$1,700,000
$1,900,000
$2,100,000
$2,300,000
$2,500,000
$2,700,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
3.36%

-- 130 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Administration 	178,157 	177,300 	181,217 	179,800
Planning 	351,852 	365,100 	320,578 	365,100
Zoning Analysis/Support Services 	349,046 	353,700 	341,609 	353,700
Housing Code Compliance 	523,548 	509,500 	459,336 	454,100
Housing Rehabilitation 	194,436 	206,900 	195,406 	207,400
Building Code Compliance 	959,863 	942,500 	911,588 	920,000
Total Expenditures 	2,556,902 	2,555,000 	2,409,734 	2,480,100
Revenues
Contractor Licenses 	60,000 	60,000
Building Permits 	2,042,000 	685,000
Plumbing Permits 	175,000 	60,000
Electrical Permits 	150,000 	80,000
Sign Awning Permits 	7,000 	10,000
Elevator Permits 	55,000 	55,000
Other Permits 	225,000 	150,000
Combustion Permits 	225,000 	80,000
Driveway Permits 	600 	500
Plat Approval Fees 	2,500 	2,500
Condominium Conversion Fees 	70,000 	44,000
Rooming House Licenses 	180,000 	180,000
Sign License Fees 	32,000 	30,000
Building Code Violations 	5,000 	1,000
Permit Penalty Fees 	10,000 	5,000
Zoning Fees 	35,000 	25,000
Total Revenues: 	3,274,100 	1,468,000
Notes for Financial Summary
City of Evanston
Community Development

-- 131 of 594 --

City of Evanston
Community Development
Performance Report on FY 2002-2003 Major Program Objectives
The Howard St. streetscape project is virtually completed. The Division has been active in analyzing the results of the 2000
Census data, and has issued several significant demographic reports for external and internal uses. The Plan Commission
will conclude public hearings on the MUE zoning district (Simpson, Ashland & Green Bay). A report with
recommendations should be forwarded to the City Council by spring of 2003. An affordable single family house is under
construction at 1816 Darrow, with the support of City HOME funds. The Preservation Coordinator has become active in
reviewing and commenting on most City projects.
The Zoning Division has been active in reviewing all of the various building projects previously mentioned and others for
compliance with the ordinance. The Binding Appearance Review Ordinance and Design Guidelines were drafted and sent
to the City Council for consideration.
The Housing Code Compliance Division has made the transition from the enforcement venue of District Housing Court to
the City's Administrative Adjudication program with positive results. Substantial fines have been levied by the
administrative hearing officers against landlords and property owners who have failed to comply with the property standards
code. Through the work of the Property Inspection staff, working in conjunction with the ward alderman and the legal staff,
two blighted buildings at 121 and 125 Callan were turned over to new property owners. Fines of $25,000 were collected.
The Building Division remains active in reviewing and inspecting the results of Evanston’s building boom. Current projects
under inspection include the 200+ housing unit development at 1930 Ridge; Optima Views, a 28 story, 205 unit
condominium development at 1720 Maple; and the 17 story, 105 condominium units of Focus development at Church and
Maple. The Accella permit tracking software is now online, providing state of the art data collection and retrieval for both
citizens and staff.

-- 132 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Coordination & Completion of
Planning & Development Committee packet 	24 	24 	24
2.00 	2.00 	2.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Community Development Administration
1. The Director will review, comment, and present to the City Council recommendations to adopt the 2003 International
Trade Codes.
2. The Director will work with elected officials, staff, neighborhood groups and developers to implement changes
recommended by the Plan Commission and approved by the City Council for the Church/Dodge area.
This program element provides overall program administration and coordination for all housing, planning and zoning
activities. General support staff is provided to the City Council, Planning and Development Committee, City Manager and
other special committees. Specifically, this element provides for the administration of the Planning Division, Zoning
Division, Building Code Compliance Division, and Property Standards and Housing Rehabilitation Division.

-- 133 of 594 --

City of Evanston
Community Development Administration
2002-2003
Appropriation
2003-2004
Approved
1 Director
1 Executive Secretary
Regular Pay Permanent 	154,800 	154,800
Overtime Pay Permanent 	- 	2,500
Personal Services 	$154,800 	$157,300
Printing 	500 	500
Office Equipment Maintenance 	500 	500
Postage Chargebacks 	200 	200
Training and Travel 	200 	200
Automobile Allowance 	1,700 	1,700
Telephone Chargebacks 	1,800 	1,800
Membership Dues 	300 	300
Copy Machine Charges 	1,400 	1,400
Contractual Services 	$6,600 	$6,600
Books, Publications, Maps 	200 	200
Office Supplies 	1,000 	1,000
Commodities 	$1,200 	$1,200
Contingencies 	500 	500
Medical Insurance 	11,800 	11,800
Life Insurance 	400 	400
Microfilming 	2,000 	2,000
Other Charges 	$14,700 	$14,700
-
Community Development Administration 	$177,300 	$179,800

-- 134 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Economic Development Committee 	12
Plan Commission and committees 	30
Energy Commission and committees 	20
Housing Commission and committees 	24
Preservation Commission 	20
Joint review Board 	1
6.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Planning
1. Complete neighborhood-planning process in West Side neighborhoods and continue to implement revitalization and
neighborhood strengthening activities in all aspects of this community.
2. Redevelop former Builders Square site on Main Street.
3. Develop and implement effective program for using bond volume cap of $5 million.
4. Stimulate production of new housing and rehabilitation of existing housing on and around Howard Street, including
consideration of TIF feasibility.
5. Increase number of Preservation Commission meetings to address growing case volume.
6. Finalize franchise extension with Com Ed and conduct Technical Review Group Meetings.
7. Produce comprehensive guide to housing and community economic development financing programs for mass distribution
and marketing.
The Planning Division is responsible for staffing the areas of neighborhood planning, housing, comprehensive long term
planning, economic development, historic preservation, electrical energy planning and CDBG administration and
implementation. Programmatic activities operated by the Division include: Major redevelopment projects; neighborhood
business district revitalization; storefront improvements; facilitation and staffing of neighborhood planning processes;
updating the Comprehensive Plan and monitoring performance; monitoring of ComEd performance; multi-family rental
housing acquisition finance; condo conversions reviews; Multi-family Security Grant Program; census 2000 monitoring and
analysis of data. The Division provides staff support to the following Committees and Commissions: Plan Commission,
Housing Commission, Energy Commission, Historic Preservation Commission, the CDBG Committee, the Joint Review
Board and the Neighborhood Committee of the Plan Commission. The planning and development issues addressed annually
feature the implementation of short term projects as well as future oriented multi-year activities such as the City's
Comprehensive Plan and the Chicago Avenue Planning Process; the Southeast Evanston Revitalization efforts and the new
West Side Neighborhood planning process. The activities of the Planning Division feature close interdepartmental
cooperation. The Division also provides census, demographic and real estate information as well as graphic arts and
substantial mapping services for all City Departments.

-- 135 of 594 --

City of Evanston
Planning
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Planning
1 Executive Secretary
1 Housing Planner
1 Planner
1 Preservation Planner
Regular Pay Permanent 	300,000 	300,000
Overtime Pay Permanent 	1,300 	1,300
Personal Services 	$301,300 	$301,300
Advertising 	200 	200
Printing 	2,500 	2,500
Postage Chargebacks 	1,500 	1,500
Training and Travel 	600 	600
Automobile Allowance 	100 	100
Postage 	300 	300
Telephone Chargebacks 	6,500 	6,500
Membership Dues 	1,000 	1,000
Copy Machine Charges 	5,000 	5,000
Other Contractual Services 	11,000 	11,000
Books, Publications, Maps 	400 	400
Office Supplies 	1,600 	1,600
Photo/Drafting Supplies 	600 	600
Commodities 	$2,600 	$2,600
Contingencies 	2,500 	2,500
Medical Insurance 	29,500 	29,500
Life Insurance 	500 	500
Other Charges 	$32,500 	$32,500
Planning 	$365,100 	$365,100

-- 136 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Zoning analyses 	2119 	1,400 	1,400
Zoning Complaints 	58 	28 	35
Inspections 	157 	120 	120
Phone calls 	993 	11,500 	11,500
In house meetings 	1975 	2,480 	2,500
Court and administrative adjudication 	20 	5 	8
Site Plan and Appearance Review Committee Cases 	311 	359 	400
Zoning Board of Appeals Cases Considered 	52 	79 	80
Zoning Administrator Decision cases considered 	68 	91 	90
Plan Commission Cases Considered 	12 	7 	7
Sidewalk Cafes Approved 	12 	13 	16
Plats for Council Approval 	4 	6 	10
5.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Zoning Analysis and Support Services
FULL TIME EQUIVALENT POSITIONS
1. Update and revamp applications used in the department's daily routine by February 28, 2004.
2. Complete the training of the new Zoning Planner to ensure continuing smooth and efficient operation by August 30, 2003.
3. Hold bi-monthly staff meetings to ensure internal communication.
4. Reduce the numbers of outstanding complaint files and aldermanic requests.
The Zoning Division of the Community Development Department is responsible for defining, maintaining, and enforcing
compliance with the Zoning Ordinance. To this end, zoning staff:
1. Assists staff, elected officials, and the general public in understanding the requirements of the Zoning Ordinance in order
maintain compliance of all properties in the City of Evanston.
2. Assesses the utility of the Zoning Ordinance in furthering the land use and development policy of the City as represented
the Comprehensive Plan and other adopted documents.
3. Analyses and processes applications for zoning analyses, building permits, zoning variances, special uses, zoning
amendments and appeals;
4. Responds to reports of Zoning Ordinance violations and proceeds with actions to restore or retain compliance; and
5. Recommends amendments, improvements and modifications in the Zoning Ordinance.
6. Encourages appropriate development through communication to potential land users of the City’s land use policies and
regulations, and to the general public of development proposals.

-- 137 of 594 --

City of Evanston
Zoning Analysis and Support Services
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Zoning
1 Secretary II
2 Zoning Officer
1 Zoning Planner
Regular Pay Permanent 	291,700 	291,700
Overtime Pay Permanent 	4,000 	4,000
Personal Services 	$295,700 	$295,700
Advertising 	1,000 	1,000
Printing 	100 	100
Office Equipment Maintenance 	100 	100
Other Professional Services 	6,000 	6,000
Postage Chargebacks 	4,600 	4,600
Training and Travel 	500 	500
Fleet Service Fund Chargeback 	4,700 	4,700
Telephone Chargebacks 	2,700 	2,700
Data Processing Services 	500 	500
Membership Dues 	200 	200
Copy Machine Charges 	4,500 	4,500
Other Contractual Services 	200 	200
Contractual Services 	$25,100 	$25,100
Books, Publications, Maps 	300 	300
Office Supplies 	1,800 	1,800
Photo/Drafting Supplies 	200 	200
Commodities 	$2,300 	$2,300
Contingencies 	100 	100
Medical Insurance 	29,500 	29,500
Life Insurance 	500 	500
Microfilming 	500 	500
Other Charges 	$30,600 	$30,600
Zoning Analysis and Support Services 	$353,700 	$353,700

-- 138 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
3,500 	980 	3,000
7,236 	2,510 	7,384
1,200 	728 	1,200
1 	1 	1
6,000 	2,716 	6,000
7,000 	4,883 	7,000
8.00 	8.00 	7.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Dwelling units inspected
2. Occupants affected by rooming house inspections
6. Violations corrected
City of Evanston
Housing Code Compliance
5. Re-inspections for compliance
3. Complaints investigated
4. Dwelling units demolished
1. Conduct three presentations of "Landlord Seminar" by February 28, 2004.
This element provides systematic area inspections for all non-owner occupied multi-family rental dwelling units throughout
the City, to ensure compliance with the minimum maintenance standards as set forth in the BOCA National Property
Maintenance Code and Burglary Prevention Ordinance. Subsequent to an inspection of a multi-family building, the
inspector will produce a written list of code violations which the owner must complete. The progress, on completion of the
violations, is monitored by the inspector until all violations are brought into compliance. When compliance on violations
cannot be produced voluntarily, the inspector initiates legal action and testifies in Administrative Adjudication or Circuit
Court.
In addition to the systematic area inspection program, this element also responds to citizen complaints regarding the
condition of any building or premises including, but not limited to, building deterioration, debris, weeds, garbage, graffiti,
abandoned vehicles and overcrowding. Inspections of rooming houses, nursing homes and day care facilities are also
performed by this element. Any violations that are not brought into compliance voluntarily are processed through
Administrative Adjudication or the court system. As part of the inspection process, staff refers property owners and tenants
to the appropriate department or agency for any needed assistance including Housing Rehabilitation, Emergency
Assistance, Neighbors at Work and Human Relations.

-- 139 of 594 --

City of Evanston
Housing Code Compliance
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
4 Property Maintenance Inspector I
1 Property Maintenance Inspector II
1 Secretary II
Regular Pay Permanent 	379,300 	333,900
Overtime Pay Permanent 	3,800 	3,800
Personal Services 	$383,100 	$339,200
Advertising 	200 	200
Printing 	200 	200
Office Equipment Maintenance 	200 	200
Other Equipment Maintenance 	2,000 	2,000
Telephone & Telegraph 	3,900 	3,900
Postage Chargebacks 	2,700 	2,700
Training and Travel 	800 	800
Fleet Service Fund Chargeback 	32,100 	27,100
Telephone Chargebacks 	8,000 	8,000
Court Cost/Litigation Expense 	5,000 	5,000
Copy Machine Charges 	2,200 	2,200
Other Contractual Services 	15,500 	15,500
Contractual Services 	$72,800 	$67,800
Building Maintenance Material 	200 	200
Material to Maintain Improvements 	1,500 	1,500
Office/Other Equipment Maintenance Material 	200 	200
Minor Equipment & Tools 	800 	800
Office Supplies 	1,400 	1,400
Photo/Drafting Supplies 	300 	300
Commodities 	$4,400 	$4,400
Contingencies 	700 	700
Medical Insurance 	47,300 	40,800
Life Insurance 	500 	500
Microfilming 	700 	700
Other Charges 	$49,200 	$42,700
Housing Code Compliance 	$509,500 	$454,100

-- 140 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
12 	5 	12
12 	18 	12
3 	3 	3
5 	1 	4
3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Housing Rehabilitation
Single Family Rehab Units Completed
Garage Demolitions
FULL TIME EQUIVALENT POSITIONS
Multi-Family Units Completed
Dangerous/Damaged Trees Removed
1. Fund the purchase of ten homes through the Evanston Housing Corporation.
This element provides low interest loans for housing rehabilitation targeted to low and moderate income households
through a variety of programs. Under Community Development Grant Block Program, HOME Program, and Multi-Family
Code Loan Program, applications are processed for both single-family and multi-family properties. Staff assists applicants
in completing applications, then processes verifications, determines program eligibility, processes mortgage documents,
conducts building inspections, prepares work specifications and cost estimates, assists in securing contractors, processes
contracts, monitors work, processes contractor payouts, and services the loan portfolio. Under the Evanston Housing
Corporation First-Time Homebuyer Program, staff processes applications, prepares closing documents and services the
portfolio. Other activities include the administration of the Self-Help Exterior Paint Program, Emergency Rehabilitation
Assistance Program, coordination with Evanston Neighbors At Work (ENAW), the Police Department, the Commission on
Aging, and technical assistance to homeowners regarding tax, title, credit and other eligibility problems.

-- 141 of 594 --

City of Evanston
Housing Rehabilitation
2002-2003
Appropriation
2003-2004
Approved
1 Asst. Director, Rehabilitation
1 Const. Rehab. Specialist
1 Secretary II
Regular Pay Permanent 	170,900 	170,900
Temporary Salaries 	- 	500
Personal Services 	$170,900 	$171,400
Advertising 	200 	200
Printing 	200 	200
Office Equipment Maintenance 	700 	700
Telephone & Telegraph 	800 	800
Postage Chargebacks 	900 	900
Training and Travel 	300 	300
Automobile Allowance 	300 	300
Fleet Service Fund Chargeback 	5,700 	5,700
Telephone Chargebacks 	2,700 	2,700
Membership Dues 	200 	200
Copy Machine Charges 	3,500 	3,500
Contractual Services 	$15,500 	$15,500
Books, Publications, Maps 	200 	200
Office Supplies 	600 	600
Photo/Drafting Supplies 	300 	300
Commodities 	$1,100 	$1,100
Contingencies 	700 	700
Medical Insurance 	17,700 	17,700
Life Insurance 	300 	300
Microfilming 	700 	700
Other Charges 	$19,400 	$19,400
Housing Rehabilitation 	$206,900 	$207,400

-- 142 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
70% 	70% 	60%
75% 	75% 	70%
90% 	90% 	90%
7 	8 	8
14.00 	13.00 	12.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Building Code Compliance
1. Building permits issued within 10 days
within 5 working days
within 24 hours
3. Percent of business license inspections completed within
4. Average inspections per inspector per day.
FULL TIME EQUIVALENT POSITIONS
2. Percent of requested building inspections completed
1. Adopt the 2003 International Codes, including the International Building Code, International Residential Code,
International Mechanical Code, International Plumbing Code, and International Electrical Code, the 2002 National Electric
Code, and the 1997 NFPA Life Safety Code.
The Building Division seeks to protect the health, safety, welfare and property values of city residents. Major
responsibilities are mandated by the BOCA Building Code. A comprehensive plan review, permit process and inspection
procedure are carried out to ensure adherence to the codes in all residential, commercial and industrial construction. In
effort to have better code conformance, the Building Division also issues tests for General Contractors and Mechanical
Contractors to be licensed with the City of Evanston.

-- 143 of 594 --

City of Evanston
Building Code Compliance
2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director for Building
1 Assistant Permit Coordinator
1 Coordinating Structural Inspector
1 Electrical Inspector
1 Electrical Inspector II
1 Permit Coordinator
1 Plan Reviewer
1 Plumbing and Mechanical Inspector
1 Plumbing Inspector
1 Sign Inspector/Graffiti
1 Structural Inspector/Plan Examiner
1 Structural Inspector
Regular Pay Permanent 	701,500 	641,100
Overtime Pay Permanent 	5,000 	5,000
Personal Services 	$706,500 	$646,100
Printing 	1,000 	1,000
Office Equipment Maintenance 	300 	300
Other Professional Services 	40,700 	40,700
Telephone & Telegraph 	4,200 	4,200
Postage Chargebacks 	1,600 	1,600
Training and Travel 	1,400 	1,400
Automobile Allowance 	2,000 	2,000
Fleet Service Fund Chargeback 	44,800 	44,800
Telephone Chargebacks 	8,100 	8,100
Membership Dues 	700 	700
Copy Machine Charges 	2,400 	2,400
Other Contractual Services 	46,200 	87,600
-
Contractual Services 	$153,400 	$194,800
Books, Publications, Maps 	1,500 	1,500
Minor Equipment & Tools 	200 	200
Office Supplies 	1,800 	1,800
Photo/Drafting Supplies 	100 	100
-
Commodities 	$3,600 	$3,600
Medical Insurance 	76,800 	70,300
Life Insurance 	1,100 	1,100
Microfilming 	1,100 	4,100
Other Charges 	$79,000 	$75,500
Building Code Compliance 	$942,500 	$920,000

-- 144 of 594 --

City of Evanston
Police
Three Year Fiscal History
$16,147,900 $16,202,700
$15,399,318
$14,800,000
$15,000,000
$15,200,000
$15,400,000
$15,600,000
$15,800,000
$16,000,000
$16,200,000
$16,400,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
21.97%

-- 145 of 594 --

City of Evanston
Police
2002-2003 	2003-2004
Financial Summary 	2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Expenditures
Police Administration 	747,049 	1,077,500 	797,675 	1,083,500
Patrol Operations 	6,865,718 	6,827,700 	7,237,634 	6,839,200
Criminal Investigations 	1,281,713 	1,322,800 	1,351,971 	1,322,800
Polices Social Service Bureau 	226,782 	358,500 	341,179 	358,500
Juvenile 	697,556 	751,600 	766,335 	751,600
School Liaison 	242,260 	252,800 	281,789 	293,600
Youth Services 	158,895 	0 	6,574 	0
Records 	620,933 	611,200 	641,518 	628,700
Communications 	986,207 	942,100 	933,237 	917,100
Service Desk 	647,510 	539,500 	873,602 	539,500
Professional Standards 	211,995 	229,200 	251,121 	233,200
Office of Administration 	314,735 	325,100 	256,874 	325,100
N.E.T. 	949,298 	1,186,700 	1,091,185 	1,186,700
Traffic Management 	675,115 	742,000 	749,706 	742,000
Community Strategies 	184,148 	284,300 	201,585 	284,300
Animal Control 	154,930 	150,400 	171,292 	150,400
Problem Solving Team 	434,474 	546,500 	398,835 	546,500
Total Expenditures 	15,399,318 	16,147,900 	16,352,112 	16,202,700
Revenues
Violent Crimes Victim's Asst. Grant 	23,700 	24,700
Police Report Fees 	22,000 	21,500
Alarm Panel Contract Fees 	14,400 	15,000
Alarm Panel Subscription Fees 	35,000 	27,500
False Alarm Fines (after 4 calls) 	140,000 	100,000
Police Training Grant 	10,000 	20,000
Highway Safety Project Grant (IDOT) 	5,000
Levy Foundation Grant 	15,500 	16,500
Cherry Family Foundation 	3,000 	3,000
Skokie & Linclnwd Animal Boarding Fees 	8,000 	8,000
Law Enforcement Block Grant (Federal) 	132,000 	79,145
Bicycle Fees 	500 	200
Irving Stern Foundation 	10,000 	10,000
Law Enforcement Block Grant (Cook County) 	52,000 	52,000
ICJIA (Community Service) 	30,000 	28,000
Tobacco Compliance Grant 	8,200
Total Revenues 	496,100 	418,745

-- 146 of 594 --

City of Evanston
Police
Performance Report on FY 2002-2003 Major Program Objectives
The tragic events of September 11th brought home to Americans the need for this country to be vigilant against
terrorism, as well as prepared to contain and combat it. In response to this need, the Department underwent an FBI
assessment of its preparedness and took action. It also has been a regular participant in Emergency Operations Center
meetings, coordinating its efforts with those of other City departments county and state agencies. The department
conducts on-going preparedness exercises and has been instrumental in setting up state-wide mutual-aid efforts, among
them the Illinois Terrorism Task Force, founded on the concept of mutual aid and regional response.
Last Spring, a team from the Commission for Accreditation of Law Enforcement Agencies (CALEA) spent three days
scrutinizing the Department's policies/procedures for the purpose of assuring that all meet or surpass CALEA standards.
The department proved equal to this rigorous examination, and the team recommended reaccredidation. At the CALEA
national convention in July, reaccredidation was conferred upon the department for the third time.
Renovation of the police facility has been ongoing throughout FY 2002-2003. Systemic improvements in heating and air
conditioning have been affected, and the Property Bureau's physical space has been enlarged significantly. Also, a much-
needed sally port has been added and additional office space has been built into a section of the building formerly used
by the fire department.
FY 2002-2003 witnessed a major decrease in crime. This reflects the ongoing trend that has characterized the crime rate
in recent years. In the wake of the current troubled economy, there is reason to suspect the ongoing decline may begin to
falter.
The Department's partnership efforts continued on-track during FY 2002-2003. At the national level, the U.S.
Conference of Mayors detailed the Department's Safety of Seniors (S.O.S.) program at length in its publication titled
"Best Practices in Community Policing in Outreach to Under-Served and Hard-to-Serve Populations." S.O.S. represents
a focused effort to empower the elderly; it encompasses a wide range of community agencies and services, as well as the
private sector.
Locally, in recognition of the Department's panhandling program, the Homeless Shelter named the Department its
"Community Partner of the Year."
For its part, the Department participated nationally in the "Click It and Ticket It" traffic-safety campaign and locally in
the "Strength in Numbers" anti-substance-abuse program at the high school. It also worked with local downtown
businesses/residents to assure their safety and well-being following initiation of "3:00 a.m. closing" licenses.
The Department initiated a mentoring program for new sergeants, of which there is a greater number than there has been
in many years. It also initiated a recruitment team and purchased a mobile display board to be utilized in its recruitment
efforts. Also initiated was "simunitions" training (exercises in which paintballs are used for "ammunition"). During FY
2002-2003, the Department submitted to a Law Enforcement Agencies Data System (LEADS) audit, and was found to be
100% in compliance, a level rarely achieved by an agency. The Department also completed its one-on-one program of
"anti-profiling" training and its short - and long-range automation plan. Civilianization of the Service Desk continued.
The Department continued to cooperate with the Northwestern University Police Department in establishing it as a
secondary 911 center. It also extended the jurisdictional activities of the NU department in an effort to combat a
dramatic increase in student incivilities/loud parties.
Grant Initiatives:
* The Youth Outreach initiative (partnering the Department with Youth Organization Umbrella {YOU} - funded for a
sixth year.
* Officers-on-Trains program, conducted in cooperation with the CTA.
* The Levy Foundation's funding of the Prevention of Crime Against Senior Citizens program.
* The Stern Foundation's funding of the School Liaison Officers program.
* Tobacco Enforcement Initiative.
* Community Service staffing.

-- 147 of 594 --

City of Evanston
Police Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Part I crimes 	5,500 	5,500 	5,500
2. Part II crimes 	6,500 	6,500 	6,500
3. Total calls for service 	60,000 	60,000 	60,000
4. Average in-progrss response time 	3.5 minutes 	3.5 minutes 	3.5 minutes
FULL TIME EQUIVALENT POSITIONS 	5.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
1. Complete the transition into the renovated police space throughout the building by September 2003.
2. Implement the revised Disorderly Housing Ordinance by May 2003.
The Office of the Chief of Police manages Department resources to produce an efficient and effective police organization that
provides a high level of service to the community. The responsibilities of the Chief of Police include supervising and
deploying personnel and resources, developing and implementing the Department's goals and objectives, monitoring
performance of bureaus and divisions, developing the organization, responding to community needs and assessments,
improving Departmental productivity and operational techniques, long range planning, formulating policies and procedures
and attending public meetings.

-- 148 of 594 --

City of Evanston
Police Administration
2002-2003
Appropriation
2003-2004
Approved
1 Chief of Police
1 Custodian
1 Executive Secretary
1 Police Lieutenant
1 Police System Administrator
Regular Pay Permanent 	311,800 	311,800
Special Event Salaries 	300,000 	300,000
Severance 	300,000 	300,000
Personal Services 	$911,800 	$912,800
Building Maintenance Services 	40,000 	40,000
Other Equipment Maintenance 	500 	500
Medical/Hospital Services 	1,500 	1,500
Electricity 	10,000 	10,000
Gas 	11,500 	11,500
Postage Chargebacks 	1,600 	1,600
Fleet Service Fund Chargeback 	16,900 	16,900
Membership Dues 	6,000 	6,000
Rentals 	40,100 	40,100
Contractual Services 	$128,100 	$128,100
Books, Publications, Maps 	300 	300
Janitorial Supplies 	2,000 	2,000
Commodities 	$2,300 	$2,300
Contingencies 	4,000 	9,000
Medical Insurance 	30,700 	30,700
Life Insurance 	600 	600
Other Charges 	$35,300 	$40,300
Police Administration 	$1,077,500 	$1,083,500

-- 149 of 594 --

City of Evanston
Patrol Operations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Community/Officer interface 	120 	125 	150
2. Responses to service calls/written 	25,000 	25,000 	25,000
3. Responses to service calls/coded incidents 	25,000 	25,000 	25,000
4. Assists (other units responding to calls) 	27,500 	25,000 	28,000
5. Arrests (felony and misdemeanor) 	3,270 	3,000 	3,200
6. D.U.I. arrests 	120 	100 	75
7. Ticket and Citation Production
Parking 	N/A 	20,000 	10,000
Traffic 	7,500
C-Tickets 	200
Bicycle Citations 	100
8. Tactical Missions 	15
FULL TIME EQUIVALENT POSITIONS 	89.00 	89.00 	89.00
Approved Adjustments in 2003-2004 Budget
1. Participate, coordinate and help develop a simulated disaster scenario with other City Departments and the Emergency
Management Assistance Division by February 2004.
2. Identify and conduct training for first responders during the initial phase of a dangerous and/or hazardous materials
incident by June 2003.
The Division of Field Operations responds to calls for police service twenty-four hours per day, seven days per week.
Uniformed police officers also perform continuous patrols on foot and in vehicles to deter crime as well as to detect,
apprehend and process persons involved in criminal activity. This division provides assistance to citizens such as
directions, transportation to the hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles.

-- 150 of 594 --

City of Evanston
Patrol Operations
2002-2003
Appropriation
2003-2004
Approved
1 Commander
3 Lieutenant
76 Officer
9 Sergeant
Regular Pay Permanent 	5,375,500 	5,375,500
Overtime Pay Permanent 	151,100 	151,100
Court Overtime 	75,000 	75,000
Personal Services 	$5,601,600 	$5,601,600
Fleet Service Fund Chargeback 	427,000 	427,000
Chemicals 	800 	800
Clothing 	78,200 	78,200
Photo/Drafting Supplies 	4,500 	4,500
Commodities 	$83,500 	$83,500
Medical Insurance 	707,100 	707,100
Life Insurance 	8,500 	8,500
Other Charges 	$715,600 	$715,600
Patrol Operations 	$6,827,700 	$6,839,200

-- 151 of 594 --

City of Evanston
Criminal Investigations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Cases assigned to criminal 	3,700 	3,700 	3,600
2. Percentage of assigned cases cleared 	50% 	50% 	44%
3. Percentage of assigned burglaries cleared. 	30% 	30% 	12%
4. Task Force Operations 	13 	14 	1
5. Liquor inspections 	12 	14 	30
FULL TIME EQUIVALENT POSITIONS 	18.00 	17.00 	17.00
Approved Adjustments in 2003-2004 Budget
1. Facilitate the review of cold case homicide files by cross-referencing cases in an alphanumeric system and working with
the Property Custodian to ensure that evidence in each case is consolidated in a single place by February 2004.
2. Improve the effectiveness of burglary investigations and provide investigators with greater insight into area burglary
patterns by making specific investigators responsible for all burglary investigations in designated areas of the City by
February 2003.
As part of the Division of Investigative Services, the Detective Bureau conducts follow-up investigations of homicide, sex
offenses, robbery, burglary, kidnapping, aggravated assault, auto theft, forgery, fraud, theft and all other crimes not specifically
assigned to other investigative bureaus. This element also conducts background investigations for the Liquor License Control
Commission and other licensing bodies. The Bureau also conducts proactive liquor license inspections and investigations.

-- 152 of 594 --

City of Evanston
Criminal Investigations
2002-2003
Appropriation
2003-2004
Approved
1 Commander
1 Lieutenant
14 Officer
1 Sergeant
Regular Pay Permanent 	1,058,500 	1,058,500
Overtime Pay Permanent 	35,800 	35,800
Court Overtime 	24,600 	24,600
Personal Services 	$1,118,900 	$1,118,900
Fleet Service Fund Chargeback 	55,100 	55,100
Expense Allowance 	2,500 	2,500
Clothing 	9,800 	9,800
Photo/Drafting Supplies 	1,500 	1,500
Commodities 	$11,300 	$11,300
Medical Insurance 	133,100 	133,100
Life Insurance 	1,900 	1,900
Other Charges 	$135,000 	$135,000
Criminal Investigations 	$1,322,800 	$1,322,800

-- 153 of 594 --

City of Evanston
Police Social Service Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Sexual crime victims assisted
Adult victims 	13 	14 	16
Juvenile victims 	27 	20 	14
2. Domestic related cases
Crime related 	350 	580 	580
Non-crime related 	325 	240 	240
3. Other crime related cases
Personal 	825 	800 	600
Property 	110 	130 	130
4. Other non-crime related cases 	510 	600 	510
5. Community presentations 	14 	15 	15
6. After-hours crisis response 	50 	80 	50
7. Staff Meetings 	40 	42 	46
8. Community Service Referrals 	25 	35 	40
9. At-risk youth referrals received 	160 	130 	112
80 	20 	10
70 	60 	35
FULL TIME EQUIVALENT POSITIONS 	4.00 	6.00 	6.00
Approved Adjustments in 2003-2004 Budget
10. Youth served in school based counseling groups
11. Youth served in SOAR Mentoring program
1. Provide domestic violence update training for sworn personnel during roll call by December 2003.
2. Increase number of clients assisted with filing compensation claims by December 2003.
3. Recruit community service vendors suitable for younger age community service participants by December 2003.
4. Provide school based counseling groups for "at risk youth" by June 2003.
5. Format program forms for computer use by June 2003.
The Police Social Service Bureau is comprised of two distinct entities (Victim Services and Youth Outreach)
which work with community groups, schools and individuals to assist the residents of Evanston in maintaining a high quality of life.
Following are the detailed services offered by each of the bureaus within the Social Service Bureau.
The Victim Services Bureau provides social services to crime victims and witnesses. The Bureau primarily assists sexual assault, child
abuse, and domestic violence victims and other personal crime victims. Assistance is offered to property crime victims when needed.
The Bureau also assists those who come in contact with the police for "non-crime" related situations yet are in need of services.
Services provided include crisis intervention, counseling, court advocacy, referrals and emergency monetary assistance.
The Youth Services Bureau provides Evanston youth, ages 8-17, and their families, a broad range of social services, including
individual, family and group counseling, case management, outreach, and information and referral. Services are designed to improve
levels of functioning in areas of family relations, and interpersonal relationships, with an emphasis on early detection and prevention.
The Bureau specifically targets youths who are considered "at risk" of becoming engaged in self destructive and/or self deprecating
behavior. The Bureau takes referrals from the Department's Juvenile Bureau and Patrol Operations Division, School Districts #202
and #65, and parents.

-- 154 of 594 --

City of Evanston
Police Social Service Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Director
2 Victim Advocate
3 Youth Advocate
Regular Pay Permanent 	284,400 	284,400
Overtime Pay Permanent 	16,000 	16,000
Personal Services 	$300,400 	$300,400
Automobile Allowance 	2,200 	2,200
Fleet Service Fund Chargeback 	11,000 	11,000
Membership Dues 	100 	100
Expense Allowance 	300 	300
Rentals 	4,500 	4,500
Contractual Services 	$18,100 	$18,100
Contingencies 	4,000 	4,000
Medical Insurance 	35,500 	35,500
Life Insurance 	500 	500
Other Charges 	$40,000 	$40,000
Police Social Service Bureau 	$358,500 	$358,500

-- 155 of 594 --

City of Evanston
Juvenile Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Total number of cases assigned to youth personnel 	2,500 	2,500 	2,500
2. Percentage of assigned cases cleared 	75% 	75% 	75%
3. Child abuse investigations 	160 	160 	150
4. Minors requiring authoritative
intervention investigations 	400 	400 	500
5. Outreach referrals 	165 	165 	165
6. Youth arrested for criminal offenses 	700 	725 	700
7. Juvenile Court referrals 	275 	280 	250
FULL TIME EQUIVALENT POSITIONS 	10.00 	10.00 	10.00
Approved Adjustments in 2003-2004 Budget
1. Further enhance the Police/School relationship throughout School District 65, by scheduling all youth bureau personnel
to tour the new District facility and to meet on an on-going basis with District personnel to dicuss topics of mutual concern
the areas of school discipline and other behavioral issues by February 2004.
2. Research the feasibility of implementing a computerized record system of juvenile records which will allow for
information input and retrieval by February 2004.
As part of the Investigation Services Division, the Juvenile Bureau investigates incidents where a juvenile is involved as an
offender or victim. Youth Officers investigate cases regarding dependent children, abused children, neglected children,
minors requiring authoritative intervention or delinquent minors. Also, Youth Officers provide support and information to
juveniles and their families who are victims. Bureau personnel regularly patrol areas frequented by juveniles in an attempt to
prevent their victimization or misconduct.

-- 156 of 594 --

City of Evanston
Juvenile Bureau
2002-2003
Appropriation
2003-2004
Approved
9 Officer
1 Sergeant
Regular Pay Permanent 	616,600 	616,600
Overtime Pay Permanent 	4,500 	4,500
Special Event Salaries 	7,900 	7,900
Personal Services 	$629,000 	$629,000
Fleet Service Fund Chargeback 	34,900 	34,900
Contractual Services 	$34,900 	$34,900
Clothing 	6,300 	6,300
Commodities 	$6,300 	$6,300
Medical Insurance 	80,500 	80,500
Life Insurance 	900 	900
Other Charges 	$81,400 	$81,400
Juvenile Bureau 	$751,600 	$751,600

-- 157 of 594 --

City of Evanston
School Community Liaison Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Semesters (17 weeks) of instruction 	2 	2 	2
2. Sixth grade students successfully completing DARE 	1,150 	1,150 	1,150
3. Counseling of studentts 	140 	140 	150
FULL TIME EQUIVALENT POSITIONS 	4.00 	4.00 	4.00
Approved Adjustments in 2003-2004 Budget
1. Implement Ecology Service Program at Haven School by June 2003.
2. Develop and promote ETHS Crime Stoppers Program. Participate and augment funding for Quest mentoring program by
October 2003.
3. Implement Police/Nichols Community Spirit Program by February 2004.
The School Community Liaison Bureau is responsible for the implementation and instruction of the Drug Abuse Resistance
Education Program in the schools. DARE is a model drug abuse prevention program focusing on the prevention of drug and
alcohol use among school-aged children. DARE instructors are sworn officers who are responsible for teaching the
seventeen week core curriculum. As a SRO the responsibilities include: student counseling sessions, attendance at after-
school events, issuance of trespass warnings at schools, resource for the neighborhood surrounding the school, investigation
of incidents occurring within the school, and escorts on extra curricular school events (field trips, dances, sporting activities).

-- 158 of 594 --

City of Evanston
School Community Liaison Bureau
2002-2003
Appropriation
2003-2004
Approved
4 Police Officer
Regular Pay Permanent 	198,200 	239,000
Personal Services 	$198,200 	$239,000
Fleet Service Fund Chargeback 	18,400 	18,400
Contractual Services 	$18,400 	$18,400
Clothing 	2,100 	2,100
Other Commodities 	1,000 	1,000
Commodities 	$3,100 	$3,100
Medical Insurance 	32,700 	32,700
Life Insurance 	400 	400
Other Charges 	$33,100 	$33,100
School Community Liaison Bureau 	$252,800 	$293,600

-- 159 of 594 --

City of Evanston
Records Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Cases handled by Property Officer 	2,500 	2,500 	2,500
2. Fingerprints processed by Identification Technician 	900 	500 	400
300 	150 	150
4. Report copies provided 	5,000 	3,500 	2,500
5. Records computerized 	50,000 	52,000 	52,000
FULL TIME EQUIVALENT POSITIONS 	12.00 	11.00 	11.50
Approved Adjustments in 2003-2004 Budget
Additional funding added to provide data entry assistance in records and property areas.
3. Liquor licenses processed
1. Work with the Department's Technical Systems Coordinator to update the computer records keeping system (PIMS) or
change over to a more customer/user friendly system to provide more complete, accurate and timely information by
February 2004.
The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving and disseminating
information (i.e., crime incidents, descriptions of wanted persons, accident reports, special bulletins, police reports, criminal
histories) throughout the Department as well as other agencies and the public. It also provides fingerprint service. The
Property Officer assigned to the Records Bureau is responsible for the safekeeping of all found, confiscated, and recovered
property. In addition, the Records Bureau issues Department forms and copies materials. The Records Bureau is part of the
Division of Administrative Services.

-- 160 of 594 --

City of Evanston
Records Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Clerk III
1 Court Liaison
1 Director
1 Property Officer
6 Records Input Operator
1 Review Officer
Regular Pay Permanent 	450,300 	450,300
Personal Services 	$450,300 	$467,800
Postage Chargebacks 	8,400 	8,400
Automobile Allowance 	600 	600
Fleet Service Fund Chargeback 	7,800 	7,800
Data Processing Services 	40,000 	40,000
Contractual Services 	$56,800 	$56,800
Office Supplies 	30,000 	30,000
Photo/Drafting Supplies 	4,000 	4,000
Commodities 	$34,000 	$34,000
Medical Insurance 	65,000 	65,000
Life Insurance 	600 	600
Microfilming 	4,500 	4,500
Other Charges 	$70,100 	$70,100
Records Bureau 	$611,200 	$628,700

-- 161 of 594 --

City of Evanston
Communications Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. 911 calls received (includes wireless 911 calls) 	47,500 	47,500 	65,000
2. Entries in LEADS system 	3,600 	4,200 	4,200
3. Alarms handled (includes fire alarms) 	6,500 	6,500 	6,800
15.00 	15.00 	15.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Implementation of Wireless E911 Phase II service, including the planning, installation and integration of Geographic
Information Services (GIS) map by February 2004.
2. Resurfacing the floor of the E911 Communications Center operations area and replacing the carpeting throughout by
February 2004.
As a part of the Division of Support Services, the Communications Bureau is a centralized Police operation for sending and
receiving information between citizens, members of the Department and other departments of the city, State and Nation
through the use of radio, telephone and computer. Personnel assigned to this Bureau handle all emergency and non-
emergency calls for the Police and Fire Departments. Communication operators are responsible for dispatching Police and
Fire units and personnel, including ambulances, to calls for assistance and then monitoring their availability for service.
Communication personnel also monitor residences and businesses that are connected to the Police and Fire alarm board.

-- 162 of 594 --

City of Evanston
Communications Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Commander
14 Telecommunicator
Regular Pay Permanent 	709,400 	684,400
Overtime Pay Permanent 	11,600 	11,600
Personal Services 	$721,000 	$696,000
Telephone & Telegraph 	89,000 	89,000
Computer License & Support 	7,500 	7,500
Contractual Services 	$96,500 	$96,500
Clothing 	7,700 	7,700
Commodities 	$7,700 	$7,700
Medical Insurance 	115,800 	115,800
Life Insurance 	1,100 	1,100
Other Charges 	$116,900 	$116,900
Communications Bureau 	$942,100 	$917,100

-- 163 of 594 --

City of Evanston
Service Desk Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Prisoners processed 	1,675 	1,900 	1,650
2. Custodial prisoners 	1,700 	2,200 	2,300
3. Bail Bonds processed 	3,100 	2,300 	2,900
4. Reports taken by Desk Officers 	4,200 	5,500 	4,800
5. Alarm subscription billed 	3,300 	3,800 	3,600
6. False alarm fines billed 	425 	1,000 	1,000
7. Control Station alarms handled 	5,300 	5,000 	4,600
11.00 	11.00 	12.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Continue and complete training/recruitment of non-sworn Service Desk Officers by February 2004.
2. Scrape and paint all cells in men's and women's cellblocks by February 2004.
The Service Desk Bureau is a part of the Division of Support Services. Service Desk Officers handle walk-in and telephone
non-emergency complaints, requests for information and calls for service. Besides providing support services (i.e., supplies,
forms, computer information, emergency and non-emergency telephone numbers, referral information, warrant status
information, etc.) to field units, the Service Desk Bureau is responsible for the processing, detention, feeding, monitoring,
bonding and transportation of prisoners. Service Desk Officers administer the City's Alarm Ordinance and act as deputy
clerks for the Circuit Court for bonding purposes.

-- 164 of 594 --

City of Evanston
Service Desk Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Lieutenant
1 Sergeant
10 Service Desk Rep.
Regular Pay Permanent 	448,200 	448,200
Overtime Pay Permanent 	11,500 	11,500
Court Overtime 	700 	700
Personal Services 	$460,400 	$460,400
Other Contractual Services 	2,400 	2,400
Contractual Services 	$2,400 	$2,400
Clothing 	5,000 	5,000
Food 	3,300 	3,300
Other Commodities 	1,500 	1,500
Commodities 	$9,800 	$9,800
Medical Insurance 	66,100 	66,100
Life Insurance 	800 	800
Other Charges 	$66,900 	$66,900
Service Desk Bureau 	$539,500 	$539,500

-- 165 of 594 --

City of Evanston
Office of Professional Standards
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Staff inspections 	25 	25 	25
2. Citizen complaints 	40 	40 	40
250 	300 	250
4. Weapons use reports 	25 	25 	25
75 	75 	75
6. Departmental inquiries 	65 	65 	65
7. Resisting arrest/use of force investigations 	40 	40 	40
3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
3. Pre-employment background investigations
5. Internally generated administrative reviews
FULL TIME EQUIVALENT POSITIONS
1. All employees to be fingerprinted and photographed (computerized) to update files by February 2004.
2. Upgrade recorded interviews to include recording via computer and interviews stored on disk by February 2004.
The Division provides two separate functions: inspections and internal investigations. The inspection component provides a
mechanism for evaluating the quality of the Department's operations, ensuring that the agency's goals are being pursued and
assuring that control is maintained throughout the Department. The internal affairs component investigates allegations of
misconduct made against the Department or its employees by citizens or other members. The inspection component also
performs audits of personnel sick time usage in order to identify potential abusers, audits the records of the various cash fun
kept in the Department, audits use of the Department's main telephone line and performs other audits and studies as directed
by the Chief of Police.

-- 166 of 594 --

City of Evanston
Office of Professional Standards
2002-2003
Appropriation
2003-2004
Approved
1 Executive Secretary
2 Sergeant
Regular Pay Permanent 	186,000 	186,000
Overtime Pay Permanent 	10,000 	10,000
Seasonal Employees 	5,000 	5,000
Personal Services 	$201,000 	$201,000
Fleet Service Fund Chargeback 	8,000 	8,000
Contractual Services 	$8,000 	$8,000
Medical Insurance 	19,900 	19,900
Life Insurance 	300 	300
Other Charges 	$20,200 	$20,200
Office of Professional Standards 	$229,200 	$233,200

-- 167 of 594 --

City of Evanston
Office of Administration
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Training bulletins issued 	40 	42 	40
2. Police Awards Programs 	4 	4 	4
240 	240 	245
13 	13 	13
42 	45 	45
72 	70 	70
62 	58 	60
205 	160 	210
10 	12 	10
140 	205 	145
230 	250 	220
45 	45 	45
1,420 	1,440 	1,400
26 	26 	26
205 	206 	212
8 	8 	10
4.00 	4.00 	4.00
Approved Adjustments in 2003-2004 Budget
16. Grants administered
12. Injury status reports issued
13. Invoices and vouchers processed
14. Payroll periods
15. Accrued benefit audits
3. External schools and seminars attended by personnel
8. In-service schools - Personnel training
9. Court discrepancy reports issued
FULL TIME EQUIVALENT POSITIONS
6. Department informational bulletins issued
4. Personnel status reports issued
5. Personnel orders issued
7. Special orders issued
10. Personnel changes issued
11. Performance reviews processed
1. Assist the various bureaus/divisions in automating time accounting records on a monthly/annual basis by employee by
February 2004.
2. Update FTO procedures via meetings with interested Department members by February 2004.
3. Interact with Division heads to make sure that CALEA files are up-to-date in preparation for the next reaccreditation by
February 2004.
Responsibilities of the Bureau include all staff Personnel and Training functions, Planning and Research, and all fiscal areas
including the budget, staff functions related to personnel records (transfers, promotions, separations, affirmative action, on-
duty injuries, retirements, secondary employment, and employee recognition). Employee personnel records are used to
monitor performance evaluations and career development. Training responsibilities include conducting basic and advanced
training programs as well as training during roll call and firearms training. Planning and Research is responsible for analyses
of crime statistics, maintaining the written directive system, completion of the annual report, and managing compliance with
police accreditation (CALEA) standards. Budget is responsible for all the financial aspects of the Department including
payroll, budget, and grant development and tracking. The Office of Administration staff provides administrative and technical
support to the Chief of Police

-- 168 of 594 --

City of Evanston
Office of Administration
2002-2003
Appropriation
2003-2004
Approved
1 Admin Assistant
1 Admin Specialist
1 Lieutenant
1 Police Planner
Regular Pay Permanent 	230,900 	230,900
Personal Services 	$230,900 	$230,900
Training and Travel 	65,000 	65,000
Membership Dues 	200 	200
Contractual Services 	$65,200 	$65,200
Chemicals 	5,000 	5,000
Commodities 	$5,000 	$5,000
Medical Insurance 	23,600 	23,600
Life Insurance 	400 	400
Other Charges 	$24,000 	$24,000
Office of Administration 	$325,100 	$325,100

-- 169 of 594 --

City of Evanston
N.E.T.
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Narcotic arrests 	130 	135 	135
2. Search warrants 	25 	22 	25
55 	55 	50
4. Adult gang member arrests 	220 	225 	220
5. Juvenile gang member arrests 	100 	80 	80
6. Felony arrests 	100 	105 	100
7. Misdemeanor arrests 	280 	270 	285
8. Criminal warrant service 	125 	135 	115
9. Drug and gang presentations and meetings 	25 	25 	25
FULL TIME EQUIVALENT POSITIONS 	15.00 	15.00 	15.00
Approved Adjustments in 2003-2004 Budget
3. Problem oriented narcotic tip sheets
1. Initiate a week long training program with the Northwestern University Police Department to include ride-alongs and
training in how the Neighborhood Enforcement Team (NET) investigates narcotic complaints. Neighborhood Enforcement
Team members would also be available to assist Northwestern University Police in their request if at all possible by
February 2004.
The Neighborhood Enforcement Team is a part of the Division of Strategic Services. It provides support services to Field
Operations including Tactical, Gang and Narcotic operations. This unit conducts criminal investigations of the sale,
distribution and use of illegal narcotics and other dangerous drugs. It is responsible for diffusing and controlling gang related
activities. Personnel assigned to the unit investigate and monitor gang activities, crimes, membership and provide intelligence
reports to the Department. They work with other local, state and federal agencies. In addition, personnel assigned to this unit
provide backup assistance to patrol units. The Neighborhood Enforcement Team engages in many problem solving projects.

-- 170 of 594 --

City of Evanston
N.E.T.
2002-2003
Appropriation
2003-2004
Approved
1 Commander
12 Officer
2 Sergeant
Regular Pay Permanent 	923,600 	923,600
Overtime Pay Permanent 	2,400 	2,400
Court Overtime 	30,500 	30,500
Personal Services 	$956,500 	$956,500
Telephone & Telegraph 	12,000 	12,000
Fleet Service Fund Chargeback 	88,400 	88,400
Expense Allowance 	2,000 	2,000
Contractual Services 	$102,400 	$102,400
Clothing 	8,400 	8,400
Commodities 	$8,400 	$8,400
Medical Insurance 	117,900 	117,900
Life Insurance 	1,500 	1,500
Other Charges 	$119,400 	$119,400
N.E.T. 	$1,186,700 	$1,186,700

-- 171 of 594 --

City of Evanston
Traffic Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Moving violations issued 	4,800 	4,800 	4,800
2. Non-moving violations issued 	3,100 	3,200 	3,150
2,100 	2,100 	2,100
550 	550 	550
5. Vehicles towed 	4,000 	4,000 	4,500
FULL TIME EQUIVALENT POSITIONS 	9.00 	9.00 	10.00
Approved Adjustments in 2003-2004 Budget
3. Abandoned automobiles investigated
4. Hit and run follow-up investigations
1. Initiate the practice of issuing C-citations for ordinance violations to taxi cabs and delivery vehicles rather than the
uniform traffic citations thereby having the cases heard in Administrative Adjudication (not Circuit Court) by December
2003.
As part of the Division of Strategic Services, the Traffic Bureau is responsible for enforcing traffic laws and ordinances and
regulating the flow of vehicular and pedestrian traffic. This Bureau is also responsible for the follow-up investigations of
most hit and run traffic accidents and administering the tow ordinance. This Bureau also handles the towing of abandoned
and junk vehicles.

-- 172 of 594 --

City of Evanston
Traffic Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Community Service Officer
1 Police Lieutenant
7 Police Officers
1 Police Sergeant
Regular Pay Permanent 	575,800 	575,800
Court Overtime 	7,200 	7,200
Personal Services 	$583,000 	$583,000
Fleet Service Fund Chargeback 	81,300 	81,300
Contractual Services 	$81,300 	$81,300
Clothing 	5,600 	5,600
Commodities 	$5,600 	$5,600
Medical Insurance 	71,200 	71,200
Life Insurance 	900 	900
Other Charges 	$72,100 	$72,100
Traffic Bureau 	$742,000 	$742,000

-- 173 of 594 --

City of Evanston
Community Strategies Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Home security surveys 	350 	350 	350
2. Commercial surveys 	9 	9 	10
3. Speaker's Bureau engagements 	55 	55 	50
25 	25 	25
220 	220 	220
6. Weekly crime analysis reports 	52 	52 	52
7. Monthly crime statistics by beat 	12 	12 	12
FULL TIME EQUIVALENT POSITIONS 	2.80 	3.80 	2.80
Approved Adjustments in 2003-2004 Budget
4. Seminars conducted
5. Daily bulletins
1. Complete pictorial security guide for commercial and residential properties by February 2004.
2. Conduct Citizen Police Academy classes 16 and 17 by October 2003.
3. Conduct Citizen Police Academy Alumni Re-Trainer on Terrorism by December 2003.
4. Citizen Police Academy Alumni Association will contribute funding, labor and materials to completely landscape new
building exterior renovations by June 2003.
The Community Strategies Bureau is responsible for developing a better partnership between the police and the community
for the purpose of reducing crime. The activities of this Bureau include crime prevention seminars, home security surveys,
Operation Identification, neighborhood watch, Site Plan and Appearance Review Committee, senior citizen program, the
Citizen Police Academy and Clergy Team liaison. The Crime Analysis element of Crime Prevention publishes the daily
bulletin, weekly crime analysis reports and monthly crime statistics by beat. Involvement in special events includes 4th of
July festivities, Evanston CommUnity Picnic and Holiday Food Basket Progam.

-- 174 of 594 --

City of Evanston
Community Strategies Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Crime Prevention Specialist
1 Police Sergeant
Regular Pay Permanent 	198,200 	198,200
Overtime Pay Permanent 	3,200 	3,200
Permanent Part Time 	18,600 	18,600
Personal Services 	$220,000 	$220,000
Postage Chargebacks 	500 	500
Fleet Service Fund Chargeback 	43,400 	43,400
Contractual Services 	$43,900 	$43,900
Clothing 	700 	700
Other Commodities 	500 	500
Commodities 	$1,200 	$1,200
Medical Insurance 	18,800 	18,800
Life Insurance 	400 	400
Other Charges 	$19,200 	$19,200
Community Strategies Bureau 	$284,300 	$284,300

-- 175 of 594 --

City of Evanston
Animal Control Bureau
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Animals adopted 	650 	550 	550
2. Animals impounded 	900 	800 	750
3. Citizen complaints handled 	7,000 	7,000 	7,000
4. Animals returned to owner 	200 	180 	200
5. Animals euthanized 	50 	50 	80
6. Citations issued 	220 	220 	220
2.50 	2.50 	2.50
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Upgrade the Animal Shelter's present stand-alone computer to the City on-line computer network by December 2003.
As a part of the Division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens
dealing with domestic and wild animals, birds and reptiles. It also counsels citizens on animal control problems and issues
citations for violations of animal control ordinances. In addition, it apprehends and impounds stray animals and handles
adoption of unwanted dogs and cats.

-- 176 of 594 --

City of Evanston
Animal Control Bureau
2002-2003
Appropriation
2003-2004
Approved
1 Animal Control Warden
1 Chief Animal Control Warden
Regular Pay Permanent 	103,600 	103,600
Overtime Pay Permanent 	6,300 	6,300
Permanent Part Time 	13,500 	13,500
Personal Services 	$123,400 	$123,400
Building Maintenance Services 	1,100 	1,100
Fleet Service Fund Chargeback 	11,100 	11,100
Other Contractual Services 	800 	800
Contractual Services 	$13,000 	$13,000
Clothing 	500 	500
Food 	1,500 	1,500
Commodities 	$2,000 	$2,000
Medical Insurance 	11,900 	11,900
Life Insurance 	100 	100
Other Charges 	$12,000 	$12,000
Animal Control Bureau 	$150,400 	$150,400

-- 177 of 594 --

City of Evanston
Problem Solving Team
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Neighborhood meetings 	350 	350 	350
2. Resident surveys completed 	100 	20 	50
3. Ticket and citation production
Parking 	N/A 	600 	400
Traffic 	80
C-Tickets 	50
S-Tickets 	15
Bicycle citations 	100
4. Arrests 	100
5. Tactical missions 	15
FULL TIME EQUIVALENT POSITIONS 	8.00 	7.00 	7.00
Approved Adjustments in 2003-2004 Budget
1. Train PST officers as facilitators for community by May 2003.
2. Conduct two (2) community policing training sessions for neighborhood groups focusing on citizen/police problem
solving partnerships by August 2003.
3. Develop and train ten (10) new neighborhood watch groups by September 2003.
4. Train Citizen Police Academy graduate classes in problem solving, allowing those graduates to assist PST officers
in bringing this training to the Evanston community by December 2003.
The Problem Solving Team is a part of the Patrol Operations Division. Through this Bureau, uniformed police
officers provide regular and highly visible foot patrols in neighborhoods. C.O.P.P.S. Officers serve as a community
policing mechanism by making personal contacts with area residents and merchants as well as providing a broad range
of proactive and preventive community services (block club development, security surveys, attending meetings, etc.).

-- 178 of 594 --

City of Evanston
Problem Solving Team
2002-2003
Appropriation
2003-2004
Approved
6 Officer
1 Sergeant
Regular Pay Permanent 	449,600 	449,600
Overtime Pay Permanent 	1,200 	1,200
Court Overtime 	5,400 	5,400
Personal Services 	$456,200 	$456,200
Other Equipment Maintenance 	2,000 	2,000
Fleet Service Fund Chargeback 	27,400 	27,400
Contractual Services 	$29,400 	$29,400
Clothing 	4,200 	4,200
Commodities 	$4,200 	$4,200
Medical Insurance 	56,000 	56,000
Life Insurance 	700 	700
Other Charges 	$56,700 	$56,700
Problem Solving Team 	$546,500 	$546,500

-- 179 of 594 --

City of Evanston
Fire Department
Three Year Fiscal History
$9,353,200
$9,258,300
$9,126,275
$9,000,000
$9,050,000
$9,100,000
$9,150,000
$9,200,000
$9,250,000
$9,300,000
$9,350,000
$9,400,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
12.55%

-- 180 of 594 --

City of Evanston
Fire Department
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Fire Management and Support 	593,537 	500,100 	491,406 	498,600
Fire Prevention 	418,789 	433,400 	441,810 	442,600
Fire Operations 	8,113,949 	8,419,700 	8,553,244 	8,317,100
Total Expenditures 	9,126,275 	9,353,200 	9,486,460 	9,258,300
Revenues
False Alarm Fines 	40,000 	30,000
Cost Recovery Fines 	6,000 	5,000
Ambulance Fees 	320,000 	265,000
Total Revenues 	366,000 	300,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
During the past year, the Fire Department's Administration has worked with Facilities Management in planning and
construction of a new Fire Headquarters. The new headquarters building will be available for occupation in December of
this year.
The Fire Prevention Bureau implemented a new bonfire permit process. The permit has been converted to an internet
application. This process has been well received by the public. The new process will save our citizens from making two trips
to the Fire Department. The permits are received from the citizens, reviewed and returned to the citizens electronically. The
Fire Prevention Bureau has also initiated an aggressive address campaign to encourage building owners to display their
addresses. This program was also well received. Fire Prevention is expanding its public education program to include
adults as well as children. Fire Prevention was awarded a grant from the CDBG Committee to purchase a Fire Safety
Trailer. This safety trailer will allow the Fire Department to provide fire and life safety instruction to more of our citizens.
Operations participated in joint training sessions with other members of M.A.B.A.S. Division III. The training consisted of
Water Rescue, Hazardous Materials and Special Rescue evolutions. Operations is working to obtain accreditation for
Evanston Fire & Life Safety Services. Although the process is in the early stages, we're looking for this process to be a
success in the near future.
Evanston Fire & Life Safety Services is committed to the highest standards of professional integrity and excellence in the
delivery of our services and the relationship we have with our members and the community.

-- 181 of 594 --

City of Evanston
Fire Management and Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. City fire insurance rating 	3 	3 	3
1.00 	1.00 	1.00
3. Fire in and to structure 	120 	100 	100
4. General Alarms Dispatched 	1,200 	1,400 	210
5. Automatic Fire Alarms Dispatched 	1,250
6. Fire Details Dispatched ( One Company) 	325 	325 	300
7. Number of other Emergencies 	325 	325 	325
8. Non Fire Responses 	1,700 	1,700 	1,200
9. Non Structure Fire 	200 	200 	225
10. Average Fire Alarm Responses 	3:50 	3:48 	3:50
11. Fires in One and Two Family Dwellings 	40 	40 	40
3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
2. Average number of sick days per employee
FULL TIME EQUIVALENT POSITIONS
1. Work closely with Facilities Management and oversee the completion of Fire Station #3, by February 28, 2004.
This element provides leadership in coordinating efforts to ensure efficient and effective services in fire prevention and
operations (which covers fire suppression and medical emergencies). Management policies are developed and instituted to
improve all fire and life safety services; and to coordinate interaction with other city departments. An annual budget is
prepared and administered. Operating procedures are evaluated and upgraded to improve productivity and keep pace with
changing conditions and technology.

-- 182 of 594 --

City of Evanston
Fire Management and Support
2002-2003
Appropriation
2003-2004
Approved
1 Division Chief
1 Fire Chief
Regular Pay Permanent 	233,300 	233,300
Personal Services 	$233,300 	$233,300
Printing 	200 	200
Office Equipment Maintenance 	1,000 	1,000
Medical/Hospital Services 	20,000 	20,000
Gas 	38,300 	38,300
Telephone & Telegraph 	51,000 	51,000
Postage Chargebacks 	800 	800
Training and Travel 	300 	300
Fleet Service Fund Chargeback 	27,500 	27,500
Postage 	500 	500
Data Processing Services 	3,000 	3,000
Laundry/Other Cleaning 	1,000 	1,000
Membership Dues 	1,000 	6,500
Rentals 	12,000 	-
Copy Machine Charges 	6,600 	6,600
Contractual Services 	$163,200 	$156,700
Books, Publications, Maps 	600 	600
Clothing 	60,000 	60,000
Building Maintenance Material 	5,000 	5,000
Office/Other Equipment Maintenance Material 	6,000 	6,000
Office Supplies 	3,000 	3,000
Other Commodities 	10,000 	15,000
Commodities 	$84,600 	$89,600
Contingencies 	600 	600
Medical Insurance 	17,700 	17,700
Life Insurance 	700 	700
Other Charges 	$19,000 	$19,000
Fire Management and Support 	$500,100 	$498,600

-- 183 of 594 --

City of Evanston
Fire Prevention
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Hydrants inspected/flow tested 	1,290 	1,321 	1,325
2. Bureau Fire Inspections 	850 	750 	750
3. Construction plans reviewed 	400 	450 	400
4. Fire equipment tests witnessed 	400 	550 	400
5. Staff-hours spent on cause and origin investigations 	300 	310 	300
6. Public Education presentations 	85 	100 	100
7. Customer request for information 	3,000 	3,000 	3,000
8. In-Service Company Inspections 	400 	400 	600
5.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Develop an Ordinance that would provide sprinkler protection in structures that are high-risk due to the population
they serve by February 28, 2004.
2. Streamline the plan submittal process for any fire alarm, sprinkler system, and hood/duct suppression system so that
the contractor can submit directly to the office of the Fire Prevention Bureau.
The Fire Prevention Bureau is responsible for Fire and Building Code enforcement; investigations of fires for cause and
origin; building inspections for Fire Building Code violations; inspection and witnessing of fire and life safety
systems; licensing of specialized occupancies; review of new construction plans for fire and life safety requirements; site
plan review; certificate of occupancy inspections; public education and fire awareness programs; enforcement of fire and
life safety for public events; monitoring, testing and witnessing of underground storage tank installations and removals;
generating departmental activity reports; creation and implementation of specialized programs, responding to citizens'
inquiries and complaints. The Bureau's main objective is fire prevention and awareness through a pro-active approach to
fire and life safety.

-- 184 of 594 --

City of Evanston
Fire Prevention
2002-2003
Appropriation
2003-2004
Approved
1 Clerk Typist III
1 Division Chief, Fire Marshal
3 Fire Captain
Regular Pay Permanent 	357,900 	357,900
Overtime Pay Permanent 	6,400 	6,400
Personal Services 	$364,300 	$364,300
Printing 	1,500 	1,500
Other Equipment Maintenance 	4,000 	4,000
Training and Travel 	400 	400
Fleet Service Fund Chargeback 	23,500 	23,500
Court Cost/Litigation Expense 	300 	300
Membership Dues 	700 	700
Contractual Services 	$30,400 	$30,400
Books, Publications, Maps 	2,000 	2,000
Office Supplies 	1,800 	3,000
Photo/Drafting Supplies 	1,000 	1,500
Commodities 	$4,800 	$6,500
Contingencies 	200 	200
Medical Insurance 	33,100 	33,100
Life Insurance 	600 	600
Other Charges 	$33,900 	$33,900
Office Machines & Equipment 	- 	7,500
-
Capital Outlay 	- 	7,500
-
Fire Prevention 	$433,400 	$442,600

-- 185 of 594 --

City of Evanston
Fire Operations
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Training hours/firefighter 	240 	240 	240
2. Number of Paramedics 	71 	74 	78
3. Ambulance Calls 	4,480 	4,500 	4,600
4. Average Ambulance response time 	3:50 	3:50 	3:50
FULL TIME EQUIVALENT POSITIONS 	101.00 	101.00 	101.00
Approved Adjustments in 2003-2004 Budget
1. Upgrade the Water Rescue capabilities of the department by providing increased support and improved equipment
by February 28, 2004.
2. Enhance paramedic capabilities by availing all paramedics of a ACLS course while on duty by February 28, 2004.
3. Work toward completing 50% or more of the Accreditation process by February 28, 2004.
Fire operations personnel respond to all fires, explosions, accidents and medical emergencies. The operations
division conducts in-house medical training and continuing education classes to upgrade emergency medical care
skill levels. Operations also responds to service calls such as lock-outs or lock-ins, downed power lines, odor
investigations, flammable liquid spills and other incidents that require prompt response, investigation and/or action.
During severe weather this element assists the forestry department in clearing streets and walks of fallen trees.
Operations also provides the opportunity for members of our departments to participate in the M.A.B.A.S. Division
III Water Rescue and Hazardous materials teams.

-- 186 of 594 --

City of Evanston
Fire Operations
2002-2003
Appropriation
2003-2004
Approved
1 Div. Chief, Life Safety Service
1 Div. Chief, Operations
24 Fire Captain
75 Firefighter
3 Shift Chief
Regular Pay Permanent 	6,615,200 	6,615,200
Overtime Pay Permanent 	300,000 	250,000
Overtime Pay - Training 	22,000 	22,000
Severance 	50,000 	-
Personal Services 	$6,987,200 	$6,887,200
Printing 	1,200 	1,200
Other Professional Services 	10,000 	10,000
Training and Travel 	18,000 	30,000
Fleet Service Fund Chargeback 	587,700 	587,700
Membership Dues 	3,500 	3,500
Other Contractual Services 	8,000 	8,000
Contractual Services 	$628,400 	$640,400
Agricultural/Botanical Supplies 	100 	100
Books, Publications, Maps 	1,000 	1,000
Chemicals 	3,000 	3,000
Janitorial Supplies 	10,000 	10,000
Medical & Lab Supplies 	4,000 	4,000
Minor Equipment & Tools 	4,000 	4,000
Safety Equipment 	1,200 	1,200
Office Supplies 	2,500 	2,500
Photo/Drafting Supplies 	1,000 	1,000
Other Commodities 	1,200 	1,200
Commodities 	$28,000 	$28,000
Contingencies 	500 	500
Debt Service 	58,900 	-
Medical Insurance 	706,800 	706,800
Life Insurance 	9,900 	9,900
Other Charges 	$776,100 	$717,200
Other Machines & Equipment 	- 	44,300
Capital Outlay 	- 	$44,300
Fire Operations 	$8,419,700 	$8,317,100

-- 187 of 594 --

City of Evanston
Health and Human Services
Three Year Fiscal History
$331,900 	$331,900
$269,435
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.45%

-- 188 of 594 --

City of Evanston
Health and Human Services
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Health and Human Services 	269,435 	331,900 	292,002 	331,900
Total Expenditures 	269,435 	331,900 	292,002 	331,900
Revenues
Child Residential Care Fees 	600 	600 	600
Residential Care Homes License Fees 	500 	500 	500
Total Revenues 	1,100 	1,100 	1,100
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
 A coordinated response of environmental health, infectious disease, and health administration staff to the outbreak of West
Nile Virus in Illinois. Staff responded to hundreds of citizen inquiries, investigated dead animal reports, and possible
mosquito breeding areas, conducted follow-up with infected residents, worked with dozens of county, state and federal
officials, and responded to scores of media inquiries.
 Worked with federal and Northwestern University health officials to coordinate a response to an outbreak of a rare form
of conjunctivitis on the Northwestern campus.
 Developed a departmental bioterrorism preparedness plan, conducted bioterrorism training utilizing federal funding
received for that purpose.
 Received a three year $1.2 million federal grant to address behavior issues in local childcare programs.
 Received a $135,000 Cook County grant to address residents and residences where lead based paint exposure has been
established.
 Addressed significant rat infestations in the downtown area exacerbated by building demolition and development.
 Produced a comprehensive directory of services available to older persons in Evanston.
 Implemented the successful transition of emergency assistance services from the City of Evanston to Evanston Township.
 Established the first ever Hispanic Leadership Program, whereby local Spanish speaking residents learn about the functions
and processes of City government.
 Implemented a new adaptive device program whereby Evanston residents with disabilities may access adaptive equipment
necessary to keep them living independently in their own homes.
 Worked with the City Council Human Services Committee to restructure the Subsidized Taxi Coupon program resulting in
a more realistic reimbursement level and a dramatic reduction in consumer complaints.
 Received City Council approval of the consolidation of the Community Purchased Services and Mental Health Board
agency funding programs.
 Received State grant funding for prostate cancer screening.
 Implemented a new dual track beach water testing procedure to provide for increased reliability in test results.
 Established regular service hours at two community locations, the new Levy Center, and the Howard Street Police outpost.

-- 189 of 594 --

City of Evanston
Health and Human Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
City Funded Human Service Agencies Monitored 	20 	20 	20
Home Day Care Permits Issued 	75 	75 	50
65 	50 	50
100 	300 	150
5 	25 	25
6.00 	4.50 	3.00
Approved Adjustments in 2003-2004 Budget
Human Services,Mental Health, ADA,Aging Packets
Media Inquiries
FULL TIME EQUIVALENT POSITIONS
Bioterrorism Planning Sessions
1. Complete implementation of the Department Bio-terrorism Preparedness Plan, including staff training.
2. With the City Emergency Preparedness staff, evaluate the feasibility of establishing an emergency community notification
system.
3. Establish on going communication links with the North Shore Mosquito Abatement District to improve community
awareness of all abatement activities.
4. In conjunction with the Cook County Department of Public Health, conduct an evaluation of the need for enhanced health
care services for low-income residents.
The Director of Health and Human Services is responsible for the coordination and overall management of the Department of
Health and Human Services, directing staff of the Public Health Division, Mental Health Board, Commission on Aging, and
Community Intervention Programs. The Director is responsible for the monitoring and evaluation of all social services
purchased by the City. The Director’s office provides primary staff support to the City Council Human Services Committee.
The Director serves as Public Health Director of Evanston, as well as director of the Mental Health Board and Commission
on Aging. The Director's Office provides staff support to the Evanston Community Health Advisory Board, Homeless Task
Force, and Child and Adolescent Local Area Network.
Functions of the Director's Office include 1) Coordination of City and agency services; 2) Public Information and Community
Education; 3) Program planning; 4) Problem solving.

-- 190 of 594 --

City of Evanston
Health and Human Services
2002-2003
Appropriation
2003-2004
Approved
1 Director of Health and Human Services
2 Executive Secretary
Regular Pay Permanent 	263,100 	263,100
Overtime Pay Permanent 	2,000 	2,000
Temporary Salaries 	19,000 	19,000
Personal Services 	$284,100 	$284,100
Printing 	1,000 	1,000
Office Equipment Maintenance 	100 	100
Postage Chargebacks 	1,000 	1,000
Training and Travel 	500 	500
Automobile Allowance 	1,800 	1,800
Telephone Chargebacks 	2,900 	2,900
Membership Dues 	1,600 	1,600
Copy Machine Charges 	5,000 	5,000
Other Contractual Services 	5,000 	5,000
Contractual Services 	$18,900 	$18,900
Books, Publications, Maps 	300 	300
Office Supplies 	300 	300
Commodities 	$600 	$600
Medical Insurance 	23,600 	23,600
Life Insurance 	700 	700
Other Charges 	$24,300 	$24,300
Personal Computer Equipment 	4,000 	4,000
Capital Outlay 	$4,000 	$4,000
Health and Human Services 	$331,900 	$331,900

-- 191 of 594 --

City of Evanston
Health
Three Year Fiscal History
$1,906,200
$1,797,700
$1,701,703
$1,600,000
$1,650,000
$1,700,000
$1,750,000
$1,800,000
$1,850,000
$1,900,000
$1,950,000
$2,000,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
2.44%

-- 192 of 594 --

City of Evanston
Health
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Public Health Administration 	12,198 	- 	7,933 	-
Laboratory 	122,098 	126,100 	125,495 	126,100
Family Health 	565,001 	644,700 	618,997 	596,500
Infectious Disease Control 	203,634 	232,900 	200,067 	232,900
Dental Services 	155,173 	180,400 	163,784 	180,400
Adult Health 	168,987 	203,300 	199,361 	191,300
Health Department Grants 	0 	0 	0 	(48,300)
Food and Enviornmental Health 	400,016 	414,000 	438,961 	414,000
Vital Records 	86,794 	104,800 	91,635 	104,800
Total Expenditures: 	1,701,703	$ 	1,906,200	$ 	1,838,300	$ 	1,797,700	$
Revenues
Adolescent Health Program Grant 	214,100 	55,600
Birth and Death Certificate Fees 	180,000 	192,900
Center for Public Ministry 	700
Childhood Lead Poisoning Grant 	4,000 	4,000
Cholesterol Testing Fees 	400 	500
IDPH AIDS Grant 	7,300 	7,300
Dental Fees & Reimbursement 	90,000 	90,000
Environmental and tobacco license fees, fines 	12,000
Family Case Management Grant 	190,500
Family Planning Grant 	54,500
Food education activities 	4,000 	6,400
Food establishment license fees 	113,000 	165,000
Food establishment plan review fees 	6,000 	9,600
Genetics Grant 	10,200 	10,200
Health Service Fees/lab 	11,600 	11,800
IDPH Dental Sealant Grant 	11,000 	6,000
IDPH Local Health Protection Grant 	31,700 	63,000
Illinois Tobacco Free Grant 	73,700 	25,600
Kid Care 	4,000
Long Term Care License Fees 	112,400 	112,400
Patient Fees 	22,000 	44,500
Peer Services 	400 	44,500
School Based Health Center (IDPHS) Grant 	4,000
Sharp's Containers 	200 	100
Skokie Contract 	1,500 	1,500
Summer Food Inspections 	400 	400
Tanning facilities inspection 	100 	100
Teen Parent Services 	10,000
Tuberculosis Grant 	12,000 	12,000
Vision and Hearing Grant 	6,400 	6,400
Total Revenues: 	1,010,900	$ 	1,145,500	$

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City of Evanston
Laboratory
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Blood Chemistries 	284 	178 	225
2a.Environmental-dairy and water 	3,295 	4,293 	3,846
5,768 	6,289 	5,895
3. Hematology 	765 	679 	742
4.Lead testing 	211 	122 	200
5. Urinalysis 	532 	559 	530
6. STD tests 	2,868 	3,036 	3,100
7. AIDS Antibody Testing 	1,135 	967 	9,000
8. Sickle Cell 	48 	49 	50
2.00 	2.00 	2.00
Approved Adjustments in 2003-2004 Budget
2b. Environmental-dairy & water tests
FULL TIME EQUIVALENT POSITIONS
1. Improve laboratory testing capabilities to include bioterrorism agents as requested by Illinois Department of Public
Health.
The Laboratory provides technical support and statistical information for other program elements within the Health
Department. Specifically, the laboratory performs tests for the Child Health Clinic, Head Start, WIC, Sexually Transmitted
Disease Clinic, Family Planning Clinic, the Risk Assessment program and Senior Center. The Laboratory also provides other
clinical testing as needed for the public schools and Dental Clinic.
The Laboratory tests distribution waters, swimming pool waters and frozen desserts all year and beach waters during the
summer months. By contract, the laboratory also provides testing of distribution water for the Villages of Glenview and
Northbrook.

-- 194 of 594 --

City of Evanston
Laboratory
2002-2003
Appropriation
2003-2004
Approved
1 Microbiologist
1 Supervisor of Lab Services
Regular Pay Permanent 	102,300 	102,300
Personal Services 	$102,300 	$102,300
Office Equipment Maintenance 	100 	100
Other Equipment Maintenance 	800 	800
Other Professional Services 	1,100 	1,100
Training and Travel 	200 	200
Telephone Chargebacks 	1,400 	1,400
Membership Dues 	200 	200
Contractual Services 	$3,800 	$3,800
Books, Publications, Maps 	100 	100
Medical & Lab Supplies 	7,500 	7,500
Office Supplies 	300 	300
Commodities 	$7,900 	$7,900
Medical Insurance 	11,800 	11,800
Life Insurance 	300 	300
Other Charges 	$12,100 	$12,100
Laboratory 	$126,100 	$126,100

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City of Evanston
Family Health
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Number of Child Health Clinic Visits 	450 	470 	400
2. Number of WIC Clinic visits 	200 	200 	50
3. Number of immunizations 	2,500 	3,500 	3,500
500 	500 	300
110 	100 	30
200 	210 	210
7. Number of home visits 	1,200 	1,300 	1,400
7,800 	7,850 	6,500
9. Number of school physicals 	100 	120 	220
170 	170 	160
610 	630 	550
12. Consultation visits 	2,100 	2,150 	2,000
1,000 	1,100 	1,100
30 	40 	40
250 	250 	400
800 	900 	900
17. # of Teen Parent Services participants * 	30
11.49 	11.49 	10.35
* New Activity Measure
Approved Adjustments in 2003-2004 Budget
15. Number of participants at presentations
16. # of Family Case Management referrals completed
FULL TIME EQUIVALENT POSITIONS
10. Number of Adolescent Health educational sessions
11. Number of Adolescent Program participants
13. Number of Family Planning Clinic visits
14. Number of community presentations given
4. Number of blood lead tests given
5. Number of children with elevated blood lead tests
6. Individuals provided service through Illinois
8. Number of vision and hearing screenings
1. Increase by 5% the number of income eligible pregnant women starting Family Case Management in the first trimester.
2. Increase pediatric well child visit compliance to 80% for all case managed clients by January 2004.
Health Promotion and Disease Prevention activities are provided to families through the Illinois Family Case Management
program. Public Health Nurses provide health assessment, education, counseling and support services to pre- and post-natal
mothers, high-risk infants and children as well as families in crisis. Genetic counseling and education are provided to
individuals and community groups. Immunization clinics are held twice per month with additional clinics during the summer
months. State mandated school physical exams for certain grade levels are conducted from June through October each year
for income appropriate families. Vision and Hearing screening, follow-up and referrals are provided for preschool and school-
age children ages 3 to 18 years.
Evanston Subsequent Pregnancy Project (ESPP) is a program that provides education and counseling to pregnant and
parenting teens. Changes, a pre-teen program, provides education and counseling on puberty and self-esteem, abstinence
and pregnancy prevention. Family Planning provides services on a sliding fee scale that includes physical exams, lab,
pregnancy testing, individual and group education, counseling, contraceptive supplies and social service/medical referrals as
needed. Consultation and health presentations are provided to schools, community agencies and churches during health fairs,
etc. as requested.
Public Health nurse conducts at least one yearly inspection of the 35 child care centers in Evanston to ensure a healthy and
sanitary facility is maintained. Health education sessions are also provided for day care staff upon request.

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City of Evanston
Family Health
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Information Systems Clerk
1 Nurse's Assistant
1 Public Health Nurse Supervisor
3 Public Health Nurse
1 Secretary II
1 Vision/Hearing Technician
Regular Pay Permanent 	429,300 	380,700
Permanent Part Time 	82,400 	82,400
Personal Services 	$511,700 	$463,100
Printing 	600 	600
Office Equipment Maintenance 	100 	100
Other Equipment Maintenance 	200 	200
Other Professional Services 	6,000 	6,000
Telephone & Telegraph 	1,600 	2,600
Training and Travel 	1,100 	2,100
Automobile Allowance 	1,500 	1,700
Telephone Chargebacks 	7,000 	7,000
Laundry/Other Cleaning 	300 	300
Membership Dues 	300 	300
Other Contractual Services 	30,000 	30,000
Contractual Services 	$48,700 	$50,900
Books, Publications, Maps 	1,500 	1,500
Food 	2,000 	2,000
Medical & Lab Supplies 	15,800 	19,500
Office Supplies 	1,600 	1,600
Recreation Supplies 	1,400 	1,400
Commodities 	$22,300 	$26,000
Medical Insurance 	59,100 	53,600
Life Insurance 	600 	600
Other Charges 	$59,700 	$54,200
Personal Computer Equipment 	2,300 	2,300
Capital Outlay 	$2,300 	$2,300
Family Health 	$644,700 	$596,500

-- 197 of 594 --

City of Evanston
Infectious Disease Control
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Number of AIDS presentations 	3 	10 	5
2. Number of participants at AIDS presentations 	350 	350 	400
3. Number of STD visits (total) * 	750 	800 	8,500
4. Number of STD treatment visits 	350 	470 	500
5. Number of cases of gonorrhea 	200 	40 	60
30 	30 	35
475 	80 	80
1,000 	1,800 	1,250
a. * in house, all clinics 	1,000 	1,250 	1,250
b. * outreach sites
9. Number positive for HIV 	10 	3 	3
10. * Number of new AIDS cases 	5 	5 	6
250 	250 	250
800 	1,200 	1,350
350 	350 	500
4.21 	4.19 	4.19
Approved Adjustments in 2003-2004 Budget
6. Number of cases of syphilis
11. Number of TB clinic visits
FULL TIME EQUIVALENT POSITIONS
7. Number of cases of chlamydia
8. Number counseled/tested for HIV antibody
12. Number of TB skin tests
13. Number of CD Epidemiological Investigations
1. Increase the number of clients who begin and complete Hepatitis B vaccine series by 30% from the previous year by
December 2003.
Education, monitoring and follow up of all reportable communicable disease is provided to prevent the spread of infectious
diseases in the community. Bi-weekly STD clinics are provided for the diagnosis, treatment and investigative follow up of
sexually transmitted diseases (STDs) including behavioral modification, motivational and educational counseling. Home
visits are made when indicated for partner notification of known contact with a STD. Confidential HIV/AIDS counseling andd
testing is provided at the two weekly STD Clinics. Anonymous HIV/AIDS counseling and testing is also provided daily.
Tuberculosis skin testing is provided weekly and all positives are referred to the Suburban Cook County Tuberculosis
Sanitarium District for follow up chest x-rays. TB clinics are also held twice monthly in cooperation with the Suburban Cook
County Sanitarium District. Consultation and educational presentations related to infectious diseases, especially AIDS, are
made to agencies, schools and other professional groups within the community. Current treatment recommendations,
assistance with follow up and counseling services regarding sexually transmitted diseases are offered to area physicians and
other health facilities. International travel information is provided to the public and current health data is given to physicians.

-- 198 of 594 --

City of Evanston
Infectious Disease Control
2002-2003
Appropriation
2003-2004
Approved
1 Clerk Typist I
1 Public Health Nurse
1 STD Nurse Assoc.
Regular Pay Permanent 	137,200 	137,200
Permanent Part Time 	65,100 	65,100
Personal Services 	$202,300 	$202,300
Printing 	500 	500
Office Equipment Maintenance 	100 	100
Training and Travel 	400 	400
Automobile Allowance 	600 	600
Telephone Chargebacks 	3,200 	3,200
Other Contractual Services 	5,000 	5,000
Contractual Services 	$9,800 	$9,800
Books, Publications, Maps 	600 	600
Medical & Lab Supplies 	1,500 	1,500
Office Supplies 	800 	800
Commodities 	$2,900 	$2,900
Medical Insurance 	17,700 	17,700
Life Insurance 	200 	200
Other Charges 	$17,900 	$17,900
Infectious Disease Control 	$232,900 	$232,900

-- 199 of 594 --

City of Evanston
Dental Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Number of clients registered at Clinic 	1600 	1,600 	1,600
2. Number of preventive visits 	1,200 	1,400 	1,400
3. Number of restorative visits 	1,400 	1,400 	1,400
50 	50 	50
5. Number of sealants applied 	1,000 	1,100 	1,100
3,000 	2,000 	2,000
200 	100 	100
3,500 	3,000 	3,000
9. Number of referrals made 	35 	25 	25
10. Number of new clients served 	280 	280 	280
11. Number of appointments kept 	1,900 	1,900 	1,900
12. Number of children complete and on recall 	700 	700 	700
13. Number of children incomplete w dental work or
overdue for check-up 	700 	700 	700
3.40 	3.30 	3.30
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
4. Number receiving emergency care
6. Number receiving dental screening
7. Number of dental health education programs
8. Number of dental health education participants
1. Complete an Evanston oral health needs assessment by February 2004.
Comprehensive preventive, restorative, educational and emergency services are provided to children on a sliding fee
scale. These services include, but are not limited to, the following: prophylaxis and fluoride treatments, x-rays, decay-
preventive sealants, restorations, root canal therapy, minor orthodontic and surgical procedures and instructions on
proper self care. The Dentist and Dental Health Educator conduct dental health education programs and screenings for
preschool and school age children in cooperation with Evanston School District #65 throughout the school year.

-- 200 of 594 --

City of Evanston
Dental Services
2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Dental Assistant
0.5 PPT Dental Health Educator
Regular Pay Permanent 	57,700 	57,700
Permanent Part Time 	88,000 	88,000
Personal Services 	$145,700 	$145,700
Other Equipment Maintenance 	600 	600
Training and Travel 	300 	300
Automobile Allowance 	100 	100
Telephone Chargebacks 	1,800 	1,800
Membership Dues 	100 	100
Contractual Services 	$2,900 	$2,900
Books, Publications, Maps 	300 	300
Medical & Lab Supplies 	16,000 	16,000
Office Supplies 	500 	500
Commodities 	$16,800 	$16,800
Medical Insurance 	11,800 	11,800
Life Insurance 	200 	200
Other Charges 	$12,000 	$12,000
Personal Computer Equipment 	800 	800
Office Machines & Equipment 	2,200 	2,200
Capital Outlay 	$3,000 	$3,000
Dental Services 	$180,400 	$180,400

-- 201 of 594 --

City of Evanston
Adult Health
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
assessment 	500 	600 	700
500 	600 	700
800 	800 	750
150 	175 	200
2,000 	2,200 	2,900
30 	30 	30
1,400 	1,500 	1,700
100 	125 	125
11 	11 	11
2 	3 	2
3 	4 	3
2.53 	2.53 	2.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
4. Number receiving flu/pneumonia vaccine
5. Number of Education/Service Program
5a. Number of people in Education Programs
6. Number receiving nutritional education
7. Number of long term care licensure reviews by
Evanston Health Department
8. Number of long term care complaints/incident
investigations by Evanston Health Department
9. Total number of long term care inspection visits
1. Number of adults in Cardiovascular screening
1a. Number receiving HTN screening
2. Number of client visits to Homeless Clinic
3. Number receiving Cholesterol screening
1. Expand outreach efforts in providing flu/pneumonia vaccination to a greater number of vulnerable/minority persons by
December 2003.
This program is designed to identify adult populations that are recognized as having a high risk of developing cardiovascular and
other chronic diseases. The goal is to decrease the risk and stabilize chronic conditions through screening, education programs and
monitoring activities. Adult screening offers testing of blood pressure, HDL blood cholesterol, health history, height/weight
consultation and referral. Education programs are conducted at selected locations in the community including churches as part of
health fairs and food distribution sites.
The Evanston Health Department licensure process is conducted in order to review the LTC facility compliance with the Evanston
Long Term Care Ordinance and also assures compliance with the state law and the Illinois Department of Public Health (IDPH)
regulations.
The Evanston Health Department Laboratory services are also provided when indicated.

-- 202 of 594 --

City of Evanston
Adult Health
2002-2003
Appropriation
2003-2004
Approved
1 Division Chief
1 Public Health Nurse
Regular Pay Permanent 	125,300 	98,300
Permanent Part Time 	25,900 	25,900
Special Project Employees 	9,200 	9,200
Personal Services 	$160,400 	$133,400
Printing 	200 	200
Office Equipment Maintenance 	100 	100
Other Professional Services 	22,000 	22,000
Training and Travel 	300 	300
Telephone Chargebacks 	3,600 	3,600
Membership Dues 	400 	400
Contractual Services 	$26,600 	$26,600
Books, Publications, Maps 	500 	500
Medical & Lab Supplies 	3,000 	18,000
Office Supplies 	700 	700
Commodities 	$4,200 	$19,200
Medical Insurance 	11,800 	11,800
Life Insurance 	300 	300
Other Charges 	$12,100 	$12,100
Adult Health 	$203,300 	$191,300

-- 203 of 594 --

City of Evanston
Food and Environmental Health
Description of Major Activities
FY 2003-2004 Objectives
1. By February 2004, educate at least 100 community youth to be junior inspectors. These youth will learn how to
identify and help eliminate potential mosquito breeding sources in Evanston.
2. By August 2003, provide prostate cancer education and awareness by screening at least 120 high-risk Evanston
residents.
The Food and Environmental Health Programs provide population based community health services. This includes risk
based food protection activities and community based disease prevention activities. The major programs in this element are
food protection; rodent and public health nuisance inspections; lead poisoning investigations; coordination of community
health planning and education; Health Division cash collections, and administration of the new Illinois Smoke Free
Communities grant.
Food establishment inspections are made as required by the Food Service Code of all facilities serving food. This includes
restaurants, grocery stores, schools, nursing homes, hospitals, church kitchens, day care centers, food processing plants,
temporary food vendors, food vending machines and food delivery vehicles. Reinspections are made when necessary to
assure compliance with applicable ordinances. All suspected cases of foodborne illness are investigated to determine the
cause and prevent a recurrence. Plans for new or remodeled establishments are reviewed and owners are issued Health
Licenses. Environmental Health Practitioners advise and assist food establishment operators on sanitation problems and
conduct Food Manager Training and Certification programs. Food safety training sessions are provided for food handlers
needed.
Environmental Health programs provide inspections, investigations, consultations and educational services. Rodent, insect
and public health nuisance complaints are promptly investigated and appropriate corrective action is taken. Environmental
Health Practitioners conduct educational rodent control activities for neighborhood groups and facilitate extermination
services for serious infestations on public property.
Environmental lead assessments are conducted in dwelling units where children with elevated blood lead levels reside. The
source of lead poisoning is determined and corrective work is required. Health inspections and licensure audits are
performed at licensed day care facilities. Periodic inspections are made of public swimming pools to assure safe and
sanitary conditions. Staff enforce the Evanston Clean Air Act and the Adolescent Tobacco Act licensing tobacco retailers
and prohibiting the sale of tobacco to adolescents under 18 years of age.
Staff identify, develop and assure health promotion and health education activities to keep the community healthy.
Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health Division
Staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff work with community organizations,
businesses, the schools and the faith based community in this effort.
Payment for health services is now accepted at the health reception area. Client billing, cash collection and charge services
are available. Grant payments are tracked.
Youth tobacco prevention, youth and adult tobacco cessation and improved indoor air quality are objectives staff are
addressing for the Illinois Smoke Free Communities Grant. Youth tobacco prevention activities are being coordinated with
the schools, the Evanston Kids Board, the Evanston office of the American Cancer Society and PEER Services. The fact
that over 75% of the restaurants in Evanston are smoke free is being publicized. Seminars and clinics to help youth and
adults quit smoking are being offered.

-- 204 of 594 --

City of Evanston
Food and Environmental Health
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
FOOD PROTECTION ACTIVITIES
1. Current number of food establishments 	352 	354 	354
A. 	High risk facilities 	168 	153 	153
B. 	Medium risk facilities 	101 	111 	111
C. 	Low risk facilities 	81 	90 	90
2. Total number of food inspections performed 	950 	1,088 	1,088
A. 	Routine inspections performed 	700 	788 	788
B. 	Reinspections performed 	160 	100 	100
C. 	Preoperational (constr.) inspections performed 	85 	52 	52
D. 	Temporary operation inspections performed 	180 	103 	103
E. 	Food complaints evaluated/ inspected 	75 	76 	76
3. Food compliance proceedings 	15
4. Holds/ embargoes placed; destruction orders placed 	40 	28 	28
5. A. # of group presentations given 	30 	8 	8
B. # of participants 	600 	318 	318
C. # of food estab.inservice trng sessions given 	25 	4 	4
D. # of participants 	100 	84 	84
6. Consultations provided 	250 	328 	328
7. New or remodel plans reviewed/ approved 	46/40 	42 	42
8. Permits issued, all food types 	100 	102 	102
ENVIRONMENTAL HEALTH
1. Rat & rodent complaints evaluated/ investigated 	200 	190 	175
2. Nuisance complaints evaluated/ investigated 	200 	498 	498
3. Field conferences, field
consultations, & other on-site services
provided 	150 	228 	228
4. Lead inspections performed 	45 	18 	50
5. Environmental samples taken 	265 	290 	350
CASH COLLECTION
Number of grants administered 	14 	16 	10
ILLINOIS SMOKE FREE COMMUNITIES
1. Number of youth participating in
tobacco prevention activities 	3,000 	3,000 	3,000
2. Number of persons in cessation activities 	20 	120 	120
FULL TIME EQUIVALENT POSITIONS 	6.00 	6.30 	6.30
Approved Adjustments in 2003-2004 Budget

-- 205 of 594 --

City of Evanston
Food and Environmental Health
2002-2003
Appropriation
2003-2004
Approved
1 Div. Chief, Community Health Svcs.
2 Environ. Health Practitioner
1 Health Program Coordiantor
1 Sanitarian
1 Secretary II
Regular Pay Permanent 	304,700 	304,700
Overtime Pay Permanent 	2,800 	2,800
Permanent Part Time 	9,200 	9,200
Personal Services 	$316,700 	$316,700
Printing 	1,600 	1,600
Other Professional Services 	3,000 	3,000
Telephone & Telegraph 	2,000 	2,000
Training and Travel 	600 	600
Automobile Allowance 	500 	500
Fleet Service Fund Chargeback 	15,700 	15,700
Telephone Chargebacks 	1,800 	1,800
Membership Dues 	500 	500
Other Contractual Services 	29,700 	29,700
Contractual Services 	$55,400 	$55,400
Books, Publications, Maps 	1,900 	1,900
Licensing/Regulatory Support 	300 	300
Merchandise for Resale 	400 	400
Safety Equipment 	400 	400
Office Supplies 	1,400 	1,400
Other Commodities 	800 	800
Commodities 	$5,200 	$5,200
Medical Insurance 	35,500 	35,500
Life Insurance 	600 	600
Other Charges 	$36,100 	$36,100
Office Machines & Equipment 	600 	600
Capital Outlay 	$600 	$600
Food and Environmental Health 	$414,000 	$414,000

-- 206 of 594 --

City of Evanston
Vital Records
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Number of birth certificates registered 	5,077 	5,117 	5,100
2. Number of deaths registered 	1,448 	1,391 	1,400
59,829 	53,855 	54,000
2.40 	2.40 	2.40
Approved Adjustments in 2003-2004 Budget
3. Number of certified copies issued
FULL TIME EQUIVALENT POSITIONS
1. Prepare an emergency plan in the event of a City of Evanston disaster situation that might require a temporary morgue.
The Department registers all births and deaths in Evanston and compiles certain birth and death data for statistical reports.
Certified copies of birth and death certificates are issued by this office for any birth or death occurring in Evanston. Permits
as required by law are issued to bury or otherwise dispose of a body.

-- 207 of 594 --

City of Evanston
Vital Records
2002-2003
Appropriation
2003-2004
Approved
1 Clerk III
1 Clerk Typist I
Regular Pay Permanent 	81,700 	81,700
Seasonal Employees 	1,100 	1,100
Personal Services 	$82,800 	$82,800
Office Equipment Maintenance 	200 	200
Telephone & Telegraph 	100 	100
Training and Travel 	200 	200
Telephone Chargebacks 	1,300 	1,300
Data Processing Services 	2,500 	2,500
Other Contractual Services 	4,000 	4,000
Contractual Services 	$8,300 	$8,300
Office Supplies 	1,500 	1,500
Photo/Drafting Supplies 	200 	200
Commodities 	$1,700 	$1,700
Medical Insurance 	11,800 	11,800
Life Insurance 	200 	200
Other Charges 	$12,000 	$12,000
Vital Records 	$104,800 	$104,800

-- 208 of 594 --

City of Evanston
Health and Human Services Department Grants
Description of Major Activities
FY 2003-2004 Objectives
Cook County Lead-Based Paint Hazard Control Grant program objectives:
1. Expand rehabilitation programs to control lead-based paint hazards in income eligible privately owned housing where
there is the most need.
2. Maximize rehabilitation in low-income housing units where children are located. Priority will be given to units with
mitigation/abatement notices where there are children with elevated blood lead levels.
Strengthening Early Education and Development (SEED) objectives:
1. Expand capacity through implementing a research-based prevention and early intervention program.
2. Build linkages among stakeholders.
3. Provide outreach to the broader community.
Cook County Lead-Based Paint Hazard Control
Approximately 21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to contain lead-based
paint. Evanston's figures correlate to the age of the housing stock, with 93% of the housing units built prior to 1960,
when lead-based paint was still used. The total number pre-1979 housing units occupied by very low or other low
income is 10,868. Assuming that a lower number of these homes have been abated or remediated, a conservative
estimate is that 90% of these dwelling units (9782) will have lead based paint in them. About 90% these units (8804)
will have lead hazards in some form. The number of low and very low income households in Evanston is 8,716 or 31.2
of Evanston households. Low income homeowners (at or below 80% PMSI) in the first years of home ownership will
be targeted by this grant program.
Strengthening Early Education and Development (SEED)
Through the implementation of Project SEED, the City of Evanston will positively impact the lives of approximately 400
pre-school to kindergarten-aged children, and their families, and will affect system-level change by expanding
Evanston's capacity to build a network of early childhood intervention services. Over the three years of the program's
life, Project SEED will implement the Incredible Years program and evaluate client, system, and process outcomes.
The findings from the project will begin being disseminated at the end of the first year of operation to promote further
buy-in and commitment from the early childhood educators, in-home providers, parents, teachers and human service
planners. The project evaluation plan meets the rigor of traditional design requirements and is innovative in its inclusion
of parent assistant evaluators and other stakeholders in data gathering and in the process and outcome evaluation
analyses. Evaluation data and analysis will be integrated into ongoing strategic planning involving parents, teachers,
mental health and social service planners and will act as a catalyst for attention to early intervention efforts and make the
case for sustaining these critical resources within the Evanston community after the life of the project has ended. This
program is delivered through a contract with Metropolitan Family Services, while the City of Evanston remains the
primary investigator.

-- 209 of 594 --

City of Evanston
2002-2003
Appropriation
2003-2004
Approved
29900 Professional Services 	$124,100
99900 Services Billed Out 	($135,000)
73900 Metropolitan Family Services 	$362,600
99900 Services Billed Out 	($400,000)
Total - Health Department Grants 	($48,300)
Cook County Lead-Based Paint Hazard Control
Strengthening Early Education and Development (SEED)
Health Department Grants

-- 210 of 594 --

City of Evanston
Community Intervention Services
Three Year Fiscal History
$288,000
$258,000	$232,767
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.35%

-- 211 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Community Intervention Services 	232,767 	288,000 	212,499 	258,000
Total 	232,767 	288,000 	212,499 	258,000
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Community Intervention Services
Implemented the successful transition of emergency assistance services from the City of Evanston to Evanston Township.

-- 212 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
2,000 	1,919 	1,500
12,000 	6,000
2,000 	3,000
10 	10
550 	600
7 	12
300 	600
4.00 	2.00 	3.60
Approved Adjustments to 2001-2002 Budget
Homeless Task Force
FULL TIME EQUIVALENT POSITIONS
Total households assisted
Households assisted for emergency shelter
ADA Committee
City of Evanston
Community Intervention Services
Applications for assistance
Referrals to Different Agencies
SPIN meetings held for interagency intervention and case plans.
1. Develop and implement a Language Program throughout City Departments, which will assist residents who are
limited-English proficient.
2. Review and assist each City Department in completing their self-evaluation questionnaires for ADA
compliance.
Community Intervention Services (CIS) includes a variety of direct and contract services designed to address the
needs of special populations within the community. CIS includes outreach and a practical assistance service to
those populations for who English is not a primary language. CIS staff also coordinate City responses to persons
with disabilities, including an Adaptive Device Program, and monitoring City compliance with the American With
Disabilities Act. CIS staff manages City funding of homelessness assistance programs, including City funding of
Evanston Township for emergency assistance, and the federal Emergency Shelter Grant program. CIS provides
staff support to the Homeless Task Force, Citizen's Advisory Committee on Compliance with the Americans with
Disabilities Act, and Bilingual Service Provider's Exchange.
*Note: This element was previously titled "Emergency Assistance Services".

-- 213 of 594 --

City of Evanston
Community Intervention Services
2002-2003
Appropriation
2003-2004
Approved
1 Administrative Aide
1 Community Intervention Coordinator
1 Outreach Specialist
Regular Pay Permanent 	90,300 	90,300
Seasonal Employees 	1,900 	1,900
Personal Services 	$92,200 	$92,200
Printing 	300 	300
Office Equipment Maintenance 	100 	100
Postage Chargebacks 	900 	900
Training and Travel 	300 	300
Telephone Chargebacks 	6,100 	6,100
Membership Dues 	100 	100
Copy Machine Charges 	1,000 	1,000
Other Contractual Services 	173,000 	143,000
Contractual Services 	$181,800 	$151,800
Books, Publications, Maps 	100 	100
Office Supplies 	700 	700
Commodities 	$800 	$800
Contingencies 	200 	200
Medical Insurance 	11,800 	11,800
Life Insurance 	300 	300
Other Charges 	$12,300 	$12,300
Office Machines & Equipment 	900 	900
Capital Outlay 	$900 	$900
Emergency Assistance Services 	$288,000 	$258,000

-- 214 of 594 --

City of Evanston
Mental Health & Purchased Services
Three Year Fiscal History
$1,046,900 $1,016,800
$1,242,870
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
1.38%

-- 215 of 594 --

Financial Summary
2003-2004
Appropriation 	2003-2004
2001-2002 	2002-2003 	Board 	Appropriation
Actual 	Appropriation 	Proposed 	Approved
Administration 	101,900 	105,000 	105,000 	105,000
Purchased Services 	1,058,860 	858,900 	858,900 	828,900
Homeless Services 	81,710 	83,000 	83,000 	83,000
Mental Health Board and
Community Purchased Services 	1,242,470 	1,046,900 	1,046,900 	1,016,900
Notes for Financial Summary
Description of Major Activities
Performance Report on FY2002-03 Major Program Objectives
City of Evanston
Mental Health Board and Community Purchased Services
The Evanston Mental Health Board (MHB) is a policy-making board established in 1969. The MHB's enabling legislation states
mental health services shall be provided for Evanston residents with mental disorders, developmental disabilities, and alcohol and
drug abuse problems. To accomplish this, the MHB funds, plans, monitors and evaluates local mental health services. The MHB
allocates funds from its budget for community mental health services by evaluating agencies, determining its own goals and objectives
and developing funding guidelines, criteria and priorities. An annual contract is written. Data is collected from each funded program
and agencies are monitored for contract compliance. For FY2003-2004, the MHB began the development of new funding priorities to
reflect the broader funding concerns as a result of the incorporation of the Community Purchased Service allocations.
Agency Monitoring. The Mental Health Board (MHB) continued to monitor its funded agencies. Monthly statistical reports
were received about the services provided. On a quarterly basis, the MHB received narrative reports from agencies regarding
outcome measures; changes in client population; neighborhood issues; licensing concerns; and emerging problems. In addition,
each MHB member served as an Agency Liaison for one or two agencies, to monitor the use of MHB funds and other public funds
for mental health services.
Community Education. With the Commission on Aging and twenty social service organizations, the MHB cosponsored the
fourth annual "Aging Well: Choices and Myths" about mental health issues for older adults. Approximately 150 people attended
the conference that included a keynote address and ten educational discussion groups.
The Proposed FY2004 budget includes combining the Community Purchased Services expenditures with the Mental Health Board
expenditures. As a result, the increases seen here are directly related to reductions within the Community Purchased Services
elements.

-- 216 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Assistant Director, Mental Health
0.5 Secretary II
Regular Pay Permanent 	83,300 	83,300
Personal Services 	$83,300 	$83,300
Postage Chargebacks 	1,500 	1,500
Training and Travel 	200 	200
Automobile Allowance 	600 	600
Telephone Chargebacks 	1,300 	1,300
Membership Dues 	1,500 	1,500
Copy Machine Charges 	4,000 	4,000
Contractual Services 	$9,100 	$9,100
Books, Publications, Maps 	600 	600
Office Supplies 	800 	800
Commodities 	$1,400 	$1,400
Contingencies 	300 	300
Medical Insurance 	8,900 	8,900
Life Insurance 	200 	200
Other Charges 	$9,400 	$9,400
Personal Computer Equipment 	1,800 	1,800
Capital Outlay 	$1,800 	$1,800
Mental Health Board Administration 	$105,000 	$105,000
Mental Health Board Administration
City of Evanston

-- 217 of 594 --

2003-2004
2002-2003 	Board 	2003-2004
Agency 	Appropriation 	Proposed 	Approved
Childcare Network of Evanston 	128,900 	130,695 	130,700
Saint Francis / Comprehensive Mental Health Center 	7,000 	-
Evanston Community Defender 	46,000 	46,000 	46,000
The Family Institute 	5,000 	-
Evanston/Skokie Valley Senior Servces 	31,900 	31,900 	31,900
Metropolitan Family Services 	90,500 	93,215 	93,200
Family Focus / Evanston 	42,000 	42,000 	42,000
PEER Services 	71,800 	71,800 	71,800
Dimensions MISA Collaboration 	58,000 	61,000 	61,000
Connections for the Homeless 	26,300 	32,000 	28,300
Housing Options 	20,400 	25,000 	22,400
SHORE: Community Services 	40,800 	42,990 	43,000
Trilogy / Evanston Office 	6,000 	6,000 	6,000
NTSW 	8,000 	-
Child Care Center of Evanston 	18,500 	18,500 	18,500
Infant Welfare Society / Teen Baby Nursery 	89,000 	89,000 	80,000
Youth Organizations Umbrella 	90,400 	90,400 	90,400
Youth Job Center 	14,000 	14,000 	8,000
Legal Assistance Foundation of Metropolitan Chicago 	47,800 	47,800 	44,000
BE-HIV 	16,600 	16,600 	11,700
TOTAL 	858,900	$ 	858,900	$ 	828,900	$
City of Evanston
Mental Health Board and Purchased Services

-- 218 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Projected 	Projected
403 	450 	200
350 	350 	350
City of Evanston
Homeless Services
Persons Served at:
EEAC- Evanston Ecumenical Action Council
Connections for the Homeless
FULL TIME EQUIVALENT POSITIONS
1. To provide emergency and transitional shelter at Hilda’s Place. a minimum of 12 hours per night, seven days a week,
365 days a year.
2. To provide daytime shelter to overnight guests from Hilda's Place.
3. To provide assistance with and access to resources for employment, education and social services.
4. To provide coordination for the activities of the afternoon warming shelters that are run by various local community
churches.
5. To provide supportive services, including comprehensive case management, substance abuse counseling, mental health
counseling, psychiatric evaluation, housing placement, vocational assistance, job placement, and life skills training.
Connections for the Homeless
The agency operates Hilda’s Place, a year-round, fixed-site emergency and transitional overnight shelter for adult men and
women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the year.
Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly in-person
psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with Night Supervisors
and the Mental Health Case Manager; (c) personnel costs associated with the Substance Abuse Case Manager, (d)
operational services and supplies for the shelter; and, (e) costs associated with the repairs and maintenance of the shelter;
and (f) shelter rent.
Evanston Ecumenical Action Council
The agency operates the Hospitality Center for the Homeless which operates on a year-round basis and is open five days a
week, Monday through Friday. The Hospitality Center provides guests with shelter from the elements during the day,
ongoing case management services, and an on-site social worker and employment counselor. The Hospitality Center also
provides a telephone with voicemail and fare for transportation to enable its guests to get to work, job-related interviews
and appointments for entitlements and other benefits. When needed, the Hospitality Center provides hats, scarves, gloves,
umbrellas and other clothing items. The Center also provides support services to assist guests to make the transition to a
more stable living condition. The Director of the Hospitality Center is also responsible for coordination of afternoon
warming centers during the winter months. Emergency Shelter Grant Program funds will support the general operating
expenses of the Hospitality Center and the salary of the employment counselor.

-- 219 of 594 --

2002-2003
Appropriation
2003-2004
Approved
697.73100 	Connections for the Homeless 	$66,200 	$66,200
697.73200 	Evanston Ecumenical Action Council (EEAC) 	$16,800 	$16,800
Total 	$83,000 	$83,000
City of Evanston
Homeless Services

-- 220 of 594 --

City of Evanston
Commission on Aging
Three Year Fiscal History
$218,700
$302,700
$196,457
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.41%

-- 221 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Commission on Aging 	85,659 	90,300 	87,859 	90,300
Subsidized Taxi Program 	110,798 	128,400 	182,840 	212,400
Total Expenditures 	196,457 	218,700 	270,699 	302,700
Revenues
Long Term Care Ombudsman Grant 	17,862 	17,862 	19,255
Participant Contributions 	54,400 	54,400 	108,000
Total Revenues 	72,262 	72,262 	127,255
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Commission on Aging
Commission on Aging:
1. City staff are developing a list of volunteers willing to assist seniors and persons with disabilities with leaf raking and
snow shoveling. City staff continue to work with the Community Service Department of Evanston Township High School and
Northwestern University to obtain volunteers. Notice of the need for volunteers has been included in City publications,
Highlights, and local newspapers.
2. Requests for assistance with yard work have been limited, but this appears to be an area of interest to residents. Several
requests for this service have come from Property Standards staff, on behalf of residents who are experiencing difficulty with
property maintenance. Staff have begun to survey neighboring communities to assist in developing a volunteer-based yard
work program.
3. The Assisted Living and Shared Housing Act went into effect January 2002. It is not anticipated that any facilities will be
licensed prior to January 2003. The Commission will need to monitor the implementation of these regulations in facilities
advertising assisted living services and determine the need for local regulation.
4. The Evanston Senior Services Providers Exchange Guide will be ready for distribution October 2002. City staff continue
to update and distribute two publications on City services and local agencies that serve seniors. A proposed Senior Services
Guide, to be published in conjunction with the Levy Center, was postponed although some of the information previously
included in that guide was incorporated into the Evanston Senior Services Providers Exchange Guide.
5. Information about Commission programs and any events sponsored by the Commission is located on the City's web site.
City staff will explore the option of including information published in the Evanston Senior Services Providers Exchange
Guide and in other program publications on the City's web site.
6. In 2001-2002, the Commission, in conjunction with the Legal Assistance Foundation of Chicago, received funding from the
National Family Caregiver Support Program to develop a resource guide and training materials to use in the development of
family-run councils in nursing homes. The Commission received additional funds to support the development of councils in
area nursing homes. Commission staff and interns have worked with four nursing homes to obtain facility cooperation and to
support and train family members in council development.

-- 222 of 594 --

City of Evanston
Commission on Aging
Taxi Program:
1. The program demonstrated significant growth this fiscal year. At the direction of the members of the City Council, the
reimbursement to taxicab companies increased to $5.00 per cab coupon in FY 2001-2002. Program usage increased, with
marked increases in program revenue and cost to the City. Ridership averaged 111 cab trips per day.
2. Program materials were revised to include changes in coupon worth and the complaint process.
3. Information about the Subsidized Taxicab Program, including changes in the program and the complaint process were
presented through articles in City publications and through community presentations.
4. In collaboration with the City Collector's Office, staff monitored complaints from program users. Staff noted decreases in
complaints about driver timeliness and response to passengers. An increase in compliments about driver helpfulness was also
noted.

-- 223 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1,400 	1,500 	1,500
1 	1 	1
1,700 	1,700 	2,000
5,400 	5,756 	6,500
107 	110 	130
15 	15 	15
2 	4 	4
4 	4 	4
120 	120 	120
1.50 	1.50 	1.50
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Older Adult Services Directory updates
3. Nursing home residents assisted by Long-Term Care
7. COA programs/forums co-sponsored
8. Coordination of Evanston Senior Services Providers
9. Handyman Visits
City of Evanston
Commission on Aging
1. Callers given information, assistance or referral
6. Resident councils at nursing homes and senior housing
4. Visit-hours by nursing home volunteers
5. Complaints handled by the Ombudsman Program
1. Coordinate with the Community Intervention Division and other City departments and community agencies to schedule
public forums and develop and distribute printed materials describing resources available to seniors and other citizens at
risk of foreclosure by April 2003.
2. Evaluate the need for the development of a yard work program for low-income seniors by May 2003.
3. Establish regular office hours at the Levy Senior Center by May 2003.
4. Evaluate the need for the development of an Accessibility sub-committee of the Commission by July 2003.
The Commission on Aging advocates for older residents; operates the Long-Term Care Ombudsman Program; trains and
places volunteers in long-term care facilities to advocate for the residents of these facilities; provides information,
assistance and referral services to callers; provides education to the elderly and their families about services for the older
person; makes in-home assessments of at-risk seniors living in the community; works with other City departments and
community agencies to coordinate the response to citizens in need of assistance; provides technical assistance to agencies
in funding and coordination of planning for services; advises agencies, organizations, the community and City Council on
the needs of local older adults; encourages and facilitates activities between generations; administers the subsidized
taxicab program with the City Collector's Office and administers a Handyman Program in conjunction with CEDA
Neighbors at work.

-- 224 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Long Term Care Ombudsman
.5 Secretary II
Regular Pay Permanent 	68,600 	68,600
Overtime Pay Permanent 	1,000 	1,000
Personal Services 	$69,600 	$69,600
Other Professional Services 	300 	300
Telephone & Telegraph 	100 	100
Postage Chargebacks 	2,100 	2,100
Training and Travel 	100 	100
Automobile Allowance 	600 	600
Telephone Chargebacks 	1,800 	1,800
Membership Dues 	300 	300
Copy Machine Charges 	2,200 	2,200
Other Contractual Services 	2,800 	2,800
Contractual Services 	$10,300 	$10,300
Books, Publications, Maps 	500 	500
Office Supplies 	400 	400
Commodities 	$900 	$900
Contingencies 	500 	500
Medical Insurance 	8,900 	8,900
Life Insurance 	100 	100
Other Charges 	$9,500 	$9,500
Commission on Aging 	$90,300 	$90,300
City of Evanston
Commission on Aging

-- 225 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1,947 	1,331 	1,600
176 	161 	268
70 	111 	115
3 	3 	3
31,750 	52,471 	54,000
38,457 	96,833 	126,000
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Total persons registered
2. New registrations in fiscal year
5. Coupon Activity:
Sales (number of coupons sold)
Reimbursements to drivers (cost to City)
4. Coupon distribution centers
City of Evanston
Subsidized Taxi Program
3. Average number of trips per day
1. Work with the staff of the City Collector's office to incorporate a program user into the driver training program by March
2003.
2. Work with the staff of the City Collector's office to increase program user representation on the Taxicab Advisory Board
by April 2003.
3. Work with staff of the City Collector's office to monitor the effectiveness of the complaint process and the driver training
program by June 2003.
The Subsidized Taxi Program provides taxicab service twenty-four hours, seven days a week to Evanston citizens, 60
years or older and to mobility limited residents. Coupons may be purchased by program participants for $2.00. The
coupons are returned by the taxi companies to the City for reimbursement. At the direction of the members of the City
Council the reimbursement was increased from $3.50 to $5.00 per coupon in FY 2001-2002. The program is jointly
administered by the Commission on Aging and the City Collector.

-- 226 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Printing 	800 	800
Copy Machine Charges 	1,500 	1,500
Contractual Services 	$2,300 	$2,300
Office Supplies 	100 	100
Commodities 	$100 	$100
Coupon Payments - Cab Subsidy 	126,000 	210,000
Other Charges 	$126,000 	$210,000
Subsidized Taxi Program 	$128,400 	$212,400
City of Evanston
Subsidized Taxi Program

-- 227 of 594 --

City of Evanston
Public Works
Three Year Fiscal History
$368,300
$378,300
$397,310
$350,000
$355,000
$360,000
$365,000
$370,000
$375,000
$380,000
$385,000
$390,000
$395,000
$400,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.51%

-- 228 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Director of Public Works 	142,760 	135,200 	136,766 	135,200
Municipal Service Center 	254,550 	233,100 	225,228 	243,100
Total 	397,310 	368,300 	361,994 	378,300
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Public Works
Provided training sessions for AFSCME supervisors.
Implemented the new street cleaning program for streets with parking on one side.
Developed a five-year paving plan at a funding level of $1.7 million per year ($1.2 Million in MFT funds supplemented
with an additional $500,000 per year in CIP bond funds). City Council adopted the program.
Successfully moved the City Public Works/Parks, Forestry and Recreation storage facility from leased space on Dewey
Avenue to the Recycling Center, saving about $50,000 per year.
In conjunction with Parks/Forestry and Recreation, provided project management for the development of the City’s bike
plan which is proposed to be implemented over the next 3-5 years.
Participated in the planning (design review, coordination with Parking Committee, operational issues, art components,
etc.) of the proposed Sherman Plaza Garage.
Implemented evening and overnight enforcement of parking regulations and the downtown area, as well as other areas
throughout the City.
Pursued alternative special assessment procedures and continued marketing the program in an attempt to increase the
number of alleys paved each year (Results = 2 alleys paved by S.A. in 2002-03, at least 9 proposed in 2003-04.)

-- 229 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
6 	6 	6
20 	20 	25
Parking Committee Meetings 	11 	11 	11
Supervisor Training Sessions 	10 	10 	10
2.00 	1.00 	1.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Meetings/Hearings of Board of Local Improvements
City of Evanston
Director of Public Works
Flood and Pollution Control Meetings
1. Implement a web-based Service Request Tracking system by December 2003.
The Director of Public Works manages the planning, construction and maintenance of public improvements and the delivery
of public works services. This includes the design and implementation of work programs and construction activities to
accomplish policies and goals formulated by the City Council and the City Manager. The Director also assists in developing
alternative solutions to community problems for consideration by the Mayor and Council. Divisions within the Department
of Public Works include Streets and Sanitation, Transportation, Fleet Services, Water and Sewer Utilities and Municipal
Service Center operations.

-- 230 of 594 --

City of Evanston
2002-2003
Appropriation
2003-2004
Approved
1 Director of Public Works
Regular Pay Permanent 	109,700 	109,700
Personal Services 	$109,700 	$109,700
Telephone & Telegraph 	2,000 	2,000
Postage Chargebacks 	300 	300
Training and Travel 	100 	100
Fleet Service Fund Chargeback 	12,100 	12,100
Telephone Chargebacks 	1,000 	1,000
Membership Dues 	1,000 	1,000
Copy Machine Charges 	1,000 	1,000
Contractual Services 	$17,500 	$17,500
Books, Publications, Maps 	300 	300
Office Supplies 	1,000 	1,000
Commodities 	$1,300 	$1,300
Contingencies 	500 	500
Medical Insurance 	5,900 	5,900
Life Insurance 	300 	300
Other Charges 	$6,700 	$6,700
Director of Public Works 	$135,200 	$135,200
Director of Public Works

-- 231 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1 	1 	1
2 	2 	2
1 	1 	1
1 	1 	1
12 	12 	12
52 	52 	52
4 	4 	4
0.50 	1.00 	1.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Municipal Service Center
3. Conduct annual lighting fixture cleanup
2. Coordinate fire drills with Fire Prevention Bureau
4. Complete annual clean up of second floor warehouse
5. Conduct monthly fire extinquisher inspection
6. Conduct weekly inspection of eyewash stations
7. Quarterly inspection of 63 overhead doors
FULL TIME EQUIVALENT POSITIONS
1. Conduct annual exterior storage bin cleanup by all user
departments
1. Complete fence replacement at the Oakton Avenue facility by July.
2. Complete computer inventory program of all items in the first floor warehouse by December.
3. Assist with painting exterior of building by October.
4. Complete feasibility study to replace salt dome by June.
5. Continue preventative maintenance program for parking deck.
6. Complete installation of phase 2 (Building B) security door lock system by December.
The Municipal Service Center serves as the base of operations for all field service personnel and equipment. It
provides operating space for the Public Works Department divisions of Streets and Sanitation, Traffic Engineering,
Parking and Parking Enforcement, and Fleet Services, as well as for the Parks, Forestry and Recreation Department
and the Facilities Management Department. The building includes maintenance garages, workshops, warehousing,
office and employee areas, materials storage and vehicle garages as well as the salt storage dome. Bulk products and
supplies are dispersed from this location for all departments of the City government. The Center contains one
dwelling unit for a city employee as well as the parking Enforcement Division which allows for continuous on-site
security and surveillance. The Center also provides office and operating space for the Summer Youth Program.
Additionally the Center is now providing space for recycling spent lamps and household battery recycling storage.
Beginning with FY2003/04 costs to operate the former Recycling Center on Oakton Avenue will be identified here
because that facility will now provide seasonal storage for City equipment when not in use.

-- 232 of 594 --

City of Evanston
2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 	37,200 	37,200
Personal Services 	$37,200 	$37,200
Building Maintenance Services 	40,000 	40,000
Electricity 	3,600 	3,600
Gas 	41,600 	41,600
Fleet Service Fund Chargeback 	5,600 	5,600
Telephone Chargebacks 	500 	500
Rentals 	1,000 	1,000
Other Contractual Services 	25,000 	25,000
Contractual Services 	$117,300 	$117,300
Agricultural/Botanical Supplies 	2,500 	2,500
Clothing 	24,700 	34,700
Janitorial Supplies 	5,500 	5,500
Building Maintenance Material 	15,000 	15,000
Safety Equipment 	22,700 	22,700
Office Supplies 	500 	500
Commodities 	$70,900 	$80,900
Contingencies 	500 	500
Other Charges 	$500 	$500
Other Machines & Equipment 	7,200 	7,200
Capital Outlay 	$7,200 	$7,200
Municipal Service Center 	$233,100 	$243,100
Municipal Service Center

-- 233 of 594 --

City of Evanston
City Engineer
Three Year Fiscal History
$573,800
$608,600
$565,900
$540,000
$550,000
$560,000
$570,000
$580,000
$590,000
$600,000
$610,000
$620,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.83%

-- 234 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
City Engineer 	565,900 	573,800 	591,700 	608,600
Total 	565,900 	573,800 	591,700 	608,600
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
City Engineer

-- 235 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
90% 	100% 	100%
90% 	90% 	90%
2 Alleys 	3 Alleys 	9 Alleys
10.00 	9.00 	9.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Plans and Specifications ready for bidding by May 1, 2002
City of Evanston
City Engineer
Number of alleys paved by special assessment
Construction completed by September 30, 2002
1. Complete spot sewer repair and sewer replacement project prior to resurfacing streets.
2. Complete the street maintenance and resurfacing programs by October 31.
3. Complete the 50/50 Sidewalk and Block curb programs by October 31.
4. Complete the ADA curb ramp program by October 31.
5. Continue the Asbury Avenue Bridge Study - complete phase 2 engineering by December 31.
6. Complete Central/Crawford/Gross Point Road Signals Design by August 2003 and begin construction.
The Engineering Section administers and supervises the field construction of all Motor Fuel Tax, General Funds, Community
Development Block Grant and Special Assessment construction projects, provides engineering services for street, alleys,
sewer and watermain projects, street lighting projects and furnishes engineering services for other City Departments as
required, oversees construction involving the public right-of-way, coordinates the Block and 50/50 Sidewalk and Curb
Replacement Programs, and attends meetings with technical personnel from other communities on behalf of the City.
Engineering investigates and coordinates various funding sources to improve the City infrastructure. The Engineering Section
is also responsible for review and approval of private development plans and utility permits.

-- 236 of 594 --

City of Evanston
2002-2003
Appropriation
2003-2004
Approved
1 Civil Eng. I
3 Civil Engineer II
3 Engineering Aide II
1 Executive Secretary
1 Senior Engineer
Regular Pay Permanent 	464,600 	464,600
Overtime Pay Permanent 	- 	3,000
Temporary Salaries 	- 	2,000
Personal Services 	$464,600 	$469,600
Photographers/Blueprints 	100 	100
Office Equipment Maintenance 	1,400 	1,400
Other Equipment Maintenance 	300 	300
Other Professional Services 	900 	900
Telephone & Telegraph 	4,000 	4,000
Postage Chargebacks 	100 	100
Training and Travel 	1,000 	1,000
Automobile Allowance 	1,200 	1,200
Fleet Service Fund Chargeback 	31,200 	41,000
City Wide Training 	4,000 	4,000
Telephone Chargebacks 	4,100 	4,100
Membership Dues 	600 	600
Copy Machine Charges 	2,500 	2,500
Contractual Services 	$51,400 	$61,200
Books, Publications, Maps 	500 	500
Minor Equipment & Tools 	700 	700
Safety Equipment 	200 	200
Office Supplies 	800 	800
Photo/Drafting Supplies 	800 	800
Personal Computer Software 	- 	20,000
Commodities 	$3,000 	$23,000
Contingencies 	200 	200
Medical Insurance 	53,200 	53,200
Life Insurance 	900 	900
Other Charges 	$54,300 	$54,300
Personal Computer Equipment 	500 	500
Capital Outlay 	$500 	$500
City Engineer 	$573,800 	$608,600
City Engineer

-- 237 of 594 --

City of Evanston
Traffic Engineering
Three Year Fiscal History
$2,558,400 	$2,567,400
$2,233,532
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
3.48%

-- 238 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Traffic Engineering 	361,952 	403,200 	369,801 	412,200
Traffic Signs 	244,997 	250,800 	249,166 	250,800
Traffic Signals and Streetlights 	632,794 	684,100 	653,084 	684,100
Parking Ticket Processing 	36,384 	47,700 	59,105 	47,700
Parking Enforcement 	717,405 	905,400 	840,226 	905,400
School Crossing Guards 	240,000 	267,200 	267,200 	267,200
Total Expenditures 	2,233,532 	2,558,400 	2,438,582 	2,567,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Traffic

-- 239 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
200 	225 	225
1,650 	1,750 	1,775
275 	275 	285
600 	575 	600
200 	275 	275
6. Obstruction permit review and site visits 	500 	550 	650
5.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Service requests received and answered
3. Development plans reviewed
City of Evanston
Traffic Engineering
1. Aldermanic requests received and answered
4. Traffic counts made
5. Traffic studies
1. Complete the construction work on Ridge Avenue, Davis Street, and Church Street signal interconnect project by
November of 2003.
2. Construct raised median separating south bound Ridge and Green Bay traffic at Clark Street, and to make other
improvements to enhance traffic safety and operation conditions.
3. Design and install truck route signs at major entrances to the City and at other major intersections.
4. Construct all traffic calming devices approved by City Council through July of 2003 by October of 2003.
5. Apply for funding for design and construction of Chicago - Sheridan corridor and Emerson/Green Bay/Ridge corridor
signal interconnect project. If funding is approved, complete design and engineering work by 2004 (with construction to
follow in 2005.)
6. In conjunction with Parks & Recreation Department and Planning Department, to apply for design and engineering
funds for the Evanston Bike System Plan by December of 2003.
This element manages and administers the operations of the Traffic Engineering Division, and performs engineering work
to assist with the planning, implementation and monitoring of traffic engineering projects. Traffic counts are made and
reviewed; signal timings are updated; and intersection control studies are performed. Traffic-related suggestions, requests
and complaints from citizens, aldermen, police, and staff are investigated. This element also reviews plans to ensure that
future developments have adequate access, circulation, loading, and parking. The City's Traffic Calming Program, a
cooperative effort between citizens and staff to slow and reduce traffic in neighborhoods, is also administered by this
element.

-- 240 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Civil Engineer II
1 Dep. Dir of Public Work
1 Executive Secretary
2 Senior Traffic Engineer
Regular Pay Permanent 	332,200 	332,200
Printing 	8,600 	8,600
Office Equipment Maintenance 	100 	100
Other Equipment Maintenance 	300 	300
Telephone & Telegraph 	3,900 	3,900
Postage Chargebacks 	3,600 	3,600
Training and Travel 	500 	500
Automobile Allowance 	1,200 	1,200
Fleet Service Fund Chargeback 	12,600 	12,600
Telephone Chargebacks 	6,300 	6,300
Membership Dues 	800 	800
Copy Machine Charges 	200 	200
Contractual Services 	$38,100 	$38,100
Books, Publications, Maps 	200 	200
Minor Equipment & Tools 	1,200 	1,200
Safety Equipment 	200 	200
Office Supplies 	800 	800
Photo/Drafting Supplies 	100 	100
Contingencies 	100 	100
Medical Insurance 	29,500 	29,500
Life Insurance 	800 	800
Other Charges 	$30,400 	$30,400
Traffic Engineering 	$403,200 	$412,200
Traffic Engineering
City of Evanston

-- 241 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
250 	250 	250
1,600 	1,600 	1,600
5,000 	5,000 	5,000
1,000 	1,000 	1,000
25 	25 	25
30,000 	35,000 	3,500
500 	600 	500
750 	750 	750
3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Signs repaired/replaced
3. Signs fabricated (includes temporary signs)
7. Crosswalks, legends, arrows
8. Parking stalls marked
City of Evanston
Traffic Signs
1. Signs removed
6. Linear feet of pavement marking applied
4. New signs installed
5. Special events coordinated
1. Complete fine-tuning of way finding signs by June 1, 2003.
2. Replace worn out signs through December 2003.
3. Continue to perform traffic control on special events through December 2003.
The Traffic Signs element has major activities in three areas: traffic signs, pavement markings and special events. In the traffic
signs area, all regulatory, warning, and guide signs on the right-of-way are installed, maintained, replaced, or removed as
necessary. Also, decorative banners on street light poles are installed and removed according to guidelines approved by City
Council.
In the pavement marking area, paints and thermoplastic markings are applied to the pavement by City crews and by contractors
under supervision of the City. This includes lane markings, centerlines, crosswalks, arrows, legends, and parking stalls.
Traffic control for special events is provided by this element, ranging from small events such as block parties to large events
such as Northwestern football games and the City's 4th of July festivities.

-- 242 of 594 --

2002-2003
Appropriation
2003-2004
Approved
3 Traffic Sign Repairer
Regular Pay Permanent 	136,100 	136,100
Overtime Pay Permanent 	10,000 	10,000
Other Equipment Maintenance 	400 	400
Training and Travel 	300 	300
Fleet Service Fund Chargeback 	34,100 	34,100
Contractual Services 	$34,800 	$34,800
Minor Equipment & Tools 	1,600 	1,600
Traffic Control Supplies 	48,000 	48,000
Commodities 	$49,600 	$49,600
Medical Insurance 	18,100 	18,100
Life Insurance 	200 	200
Other Charges 	$18,300 	$18,300
Other Machines & Equipment 	2,000 	2,000
Capital Outlay 	$2,000 	$2,000
Traffic Signs 	$250,800 	$250,800
Traffic Signs
City of Evanston

-- 243 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
30 	30 	30
100 	100 	100
12 	12 	12
1,300 	1,300 	1,300
1,200 	1,200 	1,200
900 	900 	900
1,000 	1,000 	1,000
400 	400 	400
4.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Traffic Signals and Street Light Maintenance
1. Signals cleaned
6. Signal bulbs replaced
4. Street light bulbs replaced
5. Street light repairs made
7. Signal repairs made
8. Hours of night patrol for outages
FULL TIME EQUIVALENT POSITIONS
2. Controllers serviced
3. Arterial timings checked
1. Complete the first phase of the street light upgrade project by the end of the fiscal year.
The Traffic Signals and Street Light Maintenance element performs routine maintenance, and repairs and
replaces all components of the signals and street light systems. A total of 100 signals and over 6000 street
lights are maintained. A major portion of the work is related to the JULIE system (Joint Utility Location
Information for Excavators), which requires that we mark the location of underground cables for both the
signal and street light systems for all excavations in the right-of-way. In the street light area, bulbs and ballasts
are changed, knockdowns are repaired, and power centers are maintained.

-- 244 of 594 --

Traffic Signals and Street Light Maintenance
2002-2003
Appropriation
2003-2004
Approved
1 Lead Electrician
4 Traffic Sig/Str. Light Elec
Regular Pay Permanent 	248,100 	248,100
Overtime Pay Permanent 	30,000 	30,000
Personal Services 	$278,100 	$278,100
Other Equipment Maintenance 	200 	200
Electricity 	85,000 	85,000
Training and Travel 	400 	400
Fleet Service Fund Chargeback 	57,100 	57,100
Other Contractual Services 	188,000 	188,000
Contractual Services 	$330,700 	$330,700
Office/Other Equipment Maintenance Material 	44,000 	44,000
Minor Equipment & Tools 	1,500 	1,500
Commodities 	$45,500 	$45,500
Medical Insurance 	29,500 	29,500
Life Insurance 	300 	300
Other Charges 	$29,800 	$29,800
-
Traffic Signals and Street Light Maintenance 	$684,100 	$684,100
City of Evanston

-- 245 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
95% 	90% 	90%
20 	12 	10
1.00 	1.00 	1.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Parking Ticket Processing
1. % of handwritten tickets entered within 2 work days of
receipt from other agencies.
FULL TIME EQUIVALENT POSITIONS
2. Number of court cases handled monthly
This program element is responsible for entering all information from parking tickets written by hand into the
parking ticket processing database for collections and notices. Tickets are subsequently filed in numeric order and
maintained for a period of five years.
This program element is also responsible for monitoring vehicles booted and processing payments for tickets and
boot release.
Parking tickets issued prior to 2000, which are still eligible to be protested in Circuit Court, are also handled
through this program element. Docket files and supporting information is prepared in this program element. This
element, along with the Parking System Management program element, represents the City in court and has the
ability to negotiate settlements for multiple-ticket cases.

-- 246 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Parking Operations Clerk
Regular Pay Permanent 	40,500 	40,500
Overtime Pay Permanent 	900 	900
Personal Services 	$41,400 	$41,400
-
-
Training and Travel 	100 	100
Contractual Services 	$100 	100
-
-
Office Supplies 	200 	200
Commodities 	$200 	200
-
-
Medical Insurance 	5,900 	5,900
Life Insurance 	100 	100
Other Charges 	$6,000 	$6,000
Parking Ticket Processing 	$47,700 	$47,700
Parking Ticket Processing
City of Evanston

-- 247 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
99,169 	132,000 	150,000
692 	700 	750
12.00 	16.00 	16.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Vehicles booted
City of Evanston
Parking Enforcement
1. Parking tickets issued
1. Increase enforcement of the time limits in the downtown area during demolition and construction of the Sherman
Plaza Self Park in order to maintain turnover in the metered spaces.
2. Increase the number of 2003 and 2004 Evanston Vehicle Stickers purchased in a timely manner by using newly-
developed software which identifies vehicle registrations with Evanston addresses and by issuing tickets immediately
after the renewal periods end as well as throughout the year whenever a handheld ticket writing computer is used to
check and/or issue a parking citation.
3. Research existing parking ticket issuance and collections software and to make a recommendation for either an RFP
or RFQ during the first 9 months of the FY2003-04 which will improve or replace existing software so that hearings
scheduling can be included within the parking ticket issuance database.
4. Evaluate the efficiency and effectiveness of expansion of the Parking Enforcement program using several shifts to
determine if this level of staffing is appropriate; and to develop program alternatives by October 15, 2003.
The Parking Enforcement program element is responsible for the enforcement of parking ordinances throughout
Evanston, including parking meters, time-limited areas, permit lots, residential parking districts, and "no parking" zone
In addition, this element identifies and immobilizes (boots) vehicles with more than five outstanding parking tickets.
Parking Enforcement is used for traffic control during special events including 6 NU football games, July 4th parade an
fireworks, NU homecoming events, lakefront "no parking" enforcement during summer months, emergency street
closures, snow removal operations, and to replace absent school crossing guards.
The Parking Enforcement Supervisor coordinates and supervises the School Crossing Guard program.
The Parking Enforcement Supervisor is also the Program Administrator for the City-wide parking ticket issuance and
collection software. He is responsible for database management for this software, which also serves the Administrative
Hearing Division in its coordination and disposition of parking ticket hearings.

-- 248 of 594 --

2002-2003
Appropriation
2003-2004
Approved
13 Parking Enforcement Officer
1 Parking Enforcement Supervisor
Regular Pay Permanent 	608,600 	608,600
Overtime Pay Permanent 	24,400 	24,400
Personal Services 	$633,000 	$633,000
Other Equipment Maintenance 	12,500 	12,500
Electricity 	1,900 	1,900
Telephone & Telegraph 	12,000 	12,000
Training and Travel 	1,200 	1,200
Fleet Service Fund Chargeback 	90,000 	90,000
Membership Dues 	400 	400
Other Contractual Services 	44,000 	44,000
Contractual Services 	$162,000 	$162,000
Clothing 	6,600 	6,600
Licensing/Regulatory Support 	25,200 	25,200
Office Supplies 	400 	400
Commodities 	$32,200 	$32,200
Medical Insurance 	72,100 	72,100
Life Insurance 	1,100 	1,100
Other Charges 	$73,200 	$73,200
Other Machines & Equipment 	5,000 	5,000
Capital Outlay 	$5,000 	$5,000
Parking Enforcement 	$905,400 	$905,400
Parking Enforcement
City of Evanston

-- 249 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
35 	38 	38
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
850 - School Crossing Guards
Intersections staffed
School Crossing Guards are assigned to major intersections and heavy traffic areas to ensure the safe crossing
of school children.

-- 250 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 	265,200 	265,200
Personal Services 	$265,200 	$265,200
Safety Equipment 	2,000 	2,000
Commodities 	$2,000 	$2,000
School Crossing Guards 	$267,200 	$267,200
School Crossing Guards
City of Evanston

-- 251 of 594 --

City of Evanston
Streets and Sanitation
Three Year Fiscal History
$7,557,100
$7,384,100
$7,806,300
$7,000,000
$7,100,000
$7,200,000
$7,300,000
$7,400,000
$7,500,000
$7,600,000
$7,700,000
$7,800,000
$7,900,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
10.01%

-- 252 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Streets/Sanitation Administration 	459,600 	400,800 	437,896 	400,800
Street and Alley Maintenance 	1,310,500 	1,468,400 	1,424,233 	1,468,400
Street Cleaning 	832,300 	799,500 	720,105 	754,300
Ice and Snow Removal 	532,100 	532,100 	442,567 	532,100
Leaf Collection 	208,000 	0 	11,607 	0
Refuse Collection and Disposal 	3,168,100 	3,043,600 	3,084,174 	2,915,800
Residential Recycling Services 	787,000 	787,000 	806,411 	787,000
Yard Waste Collection and Disposal 	508,700 	525,700 	476,070 	525,700
Total Expenditures 	7,806,300 	7,557,100 	7,403,063 	7,384,100
Revenues
Residential Recycling Surcharge 	628,000 	628,000 	687,986
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Streets and Sanitation

-- 253 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
12 	12 	12
4 	4 	4
4 	4 	4
none 	none
12 	none
12 	one
6.00 	5.00 	5.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Streets/Sanitation Administration
Employee safety training programs
Non-Preventable accidents
Workdays lost due to job injuries.
Preventable accidents
FULL TIME EQUIVALENT POSITIONS
Equipment training programs
Avg. number of occasional sick days used per employee/per
1. Work out the minor billing problems now being experienced with the "special collection" billing process.
The administration staff prepares work programs, analyzes service effectiveness and monitors all Street and Sanitation
Division functions, including street cleaning, street and alley maintenance, leaf collection, compost site compliance, snow
removal operations, refuse and yard waste collection and monitoring contracts with private companies. Day to day work
supervision is provided, records are kept and citizen contact is maintained.

-- 254 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Administrative Asst.
3 Public Works Supervisor
1 Superintendent
Regular Pay Permanent 	324,200 	324,200
Overtime Pay Permanent 	2,800 	2,800
Seasonal Employees 	1,400 	1,400
Personal Services 	$328,400 	$328,400
Other Equipment Maintenance 	500 	500
Training and Travel 	600 	600
Fleet Service Fund Chargeback 	39,000 	39,000
Telephone Chargebacks 	1,000 	1,000
Membership Dues 	200 	200
Contractual Services 	$41,300 	$41,300
Books, Publications, Maps 	100 	100
Commodities 	$100 	$100
Contingencies 	400 	400
Medical Insurance 	29,500 	29,500
Life Insurance 	600 	600
Other Charges 	$30,500 	$30,500
Other Machines & Equipment 	500 	500
Capital Outlay 	$500 	$500
Streets/Sanitation Administration 	$400,800 	$400,800
City of Evanston
Streets/Sanitation Administration

-- 255 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
300 	300 	300
none 	none 	none
1,564 	1,000 	1,000
n/a 	300 	$300
Tons of asphalt used to repair streets and alleys 	$910 	700 	$700
Tons of leaves collected by machine 	none 	none 	none
2,000 	2,000 	2,000
1,500 	2,250 	1,500
13.84 	15.00 	15.00
Approved Adjustments in 2003-2004 Budget
City of Evanston
Street and Alley Maintenance
Tons of leaves collected
Cubic yard of compost material available by May
Cubic yards of concrete used to repair utility openings
Number of repaired utility openings
Tons of stone used to grade alleys
Lane miles of crack filling
FULL TIME EQUIVALENT POSITIONS
1. Change eighty (80) alleys from stone to recycled asphalt by November 30, 2003.
2. Accurately make an assessment of the City's future compost needs by August 31, 2003.
This program element provides ongoing maintenance to 155.6 miles of paved streets and alleys. Pot holes are patched as
needed city-wide. A permanent crew does the major asphalt street repairs and maintenance and a permanent crew of five does
repair work on paved streets and alleys. The crews repair utility openings, water and sewer openings and curbs and sidewalks.
Each year, less than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched and
repaired. Unimproved alleys are regraded or patched on the basis of need and/or complaint, as well as unimproved streets.
Additionally, this element provides leaf collection service.
All residential streets posted with alternate parking signs are cleaned at least twice during the leaf collection operation. This
operation begins in mid-October and continues until the end of November. During the seven week period, those streets
requiring special posting are cleaned during the first two weeks of November. The leaves that are collected will be taken to
the City facility at James Park and processed into compost. This process takes approximately six months, after which
composted material is given away to residents at the pick up sites at James Park and the ecology center parking lot on
McCormick Boulevard, south of Bridge Street.

-- 256 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Equipment Operator I
5 Equipment Operator II
3 Equipment Operator III
2 Public Works Crew Leader
3 PWMW II
Regular Pay Permanent 	680,200 	680,200
Overtime Pay Permanent 	60,300 	60,300
Seasonal Employees 	29,800 	29,800
Personal Services 	$770,300 	$770,300
Other Equipment Maintenance 	2,100 	2,100
Training and Travel 	1,600 	1,600
Fleet Service Fund Chargeback 	489,000 	489,000
Other Contractual Services 	36,000 	36,000
Contractual Services 	$528,700 	$528,700
Clothing 	800 	800
Material to Maintain Improvements 	54,000 	54,000
Minor Equipment & Tools 	6,300 	6,300
Safety Equipment 	1,000 	1,000
Commodities 	$62,100 	$62,100
Medical Insurance 	101,700 	101,700
Life Insurance 	1,000 	1,000
Other Charges 	$102,700 	$102,700
Other Machines & Equipment 	4,600 	4,600
Capital Outlay 	$4,600 	$4,600
Street and Alley Maintenance 	$1,468,400 	$1,468,400
City of Evanston
Street and Alley Maintenance

-- 257 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
18 	18 	18
9 	9 	9
45 	45 	45
1,400 	1,400 	1,400
8.00 	8.00 	7.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Number of Street Sweepings on special posted streets
Number of weeks Streets are swept in business districts
City of Evanston
Street Cleaning
Number of Street Sweepings on regular streets
Tons of debris collected by sweeping 4/1 to 10/11
1. Develop training program for all Equipment Operator II's for the Elgin Sweepers.
All paved streets of the City of Evanston are cleaned on a twice per month basis during approximately eight months of the
year. All streets posted with alternate parking signs are cleaned on a schedule established by the City Council. Streets which
require special posting for sweeping are cleaned four times per year. Areas of high usage, such as business districts, are
swept as needed as part of regularly scheduled routes. Sidewalks in business district, parking lots and viaducts are cleaned
with hand equipment by a permanent crew.

-- 258 of 594 --

2002-2003
Appropriation
2003-2004
Approved
3 Equipment Operator II
1 Equipment Operator III
3 PWMW II
Regular Pay Permanent 	355,900 	317,400
Overtime Pay Permanent 	32,000 	31,000
Seasonal Employees 	15,000 	15,000
Personal Services 	$402,900 	$363,400
Training and Travel 	900 	900
Fleet Service Fund Chargeback 	269,400 	269,400
Other Contractual Services 	73,100 	73,100
Contractual Services 	$343,400 	$343,400
Clothing 	700 	700
Minor Equipment & Tools 	1,000 	1,000
Safety Equipment 	900 	900
Commodities 	$2,600 	$2,600
Medical Insurance 	48,100 	42,500
Life Insurance 	500 	400
Other Charges 	$48,600 	$42,900
Other Machines & Equipment 	2,000 	2,000
Capital Outlay 	$2,000 	$2,000
Street Cleaning 	$799,500 	$754,300
City of Evanston
Street Cleaning

-- 259 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
4 	4 	4
4 	4 	4
16 	16 	16
5,000 	2,000 	5,000
6 	1 	6
Approved Adjustments in 2003-2004 Budget
City of Evanston
Ice and Snow Removal
Number of snow emergency days
Tons of salt used
Night snow removal in business areas (days)
Number of snow route parking bans
Salt operation 2" or less (Days)
FULL TIME EQUIVALENT POSITIONS
1. Further evaluate the use of "pull behind" salt spreaders and non-calcium and/or sodium chloride salt additives.
This element provides ice and sow removal services by spreading salt on streets to prevent any accumulation of ice or minor
amounts of snow. Streets are plowed to remove accumulations of more than two inches of snow in order to provide safe travel ways.
Personnel involved in ice and snow control operations are budgeted in other Street Department program elements, other public works
divisions, and other departments. The City's snow removal goals are as follows: (1) to clear snow routes within 12 hours; (2) to clear
one lane of residential streets within 24 hours; (3) to clear the other lane of residential streets within 48 hours; and (4) to remove snow
from all municipal parking lots within 5 days after the initial snowfall.

-- 260 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Overtime Pay Permanent 	250,800 	250,800
Personal Services 	$250,800 	$250,800
Other Professional Services 	12,000 	12,000
Telephone & Telegraph 	200 	200
Fleet Service Fund Chargeback 	56,400 	56,400
Other Contractual Services 	70,800 	70,800
Contractual Services 	$139,400 	$139,400
Chemicals 	140,000 	140,000
Food 	200 	200
Material to Maintain Improvements 	500 	500
Minor Equipment & Tools 	1,200 	1,200
Commodities 	$141,900 	$141,900
Ice and Snow Removal 	$532,100 	$532,100
City of Evanston
Ice and Snow Removal

-- 261 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
15,550 	15,550 	15,550
15 	15 	15
4,642 	4,695 	4,695
100% 	100% 	100%
1,500 tons 	1,500 tons 	1,500 tons
18,000 tons 	18,000 tons 	18,000 tons
17.00 	16.00 	16.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Number of neighborhood clean ups (weekends)
Units served by contractual agreements
City of Evanston
Refuse Collection and Disposal
Units served by municipal crews
Amount of material collected per month (tons)
Collection of bulk items within one week of request
Materials Collected per month (Tons)
1. Standardize the processing and recording procedures now being experienced with the "special collection" scheduling and
fee assessment process.
Full refuse removal service is provided once per week to all residential one-to-four family unit residences under this program
element. Twenty (20) routes are scheduled for a four-day work week (Monday through Thursday). Condominium buildings
and cooperative apartment units are serviced twice a week by a private hauler under contract to the city.

-- 262 of 594 --

2002-2003
Appropriation
2003-2004
Approved
15 Equipment Operator II
1 Equipment Operator I
Regular Pay Permanent 	690,600 	690,600
Overtime Pay Permanent 	75,100 	75,100
Permanent Part Time 	12,900 	12,900
Seasonal Employees 	30,000 	30,000
Personal Services 	$808,600 	$808,600
Printing 	300 	300
Other Equipment Maintenance 	2,300 	2,300
Telephone & Telegraph 	200 	200
Postage Chargebacks 	200 	200
Training and Travel 	1,700 	1,700
Fleet Service Fund Chargeback 	481,600 	481,600
Telephone Chargebacks 	800 	800
Condominium Refuse Collection 	360,000 	360,000
SWANCC Disposal Fees 	788,400 	891,100
Other Contractual Services 	30,000 	60,000
Contractual Services 	$1,665,500 	$1,798,200
Chemicals 	1,400 	1,400
Clothing 	1,500 	1,500
Material to Maintain Improvements 	700 	700
Minor Equipment & Tools 	800 	800
Safety Equipment 	1,200 	1,200
Commodities 	$5,600 	$5,600
Contingencies 	300 	300
Debt Service Other Agencies 	419,300 	158,800
Medical Insurance 	96,300 	96,300
Life Insurance 	1,000 	1,000
Other Charges 	$516,900 	$256,400
Other Machines & Equipment 	47,000 	47,000
Capital Outlay 	$47,000 	$47,000
Refuse Collection and Disposal 	$3,043,600 	$2,915,800
City of Evanston
Refuse Collection and Disposal

-- 263 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Residential Recycling Services
FULL TIME EQUIVALENT POSITIONS
Full recycling removal service is provided once per week to all qualified residential units under this budget element. Twenty
routes are scheduled in a four day work week (Monday - Thursday). Condominium buildings and cooperative apartment units
(4,695) and all residential units (14,544) are serviced by a private contractor (Groot Recycling Services).

-- 264 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Electricity 	4,700 	4,700
Gas 	2,000 	2,000
Other Contractual Services 	601,800 	601,800
Contractual Services 	$608,500 	$608,500
Other Commodities 	3,500 	3,500
Commodities 	$3,500 	$3,500
Debt Service 	175,000 	175,000
Other Charges 	$175,000 	$175,000
Residential Recycling Services 	$787,000 	$787,000
City of Evanston
Residential Recycling Services

-- 265 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
3,000 	3,000 	3,000
1,000 	1,000 	1,000
6.00 	6.00 	6.00
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Tons of waste collected from mid October to November 29
City of Evanston
Yard Waste Collection & Disposal
Tons of waste collected from April 1 to mid October
1. Explore the possible repair of yard waste carts, specifically the lift bar by November 30, 2003.
Yard waste removal service is provided once per week to all qualified residential units under this budget element. Yard waste
collection season runs from the first week in April through the first week in December. The Division also runs a weekend
drop off at 2222 Oakton St. that is open the same length of time as the collection season plus an additional week in
December.

-- 266 of 594 --

2002-2003
Appropriation
2003-2004
Approved
6 Equipment Operator II
Regular Pay Permanent 	252,400 	252,400
Overtime Pay Permanent 	11,200 	11,200
Seasonal Employees 	59,800 	59,800
Personal Services 	$323,400 	$323,400
Printing 	100 	100
Training and Travel 	600 	600
Fleet Service Fund Chargeback 	35,100 	35,100
Other Contractual Services 	130,000 	130,000
Contractual Services 	$165,800 	$165,800
Medical Insurance 	36,100 	36,100
Life Insurance 	400 	400
Other Charges 	$36,500 	$36,500
Yard Waste Collection & Disposal 	$525,700 	$525,700
City of Evanston
Yard Waste Collection & Disposal

-- 267 of 594 --

City of Evanston
Human Relations
Three Year Fiscal History
$533,600
$515,300
$519,500
$400,000
$420,000
$440,000
$460,000
$480,000
$500,000
$520,000
$540,000
$560,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.70%

-- 268 of 594 --

City of Evanston
Human Relations
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual Appropriation 	Actual 	Approved
Human Relations Commission 	205,300 	213,400 	212,516 	213,400
Housing Advocacy 	77,000 	83,000 	79,084 	83,700
Summer Youth Employment Program 	237,200 	237,200 	214,870 	218,200
Total 	519,500 	533,600 	506,470 	515,300
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Challenges for Human Relations this fiscal year included a loss of planning and preparation time for the
Summer Youth Employment Program (as it was to be eliminated) and the resignation of a staff member
who was responsible for the management of the program. In spite of these hurdles, a successful program
was planned, developed, and implemented The JOB FAIR attracted over five hundred (500) job seekers.
One hundred forty-nine (149) youth were hired and they performed a variety of tasks to include community
clean-up, building/janitorial maintenance, computer maintenance, clerical/administrative support,
art/theatre skills, camp counseling, painting traffic signals and control boxes. Participants were
instrumental in the clean up of the lakefront after the Lake Shore Arts and Ethnic Arts Festivals and the
4th of July celebration.
In an effort to insure the success of the SYEP participants, an orientation program was developed and
conducted for their parents/guardians. Seventy-five per cent (75%) of the parents/guardians were in
attendance. The intent of the orientation was to share the purpose of the program and what they could do
to insure their child's success; a overview of the jobs the child would be performing; a review of the work
rules; a discussion of our expectations; payroll information; and the introduction of supervisory and
auxiliary personnel. The session was interactive as the parents/guardians had many questions and
verbalized their appreciation and support for the program.
A mandatory orientation for program participants was held. Their orientation included expectations, rules,
regulations, appropriate and acceptable behaviors and attitudes (including information on sexual
harrassment and dress code). They were also advised that they would be participating in an educational
component.
This year, the educational component included two (2) field trips, the first to Cook County's Boot Camp
and the second to Northeastern Illinois University. Ninety percent (90%) of the participants took part in
these activities.
The process of analyzing the racial and gender make-up of the City's workforce is underway and by the end
of this fiscal year, we will be in a position to meet with department heads to develop individual plans to
address any identified underutilization of minorities and women.
The 2002 CommUNITY picnic, a celebration of Evanston's diversity, was well attended and by all accounts
was a huge success. Approximately 3,500 residents attended. To bring this event to fruition, money is
donated by the private sector and local restaurants cooked and provided food and balloons. This event
serves as the kick-off for UNITY Month that begins in September.

-- 269 of 594 --

City of Evanston
Human Relations
There have been two (2) unexpected amendments one related to the Residential Landlord and Tenant
Ordinance (RLTO) and the other to the Fair Housing Ordinance (FHO). The RLTO amendment has been
approved and we are in the process of initiating the actions necessary, as it will be effective October 1st.
The proposed amendment to the FHO is currently under consideration and most recently, the Human
Services Committee held a public hearing.
The Commission has co-sponsored two events. The first was the "Housing Matters Forum". The other
agencies include Evanston Neighborhood Conference, Interfaith Housing of the Northern Suburbs,
Housing Development Corporation, Center for Public Ministry, Latinos United, CEDA/Neighbors At
Work, Evanston Township Assistance and RELATE. The purpose of the forum was to share information
relative to affordable housing and to solicit and develop strategies for the creation of affordable housing.
The forum attracted more than 150 participants from the north shore.
Human Relations is currently developing a city wide job fair with the Chamber of Commerce, Evanston
Township High School, Youth Job Center, CEDA/Neighbors At Work, Evanston Township Assistance, the
Youth Organization Umbrella, State Representative Julie Hamos and the Evanston/Northshore Branch of
the NAACP.
Staff is working with the Plan Commission and the community to develop a neighborhood plan for the 5th
Ward. Staff is working with and facilitating a sub-committee which is addressing and discussing issues
around crime and human relation's matters. It is the goal of the committee to develop strategies that will
result in improving the quality of life for the residents of the target area.

-- 270 of 594 --

City of Evanston
Human Relations Commission
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
43 	50 	55
18 	20 	20
26 	18 	20
8 	5 	5
32 	35 	35
12 	15 	15
2.67 	2.67 	2.67	FULL TIME EQUIVALENT POSITIONS
1. Mediations conducted (Alternative Dispute
Resolution Program (ADR).
2. Training programs conducted, e.g., sexual
harassment, hate crimes, diversity, etc.
3. Civil rights and/or discrimination charges
investigated.
4. Civil rights and/or discrimination charges referred.
5. Employee consultations
6. Meetings with community/civic organizations
1. Meet with each department head to assess minority and female representation and where necessary, develop
an individual plan of action to increase minority and female representation within their respective departments by
February 2004.
2. Develop and create a quarterly electronic newsletter on human relations issues, programs and activities by
February 2004.
The Human Relations Commission provides services, programs and activities to maintain the rich diversity of our
community. We foster, encourage and stimulate the improvement of human relations among and between
citizens of all races, colors, creeds, national origins, sexes, ages, familial status, marital status, religions,
physical/mental disabilities, sexual orientation and economic and educational levels so as to provide all
individuals with an equal opportunity to grow, participate, and share to the best of their ability in the City's
economic, educational, political, social, and judicial systems.
To this end, all of the Commission's services, programs and activities are administered through this element. The
department administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant
Ordinance; provides mediation services through our Alternative Dispute Resolution Program; investigates and/or
refers allegations of civil rights violations and/or discrimination based on race, color, religion, sex, national
origin, sexual orientation, familial status, physical/mental disability, source of income or age; conducts and/or
coordinates training programs and community functions/activities; advises City administration, City Council, and
the community on human relation issues; and serves as a resource on related issues; investigates and prepares
responses to allegations of employment discrimination filed through the Illinois Department of Human Rights
and/or the Equal Employment Opportunity Commission against the City by employees or those attempting to
become employees and advises City Manager on appropriate course of action; monitors workforce to ensure
appropriate levels of minority and female representation; administers City's sexual harassment program and
investigates charges of sexual harassment; serves as a resource to City employees on a wide range of issues.

-- 271 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Dir. Of Human Relations
1 Human Relations Specialist
0.67 Secretary II
Regular Pay Permanent 	181,500 	181,500
Personal Services 	$181,500 	$181,500
Advertising 	2,200 	2,200
Printing 	1,000 	1,000
Other Professional Services 	600 	600
Telephone & Telegraph 	1,100 	1,100
Postage Chargebacks 	2,200 	2,200
Training and Travel 	300 	300
Automobile Allowance 	1,200 	1,200
Telephone Chargebacks 	3,100 	3,100
Membership Dues 	300 	300
Copy Machine Charges 	2,300 	2,300
Contractual Services 	$14,300 	$14,300
Books, Publications, Maps 	500 	500
Office Supplies 	400 	400
Commodities 	$900 	$900
Contingencies 	500 	500
Medical Insurance 	15,800 	15,800
Life Insurance 	400 	400
Other Charges 	$16,700 	$16,700
Human Relations Commission 	$213,400 	$213,400
City of Evanston
Human Relations Commission

-- 272 of 594 --

City of Evanston
Housing Advocacy
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
25 	22 	35
1727 	2000 	2000
13 	15 	15
7 	20 	5
10 	12 	8
FULL TIME EQUIVALENT POSITIONS 	1.33 	1.33 	1.33
Approved Adjustments in 2003-2004 Budget
1. Fair housing complaints processed
2. Landlord/Tenant inquiries and complaints processed
3. Training programs conducted, e.g., landlord/tenant,
fair housing, Section 8, etc.
5. Meetings with civic/community groups
4. Housing providers audited
1. Develop methods and processes to advise and educate landlords and tenants of amendments by January 2004.
2. Develop a sound working relationship with realtors and property owners/managers by making personal visits
by February 2004.
Housing, particularly affordable housing has and will continue to present the City with some difficult challenges.
In an effort to maintain the diversity the City covets, eradicate discrimination and to insure that landlords and
tenants are aware of their respective duties and obligations, this element is responsible for the administration and
enforcement of the Fair Housing Ordinance (FHO) and the residential landlord and tenant Ordinance.
The FHO prohibits discrimination in the sale or rental of residential property based on race, color, religion, sex,
age, sexual orientation, martial status, disability or familial status. The RLTO establishes rights, obligations and
remedies for property owners who rent or lease residential property and those who lease or rent. To enforce and
administer these ordinances, we provide a variety of services to include but not limited to technical support,
training, advocacy, and investigation. mediation/conciliation and arbitration.
In addition to fair housing and landlord/tenant issues, we work independently and as a part of a larger network
comprised of other City departments, housing providers, community groups and governmental agencies in
addressing housing and housing related issues to include affordable housing, Housing Choice Vouchers Program,
anti-social/criminal behaviors/acts as well as perceptions.

-- 273 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Human Relations Specialist
0.33 Secretary II
Regular Pay Permanent 	59,700 	59,700
Personal Services 	$59,700 	$59,700
Advertising 	400 	1,100
Printing 	2,500 	2,500
Legal Services - General Liability 	500 	500
Other Professional Services 	8,000 	8,000
Postage Chargebacks 	100 	100
Training and Travel 	100 	100
Membership Dues 	400 	400
Copy Machine Charges 	100 	100
Contractual Services 	$12,100 	$12,800
Books, Publications, Maps 	1,700 	1,700
Office Supplies 	400 	400
Commodities 	$2,100 	$2,100
Contingencies 	1,200 	1,200
Medical Insurance 	7,800 	7,800
Life Insurance 	100 	100
Other Charges 	$9,100 	$9,100
Housing Advocacy 	$83,000 	$83,700
Housing Advocacy
City of Evanston

-- 274 of 594 --

City of Evanston
Summer Youth Employment Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
92% 	99% 	100%
63% 	90% 	100%
112 	159 	125
67 	60 	70
5. Street light and traffic poles
scraped, primed and painted N/A 	127 	125
6. Traffic calming devices cleaned and maintained 	N/A 	12 	20
7. Sidewalks/public right of ways &
parks cleaned & maintained N/A 	70 	75
8. Special requests from departments and citizens 	N/A 	58 	60
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. % of youth who successfully complete the program
3. Number of alleys cleaned
2. % of participants who participate in training
4. Tons of debris collected
1. Develop a strategy to increase the participation of private sector employers by June 2004.
This funding provides summer employment opportunities for Evanston youth, ages 14 through 18, who for a variety of reasons
are unable to secure summer employment. Available jobs (both full-time and part-time) are best categorized and described as
follows: Community Clean Up, TheatreSkills, ArtSkills, Maintenance and departmental support. The community clean-up
teams are assigned to pre-determined geographical areas throughout the community for a nine week period. During this time,
crew members assume responsibility for keeping the right of ways, traffic circles, cul de sacs, parks and alleys in their areas
free of debris. They also cut back excess vegetation in alleys to increase drivers’ visibility and to reduce vehicular damage,
e.g., side view mirrors, scratches on vehicles, particularly our own fleet. In addition, there will be a crew of three and a
supervisor who will assume the responsibility of scraping, priming and painting street light poles and/or traffic signal poles.
A job fair is held to provide employers the opportunity to meet and interview the young job seekers. Job seekers have the
opportunity to learn more about the available position(s) and to "sell" themselves. The job fair typically attracts in excess of
600 job seekers.
In addition to the work experience, an educational experience is a requirement for the community clean-up crews (primarily
comprised of 14 and 15 year olds). The purpose of the training is to provide them with life information that will prove helpful
as they plan for their futures. Training has included education and discussion that address a wide range of issues from teen
pregnancy to how to open a checking/savings account, resume writing and interviewing. Field trips are taken to local colleges
and the Cook County Jail as a means of educating the participants. They are encouraged to compare and contrast the difficult
experiences. ArtSkills participants also engage in cultural experiences by visiting such places as the Art Institute, art firms and
other similar places.

-- 275 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 	202,200 	183,200
Personal Services 	$202,200 	$183,200
Postage Chargebacks 	400 	400
Fleet Service Fund Chargeback 	6,100 	6,100
Rentals 	8,000 	8,000
Swanncc Disposal Fees 	6,000 	6,000
Other Contractual Services 	3,000 	3,000
Contractual Services 	$23,500 	$23,500
Clothing 	7,000 	7,000
Minor Equipment & Tools 	1,600 	1,600
Safety Equipment 	1,000 	1,000
Office Supplies 	500 	500
Commodities 	$10,100 	$10,100
Contingencies 	1,400 	1,400
Other Charges 	$1,400 	$1,400
Summer Youth Employment Program 	$237,200 	$218,200
Summer Youth Employment Program
City of Evanston

-- 276 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Actual 	Appropriation 	Actual 	Approved
Contingency 	822,500 	2,254,800 	2,015,032 	4,218,400
IMRF 	3,937,800 	4,100,000 	4,100,000 	3,990,000
Total 	4,760,300 	6,354,800 	6,115,032 	8,208,400
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Miscellaneous Operating Requirements
All transfers to the Insurance Fund have been combined in this element for FY2002/03.

-- 277 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Approved Adjustments in 2003-2004 Budget
City of Evanston
Contingency
FULL TIME EQUIVALENT POSITIONS
The General Contingency element provides funds for purposes unanticipated at the time of budget adoption, for salary
adjustments for City employees and other purposes for which it is necessary to appropriate funds. In addition,
overexpenditures or over estimation of revenues within the General Fund are balanced through the use of funds in this
program element.

-- 278 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 	36,400 	1,385,800
Personal Services 	$36,400 	$1,385,800
Evanston First Night 	20,000 	20,000
Fleet Service Fund Chargeback 	43,400 	96,600
Contractual Services 	$63,400 	$116,600
Contingencies 	200,000 	200,000
Transfer to Insurance Fund 	1,900,000 	1,900,000
Keep America Beautiful 	5,000 	5,000
Foreign Fire Insurance 	50,000 	50,000
Health Insurance 	561,000
Other Charges 	$2,155,000 	$2,716,000
Contingency 	$2,254,800 	$4,218,400
City of Evanston
Contingency

-- 279 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
IMRF
The Illinois Municipal Retirement Pension was created by the State Legislature and the rules governing its operation are
detailed in Chapter 108 1/2, Article 7 of the Illinois Revised Statutes, 1979. The purpose of the pension is to provide a
sound and efficient system for the payment of retirement annuities and disability and death benefits to municipal
employees in Illinois
Coverage under the IMRF Plan is compulsory for all Evanston employees (other than sworn police and fire department
personnel) whose job normally requires 1000 or more hours in a year and who are less than 70 years of age when first
employed. Elected officials have an option to join the pension.

-- 280 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Employer's FICA Participation 	1,800,000 	1,750,000
Pension Contribution/Participation/ IMRF 	1,800,000 	1,740,000
Non FICA Medicare Payments 	500,000 	500,000
Other Charges 	$4,100,000 	$3,990,000
IMRF 	$4,100,000 	$3,990,000
City of Evanston
IMRF

-- 281 of 594 --

City of Evanston
Library
Three Year Fiscal History
$3,751,100
$3,794,600
$3,562,800
$3,400,000
$3,450,000
$3,500,000
$3,550,000
$3,600,000
$3,650,000
$3,700,000
$3,750,000
$3,800,000
$3,850,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
5.14%

-- 282 of 594 --

Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Library Administration 	370,600 	389,000 	371,862 	400,200
Library Maintenance 	369,000 	386,100 	367,722 	404,200
Readers' Services 	482,300 	500,800 	433,714 	511,200
Children's Services 	355,500 	376,900 	372,011 	379,300
Circulation 	383,300 	403,800 	380,641 	393,800
Technical Services 	740,400 	772,300 	724,311 	774,400
North Branch 	121,400 	128,400 	126,282 	129,800
South Branch 	159,600 	171,500 	163,765 	174,300
Library Information Services 	580,700 	622,300 	627,462 	627,400
Total Expenditures 	3,562,800 	3,751,100 	3,567,770 	3,794,600
Revenues
Personal Property Repl. Tax 	49,700 	49,720
Miscellaneous Revenue 	3,900 	4,000
Copy Machine Charges 	21,000 	24,000
Meeting Room Fees 	10,000 	8,500
State Per Capita Grant 	86,900 	86,900
Video Rentals 	57,000 	60,000
Rental Books 	8,500 	9,000
Library Fines and Fees 	145,000 	160,000
Non-Resident Cards 	3,000 	3,000
Books Lost and Paid 	20,000 	20,000
Reserves on Library Materials 	4,900 	4,700
Multimedia Collection 	2,800 	2,800
North Branch Rental Income 	24,600 	25,100
Total Revenues: 	437,300 	457,720
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
City of Evanston
Library Administration
Extending library service beyond the Evanston Public Library’s walls has been a major objective this fiscal year. This is in
line with the vision the Board set out in its Strategic Plan: A Decade of Outreach. In July the Library began to make twenty-
four databases available to Evanston residents through the Library’s web site. These resources, which were previously only
available in the Library, are now available twenty-four hours a day to any Evanston resident with Internet access.
Partnerships with other organizations also extended the reach of our services. Public health nurses deliver BabyLove gift
book bags, the YMCA runs a weekly lending library, and four offsite locations hosted the Summer Reading Game. The
outreach librarian visited schools during National Poetry Month, which culminated in a poetry celebration featuring local
schoolchildren, the mayor, and the school superintendent. A partnership with the District 65 Family Center created YES
(Young Evanston Storytellers), a storytelling league for older children.
A wide variety and expanded number of special programs for children and adults, funded by the Library’s endowment, by
gifts, and by grants, have attracted people to the Library’s facilities and introduced them to other library resources. The
Library also extended its reach by providing more programs for younger children including the Parent and Child Workshop
aimed at children one to three years of age, and Book Babies aimed at children one to two years old.

-- 283 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
591,014 	602,800 	603,000
4.53 	4.53 	4.53
Approved Adjustments in 2003-2004 Budget
City of Evanston
Library Administration
Number of patrons entering the Main Library
FULL TIME EQUIVALENT POSITIONS
1. Review the means of measuring the effectiveness of public relations programs in FY 2003-04 and prepare a performance
measure for the Library's public relations efforts to use in FY 2004-05.
2. Schedule at least 150 speeches or programs outside of the Library during FY 2003-04.
The Administrative staff implements the policies of the Library Board and conducts all administrative, management and
business activities of the Library. This element provides the direction, planning and evaluation for all library services,
facilities, and fiscal management. Personnel administration and staff evaluation are primary activities. The administrative
staff maintains relationships with community groups and other City departments; it acts with other Library units in working
with numerous library-related groups in the area and in the State of Illinois.

-- 284 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Administrative Services Manager
1 Clerk III
1 Executive Secretary
1 Library Director
Regular Pay Permanent 	244,500 	244,500
Permanent Part Time 	16,700 	16,700
Temporary Salaries 	200 	200
Personal Services 	$261,400 	$261,400
Printing 	2,800 	2,800
Office Equipment Maintenance 	14,600 	16,500
Telephone & Telegraph 	28,800 	25,500
Postage Chargebacks 	16,500 	28,500
Training and Travel 	500 	500
Automobile Allowance 	1,700 	1,700
Postage 	400 	1,000
Membership Dues 	1,800 	1,800
Other Contractual Services 	1,000 	1,000
Contractual Services 	$68,100 	$79,300
Office Supplies 	17,700 	17,700
Commodities 	$17,700 	$17,700
Copy Machine Lease Payment 	17,700 	17,700
Medical Insurance 	23,600 	23,600
Life Insurance 	500 	500
Other Charges 	$41,800 	$41,800
Library Administration 	$389,000 	$400,200
City of Evanston
Library Administration

-- 285 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1 	1 	1
3.64 	3.64 	3.64
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Library Maintenance
Conduct seasonal cleaning of boilers
This program element provides for the maintenance and cleaning of the Main Library, the North Branch, and the South
Branch. The Maintenance team inspects, maintains, and repairs all components of the Library facilities, including the
electrical system, plumbing system, HVAC systems and controls, structural elements, and landscaping. In addition, the staff
supervises outside contractors and assists with special programs and meeting room set-ups.
1. Paint additional 15% of Main Library by February 2004.

-- 286 of 594 --

2002-2003
Appropriation
2003-2004
Approved
3 Custodian II
Regular Pay Permanent 	125,000 	125,000
Overtime Pay Permanent 	8,400 	8,400
Permanent Part Time 	25,600 	25,600
Temporary Salaries 	500 	500
Personal Services 	$159,500 	$159,500
Building Maintenance Services 	160,000 	168,500
Office Equipment Maintenance 	3,900 	3,900
Other Equipment Maintenance 	3,900 	3,900
Gas 	11,500 	22,100
Training and Travel 	400 	400
Fleet Service Fund Chargeback 	6,800 	6,800
Contractual Services 	$186,500 	$205,600
Janitorial Supplies 	12,000 	12,000
Building Maintenance Material 	9,000 	8,000
Office/Other Equipment Maintenance Material 	600 	600
Minor Equipment & Tools 	200 	200
Commodities 	$21,800 	$20,800
Medical Insurance 	18,100 	18,100
Life Insurance 	200 	200
Other Charges 	$18,300 	$18,300
Library Maintenance 	$386,100 	$404,200
City of Evanston
Library Maintenance

-- 287 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
104,663 	109,000 	109,000
7.44 	7.44 	7.44
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
City of Evanston
Readers' Services
Reference and directional transactions
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
3. Fill 27% of reserves for adult materials within 7 days and 73% within 30 days and to measure the performance on this
objective by collecting and reviewing data in October 2003.
4. Review 25% of the adult non-fiction collection for retention, replacement and enhancement by February 2004.
Readers Services provides assistance to patrons in locating materials in the Library and in other resource centers; answers
reader's advisory questions; promotes understanding and use of the Library through bibliographies, tours and displays; and
selects all adult books and audio-visual materials for circulating collections. The Readers Services Department responds to
patron questions both in person and by telephone. The adult circulating collection comprises over 222,000 books and 20,000
audio-visual items.

-- 288 of 594 --

2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Library Assistant
Regular Pay Permanent 	159,200 	159,200
Permanent Part Time 	132,500 	132,500
Temporary Salaries 	5,400 	5,400
Personal Services 	$297,100 	$297,100
Training and Travel 	700 	700
Computer License & Support 	2,900 	3,100
Contractual Services 	$3,600 	$3,800
Library Supplies 	600 	600
Commodities 	$600 	$600
Medical Insurance 	17,700 	17,700
Life Insurance 	200 	200
Other Charges 	$17,900 	$17,900
Library Books & Exhibits 	148,900 	158,200
Audio Recordings 	20,700 	20,700
Multimedia Collection 	500 	500
Videocassettes 	11,500 	12,400
Capital Outlay 	$181,600 	$191,800
Readers' Services 	$500,800 	$511,200
City of Evanston
Readers' Services

-- 289 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
239,367 	265,000 	267,000
565 	700 	800
13,119 	20,000 	20,000
1,039 	1,057 	1,100
7.47 	7.47 	7.47
Approved Adjustments in 2003-2004 Budget
City of Evanston
Children's Services
Circulation of materials
Summer Reading Game participants
Library programs
FULL TIME EQUIVALENT POSITIONS
Attendance at Children's programs
1. Provide literary, educational and cultural programs for a combined audience of 20,000 children during FY 2003-04.
2. Establish 9,000 child book links in FY 2003-04.
3. Answer at least 85% of reference questions to the satisfaction of Library patrons.
Children's Services provides library services for all Evanston children (from infancy through Junior High), parents, teachers
and adults interested in reading books to children. It provides and maintains a collection of books, reference materials,
magazines, pamphlets, CD's, audio and video cassettes and software designed specifically for children. It provides
assistance in using these collections, answers reference inquiries and provides programs and displays that complement the
book collection and promote children's literature, library services and literacy. The Children's Services collection comprises
more than 62,000 books and 3,800 audio-visual items.

-- 290 of 594 --

2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Library Assistant
Regular Pay Permanent 	172,600 	172,600
Permanent Part Time 	93,400 	93,400
Temporary Salaries 	6,200 	6,200
Personal Services 	$272,200 	$272,200
Training and Travel 	700 	700
Contractual Services 	$700 	$700
Library Supplies 	600 	600
Commodities 	$600 	$600
Medical Insurance 	23,600 	23,600
Life Insurance 	300 	300
Other Charges 	$23,900 	$23,900
Library Books & Exhibits 	61,800 	63,600
Periodicals 	1,200 	1,200
Audio Recordings 	8,000 	8,000
Multimedia Collection 	1,300 	1,300
Videocassettes 	7,200 	7,800
Capital Outlay 	$79,500 	$81,900
Children's Services 	$376,900 	$379,300
City of Evanston
Children's Services

-- 291 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
759,202 	783,000 	805,000
16,707 	16,000 	16,000
8,053 	7,500 	7,500
42,004 	43,000 	43,000
15.64 	15.64 	15.03
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2) Reserves filled
3) New cards issued
City of Evanston
Circulation
1) Items checked out
4) Notices sent
1. Re-shelve all adult library materials within two days of their return.
The Circulation Department processes the borrowing and return of book and non-book materials; processes reserve items; re-
shelves returned items; answers and routes incoming telephone calls; answers general and directional questions; explains
library circulation policies to users; registers new patrons and keeps patron files current; sends reminders to patrons holding
overdue materials; and collects fines and payment for lost items.

-- 292 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Circulation Supervisor
1 Clerk III
1 Library Aide II
Regular Pay Permanent 	140,700 	130,700
Permanent Part Time 	220,600 	220,600
Temporary Salaries 	13,500 	13,500
Personal Services 	$374,800 	$364,800
Training and Travel 	1,600 	1,600
Contractual Services 	$1,600 	$1,600
Library Supplies 	3,600 	3,600
Commodities 	$3,600 	$3,600
Medical Insurance 	23,600 	23,600
Life Insurance 	200 	200
Other Charges 	$23,800 	$23,800
Circulation 	$403,800 	$393,800
City of Evanston
Circulation

-- 293 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
16,113 	16,000 	16,000
29,253 	29,000 	29,000
16,032 	16,000 	16,000
4,496 	4,000 	4,000
526,449 	500,000 	500,000
13.19 	13.19 	13.19
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2) Volumes added to the collections
3) Volumes withdrawn from the collections
City of Evanston
Technical Services
1) Titles added to the collections
4) Volumes bound or mended
5) Visits to the web site
1. Catalog, process and make available to Library patrons 60% of all library materials within 30 days of receipt and all
remaining library materials within 90 days of receipt.
2. Have all automated library public and staff services available 99% of the hours that the Library is open and to have the
DRA system and the Evanston Information Server available 95% of the remaining hours of published availability.
Technical Services is responsible for the ordering, cataloging, classifying, recording and processing of all library materials
given to or bought with the funds of the Evanston Public Library. It coordinates the annual addition of approximately 32,000
new volumes for the collection. It prepares and maintains computer databases for the recording of and access to the materials
in the Library's collection. Technical Services is responsible for the proper operation and maintenance of all computer
hardware and software for all of the Library's automated systems. The automated systems include the integrated on-line
library system, the local area network, the public access CD-ROM network, and the Internet connection.

-- 294 of 594 --

2002-2003
Appropriation
2003-2004
Approved
4 Clerk II
1 Librarian I
2 Library Assistant
1 Technical Services Manager
1 Technical Support Specialist I
1 Technical Support Specialist II
Regular Pay Permanent 	391,400 	391,400
Permanent Part Time 	137,900 	137,900
Temporary Salaries 	3,000 	3,000
Personal Services 	$532,300 	$532,300
Binding 	5,000 	5,000
Computer Equipment Maintenance 	25,500 	7,000
Training and Travel 	1,300 	1,300
Computer License & Support 	77,000 	77,000
Contractual Services 	$108,800 	$90,300
Library Supplies 	21,400 	26,000
Personal Computer Software 	9,000 	9,000
Commodities 	$30,400 	$35,000
Medical Insurance 	53,200 	53,200
Life Insurance 	600 	600
Other Charges 	$53,800 	$53,800
Personal Computer Equipment 	47,000 	63,000
Capital Outlay 	$47,000 	$63,000
Technical Services 	$772,300 	$774,400
City of Evanston
Technical Services

-- 295 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
78,109 	77,600 	78,000
13,643 	14,800 	15,000
80,207 	79,300 	80,000
2.98 	2.98 	2.98
Approved Adjustments in 2003-2004 Budget
City of Evanston
North Branch
1. Circulation of materials
FULL TIME EQUIVALENT POSITIONS
2. Reference and directional transactions
3. Number of patrons entering North Branch
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Provide three to five children's programs featuring guest artists.
The North Branch, at 2026 Central Street, is an extension of the Main Library. It provides library service to the adjacent
neighborhoods through a collection of popular materials, assistance in using the materials, programs, and displays for children
and adults. It serves as a community center in a busy business district. The North Branch has a collection of more than
34,000 books.

-- 296 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 	98,300 	98,300
Temporary Salaries 	2,100 	2,100
Personal Services 	$100,400 	$100,400
Building Maintenance Services 	1,000 	1,000
Gas 	900 	900
Building Maintenance Material 	600 	600
Library Supplies 	200 	200
Commodities 	$800 	$800
Library Books & Exhibits 	22,900 	24,300
Periodicals 	2,400 	2,400
Capital Outlay 	$25,300 	$26,700
North Branch 	$128,400 	$129,800
City of Evanston
North Branch

-- 297 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
41,679 	42,000 	42,000
15,391 	18,000 	18,000
47,158 	49,600 	50,000
2.31 	2.31 	2.31
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
2. Reference and directional transactions
3. Number of patrons entering South Branch
City of Evanston
South Branch
1. Circulation of materials
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
The South Branch, at 949 Chicago Avenue, is an extension of the Main Library. It provides library service to the adjacent
neighborhoods through a collection of popular materials, assistance in using the materials, programs and displays for children
and adults. The South Branch has a collection of more than 26,000 books.

-- 298 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Regular Pay Permanent 	54,600 	54,600
Permanent Part Time 	35,000 	35,000
Temporary Salaries 	3,300 	4,300
Personal Services 	$92,900 	$93,900
Building Maintenance Services 	4,000 	4,000
Rentals 	44,900 	45,300
Contractual Services 	$48,900 	$49,300
Building Maintenance Material 	100 	100
Library Supplies 	300 	300
Commodities 	$400 	$400
Medical Insurance 	5,900 	5,900
Life Insurance 	100 	100
Other Charges 	$6,000 	$6,000
Library Books & Exhibits 	21,200 	22,500
Periodicals 	2,100 	2,200
Capital Outlay 	$23,300 	$24,700
South Branch 	$171,500 	$174,300
City of Evanston
South Branch

-- 299 of 594 --

Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
108,536 	125,000 	125,000
42,460 	42,000 	42,000
9.12 	9.92 	9.65
Approved Adjustments in 2003-2004 Budget
City of Evanston
Library Information Services
1. Reference and directional transactions
FULL TIME EQUIVALENT POSITIONS
2. Periodicals used in-house
1. Answer at least 85% of reference questions to the satisfaction of Library patrons.
2. Provide 24 classes on the use of the Internet and other electronic resources in FY 2003-04.
3. Reduce the wait for service at the Library's periodical desk to no more than 3 minutes during peak periods.
Information Services provides assistance to patrons in locating information and materials within the Evanston Public Library
and from other sources; selects all materials for the reference collection; maintains a periodicals collection; responds to
questions in person, by telephone and by written correspondence; and collects Evanston documents and materials. The
reference collection consists of approximately 14,000 volumes, seventeen CD-ROM and on-line databases, and a large
collection of clipping files and pamphlets. There are specialized collections on careers, grants and foundations, and small
business. The periodicals collection consists of approximately 800 titles.

-- 300 of 594 --

2002-2003
Appropriation
2003-2004
Approved
2 Librarian I
1 Librarian III
1 Periodicals Clerk
1 Periodicals Supervisor
Regular Pay Permanent 	237,400 	237,400
Permanent Part Time 	126,800 	126,800
Temporary Salaries 	6,800 	6,800
Personal Services 	$371,000 	$371,000
Binding 	1,800 	1,800
Training and Travel 	900 	900
Computer License & Support 	58,300 	67,600
Contractual Services 	$61,000 	$70,300
Library Supplies 	5,000 	5,000
Commodities 	$5,000 	$5,000
Medical Insurance 	29,500 	29,500
Life Insurance 	400 	400
Other Charges 	$29,900 	$29,900
Office Machines & Equipment 	13,100 	11,500
Library Books & Exhibits 	73,100 	73,500
Periodicals 	69,200 	66,200
Capital Outlay 	$155,400 	$151,200
Library Information Services 	$622,300 	$627,400
City of Evanston
Library Information Services

-- 301 of 594 --

City of Evanston
Recreation
Three Year Fiscal History
$6,097,800 	$6,076,500
$4,957,700
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
8.24%

-- 302 of 594 --

City of Evanston
Recreation
Financial Summary 	2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated Appropriation
Actual Appropriation 	Actual 	Approved
Management and Support 	198,000 	207,300 	216,863 	207,300
Business and Fiscal Management 	353,700 	339,200 	294,509 	240,300
Communications and Marketing Services 	177,200 	188,000 	177,854 	198,100
Subtotal Recreation, Parks and Forestry Admin. 	728,900 	734,500 	689,226 	645,700
Recreation General Support 	244,800 	225,200 	212,384 	303,100
Park Utilities 	32,500 	33,200 	29,371 	51,200
Robert Crown Community Center 	467,000 	544,300 	492,787 	541,700
Chandler Newberger Community Center 	506,500 	519,400 	499,535 	523,200
Fleetwood-Jourdain Community Center 	498,300 	545,600 	449,547 	556,500
Fleetwood-Jourdain Theatre 	116,000 	163,100 	103,947 	114,700
At-Risk Programs 	165,400 	181,200 	157,576 	179,400
Levy Activity Center 	380,400 	564,600 	492,655 	644,800
Church Street Boat Ramp 	72,700 	80,500 	39,031 	67,700
Boat Storage Facility 	1,500 	1,600 	820 	1,600
Beaches 	367,200 	412,500 	379,082 	399,500
Facility Maintenance 	468,800 	485,900 	469,435 	495,900
Robert Crown Ice Rink 	930,300 	988,100 	859,734 	969,600
Sports Leagues 	130,500 	132,000 	94,880 	78,200
Aquatic Camp 	27,100 	28,700 	31,677 	32,200
Tennis 	79,800 	76,500 	113,341 	107,300
Youth Sports 	0 	0 	442 	0
Club Subsidies 	900 	0 	130 	0
Drum and Bugle Corps 	15,100 	12,300 	2,109 	12,300
Special Recreation 	255,000 	253,200 	218,455 	253,200
Skate Park/Bus Program 	58,400 	57,500 	28,205 	34,500
Park Service Unit 	138,700 	53,000 	51,319 	53,000
Youth Golf Program 	800 	4,900 	6,265 	11,200
Subtotal Recreation 	4,957,700 	5,363,300 	4,732,727 	5,430,800
Total Expenditures: 	5,686,600 	6,097,800 	5,421,953 	6,076,500

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City of Evanston
Recreation
2003-2004
2002-2003 	Appropriation
Revenues 	Appropriation 	Approved
Advertising Revenue 	- 	26,000 	- 	26,000
Robert Crown Center Revenues 	- 	201,900 	- 	195,000
Robert Crown Ice Rink Revenues 	- 	951,800 	- 	945,000
Chandler-Newberger Center Revenues 	- 	358,200 	- 	365,300
Fleetwood-Jourdain Center Revenues 	- 	165,000 	- 	165,000
Fleetwood-Jourdain Theatre Revenues 	- 	20,000 	- 	31,600
At Risk Program Revenues 	- 	89,100 	- 	80,000
Levy Center Revenues 	- 	183,400 	- 	254,182
Church Street Boat Ramp Revenues 	- 	113,500 	- 	125,150
Boat Storage Facility Revenues 	- 	69,700 	- 	73,075
Beach Revenues 	- 	480,000 	- 	504,800
Sports League Revenues 	- 	57,300 	- 	42,300
Aquatic Camp Revenues 	- 	74,500 	- 	89,065
Tennis Revenues 	- 	85,500 	- 	117,000
Special Recreation Revenues 	- 	43,300 	- 	45,300
Skate Park/Bus Revenues 	- 	15,800 	- 	15,795
Youth Golf Program 	- 	2,800 	- 	11,200
Public Donation Youth Golf 	0
Total Recreation Revenues: 	2,937,800 	3,085,767
Performance Report on FY 2002-2003 Major Program Objectives
During 2002-03, the Department of Parks/Forestry & Recreation was challenged in each of its divisions. Major
projects that the staff addressed included the completion of both the Levy Senior Center and the $1,000,000 remodeling project at
the Noyes Cultural Arts Center. In addition, staff identified, developed and submitted grants for all areas of operations and
a marina study was begun by getting the Army Corps of Engineers and U.S. Representative Jan Schakowsky.
Levy Center: The Center opened its doors to residents on June 3. With the new facility’s additional programs and extended hours,
membership has doubled to 1,560 as of October 2002. The number of exercise programs offered has been expanded and
participation has increased 85 percent. Membership in the fitness room tops 180.
Chandler-Newberger Center/Special Recreation/Tennis/Golf: The Sports Camp curriculum was re-evaluated and group sizes
were reduced by 10 percent to provide better supervision. The former City/District #65 cooperative summer Special Recreation
camp was restructured to become a City-only camp. To more evenly distribute the tennis program, 25 tennis classes were offered
at James Park; private tennis lessons are now being offered year-round. Two golf camps for middle school students were initially
offered. That number was later increased to five, with more camps proposed for 2003-04.
Fleetwood-Jourdain Center: The fitness center’s fitness equipment was evaluated and it was determined that almost all needed to
be replaced. With funding from CDBG and a recreation-restricted fund, new equipment was purchased. Staff has restructured the
fitness center to operate similar to that of the Levy Center. The summer lunch program provided more than 35,000 meals over a
10-week period at four sites. The total number of meals served is less than in prior years. Fewer children took advantage of the
lunch program due to a larger number of children attending summer school this year--it is those children that visit our sites to eat
lunch. Staff is still working on creating social skill development and conflict resolution programs for pre-teens and young adults.
Fleetwood-Jourdain Theatre: A full-time program manager is being sought. Once hired, the manager will be working on meeting
the theatre’s objectives. The interim theater manager successfully formed a new program by combining the Summer Youth
Theatre program with the Cultural Arts Division’s ArtSkills program.

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City of Evanston
Recreation
Robert Crown: Interest from individuals remains very high for an adult basketball league, although the traditional league offering
was not successful. As a result, staff is changing the program to a 3-on-3 format, which should make it easier for the formation of
teams. A new ice dancing class was successfully introduced in the fall. There is an average of eight new riders in the after-school
bus program. Skate board and in-line skating clinics were held, but a competition was not offered due to lack of volunteers. Staff
is talking to local skate shops about sponsorship.
Communications and Marketing: Although the entire Arts + Recreation publication cannot be posted on the City’s Web site at
this time, staff is working with the web developer to include just the text files for classes, programs and special events sponsored
by the Recreation, Ecology and Arts Divisions. This should take effect with the Winter 2002-03 issue.
Lakefront: Staff reviewed the communication system at the Lakefront and determined the current system, a combination of radios
and land line phones, works the best. Large crowds attended the beaches during an unusually hot spell in mid-summer.
Staff cleaned the beaches daily, as well as the rest rooms. Due to rainouts, the summer softball season did not end on schedule,
so there was not enough time to run tournaments before the fall leagues began. Staff has revised the format for next year’s
summer leagues to allow time for tournaments. An equitable plan has been formed to register returning softball teams.
Recreation Maintenance: The outfields at the Robert Crown softball fields could not be renovated because of the extended league
play. Unless the fields are taken out of action for a season, it appears the fields cannot be renovated until fall of 2003. Staff
maintained 21 City baseball/softball fields, 20 soccer fields and 3 football fields.
Recreation Support: Staff reviewed some of the current after-school program offerings and made changes in the dates and times
the classes are held in order to accommodate additional participants in the programs. In addition, new programs have been added
such as youth volleyball, and environmental education as well as expanded martial arts, hockey instruction and tennis outreach.
The goal of revising the overall summer staffing/training manual for part-time staff was not met, but staff was able to make
some revisions to the current manual/information that was distributed to staff. Through September, $355,760 in grants has been
received so far this FY, with another $622,600 in outstanding grant requests.
Business and Fiscal Management: A department-wide employee photo ID card system was implemented, which was later
expanded to all City employees. Pass management and access control systems were implemented at the Levy Senior Center. Cost
tracking was implemented for Cultural Arts programs. The RecTrac (program/class registration) software was upgraded.
Procedures to allow residents to register for programs via their computers are being planned and should be implemented in the
near future.

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City of Evanston
Management and Support
Description of Major Activities
The Administration Division of the Parks/Forestry and Recreation Department, together with the Business Office
and the Public Information Office, provides all management and administrative support services for the
department’s other divisions: Parks/Forestry; Recreation; Ecology; and Cultural Arts.
The Administration Division reviews the conditions of facilities and the relevancy of programs; investigates and
resolves citizens’ concerns; reviews, evaluates and implements the Capital Improvement Program (CIP); prepares
general correspondence and reports; coordinates special events; monitors affirmative action programs; interviews
and evaluates personnel; trains full-time and part-time staff; oversees staff training programs, including those
pertaining to customer service and safety; prepares, coordinates and submits grants; acts as liaison to all City
Council Committees; assigns and coordinates all boards, commissions and councils within the department’s
responsibilities; and monitors overall budget activity.
Administrative staff implements policies as approved by the governing body. Staff works with elected officials,
appointed officials, and boards and commissions, including the Playground and Recreation Board, Arts Council,
Public Art Committee, Public Place Names, Ladd Arboretum Committee and the Evanston Environment Board. In
addition, personnel work directly with various recreation center advisory boards, community groups and
community associations, all of which contribute input to the department.
In order to provide greater opportunities for citizens, cooperative arrangements are coordinated with School
Districts #65 and #202, and with community agencies. Interagency collaboration prevents duplication of services
and broadens the number of programs, services and facilities available to the public.
The Administration Division’s public information staff informs residents about programs offered by the
Recreation, Cultural Arts and Ecology Divisions, as well as those offered by local arts organizations, through Arts
+ Recreation magazine. Other promotional materials include press releases, flyers and brochures.

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City of Evanston
Management and Support
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1 In-house training seminars 	4 	4 	4
FULL TIME EQUIVALENT POSITIONS 	2.50 	2.50 	2.50
Approved Adjustments in 2003-2004 Budget
1. Continue to identify, develop and submit grants for all five divisions annually.
2. Continue to expand Levy Senior Center membership and programs during FY 2003-04.
3. Continue to investigate the potential opportunity to develop and implement an American Elm disease
prevention program, including better disease detection.
4. Expand the visibility of all department services through better communication through media and direct contact
with residents, with better definition by August 2003.
5. Develop an ID card system for residents with swipe card capabilities for registration, to be implemented in
2004.
6. Continue trimming trees that block the view of stop signs or traffic lights, in addition to trimming those trees
already scheduled for trimming.
7. Continue the exploration steps to develop a marina, by June 2003.
8. Prepare a corporation partnership policy, to be adopted by City Council, for contributions and donations, to be
adopted by June 2003.

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2002-2003
Appropriation
2003-2004
Approved
1 Director
1 Executive Secretary
0.5 Management Analyst
Regular Pay Permanent 	179,800 	179,800
Personal Services 	$179,800 	$179,800
Telephone & Telegraph 	2,500 	2,500
Postage Chargebacks 	500 	500
Training and Travel 	200 	200
Automobile Allowance 	3,600 	3,600
Telephone Chargebacks 	2,800 	2,800
Membership Dues 	700 	700
Other Contractual Services 	500 	500
Contractual Services 	$10,800 	$10,800
Books, Publications, Maps 	300 	300
Food 	800 	800
Other Commodities 	300 	300
Commodities 	$1,400 	$1,400
Medical Insurance 	14,800 	14,800
Life Insurance 	500 	500
Other Charges 	$15,300 	$15,300
Management and Support 	$207,300 	$207,300
City of Evanston
Management and Support

-- 308 of 594 --

City of Evanston
Business and Fiscal Management
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Computerized training sessions for staff. 	12 	15 	12
2. Budget preparation training for Rec. staff 	2 	1 	2
FULL TIME EQUIVALENT POSITIONS 	5.00 	5.00 	4.00
Approved Adjustments in 2003-2004 Budget
1. Work with the Finance department to implement the new City-wide financial system.
2. Develop a new policies and procedures manual upon implementation of the new financial system.
3. Re-organize and re-engineer the Business division to maximize use of the new financial system.
4. Train new staff in accounting, receivables, payables and payroll by January 2004.
5. Review operating procedures and policies in the areas of cash receipts, purchasing, payables, hiring, employee
evaluations, and payroll and provide recommendations by February 2003.
6. Implement an activity-based costing system for the department by September 2003.
The Business Office audits and records revenues from fees and charges resulting from departmental
activities; controls and processes purchases and disbursements of both City and restricted account
funds; maintains financial records relative to both expenditures and revenues; performs bank account
reconciliations and prepares journal entries and monthly reports for Finance Department review;
prepares financial reports for Recreation Board meetings and staff use; processes payroll for permanent and
temporary staff; administers the registration system; troubleshoots RecTrac system problems; and provides
technical assistance to staff. In conjunction with the Director, the Business Manager coordinates the preparation
and presentation of the budget and monitors budget performance. The Business Office also assists in providing
customer service to patrons who register for Parks, Forestry and Recreation Department programs at the Civic
Center office.

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2002-2003
Appropriation
2003-2004
Approved
2 Bookeeper
1 Business Manager
1 Senior Accountant
Regular Pay Permanent 	237,900 	142,000
Permanent Part Time 	- 	9,000
Personal Services 	$237,900 	$151,000
Office Equipment Maintenance 	13,400 	13,400
Other Professional Services 	3,500 	3,500
Telephone & Telegraph 	400 	400
Postage Chargebacks 	300 	300
Training and Travel 	400 	400
Automobile Allowance 	300 	300
Telephone Chargebacks 	2,200 	2,200
Membership Dues 	700 	700
Rentals 	14,000 	14,000
Copy Machine Charges 	300 	300
Other Contractual Services 	2,500 	2,500
Contractual Services 	$38,000 	$38,000
Books, Publications, Maps 	300 	300
Office Supplies 	17,000 	17,000
Personal Computer Software 	1,000 	1,000
Commodities 	$18,300 	$18,300
Medical Insurance 	29,500 	17,700
Life Insurance 	500 	300
Other Charges 	$30,000 	$18,000
Office Machines & Equipment 	15,000 	15,000
Capital Outlay 	$15,000 	$15,000
Business and Fiscal Management 	$339,200 	$240,300
City of Evanston
Business and Fiscal Management

-- 310 of 594 --

City of Evanston
Communications and Marketing Services
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Advertising sales revenue 	$26,000 	$26,300 	$27,000
FULL TIME EQUIVALENT POSITIONS 	1.70 	1.70 	1.70
Approved Adjustments in 2003-2004 Budget
1. Increase the Parks/Forestry & Recreation information available on the City's Web site, including a "most
frequently asked questions" area by September 2003.
The Communications and Marketing Services office produces press releases and a wide variety of promotional
materials for the Parks/Forestry and Recreation Department, which includes four community centers, the Evanston
Ecology Center and the Cultural Arts Division. The department's major marketing tool is Arts + Recreation
magazine, which is published quarterly. The magazine includes classes and programs offered by the Recreation
Division and the Ecology Center, listings from Evanston artists and independent arts organizations, maps, general
information and special events information. Partial funding comes from display advertising revenues and from fees
for class listings from independent arts organizations and Evanston residents who teach classes in the arts.

-- 311 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Public Information Specialist
Regular Pay Permanent 	57,100 	57,100
Permanent Part Time 	31,300 	31,300
Personal Services 	$88,400 	$88,400
Advertising 	300 	300
Printing 	71,500 	71,500
Computer Equipment Maintenance 	3,000 	3,000
Other Professional Services 	1,000 	1,000
Postage Chargebacks 	4,600 	1,000
Training and Travel 	200 	200
Automobile Allowance 	300 	300
Postage 	- 	23,500
Telephone Chargebacks 	600 	600
Data Processing Services 	2,000 	2,000
Membership Dues 	100 	100
Other Contractual Services 	9,800 	-
Contractual Services 	$93,400 	$103,500
Books, Publications, Maps 	200 	200
Commodities 	$200 	$200
Medical Insurance 	5,900 	5,900
Life Insurance 	100 	100
Other Charges 	$6,000 	$6,000
Communications and Marketing Services 	$188,000 	$198,100
City of Evanston
Communications and Marketing Services

-- 312 of 594 --

City of Evanston
Recreation General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1.Scholarships Granted 	$151,800 	$151,800 	$156,000
FULL TIME EQUIVALENT POSITIONS 	3.50 	2.50 	2.50
Approved Adjustments in 2003-2004 Budget
1. Review and update the procedure for processing park permits by April 2003.
2. Receive 90% or more of the grants, which are applied for in fiscal year 2003-04.
3. Review with Center Managers, the maintenance needs for programs that occur in the summer months with
the goal of better coordinating tasks and improving services to the community by May 2003.
All Recreation administrative functions are part of this element. This element includes the Superintendent of
Recreation, 50% of the Management Analyst's position, and one Clerical / Registration staff. This division is
responsible for overseeing and developing Recreation programs offered in the community, and developing
and implementing polices and procedures associated with use of those facilities and programs. Activities
include staff training, applying for grants and other available funding sources, customer service, overall
coordination of special events, permitting park rental groups, working with community groups, advisory
boards and the Recreation Board.

-- 313 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Superintendent of Recreation
1 Data Control Clerk
.5 Management Analyst
Regular Pay Permanent 	138,400 	201,300
Permanent Part Time 	16,600 	25,600
Personal Services 	$155,000 	$226,900
Telephone & Telegraph 	1,300 	1,300
Postage Chargebacks 	1,000 	1,000
Training and Travel 	400 	400
Automobile Allowance 	1,500 	1,500
Fleet Service Fund Chargeback 	46,400 	46,400
Telephone Chargebacks 	1,800 	1,800
Membership Dues 	900 	900
Contractual Services 	$53,300 	$53,300
Books, Publications, Maps 	300 	300
Food 	600 	600
Other Commodities 	800 	800
Commodities 	$1,700 	$1,700
-
Medical Insurance 	14,800 	20,700
Life Insurance 	400 	500
Other Charges 	$15,200 	$21,200
Recreation General Support 	$225,200 	$303,100
City of Evanston
Recreation General Support

-- 314 of 594 --

City of Evanston
Park Utilities
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
Major facilities such as Mason and Lovelace Parks provide area residents with opportunities for playing tennis,
basketball and other leisure activities on a drop-in basis. These facilities may be used by local residents for hosting
parties, meetings, and special get-togethers. Lovelace Park is also used as a site for the men's and women's tennis
leagues and as a site for the Evanston Tennis Association's 4th of July Tennis Tournament. Electricity and natural
gas costs for Mason, Lovelace, Baker, Ackerman, Leahy, Fitzsimmons, Twiggs, Harbart, James, and Robert Crown
Parks are included in this element.

-- 315 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Electricity 	28,000 	46,000
Gas 	4,500 	4,500
Telephone & Telegraph 	400 	400
Contractual Services 	$32,900 	$50,900
Recreation Supplies 	300 	300
Commodities 	$300 	$300
Park Utilities 	$33,200 	$51,200
City of Evanston
Park Utilities

-- 316 of 594 --

City of Evanston
Robert Crown Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Teams in sports leagues 	50 	50 	40
Recreation instructional program 	930 	930 	930
Arts and crafts participants 	340 	350 	350
Preschool age program participants 	500 	500 	500
Self-development/performing arts participants 	725 	725 	725
Holidays events participants/Camps 	270 	270 	270
Fitness participants 	200 	200 	200
Open Gym pariticipants 	1,000 	1,000 	1,000
Special Events Participants 	200 	200 	200
Scholarships granted 	$21,000 	$21,000 	$21,000
FULL TIME EQUIVALENT POSITIONS 	7.17 	7.17 	7.17
Approved Adjustments in 2003-2004 Budget
1. Create an Adult 3 on 3 basketball league for ages 19 years and up as an alternative to the regular 5 on 5 leagues
held in other centers, by November 2003.
2. Develop a Saturday Morning Breakfast Club for parents who bring their children in for early classes, by fall of
2003. Activities will include breakfast, fitness, table games, discussion time and interaction with other parents.
Schedule of activities will alternate each week.
3. Combine the After-School Program with a structured sports program and re-name After-School Fun and Sports
Program, by September 2003.
The Robert Crown Community Center provides comprehensive recreational activities for all ages and for diverse
interests including sports, arts, hobbies, dance and preschools. Leisure activities are scheduled at convenient times
for each age group. The Community Center continues to coordinate program offerings with those of the adjacent
Ice Center facility. These are some of the programs that are offered at the center; Adult Pottery, Low Impact
Aerobics, T-Ball, Karate Class, After School Programs, Surf'n'Turf Summer Camp, Various PreSchool Programs,
Room Rentals (for birthday parties), Various Dance Programs, 4th&5th Grade Basketball, Gymnastic Programs
and more.

-- 317 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Bldg. Supervisor
1 Custodian II
1 Office Coordinator
1 Preschool Coordinator
1 Rec. Program Manager
Regular Pay Permanent 	204,000 	204,000
Overtime Pay Permanent 	1,400 	1,400
Permanent Part Time 	165,800 	163,800
Seasonal Employees 	33,700 	33,700
Personal Services 	$404,900 	$402,900
Advertising 	600 	600
Printing 	400 	400
Office Equipment Maintenance 	2,600 	2,600
Other Equipment Maintenance 	1,900 	1,900
Electricity 	36,000 	36,000
Gas 	5,400 	5,400
Telephone & Telegraph 	4,900 	4,900
Postage Chargebacks 	300 	300
Training and Travel 	500 	500
Automobile Allowance 	300 	300
Membership Dues 	500 	500
Rentals 	2,000 	2,000
Other Contractual Services 	23,200 	23,600
Contractual Services 	$78,600 	$79,000
-
Clothing 	500 	500
Janitorial Supplies 	2,000 	2,000
Building Maintenance Material 	2,400 	2,400
Office/Other Equipment Maintenance Material 	2,800 	2,800
Medical & Lab Supplies 	900 	900
Office Supplies 	2,200 	2,200
Recreation Supplies 	17,800 	16,800
Commodities 	$28,600 	$27,600
-
Medical Insurance 	29,800 	29,800
Life Insurance 	300 	300
Bank Service Charges 	2,100 	2,100
Other Charges 	$32,200 	$32,200
Robert Crown Community Center 	$544,300 	$541,700
City of Evanston
Robert Crown Community Center

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City of Evanston
Chandler-Newberger Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Preschool Participants (Fall-Spring) 	567 	425 	425
2. Summer Preschool Camp Participants 	281 	285 	285
3. Youth Program Participants (Fall-Spring) 	864 	900 	900
4. Summer Youth (Sports) Camp Participants 	986 	990 	1,000
5. Summer Youth Drop-In Participants 	406 	1,000 	1,000
6. Youth Open Gym/Daily Sports Participants 	1,650 	1,700 	1,700
7. Special Event participants 	862 	900 	900
8. Adult program participants 	105 	120 	120
9. Adult teams in leagues/tournaments 	73 	75 	75
FULL TIME EQUIVALENT POSITIONS 	6.87 	6.87 	6.87
Approved Adjustments in 2003-2004 Budget
1. Offer two new recreational programs in Room E by April 2003.
2. Improve and develop the Chandler-Newberger Center staff manual by January 2004.
The Chandler-Newberger Community Center offers comprehensive programs for all ages. Major programs include
after- school children's sports classes including basketball, floor hockey, and soccer; youth basketball leagues;
winter and summer sports camps; youth gymnastics; preschool play groups; adult/youth racquetball; and
adult/youth volleyball leagues. The emphasis of programs is to provide positive self-development through the
development of skills and individual improvement.
Preschool Programs 	Teen Programs
Morning Preschool (fall-spring) 	Counselor in Training
Mom/Dad/Tots 	Beach Volleyball Camp
Pee Wee Sports Camp 	Indoor Volleyball Camp
Leahy Preschool Camp 	Volleyball Classes
Preschool Gymnasium Sports Classes 	Open Gym
Preschool Gymnastics 	Racquetball
Youth Programs 	Adult Programs
Summer Sports Camp 	Indoor Volleyball Leagues
Summer Mini Sports Camp 	Beach Volleyball Leagues
Winter Sports Camp 	Volleyball Skills Drills Training
Youth After School Sports 	Women's Basketball Program
Home School Sports Classes 	Racquetball
Summer Basketball Camp 	Open Basketball
Summer Beach Volleyball Camp 	Open Volleyball
Summer Indoor Volleyball Camp
Youth Gymnastics (beg-Adv) 	Special Events
Open Basketball 	March Madness Basketball Tournament
Girl's Basketball Leagues 	Halloween Party
Flag Football/Softball Leagues 	Youth Garage Sale

-- 319 of 594 --

2002-2003
Appropriation
2003-2004
Approved
2 Program Manager
1 Recreation Center Manager
1 Weekend Evening Supervisor
Regular Pay Permanent 	181,500 	181,500
Permanent Part Time 	111,700 	106,300
Seasonal Employees 	60,700 	60,700
Personal Services 	$353,900 	$348,500
Advertising 	300 	300
Printing 	600 	600
Office Equipment Maintenance 	600 	600
Other Equipment Maintenance 	1,800 	1,800
Electricity 	28,500 	28,500
Gas 	6,800 	6,800
Telephone & Telegraph 	5,600 	5,600
Postage Chargebacks 	1,900 	1,900
Training and Travel 	400 	400
Automobile Allowance 	1,200 	1,200
Membership Dues 	800 	800
Rentals 	1,600 	1,600
Other Contractual Services 	55,300 	60,100
Contractual Services 	$105,400 	$110,200
Books, Publications, Maps 	100 	100
Clothing 	600 	600
Food 	1,600 	1,600
Janitorial Supplies 	2,500 	2,500
Building Maintenance Material 	1,000 	1,000
Office/Other Equipment Maintenance Material 	200 	200
Medical & Lab Supplies 	100 	100
Merchandise for Resale 	3,700 	3,700
Office Supplies 	2,500 	2,500
Recreation Supplies 	15,100 	17,400
Commodities 	$27,400 	$29,700
Medical Insurance 	23,600 	23,600
Life Insurance 	200 	200
Bank Service Charges 	8,900 	8,900
Other Charges 	$32,700 	$32,700
-
-
Personal Computer Equipment 	- 	2,100
-
Capital Outlay 	- 	2,100
-
Chandler Newberger Community Center 	$519,400 	$523,200
City of Evanston
Chandler Newberger Community Center

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City of Evanston
Fleetwood-Jourdain Community Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. League participation sports offered 	7 	7 	7
2. Classes offered in fitness program 	5 	6 	6
3. Classes offered in dance program 	5 	5 	5
4. Classes offered in skilled craft program 	5 	5 	5
5. Scholarship granted 	$20,000 	$20,000 	$20,000
FULL TIME EQUIVALENT POSITIONS 	9.33 	9.33 	9.33
Approved Adjustments in 2003-2004 Budget
1. Conduct a comprehensive evaluation of the fitness center program and operations, including equipment, activities
and hours of operations, to better meet the needs of the community. This evaluation will include an evaluation of all
fitness equipment to determine the need for replacement by June 2004.
2. Develop pre-teen and young adult programs in the areas of social skills development and conflict resolution; plan
movie days and cultural and amusement field trips; and create a video production club by December 2003.
3. Create specialized classes/workshops in oceanography and astronomy by September 2003.
Fleetwood-Jourdain programs are structured in such a manner as to enhance the participant's ability to learn
through involvement. Recreational activities include sports, dance, drama, special events, drop-in activities and
arts and crafts. Participants are provided with opportunities to maximize their use of leisure time through diverse
programs tailored to special interests during fall, winter and spring months. An extensive nine-month after-school
program is offered during the school year and a ten-week camp program is offered in summer. In addition to the
numerous programs sponsored by the Department, the Center also accommodates community groups such as
Community Awareness Block Club, Foster Neighbors, and VFW. Program space and staff support is also provided
for affiliate organizations such as FAAM, Coe-Pops and Moms, Junior Wildkits, and AYSO.

-- 321 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Center Manager
1 Clerk II
1 Custodian II
2 Program Manager
1 Weekend/Evening Super.
Regular Pay Permanent 	241,100 	241,100
Overtime Pay Permanent 	2,000 	2,000
Permanent Part Time 	51,700 	54,700
Seasonal Employees 	70,000 	70,000
Personal Services 	$364,800 	$367,800
Advertising 	2,000 	2,400
Printing 	1,000 	1,900
Building Maintenance Services 	1,000 	1,000
Office Equipment Maintenance 	1,000 	1,000
Other Equipment Maintenance 	1,800 	1,800
Electricity 	35,000 	35,000
Gas 	7,900 	13,000
Telephone & Telegraph 	6,000 	6,000
Postage Chargebacks 	1,000 	1,000
Training and Travel 	600 	600
Automobile Allowance 	1,800 	1,800
Postage 	- 	400
Membership Dues 	800 	800
Rentals 	4,000 	4,000
Other Contractual Services 	37,000 	40,300
Contractual Services 	$100,900 	$111,000
Books, Publications, Maps 	600 	600
Clothing 	3,000 	3,000
Food 	7,000 	5,400
Janitorial Supplies 	6,000 	6,000
Building Maintenance Material 	3,000 	3,000
Office/Other Equipment Maintenance Material 	2,500 	2,500
Office Supplies 	3,000 	3,000
Recreation Supplies 	18,500 	17,900
Commodities 	$43,600 	$41,400
Medical Insurance 	35,600 	35,600
Life Insurance 	500 	500
Bank Service Charges 	200 	200
Other Charges 	$36,300 	$36,300
Fleetwood-Jourdain Community Center 	$545,600 	$556,500
City of Evanston
Fleetwood-Jourdain Community Center

-- 322 of 594 --

City of Evanston
Fleetwood-Jourdain Theatre
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Theatre Productions 	8 	8 	8
Scholarships 	$1,000 	$1,000 	$1,000
FULL TIME EQUIVALENT POSITIONS 	1.70 	1.70 	1.70
Approved Adjustments in 2003-2004 Budget
The Children's Theatre program will be moved to the Levy Senior Center and the Adult Theatre Program
will be moved to the Fleetwood-Jourdain building. This change will result in retal fees savings of
$61,150.00
1. Restructure the adult theatre program and evaluate the benefits of (1) developing an ensemble-open auditions
process for casting and (2) selecting resident art production staff versus hiring show by show by February 2004.
2. Develop and implement 3 theatre classes and 3 workshop classes for adults and another 3 classes and 3
workshops for children by February 2004.
3. Restructure the theatre rental program and develop an informational brochure by February 2004.
Fleetwood-Jourdain Community Theatre programs are structured to increase the community's awareness of the
performing arts. The Theatre will present shows which are not only relevant to the community, but which will
enable others to have a better understanding of the community. The Theatre program strives to showcase the
outstanding talents in our area and foster a sense of pride and enthusiasm. The Evanston Children Theatre
program produces three main stage productions, which include classical musicals, fairy tales and adaptations.
The participants are involved in acting and singing, and assist with costumes, lighting and set decorations.

-- 323 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Recreation Program Manager
Regular Pay Permanent 	37,100 	37,100
Permanent Part Time 	12,800 	12,800
Personal Services 	$49,900 	$49,900
Advertising 	6,000 	6,000
Printing 	2,000 	2,000
Other Equipment Maintenance 	1,100 	-
Electricity 	2,000 	-
Telephone & Telegraph 	3,300 	2,000
Postage Chargebacks 	1,500 	1,500
Automobile Allowance 	200 	200
Rentals 	51,000 	6,000
Other Contractual Services 	26,000 	28,000
Contractual Services 	$93,100 	$45,700
Food 	2,000 	2,000
Janitorial Supplies 	1,000 	-
Building Maintenance Material 	1,000 	1,000
Office/Other Equipment Maintenance Material 	500 	500
Office Supplies 	1,500 	1,500
Recreation Supplies 	8,000 	8,000
Commodities 	$14,000 	$13,000
Medical Insurance 	5,900 	5,900
Life Insurance 	100 	100
Bank Service Charges 	100 	100
Other Charges 	$6,100 	$6,100
Fleetwood-Jourdain Theatre 	$163,100 	$114,700
City of Evanston
Fleetwood-Jourdain Theatre

-- 324 of 594 --

City of Evanston
At-Risk Programs
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1 High School Basketball Participants 	560 	560 	400
2 Cultural Arts 	5 	5 	5
3 Drop-In Playground 	2 	2 	2
4 Family Outing 	3 	3 	3
5 Summer Food Service Program Sites 	4 	4 	4
6 Meals Served 	45,000 	45,000 	40,000
7 Community Outreach 	2 	2 	2
FULL TIME EQUIVALENT POSITIONS 	0.95 	0.95 	0.95
Approved Adjustments in 2003-2004 Budget
1. Expand the sports program for grade and middle school youth and continue the cultural arts initiatives, which
consist of local field trips to cultural institutions, on-site workshops and direct programming by February 2004.
2. Submit an application for a reimbursable grant to the Illinois State Board of Education for a Summer Lunch
program to serve four sites: Fleetwood-Jourdain, Mason Park, Robert Crown and Clyde-Brummel Park. The program
will serve 40,000 lunches over a 10-week period by April 2003.
At Risk programs are structured to increase participation of grade school youth, high school youth and young adults
in need of non-traditional leisure services. Programs and services offered in this element will be free to the
participant(s) and offered at various recreation centers: FLW, Mason, R/C, Clyde/Brummel and other locations
throughout the community. The program choices are designed to create alternatives in lifestyle, better self-image,
and ultimately a better quality of life.
Recreational and sports activities are held at the lakefront and at Elks, James, Robert Crown and Mason Parks. The
summer food program provides 1,000 nutritional meals per day at four sites: Fleetwood-Jourdain, Mason Park,
Robert Crown and Clyde-Brummel.

-- 325 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 	37,200 	37,200
Seasonal Employees 	42,300 	40,500
Personal Services 	$79,500 	$77,700
Advertising 	1,000 	1,000
Printing 	1,000 	1,000
Electricity 	1,800 	1,800
Telephone & Telegraph 	1,800 	1,800
Postage Chargebacks 	400 	400
Training and Travel 	200 	200
Other Contractual Services 	10,500 	10,500
Contractual Services 	$16,700 	$16,700
Food 	73,000 	73,000
Janitorial Supplies 	2,500 	2,500
Office Supplies 	1,500 	1,500
Recreation Supplies 	8,000 	8,000
Commodities 	$85,000 	$85,000
At-Risk Programs 	$181,200 	$179,400
City of Evanston
At-Risk Programs

-- 326 of 594 --

City of Evanston
Levy Activity Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Membership 	1,250 	1,445 	1,200
Scholarships 	300 	300 	400
Fitness Membership 	200
FULL TIME EQUIVALENT POSITIONS 	8.50 	7.93 	7.93
Approved Adjustments in 2003-2004 Budget
1. Develop a horticultural program with the enabling garden for the Levy Center Courtyard by August 2003.
2. Increase Levy Center usage through new program offerings, extended hours, more staff and more space by
September 2003.
3. Recruit new board members and revise by-laws for Levy Center Advisory Board and Life Enrichment Committee
by December 2003.
The Levy Center is primarily a senior center. There are countless recreational activities to meet the interests and
needs of people 55 years and better. The computer lab offers older people the opportunity to learn and enhance their
computer skills. The library offers a quiet space for those who want to meditate or read. The game room boasts two
pool tables, a shuffleboard table and dart board. This is a popular place for physically active seniors to socialize and
partake in some friendly competition. The gym/auditorium is a grand space for basketball, volleyball, shuffleboard,
music programs, dance programs and rental space. The program offerings vary from theme parties, holiday
gatherings, day trips, long distance trips, arts and crafts classes, card games, dance classes, woodcarving, writing
workshops, French club, Spanish classes, social groups, and more. The health and wellness programs have increased
significantly since the move to the new site. The classes are held in the exercise room while the fitness room has
become popular with younger and older seniors alike. The Health Screening room is scheduled with the public
health nurses, legal assistance, the senior crime prevention officer, and social worker. Weekend and evening hours
have allowed for additional activities at the center for all ages. For young adults, a variety of fitness classes have
been introduced, as well as Spanish classes, computer classes, ceramics, woodcarving, dance classes, etc. Currently
martial arts classes for young children and adults have played a role at the Levy Center during evening and weekend
hours. The Levy Center is also popular as a rental space in Evanston.

-- 327 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Center Manager
1 Clerk Typist II
1 Custodian
1 Custodian II
1 Program Manager
Regular Pay Permanent 	250,700 	250,700
Permanent Part Time 	128,400 	121,500
Personal Services 	$379,100 	$372,200
Advertising 	2,000 	1,000
Printing 	1,500 	1,000
Office Equipment Maintenance 	3,000 	1,000
Other Equipment Maintenance 	6,500 	6,500
Electricity 	35,000 	48,000
Gas 	6,500 	6,500
Telephone & Telegraph 	5,500 	9,000
Postage Chargebacks 	4,000 	6,000
Training and Travel 	700 	500
Automobile Allowance 	1,600 	1,300
Membership Dues 	1,000 	1,000
Rentals 	800 	800
Other Contractual Services 	55,500 	120,600
Contractual Services 	$123,600 	$203,200
Clothing 	1,000 	1,000
Food 	8,000 	8,500
Janitorial Supplies 	3,800 	3,800
Building Maintenance Material 	2,000 	2,000
Office/Other Equipment Maintenance Material 	1,500 	1,000
Office Supplies 	2,500 	4,000
Recreation Supplies 	5,500 	11,500
Commodities 	$24,300 	$31,800
Medical Insurance 	35,700 	35,700
Life Insurance 	400 	400
Bank Service Charges 	1,500 	1,500
Other Charges 	$37,600 	$37,600
Levy Activity Center 	$564,600 	$644,800
City of Evanston
Levy Activity Center

-- 328 of 594 --

City of Evanston
Church Street Boat Ramp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Season Permits sold - residents 	90 	80 	80
Season Permits sold - non-residents 	65 	60 	60
Dog beach tokens sold - residents 	950 	1350 	1,040
Dog beach token sold - non residents 	200 	170 	225
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Develop a City policy on dog fights that will specify in detail who is responsible and liable for damages that may
occur during such fights. This policy will be printed and passed out to all dog beach token holders by May 1, 2003.
The Church Street Boat Ramp and Dog Beach facility consists of 4 ramps for the launching and retrieval of water
crafts and the sand beach just south of the Clark Street breakwater that is used for the dog beach.
These two facilities are open from May 1 through October 31, weather permitting. These facilities are staffed from
5:00 a.m. to 8:00 p.m.; times will vary depending on light conditions. During May, September and October these
facilities are staffed only on the weekends. In June, July and August they are staffed seven days per week.

-- 329 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 	39,500 	26,700
Personal Services 	$39,500 	$26,700
Postage Chargebacks 	200 	200
Contractual Services 	$200 	$200
Licensing/Regulatory Support 	500 	500
Building Maintenance Material 	40,000 	40,000
Other Commodities 	300 	300
Commodities 	$40,800 	$40,800
Church Street Boat Ramp 	$80,500 	$67,700
City of Evanston
Church Street Boat Ramp

-- 330 of 594 --

City of Evanston
Boat Storage Facility
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Storage racks occupied 	190 	207 	200
Season launch permits sold 	130 	110 	120
Daily launch permits sold 	33 	50 	45
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Research the possibility of converting some top racks to kayak only racks, adding additional space to the facility
by May 2003.
The Dempster Storage/Launch Facility provides storage for small sailboats and kayaks through a system of racks
(209). There is also storage space on the beach for 15 double hull crafts and additional rack space for sailboards
(30). A large sand beach provides an excellent launch and retrieval area for the crafts stored on site and for those
who purchase "launch only" or "daily" permits.
This facility is open for use May through October. On weekends in June, July and August there is staff present to
monitor entry to the facility and to assist permit holders as needed.
There is also space for 30 crafts to be stored in the Dempster Beach Office during the winter months.

-- 331 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Postage Chargebacks 	300 	300
Contractual Services 	$300 	$300
Licensing/Regulatory Support 	700 	700
Office/Other Equipment Maintenance Material 	600 	600
Commodities 	$1,300 	$1,300
Boat Storage Facility 	$1,600 	$1,600
City of Evanston
Boat Storage Facility

-- 332 of 594 --

City of Evanston
Beaches
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Total number of resident pre-season tokens sold 	12,961 	15,740 	15,000
Total number of resident season tokens sold 	3738 	2,455 	2,400
Total number of resident 1/2 price tokens sold 	222 	226 	225
Total number of daily tickets sold (adult & child) 	16,6635 	22,043 	21,500
Non-resident pre-season tokens sold 	80 	103 	100
Non-resident season tokens sold 	42 	33 	40
FULL TIME EQUIVALENT POSITIONS 	0.75 	1.50 	1.50
Approved Adjustments in 2003-2004 Budget
1. Bring the new Recreation Program - Lakefront/Parks person up to speed on the lakefront
operation to ensure a smooth transition into the 2003 beach season by March 1, 2003.
Skilled, trained and supervised staff at the Lakefront Division provide for the safety of swimmers and beach patrons
Clark, Greenwood, Lee, Lighthouse and South Boulevard Beaches. In addition to the primary responsibility of safety,
the staff cleans bathrooms, removes trash and maintains lakefront parks.
The staff at the Dempster Beach Office is responsible for the selling of season permits, the collection of beach
revenues and the depositing of all daily revenues.

-- 333 of 594 --

2002-2003
Appropriation
2003-2004
Approved
0.75 Lakefront Program Mgr.
0.5 Sports Coordinator
0.25 Supervisor
Regular Pay Permanent 	70,800 	70,800
Seasonal Employees 	259,300 	246,300
Personal Services 	$330,100 	$317,100
Advertising 	600 	600
Other Equipment Maintenance 	1,200 	1,200
Electricity 	3,200 	3,200
Gas 	1,600 	1,600
Telephone & Telegraph 	4,200 	4,200
Postage Chargebacks 	500 	500
Fleet Service Fund Chargeback 	46,100 	46,100
Other Contractual Services 	500 	500
Contractual Services 	$57,900 	$57,900
Clothing 	3,000 	3,000
Licensing/Regulatory Support 	5,000 	5,000
Recreation Supplies 	4,000 	4,000
Other Commodities 	1,500 	1,500
Commodities 	$13,500 	$13,500
Medical Insurance 	8,900 	8,900
Life Insurance 	200 	200
Bank Service Charges 	1,900 	1,900
Other Charges 	$11,000 	$11,000
Beaches 	$412,500 	$399,500
City of Evanston
Beaches

-- 334 of 594 --

City of Evanston
Facility Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Service deliveries 	600 	600 	600
Number of beach cleanings 	290 	290 	290
Install snow fence 	30,000 L.F. 	30,000 L.F. 	30,000 L.F.
Remove snow from walkways 	24 hours 	24 hours 	24 hours
Resurface ice rinks 	26 	24 	24
Repair /paint lifeguard chairs 	13 	13 	13
Dredge boat ramp 	May 1, 2001 	May 1, 2002 	May 1, 2003
Maintain ball diamonds 	17 	17 	19
Maintain tennis and basketball courts 	15 	15 	15
Maintain soccer /football fields 	27 	27 	29
Renovate soccer fields 	2 	2 	1
FULL TIME EQUIVALENT POSITIONS 	6.75 	6.75 	6.75
Approved Adjustments in 2003-2004 Budget
1. Hire an additional seasonal employee to work exclusively at the newly renovated James Park so that it can be
maintained to a high standard, by May 30, 2003.
2. Purchase a fertilizer spreader to be used on all of our athletic fields, by April 15, 2003.
3. Close down and renovate 1 field at the base of James Park, by April 30, 2002.
4. Replace an older Too Sandpro, which is used for ballfield maintenance, with a new model so that more work can
be accomplished, by May 15, 2003.
The maintenance services provided by this element help to ensure the efficient operation of many of our programs.
Maintenance is provided at 5 City beaches, 18 soccer fields, 4 football fields and 19 softball/baseball fields. In
addition, custodial services are provided at 7 park shelters and 7 lakefront buildings. Major cleaning, painting and
minor carpentry, and pickup/deliveries are provided to our 6 major recreation buildings. Five natural ice rinks are
maintained during the winter months. Snow is also removed from parkways and parking lots at our facilities. A
continuous task is the removal of graffiti from our parks. Support services are provided to several special events
conducted throughout the year, such as the Ethnic Arts Festival, Lakeshore Arts Festival, 4th of July and First Night.

-- 335 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 PF Crew Leader
4 PFW II
1 PWMW II
0.75 Supervisor, Sports and Rec. Maint.
Regular Pay Permanent 	309,400 	309,400
Overtime Pay Permanent 	18,400 	18,400
Seasonal Employees 	44,200 	54,200
Personal Services 	$372,000 	$382,000
Other Equipment Maintenance 	1,000 	1,000
Telephone & Telegraph 	1,100 	1,100
Training and Travel 	700 	700
Fleet Service Fund Chargeback 	45,600 	45,600
Membership Dues 	300 	300
Rentals 	600 	600
Contractual Services 	$49,300 	$49,300
Janitorial Supplies 	2,900 	2,900
Building Maintenance Material 	3,500 	3,500
Material to Maintain Improvements 	13,000 	13,000
Office/Other Equipment Maintenance Material 	4,000 	4,000
Minor Equipment & Tools 	1,000 	1,000
Safety Equipment 	700 	700
Commodities 	$25,100 	$25,100
Medical Insurance 	39,100 	39,100
Life Insurance 	400 	400
Other Charges 	$39,500 	$39,500
Facility Maintenance 	$485,900 	$495,900
City of Evanston
Facility Maintenance

-- 336 of 594 --

City of Evanston
Robert Crown Ice Rink
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Learn to skate classes 	320 	320 	320
Hockey sessions held 	30 	32 	32
Public skate participation 	17,000 	17,000 	17,000
Broomball league teams 	30 	28 	28
Teams in Adult Hockey league 	20 	20 	20
Scholarships granted 	37,000 	37,000 	32,000
FULL TIME EQUIVALENT POSITIONS 	10.94 	10.94 	10.94
Approved Adjustments in 2003-2004 Budget
1. Create and market a men's 3 on 3 hockey program and build it into a regular league by September 2003.
2. Market the skating school by doing handouts and flyers and visiting area schools to spread the word by fall 2003.
The Robert Crown Ice Center provides comprehensive year-round ice related programs. Staff strives to maintain a high
quality indoor ice skating facility at a competitive fee rate. Participants of all ages and abilities, as well as the broad
spectrum of special interest groups, are served by the varied recreation programs. The services and facilities of the
Robert Crown Ice Center are structured to complement the programs of the Robert Crown Community Center.
Some Robert Crown Ice Center Classes are, Learn to Skate, Figure Skating Lessons, Speed Skating, Learn to Skate
Hockey Classes, Hockey Specialty Clinics, Adult Broom Ball, Open Skate, and Rink Rentals.

-- 337 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Custodian II
1 Operations Manager
1 Program Manager
1 Center Manager
Regular Pay Permanent 	226,400 	226,400
Overtime Pay Permanent 	2,400 	2,400
Permanent Part Time 	277,900 	268,900
Seasonal Employees 	48,300 	48,300
Personal Services 	$555,000 	$546,000
Advertising 	600 	600
Printing 	10,400 	10,400
Office Equipment Maintenance 	2,800 	2,800
Other Equipment Maintenance 	5,600 	5,600
Other Professional Services 	31,600 	31,600
Electricity 	97,200 	97,200
Gas 	17,100 	23,100
Telephone & Telegraph 	4,300 	4,300
Postage Chargebacks 	4,900 	4,900
Training and Travel 	300 	300
Automobile Allowance 	300 	300
Fleet Service Fund Chargeback 	20,500 	20,500
Membership Dues 	4,900 	4,900
Rentals 	3,200 	3,200
Other Contractual Services 	55,700 	55,700
Contractual Services 	$259,400 	$265,400
Books, Publications, Maps 	300 	300
Clothing 	3,600 	3,600
Janitorial Supplies 	6,400 	6,400
Building Maintenance Material 	5,000 	5,000
Office/Other Equipment Maintenance Material 	10,400 	10,400
Medical & Lab Supplies 	900 	900
Merchandise for Resale 	49,900 	35,900
Office Supplies 	3,100 	3,100
Recreation Supplies 	55,100 	53,600
Commodities 	$134,700 	$119,200
Medical Insurance 	29,700 	29,700
Life Insurance 	300 	300
Bank Service Charges 	9,000 	9,000
Other Charges 	$39,000 	$39,000
Robert Crown Ice Rink 	$988,100 	$969,600
City of Evanston
Robert Crown Ice Rink

-- 338 of 594 --

City of Evanston
Sports Leagues
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Adult softball teams 	117 	87 	88
Number of Arbor Day Five participants 	116 	95 	150
1.27 	1.27 	1.27
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Build on the relationships developed with several downtown Evanston businesses to coordinate an after race event
for the Arbor Day Five race by April 2003.
Activities contained in this element include Adult softball leagues, grade school flag football and grade school softball.
All programs/leagues in this element use the facilities located at Robert Crown and James Park.
The ETHS open gym/swim and the Drop-In gym program are also included in this budget. These programs give
residents the opportunity to play basketball and swim during the late fall and winter months.

-- 339 of 594 --

2002-2003
Appropriation
2003-2004
Approved
0.5 Sports Coordinator
Regular Pay Permanent 	27,300 	27,300
Permanent Part Time 	24,800 	7,000
Seasonal Employees 	12,800 	7,900
Personal Services 	$64,900 	$42,200
Electricity 	18,000 	-
Telephone & Telegraph 	1,500 	-
Postage Chargebacks 	400 	400
Training and Travel 	100 	100
Automobile Allowance 	900 	900
Telephone Chargebacks 	900 	900
Membership Dues 	100 	100
Other Contractual Services 	28,100 	20,000
Contractual Services 	$50,000 	$22,400
Recreation Supplies 	14,000 	10,500
Commodities 	$14,000 	$10,500
Medical Insurance 	3,000 	3,000
Life Insurance 	100 	100
Other Charges 	$3,100 	$3,100
Sports Leagues 	$132,000 	$78,200
City of Evanston
Sports Leagues

-- 340 of 594 --

City of Evanston
Aquatic Camp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Aquatic Camp Revenue 	$73,700 	$77,245 	$89,065
Total Camp Registrations 	292 	305 	312
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
1. Develop a skills competition that will test during the last week of camp what campers have learned. The
emphasis of this competition will be on fun and evaluation of skills, not winning, by June 1, 2003.
The Aquatic Camp program is offered to youths 8-13 years of age. The program consists of 2 four-week sessions, with a
morning and an afternoon group in each session. Activities include swimming, water skiing, sailing, canoeing and
kayaking. In addition to these water activities, campers participate in land-related activities such as kickball, volleyball,
special event days and other games and contests.
There are 4 parent nights scheduled (1 per group). During these evenings parents can participate with their child in
camp activities.

-- 341 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 	23,800 	26,600
Personal Services 	$23,800 	$26,600
Printing 	800 	800
Postage Chargebacks 	200 	500
Contractual Services 	$1,000 	$1,300
Food 	- 	400
Office/Other Equipment Maintenance Material 	400 	400
Recreation Supplies 	3,500 	3,500
Commodities 	$3,900 	$4,300
Aquatic Camp 	$28,700 	$32,200
City of Evanston
Aquatic Camp

-- 342 of 594 --

City of Evanston
Tennis
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Adult tennis lesson registrants 	294 	325 	325
2. Youth tennis lesson registrants 	318 	325 	325
3. Youth summer tennis camp registrants 	152 	175 	175
4. Adult indoor participants 	113 	150 	150
5. Youth indoor participants 	145 	150 	150
FULL TIME EQUIVALENT POSITIONS 	0.00
Approved Adjustments in 2003-2004 Budget
1. Begin a new middle school tennis league with teams formed through local middle schools by March 2003.
2. Begin a new November/December indoor adult lesson program on Thursday evenings at ETHS by November
2003.
The tennis program, coordinated through Chandler-Newberger Center, includes indoor and outdoor programs as
well as youth outreach programs. Indoor tennis is offered at Evanston Township High School. Outdoor youth and
adult tennis programs are offered during the fall, spring, and summer, primarily at four sites: James, Lovelace,
Leahy and Robert Crown Parks. The outdoor tennis programs offered include adult lessons, weekend camps, youth
lessons, and youth summer camps. Free youth outreach lessons are provided at Evanston Township High School and
various city parks.
Youth/Preschool Programs 	Adult Programs
Pee Wee Tennis Classes 	Tennis Instruction Classes
Youth Free Lesson Program 	Weekend Tennis Classes
Tennis Instruction Classes 	Private Lessons
Weekend Tennis Camps 	Tennis Leagues
Summer Tennis Camps 	Seniors Lessons
Community (At Risk) Tennis Lessons 	Adult Free Lessons Program
Private Lessons
Middle School League

-- 343 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 	4,800 	6,600
Personal Services 	$4,800 	$6,600
Printing 	400 	400
Telephone & Telegraph 	400 	400
Postage Chargebacks 	700 	900
Other Contractual Services 	69,000 	96,900
Contractual Services 	$70,500 	$98,600
Recreation Supplies 	1,200 	2,100
Commodities 	$1,200 	$2,100
Tennis 	$76,500 	$107,300
City of Evanston
Tennis

-- 344 of 594 --

City of Evanston
Drum and Bugle Corps
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Drum Corps appearances 	6 	6 	8
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Develop a community sponsorship program and support Drum and Bugle Corps activities by February 2004.
2. Continue to restructure the horn, drum and flag line to improve their presentation by February 2004.
The Drum and Bugle Corps allows Evanston youth to participate in an organized free band. The band performs in local
parades and national competitions.

-- 345 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Seasonal Employees 	12,300 	12,300
Personal Services 	$12,300 	$12,300
Drum and Bugle Corps 	$12,300 	$12,300
City of Evanston
Drum and Bugle Corps

-- 346 of 594 --

City of Evanston
Special Recreation
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Attendance 	1,031 	1,050 	1,100
2. Volunteers (year round) 	25 	25 	25
3. Programs Offered 	102 	102 	102
FULLTIME EQUIVALENT POSITIONS 	1.60 	1.60 	1.60
Approved Adjustments in 2003-2004 Budget
1. Improve staff training by providing sessions in proper lifting procedures, disability sensitivity and active programming
techniques by February 2004.
2. Improve staff awareness through the development/improvement of inclusion and Special Recreation staff manuals by
September 2003.
Special Recreation offers, throughout the Evanston Recreation Division, specialized recreational programming for
individuals who have varying degrees of sensory, physical and/or developmental disabilities. Programs such as swimming,
bowling, the arts, athletics, school activities, special events and Special Olympics competition are offered during the year.
Day camp programs are offered during the summer in conjunction with District 65 programs for special education students.
In addition, Special Recreation provides inclusive support services for participants with disabilities by assuring equal access
to all recreation programs in the least restrictive and appropriate environment, as required by the ADA.
Youth Programs 	Adult Programs
Special Olympics Area Meet 	Sign Language
Special Olympics State Meet 	Special Olympics Swim Practice
Summer Camps 	Recreational Swim Night
Camp REAL 	Fitness Training
Music Therapy/Drama 	Bowling
Ecology Class 	Special Olympics Area Meet
After-School Programs 	Special Olympics State Meet
Recreational Swimming Classes 	Bocce
Open Swim 	Craft Night
Bowling 	Chef's Corner (cooking class)
Bowling Tournament 	Tournaments
Aquatic Meet 	Aquatics Meet
Ice Skating 	Gadabouts (social activity)
Special Olympics Swim Practice 	Weekend Field Trips
Cooking Class 	Special Events (parade, holiday party, etc.)
Weekend Field Trips 	Inclusion Services
Fitness Training 	Weekend Family Camp
Special Events (parade, holiday party) 	Family Programs
For Kids Only (parent's night out)
Inclusion Services

-- 347 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Recreation Program Manager
Regular Pay Permanent 	40,100 	40,100
Permanent Part Time 	109,500 	109,500
Seasonal Employees 	17,100 	17,100
Personal Services 	$166,700 	$166,700
Advertising 	100 	100
Printing 	200 	200
Telephone & Telegraph 	900 	900
Postage Chargebacks 	1,500 	1,500
Training and Travel 	100 	100
Automobile Allowance 	1,200 	1,200
Telephone Chargebacks 	900 	900
Membership Dues 	300 	300
Rentals 	7,800 	7,800
Other Contractual Services 	54,800 	54,800
Contractual Services 	$67,800 	$67,800
Books, Publications, Maps 	300 	300
Clothing 	2,700 	2,700
Food 	2,700 	2,700
Medical & Lab Supplies 	600 	600
Office Supplies 	500 	500
Recreation Supplies 	5,900 	5,900
Commodities 	$12,700 	$12,700
Medical Insurance 	5,900 	5,900
Life Insurance 	100 	100
Other Charges 	$6,000 	$6,000
Special Recreation 	$253,200 	$253,200
City of Evanston
Special Recreation

-- 348 of 594 --

City of Evanston
Skate Park/Bus Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Skate Park Participants 	45,000 	4,800 	5,000
After School Bus Program Participants 	60 	75 	80
2.30 	2.30 	2.30
Approved Adjustments in 2003-2004 Budget
Approved Adjustments in The Skate Park is being closed for a reduction of $23,000 in staff costs with Budget
a resulting $6,000 revenue loss.
FULL TIME EQUIVALENT POSITIONS
1. Continue to provide the highest level of service possible for the bus program and increase our ridership by ten
participants by September 2003.
The Recreation Division provides after-school bus transportation from District 65 schools to the Community Centers.
This program serves children who would be unable to participate in after-school activities and who would, in some
cases, return to an empty home due to lack of transportation. There are approximately seventy-two (72) children
between the ages of 5-12 years old who currently use this bus transportation during the entire school year, Monday thru
Friday.
The Skate Park is located outside of the Robert Crown Center. It provides in-line skating/skateboarding/small bike
recreation opportunities for all ages.

-- 349 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Permanent Part Time 	51,700 	34,500
Personal Services 	$51,700 	$34,500
Office/Other Equipment Maintenance Material 	2,500 	-
Recreation Supplies 	800 	-
Commodities 	$3,300 	-
Other Machines & Equipment 	2,500 	-
Capital Outlay 	$2,500 	-
Skate Park/Bus Program 	$57,500 	$34,500
City of Evanston
Skate Park/Bus Program

-- 350 of 594 --

City of Evanston
Park Service Unit
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
2 times/month 	2 times/month 	3 times/month
1.32 	0.57 	0.57
Approved Adjustments in 2003-2004 Budget
FULL TIME EQUIVALENT POSITIONS
Inspect all park playgrounds on a regular schedule
1. Work with new Recreation Program Manager Lakefront/Parks to ensure that he/she understands their duties as
Park Ranger and have that person assume Ranger duties in the Fall 2003.
The Park Rangers are used to perform a number of duties. They check all City parks, the lakefront and all community
centers on a routine basis. Special emphasis is given to the lakefront and other highly used areas.
Rangers inform patrons of regulations and enforce the regulations when needed. The Park Ranger may also contact the
Evanston Police Department if needed.
Rangers check and secure park buildings and gates each evening. they identify broken equipment, making needed
repairs and/or reporting the problem to the Recreation Maintenance or Parks Department.
Rangers issue tickets for such violations as parking and unleashed dogs, assist in traffic control and parking
for special events, and inspect park equipment for safety and athletic fields for permits.

-- 351 of 594 --

2002-2003
Appropriation
2003-2004
Approved
0.25 Park Ranger
Regular Pay Permanent 	9,200 	9,200
Overtime Pay Permanent 	4,200 	4,200
Permanent Part Time 	9,100 	9,100
Seasonal Employees 	26,300 	26,300
Personal Services 	$48,800 	$48,800
Clothing 	1,200 	1,200
Minor Equipment & Tools 	1,500 	1,500
Commodities 	$2,700 	$2,700
Medical Insurance 	1,500 	1,500
Other Charges 	$1,500 	$1,500
Park Service Unit 	$53,000 	$53,000
City of Evanston
Park Service Unit

-- 352 of 594 --

City of Evanston
Youth Golf Program
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Youth Golf Participants 	170 	480 	1,200
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Offer new golf lesson programs in spring season by March 2003.
2. Offer new golf lesson programs in fall season by September 2003.
3. Expand the summer golf camp offerings from two to ten camps by June 2003.
The golf program, coordinated by the Chandler-Newberger Center, provides free youth outreach golf camps in summer
and classes in fall and spring. The purpose of these clinics is to provide an introduction to golf including general skills
and basic instruction.

-- 353 of 594 --

2002-2003
Appropriation
2003-2004
Approved
Advertising 	200 	200
Other Contractual Services 	3,800 	9,500
Contractual Services 	$4,000 	$9,700
Recreation Supplies 	900 	1,500
Commodities 	$900 	$1,500
Youth Golf Program 	$4,900 	$11,200
City of Evanston
Youth Golf Program

-- 354 of 594 --

City of Evanston
Parks and Forestry
Three Year Fiscal History
$2,857,500
$2,825,500
$2,813,500
$2,800,000
$2,810,000
$2,820,000
$2,830,000
$2,840,000
$2,850,000
$2,860,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
3.83%

-- 355 of 594 --

City of Evanston
Parks and Forestry
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures 	Actual 	Appropriation 	Actual 	Approved
Parks and Forestry General Support 	216,600 	226,300 	230,465 	235,300
Horticulture Maintenance 	1,096,900 	1,181,300 	1,082,999 	1,193,300
Maintenance of Parkway Trees 	745,800 	704,700 	649,430 	656,700
Dutch Elm Disease Control 	531,800 	542,700 	518,901 	537,700
Tree Planting 	227,300 	215,400 	215,274 	215,400
Private Elm Tree Insurance 	36,300 	27,200 	41,916 	27,200
Services Billed Out 	(41,200) 	(40,100) 	(41,565) 	(40,100)
Total Expenditures: 	2,813,500 	2,857,500 	2,697,420 	2,825,500
Notes for Financial Summary
Performance Report on FY 2002-2003 Major Program Objectives
Generic door-hangers were developed and printed and are being used to inform residents when their parkway trees are
inspected. These are used either when a resident requests an inspection of their tree or if staff discovers a problem. Staff is
also using the Arts + Recreation magazine to highlight and educate the residents of Evanston on the different services
provided by the Division.
Formal safety training has been developed for all Forestry employees and will continue to be taught in a similar program for
Parks employees.
Staff has revised the landscape maintenance bid forms to try to attract local minority firms to the bid process. These revised
forms will be used this winter for next year’s maintenance work. In order to improve our maintenance of Park property, staff
has divided the City into three areas and has assigned a specific crew to each area. This gives each crew a chance to have
more input into how each park is maintained and increases their “investment” in each park. The results have been fewer
complaints from residents and more timely maintenance activities.
Due to two consecutive years of higher than average incidence of Dutch Elm Disease, the six year-year trimming cycle has
fallen approximately three months behind. We have, however, been able to reduce the number of employee hours spent on
emergency storm damage from over 2,100 in FY 2000-01 to just over 1,600 in FY 2002-03.
Staff has spent a great deal of time evaluating the benefits and effectiveness of various injection programs to help control the
spread of Dutch Elm Disease. A pilot injection program is being proposed for FY 2003-04. The results of the pilot program
will then be evaluated to determine if a broader program is justified. Staff continues to have problems with reducing the time
span between tree removal and the subsequent stump removal. Part of the problem is that the sheer number of Elms being
removed during the summer months makes it difficult to pull employees off tree removal crews to start on stump removals.
Another part of the problem is the companies that must locate the underground utilities before we can remove a stump.
Since we have such a large number of stumps, it is difficult for the locators to keep up with our requests. During the winter,
staff will meet with those utility companies that seem to have the most trouble keeping up and discuss possible solutions to
this problem.
Since the City of Evanston joined the Suburban Tree Consortium, we continue to see lower overall prices and better overall
quality of the trees being planted on parkways citywide. Estimates show a total savings of between $10,000 and $15,000 on
the purchase of trees since FY 2000-01. Our reforestation strategy to achieve a fully planted status has benefited from these
lower prices by allowing us to purchase and plant more trees than we had anticipated. Staff is also attempting to look for
alternative sources of funds to plant more trees in the coming fiscal year.
Parks and Forestry continues to look for ways to increase resident participation in the private Elm tree insurance program.
Our past efforts have not increased the participation rate significantly.

-- 356 of 594 --

City of Evanston
Parks and Forestry General Support
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Work related injuries 	5 	9 	4
2. Lost work days - on-the -job injury 	19 	12 	6
3. Employees attending outside training seminars 	12 	24 	24
4. Occasional sick days used per employee 	4 	4 	4
5. Citizen requests for tree work 	1370 	960 	800
FULL TIME EQUIVALENT POSITIONS 	3.00 	3.00 	3.00
Approved Adjustments in 2003-2004 Budget
1. Develop an educational program for residents interested in assisting with Dutch Elm Disease control.
2. Continue to work toward the development of a Tree Advisory Board.
3. Further investigate the feasibility of an injection program for American Elms.
The administrative functions of the Parks/Forestry Division are included in this element. These activities involve the
work of the Superintendent, a Landscape Architect/Project Manager and a Secretary. Activities include public relations
and education, program development, employee training programs, and oversight of all Departmental capital
improvement projects.

-- 357 of 594 --

City of Evanston
Parks and Forestry General Support
2002-2003
Appropriation
2003-2004
Approved
1 Landscape Architect
1 Secretary II
1 Superintendent
Regular Pay Permanent 	188,900 	188,900
Personal Services 	$188,900 	$188,900
Printing 	100 	100
Other Equipment Maintenance 	500 	500
Telephone & Telegraph 	2,700 	11,700
Postage Chargebacks 	1,500 	1,500
Training and Travel 	400 	400
Automobile Allowance 	2,100 	2,100
Telephone Chargebacks 	2,200 	2,200
Data Processing Services 	800 	800
Membership Dues 	900 	900
Rentals 	2,800 	2,800
Other Contractual Services 	3,500 	3,500
Contractual Services 	$17,500 	$26,500
Books, Publications, Maps 	200 	200
Office Supplies 	1,000 	1,000
Photo/Drafting Supplies 	600 	600
Commodities 	$1,800 	$1,800
Medical Insurance 	17,700 	17,700
Life Insurance 	400 	400
Other Charges 	$18,100 	$18,100
Parks and Forestry General Support 	$226,300 	$235,300

-- 358 of 594 --

City of Evanston
Horticulture Maintenance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Trees planted 	44 	70 	40
2. Shrubs planted 	70 	243 	70
3. Shrub bed maintenance interval during
growing season 	75 days 	60 days 	60 days
4. Grass athletic fields renovated 	2 	1 	2
5. Mowing rotation 	4.5 Days 	4.5 Days 	4.5 Days
6. Playground surfacing renovations 	18 	20 	20
7. Bulbs planted 	2500 	2500 	2500
FULL TIME EQUIVALENT POSITIONS 	15.00 	15.00 	15.00
Approved Adjustments in 2003-2004 Budget
1. Develop a maintenance program for the safe use of the Lovalace Park lagoon.
2. Develop a formal tracking system for replacing all park trees removed within one year.
The Parks/Forestry Division provides the horticultural maintenance of all public grounds within this element.
Over 300 acres, made up of 97 separate locations, are maintained by the employees assigned to this element.
These figures include 76 parks, 50 playgrounds, 9 roadway plantings, 8 public building grounds and 4 civic
beautification plantings. The major components of horticulture maintenance are lawn care, small tree, shrub
and ground cover care, perennial bed maintenance, weed control, and refuse removal from all park property.
Personnel assigned to this program element assist in city-wide snow removal and recreation facility
maintenance when necessary, as well as park equipment upkeep and repairs to tables, benches, fences and
playground equipment.

-- 359 of 594 --

City of Evanston
Horticulture Maintenance
2002-2003
Appropriation
2003-2004
Approved
3 Equipment Operator II
1 General Tradesman
3 PF Crew Leader
2 PFW II
5 PFW III
1 Public Works Supervisor
Regular Pay Permanent 	672,600 	672,600
Overtime Pay Permanent 	27,000 	27,000
Seasonal Employees 	30,000 	30,000
Personal Services 	$729,600 	$729,600
Other Equipment Maintenance 	400 	400
Other Professional Services 	95,000 	95,000
Training and Travel 	100 	100
Fleet Service Fund Chargeback 	180,700 	180,700
Other Contractual Services 	42,500 	42,500
Contractual Services 	$318,700 	$318,700
Agricultural/Botanical Supplies 	12,300 	12,300
Chemicals 	1,800 	1,800
Clothing 	700 	700
Material to Maintain Improvements 	5,600 	17,600
Office/Other Equipment Maintenance Material 	10,500 	10,500
Minor Equipment & Tools 	2,800 	2,800
Safety Equipment 	1,200 	1,200
Commodities 	$34,900 	$46,900
Medical Insurance 	90,200 	90,200
Life Insurance 	1,000 	1,000
Other Charges 	$91,200 	$91,200
Other Machines & Equipment 	6,900 	6,900
Capital Outlay 	$6,900 	$6,900
Horticulture Maintenance 	$1,181,300 	$1,193,300

-- 360 of 594 --

City of Evanston
Maintenance of Parkway Trees
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1a) Parkway trees trimmed by City crews 	4667 	4518 	4616
2a) Hazardous trees removed 	101 	80 	100
2b) Dead trees removed 	44 	75 	80
2d) Other City owned trees removed 	15 	11 	12
2c) Total number of trees removed 	160 	166 	192
3) 	Trees cabled 	3 	3 	5
4) 	Wasp nests controlled 	15 	7 	10
5) 	Employee hours on storm damage 	1400 	1660 	1600
FULL TIME EQUIVALENT POSITIONS 	10.50 	10.50 	9.50
Approved Adjustments in 2003-2004 Budget
1. Continue implementation of the six-year tree trimming cycle.
2. Develop a regular maintenance cycle to keep the sidewalk openings containing trees in the business districts clean and
free of weeds and debris.
3. Implement a regular inspection cycle for all parkway trees.
All parkway tree maintenance is provided for in this program element. It includes, but is not limited to, regular trimming
of all parkway trees, cabling trees, responding to and repairing storm damage and other damage to trees, fertilizing young
trees to assure good development, and suppression of any insect or disease outbreaks, other than Dutch Elm Disease, that
occur and threaten the life of the trees. The City currently has a parkway tree population of 26,564 trees.

-- 361 of 594 --

City of Evanston
Maintenance of Parkway Trees
2002-2003
Appropriation
2003-2004
Approved
0.5 Arborist
1 P/F Crew Leader
8 PFW III
Regular Pay Permanent 	455,900 	414,900
Overtime Pay Permanent 	15,300 	14,900
Personal Services 	$471,200 	$429,800
Other Equipment Maintenance 	200 	200
Fleet Service Fund Chargeback 	154,200 	154,200
Contractual Services 	$154,400 	$154,400
Agricultural/Botanical Supplies 	800 	800
Chemicals 	300 	300
Clothing 	800 	800
Office/Other Equipment Maintenance Material 	5,500 	5,500
Minor Equipment & Tools 	5,000 	4,500
Safety Equipment 	200 	200
Commodities 	$12,600 	$12,100
Medical Insurance 	63,200 	57,200
Life Insurance 	700 	600
Other Charges 	$63,900 	$57,800
Other Machines & Equipment 	2,600 	2,600
Capital Outlay 	$2,600 	$2,600
Maintenance of Parkway Trees 	$704,700 	$656,700

-- 362 of 594 --

City of Evanston
Dutch Elm Disease Control
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1a) Parkway trees infected with DED 	244 	210 	207
b) Percent of parkway elm trees infected 	5.70% 	5.35% 	5.50%
c) Eradication of diseased limbs (# trees) 	73 	67 	80
2a) Removal of newly infected parkway elms 	175 	131 	127
b) Removals due to unsucessful eradication of limbs 	4 	19 	14
c) Total parkway elms requiring removal 	179 	150 	141
3 Percentage of parkway elms actually removed 	4.19% 	3.83% 	3.74%
4) Elms removed by City crews from parks, alleys 	55 	42 	40
a) Tree scouting interval during growing season 	2 weeks 	2 weeks 	2 weeks
b) Tree scouting interval in dormant season 	once 	twice 	twice
5) 	Average work days from identification until
removal by City workers 	28 	27 	27
6) 	Average number of days to remove elm stumps by
City crews 	120 	99 	80
FULL TIME EQUIVALENT POSITIONS 	8.25 	7.25 	7.25
Approved Adjustments in 2003-2004 Budget
1. Increase the number of cutouts on diseased Elms by raising the threshold to 10% infection and stripping bark to look
for additional symptoms.
2. Investigate further methods of reducing the time interval between tree removal and stump removal.
Dutch Elm Disease (DED) has the potential to kill nearly all American Elms in a community within 12 years if left
uncontrolled. The comprehensive control program currently in place consists of intense scouting of all public and private
Elm trees during the growing season and prompt removal of all diseased limbs and trees. This program has enabled the
City to effectively "manage" the disease for the past 40+ years. The City currently has a parkway Elm population of 3,770
trees.

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City of Evanston
Dutch Elm Disease Control
2002-2003
Appropriation
2003-2004
Approved
0.25 Arborist
1 PF Crew Leader
6 PFW III
Regular Pay Permanent 	327,400 	327,400
Overtime Pay Permanent 	16,600 	16,600
Seasonal Employees 	12,000 	12,000
Personal Services 	$356,000 	$356,000
Printing 	100 	100
Other Equipment Maintenance 	400 	400
Fleet Service Fund Chargeback 	108,200 	108,200
Other Contractual Services 	27,800 	22,800
Contractual Services 	$136,500 	$131,500
Clothing 	600 	600
Office/Other Equipment Maintenance Material 	400 	400
Medical & Lab Supplies 	100 	100
Minor Equipment & Tools 	2,800 	2,800
Safety Equipment 	500 	500
Commodities 	$4,400 	$4,400
Medical Insurance 	43,600 	43,600
Life Insurance 	500 	500
Other Charges 	$44,100 	$44,100
Other Machines & Equipment 	1,700 	1,700
Capital Outlay 	$1,700 	$1,700
Dutch Elm Disease Control 	$542,700 	$537,700

-- 364 of 594 --

City of Evanston
Tree Planting
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1) Percentage of new tree survival 	94% 	93% 	95%
2) Percentage of residents choosing tree species 	29% 	38% 	40%
3) Percentage of residents choosing larger tree 	7% 	12% 	10%
4) Total number of trees planted 	225 	238 	425
FULL TIME EQUIVALENT POSITIONS 	2.25 	2.25 	2.25
Approved Adjustments in 2003-2004 Budget
1. Increase the number of new trees being planted to keep up with the number of tree removals.
2. Continue to work toward a reforestation strategy that will diversify the overall population so that no one tree species
makes up more than 10 percent of the population.
Planting of new trees on parkways is accomplished throughout the City during the Spring and Fall months within this
program element. Maintenance of the urban forest population at a relative constant is achieved by planting in proportion
to the number of trees lost in the previous year. The City has been divided into six planting areas to ensure equitable
replacement of trees throughout the City. Trees 2.5" in diameter are planted at no charge to the residents. Adjacent
property owners are notified prior to planting and given the option, for a $160 fee, of upgrading to a larger 3.5"
diameter tree. Property owners are also given a choice of at least three different tree species for each planting site.
Species selection is developed with regard to specific site characteristics such as salt tolerance, parkway width, adjacent
structures, traffic conditions, existing nearby tree species, and soil type on a block-by-block basis.

-- 365 of 594 --

City of Evanston
Tree Planting
2002-2003
Appropriation
2003-2004
Approved
0.25 Arborist
1 P/F Crew Leader
1 PFW III
Regular Pay Permanent 	105,400 	105,400
Overtime Pay Permanent 	5,200 	5,200
Personal Services 	$110,600 	$110,600
Fleet Service Fund Chargeback 	45,100 	45,100
Contractual Services 	$45,100 	$45,100
Agricultural/Botanical Supplies 	45,000 	45,000
Clothing 	200 	200
Minor Equipment & Tools 	700 	700
Safety Equipment 	100 	100
Commodities 	$46,000 	$46,000
Medical Insurance 	13,500 	13,500
Life Insurance 	200 	200
Other Charges 	$13,700 	$13,700
Tree Planting 	$215,400 	$215,400

-- 366 of 594 --

City of Evanston
Private Elm Tree Insurance
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Percent of removal costs covered by premiums 	100% 	100% 	100%
Insured elms removed 	21 	33
Elms covered in insurance program:
Small 	16 	17 	20
Medium 	60 	63 	70
Large 	170 	164 	180
Extra Large 	184 	196 	180
TOTAL 	429 	440 	450
FULL TIME EQUIVALENT POSITIONS
Approved Adjustments in 2003-2004 Budget
1. Investigate the feasibility of including disease cutouts for insured trees when symptoms are present in 5% of the tree
or less.
2. Increase participation in the program by publicizing the benefits on a city-wide basis.
This program element allows residents to insure their private Elm trees to cover the costs associated with removal if the
tree contracts Dutch Elm Disease in a given year. Residents participating in the program pay an annual premium to the
City by June 1 of each year. These premiums are then used to cover the costs associated with the removal of the tree if it
is diagnosed with Dutch Elm Disease. Premium amounts are based on the size of the insured tree, and staff's projection of
the amount needed to cover the costs of all insured removals within the fiscal year. The City does not share in the
removal costs, and the removal of the stump is not included as part of the insurance plan.

-- 367 of 594 --

City of Evanston
Private Elm Tree Insurance
2002-2003
Appropriation
2003-2004
Approved
Postage Chargebacks 	200 	200
Tree Services 	27,000 	27,000
Contractual Services 	$27,200 	$27,200
Services Billed Out 	(40,100) 	(40,100)
Miscellaneous 	($40,100) 	($40,100)
Private Elm Tree Insurance 	($12,900) 	($12,900)

-- 368 of 594 --

City of Evanston
Ecology Center
Three Year Fiscal History
$337,500
$344,200
$334,700
$328,000
$330,000
$332,000
$334,000
$336,000
$338,000
$340,000
$342,000
$344,000
$346,000
2001/02 	2002/03 	2003/04
Appropriation 	Approved
Expenditures as a % of 2004 General Fund Budget
0.47%

-- 369 of 594 --

City of Evanston
Ecology Center
Financial Summary
2002-2003 	2003-2004
2001-2002 	2002-2003 	Estimated 	Appropriation
Expenditures: 	Actual 	Appropriation 	Actual 	Approved
Ecology Center 	246,600 	252,600 	262,561 	254,500
Eco-Quest Day Camp 	88,100 	84,900 	80,736 	89,700
Total Expenditures: 	334,700 	337,500 	343,297 	344,200
Revenues:
Bookstore Sales 	1,700 	1,700
Birdseed Sales 	5,000 	5,000
Garden Plot Rentals 	10,800 	12,000
Greenhouse Plant sales 	1,000 	1,000
Dried Flower Sales 	3,800 	3,800
Building Rental 	3,400 	6,400
Ecology Center Classes 	13,500 	13,500
School Group Revenue 	2,500 	3,000
Evanston Environmental Association 	0 	10,000
Ecology Center Summer Camps 	134,700 	144,000
Total Revenues: 	176,400 	200,400

-- 370 of 594 --

City of Evanston
Ecology Center
Performance Report on FY 2002-2003 Major Program Objectives
Construction on the Ecology Center addition was to be completed in April 2002. Construction delays compromised the
ability of the staff to run programs out of the Ecology Center and spring classes were down. Wildflowers summer camp
was held at the Ecology Center and after camp programming occurred at the north Foghouse.
Fund-raising for the construction continues. A second grant for $97,200 was received from the Illinois Department of
Natural Resources for construction. The EEA continues to fund-raise and is within $150,000 of the $800,000 for the
construction and architectural services. Plans continue for debt reduction with solicitations and major donor initiatives.
With the addition, the Ecology Center will be able to provide rental opportunities for groups and events. Currently staff is
working on developing a rental policy consistent with the space and the guidelines throughout the Parks/Forestry &
Recreation Department. The fee structure has also been reviewed for Scout and school groups.
Several exhibits are being planned for the Grand Opening. The opening exhibit was created by over 500 summer campers
and is ready to install. The first permanent exhibit on native mammals of Illinois will be completed by December 2002. As
a result of a generous grant of $2,000 from the Evanston Community Foundation, a series of pre-school loan boxes is being
researched and developed with completion in December 2002.
The newly developed comprehensive parent manual was completed and mailed to all camp parents prior to the beginning of
camp. Staff will continue to make adjustments for next year.
EcoExplorer has expanded adventure initiatives to include rock climbing walls and sea kayaking. The cooperative program
with the YMCA at Camp Echo remains popular and will be scheduled for summer 2003 with an outpost/camping
emphasis.
EcoQuest addressed the need for increasing the program content for its oldest campers (the 3rd graders) to include 3rd-
grade field trips. This year's camp had a long waiting list, which we accommodated by adding campers and counseling
staff.
Kinglet and Wildflower camps continue to introduce the youngest campers to the natural world around them.
Summer Summit fulfills the need many parents have for an end-of-summer camp for their children. It promotes water and
outdoor adventure activities.

-- 371 of 594 --

City of Evanston
Ecology Center
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
Number of Garden Plots rented 	204 	204 	204
Hours of volunteer participation 	1,600 	2,000 	1,600
Number of Ecology Center visitors 	14,000 	18,000 	22,000
Number of EEA members 	550 	450 	500
Number of information and referral telephone calls 	15,000 	16,000 	18,000
Number of school participants 	4,000 	4,000 	4,000
Number of program participants 	2,000 	3,000 	4,000
Number of public programs offered 	150 	180 	200
Number of program hours 	15,000 	16,500 	18,000
FULL TIME EQUIVALENT POSITIONS 	4.90 	4.90 	4.90
Approved Adjustments in 2003-2004 Budget
1. Develop and print a brochure on the Ladd Arboretum and have ready for distribution by June 2003.
2. Develop a series of programs that can be presented to adult groups that are interested in renting the new facility by
June 2003.
3. Develop cooperative program initiatives with the Evanston Garden Council including opportunities for fund-raising
and jointly sponsored programs as well as evaluate the feasibility of a co-sponsored Friends of the Parks program.
Planning will be ongoing through June 2003 with initiatives ready by September 2003.
4. Develop an operations manual for the Ecology Center by June 2003.
Program personnel work with the Ladd Arboretum Committee (reports to Human Services Committee), Evanston
Environmental Association (501(c)(3) membership organization) and its members, Evanston Environment Board
(reports to Human Services Committee), program participants and the public to provide environmental education
programs and services to the community. Services include school programs, public education programs, summer nature
day camps, teacher workshops, and community gardening. The Ecology Center is responsible for four City buildings:
the Ecology Center, the Carlson Educational Greenhouse, and the North and South Foghouses at Lighthouse Park.
Fund-raising projects from membership drives to bookstore sales provide additional revenues for operations. Ecology
Center staff work with area garden and bird clubs to promote environmental projects and information. A resource
library of curriculum materials, natural history and environmental books is maintained for use by the staff and public.
Outdoor recreation programming includes a canoeing program on the North Shore canal, as well as free public fishing
program at Lovelace Park. The Ecology Center coordinates volunteer work groups in the Ladd Arboretum as well as
other City parks.

-- 372 of 594 --

2002-2003
Appropriation
2003-2004
Approved
1 Clerk II
1 Ecology Center Coordinator
2 Environmental Educator
Regular Pay Permanent 	175,400 	175,400
Permanent Part Time 	15,100 	15,100
Personal Services 	$190,500 	$190,500
Advertising 	200 	200
Printing 	1,000 	1,000
Office Equipment Maintenance 	600 	600
Electricity 	4,100 	5,100
Gas 	3,100 	4,000
Telephone & Telegraph 	2,500 	2,500
Postage Chargebacks 	2,000 	2,000
Training and Travel 	200 	200
Automobile Allowance 	2,200 	2,200
Membership Dues 	600 	600
Rentals 	1,000 	1,000
Other Contractual Services 	3,400 	3,400
Contractual Services 	$20,900 	$22,800
Agricultural/Botanical Supplies 	400 	400
Books, Publications, Maps 	100 	100
Food 	500 	500
Janitorial Supplies 	400 	400
Building Maintenance Material 	1,200 	1,200
Merchandise for Resale 	7,000 	7,000
Minor Equipment & Tools 	800 	800
Office Supplies 	2,500 	2,500
Photo/Drafting Supplies 	200 	200
Recreation Supplies 	4,000 	4,000
Commodities 	$17,100 	$17,100
Medical Insurance 	23,600 	23,600
Life Insurance 	500 	500
-
Other Charges 	$24,100 	$24,100
Ecology Center 	$252,600 	$254,500
City of Evanston
Ecology Center

-- 373 of 594 --

City of Evanston
Eco-Quest Day Camp
Description of Major Activities
FY 2003-2004 Objectives
2001-2002 	2002-2003 	2003-2004
Ongoing Activity Measures 	Actual 	Actual 	Projected
1. Total camp Enrollment 	600 	736 	700
2. Number of camp program hours 	43,000 	50,000 	50,000
(# of campers x # of hours spent in