FY 08-09 Adopted Budget - Download (PDF)

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ELECTED OFFICIALS
Lorraine H. Morton 	Mayor
ALDERMAN
Cheryl Wollin 	First Ward
Lionel Jean-Baptiste 	Second Ward
Melissa A. Wynne 	Third Ward
Steven J. Bernstein 	Fourth Ward
Delores A. Holmes 	Fifth Ward
Edmund B. Moran, Jr. 	Sixth Ward
Elizabeth B. Tisdahl 	Seventh Ward
Ann Rainey 	Eighth Ward
Anjana Hansen 	Ninth Ward
Mary P. Morris 	City Clerk
Julia A. Carroll, City Manager

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CITY OF EVANSTON
2008-2009 APPROVED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Appropriations
TABLE OF CONTENTS
Part I – Message
Page
City Manager’s Budget Message………………………………………………….…………. 	11
Executive Summary…………………………………………………………………………… 	22
Part II – Charts and Summaries
Organizational Chart - Previous (2007-2008)………………………………………………. 	29
Organizational Chart - New (2008-2009)…………………………………………………… 	30
General Information……………………………………………………………………......... 	31
Budget Calendar……………………………………………………………………………… 	32
Budget Process……………………………………………………………………………….. 	33
Budgetary Basis of Accounting…..…………………………………………………………… 	35
Budget Policy…………………………………………………………………………………… 	37
Fund Descriptions……………………………………………………………………………… 	41
Fund Summary…………………………………………………………………………………. 	44
Total Appropriations – All Funds……………………………..………………………............. 	45
Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………........... 	46
Transfer Summary……………………………………………………………………………… 	47
Fund Balance Summary……………………………………………………………………….. 	49
Tax Bill Charts………...……………….………………………………………………………. 	50
Property Tax Charts……………………………………………………………………………. 	51
2008-09 Property Tax Graphs…………………………………………………………………. 	57
2008-09 Property Tax Levy Chart…………………………………………………………….. 	58
Revenue Sources, Assumptions and Trends…………………………………………………. 	59
Debt Service ……...…………………………………………………………………………… 	63
Part III – General Fund Budget
All Divisions Expenditure Chart……………………………………………………………….. 	67
General Fund Expenditure Summary………………………………………………………… 	68
General Fund Revenue Summary.….……………………………………………………….. 	69
General Fund Revenue Detail……………………………………………………………. 	70
City Council……………………………………………………………………………………. 	78
City Clerk’s Office…………………………………………………………………………….. 	83
City Manager………………………………………………………………………………….. 	87
City Manager Office Administration……………………………………………………… 	91
Public Information…………………………………………………………………………. 	93
Emergency Preparedness…………………………………………………………………. 	95
Miscellaneous Business Operations……………………………………………………… 	97
Youth Engagement Division………………………………………………………………. 	99
Sustainability Grant………………………………………………………………………… 	101
Business Performance & Technology Division………………………………………………. 	103
Information Systems..…………………………………………………………………….. 	106
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Page
Geographic Information Systems (GIS)…………………………………………………. 	109
Performance Management 	111
Legal……………………………………………………………………………………........... 	114
Human Resources………………………………………………………………………........ 	118
Human Resources General Support………………………………………………………. 	121
Benefits Administration……………………………………………………………………. 	114
Finance………………………………………………………………………………………… 	125
Finance General Support……………………………………………………………....... 	129
Revenue Division………………………………………………………………………….. 	131
Payroll Division……………………………………………………………………………. 	133
Accounting & Accounts Payable ………….……………………………………………. 	135
Purchasing / MWEBE…………………………………………………………………….. 	137
Budget Office……………………………………………………………………………… 	139
Administrative Adjudication……………………………………………………………….. 	141
Miscellaneous Expenditures / Transfers………………………………………………… 	143
Community Development…………………………………………………………………… 	145
Community Development Administration………………………………………………… 	150
Planning…………………………………………………………………………………….. 	152
Housing Code Compliance……………………………………………………………….. 	155
Housing Rehabilitation…………………………………………………………………….. 	158
Building and Zoning……….…………………………………………………………........ 	160
Police…………………………………………………………………………………………… 	162
Police Administration………………………………………………………………………. 	168
Patrol Operations……………………………………………………………………......... 	170
Criminal Investigation……………………………………………………………….......... 	172
Social Services Bureau...……………………………………………………………....... 	174
Juvenile Bureau……………………………………………………………………………. 	176
School / Community Liaison………………………………………………………………. 	178
Records Bureau…………………………………………………………………….......... 	180
Communications Bureau...……………………………………………………………….. 	182
Service Desk Bureau...…………………………………………………………………… 	184
Office of Professional Standards……………………………………………………....... 	186
Office of Administration…………………………………………………………….......... 	188
Neighborhood Enforcement………………………………………………………………. 	190
Traffic Bureau……………………………………………………………………………… 	192
Community Strategies Bureau…………………………………………………………….. 	194
Animal Control…………………………………………………………………………….. 	196
Problem Solving Team……………………………………………………………………. 	198
Fire ……………………………………………………………………………………………. 	200
Fire Management & Support……………………………………………………………… 	203
Fire Prevention Bureau…………………………………………………………………… 	205
Fire Suppression Bureau………………………………………………………………… 	207
Health and Human Services……………………………………………………………........ 	209
Health Services Administration…………………………………………………………… 	214
Family and Community Wellness…………………………………………………………. 	216
Dental Services……………………………………………………………………………. 	218
Food & Environmental Health……………………………………………………………… 	220
Vital Records………………………………………………………………………………. 	223
Homeless Services…………………………………………………………………………. 	225
Farmer's Market…………………………………………………………………………….. 	228
Mental Health Board & Community Purchased Services……………………………………. 	230
Commission on Aging…………………………………………………………………………. 	237
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Page
Human Relations Division…..…………………………………………………………………. 	242
Public Works………………………………………………………………………………….. 	248
Director of Public Works……………………………………………………………........ 	252
Municipal Service Center…………………………………………………………………. 	254
Division of Transportation………..…………………………………………………………… 	256
EDOT Administration…...…………………………………………………………........... 	259
Engineering……………………………………………………………………………….. 	263
Traffic Engineering Administration ………………………………………………………. 	264
Traffic Signs……………………………………………………………………………….. 	266
Traffic Signals & Street Light Maintenance………………………………………………. 	268
Parking Enforcement & Ticket Processing….…………………………………………… 	270
School Crossing Guards…………………………………………………………………. 	272
Streets and Sanitation Division……………………………………………………………….. 	274
Administration…………………………………………………………………………….. 	275
Street & Alley Maintenance………………………………………………………………. 	277
Street Cleaning……………………………………………………………………………. 	279
Ice & Snow Removal………………………………………………………………………. 	281
Refuse Collection & Disposal………………………………………………………........ 	283
Residential Recycling……………………………………………………………………… 	285
Yard Waste Collection & Disposal………………………………………………………… 	287
Facilities Management Division………………………………………………………………. 	289
Facilities Administration…………………………………………………………………… 	290
Construction & Repair……………………………………………………………………. 	292
Library…………………………………………………………………………………………. 	294
Children’s Services……………………………………………………………………….. 	299
Reader’s Services…………………………………………………………………………. 	300
Reference Services & Periodicals……………………………………………………….. 	302
Circulation…………………………………………………………………………………. 	304
North Branch………………………………………………………………………………. 	306
South Branch………………………………………………………………………………. 	308
Technical Services………………………………………………………………………… 	310
Library Maintenance………………………………………………………………………. 	312
Library Administration……………………………………………………………………… 	314
Parks/Forestry & Recreation……………………………………………………………….. 	316
Recreation Division………………………………………………………………………......... 	320
Management & General Support……………………………………………………....... 	325
Business & Fiscal Management………………………………………………………….. 	328
Communications & Marketing Services…………………………………………………. 	330
Recreation General Support……………………………………………………………… 	332
Park Utilities……………………………………………………………………………….. 	334
Robert Crown Center……………………………………………………………………… 	336
Chandler-Newberger Community Center………………………………………………… 	339
Fleetwood-Jourdain Community Center……………………………………………........ 	343
Fleetwood-Jourdain Theater……………………………………………………………… 	345
Recreation Outreach Programs………………………………………………………….. 	347
Levy Center………………………………………………………………………………… 	349
Church Street Boat Ramp………………………………………………………………… 	351
Boat Storage Facility……...………………………………………………………………. 	353
Beaches……………………………………………………………………………………. 	355
Pooch Park…………………………………………………………………………………. 	357
Facility Maintenance………………………………………………………………………. 	359
Crown Ice Rink…………………………………………………………………………….. 	361
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Page
Sports Leagues…………………………………………………………………………..... 	364
Aquatic Camp…………………………………………………………………………..….. 	366
Tennis……………………………………………………………………………………..… 	368
Drum & Bugle Corps…………………………………………………………………….... 	370
Special Recreation………………………………………………………………………... 	372
Bus Program………….…………………………………………………………………..… 	375
Park Service Unit……………………………………………………………………......... 	377
Youth Golf Program……………………………………………………………………….. 	379
Parks & Forestry Division.……………………………………………………………………. 	381
General Support……………………………………………………………………………. 	383
Horticultural Maintenance…………………………………………………………………. 	385
Parkway Tree Maintenance…………………………………………………………....... 	387
Dutch Elm Disease Control…………………………………………………………........ 	389
Tree Planting………………………………………………………………………………. 	391
Private Elm Tree Insurance…………………………………………………………....... 	393
Dutch Elm Inoculation Program…………………………………………………………. 	395
Ecology Center…………………………………………………………………………......... 	397
Eco-Quest Day Camp…………………………………………………………………….. 	401
Cultural Arts Division………………………………………………………………………….. 	403
Arts Council………………………………………………………………………….......... 	405
Noyes Cultural Arts Center…………………………………………………………........ 	407
Cultural Arts Programs……………………………………………………………………. 	409
Part IV – Other Funds Budget
All Funds Chart Summary…………………………………………………………………….. 	415
Motor Fuel Tax…………………………………………………………………………........... 	416
Emergency Telephone System…………………………………………………………........ 	418
Special Service Area No. 4…………...……………………………………………………… 	421
Community Development Block Grant……………………………………………………….. 	422
Economic Development ………………………………………………………………………. 	429
Affordable Housing Fund…….…………………………………………………………........... 	433
Washington National Special Tax Allocation – Debt Service Fund………………………… 	436
Special Service Area No. 5…………...……………………………………………………… 	438
Southwest II Special Tax Allocation – Debt Service Fund…………………………………. 	439
Southwest Special Tax Allocation – Debt Service Fund……………………………………. 	440
Debt Service Fund……………………………………………………………………………. 	441
Downtown II Special Tax Allocation Service Fund...……………………………………… 	443
Howard/Ridge T.I.F.…………………………………………………………………. ……… 	444
West Evanston T.I.F.………………………………………………………………. ……… .. 	445
Sherman Plaza Garage Fund………………………………………………………………… 	446
Maple Avenue Garage Fund……………………………………………………………........ 	448
Parking System Fund………………………………...…………………………………....... 	451
Water Fund……………………………………………………………………………………. 	466
Sewer Fund……………………………………............................................................... 	490
Fleet Services Fund………………………………………………………………………..…. 	505
Insurance Fund..…………………………………………………………………………….... 	514
Firefighters Pension Fund.………………………………………………………………..….. 	517
Police Pension Fund………………………………………………………………………...... 	518
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Page
Position Information
Position Comparison Charts………………………………………………………………… 	521
Position Full-Time Equivalent Five-Year Comparison……………………………………… 	523
Full-Time Equivalent Positions by Department…………………………………………….. 	527
General Fund………………………………………………………………………………. 	527
Other Funds……………………………………………………………………………….. 	535
Capital Improvement Plan
Capital Improvement Memorandum……………………………………………….………… 	539
Capital Improvement Fund Policy……………………………………………………………. 	540
Capital Projects by Funding Source……………………………………………………....... 	546
General Obligation Bond Projects…………………………………………………………… 	552
Capital Projects by Department…………………………………………………………….. 	553
Capital Project Descriptions……………………………………………………………......... 	559
Strategic Plan
City of Evanston Strategic Plan……………………………………………………………… 	591
Glossary
Glossary………………………………………………………………………………………. 	601
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PART I
BUDGET MESSAGE
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February 27, 2008
To the Honorable Lorraine H. Morton, Mayor
and Members of the City Council
City of Evanston, Illinois
Ladies and Gentlemen:
Transmitted herewith is the fiscal year 08-09 budget for the City of Evanston beginning March 1, 2008 and
ending February 28, 2009. The annual budget is the policy document that sets the financial course for the City
and defines the service priorities we provide to the community. This budget was developed through a
transparent process involving all departments with the intent of balancing the budget and maintaining standard
service levels without eliminating any current employees.
INTRODUCTION
As revenues continue to grow at a slower pace than expenditures a structural financial gap continues to exist.
Additionally, because we are a service-based business, all of our services require personnel. In fact, 71.8% of
the General Fund budget is for staff salaries and benefits. Last year the Council and staff worked together on
the first year of a three-year process to correct the structural budget gap. We cut more than $1.6 million of
expenditures, excluding pension fund transfers from the General Fund budget. However, we continue to
experience cost pressures and the initial projection for FY 09 resulted in a projected General Fund budget gap
of over $2.4 million.
This year we used a more participatory process to develop the budget. After all submissions were made to the
City Manager, the department directors and assistant city managers met to discuss ways to close the projected
$2.4 million budget gap. I then reviewed their recommendations to reduce costs while attempting to spare
programs and services. The amount cut from the initial budget submittals was $1.1 million. Our operations are
complex and we have many programs and services, which, if eliminated, would be a significant decrease in
services to the residents.
During the past year, I have discussed the need to continue addressing the structural budget problem while
simultaneously addressing the pension funding issue. The City Council also continues to desire that a property
tax increase should be minimal. Realistically, the only way to achieve that is through new revenue sources,
major program cuts, or a combination of new revenues and expenditure reductions.
STRUCTURAL ISSUES
The City of Evanston has taken a multifaceted approach to reduce our structural budget gap. The structural
budget gap is caused by a growth in expenditures greater than revenues driven by contractual increases in
wages and salaries and healthcare costs. During the past year, many steps were taken to address the structural
gap including reorganizing services managed by departments and eliminating two department director positions
(achieving a permanent savings of approximately $329,000 per year). We also carefully considered the need to
replace positions that became vacant due to the early retirement incentive (we eliminated an additional two
positions through this process for a permanent savings of approximately $146,000). Finally, we looked at all of
the revenues, expenditures, funds, services, and their delivery systems. While this thorough review has
produced positive benefits, it is not enough to stop here. We must continue to evaluate ways to close the annual
budget gap by considering what services we fund and whether these services meet the City Council’s priorities
and are consistent with the approved Strategic Plan.
The recommendations contained herein meet our immediate goal of a balanced budget, but require some
increases to existing revenues or the creation of new revenue sources. Some long-term actions will require
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significant study and discussion and will be brought forth in the future. I will also engage City Council in a
discussion regarding which additional services you believe are no longer necessary or that can be provided by
other public and private agencies.
The rising cost of medical insurance continues to be an issue of concern. The national trend in 2007 shows an
increase in medical costs at 11 percent. We began to address this cost driver in FY 06-07 when we worked with
the unions to establish a framework for labor-management collaboration on health care. In FY 2007-08 a cross-
departmental Health Insurance Committee was established to review the medical and pharmacy plans currently
available to City employees. Through the work of the Committee, we are recommending a series of changes to
the health and pharmacy plans that will result in a cost savings of approximately $653,000, which represents a
three percent decrease from last year’s premium.
A final issue that greatly impacts the structural deficit is the outstanding pension obligations for Police and Fire
retirees. We are well aware that the pension liability is both a legal and moral liability to our employees in the
Police and Fire Departments. In August 2007 we received updated estimates that as of March 1, 2007, the City
faced a total unfunded actuarial accrued liability (UAAL) of over $140 million. Over the years, we have funded
our public safety pensions in accordance with actuarial requirements in order to meet current obligations.
Despite the best efforts of staff and Council, however, the pension liability continues to increase at an alarming
rate, nearly doubling from 1997 to 2006. The funding issues have been exacerbated by numerous factors,
including statutory investment allocation restrictions – which resulted in the pension fund investment returns to
be below the assumed rate of 7.5 percent – as well as benefit increases approved by the State in 2000, 2001,
and 2004, and updated retirement assumptions and mortality tables.
As a result of this mounting problem, staff reviewed the investment rate assumption and determined that it
should be updated to reflect realistic investment returns. The revised valuations reflect the need for an increase
of $4.7 million in pension funding in 2008. Staff informed Council of this pension funding concern in April 2007 at
a Special City Council Meeting and has since been evaluating various scenarios to provide a funding solution.
To date, no consensus has been reached with Council on how to fund this growing liability. This pension liability
was a major factor in our recent credit rating downgrade from Aaa to Aa1 by Moody’s Investor Services.
LOCAL ECONOMIC CONDITIONS
Staff has been carefully monitoring the local economy, specifically the issue of subprime loans and the impact it
may have on mortgages and subsequent revenues for the City of Evanston. In a recent study conducted by the
National Training and Information Center and reported exclusively in the December 3, 2007 issue of Crain’s
Chicago Business Weekly Report “Foreclosure Wave Rebuilds” Evanston had a 65% increase in foreclosures
for the first half of this year.
Evanston’s economy remains resilient and has benefited from the growth in real estate development during the
past year as part of a multi-year trend. As part of a current cyclical trend, the rate of proposed new development
and housing sales has slowed, but future forecasts included as part of the Downtown Plan are promising. Retail
sales have remained stable through November 2007, but the pace of growth is expected to slow with current
conditions and increase modestly through 2008. There has been an emerging strong office market, with
diminishing vacancy rates. The draft Downtown Plan states the need for increased office space and
recommends that the City act to encourage its development. During the past fiscal year we have completed
major planning efforts to guide future developments in the Downtown, Central Street, and West Evanston. The
emphasis in the next year will be the implementation of these plans, including zoning code revisions affecting
these areas. Zoning code revisions will also be occurring in 2008 affecting other parts of the city. In 2008, the
southern area of the West Evanston TIF, located south of Dempster, is an additional area that we propose
undergo a similar planning effort.
BUDGET PREPARATION PROCESS / STRUCTURAL RECOMMENDATIONS
In order to close last year’s structural gap, we evaluated service levels, reviewed positions in every department,
and re-assessed revenues and program expenditures. These efforts, combined with an early retirement
incentive program, allowed us to close the budget gap. This year, we continue to grapple with similar issues in
order to achieve a balanced budget.
From the beginning of this year’s process, we estimated that we would have a shortfall between revenues and
expenditures in the General Fund of over $2.4 million. In order to address this deficit, every department was
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asked to prepare a budget proposal which limited the non-labor line items to a one percent increase.
Departments were then asked to provide creative and thoughtful ways in which they could reduce the budget
gap.
This year’s process included an open exchange between departments regarding expenditure reductions. As
part of this approach, department heads convened in multiple sessions to discuss recommendations for
streamlining processes, service offerings, and staffing needs. The result of this approach is that the reductions
were developed across multiple departments in a fair and equitable manner. This process resulted in a
reduction in the proposed budget of $1,093,628.
Another aspect of this year’s budget preparation included the development of departmental performance
measures. These newly-proposed “outcome” measures take us further than the “output” measures that have
traditionally been used to simply determine how much we do. Rather, the new measures will help us determine
how well we are performing as an internal and external service organization. This data becomes increasingly
important as we consider further personnel and service reductions.
The performance measures were developed in partnership with management from all departments as well as
Business Process and Technology Division staff and graduate student interns from the University of Illinois at
Chicago. The resulting measures are intended to serve as the first step of a comprehensive performance
management system that will continue to be built up over the coming years.
FISCAL YEAR 2008-09 BUDGET OVERVIEW
The total budget for the City of Evanston is $219,106,277. This number includes all funds. It represents a total
increase of $26,382,008 (13.69%) over the prior year total budget. It should be noted that among the largest
increases in the total budget are the pension fund increases. The pension fund increases are 49.74% for
Firefighters and 61.79% for Police. The General Fund increase includes a transfer of $4,536,100 to the pension
funds to fulfill the annual required contributions for the 2007 tax year. Without the one-time transfer to the
pension funds, the change in the General Fund would be a decrease of 2.0%.
GENERAL FUND
The General Fund is the fund where the majority of all daily operations are budgeted, excluding fleet, water and
sewer services. The General Fund budget for FY 2008-09 is $94,068,600, an increase of $2,710,738 (2.97%)
over the FY 2007-08 fiscal year budget. Despite the increasing costs of doing business, such as costs of
necessary equipment, supplies and services, and wage increases for employees, we have met the goal of
holding the line on operating expenditures, to the extent possible without cutting additional services.
Several departments in the General Fund were reorganized to achieve financial savings. The changes are
outlined herein:
Departmental Reorganizations & Service Changes
The 2008-09 budget represents the second phase in a multi-year effort to structurally realign the delivery of City
services and correct the annual budget deficit. We conducted a review of the services provided by the City in
order to ensure alignment between the use of resources, the Strategic Plan, and the priorities of the City
Council. Through this process, we have identified several opportunities for shifting resources to meet that
objective. This budget represents a combination of internal reorganization of services and service delivery.
1. Human Relations
The Human Relations Division and all of the services provided by it (SYEP, Landlord Tenant, etc) have been
transferred from the City Manager’s Office to the Department of Health & Human Services effective December
1, 2007.
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2. City Manager’s Office
During FY 2007-08, the Youth Programs Coordinator position was established. This position continues to work
on issues affecting youth, but this budget does not include any new dollars for increased programming because
it would require more property tax support. The City Manager’s Office also received the additional responsibility
for the Business Process and Technology Division. The other divisions of the former Management Business
and Information Systems Department were split between Finance, Law, and Public Works.
3. New Positions
We have created a net of nine new positions, as discussed below.
• 	The Police Department will hire two new patrol officers as a part of a Tactical Unit which was approved by
Council on November 26, 2007. This will be funded through the elimination of a vacant Deputy Chief
position.
• 	An inspector and a clerk will be hired as part of Community Development’s new Rental Building
Registration program. Fortunately, the revenues collected will cover the costs for these positions.
• 	City Council has approved the position of Economic Development Director, to work with existing staff on
implementation of our Economic Development plan, business attraction and retention. This position will be
paid for by the Economic Development fund.
• 	The Department of Health & Human Services will hire a Management Analyst. This position will be in place
of two positions eliminated in the department: Health Division Chief for Family & Community Wellness,
which is vacant; and the Assistant Director for the Mental Health Board, which will be vacant by the end of
April 2008. The current incumbent is taking advantage of the Early Retirement Incentive. This will result in a
savings of approximately $133,800.
• 	The Fire Department will add a Fire Plan Reviewer to perform the fire plan reviews after the retirement of a
Deputy Fire Chief who currently performs these duties. While the department plans to fill this Deputy Chief
position, its duties will now include emergency preparedness coordination and planning with the ERI
retirement and elimination of the Emergency Preparedness Manager position. This will result in a savings of
approximately $25,500.
• 	The Human Resources Department will add a Compensation & Benefits Manager to replace the Assistant
Director who is retiring through the Early Retirement Incentive. This will result in a savings of approximately
$38,600.
• 	The Human Resources Department is also adding an HR Specialist and HR Assistant to the Insurance
Fund. These positions will perform some of the duties initially identified for the Risk Manager position.
General Personnel - Early Retirement Incentive
Council approved this program during its 2007-08 budget discussions. As indicated in staff presentations to
Council earlier this year, informational meetings were held with eligible employees and a further cost analysis
will be completed. The savings was estimated at $5.5 million dollars over the next 10 years. We strongly believe
that this program will allow for further opportunities for departmental reorganization, service consolidations, and
re-engineering for increased efficiencies through the creation of vacancies throughout the organization. Retiring
staff are preparing transition plans to transfer institutional knowledge.
REVENUE HIGHLIGHTS
Property Taxes:
The total property tax levy for all funds is a 7.02% increase. This large increase is due to pension funding
requirements and debt service payments. The property tax for the General Fund includes the taxes levied for
the Library, the Parks/Forestry & Recreation Department, and the IMRF Pension. The General Fund overall levy
reflects a 3.95% decrease. This number is reflective of our best estimate of the amount needed to maintain
operations, fund IMRF pensions, and balance the budget with one labor contract negotiation pending.
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The allocation of the General Fund total dollar decrease from $16,976,262 to $16,305,500, a 3.95% decrease,
is broken down into the following functions that could have a separate tax levy, and shows the net increase/
decrease for each portion of the levy:
Illinois Municipal Retirement Fund 	$(108,100) 	5.05% decrease
Recreation 	392,300 	4.50% increase
Evanston Public Library 	(40,000) 	0.94% decrease
General Fund-remainder of tax 	(914,962) 	49.58% decrease
The balance of the property tax increase is for Police and Fire Pensions, excluding debt service which is
explained below. Again, due to actuarial valuations, we are required to contribute an amount into the pension
funds to cover current costs and a portion of the unfunded future costs, requiring tax increases of 17.73% for the
Fire Pension Fund, and 28.59% for the Police Pension Fund. The remainder of the tax levy is for debt service.
For a comparison of the proposed property tax levy with the prior three years, please see the following table.
2004-2005* 	2005-06 	2006-07 	2007-08 	2008-09 	VARIANCE 	PERCENT
APPROVED APPROVED APPROVED APPROVED APPROVED 	INCREASE 	INCREASE
LEVY 	LEVY 	LEVY 	LEVY 	LEVY 	(DECREASE) (DECREASE)
OTHER GENERAL FUND**
LEVY 	$3,861,939 	$3,046,224 	$1,882,920 	$949,286 	($933,635) 	-49.58%
LESS: 2% LOSSES 	$77,239 	$60,924 	$37,658 	$18,986 	($18,673) 	-49.58%
TOTAL 	$3,784,700 	$2,985,300 	$1,845,262 	$930,300 	($914,962) 	-49.58%
IMRF***
LEVY 	$1,850,000 	$2,640,204 	$2,182,857 	$2,072,551 	($110,306) 	-5.05%
LESS: 2% LOSSES 	$37,000 	$52,804 	$43,657 	$41,451 	($2,206) 	-5.05%
TOTAL 	$1,813,000 	$2,587,400 	$2,139,200 	$2,031,100 	($108,100) 	-5.05%
RECREATION****
LEVY 	$7,535,510 	$7,817,857 	$8,901,837 	$9,302,143 	$400,306 	4.50%
LESS: 2% LOSSES 	$150,710 	$156,357 	$178,037 	$186,043 	$8,006 	4.50%
TOTAL 	$7,384,800 	$7,661,500 	$8,723,800 	$9,116,100 	$392,300 	4.50%
LIBRARY****
LEVY 	$3,793,367 	$3,935,714 	$4,355,102 	$4,314,286 	($40,816) 	-0.94%
LESS: 2% LOSSES 	$75,867 	$78,714 	$87,102 	$86,286 	($816) 	-0.94%
TOTAL 	$3,717,500 	$3,857,000 	$4,268,000 	$4,228,000 	($40,000) 	-0.94%
TOTAL GENERAL FUND
LEVY 	$16,105,714 	$17,040,816 	$17,440,000 	$17,322,716 	$16,638,265 	($684,451) 	-3.95%
LESS: 2% LOSSES 	$322,114 	$340,816 	$348,800 	$346,454 	$332,765 	($13,689) 	-3.95%
TOTAL 	$15,783,600 	$16,700,000 	$17,091,200 	$16,976,262 	$16,305,500 	($670,762) 	-3.95%
FIRE PENSION FUND
LEVY 	$3,295,798 	$3,295,798 	$3,811,224 	$4,259,460 	$5,014,836 	$755,376 	17.73%
LESS: 2% LOSSES 	$65,916 	$65,916 	$76,224 	$85,189 	$100,297 	$15,108 	17.73%
TOTAL 	$3,229,882 	$3,229,882 	$3,735,000 	$4,174,271 	$4,914,539 	$740,268 	17.73%
POLICE PENSION FUND
LEVY 	$4,171,429 	$4,171,429 	$4,232,653 	$4,731,162 	$6,084,034 	$1,352,872 	28.59%
LESS: 2% LOSSES 	$83,429 	$83,429 	$84,653 	$94,623 	$121,681 	$27,058 	28.59%
TOTAL 	$4,088,000 	$4,088,000 	$4,148,000 	$4,636,539 	$5,962,353 	$1,325,814 	28.59%
DEBT SERVICE FUND
LEVY 	$8,593,632 	$8,915,268 	$8,915,268 	$9,237,356 	$10,307,536 	$1,070,180 	11.59%
LESS: 2% LOSSES 	$171,873 	$178,305 	$178,305 	$184,747 	$206,151 	$21,404 	11.59%
TOTAL 	$8,421,759 	$8,736,963 	$8,736,963 	$9,052,609 	$10,101,385 	$1,048,776 	11.59%
TOTAL ALL FUNDS 	$16,060,858 	$33,423,311 	$34,399,146 	$35,550,694 	$38,044,670 	$2,493,976 	7.02%
LEVY 	$643,331 	$668,466 	$687,983 	$711,013 	$760,893 	$49,880 	7.02%
LESS: 2% LOSSES 	$31,523,241 	$32,754,845 	$33,711,163 	$34,839,681 	$37,283,777 	$2,444,096 	7.02%
Comparison with 2007-08 Approved Levy & Previous Three Years
FY2008-09 Approved Property Tax Levy
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Total Tax Bill Increase
8,000	$ 	10,000	$
7.02% 	7.02%
1.39% 	1.39%
111.18	$ 	138.97	$
0.30	$ 	0.38	$	Per Day Cost
Amount of Tax Bill
% of City Tax Increase
% Tax Bill Increase
Annual $ Incr on tax bill
General Fund Revenues: The following are the major changes to the non-property tax revenues in the
General Fund:
Revenue FY 2008- 09
Revenue Projection
Increase or (decrease)
from FY 2007-08 Budget
Percentage increase
or (decrease)
Sales Tax 	$9,100,000 	$ 100,000 	1.11%
Home Rule Sales Tax 	$6,070,500 	$ 	40,500 	0.67%
Income Tax 	$6,600,000 	$ 400,000 	6.45%
Licenses, Permits, & Fees 	$8,691,800 	$1,026,500 	13.39%
Parking Fines 	$3,547,500 	$ 247,500 	7.50%
Other State Revenues 	$ 407,000 	$ (263,000) 	(39.25%)
Real Estate Transfer 	$3,700,000 	$ (230,200) 	(5.86%)
Utility Taxes 	$8,581,800 	$ 	26,800 	0.31%
Refuse Fee 	$1,692,400 	$ 523,200 	44.75%
The increase in permits is due a number of proposed increases to various fees and fines for FY2008- 09. A
summary of these is provided in the following tables.
Business License Revenue Enhancements
Item 	Current Fee 	Proposed Fee 	Net Revenue Increase
Business License >10,000 sq ft 	$200 	$250 	$ 1,250
Business License 3,001 to 9,999 sq ft 	$100 	$150 	$ 5,000
Business License 3,000 or less sq ft 	$ 40 	$ 75 	$26,600
Initial License Application Fee 	$ 	0 	$ 50 	$ 2,500
Inspection Fee(s) 	$ 	0 	$150 	$ 3,000
Home Based Business Registration 	$ 	0 	$ 25 	$ 5,000
Taxi Industry Revenue Enhancements
Item 	Current Fee 	Proposed Fee 	Net Revenue Increase
Annual Taxi License 	$ 	125 	$ 	250 	$20,625
Chauffeur's License Class 	$ 	35 	$ 	75 	$ 6,000
Initial Chauffeur's License 	$ 	25 	$ 	75 	$ 6,250
Renewal of Chauffer. License 	$ 	20 	$ 	50 	$ 3,500
Transfer of Medallion 	$1,250 	$2,500 	$ 2,500
Inspections 	$ 	0 	$ 	100 	$16,500
Other Revenues – Northwestern University:
In 2004 Northwestern University began making payments to the City of $350,000 per year for three years. This
payment was provided in response to the University’s purchase of 1800 Sherman Avenue. To date, the City has
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received $1,050,000. During the 2007-08 budget discussions, the City Council approved the use of $500,000 to
support the General Fund, with the balance of $550,000 reflected as revenue in the proposed FY 08-09 budget.
RECOMMENDED FEE INCREASES / PROGRAM MODIFICATIONS
1. Sanitation Service Charge Increase
Keeping in line with the Council's Natural Resources Vision of embracing the best ecological practices
and policies in our government, we are implementing initiatives in the Streets and Sanitation Division of
Public Works that will have a dramatic impact on our sustainability efforts. Additionally, they will also help
us reduce general fund dollars normally used to cover the full costs of these programs. Staff recommends
that the entire collection cost of refuse service be a service fee. This results in an increase from $5.00 to
our actual cost of $6.95 per month to pick up one garbage cart per household. This represents a revenue
enhancement of $423,200 per year. This change will result in an increase of $23.40 per household per
year. Further, we recommend a charge for each additional cart of $2.50 per household per month, which
staff estimated will result in $100,000 additional revenue. We believe that disposal, recycling and yard
waste costs of $2,400,500 should not be charged to citizens, but covered by property and other tax
revenues. This increase in revenue will bring the total revenue from refuse service charges to $1,692,400
which is about 35% of the total cost of refuse, recycling, and yard waste collection and disposal costs.
Since one of our strategic visions relates to preserving our natural resources, over the last fiscal year a
pilot program was conducted to increase recycling. This program was successful and we are
recommending the purchase of 25% of the city required recycling carts each year for four years. The
revenues to fund the cart purchases will come from the $130,000 in revenue projected from the additional
cart fee and special pick-up revenue. Staff hopes to secure a grant from the State to fund the remaining
$60,000 needed.
As previously presented to the City Council at the Administration and Public Works meeting of November 26,
2007, additional program modifications were recommended by staff and approved by me for the Division of
Streets/Sanitation. These changes result in a cost savings of more than $235,000 (through a reorganization of
the Yard Waste function) and new revenue sources of $160,000. The work of the Streets/Sanitation Division of
Public Works sets a standard for our continuing “best practices” review of services and programs.
2. Licensing of Rental Building Registrations
City Council approved the establishment of a program and a fee for the yearly licensing of all rental dwelling
buildings. This program would require that all rental residential units be licensed to operate. Licensing would
improve the rental housing stock, while providing the City the power to withhold, suspend, or revoke licenses
from rental buildings that have continued code violations, or harboring anti-social or criminal behavior. The
proposed fee is $50/year per building. Anticipated gross program revenue is $146,000. Two additional
positions have been approved: an inspector and a clerk. The costs of these two positions will be covered by the
revenue from the registrations.
3. Other New Revenue
Amount 	Revenue Category
$ 	8,000 	Historic Preservation Reviews (New)
$ 	85,500 	New & Increased Business Licenses Fees
$ 	20,000 	Overdue Fine Increase (Library)
$ 	30,000 	Residential Parking Permit Fee Increase
$ 	57,000 	Increase in Non-Resident Parking Fee
$ 	18,500 	Snow Emergency Ticket & Tow (1 storm – New)
$ 423,200 	Sanitation Service Charge from $5.00 to 6.95 / month
$ 	30,000 	Additional Garbage Cart Purchase (New)
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$ 100,000 	Additional Garbage Cart Purchase Emptying (New)
$ 100,000 	SWANCC Recycling Incentive (New)
$ 495,000 	Vehicle Sticker Fee Increase from $60 - $75.
$ 	30,000 	Sanitation Special Pick-up Fee
$ 	73,366 	CDBG to General Fund Transfer Increase (as approved by CDBG Committee)
$1,470,566 	Total Revenue Enhancements
• 	Residential Parking Permit Fee
The Residential Parking Permit allows residents to park on the street in residential parking districts. The
permit fee, which covers the administrative costs of the program, has been at $10/year for approximately 10
years. The proposed increase to $15/year is recommended to keep pace with the administrative cost of the
program. This proposed increase was approved by the Parking Committee on December 12, 2007.
Expenditure Highlights:
Overview:
Many of the increases reflected in this year’s budget are a result of mandated costs. Union contracts, federal
and state requirements, and necessary utility costs all increase the cost of doing business. In order to meet this
austere budget request, each General Fund line item was reviewed, and wherever possible, reduced to
coincide with its three-year expenditure history.
The bottom line General Fund budget request is shown below:
FY 2008-09 Proposed Budget 	94,068,600
Current FY 2007-08 Adopted Budget 	91,357,862
Total Expenditure Increase 	$ 	2,710,738 	2.97% 	Increase
The following is a listing of the expenditures in the General Fund that have increased/decreased as a result of
labor contacts, state mandates, utility costs, and other equipment & supplies.
Changes in the General Fund
Salaries and Wages 	250,530
Overtime 	(307,900)
Benefits (IMRF, Social Security, Medicare) 	183,700
Health Insurance 	(865,500)
Utilities 	(15,300)
Other Cost Changes 	(1,070,892)
Subtotal 	$(1,825,362) 	(2.00)% 	Decrease
Police & Fire Pension Transfer from Fund Balance 	$ 4,536,100 	4.97% 	Increase
Total Change 	$ 2,710,738 	2.97% 	Increase
The remaining increase is being paid for through the one-time use of fund balance in the General Fund to fully
fund the 2007 Annual Required Contribution to the Police and Fire pension funds. This approach was used in
an effort to offset the burden to the taxpayers. This transfer, which totals $4,536,200, is offset by $1,825,362 in
expenditure reductions. Without this transfer, the proposed budget would represent a 2.0% decrease from the
FY 2007-08 budget.
Additionally, FY 2008-09 is the year for the inoculations of parkway elm trees as part of the triennial cycle
maintained by the Department of Parks/Forestry & Recreation. Expenditures for these inoculations have
increased by $203,600.
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As a comparison the City of Evanston uses the Municipal Cost Index (MCI), which is designed to show the
effects of inflation on the cost of providing municipal services, as a gauge to its expenditures. The Illinois
Municipal Price Index (MPI) is designed to measure the increases in prices of goods and services purchased by
Illinois municipalities. From November of 2006 to November 2007, the MPI increased 3.06%. From October
2006 to October 2007, the Consumer Price Index (CPI) increased 3.54%.
Mental Health Board
For the 2008-09 budget, the Mental Health Board requested an additional $15,000 above the 2007-08
appropriation of $844,000, net of grant revenues. This additional $15,000 was requested to provide or increase
Board funding to selected agencies. City Council voted to keep the funding level for 2008-09 the same as 2007-
08, which including grant expenditures of $41,000 is reflected as $885,000.
REVIEW OF OTHER FUNDS
Water Fund and Sewer Fund:
Details of Water and Sewer Fund revenues and appropriations are included later in this report. It is important to
note, however, two points: first, the City of Evanston is currently renegotiating our contract with the Northwest
Water Commission (NWC). The NWC purchases 22% of the total Water Fund Revenue in the 2008-09 budget.
The 2008-09 budget is based on the current rate for the NWC. Second, due to the wet summers over the past
two years water and sewer sales have been lower than forecasted. Funds have been requested for an update
of the cost of services study to determine if an increase in rates will be appropriate. There is $75,000 total
budgeted in the Water and Sewer Funds for this study. Staff is also reviewing the need for the issuance of
bonds to fund certain capital projects.
Fleet Fund:
The Fleet Fund is an Internal Service Fund and is responsible for the maintenance and purchase of all city
owned vehicles. Revenues are derived from the charges for services to the departments that use their services.
An increase in vehicle purchases is needed this year due to a severe cut back in purchases during FY 2007-08
to align revenues and expenditures. Staff is reviewing the vehicle replacement plan and will make
recommendations based on that information in 2008.
Parking Fund:
The Parking System consists of three funds: the Church Street Parking Garage, the Maple Avenue Garage
Fund, and the Sherman Plaza Garage Fund. Revenues for all three funds include a rate increase for monthly
parking from $80 to $85 dollars and an increase in the hourly meter rates from $0.50 to $0.75. This rate
increase has been approved by the Parking Committee and is consistent with the plan presented and approved
by Council two years ago. The proposal will be presented to Council in the next thirty days for approval.
FUTURE STRUCTURAL ADJUSTMENTS
As of the 2006 Levy, Evanston continues to be in the median between the highest and lowest property tax rates
compared to those of selected communities. However, since the pension funding is driving the tax levy, we
expect our tax rate to be higher in 2008. In addition, it is important to realize that universities and non-profit
organizations comprise a large percentage of the land in Evanston and these type of organizations are exempt
from paying property tax. Given this fact and the large quantity of services offered by the City, the City believes
its tax rate is extremely favorable in relation to the services it offers. It is also important to note that many of the
City’s 74,000 residents do not pay property tax since this number includes university students who primarily live
on campus. Thus, the property tax levy must be shared by a much smaller pool of residents and businesses
than most realize.
Aside from property taxes, the City’s sales tax revenues are among the lowest on a per capita basis when
compared to other surrounding municipalities, which further limits the incoming resources available to provide
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the quantity and quality of services to which Evanston residents have become accustomed. Future economic
development must focus on further development of sales tax generating businesses.
The budgeting process for fiscal year 2009 was yet another challenging year and the initial requested budget
began with an approximately two million dollar budget deficit in the General Fund. Through a combination of
proposals to cut certain expenditures and increase specific fees, the City was able to balance its proposed
budget for next fiscal year, although budgeting for years beyond fiscal year 2009 are expected to be just as
challenging. Without an increase in taxes or fees, there will be no other choice other than to begin consolidating
divisions and eliminating non-mandatory services. A supplement to this letter contains further information about
what recommendations can be considered to minimize increases to property taxes.
CONCLUSION
I would like to thank the department directors and each of their employees for their efforts every day to make
this a better community. Each year it is a difficult task to maintain the quality and quantity of services with limited
resources. Our employees are dedicated and committed individuals and bring value to the community.
Preparation of the 2008-09 budgets was not as difficult as the previous year but all of the staff has participated
in a professional manner, which I have come to appreciate.
The 2008-09 budgets represent an effort to continue to reduce the structural financial gap that has affected this
City for years. The changes presented herein are difficult but necessary to continue our corrective measures.
I would also like to thank the department directors and those who assisted in the development of this budget
document. In particular, I express my deep gratitude to Matthew Grady, Director of Finance, Steven Drazner,
Assistant Finance Director, Judith Aiello, Assistant City Manager, Rolanda Russell, Assistant City Manager,
Vincent Jones Assistant to the City Manager Gavin Morgan, Assistant to the City Manager, Joellen Daily,
Director of Human Resources, Herbert Hill, First Assistant Corporation Counsel, Anita Patel, Management
Analyst, Michael Wheeler, Management Analyst, Michael Madden, BPAT Division Manager, Ann Olson,
Management Analyst, Jennifer Spaulding, Information Systems Project Manager, Wendy McCambridge,
Administrative Adjudication Division Manager, and Anna Kate Lewis, Administrative Assistant for all of their
efforts in preparing this document.
Very truly yours,
Julia A. Carroll
City Manager
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EXHIBIT A
POSITION ELIMINATIONS / ADDITIONS
FY 2008-09 BUDGET
Eliminations Effective March 1, 2008
Department 	Position Title 	FTE
City Manager’s Office 	Emergency Preparedness Manager 	0.67
Assistant to the City Manager 	1.00
Community Development 	Fire Plan Reviewer (Vacant) 	1.00
Plan Reviewer –TIF Funded 	1.00
Health & Human Services 	Div. Chief, Family & Comm. Health (Vacant) 	1.00
Asst. Director, Mental Health (ERI) 	0.83
Human Resources 	Asst. Director, Human Resources (ERI) 	0.75
Legal 	Risk Manager 	1.00
Parks/Forestry & Recreation 	Bookkeeper (Vacant) 	1.00
Parks/Forestry Worker II (ERI) 	1.00
Recreation Maintenance Employee (Vacant) 	1.00
Police 	Deputy Chief (Vacant) 	1.00
Youth Advocate (Vacant) 	1.00
Public Works 	Equipment Operator II (ERI) 	1.00
Equipment Operator II (Vacant) 	1.00
Parking Enforcement Officer 	1.00
Parking Enforcement Supervisor 	1.00
Total 	16.25
Additions Effective March 1, 2008
Department 	Position Title 	FTE
City Manager 	Economic Development Director 	1.00
Community Development 	Clerk II 	1.00
Property Standards Inspector 	1.00
Fire & Life-Safety Services 	Fire Plan Reviewer 	1.00
Health & Human Services 	Management Analyst 	0.83
Human Resources 	HR Assistant 	1.00
HR Compensation & Benefits Coordinator 	0.75
HR Specialist 	1.00
Police 	Patrol Officers 	2.00
Total 	9.58
Planned ERI Position Eliminations – FY 2007-08
Department 	Position 	FTE
Health & Human Services 	Lab Supervisor 	0.33
Public Health Nurse 	0.33
Human Relations 	Director 	0.33
Parks/Forestry & Recreation 	Center Coordinator 	0.33
Recreation Program Manager 	0.33
Total 	1.65
Additional ERI Position Eliminations – FY 2007-08
Department 	Position 	FTE
Community Development 	Clerk II 	1.00
Health & Human Services 	Executive Secretary 	1.00
Library 	Librarian II 	1.00
MBIS 	Director 	1.00
Parks/Forestry &Recreation 	Parks/Forestry Worker II 	1.00
Public Works 	Equipment Operator II 	1.00
Total 	6.00
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City of Evanston
2008-2009 Adopted Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles of Lake Michigan’s picturesque Western
shoreline. The City’s 8.0 square miles include residential neighborhoods encircling thoughtfully
planned business districts and recreational facilities. Ongoing development of both residential
and commercial occupancies has brought the City of Evanston a hint of cosmopolitan flavor,
while retaining a close-knit suburban atmosphere.
Evanston boasts a rich diversity in religious, racial, educational, and economic composition.
Interspersed throughout the community are over 260 acres of parks. This includes over 30 tennis
courts, five beaches, athletic fields, bicycling and jogging trails, and an indoor ice-skating facility.
The City of Evanston operates under the Council-Manager form of government. The non-partisan
legislative component is comprised of ten elected officials, a Mayor and nine Ward Aldermen.
Through the Council-Manager form of government, elected officials create policy and direct it to
the City Manager for implementation. This form places the responsibility for day-to-day provision
of services on a professional manager and staff.
II. Budget Summary
The total operating budget for FY2009 is $219,106,277 prior to interfund transfers. This
represents an increase of $26,382,008 or 13.69%.
III. Fiscal Constraints
City budgets throughout the nation are sharing the burden of state budget constraints, as
governors and state legislatures cope with balancing budget shortfalls. Illinois is no exception.
Fiscal problems at the state level are part of the cause for Evanston’s projection of nearly-flat
revenues in the upcoming year.
Additionally, unfunded state mandates – particularly changes to funding requirements and
eligibility and pay-out options for pensions – have caused major increases to pension funding that
the City cannot avoid.
IV. General Fund
Expenditures
The General Fund budget for 2008-2009 is $94,068,600. This represents an increase of
$2,710,738 or 2.97% in expenditures over the FY 2007-08 fiscal year budget.
Revenues
The City of Evanston depends upon a variety of revenue sources to fund services. Many of these
revenues are subject to fluctuations in the economy, while demands for government services
frequently are not. As a result, there is a continued interest in developing revenue sources that
remain more insulated from economic effects while also seeking to appropriately tax those
receiving benefits.
1. 	Property Tax:
The total proposed property tax levy is $37,283,777. This is an increase of $2,444,096 or
7.02%. The General Fund portion of the levy decreased from $16,976,262 to
$16,305,500 or $670,762. The property tax continues to make up the largest percentage
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of City tax revenues. The relative economic stability and tax deductible feature of the
property tax make it a desirable revenue source.
2. 	State Sales Tax:
General Fund revenue from the state sales tax is expected to be $9,100,000. This is a
$100,000 or 1% increase in state sales tax revenues.
3. 	Home Rule Sales Tax:
Projections show $6,070,500 of this revenue source for the General Fund. This is a
$40,500 or 1% increase in revenues.
4. 	State Income Tax:
State income tax revenues are expected to increase by 6%, bringing the projected
revenue to $6,600,000. This increase is due to the economic rebound. For the past two
years, the revenue projected has finally surpassed state income tax revenues that were
received in FY 2000/01.
5. 	Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas, and
telecommunications taxes. For FY2008-2009, these are projected to total $8,581,800,
which is an increase of $26,800 or 0.31%.
6. 	Real Estate Transfer Tax:
Real estate transfer tax revenue is expected to decrease by $230,200 or 6% for
FY2008/09. This is mainly due to the nationwide housing market decline.
7. 	Vehicle Licenses:
Council approved an increase in the vehicle sticker fee from $60 to $75 which is
projected to bring an additional $495,000 or 23% over the FY 2007/2008 $2.20 million.
This revenue source is considered to be relatively insulated from economic fluctuations.
8. 	Licenses, Permits, and Fees:
Total licenses, permits, and fees are expected to generate $8,963,800 in revenues, an
increase of $1,298,500 over the prior year. The anticipated increase is contingent upon
Council approving several fee increases and proposed new revenue generating
programs. These revenue enhancements are identified in the City Manager’s Budget
Message.
9. 	Fines and Forfeitures:
Parking ticket, regular and other fine revenues are expected to increase by $179,400 to
$4,341,400 in FY 2008/09. This increase is attributed to an increase in the following: (1)
increase in collection rate of fines as a result of implementation of a Citation Management
System; (2) increasing the library book late fine from 0.15 to 0.25 for adult collections
only; and (3) increase in the fine for snow emergency ticket and towing.
10. Service Charges
Service charges are scheduled to increase by $1,021,200. Included in the projection is
an increase in the refuse collection fee from $5.00 per month to $6.95, which adds
$423,200. Additionally, a $2.50 service charge per month for emptying a second trash
cart can potentially result in an additional $100,000. Another revenue enhancement is a
projected $100,000 to be received from Solid Waste Agency of Northern Cook County
(SWANCC) based on tonnage of recycling materials collected. Recreation fees are
scheduled to increase 3-5% resulting in a $251,700 increase in revenue projections.
Improvement in the collection rate on ambulance billings has resulted in a revised
revenue increase of $125,000.
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11. State and Federal Aid
State and federal aid revenues will decline as a result of grant funding term completions.
A decrease of $159,200 in state and federal aid is projected for FY 08-09.
V. Other Funds
Motor Fuel Tax Fund
Spending for the fund is budgeted at $3,122,500 in FY2009. This is an increase of $470,000
from the FY2008 appropriation.
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 FY2008/09 are $1,981,100, a
decrease of $276,700. Projected revenues are $1,098,700 a decrease of $1,300. This includes
wireless surcharge revenue of $265,200.
Special Service District #4
This accounts for services such as promotion, advertisement, and other public services of the
district’s territory as managed by EvMark, an Illinois not-for profit corporation. FY 2009 budgeted
expenditures for this fund are $445,000.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban Development.
The amount for FY2008/09 is $2,074,176 for Community Development related programs, a
decrease of $160,095 from FY2007/08 funding.
Economic Development Fund
Expenditures from the Economic Development Fund are budgeted to be $1,828,000 for FY2009.
Revenues for this fund are generated from Hotel and Amusement Taxes.
Affordable Housing Fund
The Mayor’s Special Housing Fund has combined with the Housing Fund in FY 08-09. The fund
seeks to support housing related programs as adopted by the City Council. The FY2008/09
budget is $345,000.
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 bounded by Church Street on the North, Davis Street on the South,
and Chicago Avenue on the East. Fiscal year 2009 budgeted expenditures are $6,056,194, an
increase of $4,860,516 from last year. The increase is primarily due to this TIF Fund assisting
with the payment (via transfers out) of Sherman Garage Fund debt payments for Series 2002A
and 2002B bonds.
Special Service Area No. 5 Fund
Adopted by the City Council on June 27, 1994 Special Service District 5 compromises the City of
Evanston downtown business district. FY2009 budgeted expenditures for this fund are $433,813.
This is a decrease in the budget of $4,750.
Southwest II Special Tax Allocation Debt Service Fund
Better known as the Howard/Hartrey District, the district consists of a 23 acre site located at 2201
Howard Street. A slight increase of $12,311 in projected expenditures brings the fiscal year 2009
budget for this fund to $844,406.
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Southwest Special Tax Allocation Debt Service Fund
This Tax Increment District consists of twelve acres of land bounded by Main Street, Pitner
Avenue and the North Shore Channel. Budgeted expenditures for this fund will be $824,122, a
decrease of $68,513.
Debt Service Fund
The property tax levy reported in this budget is stated on the full accrual basis. The property tax
revenue represents the 2007 levy, almost all of which will be collected in the 2009 fiscal year.
The expenditures for the general obligation bonds represent debt service payments due in fiscal
year 2009.
In FY 2008, the City issued $30,385,000 Series 2007 general obligation bonds. Proceeds were
used to finance the capital improvement plan, to fully refund Series 1997 general obligation
bonds, and to partially refund the Series 1999 general obligation bonds.
In FY 2009, the City anticipates issuing a series 2008A and 2008B fixed rate debt to refund
variable rate series 2000B or 2002A. In addition, the City plans to issue new debt totaling
$12,500,000. $10,050,000 will be allocated to finance the Capital Improvement budget and
$2,450,000 will be used to finance Sewer projects. The total estimated FY 09 debt to be issued is
$44,100,000.
Downtown II Special Tax Allocation Service Fund
On January 1985 the City Council adopted the Downtown II tax increment finance district
consisting of 26 acres of contiguous land located in the northwest portion of the central business
district of the city. Bonds were issued in 1986, 1992, 1996 and 1999. On June 29, 2000 the City
sold $37.1 million in Series 2000 Bonds which were used to pay for redevelopment costs,
construction of a senior center and the construction of a parking garage.
This fund accounts for payment of debt service associated with the Downtown II Tax Increment
Financing District whose expenditures will be $10,674,829. This is a decrease of $962,000 which
is due primarily to a decrease in debt interest expense and contribution to other agency expense.
Howard-Ridge Tax Increment Finance District Fund
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District - on January
26, 2004. The TIF District is generally bounded on the north by various parcels that front Howard
Street and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago
Transit Authority (CTA) Red Line, on the south by City boundaries and on the west by Ridge
Avenue. 	The TIF District contains mixed residential uses, retail/commercial properties and
institutional uses. Total operating expenditures will be $16,000. This does not include a transfer of
$120,395 to the general fund.
Sherman Plaza Garage Fund
The Sherman Plaza Garage opened in June 2006. During FY 2008-09, the operating expenses
for the garage are projected to be $8,758,250. The fund is responsible for paying the operating
expenses, depreciation, and debt service for repayment of bonds that were issued to fund
construction of the garage. Payment of debt services costs for Series 2002 A and 2002 B bonds
are now paid from this fund. They were previously paid from the Washington National Special Tax
Allocation Debt Service Fund.
Maple Avenue Fund
This fund is responsible for paying the operating expenses and debt service for repayment of
bonds that were issued to fund construction of the Maple Avenue Parking structure. Total
operating expenses for FY 2008/09 will be $6,542,000.
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Parking System Fund
The Parking System Fund has anticipated expenditures of $3,773,100. This is a decrease of
$4,500 and is inclusive of capital outlay, debt service, and transfers to the General Fund.
Revenues are projected to be $4,107,300.
Water Fund
The Water Fund is expected to have total expenditures of $17,242,100 which represents an
increase of $3,693,900 or 27.26%. This increase is predominately attributed to an accounting
change related to capital projects. Water Fund revenues are expected to increase by $166,800
over the FY 07/08 appropriation based on the Cost of Service Study projections; however, FY 07-
08 revenues are projected to come in below budget as a result of a relatively wet summer
season. No water rate increase is proposed for FY 2008/09.
Sewer Fund
Budgeted expenditures for FY 08/09 are projected to be $20,651,974. This is an increase of
$4,209,674 or 25.5%. This increase is predominately attributed to an accounting change related
to capital projects. FY 2009 revenue projections are consistent with the recently completed
Sewer Fund Cost of Service Study. No increase in the sewer rate is projected.
Fleet Services Fund
Budgeted expenditures for FY2009 are $5,359,400. This is a 21.82% increase totaling $960,100
primarily in the capital outlay account.
Insurance Fund
Fiscal year 2009 budgeted expenditures for the Insurance Fund increases by $205,000 to
$3,555,000.
Fire Pension Fund
Every Illinois Municipality having a population of not less than 5,000 and not more than 500,000
must have a Fire Pension fund as prescribed in Chapter 108 1/2 - Article 4 of the Illinois Revised
Statutes.
The actuarially determined and recommended employer contribution amount for FY 2009 is
$5,679,500. Fund balance in the amount of $1,309,730 is being applied to fund the full actuarial
required contribution as determined by the actuary for previous years.
Police Pension Fund
Every Illinois Municipality of not less than 5,000 and not more than 500,000 people must have a
Police Pension Fund as prescribed in Chapter 108 1/2, Article 4 of the Illinois Revised Statutes.
The actuarially determined and recommended employer contribution amount for FY 2009 is
$6,897,400. Fund balance in the amount of $2,026,370 is being applied to fund the full actuarial
required contribution as determined by the actuary for previous years.
VI. Conclusions
The 2008-2009 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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PART II
CHARTS AND SUMMARIES
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Residents
Mayor
City Council
Advisory
Boards and
Commissions
City
Clerk
City Manager
Police
Law
Fire
Community
Development
Library
Public Works
Health & Human
Services
Finance
Human
Resources
Parks/Forestry
& Recreation
Management
& Information
Services
Assistant City
Manager
Assistant City
Manager
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Residents
Mayor
City Council
Advisory
Boards and
Commissions
City
Clerk
City Manager
Police
Law
Fire
Community
Development
Library
Public Works 	Health & Human
Services
Finance
Human
Resources
Parks/Forestry
& Recreation
Assistant City
Manager
Assistant City
Manager
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General Information
Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The City is governed by a Council-Manager form of government, which includes a
Mayor and nine ward elected Aldermen. The city provides a wide variety of services. These
include fire protection, law enforcement, water and sewer utilities, health and human services,
recreation, public works, libraries, and community development.
The City of Evanston’s 8.0 square miles include over 30,000 housing units for 74,239 residents.
Evanston also hosts two institutions of higher learning: Northwestern University and National-
Louis University. In addition, the City is home to several other non-profit and philanthropic
organizations.
By combining a high quality of life and close proximity to the City of Chicago, Evanston
continues to be a highly desirable residential community. The quality of Evanston’s earliest
neighborhoods has been preserved and enhanced by foresighted planning and zoning. Due to
cultural opportunities and flourishing commercial districts, the City of Evanston is increasingly a
destination for business and pleasure alike, rather than a purely residential community.
Date of Incorporation 	1863 	Library Services
Branch Libraries 	2
Form of Government 	Council – Manager 	Number of Books / Materials 	492,448
Number of Registered Borrowers 	58,999
Geographic Location 	On Lake Michigan 	Annual Circulation 	858,343
Immediately north
of Chicago
Recreation Facilities
Population (2000 Census) 	74,239 	Number of Parks and Playgrounds 	75
Park Area in Acres 	268
Number of Households (2000 Census) 	29,651 	Number of Beaches 	5
Number of Housing Units (2000 Census) 	30,817 	Municipal Parking Utility
Number of Parking Meters on Streets 	1,673
Equalized Assessed Valuation (2004) 	$2,095,611,570 	Number of Parking Lots 	38
Capacity of Parking Lots 	1,988
Per Capita Income (2000 Census) 	$33,645 	Metered Spaces 	758
Space Rentals and Free Spaces 	1,233
Municipal Services and Facilities 	Capacity of Parking Garages 	3,283
Miles of Streets 	147 	Number of Parking Garages 	3
Miles of Alleys 	76
Number of Sewers 	169 	Municipal Water Utility
Number of Street Lights 	5,641 	Total Population Serviced 	356,502
Northwest Water Commission 	218,915
Value of Authorized Construction 	$260,000,000 	Evanston 	74,239
Skokie 	63,348
Fire Protection 	Miles of Water Mains 	155.995
Number of Firefighters (2006-07) 	108 	Filtration Plant Rated Daily Capacity
(gallons)
108,000,000
Number of Stations 	5 	Rated Daily Pumping Capacity (gallons) 	142,000,000
Number of Fire Hydrants 	1,236 	Average Daily Pumpage (gallons) 	48,492,000
I.S.O. Rating 	Class 3
Police Protection
Number of Sworn Officers (2006-07) 	162
Number of School Crossing Guards 	38
Number of Parking Enforcement Officers 	16
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MONTH 	ACTIVITY
August 1, 2007 - August 13, 2007 	Assemble Budget Preparation Manuals
August 15, 2007 	Budget Kickoff
August 17, 2007 	ICMA Performance Measures Template Available
September 5, 2007 	Deadline for Revenue Worksheet Submissions
September 14, 2007 	Deadline for ICMA Performance Measures Completion
September 24, 2007 	Deadline for all Budget Submissions (BES and Text)
September 28, 2007 	Preliminary Report of Budget Requests
November 5, 2007 	Mid-Year Budget Review and 2008-09 Budget Preview for Council
October 22, 2007 	Property Tax Abatement Resolutions
October 15, 2007 	Initial Design for Proposed Budget Cover
October 1, 2007- November 2, 2007 	Budget Review Teams, Reports to CMO
November 5, 2007 - December 3, 2007 	Final Balancing for Budget Proposal
November 2, 2007 	Quote Information to Printers - RFQ for Proposed
November 12, 2007 	Truth in Taxation Hearing
November 12, 2007 	Property Tax Levy Resolution Introduction
December 3, 2007 	City Manager Prepares Transmittal Memo
December 5, 2007 	Final Balancing Meeting with City Manager
December 18, 2007 	Proposed Budget Book to Printer
December 31, 2007 	Proposed Budget Books to Council
January 12 & 26, 2008 	Saturday Budget Workshops
Saturday, February 2, 9, & 23 2008 	Saturday Budget Workshop
Monday, February 4, 2008 	Public Hearing - FY 2008/09 Budget
Monday, February 27, 2008 	Special City Council Meeting for Approval of Budget
March 14, 2008 	City Council Changes entered into Budget
May 14, 2008 	Printing, Binding, and Distribution of City Budget
City of Evanston
Budget Calendar
Fiscal Year 2008 - 2009
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City of Evanston
Budget Process
Summary of Proceedings:
The City’s fiscal year begins on March 1 of each year. The City Manager submits to the City Council a proposed
operating budget in December for the fiscal year commencing the following March 1. The operating budget
includes proposed expenditures and the means of financing those expenditures. The City Council holds public
hearings (Saturday morning public hearings were held prior to adoption of the 2008-09 budget) and then may
modify the budget prior to adoption.
The City Manager is authorized to transfer budgeted amounts between departments within any fund (such as the
General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the City
Council.
Preparation and Adoption:
Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except
that 1) property taxes are budgeted as revenue in the year for which they are levied; 2) debt service payments are
budgeted upon tax levy for such purposes and 3) encumbrances are recorded as the equivalent of an expenditure
for budget purposes. For purposes of preparing the General Fund schedule of revenues – budget and actual,
GAAP revenue and expenditures have been adjusted to the budgetary basis. The budgets of the governmental
type funds are prepared on a modified accrual basis. Debt service payments and a number of specific accrued
liabilities are only recognized as expenditures when payment is due, and revenue is recognized only when it has
actually been received.
Related Legislation:
The Evanston City Council has adopted three primary pieces of legislation which govern the budget process.
Resolution 67-PR-79 establishes a Budget Policy for the City of Evanston. This policy provides guidelines for
determining the amount of property tax to be levied, the funding for the Police and Fire Pension Funds, and the
re-appropriation of fund balance.
Ordinance 57-0-79 provides for the adoption of the annual budget. This ordinance establishes the following:
Fiscal Year - The fiscal year of the City of Evanston shall commence on March 1 each year and close on the
last day of February each year.
Passage of the Annual Budget - The annual budget shall be adopted by the City Council before the
beginning of the fiscal year to which it applies.
Compilation of the Proposed Budget - Each year the City Manager shall prepare and submit a proposed
budget to the City Council on or before the last day of December. The proposed budget shall contain
estimates of revenues available to the City for the fiscal year along with recommended expenditures for the
departments, boards and commissions.
Revision of Annual Budget - Following City Council adoption of the budget, the City Council, by a vote of two-
thirds of its members, shall have the authority to revise the budget by transferring monies from one fund to
another or adding to any fund. No revision of the annual budget shall increase the budget in the event
monies are not available to do so.
Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on the annual
budget prior to final action by the City Council. Notice of this hearing shall be published in a local
newspaper at least ten days prior to the public hearing. Copies of the proposed budget will be available for
public inspection in printed form in the office of the City Clerk for at least ten days prior to the hearing.
Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary components of
this resolution include the following:
In advance of the submission of the City Manager’s proposed budget to the City Council, the
Administration and Public Works Committee shall publicize and conduct a public hearing to receive input
from citizens concerning municipal appropriations for the coming year.
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Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public Library, and all
library branches, and will be available for public inspection at these locations.
The City Council budget meeting agendas will be available to the public prior to the initial special meeting of
the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen
testimony concerning budget matters discussed during that special meeting. The length of such time shall
be determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-
balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Finance Department and Budget Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For each major
expenditure, a purchase order is prepared and approved and the related appropriation is encumbered before a
check is issued.
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City of Evanston
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, Insurance
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 are lapsed at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of
monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of
formal budgetary integration in the General Fund and some Special Revenue Funds. Encumbrances outstanding at
year-end are reported as reservations of fund balances since they do not constitute expenditures or liabilities
The budgets of general government type funds (for example, the general fund itself and MFT funds) are prepared on a
modified accrual basis. Briefly, this means that obligations of the City (for example outstanding purchase orders) are
budgeted as expenses, but are recognized only when they are actually received.
The enterprise funds (water and sewer), on the other hand, are budgeted on a full accrual basis. Not only are
expenditures recognized when a commitment is made (through a purchase order) but revenues are also recognized
when they are obligated to the city (for example, water user fees are recognized as revenue when bills are produced.).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of
“generally accepted accounting principles” (GAAP). In most cases this conforms to the way the City prepares its
budget. Two exceptions are the treatment of depreciation expense (these are not shown in the budget although the
full purchase price of equipment and capital improvements is, while purchases of capital improvements are
depreciated in CAFR for enterprise funds) and compensated absences (accrued but unused sick leave) are treated
slightly differently in the budget and in the CAFR.
The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and a
Budget basis for comparison purposes.
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City of Evanston
Budget Policy
(Revised May 24, 2004)
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has
endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This
policy is revised as follows:
I. 	Budget Process
A. 	Preliminary Pubic Hearing
In September of each year prior to submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public hearing
to receive input from citizens concerning municipal appropriations for the coming fiscal year.
B. 	Mid- year Budget Workshop
Each September the Administration and Public Works Committee shall schedule and hold a mid-year
budget workshop. The workshop shall review but not be limited to:
• 	A revenue and expenditure report for the current fiscal year.
• 	Structural or legislative issues affecting the current or future fiscal year.
• 	Revenue and expenditure forecast for the upcoming fiscal year.
• 	Other issues of policy or indicators that will affect the upcoming fiscal year budget.
All members of the City Council shall be invited to participate in the Budget Workshop.
C. 	Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
D. 	Review of the Comprehensive Annual Financial Report
The Administration and Public Works Committee shall review the Comprehensive Annual Financial
Report. This review shall take place at the earliest meeting date following publication.
E. 	Copies of the Proposed and Final Budget
Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City
Clerk, the Public Library, all library branches, and will be available for public inspection at these
locations. An electronic version of the proposed and final budget shall be posted on the City of
Evanston Website. 	The City of Evanston may offer for sale a printed and electronic copy of the
proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of
the budget.
F. 	Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by December 31. (Ordinance 57-
O-79)
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City of Evanston
Budget Policy
(Revised May 24, 2004)
II. 	Fund Policies
A. 	General Fund
The General Fund budget will be balanced with property tax, only after all other revenue sources and
expenditure reductions have been exhausted. In addition, all new unfunded mandates must be
itemized within the budget. One-time revenues shall not be used to fund current operations.
B. 	Parking System Fund
This is an enterprise fund and as such is expected to be self-sufficient. Any revenues generated,
especially from sales, should be retained to maintain the fund. Fees should be periodically increased
sufficiently to fund operating costs, depreciation, and a reserve. The General Fund will continue to be
properly compensated for administrative expenses, which support parking system activities.
C. 	Water Fund
This is an enterprise fund and as such is expected to be self-sufficient. Rates should be maintained at
sufficient levels to meet the costs of water programs, fund depreciation, and build reserves for future
capital needs. Rate increases to the Northwest Water Commission and the Village of Skokie will
conform to the current contractual agreements. Water rates for City of Evanston consumers will be
reviewed on an annual basis. 	The Return on Investment (ROI) transfer to the General Fund shall be
reviewed on an annual basis. Other transfers for reimbursement of administrative expenses should
reflect true program costs.
D. 	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.
E. 	Emergency Telephone System Fund
This fund must be maintained at a level adequate to provide for maintenance of current operations,
the capability to respond to unforeseen events, funding of long-term capital improvements, and
needed upgrades. The fund shall be entirely supported by revenues received from the imposed
surcharge of $1.50 for landline network connections and the $ .75 State of Illinois imposed wireless
surcharge. Although none is anticipated, any increase in rates would require a referendum.
F. 	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.
G. 	Insurance Fund
The Insurance Fund must be maintained to meet the City’s current insurance liability requirements.
Requirements include current budget year obligations and building a reserve over seven years to
prepare for anticipated claims and losses. The City Manager shall be required to present an annual
report itemizing all of the City’s current and long-term claims and liabilities. Each year City Staff will
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City of Evanston
Budget Policy
(Revised May 24, 2004)
review worker compensation, liability, and property insurance policies to determine if coverage meets
current financial and operational needs. The City Manager each year will recommend to the City
Council insurance policy coverage and limits and include the necessary funds in the operating
budget.
H. 	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.
I. 	Debt Service Fund
General Obligation Debt of the City means debt (viz., bonds) for which an unlimited real
property tax levy is made or pledged for payment. General Obligation Debt shall be allocated
into two categories. Self-Supporting General Obligation Debt shall mean General Obligation
Debt which, at the time of issuance, is expected and intended by the Finance Director to be
payable out of a source of funds other than the City’s general real property tax levy, thus
permitting the abatement and avoidance of the property tax levy to pay such bonds;
examples of Self-Supporting General Obligation Debt include (without limitation) bonds
payable from the Water Fund or the Sewer Fund, bonds payable from special assessments,
bonds payable from tax increment financing areas, and bonds payable from Motor Fuel
Taxes. 	Tax-Supported General Obligation Debt shall mean all other General Obligation
Debt, which is expected and intended to be paid from a general real property tax levy.
General Obligation Debt shall not include any obligation of the City not denominated a bond,
including, without limitation, short term notes or warrants or other obligations which the City
may issue from time to time for various purposes and to come due within three (3) years of
issuance. 	General Obligation Debt does not include bonds which have been refunded or
defeased and which, as a consequence of same, are provided for from a dedicated source of
funds or investments. 	Self-Supporting General Obligation Debt shall not be limited by this
Budget Policy. 	Tax-Supported General Obligation Debt shall not exceed $90,000,000 in
aggregate principal amount, which limit is expressly subject to increase from time to time by
action of the City Council as the needs of the City may grow. General Obligation Debt issued
as so-called zero coupon bonds or capital appreciation bonds shall be counted as debt in the
original principal amount issued. The Finance Director shall at all times keep a book or record
of all General Obligation Debt and its proper allocation. The Finance Director’s statements
as to the allocation of General Obligation Debt into these two categories shall be conclusive.
Notwithstanding this statement of policy, all bonds or other obligations by whatever name
designated of the City duly authorized to be issued by the City Council shall be valid and
legally binding as against the City, and there shall be no defense of the City as against any
bondholder or other obligation holder on the basis of this policy.
J. 	Economic Development Fund
Expenditures for the Economic Development Fund should not exceed projected Hotel Tax Revenues.
K. 	Sewer Fund
This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should be
scheduled to increase to meet costs of sewer programs. In compliance with Ordinance 12-O-00, and
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City of Evanston
Budget Policy
(Revised May 24, 2004)
13-O-03, rates are scheduled to increase in fiscal years 2001 (12%), 2002 (10%), 2003 (10%), 2004
(5%), 2005 (5%). Transfers to other funds for administrative expenses should be maintained to
reflect true program costs.
L. 	Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals in
regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and Staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
A. 	General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their
reserve requirements. Once all funds have met their fund requirements additional funds shall go to
the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements.
B. 	Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
C. 	Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
D. 	Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
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City of Evanston
Fund Descriptions
GENERAL FUND
General Fund - to account for resources traditionally associated with governments which are not
required to be accounted for in another fund.
SPECIAL REVENUE FUNDS
City Funds
Motor Fuel Tax Fund - to account for the operation of street maintenance programs and capital
projects as authorized by the Illinois Department of Transportation. Financing is provided from
the City's share of gasoline taxes.
Economic Development Fund - to account for costs associated with economic development
activities of the City. Financing is provided primarily by real estate transfer tax revenues.
Emergency Telephone System Fund - to account for revenues and expenditures for 911
emergency telephone service. Financing is provided by network connection surcharges.
Library Fund - to account for the activity of the funds donated to the library. These funds are
invested at the direction of the library board and are used for library acquisitions.
Neighborhood Improvement Fund - to account for a portion of the sales tax revenues derived
from retail sales of the Home Depot U.S.A. Inc. store in Evanston. Sales tax revenues allocated
to this fund are to be expended on public projects that will benefit the immediate neighborhood of
the store.
Affordable Housing Fund - to account for costs associated with affordable housing programs for
low and moderate income individuals and families in the City. The Affordable Housing Fund and
the Mayor’s Special Housing Fund have been consolidated into a single fund.
HOME Fund - to account for the activity of the HOME program. Financing is provided by the
Federal government to be used to create affordable housing to low-income households.
Expenditures are made in accordance with the requirements of Federal law.
Community Development Block Grant Fund - to account for the revenues and expenditures of
the community block grant program. Financing is provided by the Federal government on a
reimbursement basis in accordance with Federal formula. Expenditures are made in accordance
with the requirements of Federal law.
Community Development Loan Fund - to account for residential rehabilitation loans to
residents.
Special Service District No. 4 Fund - to account for promotion, advertisement and street
maintenance costs of the area located in the City's central business district. Financing is
provided by the City through an annual property tax levy.
DEBT SERVICE FUNDS
General Obligation Debt Fund - to accumulate monies for the principal and interest payments
on bonds, notes and contracts of general obligation to the City.
Special Service District No. 5 Fund - to accumulate monies for the principal and interest
payments on unlimited ad valorem tax bonds issued for this special taxing district.
41

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City of Evanston
Fund Descriptions
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.
Howard-Ridge Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
West Evanston Tax Increment District Fund - to accumulate monies for principal and interest
payments on debt issued for this special taxing district.
CAPITAL PROJECTS FUNDS
Capital Improvements Fund - to account for the City of Evanston capital improvement program.
The program includes, but is not limited to, improvements to public buildings, the paving of city
streets and the improvement and development of recreation facilities. Financing is provided
principally by grants and general obligation bond proceeds.
Central Business Tax Increment District Fund - to account for the purchase of land and other
related costs of the research park. Financing is provided from general obligation bond and note
proceeds.
Special Assessment Fund - to account for capital improvements financed by special
assessments on property holders and public benefit contributions from the City.
ENTERPRISE FUNDS
Water Fund - to account for the provision of water services to the residents of the City and the
sale of water to the Village of Skokie, Illinois and the Northwest Water Commission. All activities
necessary to provide such services are accounted for in this fund, including, but not limited to,
administration, operation, maintenance, financing and related debt service and billing and
collection.
Motor Vehicle Parking System Fund - to account for the provision of public parking services for
a fee. All activities are accounted for including administration, operations, financing and revenue
collection.
Sewer Fund - to account for the provision of sewer repair and improvement services to the
residents of the City. All activities necessary to provide such services are accounted for in this
fund, including administration, operations, financing and billing and collection.
Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple
Avenue. All activities are accounted for, including administration, operations, financing and
revenue collection.
42

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City of Evanston
Fund Descriptions
Sherman Plaza Garage Fund - to account for the provision of the public parking facility
connected to Sherman Plaza. All activities related to the operation of the garage are included,
such as 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
43

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Special Service District
# 5, 0%
Southwest II TIF, 0%
Southwest TIF, 0%
Debt Service (G.O.
Bonds), 5%
Downtown II TIF, 5%
Howard/Ridge TIF, 0%
West Evanston TIF, 0%
Sherman Avenue
Garage Fund, 4%
Special Service District
# 4, 0%
CDBG, 1%
Economic
Development, 1%
Affordable Housing
Fund, 0%
Washington National
TIF, 3%
Motor Fuel, 1%
Emergency Telephone,
1%
General, 43%
Police Pension, 5%	Fire Pension, 4%
Insurance, 2%
Fleet, 2%
Sewer, 9%
Water, 8%
Parking, 2%
Maple Avenue Garage
Fund, 3%
Summary - All Funds (prior to interfund transfers)
44

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Fund 	Fund #
2007-08 Approved
Appropriation
2008-09 Approved
Appropriation 	Net Change 	Percent Change
General 	100 	91,357,862 	94,068,600 	2,710,738 	2.97%
Motor Fuel 	200 	2,552,500 	3,122,500 	570,000 	22.33%
Emergency Telephone 	205 	2,257,800 	1,981,100 	(276,700) 	-12.26%
Special Service District # 4 	210 	- 	445,000 	445,000 	0.00%
CDBG 	215 	2,234,271 	2,074,176 	(160,095) 	-7.17%
Economic Development 	225 	1,769,200 	1,828,000 	58,800 	3.32%
Affordable Housing Fund 	250 	30,000 	345,000 	315,000 	1050.00%
Washington National TIF 	300 	1,195,678 	6,056,194 	4,860,516 	406.51%
Special Service District # 5 	305 	438,563 	433,813 	(4,750) 	-1.08%
Southwest II TIF 	310 	832,095 	844,406 	12,311 	1.48%
Southwest TIF 	315 	892,635 	824,122 	(68,513) 	-7.68%
Debt Service (G.O. Bonds) 	320 	9,910,643 	10,644,326 	733,683 	7.40%
Downtown II TIF 	325 	11,636,829 	10,674,829 	(962,000) 	-8.27%
Howard/Ridge TIF 	330 	130,243 	136,395 	6,152 	4.72%
West Evanston TIF 	335 	15,450 	16,000 	550 	3.56%
Sherman Avenue Garage Fund 	495 	6,559,700 	8,758,250 	2,198,550 	33.52%
Maple Avenue Garage Fund 	500 	6,770,300 	6,542,000 	(228,300) 	-3.37%
Parking 	505 	3,777,600 	3,773,100 	(4,500) 	-0.12%
Water 	510-513 	13,548,200 	17,242,100 	3,693,900 	27.26%
Sewer 	515 	16,442,300 	20,651,974 	4,209,674 	25.60%
Fleet 	600 	4,399,300 	5,359,400 	960,100 	21.82%
Insurance 	605 	3,350,000 	3,555,000 	205,000 	6.12%
Fire Pension 	700 	5,750,300 	8,610,269 	2,859,969 	49.74%
Police Pension 	705 	6,872,800 	11,119,723 	4,246,923 	61.79%
Total All Funds 	192,724,269 	219,106,277 	26,382,008 	13.69%
General Fund Notes:
Housing Fund Note: The significant change in the Affordable Housing Fund appropriation is the result of combining with the Mayor's Special
Housing Fund.
1-The approved appropriation for the General Fund for 2007-08 includes two budget amendments that were approved during FY 2007-08 totaling
$4,562,500.
2-The significant increase to the General Fund for 2008-09 is partially attributed to the use of $4.5 million of fund balance towards the Police and
Firefighters' pension funds.
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 2007-08.
All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of
(Prior to Interfund Transfers)
2007-08 vs. 2008-09
45

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Fund 	Fund #
2007-08 Net
Appropriation
2008-09 Approved
Appropriation
Less Transfers to
Other Funds
2008-09 Proposed
Net Appropriation Net Change
Percent
Change
General* 	100 	80,250,162 	94,068,600 	10,663,100 	83,405,500 	3,155,338 	3.93%
Motor Fuel 	200 	1,780,000 	3,122,500 	772,500 	2,350,000 	570,000 	32.02%
Emergency Telephone 	205 	2,131,800 	1,981,100 	126,000 	1,855,100 	(276,700) 	-12.98%
Special Service District # 4 	210 	445,000 	- 	445,000 	445,000 	-
CDBG 	215 	1,451,637 	2,074,176 	856,000 	1,218,176 	(233,461) 	-16.08%
Economic Development 	225 	729,200 	1,828,000 	1,040,000 	788,000 	58,800 	8.06%
Affordable Housing Fund 	250 	(1,800) 	345,000 	24,000 	321,000 	322,800 	-
Washington National TIF 	300 	550,878 	6,056,194 	5,451,866 	604,328 	53,450 	9.70%
Special Service District # 5 	305 	438,563 	433,813 	- 	433,813 	(4,750) 	-1.08%
Southwest II TIF 	310 	697,095 	844,406 	141,588 	702,818 	5,723 	0.82%
Southwest TIF 	315 	869,635 	824,122 	24,122 	800,000 	(69,635) 	-8.01%
Debt Service (G.O. Bonds) 	320 	9,910,643 	10,644,326 	- 	10,644,326 	733,683 	7.40%
Downtown II TIF 	325 	4,839,000 	10,674,829 	6,797,829 	3,877,000 	(962,000) 	-19.88%
Howard/Ridge TIF 	330 	15,450 	136,395 	120,395 	16,000 	550 	3.56%
West Evanston TIF 	335 	15,450 	16,000 	- 	16,000 	550 	3.56%
Sherman Avenue Garage Fund 	495 	6,517,700 	8,758,250 	42,000 	8,716,250 	2,198,550 	33.73%
Maple Avenue Garage Fund 	500 	6,727,300 	6,542,000 	- 	6,542,000 	(185,300) 	-2.75%
Parking 	505 	3,063,300 	3,773,100 	889,300 	3,773,100 	709,800 	23.17%
Water 	510-513 	9,758,800 	17,242,100 	3,874,400 	13,367,700 	3,608,900 	36.98%
Sewer 	515 	15,769,900 	20,651,974 	672,400 	20,651,974 	4,882,074 	-
Fleet 	600 	4,399,300 	5,359,400 	4,503,400 	104,100 	2.37%
Insurance 	605 	3,350,000 	3,555,000 	- 	3,555,000 	205,000 	6.12%
Fire Pension 	700 	5,750,300 	8,610,269 	- 	8,610,269 	2,859,969 	49.74%
Police Pension 	705 	6,872,800 	11,119,723 	- 	11,119,723 	4,246,923 	61.79%
Total All Funds 	165,887,113 	219,106,277 	31,495,500 	187,610,777 	21,723,664 	13.10%
General Fund Notes:
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 2008-09 City Budget.
The total for each fund is compared with that of the approved FY 2007-08 budget.
1-The approved appropriation for the General Fund for 2007-08 includes two budget amendments that were approved
during FY 2007-08 totaling $4,562,500.
2-The significant increase to the General Fund for 2008-09 is partially attributed to the use of $4.5 million of fund balance
towards the Police and Firefighters' pension funds.
Housing Fund Note: The significant change in the Affordable Housing Fund appropriation is the result of combining with
the Mayor's Special Housing Fund.
General Note: This summary does not include $850,000 transferred to the General Fund from the Capital Improvement Program.
46

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General Fund
Various 62305 Accounts 	Transfer to Fleet Service Fund 	$4,327,000
1940.66020 	Transfer to Insurance Fund 	$1,800,000
1940.66146 	Transfer to Fire Pension 	$1,849,730
1940.66145 	Transfer to Police Pension 	$2,686,370
Total General Fund Transfers 	$10,663,100
Motor Fuel Tax Fund
5100.62720 	Transfer to General Fund for Street Maintenance 	$650,000
5100.66136 	Transfer to General Fund for Engineering Services 	$122,500
Total Motor Fuel Tax Fund Transfers 	$772,500
Emergency Telephone System
5150.62680 	Transfer to General Fund for Information Systems Support 	$60,000
5150.62685 	Transfer to General Fund For Administrative Expense 	$66,000
Total Emergency Telephone System Fund Transfers 	$126,000
CDBG Fund
Various CDBG Accounts 	Transfer to General Fund for CDBG Supported Programs 	$856,000
Total CDBG Fund Transfers 	$856,000
Economic Development Fund
5300.66131 	Transfer to General Fund 	$390,000
5300.66127 	Transfer to Maple Avenue Garage Fund 	$650,000
Total Economic Development Fund Transfers 	$1,040,000
Affordable Housing
5465.62685 	Transfer to General Fund for Salary 	$24,000
Total Affordable Housing Fund Transfers 	$24,000
TIF Funds
5800.66128 	To Maple Ave. Garage Fund From Downtown II Expense 	$4,600,000
5800.66144 	To Sherman Ave. Garage Fund From Downtown II Expense 	$1,872,829
5470.62685 	To Sherman Ave. Garage Fund From Washington National TIF 	$5,300,000
5470.62685 	To General Fund From Washington National TIF 	$151,900
5500.62685 	To General Fund From Southwest II TIF 	$141,600
5540.62685 	To General Fund From Southwest TIF 	$24,100
5860.66131 	To General Fund From Howard Ridge TIF 	$120,400
To General Fund From Downtown II TIF 	$325,000
Total TIF Transfers 	$12,535,829
Capital Improvement Fund
416051 	Transfer to General Fund for Engineering for Capital Projects 	$300,000
416051.66131 	Transfer to General Fund - Northwestern University Contributions 	$550,000
Total Capital Improvement Fund Transfers 	$850,000
Sherman Plaza Garage Fund
6900.66131 	Transfer to General Fund for Insurance 	$42,000
Total Sherman Plaza Fund Transfers 	$42,000
Parking Systems Fund
7005, 7015.62305 	Transfer to Fleet Service Fund 	$111,800
7015, 7025.66132 	Transfer to General Fund for Insurance 	$175,000
7050.62685 	Transfer to General Fund for Administrative Expense 	$602,500
Analysis of Appropriations for Transfers to Other Funds
FY 2008-2009 Approved Budget
47

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Total Parking Systems Fund Transfers 	$889,300
Water Fund
7100, 7115, 7120.62305 	Transfer to Fleet Services Fund 	$331,200
7125.66138 	Transfer to General Fund for Public Works Support 	$18,500
7160.66020 	Transfer to General Fund - Return in Investment 	$2,531,300
7125.66132 	Transfer to General Fund for Insurance 	$140,400
7125.66139 	Transfer to General Fund for Worker's Compensation Expense 	$31,000
7180.66140 	Transfer to General Fund - Operating Cash 	$162,300
7125.62680 	Transfer to General Fund for Collections and Information Systems 	$90,700
7125.62685 	Transfer to General Fund for Administrative Expense 	$484,000
7170.66020 	Transfer to General Fund-Insurance Supplement 	$85,000
Total Water Fund Transfers 	$3,874,400
Sewer Fund
7400.62305 	Transfer to Fleet Service Fund 	$258,600
7410.66132 	Transfer to General Fund for Insurance 	$108,400
7410.66139 	Transfer to General Fund for Worker's Compensation Expense 	$39,400
7410.62680 	Transfer to General Fund for Collections and Information Systems 	$69,700
7410.62685 	Transfer to General Fund for Administrative Expense 	$72,500
7420.66138 	Transfer to General Fund for Public Works Support 	$123,800
Total Sewer Fund Transfers 	$672,400
Grand Total Transfers 	$32,345,529
48

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Fund Name
 
Fund #
3/1/08
Estimated
	Unreserved
Fund Balance
FY09
Budgeted
	Revenues
	(Excluding
Applied
F.B.)
FY09
Applied
Fund
Balance
FY09
Budgeted
Expenditures
FY09
Budgeted
	Surplus
2/28/09
Estimated
	Unreserved
Fund
Balance
Fund Balance
as a % of
Expenditures
Fund
Balance
	Reserve
Policy
General Fund
 
100
 
18,318,714
 
89,532,500
 
4,536,100
 
94,068,600
 
- 
13,782,614
 
15%
 
8.3%
Motor Fuel Tax Fund
 
200
 
1,534,115
 
2,155,000
 
967,500
 
3,122,500
 
- 
566,615
 
18%
 
N/A
Emergency Telephone Fund
 
205
 
2,303,171
 
1,098,700
 
882,400
 
1,981,100
 
- 
1,420,771
 
72%
 
N/A
Special Service Area # 4
 
210
 
227,405
 
445,000
 
445,000
 
- 
227,405
 
51%
 
N/A
CDBG
 
215
 
12,799
 
2,074,176
 
2,074,176
 
- 
12,799
 
1%
 
N/A
Economic Development Fund
 
225
 
1,503,719
 
1,830,800
 
- 
1,828,000
 
2,800
 
1,506,519
 
82%
 
N/A
Affordable Housing Fund
 
250
 
652,463
 
611,000
 
345,000
 
266,000
 
918,463
 
266%
 
N/A
Washington National TIF
 
300
 
2,677,342
 
3,506,527
 
2,549,667
 
6,056,194
 
- 
127,675
 
2%
 
N/A
Special Service District #5
 
305
 
19,533
 
433,900
 
433,813
 
87
 
19,620
 
5%
 
N/A
Howard Hartrey TIF
 
310
 
2,810,089
 
1,740,750
 
844,406
 
896,344
 
3,706,433
 
439%
 
N/A
Southwest TIF
 
315
 
(178,020)
 
765,398
 
58,724
 
824,122
 
- 
(236,744)
 
-29%
 
N/A
Debt Service (G.O. Bonds)
 
320
 
310,681
 
10,945,329
 
10,644,326
 
301,003
 
611,684
 
6%
 
N/A
Downtown II TIF
 
325
 
4,466,588
 
11,055,956
 
10,674,829
 
381,127
 
4,847,715
 
45%
 
N/A
Howard Ridge TIF
 
330
 
159,785
 
223,987
 
136,395
 
87,592
 
247,377
 
181%
 
N/A
West Evanston TIF
 
335
 
10,042
 
265,479
 
16,000
 
249,479
 
259,521
 
1622%
 
N/A
Sherman Avenue Garage Fund
 
495
 
7,335,154
 
8,869,829
 
8,758,250
 
111,579
 
7,446,733
 
85%
 
15.0%
Maple Avenue Garage Fund
 
500
 
6,043,535
 
6,685,500
 
6,542,000
 
143,500
 
6,187,035
 
95%
 
15.0%
Parking System Fund
 
505
 
1,495,980
 
4,107,300
 
3,773,100
 
334,200
 
1,830,180
 
49%
 
15.0%
Water
 
510
 
1,921,348
 
13,827,800
 
3,414,300
 
17,242,100
 
- 
(1,492,952)
 
-9%
 
15.0%
Sewer
 
515
 
7,354,536
 
16,200,000
 
4,451,974
 
20,651,974
 
- 
2,902,562
 
14%
 
15.0%
Fleet Service
 
600
 
1,472,910
 
5,238,600
 
120,800
 
5,359,400
 
- 
1,352,110
 
25%
 
N/A
Insurance
 
605
 
511,552
 
2,085,000
 
1,470,000
 
3,555,000
 
- 
(958,448)
 
-27%
 
N/A
City of Evanston
Fund Balance Summary
FY 2008-2009
49

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City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
18.3%
17.74%
18.36%
18.72%
18.55%
19.56%
19.74% 	19.81%
17.84%
18.95%
16.5%
17.0%
17.5%
18.0%
18.5%
19.0%
19.5%
20.0%
1997 	1998 	1999 	2000 	2001 	2002 	2003 	2004 	2005 	2006
Your Real Estate Tax Bill
City of Evanston
19.81%
School District 202
27.23%
School District 65
39.50%
Cook County
6.49%
Cook County Forest
Preserve District
0.74%
Community College 535
2.15%
Evanston Township
0.21%
North Shore Mosquito
Abatement District
0.12%
Metropolitan Water
Reclamation District
3.68%
Consolidated Elections
0.00%
Suburban T.B.
Sanitarium
0.06%
50

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CITY OF EVANSTON, ILLINOIS	
Property Tax Rates
	Last Ten Fiscal Years
	Tax Levy Year
 
1997
 
1998
 
1999
 
2000
 
2001
 
2002
 
2003
 
2004
 
2005
 
2006
General Corporate
 
1.0918
 
0.9801
 
1.0231
 
1.0872
 
0.8646
 
0.8554
 
0.8977
 
0.7685
 
0.7502
 
0.7765
Debt Service
 
0.5946
 
0.5443
 
0.5574
 
0.5743
 
0.4467
 
0.4404
 
0.4494
 
0.4025
 
0.3929
 
0.3918
1.6864
 
1.5244
 
1.5805
 
1.6615
 
1.3113
 
1.2958
 
1.3471
 
1.1710
 
1.1431
 
1.1683
Police Pension
 
0.2138
 
0.2062
 
0.2021
 
0.2088
 
0.1819
 
0.1812
 
0.1981
 
0.1991
 
0.1943
 
0.1885
Firefighters' Pension
 
0.1681
 
0.1566
 
0.1505
 
0.1626
 
0.1348
 
0.1321
 
0.1520
 
0.1573
 
0.1535
 
0.1697
Total All Funds
 
2.0683
 
1.8872
 
1.9331
 
2.0329
 
1.6280
 
1.6091
 
1.6972
 
1.5274
 
1.4909
 
1.5265
Actual Rate Extended*
 
2.069
 
1.888
 
1.934
 
2.033
 
1.628
 
1.610
 
1.698
 
1.528
 
1.491
 
1.5270
* This is the actual tax rate levied for each fiscal year.
Fund
51

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CITY OF EVANSTON, ILLINOIS	
Analysis of City Government Tax Levies
	Last Ten Fiscal Years
	Tax Levy Year
 
1997
 
1998
 
1999
 
2000
 
2001
 
2002
 
2003
 
2004
 
2005
 
2006
Fund
General Corporate
 
12,540,791
 
12,320,265
 
13,304,293
 
13,986,844
 
13,970,507
 
14,862,245
 
15,504,388
 
16,105,714
 
17,040,816
 
17,439,796
Debt Service
 
6,829,848
 
6,875,709
 
7,248,097
 
7,452,297
 
7,218,006
 
7,650,852
 
8,263,107
 
8,435,448
 
8,915,268
 
8,800,251
19,370,639
 
19,195,974
 
20,552,390
 
21,439,141
 
21,188,513
 
22,513,097
 
23,767,495
 
24,541,162
 
25,956,084
 
26,240,047
Police Pension
 
2,455,583
 
2,592,476
 
2,627,920
 
2,686,300
 
2,939,263
 
3,147,859
 
3,420,846
 
4,171,429
 
4,171,429
 
4,232,653
Firefighters' Pension
 
1,930,921
 
1,968,582
 
1,957,042
 
2,092,205
 
2,177,551
 
2,296,159
 
2,625,446
 
3,295,798
 
3,295,798
 
3,811,224
23,757,143
 
23,757,032
 
25,137,352
 
26,217,646
 
26,305,327
 
27,957,115
 
29,813,787
 
32,008,389
 
33,423,311
 
34,283,924
52

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CITY OF EVANSTON, ILLINOIS	
Property Tax Rates - Direct and Overlapping Governments
	Last Ten Fiscal Years
	Tax Levy Year
 
1997
 
1998
 
1999
 
2000
 
2001
 
2002
 
2003
 
2004
 
2005
 
2006
City of Evanston
 
2.069
 
1.888
 
1.934
 
2.033
 
1.628
 
1.610
 
1.698
 
1.528
 
1.491
 
1.527
Consolidated Elections
 
0.027
 
0.000
 
0.023
 
0.000
 
0.032
 
0.000
 
0.029
 
0.000
 
0.014
 
0.000
Cook County
 
0.919
 
0.911
 
0.854
 
0.824
 
0.746
 
0.690
 
0.630
 
0.593
 
0.533
 
0.500
Cook County Forest Preserve District
 
0.074
 
0.072
 
0.070
 
0.069
 
0.067
 
0.061
 
0.059
 
0.060
 
0.060
 
0.057
Suburban T.B. Sanitarium
 
0.008
 
0.008
 
0.008
 
0.008
 
0.007
 
0.006
 
0.004
 
0.001
 
0.005
 
0.005
Metropolitan Water Reclamation District
 
0.451
 
0.444
 
0.419
 
0.415
 
0.401
 
0.371
 
0.361
 
0.347
 
0.315
 
0.284
North Shore Mosquito Abatement District
 
0.011
 
0.011
 
0.011
 
0.011
 
0.010
 
0.009
 
0.009
 
0.008
 
0.008
 
0.009
Evanston Township
 
0.077
 
0.072
 
0.072
 
0.077
 
0.064
 
0.062
 
0.065
 
0.056
 
0.055
 
0.016
Community College 535
 
0.216
 
0.205
 
0.203
 
0.213
 
0.186
 
0.179
 
0.186
 
0.161
 
0.158
 
0.166
School District 202
 
3.107
 
2.905
 
2.865
 
2.977
 
2.469
 
2.349
 
2.444
 
2.078
 
2.023
 
2.099
School District 65
 
4.356
 
4.126
 
4.073
 
4.232
 
3.516
 
3.343
 
3.475
 
2.978
 
2.890
 
3.045
Total tax rate for property not in park district
or special service district
 
11.315
 
10.642
 
10.532
 
10.859
 
9.126
 
8.680
 
8.960
 
7.810
 
7.552
 
7.708
Percent of total tax rate levied by City of Evanston
 
18.3%
 
17.74%
 
18.36%
 
18.72%
 
17.84%
 
18.55%
 
18.95%
 
19.56%
 
19.74%
 
19.81%
* 2006 property tax rates were the latest available at the time of publication.
Government Unit
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CITY OF EVANSTON, ILLINOIS
Equalized Assessed Valuation of Taxable Property
Last Ten Levy Years
Tax
Levy 	Real 	Railroad 	Total 	Equalization
Year 	Property 	Property 	Assessment 	Factor
1997 	1,148,286,831 	317,786 	1,148,604,617 	2.1489
1998 	1,256,699,519 	296,665 	1,256,996,184 	2.1799
1999 	1,300,085,710 	286,492 	1,300,372,202 	2.2505
2000 	1,286,161,490 	298,315 	1,286,459,805 	2.2235
2001 	1,615,527,795 	311,382 	1,615,839,177 	2.3098
2002 	1,737,175,732 	368,172 	1,737,543,904 	2.4689
2003 	1,726,750,429 	397,456 	1,727,147,885 	2.4598
2004 	2,095,165,000 	446,570 	2,095,611,570 	2.5757
2005 	2,242,287,587 	465,435 	2,242,753,022 	2.7320
2006 	2,245,428,735 	464,011 	2,245,892,746 	2.7076
Notes:
(1) Equalized assessed value is based on approximately 33% of estimated actual value.
(2) Equalized assessed values do not include tax increment financing district incremental assessed values.
54

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City of Evanston, Illinois	
Principal Property Tax Payers
	Current year and Nine Years Ago
2006 (2005 EAV)
 
1997 (1996 EAV)
Percentage
 
Percentage
of Total City
 
of Total City
Total
 
Taxable
 
Total
 
Taxable
Assessed
 
Assessed
 
Assessed
 
Assessed
Tax Payer
 
Value
 
Rank
 
Value
 
Value
 
Rank
 
Value
Golub & Company
 
28,624,653
 
1 
1.28%
 
Rotary International
 
16,559,326
 
1 
1.40%
REP CBRE
 
21,727,776
 
2 
0.97%
 
Washington National
 
11,930,798
 
2 
1.01%
Rotary International
 
21,523,423
 
3 
0.96%
 
Dayton Hudson
 
10,734,596
 
3 
0.91%
Church Street Plaza
 
17,921,581
 
4 
0.80%
 
Balcor Co
 
9,007,679
 
4 
0.76%
Church & Chicago LTD. Partnership
 
15,878,114
 
5 
0.71%
 
Equity Group
 
8,681,440
 
5 
0.73%
Omni Orrington Hotel
 
13,391,021
 
6 
0.60%
 
Presbyterian Homes
 
8,511,049
 
6 
0.72%
Evanston Plaza Freed
 
13,300,351
 
7 
0.59%
 
The Shaw Co
 
8,342,043
 
7 
0.71%
Evanston Hotel Assoc.
 
12,361,644
 
8 
0.55%
 
Shand Morahan Co
 
8,176,365
 
8 
0.69%
Albertsons Property Tax
 
10,650,893
 
9 
0.47%
 
St. Francis Hospital
 
7,725,275
 
9 
0.65%
Kap Sum Properties LLC
 
9,792,045
 
10
 
0.44%
 
Omni Orrington Hotel
 
6,821,621
 
10
 
0.58%
Total
 
165,171,501
 
7.36%
 
96,490,192
 
8.16%
Total EAV
 
2,242,753,022
 
Total EAV
 
1,183,112,512
Source: Cook County Assessor's Office
55

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City of Evanston, Illinois
Demographic and Economic Statistics
Last ten Calendar Years
Per
Capita 	Education
Personal 	Median 	Level in Years 	School 	Unemployment
Year 	Population 	Income 	Age 	of Schooling 	Enrollment 	Rate
1998 	73,233 	28,740	$ 	31.9 	13.6 	9,764.0 	3.70%
1999 	73,233 	29,372	$ 	31.9 	13.6 	9,433.0 	3.60%
2000 	73,233 	30,068	$ 	31.9 	13.6 	10,068.0 	3.50%
2001 	74,239 	30,068	$ 	31.9 	13.6 	9,999.0 	4.20%
2002 	74,239 	33,645	$ 	32.5 	13.6 	10,889.0 	5.00%
2003 	74,239 	36,296	$ 	32.5 	13.6 	9,766.0 	5.40%
2004 	74,239 	36,296	$ 	32.5 	13.6 	9,849.0 	5.00%
2005 	74,239 	37,384	$ 	32.5 	13.6 	9,740.0 	5.00%
2006 	74,239 	39,103	$ 	32.5 	13.6 	9,550.0 	4.50%
2007 	74,239 	39,103	$ 	32.5 	13.6 	9,550.0 	4.40%
Source: Various Government agencies
56

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3061224.49
3000000
2572700
0
8736963
City of Evanston
FY 2008-09 Approved Property Tax Levy
Funding and Comparisons
2008-09 Approved Property Tax Levy Fund Allocation
DEBT SERVICE FUND
$10,101,385
TOTAL GENERAL
FUND $16,305,500
POLICE PENSION
FUND $5,962,353
FIRE PENSION FUND
$4,914,539
2008-09 Approved Property Tax Levy
Distribution of General Fund Tax Levy Across Functional Areas
$2,031,100
$9,116,100
$4,228,000
$930,300
$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
OTHER GENERAL FUND
IMRF
RECREATION
LIBRARY
$16,976,262 $16,305,500
$4,636,539
$5,962,353
$4,174,271 	$4,914,539
$10,101,385
	$9,052,609
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
2007-08 	2008-09
Total General Fund
Police Pension Fund
Fire Pension Fund
Debt Service Fund
FY 2008-09 Approved Property Tax Levy by Fund
Comparison with 2007-08
57

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2004-2005* 	2005-06 	2006-07 	2007-08 	2008-09 	VARIANCE 	PERCENT
APPROVED 	APPROVED 	APPROVED 	APPROVED 	APPROVED 	INCREASE 	INCREASE
LEVY 	LEVY 	LEVY 	LEVY 	LEVY 	(DECREASE) (DECREASE)
OTHER GENERAL FUND**
LEVY 	$3,861,939 	$3,046,224 	$1,882,920 	$949,286 	($933,635) 	-49.58%
LESS: 2% LOSSES 	$77,239 	$60,924 	$37,658 	$18,986 	($18,673) 	-49.58%
TOTAL 	$3,784,700 	$2,985,300 	$1,845,262 	$930,300 	($914,962) 	-49.58%
IMRF***
LEVY 	$1,850,000 	$2,640,204 	$2,182,857 	$2,072,551 	($110,306) 	-5.05%
LESS: 2% LOSSES 	$37,000 	$52,804 	$43,657 	$41,451 	($2,206) 	-5.05%
TOTAL 	$1,813,000 	$2,587,400 	$2,139,200 	$2,031,100 	($108,100) 	-5.05%
RECREATION****
LEVY 	$7,535,510 	$7,817,857 	$8,901,837 	$9,302,143 	$400,306 	4.50%
LESS: 2% LOSSES 	$150,710 	$156,357 	$178,037 	$186,043 	$8,006 	4.50%
TOTAL 	$7,384,800 	$7,661,500 	$8,723,800 	$9,116,100 	$392,300 	4.50%
LIBRARY****
LEVY 	$3,793,367 	$3,935,714 	$4,355,102 	$4,314,286 	($40,816) 	-0.94%
LESS: 2% LOSSES 	$75,867 	$78,714 	$87,102 	$86,286 	($816) 	-0.94%
TOTAL 	$3,717,500 	$3,857,000 	$4,268,000 	$4,228,000 	($40,000) 	-0.94%
TOTAL GENERAL FUND
LEVY 	$16,105,714 	$17,040,816 	$17,440,000 	$17,322,716 	$16,638,265 	($684,451) 	-3.95%
LESS: 2% LOSSES 	$322,114 	$340,816 	$348,800 	$346,454 	$332,765 	($13,689) 	-3.95%
TOTAL 	$15,783,600 	$16,700,000 	$17,091,200 	$16,976,262 	$16,305,500 	($670,762) 	-3.95%
FIRE PENSION FUND
LEVY 	$3,295,798 	$3,295,798 	$3,811,224 	$4,259,460 	$5,014,836 	$755,376 	17.73%
LESS: 2% LOSSES 	$65,916 	$65,916 	$76,224 	$85,189 	$100,297 	$15,108 	17.73%
TOTAL 	$3,229,882 	$3,229,882 	$3,735,000 	$4,174,271 	$4,914,539 	$740,268 	17.73%
POLICE PENSION FUND
LEVY 	$4,171,429 	$4,171,429 	$4,232,653 	$4,731,162 	$6,084,034 	$1,352,872 	28.59%
LESS: 2% LOSSES 	$83,429 	$83,429 	$84,653 	$94,623 	$121,681 	$27,058 	28.59%
TOTAL 	$4,088,000 	$4,088,000 	$4,148,000 	$4,636,539 	$5,962,353 	$1,325,814 	28.59%
DEBT SERVICE FUND
LEVY 	$8,593,632 	$8,915,268 	$8,915,268 	$9,237,356 	$10,307,536 	$1,070,180 	11.59%
LESS: 2% LOSSES 	$171,873 	$178,305 	$178,305 	$184,747 	$206,151 	$21,404 	11.59%
TOTAL 	$8,421,759 	$8,736,963 	$8,736,963 	$9,052,609 	$10,101,385 	$1,048,776 	11.59%
TOTAL ALL FUNDS 	$16,060,858 	$33,423,311 	$34,399,146 	$35,550,694 	$38,044,670 	$2,493,976 	7.02%
LEVY 	$643,331 	$668,466 	$687,983 	$711,013 	$760,893 	$49,880 	7.02%
LESS: 2% LOSSES 	$31,523,241 	$32,754,845 	$33,711,163 	$34,839,681 	$37,283,777 	$2,444,096 	7.02%
City of Evanston
Comparison with 2007-08 Approved Levy & Previous Three Years
FY2008-09 Approved Property Tax Levy
* Prior to the 2005-06 budget year, the property tax increase was levied only across the General Fund, Debt
Service, and Pension Funds.
** The Remaining "Other General Fund" appropriation is the portion of property tax that is used to support general
fund activities other than IMRF Pension funding, Recreation Programming, and Library functions.
*** Prior to 2007-08, IMRF included both the General Fund and other fund IMRF employer costs. For 2007-08 and
forward, the IMRF portion includes the General Fund employer costs only.
**** For Recreation and the Library, a portion of the increase is due to Social Security and Medicare costs being
reflected in departments starting in FY 2007-08. Prior to FY 2007-08, these costs were not included in the
department budgets.
58

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City of Evanston
REVENUE SOURCES, ASSUMPTIONS AND TRENDS
The following is a summary of major revenue sources, trends and assumptions for FY 2009:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY 2009
proposed budget includes a 7.02% increase to the City of Evanston portion of the property tax bill. The total increase is the result of
State mandated pension funding requirements and a debt service increase. Specifically, there is a 17.73% increase in the Fire
Pension Fund, a 28.59% increase for the Police Pension Fund, and an 11.59% increase in the Debt Service Fund. The general fund
has a decrease of 3.95%. Property taxes pay for general operations, Debt service, and the Police and Firefighter Pension Funds.
Property Tax Revenue
$37,283,777
$34,335,479	$33,414,404
$23,100,657
$34,839,671
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenues
Property Tax Revenue Amount
SALES TAXES – The City receives two types of sales taxes – one from the state and another from a sales tax imposed through the
City’s home-rule status. The state tax rate is 1% and the home rule tax rate is 1%. The budget includes a $100,000 increase in the
state tax and a $40,500 increase in the home rule tax. This increase is forecast at less than FY 2008 increase because of the
tightening economic conditions in the State. At the same time, Evanston’s steady sales tax revenue position is attributed to a good
local economy and solid growth in sales from the City’s TIF (Tax Increment Finance) districts.
Sales Tax Revenue
$9,100,000	$8,695,104 	$9,000,000
$8,244,692	$8,149,985
$6,070,500
	$6,030,000
	$5,651,328	$5,551,780
$5,534,134
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
REGULAR 	HOME RULE
59

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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 overall population,
its state allocation of income tax funds decreased. As a result, the state has under-allocated funds for the City’s portion of the state
income tax for the last several years. In FY 2005, the Local Government Income Tax Distributive Fund contributed to this under-
funding at a cost to the City of $6.48 per resident – resulting in a decrease of nearly $500,000 in annual income tax revenue.
However, the City received 12.75% more than the 2006 projection. This increase can be attributed to a rebounding economy. The FY
2009 budget amount projects an increase of $400,000 more than the FY 2008 appropriation.
Income Tax Revenue
$6,600,000
$6,200,000
$4,899,124
$5,637,725
$6,186,428
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2005 Actual 	2006 Actuals 	2007 Actuals 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Income Tax Revenue Amount
UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes increased steadily by three to
five percent per year from 2003 to 2005. Since then, Council has increased the Gas Use Tax - which is a tax on consumers of
brokered gas - from a rate of $.0095/therm to $.25/therm. At the same time, however, the natural gas and electricity industries have
been deregulated, resulting in the creation of competition and that could adversely impact tax collection rates. The result is a forecast
that 2009 revenues will be slightly higher than the 2008 appropriation.
Utility Tax Revenue
$8,555,000 	$8,581,800
	$8,397,773
$8,858,216
$7,938,548
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
$7,500,000
$8,000,000
$8,500,000
$9,000,000
$9,500,000
2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Utility Tax Revenue Amount
60

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REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 per $1,000 increment of value on the sale or transfer
of real estate in the City. This tax has seen solid growth from 2003 through 2005. Because of the changes in the real estate market
nationally due to the mortgage crises caused by the overuse of subprime loans, it is assumed that the number of transactions will be
less than in recent years. In addition, it’s not clear that home prices will continue to rise in the immediate future. Receipts for FY 2009
are expected to be $230,200 less than those projected for FY 2008.
Real Estate Transfer Tax Revenue
$4,008,668
$4,500,474
$3,700,000
$4,245,478
$4,011,085 	$3,930,200
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2004 Actual 	2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Real Estate Transfer Tax Revenue Amount
WATER REVENUE – Water revenue from Evanston’s water utility customers are expected to increase slightly over the next year in
response to a Cost of Service Study that was recently completed for the Water Department. The FY 2009 projections are consistent
with the projections identified in the Study. The FY 2009 revenues are assumed to be 1.27% higher than FY 2008 projections.
Water Sales Revenue
$6,559,026
$6,263,900 	$6,292,800
$2,802,720
$3,018,800 	$2,891,800
$3,175,300 	$3,238,800
$3,377,407 	$3,498,000
$5,804,500
$6,706,600
$3,750,200 	$3,719,600
$3,794,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2005 Actual 	2006 Actuals 	2007 Actuals 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Water Revenues Evanston
Water Revenues Skokie
Water Revenues Northwest Commission
61

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SEWER REVENUE – The City opted to not enact the last year of a four year increase in sewer rates in FY 2006. Instead, a study of
the sewer rate structure was undertaken and the rates were frozen at 2005 levels. The effect on the FY 2007 budget was a decrease
of almost 4% in anticipated revenue. Sewer revenue is used to pay for a $199 million sewer improvement program the City embarked
on several years ago. FY 2009 revenue projections are consistent with the recently completed Cost of Service Study and are based
on estimated water sales to Evanston residents. A decrease of 1.47% is projected for FY 2009.
Sewer Revenue
$14,914,790
$16,327,900
$16,442,300 	$16,200,000
$14,848,800
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
$19,000,000
2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Sewer Revenue
A 	t
PARKING REVENUES – The City operates parking meters, lots, and three major garages which generate revenues. Parking
revenues have increased slightly over the last few years, with 2004 revenues increasing due to expanded enforcement hours.
However, with few changes to parking enforcement in 2005 and 2006, parking related revenues remained flat. Revenues were
projected to increase by approximately 13% in FY 2007 due to a change in the parking fee structure that increases cost recovery. In
FY 2009, revenues are projected to increase nearly 19% due primarily to the following two fee increases: 1) Increase the monthly
garage parking rates from $80 to $85; and 2) Increase in metered parking rates from .50 to .75 in the Central Business District only.
Parking Revenue
$3,001,338 	$3,039,829
$3,174,463
$3,457,200
$4,107,300
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2005 Actual 	2006 Actual 	2007 Actual 	2008 Appropriation 	2009 Appropriation
Fiscal Year
Revenue
Parking Revenue Amount
62

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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 it’s imperative to keep the debt within the stated City Council debt limitation.
Because the City of Evanston is a Home Rule Municipality there is no legal limit on the amount of
debt that the City can issue. However, the Evanston City Council has established a limit of
$125,000,000 in general obligation debt as a City debt service policy.
The most recent debt issuance was May 8, 2007 when the City sold $30,385,000 Series 2007
General Obligation Bonds allocated as follows:
A. 	$14,125,000 for capital improvements
B. 	$ 900,000 for special assessment alley improvements
C. 	$ 15,360,000 for 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 has a Fitch rating of AAA and Moody rating of Aa1
as of December 7, 2007.
The following is a statistical breakdown of the City of Evanston's debt services profile.
Debt per capita 	$ 1,494
Debt as a percentage of assessed valuation 	4.94 %
Debt services as a % of General Fund Expenditures (FY 2007) 	11.8%
Bonds Rating (Moody's) – Current 	Aa1
Bonds Rating (Fitch) – Current 	AAA
Equalized Assessed Valuation (2006) 	$2,245,892,746
Governmental Activity General Obligation Debt (FY2007) 	$110,920,000
63

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1,009
1,093
1,265 	1,267
1,494
-
200
400
600
800
,000
,200
,400
,600
2002 	2003 	2004 	2005 	2006
Per Capita Governmental Activity G.O. Debt
5.00% 	5.00% 5.40%
4.20%
4.94%
0.00%
.00%
2.00%
3.00%
4.00%
5.00%
6.00%
2002 	2003 	2004 	2005 	2006
Ratio of Governmental Activity G.O. Debt to Equalized Assessed Valuation
64

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PART III
GENERAL FUND BUDGET
65

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66

-- 67 of 607 --

All Divisions
Three Year Fiscal History
$91,357,862
$94,068,600
$85,562,467
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
City Clerk, 0.20% 	Business,
Performance &
Technology, 3.44%
Miscellaneous
Business Operations,
0.38%
Legal, 0.82%
Human Resources,
2.45%
Recreation, 8.65%
Library, 5.11%
Facilities
Management, 2.39%
Police, 21.95%
Fire Department,
12.81%
Community
Intervention Services,
0.09%
Health and Human
Services, 2.25%
Mental Health &
Purchased Services,
1.01%
Commission on Aging,
0.48%
Streets and Sanitation,
9.42%
Transportation
Division, 4.82%
Public Works Director,
0.77%
Parks and Forestry,
4.62%
Human Relations,
0.50%	City Manager, 1.90%	City Council, 0.43%
Cultural Arts, 1.08%
Finance, 10.03%
Ecology Center, 0.59%
Community
Development, 3.81%
Expenditures by Division
67

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FISCAL YEAR 2008 – 2009
BUDGET
GENERAL FUND EXPENDITURE SUMMARY
2006 - 07 	2007 - 08 	2008 - 09 	2008 vs. 09
Expenditure by Purpose 	Actual 	Appropriation 	Approved 	$ DIFF 	% DIFF
LEGISLATIVE 	619,810 	595,200 	597,000 	1,800 	.30
CITY ADMINISTRATION 	867,416 	4,899,145 	5,381,200 	482,055 	9.84
MANAGEMENT AND BUDGET 	11,163,140 	3,922,300 	(3,922,300) 	100.00-
LEGAL DEPARTMENT 	674,366 	781,400 	773,700 	(7,700) 	.99-
HUMAN RESOURCES 	1,405,586 	1,521,200 	2,308,800 	787,600 	51.77
FINANCE DEPARTMENT 	1,896,025 	6,447,900 	9,436,200 	2,988,300 	46.35
FACILITIES MANAGEMENT 	2,376,964 	0
COMMUNITY DEVELOPMENT 	3,093,934 	3,452,500 	3,584,200 	131,700 	3.81
POLICE DEPARTMENT 	18,973,081 	19,578,200 	20,645,900 	1,067,700 	5.45
FIRE DEPARTMENT 	11,259,650 	11,438,800 	12,048,000 	609,200 	5.33
HEALTH AND HUMAN SERVICES 	4,301,434 	3,962,500 	4,074,200 	111,700 	2.82
PUBLIC WORKS 	12,653,544 	16,341,717 	16,365,400 	23,683 	.14
HUMAN RELATIONS COMM DEP 	612,557 	0
LIBRARY DEPARTMENT 	4,450,347 	4,854,700 	4,805,000 	(49,700) 	1.02-
PARKS/FORESTRY AND RECREATION 	12,214,613 	13,562,300 	14,049,000 	486,700 	3.59
Grand Total(s) 	86,562,467 	91,357,862 	94,068,600 	2,710,738 	2.97
68

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FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES 	17,294,162 	17,001,262 	16,505,500 	(495,762)
51500 OTHER TAXES 	39,864,159 	40,426,200 	41,007,400 	581,200
52000 LICENSES, PERMITS & FEES 	8,070,354 	7,665,300 	8,691,800 	1,026,500
52500 FINES AND FORFEITURES 	4,029,227 	4,162,000 	4,341,400 	179,400
53000 CHARGES FOR SERVICES 	7,037,730 	7,342,000 	8,363,200 	1,021,200
55000 INTERGOVERNMENTAL REVENUE 	1,457,064 	948,400 	789,200 	(159,200)
56000 OTHER REVENUE 	378,410 	5,036,173 	5,127,800 	91,627
56500 INTEREST INCOME 	777,165 	400,000 	550,000 	150,000
57000 TRNSFR FROM OTHER FUNDS 	8,630,772 	8,269,527 	8,592,300 	322,773
57500 LIBRARY-OTHER REVENUE 	122,149 	107,000 	100,000 	(7,000)
50100 OPERATING REVENUES 	87,661,194 	91,357,862 	94,068,600 	2,710,738
50000 REVENUES 	87,661,194 	91,357,862 	94,068,600 	2,710,738
69

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FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 	16,986,796 	16,976,262 	16,305,500 	(670,762)
51025 PRIOR YEAR'S TAXES 	307,366 	25,000 	200,000 	175,000
51000 PROPERTY TAXES 	17,294,162 	17,001,262 	16,505,500 	(495,762)
51500 OTHER TAXES
51515 STATE USE TAX 	953,273 	942,000 	956,100 	14,100
51525 SALES TAX - BASIC 	8,695,104 	9,000,000 	9,100,000 	100,000
51530 SALES TAX - HOME RULE 	5,651,328 	6,030,000 	6,070,500 	40,500
51535 AUTO RENTAL TAX 	34,806 	33,000 	35,000 	2,000
51540 ATHLETIC CONTEST TAX 	578,871 	510,000 	550,000 	40,000
51545 STATE INCOME TAX 	6,186,428 	6,200,000 	6,600,000 	400,000
51565 ELECTRIC UTILITY TAX 	2,680,441 	3,000,000 	3,015,000 	15,000
51570 NATURAL GAS UTILITY TAX 	1,312,225 	1,530,000 	1,537,700 	7,700
51575 NAT GAS USE TAX HOME RULE 	810,607 	825,000 	829,100 	4,100
51585 CIGARETTE TAX 	455,873 	550,000 	405,000 	(145,000)
51590 EVANSTON MOTOR FUEL TAX 	266,997 	275,000 	401,000 	126,000
51595 LIQUOR TAX 	1,941,652 	1,800,000 	1,927,000 	127,000
51600 PARKING TAX 	1,452,336 	1,700,000 	1,700,000
51605 PERS. PROP. RPL. TAX 	943,509 	800,000 	879,000 	79,000
51610 PERS. PROP. RPL. TAX REC 	45,800 	45,800 	46,300 	500
51615 PERS. PROP. RPL. TAX LIB 	49,700 	49,700 	50,200 	500
51620 REAL ESTATE TRANSFER TAX 	4,500,474 	3,930,200 	3,700,000 	(230,200)
51625 TELECOMMUNICATIONS TAX 	3,135,275 	3,200,000 	3,200,000
51626 (MUTAP) TELECOM. TAX REVE 	169,460
51630 AMUSEMENT TAX 	5,500 	5,500
51500 OTHER TAXES 	39,864,159 	40,426,200 	41,007,400 	581,200
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 	2,209,465 	2,200,000 	2,695,000 	495,000
52015 BUSINESS LICENSES 	105,868 	85,000 	170,500 	85,500
52020 PET LICENSES 	36,473 	44,000 	44,000
52030 CONTRACTORS' LICENSES 	88,000 	85,000 	85,000
52035 ROOMING HOUSE LICENSES 	180,908 	197,300 	193,200 	(4,100)
52040 LIQUOR LICENSES 	324,803 	340,000 	345,100 	5,100
52045 FARMERS' MARKET LICENSES 	24,365 	24,800 	26,400 	1,600
70

-- 71 of 607 --

FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
52046 RENTAL BUILDING REGISTRA 	146,000 	146,000
52055 LONG TERM CARE LICENSES 	69,540 	113,000 	112,400 	(600)
52065 CHILD RESIDENT CARE LICE 	480
52070 RESIDENT CARE HOME LICEN 	480 	500 	500
52005 LICENSES 	3,040,381 	3,089,100 	3,818,100 	729,000
52075 PERMITS
52080 BUILDING PERMITS 	3,062,633 	2,810,000 	2,740,000 	(70,000)
52085 PLAN REVIEW 	9,358 	8,000 	8,000
52090 PLUMBING PERMITS 	163,507 	140,000 	150,000 	10,000
52095 ELECTRICAL PERMITS 	181,210 	150,000 	160,000 	10,000
52105 SIGNS AND AWNING PERMITS 	12,694 	10,000 	10,000
52110 OTHER/MISC PERMITS 	315,401 	250,000 	325,000 	75,000
52115 ELEVATOR PERMITS 	45,841 	40,000 	45,000 	5,000
52120 HEATING VENT. A/C PERMIT 	204,772 	155,000 	260,000 	105,000
52125 COMMERCIAL DRIVE. PERMIT 	700 	(700)
52126 RIGHT-OF WAY PERMIT 	70,000 	70,000
52130 RESIDENTS ANNUAL PRKG PE 	116,288 	120,000 	212,000 	92,000
52131 VISITOR PARKING PERMITS 	13,871 	14,000 	14,300 	300
52135 FIRE SUPRESSION/ALARM PE 	90
52075 PERMITS 	4,125,664 	3,697,700 	3,994,300 	296,600
52140 FEES
52145 ANNUAL SIGN FEES 	32,685 	32,000 	32,000
52155 PLAT PR.&SIGN APP HRG FE 	500 	400 	(100)
52170 ALARM PANEL FRANCHISE FE 	3,600 	14,000 	(14,000)
52175 NU/CENTEL EASEMENT 	47,000 	47,000 	47,000
52180 CABLE FRANCHISE FEE 	735,090 	720,000 	800,000 	80,000
52185 NICOR FRANCHISE FEE 	85,935 	65,000 	(65,000)
52140 FEES 	904,309 	878,500 	879,400 	900
52000 LICENSES, PERMITS & FEES 	8,070,354 	7,665,300 	8,691,800 	1,026,500
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 	3,174,170 	3,300,000 	3,547,500 	247,500
52510 REGULAR FINES 	206,088 	270,000 	200,000 	(70,000)
52530 BOOT RELEASE FEE 	77,985 	115,000 	95,900 	(19,100)
52540 POLICE & FIRE FALSE ALARM 	88,805 	150,000 	155,000 	5,000
52545 POLICE FALSE ALARM FINES 	69,615
71

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FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
52555 HOUSING CODE VIOL FINES 	2,702
52560 PERMIT PENALTY FEES 	42,210 	25,000 	15,000 	(10,000)
52570 ADMIN ADJUDICATION 	185,176 	120,000 	120,000
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 	182,477 	182,000 	208,000 	26,000
52500 FINES AND FORFEITURES 	4,029,227 	4,162,000 	4,341,400 	179,400
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53020 TB NURSING SERVICES 	7,600 	12,000 	(12,000)
53025 VD PROGRAM-SKOKIE 	750
53040 CHILD HEALTH 	1,700 	(1,700)
53050 SANITATION CLASSES 	8,035 	10,000 	11,000 	1,000
53070 FAMILY PLANNING OUTREACH 	1,240
53075 DENTAL CLINIC 	96,219 	126,000 	126,000
53080 FLU & PNEUMONIA PROGRAM 	21,371
53085 HEALTH CLINIC IMMUNIZATN 	6,799
53090 HEALTH CL. SEX TRANS DIS 	6,700 	(6,700)
53095 HEALTH CLINIC-TB 	3,168 	2,700 	(2,700)
53100 HEALTH CLINIC-LAB 	9,020 	11,800 	(11,800)
53105 HEALTH FOOD ESTBLSMNT LI 	162,608 	150,000 	162,000 	12,000
53115 HEALTH CLINIC-SCHOOL PHY 	1,305
53120 S.T.D. 	8,157 	5,300 	(5,300)
53135 DENTAL CHECK UP 	8,390 	9,000 	8,000 	(1,000)
53140 EMERGENCY DENTAL EXAM 	210 	100 	200 	100
53145 X-RAYS 	80
53150 AMALGAM FILLING 	10 	400 	100 	(300)
53155 RESIN FILLING 	5,614 	4,500 	5,600 	1,100
53160 SEDATIVE FILLING 	50 	100 	100
53165 EXTRACTION 	570 	200 	500 	300
53170 PULPOTOMY 	1,495 	800 	1,500 	700
53175 SEALANT OFFICE VISIT 	586 	700 	600 	(100)
53180 ADDITIONAL SEALANTS 	80 	100 	100
53185 TEMPORARY FOOD LICENSE F 	4,096 	4,000 	4,000
53190 FOOD DELIVERY VEHICLE 	6,196 	6,400 	8,300 	1,900
53195 SCAVENGER TRUCK 	2,340 	2,300 	2,300
53200 BEV.SNACK VENDING MACHIN 	25,236 	34,000 	27,800 	(6,200)
53210 TOBACCO LICENSE 	11,125 	13,000 	11,000 	(2,000)
72

-- 73 of 607 --

FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
53211 BEEKEEPER LICENSE FEE 	25
53215 BIRTH CERTIFICATE 	79,572 	84,000 	95,000 	11,000
53220 DEATH CERTIFICATE-16.23 	52,805 	45,000 	47,000 	2,000
53225 DEATH CERTIFICATE - 16.O 	95
53230 FUNERAL DIRECTOR LICENSE 	6,660 	6,300 	6,600 	300
53235 TEMP FUNERAL DIREC LICEN 	5,714 	5,900 	5,000 	(900)
53005 HEALTH DEPT.- CHRGS FOR S 	537,219 	543,000 	522,700 	(20,300)
53240 PARKING - CHRGS FOR SVCS
53560 RECREATION - CHRGS FOR SV 	50
53565 RECREATION PROGRAM CHARG 	4,352,893 	4,354,800 	4,606,500 	251,700
53560 RECREATION - CHRGS FOR SV 	4,352,943 	4,354,800 	4,606,500 	251,700
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53602 SWANCC RECYCLING INCENTI 	100,000 	100,000
53605 SANITATION CHARGE 	843,238 	1,169,200 	1,692,400 	523,200
53610 SANITATION SERV CHAR-PEN 	14,379 	10,000 	10,000
53615 SANIT SPECIAL PICKUP FEE 	63,477 	50,000 	80,000 	30,000
53570 WATER, SEWER & RECYCLING 	921,094 	1,219,200 	1,882,400 	663,200
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 	350 	1,000 	1,000
53640 SENIOR TAXI COUPON SALES 	101,733 	92,000 	95,000 	3,000
53650 STATE HIGHWAY MAINTENANC 	93,003 	130,000 	135,000 	5,000
53655 FIRE COST RECOVERY CHARG 	9,351 	10,000 	10,000
53656 OTHER SERVICE CHARGES 	2,252
53660 RECYCLING-MATERIAL SALES 	970
53665 CONDO CONVERSION APP FEE 	48,450 	52,000 	40,000 	(12,000)
53666 HISTORIC PRESERVATION RE 	8,000 	8,000
53675 AMBULANCE SERVICE 	721,004 	750,000 	875,000 	125,000
53680 TOWING CHARGES 	12,948
53685 POLICE REPORT FEES 	17,487 	15,400 	16,000 	600
53690 WOOD RECYCLING 	10,881 	14,000 	14,000
53695 ZONING FEES 	58,284 	45,000 	40,000 	(5,000)
53700 FIRE REPORT FEES 	1,316 	1,000 	1,300 	300
53705 FIRE BUILDING INSPECTION 	4,875 	8,000 	6,000 	(2,000)
73

-- 74 of 607 --

FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
53710 PASSPORT EXECUTION FEE 	10,337 	10,000 	(10,000)
53715 ALARM REGISTRATION FEE 	158,547 	110,000 	110,000
53720 SKOKIE ANIMAL BOARD FEE 	102 	600 	300 	(300)
53725 BACKGR CHKS DAYCARE PROV 	480
53620 OTHER CHRGS FOR SVCS 	1,226,474 	1,225,000 	1,351,600 	126,600
53000 CHARGES FOR SERVICES 	7,037,730 	7,342,000 	8,363,200 	1,021,200
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 FOR HEALTH DEPARTMENT 	76,181 	76,000 	76,200 	200
55035 FAMILY CASE MANGMNT GRAN 	114,400 	83,100 	(83,100)
55040 DENTAL SEALANT GRANT 	4,183 	2,800 	4,200 	1,400
55050 IL DEPT HEALTH-INFO 	25
55075 SUMMER FOOD INSPECTIONS 	400 	400
55080 KID CARE AGREEMENT 	5,599 	11,300 	(11,300)
55085 IL TOBACCO FREE COMMUNIT 	28,188 	25,600 	25,600
55090 TITLE XX FAMILY PLANNING 	50,000 	36,300 	(36,300)
55105 HEARING AND VISION 	8,000 	5,300 	(5,300)
55125 TEEN PREGNANCY PREV. GRN 	28,000 	30,600 	60,600 	30,000
55130 CHILDHOOD LEAD POISONING 	1,373 	2,000 	1,000 	(1,000)
55135 TEEN PARENT SERVICES PRO 	33,450 	35,000 	36,100 	1,100
55140 GENETIC EDUCATION GRANT 	17,000 	10,200 	(10,200)
55145 PROSTATE CANCER AWARNESS 	12,039 	10,000 	10,000
55146 OTHER STATE GRANT 	71,622 	18,700 	18,700
55150 TANNING PARLOR INSPECTIO 	350 	100 	100
55155 FAMILY CASE MGMT REIMB 	166,613 	13,300 	(13,300)
55160 VIOL. CRIME VIC. ASST GR 	27,458 	24,700 	24,700
55162 ICJIA GRANTS- VICTIM SER 	45,000 	47,000 	2,000
55165 DISTRICT 65 DENTAL EDGRT 	1,500 	1,500 	1,500
55170 FIRE DEPARTMENT TRAINING 	6,434 	1,500 	10,000 	8,500
55180 ARTS COUNCIL 	35,030
55185 STATE ALLOTMENT 	3,215
55190 EVANSTON TOWNSHIP-HOUSIN 	170
55231 LEAD PAINT HAZARD GRANT 	77,624 	200,000 	(200,000)
55245 LIBRARY STATE PER CAPITA 	91,128 	91,400 	90,900 	(500)
55015 STATE AID 	853,151 	670,000 	407,000 	(263,000)
74

-- 75 of 607 --

FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 	187,002 	136,700 	136,700
55255 COMM AGING GRT-ADVOCATE 	46,592 	43,600 	55,800 	12,200
55265 FEMA 	26,391 	30,000 	24,000 	(6,000)
55270 POLICE TRAINING 	31,289 	8,000 	8,000
55275 HUD EMERG SHELTER GRANTS 	89,222 	86,400 	88,900 	2,500
55285 LAW ENFORCEMENT BLOCK GR 	35,400 	57,200 	21,800
55290 OTHER FEDERAL AID 	55,901 	16,000 	11,600 	(4,400)
55295 HEALTH DEPT.S.E.E.D.GRAN 	147,398
55310 BIO-TERRORRISM GRANT 	59,000 	(59,000)
55315 CLEAN AIR COUNTS GRANT 	20,117
55250 FEDERAL AID 	603,913 	278,400 	382,200 	103,800
55000 INTERGOVERNMENTAL REVENUE 	1,457,064 	948,400 	789,200 	(159,200)
56000 OTHER REVENUE
56010 PROPERTY SALES AND RENTAL 	62,901 	70,000 	70,000
56011 DONATIONS 	60,000
56010 PROPERTY SALES AND RENTAL 	122,901 	70,000 	70,000
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 	6,264 	5,000 	4,000 	(1,000)
56030 DAMAGE TO CITY TRAFFIC S 	32,601 	20,000 	20,000
56040 DAMAGE TO OTHER CITY PRO 	4,820 	8,000 	8,000
56015 REVENUE FROM DAMAGE TO CI 	43,686 	33,000 	32,000 	(1,000)
56045 MISCELLANEOUS REVENUE 	155,553 	271,673 	270,700 	(973)
56046 TAXICAB CLASS REVENUE 	3,925 	4,000 	4,000
56045 MISCELLANEOUS REVENUE 	159,478 	275,673 	274,700 	(973)
56047 RESERVES
56048 TEEN BABY NURSERY PROG 	41,000 	41,000
56047 RESERVES 	41,000 	41,000
56061 BOND PREMIUM
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 	681
56100 OVER AND SHORT - OTHER 	41
56070 OVER AND SHORT 	722
75

-- 76 of 607 --

FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
56105 PAYMENT IN LIEU OF TAXES 	25,000 	27,000 	132,000 	105,000
56106 FUND BALANCE APPLIED 	4,562,500 	4,536,100 	(26,400)
56110 CONTRIBUTIONS TO PROJECTS 	56,000 	(56,000)
56140 FEES AND MERCHANDISE SALE 	10,926
56155 TRASH CART SALES 	30,000 	30,000
56175 PARKING PERMITS-RYAN FIEL 	17,141 	12,000 	12,000
56000 OTHER REVENUE 	378,410 	5,036,173 	5,127,800 	91,627
56500 INTEREST INCOME
56501 INTEREST INCOME 	757,887 	400,000 	550,000 	150,000
56585 UNREALIZED GAIN/LOSS 	19,279
56500 INTEREST INCOME 	777,165 	400,000 	550,000 	150,000
57000 TRNSFR FROM OTHER FUNDS
57010 FROM FLEET SERVICES 	171,500
57015 FROM MOTOR FUEL FUND 	772,500
57020 FROM MOTOR FUEL FUND-S/M 	772,500 	772,500
57030 FROM COMM. DEVEL. FUND 	880,500 	782,634 	856,000 	73,366
57035 FROM HOME FUND 	41,772 	32,700 	34,300 	1,600
57040 FROM EMERGENCY TEL SYSTEM 	179,000 	126,000 	126,000
57050 FROM ECON DEV FUND 	400,000 	390,000 	390,000
57060 FROM HOUSING FUND 	31,800 	31,800 	24,000 	(7,800)
57065 FROM WASHINGTON NAT'L DS 	144,800 	144,800 	151,900 	7,100
57070 FROM HOW HARTREY DEBT SER 	135,000 	135,000 	141,600 	6,600
57075 FROM SW TIF DEBT SERVICE 	23,000 	23,000 	24,100 	1,100
57085 FROM DOWNTOWN TIF DEBT SV 	325,000 	325,000 	325,000
57096 FROM HOWARD RIDGE TIF 	114,793 	120,400 	5,607
57097 FROM SHERMAN GARAGE 	42,000 	42,000
57100 FROM CAPITAL IMP. FUND 	300,000 	800,000 	850,000 	50,000
57110 FROM SPECIAL ASSMT. FUND 	31,800 	31,800 	(31,800)
57130 FROM PARKING FUND 	711,500 	602,500 	777,500 	175,000
57135 FROM WATER FUND 	162,300 	162,300 	162,300
57140 FROM WATER FUND-ROI 	2,531,300 	2,531,300 	2,531,300
57145 FROM WATER FUND-ADMIN. EX 	1,202,400 	764,600 	849,600 	85,000
57160 FROM MAPLE AVE GARAGE FND 	43,000 	43,000 	(43,000)
57165 FROM SEWER FUND 	543,600 	413,800 	413,800
57000 TRNSFR FROM OTHER FUNDS 	8,630,772 	8,269,527 	8,592,300 	322,773
76

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FISCAL YEAR 	- 2009	2008
GENERAL FUND REVENUES
2008 - 09	2007 - 08	2006 - 07 	2008 vs. 2009
REVENUE TITLE 	ACTUAL 	BUDGET 	APPROVED 	VARIANCE
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 	37,119 	40,000 	33,000 	(7,000)
57510 NON-RESIDENT LIBRARY CARD 	2,890 	4,000 	3,000 	(1,000)
57515 LIBRARY MATERIAL REPLACEM 	14,076 	20,000 	21,000 	1,000
57520 LIBRARY MATERIAL RESERVES 	7,196 	7,500 	7,500
57525 LIBRARY MISC. REVENUES 	736 	500 	1,000 	500
57535 LIBRARY COPY MACH. CHG 	22,646 	26,000 	27,000 	1,000
57540 LIBRARY MEETING RM RENTAL 	7,195 	9,000 	7,500 	(1,500)
57545 NORTH BRANCH RENTAL INC 	29,700
57550 LIBRARY MULTIMEDIA COLLEC 	591
57500 LIBRARY-OTHER REVENUE 	122,149 	107,000 	100,000 	(7,000)
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 	87,661,193 	91,357,862 	94,068,600 	2,710,738
50000 REVENUES 	87,661,193 	91,357,862 	94,068,600 	2,710,738
77

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City of Evanston
City Council
Three Year Fiscal History
$418,000
$390,415 	$406,800
$200,000
$275,000
$350,000
$425,000
$500,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General
Fund Budget
0.43%
City Council
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
City Council
Full-Time Regular 	Mayor 	0.00
Full-Time Regular 	Alderman ( 9 elected officials @ 0 FTE) 	0.00
Full-Time Regular 	Administrative Secretary 	1.00
1300 Total 	1.00
City Council Total 	1.00
78

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City of Evanston
City Council
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1300 - City Council 	390,415 	418,000 	390,996 	406,800
Total: 	$ 390,415 	$ 418,000 	$ 390,996 	$ 406,800
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
Council approved Scott Balice Strategies as financial advisors to the City for a three-year period.
The moratorium on new construction in the West Evanston TIF District was re-established for 30 days and extended
three times.
An Inclusionary Housing Ordinance was adopted; three funds were consolidated into the Affordable Housing Fund
and guidelines for management and use of the funds were approved by Council.
Council approved an Evanston Youth Council in support of the Youth Engagement Initiative.
Special Service Area No. 4 (downtown) was extended in years and area through 2019.
A moratorium for 105 days on building permits for new construction on Green Bay Road from Isabella to Lincoln
Street was approved. The moratorium was extended twice.
Council approved a “Z “liquor license that was created to allow for wine/beer at a cooking or wine school.
The West Side Master Plan was approved by Council.
A four-year contract with Virchow Krause & Company for auditing services was approved.
Council approved consultants to work with staff to update the City’s downtown plan. A moratorium on new building
construction was passed for the downtown area to expire November 25, 2007 with three projects excluded from the
moratorium.
Council amended the International Building Code to permit the City to cut weeds, remove debris from vacant lots with
vacant structures and impose liens for the cost.
The moratorium on new building on Central Street was extended from Ashland to 2200 Central for 95 days to expire
October 12, 2007 and extended again.
Council approved a capital improvement program for 2008-09 in the amount of $24,982,074.
The Council held two meetings with advisors to discuss solutions to funding the pensions of police officers and
firefighters.
The Electric Franchise with Com Ed was extended for three years.
Council approved a consulting agreement with Ross Barney Architects to provide architectural and project
management services for the Civic Center.
Council approved an amendment to the preservation ordinance to allow joint meetings with the Plan Commission for
planned developments and joint meetings with the Zoning Board of Appeals.
79

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City of Evanston
City Council
2008-2009 Department Initiatives
• 	Implement affordable housing strategies
• 	Begin revising and updating the zoning ordinance
• 	Develop economic development plan that captures the creative class and retains local businesses
• 	Pass a lakefront master plan
• 	Provide training for boards and commissions’ volunteers and staff
• 	Provide support for youth services and recreational needs
• 	Support tactical police unit wherever needed in the community
Approved Adjustments in 2008-2009 Budget
Council reduced the proposed budget by $15,500 in the following accounts: Sister City Funding, Training & Travel,
Memberships, and Food.
80

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City of Evanston
City Council
1300 – City Council
Description of Major Activities
The City Council consists of the Mayor--elected at large and a non-voting member of the Council--and nine aldermen,
one elected from each of the nine wards for a term of four years.
The City Council formulates policies to guide the orderly development and administration of the City; determines the
use of tax dollars and other funding sources to meet the City's needs; holds public hearings to provide citizens with
opportunities to be heard; participates in conferences, forums and meetings of legislative groups and associations;
keeps its constituency informed of City issues and activities through ward meetings and public forums; and responds
to citizen requests for services and information.
FY 2008-2009 Objectives
• 	Continue economic revitalization of downtown and neighborhoods
• 	Provide direction on funding of public safety pensions
• 	Provide direction on the future of the Civic Center and Robert Crown Center
• 	Review the preservation ordinance and zoning ordinance in context of new economic development
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of ordinances adopted 	105 	115 	119
Number of resolutions adopted 	70 	75 	73
Updated board, committee, commission rosters 	2 	2 	2
Approved Adjustments in 2008-2009 Budget
81

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CITY OF EVANSTON
CITY COUNCIL
1300
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1300 CITY COUNCIL
61010 REGULAR PAY 	163,600 	168,900
61110 OVERTIME PAY 	300
61510 HEALTH INSURANCE 	108,900 	101,700
61615 LIFE INSURANCE 	1,100 	1,100
61710 IMRF 	13,000 	12,700
61725 SOCIAL SECURITY 	6,800 	10,400
61730 MEDICARE 	2,000 	2,400
62206 TV BROADCASTING 	5,000 	5,000
62210 PRINTING 	500 	1,000
62275 POSTAGE CHARGEBACKS 	600 	600
62280 OVERNIGHT MAIL CHARGES 	200 	200
62285 COURIER CHARGES 	5,500 	5,000
62295 TRAINING & TRAVEL 	7,500 	9,000
62360 MEMBERSHIP DUES 	40,000 	40,000
62370 EXPENSE ALLOWANCE 	100 	100
62380 COPY MACHINE CHARGES 	2,000 	2,500
62456 OUTSIDE MAIL SERVICES 	20,000 	20,000
62458 OUTSIDE COPY SERVICES 	30,000 	20,000
64540 TELECOMMUNICATIONS - WIRELESS 	200 	500
65010 BOOKS, PUBLICATIONS, MAPS 	200 	200
65025 FOOD 	4,500 	4,500
65095 OFFICE SUPPLIES 	1,000 	1,000
66062 SISTER CITY FUNDING 	5,000
1300 CITY COUNCIL 	418,000 	406,800
82

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City of Evanston
City Clerk
Three Year Fiscal History
$186,200 	$190,200
$229,395
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund Budget
0.20%
City Clerk
Total Full-Time Equivalent Positions
Employee Status Description 	Job Type Description
2008-2009
Position FTE
City Clerk
Full-Time Regular 	City Clerk 	0.00
Full-Time Regular 	Deputy City Clerk 	1.00
1400 Total 	1.00
City Clerk Total 	1.00
83

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City of Evanston
City Clerk’s Office
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1400 – City Clerk’s Office 	229,395 	186,200 	186,998 	190,200
Total Expenditures: 	$ 229,395 	$ 186,200 	$ 186,998 	$ 190,200
Revenues:
56045 – International Codes 	14,360 	13,500 	11,319 	13,500
56045 – City Codes/Zoning Codes 	675 	1,000 	550 	1,000
56045 – Hunting/Fishing License Fees 	100 	60 	0 	0
56045 – Landlord/Tenant Ordinances 	550 	500 	528 	500
56045 – Maps 	440 	500 	357 	500
56045 – Miscellaneous 	617 	400 	309 	400
56045 – Model Lease Forms 	660 	1,100 	711 	1,100
53710 – Passport Applications 	10,680 	10,000 	0 	0
56045 – Photocopying 	337 	550 	760 	550
56045 – Planning/Preservation Booklets 	140 	200 	205 	200
Total Revenues: 	$ 22,610 	$ 27,810 	$ 14,739 	$ 17,750
Notes for Financial Summary
• 	The cost of the International codes continues to go up due to price increases by the supplier.
• 	Passport fees and hunting & fishing license fees processing were eliminated at the beginning of fiscal year 2007-
08.
Performance Report on FY 2007-2008 Major Program Objectives
• 	The legal review of the Evanston code by departments was restarted by new attorneys in the law department to
help decide whether or not to re-codify the code which was last codified in 1979.
• 	Coordination of FOIA requests continues with an electronic log and files of disposition of FOIA requests
• 	The City Clerk’s office participated in the April 17, 2007 Consolidated Election by arranging for the early voting
site at the Civic Center and facilitated voting absentee by mail. The clerk worked with the Cook County Election
Department to find accessible polling places in Evanston.
2008-2009 Department Initiatives
• 	The City Clerk's Office will compile a packet of materials for use by those wishing to run for municipal offices in
April 2010 and make that available well in advance of the filing period. The office will facilitate voting by
registering people to vote, arranging for an early voting site at the Civic Center, and providing voters with the
means to vote absentee by mail.
• 	The Clerk’s office will work with the Cook County Department of Elections on facilitating the November 4, 2008,
Presidential election in Evanston.
• 	The City Clerk’s office will track the number of notary public requests made.
84

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City of Evanston
City Clerk
1400 – City Clerk
Description of Major Activities
The City Clerk is secretary to the City Council and staff to special Council committees. The clerk produces official
minutes of all Council meetings; is responsible for maintaining the City Code and official City and township records;
serves as the local election official; is the deputy registrar for voter registration; and performs other election-related
activities. The City Clerk also assists the Mayor, Aldermen, and staff with special projects and activities, and
represents the City at various meetings.
The City Clerk's Office provides the following services:
• 	Collects the real estate transfer tax and issues exemptions from the tax;
• 	Provides administrative and clerical services associated with appointed boards, committees, and
commissions of the City;
• 	Issues Temporary 90-day placards to disabled residents;
• 	Coordinates Freedom of Information requests;
• 	Prepares and publishes the official municipal directory and annual calendar of meetings;
• 	Updates meeting changes on the web calendar;
• 	Maintains the municipal library;
• 	Assists citizens with information, directions, and referrals;
• 	Sells publications, including City maps, and distributes community information to new residents;
• 	Provides notary services to staff and citizens.
• 	Performs ombudsman services to citizens;
• 	Receives lawsuits in which the City is named;
• 	Signs general obligation and revenue bonds and processes all surety bonds; and
• 	Certifies residency for retirees who worked in foreign countries.
FY 2008-2009 Objectives
Work with Cook County Department of Elections in order to hold fair and impartial elections by coordinating the
following in Evanston:
• 	In 2008, the general election (Presidential) November 4, 2008.
• 	Coordinate voter registration activity within the community with the League of Women Voters
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Voters registered 	350 	674 	1,500
Early voters 	2,115 	2,549 	2,500
Real estate transfer tax transactions 	1,618 	1,256 	1,350
Exemptions from real estate transfer tax 	650 	646 	640
Disabled parking placards 	190 	160 	180
Yearly calendar of scheduled meetings distributed 	80 	80 	80
Passport applications 	356 	0 	0
FOIA requests 	370 	398 	425
Approved Adjustments in 2008-2009 Budget
85

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CITY OF EVANSTON
CITY CLERK
1400
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1400 CITY CLERK
61010 REGULAR PAY 	100,000 	105,600
61050 PERMANENT PART-TIME 	5,000 	5,300
61055 TEMPORARY EMPLOYEES 	10,800 	6,800
61110 OVERTIME PAY 	400
61210 LONGEVITY 	1,000 	1,000
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	8,000 	8,000
61725 SOCIAL SECURITY 	4,700 	7,300
61730 MEDICARE 	1,400 	1,700
62210 PRINTING 	700 	400
62235 OFFICE EQUIPMENT MAINT 	700 	900
62275 POSTAGE CHARGEBACKS 	900 	900
62280 OVERNIGHT MAIL CHARGES 	200 	200
62295 TRAINING & TRAVEL 	1,100 	1,600
62315 POSTAGE 	300 	300
62360 MEMBERSHIP DUES 	300 	300
62380 COPY MACHINE CHARGES 	2,000 	2,000
62457 CODIFICATION SERVICES 	13,000 	13,000
62509 SERVICE AGREEMENTS / CONTRACTS 	800 	800
65010 BOOKS, PUBLICATIONS, MAPS 	700 	1,200
65080 MERCHANDISE FOR RESALE 	13,000 	13,000
65095 OFFICE SUPPLIES 	1,000 	1,000
65175 ELECTION SUPPLIES 	100 	100
1400 CITY CLERK 	186,200 	190,200
86

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City of Evanston
City Manager’s Office
87
Three Year Fiscal History
$5,749,782
$835,927
$5,381,200
$200,000
$1,200,000
$2,200,000
$3,200,000
$4,200,000
$5,200,000
$6,200,000
2006/07 	2007/08 	2008/09
Actual 	Appropriation 	Approved
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
City Manager
Full-Time Regular 	City Manager 	1.00
Full-Time Regular 	Administrative Secretary 	0.70
Full-Time Regular 	Assistant City Manager 	2.00
Full-Time Regular 	Assistant to the City Manager 	1.00
Full-Time Regular 	Executive Assistant 	1.00
Full-Time Regular 	Executive Secretary (to Dept. Head) 	1.00
Full-Time Regular 	Administrative Coordinator 	1.00
1505 Total 	7.70
Public Information
Full-Time Regular 	Community Information Coordinator 	1.00
1510 Total 	1.00
Emergency Management Operations
Full-Time Regular 	Emergency Mgmt. Coordinator 	0.33
1520 Total 	0.33
Youth Services Division
Full-Time Regular 	Youth Coordinator 	1.00
1530 Total 	1.00
Sustainability Grant
Full-Time Regular 	Sustainable Programs Coordinator 	1.00
1535 Total 	1.00
Business Perf. & Tech. Admin.
Full-Time Regular 	Division Manager, BPAT 	1.00
1550 Total 	1.00
5.72%
Expenditures as a % of 2009 General
Fund Budget

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City of Evanston
City Manager’s Office
City Manager’s Office
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Information Systems
Full-Time Regular 	Information Systems Manager 	1.00
Full-Time Regular 	Assistant System Administrator 	0.50
Full-Time Regular 	Application Architect 	1.00
Full-Time Regular 	IS Trainer 	1.00
Full-Time Regular 	Network Administrator 	2.00
Full-Time Regular 	Operations Coordinator 	1.00
Full-Time Regular 	Systems Programmer 	1.00
Full-Time Regular 	Tech Support Specialist I 	4.00
Full-Time Regular 	Tech Support Specialist II 	1.00
Full-Time Regular 	Web Developer 	1.00
1555 Total 	13.50
Geographic Information Systems
Full-Time Regular 	GIS Analyst 	2.00
Full-Time Regular 	GIS Manager 	1.00
1560 Total 	3.00
BIS Performance Management
Full-Time Regular 	Management Analyst 	1.00
Full-Time Regular 	Project Manager 	2.00
1565 Total 	3.00
City Manager's Office Total 	31.53
88

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City of Evanston
City Manager’s Office
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1505 – City Manger’s Office 	695,596 	933,800 	980,721 	998,500
1510 – Public Information 	116,969 	498,200 	453,110 	524,000
1515 – Farmer’s Market 	19,875 	21,900 	22,314 	0
1520 – Office of Emergency Preparedness 	3,487 	196,600 	256,829 	77,100
1525 - Miscellaneous Business Operations 	0 	189,337 	41,166 	355,000
1530 – Youth Engagement Division 	0 	150,600 	48,994 	113,200
1535 – Sustainability Grant 	0 	75,000 	62,117 	79,100
1540 - Summer Youth Employment 	0 	333,800 	297,133 	0
1545 – Human Relations Division 	0 	197,045 	278,640 	0
1550 – BIS Performance & Technology 	0 	354,400 	311,679 	174,200
1555 – Information Systems 	0 	2,437,300 	2,300,223 	2,425,100
1560 – Geographic Information Systems 	0 	361,800 	312,156 	331,900
1565 – BIS Performance Management 	0 	0 	0 	303,100
Total Expenditures: 	$ 835,927 	$ 5,749,782 	$ 5,365,082 	$ 5,381,200
Notes for Financial Summary
• 	The CMO budget changed in FY 09 due to the elimination of the MBIS Department which
resulted in the addition of Business Process & Technology Division (BPAT). In addition, due to
operational restructuring, a significant portion of the miscellaneous business operations unit has
been transferred to Finance.
• 	One of the assistant to the city manager positions has been eliminated, but replaced with an
Economic Development Director.
• 	In FY 08 the Human Relations Department was eliminated and moved to the City Manager’s
Office as a division. During FY 08, the Division of Human Relations was reassigned to the Health
and Human Services Department to better align services with Community Intervention Services
which works closely with the Housing Advocate. The Summer Youth Employment Program was
also reassigned to Health and Human Services.
• 	The Farmer’s Market, previously handled by the CMO for years, will be moved to the Department
of Health and Human Services, beginning March 1, 2008 with the retirement of Jean Speyer.
Since the Health Department handles all other food-related licensing and enforcement activities, it
is appropriate to move this function to the Health Department.
Performance Report on FY 2007-2008 Major Program Objectives
• 	Work continues on the Strategic Plan and quarterly reports have been provided to the City Council.
Staff is currently reviewing the best way to update the Plan in 2008, two years after its adoption by
the City Council.
• 	Staff has evaluated and is considering recommending the purchase of a customer relationship
management system that would include both aldermanic and citizen requests which will provide
greater accountability over the timeliness of responding to such requests.
• 	Staff has put together an agenda process review team and is expected to complete its process review
in the first half of FY 09.
• 	The Human Resources Department Training Manager has been working on development of a
89

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City of Evanston
City Manager’s Office
curriculum for Customer Service Training, which will be rolled out in FY 09.
• 	As retirements have been announced, the CMO has taken the opportunity to reassign responsibilities
and improve operational efficiencies through alignment of services with departments, while achieving
significant budgetary savings.
• 	Efforts have begun, through the creation of a business improvement process which will enable the
organization to move toward higher performance and continuous improvement as part of the overall
culture.
• 	Leadership development training has begun including all levels of the organization in the first training
session. It is intended that additional staff will go through the Evanston Leadership Development
Process in FY 09 to build a strong base of new leadership for the organization, and to improve on our
professional development opportunities for new leaders. As the new executive team is formed in
2008, team-building training will occur.
2008-2009 Department Initiatives
1. 	Continue implementation of the City's Strategic Plan
2. 	Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen
inquiries and police-service requests, and to provide updates to the aldermen
3. 	Refine and streamline the agenda process
4. 	Continue to coordinate efforts to improve customer service throughout the organization
5. 	Review organizational structure and implement strategic and operational improvements
6. 	Coordinate efforts to move the City towards higher performance and continuous improvement
7. 	Coordinate leadership development with a focus on team-building
90

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City of Evanston
City Manager’s Office
1505 – City Manager’s Office
Description of Major Activities
The City Manager and the staff of the City Manager's Office develop and analyze public policy alternatives and direct
the administration and execution of the policies and goals formulated by the City Council. Responsibilities include:
advising the Council on present and future financial, personnel, and program needs; implementing immediate and
long-range City priorities; establishing procedures which will assist the City in serving its citizens; and supervising all
City departments. Additionally, staff is involved in coordinating large-scale, economic development projects as well
as program evaluation and policy analysis.
The City Manager's Office coordinates the preparation of the City Council agenda, reviews all items before governing
body consideration, and responds to inquiries from citizens and elected officials. Its members work closely with the
public to resolve service delivery problems as well as disseminate information about the City's policies. Staff
monitors legislation both in Springfield and Washington, D.C. to determine the potential impact on Evanston
residents, businesses, and government. Additionally, the office staffs the Council Rules Committee, and works with
the committee to coordinate lobbying efforts. The office also responds to a wide variety of general inquiries.
FY 2008-2009 Objectives
• 	Continue implementation of the City's Strategic Plan
• 	Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and
police-service requests, and to provide updates to the aldermen
• 	Refine and streamline the agenda process
• 	Continue to coordinate efforts to improve customer service throughout the organization
• 	Review organizational structure and implement strategic and operational improvements
• 	Coordinate efforts to move the organization toward higher performance and continuous improvement
• 	Coordinate leadership development with a focus on team-building
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of aldermanic, police-service, and citizen
requests
853 	950 	1,000
Prepare agendas and materials for regular and special
Council and A&PW meetings
52 	52 	52
Film permits 	29 	N/A 	N/A
Sidewalk cafes 	36 	N/A 	N/A
Raffle permits 	51 	N/A 	N/A
Loudspeaker permits 	57 	N/A 	N/A
Approved Adjustments in 2008-2009 Budget
91

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CITY OF EVANSTON
CITY MANAGER
1505
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1505 CITY MANAGER
61010 REGULAR PAY 	700,300 	757,700
61210 LONGEVITY 	3,200 	3,200
61510 HEALTH INSURANCE 	71,800 	72,700
61615 LIFE INSURANCE 	700 	700
61625 AUTO ALLOWANCE 	18,400 	18,400
61710 IMRF 	68,900 	56,800
61725 SOCIAL SECURITY 	35,800 	46,600
61730 MEDICARE 	10,600 	10,900
62210 PRINTING 	500 	500
62275 POSTAGE CHARGEBACKS 	500 	500
62280 OVERNIGHT MAIL CHARGES 	100 	100
62285 COURIER CHARGES 	200 	200
62295 TRAINING & TRAVEL 	2,000 	14,400
62360 MEMBERSHIP DUES 	15,000 	10,000
62458 OUTSIDE COPY SERVICES 	3,000 	3,000
64540 TELECOMMUNICATIONS - WIRELESS 	700 	700
65010 BOOKS, PUBLICATIONS, MAPS 	600 	600
65095 OFFICE SUPPLIES 	1,500 	1,500
1505 CITY MANAGER 	933,800 	998,500
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City of Evanston
City Manager’s Office
1510 – Public Information
Description of Major Activities
The City Manager's Office of Community Information provides information to the community on a broad range of
programs, services, issues, and policies through publication of the City Newsletter, the City website, and other media.
The Community Information Coordinator prepares press releases, creates brochures and other informational
materials, and organizes educational efforts to better inform community members and present a unified and cohesive
look to all departments and services.
The Coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the
coordinator plans and conducts public relations programs, activities, and special events designed to create, improve
and maintain a favorable public image for the City.
The Coordinator works daily with the City's web site to confirm that all information is timely, to determine the priority
and presentation of content, and to assist department staff in creating more copy when necessary. The coordinator
works closely with the Information Systems web developer and programming staff to create appropriate web pages
and interactive programs to improve community communications.
The "City Beat" employee newsletter is produced monthly by this office to improve internal communications, educate
employees on programs and policies, and increase morale.
The Public Information Office also manages operations of the City-owned radio station on a daily basis.
Community Information staff also serves as liaison between the City and the cable operator, tracking and monitoring
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
committee meetings, hearings, or presentations. For a cost and by request, videotaped copies of these meetings are
provided to residents. Staffing support is also available to departments engaged in video production. Routine and
emergency public-information broadcasts are programmed and transmitted on the City cable channel.
FY 2008-2009 Objectives
• 	Create brochure for new residents to accompany City/Chamber New Resident packages.
• 	Complete communication plan that will direct the activities of the Community Information Office.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Highlights newsletter 	4 	4 	4
CityBeat newsletter 	10 	8 	8
Electronic newsletter and updates 	40 	40 	40
Consumer cable complaints monitored per month 	5 	5 	5
Cablecast meetings broadcast per year 	48 	48 	48
Videotape copies of public meetings 	15 	15 	4
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
PUBLIC INFORMATION
1510
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1510 PUBLIC INFORMATION
61010 REGULAR PAY 	78,900 	79,800
61510 HEALTH INSURANCE 	9,900 	9,300
61615 LIFE INSURANCE 	100 	100
61710 IMRF 	6,300 	6,000
61725 SOCIAL SECURITY 	3,200 	4,900
61730 MEDICARE 	1,000 	1,200
62210 PRINTING 	28,000 	32,000
62275 POSTAGE CHARGEBACKS 	10,500 	500
62315 POSTAGE 	19,000 	21,000
62360 MEMBERSHIP DUES 	800 	400
62380 COPY MACHINE CHARGES 	800 	1,500
62458 OUTSIDE COPY SERVICES 	700 	9,000
62506 WORK-STUDY 	700 	1,000
62665 CONTRIB TO OTHER AGENCIES 	338,000 	353,000
65010 BOOKS, PUBLICATIONS, MAPS 	100 	100
65095 OFFICE SUPPLIES 	200 	4,200
1510 PUBLIC INFORMATION 	498,200 	524,000
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City of Evanston
City Manager’s Office
1520 – Office of Emergency Preparedness
Description of Major Activities
A state-accredited organization, the Office of Emergency Preparedness provides an all-hazards response to large
scale emergency situations. This business unit coordinates all emergency preparedness efforts of the City, including
working with businesses, hospitals, schools and residents to educate them on the City's plan and their own need for
emergency planning. Staff coordinates the City's organizational resources for response in the event of emergency
and will also be responsible for seeking out additional grant funding from state and federal sources. Functional
emergency training and exercising as well as National Incident Management System (NIMS) compliance will be
provided. The City’s emergency operations plan is updated biennially. This plan is designed to provide guidance and
instruction in times of disaster. It includes a current resource list so that materials needed during an emergency can
be identified and made readily available. Members of the Community Emergency Response Teams (CERTS) and
Medical Reserve Corps (MRC) are trained and available for activation in time of local emergency. The Emergency
Preparedness Manager administers this program.
FY 2007-2008 Objectives
• 	Increase public education in dealing with emergency situations by making 10 family preparedness presentations
to community groups by February, 2009.
• 	Utilizing the Federal NIMSCAST guidance documents, develop 4 internal training programs for municipal
employees by September, 2008.
• 	Increase Strategic National Stockpile (SNS) distribution capabilities by completing a functional exercise in April,
2008.
• 	To improve City/State emergency management coordination, attend GROOVE software training and implement
with senior city management by June, 2008.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Planning/Training sessions 	20 	39 	45
Submit objectives statement to State 	4 	4 	4
Disaster exercises/incident responses 	6 	8 	10
Emergency Operation Plan Update 	N/A 	August, 2007 	N/A
Federal funding submission 	August, 2006 	August, 2007 	August, 2008
Quarterly reports to the State 	4 	4 	4
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
OFFICE OF EMERG. PREPAREDNESS
1520
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1520 OFFICE OF EMERG. PREPAREDNESS
61010 REGULAR PAY 	127,700 	32,400
61065 SPECIAL PROJECT EMPLOYEES 	10,000 	10,000
61510 HEALTH INSURANCE 	9,900 	2,300
61615 LIFE INSURANCE 	100 	100
61630 SHOE ALLOWANCE 	200 	200
61710 IMRF 	10,200 	2,400
61725 SOCIAL SECURITY 	7,900 	2,000
61730 MEDICARE 	1,900 	500
62210 PRINTING 	500
62245 OTHER EQMT MAINTENANCE 	2,000 	7,000
62275 POSTAGE CHARGEBACKS 	400
62295 TRAINING & TRAVEL 	500 	500
62305 RENTAL OF AUTO-FLEET SER 	9,200 	9,200
62355 LAUNDRY/OTHER CLEANING 	500
62360 MEMBERSHIP DUES 	300 	300
62375 RENTALS 	500 	500
62380 COPY MACHINE CHARGES 	500 	300
64005 ELECTRICITY 	200
64540 TELECOMMUNICATIONS - WIRELESS 	3,300
65010 BOOKS, PUBLICATIONS, MAPS 	400 	400
65020 CLOTHING 	2,000
65085 MINOR EQUIPMENT & TOOLS 	400 	400
65090 SAFETY EQUIPMENT 	400
65095 OFFICE SUPPLIES 	400 	400
65125 OTHER COMMODITIES 	300 	200
65620 OFFICE MACH. & EQUIP. 	14,000 	900
1520 OFFICE OF EMERG. PREPAREDNESS 	196,600 	77,100
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City of Evanston
Business and Information Services
1525 – Miscellaneous Business Operations
Description of Major Activities
The Miscellaneous Business Operations element provides funds for purposes unanticipated at the time of budget adoption.
For example, this unit may be used to fund unanticipated salary adjustments for City employees or for other purposes in which
it may become necessary to appropriate funds mid-year. In addition, over expenditures or over estimation of revenues within
the General Fund are balanced through the use of these funds.
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
MISC. BUSINESS OPERATIONS
1525
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1525 MISC. BUSINESS OPERATIONS
62180 STUDIES 	102,200 	100,000
62661 FOREIGNFIRE INSURANCETAX BOARD 	50,000 	50,000
66060 KEEP AMERICA BEAUTIFUL 	5,000 	5,000
68205 CONTINGENCIES 	32,137 	200,000
1525 MISC. BUSINESS OPERATIONS 	189,337 	355,000
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City of Evanston
City Manager’s Office
1530 – Youth Engagement Division
Description of Major Activities
The Youth Division is housed in the City Manager’s Office. The Youth Division oversees the planning, coordinating,
supplementation and consolidation of activities of the public, private and religious agencies devoted to the welfare
and development of youth. The Youth Division focuses on the development and funding of programs that encourage
positive youth development that seeks to engage youth in recreational, vocational, cultural and community
involvement. Responsibilities also include the monitoring and coordination of comprehensive goals and action plans
for the youth of the Evanston community as well as supporting City Council youth polices and recommendations.
FY 2008-2009 Objectives
• 	Sponsor and coordinate the annual Youth Summit
• 	Establish a Youth Commission
• 	Continue to update centralized teen website
• 	Build network of teens to distribute YEI information via MySpace and Facebook
• 	Sponsor the 10 Work-Study Evanston Township High School students
• 	Coordinate continued Workforce Development group meetings to develop city-based employment program
• 	Work with Human Relations Division to strengthen the curriculum for the Summer Youth Employment Program
• 	Work with Human Relations Division to establish Teens & Technology Program
• 	Lead the effort to establish and monitor city wide goals for the youth
• 	Develop a plan to monitor performance and outcome measures for city-funded youth programs
FY 2008-2009 Objectives
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Hire a youth coordinator 	N/A 	July 23, 2007 	N/A
Sponsor 10 Work-Study ETHS students 	4 	8 	10
Youth participating in Youth Council 	0 	15 	20
Youth participating in Youth Summit 	0 	65 	150
Establishing Youth Division Website 	0 	Sept. 20, 2007 	N/A
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
YOUTH ENGAGEMENT DIVISION
1530
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1530 YOUTH ENGAGEMENT DIVISION
61010 REGULAR PAY 	40,000 	47,600
61060 SEASONAL EMPLOYEES 	27,300 	24,400
61510 HEALTH INSURANCE 	9,900 	9,300
61615 LIFE INSURANCE 	100 	100
61710 IMRF 	3,200 	3,600
61725 SOCIAL SECURITY 	2,500 	4,400
61730 MEDICARE 	600 	1,000
62185 OTHER CONSULTING SERVICES 	23,500 	10,000
62275 POSTAGE CHARGEBACKS 	300 	300
62295 TRAINING & TRAVEL 	1,200 	1,200
62380 COPY MACHINE CHARGES 	2,000 	2,000
62490 OTHER PROGRAM COSTS 	3,000
62735 INTERDEPT. OTHER CHARGES 	3,200
64540 TELECOMMUNICATIONS - WIRELESS 	600
65010 BOOKS, PUBLICATIONS, MAPS 	200 	200
65025 FOOD 	2,000
65095 OFFICE SUPPLIES 	300 	300
65555 PERSONAL COMPUTER EQUIPMENT 	1,500
67106 YOUTH OUTREACH TEAMS 	38,000
1530 YOUTH ENGAGEMENT DIVISION 	150,600 	113,200
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City of Evanston
City Manager’s Office
1535 – Sustainability Grant
Description of Major Activities
The City of Evanston will establish an office of sustainability and hire a specialist who will be responsible for working
with all City departments to evaluate and implement initiatives that are both environmentally sensitive and
sustainable. This position will also be responsible for obtaining funding from all available sources, including grants
and cost savings to make the program cost-neutral. Efforts will include increasing the level of environmental
education, leveraging existing programs, and resources, and providing information to the public in conjunction with
the Community Information Coordinator.
FY 2008-2009 Objectives
• 	Establish and maintain a city wide Environmental Management System to improve and manage city
environmental practices to set an example, ensure compliance and operate efficiently. The environmental
management system will help the City to:
o 	Establish environmental management programs for strategic environmental planning, integration across
departments, increase environmental training and awareness and establish performance measures
o 	Establish standards for energy conservation, water conservation and waste reduction
o 	Establish an environmental leadership team to maintain benchmarks with other communities and
organizations and establish assessment procedures for compliance with applicable laws, and
environmental conditions
o 	Establish metrics and long-term environmental goals by department, with an acknowledgement and
reward program
o 	Establish recognition programs for voluntary projects that save money and meet City’s environmental
high-level goals
• 	Prioritize sustainability initiatives proposed through a survey of departments city-wide
• 	Work with various departments to identify and take advantage of opportunities for more environmentally sensitive
and sustainable use of resources, such as the parks system and the lakefront
FY 2008-2009 Objectives
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Write grant proposals 	N/A 	2 	4
Participate in meetings related to Sustainability Programs
both internal and external to the City
N/A 	12 	24
Work with Community Information Coordinator to create
Sustainability news releases
N/A 	3 	6
Attend seminars to keep current with the field and bring new
information/initiatives to the City
N/A 	6 	6
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
SUSTAINABILTY GRANT
1535
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1535 SUSTAINABILTY GRANT
61010 REGULAR PAY 	52,000 	56,300
61510 HEALTH INSURANCE 	9,900 	9,300
61615 LIFE INSURANCE 	100 	100
61710 IMRF 	4,100 	4,200
61725 SOCIAL SECURITY 	3,200 	3,500
61730 MEDICARE 	800 	800
65125 OTHER COMMODITIES 	4,900 	4,900
1535 SUSTAINABILTY GRANT 	75,000 	79,100
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City of Evanston
Business Performance and Technology Division
1550 – Business Performance and Technology Administration
Description of Major Activities
The Business Performance and Technology Division (BPAT) is a new area responsible for the successful
implementation and support of all major business process improvement and technology initiatives undertaken by the
City. It consists of three business units:
• 	Information Systems;
• 	Geographic Information Systems;
• 	Performance Management.
Information techology and performance management affect every aspect of the City’s delivery of services. Our
internal and external customers expect and deserve open access to all City services in a customer-centric, secure,
and reliable fashion.
To accomplish this, we need systems and business practices that are rigorously assessed, streamlined as necessary,
and measured regularly. This can be accomplished by strategically implementing a shared vision for technology
deployment and business process improvement that will advance the City’s overall goals and objectives.
In February 2007, BPAT folded this shared vision – along with a mission, values, goals, and objectives – into the
City’s first Business Peformance and Technology Strategic Plan. The purpose of this Plan was to establish the
roadmap and framework required to fully utilize information technology and performance management in pursuit of
the City’s overall vision to become the “most livable city in America.”
In pursuit of the goals and objectives in the BPAT Strategic Plan, Division staff commit themselves to the following
vision and mission:
VISION – We will be our customers’ trusted partner and the premier provider of business
performance and technology services.
MISSION – We will provide responsive and valued business performance and technology services
that are innovative and cost-effective.
We are proud to say that the City of Evanston’s Business Performance and Technology Strategic Plan was the only
plan to receive honorable recognition for the “2007 Richard Goodman Strategic Planning Award” given by the
Association for Strategic Planning. This Plan will continue to evolve as the needs of our internal and external
customers change, but our vision and mission will not change. Instead, they will remain the guiding principles for
BPAT and for the decisions we make regarding the deployment of new technology and the innovative ways in which
we help the City improve service to its citizens.
FY 2008-2009 Objectives
• 	Continue the implementation of the BPAT Strategic Plan and make adjustments to the plan as needed
• 	Develop and begin to implement a plan to make Evanston an award winning and world class “Digital City” as
defined by the Center for Digital Government
• 	Continue to develop strong partnerships with other City departments and ensure that BPAT is doing
everything it can to help them achieve their goals and objectives
• 	Expand the opportunities for citizens to interact with the City in an electronic fashion (e.g., pay parking
tickets online; apply for jobs online; and enter service requests online)
• 	Expand the functional offering of the City’s internal and external websites and make the websites the “hub”
for citizen and employee interaction with each other and with the City
• 	Develop and implement an affordable and efficient strategy for technology-related disaster recovery
• 	Continue to improve internal customer service in the areas of computer help desk, application development,
network administration, web development, application implementation, training, mapping, business process
improvement, and performance measurement
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City of Evanston
Business Performance and Technology Division
1550 – Business Performance and Technology Administration
2008-2009 Performance Initiatives
Performance Measures 	2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of employees rating the
Professionalism of BPAT staff as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 	86.3% 	90%
2. Percentage of employees rating the Timeliness
of BPAT service as “very good” or “good.” (Data
source: Internal Service Survey)
N/A 	66.1% 	70%
Comment: 2007-2008 data reflect employees
indicating that they used BPAT services during 2007.
Data were collected through the January 2008 Internal
Service Survey.
3. Number of Service Desk requests received.
(Data source: Department Data)
3,132 	4,584 	4,800
Comment: Data collected through the BPAT Service
Desk software.
4. Number of projects completed by BPAT (Data
source: Department Data)
N/A 	47 	55
Comment: Data collected through the BPAT project
tracking system.
Approved Adjustments in 2008-2009 Budget
104

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CITY OF EVANSTON
BIS PERFORMANCE & TECHNOLGY
1550
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1550 BIS PERFORMANCE & TECHNOLGY
61010 REGULAR PAY 	129,500
61055 TEMPORARY EMPLOYEES 	2,500
61510 HEALTH INSURANCE 	9,300
61710 IMRF 	9,700
61725 SOCIAL SECURITY 	8,100
61730 MEDICARE 	1,900
62185 OTHER CONSULTING SERVICES 	5,000
62210 PRINTING 	500
62275 POSTAGE CHARGEBACKS 	200
62295 TRAINING & TRAVEL 	3,000
62360 MEMBERSHIP DUES 	500
62380 COPY MACHINE CHARGES 	1,000
65010 BOOKS, PUBLICATIONS, MAPS 	1,000
65095 OFFICE SUPPLIES 	1,500
65555 PERSONAL COMPUTER EQUIPMENT 	500
1550 BIS PERFORMANCE & TECHNOLGY 	174,200
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City of Evanston
Business Performance and Technology Division
1555 – Information Systems
Description of Major Activities
Information Systems (IS) exists to provide state-of-the-art technology products and services to our internal and external
customers. Services include:
• 	Desktop and Handheld Services. Support for personal computers, laptops, and handheld devices. Support for
all applications operating on these devices including the Microsoft Office suite of applications.
• 	Web Services. Hosting, design, and deployment of the City of Evanston’s external and internal web sites.
• 	Application Development Services. Internal application design and development for systems that cannot be
readily purchased as off-the-shelf products.
• 	Telecommunication Services. Responsibility for all land based telephones, telephone switches, call
accounting, and voice mail. The management of all commercial voice communications carrier services, Internet
services, and Internet Service Providers.
• 	Architecture and Infrastructure Services. Management of the wired and wireless computer networks
including the City’s local and wide area fiber network connecting all facilities. This includes the databases,
firewalls, security services, application file servers, and print servers that are on the network.
• 	Training Services. Citywide technology training on applications such as Microsoft Word, Excel, PowerPoint,
and Outlook.
FY 2008-2009 Objectives
The goals and objectives for IS are detailed in the Business Performance and Technology Division’s Strategic Plan
Specifically for FY 2008-2009, IS intends to focus on the following initiatives:
• 	Finalization of the implementation of a new internal BPAT Service Desk application;
• 	Implementation of a new internal web portal for employees;
• 	Development of a wireless strategy for emergency management, city buildings, and public access;
• 	Improvement of disaster recovery and failover mechanisms and procedures;
• 	Support of numerous large-scale technology-based initiatives such as systems that support building
permitting/inspections, field reporting, and citizen request management.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Estimated
2008-2009
Projected
BASE SUPPORT
Number of with network accounts 	1103 	1113 	1128
Number of personal computers supported 	655 	665 	680
Number of locations supported 	15 	17 	17
Number of application and network servers supported 	46 	50 	55
Number of printers supported 	No data 	380 	385
Number of telephone users supported 	919 	919 	925
WEB STATISTICS
WEB site average number of daily visitors 	2130 	2500 	3000
WEB site annual unique visitors 	393,290 	429,000 	495,000
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City of Evanston
Business Performance and Technology Division
1555 – Information Systems
SERVICE DESK REQUESTS
Requests per year 	3,132 	3,800 	4,000
Average days to close a request 	4.4 Days 	4.5 Days 	4.6 Days
Percent of requests resolved within one day 	51% 	48% 	54%
Percent of requests resolved within two days 	58% 	55% 	60%
TRAINING
Users trained in computer concepts and Word 	250 	450 	100
Users trained in Excel 	0 	35 	75
Users trained in Email, Outlook, & Internet 	57 	50 	75
Users trained in other business applications 	5 	250 	350
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
INFORMATION SYSTEMS
1555
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1555 INFORMATION SYSTEMS
61010 REGULAR PAY 	1,040,400
61050 PERMANENT PART-TIME 	40,500
61210 LONGEVITY 	4,600
61510 HEALTH INSURANCE 	111,000
61710 IMRF 	78,700
61725 SOCIAL SECURITY 	67,000
61730 MEDICARE 	15,700
62175 IS SERVICES 	50,000
62250 COMPUTER EQUIPMENT MAINT 	92,700
62305 RENTAL OF AUTO-FLEET SER 	6,600
62340 COMPTER LICENSE & SUPP 	461,000
62341 INTERNET SOLUTION PROVIDERS 	6,100
62360 MEMBERSHIP DUES 	1,000
64505 TELECOMMUNICATIONS - CARRIER L 	146,500
64510 TELECOMMUNICATIONS EQUIPMENT 	14,600
64515 TELECOMMUNICATIONS EQUIPMENT M 	6,200
64540 TELECOMMUNICATIONS - WIRELESS 	43,300
64545 PERSONAL COMPUTER SOFTWARE 	9,900
65095 OFFICE SUPPLIES 	56,000
65555 PERSONAL COMPUTER EQUIPMENT 	140,000
65605 PBX (LICENSE & SUPPORT FEES) 	9,300
65615 WAN CONNECTIONS/LINE CHARGES 	24,000
1555 INFORMATION SYSTEMS 	2,425,100
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City of Evanston
Business Performance and Technology Division
1560 – GIS Division
Description of Major Activities
Geographic Information Systems (GIS) exists to provide map-based services to internal and external customers.
Evanston's GIS application is used for capturing, managing, and analyzing spatial data and associated attributes. GIS
was created to offer a better way to organize, view and analyze data elements about Evanston such as addresses,
crimes, tax parcels, buildings, streets, water meters, parks, political boundaries, etc. Currently, Evanston's GIS is
comprised of over 600 layers of information which are maintained, studied, and analyzed together in a visual context.
The goal of Evanston's GIS division is to make this information easily available to all employees and residents. The
ability to view and analyze this information allows people to be more informed, more efficient, and to make better
decisions.
GIS provides many services to City of Evanston departments and residents including:
• 	Mapping. Includes maps in the form of black & white or full color cartography in a variety of sizes ranging
from 8.5” x 11” sheets up to 42” wide large format plots. Our many standard maps are available as free PDF
downloads on the City’s web site or in the City Clerk’s office for a nominal fee. Custom maps are produced
on an “as needed” basis.
• 	Web Mapping. Includes the design and administration of the City of Evanston’s external and internal web
mapping applications. Popular examples include the parcel browser and the “About My Place” property
information lookup service.
• 	Data Analysis. Includes proximity buffering, demographics study using Census Bureau data, density
mapping to find “hot spots”, 3D modeling and network routing.
• 	Data Creation and Maintenance. On the underlying GIS data, such as parcels and addresses that serve as
the base for all analysis and cartography, are ongoing tasks. Data are also created as needed for specific
projects.
• 	Systems Integration. Involves adding GIS components or data to existing or new enterprise software.
• 	Training, Support on Web and Desktop GIS Applications. Depending on the scope of the associated
project, training may be conducted in-house by GIS staff or offsite by specialized trainers.
FY 2008-2009 Objectives
The goals and objectives for GIS are detailed in the Business Performance and Technology Division’s Strategic Plan
Specifically for FY 2008-2009, GIS intends to focus on the following initiatives:
• 	Increase exposure and knowledge of GIS services by hosting GIS Day events in November of
2008
• 	Increase exposure and knowledge of GIS services by producing a local cable access program
showcasing our GIS offerings
• 	ArcServer architecture implementation. ArcServer represents a major shift and advance in our GIS
technological infrastructure.
• 	According to the BP&T Strategic Plan, the GIS Division will play a lead role in four major BP&T projects
during FY08
• 	Create user groups for field Cityworks GIS users to ensure consistent training, gather feedback and use
products to full potential
• 	Serve as the lead division for the City in the US Census Bureau’s LUCA (Local Update of Census
Addresses) Program. Completion of the LUCA program will ensure the most complete and correct count of
Evanston citizens for the 2010 Census.
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CITY OF EVANSTON
GEOGRAPHIC INFORMATION SYS.
1560
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1560 GEOGRAPHIC INFORMATION SYS.
61010 REGULAR PAY 	223,300
61210 LONGEVITY 	3,100
61510 HEALTH INSURANCE 	27,800
61710 IMRF 	19,200
61725 SOCIAL SECURITY 	14,800
61730 MEDICARE 	3,500
62210 PRINTING 	800
62250 COMPUTER EQUIPMENT MAINT 	3,000
62295 TRAINING & TRAVEL 	1,000
62340 COMPTER LICENSE & SUPP 	26,700
62360 MEMBERSHIP DUES 	200
62500 TECHNICAL INFORMATION SERVICES 	5,000
64545 PERSONAL COMPUTER SOFTWARE 	2,000
65095 OFFICE SUPPLIES 	1,500
1560 GEOGRAPHIC INFORMATION SYS. 	331,900
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City of Evanston
Business Performance and Technology Division
1565 – Performance Management
Description of Major Activities
The Performance Management Division is responsible for identifying and implementing ways in which the City of
Evanston can conduct business more effectively and efficiently. With an eye on improving the citizen experience and
ensuring that City resources are used in the most effective manner possible, PM staff conduct business process
improvement initiatives for City departments and deploy new technology where and when necessary. PM is also
responsible for implementing and supporting the City’s Performance Management program. Services include:
Consulting and Planning
• 	Consult with departments on ways to use information technology to improve business processes
• 	Identify new technologies to allow staff to be more productive/effective
• 	Evaluate software products and make purchasing recommendations
• 	Manage the application procurement process from Request for Proposal development through contract
negotiations
• 	Stay abreast of current and emerging packaged applications and be an information resource for City
departments
Project Management
• 	Provide project management in the implementation of new systems and applications
• 	Function as liaison between end user departments and Information Services when implementing new
technology
• 	Manage vendor relationships during and after application implementations
Business Process Improvement (BPI)
• 	Educate departments on the BPI methodology and encourage participation in the process
• 	Identify opportunities for making business processes more efficient and for improving internal and external
customer service
• 	Analyze the costs and benefits of business process improvement initiatives
• 	Develop and execute plans for making improvements
• 	Monitor progress and quantify the benefits of each improvement
Functional Business Applications Support
• 	Provide support for end-user applications (e.g., IRIS and BES)
• 	Work with application vendors to resolve end-user issues
• 	Analyze call trends and identify areas for increase training and knowledge transfer
• 	Create training documentation and administer end-user application training
• 	Provide application-specific services in support of teaching and learning
Implement and Support the City’s Performance Management Program
• 	Work with City departments to identity output and outcome measures that accurately represent what a
department does and how well it does it
• 	Supply output information to the International City/County Management Association on an annual basis
• 	Identify areas for improvement based on analysis of output and outcome measures
FY 2008-2009 Objectives
The goals and objectives for IS are detailed in the Business Performance and Technology Division’s Strategic Plan.
Specifically for FY 2008-2009, PM intends to focus on the following initiatives:
• 	Expand the City’s Performance Management Program, including increasing number of performance
measures and assisting departments in the development of data collection tools
111

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City of Evanston
Business Performance and Technology Division
1565 – Performance Management
• 	Use standard business process improvement techniques to improve customer service and streamline
inefficient and costly business functions
• 	Implement automated workflow system for managing and routing incoming service requests from citizens
• 	Complete implementation of upgrade to Building’s permitting and licensing application (Accela Automation)
• 	Complete the implementation of a new water utility billing system
• 	Complete the outsourcing of the citation management payment process
• 	Complete the implementation of a new internal and external camera system for the Police Department
• 	Implement automated online solution for Human Resources to streamline the recruitment process including
workflows, auto-generated letters and notifications and an improved website for potential candidates to
apply online for positions
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of technology and BPI projects completed 	N/A* 	17 	22
Number of help desk calls per year pertaining to packaged applications 	N/A* 	404 	425
Number of employees trained in the use of packaged applications 	N/A* 	280 	300
*Performance Management was formed on March 1, 2007. Therefore, no prior data exists.
Approved Adjustments in 2008-2009 Budget
112

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CITY OF EVANSTON
BIS PERFORMANCE MANAGEMENT
1565
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1565 BIS PERFORMANCE MGMNT
61010 REGULAR PAY 	239,100
61510 HEALTH INSURANCE 	27,800
61710 IMRF 	18,000
61725 SOCIAL SECURITY 	14,800
61730 MEDICARE 	3,400
1565 BIS PERFORMANCE MGMNT 	303,100
113

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City of Evanston
Legal Department
Three Year Fiscal History
$781,400 	$773,700
$674,366
$600,000
$700,000
$800,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund
Budget
0.82%
Legal
Total Full-Time Equivalent Positions
Employee Status Description 	Job Type Description
2008-2009
Position FTE
Legal Administration
Full-Time Regular 	Asst Corporation Counsel 	1.00
Full-Time Regular 	Exec Secretary (to Dept. Head) 	2.00
Full-Time Regular 	First Asst Corp Counsel 	1.00
Full-Time Regular 	Staff Attorney 	3.00
1705 Total 	7.00
Legal Department Total 	7.00
114

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City of Evanston
Legal Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1705 – Legal Administration 	674,366 	781,400 	717,600 	773,700
Total Expenditures: 	$ 674,366 	$ 781,400 	$ 717,600 	$ 773,700
Revenues:
56015 – Damage to City Property 	40,775 	65,000 	49,900 	40,000
Total Revenues: 	$ 40,775 	$ 65,000 	$ 49,900 	$ 40,000
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
• 	Completed review of HIPAA practices and policies. The City remains in compliance.
• 	Written policies have been developed as a part of the Emergency Preparedness Plan.
• 	The Civil Enforcement Team meets regularly and a comprehensive Nuisance Premises Ordinance has been
adopted. Inspection enforcement procedures are underway.
• 	The programmatic change for Risk Management transfer from the Department of Management, Business and
Information Services (BIS) was accomplished. However, upon the dissolution of BIS, the Risk Management
function - including Wormens Compensation - has been reassigned to the Legal Department.
2008-2009 Department Initiatives
• 	Legal training and management development for the Legal Department staff attorneys and continued
involvement of Assistant Corporation Council in Illinois Municipal League Home Rule Attorney Committee and
the Northwest Municipal Conference Attorney Committee.
• 	Continued support and participation in accomplishing Strategic Plan Goals for 2008-09.
• 	Reinstitute general review and modernization of the Evanston City Code.
• 	Review Tax Increment Financing (TIF) expenditures for existing TIF districts in conjunction with anticipated
expiration of existing TIFs.
2008-2009 Performance Initiatives
Performance Measure
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the Professionalism of Law
Department staff as “very good” or “good.” (Data source:
Internal Service Survey)
N/A 	82.6% 	86%
Percentage of employees rating the Timeliness of Law
Department service as “very good” or “good.” (Data source:
Internal Service Survey)
N/A 	51.3% 	54%
Comment: 2007-2008 data reflect employees indicating that they
used Law Department services during 2007. Data were collected
through the January 2008 Internal Service Survey.
115

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City of Evanston
Legal Department
1705 – Legal Department
Description of Major Activities
The Legal Department provides for and supervises all legal services for the City. The department provides legal
advice and/or opinions to the City Council and standing committees, City Manager, City staff, elected officials, and
City boards and commissions. The department drafts or reviews ordinances and resolutions and researches the
legal basis and constitutional limitations of home-rule authority on all legislative issues. The department represents
the City in housing and traffic court prosecutions, administrative review appeals of administrative adjudication and, as
necessary, at administrative adjudication hearings. The department represents or supervises attorneys in all general
litigation matters including, but not limited to, general tort litigation, personal injury, property damage, employment
discrimination, civil rights, and special assessment. The department prepares or reviews all contracts, leases,
easements and plats, and by request, provides advice on public bidding and purchase procedures.
The department, through the Insurance Fund, supervises the general liability third-party administration of claims. The
department recommends the purchase of insurance in all areas of exposure including general liability, all risk
property, ambulance attendants, inland marine, and crime. The department, in conjunction with the City Manager's
Office, reviews safety and risk issues and all third-party matters. The department is responsible for the risk transfer
and subrogation programs throughout the City.
FY 2008-2009 Objectives
• 	Complete review of Boards & Commissions as a goal of the Strategic Plan.
• 	Centralize all files (deeds, easement agreements, etc.) for City-owned properties.
• 	Develop a comprehensive franchise waste ordinance.
• 	Enhance the collection of outstanding municipal debts (e.g. fines, court judgments, etc.)
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Ordinance cases prosecuted (animal, aggressive
panhandling, curfew, disorderly conduct)
350 	411 	465
Traffic prosecution cases 	3,600 	5,313 	5,500
Ordinances written and/or reviewed 	202 	126 	165
Resolutions written and/or reviewed 	104 	84 	100
Opinions written 	60 	71 	135
Administrative adjudication (including appeals) 	90 	29 	40
Approved Adjustments in 2008-2009 Budget
116

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CITY OF EVANSTON
LEGAL ADMINISTRATION
1705
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1705 LEGAL ADMINISTRATION
61010 REGULAR PAY 	563,600 	558,300
61210 LONGEVITY 	1,500 	1,500
61510 HEALTH INSURANCE 	69,300 	64,700
61615 LIFE INSURANCE 	700 	700
61625 AUTO ALLOWANCE 	1,900 	1,900
61710 IMRF 	44,900 	42,200
61725 SOCIAL SECURITY 	23,300 	34,500
61730 MEDICARE 	7,000 	8,100
62130 LEGAL SERVICES - GENERAL 	35,000 	30,000
62275 POSTAGE CHARGEBACKS 	400
62295 TRAINING & TRAVEL 	5,000 	3,000
62345 COURT COST/LITIGATION 	7,500 	7,500
62360 MEMBERSHIP DUES 	3,000 	3,000
62380 COPY MACHINE CHARGES 	4,000 	4,000
64540 TELECOMMUNICATIONS - WIRELESS 	2,500 	2,500
65010 BOOKS, PUBLICATIONS, MAPS 	10,000 	10,000
65095 OFFICE SUPPLIES 	1,800 	1,800
1705 LEGAL ADMINISTRATION 	781,400 	773,700
117

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City of Evanston
Human Resources
Three Year Fiscal History
$1,771,200
$2,308,800
$1,405,586
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund
Budget
2.45%
Human Resources
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Human Resources General Support
Full-Time Regular 	Director, Human Resources 	1.00
Full-Time Regular 	HR Compensation & Benefits Manager 	1.00
Full-Time Regular 	Human Resources Assistant (2 @ 1 FTE) 	2.00
Full-Time Regular 	Human Resources Specialist (4 @ 1 FTE) 	4.00
1805 Total 	8.00
Human Resources Total 	8.00
118

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City of Evanston
Human Resources Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1805 – HR General Support 	1,405,586 	1,521,200 	1,556,700 	1,463,500
1810 – Benefits Admin. 	0 	250,000 	803,200 	845,300
Total Expenditures: 	$1,405,586 	$1,771,200 	$2,359,900 	$2,308,800
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
• 	For FY07-08, it its estimated that 80 full and part-time positions will be filled. Approximately 550 seasonal
employees were also processed during FY07-08.
• 	Two Police Officer testing cycles have been completed, one additional test may be scheduled for the remainder
of the fiscal year. A promotional exams for Police Sergeant will also be conducted.
• 	A Firefighter/Paramedic test was conducted in March 2007. Eighty individuals will be sent forward for additional
testing this year.
• 	One senior management position has been filled, Director of Human Resources.
• 	One union contract was successfully negotiated, including a process that will allow the City to work
collaboratively to reduce ever-increasing health insurance costs in the future.
• 	Strategic Plan initiatives relating to Customer Service include implementing training for all employees including
strateiges for providing excellent customer service.
• 	Strategic Plan initiatives relating to recruiting and retaining excellent employees include increasing attendance at
career days and job fairs and increasing diversity amongst applicants.
• 	Strategic Plan initiatives relating to recruiting and retaining excellent employees include implementing an
orientation for new employees to the City of Evanston later this year.
• 	A reorgainzation has resulted in a decision to move workers’ compensation from Human Resources to Legal. A
transition plan is currently developed and will be subsequently implemented. The move is expected to be
completed by the end of the year.
• 	A volunteer plan will be developed as it relates to the City’s Disaster Preparedness Plan by the end of the
calendar year.
• 	An updated Equal Employment Opportunity Plan will be completed by the end of the calendar year.
• 	The updated Personnel Manual will be reviewed by labor counsel and management staff and be made available
by the end of the calendar year.
• 	Automation of several forms should be completed by the end of the calendar year, such as the application for
employment.
• 	The Health Care Cost Containment Committee will conclude meeting and report out relative to strategies to
reduce health care costs by the end of November.
2008-2009 Department Initiatives
• 	Implement a wellness program to help to reduce costs associated with health care by December of 2008.
• 	Implement a succession planning program by July of 2008.
• 	Develop and implement a supervisor training program for new supervisors and other indentified employees by
Sepember of 2008.
• 	Develop and offer training as indentified by risk manament to reduce liability related to property and liability and
workers’ compensation injuries by September 2008.
• 	Conduct a classification and compensation system study by September 2008.
119

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City of Evanston
Human Resources Department
• 	Review and update the performance appraisal system by September 2008.
• 	Conntinue the coordinated training program for City employees including basic organizational procedures
training, policy training, departmental technical training tracks, and individual skill needs throughout the fiscal
year.
• 	Continue Strategic Plan initiatives in the area of increasing diversity; such as, studies of comparable
communities in terms of compensation and benefits; targeted recruitment; exit interviews; and new employee
orientation.
2008-2009 Performance Initiatives
Performance Measures – Human Resources
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the
Professionalism of Human Resources staff as “very
good” or “good.” (Data source: Internal Service
Survey)
N/A 	61.8% 	65%
Percentage of employees rating the Timeliness of
Human Resources service as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 	37.4% 	39%
Comment: 2007-2008 data reflect employees indicating
that they used Human Resources services during
2007. Data were collected through the January 2008
Internal Service Survey.
Percentage of full-time employees that completes a
comprehensive orientation within 6 months of hire.
(Data source: Department staff)
N/A 	97% 	100%
120

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City of Evanston
Human Resources
1805 – Human Resources
Description of Major Activities
The Department of Human Resources is responsible for compliance in all human resources activities with applicable
local civil service ordinances and rules, State and Federal requirements, Equal Employment Opportunity guidelines
and union contracts. Actions regarding employees are reviewed and approved to ensure such compliance. Human
Resources provides ongoing assistance to the operating departments and employees in all areas of employment,
including recruitment, selection, position classification, salary administration, promotion, performance evaluation,
training, benefit administration, discipline, on-the-job injuries, disability, employee problems, and labor relations with
the City's four unions. Human Resources is the lead on Strategic Plan Goal Ten: "Promote a standard of excellence
and collaboration between staff and City Council to provide outstanding customer service to the citizens of Evanston."
Human Resources will now assume responsibility for investigating employee complaints regarding the EEO or sexual
harassment policies, for federal EEO recordkeeping and reporting, maintenance and updating of the City's Equal
Employment Opportunity Plan, and training for all City employees in diversity, and sexual harassment policies.
Finally, Human Resources will develop and implement programs to benefit all employees such as wellness and
leadership development.
FY 2008-2009 Objectives
• 	Implement a wellness program to help to reduce costs associated with health care by December of 2008.
• 	Implement a succession planning program by July of 2008.
• 	Develop and implement a supervisor training program for new supervisors and other identified employees by
September of 2008.
• 	Develop and offer training as identified by risk management to reduce liability related to property and liability and
workers’ compensation injuries by September 2008.
• 	Conduct a classification and compensation system study by September 2008.
• 	Review and update the performance appraisal system by September 2008.
• 	Continue the coordinated training program for City employees including basic organizational procedures training,
policy training, departmental technical training tracks, and individual skill needs throughout the fiscal year.
• 	Continue Strategic Plan initiatives in the area of increasing diversity; such as, studies of comparable
communities in terms of compensation and benefits; targeted recruitment; exit interviews; and new employee
orientation.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Civil Service Commission meetings 	13 	20 	20
Labor contract negotiated 	1 	1 	3
Training programs 	6 	12 	12
Positions filled – full time 	100 	90 	80
Positions filled – part time/seasonal 	100/550 	150/550 	84/550
Approved Adjustments in 2008-2009 Budget
121

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CITY OF EVANSTON
HUMAN RESOURCES GEN SUPPORT
1805
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1805 HUMAN RESOURCES GEN SUPPORT
61010 REGULAR PAY 	627,000 	606,300
61060 SEASONAL EMPLOYEES 	3,700 	3,700
61210 LONGEVITY 	3,100 	3,100
61510 HEALTH INSURANCE 	79,200 	74,000
61615 LIFE INSURANCE 	800 	800
61625 AUTO ALLOWANCE 	4,900 	4,700
61710 IMRF 	51,200 	45,800
61725 SOCIAL SECURITY 	26,700 	38,900
61730 MEDICARE 	8,000 	8,700
62130 LEGAL SERVICES - GENERAL 	500 	500
62160 EMPLOYMENT TESTING SERVICES 	75,000 	128,000
62185 OTHER CONSULTING SERVICES 	15,000
62235 OFFICE EQUIPMENT MAINT 	100
62270 MEDICAL/HOSPITAL SERVICES 	45,000 	45,000
62274 TEST ADMINISTRATION 	62,200 	50,200
62290 TUITION 	100,000 	75,000
62295 TRAINING & TRAVEL 	800 	3,800
62310 CITY WIDE TRAINING 	150,000 	100,000
62345 COURT COST/LITIGATION 	500 	500
62360 MEMBERSHIP DUES 	2,500 	3,000
62380 COPY MACHINE CHARGES 	4,000 	4,000
62512 RECRUITMENT 	75,000 	75,000
62630 UNEMP. COMP. & ADMIN. FEE 	150,000 	150,000
65010 BOOKS, PUBLICATIONS, MAPS 	1,000 	1,000
65095 OFFICE SUPPLIES 	5,000 	5,000
65125 OTHER COMMODITIES 	30,000 	36,500
1805 HUMAN RESOURCES GEN SUPPORT 	1,521,200 	1,463,500
122

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City of Evanston
Human Resources
1810 – Benefits Administration
Description of Major Activities
The Benefits Administration element, which is new for FY 2008-09, provides funds for various benefit expenditures,
such as sick leave payouts to individuals who conclude employment with the City, additional funds for health
insurance and prescription services contract renewals, and other health benefit related expenditures which occur
throughout the fiscal year. Previously, these expenditures were captured in the Miscellaneous Business Operations
Business unit in the City Manager’s Office.
Approved Adjustments in 2008-2009 Budget
123

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CITY OF EVANSTON
BENEFITS ADMINISTRATION
1810
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1810 HEALTH/DENTAL INS. OVER/SHORT
61420 ANNUAL SICK LEAVE PAYOUT 	300,000
61430 OTHER PAYOUTS 	301,100
61510 HEALTH INSURANCE 	250,000 	244,200
1810 HEALTH/DENTAL INS. OVER/SHORT 	250,000 	845,300
124

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City of Evanston
Finance Department
Three Year Fiscal History
$8,769,800
$9,436,200
$1,896,025
$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
$10,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund
Budget
10.03%
Finance Department
Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Finance General Support
Full-Time Regular 	Director, Finance 	1.00
Full-Time Regular 	Assistant Finance Director 	1.00
Full-Time Regular 	Finance Admin Assistant 	1.00
1905 Total 	3.00
Revenue Division
Full-Time Regular 	Revenue Manager 	1.00
Full-Time Regular 	License and Measure Inspector 	1.00
Full-Time Regular 	Clerk II 	4.00
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Finance Operations Coordinator 	1.00
Full-Time Regular 	Switchboard Operator 	1.00
Part-Time Regular 	Switchboard Operator ( 2 @ 0.5 FTE) 	1.00
1910 Total 	10.00
Payroll
Full-Time Regular 	Payroll Coordinator 	1.00
Full-Time Regular 	Payroll Manager 	1.00
1915 Total 	2.00
Accounting
Full-Time Regular 	Accountant 	1.00
Full-Time Regular 	Accounting Manager 	1.00
125

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City of Evanston
Finance Department
Finance Department
Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Full-Time Regular 	Bookkeeper 	1.00
Full-Time Regular 	Senior Accountant 	2.00
Full-Time Regular 	Accounts Payable Coordinator 	1.00
1920 Total 	6.00
Purchasing
Full-Time Regular 	Purchasing Coordinator 	1.00
Full-Time Regular 	Purchasing Manager 	1.00
Full-Time Regular 	M/W/EBE Program Coordinator 	1.00
Part-Time Regular 	Clerk I 	0.50
1925 Total 	3.50
Budget
Full-Time Regular 	Management Analyst 	2.00
1930 Total 	2.00
Admin. Adjudication
Full-Time Regular 	Administrative Adjudication Manager 	1.00
Full-Time Regular 	Administrative Adjudication Aide 	2.00
1935 Total 	3.00
Finance Total 	29.50
126

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City of Evanston
Finance Department
127
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
1905 – Finance General Support 	121,119 	335,000 	373,106 	366,500
1910 – Revenue Division 	747,618 	685,600 	830,411 	993,900
1915 – Payroll 	267,969 	202,400 	228,103 	206,400
1920 – Accounting 	452,985 	585,000 	646,348 	600,200
1925 – Purchasing/MWEBE 	305,591 	225,400 	262,735 	352,000
1930 – Budget 	743 	189,500 	187,275 	201,300
1935 – Admin. Adjudication (1635) 	0 	421,900 	375,438 	373,100
1940 – Misc. Exp/Transfers 	0 	6,125,000 	4,944,931 	6,342,800
Total Expenditures: 	$ 1,896,025 	$ 8,769,800 	$ 7,848,347 	$ 9,436,200
Revenues:
52570 – Administrative Adjudication 	95,000 	120,000 	120,000 	120,000
Total Revenues: 	95,000 	120,000 	120,000 	120,000
Notes for Financial Summary
Due to organizational restructuring, Administrative Adjudication was moved to Finance and is included in the fiscal
year 2008-09 Finance Department Budget Summary.
Also, due to operational restructuring, business unit 1940- Miscellaneous Expenditures and Transfers was created to
move general fund transfer dollars and miscellaneous business operations expenses from the City Manager’s budget
to the Finance Department.
Performance Report on FY 2007-2008 Major Program Objectives
a) The fiscal year 2007 CAFR (Comprehensive Annual Financial Report) was completed timely by August 31, 2007.
b) Both the Parking Citation Management System (Duncan) and the Licensing/Permit Management System (Accela)
are expected to be implemented March 2008.
c) An RFP for new utility billing software was prepared and mailed to selected vendors.
d) The budget function was successfully transitioned to the Finance Department.
e) A new Assistant Finance Director and Purchasing Manager began employment with the City in June 2007.
f) IRIS training was provided to new employees.
g) A refunding of prior issued debt was successfully accomplished, thus saving the City millions of dollars in interest
expense.
h) CIP was successfully transitioned to the Finance Department;.
i) The City received the GFOA distinguished budget award for FY2008.
j) A five year forecast for the General Fund and several other Funds was successfully completed.

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City of Evanston
Finance Department
2008-2009 Department Initiatives
• 	Continue training users on IRIS system
• 	Implement Payroll Disaster Plan
• 	Implement new Parking Citation Management System
• 	Implement new Utility Billing Software during Fall 2008
• 	Implementation of Revenue Division related licensing/Permit Management System
• 	Complete research and make recommendation for comprehensive Accounts Receivable (AR) software system
• 	Purchasing Division to publish an updated purchasing manual
• 	Support Accounting Division to continue to achieve and receive the GFOA Award for Excellence in Financial
Reporting
• 	Support Budget Division to continue to achieve and receive the GFOA award for Excellence
2008-2009 Performance Initiatives
Performance Measures 	2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percentage of employees rating the
Professionalism of Finance Department staff as
“very good” or “good.” (Data source: Internal
Service Survey)
N/A 	73.4% 	77%
Percentage of employees rating the Timeliness of
Finance Department service as “very good” or
“good.” (Data source: Internal Service Survey)
N/A 	56.9% 	60%
Comment: 2007-2008 data reflect employees
indicating that they used Finance Department services
during 2007. Data were collected through the January
2008 Internal Service Survey.
128

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City of Evanston
Finance Department
1905 – Finance General Support
Description of Major Activities
The Finance Director is responsible for the central financial functions of the City. Duties include providing technical
support and participating in the formulation and execution of the City's financial policies. The Finance Program
includes accounting, collections, financial services, purchasing, budget, and administrative adjudication. Direction and
coordination are also provided for the following six divisions:
• 	Accounting
• 	Collections
• 	Purchasing and Accounts Payable
• 	Payroll
• 	Budget
• 	Administrative Adjudication
The department is also responsible for management of the City's Minority/Women/Evanston Business Enterprise
program.
The department is responsible for investing the City's financial resources, which includes its short-term operating
cash, bond proceeds, reserve accounts, and any long term investments. The department is also responsible for the
issuance of all City debt in the form of bonds and/or loans. This includes the annual preparation of an official
statement, securing a financial rating, and issuing the subsequent debt.
FY 2008-2009 Objectives
• 	Reorganize Finance Department and incorporate a new Division: Administrative Adjudication
• 	Review debt structure of City to maximize opportunities
• 	Propose options to minimize the impact of an increase in property taxes due to the $140M pension liability
• 	Review all Funds and develop long term strategies to improve the fiscal health of the organization
• 	Incorporate SAS112 (internal controls) changes for 2008/09 enabling the City to continue to receive the
Government Finance Officers Association Award (GFOA) for Excellence in Financial Reporting
• 	Continue to excel in the Budget Division enabling the City to continue to receive the GFOA Award for excellence
in Budgeting
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Percent of available cash invested
99 	99 	99
Bond issuances 	1 	1 	2
Quarterly financial management reports 	4 	4 	4
Quarterly investment reports 	4 	4 	4
Approved Adjustments in 2008-2009 Budget
129

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CITY OF EVANSTON
FINANCE GENERAL SUPPORT
1905
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1905 FINANCE GENERAL SUPPORT
61010 REGULAR PAY 	252,700 	280,100
61510 HEALTH INSURANCE 	39,600 	27,800
61615 LIFE INSURANCE 	100 	100
61625 AUTO ALLOWANCE 	1,900 	1,900
61710 IMRF 	20,200 	21,100
61725 SOCIAL SECURITY 	10,400 	17,300
61730 MEDICARE 	3,100 	4,000
62275 POSTAGE CHARGEBACKS 	800 	800
62295 TRAINING & TRAVEL 	300 	7,200
62360 MEMBERSHIP DUES 	1,100 	1,600
62380 COPY MACHINE CHARGES 	1,400 	2,400
65010 BOOKS, PUBLICATIONS, MAPS 	900 	900
65095 OFFICE SUPPLIES 	1,200 	1,300
65625 FURNITURES & FIXTURES 	1,300
1905 FINANCE GENERAL SUPPORT 	335,000 	366,500
130

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City of Evanston
Finance Department
1910 – Revenue Division
Description of Major Activities
The City Collector's Office is the regulatory revenue-enforcement agency of the City of Evanston. It is the cashiering hub for
the City, centralizing the cashiering satellite stations in many departments. The Collector's Office receives $50 million
annually and makes deposits daily; all other City revenue and payment streams are processed through daily deposits
prepared by the satellite cashiering stations. The office also coordinates bank lockbox deposits originating from the bank
processing center as well as Internet deposit information generated from water bill and parking ticket payments via the City
website. In addition, the office is responsible for the credit card processing system used throughout the City.
The Collector's Office is directly responsible for the logistics and administration of several revenue generating streams,
collecting over $2 million in license revenues for General Fund purposes. These include the management of business
license regulatory matters, vehicle licensing (Wheel Tax), animal and taxi cab industry licensing and regulation. Many of
these activities are effectively accomplished by fostering relationships with partners and other departments within the
Evanston community.
The Fiscal Year ending February 28 of 2006 marked the first year the Mailroom/Switchboard/Front Desk
functions moved into the Revenue Division. The staff, now assisted by members of the revenue division
personnel, answer and rout incoming phone calls to the Civic Center switchboard, man the information desk at
the Civic Center Lobby and operate both the incoming and outgoing mailroom functions. The mailroom function
includes the processing of all first class, certified and insured U.S. Mail as well as United Parcel Service items.
FY 2008-2009 Objectives
• 	Implement new Parking Citation Management System
• 	Implementation of Revenue Division related Licensing/Permit Management System
• 	Finalize research and make recommendation for comprehensive Accounts Receivable (AR) software system.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Water bills processed total 	85,550 	85,500 	85,500
Avg # of delinquent accts/shut off cycle 	400 	390 	390
Actual # of accts sched./shut-off cycle 	60 	55 	55
Amount outstanding past due for shut off 	75,000 	70,000 	70,000
Internet water billing payments processed 	8,000 	8,500 	9,600.00
Number of OTC citation payments processed 	65,000 	60,000 	70,000
Lockbox parking-citation payments processed 	50,000 	50,000 	50,000
Number of vehicle stickers issued 	36,000 	37,000 	37,500
Number of business licenses processed 	2,500 	2,500 	2,500.00
Number of animal licenses issued 	2,700 	2,800 	2,800
Cigarette stamps issued 	1.25 million 	1.4 million 	1.3 million
Daily deposits prepared 	260 	260 	260
Subsidized taxi coupons sold 	45,000 	48,000 	48,000
Taxicab medallion business licenses issued 	140 	140 	140
Taxicab inspections 	560 	560 	560
Taximeter inspections 	560 	560 	560
Gasoline pumps inspected 	190 	190 	190
Scales inspected 	160 	160 	160
UPC optical scanners inspected 	50 	70 	75
A/R invoices processed manually 	6,000 	6,500 	6,500
# Inv/Checks sent to collection agency 	400 	400 	400
Avg incoming mail pieces sorted monthly 	15000 	15000 	15000
Avg # of pieces of outgoing mail processed monthly 	33000 	33000 	33000
Avg # of daily calls to switchboard 	310 	310 	310
Avg # of Walk in Customers assisted per day 	120 	150 	150
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
REVENUE DIVISION
1910
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1910 REVENUE DIVISION
61010 REGULAR PAY 	476,500 	443,500
61050 PERMANENT PART-TIME 	40,000
61055 TEMPORARY EMPLOYEES 	5,200 	2,900
61060 SEASONAL EMPLOYEES 	8,800 	6,000
61110 OVERTIME PAY 	15,000 	7,500
61210 LONGEVITY 	4,700 	4,700
61510 HEALTH INSURANCE 	99,000 	83,200
61615 LIFE INSURANCE 	1,000 	1,000
61630 SHOE ALLOWANCE 	200 	200
61710 IMRF 	38,000 	37,600
61725 SOCIAL SECURITY 	21,000 	31,600
61730 MEDICARE 	6,300 	7,400
62205 ADVERTISING 	300 	300
62235 OFFICE EQUIPMENT MAINT 	300 	300
62245 OTHER EQMT MAINTENANCE 	2,100 	2,100
62273 LIEN FILING FEES 	6,000 	6,000
62275 POSTAGE CHARGEBACKS 	20,000 	157,500
62295 TRAINING & TRAVEL 	1,000 	1,000
62305 RENTAL OF AUTO-FLEET SER 	5,600 	5,600
62315 POSTAGE 	15,000 	15,800
62360 MEMBERSHIP DUES 	800 	800
62375 RENTALS 	700 	700
62380 COPY MACHINE CHARGES 	7,600 	7,500
62431 ARMORED CAR SERVICES 	40,000 	41,000
62449 CITATION & SECO.COLLEC PROCESS 	188,200
62506 WORK-STUDY 	600 	500
62655 LEASE PAYMENTS 	3,000 	3,000
64545 PERSONAL COMPUTER SOFTWARE 	4,000 	3,000
65045 LICENSING/REGULATORY SUPP 	44,400 	44,000
65095 OFFICE SUPPLIES 	7,500 	7,500
65620 OFFICE MACH. & EQUIP. 	1,000 	1,000
66125 SERVICES BILLED OUT 	150,000- 	157,500-
1910 REVENUE DIVISION 	685,600 	993,900
132

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City of Evanston
Finance Department
1915 – Payroll Division
Description of Major Activities
The Payroll Division is responsible for the ongoing, bi-weekly payroll for more than 1,150 permanent, part-time, and
temporary City employees. During the summer, payroll increases by more than 500 employees due to the seasonal
employment of recreational staff and the City's Summer Youth Program. The primary objective of the Payroll Division
is to produce a timely, accurate payroll in compliance with federal and state payroll tax laws. This function performs
quarterly and annual reconciliations of FICA, Medicare, federal- and state-withholding liabilities as well as
unemployment compensation, with is used in preparing the federal and state payroll tax returns. Special year-end
activities include preparation, balancing and distribution of W-2's as well as special year-end rollovers and audits of
the City's payroll records.
The Payroll Division interacts with Finance, Budget, Legal and Human Resources staff on an ongoing basis to
develop and implement software enhancements that will streamline existing methods and automate manual
processes with the assurance that good internal controls are in place.
FY 2008-2009 Objectives
• 	Continue staff education in the legal and payroll aspects of garnishments and child support orders
• 	Continue stabilization of the financial payroll system
• 	Continue to provide good customer service to internal as well as external customers
• 	Continue to provide, support, educate and train the payroll processors on the IRIS system
• 	Continue to develop a comprehensive payroll strategic plan
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Regular checks issued 	33,500 	33,600 	33,700
Manual checks issued 	170 	175 	180
Approved Adjustments in 2008-2009 Budget
133

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CITY OF EVANSTON
PAYROLL
1915
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1915 PAYROLL
61010 REGULAR PAY 	155,100 	156,900
61210 LONGEVITY 	3,600 	3,600
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	12,400 	12,100
61725 SOCIAL SECURITY 	6,500 	9,900
61730 MEDICARE 	1,900 	2,300
62275 POSTAGE CHARGEBACKS 	100 	100
62295 TRAINING & TRAVEL 	500 	400
62360 MEMBERSHIP DUES 	500 	600
62380 COPY MACHINE CHARGES 	300 	300
65010 BOOKS, PUBLICATIONS, MAPS 	600 	600
65095 OFFICE SUPPLIES 	800 	800
1915 PAYROLL 	202,400 	206,400
134

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City of Evanston
Finance Department
1920 – Accounting Division
Description of Major Activities
Accounting Division 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). Accounting staff compiles appropriate interim financial information to facilitate management control of
financial operations and prepares the Comprehensive Annual Financial Report (CAFR). The division also oversees
various special audits of the City's financial records and prepares the Department of Health and Human Services
report and the annual statements of the Police and Firefighter pension funds' to be filed with the Illinois Department of
Insurance.
FY 2008-2009 Objectives
• 	Review and revise various Accounting procedures
• 	Enhance the existing Internal control process
• 	Improve the current Chart of Accounts
• 	Train City's end users on the IRIS system
• 	Issue RFP for banking services in conjunction with Finance Director
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Preparation of final fund trial balance for
annual independent audit 	07/15/2007 	7/15/2008 	7/15/2009
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984 	07/15/2007 	7/15/2008 	7/15/2009
Preparation of Police and Fire Pension fund filings with
Illinois Department of Insurance 	08/29/2007 	8/31/2008 	8/31/2009
File for Certificate of Achievement for Excellence in
financial reporting with Government Finance Officers
Association 	08/31/2007 	8/31/2008 	8/31/2009
Approved Adjustments in 2008-2009 Budget
135

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CITY OF EVANSTON
ACCOUNTING
1920
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1920 ACCOUNTING
61010 REGULAR PAY 	388,000 	391,900
61110 OVERTIME PAY 	2,000
61210 LONGEVITY 	3,700 	3,700
61510 HEALTH INSURANCE 	59,400 	55,500
61615 LIFE INSURANCE 	500 	500
61710 IMRF 	30,900 	29,800
61725 SOCIAL SECURITY 	17,300 	24,500
61730 MEDICARE 	5,000 	5,700
62110 AUDITING 	65,000 	79,300
62205 ADVERTISING 	1,300 	1,500
62275 POSTAGE CHARGEBACKS 	4,200 	1,600
62280 OVERNIGHT MAIL CHARGES 	400 	400
62295 TRAINING & TRAVEL 	700 	700
62360 MEMBERSHIP DUES 	1,500 	1,200
62380 COPY MACHINE CHARGES 	2,400 	1,700
65010 BOOKS, PUBLICATIONS, MAPS 	400 	200
65095 OFFICE SUPPLIES 	1,900 	2,000
65625 FURNITURES & FIXTURES 	400
1920 ACCOUNTING 	585,000 	600,200
136

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City of Evanston
Finance Department
1925 – Purchasing Division
Description of Major Activities
Purchasing places purchase orders and contracts to obtain the equipment, materials, and services required by the
City. The Purchasing and Contracts Manager manages the contract solicitation process, works with other
governmental jurisdictions for joint purchasing, and assures conformance with all legal bidding requirements. The
Purchasing and Contracts Manager also promotes and supervises the Minority/Women/Evanston Business
Enterprise program. Research is conducted on new technology, products and methods, and departments are
assisted with pre-purchase commodity and vendor information.
The primary goal of the City of Evanston's Minority/Women/Evanston business unit is to ensure that firms in Evanston
and those 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
• 	Monitoring the utilization of progress participants on City contracts
A secondary, albeit equally important, goal of the program is technical assistance. The needs of program participants
are identified through informal conversations and needs analysis surveys. Current technical assistance measures
include seminars and referrals, but plans are underway for a newsletter and individual counseling (not already
provided by the local Small Business Development Center).
FY 2008-2009 Objectives
• 	Set up and utilize a master calendar for projects, commodities coming up for bid
• 	Provide training for purchasing policies and procedures through regular workshops, trainings and seminars
• 	Increase the participation of Evanston and minority or women-owned businesses
• 	Provide training for Purchasing Card users
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Purchase orders issued 	2,025 	2,100 	2,000
Bid items purchased 	250 	400 	350
Term agreements issued 	35 	50 	50
Vouchers/invoices processed 	18,950 	20,000 	20,000
M/W/BE solicited 	1,325 	1,500 	1,500
Advisory Committee meetings 	10 	10 	10
Project site visits 	28 	30 	30
Pre-bid meetings 	35 	45 	30
Approved Adjustments in 2008-2009 Budget
137

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CITY OF EVANSTON
PURCHASING DIVISION
1925
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1925 PURCHASING DIVISION
61010 REGULAR PAY 	182,300 	200,100
61050 PERMANENT PART-TIME 	16,400 	17,900
61510 HEALTH INSURANCE 	29,700 	27,800
61615 LIFE INSURANCE 	400 	400
61710 IMRF 	14,500 	15,100
61725 SOCIAL SECURITY 	7,100 	13,500
61730 MEDICARE 	2,400 	3,100
62205 ADVERTISING 	500 	1,300
62210 PRINTING 	300 	300
62235 OFFICE EQUIPMENT MAINT 	17,000 	17,000
62275 POSTAGE CHARGEBACKS 	2,900 	5,200
62295 TRAINING & TRAVEL 	400 	2,200
62360 MEMBERSHIP DUES 	1,200 	1,500
62380 COPY MACHINE CHARGES 	6,800 	102,800
62381 COPY MACHINE LEASES 	25,200
65010 BOOKS, PUBLICATIONS, MAPS 	1,000 	1,000
65095 OFFICE SUPPLIES 	10,300 	13,600
65096 OFFICE SUPPLIES CHARGEBK 	3,000
66125 SERVICES BILLED OUT 	96,000- 	96,000-
68305 DEBT SERVICE-PRINCIPAL 	25,200
1925 PURCHASING DIVISION 	225,400 	352,000
138

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City of Evanston
Finance Department
1930 – Budget Office
Description of Major Activities
The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures,
developing program objectives, and producing the proposed and approved budgets. During the City Council's budget
review, the Budget Office prepares memos and performs other analysis in response to Council questions. The
Budget Office also:
• 	Monitors departmental revenues and expenditures throughout the year
• 	Provides staff support to the Budget Policy Committee
• 	Completes special projects and studies as directed by the Finance Director
FY 2008-2009 Objectives
• 	Investigate the feasibility of converting to a two-year budgetary cycle and develop an implementation plan.
• 	Investigate the advantages and challenges of changing the fiscal year to match the calendar year.
• 	Identify and implement improvements to the City’s budget process.
• 	Identify and facilitate budget-related training to departments as needed throughout the year.
• 	Prepare quarterly budget performance reports
• 	Re-design the budget book format to fully incorporate performance measures and streamline the document
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Completion of the Proposed Budget 	December 31, 2005 	December 31, 2006 	December 31, 2007
Completion of the Approved Budget 	June 1, 2006 	May 15, 2007 	May 15, 2008
City Council Budget Memos Prepared 	25 	77 	50
Approved Adjustments in 2008-2009 Budget
139

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CITY OF EVANSTON
BUDGET
1930
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1930 BUDGET
61010 REGULAR PAY 	137,700 	146,700
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61710 IMRF 	11,300 	11,000
61725 SOCIAL SECURITY 	5,700 	9,000
61730 MEDICARE 	1,700 	2,100
62210 PRINTING 	9,200 	10,000
62275 POSTAGE CHARGEBACKS 	100 	100
62295 TRAINING & TRAVEL 	1,200 	1,000
62360 MEMBERSHIP DUES 	1,000 	1,000
62380 COPY MACHINE CHARGES 	1,000 	1,000
65010 BOOKS, PUBLICATIONS, MAPS 	100 	200
65095 OFFICE SUPPLIES 	500 	500
1930 BUDGET 	189,500 	201,300
140

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City of Evanston
Office of Management and Budget
1935 – Administrative Adjudication
Description of Major Activities
The Administrative Adjudication office conducts adjudicatory hearings for all City Code violations, with the exception
of those involving incarceration and moving traffic violations. A City-managed hearings program was developed and
has been proven to achieve the following outcomes:
• 	Provide a forum where charges of code violations can be resolved in an impartial and efficient manner
• 	Increase revenue by eliminating court costs previously paid to the county
• 	Increase the field work time of police, fire, parking enforcement, property inspectors and park rangers by
eliminating court appearances
• 	Improve the quality of life of citizens by reducing and/or eliminating many nuisance violations, which took long
periods of time to correct in circuit court
• 	Educate citizens about the adjudicatory process so they will utilize the system and appreciate the benefits the
program offers to them and to the City
• 	Utilize information from customer satisfaction surveys to improve functions of the division
FY 2008-2009 Objectives
• 	Provide quarterly reports to each Department involved with Administrative Adjudication as feedback on citations
and create opportunities for improvement
• 	Meet bi-annually with each Department involved with Administrative Adjudication to increase communication flow
• 	Continue to work with Departments regarding efforts to streamline and create efficiencies internally
• 	Implement new software solution to streamline services and hearing scheduling
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of parking summons issued 	48,286 	53,000 	50,000
Number of parking citations adjudicated 	34,417 	42,000 	41,500
Percentage of citations paid prior to hearing (parking) 	42% 	43% 	45%
Percentage of citations paid after hearing (parking) 	29% 	32% 	35%
Number of property citations adjudicated 	234 	245 	250
Number of police citations adjudicated 	1,060 	1,100 	1,120
Other cases adjudicated (fire, health, parks) 	52 	55 	57
Percentage of code cases paid 	40% 	35% 	35%
Approved Adjustments in 2008-2009 Budget
141

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CITY OF EVANSTON
ADMINISTRATIVE ADJUDICATION
1935
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1935 ADMINISTRATIVE ADJUDICATION
61010 REGULAR PAY 	171,900
61210 LONGEVITY 	1,500
61510 HEALTH INSURANCE 	27,800
61615 LIFE INSURANCE 	300
61710 IMRF 	13,100
61725 SOCIAL SECURITY 	10,700
61730 MEDICARE 	2,500
62130 LEGAL SERVICES - GENERAL 	200
62210 PRINTING 	500
62275 POSTAGE CHARGEBACKS 	10,000
62295 TRAINING & TRAVEL 	700
62315 POSTAGE 	3,000
62380 COPY MACHINE CHARGES 	2,000
62456 OUTSIDE MAIL SERVICES 	5,000
62500 TECHNICAL INFORMATION SERVICES 	7,000
62506 WORK-STUDY 	500
62509 SERVICE AGREEMENTS / CONTRACTS 	102,400
65010 BOOKS, PUBLICATIONS, MAPS 	1,000
65045 LICENSING/REGULATORY SUPP 	6,000
65085 MINOR EQUIPMENT & TOOLS 	1,000
65095 OFFICE SUPPLIES 	6,000
1935 ADMINISTRATIVE ADJUDICATION 	373,100
142

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City of Evanston
Finance Department
1940 – Miscellaneous Expenditures / Transfers
Description of Major Activities
The Miscellaneous Expenditures / Transfers element, which is new for FY 2008-09, provides funds for various fund
transfers, such as transfers to the Insurance Fund and the Police and Firefighters Pension Funds as deemed
necessary as well as other expenditures which occur throughout the fiscal year. Previously, these expenditures were
captures in the Miscellaneous Business Operations element of the City Manager’s Office.
Approved Adjustments in 2008-2009 Budget
143

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CITY OF EVANSTON
MISC. EXPENDITURES/TRANSFERS
1940
2007 - 2008 	2008 2009	-
Appropriation 	Approved
1940 MISC. EXPENDITURES/TRANSFERS
61415 TERMINATION PAYOUTS 	1,050,000
61510 HEALTH INSURANCE 	200,000
61725 SOCIAL SECURITY 	400,000
61730 MEDICARE 	100,000
62180 STUDIES 	6,700
66020 TRANSFERS TO OTHER FUNDS 	4,375,000 	1,800,000
66145 TRANSFERS OUT- POLICE PENSION 	2,686,370
66146 TRANSFERS OUT- FIRE PENSION 	1,849,730
1940 MISC. EXPENDITURES/TRANSFERS 	6,125,000 	6,342,800
144

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City of Evanston
Community Development Department
Three Year Fiscal History
$3,093,934 $3,452,500 	$3,584,200
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund
Budget
3.81%
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description 	2008-2009
Position FTE
Community Development Administration
Full-Time Regular 	Director, Community Development 	1.00
Full-Time Regular 	Exec Secretary (to Dept. Head) 	1.00
2101 Total 	2.00
Planning and Support Services
Full-Time Regular 	Assistant Director, Planning 	1.00
Full-Time Regular 	Exec Secretary (non-Dept Head) 	1.00
Full-Time Regular 	Housing Planner 	1.00
Full-Time Regular 	Planner 	1.00
Full-Time Regular 	Senior Planner 	1.00
2105 Total 	5.00
Housing Code Compliance
Full-Time Regular 	Clerk II 	1.00
Full-Time Regular 	Property Maint Inspector I 	5.00
Full-Time Regular 	Secretary II 	1.00
Full-Time Regular 	Property Maint Supv Inspector 	1.00
2115 Total 	8.00
Housing Rehab
Full-Time Regular 	Asst Director, Rehabilitation 	1.00
Full-Time Regular 	Construction Rehab Specialist 	1.00
Full-Time Regular 	Secretary II 	1.00
Full-Time Regular 	Sign Inspector/Graffiti Tech 	1.00
2120 Total 	4.00
145

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City of Evanston
Community Development Department
Community Development
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description 	2008-2009
Position FTE
Building & Zoning
Full-Time Regular 	Zoning Administrator 	1.00
Full-Time Regular 	Assistant Director, Building 	1.00
Full-Time Regular 	Assistant Permit Coordinator 	1.00
Full-Time Regular 	Supervising Structural Inspector 	1.00
Full-Time Regular 	Electrical Inspector I 	1.00
Full-Time Regular 	Electrical Inspector II 	1.00
Full-Time Regular 	Permit Coordinator 	1.00
Full-Time Regular 	Plumbing/Mechanical Inspector 	1.00
Full-Time Regular 	Plumbing Inspector 	1.00
Full-Time Regular 	Secretary II 	1.00
Full-Time Regular 	Structural Inspector 	1.00
Full-Time Regular 	Structural Inspector/ Plan Examiner 	1.00
Full-Time Regular 	Zoning Officer 	2.00
Full-Time Regular 	Zoning Planner 	1.00
Full-Time Regular 	Project Management Supervisor 	1.00
2130 Total 	16.00
Community Development Total 	35.00
146

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City of Evanston
Community Development Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2101 – CD Administration 	233,022 	247,700 	262,728 	259,700
2105 – Planning & Support Service. 	455,330 	490,900 	510,651 	514,100
2110 – Zoning Analysis & Support 	427,043 	0 	0 	0
2115 – Housing Code Compliance 	555,630 	607,100 	558,213 	690,600
2120 – Housing Rehabilitation 	217,004 	276,800 	399,558 	355,800
2125 – Building Code Compliance 	1,205,905 	0 	0 	0
2130 – Building & Zoning 	0 	1,830,000 	1,755,250 	1,764,000
Total Expenditures: 	$3,093,934 	$3,452,500 	$3,486,400 	$3,584,200
Revenues:
52080 – Building Permits 	3,062,632 	2,810,000 	4,476,925 	2,740,000
52120 – Heating Vent. A/C Permits 	204,772 	155,000 	560,669 	260,000
53665 – Condo Conversion App. Fees 	48,450 	52,000 	54,150 	40,000
52030 – Contractor Licenses 	88,000 	85,000 	87,468 	85,000
52125 – Commercial Driveway Permits 	0 	700 	325 	0
52095 – Electrical Permits 	181,209 	150,000 	178,630 	160,000
52115 – Elevator Permits 	45,841 	40,000 	59,425 	45,000
52110 – Other/Miscellaneous Permits 	315,401 	250,000 	422,059 	325,000
52560 – Permit Penalty Fees 	42,309 	25,000 	8.974 	15,000
52155 – Plat Approval Fees 	0 	500 	2,339 	400
52090 – Plumbing Permits 	163,507 	140,000 	151,770 	150,000
52035 – Rooming House Licenses 	180,908 	197,300 	132,534 	193,200
52105 – Sign Awning Permits 	12,694 	10,000 	10,624 	10,000
52145 – Annual Sign Fees 	32,684 	32,000 	31,817 	32,000
52046 – Rental Dwelling Registration 	0 	0 	0 	146,000
53695 – Zoning Fees 	58,283 	45,000 	42,721 	40,000
Total Revenues: 	$4,436,690 	$3,992,500 	$6,220,430 	$4,241,600
Notes for Financial Summary
Permit fees continue to remain strong as a number of mixed used proposals should be permitted in 2008. Staff is
anticipating permitting the 1881 Oak and Main & Chicago mixed use developments, as well as the first phase of the
Mather project.
Council approved adding the following two positions: a property maintenance inspector and clerk.
Council approved a new fee that requires the registration of all rental dwelling buildings.
Performance Report on FY 2007-2008 Major Program Objectives
The Director has worked closely with one of the Assistant City Managers and management staff and reengineered
the permit review process, implementing a project management approach to all building permit applications. This
approach has led to involving all departments involved in the permit review process under a project manager for
greater efficiency. Metrics have been evaluated and established based on best practices on the amount of time for
staff to review both zoning analyses and building permit review with improved customer service as the goal. A
number of other recommendations were suggested by the consultants and staff has already implemented several of
these. The Director continues to lead the staff on devising a new economic development strategy as Goal #1 in the
Strategic Plan. The Assistant Director in Planning leads Strategic plan goal #2, creating policies for a well maintained
diverse housing stock, and the Neighborhood Planner lead Goal #11, Defining Evanston neighborhoods and ensuring
they are safe, clean and attractive.
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City of Evanston
Community Development Department
Community Development staff has worked with information Systems, the software consultant, and other key
departments in developing the new permit tracking software which was approved by Council in an effort to improve
customer service and staff efficiency. The "go live" date for the program is March, 2008.
In planning, the West Side Plan and the Central St. Plan have been approved by the City Council. Currently the
rezoning of these two areas is under consideration by the Plan Commission. The downtown is currently being
studied in depth by a consultant for rezoning recommendations and form based coding.
A number of major demolitions have taken place to provide space for new development. The Mather Lifeways
building has been demolished in anticipation of construction of the new Mather Senior Lifeways project at Hinman &
Davis. The former Kendall College has been totally demolished, with a new single family home subdivision of twenty
homes to take its place. Finally, the Central St. Theatres on Central St. have been demolished in anticipation of a
new mixed use condominium/ retail development.
Property Standards staff continued its work on rental residential inspections. The staff is also inspecting all Type II
restaurants on a weekly basis to insure that they are complying with their litter collection plans. The alley inspection
program in the downtown has been very successful, mandating that all dumpsters be closed and locked after being
filled.
2008-2009 Department Initiatives
One of the most important functions for staff will be the implementation of the permit tracking software. The "go live"
date is March 2008. This program should greatly increase staff efficiency and customer service.
The rezoning of Central St. and the West Side TIF area should be completed with an eye towards new residential
development on the west side
The downtown plan should be completed with rezoning and possible form base coding requirements.
Staff is proposing one new inspection program:
1. A rental housing license inspection program which would require the licensing of all 14, 000 rental housing units in
Evanston.
The Director and Management staff will review and evaluate the reengineering of the department over the past year
in terms of efficiency and improved customer service.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of permits issued within the target
time for each permit type. (Data Source:
Department data)
N/A 	85% 	90%
2. Percentage of downtown businesses in violation
of trash dumpster code. (Data Source: Department
data from weekly inspections)
N/A 	44% 	40%
3. Percentage of downtown businesses that incur
multiple violation notices or tickets within a 12-
month period. (Data Source: Department data from
weekly inspections)
N/A 	22% 	20%
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City of Evanston
Community Development Department
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
4. Percentage of citizens indicating that run-down
buildings, weed lots, or junk vehicles are either a
“major problem” or a “moderate problem” in
Evanston. (Data Source: National Citizen Survey)
30%
(2003 NCS)
28% 	25%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
5. Percentage of citizens indicating that weeds are
either a “major problem” or a “moderate problem”
in Evanston. (Data Source: National Citizen
Survey)
N/A 	16% 	10%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003, but this
particular question was not included in that
administration.
6. Percentage of citizens responding that the
quality of code enforcement for weeds, abandoned
buildings, etc. in Evanston is either “excellent” or
“good.” (Data source: National Citizen Survey)
54%
(2003 NCS)
55% 	60%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
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City of Evanston
Community Development Department
2101 – Community Development Administration
Description of Major Activities
This program element provides overall program administration and coordination for all housing, planning, zoning, and
building permit activities. General support staff is provided to the City Council, Planning & Development Committee,
City Manager, and other special committees. Specifically, this element provides for the administration of the Planning
Division, Zoning Division, the Building Code Compliance Division, and the Property Standards and Housing
Rehabilitation Division.
FY 2008-09 Objectives
• 	The Director will work closely with the Assistant City Manager and evaluate the implementation of the Virchow
Krause Report staff reengineering recommendation by August 1, 2008.
• 	The Director will continue to lead the staff team to create and implement Strategic Plan Goal #1, to devise a new
economic development strategy, by October 1, 2008.
• 	The Director will work closely with the project managers implementing the new Accella tracking software.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Coordination & completion of Planning & Development
Committee packets
27 	25 	25
Completion of the Planning & Development Committee
minutes
27 	25 	25
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
COMMUNITY DEVELOPMENT ADMIN
2101
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2101 COMMUNITY DEVELOPMENT ADMIN
61010 REGULAR PAY 	183,400 	189,700
61110 OVERTIME PAY 	5,400 	6,000
61210 LONGEVITY 	1,500 	1,500
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61625 AUTO ALLOWANCE 	5,000 	5,000
61710 IMRF 	14,600 	14,900
61725 SOCIAL SECURITY 	7,800 	12,200
61730 MEDICARE 	2,300 	2,800
62210 PRINTING 	0 	500
62275 POSTAGE CHARGEBACKS 	200 	200
62295 TRAINING & TRAVEL 	200 	900
62360 MEMBERSHIP DUES 	300 	300
62380 COPY MACHINE CHARGES 	3,000 	3,000
62645 MICROFILMING 	2,000 	2,000
64540 TELECOMMUNICATIONS - WIRELESS 	800 	800
65010 BOOKS, PUBLICATIONS, MAPS 	200 	200
65095 OFFICE SUPPLIES 	1,000 	1,000
2101 COMMUNITY DEVELOPMENT ADMIN 	247,700 	259,700
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City of Evanston
Community Development Department
2105 – Planning Division
Description of Major Activities
The Planning Division is responsible for staffing the areas of housing, economic development, historic preservation,
neighborhood planning, downtown planning, comprehensive long-term planning, CDBG administration and
implementation, and electrical energy planning and reliability. Programmatic activities operated by this division
include:
• 	Major geographic planning initiatives (neighborhood plans, downtown plans, business district corridor plans,
industrial districts)
• 	Major redevelopment projects
• 	Neighborhood business district revitalization
• 	Stimulation of neighborhood revitalization
• 	Storefront improvements
• 	Facilitation and staffing of neighborhood planning processes
• 	Updating the comprehensive plan and monitoring performance
• 	Monitoring of ComEd performance and negotiating utility franchise agreements
• 	Multi-family rental housing acquisition finance
• 	New affordable housing development and condo conversions reviews
• 	The multi-family Security Grant Program
• 	Demographic reports and studies, including Census 2000 data analysis
The division provides staff support to the following committees and commissions: Economic Development
Committee, Plan Commission, Housing Commission, Energy Commission, Historic Preservation Commission, the
CDBG Committee, the Joint Review Board, and the Neighborhood Committee of the Plan Commission. The planning
and development issues addressed annually feature the implementation of short-term projects in addition to future
oriented multi-year activities, such as the City’s comprehensive plan and the Chicago Avenue planning process, the
Southeast Evanston revitalization efforts (Howard Street Corridor), and the West Evanston neighborhood-planning
process. The division also provides Census, demographic and real estate information as well as services for many
City departments. The activities of the Planning Division feature close interdepartmental cooperation
FY 2008-09 Objectives
• 	Amend the West Evanston TIF to incorporate 48 additional parcels that were included in the Master Plan
geographic area
• 	Implement West Evanston Master Plan
• 	Coordinate the implementation of the revised Downtown Plan -Invest 1.25 million of HOME funds to
generate 24 new or rehabbed housing units.
• 	Implement the Chicago Avenue Streetscape Plan over four additional blocks.
• 	Prepare for Census 2010 through collaboration with the Census Bureau.
• 	Assist 7 neighborhood business associations with targeted funding and technical assistance.
• 	Lower the non storm CAIDI and SAIFI indicies for the Evanston electrical distribution system by 4%,
reflecting increased reliability.
• 	Complete 10 Planned Development reviews.
• 	Complete an evaluation of the implementation of the Comprehensive Plan.
• 	Evaluate performance and implement objectives of 6 Tax Increment Financing Districts.
• 	Implement objectives of the Howard Street Planning recommendations by generating new residential and
commercial development
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City of Evanston
Community Development Department
2105 – Planning Division
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Economic Development Committee
11 	12 	12
Plan Commission & committees 	18 	30 	24
Negotiating Team/Energy Commission 	11 	11 	11
Housing Commission & committees 	12 	12 	12
Preservation Commission 	14 	24 	24
Joint Review Board 	5 	6 	7
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
PLANNING & SUPPORT SRVS
2105
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2105 PLANNING & SUPPORT SRVS
61010 REGULAR PAY 	344,800 	358,100
61110 OVERTIME PAY 	12,600 	15,500
61210 LONGEVITY 	2,200 	2,200
61510 HEALTH INSURANCE 	49,500 	46,200
61615 LIFE INSURANCE 	500 	500
61630 SHOE ALLOWANCE 	500 	500
61710 IMRF 	27,500 	28,300
61725 SOCIAL SECURITY 	14,800 	23,200
61730 MEDICARE 	4,400 	5,400
62136 REDEVELOPMENT CONSULTING SVCS 	6,000 	4,000
62185 OTHER CONSULTING SERVICES 	10,000 	10,000
62205 ADVERTISING 	800 	800
62210 PRINTING 	2,000 	3,500
62215 PHOTOGRAPHERS/BLUEPRINTS 	500 	500
62275 POSTAGE CHARGEBACKS 	1,500 	2,000
62280 OVERNIGHT MAIL CHARGES 	100 	100
62285 COURIER CHARGES 	4,000 	4,000
62295 TRAINING & TRAVEL 	700 	1,000
62360 MEMBERSHIP DUES 	600 	600
62380 COPY MACHINE CHARGES 	5,000 	5,000
65010 BOOKS, PUBLICATIONS, MAPS 	800 	800
65095 OFFICE SUPPLIES 	1,600 	1,600
65105 PHOTO/DRAFTING SUPPLIE 	500 	300
2105 PLANNING & SUPPORT SRVS 	490,900 	514,100
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City of Evanston
Community Development Department
2115 – Housing Code Compliance
Description of Major Activities
This element provides for the on-going systematic area inspection of non-owner-occupied rental dwellings, the annual
inspection of rooming houses, as well as numerous other inspection programs and initiatives. Two Property
Standards inspectors inspects buildings containing 3 or more dwelling units located in the CDBG target areas on a
systematic/cyclical basis. Two Property Standards inspectors inspect buildings with 2 or less units in the CDBG
target areas, as well as all rental units in the non-CDBG areas of the City, also on a systematic/cyclical basis. In
addition, all rooming houses/units are inspected on an annual basis. As part of the inspection process, the interior of
non-owner-occupied dwelling units and rooming houses are inspected as well as the building's common areas,
exterior areas and premises and accessory structures. Inspections consist of viewing all building surfaces and
components to ensure that all items are in good repair, functioning as intended, and code compliant. Subsequent to
inspection of the building, inspectors produce a written list of code violations that the building owner completes. The
inspector monitors the progress of code violation correction until all violations are brought into compliance. When
voluntary compliance fails to produce correction of the violations, the inspector initiates legal action, typically through
the City of Evanston Administrative Hearings process.
All Property Standards inspectors are also responsible for complaint inspections within their respective areas of the
City, inspecting complaints relating to any property or housing issue including: weeds, litter, trash, debris, abandoned
vehicles, graffiti, public sidewalks in disrepair, un-shoveled snow on public sidewalks, over-occupancy, utility cut-offs
including water, gas and electric, illegal dwelling units, abandoned buildings and squatters, illegal parking of vehicles
on private/public property, hazardous trees/limbs, plant encroachment on sidewalks/streets, as well as any other
code violation. Violations are cited with re-inspections conducted to ensure compliance with lack of compliance
resulting in Administrative Hearings. In addition to area, rooming house and complaint inspections, Property
Standards also conducts:
• 	Weekly inspections of Type 2 restaurants for compliance with the special-use required litter plan;
• 	Weekly inspections of the downtown districts for compliance with trash storage requirements;
• 	Weekly inspections of vacant lots regarding weeds, trash, liter debris, etc.;
• 	Zoning inspections relating to certain Zoning violations including, illegal home-occupations, over-occupancy, etc.;
• 	Vacant Building Inspections with registration and enforcement of their repair or demolition;
• 	Surveys throughout the City citing property exteriors, especially in alleys;
• 	Inspections of single family rental building as part of the area inspection program;
• 	Inspections of day cares and group homes as referred by Health Department;
• 	Inspections of rooming houses annually, including Northwestern University, hotels, etc.;
• 	Inspections of buildings which are an attractive nuisance, boarding and securing such buildings;
• 	Condemnation/demolition inspections of unfit property;
• 	Emergency inspections relating to unsafe conditions including, lack of utilities, sanitation, or structural issues;
• 	Inspections requiring coordination of departments including Building, Fire, Police, Health, Water, Human
Relations;
• 	Weekly appearances in Administrative Hearings, testifying on cases; and
• 	Emergency appearances in Administrative Hearings, which are typically within 48 hours of finding dangerous
conditions.
FY 2008-2009 Objectives
• 	Implementation of the Accela inspection software including the use of handheld computers for inspection staff.
• 	Implement citizen surveys with inspection correspondence.
• 	Implement reporting provisions within Accela to correlate directly with ICMA Performance Measurements.
• 	Reorganize the Community Development, Central Records section with the reduction of paper reports from
Accela software implementation.
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City of Evanston
Community Development Department
2115 – Housing Code Compliance
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Dwelling units inspected 	3684 	3500 	3500
Occupants affected by rooming house inspections 	7836 	6889 	6889
Complaints investigated 	1245 	1200 	1200
Dwelling units demolished 	1 	1 	1
Re-inspections for compliance 	4019 	3000 	3000
Violations corrected 	6031 	6000 	6000
Vacant building determinations 	29 	25 	25
Training/safety/staff meetings 	24 	24 	24
Graffiti tags removed by graffiti technician 	5296 	2500 	2500
Approved Adjustments in 2008-2009 Budget
Staff is proposing the following staff and Program Changes:
1. 	Elimination of the Central Records Clerk position.
2. 	Create a rental housing license inspection program & fee which would require the addition of another
property standards inspector and a Clerk position.
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CITY OF EVANSTON
HOUSING CODE COMPLIANCE
2115
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2115 HOUSING CODE COMPLIANCE
61010 REGULAR PAY 	386,500 	445,000
61055 TEMPORARY EMPLOYEES 	1,600 	16,600
61110 OVERTIME PAY 	8,900 	8,900
61210 LONGEVITY 	4,300 	4,300
61510 HEALTH INSURANCE 	79,200 	74,000
61615 LIFE INSURANCE 	800 	800
61630 SHOE ALLOWANCE 	800 	800
61710 IMRF 	34,000 	34,500
61725 SOCIAL SECURITY 	19,300 	28,400
61730 MEDICARE 	5,500 	6,600
62190 HOUSING REHAB SERVICES 	15,500 	20,000
62205 ADVERTISING 	200 	200
62210 PRINTING 	200 	200
62235 OFFICE EQUIPMENT MAINT 	200 	200
62245 OTHER EQMT MAINTENANCE 	2,000 	2,000
62275 POSTAGE CHARGEBACKS 	2,000 	2,000
62295 TRAINING & TRAVEL 	900 	900
62305 RENTAL OF AUTO-FLEET SER 	29,600 	29,600
62345 COURT COST/LITIGATION 	4,000 	4,000
62360 MEMBERSHIP DUES 	300 	300
62380 COPY MACHINE CHARGES 	2,200 	2,200
62645 MICROFILMING 	2,000 	2,000
64540 TELECOMMUNICATIONS - WIRELESS 	2,500 	2,500
65010 BOOKS, PUBLICATIONS, MAPS 	1,500 	1,500
65055 MATER. TO MAINT. IMP. 	500 	500
65085 MINOR EQUIPMENT & TOOLS 	1,000 	1,000
65095 OFFICE SUPPLIES 	1,400 	1,400
65105 PHOTO/DRAFTING SUPPLIE 	200 	200
2115 HOUSING CODE COMPLIANCE 	607,100 	690,600
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City of Evanston
Community Development Department
2120 – Housing Rehabilitation Administration
Description of Major Activities
This element provides loans for repair and improvement to existing housing, including single-family, multi-family, and
condominium units. Rehabilitation is targeted to low- and moderate-income households through a variety of
programs designed to assist property owners with a multitude of possible repairs improvements. Under CDBG
programs, loans are processed with staff, who:
• 	Provide assistance to applicants with completion of applications;
• 	Process verifications, contracts, and mortgage documents, and determine eligibility;
• 	Conduct building inspections, including inspecting for lead based paint;
• 	Prepare work specifications and cost estimates;
• 	Assist in securing contractors, process contractor payouts, and monitor work; and
• 	Provide service of loan portfolio.
Additionally, the division administers several programs, including:
• 	One- and two-family, Multi-family, and condominium rehabs;
• 	Self-help exterior paint;
• 	Emergency and abandoned building rehabs; and
• 	Garage demolition and the Diseased Tree Removal Program.
These programs allow for low- and moderate-income households to have needed repairs completed without the cost
of interest or fees (except for a very low rate associated with multi-family projects). The division works closely with
the Commission on Aging, Health Department, and Evanston Neighbors-At-Work in providing services, including
technical assistance to homeowners regarding tax, title, credit, and other eligibility issues. The division is responsible
for the administration of the Evanston Housing Corporation First-time Homebuyer Program, handling all verification,
processing, and servicing of these loans.
Housing Rehabilitation programs assist low- and moderate-income households with basic building improvements--for
example, replacement of building systems or components such as roofing, heating, electrical, plumbing, walls, floors,
doors, and windows. The Housing Rehabilitation division addresses and incorporates HUD Lead-Based Paint
regulations within the scope of work on housing rehab projects, and it works closely with the Health Department in
utilizing Cook County Lead-Based Paint grants within Housing Rehab projects. Housing Rehabilitation services helps
low- and moderate-income households obtain needed repairs and improvements to their homes with typically no or
little increase in monthly housing expenses. These rehab programs and services may assist a homeowners' ability to
remain in their homes, which may be more difficult to accomplish through high-cost, market-rate loans.
FY 2008-2009 Objectives
• 	Reduce average time cases are open by twenty-five percent.
• 	Implement new construction software for tracking and processing of Housing Rehab cases.
• 	Locate and secure funding to replace Cook County lead based paint grant program that expired.
• 	Fund the purchase of five homes through the Evanston Housing Corporation.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Single-family rehab units completed 	14 	12 	12
Multi-family rehab units completed 	12 	12
Dangerous/damaged trees removed 	4 	4
Garage demolitions 	1 	4 	4
Self-help Exterior Paint program cases 	7 	20 	20
Condominium rehab units completed 	4 	4 	4
Staff training sessions 	24 	24 	24
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
HOUSING REHABILITATION
2120
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2120 HOUSING REHABILITATION
61010 REGULAR PAY 	203,000 	261,900
61055 TEMPORARY EMPLOYEES 	500 	500
61110 OVERTIME PAY 	200 	200
61210 LONGEVITY 	900 	900
61510 HEALTH INSURANCE 	29,700 	37,000
61615 LIFE INSURANCE 	300 	300
61630 SHOE ALLOWANCE 	300 	300
61710 IMRF 	16,200 	19,800
61725 SOCIAL SECURITY 	8,400 	16,300
61730 MEDICARE 	2,500 	3,800
62205 ADVERTISING 	100 	100
62210 PRINTING 	100 	100
62235 OFFICE EQUIPMENT MAINT 	100 	100
62275 POSTAGE CHARGEBACKS 	700 	700
62295 TRAINING & TRAVEL 	300 	300
62305 RENTAL OF AUTO-FLEET SER 	6,200 	6,200
62360 MEMBERSHIP DUES 	200 	200
62380 COPY MACHINE CHARGES 	3,500 	3,500
62645 MICROFILMING 	1,000 	1,000
64540 TELECOMMUNICATIONS - WIRELESS 	1,000 	1,000
65010 BOOKS, PUBLICATIONS, MAPS 	500 	500
65085 MINOR EQUIPMENT & TOOLS 	300 	300
65095 OFFICE SUPPLIES 	600 	600
65105 PHOTO/DRAFTING SUPPLIE 	200 	200
2120 HOUSING REHABILITATION 	276,800 	355,800
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City of Evanston
Community Development Department
2130 – Building & Zoning
Description of Major Activities
The Building & Zoning division is responsible for the enforcement of the zoning ordinance while enforcing the various
building codes to protect the health, safety, and welfare of all residents. Major responsibilities are mandated by the
City Council adoption and amendments to the zoning ordinance, as well as the adopted building codes. The Division
is responsible for the comprehensive review of all building permit applications, permit processing, inspections, and
issuing certificates of zoning compliance and certificates of occupancy. Additionally, the Division staffs the Zoning
Board of Appeals for variations, special uses and appeals, schedules hearing requests for planned developments,
zoning map and text amendments before the Plan Commission, and staffs the Site Plan & Appearance Review
Committee.
FY 2008-2009 Objectives
• 	To review the reengineering of the zoning and building staff recommended by the Virchow Krause Report by July
1, 2008.
• 	To continue a comprehensive review of the zoning ordinance to allow for more administrative approval of
variance requests by June 1, 2008
• 	To “go live” with the Accella software program by March 30, 2008.
• 	To continue working on Goal #1 of the Strategic Plan, Revised Economic Development Strategy
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Zoning analyses 	1417 	1295 	1400
Zoning complaints 	13 	15 	17
Site Plan & Appearance Review cases 	260 	310 	325
Zoning Board of Appeals cases 	66 	110 	90
Zoning Administrator Decision cases 	60 	95 	100
Plan Commission cases 	8 	12 	10
Sidewalk cafes approved 	37 	36 	40
Plats for Council approval 	22 	10 	10
Approved Adjustments in 2008-2009 Budget
The vacant plan reviewer position, which was funded by the TIF, is recommended to be eliminated.
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CITY OF EVANSTON
BUILDING & ZONING
2130
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2130 BUILDING & ZONING
61010 REGULAR PAY 	1,173,600 	1,153,400
61110 OVERTIME PAY 	8,100 	10,000
61210 LONGEVITY 	12,300 	12,300
61510 HEALTH INSURANCE 	178,200 	157,200
61615 LIFE INSURANCE 	1,800 	1,800
61625 AUTO ALLOWANCE 	2,400 	2,400
61630 SHOE ALLOWANCE 	2,000 	2,000
61710 IMRF 	93,500 	88,600
61725 SOCIAL SECURITY 	48,200 	72,600
61730 MEDICARE 	14,600 	16,900
62145 ENGINEERING SERVICES 	65,000 	57,000
62150 CONSTRUCTION ENGINEERING SERVI 	70,000 	30,000
62205 ADVERTISING 	1,000 	1,000
62210 PRINTING 	1,900 	1,400
62235 OFFICE EQUIPMENT MAINT 	400 	400
62271 COURT REPORTING SERVICES 	8,000 	8,000
62275 POSTAGE CHARGEBACKS 	6,200 	6,200
62295 TRAINING & TRAVEL 	1,900 	1,900
62305 RENTAL OF AUTO-FLEET SER 	54,000 	54,000
62360 MEMBERSHIP DUES 	700 	700
62380 COPY MACHINE CHARGES 	9,300 	9,300
62425 ELEVATOR CONTRACT COSTS 	50,000 	50,000
62464 PLUMB,ELECT,PLAN REVIEW SERVI. 	10,000 	10,000
62645 MICROFILMING 	7,000 	7,000
64540 TELECOMMUNICATIONS - WIRELESS 	4,200 	4,200
65010 BOOKS, PUBLICATIONS, MAPS 	1,500 	1,500
65085 MINOR EQUIPMENT & TOOLS 	500 	500
65095 OFFICE SUPPLIES 	3,500 	3,500
65105 PHOTO/DRAFTING SUPPLIE 	200 	200
2130 BUILDING & ZONING 	1,830,000 	1,764,000
161

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City of Evanston
Police Department
Three Year Fiscal History
$19,632,063
$20,645,900
$18,973,081
$17,000,000
$19,000,000
$21,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General
Fund Budget
21.95%
Police
Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Police Administration
Full-Time Regular 	Administrative Secretary 	1.00
Full-Time Regular 	Chief of Police 	1.00
Full-Time Regular 	Fac Maint Worker/Custodian I 	1.00
Full-Time Regular 	Police Commander 	1.00
2205 Total 	4.00
Patrol Operations
Full-Time Regular 	Police Commander 	3.00
Full-Time Regular 	Police Officer 	80.00
Full-Time Regular 	Police Sergeant 	12.00
Full-Time Regular 	Deputy Chief 	1.00
2210 Total 	96.00
Criminal Investigation
Full-Time Regular 	Police Commander 	1.00
Full-Time Regular 	Police Officer 	14.00
Full-Time Regular 	Police Sergeant 	2.00
Full-Time Regular 	Deputy Chief 	1.00
2215 Total 	18.00
Social Services Bureau
Full-Time Regular 	Dir, Police Soc Services Bureau 	1.00
Full-Time Regular 	Victim Advocate 	3.00
Full-Time Regular 	Youth Advocate 	2.00
2225 Total 	6.00
162

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City of Evanston
Police Department
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Juvenile Bureau
Full-Time Regular 	Police Officer 	9.00
Full-Time Regular 	Police Sergeant 	1.00
2230 Total 	10.00
School Liaison
Full-Time Regular 	Police Officer 	4.00
2235 Total 	4.00
Police Records
Full-Time Regular 	Dir, Police Records Bureau 	1.00
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Court Liaison 	1.00
Full-Time Regular 	Property Officer 	1.00
Full-Time Regular 	Records Input Operator 	6.00
Full-Time Regular 	Review Officer 	1.00
Part-time Regular 	Property Room Aide 	0.50
2240 Total 	11.50
Communications
Full-Time Regular 	Telecommunicator 	15.00
2245 Total 	15.00
Service Desk
Full-Time Regular 	Police Officer 	1.00
Full-Time Regular 	Service Desk Officer 	12.00
Full-Time Regular 	Deputy Chief 	1.00
Full-Time Regular 	Service Desk Supervisor 	1.00
2250 Total 	15.00
Office of Professional Standards
Full-Time Regular 	Exec Secretary (non-Dept Head) 	1.00
Full-Time Regular 	Police Commander 	1.00
Full-Time Regular 	Police Sergeant 	1.00
2255 Total 	3.00
Office of Administration
Full-Time Regular 	Administrative Specialist 	1.00
Full-Time Regular 	Police Admin Assistant 	1.00
Full-Time Regular 	Police Planner 	1.00
Full-Time Regular 	Police Sergeant 	1.00
2260 Total 	4.00
Neighborhood Enforcement Team
Full-Time Regular 	Police Commander 	1.00
Full-Time Regular 	Police Officer 	12.00
Full-Time Regular 	Police Sergeant 	1.00
2265 Total 	14.00
163

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City of Evanston
Police Department
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Traffic Bureau
Full-Time Regular 	Police Officer 	6.00
Full-Time Regular 	Police Commander 	1.00
Full-Time Regular 	Towing Coordinator 	1.00
2270 Total 	8.00
Community Strategic Bureau
Full-Time Regular 	Crime Prevention Specialist 	1.00
Full-Time Regular 	Crime Analyst 	1.00
Part-time Regular 	Senior Crime Prev Specialist 	0.75
2275 Total 	2.75
Animal Control
Full-Time Regular 	Animal Control Warden 	1.00
Full-Time Regular 	Chief Animal Warden 	1.00
Part-time Regular 	PT Animal Warden 	0.50
2280 Total 	2.50
Problem Solving Team
Full-Time Regular 	Police Officer 	6.00
Full-Time Regular 	Police Sergeant 	1.00
2285 Total 	7.00
Police Total 	220.75
164

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City of Evanston
Police Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2205 – Police Administration 	770,037 	584,189 	545,400 	601,000
2210 – Patrol Operations 	8,736,808 	8,537,363 	9,189,000 	9,196,800
2215 – Criminal Investigation 	1,992,432 	1,726,802 	1,845,000 	1,811,100
2225 – Vic/Wit Youth Outreach 	493,952 	608,998 	546,600 	588,900
2230 – Juvenile Bureau 	584,285 	934,000 	870,700 	970,700
2235 – School Liaison 	374,488 	362,300 	312,500 	375,300
2240 – Police Records 	781,652 	813,900 	829,500 	809,900
2245 – Communications 	1,022,719 	1,123,800 	1,142,300 	1,203,800
2250 – Service Desk 	863,811 	997,800 	1,021,000 	1,069,200
2255 – Office of Prof. Standards 	310,587 	304,400 	312,600 	311,000
2260 – Office of Administration 	423,047 	453,800 	438,800 	475,600
2265 – Neighborhood Enforcement 	1,151,649 	1,358,571 	1,220,400 	1,333,400
2270 – Traffic Bureau 	788,206 	782,600 	813,100 	825,000
2275 – Community Strategic Bur. 	137,550 	247,940 	209,300 	235,400
2280 – Animal Control 	148,435 	186,300 	182,700 	193,600
2285 – Problem Solving Team 	611,099 	609,300 	599,100 	645,200
Total Expenditures: 	$19,190,757 	$ 19,632,063 	$ 20,078,000 	$ 20,645,900
Revenues:
Cherry Family Foundation 	0 	2,000 	2,000 	2,000
52170 – Alarm Panel Franchise Fees 	10,800 	14,000 	5,500 	0
52545 – False Alarm Fines (after 4 calls) 	133,504 	90,000 	0 	0
Highway Safety Project Grant 	0 	6,500 	16,700 	25,000
53685 – Police Report Fees 	17,477 	15,400 	18,000 	16,000
53715 – Alarm Panel Subscription Fees 	205,889 	110,000 	137,000 	110,000
53720 – Skokie/Lincolnwood Animal Fees 	430 	600 	0 	300
55160 – Violent Crimes Victim’s Grant 	0 	24,700 	21,300 	24,700
55162 – ICJIA (Victim Services) 	0 	45,000 	0 	47,000
Irving Stern Foundation 	0 	2,500 	600 	0
55270 – Police Training Grant 	0 	8,000 	8,000 	8,000
55285 – Law Enforcement Block Grant 	0 	35,400 	35,400 	58,200
Levy Foundation Grant 	16,500 	16,500 	0 	0
Total Revenues: 	$ 384,600 	$ 370,200 	$ 244,500 	$ 306,700
Notes for Financial Summary
FY2008-2009 will be economically impacted by the conflicts overseas. Cost of ammunition has been increasing
exponentially and lead times between order and receipt of goods has lengthened to nearly a year. Training and
qualifications are mandatory for all sworn personnel so costs of ammunition will at least double.
Once again, costs associated with retirements, resignations and terminations will be dependent on individual
decisions and could be costly ($300,000 - $500,000) depending on the mix of personnel.
The expanded Outreach Initiative will be in their first full year under the Social Service Bureau of the Police
Department.
Grant opportunities will be reviewed using the Randall Fund Website, Industry contacts and current fund outlets.
The goal to eliminate staffing needs will have a direct effect on the overtime costs in Patrol Operations,
Communications (E-911 Center) and the Service Desk.
165

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City of Evanston
Police Department
Performance Report on FY 2007-2008 Major Program Objectives
Richard Eddington was hired as the Chief of Police following a nation-wide search. Chief Eddington, formerly chief of
both Mount Prospect and Roselle Police Departments, replaced retired Chief Frank Kaminski and retired Interim
Chief Dennis Nilsson.
The Police Department purchased two PODS camera systems and is utilizing these cameras where needed
throughout the community. The cameras are placed high above the street (lamp or utility poles)
Camera systems for in-car and building security are being upgraded from analog to digital equipment which will not
only give clearer images but be able to utilize wireless access and download features.
2008-2009 Department Initiatives
Relating to building and renovation issues the following will be handled with minimal impact to operational
effectiveness and service to the citizens of the City of Evanston:
• 	Renovation of the Criminal Investigations Division offices, including the Detective and Juvenile
Bureaus will begin in FY2008-2009. Relocation of personnel will be necessary for both Bureaus
but emphasis will be placed on making it a seamless transition on both ends so that the
personnel and citizens are not affected adversely by this upgrade to the facilities.
• 	Replacement of the current firing range, which is non-operational, to a state-of-the-art facility for
proper training and certification of the sworn police personnel. The replacement range will have
an upgraded ventilation system, computerized programs for weapons qualifications and will have
more effective proactive maintenance procedures.
2008-2009 Performance Initiatives
Performance Measures – Police
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Number of motor vehicle accident injuries. (Data
source: Department staff)
N/A 	210 	200
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
2. Percentage reduction in accidents involving
drivers who are intoxicated. (Data source:
Department Staff)
N/A 	0% 	10%
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
3. Percentage reduction in DUI arrests. (Data
source: Department Staff)
N/A 	15% 	10%
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
166

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City of Evanston
Police Department
4. Percentage of residential burglary victims who
are re-victimized within 12 months. (Data source:
Department Staff)
N/A 	N/A 	TBD
Comment: Baseline data will be established in 2008-
2009.
5. Percentage of citizens reporting that crime is
either a “moderate” or “major” problem in
Evanston. (Data source: National Citizen Survey)
70%
(2003 NCS)
77% 	75%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
6. Percentage of citizens reporting that drugs are
either a “moderate” or “major” problem in
Evanston. (Data source: National Citizen Survey)
68%
(2003 NCS)
72% 	70%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
7. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from violent crime
in Evanston. (Data source: National Citizen Survey)
62%
(2003 NCS)
58% 	65%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
8. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” from property crime
in Evanston. (Data source: National Citizen Survey)
50%
(2003 NCS)
46% 	50%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
9. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” in Evanston’s
downtown after dark. (Data source: National Citizen
Survey)
68%
(2003 NCS)
65% 	67%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
167

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City of Evanston
Police Department
2205 – Police Administration
Description of Major Activities
The Chief of Police is responsible for overseeing the fiscal management of the Evanston Police Department and its
resources to ensure an efficient and effective police organization that provides a high level of service to the
community. The responsibilities of the Chief of Police include supervising and deploying personnel and resources,
developing and implementing the department's goals and objectives, and monitoring performance of bureaus and
divisions. The Chief also focuses on developing the organization, responding to community needs and assessments,
improving department productivity and operational techniques, long-range planning, formulating policies and
procedures, and attending public meetings.
FY 2008-2009 Objectives
• 	To establish a Policy and Procedure for the new Firing Range Facility. Personnel involved, range maintenance
and care, weapons’ cleaning and repair, ammunition ordering and storage would be enumerated in the policy
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Part I crimes 	3186 	3210 	3190
Part II crimes 	5729 	5800 	5750
Total calls for service 	44218 	44500 	44500
Average in-progress response time
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
POLICE ADMINISTRATION
2205
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2205 POLICE ADMINISTRATION
61010 REGULAR PAY 	316,200 	340,800
61110 OVERTIME PAY 	1,500
61210 LONGEVITY 	1,100 	1,100
61510 HEALTH INSURANCE 	49,500 	46,200
61615 LIFE INSURANCE 	400 	500
61630 SHOE ALLOWANCE 	100 	100
61710 IMRF 	14,500 	14,100
61725 SOCIAL SECURITY 	5,300 	5,100
61730 MEDICARE 	3,900 	4,900
62210 PRINTING 	7,200 	6,800
62225 BLDG MAINTENANCE SERVICES 	54,500 	54,000
62245 OTHER EQMT MAINTENANCE 	12,000 	12,000
62270 MEDICAL/HOSPITAL SERVICES 	1,500 	1,200
62305 RENTAL OF AUTO-FLEET SER 	18,500 	18,500
62360 MEMBERSHIP DUES 	15,200 	15,300
62375 RENTALS 	33,000 	38,600
64015 NATURAL GAS 	37,100 	37,100
65010 BOOKS, PUBLICATIONS, MAPS 	400 	700
65040 JANITORIAL SUPPLIES 	4,000 	4,000
65625 FURNITURES & FIXTURES 	8,289
2205 POLICE ADMINISTRATION 	584,189 	601,000
169

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City of Evanston
Police Department
2210 – Patrol Operations
Description of Major Activities
The division of Patrol Operations responds to calls for police service 24 hours per day, seven days per week.
Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as to detect, apprehend,
and process persons involved in criminal activity. The division members engage in problem solving initiative and
partnership efforts with the community, and provide assistance to citizens such as directions, transportation to the
hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles.
FY 2008-2009 Objectives
• 	Use intelligence information from weekly deployment meeting to target offenders and reduce crime in identified
deployment areas
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Community/officer interface 	185 	200 	200
Responses to service calls (written) 	17,602 	18,300 	19,000
Responses to service calls (coded incidents) 	18,556 	19,100 	19,500
Assists (other than responding to calls) 	25,722 	26,000 	27,000
Arrests (felony & misdemeanor) 	3,217 	3,300 	3,400
D.U.I. arrests 	40 	41 	38
Ticket & citation production -parking 	13,673 	14,000 	14,500
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
PATROL OPERATIONS
2210
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2210 PATROL OPERATIONS
61010 REGULAR PAY 	6,321,900 	6,963,900
61062 SPECIAL EVENT SALARIES 	110,000 	110,000
61110 OVERTIME PAY 	193,433 	69,000
61111 HIREBACK OT 	102,000 	91,000
61112 SPECIAL DETAIL OT 	60,000 	60,000
61210 LONGEVITY 	77,200 	77,200
61510 HEALTH INSURANCE 	930,600 	887,600
61610 DENTAL INSURANCE 	120,300
61615 LIFE INSURANCE 	9,400 	9,600
61635 UNIFORM ALLOWANCE 	56,000 	75,100
61725 SOCIAL SECURITY 	91,100 	109,100
61730 MEDICARE 	68,130 	106,100
62305 RENTAL OF AUTO-FLEET SER 	466,100 	466,100
62490 OTHER PROGRAM COSTS 	3,000 	2,000
65015 CHEMICALS 	1,000 	1,000
65020 CLOTHING 	43,000 	45,000
65105 PHOTO/DRAFTING SUPPLIE 	4,500 	3,800
2210 PATROL OPERATIONS 	8,537,363 	9,196,800
171

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City of Evanston
Police Department
2215 – Criminal Investigation
Description of Major Activities
As part of the Criminal Investigation division, detectives conduct follow-up investigations of homicide, sex offenses,
robbery, burglary, kidnapping, aggravated assault, auto theft, fraud, theft, and all other crimes not specifically
assigned to other investigative bureaus. This element also conducts background investigations for the Liquor
License Control Commission and other licensing bodies. The bureau also conducts proactive liquor license
inspections and investigations.
FY 2008-2009 Objectives
• 	Develop a systematic plan to facilitate the relocation of the Criminal Investigations Bureau to its temporary offices
during the next renovation phase of the Police Department and the return to the newly renovated offices, while
not interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Cases assigned to criminal investigators 	2240 	2600 	2500
Percentage of assigned cases cleared 	47 	50 	50
Percentage of assigned burglaries cleared 	16 	18 	18
Task Force operations 	6 	7 	6
Liquor inspections 	73 	75 	80
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
CRIMINAL INVESTIGATION
2215
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2215 CRIMINAL INVESTIGATION
61010 REGULAR PAY 	1,314,300 	1,409,700
61062 SPECIAL EVENT SALARIES 	29,000 	45,000
61110 OVERTIME PAY 	15,000 	20,000
61111 HIREBACK OT 	4,500 	2,000
61112 SPECIAL DETAIL OT 	35,000 	10,000
61210 LONGEVITY 	16,200 	23,000
61510 HEALTH INSURANCE 	178,200 	166,400
61615 LIFE INSURANCE 	1,800 	1,800
61635 UNIFORM ALLOWANCE 	10,500 	13,100
61725 SOCIAL SECURITY 	19,100 	22,300
61730 MEDICARE 	14,100 	21,700
62305 RENTAL OF AUTO-FLEET SER 	60,100 	60,100
62360 MEMBERSHIP DUES 	5,000 	5,000
62370 EXPENSE ALLOWANCE 	2,500 	2,500
65020 CLOTHING 	500 	500
65085 MINOR EQUIPMENT & TOOLS 	1,000 	1,000
65095 OFFICE SUPPLIES 	4,000 	4,000
65105 PHOTO/DRAFTING SUPPLIE 	3,000 	3,000
65125 OTHER COMMODITIES 	13,002
2215 CRIMINAL INVESTIGATION 	1,726,802 	1,811,100
173

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City of Evanston
Police Department
2225 – Social Services Bureau
Description of Major Activities
The Police Social Services Bureau is comprised of two distinct entities which include Victim Services and Youth
Services Programs.
The Victim Services program provides social services to crime victims and witnesses. Victim Services assists victims
of person to person crime including but not limited to sexual assault/abuse, child abuse, domestic violence and
robbery. Victim Services also assists those who come in contact with the police for "non-crime" related situations that
require a social service response. Services include crisis intervention and counseling, court advocacy, and
information and referral for additional service.
The Youth Service program provides Evanston youth, ages eight to 21 and their families a broad range of social
services including individual, family and group counseling, case management, outreach, and information and referral
for additional services. Services are designed to improve the levels of functioning in areas of family relations and
interpersonal relations, with an emphasis on early detection and prevention. The program is also responsible for the
administration of a community service system for first and second time youth offenders.
FY 2008-2009 Objectives
• 	Victim Services – Develop and provide a family violence workshop program for city employees
• 	Victim Services – Format program services to fit staffing levels for 2008
• 	Youth Services – Fully develop and implement Restorative Justice Program
• 	Youth Services – Format program services to fit staffing levels for 2008
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Sexual crime victims assisted 	- adult 	15 	17 	20
- juvenile 	22 	25 	30
Domestic related cases 	- crime related 	329 	400 	425
- non-crime related 	264 	300 	325
Other crime related cases 	- personal 	653 	550 	600
- property 	175 	187 	200
Other non-crime related cases 	506 	550 	525
At-risk youth referrals received 	150 	125 	140
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
SOCIAL SERVICES BUREAU
2225
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2225 SOCIAL SERVICES BUREAU
61010 REGULAR PAY 	407,000 	354,200
61110 OVERTIME PAY 	10,000 	10,000
61210 LONGEVITY 	2,200 	2,200
61510 HEALTH INSURANCE 	69,300 	55,400
61615 LIFE INSURANCE 	700 	600
61710 IMRF 	32,500 	27,600
61725 SOCIAL SECURITY 	5,700 	3,000
61730 MEDICARE 	4,200 	5,300
62305 RENTAL OF AUTO-FLEET SER 	12,000 	12,000
62360 MEMBERSHIP DUES 	100 	100
62370 EXPENSE ALLOWANCE 	60,798 	114,000
62375 RENTALS 	4,500 	4,500
2225 SOCIAL SERVICES BUREAU 	608,998 	588,900
175

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City of Evanston
Police Department
2230 – Juvenile Bureau
Description of Major Activities
As part of the Investigative Services Division, the Juvenile Bureau investigates incidents involving a juvenile as an
offender and/or victim. Youth officers investigate cases regarding dependent children, abused children, neglected
children, and minors, requiring authoritative intervention to delinquent minors. Also, youth officers provide support
and information to victimized juveniles and their families. Bureau personnel regularly patrol areas frequented by
juveniles in an attempt to prevent victimization or misconduct.
FY 2008-2009 Objectives
• 	Develop a systematic plan to facilitate the relocation of the Juvenile Bureau to its temporary offices during the
next renovation phase of the Police Department and the return to the newly renovated offices, while not
interrupting its service delivery to the citizens of the City of Evanston
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total number of cases assigned 	1793 	1900 	2000
Percentage of assigned cases cleared 	63 	70 	70
Child abuse investigations 	78 	80 	75
Minors requiring authoritative intervention 	280 	300 	300
Outreach referrals 	236 	250 	240
Youth arrested for criminal offenses 	449 	500 	475
Juvenile court referrals 	188 	200 	200
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
JUVENILE BUREAU
2230
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2230 JUVENILE BUREAU
61010 REGULAR PAY 	724,100 	759,400
61062 SPECIAL EVENT SALARIES 	13,500 	14,000
61110 OVERTIME PAY 	10,000 	8,000
61111 HIREBACK OT 	1,000 	1,000
61112 SPECIAL DETAIL OT 	3,000 	5,000
61210 LONGEVITY 	19,800 	19,800
61510 HEALTH INSURANCE 	99,000 	92,400
61615 LIFE INSURANCE 	1,000 	1,000
61635 UNIFORM ALLOWANCE 	6,400 	8,300
61725 SOCIAL SECURITY 	10,400 	12,000
61730 MEDICARE 	7,700 	11,700
62305 RENTAL OF AUTO-FLEET SER 	38,100 	38,100
2230 JUVENILE BUREAU 	934,000 	970,700
177

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City of Evanston
Police Department
2235 – School/Community Liaison Bureau
Description of Major Activities
Officers in the School/Community Liaison Bureau are responsible for:
• 	Student counseling sessions
• 	Attendance at after school events
• 	Issuance of tress pass warnings at schools
• 	Acting as a resource for the neighborhood surrounding the school
• 	Investigating incidents occurring within the school
• 	Escorting students on extra curricular school events (field trips, dances, sporting activities)
FY 2008-2009 Objectives
• 	Host a roundtable discussion of School Resource Officers from the surrounding jurisdictions for the purpose of
identifying common problems/issues and successful solutions to those problems/issues; and discussing
programs that have had a positive impact in the area of delinquency prevention
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Semesters of instruction 	2 	2 	2
ALERTS training for middle school students 	700 	700 	700
Counseling of students 	1404 	1425 	1425
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
SCHOOL LIAISON
2235
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2235 SCHOOL LIAISON
61010 REGULAR PAY 	285,100 	299,000
61210 LONGEVITY 	6,100 	6,100
61510 HEALTH INSURANCE 	39,600 	37,000
61615 LIFE INSURANCE 	400 	400
61635 UNIFORM ALLOWANCE 	3,200 	3,300
61725 SOCIAL SECURITY 	3,900 	4,500
61730 MEDICARE 	2,900 	4,400
62305 RENTAL OF AUTO-FLEET SER 	20,100 	20,100
65125 OTHER COMMODITIES 	1,000 	500
2235 SCHOOL LIAISON 	362,300 	375,300
179

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City of Evanston
Police Department
2240 – Records Bureau
Description of Major Activities
The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving, and
disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins,
police reports, criminal histories) throughout the department as well as to other agencies and the public. The Bureau
also provides fingerprinting services. The property officer assigned to the Records Bureau is responsible for the
safekeeping of all found, confiscated and recovered property. In addition, the bureau issues department forms and
copies materials.
FY 2008-2009 Objectives
• 	Process record input to reduce the current backlog occurring after staff reductions
• 	Enter data for the new CAD 6 – CRIMES software package
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Cases handled by property officer 	3,066 	3,300 	3,300
Fingerprints processed by ID Technician 	519 	525 	525
Liquor licenses issued 	39 	40 	40
Report copies provided 	1,904 	2,000 	2,000
Records computerized 	44,218 	42,000 	43,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
POLICE RECORDS
2240
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2240 POLICE RECORDS
61010 REGULAR PAY 	546,600 	544,500
61050 PERMANENT PART-TIME 	23,000 	24,300
61110 OVERTIME PAY 	1,000 	1,000
61210 LONGEVITY 	10,100 	10,100
61510 HEALTH INSURANCE 	108,900 	101,700
61615 LIFE INSURANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	300 	300
61710 IMRF 	44,100 	41,800
61725 SOCIAL SECURITY 	6,400 	8,600
61730 MEDICARE 	5,500 	8,400
62275 POSTAGE CHARGEBACKS 	7,500 	8,500
62305 RENTAL OF AUTO-FLEET SER 	8,500 	8,500
62335 DATA PROCESSING SERVIC 	21,300 	21,500
62645 MICROFILMING 	3,000 	3,000
65095 OFFICE SUPPLIES 	25,000 	25,000
65105 PHOTO/DRAFTING SUPPLIE 	1,500 	1,500
2240 POLICE RECORDS 	813,900 	809,900
181

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City of Evanston
Police Department
2245 – Communications Bureau
Description of Major Activities
The Communications Bureau is a centralized police operation for sending and receiving information between citizens,
members of the Police Department, and other departments of the City, State, and nation, through the use of radios,
telephones, and computers. Personnel assigned to this bureau handle all emergency and non-emergency calls for
the Police and Fire departments. Communication operators are responsible for dispatching Police and Fire units and
personnel, including ambulances, to calls for assistance, and then monitoring their availability for service. Personnel
also monitor residences and businesses that are connected to the Police and Fire alarm board.
FY 2008-2009 Objectives
• 	Upgrade the E-911 phone system in the E-911 Communications Center as the existing Centralink 911 phone
system will no longer be supported by Motorola
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
911 calls received (includes wireless 911) 	55,318 	60,000 	60,000
Entries in LEADS system 	5,444 	6,000 	6,000
Alarms handled (includes fire alarms) 	4,438 	4,600 	4,600
Approved Adjustments in 2008-2009 Budget
182

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CITY OF EVANSTON
COMMUNICATIONS
2245
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2245 COMMUNICATIONS
61010 REGULAR PAY 	825,400 	896,600
61110 OVERTIME PAY 	2,000 	2,000
61111 HIREBACK OT 	23,000 	25,000
61210 LONGEVITY 	3,800 	3,800
61510 HEALTH INSURANCE 	148,500 	138,700
61615 LIFE INSURANCE 	1,500 	1,500
61635 UNIFORM ALLOWANCE 	7,500 	10,100
61710 IMRF 	57,100 	61,000
61725 SOCIAL SECURITY 	11,500 	13,700
61730 MEDICARE 	8,500 	13,400
64540 TELECOMMUNICATIONS - WIRELESS 	33,000 	36,000
65020 CLOTHING 	2,000 	2,000
2245 COMMUNICATIONS 	1,123,800 	1,203,800
183

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City of Evanston
Police Department
2250 – Service Desk Bureau
Description of Major Activities
Service Desk officers handle walk-in and telephone non-emergency complaints, requests for information and calls for
service. In addition to providing support services (e.g. supplies, forms, computer information, emergency and non-
emergency telephone numbers, referral information, warrant status information, etc.) to field units, the bureau is
responsible for the processing, detention, feeding, monitoring, bonding, and transportation of prisoners. The officers
administer the City's Alarm Ordinance and act as deputy clerks for the circuit court for bonding purposes.
FY 2008-2009 Objectives
• 	Update and computerize the Service Desk Standard Operating Procedures
• 	Update Field Training Manual and re-train the FTOs as needed
• 	Improve customer service by providing in-service training and monitoring incoming calls
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Prisoners processed 	1,397 	1,697 	1,750
Custodial prisoners 	1,758 	1,859 	1,975
Bail Bonds processed 	3,055 	3,355 	4,000
Reports taken by officers 	3,087 	3,289 	3,375
Alarm subscriptions billed 	3,300 	3,450 	4,050
False alarm fines billed 	7,000 	7,771 	8,500
Control Station alarms handled 	7,060 	7,085 	7,100
Approved Adjustments in 2008-2009 Budget
184

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CITY OF EVANSTON
SERVICE DESK
2250
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2250 SERVICE DESK
61010 REGULAR PAY 	736,800 	814,300
61062 SPECIAL EVENT SALARIES 	2,000 	1,000
61110 OVERTIME PAY 	1,500 	1,200
61111 HIREBACK OT 	19,000 	17,000
61210 LONGEVITY 	5,700 	5,700
61510 HEALTH INSURANCE 	148,500 	138,700
61615 LIFE INSURANCE 	1,400 	1,400
61635 UNIFORM ALLOWANCE 	6,300 	8,100
61710 IMRF 	47,300 	47,300
61725 SOCIAL SECURITY 	11,400 	12,400
61730 MEDICARE 	7,800 	12,100
62425 ELEVATOR CONTRACT COSTS 	3,000 	3,000
65020 CLOTHING 	1,000 	1,000
65025 FOOD 	5,000 	5,100
65125 OTHER COMMODITIES 	900 	900
65620 OFFICE MACH. & EQUIP. 	200
2250 SERVICE DESK 	997,800 	1,069,200
185

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City of Evanston
Police Department
2255 – Office of Professional Standards
Description of Major Activities
The Office of Professional Standards (OPS) provides two separate functions: inspections and internal investigations.
The inspection component evaluates the quality of departmental operations, ensuring that the agency's goals are
being pursued and that control is maintained throughout the department. This component also performs audits of
personnel sick time usage to identify potential abusers, audits the records of the various cash funds kept in the
department, audits use of the department's main telephone line, and performs other audits and studies as directed by
the Chief of Police. The internal investigations component investigates allegations of misconduct made against the
department or its employees by citizens or other employees of the department/City.
FY 2008-2009 Objectives
• 	Prepare summaries for Department Inquiries, as well as Complaint Registers for the Human Services Committee
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Staff inspections 	25 	25 	25
Citizen complaints 	26 	25 	25
Pre-employment background investigations 	126 	200 	200
Weapons use reports 	25 	25 	25
Internally generated administrative reviews 	95 	100 	100
Department inquiries 	65 	75 	75
Resisting arrest/use of force investigations 	30 	35 	35
Approved Adjustments in 2008-2009 Budget
186

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CITY OF EVANSTON
OFFICE-PROFESSIONAL STANDARDS
2255
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2255 OFFICE-PROFESSIONAL STANDARDS
61010 REGULAR PAY 	235,500 	243,000
61055 TEMPORARY EMPLOYEES 	15,600 	15,600
61110 OVERTIME PAY 	1,000
61210 LONGEVITY 	3,900 	3,900
61510 HEALTH INSURANCE 	29,700 	27,800
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	4,100 	3,900
61725 SOCIAL SECURITY 	3,200 	4,000
61730 MEDICARE 	2,400 	3,800
62305 RENTAL OF AUTO-FLEET SER 	8,700 	8,700
2255 OFFICE-PROFESSIONAL STANDARDS 	304,400 	311,000
187

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City of Evanston
Police Department
2260 – Office of Administration
Description of Major Activities
Responsibilities of this division include coordination of all personnel and training functions related to Police
Department staff, planning and research operations, and all fiscal activities, including budget, payroll, accounts
payable, grant reporting, and internal record keeping for personnel.
Training responsibilities include conducting basic and advanced programs for employees, provided by in-house and
external sources.
Planning and research is responsible for analysis of crime statistics, maintaining the written directive system,
completion of the annual report, and accreditation compliance.
FY 2008-2009 Objectives
• 	To work with Human Resources to transition the recruitment and hiring process of Police Department employees
to the Office of Administration
• 	To develop a comprehensive fitness program for Police Department personnel (sworn and non-sworn) for
general heath evaluation and individual plans
Ongoing Activity Measures 2006-07
Actual
2007-2008
Actual
2008-2009
Projected
External schools and seminars provided 	252 	248 	265
Bulletins and orders issued 	212 	201 	205
In-service schools attendees 	244 	252 	264
Invoices, purchase requisitions 	1543 	1528 	1530
Grant applications and proposals 	24 	27 	32
Approved Adjustments in 2008-2009 Budget
188

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CITY OF EVANSTON
OFFICE OF ADMINISTRATION
2260
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2260 OFFICE OF ADMINISTRATION
61010 REGULAR PAY 	264,800 	271,000
61062 SPECIAL EVENT SALARIES 	15,000 	15,500
61110 OVERTIME PAY 	3,000 	2,500
61510 HEALTH INSURANCE 	39,600 	37,000
61615 LIFE INSURANCE 	400 	400
61710 IMRF 	14,600 	13,900
61725 SOCIAL SECURITY 	3,800 	4,300
61730 MEDICARE 	2,800 	4,200
62295 TRAINING & TRAVEL 	81,000 	83,000
62305 RENTAL OF AUTO-FLEET SER 	18,600 	18,600
62360 MEMBERSHIP DUES 	200 	200
65015 CHEMICALS 	10,000 	25,000
2260 OFFICE OF ADMINISTRATION 	453,800 	475,600
189

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City of Evanston
Police Department
2265 – Neighborhood Enforcement Team
Description of Major Activities
The Neighborhood Enforcement Team (NET) is a part of Strategic Services. NET provides support services to Patrol
Operations including tactical, gang, and narcotic operations. NET conducts criminal investigations of the sale,
distribution, and use of illegal narcotics and other dangerous drugs. Responsibilities also include diffusing and
controlling gang-related activities by investigating and monitoring gang activities, crimes and membership, and
providing intelligence to the department. Personnel also serve as a back-up to patrol units and engage in many
problem-solving projects. NET works with other local, State, and federal agencies to reduce crime and improve the
quality of life of Evanston residents.
FY 2008-2009 Objectives
• 	Prepare a gang information book for sworn personnel to assist in identifying active gang members within the City
of Evanston and their respective neighborhoods of activity and gang affiliation
• 	Gang related incidents to be classified by gang affiliation and incident type, then mapped into areas of concern
within the City of Evanston
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Narcotic arrests 	110 	120 	125
Search warrants 	17 	20 	20
Problem oriented narcotic tip sheets 	27 	30 	30
Adult gang members arrests 	109 	115 	120
Juvenile gang member arrests 	5 	8 	10
Felony arrests 	80 	85 	90
Misdemeanor arrests 	154 	160 	175
Criminal warrant service 	86 	90 	95
Approved Adjustments in 2008-2009 Budget
190

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CITY OF EVANSTON
NEIGHBORHOOD ENFORCEMENT TEAM
2265
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2265 NEIGHBORHOOD ENFORCEMENT TEAM
61010 REGULAR PAY 	1,039,671 	1,022,600
61062 SPECIAL EVENT SALARIES 	15,000 	15,000
61110 OVERTIME PAY 	5,500 	6,000
61112 SPECIAL DETAIL OT 	7,500 	9,000
61210 LONGEVITY 	6,700 	6,700
61510 HEALTH INSURANCE 	148,500 	129,500
61615 LIFE INSURANCE 	1,500 	1,400
61635 UNIFORM ALLOWANCE 	9,600 	10,700
61725 SOCIAL SECURITY 	15,000 	17,200
61730 MEDICARE 	11,100 	16,800
62305 RENTAL OF AUTO-FLEET SER 	96,500 	96,500
62370 EXPENSE ALLOWANCE 	2,000 	2,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 	1,358,571 	1,333,400
191

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City of Evanston
Police Department
2270 – Traffic Bureau
Description of Major Activities
Part of the Division of Strategic Services, the Traffic Bureau enforces traffic laws and ordinances, and regulates the
flow of vehicular and pedestrian traffic. The Traffic Bureau manages and performs follow-up investigations to most hit
and run accidents and administers the Tow Ordinance. The bureau also handles the towing of abandoned and junk
vehicles.
FY 2008-2009 Objectives
• 	Work with ETHS on educating students concerning driving and zero tolerance
• 	Conduct 4 Roadside Safety Checks
• 	Conduct 5 Safety Belt Enforcement Zones
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Moving violations 	3,800 	4,000 	4,100
Non-moving violations issued 	2,900 	2,950 	3,000
Abandoned automobiles investigated 	1,800 	1,800 	1,900
Hit and run follow-up investigations 	550 	550 	550
Vehicles towed 	4,300 	2,900 	3,000
Approved Adjustments in 2008-2009 Budget
192

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CITY OF EVANSTON
TRAFFIC BUREAU
2270
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2270 TRAFFIC BUREAU
61010 REGULAR PAY 	558,300 	604,000
61110 OVERTIME PAY 	5,000 	4,500
61112 SPECIAL DETAIL OT 	6,000 	4,500
61210 LONGEVITY 	15,300 	15,300
61510 HEALTH INSURANCE 	79,200 	74,000
61615 LIFE INSURANCE 	800 	800
61635 UNIFORM ALLOWANCE 	6,400 	5,700
61710 IMRF 	4,500 	4,200
61725 SOCIAL SECURITY 	7,900 	9,300
61730 MEDICARE 	5,800 	9,000
62305 RENTAL OF AUTO-FLEET SER 	88,700 	88,700
65020 CLOTHING 	1,200 	1,500
65125 OTHER COMMODITIES 	3,500 	3,500
2270 TRAFFIC BUREAU 	782,600 	825,000
193

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City of Evanston
Police Department
2275 – Community Strategies Bureau
Description of Major Activities
The Community Strategies Bureau is responsible for developing a better partnership between the police and the
community for the purpose of reducing crime. Bureau activities include crime prevention seminars, home security
surveys, operation identification, Neighborhood Watch, Site Plan and Appearance Review committees, senior citizen
programs, and the Citizen/Police Academy and Clergy Team liaison. The crime analysis element publishes a daily
bulletin, weekly crime analysis reports, and monthly crime statistics by beat. Involvement in special events includes
4th of July festivities, Evanston CommUnity Picnic, and the Holiday Food Basket program.
FY 2008-2009 Objectives
• 	Work with Police Divisions to develop daily crime statistics and maps which assist the deployment of resources
efficiently within the City of Evanston neighborhoods.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Home security surveys 	87 	150 	200
Commercial surveys 	10 	14 	20
Speaker's bureau engagements 	29 	32 	35
Seminars conducted 	28 	30 	30
Daily bulletins 	250 	250 	250
Weekly crime analysis reports 	52 	52 	52
Monthly crime statistics by beat 	12 	12 	12
Approved Adjustments in 2008-2009 Budget
194

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CITY OF EVANSTON
COMMUNITY STRATEGIC BUREAU
2275
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2275 COMMUNITY STRATEGIC BUREAU
61010 REGULAR PAY 	96,100 	109,900
61050 PERMANENT PART-TIME 	66,240 	42,100
61110 OVERTIME PAY 	2,000 	1,500
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61710 IMRF 	7,000 	8,300
61725 SOCIAL SECURITY 	1,900 	2,300
61730 MEDICARE 	1,400 	2,200
62275 POSTAGE CHARGEBACKS 	600
62295 TRAINING & TRAVEL 	3,000 	3,000
62305 RENTAL OF AUTO-FLEET SER 	47,400 	47,400
65020 CLOTHING 	800
65125 OTHER COMMODITIES 	1,500
2275 COMMUNITY STRATEGIC BUREAU 	247,940 	235,400
195

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City of Evanston
Police Department
2280 – Animal Control Bureau
Description of Major Activities
Part of the division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens
dealing with domestic and wild animals, including birds and reptiles. The bureau also counsels citizens on animal
control problems and issues citations for violations of animal control ordinances. Moreover, it apprehends and
impounds stray animals and handles the adoption of unwanted dogs and cats in conjunction with CARE (a local
volunteer group).
FY 2008-2009 Objectives
• 	Update and recommend changes to animal control ordinances in partnership with the Legal Department.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Animals adopted 	286 	300 	300
Animals impounded 	510 	550 	550
Citizen complaints handled 	7,150 	7,400 	7,500
Animals returned to owners 	159 	170 	180
Animals euthanized 	44 	50 	50
Citations issued 	201 	215 	225
Approved Adjustments in 2008-2009 Budget
196

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CITY OF EVANSTON
ANIMAL CONTROL
2280
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2280 ANIMAL CONTROL
61010 REGULAR PAY 	105,700 	115,300
61050 PERMANENT PART-TIME 	22,600 	22,900
61110 OVERTIME PAY 	1,500 	1,000
61210 LONGEVITY 	2,200 	2,200
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61630 SHOE ALLOWANCE 	400 	400
61710 IMRF 	10,300 	8,800
61725 SOCIAL SECURITY 	1,800 	2,100
61730 MEDICARE 	1,300 	2,000
62225 BLDG MAINTENANCE SERVICES 	1,400 	1,300
62305 RENTAL OF AUTO-FLEET SER 	12,100 	12,100
65020 CLOTHING 	1,000 	800
65025 FOOD 	3,000 	3,200
65125 OTHER COMMODITIES 	3,000 	2,800
2280 ANIMAL CONTROL 	186,300 	193,600
197

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City of Evanston
Police Department
2285 – Problem Solving Team
Description of Major Activities
Part of the Patrol Operations division, the Problem Solving Team's (PST) uniformed officers provide regular and
highly visible foot patrols in neighborhoods. PST officers serve as a community policing mechanism by making
personal contacts with area residents and merchants as well as providing a broad range of proactive and preventive
community services (block club development, security surveys, attending meetings, etc.).
FY 2008-2009 Objectives
• 	To assist the City of Evanston Civil Enforcement Task Force in enforcing the nuisance premise ordinance
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-09
Projected
Neighborhood meetings 	324 	350 	375
Resident surveys completed 	122 	125 	130
Tickets and citations issued - Parking 	225 	250 	255
- Traffic 	200 	225 	240
- C tickets 	130 	150 	160
- S tickets 	50 	50 	50
Arrests 	160 	170 	175
Tactical missions 	12 	14 	15
Approved Adjustments in 2008-2009 Budget
198

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CITY OF EVANSTON
PROBLEM SOLVING TEAM
2285
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2285 PROBLEM SOLVING TEAM
61010 REGULAR PAY 	471,500 	503,000
61062 SPECIAL EVENT SALARIES 	12,000 	15,000
61110 OVERTIME PAY 	2,500 	2,500
61210 LONGEVITY 	4,800 	4,800
61510 HEALTH INSURANCE 	69,300 	64,700
61615 LIFE INSURANCE 	700 	700
61635 UNIFORM ALLOWANCE 	4,000 	5,800
61725 SOCIAL SECURITY 	6,600 	7,800
61730 MEDICARE 	4,900 	7,500
62245 OTHER EQMT MAINTENANCE 	2,500 	2,500
62305 RENTAL OF AUTO-FLEET SER 	29,900 	29,900
65020 CLOTHING 	600 	1,000
2285 PROBLEM SOLVING TEAM 	609,300 	645,200
199

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City of Evanston
Fire Department
Three Year Fiscal History
$11,448,800 $12,048,000
$11,259,650
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General
Fund Budget
12.81%
Fire Department
Total Full-Time Equivalent Positions
Employee Status Description 	Job Type Description
2008-2009
Position FTE
Fire Management and Support
Full-Time Regular 	Division Chief, Fire 	1.00
Full-Time Regular 	Fire Chief 	1.00
Full-Time Regular 	Management Analyst 	1.00
2305 Total 	3.00
Fire Prevention
Full-Time Regular 	Clerk II 	1.00
Full-Time Regular 	Division Chief, Fire 	1.00
Full-Time Regular 	Fire Captain 	2.00
Full-Time Regular 	Fire Plan Reviewer 	1.00
Full-Time Regular 	Firefighter 	1.00
2310 Total 	6.00
Fire Suppression
Full-Time Regular 	Division Chief, Fire 	2.00
Full-Time Regular 	Fire Captain 	21.00
Full-Time Regular 	Firefighter 	77.00
Full-Time Regular 	Shift Chief, Fire 	3.00
2315 Total 	103.00
Fire Total 	112.00
200

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City of Evanston
Fire Department
201
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2305 – Fire Management & Support 	593,756 	670,300 	610,739 	691,000
2310 – Fire Prevention 	507,732 	523,500 	522,015 	627,700
2315 – Fire Suppression 	10,158,162 	10,255,000 	10,748,215 	10,729,300
Total Expenditures: 	$11,259,650 	$11,448,800 	$11,880,969 	$12,048,000
Revenues:
52540 – False Alarm Fines 	51,280 	150,000 	126,090 	155,000
53655 – Cost Recovery Fines 	5825 	10,000 	29,475 	10,000
53675 – Ambulance Fees 	725,382 	750,000 	844,187 	875,000
Total Revenues: 	$782,487 	$910,000 	$999,752 	$1,040,000
Notes for Financial Summary
We are anticipating at least six retirements this budget year. As a result, our training costs have been increased in
order to provide the mandatory training for new employees as well as on-going training for existing employees. On
going training includes the Pediatric Advance Life-Support Class and other certification classes for the betterment of
the Department.
Performance Report on FY 2007-2008 Major Program Objectives
Fire Station #5 is well underway and the completion date is set for summer of 2008. Engine 25 was relocated to Fire
Station #1 and the Wilmette Fire Department was asked to assist with responses to the northwest corner of the City
to minimize any impact to response times. A new fire engine was received and placed into service in fall of 2007.
The new engine replaces Engine 21 which is our busiest engine company. All of the Department paramedics went
through Advanced Cardiac Life-Support Training in 2007. We implemented our mobile data computers in our
firefighting vehicles. These new computers provide mapping and preplan information on structures to the firefighters
while responding to calls. We began the installation of the Fire Department radio system upgrade. Lastly, we began
our Wave-Runner Program this year in cooperation with the Recreation Department. The wave runners are located
at the Church Street Boat Ramp and provide another tool for the Fire Department for water rescue incidents.
2008-2009 Department Initiatives
For 2008-2009, we plan to complete the installation of the radio system upgrade which will include a new antenna
tower at the 911 Center for transmission and receiving of radio traffic. As part of the CAD upgrade, we will be adding
a software program called “Mobile Data Browser” which will enable the units to perform status changes and
communicate with the 911 Center via the Mobile Data Computer. Station #5 will be complete and we anticipate re-
occupying the station in summer of 2008. All paramedics will be provided Pediatric Advance Life-Support training.
Finally, we plan to finalize the Standard Operating Guideline for the use of the Wave-Runners during water rescues.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of fires contained to the room of
origin. (Data source: Department data)
N/A 	83.9% 	85%
Comment: Data reported annually.

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City of Evanston
Fire Department
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
2. Percentage of emergency calls responded to in 4
minutes or less. (Data source: Department data)
N/A 	72.6% 	80%
Comment: Data reported annually.
3. Percentage of citizens indicating that the quality
of fire services is either “excellent” or “good” in
Evanston. (Data source: National Citizen Survey)
95%
(2003 NCS)
96% 	96%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003.
4. Percentage of citizens indicating that the quality
of ambulance/emergency medical services is either
“excellent” or “good” in Evanston. (Data source:
National Citizen Survey)
92%
(2003 NCS)
93% 	95%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003.
5. Percentage of citizens indicating that the quality
of fire prevention and education is either “excellent”
or “good” in Evanston. (Data source: National
Citizen Survey)
N/A 	79% 	79%
Comment: The 2007-2008 data were collected through
the 2007 administration of the National Citizen Survey.
The previous administration of the National Citizen
Survey was in 2003. However, this question was not
included in the 2003 survey.
202

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City of Evanston
Fire Department
2305 – Fire Management & Support
Description of Major Activities
This element provides leadership and stewardship for administering efficient and effective departmental services. It
develops strategies to support the organizational efforts toward achieving its mission. The element allocates
resources and develops the request for those resources. The success of the department in accomplishing its goals is
evaluated. Policies and procedures are adjusted as necessary. The environment is monitored and relationships with
internal and external agencies are cultivated and supported.
FY 2008-2009 Objectives
• 	Complete the construction of Fire Station #5 and re-open the station by October 2008
• 	Complete the installation of the Simulcast-Repeater System by June 2008
• 	Develop a multi-phase mentoring program by February 2009 for new Fire Captains that would provide them with
the knowledge and resources to familiarize themselves with their new position and set goals for the completion of
each phase
• 	Develop the Mobile Data Browser element of Computer Aided Dispatch to allow the transmission of data to and
from the 911 Center in every fire vehicle by February 2009
Ongoing Activity Measures
2006-07
Actual
2007-2008
Actual
2008-09
Projected
City fire insurance rating 	3 	3 	3
Average number of incidental sick days per employee 	1 	1.5 	1.5
Approved Adjustments in 2008-2009 Budget
203

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CITY OF EVANSTON
FIRE MGT & SUPPORT
2305
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2305 FIRE MGT & SUPPORT
61010 REGULAR PAY 	301,900 	314,900
61510 HEALTH INSURANCE 	29,700 	27,800
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	4,700 	4,800
61725 SOCIAL SECURITY 	400 	600
61730 MEDICARE 	2,100 	4,600
62160 EMPLOYMENT TESTING SERVICES 	7,000 	7,100
62210 PRINTING 	1,500 	1,500
62235 OFFICE EQUIPMENT MAINT 	1,100 	1,100
62270 MEDICAL/HOSPITAL SERVICES 	35,000 	36,000
62275 POSTAGE CHARGEBACKS 	3,400 	3,400
62295 TRAINING & TRAVEL 	1,000 	1,100
62305 RENTAL OF AUTO-FLEET SER 	30,000 	30,000
62315 POSTAGE 	650 	500
62335 DATA PROCESSING SERVIC 	3,050 	3,200
62355 LAUNDRY/OTHER CLEANING 	1,000 	1,000
62360 MEMBERSHIP DUES 	29,500 	29,800
62380 COPY MACHINE CHARGES 	6,600 	6,600
62518 SECURITY/ALARM CONTRACTS 	4,700 	4,900
64015 NATURAL GAS 	75,000 	75,000
64540 TELECOMMUNICATIONS - WIRELESS 	25,800 	25,800
65010 BOOKS, PUBLICATIONS, MAPS 	400 	900
65020 CLOTHING 	75,000 	79,000
65050 BLDG MAINTENANCE MATERIAL 	6,500 	6,600
65070 OFFICE/OTHER EQT MTN MATL 	4,000 	4,000
65095 OFFICE SUPPLIES 	5,000 	5,000
65125 OTHER COMMODITIES 	15,000 	15,500
2305 FIRE MGT & SUPPORT 	670,300 	691,000
204

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City of Evanston
Fire Department
2310 – Fire Prevention Bureau
Description of Major Activities
In addition to Fire and Building code enforcement and investigating cause and origin, the Fire Prevention Bureau is
responsible for performing several activities, including:
• 	Building inspections for Fire Building code violations
• 	Inspection and witnessing of fire and life safety systems
• 	Licensing of specialized occupancies
• 	Review of new construction plans for fire and life safety requirements, and site plan review
This division also oversees:
• 	Certificate of occupancy inspections
• 	Public education and fire awareness programs
• 	Enforcement of fire and life safety for public events
• 	Monitoring above ground storage tank installations
Finally, the bureau generates department activity reports, creates and implements specialized programs, responds to
citizens' inquiries and complaints, and supports the Mutual Aid Box Alarm System. The bureau's main objective is
fire prevention and awareness through a pro-active approach to fire and life safety.
FY 2008-2009 Objectives
• 	Develop an incident investigation team using Fire Prevention Bureau members and suppression members by
February 2009
• 	Develop a self inspection program with Northwestern University residential properties by February 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-09
Projected
Hydrants Inspected/flow tested 	1295 	1310 	1310
Bureau fire inspections 	631 	748 	700
Construction plans reviewed 	526 	558 	450
Fire equipment test witnessed 	339 	297 	310
Staff hours on cause and origin investigations 	336 	300 	300
Public education presentations 	730 	565 	600
Customer request for information 	3725 	4000 	3550
Approved Adjustments in 2008-2009 Budget
205

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CITY OF EVANSTON
FIRE PREVENTION
2310
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2310 FIRE PREVENTION
61010 REGULAR PAY 	381,600 	475,400
61110 OVERTIME PAY 	28,000 	20,500
61210 LONGEVITY 	9,000 	9,000
61510 HEALTH INSURANCE 	49,500 	55,500
61615 LIFE INSURANCE 	500 	600
61710 IMRF 	3,200 	5,600
61725 SOCIAL SECURITY 	500 	5,200
61730 MEDICARE 	2,800 	7,400
62210 PRINTING 	1,500 	1,500
62245 OTHER EQMT MAINTENANCE 	3,500 	3,500
62250 COMPUTER EQUIPMENT MAINT 	10,000 	10,100
62295 TRAINING & TRAVEL 	800 	800
62305 RENTAL OF AUTO-FLEET SER 	25,700 	25,700
62345 COURT COST/LITIGATION 	300 	300
62360 MEMBERSHIP DUES 	600 	600
65010 BOOKS, PUBLICATIONS, MAPS 	2,000 	2,000
65095 OFFICE SUPPLIES 	2,500 	2,500
65105 PHOTO/DRAFTING SUPPLIE 	1,500 	1,500
2310 FIRE PREVENTION 	523,500 	627,700
206

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City of Evanston
Fire Department
2315 – Fire Suppression Bureau
Description of Major Activities
Fire Suppression members mitigate all fires, explosions, accidents, and medical emergencies. This division conducts
in-house medical training and continuing-education classes to upgrade emergency medical-care skill levels in
addition to firefighting and its related skill demands. Suppression also responds to community service calls,
including:
• 	Lock-outs or lock-ins
• 	Downed power lines
• 	Odor investigations
• 	Flammable liquid spills
• 	Other non-emergency incidents requiring prompt response, investigation, and/or action
Suppression provides the opportunity for members of our departments to participate in the MABAS Division III Water
Rescue, Hazardous Materials, Technical Rescue, and Urban Search and Rescue teams. The division provides aid to
other communities through the Mutual Aid Box Alarm System agreement.
FY 2008-2009 Objectives
• 	Implement the EMS Field Reporting Program that will enable the units to complete reports in the field and create
a paperless reporting process for the Department by June 2008
• 	Develop and implement a new water rescue standard operating guide by June 2008 to incorporate the wave
runners into the water rescue SOG
• 	Provide a Pediatric Advance Life-Support Class for all paramedics by February 2009
• 	Conduct an Engine Operations Class by August 2008 in a continuing effort to reduce/eliminated preventable
accidents throughout the Department
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
City fire-insurance rating 	3 	3 	3
All Fire Dept. incidents excluding ambulance calls 	3189 	3222 	3280
Ambulance calls 	4910 	5100 	4900
Fire, Carbon Monoxide , & Extinguishing Alarm System
activations (Included above)
1724 	1614 	1690
Number of fires (included above) 	228 	250 	248
Number of structure fires (included above) 	100
120 	103
Average fire alarm response time 	350 	350 	350
Average ambulance response time 	400 	400 	400
Training hours/firefighter 	240 	240 	240
Number of paramedics 	81 	83 	85
Approved Adjustments in 2008-2009 Budget
207

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CITY OF EVANSTON
FIRE SUPPRESSION
2315
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2315 FIRE SUPPRESSION
61010 REGULAR PAY 	7,619,000 	8,086,900
61055 TEMPORARY EMPLOYEES 	4,500
61110 OVERTIME PAY 	106,600 	99,500
61111 HIREBACK OT 	364,800 	359,800
61113 TRAINING OT 	42,500 	42,300
61210 LONGEVITY 	183,400 	183,400
61510 HEALTH INSURANCE 	1,019,700 	952,400
61615 LIFE INSURANCE 	10,300 	10,300
61725 SOCIAL SECURITY 	10,800 	16,700
61730 MEDICARE 	58,200 	125,900
62210 PRINTING 	2,000 	2,000
62295 TRAINING & TRAVEL 	55,000 	68,100
62305 RENTAL OF AUTO-FLEET SER 	641,500 	641,500
62360 MEMBERSHIP DUES 	3,500 	3,500
62430 CUSTODIAL CONTRACT SERVICES 	5,000 	5,000
62509 SERVICE AGREEMENTS / CONTRACTS 	4,100 	5,100
62521 MEDICAL EQ MAINT AGREEMENTS 	13,900 	13,200
62522 SCBA EQ MAINT AGREEMENTS 	5,000 	5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 	3,000 	3,000
62605 OTHER CHARGES 	10,000 	8,500
65005 AGRI/BOTANICAL SUPPLIES 	300 	300
65010 BOOKS, PUBLICATIONS, MAPS 	1,000 	1,000
65015 CHEMICALS 	6,000 	6,000
65040 JANITORIAL SUPPLIES 	11,000 	11,100
65075 MEDICAL & LAB SUPPLIES 	7,000 	7,000
65085 MINOR EQUIPMENT & TOOLS 	4,000 	4,100
65090 SAFETY EQUIPMENT 	1,900 	1,600
65095 OFFICE SUPPLIES 	2,000 	2,000
65105 PHOTO/DRAFTING SUPPLIE 	800 	800
65125 OTHER COMMODITIES 	1,200 	1,200
65625 FURNITURES & FIXTURES 	57,000 	62,100
2315 FIRE SUPPRESSION 	10,255,000 	10,729,300
208

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City of Evanston
Health and Human Services Department
Three Year Fiscal History
$3,962,500
$4,301,434
$3,600,100
$3,000,000
$3,500,000
$4,000,000
$4,500,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009
General Fund Budget
3.83%
Health and Human Services
Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Health Services Administration
Full-Time Regular 	Director, Health & Human Services 	1.00
Full-Time Regular 	Management Analyst 	1.00
Full-Time Regular 	Exec Secretary (to Dept. Head) 	1.00
2407 Total 	3.00
Family & Community Wellness
Full-Time Regular 	Community Intervention Coordinator 	1.00
Full-Time Regular 	Outreach Specialist 	1.00
Full-Time Regular 	Secretary II 	1.00
Full-Time Regular 	Communicable Dis Surv Spec 	1.00
Full-Time Regular 	Medical Supervisor 	0.10
2416 Total 	4.10
Dental Services
Full-Time Regular 	Clerk II 	1.00
Full-Time Regular 	Dental Assistant 	1.00
Part-time Regular 	Dental Health Educator 	0.60
Part-time Regular 	Dentist 	0.80
2425 Total 	3.40
Food and Environmental Health
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Division Chief, Health 	1.00
Full-Time Regular 	Environ Health Practitioner 	2.00
Full-Time Regular 	Health Program Coordinator 	1.00
Full-Time Regular 	Environmental Health Supervisor 	1.00
Full-Time Regular 	Secretary II 	1.00
Full-Time Regular 	Inclusion Specialist 	0.60
2435 Total 	7.60
209

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City of Evanston
Health and Human Services Department
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Vital Records
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Clerk Typist I 	1.00
Part-time Regular 	Clerk II 	0.40
2440 Total 	2.40
Mental Health Program Administration
Full-Time Regular 	Secretary II 	0.50
2455 Total 	0.50
Commission on Aging
Full-Time Regular 	Secretary II 	0.50
Full-Time Regular 	Long Term Care Ombudsman 	1.00
2530 Total 	1.50
Summer Youth Employment Program
Full-Time Regular 	Human Relations Specialist 	0.50
2540 Total 	0.50
Human Relations Commission
Full-Time Regular 	Human Relations Specialist 	1.50
2455 Total 	1.50
Health & Human Services Total 	24.50
210

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City of Evanston
Health and Human Services Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2407 – Health Services Admin. 	286,713 	304,900 	325,900 	311,500
2410 – Laboratory Services 	86,819 	36,800 	70,200 	0
2415 – Family Health 	550,860 	243,500 	290,700 	0
2416 – Family & Community Wellness 	0 	0 	0 	471,900
2420 – Infectious Disease Control 	200,077 	159,700 	129,600 	0
2425 – Dental Services 	209,425 	284,800 	224,100 	367,600
2430 – Adult Health 	306,848 	270,200 	268,700 	0
2435 – Food & Environmental Health 	537,283 	628,500 	614,300 	805,300
2440 – Vital Records 	123,343 	149,400 	135,000 	137,300
2450 – Community Intervention Services 	295,480 	372,500 	317,500 	0
2525 – Homeless Services 	86,423 	86,400 	82,300 	86,900
2555 – Farmers’ Market 1 	20,690 	21,900 	22,314 	22,800
Total Expenditures: 	$ 2,703,961 	$ 2,558,600 	$ 2,480,614 	$ 2,203,300
Revenues:
51595 – Liquor Sales Tax 	1,941,652 	1,800,000 	1,516,600 	1,927,000
52040 – Liquor Licensing 	324,803 	340,000 	452,200 	345,100
52045 – Farmers’ Market Licenses 	0 	0 	0 	26,400
52055 – Long Term Care License Fees 	69,540 	113,000 	105,100 	112,400
53020 – Tuberculosis Nursing Services Grant 	7,600 	12,000 	4,900 	0
53025 – Skokie Contract (VD Program) 	750 	0 	1,700 	0
53050 – Sanitation Classes 	8,035 	10,000 	9,800 	11,000
53075 – Dental Fees & Reimbursement 	96,219 	126,000 	111,700 	126,000
53080 – Flu & Pneumonia Program 	21,371 	0 	0 	0
53100 – Health Service Fees – Lab 	9,020 	11,800 	2,600 	0
53105 – Food Establishment License Fees 	162,168 	150,000 	155,800 	162,000
53135 – 53180 Dental Fees (specific) 	17,085 	15,900 	12,200 	16,700
53190 – Food Delivery Vehicle 	6,196 	6,400 	6,800 	8,300
53200 – Bev. / Snack Vending License 	25,236 	34,000 	24,700 	27,800
53210 – Tobacco License Fees 	11,125 	13,000 	12,700 	11,000
53215 – Birth Certificate Fees 	79,572 	84,000 	83,700 	95,000
53220 – Death Certificate Fees 	52,805 	45,000 	46,400 	47,000
55025 – IDPH – Local Health Protection 	76,181 	76,000 	76,200 	76,200
55035 – Family Case Management Grant 	114,400 	83,100 	104,700 	0
55040 – IDPH Dental Sealant Grant 	4,183 	2,800 	1,800 	4,200
55080 – Kid Care Agreement 	5,599 	11,300 	11,300 	0
55085 – Illinois Tobacco Free Grant 	28,188 	0 	25,600 	25,600
55090 – Family Planning Grant (Title XX) 	50,000 	36,300 	45,000 	0
55105 – Vision & Hearing Grant 	8,000 	5,300 	8,000 	0
55125 – Adolescent Health Program Grant 	28,000 	30,600 	30,000 	60,600
55130 – Childhood Lead Poisoning Grant 	1,373 	2,000 	1,300 	1,000
55135 – Teen Parent Services 	35,450 	35,000 	35,000 	36,100
55140 – Genetic Education Grant 	17,000 	10,200 	10,200 	0
55145 – Prostate Cancer Awareness Grant 	12,039 	0 	10,000 	10,000
55150 – Tanning Facility Inspections 	350 	0 	300 	100
Total Revenues: 	$ 3,213,940 	$ 3,053,700 	$2,906,300 	$ 3,129,500
211

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City of Evanston
Health and Human Services Department
Notes for Financial Summary
• 	While the financials for each division are not included on this page, the Health and Human Services Department
does include the following Divisions: Mental Health Board & Community Purchased Services; Commission on
Aging; and as of December 1, 2008, the Division of Human Relations, which was previously in the City
Manager’s Office. The financial information for each division is presented at the beginning of the section for each
division.
• 	As part of a department reorganization, the following changes have occurred:
o 	The Family Health, Infectious Disease Control, and Adult Health business functions have been combined
and are now represented by the Family & Community Wellness Business Unit.
o 	The Laboratory Services function has been eliminated.
o 	The services provided by the Community Intervention Services Division, which included both community
intervention and homeless services, have been distributed to other business functions within the
department.
o 	Staff support to the Liquor Control Commission has been moved to this Department.
o 	The Farmers’ Market, which was previously in administered through the City Managers’ Office, has been
moved to Health & Human Services for FY 2008-09.
1 	Prior to FY 2008-09, the Farmer’s Market was business unit 1515 in the City Manager’s Office. Therefore, the
expenditure history is for business unit 1515 for all years prior to FY 2008-09.
Performance Report on FY 2007-2008 Major Program Objectives
• 	The initial steps for establishing a civilian medical reserve corps have been taken. Emergency management staff
and public health staff have held their first orientation for health professionals who responded to the City's first
recruitment.
• 	All food service inspection reports are now available online.
• 	EPLAN community health needs assessment was approved by the Human Services Committee and submitted to
the Illinois Department of Public Health for their review and approval. State review is pending at this time.
• 	Lead based paint policy has not yet been developed. It will be among the issues included in a comprehensive
report on Health & Human Services and Property Standards interaction to be prepared in 2009.
2008-2009 Department Initiatives
• 	Working with other City departments, develop written, consistent procedures for relocation of residents displaced
by City actions not governed by federal relocation policies.
• 	Develop refined impact objectives for those agencies funded by the Evanston Mental Health Board with a priority
given to those agencies providing youth services.
2008-2009 Performance Initiatives
Performance Measure – Commission on Aging
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of Aging Well conference
participants who give the conference a rating of
“excellent.” (Data Source: Exit survey of
conference participants)
67% 	66% 	TBD
Comment: Data will be collected for fiscal year 2008-
2009 at the next conference in May 2008.
212

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City of Evanston
Health and Human Services Department
Performance Measure – Food and Environmental
Health
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
2. Percentage of people who report that they plan
to have yearly Prostate Specific Antigen (PSA)
screenings. (Data Source: PSA screening
participant questionnaire)
N/A 	TBD 	TBD
Comment: 2007-2008 will be used as a baseline year
for this measure; data are not yet analyzed.
Performance Measure – Food and Environmental
Health
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
3. Percentage of Food Service Sanitation Manager
Certification Course participants who felt that the
course prepared them for the state FSSMCC exam.
(Data Source: FSSMCC participant survey)
N/A 	90% 	TBD
Comment: 2007-2008 will be used as a baseline year
for this measure.
Performance Measure – Dental Services
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
4. Percentage of patients seen in the Children’s
Dental Clinic returning from one year to the next.
(Data Source: Departmental data)
82.8% 	83% 	86.5%
Comment: 2006-2007 will be used as a baseline year
for this measure. Numbers reflect calendar year.
213

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City of Evanston
Health and Human Services Department
2407 – Human Services Administration
Description of Major Activities
The Director of Health and Human Services coordinates and manages the Department of Health and Human
Services. This includes staff of the Public Health Division, Mental Health Board, Commission on Aging, Human
Relation Commission and community intervention programs. The director serves as the Public Health Director and is
responsible for interdepartmental coordination with federal, state, and county health officials. The director is also
responsible for all public information related to infectious disease outbreaks and public health risks.
The director is responsible for the monitoring and evaluating all social services purchased by the City through the
Evanston Mental Health Board. The director also serves as Director of the Evanston Mental Health Board, Human
Relations Commission, and Evanston Commission on Aging. The director's office issues Group-Care and
Residential-Care home licenses, Child Residential-Care home licenses, and home day-care permits.
The director's office provides primary staff support to the City Council, Human Services Committee, the Liquor
Commission, the Evanston Community Health Advisory Board, and the Homeless Task Force.
FY 2008-2009 Objectives
• 	Complete the integration of fair housing and landlord tenant services into existing HHS functions
• 	Establish a liquor license review process which links to the zoning, building, and food establishment review
processes
• 	Assume responsibility for Farmer’s Market administration
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Human Services Committee packets 	10 	10 	10
Liquor licenses administered 	90 	100 	110
Public health media inquiries 	85 	70 	80
Day care permits issued 	77 	75 	75
Approved Adjustments in 2008-2009 Budget
214

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CITY OF EVANSTON
HEALTH SERVICES ADMIN
2407
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2407 HEALTH SERVICES ADMIN
61010 REGULAR PAY 	235,400 	240,400
61210 LONGEVITY 	3,000 	2,500
61510 HEALTH INSURANCE 	29,700 	26,200
61615 LIFE INSURANCE 	300 	400
61625 AUTO ALLOWANCE 	5,000 	5,000
61710 IMRF 	18,800 	18,400
61725 SOCIAL SECURITY 	9,800 	15,100
61730 MEDICARE 	2,900 	3,500
2407 HEALTH SERVICES ADMIN 	304,900 	311,500
215

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City of Evanston
Health and Human Services Department
2416 – Family and Community Wellness
All Kids program
The State of Illinois program for uninsured and underinsured families. The All Kids program offers Illinois children
comprehensive health care that includes doctor’s visits, hospital stays, prescription drugs, vision care, dental care
and medical devices.
Infectious Disease Control
Surveillance provided for the prevention, monitoring and follow-up of all reportable communicable diseases to prevent
the spread of infection in the community. Assist in food borne illness investigations and surveillance tracking of all
communicable diseases in Evanston. Provide presentations to hospital personnel regarding outbreaks and
surveillance data on reportable and communicable diseases.
FY 2008-2009 Objectives
• 	Expand outreach efforts with the Women, Infant and Children’s Program (WIC) of Greater Evanston for Families
and Children
• 	Assure families have a primary care provider; provide assistance with all kids
• 	Maintain long term care licensure for 11 long term care facilities
• 	Provide home visitation and outreach to teen mothers
• 	Develop strategies to expand employment opportunities for vulnerable populations
• 	Hold an annual immigration workshop for agencies and community members
• 	Hold a civic leadership Seminar
• 	Develop an anti-gang seminar for middles school aged children
• 	African American States Attorney Council meetings
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of Adolescent Health Ed. Sessions 	70 	70 	70
Number of Adolescent Participants 	359 	20 	20
Number of long term care licenses reviewed by HHS 	11 	11 	11
Outreach and education presentations for school
District
28 	13 	5
Number of children with elevated blood lead 	9 	16 	10
Grants Administered
Childcare network of Evanston Early Head Start policy
council
9 	9
SPIN and Wraparound meetings for interagency
intervention and case plans
6 	6 	6
Homeless Task Force monthly meetings 	12 	12 	12
Disabled consortium meetings 	12 	12 	0
Chicago Jobs Council workforce meetings 	4 	12
Homeless Prevention Program (person) 	25 	50 	50
Number of Community Presentations 	8 	11 	20
Number of Participants at Presentations 	114 	143 	140
KidCare/MPE applications 	74 	150 	150
Number of CD epidemiological Investigation 	251 	250
AA States Council meetings 	0 	12 	12
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
FAMILY & COMMUNITY WELLNESS
2416
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2416 FAMILY & COMMUNITY WELLNESS
61010 REGULAR PAY 	240,900
61050 PERMANENT PART-TIME 	13,700
61210 LONGEVITY 	600
61510 HEALTH INSURANCE 	36,900
61615 LIFE INSURANCE 	400
61710 IMRF 	18,200
61725 SOCIAL SECURITY 	15,700
61730 MEDICARE 	3,700
62210 PRINTING 	1,500
62285 COURIER CHARGES 	500
62295 TRAINING & TRAVEL 	3,800
62315 POSTAGE 	300
62340 COMPTER LICENSE & SUPP 	100
62355 LAUNDRY/OTHER CLEANING 	200
62360 MEMBERSHIP DUES 	1,000
62465 OUTSIDE LABARATORY COSTS (HLTH 	200
62470 TEEN PEER EDUCATOR CONTR SVCS 	60,600
62475 CHILD CARE CONTRACTUAL COSTS ( 	36,100
62490 OTHER PROGRAM COSTS 	25,000
64540 TELECOMMUNICATIONS - WIRELESS 	3,000
64545 PERSONAL COMPUTER SOFTWARE 	100
65010 BOOKS, PUBLICATIONS, MAPS 	500
65025 FOOD 	200
65040 JANITORIAL SUPPLIES 	100
65070 OFFICE/OTHER EQT MTN MATL 	300
65095 OFFICE SUPPLIES 	500
65110 RECREATION SUPPLIES 	200
65620 OFFICE MACH. & EQUIP. 	600
65625 FURNITURES & FIXTURES 	7,000
2416 FAMILY & COMMUNITY WELLNESS 	471,900
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City of Evanston
Health and Human Services Department
2425 – Dental Services
Description of Major Activities
Comprehensive preventive, restorative, educational, and emergency services are provided to children on a sliding fee
scale. These services include, but are not limited to:
• 	Examinations
• 	Prophylaxis and fluoride treatments
• 	X-rays
• 	Decay preventive sealants
• 	Restorations
• 	Root canal therapy and surgical procedures
• 	Instructions on proper oral hygiene
The dental health educator conducts dental screenings and/or dental health education programs for Evanston school
children in cooperation with Evanston School District #65 throughout the school year. Also provides dental in-
services to day care providers.
FY 2008-2009 Objectives
• 	Dental operations will be completely paperless by February 28, 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of clinic appointments provided 	2,136 	1,700 	2,100
Number of preventive & restorative clinic visits 	4,223 	3,775 	4,300
Number of children receiving clinic services 	1,546 	1,323 	1,600
Number of sealants applied 	763 	592 	1,00
Number of preventative screenings/exams given at schools 	255 	255 	200
Number of dental health education programs/ participants 	60/1054 	23/493 	65/1600
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
DENTAL SERVICES
2425
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2425 DENTAL SERVICES
61010 REGULAR PAY 	77,300 	81,300
61050 PERMANENT PART-TIME 	117,400 	185,600
61055 TEMPORARY EMPLOYEES 	22,000 	22,000
61110 OVERTIME PAY 	2,000 	2,000
61210 LONGEVITY 	1,600
61510 HEALTH INSURANCE 	19,800 	18,500
61710 IMRF 	6,200 	6,300
61725 SOCIAL SECURITY 	9,000 	16,500
61730 MEDICARE 	2,700 	3,900
62245 OTHER EQMT MAINTENANCE 	2,000 	2,000
62295 TRAINING & TRAVEL 	600 	1,000
62340 COMPTER LICENSE & SUPP 	1,000 	1,800
62360 MEMBERSHIP DUES 	500 	500
62521 MEDICAL EQ MAINT AGREEMENTS 	2,000 	2,000
65010 BOOKS, PUBLICATIONS, MAPS 	400 	400
65075 MEDICAL & LAB SUPPLIES 	19,500 	19,500
65095 OFFICE SUPPLIES 	900 	900
65555 PERSONAL COMPUTER EQUIPMENT 	1,800
65620 OFFICE MACH. & EQUIP. 	1,500
2425 DENTAL SERVICES 	284,800 	367,600
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City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
Description of Major Activities
The Food and Environmental Health programs provide population-based community health services. This includes
risk-based food protection activities and community-based disease prevention activities. The major enforcement
areas are food protection; tobacco-clean air, rodent, vector, public health nuisance, and lead poisoning investigations.
Staff also coordinates community health planning and education activities, disabled services complaint investigations,
programs and requests for service. Staff also performs Health & Human Services Department cash collection and
licensing and administers the Illinois Smoke Free Communities grant.
Food establishment inspections are made in accordance with 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
• 	Food delivery vehicles
Re-inspections are made when necessary to assure compliance with applicable ordinances. All suspected cases of
food-borne illness are investigated to determine the cause and prevent recurrence. Plans for new or remodeled food
establishments are reviewed, and owners are issued health licenses. Environmental health practitioners advise and
assist food establishment operators on sanitation problems and conduct Food Manager Training and Certification
programs. Food Safety Training sessions are provided for food handlers as needed.
Environmental Health programs provide inspections, investigations, consultations, and educational services. Rodent,
vector, insect, and public health nuisance complaints are promptly investigated and appropriate corrective action is
taken. Environmental Health practitioners conduct educational rodent control activities for neighborhood groups and
facilitate extermination services for serious infestations on public property. Environmental Health staff provides
mosquito surveillance and education about West Nile Virus.
Environmental lead assessments are conducted in dwelling units where children with elevated blood lead levels
reside. The source of lead poisoning is determined, and corrective work is recommended. Health inspections and
licensure audits are performed at licensed day care facilities. Periodic inspections are made of public swimming
pools to assure safe and sanitary conditions. Staff enforces the Evanston Indoor Clean Air Act and the Adolescent
Tobacco Act, licensing tobacco retailers and prohibiting the sale of tobacco to adolescents less than 18 years of age.
The Disabled Services Specialist assures compliance with ADA requirements in new and remodel construction
including plan reviews and inspections. The Specialist also responds to complaints and requests for service from
persons with disabilities and is responsible for Curb Ramp Program and Ticket to Work Program activities. Finally,
the Disabled Services Specialist will be implementing a program to integrate disabled youth into career options
through the Summer Youth Employment Program in conjunction with the Human Relations Division.
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 works with community
organizations, businesses, schools, and the faith-based community in this effort.
Youth tobacco prevention, youth- and adult-tobacco cessation, and improved indoor air quality are objectives of the
Illinois Smoke Free Communities grant. Youth tobacco-prevention activities are being coordinated with the schools,
the Evanston office of the American Cancer Society, and PEER Services. The smoke-free restaurants in Evanston
are publicized. Seminars and clinics to help youth and adults quit smoking are periodically offered
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City of Evanston
Health and Human Services Department
2435 – Food & Environmental Health Services
FY 2008-2009 Objectives
• 	Raise awareness of foodborne illness to at least 30 physicians serving residents by February 28, 2009
• 	Perform West Nile Virus education to at least 100 school aged children by June 1, 2008
• 	Work with green restaurant association to assist food establishments being green and enlist at least 1 food
establishment by February 28, 2009
• 	Develop a comprehensive plan for emergency evacuation to the disabled community by February 28, 2009
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of licensed food establishments 	384 	384 	384
Total number of food inspections performed 	1,112 	1137 	1150
Temporary food inspections performed 	107 	120 	100
Food complaints evaluated / inspected 	85 	101 	85
Education Participants 	975 	754 	1100
Food establishment plans reviewed 	52 	49 	50
Rat & Rodent complaints investigated 	131 	73 	150
Nuisance requests for service provided 	278 	168 	280
Lead inspections performed 	12 	12 	8
Persons screened for Prostate Specific Antigens (PSA) 	177 	185 	175
Persons participating in tobacco cessation activities 	102 	90 	100
Grants administered 	12 	10 	12
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
FOOD AND ENVIRONMENTAL HEALTH
2435
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2435 FOOD AND ENVIRONMENTAL HEALTH
61010 REGULAR PAY 	424,900 	445,200
61050 PERMANENT PART-TIME 	22,900
61055 TEMPORARY EMPLOYEES 	4,500 	4,500
61110 OVERTIME PAY 	7,500 	7,500
61210 LONGEVITY 	3,600 	3,600
61510 HEALTH INSURANCE 	69,300 	64,700
61615 LIFE INSURANCE 	700 	700
61625 AUTO ALLOWANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	500 	500
61710 IMRF 	33,900 	34,400
61725 SOCIAL SECURITY 	18,100 	29,400
61730 MEDICARE 	5,400 	6,900
62185 OTHER CONSULTING SERVICES 	3,000 	4,100
62210 PRINTING 	2,200 	4,700
62295 TRAINING & TRAVEL 	1,500 	2,400
62305 RENTAL OF AUTO-FLEET SER 	17,100 	17,100
62360 MEMBERSHIP DUES 	1,900 	2,300
62495 LICENSED PEST CONTROL SERVICES 	1,500 	1,500
62505 INSTRUCTOR SERVICES 	2,600 	2,600
62605 OTHER CHARGES 	15,000 	137,200
64540 TELECOMMUNICATIONS - WIRELESS 	3,900 	2,500
65010 BOOKS, PUBLICATIONS, MAPS 	900 	900
65045 LICENSING/REGULATORY SUPP 	500 	900
65075 MEDICAL & LAB SUPPLIES 	500
65080 MERCHANDISE FOR RESALE 	2,800 	2,800
65090 SAFETY EQUIPMENT 	400 	900
65095 OFFICE SUPPLIES 	1,600 	1,600
65125 OTHER COMMODITIES 	800 	1,200
65555 PERSONAL COMPUTER EQUIPMENT 	1,800
65620 OFFICE MACH. & EQUIP. 	1,400 	600
2435 FOOD AND ENVIRONMENTAL HEALTH 	628,500 	805,300
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City of Evanston
Health and Human Services Department
2440 – Vital Records
Description of Major Activities
Vital Records registers all births and deaths that occur in Evanston and compiles certain birth and death data for
statistical reports. Certified copies of birth and death certificates are issued by this office for any birth or death
occurring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body.
FY 2008-2009 Objectives
• 	Update the procedure manual by February 2009
• 	Train all staff on new electronic retrieval system for death certificates
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of registered births 	4,543 	4,500 	4,500
Number of registered deaths 	1,200 	1,100 	1,100
Number of certified copies issued 	29,754 	27,000 	27,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
VITAL RECORDS
2440
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2440 VITAL RECORDS
61010 REGULAR PAY 	82,200 	83,100
61050 PERMANENT PART-TIME 	25,100 	11,200
61060 SEASONAL EMPLOYEES 	56
61210 LONGEVITY 	2,400 	2,500
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61710 IMRF 	6,500 	6,400
61725 SOCIAL SECURITY 	4,500 	6,000
61730 MEDICARE 	1,300 	1,400
62210 PRINTING 	3,000
62235 OFFICE EQUIPMENT MAINT 	200 	200
62295 TRAINING & TRAVEL 	200 	200
62335 DATA PROCESSING SERVIC 	1,644 	5,000
62645 MICROFILMING 	600 	400
65095 OFFICE SUPPLIES 	1,500 	2,000
65105 PHOTO/DRAFTING SUPPLIE 	200 	200
2440 VITAL RECORDS 	149,400 	137,300
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City of Evanston
Health and Human Services Department
2525 – Homeless Services
Description of Major Activities
Connections for the Homeless:
The agency operates Hilda's Place, a year-round, fixed-site emergency and transitional overnight shelter for adult
men and women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the
year. Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly
in-person psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with
night supervisors and the mental health case manager; (c) personnel costs associated with the substance abuse
case manager, (d) operational services and supplies for the shelter; (e) costs associated with the repairs and
maintenance of the shelter; and (f) shelter rent. ESGP funds will also support personnel costs for Connections
Family Housing Services Program prevention case manager.
Interfaith Action of Evanston The agency operates the Hospitality Center for the Homeless on a year-round basis.
The center is open five days a week, Monday through Friday. The Hospitality Center provides guests with shelter
from the elements during the day, provides a light breakfast to guests ongoing case management services, and an
on-site social worker and employment counselor. The Hospitality Center also provides a telephone voicemail, fax,
and fare for transportation to enable its guests to get to work, job-related interviews, and appointments for
entitlements and other benefits. When needed, the Hospitality Center provides hats, scarves, gloves, umbrellas, and
other clothing items. The center also provides support services to assist guests in making the transition to a more
stable living condition, and an employment counselor to provide guidance as guests strive to become self sufficient.
Emergency Shelter Grant Program funds will support the general operating expenses of the Hospitality Center and
the salary of the employment counselor.
Fresh Start:
Emergency Shelter Grant Program funds will be used to support Fresh Start, GRANTEE’S ex-offender program for
homeless adults. Fresh Start reaches out to women and men who have been incarcerated, caught up in chronic
substance abuse, and other forms of anti-social behaviors, but are now open to the challenge of change and a new
life. Specifically, funds will be used to support the following activities: (a) provide services to aid ex-offenders with
reintegrating into the community; (b) promote family restoration through reunification discussion groups; (c) Utilize
spiritual leaders, motivational speakers, and Bible study; (d) provide assessments, counseling, and case
management (e) to render employment assistance and transportation; (f) engage in advocacy, referral services and
outreach, and to evaluate planning and follow-up on client progress (g) to act as a liaison to the court and job-
placement centers; (h) investigate educational opportunities, training, and career options; and (i) conduct abuse
education and support groups.
YWCA Shelter:
The YWCA Shelter program targets battered women and their children. Shelter operates 24 hours per day, 7 days
per week, and 360 days per year. A woman’s first contact with the program is almost always with the 24-hour crisis
hotline. Screening and intake are done when a battered woman requests services. Potential clients are screened to
make sure eligibility criteria are met. Crisis line workers are available to provide crisis intervention, emotional support,
and information about the Shelter.
Interfaith Action of Evanston (Soup Kitchens)
The agency sponsors three soup kitchens currently in Evanston each week. All of the soup kitchens are volunteer
run using the team system. All of the teams are responsible for planning the menus and preparing the food. The
soup kitchens provide meals for 350 people each week. Currently, interfaith Action of Evanston is in the process of
starting a soup kitchen on Fridays. Friday is the only day that does not meet the needs for its hungry.
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City of Evanston
Health and Human Services Department
2525 – Homeless Services
FY 2008-2009 Objectives
• 	Continue to provide the homeless population with counseling, job-placement, medical assessment and housing
assistance services.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Persons Served at:
Connections for the homeless Hilda's Place 	37 	37 	37
Interfaith Action of Evanston/EEAC 	300 	205 	300
Fresh Start 	200 	164 	300
YWCA 	0 	30 	35
Interfaith Action (Soup Kitchen) 	0 	350 	450
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
HOMELESS SERVICES
2525
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2525 HOMELESS SERVICES
67110 CONNECTIONS FOR THE HOMELESS 	66,400 	54,900
67111 YWCA 	10,000
67112 CAREPOINT
67115 INTERFAITH HOMELESS SERVICES 	10,000 	15,000
67165 FRESH START 	10,000 	7,000
2525 HOMELESS SERVICES 	86,400 	86,900
227

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City of Evanston
Health and Human Services Department
2555 – Farmers’ Market
Description of Major Activities
The City Manager's Office coordinates a Farmers' Market in downtown Evanston from the third Saturday in May
through the first Saturday in November. Farmers from surrounding metropolitan areas, Wisconsin, Michigan, and
Indiana participate by bringing and selling their goods. Stalls, from which fresh produce, bread, meat, cheese and
flowers are sold, can be rented on a seasonal or weekly basis. A market manager oversees several area youth in the
set-up and take-down of the weekly events, and the youth serve as shopping-cart attendants. Every Saturday one of
Evanston's not-for-profit organizations is at the market to sell fresh baked goods to support their organization's work.
Additionally, one Saturday each year is set aside as "Non-profit Day" at the market. As many as 30 - 40 nonprofits
serving Evanston residents participate in this event to promote awareness of their work in the community. The
market is a very popular event, not only for residents of Evanston, but for visitors from all over metropolitan Chicago
and beyond.
FY 2008-2009 Objectives
• 	To continue to provide a pleasant environment for the Farmer’s Market in downtown Evanston
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Seasonal stall rentals 	35 	33 	34
Weekly stall rentals 	0 	1 	2
Number of non-profit organizations per week 	1 	1 	1
City department stalls per week 	1 	6 	8
Annual Non-profit Day booths 	40 	39 	40
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
FARMER'S MARKET
2555
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2555 FARMER'S MARKET
61060 SEASONAL EMPLOYEES 	12,000
61110 OVERTIME PAY 	7,000
61725 SOCIAL SECURITY 	1,200
61730 MEDICARE 	300
62205 ADVERTISING 	1,100
62275 POSTAGE CHARGEBACKS 	100
62375 RENTALS 	1,000
65095 OFFICE SUPPLIES 	100
2555 FARMER'S MARKET 	22,800
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City of Evanston
Mental Health Board & Community Purchased Services
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2455 – Mental Health Administration 	110,162 	136,000 	131,400 	60,400
2460 – Community Purchased Services 1 	829,000 	844,000 	844,000 	885,000
Total Expenditures: 	$ 939,162 	$ 980,000 	$ 975,400 	$ 945,400
Revenues:
56048 – Teen Baby Nursery Program 	0 	0 	0 	41,000
Total Revenues: 	0 	0 	0 	$41,000
Notes for Financial Summary
1 The proposed 2008-2009 allocation for Budget Element 2460 has been increased by $41,000 above the allocation
in the City’s 07-08 Budget. This reflects the actual amount of the Mental Health Board’s contract with Infant Welfare
Society of Evanston that is reimbursed to the City by Evanston Township High School for their participation in a part-
nership to support the Teen Baby Nursery program. The purpose of this change is to reflect both the revenues and
the expenditures for all grants received by the City in the FY 2008-09 Budget. This year is the first one in which
ETHS's revenues and the corresponding expenditures will be listed in the City's Budget Book. These changes are
budget neutral.
Performance Report on FY 2007-2008 Major Program Objectives
Agency Monitoring and Allocation Process. The Mental Health Board (MHB) funded and monitored 27 programs
in 18 agencies. Each MHB member served as an Agency Liaison for regular, monthly contact with several agencies;
monthly statistical reports were received about each funded program; narrative program reports and updates on out-
come objective were submitted quarterly. In the last fiscal year, the MHB funded programs that provided services to
7057 unduplicated Evanston individuals and families; 85% were low-income. The MHB is utilizing an electronic quar-
terly reporting format that provides information about outcome objectives and measures. Each program requesting
funds was assessed and rated using 6 weighted category scores, which provided a final score that measured how
well they each met and were in compliance with the respective funding priorities of the Board. The Board used the
program scores as a tool to assist in making funding decisions.
Community Education. The MHB sponsored or coordinated 9 community forums and trainings about the following:
• Community Reinforcement and Family Training (CRAFT), a scientifically validated, community reinforcement ap-
proach to treatment to help significant others who are concerned about the alcohol/other drug use of their loved one
who refuses to seek treatment • A community training provided for early child care workers about inclusion in early
childhood classrooms, as well as ways to deal with serious behavioral issues, as well as autism • The 3rd Annual
“Maximizing Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children • In part-
nership with the Commission on Aging and a number of social service organizations, the 9
th annual “Aging Well” • A
presentation by 3 local community mental health providers about their local, aggressive mental health outreach pro-
grams to help people stay out of the hospital, and enable them to develop skills for living in the community.
In partnership with the Naomi Ruth Cohen Charitable Foundation, helped promote and produce: • “Feeling Kinda
Blue,” a conference with Mt. Zion Tabernacle Apostolic Church on depression in the African-American community •
“Someone You Love Has Mental Illness -Your Child, Your Parent, Your Friend: Support and Solutions”• Coordinated
“El Arte de Sentirse Bien Depresion en la Comunitad Latina” (The Art of Feeling Good: Depression in the Latino
Community), a workshop in Spanish that addressed issues related to depression, anxiety and stress as they are ex-
perienced in the Spanish-speaking population.
2008-2009 Department Initiatives
1. 	Research and assess the local applicability and utility of the State of Illinois regulations that enable local
mental health authorities organized under State statue to certify specific categories of purchase of service
allocations for Medicaid reimbursement through the State’s Medicaid Plan.
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City of Evanston
Mental Health Board and Community Purchased Services
2455 – Mental Health Board
Description of Major Activities
The Evanston Mental Health Board (MHB) is a public body established by state legislation and a local referendum in
1969 to administer local tax dollars for mental health services. Its mission is to assure the existence of the best
possible environment for the promotion of mental health and emotional well being in Evanston. The MHB
accomplishes its goals by promoting improvement in the community’s human service system; supporting and
defending those residents with special needs; and providing community education and training about important mental
health and other human service issues in its areas of responsibility.
They MHB allocates, monitors, and evaluates the use of local tax dollars to purchase services in Evanston for people
who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or
substance abuse problems, and for programs that provide broad-based human services. The MHB plans for,
coordinates, monitors and evaluates programs to ensure that they are accessible, effective and responsive to
Evanston residents’ needs.
Mental Health Services staff provides support to maintain the Mental Health Board operations and assist the MHB in
implementing its mission. They manage and implement an agency proposal review process, administer contracts and
monitor contract performance and accountability measures for City-funded community agencies. Staff also research
and provide information and referrals to the community about local agency services, and other public and private
mental health programs. Short-term interventions, case management, and crisis services are provided directly to
enable individuals and families to connect with whatever assistance is needed, both in Evanston and other
communities. Technical assistance, education and training are provided to City staff and the community about mental
health and human services issues.
Mental Health Services staff also manage the Residential Care Home licensing process,and provide administrative
support and coordination for 2 Evanston community partnerships related to homelessness and to substance abuse
prevention.
FY 2008-2009 Objectives
• 	By June 2008, to have reviewed, evaluated and assessed the MHB’s computerized funding criteria model, and
revised it for use in the fall 2008 allocation process.
• 	By February 2009, to have organized and provided at least six community-wide educational presentations related
to contemporary mental health and broad-based human service issues.
• 	By February 2009, to have monthly monitored the MHB-funded agencies’ use of City tax dollars by visiting pro-
gram sites; meeting with agency staff; and attending agency board meetings; and monitoring quarterly reports for
outcome measures.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Organize and facilitate meetings for the network of commu-
nity mental health and human services providers 	20 	18 	26
MHB Agency Liaison meetings with funded agencies 	72 	70 	90
Directly provide services for families and individuals through
crisis intervention, case management, and staffings with
other agencies 	185 	220 	250
Organize, facilitate and sponsor community-side educa-
tional presentations and trainings for professionals and ser-
vice consumers 	5 	9 	6
Develop and monitor, both monthly and quarterly, contracts
with the MHB’s purchased service agencies 	18 	18 	19
Implement and complete Residential Care Home license
reviews and the licensing process 	4 	4 	4
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
MENTAL HEALTH PROGRAM ADMINIST
2455
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2455 MENTAL HEALTH PROGRAM ADMINIST
61010 REGULAR PAY 	98,100 	38,400
61110 OVERTIME PAY 	400
61210 LONGEVITY 	600
61510 HEALTH INSURANCE 	14,900 	6,100
61615 LIFE INSURANCE 	200 	100
61625 AUTO ALLOWANCE 	600 	600
61710 IMRF 	7,800 	2,700
61725 SOCIAL SECURITY 	4,000 	2,200
61730 MEDICARE 	1,200 	500
62210 PRINTING 	700 	700
62275 POSTAGE CHARGEBACKS 	1,600 	1,200
62295 TRAINING & TRAVEL 	200 	200
62360 MEMBERSHIP DUES 	1,700 	1,700
62380 COPY MACHINE CHARGES 	3,500 	3,300
65010 BOOKS, PUBLICATIONS, MAPS 	400 	400
65025 FOOD 	300 	300
65095 OFFICE SUPPLIES 	800 	1,000
2455 MENTAL HEALTH PROGRAM ADMINIST 	136,000 	60,400
232

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City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Description of Major Activities
As the local mental health authority, the Evanston Mental Health Board (MHB) is responsible for ensuring that there
are effective mental health programs in Evanston for people who have, or are at risk of having, mental and emotional
disorders or problems, developmental disabilities, and/or substance abuse problems. MHB is accountable for
allocating, monitoring, and evaluating the use of local tax dollars to purchase broad-based human services for both
mental health and broad-based human service issues for Evanston residents
Annually, the MHB determines its goals and objectives, and develops funding guidelines, criteria and priorities for
Community Purchased Services. Every fall, the Board reviews and evaluates funding proposals from not-for-profit
agencies, and allocates City funds to the program areas identified above. The MHB monitors and evaluates its
funded programs to ensure that they are accessible, effective and responsive to the needs of Evanston's residents.
An annual contract is written; data is collected from each funded program monthly and quarterly; and agencies are
monitored for contract compliance and the delivery of services.
In the FY 2008-09 City Budget, the MHB is recommending funding for 28 programs at 19 different agencies, including
funding for a new program collaboration to provide housing for individuals that are both homeless and have serious
mental health issues.
FY 2008-2009 Objectives
• 	The MHB will review and revise Contract Policy Guidelines governing Purchase of Service contracts.
• 	The MHB will review and revise the Agency-Liaison policy and guidelines for use with monitoring Purchase of
Service agencies.
• 	The MHB Liaison will monitor and maintain monthly contact with each of their designated agencies.
• 	The MHB staff will develop and monitor contracts for 28 programs.
• 	The MHB staff will provide technical assistance and consultation to agencies to ensure that each of the 28
programs provides three outcome objectives and measures in their contracts that are specific; quantifiable; and
describe the outcome or impact of each funded program's services upon the client or the community (i.e., what
difference did it make).
• 	The MHB will quarterly monitor all agencies for their narrative reports and outcome reports
Ongoing Performance Measures
(Evanston Individuals Served)
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
BEHIV
Mental Health Services 	5 	NA 	NA
Center for Independent Futures
Community Living Options 	42 	NA 	NA
Full Life Model High School Outreach Program 	NA 	48 	52
Child Care Center of Evanston
Home Day Care 	101 	98 	98
Childcare Network of Evanston
Learning Together 	87 	134 	100
City-Wide Scholarships (families served) 	69 	59 	60
Connections for the Homeless
Entry Point 	198 	141 	150
Evanston Community Defender
Legal Services 	102 	109 	120
Social Work Services 	66 	53 	105
233

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City of Evanston
Mental Health Board and Community Purchased Services
2460 – Community Purchased Services
Family Focus Evanston
Pregnant and Parenting Teen 	147 	201 	150
Primary Prevention 	1320 	1490 	1200
Housing Options
Residential Services 	15 	15 	16
SHIP 	9 	9 	9
Infant Welfare Society
Teen Baby Nursery/Parenting Teen Services 	149 	136 	160
Legal Assistance Foundation of Metro Chicago
Evanston Legal Services 	533 	457 	550
Metropolitan Family Services
Family Support and Prevention (families served) 	37 	76 	40
General Family Counseling 	797 	557 	800
North Shore Senior Center
Evanston/Skokie Valley Senior Services 	2289 	2101 	2245
PEER Services
Adolescent Treatment 	94 	98 	90
Adult Treatment 	125 	119 	120
Dimensions MISA Collaboration 	49 	35 	35
Youth Early Intervention 	140 	147 	150
SHORE: Community Services
Lois Lloyd Center 	34 	38 	32
DD Residential Services 	30 	31 	31
Thresholds
Transitions 	61 	45 	50
Trilogy
Evanston Psychosocial Activities Program 	49 	59 	55
Trilogy Collaboration
Supported Housing Program 	NA 	NA 	8
Youth Job Center
Core Program Services 	NA 	840 	865
Y.O.U.
Youth and Family Services 	509 	489 	500
YWCA Evanston/North Shore
Transitional Housing and Community-Based Services 	NA 	33 	25
TOTALS 	7057 	7618 	7816
Approved Adjustments in 2008-2009 Budget
234

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CITY OF EVANSTON
COMMUNITY PURCHASED SERVICES
2460
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2460 COMMUNITY PURCHASED SERVICES
62959 COLLABORATIVE SUPRTD HSNG PGM 	5,900
67010 CHILDCARE NETWORK OF EVANSTON 	132,000 	129,700
67015 PEER SERVICES 	134,300 	133,700
67030 FAMILY FOCUS 	42,700 	42,000
67040 LGL ASSIST FNDTN OF METRO CHGO 	36,400 	35,800
67045 Y.O.U. 	90,400 	88,800
67050 COMMUNITY DEFENDER OFFICE 	36,000 	35,300
67065 HOUSING OPTIONS 	25,800 	25,400
67070 SHORE COMMUNITY SERVICES 	48,300 	50,400
67075 TRILOGY INC 	7,000 	7,200
67085 EVANSTON NORTH SHORE YWCA 	5,000 	4,900
67090 CHILD CARE CTR OF EVNSTON 	18,500 	18,200
67105 YOUTH JOB CENTER 	5,000 	5,400
67110 CONNECTIONS FOR THE HOMELESS 	28,000 	27,500
67125 INFANT WELFARE SOCIETY 	80,000 	120,600
67140 NORTH SHORE SENIOR SERVICES 	38,300 	39,300
67145 METROPOLITAN FAMILY SERVICES 	96,300 	95,300
67155 THRESHOLDS 	10,000 	9,800
67160 CENTER FOR INDEPENDENT FUTURES 	10,000 	9,800
2460 COMMUNITY PURCHASED SERVICES 	844,000 	885,000
235

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City of Evanston
Commission on Aging
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2530 – Commission on Aging 	134,270 	150,800 	145,700 	159,400
2535 – Subsidized Taxi Program 	261,558 	295,000 	205,600 	292,000
Total Expenditures: 	$395,828 	$445,800 	$351,300 	$451,400
Revenues:
53640 – Participant Contributions 	101,733 	92,000 	95,000 	95,000
55255 – Community Aging Grant – Advocate 	46,592 	43,600 	57,900 	55,800
Total Revenues: 	$148,325 	$ 135,600 	$152,900 	$150,800
Notes for Financial Summary
The Commission's Regional Ombudsman Program receives grant funding from the Illinois Department on Aging, the
Illinois Department of Public Health and Age Options/Suburban Area Agency on Aging. For the third year in a row the
Regional Program has received funding to support the salary of a 0.6 FTE Community Ombudsman. This position
assists with program activities. Thirty-two percent of the Commission on Aging budget (2530) is grant funded.
During 2006-2007 program staff revised the application process for the Subsidized Taxicab Program and required all
program users to reapply to the program. This was done to ensure that only income eligible residents were approved
for the program. Program staff continue to strictly enforce program eligibility guidelines and closely monitor the
application process for fraud. As a consequence, program utlization dropped 11%, resulting in program savings of
$52,279 over a two year period. Due to rising gas costs, the payout to cab drivers may need to increase to $6.00 or
an additional $1.00 per coupon. It is anticipated that the current program budget will be able to absorb the increased
cost of the coupon without a significant increase to the program budget, due to the program cost savings. It is
recommended that the City share of the coupon increase to $3.50 from $2.50 and program participants continue to
pay $2.50 per coupon.
Performance Report on FY 2008-2009 Major Program Objectives
Program staff continue to idenitfy and work with isolated seniors in the community. The majority of these seniors
have no family or have become estranged from their family. Others have been vicitmized by family members or
acquaintances and are mistrustful of potential caregivers. In 2006 the Illinois legislature passed legislation to amend
the Elder Abuse and Neglect Act to include self neglect as a issue that required intervention from the aging network.
The Ombudsman was appointed to serve on the Elder Self Neglect Steering Committee by the Director of the Illinois
Department on Aging. This committee is responsible for the development of criteria and protocols for responding to
the needs of these seniors. The committee will meet throughout 2007, with the goal of implementing program
protocols in 2008.
Program staff continue to receive referalls of isolated seniors in need of assistance. These referrals come from other
City departments, neighbors, Condo and Coop boards, landlords, hospital and local social service agency staff.
These sources refer residents they believe to be at risk or in need of additional services. Many are referred because
the senior has refused recommended services or their living situation is percieved to be unsafe for the senior. These
residents may have dementia, mental illness, or experience difficulty managing some aspect of their own care or their
home. The needs of these residents may be too complex for local agencies or may not fit the mission of the agency,
and these individuals are subsequently referred to City staff for assistance. A grant from the Illinois Department on
Aging supports a part-time staff member who assists with program activities. Program staff are working with City staff
and community agencies to coordinate interventions with these complex residents. Program staff continue to analyze
the needs of these residents, the time impact on program staff and the benefits of developing a coordinated City and
community approach to these residents.
236

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City of Evanston
Commission on Aging
2008-2009 Division Initiatives
• 	Continue to evaluate program effectiveness and identify areas for improvement and for further outreach and
program development
• 	Continue to improve driver courtesy and responsiveness in order to better serve taxicab program participants
237

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City of Evanston
Commission on Aging
2530 – Commission on Aging
Description of Major Activities
The Commission on Aging advocates for older Evanston residents and persons of all ages residing in long-term care
facilities. The Commission operates the Long-Term Care Ombudsman Program through which it provides advocacy
on behalf of long-term care facility residents, and investigates complaints about care. In addition, the Commission:
• 	Provides information, assistance and referral services to callers
• 	Provides education to senior citizens and their families about services for older persons
• 	Trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings
• 	Administers a Subsidized Taxicab Program with the City Collector's Office
• 	Administers a Handyman Program in conjunction with CEDA Neighbors at Work
• 	Makes in-home assessments of at-risk seniors living in the community
• 	Provides technical assistance to agencies in funding and coordination of planning for services
• 	Advises agencies, organizations, the community and members of the City Council on the needs of older
adults and long-term care facility residents
• 	Encourages and facilitates activities between generations
FY 2008-2009 Objectives
• 	Evaluate the community’s readiness to provide the policies, programs and services that address the needs of the
increasing aging population. Work with City, state, regional and community partners to evaluate existing
services, identify service gaps and future needs, and potential resources to meet those needs, by September
2009.
Ongoing Activity Measures
2006-07
Actual
2007-2008
Actual
2008-2009
Projected
Callers given information, assistance, or referrals 	1,500 	1,800 	1,800
In-homes assessments of at-risk seniors 	110 	115 	115
Long-term care facility residents assisted* (the number
of residents in long term care facilities decreased slightly
in 2007 and will decrease again in 2008; this number will
increase with the completion of Three Crowns Park and
the Mather developments)
1,700 	1,650 	1,600
Long-term care facility resident complaints handled by
the ombudsman program 	138 	125 	126
Completed Handyman jobs 	153 	140 	147
Approved Adjustments in 2008-2009 Budget
238

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CITY OF EVANSTON
COMMISSION ON AGING
2530
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2530 COMMISSION ON AGING
61010 REGULAR PAY 	84,900 	91,100
61055 TEMPORARY EMPLOYEES 	26,000 	26,000
61210 LONGEVITY 	1,300 	1,400
61510 HEALTH INSURANCE 	14,900 	13,900
61615 LIFE INSURANCE 	100 	100
61625 AUTO ALLOWANCE 	1,200 	1,200
61710 IMRF 	6,800 	7,000
61725 SOCIAL SECURITY 	4,600 	7,300
61730 MEDICARE 	1,400 	1,700
62275 POSTAGE CHARGEBACKS 	2,100 	2,100
62295 TRAINING & TRAVEL 	100 	100
62360 MEMBERSHIP DUES 	300 	300
62380 COPY MACHINE CHARGES 	3,000 	3,000
62605 OTHER CHARGES 	400 	400
64540 TELECOMMUNICATIONS - WIRELESS 	2,400 	2,500
65010 BOOKS, PUBLICATIONS, MAPS 	300 	300
65025 FOOD 	500 	500
65095 OFFICE SUPPLIES 	500 	500
2530 COMMISSION ON AGING 	150,800 	159,400
239

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City of Evanston
Commission on Aging
2535 – Subsidized Taxicab Program
Description of Major Activities
The Subsidized Taxicab Program provides low-cost transportation for income-eligible Evanston residents 60 years or
older, and for those under the age of 60 with ambulatory or other disabilities that affect their ability to take public
transportation. The program may be used anywhere in Evanston, with any Evanston cab company, 24 hours per
day, seven days per week. The coupons are returned by the taxi companies to the City for reimbursement. Coupons
may be purchased by program participants for $2.50, and are available at the Evanston City Collector's Office, and
the Levy Senior Center. The program is jointly administered by the Commission on Aging and the City Collector's
Office.
FY 2008-2009 Objectives
• 	Evaluate the need to increase the price of taxicab coupons, including consideration of the amount reimbursed to
taxi drivers and the amount charged to program users based on the increased cost of gasoline
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Total persons registered 	789 	1,083 	1,333
New registrations in fiscal year 	789 	294 	250
Average number of trips per day 	141 	126 	132
Number of coupons sold 	44,580 	36,800 	37,352
Number of coupons redeemed 	51,306 	46,000 	48,000
Approved Adjustments in 2008-2009 Budget
240

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CITY OF EVANSTON
SUBSIDIZED TAXICAB PROGRM
2535
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2535 SUBSIDIZED TAXICAB PROGRM
62210 PRINTING 	1,600 	1,600
62275 POSTAGE CHARGEBACKS 	800 	400
62695 COUPON PMTS-CAB SUBSIDY 	292,600 	290,000
2535 SUBSIDIZED TAXICAB PROGRM 	295,000 	292,000
241

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City of Evanston
Human Relations Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2540 – Summer Youth Employ. Program* 	288,915 	333,800 	296,070 	334,000
2550 – Human Relations Commission* 	261,066 	197,045 	275,215 	140,100
Total Expenditures: 	$549,981 	$530,845 	$571,285 	$474,100
Notes for Financial Summary
• 	The Human Relations Division was moved from the City Manager’s Office to the Department of Health and
Human Services as of December 1, 2007. Prior to FY 2007-2008, Human Relations was a City Department.
Therefore, the expenditure history presented above is from both the City Managers office for FY 2007-08 and the
Human Relations Department for FY 2006-07.
Performance Report on FY 2007-2008 Major Program Objectives
The Equal Employment Opportunity Plan (EEOP) has been completed. Management staff has been trained and are
required to share the document and its purpose with their respective departments and divisions. The EEOP is an
analysis of the city’s workforce by department, job category, gender and race. The intent is to identify areas of
underutilization of members of protected classes, e.g., Black, Hispanic, Asian, and American Indian. Once the
analysis is done, if underutilization is prevalent, goals are established to correct any underutilization. Expected levels
of representation are based on the availability of the identified gender and/or race that are in the specific skill area.
This information is maintained, updated and made available through the State of Illinois.
The Summer Youth Program was productive. The JOB FAIR was well attended. Approximately 450 teens stood in
line for the opportunity to compete for summer employment. 106 were hired and placed in a variety of jobs provided
by the city in almost every department performing tasks that include but not limited to Office Assistant, Clerk, Camp
Counselor, Office/Field Assistant, Painters, Video Production Assistant, Park Assistant and let’s not forget the
community clean-up crews. In a sincere effort to recognize the outstanding performance an awards program was
undertaken and was well received. Northwestern University and Evanston Northwestern Hospital participated in the
program. Sixteen local businesses took advantage of the 50/50 Program and 60 teens were hired.
Staff has become actively involved and a member of a larger team to address issues relative to problem rental
properties, e.g., lost of utilities, illegal basement units, illegal coach houses, etc. These issues are more often than
not very complicated. It is important that landlords and tenants know their respective rights and obligations and staff
is present to advise, direct, counsel and when necessary and appropriate negotiate settlements that address all of the
relevant issues. The team has developed a protocol to address such matters.
Addressing landlord/tenant problems is difficult if not impossible when there is no written rental agreement. Staff has
therefore proposed an amendment to the Residential Landlord and Tenant Ordinance that would require that all
rental agreements be in writing. Other issues that we are proposing be amended relate to a landlord’s failure to
provide an essential service for which he is responsible. Currently the ordinance provides alternatives to the tenants
that are not practical or safe. We are proposing that the existing language be replaced with a process that would not
place the tenants in harms way.
A major mailing to 12,000+ rental property owners and managers was forwarded. The mailing was intended to
educate and/or remind this population of their duties and obligations as they relate to the fair housing and
landlord/tenant ordinances.
Fair housing training was conducted for one of the largest real estate firms in our community, approximately 75+
agents were in attendance.
Staff is working with another housing agency in an effort to evaluate and ascertain conformance with the fair housing
law and requirements.
242

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City of Evanston
Human Relations Division
2008-2009 Division Initiatives
• 	Create a year-round employment program for youth. The participants of this program will be tracked and
monitored in an effort to ensure their success.
• 	Work with the Commission to identify programs and activities that address their goals and purpose.
• 	Create a program for disabled youth to have employment job training and develop job readiness skills
• 	Conduct Fair Housing and Landlord/Tenant training programs quarterly. Invitations will be forwarded to
owners/landlords who purchased mutli-unit rental properties.
• 	Develop and implement marketing strategies relative to the duties and responsibilities associated with
Landlord/Tenant program.
243

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City of Evanston
Health and Human Services Department
2540 – Summer Youth Employment Program
Description of Major Activities
The Summer Youth Employment Program (SYEP) provides youth between the ages of 14 through 18 with
employment opportunties coulped with related services that are intended to enhance their growth, development and
will serve as the foundation for their future educational and/or employment endeavors.
The majority of youth employment opportunities created by SYEP focus on entry-level work for youth who have little
or no work experience. The summer component provides for significant contributions in the area of community
service such as alley clean-up,landscape maintenance, summer camp counselors and municipal departmental
support just to mention a few. The stand-alone summer employment program typically provides 9-weeks of entry
level employment in addition, participating youth are provided job readiness and social skills training. The SYEP will
include a new pilot tracking system for program participnants in order to minitor and support their ongoing success.
The SYEP works closely with educational and business partners in hosting the annual spring job fair. The job fair
provides a unique and valuable opportunity for area employers to meet and interview prospective teen job seekers.
The job fair typically attracts in excess of 400 job seekers and based on availability of jobs we hire approximately
100 youth in city departments with approximately 80 being placed in jobs in the private sector.
In an attempt to increase the number of employment opportunities for youth, and to inspire incresed participation from
the private business sector the 50/50 Program was introduced. This is an incentive tool that provides private
Evanston businesses, and community groups/organizations the option of hiring youth at a rate of 50% of the
minimum wage rate. This unique aspect of the SYEP has produced increased jobs for program participants as well
as opportunities for the Evanston community and greater exposure for the SYEP.
FY 2008-2009 Objectives
• 	Develop a marketing plan to promote and encourage the participation of businesses, public employers,
agencies and community groups/organizations by April 2008
• 	Incorporate social skills and comportment training for all SYEP participants by August 2008
• 	Continue to develop, coordinate and implement the Mayor's Job Fair for the purpose of providing job
opportunities for SYEP participants by April 30, 2008
• 	Provide meaningful work experience for 115 youth by August 2008
• 	Implement SYEP Assessment Plan for all SYEP participants by August 2008
• 	To reinstate and implement the ArtSkills component by August 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of youth who attend the JOB FAIR 	473 	452 	500
Number of participants who complete the program 	104 	106 	115
Number of participants who participate in job skills
training 	98 	46 	115
Number of participants who participant in social skills
and comportment training 	N/A 	N/A 	60
Number of participating city departments 	N/A 	12 	12
Number of participating businesses, public employers,
etc. 	14 	18 	20
Number of youth participating in 50/50 Program 	53 	68 	80
Number of alleys cleaned by program participants 	150 	273 	300
Number of traffic poles, lights and control boxes
scraped, primed and painted by program participants 	201 	282 	350
Approved Adjustments in 2008-2009 Budget
244

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CITY OF EVANSTON
SUMMER YOUTH EMPLY PROG
2540
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2540 SUMMER YOUTH EMPLY PROG
61010 REGULAR PAY 	30,600
61013 PROGRAM ASSISTANTS 	1,600
61055 TEMPORARY EMPLOYEES 	100
61060 SEASONAL EMPLOYEES 	248,300
61510 HEALTH INSURANCE 	4,700
61710 IMRF 	2,300
61725 SOCIAL SECURITY 	17,300
61730 MEDICARE 	4,000
62210 PRINTING 	1,200
62275 POSTAGE CHARGEBACKS 	800
62295 TRAINING & TRAVEL 	300
62305 RENTAL OF AUTO-FLEET SER 	6,700
62380 COPY MACHINE CHARGES 	1,400
62490 OTHER PROGRAM COSTS 	1,500
64540 TELECOMMUNICATIONS - WIRELESS 	1,000
65020 CLOTHING 	7,000
65025 FOOD 	1,200
65085 MINOR EQUIPMENT & TOOLS 	2,500
65090 SAFETY EQUIPMENT 	1,000
65095 OFFICE SUPPLIES 	500
2540 SUMMER YOUTH EMPLY PROG 	334,000
245

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City of Evanston
Health and Human Services Department
2550 – Human Relations Commission
Description of Major Activities
Human Relations provides services, programs, and activities to maintain the rich diversity of our community. We
foster, encourage, and stimulate the improvement of human relations among and between citizens of all races,
colors, creeds, national origins, sexes, ages, familial status, marital status, religions, physical/mental disabilities,
sexual orientation, and economic and educational levels. The goal is to provide all individuals with an equal
opportunity to grow, participate, and share 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 division administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant
Ordinance and provides mediation services through our Neighborhood Justice Center/Alternative dispute resolution.
The commission also investigates and/or refers allegations of civil rights violations and/or discrimination based on
race, color, religion, sex, national origin, sexual orientation, familial status, physical/mental disability or age; conducts
and/or coordinates training programs and community functions/activities; advises City administration, City Council,
and the community on human relations issues; and serves as a resource on related issues. Moreover, the
commission monitors the workforce to ensure appropriate levels of minority and female representation, and serves as
a resource to City employees on a wide range of issues.
FY 2008-2009 Objectives
• 	Rewrite the Human Relations Commission's enabling ordinance by February 2008
• 	Begin a dialogue with the school districts to explore the possibility of creating human relations commissions or a
reasonable facsimile in the schools to be staffed by students by February 2008
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Workshop/Training programs conducted (fair housing,
Residential Landlord & Tenant Ordinance) 	N/A 	N/A 	4
Civic rights and/or discrimination charges investigated 	20 	2 	2
Civil rights and/or discrimination charges referred 	2 	2 	2
Citizens referred to mediation 	N/A 	N/A 	10
Community/Civic Events 	1 	1 	1
Approved Adjustments in 2008-2009 Budget
246

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CITY OF EVANSTON
HUMAN RELATIONS COMMISSION
2550
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2550 HUMAN RELATIONS COMMISSION
61010 REGULAR PAY 	102,200
61510 HEALTH INSURANCE 	13,900
61615 LIFE INSURANCE 	300
61625 AUTO ALLOWANCE 	100
61710 IMRF 	7,900
61725 SOCIAL SECURITY 	6,400
61730 MEDICARE 	1,500
62205 ADVERTISING 	1,200
62210 PRINTING 	1,000
62275 POSTAGE CHARGEBACKS 	1,200
62285 COURIER CHARGES 	200
62295 TRAINING & TRAVEL 	800
62360 MEMBERSHIP DUES 	100
62380 COPY MACHINE CHARGES 	1,500
64540 TELECOMMUNICATIONS - WIRELESS 	200
65010 BOOKS, PUBLICATIONS, MAPS 	600
65025 FOOD 	200
65095 OFFICE SUPPLIES 	800
2550 HUMAN RELATIONS COMMISSION 	140,100
247

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City of Evanston
Public Works Department
Three Year Fiscal History
$16,421,717
$12,653,544
$16,365,400
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
$16,000,000
$17,000,000
$18,000,000
2006/07 	2007/08 	2008/09
Actual 	Appropriation 	Approved
Expenditures as a % of 2009 General
Fund Budget
17.40%
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Director of Public Works
Full-Time Regular 	Director, Public Works 	1.00
Full-Time Regular 	Exec Secretary (to Dept. Head) 	1.00
Full-Time Regular 	Management Analyst 	0.50
2605 Total 	2.50
Municipal Service Center
Full-Time Regular 	Service Center Coordinator 	1.00
Part-time Regular 	Custodian I 	1.00
2610 Total 	2.00
E.D.O.T. Administration
Full-Time Regular 	Director of Transportation/City Eng. 	1.00
Full-Time Regular 	Exec Secretary (non-Dept Head) 	1.00
2620 Total 	2.00
Engineering
Full-Time Regular 	Civil Engineer II 	2.00
Full-Time Regular 	Civil Engineer III 	1.00
Full-Time Regular 	Engineering Associate II 	3.00
Full-Time Regular 	Permits Engineer 	1.00
Full-Time Regular 	Senior Engineer 	1.00
2625 Total 	8.00
Traffic Engineering
Full-Time Regular 	Civil Engineer II 	2.00
Full-Time Regular 	Senior Traffic Engineer 	2.00
Full-Time Regular 	Traffic Engineering Technician 	0.50
2630 Total 	4.50
Traffic Signs
Full-Time Regular 	Traffic Sign Repair Worker 	3.00
2635 Total 	3.00
Traffic Signal and Street Light Maintenance
248

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City of Evanston
Public Works Department
Public Works Department
Total Full-Time Equivalent Positions
Employee Status
Description 	Job Type Description
2008-2009
Position FTE
Full-Time Regular 	Traffic Electrician Leader 	1.00
Full-Time Regular 	Traffic Electrician 	4.00
2640 Total 	5.00
Parking Enforcement and Tickets
Full-Time Regular 	Parking Enforcement Officer 	12.00
Full-Time Regular 	Parking Enforcement Clerk 	1.00
Full-Time Regular 	Parking Enforcement Coordinator 	1.00
2645 Total 	14.00
Streets and Sanitation Administration
Full-Time Regular 	Superintendent, Streets/Sanitation 	1.00
Full-Time Regular 	Streets/San. Administrative Assistant 	1.00
Full-Time Regular 	Management Analyst 	0.50
Full-Time Regular 	Public Works Supervisor 	3.00
2665 Total 	5.50
Street and Alley Maintenance
Full-Time Regular 	Equipment Operator II 	6.00
Full-Time Regular 	Equipment Operator III 	3.00
Full-Time Regular 	Public Works Crew Leader 	2.00
Full-Time Regular 	Public Works Maint. Worker II 	4.00
2670 Total 	15.00
Street Cleaning
Full-Time Regular 	Equipment Operator II 	4.00
Full-Time Regular 	Public Works Maint. Worker II 	3.00
2675 Total 	7.00
Refuse Collection and Disposal
Full-Time Regular 	Equipment Operator II 	14.00
Part-time Regular 	Recycling Attendant 	0.75
2685 Total 	14.75
Yard Waste Collection
Full-Time Regular 	Equipment Operator II 	2.00
2695 Total 	2.00
Facilities Administration
Full-Time Regular 	Superintendent, Facilities Mgmt. 	1.00
Full-Time Regular 	Facilities Maint. Worker/Custodian I 	2.00
Full-Time Regular 	Exec Secretary (to Dept. Head) 	1.00
Part-time Regular 	Part-Time Custodian 	0.20
2697 Total 	4.20
Construction and Repair
Full-Time Regular 	Construction Manager 	1.00
Full-Time Regular 	Facilities Mgmt. Supervisor 	1.00
Full-Time Regular 	Facilities Maint. Worker II 	1.00
Full-Time Regular 	Facilities Maint. Worker III 	12.00
Full-Time Regular 	ADA/CIP Project Manager 	1.00
2699 Total 	16.00
Public Works Total 	105.45249

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City of Evanston
Public Works Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2605 – Director of Public Works 	230,849 	284,100 	309,528 	290,000
2610 – Municipal Service Center 	341,696 	415,150 	372,295 	435,300
Total Expenditures: 	$ 572,545 	$ 699,250 	$681,823 	$ 725,300
Notes for Financial Summary
Performance Report on FY 2007-2008 Major Program Objectives
Public Works staff continued to produce results and deliver services at a high level. Street resurfacing (including
work associated with water main replacement and sewer work) was completed on time and within budget. A
consultant was hired to complete the 20-year Multi-modal Transportation Plan. A 10-year bridge plan was developed.
The Ridge Avenue traffic signal project was completed. The residential street light upgrade project continued and is
nearing completion. Progress continued on the Bike Plan, with significant implementation occurring in 2007.
Numerous initiatives in Streets and Sanitation were implemented on time and within budget, such as conversion from
night sweeping to day sweeping, bulk trash pick-up program, two pilot recycling programs, and others. Operations
ceased at the compost site and arrangements were made to compost off-site.
2008-2009 Department Initiatives
• 	Implement the municipal commercial solid waste franchise.
• 	Implement Phase I of the changeover from recycling bins to wheeled carts.
• 	Reconstruct Ridge Avenue, including pavement and storm sewer improvements.
• 	Complete the current construction project at the Water Plant, including improvements to the administrative
area and the filter workshop.
• 	Develop 5-year plan for vehcile purchases.
2008-2009 Performance Initiatives
Performance Measures – Water Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Meeting EPA standards for clean drinking water.
(Data source: Department staff)
100% 	100% 	100%
Comment: Drinking water currently meets EPA
standards for clean drinking water.
2. Percentage of citizens responding that the
quality of Evanston’s drinking water is either
“excellent” or “good.” (Data source: National
Citizen Survey)
69%
(2003 NCS)
77% 	82%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
250

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City of Evanston
Public Works Department
Performance Measures – Streets and Sanitation
Division
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
3. Percentage of recyclable materials collected per
ton of total refuse collected. (Data source: Groot
and the Solid Waste Agency of Northern Cook
County [SWANCC])
N/A 	28% 	35%
4. Recyclable materials collected as a percentage
of the household waste stream. (Data source: Groot
and the Solid Waste Agency of Northern Cook
County [SWANCC])
N/A 	26% 	35%
5. Percentage of citizens responding that the
quality of Evanston’s garbage collection is either
“excellent” or “good.” (Data source: National
Citizen Survey)
77%
(2003 NCS)
83% 	85%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
6. Percentage of citizens responding that the
quality of Evanston’s recycling is either “excellent”
or “good.” (Data source: National Citizen Survey)
68%
(2003 NCS)
71% 	80%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
7. Percentage of citizens responding that the
quality of Evanston’s street repair is either
“excellent” or “good.” (Data source: National
Citizen Survey)
29%
(2003 NCS)
39% 	45%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
9. Percentage of citizens reporting that they feel
“very safe” or “somewhat safe” in Evanston’s
downtown after dark. (Data source: National Citizen
Survey)
68%
(2003 NCS)
65% 	67%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
251

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City of Evanston
Public Works
2605 – Director of Public Works
Description of Major Activities
The Director of Public Works manages the planning, construction and maintenance of public improvements, and the
delivery of public works services. This includes the design and implementation of work programs and the
development of 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, Water and
Sewer, Fleet Services and Facilities. Public Works is also responsible for the operation of the Municipal Service
Center.
FY 2008-2009 Objectives
• 	Hire an Assistant Director of Public Works
• 	Develop a five year plan for the Municipal Service Center
• 	Begin a department-wide safety program
• 	Begin a department-wide traffic control program for worksites
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Meetings/Hearings of Board of Local Improvements
21 	21 	18
Parking Committee meetings 	10 	10 	10
Approved Adjustments in 2008-2009 Budget
252

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CITY OF EVANSTON
DIRECTOR OF PUBLIC WORKS
2605
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2605 DIRECTOR OF PUBLIC WORKS
61010 REGULAR PAY 	219,600 	221,700
61510 HEALTH INSURANCE 	24,800 	23,200
61615 LIFE INSURANCE 	300 	400
61625 AUTO ALLOWANCE 	5,000 	5,000
61710 IMRF 	17,500 	17,100
61725 SOCIAL SECURITY 	9,000 	14,000
61730 MEDICARE 	2,700 	3,200
62210 PRINTING 	100
62295 TRAINING & TRAVEL 	100 	500
62360 MEMBERSHIP DUES 	1,100 	1,100
62380 COPY MACHINE CHARGES 	500 	200
64540 TELECOMMUNICATIONS - WIRELESS 	2,100 	2,100
65010 BOOKS, PUBLICATIONS, MAPS 	400 	400
65095 OFFICE SUPPLIES 	1,000 	1,000
2605 DIRECTOR OF PUBLIC WORKS 	284,100 	290,000
253

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City of Evanston
Public Works
2610 – Municipal Service Center
Description of Major Activities
The Municipal Service Center serves as the base of operations for all field service personnel and equipment. It
provides operating space for the Public Works Department divisions of Streets and Sanitation, Traffic Engineering,
Parking and Parking Enforcement, Fleet Services; Parks, Forestry and Recreation Department and the Facilities
Management Department. The building includes maintenance garages, workshops, warehousing, office and
employee areas, material storage and vehicle garages as well as the salt storage dome. Bulk products and supplies
are dispersed from this location for all departments of City government. The center contains one dwelling unit for a
city employee as well as the Parking Enforcement Division which allows for continuous on-site security and
surveillance. The center also provides office and operating space for the Summer Youth Program. Additionally, the
center is providing space for recycling spent lamps and household battery recycling storage.
FY 2008-2009 Objectives
• 	Develop and implement a landscaping plan for the building
• 	Utilize inventory software program to track stored material
• 	Conduct internal audit of all materials and space allocations
• 	Conduct a citywide auction
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Conduct annual truck bay cleanup by all user
departments 	1 	1 	1
Coordinate fire drills with the Fire Prevention Bureau 	2 	2 	2
Conduct annual lighting fixture cleanup 	1 	1 	1
Recycle accumulated spent lamps 	2 	2 	2
Conduct monthly fire extinguisher inspection 	12 	12 	12
Conduct weekly inspection of eyewash stations 	52 	52 	52
Quarterly inspection of 63 overhead doors 	4 	4 	4
Clean and wax all hallway floors 	2 	2 	2
Clean all building carpeting 	2 	2 	2
Approved Adjustments in 2008-2009 Budget
254

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CITY OF EVANSTON
MUNICIPAL SERVICE CENTER
2610
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2610 MUNICIPAL SERVICE CENTER
61010 REGULAR PAY 	51,000 	51,600
61050 PERMANENT PART-TIME 	43,400 	49,300
61110 OVERTIME PAY 	5,000 	5,000
61210 LONGEVITY 	1,000 	1,000
61510 HEALTH INSURANCE 	9,900 	9,300
61615 LIFE INSURANCE 	100 	100
61630 SHOE ALLOWANCE 	300 	300
61710 IMRF 	4,100 	4,300
61725 SOCIAL SECURITY 	4,100 	6,600
61730 MEDICARE 	1,200 	1,500
62205 ADVERTISING 	400 	1,200
62225 BLDG MAINTENANCE SERVICES 	3,000 	5,000
62235 OFFICE EQUIPMENT MAINT 	200 	200
62245 OTHER EQMT MAINTENANCE 	1,500 	10,000
62305 RENTAL OF AUTO-FLEET SER 	6,100 	6,100
62375 RENTALS 	19,250 	6,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	4,000 	4,000
62425 ELEVATOR CONTRACT COSTS 	4,800 	6,000
62430 CUSTODIAL CONTRACT SERVICES 	38,000 	35,000
62440 OVERHEAD DOOR CONTRACT COSTS 	15,000 	15,000
62446 ROOF REPAIR CONTRACTUAL SVCS 	1,000 	1,000
62518 SECURITY/ALARM CONTRACTS 	3,500 	4,000
64005 ELECTRICITY 	3,200 	5,000
64015 NATURAL GAS 	99,000 	105,000
64540 TELECOMMUNICATIONS - WIRELESS 	700 	1,000
65005 AGRI/BOTANICAL SUPPLIES 	2,500 	5,000
65010 BOOKS, PUBLICATIONS, MAPS 	300 	300
65020 CLOTHING 	50,000 	50,000
65040 JANITORIAL SUPPLIES 	10,000 	7,000
65050 BLDG MAINTENANCE MATERIAL 	15,000 	18,000
65085 MINOR EQUIPMENT & TOOLS 	2,000 	2,000
65090 SAFETY EQUIPMENT 	5,000 	6,000
65095 OFFICE SUPPLIES 	600 	1,500
65515 OTHER IMPROVEMENTS 	10,000 	12,000
2610 MUNICIPAL SERVICE CENTER 	415,150 	435,300
255

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City of Evanston
Division of Transportation
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2620 – E.D.O.T. Administration 	180,813 	287,700 	214,567 	220,800
2625 – Engineering 	708,917 	813,000 	807,341 	845,300
2630 – Traffic Engineering 	370,904 	476,300 	420,651 	510,000
2635 – Traffic Signs 	301,743 	327,900 	326,633 	332,400
2640 – Signals & Streetlights 	774,233 	886,400 	875,462 	906,700
2645 – Enforcement & Tickets 	1,118,841 	1,382,800 	1,323,339 	1,348,300
2650 – School Crossing Guards 	284,287 	346,600 	321,023 	371,900
Total Expenditures: 	$ 3,739,738 	$ 4,520,700 	$ 4,289,016 	$ 4,535,400
Revenues:
52010 – Vehicle Licenses 	2,209,464 	2,200,000 	1,787,978 	2,695,000
52530 – Boot Release Fee 	77,985 	115,000 	87,450 	95,900
52505 – Parking Ticket Fines 	3,174,170 	3,300,000 	3,600,051 	3,547,500
52131 – Visitor Parking Permits 	13,870 	14,000 	13,152 	14,300
52130 – Resident Parking Permits 	116,288 	120,000 	110,671 	212,000
56175 – Ryan Field Parking Permits 	17,141 	12,000 	16,323 	12,000
Total Revenues: 	$ 5,608,918 	$ 5,761,000 	$ 5,615,625 	$ 6,576,700
Notes for Financial Summary
• 	A CE II Permits Engineer position was transferred out of Engineering and into Traffic Engineering where it will
report to the Senior Traffic Engineer in charge of all Public Works Right-of-Way Permits. This move explains the
increase in the proposed budget in business unit 2630 and corresponding decrease in business unit 2625.
• 	The decrease in the proposed budget for 2645 – Enforcement & Tickets reflects the proposed elimination of a
parking enforcement officer position in 2008 through the early retirement initiative. The need for the position was
eliminated when the City shifted from a night-time street sweeping operation to a daytime street sweeping
operation.
• 	The increase in the vehicle license projections is attributed to a proposed fee increase from $60 to $75 per
sticker, which would generate approximately $495,000 in additional revenue.
• 	The increase in Parking Ticket Fine revenue is due to a projected $252,100 increase in revenue for a proposed
increase of the expired meter violation from $10 to $15 and $188,200 in additional revenue derived as a result of
a proposed outsourcing of citation and secondary collection processing.
• 	The increase in Residential Parking Permits revenue is due to a projected $35,000 increase in revenue for a
proposed increase of the residential parking permit fee from $10 to $15.
Performance Report on FY 2007-2008 Major Program Objectives
The Division of Transportation has completed the following projects in the FY06-07 fiscal year:
STREET INFRASTRUCTURE AND ADA COMPLIANCE
• 	Engineering and construction of 4 Special Assessment concrete alleys with drainage and oversight of 2
additional privately constructed alleys.
• 	Engineering and construction of 4 parking lot resurfacing projects
• 	Annual Street Resurfacing Program of 4.85 miles of street improvements - 1st year of new 5-Yr. Plan.
• 	Achieved design approval of Ridge Avenue Roadway Improvement in just 12 months.
• 	Installation of all Traffic Calming devices approved by the City Council
• 	All 50/50 sidewalk project requests
256

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City of Evanston
Division of Transportation
• 	Over 7,900 linear feet of sidewalk and 49 ADA ramps installed
• 	Completion of major street upgrades including Asbury Avenue, Church Street and McDaniel Street
• 	Completed bridge inspection on all City of Evanston Bridges and completed 10-Year Bridge Plan
• 	Awarded APWA Project of the Year for McCormick Boulevard Roadway Improvement Project.
TRAFFIC STUDY, SIGNAL AND INTERSECTION UPGRADES
• 	Completion of the City's largest signal project ever - Ridge Avenue Signal Project - 12 new signals installed
and 21 upgraded and interconnected
• 	Completion of Central, Crawford, Gross Point Signal Project
• 	Completion of Chicago Avenue Signal Replacement and Interconnect Project including signals at Grove,
Greenwood and Lake.
• 	Completion of traffic studies on Central Street, Dodge Avenue at Crain Street, and Oakton Intersections.
• 	Upgrade of Downtown Traffic Model to include new planned and permitted development projects
• 	Design approvals for Central/Ridge and Central/Girard Traffic Signals
• 	Design approvals for new interconnected signals on Oakton at new Oakton Shoppes.
PARKING SYSTEMS IMPROVEMENTS
• 	Completed upgrade of DataPark Parking Access and Revenue Control Equipment at all three downtown
parking garages to reduce CPS staffing and to automate the Church Street Self-Park..
• 	Implemented new pilot project for electronic central multi-meter in Lot 24 to allow credit card payments.
• 	Modified Parking Enforcement and Signing Program for Daytime Streetsweeping Initiative.
• 	Negotiated lease agreement with CTA for the Ivy Court Parking Lot
• 	Included new shared parking arrangements with ZipCar and IGO in garages and lots and new lease with
Enterprise Car Rental in Maple
• 	Converted to 24/7 parking at Church Street garage
• 	Increased monthly parking lease sales for downtown garages to nearly 3,000 including Evanston Place and
Sherman Plaza condo leases.
TRANSIT IMPROVEMENTS
• 	Coordinated right-of-way improvements and permit compliance for completion of the new CTA Church
Street Viaduct in 2007.
• 	Completed Skokie Swift Travel Market Analysis Project
• 	Secured RTA grant funding for the City's 20-Year Multi-Modal Transportation Plan
OTHER CITYWIDE PROJECTS
• 	Secured over $7 Million in state and federal transportation funding for Sheridan Road Jurisdictional Transfer
and Resurfacing and for Lake Street Resurfacing.
• 	Initiated Phase I Engineering of Sheridan Road improvements
• 	Reviewed and approved IDOT Emerson Street Bridge Replacement for 2008
• 	Issued over 1,000 Right-of-Way permits including (utility, street/parkway opening, street obstruction, signs,
banners, dumpsters, moving vans and containers, truck routing and valet permits).
• 	Completed over 160 plan reviews in support of private development buiding permits.
• 	Conducted over 5,000 JULIE locates
• 	Completed 5-year Tallmadge Streetlight Conversion to new energy-efficient induction lighting
• 	Achieved City Council approval for new Stormwater Management Ordinance.
• 	Completed upgrade to Public Works Development Review Guidelines document
• 	Implemented construction of Evanston Bike Plan and initiated new bike rack policy.
2008-2009 Department Initiatives
• 	Secure funding and initiate design for major bridge improvement included in 10-year Bridge Plan
• 	Implement Second Year of construction of 5-Year Street Improvement Program
• 	Complete 5-Year Parking Facilities Improvement Plan.
257

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City of Evanston
Division of Transportation
• 	Complete 20-Year Multi-Modal Transportation Plan
• 	Secure funding for Location and Engineering Feasibility Study for a new Evanston Station on the CTA Yellow
Line (Skokie Swift).
• 	Complete Ridge Avenue Roadway Improvement Project.
• 	Initiate Phase II engineering of Sheridan Road Improvement Project
• 	Initiate Davit Arm Upgrades to new energy efficient lighting.
• 	Initiate new monthly parking passes downtown for the parking facilities - one premium pass for use at all 3
facilities and one discounted pass for use of the facilities at the top levels.
• 	Complete conversion of metered parking lots to multi-space metering to allow credit card payments and pay-
by-cell phone technology.
• 	Complete thorough program review of Crossing Guard Program and recommend improvements through
Transportation Plan.
• 	Complete development of comprehensive sidewalk program through Transportation Plan.
• 	Complete review and development of comprehensive alley paving program to increase the rate of alley
paving and develop sustainable alternatives to the City's concrete alley specification.
• 	Complete design/construction of Chicago Streetscape on east side of Chicago Ave. between Lee and
Greenleaf
258

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City of Evanston
Division of Transportation
2620 – E.D.O.T. Administration
Description of Major Activities
The Evanston Division of Transportation (EDOT) manages and administers the following major work areas:
• 	Engineering - Roads, Alley, Bridges, Sidewalks, Water & Sewer design, private development reviews, etc.
• 	Bicycle, pedestrian,transit services planning, traffic studies, engineering & coordination
• 	Traffic Operations including signs, signals, JULIE and pavement markings
• 	Street light upgrades and maintenance
• 	All parking services including garages, lots, meters, residential districts, enforcement and ticket processing
• 	School crossing guards
The Evanston Division of Transportation Administration includes the Director of Transportation and an executive
secretary.
FY 2008-2009 Objectives
• 	Manage Development of Citywide Transportation Plan
• 	Implement Citywide bike plan.
• 	Manage construction of approved Chicago Ave. Streetscape design in coordination with planned development
• 	Coordinate construction of Ridge Avenue
• 	Manage consultant design of Sheridan Road
• 	Implement 2nd year of 5-Year Street Improvement Program
• 	Continue work on 5-year capital plans due for completion in 2008
• 	Continue improving new Public Works Development Review Guidelines document
• 	Secure Bridge Funding in support of 10-year bridge plan.
• 	Initiate design of federally funded Lake Street Resurfacing Project.
• 	Continue improvements to new ROW Permit Process
• 	Continue replacement of Chicago Avenue Traffic Signal System
• 	Secure RTA funding for New Skokie Swift Station Locations and Engineering Feasibility Study
• 	Now that Tallamadge Lights have all been upgraded to induction lighting, update Davit lights citywide
• 	Introduce new parking technologies for pay-by-space systems in city's parking lots to allow credit card payments.
• 	Offer new monthly parking passes at the garage good for all 3 parking facilities and discounted nested parking
on the roof of Sherman Plaza to increase occupancy levels on the top floor.
• 	Implement new parking ticket processing and enforcement equipment.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Federal and State Grant Funding Leveraged/Secured * 	$4,201,880 	$7,165,000 	$3,755,000
* Not including MFT funding for roadway improvements and maintenance.
2006-07 - $7,880 LED Signal Grant, $474,000 CMAQ grant for Ridge Signals, $3,600,000 for Ridge Roadway JT
and upgrade, $120,000 RTAP Grant for Skokie Swift Study
2007-08 – $1,285,000 Lake Street Resurfacing, $5,800,000 Sheridan Road JT and Upgrade, $80,000 RTAP grant
for Multi-Modal Transportation Plan
2008-09 – (PROJECTED) $105,000 TARP funding for Emerson Street Resurfacing, $200,000 RTAP grant funding
for Station Location and Engineering Feasibility of Skokie Swift, $250,00 Bridge Funding Program (bridge TBD),
$500,000 CMAQ funding for Streetscape Project. $1,000,000 Sheridan Road Signal Upgrade, Interconnect and
Coordination - funding through North Shore Council of Mayors. $1,700,000 federal and state funding for Sheridan
Road Construction between Isabella Street and the Wilmette Village line.
Approved Adjustments in 2008-2009 Budget
259

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CITY OF EVANSTON
E.D.O.T. ADMINISTRATION
2620
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2620 E.D.O.T. ADMINISTRATION
61010 REGULAR PAY 	159,900 	170,000
61210 LONGEVITY 	1,000 	1,000
61510 HEALTH INSURANCE 	19,800 	18,500
61615 LIFE INSURANCE 	200 	200
61625 AUTO ALLOWANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	200 	200
61710 IMRF 	12,700 	12,900
61725 SOCIAL SECURITY 	6,600 	10,600
61730 MEDICARE 	2,000 	2,500
62180 STUDIES 	80,000
62295 TRAINING & TRAVEL 	1,200 	1,300
62360 MEMBERSHIP DUES 	800 	300
64540 TELECOMMUNICATIONS - WIRELESS 	2,100 	2,100
2620 E.D.O.T. ADMINISTRATION 	287,700 	220,800
260

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City of Evanston
Division of Transportation
2625 – Engineering
The engineering section administers and supervises the design and field construction of all Motor Fuel Tax and
General Obligation Bond Funds construction projects that include streets, sewer and water main system, alleys,
signals and street lights. The engineering section also completes Community Development Block Grant and Special
Assessment construction projects, which include sidewalk and ADA ramps and provides engineering services to
other City Departments (as required). The section also supervises construction involving the public right-of-way,
coordinates the Block Curb and Sidewalk Program and the 50/50 Sidewalk and Curb Replacement Program. Attends
meetings with technical personnel from other communities on behalf of the City. Monitors major roadway and bridge
construction projects. The engineering section also reviews and approves private development project plans and
coordinates utility permits for Com-ED, NICOR, Ameritech and other utility companies.
The engineering section designs, administers and supervises:
• 	The field construction of all streets, alleys, sewers, water mains, signal modernization projects using Motor
Fuel Tax, General Obligation Bond funds, Community Development block grant and special assessment
construction projects.
• 	Provides design engineering services for street, alleys, sewer and water main projects
• 	Oversees construction involving the public right-of-way,
• 	Coordinates the ADA Ramp Program, Block Curb and 50/50 Sidewalk and Curb Replacement Programs
• 	Reviews, approves and monitors utility work on public R.O.W.
• 	Review & approve civil work for private developments
• 	Reviews easements, vacations and dedications
• 	Attends meetings with technical personnel from other communities on behalf of the City.
FY 2008-2009 Objectives
• 	Spot sewer repair and sewer replacement projects
• 	Water main replacement projects
• 	MFT and CIP street resurfacing program in accordance with City's 5-Year Street Improvement Program
• 	Bid out 2008 Roadway construction in January or February to foster competitive bidding and improve pricing
• 	Roadway and Streetscape design and construction administartion
• 	Administer all Sidewalk Programs
• 	Special Assessment Alley paving program
• 	Vacations, Dedications and Easements
• 	Address Requests
• 	Surveys
• 	Private Development Reviews
• 	Ridge Avenue roadway construction
• 	Lake Street and Sheridan Road design
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Prepare plans, specifications and cost estimates for
street resurfacing and street improvement projects
including sewer work.
5.2 miles of street
Improvements
4.85 miles of
street
Improvements
7.9 miles
Prepare plans, specifications and cost estimates for
Special Assessment alley paving project. 	9 Alleys 	6 Alleys 	7 Alleys
Preparation of plans, specification and cost estimate
for water main replacement project
3 Segments of
water main
replaced
2 Segments of
water main
replaced
8 segments of
water main to
be replaced
261

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City of Evanston
Division of Transportation
2625 – Engineering
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Preparation of plans, specification and cost estimate
for sewer replacement project
Sewer work on 10
streets
Sewer work on
14 streets
completed
Sewer work
on 20 streets
Preparation of bid documents for sidewalk program 	19,742 feet 	7,900 feet 	10,000 feet
Preparation of bid documents for Parking Lot
Improvements
0 	4 	1
Preparation of bid documents for ADA Ramps program 	86 	49 	60
Private development review 	172 	165 	160
Utility permits reviewed & approved 	62 	65 	65
Block Curb Program 	7,726 feet
replaced
6,500 feet
replaced
8,000 feet
Approved Adjustments in 2008-2009 Budget
262

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CITY OF EVANSTON
ENGINEERING
2625
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2625 ENGINEERING
61010 REGULAR PAY 	528,300 	560,500
61055 TEMPORARY EMPLOYEES 	4,100 	4,100
61110 OVERTIME PAY 	20,000 	20,000
61210 LONGEVITY 	8,800 	8,800
61510 HEALTH INSURANCE 	89,100 	74,000
61615 LIFE INSURANCE 	800 	800
61625 AUTO ALLOWANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	1,200 	1,200
61710 IMRF 	46,900 	48,900
61725 SOCIAL SECURITY 	25,600 	40,300
61730 MEDICARE 	7,700 	9,400
62210 PRINTING 	800 	1,200
62235 OFFICE EQUIPMENT MAINT 	2,800 	2,800
62245 OTHER EQMT MAINTENANCE 	400 	300
62275 POSTAGE CHARGEBACKS 	400 	1,500
62280 OVERNIGHT MAIL CHARGES 	400 	300
62295 TRAINING & TRAVEL 	3,000 	1,500
62305 RENTAL OF AUTO-FLEET SER 	44,800 	44,800
62360 MEMBERSHIP DUES 	1,000 	1,000
62380 COPY MACHINE CHARGES 	2,500 	1,000
64540 TELECOMMUNICATIONS - WIRELESS 	7,500 	6,600
64545 PERSONAL COMPUTER SOFTWARE 	10,000 	10,000
65010 BOOKS, PUBLICATIONS, MAPS 	1,000 	1,000
65085 MINOR EQUIPMENT & TOOLS 	1,000 	1,000
65090 SAFETY EQUIPMENT 	400 	300
65095 OFFICE SUPPLIES 	1,600 	1,600
65105 PHOTO/DRAFTING SUPPLIE 	900 	1,200
65555 PERSONAL COMPUTER EQUIPMENT 	800
2625 ENGINEERING 	813,000 	845,300
263

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City of Evanston
Division of Transportation
2630 – Traffic Engineering Administration
Description of Major Activities
This element manages and administers the operations of the division of Traffic Engineering, 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, Council members, police, and staff are investigated. This
element also reviews plans to ensure that future developments have adequate access, circulation, loading, and
parking. The City's Traffic Calming Program, a cooperative effort between citizens and staff to slow and reduce traffic
in neighborhoods, is also administered by this element. 	This element administers and manages the right-of-way
permits for excavation, obstruction, driveway and utility work.
FY 2008-2009 Objectives
• 	Neighborhood Traffic Management – implement plans approved by neighborhoods, Ward Alderman,
and the City Council.
• 	Traffic Studies - continue conducting studies including aldermanic and residents request.
• 	Accident Information Management - continue maintaining accident data.
• 	Permits – administration and manage all right-of-way permits for excavations, obstructions,
driveways, and utility work on the street, the sidewalk and the alley including dumpster, moving vans,
containers, sidewalk signs, truck routes, block parties, and street light banner permits.
• 	Plan Review - continue review of development and CIP plans and attend SPAARC meetings.
• 	Bike Plan Projects:
Coordinate with Parks and Recreation Dept. on the Lake Front Master Planning effort.
Complete study for city wide bike rack installation locations and start implementation.
• 	Traffic Signals Upgrade Project:
Complete Phase II Engineering to upgrade 5 signals on Chicago Ave. from Dempster St. to South
Blvd.
Complete decorative traffic signal upgrade at Central St/Girard Ave and Central St/Ridge Ave
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Traffic studies including traffic counts conducted 	66 	65 	65
Accident data maintained 	2484 	2480 	2480
Permits issued 	660 	850 	1200
Neighborhood traffic calming survey - post cards mailed 	1381 	1100 	1350
Speed humps installed 	31 	6 	38
Alley speed bumps petition processed 	21 	31 	30
Approved Adjustments in 2008-2009 Budget
The traffic engineering budget was adjusted up to allow for the purchase of a computer work station and equipment
for the new permits engineer position.
264

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CITY OF EVANSTON
TRAFFIC ENGINEERING
2630
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2630 TRAFFIC ENGINEERING
61010 REGULAR PAY 	351,600 	361,100
61055 TEMPORARY EMPLOYEES 	2,100 	2,100
61110 OVERTIME PAY 	4,000 	6,000
61510 HEALTH INSURANCE 	34,700 	41,700
61615 LIFE INSURANCE 	400 	400
61625 AUTO ALLOWANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	500 	500
61710 IMRF 	23,200 	23,100
61725 SOCIAL SECURITY 	12,300 	19,100
61730 MEDICARE 	3,700 	4,500
62210 PRINTING 	7,600 	10,000
62235 OFFICE EQUIPMENT MAINT 	100 	100
62245 OTHER EQMT MAINTENANCE 	300 	200
62275 POSTAGE CHARGEBACKS 	3,000 	2,000
62295 TRAINING & TRAVEL 	1,000 	500
62305 RENTAL OF AUTO-FLEET SER 	13,800 	13,800
62360 MEMBERSHIP DUES 	900 	1,100
62380 COPY MACHINE CHARGES 	200 	200
62506 WORK-STUDY 	6,700 	6,700
64540 TELECOMMUNICATIONS - WIRELESS 	6,600 	7,600
65010 BOOKS, PUBLICATIONS, MAPS 	200 	200
65085 MINOR EQUIPMENT & TOOLS 	1,200 	1,500
65090 SAFETY EQUIPMENT 	200 	300
65095 OFFICE SUPPLIES 	800 	900
65620 OFFICE MACH. & EQUIP. 	1,700
65625 FURNITURES & FIXTURES 	3,500
2630 TRAFFIC ENGINEERING 	476,300 	510,000
265

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City of Evanston
Division of Transportation
2635 – Traffic Signs
Description of Major Activities
The Traffic Signs element has major activities in three areas: traffic signs, pavement markings, and special events. In
the traffic signs area all regulatory, warning, and guide signs on the right-of-way are installed, maintained, replaced or
removed as necessary. Also, decorative banners on street light poles are installed and removed according to
guidelines approved by City Council.
In the pavement-marking area, paints and thermoplastic markings are applied to the pavement by City crews and by
contractors under supervision by the City. This includes lane markings, centerlines, crosswalks, arrows, legends, and
parking stalls.
Traffic control for special events is provided by this element, ranging from small events, such as block parties and
moving van postings, to large events, such as Northwestern football games and the City's 4th of July festivities.
FY 2008-2009 Objectives
• 	Continue sign fabrication, installation, maintenance and removal as needed
• 	Continue implementing a multi-year Citywide pavement marking plan
• 	Bid out 2008 striping in the winter to achieve better bid prices and complete markings earlier in summer
• 	Continue to supply traffic control for special evevnts
• 	Purchase and implement computerized sign fabrication system
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Signs removed 	1,364 	1,457 	1,200
Signs repaired/replaced 	765 	2,366 	1,200
Signs fabricated 	1,953 	3627 	2,500
New signs installed 	1,854 	1771 	1,500
Special events coordinated (large and small) 	800 	788 	800
Linear feet of pavement marking applied 	35,195 	20,622 	35,000
Crosswalks, legends, arrows 	516 	591 	700
Parking stalls marked 	1,283 	241 	300
Approved Adjustments in 2008-2009 Budget
266

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CITY OF EVANSTON
TRAFFIC SIGNS
2635
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2635 TRAFFIC SIGNS
61010 REGULAR PAY 	164,900 	166,700
61110 OVERTIME PAY 	18,000 	18,000
61210 LONGEVITY 	4,800 	4,800
61510 HEALTH INSURANCE 	29,700 	27,800
61615 LIFE INSURANCE 	300 	300
61630 SHOE ALLOWANCE 	400 	400
61710 IMRF 	13,100 	13,000
61725 SOCIAL SECURITY 	7,700 	11,700
61730 MEDICARE 	2,300 	2,500
62245 OTHER EQMT MAINTENANCE 	200 	200
62295 TRAINING & TRAVEL 	300 	300
62305 RENTAL OF AUTO-FLEET SER 	37,200 	37,200
65085 MINOR EQUIPMENT & TOOLS 	1,000 	1,000
65115 TRAFFIC CONTROL SUPPLI 	48,000 	48,500
2635 TRAFFIC SIGNS 	327,900 	332,400
267

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City of Evanston
Division of Transportation
2640 – Traffic Signals & Street Light Maintenance
Description of Major Activities
The Traffic Signals and Street Light Maintenance element performs routine maintenance, repairs and replaces all
components of the signals and street light systems. 99 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 the locations of the City's underground cables for traffic signals, street lights and fiber optics be marked for all
excavations in the right-of-way. Maintenance in this element includes replacement of bulbs and ballasts, repairs to
knockdowns, and power center and controller maintenance.
FY 2008-2009 Objectives
• 	Paint and maintain street lights as required
• 	Maintain traffic signals as required
• 	Investigate, research,and test alternative lighting sources for the City's aging Davit arm street lights and initiate
implementation
• 	Locate underground cable through the JULIE marking system
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Electro Mechanical Controllers serviced 	17 	13 	11
Arterial timings checked 	12 	11 	10
Tallmadge Street lights upgraded 	1,080 	805 	0
Street light bulbs replaced 	296 	313 	250
Street light repairs made 	131 	165 	200
Signal bulbs replaced 	1,084 	535 	700
Signal repairs made 	402 	427 	500
Approved Adjustments in 2008-2009 Budget
268

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CITY OF EVANSTON
TRAF. SIG. & ST. LIGHT. MAINT
2640
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2640 TRAF. SIG. & ST. LIGHT. MAINT
61010 REGULAR PAY 	294,400 	306,700
61110 OVERTIME PAY 	35,000 	35,000
61210 LONGEVITY 	5,300 	5,300
61510 HEALTH INSURANCE 	49,500 	46,200
61615 LIFE INSURANCE 	500 	500
61630 SHOE ALLOWANCE 	500 	500
61710 IMRF 	23,500 	26,200
61725 SOCIAL SECURITY 	13,800 	21,400
61730 MEDICARE 	4,100 	5,000
62245 OTHER EQMT MAINTENANCE 	200 	200
62295 TRAINING & TRAVEL 	400 	500
62305 RENTAL OF AUTO-FLEET SER 	62,300 	62,300
64006 STREET LIGHT ELECTRICITY 	231,400 	231,400
64007 TRAFFIC LIGHT ELECTRICITY 	110,500 	110,500
64008 FESTIVAL LIGHTING 	10,000 	10,000
65070 OFFICE/OTHER EQT MTN MATL 	44,000 	44,400
65085 MINOR EQUIPMENT & TOOLS 	1,000 	600
2640 TRAF. SIG. & ST. LIGHT. MAINT 	886,400 	906,700
269

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City of Evanston
Division of Transportation
2645 – Parking Enforcement & Ticket Processing
Description of Major Activities
This element enforces parking ordinances throughout Evanston, including parking meter, time limited areas, permit
lots, residential parking districts, "No Parking" zones, street cleaning, and local and state vehicle registrations. In
addition, this program element is responsible for identifying and booting vehicles which owe the City for outstanding
parking tickets. At the present time, Parking Enforcement Officers are on-street 23 hours per day during the summer
months, Monday - Saturday, and 22 hours all other months. A Parking Enforcement officer is brought back on
Sunday evenings to enforce the "No Parking" zones along the lakefront.
Parking Enforcement Officers provide traffic control during special events: including 6 NU football games, the July 4th
parade and fireworks programs, NU homecoming, summer festivals, Farmer's Market, and First Night Evanston.
Also, they provide traffic control and street closings during emergencies, such as fires, traffic accidents, and utility
collapses.
Supervisory staff members in this program element also coordinate, train, and supervise the school crossing guard
program.
This program element is also responsible for the management and maintenance of the City's parking ticket issuance
and collections software, which services the Parking Enforcement program, the City Collector's Office, administrative
hearings, and the parking system in collection of parking ticket fines and sales of permits and services throughout the
City.
FY 2008-2009 Objectives
• 	Implement new software and hardware for issuing and tracking tickets in new database and assist in the transfer
or existing database into new software database.
• 	Replace 5 enforcement vehicles during the fiscal year.
• 	Implement training, marketing and promotional campaign to improve the image and services of the PEO in the
community.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Parking tickets issued 	131,166 	137,694 	136,500
Vehicles Booted 	676 	713 	760
Approved Adjustments in 2008-2009 Budget
In FY 07-08, the City adopted a day-time street sweeping policy throughout the City. Except for some minor changes,
over 90% of street sweeping is handled during the day and the left-over overnight enforcement, business areas and
selected streets designated 4 A.M – 7 A.M can be addressed by one (1) Parking Enforcement Officer instead of the
two scheduled when street sweeping was at night. This along with the fact that the PEOs no longer back up the
crossing guard program allows for the reduction of one PEO staff position in FY 08-09 without adversely impacting
operations.
In FY 07-08, the City filled the Parking Enforcement Coordinator position and eliminated the Parking Enforcement
Supervisor position when the Parking Enforcement Supervisor was promoted to the vacant Parking Manager position
in the Parking Systems Fund.
270

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CITY OF EVANSTON
PARKING ENFORCEMENT & TICKETS
2645
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2645 PARKING ENFORCEMENT & TICKETS
61010 REGULAR PAY 	825,100 	799,600
61110 OVERTIME PAY 	35,400 	41,000
61210 LONGEVITY 	6,100 	6,100
61510 HEALTH INSURANCE 	158,400 	138,700
61615 LIFE INSURANCE 	1,700 	1,700
61630 SHOE ALLOWANCE 	1,700 	1,700
61710 IMRF 	65,800 	63,800
61725 SOCIAL SECURITY 	35,700 	52,200
61730 MEDICARE 	10,700 	12,200
62185 OTHER CONSULTING SERVICES 	6,800 	6,600
62245 OTHER EQMT MAINTENANCE 	24,500 	24,500
62295 TRAINING & TRAVEL 	1,500 	1,000
62305 RENTAL OF AUTO-FLEET SER 	98,200 	98,200
62360 MEMBERSHIP DUES 	300 	200
62451 TOWING AND BOOTING CONTRACTS 	67,500 	60,000
64005 ELECTRICITY 	1,900 	1,500
64540 TELECOMMUNICATIONS - WIRELESS 	11,900 	10,700
65020 CLOTHING 	6,000 	6,000
65045 LICENSING/REGULATORY SUPP 	20,000 	20,200
65095 OFFICE SUPPLIES 	1,100 	900
65625 FURNITURES & FIXTURES 	2,500 	1,500
2645 PARKING ENFORCEMENT & TICKETS 	1,382,800 	1,348,300
271

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City of Evanston
Division of Transportation
2650 – School Crossing Guards
Description of Major Activities
School crossing guards are assigned to major intersections and heavy traffic areas to provide safe crossing of school
children from one side of a street to the other. All employees in this division are part-time employees.
.
FY 2008-2009 Objectives
• 	Initiate with a traffic and safety engineer a program to evaluate vehicular and pedestrian approaches to
schools and develop short-range and long-range recommendations to improve safety for children walking to
and from school.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Intersections Staffed 	39 	40 	40
Approved Adjustments in 2008-2009 Budget
272

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CITY OF EVANSTON
SCHOOL CROSSING GUARDS
2650
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2650 SCHOOL CROSSING GUARDS
61060 SEASONAL EMPLOYEES 	325,600 	344,600
61710 IMRF 	2,600
61725 SOCIAL SECURITY 	13,400 	21,300
61730 MEDICARE 	4,000 	5,000
65090 SAFETY EQUIPMENT 	1,000 	1,000
2650 SCHOOL CROSSING GUARDS 	346,600 	371,900
273

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City of Evanston
Streets & Sanitation Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2665 – Administration 	$527,998 	608,700 	631,535 	629,800
2670 – Street & Alley Maint. 	$1,674,985 	1,829,875 	1,857,271 	2,013,700
2675 – Street Cleaning 	$676,968 	927,050 	851,057 	837,100
2680 – Ice & Snow Removal 	$373,928 	877,200 	1,164,945 	559,200
2685 – Refuse Col. & Disposal 	$3,148,226 	3,417,042 	3,287,433 	3,463,800
2690 – Residential Recycling 	$824,344 	838,300 	842,430 	916,800
2695 – Yard Waste Services 	$524,390 	508,000 	553,162 	440,400
Total Expenditures: 	$ 7,750,839 	$ 9,006,167 	$ 9,187,833 	$ 8,860,800
Revenues:
53605 – Sanitation Service Charge 	658,979 	1,169,200 	1,177,715 	1,692,400
53610 Sanit. Service Charge Penalty 	0 	0 	19,613 	10,000
53615 – Special Pickup Fees 	67,243 	50,000 	64,645 	80,000
53650 – State Highway Maintenance 	94,099 	130,000 	182,410 	135,000
56155 	Trash Cart Sales 	0 	0 	22,997 	30,000
Total Revenues: 	$ 820,321 	$ 1,349,200 	$ 1,467,380 	$ 1,947,400
Notes for Financial Summary
The Division has implemented several recommendations to improve the efficiency and service and the Sanitation
section. Staff introduced new proposals this year to help offset the increasing costs of waste collection and disposal.
One such proposal is the reorganization of yard waste collection reducing the cost of collection by over $170,000.
Performance Report on FY 2007-2008 Major Program Objectives
Expanded the alley resurfacing program by blacktopping six alleys. In addition, fifteen alleys were replaced using a
combination of cold patch and asphalt grindings. Both programs are designed to reduce the cost of ally maintenance.
An evaluation of the Sanitation and Recycling Operations as well as converting sweeping operations from day and
night hours to only daytime hours was completed.
2008-2009 Department Initiatives
• 	Explore revenue generating opportunities for the division.
• 	Implement software that tracks work orders and productivity.
274

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City of Evanston
Streets and Sanitation
2665 – Streets & Sanitation Administration
Description of Major Activities
The administrative staff prepares work programs, analyzes service effectiveness, and monitors all Streets and
Sanitation division functions, including street cleaning, street and alley maintenance, leaf collection, compost site
compliance, snow removal operations, refuse and yard waste collection and monitoring contracts with private
companies. Day to day supervision is provided, records are kept, and citizen contact is maintained.
FY 2008-2009 Objectives
• 	Implement a work order system to track productivity and work requests
• 	Increase recycling diversion rate by 10%
• 	Develop division customer service benchmarks
• 	Develop a citywide comprehensive equipment training program
• 	Improve professional and technical development of division personnel
• 	Reduce the number of vehicle accidents
• 	Reduce the number of work place injuries
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Employee Safety training program 	6 	6 	10
Equipment training programs 	2 	2 	6
Number of employees attending technical and/or
professional training 	20
Approved Adjustments in 2008-2009 Budget
275

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CITY OF EVANSTON
STREETS AND SANITATION ADMINIS
2665
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2665 STREETS AND SANITATION ADMINIS
61010 REGULAR PAY 	392,300 	405,400
61110 OVERTIME PAY 	20,000 	20,000
61210 LONGEVITY 	6,000 	6,000
61510 HEALTH INSURANCE 	54,500 	50,900
61615 LIFE INSURANCE 	500 	500
61625 AUTO ALLOWANCE 	1,800 	1,800
61630 SHOE ALLOWANCE 	400 	400
61710 IMRF 	31,300 	32,500
61725 SOCIAL SECURITY 	17,200 	26,600
61730 MEDICARE 	5,100 	6,300
62295 TRAINING & TRAVEL 	600 	1,000
62305 RENTAL OF AUTO-FLEET SER 	42,600 	42,600
62360 MEMBERSHIP DUES 	1,000 	1,200
64540 TELECOMMUNICATIONS - WIRELESS 	30,300 	28,000
65010 BOOKS, PUBLICATIONS, MAPS 	100 	100
65095 OFFICE SUPPLIES 	1,000 	2,500
65625 FURNITURES & FIXTURES 	4,000 	4,000
2665 STREETS AND SANITATION ADMINIS 	608,700 	629,800
276

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City of Evanston
Streets and Sanitation
2670 – Street & Alley Maintenance
Description of Major Activities
This program provides ongoing maintenance of paved streets and alleys. Pot holes are patched Citywide as needed.
A permanent crew does the major asphalt street repairs and maintenance, repair work on the paved streets and
alleys, utility openings, and curbs and sidewalks.
Each year, more than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched
and repaired. Most alleys have been changed from a crushed limestone surface to recycled asphalt, which is less
expensive and holds up better in wet weather.
FY 2008-2009 Objectives
• 	Develop a pavement maintenance program.
• 	Expand the in-house sidewalk replacement program that will take the place of the 50/50 sidewalk program for
requests of ten sidewalk panels or less, utilizing existing staff.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Number of alleys replaced in-house 	18 	50 	30
Tons of asphalt used for repair 	267 	250 	300
Tons of cold patch used for repair 	1,076 	1200 	1200
Linear feet of sidewalk replaced 	28 	50 	100
Approved Adjustments in 2008-2009 Budget
277

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CITY OF EVANSTON
STREET AND ALLEY MAINTENANCE
2670
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2670 STREET AND ALLEY MAINTENANCE
61010 REGULAR PAY 	710,900 	826,200
61060 SEASONAL EMPLOYEES 	21,200 	29,000
61110 OVERTIME PAY 	45,300 	45,000
61210 LONGEVITY 	18,200 	18,200
61510 HEALTH INSURANCE 	128,700 	138,700
61615 LIFE INSURANCE 	1,300 	1,300
61630 SHOE ALLOWANCE 	2,000 	2,000
61710 IMRF 	56,700 	67,000
61725 SOCIAL SECURITY 	33,600 	56,700
61730 MEDICARE 	10,000 	13,200
62226 COMPOST RELATED SERVICE 	8,000
62245 OTHER EQMT MAINTENANCE 	500
62295 TRAINING & TRAVEL 	1,600 	1,500
62305 RENTAL OF AUTO-FLEET SER 	533,800 	533,800
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	67,775 	95,000
62509 SERVICE AGREEMENTS / CONTRACTS 	12,000 	25,000
65020 CLOTHING 	800 	800
65055 MATER. TO MAINT. IMP. 	153,500 	134,800
65085 MINOR EQUIPMENT & TOOLS 	19,000 	18,000
65090 SAFETY EQUIPMENT 	1,000 	1,500
65625 FURNITURES & FIXTURES 	4,000 	6,000
2670 STREET AND ALLEY MAINTENANCE 	1,829,875 	2,013,700
278

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City of Evanston
Streets and Sanitation
2675 – Street Cleaning
Description of Major Activities
Almost all paved streets in the City are cleaned on a twice-per-month basis 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 will be swept five times per year. Areas of high usage, such as business
districts, are swept as needed as part of regularly scheduled routes. Sidewalks in business districts, parking lots, and
viaducts are cleaned with hand equipment by a permanent crew.
FY 2008-2009 Objectives
• 	Develop a comprehensive business district maintenance section
• 	Investigate changing type of sweeper used by the division.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Acctual
2008-2009
Projected
Tons of debris collected by sweeping 	1,400 	1,400 	1,400
Feet of curb swept per month 	2.8 million 	2.8 million 	2.8 million
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
STREET CLEANING
2675
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2675 STREET CLEANING
61010 REGULAR PAY 	434,400 	347,500
61060 SEASONAL EMPLOYEES 	39,350 	68,600
61110 OVERTIME PAY 	10,000 	10,000
61210 LONGEVITY 	5,400 	5,400
61510 HEALTH INSURANCE 	79,200 	58,500
61615 LIFE INSURANCE 	800 	700
61630 SHOE ALLOWANCE 	500 	500
61710 IMRF 	34,600 	26,300
61725 SOCIAL SECURITY 	21,400 	20,400
61730 MEDICARE 	6,400 	4,600
62295 TRAINING & TRAVEL 	900 	500
62305 RENTAL OF AUTO-FLEET SER 	294,100 	294,100
2675 STREET CLEANING 	927,050 	837,100
280

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City of Evanston
Streets and Sanitation
2680 – Ice and Snow Removal
Description of Major Activities
Salt is spread on streets to prevent any accumulation of ice or minor amounts of snow. Streets are plowed to remove
accumulations of snow of more than two inches in order to provide safe travel. Personnel involved in ice and snow
control operations are budgeted in other Street Section program elements, other Public Works divisions, and other
departments.
The City’s snow removal goals are as follows:
• 	To clear snow routes within twelve hours.
• 	To clear one lane of residential streets within twenty-four hours.
• 	To clear the other lane of residential streets within forty-eight hours.
• 	To remove snow from all municipal parking lots within five days after the initial snowfall.
FY 2008-2009 Objectives
• 	Improve efficiency of snow removal operation
• 	Locate alternate site for salt dome
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Miles of streets plowed/season 	N/A 	500 	500
Miles of streets salted/season 	N/A 	250 	250
Tons of salt used/season 	4,600 	3,500 	4,500
Approved Adjustments in 2008-2009 Budget
281

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CITY OF EVANSTON
SNOW AND ICE CONTROL
2680
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2680 SNOW AND ICE CONTROL
61110 OVERTIME PAY 	325,000 	175,000
61725 SOCIAL SECURITY 	10,300 	10,800
61730 MEDICARE 	3,100 	2,600
62305 RENTAL OF AUTO-FLEET SER 	61,600 	61,600
62451 TOWING AND BOOTING CONTRACTS 	70,800 	75,000
65015 CHEMICALS 	404,500 	230,000
65025 FOOD 	200 	200
65055 MATER. TO MAINT. IMP. 	500 	2,500
65085 MINOR EQUIPMENT & TOOLS 	1,200 	1,500
2680 SNOW AND ICE CONTROL 	877,200 	559,200
282

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City of Evanston
Streets and Sanitation
2685 – Refuse Collection & Disposal
Description of Major Activities
Full refuse-removal service is provided once per week to all residential one-to-four family-unit residences under this
program element. Twenty routes are scheduled for a four-day work-week (Monday through Thursday).
Condominium buildings and cooperative apartment units are serviced twice a week by a private hauler.
FY 2008-2009 Objectives
• 	Improve efficiency of refuse collection and disposal operation
• 	Expand in-house sanitation operation to collect one to six family unit residences and all townhouses
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Units served by municipal crews 	14,544 	14,600 	15,000
Number of neighborhood clean ups 	375 	375 	50
Units served by contractual agreements 	4,839 	4,900 	5,000
Collection of bulk items within one week of request
(1= 100%) 	100 	100 	120
Materials collected per month (tons) 	1,500 	1,500 	1,400
Amount of material collected annually (tons) 	17,687 	18,000 	17,000
Approved Adjustments in 2008-2009 Budget
283

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CITY OF EVANSTON
REFUSE COLLECT & DISPOSAL
2685
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2685 REFUSE COLLECT & DISPOSAL
61010 REGULAR PAY 	794,800 	793,900
61050 PERMANENT PART-TIME 	19,700 	20,800
61060 SEASONAL EMPLOYEES 	20,200 	28,000
61110 OVERTIME PAY 	65,000 	60,000
61114 SNOW OT 	2,000
61210 LONGEVITY 	10,100 	10,100
61510 HEALTH INSURANCE 	148,500 	129,500
61615 LIFE INSURANCE 	1,500 	1,500
61630 SHOE ALLOWANCE 	2,200 	2,200
61710 IMRF 	63,300 	65,100
61725 SOCIAL SECURITY 	38,200 	56,300
61730 MEDICARE 	11,400 	13,100
62210 PRINTING 	20,500 	20,500
62275 POSTAGE CHARGEBACKS 	200 	400
62295 TRAINING & TRAVEL 	1,700 	1,000
62305 RENTAL OF AUTO-FLEET SER 	525,700 	525,700
62380 COPY MACHINE CHARGES 	2,000 	2,500
62390 CONDOMINIUM REFUSE COLL 	451,500 	479,500
62405 SWANCC DISPOSAL FEES 	1,037,278 	1,042,500
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	25,000 	76,000
65015 CHEMICALS 	1,400 	300
65020 CLOTHING 	1,500 	2,000
65055 MATER. TO MAINT. IMP. 	700 	700
65085 MINOR EQUIPMENT & TOOLS 	1,000 	1,000
65090 SAFETY EQUIPMENT 	1,000 	1,200
65625 FURNITURES & FIXTURES 	102,000 	60,000
68310 DEBT SERVC OTHER AGENCIES 	68,664 	70,000
2685 REFUSE COLLECT & DISPOSAL 	3,417,042 	3,463,800
284

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City of Evanston
Streets and Sanitation
2690 – Residential Recycling Services
Description of Major Activities
Full-recycling removal service is provided once per week to all qualified residential units under this budget element.
Twenty-four routes are scheduled in a four-day work-week (Monday through Thursday). Condominium buildings and
cooperative units (4,869) and all residential units (14,544) are serviced by a private contractor (Groot Recycling &
Waste Services). Employees assisting with this service are budgeted in the Refuse Collection and Disposal, and
Division Administration elements.
FY 2008-2009 Objectives
• 	Increase recycling by 10%.
• 	Launch education initiatives in the community.
• 	Implement Phase I of upgrade to 65 gallon cart from 18 gallon recycling bins.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Tons of material recycled per year 	7,085 	7,500 	8,250
Approved Adjustments in 2008-2009 Budget
285

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CITY OF EVANSTON
RESIDENTIAL RECYCLING COL
2690
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2690 RESIDENTIAL RECYCLING COL
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	695,100 	736,800
64005 ELECTRICITY 	5,900
64015 NATURAL GAS 	6,400
65125 OTHER COMMODITIES 	3,500 	5,000
65625 FURNITURES & FIXTURES 	175,000
68305 DEBT SERVICE-PRINCIPAL 	127,400
2690 RESIDENTIAL RECYCLING COL 	838,300 	916,800
286

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City of Evanston
Streets and Sanitation
2695 – Yard Waste Collection & Disposal
Description of Major Activities
Yard waste removal service is provided once per week to all qualified residential units under this budget element.
Yard waste collection runs from the first week of April through the first week of December During the fall yard waste
operations increase dramatically with the addition of leaf collection.
This element also performs leaf collection and maintains the City’s compost site. All residential streets posted with
alternate parking signs are cleaned at least twice during the leaf collection operation. This operation begins in mid-
October and continues until the end of November. During the seven week period, streets requiring special posting
are cleaned during the first two weeks of November. The leaves are collected and taken to the James Park
composting facility for processing. Processing takes about six months and when completed, finished compost is
made available to interested parties at no cost.
FY 2008-2009 Objectives
• 	Improve efficiency of yard waste collection and disposal
• 	Determine operational impact of discontinuing yard waste drop off site
• 	Explore revenue generating opportunity as a result of expanding compost operation and/or the operational
impact of suspending the operation
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Tons of waste collected from April 1 - October 	2,000 	5,000 	5,000
Tons of leaves collected from October 16 – December 10 	N/A 	2,400 	2,500
Tons of yard waste dropped off from
April 1 – December 10
N/A 	500 	500
Approved Adjustments in 2008-2009 Budget
287

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CITY OF EVANSTON
YARD WASTE COLLECTION
2695
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2695 YARD WASTE COLLECTION
61010 REGULAR PAY 	190,200 	113,800
61060 SEASONAL EMPLOYEES 	58,600 	75,000
61510 HEALTH INSURANCE 	39,600 	18,500
61615 LIFE INSURANCE 	600 	400
61630 SHOE ALLOWANCE 	800 	600
61710 IMRF 	15,100 	8,600
61725 SOCIAL SECURITY 	10,700 	11,700
61730 MEDICARE 	3,100 	2,700
62210 PRINTING 	100
62295 TRAINING & TRAVEL 	600 	300
62305 RENTAL OF AUTO-FLEET SER 	38,300 	38,300
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	150,000 	170,000
65020 CLOTHING 	300 	500
2695 YARD WASTE COLLECTION 	508,000 	440,400
288

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City of Evanston
Facilities Management Division
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2697 – Facilities General Support 	588,253 	559,800 	525,325 	597,500
2699 – Construction and Repair 	1,393,439 	1,635,800 	1,559,858 	1,646,400
Total Expenditures: 	$ 1,981,692 	$ 2,195,600 	$ 2,085,183 	$ 2,243,900
Revenues:
56010 – Property Sales and Rental 	62,901 	70,000 	73,085 	70,000
Total Revenues: 	$ 62,901 	$ 70,000 	$ 73,085 	$ 70,000
Performance Report on FY 2007-2008 Major Program Objectives
• 	Staff has improved work tracking by the field force.
• 	Staff continues to work on the ICMA performance measurements. Working with BPAT to facilitate new
reports to improve tracking of performance measurements.
• 	Working with SPP to address 11 month punch list
• 	Staff continues to work with BUILDER software but needs in other areas have reduced the time available.
• 	Meeting room Manager has been successfully rolled out.
• 	Plans and specs have been created and staff is working on the alteration of the actual wiring to
accommodate the use of the temporary Generator at the Service Center.
• 	An additional 8 tons of paper was removed from the attic to improve storage efficiencies in the Civic Center.
• 	A contract has been signed for Fire Station #5 for construction services. The project is scheduled to be
completed by the Summer of 2008.
• 	CARE and the City have signed a construction agreement. The EPA is scheduled to perform an
Environmental Investigation at the Site. The RFP for the Architect has been prepared and Construction
Drawings are scheduled to begin in the spring of 2008.
• 	Plans and specifications for the rehabilitation project of the second floor at the Police Headquarters are
nearly complete. Construction is scheduled to begin in the spring of 2008.
• 	The renovation of the improved children’s area at the main library is complete.
2008-2009 Department Initiatives
• 	Continued management of efforts on the Strategic Plan Goal #4.
• 	Continue to work with the Sustainability Coordinator towards reduction in energy consumption in City-Owned
Buildings.
• 	Based on ideas developed for the program budget presentation, make modifications to employee
timekeeping and tracking for better analysis of workload and building maintenance costs.
• 	Improve energy management and purchasing techniques
289

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City of Evanston
Division of Facilities Management
2697 – Facilities Administration
Description of Major Activities
Staff in this business unit issue work orders for various types of trade work and ensure efficient utilization of allotted
resources in the execution of these orders. Personnel provide space planning to other City departments and assist in
the purchase and installation of office furniture. Personnel keep departmental and building records, inventories, and
payroll data current.
Specifications for construction projects and purchases, preparation of the department budget, and implementation of
the preventive maintenance program are provided by this business unit. General Support administers the complete
purchasing cycle for requisitions up to the authorized dollar value, processes invoices and vouchers for commodities,
and services other contracts in a timely manner. Historical records of all work done by this department are also
maintained.
Supervision of Civic Center operations and office furniture standards is provided by this business unit. This includes
training, maintenance, inventory control, and record keeping for purposes of internal work distribution. Software
management of the Computerized Maintenance Management System (CMMS) and BUILDER, the financial planning
software for buildings, is performed by staff. Full implementation of the Room Scheduling software EMS will provide
for a customer friendly system of room reservation in the Civic Center and may, in the future, be used in other
facilities.
Custodial maintenance staff receives and distributes equipment, supplies, and other items delivered to the Civic
Center. Staff responds to Civic Center requests for repairs and maintenance in addition to monitoring heating and air
conditioning units as necessary. Custodial staff also provides janitorial services during normal business hours,
monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Finally, staff
gathers and stages the pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office as
needed.
FY 2008-2009 Objectives
• 	In order to provide for better long range fiscal planning for City facilities, add an additional 3 buildings into the
BUILDINGS software by February, 2009
• 	Continue moving forward on Strategic Goal #4, work with our consultant on space planning for the Civic Center
and complete by April, 2008.
• 	In order to improve the adoption operations currently in place at the Animal Shelter, work with the members of
CARE to develop plans and specifications and start construction by November 2008.
• 	Using the existing energy database, identify areas of potential savings and establish energy reduction goals.
• 	To provide for more professional audio/visual presentations in the Civic Center meeting rooms: install overhead
projectors in three meeting rooms by September 2008.
Ongoing Activity Measures 2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Buildings in BUILDER software 	0 	3 	6
Cooling system preparation 	May 21, 2006 	May 15, 2006 	May 15, 2007
Heating system preparation 	October 30, 2006 	October 25, 2006 	October 25, 2007
Deliveries received 	2,500 	2,500 	2,500
Civic Center repair costs / sq. ft. 	1.29 est. 	2.46 	4.00
Annual Civic Center gas usage – therms / sq. ft. 	0.29 	0.29 	0.28
Room set-ups 	2173 	2000 	2000
Pounds of office paper recycled 	81350 	80,000 	80,000
Approved Adjustments in 2008-2009 Budget
290

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CITY OF EVANSTON
FACILITIES ADMINISTRATION
2697
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2697 FACILITIES ADMINISTRATION
61010 REGULAR PAY 	218,900 	245,700
61050 PERMANENT PART-TIME 	5,500 	5,800
61055 TEMPORARY EMPLOYEES 	4,000 	4,000
61110 OVERTIME PAY 	4,500
61210 LONGEVITY 	2,900 	2,900
61510 HEALTH INSURANCE 	36,300 	37,000
61615 LIFE INSURANCE 	500 	500
61625 AUTO ALLOWANCE 	1,200 	1,200
61630 SHOE ALLOWANCE 	600 	600
61710 IMRF 	17,400 	18,700
61725 SOCIAL SECURITY 	9,700 	16,000
61730 MEDICARE 	2,900 	3,500
62225 BLDG MAINTENANCE SERVICES 	75,200 	76,300
62235 OFFICE EQUIPMENT MAINT 	500 	500
62245 OTHER EQMT MAINTENANCE 	21,200 	21,600
62275 POSTAGE CHARGEBACKS 	300 	300
62295 TRAINING & TRAVEL 	600 	600
62305 RENTAL OF AUTO-FLEET SER 	9,200 	9,200
62355 LAUNDRY/OTHER CLEANING 	1,000 	1,000
62360 MEMBERSHIP DUES 	1,200 	1,700
62376 2603 SHERIDAN RENTALS EXPENSE 	4,000 	4,000
62380 COPY MACHINE CHARGES 	3,400 	3,400
62509 SERVICE AGREEMENTS / CONTRACTS 	4,200
62785 FIRE SAFETY EDUCATION 	500 	500
64005 ELECTRICITY 	20,000 	20,000
64015 NATURAL GAS 	71,100 	71,100
64540 TELECOMMUNICATIONS - WIRELESS 	13,200 	13,200
65010 BOOKS, PUBLICATIONS, MAPS 	400 	400
65015 CHEMICALS 	5,000 	5,000
65040 JANITORIAL SUPPLIES 	9,000 	9,000
65050 BLDG MAINTENANCE MATERIAL 	14,000 	14,000
65085 MINOR EQUIPMENT & TOOLS 	1,800 	1,800
65090 SAFETY EQUIPMENT 	1,800 	1,800
65095 OFFICE SUPPLIES 	2,000 	2,000
2697 FACILITIES ADMINISTRATION 	559,800 	597,500
291

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City of Evanston
Division of Facilities Management
2699 – Construction and Repair
Description of Major Activities
This business unit provides for the routine maintenance and minor improvements of 46 City-owned facilities. These
include the Civic Center, Service Center, Police Station and outpost, fire headquarters and five fire stations, nine park
shelters, seven beach shelters, seven recreation centers, Noyes Cultural Art Center, Fountain Square, and Merrick
Rose Garden fountains. In addition, the staff maintains the animal shelter, Evanston Art Center and coach house,
Civic Center coach house, Central Street METRA station, four parking facilities, 12 bus shelters, and many drinking
fountains and water supply outlets in the parks. The total footage exceeds 2,100,000 square feet. Work crews handle
plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, and masonry and tile repairs. Work orders
are received from the General Support business unit (#2005). Crews also assist other City departments in the
operation of some of their programs, including consultation on construction, furniture layout, ADA, movement of
materials, and repairs to furniture.
FY 2008-2009 Objectives
• 	In order to provide for adequate quarters for fire fighters and equipment, complete the construction of a new Fire
Station #5 by October, 2008.
• 	To finalize the rehabilitation of the Police Headquarters, complete the second floor project by February, 2009.
• 	To provide for future rental capabilities at the Evanston Art Center Coach House, manage the rehabilitation
project and complete by August 2008.
• 	To provide for improved and future capabilities at the Evanston Animal Shelter, manage the addition project and
start Construction by March 2009.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Man-hours related to work orders 	14,041 	14,000 	14,000
Work orders completed 	3,101 	3,300 	3,300
Total construction budget oversight 	$8,093,185 	$7,000,000 	$7,000,000
Safety/training meetings 	24 	24 	24
Approved Adjustments in 2008-2009 Budget
292

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CITY OF EVANSTON
CONSTRUCTION & REPAIR
2699
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2699 CONSTRUCTION & REPAIR
61010 REGULAR PAY 	1,004,600 	1,090,700
61062 SPECIAL EVENT SALARIES 	15,000
61110 OVERTIME PAY 	13,500
61210 LONGEVITY 	18,600 	18,600
61510 HEALTH INSURANCE 	158,400 	147,900
61615 LIFE INSURANCE 	1,600 	1,600
61630 SHOE ALLOWANCE 	2,200 	2,200
61710 IMRF 	80,100 	83,500
61725 SOCIAL SECURITY 	43,300 	68,500
61730 MEDICARE 	12,900 	16,000
62135 ARCHITECTURAL SERVICES 	1,000 	1,000
62225 BLDG MAINTENANCE SERVICES 	78,000 	9,600
62245 OTHER EQMT MAINTENANCE 	8,000 	8,000
62295 TRAINING & TRAVEL 	1,500 	800
62305 RENTAL OF AUTO-FLEET SER 	88,300 	88,300
62355 LAUNDRY/OTHER CLEANING 	500 	500
62360 MEMBERSHIP DUES 	500 	500
62375 RENTALS 	400 	400
62509 SERVICE AGREEMENTS / CONTRACTS 	37,000 	37,000
65015 CHEMICALS 	3,000 	3,000
65020 CLOTHING 	400 	400
65050 BLDG MAINTENANCE MATERIAL 	48,000 	49,400
65055 MATER. TO MAINT. IMP. 	4,000 	4,000
65070 OFFICE/OTHER EQT MTN MATL 	8,000 	8,000
65085 MINOR EQUIPMENT & TOOLS 	4,000 	4,000
65090 SAFETY EQUIPMENT 	3,000 	2,500
2699 CONSTRUCTION & REPAIR 	1,635,800 	1,646,400
293

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City of Evanston
Library Department
Three Year Fiscal History
$4,854,700 	$4,805,000
$4,450,347
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Actual 	Appropriation 	Approved
2006/07 	2007/08 	2008/09
Expenditures as a % of 2009 General Fund
Budget
5.11%
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description 	2008-2009
Position FTE
Children's Services
Full-Time Regular 	Librarian I 	2.74
Full-Time Regular 	Librarian III 	1.00
Full-Time Regular 	Library Assistant 	2.39
Part-time Regular 	Library Aide I 	0.81
Part-time Regular 	Library Technical Aide 	0.27
Part-time Regular 	Shelver 	0.80
2805 Total 	8.01
Reader's Services
Full-Time Regular 	Librarian I 	4.00
Full-Time Regular 	Librarian III 	1.00
Part-time Regular 	Library Technical Aide 	0.48
Part-time Regular 	Readers' Advisor 	2.89
2810 Total 	8.37
References Services and Periodicals
Full-Time Regular 	Periodicals Supervisor 	1.00
Full-Time Regular 	Librarian I 	3.84
Full-Time Regular 	Librarian II 	1.00
Full-Time Regular 	Librarian III 	1.00
Part-time Regular 	Library Aide I 	0.35
Part-time Regular 	Library Clerk 	2.93
2815 Total 	10.12
294

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City of Evanston
Library Department
Library
Total Full-Time Equivalent Positions
Employee Status
Description
Job Type Description 	2008-2009
Position FTE
Circulation
Full-Time Regular 	Circulation Supervisor 	1.00
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Library Aide II 	1.50
Part-time Regular 	Library Clerk 	5.97
Part-time Regular 	Security Monitor 	2.01
Part-time Regular 	Shelver 	4.51
2820 Total 	15.99
North Branch
Part-time Regular 	Librarian II 	0.50
Part-time Regular 	Library Aide I 	0.66
Part-time Regular 	Branch Assistant 	1.81
2825 Total 	2.97
South Branch
Full-Time Regular 	Librarian II 	0.50
Part-time Regular 	Library Aide I 	0.38
Part-time Regular 	Branch Assistant 	1.73
2830 Total 	2.61
Technical Services
Full-Time Regular 	Clerk II 	5.25
Full-Time Regular 	Librarian I 	0.53
Full-Time Regular 	Librarian III 	1.00
Full-Time Regular 	Library Assistant 	2.00
Part-time Regular 	Clerk Typist II 	1.00
Part-time Regular 	Library Clerk 	2.35
2835 Total 	12.13
Maintenance
Full-Time Regular 	Facilities Maintenance Worker/ Custodian II 	3.00
Part-time Regular 	Facilities Maintenance Worker/ Custodian I 	0.64
2840 Total 	3.64
Administration
Full-Time Regular 	Admin Services Manager 	1.00
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Administrative Coordinator 	1.00
Full-Time Regular 	Director, Library 	1.00
Part-time Regular 	Clerk I 	0.51
2845 Total 	4.51
Library Total 	68.35
295

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City of Evanston
Library Department
Financial Summary
2006-2007
Actual
2007-2008
Appropriation
2007-2008
Estimated
Actual
2008-2009
Appropriation
Approved
Expenditures:
2805 – Children’s Services 	488,795 	530,300 	586,345 	553,700
2810 – Readers’ Services 	610,364 	749,100 	755,324 	733,100
2815 – Reference & Periodicals 	756,536 	852,100 	813,272 	804,600
2820 – Circulation 	492,847 	528,700 	570,858 	594,900
2825 – North Branch 	149,365 	163,300 	184,272 	161,100
2830 – South Branch 	200,373 	216,200 	227,260 	195,700
2835 – Technical Services 	878,718 	837,300 	733,148 	780,100
2840 – Maintenance 	436,197 	485,500 	484,121 	479,800
2845 - Administration 	437,152 	492,200 	539,871 	502,000
Total Expenditures: 	$ 4,450,347 	$ 4,854,700 	$ 4,894,471 	$ 4,805,000
Revenues:
57515 – Library Material Replacement 	14,076 	20,000 	20,925 	21,000
57535 – Copy Machine Charges 	22,646 	26,000 	20,710 	27,000
52610 – Library Fines & Fees 	182,477 	182,000 	177,962 	208,000
57540 – Meeting Room Fees 	7,195 	9,000 	7,760 	7,500
57525 – Miscellaneous Revenue 	736 	500 	2,629 	1,000
57550 – Multimedia Collection 	591 	0 	0 	0
57510 – Non-resident Cards 	2,890 	4,000 	3,580 	3,000
57545 – North Branch Rental Income 	29,700 	0 	30,888 	0
51615 – Personal Property Repl. Tax 	49,700 	49,700 	49,700 	50,200
57520 – Reserves on Library Materials 	7,196 	7,500 	7,861 	7,500
55245 – State Per Capita Grant 	91,128 	91,400 	91,400 	90,900
57505 – Video Rentals 	37,119 	40,000 	34,402 	33,000
Total Revenues: 	$ 445,454 	$ 430,100 	$ 439,470 	$ 446,600
Notes for Financial Summary
Library book budgets reduced by $50,000 to help balance the General Fund.
Two full-time positions replaced with part-time positions to achieve ERI savings.
Performance Report on FY 2007-2008 Major Program Objectives
• 	Construction of the new Children's Room and Young Adult Room completed on-time and on-budget.
• 	"Room to Grow" capital campaign for the youth service renovation project exceeded its fundrasing goal.
• 	The Library’s annual campaign – the Fund for Excellence – supplemented the Library’s materials budget with
$85,000 of purchases this fiscal year.
• 	The Library continues to offer an ambitious schedule of juvenile and adult programs. Adult programs include
the Reeltime Film and Video Forum that received grant funding from the Illinois Arts Council, the Illinois
Humanities Council, and the Evanston Community Foundation this past year.
• 	Outreach efforts in Children’s Services have maintained successful programs like the kindergarten card drive,
the Young Evanston Storytellers, and the home daycare delivery project. In addition to visiting camps at
Fleetwood-Jourdain, Noyes Center, and Orrington School this summer, the outreach librarian added weekly
reading sessions to the free lunch programs at Mason Park and Elks Park. New ventures this year included
visits to Brummel Park (Ridgeville Park District), and visiting the after-care students at Oakton School and
Kingsley School. The most exciting new outreach project is LEAP, a preschool literacy program funded by the
Evanston Community Foundation. Library staff Laura Antolin, Martha Meyer, and Rick Kinnebrew will present
educational workshops to parents and play literacy programs to children at District 65 Head Start and the Child
Care Center of Evanston.
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City of Evanston
Library Department
• 	Complete the full re-design of the Library’s website including the addition of a search tool that accesses all of
the Library’s collections and databases.
2008-2009 Department Initiatives
• 	Complete a Library Strategic Plan by August, 2008.
• 	Begin the planning and design of the renovations of both branch libraries.
• 	Begin a capital campaign to help fund the renovations of the branch libraries.
2008-2009 Performance Initiatives
Performance Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
1. Percentage of patrons who found at least 70% of
the titles they were seeking. (Data source:
Evanston Public Library Exit Survey, 2004)
81% (2004
EPL Survey)
N/A 	TBD
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2008.
2. Percentage of library patrons indicating that they
were satisfied with the answers received from a
reference librarian. (Data source: Evanston Public
Library Exit Survey, 2004)
79% (2004
EPL Survey)
N/A 	TBD
Comment: The last EPL exit survey was conducted in
2004. The next survey is expected to be conducted in
the fall of 2008.
3. Percentage of citizens indicating that they used
the Evanston Public Library or its services at least
once during the past 12 months. (Data source:
National Citizen Survey)
82%
(2003 NCS)
79% 	83%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
4. Percentage of citizens rating the quality of
Evanston’s public library services as either
“excellent” or “good.” (Data source: National
Citizen Survey)
90%
(2003 NCS)
87% 	90%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003.
5. Percentage of citizens rating the quality of
Evanston’s public library’s variety of library material
as either “excellent” or “good.” (Data source:
National Citizen Survey)
N/A 	86% 	88%
Comment: The 2007-2008 data for this measure were
collected through the 2007 administration of the
National Citizen Survey. The previous administration of
the National Citizen Survey was in 2003, but this
particular question was not included in the 2003
administration.
297

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City of Evanston
Library
2805 – Children’s Services
Description of Major Activities
Children's Services provides library services for all Evanston children (from infancy through junior high), parents,
teachers, and adults interested in reading books to children. It provides and maintains a collection of books,
reference materials, magazines, pamphlets, CD's, audio and video cassettes, and software designed specifically for
children. It provides assistance in using these collections, answers reference inquiries, and provides programs and
displays that complement the book collection and promote children's literature, library services, and literacy. The
Children's Services collection comprises over 98,400 books and 78,400 audio-visual items.
FY 2008-2009 Objectives
• 	Provide literary, educational, and cultural programs for a combined audience of 23,000 children during FY 08-09
• 	Establish 25,000-child book links in FY 2008 – 2009
• 	Answer at least 85% of reference questions to the satisfaction of Library patrons
• 	Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library
• 	Visit all District 65 kindergarten classrooms as part of a kindergarten library card drive
• 	Bring at least three weekly book-based programs for school-aged children to before- or after-school sites
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Materials lent to patrons 	309,921 	300,000 	310,000
Library programs held for children 	915 	900 	900
Children attending Library programs 	22,559 	24,100 	26,000
Participants in the Summer Reading Game 	1,349 	1,958 	2,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
CHILDREN'S SERVICES
2805
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2805 CHILDREN'S SERVICES
61010 REGULAR PAY 	232,000 	234,100
61012 LIBRARY SUBSTITUTES 	6,300 	6,300
61050 PERMANENT PART-TIME 	116,500 	139,900
61055 TEMPORARY EMPLOYEES 	900 	900
61210 LONGEVITY 	3,900 	3,900
61510 HEALTH INSURANCE 	39,600 	37,000
61615 LIFE INSURANCE 	400 	400
61710 IMRF 	18,500 	17,900
61725 SOCIAL SECURITY 	14,800 	23,800
61730 MEDICARE 	4,400 	5,600
62295 TRAINING & TRAVEL 	800 	600
64540 TELECOMMUNICATIONS - WIRELESS 	500 	500
65100 LIBRARY SUPPLIES 	700 	800
65630 LIBRARY BOOKS 	71,200 	62,100
65635 PERIODICALS 	1,500 	1,500
65640 AUDIO RECORDINGS 	8,400 	9,100
65645 MULTIMEDIA COLLECTION 	1,300 	700
65650 VISUAL MEDIA COLLECTION 	8,600 	8,600
2805 CHILDREN'S SERVICES 	530,300 	553,700
299

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City of Evanston
Library
2810 – Reader’s Services
Description of Major Activities
Reader's Services provides assistance to patrons in locating materials in the library and in other resource centers,
answers readers' advisory questions; promotes understanding and use of the library through bibliographies, tours and
displays; and selects all adult books and audio-visual materials for circulating collections. The Reader's Services
department responds to patron questions both in person and by telephone. The adult circulating collection is
comprised of over 288,460 books and 25,600 audio-visual items.
FY 2008-2009 Objectives
• 	Answer at least 85% of reference questions to the satisfaction of Library patrons.
• 	Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library.
• 	Fill 30% of reserves for adult materials within 7 days and 75% within 30 days and to measure the performance
on this objective by collecting and reviewing data in October, 2008.
• 	Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2009.
• 	Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience
of 4,000 during FY 2008 – 09.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Reference and directional questions answered 	97,450 	90,000 	90,000
Number of Teen programs presented 	na 	100 	100
Teens attending programs 	na 	2,000 	2,000
Number of adult programs presented 	204 	150 	150
Adults Attending Programs 	5,774 	3,800 	4,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
READER'S SERVICES
2810
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2810 READER'S SERVICES
61010 REGULAR PAY 	285,900 	299,900
61012 LIBRARY SUBSTITUTES 	4,900 	4,900
61050 PERMANENT PART-TIME 	145,700 	125,000
61055 TEMPORARY EMPLOYEES 	1,400 	1,400
61210 LONGEVITY 	7,600 	7,600
61510 HEALTH INSURANCE 	49,500 	46,200
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	20,800 	23,200
61725 SOCIAL SECURITY 	18,300 	27,100
61730 MEDICARE 	5,500 	6,300
62295 TRAINING & TRAVEL 	700 	500
62340 COMPTER LICENSE & SUPP 	3,800 	3,800
65100 LIBRARY SUPPLIES 	600 	600
65630 LIBRARY BOOKS 	162,500 	141,900
65640 AUDIO RECORDINGS 	28,000 	30,200
65645 MULTIMEDIA COLLECTION 	500 	1,100
65650 VISUAL MEDIA COLLECTION 	13,100 	13,100
2810 READER'S SERVICES 	749,100 	733,100
301

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City of Evanston
Library
2815 – Reference Services & Periodicals
Description of Major Activities
Reference Services & Periodicals provides assistance to patrons in locating information and materials within the
Evanston Public Library and from other sources, selects all materials for the reference collection, maintains a
periodicals collection; responds to questions in person, by telephone and by written correspondence and collects
Evanston documents and materials. The reference collection consists of approximately 20,000 volumes, 33 online
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 838 titles.
FY 2008-2009 Objectives
• 	Answer at least 85% of reference questions to the satisfaction of Library patrons.
• 	Provide 80 classes on the use of the Internet and other electronic resources in FY 2008 – 09.
• 	Host at least 10 class or tutoring group tours or work sessions either in the Reference department or at local
schools or tutoring centers.
• 	Have 30% of Library cardholders successfully use an online subscription product remotely.
• 	Give at least 10 presentations to community groups on the Library’s reference resources.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Reference and directional questions answered 	102,790 	105,000 	105,000
Periodicals used in-house 	21,146 	20,000 	20,000
Patrons using Internet in-house 	60,310 	62,000 	63,700
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
REFERENCE SRVS & PERIODICALS
2815
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2815 REFERENCE SRVS & PERIODICALS
61010 REGULAR PAY 	304,000 	249,400
61012 LIBRARY SUBSTITUTES 	4,000 	4,000
61050 PERMANENT PART-TIME 	183,500 	192,900
61055 TEMPORARY EMPLOYEES 	4,100 	4,100
61210 LONGEVITY 	4,700 	4,700
61510 HEALTH INSURANCE 	49,500 	37,000
61615 LIFE INSURANCE 	500 	500
61710 IMRF 	24,200 	19,200
61725 SOCIAL SECURITY 	20,600 	28,100
61730 MEDICARE 	6,200 	6,600
62220 BINDING 	1,800 	1,200
62295 TRAINING & TRAVEL 	900 	700
62340 COMPTER LICENSE & SUPP 	82,700 	98,400
65100 LIBRARY SUPPLIES 	2,700 	1,500
65630 LIBRARY BOOKS 	75,500 	65,900
65635 PERIODICALS 	87,200 	90,400
2815 REFERENCE SRVS & PERIODICALS 	852,100 	804,600
303

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City of Evanston
Library
2820 – Circulation
Description of Major Activities
The Circulation department:
• 	Processes the borrowing and return of book and non-book materials
• 	Processes reserve and interlibrary loan 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
• 	Collects fines and payment for lost items
FY 2008-2009 Objectives
• 	Re-shelve all adult library materials within two day of their return.
• 	Keep the wait time for service at the Circulation Desk less than four minutes.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Items checked out 	779,812 	735,700 	780,000
Reserves filled 	25,953 	39,788 	40,900
New cards issued 	6,311 	6,800 	7,000
Notices sent 	36,056 	36,000 	36,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
CIRCULATION
2820
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2820 CIRCULATION
61010 REGULAR PAY 	166,500 	147,000
61012 LIBRARY SUBSTITUTES 	13,700 	13,700
61050 PERMANENT PART-TIME 	271,800 	347,000
61055 TEMPORARY EMPLOYEES 	1,600 	1,600
61210 LONGEVITY 	3,100 	3,100
61510 HEALTH INSURANCE 	30,000 	27,800
61615 LIFE INSURANCE 	300 	300
61710 IMRF 	13,300 	11,300
61725 SOCIAL SECURITY 	18,800 	31,600
61730 MEDICARE 	5,600 	7,400
62295 TRAINING & TRAVEL 	1,000 	1,000
65100 LIBRARY SUPPLIES 	3,000 	3,100
2820 CIRCULATION 	528,700 	594,900
305

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City of Evanston
Library
2825 – North Branch
Description of Major Activities
The North Branch, located at 2026 Central Street, is an extension of the Main Library that 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 and has a collection
of over 38,000 books.
FY 2008-2009 Objectives
• 	Present four adult programs
• 	Answer at least 85% of reference questions to the satisfaction of Library patrons
• 	Make at least 70% of titles that patrons search for immediately available when patrons visit the Library
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Library materials lent 	68,569 	70,200 	68,000
Reference and directional questions answered 	22,847 	23,000 	23,000
Number of patrons entering North Branch 	69,265 	72,300 	69,000
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
NORTH BRANCH
2825
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2825 NORTH BRANCH
61012 LIBRARY SUBSTITUTES 	2,400 	2,400
61050 PERMANENT PART-TIME 	120,700 	119,900
61210 LONGEVITY 	1,900 	1,900
61725 SOCIAL SECURITY 	5,000 	7,700
61730 MEDICARE 	1,500 	1,800
62225 BLDG MAINTENANCE SERVICES 	1,000 	1,000
64015 NATURAL GAS 	2,200 	1,300
65050 BLDG MAINTENANCE MATERIAL 	400
65100 LIBRARY SUPPLIES 	400 	400
65630 LIBRARY BOOKS 	25,000 	21,800
65635 PERIODICALS 	2,800 	2,900
2825 NORTH BRANCH 	163,300 	161,100
307

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City of Evanston
Library
2830 – South Branch
Description of Major Activities
The South Branch, located at 949 Chicago Avenue, is an extension of the Main Library that provides library service to
the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs,
and displays for children and adults. The South Branch has a collection of over 32,000 books.
FY 2008-2009 Objectives
• 	Answer at lest 85% of reference questions to the satisfaction of Library patrons
• 	Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Library materials lent 	47,464 	50,500 	47,000
Reference and directional questions answered 	24,836 	26,000 	26,000
Number of patrons entering South Branch 	52,119 	57,700 	50,000
Approved Adjustments in 2008-2009 Budget
308

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CITY OF EVANSTON
SOUTH BRANCH
2830
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2830 SOUTH BRANCH
61010 REGULAR PAY 	65,600
61012 LIBRARY SUBSTITUTES 	5,100 	5,100
61050 PERMANENT PART-TIME 	43,500 	103,400
61210 LONGEVITY 	1,900 	1,900
61510 HEALTH INSURANCE 	9,900
61615 LIFE INSURANCE 	100 	100
61710 IMRF 	5,200
61725 SOCIAL SECURITY 	4,800 	6,800
61730 MEDICARE 	1,400 	1,600
62225 BLDG MAINTENANCE SERVICES 	4,000 	3,000
62375 RENTALS 	48,400 	50,500
65050 BLDG MAINTENANCE MATERIAL 	200
65100 LIBRARY SUPPLIES 	400 	400
65630 LIBRARY BOOKS 	23,100 	20,200
65635 PERIODICALS 	2,600 	2,700
2830 SOUTH BRANCH 	216,200 	195,700
309

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City of Evanston
Library
2835 – Technical Services
Description of Major Activities
Technical Services is responsible for the ordering, cataloging, classifying, recording, and processing of all library
materials given to or bought with the funds of the Evanston Public Library. It coordinates the annual addition of
approximately 34,000 new volumes for the collection and prepares and maintains computer databases for the
recording of and access to the materials in the library's collection. Technical Services is also 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 online library system, the local area network, the Internet connection,
and online databases.
FY 2008-2009 Objectives
• 	To catalog, process, and make available to Library patrons 80% library materials within 30 days of receipt and
100% within 90 days of receipt.
• 	Place 80% of orders within 30 days of receipt from selectors, and to place 100% of orders within 60 days of
receipt.
• 	To have all automated library public and staff services available 99% of the hours that the Library is open and to
have the integrated library system and the Evanston Information Server available 95% of the remaining hours of
published availability.
Ongoing Activity Measures
2006-2007
Actual
2007-2008
Actual
2008-2009
Projected
Volumes added to the collections 	33,967 	36,500 	36,500
Volumes withdrawn from the collections 	27,423 	23,000 	23,000
Volumes bound or mended 	3,866 	2,900 	2,900
Approved Adjustments in 2008-2009 Budget
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CITY OF EVANSTON
TECHNICAL SERVICES
2835
2007 - 2008 	2008 2009	-
Appropriation 	Approved
2835 TECHNICAL SERVICES
61010 REGULAR PAY 	339,200 	322,900
61050 PERMANENT PART-TIME 	190,300 	175,400
61055 TEMPORARY EMPLOYEES 	3,500 	3,500
61210 LONGEVITY 	11,000 	11,000
61510 HEALTH INSURANCE 	69,300 	64,700
61615 LIFE INSURANCE 	900 	900
61710 IMRF 	38,100 	25,100
61725 SOCIAL SECURITY 	28,100 	31,600
61730 MEDICARE 	8,400 	7,400
62220 BINDING 	3,200 	3,000
62295 TRAINING & TRAVEL 	1,300 	1,300
62340 COMPTER LICENSE & SUPP 	103,000 	96,500
64545 PERSONAL COMPUTER SOFTWARE 	6,000
65100