2006 - 07 Approved Budget
BudgetFull text
-- 1 of 642 -- -- 2 of 642 -- -- 3 of 642 -- 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 3 -- 4 of 642 -- 4 -- 5 of 642 -- CITY OF EVANSTON 2006-2007 APPROVED BUDGET Including the City Manager’s Budget Message and Schedules Showing Revenue Estimates and Appropriations TABLE OF CONTENTS Part I - Message Part III – General Fund Budget Page City Manager’s Budget Message………………………………………………….………… 11 Executive Summary………………………………………………………………………….. 19 Memo on Final Changes……………………………………………………………………… 25 Strategic Plan …………………………………………………………………………………. 27 Part II – Charts and Summaries Organizational Chart…………………………………………………………………………. 37 General Information……………………………………………………………………......... 39 Evanston Events Calendar………………………………………………………………….. 40 Budget Calendar…………………………………………………………………………….. 43 Budget Process………………………………………………………………………………. 44 Budgetary Basis of Accounting…………………………………………………………….. 46 Budget Policy……………………………………………………………………………......... 48 Fund Descriptions……………………………………………………………………………. 52 Total Appropriations – All Funds……………………………..………………………......... 56 Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………..... 57 Transfer Summary…………………………………………………………………………… 58 Tax Bill Charts………...……………….……………………………………………………… 61 Property Tax Charts………………………………………………………………………….. 62 2006 Property Tax Levy……………………………………………………………………… 70 Revenue Sources, Assumptions and Trends……………………………………………… 72 Debt Service Charts………………………………………………………………………….. 76 All Divisions Expenditure Chart……………………………………………………………… 81 Expenditure Summary……………………….…………………………………………........ 82 General Fund Revenue Summary….………………………………………………………. 83 General Fund Revenue Detail…………………………………………………………… 84 City Council…………………………………………………………………………………… 92 City Clerk’s Office……………………………………………………………………………. 96 City Manager………………………………………………………………………………….. 100 Public Information………………………………………………………………………… 106 Farmer’s Market…………………………………………………………………………… 109 Office of Management and Budget…………………………………………………………. 111 Budget Office……………………………………………………………………………… 116 General Contingency…………………………………………………………………….. 118 Information Systems……………………………………………………………………… 120 Geographic Information Systems (GIS)………………………………………………… 124 Administrative Adjudication………………………………………………………………. 126 Legal……………………………………………………………………………………........... 1285 -- 6 of 642 -- Fire ……………………………………………………………………………………………. 216 Fire Management & Support……………………………………………………………. 218 Fire Prevention Bureau………………………………………………………………….. 220 Fire Suppression Bureau………………………………………………………………… 222 Health and Human Services……………………………………………………………...... 224 Health Services Administration…………………………………………………………. 228 Laboratory……...…………………………………………………………………………. 230 Family Health……………………………………………………………………………… 232 Infectious Disease Control………………………………………………………………. 234 Dental Services…………………………………………………………………………… 236 Adult Health……………………………………………………………………………….. 238 Food & Environment……………………………………………………………………… 241 Vital Records……………………………………………………………………………… 244 Health Department Grants………………………………………………………………. 247 Page Human Resources………………………………………………………………………........ 132 Finance………………………………………………………………………………………… 136 Finance General Support……………………………………………………………....... 138 Revenue Division…………………………………………………………………………. 140 Payroll Division……………………………………………………………………………. 142 Accounting Division………………………………………………………………………. 144 Purchasing/ Accounts Payable/ MWEBE………………………………………………. 146 Facilities Management……………………………………………………………………….. 148 Facilities Management General Support……………………………………………..... 150 Construction and Repair…………………………………………………………………. 152 Custodial Maintenance…………………………………………………………………… 154 Emergency Management……………………………………………………………....... 156 Cable Communications…………………………………………………………………… 158 Community Development……………………………………………………………………. 160 Community Development Administration………………………………………………. 164 Planning and Support Service…………………………………………………………… 167 Zoning Analysis and Support……………………………………………………………. 170 Housing Code Compliance………………………………………………………………. 172 Housing Rehabilitation……………………………………………………………………. 174 Building Code Compliance…………………………………………………………........ 176 Police…………………………………………………………………………………………… 178 Police Administration……………………………………………………………………… 184 Patrol Operations……………………………………………………………………......... 186 Criminal Investigation………………………………………………………………......... 188 Social Services Bureau...……………………………………………………………....... 190 Juvenile Bureau…………………………………………………………………………… 192 School Liaison………………………………………………………………………......... 194 Records Bureau…………………………………………………………………….......... 196 Communications Bureau...………………………………………………………………. 198 Service Desk Bureau...…………………………………………………………………… 200 Office of Professional Standards……………………………………………………...... 202 Office of Administration…………………………………………………………….......... 204 Neighborhood Enforcement……………………………………………………………… 206 Traffic Bureau……………………………………………………………………………… 208 Community Strategic Bureau……………………………………………………………. 210 Animal Control…………………………………………………………………………….. 212 Problem Solving Team…………………………………………………………………… 214 6 -- 7 of 642 -- Page Recreation………………………………………………………………………………......... 344 Management & General Support……………………………………………………..... 352 Business & Fiscal Management………………………………………………………… 354 Communications & Marketing Services……………………………………………….. 356 Recreation General Support…………………………………………………………….. 358 Park Utilities……………………………………………………………………………….. 360 Robert Crown Center…………………………………………………………………….. 362 Chandler Community Center……………………………………………………………. 364 Fleetwood-Jourdain Community Center……………………………………………...... 366 Fleetwood-Jourdain Theater…………………………………………………………….. 368 Recreation Outreach Programs…………………………………………………………. 370 Levy Activity Center………………………………………………………………………. 372 Church Street Boat Ramp……………………………………………………………….. 374 Boat Storage Facility……...……………………………………………………………… 376 Beaches…………………………………………………………………………………… 378 Facility Maintenance……………………………………………………………………… 380 Crown Ice Rink……………………………………………………………………………. 382 Community Intervention Services………………………………………………………….. 251 Mental Health Board/Community Purchased Services…………………………………… 257 Commission on Aging………………………………………………………………………… 265 Public Works………………………………………………………………………………….. 270 Director of Public Works……………………………………………………………........ 274 Municipal Service Center………………………………………………………………… 276 Division of Transportation………..………………………………………………………….. 279 EDOT Administration…...………………………………………………………….......... 282 Engineering……………………………………………………………………………….. 284 Traffic Engineering Administration …………………………………………………….. 286 Traffic Signs………………………………………………………………………………. 288 Signals & Streetlights……………………………………………………………………. 290 Enforcement & Tickets…………………………………………………………………… 292 School Crossing Guards…………………………………………………………………. 294 Streets and Sanitation……………………………………………………………………….. 297 Administration…………………………………………………………………………….. 298 Street & Alley Maintenance……………………………………………………………… 300 Street Cleaning…………………………………………………………………………… 302 Ice & Snow Removal…………………………………………………………………….. 304 Refuse Collection & Disposal………………………………………………………....... 306 Residential Recycling……………………………………………………………………. 308 Yard Waste Services……………………………………………………………………. 310 Human Relations…………………………………………………………………………….. 312 Human Relations Commission…………………………………………………………. 314 Housing Advocacy………………………………………………………………………. 316 Summer Youth Employment Program…………………………………………………. 318 Library………………………………………………………………………………………… 320 Children’s Services………………………………………………………………………. 326 Reader’s Services……………………………………………………………………….. 328 Reference & Periodicals…………………………………………………………………. 330 Circulation…………………………………………………………………………………. 332 North Branch……………………………………………………………………………… 334 South Branch……………………………………………………………………………… 336 Technical Services………………………………………………………………………. 338 Maintenance…………………………………………………………………………....... 340 Administration………………………………………………………………………......... 342 7 -- 8 of 642 -- Parks & Forestry………………………………………………………………………………. 403 General Support…………………………………………………………………………… 404 Horticultural Maintenance………………………………………………………………… 406 Parkway Tree Maintenance…………………………………………………………....... 408 Dutch Elm Disease Control…………………………………………………………........ 410 Tree Planting………………………………………………………………………………. 412 Private Elm Tree Insurance…………………………………………………………....... 414 Dutch Elm Inoculation Program…………………………………………………………. 416 Ecology Center…………………………………………………………………………......... 419 Eco-Quest Day Camp…………………………………………………………………….. 424 Cultural Arts Division…………………………………………………………………………. 427 Arts Council………………………………………………………………………….......... 430 Noyes Cultural Arts Center…………………………………………………………........ 432 Cultural Arts Programs……………………………………………………………………. 435 Part IV – Other Funds Budget All Funds Chart Summary……………………………………………………………………. 441 Motor Fuel Tax…………………………………………………………………………........... 442 Emergency Telephone System…………………………………………………………........ 445 Community Development Block Grant……………………………………………………… 449 Economic Development Fund………………………………………………………………… 457 Housing Fund………………..…………………………………………………………........... 460 Washington National Special Tax Allocation – Debt Service Fund……………………… 462 Special Service Area No. 5…………...……………………………………………………… 464 Southwest II Special Tax Allocation – Debt Service Fund……………………………….. 465 Southwest Special Tax Allocation – Debt Service Fund…………………………………. 466 Debt Service Fund……………………………………………………………………………. 468 Downtown II Special Tax Allocation Service – Fund...……………………………………. 470 Maple Avenue Garage Fund……………………………………………………………....... 473 Parking System Fund………………………………...…………………………………....... 477 Water Fund……………………………………………………………………………………. 493 Sewer Fund……………………………………................................................................. 517 Fleet Services Fund………………………………………………………………………..…. 533 Insurance Fund..…………………………………………………………………………….... 545 Firefighters Pension Fund.………………………………………………………………..….. 548 Police Pension Fund………………………………………………………………………....... 549 Page Sports Leagues…………………………………………………………………………..... 384 Aquatic Camp…………………………………………………………………………..….. 386 Tennis……………………………………………………………………………………..… 388 Drum & Bugle Corps…………………………………………………………………….... 390 Special Recreation………………………………………………………………………... 393 Bus Program………….…………………………………………………………………..… 396 Park Service Unit……………………………………………………………………......... 398 Youth Golf Program………………………………………………………………………. 400 8 -- 9 of 642 -- Page Position Information Position Comparison Charts……………………………………….………………………… 553 Position Changes for FY06/07 Budget – Detail……………………………………………. 555 Position Full-time Equivalent Five-Year Comparison ………….…………………………. 556 Full-time Equivalent Positions by Department……………………………………………… 560 General Fund………………………………………………………………………………. 560 Other Funds………………………………………………………………………………… 571 Capital Improvement Program 575 Capital Improvement Program Overview……..………………………………….………… 577 Memorandum on CIP Cycle Change………………………………………………………… 583 Capital Improvement Fund Policy…………………………………………………………… 589 Capital Projects by Funding Source……………………………………………………....... 597 Capital Projects by Department……………………………………………………………… 603 Capital Improvement Project Map…………………………………………………………… 609 Capital Project Descriptions……………………………………………………………......... 613 Glossary 633 9 -- 10 of 642 -- 10 -- 11 of 642 -- December 21, 2005 To the Honorable Lorraine H. Morton, Mayor and Members of the City Council City of Evanston, Illinois Ladies and Gentlemen: Transmitted herewith is the Proposed Budget for the City of Evanston for the fiscal year beginning March 1, 2006 and ending February 28, 2007. The annual budget is the policy document that sets the financial course for the city’s operating goals in the next fiscal year. Together with the Capital Improvement Program, these two documents are the City’s most important financial policy documents. They define my priorities for providing services we provide to the community over the next year. Budget Overview: In preparing this budget, I took the strong position that we need to ask for the minimal increase necessary to fund current services. I avoided requesting any new funding sources, but you will see some requests for increases in existing revenue sources. Later in this message you will see some options to either cut services to avoid a property tax increase altogether for the General Fund, with options to provide beach access that is currently funded by fees, to change it to provide access at no cost to residents. The total budget proposed for the City of Evanston is $ 181,711,265. This includes all funds. It represents a total increase of 3.55 % over the prior year budget. The General Fund is the fund where almost all daily operations of the city are budgeted, excluding fleet services, water, and sewer operations. The increase in the General Fund expenditures is 3.85 %. As a comparison the City of Evanston uses the Municipal Price Index (MPI) 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. Last year the MPI had an increase of 4.13% compared to an increase of 3.3% in the Consumer Price Index (CPI). This comparison shows that the city’s increase in our budget is both reasonable and necessary. Unlike other surrounding municipalities, we are a full-service city that includes a public library and a parks and recreation department, rather than separate library and park districts. In evaluating our approach to property tax needs, I tried to look at our position relative to comparable communities. I am pleased to say that the City of Evanston’s property tax rate is in the middle of the pack. Contrary to what many constituents believe, our tax rate in Evanston, given comparable services, is not the highest in the area. The following graphic shows the city portion of the property tax bill related to several comparable communities, when library and park services are included. 11 -- 12 of 642 -- Property Tax Levy* Comparison By Municipality 2.104 1.752 1.597 1.547 1.528 1.501 1.201 1.191 1.026 1.444 0 0.5 1 1.5 2 2.5 Oak Park Hoffman Estates Arlington Heights Des Plaines Evanston Skokie Wilmette Park Ridge Glenview Niles Municipality Tax Levy Revenues Highlights: Based on past trends and various data, below are highlights of major revenue sources by fund: Utility Funds: We are not recommending any increase at this time in Water or Sewer rates, pending final outcomes of the water rate study. Staff is reviewing with the consultant the water and sewer cost of services studies. We expect the final water rate study to be completed by February and will finalize recommendations at that time. General Fund Major Revenues: The following are the major changes to the non-property tax revenues in the General Fund: Revenue FY 2006/07 Revenue Increase/decrease from FY 2005/06 Percentage increase/(decrease) Sales Tax – State $8,200,000 $ 0 0 % Home Rules Sales Tax $ 5,500,000 $ 0 0 % Income Tax $ 5,500,000 $ 500,000 10.0 % Licenses & permits $ 7,254,800 $ (550,150) (7.04) % Parking Fines $ 3,790,000 $ 190,000 4.12 % Real Estate Transfer $ 4,000,000 $ 0 0 % Utility Taxes $ 3,900,000 $ 150,000 4.0 % Parking Taxes $ 1,500,000 $ 0 0 % Telecommunications $ 3,800,000 $ 200,000 5.5 % The reduction in permits reflects that there is no large project similar to Sherman Plaza far enough along in the planning stages to ensure revenues equal to the 2005/06 revenues. This reduction in revenue was projected by staff and discussed in the 2005/06 budget sessions. 12 -- 13 of 642 -- Recycling fees: Staff recommends an increase of $ 200,000 to the recycling charge to cover the actual cost of providing recycling in the city. This means an increase of $ 10.36 per unit per year or $ .86 per month. We have been operating in a deficit position for this service since 1999. Our contract with Groot Recycling Services continues through 2010. Since one of the proposed strategic visions relates to preserving our natural resources, over the next fiscal year staff will investigate ways to restructure the entire refuse and recycling function to shift the focus from a recycling charge to a plan that encourages recycling and reduction in waste overall. Parking Ticket Fines: Staff recommends an increase in the price of meter tickets from $10 to $15 per ticket, which will provide $290,000 in new revenues to the General Fund. Taxi Coupons: Staff recommends an increase in the Senior Taxi Coupon of $ .50 per ticket, which will make the cost shared 50% by the senior and 50% by the City. Rates for the taxi coupons have not been raised since 1993. This revenue increase equals $ 20,000. We have seen a significant increase in the use of taxi coupons and participants need to pay their fair share. Cigarette tax: Staff recommends the increase in cigarette tax to $ .50 per pack. This proposal would raise the tax on a pack of cigarettes from $ .32 to $ .50 per pack. This increase would generate an additional $ 50,000 per year. The City of Chicago has approved increasing their cigarette tax by $ .48 to $ .68 per pack. By increasing our tax rate by only $ .18 we will still be competitive and should not experience a major drop in sales. Property Taxes: The property tax for the General Fund includes the taxes levied for the Library, Parks, Recreation and Forestry and the IMRF Pension. While we have tried to hold the tax to the minimum necessary, the 7.98% increase is reflective of our best estimate of the amount needed to fund employee pensions, and balance the budget with three labor contract negotiations pending. The allocation of the total dollar increase from $16,700,000 to $ 18,032,090 is broken down into the following functions that could have a separate tax levy, and shows the increase for each portion of the levy: Illinois Municipal Retirement Fund $ 774,400 42.71 % increase Parks/Forestry, & Recreation $ 277,000* 3.75 % increase Evanston Public Library $ 139,500* 3.75 % increase General Fund-remainder of tax $ 142,000* 3.75 % increase * Net of other revenues The IMRF portion of the General Fund levy requires more explanation. The reason the increase is so large this year, is that the amount to be funded is based upon an actuarial valuation. The IMRF uses a five-year moving average and this increase is reflective of poor investment performance over the past five years. This increase was anticipated and expected. It has little to do with the number of employees or retirees in the city. This is an unfunded mandate imposed by the State of Illinois. The other property tax increase is for Police and Fire Pensions, of $ 60,000 and $ 505,118 respectively. 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 15.64% for the Fire Pension Fund, and 1.47% for the Police Pension Fund. The increase in the Fire Pension Fund is due primarily to new benefits the firefighters have lobbied for and received over the past few years. This is an unfunded mandate. The remainder of the tax levy of $ 9,074,000 is for debt service on outstanding general obligation bonds. 13 -- 14 of 642 -- The following graphics represent the breakdown of funds and services which are supported by property tax and at what level. 2006/07 Proposed Property Tax Levy Fund Allocation DEBT SERVICE FUND $9,074,000 FIRE PENSION FUND $3,735,000 POLICE PENSION FUND $4,148,000 TOTAL GENERAL FUND $18,032,600 2006/07 Proposed Distribution of General Fund Tax Levy Across Functional Areas $3,926,700 $2,587,400 $7,661,500 $3,857,000 $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 OTHER GENERAL FUND** IMRF RECREATION LIBRARY Expenditure Highlights: Overview: Once again during the preparation of the budget, various City departments identified areas where additional personnel and/or programs would enhance their operations. The original increase in total dollars for the General Fund was $ 5.4 million, or an increase of 6.5% in overall expenditures. Given that the CPI has been between 3 & 4% this year, significant reductions in departmental requests were made in order to present the City Council with a responsible, balanced proposal. Personnel: A total of 18 new full-time positions, and 7 part-time positions were requested from the 13 departments, totaling more than $1 million. Many of the budget requests were valid, but not affordable due to a lack of financial resources. Therefore, I am recommending approval of only 1.5 full-time equivalent (FTE) new positions. However, an equal number of positions were reduced, so the full-time equivalent headcount increased in the budget is zero, and the cost difference is a savings of $ 41,400. 14 -- 15 of 642 -- Overall, the FY 2006/07 proposed budget requires a modest but necessary increase in the property tax to pay for General Fund salaries and benefits. Health insurance is budgeted for a 10% increase. Prior to considering a property tax increase or new revenue sources staff pared down the proposed budget to a very modest increase. Many of the additions to 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. A total of $2.3 million was cut from the initial requests, including $1 million in personnel costs. The bottom line General Fund Budget request is shown below: • Current 2006/07 Proposed Budget $ 85,900,000 • FY 2005/06 Adopted Budget $ 82,714,300 $ 3,185,700 3.85% Increase The following is a listing of the expenditures in the General Fund that have increased as a result of labor contracts, state mandates, utility costs, City Council requested tree planting and Dutch Elm Disease control services, and the addition of a Firefighter/Paramedic. These costs represent 3.27% of the total increase of 3.82%. Salaries and Wages $ 2,336,400 Overtime $ 370,700 Health Insurance $ 902,100 IMRF Pension, FICA, and Medicare $ 867,300 Utilities $ 56,400 Firefighter ( 6 months ) $ 25,000 Human Resources Learning and Performance Manager $ 63,900 Elimination of Assistant Finance Director $ (105,600) Reduction of Human Relations Specialist (vacant) to part-time $ (24,700) $ 4,491,500 In order to achieve an increase of only 3.85%, other costs had to be reduced over last year by $ 1,305,800; $ 728,600 of this decrease is the Dutch Elm Disease Control one time startup expenses. The remaining minor decrease of $ 577,200 is a result of reductions in departmental operating budgets. The City continues to be in the position where it is required to do more with less. Fleet Service Fund: The Fleet Service Fund is stable and will require no additional General Fund subsidy. For the upcoming budget year, new equipment purchases will be limited to $ 2,041,000. Personnel Adjustments: The FY 2006/07 budget has minor personnel adjustments. I am recommending that the Fire Department add one firefighter/paramedic position for next year beginning in September 2006. We reduced overtime expenditures to make this addition cost neutral. The second addition to the personnel in the General Fund is to add one person in Human Resources to serve as the Learning and Performance Manager to provide training for all departments. Right now we 15 -- 16 of 642 -- are unable to provide adequate training to the workforce and since professional development is a high priority in the draft Strategic Plan, this position is a must. As stated earlier one full-time position was eliminated in Finance, and a second position was reduced from full-time to part-time in the Human Relations Office. Tree Inoculation Service: To support the Tree Inoculation Program, staff is recommending costs of $ 229,400 for the second year of the program. This includes $ 89,400 for materials to inject the significant trees and $ 140,000 to fund the re-injection of the full program in 2008. This is a reduction of $ 728,600 from the first year start up costs of the program. Due to the mid-year change in this program the associated revenue of $ 384,800 has also been eliminated. This program is fully funded by property taxes and other General Fund Revenues. Contributions to non-profit agencies: In order to balance the city’s budget, each department had to contribute to the cuts necessary. This year, I am recommending a 10% reduction in the funding of the Mental Health Board’s allocation to other agencies. While I support many of the services provided in our community, we cannot continue to hold the line on primary services such as Police, Fire, Public Works, and Parks/Forestry & Recreation and not expect the outside agencies to share in our pain. This cut is equal to $ 82,800. Beach Access: The Recreation Board is proposing two free days at all beaches. The impact on revenue of this proposal would be a reduction of $ 43,000. Staff concurs that this will provide access to more residents without increasing property taxes. If beaches were totally free to Evanston residents the lost revenue would be $ 466,800 while expenditures of $ 426,400 would have to be covered by property tax revenue. OPTIONAL CUTS OR DECREASED SERVICES: If the City Council wishes to eliminate the need for any General Fund property tax increase, there are several options for you to consider that could supplement or replace the $ 558,000 of general fund property tax recommended by staff: Revenues: 1. Adopt a new revenue source. About the only new revenue source left to consider would be a 0.75% food and beverage tax, offset by a reduction in the poured liquor tax from 6% to 4%. This revenue source generates $ 590,000 per year. 2. Increase the vehicle sticker fee by $ 5 to generate an additional $ 175,000. (Not recommended because our fee is higher than most cities.) 3. Reinstate the sticker program for yard waste bags generating $ 90,000. This source is tied directly to the cost of disposal and composting. As a city that sets a “green” example, a change discourages bagging grass. 16 -- 17 of 642 -- Expenditures: 1. Eliminate the Fleetwood -Jourdain Theater program. $ 122,000 2. Taxicab Program $ 144,000 *Net of coupon revenue 3. Library Branches* – $ 260,000 *Retains one full time position to Main Library 4. Reduce ECMC Community Television* - $ 30,000 *Reduction of 10% similar to recommended Mental Health reductions Summary: I would like to thank the department heads and each of their employees for their efforts every day to make this a better community. I would also like to thank the department heads and those who assisted in the development of this budget document. Each year it is a difficult task to maintain the quality and quantity of services with limited resources. In particular, I express my deep gratitude to Patrick Casey, Director of Management and Budget, William Stafford, Director of Finance, Tracy Roberts, Management Analyst, and Alison Zelms, Management Analyst for all of their efforts in preparing this document. Very truly yours, Julia A. Carroll City Manager 17 -- 18 of 642 -- 18 -- 19 of 642 -- To: Julia Carroll, City Manager From: Patrick Casey, Director of Management and Budget Subject: Final Changes to the Proposed FY 2006-07 Budget Date: March 1, 2006 In December of 2005 the proposed FY 2006-07 Budget was presented to City Council. The proposed budget stated an expenditure level for all funds of $181,711,265. Four Saturday Budget Workshops and one public hearing were held to review the proposed budget. The City Council made the following changes to the proposed Budget: General Fund Expenditures The City Manager’s proposed budget was balanced as presented. The following is a list of changes to expenditures resulting from City Council deliberations. General Fund Revenues The City Manager’s proposed budget was balanced as presented. The following is a list of changes to revenues resulting from City Council deliberations. Council also voted to change the funding source for a $290,000 increase in parking ticket revenue. The original proposal from staff would have required an increase in the cost of parking meter tickets from $10 to $15. Council approved an increase in the late fees for various parking tickets rather than an increase to the initial ticket cost. This change will still provide an increase of $290,000 for parking ticket revenue. The total expenditures for all funds will now be $186,240,465. Interdepartmental Memorandum 19 -- 20 of 642 -- 20 -- 21 of 642 -- City of Evanston 2006-2007 Approved 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 FY2007 is $181,711,265 prior to interfund transfers. This represents an increase of $6,341,543 or 3.62%. 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 2006-2007 is $85,900,000. This represents a $3,185,700 or 3.85% increase in expenditures. 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 $34,989,600. This is an increase of $2,234,755 or 6.82%. The General Fund portion of this raises from $16,700,000 to 18,032,600 an increase of $1,332,600. Over half of the increase to the general fund, $774,400 is 21 -- 22 of 642 -- required due to funding mandated by the state for pension funding. The property tax continues to make up the largest percentage of City tax revenues. The relative economic stability and tax deductible feature of the property tax make it a desirable revenue source. 2. State Sales Tax: General Fund revenue from the state sales tax is expected to remain at the $8,200,000. This is an indication of the slow growth in the economy. 3. Home Rule Sales Tax: Projections show $5,500,000 of this revenue source for the General Fund. Once again the revenue remains flat due too the economic situation. 4. State Income Tax: State income tax revenues are expected to increase by 10.0 %, bringing the expected revenue to $5,500,000. This increase is due to the economic rebound. The revenue projected is still $207,000 less than received in FY 2000/01. 5. Utility Taxes: Revenues from utility taxes are comprised of electric, natural gas, and telecommunications taxes. For FY2006-2007, these are projected to total $8,550,000, which is an increase of $350,000, or 4.27%. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is expected to remain at $4,000,000 for FY2006/07. This is mainly due to new development in Evanston. Staff does not believe this is the historic level which is still believed to settle in the future at a number nearer to $3.0 million. The slight increase of $55,200 is due to a change in the cost of exempt real estate transfers – which will now cost $100. 7. Vehicle Licenses: Vehicle license fees are expected to increase by about $100,000 this year, to $2,200,000. 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 $7,254,400 in revenues, a decrease of $550,550 over the prior year. The main reason for the decrease is an anticipated drop of $663,000 in building permit revenue. 9. Fines and Forfeitures: Parking ticket, regular and other fine revenues are expected to increase by $236,500 to $4,592,000. The majority of this increase is due to the proposed increase in the fine for parking meter violations. The proposed increase will generate an additional $150,000 and raise the meter fine from $10 to $15 per violation. 10. Service Charges Service charges are scheduled to increase by $166,350. Included in the proposed budget is an increase in the recycling/refuse collection fee which adds $200,000. Recreation revenues are scheduled to increase by $159,700. The collection rate on ambulance billings has improved allowing a revised revenue increase of $100,000. Due to the change in the format of the Dutch Elm Inoculation Program there is a decrease of $384,800 – formerly the residents’ share of funding for which has now been eliminated through the change in the program’s structure. 22 -- 23 of 642 -- 11. State and Federal Aid State and federal aid revenues will remain stable with a slight overall increase of $11,700 resulting from an increase in the Law Enforcement block Grant of $11,600. V. Other Funds Motor Fuel Tax Fund Spending for the fund is budgeted at $2,272,500 in FY2007. This is a decrease of $1,567,500 from the FY2006 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 FY2006/07 are $1,736,700 a decrease of $453,600. Projected revenues are $1,154,780, an increase of $10,280. This includes wireless surcharge revenue of $245,820. Community Development Block Grant Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The amount for FY2006/07 is $2,256,640 for Community Development related programs, a decrease of $602,713 from FY2005/06 funding. Economic Development Fund Expenditures from the Economic Development Fund are budgeted to be $1,515,400 for FY2007. Revenues for this fund are generated from the Hotel and Amusement Taxes. Housing Fund The Mayor’s Special Housing Fund seeks to support housing related programs as adopted by the City Council. The FY2006/07 budget is $190,000, a decrease of $64,500. 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 2007 budgeted expenditures are $8,857,000, an increase of $7,113,350 or 407.96% from last year. The increase is due to the payment of debt services cost for the Series 2002 A and 2002 B 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. FY2007 budgeted expenditures for this fund are $435,600. This is a slight decrease in the budget of $3,200. 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 decrease of $169,700 in projected expenditures brings the fiscal year 2007 budget for this fund to $828,700. 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 $315,800 a decrease of $581,025. Debt Service Fund The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2005 levy, almost all of which will be collected in the 2006-07 fiscal year. 23 -- 24 of 642 -- The expenditures for the general obligation bonds represent debt service payments due in fiscal year 2006-07. During fiscal year 2004-05 the City issued Series 2004B general obligation refunding bonds in the amount of $11,730,000 to refund Series 1997 bonds. The City also issued $13,355,000 Series 2004 general obligation bonds. Proceeds from this issue are being used to finance the Capital Improvement budget. The debt service payments budgeted in this fund is due in FY2007. Total budgeted expenditures are $10,495,210. 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 $7,257,115 for FY2007. This is a decrease of $1,947,200 which is due primarily to a decrease in the cost of principal for the Series 2000C bond issuance. 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 2006/07 will be $7,252,100. Parking System Fund The Parking System Fund has anticipated expenditures of $3,692,800. This is a 4.25% increase and is inclusive of capital outlay, debt service, and transfers to the General Fund. Revenues are projected to be $3,654,700. This includes no projected revenue form the Sherman Avenue Garage which is closed during construction of the new Sherman Plaza development and attached parking structure. Water Fund The Water Fund is expected to have total expenditures of $13,702,800 which represents an increase of $12,200 or 0.09%. Water Fund revenues are expected to increase by $6,100. No water rate increase is proposed for FY2006/07. Sewer Fund A sewer rate study began in FY2006 and will continue through the end of the fiscal year. As a result, expenditures have decreased to $16,648,800 as the scheduled 5% sewer rate increase for FY2006 was postponed pending the outcome of the rate study. Fleet Services Fund Budgeted expenditures for FY2007 are $5,158,100. This is an increase of 5.69% totaling $277,700. This year, no new bond sale is proposed for vehicles and all outstanding debt has been paid. Insurance Fund Fiscal year 2007 budgeted expenditures for the Insurance Fund increases to $2,050,500. 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. 24 -- 25 of 642 -- Actuarially determined funding requirements indicate that a $448,000 or 9.5% increase in funding requirements is necessary for FY2007, making the budgeted amount $5,162,000. Presently, this fund is budgeted to levy for $3,735,000, which translates into a 15.64% increase in the property tax levy. 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. Actuarially determined funding requirements indicate that a $95,000 or 1.6% increase in funding requirements is necessary for FY2007, making the budgeted amount $5,983,500. Presently, this fund is budgeted to levy for $4,148,000, which translates into a 1.47% increase in the property tax levy. VI. Conclusions The 2006-2007 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. 25 -- 26 of 642 -- 26 -- 27 of 642 -- MISSION: The City of Evanston is committed to promoting the highest quality of life for all residents by providing fiscally-sound, responsive municipal services and delivering those services equitably, professionally with the highest degree of integrity. Creating the most livable city in America The Evanston City Council unanimously approved the Evanston Strategic Plan on March 27, 2006. A Strategic Plan defines where our organization is going, how we are going to get there and measures success over time. It ensures the most effective use of the organization’s limited resources by focusing those resources on key priorities. The Evanston Strategic Plan was developed over a nine-month period that included public meet- ings involving the City Council, City staff and many of the citizens of Evanston. It is the framework by which the City organization will provide services and programs over the next five years to all members of our community. 27 -- 28 of 642 -- Economics Vision “Evanston will have a viable, renewable economic engine, which can support the needs and enhance the life- styles of those living and working in the community.” Goal One: Create and implement a comprehensive economic development strategy, which results in a vibrant and diverse economy for the City of Evanston. Objectives: 1A: Create an economic development plan which includes strategies and policies that are futuristic and conscientious of our heritage for: a) Downtown development b) Neighborhood development c) Business retention d) Business attraction e) Creative class (entrepreneurial, technological, artistic) attraction f) Citywide technological and communication needs 1B: Review the zoning and preservation ordinances in context of new economic development plan. Economic Viability Visit the City’s web site, www.cityofevanston.org, for further information and to watch the City achieve its goals. The Strategic Plan features an overall vision and mission (front page), as well as specific visions for economics, infrastructure, natural resources, partnerships, gover- nance, neighborhoods and social programs. Each of these visions falls under one of three value areas: Economic Viability, Environmental Sustainability and Strengthening Community. The thirteen goals of the Strategic Plan address these visions with objectives that support the community’s values. 28 -- 29 of 642 -- Goal Two: Create policies and programs that result in a well-maintained, diverse housing stock throughout the City of Evanston. Objectives: 2A: Assess existing housing programs and inspection services to identify strengths and gaps. 2B: Develop and implement a comprehensive inclusionary and affordable housing policy. 2C: Create workforce ownership and rental housing opportunities. 2D: Improve affordable housing provided in Evanston by regional housing agencies and local not-for-profits through exemplary tenant screening and enforcement of property standards. 2E: Continue advocacy of affordable housing choices throughout the northern suburbs. Goal Three: Generate marketable job skills for Evanston residents. Objectives: 3A: Initiate brainstorming roundtable session with ETHS and post- secondary educational institutions that serve ETHS students, as well as major businesses. 3B: Convene brainstorming roundtable session with State and Federal legislators to identify opportunities for system improvement. 3C: Convene brainstorming roundtable session with leaders of construction trade and labor unions that could provide training/entry-level jobs for ETHS graduates. 3D: Advocate for job skill development and vocational training for skilled trades through city contracting, internships, work-study placements, and policy-making boards. 3E: Convene (and communicate to) local businesses (including hospitals and NU) to brainstorm the job opportunities for Evanston residents and develop methods to match the job with the resident. 3F: Create a job training fund. 29 -- 30 of 642 -- Infrastructure Vision “Evanston will have a highly effective infrastructure that enables the community activities of its citizens and businesses.Evanston is a destination that requires an infrastructure that takes into account multiple modes of transportation as well as the natural resources available to us.” Goal Four: Create and maintain functionally appropriate, sustainable, accessible and high quality infrastructure and facilities. Objectives: 4A: Council will provide direction regarding the futures of the Civic Center, Recycling Center, and Robert Crown Center. 4B: Update and continue implementation of Parks/Forestry & Recreation’s comprehensive long-range property/equipment plan, including trees. 4C: Continue to develop an environmentally sensitive lakefront master plan. 4D: Prepare & implement a comprehensive, long-range infrastructure plan including parking, streets, sewers, water mains, lighting, signs, traffic signals, alleys, pavement marking, sidewalks, and bridges. 4E: To better manage our buildings, prepare & implement a long-range and comprehensive facility maintenance plan. 4F: Continue to encourage the enhancement of reliability in gas and electrical distribution systems. Environmental Sustainability 30 -- 31 of 642 -- Natural Resources Vision “Evanston will be known as ‘The Green City.’ We will embrace the best ecological practices and policies in our government, services and infrastructure.” Goal Five: Protect and optimize the City’s natural resources and built environment, leading by example through sustainable practices and behaviors. Objectives: 5A: Review current City policies and procedures to identify and improve sustainable and environmentally-friendly practices for the City and its citizens. 5B: Identify and utilize new practices that will improve the quality of life to enhance the City’s sustainability. 5C: Evaluate the potential implementation of a City-wide Environmental Management System (EMS). 5D: Sustainably manage, maintain, enhance and preserve our natural resources, such as the North Shore Channel, canal lands and Ladd Arboretum. 5E: Protect and seek to expand, where possible, green spaces within the City. Goal Six: Coordinate and influence transportation resources to provide an improved system that is safe, integrated, accessible, responsive, understandable, efficient, and meets the needs of all people. Objectives: 6A: Complete a 20-year, multi-modal transportation plan for the City to identify disconnects in the transportation system and to develop strategies to make modal connections. 6B: Leverage funds and resources from a variety of sources. 6C: Promote energy-efficient and non-automotive transportation systems, including implementation of the Evanston Bike Plan. 31 -- 32 of 642 -- Strengthening Community Partnerships Vision “Evanston will build cooperative reciprocal partnerships with the educative institutions, not-for-profits, hospitals, and business constituents. We will continue to focus on nurturing current relationships and creating new relationships to provide a better life for our diverse population.” Goal Seven: Continue to develop a collaborative and reciprocal relationship with Northwestern University. Objectives: 7A: Inventory current relationships and perform needs and opportunities analysis. 7B: Research positive University/Government (Town/Gown) relationships to identify successful approaches to working together. 7C: Establish quarterly meetings between representatives of the City Council and Northwestern University Board of Trustees. 7D: Establish regular meetings between senior staff from the City and the University. 7E: Perform needs and opportunities analyses and develop common delivery of services such as dispatching (911), parking, recreation, employment opportunities, etc. 32 -- 33 of 642 -- Governance Vision “Evanston will strive to create the most useful and efficient government and government services.” Goal Eight: Create collaborative and productive partnerships with schools, hospitals, business organizations, arts organizations, and other not-for-profit groups and governments. Objectives: 8A: Inventory and define existing relationships at both the Council and staff level. 8B: Evaluate objectives of current partnerships and determine future direction and appropriate action steps at facilitated strategy sessions with aforementioned groups. 8C: Expand and enhance the integration of the arts including the provision of public art in the business, social and educational environment of Evanston. Goal Nine: More effectively utilize Boards and Commissions. Objectives: 9A: Review the function, responsibility and structure of all Boards and Commissions to maximize effectiveness. 9B: Provide standardized training/orientation for members and assigned staff. Goal Ten: Promote a standard of excellence and collaboration between staff and the City Council to provide outstanding customer service to the citizens of Evanston. Objectives: 10A: Create a comprehensive and continuous customer service training program that fosters an environment of creative problem solving at all staff levels and ensures the staff is responsive, knowledgeable, courteous and friendly at every staff level. 10B: Provide an integrated system that allows customer input on service performance. 10C: Recruit, retain and develop the most qualified individuals for all City departments. 10D: Investigate and implement best practices and national models of service delivery. 33 -- 34 of 642 -- Neighborhood Vision “Evanston will maintain and build upon the uniqueness and strengths of its neighborhoods and parks. We will provide a high quality of life for all members of our diverse population.” Goal Eleven: Define Evanston neighborhoods and ensure that they are safe, clean, and attractive. Objectives: 11A: Define neighborhood unit and develop an inventory of organizational resources, assets and needs. 11B: Identify existing service gaps, opportunities and threats. 11C: Develop an action plan to incorporate more multi-generational features in our parks, recreational programs and facilities. 11D: Respond effectively and efficiently to the identified needs of Evanston neighborhoods. 11E: Evaluate and refine public safety strategies to promote a safe environment throughout the community’s neighborhoods. Social Programs Vision “Evanston is a socially-conscious and active City. We will address the social needs of all our citizens where additional help and support is required.” Goal Twelve: Provide opportunities for and engage Evanston youth and young adults to become active and productive citizens of the Evanston community. Objectives: 12A: Assess youth and young adult services and develop recommendations to address service gaps. 12B: Partner with others to increase participation and interest of youth and young adults. 12C: Address the recreational needs of youth and young adults. Goal Thirteen: Strive to ensure that all Evanston residents have access to healthcare as well as basic food, housing and shelter. Objectives: 13A: Regularly assess community health and wellness and the need for human services. 13B: Assess the effectiveness and responsiveness of human services programs. 13C: Support and promote a collaborative network of human services programs in Evanston. Strengthening Community 34 -- 35 of 642 -- PART II CHARTS AND SUMMARIES 35 -- 36 of 642 -- 36 -- 37 of 642 -- Advisory Boards and Commissions City Clerk Finance Public Works Law Human Resources Community Development Health and Human Services Fire Police Facilities Management Recreation, Parks and Forestry Library Human Relations City Manager Mayor City Council Residents City of Evanston Organizational Chart 37 -- 38 of 642 -- 38 -- 39 of 642 -- 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 437,104 Number of Registered Borrowers 58,999 Geographic Location On Lake Michigan Annual Circulation 858,343 Immediately north of Chicago Recreation Facilities Population (2000 Census) 74,239 Number of Parks and Playgrounds 75 Park Area in Acres 268 Number of Households (2000 Census) 29,651 Number of Beaches 5 Number of Housing Units (2000 Census) 30,817 Municipality Parking Utility Number of Parking Meters on Streets 1,671 Equalized Assessed Valuation (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 720 Space Rentals and Free Spaces 1,268 Municipal Services and Facilities Capacity of Parking Garages 2,653 Miles of Streets 147 Number of Parking Garages 3 Miles of Alleys 76 Number of Sewers 169 Municipality Water Utility Number of Street Lights 5,641 Total Population Serviced 356,502 Northwest Water Commission 218,915 Value of Authorized Construction $260,000,000 Evanston 74,239 Skokie 63,348 Fire Protection Miles of Water Mains 155.995 Number of Firefighters 109 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 162 Number of School Crossing Guards 38 Number of Parking Enforcement Officers 16 39 -- 40 of 642 -- Hydrant testing begins The Evanston Department of Fire and Life Safety Services in cooperation with the City of Evanston Water Department will conduct the annual city-wide hydrant testing program. The program begins May 1 through June 16, and test- ing is conducted from 9 a.m. through 3 p.m. For more information, call (847) 866-2942. Aging Well Conference and Film Festival For older adults, their families and pro- fessionals who deal with seniors. Conference: Friday, May 5, 8 a.m., King Home, 1555 Oak Ave. Registration: available on www.cityofevanston.org, or call (847) 866-2919 for information. Film Festival: Sunday, May 1, Levy Senior Center, 300 Dodge Ave. 11th Annual Strut for Strays Evanston Animal Shelter Community Animal Rescue Effort (C.A.R.E.) will hold this fundraiser on Saturday, May 6, from 8:30 a.m. to noon at the Ladd Arboretum, rain or shine. Pre-registra- tion is $25. Forms are available on-line at www.care-evanston.org, at the shelter, or by calling (847) 705-2653. Farmers’ Market Enjoy the bounty of Midwest farmers on Saturdays, from May 20 through Nov. 4, from 7:30 a.m. to 1 p.m. Location to be announced. The Market features over 30 vendors of fruit, vegetables, flowers, meat and bread. For further information, call (847) 866-2936. Garden Fair Five Evanston garden clubs will offer plants from their gardens, crafts, hanging baskets, planters, food and advice on suc- cessful gardening from 9 a.m. to 4 p.m. on Saturday and Sunday, May 20 and 21 in Independence Park, Central St. at Stewart Ave. (west of Green Bay Rd.). Memorial Day, Monday, May 29 Government offices closed. No refuse/ yard waste/recycling collections will occur due to the holiday. All collections will occur one day later this week. Dutch elm insurance deadline June 1 Applications are available at the Civic Center, by calling (847) 866-2912, or visiting www.cityofevanston.org. Summer Reading Clubs The Library’s Summer Reading Game kicks off on Thursday, June 8 at the Main Library and both branch libraries, for grade schoolers, pre-schoolers and teens. Beaches open Weather permitting, Evanston’s public swimming beaches will be open June 10 through Sept. 4. Beaches will be open from 10:30 a.m. to 8 p.m. June 11 through July 31. All beaches will close at 7:30 p.m. starting August 1 due to limit- ed visibility at dusk. Starlight Concert Series Concerts are held on Tuesdays and Thursdays throughout the summer, from 7:30-9 p.m., and are free to the public. Thursday concerts will be held at James Park, Dodge Ave. at Mulford St., from June 15 through July 20, while Tuesday concerts will be held at Dawes Park, Sheridan Road at Church St., from July 11 through August 15. Rain Site: Levy Senior Center, 300 Dodge Ave. Custer’s Last Stand Come out for antiques, arts and crafts, food and entertainment on Saturday and Sunday, June 17 and 18 from 10 a.m. to 9 p.m. on Main Street between Chicago and Sherman Aves. Sponsored by Evanston Festival Theatre, Inc. Fountain Square Arts Festival Held in Downtown Evanston on Saturday and Sunday, June 24 and 25, shop for crafts and artwork and enjoy the local merchants and restaurants. 10 a.m. to 10 p.m. sponsored by the Evanston Chamber of Commerce. JJuly 4th Celebration www.evanston4th.org Tuesday July 4th Government offices closed; no refuse/recycling/yard waste collections this day. All collections will occur one day later this week. Central Street Arts Fair and M Ma ay y 2006-07 events, reminders at-a-glance M Ma ay y ccoonntt’’dd JJu un ne e JJu un ne e ccoonntt’’dd JJu ully y For more information on events and services, visit: www.cityofevanston.org40 -- 41 of 642 -- National Night Out Tuesday, August 1, between 7 and 10 p.m., turn on your front porch lights, organize block par- ties, cookouts, ice cream socials, flashlight walks and neighborhood meet- ings. Take the evening to strenthen neighborhood spirit and police-commu- nity partnerships. Lakeshore Arts Festival Saturday and Sunday, Aug. 5 and 6. 11 a.m. to 6 p.m. Dawes Park, Sheridan Road at Church St. Free admission.Join us on Evanston's stunning, historic lake- front for 125 juried regional and national artists, fabulous food, fantastic entertain- ment, and family fun! Evanston/Belize Day in the Park Saturday, Aug. 12, 2 to 8 p.m., Ingraham Park (behind the Civic Center, 2100 Ridge Ave.) Experience the culture of Evanston’s Sister City, Belize City: food, music and more. CommUNITY Picnic Sunday, Aug. 27, noon to 5 p.m., Ingraham Park (behind the Civic Center, 2100 Ridge Ave.) Free food, games, activities, demonstrations, concerts and more. (847) 866-2920. Citizens’ Police Academy Ride with the cops! Free 12-week course begins Thursday, Aug. 31. Call (847) 866-5019 to register. Labor Day, Monday, Sept. 4 No refuse/recycling/yard waste collec- tions scheduled. All garbage pickups are one day later this week. Duck Pluck/Race Bring the kids to this fun event spon- sored by the Evanston Environmental Association. Lagoon at the lakefront, Saturday, Sept. 30, 3 to 5 p.m. H Haalllloowweeeenn M Moonnddaayy,, O Occtt.. 3 311 T Trriicckk--oorr--T Trreeaatt hhoouurrss,, 4 4 ttoo 7 7 pp..m m.. Veterans Day event The Evanston Public Library offers School’s Out programs for children and adults on Veterans’ Day, Friday, Nov. 11. Watch for more information, or call (847) 866-0300. Thanksgiving Day, Nov. 23 Government offices closed both Thursday and Friday. No refuse, recy- cling, yard waste collections. Thursday’s collections are scheduled for Saturday, Nov. 25. SSnnoow w ppaarrkkiinngg rreegguullaattiioonnss iinn eeffffeecctt,, D Deecc.. 11 tthhrroouugghh M Maarrcchh 3311.. Yard waste drop-off ends Dec. 10 A yard waste drop-off location is avail- able through December 10 at the Evanston Recycling Center, 2222 Oakton St., Fridays: noon-7 p.m.; Saturday and Sundays: 8:30 a.m.-5 p.m. Only leaves, grass and small brush are accepted. Nutcracker Ballet on Ice Dec. 8 through 11. Stunning costumes, glorious music and exciting skating make this a favorite family holiday event. Robert Crown Center, 1701 Main St. Shows are Friday at 7:30 p.m.; Saturday at 2:30 p.m. and 7:30 p.m.; and Sunday at 2:30 p.m. Call (847) 328-9400 for more information. Christmas Day, Monday, Dec. 25 Government offices closed; no refuse/recycling collections on Monday. All collections will occur one day later this week. New Year’s Eve, Saturday, Dec. 31 www.firstnightevanston.org New Year’s Day, Monday, Jan. 1 Government offices closed; no refuse/recycling collections on Monday. All collections are delayed one day. week. M Moonnddaayy,, JJaann.. 1155,, 22000077,, M Maarrttiinn LLuutthheerr KKiinngg,, JJrr.. HHoolliiddaayy Government offices closed. No refuse/recycling collections sched- uled. All pickups are one day later this week. LLiibbrraarryy H Hoolliiddaayy eevveennttss The Evanston Public Library offers pro- grams for children and adults on Dr. Martin Luther King’s birthday in January and during Evanston's annual celebration of Black History Month each February. Look for special children’s programs on Martin Luther King Day, January 15 . PPrreessiiddeennttss D Daayy eevveenntt The Evanston Public Library offers School’s Out programs for children and adults on Presidents Day, Monday, Feb. 19. Watch for more information, or call (847) 866-0300. O Oc ctto ob be err A Au ug gu us stt D De ec ce em mb be err ccoonntt’’dd S Se ep ptte em mb be err JJa an nu ua arry y N No ov ve em mb be err D De ec ce em mb be err F Fe eb brru ua arry y 41 -- 42 of 642 -- 42 -- 43 of 642 -- MONTH ACTIVITY July 11, 2005 - July 19, 2005 Training with Departments on Budget Entry Module and Position Entry Worksheets July 11, 2005 - August 31, 2005 Position Worksheet Period July 11, 2005 - September 15, 2005 Budget Entry Period July 25, 2005 - July 29, 2005 Create Budget Manual Pages August 1, 2005 Deadline to complete Text pages August 1, 2005 - August 3, 2005 Assemble Budget Manuals August 4, 2005 Budget Kickoff at Monthly Managers Meeting September 15, 2005 Initial Budget Entry Completion Deadline September 15, 2005 - November 1, 2005 Budget Review with City Manager's Office Monday 9/25/2005 Mid-Year Budget Review / 2006-07 Preview for Council September 30, 2005 Budget Text Pages - Completion Deadline October 1, 2005 Design Proposed Budget Cover November 1, 2005 Quote Information to Printers - RFQ for Proposed November 1, 2005 - December 1, 2005 City Manager Prepares Transmittal Memo November 16, 2005 Final Balancing Meeting November 18th, 2005 Budget Balancing Deadline December 19th, 2005 Proposed Budget Book to Printer December 30, 2005 Proposed Budget Books to Council January 7, 21, 28, 2006 Saturday Budget Workshops February 4, 2006 Saturday Budget Workshops Monday February 6, 2006 Public Hearing FY 2006/07 Budget Monday February 27, 2006 Final City Council Meeting for Approval of Budget March 31, 2006 City Council Changes entered into Budget May 20, 2006 Printing, Binding, and Distribution of City Budget City of Evanston Budget Calendar Fiscal Year 2006 - 2007 43 -- 44 of 642 -- City of Evanston Budget Process Summary of Proceedings: The City’s fiscal year begins on March 1 of each year. The City Manager submits to the City Council a proposed operating budget in December for the fiscal year commencing the following March 1. The operating budget includes proposed expenditures and the means of financing those expenditures. The City Council holds public hearings (two Saturday morning public hearings were held prior to adoption of the 2004/2005 budget) and then may modify the budget prior to adoption. The City Manager is authorized to transfer budgeted amounts between departments within any fund (such as the General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the City Council. Preparation and Adoption: Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except that 1) property taxes are budgeted as revenue in the year for which they are levied; 2) debt service payments are budgeted upon tax levy for such purposes and 3) encumbrances are recorded as the equivalent of an expenditure for budget purposes. For purposes of preparing the General Fund schedule of revenues – budget and actual, GAAP revenue and expenditures have been adjusted to the budgetary basis. The budgets of the governmental type funds are prepared on a modified accrual basis. Debt service payments and a number of specific accrued liabilities are only recognized as expenditures when payment is due, and revenue is recognized only when it has actually been received. Related Legislation: The Evanston City Council has adopted three primary pieces of legislation which govern the budget process. Resolution 67-PR-79 establishes a Budget Policy for the City of Evanston. This policy provides guidelines for determining the amount of property tax to be levied, the funding for the Police and Fire Pension Funds, and the re-appropriation of fund balance. Ordinance 57-0-79 provides for the adoption of the annual budget. This ordinance establishes the following: Fiscal Year - The fiscal year of the City of Evanston shall commence on March 1 each year and close on the last day of February each year. Passage of the Annual Budget - The annual budget shall be adopted by the City Council before the beginning of the fiscal year to which it applies. Compilation of the Proposed Budget - Each year the City Manager shall prepare and submit a proposed budget to the City Council on or before the last day of December. The proposed budget shall contain estimates of revenues available to the City for the fiscal year along with recommended expenditures for the departments, boards and commissions. Revision of Annual Budget - Following City Council adoption of the budget, the City Council, by a vote of two-thirds of its members, shall have the authority to revise the budget by transferring monies from one fund to another or adding to any fund. No revision of the annual budget shall increase the budget in the event monies are not available to do so. Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on the annual budget prior to final action by the City Council. Notice of this hearing shall be published in a local newspaper at least ten days prior to the public hearing. Copies of the proposed budget will be available for public inspection in printed form in the office of the City Clerk for at least ten days prior to the hearing. Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary components of this resolution include the following: 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. 44 -- 45 of 642 -- 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. 45 -- 46 of 642 -- City of Evanston Budgetary Basis of Accounting The City was incorporated in 1863. The City operates under a Council-Manager form of government, is a home rule municipality as defined by Illinois state law and provides the following services as authorized by its charter: general management and support, public safety, public works, health and human resource development, recreational and cultural opportunities and housing and economic development. The City uses funds and account groups to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain City functions or activities. A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other hand, is a financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in the funds because they do not directly affect net expendable available financial resources. Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn, is divided into separate “fund types.” Governmental funds are used to account for all or most of the City’s general activities, including the collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets (capital projects funds), and the servicing of general long-term debt (debt service funds). The general fund is used to account for all activities of the City not accounted for in some other fund. The City follows these procedures in establishing the budgetary data reflected in the financial statements: 1. The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following March 1. The operating budget includes proposed expenditures and the means of financing them. 2. Public budget hearings are conducted. Taxpayer comments are received and noted. 3. The City Manager is authorized to transfer budgeted amounts between departments within any fund; however, any revisions that alter the total expenditures of any fund must be approved by the City Council. 4. Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except that (1) property taxes are budgeted as revenue in the year they are levied, (2) debt service payments are budgeted upon tax levy for such purposes and (3) encumbrances are recorded as the equivalent of expenditure for budget purposes. For purposes of preparing the combined statement of revenues, expenditure and changes in fund balances - budget and actual, GAAP revenues and expenditures have been adjusted to the budgetary basis. The following funds have legally adopted budgets: General Special Revenue: Motor Fuel Tax, Community Development Block Grant, Economic Development, Emergency Telephone System, Special Housing, Special Service District No. 4 Debt Service: General Obligation Debt, Central Business Tax Increment District and Southwest Tax Increment District Enterprise: Water, Motor Vehicle Parking System, Sewer Internal Service: Fleet Services Pension Trust: Firefighters’ Pension, Police Pension 46 -- 47 of 642 -- 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. 47 -- 48 of 642 -- 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) 48 -- 49 of 642 -- 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 49 -- 50 of 642 -- 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 50 -- 51 of 642 -- 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. 51 -- 52 of 642 -- 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. Mayor’s Special Housing Fund - to account for costs associated with housing related programs of the City. HOME Fund - to account for the activity of the HOME program. Financing is provided by the Federal government to be used to create affordable housing to low-income households. Expenditures are made in accordance with the requirements of Federal law. Community Development Block Grant Fund - to account for the revenues and expenditures of the community block grant program. Financing is provided by the Federal government on a reimbursement basis in accordance with Federal formula. Expenditures are made in accordance with the requirements of Federal law. Community Development Loan Fund - to account for residential rehabilitation loans to residents. Special Service District No. 4 Fund - to account for promotion, advertisement and street maintenance costs of the area located in the City's central business district. Financing is provided by the City through an annual property tax levy. DEBT SERVICE FUNDS General Obligation Debt Fund - to accumulate monies for the principal and interest payments on bonds, notes and contracts of general obligation to the City. Special Service District No. 5 Fund - to accumulate monies for the principal and interest payments on unlimited ad valorem tax bonds issued for this special taxing district. 52 -- 53 of 642 -- 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. CAPITAL PROJECTS FUNDS Capital Improvements Fund - to account for the City of Evanston capital improvement program. The program includes, but is not limited to, improvements to public buildings, the paving of city streets and the improvement and development of recreation facilities. Financing is provided principally by grants and general obligation bond proceeds. Central Business Tax Increment District Fund - to account for the purchase of land and other related costs of the research park. Financing is provided from general obligation bond and note proceeds. Special Assessment Fund - to account for capital improvements financed by special assessments on property holders and public benefit contributions from the City. ENTERPRISE FUNDS Water Fund - to account for the provision of water services to the residents of the City and the sale of water to the Village of Skokie, Illinois and the Northwest Water Commission. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, financing and related debt service and billing and collection. Motor Vehicle Parking System Fund - to account for the provision of public parking services for a fee. All activities are accounted for including administration, operations, financing and revenue collection. Sewer Fund - to account for the provision of sewer repair and improvement services to the residents of the City. All activities necessary to provide such services are accounted for in this fund, including administration, operations, financing and billing and collection. Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple Avenue. All activities are accounted for including administration, operations, financing and revenue collection. INTERNAL SERVICE FUNDS Fleet Services Fund - to account for the costs of operating the municipal service center maintenance facility for transportation equipment used by other City departments. Such costs are billed to the user departments at actual cost. Actual costs include depreciation on the transportation equipment. 53 -- 54 of 642 -- City of Evanston Fund Descriptions 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 54 -- 55 of 642 -- Summary - All Funds ( prior to interfund transfers ) Housing Fund 0.10% General 46.05% Economic Development 0.81% Downtown II TIF 5.62% Fire Pension 2.77% Police Pension 3.21% Emergency Telephone 0.93% Motor Fuel 1.22% CDBG 1.21% Insurance 1.10% Fleet Service 2.77% Washington National TIF 5.49% Special Service District 0.26% Parking 1.98% Water 7.36% Southwest II TIF 0.44% Maple Avenue Garage Fund 3.89% Sewer 8.94% Debt Service (G.O. Bonds) 5.78% Southwest TIF 0.17% 55 -- 56 of 642 -- Fund 2005-06 Appropriation 2006-07 Approved Appropriation Net Change Percent Change General 82,714,300 $ 85,784,800 $ 3,070,500 $ 3.71% Parking 3,542,100 $ 3,692,800 $ 150,700 $ 4.25% Water 13,690,600 $ 13,702,800 $ 12,200 $ 0.09% Fire Pension 4,714,000 $ 5,162,000 $ 448,000 $ 9.50% Police Pension 5,888,500 $ 5,983,500 $ 95,000 $ 1.61% Emergency Telephone 2,190,300 $ 1,736,700 $ (453,600) $ -20.71% Motor Fuel 3,840,000 $ 2,272,500 $ (1,567,500) $ -40.82% CDBG 2,883,385 $ 2,256,640 $ (626,745) $ -21.74% Insurance 1,900,500 $ 2,050,500 $ 150,000 $ 7.89% Fleet Service 4,880,400 $ 5,158,100 $ 277,700 $ 5.69% Washington National TIF 1,743,650 $ 10,225,200 $ 8,481,550 $ 486.43% Special Service District 438,800 $ 477,600 $ 38,800 $ 8.84% Southwest II TIF 998,400 $ 828,700 $ (169,700) $ -17.00% Southwest TIF 896,825 $ 315,800 $ (581,025) $ -64.79% Debt Service (G.O. Bonds) 9,881,447 $ 10,554,210 $ 672,763 $ 6.81% Downtown II TIF 9,204,315 $ 10,472,115 $ 1,267,800 $ 13.77% Economic Development 1,498,900 $ 1,515,400 $ 16,500 $ 1.10% Sewer 17,191,300 $ 16,649,000 $ (542,300) $ -3.15% Maple Avenue Garage Fund 7,017,700 $ 7,252,100 $ 234,400 $ 3.34% Housing Fund 254,300 $ 190,000 $ (64,300) $ -25.29% Total All Funds 175,369,722 $ 186,280,465 $ 10,910,743 $ 6.22% 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 2005-06. All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of (Prior to Interfund Transfers) 2005-06 vs. 2006-07 56 -- 57 of 642 -- Fund 2005-06 Net Appropriation 2006-07 Approved Appropriation Less Transfers to Other Funds 2006-07 Approved Net Appropriation Net Change Percent Change General 76,383,900 $ 85,784,800 $ 6,592,800 $ 79,192,000 $ 2,808,100 $ 3.68% Parking 3,048,200 $ 3,692,800 $ 823,300 $ 2,869,500 $ (178,700) $ -5.86% Water 9,573,000 $ 13,702,800 $ 4,227,200 $ 9,475,600 $ (97,400) $ -1.02% Fire Pension 4,714,000 $ 5,162,000 $ - $ 5,162,000 $ 448,000 $ 9.50% Police Pension 5,888,500 $ 5,983,500 $ - $ 5,983,500 $ 95,000 $ 1.61% Emergency Telephone 2,020,300 $ 1,736,700 $ 179,000 $ 1,557,700 $ (462,600) $ -22.90% Motor Fuel 3,090,000 $ 2,272,500 $ 772,500 $ 1,500,000 $ (1,590,000) $ -51.46% CDBG 1,951,053 $ 2,256,640 $ 909,500 $ 1,347,140 $ (603,913) $ -30.95% Insurance 1,900,500 $ 2,050,500 $ - $ 2,050,500 $ 150,000 $ 7.89% Fleet Service 4,757,100 $ 5,158,100 $ 171,500 $ 4,986,600 $ 229,500 $ 4.82% Washington National TIF 1,743,350 $ 10,225,200 $ 144,800 $ 10,080,400 $ 8,337,050 $ 478.22% Special Service District 430,810 $ 477,600 $ - $ 477,600 $ 46,790 $ 10.86% Southwest II (Howard-Hartrey) TIF 869,600 $ 828,700 $ 135,000 $ 693,700 $ (175,900) $ -20.23% Southwest TIF 875,625 $ 315,800 $ 23,000 $ 292,800 $ (582,825) $ -66.56% Debt Service (G.O. Bonds) 9,881,447 $ 10,554,210 $ - $ 10,554,210 $ 672,763 $ 6.81% Downtown II TIF 3,548,000 $ 10,472,115 $ 5,672,315 $ 4,799,800 $ 1,251,800 $ 35.28% Economic Development 463,600 $ 1,515,400 $ 1,050,000 $ 465,400 $ 1,800 $ 0.39% Sewer 16,301,000 $ 16,649,000 $ 802,200 $ 15,846,800 $ (454,200) $ -2.79% Maple Avenue Garage Fund 6,977,000 $ 7,252,100 $ 43,000 $ 7,209,100 $ 232,100 $ 3.33% Housing Fund 254,300 $ 190,000 $ 31,800 $ 158,200 $ (96,100) $ -37.79% Total All Funds 154,671,285 $ 186,280,465 $ 21,577,915 $ 164,702,550 $ 10,031,265 $ 6.49% * This summary does not include $300,000 transferred to the General Fund from the Capital Improvement Program or $39,300 transferred from the HOME fund. 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 2006-07 City Budget. The total for each fund is compared with that of the approved FY 2005-06. 57 -- 58 of 642 -- General Fund Various 62305 Accounts Transfer to Fleet Service Fund $4,317,800 2690.68305 Debt Service - Recycling and Vehicle $175,000 1610.66020 Transfer to Insurance Fund $1,900,000 1615.66020 To Capital Improvements $200,000 Total General Fund Transfers $6,592,800 Parking Systems Fund 7005, 7015.62305 Transfer to Fleet Service Fund $111,800 7005, 7025.62675 Transfer to General Fund for Pension $128,000 7015, 7025.66132 Transfer to General Fund for Insurance $85,300 7050.62685 Transfer to General Fund for Administrative Expense $470,600 7050.66134 To General Fund for Parking Lot Maintenance $27,600 Total Parking Systems Fund Transfers $823,300 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 5150.62675 Transfer to General Fund for Pension $53,000 Total Emergency Telephone System Fund Transfers $179,000 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 CDBG Fund Various CDBG Accounts Transfer to General Fund for Pension, Health & Life Ins. $112,800 Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $796,700 Total CDBG Fund Transfers $909,500 HOME Fund 5450.61455 Transfer to General Fund for Salary $32,700 Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $6,600 Total HOME Fund Transfers $39,300 MAPLE Garage Fund 7000.66132 Transfer to General Fund for Insurance $43,000 Water Fund 7100, 7115, 7120.62305 Transfer to Fleet Services Fund $331,200 7100, 7105, 7110, 7115, 7120.62675 Transfer to General Fund for Pension $437,800 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 Total Water Fund Transfers $4,227,200 Analysis of Appropriations for Transfers to Other Funds FY 2006-2007 Approved Budget 58 -- 59 of 642 -- Fleet Service Fund 7705, 7710, 7715.62675 Transfer to General Fund for Pension $171,500 Economic Development Fund 5300.66131 Transfer to General Fund $390,000 5300.62675 Transfer to General Fund for Pension $10,000 5300.66127 Transfer to Maple Avenue Garage Fund $650,000 Total Economic Development Fund Transfers $1,050,000 Sewer Fund 7400.62305 Transfer to Fleet Service Fund $258,600 7410.62675 Transfer to General Fund for Pension $129,800 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 $802,200 Capital Improvement Fund 416051 Transfer to General Fund for Engineering for Capital Projects $300,000 Housing Fund (special assessment) Transfer to General Fund for Administrative Expense $31,800 TIF Funds 5800.62685 To General Fund From Downtown II Expense $325,000 5800.66128 To Maple Ave. Garage fund From Downtown II Expense $4,502,000 5800.66129 To Washington National TIF from Downtown II Expense $845,315 5470.62685 To General Fund From Washington National TIF $144,800 5500.62685 To General Fund From Howard Hartrey TIF $135,000 5540.62685 To General Fund From Southwest TIF $23,000 Total TIF Transfers $5,975,115 Grand Total Transfers $21,917,215 59 -- 60 of 642 -- 60 -- 61 of 642 -- Your Real Estate Tax Bill City of Evanston 19.56% School District 202 26.61% School District 65 38.13% Suburban T.B. Sanitarium 0.01% Consolidated Elections 0.00% Metropolitan Water Reclamation District 4.44% North Shore Mosquito Abatement District 0.10% Evanston Township 0.72% Community College 535 2.06% Cook County Forest Preserve District 0.77% Cook County 7.59% City of Evanston Percentage of Tax Bill Last Ten Fiscal Years 18.6% 18.5% 18.3% 17.74% 18.72% 18.55% 18.95% 19.56% 17.84% 18.36% 16.5% 17.0% 17.5% 18.0% 18.5% 19.0% 19.5% 20.0% 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004* 61 -- 62 of 642 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates Last Ten Fiscal Years Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004* General Corporate 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554 0.8977 0.7685 Debt Service 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404 0.4494 0.4025 1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958 1.3471 1.1710 Police Pension 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812 0.1981 0.1991 Firefighters' Pension 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321 0.1520 0.1573 Total All Funds 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091 1.6972 1.5274 Actual Rate Extended 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528 * 2005 property tax rates were not available at publication of this report. Fund 62 -- 63 of 642 -- CITY OF EVANSTON, ILLINOIS Analysis of City Government Tax Levies Last Ten Fiscal Years Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Fund General Corporate 13,278,261 12,879,799 12,540,791 12,320,265 13,304,293 13,986,844 13,970,507 14,862,245 15,504,388 16,105,714 Debt Service 6,050,947 6,250,681 6,829,848 6,875,709 7,248,097 7,452,297 7,218,006 7,650,852 8,263,107 8,435,448 19,329,208 19,130,480 19,370,639 19,195,974 20,552,390 21,439,141 21,188,513 22,513,097 23,767,495 24,541,162 Police Pension 2,405,808 2,486,082 2,455,583 2,592,476 2,627,920 2,686,300 2,939,263 3,147,859 3,420,846 4,171,429 Firefighters' Pension 2,022,127 2,140,581 1,930,921 1,968,582 1,957,042 2,092,205 2,177,551 2,296,159 2,625,446 3,295,798 23,757,143 23,757,143 23,757,143 23,757,032 25,137,352 26,217,646 26,305,327 27,957,115 29,813,787 32,008,389 Note: Schedule does not include Central Business Tax Increment District debt, Howard Hatrey Tax Increment District debt, Southwest Tax Increment District debt, or Washington National Tax Increment District debt. 63 -- 64 of 642 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates - Direct and Overlapping Governments Last Ten Fiscal Years Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004* City of Evanston 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528 Consolidated Elections - - 0.027 0.000 0.023 0.000 0.032 0.000 0.029 0.000 Cook County 1.023 0.989 0.919 0.911 0.854 0.824 0.746 0.690 0.630 0.593 Cook County Forest Preserve District 0.072 0.074 0.074 0.072 0.070 0.069 0.067 0.061 0.059 0.060 Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.007 0.006 0.004 0.001 Metropolitan Water Reclamation District 0.495 0.492 0.451 0.444 0.419 0.415 0.401 0.371 0.361 0.347 North Shore Mosquito Abatement District 0.011 0.011 0.011 0.011 0.011 0.011 0.010 0.009 0.009 0.008 Evanston Township 0.077 0.076 0.077 0.072 0.072 0.077 0.064 0.062 0.065 0.056 Community College 535 0.233 0.206 0.216 0.205 0.203 0.213 0.186 0.179 0.186 0.161 School District 202 2.946 2.992 3.107 2.905 2.865 2.977 2.469 2.349 2.444 2.078 School District 65 4.245 4.209 4.356 4.126 4.073 4.232 3.516 3.343 3.475 2.978 Total tax rate for property not in park district or special service distric 11.195 11.116 11.315 10.642 10.532 10.859 9.126 8.680 8.960 7.810 Percent of total tax rate levied by City of Evanston 18.6% 18.5% 18.3% 17.74% 18.36% 18.72% 17.84% 18.55% 18.95% 19.56% * 2005 property tax rates were not available at publication of this report. Government Unit 64 -- 65 of 642 -- 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 1994 1,012,476,073 111,936 1,012,588,009 2.1135 1995 1,139,714,098 153,640 1,139,867,738 2.1243 1996 1,153,575,794 356,179 1,153,931,973 2.1517 1997 1,148,286,831 317,786 1,148,604,617 2.1489 1998 1,256,699,519 296,665 1,256,996,184 2.2505 1999 1,300,075,537 296,665 1,300,372,202 2.2505 2000 1,286,161,490 298,315 1,286,459,805 2.2235 2001 1,615,527,795 311,382 1,615,839,177 2.3098 2002 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 2.4598 Notes: Equalized assessed value is based on approximately 33% of estimated actual value. Equalized assessed values do not include tax increment financing district incremental assessed values. 65 -- 66 of 642 -- CITY OF EVANSTON, ILLINOIS Principal Taxpayers (1) Percentage Equalized of Total Assessed Assessed Type of Business Valuation Valuation Bank One/Offfice Building $21,567,189 1.25% Office building - 18 story 16,757,724 0.97% Office building - 18 story 15,849,992 0.92% Evanston NW Healthcare Hospital 14,570,008 0.84% Office and Shopping Complex 12,754,867 0.74% Shopping Center 11,696,568 0.68% Grocery and Drug Stores 11,566,292 0.67% Church and Chicago Partnership Development 11,502,824 0.67% Hotel 10,814,757 0.63% Lynn Minnici 1800 Sherman/Office Building 10,778,529 0.62% 137,858,750 $ 7.98% Note: Ten Largest Taxpayers Taxpayers Golub & Company Evanston Plaza Freed Rotary International Church St. Plaza LLC RECP CBRE Albertson's (Jewel & Osco) Total Ten Largest (1) 2003 EAV Evanston Hotel Association 66 -- 67 of 642 -- Fiscal Year Ended (1) Population (2) Per Capita Income (3) Median Age (4) % of Population 18+ with Bachelor's Degree or Higher (5) School Enrollment (K-12) (6) Unemployment Percentage 1991 73,233 $23,441 31.9 N/A 9,047 4.30% 1995 73,233 $26,559 31.9 N/A 9,478 4.30% 1996 73,233 $27,356 31.9 N/A 9,533 3.80% 1997 73,233 $28,117 31.9 N/A 9,556 3.90% 1998 73,233 $28,740 31.9 N/A 9,764 3.70% 1999 73,233 $29,372 31.9 N/A 9,433 3.60% 2000 73,233 $33,645 32.8 62.4% 10,068 3.50% 2001 74,239 $34,486 32.8 62.4% 9,999 4.20% 2002 74,239 $34,727 32.8 62.4% 10,889 5.00% 2003 74,239 $35,456 32.8 62.4% 10,889 5.00% 2004 74,239 NA 32.8 62.4% 9,903 5.00% Data Sources (6) Illinois Department of Labor, Research Division. Figures are for Evanston only and represent (2) Estimate - City of Evanston Planning Division (3) U.S. Department of Commerce, Bureau of the Census, 1990 census. (4) U.S. Department of Commerce, Bureau of the Census, 1990 census. (5) Evanston school boards - Districts #65 and #202 combined, based on enrollment figures as of CITY OF EVANSTON, ILLINOIS Demographic Statistics Last Ten Fiscal Years (1) U.S. Department of Commerce, Bureau of the Census, 1990 census. 67 -- 68 of 642 -- 68 -- 69 of 642 -- 400 600 200 900 1700 1900 1000 2200 2800 2400 2700 2500 1400 1600 500 2600 1200 100 2100 1100 1300 1500 2300 1800 700 2000 300 800 2600 1300 2300 1100 2100 2900 600 2800 1900 1000 2700 400 800 1700 1400 200 2000 700 1500 2200 1200 300 900 2400 1800 100 500 2500 1600 700 300 800 3100 1200 1400 1800 1500 3600 3400 1600 3000 3200 3300 2200 2300 1300 100 2900 500 2400 1100 200 2800 1000 2600 2000 600 400 2500 2700 3500 1700 1900 900 2100 3800 3700 500 100 2000 2500 300 700 2400 200 1400 800 2200 1600 1200 1500 1900 1000 1300 600 1100 1700 2600 1800 900 2300 2100 400 NORTH SHORE CHANNEL NORTH SHORE CHANNEL L A K E M I C H I G A N SHERIDAN RD PARK PL ASHLAND AVE DODGE AVE HURD AVE GIRARD AVE LEE ST OAK AVE SHERIDAN PL RIDGE CT GREEN BAY RD THAYER ST PRATT CT GRANT JENKS ST HAVEN ST PAYNE ST LEON PL POPLAR AVE GREY AVE HARRISON ST PRAIRIE AVE REBA PL COLFAX ST LEMAR AVE MARCY AVE DAVIS ST MAPLE AVE HARTZELL ST LIBRARY PL SIMPSON ST CLYDE AVE BROWN AVE GREELEY PITNER ALY LAUREL AVE HINMAN AVE DEWEY AVE EWING AVE COWPER AVE KIRK ST HOVLAND CT JUDSON AVE GARRETT PL ARBOR LN FOREST AVE INGLESIDE PK GREY AVE ST. MARK'S CT EMERSON ST SHERMAN AVE WILDER ST GARRISON AVE THELIN CT FOREST PL ASBURY AVE MICHIGAN AVE WESLEY AVE LELAND AVE CENTRAL ST CALLAN AVE RIDGE TER HULL TER ISABELLA ST GROSS POINT RD CUSTER AVE LYONS ST FOWLER AVE CLARK ST DARROW AVE PIONEER RD HASTINGS AVE HARTREY AVE BRUMMEL ST PRINCETON AVE PROSPECT AVE HAMLIN ST PAYNE ELM AVE CASE PL RIDGEWAY AVE MULFORD ST MICHIGAN AVE LAWNDALE AVE CHURCH ST CRAIN ST DEMPSTER ST JACKSON AVE KEDZIE ST CLINTON PL McDANIEL AVE ELMWOOD AVE SEWARD ST ROSLYN PL FLORENCE AVE BENSON AVE SHERMAN PL CULVER FORESTVIEW RD MARTHA LN HAWTHORNE LN WADE CT BROWN AVE CROFT LN BROWN GREY BRIDGE ST CALVIN CIR BROWN AVE NORMANDY PL WOODLAND RD ELINOR PL KEENEY ST SOUTH BLVD HAMILTON ST GREENWOOD ST UNIVERSITY PL REESE AVE BRUMMEL PL GAFFIELD PL LINCOLNWOOD DR CRAWFORD AVE LEONARD PL CENTRAL PARK AVE BENNETT AVE MADISON PL BRADLEY PL GREENLEAF ST WALNUT AVE ROSALIE ST BURNHAM PL WARREN ST LIVINGSTON WASHINGTON ST NATHANIEL PL HARVARD TER MAPLE AVE DOBSON ST DEWEY AVE DARROW AVE DEWEY AVE INGLESIDE PL RIDGE AVE ASBURY AVE FOWLER AVE HARTREY AVE CASE ST SOUTH BLVD ASHLAND AVE SHERMAN AVE LYONS ST STEWART AVE MARCY AVE WELLINGTON CT CLEVELAND ST MONROE ST LINDEN PL LAKE SHORE BLVD KNOX CIR HILLSIDE LN TRINITY CT SHERIDAN SQ EDGEMERE CT GREEN BAY RD GARNETT PL CENTRAL ST RIDGE AVE PAYNE ST WESLEY AVE CHURCH ST HARTZELL ST PRAIRIE AVE DODGE AVE OAKTON ST SOUTH BLVD CRAIN McDANIEL AVE PITNER AVE LEE ST ASHLAND AVE GROVE ST FOSTER ST ASBURY AVE BARTON AVE GRANT ST BRYANT AVE JUDSON AVE SHERMAN AVE COLFAX ST ISABELLA ST DAVIS ST MAIN ST RIDGE AVE ASBURY AVE THAYER CT THAYER ST ISABELLA ST HAYES DARTMOUTH PL COLFAX PL THAYER THAYER ST CRAWFORD LINCOLNWOOD DR MILBURN ST LAKESIDE CT EUCLID PARK PL WESLEY CLARK ST LYONS ST DEWEY AVE PAYNE ST MAIN ST DODGE AVE CENTRAL ST McDANIEL AVE EWING AVE SHERIDAN RD BRUMMEL ST PITNER AVE LINCOLN ST HINMAN AVE SEWARD ST WESLEY AVE CENTRAL ST KEENEY ST RIDGE AVE OAK AVE JACKSON SHERMAN AVE DOBSON ST LINCOLN ST SEWARD ST DARROW AVE GREY AVE PARK PL NOYES ST LAKE ST THAYER ST WASHINGTON ST LAKE ST McDANIEL AVE AUSTIN ST ASHLAND AVE WESLEY AVE NOYES CT HAMPTON PKY OTTO LN BERNARD PL MEADOW- LARK LN RIDGE AVE ELGIN RD ELMWOOD AVE COLFAX ST HINMAN AVE SIMPSON ST WESLEY AVE OAKTON ST SHERIDAN RD SHERIDAN RD DEMPSTER ST GREY AVE LEE ST SIMPSON ST CHICAGO AVE CHICAGO AVE BENNETT AVE MADISON ST KEENEY ST RIDGE AVE SHERIDAN RD GRANT ST ASBURY AVE GROVE ST ELGIN RD FLORENCE AVE FOREST AVE FOSTER ST MULFORD ST GREENLEAF ST HILLSIDE RD HARTREY AVE HARTREY AVE GREY AVE ARNOLD PL PITNER AVE LINCOLN ST McCORMICK BLVD FOSTER ST GREENWOOD ST CALLAN PARK PL JUDSON AVE NOYES ST DARROW AVE ASHLAND AVE HARRISON ST McCORMICK BLVD NOYES PRINCETON CLIFFORD ST HIGHLAND AVE LAWNDALE AVE EAST RAILROAD AVE ARTS CIRCLE DR GLENVIEW RD CHANCELLOR LIVINGSTON LIVINGSTON ST CHANCELLOR ST HARRISON COLFAX TER EASTWOOD AVE BROADWAY AVE WOODBINE AVE RICHMOND AVE MONTICELLO PL OAK DARTMOUTH PL ORRINGTON AVE BROWN AVE TECH DR DODGE AVE WASHINGTON ST GREY AVE CLEVELAND ST CAMPUS DR EMERSON ST HOWARD ST HOWARD ST MILBURN PK #13 #140 #60 #50 #90 #41 #120 #43 #112 #110 #42 #80 #11 #130 #20 #71 #210 #200 Homeowner Tax Decreases Tax Year 2004 2/13/2006 TaxDecreaseStudyLetterColor.mxd.mxd This map is provided "as is" without warranties of any kind. See www.cityofevanston.org/mapdisclaimers.html for more information. 0 1 2 0.5 Miles 1:31,680 1 inch equals 0.5 mile Legend Roadways Railroad Water Taxing Neighborhoods - Percent of Homeowners with a Tax Decrease 5% to 20% 20.1% to 35% 35.1% to 50% 50.1% to 65% 65.1% to 80% Taxing Neighborhood Boundaries ´ (Labeled with Neighborhood Number) Data provided by Cook County Assessor Research Department 69 -- 70 of 642 -- 3061224.49 3000000 2572700 0 8736963 City of Evanston FY2006/07 Approved Property Tax Levy Funding and Comparisons 2006/07 Approved Property Tax Levy Fund Allocation DEBT SERVICE FUND $8,736,963 FIRE PENSION FUND $3,735,000 POLICE PENSION FUND $4,148,000 TOTAL GENERAL FUND $18,032,600 2006/07 Approved Property Tax Levy By Fund Comparison with 2005/06 17,091,200 16,700,000 $3,229,882 $3,735,000 $4,088,000 $4,148,000 $8,736,963 $8,736,963 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 2005-06 2006-07 TOTAL GENERAL FUND FIRE PENSION FUND POLICE PENSION FUND DEBT SERVICE FUND 2006/07 Approved Property Tax Levy Distribution of General Fund Tax Levy Across Functional Areas $2,985,300 $2,587,400 $7,661,500 $3,857,000 $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 OTHER GENERAL FUND** IMRF RECREATION LIBRARY 70 -- 71 of 642 -- 2002-2003* 2003-2004* 2004-2005* 2005-06 2006-07 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 ($815,714) -21.12% LESS: 2% LOSSES $77,239 $60,924 ($16,314) -21.12% TOTAL $3,784,700 $2,985,300 ($799,400) -21.12% IMRF LEVY $1,850,000 $2,640,204 $790,204 42.71% LESS: 2% LOSSES $37,000 $52,804 $15,804 42.71% TOTAL $1,813,000 $2,587,400 $774,400 42.71% RECREATION LEVY $7,535,510 $7,817,857 $282,347 3.75% LESS: 2% LOSSES $150,710 $156,357 $5,647 3.75% TOTAL $7,384,800 $7,661,500 $276,700 3.75% LIBRARY LEVY $3,793,367 $3,935,714 $142,347 3.75% LESS: 2% LOSSES $75,867 $78,714 $2,847 3.75% TOTAL $3,717,500 $3,857,000 $139,500 3.75% TOTAL GENERAL FUND LEVY $14,862,245 $15,504,388 $16,105,714 $17,040,816 $17,440,000 $399,184 2.34% LESS: 2% LOSSES $297,245 $310,088 $322,114 $340,816 $348,800 $7,984 2.34% TOTAL $14,565,000 $15,194,300 $15,783,600 $16,700,000 $17,091,200 $391,200 2.34% FIRE PENSION FUND LEVY $2,296,159 $2,625,446 $3,295,798 $3,295,798 $3,811,224 $515,427 15.64% LESS: 2% LOSSES $45,923 $52,509 $65,916 $65,916 $76,224 $10,309 15.64% TOTAL $2,250,236 $2,572,937 $3,229,882 $3,229,882 $3,735,000 $505,118 15.64% POLICE PENSION FUND LEVY $3,147,859 $3,420,846 $4,171,429 $4,171,429 $4,232,653 $61,224 1.47% LESS: 2% LOSSES $62,957 $68,417 $83,429 $83,429 $84,653 $1,224 1.47% TOTAL $3,084,902 $3,352,429 $4,088,000 $4,088,000 $4,148,000 $60,000 1.47% DEBT SERVICE FUND LEVY $7,650,862 $8,263,107 $8,593,632 $8,915,268 $8,915,268 $0 0.00% LESS: 2% LOSSES $153,017 $165,262 $171,873 $178,305 $178,305 $0 0.00% TOTAL $7,497,845 $8,097,845 $8,421,759 $8,736,963 $8,736,963 $0 0.00% TOTAL ALL FUNDS $20,306,263 $21,550,680 $16,060,858 $33,423,311 $34,399,146 $975,835 2.92% LEVY $559,143 $596,276 $643,331 $668,466 $687,983 $19,517 2.92% LESS: 2% LOSSES $27,397,983 $29,217,511 $31,523,241 $32,754,845 $33,711,163 $956,318 2.92% * Prior to the 2005-2006 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. City of Evanston Comparison with 2005/06 Approved Levy & Previous Three Years FY2006/07 Approved Property Tax Levy 71 -- 72 of 642 -- City of Evanston REVENUE SOURCES, ASSUMPTIONS AND TRENDS The following is a summary of major revenue sources, trends and assumptions for FY2007: PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The City portion of the property tax increased 3.98% in the FY2006 budget. The FY2007 proposed budget includes a 2.92% increase to the City of Evanston portion of the property tax bill. Sixty percent of the total increase is the result of pension funding mandated by the State. The general fund includes a proposed increase of 2.34%. Additionally, there is a 15.64% increase in the fire pension fund; 1.47% increase for the police pension fund; and no increase in the debt service fund. Increases in the police and fire pension funds are mandated by the State of Illinois and remained flat this fiscal year. The portion of property tax assessed for debt service was maintained by restructuring the financing for the fund. Property taxes pay for general operations, debt service and police and fire pension funding in the City. SALES TAXES – The City receives two types of sales taxes – one from the state and the other from a sales tax Imposed through the City’s home-rule status. The state tax rate is 1% and the local home rule sales tax rate is 1%. The City has experienced almost no increases annually on its sales tax growth during the last four years. However, compared to other local governments in the region, maintenance of a non-growth sales tax during the current economy is good. Evanston’s steady sales tax revenue position is attributed to a good local economy and solid growth in sales from the City’s TIF (Tax Increment Finance) districts. It is estimated that the sales tax will remain constant in FY2007. Sales Tax Revenue $8,055,765 $8,200,000 $7,762,540 $8,200,000 $8,149,985 $5,457,335 $5,459,125 $5,534,134 $5,500,000 $5,500,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Basic Home Rule Property Tax Revenue $27,540,745 $32,754,845 $28,931,209 $33,711,163 $23,100,657 $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 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Property Tax Revenue 72 -- 73 of 642 -- 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. There was an additional decrease due to a move by the Governor’s office that occurred in the summer of 2003 and the state has under-allocated funds for cities portions of the state income tax for the last several years. In FY 2005, the Local Government Income Tax Distributive Fund contributed to alleviate this under-funding and it cost the City $6.48 per resident – resulting in almost a $500,000 decrease in annual income tax revenue. The City projects an increase of $500,000 in income tax revenue for FY2007 – the result of a rebounding economy. UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes have increased steadily by 3 to 5 percent a year from 2003 to 2005. Deregulation of natural gas and electricity, created competition and a decrease in tax collection rates which resulted in a decrease in tax revenues in 2006. In 2005, the Council increased the Gas Use Tax, which is a tax on consumers of brokered gas, from a rate of $.0095/therm to $.25/therm, strengthening the performance of that revenue source. Overall, utility tax revenues are expected to perform well in FY 2007 with a projected increase of 4.27%. Income Tax Revenue $5,500,000 $4,899,124 $4,492,920 $4,878,485 $5,000,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Revenue Fiscal Year Income Tax Revenue Utility Tax Revenue $8,200,000 $8,550,000 $6,780,420 $7,986,490 $8,397,773 $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 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Utility Tax Revenue 73 -- 74 of 642 -- REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or transfer of real estate in the City. This tax has seen solid growth from 2003 thru 2005. Because of the tremendous revenues received in FY2005 and a slight decrease in the number of transfer stamps sold through the end of 2006, it is assumed that even if home prices continue to rise, the inventory in the City cannot continue to sustain this high level of sales. It is therefore estimated that these tax revenues will peak at $4.0 million 2006 and then fall to a regular level of about $2.5 million in future years. The council approved an increase in exempt property transfer tax fees, to $100 per transfer. As a result, a slight $55,200 increase is projected for FY 2007. WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to remain constant over the next year with slight changes to Skokie and Northwest Water Commission Estimates. This is due to cost of living escalators built into water contracts with outside entities such as the Village of Skokie and the Northwest Water Commission who Evanston supplies water to. Revenues generated by City residents are expected to remain at current levels and vary only depending on heat and precipitation levels in the summer. Water Sales Revenue $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Evanston Skokie Northwest Water Commission Real Estate Transfer Tax Revenue $4,245,478 $4,000,000 $4,055,200 $2,746,535 $4,011,085 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Real Estate Transfer Tax Revenue 74 -- 75 of 642 -- SEWER REVENUES – The City opted not to 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 is 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. Over 75% of this project has been completed and the increased revenues will go towards paying off Illinois EPA loans which have been used to fund the capital improvements. Usage estimates have been revised due to the sewer study undertaken during the summer of 2005. Revenues are expected to be realized at $16,499,900 for 2006 and 2007. PARKING REVENUES – The City operates parking meters, lots and two major garages which generate revenues. Parking revenues have fluctuated slightly over the last several years, with 2003 revenues increasing due to expanded enforcement hours. However, with few changes to parking enforcement in 2004 and 2005, parking related revenues have remained flat for several years. Revenues are projected to increase by approximately 10.40% in FY07 due to a change in the parking fee structure that increases cost recovery and dedicates $220,000 of the parking tax to the fund. Sewer Revenue $15,804,280 $15,428,160 $17,171,200 $16,499,000 $14,914,790 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 $17,000,000 $19,000,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Sewer Revenue Parking Revenue $2,003,048 $3,310,400 $3,339,807 $3,654,700 $3,001,338 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2003 Actual 2004 Actual 2005 Actual 2006 Appropriation 2007 Appropriation Fiscal Year Revenue Parking Revenue 75 -- 76 of 642 -- 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 $110,000,000 in general obligation debt as a City debt service policy. On July 28, 2005 the City sold $29,270,000 Series 2005 General Obligation Bonds. Proceeds were allotted as follows: A. $23,000,000 for capital improvements B. $ 1,500,000 for special assessment alley improvements C. $ 4,770,000 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 retained its Moody’s Aaa rating during 2004. The following is a statistical breakdown of the City of Evanston's debt services profile. Debt per capital (2004) $ 2,876 Debt as a percentage of assessed valuation 5.40 % Debt services as a % of General Fund Expenditures (FY 2006) 10.6 % Bonds Rating (Moody's) – Current Aaa Bonds Rating (Fitch) – Current aaa Equalized Assessed Valuation - 2003 $1,727,147,885 Net General Obligation Debt (2005) $93,905,000 76 -- 77 of 642 -- $817 $999 $1,009 $1,093 $1,265 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 2001 2002 2003 2004 2005 Debt Per Capita 4.67% 5.60% 5.00% 5.00% 5.40% 4.20% 4.40% 4.60% 4.80% 5.00% 5.20% 5.40% 5.60% 2001 2002 2003 2004 2005 Percent Debt to Equalized Assessed Valuation 77 -- 78 of 642 -- 78 -- 79 of 642 -- PART III GENERAL FUND BUDGET 79 -- 80 of 642 -- 80 -- 81 of 642 -- City of Evanston General Fund – All Divisions Three Year Fiscal History $82,714,300 $85,784,800 $78,227,484 $72,000,000 $74,000,000 $76,000,000 $78,000,000 $80,000,000 $82,000,000 $84,000,000 $86,000,000 $88,000,000 $90,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures by Division Library 5.14% Ecology Center 0.53% Parks and Forestry 4.31% Health and Human Services 3.36% Community Intervention Services 0.55% & Mental Health Purchased Services 1.11% Commission on Aging 0.44% Fire Department 12.93% Public Works Director 0.62% Transportation Division 4.48% Streets and Sanitation 9.68% Human Relations 0.69% Finance 2.06% Facilities Management 2.94% Community Development 3.45% Police 21.53% Human Resources 1.59% Legal 0.83% Management and Budget 4.02% General Fund Contingency 8.76% City Manager 0.91% Cultural Arts 1.09% City Council 0.42% Recreation 8.33% City Clerk 0.25% 81 -- 82 of 642 -- FISCAL YEAR 2006 - 2007 BUDGET GENERAL FUND EXPENDITURE SUMMARY 2005 - 06 2004 - 05 2006 vs. 07 2006 - 07 Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF LEGISLATIVE 473,085 487,000 569,000 82,000 16.84 CITY MANAGER'S OFFICE 784,847 715,900 781,000 65,100 9.09 MANAGEMENT AND BUDGET 6,324,674 10,326,300 10,964,700 638,400 6.18 LEGAL DEPARTMENT 579,788 690,600 714,600 24,000 3.48 HUMAN RESOURCES 1,311,345 1,234,000 1,361,900 127,900 10.36 FINANCE DEPARTMENT 2,083,773 1,762,600 1,768,500 5,900 .33 FACILITIES MANAGEMENT 2,417,697 2,438,900 2,519,300 80,400 3.30 COMMUNITY DEVELOPMENT 2,927,543 2,853,700 2,957,000 103,300 3.62 POLICE DEPARTMENT 18,076,386 18,095,400 18,466,000 370,600 2.05 FIRE DEPARTMENT 10,581,956 10,523,900 11,094,300 570,400 5.42 HEALTH AND HUMAN SERVICES 4,717,008 4,739,400 4,679,600 (59,800) 1.26- PUBLIC WORKS 12,084,910 11,902,800 12,674,700 771,900 6.49 HUMAN RELATIONS COMM DEP 477,982 598,000 591,600 (6,400) 1.07- LIBRARY DEPARTMENT 4,361,000 4,147,900 4,411,800 263,900 6.36 PARKS/FORESTRY AND RECREATION 11,025,489 12,197,900 12,230,800 32,900 .27 Grand Total(s) 78,227,484 82,714,300 85,784,800 3,070,500 3.71 82 -- 83 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 15,638,579 16,725,000 17,116,000 391,000 51500 OTHER TAXES 36,918,976 36,382,000 37,617,700 1,235,700 52000 LICENSES, PERMITS & FEES 6,776,610 7,804,950 7,882,400 77,450 52500 FINES AND FORFEITURES 3,999,106 4,355,500 4,592,000 236,500 53000 CHARGES FOR SERVICES 5,925,772 6,529,750 6,654,100 124,350 55000 INTERGOVERNMENTAL REVENUE 1,403,348 1,518,300 1,530,000 11,700 56000 OTHER REVENUE 168,195 508,400 1,204,300 695,900 56500 INTEREST INCOME 192,461 232,700 400,000 167,300 57000 TRNSFR FROM OTHER FUNDS 8,603,362 8,489,000 8,657,300 168,300 57500 LIBRARY-OTHER REVENUE 164,329 168,700 131,000 (37,700) 50100 OPERATING REVENUES 79,790,736 82,714,300 85,784,800 3,070,500 50000 REVENUES 79,790,736 82,714,300 85,784,800 3,070,500 83 -- 84 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 51015 PROPERTY TAXES 15,783,600 16,700,000 17,091,000 391,000 51025 PRIOR YEAR'S TAXES 145,021 25,000 25,000 51000 PROPERTY TAXES 15,638,579 16,725,000 17,116,000 391,000 51500 OTHER TAXES 51515 STATE USE TAX 759,931 714,500 750,000 35,500 51525 SALES TAX - BASIC 8,149,985 8,200,000 8,200,000 51530 SALES TAX - HOME RULE 5,534,134 5,500,000 5,500,000 51535 AUTO RENTAL TAX 32,543 34,000 34,000 51540 ATHLETIC CONTEST TAX 505,983 500,000 500,000 51545 STATE INCOME TAX 4,899,124 5,000,000 5,500,000 500,000 51555 FIRE INSURANCE TAX 50,000 (50,000) 51565 ELECTRIC UTILITY TAX 2,333,592 2,600,000 2,600,000 51570 NATURAL GAS UTILITY TAX 1,292,675 1,150,000 1,300,000 150,000 51575 NAT GAS USE TAX HOME RULE 834,416 850,000 850,000 51585 CIGARETTE TAX 228,473 378,000 550,000 172,000 51590 EVANSTON MOTOR FUEL TAX 272,029 310,000 300,000 (10,000) 51595 LIQUOR TAX 1,656,076 1,500,000 1,600,000 100,000 51600 PARKING TAX 1,597,278 1,500,000 1,500,000 51605 PERS. PROP. RPL. TAX 539,407 400,000 483,000 83,000 51610 PERS. PROP. RPL. TAX REC 45,800 45,800 45,800 51615 PERS. PROP. RPL. TAX LIB 49,700 49,700 49,700 51620 REAL ESTATE TRANSFER TAX 4,245,478 4,000,000 4,055,200 55,200 51625 TELECOMMUNICATIONS TAX 3,937,090 3,600,000 3,800,000 200,000 51630 AMUSEMENT TAX 5,260 51500 OTHER TAXES 36,918,976 36,382,000 37,617,700 1,235,700 52000 LICENSES, PERMITS & FEES 52005 LICENSES 52010 VEHICLE LICENSES 2,219,131 2,100,000 2,200,000 100,000 52015 BUSINESS LICENSES 82,099 90,000 90,000 52020 PET LICENSES 41,324 40,000 40,000 52025 BICYCLE LICENSES 5 50 (50) 52030 CONTRACTORS' LICENSES 75,375 90,000 80,000 (10,000) 52035 ROOMING HOUSE LICENSES 157,956 194,700 160,000 (34,700) 52040 LIQUOR LICENSES 305,332 275,000 290,000 15,000 84 -- 85 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52045 FARMERS' MARKET LICENSES 25,500 27,700 27,700 52055 LONG TERM CARE LICENSES 119,100 112,400 113,000 600 52065 CHILD RESIDENT CARE LICE 960 52005 LICENSES 3,026,782 2,929,850 3,000,700 70,850 52075 PERMITS 52080 BUILDING PERMITS 1,908,112 3,100,000 3,065,000 (35,000) 52085 PLAN REVIEW 3,202 10,000 10,000 52090 PLUMBING PERMITS 138,025 160,000 160,000 52095 ELECTRICAL PERMITS 166,985 175,000 175,000 52105 SIGNS AND AWNING PERMITS 12,449 10,000 10,000 52110 OTHER/MISC PERMITS 360,953 250,000 300,000 50,000 52115 ELEVATOR PERMITS 18,990 55,000 40,000 (15,000) 52120 HEATING VENT. A/C PERMIT 246,072 180,000 180,000 52125 COMMERCIAL DRIVE. PERMIT 120 700 700 52130 RESIDENTS ANNUAL PRKG PE 123,345 116,000 120,000 4,000 52131 VISITOR PARKING PERMITS 14,107 18,000 14,000 (4,000) 52135 FIRE SUPRESSION/ALARM PE 1,035 52075 PERMITS 2,991,325 4,074,700 4,074,700 52140 FEES 52145 ANNUAL SIGN FEES 31,534 35,000 32,000 (3,000) 52155 PLAT PR.&SIGN APP HRG FE 1,000 1,000 52170 ALARM PANEL FRANCHISE FE 10,800 14,400 14,000 (400) 52175 NU/CENTEL EASEMENT 47,000 40,000 40,000 52180 CABLE FRANCHISE FEE 603,122 660,000 660,000 52185 NICOR FRANCHISE FEE 66,046 50,000 60,000 10,000 52140 FEES 758,502 800,400 807,000 6,600 52000 LICENSES, PERMITS & FEES 6,776,610 7,804,950 7,882,400 77,450 52500 FINES AND FORFEITURES 52505 TICKET FINES-PARKING 3,146,566 3,640,000 3,790,000 150,000 52510 REGULAR FINES 287,212 185,000 250,000 65,000 52530 BOOT RELEASE FEE 114,250 121,500 115,000 (6,500) 52540 FIRE FALSE ALARM FINES 58,290 55,000 55,000 52545 POLICE FALSE ALARM FINES 100,510 85,000 90,000 5,000 52555 HOUSING CODE VIOL FINES 2,768 52560 PERMIT PENALTY FEES 23,980 5,000 25,000 20,000 85 -- 86 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52570 ADMIN ADJUDICATION 94,867 95,000 95,000 52605 LANDLORD/TENANT VIOL FINE 52610 LIBRARY FINES & FEES 170,662 169,000 172,000 3,000 52500 FINES AND FORFEITURES 3,999,106 4,355,500 4,592,000 236,500 53000 CHARGES FOR SERVICES 53005 HEALTH DEPT.- CHRGS FOR S 53010 BIRTH AND DEATH RECORDS 30 53020 TB NURSING SERVICES 12,000 12,000 12,000 53025 VD PROGRAM-SKOKIE 1,500 2,250 2,250 53040 CHILD HEALTH 1,700 1,700 53050 SANITATION CLASSES 10,815 10,000 5,000 (5,000) 53065 HOMELESS HEALTH CLINIC 132 53070 FAMILY PLANNING OUTREACH 709 53075 DENTAL CLINIC 75,973 68,000 68,000 53080 FLU & PNEUMONIA PROGRAM 8,115 23,500 23,500 53085 HEALTH CLINIC IMMUNIZATN 3,178 4,200 4,200 53090 HEALTH CL. SEX TRANS DIS 8,000 8,000 53095 HEALTH CLINIC-TB 3,203 3,500 3,500 53100 HEALTH CLINIC-LAB 8,182 16,200 12,000 (4,200) 53105 HEALTH CLINIC FOOD EST 155,394 150,000 150,000 53115 HEALTH CLINIC-SCHOOL PHY 1,510 2,300 2,000 (300) 53120 S.T.D. 7,735 6,000 6,000 53125 S.T.D-E 60 53135 DENTAL CHECK UP 8,450 9,000 9,000 53140 EMERGENCY DENTAL EXAM 155 100 100 53145 X-RAYS 35 53150 AMALGAM FILLING 345 900 400 (500) 53155 RESIN FILLING 4,210 4,000 4,500 500 53160 SEDATIVE FILLING 50 100 50 (50) 53165 EXTRACTION 255 100 100 53170 PULPOTOMY 985 800 800 53175 SEALANT OFFICE VISIT 869 700 700 53180 ADDITIONAL SEALANTS 35 100 100 53185 TEMPORARY LICENSE FEE 3,211 3,300 3,300 53190 FOOD DELIVERY VEHICLE 4,680 6,500 6,500 53195 SCAVENGER TRUCK 2,340 2,300 2,300 53200 BEV.SNACK VENDING MACHIN 38,501 22,000 22,000 86 -- 87 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53205 FOOD VENDING MACHINE 2,000 (2,000) 53210 TOBACCO LICENSE 13,408 15,000 13,000 (2,000) 53215 BIRTH CERTIFICATE 92,934 83,500 85,000 1,500 53220 DEATH CERTIFICATE-16.23 45,190 47,500 47,000 (500) 53225 DEATH CERTIFICATE - 16.O 10 53230 FUNERAL DIRECTOR LICENSE 6,960 53235 TEMP FUNERAL DIREC LICEN 6,359 53005 HEALTH DEPT.- CHRGS FOR S 517,457 499,550 493,000 (6,550) 53240 PARKING - CHRGS FOR SVCS 53560 RECREATION - CHRGS FOR SV 50 53565 RECREATION PROGRAM CHARG 3,727,244 4,084,500 4,244,200 159,700 53569 Rec unreconciled JDE int 3,545 53560 RECREATION - CHRGS FOR SV 3,730,839 4,084,500 4,244,200 159,700 53570 WATER, SEWER & RECYCLING 53605 RECYCLING SERVICE CHARGE 641,938 628,000 828,000 200,000 53610 RECYCLING SERV CHAR-PENA 11,534 53615 SANIT SPECIAL PICKUP FEE 67,163 50,000 50,000 53570 WATER, SEWER & RECYCLING 720,635 678,000 878,000 200,000 53620 OTHER CHRGS FOR SVCS 53635 WEIGHTS AND MEASURES EX 1,080 1,000 1,000 53640 SENIOR TAXI COUPON SALES 80,289 68,000 88,000 20,000 53650 STATE HIGHWAY MAINTENANC 133,109 90,000 130,000 40,000 53655 FIRE COST RECOVERY CHARG 1,266 5,000 5,000 53656 OTHER SERVICE CHARGES 2,110 4,000 (4,000) 53660 RECYCLING-MATERIAL SALES 515 53665 CONDO CONVERSION APP FEE 95,250 70,000 70,000 53675 AMBULANCE SERVICE 520,385 470,000 570,000 100,000 53680 TOWING CHARGES 9,555 53685 POLICE REPORT FEES 17,816 15,000 15,000 53690 WOOD RECYCLING 12,995 53695 ZONING FEES 56,791 40,000 40,000 53700 FIRE REPORT FEES 3,111 900 900 53705 FIRE BUILDING INSPECTION 300 8,000 8,000 53710 PASSPORT EXECUTION FEE 5,948 10,000 10,000 53715 ALARM PANEL SUB. FEE 33,895 100,000 100,000 87 -- 88 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53720 SKOKIE ANIMAL BOARD FEE 320 1,000 1,000 53725 BACKGR CHKS DAYCARE PROV 440 53735 CURB/SIDEWALK REPLACE FE 1,656 53741 INOCULATION FUNDING-RESI 384,800 (384,800) 53620 OTHER CHRGS FOR SVCS 956,840 1,267,700 1,038,900 (228,800) 53000 CHARGES FOR SERVICES 5,925,772 6,529,750 6,654,100 124,350 55000 INTERGOVERNMENTAL REVENUE 55005 COUNTY & LOCAL AID 55015 STATE AID 55025 FOR HEALTH DEPARTMENT 47,229 63,300 63,300 55030 INFANT IMMUNIZATION GRAN 2,500 55035 FAMILY CASE MANGMNT GRAN 112,063 123,800 124,600 800 55040 DENTAL SEALANT GRANT 2,819 4,200 2,800 (1,400) 55070 IMMUNIZATION INITIATIVE 2,900 2,900 55075 SUMMER FOOD INSPECTIONS 400 55080 KID CARE AGREEMENT 9,550 11,300 11,300 55085 IL TOBACCO FREE COMMUNIT 12,285 25,000 25,000 55090 TITLE XX FAMILY PLANNING 52,626 54,500 54,500 55100 ACCESS TO CARE 75 55105 HEARING AND VISION 100 6,400 8,000 1,600 55125 TEEN PREGNANCY PREV. GRN 69,397 56,600 30,600 (26,000) 55130 CHILDHOOD LEAD POISONING 1,305 4,000 2,000 (2,000) 55135 TEEN PARENT SERVICES PRO 34,236 30,000 35,000 5,000 55140 GENETIC EDUCATION GRANT 17,850 10,200 10,200 55141 VECTOR PREVENTION GRANT 5,000 55142 REACH LEARN GROW GRANT 400,000 111,000 (289,000) 55145 PROSTATE CANCER AWARNESS 7,028 55146 OTHER STATE GRANT 261,574 300,000 300,000 55150 TANNING PARLOR INSPECTIO 150 55155 FAMILY CASE MGMT REIMB 99,807 66,000 66,000 55160 VIOL. CRIME VIC. ASST GR 25,000 24,700 24,700 55161 ICJIA GRANT-COMMUNITY SE 15,000 (15,000) 55162 ICJIA GRANTS- VICTIM SER 60,000 60,000 55165 DISTRICT 65 DENTAL EDGRT 1,500 1,500 1,500 55170 FIRE DEPARTMENT TRAINING 2,456 600 600 55231 LEAD PAINT HAZARD GRANT 29,163 178,000 200,000 22,000 88 -- 89 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 55245 LIBRARY STATE PER CAPITA 92,762 92,700 92,700 55015 STATE AID 886,873 1,230,700 1,226,700 (4,000) 55250 FEDERAL AID 55251 FEDERAL GRANT / AID 3,965 55255 COMM AGING GRT-ADVOCATE 30,775 33,000 41,600 8,600 55265 FEMA 19,091 20,000 20,000 55270 POLICE TRAINING 8,000 8,000 55275 HUD EMERG SHELTER GRANTS 95,148 88,100 87,000 (1,100) 55285 LAW ENFORCEMENT BLOCK GR 90,325 44,400 56,000 11,600 55290 OTHER FEDERAL AID 42,439 14,100 14,700 600 55295 HEALTH DEPT.S.E.E.D.GRAN 319,609 55310 BIO-TERRORRISM GRANT 80,000 76,000 (4,000) 55250 FEDERAL AID 516,474 287,600 303,300 15,700 55000 INTERGOVERNMENTAL REVENUE 1,403,348 1,518,300 1,530,000 11,700 56000 OTHER REVENUE 56010 PROPERTY SALES AND RENTAL 53,605 102,900 102,900 56011 DONATIONS 60,000 60,000 56010 PROPERTY SALES AND RENTAL 53,605 102,900 162,900 60,000 56015 REVENUE FROM DAMAGE TO CI 56025 DAMAGE TO CITY SIGNAGE 335 5,000 5,000 56030 DAMAGE TO CITY TRAFFIC S 36,566 10,000 10,000 56031 DAMAGE TO STREET LIGHTS 2,083 56040 DAMAGE TO OTHER CITY PRO 6,505 50,000 50,000 56015 REVENUE FROM DAMAGE TO CI 45,489 50,000 65,000 15,000 56045 MISCELLANEOUS REVENUE 26,243 316,500 362,500 46,000 56046 TAXICAB CLASS REVENUE 4,135 3,000 3,000 56045 MISCELLANEOUS REVENUE 30,378 316,500 365,500 49,000 56047 RESERVES 571,900 571,900 56061 BOND PREMIUM 56070 OVER AND SHORT 56095 OVER AND SHORT - COLLECT 2,657 56101 DISCOUNTS TAKEN 240 89 -- 90 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 56070 OVER AND SHORT 2,417 56105 PAYMENT IN LIEU OF TAXES 26,553 27,000 27,000 56140 FEES AND MERCHANDISE SALE 786 56155 TRASH CART SALES 989 56175 PARKING PERMITS-RYAN FIEL 11,560 12,000 12,000 56180 MAYORS SUMMER YOUTH PROGR 1,253 56000 OTHER REVENUE 168,195 508,400 1,204,300 695,900 56500 INTEREST INCOME 56501 INTEREST INCOME 195,304 232,700 400,000 167,300 56585 UNREALIZED GAIN/LOSS 2,843 56500 INTEREST INCOME 192,461 232,700 400,000 167,300 57000 TRNSFR FROM OTHER FUNDS 57010 FROM FLEET SERVICES 123,200 127,000 171,500 44,500 57015 FROM MOTOR FUEL FUND 772,500 (772,500) 57020 FROM MOTOR FUEL FUND-S/M 750,000 772,500 772,500 57030 FROM COMM. DEVEL. FUND 976,962 908,300 909,500 1,200 57035 FROM HOME FUND 38,400 39,300 39,300 57040 FROM EMERGENCY TEL SYSTEM 140,200 170,000 179,000 9,000 57050 FROM ECON DEV FUND 365,900 376,900 400,000 23,100 57060 FROM HOUSING FUND 30,900 31,800 31,800 57065 FROM WASHINGTON NAT'L DS 133,900 137,900 144,800 6,900 57070 FROM HOW HARTREY DEBT SER 125,000 128,800 135,000 6,200 57075 FROM SW TIF DEBT SERVICE 20,600 21,200 23,000 1,800 57085 FROM DOWNTOWN TIF DEBT SV 300,000 309,000 325,000 16,000 57100 FROM CAPITAL IMP. FUND 257,500 265,200 300,000 34,800 57110 FROM SPECIAL ASSMT. FUND 30,900 31,800 31,800 57130 FROM PARKING FUND 959,900 688,900 711,500 22,600 57135 FROM WATER FUND 157,600 162,300 162,300 57140 FROM WATER FUND-ROI 2,457,600 2,531,300 2,531,300 57145 FROM WATER FUND-ADMIN. EX 1,080,600 1,113,000 1,202,400 89,400 57160 FROM MAPLE AVE GARAGE FND 39,500 40,700 43,000 2,300 57165 FROM SEWER FUND 614,700 633,100 543,600 (89,500) 57000 TRNSFR FROM OTHER FUNDS 8,603,362 8,489,000 8,657,300 168,300 57500 LIBRARY-OTHER REVENUE 57505 LIBRARY VIDEO RENTALS 57,612 63,000 58,000 (5,000) 90 -- 91 of 642 -- FISCAL YEAR - 2007 2006 GENERAL FUND REVENUES 2006 - 07 2005 - 06 2004 - 05 2006 vs. 2007 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 57510 NON-RESIDENT LIBRARY CARD 4,190 3,000 4,000 1,000 57515 LIBRARY MATERIAL REPLACEM 22,879 21,000 23,000 2,000 57520 LIBRARY MATERIAL RESERVES 6,610 5,600 6,500 900 57525 LIBRARY MISC. REVENUES 2,517 3,500 2,500 (1,000) 57530 LIBRARY RENTAL BOOKS 7,986 8,600 (8,600) 57535 LIBRARY COPY MACH. CHG 27,082 26,000 26,000 57540 LIBRARY MEETING RM RENTAL 7,400 9,000 9,000 57545 NORTH BRANCH RENTAL INC 26,100 27,000 (27,000) 57550 LIBRARY MULTIMEDIA COLLEC 1,954 2,000 2,000 57500 LIBRARY-OTHER REVENUE 164,329 168,700 131,000 (37,700) 58000 REAPPROPRIATION OF SURPLUS 50100 OPERATING REVENUES 79,790,737 82,714,300 85,784,800 3,070,500 50000 REVENUES 79,790,737 82,714,300 85,784,800 3,070,500 91 -- 92 of 642 -- City of Evanston City Council Three Year Fiscal History $291,000 $356,600 $270,213 $50,000 $125,000 $200,000 $275,000 $350,000 $425,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 0.42% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE City Council Full-time Regular Alderman (9 elected officials @ 0 FTE) 0.00 Full-time Regular Mayor 0.00 Full-time Regular Administrative Secretary 1.00 1300 Total 1.00 City Council Total 1.00 City Council 92 -- 93 of 642 -- City of Evanston City Council Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1300 - City Council 270,213 291,000 270,871 356,600 Total: $ 270,213 $ 291,000 $ 285,900 $ 356,600 Performance Report on FY 2005-2006 Major Program Objectives A moratorium on the issuance of building permits on Central Street between Bennett and Marcy was introduced and approved in March and renewed twice. This was done to allow the Plan Commission to discuss potential modifications to zoning in that area. The Zoning Ordinance was amended in B and D districts concerning building to the lot line. A Council member suggested Radio Evanston as a way to have better Citywide communications during emergencies, which was implemented when Radio Evanston 1650 on the AM dial was activiated. The City Council passed a resolution that recognized and commemorated the health care services provided by St. Francis hopsital to the Evanston community. The Council voted to raise the parking tax on all parking facilities of the City, raised parking meter rates, and voted approval of a security camera surveillance system in City buildings. The Weapons Ordinance was amended and updated by the City Council. A controversial issue in the community was the proposal to create an Elm Tree Injection Program to save public elm trees. The Council voted to enact a program in which all water utility customers would pay a portion of the cost of this program so that all elm trees above 10-inches in diameter would be innoculated. The ordinance was reconsidered, and Council voted to inject signature trees of 30-inch diameter or greater and significant trees by location. The City Council passed Bond Series 2005 in an amount not to exceed $32.5 million with $6.5 million for capital improvement projects, $3.5 million for water and sewer projects, $500,000 for the private portion of the 50% match on alleys, $14 million for the Sherman Avenue Garage, and $6.3 million for refunding of $8.5 million Series 1998 bonds. The Council passed an amendment to the Zoning Ordinance eliminating the Preservation Commission mandatory review and comment of developments on non-landmark properties in federal, but not local, historic districts. After a public hearing by the Joint Review Board on the West Side TIF, the Council adopted a Tax Increment Redevelopment Plan & Project, designating the project area and tax increment allocation financing for the project. The Council passed a resolution that urged the orderly and rapid withdrawal of United States troops from Iraq. The Council passed the West Evanston Neighborhood Plan on the recommendation of the Plan Commission 2006-2007 Department Initiatives 1. A strategic plan for the City will be adopted 2. Revitalization and redevelopment of downtown will continue 3. Land use and density issues will continue to be important to downtown and in neighborhoods 4. There will be continued review and consideration of inclusionary and affordable housing 5. Continued support to neighborhoods and business revitalization of Evanston's West Side 93 -- 94 of 642 -- 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 9 aldermen, one elected from each of the 9 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 2006-2007 Objectives • Continuation of the downtown revitalization and redevelopment program • To address land use and density issues, especially in established neighborhoods • Continued review of inclusionary and affordable housing issues • Continued support of neighborhood and business revitalization of the west side • Determination of the direction of removal, rebuilding, or replacement of the Civic Center Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of ordinances adopted 104 125 110 Number of resolutions adopted 78 60 75 Updated board, committee, commission rosters ongoing ongoing ongoing Approved Adjustments in 2006-2007 Budget 94 -- 95 of 642 -- CITY OF EVANSTON CITY COUNCIL 1300 2005 - 2006 2006 2007 - Appropriation Approved 1300 CITY COUNCIL 61010 REGULAR PAY 153,600 160,000 61110 OVERTIME PAY 300 300 61510 HEALTH INSURANCE 56,800 102,300 61615 LIFE INSURANCE 100 100 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 600 600 62280 OVERNIGHT MAIL CHARGES 200 200 62285 COURIER CHARGES 5,500 62290 TUITION 2,000 62295 TRAINING & TRAVEL 10,000 10,000 62315 POSTAGE 400 400 62360 MEMBERSHIP DUES 32,700 40,000 62370 EXPENSE ALLOWANCE 100 100 62380 COPY MACHINE CHARGES 2,000 2,000 62458 OUTSIDE COPY SERVICES 25,000 30,000 64505 TELECOMMUNICATIONS - CARRIER L 200 64510 TELECOMMUNICATIONS EQUIPMENT 200 64520 TELECOMMUNICATIONS - LOCAL 4,700 64540 TELECOMMUNICATIONS - WIRELESS 200 200 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65025 FOOD 3,200 65095 OFFICE SUPPLIES 1,200 1,000 1300 CITY COUNCIL 291,000 356,600 95 -- 96 of 642 -- City of Evanston City Clerk’s Office Three Year Fiscal History $196,000 $212,400 $202,872 $0 $50,000 $100,000 $150,000 $200,000 $250,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 0.25% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE City Clerk Full-time Regular City Clerk 0.00 Full-time Regular Clerk Typist III 1.00 Full-time Regular Deputy City Clerk 1.00 1400 Total 2.00 City Clerk Total 2.00 City Clerk 96 -- 97 of 642 -- City of Evanston City Clerk’s Office Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1400 – City Clerk’s Office 202,872 196,000 206,819 212,400 Total Expenditures: $ 202,872 $ 196,000 $ 206,819 $ 212,400 Revenues: 56045 - BOCA Codes 8,430 9,000 12,000 12,000 56045 - City Codes/Zoning Codes 1,300 2,200 1,000 1,000 56045 - Hunting/Fishing License Fees 63 60 60 60 56045 - Landlord/Tenant Ordinances 500 465 500 500 56045 - Maps 520 485 550 550 56045 - Miscellaneous 260 750 500 500 56045 - Model Lease Forms 1,270 1,200 1,400 1,400 53710 - Passport Execution 5,948 10,000 5,805 5,500 56045 - Photocopying 385 150 400 400 56045 - Planning/Preservation Booklets 244 300 250 250 Total Revenues: $ 18,920 $ 24,610 $ 22,465 $ 22,160 Notes for Financial Summary The cost of the BOCA codes has gone up because the new international codes, adopted by the City Council, are a combination of three codes which make the book much larger. Performance Report on FY 2005-2006 Major Program Objectives A new program of tracking FOIA requests/denials has been put into place with a data base. Four-dozen municipal-candidate and in-person absentee voting packets were provided for residents for the April 5 consolidated election. Conducted a canvas of election results and provided them to Cook County and the State of Illinois. 2006-2007 Department Initiatives 1. To provide support and backup to Cook County Department of Elections for early voiting, the March 21, 2006, primary election, and the November 7, general election 2. To coordinate a first-step program to bring the City Code up to date through a legal review of the current City Code with Sterling Codifiers 3. To continue enhancing the system for FOIA requests in order to have an accurate count of requests and denials 4. To begin logging in those to whom we render notary services; we are notarizing at least one document each work day 97 -- 98 of 642 -- 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. Services provided by the City Clerk's Office are: • Collecting the real estate transfer tax and issuing exemptions from the tax • Providing administrative and clerical services associated with appointed boards, committees, and commissions of the City • Issuing 90-day placards to disabled persons • Providing information services and tracking Freedom of Information requests to departments • Preparing and publishing the official municipal directory and annual calendar of meetings • Updating meeting changes on the web calendar • Maintaining the municipal library • Assisting citizens with information, directions, and referrals • Selling publications, including City maps, and distributing community information to new residents • Providing notary services to staff and citizens, where full-time office personnel are official passport acceptance agents for the U.S. Department of State • Performing ombudsman services to citizens • Receiving lawsuits in which the City is named • Signing all general obligation and revenue bonds, processing all surety bonds and international codes adopted by the City • Issuing Illinois hunting and fishing licenses and certifying residency for retirees FY 2006-2007 Objectives • Work with the Cook County Department of Elections in order to hold a fair and impartial primary election on March 21, and general election on November 7 • Initiate a program of legal review with Sterling Codifier as a first step in a process of updating the Evanston City Code • Continue to enhance the administration of FOIA requests for the City • Begin keeping a log of all notarizations in the City Clerk's Office Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Voters registered 1,173 450 600 Early voters 1,157 944 1000 Real estate transfer tax transactions 2,125 2,200 2,200 Exemptions from real estate transfer tax 832 850 850 Replacement recycling bins 367 920 0 Disabled parking placards 157 160 160 Yearly calendar of scheduled meetings distributed 75 75 75 Passport applications 216 225 225 FOIA requests 43 150 200 Approved Adjustments in 2006-2007 Budget 98 -- 99 of 642 -- CITY OF EVANSTON CITY CLERK 1400 2005 - 2006 2006 2007 - Appropriation Approved 1400 CITY CLERK 61010 REGULAR PAY 136,900 142,800 61055 TEMPORARY EMPLOYEES 5,900 5,000 61110 OVERTIME PAY 700 400 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 200 200 62210 PRINTING 900 200 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 900 900 62280 OVERNIGHT MAIL CHARGES 300 200 62295 TRAINING & TRAVEL 1,500 1,600 62315 POSTAGE 700 700 62360 MEMBERSHIP DUES 400 300 62380 COPY MACHINE CHARGES 2,000 2,000 62457 CODIFICATION SERVICES 10,000 13,300 62506 WORK-STUDY 1,200 62509 SERVICE AGREEMENTS / CONTRACTS 700 800 62645 MICROFILMING 600 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65080 MERCHANDISE FOR RESALE 10,000 12,000 65085 MINOR EQUIPMENT & TOOLS 100 65095 OFFICE SUPPLIES 1,000 1,000 65175 ELECTION SUPPLIES 100 100 1400 CITY CLERK 196,000 212,400 99 -- 100 of 642 -- City of Evanston City Manager’s Office Three Year Fiscal History $715,900 $781,000 $784,847 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 0.90% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Full-time Regular City Manager 1.00 Full-time Regular Assistant City Manager (split with 5300 & 7800) 0.70 Full-time Regular Assistant to the City Manager (split with 7800) 0.85 Full-time Regular Assistant to the City Manager 1.00 Full-time Regular Executive Assistant 1.00 Full-time Regular Administrative Secretary (split with 5300 & 7800) 0.70 1505 Total 5.25 Public Information Full-time Regular Community Information Coordinator 1.00 1510 Total 1.00 City Manager's Office Total 6.25 City Manager's Office 100 -- 101 of 642 -- City of Evanston City Manager’s Office Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1505 – City Manger’s Office 657,000 575,200 612,490 622,000 1510 – Public Information 114,276 124,100 115,822 139,100 1515 – Farmer’s Market 13,566 16,600 17,510 19,900 Total Expenditures: $784,842 $ 715,900 $745,822 $781,000 Revenues: 52045 - Seasonal Farmer’s Market Licenses 25,500 27,700 24,300 27,700 56045 - Film Permits 1,350 1,500 2,000 2,200 Total Revenues: $ 26,850 $ 29,200 $ 26,300 $ 29,900 Notes for Financial Summary The overage in the City Manager's Office is related to the contract for the new City Manager in 2005-2006. Outside copy services will cover the cost of agendas and miscellaneous items that are sent to FedEx Kinko's per the City's contract for copying. The average actual expenditures for copying have been split between Copy Machine Charges and Outside Copy Services. Funding for the Sister City program has historically been accounted for in the Other Charges line item. We have created a new line item for Sister City funding. The increase for printing in the Public Information budget will cover the cost of a new initiative to create new resident packets for distribution. The budget for Postage Chargebacks was partially shifted to Postage to reflect the actual cost of taking the quarterly Highlights to the Post Office for mailing rather than using our mail room. The Overtime Pay line item for the Farmer's Market coordinator was shifted from the CMO budget to the Farmer's Market budget. Performance Report on FY 2005-2006 Major Program Objectives CMO has initiated a process by which directors, working in teams, determine the topics to be presented at the monthly Managers’ Meetings. Topics have included diversity, hoarding behavior, FOIA compliance, personal identity protections, as well as training on the newly adopted Ethics Code. CMO has implemented a weekly report on the status of aldermanic requests and established standards for informing the departments of requests and making the departments accountable for responses. We have standardized the format of some agenda items and have provided examples to the departments. We have set firm deadlines for submitting agenda items to allow for more thorough review. Departments are abiding by the new deadline. We have discussed zoning, preservation, and inclusionary housing ordinances, as well as parking and liquor codes, and recommended changes to the appropriate Council committees. CMO has created an information packet with samples of required documents that can be distributed by request. Construction of Sherman Plaza project has begun and will be completed in 2006. The City Manager has met with Northwestern University officials on an occasional basis to discuss issues of mutual concern. 101 -- 102 of 642 -- City of Evanston City Manager’s Office The Civic Center Committee continues to meet for discussion of alternatives. 2006-2007 Department Initiatives 1. Oversee implementation of the City's Strategic Plan, including reviewing the role and structure of boards and comissions and developing a collaborative relationship with Northwestern University 2. Continue to lead Managers' Meetings, emphasizing professional development 3. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and police-service requests, providing updates to the aldermen 4. Refine and streamline the agenda process 5. Continue to work with the Legal Department and other departments as appropriate to review the various City codes and propose amendments and/or updates as necessary 6. Coordinate efforts to improve customer service throughout the organization 7. Oversee implementation of changes to the development review process 102 -- 103 of 642 -- 103 -- 104 of 642 -- 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. Reponsibilities 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 is also responsible for issuing a number of permits, including loudspeaker, film and raffle licenses, and responds to a wide variety of general inquiries. FY 2006-2007 Objectives • Oversee implementation of the City's Strategic Plan • Continue to lead Managers' Meetings, with an emphasis on professional development • 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 work with the Legal Department and other departments to review the various City codes and propose amendments and/or updates as necessary • Coordinate efforts to improve customer service throughout the organization Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of aldermanic, police-service, and citizen requests 1,349 853 1,000 Prepare agendas and materials for regular and special Council and A&PW meetings 50 52 52 Film permits 24 29 30 Sidewalk cafes 20 36 40 Raffle permits 30 51 55 Loudspeaker permits 36 57 60 Approved Adjustments in 2006-2007 Budget 104 -- 105 of 642 -- CITY OF EVANSTON CITY MANAGER 1505 2005 - 2006 2006 2007 - Appropriation Approved 1505 CITY MANAGER 61010 REGULAR PAY 502,000 518,200 61055 TEMPORARY EMPLOYEES 3,000 61510 HEALTH INSURANCE 41,700 48,800 61615 LIFE INSURANCE 1,400 1,400 61625 AUTO ALLOWANCE 7,400 7,400 62204 YOUTH SERVICES 25,000 62210 PRINTING 500 62235 OFFICE EQUIPMENT MAINT 500 62275 POSTAGE CHARGEBACKS 900 300 62280 OVERNIGHT MAIL CHARGES 100 62285 COURIER CHARGES 200 62295 TRAINING & TRAVEL 2,000 2,000 62360 MEMBERSHIP DUES 7,000 5,000 62380 COPY MACHINE CHARGES 3,000 3,000 62458 OUTSIDE COPY SERVICES 3,000 62605 OTHER CHARGES 5,000 65010 BOOKS, PUBLICATIONS, MAPS 300 600 65095 OFFICE SUPPLIES 1,000 1,000 65620 OFFICE MACH. & EQUIP. 500 66062 SISTER CITY FUNDING 5,000 1505 CITY MANAGER 575,200 622,000 105 -- 106 of 642 -- City of Evanston City Manager’s Office 1510 – Public Information Description of Major Activities The City Manager's Office of Public Information provides information to the community on a broad range of programs, services, issues, and policies through publication of the City Newsletter, the City website, and other media. The community information coordinator prepares press releases, creates brochures and other informational materials, and organizes educational efforts to better inform community members. The coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the coodinator plans and conducts public relations programs, activities, and special events designed to create, improve and maintain a favorable public image for the City. The coordinator works daily with the City's website to confirm 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 webdeveloper and programming staff to create appropriate webpages and interactive programs to improve community communications. The "City Beat" employee newsletter is produced monthly by this office to improve internal communications, educate employees on programs and policies, and increase morale. The community information coordinator manages operations of the City-owned radio station on a daily basis, in cooperation with Facilities Management staff. FY 2006-2007 Objectives • Continue work with Evanston Chamber of Commerce on a comprehensive relocation package for new members of our community • Create video production for Summer Youth Employment Program • Continue to make economic development information available on the website • Work to automate the distribution of minutes, agendas and announcements from committees, boards, and commissions using the website and listservers • Develop a communication plan that will direct the activities of the Public Information Office Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Highlights newsletter 4 4 4 CityBeat newsletter 12 10 12 Electronic newsletter and updates 35 35 35 Approved Adjustments in 2006-2007 Budget 106 -- 107 of 642 -- CITY OF EVANSTON PUBLIC INFORMATION 1510 2005 - 2006 2006 2007 - Appropriation Approved 1510 PUBLIC INFORMATION 61010 REGULAR PAY 71,000 73,800 61510 HEALTH INSURANCE 7,500 9,300 61615 LIFE INSURANCE 200 200 62210 PRINTING 18,000 23,000 62275 POSTAGE CHARGEBACKS 24,000 10,500 62295 TRAINING & TRAVEL 100 62315 POSTAGE 19,000 62360 MEMBERSHIP DUES 1,000 350 62380 COPY MACHINE CHARGES 1,500 750 62458 OUTSIDE COPY SERVICES 700 62506 WORK-STUDY 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 100 65095 OFFICE SUPPLIES 500 400 1510 PUBLIC INFORMATION 124,100 139,100 107 -- 108 of 642 -- City of Evanston City Manager’s Office 1515 – Farmers’ Market Description of Major Activities The City Manager's Office coordinates a Farmers' Market in downtown Evanston from the third Saturday in May through the first Saturday in November. Farmers from 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. Thirty to forty non-profits 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 visitors from all over. FY 2006-2007 Objectives • Continue to provide a pleasant environment for the Farmer's Market in downtown Evanston Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Seasonal stall rentals 34 35 35 Weekly stall rentals 1 0 2 Number of non-profit organizations per week 1 1 1 City department stalls per week 1 1 1 Annual Non-profit Day booths 35 40 40 Approved Adjustments in 2006-2007 Budget 108 -- 109 of 642 -- CITY OF EVANSTON FARMER'S MARKET 1515 2005 - 2006 2006 2007 - Appropriation Approved 1515 FARMER'S MARKET 61060 SEASONAL EMPLOYEES 10,000 11,200 61110 OVERTIME PAY 4,300 7,000 62205 ADVERTISING 600 700 62275 POSTAGE CHARGEBACKS 200 100 62375 RENTALS 1,500 800 65095 OFFICE SUPPLIES 100 1515 FARMER'S MARKET 16,600 19,900 109 -- 110 of 642 -- 110 -- 111 of 642 -- City of Evanston Office of Management and Budget Office of Management & Budget Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Budget Full-time Regular Director, Mgmt & Budget 1.00 Full-time Regular Mgmt & Budget Admin Assistant 1.00 Full-time Regular Management Analyst (3 @ 1 FTE)* 3.00 1605 Total 5.00 Information Systems Full-time Regular Director, Information Systems 1.00 Full-time Regular Database Administrator 1.00 Full-time Regular Assistant UNIX Administrator 1.00 Full-time Regular Programmer Analyst 1.00 Full-time Regular IS Trainer 1.00 Full-time Regular Network Administrator (2 @ 1 FTE) 2.00 Full-time Regular Operations Coord. Mgmt & Budg. 1.00 Full-time Regular Tech Support Specialist I (2 @ 1 FTE) 2.00 Full-time Regular Telecommunications Coordinator 1.00 Full-time Regular Web Developer 1.00 1615 Total 12.00 Geographic Information Systems Full-time Regular GIS Manager 1.00 Full-time Regular GIS Analyst 1.00 Full-time Regular Project Manager 1.00 1620 Total 3.00 Administrative Adjudication Full-time Regular Admin Adjudication Manager 1.00 Full-time Regular Administrative Aide (2 @ 1 FTE) 2.00 Part-time Regular Administrative Aide 0.80 1625 Total 3.80 Office of Management & Budget Total 23.80 Three Year Fiscal History $3,131,000 $3,447,000 $4,004,396 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 4.02% 111 -- 112 of 642 -- City of Evanston General Fund Contingency Three Year Fiscal History $7,195,300 $7,517,700 $2,320,278 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 8.76% 112 -- 113 of 642 -- City of Evanston Office of Management and Budget Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1605 – Budget Office 334,586 447,200 371,389 495,600 1610 – Contingency 4,320,278 7,195,300 8,028,294 7,517,700 1615 – Information Systems Mgmt. 1,130,816 1,943,000 1,817,348 2,179,500 1620 – GIS 202,101 332,100 275,323 355,900 1625 – Administrative Adjudication 336,893 408,700 308,195 416,000 Total Expenditures: $6,324,674 $10,326,300 $10,800,549 $10,964,700 Revenues: 51595 – Liquor Sales Tax 1,656,076 1,500,000 1,728,892 1,600,000 52040 – Liquor Licensing 305,332 275,000 411,063 290,000 52570 – Administrative Adjudication 94,867 95,000 111,661 95,000 Total Revenues: $2,056,275 $1,870,000 $2,251,616 $1,985,000 Notes for Financial Summary The Budget Office is underexpended in FY06 due to delayed hiring of two new management analysts - with only one being filled as of November 2005. In FY07, the remaining unfilled management analyst position will be transferred to the Finance Department. Increases in the contingency business unit are due to anticipated cost of living increases for salaries and an increase in pension contributions required to maintain solvency in the fund. The GIS Division and Administrative Adjudication Division both reflect underexpenditure due to vacancies that were filled toward the middle and end of FY 2006. Performance Report on FY 2005-2006 Major Program Objectives Budget: Staff continued their support of the JD Edwards implementation and participated in developing an integrated Budget User Entry system, added budget book enhancements, and continued to increase budgetary controls and monitoring utilizing the JD Edwards financial system. Also, staff worked with all divisions to collect performance measurement data as a participant in the Chicago area performance measurment consortium. The Division also worked with the Liquor Commission, members of the community, and Council to revise the Liquor Ordinance and increase penalties for liquor violations. Information Systems: Staff continued to facilitate the implementation of the JD Edwards financial system including user administration and report generation; continued upgrades to the telephone system and voice mail; continued tracking cellular and landline telephone costs; replaced personal computers not meeting minimum performance standards; continued deployment of Microsoft Windows and Windows XP; began implementation of a citywide IT strategic plan; improved usability of the city website by upgrading software interfaces, increasing online transaction capabilities and implementing a content management tool; completed installation of a new video camera surveillance system; and began migration of data center operations to Service Center and Police as well as began developing Server redundancy to improve reliability and disaster failover. GIS: Staff continued to assist city departments, elected officials, and residents with obtaining geographic data and added additional geographic layers to the City's GIS. Additionally, staff created a zoning focused web application for residents and city staff that assists in investigating zoning information and prepared and implemented a GIS data delivery specification that has been utilized in several public works, construction and other projects. 113 -- 114 of 642 -- City of Evanston Office of Management and Budget Administrative Adjudication: A new administrative law judge was hired with specific duties emphasizing the training of city departments in ticket writing and the hearing process - one training session has been completed with plans to hold regular sessions. Additionally an assessment of the division was completed resulting in the filling of the full time administrative adjudication manager position. Staff continued to work collaboratively with the departments that utilize adjudication services and provide a high level of customer service to community members who require services. 2006-2007 Department Initiatives • Continued research and support for implementation of backend systems and additional functionality of the JDEdwards financial system. • Conduct analysis of Administrative Adjudication outcomes and Law Judge performance evaluations to determine whether any changes should be made to the system. • Work with Parking Systems, the Collector's Office, Police Department, and Property Maintenance to decide what type of parking and adjudication software to use. • Complete the review of departmental Information Systems needs and move forward with the citywide technology plan. • Investigate the feasibility of converting to a two year budgetary cycle and develop an implementation plan. 114 -- 115 of 642 -- 115 -- 116 of 642 -- City of Evanston Office of Management and Budget 1605 – Budget Office Description of Major Activities The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures, developing program objectives, and producing the proposed and approved budgets. During the City Council's budget review, the Budget Office prepares memos and performs other analysis in response to Council questions. The Budget Office monitors departmental revenues and expenditures and performance of departments and divisions throughout the year. The Budget Office also supervises the operation of the Information Systems, Geographical Information Systems, and Administrative Adjudication divisions and provides staff support for the Emergency Telephone System Board and the Liquor Control Commission. Finally, this division completes special projects and studies as directed by the City Manager's Office. FY 2006-2007 Objectives • Investigate the feasibility of converting to a two year budget cycle and develop an implementation plan • Investigate the advantages and difficulties of altering the fiscal year to match the calendar year • Continue improvements to the online Budget Entry System (BES) Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Completion of the Proposed Budget December 31, 2004 December 31, 2005 December 31, 2006 Completion of the Approved Budget June 1, 2004 June 1, 2005 May 15, 2006 City Council Budget Memo’s Prepared 80 25 60 Approved Adjustments in 2006-2007 Budget 116 -- 117 of 642 -- CITY OF EVANSTON BUDGET 1605 2005 - 2006 2006 2007 - Appropriation Approved 1605 BUDGET 61010 REGULAR PAY 377,000 406,400 61510 HEALTH INSURANCE 47,700 46,500 61615 LIFE INSURANCE 800 600 61625 AUTO ALLOWANCE 1,800 1,800 62210 PRINTING 10,000 10,000 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 400 800 62360 MEMBERSHIP DUES 2,000 10,000 62380 COPY MACHINE CHARGES 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,500 1,500 65503 FURNITURE/ FIXTURES/ EQUIPMENT 12,000 65555 PERSONAL COMPUTER EQUIPMENT 3,000 3,000 1605 BUDGET 447,200 495,600 117 -- 118 of 642 -- City of Evanston Office of Management and Budget 1610 – Contingency Description of Major Activities The General Contingency element provides funds for purposes unanticipated at the time of budget adoption. For example, to fund unanticipated salary adjustments for City employees and for other purposes for which it is necessary to appropriate funds mid-year. In addition, over expenditures or over estimation of revenues within the General Fund are balanced through the use of funds in this program element. Approved Adjustments in 2006-2007 Budget 118 -- 119 of 642 -- CITY OF EVANSTON GENERAL CONTINGENCY 1610 2005 - 2006 2006 2007 - Appropriation Approved 1610 GENERAL CONTINGENCY 61010 REGULAR PAY 73,400 98,000 61510 HEALTH INSURANCE 100,000 61760 EMPLOYER'S SHARE - FICA 1,824,500 1,897,500 61765 PENSION CONTR-PART-IMRF 1,813,900 2,587,400 61810 NON FICA MEDICARE PAYMNTS 519,000 539,800 62180 STUDIES 60,000 100,000 62305 RENTAL OF AUTO-FLEET SER 100,000 62431 ARMORED CAR SERVICES 36,000 40,000 62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 50,000 66020 TRANSFERS TO OTHER FUNDS 1,900,000 1,900,000 66060 KEEP AMERICA BEAUTIFUL 5,000 5,000 66142 TRANSFER TO CIP-STREET REPAIR 413,500 66143 TRANS.TOCIP-STREET& ENGIN.SVCS 200,000 68205 CONTINGENCIES 200,000 200,000 1610 GENERAL CONTINGENCY 7,195,300 7,517,700 119 -- 120 of 642 -- City of Evanston Office of Management and Budget 1615 – Information Systems Description of Major Activities The Information Systems Division provides technology and services that fulfill the City's broad based information technology needs. Information Systems plans resource commitment and provides a stable direction for the future. Information Systems also keeps abreast of state-of-the-art developments in information technology. This division has co- responsibility for product purchases and development projects, which include initiation, management, and successful installation. Duties include the responsibility and authority for review, control, Help Desk support, and improvements in such as areas as: • Office automation – Text processing, interoffice and interpersonal communications systems, printing services, archival storage, filing systems, and image storage and processing. • Personal Computers and microprocessors – The proliferation of computers as well as portable and hand-held devices capable of independently processing data and interfacing with other systems. • Network and application servers – The acquisition and overall management of various server platforms. • Communications – Data communications, internal and external electronic mail, building to building wide area network, and the management problems of transmission of information. • Special-purpose systems – Computer-aided software engineering; expert systems as decision-making tools; cooperative work group systems; ticket and badge readers; and a host of other specialized systems or devices that must interface to the City’s information systems. • Telephony – Telephones, PBXs, cabling, call accounting, and voice mail. • Training – Providing a Citywide training function, which includes desktop productivity tools, answering help desk calls, support documentation, and managing a training facility. • Internet – WEB site hosting and WEB application deployment. • Help Desk – Providing city wide hardware and software computing assistance. • Other duties include: o Ensuring the security of all data o Computer and Information System Data Center operations o Designing and managing data communications and telecommunications networks o Development and control of electronic forms o Developing information processing policies and procedures o Conducting feasibility studies of new automated systems o Researching potential systems, methods, or equipment that could improve cost-effectiveness or enhance productivity o Developing and implementing office automation systems FY 2006-2007 Objectives • Create a long-term plan of strategies and goals that align Information Systems services with organizational strategies • Implement program development, packaged applications, and technology platforms that align to organizational strategies • Focus on improved customer service • Continue assisting in the deployment of the IRIS financial system • Replace Personal Computers that do not meet minimum performance requirements • Continue to consolidate and improve reliability of back office systems • Continue to migrate the data center operations from Civic center to Service Center and Police • Replace the Recreation Centers PBX/Phones with IP phones. Put all Recreation Centers on central voice mail system • Redesign internal customer Web Site 120 -- 121 of 642 -- City of Evanston Office of Management and Budget 1615 – Information Systems Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of users with logon privileges 850 915 925 Number of personal computers supported 466 525 535 Number of locations supported 15 15 15 WEB site average number of daily visitors 1244 1407 1450 WEB site annual unique visitors 253,093 272,358 285,000 Number of application and network servers supported 28 42 50 Number of Help Desk calls per year 2,928 2,201 2200 Average time to close a call 3.6 days 4.7 days 4.8 Percent of Help Desk calls resolved within one day 54 53 54 Percent of Help Desk calls resolved within two days 68 61 68 User Feedback - Problem Solved Satisfactory 97.1 96.44 97 User Feedback - Problem Solved Unsatisfactory 2.9 3.56 3 User Feedback - Response time to call - Very Fast 61.2 57.77 58 User Feedback - Response time to call – Fast 25.2 23.11 24 User Feedback - Response time to call – Average 11.4 16.88 16 User Feedback - Response time to call – Slow 1.6 1.33 1.3 User Feedback - Response time to call - Very Slow .6 .89 .8 Number of users trained in computer concepts and Word 83 103 90 Number of users trained in Excel 95 57 80 Number of users trained in other PC productivity tools 84 82 80 Number of users trained in E-mail/Outlook/Internet 19 63 50 Approved Adjustments in 2006-2007 Budget 121 -- 122 of 642 -- CITY OF EVANSTON INFORMATION SYSTEMS MGMT 1615 2005 - 2006 2006 2007 - Appropriation Approved 1615 INFORMATION SYSTEMS MGMT 61010 REGULAR PAY 823,500 903,000 61055 TEMPORARY EMPLOYEES 2,600 61510 HEALTH INSURANCE 82,600 111,600 61615 LIFE INSURANCE 1,400 1,400 62175 IS SERVICES 70,000 75,000 62250 COMPUTER EQUIPMENT MAINT 88,600 90,300 62295 TRAINING & TRAVEL 1,000 62305 RENTAL OF AUTO-FLEET SER 6,000 6,600 62336 JDE - LICENSE AND SUPPORT FEES 175,000 62340 COMPTER LICENSE & SUPP 100,200 330,000 62360 MEMBERSHIP DUES 2,600 1,400 62380 COPY MACHINE CHARGES 300 300 64505 TELECOMMUNICATIONS - CARRIER L 215,000 312,600 64510 TELECOMMUNICATIONS EQUIPMENT 32,600 22,500 64515 TELECOMMUNICATIONS EQUIPMENT M 8,200 7,500 64525 TELECOMMUNICATIONS - LONG DIST 23,700 5,500 64540 TELECOMMUNICATIONS - WIRELESS 12,600 12,800 64545 PERSONAL COMPUTER SOFTWARE 2,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,600 65095 OFFICE SUPPLIES 47,000 47,900 65605 PBX (LICENSE & SUPPORT FEES) 22,000 21,000 65615 WAN CONNECTIONS/LINE CHARGES 24,600 23,500 66020 TRANSFERS TO OTHER FUNDS 200,000 200,000 1615 INFORMATION SYSTEMS MGMT 1,943,000 2,179,500 122 -- 123 of 642 -- 123 -- 124 of 642 -- City of Evanston Office of Management and Budget 1620 – GIS Division Description of Major Activities A Geographic Information System (GIS) combines layers of information about an area to give us a better understanding of it. Evanston's GIS was created to offer a better way to organize, view and analyze Evanston features and events by combining layers of information. Data elements such as addresses, crimes, tax parcels, buildings, streets, water meters, parks, political boundaries, etc., can be incorporated into Evanston's GIS as a layer. Currently, Evanston's GIS is comprised of over 150 of layers of information which can be maintained, studied, and analyzed together in a visual context. Some examples of GIS layers: • 16,267 Tax Parcels • 26,913 Building Structures • 224 Miles of Streets and Alleys • Zoning Districts, Parks, Parking Lots, Beaches, Census data, Wards, 911 Response Plans, Street Sweeping Zones and Tree Trimming Cycles 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 able to make better decisions. FY 2006-2007 Objectives • Increase usage of web mapping applications by continually adding features • Eliminate barriers to GIS usage and integration by: providing automated exports of GIS data; improving usability of web mapping application; and publishing a data dictionary of available GIS data • Upgrade all server, desktop and web GIS software • Improve ability to report on GIS efforts by implementing map request tracking software Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Map requests 208 215 225 Permanent geographic layers created 18 28 20 GIS web mapping interactions per week 3,800 3,800 3,800 Geographic layers maintained 130 158 178 Approved Adjustments in 2006-2007 Budget 124 -- 125 of 642 -- CITY OF EVANSTON GEOGRAPHIC INFORMATION SYSTEMS 1620 2005 - 2006 2006 2007 - Appropriation Approved 1620 GEOGRAPHIC INFORMATION SYSTEMS 61010 REGULAR PAY 242,000 265,800 61055 TEMPORARY EMPLOYEES 12,400 61060 SEASONAL EMPLOYEES 10,600 61510 HEALTH INSURANCE 22,400 27,900 61615 LIFE INSURANCE 200 300 62175 IS SERVICES 10,000 62210 PRINTING 800 62235 OFFICE EQUIPMENT MAINT 300 62250 COMPUTER EQUIPMENT MAINT 3,000 62295 TRAINING & TRAVEL 500 600 62340 COMPTER LICENSE & SUPP 22,500 23,000 62360 MEMBERSHIP DUES 500 400 62380 COPY MACHINE CHARGES 1,100 62500 TECHNICAL INFORMATION SERVICES 15,000 15,000 64545 PERSONAL COMPUTER SOFTWARE 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 500 300 65085 MINOR EQUIPMENT & TOOLS 500 65095 OFFICE SUPPLIES 1,000 1,400 1620 GEOGRAPHIC INFORMATION SYSTEMS 332,100 355,900 125 -- 126 of 642 -- City of Evanston Office of Management and Budget 1625 – Administrative Adjudication Description of Major Activities The Administrative Adjudication office conducts adjudicatory hearings for all City Code violations, with the exception of those involving incarceration and moving traffic violations. A City-managed hearings program was developed and has been proven to achieve the following outcomes: • Provide a forum where charges of code violations can be resolved in an impartial and efficient manner • Increase revenue by eliminating court costs previously paid to the county • Increase the field work time of police, fire, parking enforcement, 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 FY 2006-2007 Objectives • Establish quarterly training for police, fire, property maintenance, and health divisions responsible for issuing compliance tickets • Improve ease of readibility and comprehension for online ticket submissions • Perform evaluations of all administrative law judges Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of parking summons issued 67,960 56,800 59,600 Number of parking tickets adjudicated 49,340 41,640 42,400 Percentage paid prior to hearing (parking) 30% 27% 30% Percentage paid after hearing (parking) 36% 29% 40% Number of property citations adjudicated 135 330 465 Number of police cases adjudicated 1,230 1,500 2,730 Other cases adjudicated (fire, health, parks) 40 50 90 Percentage of code cases paid 31% 30% 45% Approved Adjustments in 2006-2007 Budget 126 -- 127 of 642 -- CITY OF EVANSTON ADMINISTRATIVE ADJUDICATION 1625 2005 - 2006 2006 2007 - Appropriation Approved 1625 ADMINISTRATIVE ADJUDICATION 61010 REGULAR PAY 140,000 156,700 61050 PERMANENT PART-TIME 23,000 21,000 61055 TEMPORARY EMPLOYEES 4,000 2,100 61110 OVERTIME PAY 500 300 61510 HEALTH INSURANCE 22,000 27,900 61615 LIFE INSURANCE 300 300 62210 PRINTING 500 500 62235 OFFICE EQUIPMENT MAINT 500 62275 POSTAGE CHARGEBACKS 30,000 30,000 62295 TRAINING & TRAVEL 400 400 62315 POSTAGE 25,000 23,000 62380 COPY MACHINE CHARGES 1,000 2,000 62456 OUTSIDE MAIL SERVICES 3,500 3,000 62500 TECHNICAL INFORMATION SERVICES 15,000 12,500 62506 WORK-STUDY 500 62509 SERVICE AGREEMENTS / CONTRACTS 125,000 120,000 65010 BOOKS, PUBLICATIONS, MAPS 500 1,000 65045 LICENSING/REGULATORY SUPP 10,000 8,000 65085 MINOR EQUIPMENT & TOOLS 1,500 800 65095 OFFICE SUPPLIES 6,000 6,000 1625 ADMINISTRATIVE ADJUDICATION 408,700 416,000 127 -- 128 of 642 -- City of Evanston Legal Three Year Fiscal History $690,600 $714,600 $579,788 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 0.83% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Legal Full-time Regular First Asst Corp Counsel 1.00 Full-time Regular Asst Corporation Counsel (2 @ 1 FTE) 2.00 Full-time Regular Staff Attorney 1.00 Full-time Regular Staff Attorney II 1.00 Full-time Regular Exec Secretary (to Dept. Head) (2 @ 1 FTE) 2.00 1705 Total 7.00 Legal Total 7.00 Legal 128 -- 129 of 642 -- City of Evanston Legal Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1705 – Legal Administration 579,788 690,600 639,686 714,600 Total Expenditures: $ 579,788 $ 690,600 $ 639,686 $ 714,600 Revenues: 56015 – Damage to City Property 45,489 50,000 40,774 50,000 Total Revenues: $ 45,489 $ 50,000 $ 40,774 $ 50,000 Notes for Financial Summary Actual personnel expenditures for FY 05-06 were below budget expectations. This shortfall in expenditures is a result of a vacancy in the staff attorney II position. As a result of reorganization and anticipated hiring, the Law Department will be fully staffed for FY 06-07. Performance Report on FY 2005-2006 Major Program Objectives The Truck Overweight Enforcement program was not implemented during FY 05-06 as further investigation and study demonstrated that the existing enforcement procedures were satisfactory. In our efforts to coordinate all zoning matters with the Zoning Division and Community Development department, the Law Department has dedicated an assistant corporation counsel to work exclusively on community development matters. This senior attorney attends meetings of the Preservation Commission, Zoning Board of Appeals, and the Plan Commission on an as-needed basis, and meets regularly--daily or weekly--with department heads and the director of Community Development. The Law Department continues to work with the Purchasing Division to simplify, coordinate, and streamline the purchasing process. 2006-2007 Department Initiatives 1. To draft ordinance, rules and regulations and quarantine policy 2. To draft major amendments to Liquor Code 3. To establish standards to help provide direction and consistency for City departments when certificates of insurance are being required 4. To reduce the inventory of lawsuits and open cases 5. To work closely with City departments and agencies to identify areas of potential liability and to develop procedures to minimize future litigation 129 -- 130 of 642 -- 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 sdministration 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 2006-2007 Objectives • Update the City Code to reflect current legislation with operations of the City • Update the Zoning Code in conjunction with the Community Development department • Implement workable rules of proceeding for the Zoning Board of Appeals and the Plan Commission (consistent with the requirements of the Klaeren decision) Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Ordinance cases prosecuted (animal, aggressive panhandling, curfew, disorderly conduct) 550 350 300 Traffic prosecution cases 7,500 3,600 4,000 Ordinances written and/or reviewed 160 202 200 Resolutions written and/or reviewed 120 104 125 Opinions written 36 60 65 Administrative adjudication (including appeals) 80 90 85 Truck Safety Prosecutions (including overweight) 0 0 0 Approved Adjustments in 2006-2007 Budget 130 -- 131 of 642 -- CITY OF EVANSTON LEGAL ADMINISTRATION 1705 2005 - 2006 2006 2007 - Appropriation Approved 1705 LEGAL ADMINISTRATION 61010 REGULAR PAY 541,100 573,900 61510 HEALTH INSURANCE 54,600 65,100 61615 LIFE INSURANCE 1,300 1,300 61625 AUTO ALLOWANCE 1,800 1,800 62130 LEGAL SERVICES - GENERAL 65,000 45,000 62275 POSTAGE CHARGEBACKS 400 400 62295 TRAINING & TRAVEL 1,000 1,000 62345 COURT COST/LITIGATION 10,000 7,500 62360 MEMBERSHIP DUES 1,400 2,000 62380 COPY MACHINE CHARGES 1,800 4,000 64540 TELECOMMUNICATIONS - WIRELESS 3,000 2,500 65010 BOOKS, PUBLICATIONS, MAPS 8,000 8,600 65095 OFFICE SUPPLIES 1,200 1,500 1705 LEGAL ADMINISTRATION 690,600 714,600 131 -- 132 of 642 -- City of Evanston Human Resources Three Year Fiscal History $1,234,000 $1,361,900 $1,311,345 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 $1,100,000 $1,200,000 $1,300,000 $1,400,000 $1,500,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 1.59% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Human Resources Full-time Regular Director, Human Resources 1.00 Full-time Regular Asst Director, Human Resources 1.00 Full-time Regular Human Resources Specialist (4 @ 1 FTE)* 4.00 Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00 1805 Total 8.00 Human Resources Total 8.00 Human Resources 132 -- 133 of 642 -- City of Evanston Human Resources Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1805 –HR General Support 1,311,345 1,234,000 1,444,158 1,361,900 Total Expenditures: $ 1,311,345 $ 1,234,000 $ 1,444,158 $ 1,361,900 Notes for Financial Summary This budget includes a new Human Resources Trainer/Coordinator position. Performance Report on FY 2005-2006 Major Program Objectives During FY04-05, 68 full-time positions were filled. To date, 41 full-time positions have been filled, with projections to fill 75 by the end of the fiscal year. Due to enhancements in the IRIS HR/Payroll computer system we have been able to track part-time and seasonal positions and determined that 150 part-time and 450 seasonal positions were filled. Three police officer testing cycles have been conducted, with one additional cycle scheduled during this fiscal year; the testing cycle for Firefighter/Paramedic is in process. Promotional examinations for fire captain, shift chief, and police sergeant have been completed this fiscal year. Human Resources staff continue to solidify and enhance properties of the HR/Payroll system; more information is available for analysis and evaluation, and quality control procedures are in place. Procedures for processing seasonal employees, both at the hiring stage and and at the end of the employment season, were developed and implemented for more efficiency. Human Resources staff developed and conducted training for all City employees on the amended Ethics Ordinance and rules for City employees. The first Public Service Week celebration of our employees was very successful. Three contract interpretation arbitrations with AFSCME were resolved in the City's favor, with two additional arbitrations scheduled during the remainder of the fiscal year. 2006-2007 Department Initiatives 1. When completed, the City's strategic plan will have human resources implications in terms of organizational structuring to meet the goals and objectives; identifying needs and delivering the necessary training; monitoring performance, employee communications, and labor/management efforts 2. Several operating departments have ongoing studies of service delivery processes and planning, which will also require Human Resources involvement and recommendations adopted for improvement, such as restructuring jobs to more accurately describe the duties and responsibilities and meeting service delivery demands 3. The second AFSCME contract with the enlarged bargaining unit will require supervisory and management training in order to fully implement a new contract 4. Further enhancements of the IRIS HR/Payroll system in the areas of recruitment and competency will be undertaken in order to provide improved management information and analysis, leading to better strategic planning 133 -- 134 of 642 -- City of Evanston Human Resources 1805 – Human Resources Description of Major Activities 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. The department of 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. FY 2006-2007 Objectives • By September 1, 2006, fully implement recruitment module on IRIS system in order to a) enhance communication with applicants; b) track length of time to fill vacancies; and c) track turnover by position, department, and reason • Complete Personnel Manual update by June 30, 2006 • Beginning July 1, 2006, conduct analysis of benefit package(s) to determine feasibiity of restructuring elements for a) attracting and retaining qualified employees, and b) to have the most cost effective utilization of resources • Following adoption of the City's strategic plan, develop Human Resources operational plans, goals, and objectives in order to implement relevant portions of the strategic plan Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Civil Service Commission meetings 24 24 24 Labor contract negotiated 2 3 1 Training programs 20 12 24 Positions filled - full-time 68 75 85 Positions filled - part-time/seasonal 150/450 150/450 Approved Adjustments in 2006-2007 Budget 134 -- 135 of 642 -- CITY OF EVANSTON HUMAN RESOURCES GEN SUPPORT 1805 2005 - 2006 2006 2007 - Appropriation Approved 1805 HUMAN RESOURCES GEN SUPPORT 61010 REGULAR PAY 521,600 605,200 61060 SEASONAL EMPLOYEES 3,600 61510 HEALTH INSURANCE 52,500 74,400 61615 LIFE INSURANCE 800 900 61625 AUTO ALLOWANCE 2,400 4,800 62130 LEGAL SERVICES - GENERAL 500 500 62160 EMPLOYMENT TESTING SERVICES 75,000 75,000 62205 ADVERTISING 65,000 65,000 62235 OFFICE EQUIPMENT MAINT 100 100 62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000 62274 TEST ADMINISTRATION 65,000 50,000 62290 TUITION 130,000 100,000 62295 TRAINING & TRAVEL 800 800 62310 CITY WIDE TRAINING 150,000 150,000 62345 COURT COST/LITIGATION 500 500 62360 MEMBERSHIP DUES 1,700 2,500 62380 COPY MACHINE CHARGES 5,800 5,800 62506 WORK-STUDY 1,000 62630 UNEMP. COMP. & ADMIN. FEE 90,000 150,000 65010 BOOKS, PUBLICATIONS, MAPS 2,000 1,500 65095 OFFICE SUPPLIES 5,300 5,300 65125 OTHER COMMODITIES 20,000 20,000 1805 HUMAN RESOURCES GEN SUPPORT 1,234,000 1,361,900 135 -- 136 of 642 -- City of Evanston Finance Three Year Fiscal History $1,762,600 $1,768,500 $2,083,773 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 $2,200,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 2.06% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE General Support Full-time Regular Director, Finance 1.00 Full-time Regular Assistant Finance Director* 0.00 Full-time Regular Management Analyst* 1.00 1905 Total 2.00 Revenue Full-time Regular Revenue Manager 1.00 Full-time Regular License and Measure Inspector 1.00 Full-time Regular Finance Operations Coordinator 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Clerk II (4 @ 1 FTE) 4.00 Full-time Regular Switchboard Operator (2 @ 1 FTE)* 2.00 1910 Total 10.00 Payroll Full-time Regular Payroll Manager 1.00 Full-time Regular Payroll Coordinator 1.00 Full-time Regular Clerk III 1.00 1915 Total 3.00 Accounting Full-time Regular Accounting Manager 1.00 Full-time Regular Senior Accountant (2 @ 1 FTE) 2.00 Full-time Regular Investment Analyst 1.00 Full-time Regular TIF Accounting Analyst* 0.00 Full-time Regular Bookkeeper 1.00 1920 Total 5.00 Purchasing/AP/MWEBE Full-time Regular Dir, Purchasing & Contracts 1.00 Full-time Regular Accounts Payable Coordinator 1.00 Full-time Regular M/W/EBE Program Coordinator 1.00 Full-time Regular Accounts Payable Clerk 1.00 Full-time Regular Finance Admin Assistant 1.00 Part-time Regular Clerk I 0.50 1925 Total 5.50 Finance Total 25.50 Finance 136 -- 137 of 642 -- City of Evanston Finance Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 1905 – Finance General Support 458,340 290,900 297,196 216,100 1910 – Revenue Division 541,478 531,400 582,158 536,300 1915 – Payroll 230,220 217,900 225,383 233,100 1920 – Accounting 508,413 438,600 503,707 438,800 1925 – Purchasing/AP/MWEBE 345,321 283,800 265,342 344,200 Total Expenditures: $ 2,083,772 $ 1,762,600 $ 1,873,786 $ 1,768,500 Notes for Financial Summary The General Support Division reflects a decrease due to the elimination of the Assistant Finance Director position and replacement with a vacant Management Analyst position formerly budgeted in the Budget Office. The Revenue Division includes the inclusion of mail room operations in the FY 2006-2007 approved budget. The expenditures budgeted for mail room operations are partially offset by a services billed out line item supported by postage that is charged back to the departments that use the mail room. The new duties being assumed by Finance were transferred from Facilities Management. Performance Report on FY 2005-2006 Major Program Objectives The CAFR (Comprehensive Annual Financial Report) was completed by August 31, 2005. A Finance Department operations manual has been completed. The Accounts Receivable Module implementation was delayed due to the need to implement the new Oracle upgrade 2006-2007 Department Initiatives 1. Complete the annual CAFR 2. Stabilize the financial software with documentation and manuals 137 -- 138 of 642 -- 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, and budgetary support. Direction and coordination are also provided for the following four divisions: • Accounting • Collections • Purchasing and Accounts Payable • Payroll The department is also responsible for 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 2006-2007 Objectives • Issue 2006 bonds • Develop financial policies for the City • Implement new investment program from GFOA • Complete payroll disaster recovery system Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Percent of available cash invested 99 99 99 Bond issuances 1 1 1 Quarterly financial management reports 3 4 4 Quarterly investment reports 0 4 4 Approved Adjustments in 2006-2007 Budget 138 -- 139 of 642 -- CITY OF EVANSTON FINANCE GENERAL SUPPORT 1905 2005 - 2006 2006 2007 - Appropriation Approved 1905 FINANCE GENERAL SUPPORT 61010 REGULAR PAY 250,100 181,400 61060 SEASONAL EMPLOYEES 7,000 7,300 61510 HEALTH INSURANCE 23,000 18,600 61615 LIFE INSURANCE 600 600 61625 AUTO ALLOWANCE 1,800 1,800 62275 POSTAGE CHARGEBACKS 800 800 62295 TRAINING & TRAVEL 300 300 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 1,400 1,400 64545 PERSONAL COMPUTER SOFTWARE 2,000 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65095 OFFICE SUPPLIES 2,000 2,000 1905 FINANCE GENERAL SUPPORT 290,900 216,100 139 -- 140 of 642 -- 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. FY 2006-2007 Objectives • Implement cashiering system • Continue program of in-source processing of vehicle stickers • Finalize implementation of parking ticket and vehicle sticker payments via the City web Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Water bills processed total 85,500 85,550 85,550 Avg # of delinquent accts/shut off cycle 400 400 400 Actual # of accts sched./shut-off cycle 60 60 60 Amount outstanding past due for shut off 75,000 75,000 75,000 Internet water billing payments processed 7,000 8,000 8,500 Number of citation payments processed 125,000 125,000 125,000 Internet parking-citation payments processed 3,000 8,000 9,000 Number of vehicle stickers issued 40,000 40,000 40,000 Number of business licenses processed 2,500 2,500 2,500 Number of animal licenses issued 2,700 2,700 2,700 Cigarette stamps issued 1.5 Million 1.5 MIllion 1.5 Million Daily deposits prepared 260 260 260 Subsidized taxi coupons sold 38,000 45,000 55,000 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 50 50 A/R invoices processed manually 6,000 6,000 6,000 # Inv/Checks sent to collection agency 1,000 400 400 Approved Adjustments in 2006-2007 Budget 140 -- 141 of 642 -- CITY OF EVANSTON REVENUE DIVISION 1910 2005 - 2006 2006 2007 - Appropriation Approved 1910 REVENUE DIVISION 61010 REGULAR PAY 342,600 449,300 61055 TEMPORARY EMPLOYEES 5,200 61060 SEASONAL EMPLOYEES 5,000 7,800 61110 OVERTIME PAY 9,000 15,000 61510 HEALTH INSURANCE 51,900 93,000 61615 LIFE INSURANCE 500 600 61630 SHOE ALLOWANCE 100 200 62205 ADVERTISING 200 200 62235 OFFICE EQUIPMENT MAINT 300 300 62245 OTHER EQMT MAINTENANCE 2,500 62273 LIEN FILING FEES 6,000 6,000 62275 POSTAGE CHARGEBACKS 31,000 20,000 62295 TRAINING & TRAVEL 800 1,000 62305 RENTAL OF AUTO-FLEET SER 5,100 5,600 62315 POSTAGE 15,000 15,000 62360 MEMBERSHIP DUES 800 800 62375 RENTALS 700 62380 COPY MACHINE CHARGES 3,600 7,600 62655 LEASE PAYMENTS 3,000 64545 PERSONAL COMPUTER SOFTWARE 4,000 4,000 65045 LICENSING/REGULATORY SUPP 50,000 40,000 65095 OFFICE SUPPLIES 5,500 7,500 65620 OFFICE MACH. & EQUIP. 1,000 66125 SERVICES BILLED OUT 150,000- 1910 REVENUE DIVISION 531,400 536,300 141 -- 142 of 642 -- City of Evanston Finance Department 1915 – Payroll Division Description of Major Activities The Payroll Division is responsible for the ongoing, bi-weekly payroll for more than 1,100 permanent, part-time, and temporary City employees. During the summer, payroll increases by more than 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, 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 2006-2007 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 and external customers • Continue to develop and assist in implementing a disaster recovery plan for the Payroll Division Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Regular checks issued 33,000 33,500 33,500 Manual checks issued 160 170 180 Approved Adjustments in 2006-2007 Budget 142 -- 143 of 642 -- CITY OF EVANSTON PAYROLL 1915 2005 - 2006 2006 2007 - Appropriation Approved 1915 PAYROLL 61010 REGULAR PAY 189,700 199,500 61110 OVERTIME PAY 2,500 2,500 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 400 400 62275 POSTAGE CHARGEBACKS 100 100 62295 TRAINING & TRAVEL 500 500 62360 MEMBERSHIP DUES 500 500 62380 COPY MACHINE CHARGES 400 300 65010 BOOKS, PUBLICATIONS, MAPS 500 600 65095 OFFICE SUPPLIES 800 800 1915 PAYROLL 217,900 233,100 143 -- 144 of 642 -- 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). 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 annual statements of the Police and Firefighter pension funds' to be filed with the Illinois Department of Insurance. FY 2006-2007 Objectives • Expand knowledge of financial system upgrade and crystal reports associated with software by June 2006 • Implement system of automated bank statements into City's investments software program by August 2006 • Implement new investment policy for the City by April 2006 • Utilize DisclosureUSA.org for required filings with repositories by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Preparation of final fund trial balance for annual independent audit 07/30/04 07/30/05 07/30/06 Preparation of schedule of federal financial assistance for the Single Audit Act of 1984 09/15/04 09/15/05 09/15/06 Preparation of Police and Fire Pension fund filings with Illinois Department of Insurance 08/31/04 08/29/05 08/29/06 File for Certificate of Achievement for Excellence in financial reporting with Government Finance Officers Association 08/31/04 08/31/05 08/31/06 Approved Adjustments in 2006-2007 Budget 144 -- 145 of 642 -- CITY OF EVANSTON ACCOUNTING 1920 2005 - 2006 2006 2007 - Appropriation Approved 1920 ACCOUNTING 61010 REGULAR PAY 326,400 316,800 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 37,500 46,500 61615 LIFE INSURANCE 600 500 62110 AUDITING 62,000 63,000 62205 ADVERTISING 2,000 2,000 62275 POSTAGE CHARGEBACKS 600 700 62280 OVERNIGHT MAIL CHARGES 200 300 62295 TRAINING & TRAVEL 700 700 62360 MEMBERSHIP DUES 1,200 1,200 62380 COPY MACHINE CHARGES 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 500 400 65095 OFFICE SUPPLIES 2,500 2,300 1920 ACCOUNTING 438,600 438,800 145 -- 146 of 642 -- City of Evanston Finance Department 1925 – Purchasing Division Description of Major Activities The Purchasing and Accounts Payable program element places purchase orders and contracts to obtain the equipment, materials, and services required by the City. The purchasing element also administers the accounts payable function by reviewing and processing all bills and accounts payable checks for payment. The Purchasing Director manages the contract solicitation process, works with other governmental jurisdictions for joint purchasing, and assures conformance with all legal bidding requirements. The director 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 2006-2007 Objectives • Compete implementation to EnterpriseOne 8.11 upgrade • Incorporate change in bidding strucutre to accommodate the new CIP schedule and facilitate more off-season bidding • Continue to complete master file of all City contracts Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Purchase orders issued 1,575 2,025 2,025 Bid items purchased 250 250 250 Term agreements issued 35 35 35 Vouchers/invoices processed 17,000 18,950 18,950 M/W/BE solicited 1,200 1,325 1,325 Advisory Committee meetings 10 10 10 Project site visits 28 28 28 Pre-bid meetings 28 35 35 Approved Adjustments in 2006-2007 Budget 146 -- 147 of 642 -- CITY OF EVANSTON PURCHASING & ACCOUNTS PAYABLE 1925 2005 - 2006 2006 2007 - Appropriation Approved 1925 PURCHASING & ACCOUNTS PAYABLE 61010 REGULAR PAY 257,100 299,400 61050 PERMANENT PART-TIME 15,000 21,000 61510 HEALTH INSURANCE 34,400 46,500 61615 LIFE INSURANCE 600 600 62205 ADVERTISING 500 500 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 17,000 17,000 62275 POSTAGE CHARGEBACKS 6,400 6,400 62295 TRAINING & TRAVEL 400 400 62360 MEMBERSHIP DUES 1,500 1,500 62380 COPY MACHINE CHARGES 6,800 6,800 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65095 OFFICE SUPPLIES 13,600 13,600 66125 SERVICES BILLED OUT 96,000- 96,000- 68305 DEBT SERVICE 25,200 25,200 1925 PURCHASING & ACCOUNTS PAYABLE 283,800 344,200 147 -- 148 of 642 -- City of Evanston Facilities Management Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE FM General Support Full-time Regular Dir, Facilities Management (Split with 2025) 0.67 Full-time Regular Assistant Director of Fac Mgmt 1.00 Full-time Regular Exec Secretary (to Dept. Head) (Split with 2025) 0.67 2005 Total 2.34 Construction & Repair Full-time Regular ADA/CIP Project Manager 1.00 Full-time Regular Construction Manager 1.00 Full-time Regular Facilities Mgmt Supervisor 1.00 Full-time Regular Facilities Maint. Worker II (2 @ 1 FTE) 2.00 Full-time Regular Facilities Maint. Worker III (11 @ 1 FTE) 11.00 2010 Total 16.00 Custodial Maintenance Full-time Regular Fac Maint Worker/Custodian I (2 @ 1 FTE) 2.00 Part-time Regular Security Monitor 0.10 2020 Total 2.10 Emergency Management Full-time Regular Dir, Facilities Management (Split with 2005) 0.33 Full-time Regular Exec Secretary (to Dept. Head) (Split with 2005) 0.33 2025 Total 0.66 Facilities Management Total 21.10 Facilities Management Three Year Fiscal History $2,438,900 $2,519,300 $2,417,697 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 2.94% 148 -- 149 of 642 -- City of Evanston Facilities Management Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2005 – FM General Support 292,280 253,200 291,034 259,100 2010 – Construction and Repair 1,337,489 1,367,600 1,408,319 1,484,600 2015 – Mail and Information Services 129,488 100,000 39,721 0 2020 – Custodial Maintenance 297,439 295,400 291,874 337,400 2025 – Emergency Management 45,801 81,900 39,252 97,900 2030 – Cable Communications 315,199 340,800 340,631 340,300 Total Expenditures: $ 2,417,696 $ 2,438,900 $ 2,410,831 $ 2,519,300 Revenues: 55265 – Illinois Emergency Mgmt. Agency 19,091 20,000 17,330 20,000 56010 – Property Sales and Rental 53,605 102,900 68,950 102,900 52180 – Cable Franchise Fee 603,122 660,000 657,546 660,000 Total Revenues: $ 675,818 $ 782,900 $ 743,826 $ 782,900 Notes for Financial Summary • Costs for building materials continue to rise at a rate higher than normal inflation would indicate. • Additional funds were needed to cover the cost of the increased activity in the Emergency Management business unit. • Funding for contracted painting as well as materials that will no longer be covered in the CIP is included. • The Mail and Information Services function and associated budget has been moved to the Collectors Office, a division of the Finance Department. Performance Report on FY 2005-2006 Major Program Objectives Staff has begun the implementation of the BUILDER software, using the Levy and Fleetwood-Jourdain Centers as initial test beds. Room scheduling software has been purchased, is in final Beta test and will be in use in April, 2006. In coordination with our furniture vendor, a web page for selecting and purchasing approved items has been created and is in use. An architect for Fire Station #5 has been selected and the schematic design phase is in progress. Construction is to begin in the fall. Project supervision of the Sherman Plaza Garage continues with a planned Temporary Certificate of Occupancy scheduled for April 28, 2006. The roofs at Fleetwood, Chandler, and Service centers, delayed by winter weather, are near completion. Some shelving has been installed in the Civic Center attic as optimization of the attic storage area continues. National Incident Management System (NIMS) components have been added to the most recent state-approved Evanston Emergency Operations plan. Employee training requirements in NIMS has been developed and training directives and deadlines have been issued. Two Community Emergency Response Teams (CERT) have been trained, with two additional ones scheduled for training; one this spring and another in the fall. A Medical Response Corps (MRC) initiative has been started. Staff continues to work with the Civic Center Committee in finding resolution to the future of the Civic Center; which has been designated a National Historic Landmark. An extraordinary amount of staff time was spent in responding to citizen input on the condition of the Civic Center. 2006-2007 Department Initiatives 1. The use of the BUILDER software, as indicated in the Strategic Plan, will provide a much needed tool in the ability to forecast building expenditures over time and permit focused use of funds to extend the life of the City’s facilities. 2. The NIMS training program has begun and training opportunities will be made available for all employees that need to complete the coursework. 3. Work with the City Managers office on the implementation of the City’s Strategic Plan, specifically as it pertains to facilities and emergency services. 4. Homeland Security and Emergency Management activities that will improve the City’s response to natural and man-made crises will continue to be a priority. 149 -- 150 of 642 -- City of Evanston Facilities Management Department 2005 – Facilities Management General Support 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. FY 2006-2007 Objectives • To add 5 more buildings into the BUILDER software, providing better long range planning on City facilities, by February 2007 • To ensure proper completion of the Sherman Plaza Garage, continue with coordination efforts until the completion of final punch lists by June 2006 • To better understand the true costs of operating a facility and implement systems to track performance measurements listed by ICMA by June 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Civic Center repair costs per sq. ft. N/A 1.29 1.30 Average number of sick days used per employee 9 6 7 Total workdays lost due to work related injury 2 25 1 Buildings in BUILDER software N/A 2 12 Annual gas usage in the Civic Center in therms/sq ft N/A 0.45 0.45 Approved Adjustments in 2006-2007 Budget 150 -- 151 of 642 -- CITY OF EVANSTON FACILITIES MNGMT GEN SUPT 2005 2005 - 2006 2006 2007 - Appropriation Approved 2005 FACILITIES MNGMT GEN SUPT 61010 REGULAR PAY 203,800 198,200 61055 TEMPORARY EMPLOYEES 4,000 4,100 61510 HEALTH INSURANCE 17,700 21,800 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 1,200 61630 SHOE ALLOWANCE 300 300 62235 OFFICE EQUIPMENT MAINT 100 500 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 8,400 9,200 62360 MEMBERSHIP DUES 700 1,200 62376 2603 SHERIDAN RENTALS EXPENSE 6,000 4,000 62380 COPY MACHINE CHARGES 1,000 1,000 62509 SERVICE AGREEMENTS / CONTRACTS 900 64540 TELECOMMUNICATIONS - WIRELESS 8,000 13,200 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 2,000 2,000 2005 FACILITIES MNGMT GEN SUPT 253,200 259,100 151 -- 152 of 642 -- City of Evanston Facilities Management Department 2010 – 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, the police station and outpost, 5 fire stations, fire headquarters, 9 park shelters, 7 beach shelters, 7 recreation centers, Noyes 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, 3 parking facilities, 15 bus shelters, and many drinking fountains and water supply outlets in the parks. The total footage exceeds 1,900,000 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 construction of barricades, movement of materials, and repairs to furniture. FY 2006-2007 Objectives • To provide for necessary power for the Data Center and critical fleet operations, oversee the installation of an emergency generator at the Service Center by January 2007 • To manage and coordinate construction, oversee the renovation of Greenwood, Clark, and Lee Street Beach buildings by June 2006 • Provide design, construction services and enlist the work of outside sub-contractor for ADA-related renovations at Bent Park by December 2006 • To manage and coordinate construction, oversee roof, siding, and fascia installation at Baker Park by December 2006 • To improve the operation of the Animal Shelter, provide assistance to the Police and CARE organizations for a new building addition and oversee replacement of all doors by April 2006 • To create a functional, attractive and environmentally sound Fire Station, oversee the process of pre-design, design and contract documents and bidding, and start construction of Fire Station #5 by September 2006 • To manage and coordinate construction, continue to oversee the design-build project of replacement and/or installation of HVAC and sprinkler system at Service Center by May 2006 • Enabling the improvement of operations by coordinating and overseeing renovation of the 2nd floor of the Police Station by January 2007 • To create a better customer response environment, achieve a 10% reduction in the number of open work orders by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Manhours related to work orders 16,000 16,000 18,000 Work orders completed 2,300 2,400 2,600 Total construction budget oversight $1,000,000 $47,000,000 $15,000,000 Safety/training meetings 24 0 0 Approved Adjustments in 2006-2007 Budget 152 -- 153 of 642 -- CITY OF EVANSTON CONSTRUCTION AND REPAIR 2010 2005 - 2006 2006 2007 - Appropriation Approved 2010 CONSTRUCTION AND REPAIR 61010 REGULAR PAY 932,100 1,020,900 61062 SPECIAL EVENT SALARIES 15,000 15,600 61110 OVERTIME PAY 15,000 15,000 61510 HEALTH INSURANCE 121,900 148,800 61615 LIFE INSURANCE 1,300 1,600 61630 SHOE ALLOWANCE 2,200 2,200 62135 ARCHITECTURAL SERVICES 1,000 1,000 62225 BLDG MAINTENANCE SERVICES 90,000 78,800 62245 OTHER EQMT MAINTENANCE 5,000 10,000 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 80,900 88,300 62355 LAUNDRY/OTHER CLEANING 500 500 62360 MEMBERSHIP DUES 500 500 62375 RENTALS 400 400 62509 SERVICE AGREEMENTS / CONTRACTS 37,900 34,100 65015 CHEMICALS 3,000 3,000 65020 CLOTHING 400 400 65050 BLDG MAINTENANCE MATERIAL 40,000 43,000 65055 MATER. TO MAINT. IMP. 4,000 4,000 65070 OFFICE/OTHER EQT MTN MATL 8,000 8,000 65085 MINOR EQUIPMENT & TOOLS 4,000 4,000 65090 SAFETY EQUIPMENT 3,000 3,000 2010 CONSTRUCTION AND REPAIR 1,367,600 1,484,600 153 -- 154 of 642 -- City of Evanston Facilities Management Department 2020 – Custodial Maintenance Description of Major Activities Staff associated with this business unit receive and distribute 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 provides janitorial services during normal business hours, monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Staff from this business unit gathers and stages pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office on an as needed basis. FY 2006-2007 Objectives • To provide for customer convenience in room scheduling, fully implement the new meeting-room manager software EMS by May 2006 • In order to provide better use of limited space, organize the attic by installing an additional 30 feet of metal shelving by March 2006 • Provide for customer comfort and a controlled temperature environment; install a new cooling tower at the Civic Center for the 2006 cooling season • To ensure customer satisfaction with the Civic Center cleaning service, implement a quarterly custodial survey to measure the contractor’s performance as viewed by the residents of the Civic Center by April 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Cooling system preparation May 15, 2004 May 15, 2005 May 15, 2006 Heating system preparation September 1, 2004 October 25, 2005 October 1, 2006 Deliveries received 2,000 2,500 2,500 Room set-ups 1,750 1,850 1,900 Pounds of office paper recycled 80,000 80,350 80,500 Approved Adjustments in 2006-2007 Budget 154 -- 155 of 642 -- CITY OF EVANSTON CUSTODIAL MAINTENANCE 2020 2005 - 2006 2006 2007 - Appropriation Approved 2020 CUSTODIAL MAINTENANCE 61010 REGULAR PAY 92,700 96,900 61050 PERMANENT PART-TIME 5,000 5,500 61110 OVERTIME PAY 5,000 5,000 61410 SHIFT DIFFERENTIAL 800 800 61510 HEALTH INSURANCE 15,200 18,600 61615 LIFE INSURANCE 100 100 61630 SHOE ALLOWANCE 300 300 62225 BLDG MAINTENANCE SERVICES 70,000 75,200 62245 OTHER EQMT MAINTENANCE 15,000 15,000 62295 TRAINING & TRAVEL 200 200 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62785 FIRE SAFETY EDUCATION 500 500 64005 ELECTRICITY 13,000 15,600 64015 NATURAL GAS 45,000 71,100 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 2020 CUSTODIAL MAINTENANCE 295,400 337,400 155 -- 156 of 642 -- City of Evanston Facilities Management Department 2025 – Emergency Management Description of Major Activities The Evanston Emergency Management Agency is a state-accredited organization responsible for the coordination of all City departments to respond to emergency situations created by natural or man-made disasters, hazardous material incidents, nuclear accidents, or terrorist acts. Training of employees in the National Incident Management System (NIMS) as required by Federal mandate is coordinated and tracked by this business unit. An emergency operations plan is maintained and regularly updated and approved by the State, to provide guidance and instruction in times of disaster. A current resource list is maintained so that materials needed during an emergency can be identified and made readily available. Community Emergency Response Teams (CERTS) are trained and available for activation in time of local emergency. The Director of Facilities Management is responsible for managing this program, with an Evanston firefighter acting as the assistant coordinator. FY 2006-2007 Objectives • To better activate and manage assets during a crisis, conduct several tabletop exercises in order to increase departmental and City awareness of Homeland Security issues and the Emergency Operations plan by September 2006 • To create a realistic training environment, conduct a full-scale exercise to test the ability of the non-public safety departments by October 2007 • Create a well staffed volunteer group; train 2 additional Community Emergency Response Teams by January 2007 • Expand our ability to respond to crises in the medical arena, begin a Medical Reserve Corps program and have fully trained members by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Planning sessions 6 10 15 Submit objectives statement to State 4 4 4 Disaster exercises/incident responses 5 6 5 Federal funding submission August 2004 August 2005 August 2006 Quarterly reports to the State 4 4 4 Approved Adjustments in 2006-2007 Budget 156 -- 157 of 642 -- CITY OF EVANSTON EMERG. SER., & DISASTER AGENCY 2025 2005 - 2006 2006 2007 - Appropriation Approved 2025 EMERG. SER., & DISASTER AGENCY 61010 REGULAR PAY 63,100 58,100 61065 SPECIAL PROJECT EMPLOYEES 10,000 26,900 61510 HEALTH INSURANCE 5,000 6,100 61615 LIFE INSURANCE 100 100 62245 OTHER EQMT MAINTENANCE 500 500 62295 TRAINING & TRAVEL 300 300 62360 MEMBERSHIP DUES 200 300 62375 RENTALS 200 200 64005 ELECTRICITY 200 200 64540 TELECOMMUNICATIONS - WIRELESS 2,900 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65085 MINOR EQUIPMENT & TOOLS 400 400 65095 OFFICE SUPPLIES 400 400 65125 OTHER COMMODITIES 100 100 65620 OFFICE MACH. & EQUIP. 1,000 1,000 2025 EMERG. SER., & DISASTER AGENCY 81,900 97,900 157 -- 158 of 642 -- City of Evanston Facilities Management Department 2030 – Cable Communications Description of Major Activities Staff 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 2006-2007 Objectives • To provide for on-line access, investigate and install, if funding is available, equipment to broadcast live, real- time video of City Council meetings on the Internet by September 2006 • To allow Evanston residents to have the latest in video, data and telephone services, track any new products that may become available and provide an environment of equitable service throughout the community Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Consumer cable complaints monitored per month 30 30 25 Cablecast meetings broadcast per year 45 45 45 Videotape copies of public meetings 10 15 10 Approved Adjustments in 2006-2007 Budget 158 -- 159 of 642 -- CITY OF EVANSTON CABLE OPERATIONS 2030 2005 - 2006 2006 2007 - Appropriation Approved 2030 CABLE OPERATIONS 62245 OTHER EQMT MAINTENANCE 600 600 62360 MEMBERSHIP DUES 700 400 62665 CONTRIB TO OTHER AGENCIES 338,000 338,000 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65070 OFFICE/OTHER EQT MTN MATL 200 65095 OFFICE SUPPLIES 200 200 65105 PHOTO/DRAFTING SUPPLIE 500 500 2030 CABLE OPERATIONS 340,800 340,300 159 -- 160 of 642 -- City of Evanston Community Development Three Year Fiscal History $2,853,700 $2,957,000 $2,927,543 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 3.45% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE CD Administration Full-time Regular Director, Comm Development 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 2101 Total 2.00 Planning & Support Services Full-time Regular Assistant Director, Planning 1.00 Full-time Regular Senior Planner 1.00 Full-time Regular Planner 1.00 Full-time Regular Housing Planner 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 2105 Total 5.00 Zoning Analysis & Support Full-time Regular Assistant Director, Zoning 1.00 Full-time Regular Secretary II 1.00 Full-time Regular Zoning Officer (2 @ 1 FTE) 2.00 Full-time Regular Zoning Planner 1.00 2110 Total 5.00 Housing Code Compliance Full-time Regular Property Maint Supv Inspector 1.00 Full-time Regular Property Maint Inspector I (5 @ 1 FTE) 5.00 Full-time Regular Clerk II 1.00 Full-time Regular Secretary II 1.00 2115 Total 8.00 Housing Rehabilitation Full-time Regular Asst Director, Rehabilitation 1.00 Full-time Regular Construc Rehabilitation Spec 1.00 Full-time Regular Secretary II 1.00 2120 Total 3.00 Community Development 160 -- 161 of 642 -- City of Evanston Community Development Employee Status Description Job Type Description 2006-2007 Position FTE Building Code Compliance Full-time Regular Assistant Director, Building 1.00 Full-time Regular Assistant Permit Coordinator 1.00 Full-time Regular Coord 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 Plan Reviewer (2 @ 1 FTE) 2.00 Full-time Regular Plumbing Inspector 1.00 Full-time Regular Plumbing/Mechanical Inspector 1.00 Full-time Regular Sign Inspector/Graffiti Tech 1.00 Full-time Regular Struct Inspec/Plan Examiner 1.00 Full-time Regular Structural Inspector 1.00 2125 Total 13.00 Community Development Total 36.00 161 -- 162 of 642 -- City of Evanston Community Development Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2101 – CD Administration 237,720 202,700 238,939 216,600 2105 – Planning & Support Srvc. 389,503 408,300 382,120 419,500 2110 – Zoning Analysis & Support 413,771 391,400 431,810 395,200 2115 – Housing Code Compliance 532,572 556,700 533,790 561,900 2120 – Housing Rehabilitation 239,505 229,300 218,405 244,300 2125 – Building Code Compliance 1,114,474 1,065,300 1,097,549 1,119,500 Total Expenditures: $ 2,927,545 $ 2,853,700 $ 2,902,613 $ 2,957,000 Revenues: 52080 – Building Permits 1,908,112 3,100,000 3,973,861 3,065,000 52120 – Heating Vent. A/C Permits 246,072 180,000 330,420 180,000 53665 – Condo Conversion App. Fees 95,250 70,000 80,101 70,000 52030 – Contractor Licenses 75,400 90,000 85,690 80,000 52125 – Commercial Driveway Permits 120 700 22,161 700 52095 – Electrical Permits 166,985 175,000 210,450 175,000 52115 – Elevator Permits 18,990 55,000 48,270 40,000 52110 – Other/Miscellaneous Permits 360,953 250,000 347,380 300,000 52560 – Permit Penalty Fees 23,980 5,000 69,573 25,000 52155 – Plat Approval Fees 0 1,000 0 1,000 52090 – Plumbing Permits 138,025 160,000 204,177 160,000 52035 – Rooming House Licenses 157,956 194,700 169,048 160,000 52105 – Sign Awning Permits 12,449 10,000 9,306 10,000 52145 – Annual Sign Fees 31,534 35,000 36,765 32,000 53695 – Zoning Fees 56,791 40,000 59,352 40,000 Total Revenues: $ 3,292,617 $ 4,366,400 $ 5,646,554 $ 4,338,700 Notes for Financial Summary The Building Permit Fee Revenue was revised during the budget process to reflect an increase in the fee for projects totaling over one million dollars. Performance Report on FY 2005-2006 Major Program Objectives The director has worked closely with the Law Department and with the ZBA and Plan Commission to implement the Klaeren rules for public hearings. The feasiblity study for the West Evanston TIF has been completed, and the public hearing before the City Council has been held. The Council is currently considering the Tax Increment Redevelopment Plan & Project for the West Evanston TIF and the West Evanston Neighbohood Plan. The Five Year Consolidated Plan was drafted and approved by the City Council. Downtown Visioning is complete, and the Plan Commission has committed to revising the Downtown Plan. The redevelopment of Main Street commons is complete, with the exception of two outlet parcels. Planned developments approved by the City Council were the condominium development at 1228 Emerson, the redevelopment of commercial space at 1603 Orrington, and the redevelopment of the Three Crowns Retirement Campus. Property Standard's inspection staff continued the program of downtown alley inspections and expanded the program from summer to year round. The staff also began weekly inspections of all Type II restaurants to insure compliance with their City Council approved litter plans. The Housing Rehabilitation guidelines were amended by increasing the amount of funding for single-family loans from $30,000 to $50,000 as well as the funding for rental units from $7,500 to $20,000. The City Council adopted the 162 -- 163 of 642 -- City of Evanston Community Development Department 2003 International Building Code, 2003 International Residential Code, and other related trade codes. Inspections staff and plan reviewers have been trained in the new codes, which have been implemented. All permits were issued for the Sherman Plaza development, and inspections are ongoing. The 900 Chicago Avenue mixed-use development, containing 77 units, will be seeking occupancy permits by the end of September. 2006-2007 Department Initiatives 1. To implement changes to the development process as recommended by the development consultant and approved by the City Council and City Manager 2. A planning consultant will be retained to propose amendments to the Zoning Ordinance and zoning map 3. To work with a new zoning administrator, orienting him/her to the Evanston zoning environment, will be at the top of the director's priority list 4. We anticipate the Plan Commission will complete revisions to the existing Downtown Plan 5. Staff will work with the City Manager and Council on implementing the goals and objectives of the West Evanston TIF by initiating three development projects, including residential development, mixed-use development, and industrial expansion or relocation 6. To complete the Central Street Corridor study by June, 2006; staff will begin implementation of the design guidlelines currently being drafted 7. Property Standard's inspectors will continue enforcement of the newly adopted 2003 International Property Maintenance Code 8. Existing programs of downtown alley inspections and litter control enforcement issues at Type II restaurants will continue to be a priority 9. Building inspection staff will continue the task of insuring all new construction, meeting the newly adopted 2003 International Codes; a new requirement in the code is for all existing buildings converted into condominiums must have an automatic sprinkler system 10. In Housing Rehabilitation, the maximun loan amounts on single-family homes are expected to be increased from $30,000 to $50,000; we will be able to help homeowners seeking assistance to greatly increase the amount of rehabilitation and value to their homes 163 -- 164 of 642 -- 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 2006-2007 Objectives • The director will work closely with the development consultant, the City Manager, and affected department heads and staff to implement proposed changes to the development process approved by the City Council and City Manager • The director and staff will assist and make recommendations to the zoning consultant on proposed amendments to the Zoning Ordinance and zoning map Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Coordination & completion of Planning & Development committee packets 28 25 25 Completion of the Planning & Development committee minutes 28 25 25 Approved Adjustments in 2006-2007 Budget 164 -- 165 of 642 -- CITY OF EVANSTON COMMUNITY DEVELOPMENT ADMIN 2101 2005 - 2006 2006 2007 - Appropriation Approved 2101 COMMUNITY DEVELOPMENT ADMIN 61010 REGULAR PAY 172,000 178,700 61110 OVERTIME PAY 3,500 6,000 61510 HEALTH INSURANCE 15,000 18,600 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 4,800 4,800 61630 SHOE ALLOWANCE 200 200 62210 PRINTING 500 500 62235 OFFICE EQUIPMENT MAINT 500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 1,400 3,000 62645 MICROFILMING 2,000 2,000 64540 TELECOMMUNICATIONS - WIRELESS 500 500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,000 1,000 2101 COMMUNITY DEVELOPMENT ADMIN 202,700 216,600 165 -- 166 of 642 -- 166 -- 167 of 642 -- City of Evanston Community Development Department 2105 – Planning Division • Implement the Southeast Evanston Neighborhood Plan, including the goals and objectives of the Howard Street TIF District • Implement a new brownfields revitalization strategy focusing on distressed properties in need of state and federal resources for remediation. A special emphasis will be given to CDBG target areas, Tax Increment Financing districts, and property that has been vacant or under-utilized for more than two years • Evaluate the success of the first two years of the electric franchise extension with ComEd and develop criteria for a possible longer-term franchise when the current extension expires in July 2007 • Complete the Central Street Corridor Planning Study by June 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Economic Development Committee 11 11 14 Plan Commission & committees 18 18 16 Negotiating Team/Energy Commission 15 11 12 Housing Commission & committees 12 12 12 Preservation Commission 15 14 16 Joint Review Board 4 5 5 Approved Adjustments in 2006-2007 Budget 167 -- 168 of 642 -- City of Evanston Community Development Department 2105 – Planning Division Description of Major Activities The Planning Division is responsible for staffing the areas of housing, economic development, historic preservation, neighborhood planning, comprehensive long-term planning, CDBG administration and implementation, and electrical energy planning and reliability. Programmatic activities operated by this division include: • 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 2006-2007 Objectives • Implement goals and objectives of West Evanston TIF measured by the initiation of a minimum of three development projects, which will include residential development, mixed-use development, and industrial expansion or relocation • To invest federal HOME resources to generate a minimum of 30 new or rehabilitated affordable units • Implement housing goals of the West Evanston Plan with a special emphasis on rehabilitation of existing detached single-family housing, new housing construction and initiatives designed to help existing owners remain in their homes • The completion of revisions to the Downtown Plan with the Plan Commission • An evaluation of the implementation of the Preservation Ordinance during its first ten years, including the development and implementation of recommendations • Implementation of the Chicago Avenue Streetscape plan, including securing funding for 50% completion • Implement design review guidelines, including green building guidelines • Evaluate the effectiveness of the condominium conversion regulatory process with recommendations • Unify the planned development review process by the Plan Commission and the Preservation Commission through combined hearings and deliberations 168 -- 169 of 642 -- CITY OF EVANSTON PLANNING & SUPPORT SRVS 2105 2005 - 2006 2006 2007 - Appropriation Approved 2105 PLANNING & SUPPORT SRVS 61010 REGULAR PAY 333,500 322,800 61110 OVERTIME PAY 6,500 14,000 61510 HEALTH INSURANCE 37,500 46,500 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 400 400 61630 SHOE ALLOWANCE 300 500 62136 REDEVELOPMENT CONSULTING SVCS 11,000 6,000 62185 OTHER CONSULTING SERVICES 2,500 10,000 62205 ADVERTISING 200 800 62210 PRINTING 2,500 2,000 62215 PHOTOGRAPHERS/BLUEPRINTS 300 500 62275 POSTAGE CHARGEBACKS 1,500 1,500 62280 OVERNIGHT MAIL CHARGES 100 100 62285 COURIER CHARGES 2,000 4,000 62295 TRAINING & TRAVEL 700 1,500 62315 POSTAGE 300 62360 MEMBERSHIP DUES 900 900 62380 COPY MACHINE CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 600 500 2105 PLANNING & SUPPORT SRVS 408,300 419,500 169 -- 170 of 642 -- City of Evanston Community Development Department 2110 – Zoning Analysis & Support Service Description of Major Activities The Zoning Division is responsible for enforcement of the Zoning Ordinance. The division continuously monitors the requirements of the ordinance to keep current with changes in development, maintain conformance with the City's land-use regulations, and keep pace with the City's ongoing planning efforts. The services provided by this division are: • Review building permit applications and other development permit applications for conformance with the Zoning Ordinance • Process and make determinations on applications for minor and fence variances • Process and schedule hearing requests for appeals, major variances and special uses before the Zoning Board of Appeals • Process and schedule hearing requests for planned developments, unique uses, and map and text amendments before the Plan Commission • Process and schedule development permit review by the Site Plan and Appearance Review Committee • Route zoning-related legislation through the City Council • Staff the Plan Commission for zoning-related matters, the Zoning Board of Appeals, and Zoning Committee of the Plan Commission • Respond to zoning-related inquiries from staff, elected officials, the business community and the general public • Enforce the Zoning Ordinance through notice and citation of violations • Disseminate zoning information, including general public notification of hearings • Solicit community input in the progressive modification of the Zoning Ordinance FY 2006-2007 Objectives • To work closely with the director to implement any changes to the development process recommended by the development consultant and approved by the City Manager and City Council by February 2007 • Staff will assist and make recommendations to the zoning consultant, who will be conducting a comprehensive study of the Zoning Ordinance and zoning map, for the purpose of recommending amendments to the Zoning Ordinance Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Zoning analyses 1,642 1,800 1,900 Zoning complaints 11 15 20 Site Plan & Appearance Review cases 282 300 300 Zoning Board of Appeals cases 58 65 60 Zoning Administrator Decision cases 102 120 110 Plan Commission cases 13 15 15 Sidewalk cafes approved 30 38 38 Plats for Council approval 10 5 5 Approved Adjustments in 2006-2007 Budget 170 -- 171 of 642 -- CITY OF EVANSTON ZONING ANALYSIS & SUPPORT 2110 2005 - 2006 2006 2007 - Appropriation Approved 2110 ZONING ANALYSIS & SUPPORT 61010 REGULAR PAY 324,200 316,500 61110 OVERTIME PAY 4,000 4,000 61510 HEALTH INSURANCE 37,500 46,500 61615 LIFE INSURANCE 500 500 61630 SHOE ALLOWANCE 500 500 62205 ADVERTISING 1,000 1,000 62210 PRINTING 100 200 62235 OFFICE EQUIPMENT MAINT 100 100 62271 COURT REPORTING SERVICES 6,000 8,000 62275 POSTAGE CHARGEBACKS 4,600 4,600 62295 TRAINING & TRAVEL 500 500 62305 RENTAL OF AUTO-FLEET SER 4,700 5,100 62335 DATA PROCESSING SERVIC 500 62360 MEMBERSHIP DUES 200 200 62380 COPY MACHINE CHARGES 4,500 4,500 62645 MICROFILMING 500 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,500 1,500 65105 PHOTO/DRAFTING SUPPLIE 200 200 2110 ZONING ANALYSIS & SUPPORT 391,400 395,200 171 -- 172 of 642 -- City of Evanston Community Development Department 2115 – Housing Code Compliance Description of Major Activities This element provides for the ongoing, systematic area inspections of non-owner-occupied rental dwellings and annual inspections of rooming houses. The Property Standards division adopted the International Code Council (ICC) of the International Property Maintenance Code (2003 edition) in May of 2005. With the adoption of the International Property Maintenance Code, multiple amendments were made, which included the incorporation of Burglary Prevention ordinance requirements, into the newly adopted code. 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, 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 an inspection of the building, inspectors produce a written list of code violations that the building owner must complete. The inspector monitors the progress of correcting the code violations until all are brought into compliance. When voluntary compliance fails to produce correction of the violation(s), the inspector initiates legal action through the City of Evanston administrative hearing process or Cook County Circuit Court. Property Standards responds to citizen complaints regarding the condition of any building, structure, or premises, which includes building violations as well as violations for debris, weeds, garbage, graffiti; abandoned vehicles; over occupancy; lack of heat, electricity, gas or water; and ice/snow removal. Any violations not brought into compliance voluntarily are processed through the Evanston administrative hearing process or the circuit court as needed. As part of the inspection process, staff refers property owners and tenants to the appropriate department or agency for any needed assistance, e.g. Housing Rehabilitation, Emergency Assistance, Neighbors-At-Work, Commission on Aging, Health Department, and Human Relations. Property Standards enforces the Vacant Building Ordinance--an ordinance adopted to regulate the building conditions as well as the amount of time a building may remain vacant or boarded-up--the Dangerous Building Ordinance, and provisions of the Zoning Ordinance and the City Code. The division also conducts ongoing inspections of downtown alleys to gain compliance regarding the storage of garbage and refuse. FY 2006-2007 Objectives • Progress toward International Code Council (ICC) certification for inspection staff through training and education by February 2007 • Establish operating procedures regarding interdepartmental inspections involving Property Standards by February 2007 • Continue with the ongoing downtown alley/dumpster inspections until February 2007 • Continue with the ongoing Type 2 restaurant inspections and expand inspections to food establishments until February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Dwelling units inspected 3,397 3,000 3,000 Occupants affected by rooming house inspections 7,102 7,277 6,960 Complaints investigated 1,590 1,200 1,200 Dwelling units demolished 4 2 2 Re-inspections for compliance 6,214 4,000 4,000 Violations corrected 4,412 6,000 6,000 Vacant building determinations 15 25 Training/safety/staff meetings 24 24 Graffiti tags removed by graffiti technician 2500 2,500 Approved Adjustments in 2006-2007 Budget 172 -- 173 of 642 -- CITY OF EVANSTON HOUSING CODE COMPLIANCE 2115 2005 - 2006 2006 2007 - Appropriation Approved 2115 HOUSING CODE COMPLIANCE 61010 REGULAR PAY 417,200 406,600 61055 TEMPORARY EMPLOYEES 1,500 1,600 61110 OVERTIME PAY 9,800 9,900 61510 HEALTH INSURANCE 61,300 74,400 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 800 800 62190 HOUSING REHAB SERVICES 15,500 15,500 62205 ADVERTISING 200 200 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 200 200 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62275 POSTAGE CHARGEBACKS 2,700 2,700 62295 TRAINING & TRAVEL 800 900 62305 RENTAL OF AUTO-FLEET SER 27,100 29,600 62345 COURT COST/LITIGATION 5,000 4,000 62360 MEMBERSHIP DUES 300 62365 RECEPTION/ENTERTAINMEN 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 600 1,500 65055 MATER. TO MAINT. IMP. 1,500 1,500 65070 OFFICE/OTHER EQT MTN MATL 200 65085 MINOR EQUIPMENT & TOOLS 800 1,000 65095 OFFICE SUPPLIES 1,400 1,400 65105 PHOTO/DRAFTING SUPPLIE 300 300 2115 HOUSING CODE COMPLIANCE 556,700 561,900 173 -- 174 of 642 -- 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 • 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 • 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 2006-2007 Objectives • To fund the purchase of seven homes through the Evanston Housing Corporation by February 2007 • To continue use of Cook County Lead Grant funds in Housing Rehab projects until February 2007 • Progress toward International Code Council (ICC) certification for inspectors through training and education by February 2007 • Provide lead-based paint training refresher course for inspectors by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Single-family rehab units completed 13 12 12 Multi-family rehab units completed 3 12 12 Dangerous/damaged trees removed 2 3 3 Garage demolitions 1 4 4 Self-help Exterior Paint program cases 12 20 20 Condominium rehab units completed 4 4 Staff training sessions 24 24 Approved Adjustments in 2006-2007 Budget 174 -- 175 of 642 -- CITY OF EVANSTON HOUSING REHABILITATION 2120 2005 - 2006 2006 2007 - Appropriation Approved 2120 HOUSING REHABILITATION 61010 REGULAR PAY 190,000 199,200 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 200 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 300 300 61630 SHOE ALLOWANCE 300 300 62205 ADVERTISING 200 200 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 700 100 62275 POSTAGE CHARGEBACKS 900 700 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 5,700 6,200 62360 MEMBERSHIP DUES 600 400 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 400 500 65085 MINOR EQUIPMENT & TOOLS 600 65095 OFFICE SUPPLIES 600 600 65105 PHOTO/DRAFTING SUPPLIE 300 300 2120 HOUSING REHABILITATION 229,300 244,300 175 -- 176 of 642 -- City of Evanston Community Development Department 2125 – Building Code Compliance Description of Major Activities The Building Division seeks to protect the health, safety, welfare, and property values of City residents. Major responsibilities are mandated by the adopted building codes. A comprehensive plan review, permit process, inspection procedure, and issuing of occupancy certificates are carried out by the Building Division. This ensures adherence to the codes in all residential, commercial, and industrial construction. In an effort to achieve the goals of code conformance, the Building Division also issues tests for general and mechanical contractors, and requires licensing with the City of Evanston. The Building Division monitors the Elevator Inspection Program, issuing elevator certificates annually to all qualifying elevators. Additionally, Building Division personnel manages the Annual Sign License fee program. FY 2006-2007 Objectives • To develop a strategy for purchasing and implementing new permit tracking software for compatibility with Oracle database ugrades • To train inspectors and plan reviewers in the 2003 International Energy Code, adopted by the State of Illinois for all commercial projects, whenever it becomes effective Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Building permits issued within 10 days 60% 60% 60% Percent of requested building inspections completed within 24 hours 60% 60% 60% Percent of business license inspections completed within 5 working days 80% 90% 90% Average inspections per inspector, per day 8 7 7 Approved Adjustments in 2006-2007 Budget 176 -- 177 of 642 -- CITY OF EVANSTON BUILDING CODE COMPLIANCE 2125 2005 - 2006 2006 2007 - Appropriation Approved 2125 BUILDING CODE COMPLIANCE 61010 REGULAR PAY 771,900 796,700 61110 OVERTIME PAY 5,000 5,000 61510 HEALTH INSURANCE 97,400 120,900 61615 LIFE INSURANCE 1,200 1,200 61625 AUTO ALLOWANCE 2,000 2,000 61630 SHOE ALLOWANCE 1,300 1,300 62145 ENGINEERING SERVICES 50,000 50,000 62150 CONSTRUCTION ENGINEERING SERVI 10,000 10,000 62210 PRINTING 1,000 1,200 62235 OFFICE EQUIPMENT MAINT 300 300 62275 POSTAGE CHARGEBACKS 1,600 1,600 62295 TRAINING & TRAVEL 1,400 1,400 62305 RENTAL OF AUTO-FLEET SER 44,800 48,900 62360 MEMBERSHIP DUES 700 500 62380 COPY MACHINE CHARGES 2,400 4,800 62425 ELEVATOR CONTRACT COSTS 50,000 50,000 62464 PLUMB,ELECT,PLAN REVIEW SERVI. 10,000 10,000 62645 MICROFILMING 6,000 6,000 64540 TELECOMMUNICATIONS - WIRELESS 4,800 4,200 65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,200 65085 MINOR EQUIPMENT & TOOLS 200 200 65095 OFFICE SUPPLIES 2,000 2,000 65105 PHOTO/DRAFTING SUPPLIE 100 100 2125 BUILDING CODE COMPLIANCE 1,065,300 1,119,500 177 -- 178 of 642 -- City of Evanston Police Department Three Year Fiscal History $18,095,400 $18,466,000 $18,076,386 $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 $19,000,000 $20,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 21.53% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Police Administration Full-time Regular Chief of Police 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police System Administrator 1.00 Full-time Regular Administrative Secretary 1.00 Full-time Regular Fac Maint Worker/Custodian I 1.00 2205 Total 5.00 Patrol Operations Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander (4 @ 1 FTE )* 4.00 Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00 Full-time Regular Police Officer ( 78 @ 1 FTE )* 78.00 2210 Total 94.00 Criminal Investigation Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant ( 2 @ 1 FTE ) 2.00 Full-time Regular Police Officer ( 14 @ 1 FTE ) 14.00 2215 Total 18.00 Victim/Witness Youth Outreach Full-time Regular Dir, Police Soc Svcs Bureau 1.00 Full-time Regular Victim Advocate ( Grang Funded ) 1.00 Full-time Regular Victim Advocate (2 @ 1 FTE ) 2.00 Full-time Regular Youth Advocate ( Grant Funded ) 1.00 Full-time Regular Youth Advocate ( 2 @ 1 FTE ) 2.00 2225 Total 7.00 Juvenile Bureau Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 9 @ 1 FTE ) 9.00 2230 Total 10.00 Police 178 -- 179 of 642 -- City of Evanston Police Department Employee Status Description Job Type Description 2006-2007 Position FTE School Liason Full-time Regular Police Officer ( 4 @ 1 FTE ) 4.00 2235 Total 4.00 Police Records Full-time Regular Dir, Police Records Bureau 1.00 Full-time Regular Court Liaison 1.00 Full-time Regular Property Officer 1.00 Full-time Regular Review Officer 1.00 Full-time Regular Records Input Operator ( 7 @ 1 FTE ) 7.00 Full-time Regular Clerk III 1.00 Part-time Regular Property Room Aide 0.50 2240 Total 12.50 Communications Full-time Regular Telecommunicator ( 15 @ 1 FTE ) 15.00 2245 Total 15.00 Service Desk Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander* 0.00 Full-time Regular Police Officer 1.00 Full-time Regular Service Desk Coordinator* 1.00 Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00 2250 Total 14.00 Office of Professional Standards Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 2255 Total 3.00 Office of Administration Full-time Regular Police Admin Assistant 1.00 Full-time Regular Administrative Specialist 1.00 Full-time Regular Police Sergeant 1.00 Full-time Regular Police Planner 1.00 2260 Total 4.00 Neighborhood Enforcement (N.E.T.) Full-time Regular Deputy Chief* 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 12 @ 1 FTE ) 12.00 2265 Total 15.00 Traffic Bureau Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 Full-time Regular Towing Coordinator 1.00 2270 Total 8.00 179 -- 180 of 642 -- City of Evanston Police Department Employee Status Description Job Type Description 2006-2007 Position FTE Community Strategic Bureau Full-time Regular Crime Prevention Specialist 1.00 Part-time Regular Crime Analyst 0.75 Part-time Regular Senior Crime Prev Specialist ( Grant Funded ) 0.75 2275 Total 2.50 Animal Control Full-time Regular Chief Animal Warden 1.00 Full-time Regular Animal Control Warden 1.00 Part-time Regular Animal Control Warden 0.50 2280 Total 2.50 Problem Solving Team Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 2285 Total 7.00 Police Total 221.50 180 -- 181 of 642 -- City of Evanston Police Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2205 – Police Administration 468,449 1,165,500 567,193 649,600 2210 – Patrol Operations 8,178,066 7,613,600 8,516,415 8,063,100 2215 – Criminal Investigation 1,568,762 1,479,500 1,624,072 1,626,000 2225 – Vic/Wit Youth Outreach 383,607 395,900 385,244 527,800 2230 – Juvenile Bureau 924,518 840,900 937,968 883,000 2235 – School Liaison 277,261 329,300 259,278 346,500 2240 – Police Records 815,219 760,900 797,960 753,400 2245 – Communications 1,172,035 978,100 1,004,667 1,027,300 2250 – Service Desk 740,917 657,600 921,989 765,200 2255 – Office of Prof. Standards 284,154 259,300 307,182 284,400 2260 – Office of Administration 399,375 389,200 413,203 429,800 2265 – Neighborhood Enforcement 1,277,101 1,307,500 1,305,114 1,369,800 2270 – Traffic Bureau 837,239 824,800 859,426 816,700 2275 – Community Strategic Bur. 163,246 316,100 135,243 148,000 2280 – Animal Control 153,182 166,400 113,904 179,400 2285 – Problem Solving Team 561,433 610,800 570,026 596,000 Total Expenditures: $18,204,564 $ 18,095,400 $ 18,718,884 $ 18,466,000 Revenues: 52170 – Alarm Panel Franchise Fees 10,800 14,400 10,800 14,000 53715 – Alarm Panel Subscription Fees 33,895 100,000 205,889 100,000 52025 – Bicycle Fees 5 50 0 0 Cherry Family Foundation 2,000 2,000 2,000 2,000 52545 – False Alarm Fines (after 4 calls) 100,510 85,000 133,504 90,000 Highway Safety Project Grant 5,000 0 0 0 55161 – ICJIA (Community Service) 15,000 15,000 15,000 0 55162 – ICJIA (Victim Services) 60,000 60,000 60,000 60,000 Irving Stern Foundation 2,500 2,500 2,500 2,500 55285 – Law Enforcement Block Grant 90,325 44,400 44,400 56,000 Levy Foundation Grant 16,500 16,500 16,500 16,500 53685 – Police Report Fees 17,816 15,000 17,477 15,000 55270 – Police Training Grant 8,000 8,000 8,000 8,000 53720 – Skokie/Lincolnwood Animal Fees 320 1,000 430 1,000 55160 – Violent Crimes Victim’s Grant 25,000 24,700 15,000 24,700 Total Revenues: $ 387,371 $ 388,550 $ 531,500 $ 389,700 Notes for Financial Summary The Police Department Budget contains two partial-year freezes to vacant positions in order to offset the funding for the Juvenile Bureau where grant funding was reduced by $50,000. A Deputy Chief position and a Commander position will each be frozen for six months in order to fund the Juvenile Bureau. Additionally, the final staffing change necessary to civilianize the service desk was made midyear in FY2006. A civilian supervisor position was approved. During budget deliberations – a new police officer position was approved for ½ year funding. This position is being added in order to utilize a private donation that funds a new police canine. Performance Report on FY 2005-2006 Major Program Objectives FY 2005-2006 began with yet another period of declining crime rates. The crime index declined 5.5% for 2004 which represents the lowest crime rates since the 1960s. 181 -- 182 of 642 -- City of Evanston Police Department The Department received Re-Accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA). The Department received a Meritorious Award for being re-accredited for the 5th time, representing its continued goal for excellence. In addition, the Department contracted with an independent consultant for a review of its Use of Force and OPS practices. The report concluded: “This assessment has revealed that Evanston is a progressive law enforcement agency with good leadership and a very good understanding of use of force issues associated with law enforcement agencies. The Evanston Police Department has in place a process for reviewing citizen complaints and officer misconduct investigation that is surpassed by none.” A major gang/drug operation conducted in conjunction with the Cook County Sheriff’s Police was completed. Called “Operation Triple Play,” it targeted 21 individuals involved in three gangs in three business areas of Evanston. All transactions were videotaped and involved the sale of “crack cocaine.” The sting was dubbed “Operation Triple Play” because Evanston Police Department officers concluded three drug operations in the last sixteen months with three different law enforcement agencies. After one year of data collection, the Department released the results of the Traffic Stop Study mandated by State law. The data showed that Evanston traffic stops reflect the driving population. The Department developed and implemented several plans to address particular issues. The Summer Plan provided additional resources for the peak warm weather months. Both a fall and spring initiative was implemented to address issues related to off-campus students. Special plans were also developed for the 4th of July, Halloween, and 1st Night. Preparedness efforts continued. All supervisory personnel completed NIMS certification. First line of defense training was conducted for city employees. The Department continued to work with Districts 65 and 202 on emergency preparedness plans and grants. Our CERT members received In-Service training. A mock exercise was conducted with the Health Department regarding drug distribution. Leadership and organizational development continued in 2005-2006. Two consultants were used to facilitate these issues. Ten staff members received leadership assessment and training. All supervisors participated in four training sessions in order to take the Department to the “Next Level.” Our automation plans continued. A new digital in-car camera system was installed in police vehicles. The Records Bureau implemented a new management system called CRIMES. Records management packages were installed in Traffic and OPS. The General Order Book was converted to disc for all employees. Our website continued to improve with more information available to the public. Various sting operations were conducted regarding tobacco and underage drinking. BASSET training was available to liquor establishments. The Department worked with the Chamber and EvMark on the new Anti-Panhandler initiative. The Department continued to work on the sequential line-up study and came into compliance for the video taping of confessions. Finally, the Department continues to work toward increasing grant funds for policing efforts in the City. 2006-2007 Department Initiatives 1. Our partnership initiatives continued in FY 2005-2006 as evidenced by the CommUNITY Picnic, National Night Out, Citizen Police Academy, Police Advisory Board, Evanston Citizens Police Association, and the Chaplain/Clergy Team 182 -- 183 of 642 -- 183 -- 184 of 642 -- 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 2006-2007 Objectives • To implement and evaluate a pilot review system for CRs involving citizens by February 2007 • To implement the 5 th edition of the CALEA standards by February 2007 • To create a PEER support program by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Part I crimes 4,400 4,400 4,400 Part II crimes 7,500 7,500 7,500 Total calls for service 60,000 60,000 60,000 Average in-progress response time 3 3 3 Approved Adjustments in 2006-2007 Budget 184 -- 185 of 642 -- CITY OF EVANSTON POLICE ADMINISTRATION 2205 2005 - 2006 2006 2007 - Appropriation Approved 2205 POLICE ADMINISTRATION 61010 REGULAR PAY 356,900 420,600 61062 SPECIAL EVENT SALARIES 300,000 61110 OVERTIME PAY 2,000 2,500 61415 TERMINATION PAYOUTS 300,000 61510 HEALTH INSURANCE 39,000 46,500 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 100 100 62210 PRINTING 10,000 12,000 62225 BLDG MAINTENANCE SERVICES 55,000 55,000 62245 OTHER EQMT MAINTENANCE 500 12,000 62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500 62275 POSTAGE CHARGEBACKS 1,600 62305 RENTAL OF AUTO-FLEET SER 16,900 18,500 62360 MEMBERSHIP DUES 8,000 14,500 62375 RENTALS 40,100 39,500 64005 ELECTRICITY 10,000 10,000 64015 NATURAL GAS 11,500 12,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65040 JANITORIAL SUPPLIES 4,000 4,000 65625 FURNITURES & FIXTURES 7,500 2205 POLICE ADMINISTRATION 1,165,500 649,600 185 -- 186 of 642 -- City of Evanston Police Department 2210 – Patrol Operations Description of Major Activities The division of Patrol Operations responds to calls for police service twenty-four hours a day, seven days a week. Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as to detect, apprehend, and process persons involved in criminal activity. 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 2006-2007 Objectives • To train a Field Operations member in NIMS by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Community/officer interface 160 175 180 Responses to service calls (written) 25,000 25,000 25,000 Responses to service calls (coded incidents) 25,000 25,000 25,000 Assists (other than responding to calls) 30,000 30,000 30,000 Arrests (felony & misdemeanor) 3,300 3,350 3,400 D.U.I. arrests 90 100 125 Ticket & citation production -parking 8,000 8,200 8,300 Approved Adjustments in 2006-2007 Budget 186 -- 187 of 642 -- CITY OF EVANSTON PATROL OPERATIONS 2210 2005 - 2006 2006 2007 - Appropriation Approved 2210 PATROL OPERATIONS 61010 REGULAR PAY 5,930,000 6,112,500 61062 SPECIAL EVENT SALARIES 135,900 61110 OVERTIME PAY 226,100 72,500 61111 HIREBACK OT 102,000 61112 SPECIAL DETAIL OT 155,000 61510 HEALTH INSURANCE 898,000 874,200 61615 LIFE INSURANCE 8,500 8,500 61635 UNIFORM ALLOWANCE 50,400 62305 RENTAL OF AUTO-FLEET SER 427,000 466,100 62490 OTHER PROGRAM COSTS 24,000 65015 CHEMICALS 1,000 1,000 65020 CLOTHING 105,000 50,000 65105 PHOTO/DRAFTING SUPPLIE 6,500 5,500 65620 OFFICE MACH. & EQUIP. 3,000 3,000 65625 FURNITURES & FIXTURES 8,500 2,500 2210 PATROL OPERATIONS 7,613,600 8,063,100 187 -- 188 of 642 -- 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 2006-2007 Objectives • To re-evaluate the current solvability factor system, used in the assignment of cases for investigation, to a system that is value weighted with a recommendation by February 2007 • To enhance the crime scene photographic evidence collection process by implementing digital photography into the Evidence Technician Program by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Cases assigned to criminal 3,500 3,600 3,600 Percentage of assigned cases cleared 52 54 55 Percentage of assigned burglaries cleared 25 20 25 Task Force operations 2 4 5 Liquor inspections 40 60 70 Approved Adjustments in 2006-2007 Budget 188 -- 189 of 642 -- CITY OF EVANSTON CRIMINAL INVESTIGATION 2215 2005 - 2006 2006 2007 - Appropriation Approved 2215 CRIMINAL INVESTIGATION 61010 REGULAR PAY 1,173,600 1,301,500 61062 SPECIAL EVENT SALARIES 15,600 61110 OVERTIME PAY 60,400 7,000 61111 HIREBACK OT 4,000 61112 SPECIAL DETAIL OT 40,000 61510 HEALTH INSURANCE 169,000 167,400 61615 LIFE INSURANCE 1,900 1,900 61635 UNIFORM ALLOWANCE 9,800 62305 RENTAL OF AUTO-FLEET SER 55,100 60,100 62360 MEMBERSHIP DUES 5,000 5,000 62370 EXPENSE ALLOWANCE 2,500 2,500 65020 CLOTHING 10,500 700 65085 MINOR EQUIPMENT & TOOLS 1,500 65095 OFFICE SUPPLIES 4,500 65105 PHOTO/DRAFTING SUPPLIE 1,500 3,500 65625 FURNITURES & FIXTURES 1,000 2215 CRIMINAL INVESTIGATION 1,479,500 1,626,000 189 -- 190 of 642 -- City of Evanston Police Department 2225 – Social Services Bureau Description of Major Activities The Police Social Services Bureau is comprised of two distinct entities: Victim Services and Youth Outreach, both working with community groups, schools, and individuals to assist the residents of Evanston in maintaining a high quality of life. The Victim Services bureau provides social services to crime victims and witnesses and primarily assists sexual assault, child abuse and domestic violence victims, and other personal crime victims, including property crime victims when needed. The bureau also assists those who come in contact with the police for "non-crime" related situations yet are in need of service, such as crisis intervention, counseling, court advocacy, referrals, and emergency monetary assistance. The Youth Service bureau provides Evanston youth, ages 8-17, and their families a broad range of social services including individual, family and group counseling, case management, outreach, information, and referral. Services are designed to improve the levels of functioning in areas of family relations and interpersonal relations, with an emphasis on early detection and prevention. FY 2006-2007 Objectives • To educate clients of Victim Services on the use of the Automatic Victim Notification Program by February 2007 • To develop a family violence workshop schedule in Victim Services for city employees by February 2007 • To expand the summer girls group in Youth Services into a year-round program by December 2006 • To develop assessment tool and report format for court referred family violence assessments in Youth Services by December 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Sexual crime victims assisted - adult 19 10 10 - juvenile 16 12 10 Domestic related cases - crime related 600 550 525 - non-crime related 250 250 260 Other crime related cases - personal 625 550 575 - property 150 175 175 Other non-crime related cases 540 500 475 At-risk youth refferals received 125 125 130 Approved Adjustments in 2006-2007 Budget 190 -- 191 of 642 -- CITY OF EVANSTON SOCIAL SERVICES BUREAU 2225 2005 - 2006 2006 2007 - Appropriation Approved 2225 SOCIAL SERVICES BUREAU 61010 REGULAR PAY 316,200 379,600 61110 OVERTIME PAY 16,000 10,000 61510 HEALTH INSURANCE 45,100 65,100 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 2,200 2,000 62305 RENTAL OF AUTO-FLEET SER 11,000 12,000 62360 MEMBERSHIP DUES 100 100 62370 EXPENSE ALLOWANCE 300 54,000 62375 RENTALS 4,500 4,500 2225 SOCIAL SERVICES BUREAU 395,900 527,800 191 -- 192 of 642 -- 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 2006-2007 Objectives • To complete at least two (2) tobacco compliance checks of cigarette vendors by February 2007 • To conduct surprise liquor inspections checking for underage drinking at various establishments in the downtown area by December 2006 • To establish a graffiti database and/or binder detailing all intelligence of offenders, locations, insignias, or wording involved in reported and non-reported cases by December 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Total number of cases assigned 2,750 2,800 2,825 Percentage of assigned cases cleared 80 80 82 Child abuse investigations 115 185 175 Minors requiring authoritative intervention 520 600 600 Outreach referrals 170 165 150 Youth arrested for cuiminal offenses 750 760 750 Juvenile court referrals 240 230 225 Approved Adjustments in 2006-2007 Budget 192 -- 193 of 642 -- CITY OF EVANSTON JUVENILE BUREAU 2230 2005 - 2006 2006 2007 - Appropriation Approved 2230 JUVENILE BUREAU 61010 REGULAR PAY 683,700 724,200 61062 SPECIAL EVENT SALARIES 7,900 13,000 61110 OVERTIME PAY 4,500 3,000 61111 HIREBACK OT 2,000 61112 SPECIAL DETAIL OT 2,000 61510 HEALTH INSURANCE 102,200 93,000 61615 LIFE INSURANCE 900 900 61635 UNIFORM ALLOWANCE 6,800 62305 RENTAL OF AUTO-FLEET SER 34,900 38,100 65020 CLOTHING 6,800 2230 JUVENILE BUREAU 840,900 883,000 193 -- 194 of 642 -- City of Evanston Police Department 2235 – School/Community Liaison Bureau Description of Major Activities Officers in the School/Community Liasion Bureau are responsible for: • Student counseling sessions • Attendance at after school events • Issuance of trespass warnings at schools • Resource for the neighborhood surrounding the school • Investigating incidents occurring within the school, and • Escorting students on extra curricular school events (field trips, dances, sporting activities) FY 2006-2007 Objectives • To evaluate Evanston Township High School (ETHS) mentoring program by Decmber 2006 • To meet with ETHS security officials regarding emergency preparedness procedures by February 2007 • To establish regular meetings with the Neighborhood Enforcement Team (NET) to coordinate gang intelligence by January 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Semesters of instruction 2 2 2 Sixth grade successfully completing DARE 1,140 1,150 1,150 Counseling of students 155 165 175 Approved Adjustments in 2006-2007 Budget 194 -- 195 of 642 -- CITY OF EVANSTON SCHOOL LIAISON 2235 2005 - 2006 2006 2007 - Appropriation Approved 2235 SCHOOL LIAISON 61010 REGULAR PAY 265,000 284,800 61510 HEALTH INSURANCE 41,500 37,200 61615 LIFE INSURANCE 400 400 61635 UNIFORM ALLOWANCE 3,000 62305 RENTAL OF AUTO-FLEET SER 18,400 20,100 65020 CLOTHING 3,000 65125 OTHER COMMODITIES 1,000 1,000 2235 SCHOOL LIAISON 329,300 346,500 195 -- 196 of 642 -- 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, other agencies and the public. It 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 2006-2007 Objectives • To implement a network-based Police Report Distribution System within the Evanston city government by February 2007 • To conduct four (4) roll-call training sessions with Patrol Operations and Investigative Services by December 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Cases handled by property officer 2,600 2,500 2,550 Fingerprints processed by ID Technician 450 425 440 Liquor licenses issued 175 140 125 Report copies provided 3,000 3,000 3,000 Records computerized 51,000 51,000 51,000 Approved Adjustments in 2006-2007 Budget 196 -- 197 of 642 -- CITY OF EVANSTON POLICE RECORDS 2240 2005 - 2006 2006 2007 - Appropriation Approved 2240 POLICE RECORDS 61010 REGULAR PAY 529,600 534,100 61050 PERMANENT PART-TIME 32,700 17,000 61110 OVERTIME PAY 2,000 61510 HEALTH INSURANCE 97,600 111,600 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 600 500 62275 POSTAGE CHARGEBACKS 8,400 8,000 62305 RENTAL OF AUTO-FLEET SER 7,800 8,500 62335 DATA PROCESSING SERVIC 40,000 40,000 62645 MICROFILMING 4,500 4,500 65095 OFFICE SUPPLIES 30,000 25,000 65105 PHOTO/DRAFTING SUPPLIE 2,000 1,500 65625 FURNITURES & FIXTURES 7,000 2240 POLICE RECORDS 760,900 753,400 197 -- 198 of 642 -- 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 2006-2007 Objectives • To implement an annual Customer Service Training Program for Communications Bureau personnel by June 2006 • To present a written proposal with a cost estimate for replacement of all Communications radio equipment and software by June 2006 • To develop and implement a monthly training bulletin on communications-related issues to be distributed department-wide by February 2007 • To develop and implement an internal evaluation system on communications services and procedures by June 2006. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected 911 calls received (includes wireless 911) 65,000 65,000 65,500 Entries in LEADS system 4,100 4,100 4,100 Alarms handled (includes fire alarms) 6,750 6,750 6,800 Approved Adjustments in 2006-2007 Budget 198 -- 199 of 642 -- CITY OF EVANSTON COMMUNICATIONS 2245 2005 - 2006 2006 2007 - Appropriation Approved 2245 COMMUNICATIONS 61010 REGULAR PAY 801,800 840,200 61062 SPECIAL EVENT SALARIES 1,500 61110 OVERTIME PAY 11,600 2,000 61111 HIREBACK OT 4,000 61510 HEALTH INSURANCE 147,100 139,500 61615 LIFE INSURANCE 1,100 1,100 61635 UNIFORM ALLOWANCE 7,000 62340 COMPTER LICENSE & SUPP 7,500 64540 TELECOMMUNICATIONS - WIRELESS 30,000 65020 CLOTHING 9,000 2,000 2245 COMMUNICATIONS 978,100 1,027,300 199 -- 200 of 642 -- 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 2006-2007 Objectives • To implement an annual Customer Service Training Program for Service Desk Bureau personnel by June 2006 • To present a written proposal with cost estimate for replacement of Service Desk camera monitors and intercom system by June 2006 • To update and revise the Service Desk Bureau Standard Operating Procedures by June 2006 • To develop and implement an internal evaluation system on Service Desk Bureau services and procedures by June 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Prisoners processed 1,800 1,850 1,825 Custodial prisoners 2,250 2,300 2,250 Bail Bonds processed 2,600 2,800 2,700 Reports taken by officers 5,300 5,400 5,400 Alarm subscriptions billed 3,700 3,800 3,850 False alarm fines billed 1,100 1,200 1,200 Control Station alarms handled 4,750 4,800 4,800 Approved Adjustments in 2006-2007 Budget 200 -- 201 of 642 -- CITY OF EVANSTON SERVICE DESK 2250 2005 - 2006 2006 2007 - Appropriation Approved 2250 SERVICE DESK 61010 REGULAR PAY 535,200 604,900 61062 SPECIAL EVENT SALARIES 1,600 61110 OVERTIME PAY 12,200 1,200 61111 HIREBACK OT 8,500 61510 HEALTH INSURANCE 92,900 130,200 61615 LIFE INSURANCE 900 900 61635 UNIFORM ALLOWANCE 6,000 62425 ELEVATOR CONTRACT COSTS 2,400 2,800 65020 CLOTHING 7,200 2,000 65025 FOOD 3,300 3,600 65125 OTHER COMMODITIES 1,500 1,500 65620 OFFICE MACH. & EQUIP. 2,000 2,000 2250 SERVICE DESK 657,600 765,200 201 -- 202 of 642 -- 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 2006-2007 Objectives • To implement the computerized version of the General Orders for use at multiple levels of the department by December 2006 • To develop a searchable database for discipline by category of infraction for the pupose of evaluating infractions that are most commonly violated so that timely solutions can be implemented and accountability will be increased at all levels of the department by December 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Staff inspections 25 25 25 Citizen complaints 15 15 15 Pre-employment background investigations 280 300 400 Weapons use reports 20 20 20 Internally generated administrative reviews 65 65 65 Department inquiries 60 60 60 Resisting arrest/use of force investigatioons 37 35 35 Approved Adjustments in 2006-2007 Budget 202 -- 203 of 642 -- CITY OF EVANSTON OFFICE-PROFESSIONAL STANDARDS 2255 2005 - 2006 2006 2007 - Appropriation Approved 2255 OFFICE-PROFESSIONAL STANDARDS 61010 REGULAR PAY 206,700 230,900 61055 TEMPORARY EMPLOYEES 5,000 15,600 61110 OVERTIME PAY 10,000 1,000 61510 HEALTH INSURANCE 25,300 27,900 61615 LIFE INSURANCE 300 300 62305 RENTAL OF AUTO-FLEET SER 8,000 8,700 65620 OFFICE MACH. & EQUIP. 4,000 2255 OFFICE-PROFESSIONAL STANDARDS 259,300 284,400 203 -- 204 of 642 -- 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 2006-2007 Objectives • To complete a feasibility study for a replacement firearms range By December 2006 • To obtain laptop a computer and the necessary training for exclusive use by the Office of Administration for Power Point presentations by February 2007 • To train and equip members of the Evanston Police Department with a respiratory safety mask to ensure safety in the event of a disaster Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected External schools and seminars provided 252 260 255 Bulletins and orders issued 210 215 210 In-service schools attendees 185 190 200 Invoices, purchase requisitions 1,540 1,580 1,600 Grant applications and proposals 20 25 30 Approved Adjustments in 2006-2007 Budget 204 -- 205 of 642 -- CITY OF EVANSTON OFFICE OF ADMINISTRATION 2260 2005 - 2006 2006 2007 - Appropriation Approved 2260 OFFICE OF ADMINISTRATION 61010 REGULAR PAY 256,600 255,900 61062 SPECIAL EVENT SALARIES 14,000 61110 OVERTIME PAY 2,500 61510 HEALTH INSURANCE 30,000 37,200 61615 LIFE INSURANCE 400 400 62295 TRAINING & TRAVEL 75,000 91,000 62305 RENTAL OF AUTO-FLEET SER 17,000 18,600 62360 MEMBERSHIP DUES 200 200 65015 CHEMICALS 10,000 10,000 2260 OFFICE OF ADMINISTRATION 389,200 429,800 205 -- 206 of 642 -- 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 act as 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 2006-2007 Objectives • To develop and implement a N.E.T. training cirriculum to ensure officers gain knowledge as they gain experience. This will run the course of direct supervision, personal instruction & mentoring as well as formal (outside) training • Assist in training the newer officers in the execution of N.E.T. problem solving techniques, including search warrants Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Narcotic arrests 135 140 140 Search warrants 28 25 30 Problem oriented narcotic tip sheets 50 45 45 Adult gang members arrests 220 220 225 Juvenile gang member arrests 80 70 75 Felony arrests 100 105 100 Misdemeanor arrests 285 285 290 Criminal warrant service 115 100 100 Approved Adjustments in 2006-2007 Budget 206 -- 207 of 642 -- CITY OF EVANSTON NEIGHBORHOOD ENFORCEMENT TEAM 2265 2005 - 2006 2006 2007 - Appropriation Approved 2265 NEIGHBORHOOD ENFORCEMENT TEAM 61010 REGULAR PAY 1,024,000 1,095,500 61062 SPECIAL EVENT SALARIES 8,300 61110 OVERTIME PAY 32,900 5,000 61112 SPECIAL DETAIL OT 12,500 61510 HEALTH INSURANCE 149,700 139,500 61615 LIFE INSURANCE 1,500 1,500 61635 UNIFORM ALLOWANCE 9,000 62305 RENTAL OF AUTO-FLEET SER 88,400 96,500 62370 EXPENSE ALLOWANCE 2,000 2,000 65020 CLOTHING 9,000 2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,307,500 1,369,800 207 -- 208 of 642 -- 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 2006-2007 Objectives • To implement training classes, demonstrations, and traffic speed reduction activities in conjunction with the State of Illinois Traffic Safety Challenge program by December 2006 • To conduct four (4) seat Belt enforcement operations by December 2006 • To conduct four (4) Roadside Safety Check operations by December 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Moving violations 4,800 4,850 4,900 Non-moving violations issued 3,150 3,200 3,250 Abandoned automobiles investigated 2,100 2,000 2,000 Hit and run follow-up investigations 550 550 550 Vehicles towed 4,500 4,600 4,650 Approved Adjustments in 2006-2007 Budget 208 -- 209 of 642 -- CITY OF EVANSTON TRAFFIC BUREAU 2270 2005 - 2006 2006 2007 - Appropriation Approved 2270 TRAFFIC BUREAU 61010 REGULAR PAY 638,400 627,200 61110 OVERTIME PAY 7,200 7,000 61112 SPECIAL DETAIL OT 8,000 61510 HEALTH INSURANCE 90,400 74,400 61615 LIFE INSURANCE 900 900 61635 UNIFORM ALLOWANCE 6,000 62305 RENTAL OF AUTO-FLEET SER 81,300 88,700 65020 CLOTHING 6,600 1,000 65125 OTHER COMMODITIES 3,500 2270 TRAFFIC BUREAU 824,800 816,700 209 -- 210 of 642 -- 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 2006-2007 Objectives • To provide better access to services by updating the listing of services on the department's web site by June 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Home security surveys 350 300 300 Commercial surveys 10 9 9 Speaker's bureau engagements 50 50 50 Seminars conducted 25 25 25 Daily bulletins 220 220 220 Weekly crime analysis reports 52 52 52 Monthly crime statistics by beat 12 12 12 Approved Adjustments in 2006-2007 Budget 210 -- 211 of 642 -- CITY OF EVANSTON COMMUNITY STRATEGIC BUREAU 2275 2005 - 2006 2006 2007 - Appropriation Approved 2275 COMMUNITY STRATEGIC BUREAU 61010 REGULAR PAY 220,300 83,000 61050 PERMANENT PART-TIME 18,600 61110 OVERTIME PAY 4,200 2,000 61510 HEALTH INSURANCE 23,900 9,300 61615 LIFE INSURANCE 400 400 62275 POSTAGE CHARGEBACKS 500 600 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 43,400 47,400 65020 CLOTHING 800 800 65125 OTHER COMMODITIES 1,000 1,500 2275 COMMUNITY STRATEGIC BUREAU 316,100 148,000 211 -- 212 of 642 -- 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. It also counsels citizens on animal control problems and issues citations for violation of animal control ordinances. Moreover, it apprehends and impounds stray animals and handles adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer group). FY 2006-2007 Objectives • To increase the number of sworn, humane investigators by training at least five additional police officers by January 2007 • To assist CARE in the development of a vision statement by January 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Animals adopted 550 550 575 Animals impounded 750 750 725 Citizen complaints handled 7,000 7,500 7,250 Animals returned to owners 200 200 200 Animals euthanized 80 80 80 Citations issued 220 220 230 Approved Adjustments in 2006-2007 Budget 212 -- 213 of 642 -- CITY OF EVANSTON ANIMAL CONTROL 2280 2005 - 2006 2006 2007 - Appropriation Approved 2280 ANIMAL CONTROL 61010 REGULAR PAY 115,200 114,200 61050 PERMANENT PART-TIME 14,000 22,500 61110 OVERTIME PAY 6,300 3,500 61510 HEALTH INSURANCE 15,100 18,600 61615 LIFE INSURANCE 100 100 61630 SHOE ALLOWANCE 400 62225 BLDG MAINTENANCE SERVICES 1,400 1,500 62305 RENTAL OF AUTO-FLEET SER 11,100 12,100 65020 CLOTHING 1,500 1,000 65025 FOOD 1,700 3,000 65125 OTHER COMMODITIES 2,500 2280 ANIMAL CONTROL 166,400 179,400 213 -- 214 of 642 -- 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 2006-2007 Objectives • To enhance contact with the neighborhood by increasing the amount of time allocated to neighborhood foot patrols by June 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Neighborhood meetings 350 350 350 Reident surveys completed 50 50 50 Tickets and citations issued-parking 400 420 430 -traffic 80 85 90 -C tickets 50 55 60 -S tickets 15 15 17 Arrests 100 105 105 Tactical missions 15 15 15 Approved Adjustments in 2006-2007 Budget 214 -- 215 of 642 -- CITY OF EVANSTON PROBLEM SOLVING TEAM 2285 2005 - 2006 2006 2007 - Appropriation Approved 2285 PROBLEM SOLVING TEAM 61010 REGULAR PAY 498,500 488,300 61062 SPECIAL EVENT SALARIES 2,600 61110 OVERTIME PAY 6,600 2,500 61510 HEALTH INSURANCE 71,100 65,100 61615 LIFE INSURANCE 700 700 61635 UNIFORM ALLOWANCE 3,800 62245 OTHER EQMT MAINTENANCE 2,000 2,500 62305 RENTAL OF AUTO-FLEET SER 27,400 29,900 65020 CLOTHING 4,500 600 2285 PROBLEM SOLVING TEAM 610,800 596,000 215 -- 216 of 642 -- City of Evanston Fire Three Year Fiscal History $10,523,900 $11,094,300 $10,581,956 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 12.93% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Full-time Regular Fire Chief 1.00 Full-time Regular Division Chief, Fire 1.00 Full-time Regular Management Analyst 1.00 2305 Total 3.00 Fire Prevention Full-time Regular Division Chief, Fire 1.00 Full-time Regular Fire Captain ( 2 @ 1 FTE ) 2.00 Full-time Regular Firefighter 1.00 Full-time Regular Clerk II 1.00 2310 Total 5.00 Fire Suppression Full-time Regular Shift Chief, Fire ( 3 @ 1 FTE ) 3.00 Full-time Regular Firefighter ( 77 @ 1 FTE )* 77.00 Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00 Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00 2315 Total 103.00 Fire Total 111.00 Fire 216 -- 217 of 642 -- City of Evanston Fire Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2305 – Fire Management & Support 571,833 578,100 626,596 581,800 2310 – Fire Prevention 607,713 480,300 503,687 480,500 2315 – Fire Suppression 9,402,411 9,465,500 10,051,972 10,032,000 Total Expenditures: $10,581,957 $10,523,900 $11,182,255 $11,094,300 Revenues: 52540 - False Alarm Fines 58,290 55,000 51,279 55,000 56355 - Cost Recovery Fines 1,266 5,000 7,869 5,000 53675 - Ambulance Fees 520,385 470,000 638,292 570,000 Total Revenues: $579,941 $530,000 $697,440 $630,000 Notes for Financial Summary The FY2007 Budget includes partial year funding for an additional Firefighter/Paramedic. Performance Report on FY 2005-2006 Major Program Objectives Fire Management element 2305 has made significant progress on the Fire Station #5 project. Partnered with Facilities Management, an architect has been selected. Fire Management has also put into place a procedure for supervisors to requisition station commodity supplies, helping streamline the process and taking advantage of available technology to improve the process. Fire Prevention element 2310 has put an alarm billing system into place, greatly improving the effectiveness and the efficiency of false alarm invoicing. Fire Prevention is continuing to work with District #65 and private schools to gain additional access to curriculum time for safety education programs. Fire Suppression element 2315 offered an advanced course in cardiac life support. A skills enhancement certification offered under the aegis of the American Heart Association. Sixty-nine paramedics completed the course. Suppression also completed training on rescuing our own from danger during emergency incidents. The fire profession is placing a much-needed increased emphasis on rescuer safety. Suppression is developing a program that will enhance our water rescue capabilities by integrating personal water craft into the plan. 2006-2007 Department Initiatives 1. The department has applied for a federal grant (SAFER), which targets increasing firefighter staffing over five years with diminishing federal support each year. The grant would allow us to staff an additional ambulance and augment our rescue capabilities on emergency scenes. The application was for eight additional firefighter positions. 217 -- 218 of 642 -- 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 2005-2006 Objectives • To develop, solicit, and evaluate a request a proposal for the remodeling of Fire Station #5, in cooperation with Facilities Management, by February 2006 • Assess the fire accreditation model for application in our department by February 2006 • Develop procedures for fire supervisors to request and account for resources to support their station houses Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected City fire insurance rating 3 3 3 Average number of sick days per employee 1 1 1 Approved Adjustments in 2006-2007 Budget 218 -- 219 of 642 -- CITY OF EVANSTON FIRE MGT & SUPPORT 2305 2005 - 2006 2006 2007 - Appropriation Approved 2305 FIRE MGT & SUPPORT 61010 REGULAR PAY 259,300 225,600 61110 OVERTIME PAY 2,000 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 700 700 62160 EMPLOYMENT TESTING SERVICES 1,600 7,000 62210 PRINTING 500 1,500 62235 OFFICE EQUIPMENT MAINT 1,000 1,100 62270 MEDICAL/HOSPITAL SERVICES 32,000 32,000 62275 POSTAGE CHARGEBACKS 800 3,400 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 27,500 30,000 62315 POSTAGE 500 500 62335 DATA PROCESSING SERVIC 3,000 3,200 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62360 MEMBERSHIP DUES 3,500 28,500 62380 COPY MACHINE CHARGES 6,600 6,600 62518 SECURITY/ALARM CONTRACTS 2,500 4,700 64015 NATURAL GAS 75,000 75,000 64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800 65010 BOOKS, PUBLICATIONS, MAPS 800 800 65020 CLOTHING 80,000 75,000 65050 BLDG MAINTENANCE MATERIAL 6,500 6,500 65070 OFFICE/OTHER EQT MTN MATL 4,000 4,000 65095 OFFICE SUPPLIES 5,000 5,000 65125 OTHER COMMODITIES 15,000 15,000 2305 FIRE MGT & SUPPORT 578,100 581,800 219 -- 220 of 642 -- 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 2006-2007 Objectives • Develop a line company inspection program that includes structure pre-plan elements by February 2007 • Create a database to facilitate tracking and reporting Fire Prevention Bureau activities by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Hydrants Inspected/flow tested 1,295 1,295 1,300 Bureau fire inspections 501 631 700 Construction plans reviewed 415 526 600 Fire equipment test witnessed 244 339 400 Staff hours on cause and origin investigations 270 336 390 Public education presentations 378 730 750 Customer request for information 2,793 3,725 4,000 Approved Adjustments in 2006-2007 Budget 220 -- 221 of 642 -- CITY OF EVANSTON FIRE PREVENTION 2310 2005 - 2006 2006 2007 - Appropriation Approved 2310 FIRE PREVENTION 61010 REGULAR PAY 379,800 372,600 61110 OVERTIME PAY 12,500 13,000 61510 HEALTH INSURANCE 41,000 46,500 61615 LIFE INSURANCE 600 62210 PRINTING 1,500 1,500 62245 OTHER EQMT MAINTENANCE 4,000 3,500 62250 COMPUTER EQUIPMENT MAINT 9,000 10,000 62295 TRAINING & TRAVEL 800 800 62305 RENTAL OF AUTO-FLEET SER 23,500 25,700 62345 COURT COST/LITIGATION 300 300 62360 MEMBERSHIP DUES 800 600 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65095 OFFICE SUPPLIES 3,000 2,500 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2310 FIRE PREVENTION 480,300 480,500 221 -- 222 of 642 -- 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 2006-2007 Objectives • Provide an advanced course in pediatric life support to all paramedics by February 2007 • Provide firefighter orientation and training for five new members by February 2007 • Provide EMT-paramedic training for two members by February 2007 • Re-evaluate our mutual aid needs and design and implement any needed adjustments by February 2007 • In cooperation with Fleet Service, design a vehicle specification for a replacement pumper by February 2007 • In cooperation with Fleet Service, equip and place into service a heavy rescue vehicle by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected City fire-insurance rating 3 3 3 All Fire Dept. incidents excluding ambulance calls 3,093 3,075 3100 Ambulance calls 4,697 4,721 4,750 Fire Alarm System activations (Included above) 1,494 1,520 1,550 Number of fires (included above) 210 250 245 Number of fires to one/two-family dwellings (included above) 25 20 20 Average fire alarm response time 344 350 350 Average ambulance response time 350 400 400 Training hours/firefighter 240 240 240 Number of paramedics 78 80 82 Approved Adjustments in 2006-2007 Budget 222 -- 223 of 642 -- CITY OF EVANSTON FIRE SUPPRESSION 2315 2005 - 2006 2006 2007 - Appropriation Approved 2315 FIRE SUPPRESSION 61010 REGULAR PAY 7,374,000 7,579,000 61110 OVERTIME PAY 372,000 38,700 61111 HIREBACK OT 586,900 61113 TRAINING OT 40,900 61510 HEALTH INSURANCE 906,600 957,900 61615 LIFE INSURANCE 10,000 10,100 62210 PRINTING 1,200 1,200 62295 TRAINING & TRAVEL 40,000 35,000 62305 RENTAL OF AUTO-FLEET SER 587,700 641,500 62360 MEMBERSHIP DUES 3,500 3,500 62430 CUSTODIAL CONTRACT SERVICES 6,000 5,000 62509 SERVICE AGREEMENTS / CONTRACTS 6,000 5,000 62521 MEDICAL EQ MAINT AGREEMENTS 13,000 13,000 62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000 62523 EXTRICATION EQ MAINT AGREEMNTS 3,500 3,000 62605 OTHER CHARGES 10,000 10,000 65005 AGRI/BOTANICAL SUPPLIES 600 300 65010 BOOKS, PUBLICATIONS, MAPS 1,200 1,000 65015 CHEMICALS 6,000 6,000 65040 JANITORIAL SUPPLIES 10,000 11,000 65075 MEDICAL & LAB SUPPLIES 7,000 7,000 65085 MINOR EQUIPMENT & TOOLS 4,000 4,000 65090 SAFETY EQUIPMENT 1,500 1,500 65095 OFFICE SUPPLIES 2,500 1,500 65105 PHOTO/DRAFTING SUPPLIE 1,000 800 65125 OTHER COMMODITIES 1,200 1,200 65625 FURNITURES & FIXTURES 92,000 62,000 2315 FIRE SUPPRESSION 9,465,500 10,032,000 223 -- 224 of 642 -- City of Evanston Health and Human Services Employee Status Description Job Type Description 2006-2007 Position FTE Adult Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Public Health Nurse 1.00 Part-time Regular Medical Supervisor 0.10 2430 Total 2.10 Food & Environmental Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Clerk II 1.00 Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00 Full-time Regular Environmental Hlth Supervisor 1.00 Full-time Regular Health Program Coordinator 1.00 Full-time Regular Secretary II 1.00 2435 Total 7.00 Vital Records Full-time Regular Clerk Typist I 1.00 Full-time Regular Clerk III 1.00 Part-time Regular Clerk II 0.40 Part-time Regular Clerk II 0.25 2440 Total 2.65 Community Intervention Services Full-time Regular Administrative Aide 1.00 Full-time Regular Communications Coordinator 1.00 Full-time Regular Outreach Specialist 1.00 Part-time Regular Inclusion Specialist 0.50 2450 Total 3.50 Mental Health & Purchased Services Full-time Regular Asst Director, Mental Health 1.00 Full-time Regular Secretary II (split with 2530) 0.50 2455 Total 1.50 Commission on Aging Full-time Regular Long Term Care Ombudsman 1.00 Full-time Regular Secretary II (split with 2455) 0.50 2530 Total 1.50 Health & Human Services Total 37.80 Expenditures as a % of 2007General Fund Budget 5.46% Three Year Fiscal History $4,739,400 $4,679,600 $4,717,009 $4,200,000 $4,300,000 $4,400,000 $4,500,000 $4,600,000 $4,700,000 $4,800,000 $4,900,000 $5,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 224 -- 225 of 642 -- City of Evanston Health and Human Services Employee Status Description Job Type Description 2006-2007 Position FTE Adult Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Public Health Nurse 1.00 Part-time Regular Medical Supervisor 0.10 2430 Total 2.10 Food & Environmental Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Clerk II 1.00 Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00 Full-time Regular Environmental Hlth Supervisor 1.00 Full-time Regular Health Program Coordinator 1.00 Full-time Regular Secretary II 1.00 2435 Total 7.00 Vital Records Full-time Regular Clerk Typist I 1.00 Full-time Regular Clerk III 1.00 Part-time Regular Clerk II 0.40 Part-time Regular Clerk II 0.25 2440 Total 2.65 Community Intervention Services Full-time Regular Administrative Aide 1.00 Full-time Regular Communications Coordinator 1.00 Full-time Regular Outreach Specialist 1.00 Part-time Regular Inclusion Specialist 0.50 2450 Total 3.50 Mental Health & Purchased Services Full-time Regular Asst Director, Mental Health 1.00 Full-time Regular Secretary II (split with 2530) 0.50 2455 Total 1.50 Commission on Aging Full-time Regular Long Term Care Ombudsman 1.00 Full-time Regular Secretary II (split with 2455) 0.50 2530 Total 1.50 Health & Human Services Total 37.80 225 -- 226 of 642 -- City of Evanston Health and Human Services Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2407 – Health Services Admin. 283,307 350,700 290,053 291,600 2410 – Laboratory Services 106,508 112,600 102,872 110,100 2415 – Family Health 728,553 667,400 652,848 695,800 2420 – Infectious Disease Control 202,100 286,200 160,037 248,400 2425 – Dental Services 227,439 200,700 213,371 240,800 2430 – Adult Health 296,639 193,000 283,977 301,900 2435 – Food & Environment 499,637 496,200 476,882 545,600 2440 – Vital Records 120,297 115,700 116,224 122,600 2445 – Health Department Grants 620,594 620,400 621,170 326,000 Total Expenditures: $ 3,085,074 $ 3,042,900 $ 2,917,434 $ 2,882,800 Revenues: 55125 – Adolescent Health Program Grant 69,397 56,600 42,400 30,600 55310 – Bio-terrorism Grant 258,629 80,000 167,348 76,000 53215 – Birth Certificate Fees 92,934 83,500 83,660 85,000 53220 – Death Certificate Fees 45,190 47,500 45,337 47,000 55130 – Childhood Lead Poisoning Grant 1,305 4,000 523 2,000 53075 – Dental Fees & Reimbursement 75,973 68,000 68,539 68,000 53135 – 53180 Dental Fees (specific) 15,389 15,800 16,520 15,750 55035 – Family Case Management Grant 112,063 123,800 125,212 124,600 55090 – Family Planning Grant (Title XX) 52,626 54,500 60,800 54,500 53080 – Flu & Pneumonia Program 8,115 23,500 10,852 23,500 53190 – Food Delivery Vehicle 4,680 6,500 6,545 6,500 53105 – Food Establishment License Fees 155,394 150,000 151,072 150,000 55140 – Genetic Education Grant 17,850 10,200 5,100 10,200 53100 – Health Service Fees – Lab 8,182 16,200 13,743 12,000 55040 – IDPH Dental Sealant Grant 2,819 4,200 2,367 2,800 55025 – IDPH – Local Health Protection 47,229 63,300 95,029 63,300 55085 – Illinois Tobacco Free Grant 12,285 25,000 25,593 25,000 55080 – Kid Care Agreement 9,550 11,300 6,150 11,300 52055 – Long Term Care License Fees 119,100 112,400 97,980 113,000 55145 – Prostate Cancer Awareness Grant 7,028 0 8,327 0 53050 – Sanitation Classes 10,815 10,000 5,847 5,000 53025 – Skokie Contract (VD Program) 1,500 2,250 2,250 2,250 55150 – Tanning Facility Inspections 150 0 200 0 55135 – Teen Parent Services 34,236 30,000 38,600 35,000 53210 – Tobacco License Fees 13,408 15,000 12,750 13,000 53020 – Tuberculosis Nursing Svcs. Grant 12,000 12,000 12,102 12,000 55105 – Vision & Hearing Grant 100 6,400 14,300 8,000 Total Revenues: $ 1,187,947 $ 1,031,950 $ 1,119,146 $ 996,300 Notes for Financial Summary The major change to departmental expenditures is the result of the expiration of the Reach Learn and Grow Grant (formerly S.E.E.D.) funding – and the relative decrease in expenditures related to the grant. 226 -- 227 of 642 -- City of Evanston Health and Human Services Department Performance Report on FY 2005-2006 Major Program Objectives The community health assessment is underway. Health indicator data has been collected and analyzed. Two community input sessions are scheduled for early November as well as interviews with key informants. It is anticipated that the assessment will be ready for City Council review in February 2006. A major bioterrorism exercise is currently scheduled for mid-November. Evanston will participate in a regional exercise along with state and county partners. Department staff has completed incident command training in compliance with federal guidelines. West Nile Virus increased in 2005 because of the extended hot weather. The department trapped and tested mosquitoes for the first time, and trap counts were consistently high all summer. Swimming bans declined by 25% in 2005. It is anticipated there will be sufficient flu vaccine available this year for all residents seeking vaccination. The department is hosting a number of community education forums for older adults to assist them in deciding how to best utilize the new Medicare Prescription Drug Benefit. 2006-2007 Department Initiatives 1. Establishment of a civilian Medical Reserve Corps for public health emergencies 2. Implementation of online food service inspection reports 3. Implementation of the recommendations of the EPLAN Community Health Assessment 4. In cooperation with the Community Development Department, develop of a comprehensive lead-based paint policy 227 -- 228 of 642 -- 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 included staff of the Public Health Division, Mental Health Board, Commission on Aging, and community intervention programs. The director serves as the Public Health Director and is responsible for interdepartmental coordination with federal, state, and county health officials. The director is also responsible for all public information related to infectious disease outbreaks and public health risks. The director is responsible for the monitoring and 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 and Evanston Commission on Aging. The director's office issues Group- and Residential-Care home licenses, Child Residential-Care home licenses, and home day-care permits. The director's office provides primary staff support to the City Council, Human Services Committee, the Evanston Community Health Advisory Board, and the Homeless Task Force. FY 2006-2007 Objectives • In conjunction with the Legal Department, submit ordinance revisions allowing for local quarrantine and isolation in the event of infectious disease outbreaks, for City Council consideration • Submit a report on the impact of federal homelessness funding over the past ten years to the City Council • To make food service inspection reports available online Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Human Services committee packets 11 10 12 Public health media Inquiries 150 125 150 Regional bioterrorism meetings 18 17 18 Day care permits issued 75 77 80 Approved Adjustments in 2006-2007 Budget 228 -- 229 of 642 -- CITY OF EVANSTON HEALTH SERVICES ADMIN 2407 2005 - 2006 2006 2007 - Appropriation Approved 2407 HEALTH SERVICES ADMIN 61010 REGULAR PAY 292,400 227,900 61055 TEMPORARY EMPLOYEES 5,000 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 30,000 27,900 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 1,800 4,800 62185 OTHER CONSULTING SERVICES 5,000 2,000 62210 PRINTING 1,000 1,000 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 1,000 2,500 62295 TRAINING & TRAVEL 500 500 62360 MEMBERSHIP DUES 1,600 1,600 62380 COPY MACHINE CHARGES 5,000 20,000 65010 BOOKS, PUBLICATIONS, MAPS 300 100 65095 OFFICE SUPPLIES 300 500 65555 PERSONAL COMPUTER EQUIPMENT 4,000 2407 HEALTH SERVICES ADMIN 350,700 291,600 229 -- 230 of 642 -- City of Evanston Health and Human Services Department 2410 - Laboratory Description of Major Activities The Laboratory provides technical support and statistical information for other program elements within the Health Department. Specifically, the Laboratory performs tests for the Child Health clinic, Sexually Transmitted Disease clinic, Family Planning clinic, Head Start program, WIC program, and the Risk Assessment program. The Laboratory tests distribution waters, by contract, for the villages of Glenview and Northbrook. Evanston beaches are tested for possible pathogenic bacteria on a daily basis during the summer months with Evanston swimming pools tested monthly. FY 2006-2007 Objectives • Update procedures manual by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Blood chemistries 64 66 60 Environmental-dairy & water tests 4,866 4,800 4800 Hematology 574 580 580 Lead testing 106 124 120 Urinalysis 485 500 500 STD tests 1,918 1,900 2000 HIV antibody blood draw 1,069 1000 1,000 Approved Adjustments in 2006-2007 Budget 230 -- 231 of 642 -- CITY OF EVANSTON LABORATORY SERVICES 2410 2005 - 2006 2006 2007 - Appropriation Approved 2410 LABORATORY SERVICES 61010 REGULAR PAY 59,300 63,300 61050 PERMANENT PART-TIME 25,300 24,500 61510 HEALTH INSURANCE 15,000 9,300 61615 LIFE INSURANCE 300 300 62245 OTHER EQMT MAINTENANCE 800 800 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 200 200 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65075 MEDICAL & LAB SUPPLIES 11,100 11,100 65095 OFFICE SUPPLIES 300 300 2410 LABORATORY SERVICES 112,600 110,100 231 -- 232 of 642 -- City of Evanston Health and Human Services Department 2415 – Family Health Description of Major Activities Health Promotion and Health Education is provided to Evanston families through the Illinois Department of Human Services Family Case Management (FCM) program. Public Health Nurses perform health assessments, home visitation, counseling and support services to pre and post-natal mothers, high-risk infants and children, as well as families in crisis. Pregnant women, infants and young children in families that are below 200% of the Federal Poverty Level, qualify for the program services. Home visitation services provided for high risk infants and women who are referred via The Adverse Pregnancy Outcomes Reporting System (APORS). Public Health Nurses receive referrals of high risk infants for follow up services and public health surveillance of birth defects and other adverse pregnancy outcomes for reporting. Public Health Nurses address policy development and research. Genetic counseling, education and referral are provided to individuals and community groups. Family Health Services also conducts its immunization clinic twice per month, genetic counseling and education services, vision and hearing screenings, and offers state mandated school physical exams during the months of June through October. Family Planning Clinic is conducted providing services on a sliding scale and offers a variety of services that included physical exams, lab, pregnancy testing, individual and group education, counseling, contraceptives and social service/medical referrals. Consultation and health presentations are provided to schools, community agencies and churches during health fairs, etc. as requested. Evanston Subsequent Pregnancy Project (ESPP) is an adolescent health program that is conducted that provides education and counseling to pregnant and parenting teens with emphasis in delaying subsequent pregnancies and completing high school. A Public Health Nurse conducts at least one yearly inspection of 45 child care centers in Evanston to ensure a healthy and sanitary facility is maintained. Health education sessions are also provided for day care staff upon request. FY 2006-2007 Objectives • Expand outreach efforts with the Women, Infant and Children’s Program (WIC) of Greater Evanston for case management services. • Increase childhood immunizations by 25% for all family case management clients by 2007 • Establish relationships with hospital area discharge planners to increase APORS referral tracking and management Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of Child Health clinic visits 152 120 130 Number of WIC clinic visits/referrals 40 42 50 Number of immunizations 1,000 745 800 Number of blood lead test 150 111 130 Number of children with elevated blood lead 25 11 15 Number of productive home visits/FCM/APORS 850 1,512 1,500 Number of vision and hearing screenings 7,626 5,192 6,000 Number of school physicals 140 36 100 Number of Adolescent Health Ed. Sessions 90 71 50 Number of Adolescent Participants 840 308 750 Genetic Counseling 25 32 45 Number of Family Planning Visits 854 1,919 2,000 Number of Community Presentations 20 8 25 Number of Participants at Presentations 212 114 300 KidCare/MPE interviewed 324 359 350 KidCare/MPE approved 315 306 345 Car Seat Education 47 15 50 Approved Adjustments in 2006-2007 Budget 232 -- 233 of 642 -- CITY OF EVANSTON FAMILY HEALTH 2415 2005 - 2006 2006 2007 - Appropriation Approved 2415 FAMILY HEALTH 61010 REGULAR PAY 423,100 442,300 61050 PERMANENT PART-TIME 85,500 69,500 61110 OVERTIME PAY 7,500 7,500 61510 HEALTH INSURANCE 68,100 83,700 61615 LIFE INSURANCE 600 600 61625 AUTO ALLOWANCE 2,200 2,200 62210 PRINTING 600 1,000 62235 OFFICE EQUIPMENT MAINT 100 600 62245 OTHER EQMT MAINTENANCE 200 200 62285 COURIER CHARGES 1,500 1,500 62295 TRAINING & TRAVEL 2,100 2,100 62315 POSTAGE 300 62355 LAUNDRY/OTHER CLEANING 200 200 62360 MEMBERSHIP DUES 300 300 62465 OUTSIDE LABARATORY COSTS (HLTH 4,800 5,000 62470 TEEN PEER EDUCATOR CONTR SVCS 24,000 15,000 62475 CHILD CARE CONTRACTUAL COSTS ( 2,300 2,000 62485 PATIENT CARE EXPENSES (HLTH DE 6,000 3,000 62490 OTHER PROGRAM COSTS 20,000 64540 TELECOMMUNICATIONS - WIRELESS 2,700 2,500 64545 PERSONAL COMPUTER SOFTWARE 1,000 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65020 CLOTHING 700 400 65025 FOOD 2,000 2,500 65070 OFFICE/OTHER EQT MTN MATL 200 200 65075 MEDICAL & LAB SUPPLIES 25,000 25,000 65095 OFFICE SUPPLIES 2,000 2,500 65110 RECREATION SUPPLIES 1,400 200 65625 FURNITURES & FIXTURES 2,300 2,300 65630 LIBRARY BOOKS 200 2415 FAMILY HEALTH 667,400 695,800 233 -- 234 of 642 -- City of Evanston Health and Human Services Department 2420 – Infectious Disease Control Description of Major Activities Infectious Disease Control Infectious Disease Control is responsible for the prevention, testing, monitoring and follow up of all reportable communicable diseases to prevent the spread of those infections in the community. Bi-weekly STD clinics are provided for the diagnosis, treatment and investigative follow up of sexually transmitted diseases, including behavioral modification, motivational and educational counseling. Confidential and anonymous HIV/AIDS counseling and testing is also provided. The Department offers Tuberculosis (TB) skin testing weekly and TB clinics monthly in conjunction with the Cook County Suburban Sanitarium District. Infectious disease consultations and educational services to schools, agencies and professional groups are also provided. Promote the comprehensive viral hepatitis prevention program by ensuring that pamphlets and posters addressing hepatitis prevention and Hepatitis A and B vaccinations are available in the waiting room. Promote to all clients throughout the clinic process, and particularly those who inject and/or snort drugs, the need for acquiring protection against Hepatitis A, B and C through vaccinations and behavioral change. Provide information on services available through the Department’s Immunization (IM) clinic to patients less than 18 years of age. (Clients less than 18 years must obtain parental consent to obtain vaccinations.) FY 2006-2007 Objectives Increase the number of clients receiveing the entire series of Hepatitis B, and Hepititis A vaccinations. Develop a system of streamlining required communication and reporting of communicable diseases by January 07 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of AIDS presentations 2 22 25 Number of partricipants at AIDS presentation 125 564 450 Number of STD visits (total) 1,058 1,133 1,200 Number of STD treatment visits 484 581 450 Number of Gonorrhea cases reported 165 99 100 Number of Syphilis cases reported 25 24 15 Number of Chlamydia cases reported 420 340 300 Number counseled/tested for HIV 1,670 1,400 1,500 Number positive for HIV 6 3 0 Number of new AIDS cases 2 0 0 Number of TB clinic visits 285 181 225 Number of TB skin tests 820 907 800 Number of CD Epidemilogical investigations 208 181 200 Number of cients completing Hep B series 0 0 200 234 -- 235 of 642 -- CITY OF EVANSTON INFECTIOUS DISEASE CONTROL 2420 2005 - 2006 2006 2007 - Appropriation Approved 2420 INFECTIOUS DISEASE CONTROL 61010 REGULAR PAY 152,500 141,100 61050 PERMANENT PART-TIME 67,600 62,100 61065 SPECIAL PROJECT EMPLOYEES 25,000 61110 OVERTIME PAY 3,700 3,000 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 62210 PRINTING 500 500 62285 COURIER CHARGES 3,300 3,000 62295 TRAINING & TRAVEL 400 500 62360 MEMBERSHIP DUES 300 200 62485 PATIENT CARE EXPENSES (HLTH DE 5,000 5,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 600 500 65020 CLOTHING 200 100 65040 JANITORIAL SUPPLIES 100 65075 MEDICAL & LAB SUPPLIES 2,000 2,000 65095 OFFICE SUPPLIES 800 600 2420 INFECTIOUS DISEASE CONTROL 286,200 248,400 235 -- 236 of 642 -- 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: • Prophylaxis and fluoride treatments • X-rays • Decay-preventive sealants • Restorations • Root canal therapy and surgical procedures • Instructions on proper oral hygiene The dentist and dental-health educator conduct dental health education programs and screenings for pre-school and school-age children in cooperation with Evanston School District #65 throughout the school year. FY 2006-2007 Objectives • By February 28, 2007, assess the impact of the amendment to the School Code mandating all kindergarteners, second- and sixth-graders in public, private, or parochial schools receiving dental exams Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of clients registered at the clinic 1,798 2,025 2,075 Number of preventive visits 2,476 2,550 2,700 Number of restorative visits 1,100 1,552 1,700 Number of sealants applied 700 765 750 Number of dental health education programs 50 58 60 Number of dental health education participants 1,100 1,200 1,275 Approved Adjustments in 2006-2007 Budget 236 -- 237 of 642 -- CITY OF EVANSTON DENTAL SERVICES 2425 2005 - 2006 2006 2007 - Appropriation Approved 2425 DENTAL SERVICES 61010 REGULAR PAY 64,200 72,500 61050 PERMANENT PART-TIME 91,300 117,400 61055 TEMPORARY EMPLOYEES 4,000 3,900 61110 OVERTIME PAY 1,000 2,000 61510 HEALTH INSURANCE 15,000 18,600 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 100 300 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62295 TRAINING & TRAVEL 300 600 62340 COMPTER LICENSE & SUPP 1,000 62360 MEMBERSHIP DUES 100 500 62521 MEDICAL EQ MAINT AGREEMENTS 900 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 400 65075 MEDICAL & LAB SUPPLIES 17,500 17,500 65095 OFFICE SUPPLIES 600 600 65555 PERSONAL COMPUTER EQUIPMENT 1,000 65620 OFFICE MACH. & EQUIP. 2,200 2,300 2425 DENTAL SERVICES 200,700 240,800 237 -- 238 of 642 -- City of Evanston Health and Human Services Department 2430 – Adult Health Description of Major Activities This program identifies adult populations that are recognized as having a high risk of developing cardiovascular and other chronic diseases. Screening, education programs and monitoring activities are provided. Adult screenings include testing of blood pressure, HDL blood cholesterol, consultation and referral. Education and health promotion activities are conducted at selected community locations including churches, health fairs and food distribution sites. The Evanston Health Department licensure review process is conducted annually for the eleven long term care facilities within the Evanston community. FY 2006-2007 Objectives • Expand mammorgraphy screenings for adult women • Expand outreach and education awareness to long term care facilities • Expand educational outreach efforts regarding the need for pneumonia vaccination to vulnerable adults by january 07 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of adults in cardiovascular screening/HTN Screening 375 603 200 Number receiving cholesterol screening 175 0 200 Number receiving flu/pneumonia vaccine 1,750 1,448 1,895 Number of long term care licensure reviews by the Evanston Health Dept. 11 11 11 Number of Mammography screenings 26 26 26 Outreach and education session 0 0 25 Approved Adjustments in 2006-2007 Budget 238 -- 239 of 642 -- CITY OF EVANSTON ADULT HEALTH 2430 2005 - 2006 2006 2007 - Appropriation Approved 2430 ADULT HEALTH 61010 REGULAR PAY 113,600 149,200 61050 PERMANENT PART-TIME 27,900 100,000 61065 SPECIAL PROJECT EMPLOYEES 9,200 9,200 61510 HEALTH INSURANCE 15,000 18,600 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,800 1,500 62185 OTHER CONSULTING SERVICES 3,000 1,000 62210 PRINTING 200 100 62235 OFFICE EQUIPMENT MAINT 100 100 62295 TRAINING & TRAVEL 300 800 62360 MEMBERSHIP DUES 400 400 65010 BOOKS, PUBLICATIONS, MAPS 500 65075 MEDICAL & LAB SUPPLIES 20,000 20,000 65095 OFFICE SUPPLIES 700 700 2430 ADULT HEALTH 193,000 301,900 239 -- 240 of 642 -- 240 -- 241 of 642 -- 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 activities are food protection; rodent, vector, and public health nuisance inspections, and lead poisoning investigations. Other activities include coordination of community health planning and education, Health Division cash collections, and administration of the Illinois Smoke Free Communities grant. Food establishment inspections are made 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 of 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 provide 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. Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health Division staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff work with community organizations, businesses, schools, and the faith-based community in this effort. Youth tobacco prevention, youth- and adult-tobacco cessation, and improved indoor air quality are objectives of the Illinois Smoke Free Communities grant. Youth tobacco-prevention activities are being coordinated with the schools, the Evanston office of the American Cancer Society, and PEER Services. The fact that over 70% of the restaurants in Evanston are smoke free is being publicized. Seminars and clinics to help youth and adults quit smoking are periodically offered. 241 -- 242 of 642 -- City of Evanston Health and Human Services Department 2435 – Food & Environmental Health Services FY 2006-2007 Objectives • Assess the community need for Indoor Air Quality program services by February 2007 • Provide web-based information to educate the community about food safety by February 2007 • With help from the Legal Department, review and consider updating the current Evanston Health Nuisance laws by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of licensed food establishments 366 384 384 Total Number food inspections performed 900 950 950 Temporary food inspections performed 87 90 90 Food complaints evaluated/ inspected 45 45 45 Food safety education participants 150 400 400 Food establishment plans reviewed 32 35 35 Rat & rodent complaints investigated 110 110 110 Nuisance requests for service provided 273 200 200 Lead inspections performed 13 12 12 Swimming pools tested 125 120 120 Persons screened for Prostate Specific Antigens (PSA) 100 165 165 Persons participating in tobacco cessation activities 90 102 100 Grants administered 11 12 12 West Nile Virus Program participants 138 575 500 Approved Adjustments in 2006-2007 Budget 242 -- 243 of 642 -- CITY OF EVANSTON FOOD AND ENVIRONMENTAL HEALTH 2435 2005 - 2006 2006 2007 - Appropriation Approved 2435 FOOD AND ENVIRONMENTAL HEALTH 61010 REGULAR PAY 368,200 409,000 61055 TEMPORARY EMPLOYEES 2,400 61110 OVERTIME PAY 12,000 9,500 61510 HEALTH INSURANCE 45,000 65,100 61615 LIFE INSURANCE 600 700 61625 AUTO ALLOWANCE 500 1,000 61630 SHOE ALLOWANCE 600 600 62185 OTHER CONSULTING SERVICES 3,000 3,000 62210 PRINTING 1,600 1,600 62295 TRAINING & TRAVEL 1,100 1,500 62305 RENTAL OF AUTO-FLEET SER 15,700 17,100 62360 MEMBERSHIP DUES 1,900 1,900 62495 LICENSED PEST CONTROL SERVICES 1,500 1,500 62505 INSTRUCTOR SERVICES 2,400 2,400 62605 OTHER CHARGES 29,700 15,000 64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,900 65010 BOOKS, PUBLICATIONS, MAPS 700 900 65045 LICENSING/REGULATORY SUPP 500 500 65080 MERCHANDISE FOR RESALE 3,600 2,000 65090 SAFETY EQUIPMENT 400 65095 OFFICE SUPPLIES 1,600 1,600 65125 OTHER COMMODITIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,600 1,800 65620 OFFICE MACH. & EQUIP. 600 1,400 2435 FOOD AND ENVIRONMENTAL HEALTH 496,200 545,600 243 -- 244 of 642 -- City of Evanston Health and Human Services Department 2440 – Vital Records Description of Major Activities This department registers all births and deaths that occur in Evanston and compiles certain birth and death data for statistical reports. Certified copies of birth and death certificates are issued by this office for any birth or death occurring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body. FY 2006-2007 Objectives • Assess options other than microfilming for birth and death records retention Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of registered births 4,594 4,500 4,500 Number of registered deaths 1,177 1,100 1,100 Number of certified copies issued 26,494 25,000 25,000 Approved Adjustments in 2006-2007 Budget 244 -- 245 of 642 -- CITY OF EVANSTON VITAL RECORDS 2440 2005 - 2006 2006 2007 - Appropriation Approved 2440 VITAL RECORDS 61010 REGULAR PAY 79,000 79,300 61050 PERMANENT PART-TIME 13,000 16,000 61060 SEASONAL EMPLOYEES 1,100 1,100 61510 HEALTH INSURANCE 15,000 18,600 61615 LIFE INSURANCE 200 200 62235 OFFICE EQUIPMENT MAINT 200 200 62295 TRAINING & TRAVEL 200 200 62335 DATA PROCESSING SERVIC 5,000 5,000 62645 MICROFILMING 300 300 65095 OFFICE SUPPLIES 1,500 1,500 65105 PHOTO/DRAFTING SUPPLIE 200 200 2440 VITAL RECORDS 115,700 122,600 245 -- 246 of 642 -- 246 -- 247 of 642 -- City of Evanston Health and Human Services Department 2445 – Health & Human Services Department Grants Description of Major Activities Cook County Lead-Based Paint Hazard Control The total number of Evanston Children infected by lead poisoning in 2004 2005 was 1,181.00 confirmed. Approximately 21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to contain lead-based paint. Evanston's figures correlate to the age of the housing stock, with 93% of the housing units built prior to 1960, when lead- based paint was still used. The total number of pre-1979 housing units occupied by very low income individuals is 10,868. Assuming that a lower number of these homes have been abated or re-mediated, a conservative estimate is that 90% of these dwelling units (9782) will have lead based paint in them. About 90% of these units (8804) will have lead hazards in some form. The number of low and very low income households in Evanston is 8,716 or 31.2% of Evanston households. Low income homeowners (at or below 80% PMSI), in the first years of home ownership, will be targeted by this grant program. Reach, Grow, and Learn (formerly Project SEED) Through a three-year grant from the federal office of the Substance Abuse and Mental Health Services Administration (SAMHSA), the City of Evanston will implement Reach, Grow and Learn (Reach). The goal of Reach is to positively impact the lives of approximately 400 pre-school to kindergarten-aged children, and their families, who are in the community’s public and private child care centers and classrooms. The goal is also to affect system-level change by expanding Evanston's capacity to build a network of early childhood prevention and intervention services after the term of the grant has been completed. Over the duration of the grant, Reach will implement The Incredible Years (TIY) program and evaluate client, system, and process outcomes. Evaluation data and analysis will be integrated into ongoing strategic planning involving parents, teachers, early childhood educators, and mental health and social service planners. Another goal for Reach is to act as a catalyst for community-wide attention to early intervention and prevention efforts. The Incredible Years program is delivered through a letter of agreement with Metropolitan Family Services. The City of Evanston's Department of Health and Human Services is the primary investigator for the SAMHSA grant. NOTE: Reach was initially intended to be a 3-year project. Under an agreement with SAMHSA, Reach is being continued and funded for a 4 th , "no-cost extension" year in 2006. As the result of a late grant start-up, this was anticipated and planned from the beginning implementation of the project in order to enable Reach to complete its planned deliverables and spend the balance of lapsing grant funds. However, this is budget neutral for the City because no additional funds were allocated nor can be expended other than those in the initial, 3-year grant award. Unless additional funds can be found to sustain the program efforts, Reach will terminate no later than June 30, 2006. FY 2006-2007 Objectives Cook County Lead-Based Paint Hazard Control Grant: • Expand educational efforts to families living in residential and investor own dwellings. Reach, Grow, and Learn (previously Project SEED): • By November 30, 2006, to have provided a community-wide conference for families, child care workers, and professional on various aspects of early childhood mental health prevention, and the implementation of universal social and emotional learning interventions in the community. • By June 30, 2006, through the project's research design, demonstrate significantly positive outcomes in the lives of the families and children who have received The Incredible Years training and curriculum during Year 4 of the SAMHSA grant. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Teachers in Evanston's child care centers and classrooms trained in the TIY curriculum. 47 15 30 Provide 12-week training parent training groups to train Parents of 3-5 year olds who have kids in public and private child care centers in the TIY curriculum 282 158 250 247 -- 248 of 642 -- City of Evanston Health and Human Services Department 2445 – Health & Human Services Department Grants In conjunction with trained teachers, implement the TIY curriculum for children 3-5 years old in public and private child care centers 89 70 85 Home mitigated or abated 28 15 15 Investor owned 0 8 7 Residential dwelling 0 8 7 Approved Adjustments in 2006-2007 Budget 248 -- 249 of 642 -- CITY OF EVANSTON HUMAN SERVICES 2445 2005 - 2006 2006 2007 - Appropriation Approved 65126 BIOTERRORISM GRANT EXPENSES 80,000 26,000 65127 LEADPAINT HAZARD GRANT EXPENSE 177,900 200,000 67145 METROPOLITAN FAMILY SERVI 362,500 100,000 Grand Total(s) 620,400 326,000 249 -- 250 of 642 -- 250 -- 251 of 642 -- City of Evanston Community Intervention Services Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2450 – Community Intervention 300,094 334,600 245,484 380,600 2525 – Homeless Services 93,328 88,000 86,479 87,000 Total Expenditures: $393,422 $ 422,600 $ 331,963 $ 467,600 Revenues: 55275 – HUD Emergency Shelter 95,148 88,100 89,958 87,000 Total Revenues: $ 95,148 $ 88,100 $ 89,958 $ 87,000 Notes for Financial Summary Communtiy Intervetion Services funds emergency intervention services, disabled services, and outreach specialist services. Performance Report on FY 2005-2006 Major Program Objectives The divison provided several workshops in FY 2005/2006. The division, in conjunction with the Progress Center for Independent Living, co-sponsored a fair housing workshop at the Evanston Police Outpost. Thirty people attended the event representing various agencies from around Evanston. The division sponsored the first ever Taste Of Hispanic/Latin America, where city departments were invited to attend and participate and had a large turnout. The division also sponsored several additional events, including a workshop dealing with the subject of sexual assualt in the Evanston community, focusing primarily on the Latino community; the Health Fair, which focused on the Latino community of Evanston; and the first financial literacy workshops in conjunction with Consumer Action. Two workshops were conducted, one of which, entitled "Talking to Teens", focused on financial literacy training and taught financial literacy skills to members of the Evanston Summer Youth Employement program. The second workshop was entitled " Train the Trainer". This workshop provided an overview of all of the moduals that are included in the Moneywise Financial Literacy program developed by Consumer Action. Approximatly 33 people attended, including staff from various agencies throughout the Evanston community. 2006-2007 Department Initiatives 1. Refresh city staff on ADA-related issues with emphisis on Police and Fire 2. Community outreach specialist will provide awareness on a regular, continual basis and provide services to limited English-speaking residents with an emphisis on teaching community members about educational and social services, e.g. housing, social services agencies, Medicare, and other City of Evanston sponsored programs 251 -- 252 of 642 -- City of Evanston Community Intervention Services 2450 – Community Intervention Services Description of Major Activities Community Intervention Services (CIS) includes a variety of direct and contract services designed to address the needs of special populations within the community. CIS includes outreach and a practical assistance service to those populations for whom English is not a primary language. CIS staff also coordinates City responses to persons with disabilities, including an Adaptive Device Program, and monitoring City compliance with the Americans with Disabilities Act. CIS staff manages City funding of homelessness assistance programs, including City funding of Evanston Township for emergency assistance, the federal Emergency Shelter Grant program and the Cook County Childhood Lead Prevention Program. CIS provides staff support to the Homeless Task Force, Citizen's Advisory Committee on Compliance with the Americans with Disabilities Act, Bilingual Service, Service Providers Interagency Network (SPIN), the Cook County Childhood Lead Prevention Program, and the Illinois Lead Safe Housing Taskforce. FY 2006-2007 Objectives • Expand educational efforts to families living in residential and investor-owned dwellings about Childhood Lead Poisoning. • Develop and implement programs to provided counseling, job-placement and housing assistance to homeless ex-offenders, and continue to service the homeless population in the Overnight Shelter and Warming Center. Ongoing Activity Measures 2004-2005 Actual 2005-2005 Actual 2006-2007 Projected Applicants seeking assistance 221 103 300 Total households assisted - DPR's / Lead 26 16 30 SPIN and Wraparound mtgs for interagency intervention and case plans 12 12 12 Homeless Task Force 12 12 12 ADA Committee 0 0 12 Bilingual Service 6 6 12 Illinois Lead Safe Housing Task Force meeting 6 6 6 Total number benefiting 541 262 300 Approved Adjustments in 2006-2007 Budget 252 -- 253 of 642 -- CITY OF EVANSTON COMMUNITY INTERVENTION SVCS 2450 2005 - 2006 2006 2007 - Appropriation Approved 2450 COMMUNITY INTERVENTION SVCS 61010 REGULAR PAY 152,200 165,500 61050 PERMANENT PART-TIME 14,500 34,100 61060 SEASONAL EMPLOYEES 1,900 2,000 61110 OVERTIME PAY 1,000 61510 HEALTH INSURANCE 15,000 27,900 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,600 1,600 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 900 1,000 62295 TRAINING & TRAVEL 1,200 1,200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 1,000 1,000 62491 COMUNTY INTRVENTION PROG COSTS 130,000 130,000 62605 OTHER CHARGES 13,000 13,000 64540 TELECOMMUNICATIONS - WIRELESS 600 400 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 700 800 65620 OFFICE MACH. & EQUIP. 900 2450 COMMUNITY INTERVENTION SVCS 334,600 380,600 253 -- 254 of 642 -- City of Evanston Community Intervention Services 2525 – Homeless Services Description of Major Activities Connections for the Homeless: The agency operates Hilda's Place, a year-round, fixed-site emergency and transitional overnight shelter for adult men and women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the year. Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly in-person psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with night supervisors and the mental health case manager; (c) personnel costs associated with the substance abuse case manager, (d) operational services and supplies for the shelter; (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. Evanston Ecumenical Action Council: The agency operates the Hospitality Center for the Homeless on a year-round basis. The center is open five days a week, Monday through Friday. The Hospitality Center provides guests with shelter from the elements during the day, ongoing case management services, and an on-site social worker and employment 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. FY 2006-2007 Objectives • Continue to provide counseling, job-placement and housing assistance to homeless ex-offenders and to service the homeless population in Overnight Shelter and Warming Center Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Persons Served at: Connections for the homeless 270 275 325 EEAC 350 400 425 Fresh Start 100 200 350 Approved Adjustments in 2006-2007 Budget 254 -- 255 of 642 -- CITY OF EVANSTON HOMELESS SERVICES 2525 2005 - 2006 2006 2007 - Appropriation Approved 2525 HOMELESS SERVICES 67105 YOUTH JOB CENTER 12,000 67110 CONNECTIONS FOR THE HOMELESS 68,000 68,000 67115 EVAN EC ACT CN-HOMELESS 8,000 9,000 67165 FRESH START 10,000 2525 HOMELESS SERVICES 88,000 87,000 255 -- 256 of 642 -- 256 -- 257 of 642 -- City of Evanston Mental Health Board & Community Purchased Services Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2455 – Mental Health Admin. 122,920 115,100 120,018 120,300 2460 – Community Purchased Services 828,900 828,900 826,650 829,000 Total Expenditures: $ 951,820 $ 944,000 $ 946,668 $ 949,300 Notes for Financial Summary Performance Report on FY 2005-2006 Major Program Objectives The Mental Health Board (MHB) monitored 27 programs in 19 funded agencies. Each MHB member served as an agency liaison for regular, monthly contact with two agencies; monthly statistical reports were received about each funded program; and narrative program reports were received quarterly. In the last fiscal year, the MHB funded programs that provided services to 8684 unduplicated Evanston individuals and families, an increase of 17% above projections; 86% of those individuals were low-income. The MHB implemented a new, electronic quarterly reporting format that provides more extensive information about outcome objectives and measures. The reporting format and criteria now emphasizes the measurable impact of services that are funded upon clients of services and/or the community. The MHB developed and adopted new funding criteria and guidelines for the FY2006-2007 funding allocation process. Each program for which funds are requested is being evaluated and rated using 6 weighted category areas, each of which will have a number of criteria. The MHB will score each of these programs on how well they meet the respective criteria and funding priorities of the board; scores will impact funding decisions by the board. The MHB sponsored, coordinated, and/or assisted in the production of the following conferences: • Fourth Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference, “Depression in Adults 50 and Over: Prevention and Treatment,” which had more than 250 participating consumers, family members, and professionals. • In conjunction with the Commission on Aging and a number of social service organizations, the seventh annual “Aging Well: Choices and Myths”, addressing mental health issues for older adults, with approximately 140 people in attendence. • The second annual “Maximizing Children’s Potential” explored “the power of the brain” and raising emotionally healthy children. A keynote presentation and 12 workshops (offering 2 in Spanish) were presented about revealing research regarding “healthy brains and healthy communities” and how a host of factors contribute to the overall health and social/emotional development of the brains of our children. Approximately 160 parents and early childhood teachers attended. • In conjunction with Answers for Special Kids, “The Reauthorization of IDEA” focused on changing laws regarding special education and the way that they will impact the child in the school. Approximately 45 parents attended this discussion, presented by a nationally recognized attorney in the field. • With School District #202, Center for Independent Futures, and Community Alternatives Unlimited, “Preparing for Life After High School” provided training to 30 particpating parents on how to begin effective transition planning for children with developmental disabilities. • The local Mental Health Association of the North Shore's street banner campaign and kick-off event, where banners were displayed throughout the community with a mental health anti-stigma theme, designating May as Mental Health Month in Evanston. MHB staff continued to oversee the implementation of Project Reach (previously SEED). This federally funded, evidence-based, mental health prevention program targets children (ages 3-5) enrolled in a day care program and offers training to their parents and teachers. The City subcontracts with Metropolitan Family Services to implement and coordinate Reach. As the result of a late grant start-up, the project is being continued and funded for one additional year, under an agreement with SAMHSA, in order to enable Reach to complete its planned objectives. Unless additional funds can be found to sustain the program efforts, Reach will terminate no later than June 30, 2006. 2006-2007 Department Initiatives 1. Continue the development and implementation of updated directory of community services that will be printed and distributed as well as made available to the community through the City’s website. 257 -- 258 of 642 -- 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 1969 local referendum to administer local tax dollars for mental health services. Its mission is to ensure the best possible environment for the promotion of mental health and emotional well being in Evanston. The MHB accomplishes this by working for system improvement, supporting and defending those residents with special needs, and educating the community about important mental health issues. The MHB works to provide 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. The programs and services are available to all Evanston residents. Additionally, the MHB has assumed responsibility for the City’s Community Purchased Service budget. Using a consolidated funding process, the board allocates funds 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. The MHB determines goals and objectives and develops funding guidelines, criteria, and priorities. An annual contract is written, data is collected from each funded program monthly and quarterly, and agencies are monitored for contract compliance. Mental Health Services provides staff support to maintain Mental Health board operations and assist the MHB in implementing its mission. They provide contract administration and assist in the monitoring of contract performance. Staff also provides information and referrals about local agency services and other public and private mental health programs. Short-term clinical intervention and case management are provided for people in crisis. A directory is published about all of the community's services. Assistance is provided to individuals to connect them with whatever services are needed, whether in Evanston or through programs in other communities. Staff also provides support for the Evanston Alliance on Homelessness, and coordinates and manages the group's proposal review process for the community's allocation of federal homeless funds. . FY 2006-2007 Objectives • By April 2006, to have completed an evaluation and assessed the utility of the MHB’s new computerized funding- criteria model, and revised them for use in the 2006 allocation process • By September 2006, to have developed funding priorities including both mental health and broad-based, human service issues • By February 2007, to have organized and provided at least four community-wide educational presentations re- lated to contemporary mental health and broad-based human service issues • By February 2007, to have regularly monitored the MHB-funded agencies’ use of City tax dollars by visiting pro- gram sites, meeting with agency staff, attending agency board meetings, and monitoring quarterly reports of out- come measures • By February 2007, to have completed an update of the directory of community services and made it available to the community as a printed document as well as through an online version on the City webpage Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Mtgs organized and facilitated for the network of providers 14 24 30 MHB liaison meetings with funded agencies NA 84 90 Services provided for families and individuals through crisis intervention, and staffings 165 210 200 Community-wide educational presentations 5 6 5 Contracts with purchased service agencies negotiated, developed, and monitored 18 19 19 Residential care home-licensing reviews implemented 3 3 4 Approved Adjustments in 2006-2007 Budget 258 -- 259 of 642 -- CITY OF EVANSTON MENTAL HEALTH PROGRAM ADMINIST 2455 2005 - 2006 2006 2007 - Appropriation Approved 2455 MENTAL HEALTH PROGRAM ADMINIST 61010 REGULAR PAY 92,600 96,300 61510 HEALTH INSURANCE 11,300 14,000 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 62210 PRINTING 500 700 62275 POSTAGE CHARGEBACKS 1,500 1,600 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 1,500 1,700 62380 COPY MACHINE CHARGES 3,500 3,500 65010 BOOKS, PUBLICATIONS, MAPS 600 400 65025 FOOD 300 65095 OFFICE SUPPLIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,800 2455 MENTAL HEALTH PROGRAM ADMINIST 115,100 120,300 259 -- 260 of 642 -- 260 -- 261 of 642 -- 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 (708) Board 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. They are 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. 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. In the FY06-07 City Budget, the MHB is funding 28 programs at 19 different agencies. FY 2006-2007 Objectives • Three outcome objectives and outcome measures are developed and written into each agency purchase of service contract for each of the 28 funded programs. The outcome objectives are program specific, and are monitored quarterly. • Performance objectives for each of the funded programs are developed separately, and monitored monthly. • In addition to the agencies submitting their reports on objectives to staff, each of the agencies is monitored monthly by the Mental Health Board Liaison who is assigned to the agency. Ongoing Activity Measures (Evanston Individuals Served) 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected BEHIV Educational Outreach 641 600 Note 1 Mental Health Services 7 8 10 Center for Independent Futures Community Living Options N/A 40 40 Child Care Center of Evanston Home Day Care 112 92 98 Childcare Network of Evanston Services for Children with Special Needs 80 84 85 City-Wide Scholarships (families served) 49 63 40 Connections for the Homeless Entry Point 134 141 150 Dimensions MISA Collaboration 39 47 35 Evanston Community Defender Legal Services 80 81 132 Social Work Services 68 59 Note 2 Family Focus Evanston Pregnant and Parenting Teen 183 100 150 Primary Prevention 1,113 1,074 1,110 Housing Options Residential Services 18 15 16 SHIP 14 9 10 Infant Welfare Society Teen Baby Nursery 66 132 160 261 -- 262 of 642 -- City of Evanston Mental Health Board and Community Purchased Services 2460 – Community Purchased Services Legal Assistance Foundation of Metro Chicago Evanston Legal Services 610 533 550 Metropolitan Family Services Family Support and Prevention (families served) 56 38 35 General Family Counseling 816 747 800 North Shore Senior Center Evanston/Skokie Valley Senior Services 2,307 2,224 2,230 PEER Services Adolescent Treatment 101 92 90 Adult Treatment 103 103 110 Youth Early Intervention 178 148 150 SHORE: Community Services Lois Lloyd Center 34 28 30 DD Residential Services 33 31 33 Thresholds Transitions 32 30 50 Trilogy Evanston Psychosocial Activities Program 38 50 50 Youth Job Center Youth Opportunity Creation Initiative 782 575 Note 3 Y.O.U. Youth Development 571 680 700 Note 1: Evanston Community Defender did not request funds for Social Work Services in FY 05/06 and transferred their entire request to Legal Services. The agency again requested funds for Social Work Services for FY 06/07, but this program is not being funded. Note 2: BEHIV did not request funds for Community Outreach Services for FY 06/07. The entire request was transferred to the agency’s Mental Health Services Program. Note 3: The Youth Job Center is not being recommended for funding for FY 06/07. Approved Adjustments in 2006-2007 Budget 262 -- 263 of 642 -- CITY OF EVANSTON COMMUNITY PURCHASED SERVICES 2460 2005 - 2006 2006 2007 - Appropriation Approved 2460 COMMUNITY PURCHASED SERVICES 67010 CHILDCARE NETWORK OF EVANSTON 130,700 132,000 67015 PEER SERVICES 73,800 74,300 67025 DIMESIONS - PEER SERVICES 61,000 60,000 67030 FAMILY FOCUS 42,700 42,700 67040 LGL ASSIST FNDTN OF METRO CHGO 36,000 36,400 67045 Y.O.U. 90,400 90,400 67050 COMMUNITY DEFENDER OFFICE 32,000 31,000 67065 HOUSING OPTIONS 23,800 25,800 67070 SHORE COMMUNITY SERVICES 44,000 46,300 67075 TRILOGY INC 6,000 6,000 67090 CHILD CARE CTR OF EVNSTON 18,500 18,500 67105 YOUTH JOB CENTER 8,000 67110 CONNECTIONS FOR THE HOMELESS 27,000 28,000 67125 INFANT WELFARE SOCIETY 80,000 80,000 67130 BETTER EXISTENCE WITH HIV 5,000 5,000 67140 NORTH SHORE SENIOR SERVICES 34,000 37,300 67145 METROPOLITAN FAMILY SERVICES 96,000 96,300 67155 THRESHOLDS 10,000 9,000 67160 CENTER FOR INDEPENDENT FUTURES 10,000 10,000 2460 COMMUNITY PURCHASED SERVICES 828,900 829,000 263 -- 264 of 642 -- 264 -- 265 of 642 -- City of Evanston Commission on Aging Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2530 – Commission on Aging 113,218 117,500 115,609 127,500 2535 – Subsidized Taxi Program 240,233 212,400 285,833 252,400 Total Expenditures: $ 353,451 $ 329,900 $ 401,442 $ 379,900 Revenues: 55255 – Community Aging Grant – Advocate 30,775 33,000 31,998 41,600 53640 – Participant Contributions 80,289 68,000 97,779 88,000 Total Revenues: $ 111,064 $ 101,000 $ 129,777 $ 129,600 Notes for Financial Summary The Subsidized Taxicab Program usage continues to increase, providing increases in revenue as well as cost to the City. The 2005-06 budget includes an increase in the resident share for subsidized taxi rides of $0.50 per ticket - making the cost a 50-50 share between the resident and the city. This increases the revenue by $20,000. The ombudsman program has received additional grant funding from the Illinois Department on Aging and the Illinois Department of Public Health to cover the cost of a .6 FTE ombudsman, who assists with program activities. Thirty- four percent of the Commission on Aging budget (2530) is covered by grants from the Illinois Department on Aging and the Illinois Department of Public Health. Performance Report on FY 2005-2006 Major Program Objectives Staff revised program brochures and resource directories and distributed them to City buildings and community agencies, including the Levy Senior Center, public libraries, senior service agencies, senior housing buildings, long- term care facilties, and faith-based organizations located in Evanston. In addition, resource directories were provided to the volunteers of three faith-based senior companion and volunteer organizations, and were distributed during flu clinics, the Aging Well Conference, and health fairs. A revised brochure containing information on City and community senior services is accessable through the City website. This past year information on senior services, including those sponsored by the City, were included in an issue of Highlights. Staff established and coordinated a regular schedule of meetings with local bank officials, elder-abuse and senior- service agency staff, and City staff to enhance the identification, reporting and investigation of financial exploitation of seniors. In addition, staff consulted with long term care facility staff, the Evanston and State Police Departments and local bank officials to identify and investigate financial exploitation cases in long term care facilities. Staff initiated the establishment of a complex case review team in conjunction with several community agencies and City departments. Although coordinated discussions of complex cases have occurred on an as needed basis, the establishment of a monthly schedule for case discussions was complicated by one agency's concern about confidentiality of client information. Staff evaluated the availability of lift equiped vehicles to Subsidized Taxicab Program users. Currently one cab company has a lift equiped vehicle. This vehicle is not consistently available to program users due to demand. Staff are discussing ways to increase access to program users and to expand the number of lift equiped vehicles available through other companies. 2006-2007 Department Initiatives 1. Continue to evaluate program effectiveness and identify areas for improvement – further outreach and program development 2. Continue to improve driver courtesy and responsiveness in order to better serve taxicab program participants 265 -- 266 of 642 -- 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, advocates on behalf of long-term care facility residents, and investigates complaints about care. In addition, the commission: • Trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings • Provides information, assistance and referral services to callers • Provides education to the elderly and their families about services for senior citizens • 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 • Administers a subsidized taxicab program with the City Collector's Office • Administers a handyman program in conjunction with CEDA's "Neighbors at Work" FY 2006-2007 Objectives • Evaluate the impact of the increased number of isolated seniors referred for assistance to program staff, and establish a framework for the case management of these complex community situations by September 2006 • Establish a council that would work with families of residents living in Evanston long-term care facilties by June 2006 • By May 2006, provide education on the federal and state prescription drug programs and assist eligible seniors to sign up for available programs Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Callers given information, assistance, or referrals 1,700 1,800 1,800 In-home assessments of at-risk seniors 100 105 105 Long-term care facility residents assisted 1,700 1,700 1,700 Long-term care facility resident complaints handled by the ombudsman program 119 125 125 Handyman visits 145 145 146 Approved Adjustments in 2006-2007 Budget 266 -- 267 of 642 -- CITY OF EVANSTON COMMISSION ON AGING 2530 2005 - 2006 2006 2007 - Appropriation Approved 2530 COMMISSION ON AGING 61010 REGULAR PAY 80,500 84,000 61050 PERMANENT PART-TIME 15,600 18,600 61510 HEALTH INSURANCE 11,300 13,900 61615 LIFE INSURANCE 100 200 61625 AUTO ALLOWANCE 1,200 1,200 62275 POSTAGE CHARGEBACKS 2,100 2,100 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,200 3,000 62605 OTHER CHARGES 400 400 64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 400 300 65025 FOOD 500 500 65095 OFFICE SUPPLIES 400 500 2530 COMMISSION ON AGING 117,500 127,500 267 -- 268 of 642 -- 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 to those under the age of 60 with mobility impairments. The program may be used anywhere in Evanston, with any Evanston cab company, 24 hours per day, 7 days per week. The coupons are returned by the taxi companies to the City for reimbursement. Coupons may be purchased by program participants for $2.00, and are available at the Evanston City Collector's Office, the Levy Senior Center, and the United Way. The program is jointly administered by the Commission on Aging and the City Collector's Office. FY 2006-2007 Objectives • Evaluate the need to increase the price of taxicab coupons, including consideration of the amount reimbursed to taxi drivers, the amount charged to program users, and the cost assumed by the City of Evanston, based on the increased cost of gasoline. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Total persons registered 1,750 1,821 1,894 New registrations in fiscal year 190 246 260 Average number of trips per day 137 148 158 Number of coupons sold 40,144 44,169 48,586 Number of coupons redeemed 49,884 54,020 58,499 Approved Adjustments in 2006-2007 Budget 268 -- 269 of 642 -- CITY OF EVANSTON SUBSIDIZED TAXICAB PROGRM 2535 2005 - 2006 2006 2007 - Appropriation Approved 2535 SUBSIDIZED TAXICAB PROGRM 62210 PRINTING 1,600 1,600 62275 POSTAGE CHARGEBACKS 800 800 62695 COUPON PMTS-CAB SUBSIDY 210,000 250,000 2535 SUBSIDIZED TAXICAB PROGRM 212,400 252,400 269 -- 270 of 642 -- City of Evanston Public Works Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Director of Public Works Full-time Regular Director, Public Works 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 Full-time Regular Management Analyst ( Split with 2665 ) 0.50 2605 Total 2.50 Municipal Service Center Part-time Regular Custodian I ( 2 @ .5 FTE ) 1.00 2610 Total 1.00 EDOT Administration Full-time Regular Dir of Transportation/City Eng 1.00 Full-time Regular Executive Secretary (non-dept. Head) 1.00 2620 Total 2.00 City Engineer Full-time Regular Senior Engineer 1.00 Full-time Regular Engineering Associate II ( 3 @ 1 FTE ) 3.00 Full-time Regular Civil Engineer III ( Split with 7400 )* 0.00 Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00 Full-time Regular Civil Engineer I 1.00 2625 Total 8.00 Traffic Engineering Full-time Regular Traffic Engineering Technician (Split with 7005)* 0.50 Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00 Full-time Regular Civil Engineer II 1.00 2630 Total 3.50 Traffic Signs Full-time Regular Traffic Sign Repair Worker ( 3 @ 1 FTE ) 3.00 2635 Total 3.00 Signals & Streetlights Full-time Regular Traffic Electrician Leader 1.00 Full-time Regular Traffic Electrician ( 4 @ 1 FTE ) 4.00 2640 Total 5.00 Public Works Three Year Fiscal History $11,902,800 $12,674,700 $12,084,910 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 $15,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 14.77% 270 -- 271 of 642 -- City of Evanston Public Works Employee Status Description Job Type Description 2006-2007 Position FTE Enforcement & Tickets Full-time Regular Parking Enforcement Supervisor 1.00 Full-time Regular Parking Operations Clerk 1.00 Full-time Regular Parking Enforcement Officer ( 13 @ 1 FTE ) 13.00 Full-time Regular Parking Enforcement Coord ( 2 @ 1 FTE ) 2.00 2645 Total 17.00 Streets & Sanitation Administration Full-time Regular Superintendent, Streets/San 1.00 Full-time Regular Public Works Supervisor ( 3 @ 1 FTE ) 3.00 Full-time Regular Streets/San Admin Assistant 1.00 Full-time Regular Management Analyst ( Split with 2605) 0.50 2665 Total 5.50 Street & Alley Maintenance Full-time Regular Public Works Crew Leader ( 2 @ 1 FTE ) 2.00 Full-time Regular Public Works Maint Wrkr II ( 2 @ 1 FTE ) 2.00 Full-time Regular Equipment Operator III ( 3 @ 1 FTE ) 3.00 Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00 Full-time Regular Equipment Operator I 1.00 2670 Total 13.00 Street Cleaning Full-time Regular Public Works Maint Wrkr II ( 3 @ 1 FTE ) 4.00 Full-time Regular Equipment Operator III 1.00 Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 3.00 2675 Total 8.00 Refuse Collection and Disposal Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 15.00 Part-time Regular Recycling Attendant 0.75 2685 Total 15.75 Yard Waste Services Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00 2695 Total 6.00 Public Works Total 90.25 271 -- 272 of 642 -- 272 -- 273 of 642 -- City of Evanston Public Works Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2605 – Director of Public Works 200,689 195,400 199,800 238,800 2610 – Municipal Service Center 250,568 212,400 336,526 290,500 Total Expenditures: $ 451,257 $ 407,800 $ 536,326 $ 529,300 Notes for Financial Summary Performance Report on FY 2005-2006 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. The continuing fleet-replacement program purchased three new garbage trucks. The Asbury bridge replacement over the CTA yellow line was started with completion anticipated by spring 2006. The "prototype block" of the Chicago Avenue Streetscape was completed; planning and design started on the remainder of this project. A consultant was hired to complete the evaluation of street conditions and develop a five-year plan in this area. In conjunction with Facilities Management, the 20-plus-year-old roof at the Service Center was replaced. Progress continued on the Bike Plan, with significant implementation to occur in 2006. The JULIE system was upgraded so that information is reported in real time online. A 60-ton per hour snow melter was purchased for use in the downtown and other business areas. 2006-2007 Department Initiatives • Evaluate the current recycling program and consider changing the size and collection technique of the bins, with the goal being an increase in the amount of diversion from the refuse stream • Evaluate the location of the salt dome and plan for its replacement • Investigate the amount of un-permitted street work and decrease it by identifying and fining the violators • Begin a benchmarking effort in Streets and Sanitation to record the current activity measures which will allow us to improve the effectiveness and efficiency of our service delivery 273 -- 274 of 642 -- 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, Fleet Services, Water and Sewer Utilities, and Municipal Service Center operations. FY 2006-2007 Objectives • To double the amount of street resurfacing (contingent upon funding approval) • To investigate the feasibility of adjusting vehicle life based on actual downtime and service cost • To investigate the feasibility of increasing the size of recycling containers • To develop a five-year plan for the Municipal Service Center Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Flood and pollution-control meetings 6 6 6 Meetings/hearings of Board of Local Improvements 29 21 22 Parking Committee meetings 11 10 11 Supervisor training sessions 10 4 4 Approved Adjustments in 2006-2007 Budget 274 -- 275 of 642 -- CITY OF EVANSTON DIRECTOR OF PUBLIC WORKS 2605 2005 - 2006 2006 2007 - Appropriation Approved 2605 DIRECTOR OF PUBLIC WORKS 61010 REGULAR PAY 176,200 206,500 61510 HEALTH INSURANCE 15,000 23,300 61615 LIFE INSURANCE 500 300 61625 AUTO ALLOWANCE 4,800 61630 SHOE ALLOWANCE 200 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,000 1,000 2605 DIRECTOR OF PUBLIC WORKS 195,400 238,800 275 -- 276 of 642 -- 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 2006-2007 Objectives • Continue to upgrade all internal lighting fixtures and electrical components in buildings A, B & C to provide better quality of light, longer life for the fluorescent tubes, and be more energy efficient • Complete exterior painting of the entire facility by September 2006 • Complete replacement of all exterior doors with fiberglass and replace existing locking mechanisms with no key technology by September 2006 • Replace severely corroded steel gates and decorative fencing by September 2006 • Utilize fleet software inventory program for the first floor warehouse stored material Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Conduct annual truck bay cleanup by all user departments 1 1 1 Cordinate fire drills with the Fire Prevention Bureau 2 2 2 Conduct annual lighting fixture cleanup 1 1 1 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 2006-2007 Budget 276 -- 277 of 642 -- CITY OF EVANSTON MUNICIPAL SERVICE CENTER 2610 2005 - 2006 2006 2007 - Appropriation Approved 2610 MUNICIPAL SERVICE CENTER 61050 PERMANENT PART-TIME 41,300 46,000 61110 OVERTIME PAY 300 61630 SHOE ALLOWANCE 400 300 62205 ADVERTISING 400 400 62225 BLDG MAINTENANCE SERVICES 3,000 3,000 62235 OFFICE EQUIPMENT MAINT 200 200 62245 OTHER EQMT MAINTENANCE 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 5,600 6,100 62355 LAUNDRY/OTHER CLEANING 1,600 62375 RENTALS 7,000 6,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 4,000 62425 ELEVATOR CONTRACT COSTS 4,800 4,800 62430 CUSTODIAL CONTRACT SERVICES 20,000 21,000 62440 OVERHEAD DOOR CONTRACT COSTS 20,000 21,000 62446 ROOF REPAIR CONTRACTUAL SVCS 2,000 1,000 62518 SECURITY/ALARM CONTRACTS 3,000 3,000 64005 ELECTRICITY 3,000 2,500 64015 NATURAL GAS 90,000 90,000 64505 TELECOMMUNICATIONS - CARRIER L 700 64540 TELECOMMUNICATIONS - WIRELESS 700 700 65005 AGRI/BOTANICAL SUPPLIES 5,000 2,500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 35,000 36,000 65040 JANITORIAL SUPPLIES 10,000 10,000 65050 BLDG MAINTENANCE MATERIAL 15,000 15,000 65085 MINOR EQUIPMENT & TOOLS 1,000 2,000 65090 SAFETY EQUIPMENT 10,000 5,000 65095 OFFICE SUPPLIES 500 600 65515 OTHER IMPROVEMENTS 7,000 7,000 65625 FURNITURES & FIXTURES 5,500 65650 VISUAL MEDIA COLLECTION 500 600 2610 MUNICIPAL SERVICE CENTER 299,300 290,500 277 -- 278 of 642 -- 278 -- 279 of 642 -- City of Evanston Division of Transportation Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2620 – E.D.O.T. Administration 114,251 178,200 149,681 178,400 2625 – Engineering 742,062 645,400 669,494 678,300 2630 – Traffic Engineering 350,830 288,200 335,755 363,300 2635 – Traffic Signs 297,823 269,300 266,140 284,700 2640 – Signals & Streetlights 751,877 720,500 655,192 739,500 2645 – Enforcement & Tickets 1,169,131 1,093,500 1,059,126 1,305,400 2650 – School Crossing Guards 289,032 293,400 282,825 295,600 Total Expenditures: $ 3,715,006 $ 3,488,500 $ 3,418,213 $ 3,845,200 Revenues: 52010 – Vehicle Licenses 2,219,131 2,100,000 2,128,710 2,200,000 52530 – Boot Release Fee 114,250 121,500 91,825 115,000 52505 – Parking Ticket Fines 3,146,566 3,640,000 2,843,212 3,790,000 52131 – Visitor Parking Permits 14,107 18,000 13,608 14,000 52130 – Resident Parking Permits 123,345 116,000 118,141 120,000 56175 – Ryan Field Parking Permits 11,560 12,000 13,020 12,000 Total Revenues: $ 5,628,959 $ 6,007,500 $ 5,208,516 $ 6,251,000 Notes for Financial Summary Revenue for parking tickets underperformed in 2005-06 due to the construction of the Sherman Avenue development, which upset street parking and required more leniency in the distribution of parking fines. Performance Report on FY 2005-2006 Major Program Objectives The Division of Transportation has completed the following projects in the FY2005-06 fiscal year: STREET INFRASTRUCTURE AND ADA COMPLIANCE • Engineering and construction of the expanded alley-paving projects with 15 alleys constructed in 2005 • Annual street resurfacing projects with 22 resurfacing projects completed • Installation of all traffic calming devices approved by City Council through July 2005 • All 50/50 sidewalk project requests • 1,160 feet of curb and 9,700 sq. ft. of sidewalk under the CBDG Block Curb and Sidewalk programs • 47 ADA ramps including 960 ft. of curb and 8,870 sq. ft. of sidewalk under ADA Ramp program • Advertisement for construction of the McCormick Boulevard Reconstruction project TRAFFIC SIGNAL AND INTERSECTION UPGRADES • Construction of Dodge Avenue/Church Street intersection signal upgrade • Design of traffic signals at Ashland/Central and Asbury/Central • Pavement markings inventory for citywide pavement markings program • Prequlification of Traffic Signal Studies consultants to address operational issues Citywide PARKING SYSTEMS IMPROVEMENTS • Purchase and installation of approx. 900 new parking meters to accommodate the onstreet meter rate increase • RFP issued for coordinated management contract of Evanston parking facilities 279 -- 280 of 642 -- City of Evanston Division of Transportation OTHER CITYWIDE PROJECTS • Construction of Asbury Avenue Bridge - bridge approaches to be completed spring 06 • Coordinated/Authorized traffic control and project phasing for CTA Main Street Viaduct project • Roadway surface inventory to feed 5-year Street Resurfacing program • Initiation of Skokie Swift North Shore travel market analysis • Initiated design of Chicago Avenue signal system upgrade project • Construction of Chicago Avenue Streetscape prototype block and Des/Const. of Chicago/Main Streetscape • Completed design of Chicago Avenue Streetscape 2006-2007 Department Initiatives • Completion of 5-year Street Resurfacing Program (2007 to 2011) • Completion of 5-year Traffic Signal Upgrade Plan (2007 to 2011) • Completion of 5-year Capital Plan for Downtown Parking Garages (2007 to 2011) • Completion of Skokie Swift North Shore Travel Market Analysis • Completion of McCormick Boulevard Project • Completion of Ridge Avenue Traffic Signal System Upgrade • Completion of Sheridan Road and Ridge Avenue Jurisdictional Transfer • Implementation of Evanston Bike Plan (CMAQ Funded Portion) • Coordinated Management Contract for Evanston Parking Facilities • Construction of Streetscape segments of the Chicago Ave. Streetscape in conjunction with planned developments (Autobarn/Mazda and 801Chicago) • Completion of design of Chicago Avenue Signal System upgrade • Implementation of an emergency street width policy Citywide • Upgrade of Church Street self-park revenue control equipment • Develop agreement with CTA for use/improvement to Foster and University Place parking lots 280 -- 281 of 642 -- City of Evanston Division of Transportation • Application for federal transportation funding to support and expand the street resurfacing program • Develop Manual for Site Development permitting process to include review, submission and inspection guidelines 281 -- 282 of 642 -- 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 work in the following areas: • Engineering • Traffic Engineering • Traffic Signs • Traffic Signals • Street light maintenance • Parking 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 2006-2007 Objectives • Construct the Ridge Avenue Signal CMAQ Project • Design and bid the Ridge Avenue Roadway Rehabilitation Project (for 2007 construction) • Complete the jurisdictional transfer of a section of Sheridan Road • Construct the McCormick Boulevard Roadway Improvement plan • Complete Phase II design of the Chicago Avenue Streetscape • Complete Phase II design of Chicago Avenue Signal Upgrade and Coordination Project • Continue implementation of the Chicago Ave. Streetscape - eastern side - Kedzie to Main and Lee to Greenleaf • Implement new 5-Year pavement management system (2007 - 2011) • Develop 5-Year traffic signals upgrade plan (2007 - 2011) • Complete the Skokie Swift North Shore Corridor travel market analysis • Secure funding for plan to coordinate transit services along Central Street • Complete the 5-Year plan for parking facilities structural improvements • Implement multi-space parking meters at select locations • Secure single point management agreement for operation of Evanston parking garages • Complete Evanston Bike System Plan by 2006 • Continue Tallmadge streetlight upgrade program • Continue Improvement to Engineering plan review and permitting guidelines document Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Board of Local Improvements meetings and hearings 24 22 24 Parking committee meetings 11 9 10 Northwest Municipal Conference Technical Comm. Mtg. 6 6 6 Neighborhood transportation safety meetings 8 10 10 Approved Adjustments in 2006-2007 Budget 282 -- 283 of 642 -- CITY OF EVANSTON E.D.O.T. ADMINISTRATION 2620 2005 - 2006 2006 2007 - Appropriation Approved 2620 E.D.O.T. ADMINISTRATION 61010 REGULAR PAY 160,200 154,600 61510 HEALTH INSURANCE 14,000 18,600 61615 LIFE INSURANCE 400 200 61625 AUTO ALLOWANCE 1,200 61630 SHOE ALLOWANCE 200 64540 TELECOMMUNICATIONS - WIRELESS 3,600 3,600 2620 E.D.O.T. ADMINISTRATION 178,200 178,400 283 -- 284 of 642 -- City of Evanston Division of Transportation 2625 – Engineering Description of Major Activities The Engineering section administers and supervises: • The field construction of all Motor Fuel Tax, General Obligation Bond funds, Community Development block grant and special assessment construction projects • Provides engineering services for street, alleys, sewer and water main projects • Manages signal upgrade projects and furnishes engineering services for other City departments (as required) • Oversees construction involving the public right-of-way, coordinates the Block Curb and 50/50 Sidewalk and Curb Replacement Programs • Attends meetings with technical personnel from other communities on behalf of the City. This section investigates and coordinates various funding sources to improve the City infrastructure. The Engineering section is also responsible for review and approval of private development plans, utility permits, easements and permanent use of public right-of-way in the City. FY 2006-2007 Objectives • Spot sewer repair and sewer replacement project • Street resurfacing program • 50/50 sidewalk program • Block curb & sidewalk program • Watermain replacement project with street resurfacing • Special Assessment Alley paving program • Alley and Street Vacations, Dedications and Easements • ADA ramps program • McCormick Boulevard - Complete construction • Main & Lee Street - Complete watermain installation project • Complete an isolated signal upgrade project (TBD) • Complete cul-de-sac construction identified through neighborhood traffic calming program • Complete bi-annual bridge inspections Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Plans and specifications ready to bid for various projects by May 2005 (Streets, Curb, Sidewalk, Sewer Repair and Watermain Projects) - Percentage. 100 100 100 Construction Progress of Various Projects by October in Percentage 90 90 90 Special Assessment Alley Paving Projects (# of alleys) 9 17 10 Approved Adjustments in 2006-2007 Budget 284 -- 285 of 642 -- CITY OF EVANSTON ENGINEERING 2625 2005 - 2006 2006 2007 - Appropriation Approved 2625 ENGINEERING 61010 REGULAR PAY 468,700 495,900 61055 TEMPORARY EMPLOYEES 5,000 4,100 61110 OVERTIME PAY 25,000 20,000 61510 HEALTH INSURANCE 60,600 74,400 61615 LIFE INSURANCE 700 800 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 1,400 1,100 62210 PRINTING 400 800 62215 PHOTOGRAPHERS/BLUEPRINTS 400 62235 OFFICE EQUIPMENT MAINT 1,400 1,400 62245 OTHER EQMT MAINTENANCE 400 400 62275 POSTAGE CHARGEBACKS 400 400 62280 OVERNIGHT MAIL CHARGES 200 400 62295 TRAINING & TRAVEL 2,000 3,000 62305 RENTAL OF AUTO-FLEET SER 41,000 44,800 62310 CITY WIDE TRAINING 4,000 62360 MEMBERSHIP DUES 800 1,000 62380 COPY MACHINE CHARGES 2,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 9,000 9,000 64545 PERSONAL COMPUTER SOFTWARE 15,000 12,000 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65085 MINOR EQUIPMENT & TOOLS 900 700 65090 SAFETY EQUIPMENT 200 200 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 900 900 65555 PERSONAL COMPUTER EQUIPMENT 800 800 2625 ENGINEERING 645,400 678,300 285 -- 286 of 642 -- 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 and requests, and complaints from citizens, Council members, police, and staff are investigated. This element also reviews plans to ensure that future developments have adequate access, circulation, loading, and parking. The City's Traffic Calming Program, a cooperative effort between citizens and staff to slow and reduce traffic in neighborhoods, is also administered by this element. FY 2006-2007 Objectives • Neighborhood Traffic Calming Program - To construct all traffic calming devices approved by the City Council through July of 2006 by October of 2006 • Continue maintaining accident data on the new Accident Information Management software program. • Continue Traffic Count program • Continue administration of Obstruction Permit process • Central St./Gross Point Rd./Crawford Ave. signals and lights - Complete the signal and street upgrade upon timely approval by IDOT • Central St./Girard Ave. and Central St./Ridge Ave. signals - Complete the signal upgrade pending IDOT and State Historic Preservation approval of decorative mast arms Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Aldermanic requests received and answered 100 120 120 Service requests received and answered 1,800 1,800 1,800 Development plans reviewed 275 275 275 Obstruction permit review and site visits 700 700 700 Traffic counts made 550 550 550 Traffic studies 275 275 275 Approved Adjustments in 2006-2007 Budget 286 -- 287 of 642 -- CITY OF EVANSTON TRAFFIC ENGINEERING 2630 2005 - 2006 2006 2007 - Appropriation Approved 2630 TRAFFIC ENGINEERING 61010 REGULAR PAY 209,100 278,500 61055 TEMPORARY EMPLOYEES 2,000 2,100 61110 OVERTIME PAY 10,000 5,000 61510 HEALTH INSURANCE 22,500 32,600 61615 LIFE INSURANCE 400 300 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 500 500 62210 PRINTING 8,600 8,600 62235 OFFICE EQUIPMENT MAINT 100 100 62245 OTHER EQMT MAINTENANCE 300 300 62275 POSTAGE CHARGEBACKS 3,600 3,000 62295 TRAINING & TRAVEL 500 500 62305 RENTAL OF AUTO-FLEET SER 12,600 13,800 62360 MEMBERSHIP DUES 800 900 62380 COPY MACHINE CHARGES 200 200 62506 WORK-STUDY 6,700 6,700 64540 TELECOMMUNICATIONS - WIRELESS 6,600 6,600 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 65090 SAFETY EQUIPMENT 200 200 65095 OFFICE SUPPLIES 800 800 65105 PHOTO/DRAFTING SUPPLIE 100 2630 TRAFFIC ENGINEERING 288,200 363,300 287 -- 288 of 642 -- 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, arrows, legends, and parking stalls. Traffic control for special events is provided by this element, ranging from small events, such as block parties, to large events, such as Northwestern football games and the City's 4 th of July festivities. FY 2006-2007 Objectives • To continue sign fabrication, installation, maintenance, and removal as needed • To continue implementing a multi-year Citywide pavement-marking plan • To continue to supply traffic control for special events Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Signs removed 1,000 1,249 1,000 Signs repaired/replaced 1,540 1,462 1,600 Signs fabricated 2,000 3,216 2,000 New signs installed 1,665 1,748 1,500 Special events coordinated 800 797 800 Linear feet of pavement marking applied 30,000 23,808 35,000 Crosswalks, legends, arrows 430 756 600 Parking stalls marked 52 232 300 Approved Adjustments in 2006-2007 Budget 288 -- 289 of 642 -- CITY OF EVANSTON TRAFFIC SIGNS 2635 2005 - 2006 2006 2007 - Appropriation Approved 2635 TRAFFIC SIGNS 61010 REGULAR PAY 151,300 159,200 61110 OVERTIME PAY 10,000 10,000 61510 HEALTH INSURANCE 23,000 27,900 61615 LIFE INSURANCE 200 300 61630 SHOE ALLOWANCE 400 400 62245 OTHER EQMT MAINTENANCE 400 200 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 34,100 37,200 65085 MINOR EQUIPMENT & TOOLS 1,600 1,200 65115 TRAFFIC CONTROL SUPPLI 48,000 48,000 2635 TRAFFIC SIGNS 269,300 284,700 289 -- 290 of 642 -- 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 and repairs and replaces all components of the signals and street light systems. Over 100 signals and over 6000 street lights are maintained. A major portion of the work is related to the JULIE system (Joint Utility Location Information for Excavators), which requires that we mark the location of underground cables for both the signal and street light systems for all excavations in the right-of-way. In the street light area, bulbs and ballasts are changed, knockdowns are repaired, and power centers are maintained. FY 2006-2007 Objectives • Paint and maintain street lights as required • Maintain traffic signals as required • Upgrade Tallmadge street lights with new QL lighting units • Locate underground cable through the JULIE marking system Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Controllers serviced 20 19 18 Arterial timings checked 12 12 12 Street lights upgraded 975 1,147 1,500 Street light bulbs replaced 500 501 400 Street light repairs made 750 223 650 Signal bulbs replaced 1,161 949 900 Signal repairs made 453 442 500 Approved Adjustments in 2006-2007 Budget 290 -- 291 of 642 -- CITY OF EVANSTON TRAF. SIG. & ST. LIGHT. MAINT 2640 2005 - 2006 2006 2007 - Appropriation Approved 2640 TRAF. SIG. & ST. LIGHT. MAINT 61010 REGULAR PAY 275,800 280,400 61110 OVERTIME PAY 30,000 30,000 61510 HEALTH INSURANCE 37,500 46,500 61615 LIFE INSURANCE 300 500 61630 SHOE ALLOWANCE 700 700 62245 OTHER EQMT MAINTENANCE 200 200 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 57,100 62,300 64006 STREET LIGHT ELECTRICITY 178,000 178,000 64007 TRAFFIC LIGHT ELECTRICITY 85,000 85,000 64008 FESTIVAL LIGHTING 10,000 10,000 65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000 65085 MINOR EQUIPMENT & TOOLS 1,500 1,500 2640 TRAF. SIG. & ST. LIGHT. MAINT 720,500 739,500 291 -- 292 of 642 -- 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. During FY2002-03, Parking Enforcement was expanded to cover the extended parking meter hours in the downtown and to enforce the nighttime street cleaning regulations. In addition, this program element is responsible for identifying and booting vehicles which owe the City for outstanding parking tickets. At the present time, Parking Enforcement officers are on-street 23 hours per day during the summer months, Monday - Saturday, and 22 hours all other months. The Parking Enforcement officers are brought back on Sunday evenings to enforce the "No Parking" zones along the lakefront. Parking Enforcement officers provide traffic control during special events: including 6 NU football games, the July 4th parade and fireworks programs, NU homecoming, summer festivals, Farmer's Market, and First Night Evanston. Also, they provide traffic control and street closings during emergencies, such as fires, traffic accidents, and utility collapses. Supervisory staff 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 2006-2007 Objectives • Implement new ticket-writing equipment and software by 12/31/06. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Parking tickets issued 137,716 130,000 135,000 Vehicles Booted 1,020 1,000 1,000 Approved Adjustments in 2006-2007 Budget 292 -- 293 of 642 -- CITY OF EVANSTON PARKING ENFORCEMENT & TICKETS 2645 2005 - 2006 2006 2007 - Appropriation Approved 2645 PARKING ENFORCEMENT & TICKETS 61010 REGULAR PAY 721,400 849,400 61110 OVERTIME PAY 25,300 35,000 61510 HEALTH INSURANCE 91,600 158,100 61615 LIFE INSURANCE 1,100 1,100 61630 SHOE ALLOWANCE 1,700 1,700 62185 OTHER CONSULTING SERVICES 6,500 6,800 62245 OTHER EQMT MAINTENANCE 24,500 24,500 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 90,000 98,200 62360 MEMBERSHIP DUES 300 300 62451 TOWING AND BOOTING CONTRACTS 80,000 80,000 64005 ELECTRICITY 1,500 1,500 64540 TELECOMMUNICATIONS - WIRELESS 10,200 11,900 65020 CLOTHING 6,600 6,600 65045 LICENSING/REGULATORY SUPP 25,200 25,200 65095 OFFICE SUPPLIES 1,100 1,100 65625 FURNITURES & FIXTURES 5,000 2,500 2645 PARKING ENFORCEMENT & TICKETS 1,093,500 1,305,400 293 -- 294 of 642 -- 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 seasonal. FY 2006-2007 Objectives • Initiate a contract with a traffic and safety engineer by August 31, 2006, 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 schools. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Intersections Staffed 39 39 39 Approved Adjustments in 2006-2007 Budget 294 -- 295 of 642 -- CITY OF EVANSTON SCHOOL CROSSING GUARDS 2650 2005 - 2006 2006 2007 - Appropriation Approved 2650 SCHOOL CROSSING GUARDS 61060 SEASONAL EMPLOYEES 291,400 293,600 65090 SAFETY EQUIPMENT 2,000 2,000 2650 SCHOOL CROSSING GUARDS 293,400 295,600 295 -- 296 of 642 -- 296 -- 297 of 642 -- City of Evanston Streets & Sanitation Division Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2665 – Administration 488,693 528,700 527,998 535,900 2670 – Street & Alley Maint. 1,610,781 1,514,400 1,674,985 1,640,200 2675 – Street Cleaning 823,301 852,400 676,968 897,100 2680 – Ice & Snow Removal 578,752 554,900 373,928 560,100 2685 – Refuse Col. & Disposal 2,912,925 3,087,700 3,148,279 3,251,100 2690 – Residential Recycling 836,989 817,100 824,344 825,100 2695 – Yard Waste Services 667,251 564,400 524,390 590,700 Total Expenditures: $ 7,918,692 $ 7,919,600 $ 7,750,892 $ 8,300,200 Revenues: 53605 – Residential Recycling Surcharge 641,938 628,000 600,052 828,000 53615 – Special Pickup Fees 67,163 50,000 58,239 50,000 53650 – State Highway Maintenance 133,109 90,000 94,099 130,000 Total Revenues: $ 842,210 $ 768,000 $ 752,390 $ 1,008,000 Notes for Financial Summary Revenue for the residential recycling surcharge is proposed at a $200,000 increase – the result of an increase in the recycling charge which will cover the actual cost of providing recycling pickup in the city. Performance Report on FY 2005-2006 Major Program Objectives Five more alleys were blacktopped as part of an experimental program focused on improving alley surface conditions at a lower cost. The alleys already completed in this program continue to hold up well. A 40-ton-per-hour snow melter was used in the winter of 2004-05, and a 60-ton-per-hour unit was purchased for use in upcoming winters. A request for proposals was issued for condominium garbage collection, with implementation of the new contract expected in early 2006. Conversion of unpaved alleys to recycled asphalt continued, which improves the surface conditions and reduces maintenance requirements. 2006-2007 Department Initiatives • Begin a benchmarking effort in Streets and Sanitation to record the current activity measures which will allow us to improve the effectiveness and efficiency of our service delivery • Evaluate the current recycling program and consider changing the size and collection technique of the bins, with the goal being an increase in the amount of diversion from the refuse stream 297 -- 298 of 642 -- 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 2006-2007 Objectives • To hire a second full time office worker to increase level of customer service; position is split Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Employee Safety training program 12 12 12 Equipment training programs 4 4 4 Avg. number of occasional sick days used per employee 4 4 4 Approved Adjustments in 2006-2007 Budget 298 -- 299 of 642 -- CITY OF EVANSTON STREETS AND SANITATION ADMINIS 2665 2005 - 2006 2006 2007 - Appropriation Approved 2665 STREETS AND SANITATION ADMINIS 61010 REGULAR PAY 417,200 401,200 61060 SEASONAL EMPLOYEES 1,400 61110 OVERTIME PAY 2,800 10,000 61510 HEALTH INSURANCE 37,500 51,100 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 700 700 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 39,000 42,600 62360 MEMBERSHIP DUES 200 400 64540 TELECOMMUNICATIONS - WIRELESS 27,600 27,600 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 500 500 65625 FURNITURES & FIXTURES 500 500 2665 STREETS AND SANITATION ADMINIS 528,700 535,900 299 -- 300 of 642 -- 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, less than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched and repaired. Most alleys have been changed from a crushed limestone surface to recycled asphalt, which is less expensive and holds up better in wet weather. This element also performs leaf collection and maintains the City's compost site. All residential streets posted with alternate parking signs are cleaned at least twice during the leaf 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 2006-2007 Objectives • Continued success with black topping alleys has convinced the division it is the best way to serve the public and maintain the cost of alley maintenance • Concerns of creating a heat island and drainage issues point to the weaknesses in this approach; however, the long term cost and the frequency of maintenance are strengths not to be ignored • It may be the time to have a serious discussion about the black topping of unpaved alleys as an alternative to the current practices Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Cubic yards of concrete used for repairs 556 300 300 Number of repaired utility openings 300 300 300 Tons of asphalt used for repair 1,943 2,000 2,000 Tons of leaves collected 965 1,000 1,000 Cubic yards of compost available by May 1,500 1,500 1,500 Approved Adjustments in 2006-2007 Budget 300 -- 301 of 642 -- CITY OF EVANSTON STREET AND ALLEY MAINTENANCE 2670 2005 - 2006 2006 2007 - Appropriation Approved 2670 STREET AND ALLEY MAINTENANCE 61010 REGULAR PAY 699,100 735,800 61060 SEASONAL EMPLOYEES 29,800 34,500 61110 OVERTIME PAY 60,300 60,300 61510 HEALTH INSURANCE 129,200 120,900 61615 LIFE INSURANCE 1,000 1,400 61630 SHOE ALLOWANCE 1,700 1,700 62226 COMPOST RELATED SERVICE 36,000 36,000 62295 TRAINING & TRAVEL 1,600 1,600 62305 RENTAL OF AUTO-FLEET SER 489,000 533,800 65020 CLOTHING 800 800 65055 MATER. TO MAINT. IMP. 54,000 102,100 65085 MINOR EQUIPMENT & TOOLS 6,300 6,300 65090 SAFETY EQUIPMENT 1,000 1,000 65625 FURNITURES & FIXTURES 4,600 4,000 2670 STREET AND ALLEY MAINTENANCE 1,514,400 1,640,200 301 -- 302 of 642 -- 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 are cleaned four times per year. Areas of high usage, such as business districts, are swept as needed as part of regularly scheduled routes. Sidewalks in business districts, parking lots, and viaducts are cleaned with hand equipment by a permanent crew. FY 2006-2007 Objectives • It may be appropriate to reconsider the type of sweeper used by the division, as it may be more cost effective over time to adopt another style of sweeper. For example, the Pelican (Elgin) is being challenged by the advances in other design styles Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of street sweepings on regular streets 18 18 18 Number of street sweepings on posted streets 9 9 9 Number of weeks streets are in business districts 45 45 45 Tons of debris collected by sweeping 1,400 1,400 1,400 Approved Adjustments in 2006-2007 Budget 302 -- 303 of 642 -- CITY OF EVANSTON STREET CLEANING 2675 2005 - 2006 2006 2007 - Appropriation Approved 2675 STREET CLEANING 61010 REGULAR PAY 352,800 358,100 61060 SEASONAL EMPLOYEES 65,300 67,700 61110 OVERTIME PAY 31,000 31,000 61510 HEALTH INSURANCE 54,000 74,400 61615 LIFE INSURANCE 400 400 61630 SHOE ALLOWANCE 900 900 62295 TRAINING & TRAVEL 900 900 62305 RENTAL OF AUTO-FLEET SER 269,400 294,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 73,100 65,000 65020 CLOTHING 700 700 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65090 SAFETY EQUIPMENT 900 900 65625 FURNITURES & FIXTURES 2,000 2,000 2675 STREET CLEANING 852,400 897,100 303 -- 304 of 642 -- 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 2006-2007 Objectives • Evaluate performance of recently purchased 60 ton-per-hour Snow Melter Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of snow emergency days 4 2 4 Number of snow route parking bans 4 2 4 Salt operation 2" or less (days) 16 10 16 Tons of salt used 5,000 4,600 5,000 Night snow removal operations 6 2 6 Approved Adjustments in 2006-2007 Budget 304 -- 305 of 642 -- CITY OF EVANSTON SNOW AND ICE CONTROL 2680 2005 - 2006 2006 2007 - Appropriation Approved 2680 SNOW AND ICE CONTROL 61110 OVERTIME PAY 250,800 250,800 62305 RENTAL OF AUTO-FLEET SER 56,400 61,600 62451 TOWING AND BOOTING CONTRACTS 70,800 70,800 65015 CHEMICALS 175,000 175,000 65025 FOOD 200 200 65055 MATER. TO MAINT. IMP. 500 500 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 2680 SNOW AND ICE CONTROL 554,900 560,100 305 -- 306 of 642 -- 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 2006-2007 Objectives • To explore a way to match the number of clean up dumpsters requested to the funds allocated (the figures in number of neighborhood clean-ups are the number of dumpsters ordered for each fiscal year) Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Units served by municipal crews 14,544 14,544 14,544 Number of neighborhood clean ups 291 375 375 Units served by contractual agreements 4,700 4,839 5200 Collection of bulk items within one week of request (1= 100%) 100 100 100 Materials collected per month (tons) 1,765 1,500 1,500 Amount of material collected annually (tons) 21,177 18,000 18,000 Approved Adjustments in 2006-2007 Budget 306 -- 307 of 642 -- CITY OF EVANSTON REFUSE COLLECT & DISPOSAL 2685 2005 - 2006 2006 2007 - Appropriation Approved 2685 REFUSE COLLECT & DISPOSAL 61010 REGULAR PAY 767,600 756,900 61050 PERMANENT PART-TIME 13,400 18,000 61060 SEASONAL EMPLOYEES 30,000 33,900 61110 OVERTIME PAY 75,100 75,100 61510 HEALTH INSURANCE 122,300 139,500 61615 LIFE INSURANCE 1,000 1,500 61630 SHOE ALLOWANCE 2,000 2,000 62210 PRINTING 300 300 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 1,700 1,700 62305 RENTAL OF AUTO-FLEET SER 481,600 525,700 62390 CONDOMINIUM REFUSE COLL 430,000 464,900 62405 SWANCC DISPOSAL FEES 891,100 891,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 60,000 109,300 65015 CHEMICALS 1,400 1,400 65020 CLOTHING 1,500 1,500 65055 MATER. TO MAINT. IMP. 700 700 65085 MINOR EQUIPMENT & TOOLS 800 800 65090 SAFETY EQUIPMENT 1,200 1,200 65625 FURNITURES & FIXTURES 47,000 66,600 68310 DEBT SERVC OTHER AGENCIES 158,800 158,800 2685 REFUSE COLLECT & DISPOSAL 3,087,700 3,251,100 307 -- 308 of 642 -- 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 (15,544) are serviced by a private contractor (Groot Recycling & Waste Services). Employees providing this service are budgeted in the Refuse Collection and Disposal element. FY 2006-2007 Objectives • Does not apply, service provided through a contract with Groot Recycling & Waste, Inc. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Does not apply 0 0 0 Approved Adjustments in 2006-2007 Budget 308 -- 309 of 642 -- CITY OF EVANSTON RESIDENTIAL RECYCLING COL 2690 2005 - 2006 2006 2007 - Appropriation Approved 2690 RESIDENTIAL RECYCLING COL 62415 DEBRIS/REMOVAL CONTRACTUAL COS 631,900 631,900 64005 ELECTRICITY 4,700 4,700 64015 NATURAL GAS 2,000 10,000 65125 OTHER COMMODITIES 3,500 3,500 68305 DEBT SERVICE 175,000 175,000 2690 RESIDENTIAL RECYCLING COL 817,100 825,100 309 -- 310 of 642 -- 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. The division also operates a weekend drop off at 2222 Oakton Street that is open an additional week in December. FY 2006-2007 Objectives • Because contamination is now a problem for the SWANNC transfer station, it may be necessary to review our collection procedures to insure a cleaner product Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Tons of waste collected from April 1 - October 2,629 3,000 3,000 Tons of waste collected from mid-October to November 30 961 1,000 1,000 Approved Adjustments in 2006-2007 Budget 310 -- 311 of 642 -- CITY OF EVANSTON YARD WASTE COLLECTION 2695 2005 - 2006 2006 2007 - Appropriation Approved 2695 YARD WASTE COLLECTION 61010 REGULAR PAY 280,600 285,600 61060 SEASONAL EMPLOYEES 59,800 67,700 61110 OVERTIME PAY 11,200 11,200 61510 HEALTH INSURANCE 45,800 55,800 61615 LIFE INSURANCE 400 600 61630 SHOE ALLOWANCE 800 800 62210 PRINTING 100 100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 35,100 38,300 62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000 2695 YARD WASTE COLLECTION 564,400 590,700 311 -- 312 of 642 -- City of Evanston Human Relations Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Human Relations Administration Full-time Regular Director, Human Relations 1.00 Full-time Regular Human Relations Specialist 1.00 Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2710 ) 0.67 2705 Total 2.67 Housing Advocacy Full-time Regular Human Relations Specialist* 0.50 Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33 2710 Total 0.83 Human Relations Total 3.50 Human Relations Three Year Fiscal History $598,000 $591,600 $477,982 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 0.69% 312 -- 313 of 642 -- City of Evanston Human Relations Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2705 – Human Relations Commission 211,141 233,200 256,238 247,300 2710 – Housing Advocacy 70,960 95,100 52,305 67,900 2715 – Summer Youth Empl. Prog. 195,880 269,700 235,135 276,400 Total Expenditures: $ 477,981 $ 598,000 $ 543,678 $ 591,600 Notes for Financial Summary The FY 2007 budget represents a change in staffing for the Human Relations Commission. The Human Relations Specialist Position in this business unit has been reduced to a part-time position - resulting in a reduction of 0.5 FTE in this department. Funding may be provided as part of the Summer Youth Employment Program. Performance Report on FY 2005-2006 Major Program Objectives The executive director has returned, but one of two human relations specialist positions is vacant and has been for 7 months. Coupled with unanticipated expectations, a prioritization of objectives may not be addressed, are incomplete, or have been replaced by other objectives, this fiscal year. An Equal Employment Opportunity Plan for the organization is in the process of being developed, as required by federal statutes. This serves to evaluate the utilization of women and minorities in each department by job classification, to proportionately represent our recruitment area and community. Given the diversity of our community and work force, we introduced a diversity training program to the City's administraive/management/supervisory personnel. The program was well received. The Summer Yout h Employment Program was a success with 107 teens hired by the City and 53 hired by the private or public sector, some of whom participated in the 50/50 component. This year a team created a Public Service Announcement (PSA) regarding security deposits. This PSA will be aired on ECMC and posted on the City's website as an educational tool. An amendment to the Residential Landlord and Tenant Ordinance allowing enforcement will be reintroduced, requiring landlords and/or tenants be cited for violating conditions of the ordinance and adjudicated internally. It was determined that the ordinance creating the Human Relations Commission predated civil rights laws, e.g., Title VII. The current ordinance was believed to be dated, not necessarily addressing prevalent issues and concerns. We seek to create a document that ensures the rights of all and promotes acceptance, celebrating our diversity. 2006-2007 Department Initiatives 1. Given the positive outcome of the diversity training that was provided to administrative, mangerial, and supervisory personnel, along with the suggestions/recommendations from those who participated, our objective will be to ensure that all 800+ employees receive diversity training. 2. The knowledge and skill base that will be learned will have a positive impact relative to interactions with customers/clients and co-workers. 313 -- 314 of 642 -- City of Evanston Human Relations 2705 – Human Relations Commission Description of Major Activities Human Relations provides services, programs, and activities to maintain the rich diversity of our community. We foster, encourage, and stimulate the improvement of human relations among and between citizens of all races, colors, creeds, national origins, sexes, ages, familial status, marital status, religions, physical/mental disabilities, sexual orientation, and economic and educational levels. The goal is to provide all individuals with an equal opportunity to grow, participate, and share in the City's economic, educational, political, social, and judicial systems. To this end, all of the commission's services, programs, and activities are administered through this element. The department administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant Ordinance and provides mediation services through our Neighborhood Justice Center/Alternative dispute resolution. 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. Department staff investigates and prepares responses to allegations of employment discrimination filed through the Illinois Department of Human Rights and/or the U. S. Equal Employment Opportunity Commission against the City by employees, or those attempting to become employees, and advises the City Manager on appropriate courses of action. Moreover, the commission monitors the workforce to ensure appropriate levels of minority and female representation, administers the City's sexual harassment program and investigates charges of sexual harassment, and serves as a resource to City employees on a wide range of issues. FY 2006-2007 Objectives • Provide diversity training for all 800+ employees by February 2007 • Provide sexual harassment training for all departments by February 2007 • Provide Equal Employment Opportunity plan training for all employees by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Mediations conducted 20 45 45 Training programs conducted, (sexual harassment, hate crimes, diversity, etc.) 5 25 40 Civil rights and/or discrimination charges investigated 5 20 20 Civil rights and/or discrimination charges referred 0 2 2 Employee consultations 10 13 15 Meetings with community/civic organizations 20 20 25 Approved Adjustments in 2006-2007 Budget 314 -- 315 of 642 -- CITY OF EVANSTON HUMAN RELATIONS COMMISSION 2705 2005 - 2006 2006 2007 - Appropriation Approved 2705 HUMAN RELATIONS COMMISSION 61010 REGULAR PAY 201,700 210,900 61510 HEALTH INSURANCE 20,100 24,800 61615 LIFE INSURANCE 400 300 61625 AUTO ALLOWANCE 1,200 1,200 62205 ADVERTISING 2,200 1,500 62210 PRINTING 1,000 1,000 62275 POSTAGE CHARGEBACKS 2,200 2,200 62285 COURIER CHARGES 300 62295 TRAINING & TRAVEL 300 900 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,300 1,500 64540 TELECOMMUNICATIONS - WIRELESS 600 600 65010 BOOKS, PUBLICATIONS, MAPS 500 700 65025 FOOD 350 65095 OFFICE SUPPLIES 400 750 2705 HUMAN RELATIONS COMMISSION 233,200 247,300 315 -- 316 of 642 -- City of Evanston Human Relations 2710 – Housing Advocacy Description of Major Activities Housing, particularly affordable housing, has and will continue to present the City with some very difficult challenges. In an effort to maintain the diversity coveted by our residents, Housing seeks to eradicate discrimination and ensure landlords and tenants remain aware of their respective duties, rights, obligations, and remedies. To accomplish this goal, Housing assumes responsibility for the administration and enforcement of the Fair Housing Ordinance (FHO) and the Residential Landlord and Tenant Ordinance (RLTO). The FHO prohibits discrimination in the sale or rental of residential property based on race, color, religion, sex, age, sexual orientation, marital status, disability, and familial status. The RLTO establishes rights, obligations, and remedies for property owners who rent or lease residential property, and for the tenants who lease or rent. To enforce and administer these ordinances, commission staff provides a myriad of services including, but not limited to, technical support, training, advocacy, investigation, mediation/conciliation, and arbitration. Our services include assisting landlords and tenants in completing the required judicial forms to file civil actions pro se in the circuit court. Because the RLTO does not grant any specific authority to the commission to enforce its provisions, many tenants are intimidated by their landlords and the judicial system, and some mom-and-pop landlords do not understand their responsibilities and/or do not have the resources to exercise the available remedies. Though we are unable to provide legal representation, we will accompany the party to the appropriate venue and assist in the filing of the complaint. To augment our advocacy, we work independently and as a part of a larger network, which includes other City departments, community groups/organizations, governmental agencies, elected officials and the like to address housing and housing-related issues, such as affordable housing, Housing Choice Voucher Program, and anti- social/criminal behaviors and perceptions. FY 2006-2007 Objectives • Rewrite the Fair Housing Ordinance and rules by February 2007 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Fair housing complaints perfected and processed 1 3 3 Landlord/tenant inquiries and complaints processed 1,500 2,000 2,500 Training, (programs conducted, conference presentations, bilingual workshops, etc.) 5 10 10 Housing providers audited 0 0 12 Meetings with civic, community, professional groups/organizations 0 20 25 Landlord/tenant mediations 0 0 50 Fair housing complaints not perfected 0 0 8 Approved Adjustments in 2006-2007 Budget 316 -- 317 of 642 -- CITY OF EVANSTON HOUSING ADVOCACY 2710 2005 - 2006 2006 2007 - Appropriation Approved 2710 HOUSING ADVOCACY 61010 REGULAR PAY 66,400 41,000 61510 HEALTH INSURANCE 9,900 12,400 61615 LIFE INSURANCE 100 100 62130 LEGAL SERVICES - GENERAL 500 500 62205 ADVERTISING 1,100 700 62210 PRINTING 5,000 3,500 62275 POSTAGE CHARGEBACKS 100 200 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 400 400 62380 COPY MACHINE CHARGES 100 1,000 62605 OTHER CHARGES 8,000 4,000 65010 BOOKS, PUBLICATIONS, MAPS 3,000 3,200 65095 OFFICE SUPPLIES 400 800 2710 HOUSING ADVOCACY 95,100 67,900 317 -- 318 of 642 -- City of Evanston Human Relations 2715 – Summer Youth Employment Program Description of Major Activities The Summer Youth Employment Program provides summer employment opportunities for Evanston youth, ages 14 through 18, who for a variety of reasons are unable to secure summer employment. Available jobs (both full-time and part-time) include community clean-up, maintenance, and departmental support. Community clean-up teams are assigned to pre-determined geographical areas throughout the community for a nine-week period. During this time, crew members assume responsibility for keeping the right of ways, traffic calming circles, cul-de-sacs, parks, and alleys free of debris. They also cut back excess vegetation in alleys to increase driver visibility and to reduce vehicular damage, e.g., broken side view mirrors, scratches, etc. In addition, program participants have also taken on the responsibility of scraping, priming, and painting traffic signal and street light poles. A job fair is held to provide employers the opportunity to meet and interview prospective job seekers, and provide job seekers with an opportunity to learn more about available positions. The job fair typically attracts in excess of 400 job seekers. In addition to providing employment opportunities with the City, a Mayor's initiative encouraging private-sector participation was implemented. The 50/50 Program provides businesses and public-sector employers with 50% of the minimum wage for the teens they hire. FY 2006-2007 Objectives • Identify and train a team of teens to educate summer campers about litter and its impact on the community by August 2006 • Identify and train a team of teens to collect information about agencies, and community groups, in tandem with Northwestern University, to develop a booklet for public consumption by August 2006 Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of participants who complete the program 114 104 100 Number of participants who participate in training 95 98 100 Number of alleys cleaned 204 150 165 Number of participating businesses 9 14 15 Traffic poles, lights and control boxes scraped, primed and painted 139 201 569 Youth served in 50/50 Program 17 53 60 Number of camps trained 0 0 25 Number of agencies interviewed 0 0 40 Approved Adjustments in 2006-2007 Budget 318 -- 319 of 642 -- CITY OF EVANSTON SUMMER YOUTH EMPLOY PRGRM 2715 2005 - 2006 2006 2007 - Appropriation Approved 2715 SUMMER YOUTH EMPLOY PRGRM 61060 SEASONAL EMPLOYEES 236,100 244,900 62210 PRINTING 500 62275 POSTAGE CHARGEBACKS 400 600 62295 TRAINING & TRAVEL 300 62305 RENTAL OF AUTO-FLEET SER 6,100 6,700 62375 RENTALS 8,000 8,800 62405 SWANCC DISPOSAL FEES 6,000 62490 OTHER PROGRAM COSTS 1,000 64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,000 65020 CLOTHING 7,000 7,000 65025 FOOD 500 65085 MINOR EQUIPMENT & TOOLS 1,600 1,600 65090 SAFETY EQUIPMENT 1,000 1,000 65095 OFFICE SUPPLIES 500 500 2715 SUMMER YOUTH EMPLOY PRGRM 269,700 276,400 319 -- 320 of 642 -- City of Evanston Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Children's Services Full-time Regular Library Assistant 1.00 Full-time Regular Librarian III 1.00 Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Part-time Regular Shelver ( 2 @ .4 FTE ) 0.80 Part-time Regular Library Technical Aide 0.27 Part-time Regular Library Assistant 0.50 Part-time Regular Library Assistant 0.35 Part-time Regular Library Aide I ( 3 @ .266 FTE ) 0.80 Part-time Regular Librarian I 0.50 Part-time Regular Librarian I 0.24 2805 Total 7.46 Reader's Services Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Full-time Regular Librarian III 1.00 Part-time Regular Library Technical Aide 0.48 Part-time Regular Librarian I 0.53 Part-time Regular Readers' Advisor ( 2 @ .21 FTE ) 0.43 Part-time Regular Readers' Advisor ( 2 @ .16 FTE ) 0.32 Part-time Regular Readers' Advisor ( 2 @ .53 FTE ) 1.06 Part-time Regular Readers' Advisor ( 2 @ .35 FTE ) 0.70 Part-time Regular Readers' Advisor 0.43 Part-time Regular Readers' Advisor 0.30 Part-time Regular Readers' Advisor 0.19 2810 Total 7.44 Library Three Year Fiscal History $4,147,900 $4,411,800 $4,361,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 5.14% 320 -- 321 of 642 -- City of Evanston Library Employee Status Description Job Type Description 2006-2007 Position FTE Reference Services & Periodicals Full-time Regular Librarian II* 1.00 Full-time Regular Librarian III 1.00 Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Full-time Regular Clerk III 1.00 Part-time Regular Library Clerk 0.80 Part-time Regular Library Clerk ( 2 @ .27 FTE ) 0.54 Part-time Regular Library Clerk 0.53 Part-time Regular Librarian I ( 2 @ .5 FTE ) 1.00 Part-time Regular Librarian I 0.31 Part-time Regular Librarian I 0.53 Part-time Regular Librarian I 0.10 Part-time Regular Library Aide I 0.35 Part-time Regular Clerk Typist I 0.50 2815 Total 9.66 Circulation Full-time Regular Library Aide II 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Circulation Supervisor 1.00 Part-time Regular Shelver (2 @ .75) 1.50 Part-time Regular Shelver 0.83 Part-time Regular Shelver 0.61 Part-time Regular Shelver 0.69 Part-time Regular Shelver 0.48 Part-time Regular Shelver 0.40 Part-time Regular Security Monitor 0.83 Part-time Regular Security Monitor 0.67 Part-time Regular Security Monitor 0.50 Part-time Regular Library Clerk ( 4 @ .53 FTE ) 2.12 Part-time Regular Library Clerk ( 2 @ .56 FTE ) 1.12 Part-time Regular Library Clerk ( 2 @ .33 FTE ) 0.65 Part-time Regular Library Clerk 0.45 Part-time Regular Library Clerk 0.40 Part-time Regular Library Clerk (.26) 0.25 Part-time Regular Library Aide II 0.50 2820 Total 15.00 North Branch Part-time Regular Library Aide I ( 2 @ .333 FTE ) 0.67 Part-time Regular Librarian II 0.50 Part-time Regular Branch Assistant 0.56 Part-time Regular Branch Assistant 0.50 Part-time Regular Branch Assistant 0.29 Part-time Regular Branch Assistant 0.24 Part-time Regular Branch Assistant 0.22 2825 Total 2.98 South Branch Full-time Regular Librarian II 1.00 Part-time Regular Library Aide I (2 @ .186) 0.37 Part-time Regular Branch Assistant 0.53 Part-time Regular Branch Assistant 0.40 2830 Total 2.30 321 -- 322 of 642 -- City of Evanston Library Employee Status Description Job Type Description 2006-2007 Position FTE Technical Services Full-time Regular Technical Services Manager 1.00 Full-time Regular Tech Support Specialist II 1.00 Full-time Regular Tech Support Specialist I 1.00 Full-time Regular Library Assistant ( 2 @ 1 FTE ) 2.00 Full-time Regular Librarian I 1.00 Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00 Part-time Regular Librarian I 0.53 Part-time Regular Library Clerk (2 @ .266 FTE) 0.53 Part-time Regular Library Clerk (2 @ .53 FTE) 1.06 Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25 Part-time Regular Clerk Typist II 0.80 2835 Total 14.17 Library Maintenance Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00 Part-time Regular Custodian I 0.64 2840 Total 3.64 Library Administration Full-time Regular Director, Library 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Admin Services Manager 1.00 Part-time Regular Clerk Typist II 0.53 2845 Total 4.53 Library Total 67.18 322 -- 323 of 642 -- City of Evanston Library Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 2805 – Children’s Services 450,721 419,200 456,591 465,500 2810 – Readers’ Services 577,187 555,200 581,098 582,100 2815 – Reference & Periodicals 719,032 691,600 762,584 743,500 2820 – Circulation 456,050 440,400 472,397 469,100 2825 – North Branch 151,015 141,700 157,460 148,400 2830 – South Branch 194,637 188,200 200,380 192,400 2835 – Technical Services 891,880 877,100 892,248 932,600 2840 – Maintenance 453,380 421,000 429,424 453,200 2845 - Administration 463,604 413,500 406,596 425,000 Total Expenditures: 4,357,506 4,147,900 4,358,778 4,411,800 Revenues: 57515 – Library Material Replacement 22,879 21,000 18,600 23,000 57535 – Copy Machine Charges 27,082 26,000 21,259 26,000 52610 – Library Fines & Fees 170,662 169,000 177,777 172,000 57540 – Meeting Room Fees 7,400 9,000 11,260 9,000 57525 – Miscellaneous Revenue 2,517 3,500 1,345 2,500 57550 – Multimedia Collection 1,954 2,000 1,025 2,000 57510 – Non-resident Cards 4,190 3,000 3,929 4,000 57545 – North Branch Rental Income 26,100 27,000 27,003 0 51615 – Personal Property Repl. Tax 49,700 49,700 49,700 49,700 57530 – Rental Books 7,986 8,600 2,004 0 57520 – Reserves on Library Materials 6,610 5,600 6,460 6,500 55245 – State Per Capita Grant 92,762 92,700 92,725 92,700 57505 – Video Rentals 57,612 63,000 44,107 58,000 Total Revenues: 477,454 480,100 457,194 445,400 Notes for Financial Summary The North Branch Rental Income has been eliminated in preparation for sale of the rental property. Performance Report on FY 2005-2006 Major Program Objectives • The migration from the DRA Classic Integrated Library System to the SIRSI Unicorn system operating in the Cooperative Computer Services’ consortium environment occurred on Saturday, August 13th. • The inventory of the North Branch collection, the children’s fiction collection, and the Main Library Dewey numbers 100 – 500 did not take place this summer because the migration from one integrated library system to another made this work impossible. This work will be rescheduled for FY 06 – 07. • The Library Board approved schematic designs for the Youth Services Renovation Project in July. The library is currently working its way through a value engineering process. • Leadership for the Youth Service Renovation Project capital campaign is currently being selected and organized. • The library received a $200,000 construction grant from the Illinois State Library to be used in the Youth Services Renovation Project. • The library continues to offer an ambitious schedule of juvenile and adult programs. Adult programs include the Reeltime Film and Video Forum, a collaboration with Northwestern University’s Block Museum, that received grant funding from the Illinois Arts Council, the Illinois Humanities Council, and the Hugh M. Hefner Foundation this past year. 323 -- 324 of 642 -- City of Evanston Library Department • The Children’s Outreach program in 2005 reached children from infant to teen. Older students at Family Focus participated in staged readings of A Raisin in the Sun, and teen mothers with their infants attended musical storytimes right where they attended summer school. The outreach librarian brought poetry and storytelling to Dawes Elementary School after-care and to Washington Elementary School’s before-care, where he won the School Community Award for his work. At Fleetwood-Jourdain, young volunteers processed and began circulating a children’s lending library. Kindergarten Nation, a first-time concert for new kindergarteners, drew over a hundred attendees. • The library completed the weeding and renovation of its social science collection in FY 05 – 06, funded in part by a Library Services and Technology Act grant. 2006-2007 Department Initiatives The Major Library initiatives for FY2006-07 intended to improve customer service include: 1. The renovation of the Youth Services area of the Main Library 2. The renovation of both branch libraries 3. More timely processing of library materials 4. Extended evening hours at South Branch 5. Adequate development and maintenance of the Library's collections 324 -- 325 of 642 -- 325 -- 326 of 642 -- 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 97,900 books and 7,500 audio-visual items. FY 2006-2007 Objectives • Provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY 06-07. • Establish 25,000-child book links in FY 06- 07. • Answer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006. • 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 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 293,275 294,000 294,000 Library programs for children 704 725 700 Attendance at children's programs 18,450 18,500 20,000 Summer reading game participants 1,004 1,239 1,200 Approved Adjustments in 2006-2007 Budget 326 -- 327 of 642 -- CITY OF EVANSTON CHILDREN'S SERVICES 2805 2005 - 2006 2006 2007 - Appropriation Approved 2805 CHILDREN'S SERVICES 61010 REGULAR PAY 191,900 218,700 61050 PERMANENT PART-TIME 103,700 111,800 61055 TEMPORARY EMPLOYEES 6,600 7,200 61510 HEALTH INSURANCE 30,000 37,200 61615 LIFE INSURANCE 300 300 62295 TRAINING & TRAVEL 700 800 64540 TELECOMMUNICATIONS - WIRELESS 500 400 65100 LIBRARY SUPPLIES 1,000 1,000 65630 LIBRARY BOOKS 65,300 68,800 65635 PERIODICALS 1,300 1,400 65640 AUDIO RECORDINGS 8,400 8,400 65645 MULTIMEDIA COLLECTION 1,300 1,300 65650 VISUAL MEDIA COLLECTION 8,200 8,200 2805 CHILDREN'S SERVICES 419,200 465,500 327 -- 328 of 642 -- City of Evanston Library 2810 – Reader’s Services Description of Major Activities Reader's Services provides assistance to patrons in locating materials in the Library and in other resource centers; answers reader's advisory questions; promotes understanding and use of the Library through bibliographies, tours and displays; and selects all adult books and audio-visual materials for circulating collections. The Reader's Services Department responds to patron questions both in person and by telephone. The adult circulating collection comprises over 280,000 books and 18,000 audio-visual items. FY 2006-2007 Objectives • Aanswer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006. • Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library. To measure this performance with an exit survey to be conducted in April 2006. • 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, 2007. • Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2007. • Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience of 3,000 during FY 2006 – 07. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Reference and directional questions 98,398 100,000 100,000 Number of adult programs 250 150 100 Attendance at adult programs 6,466 5,500 3,000 Approved Adjustments in 2006-2007 Budget 328 -- 329 of 642 -- CITY OF EVANSTON READER'S SERVICES 2810 2005 - 2006 2006 2007 - Appropriation Approved 2810 READER'S SERVICES 61010 REGULAR PAY 176,900 183,200 61050 PERMANENT PART-TIME 147,200 161,800 61055 TEMPORARY EMPLOYEES 5,800 6,300 61510 HEALTH INSURANCE 22,500 27,900 61615 LIFE INSURANCE 200 300 62295 TRAINING & TRAVEL 700 700 62340 COMPTER LICENSE & SUPP 3,300 3,300 65100 LIBRARY SUPPLIES 600 600 65630 LIBRARY BOOKS 162,500 162,500 65640 AUDIO RECORDINGS 21,900 21,900 65645 MULTIMEDIA COLLECTION 500 500 65650 VISUAL MEDIA COLLECTION 13,100 13,100 2810 READER'S SERVICES 555,200 582,100 329 -- 330 of 642 -- 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 25,000 volumes, 30 on-line databases, and a large collection of clipping files and pamphlets. There are specialized collections on careers, grants and foundations, and small business. The periodicals collection consists of approximately 900 titles. FY 2006-2007 Objectives • Answer at least 85% of reference questions to the satisfaction of Library patrons. To measure this performance with an exit survey to be conducted in April 2006. • Provide 80 classes on the use of the Internet and other electronic resources in FY 2006 – 07. • 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 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Reference and directional questions 107,743 109,000 109,000 Periodicals use in-house 26,912 23,000 20,000 Internet use in-house 55,577 57,000 57,000 Approved Adjustments in 2006-2007 Budget 330 -- 331 of 642 -- CITY OF EVANSTON REFERENCE SRVS & PERIODICALS 2815 2005 - 2006 2006 2007 - Appropriation Approved 2815 REFERENCE SRVS & PERIODICALS 61010 REGULAR PAY 263,900 273,100 61050 PERMANENT PART-TIME 146,700 177,100 61055 TEMPORARY EMPLOYEES 7,300 8,100 61510 HEALTH INSURANCE 37,500 46,500 61615 LIFE INSURANCE 400 500 62220 BINDING 1,800 1,800 62295 TRAINING & TRAVEL 900 900 62340 COMPTER LICENSE & SUPP 72,500 72,500 65100 LIBRARY SUPPLIES 5,000 5,000 65630 LIBRARY BOOKS 75,500 75,500 65635 PERIODICALS 80,100 82,500 2815 REFERENCE SRVS & PERIODICALS 691,600 743,500 331 -- 332 of 642 -- City of Evanston Library 2820 – Circulation Description of Major Activities The Circulation Department processes the borrowing and return of book and non-book materials; processes reserve items; re-shelves returned items; answers and routes incoming telephone calls; answers general and directional questions; explains library circulation policies to users; registers new patrons and keeps patron files current; sends reminders to patrons holding overdue materials; and collects fines and payment for lost items. FY 2006-2007 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. • Inventory the North Branch collection, the children’s fiction collection, and the Main Library Dewey numbers 100 through 500. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Items checked out 766,577 776,500 776,500 Reserves filled 17,930 19,500 21,000 New cards issued 6,960 7,000 7,000 Notices sent 41,886 43,000 45,000 Approved Adjustments in 2006-2007 Budget 332 -- 333 of 642 -- CITY OF EVANSTON CIRCULATION 2820 2005 - 2006 2006 2007 - Appropriation Approved 2820 CIRCULATION 61010 REGULAR PAY 145,300 131,100 61050 PERMANENT PART-TIME 244,900 288,600 61055 TEMPORARY EMPLOYEES 14,400 15,300 61510 HEALTH INSURANCE 30,000 28,200 61615 LIFE INSURANCE 200 300 62295 TRAINING & TRAVEL 1,600 1,600 65100 LIBRARY SUPPLIES 4,000 4,000 2820 CIRCULATION 440,400 469,100 333 -- 334 of 642 -- City of Evanston Library 2825 – North Branch Description of Major Activities The North Branch, located 2026 Central Street, is an extension of the Main Library. It provides library service to the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs, and displays for children and adults. It serves as a community center in a busy business district. The North Branch has a collection of over 38,000 books. FY 2006-2007 Objectives • To complete planning for branch capital improvements. • Present four adult programs. • Develop a bibliography of teen books for recreational reading and promote it at Haven Middle School. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 72,146 71,400 71,400 Reference and directional transactions 20,150 20,000 20,000 Number of patrons entering North Branch 69,582 70,000 70,000 Approved Adjustments in 2006-2007 Budget 334 -- 335 of 642 -- CITY OF EVANSTON NORTH BRANCH 2825 2005 - 2006 2006 2007 - Appropriation Approved 2825 NORTH BRANCH 61050 PERMANENT PART-TIME 109,200 114,300 61055 TEMPORARY EMPLOYEES 2,200 2,400 62225 BLDG MAINTENANCE SERVICES 1,000 1,000 64015 NATURAL GAS 900 2,200 65050 BLDG MAINTENANCE MATERIAL 400 400 65100 LIBRARY SUPPLIES 400 400 65630 LIBRARY BOOKS 25,000 25,000 65635 PERIODICALS 2,600 2,700 2825 NORTH BRANCH 141,700 148,400 335 -- 336 of 642 -- 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. It provides library service to the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs, and displays for children and adults. The South Branch has a collection of over 29,000 books. FY 2006-2007 Objectives • To complete planning for branch capital improvements. • Enhance juvenile audio book, DVD, and video collections and add feature length family DVDs in English and Spanish to the Branch’s AV collection. • Enhance the juvenile graphic novel collection and begin a graphic novel collection for adults. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Circulation of materials 41,319 43,000 43,000 Reference and directional questions 23,273 25,000 25,000 Number of patrons entering South Branch 52,191 53,000 53,000 Approved Adjustments in 2006-2007 Budget 336 -- 337 of 642 -- CITY OF EVANSTON SOUTH BRANCH 2830 2005 - 2006 2006 2007 - Appropriation Approved 2830 SOUTH BRANCH 61010 REGULAR PAY 60,700 63,300 61050 PERMANENT PART-TIME 38,800 37,900 61055 TEMPORARY EMPLOYEES 4,600 5,100 61510 HEALTH INSURANCE 7,500 9,300 61615 LIFE INSURANCE 100 100 62225 BLDG MAINTENANCE SERVICES 4,000 4,000 62375 RENTALS 46,400 46,500 65050 BLDG MAINTENANCE MATERIAL 200 200 65100 LIBRARY SUPPLIES 400 400 65630 LIBRARY BOOKS 23,100 23,100 65635 PERIODICALS 2,400 2,500 2830 SOUTH BRANCH 188,200 192,400 337 -- 338 of 642 -- 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. It prepares and maintains computer databases for the recording of and access to the materials in the Library's collection. Technical Services is responsible for the proper operation and maintenance of all computer hardware and software for all of the Library's automated systems. The automated systems include the integrated on-line library system, the local area network, the Internet connection, and on-line databases. FY 2006-2007 Objectives • To catalog, process, and make available to Library patrons all library materials within 30 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 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Volumes added to the collections 34,576 31,000 36,000 Volumes withdrawn from the collections 16,076 16,000 18,000 Volumes bound or mended 4,412 3,000 4,000 Visits to the Library's website 1,282,699 1,000,000 1,000,000 Approved Adjustments in 2006-2007 Budget 338 -- 339 of 642 -- CITY OF EVANSTON TECHNICAL SERVICES 2835 2005 - 2006 2006 2007 - Appropriation Approved 2835 TECHNICAL SERVICES 61010 REGULAR PAY 435,000 463,700 61050 PERMANENT PART-TIME 164,200 182,300 61055 TEMPORARY EMPLOYEES 3,200 3,500 61510 HEALTH INSURANCE 67,600 83,700 61615 LIFE INSURANCE 600 900 62220 BINDING 5,000 3,500 62250 COMPUTER EQUIPMENT MAINT 7,400 1,700 62295 TRAINING & TRAVEL 1,300 1,300 62340 COMPTER LICENSE & SUPP 113,900 130,000 64545 PERSONAL COMPUTER SOFTWARE 3,000 3,000 65100 LIBRARY SUPPLIES 30,000 32,000 65555 PERSONAL COMPUTER EQUIPMENT 36,300 27,000 65620 OFFICE MACH. & EQUIP. 9,600 2835 TECHNICAL SERVICES 877,100 932,600 339 -- 340 of 642 -- City of Evanston Library 2840 – Library Maintenance Description of Major Activities The Library’s Maintenance Division provides for the maintenance and cleaning of the Main Library, the North Branch, and the South Branch. The Maintenance team inspects, maintains, and repairs all components of the Library facilities, including the electrical system, plumbing system, HVAC systems and controls, structural elements, and landscaping. In addition, the staff supervises outside contractors and assists with special programs and meeting room set-ups. FY 2006-2007 Objectives • Manage the first phase of the branch improvement program. To be completed by February, 2007. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Conduct seasonal cleaning of boilers 1 1 1 Approved Adjustments in 2006-2007 Budget 340 -- 341 of 642 -- CITY OF EVANSTON MAINTENANCE 2840 2005 - 2006 2006 2007 - Appropriation Approved 2840 MAINTENANCE 61010 REGULAR PAY 139,000 142,200 61050 PERMANENT PART-TIME 28,500 28,500 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 8,400 6,500 61510 HEALTH INSURANCE 23,000 27,900 61615 LIFE INSURANCE 200 200 61630 SHOE ALLOWANCE 500 500 62225 BLDG MAINTENANCE SERVICES 160,000 163,500 62235 OFFICE EQUIPMENT MAINT 500 10,100 62245 OTHER EQMT MAINTENANCE 9,700 500 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 6,800 7,400 64015 NATURAL GAS 22,100 45,000 65040 JANITORIAL SUPPLIES 12,500 7,700 65050 BLDG MAINTENANCE MATERIAL 8,000 12,000 65070 OFFICE/OTHER EQT MTN MATL 600 65085 MINOR EQUIPMENT & TOOLS 300 300 2840 MAINTENANCE 421,000 453,200 341 -- 342 of 642 -- City of Evanston Library 2845 – Library Administration Description of Major Activities The Administrative staff implements the policies of the Library Board and conducts all administrative, management and business activities of the Library. This element provides the direction, planning and evaluation for all library services, facilities, and fiscal management. Personnel administration and staff evaluation are primary activities. The administrative staff maintains relationships with community groups and other City departments. The Administration and other Library units work with numerous library-related groups in the area and throughout the State of Illinois. FY 2006-2007 Objectives • At least 90% of the Library’s patrons will rate the courtesy and professionalism of Library staff members as “Very Good” or “Good” in an exit survey to be conducted in April 2006. • Begin Youth Service Renovation Project construction. • Ffacilitate and direct the Youth Service Renovation Project fundraising campaign. Ongoing Activity Measures 2004-2005 Actual 2005-2006 Actual 2006-2007 Projected Number of patrons entering the Main Library 543,746 540,000 540,000 Approved Adjustments in 2006-2007 Budget 342 -- 343 of 642 -- CITY OF EVANSTON ADMINISTRATION 2845 2005 - 2006 2006 2007 - Appropriation Approved 2845 ADMINISTRATION 61010 REGULAR PAY 271,700 286,300 61050 PERMANENT PART-TIME 18,600 20,800 61055 TEMPORARY EMPLOYEES 200 200 61510 HEALTH INSURANCE 30,000 37,200 61615 LIFE INSURANCE 500 400 61625 AUTO ALLOWANCE 1,700 1,700 62210 PRINTING 2,800 2,800 62235 OFFICE EQUIPMENT MAINT 6,000 2,000 62275 POSTAGE CHARGEBACKS 28,500 28,500 62295 TRAINING & TRAVEL 500 500 62315 POSTAGE 1,800 1,800 62360 MEMBERSHIP DUES 2,000 2,200 62375 RENTALS 28,200 23,000 65095 OFFICE SUPPLIES 21,000 17,600 2845 ADMINISTRATION 413,500 425,000 343 -- 344 of 642 -- City of Evanston Parks Forestry & Recreation Three Year Fiscal History $12,197,900 $12,230,800 $11,025,489 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 Actual Appropriation Approved 2004/05 2005/06 2006/07 Expenditures as a % of 2007General Fund Budget 14.26% Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2006-2007 Position FTE Management & General Support Full-time Regular Director, Parks/Forestry & Rec 1.00 Full-time Regular Management Analyst 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 3005 Total 3.00 Business & Fiscal Management Full-time Regular Business Manager 1.00 Full-time Regular Recreation Systems Administrator 1.00 Full-time Regular Senior Accountant 1.00 Full-time Regular Bookkeeper* 1.00 3010 Total 4.00 Marketing Services Full-time Regular Public Information Specialist 1.00 Part-time Regular Public Information Assistant 0.75 3015 Total 1.75 Recreation General Support Full-time Regular Superintendent, Recreation 1.00 Full-time Regular Data Control Clerk 1.00 Part-time Regular Clerk II 0.00 3020 Total 2.00 Robert Crown Center Full-time Regular Recreation Program Manager 2.00 Full-time Regular Fac Maint Worker/Cust II 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Building Supervisor 1.00 Part-time Regular Recreation Aide 0.50 Part-time Regular Preschool Instructor 0.10 Part-time Regular Preschool Instructor 0.20 Part-time Regular Preschool Instructor 0.25 Part-time Regular Preschool Instructor 0.35 Part-time Regular Preschool Instructor 0.50 Part-time Regular Preschool Instructor 0.70 Part-time Regular Part-time Custodian 0.50 Part-time Regular Part-time Custodian 0.80 Part-time Regular After School Supervisor 0.50 3030 Total 9.40 Parks Forestry & Recreation 344 -- 345 of 642 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description 2006-2007 Position FTE Chandler Community Center Full-time Regular Weekend/Evening Coordinator 1.00 Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Part-time Regular Program Supervisor 0.75 Part-time Regular Preschool Instructor 0.50 Part-time Regular Part-time Custodian 0.50 Part-time Regular Part-time Custodian 0.75 Part-time Regular Clerk III 0.75 3035 Total 7.25 Fleetwood-Jourdain Center Full-time Regular Weekend/Evening Coordinator 1.00 Full-time Regular Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Clerk II 1.00 Part-time Regular Program Supervisor 0.65 Part-time Regular Program Supervisor 0.50 Part-time Regular Program Supervisor 0.45 Part-time Regular Custodian II 0.25 Part-time Regular Clerk II 0.50 3040 Total 8.35 Fleetwood-Jourdain Theater Full-time Regular Recreation Program Manager 1.00 Part-time Regular Program Supervisor 0.40 3045 Total 1.40 At Risk Opportunities Part-time Regular Program Supervisor 0.25 Part-time Regular Program Supervisor 0.45 3050 Total 0.70 Levy Senior Center Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Full-time Regular Fac Maint Worker/Cust II 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Clerk Typist II 1.00 Part-time Regular Office Assistant 0.25 Part-time Regular Office Assistant 0.45 Part-time Regular Program Supervisor 0.40 Part-time Regular Program Supervisor 0.20 Part-time Regular Bus Driver 0.65 Part-time Regular Bus Driver 0.80 Part-time Regular Building Supervisor 0.60 Part-time Regular Building Supervisor 0.25 Part-time Regular PT Custodian (2 @ .6 FTE) 1.20 Part-time Regular PT Custodian 0.80 Part-time Regular PT Custodian 0.20 3055 Total 11.80 345 -- 346 of 642 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description 2006-2007 Position FTE Beaches Full-time Regular Recreation Program Manager ( Split with 3150 ) 0.75 Full-time Regular Lakefront Sports Coordinator ( Split with 3100, 3130, 3150 ) 0.50 3080 Total 1.25 Facility Maintenance Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Parks/Forestry Worker II ( 5 @ 1 FTE ) 5.00 Full-time Regular Supervisor, Sports/Rec Maint 1.00 3085 Total 7.00 Crown Ice Rink Full-time Regular Robert Crown Manager 1.00 Full-time Regular Recreation Program Manager 1.00 Full-time Regular Operations Manager 1.00 Full-time Regular Office Coordinator 1.00 Part-time Regular Clerk II/III* 0.70 Part-time Regular Part-time Custodian ( 2 @ .5 FTE ) 1.00 Part-time Regular Office Assistant ( 2 @ .2 FTE ) 0.40 Part-time Regular Office Assistant ( 3 @ .5 FTE ) 1.50 Part-time Regular Hockey Director of Operations 0.65 Part-time Regular Building Supervisor 0.25 Part-time Regular Building Supervisor 0.25 Part-time Regular Building Supervisor 0.70 3095 Total 9.45 Sports Leagues Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3130, 3150 ) 0.05 3100 Total 0.05 Tennis Part-time Regular Building Supervisor* 0.25 Part-time Regular Building Supervisor* 0.15 3110 Total 0.40 Special Recreation Full-time Regular Recreation Program Manager 1.00 Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3150 ) 0.25 Part-time Regular Recreation Program Manager 0.75 Part-time Regular Program Supervisor 0.20 Part-time Regular Program Supervisor 0.25 Part-time Regular Inclusion Aide (2 @ .4 FTE) 0.80 Part-time Regular Inclusion Aide ( 9 @ .028 FTE ) 0.25 3130 Total 3.50 Skate Park/Bus Program Part-time Regular Bus Driver ( 3 @ .25 FTE ) 0.75 3140 Total 0.75 Park Service Unit Full-time Regular Lakefront Sports Coordinator ( Split with 3080, 3100, 3130 ) 0.20 Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25 Part-time Regular Park Ranger ( 2 @ .65 FTE ) 1.30 3150 Total 1.75 General Support Full-time Regular Superintendent, Parks & For. 1.00 Full-time Regular Landscape Arch/Project Mgr 1.00 Full-time Regular Secretary II 1.00 3505 Total 3.00 346 -- 347 of 642 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description 2006-2007 Position FTE Horticultural Maintenance Full-time Regular Public Works Supervisor 1.00 Full-time Regular Parks/Forestry Worker III ( 5 @ 1 FTE ) 5.00 Full-time Regular Parks/Forestry Worker II ( 2 @ 1 FTE ) 2.00 Full-time Regular Parks/Forestry Crew Leader ( 3 @ 1 FTE ) 3.00 Full-time Regular General Tradesman 1.00 Full-time Regular Equipment Operator II ( 3 @ 1 FTE ) 3.00 3510 Total 15.00 Parkway Tree Maintenance Full-time Regular Parks/Forestry Worker III ( 8 @ 1 FTE ) 8.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3520 & 3525 ) 0.50 3515 Total 9.50 Dutch Elm Disease Control Full-time Regular Parks/Forestry Worker III ( 6 @ 1 FTE ) 6.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3515 & 3525 ) 0.25 3520 Total 7.25 Tree Planting Full-time Regular Parks/Forestry Worker III 1.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3515 & 3520 ) 0.25 3525 Total 2.25 Ecology Center Full-time Regular Director, Ecology Center 1.00 Full-time Regular Environmental Educator ( 2 @ 1 FTE ) 2.00 Full-time Regular Clerk III 1.00 Part-time Regular Building Supervisor ( 2 @ .15 ) 0.30 Part-time Regular Part-time Custodian 0.25 Part-time Regular Part-time Custodian 0.30 Part-time Regular Garden Coordinator 0.20 3605 Total 5.05 Arts Council Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.40 Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.40 3700 Total 0.80 Noyes Cultural Arts Center Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.20 Full-time Regular Noyes Center Coordinator 1.00 Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.20 Full-time Regular Facilities Maint. Worker II 1.00 Part-time Regular Building Supervisor ( 2 @ .4 FTE ) 0.80 Part-time Regular Building Supervisor 0.30 Part-time Regular Office Assistant 0.50 Part-time Regular Part-time Custodian ( 5 @ .35 FTE ) 1.75 3710 Total 5.75 Cultural Arts Programs Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.40 Full-time Regular Senior Program Coordinator 1.00 Full-time Regular Recreation Program Manager 1.00 Full-time Regular Secretary II ( Split with 3700 & 3710 ) 0.40 3720 Total 2.80 Parks Recreation & Forestry Total 125.20 347 -- 348 of 642 -- 348 -- 349 of 642 -- City of Evanston Recreation Department Financial Summary 2004-2005 Actual 2005-2006 Appropriation 2005-2006 Estimated Actual 2006-2007 Appropriation Approved Expenditures: 3002 – Recreation Department 4,868 0 1,631 0 3005 – Mgmt. & General Support 289,486 261,500 271,786 286,400 3010 – Business & Fiscal Mgmt. 335,378 295,200 348,711 355,700 3015 – Marketing Services 167,070 207,100 198,610 220,400 Management Subtotal: $ 796,802 $ 763,800 $ 820,738 $ 862,500 3020 – Recreation General Support 324,000 260,100 285,243 242,600 3025 – Park Utilities 50,354 59,600 66,924 59,600 3030 – Robert Crown Center 676,195 582,800 676,407 654,000 3035 – Chandler Comm. Center 650,379 603,900 647,457 675,300 3040 – Fleetwood-Jourdain 587,912 641,800 650,748 709,700 3045 – Fleetwood-Jourdain Thtr. 74,505 122,600 48,509 117,200 3050 – Recreation Outreach Program 137,942 187,700 120,540 178,300 3055 – Levy Activity Center 728,180 734,800 789,548 782,800 3065 – Church Street Boat Ramp 63,103 67,600 52,338 67,000 3075 – Boat Storage Facilities 9,347 11,700 10,321 12,100 3080 – Beaches 413,703 430,400 448,106 430,900 3085 – Facility Maintenance 538,575 542,300 559,404 596,800 3095 – Crown Ice Rink 959,814 999,200 932,127 1,010,400 3100 – Sports Leagues 82,183 77,700 43,126 51,500 3105 – Aquatic Camp 36,396 71,500 59,938 74,900 3110 – Tennis 148,846 148,900 155,199 146,900 3115 – Youth Sports 365 0 9 0 3125 – Special Programs 25,012 12,300 3,056 12,800 3130 – Special Recreation 257,100 269,700 280,099 314,000 3140 – Bus Program 35,217 39,100 37,054 40,000 3150 – Park Service Unit 79,925 63,300 78,940 87,700 3155 – Youth Golf Program 13,844 17,100 15,859 18,300 Total Expenditures: $ 6,689,699 $ 6,707,900 $ 6,781,690 $ 7,145,300 Revenues: Advertising Revenue 31,118 28,500 30,125 28,500 Aquatic Camp Revenues 91,252 124,500 102,255 151,900 Recreation Outreach Program Revenue 68,838 87,500 70,329 94,000 Beach Revenue 464,237 490,000 554,395 495,200 Boat Storage Facility Revenue 72,652 85,000 82,947 86,000 Chandler-Newberger Center 442,399 420,000 440,383 454,300 Church Street Boat Ramp Revenue 46,910 125,000 80,953 104,900 Fleetwood-Jourdain Center 225,733 220,000 255,276 259,500 Fleetwood-Jourdain Theater 13,029 28,400 1,254 23,900 Levy Center Revenue 294,975 305,300 377,319 306,300 Robert Crown Center Revenue 415,289 195,000 221,000 216,500 Robert Crown Ice Center Revenue 602,848 935,000 965,200 925,000 Skate Park/Bus Program Revenues 19 9,200 3,280 18,000 Special Recreation Revenue 49,300 43,700 55,421 45,000 Sports League Revenues 34,582 43,800 33,315 39,100 Tennis Revenues 166,759 158,300 169,291 154,900 Youth Golf Program 16,207 17,100 19,618 18,300 Total Revenues: $ 3,036,147 $ 3,316,300 $ 3,462,361 $ 3,421,300 Notes for Financial Summary An addition al $291,430 of deferred revenue was collected for FY 2005-06 related to programs in the Recreation Department. 349 -- 350 of 642 -- City of Evanston Recreation Department Performance Report on FY 2005-2006 Major Program Objectives Staff continues to identify, develop and submit grants for all five divisions. During FY 2005-06, the following grants were awarded: a Local Arts Agency Program grant from the Illinois Arts Council; a Community Arts Access grant from the Illinois Arts Council; a Summer Food Program grant from the U.S. Dept. of Agriculture through the Illinois State Board of Education; an Open Space Lands Acquisition & Development (OSLAD) grant to renovate Mason Park, from the Illinois Department of Natural Resources; and the Cons Vehicle Procurement Capital Assistance for a Levy Center bus, from the Illinois Department of Transportation. A significant new Dutch elm disease prevention program was implemented. For further details, please refer the Forestry section. Staff was trained on the AED machines, which were placed at each community and beach. Staff and the Law Department will continue to research insurance for the festivals. Increased participation in Evanston baseball programs as well as the increased need for field usage/maintenance was successfully accommodated. In order to maximize the use of the new financial system, the Business division is in the process of reorganization and reengineering. The writing of new policies and procedures for the new financial system and R
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The City of Evanston's Treasurer's Report for fiscal year 2023 documents municipal revenues across the General Fund, with major sources including property taxes ($32.97 million), retailer and service occupation tax ($13.33 million), state income tax ($12.56 million), and home rule sales tax ($10.40 million). The report also itemizes revenues from various licenses, permits, utility taxes, and state/federal grants, with the complete Comprehensive Annual Financial Report and additional financial information available on the city's transparency website. This financial statement represents the city's revenues for the year ended December 31, 2023, exclusive of transfers and bond proceeds.