FY 07-08 Adopted Budget - Download (PDF)
BudgetAI Summary
The City of Evanston's FY 2007-2008 Adopted Budget document outlines the city's financial plan under Mayor Lorraine H. Morton and City Manager Julia A. Carroll, including organizational structures, revenue estimates, and appropriations across multiple departments and funds. The budget covers detailed expenditure allocations for divisions including City Council, Public Safety, Planning and Development, and various city services, with supporting analysis of property tax levies, debt service, and fund balances. The document serves as a comprehensive financial and policy guide for the fiscal year, containing the City Manager's budget message, strategic planning information, and departmental budget breakdowns across 641 pages.
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-- 1 of 641 -- -- 2 of 641 -- 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 -- 3 of 641 -- 4 -- 4 of 641 -- CITY OF EVANSTON 2007-2008 APPROVED BUDGET Including the City Manager’s Budget Message and Schedules Showing Revenue Estimates and Appropriations TABLE OF CONTENTS Part I – Message Page City Manager’s Budget Message………………………………………………….…………. 11 Executive Summary…………………………………………………………………………… 27 Strategic Plan………………………………………………………………………………….. 33 Part II – Charts and Summaries Organizational Chart - Previous (2006-2007)………………………………………………. 43 Organizational Chart - New (2007-2008)…………………………………………………… 44 General Information……………………………………………………………………......... 45 Budget Calendar……………………………………………………………………………… 47 Budget Process……………………………………………………………………………….. 48 Budgetary Basis of Accounting……………………………………………………………… 50 Budget Policy………………………………………………………………………………….. 52 Fund Descriptions………………………………………………………………………......... 56 Total Appropriations – All Funds……………………………..………………………........... 60 Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………......... 61 Transfer Summary……………………………………………………………………………. 62 Fund Balance Summary……………………………………………………………………… 64 Tax Bill Charts………...……………….………………………………………………………. 65 Property Tax Charts…………………………………………………………………………… 66 2007 Property Tax Levy………………………………………………………………………. 72 Revenue Sources, Assumptions and Trends……………………………………………….. 74 Debt Service Charts…………………………………………………………………………… 78 Part III – General Fund Budget All Divisions Expenditure Chart………….………………………………………….............. 83 General Fund Expenditure Summary………………………………………………………… 84 General Fund Revenue Summary.….……………………………………………………….. 85 General Fund Revenue Detail……………………………………………………………. 86 City Council……………………………………………………………………………………. 94 City Clerk’s Office…………………………………………………………………………….. 98 City Manager………………………………………………………………………………….. 102 City Manager Office Administration……………………………………………………… 106 Public Information…………………………………………………………………………. 108 Farmer’s Market……………………………………………………………………………. 110 Emergency Management…………………………………………………………………. 112 Miscellaneous Business Operations……………………………………………………… 114 Youth Services Division…………………………………………………………………… 116 Sustainability Grant………………………………………………………………………… 118 Summer Youth Employment Program………………………………….………………… 120 Human Relations Commission……………………………………………………………. 122 5 -- 5 of 641 -- Page Management, Business & Information Services..…………………………………………… 124 Administration……………………………………………………………………………… 127 Information Systems..…………………………………………………………………….. 129 Geographic Information Systems (GIS)…………………………………………………. 132 Administrative Adjudication……………..………………………………………………… 134 Project Management………………………………………………………………………. 136 Legal……………………………………………………………………………………........... 138 Human Resources………………………………………………………………………........ 142 Finance………………………………………………………………………………………… 146 Finance General Support……………………………………………………………....... 149 Revenue Division………………………………………………………………………….. 151 Payroll Division……………………………………………………………………………. 154 Accounting & Accounts Payable ………….……………………………………………. 156 Purchasing / MWEBE…………………………………………………………………….. 158 Budget……………………………………………………………………………………… 160 Community Development……………………………………………………………………… 162 Community Development Administration………………………………………………… 165 Planning and Support Service……………………………………………………………. 168 Housing Code Compliance……………………………………………………………….. 170 Housing Rehabilitation…………………………………………………………………….. 173 Building and Zoning……….…………………………………………………………........ 175 Police…………………………………………………………………………………………… 177 Police Administration………………………………………………………………………. 182 Patrol Operations……………………………………………………………………......... 184 Criminal Investigation……………………………………………………………….......... 186 Social Services Bureau...……………………………………………………………....... 188 Juvenile Bureau……………………………………………………………………………. 190 School Liaison………………………………………………………………………......... 192 Records Bureau…………………………………………………………………….......... 194 Communications Bureau...……………………………………………………………….. 196 Service Desk Bureau...…………………………………………………………………… 198 Office of Professional Standards……………………………………………………....... 200 Office of Administration…………………………………………………………….......... 202 Neighborhood Enforcement………………………………………………………………. 204 Traffic Bureau……………………………………………………………………………… 206 Community Strategic Bureau…………………………………………………………….. 208 Animal Control…………………………………………………………………………….. 210 Problem Solving Team……………………………………………………………………. 212 Fire ……………………………………………………………………………………………. 214 Fire Management & Support……………………………………………………………… 216 Fire Prevention Bureau…………………………………………………………………… 218 Fire Suppression Bureau………………………………………………………………… 220 Health and Human Services……………………………………………………………........ 222 Health Services Administration…………………………………………………………… 226 Laboratory……...…………………………………………………………………………. 228 Family Health………………………………………………………………………………. 230 Infectious Disease Control……………………………………………………………….. 233 Dental Services……………………………………………………………………………. 235 Adult Health………………………………………………………………………………… 237 Food & Environment………………………………………………………………………. 239 Vital Records………………………………………………………………………………. 242 6 -- 6 of 641 -- Page Community Intervention Services…………………………………………………………….. 245 Homeless Services…………………………………………………………………………. 247 Mental Health Board/Community Purchased Services……………………………………… 250 Commission on Aging…………………………………………………………………………. 256 Public Works………………………………………………………………………………….. 262 Director of Public Works……………………………………………………………........ 265 Municipal Service Center…………………………………………………………………. 267 Division of Transportation………..…………………………………………………………… 269 EDOT Administration…...…………………………………………………………........... 271 Engineering……………………………………………………………………………….. 273 Traffic Engineering Administration ………………………………………………………. 276 Traffic Signs……………………………………………………………………………….. 278 Signals & Streetlights……………………………………………………………………… 280 Enforcement & Tickets……………………………………………………………………. 282 School Crossing Guards…………………………………………………………………. 284 Streets and Sanitation………………………………………………………………………… 286 Administration…………………………………………………………………………….. 287 Street & Alley Maintenance………………………………………………………………. 289 Street Cleaning……………………………………………………………………………. 291 Ice & Snow Removal………………………………………………………………………. 293 Refuse Collection & Disposal………………………………………………………........ 295 Residential Recycling……………………………………………………………………… 297 Yard Waste Services……………………………………………………………………… 299 Facilities Management Division………………………………………………………………. 301 Facilities Management Administration…………………………………………………… 303 Construction & Repair……………………………………………………………………. 306 Library…………………………………………………………………………………………. 308 Children’s Services……………………………………………………………………….. 312 Reader’s Services…………………………………………………………………………. 314 Reference & Periodicals………………………………………………………………….. 316 Circulation…………………………………………………………………………………. 318 North Branch………………………………………………………………………………. 320 South Branch………………………………………………………………………………. 322 Technical Services………………………………………………………………………… 324 Maintenance…………………………………………………………………………......... 326 Administration………………………………………………………………………......... 328 Recreation………………………………………………………………………………......... 330 Management & General Support……………………………………………………....... 339 Business & Fiscal Management………………………………………………………….. 341 Communications & Marketing Services…………………………………………………. 343 Recreation General Support……………………………………………………………… 345 Park Utilities……………………………………………………………………………….. 347 Robert Crown Center……………………………………………………………………… 349 Chandler Community Center……………………………………………………………… 352 Fleetwood-Jourdain Community Center……………………………………………........ 356 Fleetwood-Jourdain Theater……………………………………………………………… 359 Recreation Outreach Programs………………………………………………………….. 361 Levy Activity Center………………………………………………………………………. 363 Church Street Boat Ramp………………………………………………………………… 365 Boat Storage Facility……...………………………………………………………………. 367 Beaches……………………………………………………………………………………. 369 Facility Maintenance………………………………………………………………………. 371 7 -- 7 of 641 -- Page Crown Ice Rink…………………………………………………………………………….. 373 Sports Leagues…………………………………………………………………………..... 376 Aquatic Camp…………………………………………………………………………..….. 378 Tennis……………………………………………………………………………………..… 380 Drum & Bugle Corps…………………………………………………………………….... 382 Special Recreation………………………………………………………………………... 384 Bus Program………….…………………………………………………………………..… 387 Park Service Unit……………………………………………………………………......... 389 Youth Golf Program……………………………………………………………………….. 391 Parks & Forestry………………………………………………………………………………. 393 General Support……………………………………………………………………………. 395 Horticultural Maintenance…………………………………………………………………. 397 Parkway Tree Maintenance…………………………………………………………....... 399 Dutch Elm Disease Control…………………………………………………………........ 401 Tree Planting………………………………………………………………………………. 403 Private Elm Tree Insurance…………………………………………………………....... 405 Dutch Elm Inoculation Program…………………………………………………………. 407 Ecology Center…………………………………………………………………………......... 409 Eco-Quest Day Camp…………………………………………………………………….. 413 Cultural Arts Division………………………………………………………………………….. 415 Arts Council………………………………………………………………………….......... 417 Noyes Cultural Arts Center…………………………………………………………........ 419 Cultural Arts Programs……………………………………………………………………. 421 Part IV – Other Funds Budget All Funds Chart Summary…………………………………………………………………….. 427 Motor Fuel Tax…………………………………………………………………………........... 428 Emergency Telephone System…………………………………………………………........ 430 Community Development Block Grant……………………………………………………….. 434 Economic Development ………………………………………………………………………. 442 Housing Fund………………..…………………………………………………………........... 446 Washington National Special Tax Allocation – Debt Service Fund………………………… 448 Special Service Area No. 5…………...……………………………………………………… 450 Southwest II Special Tax Allocation – Debt Service Fund…………………………………. 451 Southwest Special Tax Allocation – Debt Service Fund……………………………………. 452 Debt Service Fund……………………………………………………………………………. 454 Downtown II Special Tax Allocation Service – Fund...……………………………………… 456 Howard/Ridge T.I.F.…………………………………………………………………. ……… 457 West Evanston T.I.F.………………………………………………………………. ……… .. 458 Sherman Plaza Garage Fund………………………………………………………………… 460 Maple Avenue Garage Fund……………………………………………………………........ 463 Parking System Fund………………………………...…………………………………....... 467 Water Fund……………………………………………………………………………………. 482 Sewer Fund……………………………………............................................................... 506 Fleet Services Fund………………………………………………………………………..…. 521 Insurance Fund..…………………………………………………………………………….... 530 Firefighters Pension Fund.………………………………………………………………..….. 533 Police Pension Fund………………………………………………………………………...... 534 8 -- 8 of 641 -- Page Position Information Position Comparison Charts…………………………………………………………………. 537 Position Full-time Equivalent Five-Year Comparison………………………………………. 539 Full-time Equivalent Positions by Department………………………………………………. 543 General Fund……………………………………………………………………………….. 543 Other Funds…………………………………………………………………………………. 553 Capital Improvement Plan Capital Improvement Descriptions…………………………………………………………… 559 Capital Plan Map……………………………………………….……………………………… 562 Capital Improvement Memorandum……………………………………………….…………. 563 Capital Improvement Fund Policy……………………………………………………………. 573 Capital Projects by Funding Source……………………………………………………....... 581 General Obligation Bond Projects……………………………………………………………. 583 Capital Projects by Department………………………………………………………………. 595 Capital Project Descriptions……………………………………………………………......... 605 Glossary 633 9 -- 9 of 641 -- 10 -- 10 of 641 -- February 26, 2007 To the Honorable Lorraine H. Morton, Mayor and Members of the City Council City of Evanston, Illinois Ladies and Gentlemen: Transmitted herewith is the final budget for the City of Evanston for the fiscal year beginning March 1, 2007 and ending February 29, 2008. The annual budget is the policy document that sets the financial course for the City and defines our priorities for the services we provide to the community. This budget has been developed with the intent of maintaining current service levels where possible and making adjustments in service levels where deemed appropriate or necessary in response to the changing needs of the City. INTRODUCTION During the summer and fall of 2006, the budget Policy Committee held six public meetings at which City staff provided the Council with comprehensive overviews of the operating City departments. At these budget meetings, the City Council provided discussion and input which aided me in the preparation of the FY 2007-08 budget. I think you would agree with me that these presentations highlighted the extraordinary level of service that our committed employees provide to the community. Our operations are complex and we have many overlapping programs and services. However, paying for all these services continues to present challenges as revenues continue to grow at a slower pace than expenditures thereby creating a structural financial gap. This financial gap grows each year and it must be addressed decisively. Because we are a service based business, all of our services take people, our most valued resource. Over the years we have trimmed the budget whenever possible but have not made any fundamental structural adjustment for approximately 10 years. Each year, we adjust revenues, trim expenses and manage to balance the budget without addressing the structural budget issue. When we have cut staff through attrition or other means, our service levels have remained relatively constant with the remaining staff picking up additional work to continue the high level of service. Throughout the past year, I have indicated to you that this year we would have to begin to address the structural budget problem and you directed me to begin the process. The City Council also indicated that a property tax increase should be minimal. Finally, new priorities identified in the Strategic Plan have also been considered during the preparation of the final budget. Therefore, the preparation of the budget presented herein is reflective of the stated direction from the City Council; implementation of the Strategic Plan; and the need to begin to address the structural financial gap. STRUCTURAL ISSUES In preparation of the 2007-08 budget, we have looked beyond balancing revenues and expenditures and prepared a budget which begins to address the structural realignment of City services. We must close the annual funding gap by considering what services we fund and whether these services meet the City Council’s priorities and are consistent with the approved Strategic Plan. In addressing the structural issue of the City’s budget, we must look at all of the revenues, expenditures, funds, services and their delivery systems. We can not continue to look to revenues which fluctuate with the economy like building permits and/or the real estate transfer tax to address this continuing structural gap. While we took the time to assess this structural issue this year, we’re not finished. We must think of this year as the first of a multi-year effort. The recommendations contained herein meet our immediate goal of a balanced budget. However, we need to continue to look at mid-term actions which require additional study and develop 11 -- 11 of 641 -- recommendations for the FY 2008-09 budget. Finally, some long-term actions will require significant study and discussion and will be brought forth for FY 2009-10 and beyond. Staff began this multi-year process in 2006 and this budget reflects a review and modification of many service delivery systems. As previously presented and approved by the City Council significant modifications have been recommended and approved for the Division of Streets/Sanitation. The work of the Streets/Sanitation Division of Public Works sets a standard for our continuing review of services and programs, consistent with the ‘best practices’ in our respective fields. During the past year we completed the review of the Community Development Department and began the implementation of the Virchow, Krause & Company’s recommendations. Staff has invested considerable effort in this and an update will be provided to the Planning & Development Committee in January. These changes will move us forward in correcting some structural problems in the development process. The Information Systems Division of the Management & Budget Department has completed a strategic business plan, involving all departments, which will allow us to continue to move ahead in utilizing technology to improve customer service, streamline operations, and enhance our business practices. With the move of budget responsibility to the Finance Department, Management & Budget is now named the Management, Business & Information Services Department. A consolidation and re-organization of City-wide information services delivery is in process, which will improve our overall ability to provide information services throughout the City. Once the budget is formally adopted, we will present to the City Council a proposed ordinance to codify this and other organizational changes. We are also moving forward with the Youth Engagement Program to address a stated community need. Much of the past year has been spent collecting information, meeting with stakeholders, and developing a comprehensive, coordinated plan for the future. This plan was presented to the Human Services Committee who endorsed the program. The program is an additional expenditure, but is a high priority of the City Council. We have allocated $150,000 for this new program in FY 2007-08. The rising cost of medical insurance continues to be an issue of concern. During FY 2006-07 we worked with the unions during contract negotiations to establish a framework for labor-management collaboration to address this issue. We also identified and implemented a program to reduce pharmacy costs, with projected savings of $300,000. Over the years we have funded our public safety pensions in accordance with actuarial requirements to meet current obligations and reduce our substantial unfunded liability. The issues have recently been exacerbated by increased benefits approved by the State and poor performance of the investment portfolio which we do not control. To maintain a stable AAA bond rating, we must review and change our pension funding approach. In accordance with the City Council Budget Policy, all other funds will be reviewed so as to maintain an appropriate level of reserves. These are all excellent examples of staff looking at the way we deliver services and making recommendations and modifications to become more efficient and adopting best practices. This is just the beginning of our efforts to look at each activity within the organization and determine if it is a service or program which meets a City Council priority, addresses an objective of the Strategic Plan, and if it is being done in the most cost effective manner. As stated, this is a multi-year effort that will require a cooperative effort of the City staff and City Council. The City Council was asked to make hard and difficult, but necessary, decisions for FY 2007-08 and this will continue in FY 2008-09. The organizational and service reduction changes in this budget are the beginning of a necessary review of all City services. I ask that the City Council continue to look closely at all City services in order to determine those services which are no longer necessary or are provided by other public or private agencies. As highlighted herein, there are new positions which represent new priorities or service needs and others which are being re- engineered to improve the service delivery systems for our customers. 12 -- 12 of 641 -- LOCAL ECONOMIC CONDITIONS At the local level we have experienced a minor slow down in certain segments of the housing market, but steady retail sales. Retail sales should remain strong with the opening of the shops of Sherman Plaza and the strength of our “big box” chains. Several of our major office and retail centers have either sold or taken on new partners, which indicate a strong interest in the Evanston market. The start of construction of Howard Street Station (415 Howard Street) bodes well for our continued efforts on Howard Street The City’s efforts during FY 2006-07 to this and our other economic development activities (West Side Planning, Central Street Planning, Downtown Plan, renewal of Special Service District #4) continues to support a diverse and stable economic base. BUDGET PREPARATION PROCESS/ STRUCTURAL RECOMMENDATIONS The first task undertaken to close the structural gap was to evaluate service levels, review positions in every department, and review revenues and program expenditures to ensure that we could present a balanced budget to the City Council. From the beginning of our process we estimated that we would have a shortfall of $3.5 million between revenues and expenditures in the General Fund. In order to address this, every department was requested to prepare a budget which limited the growth of non-salary and benefit line items to a zero percent increase. Next, departments were requested to review their programs and services and propose position eliminations and program reductions. I am pleased to say that all departments took this process seriously and submitted alternatives which have resulted in a balanced budget. In order to get to a balanced budget, we had to consider some departmental re-organizations, position eliminations, realignment of service delivery systems, program cuts and an early retirement program. These items will be explained in greater detail later in this message. However, please note that there is not a proposal to close the branch libraries in this budget year. One area that was specifically identified by the City Council during the Budget Policy Committee presentations in October was to transfer the clinical services of the Health Division to community providers, including hospitals and others. We have had meetings with both hospitals and other providers that indicate we will be able to transition certain services of the Health Division clinics to other providers by July 1, 2007. The FY 2007-08 budget is based upon this change occurring. FISCAL YEAR 2007-08 BUDGET OVERVIEW The total budget for the City of Evanston is $188,161,769. This number includes all funds. It represents a total increase of $1,881,304 (1.01%) over the prior year total budget. GENERAL FUND The General Fund is the fund where almost all daily operations of the city are budgeted, excluding fleet, water and sewer services. The General Fund budget for FY 2007-08 is $86,795,362, an increase of $1,010,562 (1.18%) over the FY 2006-07 fiscal year budget. Despite the increasing costs of doing business, such as costs of necessary equipment, supplies and services (electricity costs alone have increased 29% over last year), wage increases for employees, a 6.5% increase in the cost of health insurance and pension cost increases of 11.8%, we have met the Council’s goal of holding the line on expenditures and property taxes. 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 competitive position as compared to surrounding communities. I am pleased to state 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 the median rate for this area. 13 -- 13 of 641 -- 2005 TOTAL PROPERTY TAX RATE COMPARISONS OAK PARK 1.966 ARLINGTON HEIGHTS 1.640 DES PLAINES 1.493 EVANSTON 1.491 SKOKIE 1.442 WILMETTE 1.367 GLENVIEW 1.160 The major issue in the General Fund for this year’s budget is the reorganization of several departments. The changes are outlined herein: Departmental Reorganizations & Service Changes One of our tasks in developing this year’s budget has been to review all of the services provided by the City in order to ensure alignment between the use of resources, the Strategic Plan, and the priorities of the City Council. Through this process we have identified several opportunities for shifting resources to meet that objective, especially in the further development of partnerships. The 2007-08 budgets represent the first phase in a multi-year effort to structurally realign the delivery of City services and correct the annual budget deficit. It represents a combination of service reductions, internal reorganization of services and service delivery and implementation of priorities. The examination and review of resources has resulted in a budget that includes the outsourcing of clinical health services, the elimination of two existing departments and the dispersing of the services that those departments have provided to other departments in the organization, and other service modifications. This has resulted in a budget with a reduction in force of 26.77 full-time equivalents (FTEs) and an increase of 9.5 FTEs across various departments, for a net position elimination of 17.27 FTEs. Each of these recommendations is described in more detail below. 1. Health Services Based upon direction from the City Council, staff approached community providers of Health Division services in six areas to determine if those services could be outsourced or shifted to the non-profit sector. While negotiations with these providers are continuing, I am pleased to say that the following family health services can be provided by others through a phase-out of city services between March 1, 2007 and July 1, 2007. The July 1st date will allow the City to fulfill the requirements of all its current State grants. At present the services which will be transitioned to other providers are: • Flu shots are currently available in Evanston from a wide range of private providers, and Evanston Northwestern Healthcare has committed to fill any gap caused by the cessation of City services. • Evanston Northwestern Healthcare will make their outpatient clinic services available to Evanston residents based upon their same ability to pay as other clients. These services will exclude well baby checks. • St. Francis Hospital will make their outpatient clinic services available for residents based upon the same ability to pay as other clients. • Both hospitals will cover the existing City school physical caseload. City staff, representatives from both hospitals, and District 65 staff have already implemented plans to transition those families who currently use Health Department resources to meet school health requirements. • The Cook County Department of Public Health will begin to provide family planning services in Evanston. Discussions with CCDPH are underway to communicate with existing clients and transition service records. • The Cook County Department of Public Health will also assume responsibility for Evanston residents in the State funded Family Case Management home visit program. City, County, and State staff have been working together to ensure a seamless transition of clients. 14 -- 14 of 641 -- • City staff is currently discussing sexually transmitted disease services with the County with an eye toward transitioning those services as well. City staff will direct residents seeking HIV testing to the other providers serving Evanston. • Laboratory Services which support these clinics will be phased out. Beach water testing will be transferred after the summer of 2007 to the Department of Parks Recreation and Forestry and the Water & Sewer Division laboratory. The transition of the health services to other providers is to be complete by July 1, 2007, consistent with the State of Illinois fiscal year. The Health and Human Services Department will still provide a referral role for the services that are being outsourced, and will continue to provide the following services for FY 2007-08: • Vital Records (birth and death certificates) • Dental Clinic • Food & Environmental Health Services • Infectious disease investigation • Commission on Aging • Mental Health Board • Community Intervention Services These changes result in a reduction in costs of $385,500 net of grant revenues for FY 2007-08, and a permanent reduction in costs of $1,031,100 beginning in FY 2008-09. This change does result in the elimination of 10.47 full-time equivalent positions effective June 30, 2007. This number represents a combination of filled and vacant positions. These positions are shown in the budget for the period March 1 – June 30, 2007, with a full time equivalent of 4.18, which will be shown as a further decrease in the 2008-09 budgets. We are investigating the possibility of some of the new providers utilizing existing Civic Center space. The Health Division will begin a transition period in March 2007 by informing clients of the availability of services beginning July 1, 2007. The Health Division will also continue to provide a referral role for the services that are being outsourced. 2. Human Relations One position, the director, will be eliminated, and the remaining three positions are being absorbed by the City Manager’s Office. All of the services that have been provided by Human Relations (SYEP, Landlord Tenant, EEOC, etc) are being absorbed by the City Manager’s Office and other departments. The City Manager’s Office will also provide staff support to the Human Relations Commission and will insure that our focus on Human Relations remains strong and well-placed. We will work with the Commission to ensure that this transition is smooth. 3. Facilities Management The director position will be eliminated and the remainder of the department will become a new division of the Public Works Department. The Cable TV franchise responsibilities formerly handled by Facilities Management will be absorbed by the City Managers’ Office. Both of these moves are not uncommon among communities and will result in further efficiencies in the provision of services. 4. City Manager’s Office In addition to staffing the Human Relations Commission, this office will assume the Cable Television responsibility, which is a complementary function of our Public Information program. The City Manager’s Office will also include the Emergency Preparedness Manager, a position that is necessary to appropriately prepare for and manage our response to any variety of crises, meet new requirements from the Federal Government, coordinate department responses, and seek grant opportunities. During FY 2006-07, the City received a reimbursable grant of $75,000 to fund the establishment of a centralized program to incorporate environmentally sustainable practices into all aspects of City government. To this end, a position of Sustainable Programs Coordinator has been established. This position is only funded for a one-year 15 -- 15 of 641 -- period; future years are dependent on securing additional funding through grants and/or other sources. Recruitment for this position is currently underway. The Youth Engagement Program, which includes the addition of a full-time Coordinator, will reside in the City Manager’s Office and coordinate all activities related to the programs approved by the City Council. Each of these additions represents a priority for the organization, which requires cross-departmental coordination that the City Manager’s Office will provide. 5. Office of Management & Budget The Management & Budget Office will undergo reorganization in 2007-08 in order to consolidate and reorganize its functions; making the department more efficient and thus better suited to meeting the business and technology needs of the City. The new Management, Business and Information Systems (MBIS) department (formerly the Office Management & Budget) will continue to supervise Geographic Information Systems (GIS), Administrative Adjudication, and liquor licensing. The Fleet Services Division was shifted to this department during the FY 2006-07. This department will assume the Risk Management function in FY 2007-08. A GIS Analyst position from Water & Sewer will move to GIS to provide more coordinated services. In addition, positions from other departments will be consolidated in this department to assist in the coordination of the Management and Business Information Systems Strategic Plan. The budget function and two Management Analyst positions have moved to the Finance Department, so that the budgeting and accounting functions are in one department. 6. Other position reductions In order to balance the budget, an additional 13.3 (out of 15.3) FTEs were cut from the budget, including positions from the following departments: City Clerk, Management & Budget, Finance, Community Development, Police, Public Works, Human Relations, and Parks/Forestry & Recreation. The total dollar value of these position reductions is $662,900. A listing of position eliminations is contained in Exhibit A. There will be an impact on service delivery due to the elimination of this number of positions, although spread out over the organization. The total city organization cannot absorb position eliminations of this magnitude without an impact on service to the citizens or to the employees who provide service to the citizens. This may result in a slightly longer time necessary to complete certain tasks and to respond to service requests. This is truly a situation where fewer people will be doing the work. 7. New Positions A number of new positions were requested by the departments. While the budget requests were valid, and would aid in our provision of services, most were not affordable due to lack of financial resources. A summary of some of those programs which were requested but are not being recommending are outlined in Exhibit B. However, this budget does include the addition of 9.5 full-time equivalent new positions. These new positions reflect new priorities and necessary re-engineering of our service delivery systems. Positions that are recommended for inclusion in the budget are: City Manager’s Office • Emergency Preparedness Manager (described above) • Youth Coordinator (described above) • Sustainable Programs Coordinator (described above) Management, Business and Information Services Information Technology Project Specialist: In order to move ahead with the Business Process & Technology Group Strategic Plan, an additional position is necessary to move forward to fully utilize information technology. The elimination of other positions in this division makes this a net FTE increase of zero. Additionally, contractual services of $74,100 will be eliminated from the Capital Improvement Program. 16 -- 16 of 641 -- Community Development / Fire Department Plan Reviewer: This position will primarily handle plan reviews for the areas of fire safety. Formerly, these plan reviews were contracted out. This position will also assist in the re-engineering of the entire permit process; allowing additional flexibility and speed in processing permit applications. This position will be funded by increased fire fees. Police Department Service Desk Officer: This position is an addition of one position to the Police Department. It is the last position addition in a four year plan to civilianize the Service Desk. With this position, the remaining Police Officer assigned to the Service Desk will be reassigned to field operations. The increase in FTEs is offset by a reduction in the Records Bureau. This budget also includes the addition of two contractual female employees for the Police Youth Outreach to work in conjunction with the Youth Engagement Program at a cost of $20,000 in the Police Department’s budget. This will not increase the FTEs since they are contractual employees. Public Works • Transportation Division: A Civil Engineer to process right-of-way permits, including street obstructions, street excavations, and utility permits, and to oversee the issuance of the remaining 1600+ permits the Public Works Department issues each year. This position will allow the Department to work toward a single point of contact for Public Works permits and will result in better customer service and better coordination with Community Development and the issuance of building permits. This position will be cost neutral in that we are recommending that we increase the fees for most Public Work permits so that the fees accurately reflect the cost of their issuance. • Water & Sewer Division: A Plumbing Inspector in the Water Fund to inspect the RPZ valves to insure compliance and provide better coordination with Community Development. This position will perform new work as will as alleviate some of the work load that is currently being handled by Community Development- Building Division. The EPA requires water providers to administer and maintain ongoing backflow prevention and cross connection control programs to protect public water systems from the hazards originating on the premises of their customers that may impair or alter the water in the system. Our current staffing does not allow us to manage this program effectively. Additionally, by law, inspections can only be made by a licensed plumbing inspector. Since the Water division is responsible for this program, it is appropriate to have a Plumbing Inspector working out of this Division. The plumbing inspector would also be able to take over the oversight and inspection of sewer connections and disconnections, storm water detention inspections and the overall review and inspection that relates to private connections of water and sewer to the City’s public water and sewer mains. Library In order to better manage the collection, two positions are to increase from part-time to full-time, and one part- time position added. These positions are part of the Library’s staffing plan to make the Department more comparable to surrounding communities. Fire The Fire Department move one firefighter from the Fire Prevention Bureau back to suppression to help staff the third ambulance for next year beginning in March 2007. General Personnel - Early Retirement Incentive In addition to the changes discussed above, the City Council considered an Early Retirement Incentive (ERI) program for all eligible IMRF employees. Council approved this program during its 2007-08 budget discussions. As indicated in staff presentations to Council earlier this year, informational meetings have been held with eligible employees, and a further cost analysis will be completed. The savings is estimated at $5.5 million dollars over the next 10 years. We strongly believe that this program will allow for further opportunities for departmental reorganization, service consolidations, and re-engineering for increased efficiencies, through the creation of vacancies throughout the organization, over a one-year period spanning two fiscal years. 17 -- 17 of 641 -- REVENUE HIGHLIGHTS Property Taxes: The total property tax levy for all funds is a 3.35% increase. The property tax for the General Fund includes the taxes levied for the Library, the Parks & Recreation Department, and the IMRF Pension. The General Fund portion reflects a 0.67% decrease. This number is reflective of our best estimate of the amount needed to maintain operations, fund IMRF pensions, and balance the budget with one labor contract negotiation pending. This amount is a decrease due to efforts of staff to cut costs as much as possible coupled with the Council’s decision to use $500,000 of the moneys received from Northwestern University to support the General Fund. More detail on these moneys is provided later in this letter. The allocation of the General Fund total dollar decrease from $17,091,200 to $16,976,262 is broken down into the following functions that could have a separate tax levy, and shows the net increase or decrease for each portion of the levy: Illinois Municipal Retirement Fund $ 448,200 17.32% decrease Recreation 1,062,300* 13.87% increase Evanston Public Library 411,000* 10.66% increase General Fund-remainder of tax 1,140,038 38.19% decrease * Note: The increases in these functions are both net of other revenues and inclusive of the employer’s share of Social Security and Medicare benefit costs that, prior to 2007- 08, were managed centrally and therefore not reflected in each department’s budget. The balance of the property tax increase is for Police and Fire Pensions, excluding debt service which is explained below. Again, due to actuarial valuations, we are required to contribute an amount into the pension funds to cover current costs and a portion of the unfunded future costs, requiring tax increases of 11.76% for the Fire Pension Fund, and 11.78% 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 is for debt service. 18 -- 18 of 641 -- 2003-2004* 2004-2005* 2005-06 2006-07 2007-08 VARIANCE PERCENT APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE LEVY LEVY LEVY LEVY LEVY (DECREASE) (DECREASE) OTHER GENERAL FUND** LEVY $3,861,939 $3,046,224 $1,882,920 ($1,163,304) -38.19% LESS: 2% LOSSES $77,239 $60,924 $37,658 ($23,266) -38.19% TOTAL $3,784,700 $2,985,300 $1,845,262 ($1,140,038) -38.19% IMRF*** LEVY $1,850,000 $2,640,204 $2,182,857 ($457,347) -17.32% LESS: 2% LOSSES $37,000 $52,804 $43,657 ($9,147) -17.32% TOTAL $1,813,000 $2,587,400 $2,139,200 ($448,200) -17.32% RECREATION**** LEVY $7,535,510 $7,817,857 $8,901,837 $1,083,980 13.87% LESS: 2% LOSSES $150,710 $156,357 $178,037 $21,680 13.87% TOTAL $7,384,800 $7,661,500 $8,723,800 $1,062,300 13.87% LIBRARY**** LEVY $3,793,367 $3,935,714 $4,355,102 $419,388 10.66% LESS: 2% LOSSES $75,867 $78,714 $87,102 $8,388 10.66% TOTAL $3,717,500 $3,857,000 $4,268,000 $411,000 10.66% TOTAL GENERAL FUND LEVY $15,504,388 $16,105,714 $17,040,816 $17,440,000 $17,322,716 ($117,284) -0.67% LESS: 2% LOSSES $310,088 $322,114 $340,816 $348,800 $346,454 ($2,346) -0.67% TOTAL $15,194,300 $15,783,600 $16,700,000 $17,091,200 $16,976,262 ($114,938) -0.67% Comparison with 2006/07 Approved Levy & Previous Three Years FY2007/08 Approved Property Tax Levy FIRE PENSION FUND LEVY $2,625,446 $3,295,798 $3,295,798 $3,811,224 $4,259,460 $448,236 11.76% LESS: 2% LOSSES $52,509 $65,916 $65,916 $76,224 $85,189 $8,965 11.76% TOTAL $2,572,937 $3,229,882 $3,229,882 $3,735,000 $4,174,271 $439,271 11.76% POLICE PENSION FUND LEVY $3,420,846 $4,171,429 $4,171,429 $4,232,653 $4,731,162 $498,509 11.78% LESS: 2% LOSSES $68,417 $83,429 $83,429 $84,653 $94,623 $9,970 11.78% TOTAL $3,352,429 $4,088,000 $4,088,000 $4,148,000 $4,636,539 $488,539 11.78% DEBT SERVICE FUND LEVY $8,263,107 $8,593,632 $8,915,268 $8,915,268 $9,237,356 $322,088 3.61% LESS: 2% LOSSES $165,262 $171,873 $178,305 $178,305 $184,747 $6,442 3.61% TOTAL $8,097,845 $8,421,759 $8,736,963 $8,736,963 $9,052,609 $315,646 3.61% TOTAL ALL FUNDS $21,550,680 $16,060,858 $33,423,311 $34,399,146 $35,550,694 $1,151,548 3.35% LEVY $596,276 $643,331 $668,466 $687,983 $711,013 $23,030 3.35% LESS: 2% LOSSES $29,217,511 $31,523,241 $32,754,845 $33,711,163 $34,839,681 $1,128,518 3.35% Original Original Proposal Proposal 8,000 $ 10,000 $ 8,000 $ 10,000 $ 3.35% 3.35% 5.47% 5.47% 0.66% 0.66% 1.08% 1.08% 52.87 $ 66.08 $ $86.31 107.89 $ 0.14 $ 0.18 $ $0.24 0.30 $ Per Day Cost % of City Tax Increase % Tax Bill Increase Annual $ Increase on tax bill Tax Bill Total Tax Bill Increase 19 -- 19 of 641 -- General Fund Revenues: The following are the major changes to the non-property tax revenues in the General Fund: Revenue FY 2007- 08 Revenue Projection Increase or (decrease) from FY 2006-07 Budget Percentage increase or (decrease) Sales Tax $9,000,000 $800,000 9.76% Home Rules Sales Tax $6,030,000 $530,000 9.64% Income Tax $6,200,000 $700,000 12.73% Licenses & permits $6,786,000 ($288,600) (4.08%) Parking Fines $3,300,000 ($490,000) (12.93%) Other State Revenues $ 670,000 ($556,700) (45.38%) Real Estate Transfer $3,930,200 ($125,000) (3.08%) Utility Taxes $8,555,000 $5,000 0.06% Parking Taxes $1,700,000 $200,000 13.33% The reduction in permits is due to the fact that there is no large project similar to Sherman Plaza far enough along in the planning stages to ensure revenues equal to the 2006-07 revenues. The decrease in parking fines is due to the increase of people using the garages and the hooding of many more meters during the construction of large projects. In addition, the Parking Enforcement Officers (PEOs) have been taken off of ticket writing many days to account for a routine shortage of School Crossing Guards. We have addressed this in the final budget by recommending an increase in the number of crossing-guards so as to reduce the need for PEOs to serve as Crossing Guards. The decrease in the Telecommunication Tax is a state wide issue and due to an interpretation by the federal government regarding the taxation of Digital Subscriber Lines (DSL). The State of Illinois is appealing this decision but at this time we do not see a favorable outcome to this matter. Other Revenues – Northwestern University: In 2004 Northwestern University indicated that it would give the City $350,000 for three years. This gift was provided in response to the University’s purchase of 1800 Sherman Avenue. To date, the City has received $700,000 and expects the final $350,000 by summer 2007. During the 2007-08 budget discussions, the City Council decided to use $500,000 of this money to support the General Fund. RECOMMENDED FEE INCREASES 1. Recycling Fee converted to a Sanitation Service Charge Keeping in line with the Council's Natural Resources Vision of embracing the best ecological practices and policies in our government, we are implementing initiatives in the Streets and Sanitation Division of Public Works that will have a dramatic impact on our sustainability efforts. Additionally, they will also help us reduce general fund dollars normally used to cover the full costs of these programs. Staff recommended an increase of $300,000 to the former recycling charge to provide an incentive for citizens to recycle. Prior to 2007- 08, the recycling charge was $3.72 per month. We believe that promoting recycling means that there should not be a charge to citizens for recycling. Therefore, the 2007-08 budget includes raising this fee to $5.00 per month per household and changing it to an all-encompassing Sanitation Service Charge. This change will result in an increase of $15.36 per household per year. This increase in revenue will bring the total revenue from refuse service charges to $1,000,000 which is about 25% of the total cost of refuse and recycling. The remainder of this cost is borne through property tax. Since one of our strategic visions relates to preserving our natural resources, over the next fiscal year we will investigate ways to acquire the larger 95 gallon recycling bins to encourage greater recycling participation and a reduction of refuse hauled to the limited landfill space. Streets and Sanitation will begin with a pilot program in the first quarter of the fiscal year and evaluate results before expanding the carts citywide. From these efforts we will realize additional revenues and contribute to our efforts to be known as a ‘Green City’. 20 -- 20 of 641 -- 2. Ambulance Fee Ambulance Fee: This fee will increase from $300.00 for residents to $350.00; and from $400.00 to $450.00 for non-residents. This will produce an additional $50,000 in revenue and allow us to seek maximum Medicare reimbursements. 3. Construction Fees We have also revised the fees in the Water & Sewer Division Transportation and Community Development (fire safety items), which we project will generate approximately $200,000 and cover the costs of new employees to complete the work. Expenditure Highlights: Overview: Many of the increases reflected in this year’s budget are a result of mandated costs. Union contracts, federal and state requirements, and necessary utility costs all increase the cost of doing business. In order to meet this austere budget request, each General Fund line item was reviewed, and wherever possible, reduced to coincide with its three-year expenditure history. The bottom line General Fund budget request is shown below: Current 2007-08 Budget $ 86,795,362 FY 2006-07 Adopted Budget $ 85,784,800 Total Expenditure Increase $ 1,010,562 1.18% Increase The following is a listing of the expenditures in the General Fund that have increased as a result of labor contacts, state mandates, utility costs, and other equipment & supplies. Changes in the General Fund Salaries and Wages net New Positions and Position Reductions $ 920,970 Overtime $ (261,900) Benefits (IMRF, Social Security, Medicare) $ (829,200) Health Insurance $ 528,800 Utilities $ 198,100 Subtotal $ 556,670 0.65% Increased Other Costs $ 453,892 0.53% Total Change $1,010,562 1.18% The remaining minor increase was achieved through reductions in departmental operating budgets. The City continues to be in the position where it is required to do more with less. This means a reduction in the funds available to purchase required goods and services, due to the increasing costs of those purchases. 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 increased 4.0% compared to an increase of 2.4% in the Consumer Price Index (CPI). As you can see, the City budget increase is well below both indices. Mental Health Board For the 2007-08 budget, the Mental Health Board requested an additional $15,000 above the 2006-07 appropriation of $829,000. This additional $15,000 was requested to provide or increase Board funding to selected agencies. Two of the agencies were not funded in 2006-07 budget: Youth Job Center and YMCA Evanston/North Shore. The agencies that were requested to have additional funding were: Evanston Community Defender, North Shore Senior Center, SHORE: Community Services, Thresholds, and Trilogy. The 21 -- 21 of 641 -- Council approved this funding increase during the 2007-08 budget discussions, increasing the Mental Health Board funding to $844,000. Evanston Arts Council For the 2007-08 budget, the Evanston Arts Council proposed the hiring of a full-time Corporate Sponsorship Account Representative to secure funding for Arts Council/Cultural Arts Division activities. The position would be responsible for identifying, cultivating, soliciting, and managing relationships with businesses in Evanston and the larger area who wish to support the arts in Evanston. The position was proposed to be full-time with salary, benefits, and a 10% commission on sales. The City Council approved this request as a contractual position with an expenditure budget of $56,000 and a revenue projection of $56,000 for the 2007-08 fiscal year. REVIEW OF OTHER FUNDS Water and Sewer Funds: Revenues and expenses reflected in the 2007/08 Water and Sewer Fund budgets are consistent with the recently completed Cost of Service Studies. No increase in either the Water rate or the Sewer rate is necessary. Revenues for the Sewer Fund are based on estimated water sales to Evanston residents. Revenues for the Water Fund include the estimated revenues from the sale of water to the Northwest Water Commission and the Village of Skokie. The recent financial forecast prepared by an outside consultant indicates that both Water and Sewer Fund Balance Reserves are essential to finance the Capital Improvement Programs in both funds. 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 $987,000. FUTURE STRUCTURAL ADJUSTMENTS Balancing the FY 2007-08 budget is not the end of the fiscal challenges facing the City. We will be required to look at other structural issues for the General Fund for the next two to three years, at a minimum. When the TIF districts begin to terminate in two to three years, we must capture the increment by revising the manner in which taxes are levied. Part of the discussion regarding the termination of TIF districts will need to include the two school districts, which will also benefit from the increment. From that increment, we should consider whether the City continues to fund services the City currently provides for the school districts such as School Crossing Guards, and the Police School Resource Team. We need to leverage our existing assets and continue to pursue public/private partnerships. All services must be reviewed to see if other community agencies are providing similar services and determine if the City needs to continue to provide the service. We should only consider a new program after we have determined that no other agency in the community is providing the service. It may be more cost efficient for the City to provide a scholarship for individuals to participate than to fund the program. We must get back to core services. The second and third year of my budget program will include a number of staff initiatives, as well. We will examine outsourcing services and/or programs to determine if they can be provided more efficiently both in terms of costs, service delivery and customer service. We will continue our review of departmental structure, services, and costs, building on the program reviews presented to the Council over the summer. Position vacancies will be reviewed for streamlining and re-engineering potential. Staff will prepare a prepare a three to five year General Fund budget projection over the next six months that will enable the City Council to make some policy decisions about services. It is clear to me that although we have made significant service reductions for the upcoming year, more service cuts will be required in the future if property taxes are to be held to an inflationary increase in future years. CONCLUSION I would like to thank the department heads and each of their employees for their efforts every day to make this a better community. Each year it is a difficult task to maintain the quality and quantity of services with limited 22 -- 22 of 641 -- resources. The citizens of Evanston should be proud of the dedication and commitment each member of this organization has to this community. Preparation of the 2007-08 budget has been a very difficult process but all of the staff has participated in a professional manner which I have come to appreciate during my two years in Evanston. Each employee affected by the reduction in force has provided good and valuable service to this community and I thank each and every one them. The 2007-08 budget represents an effort to begin to reduce the structural financial gap that has affected this City for years. The changes presented herein are difficult but necessary to begin our corrective measures. Substantially all services, including Human Relations and Facilities Management, will be provided by other City departments and substantially all Health Services affected by the final budget will be available by either the private sector or other governmental agencies. I would also like to thank the department heads and those who assisted in the development of this budget document. In particular, I express my deep gratitude to Patrick Casey, Director of Management, Business and Information Services, Matthew Grady, Director of Finance, Judith Aiello, Assistant City Manager, Rolanda Russell, Assistant City Manager, Judith Witt, Director of Human Resources, Herbert Hill, First Assistant Corporation Counsel, Anita Patel, Management Analyst, Michael Wheeler, Management Analyst, Ann Pool, Management Analyst, and Anna Kate Bishop, Administrative Assistant for all of their efforts in preparing this document. Very truly yours, Julia A. Carroll City Manager 23 -- 23 of 641 -- EXHIBIT A POSITION ELIMINATIONS FY2007-08 BUDGET Effective March 1, 2007 Department/Division Position Title FTE City Clerk’s Office Clerk III 1.0 Management & Budget Assistant UNIX Administrator 0.5 Telecommunications Coordinator 1.0 PT Administrative Aide 0.8 Executive Secretary 1.0 Finance Payroll Assistant 1.0 Facilities Management Director 1.0 Community Development Property Maintenance Inspector I 1.0 Police Records Input Operator 1.0 Public Works Parking Enforcement Coordinator 1.0 Equipment Operator II 1.0 Equipment Operator II 1.0 Public Works Maintenance Worker II 1.0 Human Relations Director 1.0 Parks/Forestry & Recreation Recreation Program Manager 1.0 Noyes Center Coordinator 1.0 Parks/Forestry Worker II 1.0 Total 16.3 Effective July 1, 2007 Health & Human Services Department/Division Position Title FTE Family Health Public Health Nurse 2.34 Public Health Nursing Supervisor 0.67 Nurse’s Assistant 0.67 Vision/Hearing Technician 0.67 Clerk II 0.67 Information Systems Clerk 0.67 Secretary II 0.67 Clinic Physician 0.6 Infectious Disease Control AIDS/HIV Counselor 0.5 Public Health Nurse 0.67 Clerk Typist I 0.67 Laboratory Laboratory Supervisor 0.67 Microbiologist 0.33 Adult Health Public Health Nurse 0.67 Total 10.47 24 -- 24 of 641 -- EXHIBIT B The following is a listing of program cost increases that were submitted for the 2007-08 budget that are not included in the final budget document. The total amount of the proposed increase in program cost by department is provided in the following table. The detail for each line item immediately follows. Program Summary: Department Program Amount of Requested Increase Human Relations Year-Round Youth Employment Program $ 87,750 Parks/Forestry & Recreation Five Star Enrichment Program $ 65,200 Total Proposed Program Increases: $152,950 Program Detail: • Year-Round Youth Employment Program: For the 2007-08 budget, the Department of Human Relations proposed having Evanston youth employed by the City as interns/assistants for the entire calendar year. This program had an estimated cost of $87,750 and would allow for up to 10 positions that would be made available for private or public organizations (e.g. the City or other Evanston businesses or non profit organizations). Original Request: $87,750 Amount of Reduction: (87,750) Net Request: $ 0 • Five Star Enrichment Program: For the 2007-08 proposed budget, the Department of Parks/Forestry and Recreation requested the addition of the Five Star Enrichment Program. The program will provide recreational and educational enrichment activities to children ages 4-5. This is a full day program that runs year round. Revenues are projected to be $67,500 based on enrollment of 15 participants. Original Request: $65,200 Amount of Reduction: (65,200) Net Request: $ 0 25 -- 25 of 641 -- 26 -- 26 of 641 -- City of Evanston 2007-2008 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 FY2008 is $188,161,769 prior to interfund transfers. This represents an increase of $1,881,304 or 1.01%. 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. As revenues continue to grow at a slower pace than expenditures, governmental entities must determine methods to address this gap. 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 2007-2008 is $86,795,362. This represents an increase of $1,010,562 or 1.18% 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 appoved property tax levy is $34,839,681. This is an increase of $1,128,518 or 3.35%. The General Fund portion of the levy decreases by $114,938 from $17,091,200 27 -- 27 of 641 -- to $16,976,262. 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 be 9,000,000. This is an $800,000 or 10% increase in state sales tax revenues. This is an indication of growth in the economy. 3. Home Rule Sales Tax: Projections show $5,800,000 of this revenue source for the General Fund. This is a $300,000 or 5% increase in revenues. Once again the revenue has increased slightly due to the economic rebound. 4. State Income Tax: State income tax revenues are expected to increase by 11%, bringing the projected revenue to $6,100,000. This increase is due to the economic rebound. The revenue projected has finally surpassed state income tax revenues that were received in FY 2000/01. 5. Utility Taxes: Revenues from utility taxes are comprised of electric, natural gas, and telecommunications taxes. For FY2007-2008, these are projected to total $8,555,000, which is an increase of $5,000. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is expected to decrease by $125,000 from $4,055,200 to $3,930,200 for FY2007/08. It is expected that the City’s housing inventory will not sustain the high volume of sales that were projected the last few years. 7. Vehicle Licenses: Vehicle license fees are expected to remain at $2,200,000 this year. 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 $7,665,300 in revenues, a decrease of $217,100 over the prior year. The main reason for the decrease is an anticipated drop of $255,000 in building permit revenue. 9. Fines and Forfeitures: Parking ticket, regular and other fine revenues are expected to decrease by $430,000 to $4,162,000. This decrease is partially attributed to a projected decrease in parking tickets in the amount of $490,000. The anticipated decrease in parking revenues can be attributed mainly to factors such as a recent trend in parking compliance due to garage parking availability. 10. Service Charges Service charges are scheduled to increase by $687,900. Included in the adopted budget is an increase in the recycling/refuse collection fee from $3.72 per month to $5.00, which adds $341,200. Recreation fees are scheduled to increase 3-5% resulting in an $110,600 increase in revenue projections. An increase in ambulance transport fees along with improvement in the collection rate on ambulance billings has resulted in a revised revenue increase of $180,000. 28 -- 28 of 641 -- 11. State and Federal Aid State and federal aid revenues will decline as a result of grant funding term completions and the elimination of health services, which were partially grant funded. A decrease of $581,600 in state and federal aid is projected for FY 07-08. V. Other Funds Motor Fuel Tax Fund Spending for the fund is budgeted at $2,552,500 in FY2008. This is an increase of $280,000 from the FY2007 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 FY2007/08 are $2,257,800, an increase of $521,100. Projected revenues are $1,100,000, a decrease of $54,780. This includes wireless surcharge revenue of $260,000. Community Development Block Grant Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The amount for FY2007/08 is $2,234,271 for Community Development related programs, a decrease of $22,369 from FY2006/07 funding. Economic Development Fund Expenditures from the Economic Development Fund are budgeted to be $1,769,200 for FY2008. Revenues for this fund are generated from 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 FY2007/08 budget is $30,000, a decrease of $160,000. Washington National Special Tax Allocation Debt Service Fund This fund is expected to account for the payment of general obligation debt issued for this tax increment financing district bounded by Church Street on the North, Davis Street on the South, and Chicago Avenue on the East. Fiscal year 2008 budgeted expenditures are $550,878, a decrease of $106,322 or 16% from last year. The decrease is primarily due to the payment of debt services cost for the Series 2002A and 2002B bonds transferring to the Sherman Plaza Garage Fund. 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. FY2008 budgeted expenditures for this fund are $438,563. This is a decrease in the budget of $39,037. Southwest II Special Tax Allocation Debt Service Fund Better known as the Howard/Hartrey District, the district consists of a 23 acre site located at 2201 Howard Street. A slight increase of $3,395 in projected expenditures brings the fiscal year 2008 budget for this fund to $832,095. 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 $892,635, an increase of $576,835. 29 -- 29 of 641 -- Debt Service Fund The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2006 levy, almost all of which will be collected in the 2007-08 fiscal year. The expenditures for the general obligation bonds represent debt service payments due in fiscal year 2007-08. 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 was due in FY 2007. In FY 2006-07, the City issued $10,290,000 Series 2006 general obligation bonds. Proceeds are being used to finance the Capital Improvement program. Total budgeted expenditures are $9,910,643. 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 $11,636,829 for FY 2008. This is an increase of $1,164,714 which is due primarily to early payment of principal for the Series 2000C bond issuance. Howard-Ridge Tax Increment Finance District Fund The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District - on January 26, 2004. The TIF District is generally bounded on the north by various parcels that front Howard Street and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line, on the south by City boundaries and on the west by Ridge Avenue. The TIF District contains mixed residential uses, retail/commercial properties and institutional uses. Total operating expenditures will be $15,450. This does not include a transfer of $114,793 to the general fund. Sherman Plaza Garage Fund The Sherman Plaza Garage opened in June 2006. During FY 2007-08, the operating expenses for the garage are projected to be $6,559,700. The fund is responsible for paying the operating expenses, depreciation, and debt service for repayment of bonds that were issued to fund construction of the garage. Payment of debt services costs for Series 2002 A and 2002 B bonds are now paid from this fund. They were previously paid from the Washington National Special Tax Allocation Debt Service Fund. Maple Avenue Fund This fund is responsible for paying the operating expenses and debt service for repayment of bonds that were issued to fund construction of the Maple Avenue Parking structure. Total operating expenses for FY 2007/08 will be $6,770,300. Parking System Fund The Parking System Fund has anticipated expenditures of $3,777,600. This is an increase of $84,800 and is inclusive of capital outlay, debt service, and transfers to the General Fund. Revenues are projected to be $3,457,200. 30 -- 30 of 641 -- Water Fund The Water Fund is expected to have total expenditures of $13,548,200 which represents a decrease of $154,600 or 1%. Water Fund revenues are expected to decrease by $192,400 over the FY 06/07 appropriation; however, FY 07-08 projected revenues are slightly higher than FY 06/07 estimated actual expenditures. The decrease in projections is based on the results of a Cost of Service Study, which demonstrated that revenue projections were higher than actual water sales. No water rate increase is proposed for FY 2007/08. Sewer Fund Budgeted expenditures for FY 07/08 are projected to be $16,442,300. This is a decrease of $206,700 or 1%. FY 2008 revenue projections are consistent with the recently completed Sewer Fund Cost of Service Study. No increase in the sewer rate is projected. Fleet Services Fund Budgeted expenditures for FY2008 are $4,399,300. This is a 15% decrease totaling $758,800. This year, no new bond sale is proposed for vehicles and all outstanding debt has been paid. Insurance Fund Fiscal year 2008 budgeted expenditures for the Insurance Fund increases by $1,299,500 to $3,350,000 as a result of the settlement of long standing open cases. 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. Actuarially determined funding requirements indicate that a $588,300 or 11.4% increase in funding requirements is necessary for FY 2008, making the budgeted amount $5,750,300. Presently, this fund is budgeted to levy for $4,174,271, which translates into an 11.76% 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 an $889,300 or 14.8% increase in funding requirements is necessary for FY2008, making the budgeted amount $6,872,800. Presently, this fund is budgeted to levy for $4,636,539, which translates into an 11.78% increase in the property tax levy. VI. Conclusions The 2007-2008 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. 31 -- 31 of 641 -- 32 -- 32 of 641 -- 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. 33 -- 33 of 641 -- 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. 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. Economic Viability 34 -- 34 of 641 -- 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. 35 -- 35 of 641 -- 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 36 -- 36 of 641 -- 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. 37 -- 37 of 641 -- 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: 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. 38 -- 38 of 641 -- 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. 39 -- 39 of 641 -- 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: 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 identifi ed needs of Evanston neighborhoods. 11E: Evaluate and refine public safety strategies to promote a safe environment throughout the community’s neighborhoods. Social Programs Vision 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: 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: 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 40 -- 40 of 641 -- PART II CHARTS AND SUMMARIES 41 -- 41 of 641 -- 42 -- 42 of 641 -- Residents Mayor City Council Advisory Boards and Commissions City Clerk City Manager Finance Public Works Human Resources Law Community Development Fire Facilities Management Library Health & Human Services Police Parks/Forestry & Recreation Human Relations 43 -- 43 of 641 -- Residents Mayor City Council Advisory Boards and Commissions City Clerk City Manager Police Law Fire Community Development Library Public Works Health & Human Services Finance Human Resources Parks/Forestry & Recreation Management & Information Services Assistant City Manager Assistant City Manager 44 -- 44 of 641 -- 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 45 -- 45 of 641 -- 46 -- 46 of 641 -- MONTH ACTIVITY August 1, 2006 - August 11, 2006 Assemble Budget Manuals August 14, 2006 Budget Kickoff Monday, September 18, 2006 Mid-Year Budget Review - 2007/08 Preview for Council September 1, 2006 Deadline for Revenue Worksheet Submissions September 25, 2006 Deadline for all Budget Submissions (BES and Text) September 29, 2006 Preliminary Report of Budget Requests October 2, 2006 - November 3, 2006 Budget Review Teams, Reports to CMO November 6, 2006 - December 1, 2006 Final Balancing for Budget Proposal October 16, 2006 Initial Design for Proposed Budget Cover November 1, 2006 Quote Information to Printers - RFQ for Proposed December 1, 2006 City Manager Prepares Transmittal Memo December 4, 2006 Final Balancing Meeting with City Manager December 18, 2006 Proposed Budget Book to Printer December 29, 2006 Proposed Budget Books to Council January 6, 20, 27, 2007 Saturday Budget Workshops January 31, 2007 Additional Budget Workshop Monday, February 5, 2007 Public Hearing FY 2007/08 Budget Monday, February 12 & 19, 2007 Additional Budget Workshops Monday, February 26, 2007 Final City Council Meeting for Approval of Budget March 15, 2007 City Council Changes entered into Budget May 18, 2007 Printing, Binding, and Distribution of City Budget City of Evanston Budget Calendar Fiscal Year 2007 - 2008 47 -- 47 of 641 -- City of Evanston Budget Process Summary of Proceedings: The City’s fiscal year begins on March 1 of each year. The City Manager submits to the City Council a proposed operating budget in December for the fiscal year commencing the following March 1. The operating budget includes proposed expenditures and the means of financing those expenditures. The City Council holds public hearings (Saturday morning public hearings were held prior to adoption of the 2007/2008 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. 48 -- 48 of 641 -- 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. 49 -- 49 of 641 -- 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 50 -- 50 of 641 -- 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. 51 -- 51 of 641 -- 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) 52 -- 52 of 641 -- 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 53 -- 53 of 641 -- 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 54 -- 54 of 641 -- 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. 55 -- 55 of 641 -- 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. 56 -- 56 of 641 -- City of Evanston Fund Descriptions Central Business Tax Increment District Fund - to accumulate monies for the principal and interest payments on debt issued for this special taxing district. Southwest Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. Howard-Hartrey Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. Washington National Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. Howard-Ridge Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. West Evanston Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. CAPITAL PROJECTS FUNDS Capital Improvements Fund - to account for the City of Evanston capital improvement program. The program includes, but is not limited to, improvements to public buildings, the paving of city streets and the improvement and development of recreation facilities. Financing is provided principally by grants and general obligation bond proceeds. Central Business Tax Increment District Fund - to account for the purchase of land and other related costs of the research park. Financing is provided from general obligation bond and note proceeds. Special Assessment Fund - to account for capital improvements financed by special assessments on property holders and public benefit contributions from the City. ENTERPRISE FUNDS Water Fund - to account for the provision of water services to the residents of the City and the sale of water to the Village of Skokie, Illinois and the Northwest Water Commission. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, financing and related debt service and billing and collection. Motor Vehicle Parking System Fund - to account for the provision of public parking services for a fee. All activities are accounted for including administration, operations, financing and revenue collection. Sewer Fund - to account for the provision of sewer repair and improvement services to the residents of the City. All activities necessary to provide such services are accounted for in this fund, including administration, operations, financing and billing and collection. Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple Avenue. All activities are accounted for, including administration, operations, financing and revenue collection. Sherman Plaza Garage Fund - to account for the provision of the public parking facility 57 -- 57 of 641 -- City of Evanston Fund Descriptions connected to Sherman Plaza. All activities related to the operation of the garage are included, such as administration, operations, financing and revenue collection. INTERNAL SERVICE FUNDS Fleet Services Fund - to account for the costs of operating the municipal service center maintenance facility for transportation equipment used by other City departments. Such costs are billed to the user departments at actual cost. Actual costs include depreciation on the transportation equipment. Insurance Fund - to account for the costs of administering general liability claims and workers' compensation programs. Such costs are billed to the General Fund. TRUST AND AGENCY FUNDS Pension Trust Funds Firefighters' Pension Fund - to account for the accumulation of resources to pay pension costs. Resources are contributed by fire personnel members at rates fixed by state statutes and by the City through an annual property tax levy. Police Pension Fund - to account for the accumulation of resources to pay pension costs. Resources are contributed by police force members at rates fixed by state statutes and by the City through an annual property tax levy. Expendable Trust Fund Employer Pension Contribution Fund - to account for the recognition of applicable tax revenues and employer contributions to the Pension Trust Funds. These contributions represent the City’s pension expense for Police and Firefighters. Agency Funds Special Assessment Fund - to account for cash received from property owners on capital improvement special assessments. Such amounts collected will be forwarded to bondholders. The City is not obligated in any manner for this debt and is only acting as agent for the property. 58 -- 58 of 641 -- Summary - All Funds ( prior to interfund transfers ) Southwest TIF 0.47% Debt Service G.O. Bonds 5.78% Sewer 8.75% Sherman Avenue Garage Fund 3.49% Southwest II TIF 0.44% Water 7.21% Parking 2.01% Special Service District 0.23% Washington National TIF 0.64% Fleet 2.34% Insurance 1.78% CDBG 1.19% Motor Fuel 1.36% Emergency Telephone 1.20% Police Pension 3.66% Fire Pension 3.06% Downtown II TIF 6.19% Economic Development 0.94% General 46.16% Maple Avenue Garage Fund 3.60% Housing Fund 0.02% 59 -- 59 of 641 -- Fund 2006-07 Appropriation 2007-08 Approved Appropriation Net Change Percent Change General 85,784,800 $ 86,795,362 $ 1,010,562 $ 1.18% Parking 3,692,800 $ 3,777,600 $ 84,800 $ 2.30% Water 13,702,800 $ 13,548,200 $ (154,600) $ -1.13% Fire Pension 5,162,000 $ 5,750,300 $ 588,300 $ 11.40% Police Pension 5,983,500 $ 6,872,800 $ 889,300 $ 14.86% Emergency Telephone 1,736,700 $ 2,257,800 $ 521,100 $ 30.01% Motor Fuel 2,272,500 $ 2,552,500 $ 280,000 $ 12.32% CDBG 2,256,640 $ 2,234,271 $ (22,369) $ -0.99% Insurance 2,050,500 $ 3,350,000 $ 1,299,500 $ 63.37% Fleet 5,158,100 $ 4,399,300 $ (758,800) $ -14.71% Washington National TIF 10,225,200 $ 1,195,678 $ (9,029,522) $ -88.31% Special Service District 477,600 $ 438,563 $ (39,037) $ -8.17% Southwest II TIF 828,700 $ 832,095 $ 3,395 $ 0.41% Southwest TIF 315,800 $ 892,635 $ 576,835 $ 182.66% Debt Service (G.O. Bonds) 10,554,210 $ 9,910,643 $ (643,567) $ -6.10% Downtown II TIF 10,472,115 $ 11,636,829 $ 1,164,714 $ 11.12% Economic Development 1,515,400 $ 1,769,200 $ 253,800 $ 16.75% Sewer 16,649,000 $ 16,442,300 $ (206,700) $ -1.24% Sherman Avenue Garage Fund - $ 6,559,700 $ 6,559,700 $ - Maple Avenue Garage Fund 7,252,100 $ 6,770,300 $ (481,800) $ -6.64% Housing Fund 190,000 $ 30,000 $ (160,000) $ -84.21% Howard/Ridge TIF - $ 130,243 $ 130,243 $ - West Evanston TIF - $ 15,450 $ 15,450 $ - Total All Funds 186,280,465 $ 188,161,769 $ 1,881,304 $ 1.01% 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 2006-07. All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of (Prior to Interfund Transfers) 2006-07 vs. 2007-08 60 -- 60 of 641 -- Fund 2006-07 Net Appropriation 2007-08 Approved Appropriation Less Transfers to Other Funds 2007-08 Approved Net Appropriation Net Change Percent Change General 79,192,000 $ 86,795,362 $ 6,545,200 $ 80,250,162 $ 1,058,162 $ 1.34% Parking 2,869,500 $ 3,777,600 $ 714,300 $ 3,063,300 $ 193,800 $ 6.75% Water 9,475,600 $ 13,548,200 $ 3,789,400 $ 9,758,800 $ 283,200 $ 2.99% Fire Pension 5,162,000 $ 5,750,300 $ - $ 5,750,300 $ 588,300 $ 11.40% Police Pension 5,983,500 $ 6,872,800 $ - $ 6,872,800 $ 889,300 $ 14.86% Emergency Telephone 1,557,700 $ 2,257,800 $ 126,000 $ 2,131,800 $ 574,100 $ 36.86% Motor Fuel 1,500,000 $ 2,552,500 $ 772,500 $ 1,780,000 $ 280,000 $ 18.67% CDBG 1,347,140 $ 2,234,271 $ 782,634 $ 1,451,637 $ 104,497 $ 7.76% Insurance 2,050,500 $ 3,350,000 $ - $ 3,350,000 $ 1,299,500 $ 63.37% Fleet 4,986,600 $ 4,399,300 $ - $ 4,399,300 $ (587,300) $ -11.78% Washington National TIF 10,080,400 $ 1,195,678 $ 644,800 $ 550,878 $ (9,529,522) $ -94.54% Special Service District 477,600 $ 438,563 $ - $ 438,563 $ (39,037) $ -8.17% Southwest II (Howard-Hartrey) TIF 693,700 $ 832,095 $ 135,000 $ 697,095 $ 3,395 $ 0.49% Southwest TIF 292,800 $ 892,635 $ 23,000 $ 869,635 $ 576,835 $ 197.01% Debt Service (G.O. Bonds) 10,554,210 $ 9,910,643 $ - $ 9,910,643 $ (643,567) $ -6.10% Downtown II TIF 4,799,800 $ 11,636,829 $ 6,797,829 $ 4,839,000 $ 39,200 $ 0.82% Economic Development 465,400 $ 1,769,200 $ 1,040,000 $ 729,200 $ 263,800 $ 56.68% Sewer 15,846,800 $ 16,442,300 $ 672,400 $ 15,769,900 $ (76,900) $ -0.49% Sherman Avenue Garage Fund - $ 6,559,700 $ 42,000 $ 6,517,700 $ 6,517,700 $ - Maple Avenue Garage Fund 7,209,100 $ 6,770,300 $ 43,000 $ 6,727,300 $ (481,800) $ -6.68% Housing Fund 158,200 $ 30,000 $ 31,800 $ (1,800) $ (160,000) $ -101.14% Howard/Ridge TIF - $ 130,243 $ 114,793 $ 15,450 $ 15,450 $ - West Evanston TIF - $ 15,450 $ - $ 15,450 $ 15,450 $ - Total All Funds 164,702,550 $ 188,161,769 $ 22,274,656 $ 165,887,113 $ 1,184,563 $ 0.72% * This summary does not include $800,000 transferred to the General Fund from the Capital Improvement Program or $32,700 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 2007-08 City Budget. The total for each fund is compared with that of the approved FY 2006-07. 61 -- 61 of 641 -- General Fund Various 62305 Accounts Transfer to Fleet Service Fund $4,317,800 2690.68305 Debt Service - Recycling and Vehicle $127,400 1610.66020 Transfer to Insurance Fund $1,900,000 1615.66020 To Capital Improvements $200,000 Total General Fund Transfers $6,545,200 Parking Systems Fund 7005, 7015.62305 Transfer to Fleet Service Fund $111,800 7005, 7025.62675 Transfer to General Fund for Pension $0 7015, 7025.66132 Transfer to General Fund for Insurance $85,300 7050.62685 Transfer to General Fund for Administrative Expense $489,400 7050.66134 To General Fund for Parking Lot Maintenance $27,800 Total Parking Systems Fund Transfers $714,300 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 $0 Total Emergency Telephone System Fund Transfers $126,000 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. $0 Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $782,634 Total CDBG Fund Transfers $782,634 HOME Fund 5450.61455 Transfer to General Fund for Salary $32,700 Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $0 Total HOME Fund Transfers $32,700 Sherman Plaza Garage Fund 6900.66131 Transfer to General Fund for Insurance $42,000 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 $0 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 $3,789,400 Analysis of Appropriations for Transfers to Other Funds FY 2007-2008 Approved Budget 62 -- 62 of 641 -- Economic Development Fund 5300.66131 Transfer to General Fund $390,000 5300.62675 Transfer to General Fund for Pension $0 5300.66127 Transfer to Maple Avenue Garage Fund $650,000 Total Economic Development Fund Transfers $1,040,000 Sewer Fund 7400.62305 Transfer to Fleet Service Fund $258,600 7410.62675 Transfer to General Fund for Pension $0 7410.66132 Transfer to General Fund for Insurance $108,400 7410.66139 Transfer to General Fund for Worker's Compensation Expense $39,400 7410.62680 Transfer to General Fund for Collections and Information Systems $69,700 7410.62685 Transfer to General Fund for Administrative Expense $72,500 7420.66138 Transfer to General Fund for Public Works Support $123,800 Total Sewer Fund Transfers $672,400 Capital Improvement Fund 416051 Transfer to General Fund for Engineering for Capital Projects $300,000 416051.66131 Transfer to General Fund - Northwestern University Contributions $500,000 Total Capital Improvement Fund Transfers $800,000 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 $4,600,000 5800.66144 To Sherman Ave. Garage Fund From Downtown II Expense $1,872,829 5470.62685 To Sherman Ave. Garage Fund From Washington National TIF $500,000 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 5860.66131 To General Fund From Howard Ridge TIF $114,793 Total TIF Transfers $7,715,422 Grand Total Transfers $23,107,356 63 -- 63 of 641 -- Fund FY 2007-08 Est.Beginning Fund Balance FY 2007-08 Budgeted Revenues FY 2007-08 Budgeted Expenditures FY 2007-08 Surplus (Deficit) FY 2007-08 Est. Ending Fund Balance Fund Balance as a % of Expenditures Fund Balance Reserve Policy General Fund 18,442,054 $ $86,795,362 $86,795,362 $0 $18,442,054 21% 13.3% Parking System Fund 2,182,005 $ $3,457,200 3,777,600 $ ($320,400) $1,861,605 49% 15.0% Water 810,349 $ $13,548,200 13,548,200 $ $0 $810,349 6% 15.0% Emergency Telephone Fund 2,335,677 $ $1,100,000 2,257,800 $ ($1,157,800) $1,177,877 52% N/A Motor Fuel Tax Fund - $ $2,695,643 2,552,500 $ $143,143 $143,143 6% N/A CDBG - $ $2,234,271 $2,234,271 $0 $0 0% N/A Insurance 459,427 $ $3,910,000 3,350,000 $ $560,000 $1,019,427 30% N/A Fleet Service (26,984) $ $5,204,400 4,399,300 $ $805,100 $778,116 18% N/A Washington National TIF 2,831,645 $ $1,770,000 1,195,678 $ $574,322 $3,405,967 285% N/A Special Service District #5 9,375 $ $439,400 438,563 $ $837 $10,212 2% N/A Howard Hartrey TIF 2,327,670 $ $1,290,000 832,095 $ $457,905 $2,785,575 335% N/A Southwest TIF 339,926 $ $610,000 892,635 $ ($282,635) $57,291 6% N/A Debt Service (G.O. Bonds) 1,022,894 $ $9,874,144 9,910,643 $ ($36,499) $986,395 10% N/A Downtown II TIF 2,069,788 $ $9,620,000 11,636,829 $ ($2,016,829) $52,959 0% N/A Economic Development Fund 1,341,818 $ $1,500,000 1,769,200 $ ($269,200) $1,072,618 61% N/A Sewer 10,565,949 $ $16,442,300 16,442,300 $ $0 $10,565,949 64% 15.0% Housing Fund 193,703 $ $40,000 30,000 $ $10,000 $203,703 679% N/A Maple Avenue Garage Fund 5,036,058 $ $6,467,300 6,770,300 $ ($303,000) $4,733,058 70% 15.0% Sherman Avenue Garage Fund 1,179,771 $ $5,379,929 6,559,700 $ ($1,179,771) $0 0% 15.0% Howard Ridge TIF 156,243 $ $110,200 130,243 $ ($20,043) $136,200 105% N/A West Evanston TIF 16,931 $ $50,000 15,450 $ $34,550 $51,481 333% N/A City of Evanston Fund Balance Summary FY 2007-2008 64 -- 64 of 641 -- City of Evanston Percentage of Tax Bill Last Ten Fiscal Years 18.5% 18.3% 17.74% 18.36% 17.84% 18.95% 19.56% 19.74% 18.72% 18.55% 16.5% 17.0% 17.5% 18.0% 18.5% 19.0% 19.5% 20.0% 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005* Your Real Estate Tax Bill City of Evanston 19.74% School District 202 26.79% School District 65 38.27% Suburban T.B. Sanitarium 0.07% Consolidated Elections 0.19% Metropolitan Water Reclamation District 4.17% North Shore Mosquito Abatement District 0.11% Evanston Township 0.73% Community College 535 2.09% Cook County Forest Preserve District 0.79% Cook County 7.06% 65 -- 65 of 641 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates Last Ten Fiscal Years Tax Levy Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 General Corporate 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554 0.8977 0.7685 0.7502 Debt Service 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404 0.4494 0.4025 0.3929 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958 1.3471 1.1710 1.1431 Police Pension 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812 0.1981 0.1991 0.1943 Firefighters' Pension 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321 0.1520 0.1573 0.1535 Total All Funds 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091 1.6972 1.5274 1.4909 Actual Rate Extended 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528 1.491 Fund 66 -- 66 of 641 -- CITY OF EVANSTON, ILLINOIS Analysis of City Government Tax Levies Last Ten Fiscal Years Tax Levy Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Fund General Corporate 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 17,040,816 Debt Service 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 8,915,268 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 25,956,084 Police Pension 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 4,171,429 Firefighters' Pension 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 3,295,798 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 33,423,311 67 -- 67 of 641 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates - Direct and Overlapping Governments Last Ten Fiscal Years Tax Levy Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005* City of Evanston 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 1.528 1.491 Consolidated Elections - 0.027 0.000 0.023 0.000 0.032 0.000 0.029 0.000 0.014 Cook County 0.989 0.919 0.911 0.854 0.824 0.746 0.690 0.630 0.593 0.533 Cook County Forest Preserve District 0.074 0.074 0.072 0.070 0.069 0.067 0.061 0.059 0.060 0.060 Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.007 0.006 0.004 0.001 0.005 Metropolitan Water Reclamation District 0.492 0.451 0.444 0.419 0.415 0.401 0.371 0.361 0.347 0.315 North Shore Mosquito Abatement District 0.011 0.011 0.011 0.011 0.011 0.010 0.009 0.009 0.008 0.008 Evanston Township 0.076 0.077 0.072 0.072 0.077 0.064 0.062 0.065 0.056 0.055 Community College 535 0.206 0.216 0.205 0.203 0.213 0.186 0.179 0.186 0.161 0.158 School District 202 2.992 3.107 2.905 2.865 2.977 2.469 2.349 2.444 2.078 2.023 School District 65 4.209 4.356 4.126 4.073 4.232 3.516 3.343 3.475 2.978 2.890 Total tax rate for property not in park district or special service district 11.116 11.315 10.642 10.532 10.859 9.126 8.680 8.960 7.810 7.552 Percent of total tax rate levied by City of Evanston 18.5% 18.3% 17.74% 18.36% 18.72% 17.84% 18.55% 18.95% 19.56% 19.74% * 2006 property tax rates were not available at the time of publication of this report. Government Unit 68 -- 68 of 641 -- 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 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 2.1799 1999 1,300,085,710 286,492 1,300,372,202 2.2505 2000 1,286,161,490 298,315 1,286,459,805 2.2235 2001 1,615,527,795 311,382 1,615,839,177 2.3098 2002 1,737,175,732 368,172 1,737,543,904 2.4689 2003 1,726,750,429 397,456 1,727,147,885 2.4598 2004 2,095,165,000 446,570 2,095,611,570 2.5757 2005 2,242,287,587 465,435 2,242,753,022 2.7320 Notes: (1) Equalized assessed value is based on approximately 33% of estimated actual value. (2) Equalized assessed values do not include tax increment financing district incremental assessed values. (3) Equalized assessed values and equalization factor for the levy year 2005 were not available at publication of this report. - 150 - 69 -- 69 of 641 -- CITY OF EVANSTON, ILLINOIS Principal Taxpayers (1) Percentage Equalized of Total Assessed Assessed Type of Business Valuation Valuation Bank One/Office Building 27,694,704 $ 1.32% Office building - 18 story 20,292,050 0.97% REP CBRE Office building - Church & Davis 19,828,403 0.95% Church Street Plaza Shopping Center 16,896,273 0.81% Chicago Avenue Condo Building 14,968,168 0.71% Hotel 13,091,516 0.62% Grocery & Drug Stores 12,711,074 0.61% Shopping Center 12,539,427 0.60% Hotel 11,654,424 0.56% Commercial buildings over three stories, two or three story apartments, one story store, and parking lot. 158,474,156 $ 7.56% Note: 0.42% St. Francis Hospital 8,798,117 (1) 2004 equalized assessed valuation from Cook County Clerk and Assessor's Office Omni Orrington Hotel Evanston Hotel Evanston Plaza Freed Total Ten Largest Taxpayers Albertson's (Jewel & Osco) Church & Chicago LTD. Partnership Ten Largest Taxpayers Taxpayers Rotary International Golub & Company 70 -- 70 of 641 -- CITY OF EVANSTON, ILLINOIS Demographic Statistics (4) Education (2) Level in Per (3) Years of (5) (6) (1) Capita Median Formal School Unemployment Population Income Age Schooling Enrollment Percentage 73,233 28,117 $ 31.9 13.6 9,556 3.90% 73,233 28,740 31.9 13.6 9,764 3.70% 73,233 29,372 31.9 13.6 9,433 3.60% 73,233 30,068 31.9 13.6 10,068 3.50% 74,239 30,068 31.9 13.6 9,999 4.20% 74,239 33,645 32.5 13.6 10,889 5.00% 74,239 36,296 32.5 13.6 9,766 5.40% 74,239 36,296 32.5 13.6 9,849 5.00% 74,239 37,384 32.5 13.6 9,740 5.00% 74,239 39,103 32.5 13.6 9,550 4.50% Data Sources U.S. Department of Commerce, Bureau of Economic Analysis based on the national average. (5) 2001 2002 Evanston school boards - Districts #65 and #202 combined, based on enrollment figures as of September 30 of the previous year. 2003 2004 (2) 2006 2005 1999 Illinois Department of Labor, Research Division. Figures are for Evanston only and represent average annual unemployment rate for previous calendar year. U.S. Department of Commerce, Bureau of the Census, 2000 census. (6) (4) U.S. Department of Commerce, Bureau of the Census, 2000 census. U.S. Department of Commerce, Bureau of the Census, 2000 census. (1) (3) Last Ten Fiscal Years 2000 Fiscal Year Ended 1998 1997 71 -- 71 of 641 -- 3061224.49 3000000 2572700 0 8736963 City of Evanston FY2007/08 Approved Property Tax Levy Funding and Comparisons 2007/08 Approved Property Tax Levy Fund Allocation DEBT SERVICE FUND $9,052,609 TOTAL GENERAL FUND $16,976,262 POLICE PENSION FUND $4,636,539 FIRE PENSION FUND $4,174,271 2007/08 Approved Property Tax Levy Distribution of General Fund Tax Levy Across Functional Areas $1,845,262 $2,139,200 $8,723,800 $4,268,000 $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**** $17,091,200 $16,976,262 $4,148,000 $4,636,539 $3,735,000 $4,174,271 $9,052,609 $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 2006-07 2007-08 Total General Fund Police Pension Fund Fire Pension Fund Debt Service Fund FY 2007/08 Approved Property Tax Levy by Fund Comparison with 2006/07 72 -- 72 of 641 -- 2003-2004* 2004-2005* 2005-06 2006-07 2007-08 VARIANCE PERCENT APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE LEVY LEVY LEVY LEVY LEVY (DECREASE) (DECREASE) OTHER GENERAL FUND** LEVY $3,861,939 $3,046,224 $1,882,920 ($1,163,304) -38.19% LESS: 2% LOSSES $77,239 $60,924 $37,658 ($23,266) -38.19% TOTAL $3,784,700 $2,985,300 $1,845,262 ($1,140,038) -38.19% IMRF*** LEVY $1,850,000 $2,640,204 $2,182,857 ($457,347) -17.32% LESS: 2% LOSSES $37,000 $52,804 $43,657 ($9,147) -17.32% TOTAL $1,813,000 $2,587,400 $2,139,200 ($448,200) -17.32% RECREATION**** LEVY $7,535,510 $7,817,857 $8,901,837 $1,083,980 13.87% LESS: 2% LOSSES $150,710 $156,357 $178,037 $21,680 13.87% TOTAL $7,384,800 $7,661,500 $8,723,800 $1,062,300 13.87% LIBRARY**** LEVY $3,793,367 $3,935,714 $4,355,102 $419,388 10.66% LESS: 2% LOSSES $75,867 $78,714 $87,102 $8,388 10.66% TOTAL $3,717,500 $3,857,000 $4,268,000 $411,000 10.66% TOTAL GENERAL FUND LEVY $15,504,388 $16,105,714 $17,040,816 $17,440,000 $17,322,716 ($117,284) -0.67% LESS: 2% LOSSES $310,088 $322,114 $340,816 $348,800 $346,454 ($2,346) -0.67% TOTAL $15,194,300 $15,783,600 $16,700,000 $17,091,200 $16,976,262 ($114,938) -0.67% FIRE PENSION FUND LEVY $2,625,446 $3,295,798 $3,295,798 $3,811,224 $4,259,460 $448,236 11.76% LESS: 2% LOSSES $52,509 $65,916 $65,916 $76,224 $85,189 $8,965 11.76% TOTAL $2,572,937 $3,229,882 $3,229,882 $3,735,000 $4,174,271 $439,271 11.76% POLICE PENSION FUND LEVY $3,420,846 $4,171,429 $4,171,429 $4,232,653 $4,731,162 $498,509 11.78% LESS: 2% LOSSES $68,417 $83,429 $83,429 $84,653 $94,623 $9,970 11.78% TOTAL $3,352,429 $4,088,000 $4,088,000 $4,148,000 $4,636,539 $488,539 11.78% DEBT SERVICE FUND LEVY $8,263,107 $8,593,632 $8,915,268 $8,915,268 $9,237,356 $322,088 3.61% LESS: 2% LOSSES $165,262 $171,873 $178,305 $178,305 $184,747 $6,442 3.61% TOTAL $8,097,845 $8,421,759 $8,736,963 $8,736,963 $9,052,609 $315,646 3.61% TOTAL ALL FUNDS $21,550,680 $16,060,858 $33,423,311 $34,399,146 $35,550,694 $1,151,548 3.35% LEVY $596,276 $643,331 $668,466 $687,983 $711,013 $23,030 3.35% LESS: 2% LOSSES $29,217,511 $31,523,241 $32,754,845 $33,711,163 $34,839,681 $1,128,518 3.35% City of Evanston Comparison with 2006/07 Approved Levy & Previous Three Years FY2007/08 Approved Property Tax Levy * Prioir to the 2005-06 budget year, the property tax increase was levied only across the General Fund, Debt Service, and Pension Funds. ** The Remaining "Other General Fund" appropriation is the portion of property tax that is used to support general fund activities other than IMRF Pension funding, Recreation Programming, and Library functions. *** Prior to the 2007-08 budget year, IMRF included both the General Fund and other fund IMRF employer costs. For 2007-08, the IMRF portion includes the General Fund employer costs only. **** For Recreation and the Library, a portion of the increase is due to Social Security and Medicare costs being reflected in departments starting in FY 2007-08. Prior to FY 2007-08, these costs were not included in the department budgets. 73 -- 73 of 641 -- City of Evanston REVENUE SOURCES, ASSUMPTIONS AND TRENDS The following is a summary of major revenue sources, trends and assumptions for FY2007/08: PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The FY2008 budget includes a 3.35% increase to the City of Evanston portion of the property tax bill. The total increase is the result of pension funding requirements mandated by the State and an increase in debt service. The general fund includes a decrease of 0.67%. Additionally, there is an 11.76% increase in the fire pension fund, an 11.78% increase for the police pension fund, and a 3.61% increase in the debt service fund. Property taxes pay for general operations, debt service, and the Police and Firefighter pension funding. Property Tax Revenue $34,839,681 $23,100,657 $32,884,853 $28,931,209 $33,711,163 $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 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenues Property Tax Revenue Amount SALES TAXES – The City receives two types of sales taxes – one from the state and another from a sales tax imposed through the City’s home-rule status. The state tax rate is 1% and the local home rule sales tax rate is 1%. The budget includes an $800,000 increase in the state tax and a $530,000 increase in the home rule tax. This increase is the first significant one for either tax since FY 2004. Evanston’s steady sales tax revenue position is attributed to a good local economy and solid growth in sales from the City’s TIF (Tax Increment Finance) districts. Sales Tax Revenue $9,000,000 $7,762,540 $8,149,985 $8,200,000 $8,244,692 $5,459,125 $5,534,134 $5,551,780 $5,500,000 $6,030,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenue REGULAR HOME RULE 74 -- 74 of 641 -- 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. The result has been that the state has under-allocated funds for the city portion 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 a decrease of nearly $500,000 in annual income tax revenue. However, the City received 12.75% more than the 2006 projection. This increase can be attributed to a rebounding economy. The 2008 budget amount projects an increase of $700,000 more than the 2007 appropriation. Income Tax Revenue $6,200,000 $5,500,000 $4,492,920 $4,899,124 $5,637,725 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2004 Actual 2005 Actual 2006 Actuals 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Income Tax Revenue Amount UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes have increased steadily by three to five percent per year from 2003 to 2005. Since then, Council has increased the Gas Use Tax - which is a tax on consumers of brokered gas - from a rate of $.0095/therm to $.25/therm. At the same time, however, the natural gas and electricity industries have been deregulated, resulting in the creation of competition and the possibility of a decrease in tax collection rates. The result is a forecast that 2008 revenues will be consistent with the 2007 appropriation. Utility Tax Revenue $8,550,000 $8,555,000 $8,858,216 $8,397,773 $7,986,490 $4,000,000 $4,500,000 $5,000,000 $5,500,000 $6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Utility Tax Revenue Amount 75 -- 75 of 641 -- 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 the inventory in the City cannot continue to sustain this high level of sales, even if home prices continue to rise. Receipts for FY 2008 are expected to be $125,000 less than those projected for FY 2007. Real Estate Transfer Tax Revenue $4,008,668 $4,055,200 $3,930,200 $4,011,085 $4,245,478 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Real Estate Transfer Tax Revenue Amount WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to decrease slightly over the next year in response to a Cost of Service Study that was recently completed for the Water Department. The FY 2008 projections are consistent with the projections identified in the Study. In sum, a slight decline in Evanston and Skokie revenues is expected. The revenues from the Northwest Water Commission are assumed to be 4.29% higher than FY 2007 projections. 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 2004 Actual 2005 Actual 2006 Actuals 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Water Revenues Evanston Water Revenues Skokie Water Revenues Northwest Commission 76 -- 76 of 641 -- SEWER REVENUES – The City opted to not enact the last year of a four year increase in sewer rates in FY 2006. Instead, a study of the sewer rate structure was undertaken and the rates were frozen at 2005 levels. The effect on the FY 2007 budget was a decrease of almost 4% in anticipated revenue. Sewer revenue is used to pay for a $199 million sewer improvement program the City embarked on several years ago. Over 75% of this project has been completed. FY 2008 revenue projections are consistent with the recently completed Cost of Service Study and are based on estimated water sales to Evanston residents. A decrease of 1.24% is projected for FY 2008. Sewer Revenue $15,428,160 $14,914,790 $16,327,900 $16,442,300 $16,649,000 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 $17,000,000 $19,000,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Sewer Revenue Amount PARKING REVENUES – The City operates parking meters, lots and three major garages which generate revenues. Parking revenues have fluctuated slightly over the last several years, with 2004 revenues increasing due to expanded enforcement hours. However, with few changes to parking enforcement in 2005 and 2006, parking related revenues have remained flat for several years. Revenues were projected to increase by approximately 13% in FY 2007 due to a change in the parking fee structure that increases cost recovery. In FY 2008, revenues are projected to increase minimally from the previous fiscal year. Parking Revenue $3,434,700 $3,339,807 $3,001,338 $3,457,200 $3,039,829 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2004 Actual 2005 Actual 2006 Actual 2007 Appropriation 2008 Appropriation Fiscal Year Revenue Parking Revenue Amount 77 -- 77 of 641 -- City of Evanston Debt Service Funds The primary objective in debt management is to keep the level of indebtedness within available resources and it’s imperative to keep the debt within the stated City Council debt limitation. Because the City of Evanston is a Home Rule Municipality there is no legal limit on the amount of debt that the City can issue. However, the Evanston City Council has established a limit of $125,000,000 in general obligation debt as a City debt service policy. On May 8, 2007, the City sold $30,385,000 Series 2007 General Obligation Bonds. Proceeds were allotted as follows: A. $14,125,000 for capital improvements B. $ 900,000 for special assessment alley improvements C. $ 15,360,000 for refunding The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the community needs. The City of Evanston retained its Fitch ratings of AAA and Moody’s Aaa rating through the latest bond issue dated May 8, 2007. The following is a statistical breakdown of the City of Evanston's debt services profile. Debt per capita $ 1,454 Debt as a percentage of assessed valuation 4.81 % Debt services as a % of General Fund Expenditures (FY 2006) 10.27 % Bonds Rating (Moody's) – Current Aaa Bonds Rating (Fitch) – Current AAA Equalized Assessed Valuation (2005) $2,242,753,022 Net General Obligation Debt (2007) $107,925,000 78 -- 78 of 641 -- $999 $1,009 $1,093 $1,265 $1,267 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 2002 2003 2004 2005 2006 Debt Per Capita 5.60% 5.00% 5.00% 5.40% 4.20% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 2002 2003 2004 2005 2006 Percent Debt to Equalized Assessed Valuation 79 -- 79 of 641 -- 80 -- 80 of 641 -- PART III GENERAL FUND BUDGET 81 -- 81 of 641 -- 82 -- 82 of 641 -- City of Evanston All Divisions Three Year Fiscal History $85,784,800 $86,795,362 $83,084,389 $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 2005/06 2006/2007 2007/2008 Expenditures by Division City Clerk 0.21% Recreation 9.24% City Council 0.48% Cultural Arts 1.17% City Manager 2.15% Management, Business & Information Services 4.57% Human Relations 0.61% Misc. Business Operations 2.92% Legal 0.90% Police 22.47% Community Development 3.98% Finance 2.56% Human Resources 1.75% Facilities Management 2.53% Streets and Sanitation 10.09% Transportation Division 5.12% Public Works Director 0.79% Fire Department 13.18% Commission on Aging 0.51% Mental Health & Purchased Services 1.13% Community Intervention Services 0.53% Health and Human Services 2.39% Parks and Forestry 4.62% Ecology Center 0.60% Library 5.59% 83 -- 83 of 641 -- FISCAL YEAR 2007 - 2008 BUDGET GENERAL FUND EXPENDITURE SUMMARY 2006 - 07 2005 - 06 2007 vs. 08 2007 - 08 Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF LEGISLATIVE 478,080 569,000 595,200 26,200 4.60 CITY ADMINISTRATION 738,009 781,000 4,899,145 4,118,145 527.29 MANAGEMENT AND BUDGET 10,285,751 10,964,700 3,922,300 (7,042,400) 64.23- LEGAL DEPARTMENT 648,009 714,600 781,400 66,800 9.35 HUMAN RESOURCES 1,482,908 1,361,900 1,521,200 159,300 11.70 FINANCE DEPARTMENT 1,797,763 1,768,500 2,222,900 454,400 25.69 FACILITIES MANAGEMENT 2,411,381 2,519,300 (2,519,300) 100.00- COMMUNITY DEVELOPMENT 2,902,902 2,957,000 3,452,500 495,500 16.76 POLICE DEPARTMENT 18,670,460 18,466,000 19,503,200 1,037,200 5.62 FIRE DEPARTMENT 11,183,106 11,094,300 11,438,800 344,500 3.11 HEALTH AND HUMAN SERVICES 4,022,155 4,679,600 3,962,500 (717,100) 15.32- PUBLIC WORKS 11,713,336 12,674,700 16,079,217 3,404,517 26.86 HUMAN RELATIONS COMM DEP 543,549 591,600 (591,600) 100.00- LIBRARY DEPARTMENT 4,359,676 4,411,800 4,854,700 442,900 10.04 PARKS/FORESTRY AND RECREATION 11,847,304 12,230,800 13,562,300 1,331,500 10.89 Grand Total(s) 83,084,389 85,784,800 86,795,362 1,010,562 1.18 84 -- 84 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 16,648,010 17,116,000 17,001,262 (114,738) 51500 OTHER TAXES 39,027,378 37,617,700 40,426,200 2,808,500 52000 LICENSES, PERMITS & FEES 9,170,195 7,882,400 7,665,300 (217,100) 52500 FINES AND FORFEITURES 3,781,020 4,592,000 4,162,000 (430,000) 53000 CHARGES FOR SERVICES 6,765,517 6,654,100 7,342,000 687,900 55000 INTERGOVERNMENTAL REVENUE 1,130,020 1,530,000 948,400 (581,600) 56000 OTHER REVENUE 242,509 1,204,300 473,673 (730,627) 56500 INTEREST INCOME 575,281 400,000 400,000 57000 TRNSFR FROM OTHER FUNDS 9,111,403 8,657,300 8,269,527 (387,773) 57500 LIBRARY-OTHER REVENUE 135,174 131,000 107,000 (24,000) 50100 OPERATING REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 50000 REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 85 -- 85 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 51015 PROPERTY TAXES 16,433,625 17,091,000 16,976,262 (114,738) 51025 PRIOR YEAR'S TAXES 214,385 25,000 25,000 51000 PROPERTY TAXES 16,648,010 17,116,000 17,001,262 (114,738) 51500 OTHER TAXES 51515 STATE USE TAX 897,667 750,000 942,000 192,000 51525 SALES TAX - BASIC 8,244,692 8,200,000 9,000,000 800,000 51530 SALES TAX - HOME RULE 5,551,780 5,500,000 6,030,000 530,000 51535 AUTO RENTAL TAX 32,372 34,000 33,000 (1,000) 51540 ATHLETIC CONTEST TAX 663,896 500,000 510,000 10,000 51545 STATE INCOME TAX 5,637,725 5,500,000 6,200,000 700,000 51565 ELECTRIC UTILITY TAX 2,738,271 2,600,000 3,000,000 400,000 51570 NATURAL GAS UTILITY TAX 1,641,686 1,300,000 1,530,000 230,000 51575 NAT GAS USE TAX HOME RULE 818,416 850,000 825,000 (25,000) 51585 CIGARETTE TAX 400,492 550,000 550,000 51590 EVANSTON MOTOR FUEL TAX 273,915 300,000 275,000 (25,000) 51595 LIQUOR TAX 1,772,039 1,600,000 1,800,000 200,000 51600 PARKING TAX 1,797,809 1,500,000 1,700,000 200,000 51605 PERS. PROP. RPL. TAX 782,608 483,000 800,000 317,000 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 4,008,668 4,055,200 3,930,200 (125,000) 51625 TELECOMMUNICATIONS TAX 3,659,843 3,800,000 3,200,000 (600,000) 51630 AMUSEMENT TAX 5,500 5,500 51631 AFFORDABLE HOUSING DEMO. 10,000 51500 OTHER TAXES 39,027,378 37,617,700 40,426,200 2,808,500 52000 LICENSES, PERMITS & FEES 52005 LICENSES 52010 VEHICLE LICENSES 2,128,640 2,200,000 2,200,000 52015 BUSINESS LICENSES 80,195 90,000 85,000 (5,000) 52020 PET LICENSES 46,930 40,000 44,000 4,000 52030 CONTRACTORS' LICENSES 85,690 80,000 85,000 5,000 52035 ROOMING HOUSE LICENSES 169,048 160,000 197,300 37,300 52040 LIQUOR LICENSES 412,533 290,000 340,000 50,000 52041 ONE DAY LIQUOR LICENSE 175 86 -- 86 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52045 FARMERS' MARKET LICENSES 24,300 27,700 24,800 (2,900) 52055 LONG TERM CARE LICENSES 97,980 113,000 113,000 52065 CHILD RESIDENT CARE LICE 480 52070 RESIDENT CARE HOME LICEN 400 52005 LICENSES 3,046,371 3,000,700 3,089,100 88,400 52075 PERMITS 52080 BUILDING PERMITS 3,973,861 3,065,000 2,810,000 (255,000) 52085 PLAN REVIEW 6,130 10,000 8,000 (2,000) 52090 PLUMBING PERMITS 204,177 160,000 140,000 (20,000) 52095 ELECTRICAL PERMITS 210,450 175,000 150,000 (25,000) 52105 SIGNS AND AWNING PERMITS 9,306 10,000 10,000 52110 OTHER/MISC PERMITS 347,380 300,000 250,000 (50,000) 52115 ELEVATOR PERMITS 48,270 40,000 40,000 52120 HEATING VENT. A/C PERMIT 330,420 180,000 155,000 (25,000) 52125 COMMERCIAL DRIVE. PERMIT 22,161 700 700 52130 RESIDENTS ANNUAL PRKG PE 118,141 120,000 120,000 52131 VISITOR PARKING PERMITS 13,608 14,000 14,000 52135 FIRE SUPRESSION/ALARM PE 975 52075 PERMITS 5,282,930 4,074,700 3,697,700 (377,000) 52140 FEES 52145 ANNUAL SIGN FEES 36,765 32,000 32,000 52155 PLAT PR.&SIGN APP HRG FE 1,000 500 (500) 52170 ALARM PANEL FRANCHISE FE 10,800 14,000 14,000 52175 NU/CENTEL EASEMENT 47,000 40,000 47,000 7,000 52180 CABLE FRANCHISE FEE 657,546 660,000 720,000 60,000 52185 NICOR FRANCHISE FEE 88,784 60,000 65,000 5,000 52140 FEES 840,895 807,000 878,500 71,500 52000 LICENSES, PERMITS & FEES 9,170,195 7,882,400 7,665,300 (217,100) 52500 FINES AND FORFEITURES 52505 TICKET FINES-PARKING 2,843,212 3,790,000 3,300,000 (490,000) 52510 REGULAR FINES 272,911 250,000 270,000 20,000 52530 BOOT RELEASE FEE 91,825 115,000 115,000 52540 FIRE FALSE ALARM FINES 51,280 55,000 150,000 95,000 52545 POLICE FALSE ALARM FINES 133,504 90,000 (90,000) 52555 HOUSING CODE VIOL FINES 29,279 87 -- 87 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52560 PERMIT PENALTY FEES 69,573 25,000 25,000 52570 ADMIN ADJUDICATION 111,661 95,000 120,000 25,000 52605 LANDLORD/TENANT VIOL FINE 52610 LIBRARY FINES & FEES 177,777 172,000 182,000 10,000 52500 FINES AND FORFEITURES 3,781,020 4,592,000 4,162,000 (430,000) 53000 CHARGES FOR SERVICES 53005 HEALTH DEPT.- CHRGS FOR S 53020 TB NURSING SERVICES 12,102 12,000 12,000 53025 VD PROGRAM-SKOKIE 2,250 2,250 (2,250) 53040 CHILD HEALTH 1,700 1,700 53050 SANITATION CLASSES 5,847 5,000 10,000 5,000 53070 FAMILY PLANNING OUTREACH 1,292 53075 DENTAL CLINIC 68,540 68,000 126,000 58,000 53080 FLU & PNEUMONIA PROGRAM 10,852 23,500 (23,500) 53085 HEALTH CLINIC IMMUNIZATN 2,961 4,200 (4,200) 53090 HEALTH CL. SEX TRANS DIS 8,000 6,700 (1,300) 53095 HEALTH CLINIC-TB 3,680 3,500 2,700 (800) 53100 HEALTH CLINIC-LAB 13,743 12,000 11,800 (200) 53105 HEALTH CLINIC FOOD EST 151,072 150,000 150,000 53115 HEALTH CLINIC-SCHOOL PHY 1,541 2,000 (2,000) 53120 S.T.D. 8,255 6,000 5,300 (700) 53135 DENTAL CHECK UP 9,545 9,000 9,000 53140 EMERGENCY DENTAL EXAM 70 100 100 53145 X-RAYS 40 53150 AMALGAM FILLING 110 400 400 53155 RESIN FILLING 4,695 4,500 4,500 53160 SEDATIVE FILLING 10 50 100 50 53165 EXTRACTION 495 100 200 100 53170 PULPOTOMY 905 800 800 53175 SEALANT OFFICE VISIT 647 700 700 53180 ADDITIONAL SEALANTS 30 100 100 53185 TEMPORARY LICENSE FEE 2,537 3,300 4,000 700 53190 FOOD DELIVERY VEHICLE 6,545 6,500 6,400 (100) 53195 SCAVENGER TRUCK 2,340 2,300 2,300 53200 BEV.SNACK VENDING MACHIN 34,624 22,000 34,000 12,000 53205 FOOD VENDING MACHINE 36 53210 TOBACCO LICENSE 12,750 13,000 13,000 88 -- 88 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53215 BIRTH CERTIFICATE 83,660 85,000 84,000 (1,000) 53220 DEATH CERTIFICATE-16.23 45,337 47,000 45,000 (2,000) 53230 FUNERAL DIRECTOR LICENSE 6,330 6,300 6,300 53235 TEMP FUNERAL DIREC LICEN 5,942 5,900 5,900 53005 HEALTH DEPT.- CHRGS FOR S 498,782 493,000 543,000 50,000 53240 PARKING - CHRGS FOR SVCS 53560 RECREATION - CHRGS FOR SV 53565 RECREATION PROGRAM CHARG 4,310,448 4,244,200 4,354,800 110,600 53560 RECREATION - CHRGS FOR SV 4,310,448 4,244,200 4,354,800 110,600 53570 WATER, SEWER & RECYCLING 53605 RECYCLING SERVICE CHARGE 658,979 828,000 1,169,200 341,200 53610 RECYCLING SERV CHAR-PENA 9,244 53615 SANIT SPECIAL PICKUP FEE 67,243 50,000 50,000 53570 WATER, SEWER & RECYCLING 735,466 878,000 1,219,200 341,200 53620 OTHER CHRGS FOR SVCS 53635 WEIGHTS AND MEASURES EX 920 1,000 1,000 53640 SENIOR TAXI COUPON SALES 97,779 88,000 92,000 4,000 53650 STATE HIGHWAY MAINTENANC 94,099 130,000 130,000 53655 FIRE COST RECOVERY CHARG 7,869 5,000 10,000 5,000 53656 OTHER SERVICE CHARGES 2,108 53660 RECYCLING-MATERIAL SALES 1,200 53665 CONDO CONVERSION APP FEE 80,102 70,000 52,000 (18,000) 53675 AMBULANCE SERVICE 638,292 570,000 750,000 180,000 53680 TOWING CHARGES 10,010 53685 POLICE REPORT FEES 17,477 15,000 15,400 400 53690 WOOD RECYCLING 16,919 53695 ZONING FEES 59,352 40,000 45,000 5,000 53700 FIRE REPORT FEES 1,020 900 1,000 100 53705 FIRE BUILDING INSPECTION 1,750 8,000 8,000 53710 PASSPORT EXECUTION FEE 5,805 10,000 10,000 53715 ALARM SYSTEM PERMIT FEE 205,889 100,000 110,000 10,000 53720 SKOKIE ANIMAL BOARD FEE 430 1,000 600 (400) 53725 BACKGR CHKS DAYCARE PROV 180 53620 OTHER CHRGS FOR SVCS 1,220,821 1,038,900 1,225,000 186,100 89 -- 89 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53000 CHARGES FOR SERVICES 6,765,517 6,654,100 7,342,000 687,900 55000 INTERGOVERNMENTAL REVENUE 55005 COUNTY & LOCAL AID 55015 STATE AID 55025 FOR HEALTH DEPARTMENT 95,029 63,300 76,000 12,700 55035 FAMILY CASE MANGMNT GRAN 125,136 124,600 83,100 (41,500) 55040 DENTAL SEALANT GRANT 2,367 2,800 2,800 55070 IMMUNIZATION INITIATIVE 2,900 (2,900) 55080 KID CARE AGREEMENT 6,150 11,300 11,300 55085 IL TOBACCO FREE COMMUNIT 25,593 25,000 (25,000) 55090 TITLE XX FAMILY PLANNING 55,556 54,500 36,300 (18,200) 55100 ACCESS TO CARE 9 55105 HEARING AND VISION 13,767 8,000 5,300 (2,700) 55125 TEEN PREGNANCY PREV. GRN 41,810 30,600 30,600 55130 CHILDHOOD LEAD POISONING 524 2,000 2,000 55135 TEEN PARENT SERVICES PRO 38,600 35,000 35,000 55140 GENETIC EDUCATION GRANT 5,100 10,200 10,200 55141 VECTOR PREVENTION GRANT 3,241 55142 REACH LEARN GROW GRANT 111,000 (111,000) 55145 PROSTATE CANCER AWARNESS 1,327 55146 OTHER STATE GRANT 240,843 300,000 (300,000) 55150 TANNING PARLOR INSPECTIO 200 55155 FAMILY CASE MGMT REIMB 68,681 66,000 13,300 (52,700) 55160 VIOL. CRIME VIC. ASST GR 15,000 24,700 24,700 55162 ICJIA GRANTS- VICTIM SER 60,000 45,000 (15,000) 55165 DISTRICT 65 DENTAL EDGRT 3,000 1,500 1,500 55170 FIRE DEPARTMENT TRAINING 600 1,500 900 55180 ARTS COUNCIL 47,440 55231 LEAD PAINT HAZARD GRANT 8,921 200,000 200,000 55245 LIBRARY STATE PER CAPITA 92,075 92,700 91,400 (1,300) 55015 STATE AID 890,367 1,226,700 670,000 (556,700) 55250 FEDERAL AID 55251 FEDERAL GRANT / AID 20,700 55255 COMM AGING GRT-ADVOCATE 31,998 41,600 43,600 2,000 55265 FEMA 11,372 20,000 30,000 10,000 90 -- 90 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 55270 POLICE TRAINING 8,000 8,000 55275 HUD EMERG SHELTER GRANTS 89,958 87,000 86,400 (600) 55285 LAW ENFORCEMENT BLOCK GR 56,000 35,400 (20,600) 55290 OTHER FEDERAL AID 14,700 16,000 1,300 55295 HEALTH DEPT.S.E.E.D.GRAN 85,624 55310 BIO-TERRORRISM GRANT 76,000 59,000 (17,000) 55250 FEDERAL AID 239,652 303,300 278,400 (24,900) 55000 INTERGOVERNMENTAL REVENUE 1,130,020 1,530,000 948,400 (581,600) 56000 OTHER REVENUE 56010 PROPERTY SALES AND RENTAL 68,950 102,900 70,000 (32,900) 56011 DONATIONS 60,000 (60,000) 56010 PROPERTY SALES AND RENTAL 68,950 162,900 70,000 (92,900) 56015 REVENUE FROM DAMAGE TO CI 56025 DAMAGE TO CITY SIGNAGE 10,357 5,000 5,000 56030 DAMAGE TO CITY TRAFFIC S 23,842 10,000 20,000 10,000 56035 DAMAGE TO CITY TREES/FOR 570 56040 DAMAGE TO OTHER CITY PRO 6,006 50,000 8,000 (42,000) 56015 REVENUE FROM DAMAGE TO CI 40,775 65,000 33,000 (32,000) 56045 MISCELLANEOUS REVENUE 73,324 362,500 271,673 (90,827) 56046 TAXICAB CLASS REVENUE 4,525 3,000 4,000 1,000 56045 MISCELLANEOUS REVENUE 77,849 365,500 275,673 (89,827) 56047 RESERVES 571,900 (571,900) 56061 BOND PREMIUM 56070 OVER AND SHORT 56095 OVER AND SHORT - COLLECT 191 56101 DISCOUNTS TAKEN 37 56070 OVER AND SHORT 155 56105 PAYMENT IN LIEU OF TAXES 26,898 27,000 27,000 56110 CONTRIBUTIONS TO PROJECTS 56,000 56,000 56140 FEES AND MERCHANDISE SALE 15,254 56155 TRASH CART SALES 82 56175 PARKING PERMITS-RYAN FIEL 13,020 12,000 12,000 91 -- 91 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 56000 OTHER REVENUE 242,509 1,204,300 473,673 (730,627) 56500 INTEREST INCOME 56501 INTEREST INCOME 521,454 400,000 400,000 56585 UNREALIZED GAIN/LOSS 53,827 56500 INTEREST INCOME 575,281 400,000 400,000 57000 TRNSFR FROM OTHER FUNDS 57010 FROM FLEET SERVICES 123,300 171,500 (171,500) 57015 FROM MOTOR FUEL FUND 772,500 57020 FROM MOTOR FUEL FUND-S/M 772,500 772,500 57030 FROM COMM. DEVEL. FUND 936,672 909,500 782,634 (126,866) 57035 FROM HOME FUND 39,288 39,300 32,700 (6,600) 57040 FROM EMERGENCY TEL SYSTEM 170,000 179,000 126,000 (53,000) 57050 FROM ECON DEV FUND 385,300 400,000 390,000 (10,000) 57060 FROM HOUSING FUND 31,800 31,800 31,800 57065 FROM WASHINGTON NAT'L DS 137,900 144,800 144,800 57070 FROM HOW HARTREY DEBT SER 128,800 135,000 135,000 57075 FROM SW TIF DEBT SERVICE 21,200 23,000 23,000 57085 FROM DOWNTOWN TIF DEBT SV 884,043 325,000 325,000 57096 FROM HOWARD RIDGE TIF 114,793 114,793 57097 FROM SHERMAN GARAGE 42,000 42,000 57100 FROM CAPITAL IMP. FUND 265,200 300,000 800,000 500,000 57110 FROM SPECIAL ASSMT. FUND 31,800 31,800 31,800 57130 FROM PARKING FUND 688,900 711,500 602,500 (109,000) 57135 FROM WATER FUND 162,300 162,300 162,300 57140 FROM WATER FUND-ROI 2,531,300 2,531,300 2,531,300 57145 FROM WATER FUND-ADMIN. EX 1,113,000 1,202,400 764,600 (437,800) 57160 FROM MAPLE AVE GARAGE FND 40,700 43,000 43,000 57165 FROM SEWER FUND 647,400 543,600 413,800 (129,800) 57000 TRNSFR FROM OTHER FUNDS 9,111,403 8,657,300 8,269,527 (387,773) 57500 LIBRARY-OTHER REVENUE 57505 LIBRARY VIDEO RENTALS 44,107 58,000 40,000 (18,000) 57510 NON-RESIDENT LIBRARY CARD 3,929 4,000 4,000 57515 LIBRARY MATERIAL REPLACEM 16,781 23,000 20,000 (3,000) 57520 LIBRARY MATERIAL RESERVES 6,461 6,500 7,500 1,000 57525 LIBRARY MISC. REVENUES 1,345 2,500 500 (2,000) 57530 LIBRARY RENTAL BOOKS 2,004 92 -- 92 of 641 -- FISCAL YEAR - 2008 2007 GENERAL FUND REVENUES 2007 - 08 2006 - 07 2005 - 06 2007 vs. 2008 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 57535 LIBRARY COPY MACH. CHG 21,259 26,000 26,000 57540 LIBRARY MEETING RM RENTAL 11,260 9,000 9,000 57545 NORTH BRANCH RENTAL INC 27,003 57550 LIBRARY MULTIMEDIA COLLEC 1,025 2,000 (2,000) 57500 LIBRARY-OTHER REVENUE 135,174 131,000 107,000 (24,000) 58000 REAPPROPRIATION OF SURPLUS 50100 OPERATING REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 50000 REVENUES 86,586,509 85,784,800 86,795,362 1,010,562 93 -- 93 of 641 -- City of Evanston City Council Three Year Fiscal History $356,600 $413,000 $270,871 $50,000 $125,000 $200,000 $275,000 $350,000 $425,000 $500,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 0.48% City Council Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE City Council Full-Time Regular Mayor 0.00 Full-Time Regular Alderman ( 9 elected officials @ 0 FTE) 0.00 Full-Time Regular Administrative Secretary 1.00 1300 Total 1.00 City Council Total 1.00 94 -- 94 of 641 -- City of Evanston City Council Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1300 - City Council 270,871 356,600 390,415 413,000 Total: $ 270,871 $ 356,600 $ 390,415 $ 413,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives Council approved a planned development for Mather Lifeways 1615 Hinman/422 Davis close to downtown. The 2003 International Energy Conservation Code was adopted. A Strategic Plan for the City for the next five to ten years was adopted. The Afffordable Housing Demolition Tax ordinance was amended to waive the tax for residents when certain residency requirements are met. Council approved planned developments at 2607-2617 Prairie Avenue and Church Street Village at 1613 Church. A planned development for 1708 Darrow/1805 Church Street for rental units failed to pass Council. An indoor Clean Air ordinance was passed that expanded the number and types of workplaces where smoking is prohibited. A redevelopment agreement with Bristol Chicago for the redevelopment of 415 Howard street.for rental units was executed by Council. Council designated the Citizens' Lighthouse Community Land Trust as a Community Housing Development Organization to foster affordable housing. A planned development of 19 stories at 1881 Oak Street near downtown was approved. Council agreed to fund one half of the cost of renovating the animal shelter with the other half to be raised by private funds. By resolution Council agreed to dissolve the Northwstern University/Evanston Research park. The Sherman Plaza Self Park opened on July 5 and replaced the former Sherman Avenue garage. A planned development for 2408 Orrington, formerly Kendall College was approved with a plan for 20 single family homes. There were construction moratoriums on Central Street through April 2007 and on the West side as community planning was being done. Council passed a Tobacco License Distance Amendment that prohibits the sale of tobacco products within one hundred -fifty feet of a middle school or high school. A referendum was placed on the November 7 ballot asking voters to approve the payment of $1 more on the Real Estate Transfer Tax to help fund affordable housing in Evanston. The referendum failed. The Council passed the U.S. Mayors Climate Protection Agreement. along with more than 300 other American cities. 2007-2008 Department Initiatives Review the Preservation ordinance and the Zoning Ordinance. in context of new economic development plan. 95 -- 95 of 641 -- City of Evanston City Council 1300 – City Council Description of Major Activities The City Council consists of the Mayor--elected at large and a non-voting member of the Council--and nine aldermen, one elected from each of the nine wards for a term of four years. The City Council formulates policies to guide the orderly development and administration of the City; determines the use of tax dollars and other funding sources to meet the City's needs; holds public hearings to provide citizens with opportunities to be heard; participates in conferences, forums and meetings of legislative groups and associations; keeps its constituency informed of City issues and activities through ward meetings and public forums; and responds to citizen requests for services and information. FY 2007-2008 Objectives • Continue economic revitalization of downtown and neighboods • Develop and implement a comprehensive, inclusionary and affordable housing policy • Provide direction regarding the futures of the Civic Center and Robert Crown Center • Establish quarterly meetings between representatives of the City Council and the University • Develop a policy and goals for funding public safety pensions Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of ordinances adopted 119 111 120 Number of resolutions adopted 70 80 75 Updated board, committee, commission rosters 2 2 2 Approved Adjustments in 2007-2008 Budget • Increased budget by $5,000 to televise Plan Commission Meetings 96 -- 96 of 641 -- CITY OF EVANSTON CITY COUNCIL 1300 2006 - 2007 2007 2008 - Appropriation Approved 1300 CITY COUNCIL 61010 REGULAR PAY 160,000 163,600 61110 OVERTIME PAY 300 300 61510 HEALTH INSURANCE 102,300 108,900 61615 LIFE INSURANCE 100 1,100 61710 IMRF 13,000 61725 SOCIAL SECURITY 6,800 61730 MEDICARE 2,000 62206 TV BROADCASTING 5,000 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 600 600 62280 OVERNIGHT MAIL CHARGES 200 200 62285 COURIER CHARGES 5,500 5,500 62295 TRAINING & TRAVEL 10,000 7,500 62315 POSTAGE 400 62360 MEMBERSHIP DUES 40,000 40,000 62370 EXPENSE ALLOWANCE 100 100 62380 COPY MACHINE CHARGES 2,000 2,000 62456 OUTSIDE MAIL SERVICES 20,000 62458 OUTSIDE COPY SERVICES 30,000 30,000 64540 TELECOMMUNICATIONS - WIRELESS 200 200 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65025 FOOD 3,200 4,500 65095 OFFICE SUPPLIES 1,000 1,000 1300 CITY COUNCIL 356,600 413,000 97 -- 97 of 641 -- City of Evanston City Clerk Three Year Fiscal History $212,400 $182,200 $207,209 $0 $50,000 $100,000 $150,000 $200,000 $250,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 0.21% City Clerk Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE City Clerk Full-Time Regular City Clerk 1.00 Full-Time Regular Clerk III 0.00 Full-Time Regular Deputy City Clerk 1.00 1400 Total 2.00 City Clerk Total 2.00 98 -- 98 of 641 -- City of Evanston City Clerk’s Office Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1400 – City Clerk’s Office 207,209 212,400 229,395 182,200 Total Expenditures: $ 207,209 $ 212,400 $ 229,395 $ 182,200 Revenues: 56045 – BOCA Codes 13,000 12,000 13,500 13,500 56045 – City Codes/Zoning Codes 850 1,000 1,000 1,000 56045 – Hunting/Fishing License Fees 50 60 60 60 56045 – Landlord/Tenant Ordinances 445 500 500 500 56045 – Maps 400 550 450 500 56045 – Miscellaneous 350 500 400 400 56045 – Model Lease Forms 1,100 1,400 1,400 1,100 53710 – Passport Application 5,750 10,000 10,337 10,000 56045 – Photocopying 540 400 550 550 56045 – Planning/Preservation Booklets 125 250 200 200 Total Revenues: $ 22,610 $ 26,660 $ 28,397 $ 27,810 Notes for Financial Summary • The cost of the International codes continues to go up due to price increases by the supplier. Performance Report on FY 2006-2007 Major Program Objectives • The office successfully conducted early voting and in-person absentee voting using new Optical Scan equipment for the March 21 Primary Election. • The Office conducted early voting for the November 7 General Election using new Touch Screen machines. • The process of legal review of the Evanston Code by departments began with results expected in before year's end to be sent to Sterling Codifiers to determine whether or not to re-codify the Evanston code. • Coordination of FOIA requests continues with a log kept of disposition of FOIA requests. 2007-2008 Department Initiatives • The office will participate in the April 17, 2007 Consolidated Election by conducting early voting and working with the Cook County Department of Elections on getting suitable polling places should they be needed. • We will hire an Indexer to provide indexing for electronic ordinances, resolutions and minutes. 99 -- 99 of 641 -- City of Evanston City Clerk 1400 – City Clerk Description of Major Activities The City Clerk is secretary to the City Council and staff to special Council committees. The clerk produces official minutes of all Council meetings; is responsible for maintaining the City Code and official City and township records; serves as the local election official; is the deputy registrar for voter registration; and performs other election-related activities. The City Clerk also assists the Mayor, Aldermen, and staff with special projects and activities, and represents the City at various meetings. The City Clerk's Office provides the following services: • Collects the real estate transfer tax and issues exemptions from the tax; • Provides administrative and clerical services associated with appointed boards, committees, and commissions of the City; • Issues Temporary 90-day placards to disabled residents; • Provides information services and coordinates Freedom of Information requests; • Prepares and publishes the official municipal directory and annual calendar of meetings; • Updates meeting changes on the web calendar; • Maintains the municipal library; • Assists citizens with information, directions, and referrals; • Sells publications, including City maps, and distributes community information to new residents; • Provides notary services to staff and citizens. • Performs ombudsman services to citizens; • Receives lawsuits in which the City is named; • Signs general obligation and revenue bonds, processes all surety bonds and international codes adopted by the City; and • Certifies residency for retirees who worked in foreign countries. FY 2007-2008 Objectives • Work with Cook County Department of Elections in order to hold a fair and impartial April 17, 2007 Consolidated election. • Anticipate February 5, 2008 Primary election. • Continue with the program of legal review with Sterling Codifiers to facilitate updating the Evanston City Code. • Hire an Indexer to prepare indexing of electronic minutes, ordinances and resolutions. • Coordinate voter registration activity within the community with the League of Women Voters and other groups. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Voters registered 164 350 350 Early voters 944 1,325 750 Real estate transfer tax transactions 1,805 1,600 1,600 Exemptions from real estate transfer tax 721 725 725 Disabled parking placards 169 170 170 Yearly calendar of scheduled meetings distributed 80 80 80 Passport applications 193 430 0 FOIA requests 240 400 450 Approved Adjustments in 2007-2008 Budget 100 -- 100 of 641 -- CITY OF EVANSTON CITY CLERK 1400 2006 - 2007 2007 2008 - Appropriation Approved 1400 CITY CLERK 61010 REGULAR PAY 142,800 100,000 61050 PERMANENT PART-TIME 5,000 61055 TEMPORARY EMPLOYEES 5,000 6,800 61110 OVERTIME PAY 400 400 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 27,900 19,800 61615 LIFE INSURANCE 200 300 61710 IMRF 8,000 61725 SOCIAL SECURITY 4,700 61730 MEDICARE 1,400 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 500 700 62275 POSTAGE CHARGEBACKS 900 900 62280 OVERNIGHT MAIL CHARGES 200 200 62295 TRAINING & TRAVEL 1,600 1,600 62315 POSTAGE 700 300 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,000 2,000 62457 CODIFICATION SERVICES 13,300 13,000 62506 WORK-STUDY 1,200 62509 SERVICE AGREEMENTS / CONTRACTS 800 800 62645 MICROFILMING 600 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65080 MERCHANDISE FOR RESALE 12,000 13,000 65095 OFFICE SUPPLIES 1,000 1,000 65175 ELECTION SUPPLIES 100 100 1400 CITY CLERK 212,400 182,200 101 -- 101 of 641 -- City of Evanston City Manager’s Office Three Year Fiscal History $781,000 $1,867,100 $738,009 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.11% City Manager’s Office Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE City Manager Full-Time Regular City Manager 1.00 Full-Time Regular Administrative Secretary 0.70 Full-Time Regular Assistant City Manager 2.00 Full-Time Regular Assistant to the City Manager 2.00 Full-Time Regular Executive Assistant 1.00 1505 Total 6.70 Public Information Full-Time Regular Community Information Coordinator 1.00 1510 Total 1.00 Emergency Management Operations Full-Time Regular Emergency Mgmt. Coordinator 1.00 1520 Total 1.00 Youth Services Division Full-Time Regular Youth Coordinator 1.00 1530 Total 1.00 Sustainability Grant Full-Time Regular Sustainable Programs Coordinator 1.00 1535 Total 1.00 Summer Youth Employment Program Full-Time Regular Human Relations Specialist 0.50 1540 Total 0.50 Human Relations Commission Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Full-Time Regular Human Relations Specialist 1.50 1545 Total 2.50 City Manager's Office Total 13.70 102 -- 102 of 641 -- City of Evanston Miscellaneous Business Operations Three Year Fiscal History $0 $0 $2,505,000 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.89% 103 -- 103 of 641 -- City of Evanston City Manager’s Office Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1505 – City Manger’s Office 603,212 622,000 698,138 933,800 1510 – Public Information 117,287 139,100 146,606 498,200 1515 – Farmer’s Market 17,510 19,900 20,690 21,900 1520 – Emergency Management Operations 0 0 0 187,600 1525 – Miscellaneous Business Operations 0 0 0 2,505,000 1530 – Youth Services Division 0 0 0 150,600 1535 – Sustainability Grant 0 0 0 75,000 1540 – Summer Youth Employment 0 0 0 330,000 1545 – Human Relations Commission 0 0 0 197,045 Total Expenditures: $ 738,009 $ 781,000 $ 865,434 $ 4,899,145 Revenues: 52045 - Seasonal Farmer’s Market Licenses 24,300 27,700 24,365 24,800 56045 - Film Permits 0 2,200 2,200 0 Total Revenues: $ 24,300 $ 29,900 $ 26,565 $ 24,800 Notes for Financial Summary The overage in the City Manager’s Office (CMO) is due to the addition of a new Assistant City Manager. Funding for this position was transferred from the Finance Department to the CMO. Sister City funding has been moved to the City Council budget for Fiscal Year 2007-2008. The Cable Communication program will be in the CMO due to realignment of operational priorities. The Youth Serices Division is a new program in the CMO to help with the implementation of the City's effort with regard to Youth Engagement for Fiscal Year 2007-2008. The Emergency Management program will be in the CMO due to realignment of operational priorities. The Miscellaneous Business Operations element, formerly the Contingency element from the former Department of Management and Budget (presently the Department of Management and Information Services) has been moved to the CMO due to realignment of operational priorities. The Sustainability Grant is a new function that will be responsible for identifying, evaluating, and implementing City initiatives that are both environmentally sensitive and sustainable. The Human Relations program will be in the CMO due to realignment of operational priorities. Performance Report on FY 2006-2007 Major Program Objectives The CMO has begun implementation of the City's Strategic Plan and produced three quarterly reports on the progress. The CMO initiated discussions with several community stakeholders to explore options for improving collaborative efforts on behalf of the citizens of Evanston. From the beginning of the Fiscal Year CMO staff has logged, tracked and serviced over 500 aldermanic requests for service on behalf of citizens, in addition to Police service requests and direct inquiries from citizens. City staff held several workshops to communicate the importance of customer service to the organization and implemented citizen comment card system to invite public feedback on the quality of City services. 104 -- 104 of 641 -- City of Evanston City Manager’s Office Staff coordinated efforts to implement changes to the development review process to include organizational and technological improvements. Sherman Plaza garage and retail spaces completed and opened during Fiscal Year 2006-2007. 2007-2008 Department Initiatives 1. Continue implementation of the City's Strategic Plan 2. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and police-service requests, and to provide updates to the aldermen 3. Refine and streamline the agenda process 4. Continue to coordinate efforts to improve customer service throughout the organization 5. Review organizational structure and implement strategic and operational improvements 6. Coordinate efforts to move the City toward becoming a High Performance Organization (HPO) 7. Coordinate leadership development with a focus on team-building for executive staff 8. Continue operation of the Human Relations Commission 105 -- 105 of 641 -- City of Evanston City Manager’s Office 1505 – City Manager’s Office Description of Major Activities The City Manager and the staff of the City Manager's Office develop and analyze public policy alternatives and direct the administration and execution of the policies and goals formulated by the City Council. Responsibilities include: advising the Council on present and future financial, personnel, and program needs; implementing immediate and long-range City priorities; establishing procedures which will assist the City in serving its citizens; and supervising all City departments. Additionally, staff is involved in coordinating large-scale, economic development projects as well as program evaluation and policy analysis. The City Manager's Office coordinates the preparation of the City Council agenda, reviews all items before governing body consideration, and responds to inquiries from citizens and elected officials. Its members work closely with the public to resolve service delivery problems as well as disseminate information about the City's policies. Staff monitors legislation both in Springfield and Washington, D.C. to determine the potential impact on Evanston residents, businesses, and government. Additionally, the office staffs the Council Rules Committee, and works with the committee to coordinate lobbying efforts. The office is also responsible for responding to a wide variety of general inquiries. FY 2007-2008 Objectives • Continue implementation of the City's Strategic Plan • Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries and police-service requests, and to provide updates to the aldermen • Refine and streamline the agenda process • Continue to coordinate efforts to improve customer service throughout the organization • Review organizational structure and implement strategic and operational improvements • Coordinate efforts to move the City toward becoming a High Performance Organization (HPO) • Coordinate leadership development with a focus on team-building for executive staff Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of aldermanic, police-service, and citizen requests 853 950 1,000 Prepare agendas and materials for regular and special Council 52 52 52 Approved Adjustments in 2007-2008 Budget 106 -- 106 of 641 -- CITY OF EVANSTON CITY MANAGER 1505 2006 - 2007 2007 2008 - Appropriation Approved 1505 CITY MANAGER 61010 REGULAR PAY 518,200 700,300 61210 LONGEVITY 3,200 61510 HEALTH INSURANCE 48,800 71,800 61615 LIFE INSURANCE 1,400 700 61625 AUTO ALLOWANCE 7,400 18,400 61710 IMRF 68,900 61725 SOCIAL SECURITY 35,800 61730 MEDICARE 10,600 62204 YOUTH SERVICES 25,000 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 300 500 62280 OVERNIGHT MAIL CHARGES 100 100 62285 COURIER CHARGES 200 200 62295 TRAINING & TRAVEL 2,000 2,000 62360 MEMBERSHIP DUES 5,000 15,000 62380 COPY MACHINE CHARGES 3,000 62458 OUTSIDE COPY SERVICES 3,000 3,000 64540 TELECOMMUNICATIONS - WIRELESS 700 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 1,000 1,500 65620 OFFICE MACH. & EQUIP. 500 66062 SISTER CITY FUNDING 5,000 1505 CITY MANAGER 622,000 933,800 107 -- 107 of 641 -- City of Evanston City Manager’s Office 1510 – Public Information Description of Major Activities The City Manager's Office of Community Information provides information to the community on a broad range of programs, services, issues, and policies through publication of the City Newsletter, the City website, and other media. The Community Information Coordinator prepares press releases, creates brochures and other informational materials, and organizes educational efforts to better inform community members and present a unified and cohesive look to all departments and services. The Coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the coordinator plans and conducts public relations programs, activities, and special events designed to create, improve and maintain a favorable public image for the City. The Coordinator works daily with the City's web site to confirm that all information is timely, to determine the priority and presentation of content, and to assist department staff in creating more copy when necessary. The coordinator works closely with the Information Systems web developer and programming staff to create appropriate web pages and interactive programs to improve community communications. The "City Beat" employee newsletter is produced monthly by this office to improve internal communications, educate employees on programs and policies, and increase morale. The Public Information Office also manages operations of the City-owned radio station on a daily basis. Community Information staff also serves as liaison between the City and the cable operator, tracking and monitoring cable consumer complaints. Staff also serves as administrator of the public-access service contract between the City and the Evanston Community Media Center. Live cablecasts are provided for all City Council meetings and various committee meetings, hearings, or presentations. For a cost and by request, videotaped copies of these meetings are provided to residents. Staffing support is also available to departments engaged in video production. Routine and emergency public-information broadcasts are programmed and transmitted on the City cable channel. FY 2007-2008 Objectives • Create brochure for new residents to accompany City/Chamber New Resident packages. • Complete communication plan that will direct the activities of the Community Information Office. • Work with web developer and Customer Service Team to complete online survey. • To allow citizens to have an alternate choice for cabled video services, review any outside options that may be presented and ensure equal opportunity for all citizens to subscribe by February, 2008. • To provide better cable programming, purchase and install equipment to permit live broadcasting from another conference room at the Civic Center by October, 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Highlights newsletter 4 4 4 CityBeat newsletter 10 8 10 Electronic newsletter and updates 35 40 30 Consumer cable complaints monitored per month 30 5 5 Cablecast meetings broadcast per year 45 48 48 Videotape copies of public meetings 15 15 15 Approved Adjustments in 2007-2008 Budget 108 -- 108 of 641 -- CITY OF EVANSTON PUBLIC INFORMATION 1510 2006 - 2007 2007 2008 - Appropriation Approved 1510 PUBLIC INFORMATION 61010 REGULAR PAY 73,800 78,900 61510 HEALTH INSURANCE 9,300 9,900 61615 LIFE INSURANCE 200 100 61710 IMRF 6,300 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 1,000 62210 PRINTING 23,000 28,000 62275 POSTAGE CHARGEBACKS 10,500 10,500 62315 POSTAGE 19,000 19,000 62360 MEMBERSHIP DUES 350 800 62380 COPY MACHINE CHARGES 750 800 62458 OUTSIDE COPY SERVICES 700 700 62506 WORK-STUDY 1,000 700 62665 CONTRIB TO OTHER AGENCIES 338,000 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 400 200 1510 PUBLIC INFORMATION 139,100 498,200 109 -- 109 of 641 -- 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. As many as 30 - 40 nonprofits serving Evanston residents participate in this event to promote awareness of their work in the community. The market is a very popular event, not only for residents of Evanston, but for visitors from all over metropolitan Chicago and beyond. FY 2007-2008 Objectives • To continue to provide a pleasant environment for the Farmer’s Market in downtown Evanston. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Seasonal stall rentals 35 34 36 Weekly stall rentals 0 0 1 Number of non-profit organizations per week 1 1 1 City department stalls per week 1 2 2 Annual Non-profit Day booths 40 39 42 Approved Adjustments in 2007-2008 Budget 110 -- 110 of 641 -- CITY OF EVANSTON FARMER'S MARKET 1515 2006 - 2007 2007 2008 - Appropriation Approved 1515 FARMER'S MARKET 61060 SEASONAL EMPLOYEES 11,200 11,700 61110 OVERTIME PAY 7,000 7,000 61725 SOCIAL SECURITY 800 61730 MEDICARE 200 62205 ADVERTISING 700 1,100 62275 POSTAGE CHARGEBACKS 100 100 62375 RENTALS 800 900 65095 OFFICE SUPPLIES 100 100 1515 FARMER'S MARKET 19,900 21,900 111 -- 111 of 641 -- City of Evanston City Manager’s Office 1520 – Office of Emergency Preparedness Description of Major Activities A state-accredited organization, the Office of Emergency Preparedness provides an all-hazards response to large scale emergency situations. This business unit coordinates all emergency preparedness efforts of the City, including working with businesses, hospitals, schools and residents to educate them on the City's plan and their own need for emergency planning. Staff coordinates the City's organizational resources for response in the event of emergency and will also be responsible for seeking out additional grant funding from state and federal sources. Functional emergency training and exercising as well as National Incident Management System (NIMS) compliance will be provided. The City’s emergency operations plan is updated biennially. This plan is designed to provide guidance and instruction in times of disaster. It includes a current resource list so that materials needed during an emergency can be identified and made readily available. Members of the Community Emergency Response Teams (CERTS) and Medical Reserve Corps (MRC) are trained and available for activation in time of local emergency. The Emergency Preparedness Manager administers this program. FY 2007-2008 Objectives • To continue to meet Federal guidelines for the National Incident Management System (NIMS), review the requirements for fiscal year 2007 and implement a training schedule to meet them by September 1, 2007. • In order to improve the emergency response use of the City’s radio station, research and purchase for an improved front end interface that will allow remote access by September, 2007. • Update the Emergency Operations Plan (EOP) as required by the Illinois Emergency Management Agency by August 31, 2007. • To meet the need for medical assistance during a crisis, establish and begin training a Medical Reserve Corps by May 1, 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Planning sessions 10 10 35 Submit objectives statement to State 4 4 4 Disaster exercises/incident responses 6 8 10 Emergency Operation Plan Update August, 2005 N/A August, 2007 Federal funding submission August, 2005 August, 2006 August, 2007 Quarterly reports to the State 4 4 4 Approved Adjustments in 2007-2008 Budget The Emergency Preparedness Manager has become a full-time position. 112 -- 112 of 641 -- CITY OF EVANSTON OFFICE OF EMERG. PREPAREDNESS 1520 2006 - 2007 2007 2008 - Appropriation Approved 1520 OFFICE OF EMERG. PREPAREDNESS 61010 REGULAR PAY 127,700 61065 SPECIAL PROJECT EMPLOYEES 10,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61630 SHOE ALLOWANCE 200 61710 IMRF 10,200 61725 SOCIAL SECURITY 7,900 61730 MEDICARE 1,900 62245 OTHER EQMT MAINTENANCE 2,000 62295 TRAINING & TRAVEL 500 62305 RENTAL OF AUTO-FLEET SER 9,200 62360 MEMBERSHIP DUES 300 62375 RENTALS 500 62380 COPY MACHINE CHARGES 500 64005 ELECTRICITY 200 65010 BOOKS, PUBLICATIONS, MAPS 400 65085 MINOR EQUIPMENT & TOOLS 400 65095 OFFICE SUPPLIES 400 65125 OTHER COMMODITIES 300 65620 OFFICE MACH. & EQUIP. 5,000 1520 OFFICE OF EMERG. PREPAREDNESS 187,600 113 -- 113 of 641 -- City of Evanston City Manager’s Office 1525 – Miscellaneous Business Operations Description of Major Activities The Miscellaneous Business Operations element provides funds for purposes unanticipated at the time of budget adoption. For example, this unit may be used to fund unanticipated salary adjustments for City employees or for other purposes in which it may become necessary to appropriate funds mid-year. In addition, over expenditures or over estimation of revenues within the General Fund are balanced through the use of these funds. Approved Adjustments in 2007-2008 Budget 114 -- 114 of 641 -- CITY OF EVANSTON MISCELLANEOUS BUS. OPERATIONS 1525 2006 - 2007 2007 2008 - Appropriation Approved 1525 MISCELLANEOUS BUS. OPERATIONS 61510 HEALTH INSURANCE 250,000 62180 STUDIES 100,000 62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 66020 TRANSFERS TO OTHER FUNDS 1,900,000 66060 KEEP AMERICA BEAUTIFUL 5,000 68205 CONTINGENCIES 200,000 1525 MISCELLANEOUS BUS. OPERATIONS 2,505,000 115 -- 115 of 641 -- City of Evanston City Manager’s Office 1530 – Youth Services Division Description of Major Activities The newly established Youth Division is currently being housed in the City Manager’s Office. The Youth Division oversees the planning, coordinating, supplementation and consolidation of activities of the public, private and religious agencies devoted to the welfare and development of youth. The Youth Division focuses on the development and funding of programs that encourage positive youth development that seeks to engage youth in recreational, vocational, cultural and community involvement. Responsibilities also include the monitoring and coordination of comprehensive goals and action plans for the youth of the Evanston community as well as supporting City Council youth polices and recommendations. FY 2007-2008 Objectives • Hire a youth coordinator • Establish a Youth Council • Sponsor and coordinate a Youth Summit • Establish a Youth Commission • Create a centralized website • Sponsor ten Work-Study Evanston Township High School students • Establish and coordinate a Workforce Development group • Work with Human Relations Division to strengthen the curriculum for the Summer Youth Employment Program • Work with Human Relations Division to establish Teens & Technology Program • Lead the effort to establish and monitor city wide goals for the youth FY 2007-2008 Objectives Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Hire a youth coordinator N/A N/A December 31, 2007 Sponsor 10 Work-Study ETHS students N/A 4 10 Youth participating in Youth Council N/A 0 18 Youth participating in Youth Summit N/A 0 250 Establishing Youth Division Website N/A 0 December 31, 2007 Approved Adjustments in 2007-2008 Budget 116 -- 116 of 641 -- CITY OF EVANSTON YOUTH SERVICES DIVISION 1530 2006 - 2007 2007 2008 - Appropriation Approved 1530 YOUTH SERVICES DIVISION 61010 REGULAR PAY 40,000 61060 SEASONAL EMPLOYEES 27,300 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61710 IMRF 3,200 61725 SOCIAL SECURITY 2,500 61730 MEDICARE 600 62185 OTHER CONSULTING SERVICES 25,000 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 1,200 62380 COPY MACHINE CHARGES 2,000 65010 BOOKS, PUBLICATIONS, MAPS 200 65095 OFFICE SUPPLIES 300 67106 YOUTH OUTREACH TEAMS 38,000 1530 YOUTH SERVICES DIVISION 150,600 117 -- 117 of 641 -- City of Evanston City Manager’s Office 1535 – Sustainability Grant Description of Major Activities The City of Evanston will establish an office of sustainability and hire a specialist who will be responsible for working with all City departments to evaluate and implement initiatives that are both environmentally sensitive and sustainable. This position will also be responsible for obtaining funding from all available sources, including grants and cost savings to make the program cost-neutral. Efforts will include increasing the level of environmental education, leveraging existing programs, and resources, and providing information to the public in conjunction with the Community Information Coordinator. FY 2007-2008 Objectives • Establish and maintain a city wide Environmental Management System to improve and manage city environmental practices to set an example, ensure compliance and operate efficiently. The environmental management system will help the City to: o Establish environmental management programs for strategic environmental planning, integration across departments, increase environmental training and awareness and establish performance measures o Establish standards for energy conservation, water conservation and waste reduction o Establish an environmental leadership team to maintain benchmarks with other communities and organizations and establish assessment procedures for compliance with applicable laws, and environmental conditions o Establish metrics and long-term environmental goals by department, with an acknowledgement and reward program o Establish recognition programs for voluntary projects that save money and meet City’s environmental high-level goals • Prioritize sustainability initiatives proposed through a survey of City departments • Work with various departments to identify and take advantage of opportunities for more environmentally sensitive and sustainable use of resources, such as the parks system and the lakefront FY 2007-2008 Objectives Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Write grant proposals N/A N/A 2 Participate in meetings related to Sustainability Programs both internal and external to the City N/A N/A 12 Work with Community Information Coordinator to create Sustainability news releases N/A N/A 3 Attend seminars to keep current with the field and bring new information/initiatives to the City N/A N/A 6 Approved Adjustments in 2007-2008 Budget 118 -- 118 of 641 -- CITY OF EVANSTON SUSTAINABILTY GRANT 1535 2006 - 2007 2007 2008 - Appropriation Approved 1535 SUSTAINABILTY GRANT 61010 REGULAR PAY 52,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61710 IMRF 4,100 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 800 65125 OTHER COMMODITIES 4,900 1535 SUSTAINABILTY GRANT 75,000 119 -- 119 of 641 -- City of Evanston City Manager’s Office 1540 – Summer Youth Employment Program Description of Major Activities The Summer Youth Employment Program (SYEP) provides youth between the ages of 14 through 18 with employment opportunties coulped with related services that are intended to enhance their growth, development and will serve as the foundation for their future educational and/or employment endeavors. The majority of youth employment opportunities created by SYEP focus on entry-level work for youth who have little or no work experience. The summer component provides for significant contributions in the area of community service such as alley clean-up,landscape maintenance, summer camp counselors and municipal departmental support just to mention a few. The stand-alone summer employment program typically provides 9-weeks of entry level employment in addition, participating youth are provided job readiness and social skills training. The SYEP will include a new pilot tracking system for program participnants in order to minitor and support their ongoing success. The SYEP works closely with educational and business partners in hosting the annual spring job fair. The job fair provides a unique and valuable opportunity for area employers to meet and interview prospective teen job seekers. The job fair typically attracts in excess of 400 job seekers and based on availability of jobs we hire approximately 100 youth in city departments with approximately 80 being placed in jobs in the private sector. In an attempt to increase the number of employment opportunities for youth, and to inspire incresed participation from the private business sector the 50/50 Program was introduced. This is an incentive tool that provides private Evanston businesses, and community groups/organizations the option of hiring youth at a rate of 50% of the minimum wage rate. This unique aspect of the SYEP has produced increased jobs for program participants as well as opportunities for the Evanston community and greater exposure for the SYEP. FY 2007-2008 Objectives • Develop a marketing plan to promote and encourage the participation of businesses, public employers, agencies and community groups/organizations by April 2007. • Incorporate social skills and comportment training for all SYEP participants by August 2007. • Continue to develop, coordinate and implement the Mayor's Job Fair for the purpose of providing job opportunities for SYEP participants by April 30, 2007. • Provide meaningful work experience for 115 youth by August 2007. • Implement SYEP Assessment Plan for all SYEP participants by August 2007. • To reinstate and implement the ArtSkills component by August 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of youth who attend the JOB FAIR 473 452 500 Number of participants who complete the program 104 106 115 Number of participants who participate in job skills training 98 46 115 Number of participants who participant in social skills and comportment training N/A N/A 60 Number of participating city departments N/A 12 12 Number of participating businesses, public employers, etc. 14 18 20 Number of youth participating in 50/50 Program 53 68 80 Number of alleys cleaned by program participants 150 273 300 Number of traffic poles, lights and control boxes scraped, primed and painted by program participants 201 282 350 Approved Adjustments in 2007-2008 Budget 120 -- 120 of 641 -- CITY OF EVANSTON SUMMER YOUTH EMPLOYMENT PROGRAM 1540 2006 - 2007 2007 2008 - Appropriation Approved 1540 SUMMER YOUTH EMPLOYMENT PROG. 61010 REGULAR PAY 25,500 61060 SEASONAL EMPLOYEES 250,000 61710 IMRF 2,000 61725 SOCIAL SECURITY 11,400 61730 MEDICARE 3,400 62210 PRINTING 1,200 62275 POSTAGE CHARGEBACKS 800 62295 TRAINING & TRAVEL 300 62305 RENTAL OF AUTO-FLEET SER 6,700 62375 RENTALS 12,000 62490 OTHER PROGRAM COSTS 1,500 64540 TELECOMMUNICATIONS - WIRELESS 3,000 65020 CLOTHING 7,000 65025 FOOD 1,200 65085 MINOR EQUIPMENT & TOOLS 2,500 65090 SAFETY EQUIPMENT 1,000 65095.Y31 OFFICE SUPPLIES 500 1540 SUMMER YOUTH EMPLOYMENT PROGRA 330,000 121 -- 121 of 641 -- City of Evanston City Manager’s Office 1545 – Human Relations Commission Description of Major Activities Human Relations provides services, programs, and activities to maintain the rich diversity of our community. We foster, encourage, and stimulate the improvement of human relations among and between citizens of all races, colors, creeds, national origins, sexes, ages, familial status, marital status, religions, physical/mental disabilities, sexual orientation, and economic and educational levels. The goal is to provide all individuals with an equal opportunity to grow, participate, and share in the City's economic, educational, political, social, and judicial systems. To this end, all of the commission's services, programs, and activities are administered through this element. The division administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant Ordinance and provides mediation services through our Neighborhood Justice Center/Alternative dispute resolution. The commission also investigates and/or refers allegations of civil rights violations and/or discrimination based on race, color, religion, sex, national origin, sexual orientation, familial status, physical/mental disability or age; conducts and/or coordinates training programs and community functions/activities; advises City administration, City Council, and the community on human relations issues; and serves as a resource on related issues. Moreover, the commission monitors the workforce to ensure appropriate levels of minority and female representation, and serves as a resource to City employees on a wide range of issues. FY 2007-2008 Objectives • Rewrite the Human Relations Commission's enabling ordinance by February 2008. • Begin a dialogue with the school districts to explore the possibility of creating human relations commissions or a reasonable facsimile in the schools to be staffed by students by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Workshop/Training programs conducted (fair housing, Residential Landlord & Tenant Ordinance) N/A N/A 4 Civil rights and/or discrimination charges investigated 20 2 2 Civil rights and/or discrimination charges referred 2 2 2 Citizens referred to mediation N/A N/A 10 Community/Civic Events 1 1 1 Approved Adjustments in 2007-2008 Budget • Reinstated a Human Relations Position that was initially proposed to be eliminated in FY 07-08 122 -- 122 of 641 -- CITY OF EVANSTON HUMAN RELATIONS DIVISION 1545 2006 - 2007 2007 2008 - Appropriation Approved 1545 HUMAN RELATIONS DIVISION 61010 REGULAR PAY 140,270 61510 HEALTH INSURANCE 29,700 61615 LIFE INSURANCE 375 61625 AUTO ALLOWANCE 100 61710 IMRF 9,600 61725 SOCIAL SECURITY 5,000 61730 MEDICARE 1,600 62205 ADVERTISING 1,500 62210 PRINTING 1,000 62275 POSTAGE CHARGEBACKS 2,200 62285 COURIER CHARGES 300 62295 TRAINING & TRAVEL 900 62360 MEMBERSHIP DUES 300 62380 COPY MACHINE CHARGES 1,500 64540 TELECOMMUNICATIONS - WIRELESS 600 65010 BOOKS, PUBLICATIONS, MAPS 900 65025 FOOD 400 65095 OFFICE SUPPLIES 800 1545 HUMAN RELATIONS DIVISION 197,045 123 -- 123 of 641 -- City of Evanston Management, Business & Information Services & Information Services Management, Business Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE MBIS Administration Full-Time Regular Mgmt & Budget Admin Assistant 1.00 Full-Time Regular Director, Mgmt & Budget 1.00 Full-Time Regular Management Analyst 1.00 1605 Total 3.00 Information Systems Management Full-Time Regular Director, Information Systems 1.00 Full-Time Regular Assistant UNIX Administrator 0.50 Full-Time Regular 1.00 Database Administrator Full-Time Regu 1.00 lar IS Trainer Full-Time Regular Network Administrator 2.00 Full-Time Regular Operations Coord, Mgmt & Budg. 1.00 Full-Time Regular Telecommunications Coordinator Full-Time Regular Programmer Analyst 1.00 Full-Time Regular Tech Support Specialist I 3.00 Full-Time Regular Tech Support Specialist II 1.00 Full-Time Regular Web Developer 1.00 Ful lar l-Time Regu Recreation Systems Administrator 1.00 1615 Total 13.50 Geogra ystems phic Information S Full-Time Regular GIS Analyst 2.00 Full-Time Regular GIS Manager 1.00 Full-Time Regular Info Tech Project Manager 1620 Total 3.00 Expenditures as a % of 2008 General Fund Budget 4.52% Three Year Fiscal History $10,964,700 $3,922,300 $10,285,751 $500,000 $2,500,000 $4,500,000 $6,500,000 $8,500,000 $10,500,000 $12,500,000 $14,500,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 124 -- 124 of 641 -- City of Evanston Management, Business & Information Services Admi tion nistrative Adjudica Full-Time Regular Admin Adjudication Aide 2.00 Full-Time Regular Admin Adjudication Manager 1.00 Part-Time Regular PT Administrative Aide 1625 Total 3.00 Project Management Office Full-Time Regular Police System Administrator 1.00 Full-Time Regular Info Tech Project Manager 1.00 Full-Time Regular Info Tech Project Specialist 1.00 1630 Total 3.00 Management, Business & Information Services Total 25.50 125 -- 125 of 641 -- City of Evanston Management, Business, and Information Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1605 – Administration 371,389 495,600 438,363 354,400 1610 – Contingency 7,512,636 7,517,700 8,134,134 0 1615 – Information Systems Mgmt. 1,818,208 2,179,500 1,966,687 2,437,300 1620 – GIS 275,323 355,900 327,286 361,800 1625 – Administrative Adjudication 308,195 416,000 342,787 421,900 1630 – Project Management 0 0 0 346900 Total Expenditures: $10,285,751 $10,964,700 $11,209,257 $3,922,300 Revenues: 51595 – Liquor Sales Tax 1,772,039 1,600,000 1,941,652 1,800,000 52040 – Liquor Licensing 412,533 290,000 324,803 340,000 52570 – Administrative Adjudication 111,661 95,000 185,176 120,000 Total Revenues: $2,296,233 $1,985,000 $2,451,631 $2,260,000 Notes for Financial Summary Business Unit 1605, formally known as the Budget Office, which has moved to the Finance Department, is now the Administration function for the Department. The Contingency element no longer exists in this department, as its function has been moved to the City Manager;'s Office and has been renamed "Miscellaneous Business Operations". The Project Management Office is a new function for the management of information technology related projects and business process improvements. Performance Report on FY 2006-2007 Major Program Objectives Administrative Adjudication: • Performed training for the building department, Northwestern University Police Department, Evanston Police and Fire Departments. • Revised pages on the City of Evanston website for electonic citation contests. • Performance Indicators are being tracked for all Hearing Officers including: number of cases heard and liability rating per type and Department. Indicators are tracked on a per month and cumulative basis. • In Division use of scanner to reduce the amount of paper being used and stored to create electronic files for cases. 2007-2008 Department Initiatives For Administrative Adjudication: • Increase use of technology to decrease volume of paper files and improve integrity of hearing file contents. • Meet bi-annually with each department involved with Administrative Adjudication to increase communication flow. • Develop and conduct customer satisfaction survey and implement changes accordingly. 126 -- 126 of 641 -- City of Evanston Management, Business, and Information Services 1605 – Administration Description of Major Activities The Management, Business and Information Services Department has evolved from the Office of Management and Budget as the budget function is moved to the Finance Department for 2007-08. The department supervises the operations of the Fleet, 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 2007-2008 Objectives • Hire a Risk Manager and begin assessment of Risk Management & Safety program • Complete a comprehensive review of the Fleet Services operation Approved Adjustments in the 2007-2008 Budget 127 -- 127 of 641 -- CITY OF EVANSTON BIS ADMINISTRATION 1605 2006 - 2007 2007 2008 - Appropriation Approved 1605 BIS ADMINISTRATION 61010 REGULAR PAY 406,400 245,900 61510 HEALTH INSURANCE 46,500 39,600 61615 LIFE INSURANCE 600 300 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 24,000 61725 SOCIAL SECURITY 12,600 61730 MEDICARE 3,800 62210 PRINTING 10,000 1,000 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 800 800 62360 MEMBERSHIP DUES 10,000 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 5,000 65555 PERSONAL COMPUTER EQUIPMENT 3,000 5,000 1605 BIS ADMINISTRATION 495,600 354,400 128 -- 128 of 641 -- City of Evanston Management, Business and Information Systems 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: • Desktop Services - Desktop services include functions that directly support the use of personal computers, laptops and handheld devices. This includes the Microsoft Office suite of tools, email, and packaged software application support. • Web Services - Web services include hosting, designing and administrating the City of Evanston’s external and internal web sites. The websites provide timely information regarding all aspects of the City. • Application Development Services - We provide limited application design and development. Application development is used to fill in the gaps and integrate various purchased application packages. All development uses Java based web technology. • Telecommunication Services - Includes all commercial and/or private voice communications systems and devices, commercial voice communications carrier services, telephones, Private Telephone Switches (PBX), call accounting, and voice mail. All network services from wall plug to servers, including wide area network (WAN) and local area networks (LANs), broadband cable system, and internet services. • Architecture and Infrastructure Services - Selection and management of PCs, gateways, firewalls, security services, domain name system (DNS), file servers, print servers, web site hosting, database administration, data center operations, backup, recovery and performance planning. • Training Services - Provide citywide technology related training including the Microsoft Office suite of tools, electronic mail, packaged and developed application training, and managing the training facility. FY 2007-2008 Objectives The Business Process & Technology Group Strategic Plan identifies nine goals and many objectives. This is a long- term plan and not certainly all those goals and objectives will be met in the next year. However, the Information systems division intends to focus on and make significant progress in several areas. This includes and is not limited to the following: • Customer Service Improvements • Re-design of the Internal Web services • Improving technology infrastructure failover • Improve employee performance through training Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of users with logon privileges 915 1,076 1,080 Number of personal computers supported 525 525 525 Number of locations supported 15 15 15 WEB site average number of daily visitors 1,407 1,900 2,400 WEB site annual unique visitors 272,358 350,000 390,000 Number of application and network servers supported 42 44 44 Number of Help Desk calls per year 2,201 2,719 3,000 Average time to close a call (days) 4.7 days 4.03 4.5 Days Percent of Help Desk calls resolved within one day 53 57 55 Percent of Help Desk calls resolved within two days 61 65 62 User Feedback - Problem Solved Satisfactory 96.44 99 98 129 -- 129 of 641 -- City of Evanston Management, Business and Information Systems 1615 – Information Systems Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected User Feedback - Response time to call – Fast 23.11 20.8 22 User Feedback - Response time to call – Average 16.88 17.7 17 User Feedback - Response time to call – Slow 1.33 .44 .6 User Feedback - Response time to call - Very Slow .89 1.33 1 Number of users trained in computer concepts and Word 103 0 75 Number of users trained in Excel 57 0 100 Number of users trained in other PC productivity tools 82 0 100 Number of users trained in E-mail/Outlook/Internet 63 0 100 Approved Adjustments in 2007-2008 Budget 130 -- 130 of 641 -- CITY OF EVANSTON INFORMATION SYSTEMS MGMT 1615 2006 - 2007 2007 2008 - Appropriation Approved 1615 INFORMATION SYSTEMS MGMT 61010 REGULAR PAY 903,000 1,033,800 61050 PERMANENT PART-TIME 38,400 61210 LONGEVITY 4,300 61510 HEALTH INSURANCE 111,600 128,700 61615 LIFE INSURANCE 1,400 1,300 61710 IMRF 82,400 61725 SOCIAL SECURITY 48,600 61730 MEDICARE 13,700 62175 IS SERVICES 75,000 92,800 62250 COMPUTER EQUIPMENT MAINT 90,300 72,100 62305 RENTAL OF AUTO-FLEET SER 6,600 6,600 62340 COMPTER LICENSE & SUPP 330,000 300,300 62360 MEMBERSHIP DUES 1,400 1,000 62380 COPY MACHINE CHARGES 300 64505 TELECOMMUNICATIONS - CARRIER L 312,600 228,100 64510 TELECOMMUNICATIONS EQUIPMENT 22,500 15,600 64515 TELECOMMUNICATIONS EQUIPMENT M 7,500 46,900 64525 TELECOMMUNICATIONS - LONG DIST 5,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 12,800 10,800 64545 PERSONAL COMPUTER SOFTWARE 5,000 16,000 65010 BOOKS, PUBLICATIONS, MAPS 1,600 2,000 65095 OFFICE SUPPLIES 47,900 54,600 65605 PBX (LICENSE & SUPPORT FEES) 21,000 11,600 65615 WAN CONNECTIONS/LINE CHARGES 23,500 25,200 66020 TRANSFERS TO OTHER FUNDS 200,000 200,000 1615 INFORMATION SYSTEMS MGMT 2,179,500 2,437,300 131 -- 131 of 641 -- City of Evanston Management, Business and Information Systems 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 2007-2008 Objectives • Implement system-wide upgrade to ArcGIS 9.2 environment for server, desktop and web GIS software • Implement training/mentoring system for GIS web applications Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Average map requests per week 4 5 5 Permanent geographic layers created 28 10 10 Average GIS web mapping interactions per week 3,800 5,540 5,600 Geographic layers maintained 158 168 178 Approved Adjustments in 2007-2008 Budget 132 -- 132 of 641 -- CITY OF EVANSTON GEOGRAPHIC INFORMATION SYSTEMS 1620 2006 - 2007 2007 2008 - Appropriation Approved 1620 GEOGRAPHIC INFORMATION SYSTEMS 61010 REGULAR PAY 265,800 229,000 61055 TEMPORARY EMPLOYEES 12,400 12,400 61210 LONGEVITY 3,100 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61710 IMRF 22,000 61725 SOCIAL SECURITY 12,000 61730 MEDICARE 3,600 62210 PRINTING 800 800 62250 COMPUTER EQUIPMENT MAINT 3,000 3,000 62295 TRAINING & TRAVEL 600 800 62340 COMPTER LICENSE & SUPP 23,000 24,000 62360 MEMBERSHIP DUES 400 300 62500 TECHNICAL INFORMATION SERVICES 15,000 15,000 64545 PERSONAL COMPUTER SOFTWARE 5,000 4,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,400 1,500 1620 GEOGRAPHIC INFORMATION SYSTEMS 355,900 361,800 133 -- 133 of 641 -- City of Evanston Management, Business, and Information Services 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 2007-2008 Objectives • Increase use of technology to decrease volume of paper files and improve integrity of hearing file contents. • Meet bi-annually with each Department involved with Administrative Adjudication to increase communication flow. • Develop and conduct customer satisfaction survey and implement changes accordingly. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of parking summons issued 56,800 45,000 46,000 Number of parking tickets adjudicated 41,640 40,100 41,580 Percentage paid prior to hearing (parking) 27% 27% 29% Percentage paid after hearing (parking) 29% 43% 45% Number of property citations adjudicated 330 345 360 Number of police cases adjudicated 1,500 1,300 1,375 Other cases adjudicated (fire, health, parks) 50 50 55 Percentage of code cases paid 30% 30% 35% Approved Adjustments in 2007-2008 Budget 134 -- 134 of 641 -- CITY OF EVANSTON ADMINISTRATIVE ADJUDICATION 1625 2006 - 2007 2007 2008 - Appropriation Approved 1625 ADMINISTRATIVE ADJUDICATION 61010 REGULAR PAY 156,700 162,500 61050 PERMANENT PART-TIME 21,000 61055 TEMPORARY EMPLOYEES 2,100 61110 OVERTIME PAY 300 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 27,900 30,000 61615 LIFE INSURANCE 300 300 61710 IMRF 11,100 61725 SOCIAL SECURITY 6,800 61730 MEDICARE 2,000 62130 LEGAL SERVICES - GENERAL 200 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 30,000 30,000 62295 TRAINING & TRAVEL 400 700 62315 POSTAGE 23,000 23,000 62380 COPY MACHINE CHARGES 2,000 2,000 62456 OUTSIDE MAIL SERVICES 3,000 3,000 62500 TECHNICAL INFORMATION SERVICES 12,500 11,800 62506 WORK-STUDY 500 500 62509 SERVICE AGREEMENTS / CONTRACTS 120,000 120,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65045 LICENSING/REGULATORY SUPP 8,000 8,000 65085 MINOR EQUIPMENT & TOOLS 800 1,000 65095 OFFICE SUPPLIES 6,000 6,000 1625 ADMINISTRATIVE ADJUDICATION 416,000 421,900 135 -- 135 of 641 -- City of Evanston Management, Business, and Information Services 1630 – Project Management Description of Major Activities The Project Management Office, along with Information Systems and Geographic Information Systems, is part of the Business Process & Technology Group. The Project Management Office focuses on business process improvement as well as the implementation and support of packaged applications. This division is primarily responsible for: Project Management Services • Function as developer and repository of the standards, processes, and methodologies that make up the foundation for information technology project management at the City. • Facilitate the City's ability to manage its entire collection of business projects as one or more interrelated initiatives and serve as a single source of information on activities throughout the lifecycle of a project. Business Process Improvement Services • Work with departments to evaluate exisiting business practices and procedures and change processes to bring about improvements in performance, customer service and cost. Application Support Services • Long term administration of new software applications. • Work with customers to perform user administration, write reports, troubleshoot software issues and implement upgrades as they become available. FY 2007-2008 Objectives • Under the new BP&TG Strategic Plan, the following Project Management Office led projects are slated for 2007: o Accela Upgrade – upgrade of the City’s current permitting and licensing software, including complete business process redesign. This is a very large project which impacts many departments across the City therefore it will be the only major information technology project initiative for FY 2007 – 2008. • Continued maintenance of the IRIS financial system including help-desk support, report writing, system patches and upgrades, and end-user training. • Identify and put into practice new business process improvement opportunities within the City. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of implementations/major upgrades in process N/A* 1 1 Number of projects completed N/A* 0 1 Number of departmental business process improvement opportunities evaluated and implemented N/A* 3 4 Number of Help Desk calls per year pertaining to packaged applications N/A* 365 375 Number of users trained in IRIS N/A* 306 315 Number of users trained in newly implemented packaged applications N/A* 0 35 User Feedback – PMO-led training – Above Average ratings N/A* 74% 74% User Feedback – PMO-led training – Average ratings N/A* 25% 25% User Feedback – PMO-led training – Below Average ratings N/A* 1% 1% *The Project Management Office was formed in 2006. Therefore, no prior data exists. Approved Adjustments in the 2007-2008 Budget 136 -- 136 of 641 -- CITY OF EVANSTON PROJECT MANAGEMENT OFFICE 1630 2006 - 2007 2007 2008 - Appropriation Approved 1630 PROJECT MANAGEMENT OFFICE 61010 REGULAR PAY 272,300 61510 HEALTH INSURANCE 29,700 61615 LIFE INSURANCE 400 61710 IMRF 21,700 61725 SOCIAL SECURITY 16,900 61730 MEDICARE 4,000 62210 PRINTING 500 62295 TRAINING & TRAVEL 500 62360 MEMBERSHIP DUES 300 64545 PERSONAL COMPUTER SOFTWARE 300 65010 BOOKS, PUBLICATIONS, MAPS 300 1630 PROJECT MANAGEMENT OFFICE 346,900 137 -- 137 of 641 -- City of Evanston Legal Department Expenditures as a % of 2008 General Fund Budget 0.90% Legal Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Legal Administration Full-Time Regular Asst Corporation Counsel 2.00 Full-Time Regular Exec Secretary (to Dept. Head) 2.00 Full-Time Regular First Asst Corp Counsel 1.00 Full-Time Regular Staff Attorney 2.00 1705 Total 7.00 Legal Department Total 7.00 Three Year Fiscal History $714,600 $781,400 $648,009 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 138 -- 138 of 641 -- City of Evanston Legal Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1705 – Legal Administration 648,009 714,600 668,638 781,400 Total Expenditures: $ 648,009 $ 714,600 $ 668,638 $ 781,400 Revenues: 56015 – Damage to City Property 40,775 65,000 43,686 33,000 Total Revenues: $ 40,775 $ 65,000 $ 43,686 $ 33,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives • The update of the City Code is underway; anticipated completion date February 2008. • The Community Development Department is in the process of providing the update to the Zoning Code. • Zoning Board of Appeals and Plan Commission Rules are completed. 2007-2008 Department Initiatives • Complete the transfer of certain risk management operations to the Department of Management, Business, and Information Services. • Establish a formal policy and procedure for the Civil Enforcement Team. • In conjunction with Community Development, establish formal policy for Inclusionary Housing, Affordable Housing and the Mayor's Special Housing Fund (contingent upon referendum approval). 139 -- 139 of 641 -- City of Evanston Legal Department 1705 – Legal Department Description of Major Activities The Legal Department provides for and supervises all legal services for the City. The department provides legal advice and/or opinions to the City Council and standing committees, City Manager, City staff, elected officials, and City boards and commissions. The department drafts or reviews ordinances and resolutions and researches the legal basis and constitutional limitations of home-rule authority on all legislative issues. The department represents the City in housing and traffic court prosecutions, administrative review appeals of administrative adjudication and, as necessary, at administrative adjudication hearings. The department represents or supervises attorneys in all general litigation matters including, but not limited to, general tort litigation, personal injury, property damage, employment discrimination, civil rights, and special assessment. The department prepares or reviews all contracts, leases, easements and plats, and by request, provides advice on public bidding and purchase procedures. The department, through the Insurance Fund, supervises the general liability third-party administration of claims. The department recommends the purchase of insurance in all areas of exposure including general liability, all risk property, ambulance attendants, inland marine, and crime. The department, in conjunction with the City Manager's Office, reviews safety and risk issues and all third-party matters. The department is responsible for the risk transfer and subrogation programs throughout the City. FY 2007-2008 Objectives • Review City-wide HIPAA practices and develop written policies and procedures. • Develop written policies for national health concerns, SARS and other pandemic related matters. • Formalize policies for the Civil Enforcement Team and properly utilize civil enforcement through the administrative adjudication process. • Complete the transfer of the risk management function to the Department of Management, Business, & Information Services. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Ordinance cases prosecuted (animal, aggressive panhandling, curfew, disorderly conduct) 350 275 300 Traffic prosecution cases 3,600 4,250 4,500 Ordinances written and/or reviewed 202 175 175 Resolutions written and/or reviewed 104 96 100 Opinions written 60 40 40 Administrative adjudication (including appeals) 90 60 60 Truck Safety Prosecutions (including overweight) 0 0 0 Approved Adjustments in 2007-2008 Budget 140 -- 140 of 641 -- CITY OF EVANSTON LEGAL ADMINISTRATION 1705 2006 - 2007 2007 2008 - Appropriation Approved 1705 LEGAL ADMINISTRATION 61010 REGULAR PAY 573,900 563,600 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 1,300 700 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 44,900 61725 SOCIAL SECURITY 23,300 61730 MEDICARE 7,000 62130 LEGAL SERVICES - GENERAL 45,000 35,000 62275 POSTAGE CHARGEBACKS 400 400 62295 TRAINING & TRAVEL 1,000 5,000 62345 COURT COST/LITIGATION 7,500 7,500 62360 MEMBERSHIP DUES 2,000 3,000 62380 COPY MACHINE CHARGES 4,000 4,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 8,600 10,000 65095 OFFICE SUPPLIES 1,500 1,800 1705 LEGAL ADMINISTRATION 714,600 781,400 141 -- 141 of 641 -- City of Evanston Human Resources Human Resources Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Human Resources General Support Full-Time Regular Director, Human Resources 1.00 Full-Time Regular Assistant Director, Human Resources 1.00 Full-Time Regular Human Resources Assistant (2 @ 1 FTE) 2.00 Full-Time Regular Human Resources Specialist (4 @ 1 FTE) 4.00 1805 Total 8.00 Human Resources Total 8.00 Three Year Fiscal History $1,361,90 $1,521,20 $1,482,908 $500,00 $700,00 $900,00 $1,100,00 $1,300,00 $1,500,00 $1,700,00 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 1.75% 142 -- 142 of 641 -- City of Evanston Human Resources Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1805 – HR General Support 1,482,908 1,361,900 1,400,706 1,521,200 Total Expenditures: $ 1,482,908 $ 1,361,900 $ 1,400,706 $ 1,521,200 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives • For FY06-07, 133 positions have been filled, as compared to FY05-06 at 83, making 06-07 another record high in positions filled. Over 550 seasonal employees were also processed during FY06-07. • Recruitment and hiring for permanent part-time positions in the Library and Recreation has been centralized in Human Resources, resulting in increased applicants for such positions and consistency throughout the organization in hiring practices. • Two Police Officer testing cycles have been completed, with one additional scheduled for the remainder of the fiscal year; promotional exams for Police Commander and Police Lieutenant were conducted. • Firefighter/Paramedic candidates continue to be process, and the next test is scheduled for March 2007. Special recruitment efforts are underway for that testing process. Selection processes were developed and administered for 60 separate positions. • Five senior management positions have been filled (Superintendent of Streets/Sanitation, Superintendent of Water/Sewer, Finance Director, Assistant City Manager, Police Chief ). • Several departmental re-organizations have been completed or in progress, resulting in increased efficiencies and more appropriate staffing alignments. • Three union contracts were successfully negotiated, including processes that will allow us to work collaboratively to reduce ever-increasing health insurance costs in the future. • Worker's Compensation cases are running slightly below last year's cases. • Strategic Plan initiatives relating to Customer Service include holding of focus groups of employees, development of a Customer Service Policy, implementation of Customer Service comment cards for feedback, training of over 400 employees in communications skills, several programs on safety and security. • Strategic Plan initiatives relating to recruiting and retaining excellent employees include increased attendance at career days and job fairs, including several specific targeted at increasing diversity amongst applicants. 2007-2008 Department Initiatives • Working with various employee groups, begin education and discussions necessary for controlling health insurance costs, including wellness programs, benefit analysis and the like. • Develop coordinated training program for City employees to include basic organizational procedures training, policy training, departmental technical training tracks, and individual skill needs. • Continue Customer Service initiatives including Customer Service performance evaluations for all employees, training to improve skills, customer service certifications, and surveys of citizens and customers to evaluate progress. • Continue Strategic Plan initiatives in the area of increasing diversity, more studies of comparable communities in terms of compensation and benefits, more targeted recruitment, exit interviews, new employee orientation. • Work with new Risk Management function to transition Worker's Compensation into the newly centralized function. 143 -- 143 of 641 -- City of Evanston Human Resources 1805 – Human Resources Description of Major Activities The Department of Human Resources is responsible for compliance in all human resources activities with applicable local civil service ordinances and rules, State and Federal requirements, Equal Employment Opportunity guidelines and union contracts. Actions regarding employees are reviewed and approved to ensure such compliance. 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. The Human Resources Department is the lead on Strategic Plan Goal Ten: "Promote a standard of excellence and collaboration between staff and City Council to provide outstanding customer service to the citizens of Evanston." The Human Resources Department will now assume responsibility for investigating employee complaints regarding the EEO or sexual harassment policies, for federal EEO recordkeeping and reporting, maintenance and updating of the City's Equal Employment Opportunity Plan, and training for all City employees in diversity, and sexual harassment policies. FY 2007-2008 Objectives • Implement a Customer Service Certification training program for front-line employees by September 2007 • Aligning with the City Manager's budget program, conduct analyses of position vacancies for re-engineering, consolidation, elimination or enhancement possibilities for increased efficiency, cost savings, succession planning and related areas, beginning March 1, 2007 • Develop Citywide training program to address overall training needs, including required training, necessary technical, business and management training, succession planning training and specific departmental training, beginning March 1, 2007 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Civil Service Commission meetings 24 13 20 Labor contract negotiated 3 1 1 Training programs 12 6 12 Positions filled - full-time 75 100 90 Positions filled - part-time/seasonal 150,450 100550 150,550 Approved Adjustments in 2007-2008 Budget 144 -- 144 of 641 -- CITY OF EVANSTON HUMAN RESOURCES GEN SUPPORT 1805 2006 - 2007 2007 2008 - Appropriation Approved 1805 HUMAN RESOURCES GEN SUPPORT 61010 REGULAR PAY 605,200 642,000 61060 SEASONAL EMPLOYEES 3,600 3,700 61210 LONGEVITY 3,100 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 900 800 61625 AUTO ALLOWANCE 4,800 4,900 61710 IMRF 51,200 61725 SOCIAL SECURITY 26,700 61730 MEDICARE 8,000 62130 LEGAL SERVICES - GENERAL 500 500 62160 EMPLOYMENT TESTING SERVICES 75,000 75,000 62205 ADVERTISING 65,000 62235 OFFICE EQUIPMENT MAINT 100 100 62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000 62274 TEST ADMINISTRATION 50,000 62,200 62290 TUITION 100,000 100,000 62295 TRAINING & TRAVEL 800 800 62310 CITY WIDE TRAINING 150,000 150,000 62345 COURT COST/LITIGATION 500 500 62360 MEMBERSHIP DUES 2,500 2,500 62380 COPY MACHINE CHARGES 5,800 4,000 62506 WORK-STUDY 1,000 62512 RECRUITMENT 75,000 62630 UNEMP. COMP. & ADMIN. FEE 150,000 150,000 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,000 65095 OFFICE SUPPLIES 5,300 5,000 65125 OTHER COMMODITIES 20,000 30,000 1805 HUMAN RESOURCES GEN SUPPORT 1,361,900 1,521,200 145 -- 145 of 641 -- City of Evanston Finance Department Three Year Fiscal History $1,768,500 $2,222,900 $1,797,763 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 $2,200,000 $2,400,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 2.56% Finance Department Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Finance General Support Full-Time Regular Director, Finance 1.00 Full-Time Regular Assistant Finance Director 1.00 Full-Time Regular Finance Admin Assistant 1.00 1905 Total 3.00 Revenue Division Full-Time Regular Revenue Manager 1.00 Full-Time Regular License and Measure Inspector 1.00 Full-Time Regular Clerk II 4.00 Full-Time Regular Clerk III 1.00 Full-Time Regular Finance Operations Coordinator 1.00 Full-Time Regular Switchboard Operator 2.00 1910 Total 10.00 Payroll Full-Time Regular Payroll Coordinator 1.00 Full-Time Regular Payroll Manager 1.00 Full-Time Regular Payroll Assistant 0.00 1915 Total 2.00 Accounting Full-Time Regular Investment Analyst 1.00 Full-Time Regular Accounting Supervisor 1.00 Full-Time Regular Bookkeeper 1.00 Full-Time Regular Senior Accountant 2.00 Full-Time Regular Accounts Payable Coordinator 1.00 1920 Total 6.00 146 -- 146 of 641 -- City of Evanston Finance Department Finance Department Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Purchasing Full-Time Regular Accounts Payable Clerk 1.00 Full-Time Regular Purchasing Manager 1.00 Full-Time Regular M/W/EBE Program Coordinator 1.00 Part-time Regular Clerk I 0.50 1925 Total 3.50 Budget Full-Time Regular Management Analyst 2.00 1930 Total 2.00 Finance Total 26.50 147 -- 147 of 641 -- City of Evanston Finance Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 1905 – Finance General Support 297,196 216,100 121,091 334,500 1910 – Revenue Division 584,158 536,300 749,378 685,600 1915 – Payroll 225,383 233,100 267,969 202,400 1920 – Accounting 426,144 438,800 455,485 581,400 1925 – Purchasing/MWEBE 264,882 344,200 305,591 229,500 1930 – Budget Office 0 0 0 189,500 Total Expenditures: $ 1,797,763 $ 1,768,500 $ 1,899,514 $ 2,222,900 Notes for Financial Summary The Budget Office has moved from the former Department of Management and Budget (presently Management, Business, and Information Services). The Accounts Payable Coordinator position moved from Purchasing to Accounting. Performance Report on FY 2006-2007 Major Program Objectives The CAFR (Comprehensive Annual Financial Report) was completed by August 31, 2006. The use and functionality of the IRIS Financial Software was stabilized by instituting new user training programs. In addition, ongoing user training was increased which included the dissemination of additional documentation and training manuals. 2007-2008 Department Initiatives • Train City’s users on IRIS system • Implement Payroll Disaster Plan • Implement new Parking Citation Management System • Implementation of Revenue Division related licensing/Permit Management System • Complete research and make recommendation for comprehensive Accounts Receivable (AR) software system • Evaluation, selection and implementation of new Utility Billing System • Integrate Budget Division into Finance Department • Review Debt Management in City • Support Purchasing Division in its realignment and development • Support Payroll Division in its realignment and development • Support Accounting Division to continue to achieve and receive the GFOA Award for Excellence in Financial Reporting • Support Budget Division to continue to achieve and receive the GFOA award for Excellence 148 -- 148 of 641 -- 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 budget. Direction and coordination are also provided for the following four divisions: • Accounting • Collections • Purchasing and Accounts Payable • Payroll • Budget 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 2007-2008 Objectives • Successfully incorporate and develop the Budget Division • Review debt structure of City to maximize opportunities • Create a Five Year Financial Forecast • Train the City’s end users on the IRIS system Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Percent of available cash invested 99 99 99 Bond issuances 1 1 2 Quarterly financial management reports 4 4 4 Quarterly investment reports 4 4 4 Approved Adjustments in 2007-2008 Budget 149 -- 149 of 641 -- CITY OF EVANSTON FINANCE GENERAL SUPPORT 1905 2006 - 2007 2007 2008 - Appropriation Approved 1905 FINANCE GENERAL SUPPORT 61010 REGULAR PAY 181,400 252,700 61060 SEASONAL EMPLOYEES 7,300 61510 HEALTH INSURANCE 18,600 39,600 61615 LIFE INSURANCE 600 100 61625 AUTO ALLOWANCE 1,800 1,900 61710 IMRF 20,200 61725 SOCIAL SECURITY 10,400 61730 MEDICARE 3,100 62275 POSTAGE CHARGEBACKS 800 800 62295 TRAINING & TRAVEL 300 300 62360 MEMBERSHIP DUES 1,000 1,100 62380 COPY MACHINE CHARGES 1,400 1,400 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65095 OFFICE SUPPLIES 2,000 2,000 1905 FINANCE GENERAL SUPPORT 216,100 334,500 150 -- 150 of 641 -- City of Evanston Finance Department 1910 – Revenue Division Description of Major Activities The City Collector's Office is the regulatory revenue-enforcement agency of the City of Evanston. It is the cashiering hub for the City, centralizing the cashiering satellite stations in many departments. The Collector's Office receives $50 million annually and makes deposits daily; all other City revenue and payment streams are processed through daily deposits prepared by the satellite cashiering stations. The office also coordinates bank lockbox deposits originating from the bank processing center as well as Internet deposit information generated from water bill and parking ticket payments via the City website. In addition, the office is responsible for the credit card processing system used throughout the City. The Collector's Office is directly responsible for the logistics and administration of several revenue generating streams, collecting over $2 million in license revenues for General Fund purposes. These include the management of business license regulatory matters, vehicle licensing (Wheel Tax), animal and taxi cab industry licensing and regulation. Many of these activities are effectively accomplished by fostering relationships with partners and other departments within the Evanston community. The Fiscal Year ending February 28 of 2006 marked the first year the Mailroom/Switchboard/Front Desk functions moved into the Revenue Division. These functions, now assisted by Revenue division personnel, answer and rout incoming phone calls to the Civic Center switchboard, man the information desk at the Civic Center Lobby and operate both the incoming and outgoing mailroom functions. The mailroom function includes the processing of all first class, certified and insured U.S. Mail as well as United Parcel Service items. FY 2007-2008 Objectives • Implement new Parking Citation Management System • Implementation of Revenue Division related Licensing/Permit Management System • Finalize research and make recommendation for comprehensive Accounts Receivable (AR) software system • Evaluation, selection and implementation of new utility billing system. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Water bills processed total 85,550 85,500 85,500 Avg # of delinquent accts/shut off cycle 400 390 390 Actual # of accts sched./shut-off cycle 60 55 55 Amount outstanding past due for shut off 75,000 70,000 70,000 Internet water billing payments processed 8,000 8,500 9,600.00 Number of OTC citation payments processed 65,000 60,000 70,000 Lockbox parking-citation payments processed 50,000 50,000 50,000 Number of vehicle stickers issued 36,000 37,000 37,500 Number of business licenses processed 2,500 2,500 2,500.00 Number of animal licenses issued 2,700 2,800 2,800 Cigarette stamps issued 1.25 million 1.4 million 1.3 million Daily deposits prepared 260 260 260 Subsidized taxi coupons sold 45,000 48,000 48,000 Taxicab medallion business licenses issued 140 140 140 Taxicab inspections 560 560 560 Taximeter inspections 560 560 560 Gasoline pumps inspected 190 190 190 Scales inspected 160 160 160 UPC optical scanners inspected 50 70 75 A/R invoices processed manually 6,000 6,500 6,500 # Inv/Checks sent to collection agency 400 400 400 Avg incoming mail pieces sorted monthly 15000 15000 15000 Avg # of pieces of outgoing mail processed monthly 33000 33000 33000 Avg # of daily calls to switchboard 310 310 310 Avg # of Walk in Customers assisted per day 120 150 150 Approved Adjustments in 2007-2008 Budget 151 -- 151 of 641 -- 152 -- 152 of 641 -- CITY OF EVANSTON REVENUE DIVISION 1910 2006 - 2007 2007 2008 - Appropriation Approved 1910 REVENUE DIVISION 61010 REGULAR PAY 449,300 476,500 61055 TEMPORARY EMPLOYEES 5,200 5,200 61060 SEASONAL EMPLOYEES 7,800 8,800 61110 OVERTIME PAY 15,000 15,000 61210 LONGEVITY 4,700 61510 HEALTH INSURANCE 93,000 99,000 61615 LIFE INSURANCE 600 1,000 61630 SHOE ALLOWANCE 200 200 61710 IMRF 38,000 61725 SOCIAL SECURITY 21,000 61730 MEDICARE 6,300 62205 ADVERTISING 200 300 62235 OFFICE EQUIPMENT MAINT 300 300 62245 OTHER EQMT MAINTENANCE 2,500 2,100 62273 LIEN FILING FEES 6,000 6,000 62275 POSTAGE CHARGEBACKS 20,000 20,000 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 5,600 5,600 62315 POSTAGE 15,000 15,000 62360 MEMBERSHIP DUES 800 800 62375 RENTALS 700 700 62380 COPY MACHINE CHARGES 7,600 7,600 62431 ARMORED CAR SERVICES 40,000 62655 LEASE PAYMENTS 3,000 3,000 64545 PERSONAL COMPUTER SOFTWARE 4,000 4,000 65045 LICENSING/REGULATORY SUPP 40,000 45,000 65095 OFFICE SUPPLIES 7,500 7,500 65620 OFFICE MACH. & EQUIP. 1,000 1,000 66125 SERVICES BILLED OUT 150,000- 150,000- 1910 REVENUE DIVISION 536,300 685,600 153 -- 153 of 641 -- City of Evanston Finance Department 1915 – Payroll Division Description of Major Activities The Payroll Division is responsible for the ongoing, bi-weekly payroll for more than 1,150 permanent, part-time, and temporary City employees. During the summer, payroll increases by more than 500 employees due to the seasonal employment of recreational staff and the City's Summer Youth Program. The primary objective of the Payroll Division is to produce a timely, accurate payroll in compliance with federal and state payroll tax laws. This function performs quarterly and annual reconciliations of FICA, Medicare, federal- and state-withholding liabilities as well as unemployment compensation, which 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 2007-2008 Objectives • Finalize stabilization of the financial payroll system • Provide good customer service to internal as well as external customers • Implement disaster recovery plan for the Payroll Division • Design a new Payroll check for the City of Evanston • Train City's users on the IRIS system • Re-organize the responsibilities of the Payroll Assistant position Ongoing Activity Measures 2005-2006 Actual 2006-2007 Estimate 2007-2008 Projected Regular checks issued 33,500 33,500 33,600 Manual checks issued 170 175 180 Approved Adjustments in 2007-2008 Budget 154 -- 154 of 641 -- CITY OF EVANSTON PAYROLL 1915 2006 - 2007 2007 2008 - Appropriation Approved 1915 PAYROLL 61010 REGULAR PAY 199,500 155,100 61110 OVERTIME PAY 2,500 61210 LONGEVITY 3,600 61510 HEALTH INSURANCE 27,900 19,800 61615 LIFE INSURANCE 400 300 61710 IMRF 12,400 61725 SOCIAL SECURITY 6,500 61730 MEDICARE 1,900 62275 POSTAGE CHARGEBACKS 100 100 62295 TRAINING & TRAVEL 500 500 62360 MEMBERSHIP DUES 500 500 62380 COPY MACHINE CHARGES 300 300 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 800 800 1915 PAYROLL 233,100 202,400 155 -- 155 of 641 -- City of Evanston Finance Department 1920 – Accounting & Accounts Payable 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 2007-2008 Objectives • Access and redesign tasks within the Division • Train City's end users on the IRIS system • Issue RFP for banking services in conjunction with Finance Director • Enhance cash management process • Successfully integrate Accounts Payable into Division • Continue to achieve and receive the GFOA Award for excellence in financial reporting Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Preparation of final fund trial balance for annual independent audit 07/30/05 07/30/2006 07/30/2007 Preparation of schedule of federal financial assistance for the Single Audit Act of 1984 09/15/05 09/15/2006 09/15/2007 Preparation of Police and Fire Pension fund filings with Illinois Department of Insurance 08/29/05 08/29/2006 08/29/2007 File for Certificate of Achievement for Excellence in financial reporting with Government Finance Officers Association 08/31/05 08/31/2006 08/31/2007 Approved Adjustments in 2007-2008 Budget 156 -- 156 of 641 -- CITY OF EVANSTON ACCOUNTING 1920 2006 - 2007 2007 2008 - Appropriation Approved 1920 ACCOUNTING 61010 REGULAR PAY 316,800 388,000 61110 OVERTIME PAY 2,000 2,000 61210 LONGEVITY 3,700 61510 HEALTH INSURANCE 46,500 59,400 61615 LIFE INSURANCE 500 500 61710 IMRF 30,900 61725 SOCIAL SECURITY 17,300 61730 MEDICARE 5,000 62110 AUDITING 63,000 65,000 62205 ADVERTISING 2,000 1,800 62275 POSTAGE CHARGEBACKS 700 700 62280 OVERNIGHT MAIL CHARGES 300 400 62295 TRAINING & TRAVEL 700 700 62360 MEMBERSHIP DUES 1,200 1,200 62380 COPY MACHINE CHARGES 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 2,300 2,000 1920 ACCOUNTING 438,800 581,400 157 -- 157 of 641 -- City of Evanston Finance Department 1925 – Purchasing Division Description of Major Activities The purchasing division coordinates the efforts of the City in obtaining the equipment, materials, and services required to benefit the citizens of Evanston. The purchasing staff manages the contract solicitation process, working with the various departments of the City, and assures conformance with all legal bidding requirements. The purchasing division works with other governmental jurisdictions for joint purchasing when appropriate. Staff also conducts research on new technology, products and methods of doing business, and assists with pre-purchase commodity and vendor information. The division is also responsible for general contract administration following execution of any agreements. The purchasing division is responsible for activities related to the City of Evanston Minority/Women/Evanston Business Enterprise (M/W/EBE) program, including promoting the program and ensuring compliance with the City’s initiatives of the in this area. The primary goal of the M/W/EBE program 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 program participants on City contracts In addition, the purchasing staff provides referrals to other agencies for M/W/EBE firms that are seeking assistance with bonding, finance, management, and other technical assistance. The purchasing division oversees the City’s purchasing card program, including submitting applications to the provider, issuing cards, overseeing monthly reconciliation by the user departments, and performing annual audits. FY 2007-2008 Objectives • Set up and put into practice a master calendar of critical activities and deadlines for users of the purchasing system. • Reinforce purchasing policies and procedures through regular workshops, trainings and user group seminars. • Increase the participation of Evanston and minority or women-owned businesses as measured by a percentage of the dollar value of contracts awarded by the City. • Provide training for Purchasing Card users, and perform an annual audit on each account. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Purchase orders issued 2,025 2,100 2,100 Requests for Proposals and Qualifications issued 88 50 70 Bid items purchased 250 400 350 Term agreements issued 35 50 40 Vouchers/invoices processed 18,950 20,000 19,500 M/W/BE solicited 1,325 1,500 1,500 Advisory Committee meetings 10 10 10 Project site visits 28 30 30 Pre-bid meetings 35 45 45 Purchasing card audits N/A 160 175 Approved Adjustments in 2007-2008 Budget 158 -- 158 of 641 -- CITY OF EVANSTON PURCHASING DIVISION 1925 2006 - 2007 2007 2008 - Appropriation Approved 1925 PURCHASING DIVISION 61010 REGULAR PAY 299,400 182,300 61050 PERMANENT PART-TIME 21,000 16,400 61510 HEALTH INSURANCE 46,500 29,700 61615 LIFE INSURANCE 600 400 61710 IMRF 14,500 61725 SOCIAL SECURITY 7,100 61730 MEDICARE 2,400 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 DIVISION 344,200 229,500 159 -- 159 of 641 -- City of Evanston Finance Department 1930 – Budget Office Description of Major Activities The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures, developing program objectives, and producing the proposed and approved budgets. During the City Council's budget review, the Budget Office prepares memos and performs other analysis in response to Council questions. The Budget Office also: • Monitors departmental revenues and expenditures throughout the year • Provides staff support to the Budget Policy Committee • Completes special projects and studies as directed by the Finance Director FY 2007-2008 Objectives • Investigate the feasibility of converting to a two-year budgetary cycle and develop an implementation plan. • Investigate the advantages and challenges of changing the fiscal year to match the calendar year. • Investigate the feasibility of implementing budget checking functionality in the City’s integrated financial system with the Business and Information Services Department. • Identify and implement improvements to the City’s budget process. • Identify and facilitate budget-related training to departments as needed throughout the year. • Implement the Innovations Program with the Project Management Office. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Completion of the Proposed Budget December 31, 2005 December 31, 2006 December 31, 2007 Completion of the Approved Budget June 1, 2005 May 15, 2007 June 1, 2007 City Council Budget Memos Prepared 25 56 55 Approved Adjustments in 2007-2008 Budget 160 -- 160 of 641 -- CITY OF EVANSTON BUDGET 1930 2006 - 2007 2007 2008 - Appropriation Approved 1930 BUDGET 61010 REGULAR PAY 137,700 61510 HEALTH INSURANCE 19,800 61615 LIFE INSURANCE 200 61710 IMRF 11,300 61725 SOCIAL SECURITY 5,700 61730 MEDICARE 1,700 62210 PRINTING 10,000 62275 POSTAGE CHARGEBACKS 100 62295 TRAINING & TRAVEL 400 62360 MEMBERSHIP DUES 1,000 62380 COPY MACHINE CHARGES 1,000 65010 BOOKS, PUBLICATIONS, MAPS 100 65095 OFFICE SUPPLIES 500 1930 BUDGET 189,500 161 -- 161 of 641 -- City of Evanston Community Development Department Expenditures as a % of 2008 General Fund Budget 3.41% Community Development Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Community Development Administration Full-Time Regular Director, Comm Development 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 2101 Total 2.00 Planning and Support Services Full-Time Regular Assistant Director, Planning 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular Housing Planner 1.00 Full-Time Regular Planner 1.00 Full-Time Regular Senior Planner 1.00 2105 Total 5.00 Housing Code Compliance Full-Time Regular Clerk II 1.00 Full-Time Regular Property Maint Inspector I 4.00 Full-Time Regular Secretary II 1.00 Full-Time Regular Property Maint Supv Inspector 1.00 Full-Time Regular Sign Inspector/Graffiti Tech 1.00 2115 Total 8.00 Housing Rehab Full-Time Regular Asst Director, Rehabilitation 1.00 Full-Time Regular Construction Rehab Specialist 1.00 Full-Time Regular Secretary II 1.00 2120 Total 3.00 Building & Zoning Full-Time Regular Zoning Administrator 1.00 Full-Time Regular Assistant Director, Building 1.00 Full-Time Regular Assistant Permit Coordinator 1.00 Three Year Fiscal History $3,452,500 $2,957,000 $2,902,902 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 162 -- 162 of 641 -- City of Evanston Community Development Department Community Development Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE 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 3.00 Full-Time Regular Plumbing/Mechanical Inspector 1.00 Full-Time Regular Plumbing Inspector 1.00 Full-Time Regular Secretary II 1.00 Full-Time Regular Structural Inspector 1.00 Full-Time Regular Zoning Officer 2.00 Full-Time Regular Zoning Planner 1.00 Full-Time Regular Project Management Supervisor 1.00 2130 Total 18.00 Community Development Total 36.00 163 -- 163 of 641 -- City of Evanston Community Development Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2101 – CD Administration 238,939 216,600 232,978 248,200 2105 – Planning & Support Service 382,120 419,500 455,071 490,900 2110 – Zoning Analysis & Support 431,810 395,200 427,043 0 2115 – Housing Code Compliance 533,790 561,900 555,283 647,100 2120 – Housing Rehabilitation 218,405 244,300 216,962 276,800 2125 – Building Code Compliance 1,097,838 1,119,500 1,204,687 0 2130 – Building and Zoning 0 0 0 1,789,500 Total Expenditures: $ 2,902,902 $ 2,957,000 $ 3,092,024 $ 3,452,500 Revenues: 52080 – Building Permits 3,973,861 3,065,000 3,062,633 2,810,000 52120 – Heating Vent. A/C Permits 330,420 180,000 204,772 155,000 53665 – Condo Conversion App. Fees 80,100 70,000 48,450 52,000 52030 – Contractor Licenses 85,700 80,000 88,000 85,000 52125 – Commercial Driveway Permits 22,161 700 0 700 52095 – Electrical Permits 210,450 175,000 181,210 150,000 52115 – Elevator Permits 48,270 40,000 45,771 40,000 52110 – Other/Miscellaneous Permits 347,380 300,000 315,401 250,000 52560 – Permit Penalty Fees 69,573 25,000 42,210 25,000 52155 – Plat Approval Fees 0 1,000 0 500 52090 – Plumbing Permits 204,177 160,000 163,507 140,000 52035 – Rooming House Licenses 169,048 160,000 180,908 197,300 52105 – Sign Awning Permits 9,306 10,000 12,694 10,000 52145 – Annual Sign Fees 36,765 32,000 32,685 32,000 53695 – Zoning Fees 59,352 40,000 58,284 45,000 Total Revenues: $ 5,646,563 $ 4,338,700 $ 4,436,525 $ 3,992,500 Notes for Financial Summary Based on current information, building permit fees will decrease in FY 2007-08. With the housing market slowing down, base building permit fees are projected to be 20-25% less that the current year. This will lower all projected permit fees for FY 2007-08. Due to operational realignment, Building Code Compliance and Zoning Analysis & Support have combined to form the Building and Zoning Division. Performance Report on FY 2006-2007 Major Program Objectives The Director has worked closely with the City Manager's Office and management staff to begin implementation of the recommendations in the Virchow Krause Report for both permit review and the development process. Metrics have been evaluated and established on the amount of time for staff to review both zoning analyses and building permit review with improved customer service as the goal. A number of other recommendations were suggested by the consultants and staff has already implemented several of these. The Director has also led the staff on devising a new economic development strategy as Goal #1 in the Strategic Plan. Community Development staff has also begun working with Information Systems to form a project team to begin implementation of a new tracking software. Staff will recommend to the City Council to approve the Accela software as the sole source bid. One of the CD staff plan reviewers will work as a project manager along with Information Systems staff. 164 -- 164 of 641 -- City of Evanston Community Development Department In planning, two planning consultants were approved by Council to begin master planning in the West Side TIF area. The consultants have had several neighborhood meetings, and are focusing on form based zoning as the basis of rezoning and redevelopment. Planning & Zoning staff have been processing planned developments for Plan Commission review. Four planned developments have been approved by the Council, including the redevelopment of the Kendall College site for single family homes. A New planned development at Emerson & Oak was approved for 18 stories with condominiums and first floor retail Home funds were provided to the Evanston Housing Coalition to build an affordable duplex at 1710 Dodge, the former site of an area besieged by antisocial behavior in the past. The Building Division inspectors have been trained in the recently adopted 2003 Energy Code, and the code is now being enforced for all new construction. The Sherman Plaza parking garage was completed, along with new commercial on the Davis St, Church St., and Sherman Ave. sides of the project. A new mixed use planned development at 900 Chicago was completed, with 77 condominiums. An extensive addition to the Three Crowns Retirement Community was fully permitted with site work and foundations currently under construction. Property Standard's staff continued its work on rental residential inspections. More than 3,000 units will be inspected this year. The staff is also inspecting all Type II restaurants on a weekly basis to insure that they are complying with their litter collection plans. The alley inspection program in the downtown has been very successful, mandating that all dumpsters be closed and locked after being filled. 2007-2008 Department Initiatives One of the most important functions for staff will be the implementation of the permit tracking software. If City Council approves the Accela software contract in November, 2006, the project should take between 18-24 months to implement and train staff. This will greatly improve our permit processing, tracking of projects, and overall customer service. The implementation of the Virchow Krause recommendations should be on line, with some department reorganization focused on "one stop shopping" for permits to better serve our customers. The master planning & rezoning of the West Evanston TIF area should be completed, with focus on development and rehabilitation of this area, to better provide neighborhood services, retail, and restaurants. The Central St. corridor study should be completed, with recommendations for the redevelopment of Central St., east of Green Bay Rd, as well as a landscape plan and public works improvements for the entire length of Central St. The new economic development strategy of the strategic Plan should be completed by the end of 2007, for downtown and neighborhood shopping and business districts. 165 -- 165 of 641 -- 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 2007-2008 Objectives • The Director will work closely with the Assistant City Manager and staff to continue implementation of the Virchow Krause Report and recommendations by July 1, 2007. • The Director will continue to lead the staff team to create and implement Strategic Plan Goal #1, to devise a new economic development strategy, by February 28, 2008. • The Director will work closely with the project managers implementing the new tracking software. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Coordination & completion of Planning & Development Committee packets 25 29 25 Completion of the Planning & Development Committee minutes 25 29 25 Approved Adjustments in 2007-2008 Budget 166 -- 166 of 641 -- CITY OF EVANSTON COMMUNITY DEVELOPMENT ADMIN 2101 2006 - 2007 2007 2008 - Appropriation Approved 2101 COMMUNITY DEVELOPMENT ADMIN 61010 REGULAR PAY 178,700 183,400 61110 OVERTIME PAY 6,000 5,400 61210 LONGEVITY 1,500 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 400 200 61625 AUTO ALLOWANCE 4,800 5,000 61630 SHOE ALLOWANCE 200 61710 IMRF 14,600 61725 SOCIAL SECURITY 7,800 61730 MEDICARE 2,300 62210 PRINTING 500 500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 3,000 3,000 62645 MICROFILMING 2,000 2,000 64540 TELECOMMUNICATIONS - WIRELESS 500 800 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,000 1,000 2101 COMMUNITY DEVELOPMENT ADMIN 216,600 248,200 167 -- 167 of 641 -- 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 2007-2008 Objectives • Complete physical planning process in West Evanston Tax Increment Financing District. • Implement activities to achieve the Housing Goal of the Strategic Plan. • Complete revisions to the Downtown Plan, including managing of the stakeholders comment and visioning process. • Continue to invest HOME funds to generate affordable quality housing and stimulate neighborhood revitalization. • Implement the goals and programmatic objectives of the Howard Street and West Evanston Neighborhood Plans designed to stimulate neighborhood revitalization. • Conduct pilot project for introducing form based coding in the traditional neighborhoods of downtown, one core area and one transitional area. • Identify other areas where form based coding may apply after completing physical planning process for West Evanston. • Complete the physical planning process in the Central Street Corridor. • Evaluate and make revision to the Preservation Ordinance • Expedite the Planned Development Review process involving the Plan Commission and the Preservation Commission. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Economic Development Committee 11 12 12 Plan Commission & committees 18 30 26 Negotiating Team/Energy Commission 11 11 18 Housing Commission & committees 12 12 12 Preservation Commission 14 24 24 Joint Review Board 5 6 6 Approved Adjustments in 2007-2008 Budget 168 -- 168 of 641 -- CITY OF EVANSTON PLANNING & SUPPORT SRVS 2105 2006 - 2007 2007 2008 - Appropriation Approved 2105 PLANNING & SUPPORT SRVS 61010 REGULAR PAY 322,800 344,800 61110 OVERTIME PAY 14,000 12,600 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 400 61630 SHOE ALLOWANCE 500 500 61710 IMRF 27,500 61725 SOCIAL SECURITY 14,800 61730 MEDICARE 4,400 62136 REDEVELOPMENT CONSULTING SVCS 6,000 6,000 62185 OTHER CONSULTING SERVICES 10,000 10,000 62205 ADVERTISING 800 800 62210 PRINTING 2,000 2,000 62215 PHOTOGRAPHERS/BLUEPRINTS 500 500 62275 POSTAGE CHARGEBACKS 1,500 1,500 62280 OVERNIGHT MAIL CHARGES 100 100 62285 COURIER CHARGES 4,000 4,000 62295 TRAINING & TRAVEL 1,500 700 62360 MEMBERSHIP DUES 900 600 62380 COPY MACHINE CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 400 800 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 500 500 2105 PLANNING & SUPPORT SRVS 419,500 490,900 169 -- 169 of 641 -- City of Evanston Community Development Department 2115 – Housing Code Compliance Description of Major Activities This element provides for the on-going systematic area inspection of non-owner-occupied rental dwellings, the annual inspection of rooming houses, as well as numerous other inspection programs and initiatives. Two Property Standards inspectors inspects buildings containing 3 or more dwelling units located in the CDBG target areas on a systematic/cyclical basis. Three Property Standards inspectors inspect buildings with 2 or less units in the CDBG target areas, as well as rental units in the non-CDBG areas of the City, on a systematic/cyclical basis. In addition, all rooming houses/units are inspected on an annual basis. As part of the inspection process, the interior of non-owner- occupied dwelling units and rooming houses are inspected as well as the building's common areas, exterior areas and premises, and accessory structures. Inspections consist of viewing all building surfaces and components to ensure that all items are in good repair, functioning as intended, and code compliant. Subsequent to inspection of the building, inspectors produce a written list of code violations that the building owner completes. The inspector monitors the progress of code violation correction until all violations are brought into compliance. When voluntary compliance fails to produce correction of the violations, the inspector initiates legal action, typically through the City of Evanston Administrative Hearings process. All Property Standards inspectors are also responsible for complaint inspections within their respective areas of the City, inspecting complaints relating to any property or housing issue including: weeds, litter, trash, debris, abandoned vehicles, graffiti, public sidewalks in disrepair, un-shoveled snow on public sidewalks, over-occupancy, utility cut-offs including water, gas and electric, illegal dwelling units, abandoned buildings and squatters, illegal parking of vehicles on private/public property, hazardous trees/limbs, plant encroachment on sidewalks/streets, as well as any other code violation. Violations are cited with re-inspections conducted to ensure compliance with lack of compliance resulting in Administrative Hearings. In addition to area, rooming house and complaint inspections, Property Standards also conducts: • Weekly inspections of Type 2 restaurants for compliance with the special-use required litter plan; • Weekly inspections of the downtown districts for compliance with trash storage requirements; • Weekly inspections of vacant lots regarding weeds, trash, liter debris, etc.; • Zoning inspections relating to certain Zoning violations including, illegal home-occupations, over-occupancy, etc.; • Vacant Building Inspections with registration and enforcement of their repair or demolition; • Surveys throughout the City citing property exteriors, especially in alleys; • Inspections of single family rental building as part of the area inspection program; • Inspections of day cares and group homes as referred by Health Department; • Inspections of rooming houses annually, including Northwestern University, hotels, etc.; • Inspections of buildings which are an attractive nuisance, boarding and securing such buildings; • Condemnation/demolition inspections of unfit property; • Emergency inspections relating to unsafe conditions including, lack of utilities, sanitation, or structural issues; • Inspections requiring coordination of departments including Building, Fire, Police, Health, Water, Human Relations; • Weekly appearances in Administrative Hearings, testifying on cases; and • Emergency appearances in Administrative Hearings, which are typically within 48 hours of finding dangerous conditions. FY 2007-2008 Objectives • Reduce the number of redundant re-inspections conducted while gaining compliance on code violations • Increase the number of dwelling units inspected • Reduce the time frame in bringing nuisance violations to Administrative Hearings, including weeds, trash, etc. • Propose ordinance amendments preventing transfer of unlawful structures, e.g. illegal dwellings, stop work orders • Pursue inspector certifications in the International Code Council (ICC), International Fire Code 170 -- 170 of 641 -- City of Evanston Community Development Department 2115 – Housing Code Compliance Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Dwelling units inspected 3,000 3,684 3,500 Occupants affected by rooming house inspections 7,277 7,836 7,036 Complaints investigated 1,200 1,245 1,200 Dwelling units demolished 2 1 2 Re-inspections for compliance 4,000 4,019 3,000 Violations corrected 6,000 6,031 6,000 Vacant building determinations 15 29 25 Training/safety/staff meetings 24 24 24 Graffiti tags removed by graffiti technician 2,500 5,296 2,500 Approved Adjustments in 2007-2008 Budget 171 -- 171 of 641 -- CITY OF EVANSTON HOUSING CODE COMPLIANCE 2115 2006 - 2007 2007 2008 - Appropriation Approved 2115 HOUSING CODE COMPLIANCE 61010 REGULAR PAY 406,600 426,500 61055 TEMPORARY EMPLOYEES 1,600 1,600 61110 OVERTIME PAY 9,900 8,900 61210 LONGEVITY 4,300 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 600 800 61630 SHOE ALLOWANCE 800 800 61710 IMRF 34,000 61725 SOCIAL SECURITY 19,300 61730 MEDICARE 5,500 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 2,000 62295 TRAINING & TRAVEL 900 900 62305 RENTAL OF AUTO-FLEET SER 29,600 29,600 62345 COURT COST/LITIGATION 4,000 4,000 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,200 2,200 62645 MICROFILMING 2,000 2,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,500 65055 MATER. TO MAINT. IMP. 1,500 500 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65095 OFFICE SUPPLIES 1,400 1,400 65105 PHOTO/DRAFTING SUPPLIE 300 200 2115 HOUSING CODE COMPLIANCE 561,900 647,100 172 -- 172 of 641 -- City of Evanston Community Development Department 2120 – Housing Rehabilitation Administration Description of Major Activities This element provides loans for repair and improvement to existing housing, including single-family, multi-family, and condominium units. Rehabilitation is targeted to low- and moderate-income households through a variety of programs designed to assist property owners with a multitude of possible repairs improvements. Under CDBG programs, loans are processed with staff, who: • Provide assistance to applicants with completion of applications; • Process verifications, contracts, and mortgage documents, and determine eligibility; • Conduct building inspections, including inspecting for lead based paint; • Prepare work specifications and cost estimates; • Assist in securing contractors, process contractor payouts, and monitor work; and • Provide service of loan portfolio. Additionally, the division administers several programs, including: • One- and two-family, Multi-family, and condominium rehabs; • Self-help exterior paint; • Emergency and abandoned building rehabs; and • Garage demolition and the Diseased Tree Removal Program. These programs allow for low- and moderate-income households to have needed repairs completed without the cost of interest or fees (except for a very low rate associated with multi-family projects). The division works closely with the Commission on Aging, Health Department, and Evanston Neighbors-At-Work in providing services, including technical assistance to homeowners regarding tax, title, credit, and other eligibility issues. The division is responsible for the administration of the Evanston Housing Corporation First-time Homebuyer Program, handling all verification, processing, and servicing of these loans. Housing Rehabilitation programs assist low- and moderate-income households with basic building improvements--for example, replacement of building systems or components such as roofing, heating, electrical, plumbing, walls, floors, doors, and windows. The Housing Rehabilitation division addresses and incorporates HUD Lead-Based Paint regulations within the scope of work on housing rehab projects, and it works closely with the Health Department in utilizing Cook County Lead-Based Paint grants within Housing Rehab projects. Housing Rehabilitation services helps low- and moderate-income households obtain needed repairs and improvements to their homes with typically no or little increase in monthly housing expenses. These rehab programs and services may assist a homeowners' ability to remain in their homes, which may be more difficult to accomplish through high-cost, market-rate loans. FY 2007-2008 Objectives • Review and update Housing Rehabilitation applications and procedures to improve time frames; • Continue utilization of Cook County Lead Grant funding in Housing Rehab projects; • Fund the purchase of seven homes through the Evanston Housing Corporation; • Pursue inspector certifications in the International Code Council, ICC, and International Fire Code. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Single-family rehab units completed 12 14 12 Multi-family rehab units completed 12 12 Dangerous/damaged trees removed 3 3 Garage demolitions 4 1 4 Self-help Exterior Paint program cases 20 7 20 Condominium rehab units completed 4 4 Staff training sessions 24 24 24 Approved Adjustments in 2007-2008 Budget 173 -- 173 of 641 -- CITY OF EVANSTON HOUSING REHABILITATION 2120 2006 - 2007 2007 2008 - Appropriation Approved 2120 HOUSING REHABILITATION 61010 REGULAR PAY 199,200 203,000 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 200 200 61210 LONGEVITY 900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 300 61630 SHOE ALLOWANCE 300 300 61710 IMRF 16,200 61725 SOCIAL SECURITY 8,400 61730 MEDICARE 2,500 62205 ADVERTISING 200 100 62210 PRINTING 200 100 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 700 700 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 6,200 6,200 62360 MEMBERSHIP DUES 400 200 62380 COPY MACHINE CHARGES 3,500 3,500 62645 MICROFILMING 1,000 1,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65085 MINOR EQUIPMENT & TOOLS 600 300 65095 OFFICE SUPPLIES 600 600 65105 PHOTO/DRAFTING SUPPLIE 300 200 2120 HOUSING REHABILITATION 244,300 276,800 174 -- 174 of 641 -- City of Evanston Community Development Department 2130 – Building & Zoning Description of Major Activities The former Building Code Compliance Division has been merged with the former Zoning division to create a new business unit, Building & Zoning. This division is responsible for the enforcement of the zoning ordinance while enforcing the various building codes to protect the health, safety, and welfare of all residents. Major responsibilities are mandated by the City Council adoption and amendments to the zoning ordinance, as well as the adopted building codes. The Division is responsible for the comprehensive review of all building permit applications, permit processing, inspections, and issuing certificates of zoning compliance and certificates of occupancy. Additionally, the Division staffs the Zoning Board of Appeals for variations, special uses and appeals, schedules hearing requests for planned developments, zoning map and text amendments before the Plan Commission, and staffs the Site Plan & Appearance Review Committee. FY 2007-2008 Objectives • To continue the implementation of the recommendations made in the Virchow Krause report concerning permit review for improved customer service • To continue a comprehensive review of the zoning ordinance to allow for more administrative approval of variance requests • To implement the Accela software tracking system • To continue working on Goal #1 of the Strategic Plan, Revised Economic Development Strategy Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Zoning analyses 1,364 1,500 1,500 Zoning complaints 13 15 15 Site Plan & Appearance Review cases 283 280 275 Zoning Board of Appeals cases 68 70 65 Zoning Administrator Decision cases 106 100 100 Plan Commission cases 12 15 15 Sidewalk cafes approved 39 41 40 Plats for Council approval 1 4 5 Approved Adjustments in 2007-2008 Budget Business units 2110 and 2125 merged into business unit 2130. 175 -- 175 of 641 -- CITY OF EVANSTON BUILDING & ZONING 2130 2006 - 2007 2007 2008 - Appropriation Approved 2130 BUILDING & ZONING 61010 REGULAR PAY 1,173,600 61110 OVERTIME PAY 8,100 61210 LONGEVITY 12,300 61510 HEALTH INSURANCE 178,200 61615 LIFE INSURANCE 1,800 61625 AUTO ALLOWANCE 2,400 61630 SHOE ALLOWANCE 2,000 61710 IMRF 93,500 61725 SOCIAL SECURITY 48,200 61730 MEDICARE 14,600 62145 ENGINEERING SERVICES 65,000 62150 CONSTRUCTION ENGINEERING SERVI 30,000 62205 ADVERTISING 1,000 62210 PRINTING 1,400 62235 OFFICE EQUIPMENT MAINT 400 62271 COURT REPORTING SERVICES 8,000 62275 POSTAGE CHARGEBACKS 6,200 62295 TRAINING & TRAVEL 1,900 62305 RENTAL OF AUTO-FLEET SER 54,000 62360 MEMBERSHIP DUES 700 62380 COPY MACHINE CHARGES 9,300 62425 ELEVATOR CONTRACT COSTS 50,000 62464 PLUMB,ELECT,PLAN REVIEW SERVI. 10,000 62645 MICROFILMING 7,000 64540 TELECOMMUNICATIONS - WIRELESS 4,200 65010 BOOKS, PUBLICATIONS, MAPS 1,500 65085 MINOR EQUIPMENT & TOOLS 500 65095 OFFICE SUPPLIES 3,500 65105 PHOTO/DRAFTING SUPPLIE 200 2130 BUILDING & ZONING 1,789,500 176 -- 176 of 641 -- City of Evanston Police Department Police Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Police Administration Full-Time Regular Administrative Secretary 1.00 Full-Time Regular Chief of Police 1.00 Full-Time Regular Fac Maint Worker/Custodian I 1.00 Full-Time Regular Police Commander 1.00 Full-Time Regular Police System Administrator 2205 Total 4.00 Patrol Operations Full-Time Regular Police Commander 4.00 Full-Time Regular Police Officer 78.00 Full-Time Regular Police Sergeant 11.00 Full-Time Regular Deputy Chief 1.00 2210 Total 94.00 Criminal Investigation Full-Time Regular Police Commander 1.00 Full-Time Regular Police Officer 14.00 Full-Time Regular Police Sergeant 2.00 Full-Time Regular Deputy Chief 1.00 2215 Total 18.00 Social Services Bureau Full-Time Regular Dir, Police Soc Svcs Bureau 1.00 Full-Time Regular Victim Advocate 3.00 Full-Time Regular Youth Advocate 3.00 2225 Total 7.00 Expenditures as a % of 2008 General Fund Budget 22.47% Three Year Fiscal History $18,466,000 $19,503,200 $18,670,460 $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 2005/06 2006/2007 2007/2008 177 -- 177 of 641 -- City of Evanston Police Department Employee Status Description Job Type Description 2007-2008 Position FTE Juvenile Bureau Full-Time Regular Police Officer 9.00 Full-Time Regular Police Sergeant 1.00 2230 Total 10.00 School Liaison Full-Time Regular Police Officer 4.00 2235 Total 4.00 Police Records Full-Time Regular Dir, Police Records Bureau 1.00 Full-Time Regular Clerk III 1.00 Full-Time Regular Court Liaison 1.00 Full-Time Regular Property Officer 1.00 Full-Time Regular Records Input Operator 6.00 Full-Time Regular Review Officer 1.00 Part-time Regular Property Room Aide 0.50 2240 Total 11.50 Communications Full-Time Regular Telecommunicator 15.00 2245 Total 15.00 Service Desk Full-Time Regular Police Officer 1.00 Full-Time Regular Service Desk Officer 12.00 Full-Time Regular Deputy Chief 1.00 Full-Time Regular Service Desk Supervisor 1.00 2250 Total 15.00 Office of Professional Standards Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular Police Commander 1.00 Full-Time Regular Police Sergeant 1.00 2255 Total 3.00 Office of Administration Full-Time Regular Administrative Specialist 1.00 Full-Time Regular Police Admin Assistant 1.00 Full-Time Regular Police Planner 1.00 Full-Time Regular Police Sergeant 1.00 2260 Total 4.00 Neighborhood Enforcement Team Full-Time Regular Police Commander 1.00 Full-Time Regular Police Officer 12.00 Full-Time Regular Police Sergeant 1.00 Full-Time Regular Deputy Chief 1.00 2265 Total 15.00 178 -- 178 of 641 -- City of Evanston Police Department Employee Status Description Job Type Description 2007-2008 Position FTE Traffic Bureau Full-Time Regular Police Officer 6.00 Full-Time Regular Police Sergeant 1.00 Full-Time Regular Towing Coordinator 1.00 2270 Total 8.00 Community Strategic Bureau Full-Time Regular Crime Prevention Specialist 1.00 Full-Time Regular Crime Analyst 1.00 Part-time Regular Senior Crime Prev Specialist 0.75 2275 Total 2.75 Animal Control Full-Time Regular Animal Control Warden 1.00 Full-Time Regular Chief Animal Warden 1.00 Part-time Regular PT Animal Warden 0.50 2280 Total 2.50 Problem Solving Team Full-Time Regular Police Officer 6.00 Full-Time Regular Police Sergeant 1.00 2285 Total 7.00 Police Total 220.75 179 -- 179 of 641 -- City of Evanston Police Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2205 – Police Administration 561,177 649,600 763,895 575,900 2210 – Patrol Operations 8,516,348 8,063,100 8,743,540 8,418,300 2215 – Criminal Investigation 1,624,072 1,626,000 1,992,432 1,713,800 2225 – Vic/Wit Youth Outreach 385,244 527,800 497,281 612,200 2230 – Juvenile Bureau 937,948 883,000 584,235 934,000 2235 – School Liaison 259,278 346,500 374,488 362,300 2240 – Police Records 798,634 753,400 781,554 813,900 2245 – Communications 1,004,667 1,027,300 1,021,313 1,123,800 2250 – Service Desk 921,989 765,200 863,419 997,800 2255 – Office of Prof. Standards 307,182 284,400 310,587 304,400 2260 – Office of Administration 406,038 429,800 417,650 453,800 2265 – Neighborhood Enforcement 1,305,114 1,369,800 1,151,649 1,393,200 2270 – Traffic Bureau 859,426 816,700 788,206 782,600 2275 – Community Strategic Bur. 135,243 148,000 137,550 221,600 2280 – Animal Control 113,904 179,400 148,435 186,300 2285 – Problem Solving Team 570,026 596,000 611099 609,300 Total Expenditures: $18,706,290 $ 18,466,000 $ 19,187,333 $ 19,503,200 Revenues: 52170 – Alarm Panel Franchise Fees 10,800 14,000 3,600 14,000 53715 – Alarm Panel Subscription Fees 205,889 100,000 158,547 110,000 52025 – Bicycle Fees 0 0 0 0 Cherry Family Foundation 0 2,000 2,000 2,000 52545 – False Alarm Fines (after 4 calls) 133,504 90,000 69,615 0 Highway Safety Project Grant 0 6,500 7,200 25,000 55161 – ICJIA (Community Service) 0 15,000 17,894 8,992 55162 – ICJIA (Victim Services) 0 60,000 0 45,000 Irving Stern Foundation 2,500 2,500 600 0 55285 – Law Enforcement Block Grant 0 56,000 0 35,400 Levy Foundation Grant 15,000 16,500 16,500 16,500 53685 – Police Report Fees 17,477 15,000 17,487 15,400 55270 – Police Training Grant 0 8,000 31,289 8,000 53720 – Skokie/Lincolnwood Animal Fees 430 1,000 102 600 55160 – Violent Crimes Victim’s Grant 15,000 24,700 27,458 24,700 Total Revenues: $ 400,600 $ 411,200 $ 352,292 $ 305,592 Notes for Financial Summary • FY2007-2008 will be the first full year for the K-9 Unit. Expenses will be offset by the initial donation of $60,000 and further accumulated donations to this unit. The Social Service Bureau will increase the amount budgeted to the Youth Outreach Initiative as grant funded (CDBG and Cook County) has been eliminated. • As in the past few fiscal years, retirement ,resignation and termination payouts could be substantial depending on the employees involved. • Overtime for the Communications Center (E-911) and the Service Desk will be affected by the staffing levels in both Bureaus. 180 -- 180 of 641 -- City of Evanston Police Department Performance Report on FY 2006-2007 Major Program Objectives • The crime rate declined for the eighth consecutive year with the index being reduced by 6.4% for 2005. • A Peer Support Program was established to work with members of the Department needing assistance from trained internal Department personnel (sworn or civilian). • With the retirement of Chief Frank Kaminski, a nation-wide search is under way for a replacement. Deputy Chief Dennis Nilsson has been named the Interim Police Chief and will handle the duties until a new Police Chief has been selected from the available candidates. • The Police Department is in the process of procurring the PODS camera system which is used in a number of urban areas, including Chicago. The system utilizes cameras set high above the street (lamp poles or utility poles) and gives an • Implemented a pilot review system for CRs (Citizen Report) involving citizens. • All sworn personnel were fitted for gas masks as a part of the First Responder's program to be used in the case of a disaster. • Successfully negotiated union contracts with the Teamsters-three years (Police Officers) and the FOP-two years. (Sergeants). • Re-established the K-9 unit with the help of a citizen donation, by matching a Police Officer with a dog, and getting extensive training for both at a leading school in the United States and putting the unit into the Field Operations Division. • The number of Humane Officers was increased to effectively deal with animal cruelty issues within the Community. • NIMS training continues through the second generation of computer classes for all personnel within the Police Department so that emergency planning can be handled at various levels smoothly. • Phase IV of the rehab construction at the Police Department was discussed with the architects and Facility Management to determine a step-by-step approach to completing the project with minimal interuption of the day- to-day operation of the Department. • Replace the antiquated analog in-car cameras with state-of-the-art digital camera equipment with a greater ability to access video through wireless systems for review of specific information as needed. • The Department received several prestigous awards through the 2006-2007 fiscal year which prove the versatility of the support bureaus: • Illinois Traffic Safety Challenge (2005-2006) - Officer Russell Brown received a second place award for his actions during the Challenge. • National Senior Award - Ms. Amanda Jones was honored for her services in senior care with the 2006 Leaders in Aging Individual Award for Service to Seniors (from the National Committee to Preserve Social Security & Medicare). Presented at the United States Capitol Building in Washington, D. C. • EPD's TRIAD Senior Volunteer of the Year Award - Mr. Alden Cohen was presented this award at the 2006 TRIAD Conference in Bradley, Illinouis. TRIAD is a national partner of Police, Sheriffs and senior citizens. • Lifetime Social Service Award - Director Cynthia Harris was presented this award for the Department's Social Service Bureau for being the longest standing Social Service Department within the Police System. The award also recognizes EPD's Social Service Department as a framework for Social Sevice Bureaus statewide and nationally. 2007-2008 Department Initiatives Extensive review of the Department's overtime policy as it relates to the various types of overtime requests and needs based on deployment. Management will review orders in oreder to consolidate operations and reduce costs without jeopardizing the safety of the citizens and the community. This would include Northwestern University details, requests for special details, operational initiatives and specific deployments initiated outside the Department. 181 -- 181 of 641 -- 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 2007-2008 Objectives • Maintain compliance with the National Incident Management System (NIMS) by having all supervisory staff successfully complete the Incident Command System Training Courses (ICS300 and ICS400) by December 2007. • Start Phase IV of the building construction by working with Facility Management to renovate the 2nd floor Criminal Investigations and Juvenile Bureaus working areas by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 182 -- 182 of 641 -- CITY OF EVANSTON POLICE ADMINISTRATION 2205 2006 - 2007 2007 2008 - Appropriation Approved 2205 POLICE ADMINISTRATION 61010 REGULAR PAY 420,600 316,200 61110 OVERTIME PAY 2,500 1,500 61210 LONGEVITY 1,100 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 600 400 61630 SHOE ALLOWANCE 100 100 61710 IMRF 14,500 61725 SOCIAL SECURITY 5,300 61730 MEDICARE 3,900 62210 PRINTING 12,000 7,200 62225 BLDG MAINTENANCE SERVICES 55,000 54,500 62245 OTHER EQMT MAINTENANCE 12,000 12,000 62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 18,500 18,500 62360 MEMBERSHIP DUES 14,500 15,200 62375 RENTALS 39,500 33,000 64005 ELECTRICITY 10,000 64015 NATURAL GAS 12,000 37,100 65010 BOOKS, PUBLICATIONS, MAPS 300 400 65040 JANITORIAL SUPPLIES 4,000 4,000 2205 POLICE ADMINISTRATION 649,600 575,900 183 -- 183 of 641 -- City of Evanston Police Department 2210 – Patrol Operations Description of Major Activities The division of Patrol Operations responds to calls for police service 24 hours per day, seven days per week. Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as to detect, apprehend, and process persons involved in criminal activity. The division members engage in problem solving initiative and partnership efforts with the community, and provide assistance to citizens such as directions, transportation to the hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles. FY 2007-2008 Objectives • Transition the management for CALEA files related to Patrol Operations from the Planning Bureau to Patrol Operations at the division and shift levels by February 2008. • Computerize and standardize time management, shift scheduling and statistical accounting for the Division which reduces the time spent daily on these activities by September 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Community/officer interface 175 185 200 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) 3,350 3,400 3,400 D.U.I. arrests 100 100 100 Ticket & citation production -parking 8,200 8,200 8,200 Approved Adjustments in 2007-2008 Budget 184 -- 184 of 641 -- CITY OF EVANSTON PATROL OPERATIONS 2210 2006 - 2007 2007 2008 - Appropriation Approved 2210 PATROL OPERATIONS 61010 REGULAR PAY 6,112,500 6,321,900 61062 SPECIAL EVENT SALARIES 135,900 110,000 61110 OVERTIME PAY 72,500 75,000 61111 HIREBACK OT 102,000 102,000 61112 SPECIAL DETAIL OT 155,000 60,000 61210 LONGEVITY 77,200 61510 HEALTH INSURANCE 874,200 930,600 61615 LIFE INSURANCE 8,500 9,400 61635 UNIFORM ALLOWANCE 50,400 56,000 61725 SOCIAL SECURITY 91,100 61730 MEDICARE 67,500 62305 RENTAL OF AUTO-FLEET SER 466,100 466,100 62490 OTHER PROGRAM COSTS 24,000 3,000 65015 CHEMICALS 1,000 1,000 65020 CLOTHING 50,000 43,000 65105 PHOTO/DRAFTING SUPPLIE 5,500 4,500 65620 OFFICE MACH. & EQUIP. 3,000 65625 FURNITURES & FIXTURES 2,500 2210 PATROL OPERATIONS 8,063,100 8,418,300 185 -- 185 of 641 -- 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 2007-2008 Objectives • All Investigations Bureau personnel are to be trained in the use of the CRIMES data base record system by December 2007. • Work with the Northwestern Police Department to assign detectives to an officer exchange program to ensure familiarization with each Police Department's investigative capabilities. EPD detectives will become more familiar with the NU campus to ensure better response during emergency situations by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Cases assigned to criminal 3,600 2,500 3,000 Percentage of assigned cases cleared 54 48 50 Percentage of assigned burglaries cleared 20 15 18 Task Force operations 4 4 4 Liquor inspections 60 70 75 Approved Adjustments in 2007-2008 Budget 186 -- 186 of 641 -- CITY OF EVANSTON CRIMINAL INVESTIGATION 2215 2006 - 2007 2007 2008 - Appropriation Approved 2215 CRIMINAL INVESTIGATION 61010 REGULAR PAY 1,301,500 1,314,300 61062 SPECIAL EVENT SALARIES 15,600 29,000 61110 OVERTIME PAY 7,000 15,000 61111 HIREBACK OT 4,000 4,500 61112 SPECIAL DETAIL OT 40,000 35,000 61210 LONGEVITY 16,200 61510 HEALTH INSURANCE 167,400 178,200 61615 LIFE INSURANCE 1,900 1,800 61635 UNIFORM ALLOWANCE 9,800 10,500 61725 SOCIAL SECURITY 19,100 61730 MEDICARE 14,100 62305 RENTAL OF AUTO-FLEET SER 60,100 60,100 62360 MEMBERSHIP DUES 5,000 5,000 62370 EXPENSE ALLOWANCE 2,500 2,500 65020 CLOTHING 700 500 65085 MINOR EQUIPMENT & TOOLS 1,500 1,000 65095 OFFICE SUPPLIES 4,500 4,000 65105 PHOTO/DRAFTING SUPPLIE 3,500 3,000 65625 FURNITURES & FIXTURES 1,000 2215 CRIMINAL INVESTIGATION 1,626,000 1,713,800 187 -- 187 of 641 -- City of Evanston Police Department 2225 – Social Services Bureau Description of Major Activities The Police Social Services Bureau is comprised of two distinct entities which include Victim Services and Youth Services Programs. The Victim Services program provides social services to crime victims and witnesses. Victim Services assists victims of person to person crime including but not limited to sexual assault/abuse, child abuse, domestic violence and robbery. Victim Services also assists those who come in contact with the police for "non-crime" related situations that require a social service response. Services include crisis intervention and counseling, court advocacy, and information and referral for additional service. The Youth Service program provides Evanston youth, ages eight to 21 and their families a broad range of social services including individual, family and group counseling, case management, outreach, and information and referral for additional services. Services are designed to improve the levels of functioning in areas of family relations and interpersonal relations, with an emphasis on early detection and prevention. The program is also responsible for the administration of a community service system for first and second time youth offenders. FY 2007-2008 Objectives • Victim Services • Develop and provide a family violence workshop program for City employees by December 2007. • Revise program brochure to include program information in Spanish by December 2007. • Youth Services • Provide parenting workshops for parents of “at-risk" youth by December 2007. • Facilitate meetings with juvenile court and police department personnel to coordinate efforts to address youth related issues by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Sexual crime victims assisted - adult 10 15 17 - juvenile 12 22 25 Domestic related cases - crime related 550 329 400 - non-crime related 250 264 300 Other crime related cases - personal 550 653 550 - property 175 175 175 Other non-crime related cases 500 506 550 At-risk youth referrals received 125 150 150 Approved Adjustments in 2007-2008 Budget 188 -- 188 of 641 -- CITY OF EVANSTON SOCIAL SERVICES BUREAU 2225 2006 - 2007 2007 2008 - Appropriation Approved 2225 SOCIAL SERVICES BUREAU 61010 REGULAR PAY 379,600 407,000 61110 OVERTIME PAY 10,000 10,000 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 500 700 61625 AUTO ALLOWANCE 2,000 61710 IMRF 32,500 61725 SOCIAL SECURITY 5,700 61730 MEDICARE 4,200 62305 RENTAL OF AUTO-FLEET SER 12,000 12,000 62360 MEMBERSHIP DUES 100 100 62370 EXPENSE ALLOWANCE 54,000 64,000 62375 RENTALS 4,500 4,500 2225 SOCIAL SERVICES BUREAU 527,800 612,200 189 -- 189 of 641 -- 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 2007-2008 Objectives • Juvenile Bureau personnel will all be trained in the use of the CRIMES data base record system by December 2007. • Continuation of the computerization of Juvenile Bureau records by creating databases for several forms which are currently hand-written by February 2008: shift attendance roster, JR# log book, and court disposition log. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Total number of cases assigned 2,800 2,000 2,100 Percentage of assigned cases cleared 80 70 75 Child abuse investigations 185 80 90 Minors requiring authoritative intervention 600 350 400 Outreach referrals 165 200 220 Youth arrested for criminal offenses 760 600 650 Juvenile court referrals 230 230 240 Approved Adjustments in 2007-2008 Budget 190 -- 190 of 641 -- CITY OF EVANSTON JUVENILE BUREAU 2230 2006 - 2007 2007 2008 - Appropriation Approved 2230 JUVENILE BUREAU 61010 REGULAR PAY 724,200 724,100 61062 SPECIAL EVENT SALARIES 13,000 13,500 61110 OVERTIME PAY 3,000 10,000 61111 HIREBACK OT 2,000 1,000 61112 SPECIAL DETAIL OT 2,000 3,000 61210 LONGEVITY 19,800 61510 HEALTH INSURANCE 93,000 99,000 61615 LIFE INSURANCE 900 1,000 61635 UNIFORM ALLOWANCE 6,800 6,400 61725 SOCIAL SECURITY 10,400 61730 MEDICARE 7,700 62305 RENTAL OF AUTO-FLEET SER 38,100 38,100 2230 JUVENILE BUREAU 883,000 934,000 191 -- 191 of 641 -- City of Evanston Police Department 2235 – School/Community Liaison Bureau Description of Major Activities Officers in the School/Community Liaison Bureau are responsible for: • Student counseling sessions • Attendance at after school events • Issuance of tress pass warnings at schools • Acting as a resource for the neighborhood surrounding the school • Investigating incidents occurring within the school • Escorting students on extra curricular school events (field trips, dances, sporting activities) FY 2007-2008 Objectives • Train one School Resource officer on "ALERTS" by September 2007. • Work with Middle Schools Safety Officer to determine the status of Middle School Crisis/Safety Plan. Determine if Evanston Police Department's School Resource Officers can assist in formulating plans. Develop reference books to contain school plans, floor plans, schedules, etc. by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Semesters of instruction 2 2 2 Sixth grade successfully completing DARE 1,150 1,100 1,100 Counseling of students 165 1,000 1,100 Approved Adjustments in 2007-2008 Budget 192 -- 192 of 641 -- CITY OF EVANSTON SCHOOL LIAISON 2235 2006 - 2007 2007 2008 - Appropriation Approved 2235 SCHOOL LIAISON 61010 REGULAR PAY 284,800 285,100 61210 LONGEVITY 6,100 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 400 400 61635 UNIFORM ALLOWANCE 3,000 3,200 61725 SOCIAL SECURITY 3,900 61730 MEDICARE 2,900 62305 RENTAL OF AUTO-FLEET SER 20,100 20,100 65125 OTHER COMMODITIES 1,000 1,000 2235 SCHOOL LIAISON 346,500 362,300 193 -- 193 of 641 -- City of Evanston Police Department 2240 – Records Bureau Description of Major Activities The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving, and disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins, police reports, criminal histories) throughout the department as well as to other agencies and the public. The Bureau also provides fingerprinting services. The property officer assigned to the Records Bureau is responsible for the safekeeping of all found, confiscated and recovered property. In addition, the bureau issues department forms and copies materials. FY 2007-2008 Objectives • Train several Records clerks on the coding and report review process by July 2007. • Decrease the backlog for report data entry into the CRIMES system by 50% by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Cases handled by property officer 2,500 3,000 3,000 Fingerprints processed by ID Technician 425 425 400 Liquor licenses issued 140 140 140 Report copies provided 3,000 2,500 2,500 Records computerized 51,000 50,000 50,000 Approved Adjustments in 2007-2008 Budget 194 -- 194 of 641 -- CITY OF EVANSTON POLICE RECORDS 2240 2006 - 2007 2007 2008 - Appropriation Approved 2240 POLICE RECORDS 61010 REGULAR PAY 534,100 546,600 61050 PERMANENT PART-TIME 17,000 23,000 61110 OVERTIME PAY 2,000 1,000 61210 LONGEVITY 10,100 61510 HEALTH INSURANCE 111,600 108,900 61615 LIFE INSURANCE 700 1,200 61625 AUTO ALLOWANCE 500 61630 SHOE ALLOWANCE 300 61710 IMRF 44,100 61725 SOCIAL SECURITY 6,400 61730 MEDICARE 5,500 62275 POSTAGE CHARGEBACKS 8,000 7,500 62305 RENTAL OF AUTO-FLEET SER 8,500 8,500 62335 DATA PROCESSING SERVIC 40,000 21,300 62645 MICROFILMING 4,500 3,000 65095 OFFICE SUPPLIES 25,000 25,000 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2240 POLICE RECORDS 753,400 813,900 195 -- 195 of 641 -- 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 2007-2008 Objectives • Facilitate and coordinate the Motorola Police/Fire Radio System upgrade by November 2007. • Update Communications Bureau Standard Operating Procedure Manual by September 2007. • Revise the Communications Bureau training and evaluation procedure to reflect the 12 hour shift schedule implementation by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected 911 calls received (includes wireless 911) 65,000 60,000 60,000 Entries in LEADS system 4,100 6,000 6,000 Alarms handled (includes fire alarms) 6,750 4,600 4,600 Approved Adjustments in 2007-2008 Budget 196 -- 196 of 641 -- CITY OF EVANSTON COMMUNICATIONS 2245 2006 - 2007 2007 2008 - Appropriation Approved 2245 COMMUNICATIONS 61010 REGULAR PAY 840,200 825,400 61062 SPECIAL EVENT SALARIES 1,500 61110 OVERTIME PAY 2,000 2,000 61111 HIREBACK OT 4,000 23,000 61210 LONGEVITY 3,800 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,100 1,500 61635 UNIFORM ALLOWANCE 7,000 7,500 61710 IMRF 57,100 61725 SOCIAL SECURITY 11,500 61730 MEDICARE 8,500 64540 TELECOMMUNICATIONS - WIRELESS 30,000 33,000 65020 CLOTHING 2,000 2,000 2245 COMMUNICATIONS 1,027,300 1,123,800 197 -- 197 of 641 -- 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 2007-2008 Objectives • Conduct parts three and four of the Self Defense training for Service Desk Officers by October 2007. • Service Desk Officers will learn the CRYWOLF (alarm) program by July 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Prisoners processed 1,850 1,850 2,000 Custodial prisoners 2,300 2,350 2,450 Bail Bonds processed 2,800 2,900 3,000 Reports taken by officers 5,400 3,000 3,500 Alarm subscriptions billed 3,800 3,200 3,300 False alarm fines billed 1,200 2,100 2,100 Control Station alarms handled 4,800 4,800 4,800 Approved Adjustments in 2007-2008 Budget 198 -- 198 of 641 -- CITY OF EVANSTON SERVICE DESK 2250 2006 - 2007 2007 2008 - Appropriation Approved 2250 SERVICE DESK 61010 REGULAR PAY 604,900 736,800 61062 SPECIAL EVENT SALARIES 1,600 2,000 61110 OVERTIME PAY 1,200 1,500 61111 HIREBACK OT 8,500 19,000 61210 LONGEVITY 5,700 61510 HEALTH INSURANCE 130,200 148,500 61615 LIFE INSURANCE 900 1,400 61635 UNIFORM ALLOWANCE 6,000 6,300 61710 IMRF 47,300 61725 SOCIAL SECURITY 11,400 61730 MEDICARE 7,800 62425 ELEVATOR CONTRACT COSTS 2,800 3,000 65020 CLOTHING 2,000 1,000 65025 FOOD 3,600 5,000 65125 OTHER COMMODITIES 1,500 900 65620 OFFICE MACH. & EQUIP. 2,000 200 2250 SERVICE DESK 765,200 997,800 199 -- 199 of 641 -- 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 2007-2008 Objectives • Set up a file and maintain records of K-9 use of force complaints by June 2007. • Update digital photographs of all Police Department personnel (sworn and non-sworn) and place all officer fingerprint cards in their personnel jackets by September 2007. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-2008 Projected Staff inspections 25 25 25 Citizen complaints 15 15 15 Pre-employment background investigations 300 200 200 Weapons use reports 20 20 20 Internally generated administrative reviews 65 75 75 Department inquiries 60 75 75 Resisting arrest/use of force investigations 35 35 35 Approved Adjustments in 2007-2008 Budget 200 -- 200 of 641 -- CITY OF EVANSTON OFFICE-PROFESSIONAL STANDARDS 2255 2006 - 2007 2007 2008 - Appropriation Approved 2255 OFFICE-PROFESSIONAL STANDARDS 61010 REGULAR PAY 230,900 235,500 61055 TEMPORARY EMPLOYEES 15,600 15,600 61110 OVERTIME PAY 1,000 1,000 61210 LONGEVITY 3,900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61710 IMRF 4,100 61725 SOCIAL SECURITY 3,200 61730 MEDICARE 2,400 62305 RENTAL OF AUTO-FLEET SER 8,700 8,700 2255 OFFICE-PROFESSIONAL STANDARDS 284,400 304,400 201 -- 201 of 641 -- 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 2007-2008 Objectives • Completion of NIMS courses (ICS300 and ICS400) for all non-supervisory Police personnel (sworn and non- sworn) by February 2008. • Involve Police management personnel in the use if the IRIS financial system for budget and expense analysis using program based presentations by September 2007. Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-2008 Projected External schools and seminars provided 260 250 245 Bulletins and orders issued 215 210 205 In-service schools attendees 190 250 250 Invoices, purchase requisitions 1,580 1,560 1,540 Grant applications and proposals 25 20 30 Approved Adjustments in 2007-2008 Budget 202 -- 202 of 641 -- CITY OF EVANSTON OFFICE OF ADMINISTRATION 2260 2006 - 2007 2007 2008 - Appropriation Approved 2260 OFFICE OF ADMINISTRATION 61010 REGULAR PAY 255,900 264,800 61062 SPECIAL EVENT SALARIES 14,000 15,000 61110 OVERTIME PAY 2,500 3,000 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 400 400 61710 IMRF 14,600 61725 SOCIAL SECURITY 3,800 61730 MEDICARE 2,800 62295 TRAINING & TRAVEL 91,000 81,000 62305 RENTAL OF AUTO-FLEET SER 18,600 18,600 62360 MEMBERSHIP DUES 200 200 65015 CHEMICALS 10,000 10,000 2260 OFFICE OF ADMINISTRATION 429,800 453,800 203 -- 203 of 641 -- City of Evanston Police Department 2265 – Neighborhood Enforcement Team Description of Major Activities The Neighborhood Enforcement Team (NET) is a part of Strategic Services. NET provides support services to Patrol Operations including tactical, gang, and narcotic operations. NET conducts criminal investigations of the sale, distribution, and use of illegal narcotics and other dangerous drugs. Responsibilities also include diffusing and controlling gang-related activities by investigating and monitoring gang activities, crimes and membership, and providing intelligence to the department. Personnel also serve as a back-up to patrol units and engage in many problem-solving projects. NET works with other local, State, and federal agencies to reduce crime and improve the quality of life of Evanston residents. FY 2007-2008 Objectives • Gang files will be completely updated. Once updated, the files will be assigned to the Investigator assigned to the specific gang by October 2007. • Assignments for investigators will be specifically categorized as either gangs or narcotics by June 2007 (gang investigators can conduct narcotic investigations and narcotics investigators can also conduct gang investigations). Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Narcotic arrests 140 184 202 Search warrants 25 18 23 Problem oriented narcotic tip sheets 45 28 31 Adult gang members arrests 220 142 178 Juvenile gang member arrests 70 4 6 Felony arrests 105 114 125 Misdemeanor arrests 285 168 185 Criminal warrant service 100 90 100 Approved Adjustments in 2007-2008 Budget 204 -- 204 of 641 -- CITY OF EVANSTON NEIGHBORHOOD ENFORCEMENT TEAM 2265 2006 - 2007 2007 2008 - Appropriation Approved 2265 NEIGHBORHOOD ENFORCEMENT TEAM 61010 REGULAR PAY 1,095,500 1,074,300 61062 SPECIAL EVENT SALARIES 8,300 15,000 61110 OVERTIME PAY 5,000 5,500 61112 SPECIAL DETAIL OT 12,500 7,500 61210 LONGEVITY 6,700 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,500 1,500 61635 UNIFORM ALLOWANCE 9,000 9,600 61725 SOCIAL SECURITY 15,000 61730 MEDICARE 11,100 62305 RENTAL OF AUTO-FLEET SER 96,500 96,500 62370 EXPENSE ALLOWANCE 2,000 2,000 2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,369,800 1,393,200 205 -- 205 of 641 -- 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 2007-2008 Objectives • Participate and network with IDOT on any Traffic Safety program during 2007-2008 by February 2008. • Train three Traffic Officers on how to properly ride motorcycles and motorcycle safety by June 2007. • Conduct four Seat Belt Enforcement and four Roadside Safety Check operations during the fiscal year by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Moving violations 4,850 3,800 3,900 Non-moving violations issued 3,200 2,900 2,950 Abandoned automobiles investigated 2,000 1,800 1,800 Hit and run follow-up investigations 550 550 570 Vehicles towed 4,600 4,000 4,300 Approved Adjustments in 2007-2008 Budget 206 -- 206 of 641 -- CITY OF EVANSTON TRAFFIC BUREAU 2270 2006 - 2007 2007 2008 - Appropriation Approved 2270 TRAFFIC BUREAU 61010 REGULAR PAY 627,200 558,300 61110 OVERTIME PAY 7,000 5,000 61112 SPECIAL DETAIL OT 8,000 6,000 61210 LONGEVITY 15,300 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 900 800 61635 UNIFORM ALLOWANCE 6,000 6,400 61710 IMRF 4,500 61725 SOCIAL SECURITY 7,900 61730 MEDICARE 5,800 62305 RENTAL OF AUTO-FLEET SER 88,700 88,700 65020 CLOTHING 1,000 1,200 65125 OTHER COMMODITIES 3,500 3,500 2270 TRAFFIC BUREAU 816,700 782,600 207 -- 207 of 641 -- 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 2007-2008 Objectives • Community Strategies Bureau will partner with the City's Youth Initiative program by June 2007. • Purchase crime analysis software package and create a database for daily and monthly crime statistics by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Home security surveys 300 234 300 Commercial surveys 9 9 10 Speaker's bureau engagements 50 30 30 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 2007-2008 Budget 208 -- 208 of 641 -- CITY OF EVANSTON COMMUNITY STRATEGIC BUREAU 2275 2006 - 2007 2007 2008 - Appropriation Approved 2275 COMMUNITY STRATEGIC BUREAU 61010 REGULAR PAY 83,000 96,100 61050 PERMANENT PART-TIME 39,900 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 9,300 19,800 61615 LIFE INSURANCE 400 200 61710 IMRF 7,000 61725 SOCIAL SECURITY 1,900 61730 MEDICARE 1,400 62275 POSTAGE CHARGEBACKS 600 600 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 47,400 47,400 65020 CLOTHING 800 800 65125 OTHER COMMODITIES 1,500 1,500 2275 COMMUNITY STRATEGIC BUREAU 148,000 221,600 209 -- 209 of 641 -- City of Evanston Police Department 2280 – Animal Control Bureau Description of Major Activities Part of the division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens dealing with domestic and wild animals, including birds and reptiles. The bureau also counsels citizens on animal control problems and issues citations for violations of animal control ordinances. Moreover, it apprehends and impounds stray animals and handles the adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer group). FY 2007-2008 Objectives • To examine and restructure the fee schedule for services provided and work with City staff to ensure that fees are commensurate with the costs of the services provided by September 2007. • To continue the partnership with C.A.R.E. by providing in-service training for C.A.R.E. volunteers as needed by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Animals adopted 550 550 550 Animals impounded 750 750 750 Citizen complaints handled 7,500 7,500 7,500 Animals returned to owners 200 200 200 Animals euthanized 80 80 80 Citations issued 220 220 220 Approved Adjustments in 2007-2008 Budget 210 -- 210 of 641 -- CITY OF EVANSTON ANIMAL CONTROL 2280 2006 - 2007 2007 2008 - Appropriation Approved 2280 ANIMAL CONTROL 61010 REGULAR PAY 114,200 105,700 61050 PERMANENT PART-TIME 22,500 22,600 61110 OVERTIME PAY 3,500 1,500 61210 LONGEVITY 2,200 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 100 200 61630 SHOE ALLOWANCE 400 400 61710 IMRF 10,300 61725 SOCIAL SECURITY 1,800 61730 MEDICARE 1,300 62225 BLDG MAINTENANCE SERVICES 1,500 1,400 62305 RENTAL OF AUTO-FLEET SER 12,100 12,100 65020 CLOTHING 1,000 1,000 65025 FOOD 3,000 3,000 65125 OTHER COMMODITIES 2,500 3,000 2280 ANIMAL CONTROL 179,400 186,300 211 -- 211 of 641 -- 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 2007-2008 Objectives • To assist the Youth Engagement Committee by increasing the number of directed foot patrols and conducting more surveys directed at achieving objectives outlined in Goal#12 of the City's strategic plan by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Neighborhood meetings 350 350 350 Resident surveys completed 50 50 50 Tickets and citations issued - Parking 420 420 420 - Traffic 85 85 85 - C tickets 55 55 55 - S tickets 15 15 15 Arrests 105 105 105 Tactical missions 15 15 15 Approved Adjustments in 2007-2008 Budget 212 -- 212 of 641 -- CITY OF EVANSTON PROBLEM SOLVING TEAM 2285 2006 - 2007 2007 2008 - Appropriation Approved 2285 PROBLEM SOLVING TEAM 61010 REGULAR PAY 488,300 471,500 61062 SPECIAL EVENT SALARIES 2,600 12,000 61110 OVERTIME PAY 2,500 2,500 61210 LONGEVITY 4,800 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 700 700 61635 UNIFORM ALLOWANCE 3,800 4,000 61725 SOCIAL SECURITY 6,600 61730 MEDICARE 4,900 62245 OTHER EQMT MAINTENANCE 2,500 2,500 62305 RENTAL OF AUTO-FLEET SER 29,900 29,900 65020 CLOTHING 600 600 2285 PROBLEM SOLVING TEAM 596,000 609,300 213 -- 213 of 641 -- City of Evanston Fire Department Expenditures as a % of 2008 General Fund Budget 13.18% Fire Department Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Fire Management and Support Full-Time Regular Division Chief, Fire 1.00 Full-Time Regular Fire Chief 1.00 Full-Time Regular Management Analyst 1.00 2305 Total 3.00 Fire Prevention Full-Time Regular Clerk II 1.00 Full-Time Regular Division Chief, Fire 1.00 Full-Time Regular Fire Captain 2.00 Full-Time Regular Firefighter 1.00 2310 Total 5.00 Fire Suppression Full-Time Regular Division Chief, Fire 2.00 Full-Time Regular Fire Captain 21.00 Full-Time Regular Firefighter 77.00 Full-Time Regular Shift Chief, Fire 3.00 2315 Total 103.00 Fire Total 111.00 Three Year Fiscal History $11,094,300 $11,438,800 $11,183,106 $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 2005/06 2006/2007 2007/2008 214 -- 214 of 641 -- City of Evanston Fire Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2305 – Fire Management & Support 626,980 581,800 593,617 670,700 2310 – Fire Prevention 503,687 480,500 507,732 523,500 2315 – Fire Suppression 10,052,439 10,032,000 10,158,162 10,244,600 Total Expenditures: $11,183,106 $11,094,300 11,259,511 $11,438,800 Revenues: 52540 – False Alarm Fines 51,280 55,000 88,805 150,000 53655 – Cost Recovery Fines 7,869 5,000 9,351 10,000 53675 – Ambulance Fees 638,292 570,000 721,004 750,000 Total Revenues: $697,441 $630,000 819,160 $910,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives The Fire Station 5 project is underway. The architect is developing construction drawings based on the input of a committee of firefighters, fire administrators, and Facility Management members' input. A plan has been formulated to continue to provide service to the area of the City served by Fire Station 5 while construction takes place. The construction phase should be initiated in spring 2007. The Fire Prevention Bureau has implemented a line company inspection and preplan program. The information is being compiled and made available to each Fire Station in paper format. The paper format will be replaced in the future with computer storage. The computer information will be made available to the fire officer in the vehicle. An Advanced Pediatric Life Support course was completed by seventy-one paramedics. The course is designed to enhance the paramedic's skills and knowledge in caring for children and infants. We have reevaluated our matrix for giving and receiving aid through the Mutual Aid Box Alarm System. We are continuing to adjust our response as requirements dictate. A pumper specification has been designed. The bid to construct the pumper has been awarded. We expect delivery of the pumper in summer 2007. We will have our new Squad available to integrate into our response plan by spring 2007. 2007-2008 Department Initiatives The Fire Department was approved to apply for a federal grant under the SAFER program. The grant purpose is to fund additional firefighter staffing on first responding vehicles. The grant has a diminishing federal share over a five year commitment period with the grantee responsible for the full share in the fifth year. We requested six additional firefighters. The additional staffing would allow us to place an ambulance into service and augment our response to other emergency incidents. 215 -- 215 of 641 -- 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 2007-2008 Objectives • Upgrade the 911 Center Computer Aided Dispatch Software, in cooperation with the Police Department, to enhance the transfer of information from the Center to the field and vice versa, by February 2008. • In cooperation with Facilities Management, oversee the construction and deployment of Fire Station 5, by February 2008. • Initiate the self assessment element of the Fire Accreditation Model, by February 2008. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-08 Projected City fire insurance rating 3 3 3 Average number of sick days per employee 1 1.5 1.5 Approved Adjustments in 2007-2008 Budget 216 -- 216 of 641 -- CITY OF EVANSTON FIRE MGT & SUPPORT 2305 2006 - 2007 2007 2008 - Appropriation Approved 2305 FIRE MGT & SUPPORT 61010 REGULAR PAY 225,600 301,900 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 700 300 61710 IMRF 4,700 61725 SOCIAL SECURITY 400 61730 MEDICARE 2,100 62160 EMPLOYMENT TESTING SERVICES 7,000 7,000 62210 PRINTING 1,500 1,500 62235 OFFICE EQUIPMENT MAINT 1,100 1,100 62270 MEDICAL/HOSPITAL SERVICES 32,000 35,000 62275 POSTAGE CHARGEBACKS 3,400 3,400 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 30,000 30,000 62315 POSTAGE 500 500 62335 DATA PROCESSING SERVIC 3,200 3,200 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62360 MEMBERSHIP DUES 28,500 29,500 62380 COPY MACHINE CHARGES 6,600 6,600 62518 SECURITY/ALARM CONTRACTS 4,700 4,700 64015 NATURAL GAS 75,000 75,000 64540 TELECOMMUNICATIONS - WIRELESS 25,800 25,800 65010 BOOKS, PUBLICATIONS, MAPS 800 800 65020 CLOTHING 75,000 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 581,800 670,700 217 -- 217 of 641 -- 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 2007-2008 Objectives • Develop a school liaison function to coordinate required school evacuation exercises and assist schools in managing emergency planning. • Develop a property inspection program that integrates property owners, business owners, and the Fire Prevention Bureau into a proactive system by February 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Hydrants Inspected/flow tested 1,295 1,300 1,300 Bureau fire inspections 631 678 700 Construction plans reviewed 526 333 333 Fire equipment test witnessed 339 309 309 Staff hours on cause and origin investigations 336 319 250 Public education presentations 730 570 600 Customer request for information 3,725 3,500 3,550 Approved Adjustments in 2007-2008 Budget 218 -- 218 of 641 -- CITY OF EVANSTON FIRE PREVENTION 2310 2006 - 2007 2007 2008 - Appropriation Approved 2310 FIRE PREVENTION 61010 REGULAR PAY 372,600 381,600 61110 OVERTIME PAY 13,000 28,000 61210 LONGEVITY 9,000 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 61710 IMRF 3,200 61725 SOCIAL SECURITY 500 61730 MEDICARE 2,800 62210 PRINTING 1,500 1,500 62245 OTHER EQMT MAINTENANCE 3,500 3,500 62250 COMPUTER EQUIPMENT MAINT 10,000 10,000 62295 TRAINING & TRAVEL 800 800 62305 RENTAL OF AUTO-FLEET SER 25,700 25,700 62345 COURT COST/LITIGATION 300 300 62360 MEMBERSHIP DUES 600 600 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65095 OFFICE SUPPLIES 2,500 2,500 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2310 FIRE PREVENTION 480,500 523,500 219 -- 219 of 641 -- 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 2007-2008 Objectives • Provide an advanced cardiac life support course to all paramedics by February 2008 • Provide paramedic training to five members by October 2007 • Integrate our Squad into the mutual aid box alarm system and our internal response plans by June 2007 • In cooperation with Fleet Service, design and bid a specification for a replacement pumper by February 2008 • Implement a mobile data computer program in our firefighting vehicles by February 2008 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected City fire-insurance rating 3 3 3 All Fire Dept. incidents excluding ambulance calls 3,075 3,273 3,280 Ambulance calls 4,721 4,752 4800 Fire, Carbon Monoxide , & Extinguishing Alarm System activations (Included above) 1,520 1,622 1690 Number of fires (included above) 250 269 250 Number of structure fires (included above) 109 119 120 Average fire alarm response time 350 350 350 Average ambulance response time 400 400 400 Training hours/firefighter 240 240 240 Number of paramedics 80 81 83 Approved Adjustments in 2007-2008 Budget 220 -- 220 of 641 -- CITY OF EVANSTON FIRE SUPPRESSION 2315 2006 - 2007 2007 2008 - Appropriation Approved 2315 FIRE SUPPRESSION 61010 REGULAR PAY 7,579,000 7,623,500 61110 OVERTIME PAY 38,700 106,600 61111 HIREBACK OT 586,900 364,800 61113 TRAINING OT 40,900 42,500 61210 LONGEVITY 183,400 61510 HEALTH INSURANCE 957,900 1,019,700 61615 LIFE INSURANCE 10,100 10,300 61725 SOCIAL SECURITY 10,800 61730 MEDICARE 58,200 62210 PRINTING 1,200 2,000 62295 TRAINING & TRAVEL 35,000 40,000 62305 RENTAL OF AUTO-FLEET SER 641,500 641,500 62360 MEMBERSHIP DUES 3,500 3,500 62430 CUSTODIAL CONTRACT SERVICES 5,000 5,000 62509 SERVICE AGREEMENTS / CONTRACTS 5,000 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 3,000 3,000 62605 OTHER CHARGES 10,000 10,000 65005 AGRI/BOTANICAL SUPPLIES 300 300 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65015 CHEMICALS 6,000 6,000 65040 JANITORIAL SUPPLIES 11,000 11,000 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 1,500 2,000 65105 PHOTO/DRAFTING SUPPLIE 800 800 65125 OTHER COMMODITIES 1,200 1,200 65625 FURNITURES & FIXTURES 62,000 62,000 2315 FIRE SUPPRESSION 10,032,000 10,244,600 221 -- 221 of 641 -- City of Evanston Health and Human Services Department Three Year Fiscal History $4,679,600 $3,962,500 $3,985,131 $3,750,000 $3,950,000 $4,150,000 $4,350,000 $4,550,000 $4,750,000 $4,950,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 4.57% Health and Human Services Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Health Services Administration Full-Time Regular Director, Health & Human Svcs 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 2407 Total 3.00 Laboratory Services Full-Time Regular Supervisor of Lab Services 0.33 Part-time Regular Microbiologist 0.17 2410 Total 0.50 Family Health Full-Time Regular Clerk II 0.33 Full-Time Regular Information Systems Clerk 0.33 Full-Time Regular Nurse's Assistant 0.33 Full-Time Regular Public Health Nurse Supervisor 0.33 Full-Time Regular Public Health Nurse 1.16 Full-Time Regular Secretary II 0.33 Full-Time Regular Vision/Hearing Technician 0.33 Part-time Regular Clinic Physician 0.30 2415 Total 3.44 Infectious Disease Control Full-Time Regular Clerk Typist I 0.33 Full-Time Regular Public Health Nurse 0.33 Full-Time Regular Communicable Dis Surv Spec 1.00 Part-time Regular AIDS/HIV Counselor 0.25 2420 Total 1.91 222 -- 222 of 641 -- City of Evanston Health and Human Services Department Employee Status Description Job Type Description 2007-2008 Position FTE Dental Services Full-Time Regular Clerk II 1.00 Full-Time Regular Dental Assistant 1.00 Part-time Regular Dental Health Educator 0.50 Part-time Regular Dentist 0.75 2425 Total 3.25 Adult Health Full-Time Regular Division Chief, Health 1.00 Full-Time Regular Public Health Nurse 0.33 Part-time Regular Medical Supervisor 0.10 2430 Total 1.43 Food and Environmental Health Full-Time Regular Clerk III 1.00 Full-Time Regular Division Chief, Health 1.00 Full-Time Regular Environ Health Practitioner 2.00 Full-Time Regular Health Program Coordinator 1.00 Full-Time Regular Environmental Hlth Supervisor 1.00 Full-Time Regular Secretary II 1.00 2435 Total 7.00 Vital Records Full-Time Regular Clerk III 1.00 Full-Time Regular Clerk Typist I 1.00 Part-time Regular Clerk II 0.65 2440 Total 2.65 Community Intervention Services Full-Time Regular Community Intervention Coord 1.00 Full-Time Regular Outreach Specialist 1.00 Full-Time Regular HHS Administrative Aide 1.00 Part-time Regular Inclusion Specialist 0.50 2450 Total 3.50 Mental Health Program Administration Full-Time Regular Asst Director, Mental Health 1.00 Full-Time Regular Secretary II 0.50 2455 Total 1.50 Commission on Aging Full-Time Regular Secretary II 0.50 Full-Time Regular Long Term Care Ombudsman 1.00 2530 Total 1.50 Health & Human Services Total 29.68 223 -- 223 of 641 -- City of Evanston Health and Human Services Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2407 – Health Services Admin. 290,053 291,600 286,713 304,900 2410 – Laboratory Services 102,872 110,100 86,819 36,800 2415 – Family Health 652,848 695,800 550,645 235,300 2420 – Infectious Disease Control 160,037 248,400 200,077 157,900 2425 – Dental Services 215,466 240,800 209,425 284,800 2430 – Adult Health 283,977 301,900 306,898 270,200 2435 – Food & Environment 478,197 545,600 537,283 628,500 2440 – Vital Records 116,224 122,600 123,343 149,400 2445 – Health Department Grants 770 326,000 0 0 Total Expenditures: $ 2,300,444 $ 2,882,800 $ 2,301,203 $ 2,067,800 Revenues: 55125 – Adolescent Health Program Grant 0 30,600 28,458 30,600 55310 – Bio-terrorism Grant 0 76,000 71,440 59,000 53215 – Birth Certificate Fees 83,660 85,000 79,572 84,000 53220 – Death Certificate Fees 45,337 47,000 52,805 45,000 55130 – Childhood Lead Poisoning Grant 0 2,000 1,840 2,000 53075 – Dental Fees & Reimbursement 68,540 68,000 96,219 126,000 53135 – 53180 Dental Fees (specific) 16,547 15,750 17,085 15,900 55035 – Family Case Management Grant 0 124,600 114,632 83,100 55090 – Family Planning Grant (Title XX) 0 54,500 50,140 36,300 53080 – Flu & Pneumonia Program 10,852 23,500 21,371 23,500 53190 – Food Delivery Vehicle 6,545 6,500 6,196 6,400 53105 – Food Establishment License Fees 151,072 150,000 162,608 150,000 55140 – Genetic Education Grant 0 10,200 9,690 10,200 53100 – Health Service Fees – Lab 13,743 12,000 9,020 11,800 55040 – IDPH Dental Sealant Grant 2,367 2,800 3,917 2,800 55025 – IDPH – Local Health Protection 0 63,300 59,502 76,000 55085 – Illinois Tobacco Free Grant 0 25,000 23,750 25,000 55080 – Kid Care Agreement 6,150 11,300 10,509 11,300 52055 – Long Term Care License Fees 97,980 113,000 69,540 113,000 55145 – Prostate Cancer Awareness Grant 0 0 0 0 53050 – Sanitation Classes 5,847 5,000 8,035 10,000 53025 – Skokie Contract (VD Program) 2,250 2,250 750 0 55150 – Tanning Facility Inspections 0 0 0 0 55135 – Teen Parent Services 38,600 35,000 32,550 35,000 53210 – Tobacco License Fees 12,750 13,000 11,125 13,000 53020 – Tuberculosis Nursing Svcs. Grant 0 12,000 11,400 12,000 55105 – Vision & Hearing Grant 0 8,000 7,360 5,300 Total Revenues: $ 562,240 $ 996,300 $ 959,514 $ 987,200 Notes for Financial Summary Expenditure and grant reductions in health programs reflect the planned transition of clinical nursing services to other community providers. 224 -- 224 of 641 -- City of Evanston Health and Human Services Department Performance Report on FY 2006-2007 Major Program Objectives • The initial steps for establishing a civilian medical reserve corps have been taken. Emergency management staff and public health staff have held their first orientation for health professionals who responded to the City's first recruitment. • All food service inspection reports are now available online. • EPLAN community health needs assessment was approved by the Human Services Committee and submitted to the Illinois Department of Public Health for their review and approval. State review is pending at this time. • Lead based paint policy has not yet been developed. It will be among the issues included in a comprehensive report on health/human services/and property standards interaction to be prepared in 2007. 2007-2008 Department Initiatives • Implement a reengineering of clinical public health services, working with community providers to identify non- City providers of preventive health services. Develop and implement a transition plan for such a reengineering with a target date of July 1, 2007 for cessation of City clinical services. • Working with other City departments, develop written, consistent procedures for relocation of residents displaced by City actions not governed by federal relocation policies. • Develop refined impact objectives for those agencies funded by the Evanston Mental Health Board with a priority given to those agencies providing youth services. Approved Adjustments in 2007-2008 Budget 225 -- 225 of 641 -- 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-Care and Residential-Care home licenses, Child Residential-Care home licenses, and home day-care permits. The director's office provides primary staff support to the City Council, Human Services Committee, the Evanston Community Health Advisory Board, and the Homeless Task Force. FY 2007-2008 Objectives • Complete a reengineering of Health Department clinical functions by June 30, 2007. • Develop a long range plan for the provision of pediatric dental services in Evanston including School district 65 and private dental providers. • Develop measurable impact measures for use by the Evanston Mental Health Board in their funding decisions by October 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Human Services committee packets 10 9 10 Public health media Inquiries 125 97 125 Regional bioterrorism meetings 17 11 12 Day care permits issued 77 75 75 Approved Adjustments in 2007-2008 Budget 226 -- 226 of 641 -- CITY OF EVANSTON HEALTH SERVICES ADMIN 2407 2006 - 2007 2007 2008 - Appropriation Approved 2407 HEALTH SERVICES ADMIN 61010 REGULAR PAY 227,900 235,400 61110 OVERTIME PAY 2,000 61210 LONGEVITY 3,000 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 700 300 61625 AUTO ALLOWANCE 4,800 5,000 61710 IMRF 18,800 61725 SOCIAL SECURITY 9,800 61730 MEDICARE 2,900 62185 OTHER CONSULTING SERVICES 2,000 62210 PRINTING 1,000 62235 OFFICE EQUIPMENT MAINT 100 62275 POSTAGE CHARGEBACKS 2,500 62295 TRAINING & TRAVEL 500 62360 MEMBERSHIP DUES 1,600 62380 COPY MACHINE CHARGES 20,000 65010 BOOKS, PUBLICATIONS, MAPS 100 65095 OFFICE SUPPLIES 500 2407 HEALTH SERVICES ADMIN 291,600 304,900 227 -- 227 of 641 -- City of Evanston Health and Human Services Department 2410 - Laboratory Description of Major Activities The Laboratory provides analytic testing which supports both clinical personal health services and environmental health. Testing supports the Family Planning, Well Child and Sexually Transmitted Disease clinics. During the summer months Evanston beach water is tested daily. FY 2007-2008 Objectives • The Laboratory will cease operation by the end of the 2008 fiscal year. Beach water testing will be transitioned to the Water Department and Department of Parks Recreation and Forestry. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Blood chemistries 157 133 10 Environmental-dairy & water tests 4,602 4555 650 Hematology 509 498 100 Lead testing 106 111 40 Urinalysis 407 412 100 STD tests 1,646 1670 400 HIV antibody blood draw 993 889 200 Approved Adjustments in 2007-2008 Budget 228 -- 228 of 641 -- CITY OF EVANSTON LABORATORY SERVICES 2410 2006 - 2007 2007 2008 - Appropriation Approved 2410 LABORATORY SERVICES 61010 REGULAR PAY 63,300 23,400 61050 PERMANENT PART-TIME 24,500 1,500 61210 LONGEVITY 700 61510 HEALTH INSURANCE 9,300 3,400 61615 LIFE INSURANCE 300 100 61710 IMRF 1,800 61725 SOCIAL SECURITY 1,000 61730 MEDICARE 300 62245 OTHER EQMT MAINTENANCE 800 300 62295 TRAINING & TRAVEL 200 100 62360 MEMBERSHIP DUES 200 100 65010 BOOKS, PUBLICATIONS, MAPS 100 65075 MEDICAL & LAB SUPPLIES 11,100 4,000 65095 OFFICE SUPPLIES 300 100 2410 LABORATORY SERVICES 110,100 36,800 229 -- 229 of 641 -- 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 provides education and counseling to pregnant and parenting teens with an emphasis on delaying subsequent pregnancies and enabling the teens to complete 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 Family Case management services. • Increase childhood immunizations by 15% for all family case management clients by 2008 • Establish relationships with hospital area discharge planners to increase APORS referral tracking and high risk infant follow up. • Decrease newborn hearing repeat screenings for 2007-2008 Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-08 Projected Number of Child Health clinic visits 120 145 150 Number of WIC clinic visits/referrals 42 61 60 Number of immunizations 745 812 800 Number of blood lead test 111 98 110 Number of children with elevated blood lead 11 9 7 Number of productive home visits/FCM/APORS 1,512 1189 1200 Number of vision and hearing screenings 5,192 4898 4500 Number of school physicals 36 100 100 230 -- 230 of 641 -- City of Evanston Health and Human Services Department 2415 – Family Health Number of Adolescent Health Ed. Sessions 71 70 70 Number of Adolescent Participants 308 359 350 Genetic Counseling 32 36 34 Number of Family Planning Visits 1,919 2276 2300 Number of Community Presentations 8 11 20 Number of Participants at Presentations 114 143 140 KidCare/MPE interviewed 359 74 * KidCare/MPE approved 306 74 100 Car Seat Education 15 0 25 *Kid care, which is a State of Illinois program for underinsured and uninsured families, has changed to the ALL KIDS program. The enrollment requirements are less restrictive and the number of families enrolled will create a remarkable increase in the activity measures for KIDCARE in 2007-2008. Approved Adjustments in 2007-2008 Budget 231 -- 231 of 641 -- CITY OF EVANSTON FAMILY HEALTH 2415 2006 - 2007 2007 2008 - Appropriation Approved 2415 FAMILY HEALTH 61010 REGULAR PAY 442,300 150,500 61050 PERMANENT PART-TIME 69,500 15,400 61110 OVERTIME PAY 7,500 2,000 61210 LONGEVITY 2,500 61510 HEALTH INSURANCE 83,700 28,500 61615 LIFE INSURANCE 600 300 61625 AUTO ALLOWANCE 2,200 61710 IMRF 7,700 61725 SOCIAL SECURITY 7,300 61730 MEDICARE 2,200 62210 PRINTING 1,000 400 62235 OFFICE EQUIPMENT MAINT 600 200 62245 OTHER EQMT MAINTENANCE 200 100 62285 COURIER CHARGES 1,500 400 62295 TRAINING & TRAVEL 2,100 800 62315 POSTAGE 300 100 62355 LAUNDRY/OTHER CLEANING 200 100 62360 MEMBERSHIP DUES 300 100 62465 OUTSIDE LABARATORY COSTS (HLTH 5,000 2,000 62470 TEEN PEER EDUCATOR CONTR SVCS 15,000 1,000 62475 CHILD CARE CONTRACTUAL COSTS ( 2,000 62485 PATIENT CARE EXPENSES (HLTH DE 3,000 700 62490 OTHER PROGRAM COSTS 20,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 1,700 64545 PERSONAL COMPUTER SOFTWARE 1,000 65010 BOOKS, PUBLICATIONS, MAPS 2,000 300 65020 CLOTHING 400 100 65025 FOOD 2,500 700 65070 OFFICE/OTHER EQT MTN MATL 200 65075 MEDICAL & LAB SUPPLIES 25,000 19,000 65095 OFFICE SUPPLIES 2,500 800 65110 RECREATION SUPPLIES 200 65625 FURNITURES & FIXTURES 2,300 300 65630 LIBRARY BOOKS 200 100 2415 FAMILY HEALTH 695,800 245,300 232 -- 232 of 641 -- City of Evanston Health and Human Services Department 2420 – Infectious Disease Control Description of Major Activities 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 2007-2008 Objectives • Increase the number of clients receiveing the entire series of Hepatitis B, and Hepititis A vaccinations. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of AIDS presentations 22 4 15 Number of partricipants at AIDS presentation 564 40 100 Number of STD visits (total) 1,133 1,082.00 1,100 Number of STD treatment visits 581 524 500 Number of Gonorrhea cases reported 99 82 80 Number of Syphilis cases reported 24 24 24 Number of Chlamydia cases reported 340 270 265 Number counseled/tested for HIV 1,400 1,240 1,300 Number positive for HIV 3 1 1 Number of new AIDS cases 0 0 1 Number of TB clinic visits 181 218 200 Number of TB skin tests 907 620 700 Number of CD Epidemilogical investigations 181 251 250 Number of cients completing Hep B series 0 62 45 Approved Adjustments in 2007-2008 Budget 233 -- 233 of 641 -- CITY OF EVANSTON INFECTIOUS DISEASE CONTROL 2420 2006 - 2007 2007 2008 - Appropriation Approved 2420 INFECTIOUS DISEASE CONTROL 61010 REGULAR PAY 141,100 83,000 61050 PERMANENT PART-TIME 62,100 16,600 61055 TEMPORARY EMPLOYEES 28,000 61110 OVERTIME PAY 3,000 2,000 61510 HEALTH INSURANCE 27,900 13,300 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 61710 IMRF 4,000 61725 SOCIAL SECURITY 4,900 61730 MEDICARE 1,500 62210 PRINTING 500 100 62285 COURIER CHARGES 3,000 1,700 62295 TRAINING & TRAVEL 500 1,000 62360 MEMBERSHIP DUES 200 200 62485 PATIENT CARE EXPENSES (HLTH DE 5,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 200 65010 BOOKS, PUBLICATIONS, MAPS 500 100 65020 CLOTHING 100 100 65040 JANITORIAL SUPPLIES 100 100 65075 MEDICAL & LAB SUPPLIES 2,000 700 65095 OFFICE SUPPLIES 600 200 2420 INFECTIOUS DISEASE CONTROL 248,400 157,900 234 -- 234 of 641 -- 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 exams school-age children in cooperation with Evanston School District #65 throughout the school year. FY 2007-2008 Objectives • Link Dental health education with school based dental examinations by February 29, 2008. • Provide 200 examinations at Evanston grade schools by Feb 29, 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of clinic appointments provided 2,163 2,100 2,100 Number of preventive & restorative clinic visits 4,357 4,300 4,300 Number of children receiving clinic services 1,628 1,600 1,600 Number of sealants applied 1,060 1,000 1,200 Number of preventative services exams given at schools* NA NA 200 Number of dental health education programs/ participants 66/ 1659 65/ 1600 66/1600 *Exams provided in 2005-06 and 2006-07 were visual in nature only. The exams projected for 2007-08 are considered preventative, which is a more thorough and comprehensive exam. Approved Adjustments in 2007-2008 Budget 235 -- 235 of 641 -- CITY OF EVANSTON DENTAL SERVICES 2425 2006 - 2007 2007 2008 - Appropriation Approved 2425 DENTAL SERVICES 61010 REGULAR PAY 72,500 77,300 61050 PERMANENT PART-TIME 117,400 117,400 61055 TEMPORARY EMPLOYEES 3,900 22,000 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 61625 AUTO ALLOWANCE 300 61710 IMRF 6,200 61725 SOCIAL SECURITY 9,000 61730 MEDICARE 2,700 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62295 TRAINING & TRAVEL 600 600 62340 COMPTER LICENSE & SUPP 1,000 1,000 62360 MEMBERSHIP DUES 500 500 62521 MEDICAL EQ MAINT AGREEMENTS 1,000 2,000 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65075 MEDICAL & LAB SUPPLIES 17,500 19,500 65095 OFFICE SUPPLIES 600 900 65620 OFFICE MACH. & EQUIP. 2,300 1,500 2425 DENTAL SERVICES 240,800 284,800 236 -- 236 of 641 -- 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 assessing adult blood pressures, 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 2007-2008 Objectives • Maintain long term care licensure and reviews for 11 long term care facilities Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of adults in cardiovascular screening/HTN Screening 603 226 57 Number receiving cholesterol screening 0 130 32 Number receiving flu/pneumonia vaccine 1,448 1,918 0 Number of long term care licensure reviews by the Evanston Health Dept. 11 13 11 Number of Mammography screenings 26 26 13 Outreach and education sessions 0 100 9 Approved Adjustments in 2007-2008 Budget Many of the services funded by this budget element are to be transitioned to community providers effective 7/1/07. 237 -- 237 of 641 -- CITY OF EVANSTON ADULT HEALTH 2430 2006 - 2007 2007 2008 - Appropriation Approved 2430 ADULT HEALTH 61010 REGULAR PAY 149,200 120,000 61050 PERMANENT PART-TIME 100,000 100,000 61065 SPECIAL PROJECT EMPLOYEES 9,200 3,000 61510 HEALTH INSURANCE 18,600 13,300 61615 LIFE INSURANCE 300 100 61625 AUTO ALLOWANCE 1,500 600 61710 IMRF 9,600 61725 SOCIAL SECURITY 9,100 61730 MEDICARE 2,700 62185 OTHER CONSULTING SERVICES 1,000 62210 PRINTING 100 500 62235 OFFICE EQUIPMENT MAINT 100 100 62295 TRAINING & TRAVEL 800 400 62360 MEMBERSHIP DUES 400 300 65075 MEDICAL & LAB SUPPLIES 20,000 10,000 65095 OFFICE SUPPLIES 700 500 2430 ADULT HEALTH 301,900 270,200 238 -- 238 of 641 -- City of Evanston Health and Human Services Department 2435 – Food & Environmental Health Services Description of Major Activities The Food and Environmental Health programs provide population-based community health services. This includes risk-based food protection activities and community-based disease prevention activities. The major enforcement areas are food protection; tobacco-clean air, rodent, vector, public health nuisance, and lead poisoning investigations. Staff also coordinates community health planning and education activities, provide Health Division cash collection and licensing, and administer the Illinois Smoke Free Communities grant. Food establishment inspections are made in accordance with the Food Service Code of all facilities serving food. This includes: • Restaurants • Grocery stores • Schools • Nursing homes • Hospitals • Church kitchens • Day care centers • Food processing plants • Temporary food vendors • Food vending machines • Food delivery vehicles Re-inspections are made when necessary to assure compliance with applicable ordinances. All suspected cases of food-borne illness are investigated to determine the cause and prevent recurrence. Plans for new or remodeled food establishments are reviewed, and owners are issued health licenses. Environmental health practitioners advise and assist food establishment operators on sanitation problems and conduct Food Manager Training and Certification programs. Food Safety Training sessions are provided for food handlers as needed. Environmental Health programs provide inspections, investigations, consultations, and educational services. Rodent, vector, insect, and public health nuisance complaints are promptly investigated and appropriate corrective action is taken. Environmental Health practitioners conduct educational rodent control activities for neighborhood groups and facilitate extermination services for serious infestations on public property. Environmental Health staff provides mosquito surveillance and education about West Nile Virus. Environmental lead assessments are conducted in dwelling units where children with elevated blood lead levels reside. The source of lead poisoning is determined, and corrective work is recommended. Health inspections and licensure audits are performed at licensed day care facilities. Periodic inspections are made of public swimming pools to assure safe and sanitary conditions. Staff enforces the Evanston Indoor Clean Air Act and the Adolescent Tobacco Act, licensing tobacco retailers and prohibiting the sale of tobacco to adolescents less than 18 years of age. Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health Division staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff works with community organizations, businesses, schools, and the faith-based community in this effort. Youth tobacco prevention, youth- and adult-tobacco cessation, and improved indoor air quality are objectives of the Illinois Smoke Free Communities grant. Youth tobacco-prevention activities are being coordinated with the schools, the Evanston office of the American Cancer Society, and PEER Services. The smoke-free restaurants in Evanston are publicized. Seminars and clinics to help youth and adults quit smoking are periodically offered. FY 2007-2008 Objectives • Review and update the public health nuisance ordinances 239 -- 239 of 641 -- City of Evanston Health and Human Services Department 2435 – Food & Environmental Health Services Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of licensed food establishments 384 384 384 Total Number food inspections performed 1,112 1,100 1,100 Temporary food inspections performed 107 100 100 Food complaints evaluated/ inspected 85 85 85 Food safety education participants 400 400 400 Food establishment plans reviewed 52 50 50 Rat & rodent complaints investigated 131 150 150 Nuisance requests for service provided 278 280 280 Lead inspections performed 12 8 8 Swimming pools tested 184 180 180 Persons screened for Prostate Specific Antigens (PSA) 177 175 175 Persons participating in tobacco cessation activities 102 100 100 Grants administered 12 12 12 West Nile Virus Program participants 575 722 600 Approved Adjustments in 2007-2008 Budget 240 -- 240 of 641 -- CITY OF EVANSTON FOOD AND ENVIRONMENTAL HEALTH 2435 2006 - 2007 2007 2008 - Appropriation Approved 2435 FOOD AND ENVIRONMENTAL HEALTH 61010 REGULAR PAY 409,000 424,900 61055 TEMPORARY EMPLOYEES 2,400 4,500 61110 OVERTIME PAY 9,500 7,500 61210 LONGEVITY 3,600 61510 HEALTH INSURANCE 65,100 69,300 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 1,000 1,200 61630 SHOE ALLOWANCE 600 500 61710 IMRF 33,900 61725 SOCIAL SECURITY 18,100 61730 MEDICARE 5,400 62185 OTHER CONSULTING SERVICES 3,000 3,000 62210 PRINTING 1,600 2,200 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 17,100 17,100 62360 MEMBERSHIP DUES 1,900 1,900 62495 LICENSED PEST CONTROL SERVICES 1,500 1,500 62505 INSTRUCTOR SERVICES 2,400 2,600 62605 OTHER CHARGES 15,000 15,000 64540 TELECOMMUNICATIONS - WIRELESS 3,900 3,900 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65045 LICENSING/REGULATORY SUPP 500 500 65080 MERCHANDISE FOR RESALE 2,000 2,800 65090 SAFETY EQUIPMENT 400 400 65095 OFFICE SUPPLIES 1,600 1,600 65125 OTHER COMMODITIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,800 1,800 65620 OFFICE MACH. & EQUIP. 1,400 1,400 2435 FOOD AND ENVIRONMENTAL HEALTH 545,600 628,500 241 -- 241 of 641 -- City of Evanston Health and Human Services Department 2440 – Vital Records Description of Major Activities Vital Records registers all births and deaths that occur in Evanston and compiles certain birth and death data for statistical reports. Certified copies of birth and death certificates are issued by this office for any birth or death occurring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body. FY 2007-2008 Objectives • Update procedure manual by February 2008 • Expedite processing of birth certificates resulting in availability two weeks after birth date. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of registered births 4,543 4,500 4,500 Number of registered deaths 1,200 1,100 1,100 Number of certified copies issued 29,754 27,000 27,000 Approved Adjustments in 2007-2008 Budget 242 -- 242 of 641 -- CITY OF EVANSTON VITAL RECORDS 2440 2006 - 2007 2007 2008 - Appropriation Approved 2440 VITAL RECORDS 61010 REGULAR PAY 79,300 82,200 61050 PERMANENT PART-TIME 16,000 25,100 61060 SEASONAL EMPLOYEES 1,100 61210 LONGEVITY 2,400 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 200 61710 IMRF 6,500 61725 SOCIAL SECURITY 4,500 61730 MEDICARE 1,300 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 122,600 149,400 243 -- 243 of 641 -- City of Evanston Community Intervention Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2450 – Community Intervention 245,484 380,600 295,480 372,500 2525 – Homeless Services 88,964 87,000 86,423 86,400 Total Expenditures: $334,448 $ 467,600 $ 381,903 $ 458,900 Revenues: 55275 – HUD Emergency Shelter 89,958 87,000 89,222 86,400 Total Revenues: $ 89,958 $ 87,000 $ 89,222 $ 86,400 Notes for Financial Summary Community Intervention Services funds: emergency assistance services - including emergency displacement services, services for disabled individuals, and an outreach specialist. Performance Report on FY 2006-2007 Major Program Objectives The Division will continue to expand educational efforts about Childhood Lead Poisoning and the programs available through the city designed to address the hazards of Lead Poisoning. Disabled Services provided TTY training for the following departments: Parks and Recreation, Human Resources, Health and Human Services, Facilities Management, Human Relations, and Police and Fire dispatch. Other activities included: • Providing ADA and Disability Awareness training for the Police and Fire Departments. • Hosting four workshops on financial literacy in conjunction with Consumer Action. Among those served by the workshops were the indigent and the disabled. • Hosting a second Employment Information Day for job seekers with disabilities. 2007-2008 Department Initiatives • Organize professional workshops for Evanston social service agencies in order to enable them to better serve Evanston residents. Topics to be addressed will include immigration and cultural competency. • Assist the Human Resources Department in developing a plan to increase the number of qualified candidates with disabilities who apply for employment with the city. • Develop a city-wide emergency evacuation plan for persons with disabilities. • Work with the business community to develop an educational program to address issues of accessibility to businesses. 244 -- 244 of 641 -- 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 that are limited English speaking. CIS staff also coordinates City responses to persons with disabilities, including an Adaptive Device Program, Curb ramp program and monitoring City compliance with the Americans with Disabilities Act. CIS staff manages City funding for community development block grants, 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, site planning and review board and, disabled consortium for the North Shore. Service Providers Interagency Network (SPIN), the Cook County Childhood Lead Prevention Program, and the Illinois Lead Safe Housing Taskforce. FY 2007-2008 Objectives • Develop a comprehensive plan for emergency evacuation for persons with disabilities. • Host a community forum/roundtable on issues of concern to the disabled community. • Develop a plan to publicize awareness of the rights of persons with service animals. • Continue city staff ADA training. • Develop strategies to expanding employment opportunities for persons with disabilities. • Hold an annual immigration workshop for agencies and community members. • Hold a Civic Leadership Seminar. • Develop an anti-gang seminar for middle school aged children. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Childcare Network of Evanston Early Head Start Policy Council 0 9 9 Total households assisted - DPR's / Lead Applicants seeking assistance 1,312 1,500 2,000 SPIN and Wraparound meetings for interagency intervention and case plans 12 6 6 Homeless Task Force 12 12 12 Disabled Consortium 12 12 12 Site Planning and review 52 52 52 Illinois Lead Safe Housing Task Force meeting 6 6 6 Homeless prevention program Total number benefiting 0 25 50 Approved Adjustments in 2007-2008 Budget 245 -- 245 of 641 -- CITY OF EVANSTON COMMUNITY INTERVENTION SVCS 2450 2006 - 2007 2007 2008 - Appropriation Approved 2450 COMMUNITY INTERVENTION SVCS 61010 REGULAR PAY 165,500 168,200 61050 PERMANENT PART-TIME 34,100 29,000 61060 SEASONAL EMPLOYEES 2,000 2,000 61110 OVERTIME PAY 1,000 1,000 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,600 61710 IMRF 13,400 61725 SOCIAL SECURITY 8,200 61730 MEDICARE 2,500 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 1,000 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 130,000 100,000 62605 OTHER CHARGES 13,000 13,000 64540 TELECOMMUNICATIONS - WIRELESS 400 400 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 800 800 2450 COMMUNITY INTERVENTION SVCS 380,600 372,500 246 -- 246 of 641 -- 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. Interfaith Action of Evanston (formally known as "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, provides a light breakfast to guests ongoing case management services, and an on-site social worker and employment counselor. The Hospitality Center also provides a telephone voicemail, fax, and fare for transportation to enable its guests to get to work, job-related interviews, and appointments for entitlements and other benefits. When needed, the Hospitality Center provides hats, scarves, gloves, umbrellas, and other clothing items. The center also provides support services to assist guests in making the transition to a more stable living condition, and an employment counselor to provide guidance as guests strive to become self sufficient. Emergency Shelter Grant Program funds will support the general operating expenses of the Hospitality Center and the salary of the employment counselor. Fresh Start: Emergency Shelter Grant Program funds will be used to support Fresh Start, GRANTEE’S ex-offender program for homeless adults. Fresh Start reaches out to women and men who have been incarcerated, caught up in chronic substance abuse, and other forms of anti-social behaviors, but are now open to the challenge of change and a new life. Specifically, funds will be used to support the following activities: (a) provide services to aid ex-offenders with reintegrating into the community; (b) promote family restoration through reunification discussion groups; (c) Utilize spiritual leaders, motivational speakers, and Bible study; (d) provide assessments, counseling, and case management (e) to render employment assistance and transportation; (f) engage in advocacy, referral services and outreach, and to evaluate planning and follow-up on client progress (g) to act as a liaison to the court and job- placement centers; (h) investigate educational opportunities, training, and career options; and (i) conduct abuse education and support groups. YWCA Shelter: The YWCA Shelter program targets battered women and their children. Shelter operates 24 hours per day, 7 days per week, 360 days per year. A woman’s first contact with the program is almost always with the 24-hour crisis hotline. Screening and intake are done when a battered woman requests services. Potential clients are screened to make sure eligibility criteria are met. Crisis line workers are available to provide crisis intervention, emotional support, and information about the Shelter. Carepoint Adult, Child and Family Association: This organization’s programs are designed to meet the direct needs of homeless individuals, particularly those who have HIV. Through referrals into transitional housing and halfway houses, this organization helps individuals to establish a more stable environment for the troubled individuals. The organization also provides ongoing continuum of care and support to address issues that are a significant part of the program. 247 -- 247 of 641 -- City of Evanston Community Intervention Services 2525 – Homeless Services FY 2007-2008 Objectives • Continue to provide the homeless population with counseling, job-placement, medical assessment and housing assistance services. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Persons Served at: Connections for the homeless 275 150 150 Interfaith Action of Evanston/EEAC 400 517 600 Fresh Start 200 662 700 YWCA 0 0 220 Carepoint Adult, Child and Family Association 0 0 200 Approved Adjustments in 2007-2008 Budget 248 -- 248 of 641 -- CITY OF EVANSTON HOMELESS SERVICES 2525 2006 - 2007 2007 2008 - Appropriation Approved 2525 HOMELESS SERVICES 67110 CONNECTIONS FOR THE HOMELESS 68,000 66,400 67115 EVAN EC ACT CN-HOMELESS 9,000 10,000 67165 FRESH START 10,000 10,000 2525 HOMELESS SERVICES 87,000 86,400 249 -- 249 of 641 -- City of Evanston Mental Health Board & Community Purchased Services Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2455 – Mental Health Administration 120,018 120,300 110,162 136,000 2460 – Community Purchased Services 826,650 829,000 829,000 844,000 Total Expenditures: $ 946,668 $ 949,300 $ 939,162 $ 980,000 Notes for Financial Summary The Mental Health Board is proposing a 1.8% increase of $15,000 in Budget Element 2460 for Community Purchased Services, the first increase in this element in 6 years. Performance Report on FY 2006-2007 Major Program Objectives Agency Monitoring and Allocation Process. The Mental Health Board (MHB) monitored 25 programs in 18 funded agencies. Each MHB member served as an Agency Liaison for regular, monthly contact with several agencies; monthly statistical reports were received about each funded program; narrative program reports and updates on out- come objective were submitted quarterly. In the last fiscal year, the MHB funded programs that provided services to 7262 unduplicated Evanston individuals and families; 84% were low-income. The MHB is utilizing an electronic quar- terly reporting format that provides information about outcome objectives and measures. The funding criteria and guidelines were evaluated and revised for the funding allocation process. Each program was assessed and rated using 6 weighted category scores. These provided a final score that measured how well each program met and was in compliance with the respective funding priorities of the Board. The Board used the program scores in making fund- ing decisions. Community Education. The MHB sponsored or coordinated community forums about the following: • Fifth Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference “Depression in Adults Between 20 and 50: Pre- vention and Solutions.” • In partnership with the Commission on Aging and a number of social service organizations, the eighth annual “Aging Well.” • In conjunction with the Mt. Zion Tabernacle Apostolic Church and the Naomi Ruth Cohen Foundation, “Feeling Kinda Blue,” a conference on depression in the African-American community. • With 14 civic and mental health organizations “A Forum with Candidates about Mental Health Issues” with candidates for the State Legislature from the Evanston and Skokie areas. • With the Evanston Coalition of Latino Resources, Board development about “Mental Health Issues Working with the Latino Community.” Community Planning. MHB staff continued to oversee the implementation of Project Reach, a federally funded project to implement and research an evidence-based mental health prevention program for children ages 3-5 who were enrolled in children’s’ day care programs, and to train the parents and teachers of these children. The City sub- contracted with Metropolitan Family Services to implement the program. The grant projections were to serve 400 children, parents and teachers over a 4-year period. Reach more than met those goals by training 540 children and 260 adults over the course of the grant. The demographic composition of the participants was Latino 34%; African- American 25%, Asian 8%; and White 33%. In addition, approximately 150 parents and early childhood educators attended each of 2 grant-supported community conferences to be trained in social emotional learning and raising emotionally healthy children. The grant terminated on June 30, 2006. • In partnership with the Community Health Ad- visory Board, the MHB convened a planning session to identify community behavioral health needs and strengths for the EPLAN. 37 representatives from 30 agencies were involved in identifying identify the community’s issues, con- cerns and needs in the behavioral health domain. The data will be used for the Board’s future planning efforts. 2007-2008 Department Initiatives • In conjunction with Information Systems, continue the development and implementation of an updated, search- able directory of community mental health and human services programs that will be made available to the community on the City’s web site • Research and assess the local applicability and utility of the State of Illinois regulations that enable local mental health authorities organized under State statue to certify specific categories of purchase of service allocations for Medicaid reimbursement through the State’s Medicaid Plan. 250 -- 250 of 641 -- City of Evanston Mental Health Board and Community Purchased Services 2455 – Mental Health Board Description of Major Activities The Evanston Mental Health Board (MHB) is a public body established by state legislation and a local referendum in 1969 to administer local tax dollars for mental health services. Its mission is to assure the existence of the best possible environment for the promotion of mental health and emotional well being in Evanston. The Board accomplishes its goals by promoting improvement in the community’s human service system; supporting and defending those residents with special needs; and providing community education and training about important mental health and other human service issues in its areas of responsibility. They MHB allocates, monitors, and evaluates the use of local tax dollars to purchase services in Evanston for people who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or substance abuse problems, and for programs that provide broad-based human services. The MHB plans for, coordinates, monitors and evaluates programs to ensure that they are accessible, effective and responsive to Evanston residents’ needs. Mental Health Services staff provides support to maintain the Mental Health Board operations and assist the MHB in implementing its mission. They manage and implement an agency proposal review process, administer contracts and monitor contract performance and accountability measures for City-funded community agencies. Staff also research and provide information and referrals to the community about local agency services, and other public and private mental health programs. Short-term interventions, case management, and crisis services are also provided to enable individuals and families to connect with whatever services are needed. Technical assistance, education and training are provided to City staff and the community about mental health and human services issues. Staff also manages the Residential Care Home licensing process,and provides administrative support and coordination for 2 community partnerships related to homelessness and substance abuse prevention. FY 2007-2008 Objectives • By June 2007, to have evaluated and assessed the MHB’s computerized funding criteria model, and revised it for use in the 2007 allocation process. • By February 2008, 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 2008, to have regularly monitored the MHB-funded agencies’ use of City tax dollars by visiting pro- gram sites; meeting with agency staff; and attending agency board meetings; and monitoring quarterly reports of outcome measures. • By February 2008, to have updated the directory of community services and made it available to the community through an online, searchable format on the City web page. • By February 2008, to have completed a study of community mental health services in Evanston and developed recommendations about services gaps and service coordination in the community Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Meetings organized and facilitated for the network of providers 24 20 26 MHB liaison meetings with funded agencies 84 70 90 Services provided for families and individuals through crisis interven- tion, case management, and staffings 251 192 250 Community-wide educational presentations 6 5 4 Contracts with purchased service agencies developed, & monitored 19 17 18 Residential care home-licensing reviews implemented 3 4 4 Approved Adjustments in 2007-2008 Budget 251 -- 251 of 641 -- CITY OF EVANSTON MENTAL HEALTH PROGRAM ADMINIST 2455 2006 - 2007 2007 2008 - Appropriation Approved 2455 MENTAL HEALTH PROGRAM ADMINIST 61010 REGULAR PAY 96,300 98,100 61510 HEALTH INSURANCE 14,000 14,900 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 61710 IMRF 7,800 61725 SOCIAL SECURITY 4,000 61730 MEDICARE 1,200 62210 PRINTING 700 700 62275 POSTAGE CHARGEBACKS 1,600 1,600 62295 TRAINING & TRAVEL 200 200 62360 MEMBERSHIP DUES 1,700 1,700 62380 COPY MACHINE CHARGES 3,500 3,500 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65025 FOOD 300 300 65095 OFFICE SUPPLIES 800 800 2455 MENTAL HEALTH PROGRAM ADMINIST 120,300 136,000 252 -- 252 of 641 -- City of Evanston Mental Health Board and Community Purchased Services 2460 – Community Purchased Services Description of Major Activities As the local mental health authority, the Evanston Mental Health Board (MHB) is responsible for ensuring that there are effective mental health programs in Evanston for people who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or substance abuse problems. MHB is accountable for allocating, monitoring, and evaluating the use of local tax dollars to purchase broad-based human services for both mental health and broad-based human service issues for Evanston residents Annually, the MHB determines its goals and objectives, and develops funding guidelines, criteria and priorities. 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 FY 2007-08 City Budget, the MHB is funding 27 programs at 18 different agencies. FY 2007-2008 Objectives • Three outcome objectives and outcome measures are developed and written into each agency purchase of service contract for each of the 26 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) 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected BEHIV Educational Outreach 600 NA NA Mental Health Services 8 5 NA Center for Independent Futures Community Living Options 40 42 NA Full Life Model High School Outreach Program NA NA 45 Child Care Center of Evanston Home Day Care 92 101 98 Childcare Network of Evanston Learning Together - Project HELP 84 87 85 City-Wide Scholarships (families served) 63 69 50 Connections for the Homeless Entry Point 141 198 150 Evanston Community Defender Legal Services 81 102 132 Social Work Services 59 NA 105 Family Focus Evanston Pregnant and Parenting Teen 100 147 150 Primary Prevention 1074 1320 1200 253 -- 253 of 641 -- City of Evanston Mental Health Board and Community Purchased Services 2460 – Community Purchased Services Housing Options Residential Services 15 16 16 SHIP 9 9 10 Infant Welfare Society Teen Baby Nursery/Parenting Teen Services 132 149 160 Legal Assistance Foundation of Metro Chicago Evanston Legal Services 533 583 550 Metropolitan Family Services Family Support and Prevention (families served) 38 37 35 General Family Counseling 747 797 800 North Shore Senior Center Evanston/Skokie Valley Senior Services 2,224 2289 2240 PEER Services Adolescent Treatment 92 94 90 Adult Treatment 103 125 115 Dimensions MISA Collaboration 47 49 35 Youth Early Intervention 148 140 150 SHORE: Community Services Lois Lloyd Center: Adult Services and Early Intervention Programs 28 34 31 DD Residential Services 31 30 31 Thresholds Transitions 35 61 50 Trilogy Evanston Psychosocial Activities Program 50 49 50 Youth Job Center Youth Opportunity Creation Initiative 575 NA NA Core Program Services NA NA 950 Y.O.U. Youth and Family Services 680 589 500 YWCA Evanston/North Shore Transitional Housing and Community-Based Services NA NA 23 Approved Adjustments in 2007-2008 Budget 254 -- 254 of 641 -- CITY OF EVANSTON COMMUNITY PURCHASED SERVICES 2460 2006 - 2007 2007 2008 - Appropriation Approved 2460 COMMUNITY PURCHASED SERVICES 67010 CHILDCARE NETWORK OF EVANSTON 132,000 132,000 67015 PEER SERVICES 74,300 134,300 67025 DIMESIONS - PEER SERVICES 60,000 67030 FAMILY FOCUS 42,700 42,700 67040 LGL ASSIST FNDTN OF METRO CHGO 36,400 36,400 67045 Y.O.U. 90,400 90,400 67050 COMMUNITY DEFENDER OFFICE 31,000 36,000 67065 HOUSING OPTIONS 25,800 25,800 67070 SHORE COMMUNITY SERVICES 46,300 48,300 67075 TRILOGY INC 6,000 7,000 67085 EVANSTON NORTH SHORE YWCA 5,000 67090 CHILD CARE CTR OF EVNSTON 18,500 18,500 67105 YOUTH JOB CENTER 5,000 67110 CONNECTIONS FOR THE HOMELESS 28,000 28,000 67125 INFANT WELFARE SOCIETY 80,000 80,000 67130 BETTER EXISTENCE WITH HIV 5,000 67140 NORTH SHORE SENIOR SERVICES 37,300 38,300 67145 METROPOLITAN FAMILY SERVICES 96,300 96,300 67155 THRESHOLDS 9,000 10,000 67160 CENTER FOR INDEPENDENT FUTURES 10,000 10,000 2460 COMMUNITY PURCHASED SERVICES 829,000 844,000 255 -- 255 of 641 -- City of Evanston Commission on Aging Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2530 – Commission on Aging 115,609 127,500 134,270 150,800 2535 – Subsidized Taxi Program 285,935 252,400 261,558 295,000 Total Expenditures: $ 401,544 $ 379,900 $ 395,828 $ 445,800 Revenues: 55255 – Community Aging Grant – Advocate 31,998 41,600 46,592 43,600 53640 – Participant Contributions 97,779 88,000 101,733 92,000 Total Revenues: $ 129,777 $ 129,600 $ 148,325 $ 135,600 Notes for Financial Summary The Commission's Regional Ombudsman Program receives grant funding from the Illinois Department on Aging, the Illinois Department of Public Health and Age Options/Suburban Area Agency on Aging. For the second year in a row the Regional Program has received funding to support the salary of a 0.6 FTE Community Ombudsman. This position assists with program activities. Thirty-seven percent of the Commission on Aging budget (2530) is grant funded. This past year, program staff revised the application process for the Subsidized Taxicab Program and required all program users to reapply to the program. This was done to ensure that only income eligible residents were approved for the program. In addition, the 2006-07 Budget included an increase in the resident's share for subsidized taxi rides of $.50 per ticket, making the cost a 50-50 share between the resident and the city. It is anticipated that this will increase program revenue by $10,000. Due to rising gas costs, the cost to program users may need to be increased again in 2007-08. Performance Report on FY 2006-2007 Major Program Objectives Throughout FY 2006-07, program staff provided education and outreach on the new Medicare Prescription Drug Program as well as state prescription drug programs. Staff collaborated with Levy Senior Center, Fleetwood- Jourdain Center and other local and regional social service agencies to sponsor a series of educational seminars and enrollment events for community and long term care facility residents. In all, program staff assisted over 1,125 individuals with enrollment in federal and state prescription drug programs in Evanston during the program's initial enrollment period. During the 2006 fall enrollment period, staff will continue to offer enrollment assistance and education on program structure and eligibility guidelines. In 2006-2007 program staff noted a significant increase in the number of isolated seniors referred for assistance. Other City departments, neighbors, Condo and Coop boards, landlords, hospital and local social service agency staff refer residents believed to be at risk or in need of additional services. These residents frequently have no family, struggle with dementia, have a history of mental illness, or are experiencing difficulty managing some aspect of their own care or that of their home and they may be reluctant to accept services or allow others into their homes. In addition, the needs of these residents may be too complex for local agencies or may not fit the mission of the agency, and these individuals are subsequently referred to City staff for assistance. Grant funding has enabled the department to hire an additional part-time staff member to assist with program activities. Program staff is in the process of analyzing the needs of these residents, the time impact on program staff and the benefits of developing a coordinated City staff approach to these residents. In FY 2006-07 the Commission received four grants for the ombudsman program. A grant requirement of two of these grants is the establishment of family councils in long term care facilities. Family councils are used to educate family members about resident rights and advocacy options for resolving concerns about resident care. Program staff has determined that one City-wide family council will meet the needs of family members as effectively as multiple councils and takes into account staff resources available to support the family council. Staff has scheduled a four part series on long term care for October 2006 at the Levy Senior Center. The family council will be initiated following the completion of the educational series. 256 -- 256 of 641 -- City of Evanston Commission on Aging 2007-2008 Department Initiatives • Continue to evaluate program effectiveness and identify areas for improvement and for further outreach and program development. • Continue to improve driver courtesy and responsiveness in order to better serve taxicab program participants. 257 -- 257 of 641 -- City of Evanston Commission on Aging 2530 – Commission on Aging Description of Major Activities The Commission on Aging advocates for older Evanston residents and persons of all ages residing in long-term care facilities. The Commission operates the Long-Term Care Ombudsman Program through which it provides advocacy on behalf of long-term care facility residents, and investigates complaints about care. In addition, the Commission: • Provides information, assistance and referral services to callers • Provides education to senior citizens and their families about services for older persons • Trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings • Administers a Subsidized Taxicab Program with the City Collector's Office • Administers a Handyman Program in conjunction with CEDA Neighbors at Work • Makes in-home assessments of at-risk seniors living in the community • Provides technical assistance to agencies in funding and coordination of planning for services • Advises agencies, organizations, the community and members of the City Council on the needs of older adults and long-term care facility residents • Encourages and facilitates activities between generations FY 2007-2008 Objectives • Evaluate the impact of the increased number of isolated at-risk seniors and chronic hoarders referred for assistance on program staff and establish a coordinated plan for assessment, intervention and case management of these complex case situations by June 2007. Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-2008 Projected Callers given information, assistance, or referrals 1,800 1,800 1,800 In-home assessments of at-risk seniors 105 105 106 Long-term care facility residents assisted 1,700 1,700 1,700 Long-term care facility resident complaints handled by the ombudsman program 125 136 126 Handyman visits 145 146 147 Approved Adjustments in 2007-2008 Budget 258 -- 258 of 641 -- CITY OF EVANSTON COMMISSION ON AGING 2530 2006 - 2007 2007 2008 - Appropriation Approved 2530 COMMISSION ON AGING 61010 REGULAR PAY 84,000 84,900 61050 PERMANENT PART-TIME 18,600 61055 TEMPORARY EMPLOYEES 26,000 61210 LONGEVITY 1,300 61510 HEALTH INSURANCE 13,900 14,900 61615 LIFE INSURANCE 200 100 61625 AUTO ALLOWANCE 1,200 1,200 61710 IMRF 6,800 61725 SOCIAL SECURITY 4,600 61730 MEDICARE 1,400 62275 POSTAGE CHARGEBACKS 2,100 2,100 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 3,000 3,000 62605 OTHER CHARGES 400 400 64540 TELECOMMUNICATIONS - WIRELESS 2,400 2,400 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65025 FOOD 500 500 65095 OFFICE SUPPLIES 500 500 2530 COMMISSION ON AGING 127,500 150,800 259 -- 259 of 641 -- 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 ambulatory or other disabilities that affect their ability to take public transportation. The program may be used anywhere in Evanston, with any Evanston cab company, 24 hours per day, seven days per week. The coupons are returned by the taxi companies to the City for reimbursement. Coupons may be purchased by program participants for $2.50, and are available at the Evanston City Collector's Office, and the Levy Senior Center. The program is jointly administered by the Commission on Aging and the City Collector's Office. FY 2007-2008 Objectives • Evaluate the need to increase the price of taxicab coupons, including consideration of the amount reimbursed to taxi drivers and the amount charged to program users based on the increased cost of gasoline. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Total persons registered 1,821 890 1,000 New registrations in fiscal year 246 414 200 Average number of trips per day 164 161 162 Number of coupons sold 48,890 44,580 45,000 Number of coupons redeemed 59,884 58,750 59,000 Approved Adjustments in 2007-2008 Budget 260 -- 260 of 641 -- CITY OF EVANSTON SUBSIDIZED TAXICAB PROGRM 2535 2006 - 2007 2007 2008 - Appropriation Approved 2535 SUBSIDIZED TAXICAB PROGRM 62210 PRINTING 1,600 1,600 62275 POSTAGE CHARGEBACKS 800 800 62695 COUPON PMTS-CAB SUBSIDY 250,000 292,600 2535 SUBSIDIZED TAXICAB PROGRM 252,400 295,000 261 -- 261 of 641 -- City of Evanston Public Works Department Three Year Fiscal History $12,674,700 $16,079,217 $11,713,336 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 $15,000,000 $16,000,000 $17,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 18.53% Public Works Department Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Director of Public Works Full-Time Regular Director, Public Works 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Full-Time Regular Management Analyst 0.50 2605 Total 2.50 Municipal Service Center Full-Time Regular Service Center Coordinator 1.00 Part-time Regular Custodian I 1.00 2610 Total 2.00 E.D.O.T. Administration Full-Time Regular Dir of Transportation/City Eng 1.00 Full-Time Regular Exec Secretary (non-Dept Head) 1.00 2620 Total 2.00 Engineering Full-Time Regular Civil Engineer I 1.00 Full-Time Regular Civil Engineer II 4.00 Full-Time Regular Engineering Associate II 3.00 Full-Time Regular Senior Engineer 1.00 2625 Total 9.00 Traffic Engineering Full-Time Regular Civil Engineer II 1.00 Full-Time Regular Senior Traffic Engineer 2.00 Full-Time Regular Traffic Engineering Technician 0.50 2630 Total 3.50 Traffic Signs Full-Time Regular Traffic Sign Repair Worker 3.00 2635 Total 3.00 Traffic Signal and Street Light Maintenance Full-Time Regular Traffic Electrician Leader 1.00 Full-Time Regular Traffic Electrician 4.00 2640 Total 5.00 262 -- 262 of 641 -- City of Evanston Public Works Department Employee Status Description Job Type Description 2007-2008 Position FTE Parking Enforcement and Tickets Full-Time Regular Parking Enforcement Officer 13.00 Full-Time Regular Parking Enforcement Supervisor 1.00 Full-Time Regular Parking Enforcement Clerk 1.00 Full-Time Regular Parking Enforcement Coordinator 1.00 2645 Total 16.00 Streets and Sanitation Administration Full-Time Regular Superintendent, Streets/San 1.00 Full-Time Regular Streets/San Admin Assistant 1.00 Full-Time Regular Management Analyst 0.50 Full-Time Regular Public Works Supervisor 3.00 2665 Total 5.50 Street and Alley Maintenance Full-Time Regular Equipment Operator I Full-Time Regular Equipment Operator II 6.00 Full-Time Regular Equipment Operator III 3.00 Full-Time Regular Public Works Crew Leader 2.00 Full-Time Regular Public Works Maint. Worker II 4.00 2670 Total 15.00 Street Cleaning Full-Time Regular Equipment Operator II 3.00 Full-Time Regular Public Works Maint. Workerr II 3.00 2675 Total 6.00 Refuse Collection and Disposal Full-Time Regular Equipment Operator II 14.00 Part-time Regular Recycling Attendant 0.75 2685 Total 14.75 Yard Waste Collection Full-Time Regular Equipment Operator II 4.00 2695 Total 4.00 Facilities Administration Full-Time Regular Assistant Director of Facilities Mgmt 1.00 Full-Time Regular Facilities Maint. Worker/Custodian I 2.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Part-time Regular Part-Time Custodian 0.20 2697 Total 4.20 Construction and Repair Full-Time Regular Construction Manager 1.00 Full-Time Regular Facilities Mgmt Supervisor 1.00 Full-Time Regular Facilities Maint. Worker II 1.00 Full-Time Regular Facilities Maint. Worker III 12.00 Full-Time Regular ADA/CIP Project Manager 1.00 2699 Total 16.00 Public Works Total 108.45 263 -- 263 of 641 -- City of Evanston Public Works Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2605 – Director of Public Works 199,800 238,800 230,849 284,100 2610 – Municipal Service Center 336,526 290,500 327,468 401,900 Total Expenditures: $ 536,326 $ 529,300 $ 558,317 $ 686,000 Notes for Financial Summary Performance Report on FY 2006-2007 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 Asbury bridge replacement over the CTA yellow line was completed. 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. 2007-2008 Department Initiatives • Investigate the feasibility of a municipal commercial solid waste franchise. • Implement a yard waste sticker program. • Implement bulk trash pick up in lieu of current neighborhood clean-up program. • Investigate feasibility of a volume-based refuse collection system. • Complete two pilot programs to increase diversion from refuse to recycling. 264 -- 264 of 641 -- City of Evanston Public Works 2605 – Director of Public Works Description of Major Activities The Director of Public Works manages the planning, construction and maintenance of public improvements, and the delivery of public works services. This includes the design and implementation of work programs and the development of activities to accomplish policies and goals formulated by the City Council and the City Manager. The director also assists in developing alternative solutions to community problems for consideration by the Mayor and Council. Divisions within the department of Public Works include Streets and Sanitation, Transportation, Water and Sewer Utilities, and Municipal Service Center operations. FY 2007-2008 Objectives • Implement changeover from day and night sweeping to day sweeping only • Develop a five year plan for the Municipal Service Center • Begin a department-wide safety program • Begin a department-wide traffic control program for worksites • Develop a program for alley maintenance between grading and permanent paving Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Flood and pollution-control meetings 6 6 6 Meetings/Hearings of Board of Local Improvements 21 21 18 Parking Committee meetings 10 10 10 Approved Adjustments in 2007-2008 Budget 265 -- 265 of 641 -- CITY OF EVANSTON DIRECTOR OF PUBLIC WORKS 2605 2006 - 2007 2007 2008 - Appropriation Approved 2605 DIRECTOR OF PUBLIC WORKS 61010 REGULAR PAY 206,500 219,600 61510 HEALTH INSURANCE 23,300 24,800 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 4,800 5,000 61630 SHOE ALLOWANCE 200 61710 IMRF 17,500 61725 SOCIAL SECURITY 9,000 61730 MEDICARE 2,700 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 1,000 1,100 62380 COPY MACHINE CHARGES 1,000 500 64540 TELECOMMUNICATIONS - WIRELESS 2,100 65010 BOOKS, PUBLICATIONS, MAPS 300 400 65095 OFFICE SUPPLIES 1,000 1,000 2605 DIRECTOR OF PUBLIC WORKS 238,800 284,100 266 -- 266 of 641 -- 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 2007-2008 Objectives • Develop a 5-year plan for maintenance of major components of the Service Center. • Utilize inventory software program to track stored material. • Conduct internal audit of all materials and space allocations. Ongoing Activity Measures 2005-06 Actual 2006-07 Actual 2007-2008 Projected Conduct annual truck bay cleanup by all user departments 1 1 1 Coordinate fire drills with the Fire Prevention Bureau 2 2 2 Conduct annual lighting fixture cleanup 1 1 1 Recycle accumulated spent lamps 2 2 2 Conduct monthly fire extinguisher inspection 12 12 12 Conduct weekly inspection of eyewash stations 52 52 52 Quarterly inspection of 63 overhead doors 4 4 4 Clean and wax all hallway floors 2 2 2 Clean all building carpeting 2 2 2 Approved Adjustments in 2007-2008 Budget 267 -- 267 of 641 -- CITY OF EVANSTON MUNICIPAL SERVICE CENTER 2610 2006 - 2007 2007 2008 - Appropriation Approved 2610 MUNICIPAL SERVICE CENTER 61010 REGULAR PAY 51,000 61050 PERMANENT PART-TIME 46,000 43,400 61110 OVERTIME PAY 5,000 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 9,900 61615 LIFE INSURANCE 100 61630 SHOE ALLOWANCE 300 300 61710 IMRF 4,100 61725 SOCIAL SECURITY 4,100 61730 MEDICARE 1,200 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 6,100 6,100 62375 RENTALS 6,000 6,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 4,000 4,000 62425 ELEVATOR CONTRACT COSTS 4,800 4,800 62430 CUSTODIAL CONTRACT SERVICES 21,000 38,000 62440 OVERHEAD DOOR CONTRACT COSTS 21,000 15,000 62446 ROOF REPAIR CONTRACTUAL SVCS 1,000 1,000 62518 SECURITY/ALARM CONTRACTS 3,000 3,500 64005 ELECTRICITY 2,500 3,200 64015 NATURAL GAS 90,000 99,000 64540 TELECOMMUNICATIONS - WIRELESS 700 700 65005 AGRI/BOTANICAL SUPPLIES 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65020 CLOTHING 36,000 50,000 65040 JANITORIAL SUPPLIES 10,000 10,000 65050 BLDG MAINTENANCE MATERIAL 15,000 15,000 65085 MINOR EQUIPMENT & TOOLS 2,000 2,000 65090 SAFETY EQUIPMENT 5,000 5,000 65095 OFFICE SUPPLIES 600 600 65515 OTHER IMPROVEMENTS 7,000 10,000 65650 VISUAL MEDIA COLLECTION 600 2610 MUNICIPAL SERVICE CENTER 290,500 401,900 268 -- 268 of 641 -- City of Evanston Division of Transportation Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2620 – E.D.O.T. Administration 149,681 178,400 180,813 207,700 2625 – Engineering 669,494 678,300 706,784 873,000 2630 – Traffic Engineering 335,648 363,300 363,237 416,300 2635 – Traffic Signs 266,140 284,700 298,714 327,900 2640 – Signals & Streetlights 662,399 739,500 754,294 886,400 2645 – Enforcement & Tickets 1,059,126 1,305,400 1,118,518 1,382,800 2650 – School Crossing Guards 282,835 295,600 284,287 346,600 Total Expenditures: $ 3,425,323 $ 3,845,200 $ 3,706,647 $ 4,440,700 Revenues: 52010 – Vehicle Licenses 2,128,640 2,200,000 2,209,465 2,200,000 52530 – Boot Release Fee 91,825 115,000 77,985 115,000 52505 – Parking Ticket Fines 2,843,212 3,790,000 3,174,170 3,300,000 52131 – Visitor Parking Permits 13,608 14,000 13,871 14,000 52130 – Resident Parking Permits 118,141 120,000 116,288 120,000 56175 – Ryan Field Parking Permits 13,020 12,000 17,141 12,000 Total Revenues: $ 5,208,446 $ 6,251,000 $ 5,608,920 $ 5,761,000 Notes for Financial Summary Performance Report on FY 2006-2007 Major Program Objectives The Division of Transportation has completed the following projects in the FY06-07 fiscal year: STREET INFRASTRUCTURE AND ADA COMPLIANCE • Engineering and construction of 9 Special Assessment concrete alleys with drainage • Annual Street Resurfacing Program with 24 streets resurfaced totalling 5.8 miles. • Installation of all Traffic Calming devices approved by the City Council • All 50/50 sidewalk project requests • Over 11,000 linear feet of sidewalk and 80 ADA ramps installed • Completion of Asbury Avenue Bridge • Completion of McCormick Boulevard Project • Completion of supplemental arterial roadway improvement projects on Dodge Avenue and Dempster Street TRAFFIC STUDY, SIGNAL AND INTERSECTION UPGRADES • Completion of Dodge Avenue/Church Street traffic signal upgrade • Completion of Central/Asbury and Central/Ashland traffic signal upgrades • Re-initiation of Ridge Avenue Traffic Signal Timing Coordination and Upgrade Project • Initiation of Central/Crawford/Gross Point Traffic Signal Interconnect Project • Complete Phase I construction and Phase II design of Chicago Avenue Traffic Signal Improvement Project • Design completion of Chicago Avenue Traffic Signal Signal Timing Coordination and Upgrade Project • Ongoing consultant traffic studies on Central Street and Oakton Signalized intersections PARKING SYSTEMS IMPROVEMENTS • Consolidated Management and Operations of all 3 Evanston Self Parks under contract with CPS Parking • Successfully opened the new Sherman Plaza Parking Facility for operations on 5/1/06 • Implemented meter rate increase and installation of upgraded parking meters 269 -- 269 of 641 -- City of Evanston Division of Transportation • Implemented development of 5-Year Parking Facility Maintenance Plan • Implemented improved enforcement strategies downtown to increase parking turnover TRANSIT IMPROVEMENTS • Coordinated right-of-way improvements and permit compliance for completion of the CTA Main Street viaduct and ongoing Church Street Viaduct construction • Completed 60% design reviews of CTA-improved Main Street and Dempster Street passenger rail stations • Completed Skokie Swift Travel Market Analysis Project • Applied for grant funding for the Northeast Evanston Transit Coordination Study OTHER CITYWIDE PROJECTS • Secured $1.18 Million in state and federal transportation funding and applied for an additional $1.03 Million of funding that is currently pending to offset general fund investments into the City's infrastructure improvement plan • Issued over 1,200 permits including (utility, street/parkway opening, street obstruction, signs, banners, dumpsters, moving vans and containers, truck routing and valet permits. • Completed over 275 plan reviews in support of private development buiding permits. • Conducted over 5,200 JULIE locates • Upgraded over 1,100 Tallmadge Streetlights to new induction lighting • Secured Jurisdictional Transfer Agreements on Sheridan Road and Ridge Avenue • Initiated design process for Ridge Avenue Roadway Imrovement • Completed construction of 5-Year Street Improvement Plan (2002-2006) • Completed development of 5-year Street Imrpovement Plan (2007-2011) • Completed bridge inspections on 5 bridges • Completed Public Works Development Review Guidelines document development • Completed new and improved Street and Parkway Permitting Process • Completed design approvals for the Evanston Bike Plan • Achieved City Council approval of new Citywide Street width policy 2007-2008 Department Initiatives • Complete 5-Year Bridge Plan • Secure funding and initiate design for major bridge improvement included in 5-year plan • Complete 5-Year Parking Facilities Plan • Initate development of 20-Year Citywide Transportation Plan • Improve Marketing and Promotion of 50/50 Sidewalk Program and Special Assessment Alley Paving Program • Complete Ridge Avenue Traffic Signals Improvement Project • Complete Ridge Avenue Roadway Design and Award Construction Project • Initiate design of Sheridan Road Improvement Project • Implement 1st Year Construction of Expanded 5-year Street Improvement Plan • Complete Tallmadge Streetlight Upgrade Program and Initiate Davit Arm Upgrades • Improve Utility Agency and Construction Inspection Services through contract specficiation modifications and staffing changes. • Initiate new preliminary plan requirements for civil engineering plan submissions through the SPAARC and building permit process • Complete upgrade of Revenue Control Equipment in the Church Street and Maple Ave. Parking Facilities • Complete installation of multi-space parking meters in the Metra Parking Lot off of Poplar • Complete thorough program review of Crossing Guard Program and recommend improvements • Coordinate completion of Church Street Viaduct Project • Participate and Expedite the CTA Skokie Swift Extension Alternatives Analysis • Implementation of Evanston Bike Plan • Increase federal and state funding grants • Complete design/construction of Chicago Streetscape on east side of Chicago Ave. between Lee and Greenleaf 270 -- 270 of 641 -- City of Evanston Division of Transportation 2620 – E.D.O.T. Administration Description of Major Activities The Evanston Division of Transportation (EDOT) manages and administers the following major work areas: • Engineering • Traffic Engineering • Traffic Signs • Traffic Signals • Street light maintenance • Parking garages, lots, meters, residential districts, enforcement and ticket processing • School crossing guards The Division also coordinates major transit activities including planning, design and construction review. The Evanston Division of Transportation Administration includes the Director of Transportation and an Executive Secretary position. FY 2007-2008 Objectives • Manage development of Citywide Transportation Plan • Manage ongoing construction of approved Chicago Ave. Streetscape design in coordination with planned development. • Initiate Maple Ave. Streetscape design from Church to Emerson • Manage RFP and selection process for consultant design of Sheridan Road • Manage completion of consultant design and construction bidding of Ridge Avenue • Secure funding for Lake Street Resurfacing Project • Implement 1st year of new 5-Year Street Improvement Program • Continue work on 5-year capital plans due for completion in 2008 (Bridge and Parking) • Continue improving new Public Works Development Review Guidelines document • Coordinate completion of the Church Street Viaduct Replacement Project • Coordinate the automation of the Church Street Parking Facility and revenue control equipment upgrade of Church Street and Maple Avenue facilities. • Manage completion of consultant bridge inspections and secure funding for recommended improvements • Integrate Street Obstruction, Utility and Street Opening Permit into New single Right-of-way permit. • Complete Skokie Swift Travel Market Analysis and secure funding for RTA Engineering Feasibility Study. • Improve utility inspection and construction inspection services through specification review and upgrading and staffing changes Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Board of Local Improvements meetings and hearings 22 17 15 Parking Committee meetings 9 8 8 Northwest Municipal Conference Technical Comm. Mtg. 6 6 6 Neighborhood transportation safety meetings 10 8 8 Approved Adjustments in 2007-2008 Budget 271 -- 271 of 641 -- CITY OF EVANSTON E.D.O.T. ADMINISTRATION 2620 2006 - 2007 2007 2008 - Appropriation Approved 2620 E.D.O.T. ADMINISTRATION 61010 REGULAR PAY 154,600 159,900 61210 LONGEVITY 1,000 61510 HEALTH INSURANCE 18,600 19,800 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 200 200 61710 IMRF 12,700 61725 SOCIAL SECURITY 6,600 61730 MEDICARE 2,000 62295 TRAINING & TRAVEL 1,200 62360 MEMBERSHIP DUES 800 64540 TELECOMMUNICATIONS - WIRELESS 3,600 2,100 2620 E.D.O.T. ADMINISTRATION 178,400 207,700 272 -- 272 of 641 -- City of Evanston Division of Transportation 2625 – Engineering Description of Major Activities The Engineering Section administered and supervised the field construction of all Motor Fuel Tax and General Obligation Bond Funds construction projects that include streets, sewer and water main system, alleys, signals and street lights. The Engineering section is also completed Community Development Block Grant and Special Assessment construction projects which include sidewalk and ADA ramps. Furnished engineering services for other City Departments (as required), supervised construction involving the public right-of-way, coordinated the Block and 50/50 Sidewalk and Curb Replacement Programs. Attended meetings with technical personnel from other communities on behalf of the City. Investigated and coordinating various funding sources to improve the City infrastructure. Also monitored major roadway and bridge construction projects funded through Federal Funds. These projects include Asbury Bridge reconstruction and McCormick Blvd. reconstruction. The Engineering Section is also reviewed and approved several private development project plans. Also reviewed and coordinated utility permits for Com-ED, NICOR, Ameritech and other utility companies. This section investigates and coordinates various funding sources to improve the City infrastructure The Engineering section administers and supervises the following: • The field construction of all streets, alleys, sewer, water main, signal modernization projects using Motor Fuel Tax, General Obligation Bond funds, Community Development block grant and special assessment construction projects • Provides design engineering services for street, alleys, sewer and water main projects • 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 • Reviews, approves and monitors utility work on public right-of-way • Review & approve civil work for private developments • Attends meetings with technical personnel from other communities on behalf of the City 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 2007-2008 Objectives • Spot sewer repair and sewer replacement project • Water Main Replacement Project • MFT Street resurfacing program • 50/50 Sidewalk program • Block curb & sidewalk program • GO Bond Street Improvement Project • Parking lot improvement projects • Special Assessment Alley paving program • ADA ramps program • Chicago Avenue Streetscape Construction • Neighborhood traffic calming improvements • Utility Permits • Private Development Review 273 -- 273 of 641 -- City of Evanston Division of Transportation 2625 – Engineering Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Prepare plans, specifications and cost estimates for street resurfacing and street improvement projects including sewer work. 4.2 miles of street improvements 5.2 miles of street improvements 6.7 miles of street improvements Prepare plans, specifications and cost estimates for Special Assessment alley paving project. 9 Alleys 9 Alleys 4 Alleys Preparation of plans, specification and cost estimate for water main replacement project 4 Segments of water main replaced 6 Segments of water main replaced 3 Segments of water main replaced Preparation of bid documents for sidewalk program 11,730 feet 19,742 feet 150 locations Preparation of bid documents for Parking Lot Improvements N/A N/A 5 lots Preparation of bid documents for ADA Ramps program 69 86 60 Private development review 190 172 280 Utility permits reviewed & approved 72 62 80 Block Curb Program 6,340 feet replaced 7,726 feet replaced 4,000 feet replaced Approved Adjustments in 2007-2008 Budget 274 -- 274 of 641 -- CITY OF EVANSTON ENGINEERING 2625 2006 - 2007 2007 2008 - Appropriation Approved 2625 ENGINEERING 61010 REGULAR PAY 495,900 588,300 61055 TEMPORARY EMPLOYEES 4,100 4,100 61110 OVERTIME PAY 20,000 20,000 61210 LONGEVITY 8,800 61510 HEALTH INSURANCE 74,400 89,100 61615 LIFE INSURANCE 800 800 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 1,100 1,200 61710 IMRF 46,900 61725 SOCIAL SECURITY 25,600 61730 MEDICARE 7,700 62210 PRINTING 800 800 62235 OFFICE EQUIPMENT MAINT 1,400 2,800 62245 OTHER EQMT MAINTENANCE 400 400 62275 POSTAGE CHARGEBACKS 400 400 62280 OVERNIGHT MAIL CHARGES 400 400 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 44,800 44,800 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 2,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 9,000 7,500 64545 PERSONAL COMPUTER SOFTWARE 12,000 10,000 65010 BOOKS, PUBLICATIONS, MAPS 900 1,000 65085 MINOR EQUIPMENT & TOOLS 700 1,000 65090 SAFETY EQUIPMENT 200 400 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 900 900 65555 PERSONAL COMPUTER EQUIPMENT 800 800 2625 ENGINEERING 678,300 873,000 275 -- 275 of 641 -- City of Evanston Division of Transportation 2630 – Traffic Engineering Administration Description of Major Activities This element manages and administers the operations of the division of Traffic Engineering, and performs engineering work to assist with the planning, implementation and monitoring of traffic engineering projects. Traffic counts are made and reviewed, signal timings are updated, and intersection control studies are performed. Traffic- related suggestions, requests and complaints from citizens, Council members, police, and staff are investigated. This element also reviews plans to ensure that future developments have adequate access, circulation, loading, and parking. The City's Traffic Calming Program, a cooperative effort between citizens and staff to slow and reduce traffic in neighborhoods, is also administered by this element. FY 2007-2008 Objectives • Neighborhood Traffic Management - Implement plans approved by neighborhoods, Ward Alderman, and the City Council through July of 2007 by October of 2007. • Traffic Studies - Continue conducting studies including aldermanic and resident requests and Complete Central Street Corridor Study (Hartrey to Broadway). Complete Oakton Intersection Study (Home Depot Driveway, Dodge, Asbury). Completea Dodge Corridor Study (Greenleaf to Dempster). • Accident Information Management - Continue maintaining accident data on a new Software program. • Permits - Continue administration of street sidewalk obstuction, dumpster, moving vans, containers, sidewalk signs, truck routes, block parties, and street light banner permits. • Plan Review - Continue review of development and CIP plans and attend SPAARC meetings. • Bike Plan Projects: Implement city wide on street bike plan upon approval by IDOT. Coordinate with Parks and Recreation Dept. and IDOT on the Twiggs Park bike path project. Complete study for city wide bike rack installation locations and start implementation. • Traffic Signals Upgrade Project: Complete Phase I Upgrade of 3 traffic signals on Chicago Avenue from Grove Street to Greenwood Street. Complete signal and street light upgrade at Central St/Gross Point Rd/Crawford Ave. Complete decorative traffic signal upgrade at Central St/Girard Ave and Central St/Ridge Ave. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Traffic studies conducted 150 155 150 Accident data maintained 2500 2459 2500 Development and CIP plans reviewed 275 275 275 Permits reviewed, issued, and site inspections 700 925 900 Neighborhood traffic calming plans/ implementation 14 29 25 Approved Adjustments in 2007-2008 Budget 276 -- 276 of 641 -- CITY OF EVANSTON TRAFFIC ENGINEERING 2630 2006 - 2007 2007 2008 - Appropriation Approved 2630 TRAFFIC ENGINEERING 61010 REGULAR PAY 278,500 291,600 61055 TEMPORARY EMPLOYEES 2,100 2,100 61110 OVERTIME PAY 5,000 4,000 61510 HEALTH INSURANCE 32,600 34,700 61615 LIFE INSURANCE 300 400 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 500 500 61710 IMRF 23,200 61725 SOCIAL SECURITY 12,300 61730 MEDICARE 3,700 62210 PRINTING 8,600 7,600 62235 OFFICE EQUIPMENT MAINT 100 100 62245 OTHER EQMT MAINTENANCE 300 300 62275 POSTAGE CHARGEBACKS 3,000 3,000 62295 TRAINING & TRAVEL 500 1,000 62305 RENTAL OF AUTO-FLEET SER 13,800 13,800 62360 MEMBERSHIP DUES 900 900 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 2630 TRAFFIC ENGINEERING 363,300 416,300 277 -- 277 of 641 -- 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 and moving van postings, to large events, such as Northwestern football games and the City's 4th of July festivities. FY 2007-2008 Objectives • Continue sign fabrication, installation, maintenance and removal as needed • Continue implementing a multi-year Citywide pavement marking plan • Continue to supply traffic control for special evevnts Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Signs removed 1,249 1364 1,200 Signs repaired/replaced 1,462 765 1200 Signs fabricated 3,216 1953 2,500 New signs installed 1,748 1854 1,500 Special events coordinated (large and small) 797 800 800 Linear feet of pavement marking applied 23,808 35195 35,000 Crosswalks, legends, arrows 756 516 700 Parking stalls marked 232 1283 300 Approved Adjustments in 2007-2008 Budget 278 -- 278 of 641 -- CITY OF EVANSTON TRAFFIC SIGNS 2635 2006 - 2007 2007 2008 - Appropriation Approved 2635 TRAFFIC SIGNS 61010 REGULAR PAY 159,200 164,900 61110 OVERTIME PAY 10,000 18,000 61210 LONGEVITY 4,800 61510 HEALTH INSURANCE 27,900 29,700 61615 LIFE INSURANCE 300 300 61630 SHOE ALLOWANCE 400 400 61710 IMRF 13,100 61725 SOCIAL SECURITY 7,700 61730 MEDICARE 2,300 62245 OTHER EQMT MAINTENANCE 200 200 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 37,200 37,200 65085 MINOR EQUIPMENT & TOOLS 1,200 1,000 65115 TRAFFIC CONTROL SUPPLI 48,000 48,000 2635 TRAFFIC SIGNS 284,700 327,900 279 -- 279 of 641 -- City of Evanston Division of Transportation 2640 – Traffic Signals & Street Light Maintenance Description of Major Activities The Traffic Signals and Street Light Maintenance element performs routine maintenance, repairs and replaces all components of the signals and street light systems. Over 100 signals and over 6,000 street lights are maintained. A major portion of the work is related to the JULIE system (Joint Utility Location Information for Excavators), which requires that the locations of the City's underground cables for traffic signals, street lights and fiber optics be marked for all excavations in the right-of-way. Maintenance in this element includes replacement of bulbs and ballasts, repairs to knockdowns, and power center and controller maintenance. FY 2007-2008 Objectives • Paint and maintain street lights as required • Maintain traffic signals as required • Complete Citywide Upgrade of Tallmadge street lights with new QL induction lighting units • Investigate, research,and test alternative lighting sources for the City's aging Davit arm street lights • Locate underground cable through the JULIE marking system Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Controllers serviced 19 17 14 Arterial timings checked 12 12 10 Tallmadge Street lights upgraded 1,147 1080 1,000 Street light bulbs replaced 501 296 300 Street light repairs made 223 131 300 Signal bulbs replaced 949 1084 700 Signal repairs made 442 402 500 Approved Adjustments in 2007-2008 Budget 280 -- 280 of 641 -- CITY OF EVANSTON TRAF. SIG. & ST. LIGHT. MAINT 2640 2006 - 2007 2007 2008 - Appropriation Approved 2640 TRAF. SIG. & ST. LIGHT. MAINT 61010 REGULAR PAY 280,400 294,400 61110 OVERTIME PAY 30,000 35,000 61210 LONGEVITY 5,300 61510 HEALTH INSURANCE 46,500 49,500 61615 LIFE INSURANCE 500 500 61630 SHOE ALLOWANCE 700 500 61710 IMRF 23,500 61725 SOCIAL SECURITY 13,800 61730 MEDICARE 4,100 62245 OTHER EQMT MAINTENANCE 200 200 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 62,300 62,300 64006 STREET LIGHT ELECTRICITY 178,000 231,400 64007 TRAFFIC LIGHT ELECTRICITY 85,000 110,500 64008 FESTIVAL LIGHTING 10,000 10,000 65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000 65085 MINOR EQUIPMENT & TOOLS 1,500 1,000 2640 TRAF. SIG. & ST. LIGHT. MAINT 739,500 886,400 281 -- 281 of 641 -- 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 2007-2008 Objectives • Upon Council approval of a new parking ticket issuance and collection system, implement new software and hardware for issuing and tracking tickets in new database and assist in transfer or existing database into new software database. • Work with Fleet Maintenance on plans for replacing the Jeeps used for enforcement. • Increase awareness and promote the business need for consistent enforcement of parking regulations as well as other PEO functions: traffic control in emergencies, providing customer assistance and direction, etc. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Parking tickets issued 123,106 131,158 135,000 Vehicles Booted 808 658 700 Approved Adjustments in 2007-2008 Budget 282 -- 282 of 641 -- CITY OF EVANSTON PARKING ENFORCEMENT & TICKETS 2645 2006 - 2007 2007 2008 - Appropriation Approved 2645 PARKING ENFORCEMENT & TICKETS 61010 REGULAR PAY 849,400 825,100 61110 OVERTIME PAY 35,000 35,400 61210 LONGEVITY 6,100 61510 HEALTH INSURANCE 158,100 158,400 61615 LIFE INSURANCE 1,100 1,700 61630 SHOE ALLOWANCE 1,700 1,700 61710 IMRF 65,800 61725 SOCIAL SECURITY 35,700 61730 MEDICARE 10,700 62185 OTHER CONSULTING SERVICES 6,800 6,800 62245 OTHER EQMT MAINTENANCE 24,500 24,500 62295 TRAINING & TRAVEL 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 98,200 98,200 62360 MEMBERSHIP DUES 300 300 62451 TOWING AND BOOTING CONTRACTS 80,000 67,500 64005 ELECTRICITY 1,500 1,900 64540 TELECOMMUNICATIONS - WIRELESS 11,900 11,900 65020 CLOTHING 6,600 6,000 65045 LICENSING/REGULATORY SUPP 25,200 20,000 65095 OFFICE SUPPLIES 1,100 1,100 65625 FURNITURES & FIXTURES 2,500 2,500 2645 PARKING ENFORCEMENT & TICKETS 1,305,400 1,382,800 283 -- 283 of 641 -- City of Evanston Division of Transportation 2650 – School Crossing Guards Description of Major Activities School crossing guards are assigned to major intersections and heavy traffic areas to provide safe crossing of school children from one side of a street to the other. All employees in this division are part-time employees. . FY 2007-2008 Objectives • Conduct a thorough evaluation of school crossing guard program in cooperation with Police Department, PTA and Traffic Engineering section of EDOT to improve existing program, identify funding programs to offset city cost, and develop short-range and long-range recommendations to improve safety for children walking to and from school. • Continue to reduce the need for PEO’s being used for back-up for crossing guards by modifying crossing guard staffing levels and schedules. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Intersections Staffed 39 41 41 Approved Adjustments in 2007-2008 Budget 284 -- 284 of 641 -- CITY OF EVANSTON SCHOOL CROSSING GUARDS 2650 2006 - 2007 2007 2008 - Appropriation Approved 2650 SCHOOL CROSSING GUARDS 61060 SEASONAL EMPLOYEES 293,600 325,600 61710 IMRF 2,600 61725 SOCIAL SECURITY 13,400 61730 MEDICARE 4,000 65090 SAFETY EQUIPMENT 2,000 1,000 2650 SCHOOL CROSSING GUARDS 295,600 346,600 285 -- 285 of 641 -- City of Evanston Streets & Sanitation Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2665 – Administration $527,998 535,900 513,829 608,700 2670 – Street & Alley Maint. $1,674,985 1,640,200 1,916,258 1,844,875 2675 – Street Cleaning $676,968 897,100 660,544 956,300 2680 – Ice & Snow Removal $373,928 560,100 522,746 597,700 2685 – Refuse Col. & Disposal $3,148,226 3,251,100 3,353,334 3,413,042 2690 – Residential Recycling $824,344 825,100 841,518 838,300 2695 – Yard Waste Services $524,390 590,700 535,512 498,000 Total Expenditures: $ 7,750,839 $ 8,300,200 $ 8,343,741 $ 8,756,917 Revenues: 53605 – Residential Recycling Surcharge 658,979 828,000 863,515 1,169,200 53615 – Special Pickup Fees 67,243 50,000 63,477 50,000 53650 – State Highway Maintenance 94,099 130,000 130,000 130,000 Total Revenues: $ 820,321 $ 1,008,000 $ 1,056,992 $ 1,349,200 Notes for Financial Summary Recommend upgrading an existing Equipment Operator II position to a Publlic Works Crew Leader-Sanitation. The section currently operates without a crew leader. The crew leader would perform inspections of fly dumps, assess recycling participation and serve as an internal recycling advocate. The cost of upgrading this position is approximately $10,000 annually. Performance Report on FY 2006-2007 Major Program Objectives Expanded the alley resurfacing program by blacktopping six alleys. In addition, fifteen alleys were replaced using a combination of cold patch and asphalt grindings. Both programs are designed to reduce the cost of ally maintenance. An evaluation of the Sanitation and Recycling Operations as well as converting sweeping operations from day and night hours to only daytime hours was completed. 2007-2008 Department Initiatives • Explore revenue generating opportunities for the division. • Implement software that tracks work orders and productivity. 286 -- 286 of 641 -- 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 2007-2008 Objectives • Conduct customer service surveys on various segments of the division • Reduce customer complaints • Establish a work order system for tracking productivity and work requests Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 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 2007-2008 Budget 287 -- 287 of 641 -- CITY OF EVANSTON STREETS AND SANITATION ADMINIS 2665 2006 - 2007 2007 2008 - Appropriation Approved 2665 STREETS AND SANITATION ADMINIS 61010 REGULAR PAY 401,200 392,300 61110 OVERTIME PAY 10,000 20,000 61210 LONGEVITY 6,000 61510 HEALTH INSURANCE 51,100 54,500 61615 LIFE INSURANCE 600 500 61625 AUTO ALLOWANCE 1,800 61630 SHOE ALLOWANCE 700 400 61710 IMRF 31,300 61725 SOCIAL SECURITY 17,200 61730 MEDICARE 5,100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 42,600 42,600 62360 MEMBERSHIP DUES 400 1,000 64540 TELECOMMUNICATIONS - WIRELESS 27,600 30,300 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 500 1,000 65625 FURNITURES & FIXTURES 500 4,000 2665 STREETS AND SANITATION ADMINIS 535,900 608,700 288 -- 288 of 641 -- City of Evanston Streets and Sanitation 2670 – Street & Alley Maintenance Description of Major Activities This program provides ongoing maintenance of paved streets and alleys. Pot holes are patched Citywide as needed. A permanent crew does the major asphalt street repairs and maintenance, repair work on the paved streets and alleys, utility openings, and curbs and sidewalks. Each year, more than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched and repaired. Most alleys have been changed from a crushed limestone surface to recycled asphalt, which is less expensive and holds up better in wet weather. FY 2007-2008 Objectives • Reduce cost of alley maintenance through black topping etc. • Develop procedures and implement in-house sidewalk replacement program that will take the place of the 50/50 sidewalk program for requests of ten sidewalk panels or less, utilizing existing staff. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Number of alleys replaced in-house N/A 25 50 Tons of asphalt used for repair 300 250 250 Tons of cold patch used for repair 460 1,000 1,200 Linear feet of sidewalk replaced N/A 50 500 Approved Adjustments in 2007-2008 Budget 289 -- 289 of 641 -- CITY OF EVANSTON STREET AND ALLEY MAINTENANCE 2670 2006 - 2007 2007 2008 - Appropriation Approved 2670 STREET AND ALLEY MAINTENANCE 61010 REGULAR PAY 735,800 710,900 61060 SEASONAL EMPLOYEES 34,500 36,200 61110 OVERTIME PAY 60,300 50,300 61210 LONGEVITY 18,200 61510 HEALTH INSURANCE 120,900 128,700 61615 LIFE INSURANCE 1,400 1,300 61630 SHOE ALLOWANCE 1,700 2,000 61710 IMRF 56,700 61725 SOCIAL SECURITY 33,600 61730 MEDICARE 10,000 62226 COMPOST RELATED SERVICE 36,000 46,000 62245 OTHER EQMT MAINTENANCE 500 62295 TRAINING & TRAVEL 1,600 1,600 62305 RENTAL OF AUTO-FLEET SER 533,800 533,800 62415 DEBRIS/REMOVAL CONTRACTUAL COS 71,775 65020 CLOTHING 800 800 65055 MATER. TO MAINT. IMP. 102,100 122,500 65085 MINOR EQUIPMENT & TOOLS 6,300 15,000 65090 SAFETY EQUIPMENT 1,000 1,000 65625 FURNITURES & FIXTURES 4,000 4,000 2670 STREET AND ALLEY MAINTENANCE 1,640,200 1,844,875 290 -- 290 of 641 -- City of Evanston Streets and Sanitation 2675 – Street Cleaning Description of Major Activities Almost all paved streets in the City are cleaned on a twice-per-month basis approximately eight months of the year. All streets posted with alternate parking signs are cleaned on a schedule established by the City Council. Streets which require special posting for sweeping will be swept five times per year. Areas of high usage, such as business districts, are swept as needed as part of regularly scheduled routes. Sidewalks in business districts, parking lots, and viaducts are cleaned with hand equipment by a permanent crew. FY 2007-2008 Objectives • Incorporate business district refuse collection into this section • Implement day time sweeping operations • Investigate changing type of sweeper used by the division Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tons of debris collected by sweeping 1,400 1,400 1,400 Feet of curb swept per month 2.8 million 2.8 million 2.8 million Approved Adjustments in 2007-2008 Budget 291 -- 291 of 641 -- CITY OF EVANSTON STREET CLEANING 2675 2006 - 2007 2007 2008 - Appropriation Approved 2675 STREET CLEANING 61010 REGULAR PAY 358,100 434,400 61060 SEASONAL EMPLOYEES 67,700 68,600 61110 OVERTIME PAY 31,000 10,000 61210 LONGEVITY 5,400 61510 HEALTH INSURANCE 74,400 79,200 61615 LIFE INSURANCE 400 800 61630 SHOE ALLOWANCE 900 500 61710 IMRF 34,600 61725 SOCIAL SECURITY 21,400 61730 MEDICARE 6,400 62295 TRAINING & TRAVEL 900 900 62305 RENTAL OF AUTO-FLEET SER 294,100 294,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 65,000 65020 CLOTHING 700 65085 MINOR EQUIPMENT & TOOLS 1,000 65090 SAFETY EQUIPMENT 900 65625 FURNITURES & FIXTURES 2,000 2675 STREET CLEANING 897,100 956,300 292 -- 292 of 641 -- City of Evanston Streets and Sanitation 2680 – Ice and Snow Removal Description of Major Activities Snow and Ice are removed from all city roadways. The section utilizes salt and liquid calcium chloride to combat ice. Streets are plowed to remove accumulations of snow of more than two inches in order to provide safe travel. Snow removal is a joint operation involving various city departments. 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 2007-2008 Objectives • Improve efficiency of snow removal operation • Develop a plan to remove snow and ice build-up in alleys which impede sanitation operations. • Locate alternate site for salt dome Ongoing Activity Measures 2005-06 Actual 2006-2007 Actual 2007-08 Projected Miles of streets plowed/season N/A N/A 500 Miles of streets salted/season N/A N/A 250 Tons of salt used/season 4,600 3,500 4,500 Approved Adjustments in 2007-2008 Budget 293 -- 293 of 641 -- CITY OF EVANSTON SNOW AND ICE CONTROL 2680 2006 - 2007 2007 2008 - Appropriation Approved 2680 SNOW AND ICE CONTROL 61110 OVERTIME PAY 250,800 250,000 61725 SOCIAL SECURITY 10,300 61730 MEDICARE 3,100 62305 RENTAL OF AUTO-FLEET SER 61,600 61,600 62451 TOWING AND BOOTING CONTRACTS 70,800 70,800 65015 CHEMICALS 175,000 200,000 65025 FOOD 200 200 65055 MATER. TO MAINT. IMP. 500 500 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 2680 SNOW AND ICE CONTROL 560,100 597,700 294 -- 294 of 641 -- 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 2007-2008 Objectives • Improve efficiency of refuse collection and disposal operation. • Expand in-house sanitation operation to collect one to six family unit residences and all townhouses. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Estimate 2007-2008 Projected Units served by municipal crews 14,544 14,600 15,000 Number of neighborhood clean ups 375 375 50 Units served by contractual agreements 4,839 4,900 5,000 Collection of bulk items within one week of request (1= 100%) 100 100 120 Materials collected per month (tons) 1,500 1,500 1,400 Amount of material collected annually (tons) 17,687 18,000 17,000 Approved Adjustments in 2007-2008 Budget 295 -- 295 of 641 -- CITY OF EVANSTON REFUSE COLLECT & DISPOSAL 2685 2006 - 2007 2007 2008 - Appropriation Approved 2685 REFUSE COLLECT & DISPOSAL 61010 REGULAR PAY 756,900 794,800 61050 PERMANENT PART-TIME 18,000 19,700 61060 SEASONAL EMPLOYEES 33,900 36,200 61110 OVERTIME PAY 75,100 65,000 61114 SNOW OT 2,000 61210 LONGEVITY 10,100 61510 HEALTH INSURANCE 139,500 148,500 61615 LIFE INSURANCE 1,500 1,500 61630 SHOE ALLOWANCE 2,000 2,200 61710 IMRF 63,300 61725 SOCIAL SECURITY 38,200 61730 MEDICARE 11,400 62210 PRINTING 300 20,500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 1,700 1,700 62305 RENTAL OF AUTO-FLEET SER 525,700 525,700 62380 COPY MACHINE CHARGES 2,000 62390 CONDOMINIUM REFUSE COLL 464,900 451,500 62405 SWANCC DISPOSAL FEES 891,100 1,037,278 62415 DEBRIS/REMOVAL CONTRACTUAL COS 109,300 60,000 65015 CHEMICALS 1,400 1,400 65020 CLOTHING 1,500 1,500 65055 MATER. TO MAINT. IMP. 700 700 65085 MINOR EQUIPMENT & TOOLS 800 1,000 65090 SAFETY EQUIPMENT 1,200 1,000 65625 FURNITURES & FIXTURES 66,600 47,000 68310 DEBT SERVC OTHER AGENCIES 158,800 68,664 2685 REFUSE COLLECT & DISPOSAL 3,251,100 3,413,042 296 -- 296 of 641 -- City of Evanston Streets and Sanitation 2690 – Residential Recycling Services Description of Major Activities Full-recycling removal service is provided once per week to all qualified residential units under this budget element. Twenty-four routes are scheduled in a four-day work-week (Monday through Thursday). Condominium buildings and cooperative units (4,869) and all residential units (14,544) are serviced by a private contractor (Groot Recycling & Waste Services). Employees assisting with this service are budgeted in the Refuse Collection and Disposal, and Division Administration elements. A recycling drop-off center is operated on Fridays from noon to 7pm and on Saturdays and Sundays from 8am - 5pm to allow apartment and business tenants to recycle. FY 2007-2008 Objectives • Increase recycling by 10% • Launch education initiatives in the community • Implement Phase I of upgrade to 65 gallon cart from 18 gallon recycling bins Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tons of material recycled per year 7,085 7,500 8,250 Approved Adjustments in 2007-2008 Budget 297 -- 297 of 641 -- CITY OF EVANSTON RESIDENTIAL RECYCLING COL 2690 2006 - 2007 2007 2008 - Appropriation Approved 2690 RESIDENTIAL RECYCLING COL 62415 DEBRIS/REMOVAL CONTRACTUAL COS 631,900 695,100 64005 ELECTRICITY 4,700 5,900 64015 NATURAL GAS 10,000 6,400 65125 OTHER COMMODITIES 3,500 3,500 68305 DEBT SERVICE 175,000 127,400 2690 RESIDENTIAL RECYCLING COL 825,100 838,300 298 -- 298 of 641 -- City of Evanston Streets and Sanitation 2695 – Yard Waste Collection & Disposal Description of Major Activities Yard waste removal service is provided once per week to all qualified residential units under this budget element. Yard waste collection runs from the first week of April through the first week of December During the fall yard waste operations increase dramatically with the addition of leaf collection. This element also performs leaf collection and maintains the City’s compost site. All residential streets posted with alternate parking signs are cleaned at least twice during the leaf collection operation. This operation begins in mid- October and continues until the end of November. During the seven week period, streets requiring special posting are cleaned during the first two weeks of November. The leaves are collected and taken to the James Park composting facility for processing. Processing takes about six months and when completed, finished compost is made available to interested parties at no cost. FY 2007-2008 Objectives • Improve efficiency of yard waste collection and disposal • Determine operational impact of discontinuing yard waste drop off site • Explore revenue generating opportunity as a result of expanding compost operation and/or the operational impact of suspending the operation Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Tons of waste collected from April 1 - October 15 2,000 1,500 1,500 Tons of leaves collected from October 16 – December 10 N/A 1,500 1,500 Tons of yard waste dropped off from April 1 – December 10 N/A 500 0 Approved Adjustments in 2007-2008 Budget 299 -- 299 of 641 -- CITY OF EVANSTON YARD WASTE COLLECTION 2695 2006 - 2007 2007 2008 - Appropriation Approved 2695 YARD WASTE COLLECTION 61010 REGULAR PAY 285,600 190,200 61060 SEASONAL EMPLOYEES 67,700 68,600 61110 OVERTIME PAY 11,200 61510 HEALTH INSURANCE 55,800 39,600 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 800 800 61710 IMRF 15,100 61725 SOCIAL SECURITY 10,700 61730 MEDICARE 3,100 62210 PRINTING 100 100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 38,300 38,300 62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000 65020 CLOTHING 300 2695 YARD WASTE COLLECTION 590,700 498,000 300 -- 300 of 641 -- City of Evanston Facilities Management Division Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2697 – Facilities General Support 582,779 596,500 588,253 559,800 2699 – Construction and Repair 1,408,319 1,484,600 1,393,439 1,635,800 Total Expenditures: $ 1,991,098 $ 2,081,100 1,981,692 $ 2,195,600 Revenues: 56010 – Property Sales and Rental 68,950 102,900 62,901 70,000 Total Revenues: $ 68,950 $ 102,900 $ 62,901 $ 70,000 Notes for Financial Summary • In order to consolidate business functions and reduce expenditures, business units 2005-Facilities Management General Support, 2010-Construction and Repair and 2020-Custodial Maintenance moved from the Facilities Management Department to the Facilities Management Division, under the Public Works Department. Business units 2005 and 2020 are combined to reflect business unit 2697. Business unit 2010 changed to business unit 2699. • Due to the large increase in building material costs, an additional $5,000 has been requested for Business unit 2699. • Reductions in previously approved funding for outside contractual painting were used to match the budget requirements of 0% increase. • All overtime accounts were reduced by 10% to match budget guidelines. Performance Report on FY 2006-2007 Major Program Objectives • A budget presentation developed by staff for Council will be the basis for improved work tracking by the field force. • Staff continues to work on the ICMA performance measurements. • The opening of the Sherman Plaza Garage has occurred and only a few punch list items remain. Allocation and project closeout should be accomplished by the end of 2006. • Staff continues to work with BUILDER software but needs in other areas have reduced the time available. • The final beta-testing of the room management software is taking place and will be made available to all by November, 2006. • Utilization of a temporary generator for the Data Center in the Service Center is in operation instead of a final solution due to funding availability. • The Service Center HVAC and sprinkler projects are complete. • Shelving has been added to the Civic Center attic to improve storage capacity. • The new cooling tower for the Civic Center has been installed and has been working well this summer. • Projects at Greenwood, Clark and Lee Street Beach and Baker Park renovations are complete. ADA improvements at Bent Park are complete. • A contract has been signed for Fire Station #5 architectural services; it is now in design and will be ready to go out for construction bids in Spring, 2007. • Door replacement and painting is complete at the Animal Shelter; planning is currently taking place for the joint CARE and City renovation project. • An architect has been hired for the rehabilitation project of the second floor at the Police Headquarters. • Management has begun working on the renovation of the improved children’s area at the main library. 301 -- 301 of 641 -- City of Evanston Facilities Management Division • A grant from the Illinois Terrorism Task Force was used to purchase 10 laptop computers for use in the Emergency Operations Center. NIMS training and tracking for all City employees has been implemented. A tabletop exercise was held in February that provided an excellent opportunity for all department directors to see and practice the NIMS concept in action. Staff is working with the Health Department on pandemic risks and response and with the Fire Department on mass transit emergencies. In addition, another CERT team of 15 members has been trained and ready for deployment. 2007-2008 Department Initiatives • Continued management of efforts on the Strategic Plan Goal #4 • Based on ideas developed for the program budget presentation, make modifications to employee timekeeping and tracking for better analysis of workload and building maintenance costs • Improve energy management and purchasing techniques 302 -- 302 of 641 -- City of Evanston Division of Facilities Management 2697 – Facilities Administration Description of Major Activities Staff in this business unit issue work orders for various types of trade work and ensure efficient utilization of allotted resources in the execution of these orders. Personnel provide space planning to other City departments and assist in the purchase and installation of office furniture. Personnel keep departmental and building records, inventories, and payroll data current. Specifications for construction projects and purchases, preparation of the department budget, and implementation of the preventive maintenance program are provided by this business unit. General Support administers the complete purchasing cycle for requisitions up to the authorized dollar value, processes invoices and vouchers for commodities, and services other contracts in a timely manner. Historical records of all work done by this department are also maintained. Supervision of Civic Center operations and office furniture standards is provided by this business unit. This includes training, maintenance, inventory control, and record keeping for purposes of internal work distribution. Software management of the Computerized Maintenance Management System (CMMS) and BUILDER, the financial planning software for buildings, is performed by staff. Full implementation of the Room Scheduling software EMS will provide for a customer friendly system of room reservation in the Civic Center and may, in the future, be used in other facilities. Custodial maintenance staff receives and distributes equipment, supplies, and other items delivered to the Civic Center. Staff responds to Civic Center requests for repairs and maintenance in addition to monitoring heating and air conditioning units as necessary. Custodial staff also provides janitorial services during normal business hours, monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Finally, staff gathers and stages the pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office as needed. FY 2007-2008 Objectives • In order to provide for better long range fiscal planning for City facilities, add an additional five buildings into the BUILDINGS software by February, 2008 • To continue moving forward on Strategic Goal #4, work with our consultant on space planning for the Civic Center and complete by April, 2008. • To work to improve the main library’s children area, mange the renovation project to be completed by February 2008. • In order to improve the adoption operations currently in place at the Animal Shelter, work with the members of CARE to develop plans and specifications and start construction by November 2007. • To manage utility expenses more effectively, develop a database for tracking electricity and natural gas expenditures by June 2007. • In order to improve operations, make more office space available for Civic Center departments by June 2007. • To provide for more professional audio/visual presentations in the Civic Center meeting rooms: installing wiring and related equipment by February 2008. • To enable the removal of protective scaffolding around the Civic Center, review the possibilities of roof repairs and available funding by February 2008. 303 -- 303 of 641 -- City of Evanston Division of Facilities Management 2697 – Facilities Administration Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Average number of sick days used per employee 6 7 7 Total workdays lost due to work related injury 25 4 1 Buildings in BUILDER software 2 7 12 Cooling system preparation May 15, 2005 May 15, 2006 May 15, 2007 Heating system preparation October 25, 2005 October 25, 2006 October 25, 2007 Deliveries received 2,500 2,500 2,500 Civic Center repair costs / sq. ft. 1.29 est. 5.22 5.00 Annual Civic Center gas usage – therms / sq. ft. 0.45 0.45 0.45 Room set-ups 1,850 1,900 1,900 Pounds of office paper recycled 80,350 80,000 80,000 Approved Adjustments in 2007-2008 Budget 304 -- 304 of 641 -- CITY OF EVANSTON FACILITIES ADMINISTRATION 2697 2006 - 2007 2007 2008 - Appropriation Approved 2697 FACILITIES ADMINISTRATION 61010 REGULAR PAY 218,900 61050 PERMANENT PART-TIME 5,500 61055 TEMPORARY EMPLOYEES 4,000 61110 OVERTIME PAY 4,500 61210 LONGEVITY 2,900 61510 HEALTH INSURANCE 36,300 61615 LIFE INSURANCE 500 61625 AUTO ALLOWANCE 1,200 61630 SHOE ALLOWANCE 600 61710 IMRF 17,400 61725 SOCIAL SECURITY 9,700 61730 MEDICARE 2,900 62225 BLDG MAINTENANCE SERVICES 75,200 62235 OFFICE EQUIPMENT MAINT 500 62245 OTHER EQMT MAINTENANCE 21,200 62275 POSTAGE CHARGEBACKS 300 62295 TRAINING & TRAVEL 600 62305 RENTAL OF AUTO-FLEET SER 9,200 62355 LAUNDRY/OTHER CLEANING 1,000 62360 MEMBERSHIP DUES 1,200 62376 2603 SHERIDAN RENTALS EXPENSE 4,000 62380 COPY MACHINE CHARGES 3,400 62785 FIRE SAFETY EDUCATION 500 64005 ELECTRICITY 20,000 64015 NATURAL GAS 71,100 64540 TELECOMMUNICATIONS - WIRELESS 13,200 65010 BOOKS, PUBLICATIONS, MAPS 400 65015 CHEMICALS 5,000 65040 JANITORIAL SUPPLIES 9,000 65050 BLDG MAINTENANCE MATERIAL 14,000 65085 MINOR EQUIPMENT & TOOLS 1,800 65090 SAFETY EQUIPMENT 1,800 65095 OFFICE SUPPLIES 2,000 2697 FACILITIES ADMINISTRATION 559,800 305 -- 305 of 641 -- City of Evanston Division of Facilities Management 2699 – Construction and Repair Description of Major Activities This business unit provides for the routine maintenance and minor improvements of 46 City-owned facilities. These include the Civic Center, Service Center, Police Station and outpost, fire headquarters and five fire stations, nine park shelters, seven beach shelters, seven recreation centers, Noyes Cultural Art Center, Fountain Square, and Merrick Rose Garden fountains. In addition, the staff maintains the animal shelter, Evanston Art Center and coach house, Civic Center coach house, Central Street METRA station, four parking facilities, 12 bus shelters, and many drinking fountains and water supply outlets in the parks. The total footage exceeds 2,100,000 square feet. Work crews handle plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, and masonry and tile repairs. Work orders are received from the General Support business unit (#2005). Crews also assist other City departments in the operation of some of their programs, including consultation on construction, furniture layout, ADA, movement of materials, and repairs to furniture. FY 2007-2008 Objectives • In order to provide for adequate quarters for fire fighters and equipment, start the construction of a new Fire Station #5 by June, 2007. • To finalize the rehabilitation of the Police Headquarters, complete the second floor project by February, 2008. • To provide for future rental capabilities at the Evanston Art Center Coach House, manage the rehabilitation project and complete by December 2007. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Man-hours related to work orders 13,000 13,000 16,000 Work orders completed 3,147 3,300 3,500 Total construction budget oversight $47,000,000 $15,000,000 $7,000,000 Safety/training meetings 24 24 24 Approved Adjustments in 2007-2008 Budget 306 -- 306 of 641 -- CITY OF EVANSTON CONSTRUCTION & REPAIR 2699 2006 - 2007 2007 2008 - Appropriation Approved 2699 CONSTRUCTION & REPAIR 61010 REGULAR PAY 1,004,600 61062 SPECIAL EVENT SALARIES 15,000 61110 OVERTIME PAY 13,500 61210 LONGEVITY 18,600 61510 HEALTH INSURANCE 158,400 61615 LIFE INSURANCE 1,600 61630 SHOE ALLOWANCE 2,200 61710 IMRF 80,100 61725 SOCIAL SECURITY 43,300 61730 MEDICARE 12,900 62135 ARCHITECTURAL SERVICES 1,000 62225 BLDG MAINTENANCE SERVICES 78,000 62245 OTHER EQMT MAINTENANCE 8,000 62295 TRAINING & TRAVEL 1,500 62305 RENTAL OF AUTO-FLEET SER 88,300 62355 LAUNDRY/OTHER CLEANING 500 62360 MEMBERSHIP DUES 500 62375 RENTALS 400 62509 SERVICE AGREEMENTS / CONTRACTS 37,000 65015 CHEMICALS 3,000 65020 CLOTHING 400 65050 BLDG MAINTENANCE MATERIAL 48,000 65055 MATER. TO MAINT. IMP. 4,000 65070 OFFICE/OTHER EQT MTN MATL 8,000 65085 MINOR EQUIPMENT & TOOLS 4,000 65090 SAFETY EQUIPMENT 3,000 2699 CONSTRUCTION & REPAIR 1,635,800 307 -- 307 of 641 -- City of Evanston Library Department Three Year Fiscal History $4,411,800 $4,854,700 $4,359,676 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 Actual Appropriation Approved 2005/06 2006/2007 2007/2008 Expenditures as a % of 2008 General Fund Budget 5.59% Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Children's Services Full-Time Regular Librarian I 2.74 Full-Time Regular Librarian III 1.00 Full-Time Regular Library Assistant 1.85 Part-time Regular Library Aide I 0.80 Part-time Regular Library Technical Aide 0.27 Part-time Regular Shelver 0.80 2805 Total 7.46 Reader's Services Full-Time Regular Librarian I 3.03 Full-Time Regular Librarian III 1.00 Part-time Regular Library Assistant 0.50 Part-time Regular Library Technical Aide 0.48 Part-time Regular Readers' Advisor 3.93 2810 Total 8.94 References Services and Periodicals Full-Time Regular Clerk III 1.00 Full-Time Regular Librarian I 3.94 Full-Time Regular Librarian II 1.00 Full-Time Regular Librarian III 1.00 Part-time Regular Clerk Typist I 0.50 Part-time Regular Library Aide I 0.35 Part-time Regular Library Clerk 1.87 2815 Total 9.66 308 -- 308 of 641 -- City of Evanston Library Department Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description 2007-2008 Position FTE Circulation Full-Time Regular Circulation Supervisor 1.00 Full-Time Regular Clerk III 1.00 Full-Time Regular Library Aide II 1.50 Part-time Regular Library Clerk 5.00 Part-time Regular Security Monitor 2.00 Part-time Regular Shelver 4.51 2820 Total 15.01 North Branch Part-time Regular Librarian II 0.50 Part-time Regular Library Aide I 0.67 Part-time Regular Branch Assistant 1.81 2825 Total 2.98 South Branch Full-Time Regular Librarian II 1.00 Part-time Regular Library Aide I 0.37 Part-time Regular Branch Assistant 0.93 2830 Total 2.30 Technical Services Full-Time Regular Clerk II 5.25 Full-Time Regular Librarian I 1.53 Full-Time Regular Librarian III 1.00 Full-Time Regular Library Assistant 2.00 Full-Time Regular Tech Support Specialist I 0.00 Full-Time Regular Tech Support Specialist II 0.00 Part-time Regular Clerk Typist II 0.80 Part-time Regular Library Clerk 1.59 2835 Total 12.17 Maintenance Full-Time Regular Custodian II 3.00 Part-time Regular Custodian I 0.64 2840 Total 3.64 Administration Full-Time Regular Admin Services Manager 1.00 Full-Time Regular Clerk III 1.00 Full-Time Regular Exec Secretary (to Dept. Head) 1.00 Full-Time Regular Director, Library 1.00 Part-time Regular Clerk Typist II 0.53 2845 Total 4.53 Library Total 66.69 309 -- 309 of 641 -- City of Evanston Library Department Financial Summary 2005-2006 Actual 2006-2007 Appropriation 2006-2007 Estimated Actual 2007-2008 Appropriation Approved Expenditures: 2805 – Children’s Services 456,751 465,500 488,743 530,300 2810 – Readers’ Services 581,076 582,100 610,364 749,100 2815 – Reference & Periodicals 762,634 743,500 756,429 852,100 2820 – Circulation 472,397 469,100 492,847 528,700 2825 – North Branch 157,460 148,400 149,365 163,300 2830 – South Branch 200,380 192,400 200,373 216,200 2835 – Technical Services 892,248 932,600 878,718 837,300 2840 – Maintenance 429,474 453,200 436,185 485,500 2845 - Administration 406,596 425,000 437,152 492,200 Total Expenditures: $ 4,359,016 $ 4,411,800 $ 4,450,176 $ 4,854,700 Revenues: 57515 – Library Material Replacement 16,781 23,000 14,076 20,000 57535 – Copy Machine Charges 21,259 26,000 22,646 26,000 52610 – Library Fines & Fees 177,777 172,000 182,477 182,000 57540 – Meeting Room Fees 11,260 9,000 7,195 9,000 57525 – Miscellaneous Revenue 1,345 2,500 735 500 57550 – Multimedia Collection 1,025 2,000 591 0 57510 – Non-resident Cards 3,929 4,000 2,890 4,000 57545 – North Branch Rental Income 27,003 0 29,700 0 51615 – Personal Property Repl. Tax 49,720 49,700 49,700 49,700 57530 – Rental Books 2,004 0 0 0 57520 – Reserves on Library Materials 6,461 6,500 7,196 7,500 55245 – State Per Capita Grant 92,075 92,700 91,400 91,400 57505 – Video Rentals 44,107 58,000 37,119 40,000 Total Revenues: $ 454,746 $ 445,400 $ 445,725 $ 430,100 Notes for Financial Summary The Library initiated a staff reorganization in Technical Services that resulted in a savings of $70,800 over FY06-07. The revenue from the Multimedia Collection will be included in Fines and Fees. Performance Report on FY 2006-2007 Major Program Objectives • Construction drawings for the youth service renovation project were completed in early December. The project was bid later that month. Construction began in January. • A campaign committee of fifteen members is hard at work on capital campaign for the youth service renovation project. • The Library’s annual campaign – the Fund for Excellence – supplemented the Library’s materials budget with $85,000 of purchases this fiscal year. 310 -- 310 of 641 -- City of Evanston Library Department • The Library continues to offer an ambitious schedule of juvenile and adult programs. Adult programs include the Reeltime Film and Video Forum that received grant funding from the Illinois Arts Council, the Illinois Humanities Council, the Evanston Community Foundation, and the RBC Dain Rauscher Foundation this past year. • Outreach efforts in Children’s Services have maintained successful programs like the kindergarten card drive, the Young Evanston Storytellers, and the home daycare delivery project. In addition to visiting camps at Fleetwood-Jourdain, Noyes Center, and Orrington School this summer, the outreach librarian added weekly reading sessions to the free lunch programs at Mason Park and Elks Park. New ventures this year included visits to Brummel Park (Ridgeville Park District), and visiting the after-care students at Oakton School and Kingsley School. The most exciting new outreach project is LEAP, a preschool literacy program funded by the Evanston Community Foundation. Library staff Laura Antolin, Martha Meyer, and Rick Kinnebrew will present educational workshops to parents and play literacy programs to children at District 65 Head Start and the Child Care Center of Evanston. • The Library is in the midst of a substantial review of the adult collections prior to beginning of the remodeling project. Adult fiction and biographies, the play file, the large type collection, the video collection, and books on cassettes have been reviewed. Review of the non-fiction collection will begin shortly. • The inventory of the North Branch collection was delayed for a second year because of difficulties getting the inventory module of the new integrated library system to work. This work will be rescheduled for FY 07 – 08. 2007-2008 Department Initiatives • Bring the youth services renovation project to a successful conclusion improving Library service for Evanston’s young people and promoting community literacy • Bring the capital campaign for the youth services renovation project to a successful conclusion providing the necessary funds for the project and positioning the Library for enhanced fundraising in the future • Develop a new design for the Library’s web site providing easier access to the wealth of information available on the site 311 -- 311 of 641 -- City of Evanston Library 2805 – Children’s Services Description of Major Activities Children's Services provides library services for all Evanston children (from infancy through junior high), parents, teachers, and adults interested in reading books to children. It provides and maintains a collection of books, reference materials, magazines, pamphlets, CD's, audio and video cassettes, and software designed specifically for children. It provides assistance in using these collections, answers reference inquiries, and provides programs and displays that complement the book collection and promote children's literature, library services, and literacy. The Children's Services collection comprises over 98,400 books and 78,400 audio-visual items. FY 2007-2008 Objectives • Provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY 2007 – 2008. • Establish 25,000-child book links in FY 2007 – 2008. • Answer at least 85% of reference questions to the satisfaction of Library patrons. • Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library. • Visit all District 65 kindergarten classrooms as part of a kindergarten library card drive. • Bring at least three weekly book-based programs for school-aged children to before- or after-school sites. • Relocate all Children’s Services operations into the remodeled facilities no later than December 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Circulation of materials 246,665 309,921 255,000 Library programs for children 704 915 600 Attendance at children's programs 19,051 22,559 17,000 Summer reading game participants 1,239 1,349 1,200 Approved Adjustments in 2007-2008 Budget 312 -- 312 of 641 -- CITY OF EVANSTON CHILDREN'S SERVICES 2805 2006 - 2007 2007 2008 - Appropriation Approved 2805 CHILDREN'S SERVICES 61010 REGULAR PAY 218,700 232,000 61012 LIBRARY SUBSTITUTES 6,300 61050 PERMANENT PART-TIME 111,800 116,500 61055 TEMPORARY EMPLOYEES 7,200 900 61210 LONGEVITY 3,900 61510 HEALTH INSURANCE 37,200 39,600 61615 LIFE INSURANCE 300 400 61710 IMRF 18,500 61725 SOCIAL SECURITY 14,800 61730 MEDICARE 4,400 62295 TRAINING & TRAVEL 800 800 64540 TELECOMMUNICATIONS - WIRELESS 400 500 65100 LIBRARY SUPPLIES 1,000 700 65630 LIBRARY BOOKS 68,800 71,200 65635 PERIODICALS 1,400 1,500 65640 AUDIO RECORDINGS 8,400 8,400 65645 MULTIMEDIA COLLECTION 1,300 1,300 65650 VISUAL MEDIA COLLECTION 8,200 8,600 2805 CHILDREN'S SERVICES 465,500 530,300 313 -- 313 of 641 -- City of Evanston Library 2810 – Reader’s Services Description of Major Activities Reader's Services provides assistance to patrons in locating materials in the library and in other resource centers, answers readers' advisory questions; promotes understanding and use of the library through bibliographies, tours and displays; and selects all adult books and audio-visual materials for circulating collections. The Reader's Services department responds to patron questions both in person and by telephone. The adult circulating collection is comprised of over 288,460 books and 25,600 audio-visual items. FY 2007-2008 Objectives • Answer at least 85% of reference questions to the satisfaction of Library patrons. • Make at least 70% of the titles that patrons search for immediately available when patrons visit the Library. • Fill 30% of reserves for adult materials within 7 days and 75% within 30 days and to measure the performance on this objective by collecting and reviewing data in October, 2008. • Review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2008. • Provide the community with 100 high quality literary, educational, and cultural programs for a combined audience of 3,000 during FY 2007 – 08. • Relocate all Readers’ Services operations into the remodeled facilities no later than December 2008. Ongoing Activity Measures 2005-2006 Actual 2006-2007 Actual 2007-2008 Projected Reference and directional questions 98,915 97,450 90,000 Number of adult programs 216 204 100 Attendance at adult programs 5,861 5,774 3,000 Approved Adjustments in 2007-2008 Budget 314 -- 314 of 641 -- CITY OF EVANSTON READER'S SERVICES 2810 2006 - 2007 2007 2008 - Appropriation Approved 2810 READER'S SERVICES 61010 REGULAR PAY 183,200 285,900 61012 LIBRARY SUBSTITUTES 4,900 61050 PERMANENT PART-TIME 161,800 145,700 61055 TEMPORARY EMPLOYEES 6,300 1,400 61210 LONGEVITY 7,600 61510 HEALTH INSURANCE 27,900 49,500 61615 LIFE INSURANCE 300 300 61710 IMRF 20,800 61725 SOCIAL SECURITY 18,300 61730 MEDICARE 5,500 62295 TRAINING & TRAVEL 700 700 62340 COMPTER LICENSE & SUPP 3,300 3,800 65100 LIBRARY SUPPLIES 600 600 65630 LIBRARY BOOKS 162,500 162,500 65640 AUDIO RECORDINGS 21,900 28,000 65645 MULTIMEDIA COLLECTION 500 500 65650 VISUAL MEDIA COLLECTION 13,100 13,100 2810 READER'S SERVICES 582,100 749,100 315 -- 315 of 641 -- City of Evanston Library 2815 – Reference Services & Periodicals Description of Major Activities Reference Services & Periodicals provides assistance to patrons in locating information and materials within the Evanston Public Library and from other sources, selects all materials for the reference collection, maintains a periodicals collection; responds to questions in person, by telephone and by written correspondence and collects Evanston documents and materials. The reference collection consists of approximately 20,000 volumes, 33 online databases, and a large collection of clipping files and pamphlets. There are specialized collections on careers, grants and foundations, and small business. The periodicals collection consists of 838 titles. FY 2007-2008 Objectives • Answer at least 85% of reference questions to the satisfaction of Library patrons. • Provide 80 classes on the use of the Internet and other electronic resources i
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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.