FY 2014 Adopted Budget - Download (PDF)

Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2014 Adopted Budget
Elizabeth B. Tisdahl, Mayor
Submitted by

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Judy Fiske First Ward
Peter Braithwaite Second Ward
Melissa A. Wynne Third Ward
Donald N. Wilson Fourth Ward
Delores A. Holmes Fifth Ward
Mark Tendam Sixth Ward
Jane Grover Seventh Ward
Ann Rainey Eighth Ward
Coleen Burrus Ninth Ward
Rodney Greene City Clerk
ELECTED OFFICIALS
Elizabeth B. Tisdahl
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager

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CITY OF EVANSTON
FY 2014 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Budget
TABLE OF CONTENTS
Part I – Budget Message
Page
City Manager’s Transmittal Letter………………………………………………….………………………….…………	7
Executive Summary…………………………………………………………………………………………….…………	24
Part II – Charts and Summaries
Organization Chart……………………………………………………………………...........……………….…………	35
General Information……………………………………………………………………...........……………….…………	36
Budget Calendar……………………………………………………………………………………….. 37
Budget Process…………………………………………………………………………………………. 38
Budgetary Basis of Accounting…………………………………………………………………………….40
Budget Policy…………………………………………………………………………………………….. 41
Fund Descriptions……………………………………………………………………………………………….…………	45
Total Budget – All Funds……………………………..………………….………….............……………….…………	49
Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……………….…………	50
Analysis of Budget for Transfers Summary…………………………………….…………..……………….…………	51
Fund Balance Summary……………………………………………………………………………………….…………	52
Summary of Revenues and Other Financing Sources by Fund……………………………….. 53
Summary of Expenditures and Other Financing Uses by Fund…………………………………….. 54
Revenues and Expenses by Category…………………………………………………………………..55
Expenditures by Department - All Funds………………………………………………………………………	56
Tax Bill Charts………………………………………………………………………………………………..	57
2012 Property Tax Levy Charts…………………………………………………………………………..64
2012 Property Tax Levy Graphs…………………………………………………………………………….	65
Revenues Assumptions and Trends……………………………………………………………………….	66
Debt Service…………………………………………………………………………………………………70
Debt Service Charts………………………………………………………………..……………….…………	71
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..……………….…………	73
General Fund Revenues……………………………………………………………………..……………….…………	74
City Council…………………………………………………………………………………..……………….…………	82
City Clerk’s Office…………………………………………………………………………………………….…………	85
City Manager…………………………………………………………………………………………….. 88
Law Department……………………………………………………………………...........……………….…………	92
Administrative Services Department……………………………………………………….……………….…………	95
Community Development Department..……………………………………………..……………….…………	102
Police Department...………………………………………………………………………………………….…………	109
Fire Department..…………………………………………………………………………….……………….…………	115
Health Department………….……………………………………………………………….……………….…………	119
Public Works Department ……………….………………………………………………….……………….…………	125
Parks, Recreation and Community Services Department………...………………………………………………….…………	133

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Page
Part IV – Other Funds Budget
Library Fund……………………………………....…………………….……………….………… 145
Library Debt Fund………………………………………………………………………………………… 150
Homelessness Prevention & Rapid Re-Housing Program (HPRP)..…………………….……………….…………	151
Neighborhood Stabilization Program………………………………………………………………………….…………	153
Motor Fuel Tax…………………………………………………………………………...........……………….…………	156
Emergency Telephone System…………………………………………………………........……………….…………	158
Special Service Area No. 4…………...……………………………………………………………………….…………	160
Community Development Block Grant……………………………………………………………………….…………	162
CDBG Loan…………………………………………………………………………………………………………….…………	165
Economic Development …………………………………………………………………….……………….…………	167
Neighborhood Improvement……………………………………………………………………..……………….…………	170
HOME……………………………………………………………………………………………………………….…………	172
Affordable Housing Fund…….………………………………………………………….......……………….…………	175
Washington National Special Tax Allocation – Debt Service Fund……………………….……………….…………	177
Special Service Area No. 5…………...……………………………………………………………………….…………	179
Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………..……………….…………	181
Southwest Special Tax Allocation – Debt Service Fund…………………………………..……………….…………	183
Debt Service Fund…………………………………………………………………………….……………….…………	185
Howard-Ridge TIF.………………………………………………………………………….………… 187
West Evanston TIF.…………………………………………………………………………….…………189
Dempster-Dodge TIF………………………………………………………………………………………………..	191
Capital Improvement Fund………………………………………………………………………….…………	193
Special Assessment Fund……………………………………………………………………….…………	194
Parking System Fund………………………………...………………………………………….…………196
Water Fund………………………………………………………………………………………….…………	200
Sewer Fund…………………………………………………………………………………….………… 206
Solid Waste Fund………………………………………………………………………………….…………	210
Fleet Services Fund…………………………………………………………………………….…………212
Equipment Replacement Fund…………………………………………………………………….…………	215
Insurance Fund..…………………………………………………………………………………….…………	217
Fire Pension Fund.……………………….………………………………………………….………… 221
Police Pension Fund………………………………………………………………………………….…………	223
Part V - Position Information
Position Comparison Charts…………………………………………………………………….…………	226
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….…………247
Capital Improvement Fund Policy………………………………………………………….………… 248
Capital Projects Summary Charts…………………………………………………….………… 253
Capital Projects Summary by Funding Source…………………………………………………………………….…………	255
Capital Projects Summary by Project Type……………………………………………………………..265
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….……	275
Part VIII - Glossary
Glossary………………………...……………………..………………………….…………………………….	285

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PART I
BUDGET MESSAGE

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January 1, 2014
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Please find the Fiscal Year 2014 Budget for the City of Evanston, Illinois for the period
beginning January 1, 2014 and ending December 31, 2014. The annual budget is a policy
document which sets the financial course for the City of Evanston and defines the service
priorities provided to the community. It is the culmination of months of effort by the entire
City staff, as well as residents, to balance available resources with the actual and
desired services required by Evanston residents, businesses, and visitors.
The total budget for FY 2014 is $254,627,610, which includes all funds and interfund
transfer expenses. This represents an increase of $692,354 from the 2013 Approved
Budget as amended. When interfund transfers are excluded from this calculation the total
budget for all funds is $221,528,108.
STATE OF THE CITY
Although the prevailing economic climate has shown some signs of improvement during the
past year, the national economy remains an area of concern for the City of Evanston. The
performance of the national economy impacts the City in numerous ways including local
employment, housing, and economic development. As such, staff has been diligently
monitoring expenses and revenues to ensure that the City remains fiscally stable in these
challenging economic times, while still providing core services in the most responsible ways
possible.
The 2014 Adopted Budget includes no increase in property taxes for the General Fund
Operating Levy or the Debt Service Fund Levy. The Evanston Public Library, which is
included in this document, has a separate tax levy, which is approved by the Library Board
and recommended to the City Council for approval each year. The City has experienced
positive building growth throughout the community and at Northwestern University in 2013
and this growth is expected to continue through 2014. Other economic revenues (sales tax,
income tax, and utility taxes) are stable at a minimum and improving in many cases.
The 2014 Adopted Budget includes rate increases in the City’s Water Utility and Solid Waste
funds. Water rates are to increase by 10%, but will remain the lowest rates in the suburban
area. This increase will be used to support capital infrastructure replacement in both the
Water Plant and distribution system. Solid Waste fees will increase by $3 per month for the
95 gallon container. Again, even with these increases, Evanston fees are well below the
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average for the North Suburban area. These fee increases will allow the transfer from the
General Fund to Solid Waste to drop by approximately $190,000 down to $1,056,000 per
year and will help bring the Solid Waste operation closer to self-sufficiency.
The 2014 Adopted Budget includes no layoffs for the first time in several years and as noted
more fully below includes the addition of personnel in Police, Health, and Library services.
Starting in 2013 and continuing into 2014 the City Council will be addressing new goals and
objectives through a Strategic Planning process. This process will focus on major capital
and operating goals to address City infrastructure, facilities, and long range planning.
FY 2013 SUCCESSES
General Fund Anticipated to Close Fiscal Year 2013 with Surplus: Staff worked
diligently to improve efficiencies, reduce costs, and maintain service to the residents in a
fiscally responsible manner. The estimates for FY 2013 show General Fund revenue
performing at over 100% of budget. Additionally, General Fund expenditures are anticipated
to hold at 1.77% below budget. As a result, the City anticipates closing 2013 with
approximately $2.2 million in General Fund surplus. The General Fund ending fund balance
has remained stable and, as of the end of FY 2013, is expected to be at $17.6 million or
21% of budgeted expenditures, which is above the minimum required balance of 8.3%. As
a result, the General Fund surplus will be used to support other City Funds which have lower
than desired reserves. By using this surplus, the 2014 General Fund Budget will not need to
increase the transfer costs to these other funds.
The approved 2013 General Fund interfund surplus transfers* are:
 Insurance Fund $500,000
 Fleet Maintenance Fund $600,000
 Debt Service Fund $1,000,000
* Fund transfers may be adjusted based on final audited FY 2013 expenses, but will not
exceed the amounts listed above.
Citizen Engagement: The FY 2014 Budget marks the fifth consecutive budget year in
which the City has facilitated a community budget process. In addition, the FY 2014 Budget
process represents the third year of the City’s Engage Evanston initiative, which is an on-
going effort to encourage dialogue and discussion among residents regarding community
priorities and budgetary challenges. As part of the Engage Evanston initiative, residents
were encouraged to share their budget-related ideas, comments, and suggestions with the
City through a variety of communication channels including postal mail, phone, and the
internet. Internet communication options included the City website, Facebook, Twitter, and
the MindMixer webpage.
Residents also had the opportunity to provide budget ideas and feedback in-person as part
of the Citizen Budget Input Session and the Community Outreach Events. During the
Community Outreach Events, City staff was available to interact with individuals in the
community to discuss budget-related comments and ideas at various coffee shops
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throughout Evanston. The input of residents gathered during the City’s Engage Evanston
initiative is highly valued and has been incorporated into the development of the 2014
Budget as has been done in previous years.
Comprehensive Performance Measurement: The FY 2014 Budget document contains
follow up to the 2013 Comprehensive Performance Measurement (CPM) Report. This
report has been created in accordance with the 2013 City Council goal of improving the
“Efficiency and Effectiveness of Services.” In creating these metrics, Departments were
asked to identify performance measures for benchmarking the efficiency and effectiveness
of City operations and service provision to the public. These performance measures aim to
capture all major operational activities of the organization and yield meaningful and
actionable information which can be utilized by the City Council, managerial staff, residents,
and other community stakeholders. The implementation of the CPM Report will provide the
City Council and public with a simplified tool to quickly and easily assess the effectiveness of
City services.
Public Safety: The City continues to focus on maintaining Public Safety services without
reductions in services or funding. The 2014 budget includes three additional Police Officers
in comparison to 2013 budget levels. As of September 2013, the Police Department has
responded to over 27,089 calls for service and Part 1 crime statistics reveal a -7.4% drop in
serious crime. The Fire Department is on track to respond to approximately 9,300 calls for
service this year.
Youth Services: The Mayor’s 2013 Super Summer Initiative consisted of numerous
activities for Evanston’s youth and young adults; it was enhanced by partnerships with
several agencies that allowed the City to provide even more programs. Recreational
programs included open microphone nights, expanded open gym hours, volleyball in the
parks, youth entertainment at festivals, the Goled Gallery, concert and movie nights, open
lounge, roller-skating, and ice-skating. These and other programs, facilitated by the Parks,
Recreation and Community Services Department in collaboration with the Police
Department, Library, and City Manager’s Office, were a success and helped to reduce
violence among youths and young adults.
The 2013 budget increased staffing positions in the Youth and Young Adult Division to
expand the focus on effective outreach and engagement of the City’s youth and young
adults. Among many varied responsibilities, the Division oversees the Mayor’s Summer
Youth Employment Program. The Mayor’s Summer Youth Employment Program placed
345 youth in public and private employment positions for the 2013 program, as compared to
169 in 2012. The staff helped to develop the Mason Park Field House as an outreach
outpost to serve as an after school “hang out” spot for teens. Additionally, Outreach staff
was able to help place more than 50 youth and young adults in other part time and full time
jobs. The Division was also successful at implementing the pilot year of the Building Career
Pathways to Sustainable Employment Program and began the Certificate of Rehabilitation
program.
Economic Development 2013: Creating jobs and expanding sources of tax revenue
are the focus of the City’s economic development staff. The 2013 Work Plan identified a
focus on the sectors of Arts & Entertainment, Entrepreneurship Development & Growth
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Oriented Startups, and Water Industries, while adding three additional areas of focus:
retail attraction and retention; workforce development partnerships; and “Quality of
Place”. The “Quality of Place” represents the elements defining a City’s attractiveness
to residents and businesses.
In 2014, economic development staff will continuously refine these efforts to support
Evanston’s business community, supporting job and revenue growth, in a fair and
consistent manner that is expected in Evanston.
In 2013, economic development staff continued to target revitalization efforts throughout
Evanston including:
 As of September 1, approximately 50 new businesses had opened in
Evanston, bringing 172 new jobs to Evanston.
 The development of new businesses to create unique and dynamic business
districts. This has included the opening of Trader Joe’s at 1211 Chicago
Avenue on September 6; the projected opening of Evanston’s first brew-pub
at 623 Howard Street in December 2013; the opening of Skylight a unique
event space in the Heartwood Center at 1818 Dempster Street.
 Opening of two new residential developments – 1717 Ridge, a new 175-unit
rental apartment building and the AMLI Residential development, at 737
Chicago Avenue, a new 214-unit luxury rental apartment building. Central
Station at 1720 Central Street is expected to open for occupancy before the
end of 2013.
 Continued efforts to support entrepreneurship and partnership with
Northwestern University. NU and the City were one of three communities in
the state that would receive a $1,000,000 state grant to aid in technology
upgrades to bring the Gigabit network to Evanston.
 Continued investment in Evanston’s infrastructure to support multiple modes
of transportation. This has included the rehabilitation of Davis Street,
sidewalks, and the creation of a protected bike lane.
 Cultivation and support of arts in Evanston. The completion of the Downtown
performing arts plan and the ongoing efforts of the EvanstArts project have
worked to develop a framework and roadmap for supporting the arts
community in Evanston. The City Council authorized the development of a 9-
member task force to work to determine the feasibility of a downtown
performing arts center.
 Development of the Health & Wellness Working Group, a group of businesses
across Evanston’s business districts engaged in providing goods and services
to support the health and overall wellness of Evanston residents, visitors, and
workers. The group has met quarterly since the start of 2013 and held a fair
in late September to promote the work of these businesses.
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Selling Water: Evanston partnered with Lincolnwood, Niles, Des Plaines, Park Ridge, the
Northwest Water Commission (NWC) and the Northwest Suburban Municipal Joint Action
Water Agency (NSMJAWA) to complete a transmission main study in 2012. This study
determined the preliminary pipe routing, pipe size, cost and cost allocation for a transmission
main that would supply water to these potential partners. Additionally, Evanston continues to
work on the facility level planning to increase the capacity of the water treatment facility as
needed to meet the demand of the potential new customers (the NWC is already a
wholesale customer). Evanston is working to execute water supply contracts with the
potential new customers, which will continue throughout the 2014 year.
FUTURE CHALLENGES
Balancing Quality of Life with Available Resources: Many residents have previously
expressed concern that efforts to balance the City’s budget may adversely impact the quality
of life in Evanston through reductions in City services. In 2014, the City will take on the
challenge of balancing our operating budget while tackling the long term task of updating
and replacing City facilities, parks, and utility systems. Evanston is a wonderful place, in
part, because of the great facilities, parks and transportation systems that bring the
community together. These systems require periodic repair and replacement and given our
tight operating budgets, developing a strategic plan to prioritize these replacements and
upgrades will be an important task in 2014 and beyond.
Debt: The City municipal bond rating was downgraded in 2013 from Aaa to Aa1 by
Moody’s and similarly by Fitch Investor services. Pension debt and the revised calculations
of this debt by Moody’s are the primary reasons for this rating change. Despite City efforts
to successfully increase funded ratios over the past four years in both the Police and Fire
Pension Funds, the change in analytical parameters by Moody’s required the rating agency
to change the City’s bond rating. The City continues to look at methods to reduce general
obligation (G.O.) debt that places any further burden on the property taxpayers in Evanston.
Specific issues facing the City in the near future for debt service costs include the following
items:
 The City’s Sewer Fund is proposing to issue $2.0 million in G.O. debt in 2014. After
2015, a majority of the previous debt obligations from major work done in the 1990s
will end, reducing the Sewer Fund indebtedness.
 Based on the City Council’s preliminary Strategic Planning Process, maintaining and
replacing City facilities, utilities, and streets/sidewalks will be a priority in the coming
years. The City will continue to balance new debt issued with the amount of debt
being retired each year, containing the total debt burden to Evanston tax payers.
 The City plans refinanced $30 million in General Obligation Bonds on December 1,
2013. This refinancing will not extend the duration of the bonds and should result in
interest/principle savings $4 million spread over the next ten years.
Pensions: The 2013 Adopted Tax Levy, which is included in the 2014 Adopted Budget, will
use the 2013 Actuarial Study prepared by Tepfer Consulting Group (TCG) as a basis for
setting funding levels for the Police and Firefighter’s Pension Funds. The 2013 Study
provides for a reduced interest rate assumption from 7.0% to 6.75%. This change would
normally reduce the City’s future projected funding level. However, due to 2012
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performance in each fund, the funded ratios of both the Police and Firefighters Pension
Funds have again increased. A summary table below provides the change in funding from
year to year for these funds.
Police Pension
Fund
Firefighter's Pension
Fund
2014 State Minimum Contribution per PA 96-1945 $6,237,581 $4,533,401
Funded Ratio 49.8% 48.2%
Governmental Accounting Standards Board
Minimum Contribution (GASB) $8,091,526 $6,028,078
n/a
2014 City Recommend Minimum Contribution $8,394,279 $6,341,558
Funded Ratio 47.3% 46.5%
Reduction in Funding by using State Minimum ($2,156,698) ($1,808,157)
Reduction in Funding by using GASB ($302,753) ($313,480)
The City is funding Police and Firefighter pensions at a level that is $3.96 million above the
minimum funding required by State of Illinois statute.
For the 2013 contribution the City Council approved an additional funding amount of
$500,000 above the Actuarial Study recommendation. The 2014 Actuarial Study
recommends a reduction from the 2013 level (when the $500,000 is included) by $35,355
for Police Pension funding and $102,077 for the Firefighter’s Pension funding. During the
2014 Budget review process the City Council approved funding equal to 2013 levels, which
eliminates the proposed reduction in the Actuarial Study as noted in the table below:
Police Pension
Fund
Firefighter's Pension
Fund
2013 Contribution (used in 2012 Tax Levy) $8,109,454 $6,126,383
Funded Ratio 45.6% 45.3%
Additional Council Approved Contribution $284,825 $215,175
Total Contribution $8,394,279 $6,341,558
2014 Actuarial Study Recommendation2014 $8,358,924 $6,239,481
Additional Council Approved Funding $35,355 $102,077
2014 Approved Funding $8,394,279 $6,341,558
Funded Ratio 47.3% 46.5%
Contribution Change $0 $0
Funded Ratio Change 1.7% 1.2%
Senior Services: The “Age-Friendly Evanston” will be underway in 2014. This project
follows the World Health Organization (WHO)’s “Age-Friendly Cities” model to provide a
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system to educate, encourage, promote, and recognize improvements that will make
Evanston more user-friendly not only for senior residents, but for residents of all ages.
This project entails building a task force of residents, collaborating with Northwestern
University’s Buehler Center on Aging to conduct a baseline assessment of the age-
friendliness of Evanston and developing a three-year city wide action plan for ongoing
improvement of “age-friendliness. This is a five year process. An assessment of
boards, committees and commission related to the Senior Services division will be
conducted in 2014 to evaluate efficiencies, performance, compliance, accountability,
and ultimately, setting direction for each. This will ensure members understand their
duties and the needs of the community are being met.
Diverse Communities: The population of Evanston has traditionally been racially and
socio-economically diverse. The 2010 Census shows that Evanston has an African
American population of 18.1%, Latino 9.0%, and Asian 8.6%. City programs and services
need to have greater focus on identifying and serving the needs of these diverse racial
communities. In addition, the City needs to spend additional resources on programs and
partnerships to help struggling families in difficult economic circumstances. Some work has
started with the United Way of Metropolitan Chicago on financial literacy courses and the
City is committed to additional work in this area.
Solid Waste Fund: In FY 2012 the City changed the service delivery model for recycling
and refuse removal. Refuse and yard waste are now removed contractually and recycling is
handled by City staff. This change was done to limit costs in two main areas – equipment
purchases/maintenance and workers compensation/liability costs. The City’s Solid Waste
operations are not currently self-sufficient. The FY 2014 Adopted Budget decreases the
General Fund contribution to the Solid Waste Fund from $1,245,967 to $1,056,000 due to a
$3 increase in the monthly fee for the 95 gallon refuse carts. The FY 2014 fees for Solid
Waste are as follows:
2013 Fee 2014 Adopted Fee
95 gallon Cart Monthly Fee $ 14.95 $ 17.95
65 gallon Cart Monthly Fee $ 7.95 $ 7.95
Yard Waste Cart Annual Fee $ 25.00 $ 25.00
Yard Waste Sticker $ 1.75 $ 1.75
Even with this increase, City fees are substantially below area communities, which
according to Solid Waste Agency of Northern Cook County (SWANCC) average $22 per
month. The following table compares the City’s current and adopted rates with area
communities.
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Municipality
Size Refuse Collection Container Yard Waste Collection Fees
95 Gal 65 Gal Annual Sticker
Oak Park $21.38 $18.10 $122 $2.36
Arlington Hts. $24.55 N/A $125 $2.10
Wilmette $21.63 N/A N/A $2.25
Glenview $16.63 N/A $146 N/A
Sample Avg. $21.00 $18.00 $131 $2.25
Evanston: Current $14.95 $7.95 $25 $1.75
Evanston: Adopted $18.95 $7.95 $25 $1.75
Water Fund: The 2014 Adopted Budget includes a water rate increase of 10%. A detailed
rate review was provided to the City Council on July 22, 2013. This increase will be used to
maintain funding of current capital replacement programs in combination with debt issuance
for selected projects.
2014 CITY COUNCIL GOALS
Through a Strategic Planning initiative in 2013, the City Council is in the process of defining
a consolidated list of goals that will provide a more precise focus for staff and resources.
The FY 2014 Budget includes many programs and initiatives to further the adopted goals of
the City Council. The adopted 2014 City Council Goals are as follows:
 Buildings and Facility Infrastructure
 Water and Sewer Infrastructure
 Street/Sidewalks Infrastructure
 Economic Development
 At Risk Individuals and Families
 Financial Policies
A portion of the projected 2014 General Fund surplus, totaling $300,000, will fund a series of
studies and reviews regarding City infrastructure and facilities through the Capital
Improvement Fund. The General Fund will also transfer $636,500 to the Capital
Improvement Fund in 2014 to be used as a Park and Facilities Contingency Account, which
will be used for emergency repairs and other projects identified in the City’s Strategic Plan.
The Utilities Department will also continue their review of major capital projects as outlined at
the September 30, 2013 Council meeting. Financial Policies included in this budget
document will also be reviewed to confirm or modify existing policies on debt and reserves in
specific City Funds.
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FISCAL YEAR 2014 BUDGET OVERVIEW
GENERAL FUND
The General Fund encompasses the majority of all daily operations as budgeted, excluding
Fleet, Parking, Water, and Sewer services.
General Fund:
FY 2013 FY 2013 FY 2014
FY 2012 Amended Estimated Adopted
Actual Budget Actual Budget
Revenues $78,777,151 $84,523,051 $85,195,619 $89,185,298
Expenditures (Less Surplus Distribution) $81,860,308 $84,520,422 $83,027,723 $87,469,573
Net ($3,083,157) $2,629 $2,167,896 $1,715,725
Transfer to Capital Improvement* $1,250,000 $0 $0 $936,500
Transfer to Fleet Maintenance Fund $0 $0 $600,000 $0
Transfer to Equipment Replacement Fund* $500,000 $0 $0 $0
Transfer to Debt Service Fund $0 $0 $1,000,000 $609,000
Transfer to Insurance Fund* $0 $0 $500,000 $0
Surplus/(Deficit) ($4,833,157) $2,629 $67,896 $170,225
Adjustment to GAAP Basis of Accounting $3,473,475 $0 $0 $0
Adjusted Surplus/(Deficit) ($1,359,682) $2,629 $67,896 $170,225
*General Fund budget was amended on 6/11/12 to include fund balance transfers totaling $1.75M.
$1.25M was transferred to the Capital Improvement Fund and $500,000 was transferred to the
Equipment Replacement Fund.
Fiscal Year 2013 Status: FY 2013 revenues are estimated to perform at approximately
100.8% or $672,568 above budget. Income tax and Real Estate Transfer taxes are
performing above budgeted levels, and building permit revenues have exceeded FY 2013
budget expectations. While Sales Taxes are lagging below budget targets to date, staff
anticipates that fourth quarter sales will boost this revenue source close to budgeted levels.
FY 2013 General Fund operating expenses are estimated to be nearly $1.49 million or
1.77% below budget.
FISCAL YEAR 2014
Staffing/Compensation: The 2014 Adopted Budget includes modest compensation
increases in the form of a merit (non-bargaining)/cost-of-living (bargaining unit) increase of
2.0% and the reinstatement of merit/step increases for non-represented employees. A
majority of City staff are members of one of four bargaining units. The City is currently in
contract negotiations for 2014 with Evanston chapters of the American Federation of State,
County and Municipal Employees (AFSCME), the International Association of Fire Fighters
(IAFF), the local chapter of the Fraternal Order of Police (FOP) Officers, and the FOP
Sergeants.
Additionally, the 2014 budget includes staffing increases of 15.31 full-time equivalents.
Details of these changes can be found in the position control portion of the budget.
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The list of staff position reductions and additions for FY2014 is shown below.
POSITION DEPARTMENT FUND FTE
Cultural Arts Coordinator City Manager's Office General 1
Human Resources Specialist Administrative Services General 1
Customer Service Representative Community Dev. General 1
Victim Advocate Police General 1
Police Sergeant Police General 1
Police Commander Police General 1
Emergency Response Coordinator Health General 0.2
2 PT Youth-Young Adult Outreach Workers Parks/Rec/Comm. Serv. General 1
Preschool Instructor / Rec. Aide Adjustments Parks/Rec/Comm. Serv. General (0.14)
Library Department staffing adjustments Library Library 6.75
Part-Time Clerk Utilities Water 0.5
Safety Specialist Administrative Services Insurance 1
TOTAL ALL FUNDS 15.31
The total staffing level for FY 2014 is 804.78 full-time equivalents, compared to a high level
of 884 in 2006-07. Some of these changes were approved mid-year during 2013, but as
noted above, the General Fund is well under budget and no amendment was required to
affect personnel increases. All of the changes have been made in an effort to continue to
focus efficiency and effectiveness of service delivery.
Balanced Budget: The FY 2014 General Fund Budget is presented as a balanced budget
with a slight surplus of $170,225. In order to balance the budget, the following revenue and
expense changes were included in the Adopted 2014 Budget:
Revenue Amount
Reduce Property Tax Levy for Library Interfund Transfer ($ 250,000)
Interfund Transfer from Library Fund for Administrative
Services and Liability $ 250,000
Increase Building Permit Fee by $1.50 per $1,000 for permits
up to $1,000,000 and $2.50 per $1,000 for permits over
$1,000,000
$ 450,000
Increase Real Estate Transfer Tax Projection $ 270,000
Increase Liquor Tax Projection $ 75,000
Increase Electric Utility Tax Projection $ 70,000
Youth Organization Umbrella (YOU) Grant $ 40,000
Increase Interfund Transfers to General Fund by 3% $ 225,000
Total Revenue Adjustments $ 1,130,000
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Expense Amount
Reduce Interfund Transfer to Solid Waste Fund $ (190,000)
Additional Support to Mental Health Board / Community
Purchased Services $ 114,460
Additional Support for Summer Youth Employment $ 30,000
Citywide Salary Savings (1.0%) $ (600,000)
Elimination of Human Resource Contractor $ (133,500)
Addition of Human Resource Specialist $ 123,549
Increase for Activities at the School-Based Health Clinic at
ETHS $ 9,000
Addition of 2 YOU Grant Funded Outreach Workers $ 42,368
Addition of 2 Recreation Instructors at 28 Hours per Week $ 2,000
Replace 0.5 FTE Rec Aide and 0.5 FTE Preschool Instructor
with 1 FTE Preschool Rec Aide $ 11,357
Total Expense Adjustments $ (590,766)
In addition to the General Fund adjustments listed above, the Community Development
Department is anticipating a $2,770,000 increase in permits and associated revenues for
2014. Of this number, approximately half is considered on-going revenue while the other
half should be used to off-set one-time expenses as per the Council’s policy. Staff has
planned for several one-time expenses to be funded from the anticipated $1,385,000 in one-
time revenue. The remaining items, totaling $609,000, will be funded from the available
fund balance in the General Fund. A complete listing of the one-time General Fund
expenses to be funded in 2014 is provided in the table below:
One-Time Expenses
Kubota r400 Vehicle (Snow and Sidewalk) $ 100,000
Dutch Elm Tree Inoculations $ 200,000
Bike Racks $ 50,000
Automated Stretcher Lift Device $ 40,000
Tree Planting $ 58,500
Transfer to Debt Service Fund $ 609,000
Transfer to Capital Improvement Fund (Parks
and Facilities Contingency) $ 636,500
Transfer to Capital Improvement Fund
(Strategic Plan Studies) $ 300,000
TOTAL $ 1,994,000
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The combination of revenue increases and expenditure decreases creates a projected
budget surplus for 2014 of $170,225.
GENERAL FUND REVENUES: In previous years, during Council deliberations questions
have come up regarding brief explanations of changes in the revenues from year to year.
The table below shows a listing of taxes/revenues that are projected to change, and some of
the reasons for these changes.
REVENUE FY 13
Budget
FY 14
Budget Difference Reason
PRIOR YEAR'S
TAXES 200,000 240,000 40,000
Prior year's taxes represent 2% of tax
levy. 2014 projection is based on 2% and
historical collections. In the past few years
the City has collected lower percentages
of total tax bills and it is likely that we will
have an increase in payments after the
fact from these years.
STATE USE TAX 1,176,879 1,241,753 64,874
Per the IL Municipal League, 2013 (May-
Apr) Use Tax rate was $15.92 per capita.
IML forecasts an increase to $16.70 for
2014.
SALES TAX - BASIC 9,291,000 9,650,000 359,000
Per State of IL - pent up demand for retail
sales has been exhausted and the
expiration of the payroll tax is expected to
slow growth in 2013. National retail sales
are expected to increase by 2.4% in 2014.
2014 assumes an increase of 2.4% in
comparison to 2013.
SALES TAX - HOME
RULE 5,861,800 6,100,000 238,200
Per State of IL - National retail sales are
expected to increase by 2.4% in 2014.
2014 assumes an increase of 2.4% in
comparison to 2013.
ATHLETIC
CONTEST TAX 760,000 800,000 40,000
One time annual payment from NU
received in January / February. Revenue
is dependent upon ticket sales for
sporting events. 2013 schedule included
7 home games including versus Michigan
and Ohio State. 2014 schedule currently
has 6 home games, including Michigan
with 3 weeks listed as TBA. Estimate is
based on recent revenue trends.
STATE INCOME TAX 6,322,645 7,076,170 753,525
Per IML, 2013 (May-Apr) Income Tax rate
was $90.12 per capita, which was a
10.7% increase compared to prior year.
IML forecasts an additional 5.9% increase
for 2014, but offers more conservative
scenarios of 3.65%, 4.3%, and 5.4%
growth. 5.4% growth is projected.
Population is 74,486 per 2010 census.
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REVENUE FY 13
Budget
FY 14
Budget Difference Reason
ELECTRIC UTILITY
TAX 3,069,806 3,070,000 194
Electric Utility Tax revenue is dependent
upon weather conditions, particularly
use of air conditioning. 2013 YTD
revenue is 48% of budget. Relatively
mild summer to date may have impacted
revenue. Per State of IL - 2013 and
2014 electricity revenue is forecasted to
remain flat.
NATURAL GAS
UTILITY 1,400,000 1,200,000 (200,000)
Tax on gross receipts for natural gas
usage. Per State of IL - 2014 Natural
Gas tax will decrease by about 4% due
to mild weather forecasts. FY2012
revenue closed 35% below budget, but
YTD 2013 collections are $136K higher
than prior year. Projections assume
2013 and 2014 collections will be 3%
higher compared to 2012.
CIGARETTE TAX 485,000 300,000 (185,000)
Per State of IL - Cigarette taxes have
remained relatively flat since 2010. City
collections for 2012 were down
significantly (over 50%) from prior years.
This would indicate that smokers may
be purchasing cigarettes in other
municipalities to avoid Evanston tax
rates. Flat projection in 2013 and 2014.
EVANSTON MOTOR
FUEL 707,667 610,000 (97,667)
2013 YTD motor fuel revenues are
similar to prior year. State of IL
forecasts motor fuel sales to decrease
1% in 2013 and another 3.5% in 2014.
LIQUOR TAX 2,350,000 2,375,000 25,000
Per State of IL - Liquor tax is relatively
stable despite economic/business cycle
fluctuations. YTD collections are similar
to prior year. Slight growth from 2012
actuals projected in 2013 and 2014.
PARKING TAX 2,200,000 2,350,000 150,000
Parking tax revenue has been relatively
stable since FY10-11 and is on pace to
match 2012 revenue in 2013. Flat
projection for 2014
PERSONAL
PROPERTY
REAPLACEMENT
TAX
591,600 552,000 (39,600)
Per IML, 2013 PPRT receipts were
down .9%. 2014 projection is 3.3%
higher than prior year per IML. Actual
revenue is based on amount dedicated
to Police and Fire pension funds.
REAL ESTATE
TRANSFER TAX 2,100,000 2,875,000 775,000
Per State of IL - Sales of single family
homes grew 10% in 2012 and are
projected to grow by 9.8% in 2013 and
8.9% in 2014. RETT topped out at
approximately $4.0 million in previous
years so the projection is still well below
that previous high.
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REVENUE FY 13
Budget
FY 14
Budget Difference Reason
VEHICLE LICENSES 2,600,000 2,700,000 100,000
Vehicle licenses are relatively stable
each year. Majority of revenue is
collected in Nov/Dec. FY12 actuals are
used for 2013 estimate and 2014
projection. ALPR system will increase
compliance for chronic scofflaws.
TOTALS $39,116,397 $41,139,923 $2,023,526
OTHER FUNDS
The City budget includes information on many other funds, which account for all other
activities accomplished each year. Each fund is summarized in the Executive Summary
immediately after this transmittal letter.
CONCLUSION
In closing, I would like to thank Assistant City Manager/Chief Financial Officer Martin
Lyons for his leadership of the Budget Team and his efforts to produce a responsible
budget which strives to address City needs within the scope of our available resources.
I would also like to thank the members of the Budget Team, including Finance Manager
Louis Gergits, Senior Management Analyst Brandon Dieter, Management Analyst
Ashley Porta, and Accounting Manager Hitesh Desai for their research, analysis, and
diligent efforts in the development of the annual budget. I would also like to thank the
Department Directors and their respective staff for their assistance in helping to find
solutions to this year’s budgetary challenges.
Sincerely,
Wally Bobkiewicz
City Manager
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FY 2014 	FY 2014
INITIAL 	REVISED
GENERAL FUND - PROPOSED REVENUE ADJUSTMENTS (ON-GOING) 	ADJUSTMENTS 	ADJUSTMENTS
GENERAL FUND BUDGET ADJUSTMENTS - REVENUES
Citywide
Reduce Property Tax Levy for Library Interfund Transfer 	- 	(250,000)
Interfund Transfer from Library Fund for Administrative Services 	- 	250,000
Increase Building Permit Fee 	300,000 	450,000
Youth Organization Umbrella (YOU) Grant 	40,000 	40,000
Increase Interfund Transfers to General Fund by 3% 	225,000 	225,000
Increase Real Estate Transfer Tax Revenue Projection 	- 	270,000
Increase Liquor Tax Projection 	- 	75,000
Increase Electric Utility Tax Projection 	- 	70,000
SUBTOTAL REVENUE ADJUSTMENTS 	565,000	$ 	1,130,000
FY 2014 	FY 2014
INITIAL 	REVISED
GENERAL FUND - PROPOSED EXPENSE ADJUSTMENTS (ON-GOING) 	ADJUSTMENTS 	ADJUSTMENTS
Citywide
Reduce Interfund Transfer to Solid Waste Fund 	(450,000) 	(190,000)
Additional Support to Mental Health Board / Community Purchased Services 	- 	114,460
Additional Support for Summer Youth Employment 	- 	30,000
Citywide Salary Savings 	(300,000) 	(600,000)
Subtotal Citywide 	(750,000)	$ 	(645,540)
Department Reduction Detail
Administrative Services
Elimination of Human Resource Contractor 	(133,500) 	(133,500)
Addition of Human Resource Specialist 	123,549 	123,549
Subtotal Administrative Services 	(9,951)	$ 	(9,951)
Police
Scheduled Computer Purchases per Replacement Plan 	30,000 	-
Increase to Police Training 	33,800 	-
Subtotal Police 	63,800	$ 	-
Health
Increase for Activities at the School-Based Health Clinic at ETHS 	9,000 	9,000
Subtotal Health 	9,000	$ 	9,000
Parks, Recreation and Community Services
Addition of 2 YOU Grant Funded Outreach Workers 	42,368 	42,368
Addition of 2 Recreation Instructors at 28 Hours per Week 	26,068 	2,000
Replace 0.5 FTE Rec Aide and 0.5 FTE Preschool Instructor with 1 FTE Preschool Rec Aide 	11,357 	11,357
Subtotal Parks, Recreation and Community Services 	79,793	$ 	55,725
TOTAL GENERAL FUND EXPENSE ADJUSTMENTS 	(607,358)	$ 	(590,766)	$
FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
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FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
FY 2014 	FY 2014
INITIAL 	REVISED
GENERAL FUND - PROPOSED ONE-TIME REVENUE ADJUSTMENTS 	ADJUSTMENTS 	ADJUSTMENTS
Citywide
One-Time Building Permit Revenue from Northwestern Construction Projects 	1,385,000 	1,385,000
Subtotal - Citywide One-Time Revenue Adjustments 	1,385,000	$ 	1,385,000
FY 2014 	FY 2014
INITIAL 	REVISED
GENERAL FUND - PROPOSED ONE-TIME EXPENSE ADJUSTMENTS 	ADJUSTMENTS 	ADJUSTMENTS
Citywide
Kubota r400 Vehicle 	100,000 	100,000
ACCELA System Update 	100,000 	-
Equipment Replacement Fund Transfer 	170,000 	-
Dutch Elm Tree Inoculations 	200,000 	200,000
Bike Racks 	100,000 	50,000
Fire Department - 12 Mobile Computers 	46,000 	-
Automated Stretcher Lift Device 	40,000 	40,000
Tree Planting 	58,500 	58,500
Mobile City Hall Vehicle 	150,000 	-
Forestry Technology 	100,000 	-
Information Technology Purchases 	320,500 	-
Transfer to Debt Service Fund (2014 Debt Service Payment) 	- 	609,000
Transfer to Capital Improvement Fund (Project Contingency - Parks and Facilities) 	- 	636,500
Transfer to Capital Improvement Fund (Strategic Plan Studies) 	- 	300,000
Subtotal One-Time Expenses 	1,385,000	$ 	1,994,000	$
Total Projected Revenues Before Adjustments (General Fund) 	86,670,298 	86,670,298
Total Revenue Adjustments - On-Going 	565,000 	1,130,000
Total Revenue Adjustments - One-Time 	1,385,000 	1,385,000
Total Projected Revenues After Adjustments (General Fund) 	88,620,298	$ 	89,185,298	$
Total Projected Expenditures Before Adjustments (General Fund) 	87,611,839 	87,611,839
Total Expenditure Adjustments - On-Going 	(607,358) 	(590,766)
Total Expenditure Adjustments - One-Time 	1,385,000 	1,994,000
Total Projected Expenditures After Adjustments (General Fund) 	88,389,481	$ 	89,015,073	$
Net Surplus / (Deficit) After Adjustments (General Fund) 	230,817	$ 	170,225	$
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FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
FY 2014 	FY 2014
INITIAL 	REVISED
OTHER FUNDS - PROPOSED REVENUE ADJUSTMENTS 	ADJUSTMENTS 	ADJUSTMENTS
Solid Waste
Increase Refuse Cart Fees 	800,000 	380,000
Reduce Transfer from General Fund 	(450,000) 	(190,000)
Increase Yard Waste Subscription Fee 	100,000 	-
Subtotal - Solid Waste 	450,000	$ 	190,000
TOTAL REVENUE ADJUSTMENTS (Other Funds) 	450,000	$ 	190,000
FY 2014 	FY 2014
INITIAL 	REVISED
OTHER FUNDS - PROPOSED EXPENSE ADJUSTMENTS 	ADJUSTMENTS 	ADJUSTMENTS
Library Fund
Interfund Transfer to General Fund for Administrative Services 	- 	250,000
Subtotal - Library Fund 	-	$ 	250,000	$
Water Fund
Addition of Permanent Part-Time Clerk II Position 	20,000 	20,000
Subtotal Water Fund 	20,000	$ 	20,000
Insurance Fund
Addition of Safety Specialist at 1 FTE 	122,908 	122,908
Reduced Worker's Compensation Expenses Anticipated from Safety Specialist 	(100,000) 	(100,000)
Reduction for TPA Service Charges 	(25,000) 	(25,000)
Subtotal Insurance Fund 	(2,092)	$ 	(2,092)
TOTAL EXPENSE Adjustments (Other Funds) 	17,908	$ 	267,908	$
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City of Evanston
FY 2014 Adopted Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles along Lake Michigan’s
picturesque western shoreline. The City’s eight square miles include residential
neighborhoods encircling thoughtfully-planned business districts and
recreational facilities. On-going development of both residential and
commercial properties has brought the City of Evanston a cosmopolitan flavor
while retaining a close-knit suburban atmosphere.
Evanston boasts a diverse populace in terms of religious, racial, educational, and
economic composition. Interspersed throughout the community are over 260
acres of parks. This includes over 30 tennis courts, five public swimming
beaches, athletic fields, bicycling and jogging trails, and an indoor ice-skating
facility.
The City of Evanston operates under the Council-Manager form of government.
The non-partisan legislative component is comprised of ten elected officials
consisting of a Mayor and nine Ward Aldermen. Through the Council-Manager
form of government, elected officials create policy and direct the City Manager to
implement the plan. This places the responsibility for day-to-day provision of
services on a professional manager and staff.
II. Budget Summary
The total operating budget for FY 2014 is $254,627,610 for all budgeted funds,
including inter-fund transfers. This represents an increase of $692,354 as
compared to the amended FY 2013 Budget. The major change in the FY 2014
budget in comparison to FY 2013 is the creation of one additional fund
associated with the Evanston Library. The Library Debt Service Fund will
account for all Evanston Library debt service activities.
III. Fiscal Considerations
The City continues to take a guarded approach to budgeting its revenues and
expenditures for FY 2014 due to continuing uncertainty relative to the prevailing
economic climate, the State of Illinois, and the Federal Government. As a result,
the focus of the FY 2014 budget will be to continue services at current levels,
while the City reviews long term costs associated with facilities, infrastructure,
and debt.
Revenues across all funds are projected to decrease by approximately 0.01% in
comparison to FY 2013. FY 2014 General Fund revenues are projected to
increase over the prior year by 5.51%. The 2013 tax levy, receivable in 2014
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was adopted with several changes compared to the levy received in 2013. The
table below provides a comparison of the current and adopted levy by fund:
2012 	2013 	VARIANCE 	PERCENT
ADOPTED 	ADOPTED 	INCREASE / 	INCREASE /
LEVY 	LEVY 	(DECREASE) (DECREASE)
GENERAL FUND OPERATING 	9,578,882	$ 	9,388,452	$ 	(190,430)	$ 	-1.99%
GENERAL FUND - IMRF PENSION 	2,702,504	$ 	2,642,934	$ 	(59,570)	$ 	-2.20%
TOTAL GENERAL FUND 	12,281,386	$ 	12,031,386	$ 	(250,000)	$ 	-2.04%
LIBRARY FUND 	4,253,214	$ 	5,032,097	$ 	778,883	$ 	18.31%
LIBRARY - DEBT SERVICE FUND 	-	$ 	748,178	$ 	748,178	$ 	N/A
TOTAL - LIBRARY FUNDS 	4,253,214	$ 	5,780,275	$ 	1,527,061	$ 	35.90%
FIRE PENSION FUND 	6,061,575	$ 	6,061,575	$ 	-	$ 	0.00%
POLICE PENSION FUND 	8,069,325	$ 	8,069,325	$ 	-	$ 	0.00%
DEBT SERVICE FUND 	11,798,019	$ 	11,049,841	$ 	(748,178)	$ 	-6.34%
TOTAL - ALL CITY FUNDS 	42,463,519	$ 	42,992,402	$ 	528,883	$ 	1.25%
 The General Fund has no increase in the operating tax levy.
 The Police and Firefighter Pension Funds have been changed according
to the 2013 Actuarial Study as jointly recommended by the City Treasurer,
Police Pension Board, and Firefighter Pension Board.
 The Debt Service Levy is changing from previous schedules due to three
factors:
o Normal issuance and retirement of bonds in 2013.
o Refinancing of $30 million in 2004 and 2005 General Obligation
Bonds will lower the 2013 Levy to offset a large increase from the
2006 and 2007 bond issues which begin paying higher principle this
year.
o Creation of the Library Debt Fund, which allocates the remaining
General Obligation Debt for the Main Library.
 The Library Operating Levy has increased to cover increased costs
associated with staff and longer hours at the Library North and South
Branch, as well as providing more resources for Library activities at City
Community Centers.
 The Library Board has approved the creation of a Library Capital
Improvements Levy. This Levy will not appear on the tax bill in 2014, but
is recommended to be segregated into a fund for future capital
improvements to Library facilities.
 The Library Debt Fund will receive a portion of the Debt Service Fund
Levy equal to the remaining debt service associated with the Main Library.
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IV. General Fund
Expenditures
The FY 2014 Adopted Budget includes modest increases to personnel costs as a
result of union contracts. There is also a 2% increase included for non-union
personnel. The FY 2013 adopted budget served as the baseline for non-
personnel Departmental expenditure budgets in 2014. Departments were asked
to review their non-personnel budgets and submit an exception report in the
event the budget provided was insufficient to meet projected departmental
expenditures for the FY 2014 budget period.
In some cases, departments were able to meet this request. However, in many
instances, departments requested additional funding to meet strategic goals and
maintain service levels in the face of increased prices for raw materials. The
Budget Team and City Administration reviewed these requests and provided
opportunities for departmental cooperation, needs assessments, and
prioritization.
Revenues
The General Fund depends upon a variety of revenue sources to fund its
services. Many of these revenues are subject to fluctuations based on the
economy, although demands and costs for government services typically either
remain constant or increase. The summary of revenues below is a budget to
budget comparison. The transmittal letter of this document includes a budget to
actual comparison.
1. Property Tax:
The General Fund portion of the levy is will be reduced by $250,000 or
approximately 2.07% in FY 2014 to $12,031,386. It should be noted that
in FY 2013 a portion of the General Fund property tax levy was allocated
to the newly created Library Fund. This allocation will continue in FY 2014
along with an additional General Fund property tax levy allocation for the
Library Debt Service Fund. For FY 2014, the combined amount to be
allocated to the Library Funds will be $5,751,517.
2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$9,690,000, which represents an approximate increase of 4.29% in
comparison to the FY 2013 budget. This revenue will increase or
decrease based on the dollar amount of purchased tangible merchandise
within the City. The anticipated increase is based on the projections
provided by the State of Illinois budget office and have been adjusted to
account for increased sales as a result of a full year of Trader Joe’s store
operations in Evanston, which opened in September, 2013.
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3. Home Rule Sales Tax:
For FY 2014, this General Fund revenue is budgeted at $6,100,000, which
is a 4.06% increase in comparison to the FY 2013 budget. The year-end
estimate for FY 2013 Home Rule Sales Tax revenue is projected at
$5,861,800. This tax is not assessed on food, prescription medication, or
registered/titled property purchases (i.e., vehicles) so it is often less than
the local share of the retailers’ occupation tax.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue
budgeted for FY 2014 is $7,076,170, representing an 11.92% increase
from FY 2013. This revenue is collected by the State of Illinois and the
amount distributed to Illinois municipalities is dependent upon population
size.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas
distribution and consumption, and telecommunications taxes. For FY
2014, these taxes are budgeted at $8,150,000, which represents a 3.46%
decrease compared to FY 2013 budget.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is budgeted to increase by approximately
$775,000 or 36.9% in comparison to the FY 2013 budget; the projected
FY 2014 revenue is $2,875,000. Staff anticipates FY 2013 real estate
transfer tax revenues will exceed budget and expects this trend to
continue in FY 2014.
7. Vehicle Licenses:
This revenue source is considered to be relatively insulated from
economic fluctuations as it is based on the number of vehicles registered
within the City. For FY 2014, the revenue projection for vehicle licenses is
$2,700,000, which represents a 3.85% increase from the FY 2013 budget.
This revenue projection is based on trend data from prior years.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are
expected to generate $9,922,280, which represents a 45.5% increase in
comparison to FY 2013. There are several revenue sources which
comprise the licenses, permit and fee category including building permits,
liquor licenses and the cable franchise fee. The projected increase is
primarily related to increases in Building Permits and related revenue
sources.
9. Fines and Forfeitures:
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Parking tickets, regular, and other fine revenues are budgeted to be
$4,366,022 in FY 2014, which represents no change in comparison to the
FY 2013 budget for these items. This projection is based on relatively
stable revenue collections for fines and forfeitures in recent years.
10. Charges for Services
This category consists of many revenue sources, the largest of which
relates to recreation and ambulance service fees. Charges for services
are projected to generate $7,936,754 in FY 2014, which is a 0.41%
increase over FY 2013. No rate changes to the above listed categories
are anticipated in 2014.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and
Federal governments. For FY 2014, the revenue is projected to be
$721,272, which represents a 8.33% decrease from FY 2013. The
majority of the City’s grant funding is located in grant-specific funds
outside of the General Fund.
V. Other Funds
Library Fund
The Library Fund was created as part of the FY 2013 budget and accounts for all
revenues and expenditures associated with the operation of the Evanston Public
Library. The Evanston Public Library promotes the development of independent,
self-confident, and literate citizens through the provision of open access to
cultural, intellectual, and informational resources for all ages. FY 2014 revenues
for the Library Fund are projected to be $5,866,339 and expenditures are
budgeted at $5,912,974. The Adopted Budget as presented has been approved
by the Library Board and the City Council.
Library Debt Service Fund
The Library Debt Service Fund was to be created as part of the FY 2014 Budget.
This fund accounts for all debt service activities associated with the Evanston
Public Library. FY 2014 revenues for the Library Debt Service Fund are
projected to be $749,178 and expenditures are budgeted at $748,178.
Homelessness Prevention and Rapid Re-Housing Program
This fund was created to provide services and direct assistance to those qualified
individuals who were homeless or were at risk of becoming homeless. This
program helped individuals regain stability and during the 3-year grant period 150
people in 86 households were provided homeless prevention services and 88
people in 69 households were provided re-housing services. The HPRP grant
was 100% expended and closed in FY 2013. The HPRP Fund has been
included in the FY 2014 Budget presentation for historical tracking purposes.
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Neighborhood Stabilization Program 2 Fund
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American
Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have
been negatively impacted by high numbers of foreclosed and vacant homes. The
City's NSP2 grant of $18.15 million must be expended by February 2014.
Awarded in early 2010, the City estimates spending approximately $458,044 in
FY 2014, which represents a decrease of 88.59% in comparison to prior year.
This decrease is due to anticipation of drawdown of all of the City’s NSP2 funds
prior to the February 2014 deadline.
Motor Fuel Tax Fund
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and
signal upgrade projects. The funds are authorized by the Illinois Department of
Transportation and are appropriated as part of the City’s share of the gasoline
tax. Motor Fuel Tax Fund spending is budgeted at $2,233,000 in FY 2014.
Emergency Telephone System Fund
Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and
a share of the State of Illinois wireless surcharge. FY 2014 revenues for the fund
are budgeted at $958,600, while expenditures for 2014 total $1,412,197.
Special Service Area (SSA) #4
This accounts for services such as promotion, advertisement, and other public
services of the territory as managed by Downtown Evanston, an Illinois not-for-
profit corporation. Each fall, Downtown Evanston submits a budget for approval
to the City Council. However, because assessed property value was not
available in final form as of the date of this document, the Special Service Area
and Downtown Evanston budgets remain estimated until a final tax levy can be
calculated. The FY 2014 revenues and expenditures budgeted for the SSA #4
Fund are projected to be $370,000.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The expenditure amount estimated for FY 2014 is $1,738,088, a
$346,012 decrease in comparison to FY 2013. This decrease is directly related to
additional funds provided by the Housing and Urban Development Department.
CDBG Loan Fund
The CDBG Loan Fund is a revolving loan fund. The purpose of the fund is to
provide residential rehabilitation loans for income eligible 1- to 3-unit owner-
occupied residential properties and multi-family rental properties that are
occupied by income eligible households under HUD regulations. FY 2014
expenditures total is $20,000.
Economic Development Fund
Revenues for this fund are primarily generated from locally administered hotel
and amusement taxes. The City uses these funds to stimulate economic
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development according to the City’s strategic economic development plan.
Expenditures for the Economic Development Fund are budgeted to be
$3,294,413 for FY 2014, a $926,810 or 39.15% increase in comparison to FY
2013. This increase is primarily due to expenditures related to the Gigabit
Challenge grant from the State of Illinois totaling $1 million.
Neighborhood Improvement Fund
This fund was created to track revenues and expenses associated with
development agreements in specific areas throughout the community. Revenues
for this fund are created through sales tax revenue sharing and expenses are
used for neighborhood improvements surrounding the originally developed
commercial property. Program expenses are budgeted at $50,000 in FY 2014,
which is equivalent to the FY 2013 budget. These expenses are associated with
the Main Street Commons / KAPSUM agreement.
HOME Fund
The HOME Fund is a federally-funded program designed to meet the needs of
moderate to low income residents in finding affordable housing. The HOME
Fund’s FY 2014 budgeted expenditures are $700,336 or $97,064 less than FY
2013.
Affordable Housing Fund
The Fund seeks to support housing related programs as adopted by the City
Council. The FY 2014 budget is $263,990, a $33,800 decrease in comparison to
FY 2013.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Debt Fund are budgeted to be
$5,988,782 for FY 2014, a decrease of $2,707,944 compared to FY 2013. The
major expenses in this fund are the payment of debt service for parking facilities,
capital projects, and economic development activities.
Special Service Area #5 Fund
Adopted by the City Council on June 27, 1994, Special Service Area #5 overlays
the City of Evanston’s downtown business district. The FY 2014 budget for this
fund is $436,605 of debt service costs, which represents a $17,789 increase from
FY 2013.
Southwest II (Howard-Hartrey) TIF Debt Service Fund
Also known as the Howard-Hartrey TIF, the district consists of a 23-acre site
located at 2201 Howard Street. The FY 2014 budget for this fund is $3,868,488
and includes $500,000 in capital improvements and a $2.5 million for economic
development projects.
Southwest TIF 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
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FY 2014 are $777,939 which is $168,439 above FY 2013. For FY 2014, $29,500
is budgeted as a transfer to the General Fund, with the remaining $748,439 is
budgeted for economic development projects.
Debt Service Fund
The 2013 tax year levy, to be filed with Cook County in December 2013, has
been budgeted as revenue for the FY 2014. Budgeted expenditures in this fund
primarily consist of general obligation debt not paid (and therefore abated)
elsewhere, such as in tax incremental financing districts and enterprise funds.
The total Debt Service Fund budget for FY 2014 is $13,933,114.
Howard-Ridge Tax Increment Finance District Fund
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District
on January 26, 2004. The TIF district is generally bounded on the north by
various parcels that front Howard Street and Chicago Avenue, on the east by the
City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line,
on the south by City boundaries and on the west by Ridge Avenue. The TIF
district contains mixed residential uses, retail/commercial properties, and
institutional uses. Expenditures budgeted for FY 2014 total $405,500, with a
significant portion of this amount budgeted for developer agreement payments.
West Evanston Tax Increment Finance District Fund
The City Council adopted the West Evanston Tax Increment Finance (TIF)
District in September 2005. The West Evanston TIF district collected its first tax
increment in FY 2007-08. Expenses for FY 2014 are budgeted at $165,000 and
are primarily related to economic development and capital projects.
Dempster-Dodge Tax Increment Finance District Fund
The City Council approved the creation of the Dempster-Dodge Tax Increment
Financing (TIF) District on June 25, 2013. The Dempster-Dodge TIF District area
is comprised of a single parcel. This parcel is a shopping center located at the
southwest corner of the intersection of Dempster Street and Dodge Avenue.
This fund not have any expenses budgeted for FY 2014.
Capital Improvement Fund
The Capital Improvement Fund accounts for all capital outlay expenditures not
included in other funds as outlined in the Capital Improvement Plan (CIP).
Expenditures in the fund are budgeted at $18,410,016, which is an increase of
$4,834,665 in comparison to FY 2013. The increase is attributable to higher
capital project activity in 2014.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2014 total
$670,848, which represents a decrease of $7,812 compared to FY 2013. The
majority of this decrease is attributable to fewer capital improvement projects
scheduled in the fund for FY 2014.
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Parking Fund
All parking revenue sources, including lots, meters, and garages are combined
into this fund for ease of tracking and comparison. Operations include the
Sherman Plaza garage, the Maple Avenue parking structure, and the entire
municipal parking system. FY 2014 budgeted expenses total $15,894,333, an
increase of $874,350.
Water Fund
The Water Fund has budgeted FY 2014 expenses totaling $23,989,734, which
represents an increase of $2,747,555 in comparison to FY 2013. This increase
is primarily due to capital improvements scheduled in the fund, which are
budgeted at $10,170,000 in FY 2014 and include main replacements and
improvements to the Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2014 expenses totaling $16,279,120, which
represents a $2,986,968 decrease compared to FY 2013. The Sewer Fund
includes $3,225,000 worth of capital improvements and $9,994,260 in debt
service.
Solid Waste Fund
This fund was created in FY 2012 and tracks revenues and expenses associated
with the City’s refuse, recycling, and yard-waste collection services. The FY
2014 budget for Solid Waste operations is projected at $5,309,082. Staff
anticipates the fund will close FY 2014 with a surplus totaling $370,918.
Fleet Services Fund
Budgeted expenditures for FY 2014 total $3,578,147, a $69,082 increase in
comparison to FY 2013. Fleet Services Fund is responsible for the maintenance
and repair of the City’s fleet; the Equipment Replacement Fund is responsible for
the purchase of vehicles and equipment.
Equipment Replacement Fund
This fund is responsible for costs associated with purchases of City vehicles and
equipment. Revenues for the fund are provided primarily from transfers from
other funds. FY 2014 expenditures budgeted for the fund total $2,744,000.
Insurance Fund
Budgeted expenditures for FY 2014 total $18,067,284. In FY 2009-10, the City
joined the Intergovernmental Personal Benefits Cooperative (IPBC), a group of
50 local jurisdictions that jointly purchase health insurance coverage in order to
reduce overall risk to any one participant. The City self-insures a large majority
of liability insurance claims in this fund, with a self-insured retention set at
$1,250,000.
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Fire Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Fire Pension Fund as prescribed in 40 ILCS 5/4-
101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2014
are budgeted at $7,718,825.
Police Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Police Pension Fund as prescribed in 40 ILCS
5/3-101 of the Illinois Revised Statutes. The Police Pension Fund expenditures
for FY 2014 are budgeted at $10,174,500.
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PART II
CHARTS & SUMMARIES
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City of Evanston, Illinois
Organization Chart
Residents
Mayor
City Council
City Clerk
Police
Fire
Community
Development
Public Works
Health
Utilities
Parks, Recreation
& Community
Services
Law
Administrative
Services
City Manager
Assistant City
Manager / CFO
Deputy City
Manager
Boards and
Commissions
Library
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General Information
Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. 	The City is governed by a Council-Manager form of government, which includes a
Mayor and nine ward-elected Aldermen. The City provides a wide variety of services, including
fire protection, law enforcement, water and sewer utilities, health and human services,
recreation, public works, libraries, and community development.
The City of Evanston’s eight square miles include over 33,000 housing units for an estimated
74,486 residents. 	Evanston also hosts a top tier institution of higher learning, Northwestern
University. 	In addition, the City is home to several other international and national non-profit
and philanthropic organizations.
By combining a high quality of life and close proximity to the City of Chicago and Lake Michigan,
Evanston continues to be a highly desirable residential community. 	The quality of Evanston’s
earliest neighborhoods has been preserved and enhanced by foresight in planning and zoning.
Due to cultural opportunities and flourishing commercial districts, the City of Evanston is
increasingly a destination for business and pleasure alike, rather than a purely residential
community.
Date of Incorporation 	1863 	Library Services
Library Facilities 	3
Form of Government 	Council – Manager 	Number of Books / Materials 	477,645
Number of Registered Borrowers 	59,204
Geographic Location 	On Lake Michigan 	Annual Circulation 	1,011,064
Immediately north
of Chicago
Recreation Facilities
Population (2011 Census Estimate) 	74,785 	Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 	265
Number of Households (2010 Census
Estimate)
29,106 	Number of Public Swimming Beaches 	5
Number of Housing Units (2009 Census
Estimate)
33,335 	Municipal Parking Utility
Number of Parking Meters 	2,300
Equalized Assessed Valuation (2012) 	$2,514,621,552 	Number of Parking Lots 	35
Capacity of Parking Lots 	1,919
Per Capita Income (2010 Census
Estimate)
$42,925 	Metered Spaces 	686
Space Rentals and Free Spaces 	1,233
Municipal Services and Facilities 	Capacity of Parking Garages 	3,283
Miles of Streets 	147 	Number of Parking Garages 	3
Miles of Alleys 	76
Miles of Sewers 	208 	Municipal Water Utility
Number of Street Lights 	5,641 	Total Population Serviced 	359,357
Northwest Water Commission 	221,597
Fire Protection 	Evanston 	77,857
Number of Firefighters (2010) 	107 	Skokie 	63,400
Number of Stations 	5 	Miles of Water Mains 	157.5
Number of Fire Hydrants 	1,385 	Filtration Plant Rated Daily Capacity (gallons) 	108,000,000
I.S.O. Rating 	Class 3 	Rated Daily Pumping Capacity (gallons) 	147,000,000
Police Protection 	Average Daily Pumpage (gallons) 	40,300,000
Number of Sworn Officers (2010) 	160
Number of School Crossing Guards 	49
Number of Parking Enforcement Officers 	11
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DATE 	TIME 	ACTIVITY
Monday, August 12, 2013 	7PM* 	Presentation of FY 2014 Budget Calendar
Mid-Year 2013 Budget Review
Monday, September 16, 2013 	7PM 	Human Services Committee
Township, Harley Clark Mansion,
and Downtown Evanston Arts Center
Wednesday September 18, 2013 	7PM 	Citizen Budget Input Session
Monday September 30, 2013 	6:15 PM 	City Council Goal Setting
Friday, October 11, 2013 	5PM 	Proposed Budget to City Council
Monday, October 21, 2013 	7PM* 	City Council Budget Discussion
Saturday, October 26, 2013 	9AM* 	City Council Capital Tour
Tuesday, November 5, 2013 	6:15 PM 	City Council Goal Setting
Monday, November 11, 2013 	7PM* 	Public Hearing - Truth in Taxation
Public Hearing - FY 2014 Proposed Budget
Preliminary Tax Levy Estimate
Monday, November 18, 2013 	7PM 	City Council Budget Discussion
Monday, November 25, 2013 	7PM* 	Budget Adoption
Monday, December 9, 2013 	7PM* 	Tax Levy Adoption & Tax Levy Abatement
City of Evanston
City Council Budget Calendar
Fiscal Year 2014
Rosh Hashanah is September 4 th through 6 th
. Yom Kippur is September 13 th and 14 th
.
Columbus Day is October 14 th
. Thanksgiving is November 28 th
.
* Meeting Times are Approximate
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City of Evanston
Budgetary Process
Summary of Proceedings:
The City’s fiscal year begins on January 1. The City Manager submits to the City Council a proposed operating
budget in October for the fiscal year commencing the following January 1. The operating budget includes
proposed expenditures and the means of financing those expenditures. The City Council holds public hearings
and then may modify the budget prior to adoption.
The City Manager is authorized to transfer budgeted amounts between departments and within any fund (such as
the General Fund); however, any revisions that alter the total expenditures of any fund must be approved by the
City Council.
Preparation and Adoption:
Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except
that property taxes are budgeted as revenue in the year for which they are levied. Property taxes are budgeted
utilizing a cash basis of accounting whereas budgeted property tax revenue will be what the City actually
anticipates receiving for any given budget year. The budgets of the governmental type funds are prepared on a
modified accrual basis. Debt service payments and a number of specific accrued liabilities are only recognized as
expenditures when payment is due, and revenue is recognized only when it has actually been received.
Related Legislation:
The Evanston City Council has adopted three primary pieces of legislation which govern the budget process:
Resolution 67-R-79 establishes a Budget Policy for the City of Evanston. 	This policy provides guidelines for
determining the amount of property tax to be levied, the funding for the Police and Fire Pension Funds, and the
re-appropriation of fund balance.
Ordinance 57-0-79 provides for the adoption of the annual budget. This ordinance establishes the annual budget
shall be adopted by the City Council before the beginning of the fiscal year to which it applies.
Compilation of the Proposed Budget - Each year the City Manager shall prepare and submit a proposed
budget to the City Council to allow for ample time for discussion and decision-making. The proposed budget
shall contain estimates of revenues available to the City for the fiscal year along with recommended
expenditures for the departments, boards and commissions. 	The City Manager is required to submit a
balanced budget to Council in which revenues equal expenditures
Revision of Annual Budget - Following City Council adoption of the budget, the City Council, by a vote of two-
thirds of its members, shall have the authority to revise the budget by transferring monies from one fund to
another or adding to any fund. No revision of the annual budget shall increase the budget in the event monies
are not available to do so.
Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on the annual
budget prior to final action by the City Council. Notice of this hearing shall be published in a local newspaper
at least ten days prior to the public hearing. 	Copies of the proposed budget will be available for public
inspection in printed form in the office of the City Clerk for at least ten days prior to the hearing.
Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary components of
this resolution include the following:
In advance of the submission of the City Manager’s proposed budget to the City Council, the Administration
and Public Works Committee shall publicize and conduct a public hearing to receive input from citizens
concerning municipal appropriations for the coming year.
Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the Public Library, and will
be available for public inspection at these locations.
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City of Evanston
Budgetary Process
The City Council budget meeting agendas will be available to the public prior to the initial special meeting of
the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of time for citizen
testimony concerning budget matters discussed during that special meeting. The length of such time shall be
determined by the chairman prior to the budget meeting process.
Financial Control Procedures:
The City reports financial results based on generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB). The accounts of the City are divided into separate self-
balancing funds comprised of its assets, liabilities, fund equity, revenues and expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Administrative Services Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For all major expenditures,
purchase orders are prepared, approved and the related appropriation is encumbered before a check is issued.
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City of Evanston
Budgetary Basis of Accounting
The City was incorporated in 1863. The City operates under a Council-Manager form of government, is a home rule
municipality as defined by Illinois state law and provides the following services as authorized by its charter: general
management and support, public safety, public works, health and human resource development, library, recreational
and cultural opportunities, and housing and economic development.
The City uses funds and account groups to report on its financial position and the results of its operations. 	Fund
accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions
related to certain City functions or activities.
A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other hand, is a
financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in
the funds because they do not directly affect net expendable available financial resources.
Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn, is divided
into separate “fund types.”
Governmental funds are used to account for all or most of the City’s general activities, including the collection and
disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets
(capital projects funds), and the servicing of general long-term debt (debt service funds). The general fund is used to
account for all activities of the City not accounted for in some other fund.
The City follows these procedures in establishing the budgetary data reflected in the financial statements:
1. 	The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the
following fiscal year. The operating budget includes proposed expenditures and the means of financing them.
2. 	Public budget hearings are conducted. Taxpayer comments are received and noted.
3. 	The City Manager is authorized to transfer budgeted amounts between departments within any fund; however, any
revisions that alter the total expenditures of any fund must be approved by the City Council.
4. 	Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP). It should
be noted that property taxes are budgeted on a cash basis. For purposes of preparing the combined statement of
revenues, expenditure and changes in fund balances - budget and actual, GAAP revenues and expenditures have
been adjusted to the budgetary basis.
The level of control (level at which expenditures may not exceed budget) is at the fund level. All unencumbered annual
appropriations are lapsed at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of
monies are recorded, reserve a portion of a budgeted account so that amount is not spent elsewhere. 	For non-
enterprise funds, encumbrances are usually not counted as expenditures until the actual disbursement has been
made.
The financial information of general governmental type funds (for example, the general fund itself and MFT funds) is
prepared on a modified accrual basis. 	Briefly, this means that revenues are usually recorded when they become
available and are measurable while expenditures are recorded when the liability has been incurred.
The enterprise funds (Water, Sewer, Solid Waste, and Parking), on the other hand, are often reported on a full accrual
basis. Not only are expenses recognized when a commitment is made (through a purchase order) but revenues are
also recognized when they are obligated to the City (for example, water user fees are recognized as revenue when
bills are produced).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of
“generally accepted accounting principles” (GAAP) and a budget basis for comparison purposes.
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City of Evanston
Budget Policy
(Revised May 24, 2004)
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has
endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This
policy is revised as follows:
I. 	Budget Process
A. 	Preliminary Pubic Hearing
In September of each year prior to submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public hearing
to receive input from citizens concerning municipal appropriations for the coming fiscal year.
B. 	Mid- year Budget Workshop
Each September the Administration and Public Works Committee shall schedule and hold a mid-year
budget workshop. The workshop shall review but not be limited to:
• 	A revenue and expenditure report for the current fiscal year
• 	Structural or legislative issues affecting the current or future fiscal year
• 	Revenue and expenditure forecast for the upcoming fiscal year
• 	Other issues of policy or indicators that will affect the upcoming fiscal year budget
All members of the City Council shall be invited to participate in the Budget Workshop.
C. 	Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
D. 	Review of the Comprehensive Annual Financial Report
The Administration and Public Works Committee shall review the Comprehensive Annual Financial
Report. This review shall take place at the earliest meeting date following publication.
E. 	Copies of the Proposed and Final Budget
Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City
Clerk, the Public Library, all library branches, and will be available for public inspection at these
locations. 	An electronic version of the proposed and final budget shall be posted on the City of
Evanston Website. 	The City of Evanston may offer for sale a printed and electronic copy of the
proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of
the budget.
F. 	Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by October 31.
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City of Evanston
Budget Policy
(Revised May 24, 2004)
II. 	Fund Policies
A. 	General Fund
The General Fund budget will be balanced with property tax, only after all other revenue sources and
expenditure reductions have been exhausted. 	In addition, all new unfunded mandates must be
itemized within the budget. One-time revenues shall not be used to fund current operations.
B. 	Parking System Fund
This is an enterprise fund and as such is expected to be self-sufficient. 	Any revenues generated,
especially from sales, should be retained to maintain the fund. Fees should be periodically increased
sufficiently to fund operating costs, depreciation, and a reserve. The General Fund will continue to be
properly compensated for administrative expenses, which support parking system activities.
C. 	Water Fund
This is an enterprise fund and as such is expected to be self-sufficient. Rates should be maintained at
sufficient levels to meet the costs of water programs, fund depreciation, and build reserves for future
capital needs. 	Rate increases to the Northwest Water Commission and the Village of Skokie will
conform to the current contractual agreements. Water rates for City of Evanston consumers will be
reviewed on an annual basis. 	The Return on Investment (ROI) transfer to the General Fund shall be
reviewed on an annual basis. Other transfers for reimbursement of administrative expenses should
reflect true program costs.
D. 	Fire and Police Pension Funds
The Fire and Police Pension portion of the general levy will be increased to meet the annual
actuarially determined funding requirements.
E. 	Emergency Telephone System Fund
This fund must be maintained at a level adequate to provide for maintenance of current operations,
the capability to respond to unforeseen events, funding of long-term capital improvements, and
needed upgrades. 	The fund shall be entirely supported by revenues received from the imposed
surcharge of $1.50 for landline network connections and the $ .75 State of Illinois imposed wireless
surcharge. Although none is anticipated, any increase in rates would require a referendum.
F. 	Motor Fuel Tax Fund
The expenditures intended for Motor Fuel Tax Revenues must not exceed the amount of funds
available from the State of Illinois Motor Fuel Tax Fund. 	These revenues should be used only for
street improvement and repair, as allowed by State of Illinois law.
G. 	Insurance Fund
The Insurance Fund must be maintained to meet the City’s current insurance liability requirements.
Requirements include current budget year obligations and building a reserve over seven years to
prepare for anticipated claims and losses. The City Manager shall be required to present an annual
report itemizing all of the City’s current and long-term claims and liabilities. Each year City Staff will
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
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City of Evanston
Budget Policy
(Revised May 24, 2004)
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 Treasurer to be payable out of a source of funds other
than the City’s general real property tax levy, thus permitting the abatement and avoidance of the
property tax levy to pay such bonds; examples of Self-Supporting General Obligation Debt include
(without limitation) bonds payable from the Water Fund or the Sewer Fund, bonds payable from
special assessments, bonds payable from tax increment financing areas, and bonds payable from
Motor Fuel Taxes. Tax-Supported General Obligation Debt shall mean all other General Obligation
Debt, which is expected and intended to be paid from a general real property tax levy. 	General
Obligation Debt shall not include any obligation of the City not denominated a bond, including, without
limitation, short term notes or warrants or other obligations which the City may issue from time to time
for various purposes and to come due within three (3) years of issuance. General Obligation Debt
does not include bonds which have been refunded or 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 $113,000,000 in aggregate principal amount, which limit is expressly subject to
increase from time to time by action of the City Council as the needs of the City may grow. General
Obligation Debt issued as so-called zero coupon bonds or capital appreciation bonds shall be
counted as debt in the original principal amount issued. The Treasurer shall at all times keep a book
or record of all General Obligation Debt and its proper allocation. The Treasurer’s statements as to
the 	allocation 	of 	General 	Obligation 	Debt 	into 	these 	two 	categories 	shall 	be 	conclusive.
Notwithstanding this statement of policy, all bonds or other 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. Transfers to other funds for administrative
expenses should be maintained to reflect true program costs.
L. 	Expenditure Analysis
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City of Evanston
Budget Policy
(Revised May 24, 2004)
City Council shall review all significant operational, economic, program, and expenditure proposals in
regard to the short term and long-term budgetary and economic impact. 	The appropriate City
Department and staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
A. 	General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. 	Any
monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their
reserve requirements. Once all funds have met their fund requirements additional funds shall go to
the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements.
B. 	Parking System Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. 	A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
C. 	Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. 	A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
D. 	Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
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City of Evanston
Fund Descriptions
GENERAL FUND
General Fund - to account for all activity traditionally associated with government operations
which are not required to be accounted for in another fund.
SPECIAL REVENUE FUNDS
City Funds
Library Fund – to account for the Evanston Public Library. 	The Evanston Public Library
promotes the development of independent, self-confident, and literate citizens through the
provision of open access to cultural, intellectual, and informational resources for all ages.
Library Debt Fund – to account for principal and interest payments on debt proceeds issued and
allocated to the Evanston Public Library.
Homelessness Prevention and Rapid Re-Housing Program – to account for the HPRP which
is financed by the United States Department of Housing and Urban Development. Expenditures
are made in accordance with federal law.
Neighborhood Stabilization Program 2 – to account for the NSP2 program. 	Financing is
provided by the United States Department of Housing and Urban Development. Expenditures are
made in accordance with federal law.
Motor Fuel Tax Fund - to account for the operation of street maintenance programs and capital
projects as authorized per the Illinois Department of Transportation. Financing is provided from a
State of Illinois municipal allotment of gasoline tax revenue.
Emergency Telephone System Fund - to account for revenues and expenditures for 911
emergency telephone service. Financing is provided by landline and wireless phone surcharges.
Special Service District No. 4 Fund - to account for promotion, advertisement, and street
maintenance costs of the area located in the City's central business district. 	Financing is
provided by the City through an annual special service area property tax levy.
Community Development Block Grant Fund - to account for the revenues and expenditures of
the Federal Community Development Block Grant program. Financing is provided by the Federal
government on a reimbursement basis in accordance with Federal formula. 	Expenditures are
made in accordance with Federal law requirements.
Community Development Loan Fund - to account for residential rehabilitation loans to
residents.
Economic Development Fund - to account for costs associated with economic development
activities of the City. Financing is primarily provided by hotel and amusement tax revenues.
Neighborhood Improvement Fund - to account for a portion of sales tax revenues derived from
retail sales at the Home Depot store in Evanston. Sales tax revenues allocated to this fund are to
be expended on public projects that will benefit the immediate neighborhood nearby the store.
HOME Fund – to account for the Home program. 	Financing is provided by the federal
government and used to create affordable housing to low-income households. Expenditures are
made in accordance with the requirements of federal law.
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City of Evanston
Fund Descriptions
Affordable Housing Fund - to account for costs associated with affordable housing programs for
low and moderate income City of Evanston residents.
DEBT SERVICE FUNDS
Debt Service Fund - to account for non-abated, general obligation payments on the principal and
interest related to bonds and/or other City debt.
Special Service Area No. 5 Fund - to account for principal and interest payments on debt issued
for this special taxing district.
Southwest Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
Howard-Hartrey Tax Increment District Fund - to account for principal and interest payments
on debt proceeds issued and allocated to this tax increment financing district.
Washington National Tax Increment District Fund - to account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Howard-Ridge Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
West Evanston Tax Increment District Fund - to account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
Dempster-Dodge Tax Increment District Fund – to account for principal and interest payments
on debt proceeds issued and allocated to this tax increment financing district.
CAPITAL PROJECTS FUNDS
Capital Improvement Fund - to account for capital projects not funded through special revenue,
tax increment financing, or enterprise funds. Capital projects include, but are not limited to: long
term improvements to public buildings, the paving of city streets, and the improvement and
development of recreation facilities. 	Financing is provided primarily by grants and general
obligation bond proceeds.
Special Assessment Fund - to account for capital improvements (primarily alley paving)
financed by both special assessments on property owners and City contributions.
ENTERPRISE FUNDS
Water Fund - to account for all activity related to providing water to Evanston residents, as well
as the Village of Skokie and the Northwest Water Commission. All activities necessary to provide
such services are accounted for in this fund, including, but not limited to: administration,
operation, maintenance, debt service, and billing/collection.
Sewer Fund - to account for all activity related to providing sewer service to City residents and
businesses. 	Activities necessary to provide such service include, but are not limited to:
administration, operations, financing, capital improvements/maintenance, and billing/collection.
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City of Evanston
Fund Descriptions
Parking Fund- to account for all City-owned parking facilities/garages, lots, and metered spaces.
Maple Avenue and Sherman Plaza Garage activities have been included in this Fund beginning
in FY09-10. All activities are accounted for, including administration, operations, financing, and
revenue collection.
Solid Waste Fund – to account for all activity related to refuse, recycling, and yard waste
collection and disposal. Activities necessary to provide such service include, but are not limited
to: administration, operations and revenue collection.
INTERNAL SERVICE FUNDS
Fleet Services Fund – to account for the cost of operating the municipal service center
maintenance facility for transportation vehicles/equipment used by City departments. Such costs
are billed to the user departments.
Equipment Replacement Fund – to account for the costs associated with the purchase of
vehicles and equipment.
Insurance Fund - to account for all costs related to general liability and workers' compensation
claims. Beginning with FY10-11, health insurance premiums are also accounted for in this Fund.
This internal service fund uses “funding premium” payments from City operating funds to pay
claim and premium costs incurred.
TRUST AND AGENCY FUNDS
Pension Trust Funds
Fire Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn fire members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
Police Pension Fund - to account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn police members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
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General, 35.0%
Library, 2.6%
Federal Programs,
0.6%
Motor Fuel, 0.9%
Emergency
Telephone, 0.6%
Special Service
Areas, 0.6%	Economic
Development, 2.0%
TIF Funds, 4.4%
Debt Service (GO
Bonds), 5.5%
Capital Improvement,
7.2%
Parking, 6.2%
Water, 9.4%
Sewer, 6.4%
Solid Waste, 2.1%
Internal Service
Funds, 9.6%
Police/Fire Pension,
7.0%
FY 2014 Proposed Budget
Summary - All Funds (prior to interfund transfers)
All Funds = $254,627,610
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Fund
Fund
#
FY12 Actual
Expenditures*
FY13 Budgeted
Expenditures
FY13 Estimated
Expenditures
FY14 Adopted
Expenditures 	Net Change
Percent
Change
General 	100 	$ 	83,610,308 $ 	84,520,422 $ 	83,027,723 	$ 	89,015,073 	4,494,651	$ 	5.3%
Library 	185 	$ 	4,697,368 $ 	5,080,920 $ 	5,003,329 	$ 	5,912,974 	832,054	$ 	16.4%
Library - Debt Service 	186 	$ 	- 	$ 	- 	$ 	- 	$ 	748,178 	748,178	$ 	N/A
HPRP 	190 	$ 	83,648 $ 	- 	$ 	- 	$ 	- 	-	$ 	N/A
Neighborhood Stabilization 	195 	$ 	8,438,092 	4,011,917	$ 	$ 	3,884,996 	$ 	458,044 	(3,553,873)	$ 	-88.6%
Motor Fuel 	200 	$ 	2,018,442 	2,233,000	$ 	$ 	2,233,000 	$ 	2,233,000 	-	$ 	0.0%
Emergency Telephone 	205 	$ 	1,051,719 	1,247,280	$ 	$ 	1,082,924 	$ 	1,412,197 	164,917	$ 	13.2%
Special Service Area # 4 	210 	$ 	398,000 	370,000	$ 	$ 	370,000 	$ 	370,000 	-	$ 	0.0%
CDBG 	215 	$ 	1,931,405 	2,084,100	$ 	$ 	1,783,743 	$ 	1,738,088 	(346,012)	$ 	-16.6%
CDBG Loan 	220 	$ 	11,126 	20,000	$ 	$ 	61,880 	$ 	20,000 	-	$ 	0.0%
Economic Development 	225 	$ 	1,918,042 	2,367,603	$ 	$ 	2,370,800 	$ 	3,294,413 	926,810	$ 	39.1%
Neighborhood Improvement 	235 	$ 	- 	50,000	$ 	$ 	- 	$ 	50,000 	-	$ 	0.0%
HOME 	240 	$ 	104,757 	797,400	$ 	$ 	725,090 	$ 	700,336 	(97,064)	$ 	-12.2%
Affordable Housing Fund 	250 	$ 	84,740 	297,790	$ 	$ 	90,190 	$ 	263,990 	(33,800)	$ 	-11.4%
Washington National TIF 	300 	$ 	5,515,335 	8,696,726	$ 	$ 	7,099,726 	$ 	5,988,782 	(2,707,944)	$ 	-31.1%
Special Service Area # 5 	305 	$ 	423,231 	418,816	$ 	$ 	418,816 	$ 	436,605 	17,789	$ 	4.2%
Southwest II TIF 	310 	$ 	1,882,296 	3,765,011	$ 	$ 	2,015,011 	$ 	3,868,488 	103,477	$ 	2.7%
Southwest TIF 	315 	$ 	29,590 	609,500	$ 	$ 	498,500 	$ 	777,939 	168,439	$ 	27.6%
Debt Service 	320 	$ 	16,685,271 	13,824,528	$ 	$ 	13,896,528 	$ 	13,933,114 	108,586	$ 	0.8%
Howard-Ridge TIF 	330 	$ 	861,533 	1,578,900	$ 	$ 	168,900 	$ 	405,500 	(1,173,400)	$ 	-74.3%
West Evanston TIF 	335 	$ 	1,250,031 	3,635,000	$ 	$ 	177,500 	$ 	165,000 	(3,470,000)	$ 	-95.5%
Dempster-Dodge TIF 	340 	$ 	- 	650,000	$ 	$ 	- 	$ 	- 	(650,000)	$ 	-100.0%
Capital Improvement 	415 	$ 	8,327,534 	13,575,351	$ 	$ 	8,444,443 	$ 	18,410,016 	4,834,665	$ 	35.6%
Special Assessment 	420 	$ 	1,338,053 	678,660	$ 	$ 	817,660 	$ 	670,848 	(7,812)	$ 	-1.2%
Parking 	505 	$ 	8,941,601 	17,219,983	$ 	$ 	13,607,139 	$ 	15,894,333 	(1,325,650)	$ 	-7.7%
Water 	510 	$ 	13,527,964 	21,242,179	$ 	$ 	18,260,686 	$ 	23,989,734 	2,747,555	$ 	12.9%
Sewer 	515 	$ 	8,071,726 	19,266,088	$ 	$ 	18,707,552 	$ 	16,279,120 	(2,986,968)	$ 	-15.5%
Solid Waste 	520 	$ 	4,611,737 	5,264,222	$ 	$ 	4,758,994 	$ 	5,309,082 	44,860	$ 	0.9%
Fleet 	600 	$ 	11,194,146 	3,509,065	$ 	$ 	3,278,693 	$ 	3,578,147 	69,082	$ 	2.0%
Equipment Replacement 	601 	$ 	1,475,260 	2,450,000	$ 	$ 	1,783,733 	$ 	2,744,000 	294,000	$ 	12.0%
Insurance 	605 	$ 	17,436,316 	17,424,026	$ 	$ 	17,024,840 	$ 	18,067,284 	643,258	$ 	3.7%
Fire Pension 	700 	$ 	7,276,704 	7,560,000	$ 	$ 	7,405,000 	$ 	7,718,825 	158,825	$ 	2.1%
Police Pension 	705 	$ 	9,015,234 	9,486,769	$ 	$ 	9,579,600 	$ 	10,174,500 	687,731	$ 	7.2%
Total All Funds 	222,211,209 	253,935,256 	228,576,996 	254,627,610 	692,354 	0.3%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures- All Funds
FY13 vs. FY14
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the approved fund totals for FY13.
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Fund 	Fund #
FY13 Net
Budget
FY14 Adopted
Expenditures
Less Transfers
to Other Funds
FY14 Adopted Net
Expenditures 	Net Change
Percent
Change
General 	100 	68,339,564 	89,015,073 	(18,077,595) 	70,937,478 	2,597,914 	3.8%
Library 	185 	4,680,274 	5,912,974 	(694,743) 	5,218,231 	537,957 	11.5%
Library - Debt 	187 	- 	748,178 	- 	748,178 	748,178 	N/A
HPRP 	190 	- 	- 	- 	- 	- 	N/A
Neighborhood Stabilization 	195 	3,846,622 	458,044 	(40,909) 	417,135 	(3,429,487) 	-89.2%
Motor Fuel 	200 	1,400,000 	2,233,000 	(833,000) 	1,400,000 	- 	0.0%
Emergency Telephone 	205 	1,011,122 	1,412,197 	(226,430) 	1,185,767 	174,645 	17.3%
Special Service Area # 4 	210 	370,000 	370,000 	- 	370,000 	- 	0.0%
CDBG 	215 	1,269,860 	1,738,088 	(623,004) 	1,115,084 	(154,776) 	-12.2%
CDBG Loan 	220 	20,000 	20,000 	- 	20,000 	- 	0.0%
Economic Development 	225 	1,833,709 	3,294,413 	(533,524) 	2,760,889 	927,180 	50.6%
Neighborhood Improvement 	235 	50,000 	50,000 	- 	50,000 	- 	0.0%
HOME 	240 	769,000 	700,336 	(25,235) 	675,101 	(93,899) 	-12.2%
Affordable Housing Fund 	250 	273,800 	263,990 	(13,990) 	250,000 	(23,800) 	-8.7%
Washington National TIF 	300 	4,734,376 	5,988,782 	(3,256,296) 	2,732,486 	(2,001,890) 	-42.3%
Special Service Area # 5 	305 	418,816 	436,605 	- 	436,605 	17,789 	4.2%
Southwest II TIF 	310 	3,620,611 	3,868,488 	(144,400) 	3,724,088 	103,477 	2.9%
Southwest TIF 	315 	580,000 	777,939 	(29,500) 	748,439 	168,439 	29.0%
Debt Service 	320 	13,824,528 	13,933,114 	- 	13,933,114 	108,586 	0.8%
Howard-Ridge TIF 	330 	1,410,000 	405,500 	(105,500) 	300,000 	(1,110,000) 	-78.7%
West Evanston TIF 	335 	3,575,000 	165,000 	(60,000) 	105,000 	(3,470,000) 	-97.1%
Dempster-Dodge TIF 	340 	650,000 	- 	- 	- 	(650,000) 	-100.0%
Capital Improvement 	415 	13,100,351 	18,410,016 	(475,000) 	17,935,016 	4,834,665 	36.9%
Special Assessment 	420 	361,000 	670,848 	(169,848) 	501,000 	140,000 	38.8%
Parking 	505 	16,033,514 	15,894,333 	(1,412,207) 	14,482,126 	(1,551,388) 	-9.7%
Water 	510 	16,698,244 	23,989,734 	(4,577,029) 	19,412,705 	2,714,461 	16.3%
Sewer 	515 	18,317,931 	16,279,120 	(983,263) 	15,295,857 	(3,022,074) 	-16.5%
Solid Waste 	520 	4,674,800 	5,309,082 	(582,048) 	4,727,034 	52,234 	1.1%
Fleet 	600 	3,301,597 	3,578,147 	(227,354) 	3,350,793 	49,196 	1.5%
Equipment Replacement 	601 	2,450,000 	2,744,000 	- 	2,744,000 	294,000 	12.0%
Insurance 	605 	17,415,701 	18,067,284 	(8,627) 	18,058,657 	642,956 	3.7%
Fire Pension 	700 	7,560,000 	7,718,825 	- 	7,718,825 	158,825 	2.1%
Police Pension 	705 	9,486,769 	10,174,500 	- 	10,174,500 	687,731 	7.2%
Total All Funds 	222,077,189 	254,627,610 	(33,099,502) 	221,528,108 	(549,081) 	-0.2%
Total Budgeted Expenditures - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The results are net expenditures for each fund and for the FY14 City Budget.
The total for each fund is compared with that of the approved FY13 budget.
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Budget 	Budget
Fund 	Transfers To 	Fund 	Transfers From
Revenue To 	General 	210,000 	Expense From 	Library 	(210,000)
Revenue To 	General 	30,000 	Expense From 	NSP2 	(30,000)
Revenue To 	General 	833,000 	Expense From 	Motor Fuel 	(833,000)
Revenue To 	General 	125,950 	Expense From 	E911 	(125,950)
Revenue To 	General 	571,000 	Expense From 	CDBG 	(571,000)
Revenue To 	General 	452,707 	Expense From 	Economic Dev 	(452,707)
Revenue To 	General 	22,500 	Expense From 	Home 	(22,500)
Revenue To 	General 	13,990 	Expense From 	Affordable Housing 	(13,990)
Revenue To 	General 	331,000 	Expense From 	Washington National TIF 	(331,000)
Revenue To 	General 	144,400 	Expense From 	Howard Hartrey TIF 	(144,400)
Revenue To 	General 	29,500 	Expense From 	Southwest TIF 	(29,500)
Revenue To 	General 	60,000 	Expense From 	Howard Ridge TIF 	(60,000)
Revenue To 	General 	60,000 	Expense From 	West Evanston TIF 	(60,000)
Revenue To 	General 	475,000 	Expense From 	Capital Improvement 	(475,000)
Revenue To 	General 	869,242 	Expense From 	Parking 	(869,242)
Revenue To 	General 	3,369,559 	Expense From 	Water 	(3,369,559)
Revenue To 	General 	145,044 	Expense From 	Sewer 	(145,044)
Subtotal 	7,742,892 	Subtotal 	(7,742,892)
Revenue To 	Economic Development 	45,500 	Expense From 	Howard Ridge TIF 	(45,500)
Subtotal 	45,500 	Subtotal 	(45,500)
Revenue To 	Debt Service 	1,279,306 	Expense From 	General 	(1,279,306)
Revenue To 	Debt Service 	74,597 	Expense From 	Library 	(74,597)
Revenue To 	Debt Service 	4,046 	Expense From 	NSP2 	(4,046)
Revenue To 	Debt Service 	11,622 	Expense From 	E911 	(11,622)
Revenue To 	Debt Service 	3,035 	Expense From 	CDBG 	(3,035)
Revenue To 	Debt Service 	14,271 	Expense From 	Economic Development 	(14,271)
Revenue To 	Debt Service 	169,848 	Expense From 	Special Assessment 	(169,848)
Revenue To 	Debt Service 	207,284 	Expense From 	Sewer Fund 	(207,284)
Revenue To 	Debt Service 	24,927 	Expense From 	Fleet 	(24,927)
Revenue To 	Debt Service 	8,627 	Expense From 	Insurance 	(8,627)
Subtotal 	1,797,563 	Subtotal 	(1,797,563)
Revenue To 	Capital Improvement Fund 	936,500 	Expense From 	General Fund 	(936,500)
Subtotal 	936,500 	Subtotal 	(936,500)
Revenue To 	Parking 	2,925,296 	Expense From 	Washington National TIF 	(2,925,296)
Subtotal 	2,925,296 	Subtotal 	(2,925,296)
Revenue To 	Solid Waste 	1,055,967 	Expense From 	General 	(1,055,967)
Subtotal 	1,055,967 	Subtotal 	(1,055,967)
Revenue To 	Fleet 	2,507,358 	Expense From 	General 	(2,507,358)
Revenue To 	Fleet 	2,381 	Expense From 	Library 	(2,381)
Revenue To 	Fleet 	21,992 	Expense From 	Parking 	(21,992)
Revenue To 	Fleet 	122,751 	Expense From 	Water 	(122,751)
Revenue To 	Fleet 	177,729 	Expense From 	Sewer 	(177,729)
Revenue To 	Fleet 	298,071 	Expense From 	Solid Waste 	(298,071)
Subtotal 	3,130,282 	Subtotal 	(3,130,282)
Revenue To 	Equipment Repl. 	1,242,590 	Expense From 	General 	(1,242,590)
Revenue To 	Equipment Repl. 	1,700 	Expense From 	Library 	(1,700)
Revenue To 	Equipment Repl. 	30,000 	Expense From 	Parking 	(30,000)
Revenue To 	Equipment Repl. 	177,131 	Expense From 	Solid Waste 	(177,131)
Subtotal 	1,451,421 	Subtotal 	(1,451,421)
Revenue To 	Insurance 	11,055,874 	Expense From 	General 	(11,055,874)
Revenue To 	Insurance 	406,065 	Expense From 	Library 	(406,065)
Revenue To 	Insurance 	6,863 	Expense From 	NSP2 	(6,863)
Revenue To 	Insurance 	88,858 	Expense From 	E911 	(88,858)
Revenue To 	Insurance 	48,969 	Expense From 	CDBG 	(48,969)
Revenue To 	Insurance 	66,546 	Expense From 	Economic Dev 	(66,546)
Revenue To 	Insurance 	2,735 	Expense From 	HOME 	(2,735)
Revenue To 	Insurance 	490,973 	Expense From 	Parking 	(490,973)
Revenue To 	Insurance 	1,084,719 	Expense From 	Water 	(1,084,719)
Revenue To 	Insurance 	453,206 	Expense From 	Sewer 	(453,206)
Revenue To 	Insurance 	106,846 	Expense From 	Solid Waste 	(106,846)
Revenue To 	Insurance 	202,427 	Expense From 	Fleet 	(202,427)
Subtotal 	14,014,081 	Subtotal 	(14,014,081)
Total 	33,099,502 	Total 	(33,099,502)
City of Evanston
Budgeted Interfund Transfers
Fiscal Year 2014
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Fund Name
Fund
#
12/31/13
Estimated
Fund
Balance*
FY14 Adopted
Revenues
(Excluding
Applied F.B.)
FY14 Adopted
Expenditures
FY14
Adopted
Surplus
(Deficit)
12/31/14
Estimated
Unreserved
Fund Balance
Fund Balance
as a % of
Expenditures
Fund
Balance
Reserve
Policy
General Fund 100 17,101,383 89,185,298 89,015,073 170,225 17,271,608 19% 8.3%
Library 185 1,208,631 5,912,974 5,912,974 - 1,208,631 20% N/A
Library - Debt Service 187 - 749,178 748,178 1,000 1,000 0% N/A
HPRP 190 - - - - - N/A N/A
Neighborhood Stabilization 195 - 458,044 458,044 - - 0% N/A
Motor Fuel Tax Fund 200 566,868 1,750,500 2,233,000 (482,500) 84,368 4% N/A
Emergency Telephone Fund 205 1,142,883 958,600 1,412,197 (453,597) 689,286 49% N/A
Special Service Area # 4 210 (117,003) 370,000 370,000 - (117,003) -32% N/A
CDBG 215 140,700 1,738,088 1,738,088 - 140,700 8% N/A
CDBG Loan 220 2,184,483 60,100 20,000 40,100 2,224,583 11123% N/A
Economic Development Fund 225 1,728,504 2,846,300 3,294,413 (448,113) 1,280,391 39% N/A
Neighborhood Improvement 235 149,915 20,000 50,000 (30,000) 119,915 240% N/A
HOME 240 3,306,375 674,500 700,336 (25,836) 3,280,539 468% N/A
Affordable Housing Fund 250 2,436,086 155,250 263,990 (108,740) 2,327,346 882% N/A
Washington National TIF 300 4,656,578 3,710,000 5,988,782 (2,278,782) 2,377,796 40% N/A
Special Service Area #5 305 463,113 397,800 436,605 (38,805) 424,308 97% N/A
Howard-Hartrey TIF 310 3,351,628 1,110,000 3,868,488 (2,758,488) 593,140 15% N/A
Southwest TIF 315 291,939 486,000 777,939 (291,939) - 0% N/A
Debt Service 320 2,890,995 12,848,904 13,933,114 (1,084,210) 1,806,784 13% N/A
Howard-Ridge TIF 330 1,347,010 350,400 405,500 (55,100) 1,291,910 319% N/A
West Evanston TIF 335 737,547 40,100 165,000 (124,900) 612,647 371% N/A
Dempster-Dodge TIF 340 - - - - - N/A N/A
Capital Projects Fund 415 4,890,727 15,468,596 18,410,016 (2,941,420) 1,949,307 11% N/A
Special Assessment Fund 420 1,498,655 481,200 670,848 (189,648) 1,309,007 195% N/A
Parking System Fund 505 10,838,911 11,393,593 15,894,333 (4,500,740) 4,304,167 27% 10.0%
Water 510 6,543,941 20,327,216 23,989,734 (3,662,518) 2,881,423 12% 10.0%
Sewer 515 4,142,691 15,117,865 16,279,120 (1,161,255) 2,981,436 18% 10.0%
Solid Waste 520 (1,420,579) 4,970,000 5,309,082 (339,082) (1,759,661) -33% N/A
Fleet Service 600 380,288 3,166,078 3,578,147 (412,069) (31,781) -1% N/A
Equipment Replacement 601 1,323,170 2,661,638 2,744,000 (82,362) 1,240,808 45% N/A
Insurance 605 (6,714,306) 18,091,744 18,067,284 24,460 (6,689,846) -37% N/A
Fire Pension 700 58,863,916 8,141,575 7,718,825 422,750 59,286,666 768% N/A
Police Pension 705 83,056,913 12,617,325 10,174,500 2,442,825 85,499,738 840% N/A
TOTALS 206,991,962 236,258,866 254,627,610 (18,368,744) 188,623,218
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets.
City of Evanston
Fund Balance Summary
FY 2014
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CITY OF EVANSTON
SUMMARY OF REVENUES AND OTHER FINANCING SOURCES BY FUND
ANNUAL BUDGET - FISCAL YEAR 2014
FY 2013 	FY 2013 	FY 2014 	% Change
FY 2012 	Amended 	Year-End 	Adopted 	Budget to
Actual 	Budget 	Estimate 	Budget 	Budget
GENERAL FUND 	78,777,151 	84,523,051 	85,195,619 	89,185,298 	5.5%
SPECIAL REVENUE FUNDS
Library 	5,798,464 	5,104,814 	5,110,864 	5,866,339 	14.9%
HPRP 	83,648 	- 	- 	- 	N/A
Neighborhood Stabilization 	8,438,092 	4,011,917 	3,884,996 	458,044 	-88.6%
Motor Fuel Tax 	1,817,566 	2,127,000 	1,800,500 	1,750,500 	-17.7%
Emergency Telephone 	1,005,768 	1,034,560 	961,000 	958,600 	-7.3%
Special Service Area #4 	342,028 	370,000 	370,000 	370,000 	0.0%
CDBG 	1,521,405 	1,925,100 	1,911,644 	1,738,088 	-9.7%
CDBG Loan 	153,859 	9,000 	101,550 	60,100 	567.8%
Economic Development 	1,880,837 	1,949,300 	1,948,900 	2,846,300 	46.0%
Neighborhood Improvement 	20,000 	20,000 	20,000 	20,000 	0.0%
HOME 	690,514 	797,400 	725,090 	674,500 	-15.4%
Affordable Housing 	62,349 	155,228 	290,150 	155,250 	0.0%
SUBTOTAL 	21,814,530 	17,504,319 	17,124,694 	14,897,721 	-14.9%
DEBT SERVICE FUNDS
Library Debt Service 	- 	- 	- 	749,178 	N/A
Washington National TIF 	4,612,291 	4,625,000 	4,465,000 	3,710,000 	-19.8%
Special Service Area #5 	408,116 	448,875 	448,875 	397,800 	-11.4%
Howard-Hartrey TIF 	1,127,062 	1,110,000 	1,121,000 	1,110,000 	0.0%
Southwest TIF 	448,612 	465,100 	485,500 	486,000 	4.5%
Debt Service 	16,952,399 	13,090,393 	13,891,374 	12,848,904 	-1.8%
Howard-Ridge TIF 	816,290 	500,400 	460,400 	350,400 	-30.0%
West Evanston TIF 	627,285 	3,701,000 	42,200 	40,100 	-98.9%
Dempster-Dodge TIF 	- 	750,000 	- 	- 	-100.0%
SUBTOTAL 	24,992,055 	24,690,768 	20,914,349 	19,692,382 	-20.2%
CAPITAL PROJECT FUNDS
Capital Improvement Fund 	5,982,785 	11,130,988 	9,933,259 	15,468,596 	39.0%
Special Assessment Fund 	298,479 	560,000 	411,000 	481,200 	-14.1%
SUBTOTAL 	6,281,264 	11,690,988 	10,344,259 	15,949,796 	36.4%
ENTERPRISE FUNDS
Parking 	10,555,504 	12,099,647 	12,061,724 	11,393,593 	-5.8%
Water 	15,376,995 	17,560,000 	15,611,972 	20,327,216 	15.8%
Sewer 	18,121,557 	20,850,365 	18,650,665 	15,117,865 	-27.5%
Solid Waste 	4,735,563 	5,010,000 	4,786,300 	4,970,000 	-0.8%
SUBTOTAL 	48,789,619 	55,520,012 	51,110,661 	51,808,674 	-6.7%
INTERNAL SERVICE FUNDS
Fleet Services 	3,129,175 	3,166,078 	3,766,078 	3,166,078 	0.0%
Equipment Replacement 	10,147,327 	1,661,638 	1,606,421 	2,661,638 	60.2%
Insurance 	16,184,589 	17,211,983 	17,687,033 	18,091,744 	5.1%
SUBTOTAL 	29,461,091 	22,039,699 	23,059,532 	23,919,460 	8.5%
TRUST AND AGENCY FUNDS
Fire Pension 	10,887,465 	8,064,075 	7,805,000 	8,141,575 	1.0%
Police Pension 	17,231,535 	12,403,075 	12,046,552 	12,617,325 	1.7%
SUBTOTAL 	28,119,000 	20,467,150 	19,851,552 	20,758,900 	1.4%
TOTAL ALL FUNDS 	238,234,710	$ 	236,435,987	$ 	227,600,666	$ 	236,212,231	$ 	-0.1%
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CITY OF EVANSTON
SUMMARY OF EXPENDITURES AND OTHER FINANCING USES BY FUND
ANNUAL BUDGET - FISCAL YEAR 2014
FY 2013 	FY 2013 	FY 2014 	% Change
FY 2012 	Amended 	Year-End 	Adopted 	Budget to
Actual 	Budget 	Estimate 	Budget 	Budget
GENERAL FUND 	83,610,308 	84,520,422 	83,027,723 	89,015,073 	5.3%
SPECIAL REVENUE FUNDS
Library 	4,697,368 	5,080,920 	5,003,329 	5,912,974 	16.4%
HPRP 	83,648 	- 	- 	- 	N/A
Neighborhood Stabilization 	8,438,092 	4,011,917 	3,884,996 	458,044 	-88.6%
Motor Fuel Tax 	2,018,442 	2,233,000 	2,233,000 	2,233,000 	0.0%
Emergency Telephone 	1,051,719 	1,247,280 	1,082,924 	1,412,197 	13.2%
Special Service Area #4 	398,000 	370,000 	370,000 	370,000 	0.0%
CDBG 	1,931,405 	2,084,100 	1,783,743 	1,738,088 	-16.6%
CDBG Loan 	11,126 	20,000 	61,880 	20,000 	0.0%
Economic Development 	1,918,042 	2,367,603 	2,370,800 	3,294,413 	39.1%
Neighborhood Improvement 	- 	50,000 	- 	50,000 	0.0%
HOME 	104,757 	797,400 	725,090 	700,336 	-12.2%
Affordable Housing 	84,740 	297,790 	90,190 	263,990 	-11.4%
SUBTOTAL 	20,737,339 	18,560,010 	17,605,952 	16,453,042 	-11.4%
DEBT SERVICE FUNDS
Library Debt Service 	- 	- 	- 	748,178 	N/A
Washington National TIF 	5,515,335 	8,696,726 	7,099,726 	5,988,782 	-31.1%
Special Service Area #5 	423,231 	418,816 	418,816 	436,605 	4.2%
Howard-Hartrey TIF 	1,882,296 	3,765,011 	2,015,011 	3,868,488 	2.7%
Southwest TIF 	29,590 	609,500 	498,500 	777,939 	27.6%
Debt Service 	20,631,444 	13,824,528 	13,820,028 	13,933,114 	0.8%
Howard-Ridge TIF 	861,533 	1,578,900 	168,900 	405,500 	-74.3%
West Evanston TIF 	1,250,031 	3,635,000 	177,500 	165,000 	-95.5%
Dempster-Dodge TIF 	- 	650,000 	- 	- 	-100.0%
SUBTOTAL 	30,593,460 	33,178,481 	24,198,481 	26,323,606 	-20.7%
CAPITAL PROJECT FUNDS
Capital Improvement Fund 	8,327,534 	13,575,351 	8,444,443 	18,410,016 	35.6%
Special Assessment Fund 	1,338,053 	678,660 	817,660 	670,848 	-1.2%
SUBTOTAL 	9,665,587 	14,254,011 	9,262,103 	19,080,864 	33.9%
ENTERPRISE FUNDS
Parking 	8,941,601 	15,019,983 	13,607,139 	15,894,333 	5.8%
Water 	13,527,964 	21,242,179 	18,260,686 	23,989,734 	12.9%
Sewer 	8,071,726 	19,266,088 	19,036,552 	16,279,120 	-15.5%
Solid Waste 	4,611,737 	5,264,222 	4,610,552 	5,309,082 	0.9%
SUBTOTAL 	35,153,028 	60,792,472 	55,514,929 	61,472,269 	1.1%
INTERNAL SERVICE FUNDS
Fleet Services 	11,194,146 	3,509,065 	3,278,693 	3,578,147 	2.0%
Equipment Replacement 	1,475,260 	2,450,000 	1,783,733 	2,744,000 	12.0%
Insurance 	17,436,316 	17,424,026 	17,024,840 	18,067,284 	3.7%
SUBTOTAL 	30,105,722 	23,383,091 	22,087,266 	24,389,431 	4.3%
TRUST AND AGENCY FUNDS
Fire Pension 	7,276,704 	7,560,000 	7,405,000 	7,718,825 	2.1%
Police Pension 	9,015,234 	9,486,769 	9,579,600 	10,174,500 	7.2%
SUBTOTAL 	16,291,938 	17,046,769 	16,984,600 	17,893,325 	5.0%
TOTAL ALL FUNDS 	226,157,382	$ 	251,735,256	$ 	228,681,054	$ 	254,627,610	$ 	1.1%
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Fund
Fund
# 	Taxes
Licenses,
Permits &
Fees
Fines and
Forfeitures
Charges for
Services
Inter-
governmental
Other
Revenue 	Transfers 	Fund Total
General 	100 	54,547,609 	12,622,280 	4,366,022 	7,936,754 	721,272 	1,248,469 	7,742,892 	89,185,298
Library Fund 	185 	5,053,539 	164,000 	171,640 	192,845 	284,315 	5,866,339
Library Debt Service 	186 	748,178 	1,000 	749,178
HPRP 	190 	-
Neighborhood Stabilization 	195 	458,044 	458,044
Motor Fuel 	200 	1,750,000 	500 	1,750,500
E911 System Fund 	205 	957,600 	1,000 	958,600
Special Service Area #4 	210 	370,000 	370,000
CDBG 	215 	70,000 	1,615,800 	52,288 	1,738,088
CDBG Loan 	220 	10,000 	50,000 	100 	60,100
Economic Development 	225 	1,800,000 	1,000,000 	800 	45,500 	2,846,300
Neighborhood Improvement 	235 	20,000 	20,000
Home 	240 	674,500 	674,500
Affordable Housing Fund 	250 	30,000 	125,250 	155,250
Washington National TIF 	300 	3,700,000 	10,000 	3,710,000
Special Service Area #5 	305 	397,800 	397,800
Southwest II TIF 	310 	1,100,000 	10,000 	1,110,000
Southwest TIF 	315 	485,000 	1,000 	486,000
Debt Service (G.O. Bonds) 	320 	11,049,841 	1,500 	1,797,563 	12,848,904
Howard/Ridge TIF 	330 	350,000 	400 	350,400
West Evanston TIF 	335 	40,000 	100 	40,100
Dempster-Dodge TIF 	340 	-
Capital Improvement 	415 	5,382,638 	9,149,458 	936,500 	15,468,596
Special Assessment 	420 	230,000 	251,200 	481,200
Parking 	505 	6,407,823 	2,060,474 	2,925,296 	11,393,593
Water 	510 	115,000 	14,209,716 	6,002,500 	20,327,216
Sewer 	515 	12,922,700 	2,195,165 	15,117,865
Solid Waste 	520 	495,000 	45,000 	3,349,033 	25,000 	1,055,967 	4,970,000
Fleet 	600 	24,798 	11,000 	3,130,282 	3,166,080
Equipment Replacement 	601 	210,217 	1,000,000 	1,451,421 	2,661,638
Insurance 	605 	3,676,663 	401,000 	14,014,081 	18,091,744
Fire Pension 	700 	6,341,575 	950,000 	850,000 	8,141,575
Police Pension 	705 	8,394,325 	1,423,000 	2,800,000 	12,617,325
TOTALS - REVENUE 	94,427,867 	13,232,280 	4,599,820 	52,525,146 	11,845,099 	26,482,519 	33,099,502 	236,212,231
Fund
Fund
#
Program
Activities
Contractual
Services /
Supplies
Capital
Projects /
Capital Outlay
Other / Debt
Service 	Transfers 	Fund Total
General 	100 	2,643,937 	3,553,111 	61,100 	18,077,595 	89,015,073
Library Fund 	185 	3,653,202 	36,545 	694,743 	5,912,974
Library Debt Service 	186 	748,178 	748,178
HPRP 	190 	-
Neighborhood Stabilization 	195 	290,500 	40,909 	458,044
Motor Fuel 	200 	1,400,000 	833,000 	2,233,000
E911 System Fund 	205 	250,000 	226,430 	1,412,197
Special Service Area #4 	210 	370,000 	370,000
CDBG 	215 	456,288 	410,800 	623,004 	1,738,088
CDBG Loan 	220 	20,000 	20,000
Economic Development 	225 	1,760,889 	1,000,000 	533,524 	3,294,413
Neighborhood Improvement 	235 	50,000 	50,000
Home 	240 	650,000 	25,235 	700,336
Affordable Housing Fund 	250 	250,000 	13,990 	263,990
Washington National TIF 	300 	1,250,000 	250,000 	722,486 	510,000 	3,256,296 	5,988,782
Special Service Area #5 	305 	436,605 	436,605
Southwest II TIF 	310 	2,500,000 	500,000 	724,088 	144,400 	3,868,488
Southwest TIF 	315 	748,439 	29,500 	777,939
Debt Service (G.O. Bonds) 	320 	13,847,114 	13,933,114
Howard/Ridge TIF 	330 	300,000 	105,500 	405,500
West Evanston TIF 	335 	75,000 	30,000 	60,000 	165,000
Dempster-Dodge TIF 	340 	-
Capital Improvement 	415 	100,000 	17,835,016 	475,000 	18,410,016
Special Assessment 	420 	500,000 	169,848 	670,848
Parking 	505 	8,579,420 	5,180,000 	27,461 	1,412,207 	15,894,333
Water 	510 	6,555,407 	10,538,100 	1,365,209 	4,577,029 	23,989,734
Sewer 	515 	3,272,500 	9,994,260 	983,263 	16,279,120
Solid Waste 	520 	4,727,034 	582,048 	5,309,082
Fleet 	600 	3,284,528 	227,354 	3,578,147
Equipment Replacement 	601 	2,744,000 	2,744,000
Insurance 	605 	17,549,304 	8,627 	18,067,284
Fire Pension 	700 	7,514,825 	50,000 	7,718,825
Police Pension 	705 	9,924,500 	10,174,500
TOTALS - EXPENDITURES 	72,583,273 	4,523,111 	43,414,002 	28,719,460 	33,099,502 	254,627,610
247,996
64,679,330
72,288,262
2,029,097
66,265
509,353
154,000
250,000
695,245
953,989
86,000
1,000
FY 2014 Revenues by Category
FY 2014 Expenditures by Category
Personnel,
Administration &
Support
1,528,484
935,767
126,635
City of Evanston
25,101
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Department Fund Amount Total
Legislative General 677,621	$
Total - Legislative 677,621	$
City Administration General 1,941,115	$
Community & Economic Development Economic Development 3,294,413	$
Total - City Administration 5,235,528	$
Law General 1,045,232	$
Total - Law 1,045,232	$
Administrative Services General 8,826,606	$
Administrative Services Capital Improvement 575,000	$
Administrative Services Parking 15,894,333	$
Total - Administrative Services 25,295,939	$
Community & Economic Development General 2,652,887	$
Community & Economic Development Affordable Housing Fund 263,990	$
Community & Economic Development CDBG 1,738,088	$
Community & Economic Development CDBG Loan 20,000	$
Community & Economic Development Home 700,336	$
Community & Economic Development Neighborhood Improvement 50,000	$
Community & Economic Development Neighborhood Stabilization 458,044	$
Community & Economic Development Special Service Area # 4 370,000	$
Community & Economic Development Special Service Area # 5 436,605	$
Total - Community & Economic Development 6,689,950	$
Police General 26,878,444	$
Police Emergency Telephone 1,412,197	$
Police Police Pension 10,174,500	$
Total - Police 38,465,141	$
Fire General 14,072,488	$
Fire Fire Pension 7,718,825	$
Total - Fire 21,791,313	$
Health General 3,009,286	$
Total - Health 3,009,286	$
Public Works General 17,884,613	$
Public Works Capital Improvement 17,710,016	$
Public Works Fleet 3,578,147	$
Public Works Equipment Replacement 2,744,000	$
Public Works Motor Fuel 2,233,000	$
Public Works Solid Waste 5,309,082	$
Public Works Special Assessment 670,848	$
Total - Public Works 50,129,706	$
Parks, Recreation & Comm. Services General 10,481,281	$
Parks, Recreation & Comm. Services Capital Improvement 125,000	$
Total - Parks. Recreation & Comm. Services 10,606,281	$
Library Library 5,912,974	$
Library Library Debt Service 748,178	$
Total - Library 6,661,152	$
Utilities Water 23,989,734	$
Utilities Sewer 16,279,120	$
Total - Utilities 40,268,854	$
Non-Departmental Funds General Fund Surplus Transfer 1,545,500	$
Non-Departmental Funds Debt Service (G.O. Bonds) 13,933,114	$
Non-Departmental Funds Howard-Ridge TIF 405,500	$
Non-Departmental Funds Southwest II TIF 3,868,488	$
Non-Departmental Funds Southwest TIF 777,939	$
Non-Departmental Funds Washington National TIF 5,988,782	$
Non-Departmental Funds West Evanston TIF 165,000	$
Non-Departmental Funds Dempster-Dodge TIF -	$
Non-Departmental Funds Insurance 18,067,284	$
Total - Non-Department Funds 44,751,607	$
Total - All Funds 254,627,610	$
City of Evanston
FY 2014 Expenditures by Department
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18.95%
19.56%
19.74% 19.81%
19.73%
19.97%
19.62%
20.07%
21.08%
18.89%
17.50%
18.00%
18.50%
19.00%
19.50%
20.00%
20.50%
21.00%
21.50%
2003 	2004 	2005 	2006 	2007 	2008 	2009 	2010 	2011 	2012
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
City of Evanston
18.89%
Consolidated Elections
0.00%
Cook County
6.47%
Cook County Forest
Preserve District
0.77%
Suburban T.B. Sanitarium
0.00%
Metropolitan Water
Reclamation District
4.51%
North Shore Mosquito
Abatement District
0.12%
Evanston Township
0.12%
Community College 535
2.67%	School District 202
28.11%
School District 65
38.35%
Your Real Estate Tax Bill (2012 Rate)
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CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 	2003 	2004 	2005 	2006 	2007 	2008 	2009 	2010 	2011 	2012
General Corporate 	0.8977 	0.7685 	0.7502 	0.7765 	0.6248 	0.5662 	0.5120 	0.4763 	0.4995 	0.3887
Debt Service 	0.4494 	0.4025 	0.3929 	0.3918 	0.3332 	0.3508 	0.3129 	0.3625 	0.4439 	0.4788
1.3471 	1.1710 	1.1431 	1.1683 	0.9580 	0.9170 	0.8249 	0.8388 	0.9434 	0.8675
Police Pension 	0.1981 	0.1991 	0.1943 	0.1885 	0.1707 	0.2071 	0.2077 	0.2495 	0.3067 	0.3274
Firefighters' Pension 	0.1520 	0.1573 	0.1535 	0.1697 	0.1536 	0.1707 	0.1706 	0.2032 	0.2289 	0.2460
I.M.R.F. Pension 	- 	- 	- 	- 	- 	- 	- 	0.0722 	0.1122 	0.1097
0.3501 	0.3564 	0.3478 	0.3582 	0.3243 	0.3778 	0.3783 	0.5249 	0.6478 	0.6831
Total All Funds 	1.6972 	1.5274 	1.4909 	1.5265 	1.2823 	1.2948 	1.2032 	1.3637 	1.5912 	1.5506
Actual Rate Extended* 	1.6980 	1.5280 	1.4910 	1.5270 	1.2830 	1.2950 	1.2040 	1.3640 	1.5920 	1.5510
* This is the actual tax rate levied for each fiscal year.
Fund
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CITY OF EVANSTON, ILLINOIS
Property Tax Rates per $100 - Direct and Overlapping Governments
Last Ten Levy Years
2003 	2004 	2005 	2006 	2007 	2008 	2009 	2010 	2011 	2012
City of Evanston 	1.698 	1.528 	1.491 	1.527 	1.283 	1.295 	1.204 	1.365 	1.592 	1.551
Consolidated Elections 	0.029 	- 	0.014 	- 	0.012 	- 	0.021 	- 	0.025 	-
Cook County 	0.630 	0.593 	0.533 	0.500 	0.446 	0.415 	0.394 	0.423 	0.462 	0.531
Cook County Forest Preserve District 	0.059 	0.060 	0.060 	0.057 	0.053 	0.051 	0.049 	0.051 	0.058 	0.063
Suburban T.B. Sanitarium 	0.004 	0.001 	0.005 	0.005 	- 	- 	- 	- 	- 	-
Metropolitan Water Reclamation District 	0.361 	0.347 	0.315 	0.284 	0.263 	0.252 	0.261 	0.274 	0.320 	0.370
North Shore Mosquito Abatement District 	0.009 	0.008 	0.008 	0.009 	0.008 	0.008 	0.008 	0.009 	0.010 	0.010
Evanston Township 	0.065 	0.056 	0.055 	0.058 	0.050 	0.050 	0.042 	0.046 	0.011 	0.010
Community College 535 	0.186 	0.161 	0.158 	0.166 	0.141 	0.140 	0.140 	0.160 	0.196 	0.219
School District 202 	2.444 	2.078 	2.023 	2.099 	1.750 	1.722 	1.616 	1.819 	2.061 	2.308
School District 65 	3.475 	2.978 	2.890 	3.045 	2.535 	2.552 	2.401 	2.655 	2.818 	3.149
Total tax rate for property not in park district
or special service district 	8.960 	7.810 	7.552 	7.750 	6.541 	6.485 	6.136 	6.802 	7.553 	8.211
Percent of total tax rate levied by City of Evanston 	18.95% 	19.56% 	19.74% 	19.70% 	19.61% 	19.97% 	19.62% 	20.07% 	21.08% 	18.89%
Source: Cook County Assessor's office
Government Unit
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CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 	2003 	2004 	2005 	2006 	2007 	2008 	2009 	2010 	2011 	2012
General Corporate 	15,504,388 	16,105,714 	17,040,816 	17,439,796 	17,322,716 	16,638,265 	16,926,411 	14,487,920 	13,624,172 	9,774,369
Debt Service 	8,263,107 	8,593,632 	8,915,268 	8,800,251 	9,237,356 	10,307,533 	10,345,061 	11,027,117 	12,106,010 	12,038,792
23,767,495 	24,699,346 	25,956,084 	26,240,047 	26,560,072 	26,945,798 	27,271,472 	25,515,037 	25,730,182 	21,813,161
Police Pension 	3,420,846 	4,171,429 	4,171,429 	4,232,653 	4,731,122 	6,084,034 	6,867,980 	7,588,132 	8,364,032 	8,234,005
Firefighters' Pension 	2,625,446 	3,229,882 	3,295,798 	3,811,224 	4,259,490 	5,014,836 	5,639,910 	6,180,885 	6,244,279 	6,185,281
I.M.R.F. Pension 	- 	- 	- 	- 	- 	- 	- 	2,195,345 	3,059,093 	2,757,657
29,813,787 	32,100,657 	33,423,311 	34,283,924 	35,550,684 	38,044,668 	39,779,362 	41,479,399 	43,397,586 	38,990,104
***Source Document is Cook County Assessors Agency Tax Report
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CITY OF EVANSTON, ILLINOIS
Equalized Assessed Value and Actual Value of Taxable Property
Last Ten Fiscal Years
Levy Total Total Total
Year Residential Farm Commercial Industrial Railroad Equalized Actual Tax
Ended Property Property Property Property Property Assessed Value Value Rate
2002 1,202,783,327 16,895 467,795,729 66,579,781 368,172 1,737,543,904 5,212,631,712 1.609
2003 1,221,970,442 16,895 435,093,531 69,669,560 397,456 1,727,147,884 5,181,443,652 1.698
2004 1,543,464,138 16,895 479,999,412 71,684,555 446,570 2,095,611,570 6,286,834,710 1.528
2005 1,680,183,692 16,895 500,330,397 61,756,603 465,435 2,242,753,022 6,728,259,066 1.491
2006 1,707,669,215 16,895 476,821,737 60,920,888 464,011 2,245,892,746 6,737,678,238 1.527
2007 2,149,123,958 16,895 560,536,782 62,154,048 508,346 2,772,340,029 8,317,020,087 1.283
2008 2,324,551,100 16,895 560,106,493 53,168,671 554,733 2,938,397,892 8,815,193,676 1.295
2009 2,564,394,619 15,956 615,808,511 125,104,411 665,872 3,305,989,369 9,917,968,107 1.204
2010 2,233,194,054 15,956 623,156,869 184,687,438 829,769 3,041,884,087 9,125,652,261 1.364
2011 2,100,690,675 15,956 513,880,731 111,899,205 881,024 2,727,367,573 8,182,102,719 1.592
2012 Not Available Not Available Not Available Not Available 995,206 2,514,621,552 7,543,864,656 1.551
Note:
Source: Cook County Assessor's office
Property is reassessed once every three years. Equalized Assessed value is approximately 1/3 of actual value. Tax rates are per $100 of Equalized assessed value.
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CITY OF EVANSTON, ILLINOIS
Principal Property Taxpayers
Current year and Nine Years Ago
2011 EAV 2002 EAV
Percentage Percentage
Total of Total City Total of Total City
Equalized Assessed Taxable Equalized Assessed Taxable
Tax Payer Value (EAV) Rank EAV Tax Payer Value (EAV) Rank EAV
Grubb & Ellis 23,750,814	$ 1 0.87% Golub & Company 20,504,101	$ 1 1.18%
Rotary International 19,957,955 2 0.73% Rotary International 17,204,801 2 0.99%
Lowe Enterprises 19,687,132 3 0.72% Evanston NW Healthcare 14,623,909 3 0.84%
Church Street Plaza 17,812,119 4 0.65% Church & Chicago Ltd Partnership 12,760,189 4 0.73%
Evanston Plaza Holding 13,041,620 5 0.48% Evanston Plaza Freed 11,162,304 5 0.64%
Evanston Hotel Assoc. 11,605,700 6 0.43% Church Street Plaza 10,995,024 6 0.63%
Inland 10,956,173 7 0.40% Lynn Minnici 10,819,781 7 0.62%
NNNChurch Street Officer Center 10,825,746 8 0.40% Greenfield Acquisitions 10,270,624 8 0.59%
Northshore University Healthcare 10,417,651 9 0.38% Evanston Hotel 10,268,980 9 0.59%
500 Davis Street Holding 9,005,460 10 0.33% Albertson's (Jewel & Osco) 8,700,722 10 0.50%
Total 147,060,371	$ 5.39% Total 127,310,435	$ 7.33%
Total EAV 2,727,367,573	$ Total EAV 1,737,543,904	$
Source: Cook County
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CITY OF EVANSTON, ILLINOIS
Demographic and Economic Statistics
Last Ten Years
Per 	Education
Total 	Capita 	% of population
Calendar 	Personal 	Personal 	Median 	with HS Diploma 	School 	Unemployment
Year 	Population 	Income 	Income 	Age 	or Higher 	Enrollment 	Rate
2003 	74,239 	2,694,578,744 	36,296 	32.5 	91.3% 	9,766 	5.4%
2004 	74,239 	2,694,578,744 	36,296 	32.5 	91.3% 	9,849 	5.0%
2005 	74,239 	2,775,350,776 	37,384 	32.5 	94.0% 	9,740 	5.0%
2006 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.5%
2007 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.4%
2008 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.6%
2009 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.7%
2010 	74,486 	3,157,759,484 	42,394 	34.3 	94.0% 	9,550 	7.9%
2011 	74,486 	3,197,311,550 	42,925 	34.3 	94.0% 	11,369 	7.3%
2012 	74,486 	3,176,902,386 	42,651 	35.1 	93.6% 	11,418 	6.8%
Source: Various Government agencies
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2010 2011 2012 2013 VARIANCE PERCENT
ADOPTED ADOPTED ADOPTED ADOPTED INCREASE / INCREASE /
LEVY LEVY LEVY LEVY (DECREASE) (DECREASE)
GENERAL FUND
Gross Levy 14,487,920	$ 13,624,172	$ 9,774,369	$ 9,580,053	$ (194,316)	$ -1.99%
Loss Factor* 289,758	$ 272,483	$ 195,487	$ 191,601	$ (3,886)	$ -1.99%
Net Levy 14,198,162	$ 13,351,689	$ 9,578,882	$ 9,388,452	$ (190,430)	$ -1.99%
GENERAL FUND - IMRF PENSION
Gross Levy 2,195,345	$ 3,059,093	$ 2,757,657	$ 2,696,871	$ (60,786)	$ -2.20%
Loss Factor* 43,907	$ 61,182	$ 55,153	$ 53,937	$ (1,216)	$ -2.20%
Net Levy 2,151,438	$ 2,997,911	$ 2,702,504	$ 2,642,934	$ (59,570)	$ -2.20%
LIBRARY FUND
Gross Levy -	$ -	$ 4,340,014	$ 5,134,793	$ 794,779	$ 18.31%
Loss Factor* -	$ -	$ 86,800	$ 102,696	$ 15,896	$ 18.31%
Net Levy -	$ -	$ 4,253,214	$ 5,032,097	$ 778,883	$ 18.31%
LIBRARY FUND - DEBT SERVICE
Gross Levy -	$ -	$ -	$ 763,447	$ 763,447	$ N/A
Loss Factor* -	$ -	$ -	$ 15,269	$ 15,269	$ N/A
Net Levy -	$ -	$ -	$ 748,178	$ 748,178	$ N/A
TOTAL OPERATING LEVY 16,683,265	$ 16,683,265	$ 16,872,042	$ 18,175,164	$ 1,303,122	$ 7.72%
FIRE PENSION FUND
Gross Levy 6,180,885	$ 6,244,279	$ 6,185,281	$ 6,185,281	$ -	$ 0.00%
Loss Factor* 123,618	$ 124,886	$ 123,706	$ 123,706	$ -	$ 0.00%
Net Levy 6,057,267	$ 6,119,393	$ 6,061,575	$ 6,061,575	$ -	$ 0.00%
POLICE PENSION FUND
Gross Levy 7,588,132	$ 8,364,032	$ 8,234,005	$ 8,234,005	$ -	$ 0.00%
Loss Factor* 151,763	$ 167,281	$ 164,680	$ 164,680	$ -	$ 0.00%
Net Levy 7,436,369	$ 8,196,751	$ 8,069,325	$ 8,069,325	$ -	$ 0.00%
DEBT SERVICE FUND
Gross Levy 11,027,117	$ 12,106,014	$ 12,038,795	$ 11,275,348	$ (763,447)	$ -6.34%
Loss Factor* 220,542	$ 242,120	$ 240,776	$ 225,507	$ (15,269)	$ -6.34%
Net Levy 10,806,575	$ 11,863,894	$ 11,798,019	$ 11,049,841	$ (748,178)	$ -6.34%
TOTAL CITY LEVY
Gross Levy 41,479,399	$ 43,397,590	$ 38,990,107	$ 37,971,558	$ (1,018,549)	$ -2.61%
Loss Factor* 829,588	$ 867,952	$ 779,802	$ 759,431	$ (20,371)	$ -2.61%
Net Levy 40,649,811	$ 42,529,638	$ 38,210,305	$ 37,212,127	$ (998,178)	$ -2.61%
TOTAL LIBRARY LEVY
Gross Levy -	$ -	$ 4,340,014	$ 5,898,240	$ 1,558,226	$ 35.90%
Loss Factor* -	$ -	$ 86,800	$ 117,965	$ 31,165	$ 35.90%
Net Levy -	$ -	$ 4,253,214	$ 5,780,275	$ 1,527,061	$ 35.90%
TOTAL OVERALL LEVY
Gross Levy 41,479,399	$ 43,397,590	$ 43,330,121	$ 43,869,798	$ 539,677	$ 1.25%
Loss Factor* 829,588	$ 867,952	$ 866,602	$ 877,396	$ 10,794	$ 1.25%
Net Levy 40,649,811	$ 42,529,638	$ 42,463,519	$ 42,992,402	$ 528,883	$ 1.25%
City of Evanston
2013 Adopted Property Tax Levy
* Loss Factor is 2%
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City of Evanston
2013 Adopted Property Tax Levy
$9,578,882 $9,388,452
$2,702,504 $2,642,934
$4,253,214
$5,032,097
$-
$748,178
$6,061,575 $6,061,575
$8,069,325 $8,069,325
$11,798,019
$11,049,841
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
2012 2013
2013 Adopted Property Tax Levy by Fund
Comparison with 2012 Levy by Fund
General Fund
IMRF Pension
Library Fund
Library - Debt Service
Fund
Fire Pension Fund
Police Pension Fund
Debt Service Fund
Levy Year
General Fund,
$9,388,452 , 22%
IMRF Pension,
$2,642,934 , 6%
Library Fund, $5,032,097
, 12%
Library - Debt Service
Fund, $748,178 , 2%	Fire Pension Fund,
$6,061,575 , 14%
Police Pension Fund,
$8,069,325 , 19%
Debt Service Fund,
$11,049,841 , 25%
2013 Adopted Property Tax Levy by Fund
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City of Evanston
REVENUE SOURCES, ASSUMPTIONS, AND TRENDS
The following is a summary of major revenue sources, trends, and assumptions for FY 2014:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The 2014
property tax levy is collected in 2014. The FY 2014 Adopted Budget includes an overall increase to the net property tax levy of
$1,406,279. The City’s net debt service levy decreased by $250,000 and the net Firefighters’ and Police Pension levies were flat in
comparison to prior year.
SALES TAXES – The City receives two types of sales taxes – one from the State of Illinois and another from a sales tax imposed
through the City’s home-rule status. Both the State tax (retailers’ occupation tax- a.k.a. ROT) and the home rule tax rates are 1%
although the home rule tax is not assessed on “listed” property such as vehicles and most grocery food items and medications. Based
on State of Illinois revenue projections, the State sales tax budget for FY 2014 is $9.65 million and the home rule sales tax budget for
FY 2014 is approximately $6.1 million.
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INCOME TAX – Income tax is a State shared tax that is distributed on a per capita basis and is based on the average income
statewide. Based on the year-to-date actual receipts and Illinois Municipal League (IML) estimates, staff anticipates receiving
approximately $7.1 million in income tax revenues in FY 2014.
UTILITY TAXES –This revenue consists of taxes applied on electric usage, telephone usage, natural gas usage, and natural gas
distribution. The utility tax rates are 6% for telecommunications, 5% for natural gas distribution (suppliers), $.025/therm for natural gas
usage, and a rate of $.0061-$.0030 for electric utility tax depending on kilowatt hours consumed. The amount of revenue for these
taxes budgeted next year was largely dependent on year-to-date receipts and a historical trend analysis, if applicable, performed for the
past three years.
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REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or
transfer of real estate in the City less certain exemptions as specified per City code. Real estate transfer tax revenues were budgeted
based on year-to-date receipts in conjunction with an analysis of regional real estate sales trends.
WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to remain fairly constant from the prior
year. Absent any water rate increases or adjustments, this revenue is almost entirely dependent on water consumption with weather
playing a major role, especially during the summer.
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SEWER REVENUES – This revenue is billed based on water consumption and the two revenues often go hand in hand. It is important
to note that this revenue, unlike water, is not assessed to those communities outside of Evanston that purchase Evanston water.
PARKING REVENUES – The City operates parking meters, lots, and three major garages which generate revenues. The City’s Maple
and Sherman Garages were maintained as separate Funds prior to FY08/09, and the chart below has been adjusted to present
consolidated totals.
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City of Evanston
Debt Service Funds
The primary objective in debt management is to keep the level of indebtedness within available resources
and it’s imperative to keep the debt within the stated City Council debt limitation. Because the City of
Evanston is a Home Rule municipality there is no legal limit on the amount of debt the City can issue.
However, the Evanston City Council has established a limit of $113,000,000 in general obligation debt as
a City debt service policy.
The most recent debt issuance was October 31, 2013 when the City sold $28,875,000 Series 2013B
General Obligation Refunding Bonds to current refund Series 2004, 2004B and 2005 Bonds.
The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the
community needs. The City of Evanston has a rating AAA bond rating from both Fitch and Moody’s.
The following is a statistical breakdown of the City of Evanston's debt services profile:
General Obligation Debt per capita 	$2,069
General Obligation Debt as a percentage of Equalized Assessed Valuation 	6.13%
Total unabated debt service (principal + interest) expenditures as a % of
General Fund expenditure (FY 2012)
Current Bonds Rating - Moody's Investor Services 	Aa1
Current Bonds Rating - Fitch Ratings 	AA+
Equalized Assessed Valuation - Tax year 2012 	$2,514,621,552
Governmental Activity General Obligation Debt (FY 2012) 	$120,938,742
Business Activity General Obligation Debt (FY 2012) 	$33,221,257
15.07%
Debt 	Washington 	Howard 	Special
Service 	Natl TIF 	Hartery TIF 	Assessment 	SSA #5 	Parking 	Water 	Sewer 	Sanitation
FY 2014 	Fund 	Fund 	Fund 	Fund 	Fund 	Fund 	Fund 	Fund 	Fund 	Total
Principal 	8,901,683 	455,000 	685,000 	249,800 390,000 	2,520,901 	445,648 	341,061 	15,908 	14,005,001
Interest 	4,280,012 	55,000 	39,088 	89,895 	46,605 	606,956 	345,514 	173,212 	2,936 	5,639,218
Total 	13,181,695 	510,000 	724,088 	339,695 436,605 	3,127,857 	791,162 	514,273 	18,844 	19,644,219
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-
500
1,000
1,500
2,000
2,500
FY07/08 	FY08/09 	FY09/10 	FY10/11 	FY11 	FY12
1,552 1,591
1,949
2,061 	2,117 2,069
Per Capita General Obligation Debt
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
TY 2007 	TY 2008 	TY 2009 	TY 2010 	TY 2011 	TY 2012
4.16% 	4.02%
4.58%
5.05%
5.78%
6.13%
Ratio of General Obligation Debt to Equalized Assessed Valuation
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PART III
GENERAL FUND BUDGET
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FY 2012
Actual
FY 2013
Amended
Budget
FY 2013
Estimates
FY 2014
Adopted
Budget
FY13 - FY14
Budget
$ Variance % Variance
Operating Revenue
Property Tax 8,186,281	$ 12,481,386	$ 12,527,014	$ 12,271,386	$ (210,000)	$ -1.68%
Other Taxes 39,458,087	$ 40,447,197	$ 41,011,595	$ 42,276,223	$ 1,829,026	$ 4.52%
Licenses/Permits/Fees 10,479,208	$ 9,419,640	$ 10,945,932	$ 12,622,280	$ 3,202,640	$ 34.00%
Fines and Forfeitures 3,470,107	$ 4,366,022	$ 3,355,748	$ 4,366,022	$ -	$ 0.00%
Recreational Charges 5,316,651	$ 5,468,731	$ 5,230,388	$ 5,496,287	$ 27,556	$ 0.50%
Charges for Services 2,141,582	$ 2,435,467	$ 2,410,694	$ 2,440,467	$ 5,000	$ 0.21%
Intergovernmental Revenue 706,811	$ 786,798	$ 804,275	$ 721,272	$ (65,526)	$ -8.33%
Other Revenue 1,301,943	$ 1,418,443	$ 1,191,606	$ 1,238,468	$ (179,975)	$ -12.69%
Interest Income 7,169	$ 6,000	$ 25,000	$ 10,000	$ 4,000	$ 66.67%
Transfers In (Other Funds) 7,709,312	$ 7,693,367	$ 7,693,367	$ 7,742,893	$ 49,526	$ 0.64%
Operating Revenue 78,777,151	$ 84,523,051	$ 85,195,619	$ 89,185,298	$ 4,662,247	$ 5.52%
Operating Expense
Legislative 621,321	$ 635,096	$ 649,445	$ 677,621	$ 42,525	$ 6.70%
City Manager's Office 1,603,216	$ 1,873,088	$ 1,308,418	$ 1,941,115	$ 68,027	$ 3.63%
Law 975,265	$ 989,153	$ 1,000,853	$ 1,045,232	$ 56,079	$ 5.67%
Administrative Services 7,882,911	$ 8,776,495	$ 8,170,894	$ 8,826,606	$ 50,111	$ 0.57%
Community and Econ. Development 3,077,886	$ 2,721,263	$ 2,655,997	$ 2,652,887	$ (68,376)	$ -2.51%
Police 25,407,644	$ 25,552,042	$ 26,440,385	$ 26,876,444	$ 1,324,402	$ 5.18%
Fire 13,403,563	$ 13,741,148	$ 13,791,607	$ 14,072,488	$ 331,340	$ 2.41%
Health 2,225,149	$ 2,633,722	$ 2,693,215	$ 3,009,286	$ 375,564	$ 14.26%
Public Works 9,042,780	$ 9,660,557	$ 9,063,676	$ 17,884,613	$ 8,224,056	$ 85.13%
Parks, Recreation and Comm. Services 17,620,573	$ 17,937,858	$ 17,253,230	$ 10,483,281	$ (7,454,577)	$ -41.56%
Operating Expense (Less Surplus Distribution) 81,860,308	$ 84,520,422	$ 83,027,723	$ 87,469,573	$ 2,949,151	$ 3.49%
NET SURPLUS (DEFICIT) (3,083,157)	$ 2,629	$ 2,167,896	$ 1,715,725	$ 1,713,096	$
SURPLUS DISTRIBUTION SUMMARY
Transfer to Capital Improvement Fund 1,250,000	$ -	$ -	$ 936,500	$ 936,500	$
Transfer to Fleet Maintenance Fund -	$ -	$ 600,000	$ -	$ -	$
Transfer to Insurance Fund -	$ -	$ 500,000	$
Transfer to Debt Service Fund -	$ -	$ 1,000,000	$ 609,000	$ 609,000	$
Transfer to Equipment Replacement Fund 500,000	$ -	$ -	$ -	$ -	$
SURPLUS DISTRIBUTION TOTAL 1,750,000	$ -	$ 2,100,000	$ 1,545,500	$ 1,545,500	$
ADJUSTED SURPLUS / (DEFICIT) (4,833,157)	$ 2,629	$ 67,896	$ 170,225	$ 167,596	$
BEGINNING FUND BALANCE 18,393,169	$ 17,033,487	$ 17,101,383	$
Adjustment to GAAP Basis of Accounting 3,473,475	$ -	$ -	$
ENDING FUND BALANCE 17,033,487	$ 17,101,383	$ 17,271,608	$
* See City Manager's FY 2014 Budget Message for More Information Regarding Revenue and Expenditure Adjustments.
CITY OF EVANSTON
GENERAL FUND BUDGET COMPARISION
FISCAL YEAR 2014 to FISCAL YEAR 2013
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 	7,920,345 	12,281,386 	12,281,386 	12,031,386 	(250,000)
51025 PRIOR YEAR'S TAXES 	265,936 	200,000 	245,628 	240,000 	40,000
51000 PROPERTY TAXES 	8,186,281 	12,481,386 	12,527,014 	12,271,386 	(210,000)
51500 OTHER TAXES
51515 STATE USE TAX 	1,172,354 	1,176,879 	1,185,817 	1,241,753 	64,874
51525 SALES TAX - BASIC 	9,008,956 	9,291,000 	9,275,000 	9,690,000 	399,000
51530 SALES TAX - HOME RULE 	5,707,112 	5,861,800 	5,861,800 	6,100,000 	238,200
51535 AUTO RENTAL TAX 	41,405 	40,000 	40,000 	40,000
51540 ATHLETIC CONTEST TAX 	921,887 	760,000 	900,000 	800,000 	40,000
51545 STATE INCOME TAX 	6,603,796 	6,322,645 	6,712,678 	7,076,170 	753,525
51565 ELECTRIC UTILITY TAX 	2,996,903 	3,069,806 	3,000,000 	3,070,000 	194
51570 NATURAL GAS UTILITY TAX 	910,482 	1,400,000 	1,200,000 	1,200,000 	(200,000)
51575 NAT GAS USE TAX HOME RULE 	685,683 	800,000 	800,000 	800,000
51585 CIGARETTE TAX 	205,249 	485,000 	300,000 	300,000 	(185,000)
51590 EVANSTON MOTOR FUEL TAX 	629,128 	707,667 	629,000 	610,000 	(97,667)
51595 LIQUOR TAX 	2,175,476 	2,350,000 	2,240,000 	2,375,000 	25,000
51600 PARKING TAX 	2,352,581 	2,200,000 	2,350,000 	2,350,000 	150,000
51605 PERS. PROP. RPL. TAX 	539,973 	591,600 	535,000 	552,000 	(39,600)
51610 PERS. PROP. RPL. TAX REC 	46,300 	46,300 	46,300 	46,300
51620 REAL ESTATE TRANSFER TAX 	2,026,863 	2,100,000 	2,776,000 	2,875,000 	775,000
51625 TELECOMMUNICATIONS TAX 	3,433,939 	3,244,500 	3,160,000 	3,150,000 	(94,500)
51500 OTHER TAXES 	39,458,086 	40,447,197 	41,011,595 	42,276,223 	1,829,026
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 	2,562,972 	2,600,000 	2,600,000 	2,700,000 	100,000
52015 BUSINESS LICENSES 	93,167 	150,000 	100,000 	50,000 	(100,000)
52020 PET LICENSES 	29,445 	25,000 	25,000 	25,000
52025 BICYCLE LICENSES 	14
52030 CONTRACTORS' LICENSES 	82,970 	77,302 	77,302 	77,302
52035 ROOMING HOUSE LICENSES 	169,834 	193,000 	193,000 	193,000
52040 LIQUOR LICENSES 	441,498 	330,000 	400,000 	330,000
52041 ONE DAY LIQUOR LICENSE 	11,435 	8,200 	8,000 	8,200
52045 FARMERS' MARKET LICENSES 	53,480 	33,000 	41,000 	39,800 	6,800
52046 RENTAL BUILDING REGISTRA 	98,681 	95,000 	95,000 	95,000
52050 OTHER LICENSES 	21,867 	20,000 	21,000 	20,000
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
52055 LONG TERM CARE LICENSES 	104,580 	98,400 	98,400 	98,400
52061 SEASONAL FOOD ESTABL.LIC 	16,235
52062 MOBILE FOOD VEHICLE VEND 	1,082
52063 HEN COOP LICENSE 	700
52070 RESIDENT CARE HOME LICEN 	640 	600 	600 	600
52005 LICENSES 	3,688,599 	3,630,502 	3,659,302 	3,637,302 	6,800
52075 PERMITS
52080 BUILDING PERMITS 	3,546,648 	3,020,000 	4,470,000 	6,142,162 	3,122,162
52085 PLAN REVIEW 	8,855 	6,248 	7,300 	6,248
52090 PLUMBING PERMITS 	157,020 	135,000 	135,000 	184,842 	49,842
52095 ELECTRICAL PERMITS 	190,278 	130,000 	130,000 	177,996 	47,996
52105 SIGNS AND AWNING PERMITS 	7,437 	8,330 	8,330 	8,330
52110 OTHER/MISC PERMITS 	308,623 	183,260 	200,000 	250,920 	67,660
52115 ELEVATOR PERMITS 	56,185 	41,650 	48,000 	51,550 	9,900
52120 HEATING VENT. A/C PERMIT 	422,333 	210,000 	285,000 	287,532 	77,532
52126 RIGHT-OF WAY PERMIT 	540,321 	290,000 	425,000 	290,000
52130 RESIDENTS ANNUAL PRKG PE 	124,618 	128,000 	128,000 	128,000
52131 VISITOR PARKING PERMITS 	13,963 	12,300 	12,300 	12,300
52135 FIRE SUPRESSION/ALARM PE 	108,020 	65,000 	87,400 	88,998 	23,998
52075 PERMITS 	5,484,301 	4,229,788 	5,936,330 	7,628,878 	3,399,090
52140 FEES
52145 ANNUAL SIGN FEES 	26,181 	25,000 	25,000 	25,000
52146 MOVING VAN PERMIT FEE 	50,000 	50,000 	50,000
52155 PLAT PR.&SIGN APP HRG FE 	1,650 	2,100 	2,300 	2,100
52170 ALARM PANEL FRANCHISE FE 	6,720 	6,000 	6,000
52180 CABLE FRANCHISE FEE 	1,078,032 	1,000,000 	1,078,000 	1,078,000 	78,000
52181 PEG FEES - COMCAST 	129,988 	100,000 	130,000 	130,000 	30,000
52185 NICOR FRANCHISE FEE 	63,736 	95,000 	65,000 	65,000 	(30,000)
52187 TRANSFER STATION FEES 	281,250 	(281,250)
52140 FEES 	1,306,308 	1,559,350 	1,350,300 	1,356,100 	(203,250)
52000 LICENSES, PERMITS & FEES 	10,479,208 	9,419,640 	10,945,932 	12,622,280 	3,202,640
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 	2,681,392 	3,450,000 	2,800,000 	3,450,000
52510 REGULAR FINES 	197,879 	298,449 	298,449
52530 BOOT RELEASE FEE 	71,250 	80,000 	65,000 	80,000
52540 FIRE FALSE ALARM FINES 	33,135 	170,000 	46,000 	170,000
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
52541 POLICE CTA DETAIL & BARNE 	38,017
52542 POLICE DUI REIMB 	1,881
52544 POLICE TIP SYSTEMS 	27
52545 POLICE FALSE ALARM FINES 	42,253
52555 HOUSING CODE VIOL FINES 	125,819 	97,248 	97,248 	97,248
52560 PERMIT PENALTY FEES 	7,995 	7,500 	7,500 	7,500
52570 NONPARKING ORDINANCE VIOL 	336,729 	262,825 	340,000 	262,825
52605 LANDLORD/TENANT VIOL FINE
52500 FINES AND FORFEITURES 	3,470,107 	4,366,022 	3,355,748 	4,366,022
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53050 SANITATION CLASSES 	2,326 	1,700 	1,800 	1,700
53075 DENTAL CLINIC 	235,228
53095 HEALTH CLINIC-TB 	593
53105 HEALTH FOOD ESTBLSMNT LI 	200,124 	185,000 	185,000 	185,000
53135 DENTAL CHECK UP 	1,190
53140 EMERGENCY DENTAL EXAM 	20
53150 AMALGAM FILLING 	180
53155 RESIN FILLING 	180
53165 EXTRACTION 	110
53170 PULPOTOMY 	30
53175 SEALANT OFFICE VISIT 	20
53180 ADDITIONAL SEALANTS 	20
53185 TEMPORARY FOOD LICENSE F 	6,893 	7,000 	6,000 	7,000
53190 FOOD DELIVERY VEHICLE 	7,890 	5,500 	5,500 	5,500
53200 BEV.SNACK VENDING MACHIN 	20,529 	28,000 	28,000 	28,000
53210 TOBACCO LICENSE 	25,500 	19,000 	19,000 	19,000
53211 BEEKEEPER LICENSE FEE 	75
53215 BIRTH CERTIFICATE 	62,346 	70,000 	70,000 	70,000
53220 DEATH CERTIFICATE-16.23 	18,668 	40,000 	30,000 	30,000 	(10,000)
53230 FUNERAL DIRECTOR LICENSE 	9,540 	6,000 	6,000 	6,000
53235 TEMP FUNERAL DIREC LICEN 	5,290 	4,200 	4,200 	4,200
53005 HEALTH DEPT.- CHRGS FOR S 	596,752 	366,400 	355,500 	356,400 	(10,000)
53240 PARKING - CHRGS FOR SVCS
53251 PARKING METER FEE INCREA 	119,633 	641,667 	641,667 	641,667
53240 PARKING - CHRGS FOR SVCS 	119,633 	641,667 	641,667 	641,667
53412 LOT 15 RENTAL
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
53560 RECREATION - CHRGS FOR SV
53565 RECREATION PROGRAM CHARG 	5,203,499 	5,365,015 	5,137,588 	5,392,571 	27,556
53568 TRANS.FROM RESTRICTED AC 	97,753 	78,716 	77,800 	78,716
53569 Special Events Revenue 	15,399 	25,000 	15,000 	25,000
53560 RECREATION - CHRGS FOR SV 	5,316,651 	5,468,731 	5,230,388 	5,496,287 	27,556
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 	410 	1,000 	1,000 	1,000
53640 SENIOR TAXI COUPON SALES 	97,417 	108,000 	108,000 	108,000
53650 STATE HIGHWAY MAINTENANC 	41,298 	58,000 	63,527 	58,000
53655 FIRE COST RECOVERY CHARG 	2,520 	10,000 	3,000 	10,000
53656 OTHER SERVICE CHARGES 	938
53666 HISTORIC PRESERVATION RE 	7,020 	6,500 	6,500 	6,500
53620 OTHER CHRGS FOR SVCS 	149,603 	183,500 	182,027 	183,500
53667 TREE PRESERVATION PERMIT
53675 AMBULANCE SERVICE 	1,035,593 	1,052,400 	1,041,000 	1,052,400
53680 TOWING CHARGES 	3,000 	3,000 	3,000
53685 POLICE REPORT FEES 	27,043 	14,500 	14,500
53690 WOOD RECYCLING 	28,020 	35,000 	35,000 	35,000
53695 ZONING FEES 	35,518 	25,000 	40,000 	40,000 	15,000
53705 FIRE BUILDING INSPECTION 	17,090 	6,000 	13,500 	6,000
53715 ALARM REGISTRATION FEE 	107,038 	90,000 	88,500 	90,000
53720 SKOKIE ANIMAL BOARD FEE 	7,712 	8,000 	8,000
53725 BACKGR CHKS DAYCARE PROV 	580
53736 NEW PAVEMENT DEGRADATION 	17,000 	10,000 	10,500 	10,000
53667 TREE PRESERVATION PERMIT 	1,275,594 	1,243,900 	1,231,500 	1,258,900 	15,000
53737 I HEART EVANSTON TREES PR
53000 CHARGES FOR SERVICES 	7,458,233 	7,904,198 	7,641,082 	7,936,754 	32,556
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
55025 LOCAL HEALTH PROTECTION 	75,419 	75,000 	75,000 	76,000 	1,000
55040 DENTAL SEALANT GRANT 	569 	8,626 	(8,626)
55075 SUMMER FOOD INSPECTIONS 	400 	400 	400
55080 KID CARE AGREEMENT 	1,750
55085 IL TOBACCO FREE COMMUNIT 	6,029 	25,082 	31,027 	31,027 	5,945
55095 HEALTH ALERT NETWORK GRN 	2,704
55130 IL STATE CHILDHOOD LEAD 	1,359 	1,000 	1,000 	1,000
55146 STATE, COUNTY AND OTHER 	319,625 	11,000 	17,777 	11,000
55150 TANNING PARLOR INSPECTIO 	200 	200 	300 	100
55160 VIOL. CRIME VIC. ASST GR 	18,525 	18,525
55170 FIRE DEPARTMENT TRAINING 	20,274 	3,000 	1,500 	3,000
55015 STATE AID 	427,729 	142,833 	126,904 	141,252 	(1,581)
55171 RBFI-Risk Based Fdng Gran
55173 CRI GRANT -REVENUE (HHS) 	8,881 	44,000 	44,000 	43,700 	(300)
55174 PHEP GRANT-REVENUE (HHS) 	29,522 	62,072 	65,568 	61,200 	(872)
55175 STATE RECYCLING GRANT
55176 DENTAL EXPANSION GRANT 	30,000 	30,000 	(30,000)
55175 STATE RECYCLING GRANT 	30,000 	30,000 	(30,000)
55171 RBFI-Risk Based Fdng Gran 	68,402 	136,072 	109,568 	104,900 	(31,172)
55179 RBFI GRANT REVENUE
55231 LEAD PAINT HAZARD GRANT 	80,000 	100,000 	100,000 	20,000
55179 RBFI GRANT REVENUE 	80,000 	100,000 	100,000 	20,000
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 	27,950 	10,000 	10,000 	10,000
55253 ENERGY EFF.& CONSV.BLOCK 	35,021
55255 COMM AGING GRT-ADVOCATE 	74,160 	79,723 	136,853 	86,970 	7,247
55265 FEMA 	4,413 	17,000 	17,000 	17,000
55270 POLICE TRAINING 	12,081 	8,000 	8,000
55250 FEDERAL AID 	153,625 	114,723 	163,853 	121,970 	7,247
55272 TOBACCO COMPLIANCE GRANT 	3,239
55275 HUD EMERGENCY SHELTER GR 	38,314 	204,770 	194,950 	104,000 	(100,770)
55290 OTHER FEDERAL AID 	15,503 	8,400 	9,000 	9,150 	750
55272 TOBACCO COMPLIANCE GRANT 	57,056 	213,170 	203,950 	113,150 	(100,020)
55311 YOUTH ORGANIZ UMBRELLA GR 	40,000 	40,000
55311 YOUTH ORGANIZ UMBRELLA GR 	40,000 	40,000
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
55316 RTA GRANT 	100,000 	100,000 	100,000
55000 INTERGOVERNMENTAL REVENUE 	706,812 	786,798 	804,275 	721,272 	(65,526)
56000 OTHER REVENUE
56002 WOMEN OUT WALKING 	8,048 	15,000 	4,000 	5,000 	(10,000)
56010 PROPERTY SALES AND RENTAL 	57,425 	151,543 	108,968 	108,968 	(42,575)
56011 DONATIONS 	33,530 	76,400 	32,000 	32,000 	(44,400)
56010 PROPERTY SALES AND RENTAL 	90,955 	227,943 	140,968 	140,968 	(86,975)
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 	2,000 	2,000 	2,000
56030 DAMAGE TO CITY TRAFFIC S 	20,000 	20,000 	20,000
56031 DAMAGE TO STREET LIGHTS 	20,000 	20,000 	20,000
56015 REVENUE FROM DAMAGE TO CI 	42,000 	42,000 	42,000
56045 MISCELLANEOUS REVENUE 	229,037 	255,000 	150,000 	155,000 	(100,000)
56046 TAXICAB CLASS REVENUE 	6,900
56045 MISCELLANEOUS REVENUE 	235,937 	255,000 	150,000 	155,000 	(100,000)
56047 RESERVES
56048 TEEN BABY NURSERY PROG 	41,000 	41,000 	41,000
56047 RESERVES 	41,000 	41,000 	41,000
56049 MARKET LINK VOUCHERS 	4,056 	16,500 	12,000 	16,500
56055 NOYES CUL. ARTS RENTALS / 	2,350
56063 CONST.INSP.OVERTIME REIMB 	5,400
56065 SALE OF SURPLUS PROPERTY 	4,060
56063 CONST.INSP.OVERTIME REIMB 	9,460
56067 REIMBURSEMENTS- SERV. & S 	19,527
56068 REIMB SALT USE DIST 65 ET 	18,281
56069 REIMB. FOR FIRE DEPTT. S 	118,160
56068 REIMB SALT USE DIST 65 ET 	136,441
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 	4,309
56070 OVER AND SHORT 	4,309
56105 PAYMENT IN LIEU OF TAXES 	266,906 	250,000 	267,000 	267,000 	17,000
56106 FUND BALANCE APPLIED 	516,000 	516,000 	516,000 	516,000
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
56115 PROCEEDS FROM IEPA LOAN
56131 DUTCH ELM TREE INSURANCE
56134 PRIVATE ELM TREES INS. MO 	20,655 	40,000 	44,638 	40,000
56140 FEES AND MERCHANDISE SALE 	650
56156 YARD WASTE FEE
56157 CITIZENS CPR CLASS FEES 	3,595
56156 YARD WASTE FEE 	3,595
56175 PARKING PERMITS-RYAN FIEL 	13,454 	15,000 	15,000 	15,000
56185 PART. PENSION CONTRIBUTIO
56196 JDE WATER INTERFACE
56200 OVERPAYMENT REFUNDS 	71,438
56196 JDE WATER INTERFACE 	71,438
56205 CD DEMOLITION REVENUE 	38
56000 OTHER REVENUE 	1,301,944 	1,418,443 	1,191,606 	1,238,468 	(179,975)
56500 INTEREST INCOME
56501 INVESTMENT INCOME 	7,169 	6,000 	25,000 	10,000 	4,000
56500 INTEREST INCOME 	7,169 	6,000 	25,000 	10,000 	4,000
57000 TRNSFR FROM OTHER FUNDS
57007 FROM WEST EVANSTON TIF 	60,000 	60,000 	60,000 	60,000
57009 FROM LIBRARY FUND 	210,000 	210,000
57012 FROM NSP2 GRANT FUND 	114,984 	145,000 	145,000 	30,000 	(115,000)
57020 FROM MOTOR FUEL FUND-S/M 	836,990 	833,000 	833,000 	833,000
57030 FROM COMM. DEVEL. FUND 	808,753 	781,278 	781,278 	571,000 	(210,278)
57035 FROM HOME FUND 	52,275 	28,400 	28,400 	22,500 	(5,900)
57035 FROM HOME FUND 	52,275 	28,400 	28,400 	22,500 	(5,900)
57040 FROM EMERGENCY TEL SYSTEM 	125,950 	125,950 	125,950 	125,950
57050 FROM ECON DEV FUND 	452,707 	452,707 	452,707 	452,708 	1
57060 FROM HOUSING FUND 	23,990 	23,990 	23,990 	13,990 	(10,000)
57065 FROM WASHINGTON NAT'L DS 	325,000 	331,000 	331,000 	331,000
57070 FROM HOW HARTREY DEBT SER 	141,600 	144,400 	144,400 	144,400
57075 FROM SW TIF DEBT SERVICE 	28,920 	29,500 	29,500 	29,500
57096 FROM HOWARD RIDGE TIF 	120,400 	120,400 	120,400 	60,000 	(60,400)
57100 FROM CAPITAL IMP. FUND 	475,000 	475,000 	475,000 	475,000
57130 FROM PARKING FUND 	644,242 	644,242 	644,242 	869,242 	225,000
57135 FROM WATER FUND 	162,235 	162,235 	162,235 	162,235
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FISCAL YEAR 	2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
57140 FROM WATER FUND-ROI 	2,531,102 	2,531,102 	2,531,102 	2,531,102
57145 FROM WATER FUND-ADMIN. EX 	662,963 	662,963 	662,963 	676,222 	13,259
57165 FROM SEWER FUND 	142,200 	142,200 	142,200 	145,044 	2,844
57235 EMPLOYEES HEALTH INSUR.CO
57000 TRNSFR FROM OTHER FUNDS 	7,709,311 	7,693,367 	7,693,367 	7,742,893 	49,526
57500 LIBRARY-OTHER REVENUE
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 	78,777,151 	84,523,051 	85,195,618 	89,185,298 	4,662,247
50000 REVENUES 	78,777,151 	84,523,051 	85,195,618 	89,185,298 	4,662,247
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City of Evanston
City Council
Description of Major Activities:
The City Council consists of the Mayor, who is elected at large, and nine aldermen, one elected from
each of the nine wards for a term of four years.
The City Council formulates policies to guide the orderly development and administration of the City;
determines the use of tax dollars and other funding sources to meet the City's needs; holds public
hearings to provide citizens with opportunities to be heard; participates in conferences, forums, and
meetings of legislative groups and associations; keeps its constituency informed of City issues and
activities through ward meetings and public forums, and responds to citizen requests for services and
information.
Total Full-Time Equivalent Positions:
Employee Status
Description 	Job Type Description
2014 Position
FTE
City Council
Part-Time Regular 	Mayor 	0.00
Part-Time Regular 	Alderman (9 elected officials @ 0 FTE) 	0.00
Full-Time Regular 	Mayor’s Assistant 	1.00
1300 Total 	1.00
City Council Total 	1.00
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1300 - City Council 	405,096 	406,161 	421,498 	434,899
Total: 	$405,096 	$406,161 	$421,498 	$434,899
Performance Report on FY 2013 Major Program Objectives
• 	The City Council re-codified and substantially re-wrote the City Code.
• 	In 2013, the City Council performed a review, analysis, and improvement of City procurement
processes, including the implementation of “Procurement 101” for local businesses to better
understand the procurement process within the City.
• 	The City Council approved a New Trader Joe’s Location.
• 	Completed Mayor’s second “Safe Summer Summit.”
• 	Initiated Mayor’s series of “My Evanston, My Neighbors.”
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City of Evanston
City Council
2014 Department Initiatives
The City Council approved 6 Goals to focus on for the coming year:
• 	Water and Sewer Infrastructure
• 	Street/Sidewalks Infrastructure
• 	Buildings and Facility Infrastructure
• 	Economic Development
• 	At Risk Individuals and Families
• 	Financial Policies
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Number of ordinances adopted 	100 	85 	130
Number of resolutions adopted 	75 	60 	100
Updated board, committee, commission rosters 	9 	9 	9
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1300 CITY COUNCIL
61010 REGULAR PAY 197,389 203,440 203,440 204,644
61420 ANNUAL SICK LEAVE PAYOUT 1,435
61510 HEALTH INSURANCE 116,185 119,966 119,966 134,686
61615 LIFE INSURANCE 76 76 76 78
61710 IMRF 7,370 8,226 8,226 8,036
61725 SOCIAL SECURITY 12,176 11,615 11,615 11,557
61730 MEDICARE 2,848 2,716 2,716 2,703
62206 TV BROADCASTING 4,165 4,165 4,165
62210 PRINTING 4,599 2,904 2,904 2,904
62275 POSTAGE CHARGEBACKS 331 333 333 333
62280 OVERNIGHT MAIL CHARGES 167 167 167
62285 COURIER CHARGES 2,171 300 1,500 300
62295 TRAINING AND TRAVEL 10,502 5,000 9,000 8,000
62315 POSTAGE 30
62360 MEMBERSHIP DUES 39,375 28,000 40,000 38,000
62370 EXPENSE ALLOWANCE 173 125 125 125
62380 COPY MACHINE CHARGES 900 619 619 619
62456 OUTSIDE MAIL SERVICES 137 4,000 3,500 4,000
62490 OTHER PROGRAM COSTS 261 3,664 1,500 3,664
64540 TELECOMMUNICATIONS - WIRELESS 592 500 500 500
65010 BOOKS, PUBLICATIONS & MAPS 29 200 200 200
65025 FOOD 6,221 2,500 4,200 2,500
65095 OFFICE SUPPLIES 366 1,500 600 1,500
66025 TRAN.TO DS FUND- ERI DEBT SERV 1,929 1,981 1,981 2,053
66062 SISTER CITY FUNDING 4,165 4,165 4,165
1300 CITY COUNCIL 405,096 406,161 421,498 434,899
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City of Evanston
City Clerk’s Office
Description of Major Activities:
The City Clerk records the minutes for the City Council and staffs special Council committees. The Clerk
produces official minutes of all Council meetings; maintains the City Code and official City 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.
Total Full-Time Equivalent Positions:
Employee Status Description 	Job Type Description
2014 Position
FTE
City Clerk
Full-Time Regular 	City Clerk 	0.00
Full-Time Regular 	Deputy City Clerk 	1.40
Part-Time 	Mail Room Attendant 	0.80
1400 Total 	2.20
City Clerk Total 	2.20
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1400 – City Clerk’s Office 	216,225 	228,936 	227,947 	242,722
Total Expenditures: 	$216,225 	$228,936 	$227,947 	$242,722
Performance Report on FY 2013 Major Program Objectives
• 	The legal review of the Evanston City Code by departments was restarted by the Law Department
and was completed in 2013. The City Code was last codified in 1979.
• 	The Clerk’s Office has provided real estate transfer tax stamps, notary services, and code book sales
to customers throughout FY 2013.
• 	The City Clerk's Office stopped compiling a packet of materials for use by those wishing to run for
municipal offices on April 9, 2013. All candidates obtained their information from the Cook County
Clerk’s website and downloaded the necessary forms. The Office facilitated voting by 	registering
people to vote, arranging for an early voting site at the Civic Center, and providing voters with the
means to vote absentee by mail.
• 	The City Clerk’s Office reorganized office space configuration and filing system.
• 	The Notary laws changed in June 2009; necessary changes to adhere to the revised laws were
implemented.
• 	New FOIA Officers have been designated in compliance with the new Illinois Freedom of Information
Act (FOIA) laws.
• 	Electronic training is mandatory for all designated FOIA officers in the City and was completed by
necessary personnel in 2013.
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City of Evanston
City Clerk’s Office
2014 Department Initiatives
• 	Continued coordination of FOIA requests continues with an electronic log and files of disposition of
FOIA requests.
• 	The Clerk’s Office will provide early voting services for the March 2014 election.
• 	The Clerk’s office will work with the Cook County Department of Elections to facilitate the March,
2014 elections in Evanston.
• 	The City Clerk’s Office will continue to track the number of notary public requests made and
determine whether the City’s current number of notary publics is sufficient to meet demand.
• 	The Clerk’s Office will possess a copy of all certifications of the FOIA and Open Meetings Act (OMA)
designees.
• 	The Clerk will give a presentation to all directors and managers on the proper procedure for
responding to a FOIA request.
• 	Increasing efforts to become paperless; allow web access for all documents requested from the
Clerk’s Office.
• 	Facilitate online Open Meetings Act (OMA) training for elected officials and department heads.
• 	Continue project to make obtaining documents more accessible to the citizens.
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Voter registration 	360 	175 	175
Early voters 	1,000 	1,050 	1,075
Real Estate Transfer Tax transactions 	1,669 	1,500 	1,600
Exemptions from Real Estate Transfer Tax 	1,485 	3,200 	1,500
Disabled parking placards 	150 	176 	300
FOIA requests 	555 	850 	1,000
Response to 311 requests 	60 	100 	100
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1400 CITY CLERK
61010 REGULAR PAY 97,997 101,456 101,456 105,586
61050 PERMANENT PART-TIME 41,262 49,713 49,713 51,595
61110 OVERTIME PAY 992
61510 HEALTH INSURANCE 19,902 22,944 22,944 24,250
61615 LIFE INSURANCE 33 32 32 34
61710 IMRF 13,493 9,082 14,500 14,931
61725 SOCIAL SECURITY 8,468 9,147 9,147 9,545
61730 MEDICARE 1,980 2,139 2,139 2,232
62210 PRINTING 876 876 876
62235 OFFICE EQUIPMENT MAINT 1,247 833 833 833
62275 POSTAGE CHARGEBACKS 781 200 800 200
62280 OVERNIGHT MAIL CHARGES 126 65 50 65
62295 TRAINING AND TRAVEL 5,282 5,000 7,000 5,000
62315 POSTAGE 43 35 35
62360 MEMBERSHIP DUES 674 525 600 525
62380 COPY MACHINE CHARGES 750 400 400 400
62457 CODIFICATION SERVICES 11,850 17,330 9,500 17,330
65010 BOOKS, PUBLICATIONS & MAPS 46 650 200 650
65080 MERCHANDISE FOR RESALE 4,957 2,500 1,500 2,500
65095 OFFICE SUPPLIES 2,894 2,000 2,100 2,000
65175 ELECTION SUPPLIES 33 500 650 500
66025 TRAN.TO DS FUND- ERI DEBT SERV 3,415 3,507 3,507 3,635
1400 CITY CLERK 216,225 228,936 227,947 242,722
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City of Evanston
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, volunteer efforts, program
evaluation, environmental sustainability, and policy analysis.
The City Manager’s Office coordinates the preparation of the City Council agenda, reviews all items being
considered before the governing body, and responds to inquiries from citizens and elected officials. City
Manager’s Office staff work closely with the public to resolve service delivery problems as well as
disseminate information about the City’s policies. Staff monitors legislation both in Springfield and
Washington D.C. to determine the potential impact on Evanston residents, businesses, and government.
The Office also responds to a wide variety of general inquiries.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
City Manager
Full-Time Regular City Manager 1.00
Full-Time Regular Deputy City Manager 1.00
Full-Time Regular Executive Assistant 1.00
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Local Government Management Fellow 1.00
1505 Total 5.00
Citizen Engagement
Full-Time Regular Citizen Engagement Division Manager 1.00
Full-Time Regular Web Communications Coordinator 1.00
Full-Time Regular Citizen Engagement Coordinator 1.00
Full-Time Regular Citizen Engagement Specialist 2.00
Full-Time Regular Art Design Coordinator 1.00
1510 Total 6.00
Sustainability
Full-Time Regular Sustainable Programs Coordinator 1.00
1535 Total 1.00
Community Arts
Full-Time Regular Cultural Arts Coordinator 1.00
1580 Total 1.00
City Manager's Office Total 13.00
*** City Manager’s Office also includes the Economic Development Staff. These 6.25 positions are
funded out of the Economic Development Fund.
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City of Evanston
City Manager’s Office
Financial Summary
Expenditures:
1505 - City Manager's Office 628,383 900,021 563,269 771,926
1510 - Community Engagement 802,794 620,148 603,763 713,201
1525 - Misc. Business Operation 75,428 258,200 47,000 258,200
1535 - Sustainability Grant 91,364 94,719 94,386 95,110
1570 - Evanston 150 5,247 - - -
1580 - Community Arts - - - 102,678
Total Expenditures: 1,603,216	$ 1,873,088	$ 1,308,418	$ 1,941,115	$
Revenues:
52180 - Cable Franchise Fee 1,078,032 1,000,000 1,078,000 1,078,000
52181 - PEG Fees 129,988 100,000 130,000 130,000
Total Revenues: 1,208,020	$ 1,100,000	$ 1,208,000	$ 1,208,000	$
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Performance Report on FY 2013 Major Program Objectives
 Partnered with CTA to replace track ties along the purple line in Evanston
 Raised $23,500 for the YWCA Evanston - Northshore as part of the Nicor Gas Community Energy
Challenge, which was used for energy efficiency upgrades of 550 program participants including 191
homeowners and 59 small businesses who participated in the energy assessment
 Increased e-news distribution to 32,500 and increased frequency from bi-weekly to weekly
 Increase social media presence with Instagram and Pinterest Accounts; increased following to
include 4,688 Facebook “likes” and 4,700 Twitter followers
 Continued “Engage Evanston” community budgeting process for FY 2014 Budget using MindMixer
online community engagement service
 Partnered with Northwestern to coordinate ’Kits and ‘Cats Week” Kick-off Celebration and game
 Hosted 2nd Jalisco en Evanston in concert with the Federation of Hometown Associations from the
State of Jalisco, Mexico, Fedejal
 Co-sponsored the first Hispanic Heritage Month Festival at Robert Crown Community Center
 Organized the 4th annual “Evanston Day” in Springfield, IL to lobby for Evanston issues at the State
Capitol, in cooperation with Northwestern University, Evanston Schools, and non-profits
 Supported the successful negotiation of a second electricity aggregation contract for Evanston
residents and small businesses, offering savings to energy users and reducing greenhouse gas
emissions by 77,029 metric tons of C02 with a 100% green energy contract
 Assisted in securing a high speed internet grant for the Chicago Main Street Corridor from the Illinois
Department of Commerce and Economic Opportunity (DCEO)
 Worked with CTA and Union Pacific (UP) Railroad to clean up multiple places along the CTA and
Metra Tracks
 Produced eight editions of the Sustainability News & Events e-newsletter and built distribution to
over 1,000 e-mail addresses
 Created the Evanston “GreenBuzz” website to provide residents with information on organizations,
events, and news related to the environment, climate change, and sustainability in Evanston
 Successfully secured $446,456 in grant funding and in-kind services to support energy efficiency
upgrades at Sherman Plaza parking garage and Chandler-Newberger Community Center
 Increased youth participation in the Sustainability Internship Program to 850 volunteer and 500 paid
hours
 Convened two Sustain Evanston meetings with attendance of 40 community leaders working to
foster collaboration on sustainability efforts
2014 Department Initiatives
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City of Evanston
City Manager’s Office
 Work with CTA to find long-term funding solutions for Purple Line rebuilding
 Complete the STAR Communities Pilot program which includes data collection and reporting to earn
Evanston a community-wide sustainability rating
 Coordinate “Drive Less, Live More Campaign” with RTA and Active Transportation Alliance to reduce
vehicle emissions and promote biking, public transit, and walking
 Implement new 311 CRM Software and mobile app
2014 Department Objectives
 Reduce City and community energy usage by leveraging existing utility programs and grant funding
 Convene two meetings annually with the “Sustain Evanston” network with a focus on incorporating
environmental, economic, and social elements into collaborative programs and projects
 Continue to educate the community in the benefits of waste reduction, recycling, and composting
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Prepare agendas and materials for regular and
special City Council, Planning and Development,
Rules and Administration and Public Works
meetings 107 48 107
Number of City of Evanston volunteer
opportunities 75 85 85
Number of volunteer opportunities featured on
VEP website 108 120 120
Number of organizations featured on VEP website 66 80 80
311 center calls handled 125,100 150,000 150,000
311 center service requests handled 21,077 35,000 35,000
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2012
Actual
2013
Budget
2013
Estimate 	Adopted
2014
1500 CITY ADMINISTRATION
61010 	REGULAR PAY 	903,150 	989,026 	858,859 	1,078,031
61055 	TEMPORARY EMPLOYEES 	48,155
61060 	OVERTIME-CHGBK 	19,067
61210 	LONGEVITY 	1,963 	2,347 	2,403 	2,376
61420 	ANNUAL SICK LEAVE PAYOUT 	1,640
61510 	HEALTH INSURANCE 	115,537 	145,713 	68,457 	136,743
61615 	LIFE INSURANCE 	924 	744 	1,094 	697
61625 	AUTO ALLOWANCE 	11,459 	10,980 	10,980 	10,980
61626 	CELL PHONE ALLOWANCE 	3,878 	4,416 	2,092 	2,544
61655 	EMPLOYEE LOANS - INTEREST EXPE 	1,900
61710 	IMRF 	92,346 	112,323 	96,060 	118,845
61725 	SOCIAL SECURITY 	54,348 	61,088 	57,903 	66,223
61730 	MEDICARE 	13,913 	14,287 	14,250 	15,488
62205 	ADVERTISING 	17,489 	15,044 	6,782 	15,044
62210 	PRINTING 	5,493 	2,832 	7,158 	2,832
62250 	COMPUTER EQUIPMENT MAINT 	40
62275 	POSTAGE CHARGEBACKS 	984 	999 	666 	999
62280 	OVERNIGHT MAIL CHARGES 	39 	167 	167
62285 	COURIER CHARGES 	198 	83 	83
62295 	TRAINING & TRAVEL 	33,237 	29,189 	26,926 	29,189
62315 	POSTAGE 	2,499 	2,499
62341 	INTERNET SOLUTION PROVIDERS 	5,000
62360 	MEMBERSHIP DUES 	12,437 	8,663 	11,500 	12,333
62458 	OUTSIDE COPY SERVICES 	750 	750
62490 	OTHER PROGRAM COSTS 	585 	750 	656 	2,450
62506 	WORK-STUDY 	3,145 	3,300 	3,300 	3,300
62509 	SERVICE AGREEMENTS / CONTRACTS 	115,000 	85,000
62665 	CONTRIB TO OTHER AGENCIES 	106,800 	50,000 	52,000 	50,000
64540 	TELECOMMUNICATIONS - WIRELESS 	2,174
64545 	PERSONAL COMPUTER SOFTWARE 	1,881 	3,500 	3,500
65010 	BOOKS, PUBLICATIONS, MAPS 	2,157 	1,749 	490 	1,749
65025 	FOOD 	500
65095 	OFFICE SUPPLIES 	2,162 	1,516 	2,278 	2,100
65125 	OTHER COMMODITIES 	5,945 	880 	548 	880
65555 	PERSONAL COMPUTER EQUIPMENT 	3,553
65625 	FURNITURE, FIXTURE & EQUIPMENT 	700
65630 	LIBRARY BOOKS
65635 	PERIODICALS 	175 	151 	175
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	28,503 	29,471 	29,471 	30,541
66030 	OTHER INSURANCE CHARGEBACKS 	7,397 	7,397 	7,397 	7,397
68205 	CONTINGENCIES 	94,543 	258,200 	47,000 	258,200
1500 CITY ADMINISTRATION 	1,603,216 	1,873,088 	1,308,418 	1,941,115
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City of Evanston
Law Department
Description of Major Activities:
The Law Department provides for and supervises all legal services for the City. The Department provides
legal advice and/or opinions to the City Council and standing committees, City Manager, City staff,
elected officials, and City boards and commissions. 	The Department drafts or reviews ordinances and
resolutions and researches the legal basis and constitutional limitations of home rule authority on all
legislative issues. 	The Department represents the City in housing court prosecutions, traffic court
prosecutions, and administrative adjudication hearings as necessary. 	The Department represents the
City in all general litigation matters including, but not limited to, general tort litigation, personal injury,
property damage, employment discrimination, civil rights, and special assessments. 	The Department
prepares or reviews all contracts, leases, easements and plats, and by request, provides advice on public
bidding and purchase procedures. The Department supervises the liquor licensing activities in the City
and supervises the Administrative Adjudication Division.
The Department, through the Insurance Fund, supervises the general liability third-party administration of
claims. 	The Department recommends the purchase of insurance in all areas of exposure including
general liability, 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.
Total Full-Time Equivalent Positions:
Employee Status
Description 	Job Type Description
2014
Position FTE
Legal Administration
Full-Time Regular 	Corporation Counsel/City Attorney 	1.00
Full-Time Regular 	Deputy City Attorney 	1.00
Full-Time Regular 	Assistant City Attorney II 	2.00
Full-Time Regular 	Executive Secretary (to Department Head) 	1.00
Full-Time Regular 	Administrative Adjudication Manager 	1.00
Full-Time Regular 	Administrative Adjudication Aide 	1.00
1705 Total 	7.00
Law Department Total 	7.00
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1705 – Legal Administration 	975,265 	989,154 	1,000,853 	1,045,232
Total Expenditures: 	$975,265 	$989,154 	$1,000,853 	$1,045,232
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City of Evanston
Law Department
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52040 – Liquor Licenses 	441,498 	330,000 	400,000 	330,000
52041 – One-Day Liquor License 	11,435 	8,200 	8,000 	8,200
52570 – Non-parking Ordinance
Violations
336,729 	262,825 	340,000 	262,825
Total Revenues 	$789,662 	$601,025 	$748,000 	$601,025
Performance Report on FY 2013 Major Program Objectives
• 	Continued jury trial success in state and federal courts, forcing Plaintiffs to voluntarily dismiss their
cases while not incurring outside attorneys’ fees. 	Verdict for City in the Joan Dachs Bais Yaakov
(JDBY) case, thereby ensuring suitable economic development at subject site.
• 	Continued to assist all departments with ongoing Illinois Freedom of Information Act (FOIA)
requirements to ensure policies, procedures, and training programs are legally compliant. Completed
and fulfilled all required statutory training courses and certifications. 	Obtained Attorney General
approval of action in majority of situations implicating FOIA and Open Meetings Act issues.
• 	Litigated 80-90% of cases by in-house City attorneys to improve cost-effectiveness, results, and
responsiveness.
• 	Analyzed, evaluated, and implemented enhanced risk management strategies for City departments.
• 	Continued fulfillment of 2013 Strategic Plan Goal #10 to implement best practices for service delivery
and enhanced customer service to staff and residents.
• 	Revised the Evanston City Code’s liquor licensing provisions; this was the first time this component of
the Code was comprehensively revised since 1972.
2014 Department Initiatives
• 	Continued support and participation in accomplishing Strategic Plan Goals for 2014
• 	Continued representation and negotiation of City labor contracts
• 	Analyze, evaluate, and implement ongoing risk management strategies, with specific focus upon
mitigating workers’ compensation claims
• 	Evaluate possible revisions to zoning and planning regulations
• 	Evaluate and pursue legal strategies to enhance City revenues
• 	Continue to prevail in litigation at the pre-trial motion stage and at verdict
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1700 LAW DEPARTMENT
61010 	REGULAR PAY 	579,147 	590,034 	622,000 	629,964
61210 	LONGEVITY 	1,706 	1,685 	1,684 	1,728
61415 	TERMINATION PAYOUTS 	6,940
61420 	ANNUAL SICK LEAVE PAYOUT 	1,118
61510 	HEALTH INSURANCE 	93,074 	76,996 	76,996 	87,126
61615 	LIFE INSURANCE 	557 	485 	485 	598
61625 	AUTOMOBILE ALLOWANCE 	5,009 	4,980 	4,980 	4,980
61626 	CELL PHONE ALLOWANCE 	2,055 	2,544 	2,544 	2,544
61710 	IMRF 	59,102 	67,042 	67,042 	69,486
61725 	SOCIAL SECURITY 	32,495 	36,334 	36,334 	38,299
61730 	MEDICARE 	8,125 	8,497 	8,497 	8,957
62130 	LEGAL SERVICES - GENERAL 	31,654 	34,800 	20,000 	34,800
62275 	POSTAGE CHARGEBACKS 	4,157 	2,999 	2,999 	2,999
62295 	TRAINING & TRAVEL 	2,991 	3,500 	3,500 	3,500
62315 	POSTAGE 	250 	200 	250
62345 	COURT COST/LITIGATION 	2,209 	21,000 	20,000 	21,000
62360 	MEMBERSHIP DUES 	3,438 	2,800 	2,600 	2,800
62380 	COPY MACHINE CHARGES 	4,673 	3,215 	3,200 	3,215
62500 	TECHNICAL INFORMATION SERVICES 	4,000
62506 	WORK-STUDY 	1,900 	1,900
62509 	SERVICE AGREEMENTS / CONTRACTS 	93,067 	87,500 	87,500 	87,500
62550 	LEGAL SERVICES - CHARGEBK 	1,056
65010 	BOOKS, PUBLICATIONS, MAPS 	16,913 	9,200 	13,700 	14,000
65045 	LICENSING/REGULATORY SUPP 	128 	2,400 	2,400
65085 	MINOR EQUIPMENT & TOOLS 	400
65095 	OFFICE SUPPLIES 	3,483 	3,800 	3,800 	3,800
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	15,715 	16,338 	16,338 	16,931
66030 	OTHER INSURANCE CHARGEBACKS 	6,454 	6,454 	6,454 	6,454
1700 LAW DEPARTMENT 	975,265 	989,154 	1,000,853 	1,045,232
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City of Evanston
Administrative Services Department
Description of Major Activities:
As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The
Administrative Services Department is organized into the following divisions: General Administration,
Finance, Human Resources, Information Technology, and Revenue/Parking Operations. The Department
provides technical support related to accounting; revenue; purchasing; budget; recruitment; testing,
training, and selection of employees; payroll; workers’ compensation; labor relations; employee wellness;
software development and application administration; network, server, and database administration and
software training. 	The Department also includes parking administration, enforcement operations, and
crossing guards.
Total Full-Time Equivalent Positions:
Employee Status
Description 	Job Type Description
2014 Position
FTE
Admin Services Gen Support
Full-Time Regular
Administrative Services Director/Chief Financial
Officer 	1.00
Full-Time Regular 	Senior Management Analyst 	1.00
Full-Time Regular 	Management Analyst 	1.00
Full-Time Regular 	Administrative Secretary 	1.00
1905 Total 	4.00
Revenue Division
Full-Time Regular 	License and Measure Inspector 	1.00
Full-Time Regular 	Customer Service Representative 	3.00
1910 Total 	4.00
Payroll
Full-Time Regular 	Payroll Pension Administrator 	1.50
Full-Time Regular 	Payroll Manager 	1.00
1915 Total 	2.50
Accounting
Full-Time Regular 	Finance Manager 	1.00
Full-Time Regular 	Accounting Manager 	1.00
Full-Time Regular 	Payroll Pension Administrator 	0.50
Full-Time Regular 	Senior Accountant 	3.00
Full-Time Regular 	Accounts Payable Coordinator 	1.00
1920 Total 	6.50
Purchasing
Full-Time Regular 	Purchasing Manager 	1.00
Full-Time Regular 	Purchasing Specialist 	2.00
1925 Total 	3.00
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City of Evanston
Administrative Services Department
Employee Status
Description 	Job Type Description
2014 Position
FTE
Human Resources
Full-Time Regular 	Human Resources Division Manager 	1.00
Full-Time Regular 	Human Resources Specialist 	3.00
Full-Time Regular 	Human Resources Assistant 	2.00
1929 Total 	6.00
Information Technology
Full-Time Regular 	Information Systems Division Manager 	1.00
Full-Time Regular 	Database Administrator 	1.00
Full-Time Regular 	Network Administrator 	2.00
Full-Time Regular 	Programmer Analyst 	1.00
Full-Time Regular 	Tech Support Specialist I 	2.00
Full-Time Regular 	Tech Support Supervisor 	1.00
Full-Time Regular 	GIS Analyst 	2.00
Full-Time Regular 	Application and Development Manager 	1.00
1932 Total 	11.00
Parking Enforcement and Tickets
Full-Time Regular 	Parking Enforcement Officer 	10.00
Full-Time Regular 	Parking Operations Clerk 	1.00
Full-Time Regular 	Parking Enforcement Coordinator 	1.00
1941 Total 	12.00
Administrative Services Total 	49.00
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1905 – Admin. General Support 	500,855 	623,458 	581,430 	630,502
1910 – Revenue Division 	1,370,440 	858,839 	826,478 	854,748
1915 – Payroll 	282,133 	289,322 	290,324 	286,038
1920 – Accounting 	744,299 	824,169 	823,279 	822,729
1925 – Purchasing 	199,296 	310,213 	251,982 	331,910
1929 – Human Resource Division 	881,693 	1,380,976 	1,069,996 	1,378,125
1932 – Information Technology 	2,304,478 	2,407,868 	2,262,150 	2,441,740
1940 – Misc. Exp/Transfers * 	103,448 	466,000 	466,000 	466,000
1941 – Pkg. Enfrc. & Tkt. Process 	1,162,400 	1,243,852 	1,227,460 	1,243,019
1942 – School Crossing Guards 	333,869 	371,795 	371,795 	371,795
Total Expenditures: 	$7,882,911 	$8,776,492 	$8,170,894 	$8,826,606
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City of Evanston
Administrative Services Department
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52010 – Vehicle Licenses 	2,562,972 	2,600,000 	2,600,000 	2,700,000
52505 – Parking Fines 	2,681,392 	3,450,000 	2,800,000 	3,450,000
52530 – Boot Release Fee 	71,250 	80,000 	65,000 	80,000
Total Revenues: 	$5,315,614 	$6,130,000 	$5,465,000 	$6,230,000
Performance Report on FY 2013 Major Program Objectives
• 	Initiated 73 recruitment processes as of October 2, 2013, including two executive searches:
Community Development Director and Zoning Division Manager. Hired 41 regular staff as of October
2, 2013, including 7 police officers and 2 firefighters.
• 	Updated the on-boarding of new employees to ensure no ineligible people are carried going forward
on City insurance.
• 	Bid out and conducted entry level Police Officer and Firefighter processes and Police promotional
process.
• 	Continued to monitor department overtime usage reduce overtime costs.
• 	Monitored department seasonal and temporary personnel usage to reduce unemployment costs.
• 	Organized and facilitated an Ad Hoc Recruitment and Retention Committee to explore organizational
trends and opportunities.
• 	Coordinated City-wide National Public Service Recognition Week service awards.
• 	Worked on resolving issued identified in the 2012 OSHA self-inspection including work on Automated
External Defribrillator (AED) units, first aid kits, and fire extinguishers. Worked with City-wide Safety
Committee to discuss and address issues in OSHA report, propose city-wide goals, policies and
future practices in order to reduce future injuries of staff.
• 	Worked with Safety Committee to review and update City-wide Safety Manual.
• 	As of October 1, 2013, settled 6 Worker’s Compensation claims; Reduced Workers Compensation
costs.
• 	Updated the Personnel Manual, offered seven sessions to discuss changes, and collected
Acknowledgement forms from all employees.
• 	Monitored vacation and comp time accruals.
• 	Managed COLA implementation for all union and non-union staff.
• 	As of October 2, 2013 processed the on-boarding and termination of 558 seasonal employees (youth
and adult).
• 	Supported and helped to coordinate the utilization of Peer Fitness Trainers in the Fire Department to
reduce injuries, increase physical fitness, and improve nutrition.
• 	Payroll costs associated with injury are down in the Fire Department by $176,000 over 2012 costs
• 	Initiated 	injury 	prevention 	training 	with 	Utilities, 	Parks/Forestry, 	Streets/Sanitation, 	Facilities
Management and Fleet Services
• 	Supported negotiations of three collective bargaining contracts (IAFF, AFSCME, and FOP)
• 	Initiated a second Wellness Program with the goal to reduce health insurance costs in the future.
Participation increased by 20% over FY 2012.
• 	Developed a City-wide Insurance and Wellness Committee to review insurance programs and
opportunities for reducing costs without cutting benefits, at the same time increasing wellness of
employees.
• 	Offered a Medicare seminar to retirees and Medicare eligible employees
• 	Concluded a non-union Classification and Compensation study which will update non-union job
descriptions and recommend comparable salaries.
• 	Issued RFP and completed RFP process to select First Bank & Trust for depository and other
banking services.
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City of Evanston
Administrative Services Department
• 	Implementation of finance and payroll modules of the new financial system is due for completion in
December, 2013.
• 	Successfully migrated COE Exchange email server from aged physical server environment to
privately hosted VMware cloud.
• 	Successfully Migrated GIS, City Works, and Accela databases from Oracle to Microsoft SQL
databases on COE privately hosted VMware cloud.
• 	Successfully introduced VMware 5.1 environment into COE datacenter; consolidated over 8 physical
servers into virtual; migrated over 50 pre-existing virtual servers onto new private VMware cloud.
• 	Continued with standardization of OS/productivity suite on desktops; less than 40% of all desktops in
COE need to be upgraded.
• 	At the Sherman Garage, energy efficient induction lighting was installed throughout the entire
structure reducing energy costs by 20%. Project funded in full by State of Illinois energy grants
• 	Facade repairs were completed at the Sherman Garage.
• 	The selection of a firm was completed for the replacing the current meter technology with meters and
pay stations that accept both coin and credit cards.
• 	Staff worked with Community Development in the selection of a firm to create a Comprehensive
Signage Design manual that will be used as a template for future citywide directional sign initiatives.
• 	Citywide distribution of an updated COE Purchasing Card Manual with new GRAM platform and
distributed Citywide.
• 	Updated standard Request for Proposal (RFP)/Bid document templates.
• 	Revised Minority/Women/Evanston Business Enterprise (M/W/EBE) instructions and forms.
• 	Collected $188,000 in outstanding debts owed to the City through September and anticipate total
collections of outstanding debts at $230,000 for Fiscal Year 2013.
2014 Department Initiatives
• 	Finalize implementation of new financial software system including business analytics and e-suite
modules.
• 	Train all employees on the new financial system so they can access their benefits and compensation
records to increase the percentage of people using direct deposit.
• 	Re-establish a city-wide training component which will develop, coordinate, and initiate the new
employee orientation, supervisor trainings, and other citywide training initiatives as part of an
intensified effort to recruit and retain highly qualified employees.
• 	Work with departments to expand staff development opportunities, in an effort to strengthen the City’s
ability to recruit and retain highly qualified employees.
• 	Decrease employee injuries by continuing development and implementation of a stronger safety
program.
• 	Continue to emphasize worker safety through training and identification of workplace hazards; this
should result in further reduction in Workers Compensation costs.
• 	Issue benefit summary letters to all staff outlining the cost of City paid benefits they receive
• 	Initiate injury prevention training with the Police Department.
• 	Continue to work with Departments to establish and support short and long-term safety goals
• 	Recruit a new Director of Parks, Recreation and Community Services.
• 	Work with all Department Directors to establish structures which support their departmental goals.
• 	Provide educational programs for staff to address issues of concern identified through the Wellness
Program.
• 	Complete transition of all operating services/bank accounts to First Bank & Trust from Chase Bank.
• 	Update aged desktop infrastructure with virtual desktop infrastructure or physical replacements;
targeting 100 replacements in 2014.
• 	Continue with standardization of OS/Productivity suite on desktops throughout City.
• 	Upgrade OS/Server/Support on Cisco VoIP environment.
• 	Rewrite and replace GIS web applications and GIS web portal.
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City of Evanston
Administrative Services Department
• 	Continue with consolidation of physical servers and appliances onto privately hosted VMware cloud
environment.
• 	Implement disaster recovery best practices - build offsite DR location at additional City location.
• 	Expand the use of the on-line payment option for a variety of programs and initiatives resulting in
excess of $60,000 received with greater convenience to the residents of the City; it is anticipated that
payments through the online option will double in 2014.
• 	The completion of the a citywide upgrade of parking meter technology that will include a combination
of pay by space, pay and display and single-head meters that accept coin and credit cards.
• 	Development of an RFP/Bid, purchase, and installation to replace the Parking Access and Revenue
Control System (PARCS) and the three (3) downtown parking garages to meet Payment Card
Industry (PCI) compliance by November 2014.
• 	In partnership with the Community Development Department, a Comprehensive Signage Design RFP
was developed in FY 2011 to ask for design and implementation strategies involving new directional
signage throughout the City. The development of financial and implementation strategies, based on
recommendations and selections of designs, was completed in 2013. Partial implementation of new
signs expected toward the 2
nd quarter of FY 2014. This is a multi-year project.
• 	Provide training for purchasing card users.
• 	Provide on-going training for purchasing policies and procedures, through scheduled training
sessions and quarterly department meetings.
• 	Provide department, end users and vendors e-Purchasing access, via City Purchasing web page.
• 	Standardize Citywide over $20,000 Commodity Purchases Bid template.
• 	Solicit responses for RFP for COE Stationery; provide departments with online business cards,
letterhead paper, and envelope ordering access.
• 	Collect $250,000 in outstanding debts owed to the City.
Ac tivity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Percent of available cash invested 	65 	75 	80
Quarterly financial management reports 	4 	4 	4
Quarterly investment reports 	4 	4 	4
# of vehicle stickers issued 	35,996 	36,500 	37,000
Preparation of final fund trial balance for
annual independent audit 	4/10/2013 	4/10/2014 	04/15/2015
Preparation of schedule of Federal financial
assistance for the Single Audit Act of 1984 	6/30/2013 	8/15/2014 	08/30/2015
Preparation of Police and Fire Pension Fund
filings with Illinois Department of Insurance 	6/30/2013 	6/30/2013 	06/30/2014
File for Certificate of Achievement for Excellence
in financial reporting with Government Finance
Officers Association 	6/30/2013 	6/30/2014 	06/30/2015
Number of Information Technology Service Desk
requests closed 	4,800 	5,000
Civil Service Commission Meetings 	15 	5 	5
Positions Filled – Full-Time 	40 	40 	40
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Positions Filled – Part-Time / Seasonal 	30/550 	30/550 	30/650
Regular Checks Issued* 	8,100 	8,100 	6,500
Manual Checks Issued 	200 	200 	100
* With new financial system, the City’s goal is to get more employees on direct deposit
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1900 ADMIN.SERVICES DEPARTMENT
61010 	REGULAR PAY 	3,241,390 	3,493,445 	3,244,710 	3,616,239
61050 	PERMANENT PART-TIME 	14,784
61055 	TEMPORARY EMPLOYEES 	5,755 	4,915 	4,915 	4,915
61060 	SEASONAL EMPLOYEES 	308,565 	352,098 	357,098 	352,098
61110 	OVERTIME PAY 	28,249 	33,775 	29,191 	33,775
61210 	LONGEVITY 	31,523 	33,881 	34,575 	39,218
61410 	SHIFT DIFFERENTIAL 	6,262 	6,422 	6,422 	6,075
61415 	TERMINATION PAYOUTS 	47,671
61420 	ANNUAL SICK LEAVE PAYOUT 	20,841
61430 	OTHER PAYOUTS 	40,354- 	141,000 	141,000 	141,000
61510 	HEALTH INSURANCE 	480,659 	562,832 	561,076 	557,775
61615 	LIFE INSURANCE 	26,113 	2,101 	1,889 	1,801
61625 	AUTO ALLOWANCE 	5,990 	6,780 	6,780 	6,780
61626 	CELL PHONE ALLOWANCE 	6,698 	7,224 	5,304 	5,304
61630 	SHOE ALLOWANCE 	1,705 	1,705 	1,705 	1,860
61665 	FLEX SPENDING ACCT MAINT FEES 	6,169
61710 	IMRF 	342,741 	399,646 	368,503 	402,100
61725 	SOCIAL SECURITY 	223,001 	238,423 	221,054 	245,679
61730 	MEDICARE 	53,043 	55,760 	52,294 	57,457
62110 	AUDITING 	77,905 	120,000 	120,000 	120,000
62160 	EMPLOYMENT TESTING SERVICES 	12,574 	195,000 	60,000 	195,000
62175 	IS SERVICES 	6,814 	6,600 	7,800 	6,600
62185 	OTHER CONSULTING SERVICES 	65,905 	98,800 	139,254 	134,800
62205 	ADVERTISING 	5,388 	3,310 	3,339 	3,310
62210 	PRINTING 	2,930 	5,750 	5,750 	5,750
62235 	OFFICE EQUIPMENT MAINT 	250 	250 	250
62250 	COMPUTER EQUIPMENT MAINT 	32,211 	54,450 	52,714 	54,450
62270 	MEDICAL/HOSPITAL SERVICES 	46,614 	51,150 	51,150 	51,150
62274 	TEST ADMINISTRATION 	25,403 	48,000 	40,000 	48,000
62275 	POSTAGE CHARGEBACKS 	12,579 	20,400 	14,500 	14,400
62280 	OVERNIGHT MAIL CHARGES 	685 	200 	600 	200
62295 	TRAINING AND TRAVEL 	32,090 	33,319 	25,600 	33,319
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	99,756 	101,786 	101,256 	101,786
62309 	RENTAL OF AUTO REPLACEMENT 	27,810 	27,810 	25,890 	27,810
62310 	CITY WIDE TRAINING 	14,112 	20,000 	17,000 	29,000
62315 	POSTAGE 	44,943 	41,000 	30,000 	41,000
62340 	COMPUTER LICENSE & SUPPORT 	396,094 	446,363 	456,047 	437,163
62341 	INTERNET SOLUTION PROVIDERS 	17,475 	9,850 	9,648 	9,850
62360 	MEMBERSHIP DUES 	6,815 	7,650 	7,919 	7,650
62380 	COPY MACHINE CHARGES 	22,115- 	5,738 	5,509 	5,738
62431 	ARMORED CAR SERVICES 	24,926 	24,000 	38,000 	38,000
62449 	CITATION & SECO.COLLEC PROCESS 	381,590 	400,000 	370,000 	370,000
62451 	TOWING AND BOOTING CONTRACTS 	45,410 	44,982 	35,000 	44,982
62490 	OTHER PROGRAM COSTS 	500 	500 	500
62506 	WORK-STUDY 	3,380 	2,416 	3,027 	2,416
62509 	SERVICE AGREEMENTS / CONTRACTS 	79,117 	153,500 	150,000 	50,000
62512 	RECRUITMENT 	42,885 	62,000 	50,000 	62,000
62630 	UNEMP. COMP. & ADMIN. FEE 	198,036 	300,000 	155,000 	300,000
62655 	LEASE PAYMENTS 	2,551
62705 	BANK SERVICE CHARGES 	20,945
62706 	REVENUE SHARING AGREEMENTS 	129,029 	325,000 	325,000 	325,000
64005 	ELECTRICITY 	1,043 	2,000 	1,500 	2,000
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
64505 	TELECOMMUNICATIONS - CARRIER L 	125,811 	120,000 	150,000 	150,000
64510 	TELECOMMUNICATIONS EQUIPMENT 	3,320 	3,500 	3,500
64515 	TELECOMMUNICATIONS EQUIPMENT M 	13,613 	23,400 	20,200 	23,400
64540 	TELECOMMUNICATIONS - WIRELESS 	29,077 	25,400 	24,400 	25,400
64541 	AZAVAR UTILITY TAX AUDIT SVC 	10,538 	11,500 	11,500 	11,500
64545 	PERSONAL COMPUTER SOFTWARE 	2,706 	4,000 	4,000 	4,000
65010 	BOOKS, PUBLICATIONS, MAPS 	1,806 	3,133 	2,283 	3,133
65020 	CLOTHING 	5,198 	4,998 	4,998 	4,998
65025 	FOOD 	528
65045 	LICENSING/REGULATORY SUPP 	35,980 	46,664 	45,000 	46,664
65090 	SAFETY EQUIPMENT 	673 	26,833 	26,833 	833
65095 	OFFICE SUPPLIES 	79,667 	71,600 	61,700 	71,600
65125 	OTHER COMMODITIES 	10,893 	17,850 	17,850 	17,850
65555 	PERSONAL COMPUTER EQUIPMENT 	189,356 	284,200 	253,354 	284,200
65615 	WAN CONNECTIONS/LINE CHARGES 	35,936 	39,073 	67,496 	39,073
65620 	OFFICE MACH. & EQUIP. 	107
65625 	FURNITURE, FIXTURE & EQUIPMENT 	3,784 	1,250 	1,250 	1,250
65630 	LIBRARY BOOKS 	40
66020 	TRANSFERS TO OTHER FUNDS 	550,056
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	100,024 	103,170 	103,170 	106,915
66030 	OTHER INSURANCE CHARGEBACKS 	38,091 	38,091 	38,091 	38,091
1900 ADMIN.SERVICES DEPARTMENT 	7,882,911 	8,776,492 	8,170,894 	8,826,606
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City of Evanston
Community Development Department
Description of Major Activities:
The Community Development Department’s mission is to enhance the character and diversity of
Evanston’s neighborhoods, commercial areas and housing stock that expands opportunities for residents,
promotes a healthy environment and enables a high quality of life throughout the City.
Specific objectives to achieve this mission include:
 All Evanston residents live in decent, clean, and safe housing
 New construction and rehabilitation projects meets current safety and building code standards
 The viability of Evanston’s neighborhoods and downtown are maintained through a balance of
retaining existing and creating new residential opportunities
 Assist low and moderate income homeowners to maintain their property, by providing technical and
financial assistance
 New development opportunities are attracted to the City to enhance the tax base and promote job
creation
 Redevelopment is promoted in appropriate areas of the City
 The historic character of Evanston’s architecture and design is celebrated and preserved
 Opportunities are provided for citizen engagement and participation to achieve desired community
development
 Develop additional housing for low/moderate income households based on needs, including
affordable senior housing, and promotion and implementation of the integration of affordable housing
throughout the city continues. Community Development Block Grant (CDBG) funds are focused in
two Neighborhood Revitalization Strategy Areas (NRSA) in west and south Evanston.
 Zoning districts and associated use and density controls are regularly updated to ensure that the
ordinance encourages and allows for the types and levels of development appropriate in various
areas of the City.
 Assist new business applicants with the business licensing process
 Explore and develop relationships with surrounding communities in order to maximize purchasing
power
Total Full-Time Equivalent Positions:
Employee Status
Description
Job Type Description 2014 Position
FTE
Community Development Administration
Full-Time Regular Director of Community Development 0.75
Full-Time Regular Management Analyst 1.00
2101 Total 1.75
Planning and Zoning
Full-Time Regular Planning and Zoning Administrator 1.00
Full-Time Regular Executive Secretary (Non-Dept. Head) 1.00
Full-Time Regular Neighborhood and Land Use Planner 1.00
Full-Time Regular Zoning Planner 1.00
Full-Time Regular Zoning Officer 1.00
Full-Time Regular Senior Planner/Preservation Coordinator 1.00
2105 Total 6.00
Housing Rehab
Full-Time Regular Construction Rehabilitation Specialist 1.00
Full-Time Regular Customer Service Representative 0.60
2120 Total 1.60
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City of Evanston
Community Development Department
Employee Status
Description
Job Type Description 2014 Position
FTE
Building Inspection Services
Full-Time Regular Customer Service Representative 3.40
Full-Time Regular Sign Inspector / Graffiti Tech 1.00
Full-Time Regular Electrical Inspector II 1.00
Full-Time Regular Plumbing / Mechanical Inspector 2.00
Full-Time Regular Structural Inspector / Plan Examiner 1.00
Full-Time Regular Plan Review and Permits Supervisor 1.00
Full-Time Regular Building Construction Inspection Supervisor 1.00
Full- Time Regular Building/Inspection Services Division Manager 1.00
2126 Total 11.40
Community Development Total* 20.75
* Community Development Department also includes staff managing various grant programs (i.e. CDBG,
NSP2, HOME, Affordable Housing etc. These 4.15 positions are funded out of their respective programs.
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2101 – CD Administration 318,025 253,346 226,800 241,281
2105 – Planning & Zoning 794,247 770,882 726,365 786,028
2120 – Housing Rehabilitation 842,672 167,627 168,287 178,271
2126 – Building Inspection Serv. 1,052,175 1,342,034 1,339,595 1,351,107
2128 – Emergency Sol. Grant 70,767 187,373 194,950 96,200
Total Expenditures: $3,077,886 $2,721,262 $2,655,997 $2,652,887
Revenues:
52015 – Business Licenses 150,000 100,000* 100,000*
52030 – Contractor Licenses 82,970 77,302 77,302 77,000
52080 – Building Permits 3,546,648 3,020,000 3,270,000 4,135,000
52090 – Plumbing Permits 157,020 135,000 135,000 135,000
52095 – Electrical Permits 190,278 130,000 130,000 130,000
52105 – Sign / Awning Permits 7,437 8,330 8,330 8,330
52110 – Other/Misc. Permits 308,623 183,260 200,000 200,000
52115 – Elevator Permits 56,185 41,650 48,000 48,000
52120 – Heating Vent. A/C
Permits
422,333 210,000 285,000 285,000
52145 – Annual Sign Fees 26,181 25,000 25,000 25,000
52155 – Plat Approval Fees 1,650 2,100 2,300 2,300
52560 – Permit Penalty Fees 7,994 7,500 7,500 7,500
53666 – Historic Preserv. Fees 6,500 6,500 6,500 6,500
53695 – Zoning Fees 27,000 25,000 40,000 40,000
55275 – HUD Emerg. Shelter 139,073 204,770 203,634 104,000
Total Revenues: $4,979,892 $4,226,412 $4,538,566 $5,303,630
* 2013 was the first year for the Department to collect business license renewals and new business
license application fees. Estimates may be revised as a result of YTD actuals in December 2013.
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City of Evanston
Community Development Department
Performance Report on FY 2013 Major Program Objectives
The Community Development Department has achieved or exceeded most of its objectives for FY 2013.
Building Permit revenues will exceed budget estimates for fiscal year 2013 by an estimated $500,000.
The total value of building permits issued in 2013 increased over those purchased in 2012, and the
revenue generated by the building permits has increased significantly over the same period last year as
new several new larger scale rental housing, commercial development, and Northwestern University
projects were approved.
The Graffiti Removal Program continues to rapidly address graffiti and illegal signage placed on public
structures and streets. In addition, staff continued to assist eligible homeowners through the Housing
Rehabilitation program, which allowed several Evanston residents to make much needed improvements
to safety and livability of their residences so that they can remain within their homes while enhancing the
curb appeal of their properties and the adjacent neighborhoods.
The NSP2 Program has achieved its objectives for 2013. One hundred and one units have been acquired
representing 68 properties. Seventy seven units have been completed to date; 26 units have been sold
and 30 have been rented as of August 22, 2013. NSP2 funds are being used to mitigate the impact of
foreclosed property through acquisition, rehabilitation, and re-occupancy of these residential properties
through a partnership with Brinshore Development. In addition to the scattered site program, the Emerson
Square development is near completion and will provide an additional 32 low and moderate income
dwelling units. First move-ins began in July 2013. Dedication of the street and public park is being
planned for late fall 2013. All construction will be complete by year end 2013 and most properties will be
sold or rented. Four properties will be land banked and one will be transferred to Evanston Township High
School for its homebuilding project.
Three planned developments are near completion and total over 500 units of new market rate rental
housing values over $100 million. This includes AMLI on Chicago at Kedzie; the Focus Development
Project that revitalized a long vacant, blighted, and foreclosed site on Ridge north of Church; and the
Central Street Station mixed use development that will include restaurants and retail uses on the East
Side of Central that has been underdeveloped. All of these projects will have certificates of occupancy
and will be occupied in 2013. Two new residential market rate rental towers will be constructed at
Emerson and Maple in 2014. Northwestern University will break ground on the new Kellogg School of
Management in 2014. The construction value of Kellogg and the residential towers will be of significant
financial value.
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City of Evanston
Community Development Department
Ongoing Activity Measures
Activities
2012
Actual
2013
Estimate
2014
Projected
Total Building Permits Issued 3,176 3,100 3,100
Total Building Inspections 5,466 6,000 6,000
Total Building Construction Work w/o permits
investigated 69 75 75
Housing units rehabilitated (major 13 15 15
Total Elevator Inspections 1,648 1,665 1,700
Contractor Licenses Issued/Renewed 782 780 780
Planning & Development Committee Meetings 17 17 17
Plan Commission and Zoning Committee
Meetings 20 17 20
Zoning Board of Appeals Meetings 18 24 24
Preservation Commission Meetings 12 9 12
Sign Review and Appeals Board Meetings 8 8 8
Site Plan and Appearance Review Committee
Meetings 38 27 30
Graffiti tags removed by graffiti technician 7,777 7,800 7,800
Preservation cases 293 200 230
Zoning Analysis Cases 240 305 325
Special Uses 9 20 20
Variations (Major) 17 26 26
Planned Development/Amendments 3 5 6
Variations (Minor) 42 50 55
Text & Map Amendments 12 10 12
NSP2 Housing Units Acquired 12 12 Completed
NSP2 Housing Units under Rehab/ Construction
81
(including
Emerson
Square)
78 Completed
NSP2 Housing Units Completed 42 78 Completed
NSP2 Housing Units Occupied 32 87 Completed
Affordable Housing Units Financed 21 22 30
Sign Variations 11 12 15
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City of Evanston
Community Development Department
2014 Department Initiatives
Promoting neighborhood revitalization and affordable housing will continue to be major priorities of the
Department. Specific actions to achieve these priorities include:
 CDBG funded housing activity will continue to include an emphasis on the One-Three Family and
Multi-Family Housing Rehabilitation Programs.
 The Building and Inspection Services Division will recommend adoption of the 2012 International
Code Council Building and Residential Codes with amendments.
 The Building and Inspection Services Division will build on a successful partnership with the
Economic Development Division; specifically by providing a pre-construction consultation with
new business applicant’s and their contractor/architect before proceeding with a build-out of a
location.
 The Department will continue improvements to the Permit and Licensing (PAL) System in order to
continue to improve the availability of information and efficiency of the permitting process.
 Complete Building/Development Fee Schedule Analysis to determine market competitiveness,
cost recovery, and appropriateness.
 The Building Division will be working on a targeted training and certification program in order to
maintain a Class PL4 and CL4 rating from the Insurance Services Office, Inc. (ISO) for 1 and 2
family residential, commercial and industrial properties.
 The Planning and Zoning staff will facilitate Planned Developments in an effort to encourage
redevelopment, especially mixed use developments that include retail and office uses that
revitalize and redevelop the downtown, Chicago Avenue, and other TOD areas.
 The Planning and Zoning Division staff will continue to review and propose changes to the Zoning
Ordinance to facilitate preferred types of development and uses, and make the existing
regulations more cohesive.
 The Planning and Zoning Division staff will continue to improve processes and expedite Special
Use Permits in an effort to encourage successful new businesses.
 The Planning and Zoning Division staff will undertake an update to the Citywide Comprehensive
Plan.
 The Preservation Commission will continue to review the Certificate of Appropriateness for
relevant single family homes and applications affecting landmarks and buildings within historic
districts.
 The Preservation Commission will continue to encourage sustainable practices on new
constructions, additions and alterations of structures within historic districts and landmark
buildings and recognize the exemplary projects at the annual Preservation and Design Awards
ceremony.
 Community Development employees will continue to provide staff support and improve
processes for the following boards, commissions and committees:
o Planning and Development Committee
o Plan Commission
o Zoning Committee of the Plan Commission
o Zoning Board of Appeals
o Preservation Commission
o Sign Review and Appeals Board
o Site Plan and Appearance Review Committee
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2100 COMMUNITY DEVELOPMENT
61010 	REGULAR PAY 	1,909,775 	1,535,539 	1,466,818 	1,570,538
61050 	PERMANENT PART-TIME 	3,902
61055 	TEMPORARY EMPLOYEES 	3,124
61060 	OVERTIME-CHGBK 	1,247
61110 	OVERTIME PAY 	25,797 	15,000 	18,000 	8,000
61210 	LONGEVITY 	16,073 	15,389 	15,699 	22,401
61415 	TERMINATION PAYOUTS 	48,548
61420 	ANNUAL SICK LEAVE PAYOUT 	5,239
61430 	OTHER PAYOUTS 	765
61510 	HEALTH INSURANCE 	353,274 	289,678 	289,678 	269,913
61615 	LIFE INSURANCE 	1,117 	898 	897 	636
61625 	AUTO ALLOWANCE 	5,009 	4,980 	3,338 	4,980
61626 	CELL PHONE ALLOWANCE 	368
61630 	SHOE ALLOWANCE 	2,015 	1,860 	1,395 	1,705
61710 	IMRF 	201,524 	175,721 	175,721 	175,223
61725 	SOCIAL SECURITY 	118,811 	94,579 	94,579 	97,468
61730 	MEDICARE 	28,219 	22,144 	22,144 	22,795
62145 	ENGINEERING SERVICES 	1,680 	18,000 	10,000
62150 	CONSTRUCTION ENGINEERING SERVI 	11,000 	11,000 	23,000
62185 	OTHER CONSULTING SERVICES 	17,060 	104,000 	104,000 	104,000
62190 	HOUSING REHAB SERVICES 	15,443 	15,000 	15,000 	15,000
62205 	ADVERTISING 	1,741 	1,825 	3,231 	2,880
62210 	PRINTING 	7,073 	2,750 	2,750 	3,000
62245 	OTHER EQMT MAINTENANCE 	1,375 	100 	100 	100
62275 	POSTAGE CHARGEBACKS 	10,020 	5,500 	4,974 	4,574
62280 	OVERNIGHT MAIL CHARGES 	168 	83 	83 	83
62285 	COURIER CHARGES 	2,228 	1,000 	1,645 	1,000
62295 	TRAINING & TRAVEL 	5,189 	15,650 	13,191 	15,650
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	24,155 	13,626 	13,626 	13,626
62309 	RENTAL OF AUTO REPLACEMENT 	17,596 	13,310 	13,310 	13,310
62345 	COURT COST/LITIGATION 	3,678 	500
62360 	MEMBERSHIP DUES 	3,257 	2,925 	2,925 	2,925
62380 	COPY MACHINE CHARGES 	3,804 	2,599 	2,599 	2,599
62425 	ELEVATOR CONTRACT COSTS 	49,688 	68,425 	68,425 	68,425
62464 	PLUMB,ELECT,PLAN REVIEW SERVI. 	11,216 	14,000 	17,500 	20,000
62605 	OTHER CHARGES 	15,000
62645 	DIGITAL ARCHIVING 	750 	10,000 	10,000 	10,000
64540 	TELECOMMUNICATIONS - WIRELESS 	9,498 	5,069 	5,419 	5,069
64545 	PERSONAL COMPUTER SOFTWARE 	2,150
65010 	BOOKS, PUBLICATIONS & MAPS 	2,434 	1,784 	1,784 	1,784
65025 	FOOD 	250
65040 	JANITORIAL SUPPLIES 	50
65055 	MATER. TO MAINT. IMP. 	350 	350 	350
65085 	MINOR EQUIPMENT & TOOLS 	2,057 	1,050 	1,050 	1,050
65095 	OFFICE SUPPLIES 	7,988 	5,640 	5,400 	5,400
65105 	PHOTO/ DRAFTING SUPPLIES 	180 	425 	425 	425
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	57,289 	51,995 	51,995 	53,882
66030 	OTHER INSURANCE CHARGEBACKS 	11,696 	11,696 	11,696 	11,696
66131 	TRANSFER TO GENERAL FUND 	11,387
67110 	CONNECTIONS FOR THE HOMELESS 	41,080 	163,073 	165,950 	86,200
67111 	YWCA 	10,000 	10,000 	10,000 	10,000
67114 	FAMILY PROMISE 	6,000 	6,000
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
67115 	INTERFAITH HOMELESS SERVICES 	8,300 	8,300 	7,000
67161 	FAMILY PROMISES 	6,000
68205 	CONTINGENCIES 	300 	300 	300
2100 COMMUNITY DEVELOPMENT 	3,077,886 	2,721,262 	2,655,997 	2,652,887
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City of Evanston
Police Department
Description of Major Activities:
The Police Department is committed to the protection of life and property.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014
Position FTE
Police Administration
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Chief of Police 1.00
Full-Time Regular Police Commander 1.00
2205 Total 3.00
Patrol Operations
Full-Time Regular Police Commander 3.00
Full-Time Regular Police Officer 87.00
Full-Time Regular Police Sergeant 12.00
Full-Time Regular Deputy Chief 1.00
2210 Total 103.00
Criminal Investigation
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 11.00
Full-Time Regular Police Sergeant 2.00
Full-Time Regular Deputy Chief 1.00
2215 Total 15.00
Social Services Bureau
Full-Time Regular Victim Advocate 3.00
Full-Time Regular Youth Advocate 2.00
2225 Total 5.00
Juvenile Bureau
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 7.00
Full-Time Regular Police Sergeant 1.00
2230 Total 9.00
School Liaison
Full-Time Regular Police Officer 3.00
2235 Total 3.00
Police Records
Full-Time Regular Dir, Police Records Bureau 1.00
Full-Time Regular Records Input Operator 4.00
Full-Time Regular Review Officer 2.00
2240 Total 7.00
Communications
Full-Time Regular Telecommunicator 14.00
2245 Total 14.00
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City of Evanston
Police Department
Employee Status
Description Job Type Description
2014
Position FTE
Service Desk
Full-Time Regular Deputy Chief 1.00
Full-Time Regular Service Desk Supervisor 1.00
Full-Time Regular Court Liaison 1.00
Full-Time Regular Service Desk Officer II 12.00
Full-Time Regular Property Officer 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular 311 Supervisor 1.00
Full- Time Regular Custodian I 1.00
2250 Total 19.00
311 Center
Full-Time Regular Service Desk Officer I 8.50
2251 Total 8.50
Office of Professional Standards
Full-Time Regular Executive Secretary (to Non-Department 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 Coordinator 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Training Coordinator 1.00
2260 Total 3.00
Neighborhood Enforcement Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 12.00
Full-Time Regular Police Sergeant 2.00
2265 Total 15.00
Traffic Bureau
Full-Time Regular Police Sergeant 1.00
Full-Time Regular Police Officer 6.00
Full-Time Regular Towing Coordinator 1.00
2270 Total 8.00
Community Strategic Bureau
Full-Time Regular Crime Analyst 1.00
2275 Total 1.00
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 Commander 1.00
Full-Time Regular Police Officer 7.00
2285 Total 8.00
Police Total 227.00
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City of Evanston
Police Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2205 – Police Administration 576,560 1,131,622 1,163,964 1,279,998
2210 – Patrol Operations * 11,867,908 11,931,439 12,493,824 12,540,542
2215 – Criminal Investigation 2,022,952 1,781,795 1,832,033 1,886,031
2225 – Social Services Bureau 374,277 391,296 391,296 468,183
2230 – Juvenile Bureau 1,098,137 1,008,532 1,011,856 1,045,872
2235 – School Liaison 319,995 319,026 411,053 337,536
2240 – Police Records 627,986 641,219 653,219 670,673
2245 – Communications 1,383,329 1,371,372 1,422,921 1,452,616
2250 – Service Desk 1,661,944 1,736,798 1,754,968 1,784,137
2251 – 311 Center 460,975 506,954 506,952 544,514
2255 – Office of Prof. Standards 453,207 364,522 364,522 353,702
2260 – Office of Administration 332,177 449,954 479,453 483,875
2265 – Neighborhood Enforcement 1,931,184 1,713,205 1,763,681 1,781,984
2270 – Traffic Bureau 1,010,238 910,236 911,620 933,194
2275 – Community Strategic Bur. 121,814 133,211 114,444 133,628
2280 – Animal Control 228,707 230,046 232,044 241,472
2285 – Problem Solving Team 936,254 930,811 932,535 938,487
Total Expenditures: $25,407,644 $25,552,038 $26,440,385 $26,876,444
Revenues:
52170 – Alarm Panel Franchise Fees 6,720 6,000 9,000 6,000
52510 – Regular Fines 197,879 298,449 210,000 298,449
53685 – Police Report Fees 27,043 14,500 22,500 14,500
53720 – Skokie/Lincolnwood Animal Fees 7,712 8,000 7,500 8,000
55160 – Violent Crimes Victim’s Grant 0 18,525 0 18,525
55270 – Police Training Grant 12,081 8,000 0 8,000
Total Revenues: $251,435 $353,474 $249,000 $353,474
Notes for Financial Summary
 FY 2014 will be another budget cycle impacted by the world-wide economic downturn, higher energy
and fuel costs, and the continuing conflicts overseas. The cost of fuel and ammunition has increased
and lead times between order and receipt of goods has lengthened to nearly eighteen months.
 Current social service grants expired for youth services. The Justice Assistance Grant has been
reduced significantly by the Federal Government and the City of Chicago.
Performance Report on FY 2013 Major Program Objectives
 The Field Reporting Program, purchased through Harwood Technical Enterprises/Sunguard for the
Field Operations Division, began reporting incidents via laptop computers.
2014 Department Initiatives
 Implementing the Laserfische system, purchased through a grant.
 Investigate increasing the billing amount for police details (but not the detail payment).
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City of Evanston
Police Department
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Part I crimes 2269 2245 2220
Part II crimes 5014 4920 4920
Total calls for service 36098 35743 35388
Arrests (felony & misdemeanor) 3425 3400 3400
D.U.I. arrests 130 130 130
Ticket & citation production – Parking 15498 15998 16498
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2200 POLICE DEPARTMENT
61010 	REGULAR PAY 	17,320,125 	17,375,035 	17,459,420 	18,018,812
61050 	PERMANENT PART-TIME 	73,427 	96,096 	146,096 	81,275
61055 	TEMPORARY EMPLOYEES 	18,329 	3,000 	3,000 	3,000
61062 	SPECIAL EVENT SALARIES 	272,734 	171,400 	327,200 	171,400
61110 	OVERTIME PAY 	377,435 	145,900 	255,000 	145,900
61111 	HIREBACK OT 	280,760 	173,700 	279,500 	179,200
61112 	SPECIAL DETAIL OT 	120,329 	120,730 	125,130 	124,130
61210 	LONGEVITY 	284,527 	270,870 	309,645 	314,252
61415 	TERMINATION PAYOUTS 	351,490 	275,000 	275,000 	275,000
61420 	ANNUAL SICK LEAVE PAYOUT 	125,000 	190,000 	190,000 	190,000
61425 	ANNUAL HOLIDAY PAYOUT 	204,000 	204,000 	204,000
61430 	OTHER PAYOUTS 	107,000
61440 	EDUCATION PAY 	130,000
61441 	POLICE EDUCATION INCENTIVES 	60,000
61510 	HEALTH INSURANCE 	2,549,877 	3,023,341 	3,286,141 	3,308,354
61610 	DENTAL INSURANCE 	168-
61615 	LIFE INSURANCE 	16,800 	16,811 	16,102 	17,498
61626 	CELL PHONE ALLOWANCE 	362 	360 	360 	1,704
61630 	SHOE ALLOWANCE 	775 	775 	775 	775
61635 	UNIFORM ALLOWANCE 	172,599 	151,750 	197,404 	188,425
61710 	IMRF 	368,342 	406,641 	400,523 	427,377
61725 	SOCIAL SECURITY 	221,960 	236,362 	256,318 	280,665
61730 	MEDICARE 	261,669 	258,017 	258,430 	269,524
62210 	PRINTING 	2,441 	3,000 	3,000 	3,000
62225 	BLDG MAINTENANCE SERVICES 	33,233 	59,600 	59,600 	59,600
62245 	OTHER EQMT MAINTENANCE 	2,653 	2,700 	2,700 	2,700
62270 	MEDICAL/HOSPITAL SERVICES 	1,000 	10,000 	1,000
62275 	POSTAGE CHARGEBACKS 	7,779 	4,500 	6,500 	6,000
62295 	TRAINING AND TRAVEL 	80,847 	77,890 	105,700 	77,890
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	599,388 	611,585 	611,585 	611,585
62309 	RENTAL OF AUTO REPLACEMENT 	256,498 	256,498 	256,498 	256,498
62315 	POSTAGE 	105
62335 	DATA PROCESSING SERVIC 	6,109 	378 	378 	378
62360 	MEMBERSHIP DUES 	11,932 	19,388 	20,388 	21,388
62370 	EXPENSE ALLOWANCE 	7,035 	5,700 	8,500 	5,700
62375 	RENTALS 	13,948 	33,430 	33,430 	33,430
62380 	COPY MACHINE CHARGES 	13,931 	8,954 	8,954 	8,954
62425 	ELEVATOR CONTRACT COSTS 	3,001 	3,112 	3,112 	3,112
62451 	TOWING AND BOOTING CONTRACTS 	185
62490 	OTHER PROGRAM COSTS 	4,128 	1,000 	1,000 	76,000
62705 	BANK SERVICE CHARGES 	59 	600
62745 	IMRF TRANSFER-CHARGEBACK 	70
64005 	ELECTRICITY 	2,975
64015 	NATURAL GAS 	17,084 	28,000 	28,000 	28,000
64505 	TELECOMMUNICATIONS - CARRIER L 	31,564 	50,000 	50,000 	50,000
64510 	TELECOMMUNICATIONS EQUIPMENT 	6,198
64540 	TELECOMMUNICATIONS - WIRELESS 	25,759 	22,000 	22,000 	22,000
64565 	CABLE - VIDEO 	214
65010 	BOOKS, PUBLICATIONS, MAPS 	187 	520 	1,300 	520
65015 	CHEMICALS 	38,799 	22,833 	22,833 	35,833
65020 	CLOTHING 	81,905 	38,883 	49,583 	40,450
65025 	FOOD 	6,388 	8,050 	8,050 	8,050
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65040 	JANITORIAL SUPPLIES 	15,449 	6,600 	6,600 	6,600
65065 	TIRES & TUBES 	290
65085 	MINOR EQUIPMENT & TOOLS 	11,881 	52,290 	52,290 	54,790
65095 	OFFICE SUPPLIES 	25,541 	22,300 	32,300 	22,300
65105 	PHOTO/DRAFTING SUPPLIE 	3,154 	4,833 	4,833 	4,833
65125 	OTHER COMMODITIES 	26,088 	23,100 	27,100 	33,800
65128 	SEED GRANT EXPENSES 	1,040
65141 	FITNESS INCENTIVE 	250
65550 	AUTOMOTIVE EQUIPMENT 	21,994
65555 	PERSONAL COMPUTER EQUIPMENT 	1,006
65705 	WATER T & D SYSTEM 	27
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	94,460 	97,394 	97,394 	100,930
66030 	OTHER INSURANCE CHARGEBACKS 	966,714 	966,713 	966,713 	966,713
66125 	SERVICES BILLED OUT 	185
68205 	CONTINGENCIES 	1,783 	2,500
2200 POLICE DEPARTMENT 	25,407,644 	25,552,038 	26,490,385 	26,876,444
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City of Evanston
Fire Department
Description of Major Activities:
The Fire Department exists 24 hours of every day to protect life, property, and the environment. The
Department provides superior quality fire suppression, emergency medical services, fire prevention,
public education, technical rescue, non-emergency and support services to prevent or minimize situations
that affect Evanston residents, businesses, and visitors.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
Fire Management and Support
Full-Time Regular Fire Chief 1.00
Full-Time Regular Clerk II 1.00
Full-Time Regular Management Analyst 1.00
2305 Total 3.00
Fire Prevention
Full-Time Regular Division Chief, Fire 1.00
Full-Time Regular Fire Captain 2.00
Full-Time Regular Fire Plan Reviewer 1.00
2310 Total 4.00
Fire Suppression
Full-Time Regular Fire Captain 24.00
Full-Time Regular Firefighter 74.00
Full-Time Regular Shift Chief, Fire 3.00
Full-Time Regular Division Chief, Fire 2.00
2315 Total 103.00
Fire Total 110.00
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2305 – Fire Management & Support 739,687 723,841 745,259 755,892
2310 – Fire Prevention 525,366 525,082 526,090 539,033
2315 – Fire Suppression 12,127,456 12,478,467 12,508,501 12,763,806
2320 – Office of Emer. Preparedness 11,054 13,758 11,757 13,757
Total Expenditures: $13,403,563 $13,741,148 $13,791,607 $14,072,488
Revenues:
52135 – Fire Suppress/Alarm Permits 108,020 65,000 87,400 88,998
52540 – False Alarm Fines 33,135 170,000 46,000 170,000
53655 – Cost Recovery Fines 2,520 10,000 3,000 10,000
53675 – Ambulance Fees 1,035,593 1,052,400 1,041,000 1,052,400
53705 – Fire Building Inspection 17,090 6,000 13,500 6,000
53715 – Alarm Registration Fee 107,038 90,000 88,500 90,000
55170 – Fire Department Training 20,274 3,000 1,500 3,000
55265 – FEMA 4,413 17,000 17,000 17,000
Total Revenues: $1,328,083 $1,413,400 $1,297,900 $1,437,398
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City of Evanston
Fire Department
Notes for Financial Summary
 Anticipating five retirements and three members attending paramedic school training in FY 2014
Performance Report on FY 2013 Major Program Objectives
A new hiring examination process has been initiated. A hiring list will be in place by the fourth quarter of
2013. Seventy one firefighter paramedics participated in Advanced Cardiac Life Support (ACLS) training.
The Fire Explorer Program is in progress with twelve enrolled. The development of a Citizen Fire
Academy is on going. The Fire Department implemented a Public Education Team. Citizen CPR and First
Aid classes are being offered on a monthly basis.
2014 Department Initiatives
Emergency Management will offer Community Emergency Response Team (CERT) training courses. All
paramedics will be provided the opportunity to participate in Pediatric Advanced Life Support (PALS)
training. The Department will offer a citizens fire academy. The Department will work in cooperation with
Fleet Services to develop the specifications for a replacement aerial ladder truck. Shift Chief and Fire
Captain promotional exams will be offered. Fire Station 2 will be renovated. The Department is preparing
to install a replacement emergency alerting system for each Fire Station. The alerting system will be
cardiac friendly and replace the system that has been in place since the 70’s. Emergency Management
in conjunction with Northwestern University will offer citizens emergency response team training for the
campus community. Finally, the Department will continue to spearhead the continuity of city business
operations planning, which is a citywide initiative that will be led through Emergency Management.
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
City fire insurance rating 2 2 2
Hydrants inspected/flow tested 1,310 1,310 1,310
Bureau fire inspections 740 740 750
Construction plans reviewed 758 790 810
Staff hours on cause and origin investigations 160 200 160
Public education presentations 510 500 500
All Fire Dept. incidents, excluding ambulance calls 3,506 3,580 3,590
Ambulance calls 5,824 5,725 5,800
Fire, Carbon Monoxide & Extinguishing Alarm System
activations (Included above)
1,680 1,720 1,710
Number of fires (included above) 154 127 150
Number of structure fires (included above) 62 70 60
Average fire alarm response time 3:40 3:30 3:30
Average ambulance response time 3:42 3:50 3:50
Training hours/firefighter 240 240 240
Number of paramedics 94 100 100
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2300 FIRE DEPARTMENT
61010 	REGULAR PAY 	9,257,429 	9,366,911 	9,366,911 	9,494,585
61110 	OVERTIME PAY 	183,178 	124,500 	124,500 	124,500
61111 	HIREBACK OT 	230,743 	250,000 	250,000 	250,000
61113 	TRAINING OT 	35,428 	33,000 	65,000 	33,000
61210 	LONGEVITY 	167,608 	163,208 	163,208 	159,657
61415 	TERMINATION PAYOUTS 	145,050 	50,000 	50,000
61420 	ANNUAL SICK LEAVE PAYOUT 	99,423 	50,000 	120,000 	50,000
61430 	OTHER PAYOUTS 	2,686
61440 	EDUCATION PAY 	136,275 	120,560 	120,560 	118,436
61510 	HEALTH INSURANCE 	1,447,388 	1,757,980 	1,757,980 	1,869,266
61615 	LIFE INSURANCE 	4,171 	4,101 	4,101 	4,226
61710 	IMRF 	19,145 	21,713 	21,713 	21,518
61725 	SOCIAL SECURITY 	11,141 	12,402 	12,403 	36,871
61730 	MEDICARE 	123,126 	142,367 	142,367 	143,934
62210 	PRINTING 	1,556 	4,000 	4,000 	4,000
62235 	OFFICE EQUIPMENT MAINT 	972 	1,100 	1,100 	1,100
62245 	OTHER EQMT MAINTENANCE 	1,747 	5,100 	3,100 	5,100
62250 	COMPUTER EQUIPMENT MAINT 	4,988 	5,000 	6,200 	8,100
62270 	MEDICAL/HOSPITAL SERVICES 	34,548 	36,000 	38,500 	39,000
62275 	POSTAGE CHARGEBACKS 	2,266 	3,000 	3,000 	3,000
62295 	TRAINING AND TRAVEL 	62,716 	72,400 	70,806 	72,400
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	482,150 	491,961 	491,961 	491,961
62309 	RENTAL OF AUTO REPLACEMENT 	271,500 	271,500 	271,500 	271,500
62315 	POSTAGE 	593 	500 	500 	500
62335 	DATA PROCESSING SERVIC 	3,200 	3,000 	3,200
62355 	LAUNDRY/OTHER CLEANING 	1,000 	1,000 	1,000
62360 	MEMBERSHIP DUES 	27,635 	48,900 	48,300 	48,900
62380 	COPY MACHINE CHARGES 	1,777 	1,223 	1,223 	1,223
62430 	CUSTODIAL CONTRACT SERVICES 	2,367 	4,165 	5,000 	4,165
62509 	SERVICE AGREEMENTS / CONTRACTS 	4,526 	5,100 	5,000 	5,100
62518 	SECURITY/ALARM CONTRACTS 	4,905 	6,400 	6,400 	6,400
62521 	MEDICAL EQ MAINT AGREEMENTS 	11,978 	14,200 	14,200 	20,000
62522 	SCBA EQ MAINT AGREEMENTS 	3,085 	5,000 	5,000 	5,000
62523 	EXTRICATION EQ MAINT AGREEMNTS 	214 	3,000 	2,800 	3,000
62605 	OTHER CHARGES 	6,349 	8,000 	8,000 	8,000
62625 	LIFE INSURANCE 	763
64015 	NATURAL GAS 	39,450 	75,000 	75,000 	75,000
64540 	TELECOMMUNICATIONS - WIRELESS 	12,807 	12,000 	12,000 	12,000
65005 	AGRI/BOTANICAL SUPPLIES 	300 	300 	300
65010 	BOOKS, PUBLICATIONS & MAPS 	1,064 	2,400 	2,400 	2,400
65015 	CHEMICALS 	5,986 	6,000 	6,000 	6,000
65020 	CLOTHING 	53,593 	50,000 	50,000 	70,000
65025 	FOOD 	57
65040 	JANITORIAL SUPPLIES 	10,806 	11,000 	10,900 	11,000
65045 	LICENSING/REGULATORY SUPP 	80
65050 	BLDG MAINTENANCE MATERIAL 	4,136 	6,000 	6,000 	6,000
65060 	MATER. TO MAINT. AUTOS 	2
65070 	OFFICE/OTHER EQT MTN MATL 	3,288 	4,000 	4,000 	4,000
65075 	MEDICAL & LAB SUPPLIES 	7,638 	7,000 	7,000 	7,000
65085 	MINOR EQUIPMENT & TOOLS 	4,362 	4,500 	4,400 	4,500
65090 	SAFETY EQUIPMENT 	1,714 	2,000 	2,000 	2,000
65095 	OFFICE SUPPLIES 	4,621 	7,400 	7,100 	7,400
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65105 	PHOTO/ DRAFTING SUPPLIES 	1,449 	1,700 	1,700 	1,700
65125 	OTHER COMMODITIES 	9,220 	12,100 	11,100 	12,100
65620 	OFFICE MACH. & EQUIP. 	1,065 	900 	900 	900
65625 	FURNITURE, FIXTURE & EQUIPMENT 	31,578 	30,000 	30,000 	70,000
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	5,086 	5,223 	5,341 	5,414
66030 	OTHER INSURANCE CHARGEBACKS 	416,133 	416,133 	416,133 	416,133
2300 FIRE DEPARTMENT 	13,403,563 	13,741,148 	13,791,607 	14,072,488
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City of Evanston
Health Department
Description of Major Activities:
The Evanston Health Department’s mission is to protect, preserve, and promote wellness for people who
live, work, and play in Evanston through creative and sustainable partnerships. The Department is a leader
in improving the health and well-being of the Evanston community. The Health Department’s deliverables are
based on the idea that health is influenced by more than just individual choices. One’s physical and
psychosocial environment, culture, government, etc. all play a role in influencing and determining both
individual and population health. Healthy outcomes are integrated in a comprehensive approach to bring
health, well-being, and equity considerations into the development and implementation of policies, programs,
and services of traditionally non-health related government systems or agencies.
The Health Department is responsible for operating programs that prevent infectious and chronic diseases,
promote safe food, and assure quality health care and healthy living. The department also plays a significant
role in making sure that Evanston is ready to effectively respond to emergencies, such as natural disasters,
emerging disease threats and bioterrorism. The department carries out its mission in close partnership with
local community stakeholders such as hospital partners, businesses, elected officials, and school districts 65
and 202. The department’s priorities are to make Evanston a place where communities support healthy
living, and the health system is prepared to prevent poor health as well as to treat illness. Advancing those
priorities requires enhancing public health capacity at the local levels. The Department is focused on
eliminating the significant disparities in health between different racial and cultural groups, giving families a
healthy start in life, and adopting health reforms that focus on prevention and primary care as well as a better
integration of medical care, public health and other needed services.
The main objectives of the Department include:
 Providing leadership for public health
 Preventing disease and injury through public health education
 Protection of food, water, air and environment
 Promotion of safe and healthy communities
 Implementing scientific approaches to analyzing and solving problems
 Creating partnerships and collaborations to achieve a coordinated response to community health
issues
 Utilizing population-based strategies to address public health issues.
The Health Department performed a Community Health Assessment in 2011 yielding three focus areas:
Access to Care, Chronic Disease and Physical Activity.
The Department connects uninsured or underinsured residents with services at the Erie Health Clinic to
empower them to access a primary care physician. Staff in the Department is assigned to the Mental Health
Board, responsible for allocating fund to entities addressing the mental well- being of our residents. In times
of crisis all residents can depend on information, leadership, and coordinated regional efforts due to our
Emergency Response Capabilities. The Health Department has sought out partners to promote physical
activity to all ages and has an award- winning Women Out Walking (WOW) program. A vast array of services
is offered to address chronic illness and prevent illness. The Department receives regular reports concerning
incidence of illness in Evanston, cases of childhood exposure to lead and the Vital Records office provides
birth and death statistics. The Department is a national leader regulating tobacco use away from public
places and recently adding e-cigarettes into the legislation.
Historically, the Department has provided services to prevent illness through regulatory inspections and
education. Health inspectors perform periodic inspections of food establishments, daycare homes, rental
housing, and beach water. These inspections are paired with educational opportunities in order to achieve
behavior change; the goal of the programs.
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City of Evanston
Health Department
Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2014
Position FTE
Health Services Administration
Full-Time Regular Director, Health 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
2407 Total 2.00
Food and Environmental Health
Full-Time Regular Environmental Health Practitioner 3.00
Full-Time Regular Property Maintenance Inspector 4.00
Full-Time Regular Customer Service Representative 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Communicable Disease Surv. Specialist 1.00
Full-Time Regular Assistant Director, Health 1.00
Full-Time Regular Health License Coordinator 1.00
Full-Time Regular Emergency Response Coordinator 1.00
Part-time Regular Medical Director 0.10
Full-Time Regular Field Staff Supervisor 1.00
2435 Total 14.10
Vital Records
Full-Time Regular Clerk III 1.00
Full-Time Regular Clerk Typist I 1.00
2440 Total 2.00
Community Health
Full-Time Regular Secretary II 1.00
Full-Time Regular Public Health Educator 1.00
Full-Time Regular Management Analyst 1.00
2455 Total 3.00
Health Total 21.10
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2407 – Health Services Admin. 295,329 309,672 310,972 319,845
2415 – Family Health 620
2425 – Dental Services 222,330
2435 – Food & Environmental Health 893,757 1,392,045 1,436,627 1,612,361
2440 – Vital Records 144,513 143,459 143,959 169,549
2455 – Comm. Health Program Admin. 198,887 282,235 315,351 286,766
2460 – Community Purchased Services 469,713 506,305 486,306 620,765
Total Expenditures: $2,225,149 $2,633,716 $2,693,215 $3,009,286
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City of Evanston
Health Department
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52035 – Rooming House Fees 169,834 193,000 193,000 193,000
52046 – Rental Dwelling Registration 98,681 95,000 95,000 95,000
52050 – Other Licenses 21,867 20,000 21,000 20,000
52055 – Long Term Care Licenses 104,580 98,400 98,400 98,400
52070 – Resident Care 640 600 600 600
52085 – Plan Review 8,855 6,248 7,300 6,248
52555 – Housing Code Violation Fines 125,819 97,248 97,248 97,248
53050 – Sanitation Classes 2,236 1,700 1,800 1,700
53075 – Dental Fees & Reimbursement 235,228
53105 – Food Est. License Fees 200,124 185,000 185,000 185,000
53135 – 53180 Dental Fees (specific) 1,570
53185 – Temporary Food License 6,893 7,000 6,000 7,000
53190 – Food Delivery Vehicle 7,890 5,500 5,500 5,500
53200 – Bev. / Snack Vending License 20,529 28,000 28,000 28,000
53210 – Tobacco License Fees 25,500 19,000 19,000 19,000
53215 – Birth Certificate Fees 62,346 70,000 70,000 70,000
53211 – Beekeeper License 75
53220 – Death Certificate Fees 18,668 40,000 30,000 30,000
53230 – Funeral Director’s License 9,540 6,000 6,000 6,000
53235 – Temp Funeral Director License 5,290 4,200 4,200 4,200
55025 – IDPH – Local Health Protection 75,419 75,000 75,000 76,000
55040 – IDPH Dental Sealant Grant 569 8,626
55075 – Summer Food Inspection 400 400 400
55085 – Illinois Tobacco Free Grant 6,029 25,082 31027 31,027
55130 – Childhood Lead Poisoning Grant 1,359 1,000 1,000 1,000
55146 – Other State Grant 319,625 11,000 17,777 11,000
55150 – Tanning Facility Inspections 200 200 200
55173 – CRI Grant 8,881 44,000 44,000 43,700
55174 – PHEP Grant 29,522 62,072 65,568 61,200
55231 – Lead Paint Hazard 80,000 100,000 100,000
55176 – Dental Expansion Grant 30,000
55251 – Federal Grant/AID 27,950 10,000 10,000 10,000
56002 – Women Out Walking 8,043 15,000 4,000 15,000
56048 – Teen Baby Nursery Program 41,000 41,000 41,000
Total Revenues: $1,644,562 $1,280,276 $1,217,020 $1,257,423
Performance Report on FY 2013 Major Program Objectives Accomplished
 Received funding from the U.S Human Services Resource Association to establish the first Federally
Qualified Health Center (FQHC) for Evanston. Erie Family Health Center is the operating agent for
primary, care, behavioral health, and oral health for the community.
 Over 100 residents have utilized the Illinois Quitline and have set dates to quit smoking, as part of the
Illinois Tobacco Free Communities Grant received by the department.
 In 2013 the Women Out Walking (WOW) program logged over 22 Million Steps or 11,000 miles;
participants in the program walked almost halfway around the world combined.
 The Evanston Medical Reserve Corps welcomed 23 new members.
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City of Evanston
Health Department
 The Health Department added Housing and Property Standards Inspectors in 2013, offering a more
holistic approach to housing and rental inspections and maintenance.
 During the summer of 2013 the Evanston Dempster/Greenwood Beach was awarded Blue Wave
Certification the first designation for an Illinois Beach
 The Beach program implemented predictive modeling at the beaches in order to provide more accurate
and quicker beach water testing. This was done in coordination with the United States Geological
Survey, the Illinois Department of Public Health, the United States Environmental Protection Agency,
and the Parks, Recreation and Community Services Department
 Partnered with the Dental Access Days to offer two days of free community dental services to adults
FY 2014 Department Initiatives
 Completed year five of the award winning Women Out Walking (WOW) program
 Strategically focused on addressing the growing national childhood obesity problem. Implement the
identified strategies to improve access to healthier foods in schools and standardize the school garden
process.
 Develop a collaborative program to facilitate change in Evanston corner stores so that healthy foods are
available to all Evanston residents
 Continue to create strategies to re-engage community members to receive care at the new FQHC Erie
Family Health Center
 Submit for Public Health Accreditation
 Complete Community Health Assessment, Community Improvement Plan and Strategic Plan for the
Health Department
 Establish the Safe and Healthy Homes Committee with the goal of building relationships to cleanup
problem properties
 Develop staff through cross training to address emergency response service requests
Ongoing Activity Measures
2012
Actual
2013
Estimated
2014
Projected
Number of dental clinic appointments provided* 1550 0 0
Number of dental preventive & restorative clinic visits* 1450 0 0
Number of children receiving dental services* 2100 0 0
Number of sealants applied* 750 0 0
Number of dental preventative screenings/exams given
at schools*
800 0 0
Number of dental health education
programs/ participants*
15/900 0 0
Number of licensed food establishments 415 425 430
Number of food borne illness investigations performed 20 35 35
Total number of food inspections performed 1605 1600 1600
Temporary food inspections performed 195 200 200
Food complaints evaluated / inspected 75 85 85
Food establishment plans reviewed 25 25 25
Rat & Rodent complaints investigated 245 375 400
Number of Communicable Disease Investigations 594 755 800
Nuisance requests for service provided 457 850 850
Lead inspections performed 21 30 35
Number of Women Out Walking Participants 1000 468 850
Grants administered 13 13 13
Dwelling Units Inspected 3,434 3,500 3,600
Occupants Affected by Rooming House Inspections 6,680 6,900 7,000
Complaints investigated 1,040 1,000 1,000
Re-inspections for Compliance 10,296 8,000 8,000
Vacant Building Determinations 72 60 60
*Program no longer administered by Health Department
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2400 HEALTH DEPARTMENT
61010 REGULAR PAY 956,464 1,250,162 1,250,162 1,405,443
61050 PERMANENT PART-TIME 99,862 17,826 29,250 14,901
61055 TEMPORARY EMPLOYEES 4,098
61060 OVERTIME-CHGBK 6,316
61110 OVERTIME PAY 5,074 13,506 7,833 13,506
61210 LONGEVITY 8,221 7,079 8,940 11,663
61415 TERMINATION PAYOUTS 27,030
61420 ANNUAL SICK LEAVE PAYOUT 932
61430 OTHER PAYOUTS 3,735
61510 HEALTH INSURANCE 178,435 237,163 237,164 259,583
61615 LIFE INSURANCE 640 606 606 676
61625 AUTO ALLOWANCE 5,009 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 362 1,400 1,440
61630 SHOE ALLOWANCE 730 1,240 1,200 1,240
61710 IMRF 108,279 142,697 142,697 155,882
61725 SOCIAL SECURITY 69,442 77,868 77,868 87,448
61730 MEDICARE 16,533 18,211 18,211 20,452
62205 ADVERTISING 400 400 400
62210 PRINTING 2,162 5,965 5,965 5,965
62235 OFFICE EQUIPMENT MAINT 150 150 150
62275 POSTAGE CHARGEBACKS 3,191 5,000 5,000 5,000
62295 TRAINING & TRAVEL 4,710 6,981 4,200 6,981
62305 RENTAL OF AUTO-FLEET MAINTEN. 12,604 23,881 23,881 23,881
62309 RENTAL OF AUTO REPLACEMENT 5,000 9,286 9,286 9,286
62345 COURT COST/LITIGATION 3,990 3,990 3,990
62360 MEMBERSHIP DUES 2,218 5,399 5,400 5,399
62371 WOMEN OUT WALKING EXPENSE 3,187 5,000 7,500 5,000
62380 COPY MACHINE CHARGES 2,978 2,049 2,049 2,049
62465 OUTSIDE LABARATORY COSTS (HLTH (620)
62468 IL TOBACCO FREE COMM EXP 20,037 7,000 28,800 12,247
62471 VECTOR SURVEILLANCE EXP 9,474 20,500 20,500 20,500
62472 BEACH WATER TESTING EXP 2,017 10,000 10,000 10,000
62473 ENVIRONMENTAL HEATH EXP 4,082 4,082
62474 LOCAL HEALTH PROTECTION GRANT 30,436 55,000 55,000 11,681
62476 CRI GRANT -EXPENSE (HHS) 17,951 36,500 50,000 14,410
62477 PHEP GRANT-EXPENSE (HHS) 26,627 47,767 70,000 21,013
62490 OTHER PROGRAM COSTS 7,648 16,000 25,000 44,000
62495 LICENSED PEST CONTROL SERVICES 3,000
62514 BACKGROUND CHECK SERVICES 690
62521 MEDICAL EQ MAINT AGREEMENTS 1,881
62605 OTHER CHARGES 10,350 4,082 14,000 14,000
62645 DIGITAL ARCHIVING 7,669 2,500 500 2,500
64540 TELECOMMUNICATIONS - WIRELESS 2,333 5,501 5,501 5,501
65010 BOOKS, PUBLICATIONS & MAPS 149 950 950 950
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65025 FOOD 1,023 650 650 650
65045 LICENSING/REGULATORY SUPP 1,175 1,000 1,000 1,000
65075 MEDICAL & LAB SUPPLIES 7,861 417 416 417
65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 1,200
65090 SAFETY EQUIPMENT 750 750 750
65095 OFFICE SUPPLIES 7,105 9,233 11,733 12,233
65121 RBFI GRANT EXPENSES 2,800 17,000
65125 OTHER COMMODITIES 1,130 200 3,500 200
65127 LEADPAINT HAZARD GRANT EXPENSE 100,000
65620 OFFICE MACH. & EQUIP. 13,726 3,000 3,000 3,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 26,075 33,951 11,588 35,183
66030 OTHER INSURANCE CHARGEBACKS 27,690 27,690 27,690 27,690
67005 COMMUNITY SPONS ORG (PRCH SVC) 469,710 506,305 486,305 620,765
2400 HEALTH DEPARTMENT 2,225,149 2,633,716 2,693,215 3,009,286
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City of Evanston
Public Works Department
Description of Major Activities:
The Public Works Department manages the planning, construction, and maintenance of public
infrastructure 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. Public Works 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, Engineering, Parks & Forestry, Facilities
Management, and Fleet Services. Public Works is also responsible for the operation of the Municipal
Service Center and the building that previously housed the Recycling Center.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
Director of Public Works
Full-Time Regular Director, Public Works 1.00
Full-Time Regular Executive Secretary (to Department Head) 1.00
Full-Time Regular Business Office Coordinator 1.00
Full-Time Regular Special Projects Assistant 0.50
Part-Time Regular Part-Time Clerk 0.75
2605 Total 4.25
Municipal Service Center
Full-Time Regular Custodian I 1.00
Full-Time Regular Service Center Coordinator 1.00
2610 Total 2.00
Infrastructure & Engineering Administration
Full-Time Regular Assistant Director of Public Works – Engineering & Infr. 1.00
Full-Time Regular Senior Project Manager 1.00
Full-Time Regular Senior Project Manager, Construction/Design 1.00
Full-Time Regular Senior Project Manager, Traffic/ROW Permits 1.00
Full-Time Regular Special Projects Assistant 0.50
2620 Total 4.50
Engineering
Full-Time Regular Civil Engineer II 2.00
Full-Time Regular Civil Engineer III 1.00
Full-Time Regular Engineering Associate II 2.00
Full-Time Regular ADA/CIP Project Manager 1.00
Full-Time Regular Architect/Project Manager 1.00
Full-Time Regular Construction Inspector 1.00
2625 Total 8.00
Traffic Engineering
Full-Time Regular Civil Engineer II 1.00
Full-Time Regular Traffic EngineeringTechnician 0.50
Full-Time Regular Building Supervisor 1.00
2630 Total 2.50
Traffic Signal and Street Light Maintenance
Full-Time Regular Traffic Electrician Leader 1.00
Full-Time Regular Traffic Electrician 3.00
2640 Total 4.00
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City of Evanston
Public Works Department
Employee Status
Description Job Type Description
2014 Position
FTE
Parks & Forestry Administration
Full-Time Regular Arborist 1.00
Full-Time Regular Special Projects Assistant 0.50
Full-Time Regular Assistant Director of Public Works - Forestry 1.00
Full-Time Regular Greenway Supervisor 1.00
2650 Total 3.50
Parks & Forestry Maintenance & Operations
Full-Time Regular Equipment Operator II 3.00
Full-Time Regular General Tradesman 1.00
Full-Time Regular Parks/Forestry Crew Leader 7.00
Full-Time Regular Parks/Forestry Worker II 1.00
Full-Time Regular Parks/Forestry Worker III 19.00
2655 Total 31.00
Streets and Sanitation Administration
Full-Time Regular Sanitation Supervisor 1.00
Full-Time Regular Special Projects Assistant 0.50
Full-Time Regular
Assistant Director of Public Works – Operations &
Facilities 1.00
Full-Time Regular
Maintenance & Operations Chief, Building/Special
Facilities 1.00
Full-Time Regular
Maintenance & Operations Chief, Streets/Environmental
Services 1.00
2665 Total 4.50
Street and Alley Maintenance
Full-Time Regular Equipment Operator I 1.00
Full-Time Regular Equipment Operator II 11.00
Full-Time Regular Equipment Operator III 3.00
Full-Time Regular Public Works Maintenance Worker II 3.00
Full-Time Regular Public Works Maintenance Worker III 3.00
Full-Time Regular Streets Supervisor 1.00
Full-Time Regular Special Facilities Supervisor 1.00
2670 Total 23.00
Business District – Parks Maintenance
Full-Time Regular Equipment Operator II 1.00
Full-Time Regular Parks/Forestry Worker II 3.00
Full-Time Regular Public Works Maintenance Worker II 1.00
2675 Total 5.00
Facilities General Support
Full-Time Regular Custodian I 1.00
Full-Time Regular Fac Maint Worker/Custodian I 1.00
Full-Time Regular Facilities Maint. Worker III 12.00
Full-Time Regular PT Custodian 0.20
Part-Time Regular PW Operations Coordinator 2.00
2677 Total 16.20
Public Works Total 108.45
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City of Evanston
Public Works Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2605 – Director of Public Works 262,756 390,668 352,610 479,912
2610 – Municipal Service Center 305,113 440,054 335,841 440,443
2620 – Infrastructure & Engineering
Administration
67,175 174,253 168,265 642,656
2625 – Engineering 793,103 810,228 725,796 881,057
2630 – Traffic Engineering 523,620 476,392 444,288 332,606
2640 – Traffic Signal & Street Light
Maintenance.
828,602 887,202 775,216 897,881
2645 – Allocation to Solid Waste
Fund
103,831 0 0 0
2650 – Parks & Forestry
Administration*
0 0 0 575,608
2655 – Parks & Forestry Maintenance
and Operations*
0 0 0 4,487,880
2665 – Streets and Sanitation 2,256,028 2,373,538 2,288,285 2,371,598
2670 – Street & Alley Maintenance 2,912,025 2,930,169 2,696,285 3,016,095
2675 – Street Cleaning 513,991 576,936 534,413 798,902
2677 – Facilities* 0 0 0 2,208,860
2680 – Snow & Ice Control 476,536 601,114 742,677 751,115
Total Expenditures: $9,042,780 $9,660,554 $9,063,676 $17,884,613
Revenues:
52126 – Right-of-Way Permits 540,321 290,000 425,000 290,000
52130 – Resident Parking Permits 124,618 128,000 128,000 128,000
52131 – Visitor Parking Permits 13,963 12,300 12,300 12,300
53650 – State Highway Maintenance 41,298 58,000 63,527 58,000
53690 – Wood Recycling* 0 0 0 35,000
53736 – New Pavement Degrade Fee 17,000 10,000 10,500 10,000
56010 – Property Sales and Rental* 0 0 51,543 51,543
56025 – Damage to Street Signs* 0 2,000 2,000 2,000
56030 – Damage to Traffic Lights* 0 20,000 20,000 20,000
56031 – Damage to Street Lights* 0 20,000 20,000 20,000
56068 – Salt Reimbursement Fee 18,281 0 0 0
56134 – Private Elm Trees Ins.
Money*
0 0 0 40,000
56140 – Salt Administration Fee 650 0 0 0
Total Revenues: $756,131 $540,300 $732,870 $666,843
Notes for Financial Summary
In FY 2011 all solid waste-related expenditures and revenues were transferred into the Solid Waste Fund
under business units 7685, 7690 and 7695.
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City of Evanston
Public Works Department
Performance Report on FY 2013 Major Program Objectives
Administration:
Over the last four years, the Public Works Department has implemented a series of changes to both
increase revenue and reduce operating costs. The Department initiated these efficiencies of personnel,
equipment, and expenditure reductions in all divisions: Administration, Engineering, Parks & Forestry,
Facilities Management, Streets & Sanitation, and Fleet.
Infrastructure & Engineering:
Under administrative direction, the professional staff plans, designs, and manages the City's Capital
Improvement Program (CIP) and all tasks related to street construction, alley paving, streetscape,
sidewalk replacement, street lights, facilities, parks, utilities, private development, all modes of traffic,
environmental compliance, ROW permits, and the Joint Utility Location Information for Excavation
(JULIE).
The Unit has a full understanding of pertinent federal, state and local laws, codes and regulations as they
apply to capital improvement project design, bidding, construction and maintenance, and prepares
comprehensive grant applications. It researches and responds to questions or issues raised by City
Council and the public, prepares project budgets, represents the Department at technical boards and
commission meetings and supports the relationship between the City and the general public by
demonstrating courteous and cooperative behavior when interacting with citizens, and supports the City's
goals and priorities.
Parks and Forestry:
 Park Maintenance staff continues to support the multitude of Recreation programs using the various
Parks throughout the City. These events require the delivery of supplies and equipment, site
preparation and cleanup, as well as some maintenance activities during the actual events.
 Parks staff initiated the use of stockpiled logs from Forestry tree removals to convert them into
certified playground mulch. This new idea not only saved the City thousands of dollars over
purchasing the mulch from an outside vendor, but also many hours of labor by having the mulch on
site at James Park. Staff was able to replenish the mulch at playgrounds when it fit into the schedule
and as needed, rather than waiting for deliveries and being forced to distribute it all at once.
 The Emerald Ash Borer continued to spread throughout Evanston at an even more rapid pace than
anticipated. In 2013, the number of newly infested public ash trees is approaching 700. These extra
tree removals resulted in not only a reduction in the planned number of parkway trees that staff was
able to trim, it also significantly increased the time it takes to replace these parkway trees. The wait
time for residents to receive a replacement tree is now approximately two years and will likely keep
increasing for the foreseeable future.
 New parkway tree plantings increased to nearly 450 in 2013 due to 1) the implementation of a
“Replant Express” program that allows residents to directly pay for their new parkway tree to receive it
during the next planting season rather than waiting on our lengthy list; and 2) the “I Heart Evanston
Trees” fundraising campaign that solicited donations specifically to plant more trees. These two
efforts have generated nearly $25,000 in additional funding for the purchase of new trees. Staff
continues to plant disease resistant elm varieties as they become available.
 Participation in the private elm insurance program increased slightly this year and staff continues to
look for an effective means to keep increasing the number of residents participating each year.
 The injection program continues to minimize the number of elms lost due to Dutch Elm Disease
(DED). The results this year again are very encouraging, as the loss of parkway elms has dropped
from a high of 6.33% in 2004, before the injection program began, to 2.02% in 2007, and remains at
just over 1% in 2013.
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City of Evanston
Public Works Department
Facilities Management Division:
 Staff improved work tracking by the field force through increased use of a Computer Maintenance
Management System. The work order backlog has been reduced from a high of over 400 to slightly
over 100.
 Meeting Room Manager software is tracking all meetings in the Civic Center.
 The Police Headquarters’ firing range project was completed in early 2012 and is now being used
regularly by the Police Department staff.
 Building automation upgrades continue to be implemented for HVAC equipment citywide. Recent
installations include the Service Center and Fire Station #5.
 The first phase of the comprehensive parking garage repair of all three structures has been
completed with the second phase already in the design phase for construction scheduled for early
2013.
Streets:
As one of the more visible City service providers, the Department received and responded to the most
requests generated from the City’s new 311 customer service system. The Division continues to provide
data to City Works, a new work management system that will allow streets and sanitation to accurately
track its costs and manage its workload. Streets and Sanitation is running a pilot program for an
Automatic Vehicle Locating that will track City snow plows and provide real time information so staff can
modify routes to become more productive.
2014 Department Initiatives
Public Right-of-Way Improvements:
 Bike Plan Update
 Central Street Sidewalk (Hartrey to Eastwood)
 Citywide Sidewalk Replacement
 Citywide Traffic Calming
 Dempster Street Signal Modernization
 Dodge Avenue Protected Bike Lane (Howard to Church)
 Emerson-Ridge-Green Bay Improvements
 MFT Street Resurfacing
 Pedestrian Safety, Pavement Marking, Streetlight
 Sheridan Rd-Chicago Ave Bike Path
 Sheridan Road Street Design (Emerson to Isabella)
 Sherman Avenue Streetscape
 Water Main Replacements
Facilities and Parks Improvements:
 Animal Shelter Renovations
 Baker Park Renovation
 Dempster Street Boat Ramp Renovation
 Chandler Center Study and Improvements
 Civic Center Security Improvements
 Civic Center Boiler
 Ecology Center Renovations
 Fire Station No. 2 Renovations
 Fleetwood Jourdain Study and Improvement
 Fountain Square
 Ladd Arboretum Renovations
 Lakefront Lagoon Improvements
 Levy Center Renovations
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City of Evanston
Public Works Department
Parks and Forestry:
 Continue to work closely with all local, state, and federal agencies involved with the control of the
Emerald Ash Borer (EAB). Staff will continue to investigate the feasibility of attracting research
institutions and/or companies to Evanston to aid in possible curative measures being experimented
with and implemented, as well as to locate and apply for any grant funds available for tree removals
or planting to replace those being lost due to EAB.
 Develop an implementation schedule for the replacement of Park trees within one year of removal to
improve park property aesthetics.
 Continue the three-year cycle of elm injections using both City employees as well as an outside
contractor every third year and evaluate the success of the program overall, which currently stands at
just less than 99%.
 Continue fundraising efforts begun 2013 to increase the number of trees being planted on City
parkways to help offset the additional losses due to EAB. These additional trees would help bring us
to our goal of having a fully-planted status citywide.
 Implement the use of City Works into the Forestry operation to upgrade both record keeping as well
as work scheduling and tracking.
Facilities Management Division:
 Continue to work with the Sustainability Coordinator to reduce energy consumption in all City-owned
buildings throughout the fiscal year through both lighting upgrades as well as temperature control
efficiencies.
 Upgrade the current Computer Maintenance Management System which will lead to better analysis of
workload and building maintenance. Place Facilities on the City Works program.
 Using the Building Automation Systems that are in place, as well as those being installed, improve
energy management techniques throughout the fiscal year to reduce energy consumption. Look to
create one system managed by staff that will monitor all facilities.
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
In-house design of CIP infrastructure projects 5.5 Miles 6.34 Miles 4.46 Miles
Miles of streets resurfaced – Primary Routes 1.2 Miles 2.57 Miles 1.18 Miles
Miles of streets resurfaced – Residential Streets 3.3 Miles 3.77 Miles 3.28 Miles
Number of civil engineering private development plan reviews 168 200 200
Number of block party permits facilitated 157 160 160
Number of Right-of-Way permits issued 1084 1100 1100
Miles of streets plowed/season 1190 1,200 2,000
Miles of streets salted/season 280 850 825
Tons of salt used/season 894 5,000 6,500
Mowing rotation in days 5 Days 5 Days 4.5 Days
Parkway trees trimmed by City crews 1,200 1,100 1,100
Total number of parkway elms removed due to DED 35 40 30
Percentage of parkway elms actually removed 1.06% 1.23% 0.93%
Total number of other trees removed 370 420 400
Total number of new park & parkway trees planted 455 500 500
Elm trees covered under private insurance program 339 375 385
Percentage of trees that are removed by the City and replaced
within one year (data source: Division tracking)
15% 10% 10%
Deliveries 1,800 1,800 1,800
Civic Center repair costs/sq. ft. $2.10 $2.15 $2.00
Meetings scheduled 1,900 2,000 2,000
Room set-ups 1,100 1,100 1,100
Staff-hours tracked to work order 19,000 19,000 22,000
Work orders completed 3,860 3,900 4,500
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2600 PUBLIC WORKS
61010 	REGULAR PAY 	3,149,207 	3,362,862 	2,876,265 	7,323,616
61050 	PERMANENT PART-TIME 	93,009 	136,279 	123,301 	138,762
61055 	TEMPORARY EMPLOYEES 	19,845
61060 	SEASONAL EMPLOYEES 	61,847 	69,000 	49,000 	125,000
61110 	OVERTIME PAY 	350,711 	402,700 	450,400 	472,500
61111 	HIREBACK OT 	170
61114 	SNOW OT 	11,609
61210 	LONGEVITY 	59,027 	51,280 	51,851 	143,227
61410 	SHIFT DIFFERENTIAL 	5,750 	1,925
61415 	TERMINATION PAYOUTS 	54,440
61420 	ANNUAL SICK LEAVE PAYOUT 	6,631
61430 	OTHER PAYOUTS 	7,218
61510 	HEALTH INSURANCE 	560,404 	661,691 	658,659 	1,502,164
61615 	LIFE INSURANCE 	1,683 	1,662 	1,661 	3,748
61625 	AUTO ALLOWANCE 	9,544 	10,980 	10,980 	14,580
61626 	CELL PHONE ALLOWANCE 	4,120 	4,884 	4,884 	6,768
61630 	SHOE ALLOWANCE 	7,236 	6,130 	6,285 	14,570
61710 	IMRF 	377,421 	402,263 	367,476 	835,939
61725 	SOCIAL SECURITY 	230,026 	244,425 	221,923 	496,685
61730 	MEDICARE 	54,276 	57,164 	54,203 	116,160
62195 	LANDSCAPE MAINTEANCE SERVICES 	120,000
62199 	PARK MNTNCE & FURNITURE RPLCMN 	25,000
62205 	ADVERTISING 	700 	100 	700
62210 	PRINTING 	19,161 	32,250 	30,250 	32,250
62225 	BLDG MAINTENANCE SERVICES 	17,544 	1,600 	1,400 	103,116
62230 	IMPROVEMENT MAINT SERVICE 	75
62235 	OFFICE EQUIPMENT MAINT 	1,280 	5,183 	4,100 	5,183
62245 	OTHER EQMT MAINTENANCE 	10,525 	7,250 	5,250 	37,068
62275 	POSTAGE CHARGEBACKS 	3,806 	1,833 	8,000 	4,283
62280 	OVERNIGHT MAIL CHARGES 	429 	250 	250 	250
62295 	TRAINING & TRAVEL 	11,789 	12,300 	11,900 	13,600
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	658,714 	672,117 	672,117 	1,165,293
62309 	RENTAL OF AUTO REPLACEMENT 	345,608 	345,608 	345,608 	600,106
62335 	DATA PROCESSING SERVIC 	2,000
62360 	MEMBERSHIP DUES 	4,102 	4,660 	5,160 	7,860
62375 	RENTALS 	15,610 	12,000 	8,200 	14,810
62376 	2603 SHERIDAN RENTALS EXPENSE 	2,000
62380 	COPY MACHINE CHARGES 	3,691 	2,539 	2,539 	2,539
62385 	TREE SERVICES 	26,000
62415 	DEBRIS/REMOVAL CONTRACTUAL COS 	45,157 	73,000 	73,000 	79,000
62425 	ELEVATOR CONTRACT COSTS 	4,165 	4,165 	4,165
62430 	CUSTODIAL CONTRACT SERVICES 	1,451 	20,825 	15,000 	20,825
62440 	OVERHEAD DOOR CONTRACT COSTS 	9,830 	14,000 	14,000 	14,000
62446 	ROOF REPAIR CONTRACTUAL SVCS 	16,118 	20,000 	10,000 	20,000
62451 	TOWING AND BOOTING CONTRACTS 	7,790 	60,000 	60,000 	60,000
62496 	DED INOCULATION 	246,000
62497 	INOCULATION FUND.-ANNUAL AMORT 	200,000
62509 	SERVICE AGREEMENTS / CONTRACTS 	77,005 	70,000 	70,000 	144,845
62518 	SECURITY/ALARM CONTRACTS 	2,036 	3,700 	3,700 	3,700
64005 	ELECTRICITY 	1,935 	4,400 	4,400 	16,400
64006 	STREET LIGHT ELECTRICITY 	181,125 	240,000 	150,000 	240,000
64007 	TRAFFIC LIGHT ELECTRICITY 	74,515 	102,000 	80,000 	102,000
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
64008 	FESTIVAL LIGHTING 	2,741 	10,000 	4,000 	10,000
64015 	NATURAL GAS 	27,667 	100,000 	60,000 	148,000
64540 	TELECOMMUNICATIONS - WIRELESS 	33,822 	31,725 	25,700 	51,595
64545 	PERSONAL COMPUTER SOFTWARE 	4,526 	4,000 	2,000 	4,000
65005 	AGRI/BOTANICAL SUPPLIES 	1,930 	2,000 	1,000 	152,300
65010 	BOOKS, PUBLICATIONS & MAPS 	1,764 	1,600 	1,366 	1,900
65015 	CHEMICALS 	182,217 	200,000 	315,000 	362,500
65020 	CLOTHING 	36,827 	45,500 	38,500 	47,500
65025 	FOOD 	436 	350 	350 	350
65040 	JANITORIAL SUPPLIES 	4,909 	5,000 	5,000 	12,000
65050 	BLDG MAINTENANCE MATERIAL 	14,206 	12,000 	5,000 	110,650
65055 	MATER. TO MAINT. IMP. 	131,178 	126,750 	126,000 	147,332
65070 	OFFICE/OTHER EQT MTN MATL 	64,813 	30,000 	65,000 	42,000
65075 	MEDICAL & LAB SUPPLIES 	200
65085 	MINOR EQUIPMENT & TOOLS 	22,451 	22,400 	16,500 	38,950
65090 	SAFETY EQUIPMENT 	3,551 	6,050 	5,050 	12,549
65095 	OFFICE SUPPLIES 	3,901 	6,016 	6,550 	7,216
65105 	PHOTO/DRAFTING SUPPLIE 	675 	750 	2,750- 	950
65110 	RECREATION SUPPLIES 	24
65115 	TRAFFIC CONTROL SUPPLI 	48,615 	40,000 	54,169 	40,000
65515 	OTHER IMPROVEMENTS 	11,989 	22,000 	10,000 	22,000
65550 	AUTOMOTIVE EQUIPMENT 	39,100
65620 	OFFICE MACH. & EQUIP. 	969 	1,000 	1,000 	1,000
65625 	FURNITURE, FIXTURE & EQUIPMENT 	9,788 	7,500 	4,000 	168,998
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	96,589 	99,489 	99,489 	218,026
66030 	OTHER INSURANCE CHARGEBACKS 	517,753 	517,753 	517,753 	679,889
66147 	TRAN. TO SOLID WASTE- PROP TAX 	1,245,967 	1,245,967 	1,245,967 	1,055,967
68205 	CONTINGENCIES 	1,005 	1,005 	1,005
2600 PUBLIC WORKS 	9,042,780 	9,660,554 	9,063,676 	17,884,613
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City of Evanston
Parks, Recreation and Community Services Department
Description of Major Activities:
The Parks, Recreation, and Community Services Department encompasses the following Divisions:
Recreation, Cultural Arts, and Community Service/Outreach. This includes three recreation centers, the
Ecology Center, Levy Senior Center and Senior Services, Noyes Cultural Arts Center, two theatre
programs, youth engagement programs, Special Recreation, lakefront facilities, citywide outdoor sports
programs, and community relations.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014
Position FTE
Management and General Support
Full-Time Regular Director, Parks, Recreation & Community Services 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
3005 Total 2.00
Business and Fiscal Management
Full-Time Regular Business Office Coordinator 1.00
Full-Time Regular Data Control Clerk 1.00
Full-Time Regular Recreation Support Specialist 1.00
3010 Total 3.00
Communication and Marketing Services
Full-Time Regular Asst. Director, Parks, Recreation & Comm. Serv. 1.00
3020 Total 1.00
Robert Crown Community Center
Full-Time Regular Building Supervisor 1.00
Full-Time Regular Custodian II 1.00
Full-Time Regular Fac Maint Worker/Cust II 1.00
Full-Time Regular Recreation Program Manager 1.00
Part-Time Regular After-School Supervisor 0.50
Part-Time Regular Preschool Instructor 1.46
Full-Time Regular Preschool Instructor 1.00
Part-Time Regular Part-Time Custodian 1.60
3030 Total 8.56
Chandler-Newberger Community Center
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Clerk III 0.75
Part-Time Regular Program Supervisor 0.80
Part-Time Regular Part-Time Custodian 1.28
3035 Total 5.83
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City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2014
Position FTE
Fleetwood-Jourdain Community Center
Full-Time Regular Clerk II 1.50
Full-Time Regular Custodian II 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Weekend/Evening Coordinator 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular Part-Time Custodian 0.50
3040 Total 6.75
Fleetwood-Jourdain Theatre
Full-Time Regular Recreation Program Manager 1.00
3045 Total 1.00
Levy Center/Senior Services
Full-Time Regular Custodian I 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Part-Time Office Assistant 0.75
Part-Time Regular Facilities Supervisor 1.81
Full-Time Regular Program Supervisor 0.82
Full-Time Regular Senior Citizen Ombudsman 1.00
Part-Time Regular Part-Time Bus Driver 0.93
Part-Time Regular Secretary II 1.00
Part-Time Regular Part-Time Custodian 1.70
3055 Total 12.01
Beaches
Full-Time Regular Recreation Program Manager 0.75
Full-Time Regular Lakefront Sports Coordinator 0.50
3080 Total 1.25
Robert Crown Ice Rink
Full-Time Regular Office Coordinator 1.00
Full-Time Regular Operations Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Robert Crown Manager 1.00
Part-time Regular Clerk II 0.70
Part-time Regular Office Assistant 0.91
Part-time Regular Facilities Supervisor 0.89
Part-time Regular Part-Time Custodian 0.50
3095 Total 7.00
Sports Leagues
Part-Time Regular Lakefront Sports Coordinator 0.05
Part-Time Regular Program Supervisor 0.50
3100 Total 0.55
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City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2014
Position FTE
Tennis
Part-time Regular Facilities Supervisor 0.40
3110 Total 0.40
Special Recreation
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Lakefront Sports Coordinator 0.25
Full-Time Regular Senior Program Coordinator 1.00
Part-Time Regular Program Supervisor 0.46
3130 Total 2.71
Bus Program
Part-time Regular Part-Time Bus Drivers 1.15
3140 Total 1.15
Park Service Unit
Full-Time Regular Recreation Program Manager 0.25
Full-Time Regular Lakefront Sports Coordinator 0.20
Part-Time Regular Park Ranger 1.00
3150 Total 1.45
Youth and Young Adult
Full-Time Regular Youth-Young Adult Asst. Program Manager 1.00
Full-Time Regular Youth-Young Adult Program Manager 1.00
Full-Time Regular Youth-Young Adult Outreach Worker 3.00
3215 Total 5.00
Ecology Center
Full-Time Regular Clerk III 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Garden Coordinator 0.20
Part-Time Regular Facilities Supervisor 0.32
Part-Time Regular Part-Time Custodian 0.25
3605 Total 3.77
Noyes Cultural Arts Center
Full-Time Regular Facilities Maintenance Worker II 1.00
Part-Time Regular Facilities Supervisor 0.35
Part-Time Regular Part-Time Custodian 1.96
3710 Total 3.31
Cultural Arts Programs
Full-Time Regular Director, Arts Council 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Senior Program Coordinator 1.00
3720 Total 3.00
Parks, Recreation & Community Services Total 69.74
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City of Evanston
Parks, Recreation and Community Services Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
3005 – Mgmt. & General Support 341,198 323,910 323,909 327,023
3010 – Business & Fiscal Mgmt. 395,525 397,011 394,428 378,850
3015 – Marketing Services 83,490 0 0 0
3020 – Recreation General Support 383,559 530,645 530,645 527,409
3025 – Park Utilities 69,450 89,500 88,500 89,500
3030 – Robert Crown Center 937,543 796,222 800,634 828,322
3035 – Chandler-Newberger Center 763,638 794,016 780,297 801,546
3040 – Fleetwood-Jourdain Center 902,732 840,611 840,221 845,532
3045 – Fleetwood-Jourdain Theatre 114,561 127,326 128,866 129,023
3050 – Outreach Programs 148,876 216,198 199,978 214,942
3055 – Levy Center & Sr. Services 1,008,970 1,357,406 1,362,907 1,420,281
3065 – Church Street Boat Ramp 48,559 55,183 52,183 55,183
3075 – Dempster Street Facility 9,061 12,342 12,142 12,342
3080 – Beaches 592,464 539,366 540,802 623,820
3085 – Rec. Facility Maintenance* 710,990 725,401 653,116 0
3095 – Robert Crown Ice Center 1,240,233 1,169,490 1,165,494 1,190,156
3100 – Sports Leagues 41,508 47,677 37,656 86,638
3105 – Aquatic Camp 95,867 122,068 115,918 122,068
3110 – Tennis 105,291 98,859 101,948 99,742
3130 – Special Recreation 459,456 442,049 466,163 447,593
3140 – Bus Program 49,159 68,762 59,673 69,220
3150 – Park Service Unit 65,048 111,176 109,325 112,584
3155 – Youth Golf Program 19,583 20,500 19,766 20,500
3205 – Community Services 562,436 0 0 0
3210 – Commission on Aging 148,368 0 0 0
3215 – Youth and Young Adult 253,577 642,346 645,741 734,830
3505 – General Support* 429,661 435,398 416,481 0
3510 – Horticultural Maintenance* 1,553,366 1,621,408 1,486,965 0
3515 – Parkway Tree Maintenance* 864,943 974,140 897,972 0
3520 – Dutch Elm Disease Control* 832,572 854,394 807,526 0
3525 – Tree Planting* 476,786 350,412 343,388 0
3530 – Private Elm Tree Insurance* 20,655 20,000 10,000 0
3535 – Dutch Elm Inoculation* 241,036 246,000 246,000 0
3605 – Ecology Center 294,632 303,724 316,761 307,407
3610 – Eco-Quest Day Camp 119,769 124,158 121,958 124,158
3700 – Arts Council 16,333 23,055 21,548 24,155
3710 – Noyes Cultural Arts Center 196,063 227,662 214,167 239,309
3720 – Cultural Arts Programs 592,193 643,084 626,826 651,148
3805 – Facilities General Support* 223,446 248,842 189,850 0
3806 – Civic Center Services* 341,074 361,721 302,116 0
3807 – Construction and Repair* 1,866,902 1,975,811 1,821,360 0
Total Expenditures: $17,620,573 $17,937,873 $17,253,230 $10,483,281
* Parks Maintenance, Forestry, and Facilities Management transferred to the Public Works Department in
2013.
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City of Evanston
Parks, Recreation and Community Services Department
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
3005 - Special Events 15,399 25,000 15,000 25,000
3015 - Advertising 25,150 26,350 0 0
3020 - Recreation Gen Support 8,151 0 65,000 76,300
3025 – Park Utilities 77,456 0 0 0
3030 - Robert Crown Center 266,548 300,842 300,380 313,460
3035 - Chandler-Newberger Center 647,790 603,300 591,200 608,300
3040 - Fleetwood-Jourdain Center 255,820 276,300 272,555 286,300
3045 - Fleetwood-Jourdain Theater 19,107 27,500 27,250 27,500
3050 - Outreach Program 106,375 106,240 92,455 106,240
3055 - Levy Center 527,371 691,998 677,978 690,500
3065 - Church Street Boat Ramp 108,578 104,265 99,200 104,265
3075 - Dempster Street Facility 99,272 96,255 97,195 96,255
3080 - Beaches 788,479 716,655 719,870 716,655
3081 - Pooch Park 23,242 19,500 19,500 19,500
3085 - Recreation Maintenance 71,498 41,300 41,300 0
3095 - Robert Crown Ice Center 1,158,785 1,058,927 1,040,251 1,075,610
3100 - Sports Leagues 35,485 46,280 33,240 46,280
3105 - Aquatic Camp 227,509 240,375 212,730 240,375
3110 - Tennis 108,309 102,100 100,300 102,100
3130 - Special Recreation 77,889 86,921 72,205 86,921
3140 - Bus Program 0 21,000 5,000 0
3155 - Golf 32,207 27,500 27,500 27,500
3205 – Community Relations 190,625 0 0 0
3210 - Commission on Aging 74,160 0 0 0
3215 – Youth Engagement Division 10,000 0 0 40,000
3505 - Wood Recycling 28,020 35,000 35,000 0
3530 – Private Elm Tree Insurance 20,655 40,000 44,638 0
3605 - Ecology Center 143,004 120,940 134,260 126,940
3610 - Ecology Summer Camps 251,528 242,500 246,500 249,500
3700 - Arts Council 8,440 0 0 9,150
3710 - Noyes Center Revenues 3,109 361,356 279,148 361,356
3720 - Cultural Arts Programs 338,220 0 315,149 331,400
3805 - Property Sales and Rental 57,425 51,543 51,543 0
Total Revenues: $5,805,606 $5,469,947 $5,616,347 $5,767,407
Performance Report on FY 2013 Major Program Objectives
 The Congregate Meal Nutrition program at the Levy Senior Center served an average of 160
individuals for lunch per week in 2013.
 Levy Center received sponsorship for four programs and special events in order to make these more
affordable for seniors.
 Provided more outreach to the community through Evanston Benefit Card renewals in the subsidized
housing buildings, three sessions of Take Charge of Your Health in the community, and Medication
Management at Fleetwood-Jourdain in September 2013.
 Levy staff provided programs focusing on Latino population: Loteria in November 2013.
 Staff provided four educational sessions on “Age-Friendly Evanston” in October 2013.
 Levy staff participated in health fair at subsidized housing building in September 2013.
 Staff was successful with implementation of an e-newsletter for the Fleetwood – Jourdain Theater.
 There was a comprehensive after school program developed for middle school students at the
Fleetwood- Jourdain Center which focused on art programming, homework assistance and
community involvement.
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 The Starlight Concert Series schedule was expanded to 17 concerts at six park locations: Dawes,
James, Twiggs, Harbert, Bent, and Brummel parks. A mix of local and nationally prominent
performers were featured.
 Starlight Movies in the Parks schedule expanded to nine screenings at eight park locations: Dawes,
James, Twiggs, Harbert, Bent, Brummel, Penny, and Elks parks. Movies ranged from contemporary
blockbusters to cult classics.
 Enhanced participation in cultural arts programming by Evanston youth by scheduling performances
by Evanston teens on the program of the concert series and the Evanston Ethnic Arts Festival.
 Converted to online application system for Evanston Lakeshore Arts Festival, generating largest
number of artist applications in eight years.
 Introduced the Goaled Gallery Tent at the Evanston Lakeshore Arts Festival, providing an opportunity
for Evanston teens to sell their handmade artwork
 Completed an arts visioning process in collaboration with the Evanston Community Foundation and
Evanston Arts Council.
 A public art project for the Sherman Plaza garage, funded through the Percent for Art Program in the
downtown Washington National TIF #4, was scheduled for installation.
 Three new mural projects were completed on local train viaducts
 The Evanston Arts Council’s Arts and Business Committee presented its fourth annual Backstage
Evanston performing arts festival, featuring preview performances from the upcoming season by a
lineup of 16 local performing arts organizations. The event was held at the Ethel M. Barber Theater
on the campus of Northwestern University.
 The Arts Council enhanced the evanstonartsbuzz.com online arts calendar to include feature articles
about arts organizations and events.
 The Arts Council continued to present Cultural Connection Lunches at rotating locations throughout
the community.
 A new Tenants Association at the Noyes Cultural Arts Center was established to assist with facility
oversight.
 The Mayor's Award for the Arts highlights the accomplishments of an individual and an arts
organization. In February 2013, the Honorable Mayor Elizabeth Tisdahl presented these awards to
Penny Rotheiser and RHINO Poetry Forum. The Arts & Business Committee of the Evanston Arts
Council presented its Arts Leadership Award to Autobarn in recognition of the company’s support for
Evanston arts and cultural programs.
 Arts camps were held during the summer, winter, and spring school breaks and on School District
#65 school improvement days.
 Significant increase in demand for Arts Birthday Parties and other specialty Arts Camp programs
 New roller skating parties, Lego classes, a Lego engineering camp and a high school flag football
league were offered in 2013.
 The Evanston Environmental Association (EEA) and City staff developed a document “The Evanston
Ecology Center: A Roadmap to Financial Self-Reliance” which outlines a plan for programmatic and
financial operation of the Ecology Center.
 The EEA, City staff and Northwestern University students worked to bring the Tiny House (built by NU
students) to the Ecology Center as a permanent exhibit to educate residents on sustainable
initiatives.
 The EEA and City staff successfully doubled revenue of the Second Green Ball, a fundraiser to
support the programs of the Ecology Center.
 On Saturdays, during the months of November – April, the Ecology Center was utilized as a
successful winter Farmer’s Market site.
 Staff conducted student recruitment through key staff members at the Youth Job Center, Family
Focus, Y.O.U, and McGaw YMCA.
 Staff held seven employment outreach sessions at Evanston Library (5 sessions), Chandler-
Newberger Center, Robert Crown Community Center, Ecology Center, Levy Senior Center, and
Fleetwood-Jourdain Community Center.
 Youth and Young Adult Program Staff conducted outreach sessions at all Evanston Middle Schools
and Evanston Township High School.
 Youth and Young Adult Program Staff visited two area alternative high schools.
 The Mayor’s 2013 Super Summer Initiative consisted of new activities for youth and young adults.
Several agencies partnered with the Evanston Recreation Division in order to provide more programs.
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City of Evanston
Parks, Recreation and Community Services Department
Free programs included open mic nights, youth entertainment at festivals, concerts and movie nights,
open gym, open lounge, volleyball, beach volleyball, roller skating, swimming, tennis, and ice-skating.
 Special Recreation Division staff worked with Northwestern University’s Community Outreach Staff
and the Northwestern University Women’s Basketball Team to provide half-time entertainment on
Northwestern’s Autism Awareness Day by having the Evanston Special Olympics Basketball Team
play a half-time game against the North Shore All Stars.
 Staff was successful at implementing an on line registration process for the 2013 summer camp
registration.
 The mobile produce program provided food for approximately 300 individuals/families each month at
the Robert Crown Center.
 Robert Crown Center staff successfully implemented the Gateway for Opportunity Program, which
enabled employees working in the Afterschool Programs at the center, an opportunity to earn certified
training, educational assistance and scholarships for higher education.
 Staff will continue implementation of a plan to promote and increase online program registrations in
2014.
2014 Department Initiatives
Recreation, Ecology, Cultural Arts and Community Services Division:
 The “Age Friendly Evanston” will be underway in 2014. This project follows the World Health
Organization (WHO)’s “Age-Friendly Cities” model to provide a system to educate, encourage,
promote, and recognize improvements that will make Evanston more user-friendly not only for senior
residents but for residents of all ages. This project entails building a task force of residents,
collaborating with Northwestern University’s Buehler Center on Aging to conduct a baseline
assessment of the age-friendliness of Evanston and developing a three-year city wide action plan for
ongoing improvement of “age-friendliness. This is a five year process.
 An assessment of boards, committees and commission related to the Senior Services division will be
conducted in 2014 to evaluate efficiencies, performance, compliance, accountability, and ultimately,
setting direction for each. This will ensure members understand their duties and the needs of the
community are being met.
 Collect at least 300 surveys from residents 60 years and older assessing age friendliness no later
than March 2014
 Conduct at least 5 focus groups of older adults of different ages, income levels, and abilities;
caregivers; and volunteers, businesses, and city services assessing age friendliness no later than
March 2014
 Recreation Board, Commission on Aging and Levy Center Advisory Board will conduct self-
assessments no later than September 2014
 Produce an updated Levy Center office procedures manual by December 2014
 Recreate the Handyman Program by June, 2014
 Provide quarterly program offering various presentations and sample congregate meals as outreach
to the community in order to make more “lower to middle income” seniors aware of services provided
throughout the Evanston community no later than November 2014
 Develop senior health and wellness program with initial and follow up health screenings and fitness
evaluations no later than October 2014
 Offer Health and Wellness programming to seniors attending the Wednesday nutrition program at
Fleetwood-Jourdain Center by February 2014.
 Increase participation in the COE - Pops Basketball program by offering additional clinics, a
homework assistance program, outings to local college games and developing a mentorship program
between coaches and players.
 Increase participation in the Mason Park Drop in Center by expanding the program to include fifth
graders.
 Increase participation in the Summer Young Adult Basketball League by offering a mini league in the
spring 2014.
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City of Evanston
Parks, Recreation and Community Services Department
 Increase intergenerational program offerings to include Primm Towers and Noyes Court residents,
similar to what is currently being offered to residents living in the Jacob Blake Manor
 Develop a comprehensive nutrition program between Jacob Blake and Fleetwood - Jourdain Tomato
Factory, which will include a fitness component.
 Continue collaboration with Teen Drama groups from Second Baptist and Beth Emmet for the
dramatization of San Kofi
 Seek to enhance revenue opportunities at the summer festivals through expanded sponsor
relationships by June 2014.
 Provide an opportunity for submission of online artist/vendor applications for the Evanston Ethnic Arts
Festival
 Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10
Arts and Business committee meetings by December 2014
 Present a Backstage Evanston performing arts preview event highlighting local performing arts
groups
 Continue to present quarterly Cultural Connections Lunches to offer networking opportunities among
the arts community and the public
 Expand the functionality of the evanstonartsbuzz.com web site to provide more interactivity
 Seek restored support for the Community Public Art Program
 Seek to expand pool of available grant funds for the Cultural Fund Grant Program
 Further expand the Arts Camp offerings beyond summer and school break periods to offer increased
on-demand programs by June 2014
 Develop a Young Women’s Open Gym basketball program for ages 18 to 29 at Robert Crown Center
by spring, 2014.
 Staff will partner with Fleetwood-Jourdain, Edible Acres and SAGE in order to create a new gardening
program for youth by March 2014. The program will be designed to teach gardening techniques,
nutritional values, and life skills.
 By fall 2014 develop programs to utilize the Tiny House
 By spring of 2014 establish a pollinator garden to raise awareness of the threats of pollinators and
solutions for residents
 By fall 2014 create environmental stewardship events for lighthouse landing and the Arboretum
 By spring 2014, revise current and develop new Ecology birthday party programs
 Youth Program and Young Adult Staff will hold two city-wide job fairs with the Youth Job Center by
May 2014
 Youth Program and Young Adult Staff will conduct employment outreach at all area schools,
alternative schools, libraries, community centers, and local community based organizations by June
2014
 Youth and Young Adult Staff will establish a job fair steering committee by January 2014
 Youth and Young Adult staff will market and recruit prospective participants for the 2014 Certificate of
Rehabilitation and Sealing of Criminal Records Program by March 2014
 Youth and Young Adult staff will market and recruit prospective participants for the 2014 Building
Sustainable Career Pathways to Employment Program
 Youth and Young Adult Program staff will coordinate with the Economic Development Division to
market and recruit prospective businesses to employ Evanston youth and young adults ages 14-18
for the 2014 Mayors Summer Youth Employment Program by January 2014
 Youth and Young Adult Outreach Workers will target 20 high risk young adults at Evanston Township
High School and develop and support an anti-violence club by January 2014
 Chandler-Newberger center will offer a “polar express” program whereby young children will ride train
to the center, meet Santa, and enjoy refreshments and other special activities by December 2014
 Collaborate with Y.O.U. and McGaw YMCA to offer free outreach golf lessons for youth by June 2014
 Assist Evanston-Wilmette Community Golf Course in attracting Opportunity youth to participate in golf
play, lessons and activities at the golf course by August 2014
 A Family Snow Day will be conducted in Chandler Park and community golf course by February
2014. Activities will include snowman and snow fort building contests. Sledding at Leahy Park and
other fun snow activities will be conducted. Hot chocolate and refreshments will be provided in
Chandler-Newberger Center.
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City of Evanston
Parks, Recreation and Community Services Department
 Offer a free “City Truck Expo” for youth by November 2014. City trucks will be on hand for half a day
on a weekend. Children would be allowed to explore trucks under supervision and city staff would be
on hand to explain purpose and features of the equipment.
 Develop a new department-wide e-newsletter. Newsletter would be sent out on a bi-monthly basis
beginning January 2014
 Offer a new variety day camp for youth ages 7-11 by June 2014
 Offer a new (winter only) Geo-Cache program on Evanston-Wilmette Community Golf Course by
December 2014
 Special Recreation Division staff will collaborate with Northwestern University Special Olympics and
the Northwestern Swim Team to utilize the pool in the Sports Pavilion to host a Special Olympics
swim meet.
 As part of the overall roller skating program, staff will implement a roller skating lessons program for
youth, teens, and young adults by June 2014.
 Expand the pre-fall skating clinics workshops by fall 2014.
 To fully implement the Rec Trac ice/room scheduling program for programs at the Robert Crown
Center by March 2014.
 To develop a marketing plan to increase attendance for teens at public ice skating sessions by May
2014.
 Enhance community participation by offering enrichment programs geared specifically to middle
school students and elementary age children on a periodic, after-school basis (Spanish Class/After
School Art/After School Sports etc.) by October 2014.
 Offer a new mid-week Farmer’s Market in the Downtown area by June 2014.
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
In-house training seminars (registration system,
payroll, cash handling and camp trainings)
28 31 33
Scholarships granted (funds not collected) $156,262 $173,155 $175,500
Beach token sales to Evanston residents 18,500 18,350 18,400
Number of meals served (Summer Food program) 32,720 29,400 30,500
Donations/Grant funding (Recreation, Arts,
Ecology programs )
$318,724 $448,350 $324,450
Public ice skating session participants 7,400 7,800 8,100
Number of vendors at the Farmers’ Market 54 54 64
Number of staff trained and certified in Am. Red
Cross CPR/AED
65 98 80
Total participants in all Special Recreation
programs
811 790 800
Seasonal garden plots rented 258 245 250
Youth participating in Ecology Center programs 5,000 5,300 5,500
Environmental program attendance 6,900 7,000 7,100
Total number of camp program registrations 3,389 3,453 3,525
Number of applicants for Cultural Fund Grants 16 14 18
Number of young adults in Career Pathways
Program
24 24 24
Number of Youth hired for Mayor’s Summer Youth
Employment Program
160 275 500
Types of arts camps offered 15 21 23
Number of picnic permits issued 390 440 450
Number of artist vendors at Lakeshore Arts
Festival
110 143 145
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
3000 PARKS,RECREATION & COMM SERVI.
61010 	REGULAR PAY 	6,435,325 	6,715,274 	6,173,451 	2,949,784
61011 	RECREATION INSTRUCTORS REG PAY 	400,328 	379,352 	385,090 	388,240
61013 	PROGRAM ASSISTANTS 	115,520 	301,789 	273,504 	310,845
61050 	PERMANENT PART-TIME 	896,035 	841,131 	862,970 	850,990
61055 	TEMPORARY EMPLOYEES 	134,746
61060 	OVERTIME-CHGBK 	1,635,805 	1,510,745 	1,570,982 	1,449,190
61062 	SPECIAL EVENT SALARIES 	7,328 	8,900 	10,200 	8,900
61110 	OVERTIME PAY 	164,931 	122,107 	121,297 	48,807
61111 	HIREBACK OT 	358
61114 	SNOW OT 	1,333
61210 	LONGEVITY 	107,443 	108,769 	110,385 	46,016
61410 	SHIFT DIFFERENTIAL 	6,868 	2,022 	2,022
61415 	TERMINATION PAYOUTS 	35,872
61420 	ANNUAL SICK LEAVE PAYOUT 	41,641
61430 	OTHER PAYOUTS 	83,148
61510 	HEALTH INSURANCE 	1,190,078 	1,334,045 	1,334,044 	599,223
61615 	LIFE INSURANCE 	3,107 	3,041 	3,039 	1,583
61625 	AUTO ALLOWANCE 	17,340 	16,980 	16,980 	13,980
61626 	CELL PHONE ALLOWANCE 	2,496 	1,080 	3,692 	5,472
61630 	SHOE ALLOWANCE 	12,693 	13,175 	13,700 	5,425
61635 	UNIFORM ALLOWANCE 	2
61655 	EMPLOYEE LOANS - INTEREST EXPE 	631
61710 	IMRF 	744,111 	829,093 	826,009 	391,650
61725 	SOCIAL SECURITY 	601,754 	611,946 	611,802 	374,818
61730 	MEDICARE 	142,205 	143,116 	143,135 	87,658
62185 	OTHER CONSULTING SERVICES 	300 	375 	225 	375
62195 	LANDSCAPE MAINTEANCE SERVICES 	81,956 	120,000 	60,000
62199 	PARK MNTNCE & FURNITURE RPLCMN 	28,771 	25,000 	15,000
62205 	ADVERTISING 	25,016 	31,266 	26,537 	32,266
62210 	PRINTING 	87,605 	98,426 	92,649 	99,426
62215 	PHOTOGRAPHERS/BLUEPRINTS 	600 	600 	600 	600
62225 	BLDG MAINTENANCE SERVICES 	98,212 	104,682 	71,714 	3,166
62235 	OFFICE EQUIPMENT MAINT 	1,451 	4,149 	3,400 	4,149
62245 	OTHER EQMT MAINTENANCE 	77,149 	61,517 	55,518 	31,699
62251 	CROWN CENTER SYSTEMS REPAIR 	23,510 	20,000 	19,200 	20,000
62275 	POSTAGE CHARGEBACKS 	14,869 	17,647 	19,429 	15,697
62280 	OVERNIGHT MAIL CHARGES 	43
62295 	TRAINING AND TRAVEL 	20,506 	27,010 	30,509 	29,710
62305 	RENTAL OF AUTO-FLEET MAINTEN. 	580,589 	592,402 	592,398 	99,226
62309 	RENTAL OF AUTO REPLACEMENT 	318,578 	318,578 	318,578 	64,080
62315 	POSTAGE 	21,088 	24,700 	24,283 	24,700
62335 	DATA PROCESSING SERVIC 	2,000 	2,000
62360 	MEMBERSHIP DUES 	9,939 	14,886 	13,134 	11,686
62365 	RECEPTION/ENTERTAINMEN 	100 	708 	708 	708
62375 	RENTALS 	11,137 	13,010 	17,400 	10,200
62376 	2603 SHERIDAN RENTALS EXPENSE 	896 	2,000 	6,000
62380 	COPY MACHINE CHARGES 	25,608 	17,620 	18,909 	17,620
62385 	TREE SERVICES 	23,041 	26,000 	15,000
62415 	DEBRIS/REMOVAL CONTRACTUAL COS 	609 	6,900 	3,000 	900
62425 	ELEVATOR CONTRACT COSTS 	3,810 	2,660 	3,310 	2,660
62490 	OTHER PROGRAM COSTS 	227,231 	175,192 	173,245 	202,792
62495 	LICENSED PEST CONTROL SERVICES 	4,362 	4,758 	4,625 	4,758
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
62496 	DED INOCULATION 	41,036 	46,000 	46,000
62497 	INOCULATION FUND.-ANNUAL AMORT 	200,000 	200,000 	200,000
62500 	TECHNICAL INFORMATION SERVICES 	8,250 	16,800 	15,159 	16,800
62505 	INSTRUCTOR SERVICES 	246,747 	259,450 	239,920 	263,700
62506 	WORK-STUDY 	8,137 	21,066 	21,066 	21,066
62507 	FIELD TRIPS 	134,640 	133,546 	131,014 	131,546
62508 	SPORTS OFFICIALS 	23,746 	27,164 	24,503 	27,164
62509 	SERVICE AGREEMENTS / CONTRACTS 	8,834 	89,323 	64,912 	20,078
62510 	EDUCATOR SERVICES 	525 	525 	525
62511 	ENTERTAIN/ PERFORMER SVCS 	78,032 	84,750 	93,975 	80,550
62513 	COMMUNITY PICNIC-SP EVENTS 	23,372 	8,000 	8,000 	8,000
62515 	RENTAL SERVICES 	30,303 	26,980 	25,609 	26,980
62518 	SECURITY/ALARM CONTRACTS 	10,399 	14,657 	13,559 	14,657
62560 	TELEPHONE TELEGR CHBK 	84 	84
62605 	OTHER CHARGES 	90
62665 	CONTRIB TO OTHER AGENCIES 	10,000 	10,400 	11,700 	11,500
62695 	COUPON PMTS-CAB SUBSIDY 	181,656 	165,000 	165,000 	165,000
62705 	BANK SERVICE CHARGES 	105,531 	100,000 	100,000 	75,000
64005 	ELECTRICITY 	309,919 	414,174 	373,555 	392,974
64015 	NATURAL GAS 	95,939 	176,659 	147,128 	128,659
64530 	TELECOMMUNICATIONS - HANDHELD 	83 	83
64540 	TELECOMMUNICATIONS - WIRELESS 	28,285 	29,815 	36,015 	10,655
65005 	AGRI/BOTANICAL SUPPLIES 	125,388 	92,350 	90,341 	550
65010 	BOOKS, PUBLICATIONS & MAPS 	848 	1,616 	1,500 	1,316
65015 	CHEMICALS 	11,591 	12,500 	7,500
65020 	CLOTHING 	18,048 	26,475 	23,270 	24,475
65025 	FOOD 	184,886 	186,821 	192,302 	199,400
65040 	JANITORIAL SUPPLIES 	54,546 	46,065 	51,365 	39,065
65045 	LICENSING/REGULATORY SUPP 	11,144 	9,700 	9,200 	9,700
65050 	BLDG MAINTENANCE MATERIAL 	224,298 	145,580 	185,681 	46,930
65055 	MATER. TO MAINT. IMP. 	31,679 	25,163 	31,770 	4,582
65060 	MATER. TO MAINT. AUTOS 	1,624
65070 	OFFICE/OTHER EQT MTN MATL 	29,809 	26,165 	26,615 	14,165
65075 	MEDICAL & LAB SUPPLIES 	1,259 	1,866 	1,533 	1,666
65080 	MERCHANDISE FOR RESALE 	8,048 	12,900 	12,900 	12,900
65085 	MINOR EQUIPMENT & TOOLS 	23,709 	19,350 	19,124 	2,800
65090 	SAFETY EQUIPMENT 	8,336 	10,199 	14,350 	3,200
65095 	OFFICE SUPPLIES 	19,911 	32,231 	30,232 	29,687
65105 	PHOTO/ DRAFTING SUPPLIES 	202 	400 	400 	200
65110 	RECREATION SUPPLIES 	303,833 	251,826 	236,402 	251,326
65125 	OTHER COMMODITIES 	17,669 	19,350 	18,850 	19,350
65510 	BUILDINGS 	9
65550 	AUTOMOTIVE EQUIPMENT 	38,000 	39,100 	39,100
65625 	FURNITURE, FIXTURE & EQUIPMENT 	11,145 	11,498 	6,000
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	198,309 	204,301 	204,193 	96,796
66030 	OTHER INSURANCE CHARGEBACKS 	283,289 	283,289 	283,289 	121,153
3000 PARKS,RECREATION & COMM SERVI. 	17,620,573 	17,937,873 	17,253,230 	10,483,281
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PART IV
OTHER FUNDS BUDGET
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Youth Services
Full-Time and Part-Time Regular 	4.68
Full-Time Regular 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	3.45
Part-Time Regular 	1.75
4805 Total 	11.88
Adult Services
Full-Time and Part-Time Regular 	6.37
Full-Time Regular 	1.00
Part-Time Regular 	2.68
Part-Time Regular 	Library Clerk 	2.48
Full-Time Regular 	Administrative Librarian 	1.00
Full-Time Regular 	Virtual Services Librarian 	1.00
4806 Total 	14.53
Circulation
Full-Time Regular 	1.00
Part-Time Regular 	Clerk III 	1.00
Full-Time and Part-Time Regular 	Library Aide II 	1.53
Part-Time Regular 	Library Clerk 	5.73
Part-Time Regular 	Shelver 	4.05
4820 Total 	13.31
Neighborhood Services
Full-Time Regular 	1.00
Part-Time Regular 	0.24
Part-Time Regular 	3.19
Part-Time Regular 	1.06
4825 Total 	5.49
Technical Services
Full-Time Regular 	0.67
Full-Time Regular 	1.00
Full-Time Regular 	Library Assistant 	2.00
Part-Time Regular 	2.08
4835 Total 	5.75
Maintenance
Full-Time Regular 	2.00
Full-Time Regular 	Facilities Management Supervisor 	1.00
Part-Time Regular 	0.63
Part-Time Regular 	Security Monitor 	1.68
4840 Total 	5.31
Administration
Full-Time Regular 	0.80
Full-Time Regular 	Clerk III 	1.00
Full-Time Regular 	Director, Library 	1.00
Full-Time Regular 	Administrative Services Manager 	1.00
Full-Time Regular 	Development Manager 	1.00
Full-Time Regular 	1.00
Part-Time Regular 	Administrative Assistant 	1.06
4845 Total 	6.86
63.13	Library Fund Total
Librarian II
Branch Assistant
Library Clerk
Librarian I
Librarian III
Community Engagement Librarian
Library Assistant
Position Description
Librarian I
Circulation Supervisor
Librarian II
Library Clerk
Library Assistant
Supervising Librarian
City of Evanston
Library Fund (Fund #185)
Custodian I
Supervising Librarian
Bookkeeper
Library Assistant
Shelver
Librarian I
Custodian II
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City of Evanston
Library Fund (Fund #185)
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Property Taxes 	4,098,606 	4,253,214 	4,253,214 	5,032,097
Library Fines & Fees 	154,036 	185,000 	159,000 	164,000
Library Material Replacement 	12,495 	12,500 	13,600 	14,000
Copy Machine Charges 	20,131 	20,000 	20,500 	21,200
Meeting Room Fees 	8,986 	10,000 	10,100 	10,400
Non-resident Cards 	989 	1,690 	1,040 	1,040
North Branch Rental Income 	58,606 	59,660 	59,660 	60,000
State Per Capita Grant 	76,385 	76,300 	76,300 	94,177
Personal Property Replacement Tax 	50,200 	50,200 	50,200 	50,200
Video Rentals 	25,017 	- 	- 	-
Transfer from General Fund 	1,214,668 	- 	-
Book Sales 	60,000 	120,000 	65,000
Fund for Excellence 	- 	245,000 	216,000 	125,000
Grants and Donations 	- 	116,545
Miscellaneous 	78,345 	- 	-
Transfer from Endowment Income 	- 	131,250 	131,250 	159,315
Total Revenues 	5,798,464 	5,104,814 	5,110,864 	5,912,974
Expenditures
Youth Services 	839,808 	891,720 	889,938 	1,030,009
Adult Services 	1,561,163 	1,535,224 	1,577,616 	1,514,037
Circulation 	620,389 	612,892 	629,254 	573,258
Neighborhood Services 	196,551 	360,757 	318,349 	456,528
Technical Services 	485,545 	503,433 	426,650 	538,879
Maintenance 	484,127 	507,517 	552,745 	660,703
Administration 	509,785 	669,377 	608,777 	1,103,015
Library Grants 	- 	- 	- 	36,545
Total Expenditures 	4,697,368 	5,080,920 	5,003,329 	5,912,974
Net Surplus (Deficit) 	1,101,096 	23,894 	107,535 	-
Beginning Fund Balance 	- 	1,101,096 	1,208,631
Ending Fund Balance 	1,101,096 	1,208,631 	1,208,631
Notes for Financial Summary
Description of Major Activities
The Evanston Public Library promotes the development of independent, self-confident, and literate citizens
through the provision of open access to cultural, intellectual, and informational resources for all ages.
• The Library Fund was created as part of the FY 2012 Budget.
• The FY 2013 budget includes revenue from the Fund for Excellence, the Library book sales, and a
transfer from endowment income.
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City of Evanston
Library Fund (Fund #185)
2012 	2013 	2014
Actual 	Projected 	Projected
998/26,063 	1,030/27,000 	1,050/27,540
3,498 	5,081 	5,183
301/4,135 	310/4,300 	316/4,386
753/6,696 	776/6,900 	792/7,038
262,199 	270,065 	275,466
84,553 	85,000 	85,000
990,345 	1,020,055 	1,040,456
992,357 	1,022,000 	1,042,440
5,328 	5,500 	5,610
758 	781 	797
Performance Report on FY 2013 Major Program Objectives
• Implementation of a comprehensive strategic plan to deliver innovative and effective services
• Partnering with Northwestern University and YOU to implement a digitally-based science, technology,
and math learning opportunities for teens
• Partnered with Foundation 65 to expand an intensive summer reading program for 2nd graders
• Working with the City Manager and City Council on the transition to a new governance model
• Continued year-long “Mission Impossible” discussion groups for significant, difficult works of literature
• Partnered with Youth Job Center on "ABC Boosters" program providing teen reading mentors for
children
• Sought new opportunities to partner with Northwestern University
• Expanded summer reading programs to serve patrons of all ages
• Expanded Community Outreach: Promoted library services at arts festivals, school fairs, Farmers’
Market; added book deposits at City community centers and train stations; expanded Kindergarten LEAP
(Literacy Education At Play) in District 65 with grant funds
• Created new partnerships to serve immigrants with a concentration on service to the Latino Community
Ongoing Activity Measures
Library donors
FY 2014 Department Initiatives
• Complete the implementation of the work plan to meet the goals and objectives of the Strategic Plan
• Make necessary investments in diverse and balanced collections – both virtual and physical
• Further develop partnerships with schools, community organizations, business and City recreation
centers to deliver services throughout Evanston
• Expand the summer reading program and expand print, in-person, and virtual readers’ advisory services
to children, teens, and adults throughout Evanston in order to foster a love of reading and learning
• Develop significant new revenue sources through grants and fundraising.
• Administer user satisfaction surveys to assess customer service satisfaction
• Continuously improve the delivery of courteous and professional library services to all patrons through
staff training and performance evaluations
• Continue to participate in EDGE initiative - a national program to evaluate and benchmark the efforts of
the public library's role as a public computing and technology center
• Working with the City of Evanston, expand outreach to the business community and services to small
businesses and entrepreneurs. Market expansion of classes and training/consultation opportunities for
job seekers and the business community
Children’s Programs & Attendance
Participants in the Summer Reading Program
Adult Programs & Attendance
Public meeting rooms bookings
Teen Programs & Attendance
Patrons using Internet in-house
Items checked out
Library visitors
Reference and directional questions answered
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
4800 LIBRARY FUND
61010 REGULAR PAY 1,578,300 1,698,099 1,607,549 1,776,019
61012 LIBRARY SUBSTITUTES 11,037 76,236 56,141 50,212
61050 PERMANENT PART-TIME 1,155,757 1,114,375 1,173,966 1,395,686
61110 OVERTIME PAY 9,312 8,700 8,893 9,300
61210 LONGEVITY 39,276 39,978 42,300 27,004
61410 SHIFT DIFFERENTIAL 1,580
61415 TERMINATION PAYOUTS 21,264
61420 ANNUAL SICK LEAVE PAYOUT 13,013
61430 OTHER PAYOUTS 10,057
61510 HEALTH INSURANCE 308,468 318,122 318,121 365,412
61615 LIFE INSURANCE 452 560 560 653
61625 AUTO ALLOWANCE 3,628 4,800 5,200 7,200
61626 CELL PHONE ALLOWANCE 907 1,200 1,200 2,400
61630 SHOE ALLOWANCE 465 465 465 465
61710 IMRF 252,071 295,409 291,199 331,336
61725 SOCIAL SECURITY 171,293 179,000 181,684 198,188
61730 MEDICARE 40,060 41,862 43,299 46,349
62185 OTHER CONSULTING SERVICES 10,000 25,000
62210 PRINTING 1,639 1,800 7,000 1,800
62220 BINDING 600
62225 BLDG MAINTENANCE SERVICES 155,556 186,970 201,000 166,214
62235 OFFICE EQUIPMENT MAINT 4,173 7,000 9,000 11,900
62245 OTHER EQMT MAINTENANCE 1,617 900 900 1,117
62275 POSTAGE CHARGEBACKS 1,454 1,300 2,100 1,500
62290 TUITION 20,000
62295 TRAINING AND TRAVEL 4,733 10,000 10,000 20,000
62305 RENTAL OF AUTO-FLEET MAINTEN. 2,381 2,381 2,381 2,381
62309 RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,700 1,700
62315 POSTAGE 3,052 5,000 2,000 5,000
62340 COMPUTER LICENSE & SUPPORT 7,272 8,000 8,000 28,175
62341 INTERNET SOLUTION PROVIDERS 217,248 236,250 233,800 244,200
62360 MEMBERSHIP DUES 475 1,006 1,500 1,430
62375 RENTALS 40,300 40,300 41,500
62380 COPY MACHINE CHARGES 12,268 12,268 12,268 12,268
62506 WORK-STUDY 3,843 4,900 5,000 5,600
64005 ELECTRICITY 5,000
64015 NATURAL GAS 16,070 17,400 26,500 27,000
64540 TELECOMMUNICATIONS - WIRELESS 1,236 1,200 2,000 2,200
65040 JANITORIAL SUPPLIES 9,403 10,000 10,000 10,000
65050 BLDG MAINTENANCE MATERIAL 24,482 19,500 10,000 30,000
65095 OFFICE SUPPLIES 12,452 17,500 17,000 38,550
65100 LIBRARY SUPPLIES 24,442 51,900 49,300 73,723
65125 OTHER COMMODITIES 388 718 500 2,328
65503 FURNITURE/ FIXTURES/ EQUIPMENT 6,000 700
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65555 PERSONAL COMPUTER EQUIPMENT 31,965
65630 LIBRARY BOOKS 400,935 451,700 452,419 435,800
65635 PERIODICALS 19,275 18,900 19,900 18,900
65641 AUDIO VISUAL COLLECTIONS 79,428 77,800 77,600 117,900
66025 TRAN.TO DS FUND- ERI DEBT SERV 69,005 71,986 61,986 74,597
66030 OTHER INSURANCE CHARGEBACKS 5,898 5,898 5,898 40,000
66148 TRSF TO GEN FUND FROM LIBRARY 210,000
68205 CONTINGENCIES - 16,237 2,000 -
4800 LIBRARY FUND 4,697,368 5,080,920 5,003,329 5,912,974
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
Net Property Taxes 	- 	- 	- 	748,178
Interest Income 	- 	- 	- 	1,000
Total Revenue 	- 	- 	- 	749,178
Expenditures
Series 2004 - Principal DSF 	- 	- 	- 	53,430
Series 2004 - Interest DSF 	- 	- 	- 	8,454
Series 2005- Principal DSF 	- 	- 	- 	44,918
Series 2005- Interest DSF 	- 	- 	- 	14,089
Series 2007 - Principal DSF 	- 	- 	- 	200,291
Series 2007 - Interest DSF 	- 	- 	- 	60,496
Series 2008 - Principal DSF 	- 	- 	- 	344,400
Series 2008 - Interest DSF 	- 	- 	- 	22,100
Total Expenditures 	- 	- 	- 	748,178
Net Surplus (Deficit) 	- 	- 	- 	1,000
Beginning Fund Balance 	- 	- 	-
Ending Fund Balance 	- 	- 	1,000
Description of Major Activities
City of Evanston
Library Debt Fund (Fund #186)
The Library Debt Fund was created to repay the outstanding debt obligation associated with the
financing of the Evanston Public Library Main Branch.
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Financial Summary
2013 	2014
2012 	Adopted 	2013 	Adopted
Actual 	Budget 	Estimated 	Budget
Revenues
Grant Amount 	83,648 	- 	- 	-
Total Revenues 	83,648 	- 	- 	-
Expenditures
Program Activities 	83,648 	- 	- 	-
Total Expenses 	83,648 	- 	- 	-
NET SURPLUS (DEFICIT) 	- 	- 	- 	-
Beginning Fund Balance 	- 	- 	-
Ending Fund Balance 	- 	- 	-
Description of Major Activities
The HPRP grant was 100% expended and closed in FY 2012.
City of Evanston
Homelessness Prevention & Rapid Re-Housing Program (Fund #190)
Homelessness Prevention and Rapid Re-Housing Program was created to provide services and direct
assistance to those qualified individuals who either are at risk of becoming homeless or are currently
homeless. Through this program, the City was able to provide assistance in the form of rental and utility
payments, moving costs, security deposits, and hotel/motel vouchers. The City had targeted outreach
through homeless service agents, not-for-profits, the school districts, and the elected officials. This
program helped individuals to regain stability and during the 3-year grant period 150 people in 86
households were provided homeless prevention services and 88 people in 69 households were
provided re-housing services.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
4900 HPRP GRANTS
63156 	CONNECT FOR THE HMLSS-HP SVC 	3,289
63157 	CONNECT FOR THE HMLSS-RH SVC 	3,995
63158 	CONNECT FOR THE HMLSS-DATA 	1,908
63159 	CONNECT FOR THE HMLSS-HP DA 	54,403
63160 	CONNECT FOR THE HMLSS-RH DA 	18,613
63161 	MCGAW YMCA-HP SVC 	1,440
4900 HPRP GRANTS 	83,648
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 	0.25
Part-Time Regular 	0.15
Part-Time Regular 	NSP2 Administration & Compliance Specialist 	0.66
Full-Time Regular 	0.25
1.31
1.31
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Funds Provided
Grant Proceeds 	8,438,092 	4,011,917 	3,884,996 	458,044
Program Income 	- 	- 	- 	-
Total Funds Provided 	8,438,092 	4,011,917 	3,884,996 	458,044
Expenditures
Development Activities 	8,011,012 	3,505,000 	3,505,000 	290,500
Administration 	292,845 	341,622 	247,950 	126,635
Transfer to Debt Service 	3,616 	3,905 	4,046 	4,046
Transfer to Insurance 	15,635 	16,390 	6,863
Transfer to General Fund 	114,984 	145,000 	128,000 	30,000
Total Expenditures 	8,438,092 	4,011,917 	3,884,996 	458,044
NET SURPLUS (DEFICIT) 	- 	- 	- 	-
Beginning Fund Balance 	- 	- 	-
Ending Fund Balance 	- 	- 	-
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Financial Analyst
Position Description
Grants and Compliance Specialist
Housing and Grant Administrator
5005 TOTAL
Neighborhood Stabilization Total
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City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Description of Major Activities
FY 2014 Objectives
1. Complete sales and rental of all scattered site units and Emerson Square
2. Record all final Land Use Restriction Agreements
3. Complete all required rental and ownership compliance work
4. Submit land banking plan to HUD for approval
2012 	2013 	2014
Ongoing Activity Measures 	Actual 	Projected 	Projected
Number of total housing units under site control 	89 	101 	Completed
43 	45 	Completed
0 	32 	Completed
Number of housing units occupied 	33 	87 	Completed
48 	40 	Completed
Number of housing units rehabbed
Number of households completing homebuyer
counseling
Number of housing units constructed
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American Recovery and Reinvestment Act of
2009 to stabilize neighborhoods that have been negatively impacted by high numbers of foreclosed and vacant
homes.
Evanston's NSP2 proposal includes two strategies to stabilize neighborhoods in two census tracts, 8092 and 8102:
1. The acquisition, rehabilitation, and re-occupancy of 100 units of foreclosed or abandoned housing
2. The redevelopment of two blighted parcels of vacant land in West Evanston into new housing consistent with the
West Evanston Master Plan.
All housing units rehabbed or developed with NSP2 funds will be rented or sold to households with incomes at or
below 120% of the area median income (AMI); 25% of total grant funds will be used to benefit households with
incomes at or below 50% AMI as required by HUD. In 2013, the City's application for land banking was approved by
HUD. Four properties will be land banked and their disposition determined within 10 years following grant closeout.
Grant closeout is targeted by year end 2014. Some NSP2 program income will be retained to maintain land banked
properties and for required compliance.
5. Submit required documents for grant closeout following drawdown of all grant funds and approval of land
banking plan.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5005 NEIGHBORHOOD STABILIZATION PROGRAM
61010 REGULAR PAY 121,935 139,996 100,000 40,307
61050 PERMANENT PART-TIME 16,551 73,341 28,000 40,072
61110 OVERTIME PAY 5,719 8,000 2,500 8,000
61210 LONGEVITY 324 409 50
61455 REGULAR SALARIES-CHGBACKS 33,228
61510 HEALTH INSURANCE 15,566 16,322 11,100 6,819
61615 LIFE INSURANCE 69 68 45 44
61630 SHOE ALLOWANCE 33 10
61710 IMRF 14,886 23,985 16,400 8,842
61725 SOCIAL SECURITY 8,702 12,934 8,800 4,874
61730 MEDICARE 2,035 3,025 1,500 1,140
62185 OTHER CONSULTING SERVICES 23,400 32,495 23,400
62205 ADVERTISING 18,429 8,000 8,000 1,000
62210 PRINTING 5,000 5,000
62275 POSTAGE CHARGEBACKS 63 500 300 500
62295 TRAINING & TRAVEL 3,105 5,000 750 2,000
62380 COPY MACHINE CHARGES 1,000 1,000 1,000
62481 ACQUISITION/CLOSING COSTS 29,327
62482 CONSTRUCTION 4,430,827 2,500,000 2,500,000 75,000
62483 DEVELOPER FEES 497,528 500,000 500,000 70,000
62484 DISPOSITION 14,478 5,000 5,000
62486 ACQUISITION COSTS-NSP GRANT 2,277,167
62488 PRE-CONSTRUCTION 110,589 150,000 150,000
62489 SITE MAINTENANCE 170,126 150,000 150,000 50,000
62490 OTHER PROGRAM COSTS 38,976 1,000 500 500
62492 SOFT COSTS 397,496 200,000 200,000 50,000
62504 RESERVES 44,500
62509 SERVICE AGREEMENTS / CONTRACTS 34,080 35,000 35,000 35,000
62516 HOME BUYER ASSISTANCE 28,799
62750 MEDICAL INS CHGBKS (1,200)
62765 PENSION CONTRIB-CHGBKS 5,964
65095 OFFICE SUPPLIES 223 1,000 1,500 500
66025 TRAN.TO DS FUND- ERI DEBT SERV 3,616 3,905 4,046 4,046
66131 TRANSFER TO GENERAL FUND 114,984 145,000 128,000 30,000
5005 NEIGHBORHOOD STABILIZATION PROGRAM 8,438,092 4,011,917 3,884,996 458,044
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Operating Revenue
State Allotment 	1,816,463 	2,125,000 	1,800,000 	1,750,000
Investment Earnings 	1,103 	2,000 	500 	500
Total Revenue 	1,817,566 	2,127,000 	1,800,500 	1,750,500
Operating Expenses
Street Resurfacing (2012) 	1,181,452 	- 	- 	-
Street Resurfacing (2013) 	- 	1,400,000 	1,400,000 	-
Street Resurfacing (2014) 	- 	- 	- 	1,400,000
Transfer to General Fund - Staff Engineering 	132,727 	133,000 	133,000 	133,000
Transfer to General Fund - Street Maintenance 	704,263 	700,000 	700,000 	700,000
Total Expenditures 	2,018,442 	2,233,000 	2,233,000 	2,233,000
Net Surplus (Deficit) 	(200,876) 	(106,000) 	(432,500) 	(482,500)
Beginning Fund Balance 	1,200,244 	999,368 	566,868
Ending Fund Balance 	999,368 	566,868 	84,368
Performance Report on FY2013 Major Program Objectives
STREET 	FROM 	TO
Greenleaf Street 	Chicago Avenue 	Hinman Avenue
Lee Street 	Michigan Avenue 	Sheridan Road
Forest Avenue 	Keeney Street 	Kedzie Street
Lake Steet 	Elmwood Avenue 	Sherman Avenue
Sherman Avenue 	Greenwood Street 	Lake Street
Oak Avenue 	Greenleaf Street 	Crain Street
Elinor Place 	Ashland Avenue 	Wesley Avenue
McDaniel Avenue 	Church Street 	Lyons Street
Princeton Avenue 	Central Street 	Dead End North
Forestview Road 	Grant Street 	Colfax Street
Washington Street 	Ridge Avenue 	Chicago Avenue
Washington Street 	Dewey Avenue 	Asbury Avenue
FY 2014 Department Initiatives
STREET 	FROM 	TO
Dartmouth Place 	Orrington Ave. 	Sheridan Rd.
Clark Street 	Ridge Ave. 	Oak Ave.
Fowler Avenue 	Greenleaf St. 	Dempster St.
Grey Avenue 	Cleveland St. 	Washington St.
Oak Avenue 	Church St. 	Clark St.
Forest Avenue 	South Blvd. 	Keeney St.
Sherman Avenue 	Madison St. 	Main St.
Wesley Avenue 	Greenleaf St. 	Crain St.
Darrow Avenue 	Foster St. 	Simpson St.
Hamlin Street 	Maple Ave. 	Sherman Ave.
Wade Street 	West End 	Leland Ave.
Colfax Street 	Marcy Ave. 	Central Park
Hartrey Avenue 	Grant St. 	Lincoln Ave.
Ingleside Place 	Sheridan Rd. 	East End
Darrow Avenue 	Mulford St. 	Kirk St.
Dobson Street 	Grey Ave. 	Dodge Ave.
Florence Avenue 	Kirk St. 	North End
The following street resurfacing projects are scheduled for the MFT Fund in 2014:
Motor Fuel Tax Funds were used to used to resurface the following streets in 2013:
City of Evanston
Motor Fuel Tax Fund (Fund #200)
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and signal upgrade projects. The funds are
authorized by the Illinois Department of Transportation and are appropriated as part of the City's share of the gasoline tax.
Motor Fuel Tax funds are also used for street cleaning, street sweeping, and snow removal operations.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5100 MOTOR FUEL TAX
62720 	TRNF TO GF - STREET MAINT 	836,990
65515 	OTHER IMPROVEMENTS 	1,181,452 	1,400,000 	1,400,000 	1,400,000
66131 	TRANSFER TO GENERAL FUND 	833,000 	833,000 	833,000
5100 MOTOR FUEL TAX 	2,018,442 	2,233,000 	2,233,000 	2,233,000
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Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 	2.00
Full-Time Regular 	1.00
Full-Time Regular 	2.00
5150 Total
5.00
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue
Landline Surcharge Revenue 	564,483 	617,400 	540,000 	529,200
Wireless Surcharge Revenue 	440,606 	416,160 	420,000 	428,400
Interest 	679 	1,000 	1,000 	1,000
Total Revenue 	1,005,768 	1,034,560 	961,000 	958,600
Expenditures
Operating Expense 	820,289 	891,122 	813,380 	935,767
Transfer to General Fund 	125,950 	125,950 	125,950 	125,950
Transfer to Insurance Fund 	95,095 	98,993 	92,179 	88,858
Transfer to Debt Service 	10,385 	11,215 	11,215 	11,622
Capital Improvements 	- 	120,000 	40,200 	250,000
Total Expenditures 	1,051,719 	1,247,280 	1,082,924 	1,412,197
Net Surplus (Deficit) 	(45,951) 	(212,720) 	(121,924) 	(453,597)
Beginning Fund Balance 	1,310,758 	1,264,807 	1,142,883
Ending Fund Balance 	1,264,807 	1,142,883 	689,286
Description of Major Activities
In accordance with Illinois Public Act 85-978, in December of 1990 the City of Evanston enacted Ordinance
133-O-90 by referendum. The purpose of the Ordinance was to establish an Enhanced 9-1-1 system. Per
the legislature, an Emergency Telephone Systems Board (ETSB) was established. The stated function of
the ETSB is to design and implement an Enhanced 9-1-1 system for the City of Evanston and monitor the
system once in place.
City of Evanston
Emergency Telephone System Fund Summary (Fund #205)
Position Description
Emergency Telephone System Fund Total
Assistant Communications Coordinator
Communications Coordinator
Telecommunicator
5.00
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 	382,445 	391,764 	379,000 	387,875
61062 SPECIAL EVENT SALARIES 	2,576 	5,000 	4,000 	4,000
61110 OVERTIME PAY 	2,289 	3,000 	2,000 	2,000
61111 HIREBACK OT 	1,452
61112 SPECIAL DETAIL OT 	1,923
61210 LONGEVITY 	6,067 	8,816 	6,200 	9,174
61420 ANNUAL SICK LEAVE PAYOUT 	3,775 	4,500 	1,700 	4,500
61425 ANNUAL HOLIDAY PAYOUT 	3,000 	1,000 	3,000
61510 HEALTH INSURANCE 	77,419 	81,314 	74,500 	71,237
61615 LIFE INSURANCE 	228 	231 	231 	173
61635 UNIFORM ALLOWANCE 	1,700 	1,350 	1,700 	1,700
61710 IMRF 	40,181 	45,386 	37,600 	43,675
61725 SOCIAL SECURITY 	23,555 	24,400 	22,500 	24,154
61730 MEDICARE 	5,509 	5,706 	4,200 	5,649
62225 BLDG MAINTENANCE SERVICES 	3,260 	5,000 	3,500 	3,500
62295 TRAINING & TRAVEL 	4,954 	7,500 	4,000 	7,500
62360 MEMBERSHIP DUES 	601 	900 	700 	900
62509 SERVICE AGREEMENTS / CONTRACTS 	155,407 	216,000 	194,100 	222,340
64505 TELECOMMUNICATIONS ‐ CARRIER L 	78,886 	86,000 	76,000 	86,000
64540 TELECOMMUNICATIONS ‐ WIRELESS 	52,242 	53,100 	52,300 	53,100
65020 CLOTHING 	1,200 	1,200 	1,200
65035 PETROLEUM PRODUCTS 	20 	800 	600 	800
65085 MINOR EQUIPMENT & TOOLS 	12,444 	19,200 	15,600 	19,200
65095 OFFICE SUPPLIES 	678 	1,500 	1,000 	1,500
65515 OTHER IMPROVEMENTS 	90
65620 OFFICE MACH. & EQUIP. 	2,000 	1,480 	2,000
65625 FURNITURE, FIXTURE & EQUIPMENT 	40,235 	120,000 	40,200 	297,000
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 	10,385 	11,215 	11,215 	11,622
66130 TRANSFER TO INSURANCE FUND 	17,448 	17,448 	17,448 	17,448
66131 TRANSFER TO GENERAL FUND 	125,950 	125,950 	125,950 	125,950
68205 CONTINGENCIES 	‐ 	5,000 	3,000 	5,000
5150 EMERGENCY TELEPHONE SYSTEM 	1,051,719 	1,247,280 	1,082,924 	1,412,197
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Property Tax Revenue 	342,021 	370,000 	370,000 	370,000
Investment Income 	7 	- 	- 	-
Total Revenues 	342,028 	370,000 	370,000 	370,000
Expenditures
Professional Fees (Downtown Evanston) 	398,000 	370,000 	370,000 	370,000
Total Expenditures 	398,000 	370,000 	370,000 	370,000
Net Surplus (Deficit) 	(55,972) 	- 	- 	-
Beginning Fund Balance 	(61,031) 	(117,003) 	(117,003)
Ending Fund Balance 	(117,003) 	(117,003) 	(117,003)
Description of Major Activities
City of Evanston
Special Service Area #4 (Fund #210)
Special Service Area 4 (SSA4) was established to provide certain public services to supplement
services currently or customarily provided by the City to the Territory, assist the promotion and
advertisement of the Territory in order to attract businesses and consumers to the Territory, and
provide any other public services to the Territory which the City may deem appropriate from time to
time. 	Special services as they apply to SSA4 include maintenance of public improvements,
including 	landscaping, 	together 	with 	any 	such 	other 	further 	services 	necessary 	to 	the
accomplishment of the improvement. SSA4 is managed by Downtown Evanston (formerly EvMark),
an Illinois not-for-profit corporation.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5160 SPECIAL SERVICE DIST #4
62517 	SPECIAL SERVICE AREA AGREEMENT 	398,000 	370,000 	370,000 	370,000
5160 SPECIAL SERVICE DIST #4 	398,000 	370,000 	370,000 	370,000
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Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 	0.75
Part-Time Regular 	0.35
Full-Time Regular 	0.75
Full-Time Regular 	0.75
2.60
2.60
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Funds Provided
Annual Entitlement 	1,503,612 	1,540,000 	1,668,544 	1,500,000
Prior year entitlement draw-down 	- 	115,800
Funds reallocated from prior years 	17,793 	33,100 	33,100 	52,288
Program Income 	- 	352,000 	210,000 	70,000
Total Funds Provided 	1,521,405 	1,925,100 	1,911,644 	1,738,088
Expenditures
CDBG Administration/Planning 	- 	195,522 	171,004 	300,000
Development Activities 	1,928,694 	612,500 	604,495 	456,288
Capital Projects 	- 	494,800 	422,544 	410,800
Transfers to General Fund 	2,711 	781,278 	585,700 	571,000
Total Expenditures 	1,931,405 	2,084,100 	1,783,743 	1,738,088
NET SURPLUS (DEFICIT) 	(410,000) 	(159,000) 	127,901 	-
Beginning Fund Balance 	422,799 	12,799 	140,700
Ending Fund Balance 	12,799 	140,700 	140,700
City of Evanston
Community Development Block Grant (Fund #215)
Position Description
Community Development Block Grant Fund Total
Housing and Grant Administrator
2014 budget and allocations are estimates based on prior year and will be updated following receipt of
the City's 2014 CDBG grant. The City's 2013 CDBG grant was larger than estimated and accounts for the
change between budget and estimated actual.
Housing Planner
Financial Analyst
5220 Total
Grant and Compliance Specialist
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City of Evanston
Community Development Block Grant (Fund #215)
2014 Department Initiatives
8. Continue to expand publicity about the CDBG program and seek input from low- and moderate-
income residents, including those for whom English is a second language, as part of the public
involvement plan.
3. Continue to provide technical assistance to CDBG sub-recipients, particularly relating to reporting
and financial management shortcomings identified by monitoring visits.
4. Provide staff support to the Housing & Community Development Act Committee (14 meetings a
year). Expand staff input to the Committee on the effectiveness of CDBG sub-recipients in
achieving City goals as outlined in the Consolidated Plan.
5. Monitor and assess all new and ongoing CDBG-funded activities for compliance with program plans
and contractual obligations, including Davis-Bacon prevailing wage requirements.
Planning & Zoning staff continued the implementation of two Neighborhood Revitalization Strategy Area
plans, part of the 2010-2014 Consolidated Plan, that focus resources on neighborhoods in west and
south Evanston that have been hardest hit by foreclosures and unemployment.
6. Work with other funding sources, including the City's Mental Health Board, the Evanston
Community Foundation, and the United Way to improve efficiencies for organizations applying for
funds from multiple sources, as well as effectiveness of outcome reporting in order to better
assess the impact on a communitywide basis.
7. Continue to seek training opportunities to ensure effective program management that complies with
HUD requirements and addresses the goals of the City's Consolidated Plan.
1. Develop the 2015-2019 Consolidated Plan governing the use of CDBG, HOME and ESG through a
planning process that engages residents and stakeholders, particularly low- and moderate income
persons who are the target of those grant funds, and submit to HUD for approval. Prepare and
submit the 2015 Action Plan for approval.
Thirty-four programs and projects were funded in FY 2013 and four projects/programs funded in prior
years continue to be implemented. Staff submitted the 2012 CAPER (Consolidated Plan Annual
Performance and Evaluation Report) covering Evanston's use of CDBG, HOME and ESG funds, the
Contractor-Subcontractor Reports and Semi-Annual Labor Reports and Section 3 Report to HUD by due
dates.
2. Continue to refine measures and assessments for CDBG-funded programs to further improve
outcomes and reporting to HUD, with a focus on activities in the NRSAs.
Performance Report on FY2013 Major Program Objectives
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5170 CDBG
61010 REGULAR PAY 	77,485 	101,522 	73,000 	179,388
61050 PERMANENT PART‐TIME 	40,512 	20,068 	20,068 	14,019
61110 OVERTIME PAY 	12,916 	10,000 	6,000 	10,000
61210 LONGEVITY 	1,303 	1,228 	500 	275
61420 ANNUAL SICK LEAVE PAYOUT 	1,941
61455 REGULAR SALARIES‐CHGBACKS 	3,700
61510 HEALTH INSURANCE 	11,545 	12,536 	12,536 	31,397
61615 LIFE INSURANCE 	231 	50 	50 	124
61630 SHOE ALLOWANCE 	98 	50 	155
61710 IMRF 	13,838 	13,915 	10,000 	21,305
61725 SOCIAL SECURITY 	8,074 	8,129 	6,000 	12,307
61730 MEDICARE 	1,891 	1,900 	1,500 	2,878
62190 HOUSING REHAB SERV‐WEST NRSA 	280
62205 ADVERTISING 	2,547 	1,000 	1,500 	1,000
62210 PRINTING 	34
62250 COMPUTER EQUIPMENT MAINT 	1,375
62275 POSTAGE CHARGEBACKS 	1,169 	1,400 	500 	619
62280 OVERNIGHT MAIL CHARGES 	43
62285 COURIER CHARGES 	17 	300 	400 	300
62295 TRAINING & TRAVEL 	29 	1,000 	300 	3,800
62315 POSTAGE 	34
62380 COPY MACHINE CHARGES 	1,000 	1,500 	1,700 	1,500
62490 OTHER PROGRAM COSTS 	537,095 	612,500 	616,995 	572,038
65095 OFFICE SUPPLIES 	364 	500 	1,100 	500
65510 BUILDINGS 	410,000
65515 OTHER IMPROVEMENTS 	494,800 	422,544 	295,000
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 	2,711 	2,928 	3,350 	3,035
66130 TRANSFER TO INSURANCE FUND 	17,448 	17,448 	19,950 	17,448
66131 TRANSFER TO GENERAL FUND 	754,185 	781,278 	585,700 	571,000
67045 Y.O.U. 	29,638 	‐ 	‐ 	‐
5170 CDBG 	1,931,405 	2,084,100 	1,783,743 	1,738,088
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Funds Provided:
Intergovernmental Revenue 	138,409 	- 	100,000 	50,000
Program Income 	9,000 	1,500 	10,000
Interest Income 	15,450 	- 	50 	100
Total Revenues 	153,859 	9,000 	101,550 	60,100
Expenditures
Program Expenses 	11,126 	20,000 	61,880 	20,000
Total Expenditures 	11,126 	20,000 	61,880 	20,000
NET SURPLUS (DEFICIT) 	142,733 	(11,000) 	39,670 	40,100
Beginning Fund Balance 	2,002,080 	2,144,813 	2,184,483
Ending Fund Balance 	2,144,813 	2,184,483 	2,224,583
Description of Major Activities
City of Evanston
CDBG LOAN (Fund #220)
The CD Loan Fund is a revolving loan fund. Its purpose is to provide residential rehabilitation loans
for income eligible 1- to 3- unit owner occupied residential properties and multi-family rental
properties that are occupied by income eligible households under HUD regulations. In addition, it
funds title transfer loans for income eligible homeowners to demolish unsafe garages and
dangerous trees. Funds may also be used for the Self-Help Paint program, which provides small
grants for paint and supplies for income eligible homeowners to correct code violations and
improve the appearance of their homes. This fund was established with HUD approval using
Community Development Block Grant funds. Principal and interest payments from loans are
returned to the Revolving Loan Fund and used for additional eligible projects.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5280 CD LOAN
65535 REHAB LOANS 	11,126 	20,000 	61,880 	20,000
5280 CD LOAN 	11,126 	20,000 	61,880 	20,000
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 	1.00
Full-Time Regular 	Director, Community Development 	0.25
Full-Time Regular 	Intergovernmental Affairs Coordinator 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	ICMA Fellow 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	1.00
5300 Total 	6.25
6.25
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Operating Revenue:
Hotel Tax 	1,533,128 	1,600,000 	1,600,000 	1,500,000
Amusement Tax 	297,000 	300,000 	300,000 	300,000
Howard-Ridge Loan Repayment 	48,500 	48,500 	48,500 	45,500
Miscellaneous 	1,797 	- 	- 	-
Grants 	- 	- 	- 	1,000,000
Investment Income 	412 	800 	400 	800
Total Revenues 	1,880,837 	1,949,300 	1,948,900 	2,846,300
Operating Expenditures:
Economic Development Activities 	1,452,583 	1,830,209 	1,832,306 	1,760,889
Other Charges - Gigabit Challenge 	- 	- 	- 	1,000,000
Capital Projects 	- 	3,500 	4,600 	-
Transfer to Debt Service 	12,752 	13,771 	13,771 	14,271
Transfer to Insurance Fund 	67,416 	67,416 	66,546
Transfers to General Fund 	452,707 	452,707 	452,707 	452,707
Total Expenditures 	1,918,042 	2,367,603 	2,370,800 	3,294,413
Net Surplus (Deficit) 	(37,205) 	(418,303) 	(421,900) 	(448,113)
Beginning Fund Balance 	2,187,609 	2,150,404 	1,728,504
Ending Fund Balance 	2,150,404 	1,728,504 	1,280,391
Economic Development Division Manager
CITY OF EVANSTON
Economic Development Fund (Fund #225)
Senior Economic Development Planner
Economic Development Specialist
Position Description
Economic Development Planner
Economic Development Fund Total
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CITY OF EVANSTON
Economic Development Fund (Fund #225)
Description of Major Activities
FY 2014 Objectives
FY2012
Actual
FY2013
Projection
FY2014
Projection
80 	50 	60
113 	172 	180
168 	140 	120
16. Stimulate development on west side, particularly Church/Dodge and Dempster/Dodge
7. 	Initiate the Main/Chicago TIF review process to foster transparency in public funding on
projects in TIF districts
11. Support redevelopment efforts on key vacant parcels throughout Evanston
10. Maintain and support information contained on the City's Economic Development Website,
EvanstonEdge.com; pertinent information includes how to start a business, available
properties, existing business directories, features on Evanston businesses
9. 	Increase City interaction with incubator/start up firms; assist with second-stage expansion
13. Expand economic development assistance programs based on small business needs
6. 	Support projects at City-owned sites and identify new opportunities for business growth and
expansion on Howard Street
1. 	Implement City Council Adopted Economic Development Plan and Work Plan
2. 	Retain and attract locally based retailers while attracting national retailers to Evanston
8. 	Work with business districts who expressed interest in creation of new SSA Districts
4. 	Continue support of existing business district associations
5. 	Work with developer for the redevelopment of Evanston Plaza
3. 	Complete regular TIF District updates
Number of business visits (exclusive of meetings)
Number of new permanent jobs created
Ongoing Activity Measures
Number of new businesses located in Evanston
12. Work with Economic Development Partners to support business retention efforts
18. Support the new Health & Wellness Business Association as it grows to expand membership
and adopt a mission statement in 2014
17. Increase number of Evanston-based businesses bidding on City-funded projects
15. Organize and provide support for targeted industry groups
14. Continue to enhance Evanston marketing activities through social media and
Evanstonedge.com website
The Economic Development Fund provides support for the implementation of the City Council
adopted Economic Development Plan; funding for the City's economic development initiatives as well
as staff, consulting services, and marketing efforts needed to support these activities. In addition, the
Economic Development Fund is a resource for business assistance, in the form of loans and grants,
particularly in areas outside of the seven TIF Districts.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5300 ECONOMIC DEVELOPMENT
61010 	REGULAR PAY 	523,193 	501,675 	501,675 	467,857
61055 	TEMPORARY EMPLOYEES 	17,057
61060 	SEASONAL EMPLOYEES 	15,000 	15,000 	15,000
61110 	OVERTIME PAY 	28,969 	20,000 	20,000 	20,000
61415 	TERMINATION PAYOUTS 	6,602
61510 	HEALTH INSURANCE 	57,379 	49,747 	49,747 	48,992
61615 	LIFE INSURANCE 	507 	221 	221 	106
61626 	CELL PHONE ALLOWANCE 	4,243 	3,888 	3,182 	1,872
61630 	SHOE ALLOWANCE 	310 	310
61710 	IMRF 	56,837 	56,840 	56,840 	51,464
61725 	SOCIAL SECURITY 	35,107 	33,215 	33,215 	30,624
61730 	MEDICARE 	8,210 	7,681 	7,681 	7,162
62136 	REDEVELOPMENT CONSULTING SVCS 	79,476 	75,000 	75,000 	75,000
62185 	OTHER CONSULTING SERVICES 	75,027 	75,000 	75,000 	75,000
62205 	ADVERTISING 	1,344
62210 	PRINTING 	84
62275 	POSTAGE CHARGEBACKS 	416 	400 	400 	400
62280 	OVERNIGHT MAIL CHARGES 	80 	200 	200 	200
62285 	COURIER CHARGES 	250 	250 	250
62295 	TRAINING & TRAVEL 	2,855 	8,500 	8,500 	8,500
62346 	REAL ESTATE TAX PMNT- COUNTY 	12,118
62360 	MEMBERSHIP DUES 	5,430 	12,000 	8,000 	12,000
62490 	OTHER PROGRAM COSTS 	18,449 	16,000 	23,112 	16,000
62509 	SERVICE AGREEMENTS / CONTRACTS 	49,163 	65,500 	65,500
62605 	OTHER CHARGES 	1,000,000
62659 	ECO.DEV.PARTNERSHIP CONTRIBUT. 	230,519 	290,500 	290,500 	327,500
62660 	BUSI.ATTRACTIONS/EXPANSION INV 	117,977 	500,000 	500,000 	500,000
65010 	BOOKS, PUBLICATIONS, MAPS 	99 	500 	500 	500
65025 	FOOD 	276
65095 	OFFICE SUPPLIES 	1,973 	750 	750 	750
65522 	BUSINESS DISTRICT IMPROVEMENTS 	65,263 	147,000 	147,000 	147,000
65525 	PAINT GRANTS-SOUTH NRSA 	448
65625 	FURNITURE, FIXTURE & EQUIPMENT 	36,034 	3,500 	4,600 	3,500
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	12,752 	13,771 	13,771 	14,271
66130 	TRANSFER TO INSURANCE FUND 	17,448 	17,448 	17,448 	17,448
66131 	TRANSFER TO GENERAL FUND 	452,707 	452,707 	452,708 	452,707
5300 ECONOMIC DEVELOPMENT 	1,918,042 	2,367,603 	2,370,800 	3,294,413
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues:
Taxes 	20,000 	20,000 	20,000 	20,000
Transfer From Other Funds 	- 	- 	- 	-
Investment income 	- 	- 	- 	-
Total Revenue 	20,000 	20,000 	20,000 	20,000
Expenditures
Program Expenses 	- 	50,000 	- 	50,000
Transfer to Other Funds 	- 	- 	- 	-
Total Expenditures 	- 	50,000 	- 	50,000
NET SURPLUS (DEFICIT) 	20,000 	(30,000) 	20,000 	(30,000)
Beginning Fund Balance 	109,915 	129,915 	149,915
Ending Fund Balance 	129,915 	149,915 	119,915
Description of Major Activities
The expense budgeted for 2013 is for potential Main Street Commons neighborhood.
City of Evanston
Neighborhood Improvement (Fund #235)
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-
Dodge Shopping Center and the Main Street Commons area.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5360 NEIGHBORHOOD IMPROVEMENT
62490 	OTHER PROGRAM COSTS 	50,000 	50,000
5360 NEIGHBORHOOD IMPROVEMENT 	50,000 	50,000
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 	0.25
0.25
0.25
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Funds Provided
Intergovernmental Revenue 	683,538 	797,400 	725,090 	674,500
Program Income 	6,976 	-
Total Funds Provided 	690,514 	797,400 	725,090 	674,500
Expenditures
Administration/Planning 	- 	4,000 	500 	27,836
Development Activities 	104,757 	765,000 	696,190 	650,000
Transfers to General Fund 	- 	28,400 	28,400 	22,500
Total Expenditures 	104,757 	797,400 	725,090 	700,336
NET SURPLUS (DEFICIT) 	585,757 	- 	- 	(25,836)
Beginning Fund Balance 	2,720,618 	3,306,375 	3,306,375
Ending Fund Balance 	3,306,375 	3,306,375 	3,280,539
Notes on Financial Summary:
Position Description
Housing Planner
City of Evanston
HOME (Fund #240)
Congress has not yet appropriated 2014 HOME funding, so grant amount is estimated. Restricted fund
balance above consists of notes receivable for loans issued through the HOME program
5430 TOTAL
HOME Fund Total
Please note that all fund balance amounts refer to loans receivable / forgivable and this fund maintains
a minimal cash balance.
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City of Evanston
HOME (Fund #240)
Description of Major Activities
1. Finance the acquisition and/or rehabilitation of existing residential units;
2. Fund new construction of affordable housing;
of area median income
FY 2014 Objectives
2012 	2013 	2014
Ongoing Activity Measures 	Actual 	Projected 	Projected
Number of housing units acquired and/or rehabbed 	9 	26 	10
0 	10 	20
13 	13 	13
3. Fund down payment assistance forgivable loans for households with incomes ≤ 80%
Number of households helped with Tenant Based Rental
Assistance
4. Fund Tenant Based Rental Assistance (TBRA)
The HOME Investment Partnership program addresses the affordable housing needs of low and
moderate income individuals and families by promoting, preserving, and producing affordable housing;
providing housing-related services; and providing support for private and non-profit entities that
actively address these housing needs. HOME funds are used to:
Housing and Homeless Commission
1. Finance the acquisition and rehab of 20 housing units for affordable housing (rental or
homeownership)
2. Provide rental assistance to 20 eligible households with children under the age of 18 through
TBRA
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5430 HOME FUND
61010 REGULAR PAY 	19,489
61510 HEALTH INSURANCE 	2,735
61710 IMRF 	2,144
61725 SOCIAL SECURITY 	1,190
61730 MEDICARE 	278
62185 OTHER CONSULTING SERVICES 	2,000
62295 TRAINING & TRAVEL 	2,000 	500 	2,000
62490 OTHER PROGRAM COSTS
65535 REHAB LOANS 	104,757 	765,000 	696,190 	650,000
66131 TRANSFER TO GENERAL FUND 	‐ 	28,400 	28,400 	22,500
5430 HOME FUND 	104,757 	797,400 	725,090 	700,336
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Interest on Investments 	748 	228 	150 	250
Demolition Taxes 	- 	- 	- 	30,000
Developer Contributions 	- 	155,000 	290,000 	125,000
Rehab Repayments 	- 	-
Misc. 	61,601 	- 	- 	-
Total Revenues 	62,349 	155,228 	290,150 	155,250
Expenditures
Housing - Buildings 	227,800 	20,200 	200,000
Down Payment Assistance 	60,750 	- 	-
Transfer to General Fund 	23,990 	23,990 	23,990 	13,990
Housing Related Services 	- 	46,000 	46,000 	50,000
Total Expenditures 	84,740 	297,790 	90,190 	263,990
Net Surplus (Deficit) 	(22,391) 	(142,562) 	199,960 	(108,740)
Beginning Fund Balance 	2,258,517 	2,236,126 	2,436,086
Ending Fund Balance 	2,236,126 	2,436,086 	2,327,346
Notes for Financial Summary
Description of Major Activities
2. Providing funds for the acquisition, rehabilitation, and new construction of affordable housing;
3. Providing funding support for the Homeless Management Information System (HMIS);
4. Providing funding support for transitional housing, housing education, and related services;
5. Providing local match funds for Federal housing grants where appropriate;
City of Evanston
Affordable Housing Fund (Fund #250)
1. Providing funds for a comprehensive tenant/landlord program through the Interfaith Housing Center
of the Northern Suburbs;
6. Funding critical housing initiatives which are not eligible for Federal HOME funds.
Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued
under the Affordable Housing program.
The Affordable Housing Fund stimulates neighborhood revitalization and addresses the affordable
housing needs of low and moderate income individuals and families by promoting, preserving, and
producing affordable housing; providing housing-related services; and providing support for non-profit
organizations that actively address these housing needs, through:
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5465 AFFORDABLE HOUSING
62490 	OTHER PROGRAM COSTS 	60,750
62770 	MISCELLANEOUS 	46,000 	46,000 	50,000
65510 	BUILDINGS 	227,800 	20,200 	200,000
66131 	TRANSFER TO GENERAL FUND 	23,990 	23,990 	23,990 	13,990
5465 AFFORDABLE HOUSING 	84,740 	297,790 	90,190 	263,990
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Revenues: 	Actual 	Budget 	Actual 	Budget
Net Property Tax Increment 	4,594,537 	4,600,000 	4,450,000 	3,700,000
Interest Income 	17,754 	25,000 	15,000 	10,000
Total Revenue 	4,612,291 	4,625,000 	4,465,000 	3,710,000
Expenditures:
Series 1997 (refunded by 1999 & 2008D) Principal 	405,000 	425,000 	425,000 	455,000
Series 1997 (refunded by 1999 & 2008D) Interest 	100,650 	78,376 	78,376 	55,000
Contributions to Other Agencies 	725,366 	- 	- 	-
Economic Development Projects 	- 	1,250,000 	- 	1,250,000
Capital Improvements 	82,593 	2,836,000 	2,434,000 	722,486
Contractual Services 	- 	145,000 	200,000 	250,000
Transfer to Parking Fund (for Sherman Garage debt) 	3,876,726 	3,631,350 	3,631,350 	2,925,296
Transfer to General Fund 	325,000 	331,000 	331,000 	331,000
Total Expenditures 	5,515,335 	8,696,726 	7,099,726 	5,988,782
Net Surplus (Deficit) 	(903,044) 	(4,071,726) 	(2,634,726) 	(2,278,782)
Beginning Fund Balance 	8,194,348 	7,291,304 	4,656,578
Ending Fund Balance 	7,291,304 	4,656,578 	2,377,796
Description of Major Activities
City of Evanston
Washington National Special Tax Allocation Fund Summary (Fund #300)
The City Council adopted the Washington National Tax Increment Financing District (TIF) on September 15, 1994. The
TIF District consists of approximately 83,000 square feet of land (bounded by Church Street on the north, Davis Street
on the south and Chicago Avenue on the east) located in the downtown business area of the City.
This Fund is responsible for the receipt of all debt proceeds issued and allocated to the TIF, as well as principal and
interest payments on outstanding debt. 	The Washington National TIF typically transfers funds to the Parking Garage
Fund and Parking Fund to assist with debt payments related to the Sherman Avenue Garage.
In FY 2013, $2,886,000,worth of infrastructure projects were approved as outlined in the FY 2013 CIP. In addition, in FY
2014, $722,486 of infrastructure projects are included in the CIP and approximately $1,250,000 is reserved for
Economic Development projects.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5470 WASHINGTON NATIONAL TIF
62185 OTHER CONSULTING SERVICES 	48,181
62605 OTHER CHARGES 	102,693 	1,395,000 	200,000 	1,500,000
62685 REIMB. GF FOR ADMIN. EXP 	325,000
65502 CONSTRUCTION 	34,412
65515 OTHER IMPROVEMENTS 	622,673 	2,836,000 	2,434,000 	722,486
66020 TRANSFERS TO OTHER FUNDS 	3,876,726 	3,631,350 	3,631,350 	2,925,296
66131 TRANSFER TO GENERAL FUND 	331,000 	331,000 	331,000
68305 DEBT SERVICE‐PRINCIPAL 	405,000 	425,000 	425,000 	455,000
68315 DEBT SERVICE‐INTEREST 	100,650 	78,376 	78,376 	55,000
5470 WASHINGTON NATIONAL TIF 	5,515,335 	8,696,726 	7,099,726 	5,988,782
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Net Property Taxes 	408,107 	448,875 	448,875 	397,800
Interest Income 	9 	- 	- 	-
Total Revenue 	408,116 	448,875 	448,875 	397,800
Expenditures
Series 2002C Bonds Principal 	325,000 	340,000 	340,000 	390,000
Series 2002C Bonds Interest 	98,231 	78,816 	78,816 	46,605
Total Expenditures 	423,231 	418,816 	418,816 	436,605
Net Surplus (Deficit) 	(15,115) 	30,059 	30,059 	(38,805)
Beginning Fund Balance 	448,169 	433,054 	463,113
Ending Fund Balance 	433,054 	463,113 	424,308
Description of Major Activities
City of Evanston
Special Service Area #5 (Fund #305)
The City Council adopted Special Service Area #5 (SSA #5) on June 27, 1994. Special Service Area
#5 is comprised of the City downtown business district. The City Council also approved a $9,500,000
Downtown Public Works Improvement program for Area #5. The ordinances establishing the area
authorized the issuance of up to $5,000,000 Special Service Area bonds. 	On June 21, 1995,
$3,060,000 of the Special Service Area bonds were sold and on July 9, 1996, the City sold another
$1,940,000 issue of special service bonds at public bid. The City issued series 2002C bonds in
October 2002. 	Part of the proceeds were used to refund series 1995 and series 1996 SSA #5
property tax bonds.
The City issued Series 2012A Bonds in July 2012. Part of the proceeds were used to retire 2002C
Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5480 SSD #5 DEBT SERVICE FUND
68305 	DEBT SERVICE-PRINCIPAL 	325,000 	340,000 	340,000 	390,000
68315 	DEBT SERVICE-INTEREST 	98,231 	78,816 	78,816 	46,605
5480 SSD #5 DEBT SERVICE FUND 	423,231 	418,816 	418,816 	436,605
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Net Property Tax Increment 	1,113,811 	1,100,000 	1,110,000 	1,100,000
Interest Income 	13,251 	10,000 	11,000 	10,000
Total Revenue 	1,127,062 	1,110,000 	1,121,000 	1,110,000
Expenditures
1994 & 1996 Bonds (refunded by 1999 and then
2008D bonds) Principal 605,000 	645,000 	645,000 	685,000
1994 & 1996 Bonds (refunded by 1999 and then
2008 D bonds) Interest 109,603 	75,611 	75,611 	39,088
Surplus Distribution 	1,000,000 	1,000,000 	1,000,000 	-
Capital Projects 	2,170 	1,400,000 	150,000 	500,000
Other Expenses 	23,923 	500,000 	- 	-
Economic Development 	- 	- 	- 	2,500,000
Operating Transfer to General Fund 	141,600 	144,400 	144,400 	144,400
Total Expenditures 	1,882,296 	3,765,011 	2,015,011 	3,868,488
Net Surplus (Deficit) 	(755,234) 	(2,655,011) 	(894,011) 	(2,758,488)
Beginning Fund Balance 	5,000,873 	4,245,639 	3,351,628
Ending Fund Balance 	4,245,639 	3,351,628 	593,140
Description of Major Activities
City of Evanston
The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the Howard-Hartrey
TIF – on April 27, 1992. The TIF District consists of a 23-acre site located at 2201 West Howard Street in the
southwest corner of the City. The development consists of a shopping center with several large stores. The total
project cost is estimated to be $39,266,932, of which the City provided $7,390,000 in land acquisition and public
improvement costs.
This Fund is responsible for the payment of principal and interest on any outstanding debt service associated
with this TIF. The debt service payment schedule extends through FY 2014.
Howard-Hartrey TIF (Southwest II) Debt Service Fund Summary (Fund #310)
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5500 HOWARD-HARTREY TIF D S
62185 	OTHER CONSULTING SERVICES 	670
62503 	APPRAISAL FEES 	1,500
62605 	OTHER CHARGES 	1,739 	500,000 	2,500,000
62665 	CONTRIB TO OTHER AGENCIES 	1,000,000 	1,000,000 	1,000,000
65515 	OTHER IMPROVEMENTS 	22,185 	1,400,000 	150,000 	500,000
66131 	TRANSFER TO GENERAL FUND 	141,600 	144,400 	144,400 	144,400
68305 	DEBT SERVICE-PRINCIPAL 	605,000 	645,000 	645,000 	685,000
68315 	DEBT SERVICE-INTEREST 	109,602 	75,611 	75,611 	39,088
5500 HOWARD-HARTREY TIF D S 	1,882,296 	3,765,011 	2,015,011 	3,868,488
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Net Property Tax Increment 	448,605 	465,000 	485,000 	485,000
Interest Income 	7 	100 	500 	1,000
Total Revenue 	448,612 	465,100 	485,500 	486,000
Expenditures
Economic Development Activities 	670 	- 	- 	748,439
Capital Improvement Projects 	- 	580,000 	469,000 	-
Operating Transfer to General Fund 	28,920 	29,500 	29,500 	29,500
Total Expenditures 	29,590 	609,500 	498,500 	777,939
Net Surplus (Deficit) 	419,022 	(144,400) 	(13,000) 	(291,939)
Beginning Fund Balance 	(114,083) 	304,939 	291,939
Ending Fund Balance 	304,939 	291,939 	-
Description of Major Activities
City of Evanston
Southwest TIF Tax Allocation Debt Service Fund Summary (Fund #315)
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The
TIF District consists of approximately twelve acres of contiguous land located in the area generally
known as the City's southwest industrial corridor and is roughly bounded by Main Street on the north,
Pitner Avenue on the east, the North Shore Channel and the Main Street Shopping Plaza on the west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990
General Obligation (GO) bonds on September 24, 1990, of which $2,100,000 of the proceeds were used
for the redevelopment project. Debt service on the TIF District share of the obligation is eventually
expected to be met by property tax increment revenues derived from the project. This separate debt
service fund is established in accordance with law and is called the Southwest Special Tax Allocation
Fund in order to account for the payment of the debt service associated with municipal debt issued for
the Southwest TIF District.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5540 SOUTHWEST TIF DEBT SERVICE
62185 	OTHER CONSULTING SERVICES 	670
62685 	REIMB. GF FOR ADMIN. EXP 	28,920
65515 	OTHER IMPROVEMENTS 	580,000 	469,000 	748,439
66131 	TRANSFER TO GENERAL FUND 	29,500 	29,500 	29,500
5540 SOUTHWEST TIF DEBT SERVICE 	29,590 	609,500 	498,500 	777,939
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue
Net Property Tax Levy 	12,184,177 	11,798,019 	11,600,000 	10,879,993
Special Assessment Levy 	- 	- 	- 	169,848
Bond Proceeds/Premium/ Discounts 	3,572,986 	- 	- 	-
Transfer from Other Funds- IMRF 	755,846 	783,004 	783,004 	141,125
Transfer from General Fund 	1,000,000 	1,279,306
Misc Revenue 	18,435 	- 	- 	-
Interest Income 	3,645 	1,500 	500 	1,500
Transfer from Sewer Fund 	99,650 	190,210 	190,210 	207,284
Transfer from Special Assessment Fund 	317,660 	317,660 	317,660 	169,848
Total Revenue 	16,952,399 	13,090,393 	13,891,374 	12,848,904
Expenditures
Series 2002 C- Principal DSF 	4,195,000 	- 	- 	-
Series 2002 C- Interest DSF 	134,156 	- 	- 	-
Series 2004- Principal DSF 	760,000 	775,000 	775,000 	-
Series 2004- Interest DSF 	506,250 	478,400 	478,400 	-
Series 2004 B- Principal DSF 	1,630,000 	595,000 	595,000 	-
Series 2004 B- Interest DSF 	195,638 	130,439 	130,439 	-
Series 2005- Principal DSF 	730,000 	1,095,000 	1,095,000 	-
Series 2005- Interest DSF 	700,500 	664,000 	664,000 	-
Series 2006- Principal DSF 	80,000 	85,000 	85,000 	185,000
Series 2006- Interest DSF 	451,582 	448,302 	448,302 	444,776
Series 2006 B Bonds- Principal DSF 	- 	35,000 	35,000 	1,130,000
Series 2006 B Bonds- Interest DSF 	604,126 	603,426 	603,426 	600,526
Series 2007 - Principal DSF 	1,150,000 	965,000 	965,000 	1,909,709
Series 2007 - Interest DSF 	598,958 	684,458 	684,458 	569,684
Series 2008A - Principal DSF 	195,000 	300,000 	300,000 	300,000
Series 2008A - Interest DSF 	132,313 	125,975 	125,975 	116,225
Series 2008C - Principal DSF 	351,440 	362,900 	362,900 	378,180
Series 2008C - Interest DSF 	387,730 	376,308 	376,308 	364,514
Series 2008D - Principal DSF 	425,000 	1,410,000 	1,410,000 	565,600
Series 2008D - Interest DSF 	93,554 	36,690 	36,690 	15,362
Series 2010 A- Principal DSF 	300,000 	305,000 	305,000 	305,000
Series 2010 A- Interest DSF 	185,338 	179,338 	179,338 	173,238
Series 2010 B- Principal DSF 	613,946 	647,358 	647,358 	684,946
Series 2010 B- Interest DSF 	141,648 	135,508 	135,508 	126,446
Series 2011 A- Principal DSF 	1,081,676 	1,234,836 	1,234,836 	1,250,432
Series 2011 A- Interest DSF 	630,960 	451,586 	451,586 	426,890
Series 2012 A- Principal DSF 	- 	955,000 	955,000 	1,025,000
Series 2012 A- Interest DSF 	- 	357,706 	357,706 	243,332
Series 2013 A- Principal DSF 	- 	- 	- 	-
Series 2013 A- Interest DSF 	- 	- 	- 	505,055
Series 2013 B- Principal DSF 	- 	- 	- 	1,601,006
Series 2013 B- Interest DSF 	- 	- 	- 	586,498
Series 2004- Principal SAF (Special Assessment Fund) 	85,000 	95,000 	95,000 	-
Series 2004- Interest SAF 	19,600 	13,650 	13,650 	-
Series 2005- Principal SAF 	20,000 	20,000 	20,000 	-
Series 2005- Interest SAF 	18,500 	17,500 	17,500 	-
Series 2006- Principal SAF 	50,000 	50,000 	50,000 	50,000
Series 2006- Interest SAF 	10,576 	8,526 	8,526 	6,450
Series 2007 - Principal SAF 	35,000 	35,000 	35,000 	40,000
Series 2007 - Interest SAF 	35,320 	33,920 	33,920 	31,994
Series 2008C - Principal SAF 	18,400 	19,000 	19,000 	19,800
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
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2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Series 2008C - Interest SAF 	20,300 	19,702 	19,702 	19,084
Series 2013A - Principal SAF 	- 	- 	- 	20,000
Series 2013A - Interest SAF 	- 	- 	- 	8,867
Series 2013 B- Principal SAF 	120,000
Series 2013 B- Interest SAF 	23,500
General Management and Support 	- 	5,000 	500 	1,000
Bond Issuance Costs 	62,935 	60,000 	138,500 	75,000
Fiscal Agent Fees 	34,825 	10,000 	8,000 	10,000
Total Expenditures 	16,685,271 	13,824,528 	13,896,528 	13,933,114
Net Surplus (Deficit) 	267,128 	(734,135) 	(5,154) 	(1,084,210)
Beginning Fund Balance 	2,629,020 	2,896,148 	2,890,995
Ending Fund Balance 	2,896,148 	2,890,995 	1,806,784
Description of Major Activities
The budgeted property tax revenue for FY 2014 is on the cash basis and represents 2013 levy, which will primarily be received
in calendar year 2014. The FY 2014 expenditures are budgeted on cash basis and are the actual payments required to be made
during the fiscal year according to debt maturity schedules.
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Net Property Taxes 	752,477 	500,000 	460,000 	350,000
Bond Proceeds 	48,812 	- 	- 	-
Interest Income 	164 	400 	400 	400
Miscellaneous 	14,837 	- 	- 	-
Total Revenue 	816,290 	500,400 	460,400 	350,400
Expenditures
Economic Development Projects 	692,633 	- 	- 	-
Capital Improvements 	- 	800,000 	- 	-
Developer Agreement Payments 	- 	610,000 	- 	300,000
Repayment to Ec Dev Fund 	48,500 	48,500 	48,500 	45,500
Transfer Out- General Fund 	120,400 	120,400 	120,400 	60,000
Total Expenditures 	861,533 	1,578,900 	168,900 	405,500
Net Surplus (Deficit) 	(45,243) 	(1,078,500) 	291,500 	(55,100)
Beginning Fund Balance 	1,100,753 	1,055,510 	1,347,010
Ending Fund Balance 	1,055,510 	1,347,010 	1,291,910
Description of Major Activities
Projects anticipated for 2014 include:
1. The possibility of initial reimbursement of TIF increment to the owners of 415 Howard Street, per
the Redevelopment Agreement.
2. Initial payments to Economic Development Fund for property acquisition loan.
City of Evanston
Howard-Ridge TIF (Fund #330)
The City Council adopted the Howard-Ridge Tax Increment Financing (TIF) District on January 26,
2004. The TIF District is generally bounded on the north by various parcels that front Howard Street
and Chicago Avenue, on the east by the City of Evanston's boundaries and the Chicago Transit
Authority (CTA) Red Line, on the south by City boundaries and on the west by Ridge Avenue. 	The TIF
District contains mixed residential uses, retail/commercial properties, and institutional uses.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5860 HOWARD RIDGE TIF
62185 	OTHER CONSULTING SERVICES 	670
62509 	SERVICE AGREEMENTS / CONTRACTS 	1,672 	610,000 	300,000
62605 	OTHER CHARGES 	179
62706 	REVENUE SHARING AGREEMENTS 	540,183
64015 	NATURAL GAS 	3,724
65511 	BUILDING IMPROVEMENTS 	25,266
65515 	OTHER IMPROVEMENTS 	120,938 	800,000
66020 	TRANSFERS TO OTHER FUNDS 	48,500 	48,500 	48,500 	45,500
66131 	TRANSFER TO GENERAL FUND 	120,400 	120,400 	120,400 	60,000
5860 HOWARD RIDGE TIF 	861,533 	1,578,900 	168,900 	405,500
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
Net Property Taxes 	26,572 	300,000 	42,000 	40,000
Loan Proceeds 	600,000 	- 	- 	-
Bond Proceeds 	- 	3,400,000 	- 	-
Interest Income 	713 	1,000 	200 	100
Total Revenue 	627,285 	3,701,000 	42,200 	40,100
Expenditures
Economic Development Projects 	1,190,031 	650,000 	100,000 	75,000
Other Charges 	- 	1,600,000 	- 	20,000
Debt Service - Interest 	- 	40,000 	7,500 	10,000
Transfer to General Fund 	60,000 	60,000 	60,000 	60,000
Capital Projects 	- 	1,285,000 	10,000 	-
Total Expenditures 	1,250,031 	3,635,000 	177,500 	165,000
Net Surplus (Deficit) 	(622,746) 	66,000 	(135,300) 	(124,900)
Beginning Fund Balance 	1,495,593 	872,847 	737,547
Ending Fund Balance 	872,847 	737,547 	612,647
Description of Major Activities
City of Evanston
West Evanston TIF (Fund #335)
The City Council adopted the West Evanston Tax Increment Financing (TIF) District in September
2005. The TIF District is generally bounded on the north by Emerson Street and by various parcels that
front Church Street, on the east by parcels that front Florence Avenue and Dodge Avenue, on the south
by Dempster Street properties that front Dempster Street and Greenleaf Street and on the west by the
City of Evanston's border, properties that front Hartrey Avenue and the property that fronts the west side
of Dodge Avenue. The TIF District contains mixed residential uses, retail, commercial, industrial and
institutional uses.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
00335 WEST EVANSTON
62185 	OTHER CONSULTING SERVICES 	670
62205 	ADVERTISING
62605 	OTHER CHARGES 	308,182 	2,250,000 	100,000 	95,000
65506 	LAND IMPROVEMENTS 	600,000
65515 	OTHER IMPROVEMENTS 	281,179 	1,285,000 	10,000
66020 	TRANSFERS TO OTHER FUNDS 	60,000
66131 	TRANSFER TO GENERAL FUND 	60,000 	60,000 	60,000
68315 	DEBT SERVICE-INTEREST 	40,000 	7,500 	10,000
00335 WEST EVANSTON 	1,250,031 	3,635,000 	177,500 	165,000
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
Net Property Taxes 	- 	100,000 	- 	-
Bond Proceeds 	- 	650,000 	- 	-
Interest Income 	- 	- 	- 	-
Total Revenue 	- 	750,000 	- 	-
Expenditures
Economic Development Projects 	- 	650,000 	- 	-
Total Expenditures 	- 	650,000 	- 	-
Net Surplus (Deficit) 	- 	100,000 	- 	-
Beginning Fund Balance 	- 	- 	-
Ending Fund Balance 	- 	- 	-
Description of Major Activities
City of Evanston
Dempster - Dodge TIF (Fund #340)
The City Council approved the creation of the Dempster-Dodge Tax Increment Financing (TIF) District
on June 25, 2012. The Dempster-Dodge TIF District area is comprised of a single parcel. This parcel
is a shopping center located at the southwest corner of the intersection of Dempster Street and Dodge
Avenue.
No activity is scheduled in the Dempster-Dodge TIF in FY 2014.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
00340 DEMPSTER-DODGE TIF
62605 	OTHER CHARGES 	650,000
00340 DEMPSTER-DODGE TIF 	650,000
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Bond Proceeds 	4,349,650 	8,339,988 	8,538,259 	8,331,458
Grants 	170,513 	1,675,000 	844,000 	5,382,638
Private Contributions 	- 	510,000 	- 	708,000
Parking Fund Loan for Financial System 	596,000 	496,000 	100,000
General Fund Allocation 	1,250,000 	- 	- 	936,500
Miscellaneous 	193,549 	- 	45,000 	-
Interest Income 	19,073 	10,000 	10,000 	10,000
Total Revenue 	5,982,785	$ 	11,130,988	$ 	9,933,259	$ 	15,468,596	$
Expenditures
Capital Outlay 	7,852,534 	12,504,351 	7,473,443 	17,835,016
Other Equipment - Financial System 	- 	596,000 	496,000 	100,000
Interfund Transfers Out 	475,000 	475,000 	475,000 	475,000
Total Expenditures 	8,327,534	$ 	13,575,351	$ 	8,444,443	$ 	18,410,016	$
Net Surplus (Deficit) 	(2,344,749)	$ 	(2,444,363)	$ 	1,488,816	$ 	(2,941,420)	$
Beginning Fund Balance 	5,746,660 	3,401,911 	4,890,727
Ending Fund Balance 	3,401,911 	4,890,727 	1,949,307
Description of Major Activities
City of Evanston
Capital Improvement Fund (Fund #415)
This Fund accounts for all capital outlay expenditures not included in another Fund as outlined in the detailed
Capital Improvement Plan.
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
Special Assessments Collected 	292,947 	300,000 	175,000 	230,000
Bond Proceeds 	- 	250,000 	235,000 	250,000
Investment Income 	5,532 	10,000 	1,000 	1,200
Miscellaneous 	- 	- 	- 	-
Total Revenue 	298,479 	560,000 	411,000 	481,200
Expenditures
Transfer to Debt Service Fund 	317,660 	317,660 	317,660 	169,848
Capital Projects 	1,020,213 	361,000 	500,000 	500,000
General Management Support 	180 	- 	- 	1,000
Other Costs 	- 	- 	- 	-
Total Expenditures 	1,338,053 	678,660 	817,660 	670,848
Net Surplus (Deficit) 	(1,039,574) 	(118,660) 	(406,660) 	(189,648)
Beginning Fund Balance 	2,944,889 	1,905,315 	1,498,655
Ending Fund Balance 	1,905,315 	1,498,655 	1,309,007
Description of Major Activities
City of Evanston
Special Assessment (Fund #420)
The Special Assessment Fund serves as a collection center for special assessments by residential
homeowners for their share of the cost for alley paving. Beginning in FY10-11, 100% of alley paving
costs (homeowner and City share) were paid out of this Fund.
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2012 	2013 	2013 	2014
Actual 	Budget 	Estimate 	Adopted
00420 SPEC ASSESS CAP PROJECT FUND
65515 	OTHER IMPROVEMENTS 	1,020,393 	361,000 	500,000 	501,000
66020 	TRANSFERS TO OTHER FUNDS 	317,660 	317,660 	317,660 	169,848
00420 SPEC ASSESS CAP PROJECT FUND 	1,338,053 	678,660 	817,660 	670,848
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014 Position
FTE
Parking System Management
Full-Time Regular 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	3.00
Full-Time Regular 	0.50
7005 Total 	6.50
Parking Lots & Meters
Full-Time Regular 	3.00
Full-Time Regular 	1.00
Full-Time Regular 	4.00
7015 Total 	8.00
Maple Garage
Full-Time Regular 	1.00
7037 Total 	1.00
15.50
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
Parking Lots & Meters Operations 	3,066,676 	3,070,000 	3,085,000 	3,070,000
Church Street Garage Operations 	557,258 	716,348 	664,560 	716,348
Maple Avenue Garage Operations 	1,142,999 	1,204,200 	1,194,200 	1,204,200
Sherman Avenue Garage Operations 	1,460,927 	1,417,275 	1,416,500 	1,417,275
Transfer In- Washington National TIF 	4,301,726 	3,631,350 	3,631,350 	2,925,296
Interest Income 	2,222 	15,070 	15,070 	15,070
Miscellaneous Revenue 	23,696 	11,400 	21,000 	11,400
Reserve for Future Repairs/Replacement 	- 	2,034,004 	2,034,044 	2,034,004
Total Revenue 	$ 10,555,504 	$ 12,099,647 	$ 12,061,724 	$ 	11,393,593
Expenses
7005 - Parking System Administration 	1,262,781 	1,380,606 	1,355,571 	976,360
7015 - Parking Lots and Meters 	715,018 	829,052 	879,101 	972,266
7025 - Church Street Self Park 	395,831 	607,955 	606,456 	624,855
7030 - Church Street Debt Payments 	173,126 	171,250 	171,250 	171,250
7036 - Sherman Avenue Garage 	2,999,368 	7,950,270 	5,664,688 	5,047,016
7037 - Maple Avenue Garage 	1,823,122 	1,611,920 	1,609,430 	1,654,244
7039 - Parking Debt 	4,950 	27,461 	27,461 	27,461
Transfer to General Fund 	644,242 	644,242 	644,242 	869,242
Transfer to Fleet 	21,992 	21,991 	21,992 	21,991
Transfer to Equipment Replacement 	30,000 	30,000 	30,000 	30,000
Transfer to Insurance Fund 	503,878 	490,236 	319,648 	319,648
Capital Outlay 	367,293 	3,455,000 	2,277,300 	5,180,000
Total Expenses 	$ 	8,941,601 	$ 17,219,983 	$ 13,607,139 	$ 	15,894,333
Parking Facilities Supervisor
City of Evanston
Parking Fund Summary (Fund #505)
Position Description
Parking Manager
Finance Operations Coordinator
Customer Service Representatives
Traffic Engineering Technician
Parking Fund Total
Parking Repair Worker
Public Works Operations Coordinator
Public Works Maint. Worker II
Public Works Maint. Worker II
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City of Evanston
Parking Fund Summary (Fund #505)
2013 	2014
2012 	2013 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Net Surplus (Deficit) 	1,613,903	$ 	(5,120,336)	$ 	(1,545,415)	$ 	(4,500,740)	$
Beginning Fund Balance 	15,196,441 	14,418,330 	14,418,330 	10,838,911
Reclassification from Fund Balance to Capital
Assets (778,111)
Assigned for Capital Reserve 	2,034,004 	2,034,004
Ending Fund Balance 	14,418,330 	10,838,911 	4,304,167
Notes for Financial Summary
FY 2014 Department Initiatives
The Sherman Avenue and Maple Avenue Garage Funds were consolidated with the Parking Fund in FY 2009-10.
Performance Report on FY 2013 Major Program Objectives
This year’s focus was on the continuing development of a preventive maintenance program for the three parking garages.
There were increases in meter rates in outlying and downtown business areas. To date, the City has nine multi-space
metering devices servicing Lot #60, a meter in Lot #14, two meters in Lot #10, a meter in Lot #4, and an on-street solar
powered installations in the 600 block of Clark and the 800 and 1000 blocks of Church. At the Sherman Garage the entire
parking structure upgraded with energy efficient induction lighting and the facade repairs were completed.
A vendor was selected to provide a city-wide upgrade of the parking meter system with meters and pay stations. The
technology accepts credit cards as well as coin and can accept payment by use of a cell phone. Staff continues to work
with Community Development in the selection of a firm to create a Comprehensive Signage Design manual that will be
used as a template for future citywide directional sign initiatives.
Continue to develop strategies to provide adequate and reasonable parking for business and employees in partnership
with Community Development in an effort to bring business opportunities to the City. This will be an continuing initiative
in every fiscal year.
Evaluate a long-term funding mechanism for parking structure replacement. The current accumulated depreciation in
the fund as of December 2011 was $17.5 million. This means that a substantial portion of the projected fund balance
at the end of 2014 could be reserved for future capital replacement.
The completion of the a citywide upgrade of parking meter technology that will include a combination of pay by space,
pay and display, and single-head meters that accept coin and credit cards.
In partnership with Community Development, a Comprehensive Signage design RFP was developed last year to ask for
design and implementation strategies involving new directional signage throughout the City. A firm was selected
FY2012 with partial implementation of new signs expected mid-year of FY 2014. This will be a multi-year project.
Develop a RFP/Bid document, select and firm and installation by November 2014 of a new Parking Revenue Access
ND Control System (PARCS) for the three (3) downtown parking garages to achieve the Payment Card Industry (PCI)
compliance due in November 2014. The equipment has reached its life cycle at 8 years.
Staff will continue training and familiarization using the New World financial system.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7005 PARKING SYSTEMS
61010 REGULAR PAY 922,250 979,841 912,872 992,352
61060 SEASONAL EMPLOYEES 324 10,833 6,833 10,833
61110 OVERTIME PAY 20,406 20,915 20,000 20,915
61210 LONGEVITY 15,131 16,727 16,066 18,294
61410 SHIFT DIFFERENTIAL 1,203
61415 TERMINATION PAYOUTS 30,966
61420 ANNUAL SICK LEAVE PAYOUT 2,689
61430 OTHER PAYOUTS 449
61447 OPEB EXPENSES 8,373
61510 HEALTH INSURANCE 183,775 170,180 170,169 170,893
61615 LIFE INSURANCE 454 408 413 432
61626 CELL PHONE ALLOWANCE 798 852 672 672
61630 SHOE ALLOWANCE 1,592 1,325 1,550 1,395
61710 IMRF 98,560 112,929 102,737 111,171
61725 SOCIAL SECURITY 60,085 62,065 57,163 62,790
61730 MEDICARE 14,052 14,515 13,368 14,685
61815 IMRF PENSION CONTRIBUTIONS 13,547
62171 SURVEYING FEES 800
62210 PRINTING 83 83 83
62225 BLDG MAINTENANCE SERVICES 11,804 14,000 14,000 14,000
62230 IMPROVEMENT MAINT SERVICE 6,384 50,000 20,000 50,000
62245 OTHER EQMT MAINTENANCE 13,893 11,200 11,200 60,762
62275 POSTAGE CHARGEBACKS 3,618 2,400 5,793 2,400
62280 OVERNIGHT MAIL CHARGES 139
62295 TRAINING & TRAVEL 317 3,332 700 3,332
62305 RENTAL OF AUTO-FLEET MAINTEN. 21,992 21,992 21,992 21,992
62309 RENTAL OF AUTO REPLACEMENT 30,000 30,000 30,000 30,000
62346 REAL ESTATE TAX PMNT- COUNTY 225
62350 FISCAL AGENT SERVICES 500 500 500
62360 MEMBERSHIP DUES 395 1,200 1,274 1,200
62375 RENTALS 58,712 74,986 74,986 74,986
62400 CONTRACT SVC-PARK GARAGE 1,510,649 1,574,588 1,574,588 1,654,588
62425 ELEVATOR CONTRACT COSTS 85,286 102,776 102,776 106,126
62431 ARMORED CAR SERVICES 40,570 45,000 45,000 45,000
62509 SERVICE AGREEMENTS / CONTRACTS 199,545 421,000	2, 221,000 227,650
62635 OTHER INSURANCE 35,000 35,000
62660 BUSI.ATTRACTIONS/EXPANSION INV 84,197 95,000 95,000 95,000
62705 BANK SERVICE CHARGES 92,245 68,000 68,000 68,000
62715 AMORT.& BOND COSTS
64005 ELECTRICITY 229,306 352,413 307,000 320,413
64015 NATURAL GAS 1,000 1,100 1,100 1,100
64505 TELECOMMUNICATIONS - CARRIER L 46,715 54,755 55,824 54,755
64540 TELECOMMUNICATIONS - WIRELESS 11,941 4,831 3,500 4,831
65005 AGRI/BOTANICAL SUPPLIES 3,714 4,000 4,000 4,000
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65020 CLOTHING 421 833 833 833
65040 JANITORIAL SUPPLIES 833 833 833
65045 LICENSING/REGULATORY SUPP 3,179 4,165 3,000 4,165
65050 BLDG MAINTENANCE MATERIAL 20,081 35,499 23,216 30,498
65070 OFFICE/OTHER EQT MTN MATL 16,568 14,912 14,912 14,912
65085 MINOR EQUIPMENT & TOOLS 542 833 833 833
65090 SAFETY EQUIPMENT 200
65095 OFFICE SUPPLIES 731 1,250 1,250 1,250
65507 PROPERTY ACQUISITIONS 811
65515 OTHER IMPROVEMENTS 970,330 4,051,000 2,797,875 5,290,000
65625 FURNITURE, FIXTURE & EQUIPMENT 4,416
66130 TRANSFER TO INSURANCE FUND 319,649 319,647 319,648 319,648
66131 TRANSFER TO GENERAL FUND 644,242 644,242 644,242 869,242
68010 DEPRECIATION EXPENSE 1,921,418 1,943,217 1,943,217 1,943,217
68205 CONTINGENCIES 238,747 14,745 67,060 14,745
68305 DEBT SERVICE-PRINCIPAL 3,825,308 3,825,308 3,119,254
68315 DEBT SERVICE-INTEREST 972,165 4,753 4,753 4,753
7005 PARKING SYSTEMS 8,941,601 17,219,983 13,607,139 15,894,333
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
7100 Total
Pumping
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 5.00
7105 Total
Filtration
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 5.00
7110 Total
Distribution
Full-Time Regular 1.00
Full-Time Regular 0.50
Part-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 2.00
Full-Time Regular 3.00
Full-Time Regular 1.00
7115 Total
Water Meter Maintenance
Full-Time Regular 1.00
Part-Time Regular 0.50
Full-Time Regular 1.00
7120 Total
42.50
Water Worker I
Meter Service Coordinator
2.50
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Position Description
Utilities Director
Water General Support
Water/Sewer Mechanic
5.00
Management Analyst
Exec Secretary (non-Dept Head)
Division Chief, Pumping
Water/Sewer Mechanic
Water Plant Operator
Superintendent, Const & Fld Svcs
Superintendent, Water Production
Water Maintenance Supervisor
Water Worker II
Chemist
11.00
Division Chief, Filtration
Part-Time Clerk
Water Worker II
Plumbing Inspector
Water/Sewer Crew Leader
10.00
Civil Engineer III
Water Plant Operator
Water Worker I
Division Chief, Distribution
Water Maintenance Supervisor
Microbiologist
14.00
Water Fund Total
Water Distribution Supervisor
Facilities Maintenance Worker/Custodian I
Water Worker III
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City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Evanston 6,248,166 5,684,000 5,684,000 6,252,400
Skokie 2,989,109 2,856,000 2,856,000 2,913,000
Northwest Commission 5,033,996 4,517,000 4,517,000 4,653,000
Cross Connection Control Fees 98,805 100,500 93,980 95,000
Investment Earnings 15,025 2,500 5,500 2,500
Debt Proceeds - 2,630,700 2,000,000 4,000,000
IEPA Loan - 1,370,000 - 2,000,000
Fees and Merchandise Sales 111,459 40,000 45,000 45,000
Fees and Outside Work 228,158 80,000 80,000 70,000
Grants 396,183 - - -
Insurance Reimbursement - - 48,000 -
Phosphate Sales 49,754 66,000 66,000 69,000
Property Sales and Rentals 200,953 213,300 216,492 227,316
Misc Revenue 5,387 - - -
Total Revenue 15,376,995 17,560,000 15,611,972 20,327,216
Expenses
7100 - General Support 2,246,870 990,602 941,682 933,989
7105 - Pumping 2,273,827 2,333,247 2,322,648 2,355,718
7110 - Filtration 3,010,826 2,635,539 2,460,495 2,740,856
7115 - Distribution 1,204,898 1,424,305 1,423,105 1,425,352
7120 - Meter Maintenance 251,472 309,163 259,201 300,760
7125 - Other Operating Expenses 227,933 478,591 449,091 491,700
7130 - Capital Outlay 52,263 248,500 272,933 368,100
7131 - Capital Improvement 235,197 8,065,700 5,375,000 10,170,000
7133 - Debt Service 199,885 864,233 864,233 1,297,703
7133 - Debt Service - IEPA Loan 3382 - 67,506 67,506 67,506
Interfund Transfers Out- General Fund 3,356,300 3,356,300 3,356,300 3,369,559
Interfund Transfers Out- Insurance Fund 468,493 468,492 468,492 468,492
Total Expenses 13,527,964 21,242,178 18,260,686 23,989,735
Net Surplus (Deficit) 1,849,031 (3,682,178) (2,648,714) (3,662,519)
Beginning Unrestricted Fund Balance 8,246,988 9,192,655 9,192,655 6,543,941
Reclassification from Fund Balance to
Capital Assets (903,364)
Ending Unrestricted Fund Balance 9,192,655 5,510,477 6,543,941 2,881,422
Notes for Financial Summary
1. Target Unrestricted Fund Balance in the Water Fund is $3,500,000.
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City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Performance Report on FY 2013 Major Program Objectives
FY 2014 Department Initiatives
1. The Department continues to strive to be a leader in the public drinking water industry by providing high quality
water to over 350,000 customers in six communities. The number one objective is to vigilantly monitor the
quality and quantity of water provided to our customers.
2. Assure the quality and reliability of the potable water supply by completing major treatment plant improvements,
including upgrade of the plant's master flow meter system and chlorination system, and improvements to the
48" diameter raw water intake
The Meter Division is working with 311 and the Finance Division to make improvements to customer service during billing
and revenue collection operations. Implementation of a new Automatic Meter Information (AMI) system has also begun.
Work on this project includes replacement of over 1,000 water meters, replacement of the Meter Transmission Units (MTUs)
for all of the City's 14,400 water customers, and installation of a new data collection system and customer interface web
site.
The Pumping Division worked closely with the contractor installing the new SCADA system. In addition, staff designed and
installed a supplemental water-proof roofing system above the main plant switchgear, to ensure it would not be damaged in
the event of a roof leak. Pumping staff coordinated with the contractor performing a plant-wide electrical system study and
maintenance program, installed new control valves on the filter backwash pumps, and installed new security cameras and
access control systems. Staff are also coordinating with the consultant designing improvements to the plant's 48" diameter
raw water intake, to provide needed operational data and review the consultant's design.
During FY 2013, the Utilities Dept. advanced a number of important capital improvement projects and initiatives, as well as
continuing maintenance and operations of the water treatment plant and distribution system.
The Filtration Division also worked closely with the SCADA project contractor and began installing new security equipment
in the filtration plant. Maintenance staff completed a comprehensive set of safety-related improvements throughout the
filtration plant to ensure compliance with OSHA regulations, as well as installing new flow rate and head loss transmitters to
ensure efficient operation of the filters. Staff are also coordinating with the consultant designing improvements to the plant's
chlorination system, to provide needed operational data and review the consultant's design.
The Administration Division continued implementation and management of the workforce development program. Two
Evanston residents who participated in the apprentice program were hired into full-time positions, while an additional four
Evanston residents began working under this initiative. One intern was hired to work with the plant maintenance staff. A
second intern was hired to work on several important administrative initiatives including production of safety manuals,
updates to the GIS, and analysis of over 2,000 cross-connection control surveys. Staff also managed several capital
improvement projects including completion of the water plant SCADA system and implementation of a new water meter
reading system. Staff worked toward expanding the wholesale water customer base by completing a cost of service study
to determine rates for existing and new wholesale customers, and meeting with potential wholesale customers to discuss
proposed rates.
The Distribution Division focused on needed repairs and replacements in advance of FY 2013 street resurfacing programs.
The Division acquired a new water main leak detection system and has been working to proactively test for leaks throughout
the distribution system. This system will help to prioritize water mains for replacement, with the ultimate goal of reducing
both water loss and water production costs. Staff has also been engaged in the regular maintenance and repairs
associated with the operation of the City's distribution system.
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City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
ongoing negotiation with Lincolnwood, and plans to begin negotiations with any other interested communities
by the first quarter of 2014
Week, to recognize the accomplishment of 100 years of safe, reliable drinking water
year. This program aims to improve water system reliability and reduce water loss by targeting water mains
with excessive breaks or leaks, and those that have exceeded their useful life or that restrict fire flow.
and implementation of the new AMI system
Finished Water Reservoir at the water treatment plant
8. Coordinate capital improvement projects with the Public Works Department to ensure cost-effective and
7. Conduct a planning study to determine the most cost-effective and practical means for replacing the 80-year-old
4. Celebrate the 100-year anniversary of Evanston's filtration plant in conjunction with National Drinking Water
efficient use of capital improvement funding
5. Continue the annual water main replacement program at the rate of 1% of the distribution system replaced per
6. Complete other major distribution system improvements including repainting and repair of the South Standpipe
3. Continue to develop and implement a strategy to expand Evanston’s wholesale water customer base, including
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7100 WATER DEPARTMENT
61010 REGULAR PAY 	3,023,244 	3,118,072 	3,118,073 	3,167,207
61050 PERMANENT PART‐TIME 	1,977 	18,579
61060 SEASONAL EMPLOYEES 	12,007 	32,640 	21,640 	10,400
61071 INTERNSHIP PROGRAM 	6,317 	12,480 	12,480 	12,480
61072 JOB TRAINING PROGRAM 	34,320 	124,800 	73,000 	93,600
61110 OVERTIME PAY 	106,932 	99,325 	136,500 	99,325
61114 SNOW OT 	(490)
61210 LONGEVITY 	47,627 	48,853 	48,853 	61,040
61410 SHIFT DIFFERENTIAL 	15,607
61415 TERMINATION PAYOUTS 	353
61420 ANNUAL SICK LEAVE PAYOUT 	45,811
61430 OTHER PAYOUTS 	9,079
61510 HEALTH INSURANCE 	559,629 	594,780 	594,779 	614,534
61615 LIFE INSURANCE 	1,582 	1,612 	1,612 	1,693
61625 AUTO ALLOWANCE 	5,366 	4,980 	4,980 	4,980
61626 CELL PHONE ALLOWANCE 	71 	360 	360 	360
61630 SHOE ALLOWANCE 	5,346 	5,130 	5,830 	5,425
61710 IMRF 	331,674 	358,813 	358,813 	355,107
61725 SOCIAL SECURITY 	197,281 	198,842 	198,841 	203,046
61730 MEDICARE 	46,519 	46,503 	46,504 	47,217
62180 STUDIES 	125,974 	402,000 	402,000 	327,000
62210 PRINTING 	7,703 	13,000 	6,500 	7,000
62225 BLDG MAINTENANCE SERVICES 	2,500 	2,500 	2,500
62230 IMPROVEMENT MAINT SERVICE 	44,263 	53,500 	45,000 	51,000
62235 OFFICE EQUIPMENT MAINT 	1,600 	1,600 	1,600
62245 OTHER EQMT MAINTENANCE 	23,618 	37,400 	37,400 	103,400
62273 LIEN FILING FEES 	520 	1,500 	1,500 	1,500
62275 POSTAGE CHARGEBACKS 	2,055 	9,500 	6,500 	6,500
62295 TRAINING & TRAVEL 	17,852 	22,200 	20,700 	22,200
62305 RENTAL OF AUTO‐FLEET MAINTEN. 	122,751 	122,751 	122,751 	122,751
62309 RENTAL OF AUTO REPLACEMENT 	76,957
62315 POSTAGE 	17,195 	19,500 	19,500 	19,500
62340 COMPUTER LICENSE & SUPPORT 	55,849 	61,691 	39,091 	69,500
62360 MEMBERSHIP DUES 	1,961 	2,760 	2,747 	3,460
62380 COPY MACHINE CHARGES 	6,194 	1,200 	1,200 	1,200
62381 COPY MACHINE LEASES 	2,000 	2,000 	2,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 	19,817 	40,000 	25,000 	40,000
62420 MWRD FEES 	957,085 	481,100 	351,200 	502,400
62455 WTR/SWR BILL PRINT AND MAIL CO 	3,147 	12,800 	12,800 	12,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 	7,460 	15,000 	15,000 	15,000
62463 WATER MAINTENANCE CONTRACTS 	62 	1,000 	1,000 	1,000
62465 OUTSIDE LABARATORY COSTS (HLTH 	3,964 	19,500 	19,500 	19,500
62705 BANK SERVICE CHARGES 	23,181
62716 BOND ISSUANCE COSTS 	29,990
64005 ELECTRICITY 	736,436 	950,000 	950,000 	950,000
64015 NATURAL GAS 	171,563 	120,000 	120,000 	120,000
64505 TELECOMMUNICATIONS ‐ CARRIER L 	7,581 	9,400 	9,400 	9,400
64540 TELECOMMUNICATIONS ‐ WIRELESS 	12,036 	16,005 	18,520 	17,550
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65005 AGRI/BOTANICAL SUPPLIES 	815 	1,000 	1,000 	1,000
65010 BOOKS, PUBLICATIONS, MAPS 	4,018 	9,550 	9,550 	7,550
65015 CHEMICALS 	330,726 	505,000 	459,000 	530,000
65020 CLOTHING 	3,402 	4,900 	4,900 	4,900
65030 PHOSPHATE CHEMICALS 	61,517 	99,000 	90,000 	104,000
65035 PETROLEUM PRODUCTS 	7,643 	15,500 	15,500 	15,500
65040 JANITORIAL SUPPLIES 	2,530 	6,400 	6,400 	6,400
65050 BLDG MAINTENANCE MATERIAL 	7,316 	7,500 	7,500 	7,500
65051 MATERIALS‐ STREETS DIVISION 	20,823 	27,600 	27,600 	27,600
65055 MATER. TO MAINT. IMP. 	132,442 	150,000 	150,000 	160,000
65060 MATER. TO MAINT. AUTOS 	139
65070 OFFICE/OTHER EQT MTN MATL 	159,711 	193,200 	145,600 	183,200
65075 MEDICAL & LAB SUPPLIES 	11,034 	17,000 	17,000 	17,000
65080 MERCHANDISE FOR RESALE 	35,847 	35,000 	30,000 	35,000
65085 MINOR EQUIPMENT & TOOLS 	7,461 	7,500 	7,769 	7,500
65090 SAFETY EQUIPMENT 	6,635 	5,800 	5,800 	8,800
65095 OFFICE SUPPLIES 	3,297 	5,000 	5,000 	5,000
65105 PHOTO/DRAFTING SUPPLIE 	233 	400 	729 	400
65515 OTHER IMPROVEMENTS 	235,197 	8,065,700 	5,375,000 	10,170,000
65550 AUTOMOTIVE EQUIPMENT 	81,000 	124,200 	184,600
65555 PERSONAL COMPUTER EQUIPMENT 	10,000 	30,000 	26,200 	12,000
65702 WATER GENERAL PLANT 	64,112 	152,500 	138,733 	173,500
66020 TRANSFERS TO OTHER FUNDS
66130 TRANSFER TO INSURANCE FUND 	468,493 	468,492 	468,492 	468,492
66131 TRANSFER TO GENERAL FUND 	3,356,300 	3,356,300 	3,356,300 	3,369,559
68010 DEPRECIATION EXPENSE 	1,273,579
68205 CONTINGENCIES 	252 	1,000 	1,000 	1,000
68305 DEBT SERVICE‐PRINCIPAL 	237,039 	931,739 	931,739 	1,365,209
68315 DEBT SERVICE‐INTEREST 	161,937 	‐ 	‐ 	‐
7100 WATER DEPARTMENT 	13,527,964 	21,242,178 	18,260,686 	23,989,735
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Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Sewer Fund
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 2.00
Full-Time Regular 4.00
Full-Time Regular 1.00
7400 Total
13.00
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Operations 14,115,210 12,908,000 12,922,700 12,922,700
Debt Proceeds 4,003,385 4,000,000 2,000,000 -
Debt Proceeds - IEPA Loan - 3,100,000 2,900,000 2,190,000
Investment Earnings 2,962 1,000 1,300 1,000
Grants - MWRD - 822,500 822,500 -
Miscellaneous - 18,865 4,165 4,165
Total Revenues 18,121,557 20,850,365 18,650,665 15,117,865
Expenses
7400 - Sewer Operations 5,113,284 2,134,549 1,798,810 2,260,545
7410 - Other Operating Expenses 48,098 43,300 23,300 129,500
7411 - Interfund Transfers Out (excluding Fleet) 412,188 602,399 602,399 622,316
7415 - Capital Outlay - 20,600 17,803 47,500
7420 - Capital Improvement Account 50,243 4,922,500 4,722,500 3,225,000
7500 - Debt Service 2,447,913 11,542,740 11,542,740 9,994,259
Total Expenses 8,071,726 19,266,088 18,707,552 16,279,120
Net Surplus (Deficit) 10,049,831 1,584,277 (56,887) (1,161,255)
Beginning Unrestricted Fund Balance 3,513,271 4,199,578 4,142,691
Reclassification from Fund Balance to Capital
Assets (9,363,524)
Ending Unrestricted Fund Balance 4,199,578 4,142,691 2,981,436
City of Evanston
Sewer Fund Summary (Fund #515)
Sewer Fund Total
Position Description
Division Chief, Distribution
Engineering / GIS Technicians
Water/Sewer Crew Leader
Water Worker III
13.00
Sewer Supervisor
Water Worker I
Water Worker II
Plumbing Inspector
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City of Evanston
Sewer Fund Summary (Fund #515)
Notes for Financial Summary
1. Debt service is reduced in the FY 2014 budget due to retirement of several outstanding loans/bonds.
2. Target Unrestricted Fund Balance in the Sewer Fund is $2,500,000.
Performance Report on FY 2013 Major Program Objectives
FY 2014 Department Initiatives
1. Manage rehabilitation of an additional 1.33 miles of large diameter sewers. State low-interest loan
funding will also be used to fund this project.
2. Continue the annual CIPP sewer rehabilitation program (small diameter sewers) at a rate of 1% of the
combined sewer system rehabilitated per year.
3. Continue to coordinate the inspection and repair of sewer mains in advance of the street resurfacing
program.
4. Continue to repair/replace combined sewer structures on streets being resurfaced.
5. Continue preventative maintenance cleaning and inspection of sewer mains and drainage structures.
6. Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA
requirements.
Annual capital improvement programs included rehabilitating sewers through cured in place pipe (CIPP) lining,
repairing sewers and drainage structures on streets being resurfaced, and emergency sewer repairs. Additional
capital improvements included rehabilitation of 1.56 miles of the City's 7.2-mile network of large diameter sewers
that are over 100 years old. The Utilities Department was successful in applying for a state low-interest loan to
fund this project.
Sewer Division crews conducted preventative maintenance including cleaning the sewer system in one-third of the
City on an annual basis, as well as contracting out the application of root treatments in one-third of the sewer
system to prevent sewer blockages due to tree root intrusion. Crews cleaned over 2,800 drainage structures and
flushed over 25,000 feet of sewer pipe. The Division continues to replace or repair deteriorated drainage
structures and manholes, as well as collapsing sewer mains. The crews also performed all of the closed circuit TV
inspections of the sewers under streets to be resurfaced in 2013, in order to determine the repairs needed prior to
paving the streets.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7400 SEWER DEPARTMENT
61010 REGULAR PAY 841,073 806,782 806,782 880,143
61060 SEASONAL EMPLOYEES 6,678 4,800 4,800 4,800
61072 JOB TRAINING PROGRAM 31,200
61110 OVERTIME PAY 41,655 30,000 65,000 30,000
61114 SNOW OT 59
61210 LONGEVITY 15,325 12,725 12,725 16,716
61410 SHIFT DIFFERENTIAL 28
61420 ANNUAL SICK LEAVE PAYOUT 4,285
61430 OTHER PAYOUTS 13,055
61447 OPEB EXPENSES 8,823
61510 HEALTH INSURANCE 139,878 167,692 167,692 182,815
61615 LIFE INSURANCE 321 339 338 403
61626 CELL PHONE ALLOWANCE 297
61630 SHOE ALLOWANCE 2,132 1,720 1,852 1,860
61710 IMRF 91,890 92,850 92,850 98,654
61725 SOCIAL SECURITY 55,178 51,255 51,255 55,941
61730 MEDICARE 12,904 11,987 11,987 13,083
61815 IMRF PENSION CONTRIBUTIONS 11,281
62180 STUDIES 24,996 20,000 75,000
62230 IMPROVEMENT MAINT SERVICE 15,000 10,800 15,000
62245 OTHER EQMT MAINTENANCE 5,822 6,000 6,000 6,000
62295 TRAINING & TRAVEL 2,261 3,000 2,000 3,000
62305 RENTAL OF AUTO-FLEET MAINTEN. 177,729 177,729 177,729 177,729
62315 POSTAGE 16,364 17,000 17,000 17,000
62340 COMPUTER LICENSE & SUPPORT 2,100 2,300 2,300 2,300
62360 MEMBERSHIP DUES 200 200 200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 31,916 40,000 28,000 40,000
62421 NPDES FEES - SEWER 21,002 21,000 21,000 21,000
62455 WTR/SWR BILL PRINT AND MAIL CO 2,643 9,800 5,000 9,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 7,793 15,000 10,000 15,000
62461 SEWER MAINTENANCE CONTRACTS 143,074 715,000 715,000 730,000
62705 BANK SERVICE CHARGES 48,595
64540 TELECOMMUNICATIONS - WIRELESS 2,777 3,470 4,000 5,200
65015 CHEMICALS 284 1,600 1,200 1,600
65020 CLOTHING 1,086 1,300 1,300 1,300
65040 JANITORIAL SUPPLIES 400 400 400
65050 BLDG MAINTENANCE MATERIAL 5,144
65051 MATERIALS- STREETS DIVISION 16,618 27,600 27,600 27,600
65055 MATER. TO MAINT. IMP. 58,825 60,000 45,000 60,000
65070 OFFICE/OTHER EQT MTN MATL 4,473 7,000 7,000 7,000
65080 MERCHANDISE FOR RESALE 35,000
65085 MINOR EQUIPMENT & TOOLS 2,921 3,500 3,500 3,500
65090 SAFETY EQUIPMENT 3,734 3,800 3,800 6,800
65515 OTHER IMPROVEMENTS 48,098 4,422,500 4,222,500 2,710,000
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65550 AUTOMOTIVE EQUIPMENT 347,000 18,000 329,000
65555 PERSONAL COMPUTER EQUIPMENT 8,519 8,600 8,600
65625 FURNITURE, FIXTURE & EQUIPMENT 5,605 12,000 9,203 47,500
66020 TRANSFERS TO OTHER FUNDS 99,650
66026 TRANSFER TO DEBT SERVICE FUND 190,211 190,211 207,284
66130 TRANSFER TO INSURANCE FUND 269,988 269,988 269,988 269,988
66131 TRANSFER TO GENERAL FUND 142,200 142,200 142,200 145,044
68010 DEPRECIATION EXPENSE 3,224,734
68305 DEBT SERVICE-PRINCIPAL 10,357,655 10,357,655 8,810,003
68315 DEBT SERVICE-INTEREST 2,447,913 1,185,085 1,185,085 1,184,257
7400 SEWER DEPARTMENT 8,071,726 19,266,088 18,707,552 16,279,120
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Total Full-Time Equivalent Positions
Employee Status Description 2014 Position FTE
Full-Time Regular 1.00
7685 Total 1.00
Full-Time Regular 8.00
7690 Total 8.00
9.00
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Property Tax Transfer from General Fund 1,245,967 1,245,967 1,245,967 1,055,967
Solid Waste Franchise Fees 129,387 175,000 175,000 175,000
SWANCC Recycling Incentive 52,408 140,000 25,000 25,000
Sanitation Charges 2,954,908 2,954,033 2,954,033 3,334,033
Sanitation Svc. Chg. Penalty 52,865 30,000 45,000 45,000
Special Pickup Fees 57,298 100,000 100,000 100,000
State Recycling Grant 19,349
Investment Income 78
Trash Cart Sales 32,246 15,000 21,300 15,000
Yard Waste Fee 191,057 350,000 220,000 220,000
Total Revenues $ 4,735,563 $ 5,010,000 $ 4,786,300 $ 4,970,000
Expenses
Refuse Collection & Disposal 2,885,439 3,259,584 3,002,984 3,372,698
Residential Recycling Collection 1,114,327 1,254,388 1,155,885 1,186,134
Yard Waste Collection 611,971 750,250 600,125 750,250
Total Expenses 4,611,737	$ $ 5,264,222 4,758,994	$ 5,309,082	$
NET SURPLUS (DEFICIT) $ 123,826 $ (254,222) $ 27,306 $ (339,082)
Beginning Fund Balance (1,571,711) (1,447,885) (1,420,579)
Ending Fund Balance (1,447,885) (1,420,579) (1,759,661)
Description of Major Activities:
7685 REFUSE COLLECTION AND DISPOSAL
Equipment Operator II
7690 RESIDENTIAL RECYCLING COLLECTION
City of Evanston
Solid Waste (Fund #520)
Yard waste removal service is provided once per week to all qualified residential units under the Solid Waste
Fund. Yard waste collection runs from the first week of April through the first week of December. During the fall,
yard waste operations increase dramatically with the addition of leaf collection. This Fund is responsible for costs
associated with leaf collection. All residential streets posted with alternate parking signs are cleaned at least twice
during the leaf collection operation. This seven-week operation begins in mid-October and continues until the end
of November. Streets requiring special posting are cleaned during the first two weeks of November.
The Solid Waste Agency of Northern Cook County (SWANCC) provides a recycling incentive rebate that is based
on the tons of recycled material collected. The incentive is used to offset operational costs.
Full refuse-removal service is provided once per week to all family residences of 1-4 units under this program
element. Twenty routes are scheduled for a four-day work week (Monday through Thursday). Condominium
buildings and cooperative apartment units are serviced twice a week by a private hauler.
Position Description
Equipment Operator II
Solid Waste Fund Total
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7600 SOLID WASTE FUND
61010 REGULAR PAY 397,694 526,454 460,000 533,625
61060 SEASONAL EMPLOYEES 34,513 50,000 47,000 50,000
61110 OVERTIME PAY 15,207 22,000 22,000 22,000
61114 SNOW OT 477
61210 LONGEVITY 5,753 5,480 5,480 6,900
61410 SHIFT DIFFERENTIAL 55
61415 TERMINATION PAYOUTS 4,195
61447 OPEB EXPENSES 6,789
61510 HEALTH INSURANCE 158,322 114,000 114,000 106,620
61615 LIFE INSURANCE 255 220 220 226
61630 SHOE ALLOWANCE 1,025 1,240 1,240 1,395
61710 IMRF 46,887 60,268 60,268 59,458
61725 SOCIAL SECURITY 29,400 36,442 36,442 37,022
61730 MEDICARE 6,876 8,535 8,535 8,658
61815 IMRF PENSION CONTRIBUTIONS 8,970
62210 PRINTING 19,289
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 149 900 400 900
62305 RENTAL OF AUTO-FLEET MAINTEN. 298,071 298,071 298,071 298,071
62309 RENTAL OF AUTO REPLACEMENT 177,131 177,131 177,131 177,131
62380 COPY MACHINE CHARGES 1,326 1,326 1,326 1,326
62390 CONDOMINIUM REFUSE COLL 375,833 392,080 392,080 399,950
62405 SWANCC DISPOSAL FEES 739,789 1,000,000 800,000 1,000,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 2,215,720 2,457,276 2,277,276 2,493,000
64005 ELECTRICITY 4,356
64015 NATURAL GAS 4,060
65015 CHEMICALS 200 200 200
65020 CLOTHING 1,250 625 1,250
65055 MATER. TO MAINT. IMP. 247 400 200 400
65085 MINOR EQUIPMENT & TOOLS 174 700 700 700
65090 SAFETY EQUIPMENT 182 1,000 500 1,000
65125 OTHER COMMODITIES 750 300 750
65625 FURNITURE, FIXTURE & EQUIPMENT 7,160 25,000 15,000 25,000
68310 DEBT SERVC OTHER AGENCIES 51,832 83,300 40,000 83,300
68315 DEBT SERVICE-INTEREST - - - -
7600 SOLID WASTE FUND 4,611,737 5,264,222 4,758,994 5,309,082
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City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 	1.00
Full-Time Regular 	1.00
7705 Total
Full-Time Regular 	8.00
Full-Time Regular 	1.00
Full-Time Regular 	1.00
7710 Total
Fleet Fund Total 	12.00
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
General Fund 	2,457,356 	2,507,356 	2,507,356 	2,507,356
Library Fund 	2,381 	2,381 	2,381 	2,381
Parking Fund 	21,992 	21,992 	21,992 	21,992
Water Fund 	122,751 	122,751 	122,751 	122,751
Sewer Fund 	475,800 	177,729 	177,729 	177,729
Solid Waste Fund 	- 	298,071 	298,071 	298,071
Sale of Surplus Property 	472 	- 	- 	-
Damage to City Property 	- 	24,798 	24,798 	24,798
Additional Transfer from General Fund 	600,000
Miscellaneous Revenue 	48,014 	10,000 	10,000 	10,000
Interest Income 	409 	1,000 	1,000 	1,000
Total Revenues 	3,129,175 	3,166,078 	3,766,078 	3,166,078
Expenditures
General Support 	237,447 	292,007 	265,581 	293,619
Major Maintenance 	3,097,799 	3,217,058 	3,013,112 	3,284,528
Transfer to Equipment Replacement Fund 	7,858,900 	- 	- 	-
Total Expenditures 	11,194,146 	3,509,065 	3,278,693 	3,578,147
Net Surplus (Deficit) 	(8,064,971) 	(342,987) 	487,385 	(412,069)
Beginning Fund Balance 	1,639,611 	(107,097) 	380,288
Reclassification from Fund Balance to
Capital Assets 6,318,263 	- 	-
Ending Fund Balance 	(107,097) 	380,288 	(31,781)
10.00
Auto Shop Supervisor
Equipment Mechanic III
Fleet Operations Coordinator
Lead Mechanic
2.00
Position Description
Fleet Services Manager
General Support
Major Maintenance
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City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Performance Report on FY2013 Major Program Objectives
2012 Department Initiatives
FY2014 Department Initiatives
1. Maintain the 10-year vehicle/equipment replacement and funding requirements schedule.
2. Continue to explore opportunities to "right-size" the fleet where applicable without affecting timely city
services.
3. Complete vehicle prevention and maintenance schedules at a 95% rate.
4. Provide timely repair services so as to maintain an overall downtime of less than 6% on a monthly
basis.
5. Complete training of each new employee prior to placing a new vehicle/equipment into service.
6. Provide each employee with at least one training opportunity annually to enhance technical and
interpersonal skills.
7. Expand use of fleet management software in order to improve timely customer service.
8. Conduct internal analysis of overall Fleet Services operations, including parts purchasing and
inventory, work order process, accurate billable hours/mechanic, preventative maintenance schedules,
etc., to identify potential improvements in service.
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
programmed vehicle replacements were completed prior to December 2012. Snowplows were sandblasted
and repainted as needed prior to December 2012.
The Major Maintenance Account and Sales of Surplus Vehicles accounts were moved to Equipment
Replacement Fund # 601 in FY2011 for FY2012.
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. 	All
programmed vehicle replacements are planned to be completed prior to December 2013
The Capital Outlay Account and Sales of Surplus Vehicles accounts were moved to Equipment Replacement
Fund # 601 in FY2011 for FY2012.
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2012 	2013 	2013 	2014
Actual 	Budget 	Estimate 	Adopted
00600 FLEET SERVICES
61010 	REGULAR PAY 	799,242 	830,206 	770,000 	847,577
61110 	OVERTIME PAY 	38,695 	33,248 	27,000 	33,248
61114 	SNOW OT 	9,385
61210 	LONGEVITY 	10,915 	10,620 	10,620 	13,032
61410 	SHIFT DIFFERENTIAL 	32 	4,856 	500 	2,297
61420 	ANNUAL SICK LEAVE PAYOUT 	2,778
61447 	OPEB EXPENSES 	10,236
61510 	HEALTH INSURANCE 	195,847 	182,968 	183,851 	201,961
61615 	LIFE INSURANCE 	424 	446 	450 	466
61625 	AUTO ALLOWANCE 	1,907 	1,896 	1,896 	1,896
61626 	CELL PHONE ALLOWANCE 	676 	672 	672 	672
61630 	SHOE ALLOWANCE 	1,859 	1,550 	1,500 	1,550
61710 	IMRF 	87,605 	95,266 	95,266 	94,667
61725 	SOCIAL SECURITY 	51,087 	52,621 	52,621 	53,327
61730 	MEDICARE 	11,948 	12,307 	12,307 	12,472
62205 	ADVERTISING 	105 	7,498 	250 	7,498
62235 	OFFICE EQUIPMENT MAINT 	160 	2,900 	1,900 	2,900
62240 	AUTOMOTIVE EQMP MAINT 	10,779 	20,000 	18,000 	20,000
62245 	OTHER EQMT MAINTENANCE 	2,422 	10,700 	15,000 	10,700
62275 	POSTAGE CHARGEBACKS 	15 	200 	200
62280 	OVERNIGHT MAIL CHARGES 	18
62295 	TRAINING & TRAVEL 	2,782 	3,000 	2,800 	3,000
62315 	POSTAGE 	53
62340 	COMPUTER LICENSE & SUPPORT 	4,669 	10,395 	8,000 	10,395
62355 	LAUNDRY/OTHER CLEANING 	14,221 	7,000 	13,500 	7,000
62360 	MEMBERSHIP DUES 	786 	1,517 	1,000 	1,517
62375 	RENTALS 	3,195 	2,499 	2,499
62380 	COPY MACHINE CHARGES 	519 	519 	500 	519
64505 	TELECOM - CARRIER LINE CHARGES 	3,217 	4,744 	3,800 	4,744
64540 	TELECOMMUNICATIONS - WIRELESS 	1,289 	2,250 	1,500 	2,250
65010 	BOOKS, PUBLICATIONS, MAPS 	1,000 	500 	1,000
65015 	CHEMICALS 	9,764 	13,000 	11,000 	13,000
65020 	CLOTHING 	750 	750 	750
65035 	PETROLEUM PRODUCTS 	970,840 	1,020,000 	978,500 	1,020,000
65040 	JANITORIAL SUPPLIES 	257 	667 	600 	667
65045 	LICENSING/REGULATORY SUPP 	15,180 	83,300 	5,700 	83,300
65050 	BLDG MAINTENANCE MATERIAL 	1,672 	1,300 	8,656 	33,000
65055 	MATER. TO MAINT. IMP. 	438 	3,000 	1,500 	3,000
65060 	MATER. TO MAINT. AUTOS 	929,112 	950,000 	935,000 	950,000
65065 	TIRES & TUBES 	98,276 	90,000 	70,000 	90,000
65085 	MINOR EQUIPMENT & TOOLS 	12,260 	19,000 	15,000 	19,000
65090 	SAFETY EQUIPMENT 	5,812 	666 	3,000 	666
65095 	OFFICE SUPPLIES 	1,679 	2,000 	1,500 	2,000
65550 	AUTOMOTIVE EQUIPMENT 	69
65620 	OFFICE MACH. & EQUIP. 	385
66020 	TRANSFERS TO OTHER FUNDS 	7,859,262
66025 	TRAN.TO DS FUND- ERI DEBT SERV 	22,274 	24,054 	24,054 	24,927
68205 	CONTINGENCIES 	450 	450
00600 FLEET SERVICES 	11,194,146 	3,509,065 	3,278,693 	3,578,147
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues
General Fund 	1,742,590 	1,242,590 	1,242,590 	1,242,590
Library Fund 	1,700 	1,700 	1,700 	1,700
Parking Fund 	30,000 	30,000 	30,000 	30,000
Water Fund 	- 	- 	- 	-
Sewer Fund 	- 	- 	- 	-
Solid Waste Fund 	177,131 	177,131 	177,131 	177,131
Sale of Surplus Property 	304,108 	210,217 	150,000 	210,217
Bond Proceeds 	1,000,000
Miscellaneous Revenue 	32,898 	5,000
Transfer from Fleet Fund 	7,858,900 	-
Total Revenues 	10,147,327 	1,661,638 	1,606,421 	2,661,638
Expenditures
Capital Outlay 	1,440,911 	2,400,000 	1,515,000 	2,494,000
Carryover Capital Outlay 	218,733 	200,000
Capital Leases 	34,349 	50,000 	50,000 	50,000
Total Expenditures 	1,475,260 	2,450,000 	1,783,733 	2,744,000
Net Surplus (Deficit) 	8,672,067 	(788,362) 	(177,312) 	(82,362)
Beginning Fund Balance 	- 	1,500,482 	1,323,170
Reclassification from Fund Balance to
Capital Assets (7,171,585)
Ending Unrestricted Fund Balance 	1,500,482 	1,323,170 	1,240,808
Description of Major Activities
City Of Evanston
Equipment Replacement Fund Summary (Fund #601)
The Equipment Replacement Fund accounts for all vehicle and equipment replacement purchases, new
additions to the fleet, and some rental and lease activities not included in another fund as outlined in the
Equipment Replacement Plan. The Equipment Replacement Fund was created as part of the FY 2012
Budget. 	Charges associated with the Equipment Replacement Fund were previously part of the Fleet
Services Fund.
FY 2014 budgeted expenses include the payment of $200,000 in vehicles ordered in 2013 but delivered
in 2014; FY 2014 budgeted expenses include $1.5m in new vehicle expenses. 	FY 2013 estimated
expenses include $220,000 in vehicles ordered in 2012 but delivered in 2013.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7780 EQUIPMENT REPLACEMENT
62375 RENTALS 	25,000 	25,000 	25,000
62402 VEHICLE LEASE CHARGES 	34,349 	25,000 	25,000 	25,000
62730 GAIN/LOSS SALE FIXED ASST
65550 AUTOMOTIVE EQUIPMENT 	2,400,000 	1,733,733 	2,694,000
68010 DEPRECIATION EXPENSE 	1,440,911 	‐ 	‐ 	‐
7780 EQUIPMENT REPLACEMENT 	1,475,260 	2,450,000 	1,783,733 	2,744,000
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Total Full-Time Equivalent Positions
Employee Status Description FY 2014 Position
FTE
Risk Management
Full-Time Regular 	1.00
Full-Time Regular 	1.00
Full-Time Regular 	Safety Specialist 	1.00
Full-Time Regular 	1.00
7800 Total 	4.00
Employee Benefits
Full-Time Regular 	1.00
7801 Total 	1.00
5.00
Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenue By Source
General Admin Contribution- General Fund 	121,207 	121,204 	121,204 	121,204
General Admin Contribution- E911 	930 	930 	930 	930
General Admin Contribution- CDBG 	930 	930 	930 	930
General Admin Contribution- E.D. 	930 	930 	930 	930
General Admin Contribution- Parking 	17,032 	17,032 	17,032 	17,032
General Admin Contribution- Water Fund 	24,962 	24,962 	24,962 	24,962
General Admin Contribution- Sewer Fund 	14,385 	14,385 	14,385 	14,385
Liability/Property Contribution- General Fund 	909,150 	909,150 	909,150 	909,150
Liability/Property Contribution- E911 	6,972 	6,972 	6,972 	6,972
Liability/Property Contribution- CDBG 	6,972 	6,972 	6,972 	6,972
Liability/Property Contribution- E.D. 	6,972 	6,972 	6,972 	6,972
Liability/Property Contribution- Parking Fund 	127,731 	127,731 	127,731 	127,731
Liability/Property Contribution- Water Fund 	187,209 	187,209 	187,209 	187,209
Liability/Property Contribution- Sewer Fund 	107,887 	107,887 	107,887 	107,887
Workers' Comp Contribution- General Fund 	1,244,860 	1,244,860 	1,244,860 	1,244,860
Workers' Comp Contribution- Library Fund 	5,898 	5,898 	5,898 	40,000
Workers' Comp Contribution- E911 	9,546 	9,546 	9,546 	9,546
Workers' Comp Contribution- CDBG 	9,546 	9,546 	9,546 	9,546
Workers' Comp Contribution- E.D. 	9,546 	9,546 	9,546 	9,546
Workers' Comp Contribution- Parking Fund 	174,886 	174,886 	174,886 	174,886
Workers' Comp Contribution- Water Fund 	256,322 	256,322 	256,322 	256,322
Workers' Comp Contribution- Sewer Fund 	147,716 	147,716 	147,716 	147,716
Subrogation Proceeds 	121,394 	83,300 	100,000 	100,000
Transfer from General Fund -
Casualty Loss Acct 200,000 	- 	500,000 	-
Investment Income 	470 	41,650 	- 	1,000
Workers Comp & Liability - Subtotal 	3,713,453 	3,516,536 	3,991,586 	3,526,688
City of Evanston
Insurance Fund Summary (Fund #605)
Position Description
Insurance Fund Total
Assistant City Attorney
Executive Secretary (to Department Head)
Insurance Administrator
Workers' Comp and Safety Manager
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City of Evanston
Insurance Fund Summary (Fund #605)
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Health Insurance Chargebacks- General Fund 	7,602,935 	8,232,350 	8,232,350 	8,780,657
Health Insurance Chargebacks - Library Fund 	308,920 	318,681 	318,681 	366,065
Health Insurance Chargebacks - NSP2 Fund 	15,635 	16,390 	16,390 	6,863
Health Insurance Chargebacks- E911 Fund 	77,647 	81,545 	81,545 	71,410
Health Insurance Chargebacks- CDBG 	10,780 	12,586 	12,586 	31,521
Health Insurance Chargebacks- E.D. Fund 	57,886 	56,081 	56,081 	49,098
Health Insurance Chargebacks- HOME Fund 	- 	- 	- 	2,735
Health Insurance Chargebacks- Parking Fund 	184,229 	170,588 	170,588 	171,325
Health Insurance Chargebacks- Water Fund 	561,211 	596,392 	596,392 	616,227
Health Insurance Chargebacks- Sewer Fund 	140,200 	168,030 	168,030 	183,218
Health Insurance Chargebacks - Solid Waste 	158,577 	114,220 	114,220 	106,846
Health Insurance Chargebacks- Fleet Fund 	196,271 	183,414 	183,414 	202,427
Retiree Health Insurance Contributions 	1,599,166 	1,684,894 	1,684,894 	1,970,647
Employee Health Insurance Contributions 	1,357,679 	1,760,276 	1,760,276 	1,706,017
One Time IPBC Distribution 	200,000 	300,000 	300,000 	300,000
Health & Life insurance - Subtotal 	12,471,136 	13,695,447 	13,695,447 	14,565,056
Total Revenues 	16,184,589 	17,211,983 	17,687,033 	18,091,744
Expenditures
General Administration & Support 	377,089 	294,093 	303,893 	409,548
Auditing 	- 	25,000 	- 	-
Liability/Property Insurance Premiums 	417,853 	470,000 	455,514 	470,000
Liability Legal Fees 	723,847 	350,000 	350,000 	350,000
Settlement costs - Liability 	1,065,006 	400,000 	420,000 	400,000
Transfer to Debt Service to ERI 	7,709 	8,325 	8,325 	8,627
Workers' Comp Insurance Premiums 	108,284 	114,400 	114,400 	114,400
Workers' Comp Legal Fees 	56,776 	80,500 	50,000 	80,500
Workers' Comp Medical Payments 	510,510 	800,000 	500,000 	600,000
Workers' Comp Settlement Payments 	1,003,026 	1,100,000 	1,100,000 	1,100,000
Workers' Comp TPA Pymts (non specific) 	121,542 	145,000 	110,000 	125,000
Workers' Comp TTD Pymts (non sworn) 	1,417 	- 	- 	-
Workers' Comp & Liability - Subtotal 	4,393,059 	3,787,318 	3,412,132 	3,658,075
General Administration & Support 	8,951 	94,093 	94,093 	99,805
Health Insurance Premiums 	12,983,241 	13,458,615 	13,458,615 	14,217,604
Health Insurance Opt Out Payments 	51,065 	84,000 	60,000 	91,800
Health & Life Insurance - Subtotal 	13,043,257 	13,636,708 	13,612,708 	14,409,209
Total Expenditures 	17,436,316 	17,424,026 	17,024,840 	18,067,284
Workers' Comp & Liability
Surplus (Deficit) (679,606) 	(270,782) 	579,454 	(131,387)
Health & Life Insurance Surplus (Deficit) 	(572,121) 	58,739 	82,739 	155,847
Net Surplus (Deficit) 	(1,251,727) 	(212,043) 	662,193 	24,460
Beginning Fund Balance 	(6,124,772) 	(7,376,499) 	(6,714,306)
Ending Fund Balance 	(7,376,499) 	(6,714,306) 	(6,689,846)
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City of Evanston
Insurance Fund Summary (Fund #605)
Description of Major Activities
The City maintains excess liability coverage for general tort matters. The City's self-insured retention is $1,250,000. The
City also maintains insurance in the areas of property, inland marine, and paramedic. 	Claims are recorded when a
determinable loss has been incurred, including reported losses and an estimated amount for losses incurred, but not yet
reported, at year-end. 	The general liability claims account is administered by the Law Department. 	The worker's
compensation account is administered by the Administrative Services Department.
FY 2014 Fund Initiatives
• 	Continue to work with Departments to establish short and long term goals to address issues identified in the
2012 Safety Audit conducted by CCMSI.
• 	Continue to work with Departments to identify and support training needs specific to their employees and their
safety issues - identified in 2012 audit.
• 	Continue to work with Facilities management to establish short and long term goals to address facility issues
identified in the 2012 audit.
• 	Continue to update and/or create missing safety policies that support the safety of our employees - suggestions
presented in 2012 audit.
• 	Continue to identify and support city-wide training needs of employees that will increase safety and reduce
employee injuries.
Performance Report on FY 2013 Initiatives
• 	Worker's Compensation claims which require legal representation are still being handled by outside legal support.
• 	The City is continuing to encourage Pro Se settlements when possible.
• 	Short term goals concerning injury prevention addressed with Streets & Sanitation and Parks & Forestry at the beginning
of the year; Facilities Management and Fleet Services addressed mid-year and still in process; and, Utilities and Parking
Meter Repair to be addressed late Fall through the end of the year.
• 	Work continues with Facilities management to establish short and long term goals to address facility issues identified in the
2012 audit.
• 	City-wide Safety Committee has taken on the task of reviewing the City's Safety Manual, updating as needed .Identify and
support city-wide training needs of employees that will increase safety and reduce employee injuries.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7800 INSURANCE DEPARTMENT
61010 REGULAR PAY 314,211 275,624 285,542 362,130
61110 OVERTIME PAY 886
61210 LONGEVITY 1,513 1,783 1,783 1,840
61420 ANNUAL SICK LEAVE PAYOUT 851
61510 HEALTH INSURANCE 56,171 56,170 55,621
61615 LIFE INSURANCE 220 220 153
61625 AUTO ALLOWANCE 604 600 600 600
61710 IMRF 31,640 31,430 31,430 40,037
61725 SOCIAL SECURITY 19,177 16,771 16,771 22,132
61730 MEDICARE 4,485 3,922 3,922 5,176
62110 AUDITING 9,500 25,000
62130 LEGAL SERVICES - GENERAL 723,847 350,000 350,000 350,000
62205 ADVERTISING 51
62260 SETTLEMENT COSTS - LIABILITY 800,892 400,000 420,000 400,000
62266 TPA SERVICE CHARGES 121,542 145,000 110,000 125,000
62295 TRAINING & TRAVEL 42 417 300 416
62310 CITY WIDE TRAINING 20,000
62615 INSURANCE PREMIUM 487,186 470,000 455,514 470,000
65010 BOOKS, PUBLICATIONS, MAPS 415 415 415
65125 OTHER COMMODITIES 833 833 833
66025 TRAN.TO DS FUND- ERI DEBT SERV 7,709 8,325 8,325 8,627
66040 GENERAL ADMINIST. & SUPPORT 3,081
66044 WORKERS COMP. INSUR.PREMIUMS 108,284 114,400 114,400 114,400
66045 WORKERS COMP LEGAL FEES 56,776 80,500 50,000 80,500
66046 WORKERS COMP. MEDICAL PAYMENTS 510,510 800,000 500,000 600,000
66047 WORKERS COMP. SETTLEMENT PMNTS 1,003,026 1,100,000 1,100,000 1,100,000
66049 WORK.COMP. TTD PMNT(NON SWORN) 1,417
66050 HEALTH INSURANCE PREMIUMS-PPO 9,334,174 9,540,388 9,540,388 10,144,602
66051 HEALTH INSURANCE PREMIUMS- HMO 3,824,058 3,898,227 3,898,227 4,053,002
66054 MEDICARE SUPPL.-SENIORS CHOICE 19,789 20,000 20,000 20,000
66059 HEALTH INS. OPT OUT EXPENSES 51,065 84,000 60,000 91,800
7800 INSURANCE DEPARTMENT 17,436,316 17,424,026 17,024,840 18,067,284
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Financial Summary
2013 	2013 	2014
2012 	Adopted 	Estimated 	Adopted
Actual 	Budget 	Actual 	Budget
Revenues:
Property Taxes 	6,188,393 	6,061,575 	5,800,000 	6,061,575
Personal Property Replacement Tax 	282,000 	280,000 	280,000 	280,000
Interest on Investment 	865,981 	800,000 	800,000 	850,000
Participants' Contribution 	884,170 	922,500 	925,000 	950,000
Unrealized Gain (Loss) 	2,666,737 	- 	- 	-
Misc Income 	184 	- 	- 	-
Total Revenues 	10,887,465 	8,064,075 	7,805,000 	8,141,575
Expenditures:
Administrative Expense 	86,384 	154,000 	50,000 	154,000
Legal Fees 	- 	50,000 	50,000 	50,000
Retirees Pensions 	4,771,574 	4,841,000 	4,850,000 	4,995,500
Widows' Pensions 	1,068,600 	1,090,000 	1,040,000 	1,071,200
Disability Pension 	1,270,314 	1,350,000 	1,325,000 	1,358,125
QUILDRO 	79,832 	75,000 	90,000 	90,000
Reserve for Future Pension Payment 	- 	- 	- 	-
Total Expenditures 	7,276,704 	7,560,000 	7,405,000 	7,718,825
Net Surplus (Deficit) 	3,610,761 	504,075 	400,000 	422,750
Beginning Net Assets held in Trust 	54,893,621 	58,463,916 	58,863,916
Property Tax Adjustment for GAAP Basis 	(40,466)
Ending Net Assets held in Trust 	58,463,916 	58,863,916 	59,286,666
Notes on Financial Summary
$75,000 has been budgeted as a contingency for legal expenses in FY 2014.
Description of Major Activities
City of Evanston
Fire Pension Fund Summary (Fund #700)
Actual Property Tax Revenue for 2012 is calculated based on Generally Accepted Accounting Principles
(GAAP basis). Property Tax Revenues budgeted for 2013 and 2014 reflect tax levies based on an actuary
report before the loss factor. Estimated 2013 Property Tax Revenue number includes cash receipts/charges
from 2012 levy and delinquent payments received or refunds made during 2013.
Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must have a
Fire Pension Fund as prescribed in 40ILCS 5/4-101.
The City Council approved an additional $102,094 in tax levy above the Actuarial Recommendation to make
the 2013 tax levy equal to the 2012 tax levy.
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
8000 FIREFIGHTERS' PENSION
61755 	PENSION-ADMIN. EXPENSE 	86,384 	204,000 	100,000 	204,000
61770 	RETIRED EMPLOYEES PENSION 	4,771,575 	4,841,000 	4,850,000 	4,995,500
61775 	WIDOWS' PENSIONS 	1,068,600 	1,090,000 	1,040,000 	1,071,200
61785 	DISABILITY PENSIONS 	1,270,314 	1,350,000 	1,325,000 	1,358,125
61790 	SEPARATION REFUNDS 	65
61795 	QILDRO'S 	79,766 	75,000 	90,000 	90,000
8000 FIREFIGHTERS' PENSION 	7,276,704 	7,560,000 	7,405,000 	7,718,825
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Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 8,328,717 8,069,325 7,746,552 8,069,325
Personal Property Replacement Tax 325,000 325,000 325,000 325,000
Interest on Investment 2,839,127 2,625,000 2,625,000 2,800,000
Participants Contribution 1,654,851 1,383,750 1,350,000 1,423,000
Misc. Income 125 - - -
Unrealized Gain 4,083,715 - - -
Total Revenues 17,231,535 12,403,075 12,046,552 12,617,325
Expenditures:
Administrative Expense 55,143 250,000 225,000 250,000
Retirees' Pensions 7,303,390 7,500,769 7,700,000 8,056,000
Widows' Pensions 868,955 868,000 850,000 875,500
Disability Pension 653,322 700,000 670,000 700,000
Separation Refunds 116,538 150,000 116,600 275,000
QUILDRO 17,886 18,000 18,000 18,000
Total Expenditures 9,015,234 9,486,769 9,579,600 10,174,500
Net Surplus (Deficit) 8,216,301 2,916,306 2,466,952 2,442,825
Beginning Net Assets held in Trust 72,596,264 80,812,565 83,279,517
Ending Net Assets held in Trust 80,812,565 83,279,517 85,722,342
Notes on Financial Summary
Description of Major Activities
City of Evanston
Police Pension Fund Summary (Fund #705)
Actual Property Tax Revenue for 2012 is calculated based on Generally Accepted Accounting Principles (GAAP
basis). Property Tax Revenues budgeted for 2013 and 2014 reflect tax levies based on an actuary report before
the loss factor. Estimated 2013 Property Tax Revenue number includes cash receipts from 2012 levy and
delinquent payments received and refunds paid during 2012.
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 40ILCS 5/3-101.
2014 employee contributions are increased by 3% over 2013 estimates and include the addition of two new
sworn staff for 2014.
The City Council approved an additional $35,401 in tax levy above the Actuarial Recommendation to make the
2013 tax levy equal to the 2012 tax levy.
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2012
Actual
2013
Budget
2013
Estimate
2014
Proposed
8100 POLICEMENS' PENSION
61755 	PENSION-ADMIN. EXPENSE 	277,747 	250,000 	225,000 	250,000
61770 	RETIRED EMPLOYEES PENSION 	7,303,390 	7,500,769 	7,700,000 	8,056,000
61775 	WIDOWS' PENSIONS 	868,955 	868,000 	850,000 	875,500
61785 	DISABILITY PENSIONS 	653,322 	850,000 	786,600 	975,000
61790 	SEPARATION REFUNDS 	116,538
61795 	QILDRO'S 	17,886 	18,000 	18,000 	18,000
8100 POLICEMENS' PENSION 	9,237,838 	9,486,769 	9,579,600 	10,174,500
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PART V
POSITION INFORMATION
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City of Evanston
All Funds Position Charts
Positons - All Funds
Last Five Fiscal Years
City Council
0.12% 	City Clerk
0.27%
City Manager's Office
1.62%
Law
0.87% 	Administrative Services
6.09%
Community & Economic
Development
2.58%
Police
28.21%
Fire
13.67%
Health
2.62%
Public Works
13.48%
Parks, Rec. & Community
Services
8.67%
Library Fund
7.84%
Neighborhood
Stabilization Program II
0.16%
Emergency Telephone
System
0.62%
CDBG
0.32%
Economic Development
0.78%
Home Fund
0.03%
Parking System Fund
1.93%
Water Fund
5.28%
Sewer Fund
1.62%
Solid Waste Fund
1.12%
Fleet Service Fund
1.49%
Insurance Fund
0.62%
797.83
793.37 	793.17
789.47
804.78
780.00
785.00
790.00
795.00
800.00
805.00
810.00
FY 2010-11 	FY 2011 	FY 2012 	FY 2013 	FY 2014
Positions
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City of Evanston
General Fund Position Charts
City Council
0.16%
City Clerk
0.35%
City Manager's
Office
2.07%
Law
1.11%
Administrative
Services
7.79%
Community &
Economic
Development
3.30%
Police
36.08%
Fire
17.48%
Health
3.35%
Public Works
17.24%
Parks, Rec. &
Community
Services
11.08%
698.03
682.87 624.26 	621.68 	629.24
-
100.00
200.00
300.00
400.00
500.00
600.00
700.00
800.00
900.00
FY 2010-11 	FY 2011 	FY 2012 	FY 2013 	FY 2014
Positions
Fiscal Year
Positions - General Fund Only
Last Five Fiscal Years
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FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 	2010-11 	FY 2011 	FY 2012 	FY 2013 	FY 2014 	Difference
1300 	City Council 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
1400 	City Clerk 	1.00 	1.00 	1.80 	2.20 	2.20 	0.00
1505 	City Manager's Office 	4.70 	6.00 	6.00 	6.00 	5.00 	(1.00)
1510 	Citizen Engagement 	7.00 	4.00 	5.00 	5.00 	6.00 	1.00
1535 	Sustainability Grant 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
1580 	Community Arts 	0.00 	0.00 	0.00 	0.00 	1.00 	1.00
Subtotal City Manager's Office 	12.70 	11.00 	12.00 	12.00 	13.00 	1.00
1705 	Law Department 	8.00 	7.00 	7.00 	7.00 	7.00 	0.00
1905 	Administration General Support 	4.00 	4.00 	4.00 	4.00 	4.00 	0.00
1910 	Revenue Division 	5.00 	5.00 	4.00 	4.00 	4.00 	0.00
1915 	Payroll 	2.50 	2.50 	2.50 	2.50 	2.50 	0.00
1920 	Accounting 	6.50 	6.50 	6.50 	6.50 	6.50 	0.00
1925 	Purchasing and Accounts Payable 	2.50 	2.50 	2.60 	3.00 	3.00 	0.00
1929 	Human Resources Division 	5.00 	5.00 	5.00 	5.00 	6.00 	1.00
1932 	Information Systems 	14.00 	13.00 	11.50 	10.50 	11.00 	0.50
1941 	Parking Enforcement & Tickets 	14.00 	12.00 	12.00 	12.00 	12.00 	0.00
Subtotal Administrative Services 	53.50 	50.50 	48.10 	47.50 	49.00 	1.50
2101 	Community Development Admin 	1.00 	1.00 	2.00 	1.75 	1.75 	0.00
2105 	Planning & Support 	8.00 	8.00 	7.00 	6.00 	6.00 	0.00
2115 	Housing Code Compliance 	7.00 	7.00 	7.00 	0.00 	0.00 	0.00
2120 	Housing Rehabilitation 	3.00 	3.00 	1.60 	1.60 	1.60 	0.00
2126 	Building Inspection Services 	8.00 	8.00 	9.40 	11.40 	11.40 	0.00
2127 	Community Intervention Services 	1.00 	1.00 	0.00 	0.00 	0.00 	0.00
2130 	Building & Zoning 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
2135 	Economic Development 	3.00 	1.00 	0.00 	0.00 	0.00 	0.00
31.00 	29.00 	27.00 	20.75 	20.75 	0.00
2205 	Police Administration 	2.00 	2.00 	2.00 	2.00 	3.00 	1.00
2210 	Patrol Operations 	95.00 	103.00 	103.00 	102.00 	103.00 	1.00
2215 	Criminal Investigation 	18.00 	16.00 	16.00 	15.00 	15.00 	0.00
2225 	Social Services Bureau 	4.00 	4.00 	4.00 	4.00 	5.00 	1.00
2230 	Juvenile Bureau 	11.00 	10.00 	10.00 	9.00 	9.00 	0.00
2235 	School Liaison 	3.00 	3.00 	3.00 	3.00 	3.00 	0.00
2240 	Police Records 	7.00 	6.00 	7.00 	7.00 	7.00 	0.00
2245 	Communications Bureau 	14.00 	14.00 	14.00 	14.00 	14.00 	0.00
2250 	Service Desk Bureau 	18.00 	18.00 	19.00 	19.00 	19.00 	0.00
2251 	Public Information 	0.00 	9.50 	9.50 	8.50 	8.50 	0.00
2255 	Office of Professional Standards 	3.00 	3.00 	3.00 	3.00 	3.00 	0.00
2260 	Office of Administration 	3.00 	2.00 	2.00 	3.00 	3.00 	0.00
2265 	Neighborhood Enforcement Team (N.E.T.) 	18.00 	15.00 	14.00 	15.00 	15.00 	0.00
2270 	Traffic Bureau 	8.00 	8.00 	8.00 	8.00 	8.00 	0.00
2275 	Community Strategies Bureau 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
2280 	Animal Control Bureau 	2.50 	2.50 	2.50 	2.50 	2.50 	0.00
2285 	Problem Solving Team 	7.00 	7.00 	7.00 	8.00 	8.00 	0.00
Subtotal Police 	214.50 	224.00 	225.00 	224.00 	227.00 	3.00
2305 	Fire Management and Support 	3.00 	3.00 	3.00 	3.00 	3.00 	0.00
2310 	Fire Prevention 	5.00 	4.00 	4.00 	4.00 	4.00 	0.00
2315 	Fire Suppression 	102.00 	103.00 	103.00 	103.00 	103.00 	0.00
Subtotal Fire 	110.00 	110.00 	110.00 	110.00 	110.00 	0.00
2407 	Health Services Administration 	2.10 	2.00 	2.00 	2.00 	2.00 	0.00
2425 	Dental Services 	4.00 	2.80 	2.80 	0.00 	0.00 	0.00
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
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FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 	2010-11 	FY 2011 	FY 2012 	FY 2013 	FY 2014 	Difference
2435 	Food and Environmental Health 	7.80 	7.10 	8.90 	12.90 	14.10 	1.20
2440 	Vital Records 	2.40 	2.00 	2.00 	2.00 	2.00 	0.00
2455 	Mental Health Administration 	2.00 	2.00 	2.00 	3.00 	3.00 	0.00
2530 	Commission on Aging 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
2540 	Summer Youth Employ. Program 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
2541 	Youth Engagement Division 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
2550 	Human Relations Commission 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
Subtotal Health & Human Services 	18.30 	15.90 	17.70 	19.90 	21.10 	1.20
2605 	Director of Public Works 	2.00 	2.00 	2.00 	3.00 	4.25 	1.25
2610 	Municipal Service Center 	2.00 	2.00 	2.00 	2.00 	2.00 	0.00
2620 	E.D.O.T. Administration 	1.00 	1.00 	1.00 	1.00 	4.50 	3.50
2625 	City Engineer 	8.00 	6.00 	6.00 	7.00 	8.00 	1.00
2630 	Traffic Engineering 	4.50 	4.50 	4.50 	3.50 	2.50 	(1.00)
2640 	Traffic Signals & Streetlight Maint. 	4.00 	4.00 	4.00 	4.00 	4.00 	0.00
2650 	Parks and Forestry Administration 	0.00 	0.00 	0.00 	0.00 	3.50 	3.50
2655 	Parks & Forestry Maint. and Operations 	0.00 	0.00 	0.00 	0.00 	31.00 	31.00
2665 	Operations and Maintenance Administration 	6.00 	5.75 	5.75 	4.75 	4.50 	(0.25)
2670 	Street and Alley Maintenance 	17.00 	20.00 	20.00 	22.50 	23.00 	0.50
2675 	Business District - Park Maintenance 	5.00 	4.00 	4.00 	2.50 	5.00 	2.50
2677 	Facilities 	0.00 	0.00 	0.00 	0.00 	16.20 	16.20
2685 	Refuse Collection and Disposal 	10.75 	0.00 	0.00 	0.00 	0.00 	0.00
2695 	Yard Waste Collection and Disposal 	2.00 	0.00 	0.00 	0.00 	0.00 	0.00
2697 	Facilities Administration 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
2699 	Construction and Repair 	0.00 	0.00 	0.00 	0.00 	0.00 	0.00
Subtotal Public Works 	62.25 	49.25 	49.25 	50.25 	108.45 	58.20
3005 	Recreation Mgt. & General Support 	3.00 	3.00 	2.00 	2.00 	2.00 	0.00
3010 	Recreation Business and Fiscal Mgt. 	3.00 	3.00 	3.00 	3.00 	3.00 	0.00
3015 	Communications & Marketing Serv. 	1.75 	1.00 	0.00 	0.00 	0.00 	0.00
3020 	Recreation General Support 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
3030 	Robert Crown Community Center 	8.40 	8.70 	8.70 	8.70 	8.56 	(0.14)
3035 	Chandler Community Center 	5.00 	5.83 	5.83 	5.83 	5.83 	0.00
3040 	Fleetwood-Jourdain Community Ctr. 	6.00 	6.75 	6.75 	6.75 	6.75 	0.00
3045 	Fleetwood-Jourdain Comm. Theater 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
3055 	Levy Senior Center 	9.05 	8.83 	8.83 	12.01 	12.01 	0.00
3080 	Beaches 	1.25 	1.25 	1.25 	1.25 	1.25 	0.00
3085 	Recreation Facility Maintenance 	6.00 	6.00 	5.00 	5.00 	0.00 	(5.00)
3095 	Crown Ice Rink 	7.65 	7.01 	7.01 	7.00 	7.00 	0.00
3100 	Sports Leagues 	0.05 	0.45 	0.55 	0.55 	0.55 	0.00
3110 	Tennis 	0.40 	0.40 	0.40 	0.40 	0.40 	0.00
3130 	Special Recreation 	2.00 	2.46 	2.71 	2.71 	2.71 	0.00
3140 	Bus Program 	0.75 	1.15 	1.15 	1.15 	1.15 	0.00
3150 	Park Service Unit 	1.75 	1.45 	1.45 	1.45 	1.45 	0.00
3205 	Community Relations 	2.00 	2.00 	0.00 	0.00 	0.00 	0.00
3210 	Commission On Aging 	1.50 	1.90 	1.50 	0.00 	0.00 	0.00
3215 	Youth Engagement 	1.00 	1.00 	4.00 	4.00 	5.00 	1.00
3505 	Parks and Forestry General Support 	3.00 	3.00 	2.00 	2.00 	0.00 	(2.00)
3510 	Horticulture Maintenance 	13.00 	13.00 	13.00 	13.00 	0.00 	(13.00)
3515 	Maintenance of Parkway Trees 	9.50 	8.50 	8.50 	8.50 	0.00 	(8.50)
3520 	Dutch Elm Disease Control 	7.25 	7.25 	7.25 	7.25 	0.00 	(7.25)
3525 	Tree Planting 	2.25 	2.25 	2.25 	2.25 	0.00 	(2.25)
3605 	Ecology Center 	4.05 	3.77 	3.77 	3.77 	3.77 	0.00
3700 	Arts Council 	0.80 	0.80 	0.00 	0.00 	0.00 	0.00
3710 	Noyes Cultural Arts Center 	4.25 	4.31 	3.31 	3.31 	3.31 	0.00
3720 	Cultural Arts Programs 	1.80 	1.80 	3.00 	3.00 	3.00 	0.00
3805 	Facilities Administration 	2.00 	2.00 	2.00 	2.00 	0.00 	(2.00)
3806 	Civic Center Services 	2.20 	2.20 	2.20 	2.20 	0.00 	(2.20)
3807 	Construction & Repair 	16.00 	16.00 	16.00 	16.00 	0.00 	(16.00)
128.65 	129.06 	125.41 	127.08 	69.74 	(57.34)
TOTAL - GENERAL FUND 	698.03 	627.71 	624.26 	621.68 	629.24 	7.56
Subtotal Parks, Recreation & Comm. Services
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FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 	2010-11 	FY 2011 	FY 2012 	FY 2013 	FY 2014 	Difference
4805 	Children's Services 	8.38 	8.38 	10.71 	11.24 	11.88 	0.64
4806 	Adult Services 	16.31 	16.37 	15.39 	13.86 	14.53 	0.67
4808 	Neighborhood Services 	0.00 	2.64 	0.00 	0.00 	0.00 	0.00
4820 	Circulation 	14.76 	14.51 	14.44 	14.44 	13.31 	(1.13)
4825 	North Branch 	2.64 	0.00 	2.64 	2.64 	5.49 	2.85
4830 	South Branch 	1.39 	0.00 	0.00 	0.00 	0.00 	0.00
4835 	Technical Services 	5.61 	5.61 	5.61 	5.61 	5.75 	0.14
4840 	Library Maintenance 	3.00 	3.00 	3.00 	3.00 	5.31 	2.31
4845 	Library Administration 	5.04 	4.65 	4.59 	5.59 	6.86 	1.27
Subtotal Library Fund 	57.13 	55.16 	56.38 	56.38 	63.13 	6.75
5005 	Neighborhood Stabilization Program 2 	0.00 	1.00 	2.00 	2.66 	1.31 	(1.35)
5150 	Emergency Telephone System 	5.00 	5.00 	5.00 	5.00 	5.00 	0.00
5220 	Community Develop. Block Grant (CDBG) 	2.00 	2.00 	1.53 	1.50 	2.60 	1.10
5300 	Economic Development Fund 	5.30 	5.00 	7.00 	6.25 	6.25 	0.00
5430 	Home Fund 	0.00 	0.00 	0.00 	0.00 	0.25 	0.25
5999 	Capital Projects Fund 	0.00 	1.00 	0.00 	0.00 	0.00 	0.00
7005 	Parking System Management 	6.50 	6.50 	6.50 	6.50 	6.50 	0.00
7015 	Parking Lots and Meters 	8.00 	8.00 	8.00 	8.00 	8.00 	0.00
7037 	Maple Avenue Garage 	1.00 	1.00 	1.00 	1.00 	1.00 	0.00
Subtotal Parking Systems 	15.50 	15.50 	15.50 	15.50 	15.50 	0.00
7100 	Water General Support 	4.00 	4.00 	5.00 	5.00 	5.50 	0.50
7105 	Water Pumping 	11.00 	11.00 	11.00 	11.00 	11.00 	0.00
7110 	Water Filtration 	14.00 	14.00 	14.00 	14.00 	14.00 	0.00
7115 	Water Distribution 	11.00 	11.00 	10.50 	10.50 	10.00 	(0.50)
7120 	Water Meter Maintenance 	3.00 	2.00 	2.00 	2.00 	2.00 	0.00
Subtotal Water 	43.00 	42.00 	42.50 	42.50 	42.50 	0.00
7400 	Sewer Maintenance 	14.00 	13.00 	13.00 	13.00 	13.00 	0.00
7600 	Solid Waste 	0.00 	10.00 	10.00 	9.00 	9.00 	0.00
7705 	Fleet Services General Support 	2.00 	2.00 	2.00 	2.00 	2.00 	0.00
7710 	Major Maintenance 	10.00 	10.00 	10.00 	10.00 	10.00 	0.00
Subtotal Fleet Service 	12.00 	12.00 	12.00 	12.00 	12.00 	0.00
7800 	Insurance Fund 	3.00 	4.00 	4.00 	4.00 	5.00 	1.00
TOTAL - OTHER FUNDS 	99.80 	110.50 	112.53 	111.41 	112.16 	0.75
GRAND TOTAL - ALL FUNDS 	797.83 	793.37 	793.17 	789.47 	804.78 	15.31
OTHER FUNDS
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
1300 CITY COUNCIL
1000 Mayor 0.00 0.00 0.00
1001 Alderman 0.00 0.00 0.00
1491 Mayor's Assistant 1.00 1.00 0.00
1300 CITY COUNCIL TOTAL 1.00 1.00 0.00
1400 CITY CLERK
1002 City Clerk 0.00 0.00 0.00
1170 Deputy City Clerk 1.40 1.40 0.00
1497 Mailroom Attendant 0.80 0.80 0.00
1400 CITY CLERK TOTAL 2.20 2.20 0.00
LEGISLATIVE 3.20 3.20 0.00
1505 CITY MANAGER
1003 City Manager 1.00 1.00 0.00
1198 Executive Assistant 1.00 1.00 0.00
1237 Management Analyst/Volunteer Coord. 1.00 0.00 -1.00 Position reclassified to Arts Design
Coordinator in Business Unit (BU) 1510.
1452 Administrative Secretary 1.00 1.00 0.00
1484 Local Government Mgt. Fellow 1.00 1.00 0.00
1507 Deputy City Manager 1.00 1.00 0.00
1505 CITY MANAGER TOTAL 6.00 5.00 -1.00
1510 CITIZEN ENGAGEMENT
1155 Community Information Coordinator 1.00 0.00 -1.00 Position reclassified to Citizen
Engagement Specialist.
1281 Public Information Specialist 1.00 0.00 -1.00 Position reclassified to Citizen
Engagement Specialist.
1469 Web Communications Coordinator 1.00 1.00 0.00
1501 Citizen Engagement Coordinator 1.00 1.00 0.00
1506 Citizen Engagement Division Manager 1.00 1.00 0.00
Citizen Engagement Specialist 0.00 2.00 2.00
Positions reclasified from Community
Information Coordinator and Public
Information Specialist.
Arts Design Coordinator 0.00 1.00 1.00 Position reclassified from Management
Analyst in BU 1510.
1510 CITIZEN ENGAGEMENT TOTAL 5.00 6.00 1.00
1535 SUSTAINABILITY
1417 Sustainable Programs Coordinator 1.00 1.00 0.00
1535 SUSTAINABILITY TOTAL 1.00 1.00 0.00
1580 COMMUNITY ARTS
Cultural Arts Coordinator 0.00 1.00 1.00 Position added.
1580 COMMUNITY ARTS TOTAL 0.00 1.00 1.00
CITY ADMINISTRATION 12.00 13.00 1.00
1705 LEGAL ADMINISTRATION
1024 Admin Adjudication Manager 1.00 1.00 0.00
1108 Admin. Adjudication Aide 1.00 1.00 0.00
1205 Executive Secretary (to Dept. Head) 1.00 1.00 0.00
1455 Deputy City Attorney 0.00 1.00 1.00 Promotion from Assistant City.
Attorney II
1457 City Attorney 1.00 1.00 0.00
1489 Assistant City Attorney II 3.00 2.00 -1.00 Promotion to Deputy City Attorney.
1705 LEGAL ADMINISTRATION TOTAL 7.00 7.00 0.00
LAW DEPARTMENT 7.00 7.00 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
1905 ADMINISTRATION GENERAL SUPPORT
1109 Administrative Secretary 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1463 Senior Management Analyst 1.00 1.00 0.00
1490 Assistant City Manager/Chief Financial
Officer 1.00 1.00 0.00
1905 ADMINISTRATION GENERAL SUPPORT TOTAL 4.00 4.00 0.00
1910 REVENUE DIVISION
1045 License and Measure Inspector 1.00 1.00 0.00
1482 Customer Service Representative 3.00 3.00 0.00
1910 REVENUE DIVISION TOTAL 4.00 4.00 0.00
1915 PAYROLL
1260 Payroll Manager 1.00 1.00 0.00
1453 Payroll/Pension Administrator 1.50 1.50 0.00
1915 PAYROLL TOTAL 2.50 2.50 0.00
1920 ACCOUNTING
1101 Accounting Manager 1.00 1.00 0.00
1103 Accounts Payable Coordinator 1.00 1.00 0.00
1302 Senior Accountant 3.00 3.00 0.00
1453 Payroll Pension Administrator 0.50 0.50 0.00
1474 Finance Manager 1.00 1.00 0.00
1920 ACCOUNTING TOTAL 6.50 6.50 0.00
1925 PURCHASING
1109 Administrative Secretary 1.00 0.00 -1.00 Position reclassified to Purchasing
Specialist.
1175 Purchasing Manager 1.00 1.00 0.00
1289 Purchasing Specialist 1.00 2.00 1.00 Position reclassified from Administrative
Secretary.
1925 PURCHASING TOTAL 3.00 3.00 0.00
1929 HUMAN RESOURCES DIVISION
1217 Human Resources Assistant 2.00 2.00 0.00
1218 Human Resources Specialist 2.00 3.00 1.00 Position added.
1471 Human Resources Division Manager 1.00 1.00 0.00
1929 HUMAN RESOURCES DIVISION TOTAL 5.00 6.00 1.00
1932 INFORMATION SYSTEMS
1166 Database Administrator 1.00 1.00 0.00
1211 GIS Analyst 1.50 2.00 0.50 .5 FTE transferred from BU 7115.
1242 Network Administrator 2.00 2.00 0.00
1276 Programmer Analyst 1.00 1.00 0.00
1325 Tech Support Specialist I 2.00 2.00 0.00
1479 IT Division Manager 1.00 1.00 0.00
1481 Applications and Development Mgr. 1.00 1.00 0.00
1485 Tech Support Supervisor 1.00 1.00 0.00
1932 INFORMATION SYSTEMS TOTAL 10.50 11.00 0.50
1941 PARKING ENFORCEMENT & TICKETS
1252 Parking Enforcement Officer 10.00 10.00 0.00
1255 Parking Operations Clerk 1.00 1.00 0.00
1291 Parking Enforcement Coordinator 1.00 1.00 0.00
1941 PARKING ENFORCEMENT & TICKETS TOTAL 12.00 12.00 0.00
ADMINISTRATIVE SERVICES DEPARTMENT 47.50 49.00 1.50
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
1004 Director, Community Development 0.75 0.75 0.00
1237 Management Analyst 1.00 1.00 0.00
2101 COMMUNITY DEVELOPMENT ADMINISTR. TOTAL 1.75 1.75 0.00
2105 PLANNING & SUPPORT SERVICES
1120 Planning and Zoning Administrator 1.00 1.00 0.00
1199 Exec Secretary (non-Dept Head) 1.00 1.00 0.00
1215 Housing Planner 1.00 0.00 -1.00 .75 FTE transferred to BU 5220;
.25 FTE transferred to BU 5430.
1241 Neighborhood and Land Use Planner 0.00 1.00 1.00 .25 FTE transferred from BU 5005;
.75 FTE transferred from BU 5220.
1304 Senior Planner 1.00 1.00 0.00
1346 Zoning Officer 1.00 1.00 0.00
1347 Zoning Planner 1.00 1.00 0.00
2105 PLANNING & SUPPORT SERVICES TOTAL 6.00 6.00 0.00
2120 HOUSING REHABILITATION
1158 Construc Rehabilitation Spec 1.00 1.00 0.00
1482 Customer Service Representative 0.00 0.60 0.60
1509 Permits-Licensing Coordinator 0.60 0.00 -0.60
2120 HOUSING REHABILITATION TOTAL 1.60 1.60 0.00
2126 BUILDING INSPECTION SERVICES
1187 Electrical Inspector II 1.00 1.00 0.00
1270 Plumbing/Mechanical Inspector 2.00 2.00 0.00
1310 Sign Inspector/Graffiti Tech 1.00 1.00 0.00
1314 Struct Inspec/Plan Examiner 1.00 1.00 0.00
1420 Plan Review/Permits Supervisor 1.00 1.00 0.00
1427 Building Construction Insp. Supervisor 1.00 1.00 0.00
1482 Customer Service Representative 3.00 3.40 0.40
1 position transferred to BU 2435 and 1
position added. 0.4 FTE reclass from
Permit-Licensing Coordinator
1486 Build/Insp Serv. Division Manager 1.00 1.00 0.00
1509 Permits-Licensing Coordinator 0.40 0.00 -0.40 Reclass to Customer Service Rep.
2126 BUILDING INSPECTION SERVICES TOTAL 11.40 11.40 0.00
COMMUNITY DEVELOPMENT DEPARTMENT 20.75 20.75 0.00
2205 POLICE ADMINISTRATION
1109 Administrative Secretary 1.00 1.00 0.00
1140 Chief of Police 1.00 1.00 0.00
1234 Police Commander 0.00 1.00 1.00 Position added.
2205 POLICE ADMINISTRATION TOTAL 2.00 3.00 1.00
2210 PATROL OPERATIONS
1234 Police Commander 3.00 3.00 0.00
1246 Police Officer 87.00 87.00 0.00
1307 Police Sergeant 11.00 12.00 1.00 Position added.
1360 Deputy Chief 1.00 1.00 0.00
2210 PATROL OPERATIONS TOTAL 102.00 103.00 1.00
2215 CRIMINAL INVESTIGATION
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 11.00 11.00 0.00
1307 Police Sergeant 2.00 2.00 0.00
1360 Deputy Chief 1.00 1.00 0.00
2215 CRIMINAL INVESTIGATION TOTAL 15.00 15.00 0.00
2225 SOCIAL SERVICES BUREAU
1334 Victim Advocate 2.00 3.00 1.00 Position added.
1345 Youth Advocate 2.00 2.00 0.00
2225 SOCIAL SERVICES BUREAU TOTAL 4.00 5.00 1.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2230 JUVENILE BUREAU
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 7.00 7.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
2230 JUVENILE BUREAU TOTAL 9.00 9.00 0.00
2235 SCHOOL LIAISON
1246 Police Officer 3.00 3.00 0.00
2235 SCHOOL LIAISON TOTAL 3.00 3.00 0.00
2240 POLICE RECORDS
1007 Dir, Police Records Bureau 1.00 1.00 0.00
1290 Records Input Operator 4.00 4.00 0.00
1296 Review Officer 2.00 2.00 0.00
2240 POLICE RECORDS TOTAL 7.00 7.00 0.00
2245 COMMUNICATIONS
1327 Telecommunicator 14.00 14.00 0.00
2245 COMMUNICATIONS TOTAL 14.00 14.00 0.00
2250 SERVICE DESK
1161 Court Liaison 1.00 1.00 0.00
1163 Custodian I 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1279 Property Officer 1.00 1.00 0.00
1324 Service Desk Officer II 12.00 12.00 0.00
1360 Deputy Chief 1.00 1.00 0.00
1413 Service Desk Supervisor 1.00 1.00 0.00
1496 311 Supervisor 1.00 1.00 0.00
2250 SERVICE DESK TOTAL 19.00 19.00 0.00
2251 PUBLIC INFORMATION
1493 Service Desk Officer I 8.50 8.50 0.00
2251 PUBLIC INFORMATION TOTAL 8.50 8.50 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS
1199 Exec Secretary (non-Dept Head) 1.00 1.00 0.00
1234 Police Commander 1.00 1.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 3.00 0.00
2260 OFFICE OF ADMINISTRATION
1237 Management Analyst 1.00 1.00 0.00
1430 Administrative Coordinator 1.00 1.00 0.00
---- Training Coordinator 1.00 1.00 0.00
2260 OFFICE OF ADMINISTRATION TOTAL 3.00 3.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 12.00 12.00 0.00
1307 Police Sergeant 2.00 2.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 15.00 15.00 0.00
2270 TRAFFIC BUREAU
1246 Police Officer 6.00 6.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
1391 Towing Coordinator 1.00 1.00 0.00
2270 TRAFFIC BUREAU TOTAL 8.00 8.00 0.00
2275 COMMUNITY STRATEGIC BUREAU
1362 Crime Analyst 1.00 1.00 0.00
2275 COMMUNITY STRATEGIC BUREAU TOTAL 1.00 1.00 0.00
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-- 234 of 292 --

Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2280 ANIMAL CONTROL
1134 Animal Control Warden 1.00 1.00 0.00
1139 Chief Animal Warden 1.00 1.00 0.00
1401 PT Animal Warden 0.50 0.50 0.00
2280 ANIMAL CONTROL TOTAL 2.50 2.50 0.00
2285 PROBLEM SOLVING TEAM
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 7.00 7.00 0.00
2285 PROBLEM SOLVING TEAM TOTAL 8.00 8.00 0.00
POLICE DEPARTMENT 224.00 227.00 3.00
2305 FIRE MANAGEMENT & SUPPORT
1148 Clerk II 1.00 1.00 0.00
1207 Fire Chief 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
2305 FIRE MANAGEMENT & SUPPORT TOTAL 3.00 3.00 0.00
2310 FIRE PREVENTION
1180 Division Chief, Fire 1.00 1.00 0.00
1206 Fire Captain 2.00 2.00 0.00
9999 Fire Plan Reviewer 1.00 1.00 0.00
2310 FIRE PREVENTION TOTAL 4.00 4.00 0.00
2315 FIRE SUPPRESSION
1180 Division Chief, Fire 2.00 2.00 0.00
1206 Fire Captain 24.00 24.00 0.00
1208 Firefighter 74.00 74.00 0.00
1309 Shift Chief, Fire 3.00 3.00 0.00
2315 FIRE SUPPRESSION TOTAL 103.00 103.00 0.00
FIRE DEPARTMENT 110.00 110.00 0.00
2407 HEALTH SERVICES ADMINISTRATION
1173 Director, Health 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
2407 HEALTH SERVICES ADMINISTRATION TOTAL 2.00 2.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH
1190 Environmental Health Practitioner 4.00 3.00 -1.00 1 position reclassified to Field Staff
Supervisor.
1277 Property Maint Inspector I 4.00 4.00 0.00
1300 Secretary II 1.00 1.00 0.00
1313 Communicable Dis Surv Specialist 1.00 1.00 0.00
1375 Medical Director 0.10 0.10 0.00
1434 Emergency Response Coordinator 0.80 1.00 0.20 Position increased by .2 FTE.
1447 Health License Coordinator 1.00 1.00 0.00
1482 Customer Service Representative 0.00 1.00 1.00 Positions transferred from BU 2126.
1517 Assistant Health Director 1.00 1.00 0.00
Field Staff Supervisor 0.00 1.00 1.00 Position reclassified from Environmental
Health Practitioner.
2435 FOOD AND ENVIRONMENTAL HEALTH TOTAL 12.90 14.10 1.20
2440 VITAL RECORDS
1149 Clerk III 1.00 1.00 0.00
1150 Clerk Typist I 1.00 1.00 0.00
2440 VITAL RECORDS TOTAL 2.00 2.00 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION
1199 Exec Secretary (non Dept. Head) 1.00 0.00 -1.00 Position reclassified to Secretary II
1300 Secretary II 0.00 1.00 1.00 Position reclassified from Exec.
Secretary.
1237 Management Analyst 1.00 1.00 0.00
1520 Public Health Educator 1.00 1.00 0.00
2455 COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 3.00 3.00 0.00
HEALTH DEPARTMENT 19.90 21.10 1.20
2605 DIRECTOR OF PUBLIC WORKS
1148 PT Clerk (was Exec. Sec non-DH) 0.00 0.75 0.75 Position transferred from BU 2665.
1174 Director, Public Works 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
1429 Business Office Coordinator 1.00 1.00 0.00
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 2665.
2605 DIRECTOR OF PUBLIC WORKS TOTAL 3.00 4.25 1.25
2610 MUNICIPAL SERVICE CENTER
1163 Custodian I 1.00 1.00 0.00
1321 Service Center Coordinator 1.00 1.00 0.00
2610 MUNICIPAL SERVICE CENTER TOTAL 2.00 2.00 0.00
2620 INFRASTRUCTURE & ENGINEERING ADMINISTRATION
1303 Senior Engineer 0.00 0.00 0.00
Position transferred from BU 2625 and
reclassified to Senior Project Manager,
Construction/Design.
1306 Senior Traffic Engineer 0.00 0.00 0.00
Position transferred from BU 2630 and
reclassified to Senior Project Manager,
Traffic/ROW Permits.
1466 City Engineer 1.00 0.00 -1.00
Position reclassified to Assistant Director
of Public Works - Engineering &
Infrastructure.
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 3805.
Assistant Director of Public Works -
Engineering & Infrastucture 0.00 1.00 1.00 Position reclassified from City Engineer.
Senior Project Manager 0.00 1.00 1.00
Position transferred from BU 3505 and
reclassified from Assistant
Superintendent.
Senior Project Manager,
Construction/Design 0.00 1.00 1.00 Position reclassified from Senior
Engineer in BU 2625.
Senior Project Manager, Traffic/ROW
Permits 0.00 1.00 1.00 Position reclassified from Senior Traffic
Engineer in BU 2630.
2620 INFRASTRUCTURE & ENGINEERING ADMIN. 1.00 4.50 3.50
2625 ENGINEERING
1145 Civil Engineer II 2.00 2.00 0.00
1146 Civil Engineer III 1.00 1.00 0.00
1189 Engineering Associate II 2.00 2.00 0.00
1303 Senior Engineer 1.00 0.00 -1.00 Position transferred to BU 2620.
1351 ADA/CIP Project Manager 0.00 1.00 1.00 Position transferred from BU 3805.
1468 Architect / Project Manager 0.00 1.00 1.00 Position transferred from BU 3805.
1475 Construction Inspector 1.00 1.00 0.00
2625 ENGINEERING TOTAL 7.00 8.00 1.00
2630 TRAFFIC ENGINEERING
1145 Civil Engineer II 1.00 1.00 0.00
1306 Senior Traffic Engineer 1.00 0.00 -1.00 Position transferred to BU 2620.
1329 Traffic Engineering Technician 0.50 0.50 0.00
1483 Traffic Operations Manager 1.00 0.00 -1.00 Position reclassified to Building
Supervisor.
Building Supervisor 0.00 1.00 1.00 Position reclassified from Traffic
Operations Manager.
2630 TRAFFIC ENGINEERING TOTAL 3.50 2.50 -1.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2640 TRAFFIC SIGNAL & STREET LIGHT MAINTENANCE
1224 Traffic Electrician Leader 1.00 1.00 0.00
1330 Traffic Electrician 3.00 3.00 0.00
2640 TRAFFIC SIGNAL & STREET LIGHT MAINT. TOTAL 4.00 4.00 0.00
2650 PARKS & FORESTRY ADMINISTRATION
1113 Arborist 0.00 1.00 1.00
.5 FTE transferred from BU 3515;
.25 FTE transferred from BU 3520;
.25 FTE transferred from BU 3525.
1316 Superintendent, Parks/For/FM 0.00 0.00 0.00 Position reclassified to Assistant Director
of Public Works - Forestry.
1320 Supervisor, Sports/Rec. Maintenance 0.00 0.00 0.00 Position transferred from BU 3085 and
reclassified to Greenway Supervisor.
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 3805.
Assistant Director of Public Works -
Foresty. 0.00 1.00 1.00 Position reclassified from Superintendent,
Parks/Forestry/Facilities Management.
Greenway Supervisor 0.00 1.00 1.00 Position reclassified from Supervisor,
Sports/Rec. Maintenance.
2650 PARKS & FORESTRY ADMINISTRATION TOTAL 0.00 3.50 3.50
2655 PARKS & FORESTRY MAINTENANCE AND OPERATIONS
1195 Equipment Operator II 0.00 3.00 3.00 Positions transferred from BU 3510.
1210 General Tradesman 0.00 1.00 1.00 Position transferred from BU 3510.
1250 Parks/Forestry Crew Leader 0.00 7.00 7.00 Positions transferred from BU 3085, BU
3510, BU 3515, BU 3520, and BU 3525.
1264 Parks/Forestry Worker II 0.00 1.00 1.00 Position transferred from BU 3510.
1265 Parks/Forestry Worker III 0.00 19.00 19.00 Positions transferred from BU 3510, BU
3515, BU 3520, and BU 3525.
2655 PARKS & FORESTRY MAINT. AND OPER. TOTAL 0.00 31.00 31.00
2665 OPERATIONS & MAINTENANCE ADMINISTRATION
1011 Superintendent, Streets/San 1.00 0.00 -1.00 Position reclassified to Assistant Director
of Public Works - Operations & Facilities.
1148 PT Clerk (was Exec. Sec non-DH) 0.75 0.00 -0.75 Position transferred to BU 2605.
1200 Facilities Mgmt Supervisor 0.00 0.00 0.00
Position transferred from BU 3807 and
reclassified to Maintenance & Operations
Chief, Building/Special Facilities.
1477 Streets Supervisor 1.00 0.00 -1.00
Position reclassified to Maintenance &
Operations Chief, Streets/Environmental
Services.
1478 Sanitation Supervisor 1.00 1.00 0.00
1519 Special Projects Assistant 1.00 0.50 -0.50 .5 FTE transferred to BU 2605.
Assistant Director of Public Works -
Operations & Facilities 0.00 1.00 1.00 Position reclassified from Superintendent,
Streets & Sanitation.
Maintenance & Operations Chief,
Streets/Environmental Services 0.00 1.00 1.00 Position reclassified from Streets
Supervisor.
Maintenance & Operations Chief,
Building/Special Facilities 0.00 1.00 1.00 Position reclassified from Facilities Mgmt
Supervisor.
2665 OPERATIONS & MAINTENANCE ADMINISTR. TOTAL 4.75 4.50 -0.25
2670 STREET AND ALLEY MAINTENANCE
1194 Equipment Operator I 0.50 1.00 0.50 .5 FTE transferred to BU 2675.
1195 Equipment Operator II 11.00 11.00 0.00
1196 Equipment Operator III 3.00 3.00 0.00
1288 Public Works Maint. Worker II 3.00 3.00 0.00
1458 Public Works Maint. Worker III 3.00 3.00 0.00
1476 Operations Coordinator 2.00 0.00 -2.00
1 position reclassified to Streets
Supervisor and 1 position reclassified to
Special Facilities Supervisor.
Streets Supervisor 0.00 1.00 1.00 Position reclassifed from Operations
Coordinator.
Special Facilities Supervisor 0.00 1.00 1.00 Position reclassifed from Operations
Coordinator.
2670 STREET AND ALLEY MAINTENANCE TOTAL 22.50 23.00 0.50
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2675 BUSINESS DISTRICT - PARK MAINTENANCE
1194 Equipment Operator I 0.50 0.00 -0.50 .5 FTE transferred to BU 2670.
1195 Equipment Operator II 1.00 1.00 0.00
1264 Parks/Forestry Worker II 0.00 3.00 3.00 Positions transferred from BU 3085.
1288 Public Works Maint.. Worker II 1.00 1.00 0.00
2675 BUSINESS DISTRICT - PARK MAINTENANCE TOTAL 2.50 5.00 2.50
2677 FACILITIES
1163 Custodian I 0.00 1.00 1.00 Position transferred from BU 3806.
1164 Fac. Maint.. Worker/Custodian I 0.00 1.00 1.00 Position transferred from BU 3806.
1203 Facilities Maint. Worker III 0.00 12.00 12.00 Positions transferred from BU 3807.
1403 PT Custodian 0.00 0.20 0.20 Position transferred from BU 3806.
1476 PW Operations Coordinator 0.00 2.00 2.00
1 FTE reclassified from Facilities Mgmt
Supervisor from BU 3807;
1 FTE reclassified from Facilities Maint..
Worker III from BU 3807.
2677 FACILITIES TOTAL 0.00 16.20 16.20
PUBLIC WORKS DEPARTMENT 50.25 108.45 58.20
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
1006 Director, Recreation & Comm. Services 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
3005 RECREATION MGMT & GENERAL SUPPORT 2.00 2.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT
1167 Data Control Clerk 1.00 1.00 0.00
1431 Recreation Support Specialist 1.00 1.00 0.00
1429 Business Office Coordinator 1.00 1.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 3.00 0.00
3020 RECREATION GENERAL SUPPORT
1515 Asst. Director of Recr. & Comm. Services 1.00 1.00 0.00
3020 RECREATION GENERAL SUPPORT TOTAL 1.00 1.00 0.00
3030 CROWN COMMUNITY CENTER
1129 Building Supervisor 1.00 1.00 0.00
1165 Custodian II 1.00 1.00 0.00
1201 Fac Maint. Worker/Cust II 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1353 After School Supervisor 0.50 0.50 0.00
1379 Part-time Preschool Instructor 2.10 1.46 -0.64 .64 FTE converted to Full-time Preschool
Instructor.
1385 Recreation Aide 0.50 0.00 -0.50 .5 FTE converted to Full-time Preschool
Instructor.
1403 PT Custodian 1.60 1.60 0.00
Full-time Preschool Instructor 0.00 1.00 1.00
Full-time Preschool Instructor converted
from .5 FTE Part-time Preschool
Instructor and .5 Recreation Aide
3030 CROWN COMMUNITY CENTER TOTAL 8.70 8.56 -0.14
3035 CHANDLER COMMUNITY CENTER
1149 Clerk III 0.75 0.75 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1381 Program Supervisor 0.80 0.80 0.00
1403 PT Custodian 1.28 1.28 0.00
3035 CHANDLER COMMUNITY CENTER TOTAL 5.83 5.83 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3040 FLEETWOOD JOURDAIN COMMUNITY CENTER
1148 Clerk II 1.50 1.50 0.00
1165 Custodian II 1.00 1.00 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1344 Weekend/Evening Coordinator 1.00 1.00 0.00
1381 Program Supervisor 0.75 0.75 0.00
1403 PT Custodian 0.50 0.50 0.00
3040 FLEETWOOD JOURDAIN COMM. CENTER TOTAL 6.75 6.75 0.00
3045 FLEETWOOD JOURDAIN THEATER
1294 Recreation Program Manager 1.00 1.00 0.00
3045 FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3055 LEVY CENTER SENIOR SERVICES
1163 Custodian I 1.00 1.00 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1300 Secretary II 1.00 1.00 0.00
1376 PT Office Assistant 0.75 0.75 0.00
1381 Program Supervisor 0.82 0.82 0.00
1397 Facilities Supervisor 1.60 1.81 0.21
1402 PT Bus Driver 0.93 0.93 0.00
1403 PT Custodian 1.91 1.70 -0.21
1461 Senior Citizen Ombudsman 1.00 1.00 0.00
3055 LEVY CENTER SENIOR SERVICES TOTAL 12.01 12.01 0.00
3080 BEACHES
1294 Recreation Program Manager 0.75 0.75 0.00
1311 Lakefront Sports Coordinator 0.50 0.50 0.00
3080 BEACHES TOTAL 1.25 1.25 0.00
3085 RECREATION FACILITY MAINTENANCE
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1264 Parks/Forestry Worker II 3.00 0.00 -3.00 Positions transferred to BU 2675.
1320 Supervisor, Sports/Rec Maint 1.00 0.00 -1.00 Position transferred to BU 2650.
3085 RECREATION FACILITY MAINTENANCE TOTAL 5.00 0.00 -5.00
3095 CROWN ICE RINK
1148 Clerk II 0.70 0.70 0.00
1245 Office Coordinator 1.00 1.00 0.00
1248 Operations Manager 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1297 Robert Crown Manager 1.00 1.00 0.00
1376 Office Assistant 0.91 0.91 0.00
1397 Facilities Supervisor 0.89 0.89 0.00
1403 PT Custodian 0.50 0.50 0.00
3095 CROWN ICE RINK TOTAL 7.00 7.00 0.00
3100 SPORTS LEAGUES
1311 Lakefront Sports Coordinator 0.05 0.05 0.00
1381 Program Supervisor 0.50 0.50 0.00
3100 SPORTS LEAGUES TOTAL 0.55 0.55 0.00
3110 TENNIS
1397 Facilities Supervisor 0.40 0.40 0.00
3110 TENNIS TOTAL 0.40 0.40 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3130 SPECIAL RECREATION
1294 Recreation Program Manager 1.00 1.00 0.00
1311 Lakefront Sports Coordinator 0.25 0.25 0.00
1381 Program Supervisor 0.46 0.46 0.00
1505 Sr. Program Coordinator 1.00 1.00 0.00
3130 SPECIAL RECREATION TOTAL 2.71 2.71 0.00
3140 BUS PROGRAM
1402 PT Bus Drivers 1.15 1.15 0.00
3140 BUS PROGRAM TOTAL 1.15 1.15 0.00
3150 PARK SERVICE UNIT
1294 Recreation Program Manager 0.25 0.25 0.00
1311 Lakefront Sports Coordinator 0.20 0.20 0.00
1404 PT Park Ranger 1.00 1.00 0.00
3150 PARK SERVICE UNIT TOTAL 1.45 1.45 0.00
3215 YOUTH ENGAGEMENT
1508 Youth-Young Adult Ast. Prog. Mgr. 1.00 1.00 0.00
1512 Youth-Young Adult Program Manager 1.00 1.00 0.00
------- Youth -Young Adult Outreach Worker 2.00 3.00 1.00 Two part-time grant-funded positions
added.
3215 YOUTH ENGAGEMENT TOTAL 4.00 5.00 1.00
3505 PARKS & FORESTRY GENERAL SUPPORT
1316 Superintendent, Parks/For/FM 1.00 0.00 -1.00 Position transferred to BU 2650.
1467 Assistant Super of P/F Fac. Mgmt 1.00 0.00 -1.00 Position transferred to BU 2620 and
reclassified to Senior Project Manager.
3505 PARKS & FORESTRY GENERAL SUPPORT TOTAL 2.00 0.00 -2.00
3510 HORTICULTURAL MAINTENANCE
1195 Equipment Operator II 3.00 0.00 -3.00 Positions transferred to BU 2655.
1210 General Tradesman 1.00 0.00 -1.00 Position transferred to BU 2655.
1250 Parks/Forestry Crew Leader 3.00 0.00 -3.00 Positions transferred to BU 2655.
1264 Parks/Forestry Worker II 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 5.00 0.00 -5.00 Positions transferred to BU 2655.
3510 HORTICULTURAL MAINTENANCE TOTAL 13.00 0.00 -13.00
3515 PARKWAY TREE MAINTENANCE
1113 Arborist 0.50 0.00 -0.50 .5 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 7.00 0.00 -7.00 Positions transferred to BU 2655.
3515 PARKWAY TREE MAINTENANCE TOTAL 8.50 0.00 -8.50
3520 DUTCH ELM DISEASE CONTROL
1113 Arborist 0.25 0.00 -0.25 .25 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 6.00 0.00 -6.00 Positions transferred to BU 2655.
3520 DUTCH ELM DISEASE CONTROL TOTAL 7.25 0.00 -7.25
3525 TREE PLANTING
1113 Arborist 0.25 0.00 -0.25 .25 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 1.00 0.00 -1.00 Position transferred to BU 2655.
3525 TREE PLANTING TOTAL 2.25 0.00 -2.25
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3605 ECOLOGY CENTER
1149 Clerk III 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1366 Garden Coordinator 0.20 0.20 0.00
1397 Facilities Supervisor 0.32 0.32 0.00
1403 PT Custodian 0.25 0.25 0.00
3605 ECOLOGY CENTER TOTAL 3.77 3.77 0.00
3710 NOYES CULTURAL ARTS CENTER
1201 Facilities Maint. Worker II 1.00 1.00 0.00
1397 Facilities Supervisor 0.35 0.35 0.00
1403 PT Custodian 1.96 1.96 0.00
3710 NOYES CULTURAL ARTS CENTER TOTAL 3.31 3.31 0.00
3720 CULTURAL ARTS PROGRAMS
1114 Director, Arts Council 1.00 1.00 0.00
1300 Secretary II 1.00 1.00 0.00
1305 Senior Program Coordinator 1.00 1.00 0.00
3720 CULTURAL ARTS PROGRAMS TOTAL 3.00 3.00 0.00
3805 FACILITIES ADMINISTRATION
1199 Executive Secretary (Non-DH) 1.00 0.00 -1.00
Position reclassified to Special Project
Assistant;
.5 FTE transferred to BU 2620;
.5 FTE transferred to BU 2650.
1468 Architect / Project Manager 1.00 0.00 -1.00 Position transferred to BU 2625.
3805 FACILITIES ADMINISTRATION TOTAL 2.00 0.00 -2.00
3806 CIVIC CENTER SERVICES
1163 Custodian I 1.00 0.00 -1.00 Position transferred to BU 2677.
1164 Fac Maint Worker/Custodian I 1.00 0.00 -1.00 Position transferred to BU 2677.
1403 PT Custodian 0.20 0.00 -0.20 Position transferred to BU 2677.
3806 CIVIC CENTER SERVICES TOTAL 2.20 0.00 -2.20
3807 CONSTRUCTION & REPAIR
1200 Facilities Mgmt Supervisor 2.00 0.00 -2.00
1 FTE transferred to BU 2665;
1 FTE reclassified to Public Works
Coordinator in BU 2677.
1203 Facilities Maint. Worker III 13.00 0.00 -13.00 Position transferred to BU 2677.
1351 ADA/CIP Project Manager 1.00 0.00 -1.00 Position transferred to BU 2625.
3807 CONSTRUCTION & REPAIR TOTAL 16.00 0.00 -16.00
PARKS, RECREATION, & COMM. SERV. DEPT. 127.08 69.74 -57.34
0.00
General Fund 621.68 629.24 7.56
4805 YOUTH SERVICES
1226 Librarian I 3.50 4.68 1.18 Positions added.
1228 Librarian III 1.00 1.00 0.00
Supervising Librarian 0.00 1.00 1.00 Position added.
1231 Library Assistant 5.00 3.45 -1.55 Positions reduced.
1388 Shelver 1.74 1.75 0.01
4805 YOUTH SERVICES TOTAL 11.24 11.88 0.64
4806 ADULT SERVICES
1226 Librarian I 5.84 6.37 0.53 Position added.
Supervising Librarian 0.00 1.00 1.00 Position added.
1231 Library Assistant 3.54 2.68 -0.86 Positions reduced.
1372 Library Clerk 2.48 2.48 0.00
1448 Administrative Librarian 1.00 1.00 0.00
1451 Virtual Services Librarian 1.00 1.00 0.00
4806 ADULT SERVICES TOTAL 13.86 14.53 0.67
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
4820 CIRCULATION
1141 Circulation Supervisor 1.00 1.00 0.00
1149 Clerk III 1.00 1.00 0.00
1230 Library Aide II 1.00 1.53 0.53 Position added.
1372 Library Clerk 6.26 5.73 -0.53 Positions reduced.
1387 Security Monitor 1.18 0.00 -1.18 1.18 FTEs transferred to BU 4840.
1388 Shelver 4.00 4.05 0.05 Position added.
4820 CIRCULATION TOTAL 14.44 13.31 -1.13
4825 NEIGHBORHOOD SERVICES
1227 Librarian II 1.00 1.00 0.00
1231 Library Assistant 0.46 0.24 -0.22 Positions reduced.
1355 Branch Assistant 0.85 3.19 2.34 Position added.
1372 Library Clerk 0.33 1.06 0.73 Position added.
4825 NEIGHBORHOOD SERVICES TOTAL 2.64 5.49 2.85
4835 TECHNICAL SERVICES
1226 Librarian I 0.53 0.67 0.14 Position added.
1228 Librarian III 1.00 1.00 0.00
1231 Library Assistant 2.00 2.00 0.00
1372 Library Clerk 2.08 2.08 0.00
4835 TECHNICAL SERVICES TOTAL 5.61 5.75 0.14
4840 MAINTENANCE
1165 Custodian II 3.00 2.00 -1.00 1 FTE reclassified to Facilities
Management Supervisor.
Custodian I 0.00 0.63 0.63 Position added.
1387 Security Monitor 0.00 1.68 1.68 1.18 FTEs transferred from BU 4820 and
.5 FTE added.
1200 Facilities Management Supervisor 0.00 1.00 1.00 1 FTE reclassified from Custodian II.
4840 MAINTENANCE TOTAL 3.00 5.31 2.31
4845 ADMINISTRATION
1130 Bookkeeper 0.53 0.80 0.27 FTE increased.
1149 Clerk III 1.00 1.00 0.00
1232 Director, Library 1.00 1.00 0.00
1450 Administrative Services Manager 1.00 1.00 0.00
1452 Administrative Assistant 1.06 1.06 0.00
Development Manager 0.00 1.00 1.00
Community Engagement Librarian 1.00 1.00 0.00
4845 ADMINISTRATION TOTAL 5.59 6.86 1.27
LIBRARY FUND 56.38 63.13 6.75
5005 NSPS
1241 Neighborhood Planner 0.25 0.00 -0.25 .25 FTE transferred to BU 2105.
1462 NSP 2 Housing Specialist 1.00 0.00 -1.00
Position reclassified to Grant and
Compliance Specialist and .75 FTE
transferred to BU 5220.
1488 Housing and Grant Administrator 0.50 0.25 -0.25 .25 FTE transferred to BU 5220.
1500 Financial Analyst 0.25 0.15 -0.10 .10 FTE transferred to BU 5220
1510 Admin & Compliance Specialist 0.66 0.66 0.00
Grant and Compliance Specialist 0.00 0.25 0.25
Position reclassified from NSP2 Housing
Specialist and .75 FTE transferred to BU
5220.
5005 NSPS TOTAL 2.66 1.31 -1.35
NSPS FUND 2.66 1.31 -1.35
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
0.00
5150 EMERGENCY TELEPHONE SYSTEM
1105 Asst Communications Coord 2.00 2.00 0.00
1156 Communications Coordinator 1.00 1.00 0.00
1327 Telecommunicator 2.00 2.00 0.00
5150 EMERGENCY TELEPHONE SYSTEM TOTAL 5.00 5.00 0.00
EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
0.00
5220 CDBG ADMINISTRATION
1215 Housing Planner 0.00 0.75 0.75 .75 FTE transferred from BU 2105.
1241 Neighborhood Planner 0.75 0.00 -0.75 .75 FTE transferred to BU 2105.
1488 Housing and Grant Administrator 0.50 0.75 0.25 .25 FTE transferred from BU 5005.
1500 Financial Analyst 0.25 0.35 0.10 .10 FTE transferred from BU 5005.
Grant and Compliance Specialist 0.00 0.75 0.75
Position reclassified from NSP2 Housing
Specialist and .75 FTE transferred from
BU 5005.
5220 CDBG ADMINISTRATION TOTAL 1.50 2.60 1.10
CDBG ADMINISTRATION FUND 1.50 2.60 1.10
5300 ECONOMIC DEVELOPMENT FUND
1004 Director, Community Development 0.25 0.25 0.00
Senior Econ. Devlpmt. Planner 0.00 1.00 1.00 Position reclassified from Economic
Development Planner.
1185 Economic Development Planner 2.00 1.00 -1.00 1 Position reclassified to Senior
Economic Development Planner.
1449 Economic Development Division Mgr. 1.00 1.00 0.00
1465 Intergovernmental Affairs Coordinator 1.00 1.00 0.00
1484 ICMA Fellow 0.00 1.00 1.00 Position reclassified from Economic
Development Specialist.
1502 Economic Development Specialist 2.00 1.00 -1.00 1 position reclassified to ICMA Fellow.
5300 ECONOMIC DEVELOPMENT FUND TOTAL 6.25 6.25 0.00
ECON. DEVELOPMENT FUND 6.25 6.25 0.00
0.00
5430 HOME FUND
1215 Housing Planner 0.00 0.25 0.25 .25 FTE transferred from BU 2105.
5430 HOME FUND TOTAL 0.00 0.25 0.25
HOME FUND 0.00 0.25 0.25
0.00
7005 PARKING SYSTEM MANAGEMENT
1247 Finance Operations Coordinator 1.00 1.00 0.00
1329 Traffic Engineering Technician 0.50 0.50 0.00
1439 Parking Facilities Supervisor 1.00 1.00 0.00
1482 Customer Service Representatives 3.00 3.00 0.00
1511 Parking Manager 1.00 1.00 0.00
7005 PARKING SYSTEM MANAGEMENT TOTAL 6.50 6.50 0.00
7015 PARKING LOTS & METERS
1254 Parking Repair Worker 3.00 3.00 0.00
1288 Public Works Maint Wrkr II 4.00 4.00 0.00
1476 Public Works Operations Coordinator 1.00 1.00 0.00
7015 PARKING LOTS & METERS TOTAL 8.00 8.00 0.00
7037 MAPLE AVENUE GARAGE
1288 Public Works Maint Wrkr II 1.00 1.00 0.00
7037 MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 15.50 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
7100 WATER GENERAL SUPPORT
1126 Superintendent, Water Production 1.00 1.00 0.00
1199 Exec Secretary (non-Dept Head) 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1421 Superintendent, Const & Fld Svcs 1.00 1.00 0.00
1460 Director, Utilities 1.00 1.00 0.00
7100 WATER GENERAL SUPPORT TOTAL 5.00 5.00 0.00
7105 PUMPING
1183 Division Chief, Pumping 1.00 1.00 0.00
1238 Water/Sewer Mechanic 3.00 3.00 0.00
1337 Water Maintenance Supervisor 1.00 1.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1340 Water Plant Operator 5.00 5.00 0.00
7105 PUMPING TOTAL 11.00 11.00 0.00
7110 FILTRATION
1138 Chemist 1.00 1.00 0.00
1182 Division Chief, Filtration 1.00 1.00 0.00
1238 Water/Sewer Mechanic 3.00 3.00 0.00
1240 Microbiologist 1.00 1.00 0.00
1337 Water Maintenance Supervisor 1.00 1.00 0.00
1338 Water Worker I 1.00 1.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1340 Water Plant Operator 5.00 5.00 0.00
7110 FILTRATION TOTAL 14.00 14.00 0.00
7115 DISTRIBUTION
1146 Civil Engineer III 1.00 1.00 0.00
1181 Division Chief, Distribution 0.50 0.50 0.00
1211 GIS Analyst 0.50 0.00 -0.50 .5 FTE transferred to BU 1932.
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1390 Water/Sewer Crew Leader 3.00 3.00 0.00
1393 Water Distribution Supervisor 1.00 1.00 0.00
1504 Water Worker III 2.00 2.00 0.00
7115 DISTRIBUTION TOTAL 10.50 10.00 -0.50
7120 WATER METER MAINTENANCE
1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
Part-time Clerk 0.00 0.50 0.50 Position added.
1239 Meter Service Coordinator 1.00 1.00 0.00
7120 WATER METER MAINTENANCE TOTAL 2.00 2.50 0.50
WATER FUND 42.50 42.50 0.00
7400 SEWER MAINTENANCE
1181 Division Chief, Distribution 0.50 0.50 0.00
1189 Engineering Associate II 2.00 0.00 -2.00 Positions reclassified to Special Project
Assistants.
Engineering / GIS Technicians 0.00 2.00 2.00 Positions reclassified from Engineering
Associate II's.
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1390 Water/Sewer Crew Leader 4.00 4.00 0.00
1392 Sewer Supervisor 1.00 1.00 0.00
1504 Water Worker III 2.00 2.00 0.00
7400 SEWER MAINTENANCE TOTAL 13.00 13.00 0.00
SEWER MAINTENANCE FUND 13.00 13.00 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
7685 REFUSE COLLECTION & DISPOSAL
1195 Equipment Operator II 0.00 1.00 1.00 Position transferred from BU 7690.
7685 REFUSE COLLECTION & DISPOSAL TOTAL 0.00 1.00 1.00
7690 RESIDENTIAL RECYCLING COLLECTION
1195 Equipment Operator II 9.00 8.00 -1.00 Position transferred to BU 7690.
7690 RESIDENTIAL RECYCLING COLLECTION TOTAL 9.00 8.00 -1.00
SOLID WASTE FUND 9.00 9.00 0.00
7705 GENERAL SUPPORT
1110 Fleet Services Manager 1.00 1.00 0.00
1128 Auto Shop Supervisor 1.00 1.00 0.00
7705 GENERAL SUPPORT TOTAL 2.00 2.00 0.00
7710 MAJOR MAINTENANCE
1193 Equipment Mechanic III 8.00 8.00 0.00
1233 Lead Mechanic 1.00 1.00 0.00
1498 Fleet Operations Coordinator 1.00 1.00 0.00
7710 MAJOR MAINTENANCE TOTAL 10.00 10.00 0.00
FLEET SERVICES FUND 12.00 12.00 0.00
7800 RISK MANAGEMENT
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
1456 Assistant City Attorney I 1.00 1.00 0.00
1473 Workers Comp and Safety Manager 1.00 1.00 0.00
Safety Specialist 0.00 1.00 1.00 Position added.
7800 RISK MANAGEMENT TOTAL 3.00 4.00 1.00
7801 EMPLOYEE BENEFITS
1472 Insurance Administrator 1.00 1.00 0.00
7801 EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 4.00 5.00 1.00
All Funds 789.47 804.78 15.31
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PART VI
CAPITAL IMPROVEMENT PLAN
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Capital Improvement Plan
Overview
The Capital Improvement Plan (CIP) is a process by which the City designs a multi-year plan for major
capital expenditures. It represents the City’s plan for physical development and is reviewed and updated
each year to reflect changing priorities. It provides an ongoing framework for identifying capital
requirements, scheduling projects over a period of years, coordinating related projects, and identifying
future fiscal impacts. Generally, the CIP includes improvements that are relatively expensive, have a
multi-year useful life, and, similar to capital outlay items, result in fixed assets. These include the
construction of new buildings, additions to or renovations of existing buildings, construction of streets,
sewer improvements, land purchases, and major software or equipment purchases. Due to the nature
and total costs of the identified projects, bond proceeds are one of the major sources of revenue. The
CIP is a dynamic process, with anticipated projects being changed, added, and deleted from the plan as
the five-year timeline evolves.
During the past several years, staff has undertaken a variety of comprehensive assessments of many of
the City’s capital assets to provide a more complete understanding of the City’s future needs. A sample
of these include: the Comprehensive Pavement Study; Parks, Forestry, and Recreation Strategic Plan;
the analysis of the Civic Center; the Crown Center Study, the Ten-Year Sewer Improvement Program;
Street Lighting; Chicago Avenue Corridor; Downtown Streetscape Audit; the assessments of Fire and
Police Stations; the current development of the IT Strategic Plan, as well as development of the City’s
Strategic Plan. These studies serve as the foundation for the staff recommendations set forth in the
attached Capital Improvement Plan. As the City moves forward, it must continually assess the ongoing
infrastructure needs of the community.
Formal City Council adoption of the Capital Improvement Program indicates the City’s commitment to the
plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted
each year to pay for the improvements – year one is the approved Capital Budget for which Council
approval authorizes expenditures, with years two through five reflecting the City’s plan for improvements.
Summary of FY 2014 - 2017 Capital Improvement Plan
It is important to distinguish between the City’s Capital Improvement Plan (CIP) and Capital Improvement
Fund (CIF). The CIP report in this section includes all citywide capital projects, regardless of the fund
and/or funding source. This contrasts with the City’s CIF, which includes only those capital projects that
are not paid through one of the City’s internal service, special revenue, or enterprise funds. Typically,
capital purchases used to benefit the City as a whole are budgeted and paid from the CIF, while capital
purchases specific to one area, function, or fund are typically paid from that specific source or fund.
An example of the above would be an addition or capital improvement to the City’s water filtration plant.
While this project would be included in the City’s CIP report, the expense would be budgeted in the City’s
Water Utility Fund. There are a couple of exceptions to this rule. Capital projects funded via the City’s
Motor Fuel Tax (MFT) Fund may benefit the City as a whole, but for legal purposes such capital projects
must be budgeted and paid out of the City’s MFT Fund. Another example would be capital purchases
related to the City’s fleet. 	Since the City maintains a separate internal service Fleet Fund for tracking
purposes, CIP projects pertaining to fleet vehicles and equipment purchases are budgeted and paid from
the Fleet Fund rather than the CIF.
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Capital Improvement Fund Policy
Section I: Objectives and Priorities
The overall goal for Evanston's capital improvement effort is:
A comprehensive capital improvement program that is used by decision-makers to guide capital
investments, make the best use of limited resources and provide community facilities that function well
and contribute to the attractiveness, public health, and safety of the City.
To accomplish this goal, a broad set of objectives and policies have been developed to guide preparation
and monitoring of the capital improvement program. These broad objectives, priorities, and policies
adopted by the City Council guide staff each year as a capital program is developed and presented to the
City Council for review and consideration.
Objectives
• 	Undertake a comprehensive assessment of all capital needs and develop a strategic plan to meet the
City’s capital needs, so that projects and funding are rationally sequenced, coordinated, and kept on
the public agenda.
• 	Undertake capital improvements that are needed to maintain existing public facilities, increase
operating efficiency, and reduce operating costs.
• 	Undertake capital investments that encourage and support economic development or directly produce
income.
• 	Undertake capital improvements that are of the highest quality that the City can afford which enhance
Evanston's physical appearance, public image, quality of life, and promote public health and safety.
• 	Limit the extent to which local property taxes are required to finance capital improvements.
• 	Plan all capital projects to meet ADA requirements.
Priorities
• 	Project major capital improvement replacement needs to cover a 20- to 30- year period so that a
long-range capital maintenance plan can be developed.
• 	Set priorities for capital improvements and match projects with appropriate funding sources.
• 	Monitor implementation of the Capital Improvement Plan through periodic capital improvement staff
meetings and reports to the Administration and Public Works Committee.
• 	Undertake an annual review of capital improvement funding sources and an assessment of capital
improvement projects proposed for the following years.
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Capital Improvement Fund Policy
• 	Commit funds annually for improvements so that incremental progress can be made toward long-
range goals.
• 	Coordinate planned capital improvement projects where opportunities exist to do so.
• 	Leverage local capital improvement funds to the extent possible.
• 	Give priority to projects that further the objectives of the Comprehensive General Plan.
More specific policies have also been written to guide the scheduling and prioritization of projects
within each of the major project classifications.
Economic Development
• 	Make capital investments needed to realize the full potential of the Downtown Redevelopment.
• 	Coordinate improvements made in retail and commercial areas.
• 	Develop and implement programs to upgrade and maintain streetscapes in each neighborhood
business district within the City.
• 	Develop and implement plans for capital needs of neighborhood economic development.
Environment
• 	Maintain water system improvements needed to ensure a safe and adequate water supply.
• 	Develop and implement programs to eliminate environmental hazards where they exist in City
facilities and on public grounds.
• 	Participate in development of area-wide solutions to the problem of solid waste disposal and promote
local recycling and waste reduction efforts to minimize solid waste disposal requirements and
conserve resources.
• 	Complete the long-range comprehensive sewer plan.
Parks and Recreation
• 	Rehabilitate parks through periodic replacement of pavement, athletic fields and courts, equipment,
site furnishings, infrastructure, and landscaping.
• 	Undertake improvements to enhance and protect the lakefront park system.
• 	Maintain Evanston's community recreational facilities to the high standard expected.
• 	Bring play equipment into compliance with CPSC / ASTM safety guidelines and ADA requirements.
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Capital Improvement Fund Policy
Public Buildings
• 	Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making
decisions concerning construction, purchasing, disposal, or rehabilitation of public facilities.
• 	Continue to undertake preventive maintenance, energy conservation, and rehabilitation programs for
public buildings.
• 	Undertake projects needed to improve the security of public buildings and facilities.
• 	Complete the fire station construction and improvement plan.
• 	Complete the rehabilitation of the Police/Fire Headquarters.
• 	Undertake projects and improvement to municipal facilities to meet the standards of the Federal
Americans with Disabilities Act (ADA).
• 	Develop and implement a plan for the municipal offices.
• 	Implement policy advocating art within city building projects, in compliance with Title 7, Chapter 16 of
the City Code.
Transportation
• 	Improve the condition, efficiency, and safety of Evanston’s circulation system.
• 	Undertake improvements needed to keep municipal parking facilities well maintained, safe and
attractive.
• 	Plan and implement expanded public parking inventory.
• 	Continue the City’s programs for maintaining curbs, gutters, and sidewalks.
• 	Evaluate all sidewalks and develop an improvement schedule.
• 	Enhance livability of neighborhoods by implementing various traffic controls.
• 	Improve Evanston’s remaining unpaved streets and alleys.
• 	Implement a Citywide bike plan and encourage inter-modal transportation.
• 	Ensure adequate street lighting to balance crime prevention, safety, and residential atmosphere.
• 	Develop plans and programs to improve the appearance and maintenance of rail embankments,
viaducts, and rail stations.
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Capital Improvement Fund Policy
Section II: Fiscal Management
Capital Expenditure Policies
• 	Drawn from the long-range capital needs list, a five-year capital improvement program will be
developed and updated annually, including anticipated funding sources.
• 	The City will maintain all its physical assets at a level adequate to protect the City’s capital investment
and to minimize future maintenance and replacement costs.
• 	The City will coordinate development of the capital improvement budget with the development of the
operating budget. Future operating costs associated with new capital improvements will be projected
and included in operating budget forecasts.
• 	If a new project (non-emergency) is identified during the fiscal year, staff shall prepare a report to the
City Council describing the project, and if necessary, recommend a decrease in another approved
project so as not to alter the overall funding for the capital budget.
Capital Financing Policies
• 	Long-term borrowing will not be used to finance current operations or normal maintenance.
• 	Capital projects financed through the issuance of bonds will be financed for a period not to exceed
the expected useful life of the project.
• 	The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding
of capital projects. The City will strive to find more streams of revenue to support pay-as-you-go
financing of its future capital improvements.
• 	Dedicated revenue stream options include, but are not limited to, excess funds, additional taxes (i.e.
motor fuel tax for street improvements) and use of tax increment financing revenues as they become
available.
• 	Outstanding tax-supported debt shall not exceed $90 million.
Capital Project Planning and Cost Containment
• 	City staff will meet monthly to review the progress on all outstanding projects. Semi-annual reports
will be presented to the Administration & Public Works Committee.
• 	Identification of funding opportunities should be included within the project development phase.
• 	Recognize that most projects will take at least two years to plan and implement.
• 	Where appropriate, separate project planning and execution costs, acknowledging that approving a
study does not guarantee the implementation of the project.
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Capital Improvement Fund Policy
• 	For any enterprise fund or storm water management fund that is supporting debt, an annual rate
study will be performed to ensure that the fees or rates are sufficient to meet the debt service
requirements.
• 	A five-year projection of revenues and expenditures for the general, special revenue, and enterprise
funds should be prepared to provide strategic perspective to each annual budget process.
Emergency Fund Reserves
• 	An emergency account within the capital improvement fund shall be established to fund emergency
capital needs.
• 	The emergency account shall be initially funded through a one-time revenue source and replenished
with a percentage of project surpluses at the end of the fiscal year.
Grants
• 	City staff should seek grants for projects which are in the current fiscal year, the five-year plan, or
fund a recognized City need.
• 	For projects not currently funded or in the five year plan, the Council must approve the reduction or
elimination of a previously planned project.
• 	If a grant is received, the original funds can be used in any of the following ways:
o 	Reallocated to a new project within the five-year plan within the same area
o 	Reallocated to a priority list of projects approved by the City Council during consideration of the
capital plan
o 	Used to expand the scope of the existing project for which the grant is received
o 	Placed in the contingency fund for future matches or cost overruns
o 	Placed in an emergency fund for unanticipated projects
Community Development Block Grant (CDBG) Funds
• 	A comprehensive program for all capital projects in the CDBG target area will be presented to
the CDBG Committee.
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City of Evanston
Capital Improvement Plan Summary by Funding Source
Fiscal Year 2014
Funding Source 	Amount
MFT Fund Funding 	1,400,000
E911 Fund Funding 	250,000
CDBG Fund Funding 	410,800
Washington National TIF Fund Funding 	722,486
Howard-Hartrey TIF Fund Funding 	500,000
CIP Fund - General Obligation (GO) Debt 	8,331,458
CIP Fund - Prior Year Debt 	2,951,420
CIP Fund - General Fund Transfer 	936,500
CIP Fund - Parking Fund Loan 	100,000
CIP Fund - Grants 	4,782,638
CIP Fund - IDNR Grant Funding 	600,000
CIP Fund - Private Donations 	708,000
Special Assessment Fund Funding 	500,000
Parking Fund Funding 	5,180,000
Water Fund Funding 	3,820,000
Water Fund - GO Debt 	3,950,000
Water Fund - IEPA Loan 	2,400,000
Sewer Fund Funding 	1,035,000
Sewer Fund - IEPA Loan 	2,190,000
TOTAL FY14 CIP 	40,768,302
MFT Fund Funding
3.43% E911 Fund Funding
0.61%
CDBG Fund Funding
1.01%
Washington National TIF
Fund Funding
1.77%
Howard‐Hartrey TIF Fund
Funding
1.23%
CIP Fund ‐ General
Obligation (GO) Debt
20.44%
CIP Fund ‐ Prior Year Debt
7.24%
CIP Fund ‐ General Fund
Transfer
2.30%
CIP Fund ‐ Parking Fund
Loan
0.25%
CIP Fund ‐ Grants
11.73%
CIP Fund ‐ IDNR Grant
Funding
1.47%
CIP Fund ‐ Private
Donations
1.74%
Special Assessment Fund
Funding
1.23%
Parking Fund Funding
12.71%
Water Fund Funding
9.37%
Water Fund ‐ GO Debt
9.69%
Water Fund ‐ IEPA Loan
5.89%
Sewer Fund Funding
2.54% 	Sewer Fund ‐ IEPA Loan
5.37%
FY 2014 CIP by Funding Source
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City of Evanston
Capital Improvement Plan Summary by Function
Fiscal Year 2014
Function 	Amount
Administrative Services - Finance 	575,000
Administrative Services - Parking 	2,320,000
Community Development - TIF 	125,000
Police - E911 	250,000
PRCS - General 	125,000
Public Works - CDBG 	410,800
Public Works - General 	17,710,016
Public Works - Motor Fuel Fund 	1,400,000
Public Works - Parking Fund 	2,860,000
Public Works - Special Assessments 	500,000
Public Works - TIF 	912,486
Utilities - Sewer Fund 	3,225,000
Utilities - TIF 	185,000
Utilities - Water Fund 	10,170,000
TOTAL FY14 CIP 	40,768,302
Administrative
Services - Finance
1.4% Administrative
Services - Parking
5.7%
Community
Development - TIF
0.3%
Police - E911
0.6%
PRCS - General
0.3%
Public Works -
CDBG
1.0%
Public Works -
General
43.4%
Public Works -
Motor Fuel Fund
3 4%
Public Works -
Parking Fund
Public Works -
Special
Assessments
1 2%
Public Works - TIF
2.2%
Utilities - Sewer
Fund
7.9%
Utilities - TIF
0.5%
Utilities - Water
Fund
24.9%
FY 2014 CIP by Function
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A 	B 	C 	D 	F 	M 	N 	O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project 	Funding 	Fund 	Carryover Est. 	New 	Total
Description 	Head 	Department 	Source 	Responsible 	FY14 	FY14 	FY 14
CIP SUMMARY ALL FUNDS
MFT Fund Funding 	N/A 	N/A 	N/A 	N/A 	- 	1,400,000 	1,400,000
E911 Fund Funding 	N/A 	N/A 	N/A 	N/A 	120,000 	130,000 	250,000
CDBG Fund Funding 	N/A 	N/A 	N/A 	N/A 	115,800 	295,000 	410,800
Washington National TIF Fund Funding 	N/A 	N/A 	N/A 	N/A 	100,000 	622,486 	722,486
Howard-Hartrey TIF Fund Funding 	N/A 	N/A 	N/A 	N/A 	500,000 	- 	500,000
CIP Fund - General Obligation (GO) Debt 	N/A 	N/A 	N/A 	N/A 	- 	8,331,458 	8,331,458
CIP Fund - Prior Year Debt 	N/A 	N/A 	N/A 	N/A 	2,951,420 	- 	2,951,420
CIP Fund - General Fund Transfer 	N/A 	N/A 	N/A 	N/A 	- 	936,500 	936,500
CIP Fund - Parking Fund Loan 	N/A 	N/A 	N/A 	N/A 	100,000 	- 	100,000
CIP Fund - Grants 	N/A 	N/A 	N/A 	N/A 	139,000 	4,643,638 	4,782,638
CIP Fund - IDNR Grant Funding 	N/A 	N/A 	N/A 	N/A 	400,000 	200,000 	600,000
CIP Fund - Private Donations 	N/A 	N/A 	N/A 	N/A 	510,000 	198,000 	708,000
Special Assessment Fund Funding 	N/A 	N/A 	N/A 	N/A 	- 	500,000 	500,000
Parking Fund Funding 	N/A 	N/A 	N/A 	N/A 	1,352,000 	3,828,000 	5,180,000
Water Fund Funding 	N/A 	N/A 	N/A 	N/A 	30,000 	3,790,000 	3,820,000
Water Fund - GO Debt 	N/A 	N/A 	N/A 	N/A 	1,085,000 	2,865,000 	3,950,000
Water Fund - IEPA Loan 	N/A 	N/A 	N/A 	N/A 	1,270,000 	1,130,000 	2,400,000
Sewer Fund Funding 	N/A 	N/A 	N/A 	N/A 	- 	1,035,000 	1,035,000
Sewer Fund - IEPA Loan 	N/A 	N/A 	N/A 	N/A 	- 	2,190,000 	2,190,000
TOTAL - ALL FUNDS 	8,673,220 	32,095,082 	40,768,302
EXPENDITURES
Street Resurfacing - MFT 	Robinson 	Public Works 	MFT 	MFT 	- 	1,400,000 	1,400,000
SUBTOTAL 	- 	1,400,000 	1,400,000
Dual Factor Authentication (2FA) Software 	Polinski 	Police 	E911 	E911 	- 	20,000 	20,000
Emergency Alert System 	Polinski 	Police 	E911 	E911 	120,000 	110,000 	230,000
SUBTOTAL 	120,000 	130,000 	250,000
Block, Curb, Sidewalk & ADA Ramps 	Robinson 	Public Works 	Grant CDBG 	CDBG 	85,800 	50,000 	135,800
SNAP Lighting 	Robinson 	Public Works 	Grant CDBG 	CDBG 	- 	25,000 	25,000
Penny Park Renovations 	Robinson 	Public Works 	Grant CDBG 	CDBG 	30,000 	20,000 	50,000
Alley Paving 	Robinson 	Public Works 	Grant CDBG 	CDBG 	- 	200,000 	200,000
SUBTOTAL 	115,800 	295,000 	410,800
Comprehensive Sign Package 	Muenzer 	CED 	TIF Increment 	Washington TIF 	- 	125,000 	125,000
Fountain Square Reconstruction Study 	Robinson 	Public Works 	TIF Increment 	Washington TIF 	- 	300,000 	300,000
Davis Street Streetscape - Benson to Chicago - Repaving 	Robinson 	Public Works 	TIF Increment 	Washington TIF 	100,000 	- 	100,000
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City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project 	Funding 	Fund 	Carryover Est. 	New 	Total
Description 	Head 	Department 	Source 	Responsible 	FY14 	FY14 	FY 14
68
76
77
78
79
81
82
126
127
130
131
133
134
137
138
139
141
143
144
146
147
148
149
153
155
158
159
162
167
176
185
189
192
193
195
196
199
206
207
208
210
211
212
213
219
220
Sheridan-Chicago Bike Path Phase I, II, III Engineering and Construction 	Robinson 	Public Works 	TIF Increment 	Washington TIF 	12,486 	12,486
Small Diameter Sewer Rehabilitation (various) 	Stoneback 	Utilities 	TIF Increment 	Washington TIF 	- 	185,000 	185,000
SUBTOTAL 	100,000 	622,486 	722,486
Howard Street - Target Access Drive Improvements 	Robinson 	Public Works 	TIF Increment 	Howard-Hartrey TIF 	500,000 	- 	500,000
500,000 	- 	500,000
Neighborhood Public Art Program 	McRae 	PRCS 	GO Debt 	Capital Improvement 	- 	75,000 	75,000
Crown Center Minor Projects 	McRae 	PRCS 	GO Debt 	Capital Improvement 	- 	50,000 	50,000
Engineering Services 	Lyons 	Admin Serv 	GO Debt 	Capital Improvement 	- 	475,000 	475,000
Street Resurfacing - CIP 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	2,325,000 	2,325,000
Lakefront - Lagoon Area Improvements 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	275,000 	275,000
Central Street Sidewalk - Eastwood to Hartrey Design 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	100,000 	100,000
Emerson/Ridge/Green Bay Intersection 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	150,000 	150,000
Bridge Street Bridge Construction - McCormick to Brown 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	360,000 	360,000
Bridge Rehab Isabella Phase II Design & Construction 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	150,000 	150,000
Bridge Street Bridge Phase III - Construction Engineering 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	40,000 	40,000
50 / 50 Sidewalk Replacement Program 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	250,000 	250,000
CMAQ Chicago Avenue Signal Improvement Reimbursement 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	60,000 	60,000
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	50,000 	50,000
Pedestrian Safety, Pavement Marking, Streetlight Improvements 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	150,000 	150,000
Animal Shelter Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	120,000 	120,000
Baker Park Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	75,000 	75,000
Chandler Center Study / Minor Improvements 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	250,000 	250,000
Civic Center Boiler Building Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	120,000 	120,000
Fire Station #2 Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	360,000 	360,000
Fleetwood-Jourdain Study / Minor Improvements 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	250,000 	250,000
Lakefront - Dempster Street Boat Rack Installations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	75,000 	75,000
Levy Center Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	100,000 	100,000
Police - Fire Headquarters Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	50,000 	50,000
Davis Streetscape / Resurfacing / Bike Lane - Asbury - Dodge 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	300,000 	300,000
Dodge Ave Protected Bike Lane - Howard to Church (if grant funded) 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	120,000 	120,000
Sheridan Road Improvement Project (Emerson to North City Limits) 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	250,000 	250,000
Sheridan Road Signal Upgrade Project (Main to Burnham) 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	100,000 	100,000
Dempster Signals Phase II & III and Construction Engineering 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	59,000 	59,000
Sheridan-Chicago Bike Path Phase I, II Engineering and Construction 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	37,458 	37,458
Bike Plan Update 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	25,000 	25,000
Isabella/Sheridan Rehabilitation Project (Wilmette Reimbursement) 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	- 	280,000 	280,000
Civic Center Security Improvements 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	300,000 	300,000
ETHS/Dodge Ave Pedestrian Light Improvement 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	100,000 	100,000
ETHS/Church St Bike Path 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	250,000 	250,000
Ecology Center Renovations 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	100,000 	100,000
Public Tree Inventory and Cityworks Implementation 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	250,000 	250,000
Facilities Capital Improvement Contingency 	Robinson 	Public Works 	GO Debt 	Capital Improvement 	250,000 	250,000
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A 	B 	C 	D 	F 	M 	N 	O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project 	Funding 	Fund 	Carryover Est. 	New 	Total
Description 	Head 	Department 	Source 	Responsible 	FY14 	FY14 	FY 14
221