FY 2019 Adopted Budget - Download (PDF)

Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2019 Adopted Budget
Stephen H. Hagerty, 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
Robin Rue Simmons Fifth Ward
Thomas M. Suffredin Sixth Ward
Eleanor Revelle Seventh Ward
Ann Rainey Eighth Ward
Cicely L. Fleming Ninth Ward
Devon Reid City Clerk
ELECTED OFFICIALS
Stephen H. Hagerty
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager
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CITY OF EVANSTON
FY 2019 ADOPTED BUDGET
TABLE OF CONTENTS
Part I – Budget Message Page
City Manager’s Transmittal Letter………………………………………………….……………...…………….…………………………	7
Executive Summary…………………………………………………………………………………………….………………………………..23
Part II – Charts and Summaries
Organizational Chart……………………………………………………………………...........……………….……………………………32
General Information……………………………………………………………………...........……………….……………………………33
Demographic Information ………………………………………………………………………………………………………….. 34
Budget Calendar……………………………………………...………………………………………………………………………….. 35
Budget Process …………………………………………………….……………………………………………………………………… 36
Budgetary Basis of Accounting ……………………………………………………………………………………………………………..	38
Fund Descriptions……………………………………………………………………………………………….………………………………….	40
Budget Policies …………………………………………………………………………………………………………………………………….44
Total Budget – All Funds……………………………..………………….………….............……………….…………………………..49
Total Budget – All Funds (Adjusted for Interfund Transfers)……….………………...........……………….…………….	50
Budgeted Interfund Transfers…………………………………….…………..……………….……………………………..………. 51
Fund Balance Summary……………………………………………………………………………………….………………………………..	53
Summary of All Funds Chart…………………………………………………………………………………………………………………..	54
Revenue Assumptions and Trends………………………………………………………………………………………………………………………	55
Property Tax Levy Charts………………………………………………………………………………………………………………………58
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..……………….…………………………………	61
General Fund Revenues……………………………………………………………………..……………….…………………………………	62
City Council…………………………………………………………………………………..……………….………………………………………	65
City Clerk’s Office…………………………………………………………………………………………….…………………………………….	67
City Manager's Office ………………………………………………………………………………………………………………………………………….	69
Law Department……………………………………………………………………...........……………….………………………………….74
Administrative Services Department……………………………………………………….……………….……………………………	77
Community Development Department..……………………………………………..……………….………………………………82
Police Department...………………………………………………………………………………………….………………………………….	89
Fire Department..…………………………………………………………………………….……………….……………………………………	94
Health and Human Services Department………….……………………………………………………………….……………….…………………………………..	97
Parks, Recreation and Community Services Department………...………………………………………………….…………	103
Public Works Agency……………….………………………………………………….……………….………………………………. 110
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Part IV – Other Funds Budgets
General Assistance Fund……………………………………....…….……………….………………………………………………………….	116
Human Services Fund…………………………………………………….……………….………………………………………………………….	119
Good Neighbor Fund……………………………………....…………………….……………….………………………………………………………….	121
Library……………………………………………………………………………………………………………...……………………………. 123
Library Debt Service…………………………………………………………………………………………………………………………………….	125
Library Capital…………………………………………………………………………………………………………………………………….127
Neighborhood Stabilization Program 2………………………………………………………………………….………………………	129
Motor Fuel Tax…………………………………………………………………………...........……………….………………………………	131
Emergency Telephone System…………………………………………………………........……………….………………………….	133
Special Service Area No. 4…………...……………………………………………………………………….………………………………	135
Community Development Block Grant……………………………………………………………………….…………………… 137
CDBG Loan…………………………………………………………………………………………………………….………………………….140
Economic Development Fund………………………………………………………………………………………………………. 142
Neighborhood Improvement……………………………………………………………………..……………….…………………. 144
HOME……………………………………………………………………………………………………………….…………………………….. 146
Affordable Housing Fund…….………………………………………………………….......……………….……………………….. 148
Washington National TIF……………………………………………………………………….………….……………….…………. 150
Howard-Hartrey TIF………..……………………………………………………..……………..……………….………………….. 152
Debt Service Fund…………………………………………………………………………….……………….……………………………. 154
Howard-Ridge TIF.………………………………………………………………………….……………………………………………….. 156
West Evanston TIF.…………………………………………………………………………….…………………………………………… 158
Dempster Dodge TIF.…………………………………………………………………………….……………………………………………160
Chicago Main TIF.…………………………………………………………………………….…………………………………………… 162
Special Service Area No. 6.…………………………………………………………………………….……………………………………………	164
Capital Improvement Fund………………………………………………………………………….………………………………….. 166
Crown Construction Fund………………………………………………………………………………………………………….... 168
Special Assessment Fund……………………………………………………………………….………………………………………… 170
Parking System Fund………………………………...………………………………………….………………………………………… 172
Water Fund………………………………………………………………………………………….…………………………………………. 175
Sewer Fund…………………………………………………………………………………….………………………………………………. 180
Solid Waste Fund………………………………………………………………………………….…………………………………………. 183
Fleet Services Fund…………………………………………………………………………….…………………………………………… 185
Equipment Replacement Fund…………………………………………………………………….………………………………….. 187
Insurance Fund..…………………………………………………………………………………….……………………………………….. 189
Fire Pension Fund.……………………….………………………………………………….………………………………………………. 191
Police Pension Fund………………………………………………………………………………….…………………………………….. 193
Part V - Position Information
Position Information…………………………………………………………………….………………………….…………………… 195
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….……………………………………. 216
Capital Improvement Fund Policy………………………………………………………….……………………………………….. 217
2019 Capital Projects……………………………………………………………...………………………….………………………………………..	222
2020-2023 Capital Plan……………………………………………………………...………………………….………………………………………..	226
Maintenance Effect Evaluation……………………………………………………………...………………………….………………………………………..	230
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….…………	239
Part VIII - Glossary
Glossary………………………...……………………..………………………….…………………………………………………………….. 246
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PART I
BUDGET MESSAGE
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January 1, 2019
Mayor Stephen H. Hagerty and
Members of the City Council
Ladies and Gentlemen:
Please find the Adopted Fiscal Year 2019 Budget for the City of Evanston, Illinois for
the period beginning January 1, 2019 and ending December 31, 2019. 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 adopted budget for FY 2019 is $319,165,450, which includes interfund
transfer expenses; this is the total expense cost for all funds including the Library.
This represents a decrease of $16,303,559 or 4.9% from the 2018 Adopted Budget.
Of this decrease, approximately $9 million is attributable to the closure of the
Washington-National TIF, and $8 million is a reduction in the Library Capital Fund.
There is an increase of $14 million in expenses in the Robert Crown Project
Construction Fund.
The 2019 Proposed Baseline revenues for the General Fund were $110,921,062, a
$3.5 million reduction from the 2018 Adopted Budget. This reduction was due
primarily to reductions of $2.2 million in building permits, license and fee-related
revenues and $1.2 million in charges for services. The 2019 Proposed Baseline
expenditures for the General Fund were relatively flat at $115,775,575, which was an
increase of under $1 million. This differential created an initial deficit of $4.9 million in
the General Fund.
The City also needs to fund $1 million in 2019 debt service payments on 2018
General Obligation bonds issued for construction of the new Robert Crown
Community Center, Ice Complex, and Library.
At current estimates, the General Fund will end 2018 with a fund balance that is
11.6% of expenses. The City’s current policy, and Government Finance Officers
Association best practice, is a fund balance that is 16.6% of expenses. The City
Council is addressing the need to bring reserves back to policy level and has
committed to a 3 year plan, beginning in 2019, to increase this amount by $1.5 million
annually. This would bring the fund balance into compliance with the policy and best
practice by 2021.
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The required $1 million for the Crown Project debt service and $1.5 million
contribution to General Fund reserves, along with the 2019 baseline budget deficit
created an initial deficit of approximately $7.4 million.
The proposed budget included revenue increases and expenditure reductions to
eliminate this deficit. After review and consideration, the City Council chose to accept
$4.9 million in revenue increases and $2.6 million in expenditure reductions. These
are detailed in the Budget Balancing Worksheet included in this transmittal letter.
General Fund Revenue in the 2019 Adopted Budget is $115,886,870, with expenses
of $114,153,373, for an adopted surplus of $1,733,497.
2019 BUDGET PROCESS
During the 2018 Budget process, staff recognized the stagnant growth in sales tax,
decreases in utility tax revenue, and volatility of building permits. As a result, the
2019 Budget began in March 2018 with a priority-based budgeting outreach process.
This process allowed staff, the City Council, and the community to review all
programs and services provided by the City prior to the creation of the proposed 2019
Budget.
Staff Process
First, a list of 152 programs and services was created by staff and scored internally
against a set of metrics:
1. Basic Program Attributes
a. Is the City Mandated to provide the program
b. Cost recovery
c. Change in Demand
d. Reliance on the City to provide the service
e. Portion of the Community Served by the Program
2. Furtherance of City Council Goals
a. Invest in City Infrastructure and Facilities
b. Enhance community development and job creation
c. Expand affordable housing options
d. Further police/community relations
e. Stabilize long-term city finances
3. Equity
Based on the results of this portion of the process, the City’s programs were
narrowed to a list of 46 which were included for public feedback.
Public Feedback
From May 10 – June 7, community members had the opportunity to provide their
input on City programs and services for the 2019 fiscal year budget by completing the
priority-based budgeting survey either online or in a paper copy. The survey included
a list of 46 programs for the public to select their top 10 priorities and bottom 10
priorities from this list. A total of 3,304 residents participated in this survey.
The first question of the survey asked: Please select the 10 programs that you
believe to be the most important for the City to provide. Below are the top 10
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responses to this question, listed in order and showing the percentage of
respondents who selected the program.
1. Mental Health Board – 63%
2. Youth and Young Adult Services - 60%
3. Summer Food Program/Child Nutrition/Congregate Meal Program - 57%
4. Social Services (Victim Advocacy) - 57%
5. Mayor’s Summer Youth Employment Program - 49%
6. School Crossing Guards - 47%
7. Special Recreation Programs - 35%
8. Community Health - 34%
9. Animal Control - 33%
10. Minority/Women/Evanston-Based Enterprise & Local Employment Program -
30%
The second question of the survey asked: Please choose 10 programs that you
believe the City should consider for reduction/elimination. Below are the top 10
responses to this question, listed in order and showing the percentage of
respondents who selected the program.
1. Divvy Bikes - 54%
2. Vacation Rental Permit and Administration - 51%
3. Storefront Modernization Program - 46%
4. Revenue and Collections – Passport services - 36%
5. Public Art Installation Support - 34%
6. Sign Permits and Inspection Services - 33%
7. Boards, Commissions, and Committee Administration - 33%
8. Community Arts Administration - 29%
9. Special Assessment Alley Improvements - 27%
10. Annual Dredging for Boat Launch and Harbor - 26%
Implementation of Survey Results
In developing the Budget Balancing Worksheet, staff began by looking at the
programs which ranked lowest on the survey. Specifically:
● Vacation Rental Permit and Administration - Community Development is also
working on a plan to further efforts to collect these funds from all vacation
rentals in Evanston.
● Storefront Modernization Program - Elimination of this program is included on
the Budget Balancing Worksheet.
● Community Arts Administration - Elimination of dedicated staff for this program
is included on the Budget Balancing Worksheet.
● Annual Dredging for Boat Launch and Harbor - Increased fees for boat launch
are included on the Budget Balancing Worksheet. This would help cover the
annual cost of dredging.
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BASELINE BUDGET
The 2019 Baseline Budget included changes to both revenues and expenses from
2018, without programmatic changes. These changes are detailed in the chart below:
The expense baseline budget included a general wage increase, decrease in the
employer contribution rate for IMRF (per the retirement fund’s increase in income
from investments), and changes to employee healthcare. As a result of the budget
balancing process, the general wage increase was removed for all employees in the
adopted budget, as shown on the Budget Balancing Worksheet.
The 2019 Baseline budget started with an operating deficit of $4.9 million. In 2018,
the City sold bonds to fund the construction of the Robert Crown Center. The debt
service, or the annual required repayment amount, on these bonds for 2019 is
approximately $1 million. Staff also recommends that the Council adopt a 2019
Budget with a surplus of $1.5 million to shore up depleting fund balance.
Therefore, the 2019 Budget process sought to solve a deficit of $7.4 million. This was
solved through revenue and expense changes detailed in the Budget Balancing
worksheet:
Revenue Type FY2018
Adopted
FY2019
Adopted $ Change 	% 	Comment
51515 - STATE USE TAX 	1,775,000 	2,000,000 	225,000 	12.7% Per the IL Municipal League, 2018/2019 forecasts $25.30
per capita (up 7% from FY2017)
51525 - SALES TAX - BASIC 	10,542,386 	10,250,000 	(292,386) 	-2.8%
Pace of historical growth slowing down. Revised budget to
align with IL economic outlook. State forecast predicts
modest growth reflecting conditions that may lead to a
continued cautious consumer. 2017 Actual was $9.96M
51530 - SALES TAX - HOME RULE 	6,413,588 	6,300,000 	(113,588) 	-1.8%
Reduction due to 1% administrative fee being
administrated for the collection of this tax by the State of
Illinois Department of Revenue.
51540 - ATHLETIC CONTEST TAX 	1,080,000 	1,080,000 	- 	0.0% 	Estimate is based off historical trends
51545 - STATE INCOME TAX 	7,000,000 	7,210,000 	210,000 	3.0%
In the State’s 2018 budget included a provision reducing
the amount of Income Tax revenue to be deposited into
the LGDF for distribution to municipalities by 10% This
amount was reduced to 5% for the States 2019 Budget.
51565 - ELECTRIC UTILITY TAX 	3,050,000 	2,920,000 	(130,000) 	-4.3% Estimate is based on historical trends - Variable weather
(extreme highs / lows) can alter this estimate
51570 - NATURAL GAS UTILITY TAX
(Includes Home Rule) 2,225,000 	2,000,000 	(225,000) -10.1% Estimate is based on historical trends - Variable weather
(extreme highs / lows) can alter this estimate.
51585 - CIGARETTE TAX 	200,000 	250,000 	50,000 	25.0% 	Estimate is based on historical trends.
51590 - EVANSTON MOTOR FUEL TAX 	1,015,000 	1,225,000 	210,000 	20.7% Estimate is based on historical trends. This tax was
increased in 2018 by $0.01 per gallon
51595 - LIQUOR TAX 	3,120,000 	3,150,000 	30,000 	1.0% Estimate is based on historical trends, plus potential new
growth with new bulk liquor stores opening in 2019.
51600 - PARKING TAX 	3,450,000 	3,450,000 	- 	0.0% 	Estimate is based on historical trends
51620 - REAL ESTATE TRANSFER TAX 	3,300,000 	4,150,000 	850,000 	25.8%
Estimate based on historical trends and includes increased
rate to properties over $1.5 million in sales value, passed
by referendum in November 2018 election.
51625 - TELECOMMUNICATIONS TAX 	2,100,000 	1,920,000 	(180,000) 	-8.6% This tax is diminishing as more people are moving to one
phone households, such as cell phones
52010 - VEHICLE LICENSES 	2,850,000 	2,875,000 	25,000 	0.9%
Baseline projections showed a decrease as the City is
seeing less cars register for the wheel tax. Adopted budget
includes increase from $75 to $90 for passenger vehicles.
Grand Total 	48,120,974	$ 	48,780,000	$ 	659,026	$ 	1.4%
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TOTAL BASELINE PROPOSED REVENUES (General Fund) 	110,921,062	$
TOTAL BASELINE PROPOSED EXPENDITURES (General Fund) 	115,775,575	$
TOTAL BASELINE SURPLUS/Deficit (General Fund - baseline) 	(4,854,513)	$
Crown Debt Service 	1,000,000	$
Contribution to General Fund Reserve 	1,500,000	$
Total Deficit 	(7,354,513)	$
BBWS PROPOSED REVENUE ADJUSTMENTS 	4,965,808	$
BBWS PROPOSED EXPENSE ADJUSTMENTS 	(2,622,202)	$
TOTAL ADOPTED REVENUES 	115,886,870	$
TOTAL ADOPTED EXPENSES 	114,153,373	$
Contribution to General Fund Reserve 	1,500,000	$
ADOPTED 2019 BUDGET SURPLUS (DEFICIT) 	233,497	$
Proposed Revenue Adjustments
Real Estate Transfer Tax Increase (over $1.5 million) 	700,000
Property Tax
Washington-National TIF Closure Property Tax Revenue (rate unchanged) 	628,759
2% Increase to City property tax Levy 	820,000
Parking
General Fund Parking Revenue
Residential Parking Permit Rate - $15 increase ($15 to $30) 	100,000
Expired meter ticket increase - $5 increase ($20 to $25) 	90,000
Add two Parking Enforcement Officers (3/1/19) - increased ticket revenue 	300,000
Street Sweeping/Towing Change - Ticket increase 	300,000
Parking Fund Revenue (split 50/50 with General Fund)
Increase hourly parking deck fees 	195,000
Increase Sherman Ave. Garage monthly permit fee 	74,250
Increase surface parking lot monthly permit fee - $30 increase ($60 to $90) 	116,640
Sunday Parking Meters - Enforced 1 pm-9 pm (starting 3/1/19) 	130,000
Increased Parking Meter by Commuter Lots $0.25 per hour ($0.25 to $0.50, starting 3/1/19) 	56,500
Building Permits/Fees
New Fee for Expediting Planning & Zoning Review 	40,000
New Fee for Expediting Building Permits 	30,000
New Business License Registration Fee 	15,000
Vacation Rental Permit and Administration 	80,000
Parks Revenues
Fleetwood-Jourdain Theatre - Fundraising Revenue 	10,000
Other Revenue
Wheel Tax Increase - $10 increase (Passenger from $75 to $85) 	175,000
Transportation network tax increase from $0.20 to $0.45 per ride (exempt carpool and ADA rides) 	280,000
Increase boat rack & launch fees 	14,500
Increase Moving Vans Permit Fee - $20 increase ($100 to $120) 	7,000
Increase transfer from Water Fund for Morton Grove/Niles water sales 	250,000
Contract out Crossing Guards (Increased Revenue from Parking Enforcement Officers) 	200,000
Grant for Body Camera software and storage 	34,000
Reduction in Vital Records revenue due to shortened hours 	(16,000)
Decrease in Cell Phone citations (July 1 will transfer to Cook County) 	(40,000)
Decrease in Parks Grant from YOU 	(40,000)
Elimination of World Arts and Music Festival 	(32,841)
Stop reimbursement of electric / telecommmunications tax to school districts 	40,000
Increase Film Permit Fees 	8,000
Increase in Ambulance Fee (from insurance company billing) 	400,000
Total Revenue Adjustments 	4,965,808	$
CITY OF EVANSTON FY 2019 BUDGET BALANCING WORKSHEET
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Proposed Expense Adjustments
City Manager's Office
Elimination of Cultural Arts Coordinator - Personnel cost 	(125,000)
Elimination of CMO Admin Assistant 	(92,570)
Elimination of Accountant 	(100,000)
Elimination of Administrative Adjudication Aide (Vacant) 	(58,000)
Reduction to Administrative Adjudication Judges (due to loss of cell phone citations) 	(10,000)
Elimination of Budget and Finance Manager 	(159,758)
Addition of Budget Coordinator position 	115,000
Additional Funding for Debt Collection 	30,000
Transfer to Fire Pension Fund - Lauterbach & Amen contract (pension administration) 	20,000
Law Department
Elimination of Legal Analyst/Liquor License Manager 	(130,565)
Addition of Paralegal 	84,500
Administrative Services
Elimination of Facilities Maint Worker I (Vacant) 	(78,000)
Elimination of Junior Mechanic 0.5 FTE (Vacant -- reduction of transfer to Fleet Fund) 	(24,800)
Elimination of Fleet Operations Coordinator (reduction of transfer to Fleet Fund) 	(100,925)
Addition of Full-Time Mechanic (additional transfer to Fleet Fund) 	87,500
Elimination of Payroll / Pension Specialist 	(120,000)
Addition of 0.53 FTE Payroll Clerk 	44,512
Additional funding for facility & building maintenance materials 	100,000
Credit monitoring employee benefit 	20,000
Move funding of Management Analyst to Parking Fund 	(108,537)
Increase in cost of Google renewal 	50,000
Vehicle leasing (reduction of transfer to Equipment Replacement Fund) 	(25,000)
Increase in cost of outdoor security camera maintenance 	35,000
Contract out Crossing Guards 	150,000
Add two Parking Enforcement Officers 	180,000
Community Development
Reduce Planning Service Agreements and Consulting Services 	(65,000)
Addition of 1 FTE Customer Service Representative 	80,528
Addition of Planner 1 Position 	80,528
Additional cost of reorganization for Planning & Zoning Division 	5,000
Downtown Evanston reduction (General Fund portion) 	(28,000)
Elimination of Storefront Modernization Program 	(75,000)
Health and Human Services
Fund two Victim Advocates for 6 months only (full year currently in baseline) 	(92,500)
Elimination of 1 FTE Victim advocates (vacant) 	(81,000)
Addition of Contract for 24/7 crisis response to domestic violence crime victims (for 6 months) 	75,000
Elimination of Vital Records Clerk 	(64,000)
Elimination of Public Health Educator 	(88,527)
Elimination of Assistant Director (vacant) 	(160,000)
Add Senior Management Analyst Position 	105,000
Police Department
Elimination of Police Commander (Vacant) 	(168,387)
Elimination of Court Liaison (non-sworn, vacant) 	(100,000)
Elimination of Police Video Records Specialist (Vacant) 	(61,000)
Hold 4 Police Officer Positions Vacant 	(444,000)
Increase in Police Overtime Budget 	100,000
Increase to Animal Shelter Operating Expenses 	35,000
Increase DUI Expense 	15,000
COLA Increase to overtime and payout expenses 	41,000
Replace Police Dog (current dog scheduled to retire in 2019) 	15,000
Elimination of un-reimbursed overtime for police during NU games (football only)
Northwestern Police Overtime - $12,000 per game not reimbursed, 7 home in 2019 	(84,000)
Northwestern Dillo Day - Police Overtime not reimbursed - $7,000 	(7,000)
Annual Body Camera software and storage 	311,072
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The above Budget Balancing Worksheet includes eliminations of 20 full-time
equivalents; 12.5 positions were filled during budget year 2018. Additionally, the
Library eliminated 1.67 FTE positions as part of the budget. The positions eliminated
in the 2019 adopted budget are included on the following page:
Fire Department
Reduce Fire community engagement programs 	(25,724)
Hold 4 Firefighter/Paramedic Positions Vacant 	(571,052)
Increase in Fire Overtime Budget 	224,680
Fire Department Cost Study 	20,000
Parks, Recreation and Community Services
Eliminate World Arts and Music Festival 	(55,000)
Reorganization of Parks Staff 	(113,495)
Overtime for beaches and aquatic camps - Parks 	25,000
Public Works Agency
Elimination of 2 FTE PW Maintenance Worker II - Streets Division 	(189,000)
Elimination of PWA .5 FTE Part-time clerk 	(35,000)
City Wide
Reduction of terminating sick payouts - Non-Union 	(75,000)
No General Wage Increase (GWI) for non-union employees - General Fund 	(345,440)
No GWI for AFSCME Employees - General Fund 	(324,334)
No GWI for FOP - Officers - General Fund 	(390,511)
No GWI for FOP - Sergeants - General Fund 	(66,428)
No GWI for IAFF Employees - General Fund 	(271,469)
Training and Travel Reductions 	(25,000)
Reduce Cell Phone Allowances by 25% 	(10,000)
Increase in employee portion of healthcare (Non-Union Only) 	(10,000)
Reduce Auto allowance by 25% 	(12,500)
Increase transfer to Insurance Fund 	500,000
Total Expense Adjustments 	(2,622,202)	$
Above the Line Changes to Other Funds 	Revenue Increase 	Expense Changes
No GWI for Non-Union Employees - Other Funds 	(101,300)
No GWI for Union Employees - Other Funds 	(218,200)
Solid Waste Fund
Special Refuse Pickups - from $60 to $100 (Solid Waste Fund) 	80,000
Parking Fund
Addition of Parking Specialist 	87,000
Parking Division Reorganization 	20,000
Move Management Analyst from General Fund 	108,537
Increase hourly parking deck fees 	195,000
Increase Sherman Ave. Garage monthly permit fee 	74,250
Increase surface parking lot monthly permit fee - $30 increase ($60 to $90) 	116,640
Sunday Parking Meters - Enforced 1 pm-9 pm (starting 3/1/19) 	130,000
Increased Parking Meter by Commuter Lots $0.25 per hour ($0.25 to $0.50) 	56,500
Increased Parking Meters Citywide - $1 to $1.50/hour (starting 3/1/19) 	877,500
Waiver of convenience fee for maximum time on parking app 	30,000
Increased parking meter revenue due to maximum time charges 	30,000
Parking Fund Total 	1,479,890 	245,537
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GENERAL FUND SUMMARY
The chart on the following page shows the baseline budget and the impact of the
changes adopted in the above Budget Balancing Worksheet. As can be seen, these
changes brought the General Fund to a surplus of $1.7 million, $1.5 million of which
will be reserved as a contribution to fund balance.
Filled Vacant Position
CMO
1 Budget and Finance Manager
1 Cultural Arts Coordinator
1 Administrative Assistant
1 Accountant
1 Administrative Adjudication Aide
Law Department
1 Legal Analyst/Liquor Licensing Manager
Administrative Services
1 Facilities Maintenance Worker I
1 Fleet Operations Coordinator
1 Payroll / Pension Specialist
0.5 Junior Mechanic (Part-Time)
Health Department
1 Human Services Advocate
1 Customer Service Representative
1 Assistant Director of Public Health
1 Public Health Educator
Police Department
1 Police Commander
1 Court Liaison (non-sworn)
1 Police Video Records Specialist
Parks, Recreation, & Community Services
1 Assistant Director
PWA
1 PW Maintenance Worker II - Streets Division
1 PW Maintenance Worker II - Streets Division
0.5 Administrative Clerk (Part-Time)
12.5 7.5 General Fund Total
Library Fund
1 Administrative Librarian
0.67 Librarian I
1.67 Library Fund Total
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Operating General Fund Revenue 	FY 2017 Actual FY 2018 Adopted FY 2018 Estimated FY 2019 Baseline
Budget
FY 2019 Adopted
Budget
PROPERTY TAXES 	28,294,363 	28,849,196 	28,384,196 	28,599,196 	30,047,955
OTHER TAXES 	46,951,377 	49,742,274 	49,020,000 	49,776,300 	50,796,300
OTHER REVENUE 	1,858,106 	1,300,217 	1,984,596 	978,300 	988,300
LICENSES, PERMITS AND FEES 	13,357,911 	12,397,400 	11,906,060 	10,191,400 	10,526,400
CHARGES FOR SERVICES 	8,754,025 	10,077,550 	9,623,271 	8,415,250 	8,900,909
INTERFUND TRANSFERS 	11,586,943 	7,748,417 	8,555,026 	8,054,713 	8,877,103
FINES AND FORFEITURES 	3,467,694 	3,882,500 	3,694,900 	3,850,500 	4,700,500
INTERGOVERNMENTAL REVENUE 	1,234,749 	793,100 	1,214,153 	1,000,303 	994,303
INTEREST INCOME 	38,544 	50,100 	50,000 	55,100 	55,100
Total General Fund Revenue 	$ 115,543,711 	114,840,754 	114,432,202 	110,921,062 	115,886,870
Operating General Fund Expenses 	FY 2017 Actual FY 2018 Adopted FY 2018 Estimated FY 2019 Baseline
Budget
FY 2019 Adopted
Budget
CITY COUNCIL 	498,172 	492,806 	550,406 	542,030 	528,173
CITY CLERK 	251,193 	191,784 	210,491 	183,082 	180,704
CITY MANAGER'S OFFICE 	7,539,496 	7,540,597 	6,282,561 	6,937,501 	7,997,018
LAW 	772,045 	736,346 	592,402 	706,330 	646,183
ADMINISTRATIVE SERVICES 	9,314,164 	9,075,303 	9,075,307 	9,405,732 	9,483,577
COMMUNITY DEVELOPMENT 	2,592,984 	3,614,774 	3,622,678 	3,537,448 	3,480,360
POLICE 	39,067,047 	38,391,099 	39,049,865 	39,633,811 	38,737,094
FIRE MGMT & SUPPORT 	24,355,551 	23,934,390 	24,858,267 	25,051,679 	24,379,850
HEALTH 	3,071,334 	3,697,529 	3,368,441 	3,542,088 	3,190,606
PARKS, REC. AND COMMUNITY SERV. 	12,479,438 	11,955,812 	12,854,847 	12,549,896 	12,297,509
PUBLIC WORKS AGENCY 	13,983,314 	14,607,356 	13,928,822 	13,667,816 	13,232,299
Total General Fund Expense 	$113,924,739 	114,237,796 	114,394,087 	115,757,414 	114,153,373
NET SURPLUS (DEFICIT) 	$1,618,972 	602,958 	38,115 	(4,836,352) 	1,733,497
BEGINNING FUND BALANCE 	$ 	11,597,127 	$ 	13,216,099 	$ 13,254,214
ENDING FUND BALANCE 	$ 	13,216,099 	$ 	13,254,214 	$ 14,987,711
RESERVE BALANCE PERCENTAGE 	11.6% 	11.6% 	13.1%
FY 2018 SUCCESSES
Bond Rating:
The City maintains an Aa2 bond rating from Moody’s and an AA+ bond rating from
Fitch. The largest factor in this rating analysis is the City’s growing unfunded pension
liability. The City finished 2017 with a slightly increased General Fund Balance,
which was important in maintaining City bond ratings in the face of increasing
pension liabilities. The Government Finance Officers’ Association recommends
maintaining a fund balance of at least 16%.
Public Safety: The Evanston Police Department continues to focus on improving
public safety within the community. In February 2018, the Department deployed 120
body worn cameras to officers in patrol, the problem solving team and the special
operations group. The deployment of the cameras help to improve evidence
collection, strengthen officer performance and accountability, increase transparency,
provide better documentation of encounters between the police and the public, and
assist in the investigation of complaints. Currently the Department is in the process
of expanding the program with additional cameras that will be assigned to school
resource officers, as well as detectives from the juvenile and adult criminal
investigation bureau. Through August 2018, 59,131 events were recorded by the
Department. Part I crime data through August of 2018 indicates an overall decrease
of 14.2% compared to the same time period in 2017. This decrease has resulted in
Operating General Fund Expenses 	FY 2017 Actual FY 2018 Adopted FY 2018 Estimated FY 2019 Baseline
Budget
FY 2019 Adopted
Budget
CITY COUNCIL 	498,172 	492,806 	550,406 	542,030 	528,173
CITY CLERK 	251,193 	191,784 	210,491 	183,082 	180,704
CITY MANAGER'S OFFICE 	7,539,496 	7,540,597 	6,282,561 	6,955,663 	7,997,018
LAW 	772,045 	736,346 	592,402 	706,330 	646,183
ADMINISTRATIVE SERVICES 	9,314,164 	9,075,303 	9,075,307 	9,405,732 	9,483,577
COMMUNITY DEVELOPMENT 	2,592,984 	3,614,774 	3,622,678 	3,537,448 	3,480,360
POLICE 	39,067,047 	38,391,099 	39,049,865 	39,633,811 	38,737,094
FIRE MGMT & SUPPORT 	24,355,551 	23,934,390 	24,858,267 	25,051,679 	24,379,850
HEALTH 	3,071,334 	3,697,529 	3,368,441 	3,542,088 	3,190,606
PARKS, REC. AND COMMUNITY SERV. 	12,479,438 	11,955,812 	12,854,847 	12,549,896 	12,297,509
PUBLIC WORKS AGENCY 	13,983,314 	14,607,356 	13,928,822 	13,667,816 	13,232,299
Total General Fund Expense 	$113,924,739 	114,237,796 	114,394,087 	115,775,575 	114,153,373
NET SURPLUS (DEFICIT) 	$1,618,972 	602,958 	38,115 	(4,854,513) 	1,733,497
BEGINNING FUND BALANCE 	$ 	11,597,127 	$ 	13,216,099 	$ 13,254,214
ENDING FUND BALANCE 	$ 	13,216,099 	$ 	13,254,214 	$ 14,987,711
RESERVE BALANCE PERCENTAGE 	11.6% 	11.6% 	13.1%
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189 less victims of crime in the City of Evanston in 2018. The Department still
maintains dedicated resources to individuals illegally carrying firearms and has
recovered 36 firearms during criminal investigations so far in 2018.
Community Services: The Parks, Recreation and Community Services Department
had another successful year organizing and recruiting for the Mayor’s 2018 Summer
Youth Employment Program, which consisted of nearly 600 summer youth
employment opportunities, mental health awareness trainings and workshops, and
numerous recreational activities. The Chicago School of Professional Psychology
and 45 private Evanston businesses also enhanced the program. Recreational
activities included open microphone sessions, free beach access, free drop in coding
programming, open gym hours, late night programming at Mason Park, youth
entertainment at festivals, free breakfast and lunch meals, middle school dances,
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, helped to reduce violence and make it a safe summer for youth and young
adults.
Parks, Recreation, and Community Services Department Gold Medal Finalist:
The City of Evanston's Parks, Recreation and Community Services Department was
named a finalist for the National Gold Medal Awards for Excellence in Park and
Recreation Management for the second consecutive year. The honor was announced
by the American Academy for Park and Recreation Administration (AAPRA), in
partnership with the National Recreation and Park Association (NRPA).
Economic Development: The Economic Development Work Plan focuses on five
areas for City economic development activities: 1) Attraction and retention of
retailers; 2) Workforce development partnerships; 3) Support of arts and
entertainment-focused businesses and ventures; 4) Entrepreneurship; and 5) Support
of the City’s Quality of Place initiative that defines the City’s attractiveness to
residents and businesses. It included particular emphasis on creating business
district vitality to support existing businesses, and on improving infrastructure
surrounding the districts.
In 2019, Economic Development staff will reinforce its focus on business district
revitalization and on retention and expansion of existing businesses. Attraction efforts
to fill vacancies will focus on new businesses that provide opportunities for
consumers to experience activities such as fitness, cooking classes, and arts. Staff
will continue to pursue opportunities to help create jobs, grow the property tax base,
and develop the workforce.
Notable Economic Development Activities of 2018 include:
● Leasing of City-owned Howard Street storefronts at 633 Howard and 727
Howard. Continued engagement with business and property owners on
Howard Street, including support for the Howard Street Business Association
and the upcoming City Grange redevelopment project for the former parking
lots at the northwest corner of Howard and Chicago. New businesses that
have opened on Howard Street in 2018 include:
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o Patisserie Coralie - 633 Howard
o Good to Go - 711 Howard
o Vision 20/20 - 525 Howard
o Hip Circle Empowerment Center - 727 Howard
o X-Sculpt - 831 Howard
o Theo Ubique Cabaret Theater - 721 Howard (Opening December 2018)
● Opening of the City’s 2nd Target store on Sherman Avenue in Downtown
Evanston
● Support for workforce development initiatives at Evanston Rebuilding
Warehouse and Mudlark Theater
● Support for the creation of a special service area for the Central Street
Business District
● Pursuit of a downtown performing arts center in Evanston. Work continues to
bring an arts center and the Northlight Theatre back to Evanston.
● Demand for office space in Evanston continues to grow. Contract to sell city-
owned parking lot at 1714-20 Chicago Avenue for a “Class A” office
development has potential to add 500 new jobs in downtown Evanston.
● Revitalization of numerous properties through the City’s Storefront
Modernization Program, which helps small businesses with the cost of
improving street-facing storefronts. Beneficiaries of the program include:
o Awnings for a new location of Squeezebox Books at 743 Main Street
o Signage for the new location of Prairie Moon at 1635 Chicago Avenue
o Adding windows to the facade of a professional building at 1101
Howard Street
o Signage and a custom door at new children’s bookstore at 507 Main
Street
o Facade updates to storefronts at the corner of Church Street and
Dodge Avenue
● The first full year of the Evanston Entrepreneurship Support Program which
provides up to $3,500 in funding for qualifying startup costs.
● Ongoing support of Evanston’s business districts through the Great Merchant
Grant Program which helps fund streetscape, banners, advertising, and
events.
Water Sales: In 2018, Evanston finalized a 40-year wholesale water supply
agreement with the Village of Lincolnwood. The water delivery begins in late 2019,
and will generate an estimated $500,000 per year in additional revenue for the City of
Evanston. The agreement includes two additional 10-year extension provisions at
the discretion of Lincolnwood.
Human Services Fund: The Human Services Fund (HSF) continues to protect
Evanston's most vulnerable residents by providing individuals and families with
access to services that promote self-sufficiency. The Human Services Fund uniquely
meets the objective of meeting human needs through the interdisciplinary knowledge
of staff, focusing on prevention as well as remediation of problems, while maintaining
a commitment to improving the overall quality of life of all populations. The City of
Evanston invests resources in improving community health and well-being of its
residents.
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The HSF supports programs and services consistent with the core principles and
goals identified in the Human Services Strategy, which guides the work of the
division. This fund emphasizes a coordinated, seamless social safety net that is more
efficient and effective for its residents. The Human Services Strategy includes
additional support to avert crippling life crisis situations. The Community Action
Program supports various community initiatives by providing needed opportunities at-
risk families, veterans, and vulnerable populations.
General Assistance Fund: The General Assistance Program assists persons
ineligible for any other State or Federal financial entitlement programs (up to $935.00
monthly). General Assistance is a term used to denote entitlement programs that
benefit adults without dependents (single persons) as opposed to families with
children, who receive assistance from the federal program formerly known as Aid to
Families with Dependent Children. Participants of the program are individuals living
200 percent below the Federal poverty guidelines.
The General Assistance Program also includes the Emergency Assistance Services
program which supports residents in avoiding loss of housing and or in financial
crisis. Assistance for essentials are provided to Evanston residents who have
applied for, but are not yet receiving, benefits from other agencies such as
Department of Human Services, Social Security, the Illinois Unemployment
Administration Service or for those who have exhausted their income due to
unforeseen circumstances. The program provides wrap-around services with other
community partners to address basic needs for residents who have experienced
unforeseen life-threatening situations. Available assistance includes mortgage
assistance, rental assistance, and some utility assistance.
Sustainability: 2018 was a big year for sustainability actions. The City launched the
largest municipal food waste composting program in the State of Illinois. All Evanston
properties are now eligible to receive food waste composting services, and a pilot
program was kicked-off at City Hall. The City was awarded the SolSmart Gold
designation indicating Evanston has taken steps to make it easier for solar
developments. Evanston's public electric vehicle charging stations saw the third
straight year of significant increase in utilization. The Mayor's Climate Action and
Resilience Plan Working Group set forth ambitious goals and strategies to achieve
100% renewable electricity by 2035, community-wide zero waste by 2050 and carbon
neutrality by 2050.
Robert Crown Community Center Project
Built in 1974 with a generous and visionary donation from the Crown family, the
Robert Crown Center has long served as an important social and recreational hub for
the City of Evanston. The Center offers a valuable venue for hockey, figure skating,
soccer, football, lacrosse, dancing, summer camps, pre-school and many other
community programs. Now this vital shared resource is showing severe wear with a
number of civil, structural, architectural and mechanical issues. It no longer
adequately meets the growing needs of the surrounding community. To continue to
provide innovative programs and services in a safe, modern environment, the
facilities must be re-envisioned.
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The new Robert Crown Community Center will be partially funded through private
fundraising led by the Friends of the Robert Crown Center (FRCC), a 501(c)(3)
organization. Fundraising revenues will be given from the FRCC as a donation to the
City for the construction of the new facility. The project is also financed by general
obligation bond proceeds as well as funding from the Parking Fund and Sewer Fund.
Expenses and revenues related to the project are now shown in the Crown
Construction Fund.
Construction began in summer 2018 and the new building is expected to be complete
in Fall 2019. Demolition of the existing building and construction of the surrounding
park site will continue through Spring 2020.
2019 PROJECTS
During the 2019 Budget process, it became apparent that there were other areas that
should be considered for budget reductions but require additional time for
consideration and analysis. The items below will be studied further during 2019 with
potential for service level changes during the 2020 Budget.
Merrick Rose Garden
The Merrick Rose Garden can be rented for small weddings, special occasions and
for taking photographs. There is a $200 rental fee, which generates an average of
$1,500 annually. In 2017, there were seven reservations made totaling $1,040 and in
2018 there were nine reservations made totaling $1,950.
There are approximately 1,500 rose bushes in the garden. An employee from the
Greenways division spends approximately 30 hours / week maintaining the roses,
pathways and fountain and weeding of the site. This work is performed from mid-
March to late November. The cost to perform this work is $1,990.14 per week.
Assuming the work is performed 33 weeks, the annual cost to perform the
maintenance at the rose garden is $65,675.
During the budget process, staff looked at outsourcing the maintenance of the Rose
Garden. Based on 1,500 rose bushes and the 33 weeks of work, the cost is $99,000.
In addition, there would be a $5,000 maintenance fee to perform the weekly
landscape maintenance. As a result, using in house staff to perform the work is more
cost effective than outsourcing this function; however, the cost of maintaining the
Rose Garden is still over $60,000 annually.
During 2019, staff will begin to investigate options for turning over the maintenance of
the Rose Garden to a non-profit or private organization. This would allow the area to
remain as a public amenity but would decrease the cost to the City.
Noyes Cultural Arts Center
Noyes Cultural Art Center currently has net revenues of nearly $100,000 annually,
meaning that rent from tenants outpaces expenses to run the facility.
Although it runs on an operational surplus, there are major capital issues which need
to be addressed in the coming years:
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This facility is mainly for private use by tenants, including those offering classes to the
public. During 2019, staff will begin conversations with the tenants association
regarding funding for capital improvements and a long-term plan for management of
the facility.
Administrative Adjudication
During the budget process, State law was changed regarding the prosecution of
tickets for drivers caught using cell phones. Starting July 2019, this offense will count
as a moving violation, which moves hearings for the offense to the County court
system.
In 2017, there were 1,427 tickets written for this violation, worth $104,000 in fines.
Moving these violations into the County’s purview will significantly decrease the
volume of items for the City’s administrative adjudication.
Since this is set to begin in July 2019 with the State’s fiscal year, staff will track the
effect that this change has on administrative adjudication operations and will make a
recommendation about how to better utilize staff and contracted judge time for the
2020 budget.
Social Services
The Priority Based Budgeting process included many social services for
consideration and analysis. Rather than address the individual programs in a
piecemeal fashion, Deputy City Manager Kimberly Richardson has begun a thorough
analysis of social services across departments. With a multi-departmental team, she
has begun an inventory of the programs in order to identify opportunities to
implement performance measures based on needs and outcomes and to improve
service delivery systems.
An initial look concluded that social services are approximately 1% of the City’s
budget. The following programs have been identified are:
o 21 programs aimed at Senior Services
o 7 programs for youth and young adults
o 5 General Assistance services
o 14 programs for emergency assistance
In addition, the Mental Health Board provides funding for nonprofits throughout
Evanston for social services.
Basement Improvements 200,000.00
Parking Lot Resurfacing/Exterior Lighting 300,000.00
Lighting/Energy Efficiency 120,000.00
Flooring in City Used Rooms 40,000.00
Security System Upgrades (alarm and
cameras) 30,000.00
HVAC/Unit Heater Replacement 1,300,000.00
Retaining Wall Repairs 500,000.00
Brick Tuckpointing/Recoating 2,500,000.00
TOTAL 4,990,000.00
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Throughout 2019, this group will continue to:
● Develop a measurement tool to evaluate service delivery of programs and
services
● Create a social services framework that includes outcome measurements
Currently, it is staff’s goal to investigate the benefits of housing social services in one
department with a potential reorganization plan presented for inclusion in the 2020
Budget.
ENTERPRISE FUNDS:
Parking Fund: The adopted budget for the Parking Fund includes $3.5 million in
capital expenses for 2019. Included on the Budget Balancing Worksheet are
increases to revenue which would be shared with the General Fund, in addition to a
$0.50 increase in hourly parking meter fees which would go to the Parking Fund. This
will increase net Parking Fund revenue by $1.7 million, offsetting some of the capital
fund expenses and keeping fund balance from falling below the recommended level.
Water Fund: This Adopted Budget includes an 11% increase to the Evanston Water
rate. This increase will be off-set by a 7% decrease in the sewer rate.
The City’s water treatment plant has several large concrete tanks that store water
after it has been treated (called clearwells). The largest of these, a five million gallon
clearwell built in 1934, is in need of replacement. Engineering evaluations completed
in 2012-2013 concluded that the roof of the clearwell would not last more than
another five years. A long-term planning study completed in 2014 evaluated options
for the 1934 clearwell and determined that the clearwell should be replaced.
Evanston anticipates receiving a State Revolving Fund loan for this project in the
amount of $25 million at an interest rate below 2.0% from the Illinois Environmental
Protection Agency. The FY2019 Capital Improvement plan indicates spending $13.7
million in 2019 and $10.2 million in 2020.
Evanston completed negotiations with the Village of Lincolnwood to provide water
through a newly constructed pipeline to the Evanston border (paid for by Evanston,
but reimbursed in the Lincolnwood water rate). This project will be completed in late
2019 and only modest start up water provision will begin in November.
Sewer Fund: The Adopted Budget includes a 7% decrease to the Evanston sewer
rate. This decrease will be completely off-set by an 11% increase in the water rate.
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 after this transmittal letter.
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In closing, I would like to thank the City’s Chief Financial Officer/Treasurer Hitesh
Desai 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
Revenue Manager Alex Thorpe, Senior Management Analyst Kate Lewis-Lakin,
Deputy City Manager Kimberly Richardson, Human Resources Manager Jennifer Lin,
Assistant City Manager Erika Storlie, and former Budget and Finance Manager
Ashley King 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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City of Evanston
FY 2019 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 includes
residential neighborhoods encircling thoughtfully-planned business districts and
recreational facilities. Ongoing 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 thirty 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 budget for FY 2019 is $319,165,450 for all budgeted funds, including
inter-fund transfers. This represents a decrease of $16.3 million or 4.9%
compared to the adopted FY 2018 Budget ($335,469,008).
III. Fiscal Considerations
The budget process began with a General Fund baseline shortfall of $4.9 million.
As a result, the focus of the FY 2019 budget included the evaluation of all
General Fund Department budgets and involved both revenue increases and
expense reductions to present a balanced budget for 2019. These changes are
detailed in the Budget Balancing Worksheet in the transmittal letter of this
document.
The 2018 tax levy, receivable in 2019, includes an increase of $1.82 million to
the City levy. Of this, $1 million will have no effect on taxpayers. This increase in
levy amount is in order to capture the increased equalized assessed value (EAV)
that was in the Washington-National TIF prior to its closure at the end of 2018.
The remaining $820,000 represents a 2% increase to the overall City Levy, which
was approved as part of the Budget Balancing Worksheet. Additionally, the
Library Fund levy increased by $143,600 for general operations.
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2016 ADOPTED
LEVY
2017 ADOPTED
LEVY
2018 PROPOSED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
GENERAL FUND
Gross Levy 	7,889,028 	8,060,613 	10,552,578 	2,491,964
Loss Factor* 	157,781 	161,212 	211,052 	49,839
Net Levy - General Fund 	7,731,247	$ 	7,899,401	$ 	10,341,526	$ 	2,442,125	$
GENERAL FUND - IMRF PENSION
Gross Levy 	2,719,691 	2,548,105 	1,534,466 	(1,013,639)
Loss Factor* 	54,394 	50,962 	30,689 	(20,273)
Net Levy - IMRF Pension 	2,665,297	$ 	2,497,143	$ 	1,503,777	$ 	(993,366)	$
GENERAL ASSISTANCE FUND
Gross Levy 	918,367 	918,367 	918,367 	-
Loss Factor* 	18,367 	18,367 	18,367 	-
Net Levy - General Assistance 	900,000	$ 	900,000	$ 	900,000	$ 	-	$
SOLID WASTE FUND
Gross Levy 	- 	418,367 	836,735 	418,368
Loss Factor* 	- 	8,367 	16,735 	8,368
Net Levy - Solid waste Fund 	- 	410,000	$ 	820,000	$ 	410,000	$
TOTAL CITY AND GA FUND 	11,296,544 	11,706,544 	13,565,303 	1,858,759 	15.88%
FIRE PENSION FUND
Gross Levy 	8,029,295 	8,229,538 	8,149,576 	(79,962)
Loss Factor* 	160,586 	164,591 	162,992 	(1,599)
Net Levy - Fire Pension 	7,868,709	$ 	8,064,947	$ 	7,986,584	$ 	(78,363)	$
POLICE PENSION FUND
Gross Levy 	10,114,490 	10,344,596 	10,385,008 	40,412
Loss Factor* 	202,290 	206,892 	207,700 	808
Net Levy - Police Pension 	9,912,200	$ 	10,137,704	$ 	10,177,308	$ 	39,604	$
DEBT SERVICE FUND
Gross Levy 	10,879,993 	10,879,993 	10,879,993 	-
Loss Factor* 	- 	- 	- 	-
Net Levy - Debt Service 	10,879,993	$ 	10,879,993	$ 	10,879,993	$ 	-	$
TOTAL CITY LEVY
Gross Levy 	40,550,863 	41,399,579 	43,256,723 	1,857,143
Loss Factor* 	593,417 	610,391 	647,535 	37,143
TOTAL CITY NET LEVY 	39,957,446 	40,789,188 	42,609,188 	1,820,000 	4.46%
LIBRARY FUND
Gross Levy 	6,412,610 	6,761,668 	6,887,755 	126,087
Loss Factor* 	128,252 	135,233 	137,755 	2,522
Net Levy - Library 	6,284,358	$ 	6,626,435	$ 	6,750,000	$ 	123,565	$
LIBRARY FUND - DEBT SERVICE
Gross Levy 	345,955 	333,402 	353,437 	20,035
Loss Factor* 	- 	- 	- 	-
Net Levy - Library Debt 	345,955	$ 	333,402	$ 	353,437	$ 	20,035	$
TOTAL LIBRARY LEVY
Gross Levy 	6,758,565 	7,095,070 	7,241,192 	146,122
Loss Factor* 	128,252 	135,233 	137,755 	2,522
TOTAL LIBRARY NET LEVY 	6,630,313 	6,959,837 	7,103,437 	143,600 	2.06%
TOTAL CITY AND LIBRARY LEVIES 	46,587,759 	47,749,025 	49,712,625 	1,963,600 	4.11%
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IV. General Fund
Expenditures
The FY 2019 Adopted Budget includes a decrease in expenditures from the 2018
Adopted Budget. These increases are detailed in the Transmittal letter.
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.
Property Tax
The City’s portion of the property tax levy is anticipated to increase by
approximately $1.82 million. Of this, $1 million is in order to capture the
increased EAV that was in the Washington-National TIF prior to its closure at the
end of 2018 and will have no impact on taxpayers. The remaining $820,000 is a
2% increase on the overall City levy amount.
State Sales Tax
General Fund revenue from the State of Illinois sales tax is expected to be
$10,250,000 which represents an approximate 2.8% decrease in comparison to
the FY 2018 budget. This revenue is a slight decrease due to the projections
provided by the State of Illinois budget office.
Home Rule Sales Tax
This General Fund revenue is budgeted at $6,300,000, which is a 1.8% decrease
in comparison to the FY 2018 budget. 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 (i.e sales tax
above). This revenue decrease is associated with a 1% administration surcharge
placed on City sales taxes by the State of Illinois and a slight decrease in overall
expected revenues.
State Income Tax
Based upon projections from the Illinois Municipal League, revenue budgeted for
FY 2019 is $7,210,000, representing a slight increase from the FY 2018 budget.
This revenue is collected by the State of Illinois and the amount distributed to
Illinois municipalities is dependent upon population size.
Utility Taxes
Revenues from utility taxes are comprised of electric, natural gas distribution and
consumption, and telecommunications taxes. For FY 2019, these taxes are
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budgeted at $6.8 million. Electric and natural gas taxes are weather sensitive and
can fluctuate based on high / low weather patterns.
Real Estate Transfer Tax
In November 2018, is a referendum passed to increase the real estate transfer
tax rate to $7 per $1,000 for sales over $1.5 million in value and $9 per $1,000
for sales over $5 million in value. The rate would remain the same for sales less
than $1.5 million in value. This ballot measure increased revenue by an
additional $750,000 above baseline revenue.
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 2019, the revenue projection for vehicle licenses is $2,875,000, which is
$25,000 more than 2018. The baseline revenue was $150,000 below 2018
revenue, but the adopted budget includes an increase to the wheel tax rate that
caused an increase in revenue.
Licenses, Permits, and Fees
Including vehicle sticker sales, total licenses, permits, and fees are expected to
generate $10.5 million, which represents a $1.9 million decrease in comparison
to FY 2018. This major decrease is reflected in lower building permit related
revenues. There are several revenue sources, which comprise the licenses,
permit and fee category including building permits, liquor licenses and the cable
franchise fee.
Fines and Forfeitures
Parking tickets, regular and other fine revenues are budgeted to be $4,700,500 in
FY 2019, which is a $900,000 increase from the 2018 adopted budget, due
primarily to increased parking ticket rates.
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 $8,900,909 in FY 2019, which is a $1.1 million decrease over FY 2018.
Ambulance service rates were increased as part of the adopted budget.
Intergovernmental Revenue
This revenue is completely dependent on grants offered by the State and Federal
governments. For FY 2019, the revenue is projected to be higher than FY 2018
at $994,303. The majority of the City’s grant funding is located in grant-specific
funds outside of the General Fund.
V. Other Funds
General Assistance Fund
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The General Assistance Program, which is mandated by the State of Illinois, is
administered by the City of Evanston and supported by Evanston tax revenues.
The program provides assistance (up to $935 monthly) to Evanston residents
who are not eligible for other forms of state or federal financial assistance and do
not have resources to support their basic needs.
Human Services Fund
The Human Services Fund was created to protect Evanston's most vulnerable
residents and to provide individuals and families with access to services that
promote self-sufficiency and address mental health concerns. This includes
community services provided by social services agencies, crisis intervention
services, and the Community Action Program. This Fund includes a 4%
reduction in expenses as noted in the Transmittal Letter.
Good Neighbor Fund
The Good Neighbor Fund is a result of Northwestern University’s commitment to
contributing $1 million in support of City programs.
Library Funds
The Evanston Public Library reviews and approves Library Funds/Budgets
through the Library Board and these funds are included in this document. The
Library is increasing both operating and capital expenses for 2019. 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.
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 $2,188,897 in FY 2019.
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 2019 revenues for the fund
are budgeted at $1,319,800 while expenditures adopted for 2019 total
$1,021,489.
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. The FY 2019 revenues and expenditures budgeted for the
SSA #4 Fund are projected to be $525,000.
Community Development Block Grant (CDBG) Fund
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This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The expenditure amount estimated for FY 2019 is $2,631,080,
which includes draw down of prior year available funds.
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 2019
expenditures total is $250,000.
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 $100,000 in FY 2019.
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
low- to moderate-income residents in finding affordable housing. The HOME
Fund’s FY 2019 budgeted expenditures are $741,269.
Affordable Housing Fund
The Affordable Housing Fund seeks to support housing related programs as
adopted by the City Council. The FY 2019 budget is $1,027,697 for Rehab
Loans and Housing Related Services.
Debt Service Fund
The 2018 tax year levy filed with Cook County in December 2018 has been
budgeted as revenue for FY 2019. Budgeted expenditures in this fund primarily
consist of general obligation debt service paid from property taxes. Total debt
service expenses for FY 2019 are projected at $14,767,219. This includes the
2019 debt service payment for bonds issued for the Crown Community Center
Project, funded by a transfer from the General Fund.
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 2019 total $746,225.
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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 2019 are budgeted at $643,000.
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.
Expenses for FY 2019 are budgeted at $70,870 for the payment of 2017C bond
issue Debt Service.
Chicago-Main TIF Fund
The City Council adopted the Chicago/Main Tax Increment Financing (TIF)
District #8 in January 2013. The goal of this TIF district is to support the
continued development of the thriving business district located near the
intersection of Chicago Avenue and Main Street. The FY 2019 Budget is
$100,610 for the payment of 2017C bond issue debt service.
Special Service Area #6 Fund
Special Service Area #6 is comprised of the commercial areas of Dempster
Street, Chicago Avenue, and Main Street. The FY 2019 Budget for this fund is
$221,500.
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 $14,260,549. The Robert Crown
Community Center capital expenses are tracked in a separate fund and is not
included as expenditures in the Capital Improvements Fund.
Crown Construction Fund
This fund, created in 2018, is used to track revenues and expenses associated
with the approximately $53 million project to build the new Robert Crown
Community and Library Center. The FY 2019 budget for this fund is $23,670,000.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2019 total
$936,955 to be used for Alley reconstruction throughout the City.
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, Maple, and Church St. garages along with the entire municipal
parking system with over 2,000 meters. FY 2019 expenses total $13,249,881.
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Water Fund
The Water Fund has budgeted FY 2019 expenses totaling $48,657,257. This
amount includes major capital projects which can be found in the CIP and
includes the major project of replacement of the 5.0 million gallon treated water
storage reservoir at the Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2019 expenses totaling $14,755,238, which
includes $4.9 million in capital outlay.
Solid Waste Fund
The FY 2019 budget for Solid Waste operations is projected at $5,416,542 which
is an increase of $306,841 from FY 2018.
Fleet Services Fund
Budgeted expenditures for FY 2019 total $3,183,322. 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 2019 expenditures budgeted for the fund total $1,622,977.
Insurance Fund
The Insurance Fund continues to incur increased liability/personnel cost
increases. 2019 budgeted expenditures total $18,962,870. The City self-insures
a large majority of liability insurance claims in this fund, with a self-insured
retention set at $1,250,000.
Fire Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Fire Pension Fund as prescribed in 40 ILCS 5/4-
101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2019
are budgeted at $9,333,500.
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 2019 are budgeted at $12,876,500.
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PART II
CHARTS & SUMMARIES
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2019 ADOPTED BUDGET
Organizational Chart
Residents
Mayor
City Council
City Clerk
Police
Fire
Community
Development
Public Works
Agency
Health and
Human
Services
Parks, Recreation
& Community
Services
Law
Administrative
Services
City Manager
Assistant City
Manager
CFO/City
Treasurer
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 534,400
Number of Registered Borrowers 49,285
Geographic Location On Lake Michigan Annual Circulation 1,056,000
Immediately north
of Chicago
Recreation Facilities
Population 74,756 Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 268
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 (2014) $2,740,060,120 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Median Household Income $71,317 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 365,883
Northwest Water Commission 225,137
Fire Protection Evanston 75,570
Number of Firefighters (2018) 107 Skokie 65,176
Number of Stations 5 Miles of Water Mains 157.5
I.S.O. Rating Class 3 Filtration Plant Rated Daily Capacity (gallons) 108,000,000
Police Protection Rated Daily Pumping Capacity (gallons) 147,000,000
Number of Sworn Officers (2018) 166 Average Daily Pumpage (gallons) 37,850,000
Number of School Crossing Guards 49
Number of Parking Enforcement Officers 11
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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
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%
2013 74,619 3,113,477,775 41,725 34.4 93.9% 10,293 6.7%
2014 75,570 3,262,734,750 43,175 34.4 93.9% 10,429 4.2%
2015 75,570 3,124,063,800 41,340 34.4 93.9% 11,088 4.5%
2016 75,603 3,235,052,370 42,790 35.2 94.0% 12,104 4.3%
2017 75,472 3,316,617,040 43,945 35.3 94.0% 12,026 3.9%
Source: United States Census Bureau
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DATE TIME ACTIVITY
Monday, March 19, 2018 7PM Priority Based Budgeting roll-out
April 10-June 7, 2018 PBB Survey Open to the Public
Monday, June 18, 2018 7PM PBB Update & Next Steps
June-August Targeted outreach & engagement
Monday, July 30, 2018 7PM PBB Update
Mid-Year 2018 Budget Review
August & September Continued face to face outreach & engagement
Thursday, September 13, 2018 7PM Public Outreach Event
Monday, September 17, 2018 7PM Human Services Program Review Presentation
Friday October 5, 2018 5PM Proposed 2019 Budget to City Council
Online outreach tool open to the public
Monday, October 22, 2018 7PM* 2019 Budget Discussion
Saturday, October 27, 2018 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2019 Proposed Budget
Preliminary Tax Levy Estimate
Monday, October 29, 2018 6PM 2019 Budget Discussion
Monday, November 12, 2018 7PM 2019 Budget Discussion (if needed)
Monday, November 19, 2018 7PM* 2019 Budget & 2018 Tax Levy Adoption
*meeting times are approximate
Rosh Hashana is September 9-11
Yom Kippur is September 18-19
Columbus Day is October 8
Thanksgiving is November 22
City of Evanston
2019 Budget Calendar
All meetings are held in the James C. Lytle Council Chambers
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2019 ADOPTED BUDGET
Budget 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.
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2019 ADOPTED BUDGET
Budget Process
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.
 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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2019 ADOPTED BUDGET
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.
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2019 ADOPTED BUDGET
Budgetary Basis of Accounting
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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2019 ADOPTED BUDGET
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
General Assistance Fund – To account for the General Assistance program. Assistance is
provided to persons who are not eligible for any other state or federal financial assistance
programs and who do not have income or resources to provide for their basic needs.
Human Services Fund – To account for the access to resources that offer support and
empower families.
Good Neighbor Fund – To account for the resources provided by Northwestern University to
assist City functions and increase programming.
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 Capital Fund – To account for the capital improvements to the Evanston Public
Library. Funding is provided primarily through property tax levy.
Library Debt Fund – To account for principal and interest payments on debt proceeds issued
and allocated to the Evanston Public Library.
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. NSP2 Fund is no longer in use in 2019.
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.
Special Service Area No. 6 Fund To account for promotion, advertisement, and street
maintenance costs of the area located in the City's commercial district surrounding Dempster,
Chicago, and Main. Financing is provided by the City through an annual special service area
property tax levy.
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2019 ADOPTED BUDGET
Fund Descriptions
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 Block Grant Loan Fund - To account for residential rehabilitation
loans to residents.
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.
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.
Southwest 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.
Chicago-Main Tax Increment District Fund – To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
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2019 ADOPTED BUDGET
Fund Descriptions
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.
Crown Construction Fund - To account for all activity related to the construction of a new
Robert Crown Community Center beginning in 2017. Financing is provided by general
obligation bond proceeds and community contributions.
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.
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.
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Fund Descriptions
TRUST AND AGENCY 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.
DEPARTMENT/FUND RELATIONSHIPS
Department 	Funds 	Department 	Funds
13 CITY COUNCIL 	100 GENERAL FUND 	100 GENERAL FUND
14 CITY CLERK 	100 GENERAL FUND 	415 CAPITAL IMPROVEMENTS FUND
15 CITY MANAGER'S OFFICE 100 GENERAL FUND 	40 PUBLIC WORKS AGENCY 100 GENERAL FUND
505 PARKING SYSTEM FUND 	200 MOTOR FUEL TAX FUND
17 LAW 	100 GENERAL FUND 	415 CAPITAL IMPROVEMENTS FUND
100 GENERAL FUND 	416 CROWN CONSTRUCTION FUND
415 CAPITAL IMPROVEMENTS FUND 	420 SPECIAL ASSESSMENT FUND
505 PARKING SYSTEM FUND 	505 PARKING SYSTEM FUND
600 FLEET SERVICES FUND 	510 WATER FUND
601 EQUIPMENT REPLACEMENT FUND 	515 SEWER FUND
21 COMMUNITY DEVELOPMENT 100 GENERAL FUND 	520 SOLID WASTE FUND
176 HEALTH AND HUMAN SERVICES 	48 LIBRARY 	100 GENERAL FUND
195 NEIGHBORHOOD STABILIZATION FUND 	185 LIBRARY FUND
210 SPECIAL SERVICE AREA (SSA) #4 	186 LIBRARY DEBT SERVICE FUND
215 CDBG FUND 	187 LIBRARY CAPITAL IMPROVEMENT FD
220 CDBG LOAN FUND 	99 NON-DEPARTMENTAL 180 GOOD NEIGHBOR FUND
230 HOUSING FUND 	186 LIBRARY DEBT SERVICE FUND
235 NEIGHBORHOOD IMPROVEMENT 	300 WASHINGTON NATIONAL TIF FUND
240 HOME FUND 	310 HOWARD-HARTREY TIF
250 AFFORDABLE HOUSING FUND 	315 SOUTHWEST TIF FUND
22 POLICE 	100 GENERAL FUND 	320 DEBT SERVICE FUND
205 EMERGENCY TELEPHONE (E911) FUND 	325 DOWNTOWN TIF DEBT SERVICE FUND
415 CAPITAL IMPROVEMENTS FUND 	330 HOWARD-RIDGE TIF FUND
705 POLICE PENSION FUND 	335 WEST EVANSTON TIF FUND
23 FIRE MGMT & SUPPORT 	100 GENERAL FUND 	340 DEMPSTER-DODGE TIF FUND
415 CAPITAL IMPROVEMENTS FUND 	345 CHICAGO-MAIN TIF
700 FIRE PENSION FUND 	350 SPECIAL SERVICE AREA (SSA) #6
24 HEALTH 	100 GENERAL FUND 	415 CAPITAL IMPROVEMENTS FUND
175 GENERAL ASSISTANCE FUND 	416 CROWN CONSTRUCTION FUND
176 HEALTH AND HUMAN SERVICES 	605 INSURANCE FUND
30 PARKS, REC. AND
COMMUNITY SERV.
19 ADMINISTRATIVE SERVICES
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2019 ADOPTED BUDGET
Budget Policies
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 was revised in 2014 as follows:
I. Budget Process
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.
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.
Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
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.
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.
Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by October 31.
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Budget Policies
II. Fund Policies
General Fund
The General Fund budget will be balanced each year, subject to the current Fund Reserve level. In
the event the General Fund Reserve balance is below the minimum level of 16.6%, the fund may be
structured with a surplus budget in order to bring reserves up to the minimum. In the event the fund
reserve is above the 20% recommended maximum, the budget may be structured in a deficit to
account for the transfers out to other funds as noted in the reserve policy.
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.
Water Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to meet debt requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs.
Fire and Police Pension Funds
The Firefighters and Police Pension Funds shall receive funding in accordance with the Joint
Actuarial Report provided by the City and both Funds each year. Actuarial methods and
assumptions shall be reviewed annually and shall meet or exceed Illinois statutory regulations.
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
telephone surcharge.
Motor Fuel Tax Fund
Revenues for this fund are provided by the state motor fuel tax and as such should be used only for
street improvement, repair, and maintenance as allowed by State of Illinois law. Funds may be
accumulated for the purpose of accomplishing major projects, however, the beginning reserve
balance for this fund should not fall below 25% of the annual revenue received in the prior year.
Insurance Fund
The Insurance Fund must be maintained to meet the City’s current and future insurance liability and
self-funded employee benefits program requirements. Liability Insurance Requirements include
current budget year obligations and building a reserve (as noted in the fund reserve section of this
communication) 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
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Budget Policies
each year will recommend to the City Council insurance policy coverage and limits and include the
necessary funds in the operating budget. Self-funded Employee Benefit Program costs are accounted
for in this fund and at the Intergovernmental Personal Benefits Cooperative (IPBC). As required by
the IPBC the City will maintain a minimum of one month’s reserve for PPO benefit programs at the
IPBC. Further, the City will set rates and manage program benefit costs to keep cost increases below
the Medical rate of inflation.
Fleet Services Fund
The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the
demands of the operating departments. Interfund transfers from operating departments shall be
established to maintain the necessary staff, equipment and supplies/parts to service all appropriate
vehicles.
Equipment Replacement Fund
The Equipment Replacement Fund receives interfund transfer from operating department’s
established to replace vehicles within 2 years of the expiration of their useful life as determined by
the fleet maintenance division. General obligation debt shall only be used for vehicles with an
expected equal to or greater than 15 years and with a purchase price greater than or equal to
$250,000.
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
decreased 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 $150,000,000 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
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2019 ADOPTED BUDGET
Budget Policies
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.
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 operations, debt service, and capital projects. Transfers
to other funds for administrative expenses should be maintained to reflect true program costs.
Solid Waste 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 solid waste operations, debt service, and capital projects.
Transfers to other funds for administrative expenses should be maintained to reflect true program
costs.
Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals
in regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
General Fund
A minimum of 16.6% or two month of operating expenses shall be maintained as a reserve. Any
monies over a 16.6% 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.
Parking System Fund
A minimum of 16.6% 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.
Water Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to meet debt requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs.
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Budget Policies
Sewer Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to satisfy both bond and IEPA loan debt requirements. A portion of this fund
reserve shall be used to fund depreciation and capital improvement needs.
Solid Waste Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to satisfy debt requirements. A portion of this fund reserve shall be used to fund
depreciation and capital improvement needs.
Motor Fuel Tax Fund
A minimum of 25% expenses shall be maintained as a reserve in order to ensure the efficient startup
of roadway projects each year.
Capital Improvement Fund
A minimum of 25% of expenses funded from non-debt sources shall be maintained as a reserve. No
debt-service costs are located in this fund and therefore no reserve is required for debt service. This
25% reserve shall be used for the startup costs of the current year capital projects in the approved
annual budget. Any funds that remain unspent from incomplete capital projects shall be in addition
to this 25% level. Any funds that are unspent from projects that were completed under budget shall
be included in this 25% level. All projects funded from bond proceeds or other debt issues, shall be
tracked along with that debt issue to comply with arbitrage and issuance compliance regulations.
Tax Increment Finance Funds
Fund reserves shall be based on outstanding debt-service requirements or multi-year development
incentives established by the City. Reserves shall be designated for the funding of these long-term
expenses prior to being released for future capital or development expenses.
Insurance Fund
Health Insurance Reserves should be no less than three months of annual expenses. At least one
month of the three month reserve is required to be kept at the Intergovernmental Personal Benefits
Cooperative (IPBC). This reserve will be utilized to cover the claims payable cycle cost which is
approximately 45 days, and to provide for reserves in the event of major changes in rates/claims
experience. Liability Insurance Reserves are not established to fully fund all potential future claims.
As such, cash reserves should be set at a minimum of 25% of outstanding claims payable as defined
in the prior year audit or twice the current annual self-insured retention coverage level (currently at
$1,250,000).
Fleet Maintenance Fund
Fleet Maintenance Fund Reserves should remain in a positive position with sufficient funds to
operate during the year.
Equipment Replacement Fund
Equipment Replacement Fund Reserves should not exceed the amount of accumulated depreciation
of the City’s fleet as noted in the prior year Annual Audit.
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Fund Fund # 2017 Actual
Amount
2018 Adopted
Budget
2018 Estimated
Amount
2019 Adopted
Budget
Net Change in
Expenses (2018
to 2019)
Percent Change
General 100 113,924,739 114,237,796 114,394,087 114,153,373 (84,423) -0.1%
General Assistance 175 909,475 1,265,921 1,251,201 1,273,776 7,855 0.6%
Human Services 176 940,789 859,153 828,471 817,471 (41,682) -4.9%
Good Neighbor Fund 180 1,000,000 1,000,000 1,000,000 1,000,000 - 0.0%
Library 185 6,805,048 7,476,297 7,359,834 7,771,945 295,648 4.0%
Library - Debt Service 186 1,143,269 333,404 333,404 353,437 20,033 6.0%
Library - Capital 187 1,122,708 10,095,000 1,890,000 1,835,000 (8,260,000) -81.8%
Neighborhood Stabilization 195 37,641 94,821 51,300 - (94,821) -100.0%
Motor Fuel 200 957,990 2,457,990 2,457,990 2,188,897 (269,093) -10.9%
Emergency Telephone 205 966,766 1,043,438 1,011,313 1,021,489 (21,949) -2.1%
Special Service Area # 4 210 329,000 370,000 370,000 525,000 155,000 41.9%
CDBG 215 1,906,970 2,439,512 1,711,028 2,631,080 191,568 7.9%
CDBG Loan 220 13,070 293,000 156,000 250,000 (43,000) -14.7%
Economic Development 225 2,996,226 - - - - N/A
Neighborhood Improvement 235 - 100,000 150 100,000 - 0.0%
HOME 240 248,055 588,321 347,806 741,269 152,948 26.0%
Affordable Housing Fund 250 360,323 489,300 428,233 1,027,697 538,397 110.0%
Washington National TIF 300 5,658,005 9,207,040 11,032,544 - (9,207,040) -100.0%
Southwest II TIF 310 644,993 - - - - N/A
Debt Service 320 23,200,365 14,297,257 21,814,619 14,767,219 469,962 3.3%
Howard-Ridge TIF 330 368,386 4,681,500 4,039,795 746,225 (3,935,275) -84.1%
West Evanston TIF 335 44,235 40,000 48,031 643,000 603,000 1507.5%
Dempster-Dodge TIF 340 2,092,108 72,666 75,135 70,870 (1,796) -2.5%
Chicago-Main TIF 345 3,669,511 108,999 107,561 100,610 (8,389) -7.7%
Special Service Area #6 350 291,354 221,500 221,500 221,500 - 0.0%
Capital Improvement 415 15,760,481 30,297,527 21,007,479 14,260,549 (16,036,978) -52.9%
Crown Construction 416 1,008,651 9,634,000 20,000,000 23,670,000 14,036,000 145.7%
Special Assessment 420 269,734 585,217 854,583 936,955 351,738 60.1%
Parking 505 10,133,302 12,896,493 10,498,680 13,249,881 353,388 2.7%
Water 510 18,279,088 45,663,506 22,129,299 48,657,257 2,993,751 6.6%
Sewer 515 7,504,867 14,817,870 14,006,923 14,755,238 (62,632) -0.4%
Solid Waste 520 4,906,657 5,109,701 5,162,654 5,416,542 306,841 6.0%
Fleet 600 2,927,375 3,333,871 3,072,235 3,183,322 (150,549) -4.5%
Equipment Replacement 601 1,855,367 1,597,977 1,745,000 1,622,977 25,000 1.6%
Insurance 605 21,374,954 18,439,931 20,286,119 18,962,870 522,939 2.8%
Fire Pension 700 8,818,265 8,795,000 8,830,000 9,333,500 538,500 6.1%
Police Pension 705 11,888,945 12,525,000 12,305,500 12,876,500 351,500 2.8%
Total All Funds 274,358,709	$ 335,469,008	$ 310,828,474	$ 319,165,450	$ (16,303,559)	$ -4.9%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures - All Funds
FY2018 vs. FY2019
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the Adopted fund totals for FY18
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Fund Fund # FY2018 Net
Budget
FY2019 Adopted
Expenditures
Less Transfers to
Other Funds
FY2019 Net
Expenditures Net Change Percent
Change
General 100 75,317,564 114,153,373 (39,124,156) 75,029,217 (288,347) -0.4%
General Assistance 175 1,221,255 1,273,776 (46,676) 1,227,100 5,845 0.5%
Human Services 176 859,153 817,471 817,471 (41,682) -4.9%
Good Neighbor 180 - 1,000,000 (630,000) 370,000 370,000 N/A
Library 185 6,612,106 7,771,945 (901,402) 6,870,543 258,437 3.9%
Library - Debt Service 186 333,404 353,437 353,437 20,033 6.0%
Library - Capital 187 10,095,000 1,835,000 (1,250,000) 585,000 (9,510,000) -94.2%
Neighborhood Stabilization 195 85,875 - - (85,875) -100.0%
Motor Fuel 200 - 2,188,897 (982,897) 1,206,000 1,206,000 N/A
Emergency Telephone 205 872,374 1,021,489 (173,627) 847,862 (24,512) -2.8%
Special Service Area # 4 210 370,000 525,000 525,000 155,000 41.9%
CDBG 215 1,398,472 2,631,080 (727,545) 1,903,535 505,063 36.1%
CDBG Loan 220 293,000 250,000 250,000 (43,000) -14.7%
Neighborhood Improvement 235 100,000 100,000 (100,000) - (100,000) -100.0%
HOME 240 583,660 741,269 (3,630) 737,639 153,979 26.4%
Affordable Housing 250 485,459 1,027,697 (16,016) 1,011,681 526,222 108.4%
Washington National TIF 300 2,100,000 - - (2,100,000) -100.0%
Debt Service 320 14,297,257 14,767,219 14,767,219 469,962 3.3%
Howard-Ridge TIF 330 3,121,500 746,225 (346,225) 400,000 (2,721,500) -87.2%
West Evanston TIF 335 10,000 643,000 (30,000) 613,000 603,000 6030.0%
Dempster-Dodge TIF 340 72,666 70,870 (70,870) - (72,666) -100.0%
Chicago-Main TIF 345 108,999 100,610 (100,610) -
Special Service Area #6 350 221,500 221,500 221,500
Capital Improvement 415 29,797,527 14,260,549 (76,519) 14,184,030 (15,613,497) -52.4%
Crown Construction 416 9,634,000 23,670,000 23,670,000 14,036,000 145.7%
Special Assessment 420 71,790 936,955 (286,949) 650,006 578,216 805.4%
Parking 505 10,897,762 13,249,881 (3,786,344) 9,463,537 (1,434,225) -13.2%
Water 510 40,816,723 48,657,257 (5,136,270) 43,520,987 2,704,264 6.6%
Sewer 515 13,404,603 14,755,238 (1,235,191) 13,520,047 115,444 0.9%
Solid Waste 520 4,664,841 5,416,542 (477,376) 4,939,166 274,325 5.9%
Fleet 600 3,114,962 3,183,322 (224,277) 2,959,045 (155,917) -5.0%
Equipment Replacement 601 1,597,977 1,622,977 1,622,977 25,000 1.6%
Insurance 605 18,430,299 18,962,870 (10,114) 18,952,756 522,457 2.8%
Fire Pension 700 8,795,000 9,333,500 9,333,500 538,500 6.1%
Police Pension 705 12,525,000 12,876,500 12,876,500 351,500 2.8%
Total All Funds 272,309,728	$ 319,165,450	$ (55,736,694)	$ 263,428,756	$ (8,880,972)	$ -3.3%
Total Budgeted Expenditures
This chart presents the gross total for each fund, less interfund transfers.
The results are net expenditures for each fund and for the FY2019 budget.
The total for each fund is compared with that of the approved FY2018 budget.
Adjusted for Interfund Transfers
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Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 270,000 Expense From Library (270,000)
Revenue To General 480,000 Expense From Good Neighbor (480,000)
Revenue To General 982,897 Expense From Motor Fuel (982,897)
Revenue To General 60,000 Expense From E911 (60,000)
Revenue To General 10,344 Expense From CDBG (10,344)
Revenue To General 60,000 Expense From Howard-Ridge TIF (60,000)
Revenue To General 30,000 Expense From West Evanston TIF (30,000)
Revenue To General 2,972,390 Expense From Parking (2,972,390)
Revenue To General 3,799,559 Expense From Water (3,799,559)
Revenue To General 330,167 Expense From Sewer (330,167)
Revenue To General 5,000 Expense From Chicago / Main TIF (5,000)
Revenue To General 5,000 Expense From Dempster / Dodge TIF (5,000)
Revenue To General 92,000 Expense From Special Assessment (92,000)
Subtotal 9,097,357	$ Subtotal (9,097,357)	$
Revenue To Police and Fire Pensions 18,788,892 Expense From General (18,788,892)
Subtotal 18,788,892	$ Subtotal (18,788,892)	$
Revenue To Health and Human Services 828,471 Expense From General (828,471)
Subtotal 828,471	$ Subtotal (828,471)	$
Revenue To Library Fund 150,000 Expense From Good Neighbor (150,000)
Subtotal 150,000	$ Subtotal (150,000)	$
Revenue To Capital Fund 615,000 Expense From CDBG (615,000)
Revenue To Capital Fund 100,000 Expense From Neighborhood Improvement (100,000)
Subtotal 715,000	$ Subtotal (715,000)	$
Revenue To Crown Construction 1,250,000 Expense From Library Capital (1,250,000)
Subtotal 1,250,000	$ Subtotal (1,250,000)	$
Revenue To Solid Waste Fund 150,000 Expense From General (150,000)
Subtotal 150,000	$ Subtotal (150,000)	$
Revenue To Debt Service (ERI) 825,502 Expense From General (825,502)
Revenue To Debt Service (Debt Reduction) 1,141,042 Expense From General (1,141,042)
Revenue To Debt Service (Crown Debt Service) 1,000,000 Expense From General (1,000,000)
Revenue To Debt Service (ERI) 87,457 Expense From Library (87,457)
Revenue To Debt Service (ERI) 14,034 Expense From E911 (14,034)
Revenue To Debt Service (ERI) 7,132 Expense From CDBG (7,132)
Revenue To Debt Service 194,949 Expense From Special Assessment (194,949)
Revenue To Debt Service 65,870 Expense From Dempster / Dodge TIF (65,870)
Revenue To Debt Service 95,610 Expense From Chicago Main TIF (95,610)
Revenue To Debt Service 286,225 Expense From Howard Ridge TIF (286,225)
Revenue To Debt Service (ERI) 10,114 Expense From Insurance (10,114)
Revenue To Debt Service 251,152 Expense From Sewer (251,152)
Revenue To Debt Service (ERI) 35,114 Expense From Fleet (35,114)
Subtotal 4,014,201	$ Subtotal (4,014,201)	$
Revenue To Fleet 2,137,305 Expense From General (2,137,305)
Revenue To Fleet 5,440 Expense From Library (5,440)
Revenue To Fleet 159,517 Expense From Parking (159,517)
Revenue To Fleet 824 Expense From CDBG (824)
City of Evanston
Budgeted Interfund Transfers
2019 Adopted Budget
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Revenue To Fleet 132,754 Expense From Water (132,754)
Revenue To Fleet 192,213 Expense From Sewer (192,213)
Revenue To Fleet 322,362 Expense From Solid Waste (322,362)
Subtotal 2,950,415	$ Subtotal (2,950,415)	$
Revenue To Equipment Repl. 1,272,608 Expense From General (1,272,608)
Revenue To Equipment Repl. 4,885 Expense From Library (4,885)
Revenue To Equipment Repl. 1,340 Expense From CDBG (1,340)
Revenue To Equipment Repl. 30,900 Expense From Parking (30,900)
Subtotal 1,309,733	$ Subtotal (1,309,733)	$
Revenue To Insurance 12,980,336 Expense From General (12,980,336)
Revenue To Insurance 46,676 Expense From General Assistance (46,676)
Revenue To Insurance 533,620 Expense From Library (533,620)
Revenue To Insurance 99,593 Expense From E911 (99,593)
Revenue To Insurance 92,905 Expense From CDBG (92,905)
Revenue To Insurance 3,630 Expense From Home (3,630)
Revenue To Insurance 16,016 Expense From Affordable Housing (16,016)
Revenue To Insurance 76,519 Expense From Capital (76,519)
Revenue To Insurance 623,537 Expense From Parking (623,537)
Revenue To Insurance 1,203,957 Expense From Water (1,203,957)
Revenue To Insurance 461,659 Expense From Sewer (461,659)
Revenue To Insurance 155,014 Expense From Solid Waste (155,014)
Revenue To Insurance 189,163 Expense From Fleet (189,163)
Subtotal 16,482,625	$ Subtotal (16,482,625)	$
Grand Total $ 55,736,694 Grand Total $ (55,736,694)
52

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Fund Name Fund #
12/31/18
Estimated Fund
Balance*
2019 Adopted
Revenues
2019 Adopted
Expenditures
FY2019 Adopted
Surplus (Deficit)
12/31/19
Estimated Fund
Balance
Fund Balance as a %
of Expenditures
Fund Balance
Reserve Policy
General Fund 100 13,254,214 115,886,870 114,153,373 1,733,497 14,987,711 13.1% 16.6%
General Assistance Fund 175 334,798 953,500 1,273,776 (320,276) 14,522 1.1% N/A
Human Services 176 (10,665) 828,471 817,471 11,000 335 0.0% N/A
Good Neighbor Fund 180 3,884 1,002,000 1,000,000 2,000 5,884 0.6% N/A
Library 185 1,236,591 7,945,271 7,771,945 173,326 1,409,917 18.1% N/A
Library - Debt Sevice 186 4,581 353,437 353,437 - 4,581 1.3% N/A
Library - Capital 187 576,127 1,835,000 1,835,000 - 576,127 31.4% N/A
Motor Fuel Tax Fund 200 1,845,740 1,922,000 2,188,897 (266,897) 1,578,843 72.1% 25.0%
Emergency Telephone Fund 205 608,645 1,319,800 1,021,489 298,311 906,956 88.8% N/A
Special Service Area # 4 210 (208,694) 525,000 525,000 - (208,694) -39.8% N/A
CDBG 215 64,106 2,631,080 2,631,080 - 64,106 2.4% N/A
CDBG Loan 220 252,612 250,000 250,000 - 252,612 101.0% N/A
Neighborhood Improvement 235 171,021 - 100,000 (100,000) 71,021 71.0% N/A
HOME 240 - 741,269 741,269 - - N/A N/A
Affordable Housing Fund 250 1,434,911 2,615,100 1,027,697 1,587,403 3,022,314 294.1% N/A
Washington National TIF 300 - - - - - N/A N/A
Debt Service 320 25,974 15,645,694 14,767,219 878,475 904,449 6.1% N/A
Howard-Ridge TIF 330 466,560 660,766 746,225 (85,459) 381,101 51.1% N/A
West Evanston TIF 335 619,885 235,000 643,000 (408,000) 211,885 33.0% N/A
Dempster-Dodge TIF 340 193,871 275,000 70,870 204,130 398,001 561.6% N/A
Chicago-Main TIF 345 164,367 225,000 100,610 124,390 288,757 287.0% N/A
Special Service Area #6 350 1,757 221,500 221,500 - 1,757 0.8% N/A
Capital Projects Fund 415 4,095,994 13,685,000 14,260,549 (575,549) 3,520,445 24.7% N/A
Crown Construction 416 10,350,861 18,905,498 23,670,000 (4,764,502) 5,586,359 23.6% N/A
Special Assessment Fund 420 2,540,596 468,167 936,955 (468,788) 2,071,808 221.1% N/A
Parking System Fund 505 4,411,121 10,565,875 13,249,881 (2,684,006) 1,727,115 13.0% 16.6%
Water 510 6,911,085 45,899,689 48,657,257 (2,757,568) 4,153,517 8.5% 10.0%
Sewer 515 4,015,136 13,592,885 14,755,238 (1,162,353) 2,852,783 19.3% 16.6%
Solid Waste 520 (1,052,653) 5,833,270 5,416,542 416,728 (635,925) -11.7% N/A
Fleet Service 600 282,848 3,033,196 3,183,322 (150,126) 132,722 4.2% N/A
Equipment Replacement 601 481,251 1,519,949 1,622,977 (103,028) 378,223 23.3% N/A
Insurance 605 (5,691,234) 19,592,282 18,962,870 629,412 (5,061,822) -26.7% N/A
Fire Pension 700 83,148,024 11,868,084 9,333,500 2,534,584 85,682,608 918.0% N/A
Police Pension 705 127,728,727 19,271,808 12,876,500 6,395,308 134,124,035 1041.6% N/A
Total All Funds 258,262,041	$ 320,307,461	$ 319,165,450	$ 1,142,012	$ 259,404,053	$
City of Evanston
FY 2019 Adopted Budget
Fund Balance Summary
53

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GENERAL FUND,
114,153,373 , 35.8%
SOCIAL PROGRAMS,
3,091,247 , 1.0%
MOTOR FUEL TAX FUEL,
2,188,897 , 0.7%
EMERGENCY TELEPHONE
(E911) FUND, 1,021,489 ,
0.3%
DEBT SERVICE FUND,
14,767,219 , 4.6%	CAPITAL FUNDS, 37,930,549 ,
11.9%	PARKING FUND, 13,249,881 ,
4.2%
SEWER FUND, 14,755,238 ,
4.6%
SOLID WASTE FUND,
5,416,542 , 1.7%
LIBRARY FUND, 9,960,382 ,
3.1%
FEDERAL PROGRAMS,
2,881,080 , 0.9%
SPECIAL SERVICE AREAS,
1,683,455 , 0.5%
ECONOMIC DEVELOPMENT,
1,868,966 , 0.6%
TIF FUNDS , 1,560,705 , 0.5%
WATER FUND, 48,657,257 ,
15.2%
FLEET FUNDS, 4,890,791 ,
1.6%
PENSION FUNDS, 21,320,000,
6.3% INSURANCE FUND,
18,962,870 , 5.9%
2019 Adopted Budget - All Funds
$ 319,165,450
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2019 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
The following is a summary of major revenue sources, trends, and assumptions for the FY 2019
Proposed Budget:
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. A 2% administrative fee
was enacted on the 1% home rule tax sales tax rate which resulted in a $150,000 loss in revenue in
FY2018. The State of Illinois FY2019 enacted budget reduced the collection fee from 2% to 1.5%.
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 $7.2 million in income tax revenues. The
State’s enacted 2019 budget reduces the holdback of income taxes from the Local Government
Distributive Fund to 5% from its FY2018 level of 10%.
$9,008,956
$9,717,393
$10,736,250
$9,999,482 $9,966,852 $9,948,542
$10,542,386 $10,250,000
$5,707,112 $5,964,747
$6,489,000 $6,102,128 $6,156,529 $6,122,088 $6,413,588 $6,300,000
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Adopted FY2019 Adopted
Basic Home Rule
$6,603,796
$7,182,793 $7,053,977
$8,266,906
$7,155,930 $6,767,021 $7,000,000 $7,210,000
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Adopted FY2019 Adopted
55

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2019 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
REAL ESTATE TRANSFER TAX – Prior to 2019, the real estate transfer tax was $5 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. The tax rate was changed through a November 2018 ballot proposal, enacted by
Ordinance 148-O-18. This increased the tax to $7 per $1,000 on sales from $1.5 to $5 million in value,
and to $9 per $1,000 on sales over $5 million in value. 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
increase from the prior year due to increased rates. The rate increase is offset for Evanston residents by a
decrease to the Sewer rate. This revenue is almost entirely dependent on water consumption with
weather playing a major role, especially during the summer. Evanston water sales in FY2019 will see a
revenue increases due to new connections with the Villages of Morton Grove and Niles. The Village of
Skokie water revenue is budged at $2.06 per 1,000 gallons for FY2019, compared to $1.50 in FY2018.
$2,026,863
$3,894,599
$2,543,056
$3,485,534 $3,527,714
$3,888,522
$3,300,000
$4,150,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Adopted FY2019 Adopted
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Adopted FY2019 Adopted
Evanston Skokie Northwest Water Commission Niles/ Morton Grove
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2019 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
SEWER REVENUES – This revenue is billed based on water consumption. Revenue is expected to
decrease in 2019 due to decreased rates. This is offset for Evanston residents by an increase in water
rates. 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 owns and operates parking meters, lots, and three major garages,
which combined, will generate an estimated $10.5 million in revenues in FY2019. For FY2019, there is
an accounting change to the way the revenue is recorded. Previously this revenue was directly deposited
into the General Fund, however the City will now deposit this money into the Parking Fund and transfer
this allocation via an interfund transfer. This transfer is similar to the police and fire pension fund
transfers. Additionally, many parking rates were increased in the 2019 budget process, as detailed in the
Budget Balancing worksheet in the transmittal letter of this document.
$14,100,510 $13,494,318 $12,785,065 $12,510,939 $13,027,160 $12,455,906 $12,570,000
$10,464,235
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018
Adopted
FY2019
Adopted
$6,654,855 $6,255,075 $6,112,018 $6,182,512
$6,746,895 $6,619,213 $6,917,086
$10,565,875
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY2012 Actual FY2013 Actual FY2014 Actual FY2015 Actual FY2016 Actual FY2017 Actual FY2018
Adopted
FY2019
Adopted
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2019 ADOPTED BUDGET
Property Tax Levy Charts
$7,899,401
$2,497,143
$900,000
$410,000
$8,064,947
$10,137,704
$10,879,993
$6,959,837
$10,341,526
$1,503,777 $900,000 $820,000
$7,986,584
$10,177,308
$10,879,993
$7,103,437
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
General
Fund
IMRF
Pension
GA Fund Solid Waste
Fund
Fire Pension
Fund
Police
Pension
Fund
Debt
Service
Fund
Library
Fund
2018 Adopted Property Tax Levy by Fund
2017-2018 Comparison
2017 2018
General Fund,
$10,341,526 , 21% IMRF Pension,
$1,503,777 , 3%
GA Fund, $900,000 ,
2%
Solid Waste Fund,
$820,000 , 2%
Fire Pension Fund,
$7,986,584 , 16%
Police Pension Fund,
$10,177,308 , 20%
Debt Service Fund,
$10,879,993 , 22%
Library Fund,
$7,103,437 , 14%
2018 Adopted Property Tax Levy by Fund
(2019 budget year)
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2019 ADOPTED BUDGET
Property Tax Levy Charts
2016 ADOPTED
LEVY
2017 ADOPTED
LEVY
2018 PROPOSED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
GENERAL FUND
Gross Levy 	7,889,028 	8,060,613 	10,552,578 	2,491,964
Loss Factor* 	157,781 	161,212 	211,052 	49,839
Net Levy - General Fund 	7,731,247	$ 	7,899,401	$ 	10,341,526	$ 	2,442,125	$
GENERAL FUND - IMRF PENSION
Gross Levy 	2,719,691 	2,548,105 	1,534,466 	(1,013,639)
Loss Factor* 	54,394 	50,962 	30,689 	(20,273)
Net Levy - IMRF Pension 	2,665,297	$ 	2,497,143	$ 	1,503,777	$ 	(993,366)	$
GENERAL ASSISTANCE FUND
Gross Levy 	918,367 	918,367 	918,367 	-
Loss Factor* 	18,367 	18,367 	18,367 	-
Net Levy - General Assistance 	900,000	$ 	900,000	$ 	900,000	$ 	-	$
SOLID WASTE FUND
Gross Levy 	- 	418,367 	836,735 	418,368
Loss Factor* 	- 	8,367 	16,735 	8,368
Net Levy - Solid waste Fund 	- 	410,000	$ 	820,000	$ 	410,000	$
TOTAL CITY AND GA FUND 	11,296,544 	11,706,544 	13,565,303 	1,858,759 	15.88%
FIRE PENSION FUND
Gross Levy 	8,029,295 	8,229,538 	8,149,576 	(79,962)
Loss Factor* 	160,586 	164,591 	162,992 	(1,599)
Net Levy - Fire Pension 	7,868,709	$ 	8,064,947	$ 	7,986,584	$ 	(78,363)	$
POLICE PENSION FUND
Gross Levy 	10,114,490 	10,344,596 	10,385,008 	40,412
Loss Factor* 	202,290 	206,892 	207,700 	808
Net Levy - Police Pension 	9,912,200	$ 	10,137,704	$ 	10,177,308	$ 	39,604	$
DEBT SERVICE FUND
Gross Levy 	10,879,993 	10,879,993 	10,879,993 	-
Loss Factor* 	- 	- 	- 	-
Net Levy - Debt Service 	10,879,993	$ 	10,879,993	$ 	10,879,993	$ 	-	$
TOTAL CITY LEVY
Gross Levy 	40,550,863 	41,399,579 	43,256,723 	1,857,143
Loss Factor* 	593,417 	610,391 	647,535 	37,143
TOTAL CITY NET LEVY 	39,957,446 	40,789,188 	42,609,188 	1,820,000 	4.46%
LIBRARY FUND
Gross Levy 	6,412,610 	6,761,668 	6,887,755 	126,087
Loss Factor* 	128,252 	135,233 	137,755 	2,522
Net Levy - Library 	6,284,358	$ 	6,626,435	$ 	6,750,000	$ 	123,565	$
LIBRARY FUND - DEBT SERVICE
Gross Levy 	345,955 	333,402 	353,437 	20,035
Loss Factor* 	- 	- 	- 	-
Net Levy - Library Debt 	345,955	$ 	333,402	$ 	353,437	$ 	20,035	$
TOTAL LIBRARY LEVY
Gross Levy 	6,758,565 	7,095,070 	7,241,192 	146,122
Loss Factor* 	128,252 	135,233 	137,755 	2,522
TOTAL LIBRARY NET LEVY 	6,630,313 	6,959,837 	7,103,437 	143,600 	2.06%
TOTAL CITY AND LIBRARY LEVIES 	46,587,759 	47,749,025 	49,712,625 	1,963,600 	4.11%
59

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PART III
GENERAL FUND BUDGET
60

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2019 ADOPTED BUDGET - GENERAL FUND
General Fund Summary
Operating General Fund Revenue 	FY 2017 Actual FY 2018 Adopted FY 2018 Estimated FY 2019 Baseline
Budget
FY 2019 Adopted
Budget
PROPERTY TAXES 	28,294,363 	28,849,196 	28,384,196 	28,599,196 	30,047,955
OTHER TAXES 	46,951,377 	49,742,274 	49,020,000 	49,776,300 	50,796,300
OTHER REVENUE 	1,858,106 	1,300,217 	1,984,596 	978,300 	988,300
LICENSES, PERMITS AND FEES 	13,357,911 	12,397,400 	11,906,060 	10,191,400 	10,526,400
CHARGES FOR SERVICES 	8,754,025 	10,077,550 	9,623,271 	8,415,250 	8,900,909
INTERFUND TRANSFERS 	11,586,943 	7,748,417 	8,555,026 	8,054,713 	8,877,103
FINES AND FORFEITURES 	3,467,694 	3,882,500 	3,694,900 	3,850,500 	4,700,500
INTERGOVERNMENTAL REVENUE 	1,234,749 	793,100 	1,214,153 	1,000,303 	994,303
INTEREST INCOME 	38,544 	50,100 	50,000 	55,100 	55,100
Total General Fund Revenue 	$ 115,543,711 	114,840,754 	114,432,202 	110,921,062 	115,886,870
Operating General Fund Expenses 	FY 2017 Actual FY 2018 Adopted FY 2018 Estimated FY 2019 Baseline
Budget
FY 2019 Adopted
Budget
CITY COUNCIL 	498,172 	492,806 	550,406 	542,030 	528,173
CITY CLERK 	251,193 	191,784 	210,491 	183,082 	180,704
CITY MANAGER'S OFFICE 	7,539,496 	7,540,597 	6,282,561 	6,955,663 	7,997,018
LAW 	772,045 	736,346 	592,402 	706,330 	646,183
ADMINISTRATIVE SERVICES 	9,314,164 	9,075,303 	9,075,307 	9,405,732 	9,483,577
COMMUNITY DEVELOPMENT 	2,592,984 	3,614,774 	3,622,678 	3,537,448 	3,480,360
POLICE 	39,067,047 	38,391,099 	39,049,865 	39,633,811 	38,737,094
FIRE MGMT & SUPPORT 	24,355,551 	23,934,390 	24,858,267 	25,051,679 	24,379,850
HEALTH 	3,071,334 	3,697,529 	3,368,441 	3,542,088 	3,190,606
PARKS, REC. AND COMMUNITY SERV. 	12,479,438 	11,955,812 	12,854,847 	12,549,896 	12,297,509
PUBLIC WORKS AGENCY 	13,983,314 	14,607,356 	13,928,822 	13,667,816 	13,232,299
Total General Fund Expense 	$113,924,739 	114,237,796 	114,394,087 	115,775,575 	114,153,373
NET SURPLUS (DEFICIT) 	$1,618,972 	602,958 	38,115 	(4,854,513) 	1,733,497
BEGINNING FUND BALANCE 	$ 	11,597,127 	$ 13,216,099 	$ 13,254,214
ENDING FUND BALANCE 	$ 	13,216,099 	$ 13,254,214 	$ 14,987,711
RESERVE BALANCE PERCENTAGE 	11.6% 	11.6% 	13.1%
61

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Account Number - Description FY 2017 Actual Amount FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Property Taxes 28,294,363 28,849,196 28,384,196 30,047,955
51015 - PROPERTY TAXES 10,433,921 10,396,545 10,396,545 11,845,304
51017 - PENSION PROPERTY TAX 17,901,349 18,202,651 18,202,651 18,202,651
51025 - PRIOR YEAR'S TAXES (40,907) 250,000 (215,000) -
Other Taxes 46,951,377 49,742,274 49,020,000 50,796,300
51515 - STATE USE TAX 1,926,695 1,775,000 2,000,000 2,000,000
51525 - SALES TAX - BASIC 9,948,542 10,542,386 10,250,000 10,250,000
51530 - SALES TAX - HOME RULE 6,122,088 6,413,588 6,300,000 6,300,000
51535 - AUTO RENTAL TAX 56,792 55,000 50,000 55,000
51536 - TRANSPORTATION NETWORK PROVIDER TAX - 100,000 400,000 680,000
51540 - ATHLETIC CONTEST TAX 848,053 1,080,000 1,080,000 1,080,000
51545 - STATE INCOME TAX 6,767,021 7,000,000 7,000,000 7,210,000
51550 - MUNICIPAL HOTEL TAX 2,009,287 2,390,000 2,000,000 2,390,000
51565 - ELECTRIC UTILITY TAX 2,841,300 3,050,000 2,800,000 2,920,000
51570 - NATURAL GAS UTILITY TAX 1,004,087 1,325,000 1,000,000 1,100,000
51575 - NAT GAS USE TAX HOME RULE 743,038 900,000 800,000 900,000
51585 - CIGARETTE TAX 287,871 200,000 275,000 250,000
51590 - EVANSTON MOTOR FUEL TAX 867,530 1,015,000 1,100,000 1,225,000
51595 - LIQUOR TAX 3,009,899 3,120,000 3,150,000 3,150,000
51597 - MEDICAL CANNABIS TAX 3,675 - - -
51600 - PARKING TAX 2,965,327 3,450,000 3,350,000 3,450,000
51605 - PERSONAL PROPERTY REPLACEMENT TAX 789,387 800,000 800,000 800,000
51606 - PENSION PPRT 605,000 605,000 605,000 605,000
51610 - PERS PROP REPL TAX RECREATION - 46,300 - 46,300
51620 - REAL ESTATE TRANSFER TAX 3,888,522 3,300,000 3,500,000 4,150,000
51625 - TELECOMMUNICATIONS TAX 2,019,294 2,100,000 2,000,000 1,920,000
51630 - AMUSEMENT TAX 247,968 315,000 400,000 315,000
53252 - SURFACE LOT PERMITS - 160,000 160,000 -
Other Revenue 1,858,106 1,300,217 1,984,596 988,300
52546 - POLICE EQUIPMENT REIMBURSEMENT 13,833 10,000 10,000 10,000
53568 - TRANSFER FROM RESTRICTED ACCOUNT - 89,217 89,217 116,300
55166 - Holiday Food Drive Revenue 11,250 10,000 10,000 10,000
56002 - WOMEN OUT WALKING 4,024 5,000 5,000 5,000
56010 - PROPERTY SALES AND RENTAL 131,934 51,100 76,024 51,100
56011 - DONATIONS 22,875 30,400 46,000 15,400
56015 - DONATIONS - HOWARD ST. THEATER 54,450 - 25,000 -
56016 - Aging Well Conference Revenues 1,400 - 4,000 -
56045 - MISCELLANEOUS REVENUE 558,242 253,500 254,115 327,500
56049 - MARKET LINK VOUCHERS 27,620 30,000 28,000 30,000
56065 - SALE OF SURPLUS PROPERTY 2,697 1,500 4,000 1,500
56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 34,216 4,000 93,200 92,000
56068 - REIMB. SALT USAGE DIST 65 ETHS NW 17,650 75,000 40,000 45,000
56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 58,357 75,000 40,500 30,000
56095 - OVER AND SHORT - COLLECTOR'S OFFICE (679) - - -
56105 - PAYMENT IN LIEU OF TAXES 178,312 267,000 180,000 200,000
56106 - FUND BALANCE APPLIED - 266,000 850,000 -
56134 - PRIVATE ELM TREE INSURANCE MONEY 40,290 41,000 32,540 33,000
56157 - CITIZENS CPR CLASS FEES 11,375 6,500 10,000 6,500
56158 - CHARGEBACK REVENUE 413,796 - 170,000 -
56175 - PARKING PERMITS-RYAN FIELD 16,472 15,000 17,000 15,000
56587 - SALE OF LAND - 70,000 - -
56709 - PROPERTY SALES AND RENTAL - Little Beans 9,992 - - -
56801 - COMPONENT UNIT RECEIPTS 250,000 - - -
Licenses, Permits and Fees 13,357,911 12,397,400 11,906,060 10,526,400
52010 - VEHICLE LICENSES 2,641,402 2,850,000 2,700,000 2,875,000
52015 - BUSINESS LICENSES 83,627 50,000 90,000 65,000
52016 - BED & BREAKFAST LICENSE - 150 200 150
52017 - COLLECTION BOX LICENSE 3,000 2,500 2,550 2,500
52020 - PET LICENSES 30,920 28,000 31,000 28,000
52030 - CONTRACTORS' LICENSES 113,950 170,000 201,860 170,000
52035 - ROOMING HOUSE LICENSES 136,330 225,000 195,000 195,000
52040 - LIQUOR LICENSES 482,590 525,000 530,000 525,000
52041 - ONE DAY LIQUOR LICENSE 7,191 12,000 15,000 12,000
52045 - FARMERS' MARKET LICENSES 43,746 51,250 50,500 51,250
52046 - RENTAL BUILDING REGISTRATIONS 159,788 85,000 100,000 85,000
52050 - OTHER LICENSES 14,101 20,000 27,000 20,000
General Fund - All Revenue
62

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Account Number - Description FY 2017 Actual Amount FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
General Fund - All Revenue
52055 - LONG TERM CARE LICENSES 98,640 120,000 115,000 120,000
52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 14,323 15,000 15,000 15,000
52062 - MOBILE FOOD VEHICLE VENDOR LICENSE 1,077 1,000 1,000 1,000
52063 - HEN COOP LICENSE 982 800 1,300 800
52070 - RESIDENT CARE HOME LICENSE 1,180 1,200 600 1,200
52080 - BUILDING PERMITS 6,317,593 4,585,900 4,556,990 3,875,100
52090 - PLUMBING PERMITS 124,845 180,000 200,000 -
52095 - ELECTRICAL PERMITS 167,060 200,000 165,000 -
52105 - SIGNS AND AWNING PERMITS 6,111 10,000 7,800 32,800
52110 - OTHER/MISC PERMITS 399,336 513,000 500,000 350,000
52115 - ELEVATOR PERMITS 47,391 42,000 47,000 42,000
52120 - HEATING VENT. A/C PERMITS 380,367 450,000 425,000 -
52126 - RIGHT-OF-WAY PERMIT 341,488 450,000 350,000 358,000
52127 - PROPERTY CLEAN UP REVENUE 460 10,000 500 10,000
52130 - RESIDENTS ANNUAL PARKING PERMITS 91,419 128,000 125,000 228,000
52131 - VISITOR PARKING PERMITS 14,534 13,000 13,000 13,000
52135 - FIRE PLAN REVIEW 100,484 110,000 100,000 100,000
52140 - OVERSIZE TRUCK PERMIT - - 20,000 20,000
52145 - ANNUAL SIGN FEES 30,692 25,000 25,000 -
52146 - MOVING VAN PERMIT FEES 33,600 50,000 35,560 57,000
52155 - PLAT PR.&SIGN APP HRG FEE 1,400 2,100 1,750 2,100
52165 - IL BELL FRANCHISE FEE 200,683 - - -
52170 - ALARM PANEL FRANCHISE FEE 630 4,000 450 4,000
52175 - NU EASEMENT 47,000 47,000 47,000 47,000
52180 - CABLE FRANCHISE FEE 1,033,174 1,200,000 1,000,000 1,000,000
52181 - PEG FEES - CABLE COMPANIES 153,521 145,000 135,000 145,000
52185 - NICOR FRANCHISE FEE 32,975 75,000 75,000 75,000
55075 - SUMMER FOOD INSPECTIONS 300 200 - 200
55150 - TANNING PARLOUR INSPECTION - 300 - 300
Charges for Services 8,754,025 10,077,550 9,623,271 8,900,909
52085 - PLAN REVIEW 4,917 5,000 2,800 5,000
53010 - BIRTH AND DEATH RECORDS 2,219 - - -
53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 221,909 200,000 220,000 200,000
53185 - TEMPORARY FOOD LICENSE 9,988 10,000 13,000 10,000
53190 - FOOD DELIVERY VEHICLE 4,700 5,000 2,500 5,000
53200 - BEV SNACK VENDING MACHINE 41,753 31,000 38,000 41,000
53205 - FOOD VENDING MACHINE 8,645 - - -
53210 - TOBACCO LICENSE 12,272 17,000 9,000 17,000
53211 - BEEKEEPER LICENSE FEE 200 - 150 -
53215 - BIRTH CERTIFICATE 113,069 110,000 113,000 100,000
53220 - DEATH CERTIFICATE 21,747 36,000 25,000 30,000
53225 - DEATH CERTIFICATE - 16 OB 259 - - -
53230 - FUNERAL DIRECTOR LICENSE 10,208 6,300 8,000 6,300
53235 - TEMP FUNERAL DIRECTOR LICENSE 1,909 4,000 2,000 4,000
53251 - PARKING METER REVENUE (PASSPORT ONLY) 640,000 1,340,000 1,340,000 -
53516 - PARKING ENFORCEMT REIMB 22,214 33,500 30,000 33,500
53560 - RECREATION - CHARGES FOR SERVICES 154 3,000 1,500 3,000
53565 - RECREATION PROGRAM FEES 5,470,882 5,882,750 5,563,401 5,549,409
53569 - SPECIAL EVENT REVENUE 28,992 25,500 25,000 25,000
53640 - SENIOR TAXI COUPON SALES 125,183 115,000 125,000 115,000
53650 - STATE HIGHWAY MAINTENANCE 74,082 68,000 72,200 72,200
53655 - FIRE COST RECOVERY CHARGE 2,120 1,000 1,000 1,000
53666 - HISTORIC PRESERVATION REVIEWS 9,865 20,000 32,000 30,000
53667 - TREE PRESERVATION REVENUES 19,074 10,000 40,150 5,000
53675 - AMBULANCE SERVICE 1,517,615 1,750,000 1,600,000 2,150,000
53680 - TOWING CHARGES - 1,000 - 1,000
53685 - POLICE REPORT FEES 27,708 25,000 25,000 25,000
53690 - WOOD RECYCLING - 40,000 - -
53695 - ZONING FEES 65,661 75,000 92,000 210,000
53700 - FIRE REPORT FEES - 100 - 100
53705 - FIRE BUILDING INSPECTIONS 25,553 13,000 25,000 25,000
53710 - PASSPORT PROCESSING FEE 31,854 35,000 20,000 35,000
53715 - ALARM REGISTRATION FEE 109,498 125,000 110,000 115,000
53725 - BACKGR CHKS DAYCARE PROV 552 400 570 400
53736 - NEW PAVEMENT DEGRADATION FEES 127,156 80,000 80,000 80,000
53737 - I HEART EVANSTON TREES PROJECT 2,068 10,000 7,000 7,000
63

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Account Number - Description FY 2017 Actual Amount FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
General Fund - All Revenue
Fines and Forfeitures 3,467,694 3,882,500 3,694,900 4,700,500
52505 - TICKET FINES-PARKING 2,591,978 2,850,000 2,700,000 3,740,000
52510 - REGULAR FINES 106,545 115,000 110,000 115,000
52520 - BUILDING CODE VIOLATIONS 1,501 - 300 -
52525 - ANIMAL ORDINANCE PENALTIES 2,105 7,500 2,000 7,500
52530 - BOOT RELEASE FEE 51,587 45,000 30,000 45,000
52540 - POLICE & FIRE FALSE ALARM FEES 84,705 115,000 120,000 115,000
52541 - POLICE CTA DETAIL & BARNES DET 386,144 400,000 380,000 400,000
52545 - POLICE FALSE ALARM FINES 51,215 - 50,000 -
52555 - HOUSING CODE VIOL FINES 34,402 60,000 48,000 60,000
52560 - PERMIT PENALTY FEES 4,111 8,000 4,600 8,000
52570 - NON PARKING ORDINANCE VIOLATIONS 153,400 250,000 250,000 210,000
56025 - DAMAGE TO SIGNAGE - 2,000 - -
56030 - DAMAGE TO TRAFFIC SIGNALS - 20,000 - -
56031 - DAMAGE TO STREET LIGHTS - 10,000 - -
Interfund Transfers 11,586,943 7,748,417 8,555,026 8,877,103
57007 - FROM WEST EVANSTON TIF 30,000 30,000 30,000 30,000
57020 - FROM MOTOR FUEL FUND-S/M 957,990 957,990 957,990 982,987
57030 - TRANSFER FROM CDBG - 330,701 60,000 60,000
57040 - FROM EMERGENCY TEL SYSTEM 60,000 60,000 60,000 60,000
57050 - FROM ECON DEV FUND 2,996,226 - - -
57057 - TRANSFER FROM OTHER FUNDS 78,000 - - -
57058 - TRANSFER FROM GOOD NEIGHBOR FUND 500,000 480,000 480,000 480,000
57065 - FROM WASHINGTON NAT'L DS 500,000 550,000 1,627,310 -
57087 - FROM DEMPSTER-DODGE TIF - - - 5,000
57088 - FROM CHICAGO-MAIN TIF - - - 5,000
57096 - FROM HOWARD RIDGE TIF 60,000 60,000 60,000 60,000
57100 - FROM CAPITAL IMP. FUND 500,000 500,000 500,000 -
57110 - FROM SPECIAL ASSMT. FUND - - - 92,000
57130 - FROM PARKING FUND 1,530,000 900,000 900,000 2,972,390
57135 - FROM WATER FUND 242,235 242,235 242,235 492,235
57140 - FROM WATER FUND-ROI 2,581,102 2,581,102 2,581,102 2,581,102
57145 - FROM WATER FUND-ADMIN. EX 1,071,223 726,222 726,222 726,222
57165 - FROM SEWER FUND 480,167 330,167 330,167 330,167
Intergovernmental Revenue 1,234,749 793,100 1,214,153 994,303
52542 - POLICE DUI REIMBURSEMENT 16,356 15,000 16,000 15,000
55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 82,070 82,070
55085 - IL TOBACCO FREE COMMUNITY 20,911 26,000 21,500 26,000
55086 - IL HIV SURVEILLANCE GRANT 3,208 4,000 4,000 4,000
55130 - IL STATE CHILDHOOD LEAD GRANT 2,007 2,000 12,600 12,600
55146 - STATE, COUNTY AND OTHER GRANTS 151,808 57,000 231,700 91,000
55170 - FIRE DEPT TRAINING - 6,000 3,500 6,000
55173 - CRI GRANT-REVENUE HHS 42,080 14,100 20,000 14,100
55174 - PHEP GRANT-REVENUE HHS 55,727 30,000 42,500 30,000
55231 - LEAD PAINT HAZARD GRANT 22,580 - 39,333 39,333
55251 - GRANTS AND AID 509,281 8,000 134,700 161,700
55255 - COMM AGING GRANT - ADVOCATE 124,506 95,000 94,000 55,000
55256 - IL VACANT PROPERTY GRANT - - 37,500 37,500
55265 - FEMA 4,320 - 19,750 -
55270 - POLICE TRAINING - 5,000 5,000 5,000
55275 - HUD EMERG SHELTER GRANTS 127,374 135,000 135,000 135,000
55290 - OTHER FEDERAL AID 38,035 10,000 5,000 10,000
55311 - YOUTH ORGANIZATION UMBRELLA GRANT 40,375 40,000 40,000 -
57009 - TRANSFERS FROM LIBRARY FUND - 270,000 270,000 270,000
Interest Income 38,544 50,100 50,000 55,100
56501 - INVESTMENT INCOME 38,544 50,100 50,000 55,100
Grand Total $ 115,543,711 $ 114,840,754 $ 114,432,202 $ 115,886,870
64

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2019 ADOPTED BUDGET - GENERAL FUND
City Council
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.
Financial Summary
2018 City Council Goals
 Invest in City Infrastructure and Facilities
 Enhance Community Development and Job Creation Citywide
 Expand Affordable Housing Options
 Further Police/Community Relations Initiatives
 Ensure Equity in All City Operations
 Stabilize Long-term City Finances
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Number of ordinances adopted 113 110 110
Number of resolutions adopted 160 160 160
Updated board, committee, commission rosters 31 32 30
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
13 CITY COUNCIL 	498,172 	492,806 	550,406 	528,173
Grand Total 	$ 	498,172 $ 	492,806 $ 	550,406 $ 	528,173
65

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Account Number - Description FY 2017 Actual
Amount
FY 2018
Adopted Budget
FY 2018
Estimated Amount
FY 2019
Adopted Budget
Salary and Benefits 427,628	$ 417,161	$ 464,964	$ 454,191	$
61010 - REGULAR PAY 237,624 251,952 254,726 253,471
61510 - HEALTH INSURANCE 160,022 128,395 176,737 167,253
61610 - DENTAL INSURANCE 22 - - -
61615 - LIFE INSURANCE 45 108 114 115
61626 - CELL PHONE ALLOWANCE 6,000 9,000 9,000 7,700
61710 - IMRF 7,852 7,662 7,993 5,409
61725 - SOCIAL SECURITY 13,018 16,245 13,287 16,406
61730 - MEDICARE 3,045 3,799 3,107 3,837
Services and Supplies 67,108	$ 64,319	$ 80,081	$ 66,319	$
62206 - TV BROADCASTING - 500 500 500
62210 - PRINTING 402 700 5,000 700
62275 - POSTAGE CHARGEBACKS - 333 333 333
62280 - OVERNIGHT MAIL CHARGES - 167 167 167
62285 - COURIER CHARGES 480 300 300 300
62295 - TRAINING & TRAVEL 14,071 8,000 10,500 14,000
62360 - MEMBERSHIP DUES 42,049 38,000 43,081 38,000
62370 - EXPENSE ALLOWANCE 160 7,000 7,000 1,000
62380 - COPY MACHINE CHARGES - 619 - 619
62456 - OUTSIDE MAIL SERVICES 192 4,000 4,000 1,000
62513 - COMMUNITY PICNIC-SPECIAL EVENTS 200 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 152 500 500 500
64545 - PERSONAL COMPUTER SOFTWARE 160 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 190 200 200 200
65025 - FOOD 8,054 2,500 7,000 7,500
65095 - OFFICE SUPPLIES 998 1,500 1,500 1,500
Miscellaneous 1,144	$ 7,165	$ 3,000	$ 5,165	$
62490 - OTHER PROGRAM COSTS 799 3,000 3,000 1,000
62605 - OTHER CHARGES 346 - - -
66062 - SISTER CITY FUNDING - 4,165 - 4,165
Insurance and Other Chargebacks -	$ 1,800	$ -	$ -	$
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 1,800 - -
Interfund Transfers 2,292	$ 2,361	$ 2,361	$ 2,498	$
66025 - TRANSFER TO DEBT SERVICE - ERI 2,292 2,361 2,361 2,498
Grand Total $ 498,172 $ 492,806 $ 550,406 $ 528,173
66

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2019 ADOPTED BUDGET - GENERAL FUND
City Clerk
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
records; serves as the local election official; is the deputy registrar for voter registration; and performs
other election-related activities.
Financial Summary
Revenue
FY 2017
Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
56045 - MISCELLANEOUS REVENUE 	512 	500 	300 	500
Grand Total 	$ 	512 $ 	500 $ 	300 $ 	500
Expenses
FY 2017
Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
1400 CITY CLERK 	251,193 	191,784 	210,491 	180,704
Grand Total 	$ 251,193 $ 191,784 $ 210,491 $ 180,704
67

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Account Number - Description FY 2017 Actual
Amount
FY 2018
Adopted Budget
FY 2018 Estimated
Amount
FY 2019
Adopted Budget
Salary and Benefits 188,136	$ 155,704	$ 159,436	$ 141,588	$
61010 - REGULAR PAY 136,567 118,023 124,000 115,768
61050 - PERMANENT PART-TIME 490 - - -
61110 - OVERTIME PAY 7,574 - 4,500 -
61510 - HEALTH INSURANCE 20,097 21,944 13,447 13,518
61610 - DENTAL INSURANCE 6 - - -
61615 - LIFE INSURANCE 5 - 34 35
61710 - IMRF 10,104 5,892 5,609 3,304
61725 - SOCIAL SECURITY 10,773 7,979 9,601 7,264
61730 - MEDICARE 2,520 1,866 2,245 1,699
Services and Supplies 58,998	$ 31,021	$ 45,996	$ 33,821	$
61060 - SEASONAL EMPLOYEES 34,510 - 25,000 8,300
62130 - LEGAL SERVICES-GENERAL 3,544 - - -
62210 - PRINTING - 876 876 876
62275 - POSTAGE CHARGEBACKS 270 200 200 200
62280 - OVERNIGHT MAIL CHARGES - 65 65 65
62295 - TRAINING & TRAVEL 2,059 2,000 200 1,000
62360 - MEMBERSHIP DUES 997 525 - 525
62457 - CODIFICATION SERVICES 14,004 16,330 14,330 16,330
65025 - FOOD 32 - 225 -
65095 - OFFICE SUPPLIES 2,345 1,525 2,100 1,525
65175 - ELECTION SUPPLIES 1,238 9,500 3,000 5,000
Interfund Transfers 4,059	$ 5,059	$ 5,059	$ 5,295	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - 500 500 500
62309 - RENTAL OF AUTO REPLACEMENT - 500 500 500
66025 - TRANSFER TO DEBT SERVICE - ERI 4,059 4,059 4,059 4,295
Grand Total $ 251,193 $ 191,784 $ 210,491 $ 180,704
68

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2019 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
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 assisting with 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.
Financial Summary
*Economic Development (5300) moved to Community Development Department in 2018.
**Finance Administration (1555) and Revenue & Collections (1560) include major transfers to other
funds.
Revenues
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
1505 CITY MANAGER 	203,916 	- 	- 	-
1510 PUBLIC INFORMATION 	1,186,695 	1,345,000 	1,135,000 	1,145,000
1560 REVENUE & COLLECTIONS 	67,605,819 	70,356,236 	70,587,131 	72,373,807
1570 ACCOUNTING 	418,667 	- 	175,000 	-
1575 PURCHASING 	5,993 	3,000 	7,355 	3,000
1585 ADMINISTRATIVE HEARINGS 	153,179 	262,000 	250,000 	222,000
Grand Total 	$ 69,574,269 $ 	71,966,236 $ 	72,154,486 $ 	73,743,807
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
1505 CITY MANAGER 	704,466 	837,157 	802,145 	809,634
1510 PUBLIC INFORMATION 	516,274 	636,195 	475,832 	628,790
1525 MISC. BUSINESS OPERATIONS 	- 	200,000 	- 	150,000
1535 SUSTAINABILTY GRANT 	60,625 	47,277 	71,929 	53,044
1555 FINANCIAL ADMINISTRATION 	1,061,172 	1,378,196 	556,548 	2,015,775
1560 REVENUE & COLLECTIONS 	2,305,520 	2,918,561 	2,857,465 	3,024,410
1570 ACCOUNTING 	721,539 	710,285 	727,131 	661,582
1571 TAX ASSESSMENT ADVOCACY 	97,891 	96,921 	105,999 	101,193
1575 PURCHASING 	353,311 	310,319 	339,021 	346,567
1580 COMMUNITY ARTS 	192,255 	173,315 	173,179 	50,000
1581 PARKING ENFORCEMENT & TICKETS 	38 	- 	- 	-
1585 ADMINISTRATIVE HEARINGS 	121,292 	232,371 	163,312 	146,023
1590 OFFICE OF EQUITY AND EMPOWERMENT 	- 	- 	10,000 	10,000
5300 ECON. DEVELOPMENT 	1,405,113 	- 	- 	-
Grand Total 	$ 	7,539,496 $ 	7,540,597 $ 	6,282,561 $ 	7,997,018
69

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2019 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
City Council Goal Performance
City Council Goal Department Initiative
City Infrastructure and
Facilities
Continue construction at the new Robert Crown center, and leverage
beneficial partnerships with organizations to provide funding for the
new center.
City Infrastructure and
Facilities
Television studio was created in the Civic Center which will allow for
more videos for public outreach.
Enhance Community
Development and Job
Creation Citywide
Develop Equity in Arts Hiring program.
Enhance Community
Development and Job
Creation Citywide
Support and Promote the 6th Annual Procurement 101 event and a
vendor fair for upcoming Robert Crown Center construction project.
Stabilize Long-Term City
Finances
Develop and implement a new cashiering system to better serve the
Revenue Office.
Stabilize Long-Term City
Finances
Implement STAR performance metrics into the 2019 Budget.
Ensure Equity in All City
Operations
Staff secured a grant to provide over 50 hours of equity, diversity and
inclusion trainings for more than 100 people. Provide 4 hour training
to all City Staff. Ensure each department has one equity goal. An equity
lens tool was developed for Mental Health Board and for budgeting
team. Develop a comprehensive two year plan for further
implementation of equity lens and training.
2019 Initiatives
 Secure 100% renewable electricity for all City-owned electric accounts.
 Increase efforts to reduce the outstanding debt owed to the City. This includes contracting with
an outside debt collection agency and increased in-house collection on past due debt.
 Finalizing the transition into the new cashiering system and have all departments, with the
exception of Parks and Recreation, utilizing this system.
 Continuing to audit businesses related to the various home rule taxes the City collects (Gas,
amusement, liquor, etc.).
 Revise the payment City website page.
 Integration of GIS into Citywide revenue operations.
 Win the GFOA Award for the 2019 Budget & 2018 CAFR.
 Expand community outreach for the EvanstonAlerts System. Community Engagement staff will
attend several Police Department and Fire Department outreach events in order to register
people on the spot.
 Continue to monitor citywide Amazon Spend.
 Prepare bid for City copy paper provider.
 Collaborate with internal departments to create a stand-alone RFQ template - review and revise
Bid and RFP templates.
70

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2019 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Prepare agendas and materials for regular and special
City Council, Planning and Development, Rules and
Administration and Public Works meetings 78 74 75
Number of new volunteers registered on the
VolunteerEvanston.org website 919 365 400
Number of new Agencies registered on the
VolunteerEvanston.org website 30 20 15
Number of volunteer responses on the
VolunteerEvanston.org website 912 500 600
311 center service requests handled
33,404 34,500 36,000
71

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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 3,557,931	$ 3,389,782	$ 3,160,825	$ 3,085,118	$
61010 - REGULAR PAY 2,605,937 2,503,987 2,332,439 2,354,749
61055 - TEMPORARY EMPLOYEES - - 17,877 -
61110 - OVERTIME PAY 8,414 3,700 10,265 3,700
61415 - TERMINATION PAYOUTS 7,564 - 774 -
61420 - ANNUAL SICK LEAVE PAYOUT 4,780 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) - - 475 -
61510 - HEALTH INSURANCE 463,857 455,456 380,664 373,736
61610 - DENTAL INSURANCE 224 - 45 -
61615 - LIFE INSURANCE 1,131 2,424 2,470 2,501
61625 - AUTO ALLOWANCE 11,291 10,980 9,320 11,289
61626 - CELL PHONE ALLOWANCE 6,719 4,944 4,544 3,320
61710 - IMRF 257,575 222,288 221,914 150,567
61725 - SOCIAL SECURITY 152,677 148,830 145,912 148,615
61730 - MEDICARE 37,761 37,173 34,126 36,641
Services and Supplies 2,249,188	$ 1,208,540	$ 1,071,132	$ 1,022,358	$
61060 - SEASONAL EMPLOYEES 82,316 39,698 82,221 79,340
62110 - AUDITING 106,307 100,000 100,000 100,000
62185 - CONSULTING SERVICES 25,659 65,000 17,000 65,000
62205 - ADVERTISING 12,328 13,200 5,222 13,200
62210 - PRINTING 17,039 7,100 7,100 7,100
62235 - OFFICE EQUIPMENT MAINT - 100 100 100
62275 - POSTAGE CHARGEBACKS 23 7,499 7,599 7,499
62280 - OVERNIGHT MAIL CHARGES 785 767 767 767
62295 - TRAINING & TRAVEL 36,940 35,089 34,809 28,265
62315 - POSTAGE 84,963 43,499 43,499 41,999
62360 - MEMBERSHIP DUES 30,444 24,933 6,341 25,033
62380 - COPY MACHINE CHARGES - 3,450 3,450 3,450
62431 - ARMORED CAR SERVICES 24,573 17,000 17,000 17,000
62449 - CITATION AND SECONDARY COLLECTION PROCESSING 460,281 195,000 100,000 -
62456 - OUTSIDE MAIL SERVICES 103 - - -
62458 - OUTSIDE COPY SERVICES - 250 250 250
62506 - WORK- STUDY 1,941 3,300 3,516 3,300
62509 - SERVICE AGREEMENTS/ CONTRACTS 542 185,000 120,000 100,000
62615 - INSURANCE PREMIUM 450 50 50 50
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS 164,174 - - -
62660 - BUSINESS ATTRACTION 107,474 - - -
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS 455,755 - - -
62665 - CONTRIB TO OTHER AGENCIES 254 50,000 - -
62705 - BANK SERVICE CHARGES 82,194 30,000 82,500 30,000
62706 - REVENUE SHARING AGREEMENTS 446,894 325,000 325,000 325,000
64004 - PEG FEE DISTRIBUTION 48,899 - 50,000 50,000
64505 - TELECOMMUNICATIONS 400 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 1,925 2,000 2,000 2,000
64541 - UTILITY TAX AUDIT SERVICES 9,464 10,800 10,800 10,800
64545 - PERSONAL COMPUTER SOFTWARE 3,319 1,000 2,828 62,500
65010 - BOOKS, PUBLICATIONS, MAPS 119 800 1,025 975
65025 - FOOD 119 - 100 -
65045 - LICENSING/REGULATORY SUPP 28,934 37,000 37,000 37,000
65095 - OFFICE SUPPLIES 14,243 9,950 9,900 10,850
65125 - OTHER COMMODITIES 21 880 880 880
65635 - PERIODICALS 303 175 175 -
Miscellaneous 40,114	$ 12,167	$ 12,296	$ 26,167	$
61655 - INTEREST EXPENSE 7,300 - - -
62490 - OTHER PROGRAM COSTS 23,471 2,550 2,550 26,167
62605 - OTHER CHARGES 9,310 9,617 9,617 -
62770 - MISCELLANEOUS 33 - 129 -
Insurance and Other Chargebacks 99,369	$ 761,389	$ 69,589	$ 1,470,164	$
66030 - TRANSFER TO INSURANCE - RISK 9,589 9,589 9,589 10,164
66040 - GENERAL ADMINISTRATION & SUPPORT 72,332 50,000 60,000 60,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 1,800 - -
66130 - TRANSFER TO INSURANCE 17,448 700,000 - 1,400,000
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Capital Outlay 206,868	$ -	$ -	$ -	$
65522 - BUSINESS DISTRICT IMPROVEMENTS 206,868 - - -
Contingencies -	$ 200,000	$ -	$ 150,000	$
68205 - CONTINGENCIES - 200,000 - 150,000
Interfund Transfers 1,386,026	$ 1,968,719	$ 1,968,719	$ 2,243,211	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 443 443 443 443
66020 - TRANSFERS TO OTHER FUNDS 1,294,663 1,891,042 1,891,042 -
66025 - TRANSFER TO DEBT SERVICE - ERI 90,920 77,234 77,234 81,726
66146 - TRANSFERS OUT-FIRE PENSION - - - 20,000
69320 - TRANSFERS TO DEBT SERVICE FUND - - - 2,141,042
Grand Total $ 7,539,496 $ 7,540,597 $ 6,282,561 $ 7,997,018
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2019 ADOPTED BUDGET - GENERAL FUND
Law Department
The Law Department provides all legal services for the City. The Department gives legal advice and
counsel to the City Council and standing committees, City Manager, City staff, elected officials, and City
boards and commissions. The Department drafts ordinances and resolutions. The Department
represents the City in federal and state court, and as necessary, at administrative adjudication hearings.
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 provides
legal counsel regarding public bidding and procurement. The Department assists the Mayor in
administering liquor licensing activities in the City.
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, property, and cyber-liability. The Department reviews safety and risk issues and all third-
party matters. The Department administers risk transfer and subrogation programs throughout the City
to protect and save taxpayer funds.
Financial Summary
City Council Goal Performance
City Council Goal Department Initiative
Invest in City Infrastructure
and Facilities
The Law Department provides legal support in drafting and enforcing
purchase and order agreements in furtherance of improving and
investing in city infrastructure and facilities.
Enhance Community
Development and Job
Creation Citywide
Worked with City Council, Manager, and staff by drafting ordinances,
resolutions and agreements to assist with planned developments and
special uses that enhance community development and create jobs.
Expand Affordable Housing
Options
Worked with City Council, Manager and staff to draft a
comprehensive inclusionary housing ordinance and continually
evaluate its effectiveness in expanding affordable housing options,
while looking at non-traditional housing alternatives for our
community.
Revenues
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
52040 - LIQUOR LICENSES 	482,590 	525,000 	530,000 	525,000
52041 - ONE DAY LIQUOR LICENSE 	7,191 	12,000 	15,000 	12,000
52570 - NON PARKING ORDINANCE VIOLATIONS 	(10) 	- 	- 	-
56045 - MISCELLANEOUS REVENUE 	6,972 	- 	1,200 	-
Grand Total 	$ 	496,743 $ 	537,000 $ 	546,200 $ 	537,000
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
1705 LEGAL ADMINISTRATION 	772,045 	736,346 	592,402 	646,183
Grand Total 	$ 	772,045 $ 	736,346 $ 	592,402 $ 	646,183
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2019 ADOPTED BUDGET - GENERAL FUND
Law Department
Further Police/Community
Relations Initiatives
The Law Department provides legal staffing for the Alternatives to
Arrest Committee and the Citizens’ Police Advisory Committee. The
Law Department assisted in drafting and implementing an ordinance
to automatically expunge juvenile records in accordance with Illinois
state law.
2019 Initiatives
● Work with City Council and staff to secure new economic and community development
opportunities.
● Continue to work with City Council and staff to standardize and improve uniformity amongst
City Boards and Commissions and their respective City Code Sections. Streamline rules and
procedures to accurately reflect practices and current standards.
● Analyze, evaluate, and implement new risk management strategies, with specific focus upon
mitigating workers’ compensation claims.
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Traffic and Ordinance Prosecution* 1933 2500 2600
Legislative Drafting – Ordinance and Resolution 273 240 240
Liquor Licenses Processed 133 135 140
*Administrative Adjudication is no longer in the Law Department; therefore, the Administrative
Adjudication cases have been removed from the Law Department metrics.
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 631,652	$ 651,575	$ 522,517	$ 575,505	$
61010 - REGULAR PAY 491,768 511,676 375,475 447,857
61415 - TERMINATION PAYOUTS - - 33,831 -
61420 - ANNUAL SICK LEAVE PAYOUT 1,346 - - -
61510 - HEALTH INSURANCE 50,068 47,712 40,818 58,421
61610 - DENTAL INSURANCE 44 - - -
61615 - LIFE INSURANCE 274 658 491 359
61625 - AUTO ALLOWANCE 2,490 2,490 3,320 1,868
61626 - CELL PHONE ALLOWANCE 1,944 1,944 984 450
61710 - IMRF 48,624 49,054 37,201 30,348
61725 - SOCIAL SECURITY 28,166 30,426 24,635 29,093
61730 - MEDICARE 6,929 7,615 5,762 7,109
Services and Supplies 110,152	$ 58,652	$ 43,766	$ 43,027	$
62130 - LEGAL SERVICES-GENERAL 12,513 8,000 8,000 8,000
62275 - POSTAGE CHARGEBACKS - 2,999 2,999 2,999
62295 - TRAINING & TRAVEL 8,939 2,500 2,000 2,375
62315 - POSTAGE 40 250 250 250
62335 - DATA PROCESSING SERVICES 361 - - -
62345 - COURT COST/LITIGATION 4,471 9,000 9,000 9,000
62360 - MEMBERSHIP DUES 4,603 2,800 2,800 2,800
62380 - COPY MACHINE CHARGES - 3,215 3,215 3,215
62509 - SERVICE AGREEMENTS/ CONTRACTS 66,625 20,000 - -
62705 - BANK SERVICE CHARGES 1,439 - 1,500 1,000
65010 - BOOKS, PUBLICATIONS, MAPS 10,091 9,000 13,000 12,500
65025 - FOOD 186 - - -
65095 - OFFICE SUPPLIES 884 888 888 888
65125 - OTHER COMMODITIES - - 114 -
Miscellaneous 4,680	$ -	$ -	$ -	$
62605 - OTHER CHARGES 4,680 - - -
Insurance and Other Chargebacks 6,648	$ 6,648	$ 6,648	$ 7,047	$
66030 - TRANSFER TO INSURANCE - RISK 6,648 6,648 6,648 7,047
Capital Outlay 9	$ -	$ -	$ -	$
65503 - FURNITURE / FIXTURES / EQUIPMENT 9 - - -
Interfund Transfers 18,904	$ 19,471	$ 19,471	$ 20,604	$
66025 - TRANSFER TO DEBT SERVICE - ERI 18,904 19,471 19,471 20,604
Grand Total $ 772,045 $ 736,346 $ 592,402 $ 646,183
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2019 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
The Administrative Services Department is the central administrative agency of the City of Evanston
with the express goal to serve city government to benefit the people of Evanston. The Administrative
Services Department works to effect improvements, large and small, by implementing the policies and
decisions of the City Council and City Manager.
Administrative Services uses technology and data to design and monitor high standards of accountability
to ensure that financial resources are utilized efficiently and productively.
Comprised of Human Resources, Information Technology, Facilities and Fleet Management and
Parking, the Administrative Services Department supports all internal stakeholders and works with
residents, businesses, universities, and other government entities to deliver efficient service delivery.
Human Resources
Human Resources provides support to the City’s most critical assets, its people. It is charged with
recruiting and hiring quality staff, City-wide training efforts, payroll, benefits administration, workers
compensation, safety and many compliance items associated with government regulations.
Information Technology
The City’s Information Technology (IT) Division provides excellent technical services and support to
City employees, residents, businesses and visitors through sustainable, reliable, secure and efficient
infrastructure and communications.
IT maintains and supports the City’s hardware and software needs. IT also provides provides help desk
services, 24/7 technical support, website services, open data portal support, network engineering and
project management support for departmental technology projects.
Parking
Parking Services is responsible for Residential Parking Districts and Permits; parking lot permits;
disabled person’s reserved spaces; parking enforcement; parking meter maintenance and collections; and
operating and maintaining City garages and numerous lots.
Facilities Management & Fleet Services
Because of their similarities in operations including preventative maintenance and service delivery, the
Facilities and Fleet Divisions were combined in 2018 in order to increase efficiency. Facilities
Management maintains over 2.1 million sq. ft. of property including 1,129 plumbing fixtures, 294
electrical panels, 3,068 exterior lighting fixtures, 2,294 lock sets, and 96 drinking fountains, as well as
conduct an annual inspection of 89 RPZ’s (backflow prevention valves, such as in drinking fountains, to
prevent contamination of the City’s water supply).
Fleet Services is responsible for all aspects of the City’s vehicles, including passenger vehicles, public
safety and fire vehicles, and specialized equipment. This includes the planning, purchasing, maintaining,
and disposing of vehicles.
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2019 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
Financial Summary
Revenues
FY 2017
Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
1929 HUMAN RESOURCE DIVISION 	229 	- 	150 	-
1932 INFORMATION TECHNOLOGY DIVI. 	100 	- 	- 	-
1941 PARKING ENFORCEMENT & TICKETS 	2,643,565 	2,895,000 	2,730,000 	3,785,000
1942 SCHOOL CROSSING GUARDS 	22,214 	33,500 	30,000 	33,500
Grand Total 	$ 2,666,226 $ 	2,928,500 $ 	2,760,150 $ 	3,818,500
Expenses
FY 2017
Actual
Amount
FY 2018
Adopted Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
1905 ADM.SERVICES- GENERAL SUPPORT 	355,663 	342,287 	380,473 	259,364
1915 HUMAN RESOURCE DIVI. - PAYROLL 	304,309 	305,645 	307,430 	243,579
1929 HUMAN RESOURCE DIVISION 	955,163 	1,034,409 	987,315 	1,066,275
1932 INFORMATION TECHNOLOGY DIVI. 	2,711,457 	2,648,302 	2,669,420 	2,770,457
1940 MISC. EXPENDITURES / BENEFITS 	- 	141,000 	- 	176,000
1941 PARKING ENFORCEMENT & TICKETS 	1,157,131 	1,065,361 	1,048,604 	1,362,384
1942 SCHOOL CROSSING GUARDS 	432,043 	470,842 	459,942 	589,842
1950 FACILITIES 	3,396,440 	3,067,457 	3,222,123 	3,015,676
Grand Total 	$ 9,314,164 $ 	9,075,303 $ 	9,075,307 $ 	9,483,577
*Finance was moved to the City Manager’s Office in 2017
FY 2018 City Council Goal Performance
City Council Goal Department Initiative
City Infrastructure and
Facilities
Continue to support all internal and external stakeholders to ensure
the safe, successful and continuous usability of city buildings and
properties.
City Infrastructure and
Facilities
Improve energy management data capture and usage techniques with
the use of Building Automation Systems to reduce energy waste.
City Infrastructure and
Facilities
On-going Civic Center Security Improvements
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2019 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
2019 Initiatives
 Enhanced focus on the timing of purchases/costs across all divisions to further increase
operational efficiency and reduce the potential for delays and poor resource allocation.
 Continue citywide implementation and roll-out of Google Apps.
 Complete testing and fully implement performance management system.
 Expand vehicle GPS program to include Fire and Police vehicles.
 Continue to analyze internal service and operational data through an equity lens.
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Number of Information Technology Service Desk
requests closed 7957 8150 8100
Public Safety Civil Service Commission Meetings 5 5 5
Deliveries received 1850 1850 1700
Civic Center repair costs/sq. ft. 2.58 2.64 2.62
Meetings scheduled 2000 2000 2000
Room set-ups 1150 1050 1050
Staff-hours tracked to work order 24000 25000 25000
Work orders completed 900 1150 1100
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 5,973,879	$ 6,173,382	$ 6,128,546	$ 6,085,121	$
61010 - REGULAR PAY 4,098,197 4,272,245 4,306,911 4,287,578
61050 - PERMANENT PART-TIME 67,283 69,630 108,147 127,386
61110 - OVERTIME PAY 77,060 62,000 62,500 62,000
61415 - TERMINATION PAYOUTS 60,116 - - 35,000
61420 - ANNUAL SICK LEAVE PAYOUT 4,120 - 334 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 5,490 141,000 - 141,000
61510 - HEALTH INSURANCE 836,115 832,454 819,624 794,908
61610 - DENTAL INSURANCE 369 - 85 -
61615 - LIFE INSURANCE 1,398 3,264 3,503 3,341
61625 - AUTO ALLOWANCE 6,780 6,780 6,180 4,635
61626 - CELL PHONE ALLOWANCE 3,712 4,104 3,432 2,574
61630 - SHOE ALLOWANCE 6,265 4,495 6,670 6,903
61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES 27,240 - 16,000 -
61710 - IMRF 430,004 408,683 432,178 278,961
61725 - SOCIAL SECURITY 283,214 298,383 293,587 275,536
61730 - MEDICARE 66,516 70,344 69,395 65,299
Services and Supplies 3,034,747	$ 2,740,472	$ 2,785,312	$ 3,229,552	$
61060 - SEASONAL EMPLOYEES 474,869 478,509 483,300 40,000
62160 - EMPLOYMENT TESTING SERVICES 64,914 100,000 50,000 100,000
62175 - IS SERVICES 9,527 6,600 6,600 6,600
62185 - CONSULTING SERVICES 9,307 19,000 19,000 19,000
62205 - ADVERTISING 524 - - -
62210 - PRINTING 39 750 750 750
62225 - BLDG MAINTENANCE SERVICES 156,430 101,516 150,000 101,516
62245 - OTHER EQMT MAINTENANCE 64,123 49,318 49,318 49,318
62250 - COMPUTER EQUIPMENT MAINT 45,952 45,000 45,000 45,000
62270 - MEDICAL/HOSPITAL SERVICES 53,500 48,000 48,000 48,000
62274 - TEST ADMINISTRATION 14,046 72,000 45,000 72,000
62275 - POSTAGE CHARGEBACKS - 400 2,206 400
62280 - OVERNIGHT MAIL CHARGES 23 - - -
62295 - TRAINING & TRAVEL 22,365 20,400 23,460 19,480
62310 - CITY WIDE TRAINING 7,380 21,000 15,000 21,000
62315 - POSTAGE 61 - 50 -
62340 - COMPTER LICENSE & SUPP 558,559 500,000 500,000 550,000
62341 - INTERNET SOLUTION PROVIDERS 12,314 9,000 9,000 9,000
62360 - MEMBERSHIP DUES 4,016 3,200 5,130 3,200
62380 - COPY MACHINE CHARGES 52,667 40,000 40,000 40,000
62425 - ELEVATOR CONTRACT COSTS 6,173 4,165 7,600 4,165
62440 - OVERHEAD DOOR CONTRACT COSTS 11,361 10,000 26,110 10,000
62451 - TOWING AND BOOTING CONTRACTS 39,040 23,000 23,000 23,000
62506 - WORK- STUDY 2,511 2,000 2,000 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 215,987 265,031 230,000 1,008,540
62512 - RECRUITMENT 19,970 35,000 35,000 35,000
62518 - SECURITY ALARM CONTRACTS 738 2,500 2,500 2,500
62630 - UNEMP. COMP. & ADMIN. FEE 42,776 142,000 125,000 142,000
62705 - BANK SERVICE CHARGES 3,700 - 5 -
64005 - ELECTRICITY 26,014 17,950 16,650 17,950
64015 - NATURAL GAS 32,117 60,000 60,000 60,000
64505 - TELECOMMUNICATIONS 156,030 136,755 136,755 136,755
64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE 71,417 - 25,150 -
64515 - TELECOMMUNICATIONS EQUIPMENT M 2,078 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 38,786 31,300 32,347 31,300
64545 - PERSONAL COMPUTER SOFTWARE 43,029 9,000 9,000 9,000
65010 - BOOKS, PUBLICATIONS, MAPS 645 950 750 950
65020 - CLOTHING 3,779 3,500 3,500 3,500
65025 - FOOD 791 - 177 -
65040 - JANITORIAL SUPPLIES 18,825 10,000 10,000 10,000
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
65045 - LICENSING/REGULATORY SUPP 2,443 3,000 3,000 3,000
65050 - BLDG MAINTENANCE MATERIAL 482,253 213,074 275,000 313,074
65070 - OFFICE/OTHER EQT MTN MATL 1,500 - - -
65085 - MINOR EQUIPMENT & TOOLS 32,015 7,600 20,000 7,600
65090 - SAFETY EQUIPMENT 16,238 11,554 11,554 11,554
65095 - OFFICE SUPPLIES 14,745 14,400 15,400 14,400
65125 - OTHER COMMODITIES 19,071 15,000 15,000 15,000
65555 - PERSONAL COMPUTER EQUIPMENT 149,439 184,000 184,000 219,000
65615 - INFRASTRUCTURE SUPPLIES 30,662 24,000 24,000 24,000
Insurance and Other Chargebacks 1,738	$ 92	$ 92	$ 98	$
66030 - TRANSFER TO INSURANCE - RISK 92 92 92 98
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 1,646 - - -
Capital Outlay 34,888	$ 2,000	$ 2,000	$ 2,000	$
65625 - FURNITURE & FIXTURES 34,888 2,000 2,000 2,000
Interfund Transfers 268,911	$ 159,357	$ 159,357	$ 166,806	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 109,946 306 306 306
62309 - RENTAL OF AUTO REPLACEMENT 34,636 30,991 30,991 30,991
66025 - TRANSFER TO DEBT SERVICE - ERI 124,329 128,060 128,060 135,509
Grand Total $ 9,314,164 $ 9,075,303 $ 9,075,307 $ 9,483,577
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2019 ADOPTED BUDGET - GENERAL FUND
Community Development Department
The Community Development Department is responsible for the overall administration and execution
of all building, planning and zoning activities, managing affordable housing and other related programs
funded with federal and local grants targeting lower income residents, and the City’s transportation and
mobility initiatives. The overarching activities of the Community Development Department are
strategically aligned with the City Council goals and support the City’s mission to become the most
livable City. The department primarily serves external customers including: residents, developers,
businesses, contractors, architects and local non-profit agencies.
Building and Inspection Services Division
The mission of the Building and Inspection Services Division is to promote a sustainable, safe and high-
quality environment for the residents, workers and visitors of Evanston. The division is committed to
providing quality service in a comprehensive, effective, knowledgeable and friendly manner.
The division is responsible for providing the following services:
● Review and approve building documents for commercial and residential projects.
● Issue building permits and inspect permitted work for compliance with approved documents.
● Review, approve, issue and inspect permitted work in the public right of way.
● Oversee review and issuance of elevator permits and semi-annual inspections of conveyance
systems within the City.
● Review and issue sign permits and manage required annual inspection of all signs within the City.
● Remove graffiti tags from public right of way and private properties.
● Assist low to moderate-income homeowners with financial and technical assistance in the
rehabilitation of their homes.
● Staff the Design and Project Review Committee.
Housing and Grants Division
The Housing and Grants Division engages in a number of strategies to maintain and enhance living
conditions for low and moderate-income residents. There are several programs designed to promote
affordable rental and ownership housing, as well as to provide other needed services.
The division is responsible for providing the following services:
● Manage grant programs totaling over $3 million annually, including Federal Community
Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency
Solutions Grant (ESG), City Affordable Housing Fund and Mental Health Board funds, to
address the needs of at-risk and economically disadvantaged residents.
● Ensure compliance with funding requirements of 40-50 programs and projects annually.
● Conduct research and develop policies on housing-related issues, work with housing developers
on projects that preserve and expand affordable housing to maintain an economically and racially
diverse community and improve sustainability.
● Staff the Housing and Community Development Act Committee, Housing and Homelessness
Commission and Mental Health Board.
Planning and Zoning Division
The Planning and Zoning Division is tasked with providing oversight and guidance on sustaining the
architectural vitality of City neighborhoods by aiding in the restoration, rehabilitation and conservation
of historic buildings and districts as well as encouraging new and contemporary developments that
complement existing neighborhoods and enhance the economic vitality of the City.
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2019 ADOPTED BUDGET - GENERAL FUND
Community Development Department
The division is responsible for providing the following services:
● Administration and review of map amendments, text amendments, special use permits and
applications for relief (variations) from the Zoning Ordinance.
● Coordinate interdepartmental review and land-use entitlement process for large scale
developments (Planned Developments).
● Lead neighborhood area plans and city-wide comprehensive plan efforts to guide future long-
term growth and development across the City.
● Staff Design and Project Review (DAPR) Committee, Historic Preservation Commission, Plan
Commission, Zoning Board of Appeals and Zoning Committee of the Plan Commission.
Transportation and Mobility
The Transportation and Mobility Coordinator directs City-wide transportation goals and programs that
improve accessibility, mobility and connectivity. The coordinator also assists in the delivery of
transportation infrastructure projects and on-going policy work outlined in the City’s Multi-Modal
Transportation and Bike Plans.
Staff is responsible for providing the following services:
● Conduct research and develop policies on emerging new mobility sectors and applications.
● Work across transportation agencies within Evanston to maintain and grow a reliable, safe,
accessible, and active transportation network, including first/last mile programs, such as the
Divvy Bikes program.
● Develop long-term policy and programming objectives, and coordinate improvement projects
with the City’s transit providers, including the CTA’s Red/Purple Line Modernization Study.
● Coordinate the implementation of the updated Complete & Green Streets Policy through regular
reporting, and the development of new multi-modal transportation and transportation demand
management tools.
● Improve local transportation services by working with developers to enhance non-motorized
and transit connections and amenities through development proposals.
● Staff the Transportation & Parking Committee to support these services.
Economic Development
The Economic Development Division provides support for the implementation of the City Council
adopted Economic Development Plan and funding for the City's economic development initiatives as
well as staff, consulting services, and marketing efforts needed to support these activities.
The division is responsible for providing the following services:
● Issue business licenses and manage license renewal procedures.
● Support redevelopment efforts on key vacant and underutilized properties throughout Evanston,
including the City’s five Tax Increment Financing (TIF) districts and two Special Service Areas
(SSA).
● Resource for business assistance in the form of loans and grants.
● Support small business attraction, retention, and expansion in neighborhood business districts.
● Staff the Economic Development Committee.
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Community Development Department
Financial Summary
City Council Goal Performance
City Council Goal Department Initiative
Enhance Community
Development and Job
Creation Citywide
Processed applications for three large-scale Planned Developments: 601
Davis Street, 1727 Oak Avenue, and 128-130 Chicago Avenue
Enhance Community
Development and Job
Creation Citywide
Administered approval of 15 new (including substitution of existing)
special uses for new or expanded businesses.
City Infrastructure and
Facilities
Expanded accessible transit options through the coordination of 9 ADA
compliant bus stops on Dodge Avenue.
City Infrastructure and
Facilities
Coordinated Multi-Modal Transportation Plan infrastructure efforts, such
as expansion of bicycle share opportunities and implementation of
agreements for the CTA’s Red/Purple Modernization Study.
Ensure Equity in All City
Operations
Implemented the Divvy for Every Evanstonian program to provide $5
Divvy memberships to income qualifying residents, including unbanked
residents.
Stabilize long-term City
finances
Developed and promoted use of online permit application for submittal
and payment.
City Infrastructure and
Facilities
Continued to maintain and improve the physical appearance of our City
Streets by addressing graffiti tags on public right of ways in an efficient
manner and making the City a more desirable place to live and work.
Enhance Community
Development
Led the City’s process for tracking and measuring sustainability using the
STAR Community Rating System and achieved recertification as a 4-STAR
Community.
Enhance Community
Development and Job
Creation Citywide
Integrated the City’s 311 system with external communication and inquiries
to the Community Development Department to better deliver customer
service and provide information to Evanston residents and businesses.
Revenues
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
2105 PLANNING & ZONING 	112,852 	105,000 	129,360 	250,000
2126 BUILDING INSPECTION SERVICES 	7,677,868 	6,236,000 	6,225,000 	4,545,000
2128 EMERGENCY SOLUTIONS GRANT 	127,374 	135,000 	135,000 	135,000
5300 ECON. DEVELOPMENT 	- 	2,745,600 	2,406,024 	2,745,600
Grand Total 	$ 	7,918,094 $ 	9,221,600 $ 	8,895,384 $ 	7,675,600
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
2101 COMMUNITY DEVELOPMENT ADMIN 	279,159 	291,162 	272,313 	310,401
2105 PLANNING & ZONING 	652,059 	722,543 	737,917 	747,206
2126 BUILDING INSPECTION SERVICES 	1,485,868 	1,481,962 	1,535,709 	1,552,409
2128 EMERGENCY SOLUTIONS GRANT 	127,354 	123,886 	123,886 	123,886
5300 ECON. DEVELOPMENT 	48,544 	995,221 	952,853 	746,458
Grand Total 	$ 	2,592,984 $ 	3,614,774 $ 	3,622,678 $ 	3,480,360
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Community Development Department
Expand Affordable Housing
Options
Continued the Tenant Based Rental Assistance (TBRA) program for
homeless families with children that provides stable housing while the
head(s) of household work to achieve economic independence.
Expand Affordable Housing
Options
Authored Zoning Ordinance Text Amendment to allow rental of coach
houses to non-family members.
Ensure Equity in All City
Operations
Worked with the Equity and Empowerment Coordinator to apply an
equity lens to allocation recommendations for Community Development
Block Grant and Mental Health Board funds.
2019 Initiatives
Promoting neighborhood revitalization, ensuring a safe built environment and affordable housing and
providing first-last mile transportation connections will continue to be major priorities of the
Community Development Department. Specific actions to achieve these priorities include:
Building and Inspection Services Division
• Improve procedures for Building Permit Desk Staff to process permit applications and trade
contractor registration.
• Finalize contract with permit and licensing vendor and increase online building permit, contractor
registration, and payment opportunities.
• Improve plan review by appointment only policy and better utilization of the City’s 311 system.
• Create expedited review for project types that require approval of staff from multiple departments to
fast-track the review of building permits (i.e. Fire Department, Public Works Agency, etc.).
Housing and Grants Division
• Implement new strategies to expand affordable housing, including accessory dwelling units and
small lot housing, and revisions to the Inclusionary Housing Ordinance to more effectively
generate on-site units.
• Work with affordable housing and market rate developers, including the Housing Authority of
Cook County, on housing projects including the Perlman Expansion and South Boulevard
projects to build new affordable and mixed income housing in transit-oriented development
(TOD) areas.
• Continue to maintain existing affordable rental and ownership housing units through CDBG
Housing Rehab to correct code violations and life safety issues, and improve accessibility and
energy and water efficiency.
• Explore financing options for acquisition and rehab of multi-family properties with funders
including the Community Investment Corporation and Regional Housing Initiative to get
income restricted units in existing buildings, particularly near Northwestern University where
rental real estate will be affected by the requirement that sophomores live on campus.
• Continue to manage grant-funded programs and projects to ensure timely completion and
compliance with all federal and local requirements, including affordability restrictions for
housing units.
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2019 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Planning and Zoning Division
● Continue working with Economic Development Division to provide timely and early zoning
information to new businesses planning to locate in Evanston.
● Explore opportunities to address inclusive long-range planning.
● Process review of several large-scale Projects and Planned Developments currently planned: 601
Davis Street, 1714-1718 Chicago Avenue, 1621 Chicago Avenue, Custer and Main Street
townhome and mixed-use developments.
● Evaluate and revise sign regulations to improve community aesthetics and provide options for
economic development.
● Continue to review and propose amendments to the Zoning Ordinance to improve approval of
private projects and facilitate the type of land uses and development that increase Evanston
livability.
Transportation and Mobility
● Partner with the City’s transit providers to invest in a strong public transit service core with
connected first/last mile solutions, including the CTA’s Red/Purple Modernization Study.
● Continue to improve connections and expand options for addressing first/last mile networks to
transit for all community members: Divvy bike share, rapid transit, and on-demand services.
● Assist the Planning and Zoning Division in securing the full potential for new development
proposals’ improvements to the non-motorized and transit networks.
● Integrate mobility and transportation initiatives into existing and new community events,
including community rides and tabling events.
● Work across transportation and transit agencies within Evanston to maintain and grow a reliable,
safe, accessible, and active transportation network.
Economic Development
● Implement Evanston’s workforce development vision in coordination with the Youth and
Young Adult Services Division and the City-wide network of workforce development partners.
● Complete the development of the Howard Street theatre and fill vacancies in remaining Howard
Street commercial properties.
● Continue Entrepreneurship Support Grant pilot program.
● Support creation of a Special Service Area for the Central Street business district.
● Coordinate business and arts community initiatives and identify a site for a downtown
performing arts center.
● Work with 5th Ward businesses to complete storefront improvement projects, particularly at
Church and Dodge.
Community Development will continue to provide staff support and improve processes for the
following boards, commissions and committees:
● Age Friendly Evanston Task Force
● Design and Project Review (DAPR)
● Housing and Community Development Act Committee
● Housing and Homelessness Commission
● Mental Health Board
● Plan Commission
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2019 ADOPTED BUDGET - GENERAL FUND
Community Development Department
o Zoning Committee of the Plan Commission
o Comprehensive Plan Committee of the Plan Commission
o Rules Committee of the Plan Commission
● Planning and Development Committee
● Preservation Commission
● Transportation & Parking Committee
● Zoning Board of Appeals
Ongoing Activity Measures 2017
Actual
2018
Estimated
2019
Projected
Total Building Permit Revenue Collected 7,761,411 6,300,000 5,500,000
Total Building Permits Issued 3,732 3,600 3,600
Total Building Inspections 7,480 7,500 7,500
Total Building Construction Work w/o permits
investigated
139 140 140
Total Business Licenses Issued 88 70 70
Housing units rehabilitated (major) 3 20 10
Total Elevator Inspections 1580 1580 1585
Contractor Licenses Issued/Renewed 1132 1500 1500
Sign Variations/Variations Approved 15/13 12/9 12/9
Graffiti tags removed by graffiti technician 1272 1300 1300
Preservation cases 339 325 325
Zoning Analysis Cases 357 210 250
Special Uses / Major Variation 36 39 36
Minor Variations 56 43 50
Planned Development/Amendments 12 12 12
CDBG & MHB Programs/Projects Managed 46 47 40
Affordable Housing Units Financed 3 0 6
Households Provided Tenant-Based Rental Assistance 20 20 20
HOME/Affordable Housing Fund Programs/Projects
Managed
8 10 10
Age Friendly Evanston Task Force 6 6 6
Design and Project Review Committee Meetings 40 36 38
Housing and Community Development Act Committee
Meetings
7 9 9
Housing and Homelessness Commission Meetings 11 10 10
Mental Health Board Meetings 10 11 10
Plan Commission 11 9 10
Planning and Development Committee 17 17 17
Preservation Commission 13 13 13
Zoning Board of Appeals 16 16 16
Single Use Divvy Passes Purchased at an Evanston Station 2249 3200 3800
Annual Active Divvy Memberships (Evanston’s portion) 1074 1200 1400
Divvy Bicycle Miles Traveled from Trips that begin at an
Evanston Station
44,867 53,500 61,500
One-Way Divvy Trips that begin at an Evanston Station 22,199 23,500 24,600
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 2,242,026	$ 2,519,049	$ 2,497,515	$ 2,602,044	$
61010 - REGULAR PAY 1,655,691 1,855,231 1,845,501 2,022,964
61050 - PERMANENT PART-TIME 2,731 - 590 -
61110 - OVERTIME PAY 4,543 10,500 5,500 10,500
61415 - TERMINATION PAYOUTS 8,910 - 2,044 -
61420 - ANNUAL SICK LEAVE PAYOUT 4,911 5,000 5,231 -
61510 - HEALTH INSURANCE 264,846 284,142 302,762 295,856
61610 - DENTAL INSURANCE 155 - 9 -
61615 - LIFE INSURANCE 523 1,378 1,406 1,350
61625 - AUTO ALLOWANCE 3,424 3,735 3,735 2,800
61626 - CELL PHONE ALLOWANCE 3,291 4,566 4,566 3,425
61630 - SHOE ALLOWANCE 1,217 1,217 1,217 1,217
61710 - IMRF 165,255 195,213 180,325 118,734
61725 - SOCIAL SECURITY 102,487 127,868 117,216 117,414
61730 - MEDICARE 24,042 30,199 27,413 27,784
Services and Supplies 138,384	$ 582,825	$ 619,907	$ 466,953	$
61060 - SEASONAL EMPLOYEES 23,419 14,000 31,387 14,000
62150 - CONSTRUCTION ENGINEERING SERVICES 2,305 3,000 3,000 3,000
62185 - CONSULTING SERVICES 3,963 50,000 25,000 10,000
62190 - GRAFFITI REMOVAL SERVICES 3,084 5,000 5,000 5,000
62205 - ADVERTISING 2,263 2,325 2,325 2,325
62210 - PRINTING 1,072 2,200 2,380 2,380
62236 - SOFTWARE MAINTENANCE 1,971 - 1,819 1,819
62245 - OTHER EQMT MAINTENANCE - 100 100 100
62275 - POSTAGE CHARGEBACKS - 6,000 6,000 6,000
62280 - OVERNIGHT MAIL CHARGES - 200 229 229
62295 - TRAINING & TRAVEL 4,704 20,500 13,000 10,500
62315 - POSTAGE - 100 100 100
62345 - COURT COST/LITIGATION - 400 962 400
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - 25,000 - -
62360 - MEMBERSHIP DUES 2,651 9,375 4,375 4,375
62380 - COPY MACHINE CHARGES (124) 1,300 1,300 1,300
62425 - ELEVATOR CONTRACT COSTS 4,400 4,500 4,500 4,500
62464 - PLUMB, ELEC, PLAN REVEIW SERV 63,977 75,000 88,000 75,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 4,440 40,000 40,000 -
62645 - DIGITAL ARCHIVING 8,421 10,000 10,000 10,000
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - 100,000 165,000 147,000
62660 - BUSINESS ATTRACTION - 50,000 26,175 -
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS - 150,000 54,000 -
62663 - WORKFORCE DEVELOPMENT - - 115,000 100,000
62664 - ENTREPRENEURSHIP SUPPORT - - - 50,000
62705 - BANK SERVICE CHARGES 4,585 4,200 9,460 9,300
64540 - TELECOMMUNICATIONS - WIRELESS 257 - - -
64545 - PERSONAL COMPUTER SOFTWARE 930 - 930 -
65010 - BOOKS, PUBLICATIONS, MAPS - 1,175 1,175 1,175
65020 - CLOTHING 630 1,500 1,500 1,500
65025 - FOOD 439 400 527 400
65055 - MATER. TO MAINT. IMP. - 350 350 350
65085 - MINOR EQUIPMENT & TOOLS 588 700 700 700
65095 - OFFICE SUPPLIES 4,408 5,500 5,613 5,500
Miscellaneous 80	$ 9,000	$ 600	$ 500	$
62490 - OTHER PROGRAM COSTS 80 9,000 600 500
Insurance and Other Chargebacks 7,162	$ 20,254	$ 53,781	$ 21,469	$
62740 - OTHER CHARGES-CHARGEBACK 4,356 - 33,527 -
66030 - TRANSFER TO INSURANCE - RISK 2,806 2,806 2,806 2,974
66130 - TRANSFER TO INSURANCE - 17,448 17,448 18,495
Capital Outlay -	$ 253,500	$ 225,729	$ 150,000	$
65522 - BUSINESS DISTRICT IMPROVEMENTS - 250,000 225,729 150,000
65625 - FURNITURE & FIXTURES - 3,500 - -
Community Sponsored Organizations 122,662	$ 123,886	$ 123,886	$ 123,886	$
67010 - COMMUNITY SPONSORED ORGANIZATIONS - 123,886 123,886 123,886
67110 - CONNECTIONS FOR THE HOMELESS 122,662 - - -
Contingencies -	$ 5,000	$ -	$ 5,000	$
68205 - CONTINGENCIES - 5,000 - 5,000
Interfund Transfers 82,671	$ 101,260	$ 101,260	$ 110,508	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 13,461 13,932 13,932 13,932
62309 - RENTAL OF AUTO REPLACEMENT 12,370 12,370 12,370 12,370
66025 - TRANSFER TO DEBT SERVICE - ERI 56,840 74,958 74,958 84,206
Grand Total $ 2,592,984 $ 3,614,774 $ 3,622,678 $ 3,480,360
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2019 ADOPTED BUDGET - GENERAL FUND
Police Department
The Evanston Police Department is committed to the protection of life and property. With a staff of 166
sworn officers and 59 civilian personnel, the emphasis is on delivering a public service in harmony with
the values and expectations of the community. This is accomplished through the three divisions of the
Police Department: Field Operations Division, Support Services Division; and Investigative Services
Division.
Field Operations Division
Headed by a Deputy Chief, this division is comprised of three patrol divisions of uniformed officers who
respond to calls for service and proactively patrol the community. This Division also includes the
Department’s K9 unit, Traffic Division and its Community Strategy Division (Problem-Solving Team
and Foot Patrol Unit).
Support Services Division
Charged with the oversight of the internal workings of the Police Department, the Deputy Chief of this
Division oversees the Office of Administration, Records Bureau, the Communications Division (9-1-1
Call Center) and the Support Services Division (Service Desk and 3-1-1 Call Center).
Investigative Services Division
Responsible for the investigation and follow-up of major crimes and incidents, this unit is comprised of
the Juvenile Detective Division as well as the Investigative Services Division. Headed by a Deputy Chief,
this unit includes the Neighborhood Enforcement Team (NET) and the department’s TAC unit, which
is responsible for a variety of tactical response operations.
Financial Summary
Revenues
FY 2017
Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
2205 POLICE ADMINISTRATION 	10,789,179 	10,898,204 	11,083,154 	10,898,204
2225 SOCIAL SERVICES BUREAU 	41,631 	- 	40,000 	-
2240 POLICE RECORDS 	27,708 	25,000 	25,000 	25,000
2260 OFFICE OF ADMINISTRATION 	18,604 	50,000 	25,000 	84,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 	7,346 	- 	- 	-
2270 TRAFFIC BUREAU 	151,878 	130,000 	136,000 	130,000
2280 ANIMAL CONTROL 	4,475 	7,500 	4,000 	7,500
2285 PROBLEM SOLVING TEAM 	2,368 	- 	20,000 	-
Grand Total 	$ 11,043,188 $ 11,110,704 $ 11,333,154 $ 11,144,704
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2019 ADOPTED BUDGET - GENERAL FUND
Police Department
*Social Services Bureau activities moved to Health Department
Ongoing Activity Measures
2017
Actual
2018
Projected
2019
Projected
Part I crimes 1,899 1,800 1,790
Part II crimes 5,918 5,900 5,880
Total calls for service 69,976 70,500 71,000
Arrests (felony & misdemeanor) 1,510 1,500 1,490
D.U.I. arrests 121 125 130
Ticket & citation production – Parking 9,499 10,000 10,500
Written Reports * 12,799 13,000 13,200
*Written reports include incident, crash and arrest reports.
2019 Initiatives
 Complete the body-worn camera program in conjunction with Northwestern University, to
assure that all police field operations are recorded.
 Continue research into the transition to STARCOM radios from the current UHF T-Band
frequency.
 Research NIBR reporting system that will become federally mandated in 2020.
 Implement the accepted recommendations from Hillard Heintze staffing study.
Expenses
FY 2017
Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
2205 POLICE ADMINISTRATION 	11,238,062 	11,854,406 	11,411,766 	12,608,989
2210 PATROL OPERATIONS 	11,961,493 	11,701,073 	12,728,744 	11,910,249
2215 CRIMINAL INVESTIGATION 	2,375,826 	2,288,057 	2,307,042 	2,173,528
2225 SOCIAL SERVICES BUREAU 	549,659 	- 	- 	-
2230 JUVENILE BUREAU 	1,371,350 	1,257,730 	1,115,527 	1,160,721
2235 SCHOOL LIAISON 	463,621 	492,889 	384,233 	365,952
2240 POLICE RECORDS 	689,866 	689,721 	625,168 	615,745
2245 COMMUNICATIONS 	1,542,468 	1,536,497 	1,550,444 	1,528,334
2250 SERVICE DESK 	1,371,365 	1,409,016 	1,431,271 	1,287,556
2251 311 CENTER 	556,263 	604,708 	600,159 	585,581
2255 OFFICE-PROFESSIONAL STANDARDS 	413,041 	397,280 	452,249 	390,962
2260 OFFICE OF ADMINISTRATION 	623,485 	594,559 	605,661 	608,930
2265 NEIGHBORHOOD ENFORCEMENT TEAM 	2,266,152 	2,089,084 	2,263,826 	2,106,322
2270 TRAFFIC BUREAU 	1,059,081 	944,637 	1,059,391 	949,624
2275 COMMUNITY STRATEGIC BUREAU 	152,630 	158,732 	159,735 	157,056
2280 ANIMAL CONTROL 	227,661 	185,597 	244,127 	209,820
2285 PROBLEM SOLVING TEAM 	1,825,935 	1,768,691 	1,705,775 	1,661,010
2290 CTA - SPECIAL EMPLOYMENT 	17 	- 	- 	-
2291 PROPERTY BUREAU 	225,145 	242,922 	246,196 	241,613
2295 BUILDING MANAGEMENT 	153,927 	175,500 	158,551 	175,102
Grand Total 	$ 39,067,047 $ 38,391,099 $ 39,049,865 $ 38,737,094
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2019 ADOPTED BUDGET - GENERAL FUND
Police Department
 Implement the approved recommendations from the internal task forces on patrol and
investigative staffing for the EPD.
 Manage mandated training required by state law, Illinois Police Training Board, and Illinois
Attorney General.
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 26,598,837	$ 25,874,829	$ 26,455,742	$ 25,817,217	$
61010 - REGULAR PAY 19,124,290 19,563,356 19,368,890 19,622,940
61050 - PERMANENT PART-TIME 623 - - -
61070 - JOB TRAINING AND INTERNSHIPS 90,750 97,500 97,500 97,500
61110 - OVERTIME PAY 319,722 238,400 295,156 154,552
61111 - HIREBACK OT PAY 791,498 466,646 780,843 573,700
61112 - SPECIAL DETAIL OT 346,253 224,130 392,819 230,854
61415 - TERMINATION PAYOUTS 467,984 275,000 266,605 283,250
61420 - ANNUAL SICK LEAVE PAYOUT 259,811 190,000 73,867 195,700
61425 - ANNUAL HOLIDAY PAYOUT 371,131 204,000 125,500 210,120
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 41,818 - 471,224 -
61440 - EDUCATION PAY 244,800 232,400 260,100 -
61441 - POLICE EDUCATION INCENTIVES - - - 232,400
61510 - HEALTH INSURANCE 3,398,380 3,244,968 3,200,212 3,227,950
61610 - DENTAL INSURANCE 1,698 - 299 -
61615 - LIFE INSURANCE 10,216 23,826 25,326 25,292
61626 - CELL PHONE ALLOWANCE 360 360 360 270
61630 - SHOE ALLOWANCE 465 460 305 155
61635 - UNIFORM ALLOWANCE 176,577 213,500 174,125 183,050
61710 - IMRF 389,186 351,411 354,008 229,182
61725 - SOCIAL SECURITY 256,410 253,882 248,208 249,607
61730 - MEDICARE 306,867 294,990 320,395 300,695
Services and Supplies 806,365	$ 774,426	$ 810,912	$ 1,134,104	$
61060 - SEASONAL EMPLOYEES 24,861 - 5,128 -
62210 - PRINTING 5,624 3,000 3,413 3,000
62225 - BLDG MAINTENANCE SERVICES 53,135 59,600 59,600 59,600
62240 - AUTOMOTIVE EQMP MAINT 2,646 - - -
62245 - OTHER EQMT MAINTENANCE 698 2,700 2,700 2,700
62270 - MEDICAL/HOSPITAL SERVICES - 1,000 1,000 1,000
62272 - OTHER PROFESSIONAL SERVICES 112,733 65,000 79,127 100,000
62275 - POSTAGE CHARGEBACKS - 6,000 6,000 6,000
62280 - OVERNIGHT MAIL CHARGES 85 - 50 -
62295 - TRAINING & TRAVEL 147,425 127,890 128,217 121,496
62335 - DATA PROCESSING SERVICES - 378 - 378
62360 - MEMBERSHIP DUES 122,867 116,388 127,312 116,388
62370 - EXPENSE ALLOWANCE 1,571 2,200 2,200 2,200
62375 - RENTALS 33,359 33,430 33,430 33,430
62380 - COPY MACHINE CHARGES - 8,954 894 8,954
62425 - ELEVATOR CONTRACT COSTS - 3,112 3,112 3,112
62451 - TOWING AND BOOTING CONTRACTS - - 235 -
62509 - SERVICE AGREEMENTS/ CONTRACTS 5,743 35,000 67,500 346,072
62645 - DIGITAL ARCHIVING 457 - 500 -
62705 - BANK SERVICE CHARGES 48 600 600 600
64005 - ELECTRICITY 1,398 - 975 -
64015 - NATURAL GAS 16,908 15,000 9,228 15,000
64505 - TELECOMMUNICATIONS 20,407 50,000 50,000 50,000
64540 - TELECOMMUNICATIONS - WIRELESS 45,963 22,000 22,982 22,000
64545 - PERSONAL COMPUTER SOFTWARE 30 - - -
64565 - CABLE - VIDEO 291 - 1,239 -
65010 - BOOKS, PUBLICATIONS, MAPS 313 520 520 520
65015 - CHEMICALS/ SALT 29,665 35,833 35,833 35,833
65020 - CLOTHING 64,563 40,450 41,914 40,450
65025 - FOOD 2,764 8,050 9,115 8,050
65040 - JANITORIAL SUPPLIES 13,089 6,600 6,600 6,600
65050 - BLDG MAINTENANCE MATERIAL 959 - - -
65085 - MINOR EQUIPMENT & TOOLS 53,330 54,790 33,717 54,790
65095 - OFFICE SUPPLIES 15,605 2,300 6,607 22,300
65105 - PHOTO/DRAFTING SUPPLIE - 4,833 4,833 4,833
65125 - OTHER COMMODITIES 28,527 68,798 66,331 68,798
65555 - PERSONAL COMPUTER EQUIPMENT 1,303 - - -
Miscellaneous 38,839	$ -	$ 53,967	$ 30,000	$
62490 - OTHER PROGRAM COSTS 28,448 - 33,353 15,000
62770 - MISCELLANEOUS 2,287 - - -
65120 - POLICE DUI EXPENSE 8,104 - 20,614 15,000
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Insurance and Other Chargebacks 10,638,415	$ 10,813,170	$ 10,800,570	$ 10,820,842	$
62675 - INTERDEPT TRANSFER PENSIONS 10,300,549 10,462,704 10,462,704 10,462,704
66030 - TRANSFER TO INSURANCE - RISK 337,866 337,866 337,866 358,138
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 12,600 - -
Capital Outlay 320	$ -	$ -	$ -	$
65625 - FURNITURE & FIXTURES 320 - - -
Contingencies 1,841	$ 2,500	$ 2,500	$ 2,500	$
68205 - CONTINGENCIES 1,841 2,500 2,500 2,500
Interfund Transfers 982,430	$ 926,174	$ 926,174	$ 932,431	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 610,540 539,151 539,151 539,151
62309 - RENTAL OF AUTO REPLACEMENT 259,194 279,459 279,459 279,459
66025 - TRANSFER TO DEBT SERVICE - ERI 112,696 107,564 107,564 113,821
Grand Total $ 39,067,047 $ 38,391,099 $ 39,049,865 $ 38,737,094
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2019 ADOPTED BUDGET - GENERAL FUND
Fire Department
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, and non-emergency and support services to prevent or minimize
situations that affect Evanston residents, businesses, and visitors. The community service is provided
through four divisions: Fire Administration and Support, Fire Prevention, Fire Suppression, and
Emergency Preparedness.
The Fire Administration and Support Division provides direction, policy, leadership, and management
for moving the organization toward achieving its mission. The Fire Prevention Division provides plan
review, business and mercantile safety assistance, code enforcement, and investigation. The 101
members assigned to the Suppression Division deliver first response to all emergencies and situations
that require prompt attention on a twenty-four hour a day basis. The members of the Suppression
Division staff five fire stations, which house five fire engines, two aerial ladder trucks, three ambulances,
and a Shift Chief. The Emergency Preparedness Division in cooperation with all City Departments
coordinates the disaster preparation, mitigation, and recovery plans and efforts of the City. The
Emergency Preparedness Division integrates the City’s plans with the County and State Emergency
Preparedness Agencies.
Financial Summary
City Council 2019 Goal Performance
City Council Goal Department Initiative
City Infrastructure and
Facilities
Department will implement an MOU with Northwestern University
for a cooperative use of an Emergency Operations Center
Ensure equity in City
Operations
Mobile integrated health program
Community Development and
Job Creation
Fire Explorer Program and ETHS Public Safety Class are continuing
to be led by Department members
Revenues
FY 2017 Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
2305 FIRE MGT & SUPPORT 	8,522,528 	8,487,047 	8,470,847 	8,487,047
2310 FIRE PREVENTION 	235,405 	248,000 	235,000 	240,000
2315 FIRE SUPPRESSION 	1,587,097 	1,831,500 	1,654,700 	2,186,500
2320 EMERGENCY PREPAREDNESS 	4,320 	- 	19,750 	-
Grand Total 	$ 10,349,349 $ 10,566,547 $ 10,380,297 $ 10,913,547
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
2305 FIRE MGT & SUPPORT 	9,085,036 	9,070,228 	9,034,344 	9,052,294
2310 FIRE PREVENTION 	642,526 	621,334 	643,197 	622,813
2315 FIRE SUPPRESSION 	14,616,096 	14,228,557 	15,167,105 	14,690,497
2320 EMERGENCY PREPAREDNESS 	11,894 	14,271 	13,621 	14,246
Grand Total 	$ 	24,355,551 $ 	23,934,390 $ 	24,858,267 $ 	24,379,850
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2019 ADOPTED BUDGET - GENERAL FUND
Fire Department
2018 Initiatives Update
 The Fire Department, in cooperation with Human Resources conducted a new hire eligibility
exam. An eligibility list has been posted.
 Through the Emergency Preparedness Division, NIMS courses have been made available to all
City Departments.
 The Department has been able to offer continuing certification to all paramedics in Pediatric
Advanced Life Support.
 In cooperation with the Information Technology, the Department implemented an electronic
patient care reporting system.
 Fire and life safety education programs were expanded to all primary school children (K-
5th grade) in the City.
 The community engagement programs, Fire Explorer, Citizen CPR, and the ETHS Public Safety
Program were successfully offered.
 The Department’s strategic plan continues to be implemented including a community
walkthrough of the plan.
2019 Initiatives
 In cooperation with Human Resources, the Department will conduct a promotional exam for
the position of Fire Apparatus Operator.
 In cooperation with Northwestern University, work on a cooperative agreement for a shared
Emergency Operations Center will be initiated.
 Emergency Management will continue working with City Departments on enhanced emergency
preparedness and NIMS compliance and our ability to continue operations in the event of a
disaster.
 All members will be offered the opportunity to complete Advanced Cardiac Life Support
(ACLS) certification.
 The community engagement programs, Fire Explorer, ETHS Public Safety, Citizen CPR, and
Citizen Fire Academy will be offered through our Department members.
 The Department will explore the initiation of a mobile integrated health program with Saint
Francis Hospital.
 The Department will continue its Strategic Plan implementation.
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
City fire insurance rating 2 1 1
Hydrants inspected/flow tested 1310 1340 1340
Construction plans reviewed 425 446 467
Staff hours on cause and origin investigations 81 108 89
All Fire Dept. incidents, including ambulance calls 10,058 10,011 10,100
Ambulance calls 6,456 6,490 6,550
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 13,932,004	$ 13,442,858	$ 14,488,023	$ 13,888,231	$
61010 - REGULAR PAY 10,773,409 10,753,269 11,261,576 10,977,303
61062 - SPECIAL EVENT PAY - - - 30,000
61110 - OVERTIME PAY 214,555 178,000 181,000 178,000
61111 - HIREBACK OT PAY 614,960 350,000 650,000 548,956
61113 - TRAINING OT 48,054 33,000 33,000 33,000
61415 - TERMINATION PAYOUTS 139,861 50,000 200,000 50,000
61420 - ANNUAL SICK LEAVE PAYOUT 96,375 50,000 98,665 50,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 18,308 - 5,471 -
61510 - HEALTH INSURANCE 1,828,891 1,815,383 1,833,590 1,801,624
61610 - DENTAL INSURANCE 966 - 10 -
61615 - LIFE INSURANCE 2,665 6,249 6,555 6,199
61626 - CELL PHONE ALLOWANCE 3,200 3,600 3,600 2,700
61710 - IMRF 21,836 22,616 22,025 15,348
61725 - SOCIAL SECURITY 13,273 14,885 13,994 23,231
61730 - MEDICARE 155,651 165,856 178,537 171,870
Services and Supplies 343,996	$ 368,023	$ 329,423	$ 391,803	$
62210 - PRINTING 2,775 4,000 4,000 4,000
62235 - OFFICE EQUIPMENT MAINT - 1,100 1,100 1,100
62245 - OTHER EQMT MAINTENANCE 4,547 5,100 5,100 5,100
62250 - COMPUTER EQUIPMENT MAINT 4,805 8,100 8,100 8,100
62270 - MEDICAL/HOSPITAL SERVICES 39,064 50,400 50,400 50,400
62275 - POSTAGE CHARGEBACKS 7,034 3,000 3,000 3,000
62295 - TRAINING & TRAVEL 63,880 52,400 52,400 68,780
62315 - POSTAGE 272 500 500 500
62335 - DATA PROCESSING SERVICES - 3,200 3,200 3,200
62355 - LAUNDRY/OTHER CLEANING - 1,000 1,000 1,000
62360 - MEMBERSHIP DUES 26,412 47,200 6,880 27,200
62380 - COPY MACHINE CHARGES - 1,223 1,223 1,223
62430 - CUSTODIAL CONTRACT SERVICES 6,270 2,000 3,450 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 4,433 5,100 5,100 25,100
62518 - SECURITY ALARM CONTRACTS 1,035 6,400 6,400 6,400
62705 - BANK SERVICE CHARGES 1,003 - 920 -
64015 - NATURAL GAS 50,070 50,000 50,000 50,000
64505 - TELECOMMUNICATIONS 278 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 11,014 12,000 12,000 12,000
65005 - AGRI/BOTANICAL SUPPLIES - 300 300 300
65010 - BOOKS, PUBLICATIONS, MAPS 1,321 2,400 2,400 2,400
65015 - CHEMICALS/ SALT 5,930 6,000 6,000 10,000
65020 - CLOTHING 68,826 50,000 50,000 50,000
65040 - JANITORIAL SUPPLIES 11,298 11,000 11,000 14,400
65050 - BLDG MAINTENANCE MATERIAL 4,883 6,000 6,000 6,000
65070 - OFFICE/OTHER EQT MTN MATL 4,638 4,000 4,000 4,000
65075 - MEDICAL & LAB SUPPLIES 5,356 7,000 7,000 7,000
65085 - MINOR EQUIPMENT & TOOLS 5,217 4,500 4,250 4,500
65090 - SAFETY EQUIPMENT 1,443 2,000 2,000 2,000
65095 - OFFICE SUPPLIES 4,298 7,400 7,400 7,400
65105 - PHOTO/DRAFTING SUPPLIE 777 1,700 1,700 1,700
65125 - OTHER COMMODITIES 5,608 12,100 12,100 12,100
65555 - PERSONAL COMPUTER EQUIPMENT 1,510 - - -
65620 - OFFICE MACH. & EQUIP. - 900 500 900
Miscellaneous 328,946	$ 181,090	$ 105,602	$ 98,202	$
62521 - MEDICAL EQ MAINT AGREEMENTS 18,433 31,400 31,400 23,000
62522 - SCBA EQ MAINT AGREEMENTS 5,197 6,000 6,000 6,000
62523 - EXTRICATION EQ MAINT AGREEMNTS 2,739 3,000 3,000 3,000
62605 - OTHER CHARGES 7,969 8,000 8,000 8,000
62670 - SCBA Grant Expense 243,514 - - -
62770 - MISCELLANEOUS 9,433 8,202 8,202 8,202
65141 - FITNESS INCENTIVE 41,660 124,488 49,000 50,000
Insurance and Other Chargebacks 9,008,146	$ 9,154,493	$ 9,147,293	$ 9,195,434	$
62675 - INTERDEPT TRANSFER PENSIONS 8,205,800 8,344,947 8,344,947 8,344,947
66030 - TRANSFER TO INSURANCE - RISK 802,346 802,346 802,346 850,487
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 7,200 - -
Capital Outlay 49,714	$ 35,000	$ 35,000	$ 52,892	$
65625 - FURNITURE & FIXTURES 49,714 35,000 35,000 52,892
Interfund Transfers 692,745	$ 752,926	$ 752,926	$ 753,288	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 447,055 457,055 457,055 457,055
62309 - RENTAL OF AUTO REPLACEMENT 239,645 289,645 289,645 289,645
66025 - TRANSFER TO DEBT SERVICE - ERI 6,045 6,226 6,226 6,588
Grand Total $ 24,355,551 $ 23,934,390 $ 24,858,267 $ 24,379,850
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2019 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
The Health and Human Services 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 instrumental in improving and supporting the health and well-being of Evanston. We
serve intentionally in partnership with residents and community stakeholders. The Health and Human
Services 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, and government all play a role
in influencing and determining overall health. It is the Department’s goal that by 2021, the people of
Evanston will experience significant gains in health and well-being. This will be achieved as our
community works collectively to make the shift from a costly, crisis-oriented response to health and
social problems to one that focuses on prevention, embraces recovery, and eliminates inequities.
Building Equity in Our Community:
 Removing barriers, such as access to affordable, healthy foods; which limit the ability of some
communities and residents to fulfill their full potential.
 Implementing an equitable and social justice agenda so a person's race or neighborhood does not
determine how healthy they are or how long they live.
Working in the new ways:
 Moving our services from silos that are difficult for people to navigate to a coordinated
approach that is more efficient for us and more convenient for residents.
 Providing only the services that people need, and only when they need them.
Investing in what works:
 Prevention is the most effective, least expensive way to avoid costly negative outcomes such as
chronic disease, domestic violence, mental illness, and homelessness.
 Embracing innovative strategies and partnerships, leveraging grants that allow communities to
take a leadership role and address the specific needs of neighborhoods.
 Using data-informed approaches to ensure we are using the best evidence to get the outcomes
we want.
 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 and Human Services Department is an active force in supporting the health and well-being
of Evanston’s residents. The Health and Human Services Department is responsible for operating
programs that prevent infectious and chronic diseases, promote food safety, advocate for transformative
policy development, and assure quality health care improving life expectancy for all. We partner with our
community stakeholders to build a culture of health, enabling all in our diverse society to lead healthier
lives now and for generations to come.
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Health & Human Services Department
Financial Summary
Department Goal Department Initiative
Mental Health Status
Improvement  Reduce the proportion of persons who experience major
depressive episodes.
 Decrease the percent of adolescents aged 12 to 17 years who
experience a major depressive episode from 8.3% in 2008 to
7.5% in 2020
Mental Health Treatment
Expansion  Increase the percent of primary care facilities providing mental
health treatment from 79% in 2006 to 87% in 2020
Key areas of Focus in
addition to those that
support Healthy People
2020
 Reducing Prevalence of Hoarding
 Improving access to housing for the mentally ill
 Maintaining and raising awareness of compendium of mental
health resources both online and print
 Utilizing mental health first aid trainings in schools and
community-based organizations
Revenues
FY 2017 Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
2407 HEALTH SERVICES ADMIN 	1,676 	5,000 	2,000 	5,000
2435 FOOD AND ENVIRONMENTAL HEALTH 	994,159 	960,650 	1,037,723 	1,028,853
2440 VITAL RECORDS 	137,294 	146,300 	138,000 	130,300
2455 COMMUNITY HEALTH 	24,935 	31,000 	33,500 	31,000
Grand Total 	$ 1,158,064 $ 	1,142,950 $ 	1,211,223 $ 	1,195,153
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
2407 HEALTH SERVICES ADMIN 	323,126 	283,166 	283,570 	386,278
2435 FOOD AND ENVIRONMENTAL HEALTH 	1,541,998 	1,691,549 	1,535,088 	1,586,170
2440 VITAL RECORDS 	102,263 	100,500 	84,520 	20,226
2445 HUMAN SERVICES 	- 	- 	177,327 	163,381
2455 COMMUNITY HEALTH 	244,795 	595,324 	291,628 	158,243
2460 COMMUNITY PURCHASED SERVICES 	859,153 	1,026,990 	996,308 	876,308
Grand Total 	$ 	3,071,334 $ 	3,697,529 $ 	3,368,441 $ 	3,190,606
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2019 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
Nutrition, Physical
Activity, Obesity and Food
Safety have been classified
by the CDC as
“Winnable Battles.”
 Improve health, fitness, and quality of life through daily
physical activity.
 Reduce the percent of adults engaged in no leisure time by
10%, from 36.2% in 2008 to 32.6% in 2020.
Nutrition and Weight
Status  Promote health and reduce chronic disease risk through the
consumption of healthful diets and achievement and
maintenance of healthy body weights.
 Increase the percent of persons aged 20 years and over were at
a healthy weight in 2005–08 by 10% to 33.9% compared to the
current rate of 30.8%.
Violence Prevention  Reduce Physical Assaults
 Decrease the number of physical assaults per 1,000 populations
among ages 12 and older from 21.3 in 2008 to 19.2 in 2020.
 Reduce Homicides
 Decrease the number of homicides per 100,000 populations
from 6.1 in 2007 to 5.5 in 2020.
 Reduce Children’s exposure to Violence
 Decrease the percent of children who were exposed to any
form of violence, crime, and abuse from 58.9% in 2008 to 53%
in 2020.
 Identify violence hotspots and establish baseline data in
collaboration the Evanston Police Department.
 Create a tool to screen for early violence exposure and
establish baseline information for youth exposure to violence
and trauma.
 Host 5 town hall meetings in the community (1 per year) as a
venue for community members and leaders to come together
to express the rejection of violent behaviors and norms, as well
as share evidence-based solutions for violence prevention.
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2019 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
2018 Accomplishments
 Advanced Health Equity by engaging new allies in the Health Equity Movement through policy,
systems and environmental change.
o Partnered with NorthShore-Evanston, Presence -St. Francis, and United Power for
Action and Justice, a non-partisan community organization composed of 40 religious
congregations, not-for-profit groups, hospitals, health centers and civic organizations
from across Cook County.
 Partnered with Presence St. Francis Hospital to offer quarterly Mental Health First Aid training
available to all City staff. A total of 5 Mental Health First Aid trainings were offered in 2018.
 Health and Human Services is in the process of re-establishing the Hoarding Task force in
partnership with The Council for Jewish Elderly Incorporated, (CJE).
 Women Out Walking which expanded to We’re Out Walking continued to include women,
children and men of all ages.
 Integration of the Victim Services Program (Social Services of the Police Department) into the
Division of Human Services, establishing a response to trauma by instituting a Trauma Informed
Approach for violence interruption and response.
 Expanded the Rethink Your Drink Campaign by conducting the “Sugar Show” to all City staff.
April was deemed “Sugar Month” with educational activities offered in collaboration with the
City’s Wellness Committee for employees at various City buildings and a low sugar challenge for
employees to complete the month. Sugar Show kits have been provided to Erie Family Health
Center for patient education. The Sugar Show is also incorporated into all District 65 Physical
Education classes each year. An additional Sugar Show presentation was completed at the
YMCA’s Healthy Kids Day and for the Head Start Parents’ Group.
 Staff received training and has performed inspections which are U.S Food and Drug
Administration Code based at Evanston food establishments.
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Number of licensed food establishments 465 441 450
Number of foodborne illness investigations performed 28 25 25
Total number of food inspections performed 1,251 1,260 1,270
Temporary food inspections performed 746 775 775
Food complaints evaluated / inspected 58 60 60
Food establishment plans reviewed 24 35 35
Rat and Rodent complaints investigated 747 600 550
Number of Communicable Disease Investigations 802 800 820
American Smoke-Out participants 147 188 300
Tobacco Education and Outreach 3 events 3 events 3 events
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2019 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
Environmental Scans of Tobacco Retailers 34 33 33
Grants administered 14 14 14
Dwelling Units Inspected 2471 2500 2500
Occupants Affected by Rooming House Inspections 7030 6846 6850
Get Yourself Tested Participants at ETHS 70 68 75
Number of Women Out Walking Participants 393 436 600
Vacant Building Determinations 37 35 35
2019 Initiatives
1. Increase awareness of lead poisoning in children geared towards education, prevention, lead
hazard mitigation and provision of resources. Staff will conduct 2 seminars for residents,
landlords and community members in 2019.
2. Partner with Community Action Advocates to increase visibility of social services support to
vulnerable populations.
3. Implement rental registration software for rental properties and inspections in the City.
4. The Evanston Health and Human Services Department has engaged the IT Division to help
direct a transition from the State Code to the Federal Code for electronic inspections and
reporting.
5. Create a clearinghouse of data to better measure health equity achievements.
6. Create a community cohort of Seeking Educational Equity and Diversity (SEED) members.
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 1,858,640	$ 2,170,868	$ 1,854,200	$ 1,733,204	$
61010 - REGULAR PAY 1,301,872 1,588,910 1,348,708 1,294,432
61050 - PERMANENT PART-TIME 3,921 - 9,554 -
61055 - TEMPORARY EMPLOYEES 36,820 - 12,641 -
61110 - OVERTIME PAY 7,567 13,506 10,799 10,506
61415 - TERMINATION PAYOUTS 35,467 - 19,402 -
61420 - ANNUAL SICK LEAVE PAYOUT 1,343 - 609 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 525 - - -
61510 - HEALTH INSURANCE 228,046 252,351 195,239 215,091
61610 - DENTAL INSURANCE 113 - 25 -
61615 - LIFE INSURANCE 428 1,464 1,049 944
61625 - AUTO ALLOWANCE 4,980 4,980 3,735 2,800
61626 - CELL PHONE ALLOWANCE 3,088 3,144 2,202 1,584
61630 - SHOE ALLOWANCE 1,085 1,085 930 930
61710 - IMRF 131,066 165,585 134,101 94,673
61725 - SOCIAL SECURITY 82,537 112,804 93,368 92,437
61730 - MEDICARE 19,783 27,039 21,838 19,807
Services and Supplies 112,533	$ 161,615	$ 169,691	$ 240,551	$
61060 - SEASONAL EMPLOYEES 50,388 58,650 70,875 70,875
62210 - PRINTING 8,857 4,765 7,277 7,306
62235 - OFFICE EQUIPMENT MAINT - 150 150 150
62275 - POSTAGE CHARGEBACKS - 5,000 4,000 4,000
62295 - TRAINING & TRAVEL 7,576 6,600 6,600 6,270
62345 - COURT COST/LITIGATION 240 1,000 2,000 2,000
62360 - MEMBERSHIP DUES 3,840 4,400 5,584 5,400
62371 - WOMEN OUT WALKING EXPENSE 6,769 5,000 5,000 5,000
62380 - COPY MACHINE CHARGES - 2,049 1,049 1,049
62494 - HOME DAY CARE LICENSE EXPENDITURES 889 - 165 -
62509 - SERVICE AGREEMENTS/ CONTRACTS - - - 75,000
62645 - DIGITAL ARCHIVING - 2,500 2,500 2,500
62705 - BANK SERVICE CHARGES 3,000 - 1,722 -
64540 - TELECOMMUNICATIONS - WIRELESS 4,440 4,851 4,851 4,851
65010 - BOOKS, PUBLICATIONS, MAPS 210 - - -
65020 - CLOTHING - - 1,284 -
65025 - FOOD 470 400 884 400
65045 - LICENSING/REGULATORY SUPP - 500 500 500
65075 - MEDICAL & LAB SUPPLIES 1,051 417 417 417
65085 - MINOR EQUIPMENT & TOOLS - 600 600 600
65095 - OFFICE SUPPLIES 2,224 27,533 18,033 18,033
65125 - OTHER COMMODITIES - 200 200 200
65127 - LEADPAINT HAZARD GRANT EXPENSE 22,580 35,000 35,000 35,000
65620 - OFFICE MACH. & EQUIP. - 2,000 1,000 1,000
Miscellaneous 168,367	$ 417,468	$ 431,254	$ 300,668	$
62468 - IL TOBACCO FREE COMM EXP - 7,300 7,300 7,300
62469 - IL VACANT PROPERTY EXP 5,760 35,000 35,000 35,000
62471 - VECTOR SURVEILLANCE EXP 2,163 20,500 20,500 20,500
62472 - BEACH WATER TESTING EXP 1,206 10,000 10,000 10,000
62474 - HEALTH PROTECTION EXP 11,878 31,227 31,227 31,227
62476 - CRI GRANT -EXPENSE (HHS) 4,051 5,500 5,500 5,500
62477 - PHEP GRANT-EXPENSE 13,295 17,500 17,500 17,500
62490 - OTHER PROGRAM COSTS 32,197 197,641 196,951 75,641
62493 - PROPERTY CLEAN UP EXPENSE 11,570 20,000 20,000 20,000
62605 - OTHER CHARGES 34,839 22,800 37,000 78,000
62646 - IL HIV SURVEILLANCE 1,409 - 276 -
62647 - Cradle to Career Programming 50,000 50,000 50,000 -
Insurance and Other Chargebacks 5,919	$ 9,519	$ 5,919	$ 6,274	$
66030 - TRANSFER TO INSURANCE - RISK 5,919 5,919 5,919 6,274
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 3,600 - -
Interfund Transfers 925,875	$ 938,059	$ 907,377	$ 909,909	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 17,821 25,827 25,827 25,827
62309 - RENTAL OF AUTO REPLACEMENT 6,654 9,565 9,565 9,565
66020 - TRANSFERS TO OTHER FUNDS 859,153 859,153 828,471 -
66025 - TRANSFER TO DEBT SERVICE - ERI 42,247 43,514 43,514 46,046
66132 - TRANSFER TO HEALTH AND HUMAN SERV - - - 828,471
Grand Total $ 3,071,334 $ 3,697,529 $ 3,368,441 $ 3,190,606
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2019 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
The Parks, Recreation and Community Services Department provides a wide range of services that
improve the quality of life of those who live, work or play in Evanston. The department supports the
following:
Parks and Recreation
Over 70 parks sites, three recreation centers, sports programs, after school and preschool programs,
camps, recreation programs, park and athletic field scheduling, special recreation programs for people
with special needs, six beaches/boat ramps and an outdoor farmers’ market.
Community Services
Opportunities for youth and young adults through strengthening existing youth services, establishing a
network of service partnerships, creating marketable job training and placement and increasing
opportunities for social and recreational outlets for disengaged youth.
Also includes Senior Services: Operate the Levy Senior Center, Ombudsman program, as well as
providing various programs and services for the growing senior population.
Cultural Arts
World Arts and Music Festival, camps, arts programs, free Starlight Concert Series and Starlight Movie
Series, and Fleetwood-Jourdain Theater.
Ecology
Natural history and environmental programs, camps, community gardens, fishing and canoeing
instruction, apiary and pollinator gardens.
Special Events
Coordination of Citywide Special Events including Marshmallow Drop, World Arts and Music Festival,
Streets Alive, Concerts, Movies in the Park and Community Picnic (sponsored by the City and other
groups).
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2019 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Financial Summary
Revenues
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
3005 REC. MGMT. & GENERAL SUPPORT 	40,392 	35,500 	35,500 	35,500
3010 REC. BUSINESS & FISCAL MGMT 	174 	- 	- 	-
3020 REC GENERAL SUPPORT 	82,854 	97,250 	103,500 	97,250
3030 CROWN COMMUNITY CENTER 	704,153 	501,500 	490,000 	501,500
3035 CHANDLER COMMUNITY CENTER 	651,883 	700,500 	700,500 	700,500
3040 FLEETWOOD JOURDAIN COM CT 	231,274 	299,500 	303,000 	303,000
3045 FLEETWOOD/JOURDAIN THEATR 	28,827 	15,900 	30,500 	15,900
3050 RECREATION OUTREACH PROGRAM 	177,871 	145,000 	145,000 	155,000
3055 LEVY CENTER SENIOR SERVICES 	753,399 	738,000 	733,000 	743,000
3065 BOAT RAMP-CHURCH ST 	78,097 	91,000 	30,000 	50,000
3075 BOAT STORAGE FACILITIES 	123,228 	127,000 	120,100 	132,500
3080 BEACHES 	856,668 	795,000 	875,000 	795,000
3081 POOCH PARK 	22,880 	21,500 	25,000 	21,500
3095 CROWN ICE RINK 	1,021,401 	1,149,750 	1,152,000 	1,149,750
3100 SPORTS LEAGUES 	20,075 	81,300 	88,300 	81,300
3105 AQUATIC CAMP 	251,589 	250,000 	250,000 	250,000
3130 SPECIAL RECREATION 	64,142 	85,000 	135,000 	135,000
3135 SUMMER PLAYGROUNDS 	945 	- 	- 	-
3215 YOUTH ENGAGEMENT DIVISION 	74,935 	65,000 	57,000 	-
3225 GIBBS-MORRISON CULTURAL CENTER 	39,535 	55,000 	26,301 	55,000
3605 ECOLOGY CENTER 	155,409 	- 	127,000 	330,000
3610 ECO-QUEST DAY CAMP 	193,584 	400,000 	210,000 	-
3710 NOYES CULTURAL ARTS CENTER 	363,382 	372,917 	359,417 	400,000
3720 CULTURAL ARTS PROGRAMS 	265,158 	340,000 	284,000 	266,159
Grand Total 	$ 	6,201,855 $ 	6,366,617 $ 	6,280,118 $ 	6,217,859
104

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2019 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
City Council Goal Performance
City Council Goal Department Initiative
Invest in City infrastructure
and facilities
Noyes Cultural Arts Center is undergoing renovations to provide an
updated space due to deterioration of the facility for artists in
residence and community members to enjoy and create.
Invest in City infrastructure
and facilities
A new Robert Crown Community Center is currently under
construction as the current facility is deteriorating.
Ensure Equity in all city
operations
The City will partner with D 65 to provide a scholarship qualification
letter to eligible individuals receiving free and reduced lunch. The
letter will provide easy access to scholarship approval for city
recreation programs
Ensure Equity in all city
operations
In response to community demand for beach access, free beach
tokens or 10-punch passes will be provide to individuals and social
service agencies, who qualify under the Parks, Recreation and
Community Services fee assistance program
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
3005 REC. MGMT. & GENERAL SUPPORT 	413,797 	440,096 	570,294 	627,958
3010 REC. BUSINESS & FISCAL MGMT 	394,159 	284,616 	301,665 	302,504
3020 REC GENERAL SUPPORT 	976,377 	980,560 	1,017,068 	891,461
3025 PARK UTILITIES 	83,308 	82,750 	91,250 	92,750
3030 CROWN COMMUNITY CENTER 	1,035,097 	925,068 	986,986 	928,718
3035 CHANDLER COMMUNITY CENTER 	882,477 	722,871 	781,890 	805,184
3040 FLEETWOOD JOURDAIN COM CT 	915,805 	910,042 	1,003,620 	927,824
3045 FLEETWOOD/JOURDAIN THEATR 	136,131 	157,244 	157,019 	150,134
3050 RECREATION OUTREACH PROGRAM 	274,546 	300,828 	324,628 	261,466
3055 LEVY CENTER SENIOR SERVICES 	1,615,110 	1,536,012 	1,537,229 	1,511,858
3065 BOAT RAMP-CHURCH ST 	48,087 	61,000 	63,860 	62,783
3075 BOAT STORAGE FACILITIES 	12,803 	11,450 	14,050 	12,191
3080 BEACHES 	697,535 	618,083 	657,237 	698,735
3095 CROWN ICE RINK 	1,460,470 	1,207,028 	1,428,981 	1,235,593
3100 SPORTS LEAGUES 	77,906 	79,287 	73,157 	84,784
3105 AQUATIC CAMP 	124,638 	104,250 	124,950 	128,750
3110 TENNIS 	21,275 	- 	28,324 	-
3130 SPECIAL RECREATION 	437,472 	324,037 	545,388 	504,072
3140 BUS PROGRAM 	65,153 	112,059 	94,794 	91,838
3150 PARK SERVICE UNIT 	122,310 	112,186 	124,590 	111,153
3215 YOUTH ENGAGEMENT DIVISION 	1,342,240 	1,560,444 	1,524,273 	1,457,568
3225 GIBBS-MORRISON CULTURAL CENTER 	146,251 	222,189 	211,052 	237,832
3605 ECOLOGY CENTER 	388,176 	409,576 	390,684 	544,338
3610 ECO-QUEST DAY CAMP 	119,543 	116,080 	121,419 	-
3700 NOYES CULTURAL ARTS CTR 	294 	- 	- 	-
3708 ARTS COUNCIL BOARD 	- 	- 	8,750 	-
3710 NOYES CULTURAL ARTS CENTER 	202,668 	219,630 	242,796 	274,590
3720 CULTURAL ARTS PROGRAMS 	479,322 	458,426 	419,893 	353,425
3729 NCAP-LAKESHORE FESTIVAL 	25 	- 	- 	-
3806 CIVIC CENTER SERVICES 	6,463 	- 	9,000 	-
Grand Total 	$ 	12,479,438 $ 	11,955,812 $ 	12,854,847 $ 	12,297,509
105

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2019 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
2019 Initiatives
 Continue to assess current programs at all facilities to provide specificity in determining the
effectiveness of programs and develop a recreation program plan which will guide direction
for current and future programs.
 Finalize implementation of the restructuring of Special Recreation programs by summer
2019. The proposed changes are being introduced to better meet the needs and interests of
a wider variety of participants. Programs will include a mix of leisure, trips/outings and
athletic activities.
 By summer 2019, staff will implement an online reservation system for reserving picnic and
park sites.
 Engage Latino families in recreational programming by offering a special event in fall 2019
that has a theme based on the Latino culture.
 Increasing the number of evening programs for those 55+ in the evenings at the Levy
Center.
 Finalize programming plans for the new Robert Crown Center by fall 2019.
 Partnering with SASI to provide technology based programs at the Levy Center and in the
community for those 55+.
 Partner with Canal Shores Golf Course and E-Town Tennis to offer a combined golf/tennis
camp.
 Provide pickleball at Chandler-Newberger due to high community demand.
 Assess operations of all 2018 summer camps and develop a plan for summer 2019 and all
future camp sessions.
 Partner with local sororities to increase participation in the Women’s Day Luncheon.
 Continue to facilitate Restorative Justice Training with individuals, groups, and agencies
within the community.
 Continue to provide alternatives to juvenile arrest in the form of Restorative Justice Circles,
Family Counseling and Community Service engagement.
 Partner with Evanston Township High School and the Youth Job Center of Evanston to
host the 2018 Mayor's Summer Youth Employment Program Annual Job Fair for 14 to 18
year olds. Host young adult 18 to 25 year old job fair with the Youth Job Center of
Evanston.
 Secure corporate and business sponsorship for the MSYEP Annual Job Fair by March 2019.
 Support Mayor's Employer Advisory Council Initiative and Coordinate with ETHS, YJC and
local partner businesses to educate and direct youth and young adults to alternative career
opportunities.
 Implement Kingian Nonviolence Training Program for ETHS students at ETHS.
 Establish data sharing with District's 65 and 202 to support homeless youth and young
adults with housing and safety plans.
 Work with ETHS and IL Secretary of State to implement Illinois Identification Card
Program at ETHS.
 Coordinate with District's 65 and 202, local health providers and the City of Evanston
Health and Human Services Department to support local youth and young adult health
initiatives.
 Coordinate with local housing agencies to facilitate transitional housing for homeless youth
and young adults.
 Develop and promote environmental preschool outreach programs.
106

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2019 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
 Increase urban agriculture educational program offerings in the Farmette.
 Increase maker/creative arts and crafts options at city events.
 Partner with local arts organizations to expand creative activities for aging populations.
 Partner with local organizations to pilot an affordable no-cut teen theatre project to replace
need from Brillianteen.
 Introduce first adult Co-ed Flag Football league for the summer of 2019 at Foster Field.
 Partner with the Chessman Club to deepen our artistic impact on teens and young adults in
the community
Ongoing Activity Measures 2017
Actual
2018
Estimated
2019
Projected
Beach token sales to Evanston residents 19,503 19,874 19,900
Beach token donation fund 10,044 11,043 11,000
Free beach access (funds not collected) 25,818 70,564 70,000
Number of vendors at the Farmers’ Market 56 58 58
Number of staff trained and certified in CPR/AED 60 75 75
Total participants in all Special Recreation programs 719 725 735
Social Media account likes and followers (Facebook, Twitter,
Instagram) 9,576 10,430 10,600
Scholarships granted (funds not collected) 201,731 220,000 220,000
Subsidized ice rink time (funds not collected) 23,500 25,600 28,000
Number of meals served (Summer Food program) 38,400 42,872 40,000
Number of meals served senior congregate lunch program 5758 5750 5800
Special Event Permits Issued (City & Private Events) 104 110 110
Total number of camp program registrations 5354 5370 5400
Number of Youth hired for Mayor’s Summer Youth Employment
Program 550 550 550
107

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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 7,307,863	$ 6,557,841	$ 7,362,772	$ 6,692,556	$
61010 - REGULAR PAY 3,569,441 3,390,037 3,436,417 3,569,467
61011 - RECREATION INSTRUCTORS REG PAY 477,258 415,308 490,965 415,308
61013 - PROGRAM ASSISTANTS 293,717 270,074 304,133 227,099
61050 - PERMANENT PART-TIME 1,032,822 969,968 1,115,567 992,343
61062 - SPECIAL EVENT PAY 1,780 2,000 2,000 2,000
61110 - OVERTIME PAY 104,360 46,725 103,361 95,725
61415 - TERMINATION PAYOUTS 37,877 - 63,827 -
61420 - ANNUAL SICK LEAVE PAYOUT 11,861 - 2,243 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 5,944 - - -
61510 - HEALTH INSURANCE 754,591 643,649 681,961 674,172
61610 - DENTAL INSURANCE 326 - 22 -
61615 - LIFE INSURANCE 1,502 3,535 3,324 3,345
61625 - AUTO ALLOWANCE 18,967 19,045 17,689 11,734
61626 - CELL PHONE ALLOWANCE 15,296 15,745 15,185 11,305
61630 - SHOE ALLOWANCE 5,270 4,960 5,425 4,960
61710 - IMRF 426,167 410,279 420,275 267,353
61725 - SOCIAL SECURITY 445,815 296,301 575,309 337,692
61730 - MEDICARE 104,869 70,215 125,069 80,053
Services and Supplies 4,175,859	$ 4,291,484	$ 4,420,220	$ 4,405,500	$
61060 - SEASONAL EMPLOYEES 1,822,637 1,900,775 1,992,998 2,066,209
62205 - ADVERTISING 8,224 51,516 40,300 38,516
62210 - PRINTING 32,773 91,125 56,900 53,600
62215 - PHOTOGRAPHERS/BLUEPRINTS - 600 600 -
62225 - BLDG MAINTENANCE SERVICES 12,971 8,383 13,217 8,383
62235 - OFFICE EQUIPMENT MAINT 265 3,183 3,183 3,183
62245 - OTHER EQMT MAINTENANCE 32,135 31,766 50,500 31,766
62275 - POSTAGE CHARGEBACKS - 14,148 12,748 11,299
62295 - TRAINING & TRAVEL 28,525 28,327 29,627 27,000
62315 - POSTAGE 35 24,533 24,533 21,183
62360 - MEMBERSHIP DUES 14,948 11,783 18,933 18,783
62365 - RECEPTION/ENTERTAINMEN - 483 483 483
62375 - RENTALS 11,752 6,400 7,180 6,400
62380 - COPY MACHINE CHARGES - 19,120 19,120 19,120
62425 - ELEVATOR CONTRACT COSTS - 2,660 2,660 2,660
62495 - LICENSED PEST CONTROL SERVICES 7,634 5,958 6,908 6,908
62500 - TECHNICAL INFORMATION SERVICES 7,800 16,800 16,800 16,800
62505 - INSTRUCTOR SERVICES 218,530 231,975 246,130 231,975
62506 - WORK- STUDY 10,254 15,666 15,666 20,666
62507 - FIELD TRIPS 124,305 131,546 134,246 154,546
62508 - SPORTS OFFICIALS 13,435 21,400 21,400 21,400
62509 - SERVICE AGREEMENTS/ CONTRACTS 27,069 20,078 22,772 16,757
62511 - ENTERTAIN/PERFORMER SERV 58,064 74,550 62,825 41,550
62513 - COMMUNITY PICNIC-SPECIAL EVENTS 12,832 8,000 8,000 8,000
62515 - RENTAL SERVICES 16,009 30,180 35,237 24,500
62518 - SECURITY ALARM CONTRACTS 2,714 3,841 1,856 1,100
62520 - OTHER CONTRACTUAL SERVICES 144 - - -
62525 - CONTRACTUAL SERVICES CHARGEBACK 675 - 1,303 -
62695 - COUPON PMTS-CAB SUBSIDY 322,351 235,000 235,000 235,000
62705 - BANK SERVICE CHARGES 76,750 75,000 75,000 75,000
62996 - Holiday Food Drive Expenses 7,818 10,000 10,000 10,000
64005 - ELECTRICITY 411,510 362,362 370,862 372,362
64015 - NATURAL GAS 95,635 133,159 142,160 132,493
64530 - TELECOMMUNICATIONS - HANDHELD EQUIPMENT - 83 83 83
64540 - TELECOMMUNICATIONS - WIRELESS 8,928 10,655 14,812 13,295
65005 - AGRI/BOTANICAL SUPPLIES 1,145 2,633 1,200 1,233
65010 - BOOKS, PUBLICATIONS, MAPS - 566 566 566
65020 - CLOTHING 22,788 26,175 24,361 28,826
65025 - FOOD 291,141 257,413 267,558 257,413
65040 - JANITORIAL SUPPLIES 43,643 43,465 47,965 43,465
65045 - LICENSING/REGULATORY SUPP 12,351 9,100 12,100 9,100
65050 - BLDG MAINTENANCE MATERIAL 64,753 58,996 60,196 58,996
65055 - MATER. TO MAINT. IMP. 2,306 3,582 3,582 3,582
65070 - OFFICE/OTHER EQT MTN MATL 13,882 14,848 14,848 14,848
65075 - MEDICAL & LAB SUPPLIES 841 1,583 1,983 1,583
65085 - MINOR EQUIPMENT & TOOLS 1,660 6,050 5,550 6,050
65090 - SAFETY EQUIPMENT 1,402 3,200 3,568 3,200
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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
65095 - OFFICE SUPPLIES 21,491 29,405 20,550 29,405
65105 - PHOTO/DRAFTING SUPPLIE - 200 200 200
65110 - RECREATION SUPPLIES 303,744 245,363 249,235 248,163
65125 - OTHER COMMODITIES 7,990 7,850 12,716 7,850
Miscellaneous 253,193	$ 388,427	$ 324,642	$ 423,927	$
62490 - OTHER PROGRAM COSTS 250,681 385,343 319,958 370,843
62560 - TELEPHONE TELEGR CHBK - 84 84 84
62647 - Cradle to Career Programming - - - 50,000
66461 - Aging Well Conference Expenses 2,512 3,000 4,600 3,000
Insurance and Other Chargebacks 409,821	$ 413,421	$ 409,821	$ 434,410	$
66030 - TRANSFER TO INSURANCE - RISK 409,821 409,821 409,821 434,410
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 3,600 - -
Capital Outlay 49,838	$ 20,000	$ 52,000	$ 50,000	$
62251 - CROWN CENTER SYSTEMS REPAIR 46,019 20,000 52,000 20,000
65510 - BUILDINGS 40 - - -
65515 - OTHER IMPROVEMENTS - - - 30,000
65625 - FURNITURE & FIXTURES 3,779 - - -
Community Sponsored Organizations 1,470	$ -	$ 752	$ -	$
63095 - HANDYMAN PROGRAM 1,470 - 752 -
Interfund Transfers 281,395	$ 284,639	$ 284,640	$ 291,116	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 107,312 107,312 107,312 107,312
62309 - RENTAL OF AUTO REPLACEMENT 66,003 66,003 66,003 66,003
66025 - TRANSFER TO DEBT SERVICE - ERI 108,080 111,324 111,325 117,801
Grand Total $ 12,479,438 $ 11,955,812 $ 12,854,847 $ 12,297,509
109

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2019 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
The Public Works Agency consists of three individual Bureaus: Water Production, Capital Planning &
Engineering and Public Services. Each of these Bureaus has multiple functions. Employees in the
Agency are funded by the General Fund, Solid Waste Fund, Parking Fund, Sewer Fund, Water Fund,
Capital Improvement Fund and the Special Assessment Fund.
The Water Production Bureau oversees the operation and maintenance of the water treatment plant, the
Evanston distribution system and the Evanston sewer system. Potable water is provided to the retail
customers in Evanston, as well as to three wholesale water customers: the Village of Skokie, the
Northwest Water Commission (Arlington Heights, Buffalo Grove, Palatine, Wheeling, and Des Plaines),
and the Morton Grove Niles Water Commission. A new water supply agreement has been executed
with the Village of Lincolnwood. Water delivery to Lincolnwood is anticipated in the 4th quarter of
2019. The Distribution Division performs maintenance on the water distribution system including water
mains, water services, fire hydrants, and valves. The Sewer Division performs maintenance on the City’s
sewer system including the cleaning and repair of sewer pipes, manholes and drainage structures.
The Capital Planning & Engineering Bureau is responsible for implementing the citywide capital
improvement program. This includes the planning, design and construction of projects to rehabilitate or
otherwise improve physical city assets, including (but not limited to) streets, water main, sewer, bridges,
sidewalks, facilities, parks, and the water treatment plant.
The Public Services Bureau consists of five Divisions. The Greenways Division maintains the
landscapes at all City owned facilities, parks and athletic fields. The Forestry Division maintains the
City’s urban forest including the trimming of trees, inoculating elm trees, removal of diseased / dying
trees and planting of new trees. The Recycling and Environmental Service Division collects and
disposes of recycling materials and bulk materials (special pickups), performs maintenance in smaller
business districts and performs street sweeping throughout the City. The Traffic Division performs
maintenance on all City traffic signs, traffic signals, street lights and parking lot lights. The Street
Division is responsible for the patching of the paved streets and alleys, grading of unimproved alleys, leaf
collection and leads the snow removal effort.
Financial Summary
Revenues
FY 2017 Actual
Amount
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 	871,929 	1,000,100 	856,890 	626,200
4520 TRAF. SIG.& ST LIGHT MAINT 	- 	- 	14,000 	14,000
Grand Total 	$ 	871,929 $ 	1,000,100 $ 	870,890 $ 	640,200
110

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2019 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Expenses
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018
Estimated
Amount
FY 2019 Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 	2,704,525 	3,585,536 	3,594,198 	3,567,162
4300 ENVIRONMENTAL SERVICES 	210,562 	233,967 	160,276 	157,543
4310 RECYCLING AND ENVIRONMENTAL MAIN 	1,453,629 	1,113,648 	1,267,334 	692,777
4320 FORESTRY 	2,652,748 	2,273,218 	2,136,646 	2,174,747
4330 GREENWAYS 	1,839,818 	2,013,455 	1,800,418 	1,865,909
4400 CAPITAL PLANNING & ENGINEERING 	145,885 	91,833 	98,408 	79,973
4410 STREETS AND RIGHT OF WAY 	548,256 	461,777 	139,471 	203,907
4420 TRANSPORTATION 	214,390 	216,013 	221,293 	216,839
4430 PARKS AND FACILITIES 	363,165 	314,658 	63,723 	62,389
4500 INFRASTRUCTURE MAINTENANCE 	219,481 	222,301 	170,617 	152,681
4510 STREET MAINTENANCE 	1,964,281 	1,830,599 	1,715,298 	1,625,188
4520 TRAF. SIG.& ST LIGHT MAINT 	1,223,539 	1,288,906 	1,388,073 	1,309,234
4530 SEWER MAINTENANCE 	12,855 	- 	3,600 	-
4540 DISTRIBUTION MAINTENANCE 	(331) 	- 	- 	-
4550 MAINT-SNOW & ICE 	430,511 	961,445 	1,169,467 	1,123,950
Grand Total 	$ 	13,983,314 $ 	14,607,356 $ 	13,928,822 $ 	13,232,299
City Council Goal Performance
City Council Goal Department Initiative
Invest in City Infrastructure
and Facilities
Completed the design and installation of the MGNWC meter vault
Invest in City Infrastructure
and Facilities
Completed the concept planning of the Howard Streetscape
Improvements project. Design will be ongoing in 2019.
Invest in City Infrastructure
and Facilities
Completed the Sheridan Road / Chicago Avenue Improvement
Project.
Invest in City Infrastructure
and Facilities
Constructed the HVAC / Electrical Improvements at the Fleetwood
Jourdain Community Center.
Invest in City Infrastructure
and Facilities
Completed the MFT Street Resurfacing Project
Invest in City Infrastructure
and Facilities
Completed the Street Patching, Crack Sealing and Pavement Marking
Programs
2019 Initiatives
 Complete design and installation of the piping and meter vault for delivery of water to
Lincolnwood.
 Begin construction on the Central Street Bridge Replacement Project.
 Begin construction of the Main Street Improvements between McDaniel and Hartrey Avenues.
 Begin construction of the clearwell replacement at the water treatment plant.
 Complete the construction of the new Robert Crown Community Center, Library and Ice
Complex building.
 MFT street resurfacing program.
 Complete the citywide patching of streets and perform crack sealing maintenance
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2019 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
In-house design of CIP infrastructure projects 25 29 25
Miles of streets resurfaced – primary routes 1.7 1.4 0.4
Miles of streets resurfaced – residential streets 1.9 0.9 1.5
Total number of unimproved alleys cutout and
refreshed with new material 21 18 20
Square yards of streets asphalt patched - contractor 26739 27212 27000
Tons of salt used/season 3690 6793 6500
Mowing rotation in days 4.5 4.5 4.5
Parkway trees trimmed by City crews 3340 3500 5000
Total number of parkway elm removed due to DED 12 10 10
Percentage of parkway elms actually removed 0.46% 0.39% 0.40%
Total number of other trees removed 560 550 500
Total number of new park and parkway trees planted 685 800 700
Elm trees covered under private insurance program 317 293 300
Percentage of trees that are removed by the City and
replaced within one year (data source: Division
tracking) 20% 30% 35%
112

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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
Salary and Benefits 8,941,308	$ 8,822,888	$ 8,204,495	$ 7,837,064	$
61010 - REGULAR PAY 6,074,811 5,711,237 5,227,969 5,325,653
61050 - PERMANENT PART-TIME 20,444 31,025 20,931 -
61072 - JOB TRAINING PROGRAM 11,892 - 3,000 -
61110 - OVERTIME PAY 140,778 343,057 345,657 343,057
61114 - SNOW OT 175,233 325,000 400,000 325,000
61415 - TERMINATION PAYOUTS 76,381 - 30,577 -
61420 - ANNUAL SICK LEAVE PAYOUT 22,258 - 7,247 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 13,434 - - -
61510 - HEALTH INSURANCE 1,245,565 1,265,171 1,088,794 1,059,294
61610 - DENTAL INSURANCE 553 - 50 -
61615 - LIFE INSURANCE 1,960 4,618 3,713 3,431
61625 - AUTO ALLOWANCE 9,690 9,090 4,928 3,779
61626 - CELL PHONE ALLOWANCE 3,080 3,360 672 504
61630 - SHOE ALLOWANCE 19,845 10,773 18,196 18,122
61710 - IMRF 637,595 612,315 563,632 340,606
61725 - SOCIAL SECURITY 394,702 410,279 392,975 337,419
61730 - MEDICARE 93,085 96,963 96,154 80,199
Services and Supplies 2,317,260	$ 2,086,414	$ 2,054,842	$ 2,247,959	$
61060 - SEASONAL EMPLOYEES 88,371 85,600 85,220 85,600
62145 - ENGINEERING SERVICES 1,100 - - -
62185 - CONSULTING SERVICES 29,831 - 1,000 -
62195 - LANDSCAPE MAINTENANCE SERVICES 129,400 142,000 142,000 142,000
62199 - PARK MNTNCE & FURNITURE RPLCMN 21,641 20,000 20,000 20,000
62210 - PRINTING 16,874 6,750 6,867 6,750
62215 - PHOTOGRAPHERS/BLUEPRINTS 80 - - -
62235 - OFFICE EQUIPMENT MAINT - 2,500 2,500 2,500
62245 - OTHER EQMT MAINTENANCE - 2,200 2,200 2,200
62275 - POSTAGE CHARGEBACKS - 2,700 3,280 2,700
62295 - TRAINING & TRAVEL 13,745 21,200 21,200 20,240
62315 - POSTAGE 1,278 1,250 1,270 1,250
62340 - COMPTER LICENSE & SUPP 2,100 2,100 2,100 2,100
62360 - MEMBERSHIP DUES 3,022 6,760 6,760 6,760
62375 - RENTALS 38,123 51,810 51,810 51,810
62380 - COPY MACHINE CHARGES - 2,500 - 2,500
62381 - COPY MACHINE LEASES - - 2,500 -
62385 - TREE SERVICES 61,443 75,000 75,000 75,000
62415 - RESIDENTIAL DEBRIS/REMOVAL CONTRACTUAL COSTS 61,006 48,000 48,000 48,000
62451 - TOWING AND BOOTING CONTRACTS 7,230 55,000 55,000 55,000
62496 - DED INOCULATION 38,288 38,000 38,000 38,000
62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION 651,102 250,000 250,000 250,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 123,550 85,000 83,000 85,000
62705 - BANK SERVICE CHARGES 1,068 1,000 1,000 1,000
64005 - ELECTRICITY 13,470 13,000 13,000 13,000
64006 - LIGHTING 89,797 170,000 170,000 170,000
64007 - TRAFFIC LIGHT ELECTRICITY 105,577 75,000 75,000 75,000
64008 - FESTIVAL LIGHTING 4,266 5,000 5,000 5,000
64015 - NATURAL GAS 30,653 40,000 40,000 40,000
64505 - TELECOMMUNICATIONS 7,718 13,000 13,727 13,000
64540 - TELECOMMUNICATIONS - WIRELESS 38,755 22,000 22,000 22,000
64545 - PERSONAL COMPUTER SOFTWARE 10,745 18,500 18,500 18,500
65005 - AGRI/BOTANICAL SUPPLIES 171,060 162,000 135,112 162,000
65010 - BOOKS, PUBLICATIONS, MAPS 877 1,033 1,033 1,033
65015 - CHEMICALS/ SALT 147,242 331,095 331,095 493,600
65020 - CLOTHING 78,601 63,350 63,350 63,350
65025 - FOOD 50 1,350 1,350 1,350
65050 - BLDG MAINTENANCE MATERIAL 849 - - -
65055 - MATER. TO MAINT. IMP. 98,948 88,750 76,750 88,750
65070 - OFFICE/OTHER EQT MTN MATL 81,273 72,500 65,117 72,500
65075 - MEDICAL & LAB SUPPLIES 125 500 500 500
65085 - MINOR EQUIPMENT & TOOLS 54,398 25,550 23,235 25,550
65090 - SAFETY EQUIPMENT 23,262 10,850 15,800 10,850
65095 - OFFICE SUPPLIES 4,049 6,516 6,516 6,516
113

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Account Number - Description FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Estimated
Amount
FY 2019 Adopted
Budget
65105 - PHOTO/DRAFTING SUPPLIE - 750 750 750
65115 - TRAFFIC CONTROL SUPPLI 64,786 58,000 70,000 58,000
65125 - OTHER COMMODITIES - 1,300 1,300 1,300
65555 - PERSONAL COMPUTER EQUIPMENT 1,507 5,000 5,000 5,000
65620 - OFFICE MACH. & EQUIP. - 2,000 2,000 2,000
Insurance and Other Chargebacks 706,777	$ 1,106,777	$ 1,106,777	$ 1,163,514	$
66030 - TRANSFER TO INSURANCE - RISK 706,777 1,106,777 1,106,777 1,163,514
Capital Outlay 19,791	$ 43,500	$ 14,931	$ 43,500	$
65503 - FURNITURE / FIXTURES / EQUIPMENT 560 - 2,431 -
65515 - OTHER IMPROVEMENTS 5,648 3,000 3,000 3,000
65550 - AUTOMOTIVE EQUIPMENT - 26,000 - 26,000
65625 - FURNITURE & FIXTURES 13,583 14,500 9,500 14,500
Contingencies 2,249	$ 1,000	$ 1,000	$ 1,000	$
68205 - CONTINGENCIES 2,249 1,000 1,000 1,000
Interfund Transfers 1,995,930	$ 2,546,777	$ 2,546,777	$ 1,939,262	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 486,004 1,031,004 1,031,004 992,779
62309 - RENTAL OF AUTO REPLACEMENT 559,075 609,075 609,075 584,075
66025 - TRANSFER TO DEBT SERVICE - ERI 194,884 200,731 200,731 212,408
69520 - TRANSFER TO SOLID WASTE 755,967 705,967 705,967 150,000
Grand Total $ 13,983,314 $ 14,607,356 $ 13,928,822 $ 13,232,299
114

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PART IV
OTHER FUNDS
115

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2019 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Fund Description
The General Assistance Program is mandated by the State of Illinois, is administered by the City of
Evanston, and is supported by Evanston tax revenues. The program provides assistance (up to $935
monthly) to Evanston residents who are not eligible for other forms of state or federal financial
assistance and do not have resources to support their basic needs. The goals of the General Assistance
Program are to assist individuals and prepare them to become employment-ready through resources
available in the General Assistance program as well as through programs administered by other City
departments. Services will be delivered through a comprehensive system of care, which emphasizes
identifying the most appropriate, least restrictive setting to promote the highest level of functioning.
General Assistance staff members are committed to:
● Delivering services professionally and treating all clients with dignity and respect
● Managing business operations effectively and efficiently
● Promoting accountability, transparency, and equity in all program services
The Emergency Assistance Services Program is administered through the General Assistance Program
and is available to all City of Evanston residents who meet income and asset guidelines as established by
the General Assistance Office. The Emergency Assistance Program is operated and funded by the
General Assistance Program and is provided according to adopted and written standards set forth by the
General Assistance Program. Emergency Assistance benefits can only be issued once in a 12-month
period and must meet the definition of an emergency or life-threatening situation, such as imminent
eviction, utility disconnection, and/or food insecurities.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	933,020 	925,000 	910,000 	925,000
Other Revenue 	33,019 	27,500 	28,500 	27,500
Interest Income 	1,548 	1,000 	3,000 	1,000
Total Revenue 	967,586	$ 	953,500	$ 	941,500	$ 	953,500	$
Operating Expenses
Salary and Benefits 	324,972 	400,721 	399,015 	407,294
Services and Supplies 	579,392 	858,200 	847,186 	859,482
Miscellaneous 	5,110 	7,000 	5,000 	7,000
Total Expenses 	909,475	$ 	1,265,921	$ 	1,251,201	$ 	1,273,776	$
Net Surplus (Deficit) 	$ 	58,111 $ 	(312,421) $ 	(309,701) $ 	(320,276)
Beginning Fund Balance 	$ 	586,388 	$ 	644,499 $ 	334,798
Ending Fund Balance 	$ 	644,499 	$ 	334,798 $ 	14,522
116

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2019 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
2019 Initiatives
● Serve the needs of financially distressed residents
● Create a 50/50 program for employment opportunitie
● Prevent temporary financial difficulty
● Facilitate job readiness training
● Assist in identifying potential employment for eligible candidates
● Improve financial and health literacy
● Provide centralized case management and referral services via Apricot
Ongoing Activity Measures 2017
Actual
2018
Estimate
2019
Projections
Job readiness training participants 15 11 15
Financial literacy skills workshop participants 21 20 20
GED course participants 7 7 10
Clients securing part- or full-time employment 56 19 20
Referrals to community partner agencies 26 15 20
Clients receiving short-term case management
services
181 12 20
Client housing stabilized/homelessness averted 299 305 320
Clients receiving utility assistance 33 38 45
Clients in a tobacco cessation program 10 10 10
Substance abuse treatment 4 2 5
Mental health services 7 9 15
Clients participating in Dental Access Days 20 25 25
117

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175 GENERAL ASSISTANCE FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 324,972	$ 400,721	$ 399,015	$ 407,294	$
61010 - REGULAR PAY 240,209 311,397 300,759 315,245
61510 - HEALTH INSURANCE 42,833 44,541 45,967 46,482
61610 - DENTAL INSURANCE 21 - - -
61615 - LIFE INSURANCE 53 125 186 194
61625 - AUTO ALLOWANCE - - 1,245 934
61630 - SHOE ALLOWANCE 155 155 155 155
61710 - IMRF 23,704 24,552 28,331 20,165
61725 - SOCIAL SECURITY 14,585 16,169 18,132 19,405
61730 - MEDICARE 3,411 3,782 4,240 4,714
Services and Supplies 579,392	$ 858,200	$ 847,186	$ 859,482	$
62210 - PRINTING 1,786 - - -
62275 - POSTAGE CHARGEBACKS - 800 800 800
62295 - TRAINING & TRAVEL 306 2,000 2,000 2,000
62360 - MEMBERSHIP DUES 100 300 300 300
62705 - BANK SERVICE CHARGES 54 - 2,050 2,050
64566 - RENTAL EXPENSE- GA CLIENT 376,905 300,000 300,000 300,000
64567 - PERSONAL EXPENSE- GA CLIENT 177,988 500,000 475,000 488,000
64568 - TRANSPORTATION EXPENSE- GA CLIENT 1,600 4,000 3,000 3,000
64569 - 50/50 WORK PROGRAM- GA CLIENT - 1,500 1,500 1,500
64570 - CLIENT OTHER NEEDS- GA CLIENT 1,500 500 500 500
64573 - ALL OTHER PHYSICIANS- GA CLIENT - 500 500 500
64574 - DRUGS- GA CLIENT - 300 300 300
64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT - 500 500 500
64578 - PSYCH OUTPATIENT/MENTAL- GA CLIENT - 300 300 300
64582 - MORTGAGE/RENTAL EXPENSE-EAS CLIENT 3,006 30,000 30,000 30,000
64584 - FOOD VOUCHERS - EMERGENCY-EAS CLIENT - 500 500 500
64585 - UTILITIES - COMED-EAS CLIENT 12,215 5,000 15,000 15,000
64586 - UTILITIES - NICOR-EAS CLIENT 2,863 5,000 5,000 5,000
64587 - UTILITIES - COE WATER -EAS CLIENT - 5,000 5,000 5,000
65010 - BOOKS, PUBLICATIONS, MAPS - 1,000 1,000 1,000
65025 - FOOD 242 - 704 -
65095 - OFFICE SUPPLIES 828 1,000 3,232 3,232
Miscellaneous 5,110	$ 7,000	$ 5,000	$ 7,000	$
62490 - OTHER PROGRAM COSTS 5,110 7,000 5,000 7,000
Grand Total $ 909,475 $ 1,265,921 $ 1,251,201 $ 1,273,776
118

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2019 ADOPTED BUDGET - OTHER FUNDS
#176 – Human Services
Fund Description
The Human Services Fund was created for benefits and facilities such as education, food subsidies,
health care, and subsidized housing provided by a government to improve the life and living conditions
of the children, disabled, the elderly, and the poor in the Evanston community. The Fund is intended to
build community capacity to drive improvements in population health. The Fund protects Evanston's
most vulnerable residents by providing individuals and families with access to services that promote self-
sufficiency and address mental well-being. Crisis Intervention is currently being addressed through an
agreement with Presence Behavioral Health to offer clinical 24-hour crisis services. The Community
Action Program supports community initiatives to provide needed opportunities for at-risk families and
vulnerable populations.
2018 Accomplishments
 Served the needs of financially distressed residents
 Provided short- and long-term case management
 Improved financial and health literacy for all participants
 Provided central case management and referral services via Apricot
2019 Initiatives
 Continue to serve the needs of financially distressed residents
 Provide short- and long-term case management
 Improve financial and health literacy for all participants
 Provide central case management and referral services via Apricot
 Establish a comprehensive plan to assist victims of crime through a trauma-informed,
equitable lens
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Interfund Transfers 	859,153 	828,471 	828,471 	828,471
Interest Income 	14 	- 	150 	-
Total Revenue 	859,167	$ 	828,471	$ 	828,621	$ 	828,471	$
Operating Expenses
Salary and Benefits 	22,593 	- 	- 	-
Services and Supplies 	121 	859,153 	828,471 	736,373
Community Sponsored Organizations 	918,074 	- 	- 	81,098
Total Expense 	940,789	$ 	859,153	$ 	828,471	$ 	817,471	$
Net Surplus (Deficit) 	$ 	(81,622) $ 	(30,682) $ 	150 $ 	11,000
Beginning Fund Balance 	$ 	70,807 	$ 	(10,815) $ 	(10,665)
Ending Fund Balance 	$ 	(10,815) 	$ 	(10,665) $ 	335
119

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176 HEALTH AND HUMAN SERVICES FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 22,593	$ -	$ -	$ -	$
61415 - TERMINATION PAYOUTS 22,593 - - -
Services and Supplies 121	$ 859,153	$ 828,471	$ 736,373	$
64540 - TELECOMMUNICATIONS - WIRELESS 121 - - -
65546 - COMMUNITY GRANTS PROGRAMS - 859,153 828,471 736,373
Community Sponsored Organizations 918,074	$ -	$ -	$ 81,098	$
62491 - COMMUNITY INTERVENTION PROGRAM COSTS 139,333 - - 81,098
62890 - INFANT WELFARE SOCIETY 65,000 - - -
62940 - LAF (LEGAL ASSIST FOUNDATION) 8,500 - - -
62970 - CONNECTION FOR HOMELESS 45,000 - - -
62980 - NORTH SHORE SENIOR CENTER 30,000 - - -
62990 - METROPOLITAN FAMILY SERV 70,000 - - -
63067 - CHILDCARE NETWORK EVANSTON 100,000 - - -
63068 - HOUSING OPTIONS 60,000 - - -
63069 - JAMES MORAN CENTER 41,000 - - -
63070 - PEER SERVICES 98,000 - - -
63071 - SHORE COMMUNITY SERVICES 37,000 - - -
63120 - MEALS AT HOME 8,000 - - -
67006 - Community Action Program 11,686 - - -
67016 - Reba Early Learning Center 7,500 - - -
67017 - Trilogy Inc. 30,000 - - -
67018 - Center for Independent Futures 7,500 - - -
67030 - FAMILY FOCUS 35,000 - - -
67045 - YOU 78,055 - - -
67090 - Child Care Center Of Evanston 28,500 - - -
67146 - NORTHWEST CASA 18,000 - - -
Grand Total $ 940,789 $ 859,153 $ 828,471 $ 817,471
120

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2019 ADOPTED BUDGET - OTHER FUNDS
#180 – Good Neighbor
Fund Description
The Good Neighbor Fund was created in 2016 as a result of Northwestern University’s commitment to
contributing $1 million to the City for the support of operations, capital projects, and special initiatives.
The programs and projects to be supported by the Good Neighbor Fund are decided annually by the
Mayor and the President of Northwestern.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Donation from Northwestern University 	1,000,000 	1,000,000 	1,000,000 	1,000,000
Investment Income 	1,884 	- 	2,000 	2,000
Total Revenue 	1,001,884	$ 	1,000,000	$ 	1,002,000	$ 	1,002,000	$
Operating Expenses
Other Program Costs 	- 	- 	- 	370,000
Transfer to General Fund 	500,000 	480,000 	480,000 	480,000
Transfer to Capital Improvements Fund 	500,000 	450,000 	450,000 	-
Transfer to Library Fund 	- 	70,000 	70,000 	150,000
Total Expenses 	1,000,000	$ 	1,000,000	$ 	1,000,000	$ 	1,000,000	$
Net Surplus (Deficit) 	$ 	- $ 	- $ 	2,000 $ 	2,000
Beginning Fund Balance 	$ 	- 	$ 	1,884 $ 	3,884
Ending Fund Balance 	$ 	1,884 	$ 	3,884 $ 	5,884
121

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180 GOOD NEIGHBOR FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Interfund Transfers 1,000,000	$ 1,000,000	$ 1,000,000	$ 630,000	$
66131 - TRANSFER TO GENERAL FUND 500,000 480,000 480,000 480,000
66142 - TRANSFER TO CIP-STREET REPAIR 500,000 450,000 450,000 -
66157 - TRANSFER TO LIBRARY FUND - 70,000 70,000 150,000
Miscellaneous -	$ -	$ -	$ 370,000	$
62490 - OTHER PROGRAM COSTS - - - 370,000
Grand Total $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
122

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2019 ADOPTED BUDGET - OTHER FUNDS
#185 – Library
Fund Description
The Library fund covers the costs of Library Staff, collection of books, music, DVDs, and related
information for free public use, digital holdings, computer and technology resources and networks. This
fund also pays for an array of library programming that serves the community inside our three facilities
and out in the community through our network of partnerships. Stewardship of the library and our
public trust also includes regular daily maintenance and upkeep for facilities that are available day and
night throughout the year (except for major holidays.). The Library is more than a building of books; it is
a place to meet, connect, learn and explore.
The Library Fund budget is passed annually by the Library Board.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	6,370,507 	6,685,000 	6,685,000 	6,810,000
Other Revenue 	70,807 	130,000 	80,000 	333,500
Charges for Services 	338 	- 	350 	-
Fines and Forfeitures 	122,862 	130,000 	120,000 	85,000
Interfund Transfers 	190,200 	265,771 	265,771 	345,771
Intergovernmental Revenue 	74,206 	152,418 	188,000 	123,000
Interest Income 	5,169 	5,400 	11,000 	10,000
Library Revenue 	362,608 	324,620 	204,000 	238,000
Total Revenue 	7,196,696	$ 	7,693,209	$ 	7,554,121	$ 	7,945,271	$
Operating Expenses
Salary and Benefits 	4,739,145 	5,074,260 	4,949,137 	5,161,176
Services and Supplies 	1,712,359 	2,024,688 	2,032,848 	2,230,488
Miscellaneous 	22 	- 	- 	-
Capital Outlay 	9,904 	10,400 	10,900 	12,500
Interfund Transfers 	343,618 	366,949 	366,949 	367,781
Total Expenses 	6,805,048	$ 	7,476,297	$ 	7,359,834	$ 	7,771,945	$
Net Surplus (Deficit) 	$ 	391,648 $ 	216,912 $ 	194,287 $ 	173,326
Beginning Fund Balance 	650,656	$ 	1,042,304	$ 	1,236,591	$
Ending Fund Balance 	1,042,304	$ 	1,236,591	$ 	1,409,917	$
123

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185 LIBRARY FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 4,739,145	$ 5,074,260	$ 4,949,137	$ 5,161,176	$
61010 - REGULAR PAY 2,368,803 2,533,417 2,479,900 2,694,412
61050 - PERMANENT PART-TIME 1,163,135 1,358,094 1,270,999 1,366,132
61110 - OVERTIME PAY 3,241 7,000 7,212 10,000
61415 - TERMINATION PAYOUTS 79,583 32,500 33,900 -
61420 - ANNUAL SICK LEAVE PAYOUT 6,255 - 2,935 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,488 - 1,035 -
61510 - HEALTH INSURANCE 504,605 493,468 423,040 531,560
61610 - DENTAL INSURANCE 204 - 90,582 -
61615 - LIFE INSURANCE 826 2,106 2,058 2,060
61625 - AUTO ALLOWANCE 9,600 7,200 13,200 13,200
61626 - CELL PHONE ALLOWANCE 4,294 3,400 3,470 2,550
61630 - SHOE ALLOWANCE 465 465 465 465
61710 - IMRF 328,452 343,098 335,274 237,070
61725 - SOCIAL SECURITY 216,077 237,205 231,042 245,312
61730 - MEDICARE 51,117 56,307 54,025 58,415
Services and Supplies 1,712,359	$ 2,024,688	$ 2,032,848	$ 2,230,488	$
61060 - SEASONAL EMPLOYEES 48,015 41,000 49,000 45,000
62185 - CONSULTING SERVICES 65,920 211,700 201,700 176,700
62205 - ADVERTISING 3,053 8,000 8,000 8,000
62210 - PRINTING 2,540 8,000 8,000 8,000
62225 - BLDG MAINTENANCE SERVICES 179,343 212,700 212,700 212,700
62235 - OFFICE EQUIPMENT MAINT 7,062 12,000 12,000 12,000
62240 - AUTOMOTIVE EQMP MAINT 204 - - -
62245 - OTHER EQMT MAINTENANCE 152 1,300 1,300 1,300
62275 - POSTAGE CHARGEBACKS - 2,600 2,600 2,600
62290 - TUITION - 5,000 5,000 10,000
62295 - TRAINING & TRAVEL 28,455 42,000 42,000 42,000
62315 - POSTAGE 3,374 4,500 5,000 4,500
62340 - COMPTER LICENSE & SUPP 93,100 44,000 49,000 212,600
62341 - INTERNET SOLUTION PROVIDERS 303,076 368,600 372,909 200,000
62360 - MEMBERSHIP DUES 3,230 2,100 2,100 2,100
62375 - RENTALS 52,706 46,238 46,238 46,238
62380 - COPY MACHINE CHARGES 3,433 12,900 12,900 12,900
62506 - WORK- STUDY 10,524 8,700 8,700 8,700
62705 - BANK SERVICE CHARGES 4,855 5,700 5,700 5,700
64015 - NATURAL GAS 23,887 29,900 29,900 29,900
64505 - TELECOMMUNICATIONS 3,197 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 5,286 2,000 2,000 2,000
65005 - AGRI/BOTANICAL SUPPLIES 353 - - -
65020 - CLOTHING (19) - - -
65040 - JANITORIAL SUPPLIES 11,185 12,000 12,000 12,000
65050 - BLDG MAINTENANCE MATERIAL 24,606 30,000 30,000 30,000
65095 - OFFICE SUPPLIES 74,960 98,100 98,100 90,000
65100 - LIBRARY SUPPLIES 90,502 103,850 113,850 193,850
65125 - OTHER COMMODITIES - - - 50,000
65555 - PERSONAL COMPUTER EQUIPMENT 22,112 49,100 49,100 49,000
65630 - LIBRARY BOOKS 513,302 518,200 508,200 598,200
65635 - PERIODICALS 19,263 17,700 18,051 22,700
65640 - AUDIO RECORDINGS 74 - - -
65641 - AUDIO VISUAL COLLECTIONS 114,610 126,800 126,800 141,800
Miscellaneous 22	$ -	$ -	$ -	$
62770 - MISCELLANEOUS 22 - - -
Capital Outlay 9,904	$ 10,400	$ 10,900	$ 12,500	$
65503 - FURNITURE / FIXTURES / EQUIPMENT 9,904 5,400 5,900 5,500
65550 - AUTOMOTIVE EQUIPMENT - 5,000 5,000 7,000
Interfund Transfers 343,618	$ 366,949	$ 366,949	$ 367,781	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 5,440 5,440 5,440 5,440
62309 - RENTAL OF AUTO REPLACEMENT 4,885 4,885 4,885 4,885
66019 - COMPONENT UNIT DISBURSEMENT 333,293 - - -
66025 - TRANSFER TO DEBT SERVICE - ERI - 86,624 86,624 87,456
66131 - TRANSFER TO GENERAL FUND - 270,000 270,000 270,000
Grand Total 4,435,476 4,939,167 4,885,266 5,191,357
124

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2019 ADOPTED BUDGET - OTHER FUNDS
#186 – Library Debt Service
Fund Description
The Library Debt Fund was created to repay the outstanding debt obligation associated with the
financing of the Evanston Public Library Main Branch. This fund accounts for the debt service costs
associated with Library debt issuance to fund capital projects at the Main library and the branch
locations. Revenues for this fund come from the Library’s tax levy, and expenses are paid to the City as a
part of the annual payment of all outstanding bonds.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	338,897 	345,790 	333,896 	353,437
Other Revenue 	778,745 	- 	- 	-
Interest Income 	7
Total Revenue 	1,117,649	$ 	345,790	$ 	333,896	$ 	353,437	$
Operating Expenses
Services and Supplies 	8,587 	- 	- 	-
Debt Service 	1,134,570 	333,404 	333,404 	353,437
Interfund Transfers 	112 	- 	- 	-
Total Expenses 	1,143,269	$ 	333,404	$ 	333,404	$ 	353,437	$
Net Surplus (Deficit) 	(25,619)	$ 	12,386	$ 	492	$ 	-	$
Beginning Fund Balance 	29,708	$ 	4,089	$ 	4,581	$
Ending Fund Balance 	4,089	$ 	4,581	$ 	4,581	$
125

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186 LIBRARY DEBT SERVICE FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 8,587	$ -	$ -	$ -	$
62716 - BOND ISSUANCE COSTS 8,587 - - -
Debt Service 1,134,570	$ 333,404	$ 333,404	$ 353,437	$
68305 - DEBT SERVICE- PRINCIPAL 1,064,547 231,831 231,831 182,561
68315 - DEBT SERVICE- INTEREST 70,023 101,573 101,573 170,876
Interfund Transfers 112	$ -	$ -	$ -	$
66019 - COMPONENT UNIT DISBURSEMENT 112 - - -
Grand Total 1,143,269	$ 333,404	$ 333,404	$ 353,437	$
126

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2019 ADOPTED BUDGET - OTHER FUNDS
#187 – Library Capital Fund
Fund Description
This fund accounts for all of the library’s capital outlay expenditures not financed by annual operations
or maintenance. Projects funded from Fund 187 are included in the City’s Capital Improvement Plan.
They are developed as part of a multi-year long-term program to construct, rehabilitate or otherwise
improve the library’s assets.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	1,431,106 	10,095,000 	2,157,728 	1,835,000
Total Revenue 	1,431,106	$ 	10,095,000	$ 	2,157,728	$ 	1,835,000	$
Operating Expenses
Services and Supplies 	30,790 	- 	- 	-
Capital Outlay 	1,091,917 	10,095,000 	640,000 	585,000
Interfund Transfers 	- 	- 	1,250,000 	1,250,000
Total Expenses 	1,122,708	$ 	10,095,000	$ 	1,890,000	$ 	1,835,000	$
Net Surplus (Deficit) 	308,399	$ 	-	$ 	267,728	$ 	-	$
Beginning Fund Balance 	-	$ 	308,399	$ 	576,127	$
Ending Fund Balance 	308,399	$ 	576,127	$ 	576,127	$
127

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187 LIBRARY CAPITAL IMPROVEMENT FD
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 30,790	$ -	$ -	$ -	$
62716 - BOND ISSUANCE COSTS 30,790 - - -
Capital Outlay 1,091,917	$ 10,095,000	$ 640,000	$ 585,000	$
65515 - OTHER IMPROVEMENTS 1,091,917 10,095,000 640,000 585,000
Interfund Transfers -	$ -	$ 1,250,000	$ 1,250,000	$
66020 - TRANSFERS TO OTHER FUNDS - - 1,250,000 1,250,000
Grand Total 1,122,708	$ 10,095,000	$ 1,890,000	$ 1,835,000	$
128

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2019 ADOPTED BUDGET - OTHER FUNDS
#195 – Neighborhood Stabilization Program 2
Fund Description
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 fund will be closed at the end of 2018.
Evanston's NSP2 proposal included two strategies to stabilize neighborhoods in two Census tracts, 8092
and 8102:
● The acquisition, rehabilitation, and re-occupancy of 100 units of foreclosed or abandoned
housing.
● 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 are rented or sold to households with
incomes at or below 120% of the area median income (AMI); 25% of total grant funds have been used
to benefit households with incomes at or below 50% AMI, as required by the Department of Housing
and Urban Development (HUD). Disposition of two remaining properties will be determined following
grant closeout, which is expected to be complete by December 2018. Remaining NSP2 program income
will be transferred to the City’s CDBG program and used to fund long-term compliance monitoring.
Financial Summary
2018 Initiatives
● Complete all required rental and ownership compliance work.
● Transfer two cleared lots to City ownership
● Submit required documents for grant closeout
● Close out NSP2 fund in City financial tracking systems.
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Intergovernmental Revenue 	37,641 	95,147 	51,300 	-
Total Revenue 	37,641	$ 	95,147	$ 	51,300	$ 	-	$
Operating Expenses
Salary and Benefits 	26,454 	28,067 	29,423 	-
Services and Supplies 	1,860 	5,100 	1,700 	-
Miscellaneous 	2,400 	50,000 	5,000 	-
Insurance and Other Chargebacks 	(233) 	- 	- 	-
Capital Outlay 	2,642 	7,000 	10,523 	-
Interfund Transfers 	4,518 	4,654 	4,654 	-
Total Expenses 	37,641	$ 	94,821	$ 	51,300	$ 	-	$
Net Surplus (Deficit) 	-	$ 	326	$ 	-	$ 	-	$
Beginning Fund Balance 	-	$ 	-	$ 	-	$
Ending Fund Balance 	-	$ 	-	$ 	-	$
129

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195 NEIGHBORHOOD STABILIZATION FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 26,454	$ 28,067	$ 29,423	$ -	$
61010 - REGULAR PAY 18,585 19,405 20,611 -
61110 - OVERTIME PAY - 1,000 1,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 179 - - -
61510 - HEALTH INSURANCE 4,485 4,267 4,354 -
61610 - DENTAL INSURANCE 2 - - -
61615 - LIFE INSURANCE 10 25 27 -
61710 - IMRF 1,849 1,859 1,942 -
61725 - SOCIAL SECURITY 1,089 1,224 1,207 -
61730 - MEDICARE 255 287 282 -
Services and Supplies 1,860	$ 5,100	$ 1,700	$ -	$
62205 - ADVERTISING - 1,000 - -
62275 - POSTAGE CHARGEBACKS - 500 - -
62285 - COURIER CHARGES - 150 - -
62295 - TRAINING & TRAVEL - 100 - -
62380 - COPY MACHINE CHARGES - 150 - -
62509 - SERVICE AGREEMENTS/ CONTRACTS - 3,000 1,500 -
64545 - PERSONAL COMPUTER SOFTWARE 1,860 - - -
65095 - OFFICE SUPPLIES - 200 200 -
Miscellaneous 2,400	$ 50,000	$ 5,000	$ -	$
62490 - OTHER PROGRAM COSTS 2,400 50,000 5,000 -
Insurance and Other Chargebacks (233)	$ -	$ -	$ -	$
62740 - OTHER CHARGES-CHARGEBACK (233) - - -
Capital Outlay 2,642	$ 7,000	$ 10,523	$ -	$
62484 - DISPOSITION - 2,000 - -
62489 - SITE MAINTENANCE 2,642 5,000 10,523 -
Interfund Transfers 4,518	$ 4,654	$ 4,654	$ -	$
66025 - TRANSFER TO DEBT SERVICE - ERI 4,518 4,654 4,654 -
Grand Total 37,641	$ 94,821	$ 51,300	$ -	$
130

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2019 ADOPTED BUDGET - OTHER FUNDS
#200 – Motor Fuel Tax
Fund Description
The Motor Fuel Tax Funds are authorized by the Illinois Department of Transportation and are
appropriated as part of the City's share of the gasoline tax. Funding is used for capital improvements
involving street maintenance, street resurfacing, and signal upgrade projects. The Motor Fuel Tax funds
are also used for operations and maintenance activities such as street cleaning, street sweeping, and snow
removal operations.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Intergovernmental Revenue 	1,899,884 	1,910,000 	1,900,000 	1,910,000
Interest Income 	18,158 	12,000 	30,000 	12,000
Total Revenue 	1,918,041	$ 	1,922,000	$ 	1,930,000	$ 	1,922,000	$
Operating Expenses
Capital Outlay 	- 	1,500,000 	1,500,000 	1,206,000
Interfund Transfers 	957,990 	957,990 	957,990 	982,897
Total Expenses 	957,990	$ 	2,457,990	$ 	2,457,990	$ 	2,188,897	$
Net Surplus (Deficit) 	960,051	$ 	(535,990)	$ 	(527,990)	$ 	(266,897)	$
Beginning Fund Balance 	1,413,679	$ 	2,373,730	$ 	1,845,740	$
Ending Fund Balance 	2,373,730	$ 	1,845,740	$ 	1,578,843	$
131

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200 MOTOR FUEL TAX FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Capital Outlay -	$ 1,500,000	$ 1,500,000	$ 1,206,000	$
65515 - OTHER IMPROVEMENTS - 1,500,000 1,500,000 1,206,000
Interfund Transfers 957,990	$ 957,990	$ 957,990	$ 982,897	$
66131 - TRANSFER TO GENERAL FUND 957,990 957,990 957,990 982,897
Grand Total $ 957,990 $ 2,457,990 $ 2,457,990 $ 2,188,897
132

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2019 ADOPTED BUDGET- OTHER FUNDS
#205 – Emergency Telephone System
Fund Description
In accordance with Illinois Public Act 85-978, the City of Evanston enacted Ordinance 133-O-90 by
referendum in December of 1990. The purpose of the Ordinance was to establish an Enhanced 9-1-1
system. Per the legislature, an Emergency Telephone System Board (ETSB) was established. The
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.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Taxes 	978,523 	1,050,700 	1,429,962 	1,312,800
Interest Income 	7,178 	1,000 	8,000 	7,000
Total Revenues 	985,701	$ 	1,051,700	$ 	1,437,962	$ 	1,319,800	$
Expenses
Salary and Benefits 	585,510 	615,224 	583,099 	613,825
Services and Supplies 	239,161 	282,400 	282,400 	290,400
Insurance and Other Chargebacks 	17,448 	17,448 	17,448 	18,230
Capital Outlay 	51,670 	55,000 	55,000 	25,000
Interfund Transfers 	72,977 	73,366 	73,366 	74,034
Total Expenses 	966,766	$ 	1,043,438	$ 	1,011,313	$ 	1,021,489	$
Net Surplus (Deficit) 	18,935	$ 	8,262	$ 	426,649	$ 	298,311	$
Beginning Fund Balance 	163,061	$ 	181,996	$ 	608,645	$
Ending Fund Balance 	181,996	$ 	608,645	$ 	906,956	$
133

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205 EMERGENCY TELEPHONE (E911) FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 585,510	$ 615,224	$ 583,099	$ 613,825	$
61010 - REGULAR PAY 420,719 452,587 423,892 462,694
61070 - JOB TRAINING AND INTERNSHIPS 2,000 - - -
61110 - OVERTIME PAY 7,156 2,000 4,500 2,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 1,702 - - -
61510 - HEALTH INSURANCE 78,222 79,677 80,701 80,751
61610 - DENTAL INSURANCE 39 - - -
61615 - LIFE INSURANCE 240 573 576 612
61635 - UNIFORM ALLOWANCE 1,700 1,700 1,700 1,700
61710 - IMRF 42,061 43,351 40,591 29,596
61725 - SOCIAL SECURITY 25,669 28,638 25,237 29,559
61730 - MEDICARE 6,003 6,698 5,902 6,913
Services and Supplies 239,161	$ 282,400	$ 282,400	$ 290,400	$
62225 - BLDG MAINTENANCE SERVICES - 3,500 3,500 3,500
62295 - TRAINING & TRAVEL 5,653 7,500 7,500 7,500
62360 - MEMBERSHIP DUES 673 900 900 900
62509 - SERVICE AGREEMENTS/ CONTRACTS 188,886 220,000 220,000 225,000
64505 - TELECOMMUNICATIONS 3,767 15,000 15,000 3,000
64540 - TELECOMMUNICATIONS - WIRELESS 29,229 15,000 15,000 30,000
65020 - CLOTHING - 1,200 1,200 1,200
65035 - PETROLEUM PRODUCTS 532 800 800 800
65085 - MINOR EQUIPMENT & TOOLS 8,465 15,000 15,000 15,000
65095 - OFFICE SUPPLIES 734 1,500 1,500 1,500
65620 - OFFICE MACH. & EQUIP. 1,223 2,000 2,000 2,000
Insurance and Other Chargebacks 17,448	$ 17,448	$ 17,448	$ 18,230	$
66130 - TRANSFER TO INSURANCE 17,448 17,448 17,448 18,230
Capital Outlay 51,670	$ 55,000	$ 55,000	$ 25,000	$
65625 - FURNITURE & FIXTURES 51,670 55,000 55,000 25,000
Interfund Transfers 72,977	$ 73,366	$ 73,366	$ 74,034	$
66025 - TRANSFER TO DEBT SERVICE - ERI 12,977 13,366 13,366 14,034
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000
Grand Total $ 966,766 $ 1,043,438 $ 1,011,313 $ 1,021,489
134

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2019 ADOPTED BUDGET - OTHER FUNDS
#210 – Special Service Area 4
Fund Description
Special Service Area 4 (SSA4) was established to provide certain public services to supplement services
currently or customarily provided by the City to the Area, the promotion and advertisement of the Area
in order to attract businesses and consumers to the Area, and provide any other public services to the
Area which the City may deem appropriate from time to time. Special services, as they apply to SSA4,
include maintenance of public improvements (e.g. 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.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	322,477 	370,000 	360,000 	525,000
Interest Income 	5 	- 	100 	-
Total Revenue 	322,482	$ 	370,000	$ 	360,100	$ 	525,000	$
Operating Expenses
Services and Supplies 	329,000 	370,000 	370,000 	525,000
Total Expenses 	329,000	$ 	370,000	$ 	370,000	$ 	525,000	$
Net Surplus (Deficit) 	(6,518)	$ 	-	$ 	(9,900)	$ 	-	$
Beginning Fund Balance 	(192,276)	$ 	(198,794)	$ 	(208,694)	$
Ending Fund Balance 	(198,794)	$ 	(208,694)	$ 	(208,694)	$
135

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210 SPECIAL SERVICE AREA (SSA) #4 FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 329,000	$ 370,000	$ 370,000	$ 525,000	$
62517 - SPECIAL SERVICE AREA AGREEMENT 329,000 370,000 370,000 525,000
Grand Total $ 329,000 $ 370,000 $ 370,000 $ 525,000
136

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2019 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Fund Description
The City is a federal entitlement community and receives Community Development Block Grant funds
annually to address the needs of low- and moderate-income residents. Statutory program goals are to
provide decent housing, a suitable living environment, and economic opportunity primarily for residents
whose incomes do not exceed 80% of the area median income.
2019 Initiatives
● Focus CDBG funding on City capital projects in primarily low/moderate income neighborhoods
that otherwise would not be undertaken due to limited funding for capital projects.
● Develop the 2020-2024 Consolidated Plan, including either an analysis of impediments to fair
housing or an assessment of fair housing based on guidance from HUD; fair housing work may
be undertaken as part of a Cook County regional analysis or solely by the City of Evanston.
● Continue to expand the CDBG Housing Rehab program to address code and life safety
violations, and make accessibility improvements in owner-occupied and rental housing for
low/moderate income residents, in coordination with the Handyman Program, Rebuilding
Together, and other programs for greatest impact and efficiencies.
● Incorporate an equity lens in the allocation of CDBG funds to address City Council goal.
Performance Report on FY 2018 Major Program Objectives
● Completed three major public improvement projects: paving an unimproved alley, resurfacing a
residential street in low-income neighborhoods, and re-roofing the Mason Park Field House.
● Worked with the Rice Center to install security doors at their residential facility for children who
are wards of the State.
● Provided needed public services to at-risk low/moderate income residents through 15 different
programs, including after school programs, job training and placement, home-delivered meals
for seniors and people with disabilities, domestic violence programs, Summer Youth
Employment, and the Certificate of Rehab program that enables residents with criminal
backgrounds to be eligible for a wide range of jobs that are otherwise not open to them.
● Completed rehab on 18 housing units.
137

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2019 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	262 	- 	- 	-
Intergovernmental Revenue 	1,906,708 	2,330,124 	1,711,028 	2,631,080
Total Revenue 	1,906,970	$ 	2,330,124	$ 	1,711,028	$ 	2,631,080	$
Operating Expenses
Salary and Benefits 	431,440 	502,898 	470,179 	509,100
Services and Supplies 	3,797 	220,840 	183,638 	447,700
Miscellaneous 	95,606 	569,970 	27,585 	971,410
Insurance and Other Chargebacks 	392,279 	20,648 	386,687 	18,230
Capital Outlay 	645,289 	- 	568,984 	-
Community Sponsored Organizations 	318,412 	175,500 	- 	50,000
Interfund Transfers 	20,145 	949,656 	73,955 	634,640
Total Expenses 	1,906,970	$ 	2,439,512	$ 	1,711,028	$ 	2,631,080	$
Net Surplus (Deficit) 	-	$ 	(109,388)	$ 	-	$ 	-	$
Beginning Fund Balance 	64,106	$ 	64,106	$ 	64,106	$
Ending Fund Balance 	64,106	$ 	64,106	$ 	64,106	$
138

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215 CDBG FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 431,440	$ 502,898	$ 470,179	$ 509,100	$
61010 - REGULAR PAY 258,983 322,087 302,737 332,897
61050 - PERMANENT PART-TIME 45,897 45,613 45,613 47,024
61110 - OVERTIME PAY 1,335 - - -
61415 - TERMINATION PAYOUTS 781 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 718 - - -
61510 - HEALTH INSURANCE 70,185 70,528 65,948 74,483
61610 - DENTAL INSURANCE 22 - - -
61615 - LIFE INSURANCE 87 208 217 192
61626 - CELL PHONE ALLOWANCE 414 414 414 311
61630 - SHOE ALLOWANCE 178 179 178 179
61710 - IMRF 30,316 35,220 30,922 24,223
61725 - SOCIAL SECURITY 18,256 23,218 19,573 24,144
61730 - MEDICARE 4,269 5,431 4,577 5,647
Services and Supplies 3,797	$ 220,840	$ 183,638	$ 447,700	$
62205 - ADVERTISING 760 750 1,000 1,000
62210 - PRINTING - 250 - -
62275 - POSTAGE CHARGEBACKS - 350 350 350
62280 - OVERNIGHT MAIL CHARGES 46 - - -
62285 - COURIER CHARGES 23 150 200 150
62295 - TRAINING & TRAVEL 156 1,500 1,500 1,500
62360 - MEMBERSHIP DUES 940 - 940 -
62380 - COPY MACHINE CHARGES - 800 800 800
62665 - CONTRIB TO OTHER AGENCIES - 216,640 176,448 441,500
64545 - PERSONAL COMPUTER SOFTWARE 1,860 - 2,000 2,000
65095 - OFFICE SUPPLIES 12 400 400 400
Miscellaneous 95,606	$ 569,970	$ 27,585	$ 971,410	$
62490 - OTHER PROGRAM COSTS 21,531 569,970 27,585 971,410
63045 - SUMMER YOUTH EMPLOYMENT 52,000 - - -
63050 - Children's Home + Aid 7,000 - - -
63072 - EVANSTON SCHOLARS 5,200 - - -
63073 - CJE SENIOR LIFE 9,875 - - -
Insurance and Other Chargebacks 392,279	$ 20,648	$ 386,687	$ 18,230	$
62740 - OTHER CHARGES-CHARGEBACK 374,831 - 369,239 -
66130 - TRANSFER TO INSURANCE 17,448 20,648 17,448 18,230
Capital Outlay 645,289	$ -	$ 568,984	$ -	$
62795 - STREETLIGHT UPGRADE 45,376 - - -
62840 - ALLEY PAVING PROGRAM 223,245 - 249,361 -
62845 - SPECIAL ASSESSMENTS-ALLEY 860 - 14,558 -
62910 - CHILDCARE CENTER - - 59,250 -
62915 - OVER THE RAINBOW 50,000 - - -
63025 - MASON PARK - - 110,000 -
63106 - RIDGEVILLE REBA PARK PROJECT 76,127 - - -
65682 - STREETS 249,682 - 135,815 -
Community Sponsored Organizations 318,412	$ 175,500	$ -	$ 50,000	$
62935 - JAMES MORAN CENTER 21,800 - - -
62940 - LAF (LEGAL ASSIST FOUNDATION) 7,000 - - -
62945 - YOUTH JOB CENTER OF EVANSTON 21,800 - - -
62954 - IMPACT BEHAVIORAL HLT PTNRS (COMMUNITY UNITY 1) 15,300 - - -
62955 - YWCA SHELTER PROGRAM 24,800 - - -
62960 - INTERFAITH ACTION COUNCIL 12,500 - - -
62970 - CONNECTION FOR HOMELESS 15,100 - - -
62980 - NORTH SHORE SENIOR CENTER 10,500 - - -
62985 - OPEN COMMUNITIES 7,500 - - -
63064 - SUNSHINE ENTERPRISES 65,000 175,500 - -
63065 - DIRECT FINANCIAL ASSISTANCE TO BUSINESSES 50,000 - - 50,000
63120 - MEALS AT HOME 14,700 - - -
63125 - OPEN STUDIO PROJECT 4,000 - - -
67030 - FAMILY FOCUS 15,000 - - -
67045 - YOU 33,412 - - -
Interfund Transfers 20,145	$ 949,656	$ 73,955	$ 634,640	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 9,301 824 825 825
62309 - RENTAL OF AUTO REPLACEMENT 4,250 1,339 1,340 1,340
66025 - TRANSFER TO DEBT SERVICE - ERI 6,594 6,792 6,790 7,131
66131 - TRANSFER TO GENERAL FUND - 330,701 65,000 10,344
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 610,000 - 615,000
Grand Total $ 1,906,970 $ 2,439,512 $ 1,711,028 $ 2,631,080
139

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2019 ADOPTED BUDGET - OTHER FUNDS
#220 – Community Development Block Grant Loan
Fund Description
The CDBG Loan Fund is a revolving loan fund. Its purpose is to provide 0-3% interest loans that may
be deferred or amortized to rehab income eligible one- and two-unit owner-occupied residential
properties and multi-family rental properties that are occupied by income-eligible households under
HUD regulations. It also funds deferred loans for income-eligible homeowners to demolish unsafe
garages and dangerous trees. Funds are prioritized for properties with code violations, as well as for
energy efficiency and accessibility. 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 are used to fund new eligible projects. Additionally, repayments on CDBG
loans made to businesses are deposited into this fund and may be used for CDBG economic
development activities. Revolving loan funds must be used before additional entitlement funds for
eligible activities.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	51,369 	293,000 	155,000 	250,000
Interest Income 	3,391 	- 	1,000 	-
Total Revenue 	54,760	$ 	293,000	$ 	156,000	$ 	250,000	$
Operating Expenses
Services and Supplies 	13,070 	293,000 	156,000 	250,000
Total Expenses 	13,070	$ 	293,000	$ 	156,000	$ 	250,000	$
Net Surplus (Deficit) 	41,690	$ 	-	$ 	-	$ 	-	$
Beginning Fund Balance 	210,922	$ 	252,612	$ 	252,612	$
Ending Fund Balance 	252,612	$ 	252,612	$ 	252,612	$
140

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220 CDBG LOAN FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 13,070	$ 293,000	$ 156,000	$ 250,000	$
65535 - REHAB LOANS 13,070 293,000 156,000 250,000
Grand Total $ 13,070 $ 293,000 $ 156,000 $ 250,000
141

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2019 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
Fund Description
The Economic Development Fund provided support for the implementation of the City Council
adopted Economic Development Plan and 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 was a resource for business assistance in the form of loans and grants,
particularly in areas outside of the five TIF Districts.
The Economic Development Fund was closed at the end of 2016, with all revenues and expenditures
being moved to the General Fund. The final transfer of fund balance to the General Fund was made in
2017.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	- 	- 	- 	-
Total Revenue 	-	$ 	-	$ 	-	$ 	-	$
Operating Expenses
Interfund Transfers 	2,996,226 	- 	- 	-
Total Expenses 	2,996,226	$ 	-	$ 	-	$ 	-	$
Net Surplus (Deficit) 	(2,996,226)	$ 	-	$ 	-	$ 	-	$
Beginning Fund Balance 	2,996,226	$ 	-	$ 	-	$
Ending Fund Balance 	-	$ 	-	$ 	-	$
142

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225 ECONOMIC DEVELOPMENT FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Interfund Transfers 2,996,226	$ -	$ -	$ -	$
66131 - TRANSFER TO GENERAL FUND 2,996,226 - - -
Grand Total $ 2,996,226 $ - $ - $ -
143

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2019 ADOPTED BUDGET - OTHER FUNDS
#235 – Neighborhood Improvement
Fund Description
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-
Dodge Shopping Center and the Main Street Commons area.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Interest Income 	256 	- 	1,000 	-
Total Revenue 	256	$ 	-	$ 	1,000	$ 	-	$
Operating Expenses
Services and Supplies 	- 	- 	150 	-
Miscellaneous 	- 	100,000 	- 	-
Interfund Transfers 	- 	- 	- 	100,000
Total Expenses 	-	$ 	100,000	$ 	150	$ 	100,000	$
Net Surplus (Deficit) 	256	$ 	(100,000)	$ 	850	$ 	(100,000)	$
Beginning Fund Balance 	169,915	$ 	170,171	$ 	171,021	$
Ending Fund Balance 	170,171	$ 	171,021	$ 	71,021	$
144

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235 NEIGHBORHOOD IMPROVEMENT
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies -	$ -	$ 150	$ -	$
62705 - BANK SERVICE CHARGES - - 150 -
Miscellaneous -	$ 100,000	$ -	$ -	$
62490 - OTHER PROGRAM COSTS - 100,000 - -
Interfund Transfers -	$ -	$ -	$ 100,000	$
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 100,000
Grand Total $ - $ 100,000 $ 150 $ 100,000
145

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2019 ADOPTED BUDGET - OTHER FUNDS
#240 – HOME
Fund Description
The HOME Investment Partnership Program addresses the affordable housing needs of low- and
moderate-income individuals and families by preserving existing and producing new affordable housing,
and by providing rent and utility assistance to low income households that enable them to afford market
rate housing. HOME funds are used to:
● Finance the acquisition and/or rehabilitation of existing residential units;
● Fund new construction of affordable housing;
● Fund Tenant Based Rental Assistance (TBRA).
2019 Initiatives
Ongoing Activity Measures
2017
Actual
2018
Estimated
2019
Projected
Number of housing units acquired, rehabbed or
constructed
0 2 4
Number of households helped with TBRA 20 20 20
Housing and Homeless Commission meetings 11 10 10
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	21,820 	- 	- 	-
Intergovernmental Revenue 	227,450 	588,936 	338,529 	741,269
Interest Income 	5,685 	- 	- 	-
Total Revenue 	254,955	$ 	588,936	$ 	338,529	$ 	741,269	$
Operating Expenses
Salary and Benefits 	43,994 	46,801 	35,986 	33,375
Services and Supplies 	231,806 	540,200 	300,500 	696,500
Miscellaneous 	126 	500 	500 	500
Insurance and Other Chargebacks 	(27,871) 	820 	10,820 	10,894
Total Expenses 	248,055	$ 	588,321	$ 	347,806	$ 	741,269	$
Net Surplus (Deficit) 	6,900	$ 	615	$ 	(9,277)	$ 	-	$
Beginning Fund Balance 	2,377	$ 	9,277	$ 	-	$
Ending Fund Balance 	9,277	$ 	-	$ 	-	$
146

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240 HOME FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 43,994	$ 46,801	$ 35,986	$ 33,375	$
61010 - REGULAR PAY 33,928 36,605 28,215 26,816
61110 - OVERTIME PAY 167 - - -
61510 - HEALTH INSURANCE 4,039 3,837 3,011 2,733
61610 - DENTAL INSURANCE 3 - - -
61615 - LIFE INSURANCE 3 4 3 3
61710 - IMRF 3,359 3,507 2,658 1,716
61725 - SOCIAL SECURITY 2,023 2,308 1,701 1,707
61730 - MEDICARE 473 540 398 400
Services and Supplies 231,806	$ 540,200	$ 300,500	$ 696,500	$
62360 - MEMBERSHIP DUES - 200 500 500
64545 - PERSONAL COMPUTER SOFTWARE 590 - - -
65535 - REHAB LOANS 231,216 540,000 300,000 696,000
Miscellaneous 126	$ 500	$ 500	$ 500	$
62490 - OTHER PROGRAM COSTS 126 500 500 500
Insurance and Other Chargebacks (27,871)	$ 820	$ 10,820	$ 10,894	$
62740 - OTHER CHARGES-CHARGEBACK (28,691) - 10,000 10,000
66130 - TRANSFER TO INSURANCE 820 820 820 894
Grand Total $ 248,055 $ 588,321 $ 347,806 $ 741,269
147

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2019 ADOPTED BUDGET - OTHER FUNDS
#250 – Affordable Housing
Fund Description
The Affordable Housing Fund must be used to address the housing needs of low-, moderate and
middle-income individuals and families by promoting, preserving, and producing affordable housing;
providing housing-related services; and providing support for agencies and organizations that actively
address these housing needs, including:
● Funding a tenant/landlord program.
● Funding expenses relating to acquisition of vacant and blighted properties through the Cook
County No Cash Bid program and to pursue judicial deeds on properties with City liens.
● Providing funds for the acquisition, rehabilitation, and new construction of affordable housing.
● Providing gap funding for affordable housing projects funded primarily with Low Income
Housing Tax Credits or other sources, particularly for projects with units restricted to
households with incomes that do not exceed 50% of the area median.
● Providing funding support for the Homeless Management Information System (HMIS).
● Providing funding support for transitional housing, housing education, and related services.
● Providing local match funds for Federal housing grants where appropriate.
● Funding housing programs including the Senior Handyman Program, Senior Bridge Housing,
and management of the IHO Wait List.
● Administration of the Inclusionary Housing Ordinance, development of a comprehensive
Affordable Housing Plan, and implementation of the strategies in that plan.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Taxes 	97,000 	50,000 	50,000 	80,000
Other Revenue 	333,056 	400,600 	330,600 	2,530,600
Interfund Transfers 	- 	- 	- 	-
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	5,623 	230 	6,000 	4,500
Total Revenue 	435,678	$ 	450,830	$ 	386,600	$ 	2,615,100	$
Operating Expense
Salary and Benefits 	44,432 	96,800 	81,233 	136,697
Services and Supplies 	209,772 	279,500 	299,500 	818,500
Miscellaneous 	85,660 	43,000 	32,500 	52,500
Insurance and Other Chargebacks 	11,532 	- 	- 	-
Capital Outlay 	- 	- 	- 	-
Community Sponsored Organizations 	8,927 	70,000 	15,000 	20,000
Debt Service 	- 	- 	- 	-
Total Expenses 	360,323	$ 	489,300	$ 	428,233	$ 	1,027,697	$
Net Surplus (Deficit) 	75,355	$ 	(38,470)	$ 	(41,633)	$ 	1,587,403	$
Beginning Fund Balance 	1,401,189	$ 	1,476,544	$ 	1,434,911	$
Ending Fund Balance 	1,476,544	$ 	1,434,911	$ 	3,022,314	$
148

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250 AFFORDABLE HOUSING FUND
FY 2017 Actual
Amount FY 2018 Adopted Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 44,432	$ 96,800	$ 81,233	$ 136,697	$
61010 - REGULAR PAY 34,265 86,604 61,776 104,912
61110 - OVERTIME PAY 167 - - -
61510 - HEALTH INSURANCE 4,085 3,837 7,392 15,908
61610 - DENTAL INSURANCE 3 - - -
61615 - LIFE INSURANCE 3 4 52 108
61625 - AUTO ALLOWANCE - - 1,245 934
61626 - CELL PHONE ALLOWANCE - - 300 225
61710 - IMRF 3,390 3,507 5,819 6,711
61725 - SOCIAL SECURITY 2,043 2,308 3,768 6,314
61730 - MEDICARE 478 540 881 1,585
Services and Supplies 209,772	$ 279,500	$ 299,500	$ 818,500	$
62227 - ADVOCACY SERVICES - 27,500 27,500 27,500
65497 - LANDLORD-TENANT - 41,000 24,000 50,000
65498 - EMERGENCY HOTEL VOUCHERS 1,198 17,500 2,500 10,000
65499 - SENIOR BRIDGE HOUSING - 10,000 - 10,000
65500 - HMIS - 18,500 20,500 21,000
65530 - REHAB GRANTS - - 75,000 200,000
65535 - REHAB LOANS 208,575 165,000 150,000 500,000
Miscellaneous 85,660	$ 43,000	$ 32,500	$ 52,500	$
62490 - OTHER PROGRAM COSTS 66,526 40,500 30,000 50,000
62770 - MISCELLANEOUS 19,133 2,500 2,500 2,500
Insurance and Other Chargebacks 11,532	$ -	$ -	$ -	$
62740 - OTHER CHARGES-CHARGEBACK 11,532 - - -
Community Sponsored Organizations 8,927	$ 70,000	$ 15,000	$ 20,000	$
63095 - HANDYMAN PROGRAM 8,927 - 15,000 20,000
68325 - BLIGHT REDUCTION EXPENSE - 70,000 - -
Grand Total $ 360,323 $ 489,300 $ 428,233 $ 1,027,697
149

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2019 ADOPTED BUDGET - OTHER FUNDS
#300 – Washington National TIF
Fund Description
The City Council adopted the Washington National Tax Increment Financing District (TIF) on
September 15, 1994. This TIF expired in 2017, with last collection of incremental property taxes in
2018. 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 TIF closed on 12/31/2018.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	5,249,949 	5,750,000 	5,750,000 	-
Interest Income 	45,924 	20,000 	20,000 	-
Total Revenue 	5,295,873	$ 	5,770,000	$ 	5,770,000	$ 	-	$
Operating Expenses
Services and Supplies 	2,007 	2,000,000 	500,000 	-
Miscellaneous 	98,672 	100,000 	100,000 	-
Interfund Transfers 	5,557,325 	7,107,040 	10,432,544 	-
Total Expenses 	5,658,005	$ 	9,207,040	$ 	11,032,544	$ 	-	$
Net Surplus (Deficit) 	(362,132)	$ 	(3,437,040)	$ 	(5,262,544)	$ 	-	$
Beginning Fund Balance 	5,624,676	$ 	5,262,544	$ 	-	$
Ending Fund Balance 	5,262,544	$ 	-	$ 	-	$
150

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300 WASHINGTON NATIONAL TIF FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 2,007	$ 2,000,000	$ 500,000	$ -	$
62185 - CONSULTING SERVICES 2,007 - - -
62665 - CONTRIB TO OTHER AGENCIES - 2,000,000 500,000 -
Miscellaneous 98,672	$ 100,000	$ 100,000	$ -	$
62605 - OTHER CHARGES 98,672 100,000 100,000 -
Interfund Transfers 5,557,325	$ 7,107,040	$ 10,432,544	$ -	$
66020 - TRANSFERS TO OTHER FUNDS 4,120,636 4,167,040 3,227,704 -
66131 - TRANSFER TO GENERAL FUND 500,000 550,000 1,628,138 -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 936,689 2,390,000 5,576,702 -
Grand Total $ 5,658,005 $ 9,207,040 $ 11,032,544 $ -
151

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2019 ADOPTED BUDGET - OTHER FUNDS
#310 – Howard-Hartrey TIF
Fund Description
The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the
Howard-Hartrey TIF – on April 27, 1992. This TIF expired in 2015, with the last collection of
incremental property taxes in 2016. The TIF District consisted 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 was $39,266,932, of which the City provided $7,390,000 in
land acquisition and public improvement costs.
This fund was responsible for the payment of principal and interest on any outstanding debt service
associated with this TIF. The debt service payment schedule was extended through FY 2015.
The TIF was expanded to include property north of the existing TIF that included property at 222
Hartrey Avenue, a property acquired for use by the car dealership, Autobarn. Approximately $2,500,000
was approved by City Council in April 2014 in support of rehabilitation at the property. Work on this
project was completed in mid-2016 and the property has been utilized for repairs and inventory for
Evanston’s only car dealership. Final distribution of remaining TIF funds was made to Cook County in
2017 and this TIF is now closed.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Interest Income 	1,320 	- 	- 	-
Total Revenue 	1,320	$ 	-	$ 	-	$ 	-	$
Operating Expenses
Miscellaneous 	599,668 	- 	- 	-
Interfund Transfers 	45,326 	- 	- 	-
Total Expenses 	644,994	$ 	-	$ 	-	$ 	-	$
Net Surplus (Deficit) 	(643,673)	$ 	-	$ 	-	$ 	-	$
Beginning Fund Balance 	643,673	$
Ending Fund Balance 	-	$
152

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310 HOWARD-HARTREY TIF FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Miscellaneous 599,668	$ -	$ -	$ -	$
69010 - SURPLUS DISTRIBUTION 599,668 - - -
Interfund Transfers 45,325	$ -	$ -	$ -	$
66025 - TRANSFER TO DEBT SERVICE - ERI 45,326 - - -
Grand Total $ 644,993 $ - $ - $ -
153

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2019 ADOPTED BUDGET - OTHER FUNDS
#320 – Debt Service
Fund Description
The budgeted property tax revenue for FY 2019 is on the cash basis and represents 2018 levy, which will
primarily be received in calendar year 2019. The FY 2019 expenditures are budgeted on cash basis and
are the actual payments required to be made during the fiscal year according to debt maturity schedules.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	10,797,411 	10,879,993 	10,711,869 	10,879,993
Other Revenue 	8,966,396 	- 	7,106,440 	-
Interfund Transfers 	2,895,561 	3,460,821 	3,651,274 	4,676,744
Intergovernmental Revenue 	- 	83,292 	83,292 	87,457
Interest Income 	36,782 	1,500 	45,937 	1,500
Total Revenue 	22,696,150	$ 	14,425,606	$ 	21,598,812	$ 	15,645,694	$
Operating Expenses
Services and Supplies 	100,625 	120,000 	43,874 	120,000
Miscellaneous 	(57) 	- 	- 	-
Debt Service 	23,099,797 	14,177,257 	21,770,745 	14,647,219
Total Expenses 	23,200,365	$ 	14,297,257	$ 	21,814,619	$ 	14,767,219	$
Net Surplus (Deficit) 	(504,215)	$ 	128,349	$ 	(215,807)	$ 	878,475	$
Beginning Fund Balance 	745,996	$ 	241,781	$ 	25,974	$
Ending Fund Balance 	241,781	$ 	25,974	$ 	904,449	$
154

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320 DEBT SERVICE FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 100,625	$ 120,000	$ 43,874	$ 120,000	$
62350 - FISCAL AGENT SERVICES 2,275 120,000 - 120,000
62716 - BOND ISSUANCE COSTS 98,350 - 43,874 -
Miscellaneous (57)	$ -	$ -	$ -	$
62605 - OTHER CHARGES (57) - - -
Debt Service 23,099,797	$ 14,177,257	$ 21,770,745	$ 14,647,219	$
68305 - DEBT SERVICE- PRINCIPAL 19,253,328 10,346,234 17,257,414 9,517,156
68315 - DEBT SERVICE- INTEREST 3,846,469 3,831,023 4,513,331 5,130,063
Grand Total $ 23,200,365 $ 14,297,257 $ 21,814,619 $ 14,767,219
155

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2019 ADOPTED BUDGET - OTHER FUNDS
#330 – Howard-Ridge TIF
Fund Description
The City Council adopted the Howard-Ridge Tax Increment Financing (TIF) District on January 26,
2004. This TIF will expire in 2027, with last year of collection in 2028. 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.
This TIF district has supported the residential development at 415 Howard Street and the revitalization
of commercial buildings at 629-631, 623, 633, and 727 Howard Street. A new theater located at 721-723
Howard Street was completed by the end of 2018 and the City will begin construction of a mixed use
housing/retail development at the northwest corner of Howard Street and Chicago Avenue.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	583,827 	605,000 	605,000 	655,000
Other Revenue 	32,000 	3,780,000 	3,653,577 	5,366
Interest Income 	22 	400 	400 	400
Total Revenue 	615,848	$ 	4,385,400	$ 	4,258,977	$ 	660,766	$
Operating Expenses
Services and Supplies 	307,391 	461,500 	474,531 	400,000
Capital Outlay 	- 	3,200,000 	3,459,946 	-
Debt Service 	995 	960,000 	- 	-
Interfund Transfers 	60,000 	60,000 	105,318 	346,225
Total Expenses 	368,386	$ 	4,681,500	$ 	4,039,795	$ 	746,225	$
Net Surplus (Deficit) 	247,462	$ 	(296,100)	$ 	219,182	$ 	(85,459)	$
Beginning Fund Balance 	(84)	$ 	247,378	$ 	466,560	$
Ending Fund Balance 	247,378	$ 	466,560	$ 	381,101	$
156

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330 HOWARD-RIDGE TIF FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 307,391	$ 461,500	$ 474,531	$ 400,000	$
62185 - CONSULTING SERVICES 1,788 - 1,031 -
62205 - ADVERTISING 27 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 37,971 23,000 35,000 25,000
62705 - BANK SERVICE CHARGES 1,373 - - -
62706 - REVENUE SHARING AGREEMENTS 262,846 433,500 433,500 370,000
64015 - NATURAL GAS 3,387 5,000 5,000 5,000
Capital Outlay -	$ 3,200,000	$ 3,459,946	$ -	$
62483 - DEVELOPER FEES - 1,700,000 1,959,946 -
65509 - PROPERTY REHAB WORK - 1,500,000 1,500,000 -
Debt Service 995	$ 960,000	$ -	$ -	$
68305 - DEBT SERVICE- PRINCIPAL - 900,000 - -
68315 - DEBT SERVICE- INTEREST 995 60,000 - -
Interfund Transfers 60,000	$ 60,000	$ 105,318	$ 346,225	$
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000
69320 - TRANSFERS TO DEBT SERVICE FUND - - 45,318 286,225
Grand Total $ 368,386 $ 4,681,500 $ 4,039,795 $ 746,225
157

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2019 ADOPTED BUDGET - OTHER FUNDS
#335 – West Evanston TIF
Fund Description
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 Avenues, 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.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	43,503 	- 	220,150 	220,000
Other Revenue 	12,339 	- 	10,000 	11,000
Interest Income 	3,898 	150 	5,000 	4,000
Total Revenue 	59,741	$ 	150	$ 	235,150	$ 	235,000	$
Operating Expenses
Services and Supplies 	2,007 	- 	1,031 	-
Debt Service 	12,227 	10,000 	17,000 	613,000
Interfund Transfers 	30,000 	30,000 	30,000 	30,000
Total Expenses 	44,235	$ 	40,000	$ 	48,031	$ 	643,000	$
Net Surplus (Deficit) 	15,506	$ 	(39,850)	$ 	187,119	$ 	(408,000)	$
Beginning Fund Balance 	417,260	$ 	432,766	$ 	619,885	$
Ending Fund Balance 	432,766	$ 	619,885	$ 	211,885	$
158

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335 WEST EVANSTON TIF FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 2,007	$ -	$ 1,031	$ -	$
62185 - CONSULTING SERVICES 2,007 - 1,031 -
Debt Service 12,227	$ 10,000	$ 17,000	$ 613,000	$
68305 - DEBT SERVICE- PRINCIPAL - - - 600,000
68315 - DEBT SERVICE- INTEREST 12,227 10,000 17,000 13,000
Interfund Transfers 30,000	$ 30,000	$ 30,000	$ 30,000	$
66131 - TRANSFER TO GENERAL FUND 30,000 30,000 30,000 30,000
Grand Total $ 44,235 $ 40,000 $ 48,031 $ 643,000
159

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2019 ADOPTED BUDGET - OTHER FUNDS
#340 – Dempster-Dodge TIF
Fund Description
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 development - The
Evanston Plaza Shopping Center - located at the southwest corner of the intersection of Dempster
Street and Dodge Avenue.
The City Council approved a $2 million forgivable loan for site improvements in 2013.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	48,001 	275,000 	275,000 	275,000
Other Revenue 	2,067,512 	- 	- 	-
Interest Income 	1 	15
Total Revenue 	2,115,514	$ 	275,000	$ 	275,015	$ 	275,000	$
Operating Expenses
Services and Supplies 	38,588 	- 	1,031 	-
Debt Services 	2,053,521 	72,666 	- 	-
Interfund Transfers 	- 	- 	74,104 	70,870
Total Expenses 	2,092,108	$ 	72,666	$ 	75,135	$ 	70,870	$
Net Surplus (Deficit) 	23,406	$ 	-	$ 	199,880	$ 	204,130	$
Beginning Fund Balance 	17,397	$ 	(6,009)	$ 	193,871	$
Ending Fund Balance 	(6,009)	$ 	193,871	$ 	398,001	$
160

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340 DEMPSTER-DODGE TIF FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 38,588	$ -	$ 1,031	$ -	$
62185 - CONSULTING SERVICES - - 1,031 -
62716 - BOND ISSUANCE COSTS 38,588 - - -
Debt Service 2,053,521	$ 72,666	$ -	$ -	$
67210 - LOAN PAYMENT 2,000,000 - - -
68315 - DEBT SERVICE- INTEREST 53,521 72,666 - -
Interfund Transfers -	$ -	$ 74,104	$ 70,870	$
66131 - TRANSFER TO GENERAL FUND - - - 5,000
69320 - TRANSFERS TO DEBT SERVICE FUND - - 74,104 65,870
Grand Total $ 2,092,108 $ 72,666 $ 75,135 $ 70,870
161

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2019 ADOPTED BUDGET- OTHER FUNDS
#345 – Chicago-Main TIF
Fund Description
The City Council adopted the Chicago-Main Tax Increment Financing (TIF) district #8 in January 2013.
The goal of this TIF district is to support the continued development of the thriving business district
located near the intersection of Chicago Avenue and Main Street. In October 2013, the Chicago Main
TIF Advisory Committee held its inaugural meeting. This committee reviews all expenditures from the
TIF and provides recommendations to the City Council prior to review of any expenditure from the
TIF. In 2015, this TIF provided $2.9 million in financial assistance to Riverside Development for
construction of approximately 10,000 square feet of office space in the mixed use building at the
southeast corner of Chicago Avenue and Main Street. The space has since been leased to
Multilingual Connections and Fusion Academy.
Engineering work in this TIF area began in 2018, funded through the Capital Improvements Fund,
with debt services expenses beginning in 2019. Water main and streetscape construction work is
expected to begin in 2020.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	75,430 	425,000 	210,735 	225,000
Other Revenue 	3,520,189 	- 	- 	-
Total Revenue 	3,520,189	$ 	425,000	$ 	210,735	$ 	225,000	$
Operating Expenses
Services and Supplies 	58,113 	- 	- 	-
Capital Outlay 	580,000 	- 	- 	-
Debt Service 	3,031,398 	108,999 	- 	-
Interfund Transfers 	- 	- 	107,561 	100,610
Total Expenses 	3,669,511	$ 	108,999	$ 	107,561	$ 	100,610	$
Net Surplus (Deficit) 	(149,323)	$ 	316,001	$ 	103,174	$ 	124,390	$
Beginning Fund Balance 	210,516	$ 	61,193	$ 	164,367	$
Ending Fund Balance 	61,193	$ 	164,367	$ 	288,757	$
162

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345 CHICAGO-MAIN TIF
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 58,113	$ -	$ -	$ -	$
62185 - CONSULTING SERVICES 2,012 - - -
62716 - BOND ISSUANCE COSTS 56,102 - - -
Capital Outlay 580,000	$ -	$ -	$ -	$
62483 - DEVELOPER FEES 580,000 - - -
Debt Service 3,031,398	$ 108,999	$ -	$ -	$
67210 - LOAN PAYMENT 3,000,000 - - -
68315 - DEBT SERVICE- INTEREST 31,398 108,999 - -
Interfund Transfers -	$ -	$ 107,561	$ 100,610	$
66131 - TRANSFER TO GENERAL FUND - - - 5,000
69320 - TRANSFERS TO DEBT SERVICE FUND - - 107,561 95,610
Grand Total $ 3,669,511 $ 108,999 $ 107,561 $ 100,610
163

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2019 ADOPTED BUDGET - OTHER FUNDS
#350 – Special Service Area #6
Fund Description
The City Council adopted Special Service Area #6 (SSA #6) on July 13, 2015. Special Service Area #6 is
comprised of the commercial areas of Dempster Street, Chicago Avenue, and Main Street between
Hinman and Maple. SSA #6 is intended to provide marketing as well as aesthetic and streetscape
improvements such as signage, lighting, landscaping, public art, and holiday decorations to the area. SSA
#6 will remain in place for 12 years, for which the tax cap will be set at 0.45% of the equalized assessed
value. SSA6 is managed by The Main Dempster Mile organization, an Illinois not-for-profit
corporation.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	215,245 	221,000 	221,000 	221,000
Interest Income 	21 	500 	50 	500
Total Revenue 	215,266	$ 	221,500	$ 	221,050	$ 	221,500	$
Operating Expenses
Services and Supplies 	213,354 	221,500 	221,500 	221,500
Interfund Transfers 	78,000 	- 	- 	-
Total Expenses 	291,354	$ 	221,500	$ 	221,500	$ 	221,500	$
Net Surplus (Deficit) 	(76,088)	$ 	-	$ 	(450)	$ 	-	$
Beginning Fund Balance 	78,295	$ 	2,207	$ 	2,207	$ 	1,757	$
Ending Fund Balance 	2,207	$ 	1,757	$ 	1,757	$
164

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350 SPECIAL SERVICE AREA (SSA) #6 FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 213,354	$ 221,500	$ 221,500	$ 221,500	$
62272 - OTHER PROFESSIONAL SERVICES 213,354 221,500 221,500 221,500
Interfund Transfers 78,000	$ -	$ -	$ -	$
66131 - TRANSFER TO GENERAL FUND 78,000 - - -
Grand Total $ 291,354 $ 221,500 $ 221,500 $ 221,500
165

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2019 ADOPTED BUDGET - OTHER FUNDS
#415 – Capital Improvements
Fund Description
This fund accounts for all capital outlay expenditures not financed by annual operations or maintenance
budgets included in other funds as outlined in the detailed Capital Improvement Plan. Projects financed
in the Capital Improvements Fund are developed as part of a multi-year long-term program to construct,
rehabilitate or otherwise improve physical city assets, including (but not limited to) streets, water main,
sewer, bridges, sidewalks, facilities, parks, and the water treatment plant. More information on projects
can be found in the detailed Capital Improvement Plan in Part VI of the budget document.
Fund Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	11,246,149 	12,002,000 	9,755,000 	9,000,000
Licenses, Permits and Fees 	359,706 	- 	- 	-
Charges for Services 	33,339 	- 	- 	-
Interfund Transfers 	787,177 	6,450,000 	6,450,000 	715,000
Intergovernmental Revenue 	530,812 	4,190,000 	80,000 	3,970,000
Interest Income 	56,607 	- 	60,000 	-
Total Revenue 	13,013,790	$ 	22,642,000	$ 	16,345,000	$ 	13,685,000	$
Operating Expenses
Salary and Benefits 	5,392 	85,527 	648,862 	648,393
Services and Supplies 	1,627,607 	- 	- 	-
Capital Outlay 	13,582,482 	29,712,000 	19,858,617 	13,612,156
Interfund Transfers 	500,000 	500,000 	500,000 	-
Total Expenses 	15,715,481	$ 	30,297,527	$ 	21,007,479	$ 	14,260,549	$
Net Surplus (Deficit) 	(2,701,691)	$ 	(7,655,527)	$ 	(4,662,479)	$ 	(575,549)	$
Beginning Fund Balance 	11,460,164	$ 	8,758,473	$ 	4,095,994	$
Ending Fund Balance 	8,758,473	$ 	4,095,994	$ 	3,520,445	$
166

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415 CAPITAL IMPROVEMENTS FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 5,392	$ 85,527	$ 648,862	$ 648,393	$
61010 - REGULAR PAY 4,036 85,527 485,785 497,222
61510 - HEALTH INSURANCE 677 - 73,859 75,878
61615 - LIFE INSURANCE - - 633 641
61625 - AUTO ALLOWANCE - - 3,850 2,925
61626 - CELL PHONE ALLOWANCE - - 1,652 1,260
61630 - SHOE ALLOWANCE - - 460 -
61710 - IMRF 380 - 46,057 31,804
61725 - SOCIAL SECURITY 242 - 29,635 31,180
61730 - MEDICARE 57 - 6,931 7,483
Services and Supplies 1,672,608	$ -	$ -	$ -	$
62145 - ENGINEERING SERVICES 1,370,698 - - -
62205 - ADVERTISING 29,892 - - -
62716 - BOND ISSUANCE COSTS 262,953 - - -
65085 - MINOR EQUIPMENT & TOOLS 9,064 - - -
Capital Outlay 13,582,482	$ 29,712,000	$ 19,858,617	$ 13,612,156	$
65515 - OTHER IMPROVEMENTS 13,582,482 29,712,000 19,858,617 12,567,343
65516 - CAPITAL OUTLAY - - - 1,044,813
Interfund Transfers 500,000	$ 500,000	$ 500,000	$ -	$
66131 - TRANSFER TO GENERAL FUND 500,000 500,000 500,000 -
Grand Total $ 15,760,481 $ 30,297,527 $ 21,007,479 $ 14,260,549
167

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2019 ADOPTED BUDGET - OTHER FUNDS
#416 – Crown Construction Fund
Fund Description
The Crown Construction Fund was created in 2018 for the purpose of tracking revenues and
expenditures related to the construction of the Robert Crown Community Center, Ice Complex, and
Library. It has been the practice of the City of Evanston to create discrete funds for major construction
projects.
The project will be partially funded through private fundraising led by the Friends of the Robert Crown
Center, a 501(c)(3) organization. Fundraising revenues will be given from FRCC as a donation to the
City for the construction of the new facility. The project is also financed by general obligation bond
proceeds, a portion of which were received in 2018 with the remainder budgeted in 2019. Construction
began in the summer of 2018 and will continue through 2020.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year
End Estimated
FY 2019 Adopted
Budget
Other Revenue 	900,000 11,500,000 28,500,000 	17,605,498
Interfund Transfers 	649,512 	- 	- 	-
Intergovernmental Revenue 	- 	- 	1,250,000 	1,250,000
Interest Income 	- 	- 	60,000 	50,000
Total Revenue 	1,549,512	$ 	11,500,000	$ 	29,810,000	$ 	18,905,498	$
Operating Expenses
Services and Supplies 	638,727 	1,634,000 	- 	-
Capital Outlay 	369,924 	8,000,000 20,000,000 	23,670,000
Total Expenses 	1,008,651	$ 	9,634,000	$ 	20,000,000	$ 	23,670,000	$
Net Surplus (Deficit) 	540,861	$ 	1,866,000	$ 	9,810,000	$ 	(4,764,502)	$
Beginning Fund Balance 	-	$ 	540,861	$ 	10,350,861	$
Ending Fund Balance 	540,861	$ 	10,350,861	$ 	5,586,359	$
168

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416 CROWN CONSTRUCTION FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 638,727	$ 1,634,000	$ -	$ -	$
62145 - ENGINEERING SERVICES 638,727 1,632,000 - -
62205 - ADVERTISING - 2,000 - -
Capital Outlay 369,924	$ 8,000,000	$ 20,000,000	$ 23,670,000	$
65515 - OTHER IMPROVEMENTS 369,924 8,000,000 20,000,000 23,670,000
Grand Total $ 1,008,651 $ 9,634,000 $ 20,000,000 $ 23,670,000
169

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2019 ADOPTED BUDGET - OTHER FUNDS
#420 – Special Assessment
Fund Description
The Special Assessment Fund serves as a collection center for special assessments by residential
homeowners for their share of the cost of alley paving.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	- 	250,000 	277,004 	250,000
Interest Income 	31,207 	31,200 	17,375 	38,000
Special Assessment 	237,012 	180,167 	103,100 	180,167
Total Revenue 	268,219	$ 	461,367	$ 	397,479	$ 	468,167	$
Operating Expenses
Salary and Benefits 	694 	71,790 	71,960 	-
Services and Supplies 	5,613 	- 	1,903 	-
Capital Outlay 	- 	- 	- 	650,000
Debt Service 	- 	- 	303,736 	-
Interfund Transfers 	263,427 	513,427 	476,984 	286,955
Total Expenses 	269,734	$ 	585,217	$ 	854,583	$ 	936,955	$
Net Surplus (Deficit) 	(1,516)	$ 	(123,850)	$ 	(457,104)	$ 	(468,788)	$
Beginning Fund Balance 	2,999,216	$ 	2,997,700	$ 	2,540,596	$
Ending Fund Balance 	2,997,700	$ 	2,540,596	$ 	2,071,808	$
170

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420 SPECIAL ASSESSMENT FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 694	$ 71,790	$ 71,960	$ -	$
61010 - REGULAR PAY 524 71,790 54,134 -
61510 - HEALTH INSURANCE 83 - 7,553 -
61615 - LIFE INSURANCE - - 36 -
61710 - IMRF 49 - 5,709 -
61725 - SOCIAL SECURITY 31 - 3,670 -
61730 - MEDICARE 7 - 858 -
Services and Supplies 5,613	$ -	$ 1,903	$ -	$
62716 - BOND ISSUANCE COSTS 5,613 - 1,903 -
Capital Outlay -	$ -	$ -	$ 650,000	$
65515 - OTHER IMPROVEMENTS - - - 650,000
Interfund Transfers 263,427	$ 513,427	$ 476,984	$ 286,955	$
66020 - TRANSFERS TO OTHER FUNDS 263,427 263,427 226,984 -
66026 - TRANSFER TO DEBT SERVICE - - - 194,955
66131 - TRANSFER TO GENERAL FUND - - - 92,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 250,000 250,000 -
Grand Total $ 269,734 $ 585,217 $ 854,583 $ 936,955
171

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2019 ADOPTED BUDGET - OTHER FUNDS
#505 – Parking
Fund Description
The Parking Fund is a City of Evanston Enterprise Fund that generates revenues from the fees paid for the
use of metered parking spaces by the general public, the lease of office space, fees charged for the use of
surface lots, and parking spaces at the City parking garages and lots.
Generally Accepted Accounting Principles (GAAP) require state and local governments to use the
enterprise fund type to account for “business-type activities” – activities similar to those found in the
private sector. Business-type activities include services primarily funded through user charges.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	- 	- 	- 	-
Other Taxes 	- 	- 	- 	-
Other Revenue 	253,523 	193,316 	209,000 	202,020
Licenses, Permits and Fees 	1,900 	- 	3,000 	-
Charges for Services 	6,303,624 	6,676,575 	6,904,400 	10,343,855
Fines and Forfeitures 	- 	- 	- 	-
Interfund Transfers 	4,120,636 	4,217,040 	3,037,700 	-
Intergovernmental Revenue 	- 	12,125 	- 	-
Interest Income 	62,067 	35,070 	45,000 	20,000
Total Revenue 	10,741,750	$ 	11,134,126	$ 	10,199,100	$ 	10,565,875	$
Operating Expenses
Salary and Benefits 	1,675,404 	1,849,028 	1,807,859 	1,996,976
Services and Supplies 	3,172,070 	3,451,775 	3,397,131 	3,546,775
Miscellaneous 	267,436 	304,000 	304,000 	304,000
Insurance and Other Chargebacks 	319,648 	319,648 	319,648 	333,969
Capital Outlay 	280,311 	2,450,000 	150,000 	3,510,000
Community Sponsored Organizations 	- 	- 	- 	-
Contingencies 	4,246 	11,000 	9,000 	11,000
Debt Service 	267,734 	3,070,625 	3,070,625 	34,354
Depreciation Expense 	2,561,771 	- 	- 	-
Interfund Transfers 	1,584,683 	1,440,417 	1,440,417 	3,512,807
Total Expenses 	10,133,302	$ 	12,896,493	$ 	10,498,680	$ 	13,249,881	$
Net Surplus (Deficit) 	608,448	$ 	(1,762,367)	$ 	(299,580)	$ 	(2,684,006)	$
Beginning Fund Balance 	4,102,253	$ 	4,710,701	$ 	4,411,121	$
Ending Fund Balance 	4,710,701	$ 	4,411,121	$ 	1,727,115	$
2019 Initiatives
 Continue to develop strategies to provide adequate and reasonable parking for business and
employees in partnership with Community and Economic Development in an effort to bring
business opportunities to the City. This is a continuing initiative in every fiscal year.
 Develop an RFP/Bid Document to select a firm by January of 2019 for the installation of cameras in
the three downtown parking decks. The current equipment has reached the end of its useful life cycle
and needs to be upgraded and replaced.
 Develop an RFP/Bid Document to select a firm by March of 2019 for the hardwiring of fiber optic
network cables of the three downtown parking garages.
 Work with Revenue and Collections office to implement a new residential and visitor permitting
system utilizing Passport.
172

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2019 ADOPTED BUDGET - OTHER FUNDS
#505 – Parking
 Work with the City Manager’s Office and school districts in reorganizing the administration of
school crossing guards to ensure effective, complete and efficient traffic safety of Evanston’s youth.
 Continue development and implementation of new wheel tax administration and management
utilizing Passport.
 Continue ahead with meter modernization program and replace downtown single space parking
meters with multi-space machines.
173

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505 PARKING SYSTEM FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 1,675,404	$ 1,849,028	$ 1,807,859	$ 1,996,976	$
61010 - REGULAR PAY 1,037,120 1,403,446 1,281,220 1,482,953
61050 - PERMANENT PART-TIME 432 - 3,840 -
61110 - OVERTIME PAY 26,304 26,000 30,927 26,000
61415 - TERMINATION PAYOUTS 6,372 - 3,388 -
61420 - ANNUAL SICK LEAVE PAYOUT 1,610 - 1,327 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 6,806 - - -
61447 - OPEB EXPENSES 2,986 - - -
61510 - HEALTH INSURANCE 233,183 237,950 256,707 288,566
61610 - DENTAL INSURANCE 99 - - -
61615 - LIFE INSURANCE 373 716 873 1,002
61626 - CELL PHONE ALLOWANCE 364 336 - -
61630 - SHOE ALLOWANCE 2,375 1,473 2,375 2,375
61710 - IMRF 277,691 89,203 127,875 87,895
61725 - SOCIAL SECURITY 64,583 72,861 80,501 87,677
61730 - MEDICARE 15,104 17,043 18,826 20,508
Services and Supplies 3,172,070	$ 3,451,775	$ 3,397,131	$ 3,546,775	$
61060 - SEASONAL EMPLOYEES - 5,833 5,833 5,833
62205 - ADVERTISING 75 - - -
62210 - PRINTING - 83 - 83
62225 - BLDG MAINTENANCE SERVICES - 14,000 6,000 14,000
62230 - IMPROVEMENT MAINT SERVICE 20,527 30,000 30,000 30,000
62245 - OTHER EQMT MAINTENANCE 100,478 55,740 55,740 55,740
62275 - POSTAGE CHARGEBACKS 51 2,000 2,000 2,000
62295 - TRAINING & TRAVEL 243 1,100 1,100 1,100
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 237 - - -
62350 - FISCAL AGENT SERVICES 250 500 - 500
62360 - MEMBERSHIP DUES - 1,000 1,000 1,000
62375 - RENTALS 59,027 62,000 62,000 62,000
62400 - CONTRACT SVC-PARKING GARAGE 1,635,777 1,672,588 1,647,000 1,672,588
62425 - ELEVATOR CONTRACT COSTS 80,773 105,700 100,000 105,700
62431 - ARMORED CAR SERVICES 64,419 65,000 65,000 65,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 64,707 294,100 331,100 394,100
62635 - OTHER INSURANCE - 35,000 - -
62655 - LEASE PAYMENTS 5,000 - - -
62660 - BUSINESS ATTRACTION 84,621 95,000 85,000 95,000
62705 - BANK SERVICE CHARGES 458,932 362,900 375,000 392,900
64005 - ELECTRICITY 282,377 319,000 294,000 319,000
64015 - NATURAL GAS 1,120 1,100 1,100 1,100
64505 - TELECOMMUNICATIONS 51,777 56,100 55,500 56,100
64540 - TELECOMMUNICATIONS - WIRELESS 7,258 2,700 3,427 2,700
65005 - AGRI/BOTANICAL SUPPLIES - 4,000 4,000 4,000
65020 - CLOTHING - 833 833 833
65040 - JANITORIAL SUPPLIES - 600 600 600
65045 - LICENSING/REGULATORY SUPP - 4,165 4,165 4,165
65050 - BLDG MAINTENANCE MATERIAL 11,150 27,500 17,500 27,500
65070 - OFFICE/OTHER EQT MTN MATL 242,842 230,000 246,000 230,000
65085 - MINOR EQUIPMENT & TOOLS 430 833 833 833
65090 - SAFETY EQUIPMENT - 1,500 1,500 1,500
65095 - OFFICE SUPPLIES - 900 900 900
Miscellaneous 267,436	$ 304,000	$ 304,000	$ 304,000	$
62603 - DIVVY OPERATING EXPENSES 267,436 304,000 304,000 304,000
Insurance and Other Chargebacks 319,648	$ 319,648	$ 319,648	$ 333,969	$
66130 - TRANSFER TO INSURANCE 319,648 319,648 319,648 333,969
Capital Outlay 280,311	$ 2,450,000	$ 150,000	$ 3,510,000	$
65515 - OTHER IMPROVEMENTS 280,311 2,450,000 150,000 3,510,000
Contingencies 4,246	$ 11,000	$ 9,000	$ 11,000	$
68205 - CONTINGENCIES 4,246 11,000 9,000 11,000
Debt Service 267,734	$ 3,070,625	$ 3,070,625	$ 34,354	$
68305 - DEBT SERVICE- PRINCIPAL - 2,964,363 2,964,363 33,256
68315 - DEBT SERVICE- INTEREST 267,734 106,262 106,262 1,098
Depreciation Expense 2,561,771	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 2,561,771 - - -
Interfund Transfers 1,584,683	$ 1,440,417	$ 1,440,417	$ 3,512,807	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 23,783 159,517 159,517 159,517
62309 - RENTAL OF AUTO REPLACEMENT 30,900 30,900 30,900 30,900
66131 - TRANSFER TO GENERAL FUND 1,210,000 900,000 900,000 2,972,390
66133 - TRANSFER TO GF-METER REVENUE 320,000 - - -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 350,000 350,000 350,000
Grand Total $ 10,133,302 $ 12,896,493 $ 10,498,680 $ 13,249,881
174

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2019 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Fund Description
The Water Fund includes operations and capital improvements for all divisions at the Water Treatment
Plant as well as the Distribution Division. The Evanston Water Treatment Plant supplies water to the
City of Evanston, Village of Skokie, the Northwest Water Commission (Arlington Heights, Buffalo
Grove, Palatine, Wheeling, and Des Plaines) and the Morton Grove / Niles Water Commission.
In 2018, Evanston finalized a 40-year Water Supply Agreement with the village of Lincolnwood to
provide them with wholesale water. The water delivery begins in late 2019 and will generate an estimated
$500,000 per year in additional revenue for the City of Evanston.
Administration Division
The Administration Division manages the water utility workforce, coordinates operations between
divisions, and oversees the Evanston Water Utility’s key business processes, including water billing for
our customer communities.
Pumping Division
The Pumping Division oversees the City’s three lake water intakes, pumping of raw water to the start of
the water treatment process, pumping treated water to retail and wholesale customers, and operation of
Evanston’s treated water storage facilities and remote water pumping stations. This includes monitoring
and operation of water storage facilities in Skokie’s water distribution system, as well as controlling the
rate of supply to the Northwest Water Commission. The Pumping Division also coordinates with the
Distribution Division to maintain adequate pressure in the Evanston and Skokie water distribution
systems during water main shutdowns and distribution system maintenance.
Filtration Division
The Filtration Division manages the water treatment process, including chemical addition,
sedimentation, filtration, and disinfection. The Filtration Division includes the City’s Water Quality Lab,
which monitors Evanston’s drinking water for compliance with water quality regulations and completes
regular reporting to the public and the Illinois Environmental Protection Agency to certify the quality of
Evanston’s water.
Distribution Division
The Distribution Division manages operation, maintenance, and repair of the City’s water mains, valves,
fire hydrants, and the City’s portion of water service lines. This includes repairing water main breaks and
water service leaks; and installing new valves, hydrants, and water mains to improve the operation and
efficiency of Evanston’s water distribution system. Annual maintenance programs administered also
include water main leak detection, valve exercising, and fire hydrant testing. The Distribution Division
also coordinates with the Filtration Division to perform monthly water quality sampling in buildings
throughout Evanston, and administers the City’s cross connection control program. These two programs
ensure that water remains safe to drink after leaving the water treatment plant.
Meter Division
The Meter Division coordinates water meter reading and billing for Evanston’s 14,500 retail water and
sewer customers, working with the City Collector’s Office to process water/sewer bill payments and
cross connection control fees. The Meter Division also works with the Distribution Division to manage
replacement of damaged and obsolete water meters, accuracy testing for large water meters, water service
shutoff/restoration, and billing of cross connection control fees. Meter Division staff also manage the
175

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2019 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
City’s Advance Metering Information (AMI) system, which generates automated hourly meter reads and
leak alerts for customers to help reduce water loss.
Financial Summary
FY 2019 City Council Goal Department Initiative
Stabilize Long Term City
Finances
Be a leader in the public drinking water industry by providing high
quality service to over 450,000 customers in ten communities,
including vigilantly monitoring the quality and quantity of water
provided to our customers.
Stabilize Long Term City
Finances
Commence supplying drinking water to the Village of Lincolnwood
during the fourth quarter of 2019.
Invest in City Infrastructure
and Facilities
Complete modifications to the South Standpipe Pump Station
including motor controls, electrical system and pumping station
building improvements.
Invest in City Infrastructure
and Facilities
Begin construction to replace the City’s 5M gallon finished water
Clearwell originally built in 1934.
Invest in City Infrastructure
and Facilities
Coordinate capital improvement projects with the Street Resurfacing
Program and with TIF District improvement projects to ensure cost-
effective and efficient use of capital improvement funding.
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	294,812 	27,333,656 	5,080,000 	23,194,160
Licenses, Permits and Fees 	86,063 	70,000 	50,000 	50,000
Charges for Services 	17,255,947 	18,267,000 	17,217,589 	22,615,529
Interfund Transfers 	- 	- 	- 	-
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	35,784 	25,000 	130,000 	40,000
Total Revenues 	17,672,605	$ 	45,695,656	$ 	22,477,589	$ 	45,899,689	$
Operating Expenses
Salary and Benefits 	5,958,873 	5,614,331 	5,674,411 	5,533,772
Services and Supplies 	2,528,863 	4,655,410 	4,678,716 	6,231,350
Miscellaneous 	2 	15,000 	15,000 	42,000
Insurance and Other Chargebacks 	468,492 	468,492 	468,492 	489,481
Capital Outlay 	(192,125) 	29,346,200 	5,665,200 	30,345,500
Community Sponsored Organizations 	- 	- 	- 	-
Contingencies 	- 	1,000 	1,000 	1,000
Debt Service 	717,388 	1,960,760 	2,024,167 	2,081,841
Depreciation Expense 	2,470,280 	- 	- 	-
Interfund Transfers 	6,327,314 	3,602,313 	3,602,313 	3,932,313
Total Expenses 	18,279,088	$ 	45,663,506	$ 	22,129,299	$ 	48,657,257	$
Net Surplus (Deficit) 	(606,483)	$ 	32,150	$ 	348,290	$ 	(2,757,568)	$
Beginning Fund Balance 	7,169,278	$ 	6,562,795	$ 	6,911,085	$
Ending Fund Balance 	6,562,795	$ 	6,911,085	$ 	4,153,517	$
176

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2019 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
2019 Initiatives
 Be a leader in the public drinking water industry by providing high quality service to over
450,000 customers in ten communities, including vigilantly monitoring the quality and quantity
of water provided to our customers.
 Assure the quality and reliability of the potable water supply by beginning a major water
treatment plant improvement with the replacement of the City’s 5M gallon finished water
Clearwell built in 1934 to address structural deterioration.
 Begin Year 3 implementation of the Computerized Maintenance Management System (CMMS)
including Roads, curbs, sidewalks; Facilities (Service Center, Police and Fire Stations) assets to
more effectively manage long-term maintenance and replacement of critical equipment and
structures.
 Improve water distribution system reliability and reduce water loss by continuing the water main
replacement and water main leak detection programs. Goals are to supplement water main
replacement with water main lining where feasible, to improve upon our historical 1% annual
water main renewal rate, and to survey the entire distribution system for leaks on an annual
cycle.
 Coordinate capital improvement projects with the Street Resurfacing Program and with TIF
District improvement projects to ensure cost-effective and efficient use of capital improvement
funding.
 Complete modifications to the South Standpipe Pump Station motor controls, electrical system
and pump station building.
Ongoing Activity Measures
2017
Actual
2018
Estimate
2019
Projected
Number of customers experiencing unscheduled
disruption of water service 443 1104 960
Number of customer complaints about water
service (low pressure, service disruption, quality,
etc.) 198 216 200
Days lost from work due to illness or injury 5 1 2
Number of Illinois Environmental Protection
Agency regulatory violations 0 0 0
Number of known breaks/leaks per mile of water
main 0.3 0.3 0.3
Millions of gallons sold to outside communities
(wholesale) 11,904 MG 15,036 MG 20,798 MG
177

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510 - 513 Water Fund
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 5,958,873	$ 5,614,331	$ 5,674,411	$ 5,533,772	$
61010 - REGULAR PAY 3,658,253 3,943,234 3,942,556 3,975,610
61050 - PERMANENT PART-TIME 26,124 22,719 26,580 24,311
61072 - JOB TRAINING PROGRAM 78,419 135,200 135,200 108,200
61110 - OVERTIME PAY 110,438 129,325 129,325 129,325
61415 - TERMINATION PAYOUTS 1,380 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 20,080 - 10,665 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 7,403 - 3,660 -
61447 - OPEB EXPENSES 20,888 - - -
61510 - HEALTH INSURANCE 690,377 692,892 698,816 711,297
61610 - DENTAL INSURANCE 320 - - -
61615 - LIFE INSURANCE 1,265 3,090 3,190 3,179
61625 - AUTO ALLOWANCE 6,390 6,390 6,390 4,793
61626 - CELL PHONE ALLOWANCE 672 672 672 504
61630 - SHOE ALLOWANCE 10,768 11,120 10,980 11,260
61710 - IMRF 1,036,093 369,371 393,937 253,805
61725 - SOCIAL SECURITY 234,705 242,825 253,219 251,685
61730 - MEDICARE 55,299 57,493 59,221 59,803
Services and Supplies 2,528,863	$ 4,655,410	$ 4,678,716	$ 6,231,350	$
61060 - SEASONAL EMPLOYEES 385 5,000 16,700 5,000
62140 - DESIGN ENGINEERING SERVICES 115 - - -
62145 - ENGINEERING SERVICES 6,700 450,000 450,000 1,455,000
62180 - STUDIES 172,113 509,000 509,000 597,000
62185 - CONSULTING SERVICES - 93,000 93,000 93,000
62205 - ADVERTISING 2,217 - 4,000 5,000
62210 - PRINTING 2,026 7,300 7,300 8,300
62225 - BLDG MAINTENANCE SERVICES 991 1,000 1,000 1,000
62230 - IMPROVEMENT MAINT SERVICE - 71,500 71,500 71,500
62235 - OFFICE EQUIPMENT MAINT - 1,500 1,500 1,500
62245 - OTHER EQMT MAINTENANCE 18,745 86,900 86,937 87,600
62273 - LIEN FILING FEE - 1,500 1,500 1,500
62275 - POSTAGE CHARGEBACKS 371 6,400 6,400 6,400
62295 - TRAINING & TRAVEL 25,511 23,000 23,775 23,000
62315 - POSTAGE 15,975 19,500 19,500 19,500
62340 - COMPTER LICENSE & SUPP 68,563 192,000 192,000 672,000
62360 - MEMBERSHIP DUES 5,258 3,920 5,310 5,360
62380 - COPY MACHINE CHARGES - 1,200 1,200 1,200
62410 - LEAD SERVICE ABATEMENT 3,276 25,000 25,000 100,000
62415 - RESIDENTIAL DEBRIS/REMOVAL CONTRACTUAL COSTS 21,092 38,000 38,000 38,000
62420 - MWRD FEES 162,911 307,800 307,800 346,800
62455 - WTR/SWR BILL PRINT AND MAIL CO 4,879 12,800 12,800 12,800
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 14,400 14,400 14,400
62465 - OUTSIDE LABARATORY COSTS 23,952 25,000 45,000 30,000
62705 - BANK SERVICE CHARGES 107,839 100,000 100,000 100,000
62716 - BOND ISSUANCE COSTS 19,951 - - -
64005 - ELECTRICITY 906,610 800,000 800,000 904,000
64015 - NATURAL GAS 66,946 100,000 100,000 113,000
64505 - TELECOMMUNICATIONS 12,779 18,700 18,700 19,300
64540 - TELECOMMUNICATIONS - WIRELESS 18,438 22,900 22,900 24,800
65005 - AGRI/BOTANICAL SUPPLIES 691 970 970 970
65010 - BOOKS, PUBLICATIONS, MAPS 7,227 7,550 7,550 7,550
65015 - CHEMICALS/ SALT 281,551 465,000 465,000 525,500
65020 - CLOTHING 2,442 4,770 4,770 4,770
65025 - FOOD - - - 2,000
65030 - PHOSPHATE CHEMICALS 74,431 101,000 101,000 114,100
65035 - PETROLEUM PRODUCTS 14,991 15,000 15,000 15,300
65040 - JANITORIAL SUPPLIES 8,707 7,500 7,500 7,500
65050 - BLDG MAINTENANCE MATERIAL 2,865 6,700 6,700 6,700
65051 - MATERIALS - STREETS DIVISION 13,079 27,600 27,600 27,600
65055 - MATER. TO MAINT. IMP. 179,726 150,000 150,000 150,000
65070 - OFFICE/OTHER EQT MTN MATL 126,153 201,500 186,500 222,900
65075 - MEDICAL & LAB SUPPLIES 17,119 16,400 16,400 16,400
65080 - MERCHANDISE FOR RESALE 19,951 30,000 30,000 30,000
65085 - MINOR EQUIPMENT & TOOLS 75,752 113,300 113,300 77,300
65090 - SAFETY EQUIPMENT 27,770 19,500 19,500 19,500
65095 - OFFICE SUPPLIES 3,393 4,900 5,304 4,900
65105 - PHOTO/DRAFTING SUPPLIE 56 400 400 400
65555 - PERSONAL COMPUTER EQUIPMENT 3,099 6,000 6,000 6,000
65702 - WATER GENERAL PLANT 2,216 540,000 540,000 235,000
178

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510 - 513 Water Fund
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Miscellaneous 2	$ 15,000	$ 15,000	$ 42,000	$
61071 - INTERNSHIP PROGRAM - 5,000 5,000 32,000
62696 - PUBLIC EDUCATION - 10,000 10,000 10,000
62770 - MISCELLANEOUS 2 - - -
Insurance and Other Chargebacks 468,492	$ 468,492	$ 468,492	$ 489,481	$
66130 - TRANSFER TO INSURANCE 468,492 468,492 468,492 489,481
Capital Outlay (192,125)	$ 29,346,200	$ 5,665,200	$ 30,345,500	$
62730 - LOSS SALE FIXED ASST (203,532) - - -
65515 - OTHER IMPROVEMENTS 11,408 29,281,000 5,600,000 30,279,000
65550 - AUTOMOTIVE EQUIPMENT - 65,200 65,200 66,500
Contingencies -	$ 1,000	$ 1,000	$ 1,000	$
68205 - CONTINGENCIES - 1,000 1,000 1,000
Debt Service 717,388	$ 1,960,760	$ 2,024,167	$ 2,081,841	$
68305 - DEBT SERVICE- PRINCIPAL - 1,190,915 1,190,915 1,187,694
68315 - DEBT SERVICE- INTEREST 717,388 769,845 833,252 894,147
Depreciation Expense 2,470,280	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 2,470,280 - - -
Interfund Transfers 6,327,314	$ 3,602,313	$ 3,602,313	$ 3,932,313	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 132,754 132,754 132,754 132,754
66020 - TRANSFERS TO OTHER FUNDS 2,300,000 - - -
66131 - TRANSFER TO GENERAL FUND 3,894,560 3,469,559 3,469,559 3,799,559
Grand Total $ 18,279,088 $ 45,663,506 $ 22,129,299 $ 48,657,257
179

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2019 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
Fund Description
The Sewer Fund includes operations, maintenance and capital improvements for the City’s Combined,
Relief, and Storm Sewer Systems.
Sewer Division
The Sewer Division manages operation, inspection, maintenance, and repair of the City’s sewer mains
and drainage structures (sewer manholes, catch basins, and stormwater inlets). This includes proactive
programs such as sewer main and drainage structure cleaning, root cutting, and televised internal sewer
main inspection; as well as responding to all reports of sewer backups and flooding. This division also
inspects work done by contractors including sewer main lining and manhole rehabilitation. Sewer
Division staff conduct regular inspection of sewer outfalls and other facilities throughout Evanston for
compliance with the City’s sewer system operating permits with the Illinois Environmental Protection
Agency.
Financial Summary
FY 2018 City Council Goal Department Initiative
Invest in City Infrastructure
and Facilities
Completed annual capital improvement programs including repairing
sewers and drainage structures on streets being resurfaced, stormwater
management improvements, and emergency sewer repairs.
Invest in City Infrastructure
and Facilities
Rehabilitated 1.9 miles (1.4%) of small diameter combined sewers
through cured in place pipe (CIPP) lining. This exceeded the target
rate of 1% (1.34 miles) annual rehabilitation of small diameter
combined sewers.
Invest in City Infrastructure
and Facilities
Rehabilitated 835 feet of the City’s network of large diameter sewers
(36” and larger) that are over 100 years old. Public Works Agency was
successful in applying for a State low-interest loan to fund this project,
and also intends to receive funding for a project that will be
completed in 2019.
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	14,870 	2,104,000 	1,504,654 	3,104,000
Charges for Services 	12,477,657 	12,589,650 	12,463,650 	10,483,885
Interest Income 	16,023 	5,000 	16,000 	5,000
Total Revenue 	12,508,550	$ 	14,698,650	$ 	13,984,304	$ 	13,592,885	$
Operating Expenses
Salary and Benefits 	1,313,154 	1,274,709 	1,343,694 	1,354,512
Services and Supplies 	88,677 	2,558,630 	341,300 	264,500
Miscellaneous 	- 	1,500 	1,500 	1,500
Insurance and Other Chargebacks 	269,988 	269,988 	269,988 	282,083
Capital Outlay 	16,941 	2,181,300 	2,181,300 	4,930,636
Debt Service 	1,143,643 	7,540,066 	8,877,464 	6,148,475
Depreciation Expense 	3,530,787 	- 	- 	-
Interfund Transfers 	1,141,676 	991,677 	991,677 	1,773,532
Total Expenses 	7,504,867	$ 	14,817,870	$ 	14,006,923	$ 	14,755,238	$
Net Surplus (Deficit) 	5,003,683	$ 	(119,220)	$ 	(22,619)	$ 	(1,162,353)	$
Beginning Fund Balance 	(965,928)	$ 	4,037,755	$ 	4,015,136	$
Ending Fund Balance 	4,037,755	$ 	4,015,136	$ 	2,852,783	$
180

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2019 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
Invest in City Infrastructure
and Facilities
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 1,889 drainage structures and flushed
253,055 feet of sewer pipe.
Invest in City Infrastructure
and Facilities
Sewer Division continues to replace or rehabilitate deteriorated
drainage structures and manholes, as well as collapsing sewer mains.
Invest in City Infrastructure
and Facilities
Sewer Division crews performed closed-circuit TV inspections of the
sewers under streets to be resurfaced in 2019, in order to determine
the repairs needed prior to paving the streets.
2019 Initiatives
 Complete Greenleaf Street Large Diameter Sewer Lining awarded in 2019. Perform engineering
design and secure State low-interest loan funding for a large diameter sewer rehabilitation project
scheduled for 2019.
 Continue the annual small diameter sewer CIPP rehabilitation program at a rate of at least 1% (1.34
miles) of the combined, small diameter sewer system rehabilitated per year.
 Continue to coordinate the inspection and repair of sewer mains and drainage structures in advance
of the street resurfacing program.
 Continue preventative maintenance cleaning and inspection of sewer mains and drainage structures.
 Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA
requirements.
 Increase storm water management initiatives in compliance with requirements for National Pollution
Discharge Elimination System (NPDES) permit and Municipal Separate Storm Sewer System (MS4)
permit.
Ongoing Activity Measures
2017
Actual
2018
Estimate
2019
Projected
Number of customer complaints about sewer
service (sewer, odor complaint, basement
flooding, broken sewer, poor drainage,
street/alley flooding)
407 400 420
Days lost from work due to illness or injury 0 0 2
181

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515 SEWER FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 1,313,154	$ 1,274,709	$ 1,343,694	$ 1,354,512	$
61010 - REGULAR PAY 794,987 922,059 945,566 975,773
61072 - JOB TRAINING PROGRAM - 27,040 27,040 27,040
61110 - OVERTIME PAY 35,510 30,000 30,000 30,000
61420 - ANNUAL SICK LEAVE PAYOUT 2,613 - 1,691 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 5,654 - 637 -
61447 - OPEB EXPENSES 7,663 - - -
61510 - HEALTH INSURANCE 167,265 151,022 172,196 178,791
61610 - DENTAL INSURANCE 71 - - -
61615 - LIFE INSURANCE 254 580 736 786
61630 - SHOE ALLOWANCE 2,928 1,550 3,075 2,850
61710 - IMRF 233,300 78,549 90,839 62,414
61725 - SOCIAL SECURITY 50,985 51,795 58,283 62,290
61730 - MEDICARE 11,924 12,114 13,631 14,568
Services and Supplies 88,677	$ 2,558,630	$ 341,300	$ 264,500	$
61060 - SEASONAL EMPLOYEES - 5,200 5,200 5,200
62180 - STUDIES 76 75,000 75,000 -
62230 - IMPROVEMENT MAINT SERVICE - 10,000 10,000 10,000
62245 - OTHER EQMT MAINTENANCE 1,923 5,500 5,500 5,500
62295 - TRAINING & TRAVEL 1,260 2,500 2,500 2,500
62315 - POSTAGE 15,000 17,000 17,000 17,000
62340 - COMPTER LICENSE & SUPP - 4,800 4,800 6,000
62360 - MEMBERSHIP DUES - 200 300 200
62415 - RESIDENTIAL DEBRIS/REMOVAL CONTRACTUAL COSTS 24,647 38,000 38,000 38,000
62421 - NPDES FEES - SEWER 21,000 21,000 21,000 21,000
62455 - WTR/SWR BILL PRINT AND MAIL CO 4,915 7,000 9,900 7,000
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 15,000 15,000 15,000
62461 - SEWER MAINTENANCE CONTRACTS (24,279) 2,270,330 50,000 50,000
64540 - TELECOMMUNICATIONS - WIRELESS 5,523 7,200 7,200 7,200
65015 - CHEMICALS/ SALT 1,930 3,200 3,200 3,200
65020 - CLOTHING 40 1,000 1,000 1,000
65040 - JANITORIAL SUPPLIES - 400 400 400
65051 - MATERIALS - STREETS DIVISION 9,745 10,000 10,000 10,000
65055 - MATER. TO MAINT. IMP. 15,922 43,000 43,000 43,000
65070 - OFFICE/OTHER EQT MTN MATL 3,957 7,000 7,000 7,000
65080 - MERCHANDISE FOR RESALE - 1,000 1,000 1,000
65085 - MINOR EQUIPMENT & TOOLS 1,865 3,300 3,300 3,300
65090 - SAFETY EQUIPMENT 5,154 8,000 8,000 8,000
65555 - PERSONAL COMPUTER EQUIPMENT - 3,000 3,000 3,000
Miscellaneous -	$ 1,500	$ 1,500	$ 1,500	$
62696 - PUBLIC EDUCATION - 1,500 1,500 1,500
Insurance and Other Chargebacks 269,988	$ 269,988	$ 269,988	$ 282,083	$
66130 - TRANSFER TO INSURANCE 269,988 269,988 269,988 282,083
Capital Outlay 16,941	$ 2,181,300	$ 2,181,300	$ 4,930,636	$
62730 - LOSS SALE FIXED ASST 9,265 - - -
65515 - OTHER IMPROVEMENTS 7,676 1,700,000 1,700,000 4,475,561
65550 - AUTOMOTIVE EQUIPMENT - 460,300 460,300 420,075
65625 - FURNITURE & FIXTURES - 21,000 21,000 35,000
Debt Service 1,143,643	$ 7,540,066	$ 8,877,464	$ 6,148,475	$
68305 - DEBT SERVICE- PRINCIPAL - 6,539,105 7,882,011 5,323,409
68315 - DEBT SERVICE- INTEREST 1,143,643 1,000,961 995,453 825,066
Depreciation Expense 3,530,787	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 3,530,787 - - -
Interfund Transfers 1,141,676	$ 991,677	$ 991,677	$ 1,773,532	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 192,213 192,213 192,213 192,213
66020 - TRANSFERS TO OTHER FUNDS - - - 1,000,000
66025 - TRANSFER TO DEBT SERVICE - ERI 217,800 217,801 217,801 -
66026 - TRANSFER TO DEBT SERVICE 251,496 251,496 251,496 251,152
66131 - TRANSFER TO GENERAL FUND 480,167 330,167 330,167 330,167
Grand Total $ 7,504,867 $ 14,817,870 $ 14,006,923 $ 14,755,238
182

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2019 ADOPTED BUDGET - OTHER FUNDS
#520 – Solid Waste
Fund Description
All solid waste removal services are provided once per week to all family residences of 1-5 units. Twenty-
eight 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 for refuse and
once a week by City staff for recycling. In 2019 the City will introduce apartment recycling services to all
apartment complexes. This service will exclude exempt properties, businesses, and mixed use
commercial properties. Operational costs for these services are funded by sanitation service fees; the
Solid Waste Agency of Northern Cook County (SWANCC) provides a recycling incentive rebate based
on the total tons of recycled material collected. The incentive is used to offset operational costs.
Yard waste removal service is provided once per week to all qualified residential units under the Solid
Waste Fund. Yard waste collection runs from April 1st through December 15th of every year. During the
fall, yard waste operations increase dramatically with the addition of leaf collection. This Fund is
responsible for costs associated with yard waste removal and a portion of street cleaning 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.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Property Taxes 	- 	410,000 	410,000 	820,000
Other Revenue 	33,348 	38,000 	115,000 	138,000
Licenses, Permits and Fees 	329,039 	375,000 	260,000 	486,000
Charges for Services 	3,699,121 	3,732,394 	3,681,000 	4,239,270
Interfund Transfers 	755,967 	705,967 	705,967 	150,000
Total Revenue 	4,817,475	$ 	5,261,361	$ 	5,171,967	$ 	5,833,270	$
Operating Expenses
Salary and Benefits 	890,220 	993,616 	1,036,319 	1,076,209
Services and Supplies 	3,482,141 	3,488,676 	3,481,926 	3,601,076
Miscellaneous 	3,057 	7,500 	7,500 	7,500
Capital Outlay 	24,635 	275,750 	292,750 	386,650
Debt Service 	1,797 	21,797 	21,797 	22,745
Interfund Transfers 	504,807 	322,362 	322,362 	322,362
Total Expenses 	4,906,657	$ 	5,109,701	$ 	5,162,654	$ 	5,416,542	$
Net Surplus (Deficit) 	(89,182)	$ 	151,660	$ 	9,313	$ 	416,728	$
Beginning Fund Balance 	(972,784)	$ 	(1,061,966)	$ 	(1,052,653)	$
Ending Fund Balance 	(1,061,966)	$ 	(1,052,653)	$ 	(635,925)	$
183

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520 SOLID WASTE FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 890,220	$ 993,616	$ 1,036,319	$ 1,076,209	$
61010 - REGULAR PAY 519,329 728,047 684,061 763,195
61050 - PERMANENT PART-TIME 151 - - -
61110 - OVERTIME PAY 36,745 45,000 45,000 45,000
61415 - TERMINATION PAYOUTS 149 - 87 -
61447 - OPEB EXPENSES 15,068 - - -
61510 - HEALTH INSURANCE 116,954 122,247 150,087 154,584
61610 - DENTAL INSURANCE 43 - - -
61615 - LIFE INSURANCE 107 251 405 430
61625 - AUTO ALLOWANCE - - 413 338
61630 - SHOE ALLOWANCE 2,710 2,700 3,039 3,740
61710 - IMRF 154,042 47,944 85,126 48,818
61725 - SOCIAL SECURITY 36,407 38,437 55,193 48,691
61730 - MEDICARE 8,515 8,990 12,908 11,413
Services and Supplies 3,482,141	$ 3,488,676	$ 3,481,926	$ 3,601,076	$
61060 - SEASONAL EMPLOYEES 46,305 74,000 74,000 74,000
62145 - ENGINEERING SERVICES 263,356 - - 20,000
62205 - ADVERTISING 2,240 - - -
62295 - TRAINING & TRAVEL - 800 - 800
62340 - COMPTER LICENSE & SUPP - - - 20,000
62380 - COPY MACHINE CHARGES - 1,326 1,326 1,326
62390 - CONDOMINIUM REFUSE COLL 432,000 424,500 424,500 433,300
62405 - SWANCC DISPOSAL FEES 721,610 750,000 750,000 750,000
62415 - RESIDENTIAL DEBRIS/REMOVAL CONTRACTUAL COSTS 2,001,964 2,225,000 2,225,000 1,626,400
62417 - YARD WASTE REMOVAL CONTRACTUAL COSTS - - - 671,200
62705 - BANK SERVICE CHARGES 351 1,000 1,000 1,000
64005 - ELECTRICITY 6,027 3,000 - -
64015 - NATURAL GAS 6,165 6,000 3,050 -
64540 - TELECOMMUNICATIONS - WIRELESS 116 500 500 500
65015 - CHEMICALS/ SALT - 200 200 200
65020 - CLOTHING (181) 250 250 250
65055 - MATER. TO MAINT. IMP. 439 400 400 400
65085 - MINOR EQUIPMENT & TOOLS 298 700 700 700
65090 - SAFETY EQUIPMENT 1,450 1,000 1,000 1,000
Miscellaneous 3,057	$ 7,500	$ 7,500	$ 7,500	$
67107 - OUTREACH 3,057 7,500 7,500 7,500
Capital Outlay 24,635	$ 275,750	$ 292,750	$ 386,650	$
65550 - AUTOMOTIVE EQUIPMENT - 250,000 267,000 275,900
65625 - FURNITURE & FIXTURES 24,635 25,750 25,750 110,750
Debt Service 1,797	$ 21,797	$ 21,797	$ 22,745	$
68305 - DEBT SERVICE- PRINCIPAL - 20,467 20,467 22,019
68315 - DEBT SERVICE- INTEREST 1,797 1,330 1,330 726
Interfund Transfers 504,807	$ 322,362	$ 322,362	$ 322,362	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 322,362 322,362 322,362 322,362
62309 - RENTAL OF AUTO REPLACEMENT 182,445 - - -
Grand Total $ 4,906,657 $ 5,109,701 $ 5,162,654 $ 5,416,542
184

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2019 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
Fund Description
Fleet Services maintains operating cost records, provides billing and chargeable data to all user City
departments, develops vehicle specifications, and purchases vehicular and other equipment. In addition,
Fleet Services prepares, documents, and provides disposal of surplus vehicles and equipment through
auction services. Overall supervision of department personnel is provided, as is training, direction, and
coordination of all activities to ensure effective and efficient operations.
Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of
equipment is out of service for repair.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	19,016 	81,781 	25,000 	81,781
Charges for Services 	2,478,435 	2,988,640 	2,988,640 	2,950,415
Interest Income 	339 	1,000 	100 	1,000
Total Revenue 	2,497,791	$ 	3,071,421	$ 	3,013,740	$ 	3,033,196	$
Operating Expenses
Salary and Benefits 	1,154,569 	1,069,922 	1,054,036 	1,117,701
Services and Supplies 	1,744,972 	2,230,057 	1,984,307 	2,030,057
Contingencies 	- 	450 	450 	450
Interfund Transfers 	27,833 	33,442 	33,442 	35,114
Total Expenses 	2,927,375	$ 	3,333,871	$ 	3,072,235	$ 	3,183,322	$
Net Surplus (Deficit) 	(429,584)	$ 	(262,450)	$ 	(58,495)	$ 	(150,126)	$
Beginning Fund Balance 	770,927	$ 	341,343	$ 	282,848	$
Ending Fund Balance 	341,343	$ 	282,848	$ 	132,722	$
2019 Initiatives
 Continue analysis on internal operations and service delivery to:
o Reduce costs;
o Reduce vehicle downtime;
o Further increase efficient resource allocation including parts and labor.
 Continue assessing departmental needs versus costs and availability and design and implement
best fleet procedures.
 Strive to be considered and awarded as one of the “100 Best Fleets” by The 100 Best Fleets in
the Americas program. Fleet was a recipient of the award in 2017.
 Continue to expand electric vehicle program.
185

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600 FLEET SERVICES FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 1,154,569	$ 1,069,922	$ 1,054,036	$ 1,117,701	$
61010 - REGULAR PAY 796,848 656,589 732,010 786,373
61050 - PERMANENT PART-TIME 344 54,388 5,000 -
61110 - OVERTIME PAY 7,523 21,920 21,370 21,920
61415 - TERMINATION PAYOUTS 2,592 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,413 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,930 - - -
61447 - OPEB EXPENSES 9,379 - - -
61510 - HEALTH INSURANCE 191,454 185,266 164,729 189,030
61610 - DENTAL INSURANCE 73 - - -
61615 - LIFE INSURANCE 254 201 131 133
61626 - CELL PHONE ALLOWANCE 308 336 - -
61630 - SHOE ALLOWANCE 2,855 1,550 2,555 2,633
61710 - IMRF 79,113 80,219 72,028 52,699
61725 - SOCIAL SECURITY 48,209 56,288 45,559 52,608
61730 - MEDICARE 11,275 13,165 10,654 12,305
Services and Supplies 1,744,972	$ 2,230,057	$ 1,984,307	$ 2,030,057	$
61060 - SEASONAL EMPLOYEES 3,466 - - -
62205 - ADVERTISING 66 3,498 3,498 3,498
62235 - OFFICE EQUIPMENT MAINT - 3,000 3,000 3,000
62240 - AUTOMOTIVE EQMP MAINT 4,397 18,000 18,000 18,000
62245 - OTHER EQMT MAINTENANCE - 6,000 6,000 6,000
62275 - POSTAGE CHARGEBACKS - 200 200 400
62295 - TRAINING & TRAVEL 2,720 4,200 7,100 4,200
62315 - POSTAGE - 200 200 -
62340 - COMPTER LICENSE & SUPP 2,995 5,395 5,395 5,395
62355 - LAUNDRY/OTHER CLEANING 20,591 17,000 17,000 17,000
62360 - MEMBERSHIP DUES 679 1,625 1,625 1,625
62375 - RENTALS - 1,000 1,000 1,000
62380 - COPY MACHINE CHARGES - 519 519 519
64505 - TELECOMMUNICATIONS 8,866 4,744 4,744 4,744
64540 - TELECOMMUNICATIONS - WIRELESS 6,505 2,250 3,450 2,250
65015 - CHEMICALS/ SALT 2,037 12,886 12,886 12,886
65020 - CLOTHING (26) 663 663 663
65035 - PETROLEUM PRODUCTS 493,375 950,000 700,000 750,000
65040 - JANITORIAL SUPPLIES 110 417 417 417
65045 - LICENSING/REGULATORY SUPP 2,579 - - -
65050 - BLDG MAINTENANCE MATERIAL 8,955 15,250 15,250 15,250
65055 - MATER. TO MAINT. IMP. - 2,910 2,910 2,910
65060 - MATER. TO MAINT. AUTOS 1,078,887 1,050,000 1,050,000 1,050,000
65065 - TIRES & TUBES 84,645 100,000 100,000 100,000
65085 - MINOR EQUIPMENT & TOOLS 20,007 24,000 24,000 24,000
65090 - SAFETY EQUIPMENT 2,922 4,000 4,000 4,000
65095 - OFFICE SUPPLIES 1,195 2,300 2,450 2,300
Contingencies -	$ 450	$ 450	$ 450	$
68205 - CONTINGENCIES - 450 450 450
Interfund Transfers 27,833	$ 33,442	$ 33,442	$ 35,114	$
66025 - TRANSFER TO DEBT SERVICE - ERI 27,833 33,442 33,442 35,114
Grand Total $ 2,927,375 $ 3,333,871 $ 3,072,235 $ 3,183,322
186

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2019 ADOPTED BUDGET - OTHER FUNDS
#601 – Equipment Replacement
Fund Description
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.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	88,015 	210,217 	40,000 	210,217
Charges for Services 	1,400,057 	1,334,732 	1,334,732 	1,309,732
Interfund Transfers 	- 	- 	- 	-
Interest Income 	2,128 	- 	2,000 	-
Total Revenue 	1,490,200	$ 	1,544,949	$ 	1,376,732	$ 	1,519,949	$
Operating Expenses
Services and Supplies 	74,539 	75,000 	45,000 	75,000
Miscellaneous 	- 	- 	- 	-
Capital Outlay 	- 	1,522,977 	1,700,000 	1,547,977
Depreciation Expense 	1,780,829 	- 	- 	-
Total Expenses 	1,855,367	$ 	1,597,977	$ 	1,745,000	$ 	1,622,977	$
Net Surplus (Deficit) 	(365,167)	$ 	(53,028)	$ 	(368,268)	$ 	(103,028)	$
Beginning Fund Balance 	1,214,686	$ 	849,519	$ 	481,251	$
Ending Fund Balance 	849,519	$ 	481,251	$ 	378,223	$
187

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601 EQUIPMENT REPLACEMENT FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Services and Supplies 74,539	$ 75,000	$ 45,000	$ 75,000	$
62375 - RENTALS 23,374 25,000 25,000 25,000
62402 - VEHICLE LEASE CHARGES 8,965 50,000 20,000 50,000
65060 - MATER. TO MAINT. AUTOS 42,199 - - -
Capital Outlay -	$ 1,522,977	$ 1,700,000	$ 1,547,977	$
65550 - AUTOMOTIVE EQUIPMENT - 1,522,977 1,700,000 1,547,977
Depreciation Expense 1,780,829	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 1,780,829 - - -
Grand Total $ 1,855,367 $ 1,597,977 $ 1,745,000 $ 1,622,977
188

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2019 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
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.
Estimated expenses for 2018 and budgeted expenses for 2019 include major settlements that will be
funded over the next three years with transfers from the departments involved in the claims.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	10,926,377 	10,867,028 	10,858,191 	10,391,176
Charges for Services 	162,411 	162,411 	162,411 	-
Interfund Transfers 	2,300,000 	55,242 	55,242 	54,958
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	382 	1,000 	3,000 	1,000
Insurance 	5,611,626 	5,811,177 	5,772,228 	6,118,205
Workers Compensation and Liability 	1,032,678 	2,196,415 	2,082,318 	3,026,943
Total Revenue 	20,033,473	$ 	19,093,273	$ 	18,933,390	$ 	19,592,282	$
Operating Expenses
Salary and Benefits 	606,021 	729,027 	588,192 	630,531
Services and Supplies 	3,594,432 	2,385,448 	4,422,817 	2,420,448
Miscellaneous 	- 	- 	- 	-
Insurance and Other Chargebacks 	17,164,869 	15,315,824 	15,265,478 	15,901,777
Depreciation Expense 	- 	- 	- 	-
Interfund Transfers 	9,632 	9,632 	9,632 	10,114
Total Expenses 	21,374,954	$ 	18,439,931	$ 	20,286,119	$ 	18,962,870	$
Net Surplus (Deficit) 	(1,341,481)	$ 	653,342	$ 	(1,352,729)	$ 	629,412	$
Beginning Fund Balance 	(2,997,024)	$ 	(4,338,505)	$ 	(5,691,234)	$
Ending Fund Balance 	(4,338,505)	$ 	(5,691,234)	$ 	(5,061,822)	$
189

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605 INSURANCE FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 606,021	$ 729,027	$ 588,192	$ 630,531	$
61010 - REGULAR PAY 406,083 456,143 396,000 468,551
61415 - TERMINATION PAYOUTS 262 - 28,036 -
61420 - ANNUAL SICK LEAVE PAYOUT 153 - - -
61510 - HEALTH INSURANCE 74,047 72,096 86,600 87,233
61610 - DENTAL INSURANCE 34 - 10 -
61615 - LIFE INSURANCE 230 272 444 553
61620 - UNIVERSAL LIFE 39,277 105,000 1,725 -
61625 - AUTO ALLOWANCE 3,690 3,690 2,030 2,768
61626 - CELL PHONE ALLOWANCE 600 600 200 450
61630 - SHOE ALLOWANCE 155 155 - -
61710 - IMRF 46,396 50,929 39,061 29,972
61725 - SOCIAL SECURITY 27,987 31,967 27,539 32,789
61730 - MEDICARE 7,107 8,175 6,547 8,215
Services and Supplies 3,594,432	$ 2,385,448	$ 4,422,817	$ 2,420,448	$
61060 - SEASONAL EMPLOYEES 12,810 - - -
62120 - LEGAL SERVICES - DISBURSMENT 19,199 - - -
62130 - LEGAL SERVICES-GENERAL 2,363,432 350,000 2,400,000 350,000
62225 - BLDG MAINTENANCE SERVICES 300 - - -
62260 - SETTLEMENT COSTS - LIABILITY 700,709 1,400,000 1,400,000 1,400,000
62266 - TPA SERVICE CHARGES 95,430 120,000 120,000 120,000
62295 - TRAINING & TRAVEL 1,913 4,000 3,000 4,000
62310 - CITY WIDE TRAINING 15,279 20,000 8,000 20,000
62345 - COURT COST/LITIGATION 13,056 - - -
62360 - MEMBERSHIP DUES 195 - - -
62615 - INSURANCE PREMIUM 446,833 490,000 490,000 525,000
62635 - OTHER INSURANCE (75,000) - - -
62705 - BANK SERVICE CHARGES 229 - 1,052 -
65010 - BOOKS, PUBLICATIONS, MAPS - 415 415 415
65095 - OFFICE SUPPLIES 48 200 200 200
65125 - OTHER COMMODITIES - 833 150 833
Insurance and Other Chargebacks 17,164,869	$ 15,315,824	$ 15,265,478	$ 15,901,777	$
62640 - WORKMEN'S COMP INSURANCE 668,630 - - -
66040 - GENERAL ADMINISTRATION & SUPPORT 15,734 - 3,754 -
66043 - LIABILITY SETTLEMENT PAYMENTS 46,000 - - -
66044 - WORKERS COMP INSURANCE PREMIUMS 152,326 130,000 130,000 130,000
66045 - WORKERS COMP LEGAL FEES 66,286 60,000 60,000 60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 787,182 750,000 800,000 750,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 800,099 650,000 650,000 800,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN) 140,098 100,000 100,000 100,000
66050 - HEALTH INSURANCE PREMIUMS-PPO 11,194,541 10,165,000 10,165,000 10,571,600
66051 - HEALTH INSURANCE PREMIUMS-HMO 3,176,648 3,253,824 3,253,824 3,383,977
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 17,073 18,000 18,000 18,000
66055 - IPBC MEDICAL WAIVER FEE 1,701 - - -
66059 - HEALTH INSURANCE OPT OUT EXPENSE 98,550 189,000 84,900 88,200
Interfund Transfers 9,632	$ 9,632	$ 9,632	$ 10,114	$
66025 - TRANSFER TO DEBT SERVICE - ERI 9,632 9,632 9,632 10,114
Grand Total $ 21,374,954 $ 18,439,931 $ 20,286,119 $ 18,962,870
190

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2019 ADOPTED BUDGET - OTHER FUNDS
#700 – Fire Pension
Fund Description
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.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Taxes 	- 	280,000 	280,000 	280,000
Other Revenue 	15,225,459 	9,394,947 	10,614,947 	9,068,084
Interfund Transfers 	- 	10,000 	10,000 	20,000
Interest Income 	2,065,885 	4,100,000 	2,000,000 	2,500,000
Total Revenue 	17,291,343	$ 	13,784,947	$ 	12,904,947	$ 	11,868,084	$
Operating Expenses
Salary and Benefits 	8,682,009 	8,795,000 	8,830,000 	9,333,500
Miscellaneous 	136,256 	- 	- 	-
Total Expenses 	8,818,265	$ 	8,795,000	$ 	8,830,000	$ 	9,333,500	$
Net Surplus (Deficit) 	8,473,079	$ 	4,989,947	$ 	4,074,947	$ 	2,534,584	$
Beginning Net Assets held in Trust 	70,599,998	$ 	79,073,077	$ 	83,148,024	$
Ending Net Assets held in Trust 	79,073,077	$ 	83,148,024	$ 	85,682,608	$
191

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700 FIRE PENSION FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 8,682,009	$ 8,795,000	$ 8,830,000	$ 9,333,500	$
61755 - PENSION-ADMIN. EXPENSE 72,640 125,000 160,000 230,000
61770 - RETIRED EMPLOYEES PENSION 5,892,882 6,100,000 6,100,000 6,405,000
61775 - WIDOWS' PENSIONS 1,249,254 1,100,000 1,100,000 1,155,000
61785 - DISABILITY PENSIONS 1,314,734 1,350,000 1,350,000 1,417,500
61795 - QILDRO'S 152,499 120,000 120,000 126,000
Miscellaneous 136,256	$ -	$ -	$ -	$
61715 - Pension Management Fees 136,256 - - -
Grand Total $ 8,818,265 $ 8,795,000 $ 8,830,000 $ 9,333,500
192

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2019 ADOPTED BUDGET - OTHER FUNDS
#705 – Police Pension
Fund Description
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 40ILCS 5/3-101.
Financial Summary
Operating Revenue
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Other Revenue 	24,497,983 	12,162,704 	15,976,391 	15,946,808
Interfund Transfers 	- 	57,000 	- 	-
Interest Income 	2,829,084 	6,500,000 	2,103,169 	3,000,000
Total Revenue 	27,327,068	$ 	18,719,704	$ 	18,404,560	$ 	19,271,808	$
Operating Expenses
Salary and Benefits 	11,624,574 	12,255,000 	12,035,500 	12,601,500
Miscellaneous 	264,371 	270,000 	270,000 	275,000
Total Expenses 	11,888,945	$ 	12,525,000	$ 	12,305,500	$ 	12,876,500	$
Net Surplus (Deficit) 	15,438,122	$ 	6,194,704	$ 	6,099,060	$ 	6,395,308	$
Beginning Net Assets held in Trust 	106,191,545	$ 	121,629,667	$ 	127,728,727	$
Ending Net Assets held in Trust 	121,629,667	$ 	127,728,727	$ 	134,124,035	$
193

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705 POLICE PENSION FUND
FY 2017 Actual
Amount
FY 2018 Adopted
Budget
FY 2018 Year End
Estimated
FY 2019 Adopted
Budget
Salary and Benefits 11,624,574	$ 12,255,000	$ 12,035,500	$ 12,601,500	$
61755 - PENSION-ADMIN. EXPENSE 148,631 150,000 150,000 160,000
61770 - RETIRED EMPLOYEES PENSION 9,484,738 10,000,000 10,000,000 10,500,000
61775 - WIDOWS' PENSIONS 1,125,280 1,100,000 1,055,500 1,155,000
61785 - DISABILITY PENSIONS 708,613 700,000 700,000 735,000
61790 - SEPARATION REFUNDS 133,599 275,000 100,000 20,000
61795 - QILDRO'S 23,712 30,000 30,000 31,500
Miscellaneous 264,371	$ 270,000	$ 270,000	$ 275,000	$
61715 - Pension Management Fees 264,371 270,000 270,000 275,000
Grand Total $ 11,888,945 $ 12,525,000 $ 12,305,500 $ 12,876,500
194

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PART V
POSITION INFORMATION
195

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
1300 CITY COUNCIL
Mayor 0.00 0.00 0.00
Alderman 0.00 0.00 0.00
Mayor's Assistant 1.00 1.00 0.00
CITY COUNCIL TOTAL 1.00 1.00 0.00
1400 CITY CLERK
City Clerk 0.00 0.00 0.00
Deputy City Clerk 1.00 1.00 0.00
CITY CLERK TOTAL 1.00 1.00 0.00
LEGISLATIVE 2.00 2.00 0.00
1505 CITY MANAGER
City Manager 1.00 1.00 0.00
Deputy City Manager 0.00 1.00 1.00 Reclassified from Assistant to the City Manager
Executive Assistant 1.00 1.00 0.00
Administrative Assistant 1.00 0.00 -1.00 Position eliminated
Equity and Empowerment Coordinator 1.00 0.00 -1.00 Reclassified to Chief Equity Officer
Chief Equity Officer 0.00 1.00 1.00 Reclassified from Equity & Empowerment Coordinator
Local Government Management Fellow 0.50 1.00 0.50 0.5 FTE moved from Economic Development (5300)
CITY MANAGER TOTAL 4.50 5.00 0.50
1510 COMMUNITY ENGAGEMENT
Community Engagement Coordinator 1.00 1.00 0.00
Community Engagement Division Manager 1.00 1.00 0.00
Assistant to the City Manager 1.00 1.00 0.00 Reclassified from Economic Development Program
Specialist (5300)
Broadcast Specialist 1.00 1.00 0.00
Art Design Coordinator 1.00 1.00 0.00
COMMUNITY ENGAGEMENT TOTAL 5.00 5.00 0.00
1535 SUSTAINABILITY
Sustainability Coordinator 0.50 0.50 0.00 0.25 FTE in Water Fund (4105) and 0.25 FTE in Solid
Waste Fund (4310)
SUSTAINABILITY TOTAL 0.50 0.50 0.00
1555 FINANCIAL ADMINISTRATION
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
Senior Management Analyst 1.00 1.00 0.00
Finance / Budget Manager 1.00 0.00 -1.00 Position Eliminated
Budget Coordinator 0.00 1.00 1.00 Position Added
Chief Financial Officer/Treasurer 1.00 1.00 0.00
FINANCIAL ADMINISTRATION TOTAL 4.00 4.00 0.00
1560 REVENUE
Revenue Manager 0.50 0.50 0.00 0.5 FTE in Parking Fund (7005)
Revenue Collections Coordinator 1.00 1.00 0.00
Customer Service Representative 2.00 2.00 0.00
REVENUE TOTAL 3.50 3.50 0.00
1570 ACCOUNTING
Accounting Manager 1.00 1.00 0.00
Accountant 2.00 1.00 -1.00 Position Eliminated
Accounts Payable Coordinator 1.00 1.00 0.00
Senior Accountant 1.00 1.00 0.00
Payroll Pension Administrator 0.50 0.50 0.00 0.5 FTE in Payroll (1915)
ACCOUNTING TOTAL 5.50 4.50 -1.00
1571 TAX ASSESSMENT REVIEW
Tax Assessment Reviewer 1.00 1.00 0.00
TAX ASSESSMENT REVIEW TOTAL 1.00 1.00 0.00
196

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
1575 PURCHASING
Purchasing Manager 1.00 1.00 0.00
Purchasing Specialist 2.00 2.00 0.00
PURCHASING TOTAL 3.00 3.00 0.00
1580 COMMUNITY ARTS
Cultural Arts Coordinator 1.00 0.00 -1.00 Position eliminated
COMMUNITY ARTS TOTAL 1.00 0.00 -1.00
1585 ADMINISTRATIVE ADJUDICATION
Admin. Adjudication Aide 2.00 1.00 -1.00 Position eliminated
ADMIN. ADJUDICATION TOTAL 2.00 1.00 -1.00
CITY ADMINISTRATION 30.00 27.50 -2.50
1705 LEGAL ADMINISTRATION
Legal Analyst/Liquor Licensing Manager 1.00 0.00 -1.00 Position eliminated
Paralegal 0.00 1.00 1.00 Position added
Deputy City Attorney 1.00 0.00 -1.00 Reclassified to Deputy City Attorney - Transactions
Corporation Counsel/City Attorney 0.50 0.50 0.00
Deputy City Attorney - Transactions 0.00 1.00 1.00 Reclassified from Deputy City Attorney
Deputy City Attorney - Litigation 0.00 1.00 1.00 Reclassified from Assistant City Attorney II
Assistant City Attorney 0.00 1.00 1.00 Reclassified from Assistant City Attorney I
Assistant City Attorney II 2.00 0.00 -2.00
Reclassified to Deputy City Attorney - Litigation and
Assistant City Attorney
LEGAL ADMINISTRATION TOTAL 4.50 4.50 0.00
LAW DEPARTMENT 4.50 4.50 0.00
1905 ADMINISTRATIVE SERVICES ADMINISTRATION
Administrative Services Director, Deputy City
Manager 1.00 0.00 -1.00 Reclassifed to Assistant City Manager
Administrative Services Director/Assistant City
Manager 0.00 1.00 1.00 Reclassifed from Deputy City Manager
Administrative Assistant 1.00 0.60 -0.40 0.4 FTE in Fleet Services Fund (7705)
Management Analyst 1.00 0.00 -1.00 Moved to Parking Fund (7005)
ADMINISTRATIVE SERVICES ADMIN TOTAL 3.00 1.60 -1.40
1915 PAYROLL
Payroll Manager 1.00 1.00 0.00
Payroll/Pension Specialist 1.00 0.50 -0.50 0.5 FTE Eliminated
Payroll/Pension Administrator 0.50 0.50 0.00 0.5 FTE in Accounting (1570)
PAYROLL TOTAL 2.50 2.00 -0.50
1929 HUMAN RESOURCES
Human Resources Assistant 2.00 2.00 0.00
Human Resources Specialist 2.00 2.00 0.00
Human Resources Division Manager 1.00 1.00 0.00
HUMAN RESOURCES TOTAL 5.00 5.00 0.00
1932 INFORMATION TECHNOLOGY
Network Supervisor 1.00 1.00 0.00
GIS Analyst 1.00 1.00 0.00
Network Engineer 1.00 1.00 0.00
Digital Services Specialist 1.00 1.00 0.00
Civic Technology Analyst 1.00 1.00 0.00
Public Safety Technology Coordinator 1.00 1.00 0.00
Network Infrastructure & Security Manager 1.00 1.00 0.00
Programmer Analyst 1.00 1.00 0.00
Technical Support Specialist I 2.00 2.00 0.00
CIO/IT Division Manager 1.00 1.00 0.00
IT Service Delivery Manager 1.00 1.00 0.00
Systems Administrator 1.00 1.00 0.00
INFORMATION TECHNOLOGY TOTAL 13.00 13.00 0.00
197

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
1941 PARKING ENFORCEMENT AND TICKETS
Parking Enforcement Officer 10.00 12.00 2.00 2 FTE added
Parking Enforcement Supervisor 1.00 1.00 0.00
PARKING ENFORCEMENT AND TICKETS TOTAL 11.00 13.00 2.00
1950 FACILITIES
Facilities Maintenance Supervisor 2.00 2.00 0.00
Facilities & Fleet Division Manager 1.00 0.50 -0.50 0.5 FTE moved to Fleet Fund (7710)
Facilities Maintenance Worker I 4.00 2.00 -2.00 1 FTE Reclassified to Facilities Operations Coordinator; 1
FTE eliminated
Facilities Operations Coordinator 0.00 1.00 1.00 Reclassified from Facilities Maintenance Worker I
Facilities Maint. Worker III 11.00 11.00 0.00
PT Facility Services Worker 0.20 0.00 -0.20 Reclassified in 2017 to Facilities Maint. Worker I
Master Tradesman 2.00 2.00 0.00
FACILITIES TOTAL 20.20 18.50 -1.70
ADMINISTRATIVE SERVICES DEPARTMENT 54.70 53.10 -1.60
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
Director, Community Development 0.75 0.75 0.00 0.25 FTE in Affordable Housing Fund
Management Analyst 1.00 1.00 0.00
Social Services Grants & Compliance Specialist 0.50 0.50 0.00 0.5 FTE in CDBG 5220
2101 COMMUNITY DEVELOPMENT ADMINISTRATION TOTAL 2.25 2.25 0.00
2105 PLANNING AND ZONING
Senior Planner 1.00 1.00 0.00
Planning & Zoning Administrator 1.00 0.00 -1.00 Reclassified to Planning & Zoning Manager
Planning & Zoning Manager 0.00 1.00 1.00
Neighborhood & Land Use Planner 1.00 1.00 0.00
Development Planner 1.00 1.00 0.00
Planner 0.00 1.00 1.00 Position added
Zoning Administrator 0.00 1.00 1.00
Zoning Planner 1.00 1.00 0.00 Reclassified to Zoning Administrator
2105 PLANNING AND ZONING TOTAL 5.00 7.00 2.00
2126 BUILDING INSPECTION SERVICES
Electrical Inspector II 1.00 1.00 0.00
Plumbing/Mechanical Inspector 2.00 2.00 0.00
Sign Inspector/Graffiti Tech 1.00 1.00 0.00
Plan Reviewer 1.00 1.00 0.00
Building Construction Insp. Supervisor 1.00 1.00 0.00
Customer Service Coordinator 0.40 0.40 0.00 0.6 FTE in Housing Rehabilitation (5187)
Customer Service Representative 1.00 2.00 1.00 Position added
Civil Engineer III 1.00 1.00 0.00
Civil Engineer II/ROW Permits 1.00 1.00 0.00
Structural Inspector/Plan Reviewer 1.00 1.00 0.00
Build/Insp Serv. Division Manager 0.85 0.85 0.00 0.15 FTE in Housing Rehabilitation (5187)
2126 BUILDING INSPECTION SERVICES TOTAL 11.25 12.25 1.00
5300 ECONOMIC DEVELOPMENT
Senior Economic Development Coordinator 1.00 1.00 0.00
Economic Development Division Mgr. 1.00 1.00 0.00
Loval Government Management Fellow 0.50 0.00 -0.50 0.5 FTE moved to City Manager (1505)
Economic Development Program Specialist 1.00 0.00 -1.00 1 FTE reclassified to Asst. to the City Manager (1510)
ECONOMIC DEVELOPMENT TOTAL 3.50 2.00 -1.50
COMMUNITY DEVELOPMENT DEPARTMENT 22.00 23.50 1.50
198

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
2205 POLICE ADMINISTRATION
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
Chief of Police 1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
POLICE ADMINISTRATION TOTAL 3.00 3.00 0.00
2210 PATROL OPERATIONS
Police Commander 3.00 3.00 0.00
Police Officer 76.00 76.00 0.00
Police Sergeant 11.00 11.00 0.00
Deputy Chief 1.00 1.00 0.00
PATROL OPERATIONS TOTAL 91.00 91.00 0.00
2215 CRIMINAL INVESTIGATION
Police Commander 1.00 1.00 0.00
Police Officer 14.00 14.00 0.00
Police Sergeant 2.00 2.00 0.00
Deputy Chief 1.00 1.00 0.00
CRIMINAL INVESTIGATION TOTAL 18.00 18.00 0.00
2230 JUVENILE BUREAU
Police Commander 1.00 0.00 -1.00 Position eliminated
Police Officer 8.00 8.00 0.00
Police Sergeant 1.00 1.00 0.00
JUVENILE BUREAU TOTAL 10.00 9.00 -1.00
2235 SCHOOL LIAISON
Police Officer 4.00 4.00 0.00
SCHOOL LIAISON TOTAL 4.00 4.00 0.00
2240 POLICE RECORDS
Manager, Police Records Bureau 1.00 1.00 0.00
Records Input Operator 3.00 3.00 0.00
Video Records Clerk 1.00 0.00 -1.00 Position eliminated
Assistant Records Manager/Specialist 1.00 1.00 0.00
Review Officer 1.00 1.00 0.00
POLICE RECORDS TOTAL 7.00 6.00 -1.00
2245 COMMUNICATIONS
Telecommunicator 14.00 14.00 0.00
COMMUNICATIONS TOTAL 14.00 14.00 0.00
2250 SERVICE DESK
Court Liaison 1.00 0.00 -1.00 Position eliminated
Service Desk Officer II 11.50 11.50 0.00
311/Service Desk Manger 1.00 1.00 0.00
311/Service Desk Assistant Supervisor 1.00 1.00 0.00
SERVICE DESK TOTAL 14.50 13.50 -1.00
2251 PUBLIC INFORMATION
Service Desk Officer I 8.50 8.50 0.00
PUBLIC INFORMATION TOTAL 8.50 8.50 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS
Exec Secretary (non-Dept Head) 1.00 0.00 -1.00 reclassified to Administrative Assistant
Administrative Assistant 0.00 1.00 1.00
Police Commander 1.00 1.00 0.00
Police Sergeant 2.00 2.00 0.00
OFFICE OF PROFESSIONAL STANDARDS TOTAL 4.00 4.00 0.00
199

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
2260 OFFICE OF ADMINISTRATION
Deputy Chief 1.00 1.00 0.00
Administrative Coordinator 1.00 1.00 0.00
Finance and Budget Manager 1.00 1.00 0.00
OFFICE OF ADMINISTRATION TOTAL 3.00 3.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
Police Commander 1.00 1.00 0.00
Police Officer 13.00 13.00 0.00
Police Sergeant 2.00 2.00 0.00
NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 16.00 16.00 0.00
2270 TRAFFIC BUREAU
Police Officer 6.00 6.00 0.00
Police Sergeant 1.00 1.00 0.00
Towing Coordinator 1.00 1.00 0.00
TRAFFIC BUREAU TOTAL 8.00 8.00 0.00
2275 COMMUNITY STRATEGIC BUREAU
Crime Analyst 1.00 1.00 0.00
COMMUNITY STRATEGIC BUREAU TOTAL 1.00 1.00 0.00
2280 ANIMAL CONTROL
Animal Control Warden 1.00 1.00 0.00
ANIMAL CONTROL TOTAL 1.00 1.00 0.00
2285 PROBLEM SOLVING TEAM
Police Commander 1.00 1.00 0.00
Police Sergeant 1.00 1.00 0.00
Police Officer 12.00 12.00 0.00
PROBLEM SOLVING TEAM TOTAL 14.00 14.00 0.00
2290 PROPERTY BUREAU
Management Analyst 1.00 1.00 0.00
Property Officer 1.00 1.00 0.00
PROPERTY BUREAU TOTAL 2.00 2.00 0.00
2295 BUILDING MANAGEMENT
Custodian I 1.00 1.00 0.00
BUILDING MANAGEMENT TOTAL 1.00 1.00 0.00
POLICE DEPARTMENT 220.00 217.00 -3.00
2305 FIRE MANAGEMENT & SUPPORT
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
Fire Chief 1.00 1.00 0.00
Management Analyst 1.00 0.00 -1.00 Reclassified to Administrative Coordinator
Administrative Coordinator 0.00 1.00 1.00 Reclassified from Management Analyst
FIRE MANAGEMENT & SUPPORT TOTAL 3.00 3.00 0.00
2310 FIRE PREVENTION
Division Chief, Fire 1.00 1.00 0.00
Fire Captain 2.00 2.00 0.00
Fire Plan Reviewer 1.00 1.00 0.00
FIRE PREVENTION TOTAL 4.00 4.00 0.00
2315 FIRE SUPPRESSION
Division Chief, Fire 2.00 2.00 0.00
Fire Captain 24.00 24.00 0.00
Firefighter 74.00 74.00 0.00
Shift Chief, Fire 3.00 3.00 0.00
FIRE SUPPRESSION TOTAL 103.00 103.00 0.00
FIRE DEPARTMENT 110.00 110.00 0.00
200

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
2407 HEALTH SERVICES ADMINISTRATION
Director, Health & Human Services 0.75 0.75 0.00 0.25 FTE in General Assistance Fund (2407)
Senior Management Analyst 0.00 1.00 1.00 Position added
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
HEALTH SERVICES ADMINISTRATION TOTAL 1.75 2.75 1.00
2435 FOOD AND ENVIRONMENTAL HEALTH
Environmental Health Practitioner 2.00 2.00 0.00
Senior Environmental Health Practicioner 1.00 1.00 0.00
Property Maint Inspector I 3.00 3.00 0.00
Senior Property Maintenance Inspector 1.00 1.00 0.00
Communicable Dis Surv Specialist 1.00 1.00 0.00
Emergency Response Coordinator 1.00 1.00 0.00
Health License Coordinator 1.00 1.00 0.00
Customer Service Representative 1.00 1.00 0.00
Assistant Health Director 1.00 0.00 -1.00 Position eliminated
Public Health Manager 1.00 1.00 0.00
FOOD AND ENVIRONMENTAL HEALTH TOTAL 13.00 12.00 -1.00
2440 VITAL RECORDS
Customer Service Representative 1.00 0.00 -1.00 Position eliminated
VITAL RECORDS TOTAL 1.00 0.00 -1.00
2445 HUMAN SERVICES
Human Services Advocate 3.00 2.00 -1.00 Position eliminated
HUMAN SERVICES TOTAL 3.00 2.00 -1.00
2455 COMMUNITY HEALTH
Human Services Manager 1.00 1.00 0.00
Public Health Educator 1.00 0.00 -1.00 Position eliminated
COMMUNITY HEALTH TOTAL 2.00 1.00 -1.00
HEALTH AND HUMAN SERVICES DEPARTMENT 20.75 17.75 -3.00
4105 PUBLIC WORKS AGENCY ADMIN
Director of Public Works Agency 0.00 0.50 0.50 0.5 FTE in Water Fund (4200)
Part-Time Clerk 0.50 0.00 -0.50 Position eliminated
Special Projects Assistant 2.00 0.00 -2.00 Reclassified to Administrative Lead
Administrative Lead 0.00 2.00 2.00 Reclassified from Special Projects Assistant
Project Management Supervisor 2.00 1.00 -1.00 1 FTE moved to Water Fund (4105); reclassified to
Plumbing Inspector
PUBLIC WORKS AGENCY ADMIN TOTAL 4.50 3.50 -1.00
4300 ENVIRONMENTAL SERVICES
Environmental Services Coordinator 1.00 1.00 0.00
ENVIRONMENTAL SERVICES TOTAL 1.00 1.00 0.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Equipment Operator I 1.00 1.00 0.00
Equipment Operator II 2.00 2.00 0.00
Public Works Maint Wrkr II 3.00 3.00 0.00
RECYCLING AND ENVIRONMENTAL MAINTAINENCE TOTAL 6.00 6.00 0.00
4320 FORESTRY
Arborist 1.00 1.00 0.00
Forestry Worker I 1.00 0.00 -1.00 Position moved to Solid Waste Fund
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker III 13.00 13.00 0.00
FORESTRY TOTAL 18.00 17.00 -1.00
201

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
4330 GREENWAYS
Equipment Operator II 2.00 2.00 0.00
General Tradesman 1.00 1.00 0.00
Greenway Supervisor 1.00 1.00 0.00
Greenway Crew Leader 1.00 1.00 0.00
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker II 1.00 0.00 -1.00 Reclassified to Public Works Maint. Worker II
Public Works Maintenance Worker II 2.00 2.00 0.00
1 FTE reclassified from Parks/Forestry Worker II; 1 FTE
moved to Parking Fund
Public Works Maintenance Worker I 1.00 1.00 0.00
Parks/Forestry Worker III 4.00 4.00 0.00
GREENWAYS TOTAL 16.00 15.00 -1.00
4410 STREETS AND RIGHT OF WAY
Civil Engineer III 0.25 0.75 0.50 Moved from Special Assessment (6000)
Engineering Associate II 1.00 1.00 0.00
STREETS AND RIGHT OF WAY TOTAL 1.25 1.75 0.50
4420 TRANSPORTATION
Sr Proj Mgr: Traf/ROW/Permits 1.00 1.00 0.00
Traffic Engineering Technician 0.50 0.50 0.00 0.5 FTE in Parking Fund (4510)
TRANSPORTATION TOTAL 1.50 1.50 0.00
4430 PARKS AND FACILITIES
Architect 0.50 0.50 0.00 0.5 FTE in Parking Fund (4430)
PARKS AND FACILITIES TOTAL 0.50 0.50 0.00
4500 INFRASTRUCTURE MAINTENANCE
Public Services Bureau Chief 0.75 0.75 0.00 0.25 FTE in Solid Waste Fund (4310)
INFRASTRUCTURE MAINTENANCE TOTAL 0.75 0.75 0.00
4510 STREET MAINTENANCE
Equipment Operator II 10.00 9.00 -1.00 Reclassified to Equipment Operator III
Equipment Operator III 2.00 3.00 1.00 Reclassified from Equipment Operator II
Public Works Maint Wrkr II 1.00 0.00 -1.00 Position eliminated
PW Crew Leader 2.00 2.00 0.00
Supervisor: Streets 1.00 1.00 0.00
STREET MAINTENANCE TOTAL 16.00 15.00 -1.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE
Traffic Operations Supervisor 1.00 1.00 0.00
Public Works Maint Wrkr III 3.00 3.00 0.00
Traffic Electrician 3.00 3.00 0.00
Traffic Electrician Leader 1.00 1.00 0.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE TOTAL 8.00 8.00 0.00
PUBLIC WORKS AGENCY 73.50 70.00 -3.50
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
Director, Recreation & Comm. Services 1.00 1.00 0.00
Special Projects Assistant 1.00 0.00 -1.00 Reclassified to Administrative Coordinator
Administrative Coordinator 0.00 1.00 1.00 Reclassified from Special Projects Assistant
Exec Secretary (to Dept. Head) 1.00 0.00 -1.00 Reclassified to Administrative Lead
Administrative Lead 0.00 1.00 1.00 Reclassified from Exec Secretary
Youth Advocate 0.00 1.00 1.00 Moved from Youth Engagement (3215); increased by 0.2
FTE
RECREATION MGMT & GENERAL SUPPORT 3.00 4.00 1.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT
Data Control Clerk 1.00 1.00 0.00
Recreation Support Specialist 1.00 1.00 0.00
RECREATION BUSINESS & FISCAL MANAGEMENT 2.00 2.00 0.00
3020 RECREATION GENERAL SUPPORT
Asst. Director of Recr. & Comm. Services 2.00 1.00 -1.00 Position eliminated
Program Coordinator 0.40 0.00 -0.40 0.4 FTE moved to Special Recreation (3130)
RECREATION GENERAL SUPPORT TOTAL 2.40 1.00 -1.40
202

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
3030 CROWN COMMUNITY CENTER
Building Supervisor 1.00 1.00 0.00
Fac Maint. Worker/Cust II 2.00 2.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
After School Supervisor 1.00 1.00 0.00
PT Preschool Instructor 2.66 2.66 0.00
PT Custodian 1.60 1.60 0.00
Preschool Program Supervisor 0.50 0.50 0.00
CROWN COMMUNITY CENTER TOTAL 9.76 9.76 0.00
3035 CHANDLER COMMUNITY CENTER
Clerk III 0.75 0.75 0.00
Recreation Program Coordinator 1.00 2.00 1.00 Reclassifed from Program Supervisor
Program Supervisor 0.80 0.00 -0.80 Reclassified to Recreation Program Coordinator
PT Custodian 1.53 1.78 0.25
Facilities Supervisor 0.40 0.40 0.00
CHANDLER COMMUNITY CENTER TOTAL 4.48 4.93 0.45
3040 FLEETWOOD JOURDAIN COMMUNITY CENTER
Clerk III 0.70 0.70 0.00
Office Coordinator 1.00 1.00 0.00
Custodian II 1.00 1.00 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
Program Supervisor 1.25 0.60 -0.65 1 FTE reclassified to Assistant Program Coordinator; 0.35
FTE moved from Sports Leagues (3100)
Assistant Program Coordinator 0.00 1.00 1.00 1 FTE reclassified from Program Supervisor
After School Supervisor 0.50 0.50 0.00
PT Custodian 0.50 0.50 0.00
FLEETWOOD JOURDAIN COMM. CENTER TOTAL 6.95 7.30 0.35
3045 FLEETWOOD JOURDAIN THEATER
Recreation Program Coordinator 1.00 1.00 0.00
FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3050 RECREATION OUTREACH
Program Supervisor 0.50 0.50 0.00
RECREATION OUTREACH 0.50 0.50 0.00
3055 LEVY CENTER SENIOR SERVICES
Custodian I 2.00 1.00 -1.00 Reclassified to Custodian II
Fac Maint. Worker/Cust II 0.00 1.00 1.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 2.00 2.00 0.00
Secretary II 1.00 1.00 0.00
PT Office Assistant 0.67 0.67 0.00
Facilities Supervisor 1.38 1.22 -0.16 0.16 FTE moved to Noyes (3710)
FT Bus Driver 1.00 1.00 0.00
PT Custodian 1.45 1.45 0.00
Senior Citizen Ombudsman Manager 1.00 1.00 0.00
Senior Citizen Ombudsman Assistant 1.00 1.00 0.00
LEVY CENTER SENIOR SERVICES TOTAL 12.50 12.34 -0.16
3080 BEACHES
Recreation Program Coordinator 0.75 0.75 0.00 0.25 FTE in Park Service (3150)
Recreation Services Manager 0.50 0.50 0.00 Other FTE in 3130, 3150, 3100
BEACHES TOTAL 1.25 1.25 0.00
3095 CROWN ICE RINK
Clerk II 1.50 1.50 0.00
Office Coordinator 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
Assistant Program Coordinator 1.00 1.00 0.00
Recreation Manager 1.00 1.00 0.00
Office Assistant 0.60 0.60 0.00
Facilities Supervisor 0.89 0.89 0.00
PT Custodian 0.50 0.50 0.00
CROWN ICE RINK TOTAL 7.49 7.49 0.00
203

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
3100 SPORTS LEAGUES
Recreation Services Manager 0.05 0.05 0.00 Other FTE in 3080, 3150, 3100
Program Supervisor 0.50 0.00 -0.50 Moved to Fleetwood-Jourdain (3040)
SPORTS LEAGUES TOTAL 0.55 0.05 -0.50
3130 SPECIAL RECREATION
Recreation Program Coordinator 1.60 2.00 0.40 0.4 FTE moved from General Support (3020)
Recreation Services Manager 0.25 0.25 0.00 Other FTE in 3080, 3100, 3150
Program Supervisor 0.46 0.46 0.00
SPECIAL RECREATION TOTAL 2.31 2.71 0.40
3140 BUS PROGRAM
PT Bus Driver 1.15 1.15 0.00
BUS PROGRAM TOTAL 1.15 1.15 0.00
3150 PARK SERVICE UNIT
Recreation Program Coordinator 0.25 0.25 0.00 0.75 FTE in Beaches (3130)
Recreation Services Manager 0.20 0.20 0.00 Other FTE in 3080, 3100, 3130
PT Park Ranger 1.00 1.00 0.00
PARK SERVICE UNIT TOTAL 1.45 1.45 0.00
3215 YOUTH ENGAGEMENT
Youth Advocate 0.80 0.00 -0.80 Moved to Mgmt and Support (3005)
Community Services Manager 1.00 1.00 0.00
Program Coordinator - YYA 1.00 1.00 0.00
Youth-Young Adult Ast. Prog. Coordinator 1.00 1.00 0.00
Youth-Young Adult Outreach Program Assistant 0.45 0.45 0.00
Youth-Young Adult Outreach Worker 2.45 2.45 0.00
Youth-Young Adult Outreach Development Worker 2.00 2.00 0.00
YOUTH ENGAGEMENT TOTAL 8.70 7.90 -0.80
3225 GIBBS-MORRISON CULTURAL CENTER
Facilities Coordinator 1.00 1.00 0.00
Facilities Supervisor 1.50 1.50 0.00
GIBBS-MORRISON CULTURAL CENTER TOTAL 2.50 2.50 0.00
3605 ECOLOGY CENTER
Clerk III 1.00 1.00 0.00
Recreation Program Coordinator 2.00 2.00 0.00
Garden Coordinator 0.20 0.20 0.00
Facilities Supervisor 0.32 0.50 0.18
PT Custodian 0.25 0.25 0.00
ECOLOGY CENTER TOTAL 3.77 3.95 0.18
3710 NOYES CULTURAL ARTS CENTER
Office Assistant 0.85 0.50 -0.35
Weekend/Evening Coordinator 1.00 1.00 0.00
PT Custodian 1.52 1.68 0.16 0.16 FTE moved from Levy Center (3055)
NOYES CULTURAL ARTS CENTER TOTAL 3.37 3.18 -0.19
3720 CULTURAL ARTS PROGRAMS
Recreation Program Coordinator 1.00 1.00 0.00
CULTURAL ARTS PROGRAMS TOTAL 1.00 1.00 0.00
PARKS, RECREATION, & COMM. SERV. DEPT. 76.13 75.46 -0.67
General Fund 613.58 600.81 -12.77
-12.77
4605 GENERAL ASSISTANCE ADMINISTRATION
Director, Health & Human Services 0.25 0.25 0.00 0.75 FTE in General Fund (2407)
Customer Service Representative 1.00 1.00 0.00
Human Services Specialist 1.00 1.00 0.00
General Assistance Specialist 2.00 2.00 0.00
GENERAL ASSISTANCE ADMINISTRATION TOTAL 4.25 4.25 0.00
GENERAL ASSISTANCE FUND 4.25 4.25 0.00
204

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
4805 EARLY LEARNING & LITERACY
Librarian I 2.50 2.50 0.00
Librarian III 1.00 1.00 0.00
Youth Engagement Librarian II 0.00 1.00 1.00 moved from 4825
Supervising Librarian 1.00 0.00 -1.00 moving to 4835
Teen Services Librarian I 1.00 0.00 -1.00 moving to 4835
Library Assistant 5.11 3.11 -2.00
EARLY LEARNING & LITERACY TOTAL 10.61 7.61 -3.00
4806 LIFELONG LEARNING & LITERACY
Librarian I 5.03 5.03 0.00
Supervising Librarian 1.00 0.00 -1.00
Librarian III 0.00 1.00 1.00 reclassified from Supervising Librarian
Library Assistant 2.53 2.74 0.21
Technology Associate 2.80 0.00 -2.80
Technology Trainer 1.06 0.00 -1.06
Administrative Librarian 1.00 0.00 -1.00 position eliminated
Virtual Services Librarian 1.00 0.00 -1.00 moved to 4835
LIFELONG LEARNING & LITERACY TOTAL 14.42 8.77 -5.65
4820 ACCESS SERVICES
Circulation Manager 1.00 1.00 0.00
Librarian III 0.00 1.00 1.00 moved from 4835
Assistant Circulation Manager 1.00 1.00 0.00
Library Aide II 3.07 3.21 0.14
Collection Development Manager 0.00 1.00 1.00 moved from 4835
Library Assistant 0.00 2.75 2.75 moved from 4835
Library Clerk 5.68 7.34 1.66
Shelver 4.84 4.84 0.00
ACCESS SERVICES TOTAL 15.59 22.14 6.55
4825 ENGAGEMENT SERVICES
Librarian III 1.00 2.00 1.00
Shelver 0.40 0.40 0.00
Community Engagement Assistant 0.53 0.67 0.14
Latino Engagement Librarian 1.00 1.00 0.00
Community Engagement Librarian 1.00 0.00 -1.00 reclassified to Librarian III
Youth Engagement Librarian II 1.00 0.00 -1.00
Branch Assistant 3.68 3.68 0.00
Library Aide II 0.00 0.21 0.21
Library Clerk 1.27 0.53 -0.74
ENGAGEMENT SERVICES TOTAL 9.88 8.49 -1.39
4835 INNOVATION & DIGITAL LEARNING
Librarian I 0.67 0.00 -0.67 eliminated
Librarian III 1.00 1.00 0.00
Library Assistant 2.75 0.53 -2.22
Virtual Services Librarian 0.00 1.00 1.00 moved from 4805
Technology Associate 0.00 3.53 3.53 moved from 4806
Technology Trainer 0.00 1.06 1.06 moved from 4806
Teen Services Librarian I 0.00 1.00 1.00 moved from 4805
Teen Engagement Coordinator 0.00 1.00 1.00
Collection Development Manager 1.00 0.00 -1.00 moved to 4820
Library Clerk 1.53 0.00 -1.53
INNOVATION & DIGITAL LEARNING TOTAL 6.95 9.12 2.17
4840 MAINTENANCE
Custodian II 2.00 2.00 0.00
Custodian I 0.80 0.75 -0.05
Security Monitor 2.67 2.79 0.12
Facilities Management Supervisor 1.00 1.00 0.00
MAINTENANCE TOTAL 6.47 6.54 0.07
205

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
4845 ADMINISTRATION
Office Coordinator 1.00 1.00 0.00
Director, Library 1.00 1.00 0.00
Assistant Library Director 1.00 1.00 0.00
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
Development Associate 1.34 1.34 0.00
Development Manager 1.00 1.00 0.00
Community Engagement Coordinator 0.80 0.80 0.00
ADMINISTRATION TOTAL 7.14 7.14 0.00
LIBRARY FUND 71.06 69.81 -1.25
5005 NSP2
Housing and Grant Administrator 0.05 0.00 -0.05 Moved to CDBG 5220
Grants and Compliance Specialist 0.10 0.00 -0.10 0.1 FTE Moved to CDBG (5220)
NSP2 TOTAL 0.15 0.00 -0.15
NSP2 FUND 0.15 0.00 -0.15
5150 EMERGENCY TELEPHONE SYSTEM
Asst. Communications Coordinator 2.00 2.00 0.00
Communications Coordinator 1.00 1.00 0.00
Telecommunicator 2.00 2.00 0.00
EMERGENCY TELEPHONE SYSTEM TOTAL 5.00 5.00 0.00
EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
5187 HOUSING REHABILITATION
Construction Rehabilitation Specialist 1.00 1.00 0.00
Customer Service Coordinator 0.60 0.60 0.00 0.4 FTE in Building Inspection (2126)
Build/Insp. Serv. Division Manager 0.15 0.15 0.00 0.85 FTE in Building Inspection (2126)
HOUSING REHABILITATION TOTAL 1.75 1.75 0.00
5220 CDBG ADMINISTRATION
Housing and Grant Manager 0.55 0.60 0.05 0.4 FTE in Affordable Housing (5465); retitled from
Housing & Grant Admininistrator
PT Financial Analyst 0.50 0.50 0.00
Grants and Compliance Specialist 0.90 1.00 0.10 0.1 FTE Moved from NSP2 (5505)
Social Services Grants and Compliance Specialist 0.50 0.50 0.00 0.5 FTE in General Fund (2101)
Housing Policy & Planning Analyst 0.30 0.30 0.00 Additional FTE in HOME (5430) and Affordable Housing
(5465)
CDBG ADMINISTRATION TOTAL 2.75 2.90 0.15
CDBG ADMINISTRATION FUND 4.50 4.65 0.15
5430 HOME FUND
Housing Policy & Planning Analyst 0.35 0.35 0.00 Additional FTE in CDBG (5220) and Affordable Housing
(5465)
HOME FUND 0.35 0.35 0.00
5465 AFFORDABLE HOUSING FUND
Housing Policy & Planning Analyst 0.35 0.35 0.00 Additional FTE in CDBG (5220) and HOME (5430)
Community Development Director 0.25 0.25 0.00 0.75 FTE in General Fund (2101)
Housing and Grant Manager 0.40 0.40 0.00 0.6 FTE in CDBG Administration (5220); retitled from
AFFORDABLE HOUSING FUND 1.00 1.00 0.00
4105 CAPITAL IMPROVEMENT FUND
Capital Planning Bureau Chief 0.50 0.50 0.00 0.5 FTE in Water Fund (4105)
Senior Project Manager 2.50 2.50 0.00 0.5 FTE in Parking Fund (4510)
Civil Engineer II 0.50 0.50 0.00 0.5 FTE in Sewer Fund (4530)
ADA/CIP Project Manager 1.00 1.00 0.00
CAPITAL IMPROVEMENT FUND 4.50 4.50 0.00
6000 SPECIAL ASSESSMENT FUND
Civil Engineer III 0.50 0.00 -0.50 Moved to General Fund (4410)
SPECIAL ASSESSMENT FUND 0.50 0.00 -0.50
206

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
1560 REVENUE AND COLLECTIONS
Revenue Manager 0.50 0.50 0.00
Customer Service Representative 2.00 2.00 0.00
Revenue Collections Coordinator 1.00 1.00 0.00
REVENUE AND COLLECTIONS TOTAL 3.50 3.50 0.00
4420 TRANSPORTATION
Traffic Engineering Technician 0.50 0.50 0.00 0.5 FTE in General Fund (4420)
TRANSPORTATION TOTAL 0.50 0.50 0.00
4430 PARKS AND FACILITIES
Architect 0.50 0.50 0.00 0.5 FTE in Parking Fund (4430)
PARKS AND FACILITIES TOTAL 0.50 0.50 0.00
4510 STREET MAINTENANCE
Senior Project Manager 0.50 0.50 0.00 0.5 FTE in Capital Fund (4118)
Public Works Maint Wrkr II 1.00 0.00 -1.00 Position eliminated
STREET MAINTENANCE TOTAL 1.50 0.50 -1.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Public Works Maint Wrkr I 0.00 1.00 1.00 Reclassified from Public Works Maint Wrkr II
Public Works Maint Wrkr II 1.00 0.00 -1.00 Reclassified to Public Works Maint Wrkr I
Sanitation Supervisor 1.00 1.00 0.00
RECYCLING AND ENVIRONMENTAL MAINTENANCE TOTAL 2.00 2.00 0.00
4330 GREENWAYS
Public Works Maint Wrkr II 2.00 3.00 1.00 1 FTE moved from General Fund
GREENWAYS TOTAL 2.00 3.00 1.00
7005 PARKING SYSTEM MANAGEMENT
Parking Operations Coordinator 1.00 1.00 0.00
Transportation and Mobility Coordinator 1.00 1.00 0.00
Management Analyst 0.00 1.00 1.00 Moved from General Fund (1905)
Parking Operations Specialist 0.00 1.00 1.00 Position added
Parking Facilities Supervisor 1.00 1.00 0.00
Parking Division Manager 1.00 1.00 0.00
PARKING SYSTEM MANAGEMENT TOTAL 4.00 6.00 2.00
7015 PARKING LOTS & METERS
Parking Maintenance Worker 2.00 2.00 0.00
PARKING LOTS & METERS TOTAL 2.00 2.00 0.00
7037 MAPLE AVENUE GARAGE
Facilities Maintenance Worker III 1.00 1.00 0.00
MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 17.00 19.00 2.00
4105 PUBLIC WORKS AGENCY ADMIN
MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00 0.5 FTE in Sewer Fund (4530)
Capital Planning Bureau Chief 0.50 0.50 0.00 0.5 FTE in Capital Fund (4118)
Sustainability Coordinator 0.25 0.25 0.00 0.5 FTE General Fund (1535), 0.25 FTE Solid Waste Fund
(4310)
Project Management Supervisor 0.50 0.00 -0.50 Reclassified to Management Analyst
Management Analyst 0.00 0.50 0.50 Reclassified from Project Management Supervisor; .5 FTE
in Sewer Fund (4105)
Plumbing Inspector 0.50 0.50 0.00 0.5 FTE in Sewer Fund (4105)
PUBLIC WORKS AGENCY ADMIN TOTAL 2.25 2.25 0.00
4200 WATER PRODUCTION
Director of Public Works Agency 1.00 0.50 -0.50 0.5 FTE in General Fund (4105)
Civil Engineer 1.00 1.00 0.00
Senior Project Manager 1.00 1.00 0.00
Special Projects Assistant 1.00 0.00 -1.00 Reclassified to Administrative lead
Administrative Lead 0.00 1.00 1.00 Reclassified from Special Projects Assistant
207

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
Water Production Bureau Chief 1.00 1.00 0.00
WATER PRODUCTION TOTAL 5.00 4.50 -0.50
208

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
4208 WATER BILLING
Cust. Svc./Wtr Bill Coordinator 1.00 1.00 0.00
Part Time Clerk 0.50 0.50 0.00
WATER BILLING TOTAL 1.50 1.50 0.00
4210 PUMPING
Division Chief, Pumping 1.00 1.00 0.00
Project Management Supervisor 1.00 1.00 0.00
Water Plant Operator 5.00 5.00 0.00
Water Worker I 1.00 1.00 0.00
Water Worker II 1.00 1.00 0.00
Water/Sewer Mechanic 3.00 3.00 0.00
PUMPING TOTAL 12.00 12.00 0.00
4220 FILTRATION
Chemist 1.00 1.00 0.00
Division Chief, Filtration 1.00 1.00 0.00
Microbiologist 1.00 1.00 0.00
Project Management Supervisor 1.00 1.00 0.00
Water Plant Operator 5.00 5.00 0.00
Water Worker I 1.00 1.00 0.00
Water Worker II 1.00 1.00 0.00
Water/Sewer Mechanic 3.00 3.00 0.00
FILTRATION TOTAL 14.00 14.00 0.00
4440 WATER AND SEWER CAPITAL
Civil Engineer II 1.00 1.00 0.00
GIS / Engineering Technician 1.00 1.00 0.00
WATER AND SEWER CAPITAL TOTAL 2.00 2.00 0.00
4540 DISTRIBUTION MAINTENANCE
Water Distribution Supervisor 1.00 1.00 0.00
Water Worker I 2.00 2.00 0.00
Water Worker III 3.00 3.00 0.00
Water / Sewer Crew Leader 3.00 3.00 0.00
DISTRIBUTION MAINTENANCE TOTAL 9.00 9.00 0.00
WATER FUND 45.75 45.25 -0.50
4440 WATER AND SEWER CAPITAL
GIS / Engineering Technician 1.00 0.00 -1.00 Moved to Sewer Maintenance (4530)
WATER AND SEWER CAPITAL TOTAL 1.00 0.00 -1.00
4530 SEWER MAINTENANCE
Project Management Supervisor 0.50 0.00 -0.50 Reclassified to Management Analyst
Management Analyst 0.00 0.50 0.50 0.5 FTE in Water Fund (4105)
Plumbing Inspector 0.50 0.50 0.00 0.5 FTE in Water Fund (4105)
MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00 0.5 FTE in Water Fund (4105)
GIS / Engineering Technician 0.00 1.00 1.00 Moved from Water and Sewer Capital (4440)
Senior Sewer Supervisor 1.00 1.00 0.00
Water Worker I 2.00 2.00 0.00
Water Worker II 1.00 1.00 0.00
Civil Engineer II 0.50 0.50 0.00 0.5 FTE in Capital Fund (4118)
Civil Engineer III 0.25 0.25 0.00 0.5 FTE in Special Assessment (6000), 0.25 FTE in
General Fund (4410)
Water Worker III 1.00 1.00 0.00
Water/Sewer Crew Leader 4.00 4.00 0.00
SEWER MAINTENANCE TOTAL 11.25 12.25 1.00
SEWER MAINTENANCE FUND 12.25 12.25 0.00
209

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Position Description
2018
Adopted
Budget FTE
2019
Adopted
Budget FTE
Difference 2019 Notes
4310 REFUSE COLLECTION & DISPOSAL
Public Services Bureau Chief 0.25 0.25 0.00 0.75 FTE in General Fund (4500)
Sustainability Coordinator 0.25 0.25 0.00 0.5 FTE in General Fund (1535), 0.25 FTE in Water Fund
(4105)
PW Crew Leader 1.00 1.00 0.00
Equipment Operator II 9.00 10.00 1.00 Reclassified from General Fund
REFUSE COLLECTION & DISPOSAL TOTAL 10.50 11.50 1.00
SOLID WASTE FUND 10.50 11.50 1.00
7710 FLEET MAINTENANCE
Administrative Assistant 0.00 0.40 0.40 0.4 FTE moved from General Fund (1905)
Fleet Services Supervisor 1.00 1.00 0.00 Retitled from Auto Shop Supervisor
Facilities & Fleet Division Manager 0.00 0.50 0.50 0.5 FTE moved from General Fund (1950)
Equipment Mechanic III 6.00 7.00 1.00 Position added
PT Junior Mechanic 0.50 0.00 -0.50 Position Eliminated
Lead Mechanic 1.00 1.00 0.00
Fleet Operations Coordinator 1.00 0.00 -1.00 Position Eliminated
MAJOR MAINTENANCE TOTAL 9.50 9.90 0.40
FLEET SERVICES FUND 9.50 9.90 0.40
7800 RISK MANAGEMENT
Administrative Lead 1.00 1.00 0.00 Reclassified from Administrative Secretary
Corporation Counsel/City Attorney 0.50 0.50 0.00
Assistant City Attorney 1.00 1.00 0.00 Reclassified from Assistant City Attorney I
Workers Comp. and Safety Manager 1.00 1.00 0.00
Safety Specialist 1.00 1.00 0.00
RISK MANAGEMENT TOTAL 4.50 4.50 0.00
7801 EMPLOYEE BENEFITS
HR Assistant/Benefits Coordinator 1.00 1.00 0.00
EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 5.50 5.50 0.00
All Funds 805.39 793.77 -11.62
210

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DEPARTMENT / DIVISION SUMMARY FY 2015 FY2016 FY2017 FY 2018 FY 2019 FY18-FY19
Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 2.00 2.00 2.00 1.00 1.00 0.00
1505 City Manager's Office 5.00 3.50 4.50 4.50 5.00 0.50
1510 Community Engagement 5.00 5.00 5.00 5.00 5.00 0.00
1535 Sustainability 1.00 1.00 1.00 0.50 0.50 0.00
1555 Financial Administration 4.00 4.00 4.00 4.00 0.00
1560 Revenue & Collections 3.00 5.50 3.50 3.50 0.00
1570 Accounting 6.50 6.50 5.50 4.50 (1.00)
1571 Tax Assessment Review 1.00 1.00 1.00 1.00 0.00
1575 Purchasing 3.50 3.50 3.00 3.00 0.00
1580 Community Arts 1.00 1.00 1.00 1.00 0.00 (1.00)
1585 Administrative Adjudication 2.00 1.00 (1.00)
Subtotal City Manager's Office 12.00 28.50 32.00 30.00 27.50 (2.50)
1705 Law Department 8.00 8.00 4.50 4.50 4.50 0.00
1905 Administration General Support 5.00 5.00 3.00 3.00 1.60 (1.40)
1910 Revenue Division 3.00
1915 Payroll 2.50 2.50 2.50 2.50 2.00 (0.50)
1920 Accounting 5.50
1921 Tax Assessment Review 1.00
1925 Purchasing 3.50
1929 Human Resources Division 6.50 6.50 6.00 5.00 5.00 0.00
1932 Information Systems 12.00 11.00 13.00 13.00 13.00 0.00
1941 Parking Enforcement & Tickets 12.00 12.00 12.00 11.00 13.00 2.00
1950 Facilities 20.20 21.20 20.20 18.50 (1.70)
Subtotal Administrative Services 51.00 57.20 57.70 54.70 53.10 (1.60)
2101 Community Development Admin 2.75 2.25 2.25 2.25 2.25 0.00
2105 Planning & Zoning 5.00 5.00 5.00 5.00 7.00 2.00
2126 Building Inspection Services 11.25 14.25 13.25 11.25 12.25 1.00
2135 Economic Development 4.50 3.50 2.00 (1.50)
19.00 21.50 25.00 22.00 23.50 1.50
2205 Police Administration 3.00 3.00 3.00 3.00 3.00 0.00
2210 Patrol Operations 98.00 98.00 91.00 91.00 91.00 0.00
2215 Criminal Investigation 16.00 16.00 18.00 18.00 18.00 0.00
2225 Social Services Bureau 5.00 5.00 5.30
2230 Juvenile Bureau 9.00 9.00 10.00 10.00 9.00 (1.00)
2235 School Liaison 5.00 5.00 4.00 4.00 4.00 0.00
2240 Police Records 7.00 7.00 7.00 7.00 6.00 (1.00)
2245 Communications Bureau 14.00 14.00 14.00 14.00 14.00 0.00
2250 Service Desk Bureau 19.00 17.00 15.00 14.50 13.50 (1.00)
2251 Public Information 8.50 8.50 8.50 8.50 8.50 0.00
2255 Office of Professional Standards 3.00 3.00 3.00 4.00 4.00 0.00
2260 Office of Administration 3.00 2.00 4.00 3.00 3.00 0.00
2265 Neighborhood Enforcement Team (N.E.T.) 15.00 15.00 16.00 16.00 16.00 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 1.00 1.00 1.00 1.00 0.00
2285 Problem Solving Team 10.00 10.00 14.00 14.00 14.00 0.00
2290 Property Bureau 2.00 2.00 2.00 2.00 0.00
2295 Building Management 1.00 1.00 1.00 1.00 0.00
Subtotal Police 227.00 225.50 225.80 220.00 217.00 (3.00)
Subtotal Community & Economic Development
GENERAL FUND DEPARTMENTS
211

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DEPARTMENT / DIVISION SUMMARY FY 2015 FY2016 FY2017 FY 2018 FY 2019 FY18-FY19
Difference
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 4.00 4.00 4.00 4.00 4.00 0.00
2315 Fire Suppression 103.00 103.00 103.00 103.00 103.00 0.00
Subtotal Fire 110.00 110.00 110.00 110.00 110.00 0.00
2407 Health Services Administration 2.00 2.00 2.00 1.75 2.75 1.00
2435 Food and Environmental Health 14.10 14.10 14.10 13.00 12.00 (1.00)
2440 Vital Records 1.00 1.00 1.00 1.00 0.00 (1.00)
2445 Human Services 3.00 2.00 (1.00)
2455 Community Health 5.00 4.00 4.00 2.00 1.00 (1.00)
Subtotal Health & Human Services 22.10 21.10 21.10 20.75 17.75 (3.00)
3005 Recreation Mgt. & General Support 3.00 3.00 3.00 3.00 4.00 1.00
3010 Recreation Business and Fiscal Mgt. 3.00 3.00 3.00 2.00 2.00 0.00
3020 Recreation General Support 2.40 2.40 2.40 2.40 1.00 (1.40)
3030 Robert Crown Community Center 8.56 8.56 9.76 9.76 9.76 0.00
3035 Chandler Community Center 6.48 6.48 5.48 4.48 4.93 0.45
3040 Fleetwood-Jourdain Community Ctr. 7.45 6.95 6.95 6.95 7.30 0.35
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 0.00
3050 Recreation Outreach 0.50 0.50 0.50 0.50 0.50 0.00
3055 Levy Senior Center 12.50 12.50 12.50 12.50 12.34 (0.16)
3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00
3095 Crown Ice Rink 6.99 7.49 7.49 7.49 7.49 0.00
3100 Sports Leagues 0.55 0.55 0.55 0.55 0.05 (0.50)
3110 Tennis
3130 Special Recreation 2.31 2.31 2.31 2.31 2.71 0.40
3140 Bus Program 1.15 1.15 1.15 1.15 1.15 0.00
3150 Park Service Unit 1.45 1.45 1.45 1.45 1.45 0.00
3215 Youth Engagement 7.40 8.40 8.40 8.70 7.90 (0.80)
3225 Gibbs-Morrison Cultural Center 1.50 2.50 2.50 2.50 0.00
3605 Ecology Center 3.77 3.77 3.77 3.77 3.95 0.18
3710 Noyes Cultural Arts Center 2.87 2.87 3.37 3.37 3.18 (0.19)
3720 Cultural Arts Programs 1.60 2.00 2.00 1.00 1.00 0.00
74.23 77.13 78.83 76.13 75.46 (0.67)
4105 Public Works Agency Administration 5.25 5.25 4.50 3.50 (1.00)
4300 Environmental Services 1.00 1.00 1.00 1.00 0.00
4310 Recycling and Environmental Maintenance 7.00 7.00 6.00 6.00 0.00
4320 Forestry 18.00 18.00 18.00 17.00 (1.00)
4330 Greenways 17.00 17.00 16.00 15.00 (1.00)
4400 Capital Planning and Engineering 0.50 0.50
4410 Streets and Right of Way 6.00 6.00 1.25 1.75 0.50
4420 Transportation 1.50 1.50 1.50 1.50 0.00
4430 Parks and Facilities 2.00 2.00 0.50 0.50 0.00
4500 Infrastructure Maintenance 0.75 0.75 0.00
4510 Street Maintenance 17.00 18.00 16.00 15.00 (1.00)
4520 Traffic Signs and Street Light Maintenance 8.00 8.00 8.00 8.00 0.00
0.00 83.25 84.25 73.50 70.00 (3.50)
TOTAL - GENERAL FUND 632.28 635.18 642.18 613.58 600.81 (12.77)
Subtotal Parks, Recreation & Comm. Services
Subtotal Public Works Agency
212

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DEPARTMENT / DIVISION SUMMARY FY 2015 FY2016 FY2017 FY 2018 FY 2019 FY18-FY19
Difference
2499 General Assistance Fund 4.00 4.00 4.00 4.25 4.25 0.00
4805 Early Learning & Literacy 11.30 12.10 13.10 10.61 7.61 (3.00)
4806 Lifelong Learning & Literacy 14.20 13.20 13.73 14.42 8.77 (5.65)
4820 Access Services 15.32 14.88 14.88 15.59 22.14 6.55
4825 Engagement Services 6.01 5.93 8.62 9.88 8.49 (1.39)
4835 Innovation & Digital Learning 6.95 6.95 6.95 6.95 9.12 2.17
4840 Maintenance 5.34 6.34 6.47 6.47 6.54 0.07
4845 Administration 7.33 7.47 10.13 7.14 7.14 0.00
Subtotal Library Fund 66.45 66.87 73.88 71.06 69.81 (1.25)
5005 Neighborhood Stabilization Program 2 0.50 0.45 0.30 0.15 0.00 (0.15)
5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 0.00
5187 Housing Rehabilitation 1.75 1.75 1.75 1.75 1.75 0.00
5220 Community Develop. Block Grant (CDBG) 2.60 2.80 2.50 2.75 2.90 0.15
Subtotal CDBG Fund 4.35 4.55 4.25 4.50 4.65 0.15
5300 Economic Development Fund 6.25 5.75
5430 Home Fund 0.40 0.50 0.50 0.35 0.35 0.00
5465 Affordable Housing Fund 0.50 0.70 1.00 1.00 0.00
4105 Capital Improvements Fund 4.50 4.50 0.00
6000 Special Assessment Fund 0.50 0.00 (0.50)
1560 Revenue and Collections 0.50 1.00 0.50 3.50 3.50 0.00
4310 Recycling and Environmental Maintenance 2.00 2.00 2.00 2.00 0.00
4330 Greenways 2.00 2.00 2.00 3.00 1.00
4420 Transportation 0.50 0.50 0.50 0.50 0.00
4510 Street Maintenance 1.00 1.00 1.50 0.50 (1.00)
4430 Parks and Facilities 0.50 0.50 0.00
7005 Parking System Management 6.50 6.00 6.00 4.00 6.00 2.00
7015 Parking Lots and Meters 8.00 3.00 3.00 2.00 2.00 0.00
7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Parking System Fund 16.00 16.50 16.00 17.00 19.00 2.00
4105 Public Works Agency Administration 2.50 2.50 2.25 2.25 0.00
4200 Water Production 2.00 2.00 5.00 4.50 (0.50)
4208 Water Billing 1.50 1.50 1.50 1.50 0.00
4210 Pumping 12.00 12.00 12.00 12.00 0.00
4220 Filtration 14.00 14.00 14.00 14.00 0.00
4400 Capital Planning and Engineering 0.50 0.50
4440 Water and Sewer Capital 3.00 3.00 2.00 2.00 0.00
4540 Distribution Maintenance 9.00 9.00 9.00 9.00 0.00
7100 Water General Support 5.00 0.00 0.00
7105 Water Pumping 12.00 0.00 0.00
7110 Water Filtration 14.00 0.00 0.00
7115 Water Distribution 12.00 0.00 0.00
7120 Water Meter Maintenance 1.50 0.00 0.00
Subtotal Water Fund 44.50 44.50 44.50 45.75 45.25 (0.50)
OTHER FUNDS
213

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DEPARTMENT / DIVISION SUMMARY FY 2015 FY2016 FY2017 FY 2018 FY 2019 FY18-FY19
Difference
4105 Public Works Agency Administration 1.00 1.00 0.00 0.00 0.00
4310 Refuse Collection and Disposal 0.33 0.33
4440 Water and Sewer Capital 1.00 1.00 1.00 (1.00)
4530 Sewer Maintenance 9.00 9.00 11.25 12.25 1.00
Subtotal Sewer Maintenance Fund 0.00 11.33 11.33 12.25 12.25 0.00
4310 Refuse Collection and Disposal 9.66 9.66 10.50 11.50 1.00
7600 Solid Waste 9.66
Subtotal Solid Waste Fund 9.66 9.66 9.66 10.50 11.50 1.00
7705 Fleet Services General Support 2.00 2.00 1.50 0.00 0.00 0.00
7710 Major Maintenance 10.50 10.50 10.50 9.50 9.90 0.40
Subtotal Fleet Services Fund 12.50 12.50 12.00 9.50 9.90 0.40
7800 Risk Management 5.00 4.00 4.50 4.50 4.50 0.00
7801 Employee Benefits 0.00 1.00 1.00 1.00 1.00 0.00
Subtotal Insurance Fund 5.00 5.00 5.50 5.50 5.50 0.00
TOTAL - OTHER FUNDS 174.61 187.11 187.62 191.81 192.96 1.15
GRAND TOTAL - ALL FUNDS 806.89 822.29 829.80 805.39 793.77 (11.62)
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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 and three reflecting the City’s plan for improvements.
Summary of FY 2019-2023 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 5- to 10- 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.
 Implement the goals of the Evanston Local Employment Program and work to increase the
participation of Evanston businesses in capital improvement projects.
 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.
 Forward the objectives of the Livability Plan, especially on items related to climate change mitigation
and adaptation
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.
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Capital Improvement Fund Policy
 Bring play equipment into compliance with CPSC / ASTM safety guidelines and ADA requirements.
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 rehabilitation/replacement of the Robert Crown Community Center and the surrounding
athletic fields.
 Undertake projects and improvement to municipal facilities to meet the standards of the Federal
Americans with Disabilities Act (ADA).
 Incorporate age-friendly features into all City facilities.
 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 three-year capital improvement program will be
developed and updated annually, including anticipated funding sources.
 The City will maintain all of 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 $150 million per resolution 42-R-18.
Capital Project Planning and Cost Containment
 City staff will meet quarterly 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.
 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
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Capital Improvement Fund Policy
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
2019 Adopted Capital Improvement Program
Project Title
2018 GO
Bond
Carryover
FY 2018
GO Bond
FY 2019
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds CDBG Other Funds TIF Funding Parking
Fund Total Funding Notes
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
1 Main Street, Maple to Hinman Design Engr Ph I/II $ 363,738 16,262	$ 120,000	$ 500,000	$
2 Main Street, McDaniel to Hartrey - Engr Svcs $ 30,000 4,000	$ 100,000	$ 134,000	$
3 Main Street, McDaniel to Hartrey - Const 900,000	$ 900,000	$ 100,000	$ 1,900,000	$
4
Howard Street Corridor, Target Access to Callan, Engr Svcs Phase
II $ 100,000 70,000	$ 10,000	$ 180,000	$
$10k in 2017 GO Bonds; $70k in 2018
GO Bond
5 Sherman Avenue, Church to Davis -	$
Extension of Fountain Square, $510k
from Wash National TIF
Street Resurfacing
6 SR - MFT - Grove, Dewey to Wesley 220,000	$ 220,000	$
7 SR - MFT - Hinman, South to Keeney 220,000	$ 220,000	$
8 SR - MFT - Culver, Crawford to Prospect 95,000	$ 95,000	$
9 SR - MFT - Jenks, Poplar to Broadway 133,000	$ 133,000	$
10 SR - MFT - Jenks, Hampton to Asbury 64,000	$ 64,000	$
11 SR - MFT - Brown, Brummel to North End 94,000	$ 94,000	$
12 SR - MFT - Keeney, Dewey to Florence 130,000	$ 130,000	$
13 SR - MFT - Green Bay, McCormick to Isabella (patching only) 250,000	$ 250,000	$
Water Main -	$
14 WM - 30" Downtown Feeder Main Rehab - Engr Svcs 200,000	$ 200,000	$ IEPA Water SRF Loan
15 WM - 30" Downtown Feeder Main Rehab - Const 5,000,000	$ 5,000,000	$ IEPA Water SRF Loan
16 WM - Isabella, Prairie to Green Bay Road 330,000	$ 330,000	$ Water GO Bond
17 WM - Emerson, Dodge to Ashland 800,000	$ 800,000	$ Water GO Bond
18 WM - Hartrey, Dobson to Brummel 100,000	$ 100,000	$ Water GO Bond
19 WM - Hartrey, Main to Washington 420,000	$ 420,000	$ Water GO Bond
20 WM - Cowper, Harrison to Central 470,000	$ 470,000	$ Water GO Bond
21 WM - Lincolnwood, Park Place to Isabella 450,000	$ 450,000	$ Water GO Bond
22 WM - Payne, Darrow to Dewey 240,000	$ 240,000	$ Water GO Bond
23 WM - Munroe, Dodge to Florence 800,000	$ 800,000	$
24 WM - Lining Small Dia Mains on Private Easement 1,300,000	$ 1,300,000	$ IEPA Water SRF Loan
25 Drinking Fountain Replacement 100,000	$ 100,000	$
26 Lincolnwood Connection and Meter Vault - Const 1,600,000	$ 1,600,000	$
27 Lincolnwood Connection and Meter Vault - Engr Svcs 240,000	$ 240,000	$
28 CDBG - Partial Lead Service Replacement 75,000	$ 75,000	$
Sewer Rehabilitation -	$
29 Sewer - CIPP Rehabilitation 1,125,561	$ 1,125,561	$
30 Sewer - Emergency Sewer Repairs 75,000	$ 75,000	$
31 Sewer - Repairs on Street Improvements 255,000	$ 255,000	$
32 Sewer - Sewer Extension for Alley Improvements 150,000	$ 150,000	$
33 Sewer - Drainage Structure Lining 165,000	$ 165,000	$
34 Sewer - Stormwater Mgmt Improvements 100,000	$ 100,000	$
35 Sewer - Stormwater Master Plan Improvements 100,000	$ 100,000	$
36 Sewer - Hinman Relief Sewer Ext Ph 3 305,000	$ 305,000	$
37 Sewer - Large Dia Rehab - Greenleaf 2,100,000	$ 2,100,000	$ IEPA Sewer SRF Loan
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 493,738	$ 990,262	$ 1,000,000	$ 5,670,000	$ 2,375,561	$ 8,600,000	$ 1,206,000	$ -	$ 75,000	$ 10,000	$ -	$ -	$ 20,420,561	$
222

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City of Evanston
2019 Adopted Capital Improvement Program
Project Title
2018 GO
Bond
Carryover
FY 2018
GO Bond
FY 2019
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds CDBG Other Funds TIF Funding Parking
Fund Total Funding Notes
OTHER TRANSPORTATION
Major Projects
38 Bridge Inspection 10,000	$ 10,000	$ 20,000	$
39 Central Street Bridge Engr, Phase II 90,000	$ 90,000	$ STP-BR Funds
40 Central Street Bridge Engr, Phase III 60,000	$ 600,000	$ 660,000	$ STP-BR Funds, City receives and pays out
41 Central Street Bridge Construction 500,000	$ 5,600,000	$ 6,100,000	$ STP-BR Funds, City only pays the GO Bond
42 Ridge Avenue Signal Study 175,000	$ 175,000	$
43 Traffic Signals - Emerson @ Maple/Elgin/Benson/Dodge - Const 1,250,000	$ 20,000	$ 1,270,000	$ PUD fees of $20k, Ord. 37-O-17
44
Traffic Signals - Emerson @ Maple/Elgin/Benson/Dodge - Engr
Svcs Phase III 56,000	$ 64,000	$ 120,000	$
Remaining PUD fees of $64k, Ord.45-O-07
(415.40.4219)
Annual Projects -	$
45 General Phase I Engineering 20,000	$ 30,000	$ 50,000	$
46 Street Impr Program (Lighting, Pavement Marking) 210,000	$ 210,000	$
47 Street Patching Program 600,000	$ 600,000	$
48 Street Rejunvenation Pilot 100,000	$ 100,000	$
49 Tallmadge Light Pole Mold Creation 70,000	$ 70,000	$
50 Traffic Calming, Bicycle and Ped Improvements 300,000	$ 300,000	$
51 Viaduct Improvement - Emerson/Ridge/GB 350,000	$ 350,000	$
Alley Improvements -	$
52 North of Simpson, East of McDaniel 250,000	$ 408,000	$ 658,000	$
$408,000 from SA fund
(420.26.6000.65515)
53 CDBG - North of Cleveland, East of Wesley 390,000	$ 390,000	$ CDBG Application
54 CDBG - Reallocated Alley Funds 242,000	$ 242,000	$ Reallocated CDBG Funds
Parking Lot Projects -	$
55 PL - No. 51 - Tallmadge Park 380,000	$ 380,000	$
56 PL - 717 Howard 125,000	$ 125,000	$ 250,000	$ Howard Ridge TIF
TOTAL TRANSPORTATION PROJECTS 90,000	$ 10,000	$ 3,951,000	$ 30,000	$ -	$ -	$ -	$ 6,200,000	$ 632,000	$ 492,000	$ 125,000	$ 505,000	$ 12,035,000	$
PARKS
57 Foster Field - Perimeter Fence Replacement 187,813	$ 187,813	$ Reallocated CDBG Funds
58 Clyde-Brummel - Fence Replacement 50,000	$ 50,000	$ CDBG Application
59 Garden Park - Const 500	$ 500,000	$ 500,500	$
60 Harbert Park - Basketball Court Reconstruction 100,000	$ 100,000	$ 2018 Good Neighbor Fund
61 Harbert Park - Shelter Installation 100,000	$ 100,000	$ Neighborhood Improvement Fund
62 Lovelace Park - Tennis Court Rehab 250,000	$ 250,000	$
63 McCullogh Park - Design Engr Svcs 100,000	$ 100,000	$
64 Misc Park Improvements (Ackerman/Harbert/Cartwright) 120,000	$ 120,000	$
65 Parks Contingency 75,000	$ 75,000	$
TOTAL PARKS PROJECTS -	$ 500	$ 1,045,000	$ -	$ -	$ -	$ -	$ -	$ 237,813	$ 200,000	$ -	$ -	$ 1,483,313	$
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City of Evanston
2019 Adopted Capital Improvement Program
Project Title
2018 GO
Bond
Carryover
FY 2018
GO Bond
FY 2019
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds CDBG Other Funds TIF Funding Parking
Fund Total Funding Notes
FACILITIES
66 Chander - Electrical/HVAC - Engr Svcs -	$
67 Chandler - Fire Panel Replacement 30,000	$ 30,000	$
68 Chandler - HVAC Improvements - Engr Svcs $ 7,000 7,000	$
69 Chandler - HVAC Improvements - Constr 530,000	$ 530,000	$
$27k from 2017 GOBond remaining, $8k
from 2018 GO Bond for the Chandler
Electrical Project Reallocated
70 Chandler - Roof Replacement 225,000	$ 225,000	$
71 Church/Maple/Sherman Garage - Capacity Signs 250,000	$ 250,000	$
72 Church/Maple/Sherman Garage - Fiber Connect 400,000	$ 400,000	$
73 Church/Maple/Sherman Garage - Silane Sealer (Traffic Coating) 900,000	$ 900,000	$
74 Civic Center - HVAC Improvements - Design Engr Svcs 250,000	$ 250,000	$
75 Ecology Center - Crawl Space Impr - Engr Svcs 50,000	$ 50,000	$
76 Energy Efficiency Improvements 50,000	$ 50,000	$ 100,000	$ Utilized for Chandler and Levy HVAC
77 Facilities Contingency 300,000	$ 300,000	$
78 Fire Station 1&4 - Bunkroom Improvements 150,000	$ 150,000	$
79 Fire Station 2 - Emergency Generator Rehabilitation 50,000	$ 50,000	$
80 Fire Station 3 - HVAC Improvements 75,000	$ 75,000	$
81 Fleetwood - Interior Improvements 290,000	$ 290,000	$ 2018 Good Neighbor Fund
82 Levy - BAS Upgrade 30,000	$ 30,000	$
83 Levy - HVAC Improvements - Constr 350,000	$ 350,000	$
84 Levy/Police Fire HQ - HVAC Improvements - Engr Svcs 40,000	$ 40,000	$
85 Noyes - HVAC Study 100,000	$ 100,000	$
86 Noyes - Security Camera Upgrade 30,000	$ 30,000	$
Noyes Tenant Reserve Fund
(100.30.3710.65515)
87 Police Fire HQ - Emergency Generator Replacement 160,000	$ 160,000	$
88 Police Fire HQ - HVAC Improvements (RTU 1) 250,000	$ 250,000	$
89 Service Center - HVAC Study (Bldgs A & D) 125,000	$ 125,000	$
90 Sherman Avenue Garage - Lighting Upgrade 650,000	$ 650,000	$
91 Sherman Avenue Garage - Paint Rehab 250,000	$ 250,000	$
92 Sherman Avenue Garage - Security Camera Upgrade 250,000	$ 250,000	$
93 Sherman Avenue Garage - Structural Inspection 130,000	$ 130,000	$
TOTAL FACILITIES PROJECTS 7,000	$ 100,000	$ 2,715,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 320,000	$ -	$ 2,830,000	$ 5,972,000	$
MISCELLANEOUS
94 Cybersecurity Alignment Study 50,000	$ 50,000	$
95 Emergency Siren System Replacement 175,000	$ 175,000	$
96 IT - Network Switch Reliability 23,657	$ 77,686	$ 101,343	$ Approved City Council 3/12/18
97 IT - Server Replacement 120,000	$ 120,000	$ CIP Fund Balance (415.40.4219)
98 Public Art 26,000	$ 26,000	$
99 Environmental Monitoring 192,500	$ 192,500	$ Waste Transfer Station Funds
100 In-House Engineering Services 500,000	$ 500,000	$
TOTAL MISCELLANEOUS PROJECTS -	$ 73,657	$ 778,686	$ -	$ -	$ -	$ -	$ -	$ -	$ 312,500	$ -	$ -	$ 1,164,843	$
224

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City of Evanston
2019 Adopted Capital Improvement Program
Project Title
2018 GO
Bond
Carryover
FY 2018
GO Bond
FY 2019
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds CDBG Other Funds TIF Funding Parking
Fund Total Funding Notes
WATER TREATMENT, STORAGE AND BILLING
101 South Standpipe - Motor Control Center - Const 50,000	$ 50,000	$
102 South Standpipe - Motor Control Center - Engr Svcs 30,000	$ 30,000	$
103 WTP - 36/42 Intake Replacement - Engr Svcs 300,000	$ 300,000	$
104 WTP - 54" Intake Heater Cable Repair 200,000	$ 200,000	$
105 WTP - Exterior Door Replacement 75,000	$ 75,000	$
106 WTP - Filter Freight Elevator and Controls Rehab 120,000	$ 120,000	$
107 WTP - Filtration Headhouse Improvements - Engr Svcs 80,000	$ 80,000	$
108 WTP - Laboratory Expansion - Construction 800,000	$ 800,000	$
109 WTP - Laboratory Expansion - Engr Svcs 100,000	$ 100,000	$
110 WTP - Settling Basins 1 and 2 Rehab - Engr Svcs 50,000	$ 50,000	$
111 WTP - Treated Water Storage Replacement - Construction 13,400,000	$ 13,400,000	$ IEPA Water SRF Loan
112 WTP - Treated Water Storage Replacement - Const Engr Svcs 300,000	$ 300,000	$ IEPA Water SRF Loan
TOTAL WATER TREATMENT PROJECTS -	$ -	$ -	$ 1,805,000	$ -	$ 13,700,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 15,505,000	$
SUMMARY 2018 GO
Bond
Carryover
FY 2018
GO Bond
FY 2019
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds CDBG
Other Funds/
Reserves TIF Funding
Parking
Fund TOTAL
Street Resurfacing, Water Main, Sewer Projects 493,738	$ 990,262	$ 1,000,000	$ 5,670,000	$ 2,375,561	$ 8,600,000	$ 1,206,000	$ -	$ 75,000	$ 10,000	$ -	$ -	$ 20,420,561	$
Other Transportation 90,000	$ 10,000	$ 3,951,000	$ 30,000	$ -	$ -	$ -	$ 6,200,000	$ 632,000	$ 492,000	$ 125,000	$ 505,000	$ 12,035,000	$
Parks -	$ 500	$ 1,045,000	$ -	$ -	$ -	$ -	$ -	$ 237,813	$ 200,000	$ -	$ -	$ 1,483,313	$
Facilities 7,000	$ 100,000	$ 2,715,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 320,000	$ -	$ 2,830,000	$ 5,972,000	$
Miscellaneous -	$ 73,657	$ 778,686	$ -	$ -	$ -	$ -	$ -	$ -	$ 312,500	$ -	$ -	$ 1,164,843	$
Water Treatment, Storage and Billing -	$ -	$ -	$ 1,805,000	$ -	$ 13,700,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 15,505,000	$
TOTAL 2019 CITY PROJECTS 590,738	$ 1,174,419	$ 9,489,686	$ 7,505,000	$ 2,375,561	$ 22,300,000	$ 1,206,000	$ 6,200,000	$ 944,813	$ 1,334,500	$ 125,000	$ 3,335,000	$ 56,580,717	$
ROBERT CROWN COMMUNITY CENTER
113 Crown - Architectural/Engineering Services 350,000	$ 350,000	$ RCCC 2019 GO Bond
114 Crown - Construction Manager - GMP Fees 4,464,502	$ 14,785,498	$ 1,000,000	$ 500,000 20,750,000	$
$14.8 RCCC 2019 GO Bond, $1M Sewer
Bond, $0.5M Private Donation, $0.45 2018
GO Bond
115 Crown - Furniture, Fixtures & Equipment 860,000 860,000	$ RCCC 2019 GO Bond
116 Crown - Abatement 125,000 125,000	$ RCCC 2019 GO Bond
117 Crown - Public Art 335,000 335,000	$ RCCC 2019 GO Bond
TOTAL CROWN PROJECT -	$ 4,814,502	$ 16,105,498	$ -	$ 1,000,000	$ -	$ -	$ -	$ 500,000	$ -	$ -	$ 22,420,000	$
LIBRARY
118 Main Library - Building Electrical Upgrades 70,000	$ 70,000	$ Library GOB Debt
119 Main Library - Building Life Safety Upgrades (Audio) 125,000	$ 125,000	$ Library GOB Debt
120 Main Library - Building Ventilation Upgrades 50,000	$ 50,000	$ Library GOB Debt
121 Main Library - Building Fire System Upgrades (code required) 160,000	$ 160,000	$ Library GOB Debt
122 Main Library - Building HVAC/Storm Pump Upgrade 70,000	$ 70,000	$ Library GOB Debt
123 Main Library - Building Lift Equipment Upgrades (elevators) 50,000	$ 50,000	$ Library GOB Debt
124 Main Library - Building Interiors/Exteriors (paint, trees, roof maint) 30,000	$ 30,000	$ Library GOB Debt
125 North Branch - North Branch Building Plumbing Upgrades 10,000	$ 10,000	$ Library GOB Debt
126 North Branch - Life Safety Upgrades 20,000	$ 20,000	$ Library GOB Debt
127 Contribution to Robert Crown Community Center Library 1,250,000	$ 1,250,000	$ Library GOB Debt
TOTAL LIBRARY PROJECTS -	$ -	$ 1,835,000	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ 1,835,000	$
TOTAL 2019 CIP 590,738	$ 1,174,419	$ 11,324,686	$ 7,505,000	$ 2,375,561	$ 22,300,000	$ 1,206,000	$ 6,200,000	$ 1,334,500	$ 125,000	$ 3,335,000	$ 58,415,717	$
225

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Bureau of Capital Planning
Proposed Four-Year CIP Summary
FY 2020 - FY 2023
FY 2020 FY 2021 FY 2022 FY 2023 4-YEAR
Projected Projected Projected Projected TOTAL
STREET RESURFACING, WATER MAIN, AND SEWER
Major Projects
Central Street, Green Bay to Eastwood, Ph I Engr 500,000	$ 500,000	$
Chicago Ave, Howard to Dempster, Ph I Engr 400,000	$ 400,000	$
ETHS/Church St Bike Path, Grey to McCormick, Ph I Engr 400,000	$ 400,000	$
Green Bay Road, McCormick to Isabella, Ph I Engr 500,000	$ 500,000	$
Howard Street Corridor, Dodge to Custer Const Engr 385,000	$ 385,000	$
Howard Street Corridor, Dodge to Custer Construction 4,800,000	$ 4,800,000	$
Main Street, Hartrey to Asbury, Ph I Engr 400,000	$ 400,000	$
Main Street, Maple to Hinman Construction/Const Engr 5,000,000	$ 5,000,000	$
Sheridan Road - S. Limits to South Blvd. -	$
Street Resurfacing
SR - CIP Funded - Future Years 500,000	$ 1,300,000	$ 1,000,000	$ 1,000,000	$ 3,800,000	$
SR - MFT Funded - Future Years 1,100,000	$ 1,100,000	$ 1,100,000	$ 1,100,000	$ 4,400,000	$ MFT
SR - CDBG Funded - Future Years 350,000	$ 350,000	$ 350,000	$ 350,000	$ 1,400,000	$ CDBG
Water Main
WM - 30" Downtown Feeder Main Rehab - Engr Svcs 60,000	$ 60,000	$ IEPA SRF Loan
WM - 30" Downtown Feeder Main Rehab - Const 3,200,000	$ 3,200,000	$ IEPA SRF Loan
WM - Lining Small Dia Mains on Private Easements - B 1,200,000	$ 1,200,000	$ IEPA SRF Loan
WM - Lining of Large Dia Mains 1,700,000	$ 1,700,000	$ IEPA SRF Loan
WM - Water Funded - Future Years 3,909,000	$ 4,007,000	$ 4,107,000	$ 4,210,000	$ 16,233,000	$ Water Bond
Drinking Fountain Replacement 240,000	$ 240,000	$ 480,000	$ Water Fund
Sewer Rehabilitation
Sewer - CIPP Rehabilitation 725,000	$ 750,000	$ 775,000	$ 800,000	$ 3,050,000	$ Sewer Fund
Sewer - Emergency Sewer Repairs 75,000	$ 75,000	$ 75,000	$ 75,000	$ 300,000	$ Sewer Fund
Sewer - Repairs on Street Improvements 160,000	$ 165,000	$ 170,000	$ 180,000	$ 675,000	$ Sewer Fund
Sewer - Sewer Extension for Alley Improvements 150,000	$ 150,000	$ 150,000	$ 150,000	$ 600,000	$ Sewer Fund
Sewer - Drainage Structure Lining 170,000	$ 180,000	$ 190,000	$ 200,000	$ 740,000	$ Sewer Fund
Sewer - Stormwater Mgmt Improvements 100,000	$ 100,000	$ 200,000	$ 210,000	$ 610,000	$ Sewer Fund
Sewer - Stormwater Master Plan Improvements 100,000	$ 100,000	$ 200,000	$ 210,000	$ 610,000	$ Sewer Fund
Sewer - Hinman Relief Sewer Extension Phase 3 -	$ Sewer Fund
Sewer - Large Dia Rehab - Greenleaf -	$ IEPA SRF Loan
Sewer - Large Dia Rehab - Phase 2A 1,300,000	$ 1,300,000	$ 2,600,000	$ IEPA SRF Loan
Sewer - Large Dia Rehab - Phase 2B 2,000,000	$ 2,000,000	$ 4,000,000	$ IEPA SRF Loan
Sewer - Large Dia Rehab - Dodge Avenue 195,000	$ 195,000	$ Dodge-Dempster TIF
Sewer - Custer Ave Relief Sewer Ext -	$ Chicago-Main TIF
Sewer - Small Dia Rehab - Chicago Main TIF 225,000	$ 225,000	$ Chicago-Main TIF
TOTAL STREETS, WATER MAIN AND SEWER PROJECTS 20,449,000	$ 15,317,000	$ 12,212,000	$ 10,485,000	$ 58,463,000	$
OTHER TRANSPORTATION
Major Projects
Central Street Bridge Engr, Phase III 60,000	$ 60,000	$
Central Street Bridge Construction 600,000	$ 600,000	$
Bridge Inspection 50,000	$ 50,000	$
Lincoln Street Bridge 700,000	$ 6,000,000	$ 6,700,000	$
Traffic Signal Const - Emerson@ Maple/Elgin/Benson/Dodge -	$
Traffic Signal - Future 100,000	$ 1,000,000	$ 1,000,000	$ 1,000,000	$ 3,100,000	$
Annual Projects
General Phase I Engineering 80,000	$ 80,000	$ 80,000	$ 80,000	$ 320,000	$
Alley Paving 775,000	$ 900,000	$ 900,000	$ 900,000	$ 3,475,000	$
Alley Paving - CDBG Funded - Future Years 350,000	$ 400,000	$ 400,000	$ 400,000	$ 1,550,000	$
Sidewalk Gap Reductions 200,000	$ 200,000	$ 200,000	$ 200,000	$ 800,000	$
Street Improvement Program (Lighting, Pavement Marking) 220,000	$ 230,000	$ 240,000	$ 240,000	$ 930,000	$
Street Patching Program 620,000	$ 630,000	$ 640,000	$ 640,000	$ 2,530,000	$
Street Rejuvenation Pilot 160,000	$ 165,000	$ 170,000	$ 170,000	$ 665,000	$
Traffic Calming, Bicycle & Ped Improvements 320,000	$ 330,000	$ 340,000	$ 340,000	$ 1,330,000	$
Parking Lot Projects
PL - Parking Lot No. 54 (Poplar/Central) 450,000	$ 450,000	$ Parking Fund
PL - Surface Parking Lot Rehabilitation - Future Years 500,000	$ 500,000	$ 500,000	$ 1,500,000	$ Parking Fund
TOTAL OTHER TRANSPORTATION PROJECTS 3,935,000	$ 4,485,000	$ 5,170,000	$ 10,470,000	$ 24,060,000	$
NOTES (List funding
sources if not GOB)
226

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Bureau of Capital Planning
Proposed Four-Year CIP Summary
FY 2020 - FY 2023
FY 2020 FY 2021 FY 2022 FY 2023 4-YEAR
Projected Projected Projected Projected TOTAL
NOTES (List funding
sources if not GOB)
PARKS
Beck Park Expansion/Shore School 400,000	$ 1,900,000	$ 2,300,000	$
Cartwright Park Renovations 760,000	$ 760,000	$
Church Street Harbor - Phase 3 Renovations 700,000	$ 700,000	$
Clark Street Beach - Boardwalk 700,000	$ 700,000	$
Clark Street Beach - Great Lawn 2,000,000	$ 2,000,000	$
Fitzsimons Park Renovations 450,000	$ 450,000	$
Foster Field - Athletic Field Improvements 700,000	$ 700,000	$
Grey Park Renovations 875,000	$ 875,000	$
Hobart Park Renovations 400,000	$ 400,000	$
Independence Park Renovations 775,000	$ 775,000	$
James Park - Artificial Turf Fields 150,000	$ 2,550,000	$ 2,700,000	$
James Park - Entry Renovations 300,000	$ 300,000	$
James Park - Field Lighting 400,000	$ 400,000	$
James Park - Pathway Lighting 800,000	$ 800,000	$
James Park - Pathway Reconstruction 950,000	$ 950,000	$
James Park - Phase 3 Field Improvements 1,500,000	$ 1,500,000	$
James Park - Play Equipment Replacement 250,000	$ 250,000	$
Lakefront - Portable Stage 130,000	$ 130,000	$
Lakefront - Water Park Play Feature 300,000	$ 300,000	$
Larimer Park Renovations 680,000	$ 680,000	$
Lovelace Park Path Repairs 500,000	$ 500,000	$
Mason/James - Tennis Court Resurfacing 200,000	$ 200,000	$ 400,000	$
McCullough Park Renovations 825,000	$ 825,000	$
Parks Contingency 75,000	$ 75,000	$ 75,000	$ 75,000	$ 300,000	$
Philbrick Park Renovation 500,000	$ 500,000	$
Southwest Park Renovations 400,000	$ 400,000	$
St. Paul's Park Renovations 500,000	$ 500,000	$
Strategic Plan - Parks and Community Centers 150,000	$ 150,000	$
Tallmadge Park - Renovations 350,000	$ 350,000	$
Twiggs Park - Renovation (soccer/parking) 400,000	$ 400,000	$ 400,000	$ 1,200,000	$
Twiggs Park - Shelter Restoration 60,000	$ 60,000	$
TOTAL PARKS PROJECTS 2,050,000	$ 3,795,000	$ 8,025,000	$ 8,985,000	$ 22,855,000	$
FACILITIES
Animal Shelter Renovations 2,500,000	$ 2,500,000	$
Beach House - Exterior Envelope - carpentry, tuckpointing,
roofing (south blvd, lighthouse landing) 100,000	$ 100,000	$
Chandler - ADA Accessibility (replace 4 doors + hardware) 40,000	$ 40,000	$
Chandler - Gym Floor Refinishing + Hallway 150,000	$ 150,000	$
Chandler - Racquetball Court Conversion 500,000	$ 500,000	$
Chandler - Replace Security Alarm Panel 30,000	$ 30,000	$
Chandler - Upgrade Play Equipment/Surfacing 200,000	$ 200,000	$
Civic Center - ACM Flooring 75,000	$ 75,000	$
Civic Center - Electrical Panels / Distribution Upgrades 1,000,000	$ 1,000,000	$
Civic Center - Fire Protection Upgrades 140,000	$ 140,000	$
Civic Center - HVAC Improvements - Const 1,500,000	$ 1,500,000	$ 3,000,000	$
Civic Center - Restroom Improvements 800,000	$ 800,000	$
Civic Center - Security Improvements 100,000	$ 500,000	$ 600,000	$
Civic Center - Window Repairs/Replacement 250,000	$ 250,000	$
Ecology Center - Lighting Upgrades 30,000	$ 30,000	$
Ecology Center - Parking Lot Lighting 75,000	$ 75,000	$
Ecology Center - Parking Lot Resurfacing 100,000	$ 100,000	$
Ecology Center - Restroom Renovations + crawlspace 250,000	$ 250,000	$
Ecology Center - Security System Improvements 20,000	$ 20,000	$
Ecology Center - Wood Floor Replacement 40,000	$ 40,000	$
Energy Efficiency Improvements 75,000	$ 75,000	$ 75,000	$ 75,000	$ 300,000	$
Facilities Contingency 300,000	$ 300,000	$ 300,000	$ 300,000	$ 1,200,000	$
Fire Station 2 - Lighting Upgrade 50,000	$ 50,000	$
Fire Station 2 - Restroom Upgrades 500,000	$ 500,000	$
Fire Station 2 - Second Floor Rehabilitation 1,000,000	$ 1,000,000	$
Fire Station 3 - Flooring Upgrade 20,000	$ 20,000	$
Fire Station 4 - Roof Replacement 80,000	$ 80,000	$
227

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Bureau of Capital Planning
Proposed Four-Year CIP Summary
FY 2020 - FY 2023
FY 2020 FY 2021 FY 2022 FY 2023 4-YEAR
Projected Projected Projected Projected TOTAL
NOTES (List funding
sources if not GOB)
Fleetwood - Stage 250000 250,000	$
Fleetwood - Upstairs Office Renovation 100,000	$ 100,000	$
Gibbs Morrison - Roofing Replacement 150,000	$ 150,000	$
Levy Center - Draperies 100,000	$ 100,000	$
Levy Center - Entryway Air Barrier 30,000	$ 30,000	$
Levy Center - Exterior Bollard Light Replacement 30,000	$ 30,000	$
Levy Center - Exterior Louver Replacements 150,000	$ 150,000	$
Levy Center - Family Restroom 30,000	$ 30,000	$
Levy Center - Flooring Upgrade - Tiles, Carpet, Fitness Room 40,000	$ 40,000	$
Levy Center - Kitchen 250,000	$ 250,000	$
Levy Center - Lighting Upgrade 50,000	$ 50,000	$
Levy Center - Office Renovations 200,000	$ 200,000	$
Levy Center - Retractable Wall Replacement 20,000	$ 20,000	$
Levy Center - Sewer Service Replacement 100,000	$ 100,000	$
Levy Center Courtyard - Rubberized Surfacing 50,000	$ 50,000	$
Lovelace Park - Roofing Restoration 75,000	$ 75,000	$
Maple Street Garage - Through Wall Flashing Repairs 150,000	$ 150,000	$ Parking Fund
Noyes - AC/Chiller 1,600,000	$ 1,600,000	$
Noyes - Brick Tuckpointing/Recoating (minor repairs) 300,000	$ 300,000	$
Noyes - HVAC and Unit Heaters 1,200,000	$ 1,200,000	$
Noyes - Interior Lighting Upgrade/Energy Efficiency 120,000	$ 120,000	$
Noyes - Retaining Wall Repairs 210,000	$ 210,000	$
Park Fieldhouses - Exterior Envelope - carpentry,
tuckpointing, roofing (bent, baker, leahy, lovelace) 150,000	$ 150,000	$
Park Fieldhouses - HVAC 50,000	$ 50,000	$
Park Fieldhouses Restrooms (ackerman, baker, bent,
lagoon, leahy, lovelace) 600,000	$ 600,000	$
Parking Garages - Concrete Repairs 300,000	$ 300,000	$ Parking Fund
Parking Garages - Joint Repairs 600,000	$ 600,000	$ Parking Fund
Parking Garages - Maple/Church - Structural Inspection 200,000	$ 200,000	$ Parking Fund
Parking Garages - Sherman - Painting Rehabilitation 700,000	$ 700,000	$ Parking Fund
Parking Garages - Sherman - Structural Inspection 150,000	$ 150,000	$ Parking Fund
Parking Garages - Steel Repairs 300,000	$ 300,000	$ Parking Fund
Parking Garages - Traffic Coating / Striping 1,750,000	$ 1,750,000	$ Parking Fund
Police Fire HQ - Chillers 500,000	$ 500,000	$
Police Fire HQ - Elmwood Lot Lighting Impr and Resurfacing 400,000	$ 400,000	$
Police Fire HQ - Exterior Lighting Improvements 100,000	$ 100,000	$
Police Fire HQ - Exterior Signage 50,000	$ 50,000	$
Police Fire HQ - Fire Prevention System Repairs 100,000	$ 100,000	$
Police Fire HQ - Flooring Upgrade 20,000	$ 20,000	$
Police Fire HQ - Foundation Repair 50,000	$ 50,000	$
Police Fire HQ - Furniture Upgrade 30,000	$ 30,000	$
Police Fire HQ - Interior Entry 100,000	$ 100,000	$
Police Fire HQ - Interior Lighting Improvements 200,000	$ 200,000	$
Police Fire HQ - Interior Renovation 500,000	$ 500,000	$
Police Fire HQ - Roof Repair 25,000	$ 25,000	$
Police Fire HQ - Security Door Improvement 60,000	$ 60,000	$
Police Fire HQ - Underground Pits and Waste Line Replacement 100,000	$ 100,000	$
Roofing Repairs - Miscellaneous Facilities 75,000	$ 75,000	$
Service Center - ADA Improvements 400,000	$ 400,000	$
Service Center - BAS Replacement 100,000	$ 100,000	$
Service Center - D Building Structural Assessment 30,000	$ 30,000	$
Service Center - Energy Efficiency Lighting Improvements 200,000	$ 200,000	$
Service Center - HVAC Study (Bldgs A and D) and Repairs 600,000	$ 600,000	$
Service Center - Overhead Door Replacements 1,500,000	$ 1,500,000	$
Service Center - Restroom Renovations 200,000	$ 200,000	$
Service Center - Tuckpointing/Window Repl - B and C
Building 300,000	$ 300,000	$
TOTAL FACILITIES PROJECTS 10,040,000	$ 9,915,000	$ 4,265,000	$ 4,475,000	$ 28,695,000	$
228

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Bureau of Capital Planning
Proposed Four-Year CIP Summary
FY 2020 - FY 2023
FY 2020 FY 2021 FY 2022 FY 2023 4-YEAR
Projected Projected Projected Projected TOTAL
NOTES (List funding
sources if not GOB)
MISCELLANEOUS
Network Switch Reliability 101,343	$ 101,343	$
IT Infrastructure - Future Years 150,000	$ 150,000	$ 150,000	$ 450,000	$
IT Infrastructure - Server Replacement 120,000	$ 120,000	$
In-House Engineering Services 500,000	$ 500,000	$ 500,000	$ 500,000	$ 2,000,000	$
TOTAL MISCELLANEOUS PROJECTS 721,343	$ 650,000	$ 650,000	$ 650,000	$ 2,671,343	$
WATER TREATMENT, STORAGE AND BILLING
WTP - 36/42 Intake Replacement - Construction $5,000,000 $10,000,000 $10,000,000 25,000,000	$ IEPA Water SRF
WTP - 36/42 Intake Replacement - Eng Svcs $300,000 300,000	$ IEPA Water SRF
WTP - 36/42 Intake Replacement - Eng Svcs Const $300,000 $200,000 $200,000 700,000	$ IEPA Water SRF
WTP - Filtration Headhouse Improvements - Construction $800,000 800,000	$ Water Fund
WTP - Filtration Headhouse Improvements - Eng Svcs $50,000 50,000	$ Water Fund
WTP - Filtration Reliability Improvements - Eng Svcs $250,000 $200,000 $250,000 700,000	$ Water Fund
WTP - Fire Sprinkler System Upgrade 1 - Construction $200,000 200,000	$ Water Fund
WTP - Fire Sprinkler System Upgrade 1 - Eng Svcs $50,000 $30,000 80,000	$ Water Fund
WTP - Reliability Improvements Phase 2 $2,500,000 2,500,000	$ Water Fund
WTP - Retail Water Meter Replacement Program $1,200,000 1,200,000	$ Water Fund
WTP - Settling Basin 1 and 2 Rehab - Construction $375,000 375,000	$ Water Fund
WTP - Settling Basin 1 and 2 Rehab - Eng Svcs $20,000 20,000	$ Water Fund
WTP - Treated Water Storage Replacement - Construction $10,000,000 10,000,000	$ IEPA Water SRF
WTP - Treated Water Storage Replacement - Eng Svcs Const $200,000 200,000	$ IEPA Water SRF
TOTAL WATER TREATMENT, STORAGE AND BILLING 13,195,000	$ 5,550,000	$ 10,430,000	$ 12,950,000	$ 42,125,000	$
ROBERT CROWN COMMUNITY CENTER
Crown - Construction Manager - GMP Fees 2,550,000	$ 2,550,000	$
$1.05M Sewer Bond,
$1.5M Parking Fund
TOTAL CROWN PROJECT 2,550,000	$ -	$ -	$ -	$ 2,550,000	$
SUMMARY
Streets, Water Main, and Sewer 20,449,000	$ 15,317,000	$ 12,212,000	$ 10,485,000	$ 58,463,000	$
Other Transportation 3,935,000	$ 4,485,000	$ 5,170,000	$ 10,470,000	$ 24,060,000	$
Parks 2,050,000	$ 3,795,000	$ 8,025,000	$ 8,985,000	$ 22,855,000	$
Facilities 10,040,000	$ 9,915,000	$ 4,265,000	$ 4,475,000	$ 28,695,000	$
Miscellaneous 721,343	$ 650,000	$ 650,000	$ 650,000	$ 2,671,343	$
Water Treatment, Storage, and Billing 13,195,000	$ 5,550,000	$ 10,430,000	$ 12,950,000	$ 42,125,000	$
Robert Crown Community Center 2,550,000	$ -	$ -	$ -	$ 2,550,000	$
TOTAL 5-YEAR CIP 52,940,343	$ 39,712,000	$ 40,752,000	$ 48,015,000	$ 181,419,343	$
229

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
Main Street, Maple to Hinman Design Engr Ph I/II
500,000	$
Resurfacing, sidewalk, streetlight and traffic signal replacement
will reduce need for maintenance. Addition of green infrastructure
for stormwater management may increase maintenance.
X X
Main Street, McDaniel to Hartrey - Engr Svcs 134,000	$
Main Street, McDaniel to Hartrey - Const 1,900,000	$
Howard Street Corridor, Dodge to Custer, Engr Svcs Phase II 180,000	$
Resurfacing, sidewalk, streetlight and traffic signal replacement
will reduce need for maintenance. X
Sherman Avenue, Church to Davis -	$
Resurfacing, sidewalk, and streetlight replacement will reduce
need for maintenance. X
Street Resurfacing
SR - MFT - Grove, Dewey to Wesley 220,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Hinman, South to Keeney 220,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Culver, Crawford to Prospect 95,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Jenks, Poplar to Broadway 133,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Jenks, Hampton to Asbury 64,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Brown, Brummel to North End 94,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Keeney, Dewey to Florence 130,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Green Bay, McCormick to Isabella (patching only) 250,000	$ Resurfacing will decrease need for street repairs in short-term. X
Water Main -	$
WM - 30" Downtown Feeder Main Rehab - Engr Svcs 200,000	$
WM - 30" Downtown Feeder Main Rehab - Const 5,000,000	$
WM - Isabella, Prairie to Green Bay Road
330,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Emerson, Dodge to Ashland
800,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Hartrey, Dobson to Brummel
100,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Hartrey, Main to Washington
420,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years. X
Resurfacing, sidewalk, streetlight and traffic signal replacement
will reduce need for maintenance. X
230

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
WM - Cowper, Harrison to Central
470,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Lincolnwood, Park Place to Isabella
450,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Payne, Darrow to Dewey
240,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Munroe, Dodge to Florence
800,000	$
Resurfacing will decrease need for street repairs in short-term.
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years.
X
WM - Lining Small Dia Mains on Private Easement 1,300,000	$
Water main rehabilitation will reduce likelihood of emergency water
main repairs over next 75 years. X
Drinking Fountain Replacement 100,000	$ Replacing drinking fountains will reduce the need for maintenance. X
Lincolnwood Connection and Meter Vault - Const 1,600,000	$
Lincolnwood Connection and Meter Vault - Engr Svcs 240,000	$
CDBG - Partial Lead Service Replacement 75,000	$
Replacing old lead services will decrease the likelihood of a future
emergency repair. X
Adding new wholesale water connection and including a new water
meter and additional piping, will increase the amount of
maintenance.
X
231

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
Sewer Rehabilitation -	$
Sewer - CIPP Rehabilitation 1,125,561	$
Sewer rehabilitation will reduce likelihood of emergency sewer
repairs over next 75 years. X
Sewer - Emergency Sewer Repairs 75,000	$
Sewer rehabilitation will reduce likelihood of emergency sewer
repairs over next 75 years. X
Sewer - Repairs on Street Improvements 255,000	$
Sewer rehabilitation will reduce likelihood of emergency sewer
repairs over next 75 years. X
Sewer - Sewer Extension for Alley Improvements
150,000	$
Increased amount of sewer may result in increased maintenance
need, but will likely result in decrease in the amount of private
property damage due to flooding.
X X
Sewer - Drainage Structure Lining 165,000	$
Drainage structure rehabilitation will reduce likelihood of
emergency sewer repairs over next 75 years. X
Sewer - Stormwater Mgmt Improvements
100,000	$
Increased amount of sewer facilities may result in increased
maintenance need, but will likely result in decrease in the amount
of private property damage due to flooding.
X X
Sewer - Stormwater Master Plan Improvements
100,000	$
Increased amount of sewer facilities may result in increased
maintenance need, but will likely result in decrease in the amount
of private property damage due to flooding.
X X
Sewer - Hinman Relief Sewer Ext Ph 3
305,000	$
Increased amount of sewer facilities may result in increased
maintenance need, but will likely result in decrease in the amount
of private property damage due to flooding.
X X
Sewer - Large Dia Rehab - Greenleaf 2,100,000	$
Sewer rehabilitation will reduce likelihood of emergency sewer
repairs over next 75 years. X
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 20,420,561	$
OTHER TRANSPORTATION
Major Projects
Bridge Inspection 20,000	$ Unknown at this time.
Central Street Bridge Engr, Phase II 90,000	$
Central Street Bridge Engr, Phase III 660,000	$
Central Street Bridge Construction 6,100,000	$
Ridge Avenue Signal Study 175,000	$ Unknown at this time.
Traffic Signals - Emerson @ Maple/Elgin/Benson/Dodge - Const 1,270,000	$
Traffic Signals - Emerson @ Maple/Elgin/Benson/Dodge - Engr
Svcs Phase III 120,000	$
Annual Projects -	$
General Phase I Engineering 50,000	$ Unknown at this time.
Replacing bridge structure will decrease overall maintenance
needed for bridge. X
Upgrading and replacing traffic signals with new technology will
reduce the amount of maintenance. X
232

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
Street Impr Program (Lighting, Pavement Marking)
210,000	$
Refreshing pavement markings results in less spot repairs needed
on an emergency basis. Replacing deteriorated street lights will
result in less maintenance hours needed by Traffic Division over
next 30 years.
X
Street Patching Program 600,000	$ Street patching will decrease need for street repairs in short-term. X
Street Rejunvenation Pilot 100,000	$
Technology extends pavement life by several years, reducing the
need for maintenance. X
Tallmadge Light Pole Mold Creation 70,000	$ Unknown at this time.
Traffic Calming, Bicycle and Ped Improvements 300,000	$ Unknown at this time.
Viaduct Improvement - Emerson/Ridge/GB 350,000	$
Painting will provide a protective coating on the metal and reduce
the need for additional maintenance. X
Alley Improvements -	$
North of Leonard, East of Bryant
500,000	$
CDBG - North of Cleveland, East of Wesley 390,000	$
CDBG - Reallocated Alley Funds 242,000	$
Parking Lot Projects -	$
PL - No. 51 - Tallmadge Park 380,000	$
Rehabilitation of the parking lot will decrease the need for spot
repairs and additional other maintenance. X
TOTAL TRANSPORTATION PROJECTS 11,627,000	$
PARKS
Foster Field - Perimeter Fence Replacement 187,813	$ Work will reduce the need for additional maintenance. X
Clyde-Brummel - Fence Replacement 50,000	$ Work will reduce the need for additional maintenance. X
Garden Park - Const 500,000	$ Work will reduce the need for additional maintenance. X
Harbert Park - Basketball Court Reconstruction 100,000	$ Work will reduce the need for additional maintenance. X
Harbert Park - Pathway Improvements
100,000	$
Reducing flooding on the pathway will reduce the need for
maintenance on the pathway surface. Installation of underdrains
will require additional maintenance by sewer maintenance staff.
X X
Harbert Park - Shelter Installation 100,000	$
Addition of a park shelter will require additional maintenance
activity of the shelter itself. X
Lovelace Park - Tennis Court Rehab 250,000	$
Rehabilitation of the tennis court surface will reduce the need for
additional spot repairs. X
McCullogh Park - Design Engr Svcs 100,000	$ Unknown at this time.
Misc Park Improvements (Ackerman/Harbert/Cartwright) 120,000	$ Unknown at this time.
Parks Contingency 75,000	$ Unknown at this time.
Improving alleys eliminates need for alley regrading multiple times
per year by public works maintenance staff. Sewer is added,
which results in increased amount of sewer facilities to maintain.
X X
233

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
TOTAL PARKS PROJECTS 1,582,813	$
FACILITIES
Chandler - Fire Panel Replacement 30,000	$ Replacement of the fire panel will decrease the need for repairs. X
Chandler - HVAC Improvements - Engr Svcs 7,000	$
Chandler - HVAC Improvements - Constr 565,000	$
Chandler - Roof Replacement 225,000	$
Replacement of the roof will reduce the need for spot repairs and
potentially reduce other types of damage to the building. X
Church/Maple/Sherman Garage - Capacity Signs 250,000	$
Installation of the signs will result in additional items to be
maintained. X
Church/Maple/Sherman Garage - Fiber Connect
400,000	$
Installation of fiber optic will provide new infrastructure that will
need to be maintained but it will allow the retirement of other
infrastructure that is hard to maintain.
X
Church/Maple/Sherman Garage - Silane Sealer (Traffic Coating) 900,000	$
Applying the traffic coating will protect the concrete surface and
extend it's life. X
Civic Center - HVAC Improvements - Design Engr Svcs 250,000	$ Unknown at this time.
Ecology Center - Crawl Space Impr - Engr Svcs
50,000	$
Relocation of equipment out of the crawlspace will assist in making
future repairs easier and will reduce the chance of equipment
freezing.
X
Energy Efficiency Improvements 100,000	$ Unknown at this time.
Facilities Contingency 300,000	$ Unknown at this time.
Fire Station 1&4 - Bunkroom Improvements 150,000	$ Unknown at this time.
Fire Station 2 - Emergency Generator Rehabilitation 50,000	$
Rehabilitation of the existing generator will reduce the need for
future repairs. X
Fire Station 3 - HVAC Improvements 75,000	$
Replacement of the deteriorated equipment will reduce the need
for future repairs. X
Fleetwood - Interior Improvements 290,000	$
Replacement of existing finishes with new will result in about the
same amount of maintenance. X
Levy - BAS Upgrade 30,000	$ Unknown at this time.
Levy - HVAC Improvements - Constr 350,000	$ Unknown at this time.
Levy/Police Fire HQ - HVAC Improvements - Engr Svcs 40,000	$ Unknown at this time.
Noyes - HVAC Study 100,000	$ Unknown at this time.
Noyes - Security Camera Upgrade 30,000	$
Installation of additional security infrastructure will increase the
amount of maintenance. X
Police Fire HQ - Emergency Generator Replacement 160,000	$
Replacement of the existing generator will reduce the need for
future repairs. X
Police Fire HQ - HVAC Improvements (RTU 1) 250,000	$ Unknown at this time.
Service Center - HVAC Study (Bldgs A & D) 125,000	$ Unknown at this time.
Replacement of aging HVAC equipment will decrease the need for
maintenance. X
234

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
Sherman Avenue Garage - Lighting Upgrade 650,000	$
Installation of new, LED light fixtures will decrease maintenance
requirements. X
Sherman Avenue Garage - Paint Rehab 250,000	$ Repair of deteriorated paint will decrease future maintenance. X
Sherman Avenue Garage - Security Camera Upgrade 250,000	$
Installation of additional security infrastructure will increase the
amount of items to be maintained. X
Sherman Avenue Garage - Structural Inspection 130,000	$ Unknown at this time.
TOTAL FACILITIES PROJECTS 6,007,000	$
235

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
MISCELLANEOUS
Cybersecurity Alignment Study 50,000	$ Unknown at this time.
Emergency Siren System Replacement 175,000	$
Replacement of deteriorated infrastructure will reduce future
maintenance requirements. X
IT - Network Switch Reliability 101,343	$
Replacement of deteriorated infrastructure will reduce future
maintenance requirements. X
IT - Server Replacement 120,000	$
Replacement of deteriorated infrastructure will reduce future
maintenance requirements. X
In-House Engineering Services 500,000	$ Unknown at this time.
TOTAL MISCELLANEOUS PROJECTS 946,343	$
WATER TREATMENT, STORAGE AND BILLING
South Standpipe - Motor Control Center - Const 50,000	$
South Standpipe - Motor Control Center - Engr Svcs 30,000	$
WTP - 36/42 Intake Replacement - Engr Svcs 300,000	$ Unknown at this time.
WTP - 54" Intake Heater Cable Repair 200,000	$
Repairing the heater electrical cable will return the system to the
expected operating condition. X
WTP - Exterior Door Replacement 75,000	$
Repairing and replacing doors that are not functioning well will
reduce the need for future maintenance. X
WTP - Filter Freight Elevator and Controls Rehab 120,000	$
Rehabilitating the elevator will reduce future maintenance
requirements. X
WTP - Filtration Headhouse Improvements - Engr Svcs 80,000	$ Unknown at this time.
WTP - Laboratory Expansion - Construction
800,000	$
WTP - Laboratory Expansion - Engr Svcs 100,000	$
WTP - Settling Basins 1 and 2 Rehab - Engr Svcs 50,000	$
Repairing deteriorating concrete will reduce maintenance
requirements. X
WTP - Treated Water Storage Replacement - Construction 13,400,000	$
WTP - Treated Water Storage Replacement - Const Engr Svcs 300,000	$
TOTAL WATER TREATMENT PROJECTS 15,505,000	$
Increasing the size of the laboratory will increase maintenance
requirements. Installing a dedicated HVAC system will reduce
maintenance associated with air quality and temperature.
X X
Replacement of deteriorated infrastructure will reduce future
maintenance requirements. X
Replacing concrete structure will reduce maintenance
requirements. Addition of new pump station will increase amount
of equipment that needs to be maintained.
X X
236

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City of Evanston
2019 Capital Improvement Program
Maintenance Effect Evaluation
Project Title Total Maintenance Impacts
Decrease
Overall
Maintenance
Neutral
Increase
Overall
Maintenance
ROBERT CROWN COMMUNITY CENTER
Crown - Architectural/Engineering Services 350,000	$
Crown - Construction Manager - GMP Fees 20,750,000	$
Crown - Furniture, Fixtures & Equipment 860,000	$
Crown - Abatement 125,000	$
Crown - Public Art 335,000	$
TOTAL CROWN PROJECT 22,420,000	$
Replacing existing deteriorated building will reduce maintenance
requirements. Providing additional facilities will increase amount
of infrastructure that needs to be maintained.
X X
237

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PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
238

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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
Code Enforcement Code Enforcement cases resolved through forced compliance 32 24 30
Code Enforcement Average calendar days, Inspection to forced compliance 103 237 90
Code Enforcement Average calendar days, Inspection to voluntary compliance 30 30 25
Code Enforcement Percentage of cases resolved through forced compliance 0.60% 0.40% 0.35%
Code Enforcement Total code cases available for resolution during the reporting period 5,294 4,800 4,800
Fire/EMS Residential population of area served: Fire suppression 74,756 74,756 74,756
Fire/EMS Residential population of area served: Emergency Medical Services 74,756 74,756 74,756
Fire/EMS EMS: Total BLS and ALS Responses 6456 6490 6600
Fire/EMS Expenditure: Total fire/EMS personnel and operations (including support charged to
department)
23,668,851 23,934,390 25,003,538
Fire/EMS Fire confinement: Residential 1-2 Family Structures: Percentage Confined to Object or Room
of Origin
0.571 0.538 0.6
Fire/EMS Fire Incidents: Residential: Total 1-2 family, multi-family, and other 24 30 22
Fire/EMS Hours paid, Sworn fire/EMS, including overtime 282,142 259,370 265,400
Fire/EMS % of cardiac patients w/pulsatile rhythms upon delivery to a hospital NA 0.31 0.36
Fire/EMS Emergency fire travel time: % 4 Min or under: From conclusion of turnout to arrival on scene All Fire Calls = .96 All Fire Calls = .952 All Fire Calls = .96
Fire/EMS Emergency fire response time: % of responses with a total time of 6 minutes, 20 seconds and
under from call entry to arrival on scene (dispatch + turnout + travel time)
All Fire Calls = .548 All Fire Calls = .58 All Fire Calls = .70
Fire/EMS FTEs: Sworn Fire&EMS 107 103 107
Fire/EMS FTEs: Sworn Fire&EMS per 1,000 population 1.4 1.3 1.4
Fire/EMS Expenditures per capita: Fire&EMS 313.28 316.8 330.95
Fire/EMS Total BLS and ALS responses per 1,000 population 86.08 86.53 86.7
Fire/EMS Residential fire incidents per 1,000 population served 0.5 0.5 0.5
General Gov't Population density - Residents per square mile 9584.10 9584.10 9584.10
General Gov't Expenditures per capita: All general fund services 1523.95 1542.27 1538.34
General Govt. Expenditures: General fund personnel and operations 113924738.70 115294087.00 115000000.00
General Govt. Median Household Income 71,317.00 71,317.00 71,500.00
General Govt. Percentage of Housing units that are vacant 0.40% 0.25% 0.23%
General Govt. Percentage of population below poverty level 13.7% 13.0% 12.50%
General Govt. Percentage of population (>= 25) w/bachelor's degree or higher 65.9% 65.9% 66%
239

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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
General Govt. Percentage of population 17 or under (Juvenile) 20.0% 20.0% 20%
General Govt. Population: Residential population of jurisdiction 74,756 74,756 74,756
General Govt. Square miles of land area served 7.8 7.8 7.8
General Govt. Unemployment rate 0.39 0.39 0.39
Human Resources Hours paid to all jurisdiction staff 2,035,489 2,030,000 2,030,000
Human Resources Percentage of new full-time employees completing probationary period 0.95 0.95 0.95
Human Resources Total Sick Leave Hours Used: All Employees 43,566 40,000 38,000
Human Resources Total Sick Leave Hours Used: Sworn Fire/EMS Employees 6,528 6,212 4,120
Human Resources Total Sick Leave Hours Used: Sworn Police Employees 6,161 6,000 6,000
Human Resources Turnover rate: All full-time employees 0.06 0.05 0.05
Human Resources Turnover rate: Public safety full-time employees 5% 5% 5%
Human Resources FTEs: Total jurisdiction 829 805 805
Human Resources Total Jurisdiction FTEs per 1,000 Population 11.09 10.77 10.77
Human Resources Sick leave hours used per FTE: All employees 53.32 48.96 46.51
Human Resources Sick leave hours used per FTE: Sworn fire&EMS 54.81 60.32 40
Human Resources Sick leave hours used per FTE: Sworn police 37 37 37
Info. Tech. Expenditures: Information technology personnel and operations $ 2,711,456.65 $ 2,648,302.00 $ 2,719,723.00
Info. Tech. Help desk (IT): Number of requests received 7,400 7,400 7,400
Info. Tech. IT: Number of endpoints served 1,400 1,400 1,400
Info. Tech. Percentage of help desk requests resolved within 4 work hours 60%
Info. Tech. IT expenditures per endpoint served 1,936.75 1,891.64 1,942.66
Info. Tech. IT Help Desk Requests per Endpoint Served 5.3 5.3 5.3
Info. Tech. IT as a share of total General Fund expenditures 2.38% 2.30% 2.36%
Libraries Hard copy circulation per registered borrower 21 19 19
Libraries Electronic circulation per registered borrower 2 2 2
Library Expenditures: Library personnel and operations 7,019,006 7,339,834 7,486,631
Library Library: Circulation for all library facilities (hard copy materials) 945,045 955,000 975,000
Library Library: Circulation for all library facilities (electronic materials) 94,540 101,000 110,000
Library Number of library visits 548,512 575,000 600,000
Library Number of registered borrowers 44,675 49,285 52,000
240

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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
Library Library expenditures per visitor (each visit counted separately) 13 13 12
Library Library expenditures per registered borrower 157 149 144
Parks and Rec. Park maintenance expenditure per developed park acre 7,894.34 8,147.06 8,204.10
Parks and Rec. Parks and recreation class/program/facility registrants per 1,000 population 33 37 37
Parks and Recreation Developed park acreage: Total 268 268 268
Parks and Recreation Park maintenance expenditures 2,115,682 2,183,412 2,198,699
Parks and Recreation Recreation Community Centers: Class/program/facility registrants 44,381 46,000 46,000
Parks and Recreation Survey: Parks: Quality of Parks: % Excellent or Good 1 1 1
Permits Development inspections: Number of Commercial/industrial 5404 5400 5500
Permits Development inspections: Number of Residential 2076 2000 2100
Permits Development permits: Average calendar days from application to issuance: Commercial 18 17 17
Permits Development permits: Average calendar days from application to issuance: Residential 15 14 14
Permits Development: Average calendar days from request to inspection: Commercial 2 2 2
Permits Development: Average calendar days from request to inspection: Residential 2 2 2
Police Residential population of area served: Police 74756 74756 74756
Police DUI Arrests 121 125 130
Police Number of traffic accidents involving fatalities 0 3 0
Police Number of traffic accidents involving alcohol with fatalities 0 0 0
Police Expenditures: Sworn police overtime 791,498.00 800,000 800,000
Police Expenditures: Sworn police salaries and benefits (excluding OT) 19,126,812.43 19,700,616.80 20,291,635.31
Police Hours Paid: Sworn police staff 347,579.25 350,000 350,000
Police Percentage of property crimes cleared 16.83% 18% 18%
Police Percentage of violent crimes cleared 69.33% 75.00% 75.00%
Police Police calls: Calls for service resulting in a unit being dispatched 30,270.00 31,000.00 31,000.00
Police Top Priority calls: Average time, dispatch to arrival on scene (in seconds) 197 seconds 190 seconds 187 seconds
Police Top Priority calls: Average time from receipt to dispatch (in seconds) 173 seconds 166 seconds 163 seconds
Police UCR Part I Property Crimes: Reported 1771 1730 1690
Police UCR Part I Violent Crimes: Reported 129 135 128
Police FTEs: Sworn Police 166 166 166
Police FTEs: Sworn Police per 1,000 population 2.22 2.22 2.22
241

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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
Police Sworn police overtime as a percentage of total sworn police compensation 5.81% 5.55% 3.40%
Police Calls for service per sworn police FTE 182 187 187
Police Calls for service per 1,000 population 405 415 415
Police DUI arrests per 1,000 population 1.62 1.67 1.74
Police Number of traffic accidents involving fatalities per 1,000 population 0 0.03 0
Police Number of traffic accidents involving alcohol w/fatalities per 1,000 population 0 0 0
Police UCR Part I Property Crimes Reported per 1,000 population 23.69 23.14 22.61
Police UCR Part I Violent Crimes Reported per 1,000 population 1.73 1.81 1.71
Procurement Dollar amount of purchases made via purchasing card/credit card as a percentage of all
purchases
3.96% 4.10% 3.90%
Risk Mgt. Workers compensation, Number days lost to injury: Sworn Law Enforcement 61.25 60 60
Risk Mgt. Third party vehicle liability, Number of accidents 36 20 15
Risk Mgt. Worker days lost to injury per 100 FTEs (Sworn Police) 36.90 36.14 36.14
Solid Waste Expenditures, Refuse collection and disposal, per account 144.85 138.03 141.01
Sustainability Waste Diversion: Percentage diverted 0.22 0.24 0.3
STAR Total noise complaints 59 50 50
STAR Number of new residential units in infill and redevelopment areas 56 110 60
STAR Provide assistance for low-income users to access and use public parklands and programming
through subsidy, scholarships, and discounts
201,731.00 265,000.00 265,000.00
STAR Transportation Safety:
Part 1: Demonstrate that pedestrian and bicyclist fatalities are making incremental progress
towards zero fatalities by 2040 [Parital credit available]
--AND--
Part 2: Demostrate that vehicular fatalities are making incremental progress towards zero
fatalities by 2040
0 1 0
STAR Increase the mileage of striped or buffered bicycle lanes, cycle-tracks, parallel off-street paths
and/or other dedicated facilities
STAR Communitywide Greenhouse Gas Emissions:
Demonstrate incremental progress towards achieving a 28% reduction by 2025 and/or an 80%
reduction by 2050 in communitywide greenhouse gas (GHG) emissions
26.8 26.8 28
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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
STAR Energy Use:
Part 1: Demonstrate incremental progress towards achieving an 80% reduction by 2050 in
energy used by community buildings or industrial processes
--OR--
Part 2: Demonstrate incremental progress towards achieving an 80% reduction by 2050 in
energy use within specific residential, commercial, and industrial sectors
4.89 5 5.5
STAR Local Government Energy Efficiency:
Part 1: Percent change in local government building stock energy use intensity energy use
intensity per building type
--AND--
Part 2: Percent change in local government-owned public infrastructure energy use
Part 1: -2% Part 2: -
25.2%
Part 1: -2% Part 2: -
25.2%
Part 1: -2.5%, Part
2: -27%
STAR Local Government Greenhouse Gas Emissions: Demonstrate incremental progress towards
achieving a 28% reduction by 2025 and/or an 80% reduction by 2050 in local government
greenhouse gas (GHG) emissions
0.6684 0.7 0.75
STAR Benchmark local government building and infrastructure energy use annually 64,748,775.37 64,748,775.37 63,450,000.00
STAR Establish a water use baseline for local government facilities and infrastructure and conduct a
regular review of water use data against the baseline
2,398,836 2,398,836 2,300,000
STAR Resolution of Complaints:
Part 1: Demonstrate that all police-related civil and human rights complaints in the past 3
years have been investigated and violations redressed in a timely manner
--AND--
Part 2: Demonstrate that all non-police-related civil and human rights complaints in the past 3
years have been investigated and violations redressed in a timely manner
Complaints: 2017=10,
2016=17, 2015=22 All
of which were fully
investigated, resolved
in a timely manner
and presented to the
Human Services
Commission
2018:9 2019:8
STAR Active Adults:
Demonstrate 20% or less of adults aged 20+ report no leisure time physical activity within the
past month
20.0% 21.0% 20.0%
STAR Health Outcome: Premature death 6,600.00 6,500.00 6,400.00
STAR Health Outcome: Poor or fair health 0.17 0.18 0.17
STAR Health Outcome: Poor physical health days 3.6 3.6 3.5
STAR Health Outcome: Poor mental health days 3.5 3.6 3.5
STAR Health Outcome: Low birthweight 0.09 0.09 0.085
STAR Health behavior: Adult smoking 13.6% 12.6% 12%
STAR Health behavior: adult obesity 20.9% 25.3% 23%
STAR Health behavior: food environment index 7.9 8.3 8.6
243

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Service Area Measure Name 2017 Number 2018 Estimate 2019 Target
STAR Health behavior: physical inactivity 0.2 0.21 0.2
STAR Health behavior: Access to exercise oppor. 0.99 0.99 0.99
STAR Health behavior: Excessive drinking 0.22 0.236 0.22
STAR Health behavior: alcohol-impaired driving deaths 0.36 0.33 0.3
STAR Health behavior: sexually transmitted infections 713.1 753.6 720
STAR Health behavior: Teen births 36 30 25
STAR School Nutrition: Demonstrate an increase over the past 3 years in the food service sales of
fresh fruits and vegetables in the largest public school district
69,609 77,000 80,000
244

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PART VIII
GLOSSARY
245

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City of Evanston
Glossary
ACCRUAL BASIS: The basis of accounting
under which transactions are recognized
when they occur, regardless of the timing of
estimated cash flows.
ACCRUED EXPENSES: Expenses incurred but
not due until a later date.
ACTIVITY: A specified and distinguishable line
of work performed by a Division.
AFSCME: American Federation of State,
County and Municipal Employees, a labor
union representing some City of Evanston
employees.
ALERTS: Allows officers access to driver’s
license, registration, warrant and other
computerized law enforcement data. The
ALERTS system also provides for inter-car
communications via in-car data terminals.
ASSESSED VALUATION: A value that is
established for real or personal property for
use as a basis for levying property taxes.
(Note: Property values are established by the
Cook County Assessor’s Office.)
AUDIT: An examination of an organizations’
financial statements and the utilization of
resources.
BOCA: Building Officials and Code
Administrators International, an organization
that writes the guidelines for basic
community building codes.
BOND: A written promise to pay a specified
sum of money, called the face value or
principal amount, at a specified date in the
future, called the maturity date, together
with periodic interest at a specified rate.
BOND RATING: An assessment of the
likelihood that a bond issuer will pay the
interest on its debt on time. Bond ratings are
assigned by independent agencies, such as
Moody's Investors Service and Standard &
Poor's. Ratings range from AAA or Aaa
(highest) to D (in default). Bonds rated below
B are not investment grade and are called
high-yield or junk bonds. Since the likelihood
of default is greater on such bonds, issues are
forced to pay higher interest rates to attract
investors. Evanston is rated as an Aa2
community by Moody’s Investors Service.
BONDED DEBT: Portion of indebtedness
represented by outstanding bonds.
BUDGET: A fiscal plan showing estimated
expenditures, revenue, and service levels for
a specific fiscal year.
BUDGET ADJUSTMENT: Legal procedure
utilized by the City staff and Council to revise
an adopted budget. The City of Evanston has
a written budget adjustment policy that
allows adjustments in accordance with the
City Code.
BUDGET CALENDAR: The schedule of key
dates or milestones, which the City
departments follow in the preparation,
adoption and administration of the budget.
BUDGET DOCUMENT: Instrument used by the
budget-making authority to present a
comprehensive financial plan of operations to
the City Council.
BUDGET MESSAGE: The opening section of
the budget document, which provides the
City Council and the public with a general
summary of the most important aspects of
the budget, including current and previous
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City of Evanston
Glossary
fiscal years, and the views and
recommendations of the City Manager.
BUDGETARY CONTROL: The control or
management of a governmental or enterprise
fund in accordance with an approved budget
to keep expenditures within available
revenue.
CAPITAL EXPENDITURE (ALSO KNOWN AS
CAPITAL OUTLAY): Refers to the purchase of
land, buildings, and other improvements and
also the purchase of machinery and
equipment items which have an estimated
useful life of three years or more and belong
to the classes of property commonly
considered as fixed assets.
CAPITAL IMPROVEMENT PLAN (CIP): A plan
for capital expenditures to provide long-
lasting physical improvements to be incurred
over a fixed period of several future years.
CAPITAL IMPROVEMENT PLAN BUDGET: A
Capital Improvement Program (CIP) budget is
a separate budget from the operating budget.
Items in the CIP are usually construction
projects designed to improve the value of
government assets.
CAPITAL PROJECT: A specific identifiable
improvement or purpose for which
expenditures are proposed within the capital
budget or capital improvement plan.
Examples of capital improvement projects
include new roads, sewer lines, buildings,
operating systems, recreational facilities, and
large scale remodeling.
CAPITAL PROJECT FUND: A fund created to
account for financial resources to be used for
the acquisition or the construction of major
capital facilities or equipment.
CASH BASIS: A basis of accounting under
which transactions are recognized only when
cash changes hand.
CITY COUNCIL: The Mayor and nine (9)
Aldermen collectively acting as the legislative
and policy making body of the City.
COMMODITIES: All expenditures for
materials, parts, supplies and commodities,
except those incidentally used by outside
firms performing contractual services for the
City.
COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG): Federal funds made available to
municipalities specifically for community
revitalization. Funds may be used by internal
City divisions, or distributed to outside
organizations located within the City’s
boundaries.
COMPREHENSIVE ANNUAL FINANCIAL
REPORT (CAFR): A governmental unit's official
annual report prepared and published as a
matter of public record, according to
governmental accounting standards.
CONTINGENCY: A budgetary reserve, set
aside for emergencies or unforeseen
expenditures not otherwise budgeted.
CONTRACTUAL SERVICES: Expenditures for
services which are obtained by an express or
implied contract. Major types of contractual
services are: (1) advertising and printing; (2)
maintenance and repair services; (3) public
utility services; and (4) travel and training.
DEBT SERVICE: The City’s obligation to pay
the principal and interest of all bonds and
other debt instruments according to a pre-
determined payment schedule.
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City of Evanston
Glossary
DEBT SERVICE FUND: A fund established to
account for the accumulation of resources for
the payment of principal and interest on long
term debt.
DEFICIT: The excess of the liabilities of a fund
over its assets; or the excess of expenditures
over revenues during an accounting period;
or, in the case of proprietary funds, the
excess of expense over income during an
accounting period.
DEPARTMENT: Administrative subsection of
the City that indicates management
responsibility for an operation.
DEPRECIATION: That portion of the cost of a
capital asset that is charged as an expense
during a particular period. This is a process of
estimating and recording the lost usefulness,
expired useful life, or diminution of service
from a fixed asset that cannot or will not be
restored by repair and will be replaced. The
cost of the loss of usefulness of a fixed asset
is the depreciation or the cost to reserve in
order to replace the item at the end of its
useful life.
DISTINGUISHED BUDGET AWARD: A voluntary
program administered by the Government
Finance Officers Association to encourage
governments to publish well-organized and
easily-readable budget documents and to
provide peer recognition and technical
assistance to the fiscal officers preparing
them.
ENCUMBRANCE: Obligations in the form of
purchase orders and contracts which are
chargeable to a budgetary account and for
which a part of the balance is reserved
because the goods or services have not been
received. When paid, the encumbrance is
liquidated.
ENTERPRISE FUND: A fund established to
account for operations that are financed and
operated in a manner similar to private
business enterprises – where the intent of the
governing body is that the costs of providing
goods or services to the general public on a
continuing basis be financed or recovered
primarily through user charges.
ETSB: Emergency Telephone Systems Board.
EXPENDITURES: This term refers to the
outflow of funds paid or to be paid for an
asset obtained or goods and services
obtained, regardless of when the expense is
actually paid. Note: An encumbrance is not
expenditure. An encumbrance reserves funds
to be expended for a future date.
EXPENSES: A decrease in net total assets.
Expenses represent the total cost of
operations during a period regardless of the
timing of related expenditures.
FEMA: Federal Emergency Management
Agency.
FICA: Federal Insurance Contribution Act, the
name of the piece of federal legislation that
established the Social Security payroll tax.
The current FICA tax rate is 15%, half of which
is paid by the employer and half by the
employee.
FISCAL YEAR (FY): The time period designating
the beginning and ending period for
recording financial transactions. The City of
Evanston moved to a calendar year fiscal year
beginning in FY2012.
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City of Evanston
Glossary
FIXED ASSETS: Assets of a long term character
which are intended to continue to be held or
used, such as land, buildings, machinery and
equipment.
FRANCHISE FEE: The fee paid by public service
businesses for use of City streets, alleys, and
property in providing their services to the
citizens of a community. Services requiring
franchises include electricity, telephone,
natural gas, and cable television.
FULL ACCRUAL BASIS: The basis of accounting
under which transactions are recognized
when they occur, regardless of the timing of
estimated cash flows.
FUND: An accounting entity with a separate
set of self-balancing accounts which comprise
its assets, liabilities, fund balance, revenues
and expenditures.
FUND ACCOUNTING: A governmental
accounting system that is organized and
operated on a fund basis.
FUND BALANCE: The assets of a fund less
liabilities, as determined at the end of each
fiscal year. Any reservations of fund balance
are deducted to result in an “unreserved fund
balance.”
FUND TYPE: In governmental accounting, all
funds are classified into eight fund types:
General, Special Revenue, Debt Services,
Capital Projects, Special Assessment,
Enterprise, Internal Service, and Trust and
Agency.
GASB 67/68: Financial reports of defined
benefit pension plans.
GENERAL FUND: The largest fund within the
City, the General Fund accounts for most of
the financial resources of the government.
General Fund revenues include property
taxes, licenses and permits, local taxes,
service charges, and other types of revenue.
This fund usually includes most of the basic
operating services such as fire an